Monterey County Grand Jury
• 2012-2013
An Overview of the Carmel Area Wastewater District*
⚠️ 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 and Recommendations 8 findings
F1
Currently, the CAWD appears to be more proactively maintaining the wastewater infrastructure of the district than in past years.
No recommendations for this finding
F2
Sufficient cash reserves are on hand for planned and unplanned repairs.
No recommendations for this finding
F3
The CAWD has a reasonable number of employees and efficient work practices.
No recommendations for this finding
F4
The CAWD has established overall rates and fees that are competitive with other districts.
No recommendations for this finding
F5
The CGJ found the BOD hired the most qualified internal candidate based on the job description for the position, although no external candidates were solicited or interviewed.
Related Recommendations (1)
R5
In the future, the BOD should make every effort to consider both internal and external job applicants for senior managerial positions.
F6
After reviewing the employee satisfaction survey conducted in 2011, the CGJ finds that the lack of timely performance appraisals was undoubtedly a contributing factor to low employee satisfaction and a lack of communication between management and treatment department staff.
Related Recommendations (3)
R2
Management should heed results and recommendations from 2011 employee surveys, specifically communication between management and staff and increased cooperation between departments will help improve morale.
R3
Management should make every effort to ensure that all employee performance appraisals are current and conducted every 12 months in the future. This is absolutely necessary for effective communication between management and staff.
R4
A new employee survey should be conducted in 2013 to gauge success of improvement programs currently underway that address low employee morale.
F7
Overall, we find that the relationship between the CAWD and the PBCSD is mutually beneficial.
No recommendations for this finding
F8
The CAWD will need to raise user rates in upcoming years to provide additional funds for capital improvement.
Related Recommendations (1)
R1
When complete, the 15 year Master Capital Improvement Plan should be closely followed to ensure that adequate service and response is provided in the future.
* 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.