Comments
LADWP FILE - With Janisse Quiñones stepping down as General Manager of the Los Angeles Department of Water and Power on March 27, the City now faces an important moment—one that goes far beyond filling a vacancy. This is a chance to reset direction at one of the most critical institutions in Los Angeles.
In her farewell message, Quiñones emphasized “Customers, Communities, and Coworkers” as guiding principles. Those values matter. But the next General Manager will be stepping into a role defined less by philosophy and more by urgency. LADWP is facing enormous challenges—from transitioning to clean energy to maintaining reliable water and power systems—all while keeping rates affordable for the people who own the utility: the residents of Los Angeles.
That ownership point matters. LADWP is not a private company. It belongs to the public. Unlike investor-owned utilities, it doesn’t exist to generate profits for shareholders. Instead, it has long delivered lower rates, greater transparency, and more accountability to the people it serves. That model has worked for over a century—and preserving it should be a top priority.
But that model is not guaranteed. If LADWP loses its competitive rate advantage, it opens the door to something many Angelenos may not even realize is possible: the sale or absorption of its power system by a private utility. That’s not a theoretical concern—it’s been discussed before. And in a future fiscal crisis, it could become very real.
That’s why choosing the next General Manager is so critical. This person will not only oversee day-to-day operations but also guide massive long-term investments like the LA100 clean energy plan and Pure Water Los Angeles. Done right, these projects can deliver a greener, more resilient system. Done poorly, they could drive up costs and reduce reliability.
So what should the City be looking for?
First, a commitment to keeping LADWP financially disciplined. Ratepayer dollars should stay within the utility, not be diverted elsewhere. Second, transparency—especially when it comes to rate-setting and long-term costs. Customers deserve to know what they’re paying for and why.
Third, balance. Moving to 100% clean energy is essential, but it cannot come at the expense of reliability or affordability. The same goes for water investments—projects like wastewater reuse are critical, but they must be carefully evaluated and clearly explained before billions are committed.
And finally, accountability. Large projects need clear milestones, regular reporting, and honest reassessment along the way. Plans should evolve with technology and cost realities—not drift forward unchecked.
The next General Manager will have the opportunity to lead LADWP into a new era—one defined by clean energy, water sustainability, and system resilience. But success will depend on something simpler: clear leadership, transparent decision-making, and a steady focus on the people who ultimately own the system.
Get that right, and LADWP can remain one of the City’s greatest assets for decades to come.
(Julie Spacht is a retired LADWP manager who spent much of her nearly 40 years' career planning and designing water infrastructure projects. As a manager, she focused on process improvements and reporting. She is President of the Water and Power Associates, an independent, non-profit organization dedicated to informing the public on Water and Power issues in L.A. and the West.)
