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Extracted from Consolidated Report
This investigation was originally published as part of a larger consolidated report containing multiple investigations. View the consolidated PDF for the complete document.
⚠️ Translation Notice: This content has been automatically translated. The original English text is the official version. Translation may contain errors.
⚠️ Este contenido ha sido traducido automáticamente. El texto original en inglés es la versión oficial. La traducción puede contener errores.
Findings 7 findings
F1
Page 194
The District serves the majority of the populated areas of the Western Slope of the County. It provides many different inter-related services, including supplying municipal and industrial water, irrigation water, wastewater treatment, and reclamation, as well as hydroelectric operations.
F2
Page 194
Management of the District is under the control of a Board of Directors and a General Manager. 1 95
F3
Page 195
Board members’ negative public comments, quoted in the press, and their unprofessional conduct during public meetings, are negatively affecting the overall morale of the District's employees and are undermining the public's confidence in the activities of the District.
F4
Page 195
There is a lack of accountability at appropriate management levels.
F5
Page 195
There is no established plan for replacement/repair/maintenance of the District's water delivery systems.
F6
Page 195
The Board engages in micro-management of the activities of the District, and does not restrict itself to its proper and appropriate function, the setting of District policy.
F7
Page 195
The Management Audit found the same problems as the Special Districts Committee — only in much greater detail.
Recommendations 6
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R1Page 195The District should provide for the involvement of its managerial, supervisorial and staff level employees in its decision-making process relating to the running of its operations. The Board should refrain from micro-managing the District, and should restrict itself to the setting of District policy and oversight of the performance of District managerial employees.
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R2Page 195The Board members should conduct themselves in a more professional manner.
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R3Page 195The Board should budget and implement a planned maintenance and replacement schedule for the District's infrastructure.
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R4Page 195The Board should implement and enforce objective performance standards and an employee evaluation and accountability procedure.
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R5Page 195The District should explore the possibility of entering into a joint venture with the El Dorado County Water Agency for the operation of the Project 184 power facilities which the District is acquiring from Pacific Gas & Electric Company.
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R6Page 195The 2001/2002 Grand Jury should revisit the activities and operations of the District. 1 96 Responses Required for Findings