SPECIAL MEETING AGENDA
LAKE FOREST JOINT COMMISSION STRATEGIC PLANNING
WORKSHOP
Special Joint Meeting of the Commissions
Tuesday, February 28, 2023
6:00 PM
Lake Forest Community Center
100 Civic Center Drive, Lake Forest, CA 92630
NOTICE: Pursuant to Lake Forest Municipal Code Section 2.04.010, Special Meetings are held on date and time specified on the Agenda and must be posted at least 24-hours in advance.
AGENDA ON THE INTERNET: The agenda is available on the City’s webpage at www.lakeforestca.gov.
AGENDA DOCUMENT REVIEW: The full packet including the agenda and staff reports are posted on the City’s webpage and are available at Lake Forest City Clerk’s Office , 100 Civic Center Drive, Lake Forest, California, on the Friday prior to the Tuesday meeting.
AGENDA DESCRIPTION: The agenda descriptions are intended to give a summary of the items of business to be transacted or discussed. The recommended action represents staff’s recommendation. The City Council may take any action which it deems to be appropriate on the agenda item and is not limited in any way by the recommended action.
PUBLIC COMMENT PRIOR TO THE MEETING: Members of the public may submit email comments to [email protected]. Email comments will be uploaded to the agenda packet and made part of the official public record of the meeting and will not be read at the meeting. To ensure staff reviews all comments prior to the Workshop, please submit email comments no later than 3:30 p.m. the day of the meeting.
February 28, 2023 COMMISSION STRATEGIC PLANNING WORKSHOP
SPECIAL MEETING AGENDA
Vladimir Anderson
Jolene Fuentes
Margie Matsil
Francisco Barajas
Timothy Bruton
Thomas Ludden
James Richert
Gerardo Camarena Victor Scherr
Jim Fouste
Kelly Gould
Loretta Herrin
CALL TO ORDER:
ROLL CALL:
ATTENDANCE:
Commission Chairs:
Commissioners:
City Manager:
Assistant City Manager:
Deputy City Manager:
Finance Director:
Director of Public Works/City Engineer:
Director of Community Development:
City Clerk:
Michael Stannard
Jordan Villwock
Debra Rose
Keith Neves
Brett Channing
Kevin Shirah
Tom Wheeler
Gayle Ackerman
Lisa Berglund
PLEDGE OF ALLEGIANCE: The Pledge of Allegiance to the Flag of our Country will be led by Commissioner Fuentes.
PUBLIC COMMENTS: Only for the matter listed on the agenda.
At this time, members of the public may address the body on the matter listed on the agenda. Comments shall be limited to three minutes per person and an overall time limit of thirty minutes for the Public Comments portion of the agenda. Commenters are requested to complete a "Request to Speak" form. The completed form is to be submitted to the City Clerk prior to the start of the meeting.
February 28, 2023 COMMISSION STRATEGIC PLANNING WORKSHOP
SPECIAL MEETING AGENDA
WORKSHOP ITEMS:
1. STR ATEGIC PLAN UPDATE
RECOMMENDED ACTION: Participate in Strategic Planning Workshop facilitated by Bill Kelly of Kelly Associates Management Group, LLC ADJOURNMENT:
In compliance with the Americans with Disabilities Act, if you need special assistance to participate in this Workshop, including auxiliary aids or services, you should contact the Office of the City Clerk at (949) 461-3420. Notification 48 hours prior to the Meeting will enable the City to make reasonable arrangements to assure accessibility to this meeting. The Workshop agenda and s t a f f r e p o r t a r e a v a i l a b l e a t t h e City Clerk’s Office on the Friday prior to the Workshop. Copies of all agendas, staff reports and supporting materials can also be found on the City’s website: https://www.lakeforestca.gov/en/government/meeting-agendas-and- minutes/meeting-agendas.
Agenda and staff report , if requested, will be made available in an appropriate alternative format to persons with a disability as required by the Americans With Disabilities Act. Copies of the agenda are provided at no cost and agenda back-up materials are available at the per page copy cost.
The City of Lake Forest mailing address is City of Lake Forest 100 Civic Center Drive, Lake Forest, California 92630. Phone: (949) 461-3400. FAX (949) 461-3511 CERTIFICATION: I, Lisa Berglund, City Clerk of the City of Lake Forest, California, hereby certify that the foregoing agenda was posted for public review on February 24, 2023.
Lisa Berglund
City Clerk
February 28, 2023 COMMISSION STRATEGIC PLANNING WORKSHOP
SPECIAL MEETING AGENDA
CITY COUNCIL AGENDA REPORT
MEETING DATE: 2/28/2023
DEPARTMENT: City Manager
SUBJECT:
STRATEGIC PLAN UPDATE
RECOMMENDED ACTION(S):
Participate in Strategic Planning Workshop Facilitated by Bill Kelly of Kelly Associates Management Group
EXECUTIVE SUMMARY:
The purpose of tonight’s workshop is to begin the process of updating the City’s 2021-2028 Strategic Business Plan (“Strategic Plan”). Approved in 2021, the Strategic Plan covers a period of seven fiscal years and requires a significant update every two years (Attachment). At tonight’s workshop, staff will provide an overview of the Strategic Plan update process, a summary of the results of the 2022 Resident and Business Satisfaction Survey, and an update on the status of projects in the current Strategic Plan. Next, Bill Kelly of Kelly Associates Management Group (“Mr. Kelly”), will facilitate a Strengths, Weaknesses, Opportunities, and Threats (“SWOT”) exercise. During the SWOT exercise, members of the Planning Commission, Traffic & Parking Commission, and Community Services Commission will have the opportunity to discuss the strengths, weaknesses, opportunities, and threats previously identified by City Councilmembers. Commissioners will also have the opportunity to add to the list of strengths, weaknesses, opportunities, and threats. Mr. Kelly will collect the input received from each Commissioner and present the information to the City Council during the City Council Strategic Planning Workshop on March 28, 2023.
