Laguna Niguel City Council
March 17, 2026

To:

FROM:

DATE:

SUBJECT:

CITY OF LAGUNA NIGUEL

CITY COUNCIL AGENDA ITEM
Honorable Mayor and Council Members
Tamara S. Letourneau, City Manager
March 17, 2026
2026 Laguna Niguel Strategic Plan Update

RECOMMENDATION
Staff recommends that the City Council adopt the 2026 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 six years of the strategic plan. As the City moves into year seven, 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 2025. Some of these accomplishments include:
• Completed the Comprehensive General Plan Update
• Ended the Fiscal Year 2024-2025 with a General Fund surplus of $2.8 million • Completed and adopted the City's Active Transportation Plan • Completed Residential Annual Resurfacing Program, Zones 5 & 6 • Updated the Facility Use Policy and Fees for the Crown Valley Community Center • Updated the City's Records Retention Policy and Schedule • Led a wildfire tabletop exercise with surrounding agencies to improve evacuation planning and coordination
Attachment B is the 2026 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:
• Sharing Resources with Surrounding Communities (Goal 1) • Business Watch/Business Enhancement Team (Goal 1)
• Banking RFP (Goal 2)
• Implementation of Biennial Budget Process (Goal 2)
• Update Records Retention Policy & Practices (Goal 2)
• Inventory of All Components of Open Space (Goal 3)
• 10-Year Trail and Open Space Maintenance Plan (Goal 3) • Active Transportation Study (Goal 4)
• Emerging Technologies (Goal 4)
• Comprehensive General Plan Update (Goal 5)
• Triennial Local Building Code Update (Goal 5)
• Information Accessibility Enhancements (Goal 5)
• Laguna Niguel Summer Trolley Expansion (Goal 5)
• Enhance Existing Partnerships and Regular Communications with Key Stakeholders (Goal 6)
Some examples of new strategies in the 2026 Strategic Plan Update Include:
• Human Services (Goal 1)
• Community Education Initiatives (Goal 1)
• Obtain Fire Risk Reduction Designation (Goal 1)
• Defensible Space and Vegetation Management Study (Goal 3) • Oso Creek Open Space Enhancements (Goal 3)
• Multi-Use Trail Network Enhancements (Goal 3)
• Scenic Corridor Median and Parkways Design Guidelines (Goal 3) • Cybersecurity Training (Goal 4)
• Advanced Intelligent Transportation Network (Goal 4)
• Recreation Facility Improvements (Goal 4)
• Bridge Maintenance Program (Goal 4)
• Traffic Manual Update (Goal 4)
• General Plan Implementation (Goal 5)
• Sea Country Festival (Goal 5)
• Olympics Marketing Plan (Goal 5)
• New Private Developments/Businesses (Goal 5)
• Aliso Creek Corridor Specific Plan (Goal 5)
• Procurement of Website Service Provider (Goal 6)
Updates to the City's adopted Strategic Plan will be accounted for as part of the City's Fiscal Years 2025-2027 budgeting process.

ALTERNATIVES CONSIDERED
The City Council may decide not to adopt the 2026 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 2026 Strategic Plan Update. ~o ~~~ ~~.c ~~
City Manager Assistant to the City Manager
Attachments:

A. 2025 Department Specific Accomplishments
B. 2026 Strategic Plan Update

ATTACHMENT A
2025 Department Specific Accomplishments

CITY OF LAGUNA NIGUEL
2025 ACCOMPLISHMENTS

ADMINISTRATION DEPARTMENT
Human Resources Division
• Completed 7 Full-time External Recruitments.
• Completed 1 Full-time Internal Promotional Recruitment. • Completed 8 Part-time Recruitments.
1 • Digitized the monthly Health and Wellness newsletter and introduced enhancements, including interactive elements and tools to track readership engagement.
• Continued the "ACE" (Advancement through Collaboration and Engagement) working group to modernize organizational practices, policies, and procedures, positively impacting all Departments.
• Instituted the Mentorship program working group to develop a new Pilot Mentorship program.
• Conducted a variety of virtual and in-person trainings for City employees.

Communications Division
• The Laguna Niguel Beacon Newsletter has generated the City's largest active email database, resulting in performance metrics for 2025:
o Total Subscribed: 6,496
o Emails sent: 38,927
o Open rate for the year: 59% (Above Industry Standard) o Click rate for the year: 8% (Above Industry Standard) • Generated the following social media performance metrics for 2025:
o Total Facebook Followers: 11,831
o Facebook Posts: 903
o Facebook Reach: 1,861,437
o Facebook Impressions: 2,622,103
o Facebook Engagement: 33,456
o Total lnstagram Followers: 14,436
o lnstagram Posts: 1,077
o lnstagram Reach: 1,160,013
o lnstagram Impressions: 1,978,067
o lnstagram Engagement: 33,049
o Total X (Formerly Twitter) Followers: 4,540
o X Posts: 631
o X Impressions: 76, 198
o X Engagement: 2,852
o Total Nextdoor Members: 35,551
2 o Nextdoor Posts: 37
o Nextdoor Impressions: 19,759
• Continued enhancing Beacon, the City's virtual assistant, on the City's website to enhance customer service, resulting in 4,925 total interactions for 2025. • Generated the following website, mobile app, and Nixie performance metrics for 2025:
o Total Website Visits: 336,296
o Total Mobile App Downloads: 6,372
o Total Nixie Subscribers: 11,377
Human Services Division
• Data Accomplishments:
o Permanently Housed: 3
o Temporarily Housed: 22
o Linked to Prevention Services: 13
o Community Supports and Linkages: 242
• Enhanced the communication process with Police Services to provide direct support to at-risk individuals receiving 35 direct referrals.
• Enhanced monthly ride-along with Police Services, including Code Compliance, to address immediate needs and strengthen interdepartmental collaboration. • Continued collaboration between County of Orange Outreach and Engagement, resulting in 3 direct referrals to assist the most vulnerable unsheltered residents. • Enhanced communication between all City Divisions: Code Compliance, Public Works, and Parks & Recreation, with ongoing internal meetings addressing community concerns and homeless-related issues.
• Weekly office hours at the Senior Center to support seniors at risk and connect them with vital services, which resulted in assisting 42 individuals and completing 298 direct service and resource hours.
• Active partner in the County Homeless Management Information System (HMIS) and Individual Coordinated Entry System (ICES), resulting in two individuals linked to permanent housing, three Rehousing, and one Emergency Shelter. • Continued partnerships with faith-based communities to enhance resource availability by providing volunteer training on best practices in addressing the unsheltered residents. Ongoing outreach with local businesses to foster community engagement and address homelessness-related concerns.
• Strengthen partnerships and outreach with local schools and the school district to provide targeted support to at-risk families.

Environmental Services
• Obtained over $16,000 in CalRecycle Grant Funding for the installation of Water Bottle Refill Stations.
• Hosted biannual Shred Event, collecting over 40,000 pounds of paper for shredding. • Hosted the Household Hazardous Waste (HHW)/Electronic Waste Collection event, collecting over 23,000 pounds of HHW and Electronic Waste. 3 • Increased enrollment in CR&R's Senior Rate Discount program with CR&R by 91 %, increasing enrollment to 2,224 households.

City Clerk
• Updated the City's Records Retention Policy and Schedule. • Completed 270 Public Records Act Requests (PRA's).
• Administered Commission and Committee recruitments.
• Developed curriculum and hosted inaugural New & Reappointed Commission/ Committee Member Orientation.

Legislative Advocacy
• Submitted letters of support/opposition for 23 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.

Information Technology (IT) & Geographic Information System (GIS):
• Provided bi-annual staff training on ransomware, spyware, and virtual threats. • Provided bi-annual staff training on leveraging existing technology to expand efficiencies.
• Updated the City's firewall to further strengthen the City's security while minimizing vulnerabilities to cyber threats.
• Prioritized procurement efforts to support the City's newly completed IT Infrastructure & 5-Year Needs Assessment.
• Deployed a new Storage Area Network (SAN) to maintain a secure and high­ performance IT environment.
• Launched the City's GIS Hub as a public resource to explore and download City GIS data and access interactive mapping tools.
• Developed and enhanced various GIS applications, including Property Information Tool, Public GIS Viewer, and Street Sweeping Map, to provide the public and City staff with easy access to location-based information and community resources.

Public Safety and Emergency Management & Response:
• Entered into a five-year agreement with OCSD and updated the OCSD False Alarm Fee.
• Leveraged the City's Communication Platform to effectively inform the community during the Beacon Fire.
• Approved a contract to update the City's Emergency Operations Plan (EOP) Other:
• Developed, advertised, and awarded the Vegetation Management and Defensible Space RFP.
4 • Implemented additional automation tools in the City Clerk's Office, Human Resources Division, and Communications Division to streamline processes and improve efficiency.
• Hosted CalOptima's Community Resource Fair, offering resources for basic health, medical, and wellness, with over 475 people in attendance. • Hosted and led the City Chief Training Course in partnership with the Orange County Sheriff's Department.
• Advocated against the proposed Battery Energy Storage System (BESS) project through public education and engagement with the California Energy Commission. • Designed Spring Street Banners for display across major arterials.

