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NA-35 Public Housing – 91.205(b)
Introduction
There is no public housing in the City of Lake Forest; however, the Orange County Housing Authority (OCHA) administers the Housing Choice Voucher Program in the City of Lake Forest. The Housing Choice Voucher Program provides rental subsidies to low-income families that spend more than 30% of the gross income on housing costs. The Voucher Program pays the difference between the excess of 30% of the recipient’s monthly income and the federally approved Fair Market Rent (FMR).
The number of vouchers administered by a housing authority constantly fluctuates due to the availability of new vouchers from HUD and changes in housing costs. According to Tables 22-26, OCHA administers 10,825 rental assistance vouchers throughout most of Orange County, which benefit extremely low and low-income families, elderly, disabled, and homeless households. The majority of households are White and Asian, which is reflective of overall County demographics, though Hispanics may be somewhat underrepresented.
Data received from OCHA as of July 2024 indicated that 161 vouchers were leased in Lake Forest, 36 of which were Family Households, 44 were Disabled Households, and 81 were Senior Households. This number increased to 203 as of April 2025. Per the last Consolidated Plan completed in 2020, 88 households were on the waiting list for rental assistance. OCHA opened their waiting list in September 2023 and received 57,000 applications and the number from Lake Forest increased to 152, which illustrates a huge demand for assistance in the County and City.
The data in tables below represent county-wide statistics.
Totals in Use
Program Type
Certificate Mod- Public Vouchers
Rehab Housing Total Project Tenant
-based -based
Special Purpose Voucher
Veterans Family
Unification
Program
Disabled
Affairs
Supportive
Housing
*
# of
units
vouchers
in use 0 0 0 10,825 0 10,418 187 207 10
Table 22 - Public Housing by Program Type
*includes Non-Elderly Disabled, Mainstream One-Year, Mainstream Five-year, and Nursing Home Transition Data PIC (PIH Information Center)
Source:
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Characteristics of Residents
Program Type
Certificate Mod- Public Vouchers
Rehab Housing Total Project Tenant Special Purpose Voucher -based -based Veterans
Affairs
Supportive
Family
Unification
Program
Housing
Average
Annual
Income
Average
length of stay
Average
0 0
0 0
0 0
16,476
8 0 16,470
8 17,239
0 15,594
0 4
Household
size
# Homeless at
admission
# of Elderly
Program
0 0
0 0
0 0
2 0
0 2
5 1 3
87 72 10
Participants
(>62)
# of Disabled
Families
0 0
0 0
0 0
4,926
2,163
0 0
4,884
2,075
38 64
3 14
# of Families
requesting
accessibility
features 0 0 0 10,825 0 10,418 187 207
# of HIV/AIDS
program
participants
# of DV
victims
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
Table 23 – Characteristics of Public Housing Residents by Program Type Data Source: PIC (PIH Information Center)
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Race of Residents
Program Type
Race Certificate Mod- Public Vouchers
Rehab Housing Total Project Tenant
-based -based
Special Purpose Voucher
Veterans Family
Unification
Program
Disabled
Affairs
Supportive
Housing
*
White 0 0 0 5,857 0 5,528 139 182 6
Black/African
American
Asian
0 0
0 0
0 0
745
4,128
0 0
693
4,107
39 4
10 15
2 2
American
Indian/Alaska
Native 0 0 0 64 0 60 4 0 0
Pacific
Islander
Other
0 0
0 0
0 0
31 0
0 0
30 0
1 0
0 0
0 0
*includes Non-Elderly Disabled, Mainstream One-Year, Mainstream Five-year, and Nursing Home Transition Table 24 – Race of Public Housing Residents by Program Type Data PIC (PIH Information Center)
Source:
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Ethnicity of Residents
Program Type
Ethnicity Certificate Mod- Public Vouchers
Rehab Housing Total Project Tenant
-based -based
Special Purpose Voucher
Veterans Family
Unification
Program
Disabled
Affairs
Supportive
Housing
*
Hispanic
Not
Hispanic
0 0
0 0
0 0
1,941
8,884
0 0
1,814
8,604
34 87 4
153 120 6
*includes Non-Elderly Disabled, Mainstream One-Year, Mainstream Five-year, and Nursing Home Transition Table 25 – Ethnicity of Public Housing Residents by Program Type Data Source: PIC (PIH Information Center)
Section 504 Needs Assessment: Describe the needs of public housing tenants and applicants on the waiting list for accessible units:
Not applicable. There are no public housing units in Lake Forest.
Most immediate needs of residents of Public Housing and Housing Choice voucher holders Not applicable.
How do these needs compare to the housing needs of the population at large Not applicable.
Discussion
There are no public housing units in Lake Forest.
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NA-40 Homeless Needs Assessment – 91.205(c)
Introduction:
Homeless researchers typically use one of two methods to measure homelessness. One way attempts to count all persons that are homeless on a given day/week (point-in-time counts). The second examines the number of people who are homeless over a given period - period prevalence counts. The Orange County Continuum of Care (OC-CoC) uses the first method for its biennial enumeration of the region’s homeless. To facilitate the enumeration of the homeless and the allocation of limited resources, the OCCoC has geographically divided the County into three Service Planning Areas (SPA). Homeless data from the Point-In-Time Survey (PITS) is provided on a county-wide basis, by SPA, and to a lesser degree, by jurisdiction. Because there is limited data regarding Lake Forest’s homeless population, it is generally assumed that the characteristics of the City’s homeless population are similar to those of the South SPA and Countywide as well. According to the 2024 Point in Time County, there were 7,322 homeless in Orange County as of January 2024; of which there were 641 homeless people in the South Service SPA; 491 unsheltered and 150 sheltered. In Lake Forest, there were 104 homeless identified, all of which were unsheltered.
General demographic information regarding Orange County’s unsheltered homeless population include the following:
•
•
27% were female, 72% male, and 1% were other non-conforming. 39% were White, 36% were Hispanic/Latino, 13% were Other Multi, 5% were Black/African American, 4% were Asian, 2% were American Indian/Alaska Native, and 1% were Native Hawaiian/Pacific Islander
2% were under the age of 18
80 were Veterans
•
•
• 146 were Transitional Youth
•
•
•
•
•
•
•
•
456 were Seniors
38% were chronic homeless
50% had a substance abuse disorder
31% had a physical disability
31% had a serious mental illness
17% had a developmental disability
10% were victims of domestic violence
2% were living with HIV/AIDS
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Homeless Needs Assessment
Population Estimate the # of Estimate the
#
experiencing becoming homelessness
homelessness homeless each year
each year
Estimate
the #
Estimate the
# exiting
Estimate the
# of days
persons
experience
homelessness
persons experiencing
homelessness on a
given night
each year
Sheltered Unsheltered
Persons in
Households
with Adult(s)
and Child(ren)
Persons in
Households
with Only
Children
0 0
0 0
0 0
0 0
0 0
0 0
Persons in
Households
with Only
Adults
Chronically
Homeless
Individuals
Chronically
Homeless
Families
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 Veterans 0
Unaccompanied
Child
Persons with
HIV
0 0
0 0 0
0 0
0 0
0 0 0
Table 26 - Homeless Needs Assessment
Data Source
Comments: 2024 Orange County Point In Time Survey
Indicate if the homeless
population is:
Has No Rural Homeless
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individuals and families, families with children, veterans and their families, and unaccompanied youth):
The OC-CoC conducted a Point-In-Time Survey of Orange County’s homeless as part of a national survey. The January 2024 PITS estimated the County’s homeless population at 7,322 individuals, with 641 in the South SPA, and 104 homeless in Lake Forest. Orange County’s homeless count includes 3,149 sheltered in emergency/transitional housing and 4,173 unsheltered homeless - 150 sheltered and 491 unsheltered in the South SPA. Lake Forest’s homeless are enumerated as 0 sheltered and 104 unsheltered.
Characteristics of the City’s homeless population is provided to the extent the PITS captured information at the city level. If no specific Lake Forest data is available, an estimate is based on the characteristics of the County’s or South SPA’s homeless population.
• Chronic Homeless Individuals: HUD defines a chronically homeless individual as an unaccompanied homeless individual (living in an emergency shelter or is unsheltered) with a disabling condition, who has been continuously homeless for a year or more, or has had at least four episodes of homelessness in the past three years. The 2024 PITS estimates there are 37 sheltered and 216 unsheltered chronically homeless in South County SPA – approximately 33.2% of the subregion's homeless population. Based on this percentage, it is estimated there are 37 chronically homeless in Lake Forest. Since the PITS estimates that 85.4% of the chronic homeless in the South SPA are unsheltered, it is further estimated that 32 of these chronically homeless individuals are unsheltered.
• Chronically Homeless Families and Families with Children: The 2024 PITS identifies 53 homeless persons in “families” in Lake Forest - 36 individuals are sheltered, and 17 are unsheltered. The PITS provides no data regarding chronically homeless families; however, among unsheltered homeless individuals, approximately one-third report they become homeless for the first time in the past 12 months.
•
•
Veterans and their Families: The County’s 2024 PITS found four veterans among Lake Forest unsheltered homeless.
Unaccompanied Youth: The 2024 PITS did not estimate “unaccompanied children” (as requested in Table 26); however, the homeless survey estimated the number of youth households, i.e., adults between the ages of 18 and 24 – Transitional Age Youth. The 2024 PITS identified four homeless Transitional Age Youth in the City.
• HIV/AIDS: The 2024 PITS estimated that 0.8% of homeless adults in the South SPA are living with HIV/AIDS. Based on this percentage, it is likely there is one Lake Forest homeless individual is living with HIV/AIDS.
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Nature and Extent of Homelessness: (Optional)
Race: Sheltered: Unsheltered (optional)
Unsheltered (optional)
White 0
0 0
0 0
0 Black or African American
Asian
American Indian or Alaska
Native
Pacific Islander
Ethnicity:
0 0
0 0
Sheltered:
Hispanic
Not Hispanic
0 0
0 0
Data Source
Comments: See above
Estimate the number and type of families in need of housing assistance for families with children and the families of veterans.
OCHA provided the City with information regarding Lake Forest households that submitted applications for rental assistance in 2023, the last time OCHA accepted applications. During the last Consolidated Plan, OCHA reported there were 88 Lake Forest households on the waitlist for housing assistance. Of this number, 31 were households with children, 24 were senior households (age 62 and older), and 36 of applicants indicate they were disabled. Because homeless veterans are provided a priority for rental housing assistance, OCHA staff indicated there are no veteran households on the waitlist; however, OCHA reported 15 veteran households currently receive federal rental assistance. OCHA estimates it will take approximately three years to work through the existing waitlist.
Describe the Nature and Extent of Homelessness by Racial and Ethnic Group.
As previously reported, the 2024 PITS estimates 79.1% of the South SPA’s homeless are racially White,
9.5% Black/African American, 8.3% “multi-racial or other,” 1.6% Asian, 1.2% Native Hawaiian/Pacific Islander, and 0.5% American Indian/Alaska Native. An estimated 27.3% are Hispanic/Latino. It is reasonable to assume Lake Forest’s homeless population mirrors the racial and ethnic composition of the South SPA.
Describe the Nature and Extent of Unsheltered and Sheltered Homelessness.
The 2024 Orange County homeless survey reports there are 0 sheltered and 104 unsheltered homeless in Lake Forest.
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Discussion:
The 2024 Point-In-Time survey of Orange County’s homeless estimates there are 104 homeless in Lake Forest – none are sheltered, and all 104 are unsheltered. To a large extent, the characteristics of the homeless in Lake Forest mirrors those of the County’s South SPA homeless population, as reported in the 2024 PITS. The 2024 homeless survey also assessed the number of homeless seniors. The survey indicates there are four unsheltered homeless seniors in Lake Forest. According to regional service providers, homelessness among seniors is a growing issue.
Throughout the country homelessness has become an increasing problem. Factors contributing to the rise in homelessness include a lack of housing affordable to low- and moderate-income persons, increases in the number of persons whose income fall below the poverty level, reductions in subsidies to the poor, drug/alcohol abuse, and the deinstitutionalization of the mentally ill. The County suffers from a severe lack of affordable housing for both renters and buyers. The inability of homeless people to afford housing is compounded by the limited employment and entitlement options available to homeless people. With limited working skills, homeless people earn only modest wages. Moreover, cutbacks in federal assistance programs also play a critical part in the plight of the homeless. This has been particularly true with public assistance programs, where benefit levels have not kept pace with the cost of living.
Those who are at-risk of homelessness are those who are experiencing extreme difficulty maintaining housing and have no reasonable alternatives of obtaining subsequent housing. Contributing factors putting people at-risk include eviction, loss of income, low-income, disability, unaffordable increase in the cost of housing, discharge from an institution without subsequent housing in place, irreparable damage or deterioration to residence, and fleeing from family violence.
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NA-45 Non-Homeless Special Needs Assessment - 91.205 (b,d) Introduction:
HUD requires that the Consolidated Plan include a review of relevant data regarding the housing needs of persons that have special supportive housing needs, but who are not homeless. Certain segments of the population, such as elderly, disabled, victims of domestic violence, and persons with HIV/AIDS may experience conditions that make it difficult for them to access affordable housing. Physical or medical conditions, space or supportive service requirements, income, or other factors may impede a household’s ability to obtain decent and affordable housing. This section briefly describes the characteristics of some of the special needs populations in Lake Forest.
Describe the characteristics of special needs populations in your community:
Special need populations are identified as the elderly, disabled, victims of domestic violence, and persons with HIV/AIDS. Characteristics are identified below.
What are the housing and supportive service needs of these populations and how are these needs determined?
Elderly/Frail Elderly: According to the U.S. Census Bureau, 12.4% of Lake Forest residents are age 65 and older (2013-2017 ACS). This population is often impacted by limited mobility, increased health complications, and fixed income. Common service needs for the elderly include transportation and inhome services. Per HUD’s housing needs data (Tables 9 and 10), 1,749 lower-income elderly households are experiencing housing cost burden – 1,030 are experiencing severe housing cost burden. As of November 2019, OCHA provides housing assistance to 83 senior Lake Forest households - 24 senior Lake Forest households are on OCHA’s housing assistance waitlist.
Persons with Disabilities: According to the 2013-2017 ACS, approximately 7.2% of Lake Forest’s population has one or more disabilities. Federal laws define a person with a disability as "Any person who has a physical or mental impairment that substantially limits one or more major life activities...” Examples of disabilities include hearing, mobility, and visual impairments, chronic alcoholism, and mental illness. As of November 2019, OCHA provides housing assistance to 123 disabled Lake Forest households - 36 disabled Lake Forest households are on the housing assistance waitlist. The Regional Center is a nonprofit that coordinates services for individuals with developmental disabilities. They offer services ranging from housing and self-determination programs to job training and placement.
Victims of Domestic Violence: Domestic violence is displayed in many forms; intimidation, physical assault, sexual assault, and other abusive behavior that is part of a pattern of control by a partner against another. Nationwide it is estimated that one in three women and one in seven men experience some form of domestic violence by an intimate partner. The California Department of Justice reports that in 2018, 272 domestic violence calls for assistance were reported in Lake Forest. For these individuals, temporary safe housing is vital. The 2019 PITS estimates that in the South SPA, 11.3% of homeless adults Consolidated Plan LAKE FOREST 46
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are victims of domestic violence - 25% are unsheltered. Housing and support options are available for victims of domestic violence.
Persons with HIV/AIDS: Persons with HIV/AIDS are considered a special needs group due to their need for health care and supportive services. Persons with HIV/AIDS may also face bias and misunderstanding about their illness that may affect their access to housing. Furthermore, these households may also have special needs in that they may have trouble balancing their incomes with medical expenses due to their illness, putting them at-risk of becoming homeless.
The Orange County Health Care Agency estimated that as of 2024, there were 113 people living with HIV in in Lake Forest. Demographic data regarding the characteristics of this group include the following:
•
•
•
Gender: 95 were male, 16 were female
Race/Ethnicity: 50 were Hispanic, 44 were White, and 11 were Asian Age: 40 were age 56 and older and all other age categories had approximately 20 people Several service providers are available to help special needs populations. Safety net services allow special needs populations to save limited financial resources on items such as transportation, after-school care, and food/clothing. Additionally, fair housing enforcement and rental assistance vouchers are valuable housing resources for special needs populations. The service and housing needs of special needs populations were determined by the input of community stakeholders, government agencies, and service providers.
Discuss the size and characteristics of the population with HIV/AIDS and their families within the Eligible Metropolitan Statistical Area:
Persons with HIV/AIDS are considered a special needs group due to their need for health care and supportive services. Persons with HIV/AIDS may also face bias and misunderstanding about their illness that may affect their access to housing. Furthermore, these households may also have special needs in that they may have trouble balancing their incomes with medical expenses due to their illness, putting them at-risk of becoming homeless.
No HIV/AIDS-dedicated housing is located in Lake Forest; however, the AIDS Services Foundation has a motel program that will allow those with HIV/AIDS facing homelessness to stay in motels throughout the region for a limited time. The following HIV/AIDS housing resources are available to residents on a countywide basis:
•
•
Aid Services Foundation has 18 beds in its transitional housing program Gerry House has six beds in their six-month transitional housing recovery program with set-aside beds for those with HIV/AIDS
•
•
Emmanuel House is a 21-bed transitional housing program Straight Talk, Inc. has six beds in its Start House transitional housing program Consolidated Plan LAKE FOREST 47
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If the PJ will establish a preference for a HOME TBRA activity for persons with a specific category of disabilities (e.g., persons with HIV/AIDS or chronic mental illness), describe their unmet need for housing and services needed to narrow the gap in benefits and services received by such persons. (See 24 CFR 92.209(c)(2) (ii)) The City does not receive HOME funds.
Discussion:
A percentage of the City’s population has special needs that may require unique housing options and services. These special needs groups include senior and frail elderly, the disabled, victims of domestic violence, and persons with HIV/AIDS. While housing and service programs are available to these special needs populations, additional resources may be needed to address individual needs.
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NA-50 Non-Housing Community Development Needs – 91.215 (f) Describe the jurisdiction’s need for Public Facilities:
Based on responses to the City’s community needs survey, improving parks and recreation facilities are priorities. The City is addressing this community priority, as evident by the recent completion of a new community center and senior center, and the construction of new sports and recreation facilities. A comprehensive needs assessment of the City’s parks was recently completed, which identified improvements for the community’s parks, including new playground equipment, improvements to courts and fields, and installing/upgrading landscaping and other facilities such as restrooms.
Whenever the City contemplates improvements to public facilities, it must consider the implications of compliance with the American with Disabilities Act. Public agencies, such as the City, are required under the American with Disabilities Act of 1990 (ADA) to perform “self-evaluations” of their current facilities relative to the accessibility requirements of the ADA. Under this law, the City must have a plan to make public facilities ADA accessible. The City has developed a Transition Plan that details which public facilities do not meet current ADA requirements. Some of the improvements identified in the Transition Plan may be addressed with CDBG funding.
How were these needs determined?
2025 Consolidated Plan Community Survey and city staff.
Describe the jurisdiction’s need for Public Improvements:
Top issues identified by the community in the 2025 Consolidated Plan Community Survey include water/sewer system improvements, residential street improvements, and sidewalk improvements.
Water, sewer, and storm water infrastructure and services are provided by other public agencies or special districts, and may not be CDBG-eligible. Budget consideration may be given to other identified priorities such as residential streets and sidewalks improvements within CDBG-eligible areas. The City’s ADA Transition Plan also identifies numerous curb ramps that need upgrading to current ADA standards.
How were these needs determined?
2025 Consolidated Plan Community Survey and city staff.
Describe the jurisdiction’s need for Public Services:
Based on responses to the 2025 Consolidated Plan Community Survey, health and youth services are identified as highly needed. Other need priorities include senior services and childcare. Among homeless services, outreach, mental/behavioral health services, homelessness prevention, and emergency shelter are ranked as the highest needs.
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How were these needs determined?
2025 Consolidated Plan Community Survey and consultation with local service providers.
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Housing Market Analysis
MA-05 Overview
Housing Market Analysis Overview:
The purpose of the Market Analysis is to provide a clear picture of the City’s housing market, including the significant characteristics of housing supply, housing conditions, and cost. The Housing Market Analysis, in conjunction with the Needs Assessment, will provide the basis for the Strategic Plan to identify programs and projects to be funded and administered as part of the CDBG program.
Most of the data tables in this section are populated by default with data from the Comprehensive Housing Affordability Strategy (CHAS), the special tabulation of housing data produced by the Census Bureau for HUD. Additional data is derived from the American Community Survey (ACS) and other updated sources. The Market Analysis will also examine barriers to affordable housing, including impediments to fair housing choice.
Based on the data reviewed in the Needs Assessment and the following Market Analysis, several characteristics of the City’s housing market have indicated that affordable housing is a key issue in the City. As such, the City has given this Need a High Priority level in the Consolidated Plan. Currently there is a large need for homes to accommodate small families and alleviate the significant overcrowding occurring that is disproportionately impacting those low- and moderate-income residents. As the City’s population continues to age, there may be less pressure on the housing market for larger homes and greater need for smaller, more affordable homes, since only 13 percent of the housing stock is made up of efficiencies and one-bedrooms. Additionally, there are very limited ownership opportunities for these smaller units (2%) that would benefit seniors and single households; thus, balance will be needed when approving development projects.
In the last decade, the City has continued to pursue affordable housing development; however, the lack of monetary resources available to create new affordable housing units of adequate size and lack of current inventory, housing affordability and overcrowding problems for Small Families will continue to be a challenge to the community during the period of the FY 2025-2030 Consolidated Plan.
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MA-10 Number of Housing Units – 91.210(a)&(b)(2)
Introduction
HUD defines a housing unit as a house, an apartment, or a single room, occupied as a separate living quarter, or if vacant, intended for occupancy as a separate living quarter. This section of the Consolidated Plan will assess the housing characteristics of the City’s housing supply, including unit type and tenure, age, condition, affordability, and availability.
Based on data from Table 27, Lake Forest’s housing stock is primarily comprised of one-unit structures (approximately 73%). The data further shows the City has a total of 30,750 housing units with a small number of mobile homes that represent 4% of the housing stock.
According to Table 28, the majority (70.1%) of the City’s housing units are owner-occupied, and 29.9% are renter-occupied. However, based on bedroom mix, ownership is very limited for smaller households, as All residential properties by number of units
Property Type Number %
1-unit detached structure
1-unit, attached structure
2-4 units
5-19 units
20 or more units
17,165
5,280
1,565
4,040
1,545
56%
17%
5%
13%
5%
Mobile Home, boat, RV, van, etc 1,155 4%
Total 30,750 100%
Table 27 – Residential Properties by Unit Number
Data Source: 2016-2020 ACS
Unit Size by Tenure
Owners Renters
Number % Number %
No bedroom
1 bedroom
2 bedrooms
60 475
3,840
0%
2%
19%
385
2,550
3,220
4%
29%
37%
3 or more bedrooms 16,280 79% 2,540 29%
Total 20,655 100% 8,695 99%
Table 28 – Unit Size by Tenure
Data Source: 2016-2020 ACS
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Describe the number and targeting (income level/type of family served) of units assisted with federal, state, and local programs.
The City’s 2021–2029 Housing Element identified 398 affordable housing in the City distributed within several housing developments. The affordability covenants for several of these developments have expired; however, an updated listed of assisted units is available:
•
•
•
•
•
•
•
AFH Affordable Housing Condo: 1 unit for lower-income families SCO Transitional Housing Condo: 8 units for lower-income families Madrid Transitional Housing Condo: 2 units for lower-income families Saguaro Apartments: 3 units for lower-income families
Arroyo at Baker Ranch: 187 units for lower-income families Mountain View Apartments: 70 units for lower-income families The Meadows Senior Apartments: 64 units for lower-income seniors Provide an assessment of units expected to be lost from the affordable housing inventory for any reason, such as expiration of Section 8 contracts.
Of the 264 affordable units listed in the 2021-2029 Housing Element, affordable housing covenants have expired on 253 units. Affordable housing covenants on eight (transitional) units will expire between 2022 and 2026.
Does the availability of housing units meet the needs of the population? The Southern California Association of Governments (SCAG) undertakes a Regional Housing Needs Assessment (RHNA) to quantify the anticipated need for housing within a five-county region. California General Plan law requires the City to have land zoned to accommodate its fair share of the regional housing need as calculated by SCAG. The goal of the RHNA is to ensure an equitable distribution of housing among jurisdictions within SCAG’s region so that every community provides for a mix of housing for all economic segments. The housing allocation targets are not building requirements; instead, they are planning goals for each community to accommodate through appropriate planning policies and land use regulations. Allocation targets are intended to assure that adequate sites and zoning are made available to address anticipated housing demand during the planning period. The distribution of housing needs by income category for each jurisdiction is adjusted to avoid an overconcentration of lower-income households in any community. For the current planning period (2021 through 2029), the City’s RHNA allocation is 2,727 new housing units.
According to a recent article in the Orange County Register, “California needs between 1.8 million and 3.5 million new homes by 2025. To get there, cities and counties would have to approve two to four times the number of homes they’ve been permitting in the past few years. But instead of approving more homes, almost every California city and county is falling behind its state-mandated housing goal….” [“California needs more housing, but 97% of cities and counties are failing to issue enough RHNA Consolidated Plan LAKE FOREST 53
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permits.” Published December 9, 2019, O.C. Register.] According to this article, the City is not on track to issue sufficient housing construction permits to meet current RHNA goals. State and SCAG planners are in the process of establishing RHNA goals for jurisdictions for the next planning cycle. These goals are yet to be finalized. Once established, the City will evaluate options to comply with applicable State requirements.
HUD data from Table 9 estimates that 7,026 lower-income Lake Forest households have a housing cost burden. Based on the current supply of housing units, there appears to be a gap of housing units affordable to many residents, especially lower-lower income households.
Describe the need for specific types of housing:
As previously outlined in the Housing Needs Assessment, housing costs in the region and specifically the City, present an issue for many households regardless of income, size, or tenure. Among lower-income households, senior and small related households appear to be experiencing housing costs challenges at a higher rate.
Discussion
The City’s housing stock is comprised primarily of single units. State and regional planners have established goals for all jurisdictions to create an environment to allow for the creation of housing that is affordable to different income levels. While the City has encouraged the development of many housing units, there appears to be a need for additional units, particularly affordable to lower-income households.
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MA-15 Housing Market Analysis: Cost of Housing - 91.210(a) Introduction
It is reported that the median home sales price in Orange County in December 2019 was $840,000 – the second highest on record. [“Buyer competition fuels 16% jump in Southern California house sales.” Orange County Register, published January 17, 2020.] The rise in home sales prices has been driven by low interest rates and a low supply of available housing units. According to Zillow.com, in January 2020, the median home sales price in Lake Forest was $736,702, a 40.5% increase from the 2015 median value listed in Table 29. With respect to rents, Zillow reports the median Lake Forest list rent in January 2020 was $3,100.
Cost of Housing
Base Year: 2009
524,400
1,619
Most Recent Year: 2020 % Change
Median Home Value 30%
Median Contract Rent
682,700
2,009 24%
Table 29 – Cost of Housing
Data Source: 2000 Census (Base Year), 2016-2020 ACS (Most Recent Year) Rent Paid Number %
Less than $500
$500-999
365
155
4.2%
1.8%
$1,000-1,499
$1,500-1,999
525
3,350
6.0%
38.6%
$2,000 or more 4,290 49.4%
Total 8,685 100.0%
Table 30 - Rent Paid
Data Source: 2016-2020 ACS
Housing Affordability
Number of Units affordable to
Households earning
30% HAMFI
50% HAMFI
80% HAMFI
Renter Owner
335
510
3,900
No Data
565
1,220
100% HAMFI No Data 2,854
Total 4,745 4,639
Table 31 – Housing Affordability
Data Source: 2016-2020 CHAS
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Monthly Rent
Monthly Rent ($) Efficiency (no
bedroom)
2,200
1,826
1,381
1 Bedroom 2 Bedroom 3 Bedroom 4 Bedroom
Fair Market Rent
High HOME Rent
Low HOME Rent
2,344
1,958
1,479
2,783
2,352
1,776
3,769
2,708
2,051
4,467
3,001
2,288
Table 32 – Monthly Rent
Data Source: HUD FMR and HOME Rents
Is there sufficient housing for households at all income levels? Based on HUD data tables above, it appears there is a limited supply of housing units affordable to lower income households. With a median home price of $736,702 and a current median list rent of $3,100, it is evident there is an insufficient supply of affordable housing for households at most income levels. The 2019-20 Community Indicators, produced by the Orange County Business Council, concludes a minimum annual income of $110,160 is needed to purchase an entry-level home in Orange County (estimated at $680,000). This income requirement exceeds the average annual salary of many occupations, such as retail sales clerks, secretaries, computer programmers, elementary school teachers, and nurses. The 2019-20 Community Indicators also finds that “To afford a median-prices one-bedroom apartment in 2019, an Orange County resident would need to make $31.38 per hour – equivalent to an annual income of $66,310… A minimum wage worker in Orange County would have to work 105 hours a week to afford a one-bedroom apartment, 131 hours to afford a two-bedroom unit, and 183 hours to afford a threebedroom.” [2019-20 Orange County Community Indicators, page 54-58.] How is affordability of housing likely to change considering changes to home values and/or rents?
The California Association of Realtors reports that current economic trends indicate a continued strong housing market in Orange County. Contributing economic indicators include low inflation, low unemployment, low-interest rates, and high consumer confidence. In response to a perceived affordable housing crisis in the State, as 2019 came to an end, the State legislature passes a series of housing bills aimed at easing the housing crisis. Measures such as AB 1482 will limit annual rent increases to 5% and requires landlords to have “just cause” when evicting a tenant. Other bills open the door for building additional housing units by right and allowing higher densities in certain transit districts. These enacted housing bills will most likely change the State, regional, and local housing market; however, both intended and unintended consequences of these bills remain to be understood.
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The City of Lake Forest is not a participating jurisdiction in HUD’s HOME program; however, HUD’s current rent limits for the program are listed in Table 32. Based on a comparison of these rent levels to rents listed on certain on-line housing services, it is evident that significant subsidies or other concessions would be necessary to create units that are affordable to lower-income households.
Discussion
Orange County remains one of the nation’s most expensive housing markets. Data indicates that median home sales prices and monthly rents are out of reach of many lower-income and moderate-income households. Current economic trends also indicate housing costs will likely remain out of reach of many of the region’s residents. The State of California has taken legislative action to address a growing housing shortage; however, the future impacts of this legislation are unknown.