BACKGROUND:
In 1999, the City adopted its first Strategic Plan. The Strategic Plan provides policy direction regarding the vision and mission of the organization in addition to the short and long-term programs and projects that support these efforts. The City updates the Strategic Plan every two years to ensure programs and projects listed in the document remain consistent with City Council and community priorities. The Strategic Plan also allows the City to project its revenues and 4 expenditures over the time period covered by the document, ensuring continued strong financial footing.
In October 2020, the City Council voted to adopt the Financial Management and Budgetary Policy. The new policy transitioned the City to a two-year Operating Budget. This approach addresses long-range financial planning and allows the City to forecast two years of operating expenditures which are aligned with the City’s strategic goals. Approximately 35 percent of Orange County cities utilize a two-year budget cycle, including the neighboring cities of Irvine, Laguna Hills, and Mission Viejo.
On June 15, 2021, the City Council approved the current Strategic Plan as part of the City’s transition to a two-year operating budget (Attachment). Since then, the City Council has received quarterly updates from staff summarizing the progress made on the initiatives described in the Strategic Plan’s Implementation Matrix.
The Implementation Matrix of the Strategic Plan identifies the initiatives the City Council authorized that facilitate progress towards the goals of the City.
In preparation for this Joint Commission Workshop, Mr. Kelly interviewed City Councilmembers individually after they completed a short survey. Mr. Kelly has aggregated the information received in his correspondence with the City Council into a list of strengths, weaknesses, opportunities, and threats (“SWOT List”).
DISCUSSION:
The Joint Commission Workshop will provide an opportunity for members of each City Commissioner to comment and add to the SWOT List to be presented by Mr.
Kelly. The schedule for the workshop is as follows:
I. Introduction to 2023 Strategic Planning Process
Debra Rose, City Manager
II. Self-Introductions of Commission Members and Staff
Bill Kelly, Kelly Associates Management Group
III. Summary of 2022 Resident & Business Satisfaction Survey Brett Channing, Deputy City Manager
IV. Summary of Strategic Plan Initiative Tracking Process Sean McGovern, Assistant to the City Manager
V. Strengths, Weaknesses, Opportunities, and Threats (“SWOT”) Exercise Bill Kelly, Kelly Associates Management Group
5 To prepare for the SWOT exercise, staff suggest Commissioners review the goals described in the Strategic Plan.
1. Our livable city is well planned, attractive, and safe; and,
2. Our connected city is engaged, informed, and technologically current; and,
3. Our healthy city is sustainable, well-run, with committed people.
The SWOT exercise will focus on the strengths, weaknesses, opportunities, and threats that face the City in meeting these goals. The input received by Commissioners will help identify strategies the City could adopt to help work toward meeting our goals and vision for the community. The purpose of the SWOT is to gather input regarding what the City is doing well, how the City may improve its approach, and the current and potential future challenges the City may face.
Below is an example of how the City has traditionally approached the SWOT exercise. This example utilizes Goal 1 of the Strategic Plan and provides examples of strengths, weaknesses, opportunities, and threats the City may encounter to achieve the goal.
Goal 1: “Our livable city is well-planned, attractive, and safe.” Figure 1: SWOT for “Our livable city is well-planned” Example.
Strengths:
General Plan Update
Design Standards
Weaknesses:
Inherited County Rules and
Regulations
Opportunities:
New Zoning Designations
Threats:
State and Regional Requirements
Decreasing Revenue / Funding
Our livable city is
well-planned.
6 Figure 2: SWOT for “Our livable city is attractive” Example.
Figure 3: SWOT for “Our livable city is safe” Example.
Upon concluding the SWOT exercise, Mr. Kelly and staff will compile the Commissioners input to share with the City Council. Mr. Kelly will present this information to the City Council during the City Council Strategic Planning Workshop on March 28, 2023. The City Council will then begin discussing specific goals and strategies with staff to craft and adopt the update to the Strategic Plan Update and develop the new two-year Operating Budget.
FISCAL IMPACT:
There is no fiscal impact associated with the recommended action.
ATTACHMENTS:
2021-2028 Strategic Business Plan
Initiated By: Sean McGovern, Assistant to the City Manager Submitted By: Debra Rose, City Manager
Approved By: Debra Rose, City Manager
Strengths:
Attractive Amenities
Parks and State-of-the-Art Facilities
Weaknesses:
Shopping Centers in Need of
Maintenance
Opportunities:
Attract New Businesses Threats:
Increasing Maintenance Costs
Our livable city is
attractive.
Strengths:
Low Crime Rates
Weaknesses:
Susceptability to Wildfires
Opportunities:
More Community Engagment Threats:
Rising Cost of OCSD Contract
Our livable city is
safe.
7 ATTACHMENT
8 FY 2021-22 through FY 2027-28
²ɈȲƊɈƵǐǞƧ ɐȺǞȁƵȺȺ§ǶƊȁ
9 ׂ
²ƧȌɈɈßȌǞǐɈȺ
Mayor
District 3
ªȌƦƵȲɈ§ƵȱɐƵȁȌ
Mayor Pro Tem
District 5
wƊȲDzÀƵɈɈƵǿƵȲ
Council Member
District 4
yƵƵDzǞwȌƊɈƊɹƵƮǞ
Council Member
District 2
(Ȍɐǐ!ǞȲƦȌ
Council Member
District 1
City Council
10 ²ɈȲƊɈƵǐǞƧ ɐȺǞȁƵȺȺ§ǶƊȁ ׃
Table of Contents
City Map
A Message from the City Manager
Executive Summary
Mission& V ǞȺǞȌȁ
Goals and Priority Areas
Goal A: Our livable city is well planned, attractive, and safe.
Goal B: Our connected city is engaged, informed, and
technologically current.
Goal C: Our healthy city government is sustainable
and well-run with committed people.
Implementation Matrix
Goal A: Our livable city is well planned, attractive, and safe.
Goal B: Our connected city is engaged, informed, and
technologically current.
Goal C: Our healthy city government is sustainable
and well-run with committed people.
