This document summarizes how utilities can use information technology tools like websites, blogs, social media, and online surveys to more effectively recruit candidates for jobs in the water industry. It provides examples of how utilities are using tools like RSS feeds, customization, and Web 2.0 features on their websites to engage potential candidates. Social networking sites like LinkedIn and Facebook are also discussed as ways to connect with professionals and advertise open positions. Tracking website usage and getting user input are presented as methods to improve online recruiting efforts.

1. workforce issues
60 AUGUST 2009 | JOURNAL AWWA • 101:8 | DAVIS ET AL
B Y C H E R Y L D A V I S , S U S A N B A I L E Y ,
J E N N I F E R D A Y - B U R G E T , A M Y K I E R N A N S I N C L A I R ,
A N U P S H A H , A N D C A T H E R I N E C U R T I S
Building and recruiting
qualified candidates
for water industry jobs
or some time, the water industry has been aware of the impend-
ing workforce challenges as Baby Boomers reach retirement age.
Although the recession has delayed some retirements, the chal-
lenges are unavoidable given the difference in the population
size of the Baby Boomer generation and the population size of
subsequent generations. At the same time a number of other phenomena
are affecting workforce development and the water industry:
• Many of today’s youth are not prepared to perform technical work in
the water industry because of declines in vocational training, as well as basic
math, science, and literacy education.
• Utility jobs—including the tasks of crafts workers—have become
increasingly complex.
• Public expectations regarding water quality, customer service, envi-
ronmental stewardship, and security continue to escalate, regardless of
whether resources are available to support upgrades.
During this period of rapid changes in staff, facilities, technologies, and
regulations, “historical approaches” to workforce development are clearly
inadequate—approaches such as:
• “They’ll find us” for candidate development and outreach,
• “They’ll pick it up as they go along” for technical training, and
• “I don’t know, ask Fred” for knowledge management.
A proverb from the Oneida Native American tradition states: “What
enables also disables.” Relating this proverb to the water industry, the
unappreciated treasure of staff experience and knowledge may have
FTHI S I S THE FIRST IN A SERIES
OF A RTICLES ABOUT HOW
THE WATER INDUSTRY CAN
US E I N F ORM ATION TECHNOLOGY
TO ADDRESS CRITICAL
WORKFORCE DEVELOPM ENT
CHALLENGES.
2009 © American Water Works Association

2. enabled reliable operational perfor-
mance while disabling organizational
motivation to invest in robust candi-
date development, outreach, docu-
mentation, technical training, and
knowledge management.
Recognizing the operational risks
they will incur if they have insuffi-
cient staff in mission-critical job clas-
sifications, or staff who are insuffi-
ciently prepared to perform their
work reliably, some utilities are now
making more sophisticated use of
information technology to mitigate
those risks. Information technology
is potentially a valuable asset, requir-
ing investment both in terms of
expenditures and, more important,
staff time. New software and hard-
ware packages should be selected
carefully, keeping in mind how well
they mesh with organizational goals
and with each other.
This article is the first of a series
of articles on how utilities across the
country are using information tech-
nology to build and maintain a qual-
ified workforce. Each article in this
series will focus on one of the four
strategic areas identified as critical by
BAYWORK, the (San Francisco) Bay
Area Water/Wastewater Workforce
Development Collaborative:
• building and recruiting candi-
dates for water industry jobs,
• giving staff the information
they need to do quality work,
• modifying work processes to op-
timize use of available staffing, and
• maximizing cost-effectiveness
of workforce development invest-
ments through collaboration.
TOOLS FOR RECRUITING
STRONG CANDIDATES
Innovative water utilities are dis-
covering that information technology
can help them attract potential candi-
dates into educational or apprentice-
ship programs (e.g., engineers, water
treatment operators, and other skilled
crafts people) and upgrade the utility’s
ability to recruit and select qualified
candidates for current vacancies.
Internet sites as recruiting tools. The
H2Opportunity.net website is one
example of how information technol-
ogy can help to expand the labor pool
for the water industry as a whole, as
well as recruit qualified applicants for
specific job openings.
Recognizing that people outside
the water industry rarely understand
the importance and the benefits of
the industry to society, the training its
jobs require, or the variety of career
opportunities available, the Georgia
Association of Water Professionals
(GAWP) developed the H2Opportu-
nity Internet site in 2008. GAWP is an
organization of water and wastewater
professionals. H2Opportunity has the
following features (see examples from
the site on pages 73–75):
• links to educational materials for
elementary and middle school students
(e.g., information on the natural water
cycle, the human-made water cycle,
and Ploppy, the Defender of Ground-
water, for elementary students);
• information for college and
vocational students about scholar-
ships, job banks, student chapters,
and young professionals groups, as
well as the opportunity to participate
in a blog;
• links to databases with infor-
mation on current jobs openings in
the water industry;
• opportunities to explore poten-
tial career paths by linking to descrip-
tions of a variety of job classifications
in the water industry (e.g., laboratory
analyst, environmental specialist,
machinist, and electrician);
• biographies of water profession-
als that give a more personalized pic-
ture of opportunities available; and
• opportunities to ask a profes-
sionals about water and careers in the
water industry (GAWP, 2008).
To make the H2Opportunity web-
site more interactive and dynamic,
GAWP is developing and considering
more features for the site—features
that water utilities throughout the
country could incorporate into their
own websites.
RSS (Rich Site Summary/Really
Simple Syndication). H2Oppor-
tunity is already using RSS to feed
information onto its website from dif-
DAVIS ET AL | 101:8 • JOURNAL AWWA | AUGUST 2009 61
The Portland Water Bureau
maintains The Water Blog,
which links to Portland Water
Bureau’s Facebook page,
Twitter and RSS feeds,
and YouTube videos.
2009 © American Water Works Association

3. ferent sources including the AWAA
Job Bank, from news media on the
latest news in the water industry, and
from water industry–related videos on
YouTube. The YouTube videos in par-
ticular deliver messages in a way that
appeals to younger viewers. H2Op-
portunity could create a “universal
water job engine,” using RSS feed
and other key word searches and fil-
ters, to pull information about water
industry–related jobs from all major
job search websites, making it easier
for the target audience to find a place
to work in the water industry.
Customization of user prefer-
ences. Websites like H2Opportunity
can apply dynamic Web content that
reflects user input, resulting in cus-
tomized information for each user.
Such custom-tailored content brings
information to the user more quickly
and conveniently.
Correlating geographic locations to
Internet protocol addresses. Correlat-
ing the Internet protocol (IP) address
to the user’s geographic location can
result in quicker searches. For exam-
ple, a dynamic-content side panel on
H2Opportunity’s job bank page can
be generated that displays openings
closer to the user’s geographic location
higher on the job list (side panel).
Surveying users online. Short sur-
veys seeking user input can also estab-
lish user preferences. On the basis of
such information, website content can
be modified to provide information
customized to each user of the web-
site. For example, content on career
opportunities could be updated based
on a user’s response to survey ques-
tions. A possible enhancement to
H2Opportunity’s career opportuni-
ties page could be a small dialogue
box with a simple question:
Which of these two statements
describes you best?
A. Creative design person
B. Hands-on person who likes to
run the show
For a person who selected answer
B, career opportunities related to
plant operations and maintenance
might display higher up on the job
openings list. Similarly, such input
could be used in the “meet a water
professional” page where job profiles
of persons doing work most related
to the user’s interest would be dis-
played more prominently.
Tracking traffic and navigation
patterns. Another way of determining
what is working well and what needs
to be improved is to track website
traffic and analyze navigation pat-
terns. Key content could then appear
on the most visited pages and bol-
stered on those least visited.
User comments can encourage
interaction. In addition to seeking
user input, sites such as H2Opportu-
nity can add user comments to the
site to keep the content engaging and
to encourage dialogue among users.
Web 2.0: Interactive Internet for the
“next generation.” An important first
step for any utility wanting to effec-
tively use the Internet for recruiting is
to upgrade from Web 1.0 to Web 2.0;
that is, change a text-based, brochure-
like site into an interactive site. Some
enhancements planned for the H2Op-
portunity website will incorporate
interactive Web 2.0 technology.
Creating an interesting interac-
tive website using Web 2.0. With
Web 2.0 technology, a website can
provide blogs, videos, and interactiv-
ity to help keep the candidate inter-
ested and not just informed. Adding
a simple utility-made video that
allows the user to both see and hear
the inner workings of an organiza-
tion, for example, can be more effec-
tive than a chart full of facts and
figures. To be most effective, a web-
site should be authentic and real,
rather than merely present a high-
gloss finish that may be inconsistent
with the reality of the organization.