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MA-20 Housing Market Analysis: Condition of Housing – 91.210(a) Introduction
Assessing housing conditions in a City can provide the basis for developing policies and programs to maintain and preserve the quality of life. Deteriorating housing conditions depress property values and can discourage reinvestment in a community. Consequently, maintaining or improving housing conditions is often an important goal for cities.
Describe the jurisdiction's definition of "standard condition" and "substandard condition but suitable for rehabilitation":
Substandard Condition: A dwelling unit that contains a condition that endangers the life, limb, health, property, safety, or welfare of the public or the occupants. The conditions that make a property a substandard unit are defined in the California Health & Safety Code Section 17920.3.
Substandard Condition but suitable for Rehabilitation: For purposes of the CDBG program, this term means that the cost of remedying all substandard conditions plus the current value of the property does not exceed the after-rehabilitation value of the property.
Housing Problems: As defined by HUD:
1. Lack of complete kitchen or plumbing facilities
2. More than one person per room
3. Cost burden greater than 30%
Condition of Units
Condition of Units Owner-Occupied
Number
Renter-Occupied
% Number %
With one selected Condition
With two selected Conditions
With three selected Conditions
With four selected Conditions
6,120 30%
0%
0%
4,690
515
0 54%
6%
0%
90 10
0 0% 0 0%
No selected Conditions 14,430 70% 3,480 40%
Total 20,650 100% 8,685 100%
Table 33 - Condition of Units
Data Source: 2016-2020 ACS
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Year Unit Built
Year Unit Built Owner-Occupied
Number
Renter-Occupied
% Number %
2000 or later
1980-1999
1950-1979
1,780
9,915
8,870
9%
48%
43%
1,090
4,485
3,100
13%
52%
36%
Before 1950 85 0% 20 0%
Total 20,650 100% 8,695 101%
Table 34 – Year Unit Built
Data Source: 2016-2020 CHAS
Risk of Lead-Based Paint Hazard
Risk of Lead-Based Paint Hazard Owner-Occupied Renter-Occupied Number % Number %
Total Number of Units Built Before 1980 8,955 43% 3,120 36% Housing Units build before 1980 with children present 2,860 14% 1,935 22% Table 35 – Risk of Lead-Based Paint
Data Source: 2016-2020 ACS (Total Units) 2016-2020 CHAS (Units with Children present) Vacant Units
Suitable for
Rehabilitation
Not Suitable for
Rehabilitation
Total
Vacant Units
Abandoned Vacant Units
REO Properties
Abandoned REO Properties
Table 36 - Vacant Units
Data Source: 2005-2009 CHAS
UPDATED INFORMATION
There are limited data sources regarding vacant units and REO properties within the City. Based on data from the State of California Department of Labor, as of January 1, 2019, the City’s housing vacancy rate is
3.7% (approximately 1,100 units). Based on information from RealtyTrac, in December 2019, there were 28 properties in Lake Forest that were in some stage of foreclosure (default, auction or bank owned).
Need for Owner and Rental Rehabilitation
Estimated Number of Housing Units Occupied by Low or Moderate Income Families with LBP Hazards
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For determining the number of housing units with lead-based paint, the age of the housing stock is the critical variable. Since 1978, the federal government has prohibited the use of lead-based paint on residential property; however, national studies estimated that 75% of all residential structures built before 1978 contain lead-based paint (LBP). However, not all units with LBP present a hazard. Only testing for lead in dust, soil, deteriorated paint, chewable paint surfaces, friction paint surfaces, or impact paint surfaces will provide information about hazards. Overall, these conditions are not prevalent in Lake Forest.
According to the data in Table 35, approximately 47% of the City’s housing stock (12,663 units) was built before 1980 and may contain LBP. Most impacted by lead hazards are children under six years of age. HUD data estimates there are 4,380 housing units in the City with children present, that may have a lead-based paint issue. The State of California and the County of Orange Department of Public Health report that in 2018, 1.02% of 32,426 children under age six that were screened for blood lead levels (BLL), had a BLL over 4.5 micrograms of per deciliter (µg/dL). (4.5 µg/d is the BLL level the Center for Disease Control and Prevention (CDC) considers “high”). The most recent data regarding elevated BLL for Lake Forest children less than age six is from 2012. In 2012, the CDC reports that 13 of 737 children tested had BLL greater than 4.5 µg/d. This data is not specific to lead-based paint; nonetheless, the data indicate that elevated blood lead among the City’s young children is not a significant issue. Regardless, the City will take proactive action to educate parents of the developmental issues to young children associated with lead and will address lead-based paint hazards as part of its housing rehabilitation programs.
Discussion
In general, Lake Forest’s housing stock is well maintained and in good to excellent condition; however, it is important to note that a significant percentage of the housing stock is over 30 years old. After 30 years, homes may begin to require substantial maintenance and even extensive rehabilitation (e.g., roof, electrical, plumbing). Additionally, some residences constructed before 1978 may have lead-based paint hazards.
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MA-25 Public and Assisted Housing – 91.210(b)
Introduction
The City of Lake Forest does not own or operate any public housing units.
Totals Number of Units
Program Type
Total
Certificate Mod-Rehab Public
Housing
Vouchers
Project -based Tenant -based Special Purpose Voucher
Veterans Family
Unification
Program
Disabled
Affairs
Supportive
Housing
*
# of units vouchers
available 9,925 879 1,669 0
# of accessible units
*includes Non-Elderly Disabled, Mainstream One-Year, Mainstream Five-year, and Nursing Home Transition Table 37 – Total Number of Units by Program Type
Data Source: PIC (PIH Information Center)
Describe the supply of public housing developments:
Describe the number and physical condition of public housing units in the jurisdiction, including those that are participating in an approved Public Housing Agency Plan:
Not applicable
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Public Housing Condition
Public Housing Development Average Inspection Score
Table 38 - Public Housing Condition
Describe the restoration and revitalization needs of public housing units in the jurisdiction:
Not applicable
Describe the public housing agency's strategy for improving the living environment of lowand moderate-income families residing in public housing:
Not applicable
Discussion:
The City of Lake Forest does not own or operate any public housing units.
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MA-30 Homeless Facilities and Services – 91.210(c)
Introduction
As previously discussed, the OC-CoC conducts a biennial point in time count and survey of the region’s homeless. The 2024 Point-In-Time Survey also includes an inventory of homeless shelter resources. Information presented in Table 39 identifies homeless shelter beds in Lake Forest.
Facilities and Housing Targeted to Homeless Households
Emergency Shelter Beds Transitional
Housing Beds
Current & New
Permanent Supportive Housing
Beds
Year Round Beds
(Current & New)
Voucher /
Seasonal /
Current & New Under
Development
Overflow Beds
Households with Adult(s) and
Child(ren)
Households with Only Adults
Chronically Homeless Households
Veterans
0 0
0 0
0 0
0 0
0 0
35 0 0
0 0
0 0
0 0
0 0
0 0
0 Unaccompanied Youth 0
Table 39 - Facilities and Housing Targeted to Homeless Households Data Source Comments:
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Describe mainstream services, such as health, mental health, and employment services to the extent those services are use to complement services targeted to homeless persons The City of Lake Forest does not provide direct services for the homeless; however, it does fund nonprofit agencies that provide housing and support services for homeless Lake Forest residents. Case managers at these service agencies work closely with clients to identify appropriate mainstream services available to them and guide them through the qualification process. Examples of mainstream services include veterans housing vouchers, veteran medical services, MediCal/Medicare, SSI, and general relief.
List and describe services and facilities that meet the needs of homeless persons, particularly chronically homeless individuals and families, families with children, veterans and their families, and unaccompanied youth. If the services and facilities are listed on screen SP-40 Institutional Delivery Structure or screen MA-35 Special Needs Facilities and Services, describe how these facilities and services specifically address the needs of these populations.
As indicated in Table 39, the OC-CoC identifies 35 transitional housing beds in Lake Forest. These shelter beds are reserved for homeless families.
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MA-35 Special Needs Facilities and Services – 91.210(d) Introduction
HUD requires that the Consolidated Plan describe, to the extent information is available, facilities, and services that are available assist persons who are not homeless but that have special needs.
Including the elderly, frail elderly, persons with disabilities (mental, physical, developmental), persons with alcohol or other drug addictions, persons with HIV/AIDS and their families, public housing residents and any other categories the jurisdiction may specify, and describe their supportive housing needs
Senior and Frail Elderly: There are several skilled nursing and residential care facilities located in Lake Forest. According to the California Department of Social Services Community Licensing Division, there are 805 residential care beds in 47 facilities in Lake Forest. The bulk of these facilities are six-bed facilities operating in residential neighborhoods. There are no subsidized senior housing units in the City; however, there are two complexes that offer 57 and 64 affordable senior housing units respectively.
Group Homes/Quarters: The State reports that as of January 2025, there are 515 Lake Forest residents living in group housing. Examples of group housing included homes for the mentally disabled and physically disabled, seniors, and those recovering from substance addiction. In recent years some recovery homes have had negative impacts on residential neighborhoods. Due to current federal and state regulations, the City’s ability to take specific enforcement action is limited; nonetheless, the City continues to seek different avenues to address and mitigate some of the neighborhood impacts caused by problematic operators.
HIV/AIDS Housing: As previously outlined, there are no shelters or permanent housing units for persons with HIV/AIDS in Lake Forest.
Public Housing Residents: There is no public housing in Lake Forest. As of April 2025, a total of 203 households in Lake Forest are receiving a rental housing voucher or certificate from OCHA.
Describe programs for ensuring that persons returning from mental and physical health institutions receive appropriate supportive housing
In Lake Forest, while not necessarily receiving CDBG funding, several programs and resources are available throughout the city to assist individuals transitioning from mental health facilities into supportive housing.
Here are some key services:
• 2-1-1 Orange County: A 24/7 helpline that connects people to services like housing, healthcare, food, and mental health support.
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•
•
Lake Forest Homeless Engagement and Resources Team (LFHEART): Provides access to shelter, mental health care, legal help, housing referrals, and other support for people experiencing homelessness.
Lake Family Resource Center: Supports survivors of domestic violence with rent assistance, counseling, safety planning, and legal advocacy. Orange County Rescue Mission: Offers transitional housing, food, job training, mental health services, and addiction recovery program tailored for veterans, families, youth, victims of domestic violence, and victims of sex trafficking. •
•
Collaboration with organizations like: Age Well Senior Services, Camino Family Health Center, Families Forward, Families Assistance Ministries, and South County Outreach to provide housing assistance, employment opportunities, mental health services, and basic necessities.
Collaboration with the County of Orange to offer various housing assistance programs including:
o Housing Choice Voucher Program: assists low-income individuals and families with rental housing.
o Affordable Housing Developments including:
.
.
The Arroyo at Baker Ranch: A 189-unit affordable family apartment community.
Portola Senior Apartments: A 57-unit affordable housing project for seniors aged 62 and older.
.
.
Mountain View Apartments: A 71-unit affordable housing project currently under construction.
The Meadows Senior Affordable Apartments: A 65-unit complex, including 64 senior affordable units and one manager’s unit.
These resources aim to provide comprehensive support for individuals transitioning from mental health facilities, ensuring access to appropriate housing and essential services in Lake Forest.
Specify the activities that the jurisdiction plans to undertake during the next year to address the housing and supportive services needs identified in accordance with 91.215(e) with respect to persons who are not homeless but have other special needs. Link to one-year goals.
91.315(e)
The City will continue to support various local organizations each year of the Consolidated Plan that provide services to persons with special needs. Agencies funded will depend on applications received annually through the City's NoFA. For the first year of the plan, the following service providers will be funded:
•
•
•
•
•
•
Age Well Senior Services
Boys & Girls Club of Laguna Beach
Camino Health Services
Fair Housing Council of OC
Families Forward
Family Assistance Ministry
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• South County Outreach
The City will also continue to support the efforts of OCHA to obtain additional housing vouchers and certificates for disabled, elderly, and other special needs households. Additionally, as new housing opportunities are designed and developed, the City will work with developers to ensure accessible units are incorporated into projects as required by federal and state regulations.
For entitlement/consortia grantees: Specify the activities that the jurisdiction plans to undertake during the next year to address the housing and supportive services needs identified in accordance with 91.215(e) with respect to persons who are not homeless but have other special needs. Link to one-year goals. (91.220(2))
The City does not receive HOME funds either directly as an entitlement or indirectly through a consortium.
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MA-40 Barriers to Affordable Housing – 91.210(e)
Negative Effects of Public Policies on Affordable Housing and Residential Investment Lake Forest's Housing Element for the 2021-2029 planning period identifies several constraints to affordable housing development. Key constraints include:
1. Limited Availability of Residential Land: Lake Forest has largely developed its residentially designated lands, with future residential development primarily limited to recycling existing units and completing infill development. While the city's sphere of influence contains substantial vacant land suitable for new development, additional residential development is planned in areas like Portola Hills and Foothill Ranch, which may not be immediately accessible for affordable housing projects.
2. High Development Standards: The city's mixed-use zoning regulations, designed to encourage residential development, impose certain standards that could be seen as constraints. For example, the Mixed-Use 43 (MU 43) district allows a maximum density of 43 dwelling units per net acre and a maximum Floor Area Ratio (FAR) of 1.2:1, with building heights limited to 65 feet. While these standards aim to promote development, they may not fully align with the affordability objectives of the Housing Element.
3. Infrastructure and Service Constraints: Ensuring that adequate infrastructure and services are available to support new affordable housing developments can be a constraint. The Housing Element Sites Inventory Regulations require that residential developments on rezone sites permit at least 16 units, with a minimum residential density of 20 dwelling units per net acre. This density requirement may necessitate significant infrastructure enhancements, posing challenges to affordability.
4. Market Constraints: The broader housing market in Orange County, characterized by high land and construction costs, poses challenges to developing affordable housing in Lake Forest. These market conditions can make it difficult for developers to produce housing that is affordable to low- and moderateincome households without substantial subsidies.
Addressing these constraints requires a multifaceted approach, including revising zoning regulations to allow for greater residential densities, ensuring that infrastructure improvements are cost-effective, and exploring financial incentives to make affordable housing projects more viable.
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MA-45 Non-Housing Community Development Assets – 91.215 (f) Introduction
According to the data from Table 40, the top business sectors in Lake Forest are Education and Health Care Services Professional, Scientific, Management Services Arts, Entertainment, Accommodations Retail Trade, accounting for 57 percent of workers.
Data from Table 41, shows the City has a workforce of 47,845 individuals, which is an increase of 4,345 from the last Plan. The unemployment rate of 4.88% is a slight decrease from the last Plan, which reported an unemployment rate of 5.63%; however, the unemployment rate for young adults is significantly higher at 17.51%. Major sectors include Management, business and finance, Sales and office, and Service occupations (Table 42). The majority of workers can get to work in less than an hour, with only 7 percent reporting a longer commute (Table 43). Workers are mostly well educated with only 6 percent being less than a high school graduate and 82 percent having some type of college education (Table 44). When looking at the data in Table 45 (level of educational attainment by age), it appears that approximately 23% of the City’s seniors have less than a college education, which would indicate more of a burden on their already fixed incomes. Most of these seniors probably don’t have a pension and rely on social security.
As shown in Table 46, median earnings for those with high school equivalent or less are less than $63,000 per year.
Economic Development Market Analysis Business Activity
Business by Sector Number of
Workers
Number of
Jobs
Share of
Workers
%
Share of
Jobs
Jobs less
workers
% %
Agriculture, Mining, Oil & Gas Extraction
Arts, Entertainment, Accommodations
Construction
Education and Health Care Services
Finance, Insurance, and Real Estate
Information
230
5,026
2,193
6,237
3,591
1,357
3,939
1,308
95 1
12 5
15 9
3 0
12 9
9 10
2 0
-1
3 -7
1 -2
3 4,387
3,252
3,253
3,714
563
Manufacturing
Other Services
4,767
1,410
10 3
13 4 1
Professional, Scientific, Management
Services
Public Administration
Retail Trade
Transportation and Warehousing
Wholesale Trade
Total
5,958
0 4,059
950
2,683
37,531
6,702
0 3,170
214
3,349
34,876
15 0
10 2
7 --
18 0
8 1
9 3
0 -2
-2
2 -- --
Table 40 - Business Activity
Data 2016-2020 ACS (Workers), 2020 Longitudinal Employer-Household Dynamics (Jobs) Source:
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Labor Force
Total Population in the Civilian Labor Force
Civilian Employed Population 16 years and
over
47,845
45,505
Unemployment Rate 4.88
Unemployment Rate for Ages 16-24
Unemployment Rate for Ages 25-65
17.51 3.34
Table 41 - Labor Force
Data Source: 2016-2020 ACS
Occupations by Sector Number of People
Management, business and financial
Farming, fisheries and forestry occupations
Service
17,570
1,215
4,365
Sales and office 10,045
Construction, extraction, maintenance and
repair
Production, transportation and material
moving
2,085
1,450
Table 42 – Occupations by Sector
Data Source: 2016-2020 ACS
Travel Time
Travel Time Number Percentage
< 30 Minutes
30-59 Minutes
25,388
11,809
63%
29%
60 or More Minutes 2,904 7%
Total 40,101 100%
Table 43 - Travel Time
Data Source: 2016-2020 ACS
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Education:
Educational Attainment by Employment Status (Population 16 and Older) Educational Attainment In Labor Force
Civilian Employed Unemployed Not in Labor
Force
Less than high school graduate
High school graduate (includes
equivalency)
Some college or Associate's degree
Bachelor's degree or higher
2,330 205 1,085
4,565
11,315
19,860
205
630
570
1,410
2,385
3,730
Table 44 - Educational Attainment by Employment Status
Data Source: 2016-2020 ACS
Educational Attainment by Age
Age
35–44 yrs
435
18–24 yrs 25–34 yrs 45–65 yrs 65+ yrs
Less than 9th grade 200 230 1,010 475
9th to 12th grade, no diploma
High school graduate, GED, or
alternative
Some college, no degree
Associate's degree
410 690 515 735 355
1,685
2,685
440
990
50 1,355
2,845
1,035
4,370
1,680
1,335
2,210
800
4,145
2,770
3,495
5,205
2,235
7,285
3,945
1,860
2,495
1,075
3,070
2,150
Bachelor's degree
Graduate or professional degree
Table 45 - Educational Attainment by Age
Data Source: 2016-2020 ACS
Educational Attainment – Median Earnings in the Past 12 Months Educational Attainment Median Earnings in the Past 12 Months Less than high school graduate 60,706
High school graduate (includes equivalency)
Some college or Associate's degree
Bachelor's degree
63,010
88,662
135,120
Graduate or professional degree 191,934
Table 46 – Median Earnings in the Past 12 Months
Data Source: 2016-2020 ACS
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Based on the Business Activity table above, what are the major employment sectors within your jurisdiction?
According to Table 40, three major business activity sectors account for 41% of total “workers” and 37% of total “jobs.”
•
•
•
Professional, Scientific, Management Services – 15% of Workers and 15% of Jobs Education and Health Care Services – 14% of Workers and 11% of Jobs Arts, Entertainment, Accommodations – 12% of Workers and 11% of Jobs Other leading business sectors include manufacturing, retail, and finance, insurance, and real estate. This data corresponds with the profile of several of the City’s top employers.
Describe the workforce and infrastructure needs of the business community:
The City has established an aggressive economic development program to attract and retain employers to the community. A City webpage provides comprehensive information regarding the City’s economic development program. Infrastructure improvements to support the expansion or revitalization of business and industrial centers are incorporated into the City’s Capital Improvement Budget. In addition to improvements to roads, parkways, and storm drains, the City may explore the feasibility of installing a high-speed fiber-optic network. A fiber internet uses fiber-optic lines, which are cables made of bundled strands of glass. Each glass strand acts as a conduit for light signals that relay digital code from one end to the other at the speed of light. This technology allows for internet speeds far beyond DSL and cable because each fiber-optic line can carry multiple signals at top speeds simultaneously.
Describe any major changes that may have an economic impact, such as planned local or regional public or private sector investments or initiatives that have affected or may affect job and business growth opportunities during the planning period. Describe any needs for workforce development, business support or infrastructure these changes may create.
The City has a strong commitment to fostering job creation and retention for Lake Forest businesses. The City demonstrates this commitment via the Growing and Retaining Our Workforce (GROW) program. The economic impacts of the Coronavirus pandemic remain unknown, however recent news reports indicate significant unemployment in most sectors of the local, state, and national labor markets. In response, the City allocated CDBG-Coronavirus (CDBG-CV) funds authorized by the CARES Act of 2020, for a small business assistance program. A portion of regular CDBG funds may be allocated on a short-term basis to assist local businesses create or retain jobs for lower-income individuals.
How do the skills and education of the current workforce correspond to employment opportunities in the jurisdiction?
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The Orange County Business Council 2020 Orange County Workforce Indicators Report provides a detailed overview of the region’s economy. The report identifies economic changes caused by new technologies and how new technology is transforming the workforce, the local economy, and the overall business climate of Orange County. Of all the trends that may impact the workplace, the report indicates, “Artificial Intelligence (AI) has the greatest transformative potential.” Furthermore, “While new technologies will likely create more jobs than it replaces in the long term, the labor market may face disruptions and widening skills gaps in the short term…. Soft skills will be the key to navigate this transformative period.” The report loosely defines soft skills as the ability to work well in a group and demonstrate the “kind of creativity exhibited by writers and painters.” Effective leadership, communication, and time management are critical soft skills. According to the Business Council report, “These skills… will likely prove to be some of the most defensible skills in an era of increasing automation ... they will survive long after many technical skills become obsolete.”
The Workforce Indicators Report further outlines that educators can prepare tomorrow’s workers by helping students focus on non-automatable skills and activities such as creative, critical thinking, and teamwork. “Education itself will have to expand into more of a lifelong process rather than just a degree or certificate. As technology and other changes continue to transform jobs, workers will need to constantly develop and refine skills in order to keep up.” This workforce report provides examples of how major corporations are finding it more efficient and cost-effective to retrain workers to develop the skills necessary for the future rather than dismissing “redundant” positions and hiring new workers with the required skills.
According to HUD data, the City has a well-educated, professional workforce. Lake Forest’s population seems well matched for the region’s economy; however, HUD data and recent studies of the Orange County workforce also indicate that a significant percentage of the City’s workforce is employed outside of the city limits. Table 43 estimates that 39% of the City’s workforce commute time exceeds 30 minutes. A primary goal of the City’s economic development initiatives is to create and keep jobs in the City to achieve a better housing-jobs balance and create a vibrant and diverse local economy.
Describe any current workforce training initiatives, including those supported by Workforce Investment Boards, community colleges and other organizations. Describe how these efforts will support the jurisdiction's Consolidated Plan.
According to the 2020 Orange County Business Council’s Workforce Indicators Report, community colleges are playing a critical role in helping Orange County businesses expand. “Community colleges are able to adapt to the needs of a rapidly changing labor market much more quickly than their four-year counterparts, making them essential to many cutting-edge industries.” Furthermore, Orange County’s community colleges provides students with resources and knowledge to learn skills tailored explicitly for certain careers allowing them to find jobs they are already familiar with, thus reducing the likelihood of unemployment or underemployment. Examples of “Career Education” programs offered at local colleges include Information and Communication Technology, Process Technology, Energy Efficiency and Consolidated Plan LAKE FOREST 73
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Renewables, and Science and Medical Technology. The county’s universities will continue at the vanguard of research and innovation, which fuels the region’s economy.
Does your jurisdiction participate in a Comprehensive Economic Development Strategy (CEDS)? No
If so, what economic development initiatives are you undertaking that may be coordinated with the Consolidated Plan? If not, describe other local/regional plans or initiatives that impact economic growth.
Discussion
Lake Forest will continue to support and promote local business attraction and retention, thereby fostering job creation and retention, and coordinating these efforts with job training and placement programs to provide expanded economic opportunities for its low- to moderate-income residents. In response to significant unemployment resulting from the Coronavirus CDBG funds may be allocated on a short-term basis to assist local businesses create or retain jobs for lower-income individuals.
The State of California Employment Development Department reported the unemployment rate for Lake Forest as of December 31, 2024, was 3.5%, this is significantly lower than the 8.2% reported during the last Consolidated Plan.
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MA-50 Needs and Market Analysis Discussion
Are there areas where households with multiple housing problems are concentrated? (include a definition of "concentration")
Housing problems impact low- and moderate- income households disproportionately, compared to higher income households; thus, areas with concentrations of low- and moderate-income households are likely to have high rates of housing problems.
An area of low- and moderate-income concentration is usually defined as a census tract or block group in which the number of low-income persons (defined as persons earning 50 percent or less of the County median income) exceeds 51 percent of the total number of persons. However, the City of Lake Forest is an exception grantee per HUD guidelines and this percentage is 49.9 percent.
Per the 2020 ACS, there are 14 Census Tract block groups considered to be low- and moderate-income, of which eight have high concentrations of over ten percentage points of the overall City percentage as follows:
Tract Blockgroup Lowmod Lowmod_pct
032047
052411
052424
032014
052410
052411
052422
052423
032014
032027
032029
052410
052425
1 1
1 2
2 2
2 2
3 3
3 3
4 775
1,130
1,085
1,025
400
1,095
525
1,425
2,055
975
68.90%
51.50%
66.40%
71.90%
66.10%
70.60%
51.50%
61.40%
89.20%
67.20%
49.90%
54.50%
56.30%
835
1,070
1,325
Total 13,720
Are there any areas in the jurisdiction where racial or ethnic minorities or low-income families are concentrated? (include a definition of "concentration") Maps illustrating areas of the City with minority concentrations are illustrated in Figure 2. -income. A comparison of these maps indicates there is some concentration of minority populations, lower-income residents, and housing cost burden.
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What are the characteristics of the market in these areas/neighborhoods? As evident from Figure 2, Census Tracts with a percentage of ethnic concentrations are mostly situated in the City’s southwest section. Figure 1 illustrates that this section of the City also has a concentration of CDBG-eligible Block Groups.
Are there any community assets in these areas/neighborhoods? Communities within the identified Census Tracts are primarily residential. Local and regional retail and commercial businesses the residents of this area, including El Toro Road - the City’s primary commercial core. Neighborhood amenities include community parks and middle and elementary schools.
Neighborhood schools support several programs that serve lower-income children with supplemental meals and after-school recreation and tutoring programs.
Are there other strategic opportunities in any of these areas? City planners will examine current land uses within the identified Census Tracts to identify potential opportunities to develop new housing and other amenities to improve the overall quality of life for existing area residents.
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MA-60 Broadband Needs of Housing occupied by Low- and Moderate-Income Households - 91.210(a)(4), 91.310(a)(2)
Describe the need for broadband wiring and connections for households, including low- and moderate-income households and neighborhoods.
Since 2008, the California Emerging Technology Fund (CETF), in partnership with the state, has tracked internet adoption across California. The 2023 Statewide Digital Equity Survey, conducted with the University of Southern California, reveals continued growth in broadband adoption, particularly among historically disadvantaged groups. However, significant digital equity challenges persist. Notably, the following percentages of key demographics remain unconnected: Non-English Speaking (14.8%), Low Income (13.0%), Rural (10.8%), 60 or Older (9.2%), Reported Disability (8.7%), Veteran (7.7%), Women (6.6%), and LGBTQIA+ (6.6%).
The 2023 Statewide Digital Equity Survey identified cost as the primary barrier to broadband adoption in California. The state's average monthly broadband cost of $83.60 aligns with national figures, such as the FCC's $82.40. However, Orange County's average of $91.50 is significantly higher, ranking second among the counties surveyed. For low-income households, broadband expenses consume an estimated 3.3% of disposable income, exceeding the FCC's recommended 2%. This financial strain underscores the importance of programs like the Affordable Connectivity Program (ACP). Despite this need, ACP awareness in Orange County is only 36.8%. Specific to the City of Lake Forest, the following ACP data has been identified for eligible households: 18% of Total Households in the City of Lake Forest are eligible for ACP Enrollment. Of those households 58% are currently enrolled in the program (858 Households Enrolled out of 42 Households ACP Eligible).
According to ISP Reports, the following internet providers in Lake Forest are ranked amongst the highest rated in the State of California:
1. AT&T
2. Cox Communications
3. T-Mobile Home Internet
4. Verizon
Based on various data sources, including FCC data, Cox Communications is the fastest internet provider in the City of Lake Forest. However, AT&T has the most affordable internet plan options available for broadband services in the City.
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Source: California Interactive Broadband Map – Median Household Income as of 12/31/2021 Consolidated Plan LAKE FOREST 81
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Source: California Interactive Broadband Map – Fixed Consumer Served Status as of 12/31/2021 Consolidated Plan LAKE FOREST 82
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Source: California Interactive Broadband Map –Consumer Fixed Downstream Availability as of 12/31/2021 Describe the need for increased competition by having more than one broadband Internet service provider serve the jurisdiction.
Increased competition among internet providers is crucial to delivering both higher-quality and more affordable broadband. This is vital for closing the digital divide, particularly for those with limited or no internet access. The high cost of broadband, exemplified by Orange County's average of $91.50 per month (compared to the FCC's report national average cost for broadband estimated at $82.40), is a significant barrier. Promoting competition amongst providers in the City of Lake Forest can result in lower broadband internet service costs, directly addressing the primary reason for households' lack of connectivity amongst low-income households in the City. This is important given that financial assistance to assist with overcoming such barriers can become scarce as funding sources are shifted to address other priorities. An example of this is the recent pause in 2024 to the Affordable Connectivity Program (ACP). Despite the program’s success, funding was significantly reduced causing the program to temporarily stop accepting applications from eligible households. With rising costs for goods and services, it is important to continue to drive competition to ensure households have a healthy amount of service options and prices available to choose from.
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MA-65 Hazard Mitigation - 91.210(a)(5), 91.310(a)(3)
Describe the jurisdiction’s increased natural hazard risks associated with climate change.
The City’s current General Plan includes a Safety and Noise Element, which contains an assessment of specific natural hazards such as flooding and wildland fires. •
•
Flooding: There are several water streams and creeks that traverse the City. The potential for flooding in semiarid environments such as Orange County is increased due to the variation and unpredictability in the amount and intensity of rainfall. Portions of the City are subject to inundation from a 100-year flood. Development within the 100-year floodplain is prohibited in floodways unless the development will not obscure flows or increase flood levels.
