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The Groundwater Reliability Improvement Program, in partnership with the Water Replenishment 
District of Southern California, will take up to an additional 21,000 AFY of recycled water from three of 
the Districts’ WRPs for groundwater recharge. A portion of the recycled water will be further treated at 
an Advanced Water Treatment Facility (AWTF) for groundwater recharge.   

The Districts have partnered with the Metropolitan Water District of Southern California in a Regional 
Recycled Water Supply Program that would take secondary effluent from JWPCP and purify it at an 
AWTF for groundwater recharge. A 1 MGD demonstration plant located at JWPCP, and the preparation 
of feasibility studies have been approved as the first phase of the project. Additional potential phases 
can produce up to 150 MGD of recycled water for groundwater replenishment which would make the 
potential full-scale project the nation’s largest recycled water supply program.   

 

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   

A suggestion box is available to each employee to present concerns or suggestions for the agency. 
Management reviews and provides an individual response to each comment received.   

To continually improve agency performance, every department and section set annual goals. Status 
updates for each goal are posted and available to each employee.   

A new employee performance review system is currently being pilot tested where the ratings categories 
align with agency core values. The system focuses on continual improvement by identifying goals and 
career development opportunities for employees and includes a self-evaluation section.  

An asset management system is in use at the treatment plant facilities to allow staff to proactively and 
efficiently maintain plant assets. The system allows the Districts to consider life-cycle costs and move 
away from a largely reactive and project-based way of conducting operations and maintenance.   

The “Pipeline”, an employee newsletter, informs new employees, current employees and retirees of the 
activities of the organization.  It celebrates personal as well as professional accomplishments. The 
Pipeline also includes an article written by management addressing agency developments and 
acknowledges employees through the Excelsior employee excellence recognition program.