My priorities for programs administered by Cameron Park CSD

By Richard K. Green

This paper will give the reader a summary statement about where I stand on each program area administered by the CSD

# 1 Fire Department I commit that the level of service will never be compromised because of budget shortfalls in other program areas administered by the CSD. Public Safety will always be placed as the CSD's most important service. I commit that the fire department shall receive no less that a 70% of the total available revenues coming into the CSD to provide Fire and Emergency Medical Services. This is the current practice.

#2 Community Center I am committed to seeing the Community Centers completion on time and within budget. I support its multiple uses including Senior Center, Youth Recreation and Swim Complex. My concern is that there is no identified money for the operation and maintenance of this facility. We must develop a fiscally accountable budget for the operation of this new facility without compromising other successful programs.

#3 Strategic Plan We must develop a strategic plan to provide a set of objectives and direction for the board and programs administered by the CSD. The lack of vision is one of the major factors that cause indecision. At a minimum, it needs to contain a vision statement and a goal statement. Have you ever asked each board member and program manager where are we going? You might be surprised at the variety of answers. There is little district-wide common vision. I want to fix that.

ADMINISTRATION

The Budget Fire $2.4M Admin $303K Parks $650K Rec $103K Reserve $350K

Overall the budget is in good shape. The district posted $350K in reserves this past fiscal year for the first time in many years.

Communication We need to do a better job in public communications. The web site is almost 2 months behind. We need to structure committee meeting and other exploratory meeting so that they fit the schedule of our constituents not because they are convenient for the board members.

Strategic Plan We must develop a strategic plan to provide a set of objectives and direction for the board and programs administered by the CSD. The lack of vision is one of the major factors that cause indecision. At a minimum, it needs to contain a vision statement and a goal statement. Have you ever asked each board member and program manager where are we going? You might be surprised at the variety of answers. There is little district-wide common vision. I want to fix that.

FIRE DEPARTMENT The safety of our citizens is my top priority. The Cameron Park CSD's fire department has a 12- year relationship with the California Department of Forestry and Fire Protection through its cooperative fire protection agreement.

In 1995 I helped craft the first agreement and transition the district employees into the agreement. I am an expert in the cooperative fire protection program and have managed the statewide program.

My priorities for the fire department include

#1 Commit that the level of service will never be compromised because of budget shortfalls in other program areas administered by the CSD. Public Safety will always be placed as the CSD's most important service.

#2 Commit to keeping the fire department general fund reserves and interest in the fire departments control. Do not allow those saving to offset budget shortfall in other programs administered by the CSD.

#3 Commit that the fire department shall receive no less that a 70% of the total available property tax revenues coming into the CSD to provide Fire and Emergency Medical Services.

#4 Balance the response times for Advanced Life Support (ALS) services and Fire Response by building a 3rd fire station in the northwest section of the district as per the fire departments 2006 master plan. Once built, redirect staffing from ALS Engine Company 88 to the new station. Move ALS Medic Unit to the old Station 88 at Cameron Park Dr and Alhambra, and maintain ALS Engine 89 at it's current location on County Club Dr. The current workload distribution is about 70% Medical-20% fire and 10 % other.

#5 Exploring the options to move toward 3 person staffing on each fire engine 7 days per week 24 hours per day.

PARKS Our parks have become the flagship that displays the quality of life we have grown to expect in our community. On any given day during the year, these parks are being used by our citizens for various recreational activities.

To a great extent, our parks provide a place where young people can engage in recreational activities, and where many adults have met some of their best friends. The jewel of Cameron Park is the lake, as it has become the premier meeting place for a variety of events, such as the "Summer Spectacular".

My Priorities include; #1 I want to make certain that our existing parks are maintained and kept clean.

#2 Using available funding I want to replace the existing sod turf with a multipurpose synthetic turf at Christa McAuliffe Park. I would like to see adequate field lighting for the playground, playing field and skate park. This would create a cost savings to the district be eliminating watering, maintenance and vandalism to the general park area.

#3 I would encourage open workshops to look at the development of the Bonanza Park and work with the community to develop this into a multipurpose field for day use.

#4 I fully support the use of Hacienda Park for the use as a "Dog Park" and am willing to pursue the mitigations necessary to address the insurance and indemnification issues raised by the Special District Risk Management Association. I will be willing to meet with the organized dog group.

