Laguna Niguel City Council
March 18, 2025

CITY OF LAGUNA NIGUEL

CITY COUNCIL AGENDA ITEM
To: Honorable Mayor and Council Members
FROM: Tamara S. Letourneau, City Manager
DATE: March 18, 2025
SUBJECT: 2025 Laguna Niguel Strategic Plan Update

RECOMMENDATION
Staff recommends that the City Council adopt the 2025 Strategic Plan Update.

BACKGROUND
The Laguna Niguel Strategic Plan was adopted by the City Council in November 2019. In addition to establishing the City's mission, vision, and values, the City Council also established six goals.
• Goal 1: Public Safety
• Goal 2: Fiscal Sustainability
• Goal 3: Open Space and Environmental Preservation
• Goal 4: Infrastructure and Technology
• Goal 5: Economic and Community Development
• Goal 6: Communication and Community Outreach
The City has accomplished a great deal in the first five years of the strategic plan. As the City moves into year six, it is important to update the strategies and timelines to reflect current priorities.

ANALYSIS
The adopted Strategic Plan guides policy decisions, fiscal resources, and staffing levels.

A strategic plan is a living document, and it needs to be updated annually to remain relevant, valuable, and effective. Attachment A lists the specific accomplishments by department for 2024. Some of these accomplishments include:
• Ended the Fiscal Year 2023-2024 with a General Fund surplus of $2.2 million • Completed Comprehensive General Plan Update Vision Statement • Installed over 10,500 square feet of concrete infrastructure repairs and 88,000 square feet of asphalt repairs
• Completed La Paz Road Long Term Phase II Plan restoring two-way traffic flow • Facilitated a Joint Operations Briefing between the Orange Country Sheriff's Department and the Orange County Fire Authority to prepare for wildfire season • Launched the City's newest quarterly newsletter called the Laguna Niguel Beacon:

Shining Light on City Progress
• Completed Fiscal Year 2023-2024 with a General Fund Reserve balance of $53.3 million, representing 108.3% of Fiscal Year 2023-2024 expenditures Attachment B is the 2025 Strategic Plan Update. The City's six goals remain in place. In this updated plan, the strategies that were completed in the previous year have been removed, timelines have been updated, and new strategies have been added. Strategies that have been completed include:
• OCFA CPR Trainings (Goal 1)
• Operational Enhancements at the Laguna Niguel Aquatics Center (Goal 2) • Spring Street Banner (Goal 4)
• Housing Program: Pre-Approved Construction Level-ADU Plans (Goal 5) • Housing Program: Low-Income Homeowner ADU & SB-9 Loan Program (Goal 5) • Housing Program: Low-Income Homeowner Rehabilitation Loan Program (Goal 5) • Housing Program: Affirmatively Furthering Fair Housing Marketing Plan Template (Goal 5)
• Update City Audio Visual Production Services and Quality (Goal 6) Some examples of new strategies in the 2025 Strategic Plan Update Include:
• Volunteer Support Programs & Community Education Initiatives (Goal 1) • Implementation of Biennial Budget Process (Goal 2)
• Citywide Electronic Contract Management and Procurement (Goal 2) • Utility and Franchisee Audits (Goal 2)
• Update Records Retention Policy and Practices (Goal 2) • Perform Citywide Efficiency Processes Analysis (Goal 2) • Adopt and Implement the County Waste Infrastructure System Enhancement (WISE) Agreement (Goal 3)
• Habitat Restoration Project at Chapparosa Park (Goal 3) • Update Information Technology Infrastructure Assessment (Goal 4) • Pavement Management Plan (Goal 4)
• Public Document Accessibility Enhancements (Goal 5)
• Laguna Niguel Summer Trolley Expansion (Goal 5)
• Update Cable Channel Programming & Viewing Experience (Goal 6) • Adopt a Citywide Style Guide for City Document Branding (Goal 6) Revisions to the City's adopted Strategic Plan will be accounted for as part of the City's Fiscal Year 2025-2027 budgeting process.

ALTERNATIVES CONSIDERED
The City Council may decide not to adopt the 2025 City Strategic Plan Update and have staff present a revised update at a future City Council Meeting. This alternative is not recommended, as doing so would delay the implementation of the updated strategic plan.

FISCAL REVIEW
There is no fiscal impact as a result of this report.

LEGAL REVIEW
No legal review is required for this report.

CONCLUSION
Staff recommends that the City Council adopt the 2025 Strategic Plan Update.

Samara & Retorman Kenn X. Ocomon
Tamara S. Letourneau Kevin X. O'Connor
City Manager Management Assistant
Attachments:

A. 2024 Department Specific Accomplishments
B. 2025 Strategic Plan Update

ATTACHMENT A
2024 Department Specific Accomplishments
1 CITY OF LAGUNA NIGUEL
2024 ACCOMPLISHMENTS

ADMINISTRATION DEPARTMENT
Human Resources Division
: Completed 3 Full-time External Recruitments.

Completed 2 Full-time Internal Promotional Recruitments. • Completed 10 Part-time Recruitments (ongoing).
• Enhanced the monthly Wellness Wednesday program to promote employee engagement.
• Conducted onsite Open Enrollment Benefits Fair.
• Enhanced labor negotiations through quarterly meetings with OCEA. • Instituted the "ACE" (Advancement through Collaboration and Engagement) working group to represent all Departments to identify and work on the modernization of existing practices, policies and procedures. • Conducted a variety of virtual and in-person trainings for City employees.

Information Technology
Provided bi-annual staff training on ransomware, spyware, and virtual threats. • Provided bi-annual staff training on leveraging existing technology to expand efficiencies.
• Implementation of multi-factor authentication (MFA) technology standards. • Updated the City's firewall to further strengthen the City's security while minimizing vulnerabilities to cyber threats.
• Completed IT Infrastructure & 5-Year Needs Assessment • Implementation of new Virtual Private Network (VPN) technology.

Environmental Services
• Secured over $175,000 in CalRecycle grant funding to administer compliance with SB 1383 compliance.
• Implemented Recycle from Home CRV recycling program.
• Amended the Franchise Agreement with CR&R Environmental Services, providing the City with additional services and programs at no additional cost to ratepayers. • Obtained over $16,000 in CalRecycle Grant Funding for the installation of Water Bottle Refill Stations.
• Presented on a CalRecycle Webinar sharing the City's success in implementing Organic Recycling Recordkeeping Requirements
2 Communications Division
• Launched the City's newest quarterly newsletter called the Laguna Niguel Beacon:

Shining a Light on City Progress. The launch utilized a comprehensive approach by leveraging the City's robust communication platform to effectively engage a broader community audience.
• The Laguna Niguel Beacon Newsletter has generated the City's largest active email database, resulting in the performance metrics for 2024:
• Total Subscribed: 6,468
• Emails sent: 32,296
• Open rate for the year: 56% (Above Industry Standard) • Click rate for the year: 11% (Above Industry Standard, • Generated the following social media performance metrics for 2024 Total Facebook Followers: 10,216
Facebook Posts: 1,048
Facebook Reach: 981,424
Facebook Impressions: 1,080,204
Facebook Engagement: 51,254
Total Instagram Followers: 11,684
Instagram Posts: 1,026
Instagram Reach: 1,094,783
Instagram Impressions: 1,196,897
Instagram Engagement: 32,339
Total X (Formerly Twitter) Followers: 4,373
X Posts: 714
X Impressions: 118,592
X Engagement: 4,130
Total Nextdoor Members: 33,428
Nextdoor Posts: 72
Nextdoor Impressions: 116,797
• Launched Beacon, the City's virtual assistant, on the City website to enhance customer service and provide easier access to public information. • Generated the following website, mobile app, and Nixle performance metrics for Total Website Visits: 291,063
• Total News Flash Subscribers: 850
• Total Mobile App Downloads: 6,097
Total Nixle Subscribers: 10,652
• Received the City's first-ever California Public Information Officials (CAPIO) Award for the City's La Paz Community Outreach Efforts.
• Implemented the Crisis Communication Policy, which outlines the different communication tools available, recommended use of each tool, and provides operational guidance for City staff.
3 Human Services Division
• Data Accomplishments:
• Permanently Housed: 2
• Temporarily Housed: 5
• Linked to Prevention Services: 4
• Community Supports and Linkages: 85
• Developed a streamlined communication process with Police Services to provide direct support to at-risk individuals receiving 33 direct referrals. • Instituted monthly ride-along with Police Services to address immediate needs and strengthen interdepartmental collaboration.
• Strengthen collaboration efforts between County of Orange Outreach and Engagement, establishing processes for direct referrals. • Enhanced communication between all City Divisions: Code Compliance, Public Works, and Parks & Recreation
• Established weekly office hours at the Senior Center to support seniors at risk and connect them with vital services, which resulted in assisting 19 individuals. • Implemented a comprehensive data tracking system to improve statistical reporting and program analysis.
• Integrated Laguna Niguel into the County Homeless Management Information System (HMIS), enhancing service coordination and data sharing. • Strengthened partnerships with faith-based communities to enhance resource availability.
• Refreshed the City's Homeless Services webpage and brochures to provide accurate and accessible information.
• Conducted outreach with local businesses to foster community engagement and address homelessness-related concerns.
• Established partnerships with local schools and the school district to provide targeted support to at-risk families.

City Clerk
• Completed 255 Public Records Act Requests (PRA's).
• Administered the calling and cancellation of an election and appointment of (3) new City Council Members.
• Implementation of online application for Commission and Committee recruitments.
• Administered Commission and Committee recruitments.
• Updated and Adopted the City's Conflict of Interest Code 4 Legislative Advocacy
Submitted letters of support/opposition for 18 bills, in line with the City's adopted legislative advocacy platform, pertaining to local/state/federal legislation, always in favor of maintaining local control.
• Presented bi-annual Legislative Advocacy efforts to the City Council.

