Agenda packet — Lake Forest City Council, May 23, 2023 (part 1 of 2)

SPECIAL AGENDA

LAKE FOREST CITY COUNCIL
Budget Workshop of the City Council
Tuesday, May 23, 2023
5:30 PM
City Council Chambers, 100 Civic Center Drive, Lake Forest, California NOTICE: Pursuant to Lake Forest Municipal Code Section 2.04.010, Regular Meetings of the City Council are held the First and Third Tuesday of each month at the hour of 5:30 p.m. for Closed Session matters, if required. The Public Session of the meeting shall commence at 6:30 p.m. or as soon thereafter as possible. 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 through the Internet at www.lakeforestca.gov.

AGENDA DOCUMENT REVIEW: The full packet Agenda including all back up information is available at the City Clerk’s Office, 100 Civic Center Drive, Lake Forest, California.

AGENDA DESCRIPTION: The Agenda descriptions are intended to give notice to members of the public of a general summary of items of business to be transacted or discussed. The listed 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 City Council meeting, please submit email comments no later than 5:00 p.m. the day of the meeting.

PUBLIC COMMENT: Members of the public may provide comments in-person at the meeting. Public comments will no longer be accepted remotely. Those wishing to provide comments in-person at the meeting will be asked to submit a request to speak to the City Clerk.

May 23, 2023 CITY COUNCIL BUDGET WORKSHOP

SPECIAL MEETING AGENDA

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CALL TO ORDER:

ROLL CALL:
5:30 p.m.

Robert Pequeño
Scott Voigts
Benjamin Yu
Mark Tettemer
Doug Cirbo
Debra Rose
Council Members:

Mayor Pro Tem:

Mayor:

City Manager:

City Attorney:

City Clerk:

Matthew E. Richardson
Lisa Berglund
PLEDGE OF ALLEGIANCE: The Pledge of Allegiance to the Flag of our Country will be led by Council Member Voigts.

PUBLIC COMMENTS: Only for matters listed on the agenda.

At this time, members of the public may address the City Council regarding matters 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.

Speakers 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.

WORKSHOP ITEMS:

1. ASSET MANAGEMENT PROGRAM UPDATE
RECOMMENDED ACTION: 1. Receive and file a report from Kayuga Solutions summarizing the development of the City’s Asset Management Program. 2.

Provide feedback on the development and implementation of the Asset Management Program.

2. 2023 STRATEGIC PLAN UPDATE
RECOMMENDED ACTION: 1. Receive and file a report from staff summarizing proposed updates to the City's Strategic Business Plan. 2. Provide comment and direction on staff’s proposed updates to the Strategic Business Plan.

May 23, 2023 CITY COUNCIL BUDGET WORKSHOP

SPECIAL MEETING AGENDA

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3. PROPOSED CAPITAL IMPROVEMENT PROJECTS PLAN 2023-2030 RECOMMENDED ACTION: Provide comment on Draft Capital Improvement Projects Plan 2023-2030.

4. PROPOSED 2023-2025 OPERATING BUDGET AND PROPOSED 2023- 2030 FINANCIAL FORECAST
RECOMMENDED ACTION: 1. Receive presentations on Proposed 2023-2025 Operating Budget and Proposed 2023-2030 Financial Forecast. 2. Review, revise, or provide direction to finalize the proposed financial planning documents.

ADJOURNMENT:

In compliance with the Americans With Disabilities Act, if you need special assistance to participate in this Meeting, including auxiliary aids or services, you should contact the Office of the City Clerk at (949) 461-3400.

Notification 48 hours prior to the Meeting will enable the City to make reasonable arrangements to assure accessibility to this meeting. The City Council agenda and agenda back-up materials can be obtained from the Office of the City Clerk on the Friday prior to the City Council meeting. Copies of all Agendas, Staff Reports and Supporting Materials can also be found on the City’s website – https://www.lakeforestca.gov/129/Agendas.

Agenda and agenda packets, 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 Council Chambers, 100 Civic Center Drive, Lake Forest, California.

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 at City Hall on May 19, 2023.

Lisa Berglund
City Clerk
May 23, 2023 CITY COUNCIL BUDGET WORKSHOP

SPECIAL MEETING AGENDA

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CITY COUNCIL AGENDA REPORT
MEETING DATE: 5/23/2023
DEPARTMENT: Finance
SUBJECT:

ASSET MANAGEMENT PROGRAM UPDATE
RECOMMENDED ACTION(S):

1. Receive and file a report from Kayuga Solutions summarizing the development of the City’s Asset Management Program.

2. Provide feedback on the development and implementation of the Asset Management Program.

EXECUTIVE SUMMARY:

The City of Lake Forest is developing and implementing a comprehensive asset management program to gain a better understanding of current and future asset needs, asset risk profile, appropriate levels of service, cost to provide that level of service, and financial and resource requirements to sustain the delivery of those services. The City decided to undertake asset management planning efforts to enhance the infrastructure management processes and practices by forming decisions based on data and science. The City contracted Kayuga Solution to assist in developing the asset management plan.

Headquartered in Laguna Niguel, Kayuga Solution was established to focus exclusively on asset management planning. Kayuga Solution staff have used their extensive experience with all aspects of asset management to customize an asset management solution specifically for the City of Lake Forest. Kayuga Solution has also created a sophisticated cloud-based asset management system that performs lifecycle cost calculations and risk analysis asset-by-asset in addition to other useful features.

Kayuga Solution has created an inventory of City assets, which includes an assessment of over 70,000 assets. Working with staff, a condition and risk assessment has been undertaken as well as discussions regarding future needs of the city. Using this data, Kayuga Solution will be able to produce the Asset Management Plan. This Asset Management Plan will be a transformational and accurate tool the City can use to financially plan for the continued maintenance of all City assets.
4 Attached is a draft executive summary describing the progress made so far towards the Asset Management Plan. Staff recommends the City Council receive and file an oral report from Kayuga Solution describing the progress made on the Asset Management Plan and provide comment.

FISCAL IMPACT:

The recommended action carries no fiscal impact.

ATTACHMENT:

Asset Management Plan Executive Summary Draft
Initiated By: Amy Lewis, Assistant Director of Finance
Submitted By: Kevin Shirah, Director of Finance/City Treasurer Approved By: Debra Rose, City Manager
5 ATTACHMENT
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Contents
1 Introduction...........................................................................................................................................................1 2 Citywide .................................................................................................................................................................4

2.1 Asset Register...............................................................................................................................................4

2.2 Condition Assessment..................................................................................................................................5

2.3 Risk Analysis.................................................................................................................................................5

2.4 Future Needs................................................................................................................................................6 3 Parks ......................................................................................................................................................................8

3.1 Asset Register...............................................................................................................................................8

3.2 Condition Assessment................................................................................................................................10

3.3 Risk Analysis...............................................................................................................................................11

3.4 Future Needs..............................................................................................................................................12 4 Buildings ..............................................................................................................................................................14

4.1 Asset Register.............................................................................................................................................14

4.2 Condition Assessment................................................................................................................................15

4.3 Risk Analysis...............................................................................................................................................16

4.4 Future Needs..............................................................................................................................................17 5 Roadway ..............................................................................................................................................................19

5.1 Asset Register.............................................................................................................................................20

5.2 Condition Assessment................................................................................................................................20

5.3 Risk Analysis...............................................................................................................................................21

5.4 Future Needs..............................................................................................................................................22 6 Urban Forestry.....................................................................................................................................................24

6.1 Asset Register.............................................................................................................................................24

6.2 Condition Assessment................................................................................................................................25

6.3 Risk Analysis...............................................................................................................................................26

6.4 Future Needs..............................................................................................................................................27 7 Drainage...............................................................................................................................................................29

7.1 Asset Register.............................................................................................................................................29

7.2 Condition Assessment................................................................................................................................30

7.3 Risk Analysis...............................................................................................................................................30

7.4 Future Needs..............................................................................................................................................31 8 Confidence Level..................................................................................................................................................34 8 1
1 Introduction
The City of Lake Forest (City) is developing and implementing a comprehensive asset management program to gain better understanding of the current and future asset needs, asset risk profile, appropriate levels of service, cost to provide that level of service, and financial and resource requirements to sustain the delivery of those services.

The City decided to undertake asset management efforts to enhance the infrastructure management processes and practices. The City wanted to develop a decision-making platform based on data and science. The City contracted Kayuga Solution (Kayuga) to assist in developing the asset management plan. Using data, the City wanted to document the assets owned and managed, understand the current asset condition, identify immediate actions required to fix or replace the poor and failed condition assets, project future asset replacement needs, and establish a sustainable financial plan to ensure uninterrupted asset service. Using technology with a sound data foundation, the City wanted to develop a dynamic asset management decision-making platform that can be used to proactively manage the infrastructure assets.

Asset Management Definition
Asset management is defined as
"Managing assets to minimize the total cost of owning, operating, and maintaining those assets while delivering the desired service level at an acceptable level of risk." Effective asset management is to balance the expectations of the community with the cost of providing that level of service, with the risk associated with that asset, with available funding, and with available people to do the work.

Asset Management Plan
An assetmanagement plan is a long-range planning documentthat provides a framework for understanding the assets an organization owns and manages, services it provides, risks it assumes, and financial investments required to sustain the services. An asset management plan can help an organization move from reactive to proactive management of its physical and financial resources. The development of an asset management plan requires answers to the following questions:
• What is an asset? What is not an asset?
9 2
• Which assets need to be managed?
• What is the current state of the assets?
• What maintenance and capital work are required? When and how much? • How long until the assets need to be renewed?
• Which assets are critical?
• What levels of service must be provided?
• What is the long-range investment needed to sustain the delivery of services? The answers to these questions help in the development of an asset management plan. The key elements of the asset management plan development are the following:

1. Asset inventory - What does the City own and manage?

2. Condition assessment - What are the current conditions and needs of the assets?

3. Risk assessment - Which assets are critical? Which are not?

4. Work management - What work needs to be done? Where, when, and for how much?

5. Life cycle cost assessment - What are the long-term financial needs?

6. Funding analyses - Are there enough funds allocated to the management of the asset to sustain the delivery of that asset?
Asset Management Program
An asset management program encompasses the framework, goals, data, methodologies, processes, practices, and information systems used to support asset management decisions.

Goal of the Asset Management Program
The main goal of the City's asset management program is to transition from reactive to proactive planning and management of its assets. More specifically, the City's overarching goal is to achieve the following objectives:
• To understand the magnitude and timing of asset reinvestment needs • To understand the risk associated with assets
• To develop a data-backed justification to plan and prioritize asset needs • To understand the cost to provide service
• To develop a consistent and transparent decision-making process • To develop a sound data foundation for asset management • To communicate and be able to tell the infrastructure story Some of the major challenges to meeting that goal include the following:
• Identifying and understanding the complete inventory of assets owned and managed by the City • Assets in need of maintenance, rehabilitation, or replacement • High level of service standards
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Methodology
The following diagram illustrates the methodology to develop the asset management program.

Figure 1-1 Asset Management Process
These processes were applied to the City’s management systems to develop the asset management plan. 11 4
2 Citywide
The Citywide Asset Management Program includes the following systems:
• Park Management System
• Building Management System
• Roadway Management System
• Urban Forestry Management System
• Drainage Management System

2.1 Asset Register
An asset is defined as something with value that is owned and managed by the City. For City staff use, an asset is generally defined at the level in which a maintenance work order will be generated and tagged. Typical assets include benches, drinking fountains, doors, street lights, trees, and pipes, among other types of assets.

Assets are grouped into classes for modeling and management purposes. An asset class generally refers to a group of assets that behave similarly (e.g., useful life, rehabilitation activities). Grouping the assets into these classes allows easier modeling of life cycle behavior.

The City is responsible for 73,375 park, building, roadway, urban forestry, and drainage assets included in this study.

Additional information about the assets included in each management system is included in the following sections.

During the asset inventory process, the location of many of the assets was recorded in GIS.

Each asset was assigned an estimated replacement cost. The sum of all the asset replacement costs is approximately $899.4 million. As summarized in this report, the replacement cost represents the sum of replacement costs of the assets within each system. Note that pavement was not included as part of the Roadway Management System as it is managed separately.

Table 2-1 Citywide Asset Summary
System Number of Assets Total Asset Replacement Cost
Park Management System 5,397 $64.5 million
Building Management System 5,529 $71.5 million
Roadway Management System 40,256 $615.8 million
Urban Forestry Management System 17,384 $8.6 million
Drainage Management System 4,809 $139.0 million
Total 73,375 $899.4 million
12 5

2.2 Condition Assessment
Condition is one of the best indicators for estimation of immediate and/or future repair and replacement work. During the asset inventory field visits, each accessible asset was assessed for condition. For other assets, condition was assessed based on the estimated age of the asset. The following table shows the overall summary of the condition assessment. As is shown in the table, a majority of the assets are in good condition or better. Approximately 5% of the assets by asset count and less than 2% replacement cost are in fair or poor/failed condition.

Table 2-2 Condition Profile
Condition Number of Assets % by Number Total Replacement Cost % by Replacement Cost 1 - New/Excellent 26,089 36% $300.4 million 33%
2 - Very Good 17,925 24% $112.7 million 13%
3 - Good 25,612 35% $478.2 million 53%
4 - Fair 2,696 4% $7.1 million 1%
5 - Poor/Failed 1,053 1% $1.0 million <1%
Total 73,375 100% $899.4 million 100%

2.3 Risk Analysis
Risk is used for effective prioritization of limited resources (e.g., budget, availability of staff). The two main components of risk are Probability of Failure (PoF) and Consequence of Failure (CoF). PoF indicates the projected time until the asset fails to function at the established levels of service. CoF provides an indication of the impact of a failure in consideration of the triple bottom line factors of sustainability: economic, social, and environmental. Every asset in the asset register is assigned a risk score. Under limited resources, the City should address the assets with the highest risk scores before addressing the lower-risk assets. Risk allows the City to transparently prioritize the assets in need of replacement or rehabilitation.

The following figure shows the resulting overall risk profile for the assets. This profile incorporates both the PoF and CoF scores to prioritize the assets. The assets in the red zone of the risk matrix are the highest risk assets that have both a high probability and high impact of failure. 13 6
Figure 2-4 Risk Matrix
As shown in the risk matrix, most of the assets are low risk to medium risk. Approximately $7.4 million worth of assets are currently high risk. Some of these assets, particularly those nearing the end of their expected useful lives, may need replacement or rehabilitation in the near future, which will be covered in the following sections. Some of the high-risk assets with the highest costs include the artificial turf soccer fields at Lake Forest Sports Park, other sports courts at high-use parks, poor condition or non-existent curb ramps, and high-CoF traffic signs in fair to poor condition (e.g., stop signs), among other assets.

2.4 Future Needs
In order to predict the future replacement and rehabilitation need of all assets, a life-cycle cost analysis is performed. The life-cycle cost analysis is a calculation of costs required to support the set of activities (e.g., rehabilitation, replacement) that are needed to sustain the delivery of an asset's services during the life of an asset or for the planning horizon. Life-cycle cost analysis is performed for each asset in the asset register. For every year of the planning horizon, the life-cycle analysis will calculate which asset needs a rehabilitation or replacement activity and how much it will cost to perform the needed activity. When all the activity costs are summed for each year, the overall replacement and rehabilitation budget for the year will be established. The following figure shows the replacement and rehabilitation (R&R) needs over a 50-year horizon. Utilizing a deterministic model (i.e., assets fail at the end of their estimated useful lives), the average annual investment needed for the assets is approximately $8.5 million. 14 7
$
Figure 2-1 Citywide Replacement & Rehabilitation Profile The following table summarizes the replacement and rehabilitation needs for the Citywide needs over 10-, 20-, 30-, and 100-year planning horizons.

Table 2-3 Citywide R&R Summary
Planning Horizon Total R&R Need Annual Average R&R
Annual Average R&R
with 3% Inflation
10 Years $55.6 million $5.5 million $6.6 million
20 Years $121.1 million $6.1 million $8.4 million
30 Years $189.3 million $6.3 million $10.5 million
100 Years $1,302.5 million $13.0 million $98.9 million
15 8
3 Parks
The City owns and maintains a total of 33 parks as shown in the following map. The number of dots shows the concentration of assets at each park.

3.1 Asset Register
An asset is defined as something with value that is owned and managed by the City. For City staff use, an asset is generally defined at the level in which a maintenance work order will be generated and tagged. Typical assets in the Park Management System include benches, drinking fountains, fencing, walkways, and sports courts.

In total, there are 5,397 assets in the Park Management System. During the asset inventory process, the location of each asset was recorded in GIS. Lake Forest Sports Park has the highest number of assets, followed by Heroes Park and Foothill Ranch Community Park.

Each asset was assigned an estimated replacement cost. The sum of all replacement costs in the Park Management 16 9
System is approximately $64.4 million. As summarized in this report, the replacement cost represents the sum of replacement costs of the assets within the park. Lake Forest Sports Park has the highest total asset replacement cost ($19.3 million), followed by Etnies Skatepark ($4.7 million), Heroes Park ($4.5 million), Foothill Ranch Community Park ($3.9 million), and Baker Ranch Community Park ($3.5 million).

Table 3-1 Park Summary
Park Number of Assets Total Asset Replacement Cost
Alton Park 74 $554,000
Arbor Mini Park 45 $464,000
Baker Ranch Community Park 253 $3,452,000
Barker Ranch Dog Park 63 $280,000
Borrego Canyon Overlook Park 62 $375,000
Borrego Park 178 $1,373,000
Cavanaugh Park 52 $342,000
Cherry Park 108 $1,335,000
Concourse Park 165 $1,533,000
Darrin Park 120 $1,233,000
El Toro Park 219 $2,688,000
Etnies Skatepark of Lake Forest 206 $4,712,000
Floe-Packer Park 27 $42,000
Foothill Ranch Community Park 305 $3,914,000
Heroes Park 326 $4,468,000
Lake Forest Park 30 $267,000
Lake Forest Sports Park/Recreation Center 1,226 $19,290,000 Montbury Park 48 $441,000
Mountain View Park 199 $2,189,000
Nature Park 88 $623,000
Peachwood Park 36 $286,000
Pebble Creek Park 33 $296,000
Pittsford Park 194 $2,094,000
Portola Park 278 $2,633,000
Rancho Serrano Park 66 $357,000
Ranchwood Park 42 $547,000
Regency Park 22 $142,000
Rimgate Park 160 $1,590,000
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Park Number of Assets Total Asset Replacement Cost
Serrano Creek Park 258 $2,404,000
Sundowner Park 30 $272,000
Tamarisk Park 202 $1,924,000
Veterans Park 206 $1,512,000
Vintage Park 76 $742,000
Total 5,397 $64,374,000

3.2 Condition Assessment
Condition is one of the best indicators for estimation of immediate and/or future repair and replacement work.

During the asset inventory field visits, each accessible asset was assessed for condition. The following table shows the overall summary of the park condition assessment. As is shown in the table, a majority of the assets are in good condition or better. Approximately 10% of the assets by asset count and replacement cost are in fair or poor/failed condition.

Table 3-2 Park Condition Profile
Condition Number of Assets % by Number Total
Replacement Cost
% by Replacement
Cost
1 - New/Excellent 653 12% $11.5 million 18%
2 - Very Good 1,444 27% $15.6 million 24%
3 - Good 2,543 47% $31.1 million 48%
4 - Fair 605 11% $5.8 million 9%
5 - Poor/Failed 152 3% $0.4 million 1%
Total 5,397 100% $64.4 million 100%
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3.3 Risk Analysis
Risk is used for effective prioritization of limited resources (e.g., budget, availability of staff). The two main components of risk are Probability of Failure (PoF) and Consequence of Failure (CoF). PoF indicates the projected time until the asset fails to function at the established levels of service. CoF provides an indication of the impact of a failure in consideration of the triple bottom line factors of sustainability: economic, social, and environmental. Every asset in the asset register is assigned a risk score. Under limited resources, the City should address the assets with the highest risk scores before addressing the lower-risk assets. Risk allows the City to transparently prioritize the assets in need of replacement or rehabilitation.

The following figure shows the resulting overall risk profile for the park assets. This profile incorporates both the PoF and CoF scores to prioritize the assets.

The assets in the red zone of the risk matrix are the highest risk assets that have both a high probability and high impact of failure.

Figure 3-4 Park Risk Matrix
As is shown in the risk matrix, most of the assets are low risk to medium risk. Approximately $6.5 million worth of assets are currently high risk. Some of these assets, particularly those in poor condition, may need replacement or rehabilitation in the near future, which will be covered in the following section. The artificial turf soccer fields at Lake Forest Sports Park make up a large portion of the high-risk assets ($2.2 million); these fields are nearing the end of their expected useful lives and should be planned for replacement in the near future. 19 12

3.4 Future Needs
In order to predict the future replacement and rehabilitation need of all assets, a life-cycle cost analysis is performed. The life-cycle cost analysis is a calculation of costs required to support the set of activities (e.g., rehabilitation, replacement) that are needed to sustain the delivery of an asset's services during the life of an asset or for the planning horizon. Life-cycle cost analysis is performed for each asset in the asset register. For every year of the planning horizon, the life-cycle analysis will calculate which asset needs a rehabilitation or replacement activity and how much it will cost to perform the needed activity. When all the activity costs are summed for each year, the overall replacement and rehabilitation budget for the year will be established. The following figures show the replacement and rehabilitation (R&R) needs. The following figure below presents the 50-year R&R needs for the Park Management System. Utilizing a deterministic model (i.e., assets fail at the end of their estimated useful lives), the average annual investment needed for the park assets is approximately $2.9 million.
$
Figure 3-1 Park Replacement & Rehabilitation Profile
20 13
The following table summarizes the replacement and rehabilitation needs for the Park Management System over 10-, 20-, 30-, and 100-year planning horizons.

Table 3-3 Park Management System R&R Summary
Planning Horizon Total R&R Need Annual Average R&R
Annual Average R&R
with 3% Inflation
10 Years $29.7 million $3.0 million $3.5 million
20 Years $61.2 million $3.1 million $4.2 million
30 Years $92.4 million $3.1 million $5.0 million
100 Years $280.9 million $2.8 million $17.2 million
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4 Buildings
The City owns and maintains buildings at three main sites: the Civic Center, Lake Forest Sports Park, and Heroes Park. The locations of the buildings are shown in the following map.

4.1 Asset Register
An asset is defined as something with value that is owned and managed by the City. For City staff use, an asset is generally defined at the level in which a maintenance work order will be generated and tagged. Typical assets in the Building Management System include doors, lights, wall finishes, flooring, ceiling, sinks, electrical panels, and air conditioning units, among other types of assets.

In total, there are 5,529 assets in the Building Management System. The Admin Building/City Hall has the highest number of assets, followed by the Performing Arts Building and the Senior Center.

Each asset was assigned an estimated replacement cost. The sum of all replacement costs in the Building 22 15
Management System is approximately $71.4 million. As summarized in this report, the replacement cost represents the sum of replacement costs of the assets within the building. The Admin Building/City Hall has the highest replacement cost ($23.9 million) followed by the Community Center ($8.8 million).

Table 4-1 Building Summary
Building Number of Assets Total Asset Replacement Cost
Civic Center 4,606 $60.0 million
Admin Building/City Hall 1,901 $23.9 million
Performing Arts Building 765 $6.9 million
Community Center 599 $8.8 million
Senior Center 719 $7.7 million
Parking Garage 293 $8.0 million
Civic Center Site 329 $4.7 million
Lake Forest Sports Park 277 $10.1 million
Recreation Center 567 $7.6 million
North Clubhouse 123 $1.0 million
South Clubhouse 119 $1.0 million
Landscape Maintenance Yard 12 $0.3 million
Facilities Maintenance Yard 20 $0.2 million
Heroes Park 82 $1.3 million
Restroom/Concession Building 82 $1.3 million
Total 5,529 $71.4 million

4.2 Condition Assessment
Condition is one of the best indicators for estimation of immediate and/or future repair and replacement work.

During the asset inventory field visits, each accessible asset was assessed for condition. As is shown in the table, a majority of the assets are in good condition or better. Less than 1% of the assets by asset count and replacement cost are in fair or poor/failed condition.

Table 4-2 Condition Profile
Condition Number of Assets % by Number Total
Replacement Cost
% by Replacement
Cost
1 - New/Excellent 5,294 96% $71.1 million 99%
2 - Very Good 91 2% $0.1 million <1%
3 - Good 103 2% $0.2 million <1%
4 - Fair 41 <1% $0.03 million <1%
5 - Poor/Failed N/A N/A N/A N/A
Total 5,529 100% $71.4 million 100%
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4.3 Risk Analysis
Risk is used for effective prioritization of limited resources (e.g., budget, availability of staff). The two main components of risk are Probability of Failure (PoF) and Consequence of Failure (CoF). PoF indicates the projected time until the asset fails to function at the established levels of service. CoF provides an indication of the impact of a failure in consideration of the triple bottom line factors of sustainability: economic, social, and environmental. Every asset in the asset register is assigned a risk score. Under limited resources, the City should address the assets with the highest risk scores before addressing the lower-risk assets. Risk allows the City to transparently prioritize the assets in need of replacement or rehabilitation.

Figure 4-4 Risk Matrix
As is shown in the risk matrix, nearly all the assets are low risk to medium risk. This is as expected as many of the assets were installed relatively recently. The only two assets that are high risk are water heaters that are currently in good condition; however, because they are relatively high CoF, they should be monitored moving forward.
24 17

4.4 Future Needs
In order to predict the future replacement and rehabilitation need of all assets, a life-cycle cost analysis is performed. The life-cycle cost analysis is a calculation of costs required to support the set of activities (e.g., rehabilitation, replacement) that are needed to sustain the delivery of an asset's services during the life of an asset or for the planning horizon. Life-cycle cost analysis is performed for each asset in the asset register. For every year of the planning horizon, the life-cycle analysis will calculate which asset needs a rehabilitation or replacement activity and how much it will cost to perform the needed activity. When all the activity costs are summed for each year, the overall replacement and rehabilitation budget for the year will be established. The following figure below presents the 50-year R&R needs for the Building Management System. Utilizing a deterministic model (i.e., assets fail at the end of their estimated useful lives), the average annual investment needed for the building assets is approximately $756,000. $
Figure 4-1 Building Replacement & Rehabilitation Profile 25 18
The following table summarizes the replacement and rehabilitation needs for the Building Management System over 10-, 20-, 30-, and 100-year planning horizons.

Table 4-3 Building Management System R&R Summary
Planning Horizon Total R&R Need Annual Average R&R
Annual Average R&R
with 3% Inflation
10 Years $3.1 million $0.31 million $0.38 million
20 Years $10.8 million $0.54 million $0.79 million
30 Years $17.0 million $0.57 million $0.96 million
100 Years $129.6 million $1.3 million $13.9 million
26 19
5 Roadway
The Roadway Management System includes the following systems:
• Traffic Signs
• Street Lights
• Traffic Signals
• Street Striping
• Sidewalk and Curb
• Pedestrian Ramps
• Bridges
• Guardrail
Pavement was not included in this asset management study as it is managed separately. The locations of the roadway assets that were included are shown in the following figure. 27 20

5.1 Asset Register
An asset is defined as something with value that is owned and managed by the City. For City staff use, an asset is generally defined at the level in which a maintenance work order will be generated and tagged. Typical assets in the Roadway Management System include traffic signs, street lights, traffic signal poles, traffic signal heads, sidewalk, pedestrian ramps, and guardrails, among other types of assets.

In total, there are 40,256 assets in the Roadway Management System. The traffic signs make up the highest number of assets in the system, followed by the street striping and sidewalk/curb.

Each asset was assigned an estimated replacement cost. The sum of all replacement costs in the Roadway Management System is approximately $615.7 million. As summarized in this report, the replacement cost represents the sum of replacement costs of the assets within each category.

Table 5-1 Roadway Summary
Category Number of Assets Total Length
Total Asset
Replacement Cost
Traffic Signs 15,291 $3.4 million
Street Lights 76 $0.8 million
Traffic Signals 4,548 $30.7 million
Street Striping 11,890 257 miles $0.5 million
Sidewalk and Curb 5,981 340 miles $414.6 million
Pedestrian Ramps 2,377 $54.7 million
Bridges 82 $110.5 million
Guardrails 11 0.5 miles $0.5 million
Total 40,256 597.5 miles $615.7 million

5.2 Condition Assessment
Condition is one of the best indicators for estimation of immediate and/or future repair and replacement work.

During the asset inventory field visits, each accessible asset was assessed for condition. As is shown in the table, a majority of the assets are in good condition or better. Approximately 4% of the assets by asset count and less than 1% by replacement cost are in fair or poor/failed condition.

Table 5-2 Condition Profile
Condition Number of Assets % by Number Total
Replacement Cost
% by Replacement
Cost
1 - New/Excellent 16,075 40% $95.1 million 15%
2 - Very Good 11,719 29% $78.7 million 13%
3 - Good 10,888 27% $440.9 million 72%
4 - Fair 755 2% $0.5 million <1%
5 - Poor/Failed 819 2% $0.6 million <1%
Total 40,256 100% $615.7 million 100%
28 21

5.3 Risk Analysis
Risk is used for effective prioritization of limited resources (e.g., budget, availability of staff). The two main components of risk are Probability of Failure (PoF) and Consequence of Failure (CoF). PoF indicates the projected time until the asset fails to function at the established levels of service. CoF provides an indication of the impact of a failure in consideration of the triple bottom line factors of sustainability: economic, social, and environmental. Every asset in the asset register is assigned a risk score. Under limited resources, the City should address the assets with the highest risk scores before addressing the lower-risk assets. Risk allows the City to transparently prioritize the assets in need of replacement or rehabilitation.

Figure 5-4 Risk Matrix
As is shown in the risk matrix, most of the assets are low risk to medium risk. Approximately $874,000 worth of assets are currently high risk. Of these assets, the highest-risk assets include high CoF traffic signs that were in fair to poor condition, pedestrian ramps that were in fair to poor structural condition, and curb ramps that were non-existent. Note that this risk assessment does not include ADA compliance for relevant assets (e.g., curb ramps, sidewalk). 29 22

5.4 Future Needs
In order to predict the future replacement and rehabilitation need of all assets, a life-cycle cost analysis is performed. The life-cycle cost analysis is a calculation of costs required to support the set of activities (e.g., rehabilitation, replacement) that are needed to sustain the delivery of an asset's services during the life of an asset or for the planning horizon. Life-cycle cost analysis is performed for each asset in the asset register. For every year of the planning horizon, the life-cycle analysis will calculate which asset needs a rehabilitation or replacement activity and how much it will cost to perform the needed activity. When all the activity costs are summed for each year, the overall replacement and rehabilitation budget for the year will be established. The following figure below presents the 50-year R&R needs for the Roadway Management System. Utilizing a deterministic model (i.e., assets fail at the end of their estimated useful lives), the average annual investment needed for the roadway assets is approximately $4.2 million. $
Figure 5-1 Roadway Replacement & Rehabilitation Profile 30 23
The following table summarizes the replacement and rehabilitation needs for the Roadway Management System over 10-, 20-, 30-, and 100-year planning horizons.

Table 5-3 Roadway Management System R&R Summary
Planning Horizon Total R&R Need Annual Average R&R
Annual Average R&R
with 3% Inflation
10 Years $15.3 million $1.5 million $1.8 million
20 Years $36.4 million $1.8 million $2.6 million
30 Years $60.4 million $2.0 million $3.4 million
100 Years $691.7 million $6.9 million $55 million
31 24
6 Urban Forestry
The City owns and maintains over 17,000 trees citywide as shown in the following map. The number of dots shows the concentration of trees in each area.

6.1 Asset Register
An asset is defined as something with value that is owned and managed by the City. For City staff use, an asset is generally defined at the level in which a maintenance work order will be generated and tagged. In the Urban Forestry Management System, each tree is considered an asset.

In total, there are 17,384 assets in the Urban Forestry Management System. The assets are categorized based on their current maintenance schedule. Most of the trees are organized into four districts to be trimmed on a 4-year cycle. Palm trees and trees at the Lake Forest Sports Park are maintained every year. Serrano Creek Park is 32 25
considered to be a separate district that will require intensive care in the future.

Each asset was assigned an estimated replacement cost. The sum of all replacement costs in the Urban Forestry Management System is approximately $8.6 million.

Table 6-1 Urban Forestry Summary
Area Number of Assets Total Asset Replacement Cost
District 1 3,902 $1.7 million
District 2 2,460 $1.2 million
District 3 3,059 $1.6 million
District 4 3,151 $1.6 million
Palms 300 $0.3 million
Lake Forest Sports Park 1,566 $0.7 million
Serrano Creek Park 2,946 $1.4 million
Total 17,384 $8.6 million

6.2 Condition Assessment
Condition is one of the best indicators for estimation of immediate and/or future repair and replacement work. The City’s urban forestry database contains condition information about each of the trees as summarized in the following table. A majority of the trees are in good condition in terms of overall health. However, it is important to note that many trees are in need of additional care (e.g., trimming).