#5 I would support the addition of some water features such as spray features and slides to increase the appeal of the water lagoon at the Cameron Park Lake. By adding these features the park could realize additional revenues to help offset operating and maintenance costs of the community center.

RECREATION PROGRAMS: Historically the CSD's Recreation Program has never broke even. If the CSD is to come close to meeting the annual fiscal obligations for the operation and maintenance of the community center, the CSD must change course by hiring a marketing director and developing classes and recreational activities that are attractive to the community. I have heard, even in one case, where someone wants to rent the hall for next year but there is no provision to accommodate the request. It all adds up.

I would like to see increased recreational programs and after school programs offered through our recreation department. We need to constantly design new programs in order to meet the changing needs of our community.

LIGHTING AND LANDSCAPE DISTRICTS There are 18 LLDs in the Cameron Park CDS. They fall under the parks department because of the landscaping maintenance and some of the districts actually have park improvements. In looking at the fiscal spread sheets for the past couple of years it becomes immediately apparent that some districts are exceeding their revenues by between $100-$15000. While other districts appear to be over paying from $300- $18,000 annually.

I commit to looking into these imbalances and if necessary hold workshops to determine what is causing issues. If the district is collecting too much, I pledge to figure out how to give it back. If the district is not collecting enough I pledge to hold additional workshops to either fix the revenue shortfall by increasing the fees necessary to continue the service or simply discontinue the service at the will of the residents who live in the district.

COMMUNITY CENTER My election statement says, "I am committed to seeing the Community Centers completion on time and within budget. I support its multiple uses including Senior Center, Youth Recreation and Swim Complex."

After examining the Sports Management Group Report dated July 22, 2008 and the New Aquatic Facility Evaluation and Recommendations date July 15, 2008, I am very concerned about the funding for operational and maintenance costs once these facilities are built.

The reports outline a marketing analysis with projected best-case revenues and expenditures projections. The projections for the completed community center cost recovery for annual operating and maintenance costs are projected to be in deficit from the very start.

It is estimated that under the best case, the completed community center will run about $392,500 annually in the red without building a reserve fund for capitol improvements, and under the worst case the community center will run about $505,500 annually in the red with the contributions to a reserve fund.

Historically the CSD's Recreation Program has never broke even. If the CSD is to come close to meeting the annual fiscal obligations for the operation and maintenance of the community center, the CSD must change course by hiring a marketing director and developing classes and recreational activities that are attractive to the community. I have heard, even in one case, where someone wants to rent the hall for next year but there is no provision to accommodate the request. It all adds up.

The board has already authorized the use of $600K of Park impact fees to help with the completion of this project. The Park has around about $1.6M left in its impact fees for developing new parks and upgrading existing facilities with new infrastructure for the total CSD. These monies can not be used for operating or maintenance costs.

The district was able to put a little over $300K into reserves from last years budget. It was the first time that in a long time that a reserve has been posted according to district staff. Is that reserve going to be used?

Where will the money come from? The board has not addressed the issue.

I am concerned the money will come from program areas that are currently functioning within their prescribed budgets, or it will come in the form of increased fees, or perhaps a combination of both.

There are limited property tax revenues that come into the district. The district is almost entirely built out. I am concerned.

WASTE MANAGEMENT AGREEMENT FRANCHISE FEE REIMBURSEMENT I must commend the Board for its negotiation for the Waste Management agreement. Freezing the costs for seniors was outstanding. In addition, the ability to manage this program independent from the county is also to be commended. However, now that we are responsible we are also accountable to comply with state mandates to reduce waste. The introduction of relatively new revenue from the Waste Management agreement is estimated to be around $120K annually. We must recognize that this money has strings attached. We must develop a plan for its use. We must develop a public education program that will focus on "going green" to raise our recycling commitment from 35% to the state mandates of 55% in order to avoid fines from the state.

My Priorities are; #1 To development and implement an ongoing public education program.

#2 The opening of a green waste disposal site for chipping on weekends during the spring and fall months.

#3 The support of identified Fire Safe Projects to reduce fuel loading throughout target areas in coordination with the Fire Safe Council and Fire Department.

#4 A stream clearance and restoration program to keep our seasonal and annual creeks and streams free from debris to minimize property damage from flooding due to extreme storm patterns.