Laguna Beach City Council
January 30, 2026

CITY OF LAGUNA BEACH
CITY COUNCIL AGENDA
JANUARY 30, 2026
COUNCIL CHAMBERS – 505 FOREST AVENUE, LAGUNA BEACH, CA 92651 SPECIAL MEETING
2026 STRATEGIC PLANNING SESSION
TO THE MEMBERS OF THE CITY COUNCIL:

PLEASE TAKE NOTICE that the Mayor of the City of Laguna Beach has called a special meeting of the City Council to take place at 8:30 AM on JANUARY 30, 2026, for the purpose of holding a Strategic Planning workshop.

No other business shall be considered at the Special Meeting except as listed below.

MARK ORGILL, Mayor
HALLIE JONES, Mayor Pro Tem
SUE KEMPF, Councilmember
ALEX ROUNAGHI, Councilmember
BOB WHALEN, Councilmember
DAVE KIFF, City Manager
MEGAN GARIBALDI, City Attorney
LAURA PARISI, City Treasurer
ANN MARIE McKAY, City Clerk
LEVINE ACT DISCLOSURE:  Pursuant to the Levine Act (Govt Code Section 84308), any party to a permit, license, contract, or other entitlement before the City Council is required to disclose on the record any campaign contribution, including aggregated contributions, of more than $500 commencing on January 1, 2025, made by the party or the party’s agents within the preceding 12 months to any City official.

Participants and agents are requested to make this disclosure as well. The disclosure should be made when the agenda item is called and must include the name of the party, participant, or agent, and any other person making the contribution, the name of the recipient, the amount of the contribution, and the date the contribution was made. Council Members are also required to make such disclosures and recuse themselves.

Public Participation: You may submit comments in person on any agenda item or any item not on the agenda. You may also submit written comments on any agenda item or on any item not on the agenda via mail to the City Clerk at 505 Forest Avenue, Laguna Beach, CA. 92651 or by email to [email protected]. In order to allow sufficient time for members of the City Council and staff to 1 of 130
Participants and agents are requested to make this disclosure as well. The disclosure should be made when the agenda item is called and must include the name of the party, participant, or agent, and any other person making the contribution, the name of the recipient, the amount of the contribution, and the date the contribution was made. Council Members are also required to make such disclosures and recuse themselves.

Public Participation: You may submit comments in person on any agenda item or any item not on the agenda. You may also submit written comments on any agenda item or on any item not on the agenda via mail to the City Clerk at 505 Forest Avenue, Laguna Beach, CA. 92651 or by email to [email protected]. In order to allow sufficient time for members of the City Council and staff to review and consider your written comments, written comments will be accepted for consideration up until the close of business (i.e., 5:30 p.m.) on the business day before the date on which this public meeting is scheduled. Written comments WILL NOT be read aloud during the City Council Meeting. Please note that written comments are posted on the City’s website, so do not include any personal information you do not want posted on the web. Any comments received after the deadline for submittal may not become part of the public record for that meeting.  For comments submitted on a topic  not  on the agenda, please indicate that you would like your comments included in the official record for this meeting.

Courtesy Virtual Broadcast:  Please take notice that the City also plans to broadcast the meeting via the below listed mediums. These virtual broadcast mediums are also provided as a courtesy only and are not guaranteed to be technically feasible or uninterrupted. Thus, in order to guarantee live­time viewing, members of the public are encouraged to attend in person.

1.    Online on the City of Laguna website: www.lagunabeachcity.net/meetings

2.    Cox cable channel 852

3.    Online on YouTube:  https://www.youtube.com/channel/UCQsj8cEM7IvTH6p4uf3NUzQ ANNUAL STRATEGIC PLANNING SESSION: 8:30 A.M. ­ 2:30 P.M. ************************************************

1. 2026 STRATEGIC PLANNING SESSION
ADA ACCOMMODATIONS
*************************
Pursuant to the Americans with Disabilities Act, persons with a disability who require a disability­related modification or accommodation in order to participate in a meeting, including auxiliary aids or services, may request such modification or accommodation from the City Clerk at (949) 497­0705 (telephone) or (949) 497­0771 (facsimile). Notification 48 hours prior to the meeting will enable the City to make reasonable arrangements to assure accessibility to the meeting.

COMPLIANCE WITH GOVERNMENT CODE SECTION 54957.5
********************************************************* Materials related to an item on this Agenda submitted to the City Council after distribution of the agenda packets are available for public inspection in the City Clerk's Office at 505 Forest Avenue, Laguna Beach, California, during normal business hours.  2 of 130
********************************************************* Materials related to an item on this Agenda submitted to the City Council after distribution of the agenda packets are available for public inspection in the City Clerk's Office at 505 Forest Avenue, Laguna Beach, California, during normal business hours.  3 of 130
City Council
Strategic Planning Session
January 30, 2026
Council Chambers – 505 Forest Avenue
8:30 a.m. – 2:30 p.m.
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2026 Strategic Planning Session
Friday, January 30, 2026
Laguna Beach City Council Chambers
8:30 a.m. to 2:30 p.m.

Agenda / Outline

1. Welcome/Outline of the Day (Mayor Mark Orgill – 8:30 a.m.)

2. Public Comments on Agenda and Non-Agenda Items (8:35 a.m. to 9:00 a.m.) • Presentation about the City’s 2027 Centennial Year (Joanna Bear and Alexis Braun)

3. Recap of 2025 Efforts (Dave Kiff, Other Staff – 9:00 a.m. to 9:30 a.m.) a. Wildfire Prevention and Preparedness (Fire and PD)
b. Economic Development (CM’s Office)
c. Stewardship (CM’s Office, City Council member Kempf, Mayor Orgill) d. Community Development / Planning Improvements (Com Dev) e. City Fiscal Sustainability & Building a Culture of Excellence (CM’s Office)

4. City Financial Picture / Strategy, Headwinds and Tailwinds Going Forward (Kiff, Bannigan – 9:45 a.m. to 10:30 a.m.)

5. Issue by Issue Updates (All – 10:30 a.m. to 11:15 a.m.)

6. Item-By-Item Brief Direction Checks (11:15 a.m. to 1:15 p.m. – with 30 minutes for Lunch)
a. Emergency Operations Center (Dave, Niko, Mark)
b. Laguna Canyon Road – Relinquishment (Dave, Tom, Mark) c. Water District Space (Dave)
d. Funding for Housing (raised by Council Member Whalen, HHSC) e. Aliso Beach Parking Lot (Mark, Tom)
f. FMP Approach
g. Drone use for after-hours review of coves (request by CC Kempf)

7. Proposed Priorities for 2026 (1:15 p.m. to close)
a. Wildfire Plan Implementation (Niko, Sarah)
b. City Fiscal Sustainability, including City Charter, Revenue Measure, Economic Development (Dave, Michelle, Jeremy, Gavin)
c. Stewardship Implementation (Mark Orgill)
d. All Things Advanced Planning (Matt, Megan)

8. Discuss Possible Committee Assignments for 2026
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CITY COUNCIL 2026 ANNUAL STRATEGIC PLANNING WORKSHOP
Friday, January 30, 2026, 8:30 a.m.

City Council Chambers
505 Forest Avenue
Laguna Beach, CA 92651

1. 2026 Strategic Planning PowerPoint Presentation

2. Issue by Issue – Brief Project Updates

3. 2025 Key Initiatives (Recap)

4. Proposed 2026 Key Initiatives

5. Addendum
a. Ad Hoc Committees
b. Committee Assignments
c. Wildfire Mitigation & Fire Safety Report
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2026 Strategic Planning
Laguna Beach City Council
January 30, 2026
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The Day’s Agenda
• Public Comment on Non-Agenda Items
• About City Centennial Planning (in 2026 for 2027)
• Recap of 2025 Key Priorities – so how’d we do?
• City Financial Picture / Strategy & Concerns going forward • Issue by Issue Updates
• Item by Item Brief Direction Checks
• Discussion of proposed 2026 Key Priorities
• Wildfire Preparedness
• City Fiscal Sustainability
• Stewardship
• All Things Advanced Planning
• Discuss possible 2026 Committee assignments
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Recap of 2025 Priorities
• Wildfire Prevention and Preparedness
• Economic Development / Sustaining Downtown
• Stewardship (environmental, cultural, and heritage)
• Improving the Community Development process
• City Fiscal Sustainability
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Wildfire Prevention and
Preparedness – (B+/A-)
4 • Wildfire Mitigation & Fire Safety Report update approved in September 2025.
• Evaluated action item progress from 2019 Report:
• 24 completed and 16 in progress
• Incorporated lessons learned, new technology, and public input. • 75 Action Items in 2025 Report:

1. Evacuations and Alert & Warning

2. Fuel Modification

3. Public Safety Technology

4. Community Preparedness

5. Infrastructure
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Wildfire Prevention and
Preparedness – (B+/A-)
Since September 2025 approval, of the 75 action items - • Short term action items:
• Complete = 20
• In progress = 32
• Medium term action items:
• In progress = 8
• Long term action items:
• In progress = 4
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Wildfire Prevention and
Preparedness – (B+/A-)
6 Category Notable Action Items Completed
Evacuation and
Alert & Warning
ü Coordination and training with external partners for evacuations ü Red Flag Parking Restrictions expanded to 2 additional neighborhoods ü Gap analysis of Outdoor Warning System
Public Safety
Technology
ü Fire behavior modeling study
ü Tablet Command and StarLink purchased for Fire Department Community
Preparedness
ü Community Preparedness Educator hired
ü FireWise Communities: 4 approved and 1 in application phase ü Coordination and training with LBUSD on preparedness and evacuations ü Update of all-hazard Emergency Preparedness Guide
Infrastructure ü Balboa Fire Road gate repaired
Fuel Modification
ü Defensible space maintained around critical infrastructure including Moorhead Radio Repeater ü Expanded weed abatement program with hiring of full-time fire inspector ü Applied to establish new and expand existing FMZs under the Governor’s Executive Order 9 of 127
Economic Development /
Sustaining Downtown (B+)
7 ü Reducing Vacancies - Increased occupancy, a declining citywide vacancy rate, and the opening of new businesses, supported by
strengthening relationships with local businesses, property owners and brokers.
ü Revitalization - Multiple properties have completed visible upgrades, with additional City streetscape improvements currently underway. ü Promenade - Project approved, with construction scheduled to begin soon. ü Business Environment – Continue to foster a business-friendly climate while thoughtfully balancing community standards and enforcement. 10 of 127
Stewardship (A)
• Summer 2025 saw less significant impacts from overtourism, supported by stronger enforcement, expanded peak-season staffing, and clearer stewardship messaging.
• New LOF Docent expansion.
• Benefited from stronger coordination with community partners. • Especially thankful for the team at Visit Laguna Beach and their new focus on stewardship, education, and responsible visitor behavior. 8 11 of 127
Improving the CD Process (A-)
• Faster processing times for applications, improved predictability, and generally far fewer complaints as to review hurdles.
• Detailed hearings about process improvements, including Council adoption of the Design Review Efficiency and Objective Design Standards.
• Energov is fully operable, with over 1200 projects submitted and processed digitally, improving transparency, tracking, and customer service.
• Real Property Report (RPR) process was revamped to better align with internal review responsibilities and timelines. 9
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City Fiscal Sustainability
(C+/B-)
• More professionalization in our Finance Department and strengthening internal controls, including advancing recommendations from the Raftelis report.
• Improved procurement practices.
• Better fiscal projections.
• At least two new master plans are underway (Wastewater and IT). • Envisio to help with the public-facing tracking of projects. • Completion of the Classification and Compensation study. 10 13 of 127
City Fiscal Picture
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General Fund Revenues
(in millions)
12 2015-16 2016-17 2017-18 2018-19 2019-20 2020-21 2021-22 2022-23 2023-24 2024-25* 2025-26B 0 20
40 60
80 100
120

