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ORGANIZATIONAL CULTURE  

 

Proactive leadership that engages in both internal organizational and broader external 
community priorities  

 

Establishes a participatory, collaborative organization dedicated to continual learning, 
improvement, and innovation   

 

Workforce and leadership development program in place to assure recruitment, retention, and 
competency of utility staff relative to a Utility of the Future business model. Development 
program includes a leadership and management skills training program that provides both 
formal and informal leadership opportunities for employees  

 

Employee “in-reach” program established to share work experiences and ensure greater 
understanding of the utility’s key strategy relative to the Utility of the Future business model 

 

Innovation initiatives adopted that encourage risk-taking, and that are adequately funded and 
staffed   

To develop the strategic planning goals, all Divisions meet with their Strategic Planning Teams (including 
joint labor and management committees) to identify and prioritize proposals for inclusion in the Utility 
Strategic Plan. Soon after the completion of the Strategic Planning workshop, the Director starts a round 
of quarterly communication meetings, at which the goals that have been set for the organization are 
shared and monitored to ensure success. Annual communication meetings at various locations such as 
the Joint Labor Budget Retreat in order to share current information, articulate Utility goals, and answer 
employee questions and concerns are conducted. LASAN conducts monthly meetings to review timely 
issues and ensure communication throughout the Utility. Each Division Manager attends these monthly 
meetings and then shares the information with his/her own Division through Division staff meetings.  
LASAN’s Project Green Leadership (PGL) actively recruits talented engineers at eight local universities, 
seeking students majoring in civil, chemical, and environmental engineering for full-time and part-time 
positions. The PGL team represents LASAN at information sessions and career fairs while also conducting 
on-campus interviews. This recruitment program was established to gather the best and brightest 
engineers, allowing LASAN to remain in the forefront of protecting public health and the environment.  

Performance Measures & Results   

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Training Topics Opportunities Provided 582 Total Employee Attendance Count  38,450  

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Unique Employees Served 2,896      

  

BENEFICIAL BIOSOLIDS USE  

 

Board/executive management policy created, advocating beneficial biosolids use 

 

Business case evaluation conducted for beneficial biosolids use program 

 

Participation in or certification in National Biosolids Partnership or ISO programs 

 

Public involvement and education activities related to public acceptance and support of 
beneficial biosolids use 

Terminal Island Renewable Energy Project (TIRE):  TIRE places biosolids in depleted deep subsurface oil 
and gas formations. The mission of TIRE is to develop a sustainable biosolids management option that is 
cost-effective, socially acceptable, environmentally sound, and protective of public health and the 
environment LASAN continuously evaluates new technology and alternatives for biosolids reuse.  LASAN