The goal is to communicate the
utility’s brand—how the utility differ-
entiates itself from the competition,
making clear to the potential candidate
the organization’s culture, history, and
values. Candidates want to be clear
about what the organization is offer-
ing—not just pay and benefits, but the
entire value proposition of the organi-
zation. They want to understand what
it is really like to work there.
62 AUGUST 2009 | JOURNAL AWWA • 101:8 | DAVIS ET AL
This screen shot from
the H2Opportuity website lists
career paths within the water
industry. Each of these links
leads to more detailed
information. The “Ask
an Expert” feature, where
visitors can e-mail a water
professional with questions
about careers in the water
industry, is also linked
with this page.
A screen shot
of the H2Opportunity blog
site is designed to effectively
communicate with
the younger generation.
Besides being able to link
to YouTube videos, visitors
can participate and submit
their own entries to the blog.
2009 © American Water Works Association

4. Engaging the candidate. Today’s
job candidates are interested in the
work environment, level of em-
ployee engagement, diversity and
leadership practices, community
involvement, work–life balance,
and future opportunities. The best
sites allow the prospective employee
to ask questions and get answers
from willing employees. The goal is
to engage the prospect and keep
him or her interested enough to
apply for a job.
Judging an employer by its web-
site. As the public becomes more
familiar with use of the Internet as
customers (e.g., using online sites to
purchase books or clothing), they
will increasingly bring this sophistica-
tion and level of expectation to their
online job-seeking experience. They
will also compare different employ-
ers in terms of their online presenta-
tion (Taleo Research, 2007).
Staffing.org’s 2007 report on job-
hunting trends notes that 50% of its
survey respondents visited company
online job sites either regularly or
occasionally to look for opportuni-
ties and that familiarity and experi-
ence had fostered discrimination:
“Seventy-five percent of all respon-
dents are now consciously ranking
the user experience on these sites
and ‘red-carding’ sites that don’t
measure up. Twenty-one percent say
that a poor website would ‘defi-
nitely’ affect their decision to apply
for a job (Staffing.org, 2007).”
Attracting candidates to the
website. The younger the utility’s
recruitment target, the more criti-
cal it is for the utility to use Web
2.0 tools to engage the prospective
employee. Once a utility has created
a website that effectively tells the
employer brand story, the challenge
is to bring prospective employees to
the site. Just as Web 2.0 tools can
change a static website into a real
recruiting tool, Web 2.0 tools can
help a utility reach out and draw
people to its site. An interesting blog
can be used, not only as a way to
convey information about the orga-
nization’s brand, values, culture,
and work environment, but also as
a way to draw people to a website.
Blogging brings visitors. The Port-
land (Ore.) Water Bureau, which has
maintained a blog for more than four
years, initiated The Water Blog when
its employees went to New Orleans
to help out after Hurricane Katrina.
Implemented as a way to help em-
ployees working in New Orleans con-
nect back to family, co-workers, and
the public, the blog became an instant
hit and has continued to grow. In one
month, for example, Portland Water
Bureau posted blogs:
• organizations that help bring
clean water to people and places
that do not have it;
• water Warriors, the organiza-
tion’s dragon boat team for the
upcoming Rose Festival Races;
• a new device that detects water
quality issues the way a snake lo-
cates its prey;
• photographs of interesting
parts of Portland’s water system;
• a note on AWWA’s Tap Water
Week with a reminder to order “I
Only Drink Tap Water” stickers
(a current Portland Water Bureau
campaign);
• measures being used in Beijing,
China, to curb water use; and
• features about Portland Water
Bureau employees (Portland Water
Bureau, 2005).
A recent screen captured from
The Water Blog is on page 73. Hav-
ing an appealing mix of informa-
tion shows the depth and breadth
of the organization, allowing the
reader to make a better assessment
of how he or she might fit into the
organization. Portland’s blog aver-
ages about 20,000 hits per month;
on the basis of reader comments,
Portland Water Bureau knows that
its readership extends outside the
city and even the state.
Using social networking sites. The
Web 2.0 “second generation” of
Web development and design facili-
tates the multiple-way communica-
tion known as social networking.