FINANCE DEPARTMENT
Fiscal Sustainability
• Prepared the first-ever biennial budget in Fiscal Years 2025-2027. Both budget years were balanced without incurring any debt.
• Ended Fiscal Year 2024-2025 with a General Fund surplus of $2.8 million. • Completed Fiscal Year 2024-2025 with a General Fund reserve of $56.1 million, representing 108.5% of Fiscal Year 2024-2025 operating expenditures. • Produced a "clean" financial audit for fiscal year ended June 30, 2025, with no audit findings.
• Completed Orange County Transit Authority audit of the City's Senior Mobility Program with no findings. Of the six cities selected for audit, the City of Laguna Niguel was the only City that did not receive a finding.

Fiscal Oversight
• Updated City Purchasing Policy to better align with the City's Municipal Code. • Issued a request for proposals for banking, merchant, and procurement card services.
• Transitioned banking services to Wells Fargo Bank, providing:
o Credit card rebate above 2.0%.
o No fees on fixed income securities trading.
o Enhanced virtual payment platform and banking controls. • Completed cross-training amongst Finance Department staff to create redundancies in payroll and accounts payable functions.
• Created various customized reports within both Energov and EPL to provide better internal controls and to assist with reconciling accounts. 5 Monitoring City Finances
• $1.9 million investment income in Fiscal Year 2024-2025. • Portfolio average weighted yield is over 4.0% for the first time since 2008 and exceeds the LAIF and 7-year US Treasury rates as of January 2026. • Total expected investment income in the portfolio over the life of the investments is $12.3 million.
• Increased the number of vendors receiving virtual payments, capturing additional credit card rebates.
• Section 115 Trust investment return was 13.02% and ended the calendar year with a $2.6 million balance.
• Issued 116 purchase orders and monitored 343 active contracts for compliance with the City's purchasing policy.
• Created over 1,300 journal entries to record cash received throughout the City, totaling more than $35.0 million.
• Reviewed $1.6 million in Calcard transactions, ensuring completeness, compliance with the City's purchasing policy, and correct coding to the City's general ledger.

Awards and Acknowledgements
• Received Government Finance Officers Association (GFOA) Award for Annual Comprehensive Financial Report (ACFR) for fiscal year June 30, 2024, for the 25th consecutive year.
• Received 3rd consecutive GFOA Award for Fiscal Years 2025-2027 Operating and Capital Budgets.
• Received GFOA Award for 1st Popular Annual Financial Report (PAFR) for fiscal year June 30, 2024.
• Received "Triple Crown" Award from GFOA, one of just 404 agencies in the United States and Canada, and one of just 21 cities in the state of California. o Awarded to agencies that receive the awards for the ACFR, Budget, and PAFR in the same fiscal year.
0 POLICE SERVICES
Volunteer Programs
• Completed a full rewrite of the Police Auxiliary Citizens Team (PACT) Volunteer Manual, modernizing policies and procedures, clarifying expectations, and improving risk management and volunteer accountability; this was the first comprehensive update since 2011.
• Completed the Auxiliary Communications Services (ACS) mesh antenna project, significantly improving radio coverage, redundancy, and interoperability for City events and emergency operations, directly enhancing communications reliability during critical incidents.
6 • Revitalized the PACT Business Enhancement Team (BET) by reestablishing structure, expectations, and volunteer engagement, strengthening relationships with local businesses, improving two-way communication, and enhancing community trust and visibility.
• Expanded community engagement by adding new City events to the PACT volunteer program, including two evenings of Haunted Trails, the Christmas Tree Lighting event, and the Menorah Lighting event, creating 24 additional volunteer opportunities that enhanced public safety support and community presence without additional staffing cost.

Community Outreach and Education
• Prepared and distributed monthly Police Services memorandums and coordinated quarterly Chief of Police presentations to enhance transparency, strengthen communication, and increase engagement between Police Services leadership and the community.
• Partnered with the City of Laguna Niguel Homeless Outreach H.E.L.P. Team to identify and coordinate with local service providers, facilitating the effective distribution of available resources and support services to individuals experiencing homelessness within the City.
• Continued implementation of the 11-week Citizens' Academy, delivering a structured and comprehensive program designed to enhance community understanding of law enforcement operations and the role of Police Services within the City. • Collaborated with the Orange County Health Care Agency and the Orange County Department of Education to develop and refine strategies focused on e-bike safety and injury prevention, which were subsequently tailored and implemented at local schools and community events.
• Organized and facilitated a broad range of community training and educational initiatives, including Neighborhood Watch programs, National Prescription Drug Take Back events, child safety seat inspections and installations, Crime Prevention Through Environmental Design (CPTED) assessments, Emergency Preparedness instruction, and numerous public safety and crime prevention presentations. • Collaborated with the City of Laguna Niguel Public Works Department, Traffic and Transportation Division, to address traffic and safety concerns in identified problem areas and support the implementation of FLOCK Safety camera technology throughout the City.

Community Engagement
• Expanded Police Services' social media presence and community engagement by increasing total followers across all platforms to more than 25,000, representing an approximate year-over-year growth of 11,000 followers. This growth enhanced the City's ability to disseminate timely public safety information and engage with the community.
7 • Engaged and educated Laguna Niguel students, school staff, and community members through targeted outreach initiatives, including Red Ribbon Week, e-bike education and registration programs, school carnivals, holiday events, National Walk to School Day, and hands-on public safety demonstrations. These efforts supported strategic objectives focused on early intervention, injury prevention, building community trust, and strengthening partnerships with local schools and families. • Through a range of community outreach initiatives, Police Services actively engaged and educated Laguna Niguel youth and residents at events such as the Sea Country Festival, Costco Safety Event, Laguna Niguel Sea Country Senior & Community Center, Orange County Realtors group, Summer Concerts, and numerous holiday events. These efforts supported strategic objectives focused on enhancing public safety awareness, preventing crime, and strengthening collaborative relationships between Police Services and the community.

Patrol Operations
• Continued to deliver a high standard of public safety services through prompt and efficient emergency response, combined with proactive and inclusive community policing strategies. These efforts prioritize the safety and well-being of all residents while fostering trust, collaboration, and strong partnerships between Police Services and the community.
• Laguna Niguel Police Services commitment to excellence in public safety was exemplified by personnel receiving the following awards, recognizing their dedication , professionalism , and contributions to the community.:
o The Mothers Against Drunk Driving (MADD) Award for DUI Enforcement o Elks Lodge Deputy of the Year
o Trauma Intervention Program's Hero With A Heart
o Auto Theft Advisory Commission's Deputy of the Year
o Orange County Business Council's First Responder of the Year • Reorganized the Special Enforcement Team (SET) and Motor Unit deployments to optimize daily coverage and targeted enforcement, enhancing proactive policing efforts and increasing the effectiveness of operational response throughout the City. • 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, the Holiday Parade, and numerous holiday events.
• Collaborated with the Real Time Operations Center (RTOC) to develop and refine school safety plans, enhancing Patrol operations' familiarity with school campus layouts and operational footprints to support effective response strategies and improved response times. This collaboration continues, with ongoing development and coordination to further strengthen response effectiveness. 8 Emergency Management and Preparedness
• Developed standardized, !CS-compliant Event Action Plans (EAPs) for all City sponsored special events (where law enforcement was requested), improving interdepartmental coordination, reducing operational risk, and ensuring consistent emergency response procedures across Police Services, OCFA, Public Works, and City staff; this work included the completion of after-action reports to capture lessons learned and drive continuous improvement.
• Developed and facilitated localized wildfire tabletop exercise involving City leadership, Police Services, Orange County Fire Authority, and key operational partners from local jurisdictions, strengthening evacuation planning, decision­ making, and interagency coordination while identifying operational gaps and corrective actions to enhance wildfire readiness.
• Conducted a sheltering tabletop exercise with key City staff, the American Red Cross, and Animal Services, strengthening coordination for mass care, shelter operations, and animal sheltering, and improving the City's preparedness to support residents and pets during emergencies.

PARKS AND RECREATION DEPARTMENT
Laguna Niguel Aquatics Center (LNAC)
• Developed new programming and pool operations with contractor, including adult swim, aqua exercise, extended lap swim hours, and removal of lap swim reservations to improve resident drop-in access.
• Hosted two special events with an increase in annual participation o Rule the Pool: 164 participants in 2024 to 168 in 2025 (+2%) o Pumpkin Rescue: 67 participants in 2024 to 80 in 2025 (+19%) Athletics and Skatepark
• 179 more resident annual skateboarding memberships and 14 more resident annual BMX memberships were sold compared to 2024.
• Fall and Winter 2025 camps were highly successful, with each selling out.

Youth and Family Programs
• Summer Camp programs had 477 total enrollments and achieved a 93% residency rate overall.
• The preschool camps (Little Monarchs) had 120 enrollments and a 96% residency rate.

Sea Country Senior Center Senior Services
• The Fitness Center welcomed a record 12,000 people in 2025. • Senior Wheels nearly doubled ridership from 3,917 rides in 2024 to 7,588 in 2025. 9 Crown Valley Community Center Rentals
• 388 billable rentals took place at the Community Center. This surpassed projected rentals for the 4th consecutive year.
• Increased facility rental revenue by 41 % while maintaining a 99% customer satisfaction rating from 341 surveys.

