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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   

The city manager’s Good to Great initiative is a clear commitment to organizational excellence. 

Implementation of the Effective Utility Management system. 

Succession planning that ensures Enterprise Resiliency and staff’s preparedness to take on new 
responsibilities as positions come open. All positions are to be “3 Deep” i.e. three individuals have 
demonstrated competency for all positions and responsibilities.   

Adoption of the city’s Customer Service Excellence program. The operations staff and several others 
have won the program’s highest honor: the STARS Awards for outstanding service.   

Intentional practice of the EUM key to success Knowledge Management. Organizational barriers are 
removed to allow the free flow of information. Mentors are utilized and intuitional knowledge is 
compiled. 

Performance Measures & Results 

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Funding for Training: Increased 300% from $7,000 to $28,000 

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Total Annual Staff Training Hours: Increased over 100% from 310 to 640 

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% of Promotions from Within: Increased from 67% to 86% 

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% of Operators with Extra Certification: Increased from 0% to 64% 

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% of Operators with the highest level of Treatment Plant certification: Increased form 45% to 
82% 

 

WATER REUSE 

 

Board/executive management reuse strategy established 

 

Communications and outreach plan developed and implemented  

 

Ongoing market assessment of reused water to public/private and public/public entities 

 

Investments in reuse infrastructure   

 

Building code changes to enable reuse (e.g., reuse water code)