61.70 62.37

66.70 71.65 68.23 73.48

76.42 87.21

95.42 103.49

95.63 15 of 127
General Fund Expenditures
(in millions)
13 2015-16 2016-17 2017-18 2018-19 2019-20 2020-21 2021-22 2022-23 2023-24 2024-25* 2025-26B 0 20
40 60
80 100
120
1 61.67 60.70 65.50 65.42

71.29 71.08

81.25 87.3

97.97 101.95

98.20 16 of 127
General Fund Reserves
(in millions)
14 2015-162016-17
2017-18
2018-19
2019-202020-21
2021-22
2022-23 2023-24
2024-25*
2025-26B
0 5,000,000
10,000,000
15,000,000
20,000,000
25,000,000
30,000,000 10,000,000
9,000,000
8,000,000
7,000,000
6,000,000
5,000,000
4,000,000
3,000,000
2,000,000
1,000,000
0 18.66

21.50 21.52

27.75 24.70

27.10 24.39 24.20

21.65 23.24

21.87 Reserve Discretionary Other
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Projection Trends
• Projections have changed for FY 2026-27 as assumptions change Continued Changes to Monitor :
• Changes to the Economic Conditions
• Policy or Regulatory Changes
• Changing City Priorities
• External factors: Natural Disasters, Pandemic, etc.
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Budgeted Projection- General
Fund
Note: Operating Income is not shown to highlight differences between revenues and expenses.

FY 2026 FY 2027 FY 2028 FY 2029 FY 2030 FY 2031 (5,000,000) 20,000,000
45,000,000
70,000,000
95,000,000
120,000,000
145,000,000
Salaries and Benefits Maintenance and Operations Capital Outlay Special Programs - Core Transfers Special Programs - Non-Core Revenues
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17 Budget Projected Projected Projected Projected Projected FY 2026 FY 2027 FY 2028 FY 2029 FY 2030 FY 2031
Property Tax $ 55,934,000 $ 58,731,000 $ 61,667,000 $ 65,984,000 $
70,603,000 $ 75,545,000
Sales Tax $ 7,100,000 $ 7,285,000 $ 7,430,000 $ 7,579,000 $
7,730,000 $ 7,885,000
Transient Occupancy Tax $ 9,830,000 $ 9,928,000 $ 10,127,000 $ 10,633,000 $
11,165,000 $ 11,388,000
Remaining Revenue $ 20,389,000 $ 21,519,000 $ 22,712,000 $ 24,006,000 $
25,413,000 $ 26,944,000
Total $ 93,253,000 $ 97,463,000 $ 101,936,000 $ 108,202,000 $
114,911,000 $ 121,762,000
Net Change (Negative implies
Draw from Reserves) $ (530,000) $ (3,926,000) $ (6,256,000) $ (6,573,000) $ (6,998,000) $ (7,761,000)
Budget Projected Projected Projected Projected Projected FY 2026 FY 2027 FY 2028 FY 2029 FY 2030 FY 2031
Salaries and Benefits 68,935,000 73,712,000 78,822,000 84,287,000

90,133,000 96,387,000
Maintenance and Operations 18,858,000 19,997,000 21,068,000 22,058,000

23,109,000 24,225,000
Capital Outlay 422,000 443,000 465,000 488,000

513,000 538,000
Special Programs - Core 4,170,000 4,295,000 4,424,000 4,556,000

4,693,000 4,834,000
Special Programs - Non-Core 2,298,000 2,367,000 2,438,000 2,511,000

2,586,000 2,664,000
Transfers (900,000) 575,000 975,000 875,000

875,000 875,000
Total 93,783,000 101,389,000 108,192,000 114,775,000

121,909,000 129,523,000
Expenses
Revenues
Budgeted Projection- General
Fund
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Budgeted Projection- General
Fund
Note: Does not include operating income to highlight net impact to General Fund.

FY 2026 FY 2027 FY 2028 FY 2029 FY 2030
$ (65,000,000.00)
$ (50,000,000.00)
$ (35,000,000.00)
$ (20,000,000.00)
$ (5,000,000.00)
$ 10,000,000.00
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Headwinds and
Tailwinds 2026
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Headwinds
• Our expenses are increasing faster than our revenues
• Insurance costs, salaries and benefits, contract costs (like FMZs) • To me: we need to get smaller / smarter, but also need new revenues • Tough to get smaller without significant change, Charter City • We’re not a sales tax powerhouse & TOT will be stagnant for a few years • Hotels offline: Hotel Laguna, Pacific Edge, former Sonder properties • Economic trends – fewer international visitors?
• We have major capital demands as 100-year-old city with aging facilities (fire stations, EOC, police HQ).
• Not too much time – need to move in 2026 to turn the curve. 20 23 of 127
Tailwinds
• Great property tax base, solid growth (still no slowdown in ZPC applications).
• Lots of options – city charter would allow those, so does technology and AI.
• Committed team at the City.
• Laguna Beach is still Laguna Beach – hard to compete with what we have.
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Issue by Issue
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Our EOC - What to do?
• Budget included about $600K for a “ready to roll” EOC at the CRC. • Bids were coming in high – we retooled to look at a portable generator and/or 72 hours of batteries.
• Bids still came in high – over $1M.
• Do we want to invest over $1M in an EOC at the CRC (maybe? Depends on how long to keep the CRC).
• Still have to address the generator problem.
• Another path in two phases:
• 1 - Update (modestly) the current EOC by moving out some break-room functions. • 2 – Consider a $3M-ish addition and expansion at the current City Hall for larger EOC over 1-story sections of the building.
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Laguna Canyon Road
Relinquishment
• Need a Relinquishment Determination • 2025: Grant Opportunities dry up • Liability issues better understood • Possible Concept: A project where Caltrans keeps the road, but we
partner on undergrounding
distribution lines, sidewalk project
• Less than ideal, but may be more
practical given Caltrans’ constraints
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Water District Space
• Study on the 1/27 CC agenda.
• Could the site go up? Add housing?
• Move PD or Fire there?
• Portions of the site involve an
historic building.
• Where does the Water District
admin go? (by El Morro?)
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Funding for Housing
• Currently, $500K/year from
Prop Taxes that come in over
estimate, some Short-term
lodging TOT ($65K/year).
• Folks have discussed:
• Dedicating all Short-Term
Lodging TOT (est $900K/year)
• Real Estate Transfer Tax
• Change the in-lieu fee
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Aliso Beach Parking Lot
• Last discussed options to expand
modestly parking space counts in both
beach and inland lots.
• Community Town Hall in 2025.
• Questions as to revenue amounts,
sensitivity to beach capacity.
• Might make more sense to re-do the
Beach lot as is, add spaces if we can
to the Inland Lot.
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Facilities Master Plan (FMP)
Current Status
• FMP Final Report is almost completed:
• Provides a 10–20 year roadmap for facility modernization, consolidation, and long-term infrastructure planning
• The plan evaluated 26 City-owned and leased facilities (~318,000 SF) • Identified critical maintenance / life-safety needs
• Identified future facility space and operational gap
• Council confirmed public safety and core civic service facilities (Library and Forum Theater) as the highest near-term priorities, including Fire Station #1
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FMP – Priority Focus
• Fire Station #1 is a top priority due to seismic and operational deficiencies.
• Council directed additional evaluation of three Fire Station #1 sites:

1. Village Entrance site (current concept)

2. Former OCTA bus lot (City-owned)

3. Laguna Beach County Water District property scenario (co-location concept)
• Continue Seismic Retro of Fire Station #1 and #2.
• Next steps include evaluating opportunities to incorporate:
• Emergency Operations Center (EOC) integration (if feasible) 29 32 of 127
FMP - Parking Mitigation
• Parking constraints remain a recurring theme throughout the FMP • Council directed staff to prepare a parking impact analysis for the Village Entrance Fire Station #1 concept:
• Next Step:
• Initiate a parking study to address the estimated loss of ~30 parking spaces • Identify practical mitigation strategies (district-based options, shared parking approaches, operational-only parking, etc.)
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FMP - CRC Overlay
Laguna Beach Community & Recreation Center (CRC)
• Council directed initiation of a housing + mixed-use zoning overlay at the CRC site to preserve long-term options, without committing to redevelopment today
• Next Steps:
• Prepare overlay scope, timeline, and required analyses • Evaluate hybrid approach (retain key community-serving uses while studying long-term site value)
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FMP - Lang Park
Improvements
Laguna Beach Community & Recreation Center (CRC)
• Council direction: do not spend additional funds on major redevelopment concepts
• Next Steps:
• Move “light-touch” improvements into the Capital Improvement Program / Capital Improvement Fund cycle
• Focus on modest upgrades and safety improvements while preserving the field and green space
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Drones for Beach Cove Patrols
• Community / Residents have
discussed ways to discourage use of
beaches after hours.
• Drone program may help, but City may
not have appropriate infrastructure,
including broadband capacity to review
feeds.
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Four Initiatives
Proposed for 2025
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# 1 - Wildfire Prevention / Preparedness
Overall Goals:
• Build on what we did in 2025
– continuing to implement the
updated action items.
• Continue to assess the action
items. Incorporate lessons
learned from wildfires as they
occur.
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# 1 - Wildfire Prevention / Preparedness
36 Category 2026 Goals
Evacuation and
Alert & Warning
-Update of the Emergency Operations Plan and hazard annexes including the Evacuation Annex
-Outdoor Warning System quarterly testing scheduled for 2026 Public Safety
Technology
-Install traffic-signal priority system on PCH and LCR to expedite emergency response time
-Update of dispatch console in EOC
Community
Preparedness
-Evacuation Workshops scheduled March – May for all evacuation zones -Updated Evacuation Zone maps for the public
-Complete the Community Wildfire Protection Plan (CWPP) and become a FireRisk Reduction Community
Infrastructure -Continue work with SCE & SDG&E to underground and harden transmission lines -Work will cell providers to increase cell coverage
Fuel Modification -Continue work under Governors Executive Order 39 of 127
# 1 - Wildfire Prevention / Preparedness
Fuel Modification Zones (FMZ) 16 & 19
Grant & Executive Order
37 • Governor's Executive Order suspended state statues & regulations for fuel modification
• FMZ 19 advanced for public safety
• FMZ 16 & 19 originally in CalOES grant
• Grant rules require compliance with pre-Executive Order regulations • Grant funding remains intact & full allocated to FMZ 16 • CalOES approved removing FMZ 19 from the grant
• FMZ 19 will proceed using city funds
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# 1 - Wildfire Prevention / Preparedness
Fuel Modification Zone (FMZ (19)
38 Owners: Private, City
Special Status Species: Yes
Habitat: Lemonadeberry Scrub, CSS
Slope average from 6 points: 32% slope
Chutes Present: Limited
Current Zone Acreage: 27.4 acres = $1,041,200
Proposed Changes
• Manage targeted invasive species within 300 feet
• Expand zone width
• average expansion width 160 feet
• est. 3.72 acres
• Thin up to 75% remaining native cover in streams
32 acres at $38,000 acre = $1,216,000.00
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#2 – City Fiscal
Sustainability
39 • Weigh the merits of a city charter. What can we
do with a Charter, what can we do without one?
• Right-sizing the City government – a first step. • Take advantage of changes to reduce positions • Goal: Down by 30 over three FYs • What services are essential v. important v. something else?
• Consider a revenue measure – honestly,
openly, be transparent with our needs and what
it takes to provide Laguna’s level of service.
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#3 -
Stewardship
• Build on what we started in 2025 – changes to Visit Laguna Beach, a new focus on trash - a Clean Laguna program, “surge” protection of our beaches, beach-adjacent streets, complete change in messaging to “if you’re here, treasure it like we do.”
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#4 – All Things
Advanced Planning
41 • It’s time.  We need to shift our
attention to: • Our General Plan – especially • The housing element • The Open Space Element • The Zoning Code • Our Local Coastal Program • Setting up our codes so that we comply with state law but also protect all of the
things that make Laguna special.
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Active Advance Planning
Projects
• Comprehensive Zoning Code Update
• Commercial Parking
• Objective Design Standards
• Downtown Specific Plan
• Efficiency Ordinance
• ADU Ordinance Update ( Under CCC Review)
• Open Space Conservation Element
• Irvine Bowl – Noise Policy
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Potential Advance Planning
Projects
• General Plan Update
• Outdoor Dining Ordinance
• View Preservation/Restoration
• Tree Removal Ordinance
• Eviction Noticing Updates
• Mills Act
• Historic Register
• CRC Zoning Overlay
• Fee Study/Update
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Issue-by-Issue Updates
January 30, 2026
This Issue-by-Issue Update provides a status snapshot of major City initiatives and projects as of January 30, 2026.