Parks, Trails, and Natural Resources
• Trail Education Program provided eight sessions in 2025, where staff walked the trails, passed out maps, and provided information and customer service. • Record number of volunteers at Earth Day for a total of 225! The community worked together in the Botanical Preserve to plant over 900 plants.

Community Outreach
• Mailed quarterly recreation brochure to all residents, increasing class and activity participation by 340 participants for a total of 826 participants in 2025.

Volunteer Engagement
• 17% increase in volunteer participation in 2025 special events for a total of 429 volunteers dedicating over 2,000 hours.

Administration
• Updated the Facility Use Policy and Fees for the Crown Valley Community Center. • Established permits and fees for Large Group Gatherings and Special Events in City parks .
• Transitioned to a new staff scheduling software, saving the City 66% of the total cost from its previous software firm.
• Successful Independence Day Celebration with a Drone Show Experience viewed in person by over 2,000 attendees.
10 COMMUNITY DEVELOPMENT DEPARTMENT
Economic Development
• Opening of notable restaurants/retail/entertainment:
o Tierra De Fuegos
o Chaupain Bakery
o Feng Cha Teahouse
o Woof Gang Bakery & Grooming
o Sweetgreen
o Nick the Greek
o Okayama Kobo Bakery Cafe
o The Social Loft
o Solos Pilates
o Stretch Zone
o Designer Shoe Warehouse (DSW)
o Kaz Jewelry
Planning and Building
• Completion of the South Forbes Oso Creek Bridge and Trail Segment • Coordination of Coastal Fire Rebuild Effort
• Approval of Paseo De Colinas Townhomes Entitlements
• Approval of Laguna Niguel Hyundai Service Entitlements • Approval of El Niguel Country Club Maintenance Facility Entitlements • Approval of Trader Joe's at Ocean Ranch Relocation Entitlements • Approval of Shake Shack Entitlements
• Approval of City Center Project Agreement with Orange County Board of Supervisors
• Completion of Comprehensive General Plan Update
• Adoption of 2025 ADU Ordinance Update
• Adoption of 2025 Building Code Update
• Completion of Year 2 Housing Programs
• Adoption of FY 2025-2029 CDBG Consolidated Plan, which includes the FY 2025- 2029 Orange County Regional Assessment of Fair Housing (AFH), the Citizen Participation Plan Amendment, and the FY 2025-2026 Annual Action Plan • Completion of the following annual programs:
o CDBG Program (2,373 residents assisted)
o PLHA Program {1,230 residents assisted)
o Featured Business Program (63 businesses assisted)
o SCORE Program (150 businesses assisted)
o HOA Education Program (127 HOAs engaged)
o Housing Program (188 affordable units entitled/monitored, 100 at-risk units preserved)
o Weed Abatement Program (231 properties inspected)
o Water Quality Inspection Program (340 inspections conducted) 11 Communica.tion and Outreach
• Relaunch of Featured Business Program and Business Promotion and Resources Newsletter (522 subscribers)
• Publication of HOA Newsletter (525 subscribers)

PUBLIC WORKS DEPARTMENT
Traffic & Transportation
• Obtained $950,000 in grant funding for traffic signal infrastructure improvements on La Paz Road and Cabot Road through the OCTA Regional Traffic Signal Synchronization Program.
• Completed Niguel Hills Neighborhood Traffic Study and installed 10 one-way stop signs throughout the neighborhood, intersection improvements at Crown Valley ParkwayNista Plaza Drive, and yellow centerline striping on Vista Plaza Drive and Via Portola as part of the Niguel neighborhood improvements. • Completed and adopted the City's Active Transportation Plan. • Facilitated discussions and presentations at the Traffic and Transportation Commission meetings: Niguel Hills Neighborhood Traffic Study Recommendations, Summer Trolley Update, La Paz Road Mobility Enhancements and Permanent Repair Project Update, Active Transportation Plan, La Paz Road Preliminary Design Update, Local Roadway Safety Plan Review, and South Forbes Road Active Transportation Enhancements.

Engineering
• Completed pavement restoration, striping improvements, installed high-visibility crosswalks, and green bike lanes along Crown Valley Parkway from Hillhurst Drive to Camino Del Avian/Pacific Island Drive.
• Collaborated with Moulton Niguel Water District (MNWD), San Diego Gas & Electric (SDG&E), and Southern California Edison (SCE) for an annual encroachment permits program to facilitate more efficient utility facility repairs. • Completed the fourth year of the five-year habitat restoration program for the award­ winning Salt Creek Mitigation Project.
• Awarded $737,000 in grant funding from the Transportation Corridor Agencies (TCA) for the Habitat Restoration at the Salt Creek Corridor Project. • Processed and approved 503 encroachment permit applications and provided inspection for compliance with City standards.

Capital Improvement Program (CIP) - Completed
• Sports Field Synthetic Turf Replacement Project at the La Paz Sports Park, which included restroom renovations, replacement of the synthetic turf, replacement of 22 sports field lights, repaired and painted 800 feet of park fencing, installed new trash 12 and recycling bins, implemented landscape renovations, installed irrigation improvements, painted and installed new shade screens, and replaced faded signs. • Residential Annual Resurfacing Program, Zones 5 & 6, which included a public outreach campaign, concrete ADA-accessible ramp upgrades, asphalt patchwork, concrete curb and gutter improvements, slurry seal, and roadway striping. • Resurfaced the Salt Creek Trail from Niguel Road to Chapparosa Park and Pare Vista.
• Bicycle Green Zone Pilot Project installed green conflict zones on sections of Alicia Parkway, Avila Road, Pacific Park Road, and La Paz Road. • Completed the Residential Overlay Program within Zones 5 & 6 in advance of the slurry seal project.
• Accessible Pedestrian Signal Push Buttons Project on Alicia Parkway, Crown Valley Parkway, Pacific Island Drive, Moulton Parkway, Cabot Road, Golden Lantern, and La Paz Road.
• Sidewalk Improvement Program installed ADA-compliant access ramps at 18 locations.
• Golden Lantern Median Modifications at Serenity Lane Project, which included installation of ADA-compliant access ramps, lighting improvements, and median improvements on Golden Lantern at Serenity Lane.
• Installed a new Level 3 Electric Vehicle Charging Station at City Hall.

Capital Improvement Program (CIP) - In Construction
• Regional Traffic Signal Synchronization Projects for Crown Valley Parkway and Moulton Parkway/Golden Lantern are anticipated to be completed in Spring 2026.

These projects will connect to the upcoming Traffic Management Center, which will be operational in Summer 2026.

Capital Improvement Program (CIP) - In Design
• Secured City Council approval for the Community Preferred Alternative following an extensive public outreach campaign as part of the La Paz Road Mobility Enhancements & Permanent Repair PA&ED Phase.
• Completed the public and community outreach for the Oso Creek Trail Active Transportation Enhancements PA&ED phase.
• Completed design and initiated the Right-of-Way Phase for the Crown Valley Parkway Westbound Widening project.
• Alicia Parkway Regional Traffic Signal Synchronization Project design completion anticipated in Spring 2026.

Maintenance (Streets)
• Replaced over 31,000 square feet of asphalt pavement on sections of Golden Lantern.
13 • Completed approximately 260,000 square feet of pavement crack fill repairs on sections of Golden Lantern (between Crown Valley Parkway and the southern City limits) and Camino Del Avion (between Golden Lantern and the eastern City limits). • Completed Phase One of the Paseo De Colinas Bridge Pavement Repairs, including pavement rehabilitation from approximately 40 feet on either side of the bridge, sealing the joints between the bridge and street, and roadway striping. • Applied slurry seal to the parking lot of Chapparosa Park. • Performed annual cleaning of the City's storm vaults and filters, removing over 47,000 pounds of trash and debris.

Maintenance (Facilities)
• City Hall
o Completed repairs to the Police Services automated gate. • Crown Valley Community Center
o Replaced the flooring in the View Room, Studio Room, and Collab Room. • Laguna Niguel Aquatics Center
o Installed new spa heater, tested for leaks, and verified operation. • Laguna Niguel Family YMCA
o Replaced roofing seals and installed new skylights.
• Laguna Niguel/Mission Viejo Metrolink Station
o Installed new fencing around the Public Works storage yard. • Park Facilities
o Installed decorative blue sea glass and replaced the water sanitation tanks at the Sprayground at Crown Valley Park.
• Sea Country Senior & Community Center
o Replaced the flooring in the fitness center.

Maintenance (Parks & Landscaping)
• Repaired and painted the synthetic turf soccer field fencing at the Crown Valley Community Park.
• Received "Tree City USA" designation from the Arbor Day Foundation. • Repaired the playground safety surfaces at Yosemite Park, Niguel Woods Park, Niguel Heights Park, Ocean Breeze Park, Crown Valley Park, and Beacon Hill Park. • Installed new drinking fountains with bottle fillers and pet water bowls at Bear Brand Park and Marina Hills Park.
• Performed annual preventative maintenance on the City's 13 designated wetlands areas to remain compliant with State water quality requirements. • Completed refurbishment of the gazebos at Clipper Cove Park and Redondo View Node Park.
• Completed annual preventative maintenance of natural grass turf sports fields at Chapparosa Park, Marina Hills Park, and the Crown Valley Community Park. • Completed replacement of two natural grass turf sports fields and laser leveled baseball fields at Chapparosa Park.
14 • Completed weed abatement on the 11 City-owned open space areas encompassing approximately 50 acres.
• Replaced trees in the median on Camino Del Avion at Bear Brand Road that were causing damage to the roadway.

