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The LOTT Clean Water Alliance operates regional wastewater treatment and reclaimed water systems 
serving the urban area of north Thurston County, Washington. The LOTT system includes the Budd Inlet 
Treatment Plant, Budd Inlet Reclaimed Water Plant, Martin Way Reclaimed Water Plant, Hawks Prairie 
Reclaimed Water Ponds and Recharge Basins, three major pump stations, and related pipe 
infrastructure. LOTT is governed by four government partners – the cities of Lacey, Olympia, and 
Tumwater, and Thurston County. LOTT works in coordination with the partner jurisdictions to provide 
services for treatment and resource production that protect the environment and public health. Beyond 
daily operations that fulfill our basic mission, LOTT makes the most of our precious and limited 
resources, preparing our community and organization for the future of wastewater utilities. We 
exemplify the principles of the Utility of the Future Today through organizational culture, sustainable 
resource use, and strong community partnerships and engagement.   

Organizational Culture  

In the spirit of innovation, LOTT’s six-year Performance Plan (2013-2018) was developed though an 
organization-wide effort. In addition to the involvement of the LOTT Board of Directors and senior 
management staff, every employee in the organization actively participated. The goals, objectives, and 
supporting activities identified in the plan were staff driven, through a series of Board work sessions, 
visioning exercises by each of LOTT’s eight work groups, 14 cross-division topic team meetings, ten small 
team meetings, and a senior management retreat. The result is a plan that is truly a group effort, with 
broad support and ownership by LOTT staff and Board members.  

LOTT commits to internal leadership by cultivating excellence, innovation, mentoring, and knowledge 
sharing under the Performance Plan goals. The approach involves a proactive effort to ensure that the 
Senior Leaders are all in-the-know about upcoming projects and issues and that input from staff across 
the organization can be applied to prevent, respond to, and resolve problems. The team-based 
management approach is reinforced with numerous cross-division staff teams that plan and evaluate 
activities and initiatives, such as planning related to capital projects. Teams have also been formed to fill 
functions that were previously only one person deep, addressing the need to develop succession plans 
for 100% of critical functions and spreading institutional knowledge across a wider base. The team-
based approach across the organization provides open communication and clear accountability.  

This approach also requires a variety of professional development opportunities, including an active 
Career Development Program. Staff members or their supervisors can create custom programs to 
improve their skills and prepare to advance into a new position or backfill an existing position. Trainings,