Lake Forest City Council
June 20, 2023

Staff believes the financial planning documents have been prepared and analyzed to ensure the City’s financial integrity and strong financial condition. In developing and deliberating these documents, staff ensured a continual adherence to the Policy to preserve the City's long-term, conservative financial vision. Staff believes the revisions made since the Budget Workshop are consistent with the direction provided by the City Council and will result in a reasonable estimate of the City’s financial position. The Transmittal Review Letter attached describes the City’s positive financial condition and accomplishments made during the previous two fiscal years (Attachment 1). The recommended action to adopt a resolution to approve the financial planning documents and authorize the funding for Fiscal Year 2023-24 is attached (Attachment 2).

The 2023 update to the Strategic Business Plan (“Strategic Plan”) makes several alterations to the Implementation Plan within the document. 48 initiatives are proposed to be removed as they have been completed or cancelled, and 60 new initiatives are proposed. New initiatives were generated as part of the City’s comprehensive strategic planning process, which considered feedback received from the 2023 Community Satisfaction Survey, the Joint Commissions Workshop, and the City Council Strategic Planning Workshop.

The 2023 General Fund Reserve Risk Analysis would establish a Target Reserve Level at $56.6 million with a Minimum Reserve Level set at $53.8 million (5% below the Target Reserve amount). The eight risk factors required per the Policy have been analyzed to ascertain what constitutes a prudent reserve level. This reserve level was reviewed subsequently by the City Council.

The Proposed 2023-2025 Operating Budget maintains municipal services at current levels and continues providing services that address the priorities of the community. Total revenues are projected to be $76.9 million in Fiscal Year 2023- 24 and $78.2 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 revenues are 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 to fund the operating activities of the City.

The Proposed 2023-2030 Capital Improvement Plan for the 2023-2025 budget cycle includes 34 proposed projects, totaling $21,971,569 in infrastructure investment. These projects include 1 environmental project, 9 traffic improvement projects, 8 street improvement projects, and 16 park improvement Item: 11
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projects. Approving the recommended action would approve the funding for Fiscal Year 2023-24 of the 2023-2030 Capital Improvement Plan. Funding for Fiscal Year 2024-25 would be presented for City Council consideration in June of 2024.

The Proposed 2023-2030 Master Financial Plan and Financial Forecast maintains a balanced operating budget for the upcoming seven fiscal years.

Over the projection period, the accumulated projected operating surplus is approximately $16.5 million. The resulting surplus provides for resources to utilize towards one-time operating projects, capital replacement needs, and maintaining a funded Target Reserve level in accordance with the Risk Analysis.

Overall, staff believes these financial planning documents and the execution of the initiatives in the Strategic Plan will reinforce the City’s financial integrity, safeguard its assets, and ensure the provision of services that address the priorities of community.

BACKGROUND:

The City Council held its Budget Workshop on May 23, 2023, (“Budget Workshop”) and received presentations from staff on the City’s financial planning documents, including the Proposed 2023 Strategic Plan Update, Proposed 2023- 2030 Capital Improvement Projects Plan, Proposed 2023-2025 Operating Budget, and the Proposed 2023-2030 Master Financial Plan and Financial Forecast. Additional information and analysis was provided during the City Council meeting on June 6, 2023, when the City Council received presentations from staff on the Proposed 2023 General Fund Reserve Risk Analysis.

DISCUSSION:

Staff presents a proposed budget to the City Council on a biennial basis to be adopted in odd-number years preceding the commencement of the two-year budget cycle. Per the City's Financial Management and Budgetary Policy (“Policy”), the long-range fiscal perspective includes the development of a two- year Operating Budget, a seven-year Capital Improvement Plan, and a Master Financial Plan (“MFP”) with a seven-year Financial Forecast. Attachment 1 provides a 2023-2025 Operating Budget Transmittal Review Letter from the City Manager including a budget overview and identifying the Operating Budget’s alignment to City’s Strategic Business Plan (“Strategic Plan”).

For legibility, this discussion section has been categorized into X categories:

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▪2023 Strategic Plan Update (pg. 4-5)
▪2023 General Fund Reserve Risk Analysis (pg. 5-6)
▪2023-2025 Operating Budget Overview (pg. 6-9)
▪2023-2030 Capital Improvement Plan (pg. 9-16)
▪2023-2030 Master Financial Plan and Financial Forecast (pg. 16-17) ▪Conclusion (pg. 17-18)
2023 Strategic Plan Update
Upon the City Council’s approval of the 2023 Strategic Plan Update, staff will finalize and publish the document on the City’s website. The implementation of the Strategic Plan is managed by the City Manager’s Office and progress updates will be provided to the City Council on a quarterly basis. The 2023 Strategic Plan Update includes the addition of 60 new initiatives (Attachment 3, yellow highlighted sections). The update also includes the removal of 48 initiatives that were either completed or removed for other reasons since the Strategic Plan’s adoption in 2021 (Attachment 3, strikethrough text sections). In some instances, existing initiatives were edited to comport with changes that occurred during the implementation (Attachment 3, tan highlighted sections).

Lastly, the 2023 Strategic Plan Update removes Goal A, Priority Area 1, Strategy (g): “Develop and implement initiatives to address the negative economic impacts caused by COVID-19,” as the COVID-19 pandemic is no longer a primary concern.

The 2023 Strategic Plan Update is virtually the same document that was provided to the City Council and summarized during the Budget Workshop.

Since that Budget Workshop, staff have inserted the following new initiatives for the City Council’s consideration (see Table 1):

Table 1: Newly Proposed Strategic Plan Initiatives
Goal A, Priority Area 1, Strategy (a)
Initiative Title Description Lead
Dept.

Budget Fund Est.

Completion
Community
Preservation
Program
Develop and implement new
citywide community
preservation program to
assist residents in need who
may be unable to address
code violations, deteriorated
property, and neglected
maintenance.

Com
Dev.
$95,000 GF FY 2024-25
Goal A, Priority Area 2, Strategy (d)
Initiative Title Description Lead
Dept.

Budget Fund Est.

Completion
Golf Course &
Equestrian
Negotiate lease extensions
at Lake Forest Golf &
Econ.

Dev.

Staff
Resources
GF FY 2025-25
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Center Lease
Extensions
Practice Center (expires
January 2025) and
Equestrian Center (expires
August 2026) to continue
program offerings and
maintain strong relationships
with tenants.

Goal B, Priority Area 3, Strategy (a)
Initiative Title Description Lead
Dept.

Budget Fund Est.

Completion
Building
Services
Modernization
Use technology to enhance
access to permitting, plan
check, and building records
for the public.

Com
Dev.

Staff
Resources
GF FY 2023-24
Online
Permitting
Configure and implement
online permitting and plan
check review for solar-
related permits.

Com
Dev.

Staff
Resources
GF FY 2023-24
Goal C, Priority Area 1, Strategy (c)
Payroll
Insourcing
Study &
Implementation
Produce analysis comparing
in-house payroll processing
costs vs outsourced
arrangement and implement
in-house system if financially
justified.

Finance $35,000 GF FY 2024-25
Evaluate
Housing
Authority
Elimination
Evaluate the potential
dissolution of the Lake
Forest Housing Authority to
reduce administrative costs.

Finance Staff
Resources
GF FY 2024-25
2023 General Fund Reserve Risk Analysis
The Policy requires a Risk Analysis be performed biennially in coordination with the development of the operating budget. The Risk Analysis identifies a recommended reserve level for each risk factor that could impact the City’s ability to maintain a consistent level of service during the seven-year financial projection period, which protects the City against uncertainty and loss. These risk factors are taken into account when setting the target level of reserves.

The 2023 General Fund Reserve Risk Analysis would establish a Target Reserve Level at $56.6 million with a Minimum Reserve Level set at $53.8 million (5% below the Target Reserve amount). The eight risk factors required per the Policy have been analyzed to ascertain what constitutes a prudent reserve level as shown in Table 2 (Attachment 4).

Table 2: Risk Reserve Analysis
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Policy
Section Risk Factor 2023 Analysis
1 Revenue Source Stability $9.60
2a Vulnerability to Extreme Events - Political 1.00
2b Vulnerability to Extreme Events - Disaster 1.95
2c Vulnerability to Extreme Events – Legal 1.00
3 Expenditure Volatility 4.00
4a Leverage-Debt Service 0.00
4b Leverage- Pension Unfunded Liabilities 3.00
4c Leverage – Other Unfunded Liabilities 1.25
5 Liquidity 8.00
6a Other Fund Dependency – Short Term 1.00
6b Other Fund Dependency – Annual 4.30
7 Growth 2.00
8 Capital Projects -Infrastructure & Replacement 27.50
Total Reserve Per Risk Factor $64.60

Optional Factors Not Used in Calculation
5 Liquidity (8.00)
Target Reserve Level $56.60
Minimum Reserve Level
(5% below)
$53.77
The recommended action to adopt the attached resolution would establish the Target Reserve Level and Minimum Reserve Level for the upcoming two-year budget cycle.
2023-2025 Operating Budget Overview
The Proposed 2023-2025 Operating Budget maintains municipal services at current levels and continues providing services that address the priorities of the community. Total revenues are projected to be $76.9 million in Fiscal Year 2023- 24 and $78.2 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 revenues are 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 to fund the operating activities of the City.

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The most significant change included in the updated budget figures include revised revenue projections for Gas Tax based on information and analysis received after the May 23, 2023, Budget Workshop. The Fiscal Year 2023-24 and the Fiscal Year 2024-25 Gas Tax Highway Users Tax Account “HUTA”, and Gas Tax Road Maintenance and Rehabilitation Account “RMRA“ revenue projections presented during the Budget Workshop were $2.49 million and have been revised to $2.36 million. Staff believes these updated revenue projections utilize the best available information at this time and represent a reasonable, yet cautious estimate. This decrease in ongoing annual revenue is addressed in the 2023 Risk Reserve and has increased reserve levels due to the annual subsidy needed to maintain street maintenance service levels while gas tax revenues are diminishing. The subsidy in Fiscal Year 2023-24 is $95,000 (Attachment 5) and the subsidy need in Fiscal Year 2024-25 is $520,000 (Attachment 6). This is presented as a transfer on the Fund Balance Summary.

Since the Budget Workshop, these minor changes have been included in the budget and are illustrated in tables 3-6 below.

Table 3: 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 (HUTA) 2,364,857 2,364,857
Road Maintenance Rehab Account (RMRA) 2,142,695 2,142,695 Measure M2 Local Fair Share 1,969,274 2,045,537
Measure M2 Senior Mobility 104,000 107,900
South Coast Air Quality Management District 112,700 112,700 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
Foothill Circulation Phasing Plan 1,072,950 1,072,950
Park Development 23,100 23,100
Lake Forest Traffic Mitigation 215,700 215,700
City Facilities Fees 3,900,000 3,900,000
Total $76,912,074 $78,159,554
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Table 4: 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
Infrastructure Reserve - 280,820
Neighborhood Park Reserve 555,000 950,000
Low- and Moderate-Income Housing Asset 102,200 102,200
Gas Tax (HUTA) 2,459,229 2,882,764
Road Maintenance Rehab Account (RMRA) 1,011,053 4,116,500 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
Foothill Circulation Phasing Plan 1,525,000 -
Park Development - -
Lake Forest Traffic Mitigation 1,087,800 80,000
City Facilities Fees - -
Meadows Traffic Improvement 2,122,900 -
Total $76,524,930 $74,229,850
Table 5: 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
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Revenue Type FY 2023-24 FY 2024-25
Other 85,000 85,000
Total $63,275,800 $65,339,600
Table 6: 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
Adopting the attached resolution would approve the funding for Fiscal Year 2023- 24 of the 2023-2025 Operating Budget (Attachment 2). Funding for Fiscal Year 2024-25 would be presented for City Council consideration in June of 2024. 2023-2030 Capital Improvement Plan

The 2023-2030 Capital Improvement Plan (“2023-2030 CIP Plan”) includes projects that reflect the City’s commitment to providing highly desired facilities while maintaining and improving existing infrastructure and assets. The 2023- 2030 CIP Plan includes 17 traffic and street-related projects. These projects are designed to improve safety, traffic flow, median and parkway landscaping, and maintain the roadway network. Other projects include signal synchronization projects with neighboring cities, street asphalt resurfacing, and sidewalk rehabilitation. Also included are 16 sixteen park repairs and enhancements (including playground resurfacing), which are identified on the 2023-2030 CIP Plan Summary (Attachment 7).

To develop and prioritize projects included in the 2023-2030 CIP Plan, staff reviewed the City’s Strategic Plan for projects and programs that were previously recommended by the City Council. In general, the Strategic Plan reflects the priorities captured in the biennial community satisfaction survey, input from joint commission and City Council workshops, opportunity rankings, staff review and analysis, and other community inputs. This effort produced a list of projects for consideration in the 2023-2030 CIP Plan. The list of projects is categorized into Item: 11
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potential funding sources and is further analyzed based on each project’s needs, increased costs if deferred, traffic model analysis, available staffing resources required, year-to-year programming, and other inputs. Next, the projects were analyzed by proposed funding source to optimize the available funding. The most restrictive funds were programmed first, followed by the next most restrictive funds, until all projects left for consideration were funded by the General Fund or another unrestricted funding source. Then, staff made a “draft” recommendation to City Council during the Budget Workshop and received comments.

At the Budget Workshop, there were several questions and comments from City Councilmembers. Councilmember Yu requested the installation of more accessible pedestrian signal (“APS”) systems at signalized intersections.

Currently, staff has implemented six APS systems at the following intersections:
•El Toro/Muirlands
•Ridge Route/Muirlands
•Ridge Route/Serrano
•Rockfield/Centre
•Rockfield/Ridge Route
•Trabuco/Peachwood

Staff continues to prioritize the promotion of pedestrian safety, independence, and inclusivity, as all the current and future traffic signal modification projects will include the implementation of the APS system. To note, Caltrans has standardized the requirement for APS systems for new traffic signal installation and upgrades to existing traffic signals. With 93 signalized intersections in the City, staff anticipates having one-third of the existing signalized intersections be upgraded with the APS system within the proposed two-year CIP plan and staff has identified CDBG funds to be used for future years to install approximately five to eight APS systems at signalized intersections every other fiscal year.

Ultimately, staff anticipates installing APS systems for all 93 signalized intersections when there are any traffic signal improvement projects.

Councilmember Yu also requested the formation of an Ad-Hoc Committee to provide coordination with the City of Irvine on intersections and synchronization projects along the Bake Parkway and Alton Parkway corridor. Fortunately, the cities of Irvine and Lake Forest are already under agreement to cooperatively improve the traffic flow, optimize the signal timing, and synchronize the corridors of Bake Parkway and Alton Parkway for the next four to five years. Staff will provide updates to Council as the project progresses and reaches specific milestones.

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Mayor Pro-Tem Tettemer asked about the potential of installing disc golf at city parks. Community Services, as part of the Pickleball Analysis and Court Installation Project and the Neighborhood Park Renovations projects, will be performing outreach to the communities adjacent to neighborhood parks to see what additional improvements and amenities the residents desire. Staff will include asking about disc golf at park sites in the outreach.

Mayor Cirbo asked about potential improvement to facilities, specifically for bicycle and e-bike usage. As part of the City’s commitment to enhance our city’s infrastructure to promote sustainable transportation options, staff has been working diligently with the Orange County Transportation Authority (“OCTA”) on identifying bikeway gap closures and proper e-bike utilization on these bikeway facilities as part of a feasibility study. These proposed gap closures would provide connectivity to the regional bikeways throughout Orange County, which can lead riders to the coastal bikeways or the foothill mountain bikeways. The conceptual plan is to strategically provide buffered bike lanes, separated class IV bikeways, and/or off-street Class I trails through the Foothill Ranch and Portola Hills areas and the Southwest Lake Forest areas as shown in the images 1-3 below.

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Image 1: OC South Loop (Connection to cities of Irvine and Mission Viejo)

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Image 2: OC Central Loop and South Loop

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Image 3: OC Connect (Conceptual Bike Facilities in Lake Forest)

These conceptual plans prioritize the City’s commitment to creating a more sustainable future, promoting alternative modes of transportation, and enhancing overall traffic safety for all road users. Since these are conceptual plans within a feasibility study, staff will return to the City Council when the study is complete and propose prioritizing capital improvement projects stemming from the study at a future meeting. The feasibility study is anticipated to be completed by the end of 2023 and is being led by OCTA staff.

These comments were incorporated into the “final” recommendation, which is being presented tonight for the City Council’s consideration.

Although the City Council approves a seven-year Capital Improvement Plan, only the first year of the CIP plan is recommended for funding at this time. The seven-year Capital Improvement Plan will routinely be revised and updated to maintain a revolving seven-year program. Therefore, staff will recommend the second year of the CIP Plan in May 2024 for potential City Council adoption in June 2024. At the completion of the two years, staff will revisit the prioritization process to allow for further adjustments based on dynamic project needs, funding availability, or other factors.

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Staff is recommending revisions to project funding included in the 2023-2030 CIP Plan as presented to the City Council during the Budget Workshop.

The recommended revisions are related to a change in available funding based on updated revenue projections related to the State Gas Tax Road Maintenance Rehab Account SB1 funding (“RMRA SB1”). The updated revenue projections were received subsequent to the Budget Workshop and reflect the best available information.

Street Resurfacing and Slurry Seal:

The Street Resurfacing and Slurry Seal Project is intended to provide asphalt overlays on arterial roadways and slurry seals on collector and residential streets. The roadways subject to the project are determined by the City’s Pavement Management System. The project description, timing, and $31,040,000 cost remain unchanged. There is sufficient funding available, and staff recommends the project be approved as part of the 2023-2030 CIP Plan.

For the 2023-2025 budget cycle, there are 34 proposed projects, totaling $21,971,569 in infrastructure investment. These projects included 16 park improvement projects, 8 street improvement projects, 9 traffic improvement projects, and 1 environmental project.

Table 7 below includes the project funding summary that reflects the aforementioned adjustments.

Table 7: Summary of 2023-2030 CIP Plan Funding
Funding Sources Fiscal Year
2023-24
Fiscal Year
2024-25
General Fund $2,517,200 $2,130,000
Infrastructure Reserve Fund 280,820
Neighborhood Park Improvement Reserve
Fund 315,000 950,000
Gas Tax Road Maintenance and Rehabilitation
Account Fund (RMRA SB1) 1,011,053 4,116,500
Measure M2 Local Fair Share Fund 3,668,947 1,962,680
South Coast Air Quality Management District
Fund (SCAQMD) 45,000
Community Development Block Grant Fund
(CDBG) 138,669 180,000
Lake Forest Traffic Mitigation Fund (LFTM) 1,007,800
Foothill Circulation Phasing Plan Fund (FCPP) 1,525,000 Meadows Traffic Improvement Fund (MTIP) 2,122,900
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Total $12,306,569 $9,665,000

Adopting the attached resolution would approve the funding for Fiscal Year 2023- 24 of the 2023-2030 Capital Improvement Plan (Attachment 2). Funding for Fiscal Year 2024-25 would be presented for City Council consideration in June of 2024.

2023-2030 Master Financial Plan and Financial Forecast
The Proposed Financial 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 •The projected budget level five fiscal years into the future The projected revenue and expenditure levels maintain a balanced budget for the upcoming seven fiscal years. Table 8 provides a summary of the 2023-2030 Financial Forecast.

Table 8 – Financial Forecast
General Fund
Fiscal Year
2023-24
Proposed
Fiscal Year
2024-25
Proposed
Fiscal Year
2025-26
Proposed
Fiscal Year
2026-27
Proposed
Fiscal Year
2027-28
Proposed
Fiscal Year
2028-29
Proposed
Fiscal Year
2029-30
Proposed
Sources
Beginning Fund
Balance $98,929,940 $99,444,436 $100,121,345 $102,285,060 $103,668,888 $104,258,888 $104,022,188 Operating Revenues 63,275,800 65,339,600 66,964,615 68,053,028 70,062,000 72,138,300 74,284,600 Total Sources 162,205,740 164,784,036 167,085,960 170,338,088 173,730,888 176,397,188 178,306,788 Uses
Operating Expenses 59,594,104 60,781,871 63,258,900 65,839,200 68,527,000 71,327,000 74,244,000 Capital Expenses 3,167,200 3,880,820 1,542,000 830,000 945,000 1,048,000 1,200,000 Total Uses 62,761,304 64,662,691 64,800,900 66,669,200 69,472,000 72,375,000 75,444,000 Ending Fund
Balance $99,444,436 $100,121,345 $102,285,060 $103,668,888 $104,258,888 $104,022,188 $102,862,788 Staff believes the projection utilizes reasonable, yet cautious assumptions.

Overall, the accumulated projected operating surplus is approximately $16.5 million over the projection period. The resulting surplus provides for resources to utilize towards one-time operating projects, capital replacement needs, and maintaining a funded Target Reserve level in accordance with the Risk Analysis.

The updated 2023-2030 Master Financial Plan and Financial Forecast is attached (Attachment 8).

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Conclusion
Staff believes these financial planning documents, including the 2023 Strategic Plan Update, 2023 General Fund Reserve Risk Analysis, Proposed 2023-2030 Capital Improvement Projects Plan, Proposed 2023-2025 Operating Budget, and the Proposed 2023-2030 Master Financial Plan and Financial Forecast have been prepared and analyzed to ensure the City’s financial integrity and strong financial condition. In developing and deliberating these documents, staff ensured a continual adherence to the Policy to preserve the City's long-term, conservative financial vision. Staff believe the revisions made since the Budget Workshop are consistent with the direction provided by the City Council and will result in a reasonable estimate of the City’s financial position. The resolution to adopt the financial planning documents and authorize the funding for Fiscal Year 2023-24 is attached (Attachment 2).

FISCAL IMPACT:

The fiscal impact of the recommended actions establishes the revenue estimates and authorizes the appropriations and transfers for Fiscal Year 2023-24. In addition, the Target Reserve Level and Minimum Reserve Levels would be established. Fiscal Year 2024-25 revenue estimates and appropriations would be presented to the City Council’s consideration in June of 2024.

ATTACHMENTS:

1. Transmittal Letter

2. Resolution 2023-XX

3. Update to the 2023-2030 Strategic Business Plan

4. 2023 General Fund Reserve Risk Analysis

5. Fiscal Year 2023-24 Fund Balance Summary

6. Fiscal Year 2024-25 Fund Balance Summary

7. 2023-2030 Capital Improvement Plan Summary

8. 2023-2030 Master Financial Plan and Financial Forecast Initiated By: Amy Lewis, Assistant Director of Finance
Submitted By: Kevin Shirah, Director of Finance/City Treasurer Approved By: Debra Rose, City Manager
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ATTACHMENT 1
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Transmittal Letter for the 2023-2025 Operating Budget
Debra Rose, City Manager
June 20, 2023

Sta is pleased to present a balanced two-year operating budget consistent with the overall priorities of the community. The budget is a resource allocation document that serves as the nancial plan for the City of Lake Forest, providing policy direction in the areas of desired service level and funding priorities.

Sta presents a proposed budget to the City Council on a biennial basis to be adopted in odd number years preceding the commencement of the two-year budget cycle. Per the City's Financial Management and Budgetary Policy (Policy), the long-range scal perspective includes the development of a two-year Operating Budget, a seven-year Capital Improvement Plan, and a Master Financial Plan (MFP) with a seven-year Financial Forecast.

The above-described nancial planning documents are prepared to ensure the City’s nancial integrity and strong nancial condition. In developing these documents, sta ensured continual adherence to the Policy to preserve the City's long-term, conservative nancial vision. Overall, the nancial planning documents and execution of the Strategic Plan initiatives will reinforce the City’s nancial integrity, safeguard its assets, and ensure the provision of services that address community priorities.

2023-2025 Operating Budget Overview

The City of Lake Forest 2023-2025 Operating Budget maintains municipal services at current levels. 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. The budget is comprised of the General Fund, Special Revenue Funds, and Capital Projects Funds. The table below summarizes the budgeted expenditures by fund type.

Summary of Fiscal Year 2023-24 Budgeted Expenditures by Fund

Operating Budget
(in millions)
Capital Budget
(in millions)
Total
(in millions) % of Total
General Fund $ 59.6 $   3.1 $ 62.7   82 %
Special Revenue Funds $   4.3 $   4.8 $   9.1   12 %
Capital Projects Funds $   0.0 $   4.7 $   4.7    6 %
Total $ 63.9 $ 12.6 $ 76.5 100 %

Summary of Fiscal Year 2024-25 Budgeted Expenditures by Fund

Operating Budget
(in millions)
Capital Budget
(in millions)
Total
(in millions) % of Total
General Fund $ 60.8 $  3.3 $ 64.1   86 %
Special Revenue Funds $   3.7 $  6.3 $ 10.0   13 %
Capital Projects Funds $   0.1 $  0.0 $   0.1     1 %
Total $ 64.6 $  9.6 $ 74.2 100 %

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2021-2023 Review
Due to prudent management of operating funds, the City continued to make signicant strides in delivering several important projects. The City's Strategic Business Plan (Strategic Plan) serves as the primary driver for the prioritization of projects and integrates the vision of the community, anticipated needs of the City, and leadership of elected ocials. The 2021-2028 Strategic Plan was approved on June 15, 2021. The Strategic Plan was developed though a comprehensive public engagement process that included residents, each commission, and the City Council. This engagement was carried out throughout the course of the 2021- 2023 budget development process and informed budgetary decisions and priorities in the biennial budget. During the development process for each biennial budget, the Strategic Plan is revisited and updated to account for accomplished initiatives, updated priorities, and new initiatives identied through the comprehensive public engagement process.

The 2021-2028 Strategic Plan includes three major goals and 66 initiatives categorized under each of the three major goals. Each initiative facilitates progress towards one of the three Strategic Plan goals and helps identify the advances in the pursuit of these goals. For each of the three major goals, the City has completed and made signicant progress on the Strategic Plan initiatives in 2021-2023. Some highlights for 2021-2023 include the following listed completed initiatives.

Goal A - Our livable City is well-planned, attractive, and safe.

The City prioritized Goal A by improving residents' experience and interactions with the City and updating design standards and policies to reect best practices and comply with state mandates. The City accomplished signicant progress and continued investment in the well-planned projects and initiatives included in the 2021-2028 Capital Improvement Plan including park renovations at seven of the City's neighborhood parks, City-wide sidewalk improvements, and ve trac improvement projects.

Additionally, the City  invested in Automatic License Plate Reader System Cameras and an AM radio station to improve safety and methods of communication during emergency events and other incidents. Following the COVID-19 pandemic and the two wildres in fall and winter 2020, improved education initiatives and emergency preparedness training remained top of mind for the City. In 2021-2023, the City continued to prioritize improving neighborhood conditions and retaining high quality shops and restaurants to complement the City's attractive housing communities. Through its various resident outreach initiatives and investment in city infrastructure and amenities, the City continues to position itself as an attractive and safe community in which residents can live, work, play, shop, and dine.

Notable accomplished initiatives under Goal A include:

Achieved substantial progress on the Lake Forest Transportation Mitigation Program, Meadows Trac Mitigation Program, Foothill Circulation Phasing Plan by completing infrastructure projects that increase mobility and reduce congestion.

Achieved substantial progress on new trac trac and mobility projects implementing new approaches to trac circulation and on trac signal synchronization projects to improve trac ow.

Achieved substantial progress in projects with the objective of maintaining "Good" pavement condition of the City's roads and improving trac safety through the installation of raised arterial medians.

Procured and implemented parking permit system services to facilitate the issuing of parking permits and improve the resident experience.

Updated design standards and development requirements to implement Mixed-Use land designations.

Completed the Housing Element of the General Plan, providing an analysis of housing needs.

Developed SB 1383 compliant mandatory food waste and commercial recycling program, providing organic waste collection services for all residents and businesses, conducting public outreach, and implementing additional policies and programs to facilitate compliance.

Developed a public engagement plan related to the National CORE Mountain View aordable housing development.

Developed a funding program to assist restaurants with economic recovery following the COVID-19 pandemic.

Launched an interdepartmental task force to address neighborhood concerns identied in the January 2021 Community Satisfaction Survey.

Achieved substantial progress in improvements to the Arbor Mini Parks and completing park enhancement projects throughout the City to continue to provide high quality park facilities for the community.

Completed comprehensive assessment of lighting at City facilities to determine if LED retrotting could provide cost savings and increase light coverage.

Implemented an engagement plan for Community Choice Aggregation to determine interest in pursuing this energy option, leading to in-depth discussions and a community-driven decision.

Launched Community Center Craft show and Art Fair.

Expanded the use of  City's Automatic License Plate Reader System Cameras to improve safety.

Continued and improved public education and crime prevention initiatives, such as "Stay Safe Lake Forest", the Neighborhood Watch program, and the Business Watch program.

Updated and launched the Lake Forest Leadership Academy.

Established an AM radio station to communicate with residents during emergency events.

Procured consultant services and produced a new comprehensive emergency management plan.

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Goal B - Our connected City is engaged, informed, and technologically current.

Major accomplishments under Goal B include leveraging new technologies to update various business processes and digitizing resources to better keep the community connected and optimize operations. In addition to several updates to the City's communication modalities and community events, the city continues to gather community feedback and prioritize resident engagement via initiatives like the Community Satisfaction survey and the Lake Forest Citizens' Leadership Academy program.

Through the process of modernizing the City's nancial management and accounting system, the City transitioned its accounting and budgeting structures to a program-based budget. As demonstrated in the proposed 2023-2025 Operating Budget for the rst time, a program-based budget organizes budget allocations and priorities by programs to illustrate the types of services and initiatives prioritized by the community and to easily see how many resources are dedicated to each program. Additionally, the City leveraged technology to gather data from city assets to create an inventory of the city's assets and begin planning for the City's future needs. The City's procurement and implementation of a new electronic document management system aims to improve current and future accessibility to City records. New technologies play a role in keeping residents connected to City services and in improving internal operations to overall improve services provided by the City.

Notable accomplished initiatives under Goal B include:

Launched a new City Website.

Hosted 2021 Fourth of July Fireworks Show and reinstated the Summer Concert Series.

Launched Lake Forest TV and developed content to increase opportunities for residents to learn about the City's decision- making processes.

Formed a Performing Arts Center Advisory Committee to advise the Community Services Commission, and build upon the use of the City's Performing Arts Center.

Engaged the community and completed the redistricting process based upon the 2020 U.S. Census.

Broadcast city commission meetings on LFTV, enabling residents to view proceedings on COX Channel 851 Expanded the "Pop Up" City Hall events and promoted these regularly scheduled events in the Leaet to increase resident outreach and participation.

Conducted biennial Community Satisfaction Survey and utilized new technologies to perform ad hoc community surveys.

Developed graduate, continuing studies version of the Lake Forest Citizens' Leadership Academy to promote continued engagement among academy participants.

Completed an inventory and condition assessment of city-owned assets as a precursor to the development, adoption, and implementation of an Asset Management Plan.

Procured and implemented a nancial management system (ERP) to modernize nancial practices.

Procured and began implementing a new electronic document retention system to increase public access to City records.

Goal C - Our healthy City government is sustainable and well-run with committed people.

Long-range planning and nancial sustainability have been hallmarks of the City's prudent management of funds, previous growth, and latest accomplishments. Goal C reects the continued prioritization of long-range planning and sustainability. In addition to prioritizing scally responsible policies such as an annual review of services that obligate at least 1% of the General Fund budget. The City also completed a comprehensive update to its purchasing and records retention policies. Updates to these guidelines incorporate the latest best practices, meet state and federal standards, and ensure fairness in city operations. The City also successfully implemented initiatives geared towards the attraction and retention of skilled and committed sta. These initiatives included the implementation of a telecommuting policy, the launch of an employee retention program, marketing eorts to recruit sta, and the completion of the City's biennial classication and compensation study. City eorts to plan for future stang needs is a key component to planning for the long term and maintaining a practice of prudent management in a fast-changing social and economic environment.

Notable accomplished initiatives under Goal C include:

Initiated an annual review of services that obligate at least 1% of the General Fund budget, analyzing major programs and managing future costs.

Allocated federal funds provided through the American Rescue Plan Act (ARPA).

Completed a comprehensive update to the City's Purchasing Policies and increased sta training to improve the management of contract services.

Modernized the City's document retention policies and timelines.

Implemented telecommuting policy with a performance measurement framework.

Launched "THRIVE", an employee retention program, and an employee satisfaction survey in an eort to develop and retain skilled and committed sta.

Produced "Join Team Lake Forest" recruitment video and campaign to market Lake Forest as an innovative and high-quality employer.

Developed comprehensive succession plan that includes training, academy courses, and job shadowing.

Implemented biennial classication and compensation study to assess the stang needs of the organization and meet stang needs with competitive compensation plans.

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We are pleased to highlight these few programs and projects conducted during Fiscal Years 2021-2022 and 2022-23. As we close the City's rst biennial budget term, sta is proud and pleased to share all of the accomplishments and high-quality services provided in 2021-2023 and looks forward to the future goals outlined in each of the program summaries under the Program Financial Summaries section of the budget.

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2023-2025 Operating Budget
The City will continue its scally conservative approach to budgeting ongoing operations and capital improvement projects.

Revenues
Total revenues for all funds are projected to be $77.1 million for FY 2023-24 and $78.3 million for FY 2024-25. General Fund revenue is projected to be $63.3 million in FY 2023-24 and $65.3 million in FY 2024-25, of which 80% is comprised of property, sales and use, and transient occupancy tax revenue. Property tax revenue is expected to grow 5% and 6% in FY 2023-24  and FY 2024-25 respectively. Sales and use tax revenue is expected to grow 4% in FY 2023-24 and 2% in FY 2024-25. Projections for both revenue sources are based on consultant projections. Transient occupancy tax (TOT) revenue is expected to increase by 22% in FY 2023-24, with estimates based on current TOT receipts in FY 2022-23, and 2% in FY 2024-25. Sta believes these revenue projections utilize the best available information and represent a reasonable, yet cautious estimate. Revenues may be realized at higher or lower values and will be closely monitored during the scal year and adjustments will be proposed as necessary.

For a more detailed discussion of the revenue received by the City, projections, and assumptions, as well as individual estimates by category and fund, please see the Summary of Financial Reserve Funds, Risk Reserve Analysis, and the Master Financial Plan section of this budget document.

Expenditures
The proposed 2023-2025 Operating Budget includes budgeted operating expenditures and funding for the Capital Improvement Plan (CIP) projects in Fiscal Year 2023-2024 (FY 2023-24) and Fiscal Year 2024-25 (FY 2024-25).

Operating Expenditures
The proposed operating budget for all funds is $59.6 million in FY 2023-24. Overall, the proposed FY 2023-24 budget for operating expenditures includes an increase of $3.6  million, or 6.4% over the FY 2022-23 amended budget. This increase is in part driven by increases in contractual services, an increase in the City's law enforcement contract, and increases in total personnel costs. Contractual services are expected to increase $1.3 million, or 6% in FY 2023-24 over the FY 2022-23 amended operating budget. This is largely due to increasing rates and rising contract costs for ongoing services. Contractual services account for 39% of total General Fund expenditures in FY 2023-24. The City's law enforcement contract with the Orange County Sheris Department (OCSD) is expected to increase $0.8 million, or 4% in FY 2023-24 over the FY 2022-23 amended operating budget. This increase includes an estimated 8% increase in OCSD personnel costs in FY 2023-24. The law enforcement contract makes up 35% of total General Fund expenditures and 47% of total General Fund contract services in FY 2023-24 when all contract services are combined. Personnel services include all salaries, wages, and benets. Personnel services are expected to increase $1.4 million, or 14% in FY 2023-24 over the FY 2022-23 amended operating budget. The proposed budget includes the addition of three positions to meet city service needs.

The proposed operating budget for all funds is $60.8 million in FY 2024-25. Overall, the proposed FY 2024-25 budget for operating expenditures includes an increase of $1.2 million, or 2% over the FY 2023-24 proposed budget. This increase is in part driven by  an increase in the City's law enforcement contract and increases in total personnel costs. Contractual services continue to make up the largest portion of the operating budget at about 39% of total General Fund expenditures and are expected to decrease $0.5 million or less than 1% from the proposed FY 2023-24 budget. As most contracts are structured as multi-year agreements with xed amounts over the multi-year contract period, this limits the growth of some contractual rates.

Completion of one-time initiatives that utilize contractual services may also limit growth in contractual services or cause slight decreases from year to year. The City's law enforcement contract with the OCSD is expected to increase $1.2 million, or 6% in FY 2024-25 over the FY 2023-24 proposed operating budget.  This anticipated change would bring the law enforcement contract to make up 36% of total General Fund expenditures and 48% of total General Fund contract services in FY 2024-25 when all contract services are combined. Personnel services include all salaries, wages, and benets. Personnel services are expected to increase $0.6 million, or 5% in FY 2024-25 over the FY 2023-24 proposed operating budget. The proposed budget includes the addition of one position in FY 2024-25 to meet city service needs.

In addition to the impact of these general trends and increases, the City has identied strategic goals and incorporated funding for these initiatives in the proposed 2023-2025 Operating Budget. Several of these goals arose out of the City's robust public engagement eorts and Community Satisfaction Survey. Notable high impact initiatives include:

Addressing homelessness via the launch of a pilot "gap" housing program and the addition of a Community Outreach Coordinator as included in the proposed added positions in FY 2023-24.

Reducing trac congestion through capital improvement projects that achieve trac signal synchronization, mitigate trac impacts, and create left-turn pockets.

Updating zoning regulations through a Commercial Property Alignment Study.

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Maintaining and improving public safety by expanding the use of automatic license plate reader cameras, developing an emergency notication strategy, and developing neighborhood-based emergency management teams.

Expanding recreation program oerings by conducting a Pickleball Court Study, seeking further community input via focus groups, and inaugurating new community events.

Attracting new restaurants and businesses by conducting a Shopping Center Study and furthering Strategic Economic Investment Program initiatives.

Revitalizing outdated areas in the City through Commercial Property Alignment and Shopping Center studies, and continuing neighborhood improvement eorts.

Promoting Lake Forest Businesses through hotel marketing campaigns, Strategic Economic Investment Program initiatives, and reinstating a revamped version of the Taste of Lake Forest.

Funding for these goals and initiatives, among other Strategic Business Plan ("Strategic Plan") initiatives, are included in the 2023-2025 Operating Budget and are further discussed in the 2023 update to the strategic plan and in the Program Financial Summaries section of the budget.

As Lake Forest continues its transition to a maintenance city, city goals and priorities shift towards improving the quality of life and current service oerings, improving technologies, and planning the city's nancial future. In addition to the Strategic Plan, a discussion of Short-Term Factors and Priorities and Issues is included in the Budget Overview section to consider the City's current concerns and priorities in greater depth.

Capital Improvement Plan
The 2023-2025 budget cycle of the 2023-2030 Capital Improvement Plan (CIP) includes 34 proposed projects, totaling $22 million in infrastructure investment. CIP projects are designed to improve safety, ameliorate trac ow, repair or improve facilities and amenities, and sustain the roadway network. These projects include one environmental project, sixteen park improvement projects, eight street projects, and nine trac projects, in addition to thirteen ongoing projects that were previously approved by the City Council.

In progress projects include:

Lake Forest Trac Mitigation improvements;
El Toro Raised Medians;
Street resurfacing throughout the city;
New street name signs;
Park Gazebo repairs;
Portola Park lighting improvements; and,
Vintage Park improvements.

Capital Improvement Projects for 2023-2025 include the following Park projects:

Renovations to the Lake Forest Sports Park (LFSP) Recreation Center and LFSP synthetic eld turf replacements; Etnies Skate Park Improvements including main building renovations and the resurfacing/ remodeling of skateable terrain; Additional neighborhood park renovations for the Nature Park, Lake Forest Park, Cavanaugh Park, Peachwood Park, and Vintage Park;
Heroes Park sport elds renovations;
Citywide Park Restroom Panting and Renovations;
Foothill Ranch Box Lacrosse Rink Installation;
Pickleball Court Analysis and Court Installation; and,
Barker Ranch Dog Park Synthetic Turf Replacement.

Capital Improvement Projects for 2023-2025 include the following Trac projects:

Lake Forest Transportation Mitigation projects;
Foothill Circulation Phasing Plan (FCPP) projects;
Installation of Audible Pedestrian Signals; and,
Trac synchronization projects at Bake/Rockeld Boulevard and Trabuco/ Irvine Boulevard.

Capital Improvement Projects for 2023-2025 include the following Street projects:

Street Resurfacing and Slurry Seal Projects; and,
ADA Ramp Improvements, Phase 15.

The Capital Improvement Projects for 2023-2025 also includes one Environmental project for Aliso Creek Drainage Improvements.