Table 6-2 Condition Profile
Condition Number of Assets % by Number Total
Replacement Cost
% by Replacement
Cost
1 - New/Excellent N/A N/A N/A N/A
2 - Very Good 3,930 23% $2 million 23%
3 - Good 12,078 69% $6 million 69%
4 - Fair 1,230 7% $0.6 million 7%
5 - Poor/Failed 146 1% $0.06 million 1%
Total 17,384 100% $8.6 million 100%
33 26

6.3 Risk Analysis
Risk is used for effective prioritization of limited resources (e.g., budget, availability of staff). The two main components of risk are Probability of Failure (PoF) and Consequence of Failure (CoF). PoF indicates the projected time until the asset fails to function at the established levels of service. CoF provides an indication of the impact of a failure in consideration of the triple bottom line factors of sustainability: economic, social, and environmental. Every asset in the asset register is assigned a risk score. Under limited resources, the City should address the assets with the highest risk scores before addressing the lower-risk assets. Risk allows the City to transparently prioritize the assets in need of replacement or rehabilitation.

Figure 6-4 Risk Matrix
As is shown in the risk matrix, most of the assets are low risk to medium risk. Approximately $4,200 worth of assets are currently high risk; these assets are dead trees in park areas, which are considered higher CoF. 34 27

6.4 Future Needs
In order to predict the future replacement and rehabilitation need of all assets, a life-cycle cost analysis is performed. The life-cycle cost analysis is a calculation of costs required to support the set of activities (e.g., rehabilitation, replacement) that are needed to sustain the delivery of an asset's services during the life of an asset or for the planning horizon. Life-cycle cost analysis is performed for each asset in the asset register. For every year of the planning horizon, the life-cycle analysis will calculate which asset needs a rehabilitation or replacement activity and how much it will cost to perform the needed activity. When all the activity costs are summed for each year, the overall replacement and rehabilitation budget for the year will be established. The following figures show the replacement and rehabilitation (R&R) needs. The following figure below presents the 50-year R&R needs for the Urban Forestry Management System.

Utilizing a deterministic model (i.e., assets fail at the end of their estimated useful lives), the average annual investment needed for the urban forestry assets is approximately $573,000.
$
Figure 6-1 Urban Forestry Replacement & Rehabilitation Profile 35 28
The following table summarizes the replacement and rehabilitation needs for the Urban Forestry Management System over 10-, 20-, 30-, and 100-year planning horizons.

Table 6-3 Urban Forestry Management System R&R Summary
Planning Horizon Total R&R Need Annual Average R&R
Annual Average R&R
with 3% Inflation
10 Years $6.0 million $0.6 million $0.71 million
20 Years $11.6 million $0.58 million $0.8 million
30 Years $17.3 million $0.58 million $0.93 million
100 Years $56.9 million $0.57 million $3.5 million
36 29
7 Drainage
The City owns and maintains drainage assets throughout the city as shown in the following map.

7.1 Asset Register
An asset is defined as something with value that is owned and managed by the City. For City staff use, an asset is generally defined at the level in which a maintenance work order will be generated and tagged. Typical assets in the Drainage Management System include storm drain pipes, manholes, catch basins, and drainage inserts.

In total, there are 4,809 assets in the Drainage Management System. The storm drain pipes make up the highest 37 30
number of assets in the system. Note that the City is continuing to develop the complete asset inventory and to verify ownership and responsibility for storm drain assets within city limits.

Each asset was assigned an estimated replacement cost. The sum of all replacement costs in the Drainage Management System is approximately $139.1 million.

Table 7-1 Drainage Summary
Asset Class Number of Assets Total Length
Total Asset
Replacement Cost
Storm Drain Pipes 2,389 51.2 miles $126.2 million
Manholes 672 $3.4 million
Catch Basins 1,398 $8.4 million
Drainage Inserts 350 $1.1 million
Total 4,809 51.2 miles $139.1 million

7.2 Condition Assessment
Condition is one of the best indicators for estimation of immediate and/or future repair and replacement work. For the drainage assets, the condition assessment was based on the estimated age of the asset compared to the expected useful life. The estimated age of most of the assets was based on the development year recorded in the county’s parcel database. As is shown in the table, a majority of the assets are in very good condition or better. Less than 1% of the assets by asset count and by replacement cost are in fair condition.

Table 7-2 Condition Profile
Condition Number of Assets % by Number Total
Replacement Cost
% by Replacement
Cost
1 - New/Excellent 4,067 85% $122.7 million 88%
2 - Very Good 741 15% $16.4 million 12%
3 - Good N/A N/A N/A N/A
4 - Fair 1 <1% $0.03 million <1%
5 - Poor/Failed N/A N/A N/A N/A
Total 4,809 100% $139.1 million 100%

7.3 Risk Analysis
Risk is used for effective prioritization of limited resources (e.g., budget, availability of staff). The two main components of risk are Probability of Failure (PoF) and Consequence of Failure (CoF). PoF indicates the projected time until the asset fails to function at the established levels of service. CoF provides an indication of the impact of a failure in consideration of the triple bottom line factors of sustainability: economic, social, and environmental.

Every asset in the asset register is assigned a risk score. Under limited resources, the City should address the assets with the highest risk scores before addressing the lower-risk assets. Risk allows the City to transparently prioritize the assets in need of replacement or rehabilitation.
38 31
The following figure shows the resulting overall risk profile for the assets. This profile incorporates both the PoF and CoF scores to prioritize the assets. The assets in the red zone of the risk matrix are the highest risk assets that have both a high probability and high impact of failure.

Figure 7-4 Risk Matrix
As is shown in the risk matrix, all of the assets are low risk to medium risk. This is as expected as most of the assets have long useful lives and are relatively low POF based on age.

7.4 Future Needs
In order to predict the future replacement and rehabilitation need of all assets, a life-cycle cost analysis is performed. The life-cycle cost analysis is a calculation of costs required to support the set of activities (e.g., rehabilitation, replacement) that are needed to sustain the delivery of an asset's services during the life of an asset or for the planning horizon. Life-cycle cost analysis is performed for each asset in the asset register. For every year of the planning horizon, the life-cycle analysis will calculate which asset needs a rehabilitation or replacement activity and how much it will cost to perform the needed activity. When all the activity costs are summed for each year, the overall replacement and rehabilitation budget for the year will be established. 39 32
The following figure below presents the 50-year R&R needs for the Drainage Management System. Utilizing a deterministic model (i.e., assets fail at the end of their estimated useful lives), the average annual investment needed for the drainage assets is approximately $44,000. $
Figure 7-1 Drainage Replacement & Rehabilitation Profile 40 33
The following table summarizes the replacement and rehabilitation needs for the Drainage Management System over 10-, 20-, 30-, and 100-year planning horizons.

Table 7-3 Drainage Management System R&R Summary
Planning Horizon Total R&R Need Annual Average R&R
Annual Average R&R
with 3% Inflation
10 Years $1.1 million $0.11 million $0.14 million
20 Years $1.1 million $0.05 million $0.07 million
30 Years $2.2 million $0.07 million $0.13 million
100 Years $143.4 million $1.4 million $9.3 million
41 34
8 Confidence Level
Confidence Level Analysis is performed to get a snapshot of the current asset management implementation. Each asset management system is rated on the confidence level of the data and methodology developed throughout the project. The purpose of this is to examine the work that was done in order to identify future improvement opportunities.

For each asset management system, the confidence level is rated based on the following factors:
• Asset Inventory and Condition Assessment – examines the completeness of the asset list and the availability of recent condition assessment data
• Data Quality – examines the quality and completeness of the asset attribute data (e.g., size, material) used to develop the asset management plan
• Asset Valuation – examines the accuracy of the methodology used to calculate asset replacement cost • Lifecycle Cost Logic and Management Strategy – examines the accuracy and completeness of the methodology used in lifecycle cost analysis, including decay curve, management strategy that shows asset replacement (useful life) and rehabilitation activity and their frequency • Risk Methodology – examines the accuracy of the risk assessment methodology and results • Staff Participation/Buy-In – examines the staff involvement in the development and review of the asset management plan
Each factor will be assigned 0 to 100 score with 100 represents the highest level of confidence. The score corresponds to an overall grade for each factor based on the following scale.

Table 8-1 Confidence Level Factor Score Grades
Score Grade
90 ≤ A
75-89 B
55-74 C
40-54 D
< 40 F
The following table presents the confidence level factors and their respective weights used to calculate the overall confidence level. The confidence level factor weights are based on the City’s specific goals for the project.

Completing the asset inventory and condition assessment were of particular interest to the City in this phase of the development of the asset management program. As such, these areas had a high weight in the overall confidence level rating.
42 35
Table 8-2 Confidence Level Rating Weight
Confidence Level Factor Weight
Asset Inventory 30%
Data Quality 20%
Asset Valuation 20%
Lifecycle Cost Logic and Management Strategy 10%
Risk Methodology 10%
Staff Review/Buy-In 10%
The following chart shows the confidence level score for each management system as well as the overall score for the Citywide Asset Management Plan. Overall, the Citywide Asset Management Plan received a confidence level rating score of 81.7, which corresponds to a grade of B overall.

Figure 8-1 Asset Management Plan Confidence Level Score 43 36
The overall score for the individual systems is shown in the following table.

Table 8-3 System Confidence Level Score
System Confidence Level Score Confidence Level Grade
Park Management System 86.5 B
Building Management System 86.5 B
Roadway Management System 83 B
Urban Forestry Management System 81 B
Drainage Management System 71.5 C
Citywide Asset Management System 81.7 B
44 CITY COUNCIL AGENDA REPORT
MEETING DATE: 5/23/2023
DEPARTMENT: City Manager
SUBJECT:
2023 STRATEGIC PLAN UPDATE
RECOMMENDED ACTION(S):

1. Receive and file a report from staff summarizing proposed updates to the City's Strategic Business Plan.

2. Provide comment and direction on staff’s proposed updates to the Strategic Business Plan.

EXECUTIVE SUMMARY:

On June 15, 2023, the City Council adopted the 2021-2028 Strategic Business Plan, which covers fiscal years 2021-22 through 2027-28 (“Strategic Plan”) (Attachment 1). Traditionally, the City provides regular updates to the Strategic Plan as new budgets are developed during the lifecycle of the document. To date, the City has completed 48 initiatives in the Strategic Plan, which are projects that facilitate progress towards one of the three goals established by the City Council. As a result, the Strategic Plan requires the insertion of new Initiatives to ensure the City is making continual progress towards the goals.

The project list for the 2023 Strategic Plan Update includes a variety of initiatives that staff are proposing in response to the Strategic Plan development process that began in early 2023 (Attachment 2). The initiatives are proposed in response to input gathered from the community through the 2023 Community Satisfaction Survey, the February 28, 2023, Joint Commission Workshop, and the March 28, 2023, City Council workshop. Staff recommends the City Council consider the proposed project list for the 2023 Strategic Plan Update along with updates to the two plan strategies described later in this report and provide comment. After receiving City Council direction, staff plan to present the final version of the 2023 Strategic Plan Update in June. At its June 20, 2023, meeting, the City Council will have opportunity to consider the final 2023 Strategic Plan Update alongside the proposed 2023-2025 Operating Budget. 45 BACKGROUND:

On June 15, 2021, the City Council adopted the Strategic Plan covering fiscal years 2021-22 through 2027-28 (Attachment 1). Traditionally, the City provides regular updates to the Strategic Plan as new budgets are developed during the lifecycle of the document. In January 2023 the City received the results of the 2023 Community Satisfaction Survey (“Community Satisfaction Survey”). In addition, each City Councilmember was interviewed by Mr. Billy Kelly of Kelly Associates Management Group LLC, who is a skilled facilitator of local government strategic planning processes. The purpose of Mr. Kelly’s interviews was to assess the major strengths, weaknesses, opportunities, and threats (“SWOT”) the community is facing from the perspective of each City Councilmember.

On February 28, 2023, the City held a Joint Commissions Workshop whereby each City Commissioner was invited to provide feedback on the “SWOT” results obtained by Mr. Kelly during his interviews with City Councilmembers. The Commissioners also received a report from staff regarding the results of the Community Satisfaction Survey to help them gauge what issues are of genuine importance in the community. Near the conclusion of the Joint Commissions Workshop, the Commissioners had the opportunity to add items to the SWOT record and comment upon existing items.

On March 28, 2023, the City Council held a Strategic Plan Workshop, whereby they received the updated SWOT record, a summary of the Community Satisfaction Survey results, and a summary of local economic conditions. At this meeting, each City Councilmember had the opportunity to add new items to the SWOT record and emphasize existing items.

In general, the SWOT record constructed through the aforementioned steps largely mimicked the original SWOT record used to establish the original Strategic Plan that was approved in 2021. However, due to changing demographics, the economic dynamics brought on by COVID-19, new State laws, and the public’s desire to connect with other residents at community events, the following items received high emphasis:
• Increased interest in mixed-use development and its ability to address the shortage of housing in the area.
• Very strong interest in maintaining a “business friendly” approach to economic development.
• Desire to accommodate the increasing importance of the internet (shopping, education, work, etc.) and facilitate more competition for internet service locally.
46 • Very strong interest in redeveloping traditional commercial properties to accommodate the new economic realities of commercial real estate and consumer preferences.
• Continued interest in using technology to address public safety. • Desire to enhance the aesthetics of Lake Forest infrastructure. • Interest in implementing small-scale infrastructure projects to improve traffic flow.
• Desire to expand recreation and other civic opportunities to be more inclusive of Lake Forest’s changing demographics.

Appreciating the items that received a high emphasis during the SWOT exercise process, staff began the process of removing completed projects from the Strategic Plan and adding new projects that align with community’s documented preferences.

DISCUSSION:

The updated Implementation Matrix is provided for City Council consideration.

The updated document contains 54 new Initiatives (i.e., projects) that have received internal approval from the City Manager’s Office and Department Directors (Attachment 2). The budget impact of each new initiative has been captured in the Draft 2023-2025 Operating Budget.

The updated Implementation Matrix includes a record of completed projects that can be identified with strikethrough font. New projects that are proposed based on the results of the City’s SWOT analysis process are highlighted in yellow.

Lastly, revisions to existing Strategic Plan projects are identified via a light tan background.

The current Strategic Plan was created in the midst of the COVID-19 pandemic.

At that time, significant restrictions were put in place to limit contact with other people at the workplace, restaurants, shopping destinations, and modes of travel.

Since the COVID-19 pandemic has largely subsided and most public restrictions have been lifted, staff propose an adjustment to Goal B, Priority Area 1, Strategy B. Currently, this Strategy B is:
• “Reinvigorate civic life in the post-COVID-19 environment via special events and programming.”
Staff’s propose changing this Strategy B to:
• “Maintain robust civic event calendar appealing to diverse community demographics.”
47 This change eliminates reference to COVID-19 and instead identifies the City’s changing demographics, which were emphasized during the City’s SWOT analysis process. This change is illustrated below:

Current:

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 (b) Reinvigorate civic life in the post-COVID-19 environment via special events and programs.

Proposed:

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 (b) Maintain robust civic event calendar appealing to diverse community demographics.

The current Strategic Plan also includes a strategy to help businesses recover from the economic impacts of COVID-19 (Goal A, Priority Area 1, Strategy G).

From 2021 through 2023, the City completed both initiatives associated with this strategy, which include the City’s buy-one-get-one gift card program and the allowance of temporary outdoor dining for restaurants. As a result, staff propose to remove this strategy. The proposed list of new initiatives attached to this report contains a variety of economic development-related initiatives, but these do not make specific reference to COVID-19. This change is illustrated below.

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 (g) Develop and implement initiatives to address negative economic impacts caused by COVID-19.

Staff recommends the City Council consider the proposed project list for the 2023 Strategic Plan Update along with updates to the two plan strategies described in this report and provide comment. If approved, staff plan to include the finalized list of projects as part of the formal presentation of the final Strategic Plan on 48 June 20, 2023. At its June 20, 2023, meeting, the City Council will have the opportunity to consider the proposed 2023-2025 Operating Budget alongside the updated Strategic Plan.

FISCAL IMPACT:

There is no fiscal impact associated with the recommended action.

ATTACHMENTS:

1. 2021-2028 Strategic Business Plan

2. Proposed Projects for the 2023 Strategic Business Plan Update Initiated By: Sean McGovern, Assistant to the City Manager Submitted By: Sean McGovern, Assistant to the City Manager Approved By: Debra Rose, City Manager
49 ATTACHMENT 1
50 ²ɈȲƊɈƵǐǞƧꢀ ɐȺǞȁƵȺȺꢀ§ǶƊȁ
FY 2021-22 through FY 2027-28
51 ׂ
City Council
²ƧȌɈɈꢀßȌǞǐɈȺ ªȌƦƵȲɈꢀ§ƵȱɐƵȁȌ
Mayor Mayor Pro Tem
District 3 District 5
wƊȲǲꢀÀƵɈɈƵǿƵȲ yƵƵǲǞꢀwȌƊɈƊɹƵƮǞ (Ȍɐǐꢀ!ǞȲƦȌ
Council Member
District 1
Council Member Council Member
District 4 District 2
52 !ǞɈɯꢀȌǏꢀmƊǲƵꢀIȌȲƵȺɈꢀے ²ɈȲƊɈƵǐǞƧꢀ ɐȺǞȁƵȺȺꢀ§ǶƊȁ ׃
Table of Contents
City Map 4
5 6
A Message f rom the City Manager
Executive Summary
Mission & VǞȺǞȌȁ ׈
Goals and Priority Areas
Goal A: Our livable city is well planned, attractive, and safe.
9 10
Goal B: Our connected city is engaged, informed, and
technologically current.
11 Goal C: Our healthy city government is sustainable
and well-run with committed people.
12 Implementation Matrix
Goal A: Our livable city is well planned, attractive, and safe.
13 14
Goal B: Our connected city is engaged, informed, and
technologically current.
22 Goal C: Our healthy city government is sustainable 26 and well-run with committed people.
53 ׄ
City Map
54 !ǞɈɯꢀȌǏꢀmƊǲƵꢀIȌȲƵȺɈꢀے ²ɈȲƊɈƵǐǞƧꢀ ɐȺǞȁƵȺȺꢀ§ǶƊȁ ׅ
A Message f rom 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.

ÀǘƊȁǲȺꢀɈȌꢀɈǘƵꢀ!ǞɈɯꢀ!ȌɐȁƧǞǶٚȺꢀǶƵƊƮƵȲȺǘǞȯةꢀɈǘƵꢀȯǶƊȁꢀƵȺɈƊƦǶǞȺǘƵȺꢀƊꢀƧǶƵƊȲꢀǿǞȺȺǞȌȁꢀƊȁƮꢀɨǞȺǞȌȁꢀ ɈȌꢀǐɐǞƮƵꢀmƊǲƵꢀIȌȲƵȺɈꢀȌɨƵȲꢀɈǘƵꢀȁƵɮɈꢀׇꢀɯƵƊȲȺخ
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. ɨƵȲꢀɈǘƵꢀȁƵɮɈꢀseven ɯƵƊȲȺةꢀȁƵɩꢀȲƵȺǞƮƵȁɈǞƊǶꢀȁƵǞǐǘƦȌȲǘȌȌƮȺꢀɩǞǶǶꢀƦƵꢀƧȌǿȯǶƵɈƵƮ,ꢀƊȁƮꢀɈǘƵꢀ!ǞɈɯꢀ ɩǞǶǶꢀɈȲƊȁȺǞɈǞȌȁꢀǏȲȌǿꢀƊꢀƮƵɨƵǶȌȯǞȁǐꢀƧȌǿǿɐȁǞɈɯꢀɈȌꢀƊꢀٗǿƊǞȁɈƵȁƊȁƧƵꢀƧǞɈɯخ٘ꢀÀǘǞȺꢀɩǞǶǶꢀȲƵȱɐǞȲƵꢀƊꢀ ƧȌȁɈǞȁɐƵƮꢀǏȌƧɐȺꢀȌȁꢀȺɈȲƊɈƵǐǞƧꢀǞȁɨƵȺɈǿƵȁɈȺꢀǞȁꢀǞȁǏȲƊȺɈȲɐƧɈɐȲƵꢀƊȁƮꢀȌɈǘƵȲꢀǿɐȁǞƧǞȯƊǶꢀ ȺƵȲɨǞƧƵȺꢀɈǘƊɈꢀȌȁǶɯꢀɈǘƵꢀ!ǞɈɯꢀƧƊȁꢀȯȲȌɨǞƮƵꢀɈȌꢀƵȁȺɐȲƵꢀmƊǲƵꢀIȌȲƵȺɈꢀƧȌȁɈǞȁɐƵȺꢀɈȌꢀƦƵꢀƊꢀƦƵƊɐɈǞǏɐǶꢀ ƊȁƮꢀǏǞȁƊȁƧǞƊǶǶɯꢀȺɐȺɈƊǞȁƊƦǶƵꢀƧȌǿǿɐȁǞɈɯخ
I want to thank you for your ongoing trust and support. We are proud to serve you! Respectfully,
Debra Rose
55 Lake Forest City Hall
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.
56 !ǞɈɯꢀȌǏꢀmƊǲƵꢀIȌȲƵȺɈꢀے ²ɈȲƊɈƵǐǞƧꢀ ɐȺǞȁƵȺȺꢀ§ǶƊȁ ׇ
Clear Long
Range Goals Achievable
Priorities
Effective
Day-to-Day
Operations
57 Mission
To deliver innovative, high-quality municipal services in a cost-effective manner.

Vision
To be a safe and ǏǞȁƊȁƧǞƊǶǶɯꢀsustainable
communityꢀɈǘƊɈꢀƧƵǶƵƦȲƊɈƵȺꢀǞɈȺꢀǏȌȲƵȺɈȺةꢀƧȲƵƵǲȺةꢀƊȁƮꢀ
ȁƊɈɐȲƊǶꢀƊǿƵȁǞɈǞƵȺخ
El Toro Park
58 Veterans Park
Goals and Priority Areas
JȌƊǶȺ §ȲǞȌȲǞɈɯꢀꢁȲƵƊȺ
ׁخ Well-planned و Purposeful direction in land use and transportation planning create a community future generations will value. Goal A ׂخ Attractive و Investment and maintenance in public facilities, infrastructure, and natural resources enhances community aesthetics and supports quality neighborhoods.
ɐȲꢀǶǞɨƊƦǶƵꢀ!ǞɈɯꢀǞȺꢀ
ɩƵǶǶٌȯǶƊȁȁƵƮة
ƊɈɈȲƊƧɈǞɨƵةꢀƊȁƮꢀȺƊǏƵخ
خ׃ Safe و Excellent public safety efforts maintain a family-friendly environment and high-quality of life.
ׁخ Informed و Transparency about decision making and government performance cultivates public trust. Goal B
ɐȲꢀƧȌȁȁƵƧɈƵƮꢀ!ǞɈɯꢀǞȺꢀ
ƵȁǐƊǐƵƮةꢀǞȁǏȌȲǿƵƮة
ƊȁƮꢀɈƵƧǘȁȌǶȌǐǞƧƊǶǶɯꢀ
ƧɐȲȲƵȁɈخ
ׂخ Engaged و Outreach, creative events, and programs inspire connection and participation between residents, businesses, and City government. خ׃ Technologically Current و Innovative technologies provide an efficient means for the public to remain engaged and access public information. ׁخ Sustainable و Responsible financial policies and prudent decisions Goal C provide short-term fiscal stability and long-term financial health. ɐȲꢀǘƵƊǶɈǘɯꢀ!ǞɈɯꢀ ׂخ Well-run و Good governance and professional management supports ǐȌɨƵȲȁǿƵȁɈꢀǞȺꢀ the City’s ability to serve the needs of the community.

ȺɐȺɈƊǞȁƊƦǶƵꢀƊȁƮꢀɩƵǶǶٌ
ȲɐȁꢀɩǞɈǘꢀƧȌǿǿǞɈɈƵƮꢀ
ȯƵȌȯǶƵخ
خ׃ Committed People و Talented, ethical staff and contractors are vital assets to our organization and essential to effective and efficient City operations.
59 ׀ׁ
Goal A
Our livable City is well-planned, attractive, and safe. §ȲǞȌȲǞɈɯꢀꢁȲƵƊȺ ²ɈȲƊɈƵǐǞƵȺ
Ɗف Prioritize initiatives to reduce traffic congestion, improve mobility, and manage on-street parking.

Ʀف Develop and implement initiatives that leverage changes in retail shopping preferences, telecommuting, and technology.

Well-planned
§ɐȲȯȌȺƵǏɐǶꢀƮǞȲƵƧɈǞȌȁꢀ
ǞȁꢀǶƊȁƮꢀɐȺƵꢀƊȁƮꢀ
Ƨف Ensure economic and housing initiatives provide opportunities for all residents.

Ʈف Strategically accomodate State mandates to ensure the highest level of local control, community involvement, and organizational effectiveness.

ɈȲƊȁȺȯȌȲɈƊɈǞȌȁꢀȯǶƊȁȁǞȁǐꢀ
ƧȲƵƊɈƵꢀƊꢀƧȌǿǿɐȁǞɈɯꢀǏɐɈɐȲƵꢀ
ǐƵȁƵȲƊɈǞȌȁȺꢀɩǞǶǶꢀɨƊǶɐƵخ
Ƶف Maintain business attraction services to bring new retail stores to the City.

Ǐف Develop and implement initiatives to address negative economic impacts caused by COVID-19.

Attractive ƊفEnhance the City’s overall visual character, maintain City assets, and proactively reinvest in southwest Lake Forest.

XȁɨƵȺɈǿƵȁɈꢀƊȁƮꢀ
ǿƊǞȁɈƵȁƊȁƧƵꢀǞȁꢀȯɐƦǶǞƧꢀ
ǏƊƧǞǶǞɈǞƵȺةꢀǞȁǏȲƊȺɈȲɐƧɈɐȲƵة
ƊȁƮꢀȁƊɈɐȲƊǶꢀȲƵȺȌɐȲƧƵȺꢀ
ƵȁǘƊȁƧƵȺꢀɨǞȺɐƊǶꢀƧǘƊȲƊƧɈƵȲꢀ
ȌǏꢀɈǘƵꢀƧǞɈɯꢀƊȁƮꢀȺɐȯȯȌȲɈȺꢀ
ȱɐƊǶǞɈɯꢀȁƵǞǐǘƦȌȲǘȌȌƮȺخ
Ʀف Consistently invest in the City’s park system.

Ƨف Evaluate future options for the City’s infrastructure and utility resources.

Ʈف Provide civic and recreational opportunities appealing to community demographics.

Safe Ɗف Maintain a low crime rate in a cost-effective manner. 0ɮƧƵǶǶƵȁɈꢀȯɐƦǶǞƧꢀȺƊǏƵɈɯꢀ
ƵǏǏȌȲɈȺꢀǿƊǞȁɈƊǞȁꢀƊꢀǏƊǿǞǶɯٌ
ǏȲǞƵȁƮǶɯꢀƵȁɨǞȲȌȁǿƵȁɈꢀƊȁƮꢀ
ǘǞǐǘ ȱɐƊǶǞɈɯꢀȌǏꢀǶǞǏƵخ
Ʀف Maintain public safety by engaging community members.

Ƨف Develop comprehensive emergency management strategies that prepare the City to respond effectively to unpredictable events. 60 Lake Forest Civic Center
Goal B
Our connected City is engaged, informed, and technologically current. §ȲǞȌȲǞɈɯꢀꢁȲƵƊȺ ²ɈȲƊɈƵǐǞƵȺ
Engaged Ɗف Maintain a communications and marketing strategy, including two-way communication that enhances community engagement. ɐɈȲƵƊƧǘةꢀƧȲƵƊɈǞɨƵꢀ
ƵɨƵȁɈȺةꢀƊȁƮꢀȯȲȌǐȲƊǿȺꢀ
ǞȁȺȯǞȲƵꢀƧȌȁȁƵƧɈǞȌȁꢀƊȁƮꢀ
ƵȁǐƊǐƵǿƵȁɈꢀƦƵɈɩƵƵȁꢀ
ɈǘƵꢀƧȌǿǿɐȁǞɈɯꢀƊȁƮꢀ!ǞɈɯꢀ
ǐȌɨƵȲȁǿƵȁɈخ
Ʀف Reinvigorate civic life in the post-COVID-19 environment via special events and programs.

Ƨف Ensure that the City’s decision making process remains accessible to all residents.

Informed
Ɗف Develop programs to expand access to City government.

ÀȲƊȁȺȯƊȲƵȁƧɯꢀƊƦȌɐɈꢀ
ƮƵƧǞȺǞȌȁꢀǿƊǲǞȁǐꢀƊȁƮꢀ
ǐȌɨƵȲȁǿƵȁɈꢀȯƵȲǏȌȲǿƊȁƧƵꢀ
ƧɐǶɈǞɨƊɈƵȺꢀȯɐƦǶǞƧꢀɈȲɐȺɈخ
Ʀف Involve the public in measuring the quality and effectiveness in services delivered by the city.

Technologically
Current
Ɗف 0ȁǘƊȁƧƵꢀƵǏǏǞƧǞƵȁƧǞƵȺꢀƊȁƮꢀȺƵȲɨǞƧƵȺꢀɈǘȲȌɐǐǘꢀɈƵƧǘȁȌǶȌǐɯخ XȁȁȌɨƊɈǞɨƵꢀɈƵƧǘȁȌǶȌǐǞƵȺꢀ
ƵȁǘƊȁƧƵꢀȌȲǐƊȁǞɹƊɈǞȌȁƊǶꢀ
ƵǏǏǞƧǞƵȁƧɯꢀƊȁƮꢀǘƵǶȯꢀȌɐȲꢀ
ƧȌǿǿɐȁǞɈɯخ
61 Baker Ranch Community Park
Goal C
Our healthy City government is sustainable and well-run with committed people.
§ȲǞȌȲǞɈɯꢀꢁȲƵƊȺ ²ɈȲƊɈƵǐǞƵȺ
Sustainable
ªƵȺȯȌȁȺǞƦǶƵꢀǏǞȁƊȁƧǞƊǶꢀ
ȯȌǶǞƧǞƵȺꢀƊȁƮꢀȯȲɐƮƵȁɈꢀ
Ɗف Implement Financial Management and Budgetary Policy to maintain the financial integrity of the City.

Ʀف Operate according to policy on cost recovery.

ƮƵƧǞȺǞȌȁȺꢀȯȲȌɨǞƮƵꢀȺǘȌȲɈٌ
ɈƵȲǿꢀǏǞȺƧƊǶꢀȺɈƊƦǞǶǞɈɯꢀƊȁƮꢀ
ǶȌȁǐٌɈƵȲǿꢀǏǞȁƊȁƧǞƊǶꢀǘƵƊǶɈǘخ
Ƨف Analyze major programs to identify potential cost savings and manage future costs.

Well-Run
Ɗف Continuously improve our effectiveness in procuring and JȌȌƮꢀǐȌɨƵȲȁƊȁƧƵꢀƊȁƮꢀ
ȯȲȌǏƵȺȺǞȌȁƊǶꢀǿƊȁƊǐƵǿƵȁɈꢀ
ȺɐȯȯȌȲɈꢀɈǘƵꢀ!ǞɈɯٚȺꢀƊƦǞǶǞɈɯꢀ
ɈȌꢀȺƵȲɨƵꢀɈǘƵꢀȁƵƵƮȺꢀȌǏꢀɈǘƵꢀ
ƧȌǿǿɐȁǞɈɯخ
managing financially sustainable contract services.

Ʀف Implement modern workplace policies that cultivate an effective, efficient workforce.

Committed People
Ɗف Professionally develop and retain staff to match skills with ÀƊǶƵȁɈƵƮꢀȺɈƊǏǏꢀƊȁƮꢀ
ƧȌȁɈȲƊƧɈȌȲȺꢀƊȲƵꢀɨǞɈƊǶꢀƊȺȺƵɈȺꢀ
ɈȌꢀȌɐȲꢀȌȲǐƊȁǞɹƊɈǞȌȁꢀƊȁƮꢀ
ƵȺȺƵȁɈǞƊǶꢀɈȌꢀƵǏǏƵƧɈǞɨƵꢀƊȁƮꢀ
ƵǏǏǞƧǞƵȁɈꢀ!ǞɈɯꢀȌȯƵȲƊɈǞȌȁȺخ
organizational and community needs.

Ʀف Continuously assess the optimal staffing levels required to provide in-demand services to residents and businesses. 62 !ǞɈɯꢀȌǏꢀmƊǲƵꢀIȌȲƵȺɈꢀے ²ɈȲƊɈƵǐǞƧꢀ ɐȺǞȁƵȺȺꢀ§ǶƊȁ ׁ׃
ǶƊȁ§ɈȲƊɈƵǐǞƧꢀ² ׈ׂ׀ׁׂׂٌ׀ׂ
Implementation Matrix
63 ׁׄ !ǞɈɯꢀȌǏꢀmƊǲƵꢀIȌȲƵȺɈꢀے ²ɈȲƊɈƵǐǞƧꢀ ɐȺǞȁƵȺȺꢀ§ǶƊȁ ׁׅ
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.

Initiative
#/Title
Lead
Department
Budget
Impact Initiative/Project Description Fund Estimated Completion Date Complete infrastructure projects that increase mobility and reduce congestion with Local IȌȲƵȺɈꢀÀȲƊȁȺȯȌȲɈƊɈǞȌȁꢀMitigation ـmIÀwفꢀǏunds paid for by developments. ׁح§²
Lake Forest
Transportation
Mitigation
Program
- 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) Public
Works $8,948,400 LFTM/NITM FY 2021-22 - FY 2025-26
- 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) ²§حׂꢀ
wƵƊƮȌɩȺ
TraǏǏǞƧ
Meadows
Traffic
Improvement
Funds
Use Meadows Traffic Improvement Funds (MTIF) to manage impacts related to the Meadows development. Public
Works $2,475,000
$5,025,000
FY 2022-23 - FY 2023-24
FY 2022-23 - FY 2023-24
FY 2021-22 - FY 2025-26
Mitigation
Program
- Bake Pkwy/Baffin Bay Intersection Improvements (# PW 2020-19) - Bake Pkwy/Toledo Way Intersection Improvements (# PW 2020-18) Utilize developer-funded Foothill Circulation Phasing Plan (FCPP) to make various ²§׃ح transpȌȲɈƊɈǞȌȁ improvements that reduce congestion and improve traffic flow.

Foothill
Circulation
Phasing Plan
Public
Works - Los Alisos Blvd/Muirlands Blvd Intersection Improvements (# PW 2019-07) FCCP - 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. ׄح§²
New Traffic
Circulation/
Mobility Projects
Public
Works
General Fund/
CDBG/M2/SB1
- Protective Permissive Left Turn Project (# PW 2023-03) - Audible Pedestrian Signals (APS) (# PW 2023-0ׂ) $1,415,000 - 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 ׅح§²
synchronization projects that provide more efficient traffic flow. Gas Tax, AQMD, and
Grants
Public
Works Traffic Signal $525,000 FY 2021-22 - FY 2023-24
FY 2021-22 - FY 2027-28
- Alton Pkwy (# PW 2020-16)
- Portola Pkwy (# PW 2020-15)
- Rockfield Blvd (# PW 2023-04)
Synchronization
Measure M2 Fair
ׂ׆ح§²
Maintain “Good”
Pavement Condition
of the City’s Roads
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).

Public
Works
Share / Gas Tax - Road
$28,000,000 Maintenance
Rehabilitation Account
/ Gas Tax / City Road
Infrastructure Fund
64 ׁ׆! ǞɈɯꢀȌǏꢀmƊǲƵꢀIȌȲƵȺɈꢀے ²ɈȲƊɈƵǐǞƧꢀ ɐȺǞȁƵȺȺꢀ§ǶƊȁ ׇׁ
Strategy (a): Prioritize initiatives to reduce traffic congestion, improve mobility, and manage on-street parking.

Initiative
#/Title
Lead
Department
Budget
Impact Initiative/Project Description Fund Estimated Completion Date ׃׆ح§²
Arterial Median
Improvement
Project
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).

Public
Works $225,000 General Fund FY 2023-24
׆ح§²
Permit Parking
Software
ׇح§²
General Plan
Public
Works
Mobile app to efficiently administer and enforce permit parking while improving resident experience for annual renewal and guest passes. $10,000 $75,000
Gas Tax FY 2022-23
FY 2021-22
(ƵɨƵǶȌȯꢀ ƊȁƮꢀ ǞǿȯǶƵǿƵȁɈꢀ ȯȲȌǐȲƊǿȺꢀ ɈȌꢀ ȯȲȌǿȌɈƵꢀ ƵȁƵȲǐɯꢀ ƧȌȁȺƵȲɨƊɈǞȌȁꢀ Ǟȁꢀ ƧȌȁȺɈȲɐƧɈǞȌȁꢀ ƊȁƮꢀɈȲƊȁȺȯȌȲɈƊɈǞȌȁꢀȯȲȌǯƵƧɈȺخꢀꢀ§ȲȌƧɐȲƵꢀƊꢀƧȌȁȺɐǶɈƊȁɈꢀɈȌꢀƊȺȺǞȺɈꢀɩǞɈǘꢀǞǿȯǶƵǿƵȁɈǞȁǐꢀƵȁƵȲǐɯꢀ Community
Development General Fund
Implementation ƧȌȁȺƵȲɨƊɈǞȌȁꢀƊȁƮꢀȯȌǶǶɐɈǞȌȁꢀȲƵƮɐƧɈǞȌȁꢀȺɈȲƊɈƵǐǞƵȺخ Strategy (b): Develop and implement initiatives that leverage changes in retail shopping preferences, telecommuting, and technology.
׈ح§²
Mixed-Use
Zoning
Community
Development
General Fund
(Reimbursed through
LEAP Grant)
Prepare objective design standards and development requirements to implement the Mixed-Use land designations included in the General Plan Update 2040. $120,000 $94,000
FY 2021-22
FY 2021-22
Strategy (c): Ensure that economic and housing initiatives provide opportunities for all residents.
׀ׁح§²
Housing Element
Update
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).

Community
Development
General Fund
(Reimbursed through
LEAP Grant)
Strategy (d): Strategically accommodate State mandates to ensure the highest level of local control, community involvement, and organizational effectiveness. ²§حׁׁ Public
Works/
Management
Services
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.

Mandatory
Food Waste &
Commercial
Recycling
$15,000
$3,000
General Fund FY 2021-22
ׁׂح§²
Mountain View
Affordable Housing
Project
Management
Services/ Develop public engagement plan related to the National CORE affordable housing development. General Fund
General Fund
FY 2021-22
On-going
City Manager
׃ׁح§²
Housing
Mandates
Community
Development
Staff
Resources
ÇȯƮƊɈƵꢀ!ǞɈɯꢀȌȲƮǞȁƊȁƧƵȺةꢀȲƵǐɐǶƊɈǞȌȁȺةꢀƊȁƮꢀȯȲȌǐȲƊǿȺꢀɈȌꢀƧȌǿȯǶɯꢀɩǞɈǘꢀ²ɈƊɈƵꢀǿƊȁƮƊɈƵȺꢀ ǞȁꢀƊꢀǿƊȁȁƵȲꢀɈǘƊɈꢀƦƵȺɈꢀȲƵǏǶƵƧɈȺꢀ!ǞɈɯꢀɨƊǶɐƵȺخ
Strategy (e): Maintain business attraction services to bring new retail stores to the city. ׄ׆ح§²
Retail Attraction
Economic
Development
Work with City consultant(s) to retain and enhance business attraction services. $20,000 General Fund FY 2021-22 65 ׁ׈! ǞɈɯꢀȌǏꢀmƊǲƵꢀIȌȲƵȺɈꢀے ²ɈȲƊɈƵǐǞƧꢀ ɐȺǞȁƵȺȺꢀ§ǶƊȁ ׁ׉
Strategy (f): Develop and implement initiatives to address negative economic impacts caused by COVID-19.

Initiative
#/Title
Lead
Department
Budget
Impact Initiative/Project Description Fund Estimated Completion Date ׅ׆ح§²
Restaurant
Recovery
Economic
Development
Staff
Resources
General Fund/
Develop funding program to assist restaurants with economic recovery. FY ׂ׀ׁׂׂׂٌꢀۋ Iæꢀׂ׀ׂׂׂٌ׃ TBD ²§׆׆ح Economic
Development
Staff
Resources
Facilitate outdoor dining through local zoning and programs that support and promote open-air, take-out, and delivery options. Open for Business General Fund FY 2021-22 Campaign
Priority Area 2 - Attractive: Investment and maintenance in public facilities, infrastructure, and natural resources enhances visual character of the City and supports quality neighborhoods.

Strategy (a): Enhance the City’s overall visual character, maintain City assets, and proactively reinvest in Lake Forest.
²§حׁׄ Public
Works
Create new street name sign design and replace street signs citywide, beginning in southwest Lake Forest (# PW 2021-06 and # PW 2022-06). TBD/$300k $70,000
General Fund
General Fund
General Fund
FY 2023-24
FY 2021-22
FY 2022-23
Citywide Street
Sign Refresh
ׁׅح§²
Southwest
Lake Forest
Neighborhood
Task Force
׆ׁح§²
Noise Ordinance
Update
City Manager/
Community
Development/
Public Works
Interdepartmental task force to address neighborhood concerns identified in the January 2021 Community Satisfaction Study.

Community
Development
Develop and implement noise mitigation strategies to protect residents from excessive exposure to noise. $75,000
Strategy (b): Consistently invest in the City’s park system. ²§حׇׁ Public
Works
Reactivate Arbor Mini Parks through new uses, perimeter fencing, and new landscape Park $820,000 FY 2021-22 Arbor Mini Parks (# PW 2019-17). Development Fund Complete various significant maintenance or enhancement projects to retain the high quality of the City’s park facilities.
׈ׁح§²
Park
Enhancements
Public
Works
General Fund/
CDBG/Prop 68
- 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) $2,220,000 FY 2021-22 - FY 2024-25
׉ׁح§²
Public
Works
Neighborhood Renovate Lake Forest Park and the Nature Park based upon a community input process $600,000 General Fund FY 2024-25 Park Renovations (# PW 2023-06). - Phase 3
66 ׀ׂ
Strategy (c): Evaluate future options for the City’s infrastructure and utility resources. !ǞɈɯꢀȌǏꢀmƊǲƵꢀIȌȲƵȺɈꢀے ²ɈȲƊɈƵǐǞƧꢀ ɐȺǞȁƵȺȺꢀ§ǶƊȁ ׁׂ
Initiative
#/Title
Lead
Department
Budget
Impact Initiative/Project Description Fund Estimated Completion Date ׀ׂح§²
Public
Works
Assess Efficiency Comprehensively assess lighting at City facilities to determine if LED retrofitting can $565,000 $20,500
General Fund FY 2023-24 Updates to
Lighting Citywide
provide cost savings and increase light coverage.
²§حׁׂ City Manager/
Economic
Implement the City’s CCA Community Engagement Plan to help determine the City’s interest in pursuing CCA.

Community Choice
Aggregation General Fund FY 2021-22
FY 2021-22
Community
Engagement Project Development
²§׉ح Procure consultant to conduct feasibility study related to a City-led broadband initiative. City Manager $85,000 (est.) GeneTraBlDFund/
Broadband
Feasibility Study
Strategy (d): Provide civic and recreational opportunities appealing to community demographics.
²§حׂׂ Management
TBD
TBD
General Fund
General Fund
FY 2021-22
FY 2021-22
Craft Show and
Art Fair
Transform Community Center into boutique for crafts by Lake Forest artists and crafters.

Identify emerging recreation, sports, and activities that interest the community, such as Services
Management ׃ׂح§²
Services
Offer Recreation that
Reflects the Interests pickleball tournaments.
of the Community
Priority Area 3 - Safe: Excellent public safety efforts maintain a family-friendly environment and high quality of life.

Strategy (a): Maintain a low crime rate in a cost-effective manner. ׂׄح§²
Increase Law
Enforcement Contract
by Adding Two
Add two full-service deputies to the City’s contract with OCSD (first year City Manager Police Services
$800,000 General Fund TBA costs: $800,000, on going costs: $600,000.

Deputy Sheriffs
ׂׅح§²
Lake Forest
Geofence
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. $80,000 $0
General Fund
General Fund
FY 2022-2023
²§حׂ׆ Continue public education initiatives to maintain a low crime rate in the City such as ²ɈƊɯꢀSafe Lake Forest, a series of community seminars to educate residents on Management
Services “Stay Safe Lake FY 2021-22 & FY 2022-23
Forest” Campaign crime prevention/safety.

Strategy (b): Maintain public safety by engaging community members. ²§حׇׂ Staff Increase participation and effectiveness of the neighborhood watch program. Police Services Police Services
General Fund
General Fund
FY 2021-22
FY 2021-22
Neighborhood
Watch Resources
׈ׂح§²
Business Watch
Staff
Resources
Work in conjunction with OCSD to bolster/enhance OCSD’s business watch program for Lake Forest.
׈ׂح§²
Revamp Lake
Forest Leadership
Academy
Launch an updated version of the Lake Forest Leadership Academy that includes modules for neighborhood watch, business watch, and homelessness.

Management
Services $3,000 General Fund FY 2021-22
67 ׂׂ !ǞɈɯꢀȌǏꢀmƊǲƵꢀIȌȲƵȺɈꢀے ²ɈȲƊɈƵǐǞƧꢀ ɐȺǞȁƵȺȺꢀ§ǶƊȁ ׂ׃
Strategy (c): Develop comprehensive emergency management strategies that prepare the City to respond effectively to unpredictable events.

Initiative
#/Title
Lead
Department
Budget
Impact Initiative/Project Description Fund Estimated Completion Date ׀׃ح§²
Local Hazard
Mitigation Plan
ׁ׃ح§²
City AM
1690 Radio
Community
Development
Identify risks and vulnerability associated with natural disasters and develop long-term strategies for protecting people and property from future hazards. $75,000 $3,000
General Fund
General Fund
FY 2022-23
On-going
FY 2021-22
Management
Services
Establish AM radio station to communicate with residents during wildfires or other emergency events. Emphasis on emergency preparedness.
ׂ׃ح§²
Comprehensive
Emergency
Procure consultant services to produce a new, comprehensive emergency management plan.

General Fund/
TBD
Management
Services
$250,000
Management Plan
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.

Initiative Lead Budget
Impact Initiative/Project Description Fund Estimated Completion Date FY 2021-22
#/Title Department
׃׃ح§²
Explore Emerging
Technology
to Increase
Communication
Management
Services
Staff
Resources
Explore the use of new technologies to communicate with residents and businesses to encourage two-way connectivity. General Fund
General Fund ²§׃حׄ
New Website
Management
Services Launch new City website. $65,000 FY 2021-22
Strategy (b): Reinvigorate civic life in the post-COVID-19 environment via special events and programs.
ׅ׃ح§²
2021 4th of July
Fireworks Show &
Summer Concert
Series
Bring the community together to celebrate the 4th of July with a concert and fireworks show and reinstitute the City’s summer concert series.

Management
Services $154,000 General Fund FY 2021-22
²§׆׃ح Management
Services
Engage the community with a storytelling festival, author presentations for all ages, and reading contests. $5,000
TBD
General Fund
General Fund
FY 2021-22
FY 2021-22
Literature and
Culture
ׇ׃ح§²
Lake Forest Sports
Park Tournaments
Management
Services
Increase number of tournaments from 11 to 24 annually.
²§׈׃ح Train graduates of CERT basic class to lead CERT program and launch Lake Forest amateur radio operators bi monthly meeting.

Management
Services
Resident-Led $500 General Fund FY 2021-22 Emergency
Preparedness
68 ׂׄ !ǞɈɯꢀȌǏꢀmƊǲƵꢀIȌȲƵȺɈꢀے ²ɈȲƊɈƵǐǞƧꢀ ɐȺǞȁƵȺȺꢀ§ǶƊȁ ׂׅ
Strategy (c): 0ȁȺɐȲƵꢀɈǘƊɈꢀɈǘƵꢀ!ǞɈɯٚȺꢀƮƵƧǞȺǞȌȁꢀǿƊǲǞȁǐꢀȯȲȌƧƵȺȺꢀȲƵǿƊǞȁȺꢀƊƧƧƵȺȺǞƦǶƵꢀɈȌꢀƊǶǶꢀ ȲƵȺǞƮƵȁɈȺخ
Initiative
#/Title
Lead
Department
Budget
Impact Initiative/Project Description Fund Estimated Completion Date ²§׉׃ح 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.

City Clerk TBD General Fund
General Fund
FY 2023-24
FY 2021-22
Accessibility
Enhancements
²§حׄ׀ Launch Lake Forest TV and develop content to increase opportunities for residents to learn about the City’s decision-making processes.

Management
Services $2,000
$1,000
Lake Forest TV
ׁׄح§²
Performing Arts
Advisory Committee
ׂׄح§²
Redistricting
Management
Services
Form an advisory committee to the Community Services Commission to build upon the use ȌǏꢀthe City’s Performing Arts Center. General Fund General Fund
FY 2021-22
Engage the community in the redistricting process based upon 2020 US Census. City Clerk $70,000 FY 2021-22 Priority Area 2 - Informed: ÀȲƊȁȺȯƊȲƵȁƧɯꢀƊƦȌɐɈꢀƮƵƧǞȺǞȌȁꢀǿƊǲǞȁǐꢀƊȁƮꢀꢀ ǐȌɨƵȲȁǿƵȁɈꢀȯƵȲǏȌȲǿƊȁƧƵꢀƧɐǶɈǞɨƊɈƵȺꢀȯɐƦǶǞƧꢀɈȲɐȺɈخ
Strategy (a): (ƵɨƵǶȌȯꢀȯȲȌǐȲƊǿȺꢀɈȌꢀƵɮȯƊȁƮꢀƊƧƧƵȺȺꢀɈȌꢀ!ǞɈɯꢀǐȌɨƵȲȁǿƵȁɈخ ׃ׄح§²
Broadcast City
Commission
Meetings on LFTV
Management
Services
Broadcast all commission meetings on LFTV, enabling all residents to view proceedings on COX ch. 851. $3,900
TBD
General Fund
General Fund
FY 2021-22
FY 2021-22
ׄׄح§²
Expand “Pop Up”
City Hall
Management
Services
Transition from ad hoc “Pop Up City Hall” events to a regularly scheduled “Pop Up City Hall” allowing for promotion via the Leaflet.

Strategy (b): Involve the public in measuring the quality and effectiveness in services delivered by the city.
²§حׅׄ Management
Services
Continue biennial Community Satisfaction Study and utilize new technology to perform ad hoc surveys as needed. $48,900
$1,200
General Fund
General Fund
FY 2022-23
FY 2022-23
Measure Quality of
Services and Programs
²§حׄ׆ Develop a graduate/continuing studies version of the Lake Forest Citizens’ Leadership Management Services
Lake Forest Leadership Academy with an increased focus on important issues and to maintain resident Academy -
Graduate Course “goodwill ambassadors.”
Priority Area 3. Technologically Current: Innovative technologies enhance organizational efficiency and help our community.

Strategy (a): Enhance efficiencies and services through technology. ²§حׇׄ General
Fund/TBD
The City will procure a consultant to conduct an inventory and condition Finance Finance
$300,000
$450,000
$100,000
FY 2022-23
FY 2022-23
FY 2022-23
Asset Inventory & assessment of city owned assets in developǞȁǐꢀan Asset Management Plan.

Management System
׈ׄح§²
Financial
Management System services.

Procure and implement a financial management system (ERP) to modernize financial practices and provide opportunities for resident self-service access to City General
Fund/TBD
׉ׄح§²
Document Imaging Procure a new document retention system to increase public access to City records. City Clerk General Fund and Storage System
69 ׆ׂ
Initiative
#/Title Initiative/Project Description
׀ׅح§²
ׁׅح§²
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§²
׃ׅح§²
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§²
׆ׅح§²
ׅׅح§²
ׇׅح§²
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: JȌȌƮǐȌɨƵȲȁƊȁƧƵƊȁƮȯȲȌǏƵȺȺǞȌȁƊǶǿƊȁƊǐƵǿƵȁɈȺɐȯȯȌȲɈɈǘƵ!ǞɈɯٚȺƊƦǞǶǞɈɯɈȌȺƵȲɨƵɈǘƵȁƵƵƮȺȌǏɈǘƵƧȌǿǿɐȁǞɈɯخ 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. !ǞɈɯȌǏmƊǲƵIȌȲƵȺɈے²ɈȲƊɈƵǐǞƧ ɐȺǞȁƵȺȺ§ǶƊȁ ׇׂ
City Manager/
Finance
Finance
Lead
Department
Budget
Impact Fund Estimated Completion Date
Staff
Resources
Staff
Resources
General FundGeneral Fund
FY 2021-22
FY 2021-22
Finance
City Manager
$49,500
Staff
Resources
General FundGeneral Fund
FY 2020-21 - FY 2024-25
FY 2021-22, On-going
City Manager
City Clerk
!ǞɈɯwƊȁƊǐƵȲش
wƊȁƊǐƵǿƵȁɈ
²ƵȲɨǞƧƵȺ
Staff
Resources
Staff
Resources
Management
Services
TBDTBD
General FundGeneral FundGeneral FundGeneral Fund
FY 2021-22
FY 2022-23
FY 2024-25FY 202ׁ-2ׂ
70 28 City of Lake Forest | Strategic Business Plan 29
Priority Area 3 - Committed People: Talented staff and contractors are vital assets to our organization and essential to effective and efficient City operations.

Strategy (a): Professionally develop and retain staff to match skills with organizational and community needs.

Initiative
#/Title
Lead
Department
Budget
Impact Initiative/Project Description Fund Estimated Completion Date SP#58
Lake Forest Management
Services
Develop programs related to employee retention, including “stay” interviews, “ladder” promotion opportunities, and an employee satisfaction survey. $5,000 General Fund FY 2021-22 FY 2020-21
FY 2022-23
Employee
Retention Program
SP#59
Join Team Lake
Forest
SP#60
Develop
Lake Forest
Succession Plan
Management
Services
Staff
Resources
Market Lake Forest as a top notch employer, emphasizing modern facilities, innovate public sector compensation system, and succession planning. General Fund General Fund Management
Services
Staff
Resources
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 indemand services to residents and businesses.

SP#61 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.

Management $30,000 (for
Services full study)
Biennial
Classification and General Fund FY 2022-23 & FY 2024-25 Compensation Plan
71 ATTACHMENT 2
72 2021-2028 Strategic Plan Implementation Matrix
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.

Estimated Completion
Initiative # Initiative Title Initiative/Project Description Lead Department Budget Impact Fund Date Complete infrastructure projects that increase mobility and reduce congestion with Lake Forest Transportation Mitigation (LFTM) funds paid for by developments.
- Lake Forest Rd & Rancho Pkwy (LFTM)
- El Toro Rd & Portola Pkwy/Santa Margarita Pkwy (LFTM) - Bake Pkwy & Irvine Blvd/Trabuco Rd (LFTM)
- Bake Pkwy & Jeronimo Rd (LFTM)
Lake Forest
Transportation
Mitigation Program
SP#1 Public Works $8,948,400 LFTM/NITM FY 2021-22 - FY 2025-26 - Lake Forest Dr & Jeronimo Rd (LFTM)
- Lake Forest Dr & Rockfield Blvd (LFTM)
- Los Alisos & Rockfield (LFTM)
- Lake Forest Dr. & I-5 (LFTM/NITM)
- Bake Pkwy & Rockfield - not within City-limits (LFTM) Use Meadows Traffic Improvement Funds (MTIF) to manage impacts related to the Meadows development. Meadows Traffic Meadows Traffic SP#2 SP#3
Public Works
Public Works
$2,475,000
$5,025,000
FY 2022-23 - FY 2023-24 Mitigation Program Improvement Funds - Bake Pkwy/Baffin Bay Intersection Improvements - Bake Pkwy/Toledo Way Intersection Improvements
Utilize developer-funded Foothill Circulation Phasing Plan (FCPP) to make various transportation improvements that reduce congestion and improve traffic flow. Foothill Circulation
Phasing Plan FCPP FY 2022-23 - FY 2023-24
- Los Alisos Blvd/Muirlands Blvd Intersection Improvements - Jeronimo Rd Widening at El Toro Rd
- El Toro Rd Raised Medians from Jeronimo Rd to Trabuco Rd Projects which increase mobility and implement new approaches to traffic circulation. New Traffic General
Fund/CDBG/M2/SB1 SP#4
SP#5
Circulation/Mobility
Projects
Public Works
Public Works
$1,235,000
$525,000
FY 2021-22 - FY 2025-26
FY 2021-22 - FY 2023-24
- Protective Permissive Left Turn Project
- Increase Bike Lanes in Lake Forest
- Trabuco Rd Ascension Cemetery Left Turn Holding Pocket Utilize grants and other transportation funds to complete traffic signal synchronization projects that provide more efficient traffic flow.

Traffic Signal
Synchronization
- Alton Pkwy
- Lake Forest Dr.

Gas Tax, AQMD, and
Grants
- Portola Pkwy
- Bake Pkwy and Rockfield Blvd
- Irvine Blvd./Trabucco Rd
Measure M2 Fair Share/
Construct pavement rehabilitation projects to repair and maintain the quality Gas Tax - Road 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 2027-8-05A/B)(various projects to be changed upon CIP adoption) Maintain "Good"
Pavement Condition
of the City's Roads
Maintenance SP#62 Public Works $28,000,000 FY 2021-22 - FY 2027-28 Rehabilitation Account / Gas Tax / City Road
Infrastructure Fund

Page 1 ends

Traffic Operational Study intersections throughout the City to consider operational TBD
TBD
Improvement Study & improvements, such as dedicated turn lanes and other traffic flow Improvement Project improvements
Public Works $100,000
$80,000
CIP FY 2023-24
FY 2024-25
Nature Park to
Meadows
Development Trail
Connection
Trail Connection from Nature Park to Meadows Development Trail System - preliminary studies and concept Public Works
Public Works
Park Development Fund
-Trabuco Road/Ascension Cemetery Left Turn Holding Pocket Addition -Trabuco Asphalt Trail Rehabilitation Project
-Trabucco Road Resurfacing
Trabuco Road
Improvements TBD
TBD
$1,950,000
$200,000
CIP FY 2024-25
FY 2023-24
Procure private parking enforcement service to increase enforcement Parking Enforcement response and facilitate cleaner neighborhood streets and adjust staffing accordingly.

City Manager/Police
Services General Fund
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.

Arterial Median
Improvement Project SP#63
SP#6
SP#7
Public Works
Public Works
$225,000
$10,000
$75,000
General Fund
Gas Tax
FY 2023-24
FY 2022-23
FY 2021-22
Permit Parking
Software
Mobile app to efficiently administer and enforce permit parking while improving resident experience for annual renewal and guest passes.

Develop and implement programs to promote energy conservation in construction and transportation projects. Procure a consultant to assist in implementing energy conservation and pollution reduction strategies.

General Plan
Implementation
Community
Development General Fund
Strategy (b) Develop and implement initiatives that leverage changes in retail shopping preferences, telecommuting, and technology Prepare objective design standards and development requirements to implement the Mixed-Use land designations included in the General Plan Update 2040.

General Fund
(Reimbursed through
LEAP Grant)
Community
Development SP#8
TBD
TBD
Mixed-Use Zoning $120,000
$200,000
$50,000
FY 2021-22
FY 2023-24
FY 2023-24
Commercial &
Industrial Property
Alignment Study
Procure consultant and conduct study related to current and projected demand for commercial and industrial uses.

Community
Development General Fund
General Fund
Procure consultant to report on the City's current shopping center inventory and recommend transition or re-tenant options based on shopper preferences and other economic trends.

Shopping Center
Study
Economic
Development
Strategy (c) Ensure that economic and housing initiatives provide opportunities for all residents.

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).

General Fund
(Reimbursed through
LEAP Grant)
Housing Element
Update
Community
Development SP#10
TBD
$94,000 FY 2021-22
FY 2023-24
FY 2023-24
Affirmatively
Furthering Fair
Housing
Effectuate the City's AFFH Implementation Plan, which includes landlord, tenant, and developer education.

Community
Development Staff Resources
Staff Resources
General Fund
General Fund
Affordable Housing
Opportunities
Promotion
Management
Services TBD Market affordable housing opportunities to the community.

Strategy (d) Strategically accommodate State mandates to ensure the highest level of local control, community involvement, and organizational effectiveness.

Develop SB 1383 compliant program. Provide organic waste collection for Mandatory Food all residents and businesses, establish edible food recovery program, Public Works/Management
Services
SP#11 Waste & Commercial conduct public outreach and education, adopt an organics diversion Recycling
$15,000 General Fund FY 2021-22
ordinance with enforceable mechanisms, and adopt procurement policy that includes the use of recycled organics materials.

Mountain View
Affordable Housing
Project
Management
Services/City
Manager
Community
Development
Develop public engagement plan related to the National CORE affordable housing development. SP#12
SP#13
$3,000 General Fund
General Fund
FY 2021-22
On-going Update City ordinances, regulations, and programs to comply with State mandates in a manner that best reflects City values. Housing Mandates Staff Resources

Page 2 ends

Enter into new franchise agreement that incorporates State mandates with reasonable pricing for residents and businesses, rollout of new bins, and commercial bin inspection.

New Franchise
Agreement TBD Public Works Staff Resources General Fund FY 2023-24 Pilot Gap Housing
Program
Expand non-profit administered pilot program providing "bridge" housing vouchers to prevent homelessness
Procure multi-year government affairs contract to advocate for Lake Forest's interests at the State and Federal levels.

TBD
TBD
City Manager
City Manager
$36,000
$60,000
General Fund
General Fund
FY 2023-24
Legislative Advocacy FY 2024-25
Strategy (e) Maintain business attraction services to bring new retail stores and other businesses to the city.

Work with City consultant(s) to retain and enhance business attraction services.

Taste of Lake Forest Reintroduce "Taste of Lake Forest" with financial support from the Strategic Economic
Development
Economic
SP#64
TBD
Retail Attraction $20,000 General Fund
SEIP
FY 2021-22
$160,000 FY 2023-24 2.0 Economic Investment Program for Fall 2023 and 2024.

Procure marketing consultant to develop and initiate a "Stay in Lake Forest" marketing campaign to bolster occupancy rates and assist hotels recovering from the COVID-19 pandemic.

Development
Hotel Marketing
Campaign
Economic
Development TBD $250,000 SEIP FY 2023-24
Brewery Attraction
Grant/Microloan
Economic
Development
Economic
TBD
TBD
Establish a brewery-focused grant or microloan program.

Develop and present plan to reformulate the City's SEIP $100,000 SEIP FY 2024-25
SEIP 2.0 Staff Resources General Fund FY 2023-24 Development Strategy (g) Develop and implement initiatives to address negative economic impacts caused by COVID-19.

Program American Rescue Plan Act Funds to assist restaurants with economic recovery.

Economic
Development
American Rescue Plan
Act SP#65 Restaurant Recovery Staff Resources
Staff Resources
FY 2021-22 & FY 2022-23
FY 2021-22 Open for Business
Campaign
Facilitate outdoor dining through local zoning and programs that support and promote open-air, take-out, and delivery options.

Economic
Development SP#66 General Fund
Priority Area 2. Attractive: Investment and maintenance in public facilities, infrastructure, and natural resources enhances visual character of the City and supports quality neighborhoods.

Strategy (a) Enhance the City's overall visual character, maintain City assets, and proactively reinvest in Lake Forest Citywide Street Sign Create new street name sign design and replace street signs citywide, SP#14 Public Works TBD/$300k General Fund FY 2023-24 Refresh beginning in southwest Lake Forest.

City Manager/
Community
Development/Public
Works
Southwest Lake
Forest Neighborhood
Task Force
Interdepartmental task force to address neighborhood concerns identified in the January 2021 Community Satisfaction Study. SP#15 $70,000 General Fund FY 2021-22 Cavanaugh Park
Upgrade - Project
Phase 1
Noise Ordinance
Update
Small grading project, drought tolerant landscaping, removal of block walls near playground in response to Neighborhood Improvement Program outreach.

Develop and implement noise mitigation strategies to protect residents from excessive exposure to noise.

TBD Public Works $90,000
$75,000
General Fund
General Fund
FY 2023-24
FY 2023-24 Community
Development SP#16
El Toro Road Bus Shelter Renovations
Southwest Lake
Forest Investment
Projects
Arterial Wall Enhancements in Southwest Lake Forest
Ridge Route Median Improvement Projects
Cavanaugh Park Neighborhood Outreach Response Upgrades
Audible Pedestrian Signals
General
Fund/CIP/CDBG TBD Public Works $730,000 FY 2024-25
Property Maintenance Design and launch volunteer effort to provide landscaping and other basic Community Development TBD
TBD
$10,000
$95,000
General Fund
General Fund
FY 2024-25
FY 2023-24
Volunteer Program maintenance services to low-income residents.

Neighborhood
Improvement Task
Force
Transition from pilot to long-term program for neighborhood improvement activities. Procure multi-year outreach consulting contract and establish basic framework to be replicated.

Community
Development
Strategy (b) Consistently invest in the City's park system.

Reactivate Arbor Mini Parks through new uses, perimeter fencing, and new landscaping.

Conduct public engagement campaigns for the redevelopment of Lake Forest Nature Park and Lake Forest Park and present conceptual plans for SP#17
TBD
Arbor Mini Parks Public Works $820,000
$40,000
Park Development Fund
General Fund
FY 2023-24
FY 2024-25
Lake Forest Nature
Park & Lake Forest Management
Park Concept Design City Council consideration. Services

Page 3 ends

Etnie's Skate Park
Remodel Concept
Design
Procure specialist consultant and conduct public engagement campaign centered around changes to the Etnie's Skate Park and present conceptual plans for City Council consideration.

Public Works project to mitigate vandalism at public bathrooms in parks.

Neighborhood outreach to assess usership of bathrooms by adjacent neighborhood
Management
Services
Public
Works/Management
Services
TBD
TBD
$40,000 General Fund
CIP
FY 2024-25
FY 2024-25
Park Usability
Enhancements $150,000
Heroes Park Sports
Field Renovations
Perform renovations at sports fields at Heroes Park, including irrigation, TBD baseball field improvements, and leveling.

TBD
Public Works $352,000 CIP FY 2024-25
Sports Park LED
Lighting Study
Sports park lighting study to assess feasibility of lighting upgrades and potential cost savings Public Works $40,000 General Fund FY 2024-25 Estimated Completion
Initiative # Initiative Title Initiative/Project Description Lead Department Budget Impact Fund Date Strategy (b) Consistently invest in the City's park system.

Complete various significant maintenance or enhancement projects to retain the high-quality of the City's park facilities. General Fund/CDBG/Prop 68 SP#18 Park Enhancements Public Works $2,220,000 FY 2021-22 - FY 2024-25 - Playground Resurfacing Projects
- Heroes Park Electrical Repairs and LED/Efficiency Upgrades - El Toro Lodge Pole Fencing Repairs
- Park Gazebo Repair & Replacement
- Replace synthetic fields installed in 2014 at the Lake Forest Sports Park Neighborhood Park
SP#19 Renovations - Phase Renovate Lake Forest Park and the Nature Park based upon a community input process
Public Works
Public Works
$600,000
$565,000
General Fund FY 2024-25
FY 2023-24
3 Strategy (c) Evaluate future options for the City's infrastructure and utility resources.

Assess Efficiency
Updates to Lighting
Citywide
Comprehensively assess lighting at City facilities to determine if LED retrofitting can provide cost savings and increase light coverage. SP#20 General Fund General fund
Community Choice
Aggregation
Community
City Manager/
Economic
Development
Implement the City's CCA Community Engagement Plan to help determine the City's interest in pursuing CCA. SP#21
SP#9
TBD
$20,500
$85,000 (est.)
$50,000
FY 2021-22
FY 2021-22
FY 2023-24
Engagement Project
Broadband Feasibility Procure consultant to conduct feasibility study related to a City-led Study broadband initiative.

American Rescue Plan
Act City Manager
Public Works Heavyweight Vehicle Procure consultant to produce a study highlighting the impact that heavy Impact Study freight traffic has on the City's roadway network. General Fund Strategy (d) Provide civic and recreational opportunities appealing to community demographics.

Craft Show and Art
Fair
Offer Recreation that
Reflects the Interests
of the Community
Transform Community Center into boutique for crafts by Lake Forest artists and crafters.

Management
Services SP#22 TBD
TBD
General Fund
General Fund
FY 2021-22
FY 2021-22 Identify emerging recreation, sports, and activities that interest the community, such as pickleball tournaments.

Management
Services SP#23
Management
Services/Publics
Works
Foothill Ranch Sport
Rink Conversion TBD Foothill Ranch Park – 1 Hockey Rink Conversion to Box Lacrosse $275,000 CIP FY 2024-25 Management
Services/Public
Works
Management
Services
Study existing court offerings and potentially repurpose existing tennis and other courts to pickleball TBD
TBD
Pickleball Court Study $30,000
$22,000
Park Development Fund
General Fund
FY 2024-25
FY 2023-24 Community Focus
Groups
Establish community-based focus groups to improve programming offerings to the public.

Page 4 ends

Senior Mobility
Program Expansion
Special Needs
Programming
Expand marketing for Senior Mobility Program and add locations to increase participation.

Expand special needs programming to include resource fair and Special Olympics
Management
Services
Management
Services
TBD
TBD
$30,000
$4,000
Senior Mobility
General Fund
FY 2023-24
FY 2024-25
Priority Area 3. Safe: Excellent public safety efforts maintain a family-friendly environment and high quality of life.

Strategy (a) Maintain a low crime rate in a cost-effective manner.

Increase Law
Enforcement Contract Add two full-service deputies to the City's contract with OCSD (first year by Adding Two Deputy costs: $800,000, on-going costs: $600,000.

Sheriffs
SP#24 City Manager $800,000 General Fund TBA
Expand the use of the City's Automatic License Plate Reader System Lake Forest Geofence Cameras by adding cameras at major arterial intersections or high traffic areas near city borders.

General
Fund/CDBG/Prop 68 SP#25
TBD
Police Services
Police Services
$80,000
$125,000
FY 2022-23
FY 2023-24 Complete implementation of Lake Forest geofence and procure mobile ALPR cameras.

Continue public education initiatives to maintain a low crime rate in the City such as Stay Safe Lake Forest, a series of community seminars to educate residents on crime prevention/safety.

Lake Forest Geofence General Fund
General Fund "Stay Safe Lake
Forest" Campaign
Management
Services SP#26 Staff Resources FY 2021-22 & FY 2022-23
Strategy (b) Maintain public safety by engaging community members.

Increase participation and effectiveness of the neighborhood watch program.

Work in conjunction with OCSD to bolster/enhance OCSD's business watch program for Lake Forest.

SP#27
SP#28
Neighborhood Watch
Business Watch
Police Services
Police Services
Staff Resources
Staff Resources
General Fund
General Fund
FY 2021-22
FY 2021-22
Launch an updated version of the Lake Forest Leadership Academy that includes modules for neighborhood watch, business watch, and homelessness.

Revamp Lake Forest
Leadership Academy
Management
Services SP#29
TBD
$3,000
$10,000
General Fund
General Fund
General Fund
FY 2021-22
FY 2023-24
FY 2023-24
Neighborhood-based Merge existing Neighborhood Watch program with an emergency City Manager/Police Services Emergency
Management Team
E-Bike Public
Awareness & Safety
Campaign
management-focused program to increase neighborhood familiarity with emergency response and evacuation procedures. Fire watch on foothills.

Public awareness campaign regarding e-bike regulations and collaborate with local schools to enhance rider safety.

City Manager/Police
Services TBD Staff Resources
Strategy (c) Develop comprehensive emergency management strategies that prepare the City to respond effectively to unpredictable events.

Local Hazard
Mitigation Plan
Identify risks and vulnerability associated with natural disasters and develop long-term strategies for protecting people and property from future hazards.

Community
Development SP#30
SP#31
SP#32
TBD
$75,000
$3,000
General Fund
General Fund
2023-24
On-going Establish AM radio station to communicate with residents during wildfires or other emergency events. Emphasis on emergency preparedness.

Management
Services City AM 1690 Radio
Comprehensive
Emergency
Management Plan
Emergency
Procure consultant services to produce a new, comprehensive emergency management plan.

Management
Services
American Rescue Plan
Act $250,000
$30,000
FY 2021-22
FY 2024-25 Procure advanced emergency notification system to notify residents and Police Services General Fund Notification Strategy stakeholders of emergency evacuations.

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.

Explore Emerging
Technology to
Increase
Explore the use of new technologies to communicate with residents and businesses to encourage two-way connectivity.

Management
Services SP#33 Staff Resources General Fund FY 2021-22
Communication
Management
Services SP#34
TBD
New Website Launch new City website. $65,000
$22,500
General Fund
General Fund
FY 2021-22
FY 2024-25
Procure drone and provide formal drone pilot training to staff for event and facility marketing, implement website chatbot, and stream LFTV on City website.

Modernize Marketing
Tools
Management
Services
Strategy (b) Maintain robust civic event calendar appealing to diverse community demographics.

Page 5 ends

2021 4th of July
Fireworks Show &
Summer Concert
Series
Bring the community together to celebrate the 4th of July with a concert and fireworks show and reinstitute the City's summer concert series.

Management
Services SP#35 $154,000 General Fund FY 2021-22
Engage the community with a storytelling festival, author presentations for all ages, and reading contests.

Management
Services
Management
Services
SP#36
SP#37
Literature and Culture $5,000
TBD
General Fund
General Fund
FY 2021-22
FY 2021-22 Lake Forest Sports
Park Tournaments
Resident-Led
Emergency
Preparedness
Expand Holiday
Lighting
Increase number of tournaments from 11 to 24 annually.

Train graduates of CERT basic class to lead CERT program and launch Lake Forest amateur radio operators bi-monthly meeting.

Management
Services SP#38
TBD
$500 General Fund
General Fund
FY 2021-22
FY 2024-25 Management
Services Expand holiday lighting display along El Toro Road corridor. $50,000 Etnie's Skate Park of
Lake Forest 20th
Anniversary
Management
Services TBD
TBD
20th anniversary celebration of the Etnie's Skatepark of Lake Forest. $20,000 $10,000
General Fund
General Fund
FY 2023-24
FY 2023-24
Celebration
Inaugural Lunar New Produce the City's first Lunar New Year and Mid-Autumn Festival events - Year open to the community
Management
Services
Strategy (c) Ensure that the City's decision making process remains accessible to all residents.

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.

Accessibility
Enhancements SP#39 City Clerk TBD General Fund FY 2024-25 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 Management
Services
Management
Services
SP#40
SP#41
SP#42
TBD
Lake Forest TV
Performing Arts
$2,000
$1,000
General Fund
General Fund
General Fund
General Fund
General Fund
FY 2021-22
FY 2021-22
FY 2021-22
FY 2023-24
FY 2023-24
Advisory Committee build upon the use of the City's Performing Arts Center.

Engage the community in the redistricting process based upon 2020 US Redistricting City Clerk City Clerk
City Clerk
$70,000 Census.

Citywide Translation Procure translation services for all City departments to ensure Services communications accommodate language needs.

Translation Services Establish policy related to language translation services at public meetings Policy and gatherings.
$14,000
TBD Staff Resources
Priority Area 2. Informed: Transparency about decision-making and government performance cultivates public trust.

Strategy (a) Develop programs to expand access to City government.

Broadcast City Broadcast all commission meetings on LFTV, enabling all residents to view proceedings on COX ch. 851.

Management
Services SP#43 Commission Meetings
on LFTV
$3,900 General Fund FY 2021-22
Expand "Pop Up" City Transition from ad hoc "Pop Up City Hall" events to a regularly scheduled Management Services SP#44
TBD
TBD General Fund
General Fund
FY 2021-22
FY 2023-24
Hall "Pop Up City Hall" allowing for promotion via the Leaflet.

Passport Issuance
Program Relaunch passport service provided by the City Clerk's Office City Clerk $1,000 City Youth in Government Partner with SVUSD and student organizations to institute Youth in Day Government Day TBD Clerk/Management
Services
$3,000 General Fund FY 2023-24
Strategy (b) Involve the public in measuring the quality and effectiveness in services delivered by the city.

Measure Quality of
Services and
Programs
Continue biennial Community Satisfaction Study and utilize new technology to perform ad hoc surveys as needed.

Management
Services SP#45 $48,900
$1,200
General Fund
General Fund
FY 2022-23
FY 2022-23
Lake Forest Develop a graduate/continuing studies version of the Lake Forest Citizens' Management Services SP#46
TBD
Leadership' Academy - Leadership Academy with an increased focus on important issues and to Graduate Course
Informal Resident
Survey System
maintain resident "goodwill ambassadors."
Procure informal resident survey system to gather quick feedback on neighborhood issues.

Management
Services $7,500 General Fund FY 2023-24
Estimated Completion
Initiative # Initiative Title Initiative/Project Description Lead Department Budget Impact Fund Date Priority Area 3. Technologically Current: Innovative technologies enhance organizational efficiency and help our community.

Page 6 ends

Strategy (a) Enhance efficiencies and services through technology.

Asset Inventory & The City will procure a consultant to conduct an inventory and condition SP#47 Finance $300,000 General Fund/ARPA FY 2022-23 Management System assessment of city owned assets in developing an Asset Management Plan.

Procure and implement a financial management system (ERP) to modernize financial practices and provide opportunities for resident selfservice access to City services.

Financial
Management System SP#48
SP#49
TBD
Finance $450,000
$100,000
$21,000
General Fund/ARPA
General Fund
FY 2022-23
FY 2022-23
FY 2023-24
Document Imaging
and Storage System records.

Procure a new document retention system to increase public access to City City Clerk Modernize payment system for City events and programming, credit card payments for special events, and provide electronic submission of event applications and insurance.

Digitalization of
Community Services
Management
Services General Fund
Provide Convenient Link Energov to the City's Laserfiche system to provide the public with more TBD Access to Permit and convenient access to public records related to permits, property information, City Clerk $12,000 General Fund FY 2023-24 Other City Records
Cyber Security
Enhancement
Microsoft 365 Full
Integration
previous PRA's, etc.

Establish new firewalls at Civic Center, Lake Forest Sports Park, and Etnie's Skate Park site and conduct cyber security assessment.

Complete Microsoft 365 Implementation and transition all conference rooms to Teams-compatible
Information
Technology
Information
Technology
TBD
TBD
$65,000 General Fund
General Fund
FY 2023-24
$170,000 FY 2024-25
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.

Strategy for "One
Time" Revenue
Develop a strategy or policy with Audit Committee for determining how to appropriate one-time revenues (development fees, stimulus funds, etc.). SP#50 City Manager/Finance Staff Resources General Fund General Fund
FY 2023-24
General Fund Risk
Reserve Policy
Update
Update the City's risk-based reserves policy to reflect long-term strategic planning goals. SP#51 Finance
Finance
Staff Resources
$49,500
FY 2021-22 & FY 2023-24
Strategy (b) Operate according to policy on cost recovery.

Conduct a comparative analysis of City of Lake Forest fees vs fees charged for similar services in nearby communities. SP#52 Biennial Fee Study General Fund FY 2020-21 - FY 2024-25 Strategy (c) Analyze major programs to identify potential cost savings and manage future costs.

Implement "1%
Review"
Annually review certain services that obligate at least 1% of General Fund budget.

Study locations within the City where non-functional turf could be replaced with different drought tolerant landscaping, improving water conservation and efficiency.

SP#53 City Manager
Public Works
Staff Resources
$100,000
General Fund
General Fund
FY 2021-22, On-going
FY 2024-25 Non-Functional Turf
Removal Study TBD
Upgrade Community Procure a fold-away dance floor and decorations, moving lights, piano, and Facility Amenities spiderbox to accommodate more events that sustain facility rental revenue.

Management
Services TBD $60,000 General Fund
General Fund
FY 2024-25
FY 2021-22
Priority Area 2. Well-Run: Good governance and professional management support the City’s ability to serve the needs of the community.

Strategy (a) Continuously improve our effectiveness in procuring and managing financially sustainable contract services.

Comprehensive Update the City's Purchasing Policies and increase staff training to SP#54 Update to Purchasing accurately identify contract scope to match services needed. Improve City Manager Staff Resources Policies procurement document strategy.

Modernize the City's document retention policies. Emphasize storage of electronic records over hard copies to preserve physical space. Update retention timelines.

Modernize Document
Retention Policies SP#55
TBD
City Clerk
Finance
TBD General Fund
General Fund
FY 2024-25
FY 2023-24 Implement New Implement new procurement system that accommodates the City's internal $30,765 Procurement System processes.

Strategy (b) Implement modern workplace policies that cultivate an effective, efficient workforce.

Contract Staffing
Policy
Develop and implement policies that preserve the City's ability to effectively manage services provided by contract staff.

Management
Services
City Manager/
Management
Services
SP#56
SP#57
TBD
Staff Resources
Staff Resources
$6,200
General Fund
General Fund
General Fund
FY 2023-24
FY 2021-22
FY 2023-24
Implement Develop and implement a policy to facilitate telecommuting for select job Telecommuting Policy classifications. Policy will include performance measurement framework.

Enhanced Internal
Survey System
Procure enhance employee survey system to track the productivity and wellbeing of Lake Forest workforce.

Management
Services

Page 7 ends

Priority Area 3. Committed People: Talented staff and contractors are vital assets to our organization and essential to effective and efficient City operations.

Strategy (a) Professionally develop and retain staff to match skills with organizational and community needs.

Develop programs related to employee retention, including "stay" Lake Forest Employee Retention Program
Management
Services SP#58 interviews, "ladder" promotion opportunities, and an employee satisfaction survey.
$5,000 General Fund FY 2021-22
Join Team Lake
Forest
Market Lake Forest as a top notch employer, emphasizing modern facilities, innovate public sector compensation system, and succession planning.

Management
Services SP#59
SP#60
TBD
Staff Resources
Staff Resources
$1,000
General Fund
General Fund
General Fund
General Fund
General Fund
FY 2021-22
FY 2022-23
FY 2023-24
FY 2023-24
FY 2024-25
Develop Lake Forest Human resources to develop a comprehensive succession plan that Succession Plan includes training, academy courses, job shadowing, etc.

Management
Services
Lake Forest Research Internal team of emerging leaders to research, develop, and recommend & Development Team key policy initiatives. City Manager Modernize
Recruitment System remote interview process.

Implement employee growth program that includes formal stretch Succession Planning assignments, development tracking, and cross-departmental learning opportunities.

Advertise job opportunities on contemporary platforms and establish a Management Services TBD $5,000
Management
Services TBD Staff Resources
Strategy (b) Continuously assess the optimal staffing levels required to provide in-demand services to residents and businesses.

Biennial Classification Human Resources to implement a biennial classification and compensation Management Services
$30,000 (for full
study) SP#61 and Compensation
Plan
study to (a) assess the staffing needs of the organization and (b) meet those staffing needs with competitive compensation plans.

General Fund
General Fund
FY 2022-23 & FY 2024-25
FY 2023-24
Law Enforcement
Staffing Needs
Evaluation
Develop standard for assessing staffing needs for the OCSD contract and the potential of adding two deputies with an approximate first year TBD cost of $900,000, and $700,000 annually thereafter. City Manager Staff Resources

Page 8 ends

CITY COUNCIL AGENDA REPORT
MEETING DATE: 5/23/2023
DEPARTMENT: Public Works
SUBJECT:

PROPOSED CAPITAL IMPROVEMENT PROJECTS PLAN 2023-2030
RECOMMENDED ACTION(S):

Provide comment on Draft Capital Improvement Projects Plan 2023-2030.

EXECUTIVE SUMMARY:

This report presents the proposed Capital Improvement Projects (“CIP”) Plan 2023-2030. The CIP consists of 35 project line items totaling approximately $46,211,569 in improvements to the community over the next seven years. This CIP was developed in conjunction with the City’s strategic planning process, which included a review of the 2023 Community Satisfaction survey results, the Joint Commissions Workshop held on February 28, 2023, and the City Council Workshop held on March 28, 2023. For the next two-year budget cycle, from FY 2023-24 and FY 2024-25, there are 34 proposed projects totaling approximately $21,971,569 in infrastructure investment. These projects include one environmental project, sixteen park improvement projects, eight street projects, and nine traffic projects. This is in addition to 13 current projects that were previously approved by City Council. The CIP will be presented to City Council on June 20, 2023, for final consideration.

FISCAL IMPACT:

There is no fiscal impact associated with the recommended action.

ATTACHMENTS:

Draft Capital Improvement Projects Plan 2023-2030
Initiated By: Douglas Erdman, Assistant City Engineer
Submitted By: Thomas E. Wheeler, P.E., Director of Public Works/City Engineer Approved By: Debra Rose, City Manager
81 Attachment
82 Two‐Year Capital Project Plan ‐ Expenditures
Fiscal Year of Funding
Project Class and Public Works
Project #
25E01
24P01
25P02
25P03
24P04
24P05
25P06
Category
Environmental Aliso Creek Drainage Repairs
Description Funding Source FY 2023‐24 FY 2024‐25 Number E01
P01
P02
P03
P04
P05
P06
General Fund $
$
$
$
$
$
$
‐ $
$
$
$
$
$
$
30,000
Parks
Parks
Parks
Parks
Parks
Parks
Lake Forest Sports Park Renovations
Lake Forest Sports Park Existing Synthetic Field Replacement Etnies Skate Park Improvement Project
Foothill Ranch Box Lacrosse Installation Project
Pickleball Analysis and Court Installation Project
Neighborhood Park Renovations ‐ Nature Park and Lake Forest Park Neighborhood Park Improvement Reserve Fund
General Fund
Neighborhood Park Improvement Reserve Fund
20,000 280,000
1,100,000
100,000
175,000
135,000
60,000
‐
‐
100,000
120,000
‐
General Fund
General Fund
Neighborhood Park Improvement Reserve Fund
P07
P08
P09
P10
24P07
25P08
24P09
24P10
Parks
Parks
Parks
Parks
Neighborhood Park Renovations ‐ Vintage Park
Neighborhood Park Renovations ‐ Cavanaugh Park
Neighborhood Park Renovations ‐ Peachwood Park
Heroes Park Sports Field Renovations
Neighborhood Park Improvement Reserve Fund
Neighborhood Park Improvement Reserve Fund
Neighborhood Park Improvement Reserve Fund
Neighborhood Park Improvement Reserve Fund
$
$
$
$
30,000
‐
50,000
215,000
$
$
$
$
170,000
50,000
180,000
110,000
P11 24P11 Parks Baker Ranch Park Turf Replacement General Fund $ 112,200 $ ‐ P12
P13
24P12
24P13
Parks
Parks
Barker Ranch Dog Park Synthetic Turf Replacement
Park Shelter Rehabilitation Project ‐ Rimgate Park
General Fund
General Fund
$
$
220,000
150,000
$
$
‐
‐
P14
P15
P16
S01
S02
S03
S04
S05
S06
S07
S08
S09
T01
T02
T03
25P14
24P15
24P16
24S01
24S02
24S03
24S04
24S05
24S06
24S07
26S08
24S09
25T01
24T02
25T03
Parks
Parks
Parks
Citywide Park Restroom Painting and Renovations Project Sports Park Parking Lot Slurry Seal
Trabuco Asphalt Trail Rehabilitation Project
Street Resurfacing and Slurry Seal Projects
CDBG ‐ ADA Ramps Phase 15‐17
Trabuco Road Ascension Cemetery left‐turn holding pocket El Toro Road Bus Shelter Renovations
Non Functional Turf Removal Study and Replacement
Arterial Wall Enhancements in Southwest Lake Forest
Ridge Route Median Improvement Projects
Bridge Inspection Repairs
General Fund
General Fund
General Fund
Various
Community Development Block Grant Fund (CDBG)
General Fund
General Fund
General Fund
General Fund
General Fund
Infrastructure Reserve Fund
General Fund
Community Development Block Grant Fund (CDBG)
General Fund
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
‐
150,000
300,000
4,680,000
138,669
350,000
125,000
30,000
25,000
210,000
‐
$
$
$
$
$
$
$
$
$
$
$
150,000
‐
‐
Streets
Streets
Streets
Streets
Streets
Streets
Streets
Streets
Streets
Traffic
Traffic
Traffic
6,360,000
‐
‐
‐
70,000
100,000
‐
‐
Arterial Median Improvement Project
Audible Pedestrian Signals
Protective Permissive Left Turn Project
Bake Parkway and Rockfield Traffic Signal Synchronization Program 200,000
‐
425,000
‐
$
$
$
180,000
‐
General Fund 370,000
T04
T05
T06
T07
25T04
24T05
24T06
24T07
Traffic
Traffic
Traffic
Traffic
Irvine Blvd‐Trabuco Road Traffic Signal Synchronization Program Southbound Rancho Parkway Widening at Lake Forest
Widening of Southbound Jeronimo at Lake Forest Drive
South Coast Air Quality Management District Fund (SCAQMD$ ‐ 224,000
116,100
667,700
$ 45,000
Lake Forest Traffic Mitigation Fund (LFTM)
Lake Forest Traffic Mitigation Fund (LFTM)
$
$
Widening of Westbound Los Alisos to Add a Dedicated Right‐turn Lane at Lake Forest Traffic Mitigation Fund (LFTM) $ Rockfield Blvd.

T08
T09
24T08
24T09
Traffic
Traffic
Second left‐turn Lanes in All Directions at the Intersection of Los Alisos and Muirlands
Meadows Traffic Improvements: Bake / Toledo
Foothill Circulation Phasing Plan Capital Projects Fund (FCPP)
Meadows Traffic Improvement Program Fund (MTIP)
$
$
1,525,000
2,122,900
12,306,569 9,665,000

Page 1 of 74 ends

Two‐Year Capital Project Plan ‐ Funding Sources
Fiscal Year of Funding
FY 2023‐24 FY 2024‐25
Funding Needs:

Capital Project Expenditures $ 12,306,569 $ 9,665,000
Funding Sources:

General Fund $
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
2,517,200 $
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
2,130,000
243,420
950,000
Infrastructure Reserve Fund
Neighborhood Park Improvement Reserve Fund
Gas Tax Fund (HUTA)
Gas Tax Road Maintenance and Rehabilitation Account Fund (RMRA SB1) Measure M2 Local Fairshare
South Coast Air Quality Management District Fund (SCAQMD) Community Development Block Grant Fund (CDBG)
Park Development Capital Projects Fund
Opportunity Study Area Capital Projects Fund
Lake Forest Traffic Mitigation Fund (LFTM)
Foothill Circulation Phasing Plan Capital Projects Fund (FCPP) M2 CTFP Competitive Grant Funds
‐
315,000
‐ ‐
1,011,053
3,668,947
4,153,900
1,962,680
45,000
180,000
‐
138,669
‐
‐
‐
‐
‐
‐
‐
‐
‐
‐
‐
1,007,800
1,525,000
‐
Meadows Traffic Improvement Program Fund (MTIP)
Park Development Fund ‐ (Prop 68 Grant Funding)
Lake Forest Traffic Mitigation Fund (NITM Reimbursement Irvine) Unfunded
2,122,900
‐
‐
‐
TOTAL 12,306,569 9,665,000
Goal Priority Area Strategy
A. Our Livable
City is well
planned,
attractive, and
safe.

1. Well Planned: Purposeful direction in land use and transportation planning.
a) Prioritize Initiatives to reduce traffic congestion, improve mobility and manage on‐street parking.

2. Attractive: Investment and maintenance in public facilities, infrastructure, and natural resources that enhance the visual character of assets and proactively reinvest in southwest Lake Forest. the City and supports quality neighborhoods
a) Enhance the City’s overall visual character, maintain City

2. Attractive: Investment and maintenance in public facilities, infrastructure, and natural resources that enhance the visual character of the City and supports quality neighborhoods
b) Consistently invest in the City's park system.

Page 2 of 74 ends

2025‐2030 Proposed Capital Project Plan ‐ Expenditures
Fiscal Year of Funding
Project Class and Public Works
Project #
25E01
24P01
25P02
25P03
24P04
24P05
25P06
Category Description Funding Source FY 2025‐26
300,000
FY 2026‐27 FY 2027‐28 FY 2028‐29 FY 2029‐30 Number
E01
P01
P02
P03
P04
P05
P06
Environmental Aliso Creek Drainage Repairs General Fund $ $
Parks
Parks
Parks
Parks
Parks
Parks
Lake Forest Sports Park Renovations
Lake Forest Sports Park Existing Synthetic Field Replacement Etnies Skate Park Improvement Project
Foothill Ranch Box Lacrosse Installation Project
Pickleball Analysis and Court Installation Project
Neighborhood Park Renovations ‐ Nature Park and Lake Forest Park Neighborhood Park Improvement Reserve Fund Neighborhood Park Improvement Reserve Fund
General Fund
Neighborhood Park Improvement Reserve Fund
General Fund
1,100,000
General Fund $
$
85,000
500,000
P07
P08
P09
P10
24P07
25P08
24P09
24P10
Parks
Parks
Parks
Parks
Neighborhood Park Renovations ‐ Vintage Park
Neighborhood Park Renovations ‐ Cavanaugh Park
Neighborhood Park Renovations ‐ Peachwood Park
Heroes Park Sports Field Renovations
Neighborhood Park Improvement Reserve Fund
Neighborhood Park Improvement Reserve Fund
Neighborhood Park Improvement Reserve Fund
$ 300,000
Neighborhood Park Improvement Reserve Fund
P11 24P11 Parks Baker Ranch Park Turf Replacement General Fund P12 General Fund
P13
24P12
24P13
Parks
Parks
Barker Ranch Dog Park Synthetic Turf Replacement
Park Shelter Rehabilitation Project ‐ Rimgate Park General Fund P14
P15
P16
S01
S01
S01
25P14
24P15
24P16
24S01
24S01
24S01
Parks
Parks
Parks
Streets
Streets
Streets
Citywide Park Restroom Painting and Renovations Project Sports Park Parking Lot Slurry Seal
Trabuco Asphalt Trail Rehabilitation Project
Street Resurfacing and Slurry Seal Projects
Street Resurfacing and Slurry Seal Projects
Street Resurfacing and Slurry Seal Projects
General Fund
General Fund
General Fund
Various
Measure M2 Local Fairshare
Gas Tax Road Maintenance and Rehabilitation Account
Fund (RMRA SB1)
$
$
1,900,000
2,100,000
$
$
1,900,000
2,100,000
$
$
1,900,000
2,100,000
$
$
1,900,000
2,100,000
$
$
1,900,000
2,100,000
S01
S02
S03
S04
S05
S06
S07
S08
S09
T01
T02
T03
24S01
24S02
24S03
24S04
24S05
24S06
24S07
26S08
24S09
25T01
24T02
25T03
Streets
Streets
Streets
Streets
Streets
Streets
Streets
Streets
Streets
Traffic
Traffic
Traffic
Street Resurfacing and Slurry Seal Projects
CDBG ‐ ADA Ramps Phase 15‐17
Trabuco Road Ascension Cemetery left‐turn holding pocket El Toro Road Bus Shelter Renovations
Non Functional Turf Removal Study and Replacement
Arterial Wall Enhancements in Southwest Lake Forest
Ridge Route Median Improvement Projects
Bridge Inspection Repairs
Arterial Median Improvement Project
Audible Pedestrian Signals
Protective Permissive Left Turn Project
Bake Parkway and Rockfield Traffic Signal Synchronization Program Infrastructure Reserve Fund
Community Development Block Grant Fund (CDBG)
General Fund
General Fund
General Fund
General Fund
General Fund
General Fund
General Fund
$ 175,000 $ 175,000
$
$
200,000
425,000
$
$
200,000
180,000
$ 200,000 $ 200,000 $ 200,000
Community Development Block Grant Fund (CDBG)
General Fund
General Fund
T04 25T04 Traffic Irvine Blvd‐Trabuco Road Traffic Signal Synchronization Program South Coast Air Quality Management District Fund (SCAQMD)
T05
T06
T07
T08
24T05
24T06
24T07
24T08
Traffic
Traffic
Traffic
Traffic
Southbound Rancho Parkway Widening at Lake Forest
Widening of Southbound Jeronimo at Lake Forest Drive
Lake Forest Traffic Mitigation Fund (LFTM)
Lake Forest Traffic Mitigation Fund (LFTM)
Lake Forest Traffic Mitigation Fund (LFTM)
Foothill Circulation Phasing Plan Capital Projects Fund (FCPP)
Widening of Westbound Los Alisos to Add a Dedicated Right‐turn Second left‐turn Lanes in All Directions at the Intersection of Los Alisos and Muirlands
T09 24T09 Traffic Meadows Traffic Improvements: Bake / Toledo Meadows Traffic Improvement Program Fund (MTIP) 7,085,000 4,380,000 4,375,000 4,200,000 4,200,000

Page 3 of 74 ends

2025‐2030 Proposed Capital Project Plan ‐ Funding Sources Fiscal Year of Funding
FY 2025‐26
7,085,000
FY 2026‐27 FY 2027‐28 FY 2028‐29
4,200,000
FY 2029‐30
4,200,000
Funding Needs:

Capital Project Expenditures $ $ 4,380,000 $ 4,375,000 $ $ 41356000
Funding Sources:

General Fund
Infrastructure Reserve Fund
Neighborhood Park Improvement Reserve Fund
Gas Tax Fund (HUTA)
Gas Tax Road Maintenance and Rehabilitation Account Fund (RMRA SB1) Measure M2 Local Fairshare
South Coast Air Quality Management District Fund (SCAQMD) Community Development Block Grant Fund (CDBG)
Park Development Capital Projects Fund
Opportunity Study Area Capital Projects Fund
Lake Forest Traffic Mitigation Fund (LFTM)
Foothill Circulation Phasing Plan Capital Projects Fund (FCPP) M2 CTFP Competitive Grant Funds
Meadows Traffic Improvement Program Fund (MTIP)
Park Development Fund ‐ (Prop 68 Grant Funding)
Lake Forest Traffic Mitigation Fund (NITM Reimbursement Irvine) Unfunded
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
1,010,000 $
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
200,000 $
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
200,000 $
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
200,000 $
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
200,000
‐ ‐
‐
‐
‐
‐
‐
‐
‐
‐
‐
‐
‐
1,900,000
‐
2,100,000
1,900,000
2,100,000
1,900,000
2,100,000
1,900,000
2,100,000
1,900,000
2,100,000
1,900,000
‐ ‐ ‐ ‐
‐
‐
‐
‐
‐
‐
‐
‐
‐
‐
‐
‐
‐
‐
‐
175,000 180,000 175,000
‐
‐
‐
‐
‐
‐
‐
‐
‐
‐
‐
‐
‐
‐
‐
‐
‐
‐
‐
‐
‐
‐
‐
‐
‐
‐
‐
‐
‐
‐
‐
‐
‐
TOTAL 7,085,000 4,380,000 4,375,000 4,200,000 4,200,000

Page 4 of 74 ends

PROJECT NUMBER:

PROJECT NAME:

RESPONSIBLE DEPARTMENT:

CATEGORY:
25E01
Aliso Creek Drainage Repairs
Public Works (Engineering)
Environmental
PURPOSE:

Strategic Plan Initiative:

Strategic Plan Goal:

Strategic Plan Priority Area:

N/A
A. Our Livable City is well planned, attractive, and safe.