Emergency Management & Response:
• City Council adoption of the updated Local Hazard Mitigation Plan, which received FEMA approval for a five-year period. This approval ensures Laguna Niguel remains eligible for funding through FEMA's Hazard Mitigation Assistance programs, including the Hazard Mitigation Grant Program (HMGP), the Building Resilient Infrastructure and Communities (BRIC) program, and the Flood Mitigation Assistance (FMA) program.

Other:
• Leveraged emerging technology tools to efficiently and effectively analyze 774 open-ended responses from the Strategic Plan & General Plan Update Survey, saving City staff significant time and effort while identifying three key themes for each question.
• Implemented additional automation tools in the City Clerk's Office and Human Resources Division to streamline processes and improve efficiency. • Created public education materials opposing the proposed Battery Energy Storage System (BESS) project.
• Conducted the La Paz Road Ribbon Cutting Ceremony
• Completed the five-year Strategic Plan Update
• Implemented the Electric Bicycle Enforcement Ordinance • Implemented the Temporary/Non-Commercial Signage Ordinance

FINANCE DEPARTMENT
Fiscal Sustainability
• Prepared a balanced budget for Fiscal Year 2024-25.
• Ended Fiscal Year 2023-2024 with a General Fund surplus of $2.2 million. • Completed Fiscal Year 2023-2024 with a General Fund reserve of $53.3 million, representing 108.3% of Fiscal Year 2023-2024 expenditures. • Produced a "clean" financial audit for the fiscal year ended June 30, 2024, with no audit findings with a new CPA firm.
5 Fiscal Oversight
• Amended City Investment Policy, permitting investment in US Treasury investments for up to 10 years, and added CAMP investment to permitted investment list.
• Amended the City's Reserve Policy, significantly emphasizing the infrastructure replacement and deferred maintenance reserve.

Revised City Purchasing Policy.
• Amended credit card use policy for customers.
• Issued a request for proposals for auditing services and selected a nationally recognized firm for up to five years.

Monitoring City Finances
• Investment income in Fiscal Year 2023-2024 ended 550% over the original projections.
• Strategically locked in over $6.5 million in investment earnings over the next 5 years, with another $1.8 million from the 6-10 year range. • Purchased over $7.5 million in 10-year US Treasuries, earning an average of

4.40% yield.
• Added several vendors to the virtual payment list, capturing additional credit card rebates.
• Implemented various cost savings measures and strategies. • Revised the City's investment strategy for the Section 115 Trust, resulting in a

9.07% return on investment and ending the calendar year with a $2.3 million balance.
• Issued 215 purchase orders and monitored 367 active contracts for compliance with the City's purchasing policy.
• Processed over 4,500 invoices, resulting in 2,300 accounts payable checks totaling $36.6 million.
• Generated 326 automated clearing house (ACH) payments totaling $16.7 million. • Developed new reports within new Energov software to create efficiencies and reduce the possibility of errors.
• Created over 1,300 journal entries to record cash received throughout the City, totaling $41.3 million.
• Reviewed over 3,600 Calcard transactions, ensuring completeness, compliance with the City's purchasing policy, and correct coding to the City's general ledger.

Awards and Acknowledgements
• Received GOA Award for Annual Comprehensive Financial Report (ACFR) for fiscal year June 30, 2023, for the 24t* consecutive year. • Received 2nd consecutive Government Finance Officers Association (GFOA) Award for Fiscal Year 2024-2025 Operating and Capital Budget. 6 • Completed the City's first Popular Annual Financial Report (PAFR) for Fiscal Year 2023-2024.
• Submitted report to GOA for consideration of award
• If awarded, the City will receive the "Triple Crown" Award through GOA, one of just 357 government agencies in the United States and Canada, and one of just 44 agencies in California
Triple Crown awarded to government agencies that receive the GOA Award for the ACFR, the Budget, and PAFR in a given year

POLICE SERVICES
Volunteer Programs
• Further augmented an already robust Police Auxiliary Citizens Team (PACT) volunteer group and maximized their effectiveness in disciplines including, but not limited to, desk duty, parking enforcement, bicycle patrol, business enhancement and special events.
• Amplified Business Enhancement Team (BET) and You Are Not Alone (YANA) program to better serve the business community and residents living alone. • PACT volunteers logged over 6,673 hours, which has exponential value as it serves to 1) provide both the volunteer and the community a valuable service, 2) supplement valuable police personnel resources, and 3) strengthen the partnership between the community and law enforcement.
• Augmented an already robust Auxiliary Communications Services (ACS) volunteer group and maximized their effectiveness in radio communication at Laguna Niguel special events.

Community Outreach/Education
• Conducted an 11-week Citizen's Academy, which provided participants with an insider perspective of law enforcement and its role within the community. • Distributed new monthly Chief's Brief and Monthly Message videos, both focusing on increasing communication with the community, the Chief of Police, and Police Services as a whole.
• Hosted and/or provided various training and community education forums, includin to are at Watch, National Prescription Drug
Assesame a eating ala reared Presentin ameras puri sately cre Assessments,
prevention presentations.
7 Community Engagement
• Increased social media footprint by growing followers to over 14K across all platforms.
• Engaged with and educated Laguna Niguel School students, staff, and community members via Red Ribbon Week, e-bike education and registration, carnival, holiday events, National Walk to School Day, and numerous practical application demonstrations.
• Engaged with and educated Laguna Niguel youth and community members via Sea Country Festival, Old Navy Kids Safety Event, Aliso Niguel High School Graduation, Summer Concerts, Home Depot Fire and Safety Kids Workshop, and numerous holiday events.

Patrol Operations
• Maintained an excellent level of public safety service via efficient emergency response and inclusive community policing.
• This service was exemplified by LPS personnel being bestowed the following awards:
• The Mothers Against Drunk Driving (MADD) Award for DUI Enforcement • Elks Lodge Deputy of the Year
• Trauma Intervention Program's Hero With A Heart
• Auto Theft Advisory Commission's Deputy of the Year
• Reconfigured our Special Enforcement Team (SET) unit deployment for daily coverage and directed enforcement.
• Utilized sworn Bike Patrol to broaden e-bike enforcement capabilities. • Supplied large-scale safety plans and presence for various City-sponsored events, including the Sea Country Festival, the Fourth of July, Concerts in the Park, and the Holiday Parade.

Emergency Preparedness
• Facilitated a Joint Operations Briefing between OCSD and OCFA for wildfire season.
• Conducted an Earthquake Preparedness presentation for the Rolling Hills HOA.

Conducted a Mock EOC Activation to inventory and test equipment. • Obtained $10k in funding from Emergency Management Performance Grant • Acauired equipment for immediate sheltering for up to 50 people in a city facility 8 PARKS AND RECREATION DEPARTMENT
Laguna Niguel Aquatics Center (LNAC)
Enhanced programs and activities at the LNAC by expanding contract classes and services, which will result in extended hours of operation while reducing the City's costs.

Skatepark
• Revised the Skatepark Facility Use Policy and Fee Structure to include fees for private party rentals and developed a skatepark facility code of conduct.

Youth and Family Programs
• Summer Camp programs had 384 registrations this year! 53 more than last year. • 267 total registrations at our inclusive events in 2024, surpassing 2023 totals.

Sea Country Senior Center Senior Services
• The average monthly attendance was 6,000 participants. • Excursions returned to the Senior Wheels program.

Crown Valley Community Center Rentals
• 348 billable rentals took place at the Community Center, surpassing the projected rentals for the 3rd consecutive year, obtaining a 99% Customer Satisfaction Score from 234 completed surveys.

Parks, Trails, and Natural Resources
• Trail Education Program provided 12 sessions in 2024 (3 more than in 2023) where staff walked the trails, passed out maps, and provided information and customer service.

Community Outreach
• Participated in nine Community & Career Fairs to promote employment recruitment opportunities and raise awareness of the Parks & Recreation Department throughout the year.

Volunteer Engagement
• Achieved a 53% increase in volunteer recruitment for events in 2024 compared to the previous year.
9 • Launched the Parks and Recreation Volunteer E-Newsletter, enhancing recruitment efforts and recognizing the contributions of our volunteers.

Administration
• Staff executed a new agreement for recreation management software, saving the City 50% of the total cost from its previous agreement.

COMMUNITY DEVELOPMENT DEPARTMENT
Economic Development
• Opening of notable restaurants/retail/entertainment:

Carter's
Mase Kazerani Group
Jack's Woodside Grille
Brick's and Minifigs
Chaska India
Legends Seafood and Steakhouse
Wingstop
Starbucks Coffee
Alohana Acai Bowls & Coffee
The Golf Lot
Planning and Building
• Opening of Hanover Laguna Niguel Luxury Apartments
• Coordination of Coastal Fire Rebuild Effort
• Completion of Comprehensive General Plan Update Vision Plan • Certification of 2023 Housing Element Update
• Adoption of Phase 1 and Phase 2 Housing Code Amendments • Adoption of 2024 ADU Ordinance Update
• Completion of Year 1 Housing Programs
• Adoption of EV Charging Code Amendment
• Completion of Grading Manual
• Adoption of 2024-2025 CDBG Action Plan
• Launch of EPL Online Citizen Self-Service Portal & Application Assistance Module • Launch of EPL Customer Service Request Portal
• Completion of the following annual programs:

CDBG Program (2,987 residents assisted)
PLHA Program (1,366 residents assisted)
Featured Business Program (52 businesses assisted)
• SCORE Program (150 businesses assisted)
• HOA Education Program (123 HOAs engaged)
10 • Housing Program (188 affordable units entitled/monitored, 100 at-risk units preserved)
Weed Abatement Program (250 properties inspected)
Water Quality Inspection Program (320 inspections conducted) Communication and Outreach
Distribution of Weekly Economic Development Newsletter (459 subscribers) • Distribution of Quarterly HOA Newsletter (421 subscribers)

PUBLIC WORKS DEPARTMENT
Traffic & Transportation
• Niguel Hills Neighborhood Traffic Study conducted three town hall meetings. • Deployed the Share the Trails Campaign along the Salt Creek Trail. • In partnership with Police Services, designed and implemented enhanced traffic control with K-rail for Sea Country Festival for Public Safety. • Awarded Consultant Contract for the Active Transportation Plan (ATP) project.

Successfully implemented the ATP Temporary Pilot Bike Lane along Aliso Creek Road and held numerous stakeholder and community outreach activities. • Obtained $2,990,619 in grant funding through the OCTA Regional Traffic Signal Synchronization Program for Alicia Parkway and advertised for professional design services for the project.
• Received a B.E.S.T Project Award from the American Public Works Association (APWA) for the ATP Temporary Pilot Bike Lane along Aliso Creek Road. • Established speed limits on La Paz Road and Forbes Road.

Engineering
• Partnered with the Community Development Department on the rollout of new public-facing permitting software (EnerGov). Drafted standard operating procedures to streamline the encroachment permit process. • Initiated development of new City standards for Micro-Trenching, Bicycle Green Pavement Markings, Street and Sidewalks, Roadway Rehabilitation, and updated details for Utility Trenching.
• Successfully completed all mandated annual water quality compliance reporting for the State Water Quality Control Board approval.
• Completed the third year of the five-year habitat restoration program for the award- winning Salt Creek Mitigation Project.
• Processed and approved 540 encroachment permit applications and streamlined the permitting and inspection processes to ensure contractors' compliance with City standards. These improvements held contractors accountable for cost 11 reimbursements related to inspection services, resulting in a 30% year-over-year increase in revenue.
• Oversaw the Crown Valley Parkway joint transmission line project for Moulton Niguel Water District (MNWD) and the South Coast Water District (SCWD) to ensure both agencies and their contractor complied with City standards and State regulations. Coordinated with the agencies to resolve construction issues, minimize impacts to residents, and keep the project on schedule. • Developed updates to municipal codes governing public right-of-way operations, including new guidelines for street closures and restoration, street preservation, financial security measures, and agreements for improvements in the right-of-way.

These updates help ensure better management and protection of public spaces during and after construction.
• Coordinated with SDGE on multiple improvement projects along major City arterial roadways. These repairs were crucial to prevent potential outages that could impact the community.
• Submitted annual OCTA OC Go M2 Eligibility package, bringing approximately $1,560,000 in revenue to City roadways.
• Prepared and adopted the 2024 Pavement Management Plan Update.

Capital Improvement Program (CIP) - Completed
• The Sea Country Senior and Community Center Roof (Main Building) was renovated and resurfaced.
• Accessible Pedestrian Signals (APS) Push Button equipment was installed at eight intersections in compliance with the Americans with Disabilities Act (ADA). • La Paz Road Long-Term Phase II Project Reopened two-way traffic on La Paz Road.
• Marina Hills Drive Resurfacing Project - Niguel Road to Golden Lantern, updated bike lanes, provided new roadway surface, and received over $44,000 in CalRecycle grant funds for using rubberized asphalt.
• The Traffic Signal Equipment Upgrades Program implemented intersection performance improvements and integrated advanced traffic control monitoring technologies at nine intersections across the City.
• Installed 196 additional trash control devices in municipal stormwater catch basins as part of the Trash Control Devices on Stormwater Catch Basins Project • Pacific Island Drive Drainage and Wall Improvements.
• Installation of green conflict zone striping on Alicia Parkway, Avila Road, and La Paz Road (between Pacific Park Drive and Aliso Creek Road) as part of the Bicycle Green Zone Pilot Project.
• Installed Marina Hills Park Improvements, including new accessible pathways, wayfinding signage, shade trees, shade structures, benches, and expanded the basketball court.
12 • Local Roadway Pavement Rehabilitation Project implementing roadway repairs on Rancho Niguel Road, Old Ranch Road, Tessier Street, Park Road and Club House Drive.
• Aliso Creek Road and Traffic Improvements Project.

Capital Improvement Program (CIP) - In Construction
• Sidewalk Improvement Program.
• Bicycle Green Zone Pilot Project surrounding the Chet Holifield Federal Building on portions ot Alicia Parkway, Avila Road, La Paz Road, and Aliso Creek Road. • Crown Valley Parkway Regional Traffic Signal Synchronization Program and • La Paz Road Mobility Enhancements and Permanent Repair - Project Approval and Environmental Documentation (PA&ED), and Engineering Design Phases. • Sports Field Synthetic Turf Replacement Program at La Paz Sports Park. • South Forbes Road/Oso Creek Trail Active Transportation Enhancements. • Alicia Parkway Regional Traffic Signal Synchronization Project. • Accessible Pedestrian Signals (APS) Push Button installations at five intersections in compliance with the Americans with Disabilities Act (ADA).

Capital Improvement Program (CIP) - In Design
• Bus Shelter Replacement Project will install new bus shelters along Alicia Parkway, Aliso Creek Road, Cabot Road, Crown Valley Parkway, and La Paz Road.
• Residential Overlay Program FY23/24 and FY24/25 Project. • Residential Annual Resurfacing Project - Zones V & VI.

Maintenance (Streets)
• Processed over 4,500 requests for underground utility determinations. • Completed annual Citywide stormwater catch basin cleaning at 1,100 locations, removing approximately 20 tons of sediment, trash, and debris. • Performed Citywide asphalt crack filling on over 30,000 lineal feet of roadway. • Removed over 500 tons of debris from City streets through street sweeping services.
• Provided traffic control and special event support for multiple City events. • Painted over 15,000 feet of red curbs.
• Replaced over 400 roadway signs and street name signs. • Completed annual survey of streetlights, noting outages, and provided the results to SDG&E and SCE
• Replaced emergency battery backup systems at five traffic signal locations • Completed over 88,000 square feet of asphalt repairs throughout the City. • Completed over 10,500 square feet of concrete repairs throughout the City. 13 Maintenance (Facilities)
• City Hall
Broadcast Room to enhance operational reliability and ensure service continuity.
• Replaced the heating, ventilation, and air conditioning (HVAC) economizer unit.

Installed new flooring and repainted the Community Room. • Crown Valley Community Center
•Installed two new diving boards at the Laguna Niguel Aquatic Center. • Replaced the water heater with a larger, more energy-efficient unit. • HVAC System Repairs & Upgrades
• Laguna Niguel/Mission Viejo Metrolink Station
Renovated restroom, including electrical and plumbing repairs, new tile, new paint, and deep cleaning.
• Repaired platform ADA-detectable warning surfaces.
• Park Facilities
• Upgraded restroom at Juaneño Park.
• Installed new spinning daisies at the Crown Valley Park Sprayground. • Repainted playground restrooms at Crown Valley Park.
• Sea Country Senior & Community Center
Renovated the Aspen Room floor.

Installed a new bottle refill station drinking fountain.

Replaced the video projectors in the Grand Ballroom and Aspen Room.

Replaced Public Address paging system.

Maintenance (Parks & Landscaping)
• Installed a drought-tolerant demonstration garden at the Sea Country Senior and Community Center.
• Repaired and repainted scorekeeper booths at Chapparosa Park and Crown Valley Elementary School.
• Installed new smart irrigation controllers at Chapparosa Park and Marina Hills Park.
• Repaired the baseball field at Chapparosa Park, including bullpen pitching mound improvements and field resurfacing.
• Replaced lights in the La Paz Sports Park parking lot with new LED light fixtures. • Repaired fencing between the Laguna Niguel Skate & Soccer Park and the adjacent trail.
• Performed synthetic turf safety testing and related maintenance at City parks. • Replaced sand in volleyball courts at Chapparosa Park. • Resurfaced and aerated natural grass turf soccer fields Citywide. • Refurbished area walkway lights at Marina Hills Park. 14 • Performed synthetic turf sports field painting at the La Paz Sports Park and Bear Brand Park.
• Installed landscape enhancements, including new plants and mulch, at Crown Valley Park
• Partnered with SDG&E to remove 24 palm trees along Camino Capistrano to maintain power line clearance.
• Planted 72 trees, donated by SDGE, in street medians throughout the City. • Completed Citywide median tree trimming.
• Trimmed shrubbery and overgrown landscaping along Salt Creek trail, between Camino Del Avion and Niguel Road, to improve visibility for trail users. • Planted trees and installed landscape improvements in the Greenfield Drive median.
• Replaced stormwater filtration systems at the La Paz Sports Park and the Sea Country Community and Senior Center to ensure compliance with State and Federal mandates.
• Performed annual Citywide wetlands maintenance.
• Supplied approximately 15,000 sandbags to residents for inclement weather preparation.

Public Works Administration
• Completed the energy audits, Best Practices Memo and draft Energy Action Plan as part of the Energy Assessment Study.
• Completed the Electric Vehicle Charging Station Policy and established related fees, which will become effective on January 1, 2025. Launched an extensive community outreach campaign.
• Enhanced public-facing website for Public Works projects and services, including the Niguel Hills Neighborhood Study, free Laguna Niguel Summer Trolley, Active Transportation Plan, and Electric Vehicle Charging Stations. • Staffed booths at the Sea Country Festival and Summer Concerts Series. • Completed Year 3 of the free Laguna Niguel Summer Trolley Program, serving approximately 14,000 riders.
• Completed Phase 2 of the Total Cost of Ownership (TCO) facility condition assessments for City-owned facilities.

ATTACHMENT B
2025 Strategic Plan Update

LAGUNA NIGUEL

STRATEGIC
PLAN
MARCH 2025

DANANAD RATARSA
KOf LAGU
8 BACKGROUND
The City of Laguna Niguel adopted the City's first ever strategic plan in November 2019. This plan has provided a clear set of goals and strategies to guide the City's decisions and resources for the 30-year period.

The strategic plan was developed utilizing a
collaborative process with a variety of stakeholders.

