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JanuarJanuary 2016 y 2016 y 2016 y 2016

Editorial Calendar

January............. Wastewater Treatment February ........... Water Supply; Alternative Sources March................ Energy Efficiency; Environmental Stewardship April .................. Conservation and Reuse May ................... Operations and Utilities Management June .................. Biosolids Management and Bioenergy Production July ....................Stormwater Management; Emerging Technologies; Florida Water Resources Conference Review August .............. Disinfection; Water Quality September........ Emerging Issues; Water Resources Management October............. New Facilities, Expansions, and Upgrades November......... Water Treatment December ......... Distribution and Collection

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American .................................................................................. 83 Blue Planet Environmental Systems ..................................... 87 Carollo ...................................................................................... 63 CEU Challenge ........................................................................... 8 Data Flow Systems .................................................................. 81 FJ Nugent ................................................................................. 55 Florida Aquastore .................................................................... 82 FSAWWA Fall Conference ..................................................56-59 FSAWWA Water Conservation Awards for Excellence......... 77 FWPCOA Training Calendar ................................................... 75 Gerber Pumps ............................................................................ 9 Hartzell Air Movement ............................................................. 85 Heyward ...................................................................................... 2 Hudson Pump & Equipment ................................................... 53 Hydro International .................................................................... 5 Lakeside Equipment Corporation ............................................ 7 Mead & Hunt ............................................................................. 51 Pollardwater ............................................................................. 67 PolyProcessing ........................................................................ 71 UF TREEO Center .................................................................... 79 US Submergent ........................................................................ 45 Wascon ..................................................................................... 73 Xylem ........................................................................................ 88

1. C) Questions that are open-ended,

dealing with the candidate’s work experience.

Per “Manage for Success,” Chapter 1. Supervising, Section 1.302 Interviewing, “Attempt to structure the interview so that the candidate is speaking more than half the time. Ask open-ended questions that deal with the candidate’s experience, rather than questions that can be answered with a ‘yes,’ ‘no,’ or other one-word response.”

2. D) What languages do you read,

write, or speak fluently?

Per “Manage for Success,” Section 1.302 Interviewing, Table: Acceptable and Unacceptable Pre-Employment Inquiries, • “Subject – National Origin or Ancestry • Acceptable Pre-Employment Inquiries – Language applicant reads, speaks, or writes fluently • Unacceptable Pre-Employment Inquiries – Applicant’s nationality, lineage, ancestry, national origin, descent, or parentage. – Date of arrival in the United States or port of entry, how long a resident.

Nationality of applicant’s parents or spouse; maiden name of applicant’s wife or mother. – Language commonly used by applicant.

“What is your mother tongue?” How applicant acquired ability to read, write, or speak a foreign language.”

3. D) Management by Walking Around

Per “Manage for Success,” Chapter 3. Human Relations, Section 3.11 Management Style, “Management by Walking Around. The manager maintains a nonthreatening, regular presence in employee work areas, personally communicating with the employees on work items of mutual interest and or concern.”

4. C) QualServe

Per “Manage for Success,” Chapter 4. Planning and Organizing, Section 4.8 Management Assessment Program, “QualServe is a voluntary American Water Works Association (AWWA) benchmarking program that helps utilities achieve total quality performance in all areas of their operations. The QualServe assessment involves performance evaluations in 15 different areas through the use of a self-assessment questionnaire completed by ALL employees.”

5. C) Strategic decisions

Per “Manage for Success,” Chapter 7. Decision Making, Section 7.1 Decision Levels, “Strategic decisions are those that set, change, or directly affect the objectives, resources, and policies of the organization, and affect the utility’s mission, vision, and goals. Decisions at this level are among the most important responsibilities of a utility manager. Characteristics of strategic decisions include: • They typically involve relatively complex issues. • They carry the highest risk. • Few people are authorized to make decisions at this level.” Per the Water Effective Utility Management website, Interactive Primer page, “The Ten Attributes of Effectively Managed Water Sector Utilities describe desired outcomes that are applicable to all water and wastewater utilities. . . Operational resiliency ensures utility leadership and staff work together to anticipate and avoid problems. Proactively identifies, assesses, establishes tolerance levels for and effectively manages a full range of business risks (including legal, regulatory, financial, environmental, safety, security, and natural-disaster-related) in a proactive way consistent with industry trends and system reliability goals.”

7. C) Continual Improvement

Management Framework.

Per the Water Effective Utility Management website, Interactive Primer page, “The Keys to Management Success are Leadership, Strategic Business Planning, Organizational Approaches, Measurement, and Continual Improvement Management Framework.”

8. B) internal performance

measurement.

Per the Water Effective Utility Management website, Interactive Primer page, “There are two general approaches to performance measurement. • Internal performance measurement. . . involves evaluating current internal utility performance status and trends. It can also include comparison of outcomes or outputs relative to goals, objectives, baseline status, targets, and standards. • Benchmarking. . . is the overt comparison of similar measures or processes across organizations to identify best practices, set improvement targets, and measure progress within or sometimes across sectors. A utility may decide to engage in benchmarking for its own internal purposes or in a coordinated fashion with others.”

9. C) process control program

(PCP).

Per “Manage for Success,” Chapter 8. Technical Issues and Regulatory Compliance, Section 8.2 Controlling the Treatment Process, “If the first step in developing managerial technical skills is understanding how and why a facility is designed the way it is, then the next major step is ensuring that it operates the way it was designed to operate. This is achieved by developing and managing a formalized process control program (PCP).

10. B) Capital Improvement

Planning (CIP).

Per “Manage for Success,” Chapter 9. Financial Management, Section 9.6 Capital Budgets, “Capital improvement planning (CIP) is the selection and scheduling of multi-year physical improvements. Consider the phased replacement of six wastewater pumping stations part of the CIP program.”