4 5
6
9 10
11 12
13 14
22 26
11 ׄ
City Map
12 ²ɈȲƊɈƵǐǞƧ ɐȺǞȁƵȺȺ§ǶƊȁ ׅ
Debra Rose
A Message from the City Manager
On behalf of the Lake Forest City Council and City staff, it is my privilege to present the City of Lake Forest’s Strategic Business Plan for Fiscal Years 2021-22 through 2027-28.
ɈǘƵȯǶƊȁƵȺɈƊƦǶǞȺǘƵȺƊƧǶƵƊȲǿǞȺȺǞȌȁƊȁƮɨǞȺǞȌȁ
خ
The plan is focused on three clear long-range goals:
• A livable city that is well planned, attractive, and safe. • A city that is engaged, informed, and technologically current. • A city government that is fiscally sustainable and well-run with committed staff.
Implementing this Strategic Plan enables the City to build on past efforts and respond effectively to the needs of its citizens well into the future. ɨƵȲɈǘƵȁƵɮɈseven ȁƵɩȲƵȺǞƮƵȁɈǞƊǶȁƵǞǐǘƦȌȲǘȌȌƮȺɩǞǶǶƦƵƧȌǿȯǶƵɈƵƮ,ƊȁƮɈǘƵ!ǞɈɯ ÀǘǞȺɩǞǶǶȲƵȱɐǞȲƵƊ
ƧȌȁɈǞȁɐƵƮǏȌƧɐȺȌȁȺɈȲƊɈƵǐǞƧǞȁɨƵȺɈǿƵȁɈȺǞȁǞȁǏȲƊȺɈȲɐƧɈɐȲƵƊȁƮȌɈǘƵȲǿɐȁǞƧǞȯƊǶ ȺƵȲɨǞƧƵȺɈǘƊɈȌȁǶɯɈǘƵ!ǞɈɯƧƊȁȯȲȌɨǞƮƵɈȌƵȁȺɐȲƵmƊDzƵIȌȲƵȺɈƧȌȁɈǞȁɐƵȺɈȌƦƵƊƦƵƊɐɈǞǏɐǶ خ
I want to thank you for your ongoing trust and support. We are proud to serve you! Respectfully,
13 ׆
Executive Summary
The City of Lake Forest has a long tradition of planning for the community’s future. The City Council and staff developed this new Seven-Year Strategic Plan to set forth the direction of the City government’s work. City Council members, City Commissioners, and City staff were engaged to develop this plan.
Input to the plan was gathered through the City’s biennial Resident & Business Survey, interviews with the City Council, and a Strengths, Weaknesses, Opportunities, and Threats (“SWOT”) exercise facilitated by Mr. William Kelly of Kelly Associates Management group .
The result is a plan containing the City’s vision, mission, goals, strategies, and the implementation plan. Each of the three broad goals contains three priority areas and a set of programs and projects, which are the means to achieve the goals. Some programs and projects can be implemented without new resources while others will require additional budgetary or staff resources. Implementation of the Strategic Plan will occur through the budget process, work planning within City departments, and through the City Manager.
In addition to a biannual update of the Strategic Plan, the City Manager will provide quarterly reports to the City Council and community on progress made on the Strategic Plan. The City Manager also may provide interim updates on specific projects and strategies as needed.
Lake Forest City Hall
14 ²ɈȲƊɈƵǐǞƧ ɐȺǞȁƵȺȺ§ǶƊȁ ׇ
Clear Long
Range Goals Achievable
Priorities
Effective
Day-to-Day
Operations
15
Mission
T o deliver innovative, high-quality municipal services in a cost-effective manner.
Vision
T o be a safeand ǏǞȁƊȁƧǞƊǶǶɯsustainable
communityƊȁƮ
خ
El Toro Park
16 ²ɈȲƊɈƵǐǞƧ ɐȺǞȁƵȺȺ§ǶƊȁ
Goals and Priority Areas
JȌƊǶȺ
Goal A
Goal B
Goal C
ɐȲǶǞɨƊƦǶƵ!ǞɈɯǞȺ
ة
خ
ɐȲƧȌȁȁƵƧɈƵƮ!ǞɈɯǞȺ
ة
ƊȁƮɈƵƧǘȁȌǶȌǐǞƧƊǶǶɯ
خ
خׁWell-plannedوPurposeful direction in land use and transportation planning create a community future generations will value. خׁSustainableوResponsible financial policies and prudent decisions provide short-term fiscal stability and long-term financial health. خׂAttractiveوInvestment and maintenance in public facilities, infrastructure, and natural resources enhances community aesthetics and supports quality neighborhoods.
خׂWell-runوGood governance and professional management supports the City’s ability to serve the needs of the community. خ׃SafeوExcellent public safety efforts maintain a family-friendly environment and high-quality of life.
خׁ InformedوTransparency about decision making and government performance cultivates public trust.
خׂ EngagedوOutreach, creative events, and programs inspire connection and participation between residents, businesses, and City government. خ׃ Technologically CurrentوInnovative technologies provide an efficient means for the public to remain engaged and access public information. خ׃Committed PeopleوTalented, ethical staff and contractors are vital assets to our organization and essential to effective and efficient City operations.
ɐȲǘƵƊǶɈǘɯ!ǞɈɯ
ǐȌɨƵȲȁǿƵȁɈǞȺ
ٌ
ȲɐȁɩǞɈǘƧȌǿǿǞɈɈƵƮ
خ
§ȲǞȌȲǞɈɯȲƵƊȺ
Veterans Park
17 ׀ׁ
Goal A
Well-planned
§ɐȲȯȌȺƵǏɐǶƮǞȲƵƧɈǞȌȁ
ǞȁǶƊȁƮɐȺƵƊȁƮ
ɈȲƊȁȺȯȌȲɈƊɈǞȌȁȯǶƊȁȁǞȁǐ
ƧȲƵƊɈƵƊƧȌǿǿɐȁǞɈɯǏɐɈɐȲƵ
خ
Our livable City is well-planned, attractive, and safe.