Fund Balances
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A Summary of Revenues, Expenditures, Transfers and Fund Balances for each scal year in the 2023-2025 Operating budget can be found in the Budget Overview section of this budget book.

Additionally, sta prepared the General Fund Reserve Risk Analysis per the Risk Based Reserve Policy. The Target Reserve Level is $56.6 million. General Fund reserves will remain fully funded. For a more detailed discussion of City projections, assumptions, and estimates, please see the Summary of Financial Reserve Funds in the Budget Overview Section and Risk Reserve Analysis in the Supplemental Documents section.

Long Range Financial Planning
The City's Long range Master Financial Plan (MFP) has been developed and is included in this budget book in the Supplemental Document section. The MFP contains a seven-year General Fund Revenue forecast and expenditure plan which projects revenues, operating expenditures, transfers, funding available for capital projects, and projected reserve balances for the General Fund. Looking forward, the MFP projection reects the level of General Fund revenues necessary to maintain operating programs and services at current levels.

The 2023-2030 Financial Forecast maintains a balanced operating budget for the upcoming ve scal years beyond the current budget cycle. Over the projection period, the accumulated projected operating surplus is approximately $16.8 million. The resulting surplus provides for resources to utilize towards one-time operating projects, capital replacement needs, and maintaining a funded Target Reserve level in accordance with the Risk Reserve Analysis. Sta will continue to work diligently to monitor ongoing revenue and expenditures and make whatever budgetary changes are necessary in order to maintain a balanced budget while keeping General Fund reserves at or above the City Council determined target level.

Conclusion
Throughout its history, the City of Lake Forest has earned a strong reputation for solid conservative scal planning. In FY 2021-22 and FY 2022-23, this philosophy has proven to be an eective tool in continuing to maintain service levels, address strategic priorities, and plan for the future.

The proposed budget for 2023-2025 successfully maintains a level of service and programs that are important to the community and addresses the priority of the City Council. I wish to thank City sta for their time and eort in developing a balanced budget for 2023-2025. The City’s forward thinking, strategic planning, and attention to detail in the delivery of daily public services continue to be hallmarks of its pragmatic approach to local governance, which will allow the City to continue providing the high quality of life expected from our community.

Sincerely,
Debra Rose
City Manager
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5 2
2 4
2 ATTACHMENT 2
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RESOLUTION NO. 2023-

A RESOLUTION OF THE CITY COUNCIL OF THE

CITY OF LAKE FOREST, CALIFORNIA,
APPROVING A BUDGET FOR 2023-2025;

APPROPRIATING FUNDS FOR FISCAL YEAR
2023-24 ONLY AND AUTHORIZING CERTAIN
ACTIONS WITH APPROPRIATIONS; AND
ADOPTING ALL OF THE FOLLOWING: THE
UPDATE TO THE 2021-22 THROUGH 2027-28
STRATEGIC BUSINESS PLAN, THE 2023-2030
CAPITAL IMPROVEMENT PLAN, THE 2023

GENERAL FUND RESERVE RISK ANALYSIS,
AND THE 2023-2030 MASTER FINANCIAL PLAN

AND FINANCIAL FORECAST
WHEREAS, the City Manager of the City of Lake Forest presented to the City Council on May 23, 2023, a Proposed Budget for Fiscal Year 2023-24 and Fiscal Year 2024-25; and
WHEREAS, the City Council held a Budget Workshop on May 23, 2023; And
WHEREAS, Staff has made modifications and has presented the 2023-2025 Budget for Council consideration.

NOW, THEREFORE, THE CITY COUNCIL OF THE CITY OF LAKE

FOREST DOES HEREBY RESOLVE, DETERMINE, FIND AND ORDER AS FOLLOWS:

Section 1. The City Council’s adoption of this Resolution is not a project within the meaning of the California Environmental Quality Act. Specifically, the City’s adoption of the Resolution is an administrative and fiscal function of the City that does not commit the City to any specific project or course of action. (State CEQA Guidelines, sections 15378(b)(4) & (b)(5).) Thus, no environmental review of the Resolution is required. The City Council hereby directs staff to prepare, execute and file with the Orange County Clerk a Notice of Exemption within five working days of the adoption of this Resolution.

Section 2. The Update to the 2021-22 through 2027-28 Strategic Business Plan of the City of Lake Forest is hereby adopted.

Section 3. The 2023-2024 Operating Budget for the City of Lake Forest is hereby adopted.

Section 4. The 2023-2030 Capital Improvement Plan of the City of Lake Item: 11
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Forest is herby adopted.

Section 5. The 2023 General Fund Reserve Risk Analysis of the City of Lake Forest is hereby adopted, establishing a Target Reserve Level of $56,600,000 and a Minimum Reserve Level of $53,800,000.

Section 6. The 2023-2030 Master Financial Plan and Financial Forecast of the City of Lake Forest is herby adopted.

Section 7. The appropriations and transfers are hereby authorized, and revenue estimates confirmed for Fiscal Year 2023-24 only, in accordance with the Proposed Budget dated May 23, 2023, as may be further modified by Council and staff on June 20, 2023, as reflected on Exhibit A to this Resolution.

Section 8. That, for FY 2023-24, the Director of Finance is hereby authorized to move appropriations between line items within departmental budgets in concurrent with Department Directors.

Section 9. That for FY 2023-24, the City Manager is hereby authorized to transfer appropriations from one department to another or between funds within the Operating Budget with notification to the City Council Audit Committee.

Section 10. That for FY 2023-24, the City Manager is hereby authorized to transfer appropriations from a capital improvement project to another existing project within the adopted Capital Improvement Program with notification to the City Council Audit Committee.

Section 11. The City Clerk shall attest as to the adoption and execution of this Resolution and cause the same to be maintained in the permanent records of the City.

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PASSED, APPROVED AND ADOPTED this 20th day of June 2023, by the following vote, to wit:

ATTEST:

DOUG CIRBO
MAYOR

LISA BERGLUND

CITY CLERK
APPROVED AS TO FORM:

MATTHEW E. RICHARDSON

CITY ATTORNEY
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STATE OF CALIFORNIA )

COUNTY OF ORANGE ) SS

CITY OF LAKE FOREST )
I, Lisa Berglund, City Clerk of the City of Lake Forest, California, do hereby certify that the foregoing Resolution No. 2023- was duly passed and adopted at a regular meeting of the Lake Forest City Council on the 20th day of June 2023 by the following vote, to wit:

AYES: COUNCIL MEMBERS:

NOES: COUNCIL MEMBERS:

ABSENT: COUNCIL MEMBERS:

ABSTAIN: COUNCIL MEMBERS:

LISA BERGLUND

CITY CLERK
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EXHIBIT A
Revenue Estimates
Fund Name FY 2023-24
General Fund $63,275,800
General Fund (Capital) -
Infrastructure Reserve -
Neighborhood Park Reserve -
Low- and Moderate-Income Housing Asset 66,400
Gas Tax (HUTA) 2,364,857
Road Maintenance Rehab Account (RMRA “SB1”) 2,142,695
Measure M2 Local Fair Share 1,969,274
Measure M2 Senior Mobility 104,000
South Coast Air Quality Management District 112,700
Supplemental Law Enforcement Services 125,000
Franchise Agreement Recycling 50,000
Beverage Recycling 21,000
Certified Access Specialist Program 5,000
Permanent Local Housing Allocation Program 942,814
Community Development Block Grant 520,784
Foothill Circulation Phasing Plan 1,072,950
Park Development 23,100
Lake Forest Traffic Mitigation 215,700
City Facilities Fees 3,900,000
Total $76,912,074
General Fund Revenue Estimates by Type
Revenue Type FY 2023-24
Taxes
Property Taxes $24,937,000
Real Property Transfer Tax 675,000
Sales and Use Taxes 19,500,000
Transient Occupancy Taxes 5,500,000
Franchise Fees 2,700,000
Intergovernmental 260,000
Licenses and Permits 2,289,500
Charges for Current Services - Parks 1,291,300
Charges for Current Services - Other 1,551,000
Developer Contribution Maintenance Fee 120,000
Fines, Forfeitures, and Penalties 450,000
Facility and Park Rentals, Leases 917,000
Investment Earnings 3,000,000
Other 85,000
Total $63,275,800
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General Fund Operating Appropriations
Expenditure Major Program Area FY 2023-24
Legislative $441,335
Management and Support 9,804,130
Public Safety 23,629,885
Infrastructure Maintenance Services 11,489,865
Planning, Engineering, Building & Safety 5,931,824
Transportation 1,468,550
Environmental Services 1,047,880
Culture, Leisure, & Recreation 4,304,500
Community Vitality & Engagement 1,476,135
Total $59,594,104
All Other Funds Operating Appropriations
Fund Name FY 2023-24
General Fund $59,594,104
General Fund (Capital) 2,517,200
Infrastructure Reserve -
Neighborhood Park Reserve 555,000
Low- and Moderate-Income Housing Asset 102,200
Gas Tax (HUTA) 2,459,229
Road Maintenance Rehab Account (RMRA “SB1”) 1,011,053
Measure M2 Local Fair Share 3,668,947
Measure M2 Senior Mobility 104,000
South Coast Air Quality Management District -
Supplemental Law Enforcement Services 152,000
Franchise Agreement Recycling 50,000
Organics Waste Recycling 85,899
Beverage Recycling 21,000
Certified Access Specialist Program 5,000
Permanent Local Housing Allocation Program 942,814
Community Development Block Grant 520,784
Foothill Circulation Phasing Plan 1,525,000
Park Development -
Lake Forest Traffic Mitigation 1,087,800
City Facilities Fees -
Meadows Traffic Improvement 2,122,900
Total $76,524,930
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Interfund Transfers
Fund Name Transfer In Transfer Out
General Fund - $95,000
Gas Tax (HUTA) 95,000 -
Total $95,000 $95,000
Capital Improvement Plan Appropriations
Funding Source Project FY 2023-24
General Fund Arterial Median Improvement
Project

$200,000
General Fund Arterial Wall Enhancements in
Southwest Lake Forest

25,000
General Fund Baker Ranch Park Turf
Replacement

112,200
General Fund Barker Ranch Dog Park Synthetic
Turf Replacement

220,000
General Fund El Toro Road Bus Shelter
Renovations

125,000
General Fund Foothill Ranch Box Lacrosse
Installation Project

100,000
General Fund Non Functional Turf Removal
Study and Replacement

30,000
General Fund Park Shelter Rehabilitation Project
- Rimgate Park

150,000
General Fund Pickleball Analysis and Court
Installation Project

120,000
General Fund Protective Permissive Left Turn
Project

425,000
General Fund Ridge Route Median Improvement
Projects

210,000
General Fund Sports Park Parking Lot Slurry Seal
150,000
General Fund Trabuco Asphalt Trail
Rehabilitation Project

300,000
General Fund Trabuco Road Ascension
Cemetery left-turn holding pocket

350,000
Neighborhood Park
Improvement Reserve
Fund
Heroes Park Sports Field
Renovations

215,000
Neighborhood Park
Improvement Reserve
Fund
Lake Forest Sports Park
Renovations

20,000
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Neighborhood Park
Improvement Reserve
Fund
Neighborhood Park Renovations -
Peachwood Park

50,000
Neighborhood Park
Improvement Reserve
Fund
Neighborhood Park Renovations -
Vintage Park

30,000
Community Development
Block Grant Fund
(CDBG)
CDBG - ADA Ramps Phase 15-17
138,669
Foothill Circulation
Phasing Plan Capital
Projects Fund (FCPP)
Second left-turn Lanes in All
Directions at the Intersection of Los
Alisos and Muirlands

1,525,000
Gas Tax Road
Maintenance and
Rehabilitation Account
Fund (RMRA SB1)
Street Resurfacing and Slurry Seal
Projects

1,011,053
Lake Forest Traffic
Mitigation Fund (LFTM)
Southbound Rancho Parkway
Widening at Lake Forest

224,000
Lake Forest Traffic
Mitigation Fund (LFTM)
Widening of Southbound Jeronimo
at Lake Forest Drive

116,100
Lake Forest Traffic
Mitigation Fund (LFTM)
Widening of Westbound Los Alisos
to Add a Dedicated Right-turn Lane
at Rockfield Blvd.

667,700
Meadows Traffic
Improvement Program
Fund (MTIP)
Meadows Traffic Improvements:

Bake / Toledo

2,122,900
Measure M2 Local
Fairshare
Street Resurfacing and Slurry Seal
Projects

3,668,947
Total $12,306,569
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ATTACHMENT 3
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2023 STRATEGIC PLAN UPDATE
Indicator Meaning
Initiatives Highlighted Initiatives that were part of the original 2021-2023 Strategic Plan Implementation Matrix but have been updated and/or in Tan redescribed.

Initiatives Highlighted
in Yellow Newly proposed initiatives.

Initiatives with
Strikethrough Text Initiatives that have been completed or are being removed for other reasons.

Two ** Asterisk
Inidication Initiative's direct relation to the results of the 2023 Community Satisfaction Survey 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.

Initiative # Initiative Title Initiative/Project Description Lead Department Budget Impact Fund Estimated Completion 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) (24T05)
- El Toro Rd & Portola Pkwy/Santa Margarita Pkwy (LFTM) (PW2019-03) - Bake Pkwy & Irvine Blvd/Trabuco Rd (LFTM) (PW2019-02) - Bake Pkwy & Jeronimo Rd (LFTM) (PW2020-04)
- Lake Forest Dr & Jeronimo Rd (LFTM) (24T06)
Lake Forest
Transportation
Mitigation Program
SP#1 Public Works $8,948,400 LFTM/NITM FY 2021-22 - FY 2025-26 - Lake Forest Dr & Rockfield Blvd (LFTM) (PW2025-03)
- Los Alisos & Rockfield (LFTM) (24T0Z)
- Lake Forest Dr. & I-5 - not within City-limits (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 TrafficSP#2 SP#3
Public Works
Public Works
$2,475,000
$5,025,000
FY 2022-23 - FY 2023-24Mitigation Program Improvement Funds- Bake Pkwy/Baffin Bay Intersection Improvements (PW2020-19) - Bake Pkwy/Toledo Way Intersection Improvements (PW2020-18) 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 (24T08) - Jeronimo Rd Widening at El Toro Rd (PW2019-08)
- El Toro Rd Raised Medians from Jeronimo Rd to Trabuco Rd (PW2020-07) Projects which increase mobility and implement new approaches to traffic circulation.New Traffic General
Fund/CDBG/M2/SB1SP#4 Circulation/Mobility
Projects
Public Works $1,235,000 FY 2021-22 - FY 2025-26- Protective Permissive Left Turn Project (24T02) - Increase Bike Lanes in Lake Forest
- Trabuco Rd Ascension Cemetery Left Turn Holding Pocket (24S03)

Item: 11
376

Utilize grants and other transportation funds to complete traffic signal synchronization projects that provide more efficient traffic flow.

Traffic Signal
Synchronization
- Alton Pkwy (PW2020-16)
- Lake Forest Dr (18T03)
Gas Tax, AQMD, and
GrantsSP#5 Public Works $525,000 FY 2021-22 - FY 2023-24 - Portola Pkwy (PW2020-15)
- Bake Pkwy and Rockfield Blvd (25T03)
- Irvine Blvd./Trabucco Rd (25T04)
Measure M2 Fair Share/
Gas Tax - RoadConstruct 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 2027-8-05A/B)(various projects to be changed upon CIP adoption) Maintain "Good"
Pavement Condition of
the City's Roads
MaintenanceSP#62
TBD
Public Works
Public Works
$28,000,000
$100,000
FY 2021-22 - FY 2027-28Rehabilitation Account /
Gas Tax / City Road
Infrastructure Fund
Study intersections throughout the City to consider operational improvements, such as dedicated turn lanes and other traffic flow improvements.Traffic Operational Improvement Study & CIP FY 2023-24
Improvement Project **"Traffic congestion" is the highest rated community concern in the 2023 Community Satisfaction Survey (pg. 6 & 32)**
Trail Connection from Nature Park to Meadows Development Trail System - preliminary studies and concept.Nature Park to
Meadows
Development Trail
Connection
TBD
TBD
**38% of residents would like to see more part amenities and additional trails was walking trails is a component of that category from 2023 Community Satisfaction Survey (pg. 6 & 32)**
Public Works
Public Works
$80,000 Park Development Fund FY 2024-25
FY 2024-25
-Trabuco Road/Ascension Cemetery Left Turn Holding Pocket Addition (24S03) -Trabuco Asphalt Trail Rehabilitation Project (24P16)
-Trabucco Road Resurfacing (24S01A)Trabuco Road
Improvements $1,950,000 CIP
**"Traffic congestion" is the highest rated community concern in the 2023 Community Satisfaction Survey (pg. 6 & 32)**
Procure private parking enforcement service to increase enforcement response and facilitate cleaner neighborhood streets and adjust staffing accordingly. City Manager/Police ServicesTBD Parking Enforcement $200,000
$225,000
General Fund
General Fund
FY 2023-24
FY 2023-24
**Parking issues remain a moderate to significant neighborhood concern for many residents in the 2023 Community Satisfaction Survey (pg. 48)** 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. (24S09)
Arterial Median
Improvement ProjectSP#63 Public Works
Public WorksPermit 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.

SP#6
SP#7
$10,000
$75,000
Gas Tax FY 2022-23
FY 2021-22General 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
DevelopmentSP#8 Mixed-Use Zoning $120,000 FY 2021-22

Item: 11
377

Procure consultant and conduct study related to current and projected demand for commercial and industrial uses.Commercial &
Industrial Property
Alignment Study
Community
DevelopmentTBD
TBD
$200,000
$50,000
General Fund
General Fund
FY 2023-24
FY 2023-24
**Residents are interested in attracting new businesses, but concerned about impacts growth can have in 2023 Community Satisfaction Survey (pg. 20) 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**Attracting new restaurants and stores is the most common specific suggestion residents provide when asked how the City can improve the community (pg. 5)**
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
DevelopmentSP#10 $94,000 FY 2021-22
FY 2023-24
Effectuate the City's AFFH Implementation Plan, which includes landlord, tenant, and developer education.Affirmatively
Furthering Fair
Housing
Community
DevelopmentTBD Staff Resources General Fund
General Fund
**Housing affordability and homelessness are key issues both businesses and residents cited in the 2023 Community Satisfaction Survey (pg. 5, 20-21)** Market affordable housing opportunities to the community.Affordable Housing Opportunities
Promotion
TBD Management Services Staff Resources FY 2023-24
FY 2021-22
**Housing affordability and homelessness are key issues both businesses and residents cited in the 2023 Community Satisfaction Survey (pg. 5, 20-21)** 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 all residents and businesses, establish edible food recovery program, conduct Waste & Commercial public outreach and education, adopt an organics diversion ordinance with Mandatory Food Public
Works/Management
Services
SP#11 $15,000 General Fund
Recycling enforceable mechanisms, and adopt procurement policy that includes the use of recycled organics materials.

Mountain View
Affordable Housing
Project
Develop public engagement plan related to the National CORE affordable housing development.

Management
Services/City ManagerSP#12
SP#13
$3,000 General Fund
General Fund
FY 2021-22
On-goingUpdate City ordinances, regulations, and programs to comply with State mandates in a manner that best reflects City values.

Community
DevelopmentHousing Mandates Staff Resources
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
AgreementTBD
TBD
Public Works
City Manager
Staff Resources General Fund
General Fund
FY 2023-24
FY 2023-24
**Most Lake Forest residents are aware of organics recycling requirements, but many cite barriers to compliance in 2023 Community Satisfaction Survey (pg. 49-57)**
Expand non-profit administered pilot program providing "bridge" housing vouchers to prevent homelessness.Pilot Gap Housing
Program $36,000
**Housing affordability and homelessness are key issues both businesses and residents cited in the 2023 Community Satisfaction Survey (pg. 5, 20-21)**

Item: 11
378

Procure multi-year government affairs contract to advocate for Lake Forest's interests at the State and Federal levels.

TBD Legislative Advocacy **Issues related to housing, homelessness, and infrastructure remain top concerns of Lake Forest residents and all have connections to State- and Federal-level policymaking. Issues are highlighted throughout 2023 Community Satisfaction Survey**
City Manager $60,000 General Fund FY 2024-25
Strategy (e) Maintain business attraction services to bring new retail stores and other businesses to the city.

Economic
DevelopmentSP#64 Retail Attraction Work with City consultant(s) to retain and enhance business attraction services. $20,000 General Fund SEIP
FY 2021-22
FY 2023-24
Reintroduce "Taste of Lake Forest" with financial support from the Strategic Economic Investment Program for Fall 2023 and 2024.Taste of Lake Forest

2.0 Economic
DevelopmentTBD $160,000
**Promoting/advertising local businesses was the most common suggestions provided by residents on how the City can improve business climate (pg. 20)** 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.Hotel Marketing
Campaign
Economic
DevelopmentTBD $250,000 SEIP FY 2023-24
**Promoting/advertising local businesses was the most common suggestions provided by residents on how the City can improve business climate (pg. 20)** Establish a brewery-focused grant or microloan program.

Brewery Attraction
Grant/Microloan
Economic
DevelopmentTBD
TBD
**Attracting new restaurants is the most common specific recommendation residents have for the City and some desire more nightlife options in 2023 Community Satisfaction Survey (pg. 19-20)**
$100,000 SEIP FY 2024-25
FY 2023-24
Develop and present plan to reformulate the City's SEIP Economic
DevelopmentSEIP 2.0 Staff Resources General Fund**Attracting new and promoting existing businesses remains a top resident suggestion for the City in the 2023 Community Satisfaction Survey (pg. 19-20)** 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
ActSP#65 Restaurant Recovery Staff Resources
Staff Resources
FY 2021-22 & FY 2022-23
FY 2021-22Open for Business
Campaign
Facilitate outdoor dining through local zoning and programs that support and promote open-air, take-out, and delivery options.

Economic
DevelopmentSP#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
Refresh
Create new street name sign design and replace street signs citywide, beginning in southwest Lake Forest.SP#14 Public Works TBD/$300k General Fund FY 2023-24 FY 2021-22
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

Item: 11
379

Alterations to landscaping, grade, and retaining wall structure in response to Neighborhood Improvement Program outreach.Cavanaugh Park Upgrade Project -
Phase 1
TBD Public Works $90,000
$75,000
General Fund
General Fund
FY 2023-24
FY 2023-24
**Maintaining parks is one of the top three concerns residents have related to the Public Works Department in the 2023 Community Satisfaction Survey (pg. 6 & 32)**
Noise Ordinance
Update
Develop and implement noise mitigation strategies to protect residents from excessive exposure to noise.

Community
DevelopmentSP#16
-El Toro Road Bus Shelter Renovations (24S04)
-Arterial Wall Enhancements in Southwest Lake Forest (24S06) -Ridge Route Median Improvement Projects (24S07)
-Cavanaugh Park Neighborhood Outreach Response Upgrades (25P08) -Audible Pedestrian Signals (25T01)Southwest Lake Forest Investment ProjectsTBD Public Works $730,000 General Fund/CIP/CDBG FY 2024-25 **Maintaining local roads, parks, and other infrastructure are top concerns for residents and businesses in 2023 Community Satisfaction Survey, along with improving the appearance of deteriorating areas (pg. 6-10, & 20)** Design and launch volunteer effort to provide landscaping and other basic maintenance services to low-income residents.Property Maintenance Volunteer Program
Community
DevelopmentTBD
TBD
$10,000
$95,000
General Fund
General Fund
FY 2024-25
FY 2023-24
**Nearly half of Lake Forest residents cite lack of building upkeep and landscaping issues as neighborhood issue (pg. 48)**
Transition from pilot to long-term program for neighborhood improvement activities. Procure multi-year outreach consulting contract and establish basic framework to be replicated.Neighborhood
Improvement Task
Force
Community
Development**Nearly 2/3 of residents cite significant neighborhood issues that should be improved by the City, such as parking, lack of property maintenance, homelessness, and overcrowding (pg. 10 & 48)**
Develop and implement new citywide community preservation program to assist residents in need who may be unable to address code violations, deteriorated property, and neglected maintenance.Community CommunityTBD $95,000 General Fund FY 2024-25 FY 2023-24
Preservation Program Development**Almost half of residents surveyed reported that lack of property maintenance, noise, parking, and graffiti are having a negative impact on their neighborhood (pg. 48)**
Strategy (b) Consistently invest in the City's park system.

Reactivate Arbor Mini Parks through new uses, perimeter fencing, and new landscaping. (PW2019-17)SP#17 Arbor Mini Parks Public Works $820,000 Park Development Fund Conduct public engagement campaigns for the redevelopment of Lake Forest Nature Park and Lake Forest Park and present conceptual plans for City Council consideration. (25P08)
Lake Forest Nature
Park & Lake Forest **Maintaining local roads, parks, and other infrastructure are top concerns for TBD Park Concept Design residents and businesses in 2023 Community Satisfaction Survey (pg. 6-10)** Management Services $40,000 $40,000
General Fund
General Fund
FY 2024-25
FY 2024-25
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. (25P03)
Etnie's Skate Park
Remodel Concept
Design
**Maintaining local roads, parks, and other infrastructure are top concerns for residents and businesses in 2023 Community Satisfaction Survey (pg. 6-10)** Management ServicesTBD

Item: 11
380

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

Neighborhood outreach to assess usership of bathrooms by adjacent neighborhood. (25P14)
Public
Works/Management
Services
Park Usability
Enhancements
**Maintaining local roads, parks, and other infrastructure are top concerns for residents and businesses in 2023 Community Satisfaction Survey (pg. 6-10)**TBD TBD
$150,000
$352,000
CIP
CIP
FY 2024-25
FY 2024-25
Perform renovations at sports fields at Heroes Park, including irrigation, baseball field improvements, and leveling. (25P10)
Heroes Park Sports
Field Renovations
**Maintaining local roads, parks, and other infrastructure are top concerns for residents and businesses in 2023 Community Satisfaction Survey (pg. 6-10)** Public Works Sports park lighting study to assess feasibility of lighting upgrades and potential cost savings.

Sports Park LED
Lighting Study
**Maintaining local roads, parks, and other infrastructure are top concerns for residents and businesses in 2023 Community Satisfaction Survey (pg. 6-10)**TBD Public Works Public Works
$40,000 General Fund FY 2024-25
Complete various significant maintenance or enhancement projects to retain the high-quality of the City's park facilities.

General
Fund/CDBG/Prop 68SP#18 Park Enhancements $2,220,000 FY 2021-22 - FY 2024-25- Playground Resurfacing Projects - Heroes Park Electrical Repairs and LED/Efficiency Upgrades (PW2023-08) - El Toro Lodge Pole Fencing Repairs (PW2021-09)
- Park Gazebo Repair & Replacement (PW2022-09)
- Replace synthetic fields installed in 2014 at the Lake Forest Sports Park (25P02)
Neighborhood Park
Renovations - Phase 3SP#19 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
Strategy (c) Evaluate future options for the City's infrastructure and utility resources.

Assess Efficiency
Updates to Lighting
Citywide
Community Choice
Aggregation
Community
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
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
$20,500 FY 2021-22
FY 2021-22
Engagement Project
Broadband Feasibility Procure consultant to conduct feasibility study related to a City-led broadband Study
American Rescue Plan
ActCity Manager $85,000 (est.)initiative.

Procure consultant to produce a study highlighting the impact that heavy freight traffic has on the City's roadway network.Heavyweight Vehicle Impact StudyTBD Public Works $50,000 General Fund FY 2023-24 **Maintaining local roads, parks, and other infrastructure are top concerns for residents and businesses in 2023 Community Satisfaction Survey (pg. 6-10)** 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.SP#22 Management Services
Management Services
TBD
TBD
General Fund
General Fund
FY 2021-22
FY 2021-22Identify emerging recreation, sports, and activities that interest the community, such as pickleball tournaments.SP#23

Item: 11
381

Foothill Ranch Park – 1 Hockey Rink Conversion to Box Lacrosse Management Services/Publics
Works
Foothill Ranch Sport
Rink ConversionTBD
TBD
$275,000
$30,000
CIP FY 2024-25
FY 2024-25
**Providing recreation opportunities to a wide range of users is an important issue for residents in 2023 Community & Business Satisfaction Survey (pg. 6)** Study existing court offerings and potentially repurpose existing tennis and other courts to pickleball. Management
Services/Public WorksPickleball Court Study Park Development Fund **Providing recreation opportunities to a wide range of users is an important issue for residents in 2023 Community & Business Satisfaction Survey (pg. 6)** Establish community-based focus groups to improve programming offerings to the public.

Community Focus
GroupsTBD
TBD
TBD
Management Services
Management Services
Management Services
$22,000
$30,000
$4,000
General Fund
Senior Mobility
General Fund
FY 2023-24
FY 2023-24
FY 2024-25
**Providing recreation opportunities to a wide range of users is an important issue for residents in 2023 Community & Business Satisfaction Survey (pg. 6 & 34)**
Expand marketing for Senior Mobility Program and add locations to increase participation.

Senior Mobility
Program Expansion **Residents think providing recreational opportunities to various resident demographics is important and are appreciate services for seniors in 2023 Community Satisfaction Survey (pg. 6 & 34)**
Expand special needs programming to include resource fair and Special Olympics.

Special Needs
Programming **A majority of residents surveyed for the 2023 Community Satisfaction Survey stated providing special needs programming from Community Services was very or extremely important (pg. 6 & 34)**
Golf Course &
Equestrian Center
Lease Extensions
Negotiate lease extensions at Lake Forest Golf & Practice Center (expires January 2025) and Equestrian Center (expires August 2026) to continue program offerings and maintain strong relationships with tenants.

Economic
DevelopmentTBD Staff Resources General Fund FY 2025-26
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 costs:
by Adding Two Deputy $800,000, on-going costs: $600,000.

Sheriffs
Expand the use of the City's Automatic License Plate Reader System Cameras Lake Forest Geofence by adding cameras at major arterial intersections or high traffic areas near city borders.

SP#24
SP#25
City Manager $800,000
$80,000
General Fund TBA
General
Fund/CDBG/Prop 68Police Services FY 2022-23
Complete implementation of Lake Forest geofence and procure mobile ALPR cameras.

TBD Lake Forest Geofence Police Services $125,000 General Fund FY 2023-24**Maintaining a low crime rate and investigating crimes are the most important issue related to Police Services for both residents and businesses in the 2023 Community Satisfaction Survey (pg. 6)**
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.
"Stay Safe Lake
Forest" CampaignSP#26 Management Services Staff Resources General Fund General Fund
FY 2021-22 & FY 2022-23
FY 2021-22
Strategy (b) Maintain public safety by engaging community members.

SP#27 Neighborhood Watch Increase participation and effectiveness of the neighborhood watch program. Police Services Staff Resources

Item: 11
382

Work in conjunction with OCSD to bolster/enhance OCSD's business watch program for Lake Forest.SP#28
SP#29
Business Watch Police Services Staff Resources
$3,000
General Fund
General Fund
FY 2021-22
FY 2021-22Revamp Lake Forest Launch an updated version of the Lake Forest Leadership Academy that Leadership Academy includes modules for neighborhood watch, business watch, and homelessness. Management Services Merge existing Neighborhood Watch program with an emergency management- focused program to increase neighborhood familiarity with emergency response Neighborhood-based and evacuation procedures. Fire watch on foothills.

Emergency City Manager/Police
ServicesTBD
TBD
$10,000 General Fund
General Fund
FY 2023-24
FY 2023-24
Management Team **Residents value the City's neighborhood watch efforts and remain interested in emergency preparedness in the 2023 Community Satisfaction Survey (pg. 39)**
Public awareness campaign regarding e-bike regulations and collaborate with local schools to enhance rider safety.E-Bike Public
Awareness & Safety
Campaign
City Manager/Police
Services Staff Resources**Improving public safety at/near parks and maintaining a low crime rate were important issues for residents in the 2023 Community Satisfaction Survey (pg. 6 & 37)**
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.

Establish AM radio station to communicate with residents during wildfires or other emergency events. Emphasis on emergency preparedness.

Community
DevelopmentSP#30
SP#31
$75,000
$3,000
General Fund
General Fund
2023-24
City AM 1690 Radio Management Services
Management Services
On-going
Comprehensive
Emergency
Management Plan
Procure consultant services to produce a new, comprehensive emergency management plan.

American Rescue Plan
ActSP#32 $250,000 FY 2021-22
Procure advanced emergency notification system to notify residents and stakeholders of emergency evacuations.EmergencyTBD Police Services $30,000 General Fund FY 2024-25Notification Strategy **Residents remain interested in emergency preparedness in the 2023 Community Satisfaction Survey (pg. 39)**
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
Communication
Explore the use of new technologies to communicate with residents and businesses to encourage two-way connectivity.SP#33 Management Services Staff Resources General Fund General Fund
FY 2021-22
FY 2021-22SP#34 New Website Launch new City website. Management Services Management Services
$65,000
$22,500
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
ToolsTBD General Fund FY 2024-25
**Most residents are satisfied with the City's communication efforts and increasingly rely on social media and electronic forms of communication (pg. 60- 76)**
Strategy (b) Maintain robust civic event calendar appealing to diverse community demographics. 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.SP#35 Management Services $154,000 General Fund FY 2021-22 Engage the community with a storytelling festival, author presentations for all ages, and reading contests.SP#36
SP#37
Literature and Culture Management Services
Management Services
$5,000
TBD
General Fund
General Fund
FY 2021-22
FY 2021-22Lake Forest Sports
Park Tournaments Increase number of tournaments from 11 to 24 annually.

Item: 11
383

Resident-Led
Emergency
Preparedness
Train graduates of CERT basic class to lead CERT program and launch Lake Forest amateur radio operators bi-monthly meeting.SP#38 TBD
Management Services
Management Services
$500 General Fund
General Fund
FY 2021-22
FY 2024-25
Expand holiday lighting display along El Toro Road corridor.

Expand Holiday
Lighting $50,000**Providing community events (and more of them) remains important to both residents and local businesses (pg. 6-7)**
Etnie's Skate Park of 20th anniversary celebration of the Etnie's Skatepark of Lake Forest.

Lake Forest 20thTBD
TBD
Management Services
Management Services
$20,000
$10,000
General Fund
General Fund
FY 2023-24
FY 2023-24
Anniversary
Celebration
**Providing community events (and more of them) remains important to both residents and local businesses (pg. 6-7)**
Produce the City's first Lunar New Year and Mid-Autumn Festival events - open to the community.Inaugural Lunar New
Year **Providing community events (and more of them) remains important to both residents and local businesses (pg. 6-7)**
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
EnhancementsSP#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 build upon the use of the City's Performing Arts Center.

Engage the community in the redistricting process based upon 2020 US Census.

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

Establish policy related to language translation services at public meetings and gatherings.

SP#40
SP#41
SP#42
TBD
Lake Forest TV Management Services
Management Services
City Clerk
$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
Performing Arts
Advisory Committee
Redistricting $70,000
Citywide Translation
Services
Translation Services
Policy
City Clerk $14,000
TBD City Clerk 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.SP#43 Commission Meetings
on LFTV
Management Services $3,900 General Fund FY 2021-22
Expand "Pop Up" City Transition from ad hoc "Pop Up City Hall" events to a regularly scheduled "PopSP#44 TBD
Management Services
City Clerk
TBD General Fund
General Fund
FY 2021-22
FY 2023-24
Hall Up City Hall" allowing for promotion via the Leaflet.

Passport Issuance
Program Relaunch passport service provided by the City Clerk's Office $1,000 CityYouth in Government Partner with SVUSD and student organizations to institute Youth in Government Day DayTBD 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.SP#45
SP#46
Management Services
Management Services
$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' Leadership' Academy - Leadership Academy with an increased focus on important issues and to Graduate Course maintain resident "goodwill ambassadors." Procure informal resident survey system to gather quick feedback on neighborhood issues.

TBD **Most residents are satisfied with the City's communication efforts and increasingly rely on social media and electronic forms of communication (pg. 60- 76)**
Informal Resident
Survey System Management Services $7,500 General Fund FY 2023-24 Initiative # Initiative Title Initiative/Project Description Lead Department Budget Impact Fund Estimated Completion Date

Item: 11
384

Priority Area 3. Technologically Current: Innovative technologies enhance organizational efficiency and help our community.

Strategy (a) Enhance efficiencies and services through technology.

Asset Inventory & The City will procure a consultant to conduct an inventory and conditionSP#47 SP#48
SP#49
TBD
Finance $300,000
$450,000
$100,000
$21,000
General Fund/ARPA
General Fund/ARPA
General Fund
FY 2022-23
FY 2022-23
FY 2022-23
FY 2023-24
Management System assessment of city owned assets in developing an Asset Management Plan.

Procure and implement a financial management system (ERP) to modernizeFinancial Management System financial practices and provide opportunities for resident self-service access to City services.

Procure a new document retention system to increase public access to City records.

Modernize payment system for City events and programming, credit card payments for special events, and provide electronic submission of event applications and insurance.

Finance
Document Imaging
and Storage System City Clerk
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
Use technology to enhance access to permitting, plan check, and building records for the public.

Information
Technology
Information
Technology
Community
Development
Community
Development
TBD
TBD
TBD
TBD
$65,000
$170,000
General Fund
General Fund
General Fund
General Fund
FY 2023-24
FY 2024-25
FY 2023-24
FY 2023-24
Building Services
Modernization Staff Resources
$60,000Configure and implement online permitting and plan check review for solar- related permits.Online Permitting
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 SP#51
City Manager/Finance Staff Resources General Fund
General Fund
FY 2023-24
General Fund Risk
Reserve Policy Update planning goals.

Update the City's risk-based reserves policy to reflect long-term strategic Finance Staff Resources 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.

Strategy (c) Analyze major programs to identify potential cost savings and manage future costs.

SP#52 Biennial Fee Study Finance $49,500 General Fund
General Fund
FY 2020-21 - FY 2024-25
FY 2021-22, On-goingImplement "1%
Review"
Annually review certain services that obligate at least 1% of General Fund budget.SP#53 City Manager Staff Resources
Study locations within the City where non-functional turf could be replaced with different drought tolerant landscaping, improving water conservation and efficiency.Non-Functional Turf
Removal StudyTBD Public Works $100,000 General Fund FY 2024-25 **Residents consistently rank maintaining public landscaping as a top issue for services provided by the Public Works Department (pg. 32)** Upgrade Community Procure a fold-away dance floor and decorations, moving lights, piano, andTBD TBD
TBD
Management Services
Finance
$60,000
$35,000
General Fund
General Fund
General Fund
FY 2024-25
FY 2024-25
FY 2024-25
Facility Amenities
Payroll Insourcing
Study &
Implementation
Evaluate Housing
spider box to accommodate more events that sustain facility rental revenue.

Produce analysis comparing in-house payroll processing costs vs outsourced arrangement and implement in-house system if financially justified.

Evaluate the potential dissolution of the Lake Forest Housing Authority to Finance Staff ResourcesAuthority Elimination reduce administrative costs.

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 accurately SP#54
SP#55
Update to Purchasing identify contract scope to match services needed. Improve procurement City Manager City Clerk
Staff Resources
TBD
General Fund
General Fund
FY 2021-22
FY 2024-25
Policies 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

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Implement New
Procurement System processes.

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

Implement new procurement system that accommodates the City's internalTBD Finance $30,765 General Fund FY 2023-24 Contract Staffing
Policy
Develop and implement policies that preserve the City's ability to effectively manage services provided by contract staff.SP#56
SP#57
TBD
Management Services Staff Resources
City Manager/
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 Staff ResourcesTelecommuting Policy classifications. Policy will include performance measurement framework. Management Services Enhanced Internal
Survey System
Procure enhance employee survey system to track the productivity and wellbeing of Lake Forest workforce. Management Services $6,200 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.

Lake Forest Employee Develop programs related to employee retention, including "stay" interviews,SP#58 Management Services $5,000 General Fund FY 2021-22Retention Program "ladder" promotion opportunities, and an employee satisfaction survey.

Join Team Lake
Forest
Market Lake Forest as a top notch employer, emphasizing modern facilities, innovate public sector compensation system, and succession planning.SP#59 SP#60
Management Services Staff Resources
Management Services Staff Resources
General Fund
General Fund
FY 2021-22
FY 2022-23Develop Lake Forest Human resources to develop a comprehensive succession plan that includes Succession Plan training, academy courses, job shadowing, etc.