Social networks, such as Facebook
and Twitter, are particularly appeal-
The home page of the H2Opportunity
website is divided into sections based
on the target age group or interest
areas, as shown by this screen shot
of the site’s home page. The page
also links to a list of career paths
and “Meet a Water Professional,”
a section of the website that provides
profiles of water professionals,
their job duties, and their educational
backgrounds. The H2Opportunity
program was developed
by the Georgia Association
of Water Professionals to attract
new alent to the water industry.
DAVIS ET AL | 101:8 • JOURNAL AWWA | AUGUST 2009 63
2009 © American Water Works Association

5. 64 AUGUST 2009 | JOURNAL AWWA • 101:8 | DAVIS ET AL
ing to recent college graduates and
potential employees in the 25- to
34-year-old demographic.
Social media have become sig-
nificant not only in personal com-
munications, but also in business
communications. It is estimated
that more than 242 million people
worldwide access at least one social
networking site regularly and that
more than 40% of Internet users in
the United States are actively using
one or more social networking web-
sites. The percentage grows higher
each month, with the fastest-growing
demographic being adults 35 years of
age or older (Wallop, 2009).
The following describes how util-
ities can use social networking sites
to recruit job candidates.
Getting “linked in” at www.
LinkedIn.com. LinkedIn is an inter-
connected network of experienced
professionals from around the world,
representing 170 industries and 200
countries. At the time this article
was written, LinkedIn had more
than 39 million users (LinkedIn,
2008). It is used more for profes-
sional career networking than per-
sonal networking. A utility can cre-
ate a profile on LinkedIn and
advertise job openings.
Seattle Public Utilities used Linke-
dIn to advertise a customer response
division director opening. The job
notice not only described the specific
position, but also suggested that
users viewing the notice could
expand their network to include the
Seattle Public Utilities Commission
on an ongoing basis.
Joining Facebook at www.
facebook.com. More than 200 mil-
lion people currently use Facebook
for social networking; more than 100
million people are on Facebook at
least once a day (Facebook, 2009).
Although Facebook is more a per-
sonal than business-oriented social
network, it reaches massive audiences
and can be used for recruitment.
Employers can create a group or
page on Facebook, such as “Fountain
Water is Hiring.” People can join this
group or page and receive broadcast
messages and links to job openings.
Potential candidates can also com-
ment, ask questions, and develop dia-
logue with recruiters. For Facebook
to be effective, though, a utility must
be willing to regularly monitor and
respond to questions and comments
from Facebook users. Links from the
Facebook page can also bring poten-
tial hires directly to your agency web-
site to apply online.
Advertisements on Facebook can
be targeted to users with certain
demographics, for example, users
with specific key words on their Face-
book pages, or those who reside in
certain geographical locations. The
ad is then shown only to the people
with the criteria the utility has
selected. The utility must be careful,
though, that it is not discriminatory
in terms of the parameters chosen.
The utility is then charged a fee by
Facebook when a user responds by
clicking on the ad. Portland Water
Bureau has set up a profile on Face-
book and uses its Facebook site to
draw attention to its blog, its public
information campaigns, and events it
sponsors. Currently Portland Water
Bureau has about 200 fans (Facebook
| Portland Water Bureau, 2009).
“Tweeting” with Twitter at www.
twitter.com. Twitter, one of the fast-
est-growing social media sites,
already has more than 15 million
users. Twitter uses short blasts of
information limited to 140 charac-
ters. These blasts of information,
called “tweets,” can include links to
websites that provide more informa-
tion, videos, and job links. It is free
and simple to set up a Twitter pro-
file. Words like “hiring” or “jobs”
can be used in the title if the purpose
of the profile is recruitment; this
assists Twitter users who are looking
for jobs (Twitter, 2009).
Utilities can post tweets that con-
tain links to current openings on
their website, using www.tinyurl.com
to make the URL link short enough
to fit in the 140-character limit
(Gilby Productions, 2009). Tweets
can be used to promote high pay,
great benefits, and green-collar jobs.
It is possible to link with other water
organizations, water-related profiles,
and so on, to encourage users to
become part of the agency’s network.
Twitter now also has its own job
board, TwitterJobSearch. Portland
Water Bureau’s Twitter site currently
has more than 1,000 followers (PDX
Water Bureau, 2009), including indi-
viduals, a number of environmentally
focused organizations, other water
utilities, local news media, and the
offices of California Governor
Arnold Schwarzenegger and Presi-
dent Barack Obama.