Attractive
XȁɨƵȺɈǿƵȁɈƊȁƮ
ǿƊǞȁɈƵȁƊȁƧƵǞȁȯɐƦǶǞƧ
ة
ƊȁƮȁƊɈɐȲƊǶȲƵȺȌɐȲƧƵȺ
ƵȁǘƊȁƧƵȺɨǞȺɐƊǶƧǘƊȲƊƧɈƵȲ
ȌǏɈǘƵƧǞɈɯƊȁƮȺɐȯȯȌȲɈȺ
خ
Safe
0ɮƧƵǶǶƵȁɈȯɐƦǶǞƧȺƊǏƵɈɯ
ٌ
ǏȲǞƵȁƮǶɯƵȁɨǞȲȌȁǿƵȁɈƊȁƮ
ǘǞǐǘ خ
§ȲǞȌȲǞɈɯȲƵƊȺ ²ɈȲƊɈƵǐǞƵȺ
فPrioritize initiatives to reduce traffic congestion, improve mobility, and manage on-street parking.
فEnhance the City’s overall visual character, maintain City assets, and proactively reinvest in southwest Lake Forest.
فDevelop and implement initiatives that leverage changes in retail shopping preferences, telecommuting, and technology.
فConsistently invest in the City’s park system.
فEnsure economic and housing initiatives provide opportunities for all residents.
فEvaluate future options for the City’s infrastructure and utility resources.
فStrategically accomodate State mandates to ensure the highest level of local control, community involvement, and organizational effectiveness.
فProvide civic and recreational opportunities appealing to community demographics.
فMaintain business attraction services to bring new retail stores to the City.
فDevelop and implement initiatives to address negative economic impacts caused by COVID-19.
فMaintain a low crime rate in a cost-effective manner.
فMaintain public safety by engaging community members.
فDevelop comprehensive emergency management strategies that prepare the City to respond effectively to unpredictable events. 18 ²ɈȲƊɈƵǐǞƧ ɐȺǞȁƵȺȺ§ǶƊȁ ׁׁ
Goal B
Informed
ÀȲƊȁȺȯƊȲƵȁƧɯƊƦȌɐɈ
ƮƵƧǞȺǞȌȁǿƊDzǞȁǐƊȁƮ
ǐȌɨƵȲȁǿƵȁɈȯƵȲǏȌȲǿƊȁƧƵ
خ
Our connected City is engaged, informed, and technologically current.
Engaged
ƧȲƵƊɈǞɨƵ
ƊȁƮȯȲȌǐȲƊǿȺ
ǞȁȺȯǞȲƵƧȌȁȁƵƧɈǞȌȁƊȁƮ
ƵȁǐƊǐƵǿƵȁɈƦƵɈɩƵƵȁ
ɈǘƵƧȌǿǿɐȁǞɈɯƊȁƮ!ǞɈɯ
خ
Technologically
Current
XȁȁȌɨƊɈǞɨƵɈƵƧǘȁȌǶȌǐǞƵȺ
ƵȁǘƊȁƧƵȌȲǐƊȁǞɹƊɈǞȌȁƊǶ
ƵǏǏǞƧǞƵȁƧɯƊȁƮǘƵǶȯȌɐȲ
خ
§ȲǞȌȲǞɈɯȲƵƊȺ ²ɈȲƊɈƵǐǞƵȺ
فMaintain a communications and marketing strategy, including two-way communication that enhances community engagement. فDevelop programs to expand access to City government.
فReinvigorate civic life in the post-COVID-19 environment via special events and programs.
فEnsure that the City’s decision making process remains accesible to all residents.
فInvolve the public in measuring the quality and effectiveness in services delivered by the city.
فخ
Lake Forest Civic Center
19 ׁׂ
Goal C
Well-Run
JȌȌƮǐȌɨƵȲȁƊȁƧƵƊȁƮ
ȯȲȌǏƵȺȺǞȌȁƊǶǿƊȁƊǐƵǿƵȁɈ
ȺƊƦǞǶǞɈɯ
ɈȌȺƵȲɨƵɈǘƵȁƵƵƮȺȌǏɈǘƵ
خ
Our healthy City government is sustainable and well-run with committed people.
Sustainable
ªƵȺȯȌȁȺǞƦǶƵǏǞȁƊȁƧǞƊǶ
ȯȌǶǞƧǞƵȺƊȁƮȯȲɐƮƵȁɈ
ٌ
ɈƵȲǿǏǞȺƧƊǶȺɈƊƦǞǶǞɈɯƊȁƮ
ɈƵȲǿǏǞȁƊȁخ
Committed People
ÀƊǶƵȁɈƵƮȺɈƊǏǏƊȁƮ
ƧȌȁɈȲƊƧɈȌȲȺƊȲƵɨǞɈƊǶƊȺȺƵɈȺ
ɈȌȌɐȲȌȲǐƊȁǞɹƊɈǞȌȁƊȁƮ
ƵȺȺƵȁɈǞƊǶɈȌƵǏǏƵƧɈǞɨƵƊȁƮ
ƵǏǏǞƧǞƵȁɈ!ǞɈخ
§ȲǞȌȲǞɈɯȲƵƊȺ ²ɈȲƊɈƵǐǞƵȺ
فImplement Financial Management and Budgetary Policy to maintain the financial integrity of the City.
فOperate according to policy on cost recovery.
فAnalyze major programs to identify potential cost savings and manage future costs.
فImplement modern workplace policies that cultivate an
effective, efficient workforce.
فContinuously assess the optimal staffing levels required to provide in-demand services to residents and businesses. فContinuously improve our effectiveness in procuring and managing financially sustainable contract services.
فProfessionally develop and retain staff to match skills with organizational and community needs.
Baker Ranch Community Park
20 ²ɈȲƊɈƵǐǞƧ ɐȺǞȁƵȺȺ§ǶƊȁ ׃ׁ
Implementation Matrix
²ɈȲƊɈƵǐǞƧ§ǶƊȁ
21 ׁׄ
Initiative
#/Title Initiative/Project Description
ׁح
׃ح
ׄح
ׅح
ׂ׆ح
Lake Forest
Transportation
Mitigation
Program
ׂح
wƵƊƮȌɩȺ
TraǏǏǞƧ
Mitigation
Program
Foothill
Circulation
Phasing Plan
New Traffic
Circulation/
Mobility Projects
Traffic Signal
Synchronization
Maintain “Good”
Pavement Condition
of the City’s Roads
Complete infrastructure projects that increase mobility and reduce congestion with Local IȌȲƵȺɈÀȲƊȁȺȯȌȲɈƊɈǞȌȁMitigation Ǐundspaid for by developments. - Lake Forest Rd & Rancho Pkwy (LFTM) (#PW 2020-06)
- El Toro Rd & Portola Pkwy/Santa Margarita Pkwy (LFTM) (# PW 2019-03) - Bake Pkwy & Irvine Blvd/Trabuco Rd (LFTM) (# PW 2019-02) - Bake Pkwy & Jeronimo Rd (LFTM) (# PW 2020-04)
- Lake Forest Dr & Jeronimo Rd (LFTM) (# PW 2020-03)
- Lake Forest Dr & Rockfield Blvd (LFTM) (# PW 2019-06)
- Los Alisos & Rockfield (LFTM) (# PW 2022-11)
- Lake Forest Dr & I-5 (LFTM/NITM) (# PW 2028-10)
- Bake Pkwy & Rockfield - not within City-limits (LFTM) (# PW 2028-11) Utilize developer-funded Foothill Circulation Phasing Plan (FCPP) to make various transpȌȲɈƊɈǞȌȁ improvements that reduce congestion and improve traffic flow. - Los Alisos Blvd/Muirlands Blvd Intersection Improvements (# PW 2019-07) - Jeronimo Rd Widening at El Toro Rd (# PW 2019-08)
- El Toro Rd Raised Medians from Jeronimo Rd to Trabuco Rd (# PW 2020-07) Projects which increase mobility and implement new approaches to traffic circulation. - Protective Permissive Left Turn Project (# PW 2023-03) - Audible Pedestrian Signals (APS) (# PW 2023-0ׂ)
Increase Bike Lanes in Lake Forest (# PW 2020-05B)
- Trabuco Rd Ascension Cemetery Left Turn Holding Pocket (# PW 2025-02) Utilize grants and other transpȌrɈation funds to complete traffic signal synchronization projects that provide more efficient traffic flow. - Alton Pkwy (# PW 2020-16)
- Portola Pkwy (# PW 2020-15)
- Rockfield Blvd (# PW 2023-04)
Use Meadows Traffic Improvement Funds (MTIF) to manage impacts related to the Meadows development.
- Bake Pkwy/Baffin Bay Intersection Improvements (# PW 2020-19) - Bake Pkwy/Toledo Way Intersection Improvements (# PW 2020-18) Construct pavement rehabilitation projects to repair and maintain the quality of the roads (# PW 2021-05A/B, # PW 2022-05A/B, # PW 2023-05A/B, # PW 2024-05A/B, # PW 2025-05A/B, # PW 2026-05A/B, # PW 2027-05A/B, # PW 2027ٌ8-05A/B).
Goal A Our livable City is well-planned, attractive, and safe.
Priority Area 1 - Well-Planned: Purposeful direction in land use and transportation planning create a community future generations will value.
Strategy (a): Prioritize initiatives to reduce traffic congestion, improve mobility, and manage on-street parking.
²ɈȲƊɈƵǐǞƧ ɐȺǞȁƵȺȺ§ǶƊȁ ׁׅ
Lead
Department
Budget
Impact Fund Estimated Completion Date
Public
Works
Public
Works
Public
Works
Public
Works
Public
Works
Public
Works
$8,948,400
$2,475,000
$5,025,000
$1,415,000
$525,000
$28,000,000
LFTM/NITM
Meadows
Traffic
Improvement
Funds
General Fund/
CDBG/M2/SB1
Gas Tax,
AQMD, and
Grants
Measure M2 Fair
Share/ Gas Tax - Road
Maintenance
Rehabilitation Account
/ Gas Tax / City Road
Infrastructure Fund
FCCP
FY 2021-22 - FY 2025-26
FY 2021-22 - FY 2025-26
FY 2021-22 - FY 2023-24
FY 2021-22 - FY 2027-28
FY 2022-23 - FY 2023-24
FY 2022-23 - FY 2023-24
22 ׆ׁ
Initiative
#/Title Initiative/Project Description
׃׆ح
׆ح
ׇح
ح
׀ׁح
ׁׁح
ׁׂح
ׄ׆ح
׃ׁح
Arterial Median
Improvement
Project
Permit Parking
Software
General Plan
Implementation
Mixed-Use
Zoning
Housing Element
Update
Mandatory
Food Waste &
Commercial
Recycling
Mountain View
Affordable Housing
Project
Retail Attraction
Housing
Mandates
Installation of raised hardscaped medians would improve traffic safety. These locations include Trabuco Rd north of El Toro Rd, and on Rockfield Blvd south of Lake Forest Dr (# PW 2022-02).
Prepare objective design standards and development requirements to implement the Mixed-Use land designations included in the General Plan Update 2040. (ƵɨƵǶȌȯƊȁƮǞǿȯǶƵǿƵȁɈȯȲȌǐȲƊǿȺɈȌȯȲȌǿȌɈƵƵȁƵȲǐɯƧȌȁȺƵȲɨƊɈǞȌȁǞȁƧȌȁȺɈȲɐƧɈǞȌȁ §ȲȌƧɐȲƵƊƧȌȁȺɐǶɈƊȁɈɈȌƊȺȺǞȺɈɩǞɈǘǞǿȯǶƵǿƵȁɈǞȁǐƵȁƵȲǐɯ خ
Utilize grant funding to update required General Plan Element that provides analysis of housing needs and identifies sites to accommodate housing for all residents regardless of income (RHNA).
Develop SB 1383 compliant program. Provide organic waste collection for all residents and businesses, establish edible food recovery program, conduct public outreach and education, adopt an organics diversion ordinance with enforceable mechanisms, and adopt procurement policy that includes the use of recycled organics materials.
Work with City consultant(s) to retain and enhance business attraction services.
Mobile app to efficiently administer and enforce permit parking while improving resident experience for annual renewal and guest passes.
