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⚠️ Este contenido ha sido traducido automáticamente. El texto original en inglés es la versión oficial. La traducción puede contener errores.
Findings and Recommendations 12 findings
F1
GCSD is financially stressed and does not have the funds to maintain and replace all its equipment and technology needs.
Related Recommendations (4)
R1
Increase field staff in 2019 to maintain reliability, efficiency and long-term health of the GCSD (F1, F2, F4).
R2
Investigate the use of designated reserves and other creative sources of revenue for the wastewater system to address the current “crisis” or “reactionary” mode of operations (F1, F5).
R6
Invoice the General Manager Consultant for past GCSD payments to consultants/subconsultants that performed the job duties of the GM Consultant, and amend the 2018/2019 Budget to remove overlapping service expenses (F1, F6).
R11
Modify the November 2018 Communications Plan to target a date that the GCSD expects to transition from “crisis” mode to “regular and routine” operations mode (F1, F2, F3, F4).
F2
There is inadequate staffing to perform standard maintenance.
Related Recommendations (4)
R1
Increase field staff in 2019 to maintain reliability, efficiency and long-term health of the GCSD (F1, F2, F4).
R4
To mitigate odors, hire a vacuum truck and thoroughly clean and flush to remove solids from all lift stations when the odors are the worst and complaints occur, which currently includes Lift Station 2 and 7 (F2, F4).
R5
Implement regular, on-going, routine procedures for maintenance of the wastewater collection system, and hire a designated pump station field maintenance staff for regular and routine upkeep (F2, F4).
R11
Modify the November 2018 Communications Plan to target a date that the GCSD expects to transition from “crisis” mode to “regular and routine” operations mode (F1, F2, F3, F4).
F3
The high cost of the fire and park areas under the jurisdiction of GCSD is not sustainable under the current budget projections.
Related Recommendations (2)
R3
Pursue a voter bond measure or special tax in the next two years to offset park and fire services costs (F3)
R11
Modify the November 2018 Communications Plan to target a date that the GCSD expects to transition from “crisis” mode to “regular and routine” operations mode (F1, F2, F3, F4).
F4
Wastewater issues regarding lift stations and routine maintenance are not being properly addressed.
Related Recommendations (4)
R1
Increase field staff in 2019 to maintain reliability, efficiency and long-term health of the GCSD (F1, F2, F4).
R4
To mitigate odors, hire a vacuum truck and thoroughly clean and flush to remove solids from all lift stations when the odors are the worst and complaints occur, which currently includes Lift Station 2 and 7 (F2, F4).
R5
Implement regular, on-going, routine procedures for maintenance of the wastewater collection system, and hire a designated pump station field maintenance staff for regular and routine upkeep (F2, F4).
R11
Modify the November 2018 Communications Plan to target a date that the GCSD expects to transition from “crisis” mode to “regular and routine” operations mode (F1, F2, F3, F4).
F5
Other sources of revenue generation or enterprises are not being fully utilized as they were in the past, such as accepting mobile and industrial waste hauler tank truck loads (dumps) for a fee.
Related Recommendations (1)
R2
Investigate the use of designated reserves and other creative sources of revenue for the wastewater system to address the current “crisis” or “reactionary” mode of operations (F1, F5).
F6
GCSD is funding subcontractors for jobs that fall under the duties and obligations of the General Manager Consultant.
Related Recommendations (2)
R6
Invoice the General Manager Consultant for past GCSD payments to consultants/subconsultants that performed the job duties of the GM Consultant, and amend the 2018/2019 Budget to remove overlapping service expenses (F1, F6).
R7
Create a procedure regarding communications with the public that includes training of consultants/subconsultants on how to handle sensitive and difficult issues and complaints (F6, F8, F9).
F7
There is no time conflict in the General Manager Consultant representing several water districts at one time. However, given the new full-time employment position of a GCSD General Manager, there is a time conflict in the ability to perform full-time duties and part-time work at several other districts.
Related Recommendations (1)
R15
Require on-site, regularly scheduled 40 hours for a full-time General Manager (F7).
F8
Confrontational, intimidating behaviors toward rate-payers by GCSD representatives has occurred.
Related Recommendations (4)
R7
Create a procedure regarding communications with the public that includes training of consultants/subconsultants on how to handle sensitive and difficult issues and complaints (F6, F8, F9).
R8
Undertake an annual community building event (such as a picnic or potluck) that is out of the board room context and encourage open discourse among rate-payers, staff, and Board members to foster better relationships. (F8, F9).
R9
Develop a clear reporting structure for handling complaints by identifying and publishing names with contact information including phone numbers for the currently undesignated “outside consultants” identified to field complaints against the GCSD in Resolution 2019-2, and not allow these “outside consultants” to be funded by the GM Consultant (F8, F9).
R10
Combine the public and staff complaint reporting structures for one method for handling complaints in which both the public and GCSD staff have access to the currently undesignated “outside consultants” identified in Resolution 2019-2 (F8, F9).
F9
The GCSD is heavily scrutinized by a small group of community members who emphasize shortcomings while not equally acknowledging improvements.
Related Recommendations (5)
R7
Create a procedure regarding communications with the public that includes training of consultants/subconsultants on how to handle sensitive and difficult issues and complaints (F6, F8, F9).
R8
Undertake an annual community building event (such as a picnic or potluck) that is out of the board room context and encourage open discourse among rate-payers, staff, and Board members to foster better relationships. (F8, F9).
R9
Develop a clear reporting structure for handling complaints by identifying and publishing names with contact information including phone numbers for the currently undesignated “outside consultants” identified to field complaints against the GCSD in Resolution 2019-2, and not allow these “outside consultants” to be funded by the GM Consultant (F8, F9).
R10
Combine the public and staff complaint reporting structures for one method for handling complaints in which both the public and GCSD staff have access to the currently undesignated “outside consultants” identified in Resolution 2019-2 (F8, F9).
R12
Change Board meeting times and agenda items to accommodate more local residents who work during the day and limit meetings to two hours (F9, F10).
F10
Board meetings are excessively long.
Related Recommendations (1)
R12
Change Board meeting times and agenda items to accommodate more local residents who work during the day and limit meetings to two hours (F9, F10).
F11
Board minutes do not adequately capture the substance of the meetings.
Related Recommendations (1)
R13
Document the substance of key discussions during Board meetings in Board minutes, and insert a timestamp in Board minutes to cross reference audio recordings (F11).
F12
The GCSD website is difficult to navigate.
Related Recommendations (1)
R14
Update GCSD website’s Board agenda packet links to include labels with dates, active links to the Policy and Procedures Manual, and include all supporting exhibits in Resolution links (F12).
* This report's PDF did not contain easily extractable text and required Optical Character Recognition (OCR) for analysis. There may be minor errors in the extracted findings and recommendations due to OCR limitations with scanned documents.