Our shortage of qualified workers will affect public- and private-sector stakeholders in infrastructure, education, economic development, and other areas. In this session we will focus on improving workforce development efforts and planning

Jacob, Mark C.

Wanders, Stephen P.

English

Purdue E-Pubs

2025 WORKFORCE PLANNING Purdue Road School March 8, 2016  STEVE WANDERS, PE, PURDUE UNIVERSITY MARK JACOB, CITIZENS ENERGY GROUP  MODERATOR: HEATHER DEVOCELLE, INDOT 2025 WORKFORCE PLANNING • Topic Overview, Statistics and Trends– Steve Wanders   • Citizens Energy Group Talent Development Initiatives – Marc Jacob  • Cooperative Education at Purdue, (“Recruit Once, Hire TWICE”) – Steve Wanders     AGENDA TOPIC OVERVIEW 2025 WORKFORCE PLANNING  2025 WORKFORCE PLANNING • High demand for additional STEM graduates in ALL disciplines, however:  • From 1990 to 2010, overall U.S. college graduation levels GREW 50% • During same period, number of U.S. engineering graduates     fell flat at 120,000 • India and China each produce nearly 1 Million engineers annually.   "President's Council on Jobs and Competitiveness Announces Industry Leaders' Commitment to Double Engineering Internships in 2012." The White House. The White House, 31 Aug. 2011. Web. 01 Mar. 2016. TOPIC OVERVIEW  2025 WORKFORCE PLANNING • Clearly, there is a limited supply, but high demand for STEM professionals, especially for Biomedical and CIVIL Engineering graduates  • “According to the U.S. Bureau of Labor Statistics, employment of civil engineers is projected to grow 20%        from 2012 to 2022.”   • In December 2015, Congress passed the Fixing America’s Surface Transportation Act: • 5-year, $305 Billion in funding for transportation infrastructure improvements  "Demand for Biomedical, Civil Engineers Continues to Rise." Houston Chronicle. 4 Jan. 2016. Web. 01 Mar. 2016. TOPIC OVERVIEW (CONT’D)  2025 WORKFORCE PLANNING • So, what does all of this mean?   • With 2013 ASCE Infrastructure grade of D+ AND • Estimated investment of $3.6 Trillion needed to revitalize infrastructure AND • Increased investment in/development of tech-centric enterprises:    • Industry must invest in STEM graduates  "About America’s Infrastructure." 2013 Report Card for Americas Infrastructure. American Society of Civil Engineers. Web. 01 Mar. 2016.  TOPIC OVERVIEW (CONT’D) STATISTICS AND TRENDS  2025 WORKFORCE PLANNING  2025 WORKFORCE PLANNING STATISTICS AND TRENDS  31.1% 44.4% 24.5% Spring 2016 College of Engineering Undergraduate Enrollment by Residency  Indiana Resident Nonresident International23.6% 73.4% 3.0% Initial Post-Graduation Work Location   (3-Year Survey of College of Engineering Baccalaureate Completers) Employed in IndianaEmployed Outside IndianaEmployed Internationally"Purdue University Spring 2016 College of Engineering Undergraduate Breakdown by Residency." Purdue University Data Digest. Purdue University Office of Enrollment Management. Web. 01 Mar. 2016.  2025 WORKFORCE PLANNING • According to the Purdue Center for Career Opportunities, top five destinations for baccalaureate engineering completers are:  • Indiana, 23.6% • Illinois, 12.2% • Texas, 9.5% • Ohio, 6.4% • Michigan, 6.4%  • Average salary as of May 2014: • $61,434 STATISTICS AND TRENDS  "College of Engineering Post Graduate Data." Data Dashboard. Purdue Center for Career Opportunities. Web. 01 Mar. 2016. CITIZENS ENERGY GROUP TALENT DEVELOPMENT INITIATIVES 2025 WORKFORCE PLANNING  Purdue Road School March 2016 Workforce Development Mark C. Jacob | citizens energy group Vice President | Capital Programs & Engineering and Quality Systems   Safety Topic  Accident Causes & Prevention • Accident –an unplanned and unwanted event which may or may          not cause injury and/or property damage • 88% of accidents  - caused by unsafe acts  • 10% of accidents - caused by unsafe conditions  The Citizens Public Charitable Trust – Established 1887 – Operated since then as a public charitable trust – For the benefits of the inhabitants of Marion County – Does not operate the Trust passively – Devise and implement strategies to build and renew the businesses of the Trust – Keeping the Trust competitive and adding value creates greatest long term benefit for the beneficiaries of the Trust Citizens Energy Group and CWA Authority Inc. • Energy – Citizens Gas – Steam – Chilled Water • Water – Indianapolis (area) Water (1M customers) – Indianapolis (area)Wastewater (CWA) • Shared Services – Corporate Support Services – Shared Field Services  • Citizens Resources – Kinetrex Energy – Oil Exploration & Production – Citizens Gas of Westfield  – Citizens Southern Madison  – Westfield Water – Westfield Wastewater  A Public Charitable Trust Infrastructure Challenges  We Face • Annually - 6 Billion