Project Locations
PROJECT DESCRIPTION:

Drainage repairs at various locations along Aliso Creek. The first location is a storm drain pipe on the southside of El Toro Road opposite Northcrest flowing into Aliso Creek. The second location is slope repairs along the Aliso Creek access road east of Trabuco Rd.

ESTIMATED ANNUAL COST IMPACT OF PROJECT ON CITY OPERATING BUDGET:

This project would provide preventative maintenance and/or rehabilitation, which would reduce annual maintenance costs for erosion control.

Page 5 of 74 ends

NO PRIOR YEAR FUNDING

CURRENT AND FUTURE FUNDING

PROJECT

ESTIMATE
FY
2023/24
FY
2024/25
FY
2025/26
FY
2026/27
FY
2027/28
Acquisition R/W
Pre-Design
Design $ 30,000
Const. Support
Construction
Miscellaneous
Contingency
Total Estimate
$
$
15,000
270,000
$ 15,000
$ - $ 30,000 $ 300,000 $
$
-
-
$
$
-
-
FY FY
2024/25
30,000
FY
2025/26
FY
2026/27
FY
2027/28 Funding Source 2023/24
General Fund $ - $ $ 300,000
Total Revenue $ - $ 30,000 $ 300,000

PROJECT

ESTIMATE
FY
2028/29
FY
2029/30 TOTAL
Acquisition R/W
Pre-Design
$
$
-
-
Design $
$
$
$
$
$
30,000
15,000
270,000
-
15,000
330,000
Const. Support
Construction
Miscellaneous
Contingency
Total Estimate $
$
- $
$
-
FY FY Funding Source TOTAL 2028/29 2029/30
General Fund $
$
$
$
330,000
-
-
Total Revenue - - 330,000

Page 6 of 74 ends

PROJECT NUMBER:

PROJECT NAME:

RESPONSIBLE DEPARTMENT:

CATEGORY:
24P01
Lake Forest Sports Park Renovations
Engineering
Facilities Improvements
PURPOSE:

Strategic Plan Initiative:

Strategic Plan Goal:

Strategic Plan Priority Area:

SP#19
A. Our Livable City is well planned, attractive, and safe.

Project Location
PROJECT DESCRIPTION:

This project would renovate the Lake Forest Sports Recreation Center, including the indoor restrooms, front desk/staff office space, and meeting rooms. In addition, the project would renovate and upgrade the outdoor areas of the Lake Forest Sports Park, including adding storage containers near the synthetic turf fields, adding additional parking lot cameras, and upgrading the plumbing at the outdoor restrooms as well as installing a commercial intercom system throughout the park with speakers at each Clubhouse, Playground and the Main Building. The facility is very heavily used and it is time for several upgrades/updates to maintain the park as the premier sports park in Orange County and a gem for the Lake Forest community.

ESTIMATED ANNUAL COST IMPACT OF PROJECT ON CITY OPERATING BUDGET:

This project would improve conditions of hallways and meeting rooms. Improvements to the outdoor restrooms would reduce maintenance issues currently occurring. The improvements would require less initial maintenance related to repairs and painting.

Page 7 of 74 ends

NO PRIOR YEAR FUNDING

CURRENT AND FUTURE FUNDING

PROJECT

ESTIMATE
FY
2023/24
FY
2024/25
FY
2025/26
FY
2026/27
FY
2027/28
Acquisition R/W
Pre-Design
Design
$
$
10,000
10,000
Const. Support
Construction
Miscellaneous
Contingency
Total Estimate
$
$
$
$
240,000
25,000
15,000
$ 20,000 280,000 $ - $ - $ -
FY
2023/24
FY
2024/25
FY
2025/26
FY
2026/27
FY
2027/28 Funding Source
Neighborhood Park
Improvement
Reserve Fund $ 20,000 $ 280,000
Total Revenue $ 20,000 $ 280,000
FY
$ - $ - $ -

PROJECT

ESTIMATE
FY
2028/29 TOTAL 2029/30
Acquisition R/W
Pre-Design
Design
Const. Support
Construction
Miscellaneous
Contingency
Total Estimate
$
$
$
-
10,000
10,000
-
240,000
25,000
15,000
300,000
$
$
$
$
$ - $ - $
FY
2028/29
FY
2029/30 Funding Source TOTAL
Neighborhood Park
Improvement $ 300,000
Reserve Fund
$
$
-
-
Total Revenue $ - $ - $ 300,000

Page 8 of 74 ends

PROJECT NUMBER:

PROJECT NAME:
25P02
Lake Forest Sports Park Existing Synthetic Field Replacement Public Works (Maintenance)
Parks & Recreation Improvements
RESPONSIBLE DEPARTMENT:

CATEGORY:

PURPOSE:

Strategic Plan Initiative:

Strategic Plan Goal:

Strategic Plan Priority Area:

SP#18
A. Our Livable City is well planned, attractive, and safe.

Project Locations
PROJECT DESCRIPTION:

This project provides replacement of synthentic artifical turf on Fields A and B at the Lake Forest Sports Complex. The existing turf fields were installed during the original construction of the park and have ended their expected useful life of 8 years. The City was able to optimize the existing turf for 10 years.

ESTIMATED ANNUAL COST IMPACT OF PROJECT ON CITY OPERATING BUDGET:

This project would replace the the existing synthetic artifical turf. The City would require annual maintenance of the fields to observe tears covered by the warraty period. Initial maintenance can be performed under the existing landscape maintenance contract.

Page 9 of 74 ends

NO PRIOR YEAR FUNDING

CURRENT AND FUTURE FUNDING

PROJECT

ESTIMATE
FY
2023/24
FY
2024/25
FY
2025/26
FY
2026/27
FY
2027/28
Acquisition R/W
Pre-Design
Design
Const. Support
Construction
Miscellaneous
Contingency
Total Estimate
$ 1,000,000
$ 100,000
$
$
- $ 1,100,000 $
$
- $
$
-
-
$
$
-
-
FY FY
2024/25
FY FY
2026/27
FY
2027/28 Funding Source 2023/24 2025/26
General Fund $ 1,100,000
Total Revenue - $ 1,100,000 -

PROJECT

ESTIMATE
FY
2028/29
FY
2029/30
TOTAL
Acquisition R/W
Pre-Design
Design
Const. Support
Construction
Miscellaneous
Contingency
Total Estimate
$ -
-
-
-
$
$
$
$
$
1,000,000
-
$ 100,000
$
$
- $
$
- $ 1,100,000

FY FY TOTAL
2029/30 Funding Source 2028/29
General Fund $ 1,100,000
$
$
-
-
Total Revenue - - $ 1,100,000

Page 10 of 74 ends

PROJECT NUMBER:

PROJECT NAME:
24P03
Etnies Skate Park Improvement Project
RESPONSIBLE DEPARTMENT:

CATEGORY:

Community Services (Outreach) / Public Works (Design & Construction) Facilities Improvements
PURPOSE:

Strategic Plan Initiative:

Strategic Plan Goal:

Strategic Plan Priority Area:

SP#19
A. Our Livable City is well planned, attractive, and safe.

Project Location
PROJECT DESCRIPTION:

The Etnies Skatepark Renovation Project will renovate the existing main building, the skateable areas, and landscaping around the park. The building improvements would include renovating the back office, build out of the pro shop/snack bar, installation of a HVAC unit, adding a small kitchen/break room area, and IT infrastructure improvements. Exterior improvements would include concrete repairs, additional shade structures, resurfacing/remodel of the skateable terrain, as well as upgrading existing lights to LED. The existing turf viewing areas at the east side of the park will be improved to accomodate more viewing areas, interaction with families and guests, and special events. In addition, the project would look at the feasibility of installing a pump track in the area between Etnies and the SR-241 Toll road.

ESTIMATED ANNUAL COST IMPACT OF PROJECT ON CITY OPERATING BUDGET:

This project would provide preventive maintenance and/or rehabilitation, which would reduce annual maintenance costs.

The project will also upgrade features to reduce injures and align with current skating designs.

Page 11 of 74 ends

NO PRIOR YEAR FUNDING

CURRENT AND FUTURE FUNDING

PROJECT

ESTIMATE
FY
2023/24
FY
2024/25
FY
2025/26
FY
2026/27
FY
2027/28
Acquisition R/W
Pre-Design
Design $ 100,000
Const. Support
Construction
Miscellaneous
Contingency
Total Estimate
$
$
$
100,000
900,000
100,000
$ - $ 100,000 $ 1,100,000 $ - $ -
FY
2023/24
FY
2024/25
FY
2025/26
FY
2026/27
FY
2027/28 Funding Source
Neighborhood Park
Improvement
Reserve Fund $ - $ 100,000
Total Revenue $ - $ 100,000
FY
$ - $ - $ -

PROJECT

ESTIMATE
FY TOTAL 2028/29 2029/30
Acquisition R/W
Pre-Design
Design
Const. Support
Construction
Miscellaneous
Contingency
Total Estimate
$
$
$
$
$
$
$
-
-
100,000
100,000
900,000
100,000
-
$ - $ - $ 1,200,000
FY
2028/29
FY
2029/30 Funding Source TOTAL
Neighborhood Park
Improvement $ 100,000
Reserve Fund
$
$
-
-
Total Revenue $ - $ - $ 100,000

Page 12 of 74 ends

PROJECT NUMBER:

PROJECT NUMBER/NAME:

RESPONSIBLE DEPARTMENT:

CATEGORY:
24P04
Foothill Ranch Box Lacrosse Installation Project
Public Works (Maintenance)
Park Improvements
PURPOSE:

Strategic Plan Initiative:

Strategic Plan Goal:

Strategic Plan Priority Area:

SP#62
A. Our Livable City is well planned, attractive, and safe.

Project Location
PROJECT DESCRIPTION:

This project provides for a new Box Lacrosse Rink in the same location as the no longer functional roller hockey rink.

One roller hockey rink will remain. The vacant location will allow for a new sporting activity for residents. Community Services staff surveyed the neighboring residents to determine Lacrosse was something of interest to the community.

ESTIMATED ANNUAL COST IMPACT OF PROJECT ON CITY OPERATING BUDGET:

This project would build a new recreational area for Lacrosse. Routine maintenance for repairs of the rink may be necessary.

Page 13 of 74 ends

NO PRIOR YEAR FUNDING

CURRENT AND FUTURE FUNDING

PROJECT

ESTIMATE
FY
2023/24
FY
2024/25
FY
2025/26
FY
2026/27
FY
2027/28
Acquisition R/W
Pre-Design
Design $
$
$
$
$
$
100,000
Const. Support
Construction
Miscellaneous
Contingency
Total Estimate
-
-
-
-
$ 150,000
$ 25,000
100,000 $ 175,000 $
$
- $
$
-
-
$
$
-
-
FY
2023/24
FY
2024/25
FY FY
2026/27
FY
2027/28 Funding Source 2025/26
General Fund $ 100,000 $ 175,000
Total Revenue $ 100,000
FY
$ 175,000
FY
-

PROJECT
ESTIMATE TOTAL 2028/29 2029/30
Acquisition R/W
Pre-Design
$
$
-
-
Design $
$
$
$
$
$
100,000
-
150,000
-
25,000
275,000
Const. Support
Construction
Miscellaneous
Contingency
Total Estimate $ - $ -
FY
2028/29
FY
2029/30 Funding Source TOTAL
$ 275,000 General Fund
$
$
-
-
Total Revenue $ - $ - $ 275,000

Page 14 of 74 ends

PROJECT NUMBER:

PROJECT NAME:
24P05
Pickleball Analysis and Court Installation Project
Community Services (Outreach) / Public Works (Design & Construction) Park Improvements
RESPONSIBLE DEPARTMENT:

CATEGORY:

PURPOSE:

Strategic Plan Initiative:

Strategic Plan Goal:

Strategic Plan Priority Area:

A. Our Livable City is well planned, attractive, and safe.

PROJECT DESCRIPTION:

This project provides an analysis of City parks and the viability to provide pickleball courts. The first phase will consist of the installation of a pickleball court at El Toro Park. In addition, the first phase would include a study and public outreach to determine addtional appropriate locations for pickleball. The second phase provides funding for the additional pickleball court installations.

ESTIMATED ANNUAL COST IMPACT OF PROJECT ON CITY OPERATING BUDGET:

This project would provide resident comments and design options for pickleball. Annual costs would be minimal, except for resurfacing projects every 3 to 6 years.

Page 15 of 74 ends

NO PRIOR YEAR FUNDING

CURRENT AND FUTURE FUNDING

PROJECT

ESTIMATE
FY
2023/24
FY
2024/25
FY
2025/26
FY
2026/27
FY
2027/28
Acquisition R/W
Pre-Design
Design
Const. Support
Construction
Miscellaneous
Contingency
Total Estimate
$
$
$
$
-
15,000
5,000
100,000
$
$
$
15,000
5,000
100,000
$
$
$
10,000
5,000
70,000
$ 15,000
$ 120,000
FY
$ 135,000 $ 85,000 $
$
-
-
$
$
-
-
FY
2024/25
FY
2025/26
85,000
FY
2026/27
FY
2027/28 Funding Source 2023/24
General Fund $ 120,000 $ 135,000 $
Total Revenue $ 120,000
FY
$ 135,000
FY
$ 85,000

TOTAL PROJECT
ESTIMATE 2028/29 2029/30
Acquisition R/W
Pre-Design
$
$
-
-
Design $
$
$
$
$
$
40,000
15,000
270,000
-
15,000
340,000
Const. Support
Construction
Miscellaneous
Contingency
Total Estimate $
$
- $
$
-
FY
2028/29
FY
2029/30 Funding Source TOTAL
General Fund $ 340,000
$
$
$
-
-
Total Revenue - - 340,000

Page 16 of 74 ends

PROJECT NUMBER:

PROJECT NAME:
25P06
Neighborhood Park Renovations - Nature Park and Lake Forest Park RESPONSIBLE DEPARTMENT:

CATEGORY:

Community Services (Outreach) / Public Works (Design & Construction) Park & Recreation Improvements
PURPOSE:

Strategic Plan Initiative:

Strategic Plan Goal:

Strategic Plan Priority Area:

SP#19
A. Our Livable City is well planned, attractive, and safe.

Project
Locations
PROJECT DESCRIPTION:

This project will begin the process for renovations to both Lake Forest Park and Nature Park. This project would renovate the two existing parks, enhancing the visual character of the City's park system. This phase will include Community Services conducting an RFP process for design services, public outreach to the surrounding community, and the completion of a preliminary design for both parks. After the preliminary design is approved by Council, Public Works would coordinate with the consulant on the preparation of final design documents and assist in the bid process once the project moves into the construction phase.

ESTIMATED ANNUAL COST IMPACT OF PROJECT ON CITY OPERATING BUDGET:

This project would provide preventive maintenance and/or rehabilitation, which would reduce annual maintenance costs over the life of the assets.

Page 17 of 74 ends

NO PRIOR YEAR FUNDING

CURRENT AND FUTURE FUNDING

PROJECT

ESTIMATE
FY
2023/24
FY
2024/25
FY
2025/26
FY
2026/27
FY
2027/28
Acquisition R/W
Pre-Design
Design $ 60,000 $
$
$
20,000
40,000
400,000
Const. Support
Construction
Miscellaneous
Contingency
Total Estimate
$ 40,000
$ - $ 60,000 $ 500,000 $ - $ -
FY
2023/24
FY
2024/25
FY
2025/26
FY
2026/27
FY
2027/28 Funding Source
Neighborhood Park
Improvement
Reserve Fund $ - $ 60,000 $ 500,000
Total Revenue $ - $ 60,000 $ 500,000
TOTAL
$ - $ -

PROJECT

ESTIMATE
FY FY
2028/29 2029/30
Acquisition R/W
Pre-Design
Design
Const. Support
Construction
Miscellaneous
Contingency
Total Estimate
$
$
$
$
$
$
$
-
-
80,000
40,000
400,000
-
40,000
$ - $ - $ 560,000
FY
2028/29
FY
2029/30 Funding Source TOTAL
Neighborhood Park
Improvement $ 560,000
Reserve Fund
$
$
-
-
Total Revenue $ - $ - $ 560,000

Page 18 of 74 ends

PROJECT NUMBER:

PROJECT NAME:
24P07
Neighborhood Park Renovations - Vintage Park
Public Works (Engineering)
Park Improvements
RESPONSIBLE DEPARTMENT:

CATEGORY:

PURPOSE:

Strategic Plan Initiative:

Strategic Plan Goal:

Strategic Plan Priority Area:

A. Our Livable City is well planned, attractive, and safe.

Project Location
PROJECT DESCRIPTION:

This project would continue renovations at Vintage Park Park replacing the existing wood retaining walls along the slope & perform outreach regarding the decomposed granite walking path and additional lighting at the park.

ESTIMATED ANNUAL COST IMPACT OF PROJECT ON CITY OPERATING BUDGET:

This project would provide preventive maintenance and/or rehabilitation, which would reduce annual maintenance costs over the life of the assets.

Page 19 of 74 ends

NO PRIOR YEAR FUNDING

CURRENT AND FUTURE FUNDING

PROJECT

ESTIMATE
FY
2023/24
FY
2024/25
FY
2025/26
FY
2026/27
FY
2027/28
Acquisition R/W
Pre-Design
Design $ 30,000 $
$
$
5,000
10,000
145,000
Const. Support
Construction
Miscellaneous
Contingency
Total Estimate
$ 10,000
$ 30,000 $ 170,000 $ - $ - $ -
FY
2023/24
FY
2024/25
FY
2025/26
FY
2026/27
FY
2027/28 Funding Source
Neighborhood Park
Improvement
Reserve Fund $ 30,000 $ 170,000
Total Revenue $ 30,000 $ 170,000
FY
$ - $ - $ -

PROJECT

ESTIMATE
FY
2028/29
TOTAL
2029/30
Acquisition R/W
Pre-Design
$
$
-
-
Design $
$
$
$
$
$
35,000
10,000
145,000
-
10,000
200,000
Const. Support
Construction
Miscellaneous
Contingency
Total Estimate $ - $ -
FY
2028/29
FY
2029/30
TOTAL Funding Source
Neighborhood Park
Improvement $ 200,000
Reserve Fund
$ -
$ -
Total Revenue $ - $ - $ 200,000

Page 20 of 74 ends

PROJECT NUMBER:

PROJECT NAME:
25P08
Neighborhood Park Renovations - Cavanaugh Park
Community Services (Outreach) / Public Works (Design & Construction) Park & Recreation Improvements
RESPONSIBLE DEPARTMENT:

CATEGORY:

PURPOSE:

Strategic Plan Initiative:

Strategic Plan Goal:

Strategic Plan Priority Area:

SP#19
A. Our Livable City is well planned, attractive, and safe.

Project
Location
PROJECT DESCRIPTION:

This project will begin the process for renovations to Cavanaugh Park. This phase will include Community Services conducting an RFP process for design services, public outreach to the surrounding community, and the completion of a preliminary design for the park. After the preliminary design is approved by Council, Public Works would coordinate with the consulant on the preparation of final design documents and assist in the bid process once the project moves into the construction phase.

ESTIMATED ANNUAL COST IMPACT OF PROJECT ON CITY OPERATING BUDGET:

This project would provide preventive maintenance and/or rehabilitation, which would reduce annual maintenance costs over the life of the assets.

Page 21 of 74 ends

NO PRIOR YEAR FUNDING

CURRENT AND FUTURE FUNDING

PROJECT

ESTIMATE
FY
2023/24
FY
2024/25
FY
2025/26
FY
2026/27
FY
2027/28
Acquisition R/W
Pre-Design
Design $ 50,000
Const. Support
Construction
Miscellaneous
Contingency
Total Estimate
$
$
25,000
250,000
$ 25,000
$ - $ 50,000 $ 300,000 $ - $ -
FY
2023/24
FY
2024/25
FY
2025/26
FY
2026/27
FY
2027/28 Funding Source
Neighborhood Park
Improvement
Reserve Fund $ - $ 50,000 $ 300,000
Total Revenue $ - $ 50,000 $ 300,000 $ - $ -

PROJECT

ESTIMATE
FY
2028/29
FY
2029/30 TOTAL
Acquisition R/W
Pre-Design
$
$
-
-
Design $
$
$
$
$
$
50,000
25,000
250,000
-
25,000
350,000
Const. Support
Construction
Miscellaneous
Contingency
Total Estimate $ - $ -
FY
2028/29
FY
2029/30 Funding Source TOTAL
Neighborhood Park
Improvement $ 350,000
Reserve Fund
$
$
-
-
Total Revenue $ - $ - $ 350,000

Page 22 of 74 ends

PROJECT NUMBER:

PROJECT NAME:
24P09
Neighborhood Park Renovations - Peachwood Park
Community Services (Outreach) / Public Works (Design & Construction) Park & Recreation Improvements
RESPONSIBLE DEPARTMENT:

CATEGORY:

PURPOSE:

Strategic Plan Initiative:

Strategic Plan Goal:

Strategic Plan Priority Area:

SP#19
A. Our Livable City is well planned, attractive, and safe.

Project
Location
PROJECT DESCRIPTION:

This project would continue renovations at Peachwood Park. This phase will include Community Services conducting an RFP process for design services, public outreach to the surrounding community regarding improvements, and the completion of a preliminary design for the park. After the preliminary design is approved by Council, Public Works would coordinate with the consulant on the preparation of final design documents and assist in the bid process once the project moves into the construction phase.

ESTIMATED ANNUAL COST IMPACT OF PROJECT ON CITY OPERATING BUDGET:

This project would provide preventive maintenance and/or rehabilitation, which would reduce annual maintenance costs over the life of the assets.

Page 23 of 74 ends

NO PRIOR YEAR FUNDING

CURRENT AND FUTURE FUNDING

PROJECT

ESTIMATE
FY
2023/24
FY
2024/25
FY
2025/26
FY
2026/27
FY
2027/28
Acquisition R/W
Pre-Design
Design $ 50,000
Const. Support
Construction
Miscellaneous
Contingency
Total Estimate
$
$
15,000
150,000
$ 15,000
$ 50,000 $ 180,000 $ - $ - $ -
FY
2023/24
FY
2024/25
FY
2025/26
FY
2026/27
FY
2027/28 Funding Source
Neighborhood Park
Improvement
Reserve Fund $ 50,000 $ 180,000 $ -
Total Revenue $ 50,000 $ 180,000
FY
$ - $ - $ -

PROJECT

ESTIMATE
FY
2028/29 TOTAL 2029/30
Acquisition R/W
Pre-Design
$
$
-
-
Design $
$
$
$
$
$
50,000
15,000
150,000
-
15,000
230,000
Const. Support
Construction
Miscellaneous
Contingency
Total Estimate $ - $ -
FY
2028/29
FY
2029/30 Funding Source TOTAL
Neighborhood Park
Improvement $ 230,000
Reserve Fund
$
$
-
-
Total Revenue $ - $ - $ 230,000

Page 24 of 74 ends

PROJECT NUMBER:

PROJECT NAME:

RESPONSIBLE DEPARTMENT:

CATEGORY:
24P10
Heroes Park Sports Field Renovations
Public Works (Maintenance)
Park & Recreation Improvements
PURPOSE:

Strategic Plan Initiative:

Strategic Plan Goal:

Strategic Plan Priority Area:

SP#62
A. Our Livable City is well planned, attractive, and safe.

Project
Location
PROJECT DESCRIPTION:

This project would perform renovations to the sports fields at Heroes park. Outfield fencing for fields 1 and 4 would be replaced along with the installation of a warning track and modifications to the existing irrigation system to accommodate the warning track. In addition, the pitching mounds would be laser leveled, and the infields leveled between the dirt and outfield grass.

ESTIMATED ANNUAL COST IMPACT OF PROJECT ON CITY OPERATING BUDGET:

The fencing may require annual repairs after each season of play.

Page 25 of 74 ends

NO PRIOR YEAR FUNDING

CURRENT AND FUTURE FUNDING

PROJECT

ESTIMATE
FY
2023/24
FY
2024/25
FY
2025/26
FY
2026/27
FY
2027/28
Acquisition R/W
Pre-Design
Design $
$
15,000 $
$
-
Const. Support
Construction
Miscellaneous
Contingency
Total Estimate
200,000 80,000
$ 30,000
$ 215,000
FY
$ 110,000 $ - $ - $ -
FY FY FY FY Funding Source 2023/24 2024/25 2025/26 2026/27 2027/28 Neighborhood Park
Improvement
Reserve Fund $ 215,000 $ 110,000
Total Revenue $ 215,000
FY
$ 110,000
FY
$ - $ - $ -

PROJECT
ESTIMATE TOTAL 2028/29 2029/30
Acquisition R/W
Pre-Design
$
$
-
-
Design $
$
$
$
$
$
15,000
-
280,000
-
30,000
325,000
Const. Support
Construction
Miscellaneous
Contingency
Total Estimate $ - $ -
FY
2028/29
FY
2029/30 Funding Source TOTAL
Neighborhood Park
Improvement $ 325,000
Reserve Fund
$
$
-
-
Total Revenue $ - $ - $ 325,000

Page 26 of 74 ends

PROJECT NUMBER:

PROJECT NAME:

RESPONSIBLE DEPARTMENT:

CATEGORY:
24P11
Baker Ranch Park Turf Replacement
Public Works (Maintenance)
Park Improvements
PURPOSE:

Strategic Plan Initiative:

Strategic Plan Goal:

Strategic Plan Priority Area:

SP#62
A. Our Livable City is well planned, attractive, and safe.

Project
Location
Project
Location
PROJECT DESCRIPTION:

This project would replace the grass turf with synthetic turf between gazebos at Baker Ranch Community Park. The grass turf is used extensively and is difficult to maintain because of the significant usage. This project also replaces two sand areas with a 2" layer safety pad. The sand has become a maintenance issue due to it being spread among the neighboring brush and deposited inside the drinking fountains.

ESTIMATED ANNUAL COST IMPACT OF PROJECT ON CITY OPERATING BUDGET:

New synthetic turf will require less annual maintenance for repairs. Replacement of sand at Baker Ranch Community Park will reduce maintenance costs, as the drinking fountains would require fewer repairs and less time would be needed to remove the sand from the nearby vegetation. Annual impact to operating budget is minimal.

Page 27 of 74 ends

NO PRIOR YEAR FUNDING

CURRENT AND FUTURE FUNDING

PROJECT

ESTIMATE
FY
2023/24
FY
2024/25
FY
2025/26
FY
2026/27
FY
2027/28
Acquisition R/W
Pre-Design
Design
Const. Support
Construction
Miscellaneous
Contingency
Total Estimate
$ 102,000
$ 10,200
$ 112,200 $
$
- $
$
- $
$
-
-
$
$
-
-
FY
2023/24

FY FY FY
2026/27
FY
2027/28 Funding Source 2024/25 2025/26
General Fund $ 112,200
Total Revenue $ 112,200
FY
- -

PROJECT

ESTIMATE
FY TOTAL 2028/29 2029/30
Acquisition R/W
Pre-Design
Design
Const. Support
Construction
Miscellaneous
Contingency
Total Estimate
$ -
-
-
-
$
$
$
$
$
102,000
-
10,200
112,200
$
$ $
$
- $
$
-
FY
2028/29
FY Funding Source TOTAL 2029/30
General Fund $
$
$
$
112,200
-
-
Total Revenue - - 112,200

Page 28 of 74 ends

PROJECT NUMBER:

PROJECT NAME:
24P12
Barker Ranch Dog Park Synthetic Turf Replacement
Public Works (Maintenance)
Park Improvements
RESPONSIBLE DEPARTMENT:

CATEGORY:

PURPOSE:

Strategic Plan Initiative:

Strategic Plan Goal:

Strategic Plan Priority Area:

SP#62
A. Our Livable City is well planned, attractive, and safe.

Project
Location
PROJECT DESCRIPTION:

This project replaces synthetic turf at Barker Ranch Dog Park. The turf is eight years old and is wearing out from extensive use.

ESTIMATED ANNUAL COST IMPACT OF PROJECT ON CITY OPERATING BUDGET:

This project would replace existing turf that has exhausted its useful life. New synthetic turf will require less annual maintenance for repairs.

Page 29 of 74 ends

NO PRIOR YEAR FUNDING

CURRENT AND FUTURE FUNDING

PROJECT

ESTIMATE
FY
2023/24
FY
2024/25
FY
2025/26
FY
2026/27
FY
2027/28
Acquisition R/W
Pre-Design
Design
Const. Support
Construction
Miscellaneous
Contingency
Total Estimate
$ 200,000
$ 20,000
$ 220,000 $
$
- $
$
- $
$
-
-
$
$
-
-
FY
2023/24

FY FY FY
2026/27
FY
2027/28 Funding Source 2024/25 2025/26
General Fund $ 220,000
Total Revenue $ 220,000
FY
- -

PROJECT

ESTIMATE
FY TOTAL 2028/29 2029/30
Acquisition R/W
Pre-Design
Design
Const. Support
Construction
Miscellaneous
Contingency
Total Estimate
$ -
-
-
-
$
$
$
$
$
200,000
-
20,000
220,000
$
$ $
$
- $
$
-
FY
2028/29
FY Funding Source TOTAL 2029/30
General Fund $ 220,000
$
$
$
-
-
Total Revenue - - 220,000

Page 30 of 74 ends

PROJECT NUMBER:

PROJECT NAME:
24P13
Park Shelter Rehabilitation Project - Rimgate Park
Public Works (Maintenance)
Park Improvements
RESPONSIBLE DEPARTMENT:

CATEGORY:

PURPOSE:

Strategic Plan Initiative:

Strategic Plan Goal:

Strategic Plan Priority Area:

SP#62
A. Our Livable City is well planned, attractive, and safe.

Project
Location
Project
Location
PROJECT DESCRIPTION:

This project renovates the picnic shelter at Rimgate Park. The existing shelter has weathered and requires repairs beyond normal maintenance. The existing structure will remain the same and will not require complete removal.

ESTIMATED ANNUAL COST IMPACT OF PROJECT ON CITY OPERATING BUDGET:

This project would provide preventive maintenance and/or rehabilitation, which would reduce annual maintenance costs over the life of the shelter.

Page 31 of 74 ends

NO PRIOR YEAR FUNDING

CURRENT AND FUTURE FUNDING

PROJECT

ESTIMATE
FY
2023/24
FY
2024/25
FY
2025/26
FY
2026/27
FY
2027/28
Acquisition R/W
Pre-Design
Design
Const. Support
Construction
Miscellaneous
Contingency
Total Estimate
$
$
12,500
125,000
$ 12,500
$ 150,000 $
$
- $
$
- $
$
-
-
$
$
-
-
FY
2023/24

FY FY FY
2026/27
FY
2027/28 Funding Source 2024/25 2025/26
General Fund $ 150,000
Total Revenue $ 150,000
FY
- -

PROJECT

ESTIMATE
FY TOTAL 2028/29 2029/30
Acquisition R/W
Pre-Design
Design
$
$
$
-
-
-
Const. Support
Construction
Miscellaneous
Contingency
Total Estimate
$
$
$
$
$
12,500
125,000
-
12,500
$ 150,000
$
- $
$
-
FY
2028/29
FY Funding Source TOTAL 2029/30
General Fund $ 150,000
$
$
$
-
-
Total Revenue - - 150,000

Page 32 of 74 ends

PROJECT NUMBER:

PROJECT NAME:

RESPONSIBLE DEPARTMENT:

CATEGORY:
25P14
Citywide Park Restroom Painting and Renovations Project Public Works (Maintenance)
Park Improvements
PURPOSE:

Strategic Plan Initiative:

Strategic Plan Goal:

Strategic Plan Priority Area:

SP#62
A. Our Livable City is well planned, attractive, and safe.

PROJECT DESCRIPTION:

This project improves the conditions of the neighborhood park restrooms. The restrooms are used extensively by park visitors and are routinely vandalized. Vandalism has had an affect on the fixtures, lighting, and walls of the restroom. This project will install stainless steel fixtures that reduce vandalism and are easily replaced. This project improves lighting conditions and repaints the walls with a anti-graffiti coating applied.

ESTIMATED ANNUAL COST IMPACT OF PROJECT ON CITY OPERATING BUDGET:

This project would improve park conditions and lower the cost of repairs. No additional cost for annual maintenance is necessary.

