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highlights our commitment to an organizational culture that advances excellence and an activity area of 
excellence: energy management and efficiency.  

 

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   

Safety is OWASA’s number one priority. Every meeting starts with a safety moment, and every employee 
is required to complete 100% of their position-specific safety training that is provided on-site for OWASA 
employees. Employees are not only encouraged, but required, to call a safety time-out when an unsafe 
environment is detected. OWASA will be an early adopter of AWWA’s Partnership for Clean Water, a 
self-assessment and optimization program for wastewater utilities.  

OWASA has worked hard to be in the final phase (Phase 4: Optimized System) of the water utility 
counterpart program, Partnership for Safe Water.  

In support of OWASA’s culture for continuous improvement, we regularly conduct After-Action Reviews 
(AAR) to honestly appraise our performance and identify areas for improvement. AARs can be formal or 
informal, depending on the event, and they may include external stakeholders. AARs provide the 
opportunity to increase (transfer) knowledge and improve performance.  

We hold ourselves accountable for our performance and value transparency in doing so. Each month, 
we publish and post a monthly report on Key Performance Indicators (KPIs) such as, biosolids recycling, 
budget performance, odor events, and safety incidents. This report is posted in our buildings and on our 
website, and directly sent to our Board of Directors and staff by email.  

When OWASA leadership receives positive feedback regarding an employee, it is sent and celebrated 
with everyone in the organization.  

Each year, approximately 12 employees participate in a fourteen week program called How2OWASA 
(H20). Employees learn about the roles and responsibilities of every department and employee in the 
organization and build a cohort from field crew to directors.  

OWASA’s Asset Management Program is used to assess and prioritize infrastructure improvements 
needed to achieve desired customer and environmental service level objectives, minimize critical asset 
failures, and ensure the long-term viability of the water, wastewater, and reclaimed water systems. The