While many people believe an apprentice's training ends upon completion of one's apprenticeship, most journeymen agree that this is when the real learning begins. Learning is a lifelong process. This insight has led PacifiCorp and parent company ScottishPower to make substantial investments in journeyman and apprentice training for both the continued development of existing employees and to attract and train new workers.

On Nov. 25, 2001, PacifiCorp opened its Wilsonville Training Center in Wilsonville, Oregon. This event showed the company and the industry that PacifiCorp was serious about its commitment to training. Another training center opened on March 22, 2002, in Sandy, Utah. Both facilities were built primarily to address Power Delivery employees' training needs, specifically in technical crafts and the new 21^st Century Safety Five-Year Training Plan.

PacifiCorp identified the needs among field workers through ongoing field surveys and workforce training evaluations. In 2001, the utility conducted a high-level evaluation of its Power Delivery workforce of 3500. The comprehensive review revealed significant insight, which resulted in new training strategies and programs, as well as a commitment to listening to the concerns and needs of field operations.

Training from the Inside Out

In the current fiscal year, PacifiCorp's journeyman linemen, metermen and estimators will average 5.5 training days per person through its safety training plan. The PowerLearning division, which oversees much of the Power Delivery's training, is part of PacifiCorp's Employee Relations and Development division. Being located next to employee relations, communication and organization development consultants ensures the purposes and mission of training are not forgotten. The close proximity has resulted in a united commitment on a daily basis toward PacifiCorp's training programs.

Most of PacifiCorp's Power Delivery workforce training is delivered through two organizations: PowerLearning and PacifiCorp Learning. PowerLearning is subdivided into two branches, Technical Training and Power Skills. The Power Skills branch provides computer and soft skills training designed to meet the specific demands of Power Delivery's many job classifications, such as dispatcher training. Technical Training, which conducted the 2001 training needs in-depth evaluation, is responsible for safety topics as well as craft-specific training on topics ranging from equipotential grounding to underground troubleshooting.

Ground-Time Training

A key finding of the study, which included visits with employees, journeyman linemen and substation wiremen, was the gap in knowledge and experience among new hires being brought into the company's apprentice lineman training program. Previously, lineman apprentices came from within the electric utility field. Journeyman linemen preferred workers who possessed basic skills and work knowledge of the trade, and could immediately contribute to the crews. However, in recent years, fewer internal candidates have been available to become ground workers, and recruitment has turned to candidates outside the industry. In some cases, these candidates lack line work experience and utility skills. To address this void in industry knowledge and skills, Technical Training developed a 10-day groundman-training program that focused on the roles and responsibilities of ground help.

The 10-day course, which has been well-received, covers safety topics such as CPR, flagging, barricading and bucket rescue, as well as such skills as line truck operation, vehicle inspections, knot tying, rope splicing, and hot-line tool identification, care and maintenance. To provide the balance necessary to deliver this valuable hands-on learning opportunity, training is conducted with a combination of journeyman linemen, currently working in the field, and journeyman linemen who are members of the Technical Training staff.

Groundman training also includes an orientation that covers company-specific policy and procedures, payroll and benefits. Significant time is invested in reviewing accident prevention manuals from local unions. Finally, business managers and business representatives for the locals have participated in the training to cover union history, its role and expectations of its members.

The groundman training school has been well received by both the new recruits and the field personnel. Trainees appreciate the extra one-on-one coaching and mentoring from experienced journeyman. Journeyman linemen appreciate the added knowledge of line work procedures and the positive attitude that new recruits bring to the work environment. After going through the 10-day training, new hires are able to make a more productive contribution to the field crews they are assigned to.

Preparing for the Future

Industry studies predict that, at the present rate of attrition and retirement, and the declining number of new hires entering the electric utility field, in 15 years, the pool of trained and seasoned field workers will be depleted by 50%. The workforce is aging and retiring, and new recruits are not knocking down the door to become journeyman linemen.

Currently, PacifiCorp has more than 120 Power Delivery employees in either an apprenticeship or craft-trainee program. Most of these employees are currently or will be indentured into a program that requires a minimum of 6000 hours to complete. For example, for the first time in company history, a companywide joint steering committee is overseeing deployment of all apprentice training in the estimating craft. This steering committee is identifying topics, method of delivery and length of time for all estimator apprentices/trainees, regardless of location. Together, current journeyman estimators are working with training and management staff to develop an effective hands-on program that meets state apprenticeship requirements as well as local apprentice standards.