Develop public engagement plan related to the National CORE affordable housing development.
ƊȁƮȯȲȌǐȲƊǿȺɈȌƧȌǿȯǶɯɩǞɈǘ²ɈƊɈƵǿƊȁƮƊɈƵȺ
خ
Strategy (a): Prioritize initiatives to reduce traffic congestion, improve mobility, and manage on-street parking.
Strategy (b): Develop and implement initiatives that leverage changes in retail shopping preferences, telecommuting, and technology.
Strategy (c): Ensure that economic and housing initiatives provide opportunities for all residents.
Strategy (d): Strategically accommodate State mandates to ensure the highest level of local control, community involvement, and organizational effectiveness.
Strategy (e): Maintain business attraction services to bring new retail stores to the city. ²ɈȲƊɈƵǐǞƧ ɐȺǞȁƵȺȺ§ǶƊȁ ׇׁ
Lead
Department
Budget
Impact Fund Estimated Completion Date
Public
Works
Public
Works
Public
Works/
Management
Services
Management
Services/
City Manager
Community
Development
Community
Development
Community
Development
Community
Development
Economic
Development
$225,000
$10,000
$75,000
$94,000
$15,000
$20,000
$3,000
Staff
Resources
$120,000
General Fund
General Fund
General Fund
General Fund
General Fund
General Fund
Gas Tax
General Fund
(Reimbursed through
LEAP Grant)
General Fund
(Reimbursed through
LEAP Grant)
FY 2023-24
FY 2022-23
FY 2021-22
FY 2021-22
FY 2021-22
FY 2021-22
FY 2021-22
FY 2021-22
On-going
23 ׁ
Initiative
#/Title Initiative/Project Description
ׅ׆ح
ׁׄح
ׁׅح
׆ׁح
ׇׁح
ׁح
ׁح
׆׆ح
Restaurant
Recovery
Citywide Street
Sign Refresh
Southwest
Lake Forest
Neighborhood
Task Force
Noise Ordinance
Update
Arbor Mini Parks
Park
Enhancements
Neighborhood
Park Renovations
- Phase 3
Open for Business
Campaign
Develop funding program to assist restaurants with economic recovery.
Create new street name sign design and replace street signs citywide, beginning in southwest Lake Forest (# PW 2021-06 and # PW 2022-06).
Interdepartmental task force to address neighborhood concerns identified in the January 2021 Community Satisfaction Study.
Renovate Lake Forest Park and the Nature Park based upon a community input process (# PW 2023-06).
Develop and implement noise mitigation strategies to protect residents from excessive exposure to noise.
Reactivate Arbor Mini Parks through new uses, perimeter fencing, and new landscape (# PW 2019-17).
Facilitate outdoor dining through local zoning and programs that support and promote open-air, take-out, and delivery options.
Strategy (f): Develop and implement initiatives to address negative economic impacts caused by COVID-19.
Strategy (a): Enhance the City’s overall visual character, maintain City assets, and proactively reinvest in Lake Forest.
Strategy (b): Consistently invest in the City’s park system.
Priority Area 2 - Attractive: Investment and maintenance in public facilities, infrastructure, and natural resources enhances visual character of the City and supports quality neighborhoods.
Complete various significant maintenance or enhancement projects to retain the high quality of the City’s park facilities.
- Playground Resurfacing Projects (# PW 2021-08)
- Heroes Park Electrical Repairs and LED/Efficiency Upgrades (# PW 2022-08) - El Toro Lodge Pole Fencing Repairs (# PW 2021-09)
- Park Gazebo Repair & Replacement (# PW 2022-09)
- Replace synthetic fields installed in 2014 at the Lake Forest Sports Park (# PW 2024-02) ²ɈȲƊɈƵǐǞƧ ɐȺǞȁƵȺȺ§ǶƊȁ ׁ
Lead
Department
Budget
Impact Fund Estimated Completion Date
Economic
Development
City Manager/
Community
Development/
Public Works
Economic
Development
Community
Development
Public
Works
Public
Works
Public
Works
Staff
Resources
$70,000
$820,000
$600,000
$2,220,000
$75,000
TBD/$300k
Staff
Resources
General Fund/
TBD
General Fund/
CDBG/Prop 68
Park
Development Fund
General Fund
General Fund
General Fund
General Fund
General Fund
FY ׃ׂׂׂٌ׀ׂ
FY 2023-24
FY 2024-25
FY 2021-22
FY 2021-22
FY 2021-22 - FY 2024-25
FY 2021-22
FY 2022-23
Public
Works
24 ׀ׂ
׀ׂح
ׂׄح
ׇׂح
ׁׂح
ׂׅح
ׂح
ׂح
ح
׆ׂح
ׂׂح
׃ׂح
Assess Efficiency
Updates to
Lighting Citywide
Increase Law
Enforcement Contract
by Adding Two
Deputy Sheriffs
Neighborhood
Watch
Revamp Lake
Forest Leadership
Academy
Community Choice
Aggregation
Community
Engagement Project
Lake Forest
Geofence
Business Watch
Broadband
Feasibility Study
“Stay Safe Lake
Forest” Campaign
Craft Show and
Art Fair
Offer Recreation that
Reflects the Interests
of the Community
Comprehensively assess lighting at City facilities to determine if LED retrofitting can provide cost savings and increase light coverage.
Add two full-service deputies to the City’s contract with OCSD (first year costs: $800,000, ongoing costs: $600,000.
Increase participation and effectiveness of the neighborhood watch program.
Implement the City’s CCA Community Engagement Plan to help determine the City’s interest in pursuing CCA.
Expand the use of the City’s Automatic License Plate Reader System Cameras by adding cameras at major arterial intersections or high traffic areas near city borders.
Work in conjunction with OCSD to bolster/enhance OCSD’s business watch program for Lake Forest.
Launch an updated version of the Lake Forest Leadership Academy that includes modules for neighborhood watch, business watch, and homelessness.
Continue public education initiatives to maintain a low crime rate in the City such as ²ɈƊɯSafe Lake Forest, a series of community seminars to educate residents on crime prevention/safety.