Those include residents, business owners, City Council
Members, commissioners, committee members, and City
executive leadership. The process included the
preparation of an environmental scan, a strategic plan
survey, and a workshop which led to the development of
the City's goals and strategies.

The City's success in 2024 has furthered the
achievement of the goals established by the City
Council. This 2025 Strategic Plan update reflects new
and modified strategies and timelines to ensure those
goals are achieved.

TOROWN

ELEMENTS OF THE

STRATEGIC PLAN

MISSION STATEMENT
• The mission statement provided the framework and
direction for the City. It gives the rationale for
programs that are carried out by the City and guides
the prioritization of opportunities.

VISION
• Where the mission states the purpose of the City, the vision describes the future of the City.

VALUES
• The values describe how the members of the City
Council and City staff conduct themselves.

GOAL
• A goal is a desired result for the City.

STRATEGIES
• The strategies are the specific projects that the City will complete to achieve each goal.

IMPLEMENTATION ACTION PLAN
• The implementation are a detailed
planning tool for showing | each strategy, key tasks,
financial resources needed, human resources needed,
costs, and timelines to achieve each goal.

LAGUNA NIGUEL CIVIC CENTER

CTTY HALL JUBRARY
MISSION:

The City of Laguna Niguel is committed to providing
a vibrant quality of life for all residents, businesses, and visitors in a safe, beautiful and involved
community.

VISION:

The City of Laguna Niguel is dedicated to preserving
a safe, flourishing, and community-oriented
environment through thoughtful engagement,
financial responsibility, and a commitment to
innovation.

VALUES:

Integrity Innovation Quality
Excellence Security Service
GOALS
GOAL 1: PUBLIC SAFETY
GOAL 2: FISCAL SUSTAINABILITY
GOAL 3: OPEN SPACE AND

ENVIRONMENTAL PRESERVATION
GOAL 4: INFRASTRUCTURE AND

TECHNOLOGY
GOAL 5: ECONOMIC AND COMMUNITY

DEVELOPMENT
GOAL 6: COMMUNICATION AND

COMMUNITY OUTREACH
City of Laguna Niguel
Strategic Plan
Implementation Action Plan
Goal # 1: Public Safety
Strategy 1. Maintain Current Service Levels
Key Implementation Task • Monitor calls for service on an annual basis Lead Responsibility • Chief of Police Services, Administrative Sergeant, OCFA Division Chief Other Agencies Involved • None at this time
Staff Resources • No additional
Financial Resources • If determination of additional resources is made Timeline • Staffing levels are still appropriate. No changes are needed at this time.

Success Indicators • Maintaining staffing levels will help to maintain current crime levels.

Strategy 2. Neighborhood Watch
• Continue to increase Neighborhood Watch in multi-family & single-family neighborhoods using small group Key Implementation Task meetings, block captain meetings, and community-wide safety meetings • Coordinate with property management companies of apartment buildings • Contact current HOAs not participating in the Neighborhood Watch program Lead Responsibility • Crime Prevention Specialists (CPS), Administrative Sergeant Other Agencies Involved • None
Staff Resources • Crime Prevention Specialists
Financial Resources • None at this time
• Established relationships with multiple large apartment complexes within the City Timeline • Hosted a community information-sharing meeting • Continued outreach efforts to HOAs
Success Indicators • Increase participation from the apartment & multi-family housing complexes • Continue to increase Neighborhood Watch Meetings
• Formed seven new Neighborhood Watch Groups, increasing participation to 63 groups, including 20 multi-family Accomplishments properties
• Attended 24 Neighborhood Watch meetings
LEGEND
Ongoing/In Progress
On Schedule
City of Laguna Niguel
Strategic Plan
Implementation Action Plan
Goal # 1: Public Safety
Strategy 3. Sharing Resources with Surrounding Communities • Study the feasibility of sharing resources with neighboring cities (i.e., emergency management, homeless services) • Share homeless and mental health resources with surrounding cities Key Implementation Task
• Share Flock System with neighboring cities
• Coordinate with localized Public Information Officers (PIO) and host information share meetings Lead Responsibility • City Manager, Chief of Police Services, Senior Emergency Management Programs Coordinator Other Agencies Involved • Neighboring cities
Staff Resources • City Manager, Chief of Police Services, Senior Emergency Management Financial Resources • N/A
Timeline • Ongoing
• MOUs with surrounding agencies approved (Completed)
Success Indicators • Attain shared county Homeless Emergency Aid Program grant funding for homeless services • Hold quarterly PIO meetings
• Access continues to be granted to the Flock System for Neighboring cities • MOU for EOC staffing and facilities sharing has been executed Accomplishments
• Actively collaborating with the Behavior Health Bureau and homeless services personnel in surrounding cities LEGEND
Ongoing/In Progress
On Schedule
City of Laguna Niguel
Strategic Plan
Implementation Action Plan
Goal # 1: Public Safety
Strategy 4. Public Safety Community Messaging
• Utilize social media platforms, message boards, Neighborhood and Business Watch, HOA meetings to send messages
Key Implementation Task • Utilize Nixle.com, Alert OC, and social media platforms to alert for natural disasters, traffic-related issues, missing persons, and police activity
• Increase community public safety communications
• Above the Influence program - Youth Substance Use Prevention Program Lead Responsibility • Chief of Police Services, Crime Prevention Specialist, Senior Emergency Management • Programs Coordinator
Other Agencies Involved • OCSD
Staff Resources • City Manager's Office, Public Works, PIO, PACT Volunteers Financial Resources • None
Timeline • Ongoing
Success Indicators • Increase in social media followers and subscribers to emergency management communication platforms • Nixle continues to be used for sending notifications to residents, e.g., road closures and emergency notifications • Participated in regional Alert OC test and Alert OC Great Shakeout notification, reaching over 12,000 subscribers Accomplishments • Provided Above the Influence program services to Malcolm Elementary, Moulton Elementary, and Niguel Hills Middle School
• Monthly Chief's Brief and Community Education Program LEGEND
Ongoing/In Progress
On Schedule
City of Laguna Niguel
Strategic Plan
Implementation Action Plan
Goal # 1: Public Safety
Strategy 5. Volunteer Support Programs and Community Education Initiatives • Administer citizen-led community volunteer programs (PACT, ACS) • Facilitate community crime prevention and safety training • Update and revise the CERT program in 2025 for the program to be relaunched in 2026 • Conduct citizen academy (Annually)
Key Implementation Task • DEA Rx Drug Takeback Events
• Walk the Kids to School Day (Annually)
• Teenage traffic safety seminar (bi-annually), e.g., Electric Bicycle Education • Senior traffic safety seminar (bi-annually)
• Expand the YANA program
Lead Responsibility • Chief of Police Services, Crime Prevention Specialist, Senior Emergency Management • Programs Coordinator
Other Agencies Involved • OCSD
Staff Resources • PACT volunteers (Bike Patrol, Parking Enforcement, YANA), CERT volunteers, and ACS volunteers Financial Resources • None
Timeline • Ongoing
• Decrease in property crime
Success Indicators
• Increase YANA program participation
• Facilitated community education presentations at the USPS, Realtor Groups, and local volunteer/service/youth organizations
• Provided Crime Prevention through environmental design education community groups Accomplishments • Completed three Walk the Kids to School Day Events and participated in ten local school events • Developed curriculum for Senior and Teen traffic safety seminars with implementation scheduled for Spring 2025 • Increased YANA program volunteer hours from 73 hours to 435 hours, conducted 239 total visits and made 232 total calls to program participants
LEGEND
Ongoing/In Progress
On Schedule
City of Laguna Niguel
Strategic Plan
Implementation Action Plan
Goal # 1: Public Safety
Strategy 6. Business Watch/Business Enhancement Team
• Utilize Police Services volunteers to connect and create relationships with local businesses Key Implementation Task • Obtain updated emergency contact information • Educate about security and safety implementation along with the procedures for reporting crimes Lead Responsibility • Crime Prevention Specialists, Administrative Deputies Other Agencies Involved • None
Staff Resources • Volunteers, Crime Prevention Specialists, Administrative Deputies Financial Resources • None
Timeline • Ongoing
Success Indicators • Implementation of the program with a goal of 100% participation of businesses • Quadrants were established across the City. Three quadrants have been contacted and have been distributed Accomplishments Business Watch window stickers. PACT volunteers continue to provide information on a quarterly basis. • Outreach within the fourth quadrant is currently in progress and should be completed in Spring 2025 LEGEND
Ongoing/In Progress
On Schedule
City of Laguna Niguel
Strategic Plan
Implementation Action Plan
Goal # 1: Public Safety
Strategy 7. Public Safety Technologies
• Mesh (Emergency communication tool) project implementation • Strategic implementation of cameras on trails
Key Implementation Task • Conduct a Flock Analysis, ensuring the City has adequate coverage • Increase camera feeds at City Facilities integrating with the OCSD Real Time Operation Center (RTOC) Lead Responsibility • Chief of Police Services, Public Works, IT Other Agencies Involved • OCSD
Staff Resources • Chief of Police Services, Emergency Management, Public Works Financial Resources • TBD
• Mesh Program by Winter 2025
Timeline • Trail Cameras pilot program is currently underway Real-Time Operation Center connectivity by 2026
• Implementation of the MESH program
Success Indicators • Evaluation of the Trail Camera Pilot Program • Flock Analysis is completed
• OCSD Real Time Operations Center coverage at City Facilities • MESH demonstration will be conducted during the Holiday Parade Accomplishments • Demonstrated RTOC capabilities during the Sea Country Festival through the strategic placement of temporary cameras
LEGEND
Ongoing/In Progress
On Schedule
City of Laguna Niguel
Strategic Plan
Implementation Action Plan
Goal # 1: Public Safety
Strategy 8. Emergency Preparedness
• Update Emergency Operation Plan
• Conduct annual mock tabletop exercises
Key Implementation Task • Create Nixle/Alert OC Use Crisis Communication Policy (Completed) • Leverage GIS tools to enhance public safety
Lead Responsibility • Chief of Police Services, Administrative Sergeant, Senior Emergency Management Programs Coordinator Other Agencies Involved • OCFA
Staff Resources • City Manager's Office, CERT, ACS
Financial Resources • Structural Fire Fund Entitlement Fund ($50,000) Timeline • Ongoing, additional resources will be added as needed Success Indicators • Complete Emergency Operation Procedures Update (In progress) Utilize GIS tools to enhance public safety (In progress) Created a Crisis Communication Administrative Policy that includes Nixle/Alert OC Guidelines Identified grant funding to update the Emergency Operation Plan Accomplishments
Conducted tabletop exercises and joint operations briefing with OCFA Set up a Mock EOC to audit existing practices and layout LEGEND
Ongoing/In Progress
On Schedule
City of Laguna Niguel
Strategic Plan
Implementation Action Plan
Goal # 2: Fiscal Sustainability
Strategy 1. Analyze and Monitor the Current Fee Structure • Analyze existing data
• Review and consult with department heads and the City Manager when modifications to fees are suggested or necessary
• Present updated fees to the City Council for approval Key Implementation Task • Update Skate Park Facility Use Policy and Fee Schedule (Completed Jan. 2025) • Update General Parks Use Policy and Fee Schedule (Completed Jan. 2025) • Update Public Works Fees (FY 25 Budget Adoption)
• Update Crown Valley Community Center and Facilities Use Policy and Fee Schedules • Create a master fee schedule to be updated via CPI as part of the budget • Update master fee schedule prior to implementing CPl to ensure rates are appropriate (i.e., CVCC fees) Lead Responsibility • Finance Director & Executive Team Other Agencies Involved • N/A
Staff Resources • Department Directors & Key Support Staff Financial Resources • N/A
• Ongoing 5-vear analvsis and evaluation
Timeline • Implement updated Public Works Fees as part of the FY 25-27 budget • Master Fee schedule adopted during FY 25-27 budget adoption • Ability to provide services, permits, licenses, rentals, and recreation activities at reasonably low costs to our residents
Success Indicators
• Adopt updated Public Works Fees
• Adopt a master fee schedule to be updated via CPI as part of the budget • Fees Updated: Athletic, Aquatic, Community Development, Credit Card • Skate Park Facility Use Policy and Fee Schedule completed pending completion of master fee schedule and budget adoption
Accomplishments
• General Parks Use Policy and Fee Schedule completed pending completion of master fee schedule and budget adoption
• Implement Recreation Registration Software Update; Establish new agreement and fees completed January 2025 LEGEND
Ongoing/In Progress
On Schedule
City of Laguna Niguel
Strategic Plan
Implementation Action Plan
Goal # 2: Fiscal Sustainability
Strategy 2. Banking RFP
• Issue RFP for Banking Services
Key Implementation Task • Complete banking transition prior to December 31, 2025 • Determine if the new bank can supply an alternative option to Cal Card • Evaluate current internal controls and fraud risk assessment with a new bank Lead Responsibility • Finance Director
Other Agencies Involved • N/A
Staff Resources Finance Department and key support staff Financial Resources Costs will be included in the Biennial Budget process Timeline • Complete by December 31, 2025
• New banking services
• New credit card vendor
Success Indicators
• Reduction in fees
• Increase in credit card rebates
LEGEND
Ongoing/In Progress
On Schedule
City of Laguna Niguel
Strategic Plan
Implementation Action Plan
Goal # 2: Fiscal Sustainability
Strategy 3. Implement Efficiencies for City Payments
• Evaluate virtual payment platform offered through credit card merchant • Transition vendors to an electronic payment platform
Key Implementation Task • Evaluate current internal controls to prevent and detect fraudulent activities • Evaluate the Recreation Management Software platform to identify cost savings for residents and the City • Add contract credit card language to all contract templates Lead Responsibility • Finance Director
Other Agencies Involved • N/A
Staff Resources • Finance Department and key support staff Financial Resources • N/A
Timeline • Ongoing
• Reducing the use of paper checks
Success Indicators • Increasing rebates received via credit card program (84" out of 1,972 agencies in the state - 182nd in 2022) Contract templates include credit card language going forward Accomplishments • Renegotiated Recreation Management Software agreement, saving the City $25,000 annually (January 2025) Strategy 4. Maximize Return on Investment on City Investments • I Continue to monitor economic conditions and trends
Key Implementation Task Stagger maturities evenly throughout the maturity curve • Maximize "invested cash" consistent with the investment policy Lead Responsibility • Finance Director
Other Agencies Involved • N/A
Staff Resources • Finance Director and City Manager
Financial Resources • N/A
Timeline • Ongoing
Success Indicators • Investment performance relative to key benchmarks like rates available for LAIF, OCIP, or 5-year Treasuries • Investments staggered across the maturity curve
Accomplishments • 2024 Investment policy was amended to include CAMP and 10-year Treasuries LEGEND
Ongoing/In Progress
On Schedule
City of Laguna Niguel
Strategic Plan
Implementation Action Plan
Goal # 2: Fiscal Sustainability
Strategy 5. Implementation of Biennial Budget Process
• Research the biennial budget process and devise a biennial budget timeline • Create training material to assist staff in transitioning to the biennial budget process Key Implementation Task
• Devise transition timeline
• Develop and adopt a biennial budget
Lead Responsibility • Finance Director & Executive Team Other Agencies Involved • N/A
Staff Resources • Department Directors & Key Support Staff Financial Resources • N/A
Timeline • July 1, 2025
• Adopt a biennial budget
Success Indicators
• Increased organization efficiencies through the saving of staff time Strategy 6. Citywide Electronic Contract Management and Procurement • Obtain additional licensing
Key Implementation Task • Import contract information to software • Monitor contract spending within the software and provide real-time information to Departments Lead Responsibility • Finance Director
Other Agencies Involved • N/A
Staff Resources • Finance Director, Purchasing Manager, Department Procurement Liaisons Financial Resources • Costs will be included in the Biennial Budget process Timeline • Ongoing
• Electronic contract management and procurement software used Citywide Success Indicators • Contracts imported into software
• Purchasing Manager reviews information entered for accuracy • Software provides a warning when spending mav exceed the contract value LEGEND
Ongoing/In Progress
On Schedule
City of Laguna Niguel
Strategic Plan
Implementation Action Plan
Goal # 2: Fiscal Sustainability
Strategy 7. Utility and Franchisee Audits
Key Implementation Task • Engage vendors to review utility bills and franchise reports to verify that the City is receiving proper amounts Lead Responsibility • Finance Director
Other Agencies Involved • Franchisees and Utilities
Staff Resources • Finance Director, Consultant
Financial Resources • NA
Timeline • Project will begin in 2025, and the City plans to review this every 5 or 10 years • Reduction in fees for utilities
Success Indicators Increased revenue for franchisees
• Verifying calculations are being done properly
Strategy 8. Update Records Retention Policy & Practices • Review and update the Records Retention Policy aligned with industry best practices and state law Key Implementation Task
• Restructure the existing file system, optimizing organizational efficiency Lead Responsibility • City Clerk, City Attorney's Office Other Agencies Involved • NA
Staff Resources • Deputy City Clerk
Financial Resources • TBD
Timeline 2025-2026
Success Indicators Increased organizational efficiency
• Cost saving for records storage and staff time
LEGEND
Ongoing/In Progress
On Schedule
City of Laguna Niguel
Strategic Plan
Implementation Action Plan
Goal # 2: Fiscal Sustainability
Strategy 9. Advancement through Collaboration and Engagement (A.C.E.) TEAM • Survey City Staff to identify existing inefficient organizational practices Key Implementation Task • Prioritize existing inefficient organizational practices to be updated by conducting a cost-benefit analysis • Update organization practices and procedures
Lead Responsibility ACE Team Members
Other Agencies Involved NA
Staff Resources • Department Directors & Key Support Staff Financial Resources • TBD
Timeline • Ongoing
• Savings of staff time
Success Indicators • Reduction of administrative costs
• Increased organizational efficiencies
LEGEND
Ongoing/In Progress
On Schedule
City of Laguna Niguel
Strategic Plan
Implementation Action Plan
Goal # 3: Open Space and Environmental Preservation
Strategy 1. Inventory of All Components of Open Space
Key Implementation Task • Create an inventory map and list all open spaces in the City Lead Responsibility • Public Works Director, Parks and Recreation Director, Community Development Director Other Agencies Involved • None
Staff Resources • Consultant Required, Parks and Recreation Director, Community Development Staff Financial Resources • TBD
Timeline • 2025
Success Indicators • Complete Inventory
Accomplishments • Inventory is 25% complete through Phase One (trails) • Phase Two (remaining open space components) will be completed by December 2025 Strategy 2. 10-Year Trail and Open Space Maintenance Plan Key Implementation Task • Complete 10-Year Trail and Open Space Maintenance Plan Lead Responsibility • Parks and Recreation Director, Community Development Director, Public Works Director Other Agencies Involved • County of Orange, State Regulatory Agencies, Pertinent Federal Agencies Staff Resources • Parks and Recreation Staff, Community Development Staff, and Consultant required to develop Plan Financial Resources • Plan Development included in FY 2025-27 budget Timeline • RFP is scheduled to be released in 2026 with completion of Plan in 2027 Success Indicators • Completion of a 10-year maintenance plan LEGEND
Ongoing/In Progress
On Schedule
City of Laguna Niguel
Strategic Plan
Implementation Action Plan
Goal # 3: Open Space and Environmental Preservation
Strategy 3. Public Education
• Update website, flyers, etc., to include Open Space information similar to and in conjunction with Trails information • Quarterly trail promotion and safety videos
Key Implementation Task • Continue to promote the OCSD/CUSD electric bicycle safety action plan • Continue to enhance wildfire awareness prevention
• Further publicize organic recycling requirements
• Create trail videos promoting the City's trail network Lead Responsibility • City Manager and Parks and Recreation Director, OCFA Other Agencies Involved • OC Parks, Surrounding municipalities, OCFA, CalFire Staff Resources • In-house
• TBD
Financial Resources
• CalRecycle Grant Funding
Timeline • Ongoing
• Increased public education
• Website
• Social media
Success Indicators
• Print
• Wildfire prevention education
• Reduce organic contamination rates
• Hosted multiple education and outreach events and multiple electric bicycle education events • Conducted a social media campaign for Wildfire Awareness Month in September Accomplishments
• Amended Franchise Waste Agreement to incentivize reduction in contamination rates • Conducted "What's in your Pack" trail safety campaign at various City trailheads LEGEND
Ongoing/In Progress
On Schedule
City of Laguna Niguel
Strategic Plan
Implementation Action Plan
Goal # 3: Open Space and Environmental Preservation
Strategy 4. Tree City USA
• Enact a community tree ordinance
Key Implementation Task • Recognize Arbor Day
• Public outreach
Lead Responsibility • Public Works
Other Agencies Involved • Arbor Day Foundation
Staff Resources • Public Works Staff, Parks and Recreation Financial Resources • Included in the operating budget
Timeline • 2024-2025
Success Indicators • Tree City USA Designation
Accomplishments • Submitted Tree City USA application and is currently under review Strategy 5. Adopt and Implement the County Waste Infrastructure System Enhancement (WISE) Agreement • Review and adopt the proposed WISE Agreement
Key Implementation Task • Revise the Franchise Agreement and make necessary amendments • Incorporate revenue adjustments into the budget process Lead Responsibility • Assistant City Manager, Management Assistant Other Agencies Involved • Orange County Waste and Recycling (OCWR) • Consultant
Staff Resources
• Finance Director
Financial Resources • Included in the FY 2025-2027 budget Timeline • 2025-2027
Success Indicators • Adopted and implemented the WISE Agreement LEGEND
Ongoing/In Progress
On Schedule
City of Laguna Niguel
Strategic Plan
Implementation Action Plan
Goal # 3: Open Space and Environmental Preservation
Strategy 6. Habitat Restoration Project at Chapparosa Park • Apply for the TCA Habitat Restoration Conservation Fund Grant Key Implementation Task • Develop a restoration plan and agreement with Irvine Ranch Conservancy • Implement restoration project
Lead Responsibility • Parks and Landscape Maintenance Superintendent, Public Works Director Other Agencies Involved • Irvine Ranch Conservancy, Transportation Corridor Agency (TCA) Staff Resources • Parks and Landscape Maintenance Inspectors Financial Resources • TCA Grant Funding $500,000 estimated project costs Timeline • TBD
