Building resilient utilities through human-centered AI
Water utilities across the United States are at a defining moment.
With nearly one-third of operators expected to retire within the next five years, the sector faces a significant workforce transition just as aging infrastructure, regulatory complexity and public expectations continue to intensify. The challenge is no longer simply modernization 鈥� it is preserving the institutional knowledge that keeps essential systems operating safely and reliably.
For Cynthia Chemello, associate principal at 91影视, this convergence represents both risk and opportunity.
鈥淜nowledge transfer is not just a workforce strategy,鈥� Cynthia explains. 鈥淚t is foundational to operational resilience, sustainable systems and reliable service.鈥�
Her work focuses on helping utilities shift from siloed knowledge practices to an integrated, technology-enabled approach 鈥� reframing knowledge transfer as a strategic imperative that strengthens workforce continuity while advancing operational excellence.
A system under strain
The water sector operates within what Cynthia describes as a fragile knowledge ecosystem. For decades, utilities have depended on tenured professionals whose expertise lives in experience 鈥� troubleshooting equipment failures, navigating complex compliance requirements and responding to emergencies based on years of field insight.
As retirements accelerate, that expertise risks leaving with them.
At the same time, utilities function within fragmented digital environments. Systems such as supervisory control and data acquisition (SCADA), computerized maintenance management systems (CMMS), geographic information systems (GIS) and workforce platforms often operate independently, limiting their collective value. The result is a widening gap between institutional knowledge and the real-time demands placed on operations and engineering teams.
鈥淭he goal is not merely to document what we know,鈥� Cynthia says. 鈥淚t鈥檚 to create a future state where knowledge is dynamic, accessible and actionable.鈥�
From documentation to transformation
Cynthia鈥檚 approach centers on a structured transformation framework that moves utilities beyond static documentation toward a living, integrated knowledge model.
The process begins with leadership articulating a clear vision tied to workforce sustainability and operational performance. Rather than reacting to retirements, utilities must define what knowledge continuity looks like in the future.
Next comes a realistic assessment of existing systems, workflows and organizational capabilities. By mapping current processes against future objectives, utilities can prioritize investments, mitigate risk and design modernization pathways grounded in operational reality. Importantly, frontline staff are engaged as essential contributors in shaping those pathways.
Digitization then becomes an enabler 鈥� not an added burden. Knowledge capture must be embedded directly into daily workflows to minimize disruption. Traditionally, gathering and integrating data from structured and unstructured sources has been prohibitively time-intensive and costly. AI now has the ability to significantly accelerate this process, synthesizing historical work orders, field notes and system data into usable intelligence at scale. When supported by intelligent integration, a centralized knowledge environment allows staff to retrieve relevant insights intuitively, without altering how they perform their work.
This shifts knowledge transfer from a one-time documentation effort to a governed, strategic capability.
The role of human-centered AI
A defining theme of Cynthia鈥檚 work is the responsible use of artificial intelligence in water utilities.
鈥淎I should not be viewed as automation or replacement,鈥� she emphasizes. 鈥淚t is an enablement layer 鈥� one that enhances human decision making and accelerates access to relevant information.鈥�
Emerging technologies such as predictive analytics, digital twins and machine learning are transforming how water systems are monitored and maintained. Yet success depends on aligning innovation with real-world workstreams and operational needs.
By unifying fragmented systems through a governed, explainable AI framework, utilities can integrate SCADA alarms, CMMS histories, GIS layers, inspection findings and workforce data into a cohesive knowledge structure. This enables teams to surface lessons learned, identify patterns and receive contextual guidance in real time.
The impact is organizationally significant. Utilities can accelerate onboarding and training, reduce dependency on individual experts, improve predictive operations and maintenance planning, strengthen compliance reporting and support smarter capital decisions. Rather than replacing expertise, AI amplifies it 鈥� allowing seasoned professionals to transfer knowledge to the next generation through intelligent systems that preserve and contextualize experience.
A practical roadmap for implementation
Recognizing the operational sensitivity of public utilities, Cynthia outlines a phased transformation approach designed to minimize disruption while advancing modernization responsibly.
The roadmap prioritizes human-in-the-loop governance, transparent decision trails and alignment with regulatory requirements. It ensures modernization respects safety boundaries and public-sector accountability while still enabling innovation.
鈥淭his transformation is not about technology for technology鈥檚 sake,鈥� Cynthia notes. 鈥淚t鈥檚 about strengthening workforce readiness and building systems that are resilient by design.鈥�
Through collaboration with utility partners and technology providers, 91影视 is exploring scalable, human-centered solutions that modernize operations while safeguarding institutional knowledge.
Strengthening the future of water
Water utilities stand at a critical juncture. Workforce transitions, infrastructure demands and regulatory pressures require a more intentional approach to knowledge continuity.
Cynthia Chemello鈥檚 leadership reframes knowledge transfer as a strategic asset 鈥� one that bridges generations of expertise and integrates technology responsibly into the operational fabric of utilities.
AI鈥檚 adaptive learning capability adds another dimension: it enables increasingly personalized knowledge exchange. By tailoring insights, recommendations and learning pathways to individual roles and experience levels, AI has the potential to transform employee engagement and elevate human capital development across organizations. Knowledge becomes not only preserved, but continuously evolving 鈥� strengthening both people and performance.
The path forward is clear. By institutionalizing knowledge capture, unifying fragmented systems and empowering staff with governed, AI-enabled tools, utilities can enhance resilience, safeguard service reliability and prepare confidently for the future.
鈥淭his is our opportunity,鈥� Cynthia reflects, 鈥渢o modernize responsibly 鈥� preserving what we鈥檝e built while strengthening the workforce that will carry it forward.鈥