Public Works Administration
• Enhanced public-facing website for Public Works projects and services, including:

Street Sweeping, Laguna Niguel Summer Trolley, Public Works Permits, and launched an Open Space webpage.
• Installed new spring street banners along Crown Valley Parkway, Alicia Parkway, and Golden Lantern.
• Expanded the Laguna Niguel Summer Trolley service to include the new North Line, which served nearly 29,000 riders.
• Completed condition assessments for City-owned assets in the public right-of-way, as part of Phase 3 of the Total Cost of Ownership (TCO) Project.

ATTACHMENT B
2026 Strategic Plan Update
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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 2025 has furthered the
achievement of the goals established by the City
Council. This 2026 Strategic Plan update reflects
new and modified strategies and timelines to
ensure those goals are achieved.
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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
Counci l and City staff conduct themse lves.

GOAL
A goal is a desired result for the City.

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

IMPLEMENTATION ACTION PLAN
The implementation action plans are a detailed
planning tool for showing each strategy, key tasks,
financial resources needed, human resources
needed, costs, and timelines to achieve each goal.
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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 throus,h thoughtful en~agement,
financial responsibility, and a commitment to
innovation.

Integrity
Excellence
VALUES:

Innovation
Security
Quality
Service
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GOALS
~fl Odil JU) 5 bl ¥ I C EXtaua.

COAL 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
Goal # 1: Public Safety
Strategy
Key Implementation Task
Lead Responsibility
Other Agencies Involved
Staff Resources
Financial Resources
Timeline
Success Indicators
Strategy
Key Implementation Task
Lead Responsibility
II
City of Laguna Niguel
Strategic Plan
Implementation Action Plan

1. Maintain Current Service Levels
• Monitor calls for service on an annual basis
, • Chief of Police Services, Administrative Sergeant, OCFA Division Chief • None at this time
, • No additional
• If determination of additional resources is made
~ Staffing levels are still aoorooriate, and no chanaes are needed at this time • Maintaining staffinm levels will help to maintain current crime levels ! ~-- -
~

2. Human Services
, • Identify and implement an enhanced client tracking system -
• Provide services to community members in need of assistance or at-risk of homelessness • Provide resources and shelter/housing options to the unsheltered community . • Management Analyst (Human Services), Chief of Police Services ~ J
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Other Agencies Involved , • OCSD, County of Orange, Family Assistance Ministries. South County Outreach, Friendship Shelter, other non- 1 _profits, aJ1d faith-based organizations I I
Staff Resources
I
• City Manager's Office
11 - -
Financial Resources • None
Timeline • Ongoib!:I
• Elimination of homelessness in the City of Laguna Niguel Success Indicators • Prevention of homelessness in Laguna Niguel by providing prevention services • Closed access point to the County of Oranqe Homeless Manaqement Information System (HMIS) , • Trained five additional Sheriff Deputies with Homeless Liaison certification I 1 • Increased coverage across South Orange County
I
Accomplishments , • Provided 30 community members with Annual Housing and Prevention Services . • Made 164 unique contacts with community members needinq human services assistance Goal # 1: Public Safety_
Strategy
Key Implementation Task
Lead Responsibility
Other Agencies Involved
Staff Resources
Financial Resources
Timeline
Success Indicators
Accomplishments
LEGEND
Ongoing/In Progress
On Schedule
I
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City of Laguna Niguel
Strategic Plan
Implementation Action Plan

3. Neighborhood/Business Watch
• Continue to increase Neighborhood Watch in multi-family & single-family neighborhoods using small group 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 1 • Host an annual Business Watch Meeting to further educate businesses about security and safety measures, crime prevention throuqh environmental desiqn , and Real Time Operation Center camera inteqration • • Crime Prevention Soecialists (CPS), Administrative SeraeanL.... ~~ -~· • OCSD
• Crime Prevention Specialists
• None at this time .

I• On_going
I • Increase participation from the apartment & multi-family housing complexes • Continue to increase Neighborhood Watch Meetings
I • Established relationships with multiple larae apartment complexes within the Citv • Formed seven new Neighborhood Watch Groups, increasing participation to 67 groups including 20 multi-family properties
• Attended 1 O Neighborhood Watch meetings and hosted two large-scale Neighborhood Watch all block captains I meetililgs
!, • Actively cultivatinq new relationships with property managers for multi-family properties I
:

I
Goal # 1: Public Safety
Strategy
Key Implementation Task
Lead Responsibility
Other Agencies Involved
Staff Resources
Financial Resources
Timeline
Success Indicators
Accomplishments
LEGEND
Ongoing/In Proqress
On Schedule
I
I
City of Laguna Niguel
Strategic Plan
Implementation Action Plan

4. Public Safety Community Messaging
'
I • Utilize social media platforms, message boards, Neighborhood and Business Watch, HOA meetings to send , I messages ;
•• Utilize Nixie.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 proaram -Youth Substance Use Prevention Proaram (PACE) 1 • Chief of Police Services. Crime Prevention SD.ecialist_._ Senior Emergencv Management Proarams Coordinator ;. OCSD
l • Citv Manaaer's Office, Public Works, PIO. PACT Volunteers ' , None
•• Onaoina
'·• Increase in social media followers and subscribers to emeraencv management communication platforms ,1 • Nixie 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 , • Provided Above the Influence program services to John Malcolm Elementary and St. Anne School . • Monthly Chiefs Brief and Community Education Program , • Developed a social media camoaiqn hiqhliohtinq community partnership , volunteersJ and deputies Goal # 1: Public Safety
Strategy II
I
City of Laguna Niguel
Strategic Plan
Implementation Action Plan

5. Volunteer Support Programs -1: .• / Administer citizen~led community volunteer programs (PACT, ACS) Key Implementation Task ~ • Update and revise the CERT program in 2025 for the program to be relaunched in 2026 . , Expand the YANA _proaram
Lead Responsibility
Other Agencies Involved
Staff Resources
Financial Resources
Timeline
Success Indicators
Accomplishments
LEGEND
Ongoing/In Prociress
On Schedule
_. Chief of Police Services, Crime Prevention S_pecialist, Senior Emergency Management Programs Coordinator • OCSD
•· PACT volunteers {Bike Patrol Parkina Enforcement YANA). CERT volunteers, and ACS volunteers_ • None
: • -•Origoifi~
I • Decrease in property crime
1 • Increase YANA program participation
• Increase in PACT Volunteer participation
• Completed update to the PACT Volunteer Manual
, • Increased span of control and volunteer participation in the PACT program , ensuring an active member base • Increased YANA program volunteer hours from 435 hours to 523 hours, conducting both at-home visits and phone call-s to proqram participants
·1
I
Goal # 1: Public Safety
Strategy
Key Implementation Task
Lead Responsibilitv
Other Agencies Involved
Staff Resources
Financial Resources
Timeline
Success Indicators
Accomplishments
I
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City of Laguna Niguel
Strategic Plan
Implementation Action Plan

6. Community Education Initiatives
• Facilitate community crime prevention and safety training • C~nduct_ ~iti;en academy (annually)
• DEA Rx Drug Takeback Events
I • Walk th~ Kids to School Day (annually)
• • Teenage traffic safety seminar (biannually), e.g., Electric Bicycle Education • Senior traffic safetv seminar (biannually.)
, • Chief of Police Services, Crime Prevention $Q.ecialist Senior Emeraencv Manaaement.Proarams Coordinator • OCSD
' .- Administrative Sergeant PACT volunteers (Bike PatrolLParking Enforcement, YANA).L ACS volunteers I• None
! • Ongoina
• Decrease in property crime
• Increased-community engagement with oublic safetv
• Facilitated community education presentations at 63 local volunteer/service/youth organizations • Completed three Walk the Kids to School Day Events and participated in ten local school events I
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Goal # 1: Public Safety
Strategy
City of Laguna Niguel
Strategic Plan
Implementation Action Plan