Wildland Fires: Lake Forest is subject to both wild and urban fires. The eastern portion of the City is adjacent to the Cleveland National Forest, which is considered a high fire hazard area. The regional natural vegetation is highly prone to wildfire – a hazard that can be exacerbated by prolonged drought.
Describe the vulnerability to these risks of housing occupied by low- and moderate-income households based on an analysis of data, findings, and methods.
The City’s General Plan includes a public safety plan that aims to “reduce the risk of death, injury, property damage, economic loss, and harm due to natural and manmade disasters.” Through this document, the City has developed policies to address natural hazards such as flooding and fire. • Develop and maintain an emergency preparedness plan, which will coordinate with the regional plan. The emergency preparedness plan will direct the City’s response to emergencies stemming from various types of disasters.
•
•
Continue to participate in the National Flood Insurance Program.
Reduce the risk of wildland fire through fuel modification programs, especially where natural vegetation interfaces with urban development.
The City is currently updating the General Plan. The 2040 General Plan will provide updates to the City’s current planning documents, and will include policies and goals related to “Climate Change and Resiliency Planning.” The goal of this planning process is to ensure the City is “A well-prepared community where risks to life, property, the economy, and the environment resulting from climate change, including extreme weather events, are minimized.” The Climate Change and Resiliency Plan has the potential to impact all residents regardless of income.
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Strategic Plan
SP-05 Overview
Strategic Plan Overview
The Strategic Plan is the centerpiece of the City of Lake Forest’s 2025–2030 Consolidated Plan. The Strategic Plan identifies the programs and projects the City will undertake or consider during the five-year Consolidated Plan cycle. In addition to identifying resources, goals, and objectives to implement housing and community development activities, the Strategic Plan has several sub-strategies, including addressing homeless issues, overcoming barriers to affordable housing, and program/project monitoring efforts.
The City’s overall objective for the CDBG program mirrors the HUD’s program objective: to create a viable community by providing decent housing, a suitable living environment, and economic opportunities, principally for persons of low- and moderate-income. To this end, the following Consolidated Plan goals have been established based on the consultation and analysis process:
•
•
Improve or expand the supply of housing affordable to lower-income households Provide or improve public infrastructure and facilities that benefit low- and moderate-income neighborhoods and residents
• Provide or improve access to public social services for low- and moderate-income persons and persons with special needs
•
•
Provide a continuum of housing and supportive services for the homeless and the near-homeless Provide financial assistance to create or preserve employment opportunities for lower-income residents
• Provide program administration and planning activities needed to carry out actions that address needs identified in the Consolidated Plan, including fair housing services to address local impediments to fair housing
All programs and projects are subject to the availability of CDBG funds and the City’s annual budget adoption process.
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SP-10 Geographic Priorities – 91.215 (a)(1)
Geographic Area
Table 47 - Geographic Priority Areas
1 Area Name: CDBG TARGET AREAS
Area Type: Local Target area
Other Target Area Description:
HUD Approval Date:
% of Low/ Mod:
Revital Type: Other
Other Revital Description: INFRASTRUCTURE
IMPROVEMENTS
Identify the neighborhood boundaries for this target area.
Include specific housing and commercial characteristics of this target area.
How did your consultation and citizen participation process help you to identify this neighborhood as a target area?
Identify the needs in this target area.
What are the opportunities for improvement in this target area? Are there barriers to improvement in this target area?
Area Name: 2
Citywide
Citywide
Citywide
Area Type:
Other Target Area Description:
HUD Approval Date:
% of Low/ Mod:
Revital Type:
Other Revital Description:
Identify the neighborhood boundaries for this target area.
Include specific housing and commercial characteristics of this target area.
How did your consultation and citizen participation process help you to identify this neighborhood as a target area?
Identify the needs in this target area.
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What are the opportunities for improvement in this target area? Are there barriers to improvement in this target area?
General Allocation Priorities
Describe the basis for allocating investments geographically within the jurisdiction (or within the EMSA for HOPWA)
CDBG funds will be allocated on a citywide basis for activities that primarily benefit qualified low- and moderate-income households (i.e., limited-clientele activities). Other activities such as public improvements will be limited to eligible areas (see Figure 1), except for ADA related improvements, which may be carried out on a much broader basis.
The City does not receive Housing Opportunities for Persons With AIDS (HOPWA) funds.
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SP-25 Priority Needs - 91.215(a)(2)
Priority Needs
Table 48 – Priority Needs Summary
1 Priority Need
Name
Affordable Housing
Priority Level
Population
High
Extremely Low
Low
Moderate
Geographic Areas
Affected
Citywide
Associated Goals
Description
Affordable Housing
Loans, grants, and other forms of subsidies to improve or expand the City's supply of housing affordable to lower-income households Basis for Relative
Priority
Needs analysis and public input
Public Improvements
High
2 Priority Need
Name
Priority Level
Population Moderate
Non-housing Community Development
Geographic Areas
Affected
CDBG TARGET AREAS
Citywide
Associated Goals
Description
Infrastructure and Facility Improvements
Installation of new or rehabilitation of existing public infrastructure and public facility improvements
Basis for Relative
Priority
Needs analysis, City department consultation, and public input 3 Priority Need
Name
Public Services
Priority Level High
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Population Extremely Low
Low
Moderate
Other
Geographic Areas
Affected
Citywide
Associated Goals
Description
Public Social Services
Social service programs that assistance to low- and moderate-income residents (may include fair housing services)
Basis for Relative
Priority
Needs Assessment, service providers input, and public input 4 Priority Need
Name
Homeless Support Services and Housing
Priority Level
Population
High
Chronic Homelessness
Individuals
Families with Children
Geographic Areas
Affected
Citywide
Associated Goals
Description
Homeless Continuum of Care
Housing and support services for the homeless and the near-homeless Basis for Relative Needs Assessment, service providers input, and public input Priority
5 Priority Need
Name
Economic Opportunities
Priority Level
Population
High
Moderate
Geographic Areas Citywide
Affected
Associated Goals
Description
Economic Opportunities
Grants and other forms of assistance to create or expand for employment opportunities for lower-income individuals
Basis for Relative
Priority
Response to COVID-19 pandemic
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6 Priority Need
Name
Administration and Planning
Priority Level
Population
High
Other
Geographic Areas Citywide
Affected
Associated Goals
Description
Program Administration
Program oversight and coordination, including fair housing services Basis for Relative HUD required.
Priority
Narrative (Optional)
Impediments to Fair Housing: The Fair Housing Act of 1968 requires HUD and its program participants to administer housing and urban development programs in a manner that does not discriminate directly or indirectly based on race, color, religion, sex, national origin, age, familial status, or disability. The Fair Housing Act not only prohibited discrimination in housing-related activities and transactions but also requires entities to affirmatively further fair housing. The Analysis of Impediments (AI) to Fair Housing Choice is the primary policy document utilized by HUD grantees for this purpose. HUD encourages jurisdictions to consult with one another and initiate metropolitan-wide planning to address impediments to fair housing choice.
During the past Consolidated Plan cycles, the City participated in the development of a multi-jurisdictional AI. For the 2025-2029 AI cycle, Lake Forest has joined with other Orange County cities and the County of Orange to develop a county-wide AI. The 2025-2029 Orange County AI evaluates existing demographic data, past fair housing enforcement activity for each partner community, mortgage lender data, and existing housing and land use public policies. Based on an extensive analysis of this data, and the input of residents, a list of impediments to fair housing choice for the participating jurisdictions have been developed. A corresponding set of action steps to address these barriers have also been prepared. The 2025-2029 Orange County AI is incorporated into the Consolidated Plan in Appendix G.
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SP-30 Influence of Market Conditions – 91.215 (b)
Influence of Market Conditions
Affordable
Housing Type
Tenant Based
Market Characteristics that will influence
the use of funds available for housing type
NA – CDBG can not be used for this type of activity.
Rental Assistance
(TBRA)
TBRA for NonHomeless Special
Needs
NA – CDBG can not be used for this type of activity.
New Unit
Production
CDBG typically cannot be used for this type of activity; however, funds can be used for certain pre-development costs or off-site public improvements. The Needs Assessment and the Housing Market Analysis indicate there is a shortage of housing units affordable to lower-income households; however, due to the size of the City’s annual CDBG allocation, it is unlikely funds will be used for this purpose. A substantial amendment to the Consolidated Plan may be necessary if future funding is allocated for this type of activity.
Rehabilitation Based on the data provided in the Needs Assessment and the Market Analysis, the City’s housing stock is generally in good condition; however, there is a need for rehabilitating a portion of the City’s older housing stock.
Acquisition,
including
preservation
According to data provided in the Needs Assessment, 1,945 extremely lowincome households experience severe housing cost burden. Based on this data, the City could consider utilizing housing resources to improving the City’s older residential properties as a means of expanding housing opportunities for lower income households.
Table 49 – Influence of Market Conditions
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SP-35 Anticipated Resources - 91.215(a)(4), 91.220(c)(1,2) Introduction
Fluctuations in annual CDBG allocations make it difficult to determine anticipated resources for a fiveyear period; however, based on recent allocations, the City expects to receive approximately $475,000 annually in CDBG funding, for a five-year total of $2,375,000. The City uses CDBG funds for housing preservation activities, public improvements, public services, and administrative costs. In addition, approximately $450,000 of program income will be generated annually from the Housing Rehabilitation Loan Program loan payoffs for an additional $2,250,000 dedicated for housing activities through the revolving loan fund.
The City will receive $479,750 in CDBG funds for Fiscal Year 2025-2026. Additional resources for the year include prior year carryover funds totaling $180,764 and program income in the amount of $460,598.79 received during the fiscal year generated by the repayment of previously funded housing rehabilitation loans. Both amounts vary from year to year. The City anticipates that the County of Orange will continue to administer the federal rental assistance program in Lake Forest, assisting approximately 200 households per year. The City will continue efforts to leverage CDBG funds with other federal, state, and local funds.
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Anticipated Resources
Program Source Uses of Funds Expected Amount Available Year 1 Program Prior Year
Allocation: Income: $ Resources:
Expected
Amount
Available
Remainder
of ConPlan
$
Narrative
of Description
Funds
Annual Total:
$
$ $
CDBG public Acquisition
- Admin and
Annual
CDBG
federal Planning
Economic
allocation,
prior year
funds, and
estimated
revolving
loan
Development
Housing
Public
Improvements
Public $ resources
Services $479,750 $127,329 $180,764 $787,843.44 $3,503,887 Table 50 - Anticipated Resources
Explain how federal funds will leverage those additional resources (private, state and local funds), including a description of how matching requirements will be satisfied The City has identified other resources that may be available to carry out activities that address the goals of the Consolidated Plan:
• OCHA reports that as of April 2025, 203 Lake Forest households receive rental assistance. The City anticipates that OCHA will provide rental assistance to 200 Lake Forest households annually over the five-year Consolidated Plan cycle.
• The City does not have an inclusionary housing program; however, the Housing Element indicates the City will encourage developers to include a minimum of 15% affordable units within their housing projects. As an alternative, developers may pay an in-lieu fee instead of constructing affordable units within their development. The City will negotiate an agreement with a developer to ensure units are built, or the in-lieu fee is collected.
CDBG does not require matching funds.
If appropriate, describe publicly owned land or property located within the jurisdiction that may be used to address the needs identified in the plan The City of Lake Forest Housing Authority holds assets formerly held by the Lake Forest Redevelopment Agency. As of April 2025, there are limited assets remaining, no physical property is owned.
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Discussion
Funding resources to implement the City’s Consolidated Plan are limited. The City anticipates that fluctuations in CDBG funding will continue. HUD has begun to invest additional resources into housing assistance vouchers and certificates, and OCHA has aggressively pursued these new resources. The City will support OCHA’s efforts to secure new rental assistance resources. As other resources (e.g., Housing Authority) become available, the City will explore opportunities to expend these funds to support the goals and objectives of the Consolidated Plan.
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SP-40 Institutional Delivery Structure – 91.215(k)
Explain the institutional structure through which the jurisdiction will carry out its consolidated plan including private industry, non-profit organizations, and public institutions.
Responsible Entity Responsible Entity
Type
Role Geographic Area
Served
Orange County Housing PHA Public Housing Jurisdiction
Authority
LAKE FOREST Government Economic Jurisdiction
Development
Homelessness
Ownership
Planning
Rental
neighborhood
improvements
public facilities
public services
Economic
Development
Homelessness
Non-homeless special
needs
County of Orange Government Region
Region
Planning
Orange County Regional organization Homelessness
Continuum of Care
Table 51 - Institutional Delivery Structure
Assess of Strengths and Gaps in the Institutional Delivery System The City of Lake Forest works with a wide range of public and community-based organizations to address the social service needs of the community. The institutional structure utilized to administer the CDBG program includes the following:
• The City’s Community Development Department serves as the lead agency for coordination of the Five-Year Consolidated Plan, Annual Action Plans, the Consolidated Annual Performance and Evaluation Report (CAPER), compliance review of CDBG-funded projects, and the Orange County AI.
• The City’s Public Works Department administers capital improvement (infrastructure and facility) projects, including CDBG-funded activities.
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•
•
•
The City contracts with the Fair Housing Council of Orange County to provide fair housing services.
The City works in partnership with the Orange County Housing Authority to provide rental assistance to lower-income renters.
The City works with an extensive network of local social service providers to assist the homeless, households at risk of homelessness, special needs populations, and lower-income residents.
• The City’s economic development plan engages the local business community and employers to expand business opportunities in the City, which, in turn, generates employment opportunities for residents at all income levels.
Availability of services targeted to homeless persons and persons with HIV and mainstream services
Homelessness Prevention
Services
Available in the
Community
Targeted to
Homeless
Targeted to People
with HIV
Homelessness Prevention Services
Counseling/Advocacy
Legal Assistance
X X
Mortgage Assistance
Rental Assistance
Utilities Assistance
X
X
X
Street Outreach Services
Law Enforcement
Mobile Clinics
Other Street Outreach Services X
Supportive Services
Alcohol & Drug Abuse
Child Care X
Education
Employment and Employment
Training
Healthcare
X
X
HIV/AIDS
Life Skills X X
Mental Health Counseling
Transportation
Other
Table 52 - Homeless Prevention Services Summary
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Describe how the service delivery system including, but not limited to, the services listed above meet the needs of homeless persons (particularly chronically homeless individuals and families, families with children, veterans and their families, and unaccompanied youth) Service providers are available to assist Lake Forest residents that are at risk of becoming homeless and that are homeless. Based on the idea that it is less expensive and disruptive to keep a household housed in place, the primary focus of the City’s homeless strategy is to support the provision of safety net services for community residents. These services include assessment and case management, supplemental food, limited financial assistance for rent or utilities, and reduced cost childcare and medical services. Safety net services enable households at risk of homelessness to redirect limited income toward maintaining their housing.
For those who are homeless, the City has established relationships with housing and service providers that accept referrals from the City. These agencies can address the immediate, interim, and long-term housing needs of the homeless, and provide critical support services.
Describe the strengths and gaps of the service delivery system for special needs population and persons experiencing homelessness, including, but not limited to, the services listed above As indicated above, the City has developed a strong relationship with local nonprofit agencies that provide a variety of services to residents, including individuals with special needs and the homeless. The main weakness in the City’s service delivery system stems from limited financial resources. Additional issues include service and facility gaps in the continuum of care and service overlap.
Provide a summary of the strategy for overcoming gaps in the institutional structure and service delivery system for carrying out a strategy to address priority needs The Orange County Continuum of Care has designed and implemented a Coordinated Entry System (CES) for people experiencing homelessness or that are at risk of homelessness. The objective of the CES is to more effectively and efficiently help people who are homeless to secure housing and, consequently, achieve a measurable reduction in regional homelessness. As part of this effort, the OC-CoC has adopted a policy of shifting investment away from transitional housing and investing in permanent supportive housing and rapid re-housing. To the extent resources are available, the City supports the efforts of the OC-CoC to use limited resources as effectively as possible.
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SP-45 Goals Summary – 91.215(a)(4)
Goals Summary Information
Sort
Order
Goal Name Start
Year Year
End Category Geographic
Area
Needs Addressed Funding Goal Outcome Indicator
1 Affordable Housing 2025 2029 Affordable Housing Citywide Affordable Housing CDBG: Homeowner Housing $2,250,000 Rehabilitated:
40 Household Housing Unit
CDBG: Public Facility or Infrastructure
$625,000 Activities other than
Low/Moderate Income
2 Infrastructure and
Facility
2025 2029 Non-Housing
Community
CDBG
TARGET
AREAS
Public
Improvements
Improvements Development
Citywide Housing Benefit:
7500 Persons Assisted
3 Public Social
Services
2025 2029 Non-Homeless
Special Needs
Citywide Public Services CDBG: Public service activities other $200,000 than Low/Moderate Income
Low & Moderate- Housing Benefit:
income Households 8000 Persons Assisted
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Sort
Order
4 Goal Name Start
Year Year
2025 2029 Homeless
End Category Geographic
Area
Citywide
Needs Addressed Funding Goal Outcome Indicator
Homeless
Continuum of Care
Homeless Support
Services and
Housing
CDBG: Public service activities other
$175,000 than Low/Moderate Income
Housing Benefit:
2500 Persons Assisted
Tenant-based rental
assistance / Rapid Rehousing:
50 Households Assisted
Homelessness Prevention:
250 Persons Assisted
5 6
Economic
Opportunities
2025 2029 Non-Housing
Community
Development
2025 2029 Administration
Citywide
Citywide
Economic
Opportunities
CDBG: Businesses assisted:
$100,000 50 Businesses Assisted
Program
Administration
Administration and
Planning
CDBG: Other:
$450,000 450 Other
Table 53 – Goals Summary
Goal Descriptions
1 Goal Name Affordable Housing
Goal Improve or expand the supply of housing affordable to lower-income households Description
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2 Goal Name Infrastructure and Facility Improvements
Goal
Description
Improve and expand public infrastructure and facilities that benefit low- and moderate-income neighborhoods and residents
3 Goal Name Public Social Services
Goal
Description
Provide or improve access to public social services for low- and moderate-income persons and persons with special needs
4 Goal Name Homeless Continuum of Care
Goal A continuum of housing and supportive services for the homeless and the near-homeless Description
5 Goal Name Economic Opportunities
Goal Grants and other forms of assistance to create or expand for employment opportunities for lower-income individuals Description
6 Goal Name Program Administration
Goal
Description
Provide administration and planning activities to carry out actions that address identified needs in the Consolidated Plan, including fair housing services to address local impediments to fair housing Estimate the number of extremely low-income, low-income, and moderate-income families to whom the jurisdiction will provide affordable housing as defined by HOME 91.315(b)(2)
The City is not a participating jurisdiction in the HOME program.
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SP-50 Public Housing Accessibility and Involvement – 91.215(c) Need to Increase the Number of Accessible Units (if Required by a Section 504 Voluntary Compliance Agreement)
The City of Lake Forest does not own or operate public housing units.
Activities to Increase Resident Involvements
Not applicable
Is the public housing agency designated as troubled under 24 CFR part 902? N/A
Plan to remove the ‘troubled’ designation
Not applicable
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SP-55 Barriers to affordable housing – 91.215(h)
Barriers to Affordable Housing
Barriers to affordable housing exist in the form of governmental regulations and market factors. Barriers or impediments to affordable housing are caused when there is little incentive to develop affordable housing due to excessive development costs and/or the lack of community commitment. The City has little control over market factors such as the cost and availability of financing. Public policy and community issues potentially affect the cost of all development projects through the design and implementation of land use ordinances, fees, and development standards. While these policies constrain residential development to some extent, they are necessary to support other public policies. Cities also often require developers to provide on-site and off-site improvements necessary to serve their projects. The City of Lake Forest 2021–2029 Housing Element concludes that building codes and development standards in Lake Forest are not substantially different from those of most other cities in Orange County.
Land and construction costs are also key market factors that may serve as a barrier to affordable housing.
The City has no influence over materials and labor costs. Land represents one of the most significant costs of new housing. The City’s Housing Element points out that despite generally poor economic conditions, land prices throughout Orange County remain high relative to other regions in California and pose a significant challenge to the development of affordable housing by the private market. Because per unit land cost is directly affected by density, one way to affect this cost is to develop at higher densities that allow the cost to be spread across more units, thus reducing the total price. The City Zoning Code allows development at up to 43 units per acre in the R2 district. Another factor that may serve to address the high cost of developing affordable housing is the availability of government funding to subsidize a portion of the development cost. The elimination of California redevelopment in February 2012 directly impacted a primary funding source of the City of Lake Forest for subsidizing the cost of affordable housing.
Strategy to Remove or Ameliorate the Barriers to Affordable Housing Affordable housing development faces several challenges, including the cost of construction, financing, and development regulations. The 2013–2021 Housing Element notes that the City can encourage and facilitate affordable housing through financial assistance, removal of regulatory constraints, and administrative support. It offers the following actions to promote affordable housing production with limited available funding.
•
•
The City will monitor new neighborhood developments for compliance with development agreements that include an Affordable Housing Implementation Plan.
The City will collaborate with affordable housing developers to identify potential sites, write letters of support to help secure governmental and private-sector funding, and offer technical assistance related to the application of State density bonus provisions. • Work with developers on a case-by-case basis to provide State-mandated regulatory concessions and incentives to assist with the development of affordable and senior housing. State-mandated Consolidated Plan LAKE FOREST 102
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regulatory concessions and incentives could include but are not limited to, density bonuses, parking reductions, fee reductions or deferral, expedited permit processing, and modified or waived development standards.
• If available, provide financial subsidies to help reduce the cost of development in exchange for the reservation of units for lower-income households.
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SP-60 Homelessness Strategy – 91.215(d)
Reaching out to homeless persons (especially unsheltered persons) and assessing their individual needs
The City collaborates with nonprofit partners to conduct homeless outreach in the community. Service providers will evaluate the service and housing needs of individuals to facilitate the transition to permanent housing and independent living. Local service providers tie into the regional Coordinated Entry System established by the OC-CoC, which determines the vulnerability of homeless individuals and prioritizes access to housing and services for those most at risk. This need-assessment system is designed to “facilitate exits from homelessness to stable housing in the most rapid manner given available resources.” The City has a Community outreach Specialist that works closely with the Orange County Sheriff’s Department Homeless Outreach Team. The former helps coordinate services with the Orange County Health Care Agency, homeless advocacy groups, and other nonprofits to offer resources and services to the homeless and chronic homeless.
Addressing the emergency and transitional housing needs of homeless persons As Table 39 indicates, there are 35 transitional shelter beds located in the City. These shelter beds are the result of past City allocations of CDBG and redevelopment funds to nonprofits to assist with the acquisition of housing units. These units continue to provide much needed interim housing opportunities for homeless families with children. The City will continue to support local nonprofit agencies that provide emergency and transitional housing for the region’s homeless. The City supports agencies such as Family Assistance Ministries (FAM), Families Forward, and South County Outreach. FAM offers a continuum of housing, including emergency and transitional housing for families with children. Families Forward and South County Outreach offer interim housing programs for homeless families that have been stabilized and are transitioning into independent living. Additionally, the City will participate in regional efforts to explore options and opportunities to develop a South SPA year-round emergency shelter and homeless resources center.
Helping homeless persons (especially chronically homeless individuals and families, families with children, veterans and their families, and unaccompanied youth) make the transition to permanent housing and independent living, including shortening the period of time that individuals and families experience homelessness, facilitating access for homeless individuals and families to affordable housing units, and preventing individuals and families who were recently homeless from becoming homeless again.
According to current HUD directives, the OC-CoC has established a coordinated entry system whereby a homeless individual or family seeking shelter and services is directed to a streamlined system that facilitates access to appropriate housing and services. The system screens applicants for eligibility for services, such as homelessness prevention, emergency shelter, rapid rehousing, permanent supportive housing, and other interventions. The needs and strengths of each household are assessed to determine Consolidated Plan LAKE FOREST 104
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which interventions will be most effective and appropriate, while also prioritizing people for assistance based on the severity of their needs. Homeless service providers presently supported by the City will be critical players in housing and servicing the City’s homeless population via the coordinated entry system.
Help low-income individuals and families avoid becoming homeless, especially extremely lowincome individuals and families who are likely to become homeless after being discharged from a publicly funded institution or system of care, or who are receiving assistance from public and private agencies that address housing, health, social services, employment, education or youth needs
As indicated previously, the City homeless strategy is rooted in the proposition that it is less expensive and disruptive for a household to remain sheltered in their existing home than to be rehoused. To this end, the City uses public resources, such as CDBG, to support agencies that provide a variety of safety net services that may help prevent households from becoming homeless. Examples of safety net services include food banks, rent/utility assistance, and subsidized childcare services. The City will also participate in regional homeless planning efforts, including the OC-CoC’s Discharge Plan, which will aim to prevent individuals that are leaving institutions such as jails, prisons, and hospitals from becoming homeless.
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SP-65 Lead based paint Hazards – 91.215(i)
Actions to address LBP hazards and increase access to housing without LBP hazards The Residential Lead-Based Paint (LBP) Hazard Reduction Act of 1992 (Title X) changed the federal approach to addressing LBP by increasing the emphasis on the prevention of childhood lead poisoning through housing-based strategies.
Lake Forest has implemented its lead-based paint reduction strategy as part of the City’s Housing Rehabilitation programs. All application packets for the City’s Housing Rehabilitation programs include a notice to educate residents about the health dangers of lead and encourages screening of children for elevated blood lead levels. Additionally, before using federal funds to improve a property, a unit must be screened for lead-based paint. If lead-based paint is identified, the hazards must be addressed per federal requirements. The use of lead-based paint is prohibited in newly constructed units.
How are the actions listed above related to the extent of lead poisoning and hazards? The City will continue to act as necessary to reduce lead-based paint hazards per HUD regulations. As outlined above, housing units improved via the City’s housing rehabilitation programs are tested for leadbased paint, and the hazard is removed as necessary to comply with federal regulations.
How are the actions listed above integrated into housing policies and procedures? The City will comply with lead-based requirements as part of the administration of the CDBG program.
The City’s Housing Rehabilitation programs’ policies and procedures aim to reduce the risk of lead-based paint poisoning, especially among young children.
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SP-70 Anti-Poverty Strategy – 91.215(j)
Jurisdiction Goals, Programs and Policies for reducing the number of Poverty-Level Families According to the U.S. Census Bureau, 7.4% of the City’s population is living below the poverty level. The Census Bureau also reports that 7.4% of Lake Forest residents age 65 and older live in poverty, as are 9.3% of children age 18 years and younger.
The City has identified several activities and services it can implement to help combat poverty:
•
•
•
Support rental assistance programs provided by OCHA for very low-income renters, especially for senior and disabled households, and households with children.
Continue to support homeless prevention services for individuals presently housed but are at risk of losing their residence.
Assist those already homeless in need of emergency shelter, transitional housing, rapid rehousing, or permanent supportive housing.
•
•
Support public services that provide a social safety net for lower-income individuals.
Continue to implement housing rehabilitation programs for lower-income homeowners, especially senior households.
•
•
Assist agencies that provide employment training for low- and moderate-income residents.
Support programs that aid the anti-poverty strategy, such as CalWorks and the Orange County Workforce Investment Board.
How are the Jurisdiction poverty reducing goals, programs, and policies coordinated with this affordable housing plan
The activities delineated above are tied directly to the goals and objectives of the City’s Consolidated Plan. Safety net services can provide households living in poverty with extra resources that may allow them to maintain or improve their overall financial situation. Furthermore, expanding or preserving the City’s supply of affordable housing will provide new housing opportunities to lower-income households at affordable prices, which is consistent with the housing goals of the Consolidated Plan.
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SP-80 Monitoring – 91.230
Describe the standards and procedures that the jurisdiction will use to monitor activities carried out in furtherance of the plan and will use to ensure long-term compliance with requirements of the programs involved, including minority business outreach and the comprehensive planning requirements
The City of Lake Forest Community Development Department has the responsibility for overall program monitoring and compliance. Staff monitors all CDBG funded agencies and City departments to ensure compliance with applicable regulations and to ensure timely implementation of all activities. The program staff conducts an on-site monitoring visit of each subrecipient biennially. The City also ensures compliance with all Federal and City contracting regulations, including procurement, Federal Labor Standards, equal opportunity (Minority Business Enterprise and Women Business Enterprise), and Section
3. While construction projects are underway, on-site compliance interviews with the workers are conducted. Additionally, the program Staff ensures compliance with the U.S. Office of Management and Budget (OMB) requirements for conducting single audits, as well as compliance with HUD reporting requirements for accomplishment in the Integrated Disbursement and Information System (IDIS).
The City of Lake Forest will continue to reach out to small businesses and minority and women-owned businesses when conducting procurements for supplies, equipment, construction, and services for CDBGfunded activities.
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Expected Resources
AP-15 Expected Resources – 91.220(c)(1,2)
Introduction
Fluctuations in annual CDBG allocations make it difficult to determine anticipated resources for a five-year period; however, based on recent allocations, the City expects to receive approximately $475,000 annually in CDBG funding, for a five-year total of $2,375,000. The City uses CDBG funds for housing preservation activities, public improvements, public services, and administrative costs. In addition, approximately $450,000 of program income will be generated annually from the Housing Rehabilitation Loan Program loan payoffs for an additional $2,250,000 dedicated for housing activities through the revolving loan fund.
The City will receive $479,750 in CDBG funds for Fiscal Year 2025-2026. Additional resources for the year include prior year carryover funds totaling $180,764 and program income in the amount of $127,329 received during the fiscal year generated by the repayment of previously funded housing rehabilitation loans. Both amounts vary from year to year. The City anticipates that the County of Orange will continue to administer the federal rental assistance program in Lake Forest, assisting approximately 200 households per year. The City will continue efforts to leverage CDBG funds Consolidated Plan LAKE FOREST 109
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with other federal, state, and local funds.
Anticipated Resources
Program Source of
Funds
Uses of Funds Expected Amount Available Year 1 Expected Amount
Available
Remainder of
ConPlan
$
Narrative Description
Annual Program
Income: $
Prior Year
Resources:
$
Total:
Allocation: $ $
CDBG public -
federal
Acquisition
Admin and
Planning
Annual CDBG allocation, prior year
funds, and estimated revolving loan
resources
Economic
Development
Housing
Public
Improvements
Public Services $479,750.00 $127,329.00 180,764.44 $787,843.44 $3,503,887.00 Table 54 - Expected Resources – Priority Table
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Explain how federal funds will leverage those additional resources (private, state and local funds), including a description of how matching requirements will be satisfied The City has identified other resources that may be available to carry out activities that address the goals of the Consolidated Plan:
• OCHA reports that as of April 2025, 203 Lake Forest households receive rental assistance. The City anticipates that OCHA will provide rental assistance to 200 Lake Forest households annually over the five-year Consolidated Plan cycle.
