Over the past two years, Lean has become a priority in our agency's efficiency-driven culture. Almost 
half of employees have received Lean training, with all supervisors receiving additional coursework in 
Leader Standard development. As part of our Lean efforts, we conduct workshops where employee 
teams map processes, measure effort and time, identify barriers and inefficiencies, and make 
recommended changes that are adjusted as necessary. We are moving toward everyone using Lean 
tools (such as visual management boards) in their daily work. 
Process improvement events have been organized around a number of core work functions, including 
reducing the amount of time It takes to identify, analyze and select alternatives for capital projects, and 
reducing the amount of time to acquire needed permits and properties to enable construction to begin. 
We will continue to evaluate Lean opportunities for budgeting, project management, community 
relations, capital project approval, and other areas, and continue to look to other successful agencies 
and companies as examples for our own organization. 
We believe performance measurement is fundamental to being a Utility of the Future. In 2015, we 
developed a new tool to track and measure key division performance metrics to assess what is working 
and to enable course correction in areas where we're falling short. 
Our metrics dashboard is specifically designed around the new Vision, Mission, Values and Goals, and 
tracks 20 key performance measures Identified by management as essential to maintaining a high- 
performing organization. We continually measure our progress on budget and expenditure levels, 
employee development and safety, and permit compliance. WTD's management team assesses each 
metric three times a year, looking at trends, discussing data, and determining any necessary next steps 
or corrections. We are proud of our environmental record, and the fact that all of our treatment plants 
have attained 100 percent compliance with effluent limits for the past several years. 
WTD has a long history of "recovering resources from wastewater". Our Resource Recovery programs 
manage the administration and distribution of biosolids, recycled water, and energy. We track our 
progress on reducing our carbon footprint through renewable energy production and fossil fuel 
conservation, and finding new markets and innovative uses for our biosolids and recycled water. We are 
currently doing strategic planning for the four key areas of energy, recycled water, biosolids and 
technology assessment. 
WTD actively employs the "efficiency first" model-while we support and pursue all applicable and viable 
renewables efforts, we strive first and foremost to use less energy while doing the same job. That model 
is proven to be the most cost-effective energy management strategy. We track and monitor energy use 
at our facilities, as well as conduct energy audits and state-of-the-art research to identify opportunities 
for energy reduction and conservation. For our capital program, we complete an energy analysis on all 
projects that require more than $250,000 of energy-consuming equipment, which supports our overall 
goal to build and operate green facilities. 
On the renewables front, waste gas has been powering our raw sewage pump engines at one treatment 
plant since it came online in 1966. We operate cogeneration systems at two regional treatment plants, 
producing heat and power for operations, and we produce scrubbed gas and electricity to put back on 
the grid for two regional energy utilities. The availability, use, and sale of biogas has reduced the amount 
of energy WTD needs to purchase, and helped us near our goal to become carbon neutral in our 
operations in 2017, well ahead of our 2025 benchmark.