7. Publlc Safety T~hn~logies
• Mesh (Emergency communication tool) project implementation • Strategic implementation of cameras on trails
Key Implementation Task 11 • Conduct a Flock Analysis, ensuring the City has adequate coverage Staff Resources
Financial Resources
Timeline
Success Indicators
Accomplishments
LEGEND
Ongoing/In Proqress
On Schedule
• Increase camera feeds at Qi~j=ac]jti§.Jnt~ r~ing with the OCSD Real Time Operation Center {RTOC •· Chief of Police Services, Public Works, IT
• OCSD
• Chief of Police Services, Eme19ency Management, Public Works, PACT Volunteers • TBD
• Mesh Program by Winter 2025 (Completed)
• Trail Cameras_o.ilot pro_qram is currently underwa
• Implementation of the MESH program (Completed)
~· Evaluation of the Trail Camera Pilot Program (Ongoing) • Flock Analysis (Completed)
• OCSD Real Time Operations Center coverage at City Facilities (Ongoing) • Procure Starlink
• Working with businesses to integrate om-site cameras with the R.TOC • MESH .demonstration was conducted during the Holiday Parade and is fully operational • Dem,onstrated RTOC capabilities during the Sea Country Festival and Holiday Parade through the, strategic placement of temporary cameras
• Completed the installation of the MESH Project
• Procurinq Starlink capabilities to ensure Emeroenc
Goal # 1: Public Safety
City of Laguna Niguel
Strategic Plan
Implementation Action Plan
Strategy I 8. Emergency Preparedness
• Update Emergency Operation Plan
• Conduct annual mock tabletop exercises
Key Implementation Task I, ~ Create Nixie/Alert OC Use Crisis Communication Policy (Completed) Staff Resources
Financial Resources
Timeline
Success Indicators
Accomplishments
LEGEND
• Leverage GIS tools to enhance public safe1
• Chief of Police Services, Administrative ~~_rg_eant,J>enigr Emergf3nc· rams Coordinator • OCFA
• City Manager's Office, CER"t ACS
• Structural Fire Fund Entitlemenlf und
• Ong~ino. additional resources will be added as needed • Complete Emergency Operation Procedures Update (In progress) • Implementation of Emergency Operations Plan and staff training • Developed Nixie/Alert OC Use Crisis Communications Policy • Utilize GIS tools to enhance public safety (In pro_g_ress • Conducted wildfire tabletop exercise and joint operations briefing with OCFA in advance of wildfire season • Obtained Emergency Management Performance Grant, partially offsetting OCSD contract costs • Completed Mock EOC set up to audit existing practices and layout • Participated in countywide joint operation training with the OCFA ~ Hosted sheltering exercise with City, MVAS, and American1Red Cross i Hosted quarterly Emergency Communications meetings
~ Completed evacuation route maps to assist in emergency response and enhance public safety • P.ublished RFP for EOP with contract award.in January 2026 Goal # 1: Public Safety
Strategy
Key Implementation Task
Lead Responsibility
Other Aaencies Involved
Staff Resources
Financial Resources
Timeline
Success Indicators
LEGEND
- .

City of Laguna Niguel
Strategic Plan
Implementation Action Plan
I
I
9 .. Obtain Fire Risk Reduction_Designatio·n
1 • Adopt the''SafetY Element a!:r part <0fth~ General Plan Update (Completed) • Prepare aoohcatien for.review and aonroval bv CalFire for the 2027-202.8 acotication cvcle • Assistant to the Citv Mariaa~r
• OCFA --
1 • €ommu~itY. Dev.elbpment
1 • None
• 2026-2028
• • Obtai_n Fir,e Risk-Reductien1Desicmafion
I ..

II
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City of Laguna Niguel
Strategic Plan
Implementation Action Plan
Goal # 2: Fisca_l_Sustaina_bilit_y
I - - -- =
Strategy 1. Analyze and Monitor the Master Fee Schedule !
• Analyze existing data
• Review and consult with department heads and the City Manager when modifications to fees are suggested or Key Implementation Task necessary
• Present updated fees to the City Council for approval • Create a rotatina schedule for the master fee schedule, ensurina all fees are reviewed everv five vears Lead Responsibility • Finance Director & Executive Team Other Agencies Involved • NIA
I
Staff Resources I • Department Directors & Kev Suooort Staff ·-
Financial Resources I• NIA
• Ongoing 5-year analysis and evaluation
Timeline • Implement updated fees each year as part of the budget process • Master Fee schedule adopted during FY 25-27 budget adoption (Completed) Success Indicators
1 • Ability to provide services, permits, licenses, rentals, and recreation activities at reasonably low costs to our • 1 residents
I. Establish a rotating review cycle to ensure all fees in the Master Fee Schedule are evaluated every five years • Complete the second portion of the Public Works fees updated during the mid-cycle in June 2026 • Fees Updated: Athletic, Aquatic, Community Development, Credit Card Accomplishments • Aclopted updated Crown Valley Community Center and Facilities Use Policy and Fee Schedules in June 2025 I • Adopted a master fee schedule to be updated via CPI as part of the FY 25-27 budget Ii• Adopted updated fee schedule for LarQe Park Gatherinqs and Film and Video Media Permits in October 2025 II LEGEND
City of Laguna Niguel
Strategic Plan
Implementation Action Plan
Goal # 2: Fiscal Sustainability
t -- -- . - - -~ -
Strategy 2. Implement Efficiencies for City Payments
>
~ • Evaluate virtual payment platform offered through new banking relationship • Enlist new vendors in virtual payment options
Key Implementation Task , Develop procedures to sign new vendors up for ACH payments (ACH Precheck) • Evaluate current internal controls to prevent and detect fraudulent activities • All cardholders utilize the WellsOne platform to increase the efficiency of receipt uploads and account coding Lead Responsibility • Finance Director
Other Agencies Involved • NIA
Staff Resources I • _ Finance Department and kev suooort staff ~ ~ Financial Resources !• N/A ._
Timeline • Onaeirta
• - Reducing the use of paper checks
• Increasing rebates received via credit card program
Success Indicators • All contract templates include credit card language going forward •· Increase in credit card rebates
! • Less than 1 OP/o of payments issued by the City via check printed at City Hall , • Procedures developed and implemented for ACH precheck I• New banking services increase rebate from 1.35% on Cal card to 1.98% with WellsOne (Over $15k in additional Accomplishments rebates at current spending levels)
• Banking contract allows for the Bank to physically cut and mail checks on behalf of the City at no additional charge • Added contract credit card lanquaqe to all contract templates '
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City of Laguna Niguel
Strategic Plan
Implementation Action Plan
Goal # 2: Fiscal Sustainability
- -
Strategy 3. Maximize Return on City Investments
-
• 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 , • Update Investment Policy as directed by Wells Fargo investment advisors Lead Responsibility , •• Finance Director
Other Agencies Involved ~ NIA
Staff Resources i • Finance Director and City Manager
Financial Resources I• N/A
Timeline I• On_gc.iling
Success Indicators , • Investment performance relative to key benchmarks like rates available for LAIF, OCIP, or 5-year Treasuries • Investments staaaered across the maturity~ curve
• New banking relationship includes the followlng
; No fees to hold investments in a safekeeping account (over $12k annual savings) Accomplishments I
0 Increased yield when purchasing new investments (4-7 basis points on each trade) I
o Access to proactive professional municipal investment advisors at no additional charge • Updated Investment Policy February 2026
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Goal # 2: Fiscal Sustainability
Strategy
Key Implementation Task
Success Indicators
Strategy
Staff Resources
Financial Resources
Timeline
Success Indicators
LEGEND
Ongoing/In Progress
On Schedule
City of Laguna Niguel
Strategic Plan
Implementation Action Plan

5. Utility and Franchisee Audits
thatthe Citv is receivin
• Finance Director
• Franchisees and Utilities
• Finance Director, Assistant to the Ci
• NA
• Proiect started in 2025, and the Citv plans to review this eve • Reduction in fees for utilities
• Increased revenue for franchisees
•· Verifvina .calculations are beina done
Goal # 2: Fiscal Sustainability_
Strategy
Key Implementation Task
Staff Resources
Financial Resources
Timeline
Success Indicators
Accomplishments
City of Laguna Niguel
Strategic Plan
Implementation Action Plan

6. Advancement through Collaboration and Engagement (A.C.E.) TEAM • Survey City Staff to identify existing inefficient organizational practices • Prioritize existing inefficient organizational practices to be updated by conducting a cost-benefit analysis • Update organization practices and procedures
• ACE Team Members
• NA
• Department Dir~ctors & Ke;
• TBD
• On~ojn
• Savings of staff time
• Reduction of administrative costs
• Increased organizational efficiencies
• Created a Customer Service Policy Guide
• Digitized and updated the City Claims Submittal process • ®igitized and updated Human Resources processes
• Conducted internal Purchas inq Policy Trainin
City of Laguna Niguel
Strategic Plan
Implementation Action Plan
Goal # 3: Open Space and Environmental Preservation
Strategy I 1. Defensible Space and Vegetation Management Study • Draft RFP (Completed)
• Conduct RFP Process (Completed)
Key Implementation Task ~• Award Agreement (Completed)
• Complete Defensible Space and Vegetation Management Study • Implement the studv's findinqs where appro
. . ·--·-·- ... ·- ... _ -··, .. ,_ .. _ _,_,er. Parks <ind Landscape Maintenance Superintendent • OCFA
Staff Resources • Consultant , City Manager's Office, Public Works Department Financial Resources • $75,000 General Fund for Study
• TBD for implementation of studv recommendations
Timeline • Study Completion : Summer 2026
• Implementation : TBD
Success Indicators • Completion of Defensible Space and Vegetation Management Study • Implementation of the studv's recommendations
LEGEND
City of Laguna Niguel
Strategic Plan
Implementation Action Plan
Goal # 3: Open Space and Environmental Preservation
Strategy
Key Implementation Task
Other Aaencies Involved
Staff Resources
Financial Resources
Timeline
Success Indicators
Accomplishments
Strategy
Key Implementation Task
Staff Resources
Financial Resources
Timeline
Success Indicators
Accomplishments

