City Council
Strategic Planning Session
January 31, 2025
Council Chambers – 505 Forest Avenue
8:30 a.m. – 3:30 p.m.
City Council
City of Laguna Beach
2025 Strategic Planning Session
Special Meeting
Friday, January 31, 2025
8:30 a.m. until up to 3:30 p.m.
City Council Chambers
505 Forest Avenue
Laguna Beach, California
AGENDA
1. Roll Call (City Clerk) – 8:30 a.m.
2. Pledge of Allegiance (Mayor pro Tem Orgill) – 8:31 a.m.
3. Welcome and Meeting Purpose (Mayor Rounaghi) – 8:32 a.m. to 8:40 a.m.
4. Public Comments on Agenda Items – 8:40 a.m. to 9:10 a.m.
5. Strategic Planning Session – 9:15 a.m. to about 3:00 p.m., including lunch break a. Going Through the Agenda Workbook (Dave K) – 9:15 a.m. to 9:25 a.m. b. Fiscal Forecast (Erica, Dave K) – 9:25 a.m. to 10:00 a.m. c. Strategic Themes for 2025 (Proposed) (Dave K) – 10:00 a.m. to 10:10 a.m. i. We Protect the Community’s Safety
ii. We’re a Sustainable Community – Economically and Environmentally iii. We Protect our Community’s Heritage and Cultural Assets iv. Our City Government Strives for Excellence
d. Deeper Dives – 10:10 a.m. to 11:30 a.m. @10-15 minutes each i. Fire Strategic Plan (Chief King) – plan is in the workbook ii. Sustaining & Improving Downtown / Economic Development (Dave K) iii. Stewardship / Resource Protection / Planning for Summer 2025 (Dave K, Mayor pro Tem Orgill) – see material in the Workbook
iv. Facilities Master Plan / Financing the FMP (Gavin)
v. Environmental Sustainability Efforts (Jeremy)
vi. Brief Updates on Ongoing CIP Projects, Overall CIP Approach (Mark M) vii. Becoming a More Effective Organization (Dave K, others)
1. Performance Metrics
2. Community Development Efforts
3. Finance Department Changes / Raftelis Report – see material in the Workbook
e. Lunch Break – at about 11:30 a.m. to 12:15 p.m.
f. Getting Council Direction – Quick Hits (Council and Staff) – 12:15 p.m. to 2:00 p.m. i. Community Pool. Guidance in the past has been to pursue a new pool separate from the LBUSD / Community Pool.
ii. Downtown Action Plan. This document was presented to Planning Commission in March 2020, right before communities shut down due to COVID19. Staff has been using it as guidance for simpler efforts like tree wells, pavement treatments, and other infrastructure.
iii. Village Entrance Parking Structure – concepts include a large structure with three above-ground stories, or just one story, or no project at all. iv. Lang Park. Nearby residents have complained about the proximity of pickleball courts to their homes. Staff has suggested folding any further park improvements into the Facilities Master Plan effort.
v. The Community and Recreation Center (CRC) and Parking. Programs can be constrained at the CRC because there isn’t enough parking. Direction sought as to what to pursue in terms of CRC uses and parking.
vi. Design Review Changes, Comprehensive Zoning Code Update. Both efforts are underway and will be talked about further in 2025. The main approach will be to better comply with State law, including bringing more objective design standards to the Code.
vii. Revenue Enhancement. Efforts underway to provide a reliable revenue source, possibly via a ballot measure – to improve the City’s sustainability and construct needed capital improvements.
viii. Ad Hoc Committees – There are currently __ ad hoc committees that help guide staff as to policy and initiatives. Should any of these be sunsetted? ix. Other Council and Administrative Policies. Staff is attempting to identify and characterize multiple policies, whether Administrative (meaning focused on City “back office” operations) or public-facing Council policies (such as rentals of facilities). Less direction is needed than public and Council knowledge that staff will be reporting back on this.
x. Frequency and timing of joint meetings with PC, DRB, Heritage Committee, Recreation, Arts, LBUSD. Staff generally recommends 1x per year and “as needed” should something come up.
xi. Other subjects on Attachment 3. Council may wish to ask about or suggest direction on other subjects addressed on Attachment #3. g. Agreeing upon 2025 Key Initiatives (Council) – 2:00 p.m. to 2:30 p.m.
Five key initiatives for 2025 are presented as drafts for consideration, each with tasks within them.
6. Wrap up and Concluding Comments (all) – 2:30 p.m. to 2:50 p.m.
7. Adjourn to Special Meeting of February 4, 2025 @ 6:00 p.m. (subject = Promenade) CITY COUNCIL 2025 ANNUAL PLANNING WORKSHOP
Friday, January 31, 2025, 8:30AM
City Council Chambers
505 Forest Avenue
Laguna Beach, CA 92651
1. Fiscal Forecast …………………………………………………………………….. Pg. 6
2. Issue by Issue
a. Brief Project Updates ……………………………………………………. Pg. 13
b. Police Department Ordinance Proposals……………………….. Pg. 25
3. 2024 Initiatives……………………………………………………………………. Pg. 33
4. Strategic Themes ……………………………………………………………….. Pg. 60
5. Proposed Key Initiatives……………………………………………………… Pg. 62
6. Addendum
a. Ad Hoc Committees………………………………………………………….. Pg. 68
b. Laguna Beach Coast Stewardship Concepts ……………………… Pg. 73 c. Finance Organizational Assessment………………………………….. Pg. 88 d. Fire Department Strategic Plan……………………………………….. Pg. 141 5 of 187
About the Fiscal Forecast
By Dave Kiff, Erica Castillo, Gavin Curran
January 27, 2025
As we approach Fiscal Year 2025-26, the following things seem relevant to Laguna Beach’s financial sustainability. On the “Tailwinds” side:
• We’re still a desirable place to live in and to visit. • We have amazing beaches, weather, and open space – better than anywhere else. • People still see Laguna Beach as a dream destination in which to buy a home – in part because of where we are geographically, but also in part because of our public services, schools, and sense of community safety.
• Our beaches, our hotels, our restaurants, our specialty shops, our small town charm, and our culture are all draws, to varying degrees.
• Those businesses that remain in town care deeply about their business and Downtown’s survival. Some appear to be doing quite well. • We have an impressive transit system to help people get around town without having to drive in and look for parking.
• Our arts and cultural programming remains a draw.
• More and more of the City staff is part of the PEPRA pension program (versus the more expensive Classic program). As of January 2025, about 67% of our employees are PEPRA (209 of 314 employees). In 2021, PEPRA employees were 45% of our employees were in PEPRA (129 of 286).
• Our property tax generation remains strong.
At the same time, there are Headwinds. On the Revenue Side:
• Our sales tax is not increasing as it should – we’re not in a recession, yet HdL is projecting that our sales taxes will stay flat. This can be from:
o More vacancies in our commercial sector;
o Changes in shopper behavior – moving away from brick and mortar stores.
The move to online shopping means that sales and use taxes are distributed to us via pool, except for certain categories where it goes to Fulfillment Center locations – there could be a net reduction because of this; o Inflation. As things cost more, from eggs to mortgages, so less disposable income (and less spending, offsetting what would otherwise be more sales tax from higher-priced items).
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Trends are flat statewide, too (Slide A). In part because of higher expenses for households, the purchasing of services is outpacing the purchase of goods (a flip from the COVID era – Slide B). Sales taxes generally do not apply to services. • Our hotel bed tax (TOT) is also suffering, at least right now. Hotels were under construction, some are off-line entirely (like Hotel Laguna) and vacancies in recent months were higher than expected.
• We’re not an easy place to get to.
• There is strong retail and restaurant competition from neighboring areas – Irvine, Newport Beach, Dana Point, and San Juan Capistrano.
• Our downtown has a higher vacancy rate than neighboring areas. It appears – and we could be wrong – that some landlords are not concerned about their properties sitting vacant.
• Some of our stores and our public infrastructure seem tired, and worn – that can be due to a variety of factors, including applicants who don’t want to go through the daunting Community Development process.
• During summertime, we still seem to have a great amount of visitors – but many may not be shopping here in any meaningful way.
• Because of the above, we hear anecdotally that our hoteliers don’t want to send people downtown like they used to.
• We also hear anecdotally that Laguna residents don’t come downtown like they once did.
• Parking.
o The California Coastal Commission must approve our parking rates – and the Commission is not always open to significant increases. Their goal is to keep economical beach access available to all Californians.
o AB 413 (crosswalk daylighting) will reduce parking in downtown. o Lack of parking (for both customers and employees) is a common refrain when businesses are asked what their concerns are.
o Parking meter enforcement could be more automated, but State law limits that.
• Funding from the Inflation Reduction Act (and possibly other sources of Federal funds) appears to be on hold – as a result, some of our planned initiatives involving IRA sources (including climate adaptation initiatives) may be in jeopardy.
Headwinds on the Expense Side (for the City government) are:
• We can have a hard time recruiting staff – it’s a complex place to work, and not easy to get to. Fairly few Laguna Beach employees live in town. Working for the 7 of 187
Community Department, for example, is particularly challenging given the Zoning Code’s complexity and the backlog of Zoning Plan Check applications. • Other places around us seem aggressive in their pay increases, which is an important recruitment tool for them.
• Costs (salary, benefits, insurance, contracted work, materials and supplies, etc) are all increasing significantly, something that stands out even more given the slowdown or flattening of revenue sources.
• We have a long list of deferred capital project efforts that should be constructed – just to keep buildings operable.
• The wildfires in LA County in 2025 have appropriately re-directed us to enhance community fire prevention and response above other efforts. These will come at significant cost.
• We still subsidize Community Development applications – in other words, the General Fund (via residents and visitors) and other taxpayers help offset some of the fee-based charges that an individual or business might otherwise pay to build or remodel a home, or to secure a Use Permit for a business. This is a large subsidy. I fully understand, though, how unreasonable it may seem to ask applicants to pay the full cost of what can be a dysfunctional system.
Slide A – From Avenu’s Jan ‘25 Presentation to League of CA Cities 8 of 187
Slide B - From Avenu’s Jan ’25 Presentation to League of CA Cities What are our Fiscal Forecast assumptions?
Our assumptions are shown in Table 1 (revenues) and Table 2 (Expenditures) below this paragraph. Revenues are on the conservative side, reflecting a slowdown in sales taxes, as well as a flattening in TOT (in part due to having hotels offline and rooms under renovation) – but growth in the latter should return to being more robust over 20-24 months. We’d note that the sales tax assumptions seem different from the more optimistic spirit presented by the Kosmont study (from Summer 2024) – we haven’t yet identified a reason for the anomaly other than timing – our more recent HdL data shows a flattening of sales tax while Kosmont is more optimistic.
Expenditures are in the middle – between conservative and optimistic. Note that the Salaries section includes past trends – which may not continue – towards adding new positions. The average annual increase includes cost of living adjustments, step increases (even as many employees are at top step), and performance pay. 9 of 187
Table 1 – Assumptions for Revenue
Table 2 – Assumptions for Expenditures
The next tables (Tables 3 and 4) show estimates over the next five fiscal years. Importantly, the City tends to spend and historically spends less than it budgets – on average we spend about 90-95% of what’s budgeted. This can be because projects are delayed, staff leaves and is not replaced immediately and other factors. So in Table 3, while the projections 10 of 187
show that revenues are not keeping up with budgeted expenditures, Table 4 shows the same revenue tracked along with actual spend rates (and in this case, the revenue keeps up.
Table 3 - 5-Year Budget Projection – General Fund
Table 4 - 5-Year Budget Projection based on actual spend rate What do we do with all of this?
First, we recognize that these are projections, with significant elements within our control.
Second, we should acknowledge that that control still guides us to take difficult decisions.
Here’s what I think we should do:
• Be careful with our budget decisions. It means having our regular disciplined approach to navigating important needs and wants with limited resources. • Invest in economic development. We no longer are in a time when Laguna Beach’s unique features are a draw for new businesses. Instead, we are more like Kosmont 11 of 187
reported about Santa Barbara and State Street – we need to start competing (I thought a lot of Kosmont’s recommendations were spot on).
• Make the business renovation and change process easier (i.e. planning approvals). It’s too hard, takes too long, and doesn’t seem to reflect 2025’s business realities. • Give residents and businesses more options at Community Development with Objective Design Standards. If you stay within established parameters (no variances, architecture consistent with local themes, construction within a building envelope, and more), you should be able to go through Planning Zone Check quickly, without Design Review. This would allow us to improve customer experiences, reduce customer cost (time is $$), reduce our staffing costs and reduce the large ($3-4 million per year) subsidy of Community Development.
• Reduce the same subsidy by increasing Community Development fees to the cost of the service itself.
• Another Kosmont recommendation, have more off-peak events – to celebrate community by bringing more residents to the community core from October to May. • Go after unpermitted short-term lodgings – this will improve neighborhoods and help our hotels (and our TOT).
• Maximize our opportunities for increased parking revenue, including adding spaces and enforcement. But all within the limits of the Coastal Act. This is especially important given the possibly hundred or more parking reductions that will occur via AB 413 (the crosswalk daylighting measure)
• Becoming a Charter City should help this effort, especially regarding parking. • Continue to attempt to use attrition to downsize aspects of government, using process mapping as a tool, AI, and assuming we can replicate important services online with technology.
• Assuming we can reach a point of operational sustainability as well as government excellence, we should ask the voters to consider a sales tax or other revenue increase – in large part to assist us in upgrading necessary capital items like Fire Stations and the many other projects in the Facilities Master Plan (FMP).
Erica, Gavin and I welcome the Council’s discussion of this issue. # #
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Attachment #3
Brief Project Updates (as of 1-25-2025)
(in alphabetical order)
I - Private Development Efforts
• Hotel Laguna - This project is currently undergoing building plan check for the structural retrofit and hotel room remodel. We anticipate issuing a CDP exemption for the interior and structural work fairly early in 2025. If there are no appeals, permits can then be issued.
The exterior work (approved by the PC) is still under appeal with the California Coastal Commission (CCC), but the hotel appears to be in discussions with the appellant, a labor union, to reach an agreement. If the appeal is withdrawn, we can proceed with issuing permits for the exterior work.
Hotel Laguna cannot move forward with the “exterior changes” until that appeal on the CDP exemption is resolved. The “exterior changes” to the existing building is defined to include but is not limited to:
a. Repainting of the building with revised paint and trim colors; b. Replacement of guest room doors and windows with fiberglass systems; c. Replacement of the fire escapes and accessways;
d. Restore the rooftop spire above the existing cupula that exceeds the maximum building height in the CBD-Central Bluffs District [DSP General Development Standards (E) (pg.155)]; and
e. Façade restoration which includes installing new awnings, restoring archway details, storefront fenestration systems, other historic details and stucco repair/replacement.
Additionally, there is a pending application for the remodel of public interior spaces, including the café, lobby, and retail areas, as well as the installation of new rooftop equipment. This phase will include Heritage Committee (HC) Planning Commission (PC) approval and Coastal Development Permit (CDP) determinations in 2025.
The portions that are exempt from DR and a CDP are:
1. Interior Not Open to the Public: (i) renovations to existing hotel rooms, including updated lighting, wall coverings, furnishings, fixtures, flooring, bathrooms, and addition of air conditioning; (ii) interior remodel work, including remodeling of 2nd and 3rd floor guest rooms, including hallway; and (iii) structural repairs and upgrades throughout.
2. Replacement of Flat Roof Above the Hotel.
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The portions that have discretionary DR but are CDP Exempt are:
1. Interior Open to the Public: interior remodel work, including remodeling of 1st floor lobby, reception, retail spaces, and corner café.
2. Installation of two vertical blade signs.
• Pacific Edge Hotel - Staff met with the applicant team on January 9, 2024, to evaluate the project and review processes. The project includes substantial changes to the prior entitlements, including the construction of a new semi-subterranean auto-park structure, new retail areas, upgraded landscaping and lighting, and both interior and exterior modifications to multiple buildings. Additionally, the hotel will be remodeled to add 12 new guest rooms, increasing the total from 131 to 143. (The previous entitlement approval allowed for 156 rooms.) The plans also include the addition of new pools, guest lounge areas, a relocated lobby, and redesigned entries to enhance pedestrian accessibility and functionality. The project is currently moving through the plan check process and will require updates to the environmental review documents before the Planning Commission can review the entitlements, including a Coastal Development Permit and a revised parking, valet allocation plan and CEQA documents.
• Surf and Sand - All building plan checks have been approved by the Planning Division. There are no remaining items requiring entitlements.
II - Public projects and programs
• AB 413 Implementation / “No Parking Near Crosswalks” – In 2023, the Legislature passed AB 413, a pedestrian safety measure which generally requires the removal of vehicle parking spots within 20’ of the approach of a marked or unmarked crosswalk. Enforcement of this law is supposed to begin 3/1/2025. Public Works staff has been analyzing the specific locations where parking may be prohibited, and has identified at least 27 spaces so far.
At the same time, the California Coastal Commission has directed us to process these changes via a Coastal Development Permit (CDP), which would analyze the loss of coastal access if the spaces are removed. Through this process, the City may have to identify replacement parking, or alternatives such as making the spots into “bike or scooter” parking, or increasing our transit programming to ensure minimal or no loss of coastal access. • Caltrans’ Coast Highway Improvements. This Caltrans-driven project, run by contractors to Caltrans, involves two distinct sections:
o The “North” Section - Ledroit to Ruby (Phase I). This project included ADA and other sidewalk improvements, signal improvements, reconstruction of the roadway, repaving, new cameras for vehicular and bike detection, and restriping as well as fixing damaged 14 of 187
signal loop devices in the roadways. Most of the construction occurred in 2024 (remember that our code does not allow Caltrans to work during the busy summer season). In 2025, final paving, striping, signal loops and camera installations, and final punch list items are occurring through January and into February 2025. Estimated date of completion is February 28, 2025.
o The “South” Section – Ruby to 5th Avenue. This phase includes similar work to Phase I.
Sidewalk and ADA improvements – which can be the most disruptive – are supposed to be done by June 2025. Repaving will follow (along with signal loops, cameras, restriping) and will occur from September to December 2025.
• Classification and Compensation Study - The City’s Human Resources Department has officially launched its Classification and Compensation Study in partnership with consulting firm Baker Tilly. This comprehensive project will follow a structured five-phase process to review and align the City's job classifications, pay and benefit policies, and market competitiveness. Employees, union representatives, and department heads will have opportunities for involvement throughout the process, including participation in communication meetings and the submission of feedback. By evaluating market information and the City’s compensation and benefits structure, the study aims to enhance recruitment efforts, improve employee retention, and ensure a fair, competitive, and sustainable framework for the City's workforce. The study is expected to be completed by the end of the year. • Comprehensive Zoning Code Update - In October 2024, De Novo Planning Group was selected to assist the City with the preparation of a Comprehensive Zoning Code Update. De Novo Planning Group will be partnering with subject-area specialists, JKA Architecture+ Urban Design and Kittleson & Associates, Inc., which specializes in objective standards, transportation, and parking. The goal is to execute a comprehensive update of the City's Zoning Code, which not only meets regulatory requirements but also responds to the needs of our residents and stakeholders while enhancing the requirements for development within residential and commercial zones. The City anticipates the effort will take approximately 24 months to complete.
The project began with a kick-off meeting between City staff and the consultant in late October 2024, to discuss the project timeline and coordination, public outreach strategy, and data collection. In December 2024, the Ad Hoc Committee, consisting of Councilmembers Whalen and Orgill, met with City staff and the consultant to discuss the public participation plan, with the first community workshop to occur in Spring 2025. Next steps for the effort include creation of a project specific webpage that provides updates and resources for the community, which is anticipated to go live in late January/early February 2025. 15 of 187
• Community Pool - The Recreation Division continues to partner with the Laguna Beach Unified School District to jointly operate the LBHS & Community Pool for ongoing use by the public while the District finalizes design and environmental approvals to modernize and expand the facility. In March 2024, City Council voted unanimously not to participate in the design and construction of the District’s new pool, and instead directed staff to explore options to construct a separate City-operated pool as part of the Facilities Master Plan.
As of December 2024, the District has approved expanding the existing 25-meter pool to create a new 45-meter pool and associated facilities including a pump room, locker rooms, bathrooms, offices, bleachers and storage. The District has submitted plans for CEQA approval, with construction estimated to start in spring 2026. City and District staff, along with a Council-appointed subcommittee, have participated in ongoing discussions about the City’s interest in a rental or partnership agreement for the District’s new facility to ensure continued community access and aquatics programming until the City builds its own pool at a location to be determined.
• Downtown Action Plan - This plan was last presented to the Planning Commission in September 2023. It hasn’t moved forward since that time, although the City Manager and the Public Works team have reviewed aspects of it as the City considers relatively minor infrastructure maintenance projects along, for example, Ocean Avenue and Beach Avenue.
We understand that the Plan was controversial as to tree removals - but not as to tree well improvements and other aesthetic improvements that can be done associated with necessary sidewalk, curb, and related maintenance. The downtown continues to suffer from deferred maintenance and infrastructure in need of cleaning, patching, and replacement. So staff has used the Plan as a model to consult when these activities become necessary (though we are early in that process).
• Downtown Specific Plan - Phase II of the Downtown Specific Plan Update (DSP Phase II) will focus on evaluating opportunities to facilitate housing in the downtown area. On July 30, 2024, the Southern California Association of Governments (SCAG) confirmed that the State will continue funding the SCAG CEEEJ grant, which supports the cost of the environmental review process. In 2024, Memorandums of Understanding between SCAG, the City, and the Kennedy Commission were finalized. City staff is collaborating with SCAG to secure a consultant to prepare the Environmental Impact Report (EIR). Proposals are due by the end of February, and City staff may request additional funding from City Council to finalize the consultant contract.
City staff introduced a draft of text and map changes proposed as part of the DSP Phase II on December 12, 2023, to City Council and on February 7, 2024, to Planning 16 of 187
Commission. Following the selection of a consultant, the preparation of the EIR will begin based on the draft. City staff will present the completed EIR and the DSP Phase II through a series of public hearings at the Planning Commission and City Council, offering valuable opportunities for public input and engagement. Upon approval by the City Council, the DSP Phase II will be submitted to the California Coastal Commission for final review and certification, advancing the City’s efforts to support housing opportunities in the downtown area.
• Facilities Master Plan / Facilities Financing Plan - Significant progress has been made on the Facilities Master Plan (FMP), which aims to identify the City’s long-term infrastructure and maintenance needs across 26 City properties through a structured, phased approach. o Phase 1 (March–September 2024) involved a comprehensive evaluation of city facilities, including condition assessments, lifecycle analysis, and compliance reviews. This phase concluded with the Facility Condition Assessment (FCA) Reports, which highlighted critical repairs, deferred / preventative maintenance needs, and accessibility upgrades. The findings were presented to the City Council during a study session on October 22, where key projects were prioritized. These included replacing Fire Station 1, accelerating the Laguna Beach Library restoration, and addressing parking constraints at the Community and Recreation Center (LBCRC). Public workshops and discussions have been instrumental in shaping these priorities to align with community needs. o In Phase 2 (March–October 2024), Griffin Structures reviewed data on space utilization, departmental staff requirements, and future parking needs, including a 20-year projection to identify gaps and opportunities for facility improvements or expansions. o Phase 3 (September 2024–March 2025) is currently underway and focuses on space planning, evaluating renovation versus replacement, and exploring alternative service locations. This phase will include additional community outreach and City Council study sessions to refine recommendations.
o The final phase, Phase 4 (March–June 2025), will involve developing cost estimates, funding strategies, and implementation plans, including public-private partnerships and other financing mechanisms. These efforts are designed to culminate in the final Facilities Master Plan report by July 2025, providing a comprehensive roadmap for addressing the City's infrastructure needs and enhancing service delivery. • Fire Station #4. The replacement of Fire Station #4, currently located on 2nd Avenue in South Laguna, will be replaced with a new station along Coast Highway at the NW corner of PCH and 5th Avenue (on a site that recently included a dental office). The replacement of the fire 17 of 187
station involved additional community design sessions, with the last one held on September 4, 2024. The next steps are to obtain Planning Commission Design Review approval and Coastal Development Permit in March 2025; demolish the existing building, tentatively early summer 2025; complete final design improvement plans/construction drawings; and then move into construction, anticipated to begin toward the end of 2025. • Fire Strategic Plan and Update on Wildfire Mitigation and Fire Safety - The Fire Department has successfully completed its five-year strategic plan, developed in collaboration with Emergency Services Consulting International (ESCI) and through extensive engagement with our community and stakeholders.
The strategic plan is a comprehensive roadmap that reflects our commitment to improving safety, service delivery, and organizational resilience. It focuses on seven primary goals:
1. Emergency Operations: Enhancing emergency response capabilities while prioritizing adaptability, innovation, and financial stewardship.
2. Training: Strengthening workforce development with expanded training, safety programs, and modern facilities.
3. Administrative Services and IT: Maintaining efficient and reliable operations through updated policies, modernized equipment, and robust infrastructure.
4. Leadership and Culture: Promoting leadership and fostering a strong, value-driven organizational culture.
5. Internal Communications: Improving transparency and trust through clear, inclusive communication strategies.
6. External Communications: Building community trust and engagement via timely and accessible public information.
7. Community Risk Reduction: Mitigating risks through public education, enhanced compliance efforts, and ongoing wildfire mitigation initiatives.
The plan integrates insights from our 2023 Community Risk Assessment and Standards of Cover Study, ensuring alignment with best practices and industry standards. It was developed with input from community stakeholders, including CERT volunteers, local associations, and the Laguna Beach Unified School District. A major emphasis of the plan is on programs to make our community safer. These include expanding Firewise Communities, achieving certification as a Fire Risk Reduction Community, and conducting outreach and public education initiatives to promote home hardening and other safety measures.
The Fire Department remains committed to addressing the vital projects outlined in the 2019 Wildfire Mitigation and Fire Safety Subcommittee Report. Efforts continue to enhance and expedite critical fuel modification projects, ensuring more extensive defensible space for wildfire prevention. This includes streamlining the permitting processes for Coastal 18 of 187
Development and the California Environmental Quality Act. Improvements to evacuation planning remain a priority, including the development of interactive evacuation maps, evacuation modeling studies, and citywide outdoor warning systems. Additionally, the department will continue working with city staff on undergrounding overhead utilities along primary evacuation routes to mitigate ignition risks and improve safety. • Homelessness Strategy and Programs
Since 2009, the City has provided an overnight emergency shelter known as the Alternative Sleeping Location (ASL). The City has contracted Friendship Shelter to operate the facility since its inception. Currently, the ASL offers two distinct programs: the Overnight Enrollment Program and the Daytime Drop-In Program.
The Overnight Enrollment Program is a housing-focused initiative where individuals are admitted in 30-day increments. During this time, participants work closely with a case manager to connect with services designed to address and ultimately resolve their homelessness. The Daytime Drop-In Program, available daily from 12 to 3 p.m., offers access to showers, laundry facilities, and case management services for individuals not enrolled in the overnight program, supporting them in navigating their next steps toward securing housing or other services.
The Fiscal Year budget to operate the ASL is $500,000. With the contract with Friendship Shelter set to expire at the end of the Fiscal Year, staff will need to issue a Request for Proposals. This timing aligns with an important opportunity to review local policies, particularly in light of the recent Grants Pass Supreme Court ruling, which allows agencies to enforce anti-camping ordinances. Laguna Beach Police and City staff have confirmed that other agencies are advising individuals about the City’s programs as a constructive alternative to receiving a citation or being arrested for violations of camping ordinances.
The expiration of the ASL contract provides the City with an opportunity to evaluate its programs and determine whether to continue operating a low-barrier shelter or to explore other approaches to addressing homelessness.
• Laguna Canyon Road – the “Protect and Connect” project. This project attempts to improve safety – including fire safety as well as road user safety – by redesigning Laguna Canyon Road from Canyon Acres to El Toro Road, potentially adding a Class 1 (separated) bike lane, adding signals at key locations, making curves more gentle, and – importantly – undergrounding the utilities along the roadway. Recall that Caltrans has resisted (citing design policies against it) placing the utilities underneath the roadway. Given that, the primary alternatives are to put the utilities in or near the open space (also a non-starter at this point in time) or to have the City take over the road and do what Caltrans won’t do (place utilities under the roadway). 19 of 187
The most recent activities include the near completion of a preferred design, as well as discussions with Caltrans over funds that could be transferred to the City if the City were to have the road “relinquished” to the City from Caltrans. There is no “purchase” of the road from Caltrans – the relinquishment process is a hand-off of the roadway, with some amount of money that comes with the road. City staff and Caltrans have been negotiating that “amount” and it is estimated to be approximately $14 million.
There is of course a cost and a benefit of taking over Laguna Canyon Road. It can be designed and constructed to be a safer road, including from fires. But it will always be a popular way out and in to Laguna Beach. There is always a risk that drivers will use excessive speed on the Road and cause an accident, resulting in claims against the road’s owners.
As to cost, the City is attempting to identify outside sources to cover the total cost of the project (estimated at $140 million in 23-24 dollars). The $140 million cost includes about $42 million to make the roadway improvements, $80 million to underground the utilities, and $18 million to do design work, environmental review, and construction management. The outside funding opportunity arena is in flux right now: On the one hand, attention to fire prevention might allow us to better compete for State, utility, and Federal funds. On the other hand, demand for these funds will be high, and the Trump Administration’s approach to resiliency improvement grant funding may be different from that of the Biden Administration. • Lifeguard Tower Replacement - In a previous strategic planning meeting, city staff was directed to pursue adding enclosed lifeguard towers on caissons on the city’s beaches.
Currently, there are 50 lifeguard towers spread across 7.5 miles of shoreline. Of these, eight locations are already equipped with both a caisson and an enclosed lifeguard tower, while 29 sites still require both components. Thirteen other locations have lifeguard towers on metal skids but need caissons installed.
To advance the project, city staff is preparing requests for proposals (RFPs) for geotechnical reports to gather reliable foundational data. This data will support presentations to the Planning Commission and City Council. The Community Development Department is tailoring the RFPs to align with Laguna Beach’s geotechnical requirements. These investigations will assess site-specific hazards, including earthquakes, wind, waves, currents, and slope stability. Staff is also compiling cost estimates for the geotechnical drilling phase to ensure a comprehensive understanding of the project’s scope and budget.
• Playground Master Plan - A consultant agreement to prepare a Playground Master Plan was approved by City Council in June 2023. Since that time, Public Works and Recreation staff have worked with the selected consultant to complete a draft plan, which will be presented to City Council as a receive and file item in February 2025. The Master Plan evaluated existing 20 of 187
City playgrounds and identified short- and long-term improvements required to maintain the playgrounds in a state of good repair; recommended improvements will be incorporated in the CIP. The Master Plan process included a public outreach component to solicit community input via surveys and workshops. The Master Plan will assist the City in planning and budgeting for future playground improvements.
• The Promenade - The City will hold an upcoming (Feb 4, 2025) Joint City Council and Planning Commission Meeting to discuss the Promenade on Forest plans and scope. The City Council Ad Hoc Committee for the project, consisting of Mayor Pro Tem Mark Orgill and Council Member Sue Kempf, has been actively engaging with focus groups to gather feedback on potential design options. At the upcoming joint meeting, the City’s design consultant, SWA, a local firm, will present the proposed design and seek input from both the City Council and the community. Additionally, the City Council will provide direction to staff regarding the next steps for the project, which may include proceeding with obtaining the necessary entitlements (permits).
• Quality of Life Issues / Ordinance Needs – Chief Calvert has suggested pursuing at least three new or updated ordinances, which are summarized below but shown in more detail at the end of this “quick summary.” The three ordinances involve:
o E-Bikes. The changes would limit unsafe riding, apply speed limits, propose penalties and impoundments, and require helmets, among other things.
o Sidewalk Vending. This ordinance would align us with some other agencies in Orange County which have attempted to discourage sidewalk vending without the benefit of a permit but in compliance with State law. The City would be able to impound merchandise/product after reasonable notice and opportunities to comply have been provided.
o Tobacco Sales. To complement the City’s existing prohibition on smoking in public places and to assist in protecting our vulnerable open spaces, the ordinance would further ban the sale of tobacco products in Laguna Beach.