Public Works
Caltrans Projects:

1. Coast Highway – ADA North project (north of Ruby) is complete. ADA South project (7th to Ruby) is almost complete, only items left are completion of handrail installations, traffic signal adjustments, and minor punchlist items.

2. 133/El Toro – project is complete; however, the signal is still experiencing minor issues and Caltrans continues to work on it. Should be resolved any day now.

3. No other Caltrans projects in the queue.

The Promenade on Forest. Contracts approved January 13, 2026 (construction and construction management). Project is scheduled to start construction February 17, 2026, and be done by mid-June 2026 (100 working days in the schedule).

Fire Station #4. A contract has been issued for the building demolition. Demolition is set to start February 9th. While demolition is ongoing, the retaining wall is being finalized and will be put out to bid for construction. The Arts Commission is conducting a call for artists for the public art component of the project. The final landscape plan will be coordinated with the artist’s design for the prominent corner of South Coast Highway and 5 th Avenue. The City will present the plans to the Planning Commission a final time to share the final landscape design and building finishes. Construction of the building will begin following the completion of the retaining wall. The project is anticipated to be complete by Fall 2027.

Playground Replacements. The playground replacement at Village Green Park is under design; however, following meetings with South Laguna Residents, staff is also investigating the option of renovating the existing play equipment to maintain the existing visual aesthetic of the park.

Laguna Canyon Road. In 2025, we received the relinquishment cash offer from Caltrans ($14.4M) but have not yet formally responded. Staff successfully pursued a grant of $7M STBG/CMAQ grant from SCAG for final design of the Protect and Connect Project. The grant requires a City match of $6.2M. In addition, as part of the FY26 appropriations process, Congressman Min was able to secure $850,000 for the Laguna Canyon Road project. Meantime, we’ve seen several other important funding opportunities derailed or delayed (BRIC, CPUC / SCE General Rate Case). Informally, we have met with Caltrans to discuss non-relinquishment options such as only undergrounding electrical distribution 47 of 127
and telecommunication lines that help improve wildfire prevention and traveler safety.

We’ve also discussed a sidewalk extension project that would take a sidewalk from Canyon Acres to the Dog Park.

Ocean Ave – Beach Street Improvements. The City has contracted with HW Lochner (KOA) to design improvements along Ocean Avenue and Beach Street in downtown.

Improvements include new sidewalks, improved tree wells, bulb outs at key locations, and ADA improvements. The project is scheduled to begin construction in Fall 2026.

Library Renovation. IDS Group was awarded a contract for interior improvements to the library which will include new carpeting, painting, and lighting improvements. Following initial discussions with Library staff, the scope is being modified to include remodeling of the library restrooms, structural alterations to interior walls to open the library space for better functionality, and new furniture upgrades. Lead and asbestos testing is complete and the final report is due within week. While design work progresses, staff is negotiating a contract amendment with IDS group for the increased scope. The total design fee is expected to be between $400,000 to $500,000 with a design duration of approximately 10 months. The County of Orange tentatively agreed to contribute $2M to the project. An amended contract will be presented to CIty Council for consideration in February 2026.

Construction of the improvements is expected to begin in Spring 2027.

Wastewater Governance and Benchmarking Review. After at least one false start, we have four (4) vendors interested in conducting a study to do at least two things: (1) benchmark our current staffing levels with levels appropriate for a wastewater system of our size and complexity; and (2) examine how Wastewater should best be positioned either in City government or in partnership with a special district.

Human Resources
Class and Comp Study. Baker Tilly presented their findings and observations from the Citywide Classification and Compensation Study to Council on January 13, 2026. The study reviewed 137 classifications across 10 departments and evaluated internal equity, market competitiveness, FLSA compliance, benefits comparisons, and pay plan structure. General findings indicate the City is “at market” overall on average, with some classifications above or below market, and recommendations include updated job descriptions and a proposed pay plan framework. Next steps include finalizing and validating the draft report and job descriptions with Baker Tilly, confirming cost impacts, returning to City Council for formal direction, and initiating meet-and-confer as applicable, with any approved changes incorporated into the annual budget. 48 of 127
Community Development
Comprehensive Zoning Code Update (CPZU). City staff and the consultant team continue to advance the project. Current prioritization has been placed on updating parking requirements in commercial areas, as well as developing objective design standards for single family residential properties. These two items are anticipated to be brought forward to the City Council this summer, in advance of the broader project. Project staff has been providing periodic updates/check-ins with the Council Ad Hoc Committee (Orgill, Whalen) and briefed the Planning Commission and Design Review Board on initial observations for development of objective design standards at a joint meeting in November.

Downtown Specific Plan Amendments to Add Housing. Following City Council direction at the October 28, 2025 meeting, the scope of the proposed Phase II amendments to the Downtown Specific Plan (DSP) has been finalized to establish a stable project description for analysis in the Program Environmental Impact Report (EIR).

The Notice of Preparation (NOP) for the Program EIR is scheduled to be circulated in late January. An EIR scoping meeting, required during the 30-day NOP public review period, is tentatively scheduled for February 4, 2026. The purpose of the scoping meeting is to solicit early public and agency input on the proposed project and to identify the range of environmental issues and impacts to be analyzed in the EIR, which will inform the scope and content of the document. A community workshop is anticipated around May 2026 and would be timed with the completion of project renderings illustrating potential changes to streetscape conditions. Public review of the Draft EIR is anticipated to occur between June and July 2026, with final adoption of the DSP Phase II updates and Program EIR targeted for December 2026.

Community Services
Bike Pump Track. The City’s recreation committee held a hearing on January 12, 2026 with about 250 persons in attendance. The Committee moved to recommend a site at Moulton Meadows park for a pump track, but only if several concerns were addressed.

The working group for this project, Council Member Rounaghi and Mayor Pro Tem Jones, are discussing next steps.

CM’s Office
Homelessness / ASL / Be Well. The City continues to operate the ASL in Laguna Canyon with a contract for the Friendship Shelter (“FS”), but we ended the Day Program with the new contract. We are appreciative of the County’s provision of Homeless Housing, Assistance, and Prevention (“HHAP”) funding to FS that would otherwise have increased our roughly $500K annual cost. Be Well indicated near the end of Calendar 49 of 127
2025 that it would be ending mobile support services in its contract cities by the end of January 2026.

Communications Function. With staff leaving, we did not re-staff this unit. The City Manager has assigned the communications function to an Assistant City Manager, with the help of other City staff in various departments.

Artist Live-Work Housing. The City Council reviewed the artist live work acquisition contract on January 27, 2026. If approved, the due diligence period would expire on January 28, at which point the $100,000 deposit would become nonrefundable. Escrow would close on February 6, 2026.

The properties would be owned and operated by the Laguna Beach Community Land Trust. The City would support the acquisition through an $8,000,000 loan with a 5-year term. The loan would function as a bridge loan until the Community Land Trust establishes permanent funding mechanisms for the properties.

Neighborhood Community Church Housing Project. A revised project consisting of affordable housing was submitted to the City at the end of December. The proposal includes 28 affordable housing units and retains Bridge Hall and the Sanctuary, with some minor site improvements anticipated. Staff is coordinating with the applicant team on both the affordable housing project, and the church project, which are now two separate projects. While the affordable housing project application has been submitted, the church project application has not yet been submitted.

Staff is working with the affordable housing applicant team to confirm that the application is complete and consistent with State requirements. Depending on resubmittals in response to comments, staff anticipates bringing the affordable housing project application to the Planning Commission in March. This schedule aligns with the applicant team’s stated goal of meeting the April tax credit application deadline.

Aliso Estuary Project. The Aliso Estuary Restoration Project is at the beginning of the CEQA review process. Following prior City Council direction, staff started environmental review in January 2026. The purpose of this step is to study possible restoration options and their environmental effects before the City considers any policy decisions.

The City issued a Notice of Preparation and an Initial Study and opened a public scoping period from January 15, 2026, to February 15, 2026. During this time, agencies and members of the public may comment on what environmental topics should be studied in the Environmental Impact Report. This step does not decide whether the project will move forward. It only helps define what issues the report must analyze. 50 of 127
The goal is to prepare a clear and well supported Environmental Impact Report that explains the benefits, limits, and realistic restoration options for the site. This information will help the City Council understand the choices and tradeoffs involved.

Staff expects to complete the Environmental Impact Report in Fall 2026 and will then return to the Council with the findings, public input, and policy options. Until then, staff will continue community outreach and provide transparent updates as the review moves forward.

Transit and Parking Review. The City Manager brought in a retired annuitant, Carol Jacobs, to review the City’s transit program and to assist in making recommendations as to transit and parking issues. Carol expects to be with us about 3-4 months as she prepares these recommendations.