2. Trail Education
• Update website, flyers, etc., to include Open Space information simUar to and in conjunction with Trails information • Quarterly trail promotion and safety workshops out on the trails • U~>date trail maps and wavfindinq siqnacie as necessary to promote accessibility and enjoyment on trails • Parks and Recreation Director
• OC Parks
• Parks and Recreation Department
• Included in FY 25-27 Budaet
• Qr:,goin•·
• Increased public education
• Increased use of the trail network
• Conducted eight Trail Education Program sessions in 2025, where staff walked the trails, passed out maps, and vovided information and customer service

3. Adopt and Implement the County Waste Infrastructure Sy$tem Enhancement (WISE) Agreement • Review and adopt the proposed WISE Agreement
• Revise the Franchise Agreement and make necessary amendments • Incorporate revenue adiustments into the budaet process • Assistant Cltv Manaaer. Assistant to tne CltY Manaaer • Ora
• Consultant
• Included in the FY 2025-2026 budaet
• 2025-2026
• Adopted and implemented the WISE Aareement
• The updated WISE Agreement has been approved by the County of Orange and is scheduled for City Council Adoption in April 2026
City of Laguna Niguel
Strategic Plan
Implementation Action Plan
Goal # 3: Open Space and Environmental Preservation
Strategy 4. Habitat Restoration Project at Chapparosa Park • Apply for the TCA Habitat Restoration Conservation Fund Grant (Completed) Key Implementation Task • Develop a restoration plan and agreement with Irvine Ranch Conservancy • Implement restoratio11_groiect
• Parks and Landscape Maintenance Superintendent Public Worts Director • Irvine Ranch Conservancv. Transportation Corridor Aaencv (TCA Staff Resources • Parks and Landscape Maintenance Inspectors Financial Resources • The City was awarded $737,000 TCA Grant Fundin Timeline • TBD
Success Indicators • Grant funding awarded (Completed)
• Habit • - -• -•• - - -•
Strategy 5. Oso Creek Open Space Enhancements
Key Implementation Task J • Os~ Creek covering/greening • Gahvan Basin activation
•· Communitv ·Development .Department
Staff Resources • Cit. ···- .. - ... - · - -· .. -- . Development. Public Works. Parks and Recreation Financial Resources • TBD
Timeline • 2026-2030
ublic realm improvements and County/City aqreement on Galivan Basin framework City of Laguna Niguel
Strategic Plan
Implementation Action Plan
Goal # 3: Open Space and Environmental Preservation
Strategy 6. Multi-Use Trail Network Enhancements
• Completion of existing trail network gaps
Key Implementation Task • Trail signage evaluation
. , Trail design guidelines evaluation
• Trail ownership and maintenance responsibility evaluation • Com
Other Aaencies Involved • Count
Staff Resources •· City Manad.er's Office, City Attorney's Office, Community Develo.pmerit, Public Works , Parks and Recreation Financial Resources • TBD
Timeline • LUZb-LU3
Strategy 7. Scenic Corridor Median and Parkways Design Guidelines • Assessment of existing conditions
Key Implementation Task II• Commission studies as needed • Pre • • ••
• Community Development Department
• NfA
Staff Resources • City Manaqer's Office, Communi ment, Public Works Financial Resources • TB □
Timeline • 2026-2028
Success Indicators uidelines
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 the City facilities' energy usage Key Implementation Task I' ~ Identify a priority project list for the energy efficiency prog_ram • Prepare Citv Council report summarizing findings (April 202" • Public Works Director
• None
Staff Resources • Consultant reQuired
Financial Resources • Included in the FY 2025-2027 budget Timeline • 2025
Success Indicators
Financial Resources
Timeline
Success Indicators
Accomolishments
City of Laguna Niguel
Strategic Plan
Implementation Action Plan
Goal# 4: Infrastructure and Technology
- -
Strategy ' 3. Smart Cities Solutions - I
I
• EV Charging Stations
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' • Enhanced technology citywide
• Broadband discussion/review
Key Implementation Task
1 • Increase wireless capabilities at City Hall, Community Centers, and Crown Valley Park • 1 Year Implement a pilot program for a designated area of the community to introduce broadband into the City I' with a future service provider, I
1 • 3-5+ Years: Implement a Broadband buildout in the associated bi-annual years of the designated zones of the , I Slurrv Seal .oroiect with Citvside Fiber. I
Lead Resoonsibilitv : • Public Works Director/IT Director I Other Aaencies Involved • None
- -
Staff Resources , • Public Works/IT Services
Financial Resources • CIP Budaet
Timeline •· Annuallv i
. • Completion of Smart Cities Capital Improvement Projects I
Success Indicators . • Enaaae with broadband service orovioers for sta ered imolementation across the Citv, Strategy 4. Public Works Facility I
Kev Implementation Task • ldentifv potential locations for the facility I Lead Responsibility • Citv Manager, Public Works Director I Other Agencies Involved 1 • None I
Staff Resources • NIA
Financial Resources • TBD
Timeline • TBD
Success Indicators • Potential locations are identified City of Laguna Niguel
Strategic Plan
Implementation Action Plan
Goal# 4: Infrastructure and Tecbnology
Strategy 5. Citywide Bus Shelter Improvements
• Redesign of bus shelters
Key Implementation Task • Re-biddmg proiect in Spring 2026 • Construct bus shelter improvements
• Public Works
• OCTA
Staff Resources • Public Works staff, Consultants
Financial Resources • Adoption of CIPs for design and construction Timeline • Design: FY 2024-25
• Construction: FY 2025-2027
Success Indicators . • Completion of bus shelter installations __ Accomolishments i • Desi.gn phase was completed in June 2025 ---
Strategy
-
~ I .i
Key Implementation Task ,., ,., -
- _ _j ._,_-__ • _!_ -
- --
id Responsibility Lea - -=--=-=-=--- - --- - -:::;, -. -· I Other !lU"' •T••I~:__:.:'===·
Staff Resources I-·---~-~
c.-===- = ~I - -e-=- -
- - - - .. - - . - . . -- -------::::::::- -:-::- ---::-- - - - - Financial Resources
'I '
Timeline
rJtcarn I I
r= _-= - -= = _=-= -:~ . ~ ,I_ 1_
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City of Laguna Niguel
Strategic Plan
Implementation Action Plan
Goal# 4: Infrastructure and Technolo_gy
Strategy
Key Implementation Task
Staff Resources
Financial Resources
Timeline
Success Indicators
Key Implementation Task
Staff Resources
Financial Resources
Timeline
Success Indicators
LEGEND
Ongoing/In Proqress
On Schedule

7. Update IT Infrastructure Assessment
• Complete IT Infrastructure Assessment
Infrastructure replacement schedule
r's Offi~ IT Consultant
• Assistant Ci
• FY 2025-27
• FY 2025-2027
• Completion of IT Infrastructure Assessment
• Create a schedule and identify funding sources to upgrade obsolete technology based on IT Infrastructure Assessment results
• CIP fundhi~ for infrasttuet1:1re/equipment replacement Identify cybersecurity enhancements
Provide cvbersecuritv traininq to Citv staff
er's Office
• None
• TBD
• Increased cybersecurity knowledge among City staff
City of Laguna Niguel
Strategic Plan
Implementation Action Plan
Goal# 4: Infrastructure and Technology
Strategy 9. Pavement Management Plan
• Obtain an overall PCI of 80 on City roadways
• Arterial and Local Roadway Rehabilitation Projects:

Key Implementation Task • Residential Annual Resurfacing Program • Residential Overlay Program
• Preventative patchinq & crack sealinQ various streets Citvwide • Public Works
• None
Staff Resources • Consultants and Contractors reauired
Financial Resources • Include in Operating and CIP Budgets Timeline • On
City of Laguna Niguel
Strategic Plan
Implementation Action Plan
Goal# 4: Infrastructure and Technology
Strategy I 10. Advanced Intelligent Transportation Network • Install fiber optic connections through the arterial roadway network • Implement technology upgrades at signalized intersections Key Implementation Task I:• Install Pan-Tilt-Zoom (PTZ) cameras at key intersection locations • Install Traffic Management Center in City Hall
• Connect real-time traffic data to Citv Hall
• Public Works
• OCTA, CalTrans, TCA
Staff Resources • Consultants and Contractors required
Financial Resources • Funded throuah adoption of 5-vear CIP, Measure M2grant funding , and Gas Tax Timeline • Phase 1 Traffic Management Center - Summer 2026 • Onooina throuah 2030
• Full operation of the Traffic Management Center
Success Indicators • Minimize traffic delao/S Citywide
• Operational use durina emeraencies
LEGEND
City of Laguna Niguel
Strategic Plan
Implementation Action Plan
Goal# 4: Infrastructure and Technology
Strategy II 11. Recreation Facility Improvements
• LED lighting upgrades to Athletic Facilities/Fields
Key Implementation Task II • Shade structure infrastructure upgrades at premier sports facilities Staff Resources
Financial Resources
Timeline
Success Indicators
Strategy
Key Implementation Task
Staff Resources
Financial Resources
Time/ine
Success Indicators
• Basketball court infrastructure in anticipation of El Lazo lease expiration • Parks & Recreation Director and Public Works Director • None
• Consultants and Contractors required
• TBD
• TSO
• Identify funding sources
Completion of recreation facill