• The City does not have an inclusionary housing program; however, the Housing Element indicates the City will encourage developers to include a minimum of 15% affordable units within their housing projects. As an alternative, developers may pay an in-lieu fee instead of constructing affordable units within their development. The City will negotiate an agreement with a developer to ensure units are built, or the in-lieu fee is collected.
CDBG does not require matching funds.
If appropriate, describe publically owned land or property located within the jurisdiction that may be used to address the needs identified in the plan The City of Lake Forest Housing Authority holds assets formerly held by the Lake Forest Redevelopment Agency. As of April 2025, there are limited assets remaining, no physical property is owned.
Discussion
Funding resources to implement the City’s Consolidated Plan are limited. The City anticipates that fluctuations in CDBG funding will continue. HUD has begun to invest additional resources into housing assistance vouchers and certificates, and OCHA has aggressively pursued these new resources. The City will support OCHA’s efforts to secure new rental assistance resources. As other resources (e.g., Housing Authority) become available, the City will explore opportunities to expend these funds to support the goals and objectives of the Consolidated Plan.
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Annual Goals and Objectives
AP-20 Annual Goals and Objectives
Goals Summary Information
Sort
Order
1 Goal Name Start
Year Year
End Category Geographic
Area
Needs Addressed Funding Goal Outcome
Indicator
Affordable Housing 2025 2029 Affordable Housing Citywide Affordable Housing CDBG: Homeowner Housing $450,000 Rehabilitated: 15
Household Housing
Unit
2 Public Social
Services
2025 2029 Non-Homeless
Special Needs
Citywide Public Services CDBG: Public service
$71,900 activities other than
Low & Moderate- Low/Moderate
income Households Income Housing
Benefit:2,729
Persons Assisted
Consolidated Plan LAKE FOREST 112
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Item: 13
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Sort
Order
3 Goal Name Start
Year Year
2025 2029 Homeless
End Category Geographic
Area
Citywide
Needs Addressed Funding Goal Outcome
Indicator
Homeless
Continuum of Care
Homeless Support
Services and
Housing
CDBG: Public service
$49,200 activities other than
Low/Moderate
Income Housing
Benefit: 2,400
Persons Assisted
Homelessness
Prevention: 97
Persons Assisted
4 Economic
Opportunities
2025 2029 Non-Housing
Community
Development
2025 2029 Administration
Citywide
Citywide
Economic
Opportunities
CDBG: Businesses assisted:
$50,000 10 Businesses
Assisted
CDBG: Other: 34 Other
$95,950
5 Program Administration and
Planning
Community
Facilities and
Infrastructure
Administration
Community
Facilities and
Infrastructure
6 2025 2029 Community
Facilities and
Target
Areas
CDBG: Other: 8,500 Other
$230,000
Infrastructure
Table 55 – Goals Summary
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Goal Descriptions
1 Goal Name Affordable Housing
Goal
Description
Loans and grants to improve owner-occupied housing or expand the supply of housing affordable to lower-income households
2 Goal Name Public Social Services
Goal
Description
Provide or improve access to public social services for low- and moderate-income persons and persons with special needs
3 Goal Name Homeless Continuum of Care
Goal A continuum of supportive and housing services for the homeless and households at risk of homelessness Description
4 Goal Name Economic Opportunities
Goal Grants and other forms of assistance to create or expand for employment opportunities for lower-income individuals Description
5 Goal Name Program Administration
Goal
Description
6 CDBG program oversight and coordination including fair housing services Goal Name Community Facilities and Infrastructure
Goal Improve/upgrade public infrastructure & facilities Description
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Projects
AP-35 Projects – 91.220(d)
Introduction
The activities to be undertaken during FY 2025-2026 are summarized below. All activities identified are expected to be completed by June 30, 2026.
Projects
# Project Name
1 CDBG Administration
2 Housing Rehabilitation Loans
3 Paint Program Grants
4 Age Well Senior Services
5 Camino Health Center
6 Fair Housing Council of OC
7 Families Forward
8 Family Assistance Ministry
9 South County Outreach
10 ADA Ramp Improvements Phase 15
11 Boys & Girls Club of Laguna Beach
12 Upwards
Table 56 – Project Information
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Describe the reasons for allocation priorities and any obstacles to addressing underserved needs The City recognizes that special needs populations (i.e., seniors, disabled, and households with extremely low-income) are more likely to become homeless because they have limited income or other issues that require supportive housing or services; therefore, the City considers supportive services a high priority.
The City anticipates that the greatest obstacle to meeting the underserved needs of these special needs populations will be a lack of financial resources for both supportive services and housing. A common need reported by service providers is affordable housing. Increasing rents, and reductions to the Housing Choice Voucher Program and other housing programs, can impact the City's ability to support affordable housing opportunities for extremely low- and very low-income households.
AP-38 Project Summary
Project Summary Information
1 Project Name
Target Area
CDBG Administration
Citywide
Goals Supported
Needs Addressed
Funding
Program Administration
Administration and Planning
CDBG: $88,450
Description CDBG program oversight and coordination
Target Date 6/30/2026
Estimate the number and type of families that
will benefit from the proposed activities
N/A
Location Description
Planned Activities
100 Civic Center, Lake Forest CA (City Hall)
CDBG program oversight and coordination, including public service grant management, preparation of reports, and IDIS management Consolidated Plan LAKE FOREST 116
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2 Project Name
Target Area
Housing Rehabilitation Loans
Citywide
Goals Supported
Needs Addressed
Funding
Affordable Housing
Affordable Housing
CDBG: $209,025
Description Housing rehabilitation loans for owner-occupied housing units Target Date 6/30/2026
Estimate the number and type of families that
will benefit from the proposed activities
10 low- and moderate-income households
Location Description
Planned Activities
Citywide
Loans to rehabilitate owner-occupied housing units funded with entitlement funds and program income received during the year
3 Project Name
Target Area
Paint Program Grants
Citywide
Goals Supported
Needs Addressed
Funding
Affordable Housing
Affordable Housing
CDBG: $125,000
Description Grants to assist homeowners in painting the exterior of their home Target Date 6/30/2026
Estimate the number and type of families that
will benefit from the proposed activities
5 low- and moderate-income homeowners
Location Description
Planned Activities
Citywide
Grants to homeowners to paint the exterior of their home Consolidated Plan LAKE FOREST 117
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4 Project Name
Target Area
Age Well Senior Services
Citywide
Goals Supported
Needs Addressed
Funding
Public Social Services
Public Services
CDBG: $5,000
Description Meals on Wheels
Target Date 6/30/2025
Estimate the number and type of families that
will benefit from the proposed activities
100 Seniors and frail elderly
Location Description
Planned Activities
Citywide
Case management and in-home support services for home-bound seniors and frail elderly
5 Project Name
Target Area
Camino Health Center
Citywide
Goals Supported
Needs Addressed
Funding
Public Social Services
Public Services
CDBG: $10,000
Description Low-cost medical services
Target Date 6/30/2026
Estimate the number and type of families that
will benefit from the proposed activities
2,400 Individuals
Location Description
Planned Activities
22481 Aspen St., Suite A, Lake Forest CA
Reduced cost medical services for low- and moderate-income persons Consolidated Plan LAKE FOREST 118
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6 Project Name
Target Area
Fair Housing Council of OC
Citywide
Goals Supported
Needs Addressed
Funding
Public Social Services
Public Services
CDBG: $7,500
Description Program Administration
Target Date 6/30/2026
Estimate the number and type of families that
will benefit from the proposed activities
34 households
Location Description
Planned Activities
Citywide
Fair housing outreach, education, and enforcement services to address impediments to fair housing.
7 Project Name
Target Area
Families Forward
Citywide
Goals Supported
Needs Addressed
Funding
Homeless Continuum of Care
Homeless Support Services and Housing
CDBG: $15,962
Description Support services for at-risk and homeless families with children Target Date 6/30/2026
Estimate the number and type of families that
will benefit from the proposed activities
27 Individuals At-Risk Homeless
Location Description Citywide
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Planned Activities Case management for homeless families with children and families with children that are at risk of becoming homeless
8 Project Name
Target Area
Family Assistance Ministry
Citywide
Goals Supported
Needs Addressed
Funding
Homeless Continuum of Care
Homeless Support Services and Housing
CDBG: $10,000
Description Housing and services for households at risk of homelessness or that are homeless Target Date 6/30/2026
Estimate the number and type of families that
will benefit from the proposed activities
50 lower-income individuals
Location Description
Planned Activities
Citywide
Case management, supportive services and rent/utility assistance for lower-income residents at risk of eviction or termination of utility services. 9 Project Name
Target Area
South County Outreach
Citywide
Goals Supported
Needs Addressed
Funding
Affordable Housing
Public Services
CDBG: $19,000
Description Homelessness prevention assistance
Target Date 6/30/2026
Estimate the number and type of families that
will benefit from the proposed activities
20 At-Risk Homeless individuals
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Location Description
Planned Activities
7 Whatney St. B, Irvine, CA
Foodbank services, including case management - services also include emergency rent and utility assistance to prevent eviction or termination of services 10 Project Name
Target Area
ADA Ramp Improvements Phase 15
Citywide
Goals Supported
Needs Addressed
Funding
Program Administration
Public Improvements
CDBG: $230,000
Description ADA Ramp Improvements Phase 15 will include curb cuts and ramp installation in the eligible areas.
Target Date 6/30/2026
Estimate the number and type of families that
will benefit from the proposed activities
Approximately 8,500 disabled residents.
Location Description Throughout the city at street intersections, as necessitated by conditions and current federal standards.
Planned Activities
Project Name
Target Area
Implement improvements to comply with current ADA regulations. 11 Boys & Girls Club of Laguna Beach
Citywide
Goals Supported
Needs Addressed
Funding
Public Social Services
Public Services
CDBG: $12,000
Description Childcare services
Target Date 6/30/2026
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Estimate the number and type of families that
will benefit from the proposed activities
After School childcare for 32 low-income families.
Location Description
Planned Activities
Project Name
Mountain View, 24551 Raymond Way, Lake Forest, CA 92630 After school childcare.
Upwards 12
Target Area Citywide
Goals Supported
Needs Addressed
Funding
Economic Development
Economic Development
CDBG: $50,000
Description Micro-Enterprise Technical Assistance and Job Training for Childcare Service Providers.
Target Date 6/30/2026
Estimate the number and type of families that
will benefit from the proposed activities
10 Businesses to be served
Location Description
Planned Activities
Various
Micro-Enterprise Technical Assistance and Job Training for Childcare Service Providers.
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AP-50 Geographic Distribution – 91.220(f)
Description of the geographic areas of the entitlement (including areas of low-income and minority concentration) where assistance will be directed For FY 2025-2026, CDBG funds will support activities on a citywide basis, that is, for households that are income-eligible or eligible due to a unique characteristic (e.g., adults with disabilities and seniors) regardless of where they live in Lake Forest.
Geographic Distribution
Target Area
CDBG TARGET AREAS 28
Citywide 72
Percentage of Funds
Table 57 - Geographic Distribution
Rationale for the priorities for allocating investments geographically The City does not allocate CDBG funds on a geographic basis; instead, funding is allocated in a manner that best meets the needs of lower income households regardless of where they reside in the City. The City prioritizes the use of its CDBG funding for the preservation of housing that is affordable to lowerincome households (via rehabilitation), and that helps prevent homelessness or assist those already homeless. These activities are carried out on a citywide basis.
CDBG-funded infrastructure and facility improvements are usually located within Low- and ModerateIncome areas as identified by HUD (see Figure 1 LMA Map). Some infrastructure/facility improvement projects may be undertaken in areas outside of Low- and Moderate-Income areas. Such projects are typically limited to those that address ADA regulations.
Discussion
CDBG funds will fund programs that serve lower-income Lake Forest residents regardless of where they live. For FY 2025-2026, CDBG funds will benefit residents on a citywide basis, with the exception of the ADA Ramp Improvement project that will benefit primarily low- and moderate-income residential areas.
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Affordable Housing
AP-55 Affordable Housing – 91.220(g)
Introduction
Although the Consolidated Plan and Action Plan focus on affordable housing needs of the community, the City's only HUD funding source is CDBG. HUD regulations prohibit the use of CDBG for the construction of new housing; however, the City will allocate funds to preserve existing housing that is affordable to lower-income homeowners.
One Year Goals for the Number of Households to be Supported Homeless
Non-Homeless
Special-Needs
Total
0 0
0 0
Table 58 - One Year Goals for Affordable Housing by Support Requirement One Year Goals for the Number of Households Supported Through Rental Assistance 0
The Production of New Units
Rehab of Existing Units
Acquisition of Existing Units
Total
0 0
0 0
Table 59 - One Year Goals for Affordable Housing by Support Type Discussion
The 2025-2026 Action Plan allocates CDBG public to a local agency that will provide transitional housing to an estimated 11 individual. The City's CDBG-funded affordable housing strategy is to maintain the affordable housing stock through housing rehabilitation programs and supporting rental assistance programs like the Housing Choice Voucher (administered by the OCHA). The City anticipates eight homeowners will participate in the City’s housing rehabilitation program, and 200 Lake Forest renter households will receive rental assistance during FY 2025-2026.
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AP-60 Public Housing – 91.220(h)
Introduction
The City of Lake Forest does not own or operate public housing.
Actions planned during the next year to address the needs to public housing Not applicable
Actions to encourage public housing residents to become more involved in management and participate in homeownership
Not applicable
If the PHA is designated as troubled, describe the manner in which financial assistance will be provided or other assistance
Not applicable
Discussion
The City of Lake Forest does not own or operate public housing.
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AP-65 Homeless and Other Special Needs Activities – 91.220(i) Introduction
The City recognizes the importance of assisting the homeless and near-homeless with a continuum of care approach that not only addresses a homeless person’s immediate shelter needs, but also provides access to transitional and permanent housing, support services, and employment opportunities to break the cycle of homelessness.
Describe the jurisdictions one-year goals and actions for reducing and ending homelessness including Reaching out to homeless persons (especially unsheltered persons) and assessing their individual needs
The City collaborates and relies on nonprofit partners to reach out to homeless persons (especially unsheltered persons). The City will allocate CDBG funds to four agencies that will provide services for homeless individuals. Each agency has an outreach component used to engage and assess clients Addressing the emergency shelter and transitional housing needs of homeless persons In past years, the City used CDBG funds to assist nonprofits in acquiring eight condominium units located in the community to provide transitional housing. For FY 2025-2026, Families Forward’s “Housing Program” is recommended for CDBG funding. This program offers interim (i.e., transitional) housing for up to 25 individuals (i.e., families with children). The City did not receive any requests for emergency shelter programs.
Helping homeless persons (especially chronically homeless individuals and families, families with children, veterans and their families, and unaccompanied youth) make the transition to permanent housing and independent living, including shortening the period of time that individuals and families experience homelessness, facilitating access for homeless individuals and families to affordable housing units, and preventing individuals and families who were recently homeless from becoming homeless again
The Orange County Continuum of Care coordinates a system that incorporates several evidence-based practices, including a Housing First approach that involves moving persons directly from the streets into permanent housing accompanied by home-based supportive services. This approach has been effective with chronically homeless persons and families.
In past years Lake Forest used CDBG and local redevelopment funding to expand permanent housing opportunities for the formerly homeless. In 2015, the City’s Housing Authority (former redevelopment agency) sold a four-unit apartment to Families Forward. These units provide permanent housing Consolidated Plan LAKE FOREST 126
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opportunities for lower-income households, including formerly homeless families.
In addition to Rapid Rehousing, the OC-CoC will address the housing needs of homeless households with unique situations. The Family Redirection Program aims to keep homeless families with children off the streets by prioritizing shelter and housing resources for families. HUD has also significantly increased the number of rental assistance vouchers for homeless Veterans (i.e., Veterans Affairs Supportive Housing or VASH vouchers). In addition to receiving rental assistance, veterans with a history of severe mental health illness, substance use disorder, or physical disabilities receive case management and appropriate support services from the Department of Veterans Affairs. Currently, 486 VASH vouchers are in place throughout Orange County (13 in Lake Forest). For unaccompanied youth, there are several residential/supportive services programs available in Orange County designed specifically for youths. Services offered include crisis intervention, drug abuse counseling, and case management.
The City will not allocate FY 2025-2026 CDBG funds for rapid rehousing or permanent supportive housing.
Helping low-income individuals and families avoid becoming homeless, especially extremely low-income individuals and families and those who are: being discharged from publicly funded institutions and systems of care (such as health care facilities, mental health facilities, foster care and other youth facilities, and corrections programs and institutions); or, receiving assistance from public or private agencies that address housing, health, social services, employment, education, or youth needs
For FY 2025-2026, the City will allocate CDBG funds to Family Assistance Ministry and South County Outreach for an array of services to assist the near-homeless and those already homeless. These agencies operate food bank programs, which provide an entry point into the regional CoC. Program applicants undergo an assessment by case managers who determine if additional services are needed and who will make appropriate referrals. CDBG resources are used by these agencies to assist households who are at risk of eviction or the termination of utilities due to financial hardships, especially in the post-COVID-19 environment. The City will also continue to participate in regional homeless planning efforts, including the OC CoC’s Discharge Plan, which aims to prevent individuals from leaving institutions such as jails and hospitals, from becoming homeless.
Discussion
The programs identified above to address the needs of homeless persons indicate that serving the homeless is a complex issue requiring a network of service providers. The City will allocate CDBG resources to support a network of agencies that will address the needs of the community’s homeless and those at risk of becoming homeless.
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AP-75 Barriers to affordable housing – 91.220(j)
Introduction:
The Strategic Plan provides detailed information regarding barriers to affordable housing and actions to overcome these barriers. The efforts to address these barriers during FY 2025-2026 are summarized below.
Actions it planned to remove or ameliorate the negative effects of public policies that serve as barriers to affordable housing such as land use controls, tax policies affecting land, zoning ordinances, building codes, fees and charges, growth limitations, and policies affecting the return on residential investment
Affordable housing development faces several challenges, including the cost of construction, financing, and development regulations. The 2013–2021 Housing Element notes that the City can encourage and facilitate affordable housing through financial assistance, removal of regulatory constraints, and administrative support. It offers the following actions to promote affordable housing production with limited available funding.
•
•
The City will monitor new neighborhood developments for compliance with development agreements that include an Affordable Housing Implementation Plan.
The City will collaborate with affordable housing developers to identify potential sites, write letters of support to help secure governmental and private-sector funding, and offer technical assistance related to the application of State density bonus provisions. •
•
Work with developers on a case-by-case basis to provide State-mandated regulatory concessions and incentives to assist with the development of affordable and senior housing. State-mandated regulatory concessions and incentives could include but are not limited to, density bonuses, parking reductions, fee reductions or deferral, expedited permit processing, and modified or waived development standards.
If available, provide financial subsidies to help reduce the cost of development in exchange for the reservation of units for lower-income households.
Discussion:
The Strategic Plan includes an extensive narrative regarding barriers to affordable housing and actions the City can take to mitigate identified obstacles to the development of affordable housing. As outlined above, the City provides an expedited development review process for affordable housing projects to help reduce holding costs and the overall cost of development. The City has little control over market forces such as the cost of land, building materials, and labor. If resources are available, the City may provide gap financing to help reduce overall development costs as an incentive to develop affordable housing. There are no growth limit initiatives in Lake Forest.
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AP-85 Other Actions – 91.220(k)
Introduction:
There are several constraints to meeting the needs of low-income residents; the primary obstacle is a lack of funding to address all needs adequately. Demand for services has forced many nonprofits to reduce services at a time when governmental entities are also decreasing resources. In response to the level of need, the City has maintained its commitment to utilize and leverage resources efficiently and effectively to meet priority community needs.
Actions planned to address obstacles to meeting underserved needs The City recognizes that special needs populations face challenges due to low income, the unique conditions that they face, and that they are more likely to become homeless as a result of these factors.
Special needs populations often require unique housing and supportive services. The City considers supportive services and housing for special needs populations as a high priority. In FY 2025-2026, the City will fund public service agencies that assist underserved populations such as the homeless, seniors, the disabled, and low-income families with children.
Actions planned to foster and maintain affordable housing The City's strategies related to CDBG-funded affordable housing efforts are focused on maintaining the housing stock through its housing rehabilitation programs, supporting rental assistance programs like the Housing Choice Voucher, and helping to ensure individuals have access to housing free of discrimination due to race, gender, disability, and other personal or household characteristics.
Actions planned to reduce lead-based paint hazards
As previously discussed, the Residential Lead-Based Paint (LBP) Hazard Reduction Act of 1992 changed the federal strategy to addressing LBP by increasing the emphasis on the prevention of childhood lead poisoning through housing-based approaches. For example, lead-based paint hazard reduction as an eligible activity in the City’s housing rehabilitation programs.
All application packets for the City’s housing rehabilitation programs include a notice to educate residents about the health dangers of lead and encourage screening of children for elevated blood-lead levels. Additionally, before the use of federal funds, housing units are screened for lead-based paint. Housing units identified with lead-based paint hazards are treated, so the lead-based paint is abated per current federal requirements. The use of lead-based paint is prohibited in newly constructed units.
Actions planned to reduce the number of poverty-level families The City will leverage limited CDBG funds to address the needs of poverty-level families by partnering with Consolidated Plan LAKE FOREST 129
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nonprofit agencies that primarily focus services to these households. Specifically, the City will fund programs that provide safety net services such as food banks, limited financial assistance to prevent eviction, low-cost medical and dental care, and fair housing education/enforcement services.
Actions planned to develop institutional structure
The City of Lake Forest will continue efforts to eliminate institutional gaps and enhance coordination of programs with all segments of the community. For example, the City will partner with nonprofit entities to deliver public services. City departments will continue to work together to evaluate programs and projects that may be funded in whole or in part with CDBG funds that address priority needs. The City will assist OCHA by participating in the Cities Advisory Committee – a quarterly meeting of cities and OCHA to discuss issues related to federal rental housing assistance and general housing issues. As a member of the OC-CoC Community Forum, the City will continue to provide information to the regional CoC as it prepares the County’s annual Continuum of Care Homeless Assistance grant application. The City will also continue to participate in the development of the County’s Ten-Year Plan to end chronic homelessness and the regional discharge plan.
Actions planned to enhance coordination between public and private housing and social service agencies
The City will continue to participate in regional coordination of services by participating in the Cities Advisory Committee - the quarterly meeting of cities and OCHA to discuss issues related to federal rental housing assistance and as a member of the OC-CoC Community Forum. On an annual basis, the City meets with service providers to discuss service needs and ways to improve service to residents. Another example of enhanced coordination is the preparation of the county-wide Analysis of Impediments to Fair Housing. The City participated in the development of this document, which required significant jurisdictional coordination.
Discussion:
As previously outlined, HUD regulations require that the City prepare an Analysis of Impediments to Fair Housing choice (Al) every five years. In addition to identifying impediments, the AI includes a strategy to overcome barriers and action steps to implement on an annual basis. The City reports AI accomplishments in the annual year-end report. The City of Lake Forest joined other Orange County jurisdictions to fund the preparation of a county-wide AI. The AI evaluates existing demographic data, past fair housing enforcement activity for each partner community, mortgage lender data, and existing housing and land use public policies. Based on an analysis of this data, plus the input of residents, a list of impediments to fair housing choice for the County has been developed. A corresponding set of action steps to address these barriers has also been prepared. A summary of the of 2025-2029 Orange County AI is incorporated into the Consolidated Plan as Appendix G – the entire AI is available for review on the City’s website. The specific action steps the City will take during FY 2025-2026 to address impediments to fair housing can also be found in Appendix G.
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Program Specific Requirements
AP-90 Program Specific Requirements – 91.220(l)(1,2,4)
Introduction:
The program-specific requirements that apply to the City are those for the CDBG program.
Community Development Block Grant Program (CDBG)
Reference 24 CFR 91.220(l)(1)
Projects planned with all CDBG funds expected to be available during the year are identified in the Projects Table. The following identifies program income that is available for use that is included in projects to be carried out.
1. The total amount of program income that will have been received before the start of the next program year and that has not yet been reprogrammed 0
2. The amount of proceeds from section 108 loan guarantees that will be used during the year to address the priority needs and specific objectives identified in the grantee's strategic plan.
3. The amount of surplus funds from urban renewal settlements
4. The amount of any grant funds returned to the line of credit for which the planned use has not been included in a prior statement or plan
0 0
0 0
0 5. The amount of income from float-funded activities
Total Program Income:
Other CDBG Requirements
1. The amount of urgent need activities 0
2. The estimated percentage of CDBG funds that will be used for activities that benefit persons of low and moderate income. Overall Benefit - A consecutive period of one, two or three years may be used to determine that a minimum overall benefit of 70% of CDBG funds is used to benefit persons of low and moderate income. Specify the years covered that include this Annual Action Plan. 80.50% The City will meet the 70% low- and moderate-income Overall Benefit requirement for the use of CDBG funds over each of the five Consolidated Plan program years, and specifically for current Program Year 2025. Approximately 19.5% of available CDBG funds (minus administration), may be used for Urgent Need activities; however, no such need has been determined at this time.
1. If applicable to a planned HOME TBRA activity, a description of the preference for persons with special needs or disabilities. (See 24 CFR 92.209(c)(2)(i) and CFR 91.220(l)(2)(vii)).
N/A the City does not receive HOME funds.
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Appendix - Alternate/Local Data Sources
1 Data Source Name
Vacant Units
List the name of the organization or individual who originated the data set.
City of Lake Forest
Provide a brief summary of the data set.
Information regarding vacant properties
What was the purpose for developing this data set?
Provide information regarding vacant properties
How comprehensive is the coverage of this administrative data? Is data collection concentrated in one geographic area or among a certain population?
Data limited to City of Lake Forest
What time period (provide the year, and optionally month, or month and day) is covered by this data set? 2021-2029 Housing Element
What is the status of the data set (complete, in progress, or planned)? Complete.
2 Data Source Name
OC Continuum of Care
List the name of the organization or individual who originated the data set.
OC-211
Provide a brief summary of the data set.
2024 Orange County homeless Point-In-Time Survey
What was the purpose for developing this data set?
Homeless survey
How comprehensive is the coverage of this administrative data? Is data collection concentrated in one geographic area or among a certain population?
Countywide with some local data
What time period (provide the year, and optionally month, or month and day) is covered by this data set? January 2024
What is the status of the data set (complete, in progress, or planned)? Complete
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ATTACHMENT 2
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CDBG Program Year 2025-26
Proposed Expenditure Plan - Public Service Applications Applicant
# of Lake
Forest
Residents
Assisted Last
Year
Proposed
# Lake
Forest
Residents
to Assist
2025-26
Services Provided
FY 2024-25
Amount
Awarded
FY 2025-26
Requested
Amount
FY 2025-26
Recommended
Amount
% Allocation to
the Anticipated
Public Service
Cap Amount
Age Well Senior Services, Inc. 19 100 Meal Delivery for homebound and frail seniors $ 7,200 $ 7,260 $ 5,000 7%
Boys and Girls Club - 32 After School childcare for low-income families. $ - $ 25,000 $ 12,000 17%
Camino Health Center 2,152 2,400 Low-cost medical and dental services for low-income and indigent residents $ 14,100 $ 15,000 $ 10,000 14% Families Forward 41 27
Case management and supportive
services for lower-income residents
residing in affordable housing
$ 18,970 $ 30,000 $ 15,962 22%
Family Assistance Ministries 351 50
Case management, supportive services
and rent/utility assistance for lowerincome residents at risk of eviction or termination of utility service
$ 12,300 $ 20,000 $ 10,000 14%
South County Outreach 195 20
Case management, supportive services
and rent/utility assistance for lowerincome residents at risk of eviction or termination of utility service
$ 20,350 $ 25,000 $ 19,000 26%
SUBTOTAL: 2,758 2,629 $ 72,920.00 $ 122,260.00 $ 71,962.00 100% TOTAL PUBLIC SERVICES GRANT $ 71,962
TOTAL PUBLIC SERVICES PERCENTAGE TO ANTICIPATED TOTAL CDBG FUNDS AVAILABLE 9% (Based on anticipated FY 2025-26 Grant Award only) 15%
Public Services - 15% CAP
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CDBG Program Year 2025-26
Proposed Expenditure Plan - Non-Public Service Programs Project/Program Services Provided
FY 2024-25
Amount
Awarded
FY 2025-26
Requested
Amount
FY 2025-26
Recommended
Amount
% Allocation
Boost Program* Funds for micro-enterprise assistance to childcare providers $ - $ 104,000 $ 50,000 6%
TOTAL ECONOMIC DEVELOPMENT $ 50,000.00
TOTAL ECONOMIC DEVELOPMENT PERCENTAGE TO ANTICIPATED TOTAL CDBG FUNDS AVAILABLE 6% *First-time applicant
ADA Ramp Improvements Funds for the installation of ADA ramp improvements $ 175,000** $ 230,000 $ 230,000 29%
TOTAL CAPITAL IMPROVEMENTS $ 230,000
TOTAL CAPITAL IMPROVEMENTS PERCENTAGE TO ANTICIPATED TOTAL CDBG FUNDS AVAILABLE 29% **The FY 2024-25 CIP budget was for Audible Pedestrian Signals Housing Rehabilitation Loans Funds for the Administration of the CDBG Housing Rehab Loan Program $ 217,453.00 $ 250,000.00 $ 209,025.12 27% Paint Grant Program Funds for the Administration of the CDBG Housing Paint Program $ 35,000.00 $ 125,000 $ 125,000 16% SUBTOTAL: $ 252,453.00 $ 375,000.00 $ 334,025.12 43%
TOTAL HOUSING & NEIGHBORHOOD IMPROVEMENTS $ 334,025
TOTAL CAPITAL IMPROVEMENTS PERCENTAGE TO ANTICIPATED TOTAL CDBG FUNDS AVAILABLE 43% Economic Development
Capital Improvements
Housing & Neighborhood Improvements
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CDBG Program Year 2025-26
Proposed Expenditure Plan - Non-Public Service Programs Project/Program Services Provided
FY 2024-25
Amount
Awarded
FY 2025-26
Requested
Amount
FY 2025-26
Recommended
Amount
% Allocation
CDBG Admin Funds for the Administration of the CDBG
Grant $ 121,566 $ 95,950 $ 88,450 92%
Fair Housing Council OC Funds for the provision of Fair Housing and Landlord/Tenant Services $ 7,500 $ 7,500 $ 7,500
8%
SUBTOTAL: $ 129,065.80 $ 103,450.00 $ 95,950.00 100%
TOTAL ADMINISTRATION $ 95,950.00
TOTAL ADMINISTRATION PERCENTAGE TO ANTICIPATED TOTAL CDBG FUNDS AVAILABLE 12% (Based on anticipated FY 2025-26 Grant Award only) 20%
Administration - 20% CAP
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Community Development Block Grant (CDBG)
Draft FY 2025-2030 Consolidated Plan and
Draft FY 2025-26 Expenditure Plan
April 15, 2025, City Council Meeting
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Consolidated Plan (Con Plan)
2 • Required by the U.S. Department of Housing and Urban Development (HUD) every 5 years
• Reinforces Housing Element Goals
• Identifies Housing Needs
• Outlines goals to guide CDBG funding
• Offers a broad range of potential programs
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Draft Consolidated Plan Goals
• Improve or expand affordable housing/Housing
preservation
• Provide or improve public infrastructure and facilities • Provide or improve access to public social services
• Provide housing and supportive services
• Provide financial assistance to create or preserve
employment opportunities
• Provide program administration and planning activities needed to carry out actions addressed in the
Consolidated Plan
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Annual Action Plan (AAP)
• City is required to submit an Annual Action Plan (AAP) to HUD by May 15 of each year.
