A Powerful Force For Positive Change
Ask Paul Redmond to reflect on his achievements as one of Spokane’s most powerful leaders in a generation and he deflects the credit to others. He praises “the team” at Washington Water Power Co. He praises the hundreds of business people who joined him in a successful crusade to revive Spokane’s economy and confidence.
Ask him to leave some advice for the community and he says this: “We cannot become complacent.”
Complacent is not a word that anyone would use to describe Paul Redmond. Last week, he announced that he will step aside as WWP’s chief executive. During his 12 years at the helm he fought to make his company strong, and succeeded. He fought to bring to bring more good-paying jobs to his community, and succeeded.
Along the way he attracted criticism and dished some out. You do that when you’re an agent of change. Over the years he and this newspaper, for instance, exchanged a few fiery blasts. But out of it, he says, came a realization of shortcomings on both sides, followed by improved communication.
He’s right about that. Whether you’re building a corporation or a community, progress often springs from painful controversy. “When you really feel you’ve tried to do the right thing and you’re criticized for it, it really does hurt,” Redmond muses. But when the heat of battle cools, what endures is the record of achievement.
Redmond’s achievements are considerable.
His commitment to community is a model. Corporate buyouts have reduced the number of firms with a hometown passion. But WWP is still locally based, led and engaged. Its employees are everywhere, serving in charitable and community-boosting organizations. Redmond has modeled this tradition, leading the Lilac Festival, United Way, the Chamber of Commerce and Momentum. He led statewide commissions devoted to health care reform and economic development, and is active in the Washington Business Roundtable’s drive to improve public schools.
At WWP the challenges were large, the victories larger. Shortly after Redmond took charge, WWP had to write off a costly investment in a failed state nuclear project. An oil leak from WWP’s old downtown Spokane steam plant created years of headache, but now has yielded to a cleanup and to hopes of commercial renewal at the Davenport Hotel and the steam plant itself.
Most important - and most agonizing, Redmond says - was WWP’s farsighted preparation for deregulation and competition. Beginning in the 1980s, WWP downsized and reorganized aggressively, laying off workers Redmond knew and liked. The firm’s rates stayed among the country’s lowest. And now it is a utility industry leader, with booming revenues and a strategy to broker power and gas to markets nationwide.
Redmond’s leadership strengthened Spokane. He has earned his community’s gratitude, respect, and congratulations.
, DataTimes The following fields overflowed: CREDIT = John Webster/For the editorial board