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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 6 findings
F1
Page 29
PCWA appears to be a lean, stable, efficiently operated organization which is focused on serving the customer within their service area (Placer County).
F2
Page 29
The financial and statistical reporting is very impressive for an organization the size of PCWA. In fact they have received a Certificate of Achievement for Excellence in Financial Reporting from the Government Finance Officers Association of the United States and Canada.
F3
Page 29
The Board of Directors recently approved a resolution (08-16, see Appendix) indicating what types of projects could be funded by the expected additional revenue from the sale of power from the Middle Fork Project. This is an excellent start, but the list is so broad it provides little guidance to PCWA staff.
F4
Page 29
Although PCWA is currently well positioned to provide water to current and future customers within its service area, there are numerous issues that could significantly impact the water supply. The responsibility for monitoring and/or taking appropriate action is handled by the General Manager, the Strategic Affairs Division, and outside legal counsel. The strategy, analysis, and actions of this critical function are concentrated in very few individuals.
F5
Page 29
PCWA has a stable work force, with most of the management team having worked together for a number of years. However, the work force is aging, particularly at the management level, with most being eligible to retire now. The organization does not have a consistent, known strategy to replace key staff or management when vacancies occur.
F6
Page 29
There appears to be a heavy reliance on knowledge and experience within a few key individuals and process documentation is inconsistent across the organization. These could be issues if any key individual left the organization suddenly. Supplying Water to Placer County 29 2010 -2011 Placer County Grand Jury Conclusion The Grand Jury was impressed regarding the quality and dedication of PCWA management. There was a consistent enthusiasm shown for the job they were performing and for fulfilling the needs of their customers. With few exceptions, the organization is focused on the present; serving the current customer with safe, reliable, affordable water. Given the number of potentially significant impactive issues facing PCWA and an up-coming transition of management, increased focus and preparation needs to be placed on the future.
Recommendations 4
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R1Page 30Establish an ongoing process to prioritize and rank proposed projects that will be funded from the additional revenue expected by the sale of power from the Middle Fork Project.
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R2Page 30Increase staffing within the Strategic Affairs Division to provide backup and continuity for key positions and to ensure all issues are getting the required attention.
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R3Page 30Develop a formalized and visible plan to both develop internal candidates and outside sources for key staff and management positions. The plan once implemented will need to be monitored and updated on an ongoing basis.
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R4Page 30Each division should assess its current operations to identify critical processes and the current state of their formal documentation. Based on that assessment, a plan should be developed to update or create appropriate process and procedure documentation. Supplying Water to Placer County 30 2010 -2011 Placer County Grand Jury