Lake Forest Research Internal team of emerging leaders to research, develop, and recommend key & Development Team policy initiatives.TBD
TBD
TBD
City Manager $1,000
$5,000
General Fund
General Fund
General Fund
FY 2023-24
FY 2023-24
FY 2024-25
Modernize
Recruitment System
Advertise job opportunities on contemporary platforms and establish a remote interview process. Management Services
Implement employee growth program that includes formal stretch assignments, development tracking, and cross-departmental learning opportunities.Succession Planning Management Services 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 $30,000 (for full study)SP#61
TBD
and Compensation
Plan
study to (a) assess the staffing needs of the organization and (b) meet those staffing needs with competitive compensation plans.

Management Services 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 cost $900,000 and $700,000 annually thereafter. City Manager Staff Resources

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ATTACHMENT 4
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City of Lake Forest
2023 General Fund Reserve Risk Analysis
June 2023

INTRODUCTION
Prudent fiscal reserves are a mark of stability and a cornerstone of financial flexibility. The difficult question is: what constitutes a prudent fiscal reserve? The Government Finance Officers Association (“GFOA”) best practice recommends, at a minimum, that general-purpose governments, regardless of size, maintain an unrestricted budgetary fund balance in their general fund of no less than two months of regular general fund operating revenues or operating expenditures.

This means the City should never have less than $10,545,967 in General Fund reserves based on GFOA-recommended best practices.

In June 2021, the City Council adopted a Risk Based Reserve Policy. Prior to this policy, the former Reserve Policy directed funding be set aside based on a percentage of General Fund revenues. The former policy did not consider certain specific risk factors (i.e., disasters, unfunded liabilities, emerging issues, liquidity, and growth) that could affect the City. The Risk Based Reserve Policy takes into consideration eight risk factors that could impact the City’s ability to deliver services and assigns a specific dollar amount to each factor. This approach represents a more dynamic, transparent, and effective budgeting tool to help the City Council and staff determine the appropriate level of funding needed in reserve. Staff is to conduct a General Fund Reserve Risk Analysis every two years in tandem with the formulation of the Operating Budget.

The discussion below defines “Reserves” and provides explains their importance to managing the finances of a city.

WHAT ARE RESERVES?
The terms “reserves” and “fund balance” are often used interchangeably. Fund balance is an accounting term to describe the difference between a fund’s assets and liabilities. In general, when municipal leaders are discussing the need for reserves, it is in the context of “reserving" funds for future expenses. Reserve expenses are costs associated with repairs or replacements to existing assets or expenses associated with special circumstances. Like savings for a “rainy day” in a personal budget, reserves can also be used for unplanned expenses related to litigation, economic downturns, and emergencies/natural disasters. Many cities utilize unrestricted reserves to fund capital improvements, avoid debt service costs, and increase the ability to cash flow fund a project during construction. It is Item: 11
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2023 General Fund Reserve Risk Analysis
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essential to clearly define the intended use for the City’s established reserve balance which is the purpose for the risk factors discussed later in this analysis.

WHY DOES T HE CITY HAVE RESERVES?
Ideally, a city can maintain a stable set of public services throughout an entire economic lifecycle. Maintaining healthy reserve balances protects the City from economic uncertainties and mitigates risks. Prudent reserves provide the City with options for responding to recessions and other issues and/or emergencies without impacting funds budgeted for day-to-day operations. It is vital that the City take advantage of good economic times by setting aside for those “rainy days” which are bound to occur in the future.

WHY NOT JUST RAISE TAXES OR FEES IF T HE CITY NEEDS MORE MONEY? California voters have passed numerous measures that restrict the tax and fee raising authority of state and local governments. The most recent was Proposition 218, approved in 1996. Proposition 218 added restrictions to taxes, fees, and assessments, making it necessary to obtain voter approval to establish and/or raise many of them. Therefore, cities are best to plan to meet financial obligations utilizing the revenues available to it rather than depending upon voters to provide additional resources.

Table 1 below compares Lake Forest’s reserves to a subset of Orange County cities of similar size, operations, and demographics. Data for Table 1 was compiled from the Annual Comprehensive Financial Reports for Fiscal Year Ending June 30, 2022, for each city listed below.

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Table 1 - CITY COMPARISON
(IN MILLIONS)

CITY RESERVES

GENERAL
FUND

REVENUE

PERCENTAGE

OF RESERVES

TO REVENUE
Lake Forest $91.3 $60.0 152%
Rancho Santa
Margarita $27.4 $20.4 134%
Aliso Viejo $30.6 $24.3 126%
Yorba Linda $42.6 $41.6 102%
Laguna Niguel $46.7 $48.0 97%
SJC $35.1 $37.3 94%
Brea $38.7 $63.1 61%
Laguna Hills $13.8 $24.2 57%
Mission Viejo $39.3 $70.7 56%
Dana Point $21.1 $50.7 42%
San Clemente $30.3 $74.3 41%
Average $37.9 $46.8 88%

On June 15, 2021, the City Council adopted a Target Reserve Level of $52.3 million and a Minimum Reserve Level of $49.7 million (5% below the Target Reserve Level amount) based upon a risk analysis conducted by staff. Should the City Council vote to spend funds resulting in funding below the Minimum Reserve Level, staff would identify a plan to replace these funds over the next three to five fiscal years.

Table 2 below describes the City’s Discretionary Reserves as reflected in the Annual Comprehensive Financial Report for Fiscal Year Ended June 20, 2022 audited by CliftonLarsonAllen LLP. This table highlights $9.2 million of assigned General Fund Balance available as of the end of Fiscal Year 2021-2022 which is in addition to the funds identified as target reserve funds.

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Table 2 – Discretionary Reserves Summary
(IN MILLIONS)

Reserve Amount
per Policy
Available
Discretionary
Fund Balance
Percentage
of Policy
Percentage
of
General Fund
Revenues
Target Minimum
June 30, 2022 $52.3 $49.7 $91.3 174% 152%

RISK FACTORS IN DETERMINING PRUDENT RESERVES
GFOA best practices identify several risk factors that should be considered when calculating reserves. The size of reserves is determined primarily by the degree of risk associated with uncertainty, such as economic downturns, natural disasters, and other major events that could affect City finances. The risk factors used for this analysis are:

RISK FACTORS

OPERATING RISK FACTORS

1. Revenue Source Stability

2. Vulnerability to Extreme Events

3. Expenditure Volatility

4. Leverage

5. Liquidity

6. Other Fund Dependency

7. Growth

CAPITAL RISK FACTORS

8. Capital Projects – Infrastructure & Replacement
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2023 General Fund Reserve Risk Analysis
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OPERATING RISK FACTORS

DETERMINING THE RESERVE

Revenue stability is important for the City’s consistency and growth. If the City’s expenditures outgrow revenue sources, the City would not continue to operate at the same level of service. Property tax, sales tax, and transient occupancy tax revenues are the primary source of revenue for the City. There is more spending discretion over these revenues in comparison to federal grants, user fees, or other funds that must be used for a specific program or purpose. As such, fluctuations in these revenue sources will affect the City’s ability to budget for public services.

RISK FACTOR #1 – REVENUE SOURCE STABILITY

How stable is the tax base in the face of adverse economic conditions? Relative to other revenues, property tax is considered a stable source of revenue. Sales and transient occupancy taxes (i.e., hotel taxes), however, are considered less stable. An excellent example of this is the 2008 recession. Lake Forest did not return to its pre-recession sales tax base until 2016, or eight years after the Great Recession. However, the City benefits from its ability to accommodate and retain profitable businesses in a diverse set of industries. As a result, sales tax revenue is more likely to remain stable due to the fact that the City does not rely heavily on a subset of industries.

PROPERTY TAX:

Property tax revenue steadily decreased from 2010 to 2012. Revenue received during 2011 and 2012 still exceeded pre-recession revenue in 2007 by $0.24 million. The property tax revenue base only declined $0.68 million in total during and immediately after the recession began. In 2013, only four years after the recession, property taxes reached a new high of $14 million and have continued to grow ever since. Property taxes continued to grow even with the onset of the 2020 pandemic.

The City’s property taxes continue to increase due to the new homes being constructed. New home building is projected to continue in Lake Forest for the next two years but expected to decrease due to the completion of the new Item: 11
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2023 General Fund Reserve Risk Analysis
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residential communities. The City’s property tax revenue increased by $1.4 million over the previous fiscal year (FY 20-21). This was primarily due to new residential housing development and historically low mortgage rates. Over the past 10 years, median price of single-family residential homes has increased 60%, demonstrating the strength and stability of the City’s property tax base.

SALES TAX:

Sales tax is considered a cyclical tax in that it is often impacted by unemployment and other economic conditions. The City’s sales tax revenues declined $1.57 million in 2009 and 2010 due to the Great Recession. However, sales tax revenue increased in 2011 and continued to rise. In 2020, sales tax revenue decreased to $15.75 million due to the COVID-19 pandemic, but quickly rebounded to $17.20 million the following year.

The City receives 1% of the sales tax from purchases at our local retail businesses, receiving one cent of every dollar of taxable sales occurring in Lake Forest. The City’s sales tax base is highly diversified, protecting the City from sudden revenue losses from a downturn in any one industry sector.

Due to the pandemic, the shift to online shopping which began several years ago has accelerated faster than the State can determine a “modern” methodology to allocate online sales tax. While sales taxes from online sales are remitted to a countywide pool, the City receives only a proportionate share based on a methodology that does not include point of delivery. The good news is the implementation of the Wayfair decision, which allows states to charge tax on purchases made from out-of-state sellers (even those without a physical presence in state), has resulted in an increase in sales taxes allocated to the countywide pool which, in turn, is allocated to the City.

TRANSIENT OCCUPANCY TAXES:

Transient occupancy taxes (“TOT”), also referred to as hotel taxes, have continued to grow as new hotels are built in Lake Forest. There is now a total of 14 hotels in the city. Between 2013 and 2019, TOT increased by 38% to $3.88 million. During 2020-2021, TOT revenue decreased by 28% due to the emergence of the coronavirus (COVID-19). In 2022, TOT increased by 86% to a new high of $5.2 million.

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Table 3 - 14-YEAR PROGRESSIVE REVENUE SOURCE TABLE

2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022 Property Tax 13.20 12.87 12.52 12.52 14.01 14.56 14.98 15.56 16.65 17.65 19.75 20.70 22.30 23.70 Dollar Change 0.18 (0.33) (0.35) 0.00 1.49 0.55 0.42 0.58 1.09 1.00 2.10 0.95 1.60 1.40 Percentage
Change

1.38% -2.50% -2.72% 0.00% 11.90% 3.93% 2.88% 3.87% 7.01% 6.01% 11.90% 4.80% 7.73% 6.28%

Sales Tax 12.48 10.91 12.63 13.05 13.06 13.33 13.81 15.43 15.64 16.05 17.10 15.75 17.20 19.00 Dollar Change (2.73) (1.57) 1.72 0.42 0.01 0.27 0.48 1.62 0.21 0.41 1.05 (1.35) 1.45 1.80 Percentage
Change
-17.95% -12.58% 15.77% 3.33% 0.08% 2.07% 3.60% 11.73% 1.36% 2.62% 6.50% -7.90% 9.21% 10.47%

Transient
Occupancy
Tax

2.23 1.94 2.44 2.67 2.82 3.14 3.41 3.58 3.78 3.81 3.88 2.90 2.80 5.20 Dollar Change (0.58) (0.29) 0.50 0.23 0.15 0.32 0.27 0.17 0.20 0.03 0.06 (1.00) (0.10) 2.40 Percentage
Change
-20.64% -13.00% 25.77% 9.43% 5.62% 11.35% 8.60% 4.99% 5.59% 0.79% 1.71% -25.77% -3.45% 85.71%

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New hotels are drawn to Lake Forest to serve non-leisure travel. In other words, these hotels are serving the business community and tend to be booked on weekdays. Because these hotels are not related to tourism, this revenue is vulnerable to downturns in the economy along with the shift to virtual meetings.

TAX REVENUE DIVERSITY:

A secondary vulnerability to the City’s revenue sources is lack of revenue diversity. Lake Forest is heavily dependent upon three tax revenues: property taxes, sales taxes, and TOT. For example, cities with limited public parking, such as beach cities and cities with vibrant commercial districts, receive large amounts of revenue from parking meters, parking structures and parking citations. Utility users taxes and business license taxes are also common General Fund revenue resources. Lake Forest does not collect any of these taxes.

Cities with a less diversified base of General Fund revenue will require a greater amount in reserves to weather a downturn in just one revenue area. For FY 2022-23, the City is projected to receive $60.8 million in General Fund revenue.

Of this amount, $50.6 million is from taxes with the balance of $3 million from license and permits, user fees, fines and forfeitures and other miscellaneous sources. Of the $50.6 million tax revenue, $23.7 million is from property taxes, $18.75 million is from sales taxes, and $4.5 million is from transient occupancy taxes. The balance is generated by other taxes such as real property and franchise fees tax. As mentioned earlier, the City cannot increase taxes without voter approval because of Proposition 218. This limits the City’s ability to increase taxes should funding shortfalls occur. In short, the City has a narrow base of General Fund tax revenues.

Over the course of the Great Recession, the City lost $17.20 million of sales tax revenues, $0.97 million of property tax revenues, and $.29 million in TOT revenues. In total, the City lost almost $20.52 million in resources from the beginning of the recession through 2016.

Over the course the Covid-19 Pandemic the City lost $1.35 million of sales tax revenues, had growth of $0.95 million of property tax revenues, and a loss of $2.06 million in TOT revenues. In total, the City lost almost $2.46 million until a full recovery was seen.

Risk Factor #1 Revenue Source Stability Reserve
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2023 General Fund Reserve Risk Analysis
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Amount
How stable is the tax base in the face of adverse economic conditions?
$9,600,000

RISK FACTOR #2 – VULNERABILITY TO EXTREME EVENTS
As it pertains to this risk factor, extreme events are defined as extreme government funding take backs. In other words, the potential for funds that local jurisdictions receive from the state to be withheld.

2a: Is any City revenue source at risk due to State or Federal political action?

Cities have paid a heavy price over the years when the State faced on-going fiscal challenges. Tax shifts, borrowing and other taking of certain funds allocated to local governments began in the 1990’s with the Educational Revenue Augmentation Fund (“ERAF”) I and II shift, followed by a number of other actions. To this day, the original ERAF shifts remain in place.

Governor Brown initiated and carried out the dissolution of redevelopment, which redirected funds from local governments to school districts. In January 2019, Governor Newsom threatened to withhold Senate Bill 1 Gas Tax revenue to cities not seeking to increase affordable housing. While Senate Bill 1 funding does not flow through the General Fund, any taking of these funds will compromise the City’s ability to continue to maintain City streets in a “good” pavement condition.

In 2020, Governor Newsom tied the use of CARES Act funds, of which the City received $1,045,000, to compliance with California Department of Public Health guidance and Blueprint for a Safer Economy.

Risk Factor #2b Is the City susceptible to disaster? What is the level of insurance?
Risk Factor #2a Vulnerability To Extreme Events - Political Reserve Amount
Is any City revenue source at risk due to State or Federal political action?
$1,000,000
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The City’s Southern California location is susceptible to earthquakes and wildfires. Incorporated in 1991, the City has never suffered severely from a natural disaster. However, the City is not immune to such a circumstance and has previously experienced losses from winter storm damage. During the winter storms in 2019, the City incurred costs of approximately $500,000. Wildfires in past years have occurred along city borders. In 2020, the Orange County Sheriff issued mandatory evacuations in Lake Forest due to the Silverado fire and Bond fire. Fortunately, the City did not experience any injuries or property damage due to these fires. However, fire season starts sooner and lasts longer than in the past.

The City procures insurance through the California Joint Powers Insurance Authority (“CJPIA”). The City’s deductible is negligible for any non-earthquake or flood related loss at any City facility. The City also has earthquake and flood insurance on most City facilities. Earthquake claims have a minimum $100,000 deductible; however, the deductible could reach as high as 5% of the value of property, which could exceed $700,000 on some of the City’s facilities. Risk of damage from flood or earthquake is considered low and existing insurance coverage is considered robust; however, it would be prudent to set aside an amount approximately equal to the City’s deductible for one instance of damage to a City facility in the event of an earthquake.

Another type of disaster could be in the form of a cybersecurity incident. A cybersecurity attack can result in identity theft, extortion attempts, or loss of data.

The City services and operations rely heavily on the availability, functionality, and security of technology system and data. Successful cyber-attacks against City technologies and data would have a serious impact on the City’s ability to deliver services.

While the City takes cyber security seriously and utilizes a variety of robust tools to prevent cybersecurity incidents, a successful cybersecurity attack is possible.

It would be prudent to set aside an amount approximately equal to the City’s deductible for one instance of damage due to cyber criminal activity.

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2023 General Fund Reserve Risk Analysis
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Risk Factor #2b Vulnerability to Extreme Events - Disaster Reserve Amount
Is the City susceptible to natural disaster?
What is the level of insurance?

Wildfire Damage $500,000
Storm Damage 500,000
Earthquake 700,000
Cyber Security 250,000
$1,950,000

$1,950,000

Risk Factor #2c Are there current City services and/or emerging issues that are prone to legal challenges?
Cities spend millions annually responding to lawsuits involving injuries on public property, environmental issues, and a range of other legal challenges. It is difficult to predict when and if the City may be involved in litigation and the costs involved. The GFOA recommends that municipalities have a category in their reserves for cost spikes from legal challenges. Due to the unpredictability of litigation, it is prudent to set aside funds for this purpose.

Risk Factor #2c Vulnerability to Extreme Events - Legal Reserve Amount
Are there current City services and/or emerging issues that are prone to legal challenge?
$1,000,000

Risk Factor #2 Vulnerability To Extreme Events - Total Total Reserve
Amount
Are there events related to state or federal action, natural disaster, contract obligations, and issues prone to legal challenge?
$3,950,000

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RISK FACTOR #3 – EXPENDITURE VOLATILITY

What future contractual obligations does the City have that dictate required expenditure levels?

This analysis excludes unfunded liabilities and debt service, which are considered under Risk Factor #4. This risk factor refers to potential spikes in expenditures, usually arising from a special, non-recurring circumstance. These expenses have generally been related to the City paying its proportionate share of a regional system. For example, the City paid $611,228 for its share of the new Orange County Animal Care Center in 2017. Another example is the City’s share of the 800 MHz II radio system in the amount of $569,821. Each time, the City used cash for its portion of the expense and avoided paying interest. There are no expenditures identified at this time that would be considered special and non-recurring. However, a reserve for unknown special and non-reoccurring expenses is prudent.

Other factors affecting expenditure volatility include sustaining the cost of maintaining the current service levels. In the last budget cycle, a trend of contracts increasing beyond typical CPI levels raised concerns about funding levels progressing at a pace more rapidly than current revenues. Prevailing wage laws can have a significant impact on contract costs. These laws require contractors and subcontractors to pay their workers a predetermined wage rate, typically based on the average wages in a particular region or industry. This, in turn, may result in higher contract prices for public projects, and maintenance as contractors’ factor in the higher wages they are required to pay. Consequently, prevailing wage laws can have a direct impact on the budget.

Risk Factor #3 Expenditure Volatility Reserve
Amount
What future contractual obligations does the City have that dictate required expenditure levels?
$4,000,000

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2023 General Fund Reserve Risk Analysis
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Risk Factor #4 – Leverage

Financial leverage is defined as the use of borrowed funds to purchase assets with the expectation that the return from the transaction will exceed the borrowing cost. A highly leveraged organization has less flexibility. Examples of leverage include long-term debt, pension, and other post-employment healthcare benefit obligations. Reserves are a critical source of financial flexibility, so higher leverage may call for higher reserves. The City has no structured debt obligations, so the City’s reserve strategy does not need to account for reduced financial flexibility from debt.

Risk Factor #4a Does the City have debt?
The City has no general fund bonded debt as compared to other Orange County cities shown in Table 4. This table illustrates two commonly used measures of indebtedness. The first, debt per capita, measures the burden placed on citizens by municipal indebtedness. The second measure is debt service (principal and interest payments) as a percent of city non-capital expenditures. This measures the pressure placed on the budget by debt payments. Like a household budget, flexibility in spending is limited by debt payments. Lake Forest proudly sits at zero debt, well below both the average of the debt per capita measure and percent of expenditures measure among the comparative agencies.

Table 4 – City Debt Comparison
(in Millions)

Lake
Forest
Laguna
Hills
San Juan
Capistrano
Brea

Mission
Viejo
with Mall
Bonds
Aliso
Viejo
Debt 0.0 1.3 24.8 42.9 45.4 12.02
Population 86,775 30,750 34,798 46,872 92,515 50,782
Debt per
Capita 0.0 $53 $474 $991 $490 $237
Debt Service
as % of
Expenditures

0.0 7.96% 5.14% 0.70% 4.52% 2.44%

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Risk Factor #4a Leverage - Debt Reserve
Amount
Does the City have debt? $0

Risk Factor #4b Does The City Have Any Pension Unfunded Accrued Liabilities (UAL)?

The City participates in the California Public Employees Retirement System (CalPERS). As of June 30, 2021, the pension plan funded status for classic CalPERS employees is 106.7% funded, while the pension plan funded status for PEPRA employees is 105.7% funded. New unfunded liabilities can emerge in future years due to assumption or method changes, changes in plan provisions, and actuarial experience different than assumed.

The unfunded liability
fluctuates based on the gains or losses of CalPERS investments and is anticipated to return to the funded status of prior years’ high ninety percentile.

Due to current assumptions, there are no unfunded liability payments in Fiscal Year 2023-24. Approximately 45% of Lake Forest employees are classic CalPERS members. Given the uncertainty around pension issues, it is difficult to say when increases would occur or how much they might be, especially when the pension board makes changes to pension assumptions that negatively impact the pensions funded status. Accordingly, it would be prudent to set aside reserves to help make a more gradual adjustment to any potential large increase in contribution rates. See Table 5 for a list of unfunded actuarial liabilities (“UAL”) in neighboring cities.

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Table 5 – Unfunded Pension Accrued Liabilities
Comparison to Neighboring Cities

City Normal Costs
(FY 22-23)
UAL Payment
(FY 22-23)
PERS Projected
Covered Payroll
(FY 22-23)
Total
Percentage
of Payroll
Unfunded
Liability Balance
(FY 22-23)
Average Balance
of Unfunded
UAAL
Outstanding
(End of FY 20/21)
Aliso Viejo 250,489 101,859 2,661,726 13% 347,790 -1% Brea 3,613,979 12,075,583 28,421,350 55% 107,518,973 22% Dana Point 596,978 577,579 6,135,478 19% 3,927,826 4% Laguna Niguel 604,845 823,686 6,711,612 21% 6,337,275 4% Laguna Hills 310,761 405,469 3,391,700 21% 2,706,650 4% Lake Forest 625,415 100,875 6,365,381 11% (2,966,596) -6% Mission Viejo 1,388,240 2,161,927 12,484,176 28% 11,377,815 12% Rancho Santa
Margarita 245,253 166,415 2,644,150 16% 1,073,815 3% San Clemente 1,619,269 2,773,043 16,998,513 26% 16,370,929 8% Yorba Linda 1,245,375 2,034,470 11,499,309 29% 15,046,865 19% Average Amounts 1,050,060 2,122,091 9,731,340 24% 16,174,134 7%

Risk Factor #4b Leverage – Pension Unfunded Liabilities Reserve Amount
Does the City have unfunded accrued liabilities (UAL)? $3,000,000

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Risk Factor #4c Does The City Have Any Additional Unfunded Accrued Liabilities?

The City also provides healthcare post-employment benefit. See Table 6 for a list of unfunded other post-employment benefits (“OPEB”) in neighboring cities.

Table 6 – Unfunded Other Post-Employment Benefits Accrued Liabilities Comparison to Neighboring Cities

City Accrued Liability
(A)
Fund Assets
(B)
Plan Net
Unfunded
Liability
Percentage
Of Total
Aliso Viejo

544,976

-

544,976 0%
Brea

30,255,880

-

29,180,581 0%
Costa Mesa

62,882,272

3,061,154

66,254,495 5%
Dana Point

1,397,265

-

1,666,850 0%
Laguna Niguel

1,746,412

1,047,847

698,565 60%
Lake Forest

1,155,283

620,230

535,053 54%
Mission Viejo

10,527,599

12,664,140

(2,136,541) 120%
Rancho Santa Margarita

999,672

-

999,672 0%
San Clemente

4,321,810

1,443,015

2,878,795 33%
Yorba Linda

17,030,082

1,633,785

15,396,297 10%
Average Amounts

13,086,125

2,047,017

11,601,874 28%

Risk Factor #4c Leverage – Additional Unfunded Liabilities Reserve Amount
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City of Lake Forest
2023 General Fund Reserve Risk Analysis
June 2023

Does the City have additional unfunded accrued liabilities (UAL)?
$1,250,000

Risk Factor #4 Leverage Total
Reserve
Amount
Does the City have any debt or Unfunded Liabilities? $4,250,000

Risk Factor #5 – Liquidity
What are the cash flow needs of the City?
Cities have consistent, year-round expenses, yet major revenues are received periodically. Some amount of fund balance reserves is needed to avoid cash flow problems caused by an uneven stream of revenue. As reported earlier, property tax revenue is the City’s largest revenue source. The majority of property tax revenue is received in December, January, April, and May each fiscal year. This means that cash outflow could exceed cash inflow for eight months out of the fiscal year. If there were insufficient reserves, the City would have to borrow funds to cover the cash needed for the first half of the fiscal year.

Halfway through the fiscal year, which is December 31st, it would be expected that 50% of expenditures and revenues have been spent and received.

However, typically 35% of revenues have been received, while 50% of expenditures have been spent.

Based on this analysis, by December 31st, the City generates an $8 million differential between revenues and expenditures before beginning to receive sufficient revenue resources to adequately offset monthly disbursements. Over the City’s history, the amount of negative cash flow has fluctuated annually.

Therefore, a conservative reserve is necessary to ensure the City’s “bills” are paid on a timely basis and avoids the need to engage in short-term borrowing for cash flow purposes.

Risk Factor #5 Liquidity Reserve
Amount
What are the cash flow needs of the City? $8,000,000

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City of Lake Forest
2023 General Fund Reserve Risk Analysis
June 2023

Risk Factor #6 – Other Fund Dependency
What other funds have a significant dependence on the General Fund? Risk Factor #6a – Other Fund Short Term Borrowing
Two City funds that have dependency on the General Fund by way of annual subsidies for timing of cash flow purposes: Community Development Block Grant (“CDBG”) and Measure M2. These amounts can fluctuate from year to year.

The City is a regular recipient of grant and developer fee funding, specifically for capital improvement program (“CIP”) projects. A common characteristic of grant and developer fee funding is that most awarding agencies expect that project expenditures be incurred before requests for reimbursement are submitted to the granting agency. Essentially, most grants are on a reimbursement basis.

Provided grant regulations are followed, the City will be repaid for these expenditures. However, there is a timing difference in which the General Fund will advance funding for these projects.

Looking historically at the last five fiscal years, funds for CDBG projects, Measure M2, and other miscellaneous grants have “borrowed” General Fund resources for project expenditures.

A reserve for fund dependence will ensure the City does not lose an opportunity for grant funding due to the timing of a reimbursement.

Risk Factor #6a Other Fund Dependency Short Term Borrowing Reserve Amount
What other funds have a significant dependence on the
General Fund?
$1,000,000

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City of Lake Forest
2023 General Fund Reserve Risk Analysis
June 2023

Risk Factor #6b – Other Fund Annual Subsidy
The City pays for the majority of contract street maintenance services with State Gas Tax HUTA resources. Contract street maintenance services include day-to- day street maintenance repair work and biennial citywide street striping. The cost of the current service level for bi-annual striping cannot be maintained by the Gas Tax HUTA resources at this time. Historically, contractual street maintenance services remained within budget despite recent declines in State Gas Tax HUTA revenue. However, historical trends show this is not viable in future years.

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.

Over the next seven-year financial forecast range, if the City choses to maintain the current service level, a $4.3 million subsidy will be needed for funding as shown in Table 7. This graphic utilizes the last ten fiscal years of actuals and projected budget to form a trend of expected funding and expenditures.

Table 7 – Anticipated Gas Tax Shortfall

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City of Lake Forest
2023 General Fund Reserve Risk Analysis
June 2023

Based on this analysis it would be prudent to reserve this level of funding for future uses in order to maintain service levels.

Risk Factor #6b Other Fund Dependency Annual Subsidy Reserve Amount
What other funds have a significant dependence on the
General Fund?
$4,300,000

Risk Factor #6 Other Fund Dependency Reserve
Amount
What other funds have a significant dependence on the
General Fund?
$5,300,000

Risk Factor #7 – Growth

0.00 0.50

1.00 1.50

2.00 2.50

3.00 3.50

4.00 4.50
Gas Tax Revenue/Expenditure Comparison
Revenue Expenditure
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City of Lake Forest
2023 General Fund Reserve Risk Analysis
June 2023

What new program areas will be required in the future and how will the City pay for these?

The City has a significant contract with the Orange County Sheriff’s Department (OCSD) that provides the City limited flexibility as to the scope and costs. In recent years, new OCSD programs, along with increasing pension costs, have resulted in sharp increases in contract costs. Program costs previously added to the City’s OCSD contract include the Lake Forest sub-station, the Field Training Bureau (“FTB”), and body-worn cameras. OCSD contract information for previous fiscal years are summarized in Table 8.

Table 8 – OCSD Contract by Fiscal Year

Fiscal Year Contract
Amount
Increase
from Prior
Year
Percentage
Increase
Percentage
of General
Fund
2014-15 $13,336,803 - - 35.08%
2015-16 14,210,900 874,097 6.55% 35.41%
2016-17 14,869,720 658,820 4.64% 34.70%
2017-18 16,134,298 1,264,578 8.50% 34.85%
2018-19 17,062,663 928,365 5.75% 36.00%
2019-20 17,659,961 597,238 3.5% 35.68%
2020-21 18,348,264 335,384 3.9% 39.46%
2021-22 19,003,498 655,234 3.6% 37.10%
2022-23 19,707,131 703,633 3.7% 37.44%
2023-24* 20,890,858 1,183,454 6.0% 35.00%
*As of preparation of analysis, the contract amount is proposed.

At the time of this analysis, the estimate from OCSD for the FY 2023-24 fiscal year is $20.9 million, a 6% increase over the 2022-23 contract. Contract costs are also influenced by the current collective bargaining agreement between the Orange County Board of Supervisors and Deputy Sheriffs.

The OCSD contract is a recurring annual contract and should not normally be addressed through reserves. However, it is prudent to set aside funds for use during an economic crisis because: (1) the City cannot significantly modify the terms of the law enforcement contract; (2) the City cannot quickly raise additional revenues and, (3) the City cannot control mid-contract increases. This reserve Item: 11
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City of Lake Forest
2023 General Fund Reserve Risk Analysis
June 2023

should be able to fund two years of contract fluctuations in order to maintain a high level of service at an additional $1.0 million per year.

Risk Factor #7 Growth Reserve
Amount
What new program areas will be required in the future and how will the City pay for these?

$2,000,000

CAPITAL RISK FACTORS

Risk Factor #8 – Capital Projects – Infrastructure & Replacement Does the City have any infrastructure and capital asset replacement needs?

The term capital assets is used to describe assets that are used in operations and have initial useful lives extending beyond a single reporting period. Capital assets include facilities, infrastructure, equipment, and networks that enable the delivery of municipal services. The performance and continued use of these capital assets is essential to the health, safety, economic development, and quality of life of a community.

In some agencies, budgetary pressures can impede capital program expenditures or investments for maintenance and replacement. This is especially true for local governments that do not prepare a multi-year capital plan or properly consider the impact of capital projects on the operating budget. This lack of investment makes it increasingly difficult to sustain the asset in a condition necessary to provide expected service levels. Ultimately, deferring essential maintenance or asset replacement could reduce the organization’s ability to provide services and could threaten public health, safety, and overall quality of life. In addition, as the physical condition of the asset declines, deferring maintenance and/or replacement could increase long-term costs and liabilities.

A target reserve percentage for infrastructure replacement is 5%. There is the option to set up an annual noncash depreciation expense where actual cash is moved from the general fund account to an assigned reserve account for infrastructure replacement. Applying this option to the City would result in the need to allocate $6.7 million annually, which is a funding level not currently feasible. Table 9 below is a summary of depreciating assets.

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City of Lake Forest
2023 General Fund Reserve Risk Analysis
June 2023

The City has $142.5 million in depreciable non-infrastructure capital assets. Of this amount, $100.4 are categorized as buildings and improvements, $37.5 improvements other than buildings, and $4.6 million categorized as machinery and equipment. The City’s capital assets now reflect the Lake Forest Civic Center which opened in December 2019.

Table 9 – SUMMARY OF COMBINED INFRASTRUCTURE ASSETS/CAPITAL

ASSET REPLACEMENT

The City’s 2023-2030 Capital Improvement Plan includes the use of $6.5 million of general fund resources. The planned capital spending can be met on a pay- as-you-go basis with the operating surplus’ anticipated during the seven-year financial forecast. As a result, no reserve for capital is necessary during the seven-year financial forecast period to meet the capital needs as currently planned. In order to refine the amount identified to set aside for capital asset replacement, the City is in the process of developing an asset management plan.

The asset management plan will be a transformative and accurate tool the City Summary of Assets
Infrastructure
Building and
Improvements
Improvements
other than
Building
Machinery
and
Equipment Total
Capital Assets
Being
Depreciated

265,060,622 100,421,374

37,453,286

4,550,741

407,486,023
Accumulated
Depreciation

150,007,332 10,367,541

9,551,939

4,427,114

174,353,926
Net Book Value

115,053,290 90,053,833

27,901,347

123,627

233,132,097
Depreciation
Expense

6,728,993 3,937,228

1,350,367

96,080

12,112,668
Annual
Deprecation
percentage 2.54% 3.92% 3.61% 2.11% 2.97%
Target Reserve
Percentage 5% 10% 10% 10% -
Target Reserve $ 13,253,031 $ 10,042,137 $ 3,745,329 $ 455,074 $27,495,571 Item: 11
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City of Lake Forest
2023 General Fund Reserve Risk Analysis
June 2023

can use to financially plan for the continued maintenance of all City assets. By considering the City’s maintenance and replacement needs in advance, it allows the City to determine an annual amount capital asset replacement.

During the current development of this plan, it is prudent to reserve funding for these future needs.

Risk Factor # 8 Capital Projects – Infrastructure &
Replacement
Reserve
Amount
Does the City have any infrastructure and capital asset replacement needs?
$27,500,000

SUMMARY OF RESERVE LEVELS PER RISK FACTOR

Eight risk factors have been analyzed to ascertain what constitutes a prudent reserve level for the City of Lake Forest. Table 10 demonstrates the results of each analysis. Risk factor 5 – Liquidity has not been used in calculating the target reserve level. For liquidity, the resources needed overlap with the other risk factors. As long as there is at least $8.0 million in reserves as a result of all the other factors combined, this same $8.0 million could be used to satisfy cash flow needs.

Table 10 – RESERVE LEVELS PER RISK FACTOR

1 Revenue Source Stability $9.60
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2023 General Fund Reserve Risk Analysis
June 2023

2a Vulnerability to Extreme Events - Political 1.00
2b Vulnerability to Extreme Events - Disaster 1.95
2c Vulnerability to Extreme Events – Legal 1.00
3 Expenditure Volatility 4.00
4a Leverage-Debt Service 0.00
4b Leverage- Pension Unfunded Liabilities 3.00
4c Leverage – Other Unfunded Liabilities 1.25
6a Other Fund Dependency – Short Term 1.00
6b Other Fund Dependency – Annual 4.30
7 Growth 2.00
8 Capital Projects -Infrastructure &
Replacement

27.5 Total $56.6
% Based on Projected 2023-24 Revenue 89.4%

Optional Factors Not Used in Calculation
5 Liquidity 8.00

Therefore, the Target Reserve Level is set at $56.6 million with a Minimum Reserve Level set at $53.77 million (5% below the Target Reserve amount).

CONCLUSION
The City’s Risk Reserve Policy is a component of the City’s Financial Management and Budgetary Policy which establishes financial parameters to guide the development of the budget. The desired policy outcome is that the long-term implications of financial decisions are fully understood and considered in the decision-making process. Accordingly, the General Fund Risk Reserve Analysis provides a funding plan that analyzes the risks that influence the level of reserves the City needs to protect the organization against uncertainty and loss.

Lessons learned by municipalities after the Great Recession, coupled with California municipal revenue raising restrictions, emphasize the importance of establishing reserves. More recently, the COVID-19 pandemic demonstrated how reserves are used to reduce the budgetary impacts of economic downturns and continue the delivery of basic services during an unforeseen emergency.

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ATTACHMENT 5
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Projected Available
Fund Revenues Fund
Balances Budgeted less Balances
July 1, 2023 Revenues Expenditures CIP Plan Total Transfer In Transfer Out Expenditures June 30, 2024 General Fund
General Fund 83,931,541$ 63,275,800$ 59,594,104$ 2,517,200$ 62,111,304$ -$ 95,000$ 1,164,496$ 85,001,037$ Assigned
Infrastructure Reserve Fund 4,689,908 - - - - - - - 4,689,908 Neighborhood Park Improvement Reserve Fund 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$ 95,000$ 609,496$ 99,444,436$ 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 2,364,857 2,459,229 - 2,459,229 95,000 - (94,372) 305,628 Gas Tax Road Maintenance and Rehabilitation Account Fund (RMRA SB1) 842,350 2,142,695 - 1,011,053 1,011,053 - - 1,131,642 1,973,992 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) 258,406 Measure M2 Senior Mobility 184,556 104,000 104,000 - 104,000 - - - 184,556 Suppl. Law Enforcement Services 216,502 125,000 152,000 - 152,000 - - (27,000) 189,502 Franchise Agreement - Recycling 5,217 50,000 50,000 - 50,000 - - - 5,217 Organics Waste Recycling 85,899 - 85,899 - 85,899 - - (85,899) - Beverage Recycling 21,183 21,000 21,000 - 21,000 - - - 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 4,941,590$ 8,424,524$ 4,304,257$ 4,818,669$ 9,122,926$ 95,000$ -$ (698,402)$ 4,243,188$ Total Operating Budget 103,871,530$ 71,700,324$ 64,138,361$ 7,650,869$ 71,789,230$ 95,000$ 95,000$ (88,906)$ 103,687,624$ Capital Project Funds:

City Facilities Fees 40,460,930$ 3,900,000$ -$ -$ -$ -$ -$ 3,900,000$ 44,360,930$ Park Development 944,243 23,100 - - - - - 23,100 967,343 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 162,775,913$ 76,912,074$ 64,218,361$ 12,306,569$ 76,524,930$ 95,000$ 95,000$ 387,144$ 163,068,057$ Fiscal Year 2023-24 Fund Balance Summary
Budgeted Expenditures
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ATTACHMENT 6
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Projected Available
Fund Revenues Fund
Balances Budgeted less Balances
July 1, 2024 Revenues Expenditures CIP Plan Total Transfer In Transfer Out Expenditures June 30, 2025 General Fund
General Fund 85,001,037$ 65,339,600$ 60,781,871$ 2,130,000$ 62,911,871$ -$ 520,000$ 2,427,729$ 86,908,766$ Assigned
Infrastructure Reserve Fund 4,689,908 - - 280,820 280,820 - - (280,820) 4,409,088 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: 99,444,436$ 65,339,600$ 60,781,871$ 3,360,820$ 64,142,691$ -$ 520,000$ 1,196,909$ 100,121,345$ 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) 400,628 2,364,857 2,882,764 - 2,882,764 520,000 - (517,907) 402,721 Gas Tax Road Maintenance and Rehabilitation Account Fund (RMRA SB1) 1,973,992 2,142,695 - 4,116,500 4,116,500 - - (1,973,805) 187 South Coast Air Quality Management District Fund (SCAQMD) 93,322 112,700 - 45,000 45,000 - - 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 - 50,000 - - - 5,217 Organics Waste Recycling - - - - - - - - - Beverage Recycling 21,183 21,000 21,000 - 21,000 - - - 21,183 Certified Access Specialist (CASp) 26,312 5,000 5,000 - 5,000 - - - 26,312 Permanent Local Housing Allocation Program - - - - - - - - - Community Development Block Grant Fund (CDBG) - 562,115 382,115 180,000 562,115 - - - - Special Revenue Subtotal 4,338,188$ 7,608,204$ 3,702,979$ 6,304,180$ 10,007,159$ 520,000$ -$ (2,398,955)$ 2,459,233$ Total Operating Budget 103,782,624$ 72,947,804$ 64,484,850$ 9,665,000$ 74,149,850$ 520,000$ 520,000$ (1,202,046)$ 102,580,578$ 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 - 80,000 - - 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 163,163,057$ 78,159,554$ 64,564,850$ 9,665,000$ 74,229,850$ 520,000$ 520,000$ 3,929,704$ 167,092,761$ Fiscal Year 2024-25 Fund Balance Summary
Budgeted Expenditures
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ATTACHMENT 7
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CITY OF LAKE FOREST

June 20, 2023

Honorable Mayor and Members of the City Council:

To provide context and insight into the City’s development of the 2023-2030 Capital Improvement Plan and how projects are prioritized, staff has prepared the following:

In the broadest context, staff reviews the City’s updated Strategic Plan for projects and programs that were previously recommended by the City Council. In general, the Strategic Plan consists of the latest version of the Resident and Business Survey, input from joint commission workshops, city council workshops which utilize Strength, Weakness, Opportunity, and Threat (“SWOT”) analysis and opportunity rankings, staff’s review and analysis, and other community inputs. This effort produces a list of projects for consideration in the Capital Improvement Plan. After creation of this global list the projects are further analyzed based on each project’s needs, potential impacts if deferred, traffic model analysis, available staffing resources required, project’s programmed year, amongst other inputs. Then the projects are analyzed by proposed funding sources to optimize the available funding. The most restrictive funds are programmed first, followed by the next most restrictive funds, until all projects left for consideration would be funded by the general fund. Staff makes a “draft” recommendation to City Council at a budget workshop and receives comments. Those comments are incorporated into the “final” recommendation and brought to City Council for approval.

