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Templeton CSD begins refresh of 2020—2023 strategic plan, keeps parks and fire priorities
Summary
The board spent the Jan. 7 meeting reviewing the district's 2020—2023 strategic plan, affirming continued attention to parks and recreation funding and fire/emergency services while asking staff for clearer milestones, updated master plans for water/wastewater, and succession planning for key staff roles.
The Templeton Community Services District Board of Directors on Jan. 7 conducted a detailed review of the district's 2020—2023 strategic plan and directed staff to prepare measurable milestones and updated analyses for a new planning session next month.
Staff walked directors through each section of the plan. For Parks & Recreation, staff said funding has been sustained through property taxes and program fees but COVID-era disruptions produced deficits in some years, and some state grant programs remain inaccessible because Templeton does not meet disadvantaged-community eligibility criteria. Staff reported the Everest Park improvement plan is nearing finalization for county resubmittal after landscape-architect revisions.
On maintenance and staffing, directors noted turnover in parks maintenance and recent hires; staff said a new full-time maintenance hire has been on the job only a few months and recommended clearer milestones to measure maintenance improvements.
For Fire & Emergency Services, the board reviewed Measure A implementation (parcel revenues started Dec. 2020) and noted that while 24/7 staffing has been implemented, ongoing funding is not fully resolved: the SAFER grant that supplemented staffing will expire and the board asked staff to analyze long-term options. Directors also discussed exploring cost-recovery options for first-responder activity tied to ambulance or auto-insurance reimbursement and asked the fire chief and staff to reword the core strategy to reflect specific cost-recovery analyses rather than a generalized statement.
In finance the board emphasized the need for updated water and wastewater master plans so capital needs and rate studies are based on current project costs. Directors also recommended that partnerships with the school district and county be assigned to owning departments with measurable milestones so success can be evaluated.
On workforce, the board urged routine compensation reviews (suggesting a periodic cadence) and stronger succession planning and procedural documentation for critical roles to reduce operational risk when long-tenured staff retire.
No board action was taken; the review will continue at the next regular meeting and staff will return with suggested rewordings, milestones and a draft outline for the new multi-year strategic plan.