gallons of sewage was flowing  to the         city’s streams and rivers • $1.9 B Combined Sewer Overflow (CSO) Consent Decree • Aging infrastructure and expansion needs • Aging workforce • Capital investments are a constant need • Bring / keep our Water, Wastewater and Energy  Utilities        at acceptable / affordable performance levels  • Large and diversified water system • Significant septic tank  elimination project        (STEP) needs • Future water supply 0501001502002501-Jan 1-Feb 3-Mar 3-Apr 4-May 4-Jun 5-Jul 5-Aug 5-Sep 6-Oct 6-Nov 7-DecConsumption (MGD)Objectives: 1. Serve Peak 2. Reduce Peak Primarily Lawn Irrigation 0510152025TotalManagement Eligible toRetire Now Eligible toRetire within5 yearsEligible toRetire within10 years21 4 10 11 Management Employees Total ManagementEligible to Retire NowEligible to Retire within 5yearsEligible to Retire within 10years020406080100120140Total Staff Eligible toRetire Now Eligible toRetirewithin 5yearsEligible toRetirewithin 10years132 13 30 42 All CP&E Employees Total StaffEligible to Retire NowEligible to Retire within 5yearsEligible to Retire within10 yearsWorkforce Challenges We Face Engineers…. III. Professional Obligations 2. Engineers shall at all times strive to serve the public interest. a. Engineers are encouraged to participate in civic affa`irs; career guidance for youths; and work for the advancement of the safety, health, and well-being of their community. Strategies for Long Term Success • Incorporate Sustainability – ‘EBC’s – Environment, Business, Community • Voice of the Customer • Customer Affordability • Safe, Affordable, Reliable utility services • Partnerships for Excellence in Research & Learning (PERL) – Partnerships with Purdue, IUPUI, Rose-Hulman, etc. • Vendor Partnerships – Cost Controls,  Innovation, Community Involvement • Economic Benefits – Jobs • Peer City Collaboration – Share experiences with other cities – Two way learning opportunities • Effective management of the CSO Consent Decree  - Our single biggest capital investment     POTENTIAL PARTNERSHIP OPPORTUNITIES: • Enhanced consideration and use of Co-ops  & Interns • Partnership opportunities for senior design projects • Sharing  university research data (e.g. Purdue’s data on regional water supply or infrastructure integrity) • Evaluate use of university technologies (e.g. Purdue owns ‘Soilermaker’…soil remediation (Soilermaker)) • Research partnerships on topics such as: o Sustainability o Energy efficiencies o GIS applications o Water reuse o Water-quality modeling o Water and wastewater treatment alternatives • Collaborate on infrastructure needs, trends, and patterns • Training opportunities on active construction projects  SHORT AND LONG TERM GOALS & VISIONS (‘EBC’s): Gain better access to more / better data to benefit our environment (E) Help create more opportunities for our future business leaders and technical talent (B) Encourage more students to remain in Indiana / Indianapolis, after graduation (C )  Strategies for Long Term Success  Partnership for Excellence in Research and Learning (PERL) Strategies for Long Term Success  Diversity • Strengthening a diverse business community economically contributes to the overall economic growth of our markets.  • Minimum participation goals – 15% for Minority – Owned Businesses – 8% for Woman – Owned Businesses – 3% for Veteran – Owned Businesses  • In 2015, Citizens exceeded these goals with $128.6 million of spending with diverse suppliers:  Eligible Expenditures`` $364.2 million % of Eligible Total Supplier Diversity Goals MBE Expenditures $63.4 million 17.5% 15% WBE Expenditures $49.8 million 13.7% 8% VBE Expenditures $15.4 million 4.2% 3% Total MBE/WBE/VBE $128.6 million 35% 26% Strategies for Long Term Success  Community Involvement Statistics and Benefits • Spreads the word about your values and intentions • Get to know our customers  and helps build stronger relationships with them • Getting to know our vendors and build stronger relationships with them • Over 50% of 18-26 year olds “would prefer to work for a company that offers volunteer opportunities • Over 50% of those surveyed said a company’s work on charitable causes helped influence them to accept job • Most consumers have a better outlook on businesses that give to a charity that they care about • Americans gave over $350 billion in 2014 (a 7.1% increase from 2013) • It is estimated total charitable contributions will total between $21 and $55 trillion between 1998 – 2052 • Over 98% of high net worth households give to charity • 63% of high net worth donors cite “giving back to the community” as a chief motivation for giving • In 2015 there were over 1.5 million charitable organizations in the United States Strategies for Long