“Although a rapid response was been born out of our experience with earthquakes, the Covid pandemic required a different type of crisis response. People on the front line tend to be IT and human resources coming up with new ways to manage how we do things as opposed to how we operate our physical facilities.
We have been nimble, quick and able to adapt and adjust.
The story of this crisis has been how to adapt and keep the response sustainable. This is not a sprint like a typical emergency when something breaks. This is months, maybe years. It is about how we can be sustainable over a long term in a crisis and how we can do this to continue to survive and thrive in this new environment. Technology has been amazing, as is the adaptability of the workforce. I am pleasantly surprised at how we are managing.”
Jeffrey Kightlinger, General Manager, METROPOLITAN WATER DISTRICT OF SOUTHERN CALIFORNIA
“Customers are becoming a lot more demanding and open in wanting to maximize the value of the solutions and instrumentation we provide to them.
We need to be able to scale beyond a physical onsite presence that typically customers associate with supplier services. Our services need to evolve to virtual introductions, more remote monitoring and maintenance guidance for the operators of facilities. We need to provide scalable training packages. We are seeing the need for more cross training, now having less operators there is a growing need to cross train the operators.”
Hermes González-Bello, President, HACH
“We need to continue with replacement, invest in communities we haven’t invested in such as infrastructure, flood prone areas, inequitable service and we need to manage our regulatory responses.”
Mami Hara, General Manager, SEATTLE PUBLIC UTILITIES