The CIP Budget includes projects that reflect the City's commitment to providing highly desired facilities, while maintaining and improving existing infrastructure and assets. The CIP Budget includes eighteen traffic and street related projects. These projects are designed to improve safety, traffic flow, median and parkway landscaping, and maintain the roadway network. Other projects include crosswalk safety enhancements, signal synchronization projects with neighboring cities, street asphalt resurfacing, and parkway turf removals. Also included in the CIP are projects to enhance the City’s facilities, including renovations at the Sports Park and Etnies skate park as well as park renovation projects at Cavanaugh, Lake Forest, Nature Park, Peachwood, and Vintage and synthetic turf replacement and restroom renovations at other parks.

www.lakeforestca.gov
Lake Forest City Hall
100 Civic Center Drive
Lake Forest, CA 92630
(949) 461-3400
Fax: (949) 461-3511

Mayor
Doug Cirbo
Mayor Pro Tem
Mark Tettemer
Council Members
Robert Pequeño
Scott Voigts
Benjamin Yu
City Manager
Debra DeBruhl Rose
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Although the City Council approves a seven-year Capital Improvement Plan, only the first the first two years are funded. The seven-year Capital Improvement Plan will routinely be revised and updated to maintain a revolving seven-year program. Therefore, at the completion of the two years staff will revisit the prioritization process to allow for adjustments whether those are for new project needs, funding availability, or others.

The CIP Budget represents a new investment of approximately $21.9 million over the next two years. Due to strategic and conservative funding of capital improvements projects, the City of Lake Forest continues to maintain and improve its infrastructure, adding to the high quality of life enjoyed by our residents and businesses.

Sincerely,

Debra Rose
City Manager

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Fiscal Year of Funding
Category Description FY 2023-24 FY 2024-25
Environmental Aliso Creek Drainage Repairs -$ 30,000$ Parks Lake Forest Sports Park Renovations 20,000$ 280,000$ Parks Lake Forest Sports Park Existing Synthetic Field Replacement -$ 1,100,000$ Parks Etnies Skate Park Improvement Project -$ 100,000$ Parks Foothill Ranch Box Lacrosse Installation Project 100,000$ 175,000$ Parks Pickleball Analysis and Court Installation Project 120,000$ 135,000$ Parks Neighborhood Park Renovations - Nature Park and Lake Forest Park -$ 60,000$ Parks Neighborhood Park Renovations - Vintage Park 30,000$ 170,000$ Parks Neighborhood Park Renovations - Cavanaugh Park -$ 50,000$ Parks Neighborhood Park Renovations - Peachwood Park 50,000$ 180,000$ Parks Heroes Park Sports Field Renovations 215,000$ 110,000$ Parks Baker Ranch Park Turf Replacement 112,200$ -$ Parks Barker Ranch Dog Park Synthetic Turf Replacement 220,000$ -$ Parks Park Shelter Rehabilitation Project - Rimgate Park 150,000$ -$ Parks Citywide Park Restroom Painting and Renovations Project -$ 150,000$ Parks Sports Park Parking Lot Slurry Seal 150,000$ -$ Parks Trabuco Asphalt Trail Rehabilitation Project 300,000$ -$ Streets Street Resurfacing and Slurry Seal Projects 4,680,000$ 6,360,000$ Streets Street Resurfacing and Slurry Seal Projects -$ 280,820$ Streets CDBG - ADA Ramps Phase 15-17 138,669$ -$ Streets Trabuco Road Ascension Cemetery left-turn holding pocket 350,000$ -$ Streets El Toro Road Bus Shelter Renovations 125,000$ -$ Streets Non Functional Turf Removal Study and Replacement 30,000$ 70,000$ Streets Arterial Wall Enhancements in Southwest Lake Forest 25,000$ 100,000$ Streets Ridge Route Median Improvement Projects 210,000$ -$ Streets Bridge Inspection Repairs -$ -$ Streets Arterial Median Improvement Project 200,000$
Traffic Audible Pedestrian Signals -$ 180,000$ Traffic Protective Permissive Left Turn Project 425,000$ -$ Traffic Bake Parkway and Rockfield Traffic Signal Synchronization Program -$ 370,000$ Traffic Irvine Blvd-Trabuco Road Traffic Signal Synchronization Program -$ 45,000$ Traffic Southbound Rancho Parkway Widening at Lake Forest 224,000$ Traffic Widening of Southbound Jeronimo at Lake Forest Drive 116,100$ Traffic Widening of Westbound Los Alisos to Add a Dedicated Right-turn Lane at Rockfield Blvd.
667,700$
Traffic Second left-turn Lanes in All Directions at the Intersection of Los Alisos and Muirlands
1,525,000$
Traffic Meadows Traffic Improvements: Bake / Toledo 2,122,900$ TOTAL 12,306,569 3,585,820
2023-2025 Capital Project Plan - Expenditures

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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$
Infrastructure Reserve Fund -$ 280,820$ Neighborhood Park Improvement Reserve Fund 315,000$ 950,000$ Gas Tax Fund (HUTA) -$ -$
Gas Tax Road Maintenance and Rehabilitation Account Fund (RMRA SB1) 1,011,053$ 4,116,500$ Measure M2 Local Fairshare 3,668,947$ 1,962,680$ South Coast Air Quality Management District Fund (SCAQMD) -$ 45,000$ Community Development Block Grant Fund (CDBG) 138,669$ 180,000$ Park Development Capital Projects Fund -$ -$ Opportunity Study Area Capital Projects Fund -$ -$ Lake Forest Traffic Mitigation Fund (LFTM) 1,007,800$ -$ Foothill Circulation Phasing Plan Capital Projects Fund (FCPP) 1,525,000$ -$ M2 CTFP Competitive Grant Funds -$ -$ Meadows Traffic Improvement Program Fund (MTIP) 2,122,900$ -$ Park Development Fund - (Prop 68 Grant Funding) -$ -$ Lake Forest Traffic Mitigation Fund (NITM Reimbursement Irvine) -$ -$ Unfunded -$ -$
TOTAL 12,306,569$ 9,665,000$
2023-2025 Capital Project Plan - Funding Sources

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

Lake Forest Traffic Mitigation Fund (LFTM)
T08 24T08 Traffic Second left-turn Lanes in All Directions at the Intersection of Los Alisos and Muirlands
Foothill Circulation Phasing Plan Capital Projects Fund (FCPP)
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 2025-2030 Proposed Capital Project Plan - Expenditures
Fiscal Year of Funding

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FY 2025-26 FY 2026-27 FY 2027-28 FY 2028-29 FY 2029-30
Funding Needs:

Capital Project Expenditures 7,085,000$ 4,380,000$ 4,375,000$ 4,200,000$ 4,200,000$ Funding Sources:

General Fund 1,010,000$ 200,000$ 200,000$ 200,000$ 200,000$ Infrastructure Reserve Fund -$ -$ -$ -$ -$ Neighborhood Park Improvement Reserve Fund 1,900,000$ -$ -$ -$ -$ Gas Tax Fund (HUTA) -$ -$ -$ -$ -$ Gas Tax Road Maintenance and Rehabilitation Account Fund (RMRA SB1) 2,100,000$ 2,100,000$ 2,100,000$ 2,100,000$ 2,100,000$ Measure M2 Local Fairshare 1,900,000$ 1,900,000$ 1,900,000$ 1,900,000$ 1,900,000$ South Coast Air Quality Management District Fund (SCAQMD) -$ -$ -$ -$ -$ Community Development Block Grant Fund (CDBG) 175,000$ 180,000$ 175,000$ -$ -$ 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 -$ -$ -$ -$ -$ TOTAL 7,085,000$ 4,380,000$ 4,375,000$ 4,200,000$ 4,200,000$ 2025-2030 Proposed Capital Project Plan - Funding Sources Fiscal Year of Funding

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ATTACHMENT 8
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2023-2030 Master Financial Plan
Introduction
The City of Lake Forest understands the need and impact that a long-range forecasting model such as a Master Financial Plan (“MFP”) can provide, and so is incorporating the document as part of the biennial budget process. The budget is a resource allocation document and serves as the nancial plan for the City, providing policy direction in the areas of desired service levels and funding priorities.

Per the Financial Management and Budgetary Policy (“Policy”), the City shall maintain a long-range scal perspective, and shall develop and adopt an Operating Budget with a sharp focus on the long-term nancial solvency and compliance with the Policy.

The MFP along with the development of a two-year Operating Budget, a seven-year Capital Improvement Plan, and a seven-year Financial Forecast are prepared and analyzed to ensure the City’s nancial integrity and strong nancial condition. More specically, the MFP will be used to project General Fund revenue, expenditures, transfers and capital outlay for the upcoming two-year budget cycle and an additional ve years out. The MFP allows for a deeper analysis of how past and current spending decisions will aect future operating costs.

This MFP was prepared as part of the 2023-2025 Operating Budget process and focuses on General Fund revenue and expenditures for 2023-2025 plus an additional ve years of projections, out to Fiscal Year 2029-30.

The MFP is not only used to help develop a balanced budget, but it also provides essential information on projected General Fund reserves and allows for analysis of the amount of resources available to fund equipment replacement as well as asset rehabilitation and repair. The long-range nature of the MFP also allows sta to be more proactive in budget planning, using the seven years of projections to plan for anticipated shifts in revenues or expenditures. This forecast sets the stage for nancial planning, but it does not represent formally adopted revenues and expenditures. It provides context for considering the City’s ability to continue current services, maintain existing assets and/or fund new initiatives.

The Value of a Longer Look

The two-year budget document focuses on the upcoming two-year scal period in detail. It is comprehensive and presents information for all City departments and all City funds on a program basis and at an expenditure category level. Programmatic accomplishments and goals as well as nancial results and estimates to accomplish the goals are presented.

The MFP on the other hand takes a longer look, both in retrospect and prospectively. The longer look back provides greater context and helps to substantiate the estimates and projections going forward. The longer planning horizon going forward better illustrates the impact of current decisions and assumptions on future nancial positions. For example, the impact of seemingly small dierences in current growth rates will magnify over time and their impact will be seen more clearly in a plan with a longer horizon than that of a two-year budget.

Methodology

Lake Forest’s nancial forecasting method is based on assessments made by local economists of the local, regional, and national economies. These assessments and assumptions set the baseline for projecting the rates of change of Lake Forest’s revenues and expenditures.

The MFP projects revenues, expenditures, and reserves in the General Fund, which nances the bulk of the City’s major operations. The period of the revenue forecast and expenditure plan includes the two years of the 2023-25 budget, and then ve additional years through FY 2029-30. Each major individual area of revenue and expenditure is accompanied by ve years of historical data to provide context for the forecasts and related discussions.

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Economic Context and Assumptions

Many of the revenue and expenditure forecasts in the plan are driven by key assumptions about ination rates and projected changes to the City’s population. Given the timing of the 2023-2030 MFP update, and its use in developing the 2023-2025 budget, the Chapman University Economic Forecast for 2023 held on December 13, 2022 and consultation with HdL Coren & Cone (HdL) was utilized as the primary basis for the revenue and expenditure projections contained herein.

The basic tenants of that forecast, along with additional research conducted by the Finance sta were utilized for the development of this Master Financial Plan. According to the State of California Department of Finance CPI for the region is anticipated to increase by 4.6% annually. In addition to using projections form these forecasts, the City uses information and projections from the California Department of Tax and Fee Administration, and the Orange County Transportation Authority to develop the projections included in the City’s Seven-Year Financial forecast and the development of this MFP.

Other assumptions in this forecast are based on historical trends of revenues and expenditures, and/or information from other agencies or consulting groups, including the County of Orange (property values), the Public Employees Retirement System (retirement rates), HdL Companies (sales and property tax data), and other applicable sources.

The following discussion includes projections for several categories of revenues and operating expenditures. The projection for each category includes a discussion of assumptions based on trends in consumption of City services, expected changes in CPI, and other relevant factors that are unique to each category of revenue or expenditure.

General Fund Revenues

General Fund revenues are comprised of various individual revenue sources, the most signicant being property tax and sales tax, which comprise about 70% of all General Fund revenue. The City has been fortunate to have a very strong revenue base.

The seven-year forecast – which includes the 2023-25 adopted budget – presents a conservative growth projection for general fund revenues. The General Fund revenue forecast is at the center of the City’s long-range nancial planning eorts and forms the foundation for the two-year budget and MFP. The average rate of change for the prior ve-year period is 5.26%. The 2023- 2025 budget project revenues to grow an average of 3.69% when compared to the FY 2022-23 amended budget. For the ve years of the MFP beyond the two-year budget cycle (FY 2025-26 to FY 2029-30), average annual revenue growth is projected to be approximately 2.60%. Overall, the revenue forecast is positive with total General Fund revenue projected to grow an average of 2.91% over the seven-year forecasting period (FY 2023-24 to FY 2029-30).

Within total General Fund revenues, the seven most signicant revenue sources to watch are: (1) property tax revenue; (2) sales tax revenue; (3) transient occupancy tax; (4) investment earnings; (5) franchise fees; (6) licenses and permits; and, (7) charges for services. These revenue streams will be discussed in greater detail in the following sections.

Taxes

As with most cities, the City’s dominant sources of revenue fall into the broader category of taxes. The following projections for tax revenues show steady annual growth as a result of a strong revenue base, continued growth in property values, and the City’s ability to accommodate and retain protable businesses from a diverse set of industries.

Property Tax Revenue

Property tax revenue accounts for $23.7 million or 39% of total General Fund revenues in FY 2022-23, representing the City’s largest single revenue source. The strength of the City’s underlying property tax base has been a prime factor in the City’s nancial stability over the years. Over the past 10 years, Property values in Orange County have steadily increased resulting in a similar increase of property tax revenue for the City. The City’s total assessed value of property (secured and unsecured) is approximately $18.50 billion (as recorded by the Orange County Assessor and updated for FY 2022-23). The assessed value of taxable property represents an increase in assessed value of 6.50% over the prior scal year, and an average percent change of

5.94% over the last ve scal years.

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Property tax revenue is estimated to increase 6% in FY 2023-24 over the amended FY 2022-23 budget and increase 6% in FY 2024-25. The City of Lake Forest property tax revenue has an average annual growth rate of 5.96% between FY 2018-19 and FY 2023-24. Property tax revenue was relatively unaected by the COVID-19 pandemic. This was primarily due to new residential housing development and historically low mortgage rates. The Lake Forest median single family residential sale price increased by 17.47% in 2021 and increased again by 23.62% in 2022, demonstrating the strength and stability of the City’s property tax base. The forecast reects the anticipated growth in assessed valuation during this period. The 2023-25 MFP forecasts General Fund property tax revenue to increase at a steady rate of 4% annually beginning FY 2026-2027.

Sales Tax Revenue

Sales tax is the second largest revenue source for the City of Lake Forest. Sales tax revenue represents approximately 30% of total General Fund revenue. Sales tax revenue includes the sales tax generated by all retail and other sales tax producers in the city, such as service stations, auto dealers, and grocery stores.

In FY 2019-20 there was a decline in sales tax revenue compared to FY 2018-19. This was due to a decrease in receipt of sales taxes related to COVID-19 pandemic. Since sales tax is considered a cyclical tax, it is impacted by economic conditions such as unemployment, consumer spending, and consumer condence. When federal, state, and local governments instituted restrictions, stay-at-home orders, limitations on public gatherings, and closures of non-essential businesses caused sales tax revenue to be impacted by an increase in unemployment and decrease in consumer condence and spending. These economic drivers impacted receipt of sales tax and caused sales tax revenue to decrease 8.9% over the previous scal year. By the end of FY 2021, one year after the start of the COVID-19 pandemic, sales tax revenue recovered to pre covid levels. Taxable sales categories such as restaurants, building materials, and auto dealers and supplies have contributed to the recovery and growth of sales tax revenue for the City. The forecast for sales tax reects a recovery from the COVID-19 pandemic in FY 2021-22. A growth of 4% is projected in FY 2023-24 and an average 2.45% growth in FY 2024-25 through FY 2029-30.

It should be noted that sales taxes are usually generated on a “situs” basis (city or area where the sale takes place). There are a variety of retail transactions that are allocated on a “pool” basis because the CDTFA believes that it would be too dicult to do otherwise due to the online nature of the sales. A portion of the City’s sales tax revenue comes from the pool. Allocations from the pool are made in proportion to a city’s share of county pool. From 2012 through 2022 sales tax derived from brick and mortar business has grown 24.0%. During the same period, sales tax derived from online sales has grown at a rate of 551.2%.

The City benets from its ability to accommodate and retain protable businesses in a diverse set of industries. As a result, sales tax revenue is more likely to remain stable due to the fact that the City does not rely heavily on a subset of industries. Sales tax revenue is projected to remain stable through FY 2029-30.

Transient Occupancy Tax Revenue

Transient Occupancy Tax (TOT) revenue accounts for $4.5 million or 7.4% of General Fund revenues in FY 2022-23 representing the City’s third largest revenue source. The City is home to 14 hotels, all of which pay the TOT on a monthly basis. TOT revenues are contingent upon the occupancy levels of these 14 hotels. During the pandemic there was a short-lived complete drop in revenue that very quickly returned to regular levels throughout the economic recovery from the pandemic. TOT levels have remained consistent since. TOT is estimated to remain stable with an average increase of 2.42% through FY 2029-30.

Franchise Fees

Franchise fee revenue represents approximately 4.6% of General Fund Revenues and is projected to increase by 2.5% in FY 2024- 25 and an average of 2.2% annually through FY 2029-30. Franchise fees are imposed by the City on gas, electric, cable television, and refuse collection companies for the privileged uses of the City rights-of-way. Franchise fee revenue is depended on the private consumption of these services and the rates assessed for each company. Revenues may increase overtime due to population and fee increases, however growth can be oset by decline in consumption of cable services. In recent years, consumers have been canceling cable subscriptions and opting for the use of streaming services.

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Licenses and Permits

The majority of Licenses and Permits revenue is comprised of building, plumbing, mechanical, electrical and encroachment permits. It should be noted that much of the sta work associated with development activity is contracted out to a private rm and the rm is compensated on a percentage-of-revenue basis. Accordingly, changes – whether positive or negative – in development-related revenue included in this forecast will be primarily reected in changes to the Community Development Department’s expenditures, since 52% of the revenues are paid to contract sta and inspectors.

This revenue source has averaged about $3.9 million annually between FY 2017-18 and FY 2021-2022, ranging between 5-10% of total General Fund revenue over this ve-year period. Revenues uctuate with the amount of building construction projects in the city. Building, plumbing, mechanical, and electrical permit activity did not decline during the pandemic. During the pandemic, there was a surge in home improvement. Prior to and following the pandemic, the City was in a period of continued residential development which is anticipated to decrease as new neighborhood projects are expected to be completed by FY 2026-27. It’s projected that building activity will slow down in the 2023-2025 budget cycle. Licenses and permits revenue is projected to grow 3% annually thereafter.

User Fees and Charges for Services

User fees and charges for services is primarily comprised of recreation fees and plan check fees. Parks, recreation, and facility use fee revenues are projected to increase steadily as fees are increased to account for changes to CPI. The City’s mechanism for adjusting these fees include upcoming and future User Fee Studies and updates or the Master Fee Schedule. Revenues in this category are expected to grow 3% annually for FY 2023-24 through FY 2029-30 in alignment with the projected CPI increase.

Although the City has experienced a previous period of growth in this category due to new housing developments in the City, demand for some services in this category such as plan check fees is expected to decrease as large-scape residential development declines. Additionally, developer contributions are also expected to decrease and cease entirely as the City completes and transitions out of its contribution agreements with developers. Historically, through these agreements, the City would assess and charge fees to developers to oset the cost of providing services, building and maintaining infrastructure for the City’s growing population as a result of building new neighborhoods.

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Investment Earnings

Investment earnings include revenue obtained from money invested by the City. Interest rates have increased signicantly following the recovery from the COVID-19 pandemic. Interest rates have since begun to stabilize and are expected to continue to do so. Sta will continue to keep an eye on the direction of the Federal Reserve Board and any rate adjustments. Beginning in FY 2022-23, the City initiated an active investment management strategy in which it hired an investment management rm to actively manage its investment portfolio. This action along with the currently favorable economic conditions may yield higher investment earnings than the City’s previous passive investment management practices. Current projections include a scally prudent estimate of projected revenue in this category.

Operating Budget Expenditures

Sta has developed a seven-year expenditure plan that can assist the City with successfully navigating the economic climate that may lie ahead. The MFP compares ongoing expenditures versus revenue and identies revenue that is one-time in nature or of a limited duration. This metric is useful to prevent reliance on one-time or short-term revenue to balance the budget.

Per the Financial Management and Budgetary Policy, City expenditures are carefully controlled every year of the plan within available resources. The goal of the City’s long range nancial planning is to pay for capital projects and large, one-time expenditures from existing sources (savings or reserve funds) and not be dependent on borrowing or new or one-time revenues.

Per the adopted seven-year expenditure plan, the City has identied strategic priorities and issues as well as recurring ongoing expenses that the City shall continue to address over the projected seven-year period.

The following graph shows the components of the operating budget including the top three expenditure categories: (1) Contractual Services; (2) the Law Enforcement Contract; and, (3) Wages and Personnel Services. The largest single component continues to be Contractual Services, representing about 74% of the total General Fund operating budget expenditures in the 2023-25 two-year budget cycle. Contractual Services include professional and maintenance contractual services, software agreements, insurance, utilities, etc. required to conduct normal business operations. Given the degree to which Lake Forest relies on contract services, this high percentage is to be expected. Personnel costs account for 20% of total operating budget expenditures in 2023-25.

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Law Enforcement Contract

Public safety is given priority and continues to be the program area receiving the greatest portion of General Fund Resources over the next seven years. The General Fund portion of the Sheri’s contract for FY 2023-24 is $20.6 million, which represents approximately 35% of total adopted General Fund operating budget. The average annual growth rate of 5% for police services contract costs from FY 2017-19 to FY 2022-24 for the most part represents the impact of labor contract renewals and the resulting higher costs for salaries and benets. In FY 2023-24 an 8% increase of salaries and benets was estimated, while in FY2024-25 a 6% increase of salaries and benets was estimated. A 4% Increase is estimated in FY 2025-26. From FY 2026-27 through FY 2029-30, it’s projected that the police services contract will grow at the rate of 4%.

Contractual Services

Contractual services is a broad expenditure category that includes all technical, professional, and miscellaneous services conducted by external contractors and consultants. The two largest sub categories of these are property services for infrastructure maintenance services programs and professional technical services for engineering, inspection, and other highly technical functions. It is anticipated that contractual services expenditures will grow in line with CPI at an average rate of 4% in FY 2025-26 through FY 2029-30.

The largest program area of spending within Contractual Services is Infrastructure Maintenance Services. Infrastructure maintenance services programs, which include the parks, medians and parkways, trees, street, landscape, and facilities, total $11.5 million in FY 2023-24, and represent 20% of General Fund operating expenditures. Due to increasing materials costs, minimum wage and prevailing wage rates, it is anticipated that expenditures in this program will continue to grow.

In eorts to consistently track and evaluate spending on infrastructure maintenance costs, the City initiated the development of an Asset Management Program which took inventory of all city assets – including facilities, parks, roadways, streets, and sidewalks – and assessed their current status and useful life. The purpose of this eort is to prepare the City to deploy a plan that would prioritize the maintenance of assets based on their impact on safety, frequency of use, and overall impact on City- provided services and amenities. In addition, an asset inventory that can be regularly monitored and updated would enhance sta’s ability to address minor repairs prior to them becoming more costly and immediate issues for the City. The outcome of this project is that the City would have a better methodology and tools for assessing future infrastructure maintenance costs.

Furthermore, sta could better plan for those costs and additional discretionary spending by using the asset cost data and projections to develop future maintenance services plans and capital improvement projects.

Personnel Costs

For most cities, personnel costs comprise the largest part of their operating budgets. For “contract cities,” which rely signicantly on contracts with private entities or other public agencies to provide municipal services, personnel costs make up a much smaller portion of the budget. Because personnel costs are often very dicult to control, contract cities are generally better positioned to respond to economic slowdowns than their “full-service” counterparts.

Personnel costs are driven by the number of authorized positions as well as the cost per position. The latter has increased over time due to the need to maintain a competitive compensation level for attracting and retaining employees, coupled with increasing benet and retirement costs. Current assumptions place the projected increase in wages and retirement benets at 5% annually from FY 2025-26 through FY 2029-30. Non-wage personnel services costs are projected increase 4% annually from FY 2025-26 through FY 2029-30.

Forecast and Projections for Revenue and Expenditures

The 2023-2030 Financial Forecast maintains a balanced operating budget for the upcoming ve scal years beyond the current budget cycle. Over the projection period, the accumulated projected operating surplus is approximately $16.8 million. The resulting surplus provides for resources to utilize towards one-time operating projects, capital replacement needs, and maintaining a funded Target Reserve level in accordance with the Risk Analysis.

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The complete 2023-2030 Financial Forecast is incorporated in the 2023-2025 Operating Budget Book as a Supplemental Document. The line Graph below shows the General Fund Seven-Year Financial Forecast and illustrates the trend identied in the forecast and described above.

General Fund Reserve Discussion

The Financial Management and Budgetary Policy requires a Risk Analysis be performed biennially in coordination with the development of the operating budget. The Risk Analysis identies a recommended reserve level for each risk factor that could impact the City’s ability to maintain a consistent level of service during the seven-year nancial projection period. Maintaining reserve funds protects the City against uncertainty and loss. Each one of nine risk factors is taken into account when setting the target level of reserves. One of the reasons for developing and regularly updating the MFP is to have an analytic tool that assists management in making decisions aimed at maintaining reserves at City Council established levels.

The June 2023 General Fund Reserve Risk Analysis established a Target Reserve Level at $56.60 million with a Minimum Reserve Level set at $53.77 million (5% below the Target Reserve amount). The eight risk factors required by the Policy have been analyzed to ascertain what constitutes a prudent reserve level as follows (amounts are presented in millions of dollars):

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Closing and Observations

As with any forecast, many of the projections are outdated the moment they are printed. While the MFP update does not deem itself perfect, it is useful in plotting out future budget decisions based on a “big picture” view of the City’s projected revenue and expenditures. The dynamic nature of this MFP allows management to make near-term and long-term decisions and immediately see their projected impact on expenditures, revenues, and ultimately fund balances.

Whether it is increasing equipment replacement or facility repairs, shifting funds from one program area to another, or contemplating changes to stang levels, this MFP can forecast the ripple eects on the bottom line. Keeping the City Council Target Reserve Level amount in sight is much easier when a useful analytic tool such as this MFP is available. Long-term planning enables the City Council to address issues that arise and, as the COVID-19 emergency has demonstrated, provides a foundation required to respond to unprecedented and unexpected crises.

Sta will continue to work diligently to monitor ongoing revenue and expenditures and make whatever budgetary changes are necessary in order to maintain a balanced budget while keeping General Fund reserves at or above the City Council determined target level.

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Actual Actual Actual Actual Amended Budget Budget Projection Projection Projection Projection Projection FY 2018-19 FY 2019-20 FY 2020-21 FY 2021-22 FY 2022-23 FY 2023-24 FY 2024-25 FY 2025-26 FY 2026-27 FY 2027-28 FY 2028-29 FY 2029-30 REVENUES:

Taxes:

Property Taxes 19,497,283 20,715,375 21,245,269 22,428,077 23,714,000 24,937,000 26,392,300 27,934,900 29,025,000 30,158,800 31,337,900 32,564,100 Real Property Transfer Tax 665,276 677,625 1,028,672 1,273,561 750,000 675,000 675,000 675,000 641,300 641,300 641,300 641,300 Sales and Use Tax 17,104,605 15,588,270 17,241,510 19,436,169 18,750,000 19,500,000 19,890,000 20,387,300 20,846,000 21,367,200 21,901,400 22,448,900 Transient Occupancy Tax 3,670,842 2,922,220 2,883,787 5,269,730 4,500,000 5,500,000 5,610,000 5,750,300 5,894,100 6,041,500 6,192,500 6,347,300 Franchise Fees 2,595,278 2,423,539 2,566,677 2,640,596 2,793,000 2,700,000 2,767,500 2,836,700 2,907,600 2,965,800 3,025,100 3,085,600 Subtotal Taxes 43,533,284 42,327,029 44,965,915 51,048,133 50,507,000 53,312,000 55,334,800 57,584,200 59,314,000 61,174,600 63,098,200 65,087,200 Intergovernmental 256,067 296,210 539,565 12,344,579 235,600 260,000 260,000 260,000 260,000 260,000 260,000 260,000 Licenses and Permits 1,911,831 2,395,798 2,501,133 3,193,228 2,994,000 2,289,500 2,289,500 2,025,660 1,753,860 1,806,500 1,860,700 1,916,500 Charges for Current Services - Parks & Recreation - - 711,728 - - 1,291,300 1,309,300 1,348,600 1,389,100 1,430,800 1,473,700 1,517,900 Charges for Current Services - Other 4,578,909 4,527,846 2,653,355 4,639,760 3,140,900 1,551,000 1,551,000 1,182,955 803,869 828,000 852,800 878,400 Developer Contributions - - 332,120 360,040 167,200 120,000 120,000 60,000 - - - - Fines, Forfeitures, and Penalties 482,786 319,814 370,442 464,559 410,000 450,000 450,000 450,000 450,000 450,000 450,000 450,000 Facility and Park Rentals, Leases - - - - - 917,000 940,000 968,200 997,200 1,027,100 1,057,900 1,089,600 Investment Earnings 2,878,744 1,193,332 994,907 971,021 3,022,950 3,000,000 3,000,000 3,000,000 3,000,000 3,000,000 3,000,000 3,000,000 Transfer In 11,136,216
Other 1,242,357 656,490 535,722 537,825 296,000 85,000 85,000 85,000 85,000 85,000 85,000 85,000 TOTAL REVENUES 54,883,978 62,852,735 53,604,887 73,559,145 60,773,650 63,275,800 65,339,600 66,964,615 68,053,028 70,062,000 72,138,300 74,284,600

OPERATING EXPENDITURES
Full Time Wages 6,403,993 6,912,851 5,872,289 6,594,975 6,866,822 7,589,600 8,047,100 8,449,500 8,872,000 9,315,600 9,781,400 10,270,500 Part Time Wages 958,453 876,866 301,436 852,287 1,342,582 1,676,900 1,676,900 1,760,700 1,848,700 1,941,100 2,038,200 2,140,100 Retirement - Normal Service Cost 567,310 641,756 572,351 642,422 749,812 887,000 950,800 998,300 1,048,200 1,100,600 1,155,600 1,213,400 Retirement - Unfunded Liability 3,119 5,224 46,246 63,397 97,520 - - - - - - - Other Benefits 1,256,153 1,367,701 1,211,983 1,300,620 1,418,725 1,752,450 1,824,350 1,897,300 1,973,200 2,052,100 2,134,200 2,219,600 Contractual Services 13,332,582 14,631,496 15,805,437 17,770,495 22,203,540 23,486,855 23,407,860 24,344,200 25,318,000 26,330,700 27,383,900 28,479,300 Law Enforcement Contract 16,956,063 15,277,608 17,399,270 18,149,715 19,759,382 20,591,085 21,826,600 22,699,700 23,607,700 24,552,000 25,534,100 26,555,500 Memberships and Development - - 441,588 440,685 449,500 458,500 467,700 477,100 486,600 Supplies, Materials and Other 6,928,878 6,178,092 1,582,921 1,684,243 2,928,958 1,950,926 1,998,076 2,038,000 2,078,800 2,120,400 2,162,800 2,206,100 Operating Capital 187,480 94,934 126,438 306,868 647,249 1,217,700 609,500 621,700 634,100 646,800 659,700 672,900 Debt Service - - - - - - - - - - - TOTAL OPERATING EXPENDITURES 46,594,031 45,986,528 42,918,371 47,365,022 56,014,590 59,594,104 60,781,871 63,258,900 65,839,200 68,527,000 71,327,000 74,244,000 REVENUES LESS OPERATING EXPENDITURES 8,289,947 16,866,207 10,686,516 26,194,123 4,759,060 3,681,696 4,557,729 3,705,715 2,213,828 1,535,000 811,300 40,600 Capital Improvement Plan 646,086 3,153,852 2,613,024 614,910 1,804,166 2,517,200 2,130,000 1,010,000 200,000 200,000 200,000 200,000 Infrastructure Reserve - - - - 500,000 - 280,820 - - - - - Neighborhood Park Improvement - - 2,054,939 751,010 2,092,880 555,000 950,000 - - - - - Strategic Economic Investment Program - - - 1,314,154 - - - - - - Pension Rate Stabilization - - - 219,500 - - - - - - - - Transfer Out - Street Maintenance - - 95,000 520,000 532,000 630,000 745,000 848,000 1,000,000 FUND BALANCE 55,542,469 69,254,824 75,273,377 99,882,080 98,929,940 99,444,436 100,121,345 102,285,060 103,668,888 104,258,888 104,022,188 102,862,788 Reserve Level 23,079,900 43,900,000 43,900,000 52,300,000 52,300,000 56,600,000 56,600,000 56,600,000 56,600,000 56,600,000 56,600,000 56,600,000 Available Fund Balance 32,462,569 25,354,824 31,373,377 47,582,080 46,629,940 42,844,436 43,521,345 45,685,060 47,068,888 47,658,888 47,422,188 46,262,788 2023-2030 Proposed Financial Forecast - General Fund
Financial Forecast
Revised June 2023
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CITY COUNCIL AGENDA REPORT
MEETING DATE: 6/20/2023
DEPARTMENT: Finance
SUBJECT:

CALIFORNIA CONSITUTION ARTICLE XIIIB APPROPRIATIONS LIMIT RECOMMENDED ACTION(S):

Adopt a Resolution entitled: A RESOLUTION OF THE CITY COUNCIL OF THE

CITY OF LAKE FOREST, CALIFORNIA, APPROVING THE APPROPRIATIONS LIMIT FOR FISCAL YEAR 2023-24 IN THE AMOUNT OF $160,113,982 EXECUTIVE SUMMARY:

The Fiscal Year 2023-24 appropriations limit is $160,113,982 based on the calculation method traditionally used by the City; the limit will remain significantly above appropriations in the proposed budget subject to the limit. These appropriations are derived from the City’s “proceeds from taxes,” less eligible exclusions, such as unfunded mandates and qualified capital outlay. The factors used in the calculation of the limit were the growth in the City’s population and the change in California per capita income.

BACKGROUND:

The appropriations limit imposed by Proposition 4, known commonly as the “Gann Limit” and its subsequent ballot initiative (Proposition 111), create a restriction on the amount of revenue which can be appropriated by the City in any fiscal year. The limit is based on actual appropriations during the 1978-79 Fiscal Year and is increased each year using growth of population and inflation factors.

For cities that incorporated after Fiscal Year 1978-79, the initial limit is set pursuant to legislation that implemented Propositions 4 and 111. The controlling statute that governs this appropriations limit is Article XIIIB of the California State Constitution.

DISCUSSION:

Staff calculated the Fiscal Year 2023-24 appropriations limit based on uniform guidelines consistent with State law prepared by the League of California Cities.

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The City uses these guidelines each year. By law, the City Council is required to adopt the appropriations limit by resolution.

Adjustment Factors
Using the guidelines, staff computed the appropriations limit for Fiscal Year 2023-24 by applying two adjustment factors for the prior year’s limit: inflation and population. Staff selected and calculated these factors independently of each other to arrive at the City’s new appropriations limit for the upcoming fiscal year.

Inflation
The City can select either the percentage change in the California per capita personal income or the percentage change in assessed valuation due to non- residential new construction. For Fiscal Year 2023-24, the California per capita personal income change factor is 4.44%. The assessed valuation factor based on non-residential new construction as a percentage of the total value increases was 1.73%. The adjustment used in calculating the Fiscal Year 2023-24 appropriations limit was the change in per capita personal income.

Population
Each year, the City selects either the City’s population growth or population growth in the entire County of Orange. For the Fiscal Year 2023-24 calculation, staff selected the City’s population growth (0.41% versus -0.46% for the County).

This factor selection may change in future years if the County’s population grows at a higher rate than the City’s.

Appropriations Limit for Fiscal Year 2023-24
In preparing the appropriations limit calculation, staff used the amounts contained in the proposed 2023-2025 Operating Budget for Fiscal Year 2023-24. Based on selected components of the two adjustment factors and the previous year’s limit, the appropriations limit for Fiscal Year 2023-24 is $160,113,982. The City’s appropriations subject to the limit are $51,984,194. These appropriations are derived from the City’s “proceeds from taxes” less eligible exclusions, such as unfunded mandates and qualified capital outlay. The City’s appropriations limit continues to be significantly in excess of annual appropriations subject to the limit.

FISCAL IMPACT:

There is no fiscal impact associated with the recommended action.

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ATTACHMENTS:

Draft Resolution 2023-XX Approving Appropriations Limit for Fiscal Year 2023-24 Initiated By: Amy Lewis, Assistant Director of Finance
Submitted By: Kevin Shirah, Director of Finance/City Treasurer Approved By: Debra Rose, City Manager
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ATTACHMENT
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RESOLUTION NO. 2023-

A RESOLUTION OF THE CITY COUNCIL OF THE

CITY OF LAKE FOREST, CALIFORNIA, APPROVING

THE APPROPRIATIONS LIMIT FOR FISCAL YEAR
2023-24 IN THE AMOUNT OF $160,113,982
WHEREAS, Article XIIIB of the California Constitution requires public entities in the State of California to calculate an annual appropriations limit; and
WHEREAS, Article XIIIB of the California Constitution and Government Code Section 7910 require the City Council to select the population and inflation factors for the year’s appropriations limit calculation; and

NOW, THEREFORE, THE CITY COUNCIL OF THE CITY OF LAKE

FOREST, CALIFORNIA, DOES HEREBY RESOLVE, DETERMINE, FIND AND ORDER AS FOLLOWS:

Section 1. That the appropriations limit for the City of Lake Forest for Fiscal Year 2023-24 shall be $160,113,982.

Section 2. That the inflation factor being utilized to calculate the Fiscal Year 2023-24 appropriations limit is the growth in per capita personal income.

Section 3. That the population factor being utilized to calculate the Fiscal Year 2023-24 appropriations limit is the City’s population growth.

PASSED, APPROVED AND ADOPTED this 20th day of June 2023, by the following vote, to wit:

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DOUG CIRBO
MAYOR
ATTEST:
____

LISA BERGLUND

CITY CLERK
APPROVED AS TO FORM:
____
MATTHEW E. RICHARDSON

CITY ATTORNEY

STATE OF CALIFORNIA )

COUNTY OF ORANGE ) SS

CITY OF LAKE FOREST )
I, Lisa Berglund, City Clerk of the City of Lake Forest, California, does hereby certify that the foregoing Resolution No. 2023-___ was duly passed and adopted at a regular meeting of the Lake Forest City Council on the 20th day of June 2023, by the following vote, to wit:

AYES: COUNCIL MEMBERS:

NOES: COUNCIL MEMBERS:

ABSENT: COUNCIL MEMBERS:

ABSTAIN: COUNCIL MEMBERS:

LISA BERGLUND

CITY CLERK
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CITY COUNCIL AGENDA REPORT
MEETING DATE: 6/20/2023
DEPARTMENT: Management Services
SUBJECT:

FIFTH AMENDMENT TO CITY MANAGER EMPLOYMENT AGREEMENT
RECOMMENDED ACTION(S):

Approve the Fifth Amendment to City Manager Employment Agreement and authorize the Mayor to execute and the City Clerk to attest the document.