City Attorney
Virtual Council Meetings and Restructuring. SB 707, signed into law last fall, resulted in a major overhaul of the Brown Act. Most significantly, starting July 1, 2026, certain legislative bodies of local agencies – including the City Council – will be required to provide two-way audiovisual or telephonic services for public participation in their public meetings. Relatedly, the City Manager and City Attorney are working on potential meeting modifications to ensure compliance with this new law while addressing meeting efficiencies and mitigating potential disruptions, which will come before the Council later this Winter or early Spring.

Private Development Efforts
Hotel Laguna. The Hotel Laguna remains within a receivership process, with expectations on the City’s part that some possible assignment or new owner will be identified soon by the receiver. The Hotel has two construction-related appeals before the Coastal Commission and must address these issues before the Hotel can be renovated and reopened.

Pacific Edge Hotel. After approval by the City’s Planning Commission, CDP approvals for the renovation of this project were called up to the Coastal Commission for review and issuance. We hope to see these on the Commission’s March 2026 meeting agenda.

MOM / Investco Bankruptcy Update. Your guess is as good as ours.

Villa Rockledge. The current owner of Villa Rockledge appears to be unable to remediate the substandard and nuisance conditions on the property and has not responded to the City’s request to update a no-trespass letter with the LBPD or the City’s order to abate the substandard and nuisance conditions. The City Attorney is pursuing receivership of this property, which is listed on the National Historic Register. 51 of 127
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2025 Key Initiatives (Recap)
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:
o Implement additional red flag parking limits, such as Bluebird Canyon Drive o Manage construction parking on red flag days and regulate construction activities
o Assess tree risk along key roadways and replace trees where appropriate. 2026 Recap and Assessment. Much of the wildfire prevention and preparedness was either complete or actively underway as 2026 began. We expanded staffing to assist with community readiness programming, implemented additional red flag day locations and parking controls, held town halls, met with cell companies to improve communication reliability, expanded FMZs, and saw several new utility undergrounding districts get underway. We also navigated the Rancho Fire on July 7, 2025, with minimal property impacts or loss of life, and took related follow-up actions through. Overall, these efforts strengthened our operational readiness and positioned us well for continued progress in 2026. Assessment: B+/A53 of 127
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)
o Designate a lead staff member at the City to assist businesses in navigating City processes and other issues
o Engage an outside consultant for retail mix development, recruitment, and collaboration with landlords of vacant properties.
• Consider more tools to encourage property owners not to leave properties vacant (City, Voters).
• Explore establishing a Business Improvement District to maintain improved infrastructure (City, business owners).
• For other business areas, consider changing the code to make the “3 spaces / 1,000 SF” consistent across the community.
2026 Recap and Assessment. Occupancy is higher, a significant amount of new businesses have opened, some with permit processing help by the City team. Several buildings got nice visible upgrades, supporting overall revitalization momentum. New parking standards and management remained a key issue. AB 413 was implemented and parking standards continued under review. Outdoor dining changed but continues to be an active piece of the downtown experience. The Downtown Specific Plan Phase II is under review, and the Promenade was approved representing meaningful progress in the downtown. Council discussion and public comments continued to highlight the importance of maintaining a business-supportive environment while balancing community standards and enforcement. Assessment: B+
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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:
o E-bikes
o A ban on tobacco sales, and
o 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. 2026 Recap and Assessment. Of all of the Initiatives, this one seemed to have checked the most boxes as being underway or complete. Summer 2025 saw less significant impacts from overtourism, supported by stronger enforcement, expanded peak-season staffing, and clearer stewardship messaging. We also benefited from stronger coordination with community partners, and we are especially thankful for the team at Visit Laguna Beach and their new focus on stewardship, education, and responsible visitor behavior. Assessment: A
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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.
2026 Recap and Assessment. Significant progress was made here in 2025, with faster processing times for applications, improved predictability, and generally far fewer complaints as to review hurdles. We had detailed hearings about process improvements, including Council adoption of the Design Review Efficiency and Objective Design Standards to improve consistency and streamline review pathways. Energov is fully operable, with over 1200 projects submitted and processed digitally, improving transparency, tracking, and customer service. Real Property Report (RPR) process was revamped to better align with internal review responsibilities and timelines. Assessment:

A57 of 127
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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 userfriendly, 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. 2026 Recap and Assessment. This initiative seemed to have made more modest progress (I blame myself), although some meaningful progress was made. I’ve appreciated a couple of key things: more professionalization in our Finance Department and strengthening internal controls, including advancing recommendations from the Raftelis report. and improving procurement practices. Better fiscal projections and the Council also advanced a revenue protection effort through the Short-Term Lodging ordinance, supporting improved compliance and collection. At least two new master plans are underway (Wastewater and IT), the arrival of Envisio to help with the public-facing tracking of projects and program delivery, and the completion of the Classification and Compensation study. In addition, Council actions to strengthen financial oversight, 59 of 127
including continued work tied to the audit and investment advisory committees, helped reinforce a culture of accountability. Assessment: C+/B60 of 127 2026 Key Initiatives (Proposed)
Initiative #1 - Wildfire Prevention and Preparedness. Overall goal: building on work done in 2025, 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:
• Implement the 2025 Updates to the 2019 Wildfire Mitigation and Fire Safety Report. • Utility Undergrounding –Map out remaining above-ground areas (roughly 30% of town) into five districts, implement ideas to get each going. Evaluate interim steps that make overhead lines safer (i.e. Covered Conductors). Determine next steps for Laguna Canyon Road undergrounding of utilities - and take them. • Fuel Modification Zones (FMZs) – finish construction, maintain, expand where necessary.
• Home hardening – provide education, incentives, and enforcement measures to reduce brushy overgrowth, other private property fire hazards. • Expand communication programs/plans to improve community readiness and coordination.
• Implement the CalFire 2025 updates through continued Fire Code implementation and public-facing education making sure resident understand requirements and riskreduction practices. • Advance backup power/resilience planning for key City facilities (includes microgrid planning for Fire Stations) to improve continuity during emergencies. • Expand cell phone coverage – may involve Code and Design Review changes. • Monitor the State’s “Zone Zero” program and other efforts that impact fire insurance costs for Laguna Beach residents and businesses.
• Review evacuation routes to enhance safety:
o Implement additional red flag parking limits.
o Manage construction parking on red flag days and regulate construction activities
o Assess tree risk along key roadways and replace trees where appropriate.

Initiative #2 – City Fiscal Sustainability & Economic Development. Overall goal:

Ensure that Laguna Beach’s long-term fiscal sustainability is ensured – which includes more robust economic development (including support for our business community). May include becoming a Charter City, as well as considering additional revenue measures for the voters. Another goal here (continued from 2025) is to ensure 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:
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• Economic Development:
o Continue to modernize our practices that relate to business approvals, provide assistance to get folks through the processes while the processes remain cumbersome.
o Focus on getting Hotel Laguna renovated, and ready for bookings. o Assist Pacific Edge in getting construction underway. o Finish the Promenade on time and at or under budget.
o Improve Ocean Avenue and Beach St between Broadway and Ocean. o
• City Fiscal Sustainability:
o With Council direction, openly discuss pathways to right-sizing government staffing as well as implementation timelines.
o Update and share long-term fiscal projections for all City revenue sources, all expected expenditures.
o Provide quarterly financial status reports for the City’s major funds (General Fund, Measure LL Fund, Transit Fund, Wastewater Fund, South Laguna Fund, and Capital Improvement Fund) to communicate actual revenue and expenditures to date compared to the budget,
o Explore overlooked or underutilized revenue sources, including parking, shortterm lodging enforcement, and more. o Consider completing a cost allocation plan and comprehensive user fee study for all City fees.
o Consider becoming a Charter City to increase flexibility with service provision, such as parking enforcement.
o Have candid discussions with Laguna Beach residents and business community on possible revenue measures for the November 2026 ballot. o Reduce litigation payouts – via reducing trips and falls, ensuring compliance with State housing laws.
• In the spirit of being a government with a culture of excellence (most carried over from 2025):
o Work from project workplans, that have defined and publicized timelines for all major efforts and Capital Improvement Program items. Continue to follow master plans. Implement Envisio as a project monitoring tool. o Seek APWA Accreditation for Public Works
o Continue our records digitizing effort.
o Review / update and make transparent City policies – Council policies, Departmental policies that effect the public, and administrative policies. o Have better customer response management system.
o Fix our problematic processes – View Preservation, Tree Removals, Historic Properties / Mills Act.
o Have each department identify 1-2 process improvements annually and track those improvements through work plans and timeliness.
o Adopt a short list of Citywide performance metrics and quarterly reporting (permit turnaround times, complaint resolution times, and CIP delivery). 62 of 127
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:
• Work closely with Visit Laguna Beach’s “Only One Laguna” campaigns • Maintain support for Laguna Ocean Foundation.
• Provide enough support to cover surge crowds as we maintain beaches, parks, and facilities.
• Expand paid parking in South Laguna, complete parking rate updates with Coastal.

Consider more dynamic parking pricing within Coastal guidelines. • Continue our Town Hall meetings in preparation for Summer 2026. • Improve data tracking and reporting on peak-season conditions (citations/warnings, complaints, parking turnover, trash volumes, restroom usage, and public safety calls).

Initiative #4 – Advanced Planning. Overall goal: Move well forward on a publicized schedule to update and revise documents (and processes) such as the General Plan, Housing Element, Zoning Code, Design Review process, Objective Design Standards, the Open Space and Conservation Element, and the Downtown Specific Plan.

Key Tasks to include, but not be limited to:
• Comprehensive Zoning Code Update – pullouts such as parking standards and Objective Design Standards for single family, multifamily. • Design Review Efficiency Ordinance – including early ODS for smaller projects. • Get the General Plan update started, including the Housing Element and Open Space and Conservation Element.
• Complete the housing-related updates to the Downtown Specific Plan. • Begin and take steps to update our Local Coastal Program (LCP). # #
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CITY COUNCIL AD HOC COMMITTEES
Number City Council
Ad Hoc
Committees
City Council
Representative Staff Purpose Date Approved
Anticipate
Committee
Conclusion
1 Mission
Hospital Laguna
Beach
• Whalen
• Rounaghi
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 Liaison:
• 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 Liaison:
• 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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CITY COUNCIL AD HOC COMMITTEES
Number City Council
Ad Hoc
Committees
City Council
Representative Staff Purpose Date Approved
Anticipate
Committee
Conclusion
4 Revenue
Enhancement
• Whalen
• Orgill
Staff Liaisons:
• 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
• Jones
Staff Liaisons:
• 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 the scope
of work and the procurement
process for the Facilities
Master Plan effort.

February, 2023 June 2025
8 Vista Aliso • Rounaghi
• Whalen
Staff Liaison:
• Jeremy Frimond
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
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CITY COUNCIL AD HOC COMMITTEES
Number City Council
Ad Hoc
Committees
City Council
Representative Staff Purpose Date Approved
Anticipate
Committee
Conclusion
9 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
10 Coastal
Treatment Plant
Improvements
• Whalen
• Rounaghi
Staff Liaisons:
• 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
11 Wildfire
Mitigation and
Fire Safety
• Whalen
• Kempf
Staff Liaisons:
• 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
wildfire and the cost to
implement them.