• Raftelis Report on the Finance Department - The City hired Raftelis to assess its financial operations, recognizing the need for periodic evaluations to adapt to changing requirements and improve processes. The review identified 20 recommendations aimed at enhancing the Finance Department, which has experienced challenges like staff turnover, insufficient capacity, and a lack of documented procedures. Raftelis employed various analytical methods, including comparisons with other California cities and adherence to best practices from the GFOA and GASB. Proposed changes to the organizational structure include creating two divisions—Accounting and Budget/Finance—led by managers. This restructuring aims to clarify roles and improve workflow with other departments, particularly the City Treasurer. 21 of 187
The recommendations focus on practical steps to support the Finance Department's transition to a more strategic approach, including documenting financial policies, developing a two-year IT plan, and a multi-year strategic plan. Another key recommendation involves reviewing the current Citizens’ Audit and Investment Advisory Committee and potentially separate the audit and investment advisory committees. Additionally, Raftelis prepared a “roadmap” of key dates and timelines to aid prioritizing goals to achieve long term success for the Finance Department. • Records Management Project - The City launched its Records Project Management Initiative in Fall 2024 to modernize and streamline records management citywide, across all departments. Key achievements include completing a citywide needs assessment survey, engaging in a contract for Laserfiche software to support records workflows and access, and developing a migration roadmap for transitioning departments to the new platform.
In early 2025, the focus will shift to conducting records inventories by department, launching the Laserfiche platform, and migrating data from the current system, with testing and staff training planned to begin in the Spring. Throughout 2025, all departments will undergo phased records inventories and implementation to ensure a comprehensive transition to the new records management system.
• Transportation and Parking Plan. Staff continues to work to expand and improve the City’s transit and parking programs. On the Transit side, the City recently secured $7.2 million in OCTA Project V grant funds to operate and expand trolley and Laguna Local on-demand services through 2031, including $5.2 million for expanded off-season weekend and special event trolley services, as well as $2 million to expand the Laguna Local on-demand service to residential areas off of Laguna Canyon Road and El Toro Road. The expanded Laguna Local service is expected to begin in Spring 2025.
Staff is also working to leverage technology to improve the City’s public parking system, including (1) expanding mobile payment options, including one-time payment; (2) replacing single-space parking meters with multi-space license plate-based pay stations in select areas; (3) introducing digital plate-based parking permits that will eventually replace physical parking stickers; and (4) adding mobile license plate reader cameras on parking enforcement vehicles to allow more efficient plate-based enforcement. Staff is also working to advance projects identified in the City’s Parking and Transportation Demand Management Plan, including (1) exploration of expanding paid parking zones along Coast Highway and adjacent side streets, particularly in south Laguna; (2) leasing private parking lots to provide additional paid public parking; and (3) beginning the process of preparing a Coastal Development Permit for a new five-year parking fee structure for the City’s paid public parking areas. • Village Entrance Parking Structure. On May 12, 2020, the City awarded a contract to Walker Consultants for a Parking Structure Study to assess the feasibility of constructing a new 22 of 187
parking structure on the existing City-owned lot north of City Hall. On September 8, 2020, the City Council directed staff to proceed with the preliminary design, and environmental and geotechnical analysis for a parking structure not to exceed a 36-foot height limit. Proposals were solicited, and DLR Group was selected as the top ranked architecture firm; however, a contract was not awarded pending the completion of the Parking and Transportation Demand Management Report (PTDMR) that was by then underway. On June 13, 2023, the City Council received and adopted the final PTDMR, and directed staff to proceed with next steps for a potential Village Entrance (VE) Parking Structure. On August 22, 2023, the City Council awarded a contract to DLR Group for professional conceptual and design services for the VV Parking Structure. It should be noted that part of the interview process included providing short-listed consultants a stipend to develop and present a concept to the review panel; this concept was included in the contract that City Council reviewed/awarded, and formed the basis for work that DLR Group performed. As of October 2024, DLR Group has completed a geotechnical investigation, prepared a draft of conceptual plans and renderings, prepared a preliminary estimate of probable cost, and coordinated with the FMP.
No additional work on the VE Parking Structure is underway pending decisions on next steps, which could include: 1) a more detailed study session on the structure before City Council in February or March, or 2) referred to the FMP ad hoc committee to be incorporated into that effort instead, due to the interrelation to the future uses at the VE. • Wastewater Master Plan - The City Council awarded a contract to Dudek on August 13, 2024, for preparation of a comprehensive Wastewater Master Plan. Work is underway and includes a robust scope of work to analyze the wastewater system’s 95 miles of sewer main, 26 lift stations, 25 diversion units, and 2,670 manhole structures. Particular emphasis is on development of a more accurate, precise data-based hydraulic model, revisiting a parallel system for the NCI transmission pipeline to ensure redundancy and ease maintenance, condition assessments of all structures (manholes, lift stations, and diversion structures), and recommended improvements which will improve system performance and reliability and minimize spill risk levels. Flow monitoring is ongoing through March; lift station evaluations are underway and will be completed by the end of February; and stormwater diversion structure evaluations are expected to be completed in March. Draft lift station reports are expected in April. A draft master plan document is on schedule to be submitted by Dudek to the City in August 2025, with the final master plan to be completed by the end of 2025. The recommended system improvements will be analyzed and incorporated into the next sewer rate study which will begin later this year.
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Ref Project Name Project Update Estimated Completion Date 1 Pursue Grant Funding
The City applied for nine grants in FY 2024 but was not awarded any of the nine. Staff is developing a new projectbased approach that incorporates a grant-seeking component into each Request for Proposal (RFP). This approach aims to focus efforts on fully developed projects as part of the overall project process. Additionally, it is anticipated that industry experts will bring insights into funding opportunities relevant to the scope of their services.
Ongoing
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Ref Project Name Project Update Estimated Completion Date City Council's 2024 Policy Initiatives List & Larger Projects Inventory - Updated as of January 27, 2025 2 Explore Community
Development Opportunities to
Improve Customer Experience
Staff has focused on: (1) cutting down the 2021-2024 backlog of applications that require DR; (2) moving to a digital plan submittal (and review) system - Energov; (3) improving the detail and speed of Staff Reports that go to PC and DRB; and (4) providing more training to new and existing staff.During 2024, we named a new CD director, and made other promotions. We added Limited Term staff, regular check-ins, new ways of measuring approval pacing, and staff report templates. One large community workshop occurred in October 2024 to talk about DR Streamlining efforts. On January 15, 2025, Energov went live. We continue to work on better ways of reporting progress - especially (and simply) the amount of time it takes to process an application.
The objective is to achieve a 30-day plan
check turnaround time for all applications by
April 1, 2025. Another focus will be
shortening the time between Zoning Plan
Check approval and holding a design review
hearing. The EnerGov system went live on
January 15, 2025.
3 Downtown Action Plan See more detail in Attachment 3. TBD Revised 01.27.25
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Ref Project Name Project Update Estimated Completion Date City Council's 2024 Policy Initiatives List & Larger Projects Inventory - Updated as of January 27, 2025 4 Downtown Specific Plan Phase II (Housing-Related Items) See more detail in Attachment 3. TBD5 Commercial District
Beautification/ Maintenance
Ordinance
Adopted in 2024, "Charm Challenge" underway, enforcement underway. Adopted and in Implementation Phase 6 Promenade on Forest Concept Development See more detail in Attachment 3. TBD Revised 01.27.25
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Ref Project Name Project Update Estimated Completion Date City Council's 2024 Policy Initiatives List & Larger Projects Inventory - Updated as of January 27, 2025 7 Update the Open Space and
Conservation Element
(Including Watercourse
Mapping)
The City's biological survey is nearing completion. An RFP was recently issued to retain a Project Manager (subject matter expert) to lead and coordinate the drafting and adoption of the OSCE update. The Project Manager will be meeting regularly with an informal stakeholder group that have been assisting the City’s update efforts. Staff anticipate bringing a contract to Council this Spring to update the City’s water course mapping as a component of this project.
Estimate public hearing process to begins this
Fall with an anticapted adoption date before
the end of the 2025 calender year
8 Commercial Design Guidelines
Staff presented an update to the Planning Commission on April 17, 2024. Other advanced planning efforts have been identified as higher priorities at this time.
None identified
9 Laguna Canyon Specific Plan Update Council directed staff to pursue Consultant recommendations on the update during the Comprehensive Zoning Code Update process 26-Dec Revised 01.27.25
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Ref Project Name Project Update Estimated Completion Date City Council's 2024 Policy Initiatives List & Larger Projects Inventory - Updated as of January 27, 2025 10 Major Remodel and Bluff Top Regulations
The draft Initial Study was finalized and is ready to circulate for public comment. Staff has also completed revisions to the Ordinance to implement prior Council direction. The Initial Study will be released for public comment prior to the scheduled Council hearing. 26-Dec
11 Comprehensive Code Update incl: Multifamily Zoning Stnds See more detail in Attachment 3. Contractor (De Novo) at work now. Goal is to have the Update's community workshop sessions in 2025 with adoption in 2026 Revised 01.27.25
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Ref Project Name Project Update Estimated Completion Date City Council's 2024 Policy Initiatives List & Larger Projects Inventory - Updated as of January 27, 2025 12 New Permitting System This is referred to as Energov. Energov went live in part in 2024, and wholly live for larger projects on 1/15/2025 N/A13 Revenue Enhancements On August 13, 2024, following presentations regarding potential business license and transient occupancy tax ballot measures for the November 2024 election, the City Council directed the Ad Hoc Committee, comprised of Councilmembers Whalen and Orgill, to continue exploring revenue-generating options specifically targeting day trippers to address the City’s financial challenges while maintaining essential services, investing in public safety programs, improving road maintenance, and enhancing emergency preparedness. The committee's work includes evaluating potential revenue enhancementswith the possibility of a new ballot measure for City Council consideration in 2026.
Nov-26
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Ref Project Name Project Update Estimated Completion Date City Council's 2024 Policy Initiatives List & Larger Projects Inventory - Updated as of January 27, 2025 14 Solar Panels on City Facilities
During the March 26, 2024, City Council meeting, staff presented a microgrid resiliency assessment evaluating 24, 48, and 72-hour systems for City Hall, the Corporation Yard, Susi Q, and the LBCRC. The City Council directed staff to engage Optony as the City’s buyer’s representative. Optony, in collaboration with City staff, developed a Request for Proposal for microgrid systems at these locations, as well as the Animal Shelter, Playhouse, Festival of the Arts, Fire Station 2, and Fire Station 3.The RFP required bidders to provide quotes for 24, 48, and 72-hour options for each site, available as either a direct purchase or a power purchase agreement. Proposals have been reviewed, and recommendations for contract awards will be presented to the City Council in February 2025.
Feb-25
15 Performance Measures and
Efficiency Programs
Use of better metrics planned for FY 2025-26, as a part of Initiative #5 Jun-25 Revised 01.27.25
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Ref Project Name Project Update Estimated Completion Date City Council's 2024 Policy Initiatives List & Larger Projects Inventory - Updated as of January 27, 2025 16 Artist Live/Work Affordable Housing
The Artist Live/Work Ad Hoc Committee (Orgill/Rounaghi) presented its findings to the City Council at its March 26, 2024, meeting. The report included a recommendation to create a local Community Land Trust to facilitate the preservation of affordable housing in the community, including opportunities for artist live/work spaces.At its September 24, 2024, meeting, the City Council approved a consultant services agreement to establish a Community Land Trust and reformed an ad hoc committee consisting of Mayor Pro Tem Orgill and Councilmember Whalen to lead the formation of the nonprofit organization. Staff anticipates the Community Land Trust will be formed by Fall 2025. A Community Land Trust engagement plan was presented to the City Council on January 14, 2025.Subsequently, two artist live/work properties along Laguna Canyon Road were listed on the market. The City authorized the City Manager to execute a purchase and sale agreement for both properties. Staff is currently conducting due diligence and developing a temporary partnership with the Irvine Community Land Trust to hold the properties until the Laguna Beach Community Land Trust is able to acquire and manage them, pending the successful close of both acquisitions.
Oct-25
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Ref Project Name Project Update Estimated Completion Date City Council's 2024 Policy Initiatives List & Larger Projects Inventory - Updated as of January 27, 2025 17 Affordable Housing Program
In 2024, City staff provided the Housing Element Annual Progress Report (APR) to City Council on March 12 and the Biannual Housing Update on October 22. In 2025, City staff anticipates providing the Housing Element APR to City Council on March 11 and the Bi-annual Housing Update on October 14. LBUSD has a new board and, in January, City staff confirmed that LBUSD staff welcomes another conversation regarding Vista Aliso.
Ongoing
18 Climate Action and Adaptation Plan
The proposed Climate Action and Adaptation Plan (CAAP) has been posted online for public review and comment as part of the California Environmental Quality Act (CEQA) process. Staff will present the report to the City Council in February 2025, recommending consideration of a Notice of Exemption to certify the CAAP. The certification will enable certain residential and commercial projects to leverage the cumulative greenhouse gas reductions identified in the CAAP, streamlining their compliance with CEQA requirements. The report outlines strategies for the City and the community to reduce greenhouse gas emissions and prepare for the anticipated impacts of climate change.
Feb-25
19 Community Choice Energy: Potential JPA Analysis The item is currently on hold. Suggest deferral to a time TBD.
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Ref Project Name Project Update Estimated Completion Date City Council's 2024 Policy Initiatives List & Larger Projects Inventory - Updated as of January 27, 2025 20 Facilities Master Plan See more detail in Attachment 3. Final Plan expected June 202521 Enhance Community Communications
All actions completed and implemented and staff will monitor if there is any corrective course. Complete Revised 01.27.25
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Ref Project Name Project Update Estimated Completion Date City Council's 2024 Policy Initiatives List & Larger Projects Inventory - Updated as of January 27, 2025 22 Aliso Estuary Restoration
Project
The City Council received a presentation on the results of the conceptual review for the Aliso Estuary Restoration Project. Following the presentation, the Council directed staff to develop a scope of work for preparing an Environmental Impact Report (EIR) to evaluate the potential environmental effects of the proposed restoration, along with a range of project alternatives, including a no-project alternative. Additionally, the Laguna Ocean Foundation was authorized to submit a Design Review application for the project.It is anticipated that the project will return to the City Council in Spring 2025; however, this timeline is contingent on LOF obtaining application signatures from other land-owning agencies within the project's footprint.
TBD
23 Local Housing Trust Fund
At its meeting on April 9, 2024, the City Council approved the establishment of a local housing finance trust. The City subsequently submitted a $2.5 million application to the state and committed a $2.5 million matching contribution, if awarded, to support the development of affordable housing in Laguna Beach. The Local Housing Trust Fund would be the mechanism to hold the funds.
Complete
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Ref Project Name Project Update Estimated Completion Date City Council's 2024 Policy Initiatives List & Larger Projects Inventory - Updated as of January 27, 2025 24 Consider Joining the Natural Communities Coalition
Staff has initiated its research and are working through several key operational factors beyond fiscal and legal benefits and implications. Some issues, such as impacts to fuel modification, require working with other agencies such as Orange County Parks and require more time.
TBD
25 Citywide Plastic Bag Ban Ordinance
Tabled following CA Legislative action (SB 1053) which bans the distribution of plastic bags effective 1-1-2026. The leglisation occupies the field. When legislation "occupies the field," it means that a higher level of government—such as a state or federal government—has enacted laws or regulations so comprehensive and detailed on a particular subject that lower levels of government, such as cities or counties, are precluded from enacting their own laws in that area.
Complete
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Ref Project Name Project Update Estimated Completion Date City Council's 2024 Policy Initiatives List & Larger Projects Inventory - Updated as of January 27, 2025 26 Agenda Management System
The City has initiated the implementation of the OneMeeting Agenda Management System for its public meetings. It is anticipated that staff will begin training on the new system in February 2025, with the system going live in March 2025.
Mar-25
27 HR & Finance System (Automate City Systems)
Tyler Munis is operational for invoices / requisitions. Payroll/HR system by 7-1-2025, as we need multiple perfect payroll practice runs before going live.
Partially achieved, other sections going live in
2025
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Ref Project Name Project Update Estimated Completion Date City Council's 2024 Policy Initiatives List & Larger Projects Inventory - Updated as of January 27, 2025 28 Develop a Community Risk
Assessment and Standards of
Cover and Continue to Enhance
Fire Safety
Standards of Cover presented in Fall 2024. Strategic Plan in draft form and under review now - expected to come to Council in February or March 2025 Complete
29 LRAD Alert System
Both speakers in Bluebird Canyon have been successfully installed. The design for the final speaker in Canyon Acres was not approved during Design Review. A new meeting with City Planning has been scheduled for February 10 to identify an alternative site for the speaker.
Ongoing
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Ref Project Name Project Update Estimated Completion Date City Council's 2024 Policy Initiatives List & Larger Projects Inventory - Updated as of January 27, 2025 30 Develop the Workforce
Investment Initiatives/
Executive Team
Recommendations
Staff is focused on internal process improvements that modernizes and expedite city processes. These improvements include adding online testing options for Police Officer candidates, adding Laguna Urgent Care as a vendor for prescheduled and on-call medical services to City employees, leveraging technology to complete background checks for new hires, and preparing for the implementation of Tyler Solutions. To support City employee learning and development, a three part training series was hosted for all "people leaders" on critical communications skills and performance management. To show staff appreciation, the City hosted a morning coffee cart for all employees to enjoy on March 6, recognized Administrative Professionals on April 24 and held the Annual Employee Picnic BBQ at the Festival of the Arts on April 25.
Ongoing
31 Enclose Marine Safety Lifeguard
Towers See more detail in Attachment 3. Ongoing
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Ref Project Name Project Update Estimated Completion Date City Council's 2024 Policy Initiatives List & Larger Projects Inventory - Updated as of January 27, 2025 32 Computer Aided Dispatch (CAD)/ Records Mgt Sys (RMS) The Report Management System (RMS) project was completed on schedule and has been live since September 2024. This new system replaces a legacy system that was in place for 17 years. The new RMS will enhance efficiency, streamline records managment, improve organization and accessibility, and ensure compliance with regulatory requirements.The Computer Automated Dispatch (CAD) project was initiated on November 6, 2024, after the award of contract. The project team, formed from each of the public safety departments, has already met, and the City IT department is currently acquiring and configuring the necessary IT infrastructure. The anticipated go-live date for the new CAD system is April 2026.
RMS Complete / CAD April 2026
33 Develop Funding Plan for
Laguna Canyon Road
Improvements
See more detail in Attachment 3. Ongoing
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Ref Project Name Project Update Estimated Completion Date City Council's 2024 Policy Initiatives List & Larger Projects Inventory - Updated as of January 27, 2025 34 Upgrade police, fire and
community serving facilities and
seismic analysis
Tier 1 analysis for SOCWA lift stations and Corp Yard presented to EDPC in Q1 2024. Destructive structural investigation completed at City Hall complex and Fire Stations 2 & 3. Draft project improvement plans complete for Fire Stations 2 & 3; City Hall complex expected February 2025. Next steps: solicit construction bids and add projects to future CIP. The estimated cost for the Fire Station upgrades is $4.1 million and the estimated cost of the City Hall complex upgrades is $6.9 million.
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Ref Project Name Project Update Estimated Completion Date City Council's 2024 Policy Initiatives List & Larger Projects Inventory - Updated as of January 27, 2025 35 Vision 0 Plan on City Owned
Streets Pending Funding
(Proposed During Annual
Planning Workshop)
The City Council awarded a contract to Fehr & Peers in February 2024 to develop a Citywide Safety Action Plan (CSAP). Work began in spring 2024. A Stakeholder Working Group (SWG) was formed, comprising City Departments, City Committees (Parking, Traffic & Circulation and Environmental Sustainability), Caltrans, OCTA, LBUSD, and the South Laguna Civic Association.Fehr & Peers, in collaboration with City staff, gathered collision data and as-built roadway plans, conducted public outreach at two Laguna Beach Farmer’s Markets, the Day Worker Center, and an LBHS PTA meeting, and facilitated an online survey. Several SWG meetings have been held to analyze the research findings and public input.Fehr & Peers is currently preparing the draft Citywide Safety Action Plan, titled Safer Streets Laguna Beach. The draft will be reviewed by City staff and the SWG at the next meeting scheduled for February 10, 2025. Once finalized, the draft plan will be presented to the City Council for input, tentatively in April 2025.An adopted final plan is a prerequisite for the Safe Streets for All (SS4A) grant program to qualify for future project-specific SS4A grant applications.
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Ref Project Name Project Update Estimated Completion Date City Council's 2024 Policy Initiatives List & Larger Projects Inventory - Updated as of January 27, 2025 36 Replace Fire Station 4 See more detail in Attachment 3. Dec-2637 LBCRC Parking Exploration To be discussed further on 1-31-2025. An updated use plan for the CRC is set to come to the City Council on March 11, 2025 Need further Council direction
38 Electric Vehicle and Charging Station Master Plan
In March 2024, the City Council awarded a contract to ICF for the Fleet Electrification and Electric Vehicle Charging Implementation Plan. Staff submitted two grant applications to SCE's Charge Ready Transport Program in October 2024 for City Hall and the Corp Yard, and the application process is ongoing. An update/workshop is planned for February 2025.
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Ref Project Name Project Update Estimated Completion Date City Council's 2024 Policy Initiatives List & Larger Projects Inventory - Updated as of January 27, 2025 39 Moss St Beach Access
Improvements Dedication event was held on May 17, 2024. Complete 40 Caltrans Coast Hwy ADA
Sidewalk Improvements North -
Ledroit St to Ruby St
See more detail in Attachment 3. Feb-25
41 Caltrans Coast Hwy ADA
Sidewalk Improvements South -
Moss St to Fifth Av
See more detail in Attachment 3. Winter 2025
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Ref Project Name Project Update Estimated Completion Date City Council's 2024 Policy Initiatives List & Larger Projects Inventory - Updated as of January 27, 2025 42 Anita Street Lift Station and
Beach Access Improvement
Coastal Commission approved the CDP at its June 2024 meeting. Bid advertisement late January 2025, construction contract presented to City Council in March 2025.
Jun-25
43 Main Beach Park Renovation Construction begins January 27, with completion scheduled for late May 2025. Jun-2544 Repave Forest Alley The project is on hold pending the outcome of the Promenade on Forest. Design would commence once the Promenade design elements/aesthetics are finalized.
Dec-26
45 Caltrans Laguna Canyon Rd
Improvements - SR-73 to El
Toro Rd
Construction of this Caltrans project is nearing completion. Jun-25 Revised 01.27.25
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Ref Project Name Project Update Estimated Completion Date City Council's 2024 Policy Initiatives List & Larger Projects Inventory - Updated as of January 27, 2025 46 Proposed Diamond St
Undergrounding Assessment
District 2013-2
The utility undergrounding is complete. Jan-24
47 Proposed Woods Cove
Undergrounding Assessment
District 2014-2
Project construction began in August 2024. Jun-26
48 Underground Bluebird Canyon
Dr between Cress St & Rancho
Laguna Rd
Project construction began in September 2024. Jul-25
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Ref Project Name Project Update Estimated Completion Date City Council's 2024 Policy Initiatives List & Larger Projects Inventory - Updated as of January 27, 2025 49 Underground Coast Hwy between Agate St & Arch St
SCE has applied for an encroachment permit from Caltrans. The back and forth between SCE and Caltrans has been slow and at times less than productive. SCE resubmitted plans in September, Caltrans is reviewing but has not provided a timeframe for permit issuance. Construction is estimated to begin in September 2025.
Jul-26
50 Underground Coast Hwy between Agate St & Cajon St This project trails the segment from Agate St to Arch St. No updated schedule has been provided by SCE. Nov-26 Revised 01.27.25
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Ref Project Name Project Update Estimated Completion Date City Council's 2024 Policy Initiatives List & Larger Projects Inventory - Updated as of January 27, 2025 51 Underground Park Av between Wendt Terrace & St. Ann's Dr Private connections have been completed. Cox overhead lines have been removed. Frontier is working on the removal of their overhead lines. SCE is scheduled to begin removal of their overhead lines at the end of January 2025.
Feb-25
52 Coast Highway Potential Relinquishment
Following direction received from the City Council during its Annual Planning Workshop, the City collaborated with Assemblywoman Dixon to introduce AB 2817. This bill grants authorization to the California Transportation Commission to explore the relinquishment of a segment of SR-1 to the City. It's important to note that this legislation does not obligate the City to assume control immediately. Rather, it serves as a procedural step, enabling the City to engage with the State in evaluating the potential benefits and implications of such action for future consideration by the Council and the
community.
Propose revisiting in 2026
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Ref Project Name Project Update Estimated Completion Date City Council's 2024 Policy Initiatives List & Larger Projects Inventory - Updated as of January 27, 2025 53 Playground Master Plan See more detail in Attachment 3. Feb-2554 Finalize Parking/ Mobility
Master Plan and Proceed with
Implementation
Staff has made progress on a number of short-term strategies, including introducing new business parking permits, securing grant funds for an expansion of Laguna Local on-demand service, procuring an electronic sign for Lot 16 with real time parking availability, and conducting a survey of private parking lots in the downtown area. A formal update will be presented to City Council in June 2025. Staff will begin working on developing two new CDP applications to expand paid parking zones within the City and to establish a new five-year parking rate structure to set parking rates post summer 2025, the last year of the existing five-year period.
Ongoing
55 LBUSD's Proposed New Community Pool See more detail in Attachment 3. Ongoing Revised 01.27.25
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Ref Project Name Project Update Estimated Completion Date City Council's 2024 Policy Initiatives List & Larger Projects Inventory - Updated as of January 27, 2025 56 Lang Park Pickleball Courts
No proposed changes to Lang Park until the completion of the Facilities Master Plan. Council may consider a quiet paddle mandate at the PB courts in February 2025.
Ongoing
57 Riddle Field Night Use Council approved changes in Fall 2024 allowing additional light usage for organized Little League play. Completed 58 Extending City Transit Services
City was awarded $7.2 million in OCTA Project V grant funds; transit planning and vehicle procurement underway to begin expanded Laguna Local service.
Early 2025 for launch of expanded Laguna
Local service
59 Art in Public Places for Village
Entrance
The Village Entrance is part of the larger review of the Facility Master Plan that is anticipated to be concluded in late 2025. The Plan will provide future planning for the site and how public art will play a part in that use.
To be discussed at the joint meeting of the
City Council and Arts Commission on October
28, 2025, to develop concepts for mid-2026.
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Ref Project Name Project Update Estimated Completion Date City Council's 2024 Policy Initiatives List & Larger Projects Inventory - Updated as of January 27, 2025 60 Public Art Ordinance and Policy
On February 27, 2024, the City Council reviewed the concepts for updating the Public Art Ordinance and Policy. Revisions based on Council input have been made and were presented to the Arts Commission on May 13, 2024. A first reading of the revised ordinance is scheduled to be presented to the City Council on March 25, 2025.
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Strategic Themes (proposed)
1. We Prioritize Community Safety
2. We are a Sustainable Community - Environmentally and Economically
3. We Protect our Community’s Culture and Heritage
4. Our City Government Strives for Excellence
Theme #1 – Prioritizing Safety
• Strong FD/EMS Function
o Wildfire Protective - Fuel Mod, Fire Safe Communities, evacuation routes o Rapid response times
o Quality FS infrastructure
o Insurance/ better ISO rating
• Strong PD
o Focus on violent and property crime
o Focus on quality of life issues
o Use of best technology to address crime
o Community-appropriate response to homelessness
• Strong Marine Safety Dept
• Utility infrastructure - resilient & follows master plans • Maintaining a Community Hospital Presence
Theme #2 – A Sustainable Community
• Environmental
o Stewardship program
o Protection of Open Space
o Protection of Bluebelt / MPAs
o Climate Action Plan, including fleet electrification, microgrids, etc • Private Sector / Economic
o Downtown protected / revitalized / quality and unique look Downtown Action Plan
Better maintenance
Downtown Specific Plan (i.e. more 2nd floor and other housing) Commercial Property Maintenance Ordinance
o Economic Development Function @ City - ways to help businesses prosper, get going faster.
• City Government
o Consistent use of Long-Term Financial Projections @ City (operations and infrastructure)
Theme #3 -- Preserve Laguna Beach’s Culture / Heritage
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• Financial and staff support for arts/cultural activities and programs • Financial support for arts infrastructure
• Support for artists’ live-work places / housing
• Protection of LB’s historic properties, appropriate CD staffing/training Theme #4 - A City government that Strives for Excellence • Transparent
o Greater detail about the budget
• Communicative
o Multiple ways to inform residents
o Keeps residents posted / responds to inquiries
• Effective / Efficient
o Uses Performance Measurements
o Minimize ACFR errors / audit findings
o Improves troubled processes
o Works from timelines and regular updates
o Follows master plans
• Uses best / most updated technologies
o Follows an IT Master Plan
o Implements new IT programs w/best practices
# #
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Proposed 2025 Key Initiatives (v-29-2025)
Initiative #1 - Wildfire Prevention and Preparedness. Overall goal: incorporate the latest understanding of wildfire behavior and prevention into Laguna Beach’s programs, codes, and regulations to ensure the maximum protection of our homes, parks, businesses, and community.
Key Tasks to include, but are not limited to:
• Update the 2019 Wildfire Mitigation and Fire Safety Report. Engage the community by using __ public meetings of the Ad Hoc Committee to incorporate resident ideas, updated knowledge following the Palisades and Eaton fires, and more. • Utility Undergrounding – expand avenues for funding (attempt to carve out more locally as well as apply for more regionally and statewide, remove match) and reduce barriers to constructability. Seek to waive environmental review. Map out remaining above-ground areas (roughly 30% of town) and prioritize higher-risk locations. Consider city assistance with design costs. Evaluate interim steps that make overhead lines safer.
• Fuel Modification Zones (FMZs) – work with agency partners, legislature to implement easier permitting for new FMZs (less environmental review), more expansive zone coverage (300’?), and increased funding to create zones rapidly. • Home hardening – provide education, incentives, and enforcement measures to reduce brushy overgrowth, other private property fire hazards. • Expand communication programs/plans, including community drills and identifying shelter / respite locations during long-duration PSPS events. • Expand cell phone coverage.
• Keep close to State leaders and to changes in State and other regulations, including for property insurance, to ensure that local residents are able to purchase insurance at reasonable prices.
• Review evacuation routes to enhance safety:
• Implement additional red flag parking limits, such as Bluebird Canyon Drive • Manage construction parking on red flag days and regulate construction activities
• Assess tree risk along key roadways and replace trees where appropriate Supports: Strategic Theme #1
Led by: Ad Hoc Committee (Council Members Whalen, Kempf), w/Fire (Niko, Sarah), Public Works, Police, CM’s office (Cassie, Jeremy)
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Initiative #2 – Economic Development: Sustain & Revitalize Downtown and other business districts. Overall goal: Course-correct on the economic trends in Downtown by partnering with businesses, property owners, and residents to ensure that the Downtown again becomes a vibrant place to do business and a destination for residents and visitors.
Projects may translate to other business areas.
Key Tasks to include, but are not limited to:
• Review the tools suggested by the Kosmont Retail study (Jan 2025) • Partner with the Chamber in the coordination of a regular City / business owner and commercial property brokers forum to provide large and small programs / incentives / communications.
• Move aggressively on:
o Beautification of Public Infrastructure – sidewalks, tree plantings, tree wells, pavement treatments, trash receptacles (Public Works)
o Commercial Property Maintenance Ordinance (Code Enforcement) o Address parking needs in the area, for employees, residents, and others, including addressing AB 413 (requires 20’ no parking zone near crosswalks – marked and unmarked). Use Parking and Transportation Demand Management Report.
• Incorporate more residential in 2nd stories (Downtown Specific Plan, Phase II). • Have a defined economic development function at the City, including:
o Modify codes to reduce red tape for business modifications and start-ups (City – Community Development)
• Designate a lead staff member at the City to assist businesses in navigating City processes and other issues
• Engage an outside consultant for retail mix development, recruitment, and collaboration with landlords of vacant properties
o Consider more tools to encourage property owners not to leave properties vacant (City, Voters)
o Explore establishing a Business Improvement District to maintain improved infrastructure (City, business owners)
o For other business areas, consider changing the code to make the “3 spaces / 1,000 SF” consistent across the community.
Supports: Strategic Theme #2
Led by: CM’s office (Jeremy), with Planning (Louie L) & Public Works assistance (Mark, Reza), Parking (Michael) and support from a retail consultant 63 of 187
Initiative #3 – Stewardship (Environmental, Cultural, Recreational). Overall goal:
Develop and implement a program to encourage visitors and others to carefully respect and protect Laguna Beach’s environment and its cultural resources.
Key Tasks to include, but are not limited to:
• Provide additional support for Laguna Ocean Foundation – potential expansion of docent programs with funding TBD.
• Right-size Public Works’ park and restroom day porter program, beachfront trash collection frequency.
• Consider an expansion of PD’s park ranger program during the summer. • Consider updating / adding to “quality of life” ordinances as recommended by the PD, such as
• E-bikes
• A ban on tobacco sales, and
• Limits on sidewalk vending.
• Examine ways to Increase parking enforcement during the summer. • Re-envision and curate messaging efforts through Visit Laguna Beach and the City’s social media channels.
• Hold Town Hall meetings to discuss and prepare for Summer 2025 Supports: Strategic Theme #4
Led by: Ad Hoc Committee (Mayor pro Tem Orgill, Council Member Kempf). Staff lead TBD but with assistance from Michael L, Mark McAvoy, Cassie W, Kai Bond, Jeff Calvert, Mark Orgill, Jeremy Frimond)
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Initiative #4 – Community Development / Planning Improvements & Compliance with State Laws. Overall goal: Cause a long-term, discernable improvement in the way that the City reviews and approves and manages applications for new homes, remodels, minor residential and commercial projects, historic resources and more. Ensure compliance with updated State laws and the Coastal Act. Improve communications with applicants and the design community. Be clear and transparent with performance metrics, such as time to secure a permit.
Key Tasks to include, but not be limited to:
• Design review changes – including Objective Design Standards, more projects being exempt from DR, more at Admin DR. Reconsider how City public works projects are reviewed.
• Update and reflect more protective approaches to historic resource preservation (pending a review by a consultant). Consider changing the Heritage Committee to a Historic Resources Commission with design review for properties on the Historic Register.
• Strengthen Energov use and training (all projects go through Energov but we don’t stop human to human interactions)
• Have specific performance metrics, collect the right and better data, be transparent about it.
• Provide regular and updated training for staff, including problem-solving. • Provide regular feedback sessions with the design community Users Group • Get back to applicants regularly – at least 1x a week. • Complete Comprehensive Zoning Code Update, including how the changes affect the General Plan, pull out special efforts earlier if we can. • Comply with State law – objective design standards, permit streamlining act, portals for electronic plan submittals, ADUs, etc.
• Adjust/right size building inspector staffing levels to provide two-hour inspections windows.
• Implement online building inspection request portal through Energov. • Review and update building staging plan requirements to with a focus on minimizing construction impacts to surrounding neighbors.
Supports: Strategic Theme #4
Led by: Dave K, David Contreras and Community Development management, with assistance from Megan, Jane, Gavin and Aggie
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Initiative #5 – City Fiscal Sustainability & Building a Culture of Excellence. Overall goal: Ensure that Laguna Beach’s long-term fiscal sustainability is ensured through accurate and regular fiscal projections, master plans that include funding sources, and modern revenue management practices. May include becoming a Charter City, as well as considering additional revenue measures for the voters. Another goal here is ensuring that Laguna Beach’s city government has a culture of excellence – including being user-friendly, modernized, appropriately uses technology, researches and follows best practices, is transparent, works from specific timelines, is responsive to our customers, and uses meaningful performance measurements.
Key Tasks to include, but not be limited to:
• Have an internal, department-wide commitment to excellence in public service. • Create and use updated long-term fiscal projections for all City revenue sources, all expected expenditures.
• Explore overlooked or underutilized revenue sources, including parking, short-term lodging enforcement, and more.
• Consider becoming a Charter City to increase flexibility with service provision, such as parking enforcement.
• Identify where we do not have appropriate master plans (including IT updates), develop an approach to complete them including funding sources. • Work with the residents and business community on possible revenue measures in time for the November 2026 ballot
• Review foundational documents for revenue sources to ensure accuracy and appropriateness.
• In the spirit of being a government with a culture of excellence:
o Work from project workplans, that have defined and publicized timelines for all major efforts and Capital Improvement Program items. o Consider more focused community scoping meetings early in the process to speed design work.
o Implement Raftelis recommendations for Finance
o Seek accreditation for Public Works
o Review / update and make transparent City policies – Council policies, Departmental policies that effect the public, and administrative policies. o Have an appropriate and publicized customer response policy.
Supports: Strategic Theme #4
Led by: Work with Ad Hoc Committee (Mayor Rounaghi, Mayor pro Tem Orgill). Gavin and Erica and Aggie, with assistance from Jeremy, Megan and all department heads. 66 of 187
What does this mean for other efforts from the past? We’re not abandoning them, but the five initiatives seem to take priority for 2025. Several of the older initiatives, like increasing affordable housing and making Laguna a more environmentally sustainable community, made good progress in 2025 and we’ll keep updating the Council and community on that. This is in no way minimizing the other efforts. 67 of 187
1 Mission
Hospital Laguna
Beach
• Whalen
• Vacant
Staff Liaisons:
• Dave Kiff
• Chief Calvert
The Ad Hoc Committee was
established to meet with
Mission Hospital on issues
related to the hospital.
Reapproved
December 2022
Upon
completion of
the project work
plan
2 Leadership
Laguna
• Kempf
• Rounaghi
Staff Liaisons:
• Jeremy Frimond
The Ad Hoc Committee was
established to support
Leadership Laguna, a citizens'
academy comprising five
workshops designed to
acquaint residents with the
inner workings of the City.
Reapproved
December 2022
Upon completion
of the fifth
workshop
3 Promenade • Kempf
• Orgill
Staff Laison:
• Louie Lacasella
Collaborate with the
community, staff, and
consultants to delineate the
parameters and limitations of
the Forest Avenue Promenade
project. Additionally, the
Committee aims to devise a
comprehensive strategy to
advancing the project,
integrating public engagement
methods to gather feedback
from the community’s
proficient volunteers with
diverse expertise in relevant
fields.
February 27,
2024
Upon
completion of
the project work
plan
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4 Revenue
Enhancement
• Whalen
• Orgill
Staff Laison:
• Gavin Curran
• Louie Lacasella
Development of revenue
enhancement, including ballot
measure proposal (for
November 2026) for City
Council consideration.
Reaffirmed on
July 23, 2024 December 2026
5 Laguna
Canyon Road
• Whalen
• Rounaghi
Staff Liaison:
• Mark McAvoy
• Tom Perez
• Dave Kiff
The Ad Hoc Committee was
established to further support
for the undergrounding and
roadway improvement on
Laguna Canyon Road (aka The
Protect and Connect project).
December 2022
Upon
completion of
the project work
plan
6 Community
Land Trust
• Whalen
• Orgill
Staff Liaisons:
• Jeremy Frimond
• Jennifer Savage
The Ad Hoc Committee was
established to assist staff in the
formation in the Community
Land Trust
September 24,
2024
Upon Formation
of the
Community
Land Trust
7 Facilities
Master Plan
• Rounaghi
• Orgill
Staff Liaisons:
• Gavin Curran
• Mark McAvoy
The Ad Hoc Committee was
established to work with staff
on the development and the
scope of work and the
procurement process for the
Facilities Master Plan effort.
February, 2023 December 2025
8 Pool
• Whalen
• Kempf
Staff Liaisons:
• Michael Litschi
• Alexis Braun
• Dave Kiff
The Ad Hoc Committee was
established to evaluate the
feasibility, capital and
operational costs, community
impacts, and programming
October 2023
Upon
completion of
the project work
plan
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possibilities associated with
various pool expansion
options.
9 Vista Aliso • Rounaghi
• Whalen
Staff Liaisons:
• Jeremy Frimond
• Jennifer Savage
The Ad Hoc Committee was
established to work with the
Laguna Beach Unified School
District on extending the Vista
Aliso Lease.
July 2023
Upon completion
of the project
work plan
10 ADU
Legislation
• Rounaghi
• Orgill
Staff Liaisons:
• Jennifer Savage
• Jeremy Frimond
The Ad Hoc Committee was
established to work with the
City Manager, City Attorney,
and Townsend Public Affairs
to refine the legislative
proposal and strategy for the
upcoming 2024 legislative
session. Meet with relevant
state stakeholders, including
but not limited to, the state
HCD, Coastal Commission,
and our Orange County
legislative delegation to lobby
for the legislative proposal and
advance the City’s regulatory
and legislative priorities
related to ADU’s as defined in
the City’s Legislative
Platform.
October 2023
Upon completion
of the project
work plan
11 Laguna Beach
Stewardship and
Visitor Impact
• Kempf
• Orgill
Staff Liaison
• Jeremy Frimond
To develop and recommend
programs that preserve Laguna
Beach’s Unique environment,
culture and heritage.
August 2024 Upon completion
of the project
work plan
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12 SOCWA /
MNWD
Withdrawal
Agreements
• Whalen
• Rounaghi
Staff Liaison
• Gavin Curran
• Mark McAvoy
Work with staff on outlining
proposed improvements to the
Coastal Treatment Plant, and
working with Moulton Niguel
Water District on a possible
Memorandum of
Understanding that would
explore opportunities for the
City to participate in the
OASIS Water Resource Center
Project
November 2024 Upon completion
of the project
work plan
13 Fire Department
Strategic Plan
• Orgill
• Rounaghi
Staff Liaison
• Niko King
Assistance in the Development
of the Fire Department
Strategic Plan
August 2024 Spring 2025
14 Government
Efficiency
• Orgill
• Rounaghi
Staff Liaison
• Dave Kiff
This committee collaborates
with staff, stakeholders, and
community members to
explore innovative solutions
and best practices that align
with the City's goals and
priorities.
November 2024
Upon completion
of the project
work plan
15 Wildfire
Mitigation and
Fire Safety
• Whalen
• Kempf
Staff Liaison
• Chief King
• Chief Calvert
• Mark McAvoy
• Jeremy Frimond
The Ad Hoc Committee was
established to identify and
prioritize additional programs,
mitigation measures, staff and
equipment needed to further
reduce the risk of loss of life
and property damage from
January 2025
Upon completion
of the project
work plan
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wildfire and the cost to
implement them.
A
Aliso Creek
Estuary
Restoration
Project
(City
Representative)
• Whalen
• Vacant
Staff Liaisons:
• Jennifer Savage
• Jeremy Frimond
A member of the City Council
will serve as the City
representative to work with Ed
Almanza in efforts to advance
the concept development of an
Aliso Estuary Restoration
Project and provide periodic
status reports to the City
Council.
May 2021
Upon completion
of the project
work plan
*Revised 1.14.25
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Laguna Beach Coastal Stewardship Concepts (DRAFT)
January 2025
Dave Kiff, City Manager
With assistance from Public Works, Police, Transit and Community Development.
Stewardship Plan Elements
The Laguna Beach Coastal Stewardship Concepts draft outlines various initiatives and proposals for managing public coastal resources, improving visitor experiences, and protecting sensitive coastal areas.
• Trash Management: The City plans to enhance trash collection and recycling efforts, particularly during peak visitor months, with increased services and additional trash cans. • Sidewalk Cleaning: Regular sidewalk cleaning and pressure washing services are contracted for high-traffic areas, with increased frequency during peak seasons. • Nighttime Security: Laguna Beach Police Department manages nighttime private security to address quality of life issues and enforce beach curfews, with a proposal to add a third security guard during summer months.
• Nuisance Enforcement: The Park Ranger program, which addresses crime and quality of life impacts, may be expanded with additional senior positions and updated municipal codes.
• Parking Management: Laguna Beach manages 3,500 paid public parking spaces and plans to explore additional parking zones and structures to accommodate growing demand. • Parking Rates: Current parking rates are governed by a Coastal Development Permit, with proposed strategies for higher rates and dynamic pricing in the next permit cycle. • Parking Duration and Enforcement: The City is transitioning to a license-plate based parking payment system and expanding mobile payment options to improve enforcement efficiency.
• Traffic Enforcement: Laguna Beach plans to continue its partnership with the Office of Traffic Safety and expand traffic enforcement operations, including loud exhaust details and DUI checkpoints.
• Trolley and Transit Programs: The City's free trolley and on-demand transit services will be expanded, supported by a recent grant, to provide more frequent service and cover additional areas.
• Tidepool Protection: The Laguna Ocean Foundation administers a tidepool protection program with volunteer docents and paid educators, but it faces funding challenges and seeks further support.
• The Role of Visit Laguna Beach in stewardship destination management (not included in this draft document)
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I – Public Coastal Resource Management
To protect the resources identified in the General Plan and the Local Coastal Plan (see Part III – Reference Policies), the City could consider embarking upon the below starting in late Spring 2025:
1 - Trash collection, recycling, trash removal (managed by Public Works) Current Program: There are approximately 930 outdoor public trash and recycling receptacles located throughout the City at beaches, parks, and sidewalks within downtown and along Coast Highway year-round. All outdoor public trash and recycling receptacles are serviced at least once per day.
During the peak visitor months of June through September, this number increases to 1,030 as we add 100 additional temporary trash cans at some of our busiest locations (typically beach access areas). In addition to servicing all receptacles daily, during the peak visitor months, we also perform a 2nd and 3rd collection of 382 receptacles located at our most prominent locations such as downtown, along Coast Highway, Heisler Park, Main Beach and other beach areas.
Another element of our trash collection services are the litter collection crews that work to remove litter and illegally dumped trash from the public right-of-way (ROW). During the week, PW City staff will respond to reports of illegally dumped trash within the ROW, and address routine litter issues, as needed. During the weekends (Friday, Saturday and Sunday) of peak visitor months, and on other projected high-traffic weekends such as Spring Break, Easter, Mother’s Day, contracted crews are scheduled to provide litter/trash removal from the ROW, mainly along Coast Highway and within neighborhoods with high visitor parking.
The services described above are performed by 2 PW Maintenance Worker I positions and contracted services provided by Spectrum Facility Maintenance at a cost of $455,000 annually.
These trash and litter programs are supported with oversight and administration by a Maintenance Lead Worker and Maintenance Supervisor within the Street Maintenance Division.
Proposed Program Changes: increase # of cans and collection by __% for Summer 2025.
Assume $________ net increase in annual cost, primarily for additional cans and can collection pickup frequencies.
2 – Day Porter and Sidewalk Cleaning Services (managed by Public Works) Current Program: The Public Works & Utilities Department contracts for routine sidewalk cleaning, pressure washing and day porter services for many of our highest trafficked areas such as downtown, Coast Highway, Main Beach, Heisler Park, Aliso Beach and other South Laguna beach locations.
Sidewalk cleaning and pressure washing services are performed as follows:
• Downtown: 2x per week (October – May) / 4x per week (June – September) • Coast Highway (Cleo to Pearl): 1x per month (October – July) / 1x per week (August and September
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• Coast Highway (Catalina to 5th Ave): 1x per month (October – July) / 1x per week (August and September
• Glenneyre Parking Structure Staircase: 1x per month (September – May) and 2x per month (July – August)
• Susi Q Parking Structure: 2x per year (generally July and December) In addition to sidewalk cleaning and pressure washing, Day Porter services are also implemented to supplement services provided by City staff at select locations to provide rapid litter removal, restroom cleaning, and restroom restocking.
Day Porter Services are provided at the following locations:
• Downtown, Main Beach, and Heisler Park: 8am to 10pm / 7 days per week o October – May: 1 person per shift / 16 hours per day
o June – September: 2 people per shift / 32 hours per day • Forest Avenue Promenade: 8am to 11pm / 7 days per week • Aliso Beach and South Laguna beach locations: 6am to 10pm / 7 days per week o October – mid-May: 3 people per shift / 48 hours per day o Mid-May – September: 5 people per shift / 80 hours per day The total cost of contracted sidewalk cleaning, pressure washing, and day porter services is $1,105,000 annually. These programs are supported with oversight and administration by a Maintenance Lead Worker and Maintenance Supervisor within the Street Maintenance Division.
Proposed: Maintain the current program with additional oversight by Public Works to improve outcomes. The CM and the Public Works team discussed recently how the above activities and supervision needed additional focus.
3 – Nighttime / Evening Private Security (Managed by the LBPD) Current Program: This program is managed by the Laguna Beach Police Department using Lyons Security Services as the security vendor.
Two armed security guards patrol designated areas in the evening. They address quality of life issues, enforce beach curfews, and address any non-violent criminal behavior. When compliance is not received or they witness a crime in progress, they have a radio and immediately contact dispatch for assistance from a police officer. Nightly reports are sent for documentation of vandalism, graffiti, trash, and property damage which is then addressed the following day.
The south guard patrols from 6:30 p.m. until 2:30 a.m. and closes all beaches from Aliso Beach south to Thousand Steps Beach at their scheduled times. Recently, Victoria Beach was added to the patrol to address residents' concerns. During winter, the south patrol is not as busy as the beaches are slow. When the south beaches are closed each night, the security officer is redirected to patrol the central beaches.
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The north guard patrols (8:00 p.m. until 4:00 a.m.) Main Beach, Heisler Park, Picnic Beach, and Downtown Promenade.
Cost: $360,000/year ($63.00 / hour)
Proposed:
1. Continue security services as they provide consistent focused patrols on our beaches and in downtown area to immediately address quality of life impacts.
2. During the summer months, April to September, a third security guard could be added in the evening to monitor the central beaches (Sleepy Hollow to Bluebird Street).
Cost: Six months at $80,000.
4 – Nuisance Enforcement
Current: Laguna Beach PD’s newly established Park Ranger program includes eight full-time positions. The Ranger’s area of responsibility is to address crime and quality of life impacts in our beaches and parks including, but are not limited to, smoking, alcohol related crimes, and homelessness.
They have peace officer powers and wear all the same protective equipment as a police officer, minus a handgun. They work 12-hour shifts to maximize coverage across the week, and cost about $127,086 a year per position (top step $86,988, plus benefits).
The Park Ranger Program has proven to be a strong deterrent for quality-of-life impacts on the beaches and parks. Unfortunately, they cannot be everywhere at once. Typically, four Park Rangers are on duty each day, patrolling seven miles of beach and over 20 City parks.
The program has received ongoing accolades from the community since its inception and the demand for additional Rangers continues to increase, especially over the summer.
Proposed:
1. Adding two Senior Park Rangers positions to direct and supervise the other eight Park Rangers. The two Senior Park Rangers would provide additional coverage throughout the City, and be responsible for oversight, training, and community outreach. A 10% increase in pay is recommended for the Senior positions. The two additional positions may be able to be funded through Measure LL.
2. Update the littering municipal code. The section was written in 1950’s. The current code describes scattering of refuse (18.04.050) and disposal of refuse (18.04.060). The 76 of 187
recommendation is to have the City Attorney research best policies and practices and provide a recommendation for improvement.
3. Over the summer, we saw a significant increase in the use of E-Z UP canopies for beachgoers to shield themselves from the sun. Most E-Z UP’s are 10’x10’, however our municipal code only allows for a canopy to be 6’ x 6’. The intention of the Code is to ensure our Marine Safety Lifeguards have clear line of sight to the water. Over the summer, Park Rangers did a good job of obtaining voluntary compliance to have visitors drop the E-Z UP’s below the 6’ height limit, but allowed them to maintain the 10’ width. It is recommended to amend the current code to allow for a canopy to be 10’ wide, while maintaining the 6’ height limit.
Cost: TBD.
____________________________________________________________________________________________ 5 – Parking Enforcement
Current Program: Laguna Beach PD currently oversees and manages the Parking Services Officers. Four full-time and three part-time positions are budgeted.
Proposed: TBD. Note that our flexibility regarding methods of parking meter enforcement would be improved if the City became a Charter City. Consider having the Council discuss the merits of becoming a Charter City in early-mid 2026.
____________________________________________________________________________________________ 6 – Parking Spaces
Current Program: The City manages approximately 3,500 paid public parking spaces throughout the community, including both on- and off-street spaces. The City’s paid public parking spaces generated more than $9.9 million in revenue in FY 2023-24, and an additional $455,000 in revenue from resident / shopper parking permits.
Over the past decade, the City has successfully implemented a variety of parking management strategies to help accommodate residential, business and visitor parking needs, including:
• Peripheral parking lots with 700 additional visitor-serving parking spaces during the summer season, non-summer weekends and during special events, which helps reduce traffic congestion and improve air quality;
• A free citywide trolley with approximately 640,000 boardings in the past 12 months that utilizes alternative-fuel vehicles to provide transportation from all public parking lots, including four free or low-cost peripheral parking lots;
• A free on-demand micro transit service (Laguna Local) providing service to 150 locations throughout the community using hybrid-electric minivans, allowing travel from residential 77 of 187
areas of the city to major activity centers and beaches without the need to drive and park; 75,000 boardings in the past 12 months
• A free parking app providing real-time parking availability to motorists and mobile payment options, which helps to improve traffic circulation and reduce congestion;
• Updated parking wayfinding signage with a consistent logo and numbering system that makes it easier for visitors to find public parking lots located throughout the City;
• A free trolley tracker app that provides up-to-the-minute updates on trolley arrival and departure times, as well as maps and service alerts;
• Marketing and education programs to encourage use of alternative transportation, including City trolleys, OCTA bus routes, carpooling and rideshare services;
• A tiered parking rate structure designed to provide paid parking at various price points, including free or reduced priced parking in peripheral lots with connectivity to free citywide trolley services.
Proposed: The City will continue to utilize and expand on the transportation demand management strategies discussed above, including the short-term strategies identified in the Parking and Transportation Demand Management Report. In addition, staff will explore options to create additional paid public parking zones, including along Coast Highway in South Laguna, and possibly at the closed Gelson’s site. This may require further approvals.
In addition, the City will continue to plan for a Village Entrance parking structure (estimated @ ____ spaces) and an expansion (via a 3rd deck) of the Glenneyre Parking structure (estimated at 35 additional spaces).
____________________________________________________________________________________________ 7 – Parking Rates
Current: The City’s public parking rates are governed by the City’s Local Coastal Program as regulated by the California Coastal Commission. In December 2020, Coastal Development Permit (CDP) No. 20-7564 was issued, which established a multi-year parking rate structure for City parking lots and meter zones. The CDP is valid through the summer of 2025. Parking rates will increase by 10 percent in summer 2025 vs. summer 2024 in accordance with the approved CDP.
In accordance with the CDP, parking rates increased 10 percent in all City parking lots and meter zones during summer 2024, bringing rates to $5.90 per hour in downtown parking areas and $3.30 per hour outside of downtown. Village Entrance lots (10, 11 and 12) were priced at $25 per day on weekends and $20 per day on weekdays. Lots 13 (Susi Q) and 14 (Hagan Place) were priced at $6 per day after 5 p.m. weekdays and all-day Saturdays and Sundays. Summer parking rates were in effect between June 24 and September 2, 2024, with enforcement hours from 8 a.m. to 9 p.m. in downtown 78 of 187
and along Laguna Canyon Road and ending at 7 p.m. in all other parts of the City. Rates return to the current non-summer prices of $2.50 per hour in most locations and $3 per hour in downtown offstreet parking lots starting on September 3, 2024. The table below shows parking summer and nonsummer parking rates during last three years of the five-year period covered by the CDP.
Proposed: Additional parking pricing strategies including higher parking rates and dynamic pricing (by season, day of week and time of day) will be considered as part of the next CDP submitted for parking rates anticipated to be submitted for approval in late 2025. ____________________________________________________________________________________________ 8 – Parking duration/time limits/parking space exchange Current: Most paid parking spaces in the City, particularly those in the downtown and other business districts, have a 3-hour time limit to encourage regular turnover of spaces. Select areas of the City have paid public parking with longer time limits, including 4-hour limits on Cliff Drive in Heisler Park, 10-hour limits on Upper Cliff Drive and Laguna Canyon Road/Frontage Road, and and all-day, flat-rate lots at the Village Entrance. In addition, there are short-term (30 minute) parking spaces throughout the City as well as dedicated loading/drop-off zones. Parking occupancy sensors are installed in most City parking spaces (both on- and off-street), except for those located on Laguna Canyon Road and Coast Highway, which would require a Caltrans permit. The parking occupancy sensors provide a wealth of data, including utilization and average length of parking sessions at each space.
Proposed: The City is gradually transitioning to a license-plate based parking payment and enforcement system, including new multi-space plate-based pay stations and expanded mobile payment options. Two parking enforcement vehicles have been equipped with mobile license plate reader (LPR) technology, which will allow parking enforcement officers to operate more efficiently and perform “digital chalking” to identify and cite vehicles that are parking beyond established time limits in paid public parking zones. The City also plans to transition to plate-based parking permits, which will replace the physical parking stickers currently issued for Shopper Permits and other City-issued parking permits.
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____________________________________________________________________________________________ 9 – Traffic Enforcement
Current: We recently added two Motor Officers (four total) and a created a traffic sergeant to oversee our traffic division. The traffic team is enthusiastic and has already increased enforcement in areas with identified risk for traffic collisions. Over the summer, they also conducted three joint task force loud exhaust operations and two DUI checkpoints.
We maintain an excellent partnership with the Office of Traffic Safety (OTS) who continue to help fund traffic related enforcement operations and needed equipment. We recently received a $190,000 grant from OTS.
Proposed:
1. Continue our OTS partnership and expand from three loud exhaust details over the summer to four and continue primary collision enforcement (speed, stop signs, signal violations).
2. Downtown Traffic Aides to be hired and start earlier in the year due to increased downtown gridlock. It is recommended they start on June 1 and continue thru Labor Day weekend.
Cost: TBD
____________________________________________________________________________________________ 10 – Trolley and On-Demand Transit programs. The City’s popular on-demand transit program will be expanded into the Laguna Canyon Road and El Toro Road areas in Spring 2025 thanks to a recent $7.2 million grant from OCTA. Similarly, the grant continued funding for the City’s trolley services through 2031, and will allow more frequent service on federal holidays and Winter/Spring break, as well as an expansion of the Summer Breeze trolley which provides a convenient connection to Laguna Beach from a free park and ride lot in Irvine between Memorial Day and Labor Day.
Laguna Beach is the only coastal city in Orange County that provides year-round trolley and ondemand services, and all transit services are free to ride. The Laguna Beach trolley system provided more than 600,000 trips last year and Laguna Local on-demand service provided more than 75,000 annual trips.
____________________________________________________________________________________________ 11 – Tidepool Protection / Docents
Current: This program, administered by the Laguna Ocean Foundation (“LOF”), consists of various forms of education and outreach. “It’s a long-term campaign to protect the tidepools through education that, over time, modifies public behavior. “ It includes:
• Social media messaging (and developing new messaging tools and content); • Public outreach events, such as Kelpfest;
• School programs and the partnerships developed with Pacific Marine Mammal Center, Laguna Canyon Foundation and the universities; and
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• The “flagship program” - the volunteer Tidewater Docents, launched in the Foundation’s first year. Since then, we have supplemented that volunteer program with paid on-site biologists, the Tidepool Educators. These two programs are the major tools in our toolbox and the most important in averting direct impacts of Laguna’s >6 million visitors to our tidepools.
This kind of work is very labor intensive, requires special expertise and management to do well, and thus far has been difficult to fund sufficiently to meet the need. The MPA monitoring studies produced by the State summarize the need in the statement “Easily accessible, easily impacted”.
Our tidepools are within the MPA Reserve System and yet they receive no State funds for direct protection relative to their vulnerability.
The Tidepool Education program currently covers five tidepool areas with various degrees of coverage. These are:
• Treasure Island Shore (Treasure Island Rocky Platform and Goff Island) • Heisler Park (Below the Gazebo)
• Crescent Bay (north)
• Shaw’s Cove (Twin Points)
• Wood’s Cove Rocky Platform
About and of the five sites:
• The Treasure Island Shore is the most complex and challenging of the sites. LOF uses a combination of paid Educators (Biologists) and volunteer docents. LOF receives funding from the Montage Resort, but not enough to support adequate year-round coverage. LOF is in discussions with the Montage to seek increased funds (a request that has been ongoing for a few years).
• Heisler Park is a priority site because of its extensive tidepools of high quality and extremely high number of visitors. LOF currently tries to cover the tidepool area opposite Bird Rock (below the Gazebo).
• Crescent Bay (north end) is a high sensitivity site. Coverage is funded by a private donor but not at a level sufficient to meet the current demand for the entire year. • Shaw’s Cove (along with TI and Heisler) is one of the three highest value tidepool sites, in terms of diversity and quality, in Laguna Beach. Because of its Twin Peaks configuration, it warrants simultaneous coverage by two persons. LOF has no dedicated funding for this site and attempt to provide coverage with Docents.
• Wood’s Cove is a not a high priority except on peak holidays and weekends when crowds swarm the rocky platform south of the arch that divides Wood’s Cove and Pearl Street Beach.
LOF has no funds for this site but tries to cover it with Docents when LOF can.
Current staff includes:
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• Six part-time paid field Educators. We call them ‘Biologists’ because they are trained in Marine Biology (many with academic degrees) as well as in public interaction on the rocks. On average they spend approximately 1,200 hours at the tidepools per month. • Several dozen unpaid volunteer Docents (with limited availability) who often work in pairs, independently or in tandem with paid Biologists. Their hours are highly variable, but average 170 hours per month.
• Field Management, Training and Scheduling Staff: One full-time equivalent staff person. This position is not sufficiently funded.
• Education and Outreach Program Manager: One full-time position. We supplement on-therocks education with other community outreach and education programs, including social media messaging. This position exists but is not sufficiently funded. • Administrative Assistant: A half-time position. Approximately three-quarters of this position (15 hours per week) is devoted to the Tidepool Education Program. • Managing Director: Half-time position. Approximately 50% of this position (10 hours per week) is spent on managing staff, grants, programs management and seeking funds; this position is not sufficiently funded).
• Board of Directors: Much pro-bono labor to support the Education Program is provided by Board Members.
Current Annual Costs (Ballpark): About $11,200 per month, or $134,400 per year. According to LOF, program expenses exceed current funding. LOF began providing Tidepool Docents over 20 years ago, a service that has outgrown its sustainability as a volunteer effort. Program functions that are not sufficiently funded are currently being sustained by Laguna Ocean Foundation’s Reserve Fund and by hand-to-mouth donations.
The onsite Education hours vary greatly from day to day, week to week and season to season, because of the tides, daylight hours, weather and surf conditions and magnitude of the crowds.
LOF spends approximately $98,000 each year on the on-the-rocks tidepool program. Some of this is money that comes from the Foundation’s own reserves. This figure does not include the in-kind value of volunteer labor (Docents, Management and Board).
Proposed & Cost: To be discussed.
____________________________________________________________________________________________ II – Destination Stewardship
To be discussed by Mayor pro Tem Orgill
_______________________________________________________________ III – Coastal Resource Reference Policies
With some emphasis added.
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California Coastal Act
Section 30001 of the CA Public Resources Code
The Legislature hereby finds and declares:
(a) That the California coastal zone is a distinct and valuable natural resource of vital and enduring interest to all the people and exists as a delicately balanced ecosystem. (b) That the permanent protection of the state's natural and scenic resources is a paramount concern to present and future residents of the state and nation.
(c) That to promote the public safety, health, and welfare, and to protect public and private property, wildlife, marine fisheries, and other ocean resources, and the natural environment, it is necessary to protect the ecological balance of the coastal zone and prevent its deterioration and destruction. (d) That existing developed uses, and future developments that are carefully planned and developed consistent with the policies of this division, are essential to the economic and social well-being of the people of this state and especially to working persons employed within the coastal zone.
City of Laguna Beach Local Coastal Plan (LCP) and General Plan Goal 4: Recognizing that Laguna Beach is a worldwide visitor destination, enhance the visitor experience while maximizing protection of the community’s coastal and other natural resources.
Intent - The increasing number of visitors to Laguna Beach requires the protection of the community’s sensitive coastal and other natural resources. The intent of the following policies and actions is to enhance the visitor experience along the coast, while minimizing impacts on Laguna Beach’s natural resources. The primary method of implementing this goal is through development of a Coastal Resources Protection Program. Elements of such a program include, but are not necessarily limited to, the following:
1) Potential rezoning of designated areas adjacent to the coast to provide visitor-serving uses that include a mix of commercial uses and public services and facilities. Potential sites would be designated based on their potential to accommodate high levels of visitor traffic with minimal impact on sensitive coastal resources and minimal effects on neighboring land uses. The intent of potential rezoning would be to serve the City’s increasing number of beach visitors and enhance coastal access, while redirecting beach activity from locations identified as more environmentally sensitive to less sensitive beach areas. 2) Ongoing coastal resource protection through enforcement and public education. 3) Potential impact fee on new visitor-serving land uses benefiting from visitor activity that would help offset costs associated with protecting coastal resources from the increasing number of community visitors.
4) Identification of a site for development of a Coastal Resources Interpretive Center.
Policy 4.1 Develop and adopt a program to protect sensitive coastal resources.
Action 4.1.1 Compile an inventory of the City’s coastal resources and prepare a Coastal Resources Protection Program. (Short-to-medium-term implementation.) Action 4.1.2 Evaluate and, if appropriate, adopt a program to rezone and encourage redevelopment of properties in specified areas of the coast to better provide public coastal access while protecting sensitive coastal resource areas. (Medium-to-long-term implementation.) 83 of 187
Action 4.1.3 Evaluate and, if appropriate, establish a fair-share impact fee for land uses and development benefiting from visitor activity for the purpose of offsetting costs related to the Coastal Resources Protection Program. (Medium-to-long-term implementation.) Action 4.1.4 Update the Open Space Conservation Element to address the proposed Coastal Resources Protection Program and update the City’s resource maps. (Medium-to-long-term implementation.)
Policy 4.2 Promote policies to accommodate visitors, reduce conflicts between visitorserving uses/infrastructure and residents, and reduce impacts on the City’s natural resources.
Action 4.2.1 Prepare a Coastal Resources Protection Program that includes policies to accommodate visitors, reduce conflicts between visitor-serving uses/infrastructure and neighborhoods/residents, and reduce impacts on the City’s natural resources (e.g., potentially provide shuttles from satellite parking areas and visitor destinations that group facilities such as shops/restaurants/restrooms and establish methods to ensure that designated beach access points and street ends are safe, welcoming and pedestrian-friendly). (Medium-to-long-term implementation.)
Action 4.2.2 Enforce State’s Marine Life Management Act and identified Marine Life Protected areas within the City and local regulations for the protection of marine life and intertidal resources and to conduct educational and outreach programs. (Medium-to-long-term implementation.) Action 4.2.3 Support a volunteer docent program by a nonprofit organization to provide public coastal resources education. (Medium-to-long-term implementation.) Action 4.2.4 Evaluate and, if considered desirable and feasible, designate a site for a Coastal Resources Interpretive Center. (Medium-to-long-term implementation.) Action 4.2.5 Plan and develop a peripheral parking program to increase mass transit access to Laguna Beach’s visitor-serving beaches and other amenities. The peripheral parking program shall include an investigation of the concept of shared parking, such as the use of public parking lots and underutilized private parking lots that could serve as peripheral parking locations. The implementation of such a program would require a coastal development permit. (Medium-term implementation.) (Same as Action 8.4.7)
Policy 4.3 Maintain and enhance access to coastal resource areas, particularly the designated public beaches, by ensuring that access points are safe, attractive, and pedestrian-friendly.
Action 4.3.1 Continue to pursue dedication and acceptance of beach access and other offers-todedicate throughout the City. The City shall maintain an inventory of public access and open space dedication or offers-to-dedicate to ensure such areas are known to the public and are protected through the coastal development permit process. (Ongoing implementation – short-to-long-term.) (Same as Action 6.9.1)
Action 4.3.2 Maintain and improve public pedestrian access to and along beaches and oceanfront bluff using public rights-of-way and public easements. Protect, and where feasible, formalize, 84 of 187
continued public use over areas used historically by the public (i.e. public prescriptive rights) to gain access to and along beaches, oceanfront bluffs, and other recreational areas. (Ongoing implementation – short-to-long-term.)
Action 4.3.3 Discourage the use of unimproved public accessways to coastal areas by vehicles unless necessary for reasons of public safety. (Short-to-long-term implementation.) Action 4.3.4 All beach amenities available to the general public on the City’s public beaches (including those owned and operated by the City and County) shall be available to all members of the general public on an equal basis. A reservation system for public beach amenities may not be established by private entities. (Ongoing implementation – short-to-long-term.) Action 4.3.5 Maintain a range of parking fees at public beaches and parks, in order to maximize public access and recreation opportunities. Changes to existing time limits or hours of operation and substantial changes to parking fees which have the potential to change the intensity of public use of the beach or public access to the ocean shall require a Coastal Development Permit. (Ongoing implementation – short-to-long-term.)
Action 4.3.6 A public beach closure/curfew cannot apply to the area of Coastal Commission original jurisdiction (State tidelands, submerged lands and public trust lands) including but not necessarily limited to the area seaward of the mean high tide line. Public access to the water’s edge and at least 20 feet inland of the wet sand of all beaches shall be permitted at all times.
Closure to public use of any portion of the beach inland of the mean high tide line is not encouraged and requires a coastal development permit which must maintain the public’s right to gain access to State tidelands. Measures that limit public use of the beach shall be limited to those necessary to address documented public safety events that cause a risk or hazard to the general public and shall be the minimum necessary to address the potential risk or hazard to the general public. The need for continuation of safety measures that limit public access shall be reassessed on a periodic basis to assure maximum public access is provided. (Ongoing implementation – short-to-long-term.)
City of Laguna Beach LCP and General Plan’s Conservation and Open Space Element Topic #2: Tide Pools and Marine Habitats
Background: The shoreline of Laguna Beach is characterized by sandy shores, protected coves and exposed headlands that collectively form the Coastal Intertidal Zone (the area between the high and low water marks). The Intertidal Zone is characterized by tide pools that trap water when the tide goes out, creating self-contained pools. Rich in oxygen and providing an abundant food supply, these tide pools support many species of seaweeds, barnacles, anemones, worms, snails, sea slugs, periwinkles, starfish and mussels. While some species, such as the blind goby, spend their entire lives in tide pools, other creatures depend on the tide pools during some part of their life cycle, either for spawning during their juvenile years, or in the later stages of their lives.
Issue Identification and Analysis:
A. Environmental Sensitivity: The Intertidal Zone of the City's shoreline is a complex and diversified habitat, relying on the natural ecological balance for its life and propagation. The 85 of 187
sensitivity of these habitats and their importance to the overall coastal ecology must not be underestimated. At the same time, however, the Intertidal Zone and tide pool environments are particularly vulnerable to abuse and degradation by human activity.
B. Tourism: Over the years, increasing numbers of tourists, laden with buckets, jars and plastic bags, has curiously collected plant and animal life from the shoreline, gradually depleting supplies (outpacing natural replenishment) and disrupting their sensitive ecological balance. The fact that much of the shoreline in Laguna Beach is accessible to the public has resulted in the diminishment of many intertidal marine species such as starfish, snails, limpets and abalone.
C. Educational Training: Public and private schools for many years have instructed their students through various forms of conservation education, sometimes including field trips ·along the City's coastline, Because marine resources and tide pools are relatively few in number, inadvertent damage or destruction of these fragile habitats frequently occurs where rocks are overturned or marine specimens temporarily removed for observation. The intentional exploitation or destruction of marine life is of course irresponsible. But even the legitimate use of collecting for scientific and educational purposes can seriously deplete marine species in tide pools, if collecting is not carefully regulated and performed in a conscientious manner.
B. Government Regulations: The Intertidal Zone along the shoreline of Laguna Beach has experienced a visible depreciation of plant and animal life as interest and use in public beaches continues to grow. In an effort to preserve this valuable natural resource, the City initiated action to create an environment whereby the Intertidal Zone would be protected and allowed to regain a natural ecological balance. In cooperation with the State Department of Fish and Game, a Marine Preserve was created by the State in 1968 for a portion of the City's shoreline particularly rich in tidepool life. The Marine Preserve or Marine Life Refuge is protected by State law and is intended to preserve tidepool life. The boundaries and major access points to the refuge areas are posted with signs for identification and protection of the pools. Although protected by the California Fish and Game Code, certain game fish, including crustaceans and mollusks, may be removed from a refuge area with a Sport Fishing license pursuant to California Sport Fishing Regulations.
In addition to the Marine Preserve, the State, in conjunction with the City, established an Ecological Reserve in 1974, creating, in essence, a marine sanctuary, or a protected "aquarium". The Ecological Reserve, which is demarcated by buoys and shore markers, differs from the Marine Life Refuge in that public access to Reserves is restricted and marine life, plants, large fish, shells or rocks cannot be removed or disturbed except as authorized by Fish and Game Regulations (i.e., for scientific study or research purposes).
The diminishing natural habitat of intertidal life, which once flourished along the coast of Laguna Beach and Southern California should, over time, replenish due to the protection afforded by designated preserve areas, The keynote, however, to a successful program must include proper monitoring and enforcement, coupled with an effective education program emphasizing the value, sensitivity and complexity of intertidal environments.
Policies
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2-A Encourage the expansion of the Marine Life Refuges and the designation of particularly unique or ecologically sensitive coastal areas as Ecological Reserves (such as seal and bird rocks), pursuant to the provisions of the State Department of Fish and Game. 2-B Initiate procedures to post signs at the boundaries of tide pools, marine life refuges and ecological reserves that clearly denote their ecological significance and the penalty for disturbing these natural environments.
2-C Promote educational programs aimed at heightening the awareness and appreciation of marine resources, utilizing the Marine Safety Department and enlisting support from volunteer groups.
2-D As part of the City's resource management program, include provisions for monitoring of tidepools to ensure a proper balance between public beach access and the preservation of marine resources.
2-E Solicit interest from university faculty and students with expertise in marine ecology to study and evaluate tidepools, including changes in their ecological characteristics. 2-F Develop a local enforcement program, pending funding availability, consisting of shoreline protection regulations and citation authority for Marine Safety personnel. 2-G Support non-profit organizations which provide care and rehabilitation of marine life. 2-H Support restoration of offshore kelp beds.
Topic #3 – Public Beaches and Shoreline Access
Issue Identification and Analysis: Pressures for the utilization of the City’s beaches will continue to grow as the population of Laguna Beach and South Orange County increases. Unrestricted use and access to these beaches may, over time, impose demands beyond their threshold capacities, resulting in significant environmental effects. The realization of new access opportunities, however, may relieve some of these impending pressures by dispersing the demand to other areas.
For example, future regional park facilities such as Crystal Cove State Park and Aliso Creek County Park, located immediately north and south of the City respectively, could offset some of the beach recreational demand in Laguna Beach.
3-K Determine the maximum acceptable levels of public use and methods by which resource values are best protected in areas of existing or potential access where habitat and resource protection have been identified as sensitive.
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City of Laguna Beach
Finance Organizational Assessment
Implementation Roadmap
January 2025
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City of Laguna Beach: Finance Organizational Assessment Implementation Roadmap
We have developed this draft Implementation Plan to assist the City of Laguna Beach with implementation of the recommendations outlined in the Finance Organizational Assessment report. The work involved in implementing these recommendations must be integrated into the City’s other work, with appropriate assignments of responsibility and with the identification of specific planned completion dates.
The draft Implementation Plan begins that process with guidance around the length of time that might be required to complete an individual recommendation (e.g., "Time to Accomplish") and with a recommended priority assignment (e.g., “Priority 1-3”) based on criteria described below.
• Priority 1: Important to accomplish without delay or has significant operational or financial implications. • Priority 2: Second tier of importance to accomplish and/or may involve some complexity or time to complete. • Priority 3: Least urgent to complete and/or may take longer to set up or execute.
To convert this draft to a final Implementation Plan, the City’s management and staff will need to identify specific target dates.
In doing so, staff should also: (1) modify the described activities for implementing an individual recommendation based on your knowledge of what will be required for completion; and (2) adjust the assignment of responsibility based on workload or other considerations. Information included in this Implementation Plan represents our recommendations; final decisions about implementation rest with the City of Laguna Beach, its governing body, and its senior management staff. It is important to note that this document is intended to be a living and evolving management tool. It is entirely reasonable and expected for the Implementation Plan to change as conditions evolve. Its fundamental purpose is to serve as a management tool that will help ensure that the initiatives outlined in the plan are implemented in a thoughtful and systematic way.
Project planning is essential to the successful execution of the work ahead. We hope that you find the draft Implementation Plan useful in that regard. We remain available to consult with you in this process in whatever way we may be helpful. 89 of 187
Priority 1 recommendations of highest priority and urgency to implement include:
Rec. # Recommendation
1 Create two divisions in the Finance Department, one for Accounting and one for Budget and Finance.
2 Add one new FTE Accounting Manager position.
4 Develop a comprehensive Finance Policies document that is presented to City Council and approved by Resolution.
6 Create a comprehensive year-end close checklist and update each year with new requirements. 7 Create a Department calendar that is located on a shared drive and used by all Finance Department staff.
8 Assign the Accounting Manager with monitoring technical implementation of GASB pronouncements and other new reporting requirements.
18 Hire a professional space planner.
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Below is the implementation roadmap for all recommendations within the Raftelis report.
Rec # Recommendation Implementation Steps Priority Time to Accomplish
Person(s)
Responsible
1 Create two divisions in the
Finance Department, one
for Accounting and one for
Budget and Finance.
• Finance Director to meet with City Manager and
HR to review necessary process steps and timelines
• Finance Director to discuss with staff for feedback
on concept and to identify any concerns or barriers
• HR to update job descriptions as necessary to
identify supervisors and duties and gain approval
from City Council, if necessary
• Finance Director to meet with staff to formalize
changes
• Finance Director to communicate the
organizational change and impacts with all other city
departments.
1 3-6 months Finance Director
2 Add one new FTE
Accounting Manager
position.
• Finance Director to meet with City Manager and
HR to review necessary process steps and timelines
• HR to create job description with input from
Finance
• City Manager to ask for approval and budget
support from City Council
• HR to recruit and fill position
1 3-6 months Finance Director
3 Clarify roles and
responsibilities for Finance
positions.
• Finance Director to review all job descriptions for
accuracy
• Finance Director to formalize necessary changes
with HR
• Finance Director to meet with each staff member
to review changes and clarify job duties and
reporting relationships
2 6 months Finance Director
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Rec # Recommendation Implementation Steps Priority Time to Accomplish
Person(s)
Responsible
4 Develop a comprehensive
Finance Policies document
that is presented to City
Council and approved by
Resolution.
• Finance Director to meet with staff, identify and
prioritize policies to be created and/or updated, and
determine if external assistance is required
• Finance Manager to task staff with drafting
updates of specific policies and/or leads an internal
workgroup to draft updates together
• Draft updates provided to the Finance Director for
discussion, review, and approval, with final review
by City Manager and City Attorney (as needed)
• Draft updates provided to the City Council for
discussion, review, and approval
1 6-12 months Finance Manager
5 Document Finance
Department internal
procedures.
• Finance Director to task managers and
supervisors with preparing prioritized list of internal procedures that should be documented each year as
part of performance review
• Finance Director and managers/supervisors
should agree upon prioritization and specific
procedures to be documented by specific dates over
time and determine if external assistance is required
• Draft procedures should be tested for
completeness with other employees and finalized.
• Review with other City departments (for those that
impact them)
• Draft procedures should be saved and stored on a
shared drive for the Department for access by all
staff
2 12-24
months Finance Director
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Rec # Recommendation Implementation Steps Priority Time to Accomplish
Person(s)
Responsible
6 Create a comprehensive
year-end close checklist
and update each year with
new requirements.
• Finance Director to task Accounting Supervisor
with creation of a year-end close checklist for use by
accounting and annual update to include new
requirements
• Once hired, Accounting Manager should ensure
checklist is implemented and milestone dates set
• Checklist should be saved and stored on a shared
drive for the Department for access by all staff.
Milestones for each annual audit cycle should be
updated
1 3-6 months Accounting Supervisor /
Accounting Manager
7 Create a Department
calendar that is located on a
shared drive and used by all
Finance Department staff.
• Finance Director should work with Accounting
Supervisor and Finance Manager to agree upon
calendar format that best tracks all Department
deadlines and tasks
• Accounting Supervisor should create draft
calendar for review and approval by Finance
Director
• Director should share calendar with all staff at
meeting and gather input and feedback
• Calendar should be finalized and implemented,
with all staff required to use it as directed
1 1-3 months Finance Director
8 Assign the Accounting
Manager with monitoring
technical implementation of
GASB pronouncements and
other new reporting
requirements.
• Include implementation of new GASB and other
reporting requirements in the job description for the
new Accounting Manager position
• Include this as a performance review item for
annual evaluation
• Hold incumbent accountable for ensuring accurate
and timely implementation of all requirements
1 6-12 months Finance Director
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Rec # Recommendation Implementation Steps Priority Time to Accomplish
Person(s)
Responsible
9 Provide additional Munis
training for all users and
work with other departments
to document procedures for
using information
technology in order to
maximize efficiencies
across systems.
• Request additional budget to fund additional
Munis training as appropriate
• Identify key procedures such as receipting that
should be part of end user training
• Negotiate cost and timing with vendor and hold
training; include written documentation of all
procedures in cost
• Communicate training options and availability with
all department users
• Survey end users in 6-12 months to determine if
additional training is needed
2 6-12 months Accounting Supervisor
10 Create an Information
Technology plan for the
Finance Department for the
next two years.
• Finance Director, Finance Manager, and
Accounting Supervisor to meet with City IT to review
current and planned initiatives, and to brainstorm
needs for next two
years
• Finance Manager to prepare IT plan which
outlines action items, necessary internal and
external resources, and timelines
• Finance Director to request budget as appropriate
for information technology needs
2 12-16
months Finance Manager
11 Develop a 10-year financial
forecast
• The Finance Manager should explore tools for
creation of a forecast and select one
• The Finance Manager creates a draft long-range
forecast with assumptions clearly stated for review
by the Finance Director and City Manager
• Each budget cycle, the Finance Manager reviews
all assumptions for the forecast with the Finance
Director and City Manager and runs the forecast for
inclusion in the City's annual budget
3 3-6 months Finance Manager
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Rec # Recommendation Implementation Steps Priority Time to Accomplish
Person(s)
Responsible
12 Set a goal to receive the
CSMFO Operating Budget
Award for Excellence
• The Finance Director should establish this as a
goal for the Department and include as a
performance expectation of the Finance Manager
• The Finance Director should include the Award
program costs (minimal) in the department budget
• The Finance Manager should review requirements
and set an implementation date
• Each budget cycle, the Finance Manager shall
ensure the operating budget is prepared according
to the CSMFO criteria and is submitted for the
Award
3 12-24
months Finance Manager
13 Enhance and further
develop performance
metrics for the Department
• The Finance Director should task each
manager/supervisor with creation of efficiency and
effectiveness measures for their work units
• The Finance Department should begin tracking
the data necessary to report for each measure
• Each budget cycle, the measure outcomes should
be reported to the Finance Director and included in
the annual budget; historical performance should be
shown to identify changes over time.
3 24-48
months Finance Director
14 Create a strategic plan for
the Finance Department
• The Finance Director should secure budget
funding for preparation of a department strategic
plan by an external vendor
• Department should prepare strategic plan with
vendor
• Department should promote and communicate its
new plan with City Council, other City staff, and the
public
3 24-48
months Finance Director
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Rec # Recommendation Implementation Steps Priority Time to Accomplish
Person(s)
Responsible
15 Ensure adequate resources
to support ongoing technical
training for Finance
Department staff
• The Finance Director should task
supervisors/managers to identify technical
weaknesses amongst staff and training opportunities
• The Finance Director should budget for the costs
of necessary additional training
• Supervisors/managers should add completion of
appropriate training to performance evaluation for
each staff member
3 12-24
months Finance Director
16 Make communication and
training for internal City
customers a priority to
increase Finance
Department efficiency
• The Finance Director should lead a discussion
with staff on areas in which department end users
could benefit from additional training and assistance
• The Finance Manager should be tasked to create
a calendar and workplan to train end users
• The Department should annually survey its
internal customers to ask how they can be further
assisted
3 12-24
months Finance Manager
17 Review and update the
City's Telecommuting
Policy.
• The City Manager should task the HR Department
with a review and update of the Telecommuting
Policy
• Once complete and approved, HR should
communicate the new policy and compliance to all
City staff
2 6-12 months HR Director
18 Hire a professional space
planner
• The Finance Director should request authority to
hire a space planner for the Finance Department
• The Department should solicit and hire the vendor
and request recommendations on optimizing the
Department's physical layout
• The Finance Director and City Manager's Office
should work with appropriate departments in
implementing space planning recommendations
1 1-3 months City Manager
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Rec # Recommendation Implementation Steps Priority Time to Accomplish
Person(s)
Responsible
19 Develop and document
agreed-upon timelines for
inter-departmental
processes
• The Finance Director should meet with other
Department Heads to review inter-departmental
processes and agree upon timelines for process
workflows
• The Finance director should document the
agreement in writing and solicit assistance from the
City Manager in cases of disagreement
• The Finance Director should task
managers/supervisors to comply with the agreedupon timelines 2 3-6 months Finance Director
20 Re-establish separate audit
and investment advisory
committees for the City to
comply with GFOA best
practices
• The City Manager should meet with the current
Committee members to review the recommendation
and request feedback
• The City Manager should prepare an agenda
item to City Council discussing this
recommendations and gaining feedback as to
whether or not to proceed The City Manager should
prepare an agenda item to City Council discussing
this recommendations and gaining feedback as to
whether or not to proceed
• If proceeding, the City Manager's Office should
prepare draft resolutions that establish each
separate committee as before, amending duties
according to GFOA best practices
• The Finance Director should task
managers/supervisors to comply with the agreedupon timelines 2 3-6 months City Manager
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CITY OF
Laguna Beach
Finance Department
Organizational Assessment
Project Report / January 23, 2025
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January 23, 2025
David Kiff, City Manager
City of Laguna Beach
505 Forest Avenue
Laguna Beach, CA 92651
Subject: Finance Department and Financial Operations Organizational Assessment Dear Mr. Kiff:
Raftelis is pleased to provide this project report of our organizational assessment of the City’s Finance Department and financial operations. We have offered 20 recommendations for change and improvement. With your new Director, we are confident that the Finance Department is and will continue on the right path.
Financial operations in local government are critically important. While not as visible as public safety or public works services to the community, a finance function—as its purpose—acts as the financial steward for the public, and provides accurate, timely, and useful financial information to support the delivery of municipal services. A city government that provides financial services efficiently and effectively ensures that City Council policies are maintained, taxpayer dollars are well managed, and that the City builds a healthy financial condition to sustain operations into the future. Through this assessment, the City can position itself for optimum operations going forward, building on recent improvements already made by City staff.
The focus of this assessment was Finance Department operations, structure, staffing, and processes. We conducted a high-level review of internal control policies and practices, management systems in place, and customer service.
We reviewed the role of the elected City Treasurer and the City as it inter-relates with Finance operations. This report summarizes Raftelis’ analysis and provides specific recommendations for change and improvement. Our recommendations are in the categories of organization structure, staffing and staff development, internal controls, technology, processes, City Treasurer, and Citizen’s Audit Review and Investment Advisory Committee work.
Laguna Beach is fortunate to have a Finance Department staffed with people who care about the community, desire to do their best, and have continued operations through significant turnover and impacts related to the implementation of the enterprise resource planning system. There is a great deal of good work being done, and the recommendations in this report are intended to build upon and enhance these efforts to assist the Department in moving forward.
Thank you for the opportunity to assist the City of Laguna Beach.
Sincerely,
Michelle Ferguson
Executive Vice President
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Table of Contents
EXECUTIVE SUMMARY ........................................................................ 3 INTRODUCTION ..................................................................................... 5 BACKGROUND AND METHODOLOGY.......................................................... 5 ABOUT THE CITY AND FINANCE DEPARTMENT......................................... 6 Staffing..............................................................................................................................8 Budget...............................................................................................................................8 Core Services Matrix .......................................................................................................9 ANALYSIS AND RECOMMENDATIONS............................................. 10 Staffing and Organization Structure ............................................................................10 Internal Controls and Best Practices ...........................................................................15 Staff Development and Training...................................................................................25 Communications and Outreach....................................................................................26 Physical Workspace ......................................................................................................28 Role of the City Treasurer.............................................................................................28 Role of the Citizen’s Audit Review and Investment Advisory Committee ................31 CONCLUSION ...................................................................................... 34 102 of 187
List of Tables
Table 1: List of Report Recommendations...............................................................................4 Table 2: Department Staffing, FY2022 through FY2025 ..........................................................8 Table 3: Finance Division/Department Adopted Budget, FY2021 to FY2025.........................9 Table 4: Summary of Core Financial Services .........................................................................9 Table 5: Department Divisions in Peer Cities.........................................................................11 Table 6: Peer City Finance Department Staffing Levels........................................................13 Table 7: Status of Known Finance Department Technology Implementations ...................21 Table 8: Sample Performance Measures for Efficiency and Effectiveness.........................24 Table 9: City Treasurers in Orange County............................................................................30 Table 10: Finance, Audit, and Investment Committees in Southern California Cities........31 List of Figures
Figure 1: Current Finance Organization Structure, FY2024-2025...........................................7 Figure 2: FY2025 Finance Staff by Years of Experience with the City...................................8 Figure 3: Proposed Department Functional Organization Chart..........................................12 Figure 4: Total City Accounts Payable Invoices ....................................................................13 Figure 5: Proposed Finance Department Organization Structure........................................15 List of Appendices
APPENDIX A: Sample City Financial Policies ........................................................................ 35 APPENDIX B: State and Local Laws on City Treasurer Duties.............................................37 103 of 187
Executive Summary
The City of Laguna Beach engaged Raftelis to complete an organizational and operational assessment of the City’s financial operations. Given the importance of a municipality’s finance function, it is a good practice to evaluate its operations on a periodic basis. Requirements change, processes can be improved, and best practices can be applied from other organizations. City management had identified improvement opportunities and had questions about several late audits. The 20 recommendations in this report, if implemented, will build upon the strength of the City’s financial staff members, led by a new Director. The current Finance staff have years of public sector financial experience in other organizations and a desire to continuously improve so that the Laguna Beach Finance Department not only carries out its functions well but is highly regarded by the public, City officials, and other City departments.
For this review, Raftelis used a combination of analytical methods to assess staffing levels, organizational structure, and operations. These included utilizing guidelines as outlined by the Government Finance Officers Association (GFOA), Government Accounting Standards Board (GASB), as well as generally accepted accounting principles.
Additionally, we compared staffing and organizational structure to several California cities. Raftelis applied our experience working with hundreds of municipal clients each year in California as well as nationwide.
The Finance Department has faced significant challenges in recent years, including staff turnover (including at the Director level), insufficient staff capacity during vacancies, implementation of a Citywide financial technology system (enterprise resource planning system), and a lack of documentation of policies or procedures; as senior staff retired or left, this has meant that new staff have had to learn Laguna Beach-specific procedures from scratch. In large part as a result of these issues, the City has had multiple audit findings, including significant deficiencies, material weaknesses, and repeat findings in consecutive fiscal years. The physical workspace in the Department is limited, and privacy for payroll concerns must be addressed. The workflow between Finance and the City Treasurer needs clarity. Additionally, the City’s Citizen’s Audit and Investment Advisory Committee structure is inconsistent with GFOA guidelines.
The City has invested in additional staff positions in recent years to address the workload and has provided supplementary outside consulting assistance in some cases. The hiring of a new Director in September 2024 has provided renewed leadership with a goal toward improvement; necessary improvements have already been identified during the period of this review, and some already implemented.
The organizational structure of the Finance Department can be improved to clarify reporting relationships, and clearly assign staff to designated functions. Raftelis proposes creating two divisions, one for Accounting and one for Budget and Finance, each headed by a manager reporting to the Director. One of these would be a new position, an Accounting Manager, which would be needed to provide technical oversight and management of the accounting function to enhance its performance.
Improved workflow and communication with other City departments, including the City Treasurer, can enhance efficiencies and relationships as well. As the Department stabilizes, it can move toward a more proactive and strategic approach that includes documentation of City financial policies and internal procedures, the creation of a two-year information technology plan for the Department, and developing a multi-year Department strategic plan.
All of the recommendations offered are intended to be practical and achievable. They will support the good work that the Director is doing now and the high performance that the staff within Finance are aiming to demonstrate.
The Finance Department is on a positive path with its new leadership and, with sufficient support and 104 of 187
encouragement, can be recognized as an outstanding City operation. Several recommendations regarding roles, responsibilities, and processes, will help the City resolve its problems of audit findings, as will a reduction in turnover.
The following table summarizes the list of recommendations proposed in this report. A separate draft, “Implementation Roadmap,” to prioritize our recommendations and assist in thoughtful, phased implementation has been provided to the City under separate cover.
Table 1: List of Report Recommendations
Number Recommendation
1 Create two divisions in the Finance Department, one for Accounting and one for Budget and Finance.
2 Add one new FTE Accounting Manager position.
3 Clarify roles and responsibilities for Finance positions. 4 Develop a comprehensive Finance Policies document that is presented to City Council and approved by Resolution.
5 Document Finance Department internal procedures.
6 Create a comprehensive year-end close checklist and update each year with new requirements.
7 Create a Department calendar that is located on a shared drive and used by all Finance Department staff.
8 Assign the Accounting Manager with monitoring technical implementation of GASB pronouncements and other new reporting requirements.
9 Provide additional Tyler Munis training for all users and work with other departments to document procedures for using information technology in order to maximize efficiencies across systems.
10 Create an Information Technology plan for the Finance Department for the next two years. 11 Develop a 10-year Financial Forecast.
12 Set a goal to receive the CSMFO Operating Budget Award for Excellence. 13 Enhance and further develop performance metrics for the Department. 14 Create a strategic plan for the Finance Department.
15 Ensure adequate resources to support ongoing technical training for Finance Department staff. 16 Make communication and training for internal City customers a priority to increase Finance Department efficiency.
17 Review and update the City’s Telecommuting Policy.
18 Hire a professional space planner.
19 Develop and document agreed-upon timelines for inter-departmental processes. 20 Re-establish separate audit and investment advisory committees in order to comply with GFOA best practices.
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Introduction
Background and Methodology
In August 2024, the City of Laguna Beach engaged Raftelis to conduct an organizational assessment of the City’s Finance Department and all financial operations. In recent years, a combination of turnover in Department leadership, late audits and repeat findings, and the early termination of an auditor contract led to internal and public scrutiny regarding the City’s financial operations.
The goals of this engagement were to identify opportunities for improvement in operations, policies, staffing, and structure of the Finance function, determine the cause of—and solutions for—performance concerns in recent years, review internal controls, assess inter-departmental processes and relationships, and provide a “roadmap” of improvements for the newly hired Finance Director in order to position the Department for success going forward.