12. Bridge Maintenance Program
• Evaluate the condition of 17 City-owned and maintained bridges • Develop a long-term preventative maintenance program
• Develop rehabilitation project scope
• Identify fundinQ and orants available to pay for project costs • Public Works
• CalTrans
• Consultants and Contractors required
• Funded throuoh the adoption of a 5-year CIP and available orants throuoh CalTrans • 2027
• Implementation of preventative maintenance
• Identification of Capital Improvement Projects
City of Laguna Niguel
Strategic Plan
Implementation Action Plan
Goal# 4: Infrastructure and Technology
Strategy
Lead
Other A
Staff Resources
Financial Resources
Timeline
Success Indicators
LEGEND
Ongoing/In Proqress
On Schedule

1.3.,Traffic Manual Update
• Uptilat~ the Cit:y's,polfoies anc:t,procedures to evaluat~ traffic-relate9 community1r~:quests • Uodate .standards for comp1lance with State reau,rement& • Pwblic Works
• Consultants ~uired . Citv Man
• Funded throuQh Public V\lor:ks t
• Fi
• ettv _Council aoFJrovat oJ Laoun.a Niguel_l[_aJificJl11am.1_a1 City of Laguna Niguel
Strategic Plan
Implementation Action Plan
Goal # 5: Economic and Community Development
Strategy
Key Implementation Task
Lead Resoonsibility
Other Aaencies Involved
Staff Resources
Financial Resources
Timeline
Success Indicators
Accomplishments
LEGEND
Ongoing/In ProQress
On Schedule
- -- -- - - - .. -

1. Local Coastal Program (LCP) Updates
. • Prepare Draft Local Coastal Program updates
, • Work with California Coastal Commission (CCC) staff to refine updates • Planning Commission review
• City Council adoption
• California Coastal Commission adoption -
• Communitv Develooment Deoartment
• California Coastal Commission
• Cit_v Manaaer's OfficeL Citv Attornev's Office, Community Develooment • TBD
• 2020-2028 (Pending California Coastal Commission review/adootion orocess) • California Coastal Commission adoption of Local Coastal Program Uodates • Initial project scoping with CCC staff completed
' •· Coastal Zone Boundary mapping refinements completed • South Laguna Specific Plan/LCP Guidebook completed
• Area O property owner and CCC staff enQaQement initiated I,
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City of Laguna Niguel
Strategic Plan
Implementation Action Plan
Goal # 5: Economic and Community Development
Strategy
Key Implementation Task
Lead Responsibility
Other Agencies Involved
Staff Resources
Financial Resources
Timeline
Success Indicators
Accomplishments
LEGEND
Ongoing/In Proqress
On Schedule
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2. Gateway Specific Plan Update
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1 • Assessment of existing Gateway Specific Plan
• • Commission studies as needed
• Prepare Draft Update
. • Planning Commission review
' •· City Council.ado.0.tion -- -
• Community Development Department - -
• County of Oranae, Caltrans
• City Manaaer's Office, Citv Attornev's Office, Communitv Develooment, Public Works • TBD
• 2023-2027
• City Council adQption of Gateway Specific Plan Update • Second 5-year assessment of the Gateway Specific Plan Traffic Model and Conditions completed , • Pursuant to HCD direction . update of City density bonus framework completed • County engagement on potential Oso Creek/Galivan Basin improvements initiated • Stakeholder engagement initiated
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City of Laguna Niguel
Strategic Plan
Implementation Action Plan
Goal # 5: Economic and Community Development
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Strategy 3. Gateway Specific Plan Implementation
• Widening of CVP, For.bes Road. Cabot
Key Implementation Task • Intersection improvements on Cabot and CVP • Evaluation of private property conditions
Lead Responsibility • Community Development Department
Other Agencies Involved 1 • County of Orange
Staff Resources . • Citv Manaaer's Office, City Attorney~s Office, Community Develooment , Public Works Financial Resources ~• TBD
Timeline 1 • 2024-2030 (Pending OCFCD and QC Public Works review/approval) Success Indicators • Completion of public realm improvements and private development evaluations 1 • Southerly Oso Creek Bridge completed
Accomplishments • Oso Creek Trail extension abutting the Metrolink parking lot completed • East Bound Widenililg of Crown Valley Parkway completed i
Strategy I 4. General Services Administration (GSA) Federal Building Property Disposal Key Implementation Task • Pending GSA sharing next steps - Lead Responsibility • Communitv DevelQpment Department
Other Aaencies Involved • GSA, Public Buildina Reform Board, State Historic Preservation Office_r, OC Sheriffs_, OCFA, MNWD Staff Resources • City Manager's Office, City Attorney's Office, Community Development Financial Resources . : None
Timeline l • TBD
Success Indicators • Consistent participation and advocacy for City interests throuahout the GSA property disposal orocess Accomplishments • Enqaqe GSA & CBRE in preparation for marketing and brokered sale process LEGEND
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City of Laguna Niguel
Strategic Plan
Implementation Action Plan
Goal # 5: Economic and Community Development
1- - .

Strategy
i

5. Business Attraction/Retention/Education
' • Promotional materials
• Broker services
Key Implementation Task • Regional economic development participation • SCORE events
• Commercial stakeholder meetings
• Coordination with the Laguna Niguel Chamber of Commerce Lead Responsibility • Community Development Department - - Other Agencies Involved • NIA
Staff Resources • • Citv Manaaer's Office, Communitv Develooment Financial Resources ' • TBD
Time/ine 1 • On-going (~nnual) -
Success Indicators , • Completion of annual pro_g_rams, maintenance of City informational resources • Revamp/relaunch Featured Business program
i'• Revamp/relaunch of Economic Development newsletter: Niguel Now Accomplishments • Expanded social media and community engagement .1 • Consolidated Economic Development online resources • OCIE SBDC group participation
• Hosted/promoted 25 SCORE workshops (3 in-person at City HallLnine regional, and 13 online) LEGEND
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City of Laguna Niguel
Strategic Plan
Implementation Action Plan
Goal # 5: Economic and Community Development
-
Strategy 6. Comprehensive Municipal Code Update
• Develop amendment schedule
• Conduct special studies (as needed)
Key Implementation Task • Draft code language
• Planning Commission review (as needed)
• Citv Council adoption .

Lead Responsibility • Citv Manaaer's Office
Other Agencies Involved • Varies
Staff Resources • City Manager's Office, Citv Attorney's Office, Communitv Develooment, Public Work~ Parks & RecreationJ inance Financial Resources • $30,000 (General Fund}_ •
Time/ine e: 2023 - 2026 -Success Indicators i • Completion of Comprehensive Update Accomplishment : • The updated LNMC draft is in final review by American Legal Publishing, and Study Session presentations began I in January 2026, with tentative recodification scheduled for late Summer 2026 I
City of Laguna Niguel
Strategic Plan
Implementation Action Plan
Goal # 5: Economic and Community Development
Strategy
Key Implementation Task
Lead Responsibility
Other Agencies Involved
Staff Resources
Financial Resources
Timeline
Success Indicators
Accomplishments
LEGEND
Ongoing/In Proqress
On Schedule
·-

7. Housing Element Implementation
• Monitoring and reporting
• Iterative code updates
1 • Community outreach & education
' • Grant related activities
, • Community Development Department - .
• HCD
• Citv Manager's Office, City Attorney's Office, Community Development • TBO
• On-.aoina. (Annual)
• Completion of work proaram items p_ursuant to the Housing Element implementation schedule • • Amended ADU Ordinance pursuant to recent changes to State Law , • Developed and published Pre-approved ADU plans, handouts, and web resources • Developed and published SB 9 Checklist and Handbook
• Hosted four housing workshops at City Hall
, • Completed all annuc1I Housing Element implementation tasks, including submittal of the 2024 Annual Progress Report (APR)
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City of Laguna Niguel
Strategic Plan
Implementation Action Plan
Goal # 5: Economic and Community Development
-- --
Strategy 8. Private Development Design Standards & Guidelines Update • Consultant RFP/selection
Key Implementation Task • Prepare draft te~graphics
• Planning Commission review
• Citv Council adootion
Lead Responsibility • Community Develooment Deoartment
Other Agencies Involved • NIA
Staff Resources • Citv Mana1ler's Office, City Attorney's Office, Community Develooment Financial Resources • $150,000 (General Fund)_
Timeline • 2024-2027 -- - - "
Success Indicators • Citv Council adoption of Code Uodate •- Retained consultamt to create draft document (RRM Design Group) Accomplishments • Audit of existing private development standards, design standards, and design guidelines completed • Initial draft of nonresidential objective design standards submitted and under review - .
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City of Laguna Niguel
Strategic Plan
Implementation Action Plan
Goal # 5: Economic and Commun ity Development
- -
Strategy 9. General Plan Implementation
• General Pl1an Consistency Update of Zoning Code/Zoning Map Key Implementation Task • Master Plan of Arterial Highways (MPAH) Amendments ~ Bikeways Network Improvement Priorities
• Public realm streetscape guidelines update
Lead Responsibility • Community Development Department - - Other Agencies Involved • Various
Staff Resources • City Manager's Office, City Attorney's Office, Public Works, Parks & Recreation Financial Resources • TBD
Timeline • On!iloinQ
• City Council approval of Zoning Code/Zoning Map Amendments Success Indicators • O8TA approval of Master Plan of Arterial Highways (MPAH) Amendments • Establishment of Bikeways Improvement Priorities
• Ur.:,clate of public realm streetscao.e guidelines
Strategy 10. Sea Country Festival
Key Implementation Task • Identify future site and logistics for Festival - - - - Lead Responsibility • • Parks & Recreation Department
Other Agencies Involved I e N/A
Staff Resources • Parks & Recreation Director, Deputy Parks & Recreation Director, Recreation Superintendents, Recreation I Supervisors
Financial Resources • FY 25-27 Biennial BudQet
Timeline • 2026
Success Indicators ._ • Identify a permanent location for the Festival - I
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City of Laguna Niguel
Strategic Plan
Implementation Action Plan
Goal # 5: Economic and Community Development
Strategy
I

11. Olympics Mark~ting Plan
Key Implementation Task
1 • Identify opportunitfes. to•show.case Laguna Niguel Busin~sps • MarketLag_una Niguel businesses
Lead Responsibility • G0mmunlty Engagem-ent Manager, A$sistaflt to'the City Manager.

