Asset Management Program tools and practices we use to develop the CIP are aligned with industry best 
practices and guide our investment decisions.  

The Employee Suggestion Program encourages employees to look for innovative and creative ways to 
save money and work more efficiently. Employees who submit specific solutions or improvements that 
reduce costs or have overall benefit to OWASA are eligible to receive cash awards or other special 
recognition if their ideas are accepted and implemented.  OWASA also provides an Outstanding 
Achievement Award which may be earned by any employee or team of employees who accomplish an 
achievement that significantly benefits the organization.  

OWASA’s Mentoring Program is a voluntary program which connects employees at all levels of the 
organization and provides the opportunity to share personal and professional “lessons learned”, provide  
organizational insight and learning opportunities.  

Performance Measures & Results 



Open positions filled with internal candidates: 24 since 2010 (136.5 total positions); 5 in 2015  



Skill-based promotions: 17 since 2010 (136.5 total positions); 4 in 2015  



Average tenure of OWASA employees: Currently, the average tenure for  



OWASA employees is 12 years and the average tenure for the Wastewater Treatment plant staff 
is 14.6 years.  



KPI report published every month: Since May 2010, OWASA has published a Key Performance 
Indicator (KPI) report, posted it to our website, and sent it directly to our staff and Board.  



Number of employees that have completed How2OWASA: 68 employees have completed the 
How2OWASA program since 2011  



Percent of employees that complete safety training: Average completion rate for safety training 
in 2015 was 81%  



Example of After-Action: Review OWASA made changes in training, communication protocol, 
and instrumentation set-points following a mistake made in dosing hypochlorite into the 
reclaimed water system.  



Safety Incident Rate: For the past two and a half years, OWASA has maintained a safety record 
above and beyond its goal of a 3.5 incident rate.  




Indication of management commitment (e.g., energy efficiency standard operating procedures; 
board/executive management energy efficiency policy, including quantitative goals developed 
and shared with stakeholders)  


Energy audit/benchmarking conducted to identify priorities for energy efficiency improvements  


‘Energy teams’ established and individuals empowered within the utility for energy efficiency 
activities (e.g., an “energy advocate” or “energy champion”)   


Energy management-related training provided to plant staff 


Utilization of energy conserving operational methods (e.g., optimization of primary 
sedimentation to reduce utilization of pure oxygen) 

In 2015, The OWASA Board of Directors set the following goals to lead OWASA’s Energy Management