Raftelis conducted a kick-off meeting for the study in August 2024 with the City Manager. The purpose of this meeting was to discuss the scope of the project and the City’s objectives, and to finalize the project schedule. Raftelis then submitted a data request to collect background information about various topics, including organizational structures, operations, and staffing elements. Raftelis reviewed numerous documents provided by the City, including:
• Organizational charts and job descriptions
• Annual Comprehensive Financial Reports (ACFRs)
• Auditor letters and findings from recent annual audits • Budget documents and CIP
• Staffing and turnover data
• City Council presentation videos
• Workload data
At the outset of our information gathering, Raftelis’ team conducted two site visits and 24 interviews. Individual interviews were conducted with all Finance Department staff, City Manager, Assistant City Manager, City Treasurer, a former Interim Finance Director, various staff in other City departments, and two members of the Audit Review and Investment Advisory Committee. Raftelis conducted follow-up meetings and communications with staff to clarify our understanding of the information provided, ask additional questions, and discuss organizational structure and staffing options.
Our team observed the Department’s physical workspace and use of technology. The City’s operations and structures were compared with those of other peer agencies in California and against best practices in municipal finance.
Preliminary observations and recommendations were reviewed with the City Manager and Finance Director and, based upon their feedback and input, finalized for inclusion in this report. 106 of 187
About the City and Finance Department
The City of Laguna Beach is a coastal Orange County community incorporated in 1927. It has a local population of 23,032 (April 2020 Census data) with an estimated six million visitors a year (City of Laguna Beach information). It is an affluent community, with over 67% home ownership and a median household income of $141,875. Laguna Beach is a general law city operating within a council/manager form of government. A five-member City Council is elected at-large, and the Council appoints a City Manager and City Attorney. Voters elect a City Clerk and City Treasurer.
Most of the City’s financial functions fall within the purview of the City Manager and are delegated to the Finance Director. The Finance Director reports to the City Manager. Some financial tasks are allocated to the elected City Treasurer by the municipal code.
The organizational structure of Finance operations has changed over time. Prior to FY2023-2024, the Finance staff were part of a Finance Division within a larger Administrative Services Department that also included the City’s human resources, information technology, and communications function. In FY2024-2025, this Department was split, and the Finance staff became part of the Finance and Technology Department which included a Finance Division and Information Technology Division.
Most recently, in FY2024-2025, the City created an independent Finance Department. The organizational structure of the City’s Finance operations (as of September 2024) is as shown in Figure 1 below. 107 of 187
Finance Director
Accounting
Supervisor Payroll Supervisor Procurement Officer
Accounting
Technician
(Payroll)
Accounting
Technician (PBC)
Accounting
Technician (PBC)
Finance Manager
Sr. Administrative
Analyst
Elected
City Treasurer
Accounting
Technician (A/P)
Senior Accountant
City Manager
City Council
Laguna Beach
Residents
Figure 1: Current Finance Organization Structure, FY2024-2025 While Laguna Beach’s permanent population is small, its financial operations are complex. The City has an FY2024- 2025 operating budget of $145.6 million (all funds), multiple revenue sources, including parking permits, sales tax, transient occupancy tax from local hotels, business licenses, and fees and service charges. The City has several special revenue funds that require separate accounting, special assessment districts that assess properties for specific improvements, and loans and bonds that require debt service payments and have restrictions to monitor. The City participates in real estate transactions and, in general, has greater complexity than a typical municipality of its size.
This requires additional staff capacity to comply with all requirements, as well as a higher level of technical accounting skills.
The City Treasurer manages the City’s bank accounts and relationships, taking custody of all receipts and ensuring their safe deposit, and manages the City’s assessment districts. Until 2024, the Treasurer was directly managing the City’s investment portfolio of over $150 million. The City Council outsourced the long-term investments in mid2024. 108 of 187
STAFFING
The budgeted staffing level for Finance staff from FY2020-2021 through FY2024-2025 is provided in Table 2 below.
Table 2: Department Staffing, FY2022 through FY2025
Staffing (FTE) FY2021
Budget
FY2022
Budget
FY2023
Budget
FY2024
Budget
FY2025
Budget
Percent Change
FY2021 to FY2025
Authorized 7.0 8.0 8.0 10.0 11.0 57.1%
As shown in the table, the City has invested in its financial operations in recent years. Finance staffing has been increased by 4.0 full-time equivalent (FTE) positions during that time. Four new positions have been added, including an Accounting Supervisor, Payroll Supervisor, Procurement Officer, and Senior Administrative Analyst.
Raftelis understands that the City’s elected Treasurer has also designated a Deputy Treasurer to back up her work when she is unavailable. The Deputy Treasurer is an unpaid position, and it is unknown whether this person is approved by the City Council.
Turnover. The Finance Department has seen significant staff turnover in the past four years, including in the Director position. The chart below shows the number of Finance staff with varying years of experience working in Laguna Beach.
Figure 2: FY2025 Finance Staff by Years of Experience with the City As shown in Figure 2, eight of the 11 Finance Department staff members (72.7%) have been with the City for one year or less. Only one employee has been with the City for five years or more. During the course of this review, two of these positions were vacated. While most of the staff are new to the City of Laguna Beach, most also have prior municipal or public sector experience and they are committed to improving the City’s financial operations.
In interviews, when asked why colleagues and former staff left the City, a variety of factors were cited, including (1) workload, in part resulting from the implementation of the enterprise resource planning system, as well as turnover and vacant positions requiring remaining staff to pick up tasks; (2) dissatisfaction with management; and (3) a general lack of civility toward Finance staff by some policymakers and some members of the public.
BUDGET
The City’s investment in its financial staffing and operations is illustrated in its financial commitment to the Department. Table 3 below shows the adopted budget for the Finance Division/Department from FY2021 to 3 5
1 1
1 Under One Year
One Year
Two Years
Three Years
Five years
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FY2025. As can be seen, financial support increased by 81.2%, primarily as a result of staffing increases and the materials and equipment necessary to support additional staff.
Table 3: Finance Division/Department Adopted Budget, FY2021 to FY2025 Expense Category FY2021
Budget
FY2022
Budget
FY2023
Budget
FY2024
Budget
FY2025
Budget
Percent Change
FY2021 to FY2025
Salaries and Wages $1,178,800 $1,204,900 $1,295,500 $1,755,100 $2,196,700 86.4% Maintenance and
Operations $202,200 $242,100 $254,200 $250,300 $373,300 84.6% Capital Outlay $37,200 $4,300 $0 $0 $0 -100.0%
Grand Total $1,418,200 $1,451,300 $1,549,700 $2,005,400 $2,570,000 81.2%
CORE SERVICES MATRIX
The following table provides a summary overview of core financial services and those responsible. It is not intended to describe all tasks performed by financial staff.
Table 4: Summary of Core Financial Services
Department Division/Employee Activities
Finance Accounting
Annual Audit/ACFR, Accounts Payable, Accounts Receivable, Purchasing Card Program and Reconciliation, Grants, Business Licenses, Parking Permits, Check Runs/Warrants
Finance Finance Manager Budget, CIP, Capital Assets, Debt Service Reporting, Financial Compliance Reporting
Finance Procurement Officer Purchase Orders, Contracts, Department Training Finance Payroll Processing Payroll, Employee Reimbursements, Taxes City Treasurer N/A Banking, Deposits, Investments, TOT/Revenue Audits Finance Director and
City Treasurer N/A Wire Transfers (two-party setup/transfer) During the course of this review, continuing improvements and changes were being made, either by the new Director or in the City’s chosen method of service delivery. Specifically, the City is outsourcing billing and collection for its business licenses and parking permits, which are currently being handled in-house by the two Account Technicians at the front counter and cause significant in-person traffic at the Finance counter. The City had previously outsourced business licenses in January 2023 but suspended this temporarily as the vendor was not performing. A second round of outsourcing of business licenses is to begin in January 2025, resulting in a planned reduction in front counter traffic. Outsourcing of parking permits will take place in 2026 since permits were just renewed in 2024 and are good for two years.
These changes will free up capacity for the two Account Technicians serving the front counter, providing an opportunity to shift duties among accounting staff. In particular, internal controls for accounts receivables, which were being both entered and posted by the Senior Accountant at times of low staffing, will return to a separation of duties, with the Account Technicians entering receipts and the Senior Accountant reviewing and posting. In turn, the City Treasurer will continue to review physical deposits and bank records against the City’s internal reporting of receipts in Tyler Munis® and other software systems.
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Analysis and
Recommendations
Raftelis’ assessment indicates that the City’s Finance operations are recovering from a “perfect storm” of several factors. These included insufficient staff positions/capacity, vacancies in existing positions resulting from staff turnover, implementation of a new Citywide Enterprise Resource Planning (ERP) financial software system, and lack of consistent leadership and management. Taken together, these items negatively impacted the staff’s ability to perform. The new City Manager and Finance Director are working to address these issues to ensure that performance improves and to regain policymaker and public trust in the care of public funds.
Rebuilding the City’s financial operations will take time, patience, and support. The City has added positions over the past few years and hired new staff who are experienced, bring fresh new approaches from their prior work, and are committed to serving the Laguna Beach community. At the time of this review, the Department was beginning to find some clarity with regard to roles and responsibilities with the filling of vacancies and the near completion of the ERP implementation. With consistent leadership from the Finance Director and other supervisors, this represents a strong foundation of excellence and serves as a framework for continuous improvement.
The analysis and recommendations detailed below identify specific and actionable adjustments that can be leveraged to strengthen service delivery in seven areas: 1) Staffing and Organization Structure; 2) Internal Controls and Best Practices; 3) Staff Development and Training; 4) Communications and Outreach; 5) Physical Workspace; 6) Role of the City Treasurer; and 7) Role of the Citizen’s Audit and Investment Advisory Committee.
STAFFING AND ORGANIZATION STRUCTURE
Recommendation 1: Create two divisions in the Finance Department, one for Accounting and one for Budget and Finance.
The Finance Department is currently organized as a vertical organizational structure, which is relatively unique among municipal finance departments. The organization structure shows the Finance Director supervising one direct report, the Finance Manager, who then supervises all remaining staff across all functions, including accounting, budget, procurement, and payroll.
In the past four years, the combination of vacancies and the addition of four new positions resulted in some confusion and the need for staff to 1) report to interim supervisors when their supervisor position was vacant, and 2) take on duties outside of their typical roles in order to complete the City’s work.
The Department’s ERP implementation occurred during a period of Department turnover and the addition of four new positions with new roles. This strained supervisor bandwidth and resulted in a gap on the accounting side of the Department. Changes will continue to be the norm with the outsourcing of business licenses in January 2025 and the ongoing completion of new ERP modules, which means that clarity of organizational structure and roles is particularly important.
In interviews, Finance staff stated that they would like to see greater clarity in the organization’s structure and responsibilities. Specifically, we heard the opinion that the Department would benefit from having two divisions, one focused on accounting and one on budget and other duties. Several staff members have worked in finance 111 of 187
previously in other public agencies and were familiar with a similar structure, which they felt would be helpful in Laguna Beach. Raftelis concurs with this.
Raftelis reviewed the organizational structure in several peer communities, as shown in Table 5 below. Our experience, as well as what we see in these specific cities is that the accounting function is separated from the budget.
Table 5: Department Divisions in Peer Cities
City Department Divisions or Programs
Brea
• Budget
• Revenue
• Auditing and Accounting
Newport Beach
• Administration
• Budget
• Accounting
• Purchasing
• Revenue Services
• Parking Lots and Meters
San Luis Obispo
• Financial Administration
• Accounting
• Budgets
• Purchasing
• Revenue Management
Tustin
• Accounting
• IT and Budget
Raftelis believes the City will be best served by creating two divisions within the Finance Department(an Accounting Division and a Budget and Finance Division). This structure will provide for clearer roles and responsibilities.
With appropriate management over each, both divisions can focus upon their discrete tasks, with a Manager reporting to the Director. The Director can then rely upon the division managers to oversee their operations, freeing them up to focus upon strategic goals, special projects, and internal and external outreach and communication.
A proposed functional organization structure showing the duties of each division is provided below in Figure 3. 112 of 187
Finance Director
Accounting
Division
Budget and
Finance Division
• ACFR/Annual Audit
• Bank reconciliation
• Accounts payable
• Accounts receivable
• Financial policies and
reserve limits
• Grants accounting
• Capital projects accounting
• Cash receipts and deposit
preparation for Treasurer
• Manager supervises staff
• Annual budget preparation
• Quarterly financial
reporting to departments
• Long-range forecasting
• CIP preparation (with
Public Works)
• Payroll
• Purchasing/procurement
• Manager supervises staff
• Communication with City
Council and City Manager
• Approve policies and
procedures
• Ensure compliance with
City policies
• Supervise managers
City Manager
Figure 3: Proposed Department Functional Organization Chart Recommendation 2: Add one new FTE Accounting Manager position.
The Laguna Beach Finance Department’s FY2024-2025 authorized budgeted staffing level is 11.0 FTEs. The Department must administer multiple funds, assessment districts, parking permits, a variety of state and federal grants, and debt service (particularly related to real estate), which results in greater complexity than for many municipalities of similar size.
By way of context only, Raftelis identified the full-time positions in several other municipal finance departments.
Comparisons of staffing are challenging at best due to the unique nature of each local government and community.
Nonetheless, comparisons can be a useful data point if not applied without context. The results are provided below in Table 6, including information as to whether a city provides its own public safety or contracts out (which impacts the scope of financial operations).
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Table 6: Peer City Finance Department Staffing Levels
Municipality Population FTEs Police and Fire
Service
Laguna Beach 22,322 11.00 In-House
Atascadero 30,323 7.00 In-House
Brea 47,886 17.00 In-House
Coronado 22,272 8.00 In-House
Newport Beach 82,707 37.00 In-House
Paso Robles 30,792 9.00 In-House
San Luis Obispo 48,249 15.00 In-House
Seal Beach 24,447 9.20 Police In-House
Fire Contracted
Tustin 78,515 16.00 Police In-House
Fire Contracted
PEER MEDIAN 39,339 12.10
Median without Larger Cities1 27,385 8.50
The peer median across all eight cities is 12.10, and the median excluding the cities with much larger populations is
8.50 FTEs. Overall, the Laguna Beach Finance Department has sufficient authorized positions to accomplish the most necessary work and, with 11.0 FTEs currently, is just below the overall median of 12.10. Vacant positions have impacted the ability to accomplish tasks, however.
In reviewing service levels among various Finance Department functions, based upon interviews and document review, most functions appeared to be sufficient, with the exception of three areas:
1. Accounts Payable. Information provided by the City and showing total accounts payable invoices by calendar year illustrates that accounts payable invoices have increased by 29% from 2021-2023 and continues to grow in 2024, indicating an increasing workload.
Figure 4: Total City Accounts Payable Invoices2
1 “Large cities” here is defined as Brea, Newport Beach, San Luis Obispo, and Tustin, all with much larger populations than Laguna Beach.
2 For 2024, through June (one-half year).
13,132 14,102
16,978
8,916
0 5,000
10,000
15,000
20,000
2021 2022 2023 2024
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2. Purchasing Assistance. During interviews, most other City departments expressed a desire for additional purchasing and procurement assistance. The City’s procurement process is decentralized, with departments preparing most of their own requests for proposals, bids, and documentation. The need was expressed for additional assistance from the Finance Department regarding rules and regulations.
As a note, a new position, Procurement Officer, was filled briefly but then vacated. In interviews with other City departments, they greatly appreciated having this new position. This individual began to create a purchasing manual and policies. At the time of this report, recruitment is underway to fill the position and the position was being staffed by a temporary staff member.
3. Grants Management. This was the focus of some repeat audit findings in recent years and requires additional focus to ensure the City is not at risk of losing state or federal revenues. (It should be noted that the most recent FY2023 audit did not include any grants-related findings.) In order to ensure adequate staff capacity and technical oversight, Raftelis recommends the City hire one additional full time position, an Accounting Manager, who would oversee the Accounting Division of the Department under the new organization structure. The individual hired into this position should have strong municipal accounting technical skills, as well as proven management and supervisory skills. The position would report to the Director and provide supervision and technical development for accounting staff.
A suggested initial organization chart is provided in Figure 5 below. This can be amended over time as outsourcing occurs, time commitments are reviewed, and attrition as employees leave the City.
Finance Director
1.0 FTE
Accounting
Manager
1.0 FTE
Payroll Supervisor
1.0 FTE
Account Technician
1.0 FTE
Accounting
Technician
1.0 FTE
Finance Manager
1.0 FTE
Accounting Division Budget and Finance Division
Accounting
Supervisor
1.0 FTE
Procurement
Officer
1.0 FTE
Senior
Administrative
Analyst
1.0 FTE
Senior Accountant
1.0 FTE
City Manager
Accounting
Technician
1.0 FTE
Accounting
Technician
1.0 FTE
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Figure 5: Proposed Finance Department Organization Structure In this new structure, the Senior Accountant position reporting to the Accounting Manager would supervise an Accounting Technician. The Senior Accountant job description does not currently include supervisory duties, so this would require a discussion with Human Resources.
Through this structure, the Senior Accountant can focus upon interdepartmental transactions such as cash receipts, grant accounting, accounts payable/receivable, and customer service with the two Accounting Technicians who process revenues from customers and other departments. The Accounting Supervisor can focus upon internal accounting, audit preparation, and implementation of new pronouncements and requirements at the direction of the Accounting Manager. It is our experience that in many municipalities, Senior Accountants have supervisory responsibilities, and Raftelis suggests that the job description be revised with Human Resources as appropriate.
With regards to staffing levels, once all ERP modules are fully implemented, the outsourcing of business licenses and parking permits has occurred, and process improvements implemented (those identified in this report and by the Director), positions assigned to the Department can be re-evaluated. The full implementation of operational and process improvements will require staff time, training and resources, however, so Raftelis would not expect staffing levels to be reduced any time soon.
Recommendation 3: Clarify roles and responsibilities for Finance positions.
The Finance team is new. Roles and responsibilities have been shifting over the past few years and have been unclear.
Turnover has been at the Director level (four in four years, including interims and promotions), and four new positions have been added: the Accounting Supervisor, Payroll Supervisor, Procurement Officer, and Senior Administrative Analyst.
At the time of Raftelis’ review, of the 11 total staff positions, only one had been with the City for more than five years, and eight staff had been with the City for one year or less. Fortunately, many of the new hires have come from other nearby public agencies and, therefore, bring public sector financial backgrounds and knowledge of other operations to the City.
As Directors have changed, so has management’s approach and direction. The result of such turnover in recent years has been a lack of clarity with regards to who reports to whom (as supervisory positions were vacated and/or added), specific job duties and responsibilities, and support for staff supervision, performance, and development.
The roles and responsibilities for each position must be clear to the individual in each position. Establishing a new organization structure as recommended earlier in this report will assist in this effort, but supervisors also need to establish with each employee what the expectations are regarding specific job duties and responsibilities. Then, once clear, each individual should be held accountable for timely and accurate performance.
INTERNAL CONTROLS AND BEST PRACTICES
While the City’s auditor is the primary outside authority to opine on the adequacy of internal controls, Raftelis conducted a high-level assessment of internal controls as part of this review.
The City has experienced multiple years of late audit preparation and multiple repeat findings, which are clear indications of performance weaknesses; having a finding is not unusual, but failure to correct it over the next year is 116 of 187
concerning. During the review of internal documents and data, as well as interviews with Finance Department staff, several operational concerns were raised which indicated a need to improve performance.
Our review showed no indication of purposeful malfeasance or wrongdoing but an ample opportunity to improve internal controls and performance, and reduce potential risk to the City. Policymakers will need to determine the City’s risk tolerance and the cost/benefit of taking steps to prevent risk opportunities.
Examples of internal control issues are noted below:
1. Bank reconciliations had been late for some time prior to this review. The best practice is to perform them within 30 days to ensure the rapid identification of any errors or possible malfeasance. (The new Director and staff have already rectified this, and bank reconciliations are now being done on a timely basis.)
2. In one case, accounting staff mistakenly combined revenues for special revenue funds, a pooling that was not in compliance with bond covenants and defied the very definition of special revenue funds. (This was identified later and corrected.) However, this action illustrates the need for additional technical training for staff, as well as procedural controls before such changes can be made.
3. In some areas, the practice of separation of duties to ensure a single employee cannot perform all phases of a process has not been in place. This was particularly true in the case of a single staff member performing the entry and posting of accounts receivables in the past due to vacancies in other staff positions to assist. While never ideal, it is not entirely uncommon in smaller agencies to have this breakdown in separation of duties occur, but only under the supervision of management and on a temporary basis during vacancies.
4. Similarly, City departments are entering their own accounts payable invoices into the financial system and submitting them for payment. There is some risk potential that a false invoice could be created. To mitigate this risk, the Finance Department controls the entry of any new vendors in the City, as is best practice, but the procedure to “vet” and ensure new vendors are legitimate is unknown.
5. The City procurement process is decentralized and currently is a two-way match, which is not a best practice. The best practice is a three-way match between the purchase order, goods receipt, and invoice to ensure the actual receipt of the appropriate goods before payment is made.
To address these weaknesses, Raftelis offers several recommendations below.
Recommendation 4: Develop a comprehensive Finance Policies document that is presented to City Council and approved by Resolution.
During this review, Raftelis’ team requested copies of Finance policies and procedures. The staff provided copies of the City’s Administrative Manual, which includes policies and procedures such as submitting travel reimbursement requests, and the like. The City also has an ordinance pertaining to purchasing as well as an adopted Investment Policy, both of which Raftelis reviewed. Recently, the City Council adopted an updated Capital Asset Policy which addressed subscription-based information technology arrangements (SBITA) and leases. However, no comprehensive City Council adopted financial policies document is in place.
It is essential that the City have a comprehensive set of financial policies adopted by the City Council. These serve as guidance to the City Manager and Finance Director. The City Council adopted policies would include a wide range of issues necessary for sound fiduciary practices, including City Council deliberation and decision-making.
Examples of such policies are:
• Investment policy (Laguna Beach has this policy, adopted December 12, 2023, and reviewed and revised December 10, 2024.)
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• Reserve policy and ratios for the unassigned fund balance for all funds. (While Laguna Beach’s Municipal Code §3.24.030 states that “General Fund reserves should be $400,000 or 10% of General Fund operating expenditures, whichever is greater,” the FY2023 Annual Comprehensive Financial Report (ACFR), page iii, states they are “set at 20% of the General Fund Operating Budget”) • Budget policies (e.g., financial plan objectives, annual or biennial budget, treatment of operating carryover, long-term financial planning, long-term liabilities and maintenance of infrastructure, revenue stabilization reserve, and more)
• A policy for capitalization thresholds of capital assets, which was reviewed and revised December 10, 2024. • Fiscal policies (e.g., diversified and stable base, long-range focus, current revenues for current uses, interfund transfers and loans, user fee cost recovery goals, objectives of enterprise fund fees and rates, revenue distribution, and more)
• CalPERS and unfunded liabilities (e.g., objectives and long-term ramifications) • Capital improvement program (e.g., objectives and guidelines) • Capital financing and debt management (e.g., policy guidelines and objectives) Links to several examples of city financial policies are provided in Appendix A of this report.
Given the City Council’s role pertaining to the City’s budget and the overall financial health of the local government, having a set of adopted policies to guide decisions is important. The Finance Department staff, under the direction of the City Manager, need these policies to know if they are meeting the City Council’s financial principles and objectives.
The policies can be adopted individually or as a set of policies, but all should be formally adopted by the Council and made available on the City’s website for full transparency and access by City staff and the public.
Creating these policies is time-consuming and will require staff resources. External resources may be helpful in expediting their development. A review of documents already prepared in peer agencies can be used as a starting point and amended to match Laguna Beach’s interests and objectives.
Recommendation 5: Document Finance Department internal procedures.
Similar to the lack of policies noted in Recommendation 4 above, Raftelis found that the Department has not created written procedures to guide staff in performing specific job duties and tasks. While this is particularly important for new staff, it is also important for consistency and clarity of procedures among all staff, including staff in other City departments who work with Finance.
This lack of written procedures within a finance department is not typical, in our experience. Most finance departments have, at the minimum, some versions (even if outdated) in a variety of formats and from various time periods. It is possible that such written procedures exist, but the staff in the Finance Department are now unaware of them. As people left, there was no requirement that they document the procedures they used in their work, even minimally.
The Department should move to develop comprehensive Finance Department procedures as an early priority and has already begun work to document several. This would include documenting the steps of each process being performed by staff, including steps in the Tyler Munis ERP, locations of files, and the full variety of procedures being followed. The goal of this will be to have clarity and consistency of practice within the Finance Department.
Additionally, as people transition in and out of the Department, or as staff need to fill in for their colleagues due to absences, there will be written guidelines for staff to follow. 118 of 187
A few examples of needed written procedures are:
• Year-end close procedures for accounting
• How to cut a check
• How to process a payroll cycle
• How to create a purchase order from a requisition
• Bank reconciliation process
• How to process a budget amendment
• How to process a customer payment
• How to pay an invoice
• How to document grant receipts and payments
As with creating Citywide financial policies, developing written Department procedures will be time-consuming and will require staff resources. Preparation of specific procedure documentation can become goals for individual staff in their annual performance evaluation process. External resources may also be helpful in expediting their development.
A review of documents already prepared in peer agencies might be used as a starting point and amended to match Laguna Beach’s internal procedures.
Recommendation 6: Create a comprehensive year-end close checklist and update each year with new requirements.
In reviewing the City’s ACFRs, which are the outcome of the annual independent audit, Raftelis noted findings for the past several years. Some of the findings that were repeated in multiple years related to year-end closing procedures. There are many accounting procedures that must be done to “close” the fiscal year and finalize the books for audit.
Based upon our review, it is apparent that no year-end close procedures have existed in Laguna Beach. It is a common practice in municipal finance departments to have written procedures or checklists for this important work. Year-end close procedures list the many tasks, journal entry postings, and sub-ledger reconciliations that must occur to close out a fiscal year. The new Director has recognized the lack of a year-end close checklist and has already assigned staff with developing a year-end close checklist, which exists now in draft form.
The lack of year-end closing procedures was a finding by the auditors in both fiscal years ending in 2022 and 2023, as well as a significant deficiency that noted “the lack of sufficient procedures in place to ensure timely documented review of the reconciliation of cash and investment balances, including timely posting of adjusted entries to the general ledger.” Another finding in FY2023 noted “the lack of a formal process to document the analyzation of the year-end deposits payable aging report.”
Once completed, this year-end close checklist must be clearly communicated to all Finance Department staff and all tasks assigned to specific employees, with deadlines for completion as a part of their performance review.
The proposed position of the Accounting Manager recommended earlier in this report should be made accountable to ensure the year-end close checklist is updated annually to address and correct any prior-year audit findings. Such findings should never be repeated in subsequent years. Additionally, the Accounting Manager should incorporate the work needed to comply with any new GASB pronouncements or other regulatory reporting requirements.
When created and deployed, the year-end close checklist should become a valuable tool to ensure that all tasks are completed and the City’s financials are prepared on a timely basis for the external auditor. Over time, the Department should implement a similar month-end close checklist to become a best practice operation. 119 of 187
Recommendation 7: Create a Department calendar that is located on a shared drive and used by all Finance Department staff.
Raftelis notes that Finance staff maintain their own calendars and deadline information. While this is useful and important for them, the information is not in a shared format. Sharing calendars and deadline information is essential for effective teamwork and communication. It enables all members to know where others are, what meetings are being attended, and what tasks they are working on with specific deadlines. When team members leave the City or are off work for any reason, having a shared calendar helps keep operations running smoothly (along with having written procedures, as noted previously).
A best practice that can be applied in Laguna Beach is the use of a shared Department calendar which shows all key deadlines. These would include the regular operational daily/weekly/monthly/quarterly/annual and the one-time special projects deadlines. Key but critical deadlines, such as debt service payments, grant reporting, and audit checklist deadlines, can be added to the project tasks.
In some finance departments, a matrix table is created every month in which staff are assigned to complete specific tasks and “sign off” when they are done with entry, notifying their supervisor or another staff member that it is their turn to complete the process and/or post into the financial system. This is essentially a formalization of the separation of duties hand-off. In this way, supervisors can also easily see across the operation what has been done, what is in progress, and what needs attention.
We recommend that the Laguna Beach Finance Department create such a calendar for implementation to provide staff with a Department-wide overview of operations as well as to enhance accountability.
Recommendation 8: Assign the Accounting Manager with monitoring technical implementation of GASB pronouncements and other new reporting requirements.
The repeated audit findings noted earlier point to the need for additional clarity of roles, accountability, technical training, and management. Some of the recent audit findings were related to poor implementation of new compliance requirements.
In FY2023, for example, auditors noted that:
“During our testing over leases and subscription-based information technology arrangements (SBITA), we observed that the City has not formally updated its capital asset policies to includes leases and SBITAs. This also resulted in items initially capitalized by the City that fell below the reporting threshold the City ultimately established.” This finding is in response to the implementation of GASB Pronouncement 96, which was to be implemented starting in FY23, so this finding was a first-year implementation finding. While some errors in the initial implementation of new pronouncements are common, particularly in the first year of implementation, it points to the need for clear assignments to staff to be responsible for keeping track of these new requirements. It also points to the need for staff to have the appropriate technical knowledge for this work, as well as a comprehensive plan for implementation (in the above example, this includes updating the City’s capital asset policies). Of note, the Finance Department recently addressed this by taking an updated Capital Asset Policy to the City Council for adoption on December 10, 2024.
While staff are to be commended for implementing the pronouncement on time, improvements should be made in the technical accuracy of implementation from the start. The new Accounting Manager position should have the 120 of 187
responsibility to ensure full compliance and implementation with all new regulatory and professional reporting requirements, ensuring that staff begin planning for new requirements well before implementation date and that all involved staff are provided with adequate technical training in the form of workshops, classes, and conferences.
Recommendation 9: Provide additional Tyler Munis training for all users and work with other departments to document procedures for using information technology in order to maximize efficiencies across systems.
Raftelis learned in interviews that staff in other City departments who utilize the Tyler Munis financial system need— and were requesting—additional training. Finance Department staff noted that staff in other departments were not utilizing the Tyler Munis system optimally, resulting in additional work for them. Besides the initial training sessions provided, the Finance Department did post recordings of these sessions and summary information on SharePoint for access by department users.
In order to maximize efficiency gains from the Tyler Munis system, the Finance Department should secure the City’s support for additional vendor training on the system to ensure that all users are supported and have the tools needed to perform efficiently. Should onsite training be difficult or cost-prohibitive, access to online courses or webinars should be offered. This will require financial resources from the City.
Finance Department staff should also prepare documented written procedures for the use of the Tyler Munis system with a priority on receipting and cash handling. This should be a collaborative effort with City departments that use the Tyler Munis system. In the example above, a written procedure on “how to process Energov receipts” that explains when a batch is created would help the end users as well as reduce unnecessary reconciliation work on the part of Finance Department staff. Where systems are integrated and overlap, such as Munis and Energov, another Tyler product managed and used by the Community Development Department, the departments should meet to agree upon and document processes and procedures. The Finance Department is responsible, however, for internal controls and any disagreements that might negatively impact them should be brought to the City Manager’s attention.
Recommendation 10: Create an Information Technology plan for the Finance Department for the next two years.
One of the biggest changes and uses of staff capacity within Finance over the past year has been the implementation of the Tyler Munis ERP. This is a substantial undertaking in the best of circumstances and truly impressive given the Finance Department’s turnover and vacancies in recent years. Staff should be commended on making this implementation happen in difficult circumstances. The City did provide additional professional services (consulting) support for data transfer and account setup of the new system, but overall project and implementation management was the responsibility of internal Finance Department staff, reducing their capacity to address financial tasks While the Tyler Munis implementation is substantially complete, some modules remain, including significant ones such as payroll (which will impact all City staff). As noted above, staff across the City also desire additional training to maximize their use of the system.
