Ken Harrington, YSPUC manager

Who are YLPers? Why, all of us who call Yosemite Lakes Park our home. We’re more than an HOA, we are a community of people who love where we live!
More than just a place of majestic mountain views, YLP is people — individuals of all backgrounds and interests. In this series of periodic profiles, we hope to introduce you to many of these folks — to YLOA board members, to managers, to employees, to our valued volunteers and notable neighbors who share our 21 square miles of Sierra foothills. We hope you enjoy learning about these YLPers.

This week it’s Ken Harrington, manager and chief operator of the Yosemite Spring Park Utility Co. His is practically the story of YLP itself. Not only is he a 34-year YLP resident and employee, but an expert on YLP’s water system, one of the most complex in California. AND few know the area’s history as well as Ken. Read and learn about this remarkable man who presides over the daily miracle of keeping healthy water flowing to your homes.

Ken at the electrical control panel for just one of the many YSPUC pump stations.

(Interviewed June 23)

Tell us about your early life, where you grew up.

Well, I grew up in the Fresno-Clovis area. I was actually born in San Jose. My father decided to move us over to San Jose because he was chasing a job. And we lived there for about six months. I happened to be born in that six months. Then we came back. I come from a long-rooted history in California. My great-grandparents started the poultry industry in California in the 1800s and worked their way from the Imperial Valley up into the L.A. Basin area and we’re known as the poultry kings down there and then branched out into the Central Valley in late teens and early ‘20s. Pretty much the largest poultry producing ranch in the Central Valley until 1969.

I grew up on a poultry ranch. And it was basically you know you get up in the morning, you do your chores around the ranch, you go to school, you come home, you do your chores around the ranch, you do your homework and then you start your day over. So that’s a kind of learned my work ethic from my grandfather. And it’s just stayed with me.

What did you want to be? And what was the path that you took?

When I was very young I wanted to be a fireman. We were a couple blocks away from a fire station and I used to love to go to the fire station. So back then you’d go to the fire station to get the license for your bicycle. And my license kept falling off my bike and getting lost. So I’d have to go back to the station to get another one. And then they finally told me, you don’t have to lose your license. You can just come by anytime you want. And so I hung out at the fire station.

I actually got to fulfill that dream when I moved here and was on the station here for 21 years. But that that’s what I had wanted to do, you know, as a small child and then when I was in school I was interested in cars and automotive and I started a business doing custom auto body and paint. I was doing mechanic work as well and kept that going.

When I first moved here, I was still doing that work and I was thinking I was building something that I could pass down to my kids, but my kids weren’t interested in it and it was getting tougher to sustain that type of work.

I just kind of got out of it and looked for something that that would not matter what the economy was. (The) Drinking water (business) seemed to be something that wouldn’t matter what the economy is. So I started working here, I actually revived the security program here in the park when I moved here in ‘87 because there was no security, I had had a lot of experience doing that and was able to get the license. So I got the private patrol operations license for the park and revived the security program and did that for about five years. And then they needed some help on the water company. And I went over to temporarily help them and I’m still here.

So initially, I started off by just doing labor — fixing leaks, reading meters, installing meters, doing that type of work.

When I came to YLP, the homeowners’ association had just taken possession of the water company in a lawsuit, two months earlier. The staff that came across with that problem was the staff that had worked for the developer, who was the other half of the lawsuit with the homeowners’ association. So they were adversaries and then all of a sudden they found themselves employed by who they’ve been fighting against. So they were not, you know, they had not made a nice environment for themselves and so they had a lot of animosity.

And so I came to work here, not really realizing that. At first, I was having trouble myself with these guys, not really wanting to go do things. They literally wanted to go mow their lawn and go fishing and do those kind of things while they were on the clock. And that’s just not me.

So, they didn’t want to teach anything to anybody because they were of the mindset that if nobody knows how to do your job, they can never get rid of you because you’re the only one that can do it, right? So I started going to school and learning the job because I wasn’t going to learn anything here from these guys. So if I’m going to do something, I want to do it. Well I want to know the right way and so I started going to school at night for drinking water and started getting in and learning the system.

Those guys quickly started falling off, going away and new hires coming in. And so it was a learn as you go. And I just kept progressing along to where we started hiring a few more staff, you know, new issues, new problems would pop up, and we’d have to address them and started becoming more busy and we hire more people.

I just started progressing up and they eventually asked me if I would just stay full time because I still was a temporary employee and I said, yeah, you know probably a good thing. So then it got to where I was pretty much managing everything out in the field.

They’d hire somebody as a manager and he’d be here for a few months or a year, and then he disappeared and they had asked me to be an interim manager. On the fifth round of that (I said) how about just let me be the manager? So in ‘99, they agreed and let me become the manager.

It doesn’t mean that I still don’t go out in the field and do this work. Because again, we’ve got to wear multiple hats and just roll with the punches. I still do all that maintenance stuff.

Tell us a little bit about your family and how you came to YLP.

Well, we were getting away from the hustle and bustle and everything that’s in town. And even back then, you could see crime rates increasing in Fresno. And I kind of liked the idea of getting into something that had a little more small town feel. My wife (Roxie) on the other hand, really liked the idea of taking an evening, walking over to the grocery store to buy what we were going to have for dinner that night and, you know, and like the neighborhood kind of thing.

So when I saw an ad for a house here in YLP for rent, I had to keep her talking and drive real fast so she didn’t realize how far we were going out of town. We came up in the winter. It had just snowed up here and it was absolutely beautiful. It was in November of ‘87. And of course, spring came and the rattlesnakes came out and she wasn’t thrilled.

Basically she told me after a year, we were going to leave because she couldn’t handle it. But by the time the year was up, she had fallen in love with the place and didn’t want to go back.

The old but still useful external water depth gauge on one of YSPUC’s big tanks. Water depth is now monitored with the SCADA system.

What do now you do for YSPUC? And how does it affect everybody who lives here?

Well, we’re a small water company and regardless of the complexities of this system, the people that work there, any of them have to wear multiple hats. You can’t afford staffing that the big municipalities can afford and so you’ve got to do multiple tasks.

The state has labeled ours as one of the most complex water systems in California. Just because of the way it was designed. In the very beginning there were two different engineers. It was an engineering firm that did the first half of the design, then the original developers went bankrupt. When this went up on the auction block, the new owner hired a completely different engineering firm and wouldn’t let them start over. They had to make their designs work with the other engineer company’s designs. There are a lot of complexities, we’re dealing with a lot of elevation change. Because of that, there’s lots of pieces that have to be addressed.

And until now we’ve never had until what I’m putting in now with the SCADA system, we’ve never had any automation to help us with any of that, to see things without physically going out and looking for them.

What would you like people to know about our water distribution system?

The water that we produce is pulled straight out of the ground and into the pipes. In the valley where a lot of people come from, it’s different, it’s like a giant sponge down there…. and it’s run through big filtering plants and all kinds of different technologies to screen out all of those impurities.

Our waters are like the old fresh mountain spring water, it’s coming right out of the fractures in the rock underground and we don’t have that kind of filtration. And so you’re getting a nice pure water, but it does have some mineral content and it varies depending on where you live in the park.

You couple that with an aged system. They started putting this water system in in 1970. So there’s parts of it that are getting pretty old and it wasn’t put in exactly the best way that it could have been. So it has some problems, you know, with leaks and things.

We’re fixing that with the PRP program, replacing the mains, which is being very effective actually, but you’ve got all these 40, 50, 60 years of minerals that coated inside pipes. And so sometimes a pipe will break and it causes a rush of water and it strips them of those minerals. That’s why you get the discolored water. It’s not a health issue. It’s what they call a water quality issue and aesthetic issue.

So the quality of the water is very good. We test every week. We add chlorine to make sure that it’s safe. And we do that as part of requirements of the federal and state government Safe  Drinking Water Act.

The system is improving, as we replace the mains and service lines. If you look at the straight numbers, it seems like we’re not really having a reduction in the number of leaks. But what we’re having is a reduction in the number of catastrophic main failures. We’re still having service line leaks and things like that, and some of those are getting worse in some of the older areas. But service line leaks don’t cause nearly the damage or lose nearly the amount of water that a catastrophic main failure does.

What are the some of the challenges that you and the water company face?

There are always challenges. We’re in a long-term drought. We were out of the drought for what, one year, year and a half, and then we’re back into it. Droughts are always a concern because as it gets hotter, it gets drier. People want to use more water to keep their landscape that they’ve devoted so much time and energy and money to have. But if it’s also harder to produce that water.

When it rains, the water that soaks in the ground, that’s referred to as local area recharge. So, if you’ve got a shallow well, let’s say you live outside the park and you’ve got a house and you’ve got your own well, it’s probably only a couple hundred feet deep but that’s getting all its water from the rain local area recharge.

I’m drilling our wells down a thousand, 1,200, 1,400 feet deep and pulling water from way down and what we’re getting is glacial melt. That water has been locked up in glaciers for years. It’s got anywhere from a seven- to 10-year time of travel from the time it melts out of the bottom of that glacier and soaks in the ground. In the high country it gets in the fractures and works its way down here.

So we don’t see effects of drought immediately, other than more people using the water and us having to pump more water. Our effects from a drought will show up much later. We could actually be out of the drought for a couple of years when we start seeing effects from it because of that time of travel issue. So I’ve always got to kind of look ahead at what may come down the road.

And — there’s always a contaminant that can change our operation. I had a well running for 10 years that had no uranium, never a trace. All it takes is an earthquake someplace to shift the underground fractures and change the course of the water. And it can take the water away from a well, it can add different water to the path to our well. And I think that’s what happened because all of a sudden we had uranium, that was off the charts and I had to shut the well down and I had it offline.

I was trying to figure out a way to deal with it for about 11 years and then all of a sudden the uranium went away. It could very easily have been because of earthquake activity, but that’s all it takes is a contaminant to get in.

We had a gas station tank leak fuel that got into our water. And two and a half million dollars worth of expense to try and get that out of the drinking water.

Ken pionts to one of the screens for the SCADA system — showing the amount of water in tanks, and amounts going in and out, plus more parameters.

Tell us about this new SCADA system you’re installing. How will it help?

SCADA stands for Supervisory Control And Data Acquisition. Basically, it’s remote control of all the systems. I can actually bring up my phone on a screen and look at all the sites I have installed right now. I can see them on that screen. I can see what they’re doing. I can see if they’re running or they’re off.

I can set alarms. So that if we have a main break, let’s say we have a main break at 2 a.m. The way we (used to) find out, is somebody gets up in the middle of the night to go to the bathroom. They flush the toilet and there’s no water. So then they call and say, “I don’t have any water.” It may have been running for four or five hours and nobody knows because it’s in the middle of the night.

In this case, I can set a flow rate alarm, so if something breaks like that it hits a high flow rate and it sends out an alarm to all of our phones and wakes us up. And so now we can see we got a problem that we get out there and we find it, right? We find out quick and I can set alarms on hundreds of different things. We’ve been taking advantage of that for a while now.

(Ken first started to use SCADA on a few wells as early as 2015, and then expanded it to the rest of the YSPUC system when the YLOA Board of Directors approved funding the expansion.)

I’m hoping to have everything in and fully automated by the beginning to middle of August.

Why are valves and hydrants sometimes opened and so much water released?

We get these little power glitches and power failures around here and sometimes it may just be momentary. It shuts all of our equipment off and the problem is, is we can’t just let them automatically just turn back on. When you first start the well, even if it just shut off for a moment, you have to pump it to the ground because It can stir up this discoloration iron and manganese, that’s down in the well itself. In some of these wells, you may have to pump it to the ground for two or three hours before you can put it back in.

And we’ve got to drive across, you know, this and entire six hundred acres here, getting to everything and restarting it and then driving back around and putting things in when they’re ready. And all of that is very labor intensive. So with this new (SCADA) system, it’ll be able to do all of that automatically. It’ll let us know that something went off and it’ll be able to start itself to the ground first under a set amount of time because we know about how long it takes to run that way. It’ll open and close the valves. Send the water to the open.

Right now, in the summertime it takes anywhere from eight to 10 hours a day for a person to go through and just operate the system, check every well and tune things in and do what they got to do.

When we get done with this system, the data is already going to be collected. They can come and look at these screens in the office, see where everything is. We even have sensors that tell them if they need to go fill chemicals at the chemical drums.

VIDEO of divers cleaning one of the YSPUC tanks in November 2019

Tell me about your employees and how important it is to have a good staff and just what they do they need?

I don’t think people realize the amount of work that every day goes into this water system to keep the water flowing and to fix all the stuff that needs to be fixed, you know, and the breaks and the leaks. And these guys, they work hard. None of this work is easy. It’s all very labor-intensive. It’s all very hard work and it doesn’t matter if it’s, you know, 20 degrees outside or 110 out here. We’ve got to be out there in it and working it.

And we’re out in the middle of the street, you know? And there’s times where people seem to think that we’re just in their way and it can be dangerous out there and I’ve nearly been hit a few times.

How many do you have in your staff?

I’m very understaffed right now. I’ve only got about five of us right now and you normally would have about 11 so I’m less than 50% and so that just means that we all have to do twice as much work because just because we don’t have the staff. But it doesn’t mean that the work stops being there.

(Hiring and training is another factor — pipeline workers require special skills and certifications.)

I mean we’ve got to have certifications and license and you know, it takes time to get that. And so there’s a lot of difficulty in finding people that either have certification or have the desire to become certified and then to try and keep them here. We’re a small system and we can only offer so much and unfortunately, we end up losing good, certified people to municipalities and things (where) people that have larger bank accounts can pay more.

Do you anticipate any water use restrictions coming up?

Well, that’s always a possibility. We (ask people) to keep in the back of their mind that whenever it gets real hot, these heavy triple-digit days. It’s harder and harder to keep this water available. People tend to use a lot more water when it gets real hot and I need them to think the opposite. When it gets real hot, mellow out on the water a little bit, turn the faucets down.

And the biggest problem is when the power goes out, people seem to get bored because now they can’t be in their house because the air conditioners aren’t working and the TV’s not working. So, they want to go outside and wash their car, but I don’t have the power to produce the water. So now we’re just taking up storage and using that to wash the car, wash down the sidewalk or, you know, playing on the slippery slide, the hose and I get it. It’s hot. but if their power is not on, our power’s not on and we’re not producing any water.

in July and August, those are the biggest months out of the year and we’re delivering anywhere from 40 to 45 million gallons of water a month in those two months. Now, if you think if all of our storage tanks were full. That’s three million gallons of water, and I’m burning through 40 million in a month. So it doesn’t take a lot of math, to figure out how fast those tanks can drain out.

So I need people just to remember, we’re a small utility, we have a limited amount of capability and a lot of that’s dictated by how much water is underground. Just don’t think of it as an infinite resource. It is not. It’s very finite. The amount of drinking water on this planet is very small and most of it’s locked up in glaciers and the rest of the water is undrinkable. It’s polluted or salt. And, you know, it’s pretty to look at and play on with a boat but you can’t drink it. And so we need to keep that in mind.


Sue Beck, YLOA director and current president

Kathy Miller, YLOA director

Mark Zoeller, YLOA treasurer

Todd Benzie, YLOA director

Ken Sartain, YLOA director

Jonathan Penrose, YLOA-YSPUC general manager

Sandy Eigenman, former YLOA director and president 2020-21


New welcome gifts, guide

From left, Diana Binney, Sue Beck and Audrey Johnson prepare to distribute Welcome Bags and Welcome Guides.