Success Indicators • Grant funding awarded
• Habitat Restoration Project at Chapparosa Park is completed LEGEND
Ongoing/In Progress
On Schedule
City of Laguna Niguel
Strategic Plan
Implementation Action Plan
Goal # 4: Infrastructure and Technology
Strategy 1. Energy Efficiency
• Issue RFP and award contract for a consultant to evaluate City facilities' energy usage Key Implementation Task • Identify a priority project list for the energy efficiency program • Prepare City Council report summarizing findings
Lead Responsibility • Public Works Director
Other Agencies Involved • None
Staff Resources • Consultant required
Financial Resources • Included in the FY 2025-2027 budget Timeline • 2025
Success Indicators • Reduction in utility costs
Strategy 2. Infrastructure Study
Key Implementation Task • Evaluate the infrastructure and maintenance needs of the City Lead Responsibility • Public Works Director
Other Agencies Involved • None
Staff Resources • Consultant required
Financial Resources • TBD
• 2021 - RFP
Timeline • 2022 - Parks
• 2024 - Facilities
• 2025-26 - Streets
Success Indicators • Complete study
Accomplishments • Completed Infrastructure Study for Parks in 2022 and Facilities in 2024 LEGEND
Ongoing/In Progress
On Schedule
City of Laguna Niguel
Strategic Plan
Implementation Action Plan
Goal #4: Infrastructure and Technology
Strategy 3. Smart Cities Solutions
• EV Charging Stations
• Enhanced technology citywide
Key Implementation Task
• Broadband discussion/review
• Increase wireless capabilities at City Hall, Community Centers, and Crown Valley Park Lead Responsibility • Public Works Director/IT Director Other Agencies Involved • None
Staff Resources • Public Works/IT Services
Financial Resources • CIP Budget
Timeline • Annually
Traffic Management Center design will be completed in 2025 • Traffic Management Center Implementation: Grant funding obtained from OCTA to connect fiber optic services all along Crown Valley Parkway/ Moulton back to City Hall - design complete, construction scheduled to be completed Accomplishments in summer 2025 with OCTA as lead agency • Issued Citywide broadband RFP in late 2024
• Completion of Smart Cities Capital Improvement Projects Success Indicators
• Engage with broadband service providers for staggered implementation across the City Strategy 4. Active Transportation Study
• Obtain grants
Key Implementation Task • Select consultant
• Complete study
Lead Responsibility • Public Works Director
Other Agencies Involved • None
Staff Resources • Public Works Department
Financial Resources • City match funding
• 2023-2025
Timeline
• Study is scheduled to be completed in Fall 2025
Success Indicators • Study is completed
LEGEND
Ongoing/In Progress
On Schedule
City of Laguna Niguel
Strategic Plan
Implementation Action Plan
Goal # 4: Infrastructure and Technology
Strategy 5. Public Works Facility
Key Implementation Task • Identify potential locations for the facility Lead Responsibility • City Manager, Public Works Director Other Agencies Involved • None
Staff Resources • N/A
Financial Resources • TBD
Timeline • TBD
Success Indicators • Potential locations are identified Strategy 6. Citywide Bus Shelter Improvements
Key Implementation Task • Redesign of bus shelters
• Construct bus shelter improvements
Lead Responsibility • Public Works
Other Agencies Involved • OCTA
Staff Resources • Public Works staff; consultants
Financial Resources • Adoption of CIPs for design and construction Timeline • Design: FY 2024-25
• Construction: FY 2025-26
Success Indicators • Completion of bus shelter installations Accomplishments • Design phase is underway and is scheduled for completion in June 2025 LEGEND
Ongoing/In Progress
On Schedule
City of Laguna Niguel
Strategic Plan
Implementation Action Plan
Goal # 4: Infrastructure and Technology
Strategy 7. La Paz Road Mobility Enhancements and Permanent Repair • Obtain funding
Key Implementation Task • Initiate Environmental clearance and design • Complete construction
Lead Responsibility • Public Works
Other Agencies Involved • County of Orange
Staff Resources • Public Works staff; consultant
Financial Resources • $5 million in City match funds and consultant costs (will be budgeted in subsequent fiscal years) • $15.5 million in state and federal grant funding
Timeline • 2023-2027
Success Indicators • La Paz Road is fully reopened to the public with mobility enhancements Accomplishments • Project Approval & Environmental Documentation Agreement Awarded (November 2024) Strategy 8. Emerging Technologies
Key Implementation Task • Utilize GIS Technologies to enhance user experience with CIP Projects • Natural Language Processing Tools
Lead Responsibility • Public Works Director/IT Director Other Agencies Involved • None
Staff Resources • Public Works Department/IT Services/Management Analyst Financial Resources • CIP Budget FY 24-25 Operation Budget Timeline • Ongoing
• Increase the use of GIS technologies, improving user experience Success Indicators
• Streamline administrative process using Natural Language Processing Tools • Created City Council Districts GIS Map
• Created street sweeping and trash collection GIS Map
Accomplishments • CIP Project GIS Map completed (January 2025) • Utilized Natural Language Processing tools to streamline the community grants application process and the Commissions/Committees recruitment process
LEGEND
Ongoing/In Progress
On Schedule
City of Laguna Niguel
Strategic Plan
Implementation Action Plan
Goal # 4: Infrastructure and Technology
Strategy 9. Spring Street Banner
• Select a design for spring banners
Key Implementation Task • Fabricate spring banners
• Install banners in Spring 2025
Lead Responsibility • Design: City Manager's Office; Installation: Public Works Other Agencies Involved • None
Staff Resources • City staff, consultant
Financial Resources • FY 2024-25 operating budget
Timeline • Design: 2024
• Installation: Mid to later January 2025
Success Indicators • Selection of spring banner design
• Installation of spring banners
Strategy 10. Update IT Infrastructure Assessment
Key Implementation Task • Complete IT Infrastructure Assessment • Develop IT Infrastructure replacement schedule
Lead Responsibility • City Manager's Office; IT Consultant Other Agencies Involved • None
Staff Resources • Assistant City Manager, Management Analyst, IT Consultant Financial Resources • FY 2025-27 operating budget
Timeline • FY 2025-2027
• Completion of IT Infrastructure Assessment
Success Indicators • Create a schedule and identify funding sources to upgrade obsolete technology based on IT Infrastructure Assessment results
LEGEND
Ongoing/In Progress
On Schedule
City of Laguna Niguel
Strategic Plan
Implementation Action Plan
Goal # 4: Infrastructure and Technology
Strategy 11. Pavement Management Plan
• Obtain an overall PCI of 80 on City roadways
Key Implementation Task • Arterial and Local Roadway Rehabilitation Projects • Residential Annual Resurfacing Program
• Residential Overlay Program
Lead Responsibility • Public Works
Other Agencies Involved • None
Staff Resources • Consultants and Contractors required
Financial Resources • Include in Operating and CIP Budgets Timeline • Ongoing
Success Indicators • Overall PCI of 80 on City roadways LEGEND
Ongoing/In Progress
On Schedule
City of Laguna Niguel
Strategic Plan
Implementation Action Plan
Goal # 5: Economic and Community Development
Strategy 1. Local Coastal Program (LCP) Updates
• Prepare Draft Local Coastal Program updates (South Laguna Specific Plan/LCP Guidebook Completed, Aliso Creek LCP Guidebook in Progress)
Key Implementation Task • Work with California Coastal Commission (CCC) staff to refine updates (In Progress) • Planning Commission review
• City Council adoption
• California Coastal Commission adoption
Lead Responsibility • Community Development Department
Other Agencies Involved • California Coastal Commission Staff Resources • City Manager, City Attorney, Community Development Director, Deputy Community Development Director, Planning Manager, Senior Planner, Management Analyst, Contract Staff Financial Resources • TBD
Timeline • 2020-2026 (Pending California Coastal Commission review/adoption process) Success Indicators • California Coastal Commission adoption of Local Coastal Program Updates Strategy 2. Gateway Specific Plan Update
• Assessment of existing Gateway Specific Plan (Completed) • Commission studies as needed (Completed)
Key Implementation Task • Prepare Draft Update (In Progress) • Planning Commission review
• City Council adoption
Lead Responsibility • Community Development
Other Agencies Involved N/A
Staff Resources • City Manager, City Attorney, Community Development Director, Public Works Director, Deputy Community Development Director, Planning Manager, Senior Planner, Management Analyst, Contract Staff Financial Resources • TBD
Timeline • 2023-2026
Success Indicators • City Council adoption of Gateway Specific Plan Update LEGEND
Ongoing/In Progress
On Schedule
City of Laguna Niguel
Strategic Plan
Implementation Action Plan
Goal # 5: Economic and Community Development
Strategy 3. Gateway Specific Plan Implementation
• Oso Creek softening
Key Implementation Task • Oso Creek Trail extension (In Progress) • Galivan Basin activation
Lead Responsibility • Community Development Department
Other Agencies Involved • Orange County Flood Control District (OCFCD) Staff Resources • Community Development Director, Public Works Director, Deputy Community Development Director, Planning Manager, Senior Planner
Financial Resources • $50,000
Timeline • 2024-2026 (Pending OCFCD review/approval)
Success Indicators • OCFCD/City agreement on the conceptual improvement plan LEGEND
Ongoing/In Progress
On Schedule
City of Laguna Niguel
Strategic Plan
Implementation Action Plan
Goal # 5: Economic and Community Development
Strategy 4. Comprehensive General Plan Update
• Explore grant opportunities (In Progress)
• Consultant RFP/selection (Completed)
• Complete baseline assessment (Completed)
• Conduct special studies (Completed)
Key Implementation Task • Community engagement (Completed) • Prepare Vision Plan (Completed)
• Prepare General Plan Update/EIR (In Progress)
• Planning Commission review
• City Council adoption
Lead Responsibility • Community Development Department
Other Agencies Involved • OC Sheriffs, OCFA, MNWD, OCPL, CUSD • City Manager, City Attorney, Community Development Director, Deputy Community Development Director, Staff Resources Planning Manager, Senior Planner, Assistant/Associate Planner/Tech, Management Analyst, Public Works Director, Parks & Recreation Director
Financial Resources • Multi-year funding effort to conclude in FY 2025-2026 Timeline • 2021-2025
/ Vision Plan Completed; Preparation of Update/EIR ongoing Success Indicators • City Council adoption of General Plan Update LEGEND
Ongoing/In Progress
On Schedule
City of Laguna Niguel
Strategic Plan
Implementation Action Plan
Goal # 5: Economic and Community Development
Strategy 5. General Services Administration (GSA) Federal Building Property Disposal • EIS participation/review (Completed)
• GSA Community Design Charrette participation (Completed) • Discussions with prospective bidders, 1st Auction (Completed) Key Implementation Task • Section 106 consultation participation (Completed) • Monitoring of GSA marketing efforts (Completed)
• Development Management Team (DT) review of prospective bidder concept plans, 2nd Auction (Completed) • Monitoring of GSA post-auction property disposal activities (In Progress Lead Responsibility • Community Development Department
Other Agencies Involved • GSA, Public Building Reform Board, State Historic Preservation Officer, OC Sheriffs, OCFA, MNWD Staff Resources • City Manager, Community Development Director, Deputy Community Development Director, Senior Planner, Management Analyst, Public Works Director, Parks & Recreation Director Financial Resources • None
Timeline • 2018-2025 (Pending successful completion of the GSA property disposal process) • Winning bidder performance period to conclude Spring 2025 Success Indicators • Consistent participation and advocacy for City interests throughout the GSA property disposal process LEGEND
Ongoing/In Progress
On Schedule
City of Laguna Niguel
Strategic Plan
Implementation Action Plan
Goal # 5: Economic and Community Development
Strategy 6. Town Center Area Specific Plan
• Consultant RFP/selection
Key Implementation Task • Preparation of specific plan/supplemental EIR (assumes prior General Plan update) • Planning Commission review
• City Council adoption
Lead Responsibility • Community Development Department
Other Agencies Involved • OC Sheriffs, OCFA, MNWD
Staff Resources • City Manager, City Attorney, Community Development Director, Deputy Community Development Director, Planning Manager, Senior Planner, Management Analyst, Public Works Director Financial Resources • $500,000
Timeline • 2026-2028
Success Indicators • City Council adoption of Town Center Area Specific Plan LEGEND
Ongoing/In Progress
On Schedule
City of Laguna Niguel
Strategic Plan
Implementation Action Plan
Goal # 5: Economic and Community Development
Strategy 7. Business Attraction/Retention/Education
• Promotional materials
• Broker services
• Regional Economic Development Working Group participation • SCORE events
Key Implementation Task
• Commercial stakeholder meetings
• Coordination with the Laguna Niguel Chamber of Commerce • Weekly Economic Development newsletter
• Economic Development website
Lead Responsibility • Community Development Director
Other Agencies Involved • N/A
Staff Resources • City Manager, Community Development Director, Deputy Community Development Director, Senior Planner, Assistant/Associate Planner, Management Analyst
Financial Resources • TBD
Timeline On-going (Annual)
Success Indicators • Completion of annual programs, maintenance of City informational resources LEGEND
Ongoing/In Progress
On Schedule
City of Laguna Niguel
Strategic Plan
Implementation Action Plan
Goal # 5: Economic and Community Development
Strategy 8. Comprehensive Municipal Code Update
• Develop amendment schedule
• Conduct special studies (as needed)
Key Implementation Task • Draft code language
• Planning Commission review (as needed)
• City Council adoption
Lead Responsibility • City Manager's Office/Community Development Department Other Agencies Involved • Varies
Staff Resources • City Manager, City Attorney, Assistant City Manager, Community Development Director, Deputy Community Development Director, Planning Manager, Senior Planner, City Clerk Financial Resources • $30,000 (General Fund)
Timeline 2023 - 2026
Success Indicators Completion of Comprehensive Update
First project deliverable was completed by the consultant and is currently under review by the project team Accomplishment
revisions, remarks, updates, etc., related to the project and the varying titles/chapters of the City's Municipal Code LEGEND
Ongoing/In Progress
On Schedule
City of Laguna Niguel
Strategic Plan
Implementation Action Plan
Goal # 5: Economic and Community Development
Strategy 9. Housing Element Implementation
• Monitoring and reporting
• Iterative code updates
Key Implementation Task
• Community outreach & education
• Grant related activities
Lead Responsibility • Community Development Department
Other Agencies Involved • HCD
Staff Resources • Community Development Director, Deputy Community Development Director, Senior Planner, Assistant/Associate Planner/Tech, Management Analyst
Financial Resources • TBD
Timeline • On-going (Annual)
Success Indicators • Completion of work program items pursuant to the Housing Element implementation schedule Strategy 10. Code Amendments in Response to New State Legislation • Monitor recently enacted State legislation
• Develop amendment schedule
• Conduct special studies (as needed)
Key Implementation Task
• Draft code language
• Planning Commission review (as needed)
• City Council adoption of code amendments
Lead Responsibility • Community Development Department
Other Agencies Involved • N/A
Staff Resources • City Manager, City Attorney, Community Development Director, Deputy Community Development Director, Planning Manager, Senior Planner
Financial Resources • TBD
Timeline • On-going (Annual)
Success Indicators • City Council approval of related code amendments LEGEND
Ongoing/In Progress
On Schedule
City of Laguna Niguel
Strategic Plan
Implementation Action Plan
Goal # 5: Economic and Community Development
Strategy 11. Subdivision Code & Manual Updates
Key Implementation Task • Prepare draft code update & manual • City Council adoption
Lead Responsibility • Community Development Department/Public Works Department Other Agencies Involved • N/A
Staff Resources • City Attorney, Community Development Director, Deputy Community Development Director, Planning Manager, Senior Planner, Principal Civil Engineer
Financial Resources • $75,000
Timeline • 2025 - 2026
Success Indicators • City Council adoption of Code Update, posting of Manual Update to City website Strategy 12. Discretionary Design Guidelines Update
• Consultant RFP/selection (Completed)
Key Implementation Task • Prepare draft text/graphics (In Progress) • Planning Commission review
• City Council adoption
Lead Responsibility • Community Development Department
Other Agencies Involved • N/A
Staff Resources • Community Development Director, Deputy Community Development Director, Planning Manager, Senior Planner, Assistant/Associate Planner/Tech
Financial Resources • $150,000
Timeline • 2024 - 2026
Success Indicators • City Council adoption of Code Update LEGEND
Ongoing/In Progress
On Schedule
City of Laguna Niguel
Strategic Plan
Implementation Action Plan
Goal # 5: Economic and Community Development
Strategy 13. Sign Code Update
• Consultant RFP/selection
Key Implementation Task • Prepare draft text/graphics
• Planning Commission review
• City Council adoption
Lead Responsibility • Community Development Department
Other Agencies Involved • N/A
Staff Resources • City Attorney, Community Development Director, Deputy Community Development Director, Planning Manager, Senior Planner, Assistant/Associate Planner/Tech
Financial Resources • $75,000
Timeline • 2025 - 2026
Success Indicators • City Council adoption of Code Update Strategy 14. Triennial Local Building Code Update
• Review of State Building Codes
• Collaboration with Cal Fire and OCFA on potential local amendments Key Implementation Task
• Preparation of the draft code update
• City Council adoption of the code update
Lead Responsibility • Community Development Department
Other Agencies Involved • Cal Fire, OCFA
Staff Resources • City Attorney, Community Development Director, Deputy Community Development Director, Senior Planner, Building Official
Financial Resources • None
Timeline • 2025
Success Indicators • City Council approval of Code Update LEGEND
Ongoing/In Progress
On Schedule
City of Laguna Niguel
Strategic Plan
Implementation Action Plan
Goal # 5: Economic and Community Development
Strategy 15. Document Accessibility Enhancements
• Enhance GIS functionality to allow seamless record searches by address with links to Laserfiche • Create and update Laserfiche public viewing folder structure to view records by address • Integrate Laserfiche with EPL's Online Permit Center to enable direct document access Key Implementation Task • Implement a digital project closeout process for permits (building, grading, planning) • Digitally sync closed-out EPL permits with Laserfiche to eliminate manual printing and scanning • Transition all application processes to fully electronic workflows (building, grading, planning) • Complete scanning of historic documents and log into Laserfiche Lead Responsibility Community Development
Other Agencies Involved N/A
Staff Resources • City Manager, City Clerk, Community Development Director, Deputy Community Development Director, Planning Manager, Senior Planner, Management Analyst, Contract Staff Financial Resources • TBD
Timeline • 2025-2026
Success Indicators • Improve public access to digitized records and enhance records management by integrating Laserfiche with EPL, the online Citizen Permit Center, and leveraging GIS capabilities LEGEND
Ongoing/In Progress
On Schedule
City of Laguna Niguel
Strategic Plan
Implementation Action Plan
Goal # 5: Economic and Community Development
Strategy 16. Laguna Niguel Summer Trolley Expansion
• Launch a 5-stop northern service route for the Summer Trolley from Crown Valley Park to the Laguna Key Implementation Task Niguel/Mission Viejo Metrolink Station • Extend service timeframe for existing southern service route through 2031 Lead Responsibility Senior Management Analyst
Other Agencies Involved • OCTA; Marketing Consultant; Trolley Operator Staff Resources • Public Works Department
Financial Resources • City match funding
Timeline • Spring 2025
Success Indicators • Community outreach for upcoming northern service route • Begin service for Summer Trolley northern service route LEGEND
Ongoing/In Progress
On Schedule
City of Laguna Niguel
Strategic Plan
Implementation Action Plan
Goal # 6: Communication and Community Outreach
Strategy 1. Social Media
• Post consistent, meaningful content across all social media platforms Key Implementation Task • Conduct page growth advertisements that encourage residents to follow the City's social media platforms • Enhance City's presence on Instagram to further strengthen community engagement • Commit to the best standards for the archival of all social media actions Lead Responsibility • Assistant City Manager
Other Agencies Involved • None
Staff Resources • Management analyst
Financial Resources • No additional funds needed
Timeline • In progress/Ongoing

