Sacramento River Watershed Program. Regional San has dedicated Legislative & Regulatory Affairs, 
Scientific Research, and Wastewater Source Control staff. 

Becoming a Utility of the Future is a process that, once embarked upon, will continue to evolve to meet 
the needs of a constantly changing world. Regional San is proud of our environmental and long-term 
sustainability efforts, our current cultural transition goals, and commitment to being part of the future 
environmental sustainability solution.  




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 

Going Green Employee Program: A new program that aims to educate/encourage employees to be 
environmental stewards and make environmentally sustainable choices at home as well as work. 
Includes bulletin boards, intranet site, lunchtime speaker series, suggestion boxes, donated goods 
collections, etc.   

Employee Wellness Program: Encourages sustainability of our employees by educating on healthy 
lifestyles and choices. Before/after work and lunchtime programs ongoing. Fitness gyms at work sites 
and classes presented by fitness consultants. Partnering with health agencies for heart health, smoking 
cessation, diabetes prevention, etc.  

Leadership Academy: Designed to provide present and future leaders with skills and knowledge to 
motivate staff to continually meet business demands in the midst of constantly changing economic 
conditions, environmental needs, and public expectations. Competencies include Motivating Others to 
Mobilize Commitment; Managing and Measuring Work; and Managing Vision and Purpose; as well as 
general leadership skill building.  

“Whole-person Development” employee learning groups: Focus on relationship between 
conscious/unconscious mind and effect on productivity, interpersonal relationships, communication, 
motivation, and attitude. Combine theory with practical tools, including nutrition, breathing, 
mindfulness meditation, visualization, aromatherapy and reflection exercises.  

Succession planning and robust staff development: Forecasts staff attrition and retirements to ensure a 
sustainable work force. Staff routinely reviews job classes and duties, assesses probationary periods,