• The AAP outlines how CDGB funds will be utilized to
address the goals and objectives established in the
City’s 5-year Consolidated Plan
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Expenditure Plan
• The Expenditure Plan serves as the basis for preparing the FY 2025-26 AAP
• To date, HUD has not announced 2025 grant allocations • For planning purposes, staff estimates the City may
receive a 5% reduction from the prior year allocation
• Funding caps limit the amount of money that can be
allocated to certain programs/services
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Estimated Funds Available
• HUD has not announced the 2025 grant allocations
6 Type Estimate
Anticipated FY 2025-26 Grant Amount $479,750
Prior Year Carryover $180,765
2024 Housing Rehabilitation Revolving Loan Funds $121,422 Total: $781,937
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Proposed Allocations
Category FY 2025-26 Proposed
Allocations
Economic Development
• BOOST Program (Upwards Care Inc.) $50,000
Public Services (Capped at 15% of FY 2025-26 Grant Amount) • 6 Organizations $71,962
CDBG Administration (Capped at 20% of FY 2025-26 Grant Amount • Fair Housing Council of OC ($7,500)
• Administration ($88,450)
$95,950
Capital Expenditures
• ADA Ramps $230,000
Housing & Neighborhood Improvement
• Neighborhood Paint Program ($209,025)
• Housing Rehabilitation Loan Program ($125,000)
$334,025
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BOOST Program
• Upwards Inc., founded in 2017, launched the BOOST
program in 2022
• Current recipient of CDBG funding from other agencies • Requested amount of funding - $104,000
• Target population is low- and very low-income
microenterprise owners who run licensed childcare
facilities
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Proposed Public Services
Organization FY 2024-25 Grant
Amount
FY 2025-26
Request
FY 2025-26
Recommendation
Percent of
Requested
Amount
Age Well Senior Services, Inc. $7,200 $7,260 $5,000 69% Boys and Girls Club N/A $25,000 $12,000 48%
Camino Health Center $14,100 $15,000 $10,000 67%
Families Forward $18,970 $30,000 $15,962 53%
Family Assistance Ministries $12,300 $20,000 $10,000 50% South County Outreach $20,350 $25,000 $19,000 76%
Totals: $72,920 $122,260 $71,962 54%
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Percentage Breakdown
9%
6%
29%
44%
12%
FY 2025-26 Proposed Breakdown
Public Services
Economic Development
Capital Improvements
Housing & Neighborhood Improvements
Administration
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Recommended Actions
11 City Council review and provide comment on the draft FY 2025-2030 Consolidated Plan and draft FY 2025-26 Expenditure Plan.
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CITY COUNCIL AGENDA REPORT
MEETING DATE: 4/15/2025
DEPARTMENT: Finance
SUBJECT:
ASSET MANAGEMENT PLAN UPDATE
RECOMMENDED ACTION(S):
Receive and file an update on the City's Asset Management Plan for long-term financial planning for capital asset maintenance and replacement.
EXECUTIVE SUMMARY:
The City developed an Asset Management Plan (“AMP”) to serve as a foundational tool for long-term capital and operational budgeting related to infrastructure maintenance and improvement. The AMP was created in accordance with the City’s Risk Reserve Policy, a key component of the broader Financial Management and Budgetary Policy.
As part of the City’s biennial budget process, the Public Works Department prepares a seven-year Capital Improvement Program (“CIP”) and a corresponding capital improvements project budget. These documents outline recommended investments in infrastructure to meet ongoing service expectations. With the AMP, the City can now integrate condition data, risk assessments, and lifecycle forecasting into the development of the 2025–2032 CIP. Public Works can utilize the AMP to manage assets, prioritize funding needs, optimize financial resources, and reduce long-term costs.
To support the development of the AMP, the City engaged Kayuga Solutions, Inc. (“Kayuga”) to perform a comprehensive inventory and condition assessment of all City-owned infrastructure. Completed in early 2023, the assessment evaluated more than 73,000 individual assets, including roadways, parks, streetlights, buildings, and drainage systems, based on the following criteria:
• Current condition and expected lifecycle
• Risk assessment (likelihood of failure and consequences of failure) • Maintenance and replacement cost projections
• Financial impact of traditional vs. proactive asset management approaches To better understand what asset management means, consider the example of a house: a long-term investment that requires regular maintenance—like painting, Item: 14
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roof repairs, and system upgrades—to retain its value and function. Delaying this upkeep often leads to more costly and disruptive repairs. Similarly, the AMP gives the City a structured way to care for its infrastructure assets—preserving value, extending useful life, and ensuring sustainable, reliable public services.
Just as household decision-makers must plan for eventual replacements, not just routine fixes, the AMP also supports forward-looking planning to ensure critical assets can be replaced when needed, before failures occur.
BACKGROUND:
A significant component of the City’s biennial budget is dedicated to maintaining and repairing a wide range of infrastructure assets that support essential public services. As part of the budget development process, the City’s Risk Reserve Policy, reviewed and adopted biennially, was most recently approved in June 2023 for FY 2023–2025. This includes a dedicated $25.7 million Reserve Fund specific for Capital Projects – Infrastructure and Replacement.
In alignment with the current Reserve Policy and strategic plan initiatives, the City developed a comprehensive Asset Management Plan (“AMP”) to strengthen long-term financial forecasting and promote proactive infrastructure planning. To support this effort, the City contracted with Kayuga Solution, Inc. (“Kayuga”) to conduct a full inventory and condition assessment of all City-owned infrastructure and develop the AMP. Prior to this effort, the City’s practice involved completing inspections of a subset of City assets such as playgrounds, sidewalks, and building facilities. These periodic inspections conducted by contractors, along with regular and as-needed field inspections completed by City staff have been the primary method of assessing the conditions of City assets.
Through the development of the AMP, each of the City’s 73,000+ assets (roadways, parks, buildings, streetlights, and drainage systems), was evaluated based on current condition, projected lifecycle, risk of failure, and anticipated maintenance or replacement costs.
While past infrastructure planning has served the City well through traditional and need-based approaches, the AMP builds on that foundation by introducing a more strategic, data-informed process that enables the City to prioritize projects based on asset condition, service impact, risk, and cost-effectiveness.
To illustrate this shift, consider the example of a house. Without a plan, repairs are often made only when problems become urgent—such as replacing a broken water heater or fixing a leaking roof. But with a thoughtful, long-term approach, household decision-makers can make timely investments that prevent costly damage and preserve the home’s value over time. They can also anticipate and plan for major replacements, making informed decisions about when and how to Item: 14
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invest as assets near the end of their useful life. The AMP applies that same principle to City infrastructure: helping avoid unnecessary emergency costs, extend asset life, and deliver reliable, sustainable services.
With the AMP in place, the City is positioned to take advantage of data to make more informed and fiscally responsible decisions. It ensures that critical resources are allocated strategically, guided by data and long-term priorities to deliver the greatest benefit to the community over time.
DISCUSSION:
The City’s Asset Management Plan (AMP) provides a citywide snapshot of the condition, value, and future needs of over 73,000 infrastructure assets, assisting the Public Works Department with a powerful, data-informed tool to guide investment decisions. Citywide asset data confirms that overall, the City’s infrastructure is in strong condition, with nearly half of all assets currently rated as “good.” This solid foundation enables strategic reinvestment where it is most needed, helping the City maintain high-quality public services while managing long-term costs.
Traditionally, infrastructure investment decisions were based on immediate need or available budget, relying heavily on the professional judgment of engineers and field staff—insight that remains essential. The AMP enhances this approach by introducing a structured, systemwide framework that combines expert input with condition data, risk analysis, and long-term planning models. By layering objective data with professional expertise, the AMP significantly increases the confidence level in forecasting asset needs and prioritizing investments.
This shift enables more accurate forecasting, more efficient resource allocation, and better service outcomes.
Key Financial Benefits of the AMP
• Risk-Based Budgeting – Assets are ranked using a combination of their likelihood of failure and the consequence of that failure. For example, infrastructure with safety implications is prioritized over those with cosmetic concerns (Chart 1).
• Current Asset Condition – Nearly 50% of City assets are in “good” condition, demonstrating that Lake Forest’s infrastructure is wellmaintained and positioned for long-term reinvestment strategies. • Data-Driven Budgeting – For the first time, the City’s CIP and operating budgets are being developed using actual asset condition and lifecycle Item: 14
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data rather than relying solely on historical patterns or departmental requests based on engineering inspections and recommendations. • Strategic Budget Allocation – The AMP clarifies the boundary between capital needs (included in the 7-year CIP) and routine maintenance or rehabilitation needs (handled through annual operating budgets). • Long-Term Financial Impact – Informed by real-time asset data, the City can now proactively target funding toward assets that offer high service return while minimizing the likelihood of major, unplanned costs in the future.
To support this risk-based approach, the AMP includes a comprehensive asset risk matrix that evaluates each asset by its current condition and the consequence of failure (Attachment). This analysis helps identify which assets pose the greatest risk to service delivery and should be prioritized for reinvestment (Chart 1).
Chart 1: Citywide Risk Assessment
High Risk
$15.99M
13,626 Assets
Medium Risk
$460.69M
14,053 Assets
Low Risk
$424.96M
46,173 Assets
The following chart (Chart 2) illustrates the estimated annual cost of replacing all City infrastructure assets on schedule, based on current condition and lifecycle data in the AMP. By visualizing long-term replacement needs across asset categories, the AMP reinforces the value of strategic reinvestment and preventative care. Rather than pursuing full replacement at the end of each asset's lifecycle, the City can focus on extending useful life through targeted repair and rehabilitation. This approach defers major capital outlay, improves service continuity, and maximizes return on infrastructure investments.
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Chart 2: Lifecycle Replacement Costs
To illustrate how preventive investments can reduce long-term costs, consider a City playground surface in poor condition (Photo 1). In the AMP, “poor condition” is defined not only by visible wear, but also by whether the asset meets the City’s expected standards for service and safety. In other words, a playground surface may look usable but still fail to meet expectations for safety, accessibility, or overall quality. Photo 1 shows an example of a playground surface that qualifies as “poor” under these criteria.
Photo 1: Poor Condition Playground Surface
Without maintenance, the playground surface would eventually require full replacement at an estimated cost of $150,000. However, a typical resurfacing treatment could extend the surface’s lifespan significantly - at an estimated cost of $20,000. This strategy preserves functionality and user safety while saving the City approximately $130,000 per surface repair (Table 1).
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Table 1: Playground Surface Case Study
Approach
Playground
Surface Cost Outcome
Traditional, NeedsBased (Full
Replacement)
$150,000 Brand new playground
surface; higher cost
Proactive Strategic
Repairs (sealing, spot
repairs)
$20,000* Extended asset life, lower
cost
*estimated cost
Approximate Savings: $130,000 per playground when surfaces are proactively maintained.
Now, apply this logic at scale: The AMP estimates that fully replacing all poorcondition park assets would cost approximately $14 million, and replacing the entire park system would cost around $64 million. Instead, a proactive Repair & Rehabilitation (R&R) Program—funded through the operating budget—can address these needs for just $2.9 million annually, extending asset life and deferring major capital replacement.
Table 2: Citywide Parks Assessment Summary
Approach
Total Park
Asset Replacement Outcome
Full Replacement of
All Park Assets
$64M High cost, long-term
sustainability challenges
Proactive Strategic
Repairs
$2.9M annually Lower cost, service
continuity and asset
longevity
Consider again the analogy of a house: if a roof has 5-10 years of life remaining, it is more effective to plan ahead and schedule maintenance rather than wait for a leak to cause interior damage. Proactive planning allows for budgeting and minor repairs that can extend the roof’s lifespan, avoiding the disruption and high cost of full replacement. The AMP applies this same principle at a citywide scale:
by anticipating infrastructure needs and acting early, the City can prevent service disruptions, optimize expenditures, and protect long-term investments in the community.
The City’s Asset Management Program provides metrics that facilitate informed, cost-effective decisions which support public services while minimizing long-term financial risk. These insights has shaped the Draft 2025–2032 CIP and informed Item: 14
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operational budget planning. Ongoing use of the AMP is expected to generate significant long-term savings by reducing costly capital replacements and optimizing operating funds for repairs and maintenance. Prioritizing infrastructure investments based on asset condition and lifecycle analysis will position the City to maintain expected service levels, preserve asset value, and ensure fiscal sustainability more effectively. The AMP is also another tool to ensure the City remains financially resilient and continues to maintain its high standard of public service.
Staff will continue to update the AMP to reflect current conditions as well as reference it when formulating recommendations for the operating budget and capital improvement program. Project sheets within the Draft 2025-2027 Capital Improvement Program budget will note current asset condition as captured in the AMP.
FISCAL IMPACT:
There is no fiscal impact associated with the recommended action.
ATTACHMENTS:
Citywide Comprehensive Asset Risk Matrix
Initiated By: Fauna Shrago, Finance Analyst
Submitted By: Kevin Shirah, Director of Finance/City Treasurer Approved By: Debra Rose, City Manager
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ATTACHMENT
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Citywide Comprehensive Asset Risk Matrix
1 $571.53K $388.11k $1.92M $1.15M $3.97M
High
$15.99M
0.9 $30.8K $794.82K $4.92M $4.21M $4.75M
0.8 $470.55K $5.71M $2.18M $403.29M $51.52M
0.7 $94.73K $78.9K $897.55K $250.42K $2.93M
0.6 $78.06K $4.29M $16.66M $14.79M $79.79M
Medium
$460.69M
0.5 $150.68K $15.13M $27.98M $5.67M $6.35M
0.4 $851.01K $12.25M $42.6M $2.75M $3.24M
0.3 $349.6K $3.69M $13.82M $1.33M $3.82M
0.2 $132.87K $979.29K $4.09M $315.57K $11.27M
Low
$424.96M
0.1 $754K $3.64M $8.48M $4.44M $121.84M
1 2 3 4 5
Consequence of Failure
Probability of Failure
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Asset Management
Plan Update
City Council Meeting
April 15, 2025
Presented by: Finance Department
1 Item: 14
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Background
February 1, 2022
• Professional Services Agreement with Kayuga Solution, Inc. approved
May 23, 2023
• Asset Management Plan Update presented to City Council during the budget workshop
June 6, 2023
• Current Financial Management and Budgetary Policy approved by City Council
April 15, 2025
• Asset Management Plan Update presented to City Council 2 Item: 14
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Asset Management Objectives
3 Establish a
foundation for asset
management
Monitor asset
condition
Plan ahead for
replacement and
maintenance
Allocate funding
efficiently
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Key Financial Benefits of the AMP
Risk-Based Budgeting
Data-Driven Budgeting
Strategic Budget Allocation
Long-Term Financial Sustainability
4 Item: 14
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What the AMP Includes
City Assets - 73,375
• Roadways – 40,256
• Urban Forestry – 17,384
• Buildings - 5,529
• Parks – 5,397
• Drainage – 4,809
Condition Ratings
• New/Excellent
• Very Good
• Good
• Fair
• Poor/Failed
Risk Prioritization
• High Risk
• Medium Risk
• Low Risk
5 Item: 14
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House Example
Regular Maintenance
• Consistent investment
• Regular repairs
• Painting, roof, system upgrades
• Lower cost per repair
• Repaired when urgent
• High cost
• Unplanned
Deferred Maintenance
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Citywide Condition Ratings
7 Item: 14
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8 Citywide
Risk Prioritization Snapshot
$15.99M
High Risk
$460.69M
Medium Risk
$424.96M
Low Risk
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Risk Prioritization
Snapshot
$15.99M
High Risk
$460.69M
Medium Risk
$424.96M
Low Risk
Sports Park Field Lighting
Sports Park HVAC
Playground Resurfacing
Park Trails Rehabilitation
Ongoing & Upcoming
Projects
9 Item: 14
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10 Citywide Comprehensive
Asset Risk Matrix
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What’s Next
11 Public Works
• Guide for 2025-2032
CIP Development
• AMP Updates for Current Asset
Conditions & Needs
• Future Operating Budget
• Support Strategic Planning
Finance
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Thank you!
Questions?
12 Item: 14
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CITY COUNCIL AGENDA REPORT
MEETING DATE: 4/15/2025
DEPARTMENT: Public Works
SUBJECT:
CAPITAL IMPROVEMENT PLAN UPDATE
RECOMMENDED ACTION(S):
Receive and file.
EXECUTIVE SUMMARY:
The City is working on seventy Capital Improvement Plan (“CIP”) projects which represent a $36 million investment in the community. This report updates the City Council on significant changes from the last update on January 28, 2025, for the CIP projects in progress through March 31, 2025.
BACKGROUND:
The City Council approved the City’s 2023-2030 Capital Improvement Plan (“2023-2030 CIP”) on June 20, 2023. The first two-year cycle of the 2023-2030 CIP included thirty-four new capital projects worth over $21.9 million in infrastructure investment for the community (Attachment). Two additional CIP projects were added mid-cycle with the appropriation of funds for FY 2024-25 at the June 4th City Council meeting, with a budget of $685,000. The City is also working on thirty-four ongoing projects worth an additional $13.5 million investment in the community.
DISCUSSION:
One Capital Improvement Project has been completed since the previous update:
1. Barker Ranch Dog Park Synthetic Turf Replacement
With completion of this project, 32 CIP projects have been completed since June 2023.
The following sixteen projects are currently in various phases of construction:
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1. New Street Name Sign Replacement
2. Zone D Asphalt Repairs
3. Conference Room Teams Upgrade
4. Alton TSSP
5. Portola-Santa Margarita TSSP
6. Pittsford Park Shade Structure Renovations
7. Jeronimo Road/ Lake Forest Drive Intersection Improvements (Lake Forest Traffic Mitigation- “LFTM”)
8. Rancho Parkway/ Lake Forest Drive Intersection Improvements (LFTM)
9. Rockfield Blvd./Los Alisos Blvd. Intersection Improvements (LFTM)
10. El Toro Irrigation Conservation
11. Bake Parkway and Trabuco Road Widening (LFTM)
12. Heroes Park Lighting
13. Foothill Ranch Box Lacrosse Rink Installation
14. Baker Ranch Community Park Turf Replacement
15. Sports Park Synthetic Turf Replacement
16. Community Development Block Grant (“CDBG”) Accessible Pedestrian Signals (“APS”) Phase 4
The following seven projects are tentatively scheduled to be awarded construction contracts within the next quarter:
1. Jeronimo Widening at El Toro
2. El Toro Raised Median from Jeronimo to Trabuco
3. El Toro Street Resurfacing from Jeronimo to Trabuco
4. Arterial Median Improvement – Trabuco at El Toro
5. Pickleball Courts Installation
6. Normandale Open Space Area Renovations
7. Citywide Park Restroom Renovations
Designs for seven other projects are in progress.
FISCAL IMPACT:
There is no fiscal impact associated with the recommended action.
ATTACHMENTS:
2023-2025 Capital Improvement Plan
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Initiated By: Nazila Mokarram, Principal Civil Engineer Submitted By: Thomas Wheeler, P.E., Director of Public Works/City Engineer Approved By: Debra Rose, City Manager
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ATTACHMENT
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CITY OF LAKE FOREST
Capital Improvement Plan
2023-2030
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CAPITAL IMPROVEMENT PLAN 2023-2030
Elected Officials
Doug Cirbo, Mayor
Mark Tettemer, Mayor Pro Tem
Robert Pequeño,Council Member
Scott Voigts, Council Member
Benjamin Yu, Council Member
Community Services
Commission
Planning Commission
Jolene Fuentes, Chair
Traffic and Parking
Commission
Loretta Herrin, Chair Jordan Villwock, Vice Chair
Francisco Barajas, Commissioner
Thomas Ludden, Commissioner
Michael Stannard, Commissioner
Vladimir Anderson, Commissioner
Mark Armando, Commissioner
Gerardo Camarena, Commissioner
Jim Fouste, Commissioner
Jim Richert, Commissioner
Kelly Gould, Vice Chair
Tim Burton, Commissioner
Margie Matsil, Commissioner
Victor Scherr, Commissioner
City Staff
Debra Rose, City Manager
Keith Neves, Assistant City Manager
Matthew Richardson, City Attorney
Lisa Berglund, City Clerk
Kevin Shirah, Director of Finance/ City Treasurer
Gayle Ackerman, Director of Community Development
Tom Wheeler, Director of Public Works/ City Engineer
Captain Christine Berryman, Chief of Police Services
Baryic Hunter, Division Chief - Fire Services
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CAPITAL IMPROVEMENT PLAN
TABLE OF CONTENTS
Page
City Manager’s Project Prioritization 1
Message
2023-2030 Capital Improvement Plan 3
2023-2025 Capital Improvement Plan – 4
Expenditures
2023-2025 Capital Improvement Plan – 5
6 7
8 Funding Sources
2025-2030 Capital Improvement Plan –
Expenditures
2025-2030 Capital Improvement Plan –
Funding Sources
Detail Descriptions of Projects
2023-2030
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CITY OF LAKEFOREST
Mayor
Doug Cirbo
Mayor Pro Tem
Mark Tettemer
Council Members
Robert Pequeño
June 20, 2023 Scott Voigts
Benjamin Yu
City Manager
Debra DeBruhl Rose 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
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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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2023-2030
CAPITAL IMPROVEMENT PLAN
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2023-2025 Capital Improvement Plan - Expenditures
Fiscal Year of Funding
FY 2023-24
Project Class and Public Works
Project #
25E01
24P01
25P02
25P03
24P04
24P05
25P06
Category Description Funding Source FY 2024-25
30,000
Number
E01
P01
P02
P03
P04
P05
P06
Environmental Aliso Creek Drainage Repairs General Fund $ $
$
$
$
$
$
- $
$
$
$
$
$
$
Parks
Parks
Parks
Parks
Parks
Parks
Lake Forest Sports Park Renovations
Lake Forest Sports Park Existing Synthetic Field Replacement Etnies Skate Park Improvement Project
Foothill Ranch Box Lacrosse Installation Project
Pickleball Analysis and Court Installation Project
Neighborhood Park Renovations - Nature Park and Lake Forest Park Neighborhood Park Improvement Reserve Fund
General Fund
Neighborhood Park Improvement Reserve Fund
General Fund
20,000 280,000
1,100,000
100,000
175,000
135,000
60,000
-
-
100,000
120,000
-
General Fund
Neighborhood Park Improvement Reserve Fund
P07
P08
P09
P10
P11
P12
P13
P14
P15
P16
S01
S02
S03
S04
S05
S06
S07
S08
S09
T01
T02
T03
24P07
25P08
24P09
24P10
24P11
24P12
24P13
25P14
24P15
24P16
24S01
24S02
24S03
24S04
24S05
24S06
24S07
26S08
24S09
25T01
24T02
25T03
Parks
Parks
Parks
Parks
Parks
Parks
Parks
Parks
Parks
Neighborhood Park Renovations - Vintage Park
Neighborhood Park Renovations - Cavanaugh Park
Neighborhood Park Renovations - Peachwood Park
Heroes Park Sports Field Renovations
Neighborhood Park Improvement Reserve Fund
Neighborhood Park Improvement Reserve Fund
Neighborhood Park Improvement Reserve Fund
Neighborhood Park Improvement Reserve Fund
General Fund
General Fund
General Fund
General Fund
General Fund
General Fund
Various
Community Development Block Grant Fund (CDBG)
General Fund
General Fund
General Fund
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
30,000
-
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
170,000
50,000
180,000
110,000
50,000
215,000
112,200
220,000
150,000
-
150,000
300,000
4,680,000
138,669
350,000
125,000
30,000
25,000
210,000
-
Baker Ranch Park Turf Replacement -
-
-
Barker Ranch Dog Park Synthetic Turf Replacement
Park Shelter Rehabilitation Project - Rimgate Park
Citywide Park Restroom Painting and Renovations Project Sports Park Parking Lot Slurry Seal
Trabuco Asphalt Trail Rehabilitation Project
Street Resurfacing and Slurry Seal Projects
CDBG - ADA Ramps Phase 15-17
Trabuco Road Ascension Cemetery left-turn holding pocket El Toro Road Bus Shelter Renovations
Non Functional Turf Removal Study and Replacement
Arterial Wall Enhancements in Southwest Lake Forest
Ridge Route Median Improvement Projects
Bridge Inspection Repairs
150,000
-
Parks -
Streets
Streets
Streets
Streets
Streets
Streets
Streets
Streets
Streets
Traffic
Traffic
Traffic
6,360,000
-
-
-
70,000
General Fund 100,000
General Fund
Infrastructure Reserve Fund
General Fund
Community Development Block Grant Fund (CDBG)
General Fund
-
-
Arterial Median Improvement Project
Audible Pedestrian Signals
Protective Permissive Left Turn Project
Bake Parkway and Rockfield Traffic Signal Synchronization Program 200,000
-
425,000
-
$
$
$
180,000
-
General Fund 370,000
T04 25T04 Traffic Irvine Blvd-Trabuco Road Traffic Signal Synchronization Program South Coast Air Quality Management District Fund (SCAQMD)
$ - $ 45,000
T05
T06
T07
24T05
24T06
24T07
Traffic
Traffic
Traffic
Southbound Rancho Parkway Widening at Lake Forest
Widening of Southbound Jeronimo at Lake Forest Drive
Widening of Westbound Los Alisos to Add a Dedicated Right-turn Lane at Lake Forest Traffic Mitigation Fund (LFTM) Rockfield Blvd.
Lake Forest Traffic Mitigation Fund (LFTM)
Lake Forest Traffic Mitigation Fund (LFTM)
$
$
$
224,000
116,100
667,700
T08
T09
24T08
24T09
Traffic
Traffic
Second left-turn Lanes in All Directions at the Intersection of Los Alisos and Muirlands
Meadows Traffic Improvements: Bake / Toledo
Foothill Circulation Phasing Plan Capital Projects Fund (FCPP)
Meadows Traffic Improvement Program Fund (MTIP)
$
$
1,525,000
2,122,900
12,306,569 9,665,000
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Two-Year Capital Improvement Plan - Funding Sources
Fiscal Year of Funding
FY 2023-24 FY 2024-25
9,665,000
Funding Needs:
Capital Project Expenditures $ 12,306,569 $
Funding Sources:
General Fund $
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
2,517,200 $
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
2,130,000
280,820
950,000
Infrastructure Reserve Fund
Neighborhood Park Improvement Reserve Fund
Gas Tax Fund (HUTA)
Gas Tax Road Maintenance and Rehabilitation Account Fund (RMRA SB1) Measure M2 Local Fairshare
South Coast Air Quality Management District Fund (SCAQMD) Community Development Block Grant Fund (CDBG)
Park Development Capital Projects Fund
Opportunity Study Area Capital Projects Fund
Lake Forest Traffic Mitigation Fund (LFTM)
Foothill Circulation Phasing Plan Capital Projects Fund (FCPP) M2 CTFP Competitive Grant Funds
-
315,000
- -
1,011,053
3,668,947
4,116,500
1,962,680
45,000
180,000
-
138,669
-
-
-
-
-
-
-
-
-
-
-
1,007,800
1,525,000
-
Meadows Traffic Improvement Program Fund (MTIP)
Park Development Fund - (Prop 68 Grant Funding)
Lake Forest Traffic Mitigation Fund (NITM Reimbursement Irvine) Unfunded
2,122,900
-
-
-
TOTAL 12,306,569 9,665,000
Goal Priority Area Strategy
A. Our Livable
City is well
planned,
attractive, and
safe.
a) Prioritize Initiatives to reduce traffic congestion, improve mobility and manage on-street parking. 1. Well Planned: Purposeful direction in land use and transportation plan a) Enhance the City’s overall visual character, maintain
2. Attractive: Investment and maintenance in public facilities, infrastructur City assets and proactively reinvest in southwest Lake Forest.
2. Attractive: Investment and maintenance in public facilities, infrastructure, and natural resources that enhance the visual character of the City and supports quality neighborhoods
b) Consistently invest in the City's park system.