The Communications Committee has been hard at work putting together welcome gift bags and brand-new, updated Welcome Guides for all new homeowners.  The 2021 Welcome Guide was assembled and printed mostly by volunteers. Committee members began delivering Welcome Bags to new homeowners on June 23rd, starting with 2021 new homeowners,  going backwards to 2019. The bags include water bottle, pen, flashlight and gift certificates for the Fairway Cafe and a round of golf.

The Welcome Guide is available to all YLP Homeowners and is located on the YLP website for download.

Go to:

Thank you to the hard-working, talented, and devoted team of volunteers who have spent countless hours discussing and developing ideas to get ongoing communication out to our homeowners: Audrey Johnson, Beate Olivas, Diana Binney, Marie Touitou, Rebecca Brannon and Sandy Eigenman, with help and coordination by YLP Communications consultant William Miller.  Without this team, this would not have been possible to achieve.

If you have ideas for the Communications Committee, please email us at  Welcome to our community and we hope you Love Where You Live — this is a beautiful place to be.

Sue Beck
Communications Committee Chair
YLOA Board of Directors Member

Update on reopenings

From YLOA/YSPUC General Manager Jonathan Penrose:

We are excited to continue reopening/expanding our services and amenities.

Social distancing and masks are no longer required for those who have been vaccinated. 

If you have not been vaccinated, CA rules require that you continue to mask. 

Blue Heron, Grill, and Bar

We resumed Karaoke Wednesdays this week and the bar is now serving drinks without a required meal purchase. 

Friday Nights at the Lake are expected to resume soon. We will keep you posted as the entertainment schedule is planned out. 


Clubhouse will reopen for daily activities and meeting space on July 15th. Please contact the office by phone or email to get recurring activities back on the clubhouse calendar


Due to extremely low staffing levels and a department reorganization, the office will remain closed for now, except by appointment. 

We expect to reopen with a modified schedule on July 15th. Additional details will be announced prior to July 15th.


Work at the Cafe is nearing completion. Our contractor experienced some unexpected delays due to staffing and supply chain issues, but progress is continuing. 

Reopening date to be announced soon. 

Golf Course

Golf course is open and separate carts are no longer required. 


Pool is open daily 8 AM to 11 PM


Equestrian center is open to boarders and resident arena users

Rec Center

Rec center is open with no restrictions

Venue hearing set for Aug. 3

The YLOA ECC Committee has been informed by the Madera County Planning Commission that a public hearing for a Conditional Use Permit for a wedding/event venue is now scheduled for 6 p.m. Tuesday, Aug. 3. The location will be the Madera County Government Center, 200 W. 4th St., in Madera.

Public comment is also extended until a new hearing date has been determined.

Please continue to send your feedback forms to until further notice.

A teleconference was held June 22 on a proposed wedding/event venue in YLP. Video of that meeting appears below, followed by the Notice to Homeowners.

The following Notice to Homeowners was mailed to all YLOA members.

Re: staffing, phones, mail

From YLOA/YSPUC General Manager Jonathan Penrose:

Staffing Levels: Due to workshare and employee turnover, our available labor hours remain very constrained. We appreciate your patience and understanding as we hire and train additional staff.

Phones: Our policy is to answer phones personally. However, when staff is engaged with another customer, we do not interrupt that call to answer another call, only to place you on hold. If you do not reach a live operator, PLEASE leave a message. At this time we are striving to return all calls within 48 hours. We receive many calls without messages being left. We also receive many calls where the caller says: ‘I was just calling to see if you answered the phone’. This delays service response time for everyone. All community member messages are important to us.

Busy Time: This is also the busiest time of year for our admin team. Please be patient as we have an unusually high volume of calls at this time of year.

Water Bill Online Payments: We have experienced a delay in enabling our new online payment system for YSPUC bills. We expect that to be completed soon. Credits will be issued for online fees to any customers who used the old payment system for online payments in May or June.

