Its longstanding 126-year presence in the Lansing area clearly represents Lansing Board of Water & Light’s formidable importance to the city and its residential and commercial customers. But more than that, the utility is as much a part of Lansing’s rich history in terms of its people and its economic impact. For over a century, BWL has embraced not only the diversity of Greater Lansing, but also the generations of progress that has made it what it is today.

With continued progressive initiatives that drive BWL into millennium norms, its General Manager J. Peter Lark and valued management team are effectively implementing the diversity journey to build upon its already strong community values and commitment to facilitating a work environment that reflects the same.

“I like to think that we are all more alike than we are different,” Lark shares. “It has always been a core belief of mine that we all have common ground and share many of the same ideologies rather than being on opposite ends.”

With a diverse employment background, Lark transitioned into the CEO position at BWL in 2007. Although a diversity program was in place when he took over, Lark says that he strongly felt that more emphasis needed to be placed on the program. Within his first year, he committed himself to a yearlong CEO diversity training program that further developed his understanding of what an effective program looked like and how it positively impacted a workforce.

“A leader should have as much knowledge as possible,” Lark states. “And the training I received through Public Policy Associates’ CEO diversity training program was invaluable.”

As a seasoned leader, Lark also knew that the implementation of such a program would require the attention of a group of people who knew how to efficiently and effectively do it with the right tools. With the board of commissioners’ support, he smartly brought on board Public Policy Associates (PPA) to be his right hand in providing the necessary strategy, delivery and follow-through.    

“My experience has taught me that sometimes different aspects of change are better coming from an outside expert,” Lark acknowledges. “Because there was, in effect, a program in place, the challenge for me was to assure our employees that this was a commitment from their CEO and that the efforts of the program would be ongoing and become entrenched in the workplace culture, not a here-today-gone-tomorrow idea.”

Starting in 2009, the diversity program initiative provided extensive training to the CEO, executive team and management support. The program is in its final phase, training all nonsupervisory employees, and is expected to be completed by early 2012.

“We have steadily moved forward with the program which has been well received,” Lark comments. “Removing communication barriers and providing a positive environment that welcomes input, action and acceptance has encouraged our employees on all levels to be part of the program that has initiated more than just words.”

With the implementation of two key positions, a diversity leader and an organizational and training manager, the company, along with its human resources department, has developed a structured process that is now part of the new hire process. Key management members have worked alongside the PPA plan, and have put into place valuable programs that reach out to include employee family members and the community.

Just this past year, BWL employees and their families have participated in quarterly cultural enrichment field trips that provide exposure to differences among people, places and practices. Recent trips include the Wright Museum of African American History in Detroit and to the Zekelman Memorial Center in Southfield to listen to the recollections of a Holocaust survivor.

“Diversity is not just something you practice at your workplace,” Lark insists. “It is an acceptance and understanding that should be incorporated into everyday life whether at home with one’s family or out for an evening with friends.  It should be standard operating procedure.”

To further BWL’s community and diversity commitment, it partnered with Lansing Public School to launch the First Step internship program in 2009 to provide training and exposure to BWL operations. To date, the First Step Program has mentored 40 high school seniors, providing valuable skills and even a paycheck.

“The First Step Program is a great experience for the selected interns,” Lark comments.  “Together, BWL and IBEW Local 352 President Ron Byrnes have developed a great opportunity for these kids and have put together an outstanding program that has been widely successful.”

Although a fairly new initiative, diversity and inclusion for the nearly 700 BWL employees have been embraced, steadily reaching every employee who walks through its doors. Believing that his company employs the best talent, Lark wants his employees to believe the same about themselves and to recognize their importance within and to BWL.

“Many positive things are happening here,” Lark shares. “We have the 2013 opening of our new facility, which we are all excited about, and we have our goals internally to achieve. I’d say things are looking pretty good…and so we continue the diversity journey.”

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