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2025-2030 Proposed Capital Improvement Plan - Expenditures Fiscal Year of Funding
FY 2027-28
Project Class and Public Works
Project #
25E01
24P01
25P02
25P03
24P04
24P05
25P06
Category Description Funding Source FY 2025-26 FY 2026-27 FY 2028-29 FY 2029-30 Number E01
P01
P02
P03
P04
P05
P06
Environmental Aliso Creek Drainage Repairs General Fund $ $
300,000
Parks
Parks
Parks
Parks
Parks
Parks
Lake Forest Sports Park Renovations
Lake Forest Sports Park Existing Synthetic Field Replacement Etnies Skate Park Improvement Project
Foothill Ranch Box Lacrosse Installation Project
Pickleball Analysis and Court Installation Project
Neighborhood Park Renovations - Nature Park and Lake Forest Park Neighborhood Park Improvement Reserve Fund Neighborhood Park Improvement Reserve Fund
General Fund
Neighborhood Park Improvement Reserve Fund
General Fund
1,100,000
General Fund $
$
85,000
500,000
P07
P08
P09
P10
24P07
25P08
24P09
24P10
Parks
Parks
Parks
Parks
Neighborhood Park Renovations - Vintage Park
Neighborhood Park Renovations - Cavanaugh Park
Neighborhood Park Renovations - Peachwood Park
Heroes Park Sports Field Renovations
Neighborhood Park Improvement Reserve Fund
Neighborhood Park Improvement Reserve Fund
Neighborhood Park Improvement Reserve Fund
$ 300,000
Neighborhood Park Improvement Reserve Fund
P11 24P11 Parks Baker Ranch Park Turf Replacement General Fund P12 General Fund
P13
24P12
24P13
Parks
Parks
Barker Ranch Dog Park Synthetic Turf Replacement
Park Shelter Rehabilitation Project - Rimgate Park General Fund P14
P15
P16
S01
S01
S01
25P14
24P15
24P16
24S01
24S01
24S01
Parks
Parks
Parks
Streets
Streets
Streets
Citywide Park Restroom Painting and Renovations Project Sports Park Parking Lot Slurry Seal
Trabuco Asphalt Trail Rehabilitation Project
Street Resurfacing and Slurry Seal Projects
Street Resurfacing and Slurry Seal Projects
Street Resurfacing and Slurry Seal Projects
General Fund
General Fund
General Fund
Various
Measure M2 Local Fairshare
Gas Tax Road Maintenance and Rehabilitation Account
Fund (RMRA SB1)
$
$
1,900,000
2,100,000
$
$
1,900,000
2,100,000
$
$
1,900,000
2,100,000
$
$
1,900,000
2,100,000
$
$
1,900,000
2,100,000
S01
S02
S03
S04
S05
S06
S07
S08
S09
T01
T02
T03
24S01
24S02
24S03
24S04
24S05
24S06
24S07
26S08
24S09
25T01
24T02
25T03
Streets
Streets
Streets
Streets
Streets
Streets
Streets
Streets
Streets
Traffic
Traffic
Traffic
Street Resurfacing and Slurry Seal Projects
CDBG - ADA Ramps Phase 15-17
Trabuco Road Ascension Cemetery left-turn holding pocket El Toro Road Bus Shelter Renovations
Non Functional Turf Removal Study and Replacement
Arterial Wall Enhancements in Southwest Lake Forest
Ridge Route Median Improvement Projects
Bridge Inspection Repairs
Arterial Median Improvement Project
Audible Pedestrian Signals
Protective Permissive Left Turn Project
Bake Parkway and Rockfield Traffic Signal Synchronization Program Infrastructure Reserve Fund
Community Development Block Grant Fund (CDBG)
General Fund
General Fund
General Fund
General Fund
General Fund
General Fund
General Fund
$ 175,000 $ 175,000
$
$
200,000
425,000
$
$
200,000
180,000
$ 200,000 $ 200,000 $ 200,000
Community Development Block Grant Fund (CDBG)
General Fund
General Fund
T04 25T04 Traffic Irvine Blvd-Trabuco Road Traffic Signal Synchronization Program South Coast Air Quality Management District Fund (SCAQMD)
T05
T06
T07
T08
24T05
24T06
24T07
24T08
Traffic
Traffic
Traffic
Traffic
Southbound Rancho Parkway Widening at Lake Forest
Widening of Southbound Jeronimo at Lake Forest Drive
Lake Forest Traffic Mitigation Fund (LFTM)
Lake Forest Traffic Mitigation Fund (LFTM)
Lake Forest Traffic Mitigation Fund (LFTM)
Foothill Circulation Phasing Plan Capital Projects Fund (FCPP)
Widening of Westbound Los Alisos to Add a Dedicated Right-turn Second left-turn Lanes in All Directions at the Intersection of Los Alisos and Muirlands
T09 24T09 Traffic Meadows Traffic Improvements: Bake / Toledo Meadows Traffic Improvement Program Fund (MTIP) 7,085,000 4,380,000 4,375,000 4,200,000 4,200,000
Item: 15
768
2025-2030 Proposed Capital Improvement Plan - Funding Sources Fiscal Year of Funding
FY 2025-26 FY 2026-27 FY 2027-28
4,380,000
FY 2028-29
4,200,000
FY 2029-30
4,200,000
Funding Needs:
Capital Project Expenditures $ 7,085,000 $ $ 4,375,000 $ $ 41356000
Funding Sources:
General Fund
Infrastructure Reserve Fund
Neighborhood Park Improvement Reserve Fund
Gas Tax Fund (HUTA)
Gas Tax Road Maintenance and Rehabilitation Account Fund (RMRA SB1) Measure M2 Local Fairshare
South Coast Air Quality Management District Fund (SCAQMD) Community Development Block Grant Fund (CDBG)
Park Development Capital Projects Fund
Opportunity Study Area Capital Projects Fund
Lake Forest Traffic Mitigation Fund (LFTM)
Foothill Circulation Phasing Plan Capital Projects Fund (FCPP) M2 CTFP Competitive Grant Funds
Meadows Traffic Improvement Program Fund (MTIP)
Park Development Fund - (Prop 68 Grant Funding)
Lake Forest Traffic Mitigation Fund (NITM Reimbursement Irvine) Unfunded
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
1,010,000 $
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
200,000 $
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
200,000 $
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
200,000 $
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
200,000
- -
-
-
-
-
-
-
-
-
-
-
-
1,900,000
-
2,100,000
1,900,000
2,100,000
1,900,000
2,100,000
1,900,000
2,100,000
1,900,000
2,100,000
1,900,000
- - - -
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
175,000 180,000 175,000
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
TOTAL 7,085,000 4,380,000 4,375,000 4,200,000 4,200,000
Item: 15
769
PROJECT NUMBER:
PROJECT NAME:
RESPONSIBLE DEPARTMENT:
CATEGORY:
25E01
Aliso Creek Drainage Repairs
Public Works (Engineering)
Environmental
PURPOSE:
Strategic Plan Initiative:
Strategic Plan Goal:
Strategic Plan Priority Area:
N/A
A. Our Livable City is well planned, attractive, and safe.
2. Attractive: Investment and maintenance in public facilities, infrastructure, and natural resources that enhance the visual character of the City and supports quality neighborhoods
Strategic Plan Strategy: a) Proactively enhance the visual character of the City and plan for maintenance of all City assets.
Project Locations
PROJECT DESCRIPTION:
Drainage repairs at various locations along Aliso Creek. The first location is a storm drain pipe on the southside of El Toro Road opposite Northcrest flowing into Aliso Creek. The second location is slope repairs along the Aliso Creek access road east of Trabuco Rd.
ESTIMATED ANNUAL COST IMPACT OF PROJECT ON CITY OPERATING BUDGET:
This project would provide preventative maintenance and/or rehabilitation, which would reduce annual maintenance costs for erosion control.
Item: 15
770
NO PRIOR YEAR FUNDING
CURRENT AND FUTURE FUNDING
PROJECT
ESTIMATE
FY
2023/24
FY
2024/25
FY
2025/26
FY
2026/27
FY
2027/28
Acquisition R/W
Pre-Design
Design $ 30,000
Const. Support
Construction
Miscellaneous
Contingency
Total Estimate
$
$
15,000
270,000
$ 15,000
$ - $ 30,000 $ 300,000 $
$
-
-
$
$
-
-
FY FY
2024/25
30,000
FY
2025/26
FY
2026/27
FY
2027/28 Funding Source 2023/24
General Fund $ - $ $ 300,000
Total Revenue $ - $ 30,000 $ 300,000
PROJECT
ESTIMATE
FY
2028/29
FY
2029/30 TOTAL
Acquisition R/W
Pre-Design
$
$
-
-
Design $
$
$
$
$
$
30,000
15,000
270,000
-
15,000
330,000
Const. Support
Construction
Miscellaneous
Contingency
Total Estimate $
$
- $
$
-
FY FY Funding Source TOTAL 2028/29 2029/30
General Fund $
$
$
$
330,000
-
-
Total Revenue - - 330,000
Item: 15
771
PROJECT NUMBER:
PROJECT NAME:
RESPONSIBLE DEPARTMENT:
CATEGORY:
24P01
Lake Forest Sports Park Renovations
Engineering
Facilities Improvements
PURPOSE:
Strategic Plan Initiative:
Strategic Plan Goal:
Strategic Plan Priority Area:
SP#19
A. Our Livable City is well planned, attractive, and safe.
2. Attractive: Investment and maintenance in public facilities, infrastructure, and natural resources that enhance the visual character of the City and supports quality neighborhoods
Strategic Plan Strategy: b) Consistently invest in the City's park system.
Project Location
PROJECT DESCRIPTION:
This project would renovate the Lake Forest Sports Recreation Center, including the indoor restrooms, front desk/staff office space, and meeting rooms. In addition, the project would renovate and upgrade the outdoor areas of the Lake Forest Sports Park, including adding storage containers near the synthetic turf fields, adding additional parking lot cameras, and upgrading the plumbing at the outdoor restrooms as well as installing a commercial intercom system throughout the park with speakers at each Clubhouse, Playground and the Main Building. The facility is very heavily used and it is time for several upgrades/updates to maintain the park as the premier sports park in Orange County and a gem for the Lake Forest community.
ESTIMATED ANNUAL COST IMPACT OF PROJECT ON CITY OPERATING BUDGET:
This project would improve conditions of hallways and meeting rooms. Improvements to the outdoor restrooms would reduce maintenance issues currently occurring. The improvements would require less initial maintenance related to repairs and painting.
Item: 15
772
NO PRIOR YEAR FUNDING
CURRENT AND FUTURE FUNDING
PROJECT
ESTIMATE
FY
2023/24
FY
2024/25
FY
2025/26
FY
2026/27
FY
2027/28
Acquisition R/W
Pre-Design
Design
$
$
10,000
10,000
Const. Support
Construction
Miscellaneous
Contingency
Total Estimate
$
$
$
$
240,000
25,000
15,000
$ 20,000 280,000 $ - $ - $ -
FY
2023/24
FY
2024/25
FY
2025/26
FY
2026/27
FY
2027/28 Funding Source
Neighborhood Park
Improvement
Reserve Fund $ 20,000 $ 280,000
Total Revenue $ 20,000 $ 280,000
FY
$ - $ - $ -
PROJECT
ESTIMATE
FY
2028/29 TOTAL 2029/30
Acquisition R/W
Pre-Design
Design
Const. Support
Construction
Miscellaneous
Contingency
Total Estimate
$
$
$
-
10,000
10,000
-
240,000
25,000
15,000
300,000
$
$
$
$
$ - $ - $
FY
2028/29
FY
2029/30 Funding Source TOTAL
Neighborhood Park
Improvement $ 300,000
Reserve Fund
$
$
-
-
Total Revenue $ - $ - $ 300,000
Item: 15
773
PROJECT NUMBER:
PROJECT NAME:
25P02
Lake Forest Sports Park Existing Synthetic Field Replacement Public Works (Maintenance)
Parks & Recreation Improvements
RESPONSIBLE DEPARTMENT:
CATEGORY:
PURPOSE:
Strategic Plan Initiative:
Strategic Plan Goal:
Strategic Plan Priority Area:
SP#18
A. Our Livable City is well planned, attractive, and safe.
2. Attractive: Investment and maintenance in public facilities, infrastructure, and natural resources that enhance the visual character of the City and supports quality neighborhoods
Strategic Plan Strategy: b) Consistently invest in the City's park system.
Project Locations
PROJECT DESCRIPTION:
This project provides replacement of synthentic artifical turf on Fields A and B at the Lake Forest Sports Complex. The existing turf fields were installed during the original construction of the park and have ended their expected useful life of 8 years. The City was able to optimize the existing turf for 10 years.
ESTIMATED ANNUAL COST IMPACT OF PROJECT ON CITY OPERATING BUDGET:
This project would replace the the existing synthetic artifical turf. The City would require annual maintenance of the fields to observe tears covered by the warraty period. Initial maintenance can be performed under the existing landscape maintenance contract.
Item: 15
774
NO PRIOR YEAR FUNDING
CURRENT AND FUTURE FUNDING
PROJECT
ESTIMATE
FY
2023/24
FY
2024/25
FY
2025/26
FY
2026/27
FY
2027/28
Acquisition R/W
Pre-Design
Design
Const. Support
Construction
Miscellaneous
Contingency
Total Estimate
$ 1,000,000
$ 100,000
$
$
- $ 1,100,000 $
$
- $
$
-
-
$
$
-
-
FY FY
2024/25
FY FY
2026/27
FY
2027/28 Funding Source 2023/24 2025/26
General Fund $ 1,100,000
Total Revenue - $ 1,100,000 -
PROJECT
ESTIMATE
FY
2028/29
FY
2029/30
TOTAL
Acquisition R/W
Pre-Design
Design
Const. Support
Construction
Miscellaneous
Contingency
Total Estimate
$ -
-
-
-
$
$
$
$ 1,000,000
$
$
$ 1,100,000
TOTAL
-
100,000
$
$
- $
$
-
FY FY
2029/30 Funding Source 2028/29
General Fund $ 1,100,000
$
$
-
-
Total Revenue - - $ 1,100,000
Item: 15
775
PROJECT NUMBER:
PROJECT NAME:
24P03
Etnies Skate Park Improvement Project
RESPONSIBLE DEPARTMENT:
CATEGORY:
Community Services (Outreach) / Public Works (Design & Construction) Facilities Improvements
PURPOSE:
Strategic Plan Initiative:
Strategic Plan Goal:
Strategic Plan Priority Area:
SP#19
A. Our Livable City is well planned, attractive, and safe.
2. Attractive: Investment and maintenance in public facilities, infrastructure, and natural resources that enhance the visual character of the City and supports quality neighborhoods
Strategic Plan Strategy: b) Consistently invest in the City's park system.
Project Location
PROJECT DESCRIPTION:
The Etnies Skatepark Renovation Project will renovate the existing main building, the skateable areas, and landscaping around the park. The building improvements would include renovating the back office, build out of the pro shop/snack bar, installation of a HVAC unit, adding a small kitchen/break room area, and IT infrastructure improvements. Exterior improvements would include concrete repairs, additional shade structures, resurfacing/remodel of the skateable terrain, as well as upgrading existing lights to LED. The existing turf viewing areas at the east side of the park will be improved to accomodate more viewing areas, interaction with families and guests, and special events. In addition, the project would look at the feasibility of installing a pump track in the area between Etnies and the SR-241 Toll road.
ESTIMATED ANNUAL COST IMPACT OF PROJECT ON CITY OPERATING BUDGET:
This project would provide preventive maintenance and/or rehabilitation, which would reduce annual maintenance costs.
The project will also upgrade features to reduce injures and align with current skating designs.
Item: 15
776
NO PRIOR YEAR FUNDING
CURRENT AND FUTURE FUNDING
PROJECT
ESTIMATE
FY
2023/24
FY
2024/25
FY
2025/26
FY
2026/27
FY
2027/28
Acquisition R/W
Pre-Design
Design $ 100,000
Const. Support
Construction
Miscellaneous
Contingency
Total Estimate
$
$
$
100,000
900,000
100,000
$ - $ 100,000 $ 1,100,000 $ - $ -
FY
2023/24
FY
2024/25
FY
2025/26
FY
2026/27
FY
2027/28 Funding Source
Neighborhood Park
Improvement
Reserve Fund $ - $ 100,000
Total Revenue $ - $ 100,000
FY
$ - $ - $ -
PROJECT
ESTIMATE
FY TOTAL 2028/29 2029/30
Acquisition R/W
Pre-Design
Design
Const. Support
Construction
Miscellaneous
Contingency
Total Estimate
$
$
$
$
$
$
$
-
-
100,000
100,000
900,000
100,000
-
$ - $ - $ 1,200,000
FY
2028/29
FY
2029/30 Funding Source TOTAL
Neighborhood Park
Improvement $ 100,000
Reserve Fund
$
$
-
-
Total Revenue $ - $ - $ 100,000
Item: 15
777
PROJECT NUMBER:
PROJECT NUMBER/NAME:
RESPONSIBLE DEPARTMENT:
CATEGORY:
24P04
Foothill Ranch Box Lacrosse Installation Project
Public Works (Maintenance)
Park Improvements
PURPOSE:
Strategic Plan Initiative:
Strategic Plan Goal:
Strategic Plan Priority Area:
SP#62
A. Our Livable City is well planned, attractive, and safe.
2. Attractive: Investment and maintenance in public facilities, infrastructure, and natural resources that enhance the visual character of the City and supports quality neighborhoods
Strategic Plan Strategy: a) Enhance the City’s overall visual character, maintain City assets and proactively reinvest in southwest Lake Forest.
Project Location
PROJECT DESCRIPTION:
This project provides for a new Box Lacrosse Rink in the same location as the no longer functional roller hockey rink.
One roller hockey rink will remain. The vacant location will allow for a new sporting activity for residents. Community Services staff surveyed the neighboring residents to determine Lacrosse was something of interest to the community.
ESTIMATED ANNUAL COST IMPACT OF PROJECT ON CITY OPERATING BUDGET:
This project would build a new recreational area for Lacrosse. Routine maintenance for repairs of the rink may be necessary.
Item: 15
778
NO PRIOR YEAR FUNDING
CURRENT AND FUTURE FUNDING
PROJECT
ESTIMATE
FY
2023/24
FY
2024/25
FY
2025/26
FY
2026/27
FY
2027/28
Acquisition R/W
Pre-Design
Design $
$
$
$
$
$
100,000
Const. Support
Construction
Miscellaneous
Contingency
Total Estimate
-
-
-
-
$ 150,000
$ 25,000
100,000 $ 175,000 $
$
- $
$
-
-
$
$
-
-
FY
2023/24
FY
2024/25
FY FY
2026/27
FY
2027/28 Funding Source 2025/26
General Fund $ 100,000 $ 175,000
Total Revenue $ 100,000
FY
$ 175,000
FY
-
PROJECT
ESTIMATE TOTAL 2028/29 2029/30
Acquisition R/W
Pre-Design
$
$
-
-
Design $
$
$
$
$
$
100,000
-
150,000
-
25,000
275,000
Const. Support
Construction
Miscellaneous
Contingency
Total Estimate $ - $ -
FY
2028/29
FY
2029/30 Funding Source TOTAL
$ 275,000 General Fund
$
$
-
-
Total Revenue $ - $ - $ 275,000
Item: 15
779
PROJECT NUMBER:
PROJECT NAME:
24P05
Pickleball Analysis and Court Installation Project
Community Services (Outreach) / Public Works (Design & Construction) Park Improvements
RESPONSIBLE DEPARTMENT:
CATEGORY:
PURPOSE:
Strategic Plan Initiative:
Strategic Plan Goal:
Strategic Plan Priority Area:
A. Our Livable City is well planned, attractive, and safe.
2. Attractive: Investment and maintenance in public facilities, infrastructure, and natural resources that enhance the visual character of the City and supports quality neighborhoods
Strategic Plan Strategy: b) Consistently invest in the City's park system.
PROJECT DESCRIPTION:
This project provides an analysis of City parks and the viability to provide pickleball courts. The first phase will consist of the installation of a pickleball court at El Toro Park. In addition, the first phase would include a study and public outreach to determine addtional appropriate locations for pickleball. The second phase provides funding for the additional pickleball court installations.
ESTIMATED ANNUAL COST IMPACT OF PROJECT ON CITY OPERATING BUDGET:
This project would provide resident comments and design options for pickleball. Annual costs would be minimal, except for resurfacing projects every 3 to 6 years.
Item: 15
780
NO PRIOR YEAR FUNDING
CURRENT AND FUTURE FUNDING
PROJECT
ESTIMATE
FY
2023/24
FY
2024/25
FY
2025/26
FY
2026/27
FY
2027/28
Acquisition R/W
Pre-Design
Design
Const. Support
Construction
Miscellaneous
Contingency
Total Estimate
$
$
$
$
-
15,000
5,000
100,000
$
$
$
15,000
5,000
100,000
$
$
$
10,000
5,000
70,000
$ 15,000
$ 120,000
FY
$ 135,000 $ 85,000 $
$
-
-
$
$
-
-
FY
2024/25
FY
2025/26
85,000
FY
2026/27
FY
2027/28 Funding Source 2023/24
General Fund $ 120,000 $ 135,000 $
Total Revenue $ 120,000
FY
$ 135,000
FY
$ 85,000
TOTAL PROJECT
ESTIMATE 2028/29 2029/30
Acquisition R/W
Pre-Design
$
$
-
-
Design $
$
$
$
$
$
40,000
15,000
270,000
-
15,000
340,000
Const. Support
Construction
Miscellaneous
Contingency
Total Estimate $
$
- $
$
-
FY
2028/29
FY
2029/30 Funding Source TOTAL
General Fund $ 340,000
$
$
$
-
-
Total Revenue - - 340,000
Item: 15
781
PROJECT NUMBER:
PROJECT NAME:
25P06
Neighborhood Park Renovations - Nature Park and Lake Forest Park RESPONSIBLE DEPARTMENT:
CATEGORY:
Community Services (Outreach) / Public Works (Design & Construction) Park & Recreation Improvements
PURPOSE:
Strategic Plan Initiative:
Strategic Plan Goal:
Strategic Plan Priority Area:
SP#19
A. Our Livable City is well planned, attractive, and safe.
2. Attractive: Investment and maintenance in public facilities, infrastructure, and natural resources that enhance the visual character of the City and supports quality neighborhoods
Strategic Plan Strategy: b) Consistently invest in the City's park system.
Project
Locations
PROJECT DESCRIPTION:
This project will begin the process for renovations to both Lake Forest Park and Nature Park. This project would renovate the two existing parks, enhancing the visual character of the City's park system. This phase will include Community Services conducting an RFP process for design services, public outreach to the surrounding community, and the completion of a preliminary design for both parks. After the preliminary design is approved by Council, Public Works would coordinate with the consulant on the preparation of final design documents and assist in the bid process once the project moves into the construction phase.
ESTIMATED ANNUAL COST IMPACT OF PROJECT ON CITY OPERATING BUDGET:
This project would provide preventive maintenance and/or rehabilitation, which would reduce annual maintenance costs over the life of the assets.
Item: 15
782
NO PRIOR YEAR FUNDING
CURRENT AND FUTURE FUNDING
PROJECT
ESTIMATE
FY
2023/24
FY
2024/25
FY
2025/26
FY
2026/27
FY
2027/28
Acquisition R/W
Pre-Design
Design $ 60,000 $
$
$
20,000
40,000
400,000
Const. Support
Construction
Miscellaneous
Contingency
Total Estimate
$ 40,000
$ - $ 60,000 $ 500,000 $ - $ -
FY
2023/24
FY
2024/25
FY
2025/26
FY
2026/27
FY
2027/28 Funding Source
Neighborhood Park
Improvement
Reserve Fund $ - $ 60,000 $ 500,000
Total Revenue $ - $ 60,000 $ 500,000
TOTAL
$ - $ -
PROJECT
ESTIMATE
FY FY
2028/29 2029/30
Acquisition R/W
Pre-Design
Design
Const. Support
Construction
Miscellaneous
Contingency
Total Estimate
$
$
$
$
$
$
$
-
-
80,000
40,000
400,000
-
40,000
$ - $ - $ 560,000
FY
2028/29
FY
2029/30 Funding Source TOTAL
Neighborhood Park
Improvement $ 560,000
Reserve Fund
$
$
-
-
Total Revenue $ - $ - $ 560,000
Item: 15
783
PROJECT NUMBER:
PROJECT NAME:
24P07
Neighborhood Park Renovations - Vintage Park
Public Works (Engineering)
Park Improvements
RESPONSIBLE DEPARTMENT:
CATEGORY:
PURPOSE:
Strategic Plan Initiative:
Strategic Plan Goal:
Strategic Plan Priority Area:
A. Our Livable City is well planned, attractive, and safe.
2. Attractive: Investment and maintenance in public facilities, infrastructure, and natural resources that enhance the visual character of the City and supports quality neighborhoods
Strategic Plan Strategy: b) Consistently invest in the City's park system.
Project Location
PROJECT DESCRIPTION:
This project would continue renovations at Vintage Park Park replacing the existing wood retaining walls along the slope & perform outreach regarding the decomposed granite walking path and additional lighting at the park.
ESTIMATED ANNUAL COST IMPACT OF PROJECT ON CITY OPERATING BUDGET:
This project would provide preventive maintenance and/or rehabilitation, which would reduce annual maintenance costs over the life of the assets.
Item: 15
784
NO PRIOR YEAR FUNDING
CURRENT AND FUTURE FUNDING
PROJECT
ESTIMATE
FY
2023/24
FY
2024/25
FY
2025/26
FY
2026/27
FY
2027/28
Acquisition R/W
Pre-Design
Design $ 30,000 $
$
$
5,000
10,000
145,000
Const. Support
Construction
Miscellaneous
Contingency
Total Estimate
$ 10,000
$ 30,000 $ 170,000 $ - $ - $ -
FY
2023/24
FY
2024/25
FY
2025/26
FY
2026/27
FY
2027/28 Funding Source
Neighborhood Park
Improvement
Reserve Fund $ 30,000 $ 170,000
Total Revenue $ 30,000 $ 170,000
FY
$ - $ - $ -
PROJECT
ESTIMATE
FY
2028/29
TOTAL
2029/30
Acquisition R/W
Pre-Design
$
$
-
-
Design $
$
$
$
$
$
35,000
10,000
145,000
-
10,000
200,000
Const. Support
Construction
Miscellaneous
Contingency
Total Estimate $ - $ -
FY
2028/29
FY
2029/30
TOTAL Funding Source
Neighborhood Park
Improvement $ 200,000
Reserve Fund
$ -
$ -
Total Revenue $ - $ - $ 200,000
Item: 15
785
PROJECT NUMBER:
PROJECT NAME:
25P08
Neighborhood Park Renovations - Cavanaugh Park
Community Services (Outreach) / Public Works (Design & Construction) Park & Recreation Improvements
RESPONSIBLE DEPARTMENT:
CATEGORY:
PURPOSE:
Strategic Plan Initiative:
Strategic Plan Goal:
Strategic Plan Priority Area:
SP#19
A. Our Livable City is well planned, attractive, and safe.
2. Attractive: Investment and maintenance in public facilities, infrastructure, and natural resources that enhance the visual character of the City and supports quality neighborhoods
Strategic Plan Strategy: b) Consistently invest in the City's park system.
Project
Location
PROJECT DESCRIPTION:
This project will begin the process for renovations to Cavanaugh Park. This phase will include Community Services conducting an RFP process for design services, public outreach to the surrounding community, and the completion of a preliminary design for the park. After the preliminary design is approved by Council, Public Works would coordinate with the consulant on the preparation of final design documents and assist in the bid process once the project moves into the construction phase.
ESTIMATED ANNUAL COST IMPACT OF PROJECT ON CITY OPERATING BUDGET:
This project would provide preventive maintenance and/or rehabilitation, which would reduce annual maintenance costs over the life of the assets.
Item: 15
786
NO PRIOR YEAR FUNDING
CURRENT AND FUTURE FUNDING
PROJECT
ESTIMATE
FY
2023/24
FY
2024/25
FY
2025/26
FY
2026/27
FY
2027/28
Acquisition R/W
Pre-Design
Design $ 50,000
Const. Support
Construction
Miscellaneous
Contingency
Total Estimate
$
$
25,000
250,000
$ 25,000
$ - $ 50,000 $ 300,000 $ - $ -
FY
2023/24
FY
2024/25
FY
2025/26
FY
2026/27
FY
2027/28 Funding Source
Neighborhood Park
Improvement
Reserve Fund $ - $ 50,000 $ 300,000
Total Revenue $ - $ 50,000 $ 300,000 $ - $ -
PROJECT
ESTIMATE
FY
2028/29
FY
2029/30 TOTAL
Acquisition R/W
Pre-Design
$
$
-
-
Design $
$
$
$
$
$
50,000
25,000
250,000
-
25,000
350,000
Const. Support
Construction
Miscellaneous
Contingency
Total Estimate $ - $ -
FY
2028/29
FY
2029/30 Funding Source TOTAL
Neighborhood Park
Improvement $ 350,000
Reserve Fund
$
$
-
-
Total Revenue $ - $ - $ 350,000
Item: 15
787
PROJECT NUMBER:
PROJECT NAME:
24P09
Neighborhood Park Renovations - Peachwood Park
Community Services (Outreach) / Public Works (Design & Construction) Park & Recreation Improvements
RESPONSIBLE DEPARTMENT:
CATEGORY:
PURPOSE:
Strategic Plan Initiative:
Strategic Plan Goal:
Strategic Plan Priority Area:
SP#19
A. Our Livable City is well planned, attractive, and safe.
2. Attractive: Investment and maintenance in public facilities, infrastructure, and natural resources that enhance the visual character of the City and supports quality neighborhoods
Strategic Plan Strategy: b) Consistently invest in the City's park system.
Project
Location
PROJECT DESCRIPTION:
This project would continue renovations at Peachwood Park. This phase will include Community Services conducting an RFP process for design services, public outreach to the surrounding community regarding improvements, and the completion of a preliminary design for the park. After the preliminary design is approved by Council, Public Works would coordinate with the consulant on the preparation of final design documents and assist in the bid process once the project moves into the construction phase.
ESTIMATED ANNUAL COST IMPACT OF PROJECT ON CITY OPERATING BUDGET:
This project would provide preventive maintenance and/or rehabilitation, which would reduce annual maintenance costs over the life of the assets.
Item: 15
788
NO PRIOR YEAR FUNDING
CURRENT AND FUTURE FUNDING
PROJECT
ESTIMATE
FY
2023/24
FY
2024/25
FY
2025/26
FY
2026/27
FY
2027/28
Acquisition R/W
Pre-Design
Design $ 50,000
Const. Support
Construction
Miscellaneous
Contingency
Total Estimate
$
$
15,000
150,000
$ 15,000
$ 50,000 $ 180,000 $ - $ - $ -
FY
2023/24
FY
2024/25
FY
2025/26
FY
2026/27
FY
2027/28 Funding Source
Neighborhood Park
Improvement
Reserve Fund $ 50,000 $ 180,000 $ -
Total Revenue $ 50,000 $ 180,000
FY
$ - $ - $ -
PROJECT
ESTIMATE
FY
2028/29 TOTAL 2029/30
Acquisition R/W
Pre-Design
$
$
-
-
Design $
$
$
$
$
$
50,000
15,000
150,000
-
15,000
230,000
Const. Support
Construction
Miscellaneous
Contingency
Total Estimate $ - $ -
FY
2028/29
FY
2029/30 Funding Source TOTAL
Neighborhood Park
Improvement $ 230,000
Reserve Fund
$
$
-
-
Total Revenue $ - $ - $ 230,000
Item: 15
789
PROJECT NUMBER:
PROJECT NAME:
RESPONSIBLE DEPARTMENT:
CATEGORY:
24P10
Heroes Park Sports Field Renovations
Public Works (Maintenance)
Park & Recreation Improvements
PURPOSE:
Strategic Plan Initiative:
Strategic Plan Goal:
Strategic Plan Priority Area:
SP#62
A. Our Livable City is well planned, attractive, and safe.
2. Attractive: Investment and maintenance in public facilities, infrastructure, and natural resources that enhance the visual character of the City and supports quality neighborhoods
Strategic Plan Strategy: a) Enhance the City’s overall visual character, maintain City assets and proactively reinvest in southwest Lake Forest.
