Mary Municipal Light Department Manager General Mary Maryam Usuichs
For the past three years, I have served as a small manager of the Municipal Light Department. This task has been stable, beneficial, and often as usual – one morning I was told that the board of our silkmen has quietly added an item to his agenda: proposing to sell our light department.
At that moment, the local electric service managers moved dramatically in a dramatic day. The operation that was based on the operation became a mission to defend the existence of our municipal utility. The proposal needed only two -thirds of the vote in the town meeting. If approval is received, our assets will be sold to a private company, the town will get a cash windfall, and the department will be dissolved.
As a selection man said, “It’s not that people will be without electricity.” But he does not remember his point. The sale was not just about the lights – it was about who provides the service, how it was supplied, and whether local control still matters.
Why Municipal Light is present
Municipal Light Departments were formed more than a century ago -120 years ago-to bring power to communities that are considered to be remotely or non-profitable by investors. Local residents stepped up, built infrastructure, and earned their future of energy.
Since then, a lot has changed. Electricity is now an essential service, made of every aspect of our daily life. During pandemic diseases, its importance was undeniable. Today, it seems unimaginable for five minutes without electricity.
At the same time, the energy scenario has increased more complex. The digition has introduced competition and stability. Consumers expect selection, transparency and convenience. Meanwhile, many of the municipality’s utility has been slow to modernize, which has lagged behind in areas such as use pricing, closure reports, and advanced measurements. The difference between municipal rates and private operators is narrow, and in some regions, investor -owned utility now confronted MLPs.
The lesson is clear: municipal utility is no longer console. We face competition, and unless we work like a business-no and pop shops-we are in danger of losing our freedom.
How did we fight
In our case, consumer dissatisfaction was not a problem. In the last three years, we have focused on strengthening operations and creating confidence. We have launched a user -friendly website that allows users to pay bills, start services or stop services, and apply for online discounts. We preferred public engagement, ensuring that our community feels its usefulness. On the technical aspect, we have invested in goods upgrades, manpower training, and the GIS system to identify and repair closure more rapidly.
Recently. , We have shown that the municipal light department can find investors’ ownership utility in reliability and performance. While more responsive, low cost, providing community -based services.
How confidence, hard work and value saved our Light Department
When the proposal to sell our light department came to the town meeting, the result was decisive: 782 residents voted against sale with only 6 in favor. This result was not a matter of luck, but instead of the direct result of three important factors.
First, victory was achieved hard. This requires a dedicated effort by the department supporters, whether it be through community organizing, public education, or direct access. The effort ensured that residents were well aware of the benefits of maintaining the department and the potential reduction in selling it.
Second, the result reflects the identity of the competitive landscape. People who opposed sales understood what was in danger and they probably know that the local department has offered benefits that are not a large, profitable institution. These benefits include everything from more reliable service to customer support, which is usually more responsible for more stable rates. By highlighting these powers, they effectively presented the matter why the current system was the best choice for the community.
Finally, the result was proof of the department’s commitment to prove its value every day. If residents do not already have a positive experience with the Light Department, the vote would not have been less. The tremendous support suggests that the department permanently provided its promises, which relying on the reliance and confidence of the community through a relying service and strong performance. Vote, essence, was a reward for this permanent, high quality work.
Everywhere Public Power Agencies need to know
The story of our municipal light department is not just a local, as it is in fact a precautionary story for public power agencies everywhere. Our experience proves that the loyalty of the deep -sitting community cannot be reduced. In the 21st century, public utility faces numerous competitions with increasing expectations and private interests. Living, they will have to comply, which includes using one of the most popular forms of today’s communication, which is social media.
The effective use of social media of our department helped us build strong links with our basic audience. The relationship that established it quickly allowed us to reach those who were already aware of the positive work of our employees so that we enabled the tremendous support of the vote.
Hugging a new source of communication shows how and why public power agencies cannot work as a past. They must embrace new models that are visible in the future and the customer. It requires a commitment to modernize the system, improve performance and prove their value every day. This means real commitment to reliable service, competitive prices, and responsible customer care.
When public ownership essentially challenges, the track record of only strong results will be enough to keep the light in the public hands.
About the writer
Mary is the Manager General at the US USC Mermic Municipal Light Department. The electric company oversees the daily operations of the public power facility and is responsible for the management of 8MW peak demand.
