Young Professional Resources (YPR) was founded by Leonard D. Young, P.E. to provide public and private sector
clients and individuals with independent and creative management, technical and strategic solutions to utility and public
works issues. Over the past 25 years, Leonard Young has developed a local, state and national reputation as someone
who is ethical, fair, personable, knowledgeable and respected in the public works and utility management industry.
Young Professional Resources embodies the same characteristics which formulates a uniquely different personal and
professional relationship with its clients.
Early in his career Mr. Young observed the changing dynamics in public agencies. A dynamics which increasingly
impacts the quality of services provided by public agencies and private sector service providers. The impacts are felt by
the customers who do business with or receive services from the agencies.
Among those changing dynamics are:
 | | Employees no longer have the intent of making the public sector a career.
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| | Agencies were losing internal expertise to the private sector depleting their corporate knowledge and expertise.
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| | Private sector firms have a transient work force due to competition in the marketplace.
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| | There is a gap in expertise and therefore no long term relationships are being cultivated.
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| | Public sector executive tenures are becoming increasingly shorter.
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| | Customers are demanding more for less.
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| | Public sector budgets are shrinking.
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| | Regulatory and environment pressures are greater.
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| | Economic development and “no growth” interests are competing.
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| | The “everything has to be done today” and “requires executive level attention” philosophies are being employed by | | | policy makers.
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| | No long range planning is occurring.
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| | Politics is increasingly being injected into the day to day operations.
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| | Consultants are going directly to elected or appointed policy makers creating strained relationships and low trust.
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| | Private sector competition for public services is ever present.
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| | Technology is not being kept current in the public sector.
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| | There is a lack of understanding on how critical the public process is to the success of a project or program. If | | | public communication plans exist they are of poor quality. Information gaps can stop or slow a project or a program.
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| | Persons doing business or wanting to business with public agencies really don't understand the dynamics | | | impacting the agencies and are often frustrated. Frustration leads to loss of business or strained relationships
resulting in low effectiveness.
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YPR’s key concept is to become the key resource utilized by individuals and businesses to address today's public
sector' infrastructure, management, planning and operational issues. The client is provided with strategic
recommendations and alternatives based upon experience and the best management practices available in the industry.
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