Based upon interviews with Department staff, Table 7 below shows the status of the various modules and other software implementations at the time of this report.
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Table 7: Status of Known Finance Department Technology Implementations Vendor Module Status Notes
Tyler
Munis
General Ledger Implemented 7/1/24
Bank Reconciliation Implemented 7/1/24 – midway
in use
Staff needs more training;
want to get it functioning as
soon as possible
Accounts Payable Implemented 7/1/24
Cash
Receipting/Cashiering Implemented 7/1/24
Budget Implemented 7/1/24
Project Ledger Implemented 7/1/24 Staff needs more training Payroll First quarter 2025
Initially due to go live on
January 1, 2025, but delayed
later in 2025 due to the need
for redundant payroll testing
Contracts No date provided
Capital Projects/Projects
Ledger Implemented 7/1/24
Grants Manager Implemented 7/1/24
HdL Business License
Implement early December
2024, go live for residents
1/1/25
Unknown –
RFP now in
process
Parking Permits At a later date Two years until the next parking permit cycle
In order to ensure sufficient resources, both time and staff capacity, for full implementation, the Department should collaborate with the City’s Information Technology staff to develop a two-year IT implementation plan. The Director should ensure that the appropriate balance is found between the implementation of the technology and ensuring the Department has the necessary staff accounting capacity to meet internal needs.
By planning ahead and phasing implementations over time, both Finance and IT staff resources can be planned, and the potential need for additional external professional services resources planned and budgeted for.
The City is encouraged to provide funding in the short-term to contract with Tyler for additional City staff training and to ensure that necessary custom reports are functional.
Recommendation 11: Develop a 10-year Financial Forecast.
GFOA recommends that all governments prepare and maintain a long-term financial plan of at least five years and longer for cities that utilize debt financing and/or utility rate setting. A 10-year financial forecast would be consistent with the City’s existing 10-year CIP.
Financial forecasting within the City of Laguna Beach has been largely an informal and internal work effort of the Finance Department. There was a five-year plan prepared prior to the COVID-19 pandemic and another prepared in 2023 that was focused on the General Fund. The plans have not been included in the City’s budget and do not show compliance with adopted financial policies.
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A well-thought-out and widely understood long-range financial forecast can provide a realistic understanding of the City’s long-term sustainability. Without one, the City Council, management, staff, and residents may hold unrealistic ideas about the City’s fiscal future that could range from overly pessimistic to overly optimistic. Neither is helpful.
A long-range plan also provides opportunities to run various scenarios, measure the long-term impacts of major decisions, and build confidence in the City’s future. It should be updated regularly as factors and information change.
Long-range financial forecasts included in the budget document are common and sound fiscal practice. They range from five to 20 years. Five years is the most common, and a few examples of cities with five-year forecasts include Napa, San Luis Obispo, Tustin, Brea, and Seal Beach. Newport Beach has a 20-year forecast. Other cities have adopted 10-year forecasts, such as Santa Monica and Stockton. Some cities include the long-range forecast within the budget document, and some present them separately to the City Council at the start of budget development.
Whether a city uses a five, 10, or 20-year forecast timeframe, establishing a practice of long-range forecasting can be used for modeling the future by considering key variables and multiple scenarios (e.g., optimistic, conservative, and pessimistic).
Once established, long-range financial forecasts offer numerous benefits, including:
• Creates a long-term, “big picture” outlook.
• Encourages strategic thinking.
• Promotes overall awareness and financial literacy for the organization. • Improves decision-making and fiscal discipline.
• Provides a tool for evaluating long-term compliance with financial policies. • Identifies opportunities to take necessary corrective action to address problems before they become more severe.
• Communicates long-term financial position to residents and other stakeholders, including rating agencies and bond investors.
Raftelis is recommending that the City embrace long-term financial planning by developing a formal 10-year financial forecast that includes all funds, financial position, and ratio calculations pursuant to its newly adopted financial policies (Recommendation 4 above). The forecast should be an integral part of the budget document and updated and presented to the City Council at least annually or whenever major assumptions change.
Responsibility for the 10-year financial forecast should be assigned to the Budget and Finance Division under the Finance Manager. A long-range forecast is a living document and should be considered an ongoing, core responsibility for Budget and Finance Division staff.
Staff should explore using the Tyler Munis Budget module or examine the use of custom “cubes” in the Tyler system to create the forecast. Tyler Munis provides budget preparation and forecasting tools, including multi-year forecasting capabilities and the ability to create “what if” scenarios for modeling. If it is determined that the Tyler Munis module does not meet the City’s needs, other alternative software programs can be evaluated. At the time of this review, the Finance Manager was working on the development of a new long-range forecast using the new Tyler Munis system.
Recommendation 12: Set a Goal to Receive the CSMFO Operating Budget Award for Excellence.
The California Society of Municipal Finance Officers (CSMFO) and GFOA both have well-established budget awards programs that are intended to promote best practices in budgeting. Specific criteria and recommended best 123 of 187
practices are outlined for local governments, with the objective of creating a first-class, state-of-the-art budget process and document. Each time the budget document is submitted for award consideration, it is peer-reviewed by other municipal finance professionals, providing excellent input and feedback on how to improve. Overall, these awards programs set the standard of practice for budgeting. Participation in the programs demonstrates a commitment to excellence and transparency.
We encourage the City to set an initial goal to achieve the CSMFO budget award as a means to improve its presentation and budgeting practices. Laguna Beach currently does not participate in this awards process. Later, the City may wish to pursue the more demanding GFOA budget award if it would be of sufficient benefit.
CSMFO has two award levels: a Meritorious Award and an Excellence Award. We have looked at the criteria for both Meritorious and Excellence, and it may be that the City’s FY2024-2025 budget, as it currently is structured, may qualify for Meritorious, but it would not qualify for Excellence. It is missing key elements, which are best practices in budgeting, such as a description of financial/budget policies (see Recommendation 4), a long-range forecast (see Recommendation 11), and robust performance measures (see Recommendation 13). CSMFO’s Budget Awards Program Overview and Explanation of Criteria, coupled with some of our recommendations in this report, will provide Finance staff with an avenue to qualify for an Excellence Award.
It is recommended that Finance staff submit the upcoming FY2025-2026 budget for the Meritorious Awards program. The CSMFO will then provide peer review feedback, which will be useful to the Finance staff. With that, along with examining the criteria for the Excellence Award program and implementing our recommendations that pertain to budgeting, Finance staff can build toward submitting the FY2025-2026 budget for a CSMFO Excellence Award.
With the implementation of Recommendations 1 and 2 and our recommended incremental approach, this work effort can be achieved in-house by the newly formed Budget and Finance Division. It will build trust in the Department’s proficiency and effectiveness.
Recommendation 13: Enhance and further develop performance metrics for the Department.
Performance metrics (or key performance indicators, known as “KPIs”) are important for any operation in the public or private sector. What we measure, we can improve. And what we show as goals, we can hold ourselves accountable for. Performance data drives organizational decision-making.
The City’s FY2024-2025 annual operating budget for the first time includes what are called performance measures.
It is a good start, but the measures included are not sufficiently robust to measure improvement. Examples of performance measures shown in the budget for Finance (within the Finance and Technology Department) are:
• Number of budget amendments processed
• Number of accounts payable invoices paid
• Number of check payments issued
• Number of active purchasing cards
These are workload measures and do not measure efficiency and effectiveness. Finance has no control over the number of items coming in the door or being processed and these do not include performance expectations (such as cycle times). Meaningful key performance measures show overall progress toward goals, address efficiency and effectiveness, and are useful for making improvements to processes and procedures. 124 of 187
Over time we recommend the development of more comprehensive measures of departmental performance. While workload indicators are useful, measures should also show efficiency and effectiveness. Samples of such performance measures include those listed in the table below.
Table 8: Sample Performance Measures for Efficiency and Effectiveness Measures Type Performance Measure
Effectiveness Percent of financial reports that are produced accurately and timely.
Effectiveness Time from requisition creation to creation of purchase order (PO) Effectiveness Average days for monthly bank reconciliation Effectiveness Days from entry to posting (A/P, A/R) and to deposit (A/R) Effectiveness Received unmodified audit opinions on the Annual Comprehensive Finance Report (ACFR)
Effectiveness Cost of purchasing services as a percentage of total dollars procured Effectiveness Percent of disbursements paid to vendors accurately and within 45 days
Efficiency Average number of days from invoice date to check issuance Efficiency Cost per check cut (payment)
Efficiency Accounts receivable as a percentage of total revenues Efficiency Number of purchase orders processed within 8 business days for POs less than $10,000
Sometimes, process mapping is needed to fully understand what cycle times are realistic, and where steps in the process can be streamlined.
It is recommended that Finance staff set meaningful cycle time measures and realistic timeframes for their key processes. Timeframes can be adjusted over time to improve customer service and/or internal controls. The collection of data on a regular and consistent basis will be necessary. In addition, all performance measures would need to be communicated and tracked by Finance Department staff, as well as to internal and external customers.
Recommendation 14: Create a strategic plan for the Finance Department.
Strategic Planning is the act of articulating where an organization wants to be in the future and includes the design of a vision and identification of goals and objectives. GFOA recommends that governments engage in strategic planning to provide a vision for the future that can be used to align budgeting with organizational priorities. The Finance Department currently does not have a strategic plan, nor does it have a mission, vision, and values statement.
The FY2024-2025 budget shows four listed initiatives for Finance. Having a multi-year strategic plan will provide Department staff, other City staff, and the Council with confidence that a new future is being created for the City’s financial operation. Raftelis understands that this will not be an early priority, because other recommendations in our report must be addressed first.
Once the Department has completed or started implementing all the recommendations, it would be timely to setaside time to develop a strategic plan. This plan will include vision, mission, and values statements, strategic priorities, goals, and objectives. It will set a course for the team and provide a solid basis for change, improvement, and accountability.
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Raftelis recommends that the City hire an outside consulting firm to facilitate this process, which can also aid team building.
STAFF DEVELOPMENT AND TRAINING
Supporting Finance staff through training and ongoing development will be important for a technically proficient Finance Department as requirements change over time.
Recommendation 15: Ensure adequate resources to support ongoing technical training for Finance Department staff.
The City is fortunate to have recruited new staff members to the Finance Department with years of public sector municipal finance knowledge. They have, however, faced impediments with the lack of written policies and procedures, the loss of historical knowledge from past employees who left the City, turnover in several positions, and the implementation of a new ERP. As noted earlier in the Internal Controls and Best Practices portion of this report, this resulted in a “perfect storm” and resulted in performance issues.
A review of the annual audit findings shows that most are procedural in nature, the result of a lack of managerial direction and accountability, with specific staff responsible for specific work products. Much can be attributed to vacancies which resulted in staff “pitching in” to take on work that was neither their responsibility nor for which they were trained properly. Many staff members “stepped up to the plate” to keep things moving for the City; the fact that this was done imperfectly is an unfortunate result of the circumstances they found themselves in.
As the Department looks to the future, it is imperative that staff have ongoing technical training, particularly for all new GASB pronouncements or state reporting. In most cases, there are ample opportunities and training courses devoted to these topics, provided by the Government Finance Officers Association, Government Accounting Standards Board, and California Society of Municipal Finance Officers.
As a car is a necessary tool for most patrol police officers, regular ongoing training and conference attendance is a necessity for Finance staff in order to maintain technical competence. However, technical knowledge must be continually learned and developed; it is not a “one-and-done” situation. Staff can also take advantage of the analysis and preparation provided by outside resources if such resources are known to staff. For instance, GFOA and CSMFO often create Microsoft® Excel worksheets for use in complying with specific state or federal requirements, for example, saving City staff the need to do so. City staff must be involved in those organizations and be aware of resources to access them.
Raftelis urges the City to provide sufficient budgetary resources and opportunities to send Finance staff to training and conferences. The benefits are not only in acquiring technical knowledge but also gained through networking with professional colleagues who can share resources and exposure to new practices and resources. As a side benefit, when multiple staff attend training together, informal team building occurs.
Ideally, training would be something that employees would opt for, but it may be necessary for the Director to require staff to attend training to gain specific technical expertise. The annual performance review conversation can be a good opportunity to discuss the training plan for each staff member for the year.
In particular, the proposed Accounting Manager position should be responsible for Accounting Division staff accounting technical knowledge. Similarly, the Budget and Finance Manager should be responsible for the budgeting, procurement, and payroll knowledge necessary for Budget and Finance Division staff. 126 of 187
COMMUNICATIONS AND OUTREACH
Recommendation 16: Make communication and training for internal City customers a priority to increase Finance Department efficiency.
As an internal service department, Finance has a role in providing information and assistance to all City departments.
A department providing direct service to customers such as public safety, community development, and public works require significant support for budgeting, purchasing and contracting, and more to accomplish their work.
Finance staff is proud of the high level of customer service provided to external customers at the front counter, such as local residents getting a business license or parking permit. With changes to technology and the decision to outsource these functions and drive former foot traffic online, the Department has an opportunity to adjust its focus to improve its level of service to internal customers.
A key interest among City departments is having increased services and support from Finance. While City departments understand the turnover and other challenges the Finance Department has faced, those departments have operational needs that must be met. City departments would like greater assistance with several types of tasks, such as:
• Regular updates throughout the year on the budget status of their accounts and funds • More advanced time and assistance in preparing their annual budget submittals • Assistance with purchasing compliance pertaining to bids, quotes, and contracting • Additional training and discussion with regard to the use of the new Tyler Munis ERP software to maximize their efficiency and to make inquiries without the need for Finance assistance • Increased access to Finance staff daily and the ability to get questions answered correctly by the right staff members and on a timely basis
Best practice Finance departments provide regular training and outreach to department end-users. This not only builds confidence and an understanding of why processes and procedures exist and their importance but also helps departments help themselves, freeing up Finance capacity for other tasks. By training departments to, for example, check their own accounts with regard to budget status (e.g., is there a budget available, or have we overspent?), Finance staff do not need to do this work, and departments are empowered to help themselves.
Further, any time a financial process is changed which impacts a user department, it is important for that change to be communicated to all departments beforehand, in writing and in person,so that end users can follow the established procedures and make the Finance production line more efficient. Training can be targeted so that in-depth training is provided only to those department staff using specific processes.
By improving outreach and communication to internal customers, the Finance Department can improve overall process workflows and compliance with the City’s rules and policies.
Recommendation 17: Review and update the City’s Telecommuting Policy.
The COVID-19 pandemic brought about major shifts in how and where people work. A safety measure instituted in many workplaces was to have employees whose duties could be done remotely, to work from home, either part or all of the work week. As organizations emerged from the restrictive practices employed to mitigate the COVID-19 pandemic, work from home or telecommuting has remained relatively common in one form or another as a recruitment and retention tool.
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In June 2021, the City adopted a Pilot Telecommuting Program Policy, managed by Human Resources, that provided guidelines for eligible employees to work in a designated area outside of the office, most typically their homes. The policy states that the telecommuting procedures would be effective until December 31, 2021, unless otherwise renewed. Although the policy has not been formally renewed, it is still in place.
Currently, there are 11 full-time positions in the Finance Department. City Hall hours are Monday thru Thursday 7:30 a.m. to 5:30 p.m. City Hall is also open every other Friday from 7:30 a.m. to 5:30 p.m. and closed the other Friday.
The Finance Director is managing telecommuting practices within the Department and ensuring that sufficient staff are onsite as needed. A full-time staff complement of 11 means that there are 880 hours of scheduled work. Of the 11 full-time staff, three do not have any telecommute days; one by choice and two because they are ineligible since they have regular, in-person contact with the public (this could change as business licensing and parking permit traffic is driven online, reducing the need for high volumes of in-person counter transactions, and the two Accounting Technicians could also benefit from remote work days). The other eight staff members telecommute anywhere from one to two days a week. There is a total of 224 hours of telecommuting work in a pay period or 25% of the total scheduled work for the Department. This is not an unusual level of telecommuting for office staff in organizations.
The telecommuting policy is valued by the Finance staff. As previously noted, telecommuting positions where some work can feasibly be done offsite are helpful for recruitment, given traffic patterns and the cost of housing in Laguna Beach. The policy has also helped to mitigate the overcrowding in the Finance Department workspace (see Recommendation 18 below). There are areas of potential improvement, however, that can ensure the policy remains valuable as a recruiting tool while ensuring smooth operations.
Protocols for communication while telecommuting. Concerns have been expressed by staff in other City departments about the timeliness of responses and accessibility of Finance staff who are telecommuting. This can be remedied by establishing clear protocols for how telecommuting staff communicate and be clear to their internal and external customers when they are available. For example, the City could institute a standardized use of Microsoft® Teams and have email signatures that include work-from-home days/schedules as an easy method to employ. During the course of this review, Finance Department staff have added their remote work days and preferred communication methods to their email signatures; we encourage all City departments to do the same.
Periodic Policy Review and Training. The City’s policy includes an employee acknowledgment and agreement.
However, it only requires that employees complete telecommuting training once within 30 days of starting the program. It may be beneficial to require annual training for supervisors and employees to align expectations, ensure consistency, and promote best practices. In any event, supervisors are responsible for holding staff accountable for meeting deadlines, being responsive, and completing work in a timely manner. The policy also limits the number of hours an employee may telecommute in an 80-hour pay period to 40 hours. Finance employees are all within no more than 36 hours in a pay period. As part of our recommendation to review the policy, the limitation of 40 hours should be evaluated.
Since the telecommuting policy is Citywide, our recommendation would require that Human Resources take the lead in reviewing and updating it, establishing protocols, and developing and conducting annual training. There are no cost implications associated with this recommendation, only the commitment of existing staff time and supervision.
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PHYSICAL WORKSPACE
Recommendation 18: Hire a professional space planner.
An employee’s work environment, of which physical space is a part, is an important factor in job satisfaction which impacts recruitment and retention. As it is configured now, the Finance Department’s workspace is overcrowded and inefficient for the staff.
Laguna Beach City Hall was constructed over 70 years ago when the City’s population was under 7,000 and services were limited. Today’s municipal government is significantly more complex, with more services and employees. City Hall has physical limitations, and the increase in staffing in Finance to keep pace with financial requirements has outgrown the allocated space.
The existing space for Finance staff is clearly overcrowded. Workstations are crowded and some have been set up in what would otherwise be hallways or common areas. Filing cabinets take up a great deal of room. There is inadequate space for necessary equipment such as printers and second monitors. The crowded nature of the space impacts staff efficiency as well as internal and external customers. For example, payroll staff should have a designated private space to meet with City staff about personal matters (i.e., discussions of garnishments, salary information, and marriage/divorce status). The City’s telecommuting program policy has provided some relief in mitigating the overcrowding. Still, even then, there are never fewer than seven employees working in the office at any given time, and sometimes as many as 10.
Given these deficiencies and a vacant back room that housed the now-vacant Procurement Officer position, there is an opportunity to take a comprehensive approach to address the overcrowding. A professional space planner can provide the Department with options for reorganizing the space and creating a plan that can be implemented over time as resources permit. There will also be future costs related to recommendations for any physical modifications and improvements and possibly new office systems.
With Raftelis’ proposed new position of an Accounting Manager (see Recommendation 2) and the vacant back room, it is recommended that the City engage a professional space planner as a high priority as soon as possible to make the most efficient and beneficial use of available space.
ROLE OF THE CITY TREASURER
Raftelis reviewed the role of the elected City Treasurer in relation to the finance function of the City. The City Treasurer is elected by Laguna Beach voters and is independent of the Finance Department. The incumbent has been in office for many years in the City and has a strong financial background. The City Council authorizes the number of paid hours for the Treasurer, currently 25 per week.
The elected City Treasurer position in Laguna Beach as a general law city is outlined in both California Government Code §41001-41007 and §36522-36524 and in Laguna Beach Municipal Code (LBMC) Title 3 Finance Chapter 3.04.
The Administration and Personnel section of the LBMC also references the Government Code sections noted above.
A table including these sections is provided in Appendix B. A summary of duties as provided in these documents are:
• California Government Code:
o Receive and safely keep money
o Pay out money on warrants (disbursements)
o Submit a written report and account to the City Clerk of receipts, disbursements, and fund balances 129 of 187
o Collect city taxes and license fees
• Laguna Beach Municipal Code:
o File a monthly statement of funds with the Finance Director Neither the California Government Code nor the City’s Municipal Code reference the Treasurer being responsible for investments nor serving in an audit role to verify or monitor the work of the Finance Department.
Cooperation for the efficient operations of the City through the City Manager is also noted as a requirement in the municipal code for all officers, which applies to the city clerk, city treasurer, and city attorney. LBMC Section
2.08.110 Cooperation of Other Officers Required states:
“It shall be the duty of all subordinate officers, including the city clerk, city treasurer and city attorney, and their duly appointed deputies, to cooperate with and assist the city manager in administering the affairs of the city most efficiently, economically, and harmoniously so far as may be consistent with their duties as prescribed by law and the ordinance of the city.”
In interviews with Raftelis, the City Treasurer described her duties to include the following:
• Receiving and depositing City cash receipts
• Serving as the City’s representative with the bank and monitoring City accounts to compare what is reported against what was received
• Planning for cashflows and making transfers to cover transactions • Serving as Assessment District Trustee and overseeing special assessment revenues • Conducting internal audits of the City’s Transient Occupancy Tax and Business Improvement District programs and receipts, ensuring that calculations are appropriate and the City receives all revenues due.
She indicated that she has served as a chief investment officer, responsible for maximizing investment returns on City funds and providing the City Council with a monthly investment report detailing the City’s investments and returns. She staffs the Citizen’s Audit and Investment Advisory Committee for the investment portion of the meetings. The City Treasurer annually takes the City’s investment policy to the City Council for updates and approval.
In a Microsoft® PowerPoint presentation dated November 29, 2022, and prepared by the Treasurer for the Citizens’ Audit Review and Investment Advisory Committee meeting 3 , she estimated that 30% of her time was spent on
investments, 40% on banking, 20% on assessment district administration, and 10% on internal audits and other work.
On July 9, 2024, the City Council approved changes to the roles of the City Treasurer and the Finance Director. In particular, the City Council moved oversight of the City’s investments of over $150 million from the Treasurer to an outsourced third-party company. This was a change to the Treasurer’s prior duties, in which she had personally managed the City’s investment portfolio to maximize investment returns.
Typical Treasurer Duties. A review of other California city treasurer positions, both elected and appointed, shows that typical Treasurer duties include overseeing the receipt, collection, and custody of City funds; overseeing the City’s banking relationship and accounts; monitoring revenues and cash flow needs; participating in the Investment Advisory Committee (or similar); and providing investment management of designated City funds. This differs from city to city. The City of Laguna Beach City Treasurer duties appear to align with other agencies. 3 Investment Advisory Committee meeting PowerPoint presentation, November 29, 2022, located on the City Treasurer’s website. https://www.lagunabeachcity.net/home/showpublisheddocument/15118/638217286097670000. 130 of 187
The following table lists the cities in Orange County with a designated city treasurer. Approximately one third of cities (11 out of 34) have an individual designated by election or by the City Council. Otherwise the duties are handled by a finance director.
Table 9: City Treasurers in Orange County
City Elected? Other
Anaheim No The City Manager delegates to a
Finance Director
Brea Yes
Huntington Beach Yes
Laguna Beach Yes
Laguna Hills No
The City Manager is Treasurer or may
delegate to a Finance Director, subject
to Council approval
Laguna Woods No
The City Manager may appoint, serve
as Treasurer, or delegate (currently to
Administrative Services Director)
Orange Yes
Placentia Yes
San Clemente Yes
Tustin No City Council appoints a Finance
Director as Treasurer
Villa Park No City Council appoints a City Treasurer
In the cities with a designated treasurer, six are elected. The remaining five are designated by the City Council, in three cases to the City Manager, in one case to the Finance Director, and in one case to an individual to serve as Treasurer.
Recommendation 19: Develop and document agreed-upon timelines for inter-departmental processes.
Through discussions with the City Treasurer as well as the Finance Director, it is apparent that alignment of expectations based on best practices and staff capacity is important. For instance, the Treasurer would like more frequent reporting of accounts receivables so as to be able to perform weekly cash flow projections. While weekly may be desirable, it is not necessary, in Raftelis’ view. In our experience, few cities of this size perform weekly cash flow projections because cash flow cycles in smaller municipalities are fairly predictable.
In any event, because the roles of the Finance Department and City Treasurer are interrelated, the City’s interests would be well served by both parties collaborating to improve communication and to arrive at agreeable procedures and timelines so that both can execute their duties in a timely manner.
Establishing agreed-upon timelines is a good practice for customer service and collaboration. When any process that involves multiple departments is implemented, the department initiating the change has the responsibility to conduct necessary outreach and education to ensure that all parties involved understand the purpose and impact of the change and to receive input.
Raftelis suggests that staff develop agreed-upon timelines and expectations for greater transparency and efficiency by all parties for processes that involve other City departments, including the City Treasurer. Examples of such processes with timelines are the frequency of reports from Finance to the City Treasurer, specific dates involved in the City’s annual budget development process, and timelines for year-end close information needs (grant information from 131 of 187
departments, for example). The City Manager may be a helpful partner in these conversations, depending on the topic.
ROLE OF THE CITIZEN’S AUDIT REVIEW AND INVESTMENT ADVISORY COMMITTEE Another aspect of the City’s financial operations is the role of the Citizens’ Audit Review and Investment Advisory Committee. The role of this committee is outlined in City Resolution 22.074 (2022). This Resolution served to combine the previous Investment Advisory Committee with the Citizens’ Audit Committee to create one committee with dual purposes. The Resolution outlines the primary responsibilities of the Committee, which are:
• Participate in the selection of external auditors and review results of the annual audit. • Review internal control weaknesses and legal compliance. • Annually review expenditures of the Measure LL Fund annually. • Review the City’s Investment Policy and recommend revisions as necessary. • Review the Treasurer’s report and investment performance. • Participate in selecting an outside auditor to perform an annual review of investments for compliance with the Investment Policy.
Membership consists of up to five members appointed by the City Council who are residents of the City and have experience and education in investment banking, brokerage, sales, investment management, financial management, and planning. The Committee is to meet at least quarterly, with two meetings for audit review and two for investment advisory. According to the Resolution, the Finance Manager serves as the staff liaison for the Audit Review meetings, and the Treasurer serves as the staff liaison for the Investment Advisory Review meetings.
There has been some public criticism related to the termination of a prior auditor contract early and the hiring of a new auditor without input from the Citizens’ Audit Review and Investment Advisory Committee. As noted in the first bullet above, participation in the selection of external auditors is a part of the Committee’s role, and staff could have mitigated public concern about the reason for the change by taking the matter to the Committee beforehand.
A summary of responsibilities and composition of similar committees in five southern California communities is provided in Table 10 below for illustration purposes.
Table 10: Finance, Audit, and Investment Committees in Southern California Cities Municipality Committee(s) Responsibilities Membership
Brea Finance
Committee
Reviews City Council agenda items that
have a financial impact on the City and
recommends them for Council Action
All City Council members
Newport Beach Finance
Committee
Responsible for fiscal governance and
reviews and monitors events and issues
which may affect the City’s financial status
Mayor, council member, mayor pro
tem, and four residents
Laguna Hills Audit
Committee
Advisory to the City Council for the purpose
of providing a direct line of communication
between the auditor and the City Council
City Manager/designee and two
council members
San Luis Obispo
Investment
Oversight
Committee
Review investment performance and
investment policy
City Manager, Director of Finance/
City Treasurer, Budget Manager,
Accounting Manager/Controller, one
Council Member, and one member of
the public
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Tustin Audit
Commission
Serves the same function as the Investment
Advisory Committees
Five members, three registered
voters of the City, and two who may
also be registered voters in the area
served by Tustin Water but outside
the City
In part, as a result of the City of Bell, California scandal in 2010, GFOA established best practices related to the establishment of audit committees for local governments, with a primary goal being that auditors have a means to speak directly to policymakers apart and independently from city management.
Current GFOA best practices regarding audit committees are as follows:
• Every governing body should establish an audit committee or equivalent. • The audit committee should be formally established by charter, enabling resolution, or other legal means. • It is responsible for the “appointment, compensation, retention, and oversight of the work of any independent accountants engaged for the purpose of preparing or issuing audit report or performing other independent audit, review, or attest services.”
• “The audit committee should be established in such a manner that all accountants thus engaged report directly to the audit committee.”
• “Ideally, all members…should possess or obtain a basic understanding of governmental financial reporting and auditing.”
• “All members of the audit committee should be members of the governing body.” (emphasis added) • “It is the responsibility of the audit committee to provide independent review and oversight of a government’s financial reporting processes, internal controls, and independent auditors.” • “The audit committee should present annually to the full governing body a written report of how it has discharged its duties and met its responsibilities.”
It should also be noted that the primary role of an audit committee is to ensure independence of the external auditor review and to ask questions surrounding the City’s financial condition and operations; it is not to serve as a “watchdog” over Finance Department operations. That is the City Manager’s role as head of the organization and to whom the Finance Director reports. When members of the public or the City Council have questions pertaining to the finance functions, such questions should be directed to the City Manager.
The City of Laguna Beach’s Citizens’ Audit Review and Investment Advisory Committee does not conform to GFOA guidelines. The Committee is comprised of residents rather than members of the City Council, and it combines both audit and investment oversight into one committee.
Recommendation 20: Re-establish separate audit and investment advisory committees in order to comply with GFOA best practices.
GFOA’s best practices for audit committees were established after considerable thought to the issues related to the City of Bell scandal. For this reason, we recommend that the City re-establish the former separate audit and investment advisory committees for the City in order to comply with GFOA best practices.
The re-established Audit Committee would be comprised of a subset of City Council members, with a focus on discussing the City’s financials with the independent auditors, asking questions, and expressing any concerns. There should be no staff liaison from the Finance Department. Finance staff should appear before the Committee only when called to inform and explain in order for the Committee to maintain its independence with its audit responsibilities. Therefore, the reference to the Finance Manager should be removed from the authorizing resolution.
Meeting agendas and minutes can be prepared through the City Clerk in cooperation with the City Manager’s Office. 133 of 187
The reconstituted Investment Advisory Committee can be comprised of local residents with financial backgrounds.
This Committee would be responsible for reviewing the City’s investment policy on an annual basis, investment performance and returns, and making recommendations to the City Treasurer, who would serve as staff liaison to the Committee. This Committee could also serve to assess investment returns under the new outsourced management firm to ensure the City is getting a sufficient cost/benefit to continue outsourcing this function. 134 of 187
Conclusion
The City of Laguna Beach Finance Department serves a critical function for the municipality. Through sound fiscal practices, the City is able to provide valued services to the community and meet essential community goals.
The Laguna Beach Finance Department provides a wide variety of services to residents, other departments, and the City as a whole. Finance staff are clearly committed to serving the community and the City organization with high performance. Staff in the Finance Department are to be commended for persevering through some difficult challenges: the COVID-19 pandemic necessitating a change to remote work, multiple changes in directors, staff turnover and distributed workloads, implementation of a new Citywide ERP software system, lack of written policies and procedures for newly hired staff in the Laguna Beach-specific methods, and new staff without historical knowledge nor training on the City’s historical processes. This “perfect storm” resulted in late audits and repeated findings, among other problems. The new Director is making progress, building a team, instituting sound practices, with an eye toward developing a Department that all can be proud of. Much remains to be done, but leadership is in place to do it with the necessary City support and resources.
While not a formal internal audit, this review found no evidence of malfeasance or intentional misdirection on the part of City staff. Raftelis did find clear evidence of the need for documenting policies and procedures, improving technical training, enhancing coordination and communication between departments, and establishing goals and performance measures.
The new Finance Director is now reporting directly to the City Manager. The finance function should have a direct line to the top executive of the organization. Several new Finance Department staff are settling into their positions and the largest aspects of the ERP implementation have now been completed.
