Growing water agencies that last

Leadership durability depends on more than visible qualities and actions; it is anchored by strategic efforts to ensure that agencies can weather transitions and attract the next generation of stewards. While such elements as vision, values, and trust are foundational, more must be done to intentionally build a durable workforce.

Three pillars form the engine that will keep agencies resilient across decades: succession planning, modern workforce strategies, and a focus on endurance.

Strengthen succession planning

Turnover, whether due to retirements or career moves, is inevitable and vital knowledge can be lost unless organizations plan. Sound planning does not begin when a key staffer gives their notice to depart; it starts with identifying the key positions critical to ongoing operations and making sure there are prepared, qualified candidates ready to step in when the time comes. Agencies achieve this by developing a talent pool, prioritizing knowledge transfer, and investing in development opportunities for both technical and leadership roles.​

Techniques such as targeted mentoring, structured documentation of institutional knowledge, and systematic assessments of upcoming vacancies help maintain continuity. Creating internal academies to train promising individuals readies them for promotions on both the management and operational side of the agency. Transparency is also key when it comes to making clear the pathways and qualifications for promotions.

The most effective succession strategies also involve annual reviews, action plans, and broad employee engagement, ensuring that everyone — from emerging leaders to board members — understands and supports the process.​​

Modernize recruitment and retention

Traditionally, water agencies relied on long-term careers and steady advancement, but today’s workforce expects flexibility, frequent advancement opportunities, and meaningful work. Agencies can strengthen recruitment and retention by updating job structures, offering remote or flexible work where possible, and emphasizing a culture of belonging and personal growth. Marketing your agency, its values, and commitment to community is also essential to capture the attention of younger Millennial and Generation Z and candidates. Leveraging new technologies, such as social channels, for outreach and hiring increases awareness, expands talent pools, and can speed up onboarding.​ Also, extend outreach to members of your community that may be underrepresented.

Competitive benefits, professional development, and clear advancement pathways can help attract younger professionals and energize current employees. Transparent communication about opportunities and challenges is essential, as is a willingness to periodically review and update recruitment strategies to keep pace with changing workforce expectations.​

Build enduring agencies

All these efforts combine to create organizations that thrive for generations. Durability isn’t built overnight; it arises from an inclusive environment where every employee is empowered to learn and contribute, leadership is deliberately nurtured, and institutional memory is actively preserved. Agencies with robust succession planning and modern workforce strategies can adapt, innovate, and meet challenges head on.​

The end goal is to ensure that when transitions occur — whether gradual retirements or sudden departures — the agency remains steady, effective, and ready to serve. By investing now in these foundational practices, water sector leaders can truly build organizations that endure the tests of time and change.