Page 33 of 74 ends

NO PRIOR YEAR FUNDING

CURRENT AND FUTURE FUNDING

PROJECT

ESTIMATE
FY
2023/24
FY
2024/25
FY
2025/26
FY
2026/27
FY
2027/28
Acquisition R/W
Pre-Design
Design
Const. Support
Construction
Miscellaneous
Contingency
Total Estimate
$ 150,000
$
$
- $ 150,000
FY
$
$
- $
$
-
-
$
$
-
-

FY FY FY
2026/27
FY
2027/28 Funding Source 2023/24 2024/25 2025/26
General Fund $ 150,000
Total Revenue - $ 150,000
FY
-

PROJECT

ESTIMATE
FY TOTAL 2028/29 2029/30
Acquisition R/W
Pre-Design
Design
Const. Support
Construction
Miscellaneous
Contingency
Total Estimate
$ -
-
-
-
$
$
$
$
$
$
150,000
-
-
$
$
- $
$
- $ 150,000
FY FY
2029/30 Funding Source TOTAL 2028/29
General Fund $ 150,000
$
$
$
-
-
Total Revenue - - 150,000

Page 34 of 74 ends

PROJECT NUMBER:

PROJECT NAME:

RESPONSIBLE DEPARTMENT:

CATEGORY:
24P15
Sports Park Parking Lot Slurry Seal
Public Works (Engineering)
Facilities Improvements
PURPOSE:

Strategic Plan Initiative:

Strategic Plan Goal:

Strategic Plan Priority Area:

A. Our Livable City is well planned, attractive, and safe.

Project
Location
PROJECT DESCRIPTION:

This project would slurry seal the Sports Park Parking Lot (FY23/24) in conjunction with the Residential Slurry Seal Zone for the respective fiscal year.

ESTIMATED ANNUAL COST IMPACT OF PROJECT ON CITY OPERATING BUDGET:

This project would provide preventive maintenance and/or rehabilitation, which would reduce annual maintenance costs over the life of the pavement by an estimated average of 30% (Source: American Public Works Association). Recurring resurfacing also reduces risk management costs.

Page 35 of 74 ends

NO PRIOR YEAR FUNDING

CURRENT AND FUTURE FUNDING

PROJECT

FY FY FY
2026/27
FY
2027/28 Funding Source 2023/24 2024/25 2025/26
General Fund $ 150,000 $ - $ -
Total Revenue $ 150,000
FY
$ - $ -

PROJECT

ESTIMATE
FY TOTAL 2028/29 2029/30
Acquisition R/W
Pre-Design
Design
Const. Support
Construction
Miscellaneous
Contingency
Total Estimate
$ -
-
-
-
$
$
$
$
$
$
150,000
-
-
$
$
- $
$
- $ 150,000
FY
2028/29
FY Funding Source TOTAL 2029/30
General Fund $ 150,000
$
$
$
-
-
Total Revenue - - 150,000

Page 36 of 74 ends

PROJECT NUMBER:

PROJECT NAME:
24P16
Trabuco Asphalt Trail Rehabilitation Project
Public Works (Engineering)
Park Improvements
RESPONSIBLE DEPARTMENT:

CATEGORY:

PURPOSE:

Strategic Plan Initiative:

Strategic Plan Goal:

Strategic Plan Priority Area:

SP#62
A. Our Livable City is well planned, attractive, and safe.

Project
Location
PROJECT DESCRIPTION:

This project would improves asphalt conditions along the Trabuco Trail. The trail repairs will occur on Trabuco between Bake and Peachwood. The trail is heavily used by residents and is in need of resurfacing.

ESTIMATED ANNUAL COST IMPACT OF PROJECT ON CITY OPERATING BUDGET:

This project would provide preventive maintenance and require no annual costs.

Page 37 of 74 ends

NO PRIOR YEAR FUNDING

CURRENT AND FUTURE FUNDING

PROJECT

ESTIMATE
FY
2023/24
FY
2024/25
FY
2025/26
FY
2026/27
FY
2027/28
Acquisition R/W
Pre-Design
Design
Const. Support
Construction
Miscellaneous
Contingency
Total Estimate
$
$
15,000
270,000
$ 15,000
$ 300,000 $
$
- $
$
- $
$
-
-
$
$
-
-
FY
2023/24

FY FY FY
2026/27
FY
2027/28 Funding Source 2024/25 2025/26
General Fund $ 300,000
Total Revenue $ 300,000
FY
- -

PROJECT

ESTIMATE
FY TOTAL 2028/29 2029/30
Acquisition R/W
Pre-Design
Design
$
$
$
-
-
-
Const. Support
Construction
Miscellaneous
Contingency
Total Estimate
$
$
$
$
$
15,000
270,000
-
15,000
$ 300,000
$
- $
$
-
FY
2028/29
FY Funding Source TOTAL 2029/30
General Fund $ 300,000
$
$
$
-
-
Total Revenue - - 300,000

Page 38 of 74 ends

PROJECT NUMBER:

PROJECT NAME:

RESPONSIBLE DEPARTMENT:

CATEGORY:
24S01 / 25S01
Street Resurfacing and Slurry Seal Projects
Public Works (Engineering)
Street Improvements
PURPOSE:

Strategic Plan Initiative:

Strategic Plan Goal:

Strategic Plan Priority Area:

SP#62
A. Our Livable City is well planned, attractive, and safe.

Project Locations
PROJECT DESCRIPTION:

This project provides asphalt overlays on arterial roadways and slurry seals on collector and residential streets as determined by the Pavement Management System. The system is designed to avoid expensive deferred maintenance.

Conformance with the system makes the City eligible for Measure M funding. In FY 2023-24 residential streets in Zone D will be slurried. In FY 2024-25 residential streets in Zone E will be slurried. In FY 2023-24 Trabuco from Bake to Peachwood, and Lake Forest Drive from Lake Forest Drive to Portola Parkway will be resurfaced. In FY 2024-25 and Lake Forest Drive from Fernleaf to Serrano Road will be resurfaced. Maintaining a "Good" Pavement Condition Index, helps to sustain the quality of the pavement in the City and extend the useful life.

ESTIMATED ANNUAL COST IMPACT OF PROJECT ON CITY OPERATING BUDGET:

Page 39 of 74 ends

NO PRIOR YEAR FUNDING

CURRENT AND FUTURE FUNDING

PROJECT

ESTIMATE
FY
2023/24
FY
2024/25
FY
2025/26
FY
2026/27
FY
2027/28
Acquisition R/W
Pre-Design
Design
Const. Support
Construction
Miscellaneous
Contingency
Total Estimate
$ 335,000 $ 750,000 $
$
400,000
3,300,000
$
$
400,000
3,300,000
$
$
400,000
$ 3,950,000 $ 5,100,000 3,300,000
$ 395,000 $ 510,000 $
$
300,000
4,000,000
$
$
300,000
4,000,000
$
$
300,000
$ 4,680,000 $ 6,360,000 4,000,000
FY
2023/24
FY
2024/25
FY
2025/26
FY
2026/27
FY
2027/28 Funding Source
Measue M2
Fairshare $ 3,668,947 $ 1,962,680 $
$
1,900,000
2,100,000
$
$
1,900,000
2,100,000
$
$
1,900,000
2,100,000
Gas Tax - Road
Maintenance Rehab
Account (SB1)
Gas Tax
City Road
Infrastructure Fund
$
$
1,011,053
-
$
$
4,153,900
243,420 $ - $ - $ -
Total Revenue $ 4,680,000 $ 6,360,000 $ 4,000,000 $ 4,000,000 $ 4,000,000

PROJECT

ESTIMATE
FY
2026/27
FY
2027/28 TOTAL
Acquisition R/W
Pre-Design
Design
Const. Support
Construction
Miscellaneous
Contingency
Total Estimate
$ 400,000 $ 400,000 $
$
3,085,000
$ 3,300,000 $ 3,300,000 25,550,000
$ 300,000 $ 300,000 $
$
2,405,000
$ 4,000,000 $ 4,000,000 31,040,000
FY
2026/27
FY
2027/28 Funding Source TOTAL
Measue M2
Fairshare $ 1,900,000 $ 1,900,000
$ 2,100,000 $ 2,100,000
$
$
15,131,627
Gas Tax - Road
Maintenance Rehab
Account 15,664,953
Gas Tax
City Road
Infrastructure Fund $ - $ - $
$
243,420
Total Revenue $ 4,000,000 $ 4,000,000 31,040,000

Page 40 of 74 ends

PROJECT NUMBER:

PROJECT NUMBER/NAME:

RESPONSIBLE DEPARTMENT:

CATEGORY:
24S02
CDBG - ADA Ramps Phase 15-17
Public Works (Engineering)
Street Improvements
PURPOSE:

Strategic Plan Initiative:

Strategic Plan Goal:

Strategic Plan Priority Area:

N/A
A. Our Livable City is well planned, attractive, and safe.

1. Well Planned: Purposeful direction in land use and transportation planning.

Strategic Plan Strategy: a) Prioritize Initiatives to reduce traffic congestion, improve mobility and manage on-street parking.

PROJECT DESCRIPTION:

Phase 15 of this program would reconstruct existing sidewalk access ramps to comply with current standards and requirements of the Americans with Disabilities Act (ADA). These projects also implement the City's ADA self-assessment and transition plan. The schedule for the design and construction of Phase 15 will depend on the annual allocation of Community Development Block Grant (CDBG) funds. Implementation of ADA self-assessment and transition plan provides an investment and maintenance of infrastructure proactively enhancing the visual character of the city, supporting quality neighborhoods and maintenance of City assets.

ESTIMATED ANNUAL COST IMPACT OF PROJECT ON CITY OPERATING BUDGET:

This project would provide preventive maintenance, which would help control or reduce sidewalk, risk management, and operating costs.

Page 41 of 74 ends

NO PRIOR YEAR FUNDING

CURRENT AND FUTURE FUNDING

PROJECT

ESTIMATE
FY
2023/24
FY
2024/25
FY
2025/26
FY
2026/27
FY
2027/28
Acquisition R/W
Pre-Design
Design $
$
$
5,000
20,000
103,669
$
$
$
45,000
20,000
100,000
$
$
$
45,000
20,000
100,000
Const. Support
Construction
Miscellaneous
Contingency
Total Estimate
$ 10,000 $ 10,000 $ 10,000
$ 138,669 $ - $ 175,000 $ - $ 175,000
FY
2023/24
FY
2024/25
FY
2025/26
FY
2026/27
FY
2027/28 Funding Source
Community
Development Block
Grant Fund (CDBG) $ 138,669 $ - $ 175,000 $ - $ 175,000 Total Revenue $ 138,669
FY
$ - $ 175,000 $ - $ 175,000

PROJECT

ESTIMATE
FY TOTAL 2028/29 2029/30
Acquisition R/W
Pre-Design
$
$
-
-
Design $
$
$
$
$
$
95,000
60,000
303,669
-
30,000
488,669
Const. Support
Construction
Miscellaneous
Contingency
Total Estimate $ - $ -
FY
2028/29
FY
2029/30 Funding Source TOTAL
Community
Development Block
Grant Fund (CDBG)
$ 488,669
$
$
-
-
Total Revenue $ - $ - $ 488,669

Page 42 of 74 ends

24S03
PROJECT NAME:

RESPONSIBLE DEPARTMENT:

CATEGORY:

Trabuco Road Ascension Cemetery left-turn holding pocket Public Works (Engineering)
Street Improvements
PURPOSE:

Strategic Plan Initiative:

Strategic Plan Goal:

Strategic Plan Priority Area:

SP#4
A. Our Livable City is well planned, attractive, and safe.

1. Well Planned: Purposeful direction in land use and transportation planning.

Strategic Plan Strategy: a) Prioritize Initiatives to reduce traffic congestion, improve mobility and manage on-street parking.

Project Location
PROJECT DESCRIPTION:

This project will construct a left turn holding lane at the entrance/exit to Ascension Cemetery allowing drivers exiting the cemetery to make left turns in two steps and eliminating the need to wait for all lanes in both directions to clear at one time.

ESTIMATED ANNUAL COST IMPACT OF PROJECT ON CITY OPERATING BUDGET:

This project is not expected to have an impact on the operating budget.

Page 43 of 74 ends

NO PRIOR YEAR FUNDING

CURRENT AND FUTURE FUNDING

PROJECT

ESTIMATE
FY
2023/24
FY
2024/25
FY
2025/26
FY
2026/27
FY
2027/28
Acquisition R/W
Pre-Design
Design
Const. Support
Construction
Miscellaneous
Contingency
Total Estimate
$
$
25,000
300,000
$ 25,000
$ 350,000 $
$
- $
$
- $
$
-
-
$
$
-
-
FY
2023/24

FY FY FY
2026/27
FY
2027/28 Funding Source 2024/25 2025/26
General Fund $ 350,000
Total Revenue $ 350,000
FY
- -

PROJECT

ESTIMATE
FY TOTAL 2028/29 2029/30
Acquisition R/W
Pre-Design
Design
$
$
$
-
-
-
Const. Support
Construction
Miscellaneous
Contingency
Total Estimate
$
$
$
$
$
25,000
300,000
-
25,000
$ 350,000
$
- $
$
-
FY
2028/29
FY Funding Source TOTAL 2029/30
General Fund $
$
$
$
350,000
-
-
Total Revenue - - 350,000

Page 44 of 74 ends

PROJECT NUMBER:

PROJECT NAME:

RESPONSIBLE DEPARTMENT:

CATEGORY:
24S04
El Toro Road Bus Shelter Renovations
Public Works (Maintenance)
Park & Recreation Improvements
PURPOSE:

Strategic Plan Initiative:

Strategic Plan Goal:

Strategic Plan Priority Area:

N/A
A. Our Livable City is well planned, attractive, and safe.

Project Location
PROJECT DESCRIPTION:

This project would renovate existing bus shelters along El Toro Road.

ESTIMATED ANNUAL COST IMPACT OF PROJECT ON CITY OPERATING BUDGET:

This project would provide preventive maintenance and/or rehabilitation, which would reduce annual maintenance costs over the life of the assets.

Page 45 of 74 ends

NO PRIOR YEAR FUNDING

CURRENT AND FUTURE FUNDING

PROJECT

ESTIMATE
FY
2023/24
FY
2024/25
FY
2025/26
FY
2026/27
FY
2027/28
Acquisition R/W
Pre-Design
Design $
$
10,000
Const. Support
Construction
Miscellaneous
Contingency
Total Estimate
100,000
$ 15,000
$ 125,000 $
$
- $
$
- $
$
-
-
$
$
-
-
FY
2023/24

FY FY FY
2026/27
FY
2027/28 Funding Source 2024/25 2025/26
General Fund $ 125,000
Total Revenue $ 125,000
FY
- -

PROJECT

ESTIMATE
FY TOTAL 2028/29 2029/30
Acquisition R/W
Pre-Design
$
$
-
-
Design $
$
$
$
$
$
10,000
-
100,000
-
15,000
125,000
Const. Support
Construction
Miscellaneous
Contingency
Total Estimate $
$
- $
$
-
FY
2028/29
FY Funding Source TOTAL 2029/30
General Fund $ 125,000
$
$
$
-
-
Total Revenue - - 125,000

Page 46 of 74 ends

PROJECT NUMBER:

PROJECT NAME:
24S05
Non Functional Turf Removal Study and Replacement
Public Works (Maintenance)
Street Improvements
RESPONSIBLE DEPARTMENT:

CATEGORY:

PURPOSE:

Strategic Plan Initiative:

Strategic Plan Goal:

Strategic Plan Priority Area:

A. Our Livable City is well planned, attractive, and safe.

PROJECT DESCRIPTION:

This project would study locations within the City where Non-Functional Turf (turf that does not provide a recreational benefit to the community, such as streetscape and frontage turf), could be replaced with different drought tolerant landscaping, improving water conservation and efficiency.

ESTIMATED ANNUAL COST IMPACT OF PROJECT ON CITY OPERATING BUDGET:

The removal/replacement of turf with drought tolerant landscaping would improve water efficiency, which would reduce annual maintenance costs over the life of the assets.

Page 47 of 74 ends

NO PRIOR YEAR FUNDING

CURRENT AND FUTURE FUNDING

PROJECT

ESTIMATE
FY
2023/24
FY
2024/25
FY
2025/26
FY
2026/27
FY
2027/28
Acquisition R/W
Pre-Design
Design
$
$
10,000
20,000
Const. Support
Construction
Miscellaneous
Contingency
Total Estimate
$ 70,000
$ 30,000 $ 70,000 $
$
- $
$
-
-
$
$
-
-
FY
2023/24
30,000
FY
2024/25
70,000
FY FY
2026/27
FY
2027/28 Funding Source 2025/26
General Fund $ $
Total Revenue $ 30,000 $ 70,000 -

PROJECT

ESTIMATE
FY
2028/29
FY
2029/30 TOTAL
Acquisition R/W
Pre-Design
Design
$
$
$
-
10,000
20,000
Const. Support
Construction
Miscellaneous
Contingency
Total Estimate
$
$
$
$
-
70,000
-
-
$
$
- $
$
- $ 100,000
FY FY Funding Source TOTAL 2028/29 2029/30
General Fund $ 100,000
$
$
$
-
-
Total Revenue - - 100,000

Page 48 of 74 ends

PROJECT NUMBER:

PROJECT NAME:
24S06
Arterial Wall Enhancements in Southwest Lake Forest
Community Services (Outreach) / Public Works (Design & Construction) Street Improvements
RESPONSIBLE DEPARTMENT:

CATEGORY:

PURPOSE:

Strategic Plan Initiative:

Strategic Plan Goal:

Strategic Plan Priority Area:

SP#62
A. Our Livable City is well planned, attractive, and safe.

Project Location
PROJECT DESCRIPTION:

This project would look to enhance the visual appeal of the walls along arterial roadways in Southwest Lake Forest. The first year would include public outreach to determine the appropriate approach for beautification, with the improvements being implimented in the second year.

ESTIMATED ANNUAL COST IMPACT OF PROJECT ON CITY OPERATING BUDGET:

This project is expected to have a minor impact on the operating budget.

Page 49 of 74 ends

NO PRIOR YEAR FUNDING

CURRENT AND FUTURE FUNDING

PROJECT

ESTIMATE
FY
2023/24
FY
2024/25
FY
2025/26
FY
2026/27
FY
2027/28
Acquisition R/W
Pre-Design
Design
$
$
10,000
15,000
Const. Support
Construction
Miscellaneous
Contingency
Total Estimate
$
$
15,000
70,000
$ 15,000
$ 25,000 $ 100,000 $
$
- $
$
-
-
$
$
-
-
FY
2023/24
25,000
FY
2024/25
FY FY
2026/27
FY
2027/28 Funding Source 2025/26
General Fund $ $ 100,000
Total Revenue $ 25,000 $ 100,000
FY
-

PROJECT

ESTIMATE
FY
2028/29 TOTAL 2029/30
Acquisition R/W
Pre-Design
Design
Const. Support
Construction
Miscellaneous
Contingency
Total Estimate
$ -
$
$
$
$
$
$
$
10,000
15,000
15,000
70,000
-
15,000
$ 125,000
$
- $
$
-
FY FY
2029/30 Funding Source TOTAL 2028/29
General Fund $ 125,000
$
$
$
-
-
Total Revenue - - 125,000

Page 50 of 74 ends

PROJECT NUMBER:

PROJECT NAME:
25S07
Ridge Route Median Improvement Projects
Public Works (Maintenance)
Park Improvements
RESPONSIBLE DEPARTMENT:

CATEGORY:

PURPOSE:

Strategic Plan Initiative:

Strategic Plan Goal:

Strategic Plan Priority Area:

SP#62
A. Our Livable City is well planned, attractive, and safe.

Project Location
PROJECT DESCRIPTION:

The center median landscaping on Ridge Route between Overlake and Muirlands was replaced with brand new planter boxes designed to match the rock décor at nearby Veterans Park. This project renovates 16 remaining medians that contained brick work no longer available. The locations will consist of medians on Ridge Route between Muirlands and Rockfield.

ESTIMATED ANNUAL COST IMPACT OF PROJECT ON CITY OPERATING BUDGET:

This project would remove brick work no longer available. The rock material can easily be obtained to replace the bricks dislodged during vehicle accidents. No routine maintenance is anticipated after completion of the project.

Page 51 of 74 ends

NO PRIOR YEAR FUNDING

CURRENT AND FUTURE FUNDING

PROJECT

ESTIMATE
FY
2023/24
FY
2024/25
FY
2025/26
FY
2026/27
FY
2027/28
Acquisition R/W
Pre-Design
Design
Const. Support
Construction
Miscellaneous
Contingency
Total Estimate
$ 200,000
$ 10,000
$ 210,000 $ - $
$
- $
$
-
-
$
$
-
-
FY
2023/24

FY FY FY
2026/27
FY
2027/28 Funding Source 2024/25 2025/26
General Fund $ 210,000 $ -
Total Revenue $ 210,000
FY
$ - -

PROJECT

ESTIMATE
FY TOTAL 2028/29 2029/30
Acquisition R/W
Pre-Design
Design
Const. Support
Construction
Miscellaneous
Contingency
Total Estimate
$ -
-
-
-
$
$
$
$
$
200,000
-
10,000
210,000
$
$ $
$
- $
$
-
FY
2028/29
FY Funding Source TOTAL 2029/30
General Fund $
$
$
$
210,000
-
-
Total Revenue - - 210,000

Page 52 of 74 ends

PROJECT NUMBER:

PROJECT NAME:

RESPONSIBLE DEPARTMENT:

CATEGORY:
24S04
Bridge Inspection Repairs
Public Works (Engineering)
Street Improvements
PURPOSE:

Strategic Plan Initiative:

Strategic Plan Goal:

Strategic Plan Priority Area:

N/A
Street Improvements

PROJECT DESCRIPTION:

This project would provide design services to help with maintaining the bridges within the City. Future phases of the project will include an inspection of all City owned bridges, using a combination of visual inspection, non-destructive testing, and structural analysis techniques. Based on the results of the inspection, a prioritized list of necessary repairs will be developed, taking into account the criticality of the bridge, the severity of any identified issues, and the available funding for repairs.

ESTIMATED ANNUAL COST IMPACT OF PROJECT ON CITY OPERATING BUDGET:

This project would provide preventive maintenance and/or rehabilitation, which would reduce annual maintenance costs over the life of the assets.

Page 53 of 74 ends

NO PRIOR YEAR FUNDING

CURRENT AND FUTURE FUNDING

PROJECT

ESTIMATE
FY
2023/24
FY
2024/25
FY
2025/26
FY
2026/27
FY
2027/28
Acquisition R/W
Pre-Design
Design $
$
$
$
$
$
10,000 $
$
$
$
$
$
10,000 $
$
$
$
$
$
10,000
Const. Support
Construction
Miscellaneous
Contingency
Total Estimate
15,000
150,000
10,000
15,000
200,000
15,000
150,000
10,000
15,000
200,000
15,000
150,000
10,000
15,000
$ - $ - 200,000
FY
2023/24
FY
2024/25
FY
2025/26
FY
2026/27
FY
2027/28 Funding Source
Measue M2
Fairshare
Gas Tax - Road
Maintenance Rehab
Account
Gas Tax
Infrastructure
Reserve Fund $
$
-
-
$
$
-
-
$
$
200,000
200,000
$
$
200,000
200,000
$
$
200,000
Total Revenue 200,000

PROJECT

ESTIMATE
FY
2028/29
FY
2029/30 TOTAL
Acquisition R/W
Pre-Design
$
$
-
-
Design $
$
$
$
$
$
10,000 $
$
$
$
$
$
10,000 $ 50,000
75,000
750,000
50,000
75,000
Const. Support
Construction
Miscellaneous
Contingency
Total Estimate
15,000
150,000
10,000
15,000
200,000
15,000
150,000
10,000
15,000
$
$
$
$
200,000 $ 1,000,000
FY
2028/29
FY
2029/30 Funding Source TOTAL
Measue M2
Fairshare $ -
Gas Tax - Road
Maintenance Rehab
Account
$
$
-
Gas Tax -
Infrastructure
Reserve Fund $ 1,000,000 $ 200,000 $ 200,000
Total Revenue $ 200,000 $ 200,000 $ 1,000,000

Page 54 of 74 ends

PROJECT NUMBER:

PROJECT NAME:

RESPONSIBLE DEPARTMENT:

CATEGORY:
24S09
Arterial Median Improvement Project
Public Works (Traffic)
Traffic Improvements
PURPOSE:

Strategic Plan Initiative:

Strategic Plan Goal:

Strategic Plan Priority Area:

Strategic Plan Strategy:

SP#1
A. Our Livable City is well planned, attractive, and safe.

1. Well Planned: Purposeful direction in land use and transportation planning. a) Prioritize Initiatives to reduce traffic congestion, improve mobility and manage on-street parking.

Project Location
PROJECT DESCRIPTION:

This project will replace existing painted medians and stick down delineators with raised hardscaped medians to improve traffic safety. These locations include Trabuco Road north of El Toro Road, and on Rockfield Boulevard south of Lake Forest Drive
ESTIMATED ANNUAL COST IMPACT OF PROJECT ON CITY OPERATING BUDGET:

This project would provide a reduction in traffic congestion, improvement in operations, enhancement of traffic signal infrastructure, which may help reduce retrofit, improvement, and signal maintenance operating costs.

Page 55 of 74 ends

PRIOR YEAR FUNDING
$25,000 in FY22/23 for Design

CURRENT AND FUTURE FUNDING

PROJECT

FY FY FY
2026/27
FY
2027/28 Funding Source 2023/24 2024/25 2025/26
South Coast Air
Quality Management
District Fund
(SCAQMD) $ 200,000 $ -
Total Revenue $ 200,000
FY
$ - $ - $ - $ -

PROJECT

ESTIMATE
FY TOTAL 2028/29 2029/30
Acquisition R/W
Pre-Design
Design
Const. Support
Construction
Miscellaneous
Contingency
Total Estimate
$ -
-
-
-
$
$
$
$
$
$
200,000
-
-
$ - $ - $ 200,000
FY
2028/29
FY
2029/30 Funding Source TOTAL
South Coast Air
Quality Management
District Fund
$ 200,000
(SCAQMD)
$
$
-
-
Total Revenue $ - $ - $ 200,000

Page 56 of 74 ends

PROJECT NUMBER: 25T01
PROJECT NAME:

RESPONSIBLE DEPARTMENT:

Audible Pedestrian Signals
Public Works (Traffic)
CATEGORY: Traffic Improvements
PURPOSE:

Strategic Plan Initiative:

Strategic Plan Goal:

Strategic Plan Priority Area:

Strategic Plan Strategy:

SP#1
A. Our Livable City is well planned, attractive, and safe.

1. Well Planned: Purposeful direction in land use and transportation planning. a) Prioritize Initiatives to reduce traffic congestion, improve mobility and manage on-street parking.

PROJECT DESCRIPTION:

This project would install Accessible Pedestrian Signals (“APS”) at three intersections: Lake Forest and Rockfield, Ridge Route and Muirlands, and El Toro and Raymond. APS provides audible and tactile information about the WALK and DON’T WALK intervals at signalized intersections to assist the visually impaired to cross streets safely.

ESTIMATED ANNUAL COST IMPACT OF PROJECT ON CITY OPERATING BUDGET:

This project is expected to have a minor impact on the operating budget.

Page 57 of 74 ends

NO PRIOR YEAR FUNDING

CURRENT AND FUTURE FUNDING

PROJECT

ESTIMATE
FY
2023/24
FY
2024/25
FY
2025/26
FY
2026/27
FY
2027/28
Acquisition R/W
Pre-Design
Design $
$
$
10,000
10,000
150,000
$
$
$
10,000
10,000
150,000
Const. Support
Construction
Miscellaneous
Contingency
Total Estimate
$ 10,000 $ 10,000
$ - $ 180,000 $ - $ 180,000 $ -
FY
2023/24
FY
2024/25
FY
2025/26
FY
2026/27
FY
2027/28 Funding Source
Community
Development Block
Grant Fund (CDBG) $ - $ 180,000 $ 180,000
Total Revenue $ - $ 180,000
FY
$ - $ 180,000 $ -

PROJECT

ESTIMATE
FY TOTAL 2028/29 2029/30
Acquisition R/W
Pre-Design
$
$
-
-
Design $
$
$
$
$
$
20,000
20,000
300,000
-
20,000
360,000
Const. Support
Construction
Miscellaneous
Contingency
Total Estimate $ - $ -
FY
2028/29
FY
2029/30 Funding Source TOTAL
Community
Development Block
Grant Fund (CDBG)
$ 360,000
$
$
-
-
Total Revenue $ - $ - $ 360,000

Page 58 of 74 ends

PROJECT NUMBER:

PROJECT NAME:
24T02
Protective Permissive Left Turn Project
Public Works (Traffic)
Traffic Improvements
RESPONSIBLE DEPARTMENT:

CATEGORY:

PURPOSE:

Strategic Plan Initiative:

Strategic Plan Goal:

Strategic Plan Priority Area:

Strategic Plan Strategy:

SP#1
A. Our Livable City is well planned, attractive, and safe.

1. Well Planned: Purposeful direction in land use and transportation planning. a) Prioritize Initiatives to reduce traffic congestion, improve mobility and manage on-street parking.

Project
Locations
Project
Locations
PROJECT DESCRIPTION:

This project would install protective permissive left-turn phasing ("PPLTP"). PPLTP allows drivers to turn left with a protected green arrow as well as the ability to turn left on the flashing yellow arrow when there are sufficient gaps in traffic.

The proposed intersections are:

Alton Parkway & Monarch Boulevard – north-south along Monarch Boulevard Alton Parkway & Catalina – north-south along Catalina
Bake Parkway & Towne Centre Drive – north-south along Towne Centre Drive Lake Forest Drive & Towne Centre Drive – north-south along Towne Centre Drive ESTIMATED ANNUAL COST IMPACT OF PROJECT ON CITY OPERATING BUDGET:

Page 59 of 74 ends

NO PRIOR YEAR FUNDING

CURRENT AND FUTURE FUNDING

PROJECT

ESTIMATE
FY
2023/24
FY
2024/25
FY
2025/26
FY
2026/27
FY
2027/28
Acquisition R/W
Pre-Design
Design $
$
$
25,000
20,000
360,000
$
$
$
25,000
20,000
360,000
Const. Support
Construction
Miscellaneous
Contingency
Total Estimate
$ 20,000 $ 20,000
$ 425,000 $
$
- $ 425,000 $
$
-
-
$
$
-
-
FY
2023/24
FY FY
2025/26
FY
2026/27
FY
2027/28 Funding Source 2024/25
General Fund $ 425,000
Total Revenue $ 425,000
FY
- $ -

PROJECT

ESTIMATE
FY TOTAL 2028/29 2029/30
Acquisition R/W
Pre-Design
$
$
-
-
Design $
$
$
$
$
$
50,000
40,000
720,000
-
40,000
850,000
Const. Support
Construction
Miscellaneous
Contingency
Total Estimate $
$
- $
$
-
FY
2028/29
FY Funding Source TOTAL 2029/30
General Fund $
$
$
$
425,000
-
-
Total Revenue - - 425,000

Page 60 of 74 ends

PROJECT NUMBER:

PROJECT NAME:
25T03
Bake Parkway and Rockfield Traffic Signal Synchronization Program Public Works (Traffic)
Traffic Improvements
RESPONSIBLE DEPARTMENT:

CATEGORY:

PURPOSE:

Strategic Plan Initiative:

Strategic Plan Goal:

Strategic Plan Priority Area:

Strategic Plan Strategy:

SP#1
A. Our Livable City is well planned, attractive, and safe.

1. Well Planned: Purposeful direction in land use and transportation planning. a) Prioritize Initiatives to reduce traffic congestion, improve mobility and manage on-street parking.

Project
PROJECT DESCRIPTION:

The Bake Parkway and Rockfield Boulevard Traffic Signal Synchronization Project ("TSSP") would update traffic signal coordination timing and communication, in addition to other and traffic signal infrastructure (i.e. video detection, CCTV, controller upgrades, fiber interconnect, etc.) hardware for the traffic signals between Lake Forest Drive and Rue de Fortuna, and between Centre and Los Alisos Boulevard (respectively) within the Cities of Lake Forest and Irvine. The City has 10 traffic signals on the Bake Parkway corridor and nine traffic signals on Rockfield Boulevard corridor. The total estimated project cost for these signals is $1,695,400. If the City receives funding, OCTA will pay 80% of the costs and the cities of Lake Forest and Irvine will pay the remaining 20% for the signals in their respective jurisdictions.