January 2025
Upon completion
of the project
work plan
12 Comprehensive
Zoning Code
Update
• Orgill
• Whalen
Staff Liaison:
• Wendy Jung
Collaborating with staff and
consultants on the
comprehensive zoning code
update effort.

March 2024
Upon completion
of the project
work plan
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CITY COUNCIL AD HOC COMMITTEES
Number City Council
Ad Hoc
Committees
City Council
Representative Staff Purpose Date Approved
Anticipate
Committee
Conclusion
13 Open Space and
Conservation
Element
• Orgill
• Jones
Staff Liaison:
• Matt Schneider
Assist and coordinate with
City staff and community
stakeholders to develop a
comprehensive OSCE Update
recommendation for City
Council consideration.

July 22, 2025
Upon completion
of the project
work plan
14 Homeless
Services
• Rounaghi
• Kempf
Staff Liaison:
• Jeremy Frimond
Assist staff in the City’s
homeless needs assessment,
research appropriate criteria
for placement in the ASL,
issue a Request for
Information (RFI) for
operation of the ASL.

March 25, 2025
Upon completion
of the project
work plan
15 Economic
Development
• Orgill
• Kempf
Staff Liaison:
• Louie Lacasella
Focused on advancing the
City’s economic development
initiatives.

October 28,
2025
Return on
November 10,
2026 to review
progress and
determine
whether to
continue
16 City Centennial • Orgill
• Jones
Staff Liaisons:
• TBD
To guide and advise on the
planning and implementation
of any City-directed activities
with Calendar Year 2027,
which would be 100 years
since the City was
incorporated.

November 18,
2025 December 2027
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CITY COUNCIL AD HOC COMMITTEES
Number City Council
Ad Hoc
Committees
City Council
Representative Staff Purpose Date Approved
Anticipate
Committee
Conclusion
68 of 127

CITY COUNCIL AD HOC COMMITTEES
Number City Council
Ad Hoc
Committees
City Council
Representative Staff Purpose Date Approved
Anticipate
Committee
Conclusion
A
Aliso Creek
Estuary
Restoration
Project
(City
Representative)
• Whalen
• Vacant
Staff Liaison:
• 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 1/27/2026
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2025 ORGANIZATIONS AND COMMITTEES REPRESENTED BY CITY COUNCIL Name of Organization Meeting Schedule Councilmember Assigned Assignments for Mayor Only
Festival of Arts Board of Directors Monthly - 2nd Wednesday at 4:30pm Mayor-ex officio, Rounaghi (a) League of California Cities, OC Division Monthly - 2nd Friday at 3:30pm (Zoom) Mayor (primary rep.) all CC members invited Orange County City Selection Committee Periodic - 2nd Thursday Mayor So. California Association of Governments (SCAG) Annual - 1st Thursday in May Mayor South Orange County Assoc. of Mayors (SOCAM) Quarterly - 3rd Thursday at 7:30am Mayor NOTE: The Mayor Pro Tem is authorized to represent the City & vote on the City's behalf in the absence of the Mayor (Reso No. 11.063) City Council Assignments
Coastal Greenbelt Authority Bi-Monthly - 2nd Wednesday at 3:00pm Orgill, Jones (a), Litschi (a) Festival Coordinating Committee January & March, as scheduled Orgill HIV Advisory Committee Monthly - 1st Thursday at 4:00pm Kempf Irvine Bowl Policy Committee Quarterly - 3rd Thursday Kempf, Rounaghi Laguna Art Museum Board Monthly - 4th Monday at 5:00pm Whalen, Orgill (a) Laguna Beach Seniors Monthly - 4th Tuesday at 3:00pm Kempf, Rounaghi Laguna Canyon Foundation Bi-Monthly - 3rd Thursday at 4:00pm Kempf (a), Jones OC Vector Control District (1) Monthly - 3rd Thursday at 3:00pm Orgill Orange County Library Advisory Committee Quarterly Orgill, Whalen (a) South Laguna Water/Sewer Committee Quarterly - Wednesday at 2:00pm Kempf, Rounaghi S. Orange County Wastewater Authority (SOCWA) (2) As scheduled - in the morning Whalen, Curran (a), McAvoy (a) S. Orange County Watershed Mgmt. Area Exec. Committee Quarterly Whalen, Rounaghi (a) Liason Appointments
Arts Commission 2nd & 4th Monday at 5:00pm Kempf
Audit Review & Investment Advisory As scheduled Kempf, Whalen (a) Emergency & Disaster Preparedness Committee 1st Monday at 6:00pm Whalen, Rounaghi (a) Environmental Sustainability Committee 3rd Monday at 6:00pm Jones, Rounaghi (a) Heritage Committee 3rd Monday at 6:00pm Orgill
Housing & Human Services Committee 1st Wednesday at 4:00pm Whalen, Rounaghi (a) Parking, Traffic & Circulation Committee 4th Thursday at 6:00pm Rounaghi Recreation Committee 2nd Monday at 6:00pm Kempf
View Restoration Committee 2nd Wednesday at 5:00pm Orgill (1) Term is 2 years at discretion of City Council
(2) Payment of $100 per meeting
(a) Alternate Updated January 14, 2025
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Action Items – Progress as of January 2026
9/23/25 APPROVED BY CITY COUNCIL
1 Colum
n #
Action
Item # Category Opportunity Action Term Cost Estimate Funding Grant Eligible Responsibl
e
Department
Status as of
January 2026
1 Short Term Projects
2 2 Evacuation
Evaluate
evacuation route
signage plan
Evaluate whether an effective evacuation
route signage plan could be installed to
assist visitors and residents unfamiliar with
certain parts of the city.

Short $0
Public
Works /
Police / Fire
Complete.

PW and PD
have
determined
not to proceed
with the
installation of
evacuation
route signs
because
routes are
dynamic and
could change
depending on
other factors.
3 4 Evacuation Stage bull dozers
on Red Flag Days
Determine the feasibility of staging bull
dozers on Red Flag Days to clear
evacuation routes.

Short $0 Public
Works
Complete.

PW has 2-
wheel loaders
that can be
deployed and
staged at
requested
locations to
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2 Column
#
Action
Item # Category Opportunity Action Term Cost Estimate Funding Grant Eligible Responsible
Department
Status as of
January
2026
help clear
evac routes.
4 5 Evacuation
Mutual Aid
Coordination and
Planning
Continue to coordinate with Orange County
Sheriff’s Department (Aliso Viejo, Dana
Point, Laguna Niguel, Laguna Woods, and
OCSD Mutual Aid Bureau), Irvine, and
Newport Beach mutual aid for traffic control
and evacuations. Add mutual aid
procedures to the update of the City's
evacuation plan. Conduct a tabletop
exercise on evacuations.

Short -
ongoing $0 Police
Complete/
ongoing.

Joint TTX
6/2025 &
Evacuation
Mgmt.

Training
12/2025.

CWPP TTX
scheduled
for 2/2026.
5 6
Alert &
Warning
Test the City-wide
Outdoor Warning
System
Conduct semi-annual or quarterly testing of the
Outdoor Warning System.

Short -
ongoing $0 Fire
Complete /
ongoing.

Conducted
test 9/2025.

Quarterly
test
schedule
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3 Column
#
Action
Item # Category Opportunity Action Term Cost Estimate Funding Grant Eligible Responsible
Department
Status as of
January
2026
established
for 2026.
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Action Items – Progress as of January 2026
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3 Column
#
Action
Item # Category Opportunity Action Term Cost Estimate Funding Grant Eligible Responsible
Department
Status as of
January 2026
6 8
Fuel
Modification
Expand weed
abatement
program to enforce
property
maintenance
ordinance
Expand the City's current weed abatement
program by hiring more personnel to conduct
inspections.

Short $200,000
General
Fund –
Funded
FY26
Fire
Complete.

Increased
staffing from
part time to full
time Fire
Inspector.
7 9
Fuel
Modification
Expand Fuel
Modification Zones
Create a plan to conduct deadwood
maintenance on areas adjacent to fuel
modification zones and other areas that need
vegetation management.

Short $50,000
Wildfire
Safety
Fund
Fire
Complete.

Included
identified
areas adjacent
to FMZ’s for
expansion in
2025
application.
8 12 Fuel
Modification
Seek to maximize
brush clearance
around critical
infrastructure.

Ensure defensible space of 50 - 100 feet
around critical infrastructure including
communications equipment and cell towers.

Determine if this clearance qualifies for the
Governor's emergency proclamation on March
1, 2025 to waive CEQA and California Coastal
Act.

Short $0 Fire
Complete /
Ongoing.

The defensible
space around
Moorhead
communication
towers is
maintained
annually by the
FD.
9 14 Fuel
Modification
Maintain the Fuel
Modification Zones Maintain the Fuel Modification Zones. Short - Ongoing $770,000 General Fund – Fire Complete / Ongoing. 74 of 127
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4 Column
#
Action
Item # Category Opportunity Action Term Cost Estimate Funding Grant Eligible Responsible
Department
Status as of
January
2026
Funded
FY26
Maintenance
of all zones
being
prioritized
and work for
26 is
underway.
10 18 Public Safety
Technology
Work with CalFire
Chief of
Intelligence on pre
and post fire
analysis
Work with CalFire Chief of Intelligence on pre
and post fire analysis that can be incorporated
into mitigation, preparedness, response, and
recovery efforts. Determine feasibility of a
system like Technosylvana that CalFire uses
for AI predictive analytics on historical fire
patterns, weather patterns, and vegetation
types to provide context and a potential
roadmap for how fires can spread.

Short $70,000
Wildfire
Safety
Fund
Fire
Complete.

Utilized
Jensen
Hughes to
conduct Fire
Behavior
Modeling for
Laguna
Beach and
continue to
work with
Cal Fire
Intelligence.
11 28 Community
Preparedness
Community
Preparedness
Educator
Hire a Community Preparedness Educator to
educate the public on emergency
preparedness, fire safety,
neighborhood/FireWise preparedness, and
home hardening inspections. The Public
Educator can work to expand the CERT
program by offering more academies and
Short PT: $70,000
Wildfire
Safety
Fund
Fire Complete
12/2025.
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5 Column
#
Action
Item # Category Opportunity Action Term Cost Estimate Funding Grant Eligible Responsible
Department
Status as of
January
2026
providing continuous training to engage and
retain volunteers.
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9/23/25 APPROVED BY CITY COUNCIL
5 Column
#
Action
Item # Category Opportunity Action Term Cost Estimate Funding Grant Eligible Responsible
Department
Status as
of January
2026
12 29 Community
Preparedness
Expand the Red
Flag Restriction
Program
Prohibit on-street construction during Red Flag
days to ensure roadways are clear and
equipment does not start a fire.

Short -
ongoing $0
Fire / Public
Works /
Police
Complete.

Outlined in
Fire Code.
13 30 Community
Preparedness
Expand the Red
Flag Parking
Restriction
Program
Expand the Red Flag Parking Program into
additional neighborhoods. Start with the
neighborhoods that are identified in the
Evacuation Time Study as having impaired
access.