With this report, Raftelis is providing a phased implementation roadmap to assist the Department in prioritizing recommended improvements. Raftelis is confident that, with the appropriate planning, assistance, and resources, the Department can effectively handle the current workload and also address problems several years in the making in order to become a high-performing and best practices department. 135 of 187
APPENDIX A:
SAMPLE CITY FINANCIAL POLICIES
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Below are links to the financial policies of several other California municipalities that the City may review and consider as models in developing its own comprehensive policies and procedures.
City of Dana Point, CA
https://www.danapoint.org/department/administrative-services/financial-policies City of Indian Wells, CA
https://www.cityofindianwells.org/home/showpublisheddocument/7524/637975423919130000 City of Long Beach, CA
https://www.longbeach.gov/globalassets/finance/media-library/documents/city-budget-andfinances/budget/financial-policies/financial-policies-extended City of Mission Viejo, CA
https://www.cityofmissionviejo.org/sites/default/files/P-0300-8_0.pdf https://www.cityofmissionviejo.org/sites/default/files/purchasing-policy-and-procedure-manual_0.pdf https://www.cityofmissionviejo.org/sites/default/files/08.07.01.P-0300- 8%20Management%20and%20Budget%20Policies.pdf
City of Newport Beach, CA
https://www.newportbeachca.gov/government/city-council/council-policy-manual City of San Clemente, CA
https://www.san-clemente.org/about-us/city-organization/policies-procedures-2969/-folder-5046 City of San Luis Obispo, CA
https://www.slocity.org/home/showpublisheddocument/34666/638333225626500000 https://www.slocity.org/home/showpublisheddocument/30578/637605557670070000 https://www.slocity.org/home/showpublisheddocument/33502/638054172986930000 City of Santa Monica, CA
https://finance.smgov.net/about/fiscal-policies
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APPENDIX B:
STATE AND LOCAL LAW ON
CITY TREASURER DUTIES
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Source Document Citation Duties
California
Government Code §41001 The city treasurer shall receive and safely keep all money the treasurer receives. §41002
(a) The city treasurer shall comply with all laws governing the deposit and securing of public funds and the handling of trust funds in his or her possession. (b) If the city has issued bonds, the city treasurer shall use a system of accounting and auditing that adheres to generally accepted accounting principles. §41003
The city treasurer shall pay out money only on warrants signed by legally designated persons.
§41004
Regularly, at least once each month, the city treasurer shall submit to the city clerk a written report and accounting of all receipts, disbursements, and fund balances.
The city treasurer shall file a copy with the legislative body. §41005
The city treasurer shall perform such duties relative to the collection of city taxes and license fees as are prescribed by ordinance.
§41006 The city treasurer may appoint deputies.
§41007
The deputies shall hold office at the pleasure of the city treasurer and receive such compensation as is provided by the legislative body.
§36522
Any officer or employee collecting or receiving any money belonging to, or for the use of, the city shall deposit it immediately in the treasury in the manner prescribed by ordinance for the benefit of the funds to which it belongs. The officer or employee shall report any deposits to, and settle with, the city clerk, or director of finance if that office has been established by ordinance, on the first Monday in each month or at shorter intervals as are prescribed by ordinance. §36523
By ordinance or resolution, the city council may provide for a treasurer’s departmental trust fund into which collections of the police department and other officers authorized to make collections may be deposited at frequent intervals during each month. Officers or employees shall advise the city treasurer upon making each deposit.
§36524
The city treasurer shall make withdrawals from such a fund only on order signed by the proper department head and for the following purposes:
(a) Making a refund of bail, which has been exonerated, or other refundable deposits.
(b) Revolving fund advances authorized by the city council. (c) Correction of clerical or ministerial errors in the receipt of payments to the city. (d) Making settlements with city funds at the end of each calendar month for collections accumulated during the month.
Laguna Beach
Municipal Code
Chapter 3.04
“Warrants”
§3.04.010
It is the duty of the city treasurer to file with the director of finance, at some time during the first fifteen days of each calendar month, a monthly statement of all moneys in the various funds in the city treasury as of the first calendar day of the month.
§3.04.020
No order or warrant upon the city treasurer shall be drawn unless in pursuance of an ordinance, resolution or motion duly passed by the council and unless there is sufficient money in the fund upon which it is drawn to meet the same. §3.04.030
All warrants or orders upon the city treasury for payment of any money shall be signed by the director of finance and countersigned by the city treasurer. 139 of 187
Source Document Citation Duties
§3.04.040
In every warrant or order so drawn shall be specified the name of the person to whom the same is payable, the date and amount thereof, the services or indebtedness for which it is to be issued and the fund out of which it is to be paid; and every warrant shall be made payable to the person named therein or to his order.
§3.04.050
(a) Demands. The time and method of payment of all monthly and semimonthly salaries, wages and allowances, if any, of the city officers and employees shall be prescribed by resolution of the city council and may, from time to time, be modified by resolution of the city council. No other demands against the city for the payment of money shall be satisfied until first audited by the director of finance and approved by the city manager. A register of audited demands shall be submitted to the city council for confirmation and shall have attached thereto an affidavit by the city manager certifying to the accuracy of the demands the availability of funds for the payment thereof. Municipal or other bonds and interest shown thereon payable out of the funds in the city treasury may be paid without such audit or approval. Any person aggrieved by the refusal of the city manager to approve the demand may appeal such decision to the city council. The council may approve the demand, if enough funds are available and appropriated therefor.
(b) Warrants. Whenever a demand is approved as hereinbefore provided, the director of finance shall draw a warrant or warrants on the city treasury therefor. The city treasurer may countersign any warrant drawn and signed by the director of finance as hereinbefore provided. When countersigned, such warrant shall be negotiable. In case there is a vacancy in either of the offices of director of finance or the city treasurer, the city manager may draw and sign or warrants. If both offices are vacant, the mayor and city manager may respectively sign and countersign warrants.
§3.04.060
It is the duty of the director of finance to keep, in a book properly ruled and printed for the purpose, a record or register of all warrants drawn upon the treasury, specifying therein the date, amount and number of each warrant so drawn, in whose favor, for what purpose and upon what fund the same is drawn. §3.04.070
It shall be the duty of the director of finance to procure suitable blank warrants upon the city treasurer which shall be used in the payment of all demands against the city.
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Contents
Strategic Planning ........................................................................................................ 5 Process Overview ...................................................................................................... 5 Integration of the CRA/SOC....................................................................................... 6 Community-Centered Strategic Planning Process ...................................................... 6 Acknowledgements ...................................................................................................... 7 Message from the Chief ............................................................................................... 8 Environmental Scan...................................................................................................... 9 External Stakeholder Feedback.................................................................................. 9 Internal Stakeholder Feedback.................................................................................11 Member Survey ....................................................................................................11 Strategic Planning Work Sessions ...............................................................................12 Mission | Vision | Values .........................................................................................12 Good | Better | Different..........................................................................................14 Strategic Work Plan ................................................................................................. 15 Definition of Terms ................................................................................................. 15 GOAL #1 - Emergency Operations...........................................................................17 GOAL #2 - Training................................................................................................. 19 GOAL #3 – Administrative Services and Information Technology..............................21 GOAL #4 – Leadership and Culture..........................................................................24 GOAL #5 - Internal Communications.......................................................................26 GOAL #6 - External Communications ......................................................................27 GOAL #7 - Community Risk Reduction....................................................................29 Implementation Methodology.....................................................................................31 Role of Goal Managers ............................................................................................32 Role of Task/Program Teams ..................................................................................32 Role of LBFD Members ............................................................................................33 Communication Strategies & Mechanisms ...............................................................33 Conclusion..............................................................................................................34 142 of 187
APPENDIX A: External Stakeholder Input.....................................................................36 Training..................................................................................................................36 Emergency Medical Services (EMS)...........................................................................36 Fiscal Resources......................................................................................................37 Emergency Response ..............................................................................................37 Staffing...................................................................................................................37 Community Involvement .........................................................................................37 Community Outreach Education ..............................................................................38 Facilities..................................................................................................................39 Technology and Equipment.....................................................................................39 Operations..............................................................................................................39 Community Service/Customer Service .....................................................................40 Prevention/Risk Management..................................................................................40 Communications.....................................................................................................41 APPENDIX B: Internal Survey Input ..............................................................................42 Health Safety & Wellness .........................................................................................42 Mental Health Support .........................................................................................42 Physical Health & Wellness ..................................................................................42 Physical Fitness ...................................................................................................42 Trust Within the Department ..................................................................................42 Trust in Leadership..............................................................................................42 Trust in the Members...........................................................................................42 Trust in the Department ......................................................................................43 Organizational Culture ...........................................................................................43 Healthy Culture ..................................................................................................43 Personal Attitudes................................................................................................43 Coworker's Attitudes ...........................................................................................43 Ability to Influence Attitudes ...............................................................................43 Common theme(s): ..............................................................................................43 143 of 187
Feelings of Value ....................................................................................................44 Member Value .....................................................................................................44 Input on Important Issues ...................................................................................44 Personnel Development .........................................................................................44 Training Effectiveness..........................................................................................44 Professional Growth ............................................................................................44 Common theme(s): ..............................................................................................44 Work Environment ..................................................................................................45 Workplace Safety ................................................................................................. 45 Equipment & Tools ..............................................................................................45 Apparatus & Vehicles ..........................................................................................45 Common theme(s): ..............................................................................................45 Communication.......................................................................................................45 Receiving Information .........................................................................................45 Access to Information ........................................................................................46 Common theme(s): ..............................................................................................46 Recruitment & Retention .........................................................................................46 Recruitment.........................................................................................................46 Retention.............................................................................................................46 Organizational Sustainability................................................................................46 Common theme(s): ..............................................................................................46 Summary of Categories ...........................................................................................47 144 of 187
Strategic Planning
Process Overview
Change is inevitable, but growth is intentional. It begins when we set goals. Yet, having goals is not synonymous with success. An organization needs to develop a detailed strategy that serves as a roadmap, complete with clear goals, established deadlines, designated roles, and measurable targets. This strategic planning is pivotal for any organization, public or private, aspiring to reach its full potential.
Such a plan outlines a well-defined direction, takes stock of the operational environment, and devises strategies to progress toward goals. These components position an organization to serve its community and achieve its overarching vision adeptly. In renewing its commitment to professionalism, the organization sets itself on a trajectory toward enduring success.
The strategic implementation planning process culminates in a five-year work plan, guiding the organization's collective endeavors toward shared goals and objectives. It is an inclusive method, engaging key stakeholder representatives to ensure that the interests of the entire community are considered throughout the planning stages.
During the planning sessions, the team reexamined the agency's mission, vision, and values.
These elements served as cornerstones for
identifying service improvement areas. From these
discussions emerged the strategic themes that now
underpin the goals of the implementation plan.
Once established, the strategic goals were
apportioned into specific objectives. Through robust
dialogue and brainstorming, ideas and approaches
were either adopted or discarded based on group consensus. The resulting goals and objectives were designed to be flexible, allowing for adjustments as needed to align with the agency's broader aspirations.
The careful formulation of a strategic plan, which involves inclusive participation and flexible goal setting, equips an organization with the agility to adapt and the direction to thrive amidst change.
“Agility will be the new
capital for
organizations.”
21st Century Fire & Emergency Services White
Paper
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Integration of the CRA/SOC
Preceding the development of this strategic plan, ESCI conducted a community risk assessment and standard of cover study (CRA/SOC). This process evaluated the City's performance data against national guidelines, including NFPA standards, ISO schedules, federal and state mandates, and emergency services best practices. ESCI used GIS tools and records management systems to assess community risk and response. The analysis examined resource concentration, distribution, and response time performance, comparing current performance to industry standards. These findings and recommendations are integrated into the themes, goals, and objectives of this document.
Community-Centered Strategic Planning Process
ESCI's Community Centered Strategic Planning Process (CCSPP) methodology has been adopted and utilized by the International Association of Fire Chiefs, numerous other national, regional, and state fire service agencies and associations, and hundreds of local fire departments across the United States and Canada. The CCSPP has proven remarkably effective with all types and sizes of organizations, from large metropolitan fire departments to small, rural all-volunteer Fire Rescues and everything in between. This process was utilized in the development of the Laguna Beach Fire Department strategic planning framework and will include, but not necessarily be limited to:
• Reviewing organizational background and defining services for the community. • Identify aspects of the organization that the community views positively. • Developing a vision for the future.
• Establishing the organization's guiding principles.
• Identifying performance gaps.
• Establishing the organization's strategic goals.
• Identifying the objectives that support the strategic goals. • Determining critical implementation tasks for each objective. • Defining service outcomes in the form of performance measures and targets. 146 of 187
Acknowledgements
Laguna Beach Fire Department
Anthony Abild | Ambulance Operator
Robert Abijay | Captain
Brian Adams | Engineer
Elena Balidio | Administrative Assistant
Eric Bigani | Ambulance Operator
Devynn Brennan | Ambulance Operator
Christopher Caisip | Fire Inspector
Pat Cary | Captain
Ian Da Costa | Battalion Chief
Chip Gilmore | Captain
Brandon Hawkins | Engineer
Niko King | Fire Chief
Eric Lether | Battalion Chief
Brendan Manning | Emergency Coordinator
Robert Montaghami | Fire Marshal
Ana Neira | Ambulance Program Coord.
Chris Ornelas | Engineer
Thomas Padden | Captain
Scott Saunders | Firefighter
Brad Schlichting | Firefighter
Billy Senecal | Firefighter
Crissy Teichmann | Deputy Chief
Jeff White | Engineer
Jeff Zaccaro | Firefighter
Amie Zeoli | Sr. Admin. Analyst
Emergency Services Consulting International
Richard Curtis, Senior Project Manager
Patrick McIntosh | Associate Consultant
Turan Koroglu | Industrial/Organizational Psychology
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Message from the Chief
Dear Laguna Beach Community,
It is my privilege to present the Laguna Beach Fire Department's Strategic Plan, a reflection of our unwavering commitment to protecting this extraordinary city and its residents. This plan is the result of a collaborative effort between our dedicated team members and valued community partners, each of whom contributed to shaping a future that ensures the safety, well-being, and resilience of Laguna Beach.
Throughout the planning process, our team worked diligently to review and refine the key pillars that guide us: our vision, mission, values, and core philosophies. Together with input from both our workforce and community stakeholders, we have identified the unique needs of Laguna Beach—a place defined not only by its natural beauty but also by the inherent challenges that come with it.
Laguna Beach is truly one of a kind. Nestled among rugged hillsides, lush vegetation, and miles of stunning coastline, our community enjoys breathtaking scenery, but it also faces significant risks. Wildfires, floods, and other natural hazards pose constant threats that require a vigilant, skilled, and adaptive response. Our department's mission as an all-risk organization is to meet these challenges head-on, and our strategic plan charts the course for doing so effectively.
One of our most important commitments is preserving the environment we all cherish. We approach every decision with a deep respect for the natural beauty that makes Laguna Beach so special, ensuring that our protective efforts align with the values of our community.
Another key focus of this plan is developing the leaders within our organization. In times of emergency, every member of our department is looked to for guidance and action, and we are dedicated to fostering a culture of leadership, service, and professionalism. Our team shares a common goal: to keep this community safe at the highest level and to continuously evolve in meeting the demands of our ever-changing environment.
This Strategic Plan is more than a document; it is a living roadmap for our organization as we look ahead. It will guide our priorities, shape our initiatives, and help us adapt to the evolving needs of our community. Together, we will continue to build a safer, more resilient Laguna Beach for all.
Sincerely,
Niko King
Fire Chief, Laguna Beach Fire Department
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Environmental Scan
External Stakeholder Feedback
On September 11, 2024, ESCI facilitated a community stakeholder feedback session at the Laguna Beach City Hall. Invitations were sent to community members and local business leaders. Nineteen external stakeholders attended the session. The representatives in attendance included:
• Orange County Emergency Medical Services Agency
• Local Community Members – CERT Volunteers
• City Emergency Disaster Preparedness Committee
• Laguna Canyon Foundation
• Top of the World Neighborhood Association
• South Laguna Civic Association
• Local Media
• City Council
• Planning Commission
• Friendship Shelter
• Laguna Beach Unified School District
• Fire Safe Council
• Mission Hospital
• Community Health Organization – Be Well OC
GOOD
BETTER
DIFFERENT
As part of this session, ESCI engaged the community members in an exercise known as GOOD – BETTER – DIFFERENT. Each participant was provided with three (3) notes and asked to write down three things they felt the LBFD does that are "GOOD" and should keep doing, which were then posted on the wall.
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This exercise was repeated by answering what they believed the LBFD currently does that they could do "BETTER," and again, the responses were posted on the wall. The process was repeated a third time, asking the participants what the LBFD could do "DIFFERENT" in terms of doing something they currently are not doing, and a fourth time around, asking what the LBFD could do DIFFERENT in terms of anything they are doing that they should stop completely. The participants were then broken into groups and worked to align the responses from each of the questions into common themes.
The following represents the input provided by the external stakeholders during this process:
GOOD – The Laguna Beach Fire Department does the following well and should continue doing:
BETTER – The Laguna Beach Fire Department does the following and should continue to do it, but it could do it better:
DIFFERENT – The Laguna Beach Fire Department currently does not do the following but should consider starting:
DIFFERENT – The Laguna Beach Fire Department currently does the following but should consider stopping completely:
START
"Use heat detection
cameras at strategic
locations to spot fires in
open spaces sooner."
The input from the community stakeholder group was well thought out and covered a vast array of topics relative to the Laguna Beach Fire Department. Common themes that emerged from this process included the following:
• Ensuring a well-trained and professional workforce.
• Having a fire department that is engaged and visible in the community. • Increasing community safety through increased focus on risk reduction. • Further educating and engaging the community in disaster preparedness. • Ensuring the fire department provides for continuing development of staff. 150 of 187
• Maintaining high levels of fire and EMS service.
• Seeking innovative strategies to enhance service delivery. • Ensuring fiscal sustainability.
• Maintaining a reliable fire department infrastructure.
Details of the input from the community stakeholders can be found in Appendix A of this report.
Internal Stakeholder Feedback
Member Survey
The Laguna Beach Fire Department (LBFD) partnered with Emergency Services Consulting International (ESCI) to develop the 2024 Strategic Plan. ESCI, the International Association of Fire Chiefs' consulting firm, worked closely with LBFD stakeholders to create and deploy a member survey.
On August 14, 2024, the Laguna Beach Fire Department deployed survey to its members and remained open to responses until 5:00 p.m. on September 5, 2024. The survey was distributed to forty-eight (48) full-time members and thirty-two (32) ambulance operators, some of whom are employed part-time and full-time. Thirtyfour (34) respondents completed the survey.
The survey’s participation mostly represents the perspectives of the staff in supervisory or management positions. Of the survey respondents, 59% were supervisors or managers, while 41% were non-supervisory staff. The largest groups of respondents were those who have been with the department for 0-5 years and 11-25 years, with both groups representing 41%, respectively. Additionally, 15% reported 6- 10 years, and the remaining 3% reported more than 25 years of service with the department. Details of the Internal Stakeholder Survey are provided in Appendix B to this report.
41%
15%
41%
3%
0-5 Years 6-10 Years
11-25 Years 25+ Years
59%
41%
Supervisors & Managers
Non Supervisory Staff
Figure 1: Years of Service and Position
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Strategic Planning Work Sessions
Mission | Vision | Values
Mission
The organization's mission statement should
clearly define the primary purpose of its existence.
It should focus Laguna Beach Fire Department
members on what is profoundly important to the
organization and community. The mission
statement should be understood by all members
and posted prominently throughout the organization's facilities. Each member should commit the mission to memory.
Vision
An organization's vision will clearly define and
establish what the district wants to become. It
becomes a target and guiding beacon as the
strategic plan and goals are completed. At the end
of the plan, the adopted vision should be a reality
and an accurate portrayal of the Laguna Beach
Fire Department.
Values
A department's core values are a collection of the
most important beliefs and ingrained principles
that guide the district's actions. Establishing core
values aims to connect the members, clarify the
district's mission, and define the department's
brand for the community it serves.
MISSION:
What do we do?
VISION:
For what do we
want to be known?
VALUES:
What are the rules?
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Our Mission
To make Laguna Beach a safer community by protecting lives, property, and the environment through active prevention, public education, training, and emergency response.
Our Vision:
To be leaders in the fire service by valuing our team members, promoting leadership, and continually seeking innovative ways to provide the highest level of service to our residents and visitors.
Our Values:
Professionalism
Excellence in all we do, respecting each other and those we serve.
Responsiveness
Effective, efficient, and compassionate service delivery.
Integrity
Devotion to honesty, truthfulness, and always doing the right thing.
Dedication
Consider the needs of others above all else.
Enthusiasm
Positive attitude and commitment to the job, team, and community. 153 of 187
Good | Better | Different
The Laguna Fire Department members who participated in a two-day internal workshop participated in the "Good – Better – Different" exercise. The process was meant to eliminate groupthink and enable all participants to provide open feedback. Using four different colored notes, the Laguna Beach Fire Department members took part in the following process:
GOOD | Green Notes: Write three things that LBFD should continue to do and make plans to maintain.
BETTER | Yellow Notes: Write three things that LBFD can improve upon.
DIFFERENT | Red Notes: Write three things LBFD should stop doing.
DIFFERENT | Blue Notes: Write three things LBFD should start doing.
Facilitators collected each note and posted them by color on the walls. Small working groups organized the notes by color into common thoughts and themes, which were then discussed as a large group. This was followed by the small working groups further organizing the notes together by theme, irrespective of color. The following is a list of common themes that were derived from this exercise and ultimately set the framework for strategic plan goals.
• Maintaining the health and wellness of all employees. • Continuing to foster a positive organizational culture. • Ensuring systems are in place to engage employees.
• Improving training programs and facilities.
• Developing opportunities to fully sponsor existing firefighters to paramedic school.
• Improving the reliability of apparatus, facilities, and equipment. • Improving technical support for fire department IT systems. • Strengthening internal communications processes.
• Improving and expanding community risk reduction programs and strategies. • Ensuring organizational stability by providing up-to-date policies, procedures, and budget strategies.
• Providing employee development at all levels of the organization. • Improving the fire department's communication, engagement, and visibility in the community.
• Meeting the current and future emergency service needs of the community through operational readiness, adaptability, and innovation. 154 of 187
Strategic Work Plan
Definition of Terms
The main components of a strategic plan: Goals, Objectives, and Tasks are defined as follows:
GOAL:
A goal is the largest overarching element of a strategic plan. These plans are broad enterprises on which the organization may have multiple areas of focus.
OBJECTIVE:
An objective is a smaller component of and subordinate to a goal. It is focused on one area but still general in nature. If all the objectives under a goal have been accomplished, the goal will have been achieved.
TASK:
A task is a smaller component of and subordinate to an objective. It is usually defined as specific, measurable, action-oriented, realistic, and time-sensitive. If all tasks under an objective are accomplished, the objective will have been accomplished.
The Laguna Beach Fire Department and ESCI worked to develop seven goals to focus this strategic plan on obtainable results. Members collaborated to narrow down the goals and objectives to a workable list that will be assigned to a member. There was a high level of esprit de corps and respect within the room, which lent itself to an environment for open and honest discussion with the goal of helping continue to move the organization forward.
Members collaborating
over broad strategic
goals for the next 3-5
Years.
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Strategic goals, objectives, and tasks become essential to the organization's efforts. By following these components carefully, the organization will be guided into the future and should benefit from reduced obstacles and distractions. Each goal, objective, and task were identified in the two-day planning work session facilitated by ESCI with the LBFD team.
The following section defines each goal with its subordinate objectives and tasks. The following goals are actionable items determined through feedback to create the basis of the recommended strategic plan.
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GOAL #1 - Emergency Operations
Provide our community with the highest level of service by ensuring effective fire, rescue, and emergency medical operations while taking into consideration financial stewardship, emerging trends, and adaptability.
OBJECTIVE #1A: Ensure the LBFD is fully engaged in the state-wide Master Mutual Aid System.
Tasks:
• 1A-1: Develop a deployment matrix for varying levels of response based on staffing levels and local conditions.
• 1A-2: Identify the LBFD apparatus available for mutual aid response based on the resource type.
• 1A-3: Evaluate the benefits and fiscal considerations for providing 4 personnel on all strike team assignments.
• 1A-4: Analyze the benefits, fiscal considerations, and staffing impacts for implementing specific single resource positions at all levels for mutual aid response.
OBJECTIVE #1B: Provide a high level of emergency response by deploying the appropriate resources to manage community risks.
Tasks:
• 1B-1: Research and develop a staffing matrix that is flexible to meet the changing risks facing the community.
• 1B-2: Evaluate current response times and strategize opportunities to improve. • 1B-3: Create an electronic unit status platform that is displayed in real-time at each station.
• 1B-4: Research and develop options for staffing paramedic positions. • 1B-5: Adopt NFPA 1710 as a department standard.
• 1B-6: Evaluate future deployment models based on community needs, Commission on Fire Accreditation International criteria, and the Insurance Services Offices (ISO) Public Protection Classification (PPC) evaluation formula. • 1B-7: Review current apparatus and future alternatives to meet community emergency response needs.
• 1B-8: Conduct a workload study and fiscal analysis of transitioning from a part-time to a full-time nurse educator.
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OBJECTIVE #1C: Continually adapt to the changing fire and emergency response needs of the community by researching emerging trends and forecasting tools that support adaptive strategies, service innovation, and informed decision-making.
Tasks:
• 1C-1: Establish private partners and professional organizations to create a partnership to collaborate on emerging technologies and innovative strategies. • 1C-2: Establish a process for fire department members to participate in opportunities.
• 1C-3: Establish an "action group" to assess and evaluate emerging tactics, techniques, and procedures to improve department efficiency. • 1C-4: Review department policies, Standard Operating Guidelines (SOGs) and procedures, and develop a plan to ensure they remain adaptable and flexible to evolving environments.
OBJECTIVE #1D: Measure the readiness of the LBFD to meet community emergency service needs.
Tasks:
• 1D-1: Evaluate the department's most recent ISO evaluation and rating criteria to identify opportunities for improvement and work toward a Class 1 Rating. • 1D-2: Develop a formal plan to pursue the Commission on Fire Accreditation International (CFAI) Accreditation.
• 1D-3: Develop a formal plan to pursue Commission on Accreditation of Ambulance Services (CAAS) certification.
OBJECTIVE #1E: Explore opportunities to expand our EMS system and improve service delivery to the community.
Tasks:
• 1E-1: Identify tools and resources necessary to collect accurate, consistent, and relevant data on emergency response trends in the community. • 1E-2: Identify and meet with community stakeholders to assist in identifying needs and resources specific to our community.
• 1E-3: Explore opportunities, work with community healthcare professionals, and develop a plan to explore community care alternatives.
• 1E-4: Continue to monitor the potential of Providence Mission Hospital Laguna Beach closing and its impacts on the EMS system as well as the community. • 1E-5: Research funding opportunities to develop pilot programs or long-term services.
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GOAL #2 - Training
Maintaining a high level of service by ensuring a well-trained workforce is supported by focusing on employee development, emerging service delivery tactics, and providing adequate training facilities.
OBJECTIVE #2A: Expand and standardize the LBFD Training Schedule.
Tasks:
• 2A-1: Identify weekly, monthly, and annual training needs. • 2A-2: Develop a training calendar that meets the identified needs and ensure personnel meet local, state, and federal mandates.
• 2A-3: Coordinate with local agencies to schedule and deliver multi-agency training on a regularly identified basis.
• 2A-4: Evaluate the ability to sponsor personnel to attend training, including time off, with a mechanism established for the member to share appropriate subject matter with all department members.
• 2A-5: Develop a program that regularly offers career "track" courses, such as Captain's classes and ICS courses, with the opportunity to include outside agencies where appropriate.
OBJECTIVE #2B: Improve LBFD training records management.
Tasks:
• 2B-1: Research technology options for training delivery and records management. • 2B-2: Identify and secure fiscal resources needed for implementation.
OBJECTIVE #2C: Develop and implement an effective health, safety, and injury prevention program for employees.
Tasks:
• 2C-1: Research and identify elements of an effective fire department health, safety, and injury prevention program.
• 2C-2: Develop a strategy to implement a program in Laguna Beach that encompasses these key elements.
• 2C-3: Evaluate the medical benefits and cost of potentially providing heat therapy and ice therapy as components of the program.
• 2C-4: Examine opportunities for providing incentives for participation in an annual wellness program.
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OBJECTIVE #2D: Evaluate the department's training committee structure for succession planning opportunities.
Tasks:
• 2D-1: Evaluate current membership of the department's Training Committee and implement a structure that includes all ranks for broader input. • 2D-2: Evaluate the inclusion of the department's Administrative Captain as a member of the Training Committee.
• 2D-3: Implement a mechanism to solicit interest in training topics at all levels of the organization.
Health and Wellness
programs sustain long
careers, productivity,
fulfillment, and resilience.
OBJECTIVE #2E: Ensure safe and efficient fire ground operations by providing adequate facilities to maintain manipulative skills
Tasks:
• 2E-1: Hire a consultant to evaluate current training facilities in Laguna Beach and develop options to meet department training needs, including potential locations, props, and cost analysis.
• 2E-2: Evaluate other areas in the city for the expansion of current training locations. • 2E-3: Implement a system with the city Building Department to identify buildings targeted for demolition that could be used for hands-on fire department training. • 2E-4: Explore opportunities for alternative training locations and regional partnerships.
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GOAL #3 – Administrative Services and Information Technology
Goal: Ensure that LBFD equipment, facilities, and organizational operations are safe, effective, and appropriately maintained and replaced to support reliable emergency response and operations.
Objective #3A: Provide a transparent, priority-based reporting system to identify and ensure timely correction of equipment and facility issues.
Tasks:
• 3A-1: Create an electronic unit status platform that is displayed in real-time at each station.
• 3A-2: Develop threshold parameters for priority repairs. • 3A-3: Create a live electronic dashboard to identify station repair needs.
Objective #3B: Ensure the relief apparatus is properly equipped with standard equipment inventory in order to respond to expanded incidents and ensure operational readiness.
Tasks:
• 3B-1: Perform an inventory of current relief apparatus equipment and identify equipment needs.
• 3B-2: Perform a needs assessment to identify broken and outdated equipment. • 3B-3: Budget and purchase equipment based on inventory findings.
Objective #3C: Enhance and improve procurement practices that identify and replace aging equipment.
Tasks:
• 3C-1: Identify staff to develop a comprehensive department equipment inventory list, including dates of expiration and/or replacement.
• 3C-2: Utilize the department analyst to determine costs and procurement processes associated with the replacement of aging equipment.
• 3C-3: Utilize relevant staff to thoroughly research and determine the most costeffective vendors and contractors for purchasing new equipment. • 3C-4: Identify a central member of the fire department staff to review and approve large equipment purchases in line with the procurement policies, budget, and inventory lists.
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"Ensure relief apparatus is
properly equipped and has
the standard inventory."
Objective #3D: Identify and implement additional revenue sources.
Tasks:
• 3D-1: Create a working group representing all areas of the department to help identify potential new revenue sources.
• 3D-2: Develop an outline of potential revenue sources and present them to city finance staff and potentially the City Council.
• 3D-3: Create procedures for new revenue collection following finance staff guidelines and ensure city council support.
• 3D-4: Develop a public education plan to inform the community, Chamber of Commerce members, and other relevant stakeholders about new revenue mechanisms that are planned (fees, grants, donations, etc.).
Objective #3E: Maintain organizational efficiency by keeping internal policies up to date.
Tasks:
• 3E-1: Utilize administrative staff to identify current policies that need updating. • 3E-2: Identify policies that are missing and need to be developed to improve organizational efficiency.
• 3E-3: Develop a mechanism to introduce new and revised policies to all staff. • 3E-4: Assign a staff member to coordinate additions, updates, acknowledgment of policies, and general management of the chosen platform.
Objective #3F: Ensure annual budget priorities incorporate feedback from fire department staff.
Tasks:
• 3F-1: Create cross-functional working groups to facilitate the budget request process.
