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The Upper Trinity Regional Water District has a history of unusual general governance practices that affect the manner in which the District operates, the Board of Directors votes, and ultimately the water rates for the District’s member communities.
The District continues to operate at an accumulated loss of more than $6 million over the past four years.
| Debt Levels (requires
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| Overbuilding Results
in Net Loss - I (requires
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| Overbuilding
Results in Net Loss - II (requires
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| Operating
at a Loss - Chart (requires
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| Upside Down on Capital Assets (requires
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| Debt to Revenue Ratio (requires
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Depleting Reserves
Rather than reducing expenses to meet available funding, the district continually draws upon its reserves to cover operation and maintenance costs. View the Data
Continual Project Delays
Some district projects are completed long after the projected completion date due to project management errors, unnecessary delays and cost overruns. View the Data
The Board voted in 2005 to not have public hearings on the budget. The Board does not typically have hearings on major projects either.
Board members often do not get to see contracts and other significant informational items prior to voting. Must request with limited time to review.
Significant projects often appear on the Consent Agenda and are approved without discussion.
Limits a member’s ability to appoint representatives to the Board of Directors.
Second attempt to amend bylaws and restrict board member rights recently failed overwhelmingly by a 20 to 3 vote.
The Upper Trinity Regional Water District raises rates to meet expenditures, instead of curbing spending to meet revenues.
The Upper Trinity Regional Water District does not work in the best interest of its member communities as it is growing and developing in best interest of only the District itself.
Despite being a governmental entity established by the State of Texas Legislature, the Upper Trinity Regional Water District denies requests for information from board members and the public. Upper Trinity staff continually puts up “Roadblocks” for board members and the general public to obtain information that is clearly open records.
The District has fewer employees and a smaller budget than its largest
member communities including Carrollton, Denton, and Flower Mound,
yet the District’s
Executive Director receives a higher salary.
View
the Data