At Flagger Force, we are committed to keeping our communities moving safely. Every day, we provide traffic control solutions that help keep essential infrastructure projects advancing, such as those in the water utility sector, where safe, reliable, and cost-effective service is necessary. As a member of the National Association of Water Companies (NAWC), we’re proud to partner with private water utilities across the country to protect their crews, support their work, and ensure their communities can count on uninterrupted access to clean water.
In celebration of NAWC’s 130th anniversary and in recognition of the essential role regulated, private water companies play in communities nationwide, we sat down with NAWC leadership for a deep-dive industry conversation. Rob Powelson, President and CEO, and Jenn Kocher, Vice President of Communications and Marketing, shared valuable insights on the state of the water industry, the power of public-private partnerships, and what it takes to maintain a water infrastructure system that serves more than 45 million people.
After working as both a state and federal regulator for several years, Rob Powelson joined the National Association of Water Companies in 2018. As the President and CEO, he supports and advocates for NAWC’s members— regulated, private water companies—on Capitol Hill, in statehouses nationwide, and with state and federal regulators. Jenn Kocher serves as the Vice President of Communications and Marketing. In her role, she crafts clear, compelling messaging on issues like water equity, cybersecurity, and infrastructure investment for a wide range of audiences. Her goal is to educate the public on the value of safe, reliable, and affordable water.
Read what Rob and Jenn shared during our recent conversation to learn more about NAWC’s vital work in supporting regulated, private water companies to keep things flowing across the United States.
Could you provide an overview of NAWC, including its history, mission, and membership?
Rob: This year marks NAWC’s 130th anniversary—an incredible milestone for an organization that’s been advocating for water infrastructure since 1895. We were founded in Pennsylvania and grew as the regulated water industry grew—first into neighboring states like New Jersey and Maryland and eventually across the country. Today, our member companies serve approximately 45 million people, providing critical drinking water and wastewater services to communities of all sizes.
We like to say we’re the most aggressive, formidable, pro-advocacy organization representing the private water industry. Our mission is rooted in advancing safety, reliability, and investment for the communities our members serve. It’s about building strong relationships with regulators, governors, and legislators—because engagement with stakeholders is essential to success as a highly regulated industry. And one thing that makes our mission incredibly unique is that we’re talking about a product people consume. We often say that water is the only utility people ingest. That means everything—from how it’s sourced and treated to how it’s delivered and regulated—must be held to the highest possible standards. Our members take that responsibility very seriously.
Could you speak a bit more about your members? Who are they, and what role do they play in advancing the water industry?
Rob: One of the things I love most about our membership is its diversity. We have everything from small, regionally focused companies to large-scale utilities operating in multiple states. For example, Essential Utilities (Aqua water utilities) and Cal Water are two of our larger members. Then there are legacy companies like York Water Company—based right here in Pennsylvania—which has been in operation for more than 200 years. Founded in 1816, they continue to serve local communities with incredible dedication and quality of service. I call York Water “the little engine that could.” They’ve got us beat by decades in terms of longevity, and they’re still growing.
Our members serve both urban and rural areas, from major metropolitan centers to underserved rural communities where infrastructure investments might not otherwise happen. Whether you’re large or small, every member has a place at the table, and everyone receives the support and advocacy they need. That’s the strength of our association.
What’s the role of private water companies and their impact in today’s utility landscape?
Rob: Private water companies are absolutely essential. While we represent just 15% of the total U.S. water supply, our impact is disproportionately high in terms of investment, safety, and service quality. The 15 largest regulated, private water companies collectively invest about $5.5 billion each year to maintain and improve water systems—much of which is underground and aging.
We often compare this to other utility sectors. There are around 3,200 electric distribution companies and fewer than 1,000 gas companies in the U.S., but more than 50,000 drinking water systems. That level of fragmentation presents real challenges for the industry. Many of those systems are municipally owned or operated by smaller entities without the engineering support, compliance culture, or resources to meet today’s expectations. That’s where our members step in. NAWC companies are built to deliver at scale—and they’re held to high standards of performance, accountability, and public safety. Whether it’s compliance with the Safe Drinking Water Act or preparing for cyber threats, they’re leading the way in operational excellence.