EXECUTIVE SUMMARY:

Debra D. Rose has served as the City Manager of the City of Lake Forest since 2017. In line with previous years, the City Council and Ms. Rose have reviewed and agreed upon the terms of employment, which include salary, benefits, procedures for annual performance evaluations, and authorized compensation adjustments as set forth in the attached proposed Fifth Amendment.

The City Council directed the City Attorney to prepare the attached Fifth Amendment to the City Manager Employment Agreement to outline the terms of the increase to the City Manager’s base salary. The proposed Fifth Amendment would provide a $13,259 increase to Ms. Rose’s current base salary of $265,181.

Staff recommends the City Council approve the proposed Fifth Amendment to the City Manager Employment Agreement.

FISCAL IMPACT:

Effective July 1, 2023, the proposed Fifth Amendment provides for an increase of $13,259 to the current base salary of $265,181 for Ms. Rose. If approved, the total annual base compensation provided for by the Agreement is $278,440. The proposed 2023-2025 Operating Budget includes sufficient funding to cover the costs of the recommended action.

ATTACHMENTS:

1. City Manager Employment Agreement

2. First Amendment to City Manager Agreement

3. Second Amendment to City Manager Agreement
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4. Third Amendment to City Manager Agreement

5. Fourth Amendment to City Manager Agreement

6. Proposed Fifth Amendment to City Manager Agreement
Initiated By: Shelly Cisneros, Human Resources Manager
Submitted By: Matthew Richardson, City Attorney
Approved By: Keith Neves, Assistant City Manager
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ATTACHMENT 1
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ATTACHMENT 2
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ATTACHMENT 3
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Attachment 4
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Attachment 5
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Attachment 6
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FIFTH AMENDMENT TO AGREEMENT FOR EMPLOYMENT

CITY MANAGER

THIS FIFTH AMENDMENT is made and entered into this 20th day of June, 2023, effective July 1, 2023, by and between the City of Lake Forest, a California general law municipal corporation of the State of California, hereinafter referred to as "City" and Debra D. Rose, hereinafter referred to as "City Manager."

RECITALS

WHEREAS, the City Council of the City of Lake Forest entered into that certain Agreement for Employment dated May 2, 2017 (“Agreement”) employing the services of Debra D. Rose as City Manager of the City of Lake Forest; and

WHEREAS, the City Council of the City of Lake Forest subsequently entered into that certain Amendment to Agreement for Employment dated August 7, 2018 (First Amendment”); and

WHEREAS, the City Council of the City of Lake Forest subsequently entered into that certain Second Amendment to Agreement for Employment dated August 20, 2019 (Second Amendment”); and

WHEREAS, the City Council of the City of Lake Forest subsequently entered into that certain Third Amendment to Agreement for Employment dated June 1, 2021 (Third Amendment”); and

WHEREAS, the City Council of the City of Lake Forest subsequently entered into that certain Fourth Amendment to Agreement for Employment dated June 7, 2022 (Fourth Amendment”); and

WHEREAS, the City now desires to amend the Agreement in order to provide for an increase to the City Manager’s annual Base Salary (“Fifth Amendment”).

NOW, THEREFORE, in consideration of the respective and mutual covenants hereinafter contained and made, and subject to all the terms and conditions hereof, City and City Manager agree as follows:

TERMS

A. Compensation. Section 2(A) is hereby amended in its entirety to read as follows:

“Effective July 1, 2023, the City shall pay City Manager an annual Base Salary of two hundred seventy -eight thousand four hundred forty dollars Item: 13
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($278,440) in installments at the same time as other executive management employees (department heads) of City are paid.”

B. Remaining Provisions of Agreement. Except as otherwise specifically set forth in this Fifth Amendment, the remaining provisions of the Agreement shall remain in full force and effect.

IN WITNESS WHEREOF, the parties have executed this Fourth Amendment the date and year first above written.

CITY OF LAKE FOREST CITY MANAGER

_____________________ _____________________
Doug Cirbo Debra D. Rose
Mayor City Manager

ATTEST:

_______________________
Lisa Berglund
City Clerk

APPROVED AS TO FORM:

_______________________
Best Best & Krieger LLP
City Attorney

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CITY COUNCIL AGENDA REPORT
MEETING DATE: 6/20/2023
DEPARTMENT: Management Services
SUBJECT:

CLASSIFICATION PLAN AND COMPENSATION SCHEDULE FOR FISCAL YEAR 2023-24
RECOMMENDED ACTION(S):

Adopt a Resolution entitled: A RESOLUTION OF THE CITY COUNCIL OF THE

CITY OF LAKE FOREST, CALIFORNIA, ADOPTING A REVISED

CLASSIFICATION PLAN AND COMPENSATION SCHEDULE
EXECUTIVE SUMMARY:

The City Council updates the City’s Classification Plan and Compensation Schedule (“Classification Plan”) along with the adoption of the City’s biannual operating budget. The Classification Plan documents salary ranges for City job classifications and lists the number of budgeted full-time positions. Revisions to the Classification Plan are designed to meet the current needs of the City while also providing flexibility to address evolving work demands in the future.

The updated Classification Plan for Fiscal Year 2023-24 includes:
•Eighty-one (81) salary grade adjustments
•Three (3) new classifications
•Four (4) reclassifications
•Five (5) promotions
•Three (3) new positions
If adopted, the City’s Classification Plan will include a total of 85 full-time classifications, with a total of 68 authorized full-time positions for Fiscal Year 2023 (Attachment 1). There is a net increase of $144,853 to overall base salaries for Fiscal Year 2023-24 as a result of the proposed changes to the Classification Plan. The three new full-time positions result in a fiscal impact of $335,033. In addition to the updated Classification Plan, staff are recommending changes to the part-time salary schedule. The proposed change to the Part- Time Salary Schedule will cost approximately $33,958.

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Staff is recommending the City Council adopt the Resolution revising the City’s Classification Plan and Salary Schedule (Attachment 2). The proposed 2023- 2025 Operating Budget includes sufficient funding to cover the costs of the recommended actions.

BACKGROUND:

Every two years, the City utilizes an independent consultant selected via a competitive procurement process to conduct a Classification and Compensation study. Ralph Andersen & Associates’ (“RAA”) reviewed the labor market of all positions to recommend updates to the City’s pay ranges. RAA’s recommendations also considered the internal salary relationships between the City’s various classifications. Market data was collected by RAA in the winter of 2022 from thirteen comparable Orange County municipalities. Proper salary alignment with the market ensures the City offers a compensation plan that is externally competitive and fiscally responsible, while also supporting the City in its efforts to recruit, retain, and motivate high-performing employees.

DISCUSSION:

Staff propose three categories of changes to the Classification Plan. ▪Classification Plan Changes (pg. 2-7)
▪Addition of Flexibly Staffed Classifications (pg. 7-8) ▪Part-time Employee Compensation (pg. 8-9)
Classification Plan and Compensation Schedule
Based upon the recommendations of RAA along with current labor market conditions, staff is recommending adoption of the proposed Classification Plan.

The Classification Plan includes 85 full- time classifications (i.e., job titles) and authorizes 68 full-time positions for Fiscal Year 2023-24. In comparison to the Compensation Plan adopted by the City Council in 2022, the new Plan:
(1) Increases the salary ranges of eighty-one (81) classifications Since incorporation, Lake Forest has operated using the contract city model with most services provided via contract arrangements with third-party vendors.

Therefore, most full-time employees function at a professional or managerial level, which typically require advanced training or some level of college education. Currently, the labor market for these employees is especially tight.

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Since 2020, the City has experienced a 72% decrease in job applicants. This applies to both full- and part-time positions:

Table 1: Percent Decrease in Job Applications Since 2020 Position % Decrease
Finance
Analyst
36%
Recreation
Leader (PT)
33%
Administrative
Specialist
28%
Management
Assistant
21%

The City is also located in a high cost of living area, where the Orange County Register cited $990,000 as the median home sold price and $5,027 per month the median home payment as of March 2023. These factors make recruiting and retaining employees at all levels difficult.

The proposed Classification Plan adjusts salary grades an average of 11% to optimize the City’s ability to recruit and retain employees. These adjustments are proposed in response to the salary survey conducted by RAA, which demonstrates the median pay of many local government positions has increased.

The adjustments also take into account the City’s ability to be competitive as a prospective employer in the current job market. Salary range increases relative to job classification are described further in Attachment 3.

The salary range changes described in Attachment 3 do not result in automatic, immediate salary increases for the employees in those classifications. They are simply an adjustment of the salary range for the position. Lake Forest does not provide universal or uniform cost-of-living salary increases. Rather, salary increases for full-time employees are based upon individual performance under the City’s “Pay-for-Performance” program. The only exception is when an employee’s current salary falls below the minimum of the newly adjusted salary range.

The estimated cost of increasing the salary ranges as illustrated above is $39,373 to account for employees whose salaries may fall below the new salary range minimum.
(2) Adds Three New Classifications
Table 2 below summarizes the proposed new classifications (i.e., job titles) in the Classification Plan.

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Table 2: Proposed New Classifications
Proposed Classification Summary of Duties
Community Outreach Specialist Serves as liaison between residents, Orange County Sheriff Department, non-profit service
providers, and individuals experiencing
homelessness.

Sr. Audio-Visual Technician Includes more complex duties than an Audio- Visual Technician and allows for promotional
opportunity.

Sr. Communications and
Marketing Specialist
Includes more complex duties than a
Communications and Marketing Specialist
and allows for promotional opportunity.

(3) Adds Three New Positions
The Classification Plan includes the addition of one (1) Community Outreach Specialist, one (1) Landscape Administrator, and one (1) Management Assistant.

The addition of these three positions brings the City’s total authorized full-time positions to 68 for Fiscal Year 2023-24.

The Community Outreach Specialist position will serve as liaison between residents, the Orange County Sheriff Department, and persons in Lake Forest experiencing homelessness. This position will assist in coordinating the storage and return of property belonging to individuals experiencing homelessness as well as provide information and assistants to residents.

Due to the City’s recent receipt of the Permanent Local Housing Allocation Program Grant, the salary and benefit costs of the Community Resources Specialist will be covered for at least five fiscal years.

In the 2023 Community Satisfaction Survey conducted by True North Research, 84% of residents rated the importance of maintaining public landscapes as “important” or “extremely important,” an increase of 4.3% from the previous survey. Prior to the COVID-19 pandemic, the Public Works Department included three Landscape Inspectors (now retitled Landscape Administrators). The proposed Classification Plan reflects this previous staffing level. This position will inspect the work of contractors engaged in the maintenance, construction, and care of City-owned parks, median strips, and landscaped areas.

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Public Works Department. The costs associated with the addition of the Management Assistant would be covered by revenue collected from the City’s solid waste and recycling provider.

The positions were included in budget for Fiscal Year 2023-24 of the 2023-2025 Operating Budget reviewed by the City Council at its May 23, 2023 Budget Workshop. The fiscal impact of adding these three positions is $335,033. (4) Reclassifies 4 Positions
Staff and RAA recommend the following reclassifications based upon RAA’s market analysis and organizational needs. The four reclassifications described in Table 3 below.

Table 3: Proposed Reclassifications
Proposed
Reclassification
Summary of Duties
Senior Management
Analyst to Economic
Development / Housing
Manager
Reflects additional Economic Development and
Affordable Housing responsibilities in the City
Manager’s Office, including affordable housing,
senior housing, housing rehabilitation, and other
supervisory and program management
responsibilities.

Accounting Supervisor
to Accounting Manager
Supervises accounting operations, such as the
direct supervision of four staff members who
perform accounting duties. The classification will
also assist with reconciling reports, administering
grants and other intergovernmental funding, and
provide high-level staff assistance to management
staff.

Management Aide to
Management Assistant
Reflects the increased additional duties the position
has recently acquired in the Public Works
Department. This position contributes to the overall
management of the assigned department by
participating in the development of policies and
procedures, coordinating with internal and external
parties to improve delivery of service, and providing
guidance on all facets of customer communications.

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Proposed
Reclassification
Summary of Duties
Senior Management
Analyst to Administrative
Services Manager
Reflects higher-level duties the employee has
acquired due to increasing complexity of the City’s
solid waste and recycling program. The
Administrative Services Manager would supervise a
Management Assistant and be assigned projects
that require limited supervision from the Public
Works Director.

The fiscal impact of the reclassifications described in Table 3 is $57,816 during Fiscal Year 2023-24.
(5) Promotes 5 Positions
To continue providing high-quality services, the City must attract, retain and motivate employees with a high degree of commitment and excellent skills. Entry and mid-level positions are an important part of the City’s productivity, but the lack of promotional opportunities due the City’s relatively limited number of positions has resulted in an average tenure of 2-3 years for entry and mid-level staff. Promoting qualified employees will help the City to retain employees longer, resulting in a higher level of productivity and preservation of institutional knowledge. Longer tenured employees produce work more efficiently as they are familiar with the City’s internal policies and workflow process. The value of tenured employees is especially evident in responding to emergencies. Table 4 below summarizes the proposed promotions.

Table 4: Summary of Proposed Promotions
Proposed Promotion Work Unit & Description
Code Enforcement Officer to
Senior Code Enforcement
Officer (Code Enforcement
Division)
New duties will include handling more complex
inspections and cases. With the increase in
population growth, there is a need for additional,
higher-level responsibilities in the Code
Enforcement Division.

Accounting Technician to
Senior Accounting Technician
(Finance Department)
Demands of the Finance Department function
require a position with responsibility for
overseeing the day-to-day operations of a small
unit engaged in processing clerical accounting
and other related documents.

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Proposed Promotion Work Unit & Description
Management Analyst to
Senior Management Analyst
(Finance Department)
Reclassification to Senior Management Analyst
is a result of the higher-level duties this position
has acquired. The Senior Management Analyst
will play a leading role in several areas, including
procurement, contract management, budget
preparation, policy analysis, and project
management.

Communications & Marketing
Analyst to
Senior Communications &
Marketing Analyst
(Communications &
Marketing Division)
City communications are increasingly complex
and varied. Contemporary communications now
include social media, video production, radio,
and television presence. This position has
acquired more responsibilities and is working
with minimal supervision more frequently.

Human Resources
Technician to
Management Assistant
(Human Resources Division)
Legislative and regulatory changes at the State
and Federal level have resulted in an
increasingly complex human resources function
at the City. As a result of this promotion, this
position will take on more complex work within
the Human Resources Division, including the
collection, compilation, and analysis of human
resources-related data and statistics.

The fiscal impact of these promotions is $47,664 during Fiscal Year 2023-24.

Flexible Classification Series
It is critical that the City attract, retain, and motivate employees to produce high quality public services. Entry-level positions are an important components of the City’s workforce and often perform the important day-to-day tasks that management relies on to complete projects.

As a relatively small agency, there is limited potential for internal advancement within the City for many entry-level employees. As a result, many entry-level employees seek job opportunities with other local governments that provide more robust promotional opportunities. The City can mitigate this issue by adding “series” steps to certain positions (i.e.: Management Analyst to Senior Management Analyst). This enables an entry-level employee to progress within their job classification via a series of promotional steps. According to RAA, this could help the City retain entry-level employees for an additional 3-5 years.

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With flexibly staffed positions, vacancies would typically be filled at the entry-level series. Over time, as the new employee gains more experience and expertise, the employee would have the opportunity for promotion. In some instances, the City may fill vacant positions subject to a flexible series based on the needs of the organization. In some instances, it may be necessary to fill a position at the journey level rather than the entry level.

In a flexibly staffed series, the distinction between the entry and the journey level may be based upon experience, expertise, and license requirements, rather than on the types of duties assigned. After gaining the experience and knowledge to perform the full range of journey level tasks, the employee could expect to progress to the journey level based upon the judgment of supervisory staff and the City Manager.

Therefore, staff and RAA are recommending that the City implement three additional flexible staffing series:
▪Accounting Technician/Senior Accounting Technician,
▪Audio-Visual Technician/Senior Audio-Visual Technician ▪Communications and Marketing Specialist/Senior Communications and Marketing Specialist
If adopted, the flexible staffing series would enable an Accounting Technician to be promoted to Senior Accounting Technician, if the employee obtains the required experience and skillset needed to be promoted, for example.

Based on the reasons stated above, staff and RAA determined these classifications are best suited to be added to the flexible staffed series. To reflect this, the classification specifications will be updated by the Human Resources Division. There is no fiscal impact associated with this proposed change.

Part-Time Positions
The City’s Part-Time Salary Schedule is comprised of seventeen (17) pay grades. Each pay grade includes seven (7) steps – Steps A through G – which are set 5% apart. Part-time employees advance through the steps based on satisfactory job performance and length of service. Currently, the City’s Classification and Part-Time Salary Schedule has one pay grade, H1, with a step that is at $15.50 per hour State-mandated minimum wage. Amid persistent inflation and competition from other agencies and private employers to hire part- time employees, the City has been unable to attract or retain employees at the entry-level H1 wage (State-mandated minimum wage). Therefore, staff is recommending an increase to pay grade H1 of $1.00 to $16.50 per hour.

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Increasing the compensation rates in pay grade H1 also creates salary compaction to the grades above it. Salary compaction occurs when there is only a small difference in pay between employees, regardless of skills or experience.

To successfully attract and retain part-time employees, salary schedules should avoid salary compaction, as salary compaction removes the incentive for employee to acquire tenure and perform to high standards. Therefore, staff recommends the remaining salary grades within the Part-Time Salary Schedule be increased (Attachment 3). Moreover, the current job market is extremely competitive, especially for part-time staff. Increasing the salary schedule for part- time employees will assist the City in successfully attracting and retaining staff. If approved, the fiscal impact of the updated parttime salary range plan is estimated to be $33,958.

Conclusion
In conclusion, staff recommend the City Council approve the attached Resolution, adopting a revised Classification Plan and Compensation Schedule for Fiscal Year 2023-24 (Attachment 2).

FISCAL IMPACT:

The implementation of all the recommended changes related to the Classification Plan results in a total fiscal impact of approximately $178,811 for Fiscal Year 2023-24. The addition of three full-time positions would result in an annual fiscal impact of approximately $335,033. Grant funding will cover the cost of the Community Outreach Specialist for the first five years of employment. The costs of the proposed addition of the Management Assistant in Public Works will be covered by the revenue collected from the City’s solid waste and recycling provider. The proposed 2023-2025 Operating Budget includes sufficient funding to cover the cost of the recommended action.

ATTACHMENTS:

1. Proposed Classification Plan and Compensation Schedule

2. Resolution Adopting a Revised Classification Plan

3. Proposed Salary Range Increase Percentages
Initiated By: Shelly Cisneros, Human Resources Manager
Submitted By: Keith Neves, Assistant City Manager
Approved By: Debra Rose, City Manager
Item: 14
475

Attachment 1
Item: 14
476

Classification Plan and Compensation Schedule
FY 2023-24
Effective June 23, 2023
Monthly
Range
Maximum
Monthly Range
Minimum
Effective Date
if Different
Council
Meeting DateFull Time Job Classification* Salary Grade # of Pos Auth Annual Resolution # City Manager 1
1 1
1 1
1 0
0 0
1 1
0 1
1 1
1 1
1 1
$278,440 7/1/2023 N/A 6/20/2023
Assistant City Manager 83
81 79
78 78
78 75
73 71
71 69
68 68
67 67
65 64
64 $15,706
$14,958
$14,237
$13,890
$13,890
$13,890
$12,898
$12,276
$11,684
$11,684
$11,122
$10,851
$10,851
$10,586
$10,586
$10,076
$9,830
$20,429
$19,444
$18,507
$18,056
$18,056
$18,056
$16,767
$15,959
$15,190
$15,190
$14,458
$14,105
$14,105
$13,761
$13,761
$13,098
$12,779
$12,779
2023-XX
2023-XX
2023-XX
2023-XX
2023-XX
2023-XX
2023-XX
2023-XX
2023-XX
2023-XX
2023-XX
2023-XX
2023-XX
2023-XX
2023-XX
2023-XX
2023-XX
2023-XX
Deputy City Manager
Director of Public Works/City Engineer
Director of Community Development
Director of Finance
Director of Management Services
Director of Community Services
Director of Economic Development
Assistant Director of Community Development
Engineering Services Manager/Assistant City
Engineer
Planning Manager
Assistant Director of Finance
Information Technology Manager
Human Resources Manager
Traffic Engineering Manager
Principal Civil Engineer
Accounting Manager
City Clerk $9,830
Item: 14
477

Public Works Maintenance Manager
Facilities Manager
64 63
62 61
61 61
60 59
57 57
57 56
55 55
53 53
53 53
53 53
53 52
51 $9,830
$9,590
$9,356
$9,218
$9,218
$9,218
$8,905
$8,688
$8,270
$8,270
$8,270
$8,067
$7,871
$7,871
$7,492
$7,492
$7,492
$7,492
$7,492
$7,492
$7,492
$7,309
$7,131
$12,779
$12,467
$12,163
$11,866
$11,866
$11,866
$11,576
$11,294
$10,750
$10,750
$10,750
$10,488
$10,232
$10,232
$9,739
1 1
2 1
1 1
0 1
0 1
1 3
0 2
1 0
1 0
1 0
1 3
0 2023-XX
2023-XX
2023-XX
2023-XX
2023-XX
2023-XX
2023-XX
2023-XX
2023-XX
2023-XX
2023-XX
2023-XX
2023-XX
2023-XX
2023-XX
2023-XX
2023-XX
2023-XX
2023-XX
2023-XX
2023-XX
2023-XX
2023-XX
Recreation Manager
Assistant to the City Manager
Economic Development/Housing Manager
Public Safety Manager
Principal Planner
Communications & Marketing Manager
Accounting Supervisor
Administrative Services Manager
Environmental Manager
Senior Planner
Senior Financial Analyst
Senior Management Analyst
Code Enforcement Supervisor
Economic Development Manager
Facilities Supervisor
$9,739
$9,739
Housing Manager $9,739
Information Technology Analyst
Public Works Supervisor
$9,739
$9,739
Senior Communications & Marketing Analyst
Senior Recreation Supervisor
Senior Accountant
$9,739
$9,502
$9,270
Item: 14
478

Senior Landscape Administrator
Street Maintenance Administrator
Associate Planner
51 51
49 49
49 49
49 49
48 47
47 47
47 46
46 45
45 45
44 44
44 43
43 $7,131
$7,131
$6,787
$6,787
$6,784
$6,784
$6,784
$6,784
$6,622
$6,460
$6,460
$6,460
$6,460
$6,302
$6,302
$6,149
$6,149
$6,149
$5,999
$5,999
$5,999
$5,853
$5,853
$9,270
$9,270
$8,823
$8,823
$8,823
$8,823
$8,823
$8,823
$8,608
$8,398
$8,398
$8,398
$8,398
$8,193
$8,193
$7,994
$7,994
$7,994
$7,798
$7,798
$7,798
$7,608
$7,608
1 1
1 0
1 1
1 4
2 1
2 1
1 1
1 0
0 2
0 1
1 1
1 2023-XX
2023-XX
2023-XX
2023-XX
2023-XX
2023-XX
2023-XX
2023-XX
2023-XX
2023-XX
2023-XX
2023-XX
2023-XX
2023-XX
2023-XX
2023-XX
2023-XX
2023-XX
2023-XX
2023-XX
2023-XX
2023-XX
2023-XX
Communications & Marketing Analyst
Environmental Compliance Inspector
Finance Analyst
GIS/Applications Analyst
Management Analyst
Recreation Supervisor
Accountant
Landscape Administrator
Senior Code Enforcement Officer
Senior Communications & Marketing Specialist
Assistant City Clerk
Executive Assistant
Communications & Marketing Specialist
Information Technology Specialist
Management Assistant
Assistant Planner
Records Coordinator
Senior Accounting Technician
Code Enforcement Officer
Community Outreach Specialist
Item: 14
479

GIS/Applications Technician
Engineering Technician
Senior Audio-Visual Technician
Accounting Technician
Human Resources Technician
Senior Building Permit Technician
Senior Permit Technician
Engineering Aide
43 42
41 40
40 40
40 39
39 39
38 38
38 38
37 37
36 32
30 28
$5,853
$5,710
$5,570
$5,435
$5,435
$5,435
$5,435
$5,302
$5,302
$5,302
$5,173
$5,173
$5,173
$5,173
$5,047
$5,047
$4,924
$4,460
$4,245
$4,041
$7,608
$7,423
$7,242
$7,065
$7,065
$7,065
$7,065
$6,893
$6,893
$6,893
$6,725
$6,725
$6,725
$6,725
$6,561
$6,561
$6,401
$5,799
$5,519
$5,253
0 0
0 1
0 0
1 0
1 0
2 0
0 0
1 0
0 0
0 0
2023-XX
2023-XX
2023-XX
2023-XX
2023-XX
2023-XX
2023-XX
2023-XX
2023-XX
2023-XX
2023-XX
2023-XX
2023-XX
2023-XX
2023-XX
2023-XX
2023-XX
2023-XX
2023-XX
2023-XX
Management Aide
Planning Aide
Administrative Specialist
Building Permit Technician
Facilities Maintenance Specialist
Permit Technician
Audio-Visual Technician
Community Preservation Technician
Records Specialist
Senior Office Specialist
Receptionist/Cashier
Office Specialist
* Classifications listed above can be filled on a part time basis at the hourly equivalent of the monthly salary listed 68 Part Time Job Classification Pay Grade Hourly Step A Hourly Step B Hourly Step C Hourly Step D Hourly Step E Hourly Step F Hourly Step G Item: 14
480

H17
H16
H15
$36.03
$34.31
$32.68
$31.12
$29.64
$28.23
$26.89
$25.61
$24.39
$23.23
$22.12
$21.07
$20.07
$19.11
$37.83
$36.03
$34.31
$32.68
$31.12
$29.64
$28.23
$26.89
$25.61
$24.39
$23.23
$22.12
$21.07
$20.07
$39.72
$37.83
$36.03
$34.31
$32.68
$31.12
$29.64
$28.23
$26.89
$25.61
$24.39
$23.23
$22.12
$21.07
$41.71
$39.72
$37.83
$36.03
$34.31
$32.68
$31.12
$29.64
$28.23
$26.89
$25.61
$24.39
$23.23
$22.12
$43.80
$41.71
$39.72
$37.83
$36.03
$34.31
$32.68
$31.12
$29.64
$28.23
$26.89
$25.61
$24.39
$23.23
$45.99
$43.80
$41.71
$39.72
$37.83
$36.03
$34.31
$32.68
$31.12
$29.64
$28.23
$26.89
$25.61
$24.39
$48.29
$45.99
$43.80
$41.71
$39.72
$37.83
$36.03
$34.31
$32.68
$31.12
$29.64
$28.23
$26.89
$25.61
H14
H13
H12
H11
H10
H9
Recreation Coordinator
H8
Parking Control Officer
Senior Intern
H7
H6
Recreation Specialist H5
H4
Intern; Senior Recreation Leader; Park Attendant
Recreation Leader
H3
H2
H1
$18.20
$17.33
$16.50
$19.11
$18.20
$17.33
$20.07
$19.11
$18.20
$21.07
$20.07
$19.11
$22.12
$21.07
$20.07
$23.23
$22.12
$21.07
$24.39
$23.23
$22.12
Item: 14
481

Attachment 2
Item: 14
482

RESOLUTION NO. _____

A RESOLUTION OF THE CITY COUNCIL OF THE

CITY OF LAKE FOREST, CALIFORNIA,

ADOPTING A REVISED CLASSIFICATION PLAN

AND COMPENSATION SCHEDULE

THE CITY COUNCIL OF THE CITY OF LAKE FOREST DOES
HEREBY RESOLVE AS FOLLOWS:

WHEREAS, the Personnel Rules and Regulations for the City of Lake Forest provides for adoption, by resolution, of the Classification Plan and Compensation Schedule; and
WHEREAS, the Classification Plan and Compensation Schedule has been updated to implement salary grade adjustments for eight-one (81) classifications, to add three (3) new classifications, to reclassify four (4) classifications and to authorize five (5) positions at a higher level, and to implement revisions to the salary ranges for the part-time salary schedule; and
WHEREAS, the Classification and Compensation Plan has been updated based on a recently completed analysis by Ralph Andersen and Associates; and
WHEREAS, the City Council’s adoption of the Classification Plan and Compensation Schedule will ensure compliance with the applicable state regulations that require the disclosure of position classifications and the corresponding compensation; and
WHEREAS, it is necessary to adopt the Classification Plan and Compensation Schedule by resolution.

NOW, THEREFORE, THE CITY COUNCIL OF THE CITY OF LAKE

FOREST, CALIFORNIA, DOES HEREBY RESOLVE, DETERMINE AND
ORDER AS FOLLOWS:

SECTION 1. The revised Classification Plan and Compensation Schedule, implementing salary grade adjustments for eighty-one (81) classifications, adding three (3) new classifications, reclassifying four (4) classifications and authorizing five (5) positions at a higher level and revisions to the salary Item: 14
483

ranges for the part-time salary schedule; attached hereto as Attachment A incorporated herein by this reference, is hereby adopted with an effective date of June 23, 2023.

PASSED, APPROVED AND ADOPTED this ___ day of _____, 2023 by the following vote, to wit:
_____________________

DOUG CIRBO
MAYOR
ATTEST:
______________________________

LISA BERGLUND

CITY CLERK
APPROVED AS TO FORM:
______________________

MATTHEW RICHARDSON

CITY ATTORNEY

STATE OF CALIFORNIA)

COUNTY OF ORANGE ) SS

CITY OF LAKE FOREST )
I, Lisa Berglund, City Clerk of the City of Lake Forest, California, do hereby certify that the foregoing Resolution No.__ was duly passed and adopted at a regular meeting of the Lake Forest City Council on the ___ day of _____, 2023 by the following vote, to wit:

AYES: COUNCIL MEMBERS:

NOES: COUNCIL MEMBERS:

ABSENT: COUNCIL MEMBERS:

ABSTAIN: COUNCIL MEMBERS:
_______________________

LISA BERGLUND

CITY CLERK
Item: 14
484

Attachment A
City Manager 1 $278,440 7/1/2023 N/A 6/20/2023Assistant City Manager 83 $15,706 $20,429 1 2023-XXDeputy City Manager 81 $14,958 $19,444 1 2023-XXDirector of Public Works/City Engineer 79 $14,237 $18,507 1 2023-XXDirector of Community Development 78 $13,890 $18,056 1 2023-XXDirector of Finance 78 $13,890 $18,056 1 2023-XXDirector of Management Services 78 $13,890 $18,056 0 2023-XXDirector of Community Services 75 $12,898 $16,767 0 2023-XXDirector of Economic Development 73 $12,276 $15,959 0 2023-XXAssistant Director of Community Development 71 $11,684 $15,190 1 2023-XXEngineering Services Manager/Assistant City Engineer 71 $11,684 $15,190 1 2023-XXPlanning Manager 69 $11,122 $14,458 0 2023-XXAssistant Director of Finance 68 $10,851 $14,105 1 2023-XXInformation Technology Manager 68 $10,851 $14,105 1 2023-XXHuman Resources Manager 67 $10,586 $13,761 1 2023-XXTraffic Engineering Manager 67 $10,586 $13,761 1 2023-XXPrincipal Civil Engineer 65 $10,076 $13,098 1 2023-XXAccounting Manager 64 $9,830 $12,779 1 2023-XXCity Clerk 64 $9,830 $12,779 1 2023-XXPublic Works Maintenance Manager 64 $9,830 $12,779 1 2023-XXFacilities Manager 63 $9,590 $12,467 1 2023-XXRecreation Manager 62 $9,356 $12,163 2 2023-XXAssistant to the City Manager 61 $9,218 $11,866 1 2023-XXEconomic Development/Housing Manager 61 $9,218 $11,866 1 2023-XXPublic Safety Manager 61 $9,218 $11,866 1 2023-XXPrincipal Planner 60 $8,905 $11,576 0 2023-XXCommunications & Marketing Manager 59 $8,688 $11,294 1 2023-XXAccounting Supervisor 57 $8,270 $10,750 0 2023-XXAdministrative Services Manager 57 $8,270 $10,750 1 2023-XXEnvironmental Manager 57 $8,270 $10,750 1 2023-XXSenior Planner 56 $8,067 $10,488 3 2023-XXSenior Financial Analyst 55 $7,871 $10,232 0 2023-XXSenior Management Analyst 55 $7,871 $10,232 2 2023-XXCode Enforcement Supervisor 53 $7,492 $9,739 1 2023-XXEconomic Development Manager 53 $7,492 $9,739 0 2023-XXFacilities Supervisor 53 $7,492 $9,739 1 2023-XXHousing Manager 53 $7,492 $9,739 0 2023-XXInformation Technology Analyst 53 $7,492 $9,739 1 2023-XXPublic Works Supervisor 53 $7,492 $9,739 0 2023-XXSenior Communications & Marketing Analyst 53 $7,492 $9,739 1 2023-XXSenior Recreation Supervisor 52 $7,309 $9,502 3 2023-XXSenior Accountant 51 $7,131 $9,270 0 2023-XXSenior Landscape Administrator 51 $7,131 $9,270 1 2023-XXStreet Maintenance Administrator 51 $7,131 $9,270 1 2023-XXAssociate Planner 49 $6,787 $8,823 1 2023-XXCommunications & Marketing Analyst 49 $6,787 $8,823 0 2023-XXEnvironmental Compliance Inspector 49 $6,784 $8,823 1 2023-XXFinance Analyst 49 $6,784 $8,823 1 2023-XXGIS/Applications Analyst 49 $6,784 $8,823 1 2023-XXManagement Analyst 49 $6,784 $8,823 4 2023-XXRecreation Supervisor 48 $6,622 $8,608 2 2023-XXAccountant 47 $6,460 $8,398 1 2023-XXLandscape Administrator 47 $6,460 $8,398 2 2023-XXSenior Code Enforcement Officer 47 $6,460 $8,398 1 2023-XXSenior Communications & Marketing Specialist 47 $6,460 $8,398 1 2023-XXAssistant City Clerk 46 $6,302 $8,193 1 2023-XXExecutive Assistant 46 $6,302 $8,193 1 2023-XXCommunications & Marketing Specialist 45 $6,149 $7,994 0 2023-XXInformation Technology Specialist 45 $6,149 $7,994 0 2023-XXManagement Assistant 45 $6,149 $7,994 2 2023-XXAssistant Planner 44 $5,999 $7,798 0 2023-XXRecords Coordinator 44 $5,999 $7,798 1 2023-XXSenior Accounting Technician 44 $5,999 $7,798 1 2023-XXCode Enforcement Officer 43 $5,853 $7,608 1 2023-XXCommunity Outreach Specialist 43 $5,853 $7,608 1 2023-XXGIS/Applications Technician 43 $5,853 $7,608 0 2023-XXEngineering Technician 42 $5,710 $7,423 0 2023-XXSenior Audio-Visual Technician 41 $5,570 $7,242 0 2023-XXAccounting Technician 40 $5,435 $7,065 1 2023-XXHuman Resources Technician 40 $5,435 $7,065 0 2023-XXSenior Building Permit Technician 40 $5,435 $7,065 0 2023-XXSenior Permit Technician 40 $5,435 $7,065 1 2023-XXEngineering Aide 39 $5,302 $6,893 0 2023-XXManagement Aide 39 $5,302 $6,893 1 2023-XXPlanning Aide 39 $5,302 $6,893 0 2023-XXAdministrative Specialist 38 $5,173 $6,725 2 2023-XXBuilding Permit Technician 38 $5,173 $6,725 0 2023-XXFacilities Maintenance Specialist 38 $5,173 $6,725 0 2023-XXPermit Technician 38 $5,173 $6,725 0 2023-XXAudio-Visual Technician 37 $5,047 $6,561 1 2023-XXCommunity Preservation Technician 37 $5,047 $6,561 0 2023-XXRecords Specialist 36 $4,924 $6,401 0 2023-XXSenior Office Specialist 32 $4,460 $5,799 0 2023-XXReceptionist/Cashier 30 $4,245 $5,519 0 2023-XX Office Specialist 28 $4,041 $5,253 0 2023-XX* Classifications listed above can be filled on a part time basis at the hourly equivalent of the monthly salary listed 68 Effective Date if DifferentResolution #Council Meeting DateSalary Grade Classification Plan and Compensation ScheduleFY 2023-24Effective June 23, 2023Full Time Job Classification* Monthly Range MinimumMonthly Range Maximum# of Pos AuthAnnual Item: 14
485

Part Time Job Classification Pay GradeHourly Step AHourly Step BHourly Step CHourly Step DHourly Step E Hourly Step FHourly Step GH17 $36.03 $37.83 $39.72 $41.71 $43.80 $45.99 $48.29H16 $34.31 $36.03 $37.83 $39.72 $41.71 $43.80 $45.99H15 $32.68 $34.31 $36.03 $37.83 $39.72 $41.71 $43.80H14 $31.12 $32.68 $34.31 $36.03 $37.83 $39.72 $41.71H13 $29.64 $31.12 $32.68 $34.31 $36.03 $37.83 $39.72Recreation Coordinator H12 $28.23 $29.64 $31.12 $32.68 $34.31 $36.03 $37.83H11 $26.89 $28.23 $29.64 $31.12 $32.68 $34.31 $36.03H10 $25.61 $26.89 $28.23 $29.64 $31.12 $32.68 $34.31H9 $24.39 $25.61 $26.89 $28.23 $29.64 $31.12 $32.68H8 $23.23 $24.39 $25.61 $26.89 $28.23 $29.64 $31.12Parking Control Officer H7 $22.12 $23.23 $24.39 $25.61 $26.89 $28.23 $29.64Senior Intern H6 $21.07 $22.12 $23.23 $24.39 $25.61 $26.89 $28.23Recreation Specialist H5 $20.07 $21.07 $22.12 $23.23 $24.39 $25.61 $26.89H4 $19.11 $20.07 $21.07 $22.12 $23.23 $24.39 $25.61 Intern; Senior Recreation Leader; Park Attendant H3 $18.20 $19.11 $20.07 $21.07 $22.12 $23.23 $24.39H2 $17.33 $18.20 $19.11 $20.07 $21.07 $22.12 $23.23Recreation Leader H1 $16.50 $17.33 $18.20 $19.11 $20.07 $21.07 $22.12 Attachment A
Item: 14
486

Attachment 3
Item: 14
487

Proposed Salary Range Increase Percentages FY 2023-24
Job Title
%
Salary
Range
Increase
Communications & Marketing Specialist; GIS/Applications Analyst; GIS/Applications Technician
5%
Director of Economic Development; City Clerk; Assistant Director of Community Development; Assistant Director of Finance; Accounting Manager; Planning Manager; Public Works Maintenance Manager; Information Technology Analyst; Sr. Landscape Inspector; Street Maintenance Administrator; Landscape Administrator; Recreation Supervisor; Information Technology Specialist; Audio Visual Technician

7.5%
Director of Public Works/City Engineer; Director of Finance; Director of Community Development; Director of Community Services; Engineering Services Manager/Assistant City Engineer; Traffic Engineering Manager; Facilities Manager; Environmental Manager; Economic Development/Housing Manager; Public Safety Manager; Communications and Marketing Manager; Recreation Manager; Economic Development Manager; Housing Manager; Principal Civil Engineer; Public Works Supervisor; Assistant to the City Manager; Principal Planner; Sr. Planner; Associate Planner; Sr.

Communications & Marketing Analyst; Communications and
Marketing Analyst; Sr. Management Analyst; Management Analyst; Management Assistant; Environmental Compliance Inspector; Assistant City Clerk; Records Coordinator; Engineering Aide; Management Aide; Planning Aide; Administrative Specialist; Office Specialist
10%
Assistant City Manager; Deputy City Manager; Administrative Services Manager; Sr. Financial Analyst; Finance Analyst; Code Enforcement Supervisor; Facilities Supervisor; Sr. Recreation Supervisor; Sr. Accountant; Accountant; Sr. Code Enforcement Officer; Code Enforcement Officer; Executive Assistant; Assistant Planner; Human Resources Technician; Facilities Maintenance Technician; Sr. Building Permit Technician; Building Permit Technician; Permit Technician; Community Preservation Technician

12.5%
Item: 14
488

Job Title
%
Salary
Range
Increase
Information Technology Manager; Accounting Supervisor;
Engineering Technician; Records Specialist; Sr. Office Specialist; Receptionist/Cashier
15%
Sr. Accounting Technician; Accounting Technician
Human Resources Manager
Director of Management Services

16.5%
and
higher
Item: 14
489

CITY COUNCIL AGENDA REPORT
MEETING DATE: 6/20/2023
DEPARTMENT: Public Works
SUBJECT:

ANNUAL RENEWED MEASURE M ("M2") ELIGIBILITY SUBMITTAL TO THE

ORANGE COUNTY TRANSPORTATION AUTHORITY
RECOMMENDED ACTION(S):

1. Approve the Renewed Measure M ("M2") Seven-Year Capital Improvement Program for Fiscal Years 2023-24 through 2029-2030.