Project
Location
PROJECT DESCRIPTION:
This project would perform renovations to the sports fields at Heroes park. Outfield fencing for fields 1 and 4 would be replaced along with the installation of a warning track and modifications to the existing irrigation system to accommodate the warning track. In addition, the pitching mounds would be laser leveled, and the infields leveled between the dirt and outfield grass.
ESTIMATED ANNUAL COST IMPACT OF PROJECT ON CITY OPERATING BUDGET:
The fencing may require annual repairs after each season of play.
Item: 15
790
NO PRIOR YEAR FUNDING
CURRENT AND FUTURE FUNDING
PROJECT
ESTIMATE
FY
2023/24
FY
2024/25
FY
2025/26
FY
2026/27
FY
2027/28
Acquisition R/W
Pre-Design
Design $
$
15,000 $
$
-
Const. Support
Construction
Miscellaneous
Contingency
Total Estimate
200,000 80,000
$ 30,000
$ 215,000
FY
$ 110,000 $ - $ - $ -
FY FY FY FY Funding Source 2023/24 2024/25 2025/26 2026/27 2027/28 Neighborhood Park
Improvement
Reserve Fund $ 215,000 $ 110,000
Total Revenue $ 215,000
FY
$ 110,000
FY
$ - $ - $ -
PROJECT
ESTIMATE TOTAL 2028/29 2029/30
Acquisition R/W
Pre-Design
$
$
-
-
Design $
$
$
$
$
$
15,000
-
280,000
-
30,000
325,000
Const. Support
Construction
Miscellaneous
Contingency
Total Estimate $ - $ -
FY
2028/29
FY
2029/30 Funding Source TOTAL
Neighborhood Park
Improvement $ 325,000
Reserve Fund
$
$
-
-
Total Revenue $ - $ - $ 325,000
Item: 15
791
PROJECT NUMBER:
PROJECT NAME:
RESPONSIBLE DEPARTMENT:
CATEGORY:
24P11
Baker Ranch Park Turf Replacement
Public Works (Maintenance)
Park Improvements
PURPOSE:
Strategic Plan Initiative:
Strategic Plan Goal:
Strategic Plan Priority Area:
SP#62
A. Our Livable City is well planned, attractive, and safe.
2. Attractive: Investment and maintenance in public facilities, infrastructure, and natural resources that enhance the visual character of the City and supports quality neighborhoods
Strategic Plan Strategy: b) Consistently invest in the City's park system.
Project
Location
Project
Location
PROJECT DESCRIPTION:
This project would replace the grass turf with synthetic turf between gazebos at Baker Ranch Community Park. The grass turf is used extensively and is difficult to maintain because of the significant usage. This project also replaces two sand areas with a 2" layer safety pad. The sand has become a maintenance issue due to it being spread among the neighboring brush and deposited inside the drinking fountains.
ESTIMATED ANNUAL COST IMPACT OF PROJECT ON CITY OPERATING BUDGET:
New synthetic turf will require less annual maintenance for repairs. Replacement of sand at Baker Ranch Community Park will reduce maintenance costs, as the drinking fountains would require fewer repairs and less time would be needed to remove the sand from the nearby vegetation. Annual impact to operating budget is minimal.
Item: 15
792
NO PRIOR YEAR FUNDING
CURRENT AND FUTURE FUNDING
PROJECT
ESTIMATE
FY
2023/24
FY
2024/25
FY
2025/26
FY
2026/27
FY
2027/28
Acquisition R/W
Pre-Design
Design
Const. Support
Construction
Miscellaneous
Contingency
Total Estimate
$ 102,000
$ 10,200
$ 112,200 $
$
- $
$
- $
$
-
-
$
$
-
-
FY
2023/24
FY FY FY
2026/27
FY
2027/28 Funding Source 2024/25 2025/26
General Fund $ 112,200
Total Revenue $ 112,200
FY
- -
PROJECT
ESTIMATE
FY TOTAL 2028/29 2029/30
Acquisition R/W
Pre-Design
Design
Const. Support
Construction
Miscellaneous
Contingency
Total Estimate
$ -
-
-
-
$
$
$
$
$
102,000
-
10,200
112,200
$
$ $
$
- $
$
-
FY
2028/29
FY Funding Source TOTAL 2029/30
General Fund $
$
$
$
112,200
-
-
Total Revenue - - 112,200
Item: 15
793
PROJECT NUMBER:
PROJECT NAME:
24P12
Barker Ranch Dog Park Synthetic Turf Replacement
Public Works (Maintenance)
Park Improvements
RESPONSIBLE DEPARTMENT:
CATEGORY:
PURPOSE:
Strategic Plan Initiative:
Strategic Plan Goal:
Strategic Plan Priority Area:
SP#62
A. Our Livable City is well planned, attractive, and safe.
2. Attractive: Investment and maintenance in public facilities, infrastructure, and natural resources that enhance the visual character of the City and supports quality neighborhoods
Strategic Plan Strategy: a) Enhance the City’s overall visual character, maintain City assets and proactively reinvest in southwest Lake Forest.
Project
Location
PROJECT DESCRIPTION:
This project replaces synthetic turf at Barker Ranch Dog Park. The turf is eight years old and is wearing out from extensive use.
ESTIMATED ANNUAL COST IMPACT OF PROJECT ON CITY OPERATING BUDGET:
This project would replace existing turf that has exhausted its useful life. New synthetic turf will require less annual maintenance for repairs.
Item: 15
794
NO PRIOR YEAR FUNDING
CURRENT AND FUTURE FUNDING
PROJECT
ESTIMATE
FY
2023/24
FY
2024/25
FY
2025/26
FY
2026/27
FY
2027/28
Acquisition R/W
Pre-Design
Design
Const. Support
Construction
Miscellaneous
Contingency
Total Estimate
$ 200,000
$ 20,000
$ 220,000 $
$
- $
$
- $
$
-
-
$
$
-
-
FY
2023/24
FY FY FY
2026/27
FY
2027/28 Funding Source 2024/25 2025/26
General Fund $ 220,000
Total Revenue $ 220,000
FY
- -
PROJECT
ESTIMATE
FY TOTAL 2028/29 2029/30
Acquisition R/W
Pre-Design
Design
Const. Support
Construction
Miscellaneous
Contingency
Total Estimate
$ -
-
-
-
$
$
$
$
$
200,000
-
20,000
220,000
$
$ $
$
- $
$
-
FY
2028/29
FY Funding Source TOTAL 2029/30
General Fund $ 220,000
$
$
$
-
-
Total Revenue - - 220,000
Item: 15
795
PROJECT NUMBER:
PROJECT NAME:
24P13
Park Shelter Rehabilitation Project - Rimgate Park
Public Works (Maintenance)
Park Improvements
RESPONSIBLE DEPARTMENT:
CATEGORY:
PURPOSE:
Strategic Plan Initiative:
Strategic Plan Goal:
Strategic Plan Priority Area:
SP#62
A. Our Livable City is well planned, attractive, and safe.
2. Attractive: Investment and maintenance in public facilities, infrastructure, and natural resources that enhance the visual character of the City and supports quality neighborhoods
Strategic Plan Strategy: a) Enhance the City’s overall visual character, maintain City assets and proactively reinvest in southwest Lake Forest.
Project
Location
Project
Location
PROJECT DESCRIPTION:
This project renovates the picnic shelter at Rimgate Park. The existing shelter has weathered and requires repairs beyond normal maintenance. The existing structure will remain the same and will not require complete removal.
ESTIMATED ANNUAL COST IMPACT OF PROJECT ON CITY OPERATING BUDGET:
This project would provide preventive maintenance and/or rehabilitation, which would reduce annual maintenance costs over the life of the shelter.
Item: 15
796
NO PRIOR YEAR FUNDING
CURRENT AND FUTURE FUNDING
PROJECT
ESTIMATE
FY
2023/24
FY
2024/25
FY
2025/26
FY
2026/27
FY
2027/28
Acquisition R/W
Pre-Design
Design
Const. Support
Construction
Miscellaneous
Contingency
Total Estimate
$
$
12,500
125,000
$ 12,500
$ 150,000 $
$
- $
$
- $
$
-
-
$
$
-
-
FY
2023/24
FY FY FY
2026/27
FY
2027/28 Funding Source 2024/25 2025/26
General Fund $ 150,000
Total Revenue $ 150,000
FY
- -
PROJECT
ESTIMATE
FY TOTAL 2028/29 2029/30
Acquisition R/W
Pre-Design
Design
$
$
$
-
-
-
Const. Support
Construction
Miscellaneous
Contingency
Total Estimate
$
$
$
$
$
12,500
125,000
-
12,500
$ 150,000
$
- $
$
-
FY
2028/29
FY Funding Source TOTAL 2029/30
General Fund $ 150,000
$
$
$
-
-
Total Revenue - - 150,000
Item: 15
797
PROJECT NUMBER:
PROJECT NAME:
RESPONSIBLE DEPARTMENT:
CATEGORY:
25P14
Citywide Park Restroom Painting and Renovations Project Public Works (Maintenance)
Park Improvements
PURPOSE:
Strategic Plan Initiative:
Strategic Plan Goal:
Strategic Plan Priority Area:
SP#62
A. Our Livable City is well planned, attractive, and safe.
2. Attractive: Investment and maintenance in public facilities, infrastructure, and natural resources that enhance the visual character of the City and supports quality neighborhoods
Strategic Plan Strategy: a) Enhance the City’s overall visual character, maintain City assets and proactively reinvest in southwest Lake Forest.
PROJECT DESCRIPTION:
This project improves the conditions of the neighborhood park restrooms. The restrooms are used extensively by park visitors and are routinely vandalized. Vandalism has had an affect on the fixtures, lighting, and walls of the restroom. This project will install stainless steel fixtures that reduce vandalism and are easily replaced. This project improves lighting conditions and repaints the walls with a anti-graffiti coating applied.
ESTIMATED ANNUAL COST IMPACT OF PROJECT ON CITY OPERATING BUDGET:
This project would improve park conditions and lower the cost of repairs. No additional cost for annual maintenance is necessary.
Item: 15
798
NO PRIOR YEAR FUNDING
CURRENT AND FUTURE FUNDING
PROJECT
ESTIMATE
FY
2023/24
FY
2024/25
FY
2025/26
FY
2026/27
FY
2027/28
Acquisition R/W
Pre-Design
Design
Const. Support
Construction
Miscellaneous
Contingency
Total Estimate
$ 150,000
$
$
- $ 150,000
FY
$
$
- $
$
-
-
$
$
-
-
FY FY FY
2026/27
FY
2027/28 Funding Source 2023/24 2024/25 2025/26
General Fund $ 150,000
Total Revenue - $ 150,000
FY
-
PROJECT
ESTIMATE
FY TOTAL 2028/29 2029/30
Acquisition R/W
Pre-Design
Design
Const. Support
Construction
Miscellaneous
Contingency
Total Estimate
$ -
-
-
-
$
$
$
$
$
$
150,000
-
-
$
$
- $
$
- $ 150,000
FY FY
2029/30 Funding Source TOTAL 2028/29
General Fund $ 150,000
$
$
$
-
-
Total Revenue - - 150,000
Item: 15
799
PROJECT NUMBER:
PROJECT NAME:
RESPONSIBLE DEPARTMENT:
CATEGORY:
24P15
Sports Park Parking Lot Slurry Seal
Public Works (Engineering)
Facilities Improvements
PURPOSE:
Strategic Plan Initiative:
Strategic Plan Goal:
Strategic Plan Priority Area:
A. Our Livable City is well planned, attractive, and safe.
2. Attractive: Investment and maintenance in public facilities, infrastructure, and natural resources that enhance the visual character of the City and supports quality neighborhoods
Strategic Plan Strategy: b) Consistently invest in the City's park system.
Project
Location
PROJECT DESCRIPTION:
This project would slurry seal the Sports Park Parking Lot (FY23/24) in conjunction with the Residential Slurry Seal Zone for the respective fiscal year.
ESTIMATED ANNUAL COST IMPACT OF PROJECT ON CITY OPERATING BUDGET:
This project would provide preventive maintenance and/or rehabilitation, which would reduce annual maintenance costs over the life of the pavement by an estimated average of 30% (Source: American Public Works Association). Recurring resurfacing also reduces risk management costs.
Item: 15
800
NO PRIOR YEAR FUNDING
CURRENT AND FUTURE FUNDING
PROJECT
ESTIMATE
FY
2023/24
FY
2024/25
FY
2025/26
FY
2026/27
FY
2027/28
Acquisition R/W
Pre-Design
Design
Const. Support
Construction
Miscellaneous
Contingency
Total Estimate
$ 150,000
$ 150,000
FY
$ - $ - $
$
-
-
$
$
-
-
FY FY FY
2026/27
FY
2027/28 Funding Source 2023/24 2024/25 2025/26
General Fund $ 150,000 $ - $ -
Total Revenue $ 150,000
FY
$ - $ -
PROJECT
ESTIMATE
FY TOTAL 2028/29 2029/30
Acquisition R/W
Pre-Design
Design
Const. Support
Construction
Miscellaneous
Contingency
Total Estimate
$ -
-
-
-
$
$
$
$
$
$
150,000
-
-
$
$
- $
$
- $ 150,000
FY
2028/29
FY Funding Source TOTAL 2029/30
General Fund $ 150,000
$
$
$
-
-
Total Revenue - - 150,000
Item: 15
801
PROJECT NUMBER:
PROJECT NAME:
24P16
Trabuco Asphalt Trail Rehabilitation Project
Public Works (Engineering)
Park Improvements
RESPONSIBLE DEPARTMENT:
CATEGORY:
PURPOSE:
Strategic Plan Initiative:
Strategic Plan Goal:
Strategic Plan Priority Area:
SP#62
A. Our Livable City is well planned, attractive, and safe.
2. Attractive: Investment and maintenance in public facilities, infrastructure, and natural resources that enhance the visual character of the City and supports quality neighborhoods
Strategic Plan Strategy: a) Enhance the City’s overall visual character, maintain City assets and proactively reinvest in southwest Lake Forest.
Project
Location
PROJECT DESCRIPTION:
This project would improves asphalt conditions along the Trabuco Trail. The trail repairs will occur on Trabuco between Bake and Peachwood. The trail is heavily used by residents and is in need of resurfacing.
ESTIMATED ANNUAL COST IMPACT OF PROJECT ON CITY OPERATING BUDGET:
This project would provide preventive maintenance and require no annual costs.
Item: 15
802
NO PRIOR YEAR FUNDING
CURRENT AND FUTURE FUNDING
PROJECT
ESTIMATE
FY
2023/24
FY
2024/25
FY
2025/26
FY
2026/27
FY
2027/28
Acquisition R/W
Pre-Design
Design
Const. Support
Construction
Miscellaneous
Contingency
Total Estimate
$
$
15,000
270,000
$ 15,000
$ 300,000 $
$
- $
$
- $
$
-
-
$
$
-
-
FY
2023/24
FY FY FY
2026/27
FY
2027/28 Funding Source 2024/25 2025/26
General Fund $ 300,000
Total Revenue $ 300,000
FY
- -
PROJECT
ESTIMATE
FY TOTAL 2028/29 2029/30
Acquisition R/W
Pre-Design
Design
$
$
$
-
-
-
Const. Support
Construction
Miscellaneous
Contingency
Total Estimate
$
$
$
$
$
15,000
270,000
-
15,000
$ 300,000
$
- $
$
-
FY
2028/29
FY Funding Source TOTAL 2029/30
General Fund $ 300,000
$
$
$
-
-
Total Revenue - - 300,000
Item: 15
803
PROJECT NUMBER:
PROJECT NAME:
RESPONSIBLE DEPARTMENT:
CATEGORY:
24S01 / 25S01
Street Resurfacing and Slurry Seal Projects
Public Works (Engineering)
Street Improvements
PURPOSE:
Strategic Plan Initiative:
Strategic Plan Goal:
Strategic Plan Priority Area:
SP#62
A. Our Livable City is well planned, attractive, and safe.
2. Attractive: Investment and maintenance in public facilities, infrastructure, and natural resources that enhance the visual character of the City and supports quality neighborhoods
Strategic Plan Strategy: a) Enhance the City’s overall visual character, maintain City assets and proactively reinvest in southwest Lake Forest.
Project Locations
PROJECT DESCRIPTION:
This project provides asphalt overlays on arterial roadways and slurry seals on collector and residential streets as determined by the Pavement Management System. The system is designed to avoid expensive deferred maintenance.
Conformance with the system makes the City eligible for Measure M funding. In FY 2023-24 residential streets in Zone D will be slurried. In FY 2024-25 residential streets in Zone E will be slurried. In FY 2023-24 Trabuco from Bake to Peachwood, and Lake Forest Drive from Lake Forest Drive to Portola Parkway will be resurfaced. In FY 2024-25 and Lake Forest Drive from Fernleaf to Serrano Road will be resurfaced. Maintaining a "Good" Pavement Condition Index, helps to sustain the quality of the pavement in the City and extend the useful life.
Item: 15
804
ESTIMATED ANNUAL COST IMPACT OF PROJECT ON CITY OPERATING BUDGET:
This project would provide preventive maintenance and/or rehabilitation, which would reduce annual maintenance costs over the life of the pavement by an estimated average of 30% (Source: American Public Works Association). Recurring resurfacing also reduces risk management costs.
NO PRIOR YEAR FUNDING
CURRENT AND FUTURE FUNDING
PROJECT
ESTIMATE
FY
2023/24
FY
2024/25
FY
2025/26
FY
2026/27
FY
2027/28
Acquisition R/W
Pre-Design
Design
Const. Support
Construction
Miscellaneous
Contingency
Total Estimate
$
$
335,000
3,950,000
$
$
750,000
5,100,000
$
$
400,000
3,300,000
$
$
400,000
3,300,000
$
$
400,000
3,300,000
$ 395,000 $ 510,000 $
$
300,000
4,000,000
$
$
300,000
4,000,000
$
$
300,000
$ 4,680,000 $ 6,360,000 4,000,000
FY
2023/24
FY
2024/25
FY
2025/26
FY
2026/27
FY
2027/28 Funding Source
Measue M2
Fairshare $ 3,668,947 $ 1,962,680
$ 1,011,053 $ 4,116,500
$
$
1,900,000
2,100,000
$
$
1,900,000
2,100,000
$
$
1,900,000
2,100,000
Gas Tax - Road
Maintenance Rehab
Account (SB1)
Gas Tax
City Road
Infrastructure Fund $ - $ 280,820 $ - $ - $ -
Total Revenue $ 4,680,000 $ 6,360,000 $ 4,000,000 $ 4,000,000 $ 4,000,000
PROJECT
ESTIMATE
FY
2028/29
FY
2029/30 TOTAL
Acquisition R/W
Pre-Design
Design
Const. Support
Construction
Miscellaneous
Contingency
Total Estimate
$ 400,000 $ 400,000 $
$
3,085,000
$ 3,300,000 $ 3,300,000 25,550,000
$ 300,000 $ 300,000 $
$
2,405,000
$ 4,000,000 $ 4,000,000 31,040,000
FY
2026/27
FY
2027/28 Funding Source TOTAL
Measue M2
Fairshare $ 1,900,000 $ 1,900,000
$ 2,100,000 $ 2,100,000
$
$
15,131,627
15,627,553
-
Maintenance Rehab
Account
Gas Tax
City Road
Infrastructure Fund $ - $ - $
$
280,820
Total Revenue $ 4,000,000 $ 4,000,000 31,040,000
Item: 15
805
PROJECT NUMBER:
PROJECT NUMBER/NAME:
RESPONSIBLE DEPARTMENT:
CATEGORY:
24S02
CDBG - ADA Ramps Phase 15-17
Public Works (Engineering)
Street Improvements
PURPOSE:
Strategic Plan Initiative:
Strategic Plan Goal:
Strategic Plan Priority Area:
N/A
A. Our Livable City is well planned, attractive, and safe.
1. Well Planned: Purposeful direction in land use and transportation planning.
Strategic Plan Strategy: a) Prioritize Initiatives to reduce traffic congestion, improve mobility and manage on-street parking.
PROJECT DESCRIPTION:
Phase 15 of this program would reconstruct existing sidewalk access ramps to comply with current standards and requirements of the Americans with Disabilities Act (ADA). These projects also implement the City's ADA self-assessment and transition plan. The schedule for the design and construction of Phase 15 will depend on the annual allocation of Community Development Block Grant (CDBG) funds. Implementation of ADA self-assessment and transition plan provides an investment and maintenance of infrastructure proactively enhancing the visual character of the city, supporting quality neighborhoods and maintenance of City assets.
ESTIMATED ANNUAL COST IMPACT OF PROJECT ON CITY OPERATING BUDGET:
This project would provide preventive maintenance, which would help control or reduce sidewalk, risk management, and operating costs.
Item: 15
806
NO PRIOR YEAR FUNDING
CURRENT AND FUTURE FUNDING
PROJECT
ESTIMATE
FY
2023/24
FY
2024/25
FY
2025/26
FY
2026/27
FY
2027/28
Acquisition R/W
Pre-Design
Design $
$
$
5,000
20,000
103,669
$
$
$
45,000
20,000
100,000
$
$
$
45,000
20,000
100,000
Const. Support
Construction
Miscellaneous
Contingency
Total Estimate
$ 10,000 $ 10,000 $ 10,000
$ 138,669 $ - $ 175,000 $ - $ 175,000
FY
2023/24
FY
2024/25
FY
2025/26
FY
2026/27
FY
2027/28 Funding Source
Community
Development Block
Grant Fund (CDBG) $ 138,669 $ - $ 175,000 $ - $ 175,000 Total Revenue $ 138,669
FY
$ - $ 175,000 $ - $ 175,000
PROJECT
ESTIMATE
FY TOTAL 2028/29 2029/30
Acquisition R/W
Pre-Design
$
$
-
-
Design $
$
$
$
$
$
95,000
60,000
303,669
-
30,000
488,669
Const. Support
Construction
Miscellaneous
Contingency
Total Estimate $ - $ -
FY
2028/29
FY
2029/30 Funding Source TOTAL
Community
Development Block
Grant Fund (CDBG)
$ 488,669
$
$
-
-
Total Revenue $ - $ - $ 488,669
Item: 15
807
24S03
PROJECT NAME:
RESPONSIBLE DEPARTMENT:
CATEGORY:
Trabuco Road Ascension Cemetery left-turn holding pocket Public Works (Engineering)
Street Improvements
PURPOSE:
Strategic Plan Initiative:
Strategic Plan Goal:
Strategic Plan Priority Area:
SP#4
A. Our Livable City is well planned, attractive, and safe.
1. Well Planned: Purposeful direction in land use and transportation planning.
Strategic Plan Strategy: a) Prioritize Initiatives to reduce traffic congestion, improve mobility and manage on-street parking.
Project Location
PROJECT DESCRIPTION:
This project will construct a left turn holding lane at the entrance/exit to Ascension Cemetery allowing drivers exiting the cemetery to make left turns in two steps and eliminating the need to wait for all lanes in both directions to clear at one time.
ESTIMATED ANNUAL COST IMPACT OF PROJECT ON CITY OPERATING BUDGET:
This project is not expected to have an impact on the operating budget.
Item: 15
808
NO PRIOR YEAR FUNDING
CURRENT AND FUTURE FUNDING
PROJECT
ESTIMATE
FY
2023/24
FY
2024/25
FY
2025/26
FY
2026/27
FY
2027/28
Acquisition R/W
Pre-Design
Design
Const. Support
Construction
Miscellaneous
Contingency
Total Estimate
$
$
25,000
300,000
$ 25,000
$ 350,000 $
$
- $
$
- $
$
-
-
$
$
-
-
FY
2023/24
FY FY FY
2026/27
FY
2027/28 Funding Source 2024/25 2025/26
General Fund $ 350,000
Total Revenue $ 350,000
FY
- -
PROJECT
ESTIMATE
FY TOTAL 2028/29 2029/30
Acquisition R/W
Pre-Design
Design
$
$
$
-
-
-
Const. Support
Construction
Miscellaneous
Contingency
Total Estimate
$
$
$
$
$
25,000
300,000
-
25,000
$ 350,000
$
- $
$
-
FY
2028/29
FY Funding Source TOTAL 2029/30
General Fund $
$
$
$
350,000
-
-
Total Revenue - - 350,000
Item: 15
809
PROJECT NUMBER:
PROJECT NAME:
RESPONSIBLE DEPARTMENT:
CATEGORY:
24S04
El Toro Road Bus Shelter Renovations
Public Works (Maintenance)
Park & Recreation Improvements
PURPOSE:
Strategic Plan Initiative:
Strategic Plan Goal:
Strategic Plan Priority Area:
N/A
A. Our Livable City is well planned, attractive, and safe.
2. Attractive: Investment and maintenance in public facilities, infrastructure, and natural resources that enhance the visual character of the City and supports quality neighborhoods
Strategic Plan Strategy: a) Enhance the City’s overall visual character, maintain City assets and proactively reinvest in southwest Lake Forest.
Project Location
PROJECT DESCRIPTION:
This project would renovate existing bus shelters along El Toro Road.
ESTIMATED ANNUAL COST IMPACT OF PROJECT ON CITY OPERATING BUDGET:
This project would provide preventive maintenance and/or rehabilitation, which would reduce annual maintenance costs over the life of the assets.
Item: 15
810
NO PRIOR YEAR FUNDING
CURRENT AND FUTURE FUNDING
PROJECT
ESTIMATE
FY
2023/24
FY
2024/25
FY
2025/26
FY
2026/27
FY
2027/28
Acquisition R/W
Pre-Design
Design $
$
10,000
Const. Support
Construction
Miscellaneous
Contingency
Total Estimate
100,000
$ 15,000
$ 125,000 $
$
- $
$
- $
$
-
-
$
$
-
-
FY
2023/24
FY FY FY
2026/27
FY
2027/28 Funding Source 2024/25 2025/26
General Fund $ 125,000
Total Revenue $ 125,000
FY
- -
PROJECT
ESTIMATE
FY TOTAL 2028/29 2029/30
Acquisition R/W
Pre-Design
$
$
-
-
Design $
$
$
$
$
$
10,000
-
100,000
-
15,000
125,000
Const. Support
Construction
Miscellaneous
Contingency
Total Estimate $
$
- $
$
-
FY
2028/29
FY Funding Source TOTAL 2029/30
General Fund $ 125,000
$
$
$
-
-
Total Revenue - - 125,000
Item: 15
811
PROJECT NUMBER:
PROJECT NAME:
24S05
Non Functional Turf Removal Study and Replacement
Public Works (Maintenance)
Street Improvements
RESPONSIBLE DEPARTMENT:
CATEGORY:
PURPOSE:
Strategic Plan Initiative:
Strategic Plan Goal:
Strategic Plan Priority Area:
A. Our Livable City is well planned, attractive, and safe.
2. Attractive: Investment and maintenance in public facilities, infrastructure, and natural resources that enhance the visual character of the City and supports quality neighborhoods
Strategic Plan Strategy: a) Proactively ehannce the visual character of the City and plan for maintenance of all City assets.
PROJECT DESCRIPTION:
This project would study locations within the City where Non-Functional Turf (turf that does not provide a recreational benefit to the community, such as streetscape and frontage turf), could be replaced with different drought tolerant landscaping, improving water conservation and efficiency.
ESTIMATED ANNUAL COST IMPACT OF PROJECT ON CITY OPERATING BUDGET:
The removal/replacement of turf with drought tolerant landscaping would improve water efficiency, which would reduce annual maintenance costs over the life of the assets.
Item: 15
812
NO PRIOR YEAR FUNDING
CURRENT AND FUTURE FUNDING
PROJECT
ESTIMATE
FY
2023/24
FY
2024/25
FY
2025/26
FY
2026/27
FY
2027/28
Acquisition R/W
Pre-Design
Design
$
$
10,000
20,000
Const. Support
Construction
Miscellaneous
Contingency
Total Estimate
$ 70,000
$ 30,000 $ 70,000 $
$
- $
$
-
-
$
$
-
-
FY
2023/24
30,000
FY
2024/25
70,000
FY FY
2026/27
FY
2027/28 Funding Source 2025/26
General Fund $ $
Total Revenue $ 30,000 $ 70,000 -
PROJECT
ESTIMATE
FY
2028/29
FY
2029/30 TOTAL
Acquisition R/W
Pre-Design
Design
$
$
$
-
10,000
20,000
Const. Support
Construction
Miscellaneous
Contingency
Total Estimate
$
$
$
$
-
70,000
-
-
$
$
- $
$
- $ 100,000
FY FY Funding Source TOTAL 2028/29 2029/30
General Fund $ 100,000
$
$
$
-
-
Total Revenue - - 100,000
Item: 15
813
PROJECT NUMBER:
PROJECT NAME:
24S06
Arterial Wall Enhancements in Southwest Lake Forest
Community Services (Outreach) / Public Works (Design & Construction) Street Improvements
RESPONSIBLE DEPARTMENT:
CATEGORY:
PURPOSE:
Strategic Plan Initiative:
Strategic Plan Goal:
Strategic Plan Priority Area:
SP#62
A. Our Livable City is well planned, attractive, and safe.
2. Attractive: Investment and maintenance in public facilities, infrastructure, and natural resources that enhance the visual character of the City and supports quality neighborhoods
Strategic Plan Strategy: a) Enhance the City’s overall visual character, maintain City assets and proactively reinvest in southwest Lake Forest.
Project Location
PROJECT DESCRIPTION:
This project would look to enhance the visual appeal of the walls along arterial roadways in Southwest Lake Forest. The first year would include public outreach to determine the appropriate approach for beautification, with the improvements being implimented in the second year.