ESTIMATED ANNUAL COST IMPACT OF PROJECT ON CITY OPERATING BUDGET:

Page 61 of 74 ends

NO PRIOR YEAR FUNDING

CURRENT AND FUTURE FUNDING

PROJECT

ESTIMATE
FY
2023/24
FY
2024/25
FY
2025/26
FY
2026/27
FY
2027/28
Acquisition R/W
Pre-Design
Design
Const. Support
Construction
Miscellaneous
Contingency
Total Estimate
$
$
355,000
15,000
$ - $ 370,000
FY
$
$
- $
$
-
-
$
$
-
-

FY FY FY
2026/27
FY
2027/28 Funding Source 2023/24 2024/25 2025/26
General Fund $ - $ 370,000
Total Revenue $ - $ 370,000
FY
-

PROJECT

ESTIMATE
FY TOTAL 2028/29 2029/30
Acquisition R/W
Pre-Design
Design
Const. Support
Construction
Miscellaneous
Contingency
Total Estimate
$ -
-
-
-
$
$
$
$
$
355,000
15,000
$ -
$ - $ - $ 370,000
FY
2028/29
FY
2029/30 Funding Source TOTAL
$ 370,000 General Fund
$
$
-
-
Total Revenue $ - $ - $ 370,000

Page 62 of 74 ends

PROJECT NUMBER:

PROJECT NAME:
25T04
Irvine Blvd-Trabuco Road Traffic Signal Synchronization Program Public Works (Traffic)
Traffic Improvements
RESPONSIBLE DEPARTMENT:

CATEGORY:

PURPOSE:

Strategic Plan Initiative:

Strategic Plan Goal:

Strategic Plan Priority Area:

Strategic Plan Strategy:

SP#1
A. Our Livable City is well planned, attractive, and safe.

1. Well Planned: Purposeful direction in land use and transportation planning. a) Prioritize Initiatives to reduce traffic congestion, improve mobility and manage on-street parking.

Project
PROJECT DESCRIPTION:

The Trabuco Road Traffic Signal Synchronization Project ("TSSP") would update traffic signal coordination timing and communication, in addition to other hardware for the traffic signals between Old Myford Road and Marguerite Parkway within the Cities of Lake Forest, Irvine and Mission Viejo. The City has eight traffic signals on this corridor and the total estimated project cost for these signals are $204,000. If the City receives funding, OCTA will pay 80% of the costs and the cities of Lake Forest and Irvine will pay the remaining 20% for the signals in their respective jurisdictions. This project would promote improved traffic flow and safety.

ESTIMATED ANNUAL COST IMPACT OF PROJECT ON CITY OPERATING BUDGET:

Page 63 of 74 ends

NO PRIOR YEAR FUNDING

CURRENT AND FUTURE FUNDING

PROJECT

ESTIMATE
FY
2023/24
FY
2024/25
FY
2025/26
FY
2026/27
FY
2027/28
Acquisition R/W
Pre-Design
Design
Const. Support
Construction
Miscellaneous
Contingency
Total Estimate
$
$
30,000
15,000
$ - $ 45,000 $
$
- $
$
-
-
$
$
-
-
FY FY
2024/25
FY FY
2026/27
FY
2027/28 Funding Source 2023/24 2025/26
General Fund $ - $ 45,000
Total Revenue $ - $ 45,000 -

PROJECT

ESTIMATE
FY
2028/29
FY
2029/30 TOTAL
Acquisition R/W
Pre-Design
Design
Const. Support
Construction
Miscellaneous
Contingency
Total Estimate
$ -
-
-
-
$
$
$
$
$
30,000
15,000
$ -
$ - $ - $ 45,000
FY
2028/29
FY
2029/30 Funding Source TOTAL
$ 45,000 General Fund
$
$
-
-
Total Revenue $ - $ - $ 45,000

Page 64 of 74 ends

PROJECT NUMBER:

PROJECT NAME:
24T05
Southbound Rancho Parkway Widening at Lake Forest Drive for Dedicated RightRESPONSIBLE DEPARTMENT:

CATEGORY:

Public Works (Traffic)
Traffic Improvements
PURPOSE:

Strategic Plan Initiative:

Strategic Plan Goal:

Strategic Plan Priority Area:

Strategic Plan Strategy:

SP#1
A. Our Livable City is well planned, attractive, and safe.

1. Well Planned: Purposeful direction in land use and transportation planning. a) Prioritize Initiatives to reduce traffic congestion, improve mobility and manage on-street parking.

Project Location
PROJECT DESCRIPTION:

This project will widen southbound Rancho Parkway to create an eight-foot wide bike lane/defacto right-turn.

ESTIMATED ANNUAL COST IMPACT OF PROJECT ON CITY OPERATING BUDGET:

Page 65 of 74 ends

PRIOR YEAR FUNDING
FY21/22 - Design $60,000 FY22/23 - Acquisition R/W - $24,000

CURRENT AND FUTURE FUNDING

PROJECT

ESTIMATE
FY
2023/24
FY
2024/25
FY
2025/26
FY
2026/27
FY
2027/28
Acquisition R/W
Pre-Design
Design
Const. Support
Construction
Miscellaneous
Contingency
Total Estimate
$ 224,000
$ 224,000
FY
$ - $ - $ - $ -

FY FY FY
2026/27
FY
2027/28 Funding Source 2023/24 2024/25 2025/26
Lake Forest Traffic
Mitigation Fund
(LFTM) $ 224,000 $ -
Total Revenue $ 224,000
FY
$ - $ - $ - $ -

PROJECT

ESTIMATE
FY TOTAL 2028/29 2029/30
Acquisition R/W
Pre-Design
Design
Const. Support
Construction
Miscellaneous
Contingency
Total Estimate
$ -
-
-
-
$
$
$
$
$
$
224,000
-
-
$ - $ - $ 224,000
FY
2028/29
FY
2029/30 Funding Source TOTAL
Lake Forest Traffic
Mitigation Fund
(LFTM)
$ 224,000
$
$
-
-
Total Revenue $ - $ - $ 224,000

Page 66 of 74 ends

PROJECT NUMBER:

PROJECT NAME:

RESPONSIBLE DEPARTMENT:

CATEGORY:
24T06
Widening of Southbound Jeronimo at Lake Forest Drive
Public Works (Traffic)
Traffic Improvements
PURPOSE:

Strategic Plan Initiative:

Strategic Plan Goal:

Strategic Plan Priority Area:

Strategic Plan Strategy:

SP#1
A. Our Livable City is well planned, attractive, and safe.

1. Well Planned: Purposeful direction in land use and transportation planning. a) Prioritize Initiatives to reduce traffic congestion, improve mobility and manage on-street parking.

Project Location
PROJECT DESCRIPTION:

This project will widen southbound Jeronimo at Lake Forest by approximately three-feet to create an eight-foot wide bike lane/defacto southbound right-turn lane.

ESTIMATED ANNUAL COST IMPACT OF PROJECT ON CITY OPERATING BUDGET:

Page 67 of 74 ends

PRIOR YEAR FUNDING
FY22/23 Design - $35,500

CURRENT AND FUTURE FUNDING

PROJECT

ESTIMATE
FY
2023/24
FY
2024/25
FY
2025/26
FY
2026/27
FY
2027/28
Acquisition R/W
Pre-Design
Design
Const. Support
Construction
Miscellaneous
Contingency
Total Estimate
$ 116,100
$ 116,100
FY
$ - $ - $ - $ -

FY FY FY
2026/27
FY
2027/28 Funding Source 2023/24 2024/25 2025/26
Lake Forest Traffic
Mitigation Fund
(LFTM) $ 116,100 $ -
Total Revenue $ 116,100
FY
$ - $ - $ - $ -

PROJECT

ESTIMATE
FY TOTAL 2028/29 2029/30
Acquisition R/W
Pre-Design
Design
Const. Support
Construction
Miscellaneous
Contingency
Total Estimate
$ -
-
-
-
$
$
$
$
$
$
116,100
-
-
$ - $ - $ 116,100
FY
2028/29
FY
2029/30 Funding Source TOTAL
Lake Forest Traffic
Mitigation Fund
(LFTM)
$ 116,100
$
$
-
-
Total Revenue $ - $ - $ 116,100

Page 68 of 74 ends

PROJECT NUMBER:

PROJECT NAME:
24T07
Widening of Westbound Los Alisos to Add a Dedicated Right- Turn Lane at Public Works (Traffic)
Traffic Improvements
RESPONSIBLE DEPARTMENT:

CATEGORY:

PURPOSE:

Strategic Plan Initiative:

Strategic Plan Goal:

Strategic Plan Priority Area:

Strategic Plan Strategy:

SP#1
A. Our Livable City is well planned, attractive, and safe.

1. Well Planned: Purposeful direction in land use and transportation planning. a) Prioritize Initiatives to reduce traffic congestion, improve mobility and manage Project Location
PROJECT DESCRIPTION:

This project will widen westbound Los Alisos at Rockfield to add a dedicated westbound right-turn lane.

ESTIMATED ANNUAL COST IMPACT OF PROJECT ON CITY OPERATING BUDGET:

Page 69 of 74 ends

PRIOR YEAR FUNDING
FY22/23 Design - $100,000

CURRENT AND FUTURE FUNDING

PROJECT

ESTIMATE
FY
2023/24
FY
2024/25
FY
2025/26
FY
2026/27
FY
2027/28
Acquisition R/W
Pre-Design
Design
Const. Support
Construction
Miscellaneous
Contingency
Total Estimate
$ 667,000
$ 667,000
FY
$ - $ - $ - $ -

FY FY FY
2026/27
FY
2027/28 Funding Source 2023/24 2024/25 2025/26
Lake Forest Traffic
Mitigation Fund
(LFTM) $ 667,000 $ -
Total Revenue $ 667,000
FY
$ - $ - $ - $ -

PROJECT

ESTIMATE
FY TOTAL 2028/29 2029/30
Acquisition R/W
Pre-Design
Design
$ -
-
-
-
-
-
-
$
$
$
$
$
$
Const. Support
Construction
Miscellaneous
Contingency
Total Estimate $ - $ - $ -
FY
2028/29
FY
2029/30 Funding Source TOTAL
Lake Forest Traffic
Mitigation Fund
(LFTM)
$ 667,000
$
$
-
-
Total Revenue $ - $ - $ 667,000

Page 70 of 74 ends

PROJECT NUMBER:

PROJECT NAME:
24T08
Second left-turn Lanes in All Directions at the Intersection of Los Alisos and Muirlands
RESPONSIBLE DEPARTMENT:

CATEGORY:

Public Works (Traffic)
Traffic Improvements
PURPOSE:

Strategic Plan Initiative:

Strategic Plan Goal:

Strategic Plan Priority Area:

Strategic Plan Strategy:

SP#1
A. Our Livable City is well planned, attractive, and safe.

1. Well Planned: Purposeful direction in land use and transportation planning. a) Prioritize Initiatives to reduce traffic congestion, improve mobility and manage on-street parking.

Project Location
PROJECT DESCRIPTION:

This Foothill Circulation Phasing Program ("FCPP") project consists of widening, median modifications and restriping to provide a second left-turn lane for each of the four approach legs. It requires approximately 7,200 square feet of additional right-of-way and widening of the bridge over Aliso Creek. This project requires coordination with the City of Mission Viejo ESTIMATED ANNUAL COST IMPACT OF PROJECT ON CITY OPERATING BUDGET:

Page 71 of 74 ends

PRIOR YEAR FUNDING
FY21/22 Design - $450,000 FY22/23 Acquisition R/W - $1,450,000

CURRENT AND FUTURE FUNDING

PROJECT

ESTIMATE
FY
2023/24
FY
2024/25
FY
2025/26
FY
2026/27
FY
2027/28
Acquisition R/W
Pre-Design
Design
Const. Support
Construction
Miscellaneous
Contingency
Total Estimate
$ 1,525,000
$ 1,525,000 $ - $ - $ - $ -
FY
2023/24
FY
2024/25
FY
2025/26
FY
2026/27
FY
2027/28 Funding Source
Foothill Circulation
Phasing Plan Capital
Projects Fund
(FCPP) $ 1,525,000 $ -
Total Revenue $ 1,525,000 $ - $ - $ - $ -

PROJECT

ESTIMATE
FY
2028/29
FY
2029/30 TOTAL
Acquisition R/W
Pre-Design
Design
Const. Support
Construction
Miscellaneous
Contingency
Total Estimate
$ -
-
-
-
$
$
$
$ 1,525,000
$
$
-
-
$ - $ - $ 1,525,000
FY
2028/29
FY
2029/30 Funding Source TOTAL
Foothill Circulation
Phasing Plan Capital
Projects Fund
(FCPP)
$ 1,525,000
$
$
-
-
Total Revenue $ - $ - $ 1,525,000

Page 72 of 74 ends

PROJECT NUMBER:

PROJECT NAME:

RESPONSIBLE DEPARTMENT:

CATEGORY:
24T09
Meadows Traffic Improvements: Bake / Toledo
Public Works (Traffic)
Traffic Improvements
PURPOSE: This project would promote improved traffic flow and safety.

SP#2
A. Our Livable City is well planned, attractive, and safe.

1. Well Planned: Purposeful direction in land use and transportation planning.

Strategic Plan Initiative:

Strategic Plan Goal:

Strategic Plan Priority Area:

Strategic Plan Strategy: a) Prioritize Initiatives to reduce traffic congestion, improve mobility and manage on-street parking.

Project Location
PROJECT DESCRIPTION:

The Bake Parkway/Toledo Way Intersection improvements would widen Bake Parkway and Toledo Way to create dual left-turns in three of the four directions. This project is for the design and right-of-way phases of the project. The Development Agreement for the Meadows site included funding for traffic improvements at two intersections. This project is dependent on the City's collection of a developer fee.

ESTIMATED ANNUAL COST IMPACT OF PROJECT ON CITY OPERATING BUDGET:

Page 73 of 74 ends

NO PRIOR YEAR FUNDING
FY21/22 - Design $225,000 FY22/23 - Acquisition R/W $250,000

CURRENT AND FUTURE FUNDING

PROJECT

ESTIMATE
FY
2023/24
FY
2024/25
FY
2025/26
FY
2026/27
FY
2027/28
Acquisition R/W
Pre-Design
Design
Const. Support
Construction
Miscellaneous
Contingency
Total Estimate
$ 2,122,900
$ 2,122,900 $ - $ - $ - $ -
FY
2023/24
FY
2024/25
FY
2025/26
FY
2026/27
FY
2027/28 Funding Source
Meadows Traffic
Improvement Program
Fund (MTIP)
$ 2,122,900 $ - $ - $ - $ -
Total Revenue $ 2,122,900 $ - $ - $ - $ -

PROJECT

ESTIMATE
FY
2028/29
FY
2029/30 TOTAL
Acquisition R/W
Pre-Design
Design
Const. Support
Construction
Miscellaneous
Contingency
Total Estimate
$ -
-
-
-
$
$
$
$ 2,122,900
$
$
-
-
$ - $ - $ 2,122,900
FY
2028/29
FY
2029/30 Funding Source TOTAL
Meadows Traffic
Improvement Program
Fund (MTIP)
$ 2,122,900
$
$
-
-
Total Revenue $ - $ - $ 2,122,900

Page 74 of 74 ends

BUDGET WORKSHOP AGENDA REPORT
MEETING DATE: 5/23/2023
DEPARTMENT: Finance
SUBJECT:

PROPOSED 2023-2025 OPERATING BUDGET AND PROPOSED 2023-2030

FINANCIAL FORECAST
RECOMMENDED ACTION(S):

1. Receive presentations on Proposed 2023-2025 Operating Budget and Proposed 2023-2030 Financial Forecast.

2. Review, revise, or provide direction to finalize the proposed financial planning documents.

EXECUTIVE SUMMARY:

The Financial Management and Budgetary Policy (“Policy”) requires the City Manager to present a proposed budget to the City Council on a biennial basis to be adopted no later than June 30 in odd number years preceding the commencement of the two-year budget cycle. The budget is a resource allocation document and serves as the financial plan for the City, providing policy direction in the areas of desired service level and funding priorities. The longrange fiscal perspective includes the development of a two-year Operating Budget, seven-year Capital Improvement Plan, and a seven-year Financial Forecast. This report briefly summarizes each of these financial planning documents, while the attached Proposed 2023-2025 Operating Budget (Attachment 1) and the Proposed 2023-2030 Financial Forecast (Attachment 2) describe and contain all aspects of the fiscal planning and analyses involving revenue projections, planned operating and capital expenditures, and reserve levels.

Staff is seeking direction regarding the Proposed 2023-2025 Operating Budget and the Proposed 2023-2030 Financial Forecast. In addition, staff will continue to review and analyze revenue forecasts and cost estimates that can change based on the receipt of additional information or direction from the City Council. 157
DISCUSSION:

Proposed 2023-2025 Operating Budget
The Proposed 2023-2025 Operating Budget maintains all municipal services at current levels and continues providing services that address the priorities of Lake Forest’s constituents. Total revenues are projected to be $77.1 million in Fiscal Year 2023-24 and $78.3 million in Fiscal Year 2024-25. Total expenditures are projected to be $76.5 million in Fiscal Year 2023-24 and $74.2 million in Fiscal Year 2024-25. General Fund Revenue is projected to be $63.3 million in Fiscal Year 2023-24 and $65.3 million in Fiscal Year 2024-25. General Fund Expenditures are projected to be $59.6 million in Fiscal Year 2023-24 and $60.8 million in Fiscal Year 2024-25. The Proposed 2023-2025 Operating Budget is balanced without the need to draw down General Fund reserves.

Table 1: Revenues by Fund
Fund Name FY 2023-24 FY 2024-25
General Fund $63,275,800 $65,339,600
General Fund (Capital) - -
Infrastructure Reserve - -
Neighborhood Park Reserve - -
Low- and Moderate-Income Housing Asset 66,400 66,400
Gas Tax 2,489,000 2,489,000
Road Maintenance Rehab 2,185,000 2,185,000
South Coast Air Quality Management District 112,700 112,700 Measure M2 Local Fair Share 1,969,274 2,045,537
Measure M2 Senior Mobility 104,000 107,900
Supplemental Law Enforcement Services 125,000 130,000
Franchise Agreement Recycling 50,000 50,000
Beverage Recycling 21,000 21,000
Certified Access Specialist Program 5,000 5,000
Permanent Local Housing Allocation Program 942,814 -
Community Development Block Grant 520,784 562,115
City Facilities Fees 3,900,000 3,900,000
Park Development 23,100 23,100
Lake Forest Traffic Mitigation 215,700 215,700
Foothill Ranch Phasing Plan 1,072,950 1,072,950
Total $77,078,522 $78,326,002
Table 2: Expenditures by Fund
Fund Name FY 2023-24 FY 2024-25
General Fund $59,594,104 $60,781,871
General Fund (Capital) 2,517,200 2,130,000
158
Fund Name FY 2023-24 FY 2024-25
Infrastructure Reserve - 243,420
Neighborhood Park Reserve 555,000 950,000
Low- and Moderate-Income Housing Asset 102,200 102,200
Gas Tax 2,459,229 2,882,764
Road Maintenance Rehab 1,011,053 4,153,900
Measure M2 Local Fair Share 3,668,947 1,962,680
Measure M2 Senior Mobility 104,000 107,900
South Coast Air Quality Management District - 45,000
Supplemental Law Enforcement Services 152,000 152,000
Franchise Agreement Recycling 50,000 50,000
Organics Waste Recycling 85,899 -
Beverage Recycling 21,000 21,000
Certified Access Specialist Program 5,000 5,000
Permanent Local Housing Allocation Program 942,814 -
Community Development Block Grant 520,784 562,115
City Facilities Fees - -
Park Development - -
Lake Forest Traffic Mitigation 1,087,800 80,000
Foothill Ranch Phasing Plan 1,525,000 -
Meadows Traffic Improvement 2,122,900 -
Total $76,524,930 $74,229,850
Table 3: General Fund Revenues
Revenue Type FY 2023-24 FY 2024-25
Taxes
Property Taxes
24,937,000

26,392,300
Real Property Transfer Tax 675,000 675,000
Sales and Use Taxes 19,500,000 19,890,000
Transient Occupancy Taxes 5,500,000 5,610,000
Franchise Fees 2,700,000 2,767,500
Intergovernmental 260,000 260,000
Licenses and Permits 2,289,500 2,289,500
Charges for Current Services - Parks 1,291,300 1,309,300 Charges for Current Services - Other 1,551,000 1,551,000 Developer Contribution Maintenance Fee 120,000 120,000
Fines, Forfeitures, and Penalties 450,000 450,000
Facility and Park Rentals, Leases 917,000 940,000
Investment Earnings 3,000,000 3,000,000
Other 85,000 85,000
Total 63,275,800 65,339,600
159
Table 4: General Fund Expenditures
Expenditure Major Program Area FY 2023-24 FY 2024-25
Legislative 441,335 509,132
Management and Support 9,804,130 9,710,830
Public Safety 23,629,885 24,657,686
Infrastructure Maintenance Services 11,489,865 11,758,751 Planning, Engineering, Building & Safety 5,931,824 5,840,124 Transportation 1,468,550 1,357,250
Environmental Services 1,047,880 1,030,980
Culture, Leisure, & Recreation 4,304,500 4,346,283
Community Vitality & Engagement 1,476,135 1,570,835
Total 59,594,104 60,781,871
Proposed 2023-2030 General Fund Financial Forecast
The Proposed 2023-2030 General Fund Financial Forecast (“Forecast”) presents historical operating revenue and expenditure results for four prior fiscal years, the amended budget level for the current fiscal year, the proposed budget level of the upcoming two fiscal years, and a projected forecast for five fiscal years into the future. The projected revenue and cost estimates maintain a balanced budget for the upcoming seven fiscal years.

Next Steps – Risk Based Reserves
The Financial Management and Budgetary Policy establishes standards for setting reserve levels for various significant City funds. Adequate reserve levels are a necessary component of the City's overall financial management strategy and a key factor for external agencies’ measurement of the City‘s financial strength. The approach to reserves requires a risk-based approach through a biannual risk analysis in coordination with development of the operating budget and adoption of a Target General Fund Reserve and a Total Minimum Reserve by City Council resolution on a biennial basis. Staff is finalizing the required risk analysis and anticipates providing reserve level recommendations to the City Council for consideration at its meeting on June 6, 2023. The final risk analysis would be included as part of adoption of the 2023-2025 Operating Budget on June 20, 2023. Staff anticipates the Target General Fund Reserve Level to be fully met based on the projections included in the current financial planning documents.

In addition to the Target General Fund Reserve, the Financial Management and Budgetary Policy establishes a minimum reserve level for the Gas Tax Highway 160
Users Tax Allocation Fund (“HUTA”) and the Measure M Local Fair Share Fund.

Additionally, the risk-based reserve approach requires the City Manager to provide updates with the operating budget regarding the City’s Pension Employer Contribution Stabilization Trust Fund (“Pension Trust Fund”) and Other PostEmployment Benefits Trust Fund (“OPEB Trust Fund”). Staff is finalizing the fiscal analysis of these items and the status of each is summarized below. At the June 6, 2023 City Council meeting, staff plan to provide recommendations related to these items. Should the City Council wish to provide direction to staff at that time, staff would incorporate the direction for consideration at June 20, 2023, City Council meeting.

Gas Tax HUTA Fund - Street Maintenance Services Program The City pays for the majority of contract street maintenance services with State Gas Tax HUTA resources. Contract street maintenance services include day-today street maintenance repair work and biennial citywide street striping.

Historically, contractual street maintenance services remained within budget despite recent declines in State Gas Tax HUTA revenue. However, the Proposed 2023-2025 Operating Budget includes an operating deficit in Fiscal Year 2024-25 in Gas Tax HUTA resources of $364,000. While the City’s Financial Management and Budgetary Policy requires a $400,000 reserve be maintained, the reserve can only be utilized to cover costs of street repair emergencies and other unanticipated traffic safety projects. Planned biennial citywide striping and other routine maintenance activities do not meet these criteria, thus, cannot be utilized to cover this potential deficit.

Statewide, Gas Tax HUTA funds are projected to be flat or decrease slightly in the near term due to the increased public reliance on electric vehicles and reduced gas consumption related to the telecommuting policies popularized during the COVID-19 pandemic. As a result, many local governments will likely need to adjust their traditional reliance on Gas Tax HUTA funds to cover the costs of road maintenance activities.

The City’s contract street maintenance arrangement incorporates three major cost inputs that have been subject to significant inflationary pressure over the last few years. These inputs include wages (see Table 5), fuel (see Table 6), and general inflation (see Table 7).
161
Table 5: Prevailing Wage Rates Over Five-Years
Prevailing
Wage Class
2017-18 2018-19 2019-20 2020-21 2021-22 5-Yr %
Increase
General
Laborer
(Group 1)
$53.73 $55.73 $57.78 $60.25 $62.03 15.45%
Parking &
Highway
Improvement
(Group 1)
$54.10 $56.10 $58.15 $59.88 $62.40 15.34%
Table 6: Fuel Cost Increases Over Five-Years
Average
Fuel Cost
2017-18 2018-19 2019-20 2020-21 2021-22 5-Yr %
Increase
Annualized
Avg
Cost/Gal*
$3.08 $3.55 $3.67 $3.14 $3.99 29.55%
*Source: US E.I.A., February Averages
Table 7: Consumer Price Index
Year March Percent Change YOY,
March to March
2016 247.873
2017 254.525 2.68%
2018 264.158 3.78%
2019 271.311 2.71%
2020 276.589 1.95%
2021 282.648 2.19%
2022 306.679 8.50%
The current contract for street maintenance services was approved by the City Council in 2022. Among other planned maintenance activities, this contract includes the cost for bi-annual striping of city streets at a cost of $415,435.36.

The cost of the current service level for bi-annual striping cannot be maintained by the Gas Tax HUTA resources at this time. As a result, staff plan to analyze road maintenance plans and the City’s funding strategy to ensure a proper level of maintenance activities will occur in the near future while remaining in compliance with the City’s reserve policies. Staff is anticipating updated revenue projections based on the State of California budget in the next several weeks.

Staff plan to update the City Council on these plans at or before the June 20, 2023, City Council meeting.

Pension Employer Contribution Stabilization Trust Fund (“Pension Trust Fund”) 162
The Financial Management and Budgetary Policy requires the City to maintain a Pension Employer Contribution Stabilization Trust Fund to reduce volatility in the employer contribution rates set by CalPERS. An update is required to be provided of the balance of the available resources held in the Pension Trust Fund and any recommendations for the budget period. The balance of the Pension Trust Fund as of March 2023 is $1,474,453. The Pension Trust Fund is administered and held in trust by Public Agency Retirement Services (“PARS”).

Other Post-Employment Benefits Trust Fund (“OPEB Trust Fund”) The Financial Management and Budgetary Policy requires the City to maintain an Other Post-Employment Benefits Trust Fund to fund the required health care costs of retirees. An update is required to be provided of the balance of the available resources held in the OPEB Trust Fund and any recommendations for the budget period. The balance of the OPEB Trust Fund as of March 2023 is $521,334. The OPEB Trust Fund is administered and held in trust by PARS.

Staff is scheduled to hold its annual meeting with PARS on May 24, 2023. Staff is analyzing potential recommendations related to both Pension and OPEB Trust Funds and anticipates presenting any recommendations at the City Council meeting of June 6, 2023.

Conclusion
Staff is seeking direction regarding the Proposed 2023-2025 Operating Budget, the Proposed 2023-2030 Financial Forecast, and Gas Tax HUTA funding. In addition, staff will continue to review and analyze revenue forecasts and cost estimates that can change based on the receipt of additional information or direction from the City Council. At the June 20, 2023 City Council meeting, staff plan to present the 2023 Strategic Plan Update, the 2023 Capital Improvement Plan, General Fund Risk Reserve Analysis, and the Classification and Compensation Study alongside the Proposed 2023-2025 Operating Budget. At that meeting, the City Council will have the opportunity to consider the 2023-2025 Operating Budget with a wholistic understanding of the City’s financial condition.

FISCAL IMPACT:

There is no fiscal impact associated with conducting the workshop or providing feedback to staff on any of the documents presented in this report. The potential fiscal impact of adopting the financial planning documents at later date, including the Proposed 2023-25 Operating Budget, Proposed 2023-2030 Capital Improvement Plan, and the Proposed 2023-2030 Financial Forecast will be 163
determined based on the final presentation of these documents on June 20, 2023.

ATTACHMENTS:

1. Proposed 2023-2025 Operating Budget

2. Proposed 2023-2030 Financial Forecast
Submitted By: Kevin Shirah, Director of Finance/City Treasurer Approved By: Debra Rose, City Manager
164
ATTACHMENT 1
165
City of Lake Forest
Digital Budget Book
City of Lake Forest | 2023-2025 Operating Budget 166 Page 1

TABLE OF CONTENTS
Introduction 5
Introduction 6
2023-2025 Budget Readers' Guide 8
City Council 9
Community History 15
Demographics 17
Organization Chart 21
Fund Structure 22
Budgetary Basis and Accounting Principles 23
Financial Management and Budgetary Policy 24
Budget Development Process 25
Budget Overview 28
Summary of Revenues, Expenditures, Transfers, and Fund Balances FY 2023-24 29 Summary of Revenues, Expenditures, Transfers, and Fund Balances FY 2024-25 30 Program Financial Summaries 31
Summary of Revenues and Expenditures - All Programs 32
Legislative 45
City Council 48
Community Services Commission 50
Traffic and Parking Commission 52
Planning Commission 54
City Council Support 56
Elections 58
Management and Support 60
City Manager 63
City Clerk's Office 66
City Clerk 69
Records Management 71
Legal Services 73
Human Resources 75
Information Technology 78
Information Technology Operations 81
Information Technology Applications 84
Information Technology GIS 86
Audio-Visual 88
Finance 91
Financial Planning and Budget 94
Accounting and Payroll 96
Treasury 98
Purchasing 100
Risk Management 102
Fleet Services 104
Interdepartmental 106
City of Lake Forest | 2023-2025 Operating Budget 167 Page 2 Debt Service 108
Public Safety 109
Law Enforcement 111
Community Outreach 113
Animal Regulation 115
Street Lights 116
Emergency Preparedness 117
Crossing Guards 119
Infrastructure Maintenance Services 120
Infrastructure Maintenance Support 123
Street Maintenance Services 125
Parks Maintenance Services 128
Facilities Maintenance Services 131
Medians and Parkways Services 134
Slope and Open Space Management 136
Urban Forestry Management 138
Street Sweeping Services 140
Storm Drain Maintenance Services 141
Bus Shelter Operations 142
Planning, Engineering, Building and Safety 143
Community Development 146
Planning Support 149
Current Planning Services 151
Advanced Planning Services 153
Building and Safety Services 155
Community Preservation 157
Engineering and Inspection 159
Engineering Support 161
Engineering Services 163
Inspection Services 165
Transportation 167
Transportation Planning 170
Signal Maintenance Services 172
Traffic Operations 174
Traffic Safety 176
Environmental Services 178
Trash and Recycling Services 181
C&D Waste Reduction Recycling 183
Organic Waste Recycling 185
Beverage Waste Recycling 187
NPDES Stormwater Program 189
Culture, Leisure, and Recreation 191
Community Services Support 194
Community Events 196
Senior Center 198
Performing Arts Center 200
Community Center 202
Sports Park 205
Recreation Programming 207
City of Lake Forest | 2023-2025 Operating Budget 168 Page 3 Skate Park 209
Special Needs Programming 211
Community Vitality and Engagement 213
Communications and Marketing 216
Lake Forest TV 219
Economic Development 221
Affordable Housing 223
Housing Authority 224
CDBG 226
Senior Mobility Program 226
Community Promotion 229
Citizens Academy 231
CERT 232
STARS 234
Explorers Program 236
Performing Arts Center Advisory 237
Senior Advisory 232
4th of July Committee 239
Volunteers in Parks 240
Fund Summaries 241
General Fund - Fund Group 242
Special Revenue Fund Group 244
Capital Projects Fund Group 246
Appendix 247
Glossary 248
City of Lake Forest | 2023-2025 Operating Budget 169 Page 4

INTRODUCTION
City of Lake Forest | 2023-2025 Operating Budget 170 Page 5 This page left blank intentionally.

City of Lake Forest | 2023-2025 Operating Budget 171 Page 6

CITY OF LAKE FOREST
2023-2025 OPERATING BUDGET
Elected Officials
Doug Cirbo, Mayor
Mark Tettemer, Mayor Pro Tem
Robert Pequeño,Council Member
Scott Voigts, Council Member
Benjamin Yu, Council Member
Community Services Commission
Loretta Herrin, Chair
Kelly Gould, Vice Chair
Tim Burton, Commissioner
Margie Matsil, Commissioner
Victor Scherr, Commissioner
Planning Commission
Jolene Fuentes, Chair
Jordan Villwock, Vice Chair
Francisco Barajas, Commissioner
Thomas Ludden, Commissioner
Michael Stannard, Commissioner
Traffic and Parking Commission
Vladimir Anderson, Commissioner
Mark Armando, Commissioner
Gerardo Camarena, Commissioner
Jim Fouste, Commissioner
Jim Richert, Commissioner
City Staff
Debra Rose, City Manager
Keith Neves, Assistant City Manager
Matthew Richardson, City Attorney
Lisa Berglund, City Clerk
Kevin Shirah, Director of Finance/ City Treasurer
Gayle Ackerman, Director of Community Development
Tom Wheeler, Director of Public Works/ City Engineer
Captain Christine Berryman, Chief of Police Services
Baryic Hunter, Division Chief - Fire Services
City of Lake Forest | 2023-2025 Operating Budget 172 Page 7 2023-2025 Budget Readers' Guide
An agency's budget serves several distinct purposes: as a document reflecting City Council policies and priorities, as a communication tool presenting to residents the various services provided and how much those services cost, and as a financial management and planning tool for City management and staff to use in guiding spending decisions. The City of Lake Forest prepares for City Council adoption, a two-year budget with the first year beginning in odd-numbered calendar years.