Jenn: That’s why our members stand out. Regulated, private water companies are 24% less likely to have a Safe Drinking Water Act violation and boast a 38.1% lower employee injury and illness rate compared to government-run systems. Those numbers speak volumes about the care, investment, and safety-first culture that our members bring to the table every single day.
That commitment to safety spans both the product and the people. Our companies are subject to dual regulation—on the economic side by state utility commissions and on the environmental side by agencies like state departments of environmental protection. That kind of oversight helps drive higher standards and stronger accountability. It also speaks to the value of structure. Many of the systems operated by our members have the engineering expertise, compliance systems, and internal safety culture needed to go above and beyond the minimum. That’s not always the case in smaller or non-compliant systems. Our members are proactive because they must be—and because the stakes are so high when it comes to delivering safe water and protecting public health.
What are the biggest challenges facing the water industry today?
Rob: As I mentioned, fragmentation is a significant issue. We also face a huge funding gap. While the Bipartisan Infrastructure Law set aside $55 billion for water projects, the actual need is closer to $1 trillion to bring our systems up to 21st-century standards. That gap leaves many communities—especially those relying on small or non-compliant systems—vulnerable to health and safety risks.
Affordability is becoming an increasingly important piece of the puzzle. During the pandemic, we saw the creation of the Low Income Household Water Assistance Program (LIHWAP), which provided emergency support for families struggling to pay their water bills. However, those federal funds have already been exhausted, and no permanent funding mechanism is in place. That’s why we’re pushing for ongoing federal support—just like the long-standing Low Income Home Energy Assistance Program (LIHEAP) program does for energy. Clean water isn’t a luxury. It’s a necessity.
Another challenge we’re facing is workforce development. Many utilities are looking down the pipeline at what we call the “silver tsunami”—a wave of retirements among skilled workers. One of our members out west reported that 22% of their workforce was eligible to retire at once. That kind of talent loss is not sustainable, so we’re actively partnering with trade schools, community colleges, and workforce boards to build a stronger, more diverse talent pipeline for the future.
How are NAWC and its members helping to solve these challenges?
Rob: Our members are deeply committed to being part of the solution. That includes investing in mitigation of PFAS (per- and polyfluoroalkyl substances) and lead, partnering with government entities for emergency preparedness, and driving efficiencies through economies of scale. For instance, according to a recent Black & Veatch study, the industry will need to invest nearly $47 billion over the next decade to meet compliance standards related to PFAS, a challenge our members are already addressing with advanced treatment solutions and proactive system upgrades. We’re also pushing hard for policy reform to reduce fragmentation and improve compliance across the board.
Related to the retirement issue, we recently completed a major workforce development study to better understand how to attract and retain talent in this space. We need to make water work more visible and appealing—especially to younger generations and underrepresented communities—and we are finding ways to do just that.
What role does technology play in the water industry?
Rob: A huge one. We’re not operating 1980s water systems anymore. Our members are using GIS mapping, artificial intelligence, and predictive analytics to pinpoint pipe failures before they happen. We’re testing water molecules at parts per trillion versus parts per million. We’re investing in leak detection, smart meters, and emerging contaminant detection. These technologies don’t just improve service—they protect public health.
It’s also about communicating that innovation to the public. People don’t think much about where their water comes from until something goes wrong. So, we’re trying to meet them where they are—on streaming services, social media, and digital platforms—to build awareness before a crisis hits.
How are NAWC members preparing for emergencies like natural disasters or cyberattacks?
Rob: Resiliency is one of the top priorities in our industry right now. Water companies must be prepared to respond quickly, from wildfires in California to hurricanes on the East Coast. That includes having mutual aid agreements in place, redundant systems, and training programs that simulate emergency scenarios.
We’re also doing a lot of work on cybersecurity. The water industry has become a top target for cyberattacks, and our members are leading tabletop exercises, information-sharing sessions, and compliance reviews to strengthen defenses. Our goal is always to ensure uninterrupted service, no matter the challenge.