ESTIMATED ANNUAL COST IMPACT OF PROJECT ON CITY OPERATING BUDGET:
This project is expected to have a minor impact on the operating budget.
Item: 15
814
NO PRIOR YEAR FUNDING
CURRENT AND FUTURE FUNDING
PROJECT
ESTIMATE
FY
2023/24
FY
2024/25
FY
2025/26
FY
2026/27
FY
2027/28
Acquisition R/W
Pre-Design
Design
$
$
10,000
15,000
Const. Support
Construction
Miscellaneous
Contingency
Total Estimate
$
$
15,000
70,000
$ 15,000
$ 25,000 $ 100,000 $
$
- $
$
-
-
$
$
-
-
FY
2023/24
25,000
FY
2024/25
FY FY
2026/27
FY
2027/28 Funding Source 2025/26
General Fund $ $ 100,000
Total Revenue $ 25,000 $ 100,000
FY
-
PROJECT
ESTIMATE
FY
2028/29 TOTAL 2029/30
Acquisition R/W
Pre-Design
Design
Const. Support
Construction
Miscellaneous
Contingency
Total Estimate
$ -
$
$
$
$
$
$
$
10,000
15,000
15,000
70,000
-
15,000
$ 125,000
$
- $
$
-
FY FY
2029/30 Funding Source TOTAL 2028/29
General Fund $ 125,000
$
$
$
-
-
Total Revenue - - 125,000
Item: 15
815
PROJECT NUMBER:
PROJECT NAME:
25S07
Ridge Route Median Improvement Projects
Public Works (Maintenance)
Park Improvements
RESPONSIBLE DEPARTMENT:
CATEGORY:
PURPOSE:
Strategic Plan Initiative:
Strategic Plan Goal:
Strategic Plan Priority Area:
SP#62
A. Our Livable City is well planned, attractive, and safe.
2. Attractive: Investment and maintenance in public facilities, infrastructure, and natural resources that enhance the visual character of the City and supports quality neighborhoods
Strategic Plan Strategy: a) Enhance the City’s overall visual character, maintain City assets and proactively reinvest in southwest Lake Forest.
Project Location
PROJECT DESCRIPTION:
The center median landscaping on Ridge Route between Overlake and Muirlands was replaced with brand new planter boxes designed to match the rock décor at nearby Veterans Park. This project renovates 16 remaining medians that contained brick work no longer available. The locations will consist of medians on Ridge Route between Muirlands and Rockfield.
ESTIMATED ANNUAL COST IMPACT OF PROJECT ON CITY OPERATING BUDGET:
This project would remove brick work no longer available. The rock material can easily be obtained to replace the bricks dislodged during vehicle accidents. No routine maintenance is anticipated after completion of the project.
Item: 15
816
NO PRIOR YEAR FUNDING
CURRENT AND FUTURE FUNDING
PROJECT
ESTIMATE
FY
2023/24
FY
2024/25
FY
2025/26
FY
2026/27
FY
2027/28
Acquisition R/W
Pre-Design
Design
Const. Support
Construction
Miscellaneous
Contingency
Total Estimate
$ 200,000
$ 10,000
$ 210,000 $ - $
$
- $
$
-
-
$
$
-
-
FY
2023/24
FY FY FY
2026/27
FY
2027/28 Funding Source 2024/25 2025/26
General Fund $ 210,000 $ -
Total Revenue $ 210,000
FY
$ - -
PROJECT
ESTIMATE
FY TOTAL 2028/29 2029/30
Acquisition R/W
Pre-Design
Design
Const. Support
Construction
Miscellaneous
Contingency
Total Estimate
$ -
-
-
-
$
$
$
$
$
200,000
-
10,000
210,000
$
$ $
$
- $
$
-
FY
2028/29
FY Funding Source TOTAL 2029/30
General Fund $
$
$
$
210,000
-
-
Total Revenue - - 210,000
Item: 15
817
PROJECT NUMBER:
PROJECT NAME:
RESPONSIBLE DEPARTMENT:
CATEGORY:
26S08
Bridge Inspection Repairs
Public Works (Engineering)
Street Improvements
PURPOSE:
Strategic Plan Initiative:
Strategic Plan Goal:
Strategic Plan Priority Area:
N/A
Street Improvements
2. Attractive: Investment and maintenance in public facilities, infrastructure, and natural resources that enhance the visual character of the City and supports quality neighborhoods
Strategic Plan Strategy: a) Enhance the City’s overall visual character, maintain City assets and proactively reinvest in southwest Lake Forest.
PROJECT DESCRIPTION:
This project would provide design services to help with maintaining the bridges within the City. Future phases of the project will include an inspection of all City owned bridges, using a combination of visual inspection, non-destructive testing, and structural analysis techniques. Based on the results of the inspection, a prioritized list of necessary repairs will be developed, taking into account the criticality of the bridge, the severity of any identified issues, and the available funding for repairs.
ESTIMATED ANNUAL COST IMPACT OF PROJECT ON CITY OPERATING BUDGET:
This project would provide preventive maintenance and/or rehabilitation, which would reduce annual maintenance costs over the life of the assets.
Item: 15
818
NO PRIOR YEAR FUNDING
CURRENT AND FUTURE FUNDING
PROJECT
ESTIMATE
FY
2023/24
FY
2024/25
FY
2025/26
FY
2026/27
FY
2027/28
Acquisition R/W
Pre-Design
Design $
$
$
$
$
$
10,000 $
$
$
$
$
$
10,000 $
$
$
$
$
$
10,000
Const. Support
Construction
Miscellaneous
Contingency
Total Estimate
15,000
150,000
10,000
15,000
200,000
15,000
150,000
10,000
15,000
200,000
15,000
150,000
10,000
15,000
$ - $ - 200,000
FY
2023/24
FY
2024/25
FY
2025/26
FY
2026/27
FY
2027/28 Funding Source
Measue M2
Fairshare
Gas Tax - Road
Maintenance Rehab
Account
Gas Tax
Infrastructure
Reserve Fund $
$
-
-
$
$
-
-
$
$
200,000
200,000
$
$
200,000
200,000
$
$
200,000
Total Revenue 200,000
PROJECT
ESTIMATE
FY
2028/29
FY
2029/30 TOTAL
Acquisition R/W
Pre-Design
$
$
-
-
Design $
$
$
$
$
$
10,000 $
$
$
$
$
$
10,000 $ 50,000
75,000
750,000
50,000
75,000
Const. Support
Construction
Miscellaneous
Contingency
Total Estimate
15,000
150,000
10,000
15,000
200,000
15,000
150,000
10,000
15,000
$
$
$
$
200,000 $ 1,000,000
FY
2028/29
FY
2029/30 Funding Source TOTAL
Measue M2
Fairshare $ -
Gas Tax - Road
Maintenance Rehab
Account
$
$
-
Gas Tax -
Infrastructure
Reserve Fund $ 1,000,000 $ 200,000 $ 200,000
Total Revenue $ 200,000 $ 200,000 $ 1,000,000
Item: 15
819
PROJECT NUMBER:
PROJECT NAME:
RESPONSIBLE DEPARTMENT:
CATEGORY:
24S09
Arterial Median Improvement Project
Public Works (Traffic)
Traffic Improvements
PURPOSE:
Strategic Plan Initiative:
Strategic Plan Goal:
Strategic Plan Priority Area:
Strategic Plan Strategy:
SP#1
A. Our Livable City is well planned, attractive, and safe.
1. Well Planned: Purposeful direction in land use and transportation planning. a) Prioritize Initiatives to reduce traffic congestion, improve mobility and manage on-street parking.
Project Location
PROJECT DESCRIPTION:
This project will replace existing painted medians and stick down delineators with raised hardscaped medians to improve traffic safety. These locations include Trabuco Road north of El Toro Road, and on Rockfield Boulevard south of Lake Forest Drive
ESTIMATED ANNUAL COST IMPACT OF PROJECT ON CITY OPERATING BUDGET:
This project would provide a reduction in traffic congestion, improvement in operations, enhancement of traffic signal infrastructure, which may help reduce retrofit, improvement, and signal maintenance operating costs.
Item: 15
820
PRIOR YEAR FUNDING
$25,000 in FY22/23 for Design
CURRENT AND FUTURE FUNDING
PROJECT
ESTIMATE
FY
2023/24
FY
2024/25
FY
2025/26
FY
2026/27
FY
2027/28
Acquisition R/W
Pre-Design
Design
Const. Support
Construction
Miscellaneous
Contingency
Total Estimate
$ 200,000
$ 200,000
FY
$ - $
$
- $
$
-
-
$
$
-
-
FY FY FY
2026/27
FY
2027/28 Funding Source 2023/24 2024/25 2025/26
General Fund $ 200,000 $ -
Total Revenue $ 200,000
FY
$ - -
PROJECT
ESTIMATE
FY TOTAL 2028/29 2029/30
Acquisition R/W
Pre-Design
Design
Const. Support
Construction
Miscellaneous
Contingency
Total Estimate
$ -
-
-
-
$
$
$
$
$
$
200,000
-
-
$
$
- $
$
- $ 200,000
FY
2028/29
FY Funding Source TOTAL 2029/30
General Fund $ 200,000
$
$
$
-
-
Total Revenue - - 200,000
Item: 15
821
PROJECT NUMBER: 25T01
PROJECT NAME:
RESPONSIBLE DEPARTMENT:
Audible Pedestrian Signals
Public Works (Traffic)
CATEGORY: Traffic Improvements
PURPOSE:
Strategic Plan Initiative:
Strategic Plan Goal:
Strategic Plan Priority Area:
Strategic Plan Strategy:
SP#1
A. Our Livable City is well planned, attractive, and safe.
1. Well Planned: Purposeful direction in land use and transportation planning. a) Prioritize Initiatives to reduce traffic congestion, improve mobility and manage on-street parking.
PROJECT DESCRIPTION:
This project would install Accessible Pedestrian Signals (“APS”) at three intersections: Lake Forest and Rockfield, Ridge Route and Muirlands, and El Toro and Raymond. APS provides audible and tactile information about the WALK and DON’T WALK intervals at signalized intersections to assist the visually impaired to cross streets safely.
ESTIMATED ANNUAL COST IMPACT OF PROJECT ON CITY OPERATING BUDGET:
This project is expected to have a minor impact on the operating budget.
Item: 15
822
NO PRIOR YEAR FUNDING
CURRENT AND FUTURE FUNDING
PROJECT
ESTIMATE
FY
2023/24
FY
2024/25
FY
2025/26
FY
2026/27
FY
2027/28
Acquisition R/W
Pre-Design
Design $
$
$
10,000
10,000
150,000
$
$
$
10,000
10,000
150,000
Const. Support
Construction
Miscellaneous
Contingency
Total Estimate
$ 10,000 $ 10,000
$ - $ 180,000 $ - $ 180,000 $ -
FY
2023/24
FY
2024/25
FY
2025/26
FY
2026/27
FY
2027/28 Funding Source
Community
Development Block
Grant Fund (CDBG) $ - $ 180,000 $ 180,000
Total Revenue $ - $ 180,000
FY
$ - $ 180,000 $ -
PROJECT
ESTIMATE
FY TOTAL 2028/29 2029/30
Acquisition R/W
Pre-Design
$
$
-
-
Design $
$
$
$
$
$
20,000
20,000
300,000
-
20,000
360,000
Const. Support
Construction
Miscellaneous
Contingency
Total Estimate $ - $ -
FY
2028/29
FY
2029/30 Funding Source TOTAL
Community
Development Block
Grant Fund (CDBG)
$ 360,000
$
$
-
-
Total Revenue $ - $ - $ 360,000
Item: 15
823
PROJECT NUMBER:
PROJECT NAME:
24T02
Protective Permissive Left Turn Project
Public Works (Traffic)
Traffic Improvements
RESPONSIBLE DEPARTMENT:
CATEGORY:
PURPOSE:
Strategic Plan Initiative:
Strategic Plan Goal:
Strategic Plan Priority Area:
Strategic Plan Strategy:
SP#1
A. Our Livable City is well planned, attractive, and safe.
1. Well Planned: Purposeful direction in land use and transportation planning. a) Prioritize Initiatives to reduce traffic congestion, improve mobility and manage on-street parking.
Project
Locations
Project
Locations
PROJECT DESCRIPTION:
This project would install protective permissive left-turn phasing ("PPLTP"). PPLTP allows drivers to turn left with a protected green arrow as well as the ability to turn left on the flashing yellow arrow when there are sufficient gaps in traffic.
The proposed intersections are:
Alton Parkway & Monarch Boulevard – north-south along Monarch Boulevard Alton Parkway & Catalina – north-south along Catalina
Bake Parkway & Towne Centre Drive – north-south along Towne Centre Drive Lake Forest Drive & Towne Centre Drive – north-south along Towne Centre Drive ESTIMATED ANNUAL COST IMPACT OF PROJECT ON CITY OPERATING BUDGET:
This project would provide a reduction in traffic congestion, improvement in operations, enhancement of traffic signal infrastructure, which may help reduce retrofit, improvement, and signal maintenance operating costs.
Item: 15
824
NO PRIOR YEAR FUNDING
CURRENT AND FUTURE FUNDING
PROJECT
ESTIMATE
FY
2023/24
FY
2024/25
FY
2025/26
FY
2026/27
FY
2027/28
Acquisition R/W
Pre-Design
Design $
$
$
25,000
20,000
360,000
$
$
$
25,000
20,000
360,000
Const. Support
Construction
Miscellaneous
Contingency
Total Estimate
$ 20,000 $ 20,000
$ 425,000 $
$
- $ 425,000 $
$
-
-
$
$
-
-
FY
2023/24
FY FY
2025/26
FY
2026/27
FY
2027/28 Funding Source 2024/25
General Fund $ 425,000
Total Revenue $ 425,000
FY
- $ -
PROJECT
ESTIMATE
FY TOTAL 2028/29 2029/30
Acquisition R/W
Pre-Design
$
$
-
-
Design $
$
$
$
$
$
50,000
40,000
720,000
-
40,000
850,000
Const. Support
Construction
Miscellaneous
Contingency
Total Estimate $
$
- $
$
-
FY
2028/29
FY Funding Source TOTAL 2029/30
General Fund $
$
$
$
425,000
-
-
Total Revenue - - 425,000
Item: 15
825
PROJECT NUMBER:
PROJECT NAME:
25T03
Bake Parkway and Rockfield Traffic Signal Synchronization Program Public Works (Traffic)
Traffic Improvements
RESPONSIBLE DEPARTMENT:
CATEGORY:
PURPOSE:
Strategic Plan Initiative:
Strategic Plan Goal:
Strategic Plan Priority Area:
Strategic Plan Strategy:
SP#1
A. Our Livable City is well planned, attractive, and safe.
1. Well Planned: Purposeful direction in land use and transportation planning. a) Prioritize Initiatives to reduce traffic congestion, improve mobility and manage on-street parking.
Project
PROJECT DESCRIPTION:
The Bake Parkway and Rockfield Boulevard Traffic Signal Synchronization Project ("TSSP") would update traffic signal coordination timing and communication, in addition to other and traffic signal infrastructure (i.e. video detection, CCTV, controller upgrades, fiber interconnect, etc.) hardware for the traffic signals between Lake Forest Drive and Rue de Fortuna, and between Centre and Los Alisos Boulevard (respectively) within the Cities of Lake Forest and Irvine. The City has 10 traffic signals on the Bake Parkway corridor and nine traffic signals on Rockfield Boulevard corridor. The total estimated project cost for these signals is $1,695,400. If the City receives funding, OCTA will pay 80% of the costs and the cities of Lake Forest and Irvine will pay the remaining 20% for the signals in their respective jurisdictions.
ESTIMATED ANNUAL COST IMPACT OF PROJECT ON CITY OPERATING BUDGET:
This project would provide a reduction in traffic congestion, improvement in operations, enhancement of traffic signal infrastructure, which may help reduce retrofit, improvement, and signal maintenance operating costs.
Item: 15
826
NO PRIOR YEAR FUNDING
CURRENT AND FUTURE FUNDING
PROJECT
ESTIMATE
FY
2023/24
FY
2024/25
FY
2025/26
FY
2026/27
FY
2027/28
Acquisition R/W
Pre-Design
Design
Const. Support
Construction
Miscellaneous
Contingency
Total Estimate
$
$
355,000
15,000
$ - $ 370,000
FY
$
$
- $
$
-
-
$
$
-
-
FY FY FY
2026/27
FY
2027/28 Funding Source 2023/24 2024/25 2025/26
General Fund $ - $ 370,000
Total Revenue $ - $ 370,000
FY
-
PROJECT
ESTIMATE
FY TOTAL 2028/29 2029/30
Acquisition R/W
Pre-Design
Design
Const. Support
Construction
Miscellaneous
Contingency
Total Estimate
$ -
-
-
-
$
$
$
$
$
355,000
15,000
$ -
$ - $ - $ 370,000
FY
2028/29
FY
2029/30 Funding Source TOTAL
$ 370,000 General Fund
$
$
-
-
Total Revenue $ - $ - $ 370,000
Item: 15
827
PROJECT NUMBER:
PROJECT NAME:
25T04
Irvine Blvd-Trabuco Road Traffic Signal Synchronization Program Public Works (Traffic)
Traffic Improvements
RESPONSIBLE DEPARTMENT:
CATEGORY:
PURPOSE:
Strategic Plan Initiative:
Strategic Plan Goal:
Strategic Plan Priority Area:
Strategic Plan Strategy:
SP#1
A. Our Livable City is well planned, attractive, and safe.
1. Well Planned: Purposeful direction in land use and transportation planning. a) Prioritize Initiatives to reduce traffic congestion, improve mobility and manage on-street parking.
Project
PROJECT DESCRIPTION:
The Trabuco Road Traffic Signal Synchronization Project ("TSSP") would update traffic signal coordination timing and communication, in addition to other hardware for the traffic signals between Old Myford Road and Marguerite Parkway within the Cities of Lake Forest, Irvine and Mission Viejo. The City has eight traffic signals on this corridor and the total estimated project cost for these signals are $204,000. If the City receives funding, OCTA will pay 80% of the costs and the cities of Lake Forest and Irvine will pay the remaining 20% for the signals in their respective jurisdictions. This project would promote improved traffic flow and safety.
ESTIMATED ANNUAL COST IMPACT OF PROJECT ON CITY OPERATING BUDGET:
This project would provide a reduction in traffic congestion, improvement in operations, enhancement of traffic signal infrastructure, which may help reduce retrofit, improvement, and signal maintenance operating costs.
Item: 15
828
NO PRIOR YEAR FUNDING
CURRENT AND FUTURE FUNDING
PROJECT
ESTIMATE
FY
2023/24
FY
2024/25
FY
2025/26
FY
2026/27
FY
2027/28
Acquisition R/W
Pre-Design
Design
Const. Support
Construction
Miscellaneous
Contingency
Total Estimate
$
$
30,000
15,000
$ - $ 45,000 $
$
- $
$
-
-
$
$
-
-
FY FY
2024/25
FY FY
2026/27
FY
2027/28 Funding Source 2023/24 2025/26
General Fund $ - $ 45,000
Total Revenue $ - $ 45,000 -
PROJECT
ESTIMATE
FY
2028/29
FY
2029/30 TOTAL
Acquisition R/W
Pre-Design
Design
Const. Support
Construction
Miscellaneous
Contingency
Total Estimate
$ -
-
-
-
$
$
$
$
$
30,000
15,000
$ -
$ - $ - $ 45,000
FY
2028/29
FY
2029/30 Funding Source TOTAL
$ 45,000 General Fund
$
$
-
-
Total Revenue $ - $ - $ 45,000
Item: 15
829
PROJECT NUMBER:
PROJECT NAME:
24T05
Southbound Rancho Parkway Widening at Lake Forest Drive for Dedicated RightRESPONSIBLE DEPARTMENT:
CATEGORY:
Public Works (Traffic)
Traffic Improvements
PURPOSE:
Strategic Plan Initiative:
Strategic Plan Goal:
Strategic Plan Priority Area:
Strategic Plan Strategy:
SP#1
A. Our Livable City is well planned, attractive, and safe.
1. Well Planned: Purposeful direction in land use and transportation planning. a) Prioritize Initiatives to reduce traffic congestion, improve mobility and manage on-street parking.
Project Location
PROJECT DESCRIPTION:
This project will widen southbound Rancho Parkway to create an eight-foot wide bike lane/defacto right-turn.
ESTIMATED ANNUAL COST IMPACT OF PROJECT ON CITY OPERATING BUDGET:
This project would provide a reduction in traffic congestion, improvement in operations, enhancement of traffic signal infrastructure, which may help reduce retrofit, improvement, and signal maintenance operating costs.
Item: 15
830
PRIOR YEAR FUNDING
FY21/22 - Design $60,000 FY22/23 - Acquisition R/W - $24,000
CURRENT AND FUTURE FUNDING
PROJECT
ESTIMATE
FY
2023/24
FY
2024/25
FY
2025/26
FY
2026/27
FY
2027/28
Acquisition R/W
Pre-Design
Design
Const. Support
Construction
Miscellaneous
Contingency
Total Estimate
$ 224,000
$ 224,000
FY
$ - $ - $ - $ -
FY FY FY
2026/27
FY
2027/28 Funding Source 2023/24 2024/25 2025/26
Lake Forest Traffic
Mitigation Fund
(LFTM) $ 224,000 $ -
Total Revenue $ 224,000
FY
$ - $ - $ - $ -
PROJECT
ESTIMATE
FY TOTAL 2028/29 2029/30
Acquisition R/W
Pre-Design
Design
Const. Support
Construction
Miscellaneous
Contingency
Total Estimate
$ -
-
-
-
$
$
$
$
$
$
224,000
-
-
$ - $ - $ 224,000
FY
2028/29
FY
2029/30 Funding Source TOTAL
Lake Forest Traffic
Mitigation Fund
(LFTM)
$ 224,000
$
$
-
-
Total Revenue $ - $ - $ 224,000
Item: 15
831
PROJECT NUMBER:
PROJECT NAME:
RESPONSIBLE DEPARTMENT:
CATEGORY:
24T06
Widening of Southbound Jeronimo at Lake Forest Drive
Public Works (Traffic)
Traffic Improvements
PURPOSE:
Strategic Plan Initiative:
Strategic Plan Goal:
Strategic Plan Priority Area:
Strategic Plan Strategy:
SP#1
A. Our Livable City is well planned, attractive, and safe.
1. Well Planned: Purposeful direction in land use and transportation planning. a) Prioritize Initiatives to reduce traffic congestion, improve mobility and manage on-street parking.
Project Location
PROJECT DESCRIPTION:
This project will widen southbound Jeronimo at Lake Forest by approximately three-feet to create an eight-foot wide bike lane/defacto southbound right-turn lane.
ESTIMATED ANNUAL COST IMPACT OF PROJECT ON CITY OPERATING BUDGET:
This project would provide a reduction in traffic congestion, improvement in operations, enhancement of traffic signal infrastructure, which may help reduce retrofit, improvement, and signal maintenance operating costs.
Item: 15
832
PRIOR YEAR FUNDING
FY22/23 Design - $35,500
CURRENT AND FUTURE FUNDING
PROJECT
ESTIMATE
FY
2023/24
FY
2024/25
FY
2025/26
FY
2026/27
FY
2027/28
Acquisition R/W
Pre-Design
Design
Const. Support
Construction
Miscellaneous
Contingency
Total Estimate
$ 116,100
$ 116,100
FY
$ - $ - $ - $ -
FY FY FY
2026/27
FY
2027/28 Funding Source 2023/24 2024/25 2025/26
Lake Forest Traffic
Mitigation Fund
(LFTM) $ 116,100 $ -
Total Revenue $ 116,100
FY
$ - $ - $ - $ -
PROJECT
ESTIMATE
FY TOTAL 2028/29 2029/30
Acquisition R/W
Pre-Design
Design
Const. Support
Construction
Miscellaneous
Contingency
Total Estimate
$ -
-
-
-
$
$
$
$
$
$
116,100
-
-
$ - $ - $ 116,100
FY
2028/29
FY
2029/30 Funding Source TOTAL
Lake Forest Traffic
Mitigation Fund
(LFTM)
$ 116,100
$
$
-
-
Total Revenue $ - $ - $ 116,100
Item: 15
833
PROJECT NUMBER:
PROJECT NAME:
24T07
Widening of Westbound Los Alisos to Add a Dedicated Right- Turn Lane at Public Works (Traffic)
Traffic Improvements
RESPONSIBLE DEPARTMENT:
CATEGORY:
PURPOSE:
Strategic Plan Initiative:
Strategic Plan Goal:
Strategic Plan Priority Area:
Strategic Plan Strategy:
SP#1
A. Our Livable City is well planned, attractive, and safe.
1. Well Planned: Purposeful direction in land use and transportation planning. a) Prioritize Initiatives to reduce traffic congestion, improve mobility and manage Project Location
PROJECT DESCRIPTION:
This project will widen westbound Los Alisos at Rockfield to add a dedicated westbound right-turn lane.
ESTIMATED ANNUAL COST IMPACT OF PROJECT ON CITY OPERATING BUDGET:
This project would provide a reduction in traffic congestion, improvement in operations, enhancement of traffic signal infrastructure, which may help reduce retrofit, improvement, and signal maintenance operating costs.
Item: 15
834
PRIOR YEAR FUNDING
FY22/23 Design - $100,000
CURRENT AND FUTURE FUNDING
PROJECT
ESTIMATE
FY
2023/24
FY
2024/25
FY
2025/26
FY
2026/27
FY
2027/28
Acquisition R/W
Pre-Design
Design
Const. Support
Construction
Miscellaneous
Contingency
Total Estimate
$ 667,000
$ 667,000
FY
$ - $ - $ - $ -
FY FY FY
2026/27
FY
2027/28 Funding Source 2023/24 2024/25 2025/26
Lake Forest Traffic
Mitigation Fund
(LFTM) $ 667,000 $ -
Total Revenue $ 667,000
FY
$ - $ - $ - $ -
PROJECT
ESTIMATE
FY TOTAL 2028/29 2029/30
Acquisition R/W
Pre-Design
Design
$ -
-
-
-
-
-
-
$
$
$
$
$
$
Const. Support
Construction
Miscellaneous
Contingency
Total Estimate $ - $ - $ -
FY
2028/29
FY
2029/30 Funding Source TOTAL
Lake Forest Traffic
Mitigation Fund
(LFTM)
$ 667,000
$
$
-
-
Total Revenue $ - $ - $ 667,000
Item: 15
835
PROJECT NUMBER:
PROJECT NAME:
24T08
Second left-turn Lanes in All Directions at the Intersection of Los Alisos and Muirlands
RESPONSIBLE DEPARTMENT:
CATEGORY:
Public Works (Traffic)
Traffic Improvements
PURPOSE:
Strategic Plan Initiative:
Strategic Plan Goal:
Strategic Plan Priority Area:
Strategic Plan Strategy:
SP#1
A. Our Livable City is well planned, attractive, and safe.
1. Well Planned: Purposeful direction in land use and transportation planning. a) Prioritize Initiatives to reduce traffic congestion, improve mobility and manage on-street parking.
Project Location
PROJECT DESCRIPTION:
This Foothill Circulation Phasing Program ("FCPP") project consists of widening, median modifications and restriping to provide a second left-turn lane for each of the four approach legs. It requires approximately 7,200 square feet of additional right-of-way and widening of the bridge over Aliso Creek. This project requires coordination with the City of Mission Viejo ESTIMATED ANNUAL COST IMPACT OF PROJECT ON CITY OPERATING BUDGET:
This project would provide a reduction in traffic congestion, improvement in operations, enhancement of traffic signal infrastructure, which may help reduce retrofit, improvement, and signal maintenance operating costs.
Item: 15
836
PRIOR YEAR FUNDING
FY21/22 Design - $450,000 FY22/23 Acquisition R/W - $1,450,000
CURRENT AND FUTURE FUNDING
PROJECT
ESTIMATE
FY
2023/24
FY
2024/25
FY
2025/26
FY
2026/27
FY
2027/28
Acquisition R/W
Pre-Design
Design
Const. Support
Construction
Miscellaneous
Contingency
Total Estimate
$ 1,525,000
$ 1,525,000 $ - $ - $ - $ -
FY
2023/24
FY
2024/25
FY
2025/26
FY
2026/27
FY
2027/28 Funding Source
Foothill Circulation
Phasing Plan Capital
Projects Fund
(FCPP) $ 1,525,000 $ -
Total Revenue $ 1,525,000 $ - $ - $ - $ -
PROJECT
ESTIMATE
FY
2028/29
FY
2029/30 TOTAL
Acquisition R/W
Pre-Design
Design
Const. Support
Construction
Miscellaneous
Contingency
Total Estimate
$ -
-
-
-
$
$
$
$ 1,525,000
$
$
-
-
$ - $ - $ 1,525,000
FY
2028/29
FY
2029/30 Funding Source TOTAL
Foothill Circulation
Phasing Plan Capital
Projects Fund
(FCPP)
$ 1,525,000
$
$
-
-
Total Revenue $ - $ - $ 1,525,000
Item: 15
837
PROJECT NUMBER:
PROJECT NAME:
RESPONSIBLE DEPARTMENT:
CATEGORY:
24T09
Meadows Traffic Improvements: Bake / Toledo
Public Works (Traffic)
Traffic Improvements
PURPOSE: This project would promote improved traffic flow and safety.
SP#2
A. Our Livable City is well planned, attractive, and safe.
1. Well Planned: Purposeful direction in land use and transportation planning.
Strategic Plan Initiative:
Strategic Plan Goal:
Strategic Plan Priority Area:
Strategic Plan Strategy: a) Prioritize Initiatives to reduce traffic congestion, improve mobility and manage on-street parking.
Project Location
PROJECT DESCRIPTION:
The Bake Parkway/Toledo Way Intersection improvements would widen Bake Parkway and Toledo Way to create dual left-turns in three of the four directions. This project is for the design and right-of-way phases of the project. The Development Agreement for the Meadows site included funding for traffic improvements at two intersections. This project is dependent on the City's collection of a developer fee.
ESTIMATED ANNUAL COST IMPACT OF PROJECT ON CITY OPERATING BUDGET:
This project would provide a reduction in traffic congestion, improvement in operations, enhancement of traffic signal infrastructure, which may help reduce retrofit, improvement, and signal maintenance operating costs.