IN PROGRESS
• Reach various benchmarks:
• Facebook: 12,500 followers
Success Indicators • Instagram: 12,500 followers
NextDoor: 35,000 members and 360,000 annual impressions X (formerly Twitter): 5,000 followers and 300,000 annual impressions • Gain enough Facebook followers to be in the top 10 in Orange County : Produced 2024 Communications infographic
Facebook: 600,000 annual reach
Accomplishments • Instagram: 10.500 tollowers
• As of January 1, 2025, the City has the third most Facebook Followers out of twenty Orange County Cities with a population under 70,000
LEGEND
Ongoing/In Progress
On Schedule
City of Laguna Niguel
Strategic Plan
Implementation Action Plan
Goal # 6: Communication and Community Outreach
Strategy 2. Utilize New and Existing Technologies to Expand Extensive Community Outreach • Maintain a social media presence
• Improve upon website content and user experience
• Improve upon City app usage and direct communications • Hold in-person meetings with stakeholders
• Hold virtual meetings with stakeholders
• Target age-specific groups
• Explore the usage of printed, mailed newsletter
• Increase digital/online outreach to community organizations • Continue and grow outreach meetings with HOAs and property owners Key Implementation Task • Explore additional methods of communication and outreach that have not been used thus far • Designate Department representatives for consolidated communications and community outreach • Utilize video content for outreach efforts
• Utilize telephonic and virtual technology to communicate internally and externally • Utilize print materials for residents lacking in use of technology • Implement Chat Bot on the City website
• Enhance City's presence on Instagram to further strengthen community engagement • Mobile App Integration with EPL for service requests
Lead Responsibility • Assistant City Manager
Other Agencies Involved • OCSD, OCFA, FAM, South County Outreach, CUSD, Mission Viejo Animal Services, SDGE, SCE, MNWD, SoCalGas, etc.