Term Success  Part of the Community Strategies for Long Term Success  Sustainability What the Engineer Said: “The purpose of this white paper is to start the discussion for an outline of potential elements of an overall sustainability initiative or charter for Citizens Energy Group (CEG), which consist of green infrastructure projects, the use of sustainability rating systems, sustainable metrics, and coordination across CEG business units and potentially with partners outside the utility as well. Due to its recent integration of energy, water, and wastewater business units, CEG currently has an unprecedented opportunity to implement sustainable projects and initiatives to reduce capital costs, improve the natural environment, increase energy efficiency, and provide aesthetic benefits and reduced costs to its customers, within its unique characteristics and consolidated utilities and significant operational and capital programs….”  What the CEO Said:  “…it’s really about the EBC’s….The Environment, the Businesses, and the Community.  A strong utility supports strong EBC’s and strong EBC’s make a strong utility.”  Environment:  “…our efforts to sustain our environment are being achieved through unprecedented infrastructure investments in each of our utility systems.”  Business: “As we make wise long-term investments in our utility systems, we are  sustaining our business through disciplined cost control efforts; sound financial and strategic planning; adherence to documented quality processes; and development of new businesses to support community investment activities”.  Community:  “…promote development of a more sustainable community” (e.g. Winter wise, education, Earth Day, environmental clean up, day of sharing, sustainable neighborhoods, youth programs, etc.). Water Utilities – At a Glance (Acquired August 26, 2011) • Acquired Indianapolis Water Utility – serving 1 million customers in 6-county area – system previously operated by Veolia Water – now operated by staff transferred to CEG • Acquired Indianapolis Wastewater Utility – system serving 800,000 people in Marion County – operated by United Water under contract to CEG – 8,000 septics to address – $2 B CSO Consent Decree Integrated Water Resource Plan (25 & 100 years) 01002003004005006000100200300400500600201520202025203020352040204520502055206020652070207520802085209020952100210521102115Peak Day Supply / Demand (MGD)IWRP Supply PlanSystem Capacity Target (Demand Forecast + 5%)Projected Available Supply (MGD)Water Wise Initiatives System OptimizationNew Surface and Groundwater SuppliesNew Water StorageWater ReuseSystem Yield 2012 (Moderate Drought)0501001502002503003502013 2017 2021 2025 2029 2033 2037Volume per Day  (MGD)Integrated Water Resource PlanCurrent Moderate Drought Supply AvailableAdditional Resources in IWRPDeficit Resolved via Watering Restrictions36 MGD82 MGD• Location: Olio Road & Geist Reservoir • Property: 74 Acre / 8 Acre Potential Plant Site • Quarry Depth: 230 Feet • Geist Reservoir: 6.7 Billion Gallons • Quarry Water Storage: 3.2 Billion Gallons • Supply: 20-25 MGD (Summer Supply) • Projection: 10-15 Years System Growth  GEIST DEEP WATER STORAGE 26 ~230’ Deep Tunnel System Components Robbins Main Beam Tunnel Boring Machine http://www.youtube.com/watch?v=J0YqpZCoYEQ  Deep Rock Tunnel Connector Pump Station Update DRTC Tunnel Launch Shaft 39’ Diameter 18’ Diameter 60‘W x 100‘L X 66‘H • FACT SHEET • Pumps are “dry pit vertical centrifugal”. • 3 pumps need 4,500 kilowatt – hours • Deepest floor is almost 280 feet below the ground surface • Cavern excavation produced over 16,000 cubic yards of rock • Pump Station houses four (4) 30MGD pumps • Each pump is rated at 2,000 horsepower • Flow enters the Pump Station through a 72-inch diameter tunnel extending from the Screen & Grit Shaft • Pumps discharge into twin 42-inch diameter pipes • Water is lifted over 300 feet before flowing into Southport AWT  Secondary Treatment Disinfection Headworks  DRTC Pump Station - New screening and grit removal @ Headworks - Evaluate need for pump station upgrades - Rehab north Primary Clarifiers – wet weather flow - Convert south primary clarifiers – dry weather flow Secondary - Convert ANS tanks to reverse flow - New mixed liquor channel to convey flow to ONS - Increase ONS capacity and rehab clarifiers - Add UV Disinfection for  150 MGD - Rehab existing 60” ANS effluent line (now online) Primary Clarifiers Southport Advanced Wastewater Treatment Plant Update Projects: 1) Headworks 2) Secondary Expansion 3) Primary Clarifiers  and 4) Wet Weather (UV) Disinfection Contractor: Bowen Engineering Corporation Bid Price: $87,584,040.00 Notice To Proceed Issued: March 27, 2014 • Perry K - Second largest steam utility in U.S. • 8 boilers: