After visiting Allegheny Power several years ago, I realized line work would never be the same. I saw linemen, armed with high-powered mobile PCs, morph into new creatures. Linemen were now handling functions once performed exclusively at headquarters. Now, with automated scheduling and procurement tools, Allegheny linemen have become, in effect, line technicians.

Today, linemen at Aquila Networks Canada (Alberta, Canada) are challenging the traditional notion of what constitutes line work. Like most utilities, Aquila has gone through significant restructuring efforts. All public service offices have been closed, including many complete service centers, leaving linemen without access to administrative help. The linemen must depend on mobile field computing tools to perform duties previously handled elsewhere. For example, linemen schedule work on distribution circuits, even querying the work management system to obtain repair details. As each task is completed, linemen electronically update system records. (See “A New Lifeline for the Field” on page 30.)

Aquila linemen also log outages into system records. This data helps the company determine the number of customers out and the kilometers of line impacted. Linemen are diligent about updating the database as outage statistics are used to decide where budget dollars are spent. If a lineman doesn't take the time to report outages correctly, his area may not get the funds to upgrade poorly performing circuits. That data the linemen collect is accessible by many different departments within Aquila. Network services, maintenance, training, engineering, dispatch, call center, communications and senior management all use reports generated by this data.

Aquila's 200 linemen, now called customer service linemen, also interact routinely with customers. Linemen not only have the means to validate performance levels for their customers, they also have the authority to initiate customer payments for any penalties due.

Training for the Future

Utilities and contractors are having a hard time finding qualified linemen to keep up with existing work, much less take on additional duties. And with the average age of linemen creeping up, most utilities are starting to feel the pain as baby boomers approach retirement. Recruiters tell me that few young people want to work in field jobs. Apparently, they are more comfortable punching keyboards than time clocks.

Public Service Electric and Gas (PSE&G; Newark, New Jersey, U.S.) was finding it increasingly difficult to fill positions in its electric and gas departments, as too few applicants possessed the technical skills required. PSE&G President Al Koeppe decided to tackle this problem head on, working with state labor leaders, high schools and community colleges to develop a skilled work force. Koeppe believes in education. As chairman of New Jersey's Higher Education Commission, Koeppe is pushing for long-term investment in education. To that end, PSE&G has entered into partnerships with Mercer County Community College and Trenton Central High School with the goal to develop a skilled and diverse utility work force.

At Trenton Central High School, PSE&G mentors students about career choices, and students take field trips to observe PSE&G personnel in work situations. Trenton Central also offers a lab-based curriculum in basic electronics with select classes held at PSE&G facilities. This cooperative effort with Trenton Central provides students with a natural bridge for future college study.

At nearby Mercer County Community College, PSE&G is partnering to develop the Associate of Applied Science degree in utility technology. This program combines regular classroom training with technical apprentice level training at the PSE&G training center. The program includes summer internships that give students essential hands-on entry-level experience for technical positions. This investment in technical training is a far cry from past history where utilities place “grunts” on field crews to do manual labor and expected them to learn by osmosis.

Where Do We Go From Here?

Technical training is not enough. We need to pursue a new compact where linemen are incented to take on more challenging tasks. Our working lives are becoming increasingly interdependent, with success depending on coordination and cooperation. Linemen expect to be treated as professionals with the flexibility to make mid-course corrections on the job site as situations occur.

It is time to rethink what constitutes line work. It is time to rethink how we recruit, hire, train and employ our field force. We need to court a new breed of cat to meet the requirements for an increasingly sophisticated field work force.