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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   

Implementation of a systems based approach to environmental management via the ISO – 14001 
Environmental Management System   

Performance Measures & Results 

 

Establishes an integrated and well-coordinated senior leadership team   

 

Senior leadership meets regularly to discuss projects and issues and develop new and innovative 
ideas and solutions  

 

Provides opportunities to consult with employees in new processes, innovations and designs 
before building  

 

Administration, Operations and Maintenance, Engineering and Finance staff are incorporated 
into the planning and design process of new projects – As an example: representatives from the 
above listed departments took part in a recent value engineering session for a $30,000,000 
digester/combined heat & power project  

 

Maintains attention to employee morale including opportunities to celebrate victories for the 
utility  

 

The Executive Director holds all staff meetings to discuss the utility’s performance and to 
celebrate accomplishments.  The Executive Director also holds individual department meetings 
to increase morale   

 

Number of sessions, number of people and type of workforce development activities conducted 
(e.g., trainings)   

 

From January 2014 through present, staff has participated in 227 individual workforce 
development sessions (some employees have participated in more than one session)  

 

Number of open positions that internal candidates can qualify for, as a result of employee 
training and enrichment programs  

 

From January 2014 through present, internal Candidates have qualified for 14 position openings 
as a result of employee training and enrichment  

 

Resource efficiency improvements related to staff utilization   

 

From January 2014 through present, approximately $2,375,000 has been saved by utilizing staff 
instead of outside contractors for repair and replacement projects