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Preliminary results show that Adaptive Management has greatly increased the number of stakeholders 
engaged in watershed activities and has brought a higher level of discussion and action on 
understanding and improving how we live in the watershed and its impacts on water quality. NEW 
Water sees its efforts, while undertaken initially to find a cost-effective solution for its customers to a 
regulatory requirement, as a catalyst for community dialogue and action. 

Perched at the edge of the Fox River, NEW Water’s Jack Day Environmental Education Center serves as 
headquarters for this community collaboration to improve area waters. With a dearth of public access 
points to the water in the Green Bay area, this center provides an inspirational setting for these efforts. 
On the wall, we have placed a quote from former NEW Water Commissioner and Professor Emeritus 
Jack Day, which serves to motivate the team on its journey to protect this gateway to the Great Lakes: 
“Never forget that you live at the mouth of the largest freshwater estuary in the world…and never 
forget the great responsibility you bear for that.” 

 

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   

Integrated and well-coordinated senior leadership team – NEW Water’s Executive Team meets on a 
weekly basis to discuss in a timely manner issues that are important for the organization. NEW Water’s 
larger Management Team meets on a monthly basis to share information across departments. 

Provides opportunities to consult with employees in new processes, innovations – Employees were 
consulted and were the first to see the roll-out of the NEW Water branding initiative. Staff serve on 
cross-functional working teams to interview and select new employees, review project studies and 
designs, and a sustainability team to identify and develop energy saving projects focusing on the triple 
bottom line. 

Drives an awareness and commitment to workplace safety – Every employee has a safety goal, 
improving safety is one of NEW Water’s four-organization wide goals, and NEW Water’s cross-functional 
Safety Committee meets on a monthly basis to discuss safety issues, identify and fund safety 
improvement projects, and members of the team pair up to conduct facility safety audits. 

Financial sustainability – NEW Water has a risk-based asset management process where condition and 
criticality assessments are conducted and documented and improvement projects are identified. A