Short $30,000
Wildfire
Safety
Fund
Fire / Public
Works /
Police
Complete.

City
Council
adopted
new
parking
restriction
zones and
signage
installed
12/2025.
14 34 Community
Preparedness
School
Preparedness
Continue to coordinate with Laguna Beach
USD and other schools for emergency
preparedness and evacuations.

Short -
ongoing $0 Fire / Police
Complete /
Ongoing.

FD
participated
in 2 TTXs
with
LBUSD
10/2025
and
11/2025.

Tentatively
planning
3 rd TTX for
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6 Column
#
Action
Item # Category Opportunity Action Term Cost Estimate Funding Grant Eligible Responsible
Department
Status as
of January
2026
LBUSD,
FD, and
PD in
2026.
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6 Column
#
Action
Item # Category Opportunity Action Term Cost Estimate Funding Grant Eligible Responsible
Department
Status as
of January
2026
15 35 Community
Preparedness FireWise Program
Educate the public on the FireWise Program to
increase participation by more neighborhoods.

Having more FireWise neighborhoods would
result in self-regulation of vegetation
management and self-sufficient neighborhood
emergency planning. Being a FireWise
Community may also help in lowering
insurance rates or qualifying for insurance.

Short -
ongoing $0 Fire
Complete /
Ongoing.
4 communities
approved
and 1 inprogress.
16 36 Community
Preparedness
FireRisk Reduction
Communities
Educate the public on the FireRisk Reduction
Communities to increase participation by more
neighborhoods to potentially help lower
insurance rates or qualify for insurance.

Short -
ongoing $0 Fire
Ongoing.

Working on
CWPP as
next step of
FireRisk
application.
17 39 Community
Preparedness
All Hazard
Preparedness
Guide
Update the all-hazard emergency
preparedness guide and distribute it to the
public.

Short $15,000
Wildfire
Safety
Fund
Fire Complete.
18 40 Community
Preparedness
Annual Insurance
Townhall
Host an annual insurance town hall with the CA
Department of Insurance for residents. The
most recent Insurance Town Hall was held on
September 18, 2025. Hold the next town hall in
September 2026.

Short -
ongoing $0
Fire / City
Manager's
Office
Complete /
Ongoing.
19 43 Community
Preparedness
Provide the public
with up-to-date
information on
home hardening
Ensure the public is informed of updates to
laws as they pertain to home hardening i.e.

Zone 0 laws. Share with the public the State
Fire Marshal’s list of Wildland Urban Interface
(WUI) Products for Home Hardening.

Short -
ongoing $0 Fire
Complete /
Ongoing.

Information
sent in
wildfire
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7 Column
#
Action
Item # Category Opportunity Action Term Cost Estimate Funding Grant Eligible Responsible
Department
Status as
of January
2026
mailer
6/2025.
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#
Action
Item # Category Opportunity Action Term Cost Estimate Funding Grant Eligible Responsible
Department
Status as of
January 2026
laws and vetted
vendors by CalFire
20 54 Infrastructure Repair gate at
Balboa Fire Road
Repair Balboa Fire Road gate after Rancho
Fire. Short $15,000
Wildfire
Safety
Fund
Public Works
/ Fire
Complete.
8/2025
21 45 Infrastructure
Investigate fire
resistive
improvements to
emergency radio
facilities
Conduct an analysis of the fire
hardening/structural improvements to the
Moorhead Radio Repeater to improve the
survivability of the radio equipment and a
similar study for the radio equipment at Fire
Station #3 and recommend necessary
upgrades/improvements.

Short TBD Fire
Complete /
Ongoing.

The defensible
space around
Moorhead
communication
towers is
maintained
annually by the
FD. Sta #3
Evaluation
ongoing.
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8 Column
#
Action
Item # Category Opportunity Action Term Cost Estimate Funding Grant Eligible Responsible
Department
Status as of
January
2026
22 1 Evacuation
Update the
Emergency
Operations Plan
including the City's
Evacuation Annex
Hire a planning consultant to update the
citywide Emergency Operations Plan to
incorporate lessons learned from past
incidents, mitigation efforts, and
technological improvements that have
occurred since it was last updated. Revise
the Evacuation Annex to include the Marine
Safety Department for evacuations onto the
beach; Animal Control for the evacuation of
animals; and Transportation and Community
Services for the evacuation of seniors and
others needing assistance.

Short $100,000
Wildfire
Safety
Fund
Fire / Police /
Marine
Safety /
Transit &
Community
Services
In progress.

Solicitation
for proposals
in progress
1/2026.
23 3 Evacuation
Establish a list of
residents who may
need assistance
with evacuations
There are numerous residents who may be
unable to self-evacuate and will require
assistance. The City should work to create a
list of those residents, determine what the City
is able to provide the residents, and determine
how the list will be maintained.

Short $0
Fire / Police /
Transit &
Community
Services
In progress.

FD met with
City
Attorney.
24 7
Alert &
Warning
Evaluate the reach
of the Outdoor
Warning System
Evaluate coverage of the Outdoor Warning
System and expand the system with the
addition of more speakers, if needed, to ensure
alerts can be heard by all areas of the City.

Short $200,000
Wildfire
Safety
Fund
Possibly Fire
In progress.

Gap analysis
conducted –
12-15
speakers
needed.

Budget
covers 2
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#
Action
Item # Category Opportunity Action Term Cost Estimate Funding Grant Eligible Responsible
Department
Status as of
January
2026
new
speakers,
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#
Action
Item # Category Opportunity Action Term Cost Estimate Funding Grant Eligible Responsible
Department
Status as
of January
2026
preliminary
locations
chosen.
25 10 Fuel
Modification
Streamline the
Coastal
Development
Permit Process
Obtain a multi-year, multi-phase, "blanket"
permit for the creation of fuel modification
zones.

Short/Medium $30,000
Wildfire
Safety
Fund
Community
Development In progress.
26 11 Fuel
Modification
Streamline the
California
Environmental
Quality Act
Process
Streamlined California Environmental Quality
Act (CEQA) permitting would allow for faster
expansion of fuel modification zones and ease
the maintenance requirements.

Short/Medium $0 Community
Development In progress.
27 13 Fuel
Modification
Expand Fuel
Modification Zones
Apply to establish new and expand existing
fuel modification zones up to 300 feet under
the Governor’s Executive Order for Wildfire
Prevention Projects.

Short TBD
Wildfire
Safety
Fund
Fire
In progress.

Application
submitted
for
expansion
for 32 new
acres as
well as up
to 300’ in
existing
FMZ’s
based on
slope
criteria.
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#
Action
Item # Category Opportunity Action Term Cost Estimate Funding Grant Eligible Responsible
Department
Status as
of January
2026
28 15
Public
Safety
Technology
Install a traffic
signal priority
system
Install a remote-controlled traffic signal system
(Opticom) that prioritizes emergency vehicle
access on Coast Highway and Laguna Canyon
Road. This system is designed to expedite
evacuation during emergencies, such as Fire
Short $350,000
Wildfire
Safety
Fund
Police /
Public Works
In progress.

PW is
evaluating
the project
and
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#
Action
Item # Category Opportunity Action Term Cost Estimate Funding Grant Eligible Responsible
Department
Status as of
January
2026
and Police Code 3 responses, while also
supporting low-priority transit vehicles.

Coordination with Caltrans is necessary for
permitting and operational cooperation. This
ensures that traffic lights prioritize emergency
vehicles, reducing their delays and lowering
the risk of intersection collisions. Similar
systems are already operational in Dana Point
and Newport Beach, though not specifically
configured for evacuation purposes.
working with
CalTrans.
29 16
Public
Safety
Technology
Drone as First
Responder
Determine the feasibility of a drone as first
responder that could be launched when AI
sensors receive a fire notification.

Short $375,000
$375,000
from
Wildfire
Safety
Fund,
$125,000
TBD
Possibly Police
In progress.

Evaluating
companies.
01/2026
30 17
Public
Safety
Technology
Explore a
neighboring City
partnership to
share public safety
technology
Determine the feasibility of sharing a Real
Time Information Center to monitor AI
Cameras, make emergency notifications,
launch drone as first responder, and control
traffic signals.

Short $0 Police
In progress.

Exploring
possibilities.
01/2026
31 19
Public
Safety
Technology
Determine possible
use of Fusis
system for wildfires
Determine the possibility and effectiveness of
utilizing the Fusis system to assist in wildfire
preparedness, response, and/or recovery.

Fusis integrates camera feeds, both public and
Short $0 Police
In progress.

Working with
IT. Current
infrastructure
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#
Action
Item # Category Opportunity Action Term Cost Estimate Funding Grant Eligible Responsible
Department
Status as of
January
2026
private cameras with permission from the
camera owner, into a unified and AI powered
system for public safety personnel to utilize.
may not be
able to
support.

Looking at
other options
outside of
FUSIS.
32 20
Public
Safety
Technology
Explore new
technology for
wildfire
suppression
Explore new suppression technology for open
space areas where interrupting the spread of
fire would be most impactful to property and life
conservation.

Short TBD
Wildfire
Safety
Fund
Fire
In progress.

Heard a
presentation
on Burnbot
and will
continue
research.
33 21
Public
Safety
Technology
Explore the use of
new technology
and applications to
track evacuations
Explore the feasibility of using new technology
and applications to track evacuations and more
quickly and accurately share evacuation
information with the Emergency Operations
Center and Incident Command Post.

Short TBD
Wildfire
Safety
Fund
Police In progress.
34 22
Public
Safety
Technology
Explore the use of
new technology
and applications to
track evacuations
Explore the feasibility of using new technology
and applications to track evacuations and more
quickly and accurately share evacuation
information with the Emergency Operations
Center and Incident Command Post.

Short TBD
Wildfire
Safety
Fund
Police Duplicate of
#21
35 23
Public
Safety
Technology
Emergency
Operations Center
Update current dispatch console in City Hall
EOC to include PD and FD radios for better
situational awareness and dispatch
Short $175,000
Wildfire
Safety
Fund
Police In progress.

Navigating
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#
Action
Item # Category Opportunity Action Term Cost Estimate Funding Grant Eligible Responsible
Department
Status as of
January
2026
the
procurement
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#
Action
Item # Category Opportunity Action Term Cost Estimate Funding Grant Eligible Responsible
Department
Status as of
January
2026
(EOC) Dispatch
Console
redundancy. After-action item from Rancho
Fire.
process with
multiple
stakeholders
and working
towards an
agreement.
36 24
Public
Safety
Technology
Create Dispatch
Redundancy
Install standalone dispatch console at the CRC
to serve as the dispatch station in the new
EOC and provide redundant dispatch
capabilities.

Short $424,000
Wildfire
Safety
Fund
Police
In progress.

Navigating
the
procurement
process with
multiple
stakeholders
and working
towards an
agreement.
37 25
Public
Safety
Technology
Field Response
Resource
Management
Solution
Purchase Tablet Command and iPads for
incident management tracking in the field and
situational awareness in the Emergency
Operations Center (EOC).

Short $105,000
Wildfire
Safety
Fund
Fire
In progress.

