work culture is highly diverse with a large spectrum of work priorities and visions. That’s where 
organizational culture with strong, focused leadership plays such a vital part in today’s sustainability 
commitments and in tomorrow’s vision and priorities.   

Recently, Regional San leaders initiated an effort to update the organization’s 10-Year Strategic Plan, 
which involved interviewing representative staff from all departments as well as external stakeholders. 
From the interviews came both kudos and criticism that contributed to a more focused strategic plan 
and clearer vision for the future. Key improvements include promoting environmental sustainability and 
resource recovery; fostering a culture that makes Regional San a workplace of choice; continuing to 
protect the Sacramento River Watershed through holistic and sustainable approaches; and enhancing 
Regional San’s effectiveness and visibility through increased regional partnering and collaboration.  

Central to the strategic plan, Regional San’s mission statement has been updated to reflect a deeper 
commitment to conservation and resource recovery as well as cost-effective public health and 
environmental protection. Our revised vision will include being a trusted partner in environmental 
stewardship and regional sustainability, and our values will reflect greater commitment to 
environmental, financial, and staffing sustainability. To achieve our refocused vision and values, specific 
goals have been identified including improving communication with external stakeholders and the local 
community; lending experience and expertise to increased regional communication, coordination, and 
collaboration; and working earlier and more frequently with regional partners on issues to improve 
environmental sustainability, including opportunities for increased use of recycled water and 
development of low-impact and green infrastructure. Our internal goals include employing the most 
effective and efficient business practices, managing our assets responsibly, and ensuring continued 
financial stability and fiscal responsibility.  

Thus, we are at a point of cultural transition. While our programs and accomplishments reflect a past 
commitment to environmental stewardship and recycling, our new objectives are focused on larger 
picture sustainability as central to our workplace values, and thus rank higher when considering projects 
for the future. We are embracing being “green” and “sustainable” as central to our identity, not with 
disregard to the financial cost to our ratepayers, but as a larger value at the core of our business model. 
And these values are already being communicated to our staff. With the recent roll-out of our employee 
“Going Green” program, we aim to encourage and educate our employees to further embrace 
environmental stewardship 24-7, not just during a typical work day. Little changes can have huge 
results…especially, if everyone is onboard.   

Meanwhile, we continue to invest in our employees through efforts such as our Leadership Academy 
and Wholeness Development Program, Employee Wellness and Safety Programs, Wastewater 
Treatment Plant Operators Training Certification and Staff-Rotation Programs, succession planning, and 
staff education, development, and recognition opportunities. We continue to assure our financial 
sustainability through our well-established asset management program, long-term financial planning 
and annual financial reviews, low-interest funded loans, maintenance of a cash balance equal to 1,200 
days of operating cash-on-hand, and innovative debt management.  

Highlights of our other Utility of the Future Today activities include: