Cameron Park Community Services District Response to 2017/18 Grand Jury Report

District Policy 4090 about training is inadequate in that it does not require training for directors, even topics where California State law requires training. Response: Respondent Agrees with Finding. While District Policy 4090 does not specify required training for directors, the District has followed California State law in requiring that directors receive Harassment Prevention Training and Ethics AB 1234 Compliance Training. In addition, special training is periodically provided for directors, especially the newer members. In 2018, training topics included: • What is a Special District? • The Brown Act and Ethics • Parliamentary Procedure • Finance for Special Districts Additional training will be provided as directors express the need and staff will be editing the current policy and providing a recommendation to the Board of Directors.

There are significant deficiencies with the District’s financial record keeping. Response: Respondent Disagrees Partially with Finding. Until 2016, the District adhered to auditing practices and results of audits showed no abnormalities. The District is currently behind one year, and will be current by early 2019. Over the past 18 months, there has been a turnover of all the Finance Office staff. Permanent employees left and were unsuccessfully replaced with individuals provided by a temp agency. Once the current General Manager took over, the temporary employees were, once again, replaced with permanent employees. These employees have a vested interest in staying with the District and have been instrumental in making improvements to the department. District has also procured a new financial software system to replace the old, unsupported system, and the transition to the new system is occurring now. The first financial report is scheduled to be released to the Board at the September Board meeting. The Rec Trac program registration and facility use reservation system tracks the District’s revenues, and is being updated to the most current module. Once updated (expected late Fall 2018), these software systems will represent the District tracking methodology for all expenditures and revenues. A dual audit is scheduled for early 2019 for Fiscal Years 2016-17 and 2017-18 to bring the District current.

There may be opportunities to increase revenue-generating use of District facilities. Response: Respondent Agrees with Findings. Staff are exploring all areas to increase use of the District’s facilities, especially the Community Center. Fees are being reviewed and compared to surrounding agencies with comparable facilities. Fee adjustments will be presented to the Board. A survey is also being considered to determine residents’ needs and what we can do to meet these needs, thus increasing revenue-generating use. Great customer service is a District goal to increase returning and new clients.

The District Strategic Plan is not being used to guide policy decisions. Response: Respondent Disagrees Wholly with Finding. Under previous General Manager, the Five-Year Strategic Plan (Plan) was updated in 2016, which was a public process with community and all staff involved. These goals were compared with the goals of other District plans: • Marketing Plan • Five-Year Forecast and Assessment • Fire Department Master Plan • Goals • Capital Improvement Plan The purpose of this comparison was to determine similar goals and create a plan with a timeline to prioritize and achieve these goals. Shortly after this was created, the District underwent a major transition and that General Manager left the District. The current General Manager reviewed the Plan when she began employment, but it was not used as a guide and resource in the first months. The Plan has been pulled for review and being actively used as a guide for future budget decisions. Staff will work with the Budget and Administration Committee to begin citing the Strategic Goals in all Board reports.

The District website is missing links to important district documents. Response: The District Disagrees Partially with Finding. In March, 2016, the website was revised and made compliant with the Americans with Disabilities Act (ADA). Since then, the process for updating the website fell to several staff, and there was not centralized process to ensure the website had current, accurate information. A few missing documents, such as the Strategic Plan, along with the District Fiscal Year 2018-19 budget, are now posted. Staff are meeting with the website contractor this week to discuss roles, responsibilities and processes for improvements.