Estimated
completion
2/2026.
38 26
Public
Safety
Technology
Field Response
Cellular Coverage
and Connectivity
Purchase StarLink for Primary Fire Units to
ensure cell coverage and network connectivity
for first responders, public works, and mutual
aid in the field.

Short $10,000 +
annual fee
Wildfire
Safety
Fund
Fire
In-progress.

Estimated
completion
1/2026.
39 27
Public
Safety
Technology
Emergency
Operations Center
(EOC) IT
Purchase IT equipment and cabling in new
Emergency Operations Center. Short $180,000
Wildfire
Safety
Fund
Fire
In progress.

Exploring
alternative
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#
Action
Item # Category Opportunity Action Term Cost Estimate Funding Grant Eligible Responsible
Department
Status as
of January
2026
equipment and
cabling
locations
for EOC.
40 31 Community
Preparedness Evacuation Drills
Identify ways to encourage neighborhood
evacuation drills utilizing public education,
possible incentives from the City, and having
the drills coincide with scheduled tests of the
emergency alert systems.

Short $5,000
Wildfire
Safety
Fund
Fire / Police
In
progress.

Discussion
based
evacuation
exercises
scheduled
for 3/2026
– 5/2026
for all
evacuation
zones.
41 32 Community
Preparedness
Door-to-door
Community
Preparedness
Campaign
Conduct a door-to-door community
preparedness campaign utilizing CERT
volunteers and interested City Council
members. Campaign can be used to distribute
zone specific evacuation maps, assist
residents in signing up for alert and warning,
and providing education on home hardening.

Short $0 Fire
In
progress.

Will
commence
as part of
advertising
Evacuation
Workshops
in 2/2026
and again
when
public
facing
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#
Action
Item # Category Opportunity Action Term Cost Estimate Funding Grant Eligible Responsible
Department
Status as
of January
2026
Evac Zone
Maps are
complete.
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Action
Item # Category Opportunity Action Term Cost Estimate Funding Grant Eligible Responsible
Department
Status as
of January
2026
42 33 Community
Preparedness
Engage with the
Real Estate
Community on
Preparedness for
New Residents
Work with the local real estate community to
provide new residents with information on
evacuation zones, how to sign up for alert and
warning, home hardening, and other
preparedness skills.

Short -
ongoing TBD
Wildfire
Safety
Fund
Fire / Police
In progress.

Met with
Board of
Realtors
reps.
43 37 Community
Preparedness PSPS Education
Collaborate with SCE and SDG&E to educate
the public on PSPS, outage preparedness and
SCE/SDG&E resources available.

Short -
ongoing $0 Fire In progress.
44 38 Community
Preparedness
Evacuation Zone
Maps
Update the public-facing evacuation zone
maps to align with common evacuation
terminology and incorporate lessons learned
from evacuations since the 2019 iteration of
the maps.

Short $15,000
Wildfire
Safety
Fund
Fire / Police
In-progress.

Estimated
completion
3/2026.
45 41 Community
Preparedness
LBPD and LBFD
partnership with

SCWD, LBCWD,
and LBUSD
Continue to grow cooperative working
relationship between LBPD/LBFD, SCWD and
LBCWD for emergency preparedness,
response, and recovery. LBFD should continue
to conduct wildfire inspections of water
properties annually and upon request; both
water districts should have a seat in the City’s
EOC; water districts and school districts should
be included in emergency exercises and drills;
etc.

Short $0
Fire / Police /
SCWD /
LBCWD
In progress.

LBCWD
Ops
currently
working
with LBFD
on Site
Inspections.

Dedicated
EOC
position on
hold until
larger EOC
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Action
Item # Category Opportunity Action Term Cost Estimate Funding Grant Eligible Responsible
Department
Status as
of January
2026
space is
built.
46 42 Community
Preparedness
City should
continue
partnership with
The City should continue to build a cooperative
relationship with Emerald Bay Service District Short $0 Fire In progress.

Dedicated
EOC
position
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#
Action
Item # Category Opportunity Action Term Cost Estimate Funding Grant Eligible Responsible
Department
Status as of
January
2026
Emerald Bay
Service District
(EBSD) and include a representative from
EBSD in the EOC.
on hold until
larger EOC
space is
built.
47 44 Community
Preparedness
Community Wildfire
Protection Plan
(CWPP)
Hire a consultant to lead development,
facilitate public workshops, administer online
surveys, and provide content and format the
CWPP. Finalizing the CWPP assists with
eligibility in becoming a CalFire designated Fire
Risk Reduction Community.

Short $100,000
Wildfire
Safety
Fund
Fire
In progress.

Consultant
hired. CWPP
in progress.
48 46 Infrastructure
Add sprinkler
system to areas of
high fire risk
determined by AI
software
Utilizing AI technology and satellite imagery,
determine which areas would benefit from
added moisture. Determine if feasible to add
sprinkler systems to increase moisture of the
vegetation to slow down or decrease the
chance of fire spread.

Short $70,000
Wildfire
Safety
Fund
Fire
In progress.

Evaluation in
progress,
used AI to
determine
fuel mod for
areas
identified
with canyons
adjacent to
property.
49 47 Infrastructure Improving Cell
Coverage
Review possible LBMC changes as suggested
by cell phone carriers.

Short (by
September
2025)
$0 City
Attorney
In progress.

Initial
meetings
were
completed
with all three
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#
Action
Item # Category Opportunity Action Term Cost Estimate Funding Grant Eligible Responsible
Department
Status as of
January
2026
carriers.

Community
Development
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#
Action
Item # Category Opportunity Action Term Cost Estimate Funding Grant Eligible Responsible
Department
Status as of
January
2026
and the City
Manager’s
Office are
coordinating
on potential
ordinance
and process
refinements
for City
Council
consideration
to streamline
the
permitting
process.
50 48 Infrastructure Improving Cell
Coverage
Review possible Macro Sites to improve
reliability (macros have battery or generator
backup).

Short (by
September
2025)
$0
City
Manager’s
Office
In progress.

Preliminary
review of
macro site
completed
with carriers.

Additional
(high-level)
site analysis
will occur in
parallel with
the
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#
Action
Item # Category Opportunity Action Term Cost Estimate Funding Grant Eligible Responsible
Department
Status as of
January
2026
ordinance
refinements.
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#
Action
Item # Category Opportunity Action Term Cost Estimate Funding Grant Eligible Responsible
Department
Status as of
January
2026
51 49 Infrastructure Improving Cell
Coverage
Review site opportunities and coverage maps
via semi-annual meetings with Verizon, ATT -
do this 2x a year.

Short -
ongoing $0
City
Manager's
Office
In progress.

Initial
coverage
map reviews
were
conducted.

Ongoing
meetings
will be
scheduled
as staff
advances
ordinance
and process
updates.
52 50 Infrastructure Reducing Scope of
PSPS
Review hardening efforts and circuit division
via semi-annual meetings with SCE, SDG&E -
do this 2x a year.

Short -
ongoing $0
City
Manager's
Office
In progress.
53 51 Infrastructure Reducing Scope of
PSPS
Continue efforts to underground/harden
transmission lines in critical open space areas.

Short -
ongoing $0
Public
Works, with
SCE and
SDGE
In progress.

PW
scheduling
update
meeting with
SCE.
54 52 Infrastructure
Undergrounding:

Coast Highway
between Agate
Coast Highway is a primary evacuation route.

Coast Highway Utility Underground District Short $3.7 million Rule 20A Credits Public Works In progress. SCE bidding 98 of 127
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#
Action
Item # Category Opportunity Action Term Cost Estimate Funding Grant Eligible Responsible
Department
Status as of
January
2026
Street and Arch
Street
2019-1 was formed on April 16, 2019 as a Rule
20A project using Rule 20A credits for funding.
for
construction.
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Action
Item # Category Opportunity Action Term Cost Estimate Funding Grant Eligible Responsibl
e
Department
Status as of
January 2026
Continue coordination with SCE and Caltrans
to construct the project.
55 53 Infrastructur
e
Undergrounding:

Coast Highway
remaining
overhead facilities
Coast Highway is a primary evacuation route.

Coast Highway Utility Underground District
2020-2 was formed on September 22, 2020 as
a Rule 20A project using Rule 20A credits for
funding. Continue coordination with SCE and
Caltrans to construct the project.

Short $3.6 million Rule 20A
Credits
Public
Works
In progress.

SCE pursuing
Caltrans
encroachment
permits.
56 Wildfire Safety Fund: $2,389,000
57 Other Funding Source: $970,000
58 Rule 20A Credits: $7,300,000
59 Grand Total: $10,659,000
60 Medium Term Projects
61 55 Fuel
Modification
Complete the Fuel
Modification Zones
in the remainder of
the City
Utilize the completed study in 2019 to complete
the remaining one-third of the defensible space
breaks around the City.

Medium $2,000,000 Already
Funded Fire In progress.
62 57 Infrastructur
e
Install an additional
fire heli-hydrant
filling station
Explore installing a third location. Perform an
assessment/study on needs/options and then
work with LBFD and OCFA on feasibility of an
additional location. If feasible and needed
within the District’s service area, complete
Medium TBD
Laguna
Beach
County
Water
District /
Fire
In Progress
(LBCWD Eng):

Helihydrant
Study (needs
assessment)
to be done as
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#
Action
Item # Category Opportunity Action Term Cost Estimate Funding Grant Eligible Responsible
Department
Status as
of January
2026
construction of the new additional heli-hydrant
filling station.
part of the
Master Plan
Work. Will
look to see
if this part of
the Master
Plan work
can be
expedited.
63 59 Infrastructure Evaluate additional
reservoir feasibility
Evaluate the addition of a reservoir at Moulton
Meadows concurrently with the pipeline
evaluations to improve system performance
and water supply reliability under both normal
and emergency situations.

Medium Non-City
Funded
Laguna
Beach
County
Water
District
In Progress
(LBCWD
Eng):

Master Plan
Contract
Awarded to
Black and
Veatch in
October
2025 (fully
executed
contract
returned
January
2026).
64 60 Infrastructure
Add pipelines and
pumps that go
direct to the
Evaluate adding direct pipelines (and pumping
facilities) from our water supply transmission
main in the Canyon to the Jahraus Reservoir
Medium Non-City
Funded
Laguna
Beach
County
In Progress
(LBCWD
Eng):
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Action
Item # Category Opportunity Action Term Cost Estimate Funding Grant Eligible Responsible
Department
Status as
of January
2026
wildland urban
interface areas
(Top of the World) and from the water supply
transmission main in Coast Highway to our
Sweany and/or Zitnik reservoirs to increase
Water
District
Master Plan
Contract
Awarded to
Black and
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Action
Item # Category Opportunity Action Term Cost Estimate Funding Grant Eligible Responsible
Department
Status as
of January
2026
system performance and water supply
reliability under both normal and emergency
situations (i.e. Seismic, Wildfire, Power loss,
etc.). Determine feasibility of other system
piping projects to improve system performance
and reliability.

Veatch in
October
2025 (fully
executed
contract
returned
January
2026).
65 61 Infrastructure
Utilize Title 22
Recycled Water for
firefighting efforts
Determine feasibility of using Title 22 recycled
water from Coastal Treatment Plant. Research
what will be needed i.e. storage and hydrants
specifically for recycled water.