Mail Theft: We have experienced a number of mailbox break-ins. Our security team conducts over 350 mailbox checks per month during our patrols. This is the first instance of mail theft reported to us since 2018. We are actively working with USPS and law enforcement to address this issue, as we did in 2017/18 when this problem occurred before (which led to arrest, conviction, and jail time). During an active investigation, we obviously do not post the location of cameras or times of patrols/stake-outs.
In the meantime:
DO pick up your mail regularly (preferably every day)
DO contact the Post Office and ask to hold mail for pickup, if you have valuables being delivered.
DO report any theft of your mail on the USPS website
DO report any theft to our Security Team (559-517-3480 or 559-760-7979)

Board Election: Property owners, please be sure to vote in the upcoming YLOA Board Election. Election packets and ballots have been sent. If you did not receive one, please call the YLOA office at 559-517-3499 during business hours.

About fire safety & generators

From YLOA/YSPUC General Manager Jonathan Penrose:

Given potential fire risk in the event of an extended power outage, PG&E has placed YLP in a top priority position for emergency generators. 

Last fall, ahead of a potential Public Safety Power Shutoff (PSPS) event, PG&E provided 3 emergency generators to YSPUC, at no cost to us. They paid for the delivery, the configuration costs needed to connect them to our water system (several thousand per well/generator site), and would even have covered the fuel costs to operate the generators IF they would have been needed. 

(YSPUC Chief Operator) Ken Harrington remains in close contact with PG&E on this issue and exchanges updates with them approximately every 3 weeks. 

PG&E maintains a large reserve of emergency generators and provides them to the communities most at risk. 

This year, PG&E is prepared to provide generators for up to 7 sites in YLP in the event of an extended power outage or PSPS event — and to do so at no cost to the community. 

This arrangement is a direct result of the efforts of YLOA/YSPUC staff (especially Ken Harrington) and provides a level of protection to our community and property that surpasses anything we have had in the last 50 years! 

Given PG&E’s need to provide emergency power to several potential communities, there is no guarantee that YLP would receive all 7 generators (which would be dynamically determined based on the current risk assessment) but there is a virtual certainty that YLP would receive some emergency generators (as we did last year, even though the PSPS was just a potential and the power was not actually turned off in that instance) 

In addition, the YLOA Board passed a resolution this week to create a dedicated FIRE SAFETY TASK FORCE that will be chaired by Denis Ciccarelli, who is not only a prior board member but has been closely involved with our local fire station (and others) for years.

Denis and I have spoken at length and for some time (2+ years) about fire risk, prevention, and protection — and various ways it could be funded and deployed.

The creation of the new Fire Safety Task Force is another significant step forward to improve and protect the safety of both people and property in our community. 


It is not our policy to waste time and resources responding to rumors and misinformation posted in social media. However, in this instance, it is, in my view, almost criminally irresponsible to post inaccurate and untrue statements to disturb and distress the community — like crying fire in a crowded movie theater, when there is no fire. 

Please understand that a very high percentage of social media postings are incomplete, inaccurate, downright wrong, or fail to represent the full picture. 

All homeowners are welcome and encouraged to attend YLOA/YSPUC board meetings, committee meetings, and/or meet with the general manager. ALL major policy decisions and budgetary items affecting homeowners are discussed and/or voted on publically at these meetings. (The only exceptions to this are employee/personnel matters, negotiation/formation of contracts, confidential legal matters, and member disciplinary matters)

Cafe renovation moving along

Photo taken Thursday, June 3

Extensive renovation of the Fairway Cafe, part of YLP’s 5-year Fix Our Stuff plan, is moving along but will likely take a bit longer than expected due to unanticipated electrical work that needed to be done. The project announced in April was expected to take 8 weeks, but may take an additional week to 10 days. Among issues addressed were lack of insulation, dangerous electrical circuits, and inadequate footing. Other improvements are new windows, ceiling, flooring, range hood, cabinetry and bathrooms. It’s looking great, and will be worth the wait!

Memorial area dedication

About 35 people turned out for the Memorial Day dedication of what is to become a YLP memorial area on the west side of Blue Heron Lake, likely to be named Reflection Point. General Manager Jonathan Penrose made the presention and explained that it is to be a quiet place of reflection and tribute to deceased community members who had served and contributed to YLP in their lifetimes. A concept drawing appears below.