Although the company provides four weeks of apprentices training annually, which includes a combination of in-house and external training, the majority of an apprentice's learning comes from working on-the-job with actual journeyman. Of course, every yard wants an apprentice, but the decision to appoint one is not made by one individual. The local Joint Apprenticeship Training Committees (JATC) works with company management and Technical Training to determine locations for the placement of apprentices. Using variables such as journeyman-to-apprentice ratios, location from training facilities and the variety of work available, the JATCs have been a valuable part of the growth and success of the apprenticeship programs.

Five-Year Safety Training Plan

PacifiCorp's strategy for safety training is another example of its movement toward proactive listening to field operation needs. Under the direction of Executive Vice President Matthew Wright, safety has been and continues to be the foundation of all operational efforts. Using data from the company's safety incidents as its premise, members of the safety, operations and training organizations collaborated to develop a five-year training plan for journeyman linemen, metermen and substation personnel, called the 21^st Century Safety Five-Year Training Plan. While the company is fully committed to the learning and development of all employees, the five-year safety training plan was created to address the safety needs of field employees — those who face the daily risk associated with working with power lines.

Frontline Training

To stay abreast of OSHA guidelines and ensure every employee is current on these critical skills and procedures, two members of the Technical Training group are dedicated fully to OSHA requirements. The training group discovered that delivering OSHA-required training at safety stand-downs in the field is the most effective way to reach the largest audience at one time, while minimizing disruption to actual field operations. The safety committee at each location coordinates the training efforts, identifying topics and timing of training to match the needs of the trainees in each location, who range from apprentices to journeymen from various crafts.

The largest challenge for deploying field-based training has been trying to balance the wants versus the needs and the diversity of training requests and requirements, given the available time and training resources. Right now, all-terrain vehicle safety training is a big request because of the work needed as well as personal ability to apply the skills and knowledge off the job. Whether it's catching a flight on Sunday or not leaving a training site until Saturday, PacifiCorp trainers work hard to maximize their available time and resources and develop relationships with the field personnel — both management and journeymen.

The second year of the safety training plan for journeyman lineman seminars began in June 2004. When the five-year plan was being established, some thought there would be a gap between management and field perspective; they were wrong. Although opinions may differ on the method of delivery, length of time or to what detail a topic should be covered, all were definitely on the same path. Some of the topics covered in this year's 32-hour training seminar include underground troubleshooting, bucket truck (ALTEC) training, communication, tailboarding and accident prevention manual review, and switching.

Being Heard

It is not uncommon for field employees to think their concerns are not being heard or addressed. The Technical Training team continually strives to address this mindset. Each year, the team reviews the planned training with members of the local safety and operations departments to ensure the needs of the business are being met while providing beneficial training to field employees.

A good example of employees being heard was the creation of a companywide switch standards training course. Each year, approximately 10,000 switching orders are issued through the company's two regional dispatch offices. Because so many people, processes, equipment and customers are affected by the results of switching, and more importantly, so many individual lives are at risk with every switching order, consistency and safety needed to be addressed.

When employees expressed their concerns about switching protocol, a Power Delivery task force was established to develop switching standards and a companywide training initiative. The result was the creation of a four-hour training program that focuses on processes and standardized terminology. This program was delivered during safety workshops at field locations throughout the service territory. Over nearly six months, all dispatchers, substation personnel and linemen participated in the switching training classes.

Immediate benefits of the switching training program include increased system reliability and more satisfied customers. Perhaps the most important benefit has been a safer environment both for the workforce and the public.

Conclusion

PacifiCorp has set a precedent by designing training programs for its workforce that equip them with the latest and most relevant knowledge on safety and skills. Everyone in the company and the industry realizes that we must continue to identify best practices and share those practices for creating future training programs. No one within the electric utility industry needs to be reminded of the dangers of the trade. While some field employees may question the repetitious OSHA-mandated safety topics, few would deny the value and importance of the training. By listening and responding, PacifiCorp is able to develop and deliver consistent practices that will allow field workers to fulfill their duties and responsibilities and return home safely to their families each and every day.

Marcia Grail is technical training manager for PacifiCorp. She is responsible for the technical training of employees who work in the company's Power Delivery organization, including journeymen linemen, metermen, estimators and substation wiremen, and all related apprentice training.

Marcia.Grail@PacifiCorp.com