Strategic Plan & Proposed 2022-2041 CIP

The 2026 Strategic Plan

In May 2026, the Bear Valley CSD Board of Directors, working in conjunction with CSD management, approved a newly developed five-year strategic plan.

Bear Valley CSD 2026 Strategic Plan

The Strategic Plan represents the Board’s policy direction and serves as the District’s highest-level planning document. It defines the District’s mission, vision, and core values and establishes goals and objectives to guide budgets, capital investment, service decisions, and annual work planning over the next five years. 

The Mission of Bear Valley Community Services District is to reliably deliver the essential public services — infrastructure, water, wastewater, solid waste, public safety, and recreation — that Bear Valley Springs residents depend on, managed responsibly, with accountability to our community, and with care for the natural environment we share. 

The District's highest priority is delivering quality, reliable, and affordable services — infrastructure, water, wastewater, solid waste, public safety, and recreation — that Bear Valley Springs residents depend on every day. 

 

Our Infrastructure is Aging. Fixing It Starts with Trust. 

Bear Valley Springs' water systems and roads are aging. Significant portions of both need repair, replacement, or upgrade, and addressing that requires substantial, sustained capital investment over many years.

That level of investment cannot happen without reliable public funding. And that funding will not come — nor should it — without residents having genuine confidence in how the District operates.

That means clear communication, sound governance, current financials, and disciplined management demonstrated in practice, not just promised. Once residents have the information and confidence they deserve, they will be in a position to make informed decisions about rates, taxes, and fees, including the March 2027 special tax for public safety.

That funding, in turn, supports a prioritized capital improvement program led by water systems and roads, guided by a long-range master plan, and backed by cost-benefit analysis. 

The District is committing to change in three concrete ways. 

Facing the problem honestly. Up-to-date financial reporting. All audits and financial reports will be brought up to date and kept current, restoring the transparency and credibility that sound decision-making requires. Performance reporting. The District will regularly report progress on goals and commitments in plain language so residents can see what is working, what isn't, and why. 

Operating with discipline. Structured public input. The District will create reliable, organized channels for community input so that decisions reflect the priorities of residents across the community, not just the most vocal voices. Proactive communication. The District will move from reactive to proactive by explaining conditions, trade-offs, and decisions well before major funding actions are required. 

Thoughtful, Long-Term Planning and Investment. The District will initiate projects only after thorough planning and vetting, not in response to pressure or urgency alone. For the first time, a long-range facility master plan will guide capital infrastructure decisions rather than making them project by project. Capital investment decisions will be based on cost-benefit analysis and risk assessment, ensuring limited funds go to the highest-priority needs first.