Post videos at www.YouTube.
com. The videos on YouTube have a
potential audience of 258 million
viewers. More than 142 million US
Internet users watch an average of 80
videos per month (YouTube LLC,
2009). These short videos (ideally
around two minutes or shorter) can
be used to promote the industry, spe-
cific mission-critical jobs in the indus-
try (e.g., the work done by machin-
ists, electricians, or water treatment
operators), or the job openings in a
particular agency. The link to the
video can be posted to a Facebook or
Twitter profile to advertise its avail-
ability (YouTube LLC, 2009).
With Web 2.0 technology,a website can provide blogs,
videos,and interactivity to help keep the candidate interested
and not just informed.
2009 © American Water Works Association

6. DAVIS ET AL | 101:8 • JOURNAL AWWA | AUGUST 2009 65
Sharing photos using online tools
like Yahoo’s Flickr. Setting up a pho-
tostream on a photo-sharing tool like
Flickr is an excellent way for utilities
to illustrate their work to prospec-
tive recruits. Flickr accounts can be
obtained without charge with limited
download capability or for a nomi-
nal fee with unlimited downloading
privileges. Flickr allows photos to be
tagged for increased searchability, as
well as titled and captioned (Flickr,
2009). The utility has the capacity
to set the permissions in such a way
that the public viewer either can or
cannot download the photo. Photos
a utility might want to upload to
support candidate development and
recruitment efforts could include
employees in mission-critical posi-
tions at work (e.g., engineers, water
treatment operators, electricians) on
interesting construction and mainte-
nance projects.
Recruiting with external blogs.
External blogs are another type of
social media that can be used for
recruiting—for advertising job
openings, viewing resumes, and
reading blog comments from users.
There are water and wastewater–
specific blogs on the Internet, such
as http://waterandwastewater.com/
blog/, that provide information on
the water and wastewater industry
and allow users to add their resumes
(WaterAndWastewater.com, 2009).
Using online classified sites. In
addition to social media Internet sites,
online classified sites can be useful
recruiting tools. For example, the city
of Palo Alto, California, used Craigs-
list (www.craigslist.org) as part of its
recruitment strategy when advertising
for a senior water quality engineer for
its water quality control plant. With
more than 50 million users worldwide
and a relatively low cost (Craigslist
Inc., 2009), this is an option many
utilities are now considering.
Committing time and resources
to social media. The key to using
social media is to remember that
while sites may be free to join, they
are social, requiring ongoing time
and investment. To effectively use
these media, an organization must
participate consistently, keeping in
mind that the goal is to build rela-
tionships. The utility needs a “social
relationship strategist” who
• understands social media and
how it can be used to further the
goals of the organization, including
recruiting top talent;
• has the time to devote to using
social media to keep the organiza-
tion connected; and
• understands the values, goals,
and employer brand of the organiza-
tion well enough to communicate
them through social media.
Building relationships. Once rela-
tionships are built—the organiza-
tion has cultivated fans and follow-
ers—social media can be used for
explicit recruiting purposes. If a
140-character tweet is used to
announce a job opening, followers
will help spread the word to their
friends and followers. Utility staff
should also bear in mind that the
language used in social media should
be consistent with that site’s audi-
ence; that is, a pop culture reference
may work better than the sometimes
stodgy language appropriate for a
traditional newspaper ad.
Building seamless navigation
routes. An ad on an external site
(e.g., LinkedIn) can connect back
to the organization’s website, with
more detailed information on the job
and how to apply for it. The ability
to build a seamless and appealing
route to a job opening calls for a
level of expertise in the use of online
communication that is not widely
found in the water industry.
TOOLS FOR IMPROVING THE
CANDIDATE SELECTION PROCESS
In addition to attracting potential
candidates, information technology
can be used to improve an organiza-
tion’s selection process.
Using Web-based surveys. Union
Sanitary District in Union City, Cali-
fornia, uses a web-based survey ser-
vice to solicit feedback from internal
customers (e.g., operations supervi-
sors) involved in the selection pro-
cess. Recruitment teams are made up
of management staff and work team
members. Each member of the recruit-
ment team is asked for feedback on
how well Human Resources staff
helped him or her develop the recruit-
ment strategy and materials, and how
effectively Human Resources staff
facilitated the recruitment process.
The feedback is used to measure and
improve customer satisfaction with
the recruitment and selection process
(Berzon, 2009).
