The primary responsibility of the General Manager of the Morgantown Utility
Board is to ensure that the water, sewage, and stormwater systems of
Morgantown and the greater Morgantown area are operating safely, efficiently,
and effectively. This is achieved through good operations management and long
term planning; employing qualified employees and applying progressive human
resources practices; practicing sound financial management; maintaining
appropriate and effective communications with the MUB Board of Directors, the
City Council, other governmental bodies, community, utility customers, local and
statewide news agencies, and WV regulatory agencies; and conducting public
relations in a thoughtful and appropriate manner as the “public face” and primary
spokesperson of the organization.
DUTIES AND RESPONSIBILITIES:
1. Operations management and long-term planning:
• Review all areas of operations and determine if execution is
being completed efficiently a nd within budget limitations.
• Determine planning priorities as they relate to water,
stormwater and wastewater facilities management.
• Provide vetted goals to the Board of Directors, ensuring
adequate facility capacity and capabilities to satisfy the
demands of a growing customer base, and compliance with
all state and federal requirements.
• Develop manpower estimates to adequately provide for all
operations and construction. Track employee turnover and
develop methodologies to retain best qualified staff
• Become familiar with the components of each operational
system, and plan for replacement based on useful life and
• Project future dollar requirements to meet system renewal and
• Utilize professional staff to develop required short, medium and
long term construction requirements.
• Manage all construction completed by MUB forces and also
completed by external contract. Ensure all contracts meet state
and federal requirements.
• Oversee all submissions to WV Health Department, WV
Department of Environmental Protection, the WV Infrastructure
and Jobs Development Council, WV Water Development
Authority, the WV Public Service Commission, the WV department
of Natural Resources, .
• Develop possible plans for utility regionalization, both water and
wastewater, by reviewing existing public service districts and their
capabilities, to identify potential mergers, as well as potential
acquisition of private sewage and water systems.
• Consider possible contract operations of private facilities.
• Identify opportunities to develop enterprise activities that may
provide additional sources of revenue.
2. Human Resources management:
• Ensure employee policy manual is current and meets all
requirements of state and federal agencies.
• Monitor hiring practices and ensure regulatory compliance.
• Review and update compensation requirements based upon local
economy, unemployment and specific job requirements.
• Review employee benefits package and modify accordingly
based upon the cost to provide the benefit as well as the need to
remain competitive in the local job market.
• Review worker’s compensation costs and claims, taking
appropriate corrective action for recurring problems based upon
• Provide pro-active employee orientation, safety, and training
programs as key elements of a risk management program.
• Provide an open door policy to facilitate employer/employee dialogue
concerning employment practices and procedures.
• Meet with employee groups for the purpose of discussing
employee benefits packages.
• Promote an atmosphere of service, by promptly addressing
concerns of employees and customers.
3. Financial Management:
• Coordinate and direct the preparation of the annual budget and
• Review monthly and annual financial statements; compare with
budget estimates and make changes/corrections if necessary.
• Monitor short term and long term investments; ensure
available liquidity for major expenditures; anticipate and
satisfy future cash needs for capital improvements.
• Be aware of debt service requirements and scheduled bond
maturities. Plan future borrowing around such information, in order
to minimize annual debt service requirements.
• Compare the terms of current long term debt to current market
conditions, and identify opportunities to refinance current long
term debt in order to minimize annual debt service
• Analyze rate sufficiency with regard to O&M expenses, capital
expenditures, and debt service requirements. Present necessary
rate adjustment proposals to the Board of Directors and the City
• Maintain appropriate funding of the contingency reserve account,
and oversee the investment management of said funds. Coordinate
the investment policy and utilization of said contingency account
with the MUB Board.
• Track costs of employee benefit package and negotiate with
benefit vendors for the lowest possible rates that can be provided.
• Pursue low interest funding of MUB projects by the WV Water
Development Authority, WV DEP, WV DHHR, and/or WV
Infrastructure and Jobs Development Council.
• Establish and monitor financial benchmarks to determine if MUB
is over spending.
• Monitor payroll and overtime pay to determine if all overtime is
• Monitor valuation of physical plant as it applies to general
liability insurance and property insurance.
• Provide financial evaluation regarding acquisition of existing
public/private utilities and/or expanding into un-served areas.
• Provide MUB Board and MUB bondholders with an accurate and
current financial reports.
4. Communications to the Board of Directors;
• Develop monthly Board meeting agenda and provide the Board
with read ahead material explaining the agenda items.
• Prepare staff members for specific staff briefings to the
• Develop list of priorities and get Board approval of proposed
capital projects for new fiscal year.
• Report monthly financial position, current construction underway,
proposed future construction, and current matters of concern or
• Keep the Board informed regarding current or emerging
situations about which they may be questioned.
• Provide a Board Notes newsletter that reports past, current and
future work completed or forecasted for completion. Describe
various MUB departments and provide operational information on
how they do business.
• Advise the Board on purchases or construction contracts
through the bidding process, and submit related bids /
proposals for their approval.
• Solve problems promptly so that they are not elevated to the
5. Communications with community, customers, news agencies and public
• Act as primary spokesperson for MUB with regard to any
emergency, mishap, complaint, public request for information
or public interview.
• Utilize the Director of Communications to develop various
communications to bring MUB’s successes to the public’s
• Provide escorted tours for community leaders, public officials,
WVU class leaders and anyone on the state level that is
interested in viewing our facilities.
• Work closely with the City Council regarding their requests for
repairs or improvements to MUB infrastructure.
• Maintain contact with critical stakeholders that can be consulted
to vet proposed rules, policies, and future plans.
• Maintain communications with WV House of Delegate
members and Senate members in order to comment on
pending legislation that may impact MUB.
• Keep state regulatory agencies current on proposed capital
improvement/expansion projects and related funding needs.
• Maintain strong relationships and transparency with local
LEVEL OF SUPERVISION:
This position operates under the direct supervision of the MUB Board
This position interacts with the general public, customers, all MUB
employees, the MUB Board of Directors, consultants, bankers, lawyers, news
media, WV PSC, all state regulatory authorities and overseeing health and
environmental agencies, vendors, and City Council.
EDUCATION, EXPERIENCE, SKILLS:
A Bachelor of Science in Engineering, or a similarly demanding technical field,
from a four-year institution is mandatory. Advanced degrees in Engineering
and/or Business are ideal. Management work experience of at
least 15-20 years in a utility environment is a major prerequisite, with a
demonstrated record of progressive responsibility, accomplishment, and
expertise. The GM must be a strong leader, capable of both inspiring the
organization to pursue and achieve excellence; and of maintaining the magic
balance of high performance and low rates.
Interested and Qualified individuals can contact:
Tony Trouse, Managing Partner, The Giddings Group