By Austin Guimond

The water sector is at a critical crossroads. Utilities across the country are under increasing pressure to deliver clean, affordable water while grappling with aging infrastructure and evolving regulatory standards. At the American Water Works Association’s (AWWA) Utility Management Conference earlier this year, these issues were top of mind, but one challenge emerged as especially urgent: the growing workforce shortage. 

While many industries are feeling the effects of demographic change, the impact on water and wastewater utilities is particularly acute. Often referred to as the “Grey Tsunami,” the wave of retirements among baby boomers is creating a substantial gap in institutional knowledge and technical expertise. According to the EPA, nearly one-third of the water workforce will be eligible for retirement within the next decade. 

This exodus and loss of institutional knowledge have created urgent demand for new professionals. Unfortunately, younger workers aren’t entering the field quickly enough to fill the gap. Recruiting efforts face several hurdles including negative perceptions of water and wastewater utility positions. A U.S. Water Alliance Survey found that many water industry positions are viewed as particularly stressful and demanding. Rural systems face even greater challenges, often operating with just a handful of employees and struggling to compete with recruitment efforts of larger, better-funded utilities. 

Yet, within this challenge lies an opportunity. As artificial intelligence and automation reshape many sectors, the water industry still depends on local knowledge, hands-on problem-solving, and a strong sense of public service. While emerging technologies can enhance efficiency, they cannot replace the critical thinking, adaptability, and experience that skilled water professionals bring to the field. 

At the AWWA conference, I participated in the Young Professionals Summit, where attendees under 35 collaborated on some of the sector’s most pressing challenges. What struck me most in my conversations was how few people had planned to work in water. Many discovered their passion through academic exposure, internships, or mentorship. I also didn’t plan to work in a position focused on water resources, but after coursework in water policy led to an internship researching water affordability issues, I found a passion that re-shaped my career goals. 

There is no single solution to the water sector’s workforce gap. Utilities will need to remove barriers to entry, invest in training and mentorship, and build stronger pipelines from education to employment. But one simple step we can all take is to share our stories. The more visibility we give to the diverse, meaningful careers in water, the more likely we are to inspire the next generation of water leaders.

–

About the Author – Austin has built his career in the private sector by developing solutions to challenging environmental problems. As a Water Analyst, Austin helps clients develop plans that address some of the biggest issues in water resource planning including water availability, aging infrastructure, and water quality. With more than four years of experience, he has worked with water utility clients on water master plans and capital improvement plans that foster responsible growth based on projected water and infrastructure needs.