2. Adopt a Resolution entitled: A RESOLUTION OF THE CITY COUNCIL OF

THE CITY OF LAKE FOREST, CALIFORNIA, CONCERNING THE

STATUS AND UPDATE OF THE CIRCULATION ELEMENT, AND THE
MITIGATION FEE PROGRAM FOR THE MEASURE M ("M2")
PROGRAM.

3. Adopt a Resolution entitled: A RESOLUTION OF THE CITY COUNCIL OF

THE CITY OF LAKE FOREST, CALIFORNIA, CONCERNING THE

STATUS AND UPDATE OF THE PAVEMENT MANAGEMENT PLAN FOR
THE MEASURE M ("M2") PROGRAM.

4. Adopt a Resolution entitled: A RESOLUTION OF THE CITY COUNCIL OF

THE CITY OF LAKE FOREST, CALIFORNIA, CONCERNING THE

UPDATE OF THE LOCAL SIGNAL SYNCHRONIZATION PLAN FOR THE MEASURE M ("M2") PROGRAM.

5. Authorize the Director of Public Works to forward all eligibility requirements including the approved Renewed Measure M ("M2") Seven-Year Capital Improvement Program to the Orange County Transportation Authority ("OCTA").

EXECUTIVE SUMMARY:

The Orange County Transportation Authority (“OCTA”) requires each city to satisfy certain requirements to remain eligible for Local Fair Share and competitive grants through the Renewed Measure M (“M2”) program. Required eligibility documentation includes City Council approval of an updated Seven- Year Capital Improvement Program (“CIP”). In addition to the annual approval of the City’s M2 Seven-Year CIP, other elements of the eligibility packet are Item: 15
490

required on a biennial or triennial basis. This year, adoption of a resolution attesting to the consistency of the City’s General Plan Circulation Element with the County Master Plan of Arterial Highways (“MPAH”), confirmation of the City’s existing transportation mitigation fee programs, and submittal of the City’s updated citywide pavement management program report and the local signal synchronization plan.

The City uses M2 Funds for certain roadway improvements to meet senior transportation needs and other programs that mitigate the environmental impact of transportation and promote mobility within the City. The City anticipates receiving approximately $16,100,000 over the next seven years from the OCTA Measure M2 Fair Share program, which the City utilizes to fund the annual street resurfacing and slurry seal projects. The recommended actions are in accordance with OCTA’s compliance requirements and qualifies the City to receive Measure M2 Local Fair Share and competitive grant funding.

Staff recommends the City Council approve the M2 Seven-Year CIP (Attachment 1); the adoption of a resolution confirming the City’s Circulation Element and Mitigation Fee Program (Attachment 2); the adoption of a resolution confirming the Pavement Management Plan (Attachment 4); and, the adoption of a resolution (Attachment 5) confirming the Local Signal Synchronization Plan (Attachment 6) in conformance with M2 requirements. Staff also recommends authorizing the Public Works Director to forward all eligibility requirements to OCTA. The recommended actions would ensure the City retains eligibility for funding under the M2 program and could continue participating in OCTA’s Combined Transportation Funding Program. Additionally, the M2 Seven-Year CIP document, Pavement Management Plan, and Local Signal Synchronization Plan attached to this report satisfy OCTA’s requirements to maintain program eligibility.

BACKGROUND:

Measure M2 (also known as “OC Go”) is a 30-year, ½-cent sales tax program for transportation improvement projects. M2 is an extension of the original Measure M (approved in 1990) with a new slate of planned projects and programs. OCTA administers the proceeds from M2 sales tax, including apportionment to local jurisdictions for street maintenance and improvements. The proportional, or “Fair Share,” of sales tax money for eligible jurisdictions is distributed based on population, miles of existing MPAH roadways, and taxable sales. The new slate of planned M2 projects includes improvements to public transportation infrastructure, including freeways, arterial roadways, and environmental cleanup projects. To receive funding from the OCTA's "Fair Share" or competitive grant programs, local jurisdictions must prepare and submit a M2 eligibility packet.

Item: 15
491

Annual approval of the M2 Seven-Year CIP for Fiscal Years 2023-24 through 2029-30 is a necessary component of the City’s eligibility packet to OCTA.

DISCUSSION:

Each year, OCTA determines whether a local jurisdiction is eligible to receive M2 funds. To be deemed eligible, the City annually prepares and submits a packet that contains the following elements:
•Evidence of compliance with the conditions and requirements of the Orange County Congestion Management Program (“CMP”)
•Adopted Capital Improvement Program (“CIP”)
•Evidence of participation in OCTA traffic forums
•Adopted and maintained Local Signal Synchronization Plan (“LSSP”) •Adopted and biennially updated Pavement Management Plan (“PMP”) •Adopted General Plan Circulation Element consistent with the MPAH •Satisfaction of Maintenance of Effort requirements
•Agreement to expend all Local Fair Share revenues received through M2 within three years of receipt
•Adopted Expenditure Report, provided annually to OCTA
The M2 Seven-Year CIP (Attachment 1) prepared by staff is consistent with projects identified in the City’s proposed Seven-Year CIP (FY 2023-30).

Generally, these include street resurfacing and slurry seal programs, traffic signal synchronization projects, and intersection improvements. The submittal of the M2 Seven-Year CIP does not commit the City to funding the identified improvements. However, projects must be included in the M2 Seven-Year CIP to be eligible to receive M2 funding. Staff updates this document every year to allow for changes based on City Council priorities.

In addition to the annual approval of the City’s M2 Seven-Year CIP, other elements of the eligibility packet are required on a biennial or triennial basis.

OCTA requires the City Council to adopt a resolution attesting that the City’s General Plan Circulation Element remains consistent with the Orange County MPAH (Attachment 2). This Resolution also certifies that the City has a Mitigation Fee Program that assesses traffic impacts of new development.

This year, OCTA requires the City to prepare an updated Pavement Management Plan (“PMP”), which outlines the processes in place for the planning, preventative maintenance, and repair of the City’s roadways (Attachment 3). To create a record of approval, the City must adopt a Resolution confirming that the PMP is approved and in conformance with M2 requirements (Attachment 4). The City’s PMP was updated in June 2023 and indicates the Item: 15
492

current pavement improvement budget as outlined in the Seven-Year CIP ($31 million) will keep the City in the “Good” category. The seven-year PMP utilizes Measure M2 Fairshare, Road Maintenance Rehab Account (”SB1”), and one- time funds identified to preserve the pavement condition throughout the City.

The PCI is projected to increase from 77 to 80 in the first year of the PMP and increase to a PCI of 85 over the seven-year period based on the City’s funding projections.

Triennially, OCTA requires the City Council to adopt a resolution (Attachment 5) approving the City’s updated Local Signal Synchronization Plan (“LSSP”). The City’s LSSP (Attachment 6) is a three-year plan identifying traffic signal synchronization, street routes, and traffic signals to be improved, including all elements of the Regional Signal Synchronization Network located within the City.

The LSSP includes goals consistent with those outlined as part of OCTA’s Regional Traffic Signal Synchronization Master Plan, including signal synchronization across jurisdictions. The City updated the LSSP in spring 2023 and the document includes a three-year outlook for Fiscal Years 2023-24 through 2025-26. On May 1, 2023, staff presented the LSSP to the Traffic and Parking Commission for its information.

Staff recommends the City Council approve the M2 Seven-Year CIP (Attachment 1); the adoption of a resolution confirming the City’s Circulation Element and Mitigation Fee Program (Attachment 2); the adoption of a resolution confirming the Pavement Management Plan (Attachment 4); and, the adoption of a resolution confirming the Local Signal Synchronization Plan (Attachment 5) in conformance with M2 requirements. Staff also recommends authorizing the Director of Public Works/City Engineer to forward all eligibility requirements to OCTA. The recommended actions would ensure the City retains eligibility for funding under the M2 program and could continue participating in OCTA’s Combined Transportation Funding Programs. The attached M2 Seven-Year CIP document, PMP, and LSSP provided with this report satisfy OCTA’s requirements to maintain program eligibility, and staff also recommends the City Council approve these documents.

FISCAL IMPACT:

There is a positive fiscal impact associated with the recommended actions. The City anticipates receiving approximately $16,100,000 from the OCTA Measure M2 Fair Share program to fund the City’s annual street resurfacing and slurry seal projects over the next seven years. The City would also be eligible to compete for CTFP project funding for the projects identified in the M2 Seven- Year CIP.

Item: 15
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ATTACHMENTS:

1. Measure M2 Seven-Year Capital Improvement Program (CIP)

2. Resolution for MPAH and Circulation Mitigation

3. Pavement Management Plan (PMP)

4. Resolution for Pavement Management Plan

5. Resolution for Local Signal Synchronization Plan

6. Local Signal Synchronization Plan (LSSP)
Initiated By: Christine Groves, Senior Management Analyst Submitted By: Thomas Wheeler, P.E., Director of Public Works/City Engineer Approved By: Debra Rose, City Manager
Item: 15
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Attachment 1
Item: 15
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6/5/23, 4:46 PM ocfundtracker.octa.net/CIP/report_project_listing https://ocfundtracker.octa.net/CIP/report_project_listing 1/9 Orange County Transportation Authority
FY 2023/24 - FY 2029/30 Capital Improvement Program
TIP ID CP-12212 IMPLEMENTING AGENCY Lake Forest, City of Local Project Number: Project Title
Additional Project IDs: 24S02 ADA Ramps Phase 15
Type of Work: Pedestrian Project Description
Type of Work Description: Pedestrian -Installation of ADA access ramps Reconstruct existing sidewalk access ramps to comply with current Americans with Disabilities Act(ADA).

Limits
City-wide
Project Notes

FISCALYEAR FUND TYPE ENG ROWCON/IMPO&MTOTAL TOTALESCALATED 2024 Community DevelopmentBlock Grant $5,000 $0 $133,669 $0 $138,669 $142,679 Totals: $5,000 $0 $133,669 $0 $138,669 $142,679
Last Revised: 23-00 - In Progress Total Programmed: $138,669 TIP ID CP-11641 IMPLEMENTING AGENCY Lake Forest, City of Local Project Number: Project Title
Additional Project IDs: PW 2021-01 ADA Ramps Phases 13 and 14 Type of Work: Pedestrian Project Description
Type of Work Description: Pedestrian -Installation of ADA access ramps Reconstruct existing sidewalk access ramps to comply with current Americans with Disabilities Act(ADA).

Limits
City-wide
Project Notes

FISCALYEAR FUND TYPE ENG ROWCON/IMPO&MTOTAL TOTALESCALATED 2024 Community DevelopmentBlock Grant $57,000 $0 $103,000 $0 $160,000 $163,090 Totals: $57,000 $0 $103,000 $0 $160,000 $163,090
Last Revised: 23-00 - In Progress Total Programmed: $160,000 TIP ID CP-11650 IMPLEMENTING AGENCY Lake Forest, City of Local Project Number: 21-OCTA-TSP-4000 Project Title
Additional Project IDs: PW 2020-16 Alton Parkway Traffic Signal Synchronization Program Type of Work: Traffic Signals Project Description
Type of Work Description: Traffic Signals -Coordinate signals within project limits Update traffic signal coordination at 8 signals along Alton Parkway corridor from Commercentre Driveto Portola Parkway Limits
Alton Parkway from Commercentre Drive toPortola Parkway Project Notes
Match funding shown. TSSP not reflected. Projectled by OCTA.

FISCALYEAR FUND TYPE ENGROWCON/IMPO&MTOTAL TOTALESCALATED 2024 Air Quality ManagementDistrict $0 $0 $150,000 $0 $150,000 $154,500 Totals: $0 $0 $150,000 $0 $150,000 $154,500
Last Revised: 23-00 - In Progress Total Programmed: $150,000 Item: 15
496

6/5/23, 4:46 PM ocfundtracker.octa.net/CIP/report_project_listing https://ocfundtracker.octa.net/CIP/report_project_listing 2/9 TIP ID CP-12245 IMPLEMENTING AGENCY Lake Forest, City of Local Project Number: Project Title
Additional Project IDs: 24S01 / 25S01 Annual Street Resurfacing and Slurry Seal Type of Work: Road Maintenance Project Description
Type of Work Description: Road Maintenance -Rehabilitation of roadway This project is part of the City's 7-year cycle to implement Measure M's required PavementManagement Plan.

Limits
City-wide
Project Notes

FISCALYEAR FUND TYPE ENG ROWCON/IMP O&MTOTAL TOTALESCALATED 2024 Local Streets andRoadsapportionments $101,105 $0 $909,948 $0 $1,011,053 $1,038,351 2024 Measure M2 LocalFairshare $366,895 $0 $3,302,052 $0 $3,668,947 $3,768,009 2025 Measure M2 LocalFairshare $196,268 $0 $1,766,412 $0 $1,962,680 $2,070,254 2025 Local Streets andRoadsapportionments $411,650 $0 $3,704,850 $0 $4,116,500 $4,342,125 2025 General Fund $28,082 $0 $252,738 $0 $280,820 $296,212 2026 Measure M2 LocalFairshare $190,000 $0 $1,710,000 $0 $1,900,000 $2,058,563 2026 Local Streets andRoadsapportionments $210,000 $0 $1,890,000 $0 $2,100,000 $2,275,254 2027 Local Streets andRoadsapportionments $210,000 $0 $1,890,000 $0 $2,100,000 $2,337,212 2027 Measure M2 LocalFairshare $190,000 $0 $1,710,000 $0 $1,900,000 $2,114,620 2028 Local Streets andRoadsapportionments $210,000 $0 $1,890,000 $0 $2,100,000 $2,401,028 2028 Measure M2 LocalFairshare $190,000 $0 $1,710,000 $0 $1,900,000 $2,172,359 2029 Measure M2 LocalFairshare $190,000 $0 $1,710,000 $0 $1,900,000 $2,231,829 2029 Local Streets andRoadsapportionments $210,000 $0 $1,890,000 $0 $2,100,000 $2,466,759 2030 Local Streets andRoadsapportionments $210,000 $0 $1,890,000 $0 $2,100,000 $2,534,462 2030 Measure M2 LocalFairshare $190,000 $0 $1,710,000 $0 $1,900,000 $2,293,084 Totals: $3,104,000 $0 $27,936,000 $0 $31,040,000 $34,400,121 Last Revised: 23-00 - In Progress Total Programmed: $31,040,000 TIP ID CP-11643 IMPLEMENTING AGENCY Lake Forest, City of Local Project Number: Project Title
Additional Project IDs: 24S09 Arterial Median Improvement Project Type of Work: Safety Project Description
Type of Work Description: Safety - Install curbmedian Replace existing painted median with raised hardscape medians to improve traffic safety.

Limits
Trabuco Road north of El Toro Road and RockfieldBoulevard south of Lake Forest Drive Project Notes

FISCAL YEAR FUND TYPE ENG ROW CON/IMP O&M TOTAL TOTAL ESCALATED 2024 General Fund $0 $0 $200,000 $0 $200,000 $206,000
Totals: $0 $0 $200,000 $0 $200,000 $206,000
Last Revised: 23-00 - In Progress Total Programmed: $200,000 Item: 15
497

6/5/23, 4:46 PM ocfundtracker.octa.net/CIP/report_project_listing https://ocfundtracker.octa.net/CIP/report_project_listing 3/9 TIP ID CP-12216 IMPLEMENTING AGENCY Lake Forest, City of Local Project Number: Project Title
Additional Project IDs: 24S06 Arterial Wall Enhancements in Southwest Lake Forest Type of Work: Aesthetics Project Description
Type of Work Description: Aesthetics -Hardscape, lighting treatment, or communityidentity/monumentation improvements The project would enhance the visual appeal of walls along arterial roadways in Southwest LakeForest.

Limits
Southwest Lake Forest
Project Notes

FISCAL YEAR FUND TYPE ENG ROW CON/IMP O&M TOTAL TOTAL ESCALATED 2024 General Fund $25,000 $0 $0 $0 $25,000 $25,000
2025 General Fund $0 $0 $100,000 $0 $100,000 $106,090
Totals: $25,000 $0 $100,000 $0 $125,000 $131,090
Last Revised: 23-00 - In Progress Total Programmed: $125,000 TIP ID CP-12221 IMPLEMENTING AGENCY Lake Forest, City of Local Project Number: Project Title
Additional Project IDs: 25T01 Audible Pedestrian Signals Type of Work: Pedestrian Project Description
Type of Work Description: Pedestrian - Other This project would install Audible Pedestrian Signals at three locations.

Limits
Lake Forest Dr at Rockfield Blvd, Ridge Route andMuirlands, and El Toro Rd at Raymond Way.

Project Notes

FISCALYEAR FUND TYPE ENG ROWCON/IMPO&MTOTAL TOTALESCALATED 2025 Community DevelopmentBlock Grant $10,000 $0 $170,000 $0 $180,000 $190,353 2027 Community DevelopmentBlock Grant $10,000 $0 $170,000 $0 $180,000 $201,336 Totals: $20,000 $0 $340,000 $0 $360,000 $391,689
Last Revised: 23-00 - In Progress Total Programmed: $360,000 TIP ID CP-12225 IMPLEMENTING AGENCY Lake Forest, City of Local Project Number: Project Title
Additional Project IDs: 25T03 Bake Parkway and Rockfield Boulevard Traffic Signal Synchronization Type of Work: Traffic Signals Project Description
Type of Work Description: Traffic Signals -Coordinate signals within project limits This project synchronizes traffic signals along the Bake Pkwy corridor and traffic signals along theRockfield Blvd corridor in the cities of Lake Forest and Irvine.

Limits
Bake Parkway from Rue de Fortuna to Lake ForestDr. in Irvine. Rockfield Blvd from Los Alisos Blvd toCentre in Irvine.

Project Notes

FISCAL YEAR FUND TYPE ENG ROW CON/IMP O&M TOTAL TOTAL ESCALATED 2025 General Fund $0 $0 $370,000 $0 $370,000 $392,533
Totals: $0 $0 $370,000 $0 $370,000 $392,533
Last Revised: 23-00 - In Progress Total Programmed: $370,000 TIP ID CP-10692 IMPLEMENTING AGENCY Lake Forest, City of Local Project Number: Project Title
Additional Project IDs: PW 2019-02 Bake at Trabuco/Irvine Intersection Improvements Type of Work: Intersection Project Description
Type of Work Description: Intersection - Add leftturn and right turn lanes to intersection Make modifications to several left, right, and through lanes to improve traffic flow Limits
Intersection of Bake Parkway and Trabuco/IrvineBoulevard Project Notes
Impact Fees: Lake Forest Transportation MitigationProgram

FISCALYEAR FUND TYPE ENGROW CON/IMP O&MTOTAL TOTALESCALATED 2024 Traffic ImpactFees $0 $450,000 $2,300,000 $0 $2,750,000 $2,832,500 Totals: $0 $450,000 $2,300,000 $0 $2,750,000 $2,832,500 Last Revised: 23-00 - In Progress Total Programmed: $2,750,000 Item: 15
498

6/5/23, 4:46 PM ocfundtracker.octa.net/CIP/report_project_listing https://ocfundtracker.octa.net/CIP/report_project_listing 4/9 TIP ID CP-12219 IMPLEMENTING AGENCY Lake Forest, City of Local Project Number: Project Title
Additional Project IDs: 26S08 Bridge Inspection Repairs Type of Work: Road Maintenance Project Description
Type of Work Description: Road Maintenance -Bridge This project would inspect and repair roadway bridges throughout the City.

Limits
Citywide
Project Notes

FISCAL YEAR FUND TYPE ENG ROWCON/IMP O&M TOTAL TOTAL ESCALATED 2026 General Fund $25,000 $0 $175,000 $0 $200,000 $216,227 2027 General Fund $25,000 $0 $175,000 $0 $200,000 $221,964 2028 General Fund $25,000 $0 $175,000 $0 $200,000 $227,873 2029 General Fund $25,000 $0 $175,000 $0 $200,000 $233,959 2030 General Fund $25,000 $0 $175,000 $0 $200,000 $240,228 Totals: $125,000 $0 $875,000 $0 $1,000,000 $1,140,251
Last Revised: 23-00 - In Progress Total Programmed: $1,000,000 TIP ID CP-11646 IMPLEMENTING AGENCY Lake Forest, City of Local Project Number: Project Title
Additional Project IDs: PW 2021-06 Citywide Street Name Sign Replacement Type of Work: Safety Project Description
Type of Work Description: Safety - Signageinstallation and/or replacement Replace street name blades and poles.

Limits
Citywide
Project Notes

FISCAL YEAR FUND TYPE ENG ROW CON/IMP O&M TOTAL TOTAL ESCALATED 2024 General Fund $0 $0 $290,000 $0 $290,000 $298,700
Totals: $0 $0 $290,000 $0 $290,000 $298,700
Last Revised: 23-00 - In Progress Total Programmed: $290,000 TIP ID CP-12214 IMPLEMENTING AGENCY Lake Forest, City of Local Project Number: Project Title
Additional Project IDs: 24S04 El Toro Bus Shelter Renovations Type of Work: Transit Project Description
Type of Work Description: Transit - Stops,shelters, benches, amenities, etc. This project renovates existing bus shelters along El Toro Road between Muirlands Blvd to the 5 FWY Limits
El Toro Road from 5 FWY to Muirlands Blvd
Project Notes

FISCAL YEAR FUND TYPE ENG ROW CON/IMP O&M TOTAL TOTAL ESCALATED 2024 General Fund $10,000 $0 $115,000 $0 $125,000 $128,450 Totals: $10,000 $0 $115,000 $0 $125,000 $128,450
Last Revised: 23-00 - In Progress Total Programmed: $125,000 TIP ID CP-10695 IMPLEMENTING AGENCY Lake Forest, City of Local Project Number: Project Title
Additional Project IDs: PW 2020-07 El Toro Raised Medians from Jeronimo to Trabuco Road Type of Work: Safety Project Description
Type of Work Description: Safety - Install curbmedian Replace exisiting painted medians with raised medians Limits
El Toro Road from Jeronimo to Trabuco Road
Project Notes
Developer: Foothill Circulation Phasing Plan

FISCAL YEAR FUND TYPE ENG ROW CON/IMP O&M TOTAL TOTAL ESCALATED 2024 Developer $0 $0 $800,000 $0 $800,000 $824,000
Totals: $0 $0 $800,000 $0 $800,000 $824,000
Last Revised: 23-00 - In Progress Total Programmed: $800,000 Item: 15
499

6/5/23, 4:46 PM ocfundtracker.octa.net/CIP/report_project_listing https://ocfundtracker.octa.net/CIP/report_project_listing 5/9 TIP ID CP-10696 IMPLEMENTING AGENCY Lake Forest, City of Local Project Number: Project Title
Additional Project IDs: PW 2019-03 El Toro Road at Portola/Santa Margarita Intersection Improvements Type of Work: Intersection Project Description
Type of Work Description: Intersection - Add leftturn and right turn lanes to intersection Add 2nd EB and 2nd WB turn lanes on El Toro to mitigate future traffic impacts Limits
El Toro Road at Portola/Santa Margarita Parkway
Project Notes
Impact fees: Lake Forest Transportation MitigationProgram

FISCAL YEAR FUND TYPE ENGROWCON/IMP O&MTOTAL TOTAL ESCALATED 2024 Traffic Impact Fees $0 $0 $1,653,000 $0 $1,653,000 $1,702,590 Totals: $0 $0 $1,653,000 $0 $1,653,000 $1,702,590
Last Revised: 23-00 - In Progress Total Programmed: $1,653,000 TIP ID CP-11644 IMPLEMENTING AGENCY Lake Forest, City of Local Project Number: Project Title
Additional Project IDs: PW 2022-03 Irrigation Conservation Program Type of Work: Aesthetics Project Description
Type of Work Description: Aesthetics -Landscaping of roadway Replaces turf with new drip irrigation and drought tolerant landscaping.

Limits
City wide
Project Notes

FISCAL YEAR FUND TYPE ENG ROW CON/IMP O&M TOTAL TOTAL ESCALATED 2024 General Fund $22,000 $0 $186,000 $0 $208,000 $213,580 Totals: $22,000 $0 $186,000 $0 $208,000 $213,580
Last Revised: 23-00 - In Progress Total Programmed: $208,000 TIP ID CP-12226 IMPLEMENTING AGENCY Lake Forest, City of Local Project Number: Project Title
Additional Project IDs: 25T04 Irvine Blvd/Trabuco Rd Traffic Signal Synchronization Program Type of Work: Traffic Signals Project Description
Type of Work Description: Traffic Signals -Coordinate signals within project limits This project synchronizes traffic signals along the Irvine Blvd/Trabuco Rd corridor in the cities of Irvine,Lake Forest, and Mission Viejo Limits
Irvine Blvd/Trabuco Road from Old Myford Road inIrvine, through Lake Forest, to Marguerite inMission Viejo Project Notes

FISCALYEAR FUND TYPE ENGROWCON/IMPO&MTOTAL TOTALESCALATED 2025 Air Quality ManagementDistrict $0 $0 $45,000 $0 $45,000 $47,740 Totals: $0 $0 $45,000 $0 $45,000 $47,740
Last Revised: 23-00 - In Progress Total Programmed: $45,000 TIP ID CP-10704 IMPLEMENTING AGENCY Lake Forest, City of Local Project Number: 19-OCTA-TSP-3940 Project Title
Additional Project IDs: PW 2018-15 Lake Forest Traffic Signal Synchronization Program Type of Work: Traffic Signals Project Description
Type of Work Description: Traffic Signals -Coordinate signals within project limits Synchronize 27 traffic signals along the Lake Forest corridor in the cities of Lake FOrest Laguna Hills,Irvine and Caltrans Ramp Signals Limits
Lake Forest Drive from Portola Parkway to SR-133(Laguna Canyon Road) Project Notes
Match funding shown. TSSP funding not reflected.Project led by OCTA.

FISCALYEAR FUND TYPE ENGROWCON/IMPO&M TOTAL TOTALESCALATED 2024 Air Quality ManagementDistrict $0 $0 $270,000 $0 $270,000 $278,100 2025 Air Quality ManagementDistrict $0 $0 $0 $4,320 $4,320 $4,320 2026 Air Quality ManagementDistrict $0 $0 $0 $4,320 $4,320 $4,320 Totals: $0 $0 $270,000 $8,640 $278,640 $286,740
Last Revised: 23-00 - In Progress Total Programmed: $278,640 Item: 15
500

6/5/23, 4:46 PM ocfundtracker.octa.net/CIP/report_project_listing https://ocfundtracker.octa.net/CIP/report_project_listing 6/9 TIP ID CP-10706 IMPLEMENTING AGENCY Lake Forest, City of Local Project Number: 18-OCTA-TSP-3905 Project Title
Additional Project IDs: PW 2019-10 Los Alisos Traffic Signal Synchronization Program Type of Work: Traffic Signals Project Description
Type of Work Description: Traffic Signals -Coordinate signals within project limits Coordinate traffic signals on Los Alisos from Laguna Hills to Mission Viejo. City has one signal withinproject limits Limits
Los Alisos Boulevard from Laguna Hills to MissionViejo
Project Notes
Match funding shown. TSSP funding not reflected.Project led by OCTA.

FISCALYEAR FUND TYPE ENGROWCON/IMPO&MTOTALTOTALESCALATED 2024 Air Quality ManagementDistrict $0 $0 $0 $250 $250 $250 Totals: $0 $0 $0 $250 $250 $250
Last Revised: 23-00 - In Progress Total Programmed: $250 TIP ID CP-11648 IMPLEMENTING AGENCY Lake Forest, City of Local Project Number: Project Title
Additional Project IDs: 24T09 Meadows Traffic Improvements: Bake at Toledo Type of Work: Intersection Project Description
Type of Work Description: Intersection - Add leftturn lane(s) to intersection Widen Bake Parkway and Toledo Way to create dual left-turns in three of four directions due toMeadows development.

Limits
Bake Parkway and Toledo Way
Project Notes
Developer Fees: Meadows Traffic ImprovementProgram Fund

FISCAL YEAR FUND TYPE ENG ROW CON/IMP O&M TOTAL TOTAL ESCALATED 2024 Developer $0 $0 $2,122,900 $0 $2,122,900 $2,186,587 Totals: $0 $0 $2,122,900 $0 $2,122,900 $2,186,587
Last Revised: 23-00 - In Progress Total Programmed: $2,122,900 TIP ID CP-12215 IMPLEMENTING AGENCY Lake Forest, City of Local Project Number: Project Title
Additional Project IDs: 24S05 Non-Functional Turf Removal Study and Replacement Type of Work: Aesthetics Project Description
Type of Work Description: Aesthetics -Landscaping of roadway This project would identify locations and replace turf in streetscape with drought tolerant landscaping.

Limits
City-wide
Project Notes

FISCAL YEAR FUND TYPE ENG ROW CON/IMP O&M TOTAL TOTAL ESCALATED 2024 General Fund $30,000 $0 $0 $0 $30,000 $30,000
2025 General Fund $0 $0 $70,000 $0 $70,000 $74,263
Totals: $30,000 $0 $70,000 $0 $100,000 $104,263
Last Revised: 23-00 - In Progress Total Programmed: $100,000 TIP ID CP-11649 IMPLEMENTING AGENCY Lake Forest, City of Local Project Number: 21-OCTA-TSP-4001 Project Title
Additional Project IDs: PW 2020-15 Portola/Santa Margarita Traffic Signal Synchronization Type of Work: Traffic Signals Project Description
Type of Work Description: Traffic Signals -Coordinate signals within project limits Update traffic signal synchronization along the Portola/Santa Margarita Corridor. Lake Forest has 11traffic signals in this project.

Limits
Portola Parkway from the corridor's northernterminus to El Toro Road Project Notes
Match funding shown. TSSP not reflected. Projectled by OCTA.

FISCALYEAR FUND TYPE ENGROWCON/IMPO&MTOTAL TOTALESCALATED 2024 Air Quality ManagementDistrict $0 $0 $225,000 $0 $225,000 $231,750 Totals: $0 $0 $225,000 $0 $225,000 $231,750
Last Revised: 23-00 - In Progress Total Programmed: $225,000 Item: 15
501

6/5/23, 4:46 PM ocfundtracker.octa.net/CIP/report_project_listing https://ocfundtracker.octa.net/CIP/report_project_listing 7/9 TIP ID CP-12222 IMPLEMENTING AGENCY Lake Forest, City of Local Project Number: Project Title
Additional Project IDs: 24T02 Protective Permissive Left Turn Project Type of Work: Traffic Signals Project Description
Type of Work Description: Traffic Signals -Replace and upgrade traffic signals and equipment This project installs protective permissive left-turn phasing at four intersections Limits
Alton Pkwy and Monarch, Alton Pkwy andCatalina, Bake Pkwy and Towne Center Dr., andLake Forest Dr. and Towne Center Dr.

Project Notes

FISCAL YEAR FUND TYPE ENG ROW CON/IMP O&M TOTAL TOTAL ESCALATED 2024 General Fund $25,000 $0 $400,000 $0 $425,000 $437,000 2026 General Fund $25,000 $0 $400,000 $0 $425,000 $462,091 Totals: $50,000 $0 $800,000 $0 $850,000 $899,091
Last Revised: 23-00 - In Progress Total Programmed: $850,000 TIP ID CP-12218 IMPLEMENTING AGENCY Lake Forest, City of Local Project Number: Project Title
Additional Project IDs: 24S07 Ridge Route Median Improvement Project Type of Work: Aesthetics Project Description
Type of Work Description: Aesthetics -Hardscape, lighting treatment, or communityidentity/monumentation improvements Renovate 16 medians along the Ridge Route corridor between Muirlands and Rockfield.

Limits
Ridge Route between Muirlands and RockfieldBlvd
Project Notes

FISCAL YEAR FUND TYPE ENG ROW CON/IMP O&M TOTAL TOTAL ESCALATED 2024 General Fund $0 $0 $210,000 $0 $210,000 $216,300
Totals: $0 $0 $210,000 $0 $210,000 $216,300
Last Revised: 23-00 - In Progress Total Programmed: $210,000 TIP ID CP-10710 IMPLEMENTING AGENCY Lake Forest, City of Local Project Number: Project Title
Additional Project IDs: PW 2020-04 Second Eastbound Left Turn Lane on Bake Parkway at Jeronimo Type of Work: Intersection Project Description
Type of Work Description: Intersection - Add leftturn lane(s) to intersection Add second eastbound left turn lane on Bake Parkway at Jeronimo Limits
Bake Parkway at Jeronimo
Project Notes
Impact Fees: Lake Forest Transportation MitigationProgram

FISCAL YEARFUND TYPE ENGROW CON/IMP O&MTOTAL TOTAL ESCALATED 2024 Traffic Impact Fees $0 $108,000 $831,000 $0 $939,000 $967,170 Totals: $0 $108,000 $831,000 $0 $939,000 $967,170
Last Revised: 23-00 - In Progress Total Programmed: $939,000 TIP ID CP-10712 IMPLEMENTING AGENCY Lake Forest, City of Local Project Number: Project Title
Additional Project IDs: 24T08 Second Left Turn Lanes in All Directions at Los Alisos and Muirlands Type of Work: Intersection Project Description
Type of Work Description: Intersection - Add leftturn lane(s) to intersection Add second left turn lanes in all directions at Los Alisos and Muirlands Limits
Los Alisos Boulevard and Muirlands
Project Notes
Developer: Foothill Circulation Phasing Plan

FISCAL YEAR FUND TYPE ENG ROW CON/IMP O&M TOTAL TOTAL ESCALATED 2024 Developer $0 $0 $1,525,000 $0 $1,525,000 $1,570,750 Totals: $0 $0 $1,525,000 $0 $1,525,000 $1,570,750
Last Revised: 23-00 - In Progress Total Programmed: $1,525,000 Item: 15
502

6/5/23, 4:46 PM ocfundtracker.octa.net/CIP/report_project_listing https://ocfundtracker.octa.net/CIP/report_project_listing 8/9 TIP ID CP-10713 IMPLEMENTING AGENCY Lake Forest, City of Local Project Number: Project Title
Additional Project IDs: 24T05 Southbound Rancho Parkway Widening at Lake Forest Drive for Right Turn Lane Type of Work: Intersection Project Description
Type of Work Description: Intersection - Addright turn lane(s) to intersection Widen southbound Rancho Parkway to create an 8-ft wide bike lane/de facto right turn Limits
Rancho Parkway/Lake Forest Drive
Project Notes
Impact Fees: Lake Forest Transportation MitigationProgram

FISCAL YEAR FUND TYPE ENG ROW CON/IMP O&M TOTAL TOTAL ESCALATED 2024 Traffic Impact Fees $0 $0 $224,000 $0 $224,000 $230,720 Totals: $0 $0 $224,000 $0 $224,000 $230,720
Last Revised: 23-00 - In Progress Total Programmed: $224,000 TIP ID CP-11645 IMPLEMENTING AGENCY Lake Forest, City of Local Project Number: Project Title
Additional Project IDs: PW 2022-04 Street Parkway Tree Replacement Program Type of Work: Aesthetics Project Description
Type of Work Description: Aesthetics -Landscaping of roadway Replaces trees along parkway with appropriate species to mitigate potential impacts to adjacentprivate property.

Limits
City wide
Project Notes

FISCAL YEAR FUND TYPE ENG ROW CON/IMP O&M TOTAL TOTAL ESCALATED 2024 General Fund $17,000 $0 $121,000 $0 $138,000 $141,630 Totals: $17,000 $0 $121,000 $0 $138,000 $141,630
Last Revised: 23-00 - In Progress Total Programmed: $138,000 TIP ID CP-12213 IMPLEMENTING AGENCY Lake Forest, City of Local Project Number: Project Title
Additional Project IDs: 24S03 Trabuco Road Ascension Cemetery Left-Turn Holding Pocket Type of Work: Intersection Project Description
Type of Work Description: Intersection - Other Construct a left turn holding lane at entrance/exit to Ascension Cemetery allowing drivers exiting thecemetery to make left turns in two steps Limits
Trabuco Road at entrance to Ascension Cemeterybetween
Project Notes

FISCAL YEAR FUND TYPE ENG ROW CON/IMP O&M TOTAL TOTAL ESCALATED 2024 General Fund $0 $0 $350,000 $0 $350,000 $360,500
Totals: $0 $0 $350,000 $0 $350,000 $360,500
Last Revised: 23-00 - In Progress Total Programmed: $350,000 TIP ID CP-10729 IMPLEMENTING AGENCY Lake Forest, City of Local Project Number: Project Title
Additional Project IDs: 24T06 Widening of Southbound Jeronimo at Lake Forest Drive Type of Work: Road Widening Project Description
Type of Work Description: Road Widening -Widen width of existing traffic lanes Widen southbound Jeronimo to create bike lane/de facto SB right turn lane Limits
Jeronimo at Lake Forest Drive
Project Notes
Impact Fees: Lake Forest Transportation MitigationProgram

FISCAL YEAR FUND TYPE ENG ROW CON/IMP O&M TOTAL TOTAL ESCALATED 2024 Traffic Impact Fees $0 $0 $116,100 $0 $116,100 $119,583 Totals: $0 $0 $116,100 $0 $116,100 $119,583
Last Revised: 23-00 - In Progress Total Programmed: $116,100 Item: 15
503

6/5/23, 4:46 PM ocfundtracker.octa.net/CIP/report_project_listing https://ocfundtracker.octa.net/CIP/report_project_listing 9/9 TIP ID CP-11659 IMPLEMENTING AGENCY Lake Forest, City of Local Project Number: Project Title
Additional Project IDs: 24T07 Widening of Westbound Los Alisos to Add a Dedicated Right-Turn Lane at Rockfield Type of Work: Intersection Project Description
Type of Work Description: Intersection - Addright turn lane(s) to intersection Widening of westbound Los Alisos to add a dedicated right-turn lane at Rockfield Limits
Los Alisos at Rockfield
Project Notes
Impact Fees: Lake Forest Transportation MitigationProgram

FISCAL YEAR FUND TYPE ENG ROW CON/IMP O&M TOTAL TOTAL ESCALATED 2024 Traffic Impact Fees $0 $0 $667,000 $0 $667,000 $687,010 Totals: $0 $0 $667,000 $0 $667,000 $687,010
Last Revised: 23-00 - In Progress Total Programmed: $667,000 TIP ID CP-10730 IMPLEMENTING AGENCY Lake Forest, City of Local Project Number: Project Title
Additional Project IDs: PW 2019-08 Widening/Realignment of Jeronimo at El Toro Road Type of Work: Road Widening Project Description
Type of Work Description: Road Widening -Widen width of existing traffic lanes Widen Jeronimo north and south of El Toro to correct an existing misalignment of through lanes Limits
Jeronimo at El Toro Road
Project Notes
Developer: Foothill Corridor Phasing Plan

FISCAL YEAR FUND TYPE ENG ROW CON/IMP O&M TOTAL TOTAL ESCALATED 2024 Developer $0 $250,000 $450,000 $0 $700,000 $721,000 Totals: $0 $250,000 $450,000 $0 $700,000 $721,000
Last Revised: 23-00 - In Progress Total Programmed: $700,000 Item: 15
504

Attachment 2
Item: 15
505

RESOLUTION NO. 2023-__

A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF

LAKE FOREST, CALIFORNIA, CONCERNING THE STATUS AND UPDATE OF

THE CIRCULATION ELEMENT, AND MITIGATION FEE PROGRAM FOR THE MEASURE M (“M2”) PROGRAM

WHEREAS, the City of Lake Forest desires to maintain and improve the streets within its jurisdiction, including those arterials contained in the Master Plan of Arterial Highways (MPAH) and
WHEREAS, the City of Lake Forest had endorsed a definition of and process for, determining consistency of the City’s Traffic Circulation Plan with the MPAH, and WHEREAS, the City has adopted a General Pl an Circulation Element which does not preclude implementation of the MPAH within its jurisdiction, and WHEREAS, the City is required to adopt a resolution biennially informing the Orange County Transportation Authority (OCTA) that the City’s Circulation Element is in conformance with the MPAH and whether any changes to any arterial highways of said Circulation Element have been adopted by the City during Fiscal Years 2021-22 and FY 2022-23, and
WHEREAS, the City is required to send biennially to the OCTA all recommended changes to the City ’s Circulation Element and the MPAH for the purposes of re -qualifying for participation in the Comprehensive Transportation Funding Programs;
WHEREAS, the City is required to adopt a resolution biennially certifying that the City has an existing Mitigation Fee Program that assesses traffic impacts of new development and requires new development to pay a fair share of necessary transportation improvements attributable to the new development; and NOW, THEREFORE, BE IT RESOLVED that the City Council for the Cit y of Lake Forest, does hereby inform OCTA that:
a) The arterial highway portion of the City Circulation Element of the City is in conformance with the MPAH.
b) The City attests that no unilateral reduction in through lanes has been made on any MPAH arterials during FY 2021-22 and FY 2022-23. c) The City affirms that it will bring forward requests to amend the MPAH, when necessary, in order to ensure that the MPAH and the General Plan Circulation Element remain consistent.