Introduction
The purpose of the introduction is to provide an overview and background of the City, introduce the structure of the budget, outline financial policies, and describe the budget development process. This introduction section includes background on the City's leadership and history, a demographic overview, the City's organizational chart, fund structure information, overview of budgetary and accounting principles, overview of financial policies, and an overview of the budget development process.

Budget Overview
This section provides a robust overview of the City's current financial position, an overview of budgeted revenues and expenditures, a summary of personnel, the City's top priorities and considerations in developing the 2023-2025 Operating Budget, an overview of the City's strategic plan, and summary of the Master Financial Plan (MFP).

Program Financial Summaries
The City of Lake Forest prepares a "program" budget. The program budget organizes functions by program area and assists in clearly and effectively communicating the City's service and spending priorities.

The Program Financial Summaries section contains the breakdown of the 2023-2025 Operating Budget by program area and program. Programs are organized into nine program areas which identify major services provided by the City:

Legislative
Management and Support
Public Safety
Infrastructure Maintenance Services
Planning, Engineering, Building and Safety
Transportation
Environmental Services
Culture, Leisure, and Recreation
Community Vitality and Engagement
Program budgets are grouped by program areas and include organizational charts and information about the department responsible for each program or program area. Each Program Financial Summary page contains the description of each program, a list of strategic plan initiatives and goals accomplished during the current budget cycle, and the initiatives and goals for the 2023- 2025 budget cycle. The objectives, accomplishments and performance measures are each tied to one or more initiatives from the City's Strategic Business Plan (Strategic Plan). Each program budget is summarized into twenty possible expenditure categories.

Each program summary also includes funding sources and personnel information.

Fund Summaries
The Fund Summaries section presents both summarized and detailed information about revenue sources and projected expenditures by fund and by fund grouping.

Supplemental Documents
This section includes items intended to assist the reader in further understanding the City of Lake Forest and the budget document.

Included in this section are the Financial Management and Budgetary Policy, the Risk Reserve Analysis, the Strategic Plan, the Capital Improvement Plan, and the Master Financial Plan with the City's seven-year financial forecast. Whereas, the Introduction and Budget Overview sections incorporate assumptions and information from these plans and analysis to assist in understanding the program financial summaries, this section includes the complete plans and analyses to review projections, assumptions, and goals in more detail.

City of Lake Forest | 2023-2025 Operating Budget 173 Page 8 City Council
The City Council is comprised of five part-time Lake Forest residents elected to serve four-year terms. The City Council selects a Mayor and Mayor Pro Tem annually. As a general law City, the City Council is responsible for making policy decisions and providing guidance on issues related to the overall quality of life. The City Council also serves as the Housing Authority Board and the Board of Directors for the Rancho Canada Financing Authority.

City of Lake Forest | 2023-2025 Operating Budget 174 Page 9 Mayor Doug Cirbo
Elected November 2020
Term Expires November 2024
District 1 Representative
Doug and his wife Kathy, who married in 1983, reside in Portola Hills where they raised their two sons and have enjoyed quality of life there since 1986.

After graduating from high school in Arvada, Colorado, Doug enlisted into the United States Marine Corps. in 1976 and served until separating from his final duty station at MCAS El Toro. Working full time and attending college courses in the evenings, he earned a Bachelor of Arts degree from the
California State University at Fullerton with a business degree in MIS (Management Information Science).

For the past 27 years, Doug has enjoyed his current occupation as the Western Area Regional Sales Manager for major
manufacturers of Voice Over Internet Protocol Telephone Systems, supporting partners for their end user businesses.

Community Service has been a large part of Doug’s life in the City of Lake Forest, serving in volunteer roles as Tournament Level Umpire in District 55 Little League Baseball for a decade, as well as serving 23 years in AYSO (American Youth Soccer Organization) as an Advanced Coach, Advanced Referee,
Instructor, Regional Commissioner for Region 85 Lake Forest, and Area Director for South Orange County with over 15,000 children. Doug has also played in the Saddleback Church Orchestra and Children’s Ministry for 10 years.

Fun facts, Doug’s talents include being a saxophone musician, amateur magician, game show contestant on ABC, as well as an accomplished bowler. He also enjoys a variety of sports, teaching 5 and 6 graders at Terra Nova Church, and walking their mini Labradoodle puppy (with pick up bags always on the leash!). Time with friends and family, when available, along with Kathy’s hospitality are life’s simple pleasures his family appreciates so much in our fabulous community.
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City of Lake Forest | 2023-2025 Operating Budget 175 Page 10 Mayor Pro Tem Mark Tettemer
Re-elected November 2022
Term Expires November 2026
District 4 Representative
Mark and his wife Brenda have lived in Lake Forest for more than 20 years. They raised their two children in Lake Forest and are proud to call Lake Forest home. Mark, who works for a regional water agency, has an undergraduate degree in
Business Administration and a master's degree in Public Administration.

Since moving to Lake Forest in 1995, Mark has volunteered in the community in many ways. Mark has been active with PTA, Girl Scouts, and Boy Scouts. Mark served on the City's 10 Anniversary Committee, the City's Parade Committee, and the Kiwanis Club of Lake Forest. Mark was the Chair of the
American Cancer Society's "Relay for Life" in 2006 and 2007, the first two years of this community event. Mark also volunteered at the Lake Forest 5K, El Toro High School "Grad Nite" and was the President of the El Toro Boys' Volleyball Booster Club.

Mark, having served on the City of Lake Forest's Planning Commission from 2002 to 2004, was first elected to City Council in 2004 and was re-elected in 2008. Mark served as the Mayor of Lake Forest in 2008 and 2009. Mark also represented the City of Lake Forest on the Orange County Fire Authority from 2006 to 2012 as a Board Member, a member of the Executive
Committee, and as the Chair.

Mark's priorities include:

Financial stability and balanced budgets,
Public safety,
Improving traffic and addressing parking concerns,
Delivering efficient and effective City services,
Attracting and retaining local businesses, and
Ensuring Lake Forest is a safe, attractive, and vibrant City.

Mark notes that "Much of the area we know as Lake Forest was planned and constructed before the city was formed. On
December 20, 1991, Lake Forest became a city. Since then, the City and community have been working together to improve Lake Forest by pursuing the services and facilities we desire.

While much has been done since 1991, I look forward to
working with residents and businesses to help achieve even more through thoughtful planning, education, communication, collaboration, and prudent financial decisions. My hope is that we can be a model of achievement in Orange County and
beyond. My belief is that it's important not only what we achieve, it's important how we achieve it."
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City of Lake Forest | 2023-2025 Operating Budget 176 Page 11 Council Member Robert Pequeño
Elected November 2020
Term Expires November 2024
District 5 Representative
Robert and his wife Angela have lived in Lake Forest since 1989.

They raised their two sons in Lake Forest and they both attended Saddleback Valley Unified School District schools.

After retiring from the United States Marine Corps in 2004, he went on to serve with the Orange County Sheriff’s Department.

He became the Orange County Sheriff’s Department’s first-ever Homeless Liaison Officer, bringing innovative solutions to homelessness right here in Lake Forest. He retired from the Sheriff’s Department in March of 2020 as a Sergeant.

Robert served on the City of Lake Forest Traffic and Parking Commission from 2018 to 2020. He was also a member of the Lake Forest 2040 General Plan Committee.

In addition to his careers in the United States Marine Corps and Orange County Sheriff’s Department, his community service includes:

Vice President, Saddleback Valley Pop Warner
Chief Umpire, Saddleback Little League
Vice President, El Toro High School Wrestling Booster Club Board Member for Coast to Coast, non-profit that helps the homeless in Orange County
City of Lake Forest | 2023-2025 Operating Budget 177 Page 12 Council Member Scott Voigts
Re-Elected 2022
Term Expires November 2026
District 3 Representative
Scott has been a resident of Lake Forest since 1979. He and his wife, Stephanie, attended school in the Saddleback Valley and both stayed in the community they grew up because they
believed it was the perfect place to raise a family. Scott and Stephanie are happily married and have a daughter who is their pride and joy.

In 1991, Scott was involved in a catastrophic construction accident that nearly cost him his life and left him paraplegic. A carpenter by trade, Scott fell from a bridge overpass that he was working on as the scaffolding gave way.

He is active in his church, O.C. Chambers of Commerce, and the O.C. Central Committee. Scott enjoys volunteering at his daughter's school and enthusiastically coaches AYSO Region 85 soccer and is involved in Club soccer. In addition to serving as a member of the Lake Forest City Council, Scott is a Senior Advisor to California State Assemblyman Donald P. Wagner.

Scott's Personal Statement: "My family and faith in God are what helped me get through my 1991 accident, the most
difficult time in my life. My faith is a driving force behind my passion to serve my community. My motto is: 'Let us strive to make a difference.' I am committed to limited government, fiscal responsibility, local business growth and an adherence to the Constitution."
City of Lake Forest | 2023-2025 Operating Budget 178 Page 13 Council Member Benjamin Yu
Elected November 2022
Term Expires November 2026
District 2 Representative
Benjamin Yu was born in the Liaoning Province of mainland China, immigrated to the United States with his mother in the late 90s, and grew up in Elmhurst, NY. He is an ethnic Chinese of Manchu origin. In 2000, Benjamin was baptised at the Reformed Church of Newtown, one of the NYC historical
landmarks.

The 9/11 terrorist attack occurred while Benjamin was working for a firm on Wall Street and attending college full-time at the night. He set aside his career to enlist in the US Army. His service brought him across the continental United States. A disabled veteran for his injuries incurred in the line of duty, Benjamin has been a strong advocate for veteran issues since then. He is a life member of Disabled American Veterans and a member of American Legion.

Later on, he worked as a defense contractor in Pacific
Northwest, where he returned to college with GI Bill. In 2016, he relocated to Lake Forest for a better quality of life and its proximity to Saddleback Church.

Benjamin is an entrepreneur who deeply cares and generously gives back to his communities. His business experience centers on transcontinental business development, hospitality, and investment. His most recent venture is to develop affordable communities and retreat facilities, with state-of-art modular units.

In addition to his business career and military service, his recent community work includes board member, Baker Ranch Homeowner Association, 2018-2022; commissioner, City of Lake Forest Traffic & Parking Commission, 2018-2022; member, Lake Forest Chamber of Commerce, 2017 - present; central
committee member, Republican Party of Orange County
(OCGOP), 2020 - present; board member, Bristol Bates
Foundation, 2022 - present; board member, Rotary 5320 OC-LA, 2022 - present.

Benjamin’s statement: “A poor teenage immigrant from a
humbled neighborhood in Queens, New York, I had the
freedom and opportunities to find my Lord, serve my country, raise my family, and establish several businesses. My faith is my guiding star to living the journey of my American Dream and the passion to serve my community. I’m thrilled to make our City more inclusive, accessible, and affordable. Together, we will make it the best place to live, work and play while maintaining our small town's quality of life.”
City of Lake Forest | 2023-2025 Operating Budget 179 Page 14 Community History
Lake Forest incorporated as a new city, under the general laws of the State of California, on December 20, 1991. The City is Orange County’s 31st city and the second largest in the Saddleback Valley.

When Don José Serrano settled the area, which was originally called Rancho Cañada De Los Alisos (the Valley of the Sycamores), through a Mexican Land Grant in 1846, he may have envisioned the area as it is today -- an area rich in family values with a hometown feel. For more than a century, the land was known as El Toro, after the bulls that roamed Don José Serrano’s ranch. The land remained with Don José and his family until financial problems forced him to turn the land over to private interests. The legacy of the Serrano family lives on in Lake Forest through the Serrano Adobe - a part of the family’s original ranch - located in Heritage Hill Historical Park.

In the early 1900s, Dwight Whiting, a resident of the area, planted 400 acres of fast-growing eucalyptus trees as an answer to the California lumber shortage. Although the trees failed as a source of lumber, in the 1960s, master developer Occidental Petroleum decided to create a master-planned community around the trees and man-made lakes. The eucalyptus provided landscaping for the modern homes and led to the “Forest” in Lake Forest.

Although Lake Forest has been an official city in Orange County since 1991, its history began long before then. Beginning as an agricultural area like most of the Orange County region, Lake Forest began to grow rapidly following World War II. Residential, commercial and industrial development began to replace the acres of citrus and other agricultural products. A significant reason for the change was the growing importance of the El Toro Marine Base. The growth of the Base increased the need for new homes and support services. Over time, the Lake Forest area was built into the City we know today.

Efforts toward incorporation began in August 1989 when a group of citizens formed the Community Coalition for Incorporation.

Hoping to gain control of the issues affecting the Lake Forest area, the group worked toward gaining cityhood for Lake Forest. The group was successful in putting a measure on the ballot and cityhood was approved on March 5, 1991, along with the City's first City Council. On December 20, 1991, Lake Forest became the 31st City to incorporate in the County of Orange.

The City has grown in size from its original incorporated boundaries as a result of several annexations and is now 16.6 square miles.

City of Lake Forest | 2023-2025 Operating Budget 180 Page 15 The City of Lake Forest has balanced growth with an emphasis on quality of life. It provides a rich tapestry of activities for the young and old. The City features 31 public parks, which provide active recreational opportunities to area residents. The 1,500-acre Whiting Ranch Wilderness Park (County-operated) is in the northern part of the City and contains a vast amount of open space for hiking and equestrian activities.

The official City flower -- Purple Statice (Limonium), City bird – hummingbird, and City song -- “Beautiful City” by Steven Swartz, clearly acknowledge that Lake Forest is a beautiful city where “Remember the Past -- Challenge the Future” is more than just a slogan as we embrace the opportunities of today and tomorrow.

City of Lake Forest | 2023-2025 Operating Budget 181 Page 16 Population Overview

TOTAL POPULATION
85,858

DAYTIME POPULATION
80,435
Daytime population represents the effect of persons coming into or leaving a community for work, entertainment, shopping, etc. during the typical workday. An increased daytime population puts greater demand on host community services which directly impacts operational costs. * Data Source: American Community Survey 5-year estimates

POPULATION BY AGE GROUP
Aging affects the needs and lifestyle choices of residents. Municipalities must adjust and plan services accordingly. * Data Source: American Community Survey 5-year estimates * Data Source: U.S. Census Bureau American Community Survey 5-year Data and the 2020, 2010, 2000, and 1990 Decennial Censuses 2000
2001
2002
2003
2004
2005
2006
2007
2008
2009
2010
2011
2012
2013
2014
2015
2016
2017
20182019
2020
75k

77.5k
80k

82.5k
85k

87.5k
90k
<5 5-9 10-14 15-19 20-24 25-34 35-44 45-54 55-59 60-64 65-74 75-84 >85 City of Lake Forest | 2023-2025 Operating Budget 182 Page 17 Household Analysis

TOTAL HOUSEHOLDS
29,342
Municipalities must consider the dynamics of household types to plan for and provide services effectively. Household type also has a general correlation to income levels which affect the municipal tax base.
* Data Source: American Community Survey 5-year estimates 19%
higher than state average
Family Households
59%
16%
higher than state average
Married Couples
58%
11%
lower than state average
Singles
21%
Senior Living Alone
13%
City of Lake Forest | 2023-2025 Operating Budget 183 Page 18 Economic Analysis
Household income is a key data point in evaluating a community’s wealth and spending power. Pay levels and earnings typically vary by geographic regions and should be looked at in context of the overall cost of living.

HOUSEHOLD INCOME
Above $200,000
19%
47%
higher than state average
Median Income
$112,988
44%
higher than state average
Below $25,000
8%
50%
lower than state average
* Data Source: American Community Survey 5-year estimates Over $200,000
$150,000 to $200,000
$125,000 to $150,000
$100,000 to $125,000
$75,000 to $100,000
$50,000 to $75,000
$25,000 to $50,000
Below $25,000
City of Lake Forest | 2023-2025 Operating Budget 184 Page 19 Housing Overview
2020 MEDIAN HOME VALUE
$682,700
* Data Source: 2020 US Census Bureau (http://www.census.gov/data/developers/datasets.html), American Community Survey. Home value data includes all types of owneroccupied housing.

HOME VALUE DISTRIBUTION
* Data Source: 2020 US Census Bureau (http://www.census.gov/data/developers/datasets.html), American Community Survey. Home value data includes all types of owneroccupied housing.

HOME OWNERS VS RENTERS
Lake Forest
30%
Rent
70%
Own
State Avg.
45%
Rent
55%
Own
* Data Source: 2020 US Census Bureau
(http://www.census.gov/data/developers/data-sets.html), American Community Survey. Home value data includes all types of owner-occupied housing.
2009
2010
2011
20122013
2014
201520162017
2018
2019
2020
450k
500k
550k
600k
650k
700k
> $1,000,000
$750,000 to $999,999
$500,000 to $749,999
$400,000 to $499,999
$300,000 to $399,999
$250,000 to $299,999
$200,000 to $249,999
$150,000 to $199,999
$100,000 to $149,999
$50,000 to $99,999
< $49,999
City of Lake Forest | 2023-2025 Operating Budget 185 Page 20 Organization Chart

CITIZENS

MAYOR AND CITY

COUNCIL
Elected Officials
Commissions
Community Services
Traffic and Parking
Planning
City Attorney Matthew RichardsonCity Manager
Debra Rose
Assistant City Manager
Keith Neves
City Clerk
Lisa Berglund
City Clerk
Finance
Kevin Shirah
Director of Finance /
City Treasurer
Community
Development
Gayle Ackerman
Director of
Community
Development
Public Works
Thomas Wheeler
Director of Public Works / City
Engineer
Management Services
Vacant
Police Services
Captain Christine
Berryman
Chief of Police Services, OCSD
Fire Services
Baryic Hunter
Division Chief, OCFA
City of Lake Forest | 2023-2025 Operating Budget 186 Page 21 Fund Structure
City accounts are organized and operated on the basis of funds. Individual funds are used to allocate and account for government resources based on the purposes for which resources are meant to be spent and the means by which spending activities are controlled. Each fund is considered a separate accounting entity. Fund operations are accounted for through separate sets of selfbalancing accounts that comprise assets, liabilities, fund equity, revenues and expenditures, for each fund as appropriate.

A description of each fund can be found on each of the governmental fund's fund summary pages in the Fund Summaries section of this budget document.

Governmental Funds
Fund Groupings
General Fund - Fund Group
General Fund - Operating
Infrastructure Reserve
Fund
Neighborhood Park
Improvement Fund
Pension Rate
Stabilization Fund
Special Revenue Funds
Low- and ModerateIncome Housing Asset
Fund
Gas Tax Fund
(HUTA)
Gas Tax Road Maintenance and
Rehabilitation
Account Fund
(RMRA SB1)
South Coast Air Quality Management District
Fund
(SCAQMD)
Measure M2 Local
Fairshare Fund
Measure M2 Senior Mobility Fund
Supplemental Law
Enforcement Services
Fund
Franchise Agreement -
Recycling Fund
Organics Waste
Recycling Fund
Beverage Recycling Fund
Certified Access
Specialist Fund
(CASp)
Permanent Local Housing Allocation
Program Fund
Community Development Block Grant Fund (CDBG)
Capital Projects Funds
City Facilities Fees Fund
Park Development Fund
Lake Forest Traffic Mitigation Fund
Foothill Circulation
Phasing Plan Fund
Meadows Traffic
Improvements Fund
Affordable Housing Fund
City of Lake Forest | 2023-2025 Operating Budget 187 Page 22 Budgetary Basis and Accounting Principles
Basis of Accounting
The basis of accounting refers to when revenues and expenditures are recognized in the accounts and reported in the City's financial statements. Basis of accounting relates to the timing of the measurements made, regardless of the measurement focus applied.

Governmental funds are presented using the modified accrual basis of accounting. A modified accrual system recognizes increases and decreases in financial resources when they become measurable and available.

Revenues are recognized when they become measurable and available to finance expenditures of the fiscal period. Measurable means that the amounts can be estimated or otherwise determined. Available means that the amounts were collected during the reporting period or soon enough thereafter to be available to finance the expenditures accrued for the reporting period.

Expenditures are generally recognized when payment is due; since it is only at that time they are normally liquidated with expendable available finance resources.

Governmental funds are presented using the current financial resources measurement focus. This means that only current assets, current liabilities, and deferred inflows or resources are generally included in fund balance sheets.

Basis of Budgeting
The budgets for governmental funds are prepared on a modified accrual basis. Revenue estimates for governmental funds include resources expected to be received and resources that will be measurable and available at year-end. The basis of budgeting for governmental funds differs from the basis of accounting for these funds in that each governmental fund's budget is based on expected obligations to be incurred.

City of Lake Forest | 2023-2025 Operating Budget 188 Page 23 Financial Management and Budgetary Policy
The purpose of the City's Financial Management and Budgetary Policy is to provide the framework and direction for financial planning and decision-making by the City Council and City staff. These policies are designed to ensure the City's financial integrity and secure the provision of services that address the priorities of Lake Forest's constituents.

The policy establishes financial parameters that guide the budget development and deliberation process, safeguard financial assets, and maintain the City's strong financial condition.

The desired policy outcome is that the long-term implications of financial decisions are fully understood and considered in the decision-making process. The City Council shall review this policy during each budget development process and consider any recommended revisions with the adoption of the budget.

The City of Lake Forest Financial Management and Budgetary Policy establishes guidance for the following components of governance and financial functions:

Long-Range Financial Planning and Budget
Capital Planning
Risk Based Reserves
Fund Balance Management
Revenues and Expenditures
User Fees
Accounting, Auditing, and Financial Reporting
Cash Management, Investments, and Banking Regulations
The Financial Management and Budgetary Policy was adopted on October 20, 2020 and is incorporated into the 2023-2025 Operating Budget Book as a Supplemental Document.

City of Lake Forest | 2023-2025 Operating Budget 189 Page 24 Budget Development Process
The budget process is illustrated in the figure below. As demonstrated, community input regarding goal setting is important to this process. The information gathered through community input assists City Leadership in identifying meaningful goals for the twoyear operating budget.

Components of Developing the Budget
In the process of developing the Proposed Operating Budget, staff conducts several estimates, analyses, and activities to draft a proposed budget document for the City Council to review during a Budget Workshop. In addition to the internal revenue estimates, operating expenditure estimates, personnel costs, and capital purchase analyses conducted during the budget development process, City staff also develop a biennial Strategic Plan update, a Risk Reserve Analysis, and a 7 -year Financial Forecast to present to the City Council throughout the budget development and adoption process.

City of Lake Forest | 2023-2025 Operating Budget 190 Page 25 Budget Development Timeline
Following the gathering of public input and the initial stages of identifying the City's strategic priorities and issues, City staff begins the process of drafting a proposed budget and presents the budget to the City Council for adoption prior to June 30th in odd numbered years.

During the June 20, 2023 City Council Meeting, the City Council would a resolution approving a budget for 2023-2025, appropriating funds for Fiscal Year 2023-24 only and authorizing certain action with appropriations. Per the Financial Management and Budgetary Policy, upon the adoption of the two-year budget, funds are appropriated for the first year of the two-year budget cycle, with second year funds to be appropriated via resolution by June 30 prior to the start of the second fiscal year of the two-year budget cycle.

The City Council Resolution adopted on June 20, 2023 would also adopt the 2023-2030 Strategic Business Plan, the 2023-2030 Capital Improvement Plan, the General Fund Reserve Risk Analysis, and the 2023-2030 Financial Forecast.

The timeline of staff preparation and City Council meetings is outlined below. A critical part of the process involves public strategic planning workshops and the involvement of the City Council Audit Committee to ensure community priorities are met and the City's financial situation is consistently monitored.

Dec 1, 2022
November- December 2022
Staff begins developing sources and use projections, begins internal financial planning, and establishes operating assumptions.

Jan 1, 2023
January 2023
Staff continues refining source and use projections and begins personnel budget development, Capital Improvement Plan preparation and departmental budget preparation.

Key activities include conducting the Biennial Resident and Business Survey, presenting a Budget Timeline Overview to City Council, and initiating strategic planning discussions.

Feb 1, 2023
February 2023 - March 2023
Staff continues personnel budget development, CIP Preparation, and department budget Preparation.

Feb 28, 2023
Joint Commission Strategic Planning Workshop
Workshop to gather input from City Commissioners for the Strategic Business Plan.

Mar 28, 2023
City Council Strategic Planning Workshop
City hosts workshop to gather input and direction from the City Council on strategic goals and priorities.

City of Lake Forest | 2023-2025 Operating Budget 191 Page 26 Apr 1, 2023
April 2023
Departments begin reviewing their 2023-2025 program budgets with the City Manager.

Apr 18, 2023
Fiscal Year 2022-23 Mid Year Budget Review
City Council meeting held to adopt resolution amending Fiscal Year 2022-23 Budget/ May 23, 2023
City Council Budget Workshop
Budget Workshop meeting held to provide City Council Direction on proposed 2023-2025 Operating Budget and Financial Documents including the Strategic Business Plan and the Capital Improvement Plan.

Jun 20, 2023
Budget Adoption
City Council meeting held to provide adopt 2023-2025 Operating Budget and additional Financial Documents including the Strategic Business Plan and the Capital Improvement Plan.

Jul 1, 2023
Beginning of Fiscal Year 2023-2024
Staff implements City-Council adopted Operating Budget, Strategic Business Plan, and Capital improvement Plan.

City of Lake Forest | 2023-2025 Operating Budget 192 Page 27

BUDGET OVERVIEW
City of Lake Forest | 2023-2025 Operating Budget 193 Page 28 Projected Available
Fund Revenues Fund
Balances Budgeted less Balances
Revenues Expenditures CIP Plan Total Expenditures June 30, 2024 General Fund
General Fund $ 83,931,541 $ 63,275,800 $ 59,594,104 2,517,200 $ 62,111,304 $ 1,164,496 $ 85,096,037 Committed
Infrastructure Reserve 4,689,908 - - - - 4,689,908
Neighborhood Park Reserve 1,900,000 - 240,000 315,000 555,000 (555,000) 1,345,000 Strategic Economic Investment Program 6,989,196 - - 6,989,196 Restricted
Pension Rate Stabilization 1,419,295 - - - - - 1,419,295 Total General Fund: $ 98,929,940 $ 63,275,800 $ 59,834,104 $ 2,832,200 $ 62,666,304 $ 609,496 $ 99,539,436 Special Revenue Funds:

Low- and Moderate-Income Housing Asset $ 1,220,870 $ 66,400 $ 102,200 - $ 102,200 $ (35,800) $ 1,185,070 Gas Tax Fund (HUTA) 400,000 2,489,000 2,459,229 - 2,459,229 29,771 4 29,771 Gas Tax Road Maintenance and Rehabilitation Account Fund (RMRA SB1) 874,767 2,185,000 - 1,011,053 1,011,053 1,173,947 2,048,714 South Coast Air Quality Management District Fund (SCAQMD) (19,378) 112,700 - - - 112,700 93,322 Measure M2 Local Fairshare 1,958,079 1,969,274 - 3,668,947 3,668,947 (1,699,673) 2 58,406 Measure M2 Senior Mobility 184,556 104,000 104,000 - 104,000 - 1 84,556 Suppl. Law Enforcement Services 216,502 125,000 152,000 - 152,000 ( 27,000) 1 89,502 Franchise Agreement - Recycling 5,217 50,000 50,000 - 5 0,000 - 5,217 Organics Waste Recycling 85,899 - 85,899 - 8 5,899 ( 85,899) - Beverage Recycling 21,183 21,000 21,000 - 2 1,000 - 21,183 Certified Access Specialist (CASp) 26,312 5,000 5,000 - 5,000 - 26,312 Permanent Local Housing Allocation Program - 942,814 942,814 - 942,814 - - Community Development Block Grant Fund (CDBG) - 520,784 382,115 138,669 520,784 - - Special Revenue Subtotal $ 4,974,007 $ 8,590,972 $ 4,304,257 $ 4,818,669 $ 9,122,926 $ (531,954) $ 4,442,053 Total Operating Budget $ 103,903,947 $ 71,866,772 $ 64,138,361 $ 7,650,869 $ 71,789,230 $ 103,981,489 77,542 $ Capital Project Funds:

City Facilities Fees $ 40,460,930 $ 3,900,000 $ - - $ 3,900,000 - $ $ 44,360,930 Park Development 944,243 23,100 - - - 23,100 9 67,343
Lake Forest Transportation Mitigation 3,518,765 215,700 80,000 1,007,800 1,087,800 (872,100) 2,646,665 Foothill Circulation Phasing Plan 8,498,034 1,072,950 - 1,525,000 1,525,000 (452,050) 8,045,984 Meadows Traffic Improvement 2,122,927 - 2,122,900 2,122,900 (2,122,900) 27 Affordable Housing 3,359,484 - - - - - 3,359,484
Subtotal $ 58,904,383 $ 5,211,750 $ 80,000 $ 4,655,700 $ 4,735,700 $ 476,050 $ 59,380,433 Grand Total All Funds $ 162,808,330 $ 77,078,522 $ 64,218,361 $ 12,306,569 $ 76,524,930 $ 553,592 $ 163,361,922 SUMMARY of REVENUES, EXPENDITURES, and FUND BALANCES FOR FY 2023-24 Budgeted Expenditures

Page 29 ends

194
Projected Available
Fund Revenues Fund
Balances Budgeted less Balances
July 1, 2023 Revenues Expenditures CIP Plan Total Expenditures June 30, 2025 General Fund
General Fund $ 85,096,037 $ 65,339,600 $ 60,781,871 2,130,000 $ 62,911,871 $ 2,427,729 $ 87,523,766 Commited
Infrastructure Reserve Fund 4 ,689,908 - 243,420 243,420 (243,420) 4,446,488 Neighborhood Park Improvement Reserve Fund 1 ,345,000 - 950,000 950,000 (950,000) 395,000 Strategic Economic Investment Program 6 ,989,196 - - - 6,989,196 Restricted
Pension Rate Stabilization 1 ,419,295 - - - - - 1,419,295 Total General Fund: $ 99,539,436 $ 65,339,600 $ 60,781,871 $ 3,323,420 $ 64,105,291 $ 1,234,309 $ 100,773,745 Special Revenue Funds:

Low- and Moderate-Income Housing Asset $ 1,185,070 $ 66,400 $ 102,200 - $ 102,200 $ (35,800) $ 1,149,270 Gas Tax Fund (HUTA) 429,771 2,489,000 2,882,764 - 2,882,764 (393,764) 36,007 Gas Tax Road Maintenance and Rehabilitation Account Fund (RMRA SB1) 2 ,048,714 2,185,000 - 4,153,900 4,153,900 (1,968,900) 79,814 South Coast Air Quality Management District Fund (SCAQMD) 93,322 112,700 - 45,000 4 5,000 67,700 161,022 Measure M2 Local Fairshare 258,406 2,045,537 - 1,962,680 1,962,680 82,857 341,263 Measure M2 Senior Mobility 184,556 107,900 107,900 - 107,900 - 184,556 Suppl. Law Enforcement Services 189,502 130,000 152,000 - 152,000 (22,000) 167,502 Franchise Agreement - Recycling 5,217 50,000 50,000 - 5 0,000 - 5,217 Beverage Recycling 21,183 21,000 21,000 - 2 1,000 - 21,183 Certified Access Specialist (CASp) 26,312 5,000 5 ,000 - 5,000 - 26,312 Community Development Block Grant Fund (CDBG) - 562,115 382,115 180,000 562,115 - - Special Revenue Subtotal $ 4,442,053 $ 7,774,652 $ 3,702,979 $ 6,341,580 $ 10,044,559 $ (2,269,907) $ 2,172,146 Total Operating Budget $ 103,981,489 $ 73,114,252 $ 64,484,850 $ 9,665,000 $ 74,149,850 $ (1,035,598) $ 102,945,891 Capital Project Funds:

City Facilities Fees $ 44,360,930 $ 3,900,000 $ - - $ 3,900,000 - $ $ 48,260,930 Park Development 967,343 23,100 - - - 23,100 990,443
Lake Forest Transportation Mitigation 2 ,646,665 215,700 80,000 - 8 0,000 135,700 2,782,365 Foothill Circulation Phasing Plan 8 ,045,984 1,072,950 - - - 1,072,950 9,118,934 Meadows Traffic Improvement 27 - - - - 27
Affordable Housing 3 ,359,484 - - - - - 3,359,484
Subtotal $ 59,380,433 $ 5,211,750 $ 80,000 $ - $ 80,000 $ 5,131,750 $ 64,512,183 Grand Total All Funds $ 163,361,922 $ 78,326,002 $ 64,564,850 $ 9,665,000 $ 74,229,850 $ 4,096,152 $ 167,458,074 SUMMARY of REVENUES, EXPENDITURES, and FUND BALANCES FOR FY 2024-25 Budgeted Expenditures

Page 30 ends

Lake Forest City CouncilMay 23, 2023

Lake Forest City Council
May 23, 2023