The Challenge
Great Lakes Water Authority (GLWA) provides high-quality drinking water and effective and efficient wastewater services to 40% and 30% of Michigan’s population, respectively. GLWA, established in January 2016, has been an important example of regional collaboration in Southeast Michigan—with the City of Detroit, the counties of Wayne, Oakland, and Macomb, and the State of Michigan uniting to ensure that both city and suburban water and sewer customers have a powerful voice in the direction of one of the U.S.’s largest water and wastewater utilities.
From its inception, GLWA has faced a projected workforce shortage due to an aging workforce and natural attrition, as well as later disruptions caused by the pandemic. To meet these pressing needs, GLWA adopted the U.S. Chamber of Commerce Foundation’s TPM approach. In 2022, GLWA co-convened the Water Treatment and Wastewater Recovery Services Collaborative with Focus: HOPE, a federally recognized apprenticeship intermediary. Partners include Michigan Works!, local water utilities, Henry Ford College, Macomb Community College, and other local organizations.
GLWA projected the need to fill 250 positions between 2022–2026, including 75 through Registered Apprenticeship Programs (RAPs). In RAPs, apprentices work full-time while attending school part-time. From the outset, GLWA adopted RAPs as a key strategy to connect workers to good jobs.
The Solution
The employer-led collaborative built a talent pipeline through pre-apprenticeship training, led by Focus: HOPE. As a U.S. Department of Labor-recognized intermediary and Apprentice Ambassador, Focus: HOPE develops RAPs nationwide, ensures quality standards, and helps apprentices earn industry-recognized credentials. It also advises employers on RAP benefits and provides guidance on how to attract, hire, and retain diverse talent.
Kevin Green, manager of Focus: HOPE’s Machinist Training Institute, shares: “The importance of establishing this talent pipeline is vitally important because the skilled trades industry across the U.S. is collectively headed towards a cliff. There are not enough young people in the talent pipeline to fill the vacancies left by retirees. This problem is getting worse.”
-
100+
Number of open positions filled by employer partners
Pre-Apprenticeship Programs
To prepare individuals for apprenticeship opportunities, Focus: HOPE developed an eight-week program for new recruits and for current GLWA employees. GLWA requires completion of a pre-apprenticeship before entry into a RAP.
Training covers shop math, financial and computer literacy, blueprint reading, problem-solving, interview skills, and conflict management. Focus: HOPE and community partners also provide support services such as equipment, transportation, and childcare. The curriculum is reviewed regularly with employer input, and graduates are guaranteed job interviews.
Registered Apprenticeship Programs
As co-convenor, Focus: HOPE supported and coached GLWA as it partnered with colleges and a trade school to design four RAPs: Electrical Instrumentation Controls Technician, Maintenance Technician, Electrician, and Water Technician.
Each cohort averages 15 participants and takes about three years to complete. Apprentices work full-time with benefits, and wages increase as they demonstrate competencies or earn the requisite on-the-job hours. Starting wages average $18.40 per hour, rising to approximately $25.23 upon completion, along with a Department of Labor–recognized certificate. Training costs average $10,343 per apprentice, which is often supported by philanthropic and government funding.
In recognition of National Apprenticeship Day on April 30, 2025, GLWA hosted a graduation at Focus: HOPE to celebrate 15 new Electrician, Maintenance Technician, and Water Technician journey workers. The following pictures are from this graduation.
Success So Far
Since 2022, 291 individuals have enrolled in pre-apprenticeship programs; 156 have completed them, 58 are currently enrolled, and 31 have advanced into RAPs. Employer partners report filling more than 100 positions, with higher retention among RAP graduates compared to other new hires. Smaller regional water utilities also find it easier to attract talent with a more ample talent pipeline.
GLWA’s RAPs have received state and national recognition for their positive impact on building a sustainable talent pipeline. As part of the employer-led collaborative and as a designated 2024 Apprenticeship Ambassador, GLWA has provided coaching to employer partners on how to launch and sustain RAPs.
“This initiative has been instrumental in preparing a new generation of skilled workers to ensure the continuity of essential water services,” says Tiffany Graydon, director of workforce development and education at Focus: HOPE.
The State of Michigan awarded Focus: HOPE additional funds to launch a construction industry collaborative and honored Kevin Green with the 2025 Race to Talent Award. Graydon, Green, and GLWA’s Organizational Development Director Patricia Butler and Management Professional Apprenticeship Coordinator Adino May serve as TPM mentors, sharing their expertise nationally.
Best Practices
The Water Treatment and Wastewater Recovery Services Collaborative has established best practices in implementing the TPM approach. They apply to the water infrastructure industry and beyond. Best practices include:
- Employers should lead conversations to identify their needs, with providers offering support accordingly.
- Enroll employers in the TPM Academy to understand how employer-led collaboratives work and why their role matters.
- Use data to forecast retirements and skill shortages, ensuring a proactive talent pipeline.
- Conveners must earn employer trust. As Kevin Green notes, “Employers rely on Focus: HOPE because we have supported their labor needs for decades.”
Looking to the Future
The Water Treatment and Wastewater Recovery Services Collaborative demonstrate how employer-led strategies, combined with trusted community partners, can address critical labor shortages while creating pathways to family-sustaining careers. By aligning education and training with real industry needs, the collaborative has not only filled urgent vacancies but also built a durable pipeline for future talent. Its success has earned recognition at the state level and established a replicable model for other sectors facing similar workforce challenges. As Michigan prepares for the next generation of infrastructure investment, these programs prove that apprenticeships are more than just a hiring strategy—they are a long-term solution for economic growth and community resilience.
