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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   

Annual Goal Sharing program since 2003 requires employees to develop and achieve an array of 
performance targets that impact all departments and support strategic initiatives for innovation, 
partnerships, and organizational excellence. Interdepartmental collaboration is key to achieving many of 
the targets which are challenging “stretch” targets. The program rewards employees with financial 
compensation for achieving the goals. 

 The Clean Water College and Expert Exchange are trainings taught by consultants and staff to develop 
skills and prepare for being a Utility of the Future. Course topics include GIS mapping, EPA Atlas,  
Earthquake Awareness, Mycoremediation of Street Sweeping, Stakeholder Engagement, natural 
treatment systems pilot studies, workplace organization, public speaking, etc.  

“Clean on Screen” is a monthly program that creates brief videos of staff talking about what they do and 
why they like working for the District.  Featured as part of a brown bag District film festival and readily 
available on the intranet, nine videos have been done for this relatively new program. Employee 
feedback has been overwhelmingly positive for this novel way to applaud individual contributions to the 
District’s work.   

Business process improvements are continually underway to optimize resources and precious ratepayer 
dollars. Staff is recognized and rewarded for suggesting improvements that save time, money, resources 
and improve outcomes. A noteworthy early improvement was Pay for Performance compensation 
rather than automatic step increases, where pay increases are based on individual contribution to the 
achieving the District’s Mission, Vision and Values.  

Performance Measures & Results 

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Goal Sharing Program targets met - Since 2003, 60% of the targets have been achieved and paid 
out.    

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College of Clean Water/Expert Exchange attendance - In just the first half of 2016, eighteen 
trainings were attended by 506 employees   

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Clean on Screen employee profile videos - 9 videos to date; showings attended by 250 
employees   

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Business Process Improvements - 9 Processes documented and improved (FY’16)