151 

 

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   

o

 

Establishes an integrated and well-coordinated senior leadership team 

o

 

Provides opportunities for employees to find and fix inefficiencies, share ideas for solutions to 
problems 

o

 

Drives an awareness and commitment to workplace safety 

o

 

Maintains attention to employee morale including opportunities to celebrate victories for the 
utility 

o

 

Established periodic tracking of progress toward meeting goals and milestones 

o

 

Financial sustainability which could take the form of asset management; long range financial 
planning and policies or developing new business models to diversify income or leverage other 
investors 

Performance Measures & Results 

-

 

Leadership Training Courses: Positive review of leaders,  

-

 

Meeting Attendance/Participation: High employee participation and engagement 

-

 

Job Shadowing Program Participation: Positive employee feedback, program improvement 

-

 

Voluntary Professional Development: High employee participation and engagement 

-

 

Employee/Customer Focus Groups: Feedback incorporated into final decision/product 

 

COMMUNITY PARTNERING & ENGAGEMENT 

 

Partnerships in place with one or more community organizations, with specific name given to 
partnership and objectives for the partnership established (e.g., a formalized partnership among 
community transportation, parks, and land use organizations for the incorporation of green 
infrastructure to reduce flooding and overflows)  

 

Participation in projects with neighborhood groups/stakeholders to create recreational 
opportunities and community assets (e.g., parks, enhanced public space)  

 

Use of a Triple Bottom Line approach, including engagement with stakeholders, to analyze 
growth planning alternatives, considering financial, social, and environmental costs and benefits  

 

Participation in regular meetings with community stakeholders and offering of environmental 
education opportunities (e.g., river walks)