Item: 15
506

d) The City reaffirms that Council concurs wit h the existing Mitigation Fee Programs.

PASSED, APPROVED, AND ADOPTED this __ day of ____ 2023, by the following vote, to wit:

________________________

DOUG CIRBO
MAYOR

ATTEST:

___________________________

LISA BERGLUND

CITY CLERK

APPROVED AS TO FORM:

___________________________

MATTHEW RICHARDSON

CITY ATTORNEY

Item: 15
507

Attachment 3
Item: 15
508

City of Lake Forest
Pavement
Management Plan
Prepared by: IMS, Infrastructure Management Services
Submitted to OCTA: 6-16-2023
Item: 15
509

Pavement Management Plan Agency Submittal
Agency Submittal Table of Contents
I. Pavement Management Plan Certification..................................................................................................... 2 II. Executive Summary......................................................................................................................................... 3 III. Background (Optional).................................................................................................................................... 4 IV. Current Pavement Conditions (PCI)................................................................................................................ 5 V. Projected Pavement Conditions (PCI)............................................................................................................. 5 VI. Alternative Funding Levels.............................................................................................................................. 6 Maintain Existing Average Network PCI .......................................................................................................... 6 Improve Average Network PCI......................................................................................................................... 6 VII. Current and Projected Backlog by Year of Pavement Maintenance Needs ................................................... 7 VIII. Centerline Mileage.......................................................................................................................................... 7 IX. Percentage of Network in Each of Five Condition Categories Based on Centerline Miles ............................. 8 X. Reduction in Local Match................................................................................................................................ 9 XI. Appendix A – Seven-Year Road Maintenance and Rehabilitation Plan Based on Current or Expected Funding Level ................................................................................................................................................ 10 XII. Appendix B – Complete Listing of Current Street Conditions....................................................................... 11 XIII. Appendix C – GIS Digital Data ....................................................................................................................... 12 Introduction ................................................................................................................................................... 12 Structure of GIS Data ..................................................................................................................................... 12 XIV. Appendix D – Quality Assurance/Quality Control Plan................................................................................. 14 Introduction ................................................................................................................................................... 14 Objectives ...................................................................................................................................................... 14 Structure of QA/QC Plan................................................................................................................................ 15 Condition Survey Procedures......................................................................................................................... 16 Accuracy Required for Data Collection.......................................................................................................... 17 Random and Systematic Re-Inspections........................................................................................................ 17 PCI Comparison with Past Surveys................................................................................................................. 18 Inspector’s Qualifications and Experience..................................................................................................... 19 Safety Procedures .......................................................................................................................................... 19 XV. Appendix E – Pavement Management Data Files......................................................................................... 20 XVI. Appendix F -- GIS Maps – Current Conditions (Optional) ............................................................................. 20 P a g e | 1
Item: 15
510

Item: 15
511

Pavement Management Plan Agency Submittal
II. Executive Summary

PROJECT OVERVIEW
IMS Infrastructure Management Services, LLC (IMS) was contracted by the City of Lake Forest to conduct a pavement condition assessment and funding analysis for the pavement network consisting of approximately 170 centerline miles of City maintained asphalt roadways which was to include the following major tasks as part of the OCTA PMP:
• Survey and assess pavement conditions through the use of an automated data collection vehicle utilizing LCMS2 and high definition imagery to classify pavement distress outline in ASTM Standard D6433 “Standard Practice for Roads and Parking Lots Pavement Condition Index Surveys”.

Configure the data for use with the StreetSaver pavement management program and update the models used to forecast future costs and conditions.

Determine the effects of current funding levels on the overall network condition for a period of seven years and determine the level of funding required to maintain the current average network PCI and increase the average network PCI by one point.
•
•
• Report of the condition results and findings of the budget scenarios.

FUNDING PROJECTIONS
The City of Lake Forest currently expects to maintain annual budget of $4 million per year over the next seven years with a dedicated zone-based slurry seal program that completes its cycle in sync with the seven-year analysis period. The projected PCI at the end of year seven is expected to be 85. Funding scenarios to maintain the current average network condition and increase the average network condition by one point are expected to require an average annual budget of $7.0 million and $9.0 million respectively.

SUMMARY CONCLUSION
The current network average PCI for the City of Lake Forest is 77. This condition level meets the requirements set by OCTA to qualify for the local agency match reduction of 10% of the eligible cost for projects submitted for consideration of funding through the M2 Comprehensive Transportation Funding Programs (CTFP). Results from the budget scenario analyzing current funding levels suggest that the City will meet this requirement over the next seven years.

P a g e | 3
Item: 15
512

Pavement Management Plan Agency Submittal
III. Background (Optional)
This City of Lake Forest has been able to maintain a relatively constant PCI between 75 and 80 over the last 7 years.

The funding scenarios generated for this report reflect two different methodologies. OCTA requires scenarios that estimate the funding needed to maintain the current PCI and increase the PCI by one point over the seven year analysis period. This relies on the logic and assumptions made within the StreetSaver program which may not directly model the process by which the City’s engineering team selects and plans projects. Specifically, the City employs a cyclical slurry program that covers each residential zone in one of the seven years of the program.

The outcomes presented in section V. Projected Pavement Conditions incorporate this slurry plan and displays its effectiveness. Allowing the parameters in StreetSaver to dictate the outcomes of the City’s annual $4 million dollar budget results in a final network PCI of 74 compared to the projected PCI of 85 using the City’s slurry plan.

Please take these differences into consideration for the remainder of the report.

Furthermore, the list of available rehabilitation activities in use by the City is periodically re-evaluated. The projections in this report reflect a narrower range of possible candidates for preventive maintenance compared to previous PMP submittals. This difference had a considerable effect on the values calculated for backlog.

P a g e | 4
Item: 15
513

Pavement Management Plan Agency Submittal
IV. Current Pavement Conditions (PCI)
Current Network PCI Current MPAH PCI Current Local PCI
77 69 82
V. Projected Pavement Conditions (PCI)
Should be by projected PCI by year under existing or expected funding levels for next seven fiscal years (“Today” is before June 30, 2023).

Entire NetworkFiscal Year
Today
Current Funding MPAH LocalPCI
Click here to
enter 77 69 82
2023-24
2024-25
2025-26
2026-27
2027-28
2028-29
2029-30
80 82
83 84
83 83
85 70
73 75
80 79
77 80
87 87
88 86
86 87
88 $4,000,000
$4,000,000
$4,000,000
$4,000,000
$4,000,000
$4,000,000
$4,000,000
These results reflect the outcomes of the City’s currently slurry plan. Pavement conditions are carefully assessed during the planning process to ensure any load associated distresses are properly patched.

P a g e | 5
Item: 15
514

Pavement Management Plan Agency Submittal
VI. Alternative Funding Levels
Maintain Existing Average Network PCI
Maintain Entire NetworkFiscal Year
Today
MPAH LocalFunding
Click here to
enter
PCI
77 69 82
2023-24
2024-25
2025-26
2026-27
2027-28
2028-29
2029-30
70 67
65 67
67 68
68 82
83 84
84 84
83 83
$2,750,715
$1,012,646
$860,832
80 78
77 77
77 77
77 $6,241,135
$10,765,931
$12,546,955
$13,560,490
Improve Average Network PCI
Entire Network
PCIFiscal Year
Today
Current Funding MPAH Local
Click here to
enter 77 69 82
2023-24
2024-25
2025-26
2026-27
2027-28
2028-29
2029-30
70 67
68 69
69 70
70 83
85 84
84 84
83 83
$2,750,715
$1,012,646
$2,488,622
$9,933,990
$10,352,397
$12,760,758
80 78
78 78
78 78
78$13,639,660
P a g e | 6
Item: 15
515

Pavement Management Plan Agency Submittal
VII. Current and Projected Backlog by Year of Pavement Maintenance Needs
Current FundingFiscal Year Maintain PCI Backlog Increase PCI BacklogBacklog Current
2023-24
2024-25
2025-26
2026-27
2027-28
2028-29
2029-30
$30,057,981
$6,949,099
$9,075,294
$9,495,735
$13,193,809
$14,900,309
$16,533,371
$21,316,121
$30,057,981
$38,083,581
$42,802,751
$45,927,259
$48,115,136
$56,262,623
$59,696,467
$75,304,947
$30,057,981
$37,394,945
$40,052,916
$39,300,349
$42,738,591
$50,672,775
$53,097,427
$66,767,281
VIII. Centerline Mileage
Entire Pavement Network MPAH
39 Local Roads
170 131
P a g e | 7
Item: 15
516

Pavement Management Plan Agency Submittal
IX. Percentage of Network in Each of Five Condition Categories Based on Centerline Miles
Percent
Area of
Total
Percent
Centerline
Mileage of
Network
Area of
Pavement
(sf)
Centerline
Mileage of
Network
Condition
Category PCI Range Network
Pavement
MPAH 6%
29%
7%
2,461,926
11,255,085
2,683,077
7,016,293
5,875,008
4,283,692
3,842,831
1,542,905
166,514
6 62
7 Very Good
Good
86-100
75-85
60-74
41-59
0-40

40.3%

26.9%

21.3%

10.9%

0.6%
Local
MPAH
Local 18%
15%
11%
10%
4%
39 15
21 11
8 MPAH
Local
Fair
MPAH
Local
Poor
MPAH
Local
0% 0
Very Poor
0% 124,524 0.6
P a g e | 8
Item: 15
517

Pavement Management Plan Agency Submittal
X. Reduction in Local Match
A local agency match reduction of 10% of the eligible cost for projects submitted for consideration of funding through the Comprehensive Transportation Funding Programs (CTFP) call for projects is available if the local agency either:
a. Shows measurable improvement of paved road conditions during the previous reporting period defined as an overall weighted (by area) average system improvement of one Pavement Condition Index (PCI) point with no reduction in the overall weighted (by area) average PCI in the Master Plan of Arterial Highways (MPAH) or local street categories;
or
b. Have road pavement conditions during the previous reporting period, within the highest 20% of the scale for road pavement conditions in conformance with OCTA Ordinance No. 3, defined as a PCI of 75 or higher, otherwise defined as in “good condition”.

If applicable, please use the space below to justify the local agency’s eligibility for a reduction in Local Match based on the statement above.

The findings of this report show that the City of Lake Forest is eligible for a local match reduction by exceeding the required average weighted network PCI score of 75. The current weighted PCI for the City of Lake Forest sits at 77.

P a g e | 9
Item: 15
518

Pavement Management Plan Agency Submittal
XI. Appendix A – Seven-Year Road Maintenance and Rehabilitation Plan Based on Current or Expected Funding Level
The seven-year plan for road maintenance and rehabilitation should be based on current and projected budget.

Street sections selected for treatment should be identified here. Specific data to be submitted should follow the format below:

MPAH
Limits of Work
Length of
Segment
Width of
Segment
Pavement
Area
Type of
Treatment
Cost of
Treatment
Year of
TreatmentStreet Name From To
LOCAL
Limits of Work
Length of
Segment
Width of
Segment
Pavement
Area
Type of
Treatment
Cost of
Treatment
Year of
TreatmentStreet Name From To
Please attach the seven-year road maintenance and rehabilitation plan, following the above template, after this sheet. The plan should be labeled Appendix A.

P a g e | 10
Item: 15
519

MPAH - Appendix A Forecasted Maintenance City of Lake Forest, CA Limits of Work
Length of Width of
Segment Segment Pavement InspectionFiscal Cost of
Area (sqft) PCIYear
2024
2024
2024
2024
2024
2024
2024
2024
2024
2024
2024
2024
2024
2024
2024
2024
2024
2024
2024
2024
2024
2024
2024
2024
2024
2024
2024
2024
2024
2024
2024
2024
2024
2025
2025
2025
2025
2025
2025
2025
2025
2025
2025
2025
2025
2025
2025
2025
2025
2025
2025
2025
2025
2025
2025
2025
2025
2025
2025
StreetID Section ID Street Name

VISTA TERRACE
Begin Street End Street

CUL DE SAC
Class Area ID
E
(ft)
1,650
2,275
1,100
2,275
1,390
453
(ft)
41 36
42 36
44 49
33 44
34 25
33 49
33 37
33 33
33 34
33 33
33 59
44 33
40 37
33 44
36 37
33 34
51 42
29 37
24 36
32 32
20 32
37 37
31 37
32 31
32 37
32 33
32 31
33 30
30 20
32 Type of Treatment Treatment
C040702
C040376
C040587
C040376
C040263
C040376
C040108
C040263
C040376
C040406
C040043
C040376
C040516
C040082
C040296
C040676
C040268
C040376
C040399
C040418
C040538
C040561
C040263
C040348
C040718
C040462
C040694
C040263
C040376
C040427
C040444
C040539
C040587
C040354
C040354
23807
15225
22671
15924
15090
15442
13875
14279
15253
15689
12620
15441
16505
12792
14475
23416
14298
15231
15608
15832
22235
22373
14272
14787
25078
16180
23773
14271
15443
15893
15261
25508
22672
14898
14900

LAKE FOREST DR SE/

OLD TRABUCO

EL TORO RD
R - Residential/Local
A - Arterial
67,650
81,900
46,200
81,900
61,160
22,197
11,913
128,480
78,744
5,325
40 44
44 46
49 50
51 52
54 54
57 57
57 58
58 58
59 59
59 59
59 59
60 60
61 62
62 63
63 65
65 65
65 36
39 41
44 45
46 47
48 48
50 50
51 51
52 54
54 55
55 55
55 56
57 58
58 59
59 SLURRY SEAL w/2% BASE REPAIR
SLURRY SEAL w/2% BASE REPAIR
SLURRY SEAL w/2% BASE REPAIR
SLURRY SEAL w/2% BASE REPAIR
SLURRY SEAL w/2% BASE REPAIR
SLURRY SEAL w/2% BASE REPAIR
SLURRY SEAL w/2% BASE REPAIR
SLURRY SEAL w/2% BASE REPAIR
SLURRY SEAL w/2% BASE REPAIR
SLURRY SEAL w/2% BASE REPAIR
SLURRY SEAL w/2% BASE REPAIR
SLURRY SEAL w/2% BASE REPAIR
SLURRY SEAL w/2% BASE REPAIR
SLURRY SEAL w/2% BASE REPAIR
SLURRY SEAL w/2% BASE REPAIR
SLURRY SEAL w/2% BASE REPAIR
SLURRY SEAL w/2% BASE REPAIR
SLURRY SEAL w/2% BASE REPAIR
SLURRY SEAL w/2% BASE REPAIR
SLURRY SEAL w/2% BASE REPAIR
SLURRY SEAL w/2% BASE REPAIR
SLURRY SEAL w/2% BASE REPAIR
SLURRY SEAL w/2% BASE REPAIR
SLURRY SEAL w/2% BASE REPAIR
SLURRY SEAL w/2% BASE REPAIR
SLURRY SEAL w/2% BASE REPAIR
SLURRY SEAL w/2% BASE REPAIR
SLURRY SEAL w/2% BASE REPAIR
SLURRY SEAL w/2% BASE REPAIR
SLURRY SEAL w/2% BASE REPAIR
SLURRY SEAL w/2% BASE REPAIR
SLURRY SEAL w/2% BASE REPAIR
SLURRY SEAL w/2% BASE REPAIR
SLURRY SEAL w/2% BASE REPAIR
SLURRY SEAL w/2% BASE REPAIR
SLURRY SEAL w/2% BASE REPAIR
SLURRY SEAL w/2% BASE REPAIR
SLURRY SEAL w/2% BASE REPAIR
SLURRY SEAL w/2% BASE REPAIR
SLURRY SEAL w/2% BASE REPAIR
SLURRY SEAL w/2% BASE REPAIR
SLURRY SEAL w/2% BASE REPAIR
SLURRY SEAL w/2% BASE REPAIR
SLURRY SEAL w/2% BASE REPAIR
SLURRY SEAL w/2% BASE REPAIR
SLURRY SEAL w/2% BASE REPAIR
SLURRY SEAL w/2% BASE REPAIR
SLURRY SEAL w/2% BASE REPAIR
SLURRY SEAL w/2% BASE REPAIR
SLURRY SEAL w/2% BASE REPAIR
SLURRY SEAL w/2% BASE REPAIR
SLURRY SEAL w/2% BASE REPAIR
SLURRY SEAL w/2% BASE REPAIR
SLURRY SEAL w/2% BASE REPAIR
SLURRY SEAL w/2% BASE REPAIR
SLURRY SEAL w/2% BASE REPAIR
SLURRY SEAL w/2% BASE REPAIR
SLURRY SEAL w/2% BASE REPAIR
SLURRY SEAL w/2% BASE REPAIR
$54,064
$65,452
$36,922
$65,452
$48,877
$17,739
$9,520

LAKE FOREST DRIVE

SANTA MARGARITA PKWY

LAKE FOREST DRIVE

EL TORO ROAD

FERNLEAF DR
1100 S/O EL TORO RD

OLD TRABUCO

GLEN MEADOWS

TRABUCO RD

REGENCY LN

SANTA MARGARITA PKWY

VINTAGE WOODS RD

CUL DE SAC
E
A - Arterial E
FERNLEAF DR A - Arterial E

SANTA MARGARITA PKWY

OLD TRABUCO

COVENTRY LN

NORMANDALE DR

DIMENSION
A - Arterial E

LAKE FOREST DRIVE

BRIGHTON LANE

EL TORO ROAD
A - Arterial E
R - Residential/Local
A - Arterial
E 361
E 2,920
2,316
213
$102,677
$62,930
$4,256

LAKE FOREST DRIVE

LYRIC WAY
A - Arterial E

MIDCREST DR E/

BELLCROFT DR

TRABUCO RD
R - Residential/Local
R - Residential/Local
A - Arterial
E
ASTOR WAY CUL DE SAC E 161 5,313 $4,246

LAKE FOREST DRIVE

PERTH WAY

OLD TRABUCO

CUL DE SAC
E 469 22,981
19,503
66,785
20,130
7,689
$18,366
$15,586
$53,372
$16,087
$6,145

BELLCROFT DR

ELSBERRY N/
R - Residential/Local
R - Residential/Local
R - Residential/Local
R - Residential/Local
R - Residential/Local
A - Arterial
E 591

BELLCROFT DRIVE

FOREST MEADOW DRIVE

TUSCAN WAY
CUL DE SAC E 1,805
610NORMANDALE DR

BELLCROFT DR SE/

LORRI DR

CUL DE SAC E
CUL DE SAC E 233
ELOISE DRIVE SALLY DR E 466 15,378
78,438
14,718
10,296
13,629
11,623
87,648
11,385
17,080
48,803
20,790
85,888
63,720
96,866
10,824
59,976
56,100
31,962
11,600
44,622
35,424
19,152
48,832
6,496
$12,290
$62,685
$11,762
$8,228

LAKE FOREST DRIVE

LORRI DRIVE

VINTAGE WOODS RD

ELOISE DR
DIMENSION E 2,307
446LITTLE DR R - Residential/Local
R - Residential/Local
R - Residential/Local
R - Residential/Local
A - Arterial
E

MAURICE COURT

RAMJIT COURT
LORRI DR CUL DE SAC E 312

MANALASTAS

MORNINGSTAR RD

ALISO PARK DR

PITTSFORD DR W/

RANCHO PKWY

MIDCREST DR

LAKE FOREST DR E/

TRABUCO RD
CUL DE SAC E 413 $10,892
$9,289RIMROCK CIRCLE

EL TORO ROAD
CUL DE SAC E 197

TRABUCO RD

CUL DE SAC
E 1,992
345
$70,045
$9,099IVES WAY R - Residential/Local
R - Residential/Local
R - Residential/Local
R - Residential/Local
A - Arterial
E

WINDROW DRIVE

NORTHCREST DRIVE

VINTAGE WOODS ROAD

EL TORO ROAD
END E 427 $13,650
$39,002
$16,615
$68,639
$50,923
$77,412
$8,650

MONTBURY DR

CUL DE SAC
E 1,319
630E

ALISO PARK DR

PITTSFORD DR

DANBY WY
E 1,952
1,770
2,618
328

LAKE FOREST DRIVE

MIDCREST DRIVE

MONTERRA
FERNLEAF DR A - Arterial E

PITTSFORD DR

MIRALINDA
R - Residential/Local
R - Residential/Local
A - Arterial
E

CUL DE SAC E

RANCHO PARKWAY

SANTA MARGARITA PKWY

JERONIMO ROAD

JERONIMO ROAD

EL TORO ROAD

PORTOLA PKWY
1100 S/O EL TORO RD

ORANGE AVE

HERMANA CIR

EL TORO RD
E 1,764
1,100
761
$47,931
$44,833
$26,820
$9,734
A - Arterial E

CHERRY AVE

ORANGE AVE

ATSF RR
A - Arterial B
B
B
B
B
B
B
B
B
B
B
B
B
B
B
B
B
B
B
B
B
B
B
B
B
B
EL TORO RD A - Arterial 400
C040263 14268C JERONIMO RD

CHERRY AVE
A - Arterial 1,206
1,476
532
$37,443
$29,725
$16,071
$40,976
$5,451
C040354
C040260
C040400
C040566
C040014
C040566
14896
14229
15612
22402
13878
22405

JERONIMO ROAD

EL PERRO STREET

LOS ALISOS BOULEVARD

ROCKFIELD BOULEVARD

ALLEY-W/SAGUARO ST

ROCKFIELD BOULEVARD

EL TORO ROAD

LOS ALISOS BLVD

CUL DE SAC
A - Arterial

JUTEWOOD PL NE/
739'S/DALEVIEW

LARKWOOD LN
950'W/SAGUARO ST

ORCHARD
R - Residential/Local
A - ArterialROCKFIELD BLVD

LOS ALISOS BLVD

SAGUARO ST

EL TORO RD
1,526
203A - Arterial
O - Other 955 19,100
28,352
44,622
28,046
55,986
53,539
30,752
55,986
5,664
$16,027
$23,791
$37,443
$23,534
$46,979
$44,926
$25,805
$46,979
$4,753
A - Arterial 886
C040263 14267A
C040354 14897
C040263 14265C

ATSF RR JERONIMO RD

ORANGE AVE

ATSF RR
A - Arterial 1,206
758JERONIMO ROAD

EL TORO ROAD
CHERRY AVE A - Arterial

MUIRLANDS BLVD

LOS ALISOS BLVD

EL TORO RD
A - Arterial 1,806
1,447
961
C040354
C040566
14895
22406

JERONIMO ROAD

ROCKFIELD BOULEVARD

EL TORO ROAD

CHERRY AVE

ORCHARD
A - Arterial
A - Arterial
C040263 14266A ATSF RR MUIRLANDS BLVD

LARKWOOD LN

EL TORO RD
A - Arterial 1,806
177C040566
C040354
C040400
C040542
C040566
22401
14899
15613
22274
22407

ROCKFIELD BOULEVARD

JERONIMO ROAD

LOS ALISOS BOULEVARD

RATON DRIVE

LOS ALISOS BLVD

ORANGE AVE
A - Arterial
A - Arterial 384 14,208
49,344
17,325
35,168
44,175
19,041
53,940
27,960
9,520
$11,922
$41,406
$14,538
$29,510
$37,068
$15,978
$45,262
$23,462
$7,988

ROCKFIELD BLVD

EL TORO RD
739'S/DALEVIEW

LA VACA ST
A - Arterial 1,542
525R - Residential/Local
A - ArterialROCKFIELD BOULEVARD

EL TORO ROAD
EL TORO RD 158'SE/CAVANAUGH RD

MUIRLANDS BLVD

CUL DE SAC
1,099
1,425
577
C040263 14265B RAYMOND WY

TWIG ST N/
A - Arterial
C040317
C040354
C040354
C040013
C040255
14580
14901
14903
13877
14173
GRASS STREET R - Residential/Local
A - ArterialJERONIMO ROAD

JERONIMO ROAD

ALLEY-E/SAGUARO ST

EAGLEMONT AVENUE
EL TORO RD CANARD LN 1,798
932CANARD LN RIDGE ROUTE DR

SAGUARO ST

DURYEA DR
A - Arterial
475'SE/SAGUARO ST

CAVANAUGH RD
O - Other 476
R - Residential/Local 781 24,992 $20,971
page 1 of 3
Item: 15
520

MPAH - Appendix A Forecasted Maintenance City of Lake Forest, CA Limits of Work
Length of Width of
Segment Segment Pavement InspectionFiscal Cost of
Area (sqft) PCIYear
2025
2025
2025
2025
2025
2025
2025
2025
2025
2025
2025
2025
2025
2025
2025
2025
2025
2025
2026
2026
2026
2026
2026
2026
2026
2026
2026
2026
2026
2026
2026
2026
2026
2026
2026
2026
2026
2026
2026
2026
2026
2026
2026
2026
2026
2026
2026
2026
2026
2026
2026
2026
2026
2026
2026
2026
2026
2026
2026
StreetID Section ID Street Name

JERONIMO ROAD

CORTA CRESTA DRIVE

MUIRLANDS BOULEVARD

BLUERIDGE ROAD

EL TORO ROAD
Begin Street End Street

EL TORO RD
Class
A - Arterial
Area ID
B
B
B
B
B
B
B
B
B
B
B
B
B
B
B
B
B
B
C
C
C
C
C
C
C
C
C
C
C
C
C
C
C
C
C
C
C
C
C
C
C
C
C
C
C
C
C
C
C
C
C
C
C
C
C
C
C
C
C
(ft) (ft)
30 33
42 37
31 32
32 35
32 42
36 32
33 32
30 32
35 33
44 24
44 42
37 42
44 37
42 44
37 44
24 42
42 42
41 37
44 44
44 37
40 44
40 44
36 44
41 42
44 44
42 42
43 33
42 33
32 37
44 Type of Treatment Treatment
C040354
C040208
C040450
C040099
14902
13870
15251
12869

CANARD LN

TULIP ST
1,791
292
53,730
9,636
59 60
60 61
61 62
63 63
64 65
65 65
66 66
66 66
67 67
40 40
44 45
46 48
51 52
52 53
55 55
56 56
56 58
64 65
66 68
69 69
69 70
70 71
71 71
74 74
75 76
77 78
79 79
79 80
81 82
82 SLURRY SEAL w/2% BASE REPAIR
SLURRY SEAL w/2% BASE REPAIR
SLURRY SEAL w/2% BASE REPAIR
SLURRY SEAL w/2% BASE REPAIR
SLURRY SEAL w/2% BASE REPAIR
SLURRY SEAL w/2% BASE REPAIR
SLURRY SEAL w/2% BASE REPAIR
SLURRY SEAL w/2% BASE REPAIR
SLURRY SEAL w/2% BASE REPAIR
SLURRY SEAL w/2% BASE REPAIR
SLURRY SEAL w/2% BASE REPAIR
SLURRY SEAL w/2% BASE REPAIR
SLURRY SEAL w/2% BASE REPAIR
SLURRY SEAL w/2% BASE REPAIR
SLURRY SEAL w/2% BASE REPAIR
SLURRY SEAL w/2% BASE REPAIR
SLURRY SEAL w/2% BASE REPAIR
SLURRY SEAL w/2% BASE REPAIR
SLURRY SEAL w/2% BASE REPAIR
SLURRY SEAL w/2% BASE REPAIR
SLURRY SEAL w/2% BASE REPAIR
SLURRY SEAL w/2% BASE REPAIR
SLURRY SEAL w/2% BASE REPAIR
SLURRY SEAL w/2% BASE REPAIR
SLURRY SEAL w/2% BASE REPAIR
SLURRY SEAL w/2% BASE REPAIR
SLURRY SEAL w/2% BASE REPAIR
SLURRY SEAL w/2% BASE REPAIR
SLURRY SEAL w/2% BASE REPAIR
SLURRY SEAL w/2% BASE REPAIR
SLURRY SEAL w/2% BASE REPAIR
SLURRY SEAL w/2% BASE REPAIR
SLURRY SEAL w/2% BASE REPAIR
SLURRY SEAL w/2% BASE REPAIR
SLURRY SEAL w/2% BASE REPAIR
SLURRY SEAL w/2% BASE REPAIR
SLURRY SEAL w/2% BASE REPAIR
SLURRY SEAL w/2% BASE REPAIR
SLURRY SEAL w/2% BASE REPAIR
SLURRY SEAL w/2% BASE REPAIR
SLURRY SEAL w/2% BASE REPAIR
SLURRY SEAL w/2% BASE REPAIR
SLURRY SEAL w/2% BASE REPAIR
SLURRY SEAL w/2% BASE REPAIR
SLURRY SEAL w/2% BASE REPAIR
SLURRY SEAL w/2% BASE REPAIR
SLURRY SEAL w/2% BASE REPAIR
SLURRY SEAL w/2% BASE REPAIR
SLURRY SEAL w/2% BASE REPAIR
SLURRY SEAL w/2% BASE REPAIR
SLURRY SEAL w/2% BASE REPAIR
SLURRY SEAL w/2% BASE REPAIR
SLURRY SEAL w/2% BASE REPAIR
SLURRY SEAL w/2% BASE REPAIR
SLURRY SEAL w/2% BASE REPAIR
SLURRY SEAL w/2% BASE REPAIR
SLURRY SEAL w/2% BASE REPAIR
SLURRY SEAL w/2% BASE REPAIR
SLURRY SEAL w/2% BASE REPAIR
$45,086
$8,086EL CABALLO ST

EL TORO RD
R - Residential/Local
A - ArterialLOS ALISOS BLVD

RESPIT RD
2,628
689
110,376
25,493
54,839
63,296
13,440
65,555
34,848
49,434
27,864
62,784
21,648
5,152
$92,619
$21,392
$46,017
$53,113
$11,278
$55,009
$29,242
$41,481
$23,381
$52,684
$18,165
$4,323

RIDGE ROUTE DR

ROCKFIELD BLVD

LARKWOOD LN
211'N/
R - Residential/Local
A - ArterialC040263 14266C RAYMOND WY

ORCHARD
1,769
1,978
420
C040566
C040400
C040401
C040566
C040450
C040543
C040566
C040134
C040249
C040354
C040372
C040401
C040674
C040068
C040263
C040068
C040068
22404
15614
15617
22408
16025
22276
22403
13088
14156
14904
15383
15616
23408
12714
14269
12713
12711

ROCKFIELD BOULEVARD

LOS ALISOS BOULEVARD
LOS ALISOS BOULEVARD (NW 1/2)

ROCKFIELD BOULEVARD

MUIRLANDS BOULEVARD

RAYMOND WAY
A - Arterial

ROCKFIELD BLVD

MUIRLANDS BLVD
158'SE/CAVANAUGH RD

ENTRADOS DR

PACKER PL
A - Arterial
BOUGH AVE A - Arterial 1,873
1,089
1,177
774
EL TORO RD A - Arterial

RIDGE ROUTE DR

EL TORO RD
A - Arterial
R - Residential/Local
A - ArterialROCKFIELD BOULEVARD

CALLE EL TORO GRANDE

DUNE MEAR ROAD

JERONIMO ROAD

LA ROSA DRIVE

LARKWOOD LN

LA VACA ST
ORCHARD 1,962
656EL CABALLO ST

ROCKFIELD BLVD

CANARD LN
R - Residential/Local
R - Residential/Local
A - Arterial

EAGLEMONT AVE

RIDGE ROUTE DR

ARROWOOD ST

BOUGH AVE
161
935 28,050
16,800
55,475
23,826
96,888
26,064
96,008
95,928
55,093
89,586
29,568
55,093
100,758
81,400
69,930
29,436
26,064
100,758
89,586
96,054
75,071
69,930
51,260
81,136
20,196
19,906
84,920
50,116
85,320
127,336
6,984
$23,537
$14,097
$46,550
$19,993
$85,366
$22,965
$84,591
$84,520
$48,541
$78,933
$26,052
$48,541
$88,776
$71,720
$61,614
$25,936
$22,965
$88,776
$78,933
$84,631
$66,144
$61,614
$45,164
$71,487
$17,794
$17,539
$74,821
$44,156
$75,174
$112,193
$6,153
CUL DE SAC R - Residential/Local
A - Arterial
525
LOS ALISOS BOULEVARD (NW 1/2)

TULIP STREET
211'N/ROCKFIELD BLVD

CORTA CRESTA DR

JERONIMO RD

TRABUCO RD

TOLEDO WY
1,585
722CALLE TRES LOMAS

TOLEDO WY
R - Residential/Local
A - ArterialBAKE PARKWAY 2,202
1,086
2,182
2,284
1,489
2,133
672

EL TORO ROAD SERRANO RD

JERONIMO RD

TOLEDO WY
A - Arterial
BAKE PARKWAY A - Arterial

BAKE PARKWAY TRABUCO RD

JERONIMO RD

PEACHWOOD

CHINOOK DR

PINO LN
A - Arterial
C040263 14268B
C040669 23330N
EL TORO ROAD PINO LN A - Arterial

TRABUCO ROAD PASEO TRANQUILO

TRABUCO RD

JERONIMO RD

BAKE PKWY
A - Arterial
C040376 15440 LAKE FOREST DRIVE

EL TORO ROAD
A - Arterial
C040263 14267B A - Arterial 1,489
2,399
1,850
1,890
669
C040669
C040376
23330
15429

TRABUCO ROAD PASEO TRANQUILO

TOLEDO WY
A - Arterial

LAKE FOREST DRIVE

EL TORO ROAD

JERONIMO RD

PINO LN
A - Arterial
C040263 14267C SERRANO RD

TRABUCO RD

SERRANO RD

BAKE PKWY
A - Arterial
C040376
C040263
C040669
15439
14270
23329

LAKE FOREST DRIVE

EL TORO ROAD

CHINOOK DR

TRABUCO RD

PASEO TRANQUILO

PEACHWOOD

TRABUCO RD

SECOND ST
A - Arterial
A - Arterial 1,086
2,399
2,133
2,287
1,831
1,890
1,165
1,844
459
TRABUCO ROAD A - Arterial
C040669 23329N TRABUCO ROAD PASEO TRANQUILO

TOLEDO WY
A - Arterial
C040068
C040401
12712
15620
BAKE PARKWAY A - Arterial
LOS ALISOS BOULEVARD (NW 1/2)

EL TORO ROAD
JERONIMO A - Arterial
C040263 14268A SERRANO RD

EL TORO RD
PINO LN A - Arterial
C040669
C040376
C040376
C040379
C040669
C040669
C040669
23322
15430
15438
15448
23323
23321
23324

TRABUCO ROAD CHERRY AVE

JERONIMO RD

SERRANO RD

CUL DE SAC
A - Arterial

LAKE FOREST DRIVE

LAKE FOREST DRIVE

LAKELAND AVENUE

TRABUCO ROAD
TOLEDO WY A - Arterial

CHINOOK DR

LAKEFIELD ST N & S/

EL TORO RD
A - Arterial
R - Residential/Local
A - Arterial
538

RIDGE ROUTE DR

EL TORO RD
2,123
1,139
2,133
2,894
194
TRABUCO ROAD CHERRY AVE A - Arterial

TRABUCO ROAD RIDGE ROUTE DR

TOLEDO WY
EL TORO RD A - Arterial
C040376 15431A LAKE FOREST DRIVE

SERRANO ROAD

SERRANO RD

EL TORO RD
A - Arterial
C040598
C040669
C040401
C040669
C040669
22800
23319
15619
23326
23320

AUBURN DALE
120 SE/O MANALASTAS DR
MADERO
R - Residential/Local
A - ArterialTRABUCO ROAD CHERRY AVE 1,184
863
52,096
35,383
84,798
51,832
126,456
84,798
68,880
5,074
$45,901
$31,175
$74,714
$45,668
$111,418
$74,714
$60,689
$4,471
LOS ALISOS BOULEVARD (NW 1/2)

TRABUCO ROAD
SECOND ST A - Arterial

LAKE FOREST DR

CHERRY AVE

RIDGE ROUTE DR
120 SE/O MANALASTAS DR

TOLEDO WY
A - Arterial 2,019
1,178
2,874
2,019
1,640
118
TRABUCO ROAD A - Arterial
C040376 15432B LAKE FOREST DRIVE

TRABUCO ROAD

SERRANO RD

RIDGE ROUTE DR

LAKE FOREST DR

CAMPO ROJO

FOXBOROUGH WY

PEACHWOOD

ASHBROOK
A - Arterial
C040669
C040669
C040419
C040662
C040669
C040037
C040556
C040175
C040376
23325
23327
15840
23252
23328
12609
22354
13293
15437

LAKE FOREST DR

PEACHWOOD

CUL DE SAC
A - Arterial
TRABUCO ROAD A - Arterial
MAZA COURT R - Residential/Local
R - Residential/Local
A - Arterial
TOLEDO WAY EL TORO RD 610 20,130
68,880
3,993
$17,736
$60,689
$3,518

TRABUCO ROAD LAKE FOREST DR

CUL DE SAC
1,640
121ASHFIELD R - Residential/Local
A - ArterialRIDGE ROUTE DRIVE

CEDARSPRING

SHOSHONE DR

GLEN ACRES

TRABUCO RD

CUL DE SAC
597 19,104
33,152
22,968
$16,832
$29,210
$20,237
R - Residential/Local
A - Arterial
896
LAKE FOREST DRIVE SERRANO RD CHINOOK DR 522
page 2 of 3
Item: 15
521

MPAH - Appendix A Forecasted Maintenance City of Lake Forest, CA Limits of Work
Length of Width of
Segment Segment Pavement InspectionFiscal Cost of
Area (sqft) PCIYear
2026
2027
2027
2027
2027
2027
2027
2027
2027
2027
2027
2027
2027
2027
2027
2027
2027
2027
2027
2027
2027
2028
2028
2028
2028
2028
2028
2029
2029
2029
StreetID Section ID Street Name

TOLEDO WAY
Begin Street End Street

RIDGE ROUTE DR
1,005 W/ RIDGELINE RD

EL TORO RD
Class Area ID (ft) (ft)
32 21
24 23
20 32
55 37
21 40
21 37
22 22
22 44
21 22
33 40
40 60
60 33
60 60
60 20
33 30
Type of Treatment Treatment
C040662
C040590
C040395
C040590
C040590
C040049
C040363
C040724
C040590
C050010
C040590
C040200
C040263
C040263
C050002
C040263
C040590
C040263
C040068
C040579
23258
22687
15578
22684
22685
12638
14979
23979
22686
10000
22688
23962
25481
25480
10000
14281
22689
25482
12985
22513

LAKE FOREST DR

MODJESKA GRADE RD
158'SE/
A - Arterial C
G
G
G
G
D
D
D
G
2,720
2,441
158
87,040
51,261
3,792
82 43
45 49
49 51
53 53
54 56
56 58
58 60
63 66
68 69
74 75
77 45
50 59
75 77
79 22
51 52
SLURRY SEAL w/2% BASE REPAIR
SLURRY SEAL w/2% BASE REPAIR
SLURRY SEAL w/2% BASE REPAIR
SLURRY SEAL w/2% BASE REPAIR
SLURRY SEAL w/2% BASE REPAIR
2" ARHM w/10% BASE REPAIR
2" ARHM w/10% BASE REPAIR
2" ARHM w/10% BASE REPAIR
SLURRY SEAL w/2% BASE REPAIR
2" ARHM w/10% BASE REPAIR
SLURRY SEAL w/2% BASE REPAIR
2" ARHM w/10% BASE REPAIR
SLURRY SEAL w/2% BASE REPAIR
SLURRY SEAL w/2% BASE REPAIR
2" ARHM w/10% BASE REPAIR
SLURRY SEAL w/2% BASE REPAIR
SLURRY SEAL w/2% BASE REPAIR
SLURRY SEAL w/2% BASE REPAIR

