As a union, we talk a lot about growth — but growth doesn’t just happen. It requires capacity. It requires structure. And it requires leadership at every level of our organization.
Over the past several years, the UWUA has taken deliberate steps to build that capacity — both by strengthening our internal organizing structure and by investing in leadership development across the union, from our locals to the executive board.
Across utility sectors, workers are looking for a voice. Interest in unions continues to grow, including in areas and sectors where representation hasn’t traditionally existed. With that opportunity comes a clear responsibility: we must be ready to meet the moment.
Back in 2022, we recognized that while organizing interest was increasing, our ability to respond consistently and effectively needed improvement. We began building a stronger foundation by hiring an organizing director, establishing a formal organizing committee, and developing a repeatable structure for approaching new campaigns.
As that work progressed, we learned some important lessons. Relying heavily on volunteer and part-time organizers — while often necessary — presented real challenges. Utility work demands long hours, unpredictable schedules, and significant commitments outside the job. Asking members to take on organizing work on top of that simply isn’t sustainable.
That reality shaped our next step. In April 2025, we expanded our national organizing team with experienced utility workers who understand both the industry and the union firsthand. That investment has strengthened our ability to respond to organizing inquiries, engage workers more effectively, and build campaigns structured for long-term success.
We’re already seeing the impact. The UWUA is expanding into new states and regions where we’ve never had a presence before, while continuing to build on opportunities where we already have a foundation. A recent example is the successful campaign to organize Enbridge workers at an LNG facility in Utah — our first foothold in the state. You can read more about that campaign on page 24 of this issue. Just as important, we’re learning from every campaign — both successes and challenges — and using those lessons to improve as we move forward.
These results are encouraging—but they’re also a reminder that organizing is not the responsibility of a single department. It happens across the entire union. Every conversation, every relationship, every opportunity to demonstrate what we stand for — that’s organizing. Building capacity means ensuring that all of us are engaged in that work.
At the same time, capacity isn’t just about numbers — it’s about leadership.
That’s why leadership development has been a central focus of our recent efforts. At last year’s leadership conference and this year’s regional conferences, we emphasized building strong leaders at the local level, providing members with the tools to communicate effectively, develop teams, and lead with confidence in their workplaces and communities.
We’re reinforcing that commitment at the national level as well. In late April, members of the National Executive Board participated in a full-day leadership training focused on ethical decision-making, teamwork, and leadership under pressure. Participants worked through scenario-based exercises that required decisions to be made with incomplete information — mirroring the real-world challenges leaders face every day. The goal was practical: learn how to make sound decisions, communicate clearly, and keep a team together when the path forward isn’t obvious.
The principles reinforced in that training — trust, accountability, preparation, and continuous improvement — are the same principles that drive effective organizing. Building trust with workers, aligning around shared goals, learning from experience, and adapting to new challenges are the foundations of a strong and growing union.
Today, we are in a stronger position than we were just a few years ago. We have expanded our organizing capacity, invested in leadership development, and built a more solid foundation for growth. But the work is far from finished, and the demand for representation continues to grow. Workers across the country are looking for a voice — and they are looking to us to help provide it.
At the end of the day, building capacity isn’t just about preparing for growth — it’s about delivering on the responsibility that comes with it. If we continue to invest in our people, strengthen our leadership, and commit ourselves to organizing at every level, we won’t just grow—we’ll build a union that is stronger, more effective, and ready for whatever comes next.