Identify emerging recreation, sports, and activities that interest the community, such as pickleball tournaments.
Procure consultant to conduct feasibility study related to a City-led broadband initiative.
Strategy (c): Evaluate future options for the City’s infrastructure and utility resources.
Strategy (a): Maintain a low crime rate in a cost-effective manner.
Strategy (b): Maintain public safety by engaging community members.
Strategy (d): Provide civic and recreational opportunities appealing to community demographics.
Transform Community Center into boutique for crafts by Lake Forest artists and crafters.
Priority Area 3 - Safe: Excellent public safety efforts maintain a family-friendly environment and high quality of life.
Initiative
#/Title Initiative/Project Description
²ɈȲƊɈƵǐǞƧ ɐȺǞȁƵȺȺ§ǶƊȁ ׁׂ
City Manager/
Economic
Development
Police Services
City Manager
Management
Services
Management
Services
Management
Services
Management
Services
$20,500
$80,000
$3,000
TBD
TBD
$85,000 (est.)
$0
$565,000
$800,000
Staff
Resources
Staff
Resources
General Fund
General Fund
General Fund
General Fund/
TBD
General Fund
General Fund
General Fund
General Fund
General Fund
General Fund
General Fund
FY 2023-24
TBA
FY 2021-22
FY 2021-22
FY 2021-22
FY 2021-22
FY 2021-22
FY 2022-2023
FY 2021-22
FY 2021-22
FY 2021-22 & FY 2022-23
Public
Works
City Manager
Police Services
Police Services
Lead
Department
Budget
Impact Fund Estimated Completion Date
25 ׂׂ
׀׃ح
ׁ׃ح
ׂ׃ح
Local Hazard
Mitigation Plan
City AM
1690 Radio
Comprehensive
Emergency
Management Plan
Identify risks and vulnerability associated with natural disasters and develop long-term strategies for protecting people and property from future hazards.
Establish AM radio station to communicate with residents during wildfires or other emergency events. Emphasis on emergency preparedness.
Procure consultant services to produce a new, comprehensive emergency management plan.
Strategy (c): Develop comprehensive emergency management strategies that prepare the City to respond effectively to unpredictable events.
Initiative
#/Title
Initiative
#/Title
Initiative/Project Description
Initiative/Project Description
׃׃ح
ׄ׃ح
ׅ׃ح
׆׃ح
ׇ׃ح
׃ح
Explore Emerging
Technology
to Increase
Communication
New Website
2021 4th of July
Fireworks Show &
Summer Concert
Series
Lake Forest Sports
Park Tournaments
Resident-Led
Emergency
Preparedness
Literature and
Culture
Explore the use of new technologies to communicate with residents and businesses to encourage two-way connectivity.
Bring the community together to celebrate the 4th of July with a concert and fireworks show and reinstitute the City’s summer concert series.
Engage the community with a storytelling festival, author presentations for all ages, and reading contests.
Train graduates of CERT basic class to lead CERT program and launch Lake Forest amateur radio operators bimonthly meeting.
Increase number of tournaments from 11 to 24 annually.
Launch new City website.
Goal B
Our connected city is engaged, informed, and
technologically current.
Priority Area 1 - Engaged: Outreach, creative events, and programs inspire connection and engagement between the community and City government.
Strategy (a): Maintain a communications and marketing strategy, including two-way communication that enhances community engagement.
Strategy (b): Reinvigorate civic life in the post-COVID-19 environment via special events and programs.
²ɈȲƊɈƵǐǞƧ ɐȺǞȁƵȺȺ§ǶƊȁ
׃ׂ
75,000
$3,000
$250,000
General Fund
General Fund
General Fund/
TBD
FY 2022-23
On-going
FY 2021-22
Community
Development
Management
Services
Management
Services
Management
Services
Management
Services
Management
Services
Management
Services
Management
Services
Management
Services
Lead
Department
Lead
Department
Budget
Impact
Budget
Impact
Fund
Fund
Estimated Completion Date
Estimated Completion Date
Staff
Resources
$65,000
$154,000
$5,000
TBD
$500
General Fund
General Fund
General Fund
General Fund
General Fund
General Fund
FY 2021-22
FY 2021-22
FY 2021-22
FY 2021-22
FY 2021-22
FY 2021-22
26 ׂׄ
׃ح
׃ׄح
ׄׄح
׀ׄح
ׁׄح
ׂׄح
Accessibility
Enhancements
Broadcast City
Commission
Meetings on LFTV
Expand “Pop Up”
City Hall
Lake Forest TV
Performing Arts
Advisory Committee
Redistricting
Expand and preserve access to City Hall by analyzing how Census data may impact resident communication, increase disability accommodations, and provide other services to ensure broad community participation.
Broadcast all commission meetings on LFTV, enabling all residents to view proceedings on COX ch. 851.
Transition from ad hoc “Pop Up City Hall” events to a regularly scheduled “Pop Up City Hall” allowing for promotion via the Leaflet.
Launch Lake Forest TV and develop content to increase opportunities for residents to learn about the City’s decision-making processes.
Form an advisory committee to the Community Services Commission to build upon the use ȌǏthe City’s Performing Arts Center.
Engage the community in the redistricting process based upon 2020 US Census.
Strategy (c): ȺƮƵƧǞȺǞȌȁǿƊDzǞȁǐȯȲȌƧƵȺȺȲƵǿƊǞȁȺƊƧƧƵȺȺǞƦǶƵɈȌƊǶǶ خ
Strategy (a): خ
Priority Area 2 - Informed: ÀȲƊȁȺȯƊȲƵȁƧɯƊƦȌɐɈƮƵƧǞȺǞȌȁǿƊDzǞȁǐƊȁƮ خ
Initiative
#/Title Initiative/Project Description
ׅׄح
׆ׄح
Measure Quality of
Services and Programs
Lake Forest Leadership
Academy -
Graduate Course
Continue biennial Community Satisfaction Study and utilize new technology to perform ad hoc surveys as needed.
