Roger Kline Celebrates 10 Years Leading Northern Wasco County Peoples Utility District (NWCPUD)
By Karen Heim
When Roger Kline walked through the doors of Northern Wasco County People’s Utility District in January 2016, he knew he was taking on a challenge. The organization was at a crossroads. The staff was stretched thin, working hard but without the support, training, or equipment they needed to do their jobs safely and effectively.
Ten years later, NWCPUD has grown dramatically while keeping rates among the lowest in Oregon. The utility has earned statewide and national recognition for operational excellence and workplace culture. Most recently, Roger received the prestigious Mark Crisson Leadership and Managerial Excellence Award from the American Public Power Association— making him the first Pacific Northwest utility leader to receive this national honor in many years.
The most meaningful change is found among employees. In a recent workplace survey, 98% said they believe the organization is going in the right direction. 95% would highly recommend working at NWCPUD to others, and 93% feel their job makes them part of something meaningful.
What happened during the past decade wasn’t magic. It was about listening to people, investing in their safety and success, and building a culture where everyone could thrive.
A Utility Ready for Change
In 2016, NWCPUD was ready for a new chapter. The dedicated staff had been doing their best with limited resources for years. Many wore multiple hats and worked long hours, relying on outdated processes that made even routine tasks more difficult than they needed to be. Professional development and training opportunities were scarce. Some employees were even using their own money to buy work equipment.
“The staff was still sized for a small utility,” Assistant General Manager Kurt Conger says. “Most staff wore many hats but were spread very thin with little time for training, time off, and other activities that help people recharge and grow.”
Roger knew that for the utility to serve the community well, it first had to take care of its people. He brought in outside experts to help identify what needed to change—not to point fingers but to create a roadmap for improvement.
Setting Expectations
Roger’s vision was straightforward: Safety comes first, people matter, and everyone deserves the chance to succeed. But turning that vision into reality meant making some hard changes. The utility needed more hands on deck, better equipment, and new ways of doing things.
Some of those changes were difficult. But Roger’s approach was rooted in respect and opportunity.
“Don’t lie, don’t cheat, don’t steal,” he told employees. “Don’t break a safety rule. Those are the things that will get someone fired.”
Beyond those basics, Roger focused on creating opportunities.
“Everyone’s gonna get a chance to be on the bus,” he said. “You might be in a different seat when it’s all said and done, but we want you on this journey with us.”
The utility started investing in its people in tangible ways. Instead of giving employees an allowance to buy their own safety equipment and tools, NWCPUD began providing everything they needed. Training opportunities increased. Insurance costs went down as safety improved.
Gradually, people began to see that the changes weren’t just about fixing problems. They were about building something better together.
A Culture Where People Thrive
The most meaningful measure of NWCPUD’s transformation isn’t found in statistics or awards—though there are plenty of both. It’s in how people feel about coming to work each day.
“I’m most proud of how the culture has evolved,” Roger says. “But in order for that to happen, I had to gain their trust, and I gained their trust by keeping them safe.”
Investing in proper equipment, prioritizing safety, and creating clear pathways for people to grow in their careers showed leadership’s commitment was real.
“Roger has always challenged people to be creative and question whether there are better ways to do things,” Kurt says. “That mindset shifted the culture from, ‘This is how we’ve always done it’ to ‘How can we do this better?’”
Today, when employees talk about working at NWCPUD, the pride is evident. People feel valued. They have the tools and training they need. They work alongside colleagues who support each other. And they know they’re part of something bigger—keeping the lights on and serving their neighbors.
“The story I tell myself is that people feel that they can bring their whole self to work, and that they feel like they’re engaged and that they’re serving a purpose greater than themselves,” Roger says. “And the belief that we can all have it all, I think, isn’t that crazy. We’re doing it.”
This cultural shift is now formally recognized in the utility’s strategic plan. NWCPUD recently established “Culture and Community” as a core value, putting into words what employees already feel— that the organization’s strength comes from people supporting each other and the families and businesses they serve.
Lessons From a Decade
Looking back on 10 years of service, Roger is thoughtful about the successes and challenges.
“It felt like a month-to-month agreement for at least the first 18 months,” he says. “But the resistance started slowing down when the results started getting so clear.”
The results speak for themselves. A stronger, safer workplace culture doesn’t just benefit employees. It benefits the entire community. When the people keeping the lights on feel valued, supported, and engaged in their work, everyone wins, Roger says.
After a decade leading Northern Wasco County PUD, and with his 11th year just beginning, Roger’s philosophy remains clear: “Culture wins.” And when culture wins at the community-owned utility, everyone—employees, customer-owners, and neighbors—benefits.