78 

 

A closer look at WRRF operations reveals further evidence of the Utility Department’s commitment to 
progressive management. Upgrades and cost-savings initiatives are ongoing at both plants, including the 
use of three “peak-shaving” generators that are saving the City hundreds of thousands of dollars per 
year through a collaborative program with the local electrical utility. The biosolids management 
program incorporates energy-management and design features that curb costs associated with drying, 
hauling, marketing and disposal. Also, the wastewater team is leading a critically important phosphorous 
and sediment removal program at a City-owned lake that is part of the White River watershed.   

Operations staff members make every effort to engage in the community. They give presentations and 
lead classes for nearby schools and the university. They also engage routinely with regulators and 
officials from the U.S. Environmental Protection Agency and the Arkansas Water Environment 
Association. They volunteer for industry related organizations, such as serving on the boards of the U.S. 
EPA Regional Industrial Pretreatment Association, the Arkansas Water and Wastewater Managers 
Association and the Beaver Watershed Alliance.  

In addition to compliant wastewater and biosolids management, the Fayetteville-CH2M partnership, and 
its unique level of trust and mutual benefit, have resulted in low-cost utility service—a contributing 
factor to Fayetteville’s recognition among 2016 most affordable cities by US News & World Report. 
Fayetteville is the only city in the original US News Top 10 best places to live to make this new list. The 
Utility Department’s engaged management and operating philosophy embrace challenge and positive 
change. Adopting new tools and methods, and working to assure they yield maximum benefit, have 
positioned the department for a successful future.  

 

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   

Public-private partnerships for key utility operations yield efficiencies and innovative approaches that 
might not otherwise have been identified or implemented.  Active involvement in community and 
planning activities promotes engagement with citizens, civic groups, educators and local/regional 
leaders. Achievements and awards for operations excellence, safety and environmental stewardship 
support and validate efforts toward performance and citizen service.   

Performance Measures & Results