Develop a graduate/continuing studies version of the Lake Forest Citizens’ Leadership Academy with an increased focus on important issues and to maintain resident “goodwill ambassadors.”
Strategy (b): Involve the public in measuring the quality and effectiveness in services delivered by the city.
ׇׄح
ׄح
ׄح
Asset Inventory &
Management System
Financial
Management System
Document Imaging
and Storage System
The City will procure a consultant to conduct an inventory and condition assessment of city owned assets in developǞȁǐan Asset Management Plan.
Procure a new document retention system to increase public access to City records.
Procure and implement a financial management system (ERP) to modernize financial practices and provide opportunities for resident self-service access to City services.
Strategy (a): Enhance efficiencies and services through technology.
Priority Area 3. Technologically Current: Innovative technologies enhance organizational efficiency and help our community.
²ɈȲƊɈƵǐǞƧ ɐȺǞȁƵȺȺ§ǶƊȁ ׂׅ
City Clerk
City Clerk
Management
Services
Management
Services
Management
Services
Management
Services
TBD
TBD
$3,900
$70,000
$1,000
$2,000
General Fund
General Fund
General Fund
General Fund
General Fund
General Fund
FY 2023-24
FY 2021-22
FY 2021-22
FY 2021-22
FY 2021-22
FY 2021-22
Lead
Department
Budget
Impact Fund Estimated Completion Date
Management
Services
Management
Services
$48,900
$1,200
General Fund
General Fund
FY 2022-23
FY 2022-23
General Fund
Finance
Finance
City Clerk
$450,000
$100,000
$300,000 General
Fund/TBD
General
Fund/TBD
FY 2022-23
FY 2022-23
FY 2022-23
27 ׆ׂ
Initiative
#/Title Initiative/Project Description
׀ׅح
ׁׅح
Strategy for “One
Time” Revenue
General Fund
Risk Reserve
Policy Update
Develop a strategy or policy with Audit Committee for determining how to appropriate one-time revenues (development fees, stimulus funds, etc.).
Update the City’s risk-based reserves policy to reflect long-term strategic planning goals.
Goal C
Our healthy city government is sustainable and well-run with committed people.
Priority Area 1 - Sustainable: Responsible financial policies and prudent decisions provide short-term fiscal stability and long-term financial health.
Strategy (a): Implement Financial Management and Budgetary Policy to maintain the financial integrity of the city.
ׂׅح
׃ׅح
Biennial Fee
Study
Implement “1%
Review”
Conduct a comparative analysis of City of Lake Forest fees vs fees chargeƮ for similar services Ǟȁ nearby communities.
Annually review certain services that obligate at least 1% of General Fund budget.
Strategy (b): Operate according to policy on cost recovery.
Strategy (c): Analyze major programs to identify potential cost savings and manage future costs.
ׅׄح
׆ׅح
ׅׅح
ׇׅح
Comprehensive
Update to
Purchasing Policies
Contract Staffing
Policy
Modernize
Document
Retention Policies
Implement
Telecommuting
Policy
Update the City’s Purchasing Policies and increase staff training to accurately identify contract scope to match services needed. Improve procurement document strategy.
Develop and implement policies that preserve the City’s ability to effectively manage services provided by contract staff.
Modernize the City’s document retention policies. Emphasize storage of electronic records over hard copies to preserve physical space. Update retention timelines.
Develop and implement a policy to facilitate telecommuting for select job classifications. Policy will include performance measurement framework.
Priority Area 2 - Well-Run: JȌȌƮǐȌɨƵȲȁƊȁƧƵƊȁƮȯȲȌǏƵȺȺǞȌȁƊǶǿƊȁƊǐƵǿƵȁɈ خ
Strategy (a): Continuously improve our effectiveness in procuring and managing financially sustainable contract services.
Strategy (b): Implement modern workplace policies that cultivate an effective, efficient workforce.
²ɈȲƊɈƵǐǞƧ ɐȺǞȁƵȺȺ§ǶƊȁ ׇׂ
City Manager/
Finance
Finance
Lead
Department
Budget
Impact Fund Estimated Completion Date
Staff
Resources
Staff
Resources
General Fund
General Fund
FY 2021-22
FY 2021-22
Finance
City Manager
$49,500
Staff
Resources
General Fund
General Fund
FY 2020-21 - FY 2024-25
FY 2021-22, On-going
City Manager
City Clerk
ش
wƊȁƊǐƵǿƵȁɈ
²ƵȲɨǞƧƵȺ
Staff
Resources
Staff
Resources
Management
Services
TBD
TBD
General Fund
General Fund
General Fund
General Fund
FY 2021-22
FY 2022-23
FY 2024-25
FY 202ׁ2ׂ
28 28
SP#58
Lake Forest
Employee
Retention Program
Develop programs related to employee retention, including “stay” interviews, “ladder” promotion opportunities, and an employee satisfaction survey.
Strategy (a): Professionally develop and retain staff to match skills with organizational and community needs.
Priority Area 3- Committed People: Talented staff and contractors are vital assets to our organization and essential to effective and efficient City operations.
Initiative
#/Title Initiative/Project Description
SP#59
SP#60
SP#61
Join Team Lake
Forest
Develop
Lake Forest
Succession Plan
Biennial
Classification and
Compensation Plan
Market Lake Forest as a top notch employer, emphasizing modern facilities, innovate public sector compensation system, and succession planning.
Human Resources to implement a biennial classification and compensation study to (a) assess the staffing needs of the organization and (b) meet those staffing needs with competitive compensation plans.
Human resources to develop a comprehensive succession plan that includes training, academy courses, job shadowing, etc.
Strategy (b): Continuously assess the optimal staffing levels required to provide in- demand services to residents and businesses.
City of Lake Forest | Strategic Business Plan 29
$5,000Management
Services General Fund FY 2021-22
Management
Services
Management
Services
Management
Services
Lead
Department
Budget
Impact Fund Estimated Completion Date
Staff
Resources
Staff
Resources
$30,000 (for
full study)
General Fund
General Fund
General Fund
FY 2020-21
FY 2022-23
FY 2022-23 & FY 2024-25
29