What type of community education are you doing through public awareness campaigns?
Rob: Jenn and our team have done phenomenal work launching a new digital-first campaign that’s already making an impact. But from a leadership perspective, I’ll say this: we communicate 24/7. We’re constantly pushing out information—on LinkedIn, streaming platforms, and news outlets—so people understand the value of regulated private water.
Jenn: Our digital-first campaign is a major investment we launched after deep market research and polling. What we found was that water is a low-knowledge, low-interest topic—people care about it, but they don’t really understand how regulated water utilities work. But once they got a little bit of education, their opinions changed. They saw the value of our member companies and the safety, reliability, and investment we provide. We focused our outreach on women ages 45 to 65—often the ones making household decisions about water and utilities. The campaign is running across connected TV, YouTube, Meta, streaming services, and targeted digital ads. We’re already exceeding benchmarks in terms of views, click-through rates, and full video completions.
We’re also running a campaign lift study to track changes in public opinion. It’s all part of our proof-of-concept phase. If the results hold—and they’re looking strong—we would recommend expanding the campaign even further with support from our board and member companies. What’s especially exciting is that it’s built to scale. Our members range from those serving a few thousand customers to those serving millions. This campaign allows us to swap out logos and target local areas with personalized messaging—giving smaller companies access to big-league communications tools.
Are you working with any other water associations or water trade groups?
Rob: Yes. We only represent about 15% of the U.S. water grid. That means 85% is still publicly owned and operated. And while that model isn’t sustainable long-term, we know we can’t go it alone. So, we work closely with other associations like the American Water Works Association, the National Association of Rural Water, and the Association of Municipal Water Agencies.
We’re especially aligned on issues like affordability and the need for permanent funding for the Low Income Household Water Assistance Program (LIHWAP) and environmental priorities like PFAS regulation. When we go to Capitol Hill, our voice is strongest when it’s unified. That’s why we’ve hosted joint retreats and collaborative sessions—because the more aligned we are as an industry, the more effective we can be.
How does collaboration with traffic control providers, like Flagger Force, fit into all of this?
Rob: Traffic control providers, like Flagger Force, play a critical role in jobsite safety, helping our crews do their work efficiently while keeping communities safe. Flagger Force has been a great supporter of NAWC and an even better partner to our member companies. We admire the culture Flagger Force has built. It’s rooted in professionalism, accountability, and a shared commitment to getting people home safely. That aligns with everything we stand for in the regulated water industry. Flagger Force’s crews are not just out there managing traffic—they’re helping ensure that critical infrastructure work can move forward without incident.
This year marks NAWC’s 130th anniversary. What does this milestone mean to your organization?
Rob: We were honored to celebrate our 130th by ringing the bell at the New York Stock Exchange. That moment underscored just how far we’ve come as an association—and how much more we still need to do. We’re proud to be older than the NFL, older than the Edison Electric Institute, and still going strong. It’s also a great reminder that history doesn’t happen by accident. Our members have earned their place through decades of dedication, investment, and community service. And we’re only just getting started.
How can anyone interested in learning more or joining NAWC get involved?
Rob: Visit www.nawc.org. Our website is full of resources and updates on our programs, initiatives, and upcoming events.
Jenn: Our annual summit is another great entry point. It’s held each fall and brings together utility leaders, policymakers, and partners for networking and education. The 2025 event is September 29–October 1 in Miami, and we’d love to see new faces there.
At Flagger Force, we believe that strong partnerships build strong infrastructure. We’re proud to support NAWC and its member companies as they work to ensure safe, reliable water for communities across the country. From pipe replacements to public education, PFAS treatment, and workforce development, the regulated water industry is stepping up to meet today’s challenges head-on—with safety, innovation, and service leading the way.
We extend our sincere thanks to Rob Powelson and Jenn Kocher for sharing their time, insights, and leadership with us. Here’s to 130 years of impact—and to the essential work still ahead.