Medium Non-City
Funded
South Coast
Water
District
In progress.

Looking at
feasibility
and options.
66 62 Infrastructure
Collaborate with
utilities to support
legislation that
includes
undergrounding
and grid resiliency
Provide support for legislation and collaborate
with utility partners to push forward legislation
that expedites the process to underground and
increase grid resilience.

Medium $100,000 TBD
City
Manager's
Office
In progress.
67 64 Infrastructure Install new gate at
Balboa Fire Road
Install a new gate at the Balboa Fire Road with
remote operating or keypad capability. Medium $85,000
Wildfire
Safety
Fund
Public Works
/ Fire
In progress.

PW
identifying
scope of
work.
68 65 Infrastructure Add additional fire
hydrant
Add additional fire hydrant near the intersection
of Rancho Laguna and Morningside. Medium Non-City Funded TBD Laguna
Beach
County
In Progress
(LBCWD
Eng):

System
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#
Action
Item # Category Opportunity Action Term Cost Estimate Funding Grant Eligible Responsible
Department
Status as
of January
2026
Water
District / Fire
analysis of
fire flow
needs
throughout
the entire
systems
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Action
Item # Category Opportunity Action Term Cost Estimate Funding Grant Eligible Responsible
Department
Status as of
January 2026
is to be done
as part of the
Master Plan
Work. Adding
a hydrant
alone at this
location is not
likely possible
without
millions of
dollars in
new/additional
pipelines, and
maybe other
infrastructure
(PRV's, pump
upgrades,
valves, etc.)
and also
would need to
be evaluated
and prioritized
with all other
needs that
come from the
System Fire
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Action
Item # Category Opportunity Action Term Cost Estimate Funding Grant Eligible Responsibl
e
Department
Status as of
January 2026
Flow
Modeling.
69 56
Community
Preparedne
ss
Investigate grant
opportunities to
improve the wildfire
resistance of
existing residences
Investigate grant opportunities that will
encourage and support residents in making
improvements to harden their homes and
mitigate wildfire risks.

Medium TBD Possibly Fire Not started.
70 58 Infrastructur
e
Determine
feasibility of
creating new roads
or leveraging
existing trails for
evacuations.

There are currently areas within and adjacent
to the city that can be assessed for feasibility to
utilize in an evacuation or for resources to have
a road to access harder to reach
neighborhoods.

Medium $100,000 TBD Yes Public
Works Not started.
71 63 Infrastructur
e
Undergrounding:

Crestview Underground Crestview overhead lines. Medium $1.4 million TBD No Public Works Not started. 72 Wildfire Safety Fund: $85,000
73 Other Funding Source: $2,000,000
74 Funding Source TBD: $1,600,000
75 Grand Total: $3,685,000
76 Long Term Projects
77 66 Infrastructur
e
Undergrounding: Underground Top of the World to Alta Laguna overhead lines. Long TBD No Public Works In progress.
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#
Action
Item # Category Opportunity Action Term Cost Estimate Funding Grant Eligible Responsible
Department
Status as of
January
2026
Top of the World to
Alta Laguna Blvd
PW working
to secure
required
easements.
78 68 Infrastructure
Undergrounding:

Laguna Canyon
Road between the
electrical
substation westerly
of Canyon Acres to
El Toro Road
Laguna Canyon Road is a primary route for
evacuation and emergency/mutual aid
resources to access the City. The poles and
wires are adjacent to 16,000 acres of open
space creating a fire risk from failures due to
wind or vehicle impact. Pole or wire failures
from a wildfire could also block emergency
access. In addition, the failure of
communication wires could disrupt emergency
communications through loss of fiber optic
cable damage. Undergrounding the utilities
may require significant road improvements to
accommodate the underground facilities. The
conceptual cost estimate is approximately $60
million for undergrounding and $60 million for
roadway improvements. Grant funds are being
pursued to cover the costs of the project. On
January 9, 2024, City Council initiated the
relinquishment process to take ownership of
the roadway.

Long $60 million TBD Yes Public Works
In progress.

SCE design
ongoing.

Continuing
conversation
with
Caltrans to
allow
placement
within
roadway.
79 70 Infrastructure Undergrounding:

Neighborhoods
Work with neighborhoods to develop plans and
incentives to underground utilities through
assessment districts and other methods.

Long TBD No Public Works
In progress.

Fairview-La
Brea district
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Action
Item # Category Opportunity Action Term Cost Estimate Funding Grant Eligible Responsible
Department
Status as
of January
2026
approved
on 1/13/26.

West Street
District to
begin
construction
Fe. 2026.
80 73 Infrastructure
Undergrounding:

Monterey
Street/Virginia
Way, West Street
to 5th Avenue
This section of Monterey Street/Virginia Way
was identified in the 2019 Report as a key
evacuation route that should be prioritized as
an undergrounding project when funding
becomes available. West Street Assessment
District 2021-1 will go to vote this summer. If
successful, the project will underground
Monterey Street from West Street to Eagle
Rock Way.

Long TBD No Public Works
In progress.

SDG&E
designing
Rule 20A
(3rd to 5th).
81 67 Infrastructure
Undergrounding:

SOCWA Coastal
Treatment Plant to
Laguna Niguel
Underground area from SOCWA Coastal
Treatment Plan to Laguna Niguel. This area is
where the Coastal Fire occurred in May 2022.

Long TBD No Public Works
Not started.

PW
requesting
update from
SCE.
82 69 Infrastructure
Undergrounding:

Glenneyre Street
between Laguna
Avenue and Thalia
Street, and
between Calliope
Glenneyre Street is a high-volume roadway
that serves as a secondary emergency access
and evacuation route parallelling Coast
Highway and serves a significant portion of the
City. Poles and wires blocking the road could
Long TBD No Public Works Not started.
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Action
Item # Category Opportunity Action Term Cost Estimate Funding Grant Eligible Responsible
Department
Status as
of January
2026
Street and Agate
Street
significantly delay emergency access or
evacuation.
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Action
Item # Category Opportunity Action Term Cost Estimate Funding Grant Eligible Responsibl
e
Department
Status as of
January 2026
83 71 Infrastructur
e
Undergrounding:

Monterey Drive,
Hawthorne to
Linden Street
This section of Monterey Drive was identified in
the 2019 Report as a key evacuation route that
should be prioritized as an undergrounding
project when funding becomes available.

Long TBD No Public
Works Not started.
84 72 Infrastructur
e
Undergrounding:

Thalia Street,
Temple Terrace to
350 feet southwest
of Glenneyre
Street
This section of Thalia Street was identified in
the 2019 Report as a key evacuation route that
should be prioritized as an undergrounding
project when funding becomes available.

Long TBD No Public
Works Not started.
85 74 Infrastructur
e
Undergrounding:

Temple Hills Drive,
northeast and
southwest of San
Remo Drive
This section of Temple Hills Drive was
identified in the 2019 Report as a key
evacuation route that should be prioritized as
an undergrounding project when funding
becomes available.

Long TBD No Public
Works Not started.
86 75 Infrastructur
e
Undergrounding:

Virginia Way, 7th
Avenue to 9th
Avenue
This section of Virginia Way was identified in
the 2019 Report as a key evacuation route that
should be prioritized as an undergrounding
project when funding becomes available.

Long TBD No Public
Works Not started.
87 76 Infrastructur
e
Undergrounding:

San Joaquin
Street, Hillcrest
Drive to alley 100
feet northeast of N.

Coast Highway
This section of Joaquin Street was identified in
the 2019 Report as a key evacuation route that
should be prioritized as an undergrounding
project when funding becomes available.

Long TBD No Public
Works Not started.
88 Other Funding Source: $60,000,000
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#
Action
Item # Category Opportunity Action Term Cost Estimate Funding Grant Eligible Responsible
Department
Status as of
January
2026
89 Grand Total: $60,000,000
90 91 Total for All Action Items (Short, Medium, Long Term) 92 Wildfire Safety Fund: $2,474,000
93 Other Funding Source: $2,970,000
94 Rule 20A Credits: $7,300,000
95 Funding Source TBD: $61,600,000
96 Grand Total: $74,344,000
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ESC Recommendations for 2026 Strategic Planning
City Wide EV Charging
● Recommendation by the committee is that the City study the available electrical capacity in relation to best available host sites (given likely user demand/traffic/utilization), and/or use any existing diligence done on prior solar, battery or similar projects to determine the most viable locations for public charging.
○ Peer Reviewed cities (Irvine, Santa Barbara, La Jolla, Redondo Beach, Palo Alto) that have implemented city-wide public EV charging have almost all done so through a hybrid model, wherein a 3
rd party provider implements, manages, maintains and
collects the revenue, and the City participates by providing the sites with some potential revenue participation under a long term (typically 10+ year agreement).

Alternative Transit
● Continued investment in alternative transportation options for both residents and visitors, including bike lane improvements, safe routes to schools, expanded bike parking, enhanced pedestrian infrastructure, and improved connections to public transit—supporting safety, accessibility, public health, and reduced vehicle emissions across the community. ● Continue to support the trolley system, which decreases downtown traffic and parking issues as well as carbon emissions.
● Ensure that sufficient resources, including staff time, are allocated to meet the objectives and milestones of the fleet electrification plan.

Natural Resources
● Re-evaluate the City’s current Code Enforcement strategy for the commercial single-use plastics. Assess the capacity and bandwidth of Code Enforcement staff and consider allocating or hiring additional resources dedicated to sustainability-related code enforcement. New staff can conduct audits of existing businesses and establish a consistent, standardized process to educate new businesses on compliance with the plastics code.

General
● As part of a comprehensive review and revision of the municipal code, ensure key recommendations from the CAAP are addressed, including requirements or incentives to increase energy efficiency in residential and commercial buildings as well as improve wildfire resilience.
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Morningside Drive
Laguna Beach, CA 92651
January 27,2026
City Council
City of Laguna Beach
505 Forest Avenue
Laguna Beach, CA 92651
RE: Item for consideration at the Annual Strategic Planning Session Dear Mayor Orgill and Councilmembers,
The city of Laguna Beach is an incredibly special community. The first impression of our community is our physical attributes – our coastal canyons, hillsides and ridges and our beaches. Then the realization that this is a small community focused on arts and maintaining its dedication to the residents. That last focus is becoming more difficult and definitely means that city must take more Advanced Planning actions.

But my focus for this Planning Session is on the many acres of open space owned by the city that is not managed by OC Parks. The city has been considering enrolling these open space lands in the Nature Reserve of Orange County. This needs to be a goal for 2026.

These lands were purchased for open space with specific funding, but I worry that in the future the land use could change. If enrolled in the NROC our lands would have an extra layer of protection and more – help with making sure the wildland habitats thrive for plants and animals. Check out their new website https://naturereserveoc.com/ Let’s join with our neighboring cities – Newport Beach and Irvine and be part of the Nature Reserve of Orange County.

Thank you for listening and thank you for your commitment to Laguna Beach.

Sincerely,
Mary Fegraus
Mary Fegraus
Cc: Dave Kiff, Jeremy Frimond
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