Staff Resources • Management Analyst, Community Development Department staff Financial Resources • Allocate funding in the FY 2024-2025 budget process Timeline • Ongoing/ In Progress
• Reach all social media benchmarks
• Continue stakeholder outreach meetings and meet with HOAs and property owners Success Indicators • Conduct cost-benefit analysis of mailed newsletter • Successfully reach City residents who are difficult to connect with • Continue to maintain the City website to enhance user experience and maintain ADA compliance, achieving a 90%+ compliance rating above industry standards
LEGEND
Ongoing/In Progress
On Schedule
City of Laguna Niguel
Strategic Plan
Implementation Action Plan
Goal # 6: Communication and Community Outreach
• Utilize the City's newest newsletter, 'The Laguna Niguel Beacon, as an additional communication tool to reach residents
• Additional website navigational and organizational updates are conducted on a regular basis • The City actively tags public agencies partnered with the City to promote collaboration and engagement on social media
• The City distributes various communication resources curated for specific community members • Utilization of Chief Brief and Mayor's Message to further promote public engagement • The City continues to provide and promote its 'Featured Business Program' to various local businesses • Reengaged in the use of Nixle and further promoted the communication tool, resulting in over 10,000 subscribers • Mobile App utilized for traffic-related and health/safety incident alerts • The Community Development Department continues utilizing Constant Contact software to release a reoccurring E-Newsletter and mass emails to City businesses, HOAs, and property owners • The City has established a robust communication system which is utilized to provide the public with the most up- to-date information on community events, projects, initiatives, resources, and local alerts Accomplishments • Extensive video content has been created, produced, and distributed monthly via social media platforms • Increased the use of the City's mass email functions and improved user experience • Revamped the City app and increased usage
• Developed Communications Plan
• Obtained email Marketing software to consistently disseminate important information to all City stakeholders • Created and held internal monthly communications team meetings • Created an online City services portal
• Consistently used video content for outreach
• Procured necessary telephonic and virtual technology to communicate internally and externally • Increased user engagement and followers on Instagram, resulting in over 11,000 followers • Implemented the use of a Chat Bot, named 'Beacon', on the City website • As of January 1, 2025, four editions of the The Laguna Niguel Beacon' have been distributed to subscribers through a mass email campaign, totaling 25,527 emails sent
LEGEND
Ongoing/In Progress
On Schedule
City of Laguna Niguel
Strategic Plan
Implementation Action Plan
Goal # 6: Communication and Community Outreach
Strategy 3. Enhance Existing Partnerships and Regular Communication with Key Stakeholders Key Implementation Task • Hold quarterly meetings with regional stakeholders to improve government services Expand upon media point of contact document
Lead Responsibility • City Manager, Assistant City Manager, Public Works Department Other Agencies Involved • OCSD, OCFA, CUSD, Mission Viejo Animal Services, SDGE, SCE, MNWD, SoCalGas, etc Staff Resources • Management Analyst, Public Works Department Financial Resources • None
Timeline • Ongoing
Success Indicators • Host quarterly meetings with regional stakeholders Strategy 4. Leverage Data Analysis to Curate Citywide Messaging Key Implementation Task • Conduct data analysis to establish baseline indicators • Further develop a strategic messaging strategy
Lead Responsibility • Assistant City Manager
Other Agencies Involved • None
Staff Resources • Management Analyst
Financial Resources • None
Timeline • Ongoing
Success Indicators • Fully develop a data-driven citywide messaging strategy Accomplishments • City's Facebook data has been integrated into Tableau for more effective and efficient data collection and analysis Instagram and X (formerly Twitter) data will soon be integrated to enhance analytical capabilities further.

LEGEND
Ongoing/In Progress
On Schedule
City of Laguna Niguel
Strategic Plan
Implementation Action Plan
Goal # 6: Communication and Community Outreach
Strategy 5. Update Cable Channel Programming & Viewing Experience Key Implementation Task Implement Cable Channel programming enhancements • Upgrade City Cable Channel design and layout to increase the viewing experience Lead Responsibility • City Manager's Office
Other Agencies Involved Cox Communications
Staff Resources Assistant City Manager, Management Analyst Financial Resources TBD
Timeline • Fiscal Year 2025-2027
Success Indicators • Updated Cable Channel Programming, enhancing viewer experience • Increase in cable channel viewership
Strategy 6. Adopt Citywide Style Guide
Key Implementation Task • Create a Citywide Style Guide for consistent community messaging • Adopt an administrative Citvwide Stvle Guide
Lead Responsibility • City Manager's Office
Other Agencies Involved • NA
Staff Resources • Assistant City Manager, Management Analyst Financial Resources • N/A
Timeline • Fiscal Year 2025-2027
Success Indicators • Creation and adoption of a Citywide style guide LEGEND
Ongoing/In Progress
On Schedule