Converted to natural gas • 24 Miles of Distribution Piping / 700 Manholes • Covanta Energy – Refuse incinerator provides 50% of steam supply for Citizens’ steam system • Natural Gas usage nearly 4.5 BCF • Controls are newest technology • System peak is 1,500,000 lb/hr (Jan 2014) • Serves about 200 institutional, commercial and industrial customers (Including: Eli Lilly, Lucas Oil Stadium, IU Health, IN Gov Center, downtown hotels) • O & M Steam System Overview • 260,000 customers – Marion County • 3,000 customers – Westfield • 245 miles of 20” transmission line including line from Greene County • Five primary suppliers – Panhandle, Texas Gas, Rockies Express, Heartland, Midwest Gas Transmission • 4,000 miles of distribution mains • 4,000 miles of service lines • Underground Storage  – 7 Bcf  • LNG storage facility, 1 Bcf • Oil Field producing 225 barrels a day   Gas and Oil System Overview COOPERATIVE EDUCATION AT PURDUE 2025 WORKFORCE PLANNING 2025 WORKFORCE PLANNING COOPERATIVE EDUCATION AT PURDUE  • Started in ME in 1954 • Now serving 45 majors in 8 colleges: – Agriculture, Engineering, Health & Human Sciences, Liberal Arts, Management, Pharmacy, Purdue Polytechnic, and Science – 32 faculty coordinators – 26 faculty coordinators in Engineering, Polytechnic, and Science  • 8 staff members 2025 WORKFORCE PLANNING COOPERATIVE EDUCATION AT PURDUE  3-Session Co-Op Program • Callouts year round, focused during IR • Minimum GPA of 2.6 • Students in fourth semester or higher • Much more flexible, can start as late as third or fourth year in summer, fall, or spring • Alternating academic and work sessions afterward • Total of 3 work sessions (~12 months) • Typically 1 summer, 1 spring, and 1 fall • Students graduate in 5 years • Global work session possible  5-Session Co-Op Program • Recruit students during first year • Attend callout beginning of second semester • Minimum GPA of 2.8 • First work session either summer or fall after first year • Alternating academic and work sessions afterward • Total of 5 work sessions (~16-20 months) • Typically 2 summer and 3 spring and/or fall • Students graduate in 5 years • Global work sessions are possible  2025 WORKFORCE PLANNING COOPERATIVE EDUCATION AT PURDUE  RECRUIT ONCE, HIRE TWICE  2025 WORKFORCE PLANNING 2025 WORKFORCE PLANNING  • Why utilize Cooperative Education as a means to realize Human Resource needs?  • Discover ambitious students early   • Assess potential permanent hire prior to graduation   • Enhance campus recruiting reputation   • Average recruiting cost:  • $3,582   RECRUIT ONCE, HIRE TWICE  2014 Recruiting Benchmarks Survey Report. Rep. Bethlehem: National Association of Colleges and Employers, 2014. Recruiting Survey. National Association of Colleges and Employers (NACE). Web. 2 Mar. 2016.  2025 WORKFORCE PLANNING RECRUIT ONCE, HIRE TWICE (CONT’D) • Co-Op Students vs. Interns • Duration of Engagement • Intern: generally, one semester or summer in length. • Co-Op: Three or Five work rotations over four years.   • Work Product • Intern: Usually, one limited duration project. • Co-Op: Several projects, occasionally spanning multiple work rotations. Tasks escalate in complexity as student progresses in studies.  • Work Experiences • Intern: Limited exposure to one segment of business/engineering cycle.  • Co-Op: Deep exposure to one segment of business across multiple rotations OR opportunity to experience multiple areas of business.   2025 WORKFORCE PLANNING WRAP-UP  • In next ten years, there will be an exceptionally high demand for STEM graduates.  • FAST Act creates significant investment in infrastructure, yielding large demand for new Civil Engineers.  • Indiana MUST retain the STEM talent it produces.  • Only 23.6% of Purdue Engineering BS graduates remain in Indiana post-graduation.  • Talent Development Initiative: Citizens Energy Group established Partnerships for Excellence in Research & Learning (PERL) to better connect with Indiana’s STEM institutions, creating a sustainable talent pipeline.   • Establishing a Cooperative Education program can help organizations to “Recruit ONCE, Hire TWICE.”  • Reduce recruitment costs, fill talent pipeline.  • Cooperative Education at Purdue is facilitated by the Office of Professional Practice (www.opp.purdue.edu).       2025 WORKFORCE PLANNING  QUESTIONS  Stephen P. Wanders, P.E. Associate Director, Cooperative Education Purdue University swander@purdue.edu 765.494.7428  Mark C. Jacob Vice President, Capital Programs & Engineering Citizens Energy Group mjacob@citizensenergygroup.com 317.677.6242 

2025 Workforce Planning

https://docs.lib.purdue.edu/cgi/viewcontent.cgi?article=3970&amp;context=roadschool

2025 Workforce Planning

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