SLURRY SEAL
$76,689
$47,423
$3,508

SANTIAGO CANYON ROAD

LIVE OAK CANYON ROAD

SANTIAGO CANYON ROAD

SANTIAGO CANYON ROAD

AUTUMNWOOD
A - Arterial
R - Residential/Local
A - ArterialLIVE OAK CANYON RD
966' W/ LIVE OAK CANYON RD

PALMWOOD
966' W/ LIVE OAK CANYON RD

LIVE OAK CANYON RD

FORESTWOOD
984 22,632
17,520
12,608
6,875
$20,938
$16,208
$56,788
$30,966
$174,485
$45,966
$126,656
$55,331
$130,656
$35,618
$67,653
$55,258
$135,307
$54,748
$35,618
$125,186
$85,112
$21,312
$91,039
$23,313
$25,595
$70,581
$37,476
$44,004
$9,594
A - Arterial 876
R - Residential/Local
R - Residential/Local
R - Residential/Local
A - Arterial
394

KERRY COURT WICKLOW LN N/

COOK SW/
CUL DE SAC 125
WRIGHT END 1,047
2,366
368
38,739
49,686
28,120
59,808
29,008
38,500
73,128
7,612

SANTIAGO CANYON ROAD

EXECUTIVE DR
1,005' W/ RIDGELINE RD

JERONIMO RD

MODJESKA GRADE RD
2ND ST R - Residential/Local
A - ArterialSANTIAGO CANYON ROAD
COOK

MODJESKA GRADE RD

TOWNE CENTRE DR
1,153' S/ RIDGELINE RD

MARGUERITE PKWY

PORTOLA PKWY
310' S/ GERTNER ESTATE RD
WRIGHT
G
D
G
G
2,848
784R - Residential/Local
A - ArterialEL TORO ROAD LIVE OAK CANYON RD

SANTA MARGARITA PKWY

ALTON PKWY
1,750
3,324
214
EL TORO ROAD A - Arterial

PORTOLA-ALTON WB TRANSITION

EL TORO ROAD
A - Arterial

SANTA MARGARITA PKWY
310' S/ GERTNER ESTATE RD

LIVE OAK CANYON RD

SOUTH POINTE DR

ALDER WY

MARGUERITE PKWY

MODJESKA GRADE RD
1,153' S/ RIDGELINE RD

NORTH POINTE DR

RIDGELINE RD
A - Arterial G
G
G
D
G
D
F
3,324
2,818
1,750
2,136
2,300
300
146,256
59,178
38,500
70,488
92,000
12,000
93,720
24,000
5,412

SANTIAGO CANYON ROAD

EL TORO ROAD
A - Arterial
A - Arterial
BAKE PARKWAY A - Arterial

SADDLEBACK RANCH ROAD

ALTON PARKWAY
R - Residential/Local
A - Arterial
SLURRY SEAL w/2% BASE REPAIR
SLURRY SEALC040019 13724C COMMERCENTRE DR

PORTOLA PKWY
300' W/ COMMERCENTER DR
PAULINGC040376
C040376
C040629
C040068
C040068
C040068
C040019
C040569
C040493
23970
16571
23008
13808
24062
23960
14000
22434
16382

LAKE FOREST DRIVE

LAKE FOREST DRIVE

STARLING COURT
R - Residential/Local
R - Residential/Local
R - Residential/Local
R - Residential/Local
A - Arterial
1,562
400
SLURRY SEAL w/2% BASE REPAIR
SLURRY SEAL w/2% BASE REPAIR
2" ARHM w/10% BASE REPAIR
SLURRY SEAL w/2% BASE REPAIR
SLURRY SEAL w/2% BASE REPAIR
SLURRY SEAL w/2% BASE REPAIR

SLURRY SEAL

PAULING BAKE PKWY F

VINTAGE WOODS RD NE/

RUE DE FORTUNA

PORTOLA PARKWAY

BURBANK

CUL DE SAC D
F
164

BAKE PARKWAY LAKE FOREST DR

BURBANK
1,211
643
72,660
38,580
45,300
4,900

BAKE PARKWAY F

BAKE PARKWAY RUE DE FORTUNA

PORTOLA PKWY

CUL DE SAC
R - Residential/Local
A - Arterial
F 755

ALTON-PORTOLA SB TRANSITION

ROEBUCK STREET
ALTON PKWY 0
A
A
1,034
144TEED ST R - Residential/Local
R - Residential/Local
4,752 SLURRY SEAL w/2% BASE REPAIR
SLURRY SEAL w/2% BASE REPAIR
$4,847
PARTRIDGE CIRCLE ROBIN ST CUL DE SAC 118 3,540 $3,611
page 3 of 3
Item: 15
522

Local - Appendix A Forecasted Maintenance City of Lake Forest, CA Limits of Work
Length of Width of
Segment Segment Pavement InspectionFiscal Cost of
Area (sqft) PCIYear
2023
2023
2023
2023
2023
2023
2023
2023
2023
2023
2023
2023
2023
2023
2023
2023
2023
2023
2023
2023
2023
2023
2023
2023
2023
2023
2023
2023
2023
2023
2023
2023
2023
2023
2023
2023
2023
2023
2023
2023
2023
2023
2023
2023
2023
2023
2023
2023
2023
2023
2023
2023
2023
2023
2023
2023
2023
2023
2023
StreetID Section ID Street Name

PEACHWOOD
Begin Street End Street

CUL DE SAC

CUL DE SAC

CUL DE SAC
END
Class Area ID
D
D
D
D
D
D
D
D
D
D
D
D
D
D
D
D
D
D
D
D
D
D
D
D
D
D
D
D
D
D
D
D
D
D
D
D
D
D
D
D
D
D
D
D
D
D
D
D
D
D
D
D
D
D
D
D
D
D
D
(ft)
951
243
554
637
883
338
738
489
390
287
354
394
476
233
341
746
1,037
256
1,408
446
371
141
328
187
932
337
884
227
1,572
563
200
1,036
413
210
210
466
187
200
423
876
446
394
804
610
377
755
1,007
735
3,071
1,831
1,193
217
1,106
509
1,348
771
272
377
945
(ft)
23 33
33 37
32 40
60 33
33 33
33 33
33 32
33 33
33 33
33 33
33 28
33 33
37 33
33 28
60 33
32 60
36 33
33 33
35 34
32 37
27 40
32 37
33 33
36 40
60 37
32 33
37 33
40 36
33 40
33 Type of Treatment Treatment
C040510
C040054
C040058
C040494
C040288
C040073
C040413
C040138
C040502
C040779
C040771
C040499
C040727
C040042
C040141
C040739
C040770
C040777
C040144
C040749
C040754
C040140
C040061
C040136
C040142
C040777
C040794
C040766
C040668
C040783
C040015
16475
12644
12673
23993
14404
25080
23971
13113
16453
24245
25234
16448
25083
12619
13121
25095
25133
25241
13134
25106
25113
13120
12679
13096
13127
25242
25262
25127
23975
25249
12517

PALMWOOD (N)

PASEO ARBOLEDA

PASEO ARBOLEDA

DIMENSION DRIVE

AUTUMNWOOD

ATLANTIC OCEAN DRIVE

TOWNE CENTRE DR

CALLE HORIZONTE

PASEO CIPRES
R - Residential/Local
R - Residential/Local
R - Residential/Local
R - Residential/Local
R - Residential/Local
R - Residential/Local
R - Residential/Local
R - Residential/Local
R - Residential/Local
R - Residential/Local
R - Residential/Local
R - Residential/Local
R - Residential/Local
R - Residential/Local
R - Residential/Local
R - Residential/Local
R - Residential/Local
R - Residential/Local
R - Residential/Local
R - Residential/Local
R - Residential/Local
R - Residential/Local
R - Residential/Local
R - Residential/Local
R - Residential/Local
R - Residential/Local
R - Residential/Local
R - Residential/Local
R - Residential/Local
R - Residential/Local
R - Residential/Local
R - Residential/Local
R - Residential/Local
R - Residential/Local
R - Residential/Local
R - Residential/Local
R - Residential/Local
R - Residential/Local
R - Residential/Local
R - Residential/Local
R - Residential/Local
R - Residential/Local
R - Residential/Local
R - Residential/Local
R - Residential/Local
R - Residential/Local
R - Residential/Local
R - Residential/Local
R - Residential/Local
R - Residential/Local
R - Residential/Local
R - Residential/Local
R - Residential/Local
R - Residential/Local
R - Residential/Local
R - Residential/Local
R - Residential/Local
R - Residential/Local
R - Residential/Local
21,873
8,019
24 37
39 43
44 45
46 47
48 49
50 50
51 51
51 51
51 51
52 52
52 54
55 55
55 55
55 56
56 57
58 58
58 59
59 59
59 59
59 59
61 61
61 64
64 65
65 65
65 66
66 66
66 67
67 67
67 68
68 SLURRY SEAL w/2% BASE REPAIR
SLURRY SEAL w/2% BASE REPAIR
SLURRY SEAL w/2% BASE REPAIR
SLURRY SEAL w/2% BASE REPAIR
2" ARHM w/10% BASE REPAIR
2" ARHM w/10% BASE REPAIR
SLURRY SEAL w/2% BASE REPAIR
SLURRY SEAL w/2% BASE REPAIR
SLURRY SEAL w/2% BASE REPAIR
SLURRY SEAL w/2% BASE REPAIR
SLURRY SEAL w/2% BASE REPAIR
2" ARHM w/10% BASE REPAIR
SLURRY SEAL w/2% BASE REPAIR
SLURRY SEAL w/2% BASE REPAIR
SLURRY SEAL w/2% BASE REPAIR
SLURRY SEAL w/2% BASE REPAIR
SLURRY SEAL w/2% BASE REPAIR
SLURRY SEAL w/2% BASE REPAIR
SLURRY SEAL w/2% BASE REPAIR
SLURRY SEAL w/2% BASE REPAIR
SLURRY SEAL w/2% BASE REPAIR
SLURRY SEAL w/2% BASE REPAIR
SLURRY SEAL w/2% BASE REPAIR
SLURRY SEAL w/2% BASE REPAIR
SLURRY SEAL w/2% BASE REPAIR
SLURRY SEAL w/2% BASE REPAIR
SLURRY SEAL w/2% BASE REPAIR
SLURRY SEAL w/2% BASE REPAIR
SLURRY SEAL w/2% BASE REPAIR
SLURRY SEAL w/2% BASE REPAIR
SLURRY SEAL w/2% BASE REPAIR
SLURRY SEAL w/2% BASE REPAIR
SLURRY SEAL w/2% BASE REPAIR
SLURRY SEAL w/2% BASE REPAIR
SLURRY SEAL w/2% BASE REPAIR
SLURRY SEAL w/2% BASE REPAIR
SLURRY SEAL w/2% BASE REPAIR
SLURRY SEAL w/2% BASE REPAIR
SLURRY SEAL w/2% BASE REPAIR
SLURRY SEAL w/2% BASE REPAIR
SLURRY SEAL w/2% BASE REPAIR
SLURRY SEAL w/2% BASE REPAIR
SLURRY SEAL w/2% BASE REPAIR
SLURRY SEAL w/2% BASE REPAIR
SLURRY SEAL w/2% BASE REPAIR
SLURRY SEAL w/2% BASE REPAIR
SLURRY SEAL w/2% BASE REPAIR
SLURRY SEAL w/2% BASE REPAIR
SLURRY SEAL w/2% BASE REPAIR
SLURRY SEAL w/2% BASE REPAIR
SLURRY SEAL w/2% BASE REPAIR
SLURRY SEAL w/2% BASE REPAIR
SLURRY SEAL w/2% BASE REPAIR
SLURRY SEAL w/2% BASE REPAIR
SLURRY SEAL w/2% BASE REPAIR
SLURRY SEAL w/2% BASE REPAIR
SLURRY SEAL w/2% BASE REPAIR
SLURRY SEAL w/2% BASE REPAIR
SLURRY SEAL w/2% BASE REPAIR
$16,648
$6,103AVENIDA AMBIENTE

AVENIDA MANANTIAL

PASCAL WAY
18,282
23,569
28,256
13,520
44,280
16,137
12,870
9,471
$13,915
$17,939
$104,704
$50,099
$33,702
$12,282
$9,796

FALLENWOOD

BARENTS SEA DRIVE

MARKET PLACE

CALLE MADERA

PASEO ROBLE

VALEWOOD
END

PORTOLA PKWY

CUL DE SAC

CUL DE SAC
MONARCHSAGE CLOVER $7,208

OLEANDER GARDENIA CUL DE SAC

CUL DE SAC
POPPY
11,682
13,002
15,708
7,456
$8,891

PASEO NOGAL
AGAVE
PASEO CIPRES $48,180
$11,956
$5,675

WILD ROSE

ASPENWOOD ELDERWOOD NW/

CALLE DEL LAGO
SAGE

CUL DE SAC

PASEO EQUESTRE

HONEYSUCKLE

CUL DE SAC
257' N/AGAVE

PASEO TRANQUILO

SNAPDRAGON

SNAPDRAGON

CUL DE SAC

CUL DE SAC

CUL DE SAC

PEACHWOOD

LANTANA
CALLE OLIVIA 11,253
24,618
34,221
8,448
$8,565
CLOVER $18,737
$26,046
$6,430

MORNING GLORY
POPPY
CLOVER
AGAVE

CALLE SENDERO

GARDENIA

PASEO ARBOLEDA

MORNING GLORY

MORNING GLORY

PASEO EQUESTRE

PASEO TRANQUILO

CALLE MADERA

CALLE SENDERO
257' N/AGAVE
AGAVE
46,464
14,718
12,243
3,948
$35,364
$11,202
$9,318HONEYSUCKLE
CALLE OCASO $3,005

AVENIDA PLANCIE

CALLE GRUTA
10,824
6,171
$8,238
$4,697

CALLE PRADERA
POPPY
34,484
11,121
29,172
6,356
$26,246
$8,464
WILD ROSE LANTANA $22,203
$4,838MAHOGANY DIMENSION WILD ROSE

LAKE FOREST DR

CUL DE SAC

CUL DE SAC
COOK

TOWNE CENTRE DRIVE

SNAPDRAGON

ALMONDWOOD

TOWNE CENTRE DRIVE

TREELINE LANE

CALLE BALSA
BAKE PKWY 94,320
18,579
6,400
$71,788
$14,141
$4,871

HONEYSUCKLE

ELDERWOOD NW/

S ALTON PKWY

TRABUCO RD
C040668 23978B 62,160
14,868
6,930
$47,311
$11,316
$5,275
C040671
C040129
C040135
C040139
C040192
C040323
C040505
C040522
C040048
C040297
C040298
C040154
C040498
C040465
C040504
C040531
C040668
C040048
C040264
C040277
C040634
C040128
C040219
C040504
C040572
C040066
C040286
23343
13075
13091
13116
13422
14606
16458
16539
25503
25489
14476
23995
15188
16637
16455
25072
23976
23958
14286
14330
23017
13073
25038
16456
22462
25043
14373

ORCHARD RIM LN

CUL DE SAC

CUL DE SAC

CUL DE SAC

CUL DE SAC

CUL DE SAC

PASEO TRANQUILO

KIRKWALL LN

PORTOLA PKWY
END

PASEO ARBOLEDA

AVENIDA PLANICIE

PASEO SOMBRA

KENMARE DR NE/

TREELINE LN

CALLE FLORERA

CALLE MATORRAL

CLIFDEN COURT

GROVESIDE LANE

PASEO VENDAVAL

PITTSFORD DRIVE

AUTO CENTER DRIVE

FOREST RIDGE DRIVE

FORESTWOOD

CANADA ROAD

PASEO EQUESTRE

OLD TRABUCO ROAD

PASEO TRANQUILO
PRISM
6,930 $5,275
15,378
6,545
$11,704
$4,981
6,800 $5,176

AVENIDA NUBES

LAKE FOREST DR

AUTO CENTER DR

LAKE FOREST DR

AUTUMNWOOD

DIMENSION DR

PASEO TRANQUILO

LAKE FOREST DR N/

TRABUCO RD
13,536
32,412
12,042
15,760
25,728
22,570
12,441
24,915
36,252
29,400
184,260
67,747
38,176
7,161
$10,302
$24,669
$9,165
$11,995
$19,582
$17,178
$9,469

VALEWOOD
END

CALLE OLIVIA
N CDS $18,963
$27,592
$22,377
$140,242
$51,563
$29,056
$5,450

CALLE ARENAL

ENDDIMENSION

TOWNE CENTRE DRIVE

AUTO CENTER DRIVE

ELDERWOOD

ALTON PKWY BAKE PKWY

TOWNE CENTRE DR

ASPENWOOD

CUL DE SAC

GALWAY DR

CUL DE SAC

BAKE PARKWAY

PASEO CIPRES

CUL DE SAC

ATLANTIC OCEAN DRIVE

PITTFORD

TOWNE CENTRE DR

ALMONDWOOD

KIRKWALL LN SE/

LAKE FOREST DR

PASEO TRANQUILO

ARCTIC OCEAN DRIVE

PASEO EQUESTRE

KIRKWALL LN E/

BAKE PARKWAY

DUNDEE DR

ERIN COURT
STERLING DR 40,922
16,797
53,920
27,756
8,976
$31,146
$12,784
$41,039
$21,125
$6,832

CALLE ARENAL

CRESCENT BAY DRIVE

PASEO TRANQUILO

ROSCOMMON COURT

BAFFIN BAY DRIVE

FALKIRK LANE
15,080
31,185
$11,478
$23,735
page 1 of 13
Item: 15
523

Local - Appendix A Forecasted Maintenance City of Lake Forest, CA Limits of Work
Length of Width of
Segment Segment Pavement InspectionFiscal Cost of
Area (sqft) PCIYear
2023
2023
2023
2023
2023
2023
2023
2023
2023
2023
2023
2023
2023
2023
2023
2023
2023
2023
2023
2023
2023
2023
2023
2023
2023
2023
2023
2023
2023
2023
2023
2023
2023
2023
2023
2023
2023
2023
2023
2023
2023
2023
2023
2023
2023
2023
2023
2023
2023
2023
2023
2023
2023
2023
2023
2023
2023
2023
2023
StreetID Section ID Street Name

PASEO TRANQUILO

ARCTIC OCEAN DRIVE

PASEO OLMA
Begin Street End Street

PASEO EQUESTRE

COMMERCENTRE DR

PASEO ABETO

ANTIBES
Class Area ID
D
D
D
D
D
D
D
D
D
D
D
D
D
D
D
D
D
D
D
D
D
D
D
D
D
D
D
D
D
D
D
D
D
D
D
D
D
D
D
D
D
D
D
D
D
D
D
D
D
D
D
D
D
D
D
D
D
D
D
(ft)
732
(ft)
36 40
37 60
40 33
40 40
26 37
33 33
33 36
33 32
60 33
40 23
33 37
48 33
37 33
40 33
33 60
33 37
37 33
34 40
33 37
32 33
40 33
33 33
27 33
33 30
40 27
33 33
37 40
23 23
37 33
33 Type of Treatment Treatment
C040504
C040029
C040500
C040668
C040162
C040742
C040350
C040461
C040048
C040053
C040062
C040127
C040247
C040527
C040659
C040681
C040066
C040480
C040781
C040648
C040789
C040026
C040481
C040773
C040522
C040789
C040044
C040059
C040730
C040510
C040795
C040092
C040069
C040133
C040154
C040460
C040476
C040634
C040627
C040735
C040271
C040753
C040694
C040750
C040752
C040364
C040422
C040623
C040029
C040741
C040368
C040408
C040437
C040466
C040480
C040510
C040603
C040635
C040710
15187
25039
16449
23978
16692
25099
25079
25081
23959
12643
12682
13071
14445
16567
23245
23459
25082
16351
25247
23168
25255
24045
24152
25236
15222
25256
25042
12674
25086
16472
25265
12844
23961
13084
13872
23172
16697
23018
22995
25091
13874
25112
23772
25107
25111
14501
15214
16691
25046
25097
14994
15720
15938
15110
16352
16474
22843
23026
23878

CALLE ARENAL

CRESCENT BAY DRIVE

PASEO CIPRES
COOK
R - Residential/Local
R - Residential/Local
R - Residential/Local
R - Residential/Local
R - Residential/Local
R - Residential/Local
R - Residential/Local
R - Residential/Local
R - Residential/Local
R - Residential/Local
R - Residential/Local
R - Residential/Local
R - Residential/Local
R - Residential/Local
R - Residential/Local
R - Residential/Local
R - Residential/Local
R - Residential/Local
R - Residential/Local
R - Residential/Local
R - Residential/Local
R - Residential/Local
R - Residential/Local
R - Residential/Local
R - Residential/Local
R - Residential/Local
R - Residential/Local
R - Residential/Local
R - Residential/Local
R - Residential/Local
R - Residential/Local
R - Residential/Local
R - Residential/Local
R - Residential/Local
R - Residential/Local
R - Residential/Local
R - Residential/Local
R - Residential/Local
R - Residential/Local
R - Residential/Local
R - Residential/Local
R - Residential/Local
R - Residential/Local
R - Residential/Local
R - Residential/Local
R - Residential/Local
R - Residential/Local
R - Residential/Local
R - Residential/Local
R - Residential/Local
R - Residential/Local
R - Residential/Local
R - Residential/Local
R - Residential/Local
R - Residential/Local
R - Residential/Local
R - Residential/Local
R - Residential/Local
R - Residential/Local
26,352
64,320
20,868
60,960
13,520
10,560
11,800
15,880
11,336
37,740
13,002
12,771
12,111
8,856
68 69
69 69
70 70
70 70
71 71
71 71
71 71
71 71
72 72
72 72
72 73
73 73
73 73
74 74
74 74
74 75
76 76
76 76
76 76
77 78
78 78
78 79
79 79
79 79
80 80
80 80
80 80
80 80
80 80
80 SLURRY SEAL w/2% BASE REPAIR
SLURRY SEAL w/2% BASE REPAIR
SLURRY SEAL w/2% BASE REPAIR
SLURRY SEAL w/2% BASE REPAIR
SLURRY SEAL w/2% BASE REPAIR
SLURRY SEAL w/2% BASE REPAIR
SLURRY SEAL w/2% BASE REPAIR
SLURRY SEAL w/2% BASE REPAIR
SLURRY SEAL w/2% BASE REPAIR
SLURRY SEAL w/2% BASE REPAIR
SLURRY SEAL w/2% BASE REPAIR
SLURRY SEAL w/2% BASE REPAIR
SLURRY SEAL w/2% BASE REPAIR
SLURRY SEAL w/2% BASE REPAIR
SLURRY SEAL w/2% BASE REPAIR
SLURRY SEAL w/2% BASE REPAIR
SLURRY SEAL w/2% BASE REPAIR
SLURRY SEAL w/2% BASE REPAIR
SLURRY SEAL w/2% BASE REPAIR
SLURRY SEAL w/2% BASE REPAIR
SLURRY SEAL w/2% BASE REPAIR
SLURRY SEAL w/2% BASE REPAIR
SLURRY SEAL w/2% BASE REPAIR
SLURRY SEAL w/2% BASE REPAIR
SLURRY SEAL w/2% BASE REPAIR
SLURRY SEAL w/2% BASE REPAIR
SLURRY SEAL w/2% BASE REPAIR
SLURRY SEAL w/2% BASE REPAIR
SLURRY SEAL w/2% BASE REPAIR
SLURRY SEAL w/2% BASE REPAIR
SLURRY SEAL w/2% BASE REPAIR
SLURRY SEAL w/2% BASE REPAIR
SLURRY SEAL w/2% BASE REPAIR
SLURRY SEAL w/2% BASE REPAIR
SLURRY SEAL w/2% BASE REPAIR
SLURRY SEAL w/2% BASE REPAIR
SLURRY SEAL w/2% BASE REPAIR
SLURRY SEAL w/2% BASE REPAIR
SLURRY SEAL w/2% BASE REPAIR
SLURRY SEAL w/2% BASE REPAIR
SLURRY SEAL w/2% BASE REPAIR
SLURRY SEAL w/2% BASE REPAIR
SLURRY SEAL w/2% BASE REPAIR
SLURRY SEAL w/2% BASE REPAIR
SLURRY SEAL w/2% BASE REPAIR
SLURRY SEAL w/2% BASE REPAIR
SLURRY SEAL w/2% BASE REPAIR
SLURRY SEAL w/2% BASE REPAIR
SLURRY SEAL w/2% BASE REPAIR
SLURRY SEAL w/2% BASE REPAIR
SLURRY SEAL w/2% BASE REPAIR
SLURRY SEAL w/2% BASE REPAIR
SLURRY SEAL w/2% BASE REPAIR
SLURRY SEAL w/2% BASE REPAIR
SLURRY SEAL w/2% BASE REPAIR
SLURRY SEAL w/2% BASE REPAIR
SLURRY SEAL w/2% BASE REPAIR
SLURRY SEAL w/2% BASE REPAIR
SLURRY SEAL w/2% BASE REPAIR
$20,057
$48,955
$15,883
$46,397
$10,290
$8,037
$8,981
$12,086
$8,628
$28,724
$9,896
$9,720
$9,218
$6,740
$8,665
$6,722
$22,788
$51,992
$8,524
$37,672
$5,953
$28,246
$30,907
$4,722
$11,631
$6,380
$77,298
$6,179
$13,739
$41,191
$13,663
$7,772
$4,421
$9,645
$48,236
$7,307
$8,741
$6,562
$9,474
$21,801
$32,058
$9,946
$13,437
$39,961
$4,727
$6,681
$5,350
$43,794
$38,269
$6,494
$24,388
$5,023
$22,275
$8,403
$20,674
$29,252
$28,471
$18,210
$12,433
1,608
564

TOWNE CENTRE DRIVE

CAPITAL DRIVE
DAHLIA
1,016
338BAKE PKWY EMPIRE DR

TIGERLILY CUL DE SAC
END
320

JAMES BAY CIRCLE

NORTH SEA CIRCLE

AUTO CENTER DRIVE

AVENIDA AMAPOLA

AVENIDA VERANEO

CALLE ALONDRA

DUNBAR DRIVE

POPLARWOOD

TIPPERARY LANE

VALEWOOD

ATLANTIC OCEAN DRIVE

ATLANTIC OCEAN

PORTOLA PKWY

PASEO CIPRES

PASEO SOMBRA

PASEO OLMA

STONEHAVEN LN

ELDERWOOD NW/

KILLARNEY DR

FORESTWOOD

BAKE PARKWAY

PEACHWOOD NE/
280 S'/COMMERCENTRE

PEACHWOOD

WINDFLOWER

TOWNE CENTER DRIVE

ANTIBES
295
END 397

AUTO CENTER DR

PASEO ABETO

CUL DE SAC
436
1,020
394

CUL DE SAC

MC INTOSH LN

CUL DE SAC

STERLING DR

FALLENWOOD

N/ TO END
387
367
246
345 11,385
8,832276

BAFFIN BAY DRIVE

PALMWOOD
499 29,940
68,310
11,200
49,496
7,821

AUTUMNWOOD

CONMMERCENTRE

PEACHWOOD
DAHLIA
2,070
280SERRANO SUMMIT
TAMARISK 2,152
237TIGERLILY
ANTIBES END 1,003
846
37,111
40,608
6,204

PALOMA PORTOLA PARKWAY

GOLDENROD

MC INTOSH LN

BELLFLOWER

DIMENSION DRIVE

CUL DE SAC

CUL DE SAC

PALMWOOD (S)

CUL DE SAC

MONISHA
PEONY CUL DE SAC 188

PITTSFORD DRIVE

TIGERLILY

KIRKWALL LN
DAHLIA
413 15,281
8,382254

ATLANTIC OCEAN DRIVE

AVENIDA NARCISO

BELLFLOWER

BISCAYNE BAY DRIVE

PASEO TRANQUILO

GOLDENROD
2,539
246
101,560
8,118
547 18,051
54,120
17,952
10,212
5,809
PEACHWOOD TRABUCO RD 902

WINDFLOWER

BIRENDA
GOLDENROD 544
CANADA RD 276

BAKER RANCH ROAD

CALLE DEL LAGO

CANADA ROAD

NORTH POINTE DRIVE

OWL COURT

TOWNE CENTRE DR

CALLE SENDERO

BIRENDRA
211' W/ 157

CALLE OLIVIA

DIMENSION

EMPIRE DR
384 12,672
63,376
9,600
1,864
240BAKE PKWY

SKYLARK DR SE/

GALWAY DR

CUL DE SAC

DUNDEE DR

ELDERWOOD

DURANGO
348 11,484
8,621STERLING DR 233

SPRUCEWOOD

CASPIAN
PALMWOOD 389 12,448
28,644
42,120
13,068
17,655
52,503
6,210
COOPER 868

EMPIRE DRIVE

HOLLYHOCK

CAPITAL DR NORTH POINTE DR

DOGWOOD

SKYLARK DR

BELLFLOWER
FINCH
1,053
396GOLDENROD

VINTAGE WOODS ROAD

GOLDENROD

LAKE FOREST DR

DOGWOOD
535
1,591
230HERON CATALINA

KILLARNEY DRIVE

MC KENNA COURT

SPECTRUM POINTE DRIVE

ARCTIC OCEAN DRIVE
CRESS

WICKLOW LN

MC INTOSH LN NW/
N CDS

TIPPERARY LN

CUL DE SAC

OLEN DR
266 8,778
213 7,029
1,918
1,257
316
57,540
50,280
8,532

COMMERCENTRE DRIVE
CLOVER

COOKES BAY DRIVE

MONARCH

KIRKWALL LN DUNDEE DR PITTSFORD DR

CUL DE SAC

CUL DE SAC

CUL DE SAC
971 32,043
6,600MAJORCA SHARMILA 200
MONISHA SHARMILA 791 29,267
11,040
27,163
38,433
37,407
23,925
16,335

OLEN DRIVE SPECTRUM POINTE DR

AUTUMNWOOD

CALLE PRADERA

MONISHA N & S/

DUNDEE DR
276

PALMWOOD PEACHWOOD

PALMWOOD (N)

CUL DE SACS

DUNBAR DR

KILLARNEY DR
1,181
1,671
1,011
725

PEACHWOOD

SHARMILA

STONEHAVEN LANE
WICKLOW LANE STERLING DR W/ 495
page 2 of 13
Item: 15
524

Local - Appendix A Forecasted Maintenance City of Lake Forest, CA Limits of Work
Length of Width of
Segment Segment Pavement InspectionFiscal Cost of
Area (sqft) PCIYear
2023
2023
2023
2023
2023
2023
2023
2023
2023
2023
2023
2023
2023
2023
2023
2023
2023
2023
2023
2023
2023
2023
2023
2023
2023
2023
2023
2023
2023
2023
2023
2023
2023
2023
2023
2023
2023
2023
2023
2023
2023
2023
2023
2023
2023
2023
2023
2023
2023
2023
2023
2023
2023
2023
2023
2023
2023
2023
2023
StreetID Section ID
C040154 13212A
Street Name

CANADA ROAD
COOPER
Begin Street End Street

BIRENDRA
Class Area ID
D
D
D
D
D
D
D
D
D
D
D
D
D
D
D
D
D
D
D
D
D
D
D
D
D
D
D
D
D
D
D
D
D
D
D
D
D
D
D
D
D
D
D
D
D
D
D
D
D
D
D
D
D
D
D
D
D
D
D
(ft)
4,223
829
1,017
1,674
241
197
1,850
322
1,319
115
358
371
479
420
301
430
838
781
188
850
217
1,427
219
879
630
652
574
286
545
621
256
387
577
673
394
394
240
715
405
440
180
331
771
761
553
285
305
184
623
364
187
2,513
1,283
617
915
528
257
231
904
(ft)
23 33
33 33
27 33
34 33
37 36
33 33
23 25
33 33
33 33
33 37
33 33
33 33
41 38
32 25
33 38
40 40
40 37
33 33
33 33
33 33
33 33
33 33
31 33
37 27
33 33
33 36
32 33
33 33
33 27
33 Type of Treatment Treatment

LAKE FOREST

CASPIAN
R - Residential/Local
R - Residential/Local
R - Residential/Local
R - Residential/Local
R - Residential/Local
R - Residential/Local
R - Residential/Local
R - Residential/Local
R - Residential/Local
R - Residential/Local
R - Residential/Local
R - Residential/Local
R - Residential/Local
R - Residential/Local
R - Residential/Local
R - Residential/Local
R - Residential/Local
R - Residential/Local
R - Residential/Local
R - Residential/Local
R - Residential/Local
R - Residential/Local
R - Residential/Local
R - Residential/Local
R - Residential/Local
R - Residential/Local
R - Residential/Local
R - Residential/Local
R - Residential/Local
R - Residential/Local
R - Residential/Local
R - Residential/Local
R - Residential/Local
R - Residential/Local
R - Residential/Local
R - Residential/Local
R - Residential/Local
R - Residential/Local
R - Residential/Local
R - Residential/Local
R - Residential/Local
R - Residential/Local
R - Residential/Local
R - Residential/Local
R - Residential/Local
R - Residential/Local
R - Residential/Local
R - Residential/Local
R - Residential/Local
R - Residential/Local
R - Residential/Local
R - Residential/Local
R - Residential/Local
R - Residential/Local
R - Residential/Local
R - Residential/Local
R - Residential/Local
R - Residential/Local
R - Residential/Local
97,129
27,357
33,561
55,242
6,507
81 81
81 81
81 81
81 81
81 81
82 82
82 82
82 83
83 83
83 83
83 83
83 84
84 84
84 84
84 85
85 85
85 85
86 86
86 86
86 87
87 87
87 87
87 87
88 88
88 89
89 89
89 90
90 90
90 90
90 SLURRY SEAL w/2% BASE REPAIR
SLURRY SEAL w/2% BASE REPAIR
SLURRY SEAL w/2% BASE REPAIR
SLURRY SEAL w/2% BASE REPAIR
SLURRY SEAL w/2% BASE REPAIR
SLURRY SEAL w/2% BASE REPAIR
SLURRY SEAL w/2% BASE REPAIR
SLURRY SEAL w/2% BASE REPAIR
SLURRY SEAL w/2% BASE REPAIR
SLURRY SEAL w/2% BASE REPAIR
SLURRY SEAL w/2% BASE REPAIR
SLURRY SEAL w/2% BASE REPAIR
SLURRY SEAL w/2% BASE REPAIR
SLURRY SEAL w/2% BASE REPAIR
SLURRY SEAL w/2% BASE REPAIR
SLURRY SEAL w/2% BASE REPAIR
SLURRY SEAL w/2% BASE REPAIR
SLURRY SEAL w/2% BASE REPAIR
SLURRY SEAL w/2% BASE REPAIR
SLURRY SEAL w/2% BASE REPAIR
SLURRY SEAL w/2% BASE REPAIR
SLURRY SEAL w/2% BASE REPAIR
SLURRY SEAL w/2% BASE REPAIR
SLURRY SEAL w/2% BASE REPAIR
SLURRY SEAL w/2% BASE REPAIR
SLURRY SEAL w/2% BASE REPAIR
SLURRY SEAL w/2% BASE REPAIR
SLURRY SEAL w/2% BASE REPAIR
SLURRY SEAL w/2% BASE REPAIR
SLURRY SEAL w/2% BASE REPAIR
SLURRY SEAL w/2% BASE REPAIR
SLURRY SEAL w/2% BASE REPAIR
SLURRY SEAL w/2% BASE REPAIR
SLURRY SEAL w/2% BASE REPAIR
SLURRY SEAL w/2% BASE REPAIR
SLURRY SEAL w/2% BASE REPAIR
SLURRY SEAL w/2% BASE REPAIR
SLURRY SEAL w/2% BASE REPAIR
SLURRY SEAL w/2% BASE REPAIR
SLURRY SEAL w/2% BASE REPAIR
SLURRY SEAL w/2% BASE REPAIR
SLURRY SEAL w/2% BASE REPAIR
SLURRY SEAL w/2% BASE REPAIR
SLURRY SEAL w/2% BASE REPAIR
SLURRY SEAL w/2% BASE REPAIR
SLURRY SEAL w/2% BASE REPAIR
SLURRY SEAL w/2% BASE REPAIR
SLURRY SEAL w/2% BASE REPAIR
SLURRY SEAL w/2% BASE REPAIR
SLURRY SEAL w/2% BASE REPAIR
SLURRY SEAL w/2% BASE REPAIR
SLURRY SEAL w/2% BASE REPAIR
SLURRY SEAL w/2% BASE REPAIR
SLURRY SEAL w/2% BASE REPAIR
SLURRY SEAL w/2% BASE REPAIR
SLURRY SEAL w/2% BASE REPAIR
SLURRY SEAL w/2% BASE REPAIR
SLURRY SEAL w/2% BASE REPAIR
SLURRY SEAL w/2% BASE REPAIR
$73,926
$20,822
$25,544
$42,045
$4,953
C040740
C040248
C040746
C040768
C040456
C040469
C040490
C040496
C040505
C040156
C040199
C040510
C040615
C040794
C040137
C040743
C040748
C040765
C040421
C040423
C040616
C040787
C040241
C040392
C040725
C040495
C040777
C040786
C040726
C040201
C040460
C040620
C040672
C040055
C040060
C040143
C040146
C040784
C040131
C040170
C040272
C040304
C040367
C040760
C040772
C040147
C040768
C040506
C040056
C040733
C040503
C040507
C040057
C040728
C040732
C040744
C040752
C040755
25096
14154
25103
25130
16696
16249
16698
16388
15186
13879
13458
16473
22921
25264
13100
25100
25105
25126
15849
15218
22924
25253
14424
16693
25723
16387
25243
25252
25730
25040
23173
13873
23344
12646
12675
13131
13140
25250
13078
13277
14308
14502
14437
25119
25235
13144
25129
16459
12670
25089
16454
16460
12672
25084
25088
25101
25110
25114

FUCHSIA

DUNDEE DRIVE
FINCH

STONE HAVEN LN
HERON

CUL DE SAC
HERON

MARIGOLD MONARCH COOPER

NIGHTENGALE COURT

ORCHARD RIM LANE

PARROT COURT

PASEO ARBOLEDA

PASEO VENDAVAL

CANARY COURT

CONNEMARA COURT

PEACHWOOD

SKYBIRD LANE

WILD ROSE

SKYLARK DR E/

TREELINE LN

SKYLARK DR E/

PASEO TRANQUILO

PASEO VENDAVAL S/

SKYLARK DR E/

KIRKWALL LN

PALMWOOD (S)

ORCHARD RIM LN

BLUE BELL

CUL DE SAC

CUL DE SAC

CUL DE SAC

CALLE SENDERO

CUL DE SAC

CUL DE SAC

CUL DE SAC

CALLE PRADERA

CUL DE SAC

MARIPOSA
6,501 $4,948
62,900
10,626
48,803
4,140
$47,874
$8,088
$37,145
$3,151
11,814
12,243
11,017
10,500
9,933
$8,992
$9,318
$8,385
$7,992
$7,560

CALLE HORIZONTE

DOGWOOD

PASEO TRANQUILO

GOLDENROD
COOPER

CUL DE SAC

HOLLYHOCK

CUL DE SAC

HELIOTROPE

PITTSFORD
14,190
27,654
25,773
6,204
$10,800
$21,048
$19,616
$4,722

FUCHSIA

MAGNOLIA LAUREL

MC INTOSH LANE

MC NATT COURT

SKYLARK DRIVE

SUNRISE
DUNDEE DR 31,450
7,161
$23,937
$5,450MC INTOSH CT NW/

LAKE FOREST DR

LAVENDER

CUL DE SAC

NIGHTENGALE CT
LAUREL
47,091
7,227
$35,841
$5,501

DONEGAL LANE

LINEAR LANE

GALWAY DR CUL DE SAC

CUL DE SAC
ALTON
29,007
25,830
24,776
18,368
7,150
$22,078
$19,660
$18,857
$13,980
$5,442

DIMENSION DR S/

LAURELMONARCH BLVD

PASEO ABETO
POPPY

PASEO OLMA

LANTANA

AVENIDA AMAPOLA

BLUE BELL

STARFLOWER

CATALINA

SNOWBERRY
ALTON

GOLDENROD
LAUREL
17,985
25,578
10,240
15,480
23,080
24,901
13,002
13,002
7,920
$13,689
$19,468
$7,794COOKS BAY DRIVE

NORTH POINTE DRIVE

SOUTH POINTE DRIVE

TREESHADE LANE

AVENIDA BANCAL

AVENIDA NUBES

CALLE RECREO

CALLE VECINDAD

SNOWBERRY

ARCTIC OCEAN DRIVE

BAKE PKWY

BAKE PARKWAY

SPECTRUM POINTE DR

SPECTRUM POINTE DR

ORCHARD RIM LN

CUL DE SAC

CUL DE SAC

CUL DE SAC

CUL DE SAC

GOLDENROD