Other Agencies Involved • Orange Gounty' Business Coundl • LanCJna Nlciuel Chamber of Commerce
Staff Resources : • Citv. Mana_ger's' Office, Camm unify Development Financial Resources • liBD
Timeline • 2-02&-2028
Success Indicators • Increase im, sajes tax revenue
LEGEND
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City of Laguna Niguel
Strategic Plan
Implementation Action Plan
Goal # 5: Economic and Community Development
Strategy
Key Implementation Task
Lead Responsibility
Other Agencies Involved
Staff Resources
Financial Resources
Timeline
Success Indicators
LEGEND
Ongoing/In Pro_qress
On Schedule
..

12. New Private Developments/Businesses
j • City Center
1 • Chet Holifield Federal Building (pending sale by Federal Government) • Griffin Senior Living
: • Cove at El Niguel
; • CUSD Surplus Site
• Sunpointe
, • Village Remodel
• Shake Shack
; • Project Social
• Trader Joe's relocation
• Laquna Niquel Marketplace Foodcourt Uoarades
• Community Development Department
• Laquna Niquel Chamber of Commerce - --~--
, • City Manager's Office, Community Development, Public Works - , • Developer paid fees
! • On_going
; • Buildout/commencement of operation for new private developments/businesses ]
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City of Laguna Niguel
Strategic Plan
Implementation Action Plan
Goal # 5: Economic and Community Development
-
Strategy I 13; Aliso Creek Corridor Specific • Plan
l • Assessmeht of existing conditions
I • Comm ission stuclies as needed
Key Implementation Task
I
• Prepare a draft specific p1an
• Planning Commission rev1ew
I • Citv. Cbundl adootion
Lead Resi,onsibility • Community . Deve!opme1:1t Department Other Aaencies Involved ·• NfA
Staff Resources • • City Manaaer:'s §)ffic_e. Citv Attorney 's Office. Community Develooment , P.ublic Works Financial Resources • TiBD
Timeline • 2026-2027
Success Indicators • Citv adootion of AliS01Creek Corridor Soec ific Plan -
City of Laguna Niguel
Strategic Plan
Implementation Action Plan
Goal # 6: Communication and Community Outreach
l
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Strategy 1. Social Media
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• 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 lnstagram 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 • Communitv Enaao!!ment Manager l
Financial Resources ' • No additional funds needed I -- ~ -~ Timeline ' • In oro1:1ress/Onaoin.a

IN PROGRESS
• Reach various benchmarks :
0 Facebook: 12,500 followers
I 0 lnstagram : 12,500 followers (Completed) Success Indicators I 0 Nextdoor: 35,000 members (Completed)
I 0 X (formerly Twitter): 5,000 followers and 100,000 annual impressions I
I 0 Gain enough Facebook followers to be in the top 10 in Orange County I
0 Gain enouqh lnstaqram followers to be in the top 10 in Oranqe County I
• Produced 2025 Communications infographic
• Surpassed 1,300,000 annual Facebook reach
Accomplishments • Surpassed 14,000 lnstagram followers
• As of Jal)uary 1, 2026, the City has the third most Facebook Followers and fifth most lnstagram Followers out of 1 - I twenty Oranqe County Cities with a population under 70,000 City of Laguna Niguel
Strategic Plan
Implementation Action Plan
Goal# 6: Communication and Communi.tt Outreach
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Strategy I 2. Utilize New and Existing Technologies to Expand Extensive Community Outreach I • 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
i • Hold virtual meetings with stakeholders
• Target age-specific groups
• Explore the usage of printed, mailed newsletter
. • Increase digital/online outreach to community organizations 1 • Continue and grow outreach meetings with HOAs and property owners ! • Explore additional methods of communication and outreach that have not been used thus far Key Implementation Task , • 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 the use of technology ,1 • Implement Chat Bot on the City website
: • Enhance City's presence on lnstagram to further strengthen community engagement • Mobile App Integration with EPL for service requests
• lmplernent a fully integrat"~d community Mobile fl.pp • Produce a video series on Citv opeiat 1oris and services Lead Responsibility • Assistant Citv ManaQer
Other Agencies Involved I;• OCSD, OCFA, FAM, South County Outreach, CUSD, Mission Viejo Animal Services, SDGE, SCE, MNWD, SoCalGas, etc.

Staff Resources , • Communitv Enaaaement Manaaer, Communitv Development Decartment staff Financial Resources • Allocate fundina in the FY 2024-2025 budget process Timeline • Onaoina/ In Proaress
• Reach all social media benchmarks
Success Indicators
1 • Continue stakeholder outreach meetings and meet with HOAs and property owners 1 • Conduct cost-benefit analysis of mailed newsletter • Successfullv reach _Citv residents who are difficult_to conne_ct with I
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City of Laguna Niguel
Strategic Plan
Implementation Action Plan
Goal # 6: Communication and Communi!Y_ Outreach
Accomplishments
LEGEND
Ongoing/In Proqress
On Schedule
~ • Continue to maintain the City website to en hance user experience and ensure ADA compliance with DOJ's newly adopted technical standards of Web Content Accessibility Guidelines (WCAG) 2.1 Level AA • Utilize the City's 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 the Chief Brief and the Mayor's Message to further promote public engagement • The City continues to provide and promote its 'Featured Business Program' to various local businesses • Mobile App utilized for traffic-related and health/safety incident alerts • The Community Development Department continues utilizing Constant Contact software to release a recurring 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- I to-date information on community events, projects, initiatives, resources, and local alerts • Extensive video content has been created, produced, and distributed monthly via social media platforms • 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
• Procured necessary telephonic and virtual technology to communicate internally and externally • Further promoted the use of Nixie, resulting in over 11,000 subscribers • Increased user engagement and followers on lnstagram, resulting in over 14,000 followers • Promoted the use of a Chat Bot, named 'Beacon' , on the City website. resulting in 4,318 interactions •· As of January 1, 2026, ten editions of 'The Laguna Niguel Beacon' have been distributed to subscribers through a mass email campaign, totaling 64,454 emails sent
City of Laguna Niguel
Strategic Plan
Implementation Action Plan
Goal # 6: Communication and Community Outreach
Strategy 3. Leverage Data Analysis to Curate Citywide Messaging Key Implementation Task 11 : ~~~~~~d::~~ _analy~is_ to ~stablish ~aseline indicators Lead Responsibility I • Assistant Ci
Other Aaencies Involved I • None
Staff Resources •• Communi er
Financial Resources • None
Timeline
Success Indicators a data-driven ci
Accomplishments ·ty's social media data has been integrated into Tableau for more effective and efficient data collection Strategy 4. Update Cable Channel Programming & Viewing Experience . • Implement Cable Channel programming enhancements . . .

Key lmplementat,on Task II _ , , __ .... .., .... ,-.:.... Cable Channel desian and lavout to increase the v1ewma experience 's Office
• Cox Communications
Staff Resources • Assistant Citv Man_ag__er!.. Communit Financial Resources • TBD
Timeline • Fiscal Year 2025-2027
Success Indicators • Updated Cable Channel Programming, enhancing viewer experience • Increase in cable channel viewershi
• Implemented a Monthly Program Schedule to ensure all content remains current. relevant . and reflective of City of Laguna Niguel
Strategic Plan
Implementation Action Plan
Goal # 6: Communication and Communi!Y_ Outreach
Strategy 5. Adopt Citywide Style Gulde
Key Implementation Task • Create a Citywide Style Guide for consistent community messaging ministrative Citvwide Stvle Guide
er's Office
Staff Resources • Assistant City Manager._ Commun·
Financial Resources • NIA
Timeline • Fiscal Year 2025-2027
Success Indicators
Strategy 6. Procurement of Website Service Provider
• Draft RFP
Key Implementation Task I; • Select website service provider • Redesiqn website. with an enhanced user interface
• Assistant City Manaqer. Communitv Enqaqement Manaoer
• None
Staff Resources • Citv Manaqer's Office
Financial Resources •· TBD
Timeline • 2026-2027
Success Indicators • Selection of website service provider • Implementation of redesiqned website
LEGEND