Using the Internet to screen candi-
dates. Technology can support a pro-
active search for candidates meeting
certain criteria. Although it has been
the norm for the industry to put some
information out through traditional
channels and wait for the right can-
didate to come forward, information
technology presents the opportunity
to search more aggressively for viable
candidates. Similarly, while some
utilities limit their review of appli-
cants’ educational and work history
to information provided by appli-
cants and their references, alternative
sources of information are also avail-
able (e.g., Google searches and appli-
cants’ profiles on social networks
such as LinkedIn, Facebook, MyS-
pace, and Craigslist).
Although information obtained
from the Internet may not always
be complete or reliable, neither is
the application information provided
some job candidates. The Internet
is increasingly being used by head
hunters and companies to search
for and obtain information about
potential candidates. However, this
potential source of information, gen-
erally, is not part of the selection and
hiring practices of most utilities and
municipalities. As utilities become
more sophisticated in their use of the
Internet, though, hiring policies and
procedures are expected to evolve.
MOVING FORWARD WITH A
POWERFUL MESSAGE: THE WATER
INDUSTRY HAS GREAT JOBS THAT
HELP THE ENVIRONMENT
Historically, the water industry
has been, to some degree by design,
2009 © American Water Works Association

7. 66 AUGUST 2009 | JOURNAL AWWA • 101:8 | DAVIS ET AL
a somewhat hidden, insular indus-
try, uncomfortable and relatively
unskilled with public outreach and
communication. Low turnover and a
highly skilled workforce have made
it feasible to operate successfully
despite bureaucratic recruitment sys-
tems that were somewhat passive and
inefficient in seeking and evaluating
potential candidates. Many water
utilities are part of a municipal gov-
ernment that may not be advanced in
terms of either its human resources
or its information technology ser-
vices, thus hampering the ability to
apply the full potential of informa-
tion technology to recruitment and
selection processes.
The reality is that the water industry
is rich with careers that allow employ-
ees to be actively and meaningfully
engaged in taking care of themselves,
their families, their communities, and
the environment. This powerful mes-
sage needs to be delivered in ways
that reach the target audience—ways
that may not be the most familiar and
comfortable for Baby Boomer supervi-
sors and managers.
Another reality is that to sustain
the water industry’s workforce, utili-
ties must reach today’s job candidates
with approaches the candidates them-
selves use to gain information and
form relationships, and communicate
using the methods and language that
appeal to the job candidates.
Using Web 2.0 information tech-
nology and social media, utilities can
find innovative ways to move for-
ward despite constraints they may
face with their parent organizations.
Collaboration with other utilities
can facilitate these efforts, much like
GAWP’s successful state-level col-
laboration with H2Opportunity
The water industry has continu-
ally pushed itself to improve its use
of treatment and construction tech-
nology for the sake of its customers.
Now, for the same reason, members
of the water industry need to lean
into the future and become profi-
cient users of the technology that
can best help with the industry’s
workforce development chal-
lenges—information technology.
ABOUT THE AUTHOR
Cheryl Davis is
manager of the
workforce devel-
opment initiative
of the water enter-
prise with the San
Francisco Public
Utilities Commission, 1145 Mar-
ket, 4th Floor, San Francisco, CA
94611; ckd@sfwater.org. Davis
has a bachelor’s degree in social
work and a master’s degree in
human relations, with a minor in
regional and city planning, from
the University of Oklahoma, Nor-
man. Davis has worked in the
water industry more 25 years,
with more than 15 years in opera-
tions, managing the division
responsible for delivery and treat-
ment of water for more than 2
million customers in the Bay Area.
Susan Bailey is a water adminis-
trative manager, and Jennifer Day-
Burget is public information offi-
cer for the Portland (Ore.) Water
Bureau. Amy Kiernan Sinclair is a
public relations officer, and Cathe-
rine Curtis is in workforce devel-
opment for wastewater enterprise
at the San Francisco Public Utili-
ties Commission. Anup Shah, a
senior engineer for Brown and
Caldwell in Atlanta, serves as vice-
chair of the H2Opportunity Com-
mittee for the Georgia Association
of Water Professionals.
REFERENCES
Berzon, J., 2009. Union Sanitary District, Union
City, Calif. Personal communication.
Craigslist Inc., 2009. Fact Sheet.
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