220 

 

For many years the Authority has demonstrated proactive water reuse of its treated effluent.  First and 
foremost, the water is reused for on-site irrigation and process water (seal waters, cooling towers, etc.).  
The reuse of the water for irrigation purposes at a nearby golf course was also investigated.  In a project 
that has already been given the notice of intent to award, the Authority is proposing to provide 
additional year round disinfection to effluent water to insure it is suitable quality fit for reuse, and then 
reuse it in toilets and other applications.  In order to demonstrate the cleanliness of the water, it is also 
proposed to reuse it in an aquarium that will be placed in the administration area for easy viewing 
access by visiting public.    

Finally, the Authority actively participates in water stewardship through many channels.  The main 
avenue is through the participation in the DuPage River Salt Creek Workgroup (DRSCW). The DRSCW 
offers a cost-effective alternative to the more formal TMDL process, which could serve as a model for 
other watersheds faced with similar challenges. The 360 square mile DRSC watershed in northeast 
Illinois lies in two counties and is home to 55 municipalities, 25 publicly owned treatment works 
(POTWs) that collectively discharge 15 MGD, 41 permitted MS4 stormwater discharges, and more than 
21 dams that have significantly altered the hydrology of its natural waters.  The workgroup’s goal is to 
develop a holistic integrated protection approach to manage significant potential sources of 
contaminants in the watershed, improve surface water quality, and avoid transferring pollutants from 
one resource to another – all while trying to achieve those results in the most cost effective method to 
the general public.  DRSCW achieves this through water quality monitoring, bio-assessment, modeling, 
adaptive management, and public education.    

In summary, the Glenbard Wastewater Authority strives to be a utility of the future though many 
means, some that are summarized above.  The 1972 Clean Water Act called on regulators and the 
regulated community to find solutions to America’s water quality challenges by working together at the 
area-wide or watershed scale.  We have accomplished a great deal with these programs and the nation 
benefits from significantly cleaner water bodies.  However, it has come time to redefine this 40-year-old 
approach and acknowledge a paradigm shift from a treatment of wastes to a recovery of resources.  The 
Glenbard Wastewater Authority aims to accomplish this through its goal to become a Utility of the 
Future.     

 

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   

 

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   

Established an integrated and well-coordinated senior leadership team  

Provides opportunities to consult with employees in new processes, innovations and designs before 
building