• 3F-2: Utilize asset and inventory lists to help identify and prioritize budget needs and requests.
• 3F-3: Utilize information developed during the budget request process to assist the Fire Chief and senior staff in prioritizing needs.
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Objective #3G: Work with City Information Technology Staff to support fire department operations through reliable and innovative infrastructure and services.
Tasks:
• 3G-1: Identify necessary IT upgrade needs.
• 3G-2: Identify necessary IT maintenance needs.
• 3G-3: Research alternatives for providing increased IT support to the fire department, including evaluation of dedicated part-time, full-time, and contract employees. • 3G-4: Create and foster relationships with outside agency IT departments to identify common areas of interest and evolving technologies.
• 3G-5: Establish a long-range and ongoing financial plan to support IT needs. • 3G-6: Assess current IT hardware and software to determine replacement needs. • 3G-7: Research and identify industry-standard IT hardware and software solutions. • 3G-8: Develop a comprehensive replacement schedule for IT assets. • 3G-9: Establish a budget proposal for the IT replacement fund. • 3G-10: Secure approval for the IT replacement fund from relevant stakeholders. • 3G-11: Implement the replacement fund and monitor its effectiveness. 163 of 187
GOAL #4 – Leadership and Culture
Continue to foster a strong culture and promote leadership across all members, recruit members based on matching core values, provide advanced leadership development programs, and support all individuals in achieving organizational standards.
OBJECTIVE #4A: Provide ongoing leadership development training.
Tasks:
• 4A-1: Evaluate and identify leadership development needs and themes. • 4A-2: Evaluate training delivery options, including the use of an outside specialist in leadership development.
• 4A-3: Develop leadership seminar content to include Captains, Chief Officers, and administrative professional staff.
• 4A-4: Identify fiscal resources required to support program delivery and adjust the training budget accordingly.
• 4A-5: Deliver the program on an ongoing basis.
• 4A-6: Evaluate options for Battalion Chiefs and Captains to lead discussions with Firefighters and Engineers on leadership opportunities. • 4A-7: Examine opportunities to increase the annual education reimbursement allotment to encourage leadership development training.
OBJECTIVE #4B: Maintain industry-leading recruitment standards to attract the best candidates to the Laguna Beach Fire Department.
Tasks:
• 4B-1: Continue using expectancy band recommendations to ensure firefighter candidates meet the strict physical ability test standards before advancing to the interview phase of recruitment.
• 4B-2: Evaluate the potential impacts of suspending the practice that limits the number of firefighter applicants and explore strategies to screen a large pool of firefighter applicants effectively.
• 4B-3: Research and implement strategies to expand job posting advertisements. • 4B-4: Identify opportunities to assess candidates' core values during the hiring process to ensure alignment with the LBFD’s core values.
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OBJECTIVE #4C: Support career development at all levels of the LBFD.
Tasks:
• 4C-1: Establish a comprehensive career development program for LBFD professional staff at all levels, incorporating ride-a-longs, training courses, certifications, and licensures.
• 4C-2: Support employee representation on local, regional, and State level committees.
• 4C-3: Identify opportunities for members to participate as a "Single Resource" on major incidents and develop implementation criteria that include consideration of fiscal impacts, member selection, and drawdown levels.
• 4C-4: During the annual employee performance review process, provide a formal mechanism to discuss the individual's promotional potential based on a review of current education, training, and certifications.
• 4C-5: Develop a career development pathway handbook that identifies the training, certifications, and education that would be necessary to achieve each rank or position in the organization.
Training at all levels of
the organization is
critical to its future
success!
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GOAL #5 - Internal Communications
Establish clear, transparent, and inclusive communication strategies across all levels of the organization to eliminate misinformation and ensure all members feel informed.
OBJECTIVE #5A: Create a learning organization through sharing information regarding the work of various department committees.
Tasks:
• 5A-1: Develop and implement a standardized meeting minutes format for all committees.
• 5A-2: Identify a standard location for maintaining all committee meeting minutes on the fire department's computer system.
• 5A-3: Identify one member to maintain files for all committee meeting minutes. • 5A-4: Publish a list of standard committees and the location where personnel at all ranks can review minutes from the various meetings.
OBJECTIVE #5B: Establish programs to support open and consistent communication that fosters trust between the fire department and its members.
Tasks:
• 5B-1: Implement a department-wide system for employees to submit ideas and suggestions.
• 5B-2: Implement a system that maximizes technology to showcase existing projects in the department.
• 5B-3: Expand current "coffee talk" by identifying and implementing additional mechanisms for sharing information, such as shift and officer meetings.
OBJECTIVE #5C: Create and improve communications and relationships with other city departments and adjoining fire agencies.
Tasks:
• 5C-1: Establish a regular meeting schedule with each identified city department (Marine Safety, Public Works, Police) to discuss projects, issues, and ideas for improving overall city operations and efficiency.
• 5C-2: Identify opportunities to meet regularly with adjoining fire agencies to discuss projects, issues, and ideas for strengthening and improving operations.
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GOAL #6 - External Communications
Improve the department's communication with the public and external stakeholders by providing clear, timely, and accessible information, fostering transparency, and increasing community trust and engagement.
OBJECTIVE #6A: Improve safety and services by encouraging community involvement through programs, feedback opportunities, and collaborative efforts.
Tasks:
• 6A-1: Identify community events and activities to increase fire department participation and visibility.
• 6A-2: Identify opportunities to improve collaboration with other city departments to increase the visibility of city services in the community. • 6A-3: Evaluate the opportunity to conduct regular meetings of CERT, fire department, and other interested community members.
• 6A-4: Review and update the fire department website to improve sharing of information with the community about major initiatives, activities, and community safety programs.
• 6A-5: Enhance opportunities for community feedback on services received from the fire department.
OBJECTIVE #6B: Maximize the use of technology for information and outreach to the public regarding fire department activities.
Tasks:
• 6B-1: Work with city PIOs to research and evaluate opportunities to utilize social media platforms such as Instagram, X, Facebook, and PulsePoint. • 6B-2: Review and keep current the department’s social media policy regarding the use of social media platforms for sharing fire department activities. • 6B-3: Identify processes and frequency for developing social media messages. • 6B-4: Identify a member of the LBFD who is responsible for social media activities. • 6B-5: Monitor and evaluate existing platforms such as Nixel, WEA, Genesis, and AlertOC to meet emergency notification needs and evaluate other emerging technologies.
• 6B-6: Work with city PIOs to establish relationships with local media, including the community radio station and local newspaper, to conduct public education and emergency messaging.
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OBJECTIVE #6C: Provide consistent and timely information to the community through the proper allocation of resources to meet public education and information strategies.
Tasks:
• 6C-1: Work with city PIOs to identify key fire department positions to perform as public information officers and develop a training plan to provide the skills needed. • 6C-2: Develop a strategy to consistently leverage social media to increase the fire department's presence in the community.
• 6C-3: Create a communications plan identifying what communications sources will be utilized for emergency and non-emergency events.
• 6C-4: Complete a workload and fiscal analysis targeting the potential addition of a full-time public education position for the fire department.
Improve safety and
services by encouraging
community involvement.
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GOAL #7 - Community Risk Reduction
Implement comprehensive community risk reduction strategies and public education programs to mitigate risks throughout the community that align with National Fire Protection Association Standard 1300 and Cal-Fire programming.
OBJECTIVE #7A: Develop comprehensive public education programs to inform the public of the risks inherent to the community and strategies to help with risk mitigation.
Tasks:
• 7A-1: Regularly update the 2024 community risk assessment to identify community risks and collect associated data.
• 7A-2: Prioritize risks and identify strategies to develop and implement a comprehensive public education program.
• 7A-3: Identify educational pathways such as websites, workshops, seminars, town hall meetings, printed materials, and other electronic media. • 7A-4: Work toward designation as a California Fire Risk Reduction Community by the California Board of Forestry and Fire Protection.
• 7A-5: Educate the public about the FireWise Community Program and its grassroots, community-led initiatives, including the impact on potential insurability and financial incentives.
• 7A-6: Develop and implement strategies to increase community understanding of the Greater Laguna FireSafe Council and increase participation throughout the city. • 7A-7: Track key performance indicators to assess the effectiveness of goals outlined in the CRR plan.
OBJECTIVE #7B: Develop new standards by engaging other City departments in promoting new safety technologies and approaches.
Tasks:
• 7B-1: Evaluate current methods to identify opportunities for enhancements. • 7B-2: Research alternative methods for developments that mitigate risks identified in the Community Risk Assessment.
• 7B-3: Continue pursuing the installation of AI wildland fire detection cameras that give optimal coverage in the open space surrounding the city. • 7B-4: Inform the community about risk-reducing products such as heating stoves and improved smoke/carbon monoxide detectors.
• 7B-5: Evaluate current fuel modification standards and permit processes to enhance efficiency and streamline the process.
• 7B-6: Continue working with Orange County Parks on fuel modification projects on their property to identify permitting and approval process efficiencies. 169 of 187
OBJECTIVE #7C: Identify and assess potential risk reduction non-compliance in the community and educate the public on the value and importance of codes.
Tasks:
• 7C-1: Review, evaluate, and update the city weed abatement program. • 7C-2: Establish a clear, definitive process for enforcement of fire codes within the commercial environment.
OBJECTIVE #7D: Improve the community's response to disasters by ensuring a comprehensive Community Emergency Response Team (CERT) is available to help support first responders in keeping the community safe.
Tasks:
• 7D-1: Develop and maintain a database of CERT volunteers to ensure timely notifications and response readiness.
• 7D-2: On an annual basis, conduct at least one CERT Academy and expand participation from LBUSD students and staff.
• 7D-3: Develop and provide CERT volunteers with continuing education, training, and equipment.
• 7D-4: Evaluate the feasibility of providing CERT training to city employees as a professional development opportunity.
OBJECTIVE #7E: Enhance community safety by completing the remaining work associated with the 2019 Wildfire Mitigation and Fire Safety Report.
Tasks:
• 7E-1: Review the City of Laguna Beach 2019 Wildfire Mitigation and Fire Safety Report and identify unfinished tasks.
• 7E-2: Identify staff responsible for evaluating the current relevance of the remaining tasks.
• 7E-3: Identify resources needed to complete the remaining tasks. • 7E-4: Develop timelines for completion.
• 7E-5: Provide appropriate tracking and follow-up.
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Implementation Methodology
Emergency service organizations continually contend with a rapidly changing environment. Improved tools, technologies, increased regulation of activities, and changing risk profiles are all challenges that, if not planned for, create a reactionary decision-making methodology instead of a proactive organization. Fire departments can avoid organizational obstacles through continuous evaluations of the internal and external environment and aligning themselves around the needs of these environments. An organization will stay agile and on the leading edge of service delivery by analyzing data and trends and implementing course corrections.
Organizational Alignment
To remain highly effective and improve service delivery, an organization must identify programs and activities that may no longer serve the community's changing needs.
The process mentioned above is called organizational alignment. 171 of 187
This process aligns the entire organization by examining the community needs and cascading those needs down through the service delivery plan, community risk reduction assessment plan (CRRA), and mission. The organization track and people track are separate processes that mirror each other during the planning process.
The organizational track examines strategic, operational, and tactical/program plans, while the people track provides details of the individuals' values, practices, and behaviors. Both pathways come back together to measure results. However, for the strategic plan to be successful, every member of the organization must embrace it, and actively hold the organization accountable to it successful implementation.
Role of Goal Managers
The organization must assign each goal to a manager responsible for coordinating the goal(s) they are given and understanding that they are a crucial part of communicating the status of their plan element to the organization. Once assigned, the goal managers must be clear on their roles and responsibilities. These include:
• Identify and assign inclusive and capable task teams for each of the objectives within the goal.
• Identify funding needs to effectively and efficiently accomplish their assignments. • Maintain constant awareness of the status and progress of each task team under their charge.
• Troubleshoot and help remove obstacles or barriers to the task teams as they perform their work.
• Regularly report on goal status, progress, barriers, strategies to address barriers, successes, and achievements.
Role of Task/Program Teams
Each objective is assigned to a task/program team with capable members, with an emphasis on those who have the desire to achieve the objective or who have expertise or job assignments that align with the objective. Each task team should convene for an initial meeting to select a chairperson, become familiar with the objective as a team, seek clarification from the goal manager where there are questions, identify the need for funding appropriations, and begin the process of outlining a work plan. This will help the task team achieve the objective within the assigned timeline(s).
Once a work plan has been created, the task team chair should coordinate setting a meeting schedule that works for the team and minimizes organizational conflicts (e.g., training, vacations, etc.). The task teams' significant actions and issues should be recorded for status updates to the goal managers.
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Role of LBFD Members
Every Member of the Laguna Beach Fire
Department is responsible for understanding
the strategic plan, internalizing its mission,
vision, values, goals, and objectives, and
helping the organization achieve it, whether a
part of the various teams or not. By being
aware of the various efforts being expended to
make the organization more successful,
members can be on the lookout for
opportunities the various task teams may be
able to take advantage of to achieve their objectives. Members must also help by holding the organization accountable to its stated timelines and outcomes. While there should be room for unforeseen circumstances that require adjustment of timelines or unexpected opportunities that may necessitate a shift in a specific approach, they should not be a routine excuse for not achieving what was committed to from the outset.
It is also important to be reasonable in the organization's expectations of the strategic plan. In some cases, it has taken years for some of the challenges to manifest themselves in their current form. They will not be corrected overnight. Each member must see themselves as part of the solution. Sometimes, despite the strongest desires and best efforts of all involved, resolving some issues requires more effort than is available to the organization in the near term. Therefore, every effort should be made to manage this effort with a focus on efficiency and effectiveness.
Communication Strategies & Mechanisms
The strategic plan must be communicated often and through many mechanisms. The internal planning team must discuss numerous communication strategies. They include:
• Chief officers meet with all crews over time to review the strategic plan. • Incorporation of mission, vision, and values discussions within training sessions. • Highlighting a single element of the plan during training sessions (e.g., six minutes for strategic planning).
• Upload the strategic plan electronically to make it accessible to all members and post a hard copy of the plan at each station or to LBFD's electronic training platforms.
• Communicating status updates quarterly, celebrating successes, and identifying struggles transparently.
Tip:
Every effective
presentation message is
a call to action, feeling, or
thought.
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• The internal planning team meets with goal managers at least semi-annually to share lessons learned, brainstorm resolutions to barriers, and provide status updates.
• Convening with the internal planning team annually to update the plan and ensure accountability.
• The Fire Chief should provide quarterly reports to the city manager as a standing agenda item for the life of the plan.
These strategies and mechanisms have advantages and disadvantages, but the primary theme is to use what works and communicate regularly and transparently to the organization. By keeping the plan front and center in the organization, the plan is alive in the minds and hearts of its members.
Celebrating successes as they occur increases
the members' anticipation for the other
elements to be accomplished.
The plan, along with the accompanying goals
and objectives spreadsheet, can be used for
each task team to keep track of their work
performance and can also be used to provide
regular updates to the goal managers. This
helps keep the process standardized and on
track and can be the basis for communicating progress to the department. Whether this planning sheet, an internally developed spreadsheet, or another tracking device created by the organization is used, the important takeaway is maintaining granular tracking at the task team level and the big picture department-wide.
Conclusion
This strategic plan serves as a comprehensive blueprint for the Laguna Beach Fire Department's future endeavors. By delineating clear goals, objectives, and tasks, we aim to streamline operations, enhance service delivery, and adapt proactively to emerging challenges.
Responsibilities are distributed amongst team members, ensuring accountability and collaboration throughout the implementation process. Each member's contribution is vital to the plan's success, and ongoing communication and feedback mechanisms will facilitate continuous improvement.
Tip:
Deliver a conclusion that
is not just a summary but
a look into the future.
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This strategic plan provides a framework for informed decision-making, fosters alignment of resources with organizational priorities, and cultivates a culture of innovation and adaptability. Moreover, by proactively addressing potential obstacles, we can mitigate risks and seize opportunities for growth and improvement.
This strategic plan empowers the Laguna Beach Fire Department to fulfill its mission of safeguarding lives and property while remaining responsive to the evolving needs of our community. With dedication, perseverance, and a shared commitment to excellence, we are poised to achieve our collective vision for a safer and more resilient future. 175 of 187
APPENDIX A: External Stakeholder Input
Training
Good
• Ensuring well-trained and knowledgeable staff
• Maintaining a professional workforce
• Having a focused effort to be "visible" in the community • Training volunteers and being involved in volunteer organizations • Prioritizing prevention and mitigation strategies
• Seeking opportunities to learn from others who are not fire professionals Better
• Working with patients with mental illness
• Providing ongoing education opportunities for staff
• More windshield training
• Continuity of internal training models
• Further preparing our community
• Further partnering with local schools and businesses to help develop safety plans and training opportunities.
Emergency Medical Services (EMS)
Good
• Excellent medical care
• Competent paramedic services
• Trauma-informed service
Better
• Implementation of innovative EMS/community health service delivery models • Compassion for the other frontline health care providers you interact with.
Different - Start
• Development of community care stations (i.e., AEDs, Narcan, etc.) • Integrate third-party crisis intervention (i.e., Be Well OC) with the fire department, not just the police department.
Different – Stop
• Poor patient assessments – Not everyone belongs at the hospital (ETOH?) 176 of 187
Fiscal Resources
Good
• Seeking alternate revenue sources
Better
• Ensuring long-term fiscal sustainability
Different – Start
• Aggressively pursuing insurance company reimbursement Emergency Response
Good
• An expectation that the LBFD shows up quickly – Timely response • An expectation that the LBFD shows operational efficiency • Being responsive to the needs of the community
Different – Stop
• Length of time it takes to report situations
Staffing
Good
• Maintaining coverage for the whole community
• Showing a willingness to serve
• Long-term employees in the fire department
• Ensuring adequately staffed, equipped, and resourced to protect the community. • Ensuring a focus on the mission of protecting people first Better
• Maximizing technology and strategies first to off-set the need for just asking for more resources
Community Involvement
Good
• The Fire Department is a great partner
Better
• Enhancing all areas of community education
• Improving the Fire Department's community connections and visibility 177 of 187
• Further engaging with the schools and community groups to educate and support our youth
• Ensuring community education is coupled with encouragement and enforcement • Increase neighborhood meetings to educate residents on the fire department's roles and limitations
• Being more proactive to reach out and engage in the community • Preparing the community to be resilient and prepared following an emergency • Increase partnerships with environmental stakeholders Different – Start
• Educating the public about the priorities of the fire department • Get to know the community and vice versa
• Promoting Fire Safe Council and Fire Wise USA in the community Community Outreach Education
Good
• Continuing to seek input from the citizens in the community • Take advantage of the LBFD being respected by the community • Maintain a strong connection with the residents
• Maintaining a commitment to service to everyone
Better
• Increasing defensible space education
• Increase education in all areas of fire prevention
• Educating council, commissions, and key stakeholder groups about LBFD needs Different – Start
• New ways to educate the community about EMS services and fire prevention • Get more people involved in prevention activities
• Assist community organizations in training their staff in first aid/CPR, prevention, and response to emergencies.
• Provide home hardening seminars.
• Educate the public on the role of the citizen in helping with fire prevention. 178 of 187
Facilities
Different – Start
• Station in North Laguna
• Locate the Emergency Operation Center elsewhere, not in the Recreation Center. • Plan for Station Earthquake Safety
• Be More Approachable, Get Rid of Doorbell
Technology and Equipment
Good
• Excellent Equipment
• Well Equipped
Different - Start
• Consider smaller, more agile engines for tight Laguna roads. • Use Vans for Medic Calls
• Use newer technology
• Consider PMs using smaller vehicles for faster response • Use heat detection cameras at strategic locations to spot fire in open spaces sooner.
Operations
Good
• Willingness to explore new approaches to problem-solving. • Flexibility
Better
• Try new procedures
• Workforce Development
• More Emergency Management staff
• Staff should meet national standards
• More recognition of volunteers
Different - Start
• Coverage of the entire city during major events.
• Obtain a contract to transport critical care patients for Inter facility transfers. • We need to fix 800 MHz communications at station 3 and expand the first net. • Developing an adequate egress plan for major emergencies. • Find ways to provide access to residential neighborhoods currently defined as inaccessible.
• Look into developing more emergency exit routes.
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Different - Stop
• Stop engines from accompanying ambulances on bus runs • Dropping persons at the hospital who do not have a medical issue, such as intoxicated individuals.
• Stop wearing out equipment
• Electric Vehicle Equipment.
• Sending strike-team engines out with 3….
• Stop looking into EV Vehicles.
• Are engines needed when ambulances respond? If not, stop doing that. • Stop testing fire hoses on hardscape surfaces; instead, do so on porous surfaces.
Community Service/Customer Service
Different - Start
• Send Post Card customer service survey to be returned • Build bridges with other frontline services
Different - Stop
• Free home installations of smoke detectors
• Provide residential fire inspections
Prevention/Risk Management
Good
• Priority on fire mitigation strategic planning
• A good fire department concentrates most of its time on prevention rather than response.
• Proactive Fire Department
• Provides community education to drive awareness of risk factors and realistic risk mitigation strategies.
• Focused on fire mitigation and risk reduction in high-risk areas 180 of 187
Better
• Increase our community's ability to reduce fire risk through informal inspections.
• Make inspections more collaborative.
• Do home garden inspections.
• Provide more mitigation efforts.
• Conduct more drills
Different - Start
• Enforce defensive space standards
• Provide voluntary household inspections
• Be more proactive in requiring the removal or thinning of vegetation Different - Stop
• Stop issuing fuel modifications not viable for community structures • Consider reducing the use of goats
• Increase management of goat-grazed FMZs
• Pressure homeowners to clear trees and gardens and find alternatives to goats • stop using the same goat rotation every year
Communications
Better
• Provide more online information
• Communicate recruitment needs
• Provide more data to the community
• Be transparent to the community
Different - Stop
• Stop saying that some residential neighborhoods are not necessarily going to be protected from a big fire.
• The City (Not the FD) should tell the community what they need to hear, not what they want to hear.
• Try to be more forceful with the California Coastal Commission in relation to fire safety.
• Stop talking down to people.
• Stop marking neighborhoods as indefensible.
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APPENDIX B: Internal Survey Input
Note: The data was calculated using software that uses infinite decimals, but the numbers below are rounded to a whole number. As a result, the percentages may not add up to a perfect 100% in some cases (e.g., 99% or 101%).
Health Safety & Wellness
Mental Health Support
The majority of LBFD members (76%) feel the department offers valuable mental health support and resources. However, around 18% expressed a neutral position, while the remaining members (6%) did not agree with this sentiment.
Physical Health & Wellness
Nearly three-fourths of LBFD members (74%) agree that the department provides valuable physical health and wellness resources. Meanwhile, 21% remained neutral, and 6% disagreed or strongly disagreed.
Physical Fitness
Almost all LBFD members (94%) believe that the department's employees are fit enough to perform their duties. However, 3% reported that they lacked an adequate level of fitness, and 3% remained neutral.
Trust Within the Department
Trust in Leadership
A strong majority of the respondents believe that their supervisor makes sound decisions to ensure the safety of members, with 85% expressing either agreement or strong agreement. Additionally, 9% held a neutral stance, while 6% disagreed.
Trust in the Members
LBFD members (88%) agree or strongly agree that the department trusts them to fulfill their assigned duties. Conversely, 3% expressed disagreement or strong disagreement, while 3% maintained a neutral stance.
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Trust in the Department
Seventy-nine percent (79%) of respondents agreed or strongly agreed with the statement, "I trust the department to do the right thing for my coworkers and me." Approximately 18% reported it being "neutral," whereas only about 3% of respondents reported disagreement or strong disagreement with the statement.
Organizational Culture
Healthy Culture
LBFD members (91%) agree that the department employees' culture is healthy.
Only 9% of respondents disagreed or strongly disagreed, while none of the respondents (0%) opted to remain neutral.
Personal Attitudes
Almost every LBFD member (97%) agrees or strongly agrees with the statement, "I am able to maintain a positive attitude while at work, and I enjoy my job." 3% of respondents maintained a neutral stance, and none of the respondents (0%) disagreed.
Coworker's Attitudes
LBFD members (94%) strongly believe that their coworkers generally maintain a positive attitude while at work and enjoy their jobs, while 6% opted to stay neutral, and none of the respondents (0%) disagreed on the matter.
Ability to Influence Attitudes
LBFD members (79%) believe that they can positively influence their coworkers' attitudes and contribute to improving the department's culture. Meanwhile, 18% of respondents were neutral on this matter, and only 3% thought otherwise.
Common theme(s):
According to the free-text responses, LBFD fosters a work culture where employees feel supported and motivated to do their best. Several comments highlight how the department creates a positive and familial atmosphere, which helps keep morale high. For instance, one comment notes how the department "fosters a familial culture throughout the organization," indicating that employees feel like part of a cohesive team where everyone looks out for one another.
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Feelings of Value
Member Value
Most respondents agreed or strongly agreed (88%) with the statement, "The department values me as an employee." However, those who disagreed and those who were neutral on the matter were equal at 6% each.
Input on Important Issues
Over two-thirds of LBFD members (68%) agreed with the statement, "The department values my input on important issues." Conversely, 6% disagreed or strongly disagreed, and 26% opted to remain neutral.
Personnel Development
Training Effectiveness
Respondents expressed confidence in the sufficiency of their training to fulfill their duties effectively, with 71% indicating agreement or strong agreement.
Additionally, 24% of respondents opted to stay neutral on the matter, while only 6% expressed disagreement.
Professional Growth
LBFD members hold the belief that there are abundant professional growth opportunities within the organization, with 71% expressing agreement.
Moreover, approximately 21% reported a neutral stance, while the remaining 9% disagreed or strongly disagreed with this belief.
Common theme(s):
Based on the free-text responses, there is a call for better and more structured training. Several responses suggest building a proper training facility within city limits, having a full-time staff dedicated to training, and conducting more postincident analyses to enhance firefighter preparedness. Another consistent theme is sending more firefighters to paramedic school and transitioning away from having captain-level paramedics, thereby distributing specialized skills more effectively.
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Work Environment
Workplace Safety
All but two respondents reported feeling safe in their workplace. This means that 94% of respondents agreed or strongly agreed with the statement, "I feel safe in my workplace." The two remaining respondents (6%) opted to remain neutral on the matter, and none (0%) disagreed with the statement.
Equipment & Tools
LBFD members (68%) believe they have adequate tools and equipment to perform their job effectively. On the other hand, 18% remained neutral and 15% disagreed.
Apparatus & Vehicles
The majority of LBFD members (65%) agree that the apparatus or vehicles that they operate and/or ride in are safe and well-maintained. Conversely, 21% maintained a neutral stance and 15% disagreed.
Common theme(s):
Several comments mention that the department's vehicles and equipment are aging and frequently breaking down. One suggestion is to expedite the procurement of new apparatus to avoid operational delays and failures. For example, someone highlighted that the "current apparatus is breaking down frequently," stressing the need for replacements. There are recommendations to focus on improving the physical conditions of fire station buildings and upgrading internal systems such as CAD software for better operational efficiency.
Communication
Receiving Information
LBFD members marginally agreed (44%) with the statement, "I receive timely and accurate information regarding the department's direction." Additionally, a close 38% held a neutral stance on the matter, while 18% disagreed or strongly disagreed with the statement.
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Access to Information
Nearly three-quarters of the respondents (74%) reported agreement or strong agreement with the statement, "I have access to the right amount of information to do my job." Meanwhile, nearly a quarter (24%) expressed a neutral stance, and only 3% disagreed or strongly disagreed with the statement.
Common theme(s):
Multiple comments mention the need to hire a full-time IT specialist who can manage essential systems like CAD, radio communications, and station alerting.
The department's reliance on part-time or shared IT resources is seen as a bottleneck that affects efficiency. As mentioned in the "Work Environment" section, issues with the CAD and other internal communication systems seem to be resulting in the members' below-average feelings toward receiving timely information.
Recruitment & Retention
Recruitment
LBFD members (91%) strongly agreed with the statement, "The department recruits quality people to fill open positions." In contrast, none (0%) disagreed or strongly disagreed, and only 9% maintained a neutral stance.
Retention
Every single LBFD member (100%) agreed or strongly agreed with the statement, "The department retains quality personnel to maintain the mission." Organizational Sustainability
LBFD members (91%) have strong confidence in the department's stability and their ability to build a future within it. Conversely, only 3% expressed neutrality on the matter, while only 6% disagreed or strongly disagreed.
Common theme(s):
In the free-text response section, the department is consistently recognized for hiring high-quality firefighters who not only have technical skills but also fit well into the culture of the organization. For example, the emphasis on recruiting people who are dedicated and well-rounded is a key part of their long-term success. One comment mentions that LBFD continues to hire "quality candidates" and maintains a "positive attitude and comfortable work environment." This suggests that the department not only attracts skilled candidates but also fosters an environment where those employees want to stay. 186 of 187
Summary of Categories
Category Aspect
AgreeStrongly Agree Neutral DisagreeStrongly Disagree Health Safety & Wellness Mental Health Support 76% 18% 6% Health Safety & Wellness Physical Health & Wellness 74% 21% 6% Health Safety & Wellness Physical Fitness 94% 3% 3%
Trust Within the Department Trust in Leadership 85% 9% 6% Trust Within the Department Trust in the Members 88% 3% 3% Trust Within the Department Trust in the Department 79% 18% 3% Organizational Culture Healthy Culture 91% 0% 9%
Organizational Culture Personal Attitudes 97% 3% 0%
Organizational Culture Coworker's Attitudes 94% 6% 0%
Organizational Culture Ability to Influence Attitudes 79% 18% 3% Feelings of Value Member Value 88% 6% 6%
Feelings of Value Input on Important Issues 68% 26% 6%
Personnel Development Training Effectiveness 71% 24% 6% Personnel Development Professional Growth 71% 21% 9%
Work Environment Workplace Safety 94% 6% 0%
Work Environment Equipment & Tools 68% 18% 15%
Work Environment Apparatus & Vehicles 65% 21% 15%
Communication Receiving Information 44% 38% 18%
Communication Access to Information 74% 24% 3%
Recruitment & Retention Recruitment 91% 9% 0%
Recruitment & Retention Retention 100% 0% 0%
Organizational Sustainability Confidence in Stability 91% 3% 6% 187 of 187
THIS CONCLUDES THE CITY'S STAFF REPORT
************************************
EVERYTHING BEYOND THIS PAGE
• IS NOT PART OF THE STAFF REPORT.
IT IS CORRESPONDENCE
RECEIVED FROM THE PUBLIC
1 McKay, Ann Marie CC
Subject: Laguna Beach City Council Annual Strategic Planning Workshop January 31, 2025 From: Elisa Stipkovich <[email protected]>
Sent: Thursday, January 30, 2025 5:52 PM
To: Kempf, Sue <[email protected]>; Whalen, Bob <[email protected]>; Rounaghi, Alex <[email protected]>; Jones, Hallie <[email protected]>; Orgill, Mark <[email protected]>; McKay, Ann Marie CC <[email protected]>
Subject: Laguna Beach City Council Annual Strategic Planning Workshop January 31, 2025 Mayor and City Council members,
As a resident of Laguna Beach for over 50 years I would like to provide input to the Laguna Beach City Council Annual Strategic Planning Workshop January 31, 2025.
I am asking the Council to consider supporting Affordable/ Workforce Housing as a part of the Strategic Plan.
The City is obligated under the Housing Element law to provide affordable housing as part of the General Plan.
In addition to the obligation under State law, a more important concern is the need in our community for workforce housing for employees that provide the labor force for the tourist industry that is an important part of the local economy.
To my knowledge , it has been over 20 years since any 100% affordable development has been built in Laguna.
The City has allocated specific funds for affordable housing that can only be used for that purpose. I hope the Council makes it a priority for city staff to make progress on this urgent need.
I appreciate your consideration of this recommendation.
Respectfully,
Elisa Stipkovich
500 High Drive