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result of zero run-off from the property during rainfall events of up to five inches over a 24-hour period.  
This reduction in outflow to the nearby Vermillion River, a state-designated trout stream, has a positive 
impact on this environmentally sensitive natural resource. The green infrastructure improvements are 
also being monitored for effectiveness such as green roof temperature, water attenuation, and 
vegetative species survival; and groundwater flow direction and vegetative species survival of the 
restored wetland.         
 
MCES’ extensive water quality and quantity monitoring and assessment programs involves the 
monitoring of 170 lakes, 22 streams that discharge to major rivers, and 22 sits on major rivers.  This 
information allows us to look at development impacts, performance of best management practices 
installed in the past, and the regional impacts of our eight wastewater treatment plants (the largest 
point source in the region.)  
 
And finally, and in addition to our existing stormwater grant programs, we are beginning a “one water” 
green infrastructure pilot program in partnership with a metro area community to look at the 
wastewater, stormwater and water supply issues together as one system.  Activities that could be 
funded would include inflow and infiltration mitigation, water supply use reduction projects, and/or 
surface water practices that have multiple benefits.   
          
 

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   

 

Additional Activity Descriptions (OPTIONAL) 
Developed a divisional Strategic Vision Plan with participation of approximately 60 staff from across the 
organization.  The strategic visioning process took place over a two year period, and resulted in a new mission, 
vision, and set of values.  In addition, strategies were established, and implementation is underway in many of 
the areas. 
Developed business processes to standardize, support, and hold accountable strategic initiative teams. 
Established a Department of Continuous Improvement to develop CI skills across our division and support and 
track multiple business process improvement activities.  
Comprehensive workforce planning activities are taking place, and include the participation from employees in 
all parts of the organization (an invite to participate was sent to ALL employees). A strategic vision strategy is “to 
recruit, develop, and retain a high performance workforce that has full opportunity for engagement”.   Focus 
areas of the workforce planning include: managing performance, recognizing and celebrating employees, 
supporting a positive work culture, building diversity, and enhancing mentoring and onboarding programs.