300 

 

 

Promotes staff development through required training such as safety, as well as optional 
offerings such as the Engineer-In-Training, Mentorship, and Apprenticeship programs, 
Corporate Development Fund to provide financial assistance towards a diploma or degree, 
and other successional planning activities.  

 
This application includes Activity Area 1: Organizational Culture, plus the following:  
• 

Area 2: Beneficial use of Biosolids – results of a number of land reclamation and fertilization 

activities are described, as well as evaluation of the use of biosolids to help reduce greenhouse gas 
(GHG) emissions from landfills and the use of waste heat to dry biosolids for use as a coal replacement 
fuel or fertilizer;  

• 

Area 3: Community Partnering & Engagement – highlights community engagement activities 

(e.g., face-to-face and social media) that helped conceptualize a major piece of the utility of the future, 
specifically, the Lions Gate water resource recovery facility. The Lions Gate facility will have significant 
indoor and outdoor public gathering spaces for displaying public art and running education programs, in 
addition to rooftop viewing of Vancouver’s inner harbor and cityscape;  

• 

Area 4: Energy Efficiency – a number of activities are described from the adoption of policies on 

energy management and green buildings, to the continual development and use of an Energy 
Management System, to the completion of energy audits and projects that save energy, reduce GHGs, 
and lower costs are identified; 

• 

Area 5: Energy Generation & Recovery – the results of existing biogas production, combined 

heat and power generation facilities, and CO2 reduction initiatives of Metro Vancouver’s Climate Action 
Plan are described, as well as planned upgrades for additional energy generation and sewage heat 
recovery. The proposal to contribute $4 million towards a sludge-to-biocrude pilot project is also 
included in this section.  

Collectively, this application provides insight into Metro Vancouver Liquid Waste Services Department’s 
current activities to help build the desired Utility of the Future. Metro Vancouver’s leadership team is 
continually examining additional programs and activities that can help accelerate and further engage 
internal and external stakeholders in building that better future for the communities served.  

 

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  

 

Innovation initiatives adopted that encourage risk-taking, and that are adequately funded and 
staffed   

Created a distinct research and innovation program with a dedicated team within Metro Vancouver 
Liquid Waste Services (LWS). This enables LWS to assess emerging technologies to establish a 
technology roadmap towards a vision of the Utility of the Future. The team is empowered to imagine,