437 

 

Over the past few years, membership of the CAC has improved to truly represent the diversity and 
interests of the city’s ratepayers and increased its productivity and engagement with agency staff and 
the public.  

Collaborate: College Hill Learning Garden  

SFPUC partnered closely with the local public school district (SFUSD) to build the College Hill Learning 
Garden, an educational site with dozens of interactive features to educate elementary students about 
the sustainability of water, food, energy, and waste systems with the goal of developing the next 
generation of environmental stewards. Each feature in the garden (solar panels, a composting toilet, 
rain gardens, a pond, vegetable planters, a green roof and more) was designed with a specific 
curriculum that is tied to the common core standards and STEM. Nearby neighborhood groups were 
proactively included early and often in the planning and designing of the garden.   

Empower: Crocker Amazon Sharing Farm  

To develop one of the Urban Ag pilot sites, the SFPUC partnered with the San Francisco Foundation and 
a local nonprofit, PODER (People Organizing to Demand Environmental and Economic Rights) to develop 
an urban sharing farm in San Francisco’s ethnically diverse Excelsior neighborhood. For this project, 
SFPUC empowered PODER to manage all aspects of community engagement for the development of a 
sharing farm. Over a period of about 3 years, PODER did multi-language surveys, door knocking, youth 
training days and hosted several community meetings. The SFPUC provided staff support, use of the 
land for no-fee and funds to build the farm’s infrastructure.          

 

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   

Performance Measures & Results: