Lake Forest City Council
October 7, 2025

AGENDA

LAKE FOREST CITY COUNCIL
Regular Meeting of the City Council
Tuesday, October 7, 2025
Closed Session 5:30 p.m.

Public Session 6:30 p.m.

City Council Chambers, 100 Civic Center Drive, Lake Forest, California NOTICE: Pursuant to Lake Forest Municipal Code Section 2.04.010, Regular Meetings of the City Council are held the First and Third Tuesday of each month at the hour of 5:30 p.m. for Closed Session matters, if required.

The Public Session of the meeting shall commence at 6:30 p.m. or as soon thereafter as possible. Special Meeting times may be held at a different time and date as listed on the Agenda.

AGENDA DOCUMENT REVIEW: The Agenda and staff reports are available on the Internet at https://www.lakeforestca.gov/en/government/meeting-agendas-and-minutes/meeting-agendas and at the City Clerk’s Office, 100 Civic Center Drive, Lake Forest, California, on the Friday before the meeting on Tuesday.

AGENDA DESCRIPTION: The Agenda descriptions are intended to give notice to members of the public of a general summary of items of business to be transacted or discussed. The listed Recommended Action represents staff’s recommendation. The City Council may take any action which it deems to be appropriate on the agenda item and is not limited in any way by the recommended action.

AGENDA ON SOCIAL MEDIA: This meeting will be streamed through Facebook Live. Comments will not be taken via Facebook Live. The City provides the Facebook Live stream as an additional service to the public.

However, the City cannot guarantee that its network and/or the site will be uninterrupted. The City is not responsible for any interrupted service.

SPECIAL NOTICE REGARDING PUBLIC ACCESS TO THE MEETING AND PUBLIC COMMENT:

PUBLIC PARTICIPATION: In addition to attending in person, members of the public may access the meeting live on our website at https://www.lakeforestca.gov/en/government/meeting-agendas-and-minutes/meeting-agendas.

PUBLIC COMMENT PRIOR TO THE MEETING: Members of the public may submit email comments to [email protected]. Email comments will be uploaded to the agenda packet and made part of the official public record of the meeting and will not be read at the meeting. To ensure staff reviews all comments prior to the City Council meeting, please submit email comments no later than 5:00 p.m. the day of the meeting.

PUBLIC COMMENT: Members of the public may provide comments in-person at the meeting. Public comments will no longer be accepted remotely. Those wishing to provide comments in-person at the meeting will be asked to submit a request to speak to the City Clerk. To ensure prompt distribution to the City Council, members of the public wishing to provide written materials to the City Council should do so prior to the start of the meeting or as close thereto as possible, as time will not be taken during the public comment period to distribute written materials to the City Council.

TRANSLATION SERVICE: Interpreters are available by request to members of the public that prefer to make their public comments in Spanish or Chinese. Requests for a translator need to be received by 8:00 a.m. the Monday before the scheduled City Council meeting. Such requests must be received via email at October 7, 2025 LAKE FOREST CITY COUNCIL AGENDA Page 1 [email protected]
Los intérpretes están disponibles previa solicitud para el público que prefiera hacer sus comentarios públicos en español o chino. Las solicitudes de traductor deben recibirse antes de las 8:00 a. m. del lunes anterior a la reunión programada del Concejo Municipal. Dichas solicitudes deben recibirse por correo electrónico a [email protected]
如果大眾願意用西班牙語或中文發表公開評論，我們可應要求提供口譯服務。需要在預定市議會會議之前的周一
上午 8:00 之前收到翻譯請求。此類請求必須透過電子郵件收到：[email protected] Rúguǒ dàzhòng yuànyì yòng xībānyá yǔ huò zhōngwén fābiǎo gōngkāi pínglùn, wǒmen kě yīng yāoqiú tígōng k ǒuyì fúwù. Xūyào zài yùdìng shì yìhuì huìyì zhīqián de zhōuyī shàngwǔ 8:00 Zhīqián shōu dào fānyì qǐngqiú. Cǐ l èi qǐngqiú bìxū tòuguò diànzǐ yóujiàn shōu dào: [email protected] CALL TO ORDER: 5:30 p.m.

Council Members: Doug Cirbo
Mark Tettemer
Benjamin Yu
Mayor Pro Tem: Robert Pequeño
Mayor: Scott Voigts
City Manager: Debra Rose
City Attorney: Matthew E. Richardson
City Clerk: Thy Merritt
CLOSED SESSION PUBLIC COMMENT:

CLOSED SESSION: At this time, the City Council may recess to Closed Session for conference with Legal Counsel to discuss the items listed below pursuant to Government Code requirements. Any items not concluded by 6:30 p.m. may be continued to the end of the Public Session. At this time, members of the public may address the City Council regarding any items listed on the Closed Session agenda. No action may be taken on items not listed on the agenda unless authorized by law. Comments shall be limited to three minutes per item. Any person wishing to address the City Council on a Closed Session matter is requested to complete a "Request to Speak" form available at agenda public review table near the entrance. The completed form is to be submitted to the City Clerk prior to an individual being heard by the City Council. Whenever possible, lengthy testimony should be presented to the City Council in writing (8 copies) and only pertinent points presented orally.

CLOSED SESSION (Item Nos. 1 – 4)
CLOSED SESSION: At this time, the City Council may recess to Closed Session for conference with Legal Counsel to discuss the items listed below pursuant to Government Code requirements. Any items not concluded by 6:30 p.m. may be continued to the end of the Public Session.

1. CONFERENCE WITH LEGAL COUNSEL- EXISTING LITIGATION
PURSUANT TO GOVERNMENT CODE SECTION 54956.9(D)(1)
NUMBER OF CASES: 1
CASE NAME: BRIAN MCMILLAN V. CITY OF LAKE FOREST, ET AL.

CASE NO.: 8:25-CV-00425-SRM (JDEX), USDC CENTRAL DISTRICT, SOUTHERN DIV.

October 7, 2025 LAKE FOREST CITY COUNCIL AGENDA Page 2 RECOMMENDED ACTION: Conduct closed session.

2. CONFERENCE WITH REAL PROPERTY NEGOTIATORS
PURSUANT TO GOVERNMENT CODE SECTION 54956.8
PROPERTY: INTERSECTION OF LOS ALISOS AND MIURLANDS IN
LAKE FOREST, CA APN #S: 619-231-02, 617-065-04, 617-065-21 AND 617-065-03
AGENCY NEGOTIATORS: MAYOR, CITY MANAGER, DIRECTOR OF

PUBLIC WORKS/CITY ENGINEER AND TRAFFIC ENGINEERING

MANAGER
NEGOTIATING PARTIES: CITY OF LAKE FOREST, ORANGE COUNTY

FLOOD CONTROL DISTRICT, COUNTY OF ORANGE, SADDLEBACK

VALLEY UNIFIED SCHOOL DISTRICT, EL TORO MOBILE ESTATES AND

THEIR AUTHORIZED AGENTS OR REPRESENTATIVES
UNDER NEGOTIATION: PRICE AND TERMS OF PAYMENT
RECOMMENDED ACTION: Conduct closed session.

3. CONFERENCE WITH REAL PROPERTY NEGOTIATORS
PURSUANT TO GOVERNMENT CODE SECTION 54956.8
PROPERTY: INTERSECTION OF BAKE PARKWAY AND TOLEDO WAY
IN LAKE FOREST, CA APN #S: 614-192-67, 614-291-49
AGENCY NEGOTIATORS: MAYOR, CITY MANAGER, DIRECTOR OF

PUBLIC WORKS/CITY ENGINEER AND TRAFFIC ENGINEERING

MANAGER
NEGOTIATING PARTIES: CITY OF LAKE FOREST, ORANGE COUNTY

FLOOD CONTROL DISTRICT, LAKE FOREST COMMUNITY

HOMEOWNERS ASSOCIATION AND THEIR AUTHORIZED AGENTS OR

REPRESENTATIVES
UNDER NEGOTIATION: PRICE AND TERMS OF PAYMENT
RECOMMENDED ACTION: Conduct closed session.

4. CONFERENCE WITH REAL PROPERTY NEGOTIATORS
PURSUANT TO GOVERNMENT CODE SECTION 54956.8
October 7, 2025 LAKE FOREST CITY COUNCIL AGENDA Page 3 PROPERTY: APPROXIMATELY 3 MILES OF UNDERGROUND

ELECTRICAL CONDUIT ALONG LAKE FOREST DRIVE, PORTOLA

PARKWAY, GLENN RANCH ROAD
AGENCY NEGOTIATORS: MAYOR, CITY MANAGER, DIRECTOR OF

PUBLIC WORKS/CITY ENGINEER AND TRAFFIC ENGINEERING

MANAGER
NEGOTIATING PARTIES: CITY OF LAKE FOREST, CITYSIDE FIBER

AND THEIR AUTHORIZED AGENTS OR REPRESENTATIVES
UNDER NEGOTIATION: PRICE AND TERMS OF PAYMENT FOR LEASE RECOMMENDED ACTION: Conduct closed session.

RECESS: City Council will recess to Closed Session for the purpose of conducting regular City business.

RECONVENE: City Council will reconvene to continue regular City business.

PUBLIC SESSION: 6:30 p.m.

PUBLIC SESSION: At this time, the City Council will convene to consider public matters. Those wishing to address the City Council may submit a completed “Request to Speak” form to the City Clerk prior to City Council action.

INVOCATION: The Invocation will be provided by Vanessa Howard, South County Outreach.

PLEDGE OF ALLEGIANCE: The Pledge of Allegiance to the Flag of our Country to be led by Boy Scout Troop #628.

CLOSED SESSION REPORT: City Attorney will report on Closed Session.

REPORT FROM STUDENT LIAISON: Report from Ethan Barro, Student Liaison from El Toro High School.

October 7, 2025 LAKE FOREST CITY COUNCIL AGENDA Page 4 PRESENTATIONS (Item Nos. 5 – 8)

5. RECOGNITION OF COMMUNITY HERO TAYVA VEAL
RECOMMENDED ACTION: Present a Certificate of Recognition.

6. TASTE OF LAKE FOREST RECAP PRESENTATION
RECOMMENDED ACTION: Present Certificates of Recognition to 2025 Taste of Lake Forest Participants, Sponsors and Volunteers.

7. CALIFORNIA DEPARTMENT OF INSURANCE UPDATE ON FIRE

MITIGATION EFFORTS
RECOMMENDED ACTION: Receive and file.

8. SOUTHERN CALIFORNIA EDISON UPDATE ON FIRE MITIGATION

EFFORTS
RECOMMENDED ACTION: Receive and file.

PUBLIC COMMENTS
Members of the public can submit an e-comment to [email protected] . E-comments will not be read at the meeting.

Members of the public may also provide comments in-person at the meeting. Those wishing to provide comments in-person at the meeting will be asked to submit a request to speak to the City Clerk.

CONSENT CALENDAR (Item Nos. 9 – 11)
All matters listed under the Consent Calendar are considered routine and will be enacted by one vote. There will be no separate discussion of these items unless Members of the City Council, the public, or staff request specific items be removed from the Consent Calendar for separate action.

9. MOTION TO WAIVE READING OF RESOLUTIONS AND ORDINANCES RECOMMENDED ACTION: Said Ordinances and Resolutions which appear on the public agenda shall be determined to have been read by title October 7, 2025 LAKE FOREST CITY COUNCIL AGENDA Page 5 and further reading waived.

10. MINUTES OF THE REGULAR MEETING OF THE CITY COUNCIL HELD ON SEPTEMBER 16, 2025
RECOMMENDED ACTION: Approve as submitted.

11. AWARD OF CONTRACT FOR PROFESSIONAL CONSULTING
SERVICES – ANALYSIS OF INDUSTRIAL AND BUSINESS PARK

INVENTORY AND TRENDS
RECOMMENDED ACTION: 1. Award a contract in the amount of $85,910 to Kosmont Companies for Professional Consulting Services – Analysis of Industrial and Business Park Inventory and Trends. 2. Authorize the Mayor to sign and the City Clerk to attest to the agreement with Kosmont Companies substantially in the form attached.

DISCUSSION/ACTION ITEMS (Item No. 12)
The following matters are for City Council consideration/discussion/action. Members of the public may have the opportunity to address these items if they wish to do so. Please complete the Request to Speak form and give to the City Clerk.

12. STRATEGIC PLAN QUARTERLY UPDATE
RECOMMENDED ACTION: Receive and file.

CITY MANAGER'S REPORT
At this time, the City Manager may comment on agenda and non-agenda items; and report on items of interest to the City Council and community.

October 7, 2025 LAKE FOREST CITY COUNCIL AGENDA Page 6 Council Member Cirbo:

Council Member Tettemer:

Council Member Yu:

Mayor Pro Tem Pequeño:

Mayor Voigts:

October 7, 2025 LAKE FOREST CITY COUNCIL AGENDA Page 7

CITY COUNCIL COMMENTS
At this time, City Council Members may comment on agenda or non-agenda matters. No discussion may take place on any item not appearing on the posted agenda. Council Members may ask a question for clarification, respond to statements made or questions posed by the public, make a brief announcement, or make a brief report on his or her own activities. In addition, the City Council may refer to staff or other resources for factual information, request staff to report back at a subsequent meeting or direct staff to place a matter of business on a future agenda. No action may be taken on non-agenda matters unless authorized by law (Government Code Section 54954.2).

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

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

Agenda and agenda packets, if requested, will be made available in an appropriate alternative format to persons with a disability as required by the Americans With Disabilities Act. Copies of the agenda are provided at no cost and agenda back-up materials are available at the per page copy cost.

The City of Lake Forest mailing address is City Council Chambers, 100 Civic Center Drive, Lake Forest, California.

Phone: (949) 461-3400. FAX (949) 461-3511
CERTIFICATION: I, Thy Merritt, City Clerk of the City of Lake Forest, California, hereby certify that the foregoing agenda was posted for public review at City Hall on October 2, 2025.

Thy Merritt
City Clerk
October 7, 2025 LAKE FOREST CITY COUNCIL AGENDA Page 8

CITY COUNCIL AGENDA REPORT
MEETING DATE: 10/7/2025
DEPARTMENT: Management Services
SUBJECT:

RECOGNITION OF COMMUNITY HERO TAYVA VEAL
RECOMMENDED ACTION(S):

Present a Certificate of Recognition.

EXECUTIVE SUMMARY:

Tayva Veal, a Lake Forest resident and student at El Toro High School, demonstrated remarkable courage when she helped rescue an elderly fisherman who had collapsed in the surf at a beach in Monterrey, CA. Tayva removed the man’s heavy backpack, pulled him from the water with the assistance of others, and kept him calm and supported until first responders arrived. A police officer later confirmed that her actions saved the man’s life. In recognition of her bravery, Tayva was awarded the Girl Scouts’ National Lifesaving Award.

Staff recommend the City Council present a Certificate of Recognition to Community Hero Tayva Veal for her lifesaving actions and for exemplifying the courage, leadership, and spirit of service that strengthen the Lake Forest community.

FISCAL IMPACT:

There is no fiscal impact associated with this recommendation.

ATTACHMENTS:

Certificate of Recognition-Tayva Veal
Initiated By: Erin Rodriguez, Sr. Communications and Marketing Analyst Submitted By: Sean McGovern, Deputy City Manager
Approved By: Debra Rose, City Manager
Item: 5
9 ATTACHMENT
Item: 5
10 CERTIFICATE OF RECOGNITION

THE LAKE FOREST CITY COUNCIL

HEREBY RECOGNIZES
Tayva Veal
The City Council and City of Lake Forest would like to thank you for your lifesaving actions and service to the community.

October 7, 2025
________________________

SCOTT VOIGTS
MAYOR
________________________
ROBERT PEQUEÑO

MAYOR PRO TEM
_________________________

MARK TETTEMER

COUNCIL MEMBER
________________________

DOUG CIRBO

COUNCIL MEMBER
________________________

BENJAMIN YU

COUNCIL MEMBER
Item: 5
11 CITY COUNCIL AGENDA REPORT
MEETING DATE: 10/7/2025
DEPARTMENT: City Manager
SUBJECT:

TASTE OF LAKE FOREST RECAP PRESENTATION
RECOMMENDED ACTION(S):

1. Present Certificates of Recognition to 2025 Taste of Lake Forest Participants, Sponsors and Volunteers.

EXECUTIVE SUMMARY:

The Taste of Lake Forest is an annual event hosted in collaboration with the Lake Forest Chamber of Commerce (“Chamber”). The event provides a platform for local restaurants to showcase their culinary offerings, fosters community engagement, and celebrates the diverse flavors of Lake Forest's dining scene.

The 2025 event, cohosted by the Chamber and sponsored by Orange County (“OC”) Supervisor Donald P. Wagner and OC Parks, took place on Friday, August 15, at Heritage Hill Historical Park, from 4:00 to 7:30 p.m.

The event welcomed over 700 attendees in addition to hundreds of staff and volunteers. Tickets were available exclusively to individuals aged 18 and up and were priced at $50 per person available on the event’s webpage and at the door.

Attendees were able to enjoy a range of experiences, including sampling dishes from 25 local restaurants, numerous beer and wine gardens, sponsor booths, and live music from The Trip.

The event also included opportunity drawings, a silent auction, and an awards ceremony in which all restaurants were invited to take pictures on the stage.

Attendees were encouraged to vote for their favorite “taste” throughout the event and at the awards ceremony the following restaurants were recognized: Board & Brew won the “Best Taste of Lake Forest”, A Little Something Sweet won the 2nd place trophy, and Urban Grill & Wine Bar won 3rd place. In addition, Sunny Dumpling House received the award for “Best New Entry.” The event’s return was met with positive comments from both attendees and participating restaurants.

Item: 6
12 FISCAL IMPACT:

There is no fiscal impact associated with the recommended action.

ATTACHMENTS:

Sample Certificates of Recognition
Initiated By: Ian McKeever, Management Assistant
Submitted By: Keith Neves, Assistant City Manager
Approved By: Debra Rose, City Manager
Item: 6
13 Certificate of Recognition

THE LAKE FOREST CITY COUNCIL

RECOGNIZES
Lake Forest Business
For placing First at the
2025 Taste of Lake Forest
October 7, 2025
____________________________

SCOTT VOIGTS
Mayor
____________________________ ____________________________ ROBERT PEQUEÑO DOUG CIRBO Mayor Pro Tem Council Member ____________________________ ____________________________

MARK TETTEMER BENJAMIN YU Council Member Council Member Item: 6
14 Certificate of Recognition

THE LAKE FOREST CITY COUNCIL

RECOGNIZES
Lake Forest Business
For participating in the
2025 Taste of Lake Forest
October 7, 2025
____________________________

SCOTT VOIGTS
Mayor
____________________________ ____________________________ ROBERT PEQUEÑO DOUG CIRBO Mayor Pro Tem Council Member ____________________________ ____________________________

MARK TETTEMER BENJAMIN YU Council Member Council Member Item: 6
15 CITY COUNCIL AGENDA REPORT
MEETING DATE: 10/7/2025
DEPARTMENT: City Clerk
SUBJECT:

CALIFORNIA DEPARTMENT OF INSURANCE UPDATE ON FIRE MITIGATION

EFFORTS
RECOMMENDED ACTION(S):

Receive and file.

EXECUTIVE SUMMARY:

The California Department of Insurance (CDI) was created in 1868 as part of a national system of state-based insurance regulation. California is the largest insurance market in the United States and the sixth largest insurance market in the world. CDI oversees more than 1,300 insurance companies and licenses more than 390,000 agents, brokers, adjusters, and business entities. CDI annually receives more than 170,000 consumer assistance calls, investigates more than 35,000 consumer complaints and, as a result, recovers more than $63 million a year for consumers. CDI seeks to protect the consumer by overseeing insurer solvency, licensing agents and brokers, conducting market conduct reviews, resolving consumer complaints, and investigating and prosecuting insurance fraud. CDI will provide a brief presentation on sustainable insurance strategies, collaborative efforts between CDI and other state emergency management agencies, along with information on a risk management tool for consumers to estimate losses sustained during a catastrophic event. Staff recommend the Council receive and file a presentation by CDI.

FISCAL IMPACT:

There is no fiscal impact associated with the recommended action.

ATTACHMENTS:

None.

Initiated By: Thy Merritt, Acting City Clerk
Item: 7
16 Submitted By: Thy Merritt, Acting City Clerk
Approved By: Debra Rose, City Manager
Item: 7
17 CITY COUNCIL AGENDA REPORT
MEETING DATE: 10/7/2025
DEPARTMENT: City Clerk
SUBJECT:

SOUTHERN CALIFORNIA EDISON UPDATE ON FIRE MITIGATION EFFORTS RECOMMENDED ACTION(S):

Receive and file.

EXECUTIVE SUMMARY:

Southern California Edison (SCE) is an investor-owned public utility operating as a subsidiary of Edison International. SCE is one of the nation’s largest electric utilities and delivers power to 15 million people in 50,000 square miles across central, coastal and Southern California, excluding the City of Los Angeles and some other cities. Service areas include more than 180 incorporated cities and 15 counties, including the City of Lake Forest and Orange County. SCE was officially incorporated in 1909. The company was originally formed by the mergers and acquisitions of many small predecessor companies dating back to 1886. SCE will provide a presentation on investments in wildfire mitigation, and partnership with local fire agencies to enhance community safety and preparedness. SCE will also provide information on customer resources available to support and inform the public during Public Safety Power Shutoff (PSPS) events. Staff recommend the Council receive and file an update from SCE on current fire mitigation efforts.

FISCAL IMPACT:

There is no fiscal impact associated with the recommended action.

ATTACHMENTS:

None.

Initiated By: Thy Merritt, Acting City Clerk
Submitted By: Thy Merritt, Acting City Clerk
Approved By: Debra Rose, City Manager
Item: 8
18 Item: 8
19 CITY COUNCIL AGENDA REPORT
MEETING DATE: 10/7/2025
DEPARTMENT: City Clerk
SUBJECT:

MOTION TO WAIVE READING OF RESOLUTIONS AND ORDINANCES
RECOMMENDED ACTION(S):

Said Ordinances and Resolutions which appear on the public agenda shall be determined to have been read by title and further reading waived.

EXECUTIVE SUMMARY:

California Government Code 36934 allows titles of ordinances and resolutions to be waived.

FISCAL IMPACT:

There is minimal fiscal impact associated with the recommended action.

ATTACHMENTS:

None.

Submitted By: Thy Merritt, Acting City Clerk
Approved By: Debra Rose, City Manager
14 Item: 9
20 MINUTES OF A REGULAR MEETING

OF THE CITY COUNCIL OF THE CITY OF LAKE FOREST

The regular meeting of the City Council of the City of Lake Forest held Tuesday, September 16, 2025, at the Lake Forest City Council Chambers, 100 Civic Center Drive, Lake Forest, California, was called to order at 6:30 p.m. with Council Member Cirbo absent.

ROLL CALL:

Council Members:

Doug Cirbo (absent)
Mark Tettemer
Benjamin Yu
Mayor Pro Tem: Robert Pequeño
Mayor: Scott Voigts

City Manager: Debra Rose
City Attorney: Matthew E. Richardson
Acting City Clerk: Thy Merritt
INVOCATION: The Invocation was provided by Dave Evans, Grace Community Church.

PLEDGE OF ALLEGIANCE: The Pledge of Allegiance to the Flag of our Country was led by Daisy Troop #4457.

PRESENTATIONS: (Item No. 1)
MOTION: It was moved by Mayor Pro Tem Pequeño, seconded by Council Member Tettemer, to approve Presentation Item No. 1. The motion was carried by a vote of 4-0 with Council Member Cirbo absent.

1. LAKE FOREST MAIN STREET DIGITAL PROGRAM GRANT AWARDEES City Manager Rose introduced this item and invited Economic Development/Housing Manager Grijalva to provide a presentation. No public comment was offered.

ACTION: The grant awardees of the Lake Forest Main Street Digital program were recognized.

PUBLIC COMMENTS:

Omar Tellez provided information on the Labors of Love event.

Item: 10
21 September 16, 2025 LAKE FOREST CITY COUNCIL MEETING MINUTES Page 2 of 5 Brian McMillan expressed concerns with the City approving a moratorium on massage businesses.

CONSENT CALENDAR: (Item Nos. 2 – 6)
Item No. 4 was pulled for discussion.

MOTION: It was moved by Council Member Tettemer, seconded by Council Member Yu, to approve Consent Calendar Item Nos. 2 – 3, and 5 – 6. The motion was carried by a vote of 4-0 with Council Member Cirbo absent.

2. MOTION TO WAIVE READING OF RESOLUTIONS AND ORDINANCES ACTION: Said Ordinances and Resolutions which appeared on the public agenda shall be determined to have been read by title and further reading waived.

3. MINUTES OF THE REGULAR MEETING OF THE CITY COUNCIL HELD ON SEPTEMBER 2, 2025
ACTION: The minutes were approved as submitted.

5. ORDINANCE REGARDING SOLID WASTE CONTINUATION RIGHTS
ACTION: A second reading was conducted and an Ordinance entitled: AN

ORDINANCE OF THE CITY COUNCIL OF LAKE FOREST, CALIFORNIA AMENDING CHAPTER 16.03 OF TITLE 16 OF THE MUNICIPAL CODE REGARDING CONTINUATION RIGHTS was adopted.

6. NOTICE OF COMPLETION FOR CITYWIDE STREET NAME SIGNS PROJECT (22S02)
ACTION: 1. Bear Electrical Solutions was found to have completed construction of the Citywide Street Name Signs Project (22S02). 2. The Notice of Completion was approved and the Mayor was authorized to execute the document on behalf of the City. 3. The City Clerk was authorized to submit the Notice of Completion for recordation to the Office of the County Recorder of Orange County within fifteen days of the City Council approval, as required by Section 9204 of the California Civil Code. 4. Staff was authorized to release any unencumbered retention in accordance with California law.

ITEMS PULLED FOR DISCUSSION: (Item No. 4)
MOTION: It was moved by Mayor Pro Tem Pequeño, seconded by Council Member Yu, to approve Consent Calendar Item No. 4. The motion was carried by a vote of 4-0 with Council Member Cirbo absent.

Item: 10
22 September 16, 2025 LAKE FOREST CITY COUNCIL MEETING MINUTES Page 3 of 5

4. CERTIFICATION OF WARRANT REGISTER
Brian McMillan provided public comment and expressed concerns with the costs for Best, Best, and Krieger.

ACTION: The warrant register in the amount of $ 8,073,633.40 was approved.

Without objection, Mayor Voigts proposed to consider the agenda in the following order:

Discussion Item No. 10, Public Hearing Item Nos. 9, 7, and 8.

DISCUSSION/ACTION ITEMS: (Item No. 10)

10. EXTENSION OF AN URGENCY ORDINANCE REGARDING A TEMPORARY

MORATORIUM ON MASSAGE ESTABLISHMENTS
Mayor Voigts opened this item as a public hearing. City Manager Rose introduced the item and invited Assistant Director of Community Development Stonich to provide a presentation. Brian McMillan provided public comment and expressed concerns with the ordinance. Council questions were asked and answered. Mayor Voigts closed the public hearing.

MOTION: It was moved by Mayor Pro Tem Pequeño, seconded by Council Member Tettemer, to: Adopt an Urgency Ordinance entitled: AN EXTENSION

OF AN URGENCY ORDINANCE OF THE CITY COUNCIL OF THE CITY OF

LAKE FOREST REGARDING A TEMPORARY MORATORIUM ON MASSAGE ESTABLISHMENTS FOR 10 MONTHS AND 15 DAYS PENDING STUDY AND

ADOPTION OF REGULATORY AND ZONING STANDARDS AND
DETERMINING THE ORDINANCE TO BE EXEMPT FROM CEQA. The motion was carried by a vote of 4-0 with Council Member Cirbo absent.

PUBLIC HEARING(S): (Item Nos. 7 – 9)

9. RESOLUTION UPDATING A CREDIT CARD TRANSACTION FEE
Mayor Voigts opened the public hearing. City Manager Rose introduced the item and invited Director of Finance Shirah to provide a presentation. There were no public comments. There were no questions from Council. Mayor Voigts closed the public hearing.

MOTION: It was moved by Council Member Yu, seconded by Mayor Pro Tem Pequeño, to: Adopt a Resolution Entitled: A RESOLUTION OF THE CITY

COUNCIL OF THE CITY OF LAKE FOREST, CALIFORNIA, UPDATING A CREDIT CARD TRANSACTION FEE. The motion was carried by a vote of 4-0 with Council Member Cirbo absent.

Item: 10
23 September 16, 2025 LAKE FOREST CITY COUNCIL MEETING MINUTES Page 4 of 5

7. FISCAL YEAR 2024-25 COMMUNITY DEVELOPMENT BLOCK GRANT (CDBG) CONSOLIDATED ANNUAL PERFORMANCE EVALUATION REPORT (CAPER)
Mayor Pro Tem Pequeño left the meeting at 7:09 p.m. Mayor Voigts opened the public hearing. City Manager Rose introduced the item and invited Economic Development/Housing Manager Grijalva to provide a presentation. There were no public comments. There were no questions from Council. Mayor Voigts closed the public hearing.

MOTION: It was moved by Council Member Tettemer, seconded by Council Member Yu, to: Adopt a Resolution entitled: A RESOLUTION OF THE CITY

COUNCIL OF THE CITY OF LAKE FOREST, CALIFORNIA, APPROVING THE FY 2024-25 CONSOLIDATED ANNUAL PERFORMANCE EVALUATION

REPORT FOR THE CITY'S COMMUNITY DEVELOPMENT BLOCK GRANT PROGRAM. The motion was carried by a vote of 3-0 with Council Member Cirbo and Mayor Pro Tem Pequeño absent.

8. ANNUAL REVIEW OF DEVELOPMENT AGREEMENTS
Mayor Voigts opened the public hearing. City Manager Rose introduced the item and invited Economic Development/Housing Manager Grijalva to provide a presentation. There were no public comments. There were no questions from Council. Mayor Voigts closed the public hearing.

ACTION: It was moved by Council Member Tettemer, seconded by Council Member Yu, to: 1. Conduct the annual review of Development Agreements between the City and the following parties: a. USA Portola Properties, LLC (“Baldwin”); b. Lennar Homes (“Lennar”); c. Toll Brothers West, Inc. (“Toll Brothers”; 2. Find that Baldwin, Lennar, and Toll Brothers are each in good faith compliance with its respective Development Agreements. The motion was carried by a vote of 3-0 with Council Member Cirbo and Mayor Pro Tem Pequeño absent.

CITY MANAGER'S REPORT: City Manager Rose had nothing further to report.

CITY COUNCIL COMMENTS:

Council Member Tettemer: Council Member Tettemer reported on his attendance at an Angels event hosted by Cox Communications,
Second Harvest Hunger Action Month kickoff event,
State of the District with Orange County Third District Supervisor Don Wagner, and a September 11
Memorial event held by the Orange County Fire
Authority.

Item: 10
24 September 16, 2025 LAKE FOREST CITY COUNCIL MEETING MINUTES Page 5 of 5 Council Member Yu: Council Member Yu reported on his attendance at a September 11 Memorial event at the Richard Nixon
Library. He requested the meeting be adjourned in
memory of Charlie Kirk and the victims of September

11. Mayor Voigts: Mayor Voigts accepted the request from Council Member Yu and thanked staff for their hard work.

ADJOURNMENT: The Regular Meeting of the City Council was adjourned in memory of Charlie Kirk and the victims of September 11 at 7:19 p.m.

Respectfully submitted:

APPROVED:

THY MERRITT SCOTT VOIGTS

ACTING CITY CLERK MAYOR
Item: 10
25 CITY COUNCIL AGENDA REPORT
MEETING DATE: 10/07/2025
DEPARTMENT: Community Development
SUBJECT:

AWARD OF CONTRACT FOR PROFESSIONAL CONSULTING SERVICES –

ANALYSIS OF INDUSTRIAL AND BUSINESS PARK INVENTORY AND TRENDS RECOMMENDED ACTION(S):

1. Award a contract in the amount of $85,910 to Kosmont Companies for Professional Consulting Services – Analysis of Industrial and Business Park Inventory and Trends.

2. Authorize the Mayor to sign and the City Clerk to attest to the agreement with Kosmont Companies substantially in the form attached.

EXECUTIVE SUMMARY:

The City’s General Plan was developed on eight Guiding Principles, including Sense of Community, Quality of Life, Parks, Recreation and Natural Open Space, Vibrant Commercial Centers, Business Opportunities, Mobility, Partnerships, and a Focus on the Future. The General Plan seeks to enhance the City’s reputation as a leading location for high-quality jobs and encourage the expansion of business clusters that provide employment opportunities and add to the City’s revenues.

The City’s 2025-2032 Strategic Business Plan includes a Strategy to develop and implement initiatives that leverage changes in retail, shopping, and business preferences and integrate emerging technology. Specifically, initiative SP #12 in the plan, directs the preparation of an Analysis of the City’s Industrial and Business Park Inventory and Trends. The study will provide an understanding of the current stock of industrial and business park properties which will accommodate future employment needs within the City and surrounding area. The City has approximately 9 million square feet of industrial and business park property. This study follows the Shopping Center Study that was completed in 2025 focusing on the health of retail properties in the City and strategies the City can employ to ensure future vibrancy.

In April of 2025, staff initiated a Request for Qualifications (“RFQ”) procurement process for this analysis. As a result, the City received Item: 11
26 3
6 6
6 qualifications from three firms. However, each proposal exceeded the $50,000 threshold which allows for the approval of a contract by the City Manager through the RFQ process. Staff subsequently initiated a Request for Proposals (“RFP”) process and broadened the advertisement of the proposal availability. The City received proposals from three firms. Prior to the scheduled interviews, one firm withdrew from consideration. The selection committee evaluated the two remaining proposals, conducted interviews and reviewed the cost proposals. Kosmont’s proposal received the highest ranking, reflecting the firm’s expertise and alignment with the City’s objectives.

Staff recommends awarding the proposed Professional Consultant Services Agreement for Analysis of Industrial and Business Park Inventory and Trends (“Agreement”) to Kosmont, with a compensation amount of $85,930. (Attachment 1). Kosmont’s comprehensive approach is supported by favorable references (Attachment 2) and a proven track record working with cities on various land use assessments, including industrial. The proposed Agreement term is for one-year with two optional one-year extensions. The proposed Agreement was prepared by the Community Development department and approved as to form by the City Attorney. The 2025-2027 Operating Budget includes sufficient funds for the services.

BACKGROUND:

The City’s adopted General Plan seeks to enhance the City’s reputation as a leading location for high-quality jobs and to encourage the expansion of business clusters that provide employment opportunities and add to the City’s revenues.

The City’s 2025-2032 Strategic Business Plan includes a Strategy to develop and implement initiatives that leverage changes in retail, shopping, and business preferences and integrate emerging technology. Specifically, initiative SP #12 in the plan, directs the preparation of an Analysis of the City’s Industrial and Business Park Inventory and Trends. The study will provide an understanding of the current stock of industrial and business park properties which will accommodate future employment needs within the City and surrounding area.

DISCUSSION:

The City Manager reviewed and approved an RFQ for the Analysis of Industrial and Business Park Inventory and Trends, which was released on April 9, 2025.

The RFQ process allows the City Manager to approve a contract for up to $50,000. Although the RFQ was widely available on the City’s procurement Item: 11
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6 platform, OpenGov, little interest was generated due to the uniqueness of the subject matter. The deadline for submittal was extended an additional week to May 7, 2025. Three proposals were submitted by the following firms:
Ware Malcolm
Scopum IT Services Inc.
Smart Location Analytics LLC
Each of the cost proposals for the RFQ exceeded the $50,000 threshold for City Manager approval. Therefore, staff re-solicited the project as an RFP, which would allow for the consideration of a higher compensation amount. The City released the RFP on the OpenGov platform on May 27, 2025. As with the previous RFQ, the RFP garnered limited interest, and staff extended the submission deadline for an additional three weeks. According to the analytics available on OpenGov, the RFP generated 597 views, and 25 firms downloaded the files associated with the procurement. Ultimately, three firms submitted proposals:
Ware Malcolm
Kosmont Companies
Blackbridge Consulting
Consistent with the City’s Purchasing and Contracting Guidelines (“Purchasing Guidelines”), staff assembled a selection committee approved by the City Manager to review the proposals and participate in the interview phase of the selection process. The selection committee was comprised of the following staff:
Director of Community Development, Community Development Manager of Economic Development and Housing, City Manager’s Office Assistant Director of Public Works, Public Works
Review Process:

The review process is comprised of three phases: the Technical Review of written proposals, the Qualifications Interview, and the Revised Cost Proposal evaluation. A firm must receive an average of 60 points (60%) or higher, in the Technical Review phase to move on to the Qualifications Interview phase. All three firms scored at least a 60-point average score from the Technical Proposal Review. The results of the Technical Review phase are summarized in Table 1 below:

Item: 11
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6 Table 1: Technical Review Phase Scoring
Firm Technical Review Rater Total (Max Score
100)
1 2 3
Blackbridge
Consulting

61.5 66 92 73.17
Kosmont Companies 67.5 74.5 84 75.33
Ware Malcomb 67 66.5 89.5 74.33
Pursuant to the City’s Purchasing Guidelines, the City invited the three firms for an interview to discuss their respective approach to the project. However, prior to the interview, one of the firms, Blackbridge Consulting, withdrew from the selection process and did not participate in interview phase. Following the Qualifications Interviews and subsequent scoring by the Selection Committee, the Purchasing Coordinator reviewed the cost proposals. The Qualifications Interview and Cost Proposal Evaluation phase scoring is reflected in Table 2.

Table 2: Interview and Costing Review
Firm Technical Review Rater Total (Max Score
200)
1 2 3
Kosmont Companies 161 168.2 165.8 165
Ware Malcomb 162.4 152 152 155.47
Including the cost proposal component, Kosmont received the highest ranking in the proposal review process. Table 3 shows the total cost for the firms that made it to the Qualifications Interview and Cost Proposal Evaluation phase.

Table 3: Proposed Compensation
Firm Total
Compensation
Kosmont Companies $85,910
Ware Malcomb $70,000
Recommend Consultant – Kosmont:

Kosmont is a real estate, financial advisory and economic development services firm offering a full range of services including real estate and financial advisory; economic development strategies; public/ private project transactions; sustainable infrastructure; housing projects; and market studies and economic analysis for the public, non-profit, and private sectors. Founded in 1986, Kosmont is a nationally recognized expert in economic development, public/ private finance, and real estate development projects involving government and private sector partnerships.

Item: 11
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6 Staff believes the firm’s allocation of resources, project management schedule, and experienced personnel differentiated Kosmont from the other proposer. The project team includes key personnel, including the President and Project Manager, with experience working with several California and South County clients evaluating industrial properties. Staff conducted a reference check with other local agencies that have contracted Kosmont for related analysis or studies. Staff found the reference check to be positive and overall indicative of an effective and useful service offering (Attachment 2).

Proposed Agreement
Staff recommends the City Council award the proposed Agreement to Kosmont with a compensation amount of $85,910. The Agreement was prepared by Community Development staff and has been reviewed by the City Attorney and approved as to form. The term of the Agreement is for one-year with two optional one-year extensions. Staff anticipates that it will take approximately 9 months to complete the initial deliverables outlined in the Scope of Work. Should the City Council choose to award the proposed Agreement with Kosmont, staff would begin the analysis.

FISCAL IMPACT:

The proposed Agreement includes a total compensation amount of $85,910. The term of the Agreement is for one year with two optional one-year extensions.

Sufficient funds are included in the 2025-2027 Operating Budget to cover the costs of the recommended action.

ATTACHMENTS:

1. Professional Services Agreement with Kosmont Companies- Analysis of Industrial and Business Park Inventory and Trends

2. Reference Check for Kosmont Companies
Initiated By: Arianna Young, Management Analyst
Submitted By: Gayle Ackerman, Director of Community Development Approved By: Debra D. Rose, City Manager
Item: 11
30 ANALYSIS OF INDUSTRIAL AND BUSINESS PARK INVENTORY AND TRENDS
(2025-071)

City of Lake Forest
100 Civic Center Dr.

Lake Forest, CA 92630

Docusign Envelope ID: 53DECFEE-9D2A-4EC0-8D1A-FC7EE817D7D4 Item: 11
31 City of Lake Forest
Professional Consultant Services Agreement
Analysis of Industrial and Business Park Inventory and Trends I. PARTIES AND DATE. ................................ ................................ ..............

II. RECITALS. ................................ ................................ ..............................

III. TERMS................................. ................................ ................................ ..

IV. SIGNATURES. ................................ ................................ ........................

V. EXHIBIT "A" SCOPE OF SERVICES ................................ ...........................

VI. EXHIBIT "B" - SCHEDULE OF SERVICES ................................ ..................

VII. EXHIBIT "C" - COMPENSATION ................................ ..............................

VIII. EXHIBIT "D" - INSURANCE REQUIREMENTS ................................ ...........

Docusign Envelope ID: 53DECFEE-9D2A-4EC0-8D1A-FC7EE817D7D4 Item: 11
32 Title: Analysis of Industrial and Business Park Inventory and Trends 3 1. PARTIES AND DATE.

This Agreement is made and entered into this [***INSERT DAY***] day of [***INSERT MONTH***], [***INSERT YEAR***], by and between the City of Lake Forest, a municipal corporation, organized under the laws of the State of California, with its principal place of business at 100 Civic Center Drive, Lake Forest, California 92630 (“City”) and Kosmont and Associates, Inc., dba Kosmont Companies, a California Corporation (Inc.) , with its principal place of business at 2301 Rosecrans Ave, Suite 4140, El Segundo, CA 90245 (“Consultant”). City and Consultant are sometimes individually referred to herein as “Party” and collectively as “Parties.”
Docusign Envelope ID: 53DECFEE-9D2A-4EC0-8D1A-FC7EE817D7D4 Item: 11
33 Title: Analysis of Industrial and Business Park Inventory and Trends 4 2. RECITALS.

2.1. Consultant.

Consultant desires to perform and assume responsibility for the provision of certain professional Industrial and Business Park Inventory and Trends consulting services for an Industrial and Business Park Inventory and Trends Analysis required by the City on the terms and conditions set forth in this Agreement. Consultant represents that it is experienced in providing professional consulting services for an Industrial and Business Park Inventory and Trends Analysis to public clients, is licensed in the State of California, and is familiar with the plans of City.

2.2. Project.

City desires to engage Consultant to render such professional consulting services for the Industrial and Business Park Inventory and Trends Analysis project ("Project") as set forth in this Agreement.

Docusign Envelope ID: 53DECFEE-9D2A-4EC0-8D1A-FC7EE817D7D4 Item: 11
34 Title: Analysis of Industrial and Business Park Inventory and Trends 5 3. TERMS.

3.1. Scope of Services and Term.

3.1.1 General Scope of Services. Consultant promises and agrees to furnish to the City all labor, materials, tools, equipment, services, and incidental and customary work necessary to fully and adequately supply the professional consulting services for an Industrial and Business Park Inventory and Trends Analysis necessary for the Project ("Services"). The Services are more particularly described in Exhibit "A" attached hereto and incorporated herein by reference. All Services shall be subject to, and performed in accordance with, this Agreement, the exhibits attached hereto and incorporated herein by reference, and all applicable local, state and federal laws, rules and regulations.

3.1.2 Term. The term of this Agreement shall be from October 8, 2025 to October 7, 2026, unless earlier terminated as provided herein. The City shall have the unilateral option, at its sole discretion, to renew this Agreement annually for no more than two (2) additional one-year terms.

Consultant shall complete the Services within the term of this Agreement, and shall meet any other established schedules and deadlines.

3.2. Responsibilities of Consultant.

3.2.1 Independent Contractor; Control and Payment of Subordinates. The Services shall be performed by Consultant or under its supervision. Consultant will determine the means, methods and details of performing the Services subject to the requirements of this Agreement. City retains Consultant on an independent contractor basis and not as an employee. Consultant retains the right to perform similar or different services for others during the term of this Agreement. Any additional personnel performing the Services under this Agreement on behalf of Consultant shall also not be employees of City and shall at all times be under Consultant's exclusive direction and control. Neither City, nor any of its officials, officers, directors, employees or agents shall have control over the conduct of Consultant or any of Consultant's officers, employees, or agents, except as set forth in this Agreement. Consultant shall pay all wages, salaries, and other amounts due such personnel in connection with their performance of Services under this Agreement and as required by law. Consultant shall be responsible for all reports and obligations respecting such additional personnel, including, but not limited to: social security taxes, income tax withholding, unemployment insurance, disability insurance, and workers' compensation insurance.

3.2.2 Schedule of Services. Consultant shall perform the Services expeditiously, within the term of this Agreement, and in accordance with the Schedule of Services set forth in Exhibit "B" attached hereto and incorporated herein by reference. Consultant represents that it has the professional and technical personnel required to perform the Services in conformance with such conditions. In order to facilitate Consultant's conformance with the Schedule, City shall respond to Consultant's submittals in a timely manner. Upon request of City, Consultant shall provide a more detailed schedule of anticipated performance to meet the Schedule of Services.

3.2.3 Conformance to Applicable Requirements. All work prepared by Consultant shall be subject to the approval of City.

Docusign Envelope ID: 53DECFEE-9D2A-4EC0-8D1A-FC7EE817D7D4 Item: 11
35 Title: Analysis of Industrial and Business Park Inventory and Trends 6 3.2.4 Substitution of Key Personnel. Consultant has represented to City that certain key personnel will perform and coordinate the Services under this Agreement. Should one or more of such personnel become unavailable, Consultant may substitute other personnel of at least equal competence upon written approval of City. In the event that City and Consultant cannot agree as to the substitution of key personnel, City shall be entitled to terminate this Agreement for cause. As discussed below, any personnel who fail or refuse to perform the Services in a manner acceptable to the City, or who are determined by the City to be uncooperative, incompetent, a threat to the adequate or timely completion of the Project or a threat to the safety of persons or property, shall be promptly removed from the Project by the Consultant at the request of the City. The key personnel for performance of this Agreement are as follows: Andrew Perez, Vice President.

3.2.5 City's Representative. The City hereby designates Gayle Ackerman, Director of Community Development, or his/her designee, to act as its representative in all matters pertaining to the administration and performance of this Agreement ("City's Representative"). City's Representative shall have the power to act on behalf of the City for review and approval of all products submitted by Consultant but not the authority to enlarge the Scope of Work or change the total compensation due to Consultant under this Agreement. The City Manager shall be authorized to act on City's behalf and to execute all necessary documents which enlarge the Scope of Work or change the Consultant's total compensation subject to the provisions contained in Section 3.3 of this Agreement. Consultant shall not accept direction or orders from any person other than the City Manager, City's Representative or his/her designee.

3.2.6 Consultant's Representative. Consultant hereby designates Ken Hira, President, or his/her designee, to act as its representative for the performance of this Agreement ("Consultant's Representative"). Consultant's Representative shall have full authority to represent and act on behalf of the Consultant for all purposes under this Agreement. The Consultant's Representative shall supervise and direct the Services, using his/her best skill and attention, and shall be responsible for all means, methods, techniques, sequences, and procedures and for the satisfactory coordination of all portions of the Services under this Agreement.

3.2.7 Coordination of Services. Consultant agrees to work closely with City staff in the performance of Services and shall be available to City's staff, consultants and other staff at all reasonable times.

3.2.8 Standard of Care; Performance of Employees. Consultant shall perform all Services under this Agreement in a skillful and competent manner, consistent with the standards generally recognized as being employed by professionals in the same discipline in the State of California. Consultant represents and maintains that it is skilled in the professional calling necessary to perform the Services. Consultant warrants that all employees and subconsultants shall have sufficient skill and experience to perform the Services assigned to them. Finally, Consultant represents that it, its employees and subconsultants have all licenses, permits, qualifications and approvals of whatever nature that are legally required to perform the Services, and that such licenses and approvals shall be maintained throughout the term of this Agreement. As provided for in the indemnification provisions of this Agreement, Consultant shall perform, at its own cost and expense and without reimbursement from the City, any services necessary to correct errors or omissions which are caused by the Consultant's failure to comply with the standard of care provided for herein. Any employee of the Consultant or its Docusign Envelope ID: 53DECFEE-9D2A-4EC0-8D1A-FC7EE817D7D4 Item: 11
36 Title: Analysis of Industrial and Business Park Inventory and Trends 7 sub-consultants who is determined by the City to be uncooperative, incompetent, a threat to the adequate or timely completion of the Project, a threat to the safety of persons or property, or any employee who fails or refuses to perform the Services in a manner acceptable to the City, shall be promptly removed from the Project by the Consultant and shall not be re employed to perform any of the Services or to work on the Project.

3.2.9 Laws and Regulations. Consultant shall keep itself fully informed of and in compliance with all local, state and federal laws, rules and regulations in any manner affecting the performance of the Project or the Services, including all Cal/OSHA requirements, and shall give all notices required by law. Consultant shall be liable for all violations of such laws and regulations in connection with Services. If Consultant performs any work knowing it to be contrary to such laws, rules and regulations, Consultant shall be solely responsible for all costs arising therefrom. Consultant shall defend, indemnify and hold City, its officials, directors, officers, employees, agents, and volunteers free and harmless, pursuant to the indemnification provisions of this Agreement, from any claim or liability arising out of any failure or alleged failure to comply with such laws, rules or regulations.

3.2.10 Safety. Consultant shall execute and maintain its work so as to avoid injury or damage to any person or property. In carrying out its Services, the Consultant shall at all times be in compliance with all applicable local, state and federal laws, rules and regulations, and shall exercise all necessary precautions for the safety of employees appropriate to the nature of the work and the conditions under which the work is to be performed. Safety precautions, where applicable, shall include, but shall not be limited to: (A) adequate life protection and lifesaving equipment and procedures; (B) instructions in accident prevention for all employees and subconsultants, such as safe walkways, scaffolds, fall protection ladders, bridges, gang planks, confined space procedures, trenching and shoring, equipment and other safety devices, equipment and wearing apparel as are necessary or lawfully required to prevent accidents or injuries; and (C) adequate facilities for the proper inspection and maintenance of all safety measures.

3.2.11 Insurance. Consultant agrees to procure and maintain, at Consultant’s expense all insurance specified in Exhibit “D” attached hereto and by this reference incorporated herein. Consultant shall require all subconsultants to carry the same policies and limits of insurance that the Consultant is required to maintain, unless otherwise approved in writing by the City.

3.2.12 Water Quality Management and Compliance.

3.2.12.1 Storm Water Management. Storm, surface, nuisance, or other waters may be encountered at various times during the Services. Consultant hereby acknowledges that it has investigated the risk arising from such waters, and assumes any and all risks and liabilities arising therefrom.

3.2.12.2 Compliance with Water Quality Laws, Ordinances and Regulations. Consultant shall keep itself and all subcontractors, staff, and employees fully informed of and in compliance with all local, state and federal laws, rules and regulations that may impact, or be implicated by the performance of the Services including, without limitation, all applicable provisions of the City’s ordinances regulating water quality and storm water; the Federal Water Pollution Control Act (33 U.S.C. § 1251, et seq.); the California Porter-Cologne Water Quality Control Act (Water Code § 13000 et seq.); and any and all regulations, policies, or permits issued pursuant to any such authority. Consultant must additionally comply with the lawful requirements of the City, and any other Docusign Envelope ID: 53DECFEE-9D2A-4EC0-8D1A-FC7EE817D7D4 Item: 11
37 Title: Analysis of Industrial and Business Park Inventory and Trends 8 municipality, drainage district, or other local agency with jurisdiction over the location where the Services are to be conducted, regulating water quality and storm water discharges.

3.2.12.3 Compliance with DAMP and LIP. In addition to compliance with the laws, ordinances and regulations listed in Section 3.2.12.2 of this Agreement, Consultant must comply with all applicable requirements of the Orange County Drainage Area Management Plan (“DAMP”), the City of Lake Forest Local Implementation Plan (“LIP”) and the applicable Water Quality Management Plan (“WQMP”). The DAMP contains requirements related to design and construction of public projects. Consultant must be familiar the DAMP, and the LIP and comply with the requirements as specified therein.

A copy of the DAMP is available on the internet at:
http://www.ocwatersheds.com/documents/damp/mapplan
A copy of the LIP is available on the internet at:
http://www.lakeforestca.gov/296/Local-Implementation-Plan-LIP

3.2.12.4 Standard of Care. Consultant warrants that all employees and subcontractors shall have sufficient skill and experience to perform the work assigned to them without impacting water quality in violation of the laws, regulations and policies described in Sections 3.2.12.2 and 3.2.12.3 of this Agreement. Consultant further warrants that it, its employees and subcontractors have or will receive adequate training, as determined by the City, regarding these requirements as they may relate to the Services.

3.2.12.5 Liability for Non-compliance.
(A) Indemnity: Failure to comply with laws, regulations, and ordinances listed in Sections 3.2.12.2 and 3.2.12.3 of this Agreement is a violation of federal and state law. Notwithstanding any other indemnity contained in this Agreement, Consultant agrees to indemnify and hold harmless the City, its officials, officers, agents, employees and authorized volunteers from and against any and all claims, demands, losses or liabilities of any kind or nature which the City, its officials, officers, agents, employees and authorized volunteers may sustain or incur for noncompliance with the laws, regulations, and ordinances listed above, arising out of or in connection with the Services, except for liability resulting from the sole established negligence, willful misconduct or active negligence of the City, its officials, officers, agents, employees or authorized volunteers. (B) Defense: City reserves the right to defend any enforcement action or civil action brought against the City for Consultant’s failure to comply with any applicable water quality law, regulation, or policy. Consultant hereby agrees to be bound by, and to reimburse the City for the costs associated with, any settlement reached between the City and the relevant enforcement entity. (C) Damages: City may seek damages from Consultant for delay in completing the Services caused by Consultant’s failure to comply with the laws, regulations and policies described in Sections 3.2.12.2 and 3.2.12.3 of this Agreement, or any other relevant water quality law, regulation, or policy. regulation, or policy.

Docusign Envelope ID: 53DECFEE-9D2A-4EC0-8D1A-FC7EE817D7D4 Item: 11
38 Title: Analysis of Industrial and Business Park Inventory and Trends 9 3.3. Fees and Payments.

3.3.1 Compensation. Consultant shall receive compensation, including authorized reimbursements, for all Services rendered under this Agreement at the rates set forth in Exhibit "C" attached hereto and incorporated herein by reference. The total compensation shall not exceed EIGHTY FIVE THOUSAND NINE HUNDRED TEN DOLLARS ($85,910.00) without written approval of the City Council or City Manager as applicable. Extra Work may be authorized, as described below, and if authorized, will be compensated at the rates and manner set forth in this Agreement.

3.3.2 Payment of Compensation. Consultant shall submit to City a monthly invoice which indicates work completed and hours of Services rendered by Consultant. The invoice shall describe the amount of Services provided since the initial commencement date, or since the start of the subsequent billing periods, as appropriate, through the date of the invoice. City shall, within 30 days of receiving such invoice, review the invoice and pay all non-disputed and approved charges thereon. If the City disputes any of Consultant's fees, the City shall give written notice to Consultant within thirty (30) days of receipt of an invoice of any disputed fees set forth therein.

3.3.3 Reimbursement for Expenses. Consultant shall not be reimbursed for any expenses unless authorized in writing by City, or included in Exhibit "C" of this Agreement.

3.3.4 Extra Work. At any time during the term of this Agreement, City may request that Consultant perform Extra Work. As used herein, "Extra Work" means any work which is determined by City to be necessary for the proper completion of the Project, but which the Parties did not reasonably anticipate would be necessary at the execution of this Agreement. Consultant shall not perform, nor be compensated for, Extra Work without written authorization from the City.

3.3.5 Rate Increases. In the event that this Agreement is renewed pursuant to Section 3.1.2, the rate set forth in Exhibit “C” may be adjusted each year at the time of renewal as set forth in Exhibit “C.”

3.4. Labor Code Requirements.

3.4.1 Prevailing Wages. Consultant is aware of the requirements of California Labor Code Section 1720, et seq., and 1770, et seq., as well as California Code of Regulations, Title 8, Section 16000, et seq., ("Prevailing Wage Laws"), which require the payment of prevailing wage rates and the performance of other requirements on "public works" and "maintenance" projects. If the Services are being performed as part of an applicable "public works" or "maintenance" project, as defined by the Prevailing Wage Laws, and since the total compensation is $1,000 or more, Consultant agrees to fully comply with such Prevailing Wage Laws. City shall provide Consultant with a copy of the prevailing rates of per diem wages in effect at the commencement of this Agreement. Consultant shall make copies of the prevailing rates of per diem wages for each craft, classification or type of worker needed to execute the Services available to interested parties upon request, and shall post copies at the Consultant's principal place of business and at the project site. It is the intent of the parties to effectuate the requirements of sections 1771, 1774, 1775, 1776, 1777.5, 1813, and 1815 of the Labor Code within this Agreement, and Consultant shall therefore comply with such Labor Code sections to the fullest extent required by law. Consultant shall defend, indemnify and hold the City, its officials, officers, employees, Docusign Envelope ID: 53DECFEE-9D2A-4EC0-8D1A-FC7EE817D7D4 Item: 11
39 Title: Analysis of Industrial and Business Park Inventory and Trends 10 agents, and volunteers free and harmless from any claim or liability arising out of any failure or alleged failure to comply with the Prevailing Wage Laws.

3.4.2 Registration. If the Services are being performed as part of an applicable “public works” or “maintenance” project, in addition to the foregoing, then pursuant to Labor Code sections 1725.5 and 1771.1, the Consultant and all subconsultants must be registered with the Department of Industrial Relations (“DIR”). Consultant shall maintain registration for the duration of the project and require the same of any subconsultants. This project may also be subject to compliance monitoring and enforcement by the DIR. It shall be Contractor’s sole responsibility to comply with all applicable registration and labor compliance requirements, including the submission of payroll records directly to the DIR.

3.5. Accounting Records.

3.5.1 Maintenance and Inspection. Consultant shall maintain complete and accurate records with respect to all costs and expenses incurred under this Agreement. All such records shall be clearly identifiable. Consultant shall allow a representative of City during normal business hours to examine, audit, and make transcripts or copies of such records and any other documents created pursuant to this Agreement. Consultant shall allow inspection of all work, data, documents, proceedings, and activities related to the Agreement for a period of three (3) years from the date of final payment under this Agreement.

3.6. General Provisions.

3.6.1 Termination of Agreement.

3.6.1.1 Grounds for Termination. City may, by written notice to Consultant, terminate the whole or any part of this Agreement at any time and without cause by giving written notice to Consultant of such termination, and specifying the effective date thereof, at least seven (7) days before the effective date of such termination. Upon termination, Consultant shall be compensated only for those services which have been adequately rendered to City, and Consultant shall be entitled to no further compensation. Consultant may not terminate this Agreement except for cause.

3.6.1.2 Effect of Termination. If this Agreement is terminated as provided herein, City may require Consultant to provide all finished or unfinished Documents and Data and other information of any kind prepared by Consultant in connection with the performance of Services under this Agreement. Consultant shall be required to provide such document and other information within fifteen (15) days of the request.

3.6.1.3 Additional Services. In the event this Agreement is terminated in whole or in part as provided herein, City may procure, upon such terms and in such manner as it may determine appropriate, services similar to those terminated.

3.6.1.4 Delivery of Notices. All notices permitted or required under this Agreement shall be given to the respective parties at the following address, or at such other address as the respective parties may provide in writing for this purpose:

Consultant: Kosmont and Associates, Inc., dba Kosmont Companies 1601 N. Sepulveda Blvd. #382
Docusign Envelope ID: 53DECFEE-9D2A-4EC0-8D1A-FC7EE817D7D4 Item: 11
40 Title: Analysis of Industrial and Business Park Inventory and Trends 11 Manhattan Beach, CA 90266
ATTN: Ken K. Hira, President
City: City of Lake Forest
100 Civic Center Drive
Lake Forest, CA 92630
ATTN: City Clerk
Such notice shall be deemed made when personally delivered or when mailed, forty-eight (48) hours after deposit in the U.S. Mail, first class postage prepaid and addressed to the party at its applicable address. Actual notice shall be deemed adequate notice on the date actual notice occurred, regardless of the method of service.

3.6.2 Ownership of Materials and Confidentiality.

3.6.2.1 Documents & Data; Licensing of Intellectual Property. This Agreement creates a non exclusive and perpetual license for City to copy, use, modify, reuse, or sublicense any and all copyrights, designs, and other intellectual property embodied in plans, specifications, studies, drawings, estimates, and other documents or works of authorship fixed in any tangible medium of expression, including but not limited to, physical drawings or data magnetically or otherwise recorded on computer diskettes, which are prepared or caused to be prepared by Consultant under this Agreement ("Documents & Data"). Consultant shall require all subconsultants to agree in writing that City is granted a non exclusive and perpetual license for any Documents & Data the subconsultant prepares under this Agreement. Consultant represents and warrants that Consultant has the legal right to license any and all Documents & Data. Consultant makes no such representation and warranty in regard to Documents & Data which were prepared by design professionals other than Consultant or provided to Consultant by the City. City shall not be limited in any way in its use of the Documents & Data at any time, provided that any such use not within the purposes intended by this Agreement shall be at City's sole risk.

3.6.2.2 Confidentiality. All ideas, memoranda, specifications, plans, procedures, drawings, descriptions, computer program data, input record data, written information, and other Documents & Data either created by or provided to Consultant in connection with the performance of this Agreement shall be held confidential by Consultant. Such materials shall not, without the prior written consent of City, be used by Consultant for any purposes other than the performance of the Services. Nor shall such materials be disclosed to any person or entity not connected with the performance of the Services or the Project. Nothing furnished to Consultant which is otherwise known to Consultant or is generally known, or has become known, to the related industry shall be deemed confidential. Consultant shall not use City's name or insignia, photographs of the Project, or any publicity pertaining to the Services or the Project in any magazine, trade paper, newspaper, television or radio production or other similar medium without the prior written consent of City.

3.6.2.3 Confidential Information. The City shall refrain from releasing Consultant’s proprietary information ("Proprietary Information") unless the City's legal counsel determines that the release of the Proprietary Information is required by the California Public Records Act or other applicable state or federal law, or order of a court of competent jurisdiction, in which case the City shall notify Consultant of its intention to release Proprietary Information. Consultant shall have five (5) Docusign Envelope ID: 53DECFEE-9D2A-4EC0-8D1A-FC7EE817D7D4 Item: 11
41 Title: Analysis of Industrial and Business Park Inventory and Trends 12 working days after receipt of the Release Notice to give City written notice of Consultant's objection to the City's release of Proprietary Information. Consultant shall indemnify, defend and hold harmless the City, and its officers, directors, employees, and agents from and against all liability, loss, cost or expense (including attorney’s fees) arising out of a legal action brought to compel the release of Proprietary Information. City shall not release the Proprietary Information after receipt of the Objection Notice unless either: (1) Consultant fails to fully indemnify, defend (with City's choice of legal counsel), and hold City harmless from any legal action brought to compel such release; and/or (2) a final and non- appealable order by a court of competent jurisdiction requires that City release such information.

3.6.3 Cooperation; Further Acts. The Parties shall fully cooperate with one another, and shall take any additional acts or sign any additional documents as may be necessary, appropriate or convenient to attain the purposes of this Agreement.

3.6.4 Attorney's Fees. If either party commences an action against the other party, either legal, administrative or otherwise, arising out of or in connection with this Agreement, the prevailing party in such litigation shall be entitled to have and recover from the losing party reason¬able attorney's fees and all other costs of such action.

3.6.5 Indemnification.

To the fullest extent permitted by law, Consultant shall defend (with counsel of City’s choosing), indemnify and hold the City, its officials, officers, employees, volunteers and agents free and harmless from any and all claims, demands, causes of action, costs, expenses, liability, loss, damage or injury of any kind, in law or equity, to property or persons, including wrongful death, in any manner arising out of, pertaining to, or incident to any alleged acts, errors or omissions, or willful misconduct of Consultant, its officials, officers, employees, subcontractors, consultants or agents in connection with the performance of the Consultant's Services, or this Agreement, including the payment of all damages, expert witness fees and reasonable attorneys fees and other related costs and expenses.

If Consultant’s obligation to defend, indemnify, and/or hold harmless arises out of Consultant’s performance as a “design professional” (as that term is defined under Civil Code section 2782.8), then, and only to the extent required by Civil Code section 2782.8, which is fully incorporated herein, Consultant’s indemnification obligation shall be limited to claims that arise out of, pertain to, or relate to the negligence, recklessness, or willful misconduct of the Consultant, and, upon Consultant obtaining a final adjudication by a court of competent jurisdiction, Consultant’s liability for such claim, including the cost to defend, shall not exceed the Consultant’s proportionate percentage of fault.

3.6.6 Entire Agreement. This Agreement contains the entire Agreement of the parties with respect to the subject matter hereof, and supersedes all prior negotiations, understandings or agreements. This Agreement may only be modified by a writing signed by both parties.

3.6.7 Governing Law. This Agreement shall be governed by the laws of the State of California. Venue shall be in Orange County.

3.6.8 Time of Essence. Time is of the essence for each and every provision of this Agreement.

3.6.9 City's Right to Employ Other Consultants. City reserves right to employ other consultants in connection with this Project.

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42 Title: Analysis of Industrial and Business Park Inventory and Trends 13 3.6.10 Successors and Assigns. This Agreement shall be binding on the successors and assigns of the parties.

3.6.11 Assignment or Transfer. Consultant shall not assign, hypothecate, or transfer, either directly or by operation of law, this Agreement or any interest herein without the prior written consent of the City. Any attempt to do so shall be null and void, and any assignees, hypothecates or transferees shall acquire no right or interest by reason of such attempted assignment, hypothecation or transfer.

3.6.12 Construction; References; Captions. Since the Parties or their agents have participated fully in the preparation of this Agreement, the language of this Agreement shall be construed simply, according to its fair meaning, and not strictly for or against any Party. Any term referencing time, days or period for performance shall be deemed calendar days and not work days. All references to Consultant include all personnel, employees, agents, and subconsultants of Consultant, except as otherwise specified in this Agreement. All references to City include its elected officials, officers, employees, agents, and volunteers except as otherwise specified in this Agreement. The captions of the various articles and paragraphs are for convenience and ease of reference only, and do not define, limit, augment, or describe the scope, content, or intent of this Agreement.

3.6.13 Amendment; Modification. No supplement, modification, or amendment of this Agreement shall be binding unless executed in writing and signed by both Parties.

3.6.14 Waiver. No waiver of any default shall constitute a waiver of any other default or breach, whether of the same or other covenant or condition. No waiver, benefit, privilege, or service voluntarily given or performed by a Party shall give the other Party any contractual rights by custom, estoppel, or otherwise.

3.6.15 No Third-Party Beneficiaries. There are no intended third party beneficiaries of any right or obligation assumed by the Parties.

3.6.16 Invalidity; Severability. If any portion of this Agreement is declared invalid, illegal, or otherwise unenforceable by a court of competent jurisdiction, the remaining provisions shall continue in full force and effect.

3.6.17 Prohibited Interests. Consultant maintains and warrants that it has not employed nor retained any company or person, other than a bona fide employee working solely for Consultant¬, to solicit or secure this Agreement. Further, Consultant warrants that it has not paid nor has it agreed to pay any company or person, other than a bona fide employee working solely for Consultant, any fee, commission, percentage, brokerage fee, gift or other consideration contingent upon or resulting from the award or making of this Agreement. For breach or violation of this warranty, City shall have the right to rescind this Agreement without liability. For the term of this Agreement, no member, officer or employee of City, during the term of his or her service with City, shall have any direct interest in this Agreement, or obtain any present or anticipated material benefit arising therefrom.

3.6.18 Equal Opportunity Employment. Consultant represents that it is an equal opportunity employer and it shall not discriminate against any subconsultant, employee or applicant for employment because of race, religion, color, national origin, handicap, ancestry, sex or age. Such non-discrimination shall include, but not be limited to, all activities related to initial employment, upgrading, demotion, transfer, recruitment or recruitment advertising, layoff or termination. Consultant shall also comply Docusign Envelope ID: 53DECFEE-9D2A-4EC0-8D1A-FC7EE817D7D4 Item: 11
43 Title: Analysis of Industrial and Business Park Inventory and Trends 14 with all relevant provisions of City's Minority Business Enterprise program, Affirmative Action Plan or other related programs or guidelines currently in effect or hereinafter enacted.

3.6.19 Labor Certification. By its signature hereunder, Consultant certifies that it is aware of the provisions of Section 3700 of the California Labor Code which require every employer to be insured against liability for Worker's Compensation or to undertake self-insurance in accordance with the provisions of that Code, and agrees to comply with such provisions before commencing the performance of the Services.

3.6.20 Authority to Enter Agreement. Consultant has all requisite power and authority to conduct its business and to execute, deliver, and perform the Agreement. Each Party warrants that the individuals who have signed this Agreement have the legal power, right, and authority to make this Agreement and bind each respective Party.

3.6.21 Counterparts. This Agreement may be signed in counterparts, each of which shall constitute an original.

3.7. Subcontracting.

3.7.1 Prior Approval Required. Consultant shall not subcontract any portion of the work required by this Agreement, except as expressly stated herein, without prior written approval of City. Subcontracts, if any, shall contain a provision making them subject to all provisions stipulated in this Agreement.

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44 Title: Analysis of Industrial and Business Park Inventory and Trends 15 4. SIGNATURES.

4.1. SIGNATURES.

CITY OF LAKE FOREST Kosmont and Associates, Inc., dba Kosmont Companies
By: [AUTHORIZED CITY SIGNATURE]

Scott Voigts
Mayor
By: [VENDOR SIGNATURE 1]

Larry J. Kosmont
CEO
[If Corporation, TWO SIGNATURES,
President OR Vice President AND Secretary
OR Treasurer REQUIRED]
ATTEST:

By: [CITY CLERK SIGNATURE]

Thy Merritt
Acting City Clerk
By: [VENDOR SIGNATURE 2]

Kelly Aguilar
Secretary (Corporation or LLC)
APPROVED AS TO FORM:

By: [CITY ATTORNEY SIGNATURE]

Best Best & Krieger LLP
City Attorney

[CONTRACT ADMINISTRATOR APPROVAL]
[PROJECT MANAGER APPROVAL]
[CITY CLERK - INSURANCE APPROVAL]
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45 Title: Analysis of Industrial and Business Park Inventory and Trends 16 5. EXHIBIT "A" SCOPE OF SERVICES

5.1. EXHIBIT "A" SCOPE OF SERVICES
Consultant shall provide the following Industrial and Business Park Inventory and Trends professional consulting services relative to the City's Analysis of Industrial and Business Park Inventory and Trends project.

Approach to Tasks: The prospective assignment and consulting services that Kosmont will provide will be of a relatively limited scope and duration, and advisory in nature. Kosmont will be making recommendations only, which advise the Client and jurisdictions, including its elected officials, appointed officials and staff, which they can accept or reject. None of Kosmont's staff will act in a capacity as an elected official, nor appointed official, nor as staff, nor as serving in a "designated" position.

Task 1: Project Orientation and Coordination
Kosmont will meet with City staff to review the scope of work as appropriate, outline project expectations, establish a schedule, gather and review at a high level existing relevant documents (e.g., Community Regulations for Baker Ranch, City General Plan, Kidder Matthews Market Trends, NAIOP Commercial Real Estate Terms and Rules of Thumb for Warehouse Design and the City database), establish appropriate communication protocols, and address questions, issues, and objectives related to the scope.

Kosmont will tour the identified ten (10) Areas following the kickoff meeting. Local Kosmont representatives will be available to attend the meeting in person and other team members may be able to participate virtually through Zoom or Teams teleconference platforms.

Kosmont will schedule regular virtual meetings with City staff to debrief on the analysis progress and issues that may arise.

Task 2: Industrial and Business Park Market Analysis
Existing Industrial/Business Park Areas
Kosmont will gather detailed information on the land acreage, building types, sizes, and tenant types within each of the 10 designated Areas and prepare a summary matrix. Kosmont will acknowledge the impact of the previous U.S. Marines flight path restrictions from the former MCAS El Toro on the industrial stock in terms of building height, size and occupancy restrictions.

Orange County Market Overview
Kosmont will provide a comprehensive overview of industrial and business park trends in the geographic sectors of the Orange County economy for various industrial uses, as well as the current market trends within the City, with special attention given to the ten (10) industrial areas. Kosmont will also compile real estate market data on current / historic trends on distribution warehouse, cold storage manufacturing, light industrial, flex space, and other business park uses. This will include demand and supply conditions, such as inventory, absorption, vacancy, and lease rates within the City and a defined Docusign Envelope ID: 53DECFEE-9D2A-4EC0-8D1A-FC7EE817D7D4 Item: 11
46 Title: Analysis of Industrial and Business Park Inventory and Trends 17 Trade Area. The market analysis for industrial/business park uses will identify and analyze demand by different categories. The analysis will include evaluation of trends in industrial uses and its relationship to e-commerce, logistics, and other uses.

Kosmont will prepare an analysis of the industrial / business park market trends in the Orange County and South Orange County trade areas as a point of comparison with the City’s industrial areas.

Deliverables: Task 2 analyses will be summarized in PowerPoint Presentation format.

Task 3: Owner and Broker Engagement
Kosmont will work with the City to develop a list of staff members, Council members, business groups, real estate brokers, community groups, architects/planners, and other stakeholders who can provide an overview of opportunities and challenges facing the City’s industrial businesses. Kosmont will work with the City to compile a list of industrial businesses including ownership contact information, leasing broker, and physical information about the Properties. From the interviews with key stakeholders, Kosmont will identify needs and challenges faced by businesses, property owners, commercial brokers, lenders, business associations, and government officials.

Kosmont can conduct some in-person meetings and will work with City to plan virtual and in-person meetings, to gather input from stakeholders. Kosmont has successfully utilized web-based survey tools (e.g., Survey Monkey) to gather diverse public input, so we recommend utilizing this tool to reduce cost.

Deliverables: Summary of the Stakeholder comments in PowerPoint presentation format.

Task 4: Strengths, Weaknesses, Opportunities, and Threats (“SWOT”) Based on the findings from Tasks 1-3, Kosmont will prepare a SWOT analysis of the industrial/business park environment at a citywide level and within each designated Area.

Task 5: Industrial Building Typologies
Kosmont will provide a summary of industrial/business park development in Lake Forest by:
• Building Type (Warehouse, logistics, manufacturing, R&D, Flex, storage) • Building parameters (size/SF, height, parking ratios, energy requirement, design features) • Tenant profiles for building types
• Working with local architects and developers, Kosmont will provide a more in-depth discussion of warehouse/distribution facilities, including examples from the Inland Empire, and will include prototype site plans to show how ingress, parking, and loading are handled.

Adaptability of Current Buildings
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47 Title: Analysis of Industrial and Business Park Inventory and Trends 18 Kosmont will interview brokers, developers and architects to provide an assessment of the adaptability of the existing building stock to accommodate future tenants. Kosmont will take into consideration that AB 98 warehouse design standards for new or expanded logistic development facilities, dictates compliance with energy efficiency standards, and puts restrictions on warehouses built near sensitive receptors such as residential, schools, parks, day care, and hospitals.

Regulatory Constraints
Kosmont will research new building codes and other legislation (e.g., AB 98) that may restrict repurposing of existing industrial stock.

Task 6: City Policies
In Kosmont’s experience, the ability to take advantage of economic opportunities depends on effectiveness of government procedures. To address this, Kosmont will review City zoning restrictions such as F.A.R., height limit, parking requirements, and building setbacks to assess impact on new development feasibility, as well as Conditional Use Permit Process, Building permit approval process, and incentive programs (if appropriate).

Task 7: Draft Report (“Industrial & Business Park Report”) Kosmont will prepare a draft of the Industrial & Business Park Report, which will provide a comprehensive overview of the Lake Forest, Orange County, and Southern California industrial market for City staff to review. Following City review and discussion, Kosmont will finalize Report.

Deliverables: Industrial & Business Park Report will be compiled in a written report format and summarized in a PowerPoint Presentation format.

Task 8: Public Presentation
Kosmont will present the report progress and findings in two (2) concise presentations for the City Council.

Deliverables: Executive Summary of the Industrial & Business Park Report for public presentation.

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48 Title: Analysis of Industrial and Business Park Inventory and Trends 19 6. EXHIBIT "B" - SCHEDULE OF SERVICES

6.1. EXHIBIT "B" - SCHEDULE OF SERVICES
The Consultant shall provide the services described in Exhibit “A” Scope of Services based on the anticipated schedule below and as directed by the City.

It is important to note that the Tasks outlined are in approximate order of completion. Kosmont will accelerate or delay certain tasks based on the timing of community outreach and engagement and in collaboration with staff. Kosmont and City will mutually agree on format of meetings, in person and via Zoom, in consideration of available budget and expenses.

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49 Title: Analysis of Industrial and Business Park Inventory and Trends 20 7. EXHIBIT "C" - COMPENSATION

7.1. EXHIBIT "C" - COMPENSATION
Consultant shall be paid for services in accordance with Section 3.3 of the Agreement and as described above under Exhibit “A” Scope of Services and the not to exceed fee of EIGHTY FIVE THOUSAND NINE HUNDRED TEN DOLLARS ($85,910.00). Compensation shall be paid per the following schedule and terms.

Note: Duties may be allocated between tasks and team members as deemed appropriate by Kosmont's Project Manager in order to adequately provide services to the Client and stay within budget. If needed, additional team members may be assigned to work on this project in a support or research role.

In addition to the meetings referenced in the scope, any potential additional meetings or time for meetings will be charged per Kosmont’s hourly rates:

CLASSIFICATION HOURLY RATE
President $425
Sr. Vice President/Sr. Advisor/Sr. Managing Director $395 Vice President/Project Advisor $295
Senior Project Analyst $205
Project Analyst/Project Research $195
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50 Title: Analysis of Industrial and Business Park Inventory and Trends 21 Assistant Project Analyst/Assistant Project Manager $165 Project Promotion/Graphics/GIS Mapping Services $95
Clerical Support $80

Additional Expenses
In addition to professional services (labor fees):
1) An administrative fee for in-house copy, fax, phone, postage costs, digital/technological support and related administrative expenses will be charged, which will be computed at four percent (4.0 %) of monthly Kosmont Companies professional service fees incurred; plus 2) Out-of-pocket expenditures, such as travel and mileage, professional printing, and delivery charges for messenger and overnight packages will be charged at cost. 3) Project/Market data sources for support of evaluation and analysis e.g., ESRI, CoStar/STR, Placer.ai, IMPLAN, ParcelQuest and other based on quoted project cost. 4) If Kosmont retains Third Party Vendor(s) for Client (with Client’s advance approval), fees and cost will be billed to Client at 1.1X (times) fees and costs.
5) Consultant’s attendance or participation at any public meeting, whether such participation is in person, digital, video and/or telephonic (e.g., City Council, Planning Commission, Public Agency Board, other) requested by Client and are beyond those specifically identified in the Scope of Work will be billed at the professional services (hourly) fees as shown on this rate sheet.

Charges for Court/Deposition/Expert Witness-Related Appearances Court-related (non-preparation) activities, such as court appearances, depositions, mediation, arbitration, dispute resolution and other expert witness activities, will be charged at a court rate of 1.5 times scheduled rates, with a 4-hour minimum.

In the event that this Agreement is renewed pursuant to Section 3.1.2, the rates set forth above may be increased or reduced each year at the time of renewal, but any increase shall not exceed the Consumer Price Index, All Urban Consumers, Los Angeles-Long Beach-Anaheim.

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51 Title: Analysis of Industrial and Business Park Inventory and Trends 22 8. EXHIBIT "D" - INSURANCE REQUIREMENTS

8.1. EXHIBIT "D" - INSURANCE REQUIREMENTS

1.1.1 Time for Compliance. Consultant shall not commence work under this Agreement until it has provided evidence satisfactory to the City that it has secured all insurance required under this section. In addition, Consultant shall not allow any subconsultant to commence work on any subcontract until it has provided evidence satisfactory to the City that the subconsultant has secured all insurance required under this section.

1.1.2 Types of Insurance Required. As a condition precedent to the effectiveness of this Agreement for work to be performed hereunder, and without limiting the indemnity provisions of the Agreement, the Consultant, in partial performance of its obligations under such Agreement, shall procure and maintain in full force and effect during the term of the Agreement the following policies of insurance. If the existing policies do not meet the insurance requirements set forth herein, Consultant agrees to amend, supplement or endorse the policies to do so. (A) Commercial General Liability: Commercial General Liability Insurance which affords coverage at least as broad as Insurance Services Office "occurrence" form CG 0001, or the exact equivalent, with limits of not less than $1,000,000 per occurrence and no less than $2,000,000 in the general aggregate. Defense costs shall be paid in addition to the limits. The policy shall contain no endorsements or provisions (1) limiting coverage for contractual liability; (2) excluding coverage for claims or suits by one insured against another (cross-liability); or (3) containing any other exclusion(s) contrary to the terms or purposes of this Agreement.
(B) Automobile Liability Insurance: Automobile Liability Insurance with coverage at least as broad as Insurance Services Office Form CA 0001 covering "Any Auto" (Symbol 1), or the exact equivalent, covering bodily injury and property damage for all activities with limits of not less than $1,000,000 combined limit for each occurrence.
(C) Workers’ Compensation: Workers' Compensation Insurance, as required by the State of California and Employer's Liability Insurance with a limit of not less than $1,000,000 per accident for bodily injury and disease.
(D) Professional Liability (Errors & Omissions): Professional Liability insurance or Errors & Omissions insurance appropriate to Consultant’s profession with limits of not less than $1,000,000. Covered professional services shall specifically include all work to be performed under the Agreement and delete any exclusions that may potentially affect the work to be performed (for example, any exclusions relating to lead, asbestos, pollution, testing, underground storage tanks, laboratory analysis, soil work, etc.). If coverage is written on a claims-made basis, the retroactive date shall precede the effective date of the initial Agreement and continuous coverage will be maintained or an extended reporting period will be exercised for a period of at least three (3) years from termination or expiration of this Agreement.

1.1.3 Insurance Endorsements. Required insurance policies shall contain the following provisions, or Consultant shall provide endorsements on forms approved by the City to add the following provisions to the insurance policies:

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52 Title: Analysis of Industrial and Business Park Inventory and Trends 23 (A) Commercial General Liability:
(1) Additional Insured: The City, its officials, officers, employees, agents, and volunteers shall be additional insureds with regard to liability and defense of suits or claims arising out of the performance of the Agreement.

Additional Insured Endorsements shall not (1) be restricted to "ongoing operations"; (2) exclude "contractual liability"; (3) restrict coverage to "sole" liability of Consultant; or (4) contain any other exclusions contrary to the terms or purposes of this Agreement. For all policies of Commercial General Liability insurance, Consultant shall provide endorsements in the form of ISO CG 20 10 10 01 and 20 37 10 01 (or endorsements providing the exact same coverage) to effectuate this requirement. (2) Cancellation: Required insurance policies shall not be canceled or the coverage reduced until a thirty (30) day written notice of cancellation has been served upon the City except ten (10) days shall be allowed for non-payment of premium. (B) Automobile Liability:
(1) Cancellation: Required insurance policies shall not be canceled or the coverage reduced until a thirty (30) day written notice of cancellation has been served upon the City except ten (10) days shall be allowed for non-payment of premium. (C) Professional Liability (Errors & Omissions):
(1) Cancellation: Required insurance policies shall not be canceled or the coverage reduced until a thirty (30) day written notice of cancellation has been served upon the City except ten (10) days shall be allowed for non-payment of premium. (2) Contractual Liability Exclusion Deleted: This insurance shall include contractual liability applicable to this Agreement. The policy must “pay on behalf of” the insured and include a provision establishing the insurer’s duty to defend.
(D) Workers’ Compensation:
(1) Cancellation: Required insurance policies shall not be canceled or the coverage reduced until a thirty (30) day written notice of cancellation has been served upon the City except ten (10) days shall be allowed for non-payment of premium. (2) Waiver of Subrogation: A waiver of subrogation stating that the insurer waives all rights of subrogation against the City, its officials, officers, employees, agents, and volunteers.

1.1.4 Primary and Non-Contributing Insurance. All policies of Commercial General Liability and Automobile Liability insurance shall be primary and any other insurance, deductible, or self- insurance maintained by the City, its officials, officers, employees, agents, or volunteers shall not contribute with this primary insurance. Policies shall contain or be endorsed to contain such provisions.

1.1.5 Waiver of Subrogation. All policies of Commercial General Liability and Automobile Liability insurance shall contain or be endorsed to waive subrogation against the City, its officials, officers, employees, agents, and volunteers or shall specifically allow Consultant or others providing insurance evidence in compliance with these specifications to waive their right of recovery prior to a Docusign Envelope ID: 53DECFEE-9D2A-4EC0-8D1A-FC7EE817D7D4 Item: 11
53 Title: Analysis of Industrial and Business Park Inventory and Trends 24 loss. Consultant hereby waives its own right of recovery against the City, its officials, officers, employees, agents, and volunteers, and shall require similar written express waivers and insurance clauses from each of its subconsultants.

1.1.6 Deductibles and Self-Insured Retentions. Any deductible or self-insured retention must be approved in writing by the City and shall protect the City, its officials, officers, employees, agents, and volunteers in the same manner and to the same extent as they would have been protected had the policy or policies not contained a deductible or self-insured retention.

1.1.7 Evidence of Insurance. The Consultant, concurrently with the execution of the Agreement, and as a condition precedent to the effectiveness thereof, shall deliver either certified copies of the required policies, or original certificates on forms approved by the City, together with all endorsements affecting each policy. Required insurance policies shall not be in compliance if they include any limiting provision or endorsement that has not been submitted to the City for approval. The certificates and endorsements for each insurance policy shall be signed by a person authorized by that insurer to bind coverage on its behalf. At least fifteen (15 days) prior to the expiration of any such policy, evidence of insurance showing that such insurance coverage has been renewed or extended shall be filed with the City. If such coverage is cancelled or reduced and not replaced immediately so as to avoid a lapse in the required coverage, Consultant shall, within ten (10) days after receipt of written notice of such cancellation or reduction of coverage, file with the City evidence of insurance showing that the required insurance has been reinstated or has been provided through another insurance company or companies.

1.1.8 Failure to Maintain Coverage. In the event any policy of insurance required under this Agreement does not comply with these specifications or is canceled and not replaced immediately so as to avoid a lapse in the required coverage, City has the right but not the duty to obtain the insurance it deems necessary and any premium paid by City will be promptly reimbursed by Consultant or City will withhold amounts sufficient to pay premium from Consultant payments. In the alternative, City may cancel this Agreement effective upon notice.

1.1.9 Acceptability of Insurers. Each such policy shall be from a company or companies with a current A.M. Best's rating of no less than A:VII and authorized to transact business of insurance in the State of California, or otherwise allowed to place insurance through surplus line brokers under applicable provisions of the California Insurance Code or any federal law.

1.1.10 Enforcement of Contract Provisions (non estoppel). Consultant acknowledges and agrees that actual or alleged failure on the part of the City to inform Consultant of non-compliance with any requirement imposes no additional obligation on the City nor does it waive any rights hereunder.

1.1.11 Requirements Not Limiting. Requirement of specific coverage or minimum limits contained in this Appendix are not intended as a limitation on coverage, limits, or other requirement, or a waiver of any coverage normally provided by any insurance.

1.1.12 Insurance for Subconsultants. Consultant shall include all subconsultants engaged in any work for Consultant relating to this Agreement as additional insureds under the Consultant's policies, or the Consultant shall be responsible for causing subconsultants to purchase the appropriate insurance in compliance with the terms of these Insurance Requirements, including adding the City, its Docusign Envelope ID: 53DECFEE-9D2A-4EC0-8D1A-FC7EE817D7D4 Item: 11
54 Title: Analysis of Industrial and Business Park Inventory and Trends 25 officials, officers, employees, agents, and volunteers as additional insureds to the subconsultant's policies. All policies of Commercial General Liability insurance provided by Consultant’s subconsultants performing work relating to this Agreement shall be endorsed to name the City, its officials, officers, employees, agents and volunteers as additional insureds using endorsement form ISO CG 20 38 04 13 or an endorsement providing equivalent coverage. Consultant shall not allow any subconsultant to commence work on any subcontract relating to this Agreement until it has received satisfactory evidence of subconsultant’s compliance with all insurance requirements under this Agreement, to the extent applicable. The Consultant shall provide satisfactory evidence of compliance with this section upon request of the City.

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55 Apparent Low Bidder: Contact #1: Contact #2: Contact #3:

Kosmont Companies Morongo Band of Mission Indians City of South Gate City of Moreno Valley Name Karen Woodard John Signo Mike Lee
Phone No. or Email 951-894-4697
[email protected]
323-563-9569
[email protected]
951-217-53871
[email protected]

QUESTION RESPONSE RESPONSE RESPONSE

1. Title of Project / Services Performed
Highest and Best Use Study of Morongo
Tribal Lands along the I-10 freeway
(approx. 3600 acres)
Industrial Land Use Study presented
to City Council on August 21, 2024
World Logistic Center - 40.6 million
square feet industrial corporate
business park on 2700 acres in the
City of Moreno Valley. This is the
largest industrial business park in
California/ Assisted staff with
Development Agreement negotiations,
fiscal impact project analysis.

2. Contract Amount $114,000 $30,000 Est. 100K

3. Approximate Project Duration Six Months 7 weeks
6 to 9 months. Kosmont was part of
the negotiating team and it was a very
complex project and deal to negotiate.

Project would have been sooner but
the developer was trying to complete
the CEQA document.

4. Actual or Estimated Project Completion Date 8/17/2017 8/21/2024 Project and Development Agreement
was approved by Council within 6
months from start of development
agreement negotiations.

5. Quality of the Work Excellent Excellent Excellent

6. Vendor's Communication & Working Relationship with Agency Representatives Excellent I did not work with them directly Excellent

7. Delays or Deviations from Vendor's Workplan No No No

8. Agency’s Desire for Vendor to Bid on Future Projects Yes Yes Yes

9. Did Vendor Meet All Deadlines Yes Yes Yes

10. Additional Comments
Kosmont was excellent to work with very
efficient, on-time and on-schedule, very
professional.

Kosmont was retained to research
various policies adopted by select
cities on warehousing and its impacts,
and provide recommendations on
increasing revenues and adopting
industrial use policies. Kosmont
provided a thorough presentation for
City Council in which Council directed
staff to review options for development
alternatives. I re-presented Kosmont’s
work to Council at a follow-up
workshop on January 28, 2025.

Kosmont was very responsive and was
literally on call to get the Development
Agreement negotiated. The developer
was very difficult and was a highly
politicize project. Project Development
Agreement would not have been
successful without Kosmont. Their
expertise in fiscal impact and
knowledge in structuring win-win
development agreements was critical
in getting the development agreement
negotiated for the city's benefit.

Questions 5,6
Rating Scale: 1=Poor, 2=Ok, 3=Good, 4=Very Good, 5=Excellent) Questions 7,8,9 - Yes or No
Analysis of Industrial and Business Park Inventory and Trends RFP Item: 11
56 CITY COUNCIL AGENDA REPORT
MEETING DATE: 10/7/2025
DEPARTMENT: City Manager
SUBJECT:

STRATEGIC PLAN QUARTERLY UPDATE
RECOMMENDED ACTION(S):

Receive and file.

EXECUTIVE SUMMARY:

On June 3, 2025, the City Council approved the City’s Strategic Plan covering Fiscal Years 2025-26 through 2031-32 (“Strategic Plan”). The Strategic Plan includes major goals established by the City Council and a series of initiatives that facilitate progress towards each goal. The Strategic Plan’s Implementation Matrix includes 60 initiatives (Attachment 1). Each initiative has been assigned to a lead department and includes a description of the funding source. The Strategic Plan is updated every two years in conjunction with the development of the City’s two-year operating budget.

Each quarter, the City Manager’s Office provides an update to the City Council summarizing the progress made on the Strategic Plan during the preceding three months. This is the first quarterly report submitted to the City Council since the passage of the Strategic Plan in 2025. Since the Strategic Plan’s inception on June 3, 2025, the City has either started or made substantial progress on 34 of the initiatives in the Implementation Matrix. As of this first quarter, no initiatives have been completed. A complete progress report for Year 1, Quarter 1 of the Strategic Plan is provided as Attachment 2.

BACKGROUND:

The City’s Strategic Plan was approved on June 3, 2025. The Strategic Plan was developed through a comprehensive public engagement process that included residents, each commission, and the City Council. The Strategic Plan includes three major goals:

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

Item: 12
57 Goal B – Our connected City is engaged, informed, and technologically current.

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

The Strategic Plan’s Implementation Matrix includes 60 initiatives that are assigned to one of the three goals. Each of these initiatives facilitate progress towards one of the goals.

DISCUSSION:

The City Manager’s Office actively manages the City’s Strategic Plan, receiving periodic reports from departments to assess the progress made towards plan goals. Since the Strategic Plan’s inception, the City has either started or made substantial progress on all 34 of the initiatives in the Implementation Matrix. The overall progress made on the Strategic Plan is illustrated in Attachment 2. The City Manager’s Office has selected 3 in-progress Strategic Plan initiatives to highlight for this quarterly report (Table 1).

Table 1: Year 1, Q Strategic Plan Quarterly Report
Initiative Description Update
Goal A: Our livable City is well-planned, attractive, and safe.

SP # 16 - Citywide
Branding Implementation
Upon completion of the
Branding Project and the
establishment of a
brand, continue to work
with the current branding
services consultant to
“launch” the brand and
evaluate implementation
actions as appropriate.

Started – This initiative
has been started and is
well underway. The
Audit Committee
provided feedback on
potential implementation
options on September 9,
2025. Staff will bring
back options to the City
Council for
recommended adoption.

SP # 21 - Community
Preservation Program
Develop and implement
new citywide community
preservation program to
assist residents in need
who may be unable to
address code violations,
deteriorated property,
and neglected
maintenance.

Substantial Progress –
Pilot program has been
initiated, and first
community volunteer
project has been
completed with success.

Success was reported to
the Southwest Lake
Forest Ad Hoc and
Item: 12
58 Initiative Description Update
future events are in the
works.

SP # 22 - Veterans' Brick
Program
Provide opportunities for
veterans and residents
of Lake Forest to adopt a
brick at Veterans Park
and other City Parks.

Substantial Progress –
Inaugural phase of the
program has begun with
plans to unveil
commemorative bricks at
Veterans’ Park on
Veterans’ Day 2025.

FISCAL IMPACT:

There is no fiscal impact associated with the recommended action.

ATTACHMENTS:

1. 2025-26 – 2031-32 Strategic Plan

2. Strategic Plan Progress Report: Year 1, Q1
Initiated By: Nidia Ruelas, Assistant to the City Manager Submitted By: Debra Rose, City Manager
Approved By: Debra Rose, City Manager
Item: 12
59 ATTACHMENT 1
Item: 12
60 City of Lake Forest
2025-2032 Strategic Business Plan
City of Lake Forest | 2025-2027 Operating Budget Page 1 Item: 12
61 TABLE OF CONTENTS
Strategic Business Plan: FY 2025-26 through FY 2031-2032 3 City of Lake Forest City Council 4
City Map 7
A Message from the City Manager 8
Executive Summary 9
Mission and Vision 10
Goals and Priority Areas 11
Goal A. Our livable city is well planned, attractive, and safe. 12 Goal B. Our connected city is informed, engaged, and technologically current. 14 Goal C. Our healthy city government is sustainable and well-run with committed people 16 Strategic Initiatives 18
Goal A 19
Priority Area 1: Well-planned 20
Priority Area 2: Attractive 33
Priority Area 3: Safe 49
Goal B 53
Priority Area 1: Informed 54
Priority Area 2: Engaged 60
Priority Area 3: Technologically Current 65
Goal C 70
Priority Area 1: Sustainable 71
Priority Area 2: Well-run 75
Priority Area 3: Committed People 80
City of Lake Forest | 2025-2027 Operating Budget Page 2 Item: 12
62 STRATEGIC BUSINESS PLAN: FY 2025-26
THROUGH FY 2031-2032
City of Lake Forest | 2025-2027 Operating Budget Page 3 Item: 12
63 MAYOR
Scott Voigts
District 3

MAYOR PRO TEM
Robert Pequeño
District 5
City of Lake Forest | 2025-2027 Operating Budget Page 4 Item: 12
64 COUNCIL MEMBER
Doug Cirbo
District 1

COUNCIL MEMBER
Mark Tettemer
District 4
City of Lake Forest | 2025-2027 Operating Budget Page 5 Item: 12
65 COUNCIL MEMBER
Benjamin Yu
District 2
City of Lake Forest | 2025-2027 Operating Budget Page 6 Item: 12
66 City Map
City of Lake Forest | 2025-2027 Operating Budget Page 7 Item: 12
67 A Message from the City Manager
On behalf of the Lake Forest City Council and City sta, it is my privilege to present the City of Lake Forest's Strategic Business Plan for Fiscal Years 2025-26 through 2031-32.

Thanks to the City Council's leadership, the plan establishes a clear mission and vision to guide Lake Forest over the next seven years.

The plan is focused on three clear long-range goals:

A livable city that is well-planned, attractive, and safe.

A city that is engaged, informed, and technologically
current.

A city government that is scally sustainable and well-run with committed sta.

Implementing this Strategic Plan enables the City to build on past eorts and respond eectively to the needs of constituents well into the future.

Over the next seven years, new residential neighborhoods will be completed, and the City will transition from a developing community to a "maintenance city." This will require a continued focus on strategic investments in infrastructure and other municipal services that only the City can provide to ensure Lake Forest continues to be a beautiful and nancially sustainable community.

I want to thank you for your ongoing trust and support. We are proud to serve you!
Respectfully,
Debra Rose
City of Lake Forest | 2025-2027 Operating Budget Page 8 Item: 12
68 Executive Summary
The City of Lake Forest’s 2025–2027 Operating Budget and Strategic Business Plan lay out a comprehensive roadmap to guide city operations, investments, and services over the next two scal years, while setting the foundation for long-term priorities through 2032.

Developed under the leadership of the City Council and City Manager, the plan focuses on maintaining scal sustainability, enhancing community livability, and strengthening public engagement.

The Strategic Plan is structured around three overarching goals:

Goal A – A Livable City:

Lake Forest is committed to being well-planned, attractive, and safe. This goal includes major initiatives such as trac congestion reduction, investment in infrastructure (e.g., the PAVE 77 pavement management strategy), neighborhood revitalization, and enhanced public safety eorts. Signicant investment is being made in park renovations, aesthetic enhancements (e.g., city branding and street sign upgrades), and safety improvements through a new Trac Management Center and emergency response infrastructure.

Goal B – A Connected City:

This goal focuses on fostering an informed and engaged community, supported by modern technology. Planned actions include the development of a Geographic Information System (GIS) Master Plan, improved communications through resident and business outreach, and enhanced public transparency using strategic planning software and nancial reporting. Programs such as “Lake Forest Flavors” and celebrations like “USA 250” aim to increase civic participation and local pride.

Goal C – A Healthy Government:

Lake Forest aims to ensure its city government remains scally sustainable and eciently run. Key initiatives include the implementation of a Development Impact Fee program, improved contract and workforce management, and strategic eorts to recruit and retain skilled city sta. All of these are aimed at reinforcing the city's long-term nancial health and operational eectiveness.

The plan is informed by comprehensive community satisfaction and employee surveys, which emphasize residents’ top priorities: public safety, infrastructure maintenance, trac mitigation, park improvements, and increased access to city information and services.

Strategic initiatives are monitored quarterly, with 58% of them in the “upcoming” phase and none yet completed, reecting a forward- looking planning stage as the city transitions from growth to maintenance.

Overall, this operating budget and strategic plan serve as a blueprint for enhancing Lake Forest’s quality of life through proactive governance, infrastructure investment, community engagement, and long-term nancial stewardship.

City of Lake Forest | 2025-2027 Operating Budget Page 9 Item: 12
69 Misson
To deliver innovative, high-quality
services to the community in a cost-
eective manner.

Vision
To be a safe and scally stable city
that supports its community and high-
quality amenities.

City of Lake Forest | 2025-2027 Operating Budget Page 10 Item: 12
70 Goal A
Goal:

Our livable city is well-planned,
attractive, and safe.

Priority Areas:

1. Well-planned - Purposeful direction in land use
and transportation planning create a community
future generations will value.

2. Attractive - Investment and maintenance in
public facilities, infrastructure, and natural
resources enhances the visual character of the City
and supports quality neighborhoods.

3. Safe - Excellent public safety eorts maintain a
family friendly environment and high quality of life.

Goal B
Goal:

Our connected city is engaged,
informed, and technologically current.

Priority Areas:

1. Informed - Transparency about decision-making
and government performance cultivates public
trust.

2. Engaged - Outreach, creative events, and
programs inspire connection and participation
between residents, businesses, and City
government.

3. Technologically Current - Innovative
technologies provide an ecient means for the
public to remain engaged and access public
information.

Goal C
Goal:

Our healthy city government is
sustainable and well-run with
committed people.

Priority Areas:

1. Sustainable -Responsible nancial policies and
prudent decisions provide short-term scal
stability and long-term nancial health.

2. Well-run - Good governance and professional
management support the City's ability to serve the
needs of the community.

3. Committed People - Talented, ethical sta and
contractors are vital assets to our organization and
essential to eective and ecient City operations.

City of Lake Forest | 2025-2027 Operating Budget Page 11 Item: 12
71 Goal A. Our livable city is well planned, attractive, and safe.

Well-planned
Purposeful direction in land use and transportation
planning create a community future generations
will value.

Attractive
Investment and maintenance in public facilities,
infrastructure, and natural resources enhance the
visual character of the City and support quality
neighborhoods.

Safe
Excellent public safety eorts maintain a family-
friendly environment and high quality of life.
*NOTE: The gures on this page reect the progress towards Strategic Planning Initiatives that advance Goal A. These gures are updated on a quarterly basis. For further information on each individual initiative, including planned phases and anticipated timeframes for completion, please see the Strategic Initiatives Implementation Matrix section of the Strategic Plan.

Goal A Strategic Plan Initiatives
Progress
Substantial Progress 14 (36.84%)
Upcoming 13 (34.21%)
Started 10 (26.32%)
Preparing for Launch 1 (2.63%)
Complete (0.00%)
In Transition (0.00%)
Well-planned
Goal A, Priority Area 1 - Well-
planned
Substantial Progress 7
Upcoming 4
Started 4
Complete
Preparing for Launch
In Transition
Purposeful direction in land use and transportation planning create a community future generations will value.
a) Prioritize initiatives to reduce trac congestion, improve mobility, and manage on-street parking.
b) Develop and implement initiatives that leverage changes in retail, shopping, and business preferences and integrate emerging technology.
c) Ensure that economic and housing initiatives provide opportunities for all residents.
d) Strategically accommodate mandates and leverage
opportunities at the State and Federal levels to ensure the highest level of local control, community involvement, and organizational eectiveness.
e) Maintain business attraction services to bring new retail stores to the city.

City of Lake Forest | 2025-2027 Operating Budget Page 12 Item: 12
72 Attractive
Investment and maintenance in public facilities, infrastructure, and natural resources enhance the visual character of the City and support quality neighborhoods.
a) Enhance the City's overall visual character, maintain City assets, and proactively reinvest in southwest Lake Forest.
b) Consistently invest in the City's facilities.
c) Evaluate future options for the City's infrastructure and utility resources.
d) Provide civic and recreational opportunities appealing to community demographics.

Goal A, Priority Area 2 -
Attractive
Substantial Progress 7
Upcoming 6
Started 6
Preparing for Launch 1
Complete
In Transition
Safe
Goal A, Priority Area 3 - Safe
Upcoming 3
Complete
Substantial Progress
Started
Preparing for Launch
In Transition
Excellent public safety eorts maintain a family-friendly environment and high quality of life.
a) Maintain a low crime rate in a cost-eective manner. b) Maintain public safety by engaging community members. c) Develop comprehensive emergency management strategies that prepare the City to respond eectively to unpredictable events.

City of Lake Forest | 2025-2027 Operating Budget Page 13 Item: 12
73 Goal B. Our connected city is informed, engaged, and technologically current.

Informed
Transparency about decision-making and
government performance cultivates public trust.

Engaged
Outreach, creative events, and programs inspire
connection and participation between residents,
businesses, and City government.

Technologically Current
Innovative technologies provide an ecient means
for the public to remain engaged and access public
information.
*NOTE: The gures on this page reect the progress towards Strategic Planning Initiatives that advance Goal B. These gures are updated on a quarterly basis. For further information on each individual initiative, including planned phases and anticipated timeframes for completion, please see the Strategic Initiatives Implementation Matrix section of the Strategic Plan.

Goal B Strategic Plan Initiatives
Progress
Upcoming 12 (92.31%)
Started 1 (7.69%)
Complete (0.00%)
Substantial Progress (0.00%)
Preparing for Launch (0.00%)
In Transition (0.00%)
Informed
Goal B, Priority Area 1 -
Informed
Upcoming 5
Complete
Substantial Progress
Started
Preparing for Launch
In Transition
Transparency about decision-making and government
performance cultivates public trust.
a) Maintain a communications and marketing strategy, including two-way communication that enhances community engagement. b) Invigorate civic life via special events and programs. c) Ensure that the City's decision-making process remains accessible to all residents.

City of Lake Forest | 2025-2027 Operating Budget Page 14 Item: 12
74 Engaged
Outreach, creative events, and programs inspire connection and participation between residents, businesses, and City
government.
a) Develop programs to expand access to City government. b) Involve the public in measuring the quality and eectiveness in services delivered by the City.

Goal B, Priority Area 2 -
Engaged
Upcoming 4
Complete
Substantial Progress
Started
Preparing for Launch
In Transition
Technologically Current
Goal B, Priority Area 3 -
Technologically Current
Upcoming 3
Started 1
Complete
Substantial Progress
Preparing for Launch
In Transition
Innovative technologies provide an ecient means for the public to remain engaged and access public information.
a) Enhance eciencies and services through technology.

City of Lake Forest | 2025-2027 Operating Budget Page 15 Item: 12
75 Goal C. Our healthy city government is sustainable and well-run with committed people.

Sustainable
Responsible nancial policies and prudent
decisions provide short-term scal stability and
long-term nancial health.

Well-run
Good governance and professional management
support the City's ability to serve the needs of the
community.

Committed People
Talented, ethical sta and contractors are vital
assets to our organization and essential to
eective and ecient City operations.
*NOTE: The gures on this page reect the progress towards Strategic Planning Initiatives that advance Goal C. These gures are updated on a quarterly basis. For further information on each individual initiative, including planned phases and anticipated timeframes for completion, please see the Strategic Initiatives Implementation Matrix section of the Strategic Plan.

Goal C Strategic Plan Initiatives
Progress
Upcoming 8 (100.00%)
Complete (0.00%)
Substantial Progress (0.00%)
Started (0.00%)
Preparing for Launch (0.00%)
In Transition (0.00%)
Sustainable
Goal C, Priority Area 1 -
Sustainable
Upcoming 2
Complete
Substantial Progress
Started
Preparing for Launch
In Transition
Responsible nancial policies and prudent decisions provide short-term scal stability and long-term nancial health. a) Continue to implement Financial Management and Budgetary Policy to maintain the nancial integrity of the City.
b) Operate according to policy on cost recovery.
c) Analyze major programs to identify potential cost savings and manage future costs.

City of Lake Forest | 2025-2027 Operating Budget Page 16 Item: 12
76 Well-run
Good governance and professional management support the City's ability to serve the needs of the community.
a) Continuously improve our eectiveness in procuring and managing nancially sustainable contract services.
b) Implement modern workplace policies that cultivate an eective, ecient workforce.

Goal C, Priority Area 2 - Well-
run
Upcoming 3
Complete
Substantial Progress
Started
Preparing for Launch
In Transition
Committed People
Goal C, Priority Area 3 -
Committed People
Upcoming 3
Complete
Substantial Progress
Started
Preparing for Launch
In Transition
Talented, ethical sta and contractors are vital assets to our organization and essential to eective and ecient City operations.
a) Professionally develop and retain sta to match skills with organizational and community needs.
b) Continuously assess the optimal stang levels required to provide in-demand services to residents and businesses.

City of Lake Forest | 2025-2027 Operating Budget Page 17 Item: 12
77 Strategic Initiatives
The following pages contain the City's Strategic Initiatives under each Goal, Priority Area, and Strategy in the Strategic Plan. Each Initiative represents a project or program aimed at addressing the priorities of the City Council and residents, concerns and trends from the Community Satisfaction and Employee Surveys, and improvement measures coming from City departments.

Strategic Initiatives may have several phases or projects within one initiative and may span multiple years. All initiatives are led by a Lead Department and budgeted under a specic Program. While budgeted amounts reect research and preparation for the launch of each initiative, nal amounts may vary as a result of changes to the projects themselves and market trends impacting the costs of labor, materials, and consultant work.

Progress towards the completion of initiatives under each Goal and Priority Area is reected through gures at the start of each section.

Overall progress for all Strategic Initatives is shown below. All progress gures are updated on a quarterly basis.

Strategic Plan Initiatives Overall Progress
Upcoming 33 (55.93%)
Substantial Progress 14 (23.73%)
Started 11 (18.64%)
Preparing for Launch 1 (1.69%)
Complete (0.00%)
In Transition (0.00%)
City of Lake Forest | 2025-2027 Operating Budget Page 18 Item: 12
78 Goal A
Our livable city is well-planned, attractive, and safe.

The cornerstone of a desirable community is its intentional transportation planning and land use, plan for growth, high-quality community amenities, and overall safety. Strategies and initiatives under this goal highlight major investments in community spaces and amenities, the City's infrastructure, and business environment. Lake Forest strives to be a community that blends a strong tradition of intentional planning and land use with a modern desire for high-quality services, recreational oerings, and community events.

Goal A Strategic Plan Initiatives
Progress
Substantial Progress 14 (36.84%)
Upcoming 13 (34.21%)
Started 10 (26.32%)
Preparing for Launch 1 (2.63%)
Complete (0.00%)
In Transition (0.00%)
City of Lake Forest | 2025-2027 Operating Budget Page 19 Item: 12
79 Goal A, Priority Area 1
Our livable city is well-planned, attractive, and safe.

Priority Area 1 - Well-planned: Purposeful direction in land use and transportation planning create a community future generations will value.

Goal A, Priority Area 1 - Well-planned
Substantial Progress 7
Upcoming 4
Started 4
Complete
Preparing for Launch
In Transition
City of Lake Forest | 2025-2027 Operating Budget Page 20 Item: 12
80 Goal A, Priority Area 1, Strategy (A)
Our livable city is well-planned, attractive, and safe.

Priority Area 1 - Well-planned: Purposeful direction in land use and transportation planning create a community future generations will value.

Strategy (A) Prioritize initiatives to reduce trac congestion, improve mobility, and manage on-street parking.

Initiatives under Goal A, Priority Area 1, Strategy (A) are supported by ndings in the 2025 Community Satisfaction Survey (CSS).

Both residents (96.7%) and businesses (85%) that responded contend that maintaining local streets and roads is extremely or very important (CSS, p. 31, p. 38).

Reducing trac congestionis another priority among residents (88.9%) and businesses (72.5%), with a majority of respondents marking it as extremely or very important (CSS, p. 31, p. 38).

From a public safety perspective, resident respondents expressed the importance of public safety action related to enforcing trac laws and investigating incidents (CSS, p. 26).
94% of respondents consider maintaining a low crime rate as extremely or very important.

92.8% consider investigating criminal activity as extremely or very important.

68.4% consider enforcing trac laws as extremely or very important.

Strategic Plan Initiative #1 addresses the Public Works service (maintaining local streets and roads) with the highest percentage of resident respondents ranking it as extremely or very important.

Strategic Plan Initiative #2 addresses reducing trac congestion and would aid law enforcement eorts to deter crime, investigate trac incidents and be able to respond appropriately, and ultimately keep street trac moving safely and smoothly.

Strategic Plan Initiatives #3,4, 5, 6, 7, and 8 address reducing trac congestion through various Capital Improvement Plan (CIP) projects that provide signal synchronization, trac safety improvements, and accommodate trac volume increases as a result of recent developments in the City.

City of Lake Forest | 2025-2027 Operating Budget Page 21 Item: 12
81 Initiatives A - 1(a)
SP # 1 - PAVE 77: Proactive Arterial Value Enhancements Maintain "Good" Pavement Condition (PCI of 77) of the City's Roads Construct pavement rehabilitation projects to repair and maintain the quality of the roads, focusing on maintaining residential and improving Arterial Pavement Condition Index (PCI) to a value of 77. Each project is detailed further in the Capital Improvement Plan (CIP) and the associated CIP project number is referenced for each project.

The PAVE 77 Plan would modify the City's existing pavement management strategy to provide additional rehabilitation and value to the City's arterial streets and conduct the slurry seal of neighborhood streets on a 10-year cycle. This program would preserve the PCI of both arterial and neighborhood streets at a 77, or "good" condition rating.

Maintaining good pavement condition is crucial for a city for several reasons: Well-maintained roads reduce vehicle wear and tear, saving residents and businesses on repair costs and minimizing accidents caused by potholes, cracks, and uneven surfaces. Well- maintained roads support ecient transportation for commuters, businesses, and emergency vehicles. This initiative would focus on maintaining an overall PCI of 77 for the network.

Phase 1 - FY 25/26: Zone D Slurry Seal (26S01A) & Bake Parkway Resurfacing (26S01B) Phase 2 - FY 26/27: Zone E1 Slurry Seal (27S01C) & Bake Parkway Resurfacing (27S01D) Phase 3 - FY 27/28 and Beyond: Determine and deploy the long-term pavement management and funding strategy for PAVE 77.

Both residents (96.7%) and businesses (85%) that responded contend that maintaining local streets and roads is extremely or very important (CSS, p. 31, p. 38).
(Project previously included in 2023-2030 Strategic Plan as SP #6) Lead Department: Public Works
Program: 940 Street Improvement Projects
Budget Impact: $8,700,000 per year
Fund: Measure M2 Local Fairshare, Gas Tax Road Maintenance and Rehabilitation Account Fund (RMRA SB1), City Road Infrastructure Fund, Solid Waste Pavement Impact Fee
Estimated Completion: FY 35/36
City of Lake Forest | 2025-2027 Operating Budget Page 22 Item: 12
82 Initiatives A - 1(a)
SP # 2 - Trac Management Center
The Trac Management Center will provide an enhanced ability to supplement emergency responsiveness and public safety, address real-time trac conditions, improve incident management, and address trac safety.

The initiative supports the Orange County Sheri's Department's (OCSD) reaction time and situational awareness to increase safety. It would also reduce trac congestion and improve public safety by allowing sta to monitor trac conditions in real time, improve incident detection and response times, enhance data storage and analysis for future trac planning/signal timing, and support better coordination between trac control systems, law enforcement, and emergency responders.

Phase 1 - FY 25/26: Identify and implement the appropriate video server and integrate video feeds into OCSD's Real Time Operations Center.

Phase 2 - FY 26/27: Add video camera systems to four key intersections and integrate the video feeds into OCSD's Real Time Operations Center.

Phase 3 - FY 27/28 and Beyond: Identify funding sources and implement additional key video camera locations in the City for the remaining 18 key intersections.

Reducing trac congestionis another priority among residents (88.9%) and businesses (72.5%), with a majority of respondents marking it as extremely or very important (CSS, p. 31, p. 38).

From a public safety perspective, resident respondents expressed the importance of public safety action related to enforcing trac laws and investigating incidents (CSS, p. 26).
94% of respondents consider maintaining a low crime rate as extremely or very important.

92.8% consider investigating criminal activity as extremely or very important.

68.4% consider enforcing trac laws as extremely or very important.

Lead Department: Public Works
Program: 930 Trac Improvement Projects, 620 Trac Operations, 631 Trac Safety Budget Impact:

Phase 1 - FY 25/26: $50,000
Phase 2 - FY 26/27: $230,000
Phase 3 - FY 27/28 and Beyond: $30,000 per year, $800,000 one-time investment Fund: General Fund, Project P M2 Funds
Estimated Completion: FY 31/32
City of Lake Forest | 2025-2027 Operating Budget Page 23 Item: 12
83 Initiatives A - 1(a)
SP # 3 - Lake Forest Transportation Mitigation (LFTM) Program Complete infrastructure projects that increase transportation mobility and reduce congestion with Lake Forest Transportation Mitigation (LFTM) or North Irvine Transportation Mitigation (NITM) funds paid for developments.

Phase 1 - FY 25/26:

Projects to complete construction:

Lake Forest/ Rancho (24T05)
Lake Forest/ Jeronimo (24T06)
Los Alisos/ Rockeld (24T07)
Projects to start construction:

Bake/ Trabuco (PW2019-02)
Phase 2 - FY 26/27:

Projects to complete design in FY25/26 & construction in FY26/27:

Lake Forest/I-5 - not within City limits (LFTM/NITM) (27T02) Alton/Irvine - not within City Limits (LFTM/NITM) (26T03) Phase 3 - FY 27/28 and Beyond:

Projects to begin in FY26/27:

Lake Forest & Rockeld Projects
In FY27/28:

Bake/Jeronimo (LFTM/NITM)
Reducing trac congestionis another priority among residents (88.9%) and businesses (72.5%), with a majority of respondents marking it as extremely or very important (CSS, p. 31, p. 38). (Project previously included in 2023-2030 Strategic Plan as SP #1) Lead Department: Public Works
Program: 930 Trac Improvement Projects
Budget Impact: See CIP
Fund: LFTM and NITM
Estimated Completion: FY 35/36
SP # 4 - Meadows Trac Mitigation Program
Use Meadows Trac Improvement Funds (MTIF) to manage
impacts related to the Meadows development.

Bake Pkwy/Toledo Way Intersection Improvements (24T09)
Completion of the Meadows Trac Improvement will improve trac ow and congestion along the Bake Parkway corridor. This will complete the obligated improvement projects for this program per the development agreement.

Reducing trac congestionis another priority among residents (88.9%) and businesses (72.5%), with a majority of respondents marking it as extremely or very important (CSS, p. 31, p. 38). (Project previously included in 2023-2030 Strategic Plan as SP # 2) Lead Department: Public Works
Program: 930 Trac Improvement Projects
Budget Impact: See CIP
Fund: MTIF
Estimated Completion: FY 26/27
SP # 5 - Foothill Circulation Phasing Plan
Utilize developer-funded Foothill Circulation Phasing Plan (FCPP) to make various transportation improvements that reduce congestion and improve trac ow.

Los Alisos Blvd/Muirlands Blvd Intersection Improvements (24T08)
Jeronimo Rd Widening at El Toro Rd (PW2019-08)
El Toro Rd Raised Medians from Jeronimo Rd to Trabuco Rd (PW2020-07)
Reducing trac congestionis another priority among residents (88.9%) and businesses (72.5%), with a majority of respondents marking it as extremely or very important (CSS, p. 31, p. 38). (Project previously included in 2023-2030 Strategic Plan as SP # 3) Lead Department: Public Works
Program: 930 Trac Improvement Projects
Budget Impact: See CIP
Fund: FCPP
Estimated Completion: FY 26/27
City of Lake Forest | 2025-2027 Operating Budget Page 24 Item: 12
84 Initiatives A - 1(a)
SP # 6 - Trac Signal Synchronization
Utilize grants and other transportation funds to complete trac signal synchronization projects that provide more ecient trac ow.

Alton Pkwy (PW2020-16)
Lake Forest Dr (18T03)
Portola Pkwy (PW2020-15)
Bake Pkwy and Rockeld Blvd (25T03)
Irvine Blvd./Trabuco Rd (25T04)
Reducing trac congestionis a priority among residents
(88.9%) and businesses (72.5%), with a majority of respondents marking it as extremely or very important (CSS, p. 31, p. 38). (Project previously included in 2023-2030 Strategic Plan as SP # 5) Lead Department: Public Works
Program: 930 Trac Improvement Projects
Budget Impact: See CIP
Fund: Various
Estimated Completion: FY 28/29
SP # 7 - Trac Operational Improvement Study
& Improvement Project
Study intersections throughout the City to consider operational improvements, such as dedicated turn lanes and other trac ow improvements.

FY 24/25: Consultant selected, and the study has been initiated.

FY 25/26: Complete the study and evaluate future stages for a project.

Reducing trac congestionis a priority among residents
(88.9%) and businesses (72.5%), with a majority of respondents marking it as extremely or very important (CSS, p. 31, p. 38). (Project previously included in 2023-2030 Strategic Plan as SP #7) Lead Department: Public Works
Program: 620 Trac Operations
Budget Impact: $100,000
Fund: General Fund
Estimated Completion: FY 26/27
SP # 8 - Arterial Median Improvement Project
Installation of raised hardscaped medians would improve trac safety. These locations include Trabuco Rd north of El Toro Rd, and on Rockeld Blvd south of Lake Forest Dr. (24S09)
Reducing trac congestionis another priority among residents (88.9%) and businesses (72.5%), with a majority of respondents marking it as extremely or very important (CSS, p. 31, p. 38). (Project previously included in 2023-2030 Strategic Plan as SP # 11)
Lead Department: Public Works
Program: 940 Street Improvement Projects
Budget Impact: See CIP
Fund: General Fund
Estimated Completion: FY 26/27
SP # 9 - Nature Park to Meadows Development
Trail Connection
Trail Connection from Nature Park to Meadows Development Trail System - preliminary studies and concept.
(Project previously included in 2023-2030 Strategic Plan as SP # 8) Lead Department: Public Works
Program: 920 Park Improvement Projects
Budget Impact: See CIP
Fund: General Fund
Estimated Completion: FY 26/27
City of Lake Forest | 2025-2027 Operating Budget Page 25 Item: 12
85 Initiatives A - 1(a)
SP # 10 - General Plan Implementation
Develop and implement programs to promote energy conservation in construction and transportation projects. Procure consultant to assist with implementing energy conservation and pollution reduction strategies.

FY 24/25: Consultant selected and the development of the plan has been initiated with substantial progress completed to date.

FY 25/26: Complete Sustainability Implementation Plan (SIP) for consideration by the City Council (Project previously included in 2023-2030 Strategic Plan as SP # 12) Lead Department: Community Development
Program: 501 Planning Support
Budget Impact: $75,000
Fund: General Fund
Estimated Completion: FY 25/26
City of Lake Forest | 2025-2027 Operating Budget Page 26 Item: 12
86 Initiatives A - 1(a)
SP # 11 - Trac Circulation and Mobility Projects
Evaluate and deploy projects that increase mobility and implement new approaches to trac circulation.

Protective Permissive Left Turn Project (28T02)
Increase Bike Lanes in Lake Forest
Following the ndings of the Trac Operations Improvement Study (SP # 7), evaluate the feasibility and potential impact of new trac circulation and mobility projects throughout the City.

Reducing trac congestionis a priority among residents (88.9%) and businesses (72.5%), with a majority of respondents marking it as extremely or very important (CSS, p. 31, p. 38).
(Project previously included in 2023-2030 Strategic Plan as SP # 4) Lead Department: Public Works
Program: 930 Trac Improvement Projects
Budget Impact: See CIP
Fund: Unfunded
Estimated Completion: FY 29/30
City of Lake Forest | 2025-2027 Operating Budget Page 27 Item: 12
87 Goal A, Priority Area 1, Strategy (B)
Our livable city is well-planned, attractive, and safe.

Priority Area 1 - Well-planned: Purposeful direction in land use and transportation planning create a community future generations will value.

Strategy (B) Develop and implement initiatives that leverage changes in retail, shopping, and business preferences and integrate emerging technology.

Initiatives under Goal A, Priority Area 1, Strategy (B) are supported by ndings in the 2025 Community Satisfaction Survey (CSS).

Attractingnew restaurants and stores is the top resident suggestion (14.2% of respondents) in response to the open-ended question on how to improve the City (CSS p. 19).

Initiatives A - 1(b)
SP # 12 - Analysis of Industrial and Business Park Inventory and Trends Procure a consultant to conduct an in-depth analysis of the City’s current industrial and business park inventory and produce a comprehensive “White Paper” on the topic.

An understanding of the adaptability of the current stock of commercial space that could accommodate future employment needs and trends will allow the City to review development regulations to ensure compatibility of land uses.

Attractingnew restaurants and stores is the top resident suggestion (14.2% of respondents) in response to the open-ended question on how to improve the City (CSS p. 19).
(Project previously included in 2023-2030 Strategic Plan as SP # 13) Lead Department: Community Development
Program: 501 Planning Support
Budget Impact: $50,000
Fund: General Fund
Estimated Completion: FY 25/26
City of Lake Forest | 2025-2027 Operating Budget Page 28 Item: 12
88 Goal A, Priority Area 1, Strategy (C)
Our livable city is well-planned, attractive, and safe.

Priority Area 1 - Well-planned: Purposeful direction in land use and transportation planning create a community future generations will value.

Strategy (C) Ensure that economic and housing initiatives provide opportunities for all residents.

City of Lake Forest | 2025-2027 Operating Budget Page 29 Item: 12
89 Initiatives A - 1(c)
SP # 13 - Whispering Hills Aordable Housing Development This project aims to identify an aordable housing development partner to develop the parcel into aordable housing, parking, and a park. The park would be open to the public and maintained by the developer.

The development will create new aordable housing options, addressing the growing need for aordable housing availability in the City.

Aordable housing means that more employees will have access to housing options nearby, potentially improving local workforce availability. The addition of parking spaces will also make it easier for customers and employees to access nearby businesses, helping to drive foot trac and support local commerce. The project will dedicate space for a public park, providing a recreational area for residents and enhancing the community’s public amenities and overall livability.

Phase 1 - Whispering Hills Entitlement Process: This phase would implement the necessary steps to engage the Whispering Hills HOA Board to discuss the potential repurposing of the Whispering Hills parcel. These HOA Board Meetings would provide an opportunity for residents to voice their concerns, ask questions, and provide input on the future use of the Whispering Hills parcel. Since this development could signicantly aect the neighborhood, including the potential for more aordable housing, public park space, and parking; it is essential for residents to be informed and involved in the decision-making process.

Phase 2 - Whispering Hills Park Site and Senior Aordable Housing Development: This phase would remove the Irrevocable Oer of Dedication (park) from the Whispering Hills parcel (6.65 acres). This phase would identify an aordable housing development partner and initiate the development process.

Lead Department: City Manager's Oce and Economic Development/ Housing Program: 832 Aordable Housing
Budget Impact: Sta Resources
Fund: General Fund
Estimated Completion: FY 25/26
City of Lake Forest | 2025-2027 Operating Budget Page 30 Item: 12
90 Goal A, Priority Area 1, Strategy (D)
Our livable city is well-planned, attractive, and safe.

Priority Area 1 - Well-planned: Purposeful direction in land use and transportation planning create a community future generations will value.

Strategy (D) Strategically accommodate mandates and leverage opportunities at the State and Federal levels to ensure the highest level of local control, community involvement, and organizational eectiveness.

Initiatives A - 1(d)
SP # 14 - Implement Development Impact Fee Program
This initiative would implement a Development Impact Fee (DIF) Program to generate dedicated funding for necessary infrastructure improvements. Establishing this program would enable the City to reduce its reliance on general funds and allow new development to contribute to the costs of the services and infrastructure it impacts, helping maintain the quality of life for residents.

While the 2025 Community Satisfaction Survey (CSS) shows a satisfaction rating of 88.3% for maintaining city parks, maintaining this level of quality of life amid population growth requires continued focus on funds for infrastructure (CCS p. 32). The POLCO National Employee Survey (NES) indicates
community quality is 98%, which is above the benchmark (NES p. 5). Sustaining this satisfaction across parks, public safety, and recreation programs will necessitate additional funding, which can be supported by the Impact Fee Program.

Phase 1 - FY 25/26: Adopt and initiate Program - Begin charging fees to developers based on the established fee structure.

Phase 2- FY 25/26: Develop Tracking and Reporting System - Monitor the collection, allocation, and spending of fees to comply with required reporting regulations.

Phase 3 - FY 29/30: Review and Adjust - Complete Statutory Five-year review.

Lead Department: Finance
Program: 240 Treasury
Budget Impact:

Phases 1-2: $10,000 per year
Phase 3: $75,000
Fund: General Fund
Estimated Completion:

Phases 1-2: FY 25/26, FY 26/27
Phase 3: FY 30/31
City of Lake Forest | 2025-2027 Operating Budget Page 31 Item: 12
91 Goal A, Priority Area 1, Strategy (E)
Our livable city is well-planned, attractive, and safe.

Priority Area 1 - Well-planned: Purposeful direction in land use and transportation planning create a community future generations will value.

Strategy (E) Maintain business attraction services to bring new retail stores to the city.

Initiatives A -1(e)
SP # 15 - Hiring a Broker for Retail Recruitment
This initiative builds upon the previous Shopping Center Analysis project by procuring a broker to enhance the success and revitalization of its commercial centers and assist with retail recruitment. The selected broker will work directly for the City to identify, attract, and secure high-quality retail tenants that align with the City’s economic goals. The broker will focus on strengthening commercial districts, improving occupancy rates, and diversifying the retail landscape to meet the demands of residents and visitors.

Revitalized and well-occupied commercial centers create a more vibrant community atmosphere, encouraging people to spend more time in these areas. Additionally, improved shopping experiences can help foster a stronger sense of place and pride in the city.

Additionally, the presence of desirable retail tenants can help create a more stable, protable environment for existing businesses.

Regarding the business climate, 37% of businesses rated it as excellent and 47% rated it as good (CSS p. 17). This feedback highlights the need for targeted eorts to improve the overall business environment. Additionally, a common suggestion from residents has been to attract new restaurants and stores, indicating a demand for more diverse dining and retail options in the city (CSS p. 19). The 2025 Community Satisfaction Survey also pointed to an increase in the importance of the City’s eorts to revitalize outdated areas (up to

69.5% of businesses rated it as extremely or very important), suggesting that more attention is needed to these spaces (CSS, p.36).

Lead Department: Economic Development
Program: 830 Economic Development
Budget Impact: $50,000 per year
Fund: General Fund
Estimated Completion: FY 26/27
City of Lake Forest | 2025-2027 Operating Budget Page 32 Item: 12
92 Goal A, Priority Area 2
Our livable city is well-planned, attractive, and safe.

Priority Area 2 - Attractive: Investment and maintenance in public facilities, infrastructure, and natural resources enhance the visual character of the City and support quality neighborhoods.

Goal A, Priority Area 2 - Attractive
Substantial Progress 7
Upcoming 6
Started 6
Preparing for Launch 1
Complete
In Transition
City of Lake Forest | 2025-2027 Operating Budget Page 33 Item: 12
93 Goal A, Priority Area 2, Strategy (A)
Our livable city is well-planned, attractive, and safe.

Priority Area 2 - Attractive: Investment and maintenance in public facilities, infrastructure, and natural resources enhance the visual character of the City and support quality neighborhoods.

Strategy (A) Enhance the City's overall visual character, maintain City assets, and proactively reinvest in southwest Lake Forest.

City of Lake Forest | 2025-2027 Operating Budget Page 34 Item: 12
94 Initiatives A - 2(a)
SP # 16 - Citywide Branding Implementation
Upon completion of the Branding Project and the establishment of a brand, continue to work with the current branding services consultant to “launch” the brand and evaluate implementation actions as appropriate. Potential brand actions include the following, in a phased manner:

Project A: 2027 City of Lake Forest Rose Parade Float (Pending Direction/Approval by City Council) Project B: Main Street Banners on main roads like El Toro Road to visually launch the new brand elements on a highly frequented road and key landmark of the City.

Project C: 35th Anniversary Celebration Event to commemorate the 35th Anniversary of the City.

This initiative addresses the recurring expressed community desire to attract quality restaurants and businesses (p.19 of 2025 Community Satisfaction Survey). Implementing and achieving widespread dissemination of a city brand can help elevate and make visible the qualities that make Lake Forest a unique and desirable place for businesses and can highlight the City’s high quality of life.

Lead Department: City Manager's Oce
Program: 830 Economic Development
Budget Impact:

Project A: $550,000 (if approved)
Project B: $50,000
Project C: $30,000
Fund: General Fund (Strategic Economic Investment Program or SEIP) Estimated Completion: FY 26/27
City of Lake Forest | 2025-2027 Operating Budget Page 35 Item: 12
95 Initiatives A - 2(a)
SP # 17 - City Branding Entryways
Install City entryway enhancements at El Toro Road, Lake Forest Drive and Portola Parkway.

Project improves the visual appearance of the entryway arterial street intersections in Lake Forest.

Lead Department: Public Works
Program: 940 Street Improvement Projects
Budget Impact: $700,000
Fund: General Fund
Estimated Completion: FY 27/28
SP # 18 - Southwest Lake Forest Investment
Projects
Southwest Lake Forest Crosswalk Enhancement Intersection Improvements (Wall, Crosswalk, Audible Pedestrian Signals Phase 5)
Crosswalk (26S04)
Audible Pedestrian Signals (APS) Phase 5 (27T01)
Arterial Wall Enhancements (24S06)
(Project previously included in 2023-2030 Strategic Plan as SP # 27)
Lead Department: Public Works
Program: 940 Street Improvement Projects, 930 Trac
Improvement Projects
Budget Impact: $300,000 for Crosswalk Enhancements, $180,000 for APS Phase 5 portion of project, See CIP
Fund: General Fund, Community Development Block Grant
(CDBG) for APS
Estimated Completion: FY 26/27
SP # 19 - Lake Forest Golf and Practice Center
Request for Proposal (RFP) with County
In conjunction with the County of Orange, conduct a Request for Proposal process for the Lake Forest Golf and Practice Center (Golf Course) lease agreement. This update would potentially bring new tenant(s) to manage the driving range/parking lot parcel (County of Orange), and nine-hole golf course (City-owned property). The project also aims to create a revitalized environment, improving the aesthetic appeal and functionality of the facilities. By modernizing the existing structures and updating the landscape, this initiative serves as an opportunity to stimulate the surrounding industrial area, encouraging further
reinvestment and development.

By modernizing the facilities and enhancing the surrounding area, this initiative may oer an upgraded experience for residents, improving both their recreational opportunities and the aesthetic quality of the environment. Additionally, the revitalization of the industrial area around these facilities will increase its appeal, potentially attracting new business investments and encouraging existing property owners to reinvest in their properties, leading to broader economic growth and beautication of the area.

Lead Department: Economic Development
Program: 830 Economic Development
Budget Impact:

Sta Resources
Fund: General Fund
Estimated Completion: FY 26/27
City of Lake Forest | 2025-2027 Operating Budget Page 36 Item: 12
96 Initiatives A - 2(a)
SP # 20 - Neighborhood Improvement Task
Force (NITF)
Transition from pilot to long-term program for neighborhood improvement activities. Procure multi-year outreach consulting contract and establish basic framework to be replicated.

Nearly 2/3 of residents cite
signicant neighborhood issues that
should be improved by the City, such as parking, lack of property maintenance, homelessness, and overcrowding (2025 CSS, p. 44).

FY 24/25: Consultant selected, and the Neighborhood 3 Project has been started.

FY 25/26: Complete procurement of multi-year agreement for future neighborhoods and establish Southwest Lake Forest Ad- hoc.
(Project previously included in 2023-2030 Strategic Plan as SP # 29)
Lead Department: Community Development
Program: 541 Community Preservation
Budget Impact: $95,000
Fund: General Fund
Estimated Completion: FY 25/26
SP # 21 - Community Preservation Program
Develop and implement new citywide community preservation program to assist residents in need who may be unable to address code violations, deteriorated property, and neglected maintenance.

Almost half of residents surveyed reported that lack of property maintenance, noise, parking, and grati are having a
negative impact on their neighborhood (2025 CSS, p. 44).

FY 24/25: Consultant selected and the development of a pilot program has been initiated.

FY 25/26: Complete Pilot Program and evaluate the impact of program for future stages.
(Project previously included in 2023-2030 Strategic Plan as SP # 30)
Lead Department: Community Development
Program: 541 Community Preservation
Budget Impact: $70,000
Fund: General Fund
Estimated Completion: FY 25/26
City of Lake Forest | 2025-2027 Operating Budget Page 37 Item: 12
97 Initiatives A - 2(a)
SP # 22 - Veterans' Brick Program
Provide opportunities for veterans and residents of Lake Forest to adopt a brick at Veterans Park and other City Parks.

83.1% of residents rate maintaining public landscapes as an important service and 89.9% rate maintaining parks and picnic areas as important (CSS, p. 31)
Lead Department: Public Works
Program: 401 Infrastructure Maintenance Support, 437 Parks Maintenance Services Budget Impact: $20,000 per year
Fund: General Fund
Estimated Completion: FY 28/29
City of Lake Forest | 2025-2027 Operating Budget Page 38 Item: 12
98 Initiatives A - 2(a)
SP # 23 - Citywide Street Sign Refresh
Create and install new street name sign design.

Lead Department: Public Works
Program: 940 Street Improvement Projects
Budget Impact: See CIP
Fund: General Fund
Estimated Completion: FY 25/26
City of Lake Forest | 2025-2027 Operating Budget Page 39 Item: 12
99 Goal A, Priority Area 2, Strategy (B)
Our livable city is well-planned, attractive, and safe.

Priority Area 2 - Attractive: Investment and maintenance in public facilities, infrastructure, and natural resources enhance the visual character of the City and support quality neighborhoods.

Strategy (B) Consistently invest in the City's facilities.

Initiatives A - 2(b)
SP # 24 - Asset Management Program - Asset Management Work Order System Develop or purchase software that allows the City to track work orders against assets, and conduct condition inspections.

Phase 1 - FY 25/26: Develop Work Order system and test system with key contractors.

Phase 2 - FY 26/27: Roll out to all Inspectors and deploy it as part of work processes to include all contractors addressing work orders in the eld. Procure a technical support consultant to help integrate ESRI Geographic Information System (GIS) functions and to optimize the system with continued improvements.

Phase 3 - FY 27/28: Complete implementation by nalizing processes and workows and providing ongoing training.

Lead Department: Public Works
Program: 401 Infrastructure Maintenance Support
Budget Impact: $50,000 per year
Fund: General Fund
Estimated Completion: FY 27/28
SP # 25 - Park Enhancements
Complete various signicant maintenance or enhancement
projects to retain the high-quality of the City's park facilities.

Park Gazebo Repair & Replacement (PW2022-09)
Replace synthetic elds installed in 2014 at the Lake Forest Sports Park (25P02)
Maintaining local roads, parks, and other infrastructure are top concerns for residents and businesses in the 2025
Community Satisfaction Survey (CSS, p.31, p. 38).
(Project previously included in 2023-2030 Strategic Plan as SP # 37)
Lead Department: Public Works
Program: 920 Park Improvement Projects
Budget Impact: See CIP
Fund: General Fund
Estimated Completion: FY 25/26
SP # 26 - Heroes Park Field Renovations
Perform renovations at sports elds at Heroes Park, including irrigation, baseball eld improvements, and leveling. (25P10) Improve baseball elds by adding warning track, fencing improvements, and ineld regrading to improve playability of the eld and the enjoyment of users.

Maintaining local roads, parks, and other infrastructure are top concerns for residents and businesses in the 2025
Community Satisfaction Survey (CSS, p.31, p. 38).
(Project previously included in 2023-2030 Strategic Plan as SP # 35)
Lead Department: Public Works
Program: 920 Park Improvement Projects
Budget Impact: See CIP
Fund: General Fund
Estimated Completion: FY 25/26
City of Lake Forest | 2025-2027 Operating Budget Page 40 Item: 12
100

Initiatives A - 2(b)
SP # 27 - Neighborhood Park Renovations, Phase 4: Vintage  Park Following the completion of public outreach, park design will be prepared for approval and the park renovations construction phase.

The project renovates the aging park facilities and adds additional amenities based on public input to improve the quality of the park.

Improvements to City Parks are cited in the 2025 Community Satisfaction Survey as an item that would make Lake Forest better.

Maintaining local roads, parks, and other infrastructure are top concerns for residents and businesses in the 2025 Community Satisfaction Survey (CSS, p.31, p. 38).

Lead Department: Public Works
Program: 920 Park Improvement Projects
Budget Impact: $200,000
Fund: General Fund
Estimated Completion: FY 25/26
City of Lake Forest | 2025-2027 Operating Budget Page 41 Item: 12
101

Initiatives A - 2(b)
SP # 28 - Neighborhood Park Renovations, Phase 4: Cavanaugh Park Following the completion of public outreach, park design will be prepared for approval and the park renovations construction phase.

The project renovates the aging park facilities and adds additional amenities based on public input to improve the quality of the park.

Improvements to City Parks are cited in the 2025 Community Satisfaction Survey as an item that would make Lake Forest better.

Cavanaugh Park (25P08): These park renovations will include the implementation of improvements brought forth by the public outreach eort and take into account any future freeway/ El Toro Rd. Intersection work. (Public Outreach previously included in 2023-2030 Strategic Plan as SP # 25) Maintaining local roads, parks, and other infrastructure are top concerns for residents and businesses in the 2025 Community Satisfaction Survey (CSS, p.31, p. 38).

Lead Department: Public Works
Program: 920 Park Improvement Projects, 910 Building Improvement Projects Budget Impact: $1,200,000
Fund: Neighborhood Park Improvement Reserve Fund
Estimated Completion: FY 26/27
City of Lake Forest | 2025-2027 Operating Budget Page 42 Item: 12
102

Initiatives A - 2(b)
SP # 29 - Neighborhood Park Renovations,
Phase 4: Nature Park and Lake Forest Park
Following the completion of public outreach, park design will be prepared for approval and the park renovations construction phase. The project renovates the aging park facilities and adds additional amenities based on public input to improve the quality of the park. Improvements to City Parks are cited in the 2025 Community Satisfaction Survey as an item that would make Lake Forest better.

Lake Forest and Nature Park (25P06): These park renovations will include the implementation of improvements brought forth by the public outreach eort and include items such as trail maintenance, the replacement of older amenities, and
maintenance of lights throughout the parks.
(Public Outreach previously included in 2023-2030 Strategic Plan as SP # 32 and #38)
Maintaining local roads, parks, and other infrastructure are top concerns for residents and businesses in the 2025
Community Satisfaction Survey (CSS, p.31, p. 38).

Lead Department: Public Works
Program: 920 Park Improvement Projects
Budget Impact: $300,000
Fund: Neighborhood Park Improvement Reserve Fund
Estimated Completion: FY 25/26
SP # 30 - Pickleball Court Installation Project
Following the completion of public outreach, park design will be prepared for approval and the park renovations construction phase. As a result of the analysis and public outreach previously conducted, this initiative would provide funding for the installation of additional pickleball courts in parks throughout the City. Improvements to City Parks are cited in the 2025 Community Satisfaction Survey as an item that would make Lake Forest better.

Maintaining local roads, parks, and other infrastructure are top concerns for residents and businesses in the 2025
Community Satisfaction Survey (CSS, p.31, p. 38).

Lead Department: Public Works
Program: 920 Park Improvement Projects
Budget Impact: $420,000
Fund: General Fund
Estimated Completion: FY 25/26
City of Lake Forest | 2025-2027 Operating Budget Page 43 Item: 12
103

Initiatives A - 2(b)
SP # 31 - Etnies Skate Park Improvement
Project
Following the completion of public outreach, park design will be prepared for approval and the park renovations construction phase. The project renovates the aging park facilities and adds additional amenities based on public input to improve the quality of the park. Improvements to City Parks are cited in the 2025 Community Satisfaction Survey as an item that would make Lake Forest better.

Etnies Skate Park (27F06, 24P03, and 26P05): Includes
renovations to existing main building such as HVAC upgrades and IT infrastructure improvements to improve the safety and environment of the facility. Renovations to the skateable areas and landscaping around the park would include concrete repairs, installation of additional shade structures, and upgrading existing lights to LED to improve safety features at the park.
(Public Outreach previously included in 2023-2030 Strategic Plan as SP # 33)
Maintaining local roads, parks, and other infrastructure are top concerns for residents and businesses in the 2025
Community Satisfaction Survey (CSS, p.31, p. 38).

Lead Department: Public Works
Program: 920 Park Improvement Projects, 910 Building
Improvement Projects
Budget Impact: 27F07 - $2,200,000; 24P03 - $2,200,000, 26P05 - $175,000
Fund: Neighborhood Park Improvement Reserve Fund
Estimated Completion: 27F07 & 24P03 - FY 27/28
City of Lake Forest | 2025-2027 Operating Budget Page 44 Item: 12
104

Initiatives A - 2(b)
SP # 32 - Neighborhood Park Renovations, Phase 4: Peachwood Park Following the completion of public outreach, park design will be prepared for approval and the park renovations construction phase.

The project renovates the aging park facilities and adds additional amenities based on public input to improve the quality of the park.

Improvements to City Parks are cited in the 2025 Community Satisfaction Survey as an item that would make Lake Forest better.

Peachwood Park (24P10): 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 the City Council, Public Works would coordinate with the consultant on the preparation of nal design documents and assist in the bid process once the project moves into the construction phase.

Maintaining local roads, parks, and other infrastructure are top concerns for residents and businesses in the 2025 Community Satisfaction Survey (CSS, p.31, p. 38).

Lead Department: Public Works
Program: 920 Park Improvement Projects
Budget Impact: $400,000
Fund: Neighborhood Park Improvement Reserve Fund
Estimated Completion: FY 29/30
City of Lake Forest | 2025-2027 Operating Budget Page 45 Item: 12
105

Goal A, Priority Area 2, Strategy (C)
Our livable city is well-planned, attractive, and safe.

Priority Area 2 - Attractive: Investment and maintenance in public facilities, infrastructure, and natural resources enhance the visual character of the City and support quality neighborhoods.

Strategy (C) Evaluate future options for the City's infrastructure and utility resources.

City of Lake Forest | 2025-2027 Operating Budget Page 46 Item: 12
106

Goal A, Priority Area 2, Strategy (D)
Our livable city is well-planned, attractive, and safe.

Priority Area 2 - Attractive: Investment and maintenance in public facilities, infrastructure, and natural resources enhance the visual character of the City and support quality neighborhoods.

Strategy (D) Provide civic and recreational opportunities appealing to community demographics.

Initiatives A - 2(d)
SP # 33 - Community Service Programming at
the Performing Arts Center (PAC)
Oer expanded programming at the PAC focused on feedback received from the 2024 Recreation Programming Focus Group, as well as programs that will help market the facility for future rentals. Examples may include hosting a comedy event, an author event, or a book signing.

Providing recreation opportunities to a wide range of users is an important issue for residents in 2025 Community & Business Satisfaction Survey (CSS, p. 33)
Lead Department: Management Services
Program: 730 Performing Arts Center, 710 Community Events Budget Impact: $20,000 per year
Fund: General Fund
Estimated Completion: FY 26/27
SP # 34 - Foothill Ranch Park Sport Rink
Conversion
Convert one hockey rink to a box lacrosse facility at Foothill Ranch Park, Foothill Ranch Box Lacrosse Installation Project (24P04).

Providing recreation opportunities to a wide range of users is an important issue for residents in 2025 Community & Business Satisfaction Survey (CSS, p. 33)
(Project previously included in 2023-2030 Strategic Plan as SP # 40)
Lead Department:  Public Works
Program: 920 Park Improvement Projects
Budget Impact: $275,000
Fund: General Fund
Estimated Completion: FY 25/26
City of Lake Forest | 2025-2027 Operating Budget Page 47 Item: 12
107

Initiatives A - 2(d)
SP # 35 - Equestrian Center Lease Extension
Negotiate lease extension for the Equestrian Center (expires August 2026) to continue program oerings and maintain strong relationships with tenants.

Providing recreation opportunities to a wide range of users is an important issue for residents in 2025 Community & Business Satisfaction Survey (CSS, p. 33)
Lead Department: Economic Development
Program: 830 Economic Development
Budget Impact: Sta Resources
Fund: General Fund
Estimated Completion: FY 25/26
City of Lake Forest | 2025-2027 Operating Budget Page 48 Item: 12
108

Goal A, Priority Area 3
Our livable city is well-planned, attractive, and safe.

Priority Area 3 - Safe: Excellent public safety eorts maintain a family-friendly environment and high quality of life.

Goal A, Priority Area 3 - Safe
Upcoming 3
Complete
Substantial Progress
Started
Preparing for Launch
In Transition
City of Lake Forest | 2025-2027 Operating Budget Page 49 Item: 12
109

Goal A, Priority Area 3, Strategy (A)
Our livable city is well-planned, attractive, and safe.

Priority Area 3 - Safe: Excellent public safety eorts maintain a family-friendly environment and high quality of life.

Strategy (A): Maintain a low crime rate in a cost-eective manner.

Initiatives A - 3(a)
SP # 36 - Analysis of Regulatory Options for Massage and Personal Care Services The analysis will identify business types that may include the use of private rooms and identify potential locations for businesses based on existing zoning designations. Through this analysis, the study will yield a proposal of revised regulations to improve public safety and ensure land use designations appropriately reect regulations.

Lead Department: Community Development
Program: 541 Community Preservation
Budget Impact: $50,000
Fund: General Fund
Estimated Completion: FY 25/26
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Goal A, Priority Area 3, Strategy (B)
Our livable city is well-planned, attractive, and safe.

Priority Area 3 - Safe: Excellent public safety eorts maintain a family-friendly environment and high quality of life.

Strategy (B): Maintain public safety by engaging community members.

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Goal A, Priority Area 3, Strategy (C)
Our livable city is well-planned, attractive, and safe.

Priority Area 3 - Safe: Excellent public safety eorts maintain a family-friendly environment and high quality of life.

Strategy (C): Develop comprehensive emergency management strategies that prepare the City to respond eectively to unpredictable events.

Initiatives A - 3(c)
SP # 37 - Park Security Enhancements
Implement night and weekend park patrols with contract security sta to improve park security and safety.

Park access has been constrained by anti-social behavior, vandalism, and vagrancy – particularly in the southwest section of Lake Forest. Increasing security is a key priority of the Community Services Commission, many regular park users, and residents that live near parks in Southwest Lake Forest.

This is consistent with the 2025 Community Satisfaction Survey results describing
improving parks, recreation as one of the top
concerns (CSS, p. 19).

Lead Department: Management Services
Program: 701 Community Services Support, 760 Sports Park Budget Impact: $150,000 per year
Fund: General Fund
Estimated Completion: FY 26/27
SP # 38 - Emergency Communication
Enhancements at the Lake Forest Sports Park
Purchase an outdoor loudspeaker system to communicate
emergencies and announcements at the Lake Forest Sports Park.

In case of an emergency, sta would be able to notify the public of the on-site emergency and how to proceed.

Park improvements and public safety remain top concerns for residents as documented throughout the 2025 Community
Satisfaction Survey (CSS, p. 19).

Lead Department: Management Services
Program: 760 Sports Park
Budget Impact: $30,000
Fund: General Fund
Estimated Completion: FY 25/26
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Goal B
Our connected city is informed, engaged, and technologically current.

A connected city is dened by its transparent, innovative, and creative methods of engaging the community. Strategies and initiatives under this goal highlight the City's eorts to expand access to programs, connect with new residents, and utilize technology to ensure it maintains a high standard of customer service and exibility. In addition to utilizing community investment to build a community that authentically attracts residents, Lake Forest seeks to foster connections through creative programming and the intentional deployment of technology.

Goal B Strategic Plan Initiatives Progress
Upcoming 12 (92.31%)
Started 1 (7.69%)
Complete (0.00%)
Substantial Progress (0.00%)
Preparing for Launch (0.00%)
In Transition (0.00%)
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Goal B, Priority Area 1
Our connected city is informed, engaged, and technologically current.

Priority Area 1- Informed: Transparency about decision-making government and performance cultivates public trust.

Goal B, Priority Area 1 - Informed
Upcoming 5
Complete
Substantial Progress
Started
Preparing for Launch
In Transition
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Goal B, Priority Area 1, Strategy (A)
Our connected city is informed, engaged, and technologically current.

Priority Area 1- Informed: Transparency about decision-making and government performance cultivates public trust.

Strategy (A): Maintain a communications and marketing strategy, including two-way communication that enhances community engagement.

Initiatives B - 1(a)
SP # 39 - New Lake Forest Resident Packet
Welcome new Lake Forest residents with a Resident Packet including the Leaet and Civic Center Information.

New residents often do not know the location of City Hall or the Community Services programs that are oered. This information was gathered from the Community Focus Groups Project (Completed as part of the 2023-2030 Strategic Plan as SP #42) conducted by Management Services in FY 2024-25. Some Lake Forest residents are interested in participating in City events and programs, but don’t know a lot about what the City oers.

Lead Department: Management Services
Program: 801 Communications and Marketing
Budget Impact: $10,000 per year
Fund: General Fund
Estimated Completion: FY 26/27
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Initiatives B - 1(a)
SP # 40 - Business Attraction Marketing
This marketing campaign will leverage the branding strategy developed by the City’s consultant to create impactful marketing materials that showcase why Lake Forest is an ideal place for businesses to thrive. By incorporating the insights from the branding strategy, sta will design targeted materials highlighting key aspects such as Lake Forest’s demographics, economic prole, available oce space, and other vital business-friendly attributes. These materials will be distributed to attract potential businesses and investors to the City.

Additionally, the City will attend the ICSC (International Council of Shopping Centers) Conference in May 2026, where we will host a booth designed with branded promotional materials. This will allow us to directly market Lake Forest to a broad audience of commercial real estate professionals, retailers, and developers, further elevating the City’s visibility and business prospects.

In the City's 2025 Community Satisfaction Survey, 75.1% of businesses indicated that learning how to market would help make them more protable (CSS, p. 49), and promoting businesses was one of the top areas where the City could oer support (CSS, p. 50). By actively marketing Lake Forest, the initiative provides businesses and Lake Forest with greater visibility. Additionally, the survey highlighted that residents want more restaurants and retail stores in Lake Forest.

Lead Department: Economic Development
Program: 830 Economic Development
Budget Impact: $35,000 in FY 25/26 and $37,000 in FY 26/27 Fund: General Fund
Estimated Completion: FY 26/27
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Goal B, Priority Area 1, Strategy (B)
Our connected city is informed, engaged, and technologically current.

Priority Area 1- Informed: Transparency about decision-making and government performance cultivates public trust.

Strategy (B): Invigorate civic life via special events and programs.

Initiatives B - 1(b)
SP # 41 - USA 250: A Celebration of the United States' 250th Anniversary (Semiquincentennial) Commemorate America’s 250  birthday by incorporating unique features in the City’s annual Fourth of July Parade and/or other commemorative symbols throughout the community.

America’s 250  birthday is an opportunity to bring the community together for a special, once-in-a-lifetime event. Consistent with the residents' desires to have more events and entertainment activities in Lake Forest (2025 CSS, p. 19).

Lead Department: Management Services
Program: 710 Community Events
Budget Impact: $50,000
Fund: General Fund
Estimated Completion: FY 26/27
th
th
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Initiatives B - 1(b)
SP # 42 - Lake Forest Flavors
Establish Lake Forest as a dining destination by showcasing the City’s vibrant restaurant scene. Through a comprehensive marketing strategy—including social media campaigns (videos, reels, and spotlights on featured restaurants), a dedicated webpage, newsletter articles, and in-person community events—this initiative will foster engagement and drive trac to local businesses. By leveraging collaborative partnerships with restaurants and community organizations, the initiative would support local businesses, stimulate economic growth, and instill a sense of community pride. This initiative would aid with a seamless transition from the successful BOGO campaign, keeping local restaurants in the spotlight and building momentum leading up to the revamped Taste of Lake Forest event.

Ultimately, Lake Forest Flavors reinforces the City’s commitment to promoting shopping and dining locally, driving both economic and community vitality.

In the City's 2025 Community Satisfaction Survey, 75.1% of businesses indicated that learning how to market would help make them more protable (CSS, p. 49), and promoting businesses was one of the top areas where the City could oer support (CSS, p. 50). By actively marketing Lake Forest’s diverse dining scene, the initiative provides businesses with greater visibility, helping them reach more customers.

Lead Department: Economic Development
Program: 830 Economic Development
Budget Impact: $10,000 per year
Fund: General Fund
Estimated Completion: FY 26/27
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Goal B, Priority Area 1, Strategy (C)
Our connected city is informed, engaged, and technologically current.

Priority Area 1- Informed: Transparency about decision-making government performance cultivates public trust.

Strategy (C): Ensure that the City's decision-making process remains accessible to all residents.

Initiatives B- 1(c)
SP # 43 - Realtor Partnerships
Host quarterly meetings with Realtors serving Lake Forest, including providing brokers with door hangers with Lake Forest City information for them to distribute to area homes.

This initiative would leverage the City’s branding eorts and could provide greater connectivity between residents and the City. Per the Community Focus Groups conducted by Management Services in FY 2024-25, residents are interested in connecting with the City, they just don’t know how. As shown in the 2025 Community Satisfaction Survey, 11% of residents and 9.5% of businesses responded Not sure/ Do not receive information when asked
where they receive information about the City (CSS, p. 57 and p. 59). This gap presents an opportunity for the City to connect with residents and businesses that currently do not receive information.

Lead Department: Management Services
Program: 801 Communications and Marketing
Budget Impact: $10,000 per year
Fund: General Fund
Estimated Completion: FY 26/27
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Goal B, Priority Area 2
Our connected City is informed, engaged, and technologically current.

Priority Area 2 - Engaged: Outreach, creative events, and programs inspire connection and participation between residents, businesses, and City government.

Goal B, Priority Area 2 - Engaged
Upcoming 4
Complete
Substantial Progress
Started
Preparing for Launch
In Transition
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Goal B, Priortity Area 2, Strategy (A)
Our connected City is informed, engaged, and technologically current.

Priority Area 2 - Engaged: Outreach, creative events, and programs inspire connection and participation between residents, businesses, and City government.

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

Initiatives B - 2(a)
SP # 44 - Community Service Program Scholarships
Provide a scholarship fund for qualied low-income families for Community Services programs.

Lower-income residents, particularly in the southwest region of Lake Forest, are disconnected from most of the City’s recreation programming and facilities (e.g. the Lake Forest Sports Park). A scholarship would provide additional opportunities for qualied low- income residents to explore community oerings.

Lead Department: Management Services
Program: 838 Community Promotion
Budget Impact: $10,000 per year
Fund: General Fund
Estimated Completion: FY 26/27
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Goal B, Priority Area 2, Strategy (B)
Our connected City is informed, engaged, and technologically current.

Priority Area 2 - Engaged: Outreach, creative events, and programs inspire connection and participation between residents, businesses, and City government.

Strategy (B) Involve the public in measuring the quality and eectiveness in services delivered by the City.

Initiatives B - 2(b)
SP # 45 - Improve Financial Transparency and Accessibility for the Community Phase 1: Become GFOA Triple Crown City - Earn the Certicate of Achievement for Excellence in Financial Reporting, the Distinguished Budget Presentation Award, and the Popular Annual Financial Reporting Award, demonstrating excellence in nancial transparency, accountability, and communication.

Phase 2: Develop AGA Citizens Centric Report - A concise, visually engaging document that provides residents with an overview of the city's demographics, nancial health, performance results, and future goals in an easy-to-understand format.

Phase 3: Structured Community Engagement Strategy in the Budget Process - Employ a multi-channel approach to create a participatory process.

This eort directly addresses the 78.9% satisfaction rate with communication noted in the 2025 Community Satisfaction Survey (CSS, p.51), aiming to increase public satisfaction within the rst year. By responding to the request for improved budgeting and fiscal management (CSS, p.19), this initiative will enhance residents’ understanding of the City’s nancial health.

Lead Department: Finance
Program: 245 Accounting and Payroll
Budget Impact: Sta Resources
Fund: General Fund
Estimated Completion: FY 26/27
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Initiatives B - 2(b)
SP # 46 - Advanced Geographic Information System (GIS) for Infrastructure and Community Engagement
Phase 1: Develop a 5-Year Citywide GIS Technology Master Plan Phase 2: Upgrade GIS Infrastructure Based on the Phase 1 deliverables, upgrade GIS infrastructure by upgrading hardware, software, and data layers
Phase 3: Expand GIS-Based Services for Residents
Based on Phase 1 and Phase 2, develop enhanced GIS applications that provide residents with improved tools for engagement.

A 5-Year GIS Technology Master Plan focused on public services ensures that the City is not just investing in technology for internal eciency but also prioritizing the needs of residents. The National Employee Survey (NES) by Polco identies interdepartmental
collaboration as a key driver of eciency (NES, p.4).

Upgrading GIS infrastructure ensures residents have fast, reliable access to city services and information. It lays the foundation for delivering modern, user-friendly tools that improve community engagement, support transparency, and enable better decision-making for both residents and city leaders.

Advanced GIS Applications will enhance community engagement and strengthen the relationship between residents and the City.

Lead Department: Information Technology
Program: 237 GIS
Budget Impact:

Phase 1 and 2: $150,000
Phase 3: $30,000
Fund: General Fund
Estimated Completion: FY 26/27
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Initiatives B - 2(b)
SP # 47 - Strategic Planning Software
Procure and deploy cloud-based software platform to develop strategic plan in dynamic and engaging platform. Implement software among all departments and develop key performance indicators (KPI) and provide training to keep the platform up to date.

As the City continues its tradition of strategic planning, this initiative would showcase progress towards community goals in a transparent and accessible platform. This eort would demystify City functions and priorities and clearly show and signal future plans for maintenance and nancial responsibility over time. A software could also help disseminate complex information in digestible formats and provide key performance indicators and measures for the community to review and understand.

Residents indicated a desire for improved budgeting and scal management and improved city planning (CSS, p.19). This initiative will enhance residents’ understanding of the City's budgeting, prioritization, planning, and execution of various initiatives throughout the community.

Lead Department: City Manager's Oce
Program: 201 City Manager
Budget Impact:

Initial Deployment: $35,000
Ongoing Expenses: $20,000 annually
Fund: General Fund
Estimated Completion: FY 26/27
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Goal B, Priority Area 3
Our connected city is informed, engaged, and technologically current.

Priority Area 3 - Technologically Current: Innovative technologies provide an ecient means for the public to remain engaged and access public information.

Goal B, Priority Area 3 - Technologically Current
Upcoming 3
Started 1
Complete
Substantial Progress
Preparing for Launch
In Transition
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Goal B, Priority Area 3, Strategy (A)
Our connected city is informed, engaged, and technologically current.

Priority Area 3 - Technologically Current: Innovative technologies provide an ecient means for the public to remain engaged and access public information.

Strategy (A) Enhance eciencies and services through technology.

Initiatives B - 3(a)
SP # 48 - Develop a 5-Year Citywide Technology Master Plan Develop a Strategic Technology Software Framework (excluding GIS applications) that enhances interdepartmental collaboration, streamlines operations, and aligns with the City’s long-term goals.

A unied Citywide Technology Master Plan provides a clear strategic roadmap that aligns technology initiatives with community priorities, increases transparency, and delivers measurable value to constituents. It also reduces redundancy, cuts costs, and ensures departments are working together toward the City's long-term goals.

Lead Department: Information Technology
Program: 235 IT Operations
Budget Impact: $110,000
Fund: General Fund
Estimated Completion: FY 26/27
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Initiatives B - 3(a)
SP # 49 - Online Building Permit Application Access
Establish an online portal for building permit submissions.

This initiative will allow the public to submit directly to the City and reduce the trac at the counter. Additional counter time would allow for more in-depth questions and complex projects.
55% of residents that responded found the importance of issuing building permits as either very or extremely important in the 2025 Community Satisfaction Survey (CSS, p. 28).
(Revision to 2023-2030 Strategic Plan Initiative SP #65 - Building Services Modernization) Lead Department: Community Development
Program: 511 Current Planning Services
Budget Impact: $60,000
Fund: General Fund
Estimated Completion: FY 26/27
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Initiatives B - 3(a)
SP # 50 - Streamlining Business Startup
Support: Integration of Planning and Economic
Development
Aims to create a seamless experience on how to start a
businesses in Lake Forest. Recognizing the challenges businesses face in navigating the current system—where Economic
Development oversees assists businesses with starting up, and Planning handles building and permitting startup processes— software tools could provide a centralized, user-friendly platform.

This how to start a business "one-stop shop" would oer clear guidance, resources, and support, ensuring businesses could easily access information and services needed to open and thrive in Lake Forest.

Businesses provided responses indicating that fewer restrictions and regulations and a more business-friendly government could help improve the business climate (CSS, p. 20). Providing more resources and support was also one of the top ways to help businesses (CSS, p. 50).

By streamlining and modernizing the “how to start a business” process, the City would create a more business-friendly environment that would assist businesses in navigating any existing restrictions and regulations as well as provide support and continue to improve City processes.

Lead Department: Economic Development
Program: 830 Economic Development
Budget Impact: $25,000 per year
Fund: General Fund
Estimated Completion: FY 26/27
SP # 51 - Streamline Planning and Building
Division Pre-Application & Inquiry Process
Engage in online software that intuitively assists applicants in navigating various Planning and Building application
requirements, providing a checklist, and other relevant information currently given by City and contracted sta.

The software would:

Provide project-specic guidance of the planning
entitlement and building permit process to applicants
online and nd answers to application questions without sta support.

Provide an online portal where residents can create an
account and view current and historical projects.

Be compatible with the current permitting software (EPL). 55% of residents that responded found the importance of issuing building permits as either very or extremely important in the 2025 Community Satisfaction Survey (CSS, p. 28).

By streamlining and modernizing the process, the City would create an improved environment for applicants to conduct their business with the City. The software would assist applicants in navigating the planning entitlement and building permit process by identifying any existing restrictions and regulations as well as provide support and continue to improve City processes.

Lead Department: Community Development
Program: 511 Current Planning Services
Budget Impact: $34,000 initial year, $24,000 per year ongoing Fund: General Fund
Estimated Completion: FY 26/27
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Initiatives B - 3(a)
SP # 52 - Integrated Redaction Services
Utilizing subscription-based redaction software, redact and upload City permits to the Laserche public portal, accessible on the City's website.

The City's website is considered a top source of information for both residents (21.2%) and businesses (24.5%, top source) (CSS, p.57) Lead Department: City Clerk
Program: 215 Records Management
Budget Impact: $3,000 per year
Fund: General Fund
Estimated Completion: FY 25/26
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Goal C
Our healthy city government is sustainable and well-run with committed people.

Stability in government operations signals a strong nancial foundation, prudent planning and decision-making, and an environment where talented and committed people seek to work. Strategies and initiatives under this goal highlight the prioritization of nancially sustainable practices and the importance of cultivating the City's workforce. Through its strategic planning and eorts to review policies and practices, Lake Forest consistently monitors the health of its operations, making adjustments as necessary to ensure a bright future.

Goal C Strategic Plan Initiatives Progress
Upcoming 8 (100.00%)
Complete (0.00%)
Substantial Progress (0.00%)
Started (0.00%)
Preparing for Launch (0.00%)
In Transition (0.00%)
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Goal C, Priority Area 1
Our healthy city government is sustainable and well-run with committed people.

Priority Area 1 - Sustainable: Responsible nancial policies and prudent decisions provide short-term scal stability and long-term nancial health.

Goal C, Priority Area 1 - Sustainable
Upcoming 2
Complete
Substantial Progress
Started
Preparing for Launch
In Transition
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Goal C, Priority Area 1, Strategy (A)
Our healthy city government is sustainable and well-run with committed people.

Priority Area 1 - Sustainable: Responsible nancial policies and prudent decisions provide short-term scal stability and long-term nancial health.

Strategy (A) Continue to implement Financial Management and Budgetary Policy to maintain the nancial integrity of the City.

Goal C, Priority Area 1, Strategy (B)
Our healthy city government is sustainable and well-run with committed people.

Priority Area 1 - Sustainable: Responsible nancial policies and prudent decisions provide short-term scal stability and long-term nancial health.

Strategy (B) Operate according to policy on cost recovery.

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Initiatives C - 1(b)
SP # 53 - Conduct a Comprehensive Fee Study and Cost Allocation Plan Phase 1: Conduct a thorough study and evaluate all City fees to make sure they accurately reect the cost of services provided.

Phase 2: Review and adjust fees annually based on current nancial conditions and the Consumer Price Index (CPI) to maintain alignment with service costs.

This makes services nancially self-sustaining and aligns with public feedback from the 2025 Community Satisfaction Survey, which calls for improved budgeting and scal management (CSS, p. 19).

Lead Department: Finance
Program: 250 Treasury
Budget Impact: $75,000 (FY 25/26), $15,000 (FY 26/27)
Fund: General Fund
Estimated Completion: FY 27/28
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Goal C, Priority Area 1, Strategy (C)
Our healthy city government is sustainable and well-run with committed people.

Priority Area 1 - Sustainable: Responsible nancial policies and prudent decisions provide short-term scal stability and long-term nancial health.

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

Initiatives C - 1(c)
SP # 54 - Review of Contract Services vs. In House Services Evaluate the current contract services model for certain key services provided by the City.

As the City transitions to a maintenance city, this eort would help assess existing cost centers and evaluate whether the current contract service model continues to provide the City with the best value and desired service levels.

This initiative would inform future strategic and nancial planning and aligns with public feedback from the 2025 Community Satisfaction Survey, which calls for improved budgeting and scal management and improved city planning (CSS, p. 19).

Lead Department: City Manager's Oce
Program: 201 City Manager
Budget Impact: Sta Resources
Fund: General Fund
Estimated Completion: FY 26/27
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Goal C, Priority Area 2
Our healthy city government is sustainable and well-run with committed people.

Priority Area 2 - Well-run: Good governance and professional management support the City's ability to serve the needs of the community.

Goal C, Priority Area 2 - Well-run
Upcoming 3
Complete
Substantial Progress
Started
Preparing for Launch
In Transition
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Goal C, Priority Area 2, Strategy (A)
Our healthy city government is sustainable and well-run with committed people.

Priority Area 2 - Well-run: Good governance and professional management support the City's ability to serve the needs of the community.

Strategy (A) Continuously improve our eectiveness in procuring and managing nancially sustainable contract services.

Initiatives C - 2(a)
SP # 55 - Procurement Framework Revamp
Review and rene existing procurement and contract management frameworks and guidelines to align with current best practices and enhance overall eciency.

Phase 1: Review and align procurement frameworks and competencies outlined by the National Institute of Governmental Purchasing (NIGP) to ensure compliance and improve consistency.

Phase 2: Implement updated procurement and contracting frameworks, ensuring smooth integration and continued adherence to the NIGP competencies into the future.

Revamping existing nance frameworks helps the City adopt more eective practices, leading to improved budgeting, reduced waste, and better management of resources, ultimately resulting in more responsible use of taxpayer funds and enhanced nancial stability.

The Polco National Employee Survey (NES) highlighted purchasing services at a 76% overall satisfaction among employees (NES p.17).

Addressing these internal issues will allow sta to focus on other areas that can enhance the city's operations.

Lead Department: Finance
Program: 255 Purchasing
Budget Impact: $75,000
Fund: General Fund
Estimated Completion: FY 27/28
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Initiatives C - 2(a)
SP # 56 - Animal Control Operational Review
Review current operational approach to animal control and maximize long-term cost eciencies in accordance with the City’s transition to a “maintenance” community.

Animal control and related costs have a signicant impact on the City’s budget. The City plans to maximize the customer service experience residents receive while also providing long-term nancial stability for the service.

This initiative would inform future strategic and nancial planning and aligns with public feedback from the 2025 Community Satisfaction Survey, which calls for improved budgeting and scal management and improved city planning (CSS, p. 19).

Lead Department: Management Services
Program: 311 Animal Regulation
Budget Impact:

Sta Resources
Fund: General Fund
Estimated Completion: FY 25/26
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Goal C, Priority Area 2, Strategy (B)
Our healthy city government is sustainable and well-run with committed people.

Priority Area 2 - Well-run: Good governance and professional management support the City's ability to serve the needs of the community.

Strategy (B) Implement modern workplace policies that cultivate an eective, ecient workforce.

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Initiatives C - 2(b)
SP # 57 - Implement a Learning Management System (LMS)
Implement and integrate a Learning Management System platform to centralize employee required training.

By oering a centralized platform to manage employee training, employees will be able to go to one portal to access all required training. The system will centralize human resources tracking for compliance training.

While higher than the national benchmark in the Polco National Employee Survey (NES), 77% of Lake Forest employees rated human resources overall as excellent or good; 77% rated benets administration as excellent or good, and 71% of employees rated training services as excellent or good (Polco NES, p. 16-17). This initiative would centralize training resources, policies, and other key resources and track employee completion of required items to ensure that Human Resources addresses employee concerns.

Lead Department: Human Resources
Program: 230 Human Resources
Budget Impact: $9,000 (one-time), $7,000 (ongoing, per year) Fund: General Fund
Estimated Completion: FY 26/27
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Goal C, Priority Area 3
Our healthy city government is sustainable and well-run with committed people.

Priority Area 3 - Committed People: Talented, ethical sta and contractors are vital assets to our organization and essential to eective and ecient City operations.

Strategy (A)Professionally develop and retain sta to match skills with organizational and community needs.

Goal C, Priority Area 3 - Committed People
Upcoming 3
Complete
Substantial Progress
Started
Preparing for Launch
In Transition
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Goal C, Priority Area 3, Strategy (A)
Our healthy city government is sustainable and well-run with committed people.

Priority Area 3 - Committed People: Talented, ethical sta and contractors are vital assets to our organization and essential to eective and ecient City operations.

Strategy (A)Professionally develop and retain sta to match skills with organizational and community needs.

Initiatives C - 3(a)
SP # 58 - Managers' Professional Development Group
Develop and implement a professional development group of Manager-level employees at the City led by the City Manager and the Assistant to the City Manager.

Based on the Polco National Employee Survey (NES), there is a greater desire for visible career opportunities and professional development among employees (NES, p.12). Specically, 61% of employees stated that the City did an excellent or good job at providing opportunities to develop a career path, signaling that 39% of employees surveyed signaled that there could be improvements.

Employees wish to be competitive for new opportunities and desire to learn and apply managerial skillsets in their work.

Lead Department: City Manager's Oce
Program: 201 City Manager
Budget Impact: $10,000 per year
Fund: General Fund
Estimated Completion: FY 26/27
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Initiatives C - 3(a)
SP # 59 - Lead with Purpose: Employee Development and Engagement Provide full-time entry-level and mid-level city employees with the training, skills, and resources needed to support career growth through workshops, skill-building sessions, and other learning opportunities.

Although the City outperforms the national benchmark, the Polco National Employee Survey (NES) shows that 39% of employees feel there are no opportunities for career advancement within the City (NES, p. 12). This is a major concern for retaining talent and building a capable workforce. Employees wish to see opportunities for professional development and ensure they are ready for the challenges of the future (NES p.4).

Investing in employees’ professional growth demonstrates that the City values its workforce, which may result in higher employee engagement and morale. Employees who feel supported in their career development may be more likely to stay long-term, reducing turnover costs and preventing the loss of experienced, skilled workers.

Lead Department: Human Resources
Program: 230 Human Resources
Budget Impact: $15,000 per year
Fund: General Fund
Estimated Completion: FY 26/27
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Initiatives C - 3(a)
SP # 60 - Employee Newsletter
Create a monthly electronic Lake Forest Employee newsletter. The goal of this newsletter is to foster a stronger sense of connection between employees by sharing organizational news, opportunities, and light-heated personal news and updates.

Interdepartmental communication was identied as an area for improvement in the Part-time Employee Survey conducted by Management Services in 2025. Interdepartmental collaboration is a key driver identied through the Polco National Employee Survey (NES, p. 4).

Lead Department: Management Services
Program: 801 Communications and Marketing
Budget Impact:

Sta Resources
Fund: General Fund
Estimated Completion: FY 25/26
City of Lake Forest | 2025-2027 Operating Budget Page 83 Item: 12
143

Goal C, Priority Area 3, Strategy (B)
Our healthy city government is sustainable and well-run with committed people.

Priority Area 3 - Committed People: Talented, ethical sta and contractors are vital assets to our organization and essential to eective and ecient City operations.

Strategy (B) Continuously assess the optimal stang levels required to provide in-demand services to residents and businesses.

City of Lake Forest | 2025-2027 Operating Budget Page 84 Item: 12
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ATTACHMENT 2
Item: 12
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Lake Forest, CA - Strategic Business Plan 2025-2032
Year 1, Q1
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Quarterly Progress
Not Started Started Substantial Progress Complete In Transition

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Lake Forest, CA - Strategic Business Plan 2025-2032
Year 1, Q1
0 5
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Lake Forest, CA - Strategic Business Plan 2025-2032
Year 1, Q1
Goal Initiative Description Status FY for Completion Lead Department Goal A: Our livable city
is well planned,
attractive, and safe.

SP # 01- PAVE 77: Proactive
Arterial Value Enhancements
Maintain "Good" Pavement Condition (PCI of 77) of the City's Roads Construct pavement rehabilitation projects to repair and maintain the quality of the roads, focusing on maintaining residential and improving Arterial Pavement Condition Index (PCI) to a value of 77. Each project is detailed further in the Capital Improvement Plan (CIP) and the associated CIP project number is referenced for each project.

The PAVE 77 Plan would modify the City's existing pavement management strategy to provide additional rehabilitation and value to the City's arterial streets and conduct the slurry seal of neighborhood streets on a 10-year cycle. This program would preserve the PCI of both arterial and neighborhood streets at a 77, or "good" condition rating.

Maintaining good pavement condition is crucial for a city for several reasons: Well-maintained roads reduce vehicle wear and tear, saving residents and businesses on repair costs and minimizing accidents caused by potholes, cracks, and uneven surfaces. Well- maintained roads support efficient transportation for commuters, businesses, and emergency vehicles. This initiative would focus on maintaining an overall PCI of 77 for the network.

Phase 1 - FY 25/26: Zone D Slurry Seal (26S01A) & Bake Parkway Resurfacing (26S01B) Phase 2 - FY 26/27: Zone E1 Slurry Seal (27S01C) & Bake Parkway Resurfacing (27S01D) Phase 3 - FY 27/28 and Beyond: Determine and deploy the long-term pavement management and funding strategy for PAVE 77.

Both residents (96.7%) and businesses (85%) that responded contend that maintaining local streets and roads is extremely or very important (CSS, p. 31, p. 38).
(Project previously included in 2023-2030 Strategic Plan as SP #6) Lead Department: Public Works
Program: 940 Street Improvement Projects
Budget Impact: $8,700,000 per year
Fund: Measure M2 Local Fairshare, Gas Tax Road Maintenance and Rehabilitation Account Fund (RMRA SB1), City Road Infrastructure Fund, Solid Waste Pavement Impact Fee
Estimated Completion: FY 35/36
Substantial
Progress FY 2035-36 Public Works
Goal A: Our livable city
is well planned,
attractive, and safe.

SP # 02 - Traffic Management
Center
The Traffic Management Center will provide an enhanced ability to supplement emergency responsiveness and public safety, address real-time traffic conditions, improve incident management, and address traffic safety.

The initiative supports the Orange County Sheriff's Department's (OCSD) reaction time and situational awareness to increase safety. It would also reduce traffic congestion and improve public safety by allowing staff to monitor traffic conditions in real time, improve incident detection and response times, enhance data storage and analysis for future traffic planning/signal timing, and support better coordination between traffic control systems, law enforcement, and emergency responders.

Phase 1 - FY 25/26: Identify and implement the appropriate video server and integrate video feeds into OCSD's Real Time Operations Center.

Phase 2 - FY 26/27: Add video camera systems to four key intersections and integrate the video feeds into OCSD's Real Time Operations Center.

Phase 3 - FY 27/28 and Beyond: Identify funding sources and implement additional key video camera locations in the City for the remaining 18 key intersections.

Reducing traffic congestion is another priority among residents (88.9%) and businesses (72.5%), with a majority of respondents marking it as extremely or very important (CSS, p. 31, p. 38).

From a public safety perspective, resident respondents expressed the importance of public safety action related to enforcing traffic laws and investigating incidents (CSS, p. 26).
94% of respondents consider maintaining a low crime rate as extremely or very important.

92.8% consider investigating criminal activity as extremely or very important.

68.4% consider enforcing traffic laws as extremely or very important.

Lead Department: Public Works
Program: 930 Traffic Improvement Projects, 620 Traffic Operations, 631 Traffic Safety Budget Impact:

Phase 1 - FY 25/26: $50,000
Phase 2 - FY 26/27: $230,000
Phase 3 - FY 27/28 and Beyond: $30,000 per year, $800,000 one-time investment Fund: General Fund, Project P M2 Funds
Substantial
Progress FY 2031-32 Public Works

Item: 12
148

Lake Forest, CA - Strategic Business Plan 2025-2032
Year 1, Q1
Goal Initiative Description Status FY for Completion Lead Department Goal A: Our livable city
is well planned,
attractive, and safe.

SP # 03 - Lake Forest
Transportation Mitigation
(LFTM) Program
Complete infrastructure projects that increase transportation mobility and reduce congestion with Lake Forest Transportation Mitigation (LFTM) or North Irvine Transportation Mitigation (NITM) funds paid for developments.

Phase 1 - FY 25/26:

Projects to complete construction:

Lake Forest/ Rancho (24T05)
Lake Forest/ Jeronimo (24T06)
Los Alisos/ Rockfield (24T07)
Projects to start construction:

Bake/ Trabuco (PW2019-02)
Phase 2 - FY 26/27:

Projects to complete design in FY25/26 & construction in FY26/27:

Lake Forest/I-5 - not within City limits (LFTM/NITM) (27T02) Alton/Irvine - not within City Limits (LFTM/NITM) (26T03) Phase 3 - FY 27/28 and Beyond:

Projects to begin in FY26/27:

Lake Forest & Rockfield Projects
In FY27/28:

Bake/Jeronimo (LFTM/NITM)
Reducing traffic congestion is another priority among residents (88.9%) and businesses (72.5%), with a majority of respondents marking it as extremely or very important (CSS, p. 31, p. 38). (Project previously included in 2023-2030 Strategic Plan as SP #1) Lead Department: Public Works
Program: 930 Traffic Improvement Projects
Budget Impact: See CIP
Fund: LFTM and NITMEstimated Completion: FY 35/36
Substantial
Progress FY 2035-36 Public Works
Goal A: Our livable city
is well planned,
attractive, and safe.

SP # 04 - Meadows Traffic
Mitigation Program
Use Meadows Traffic Improvement Funds (MTIF) to manage impacts related to the Meadows development.

Bake Pkwy/Toledo Way Intersection Improvements (24T09)
Completion of the Meadows Traffic Improvement will improve traffic flow and congestion along the Bake Parkway corridor. This will complete the obligated improvement projects for this program per the development agreement.

Reducing traffic congestion is another priority among residents (88.9%) and businesses (72.5%), with a majority of respondents marking it as extremely or very important (CSS, p. 31, p. 38).
(Project previously included in 2023-2030 Strategic Plan as SP # 2) Lead Department: Public Works
Program: 930 Traffic Improvement Projects
Budget Impact: See CIP
Fund: MTIFEstimated Completion: FY 26/27
Substantial
Progress FY 2026-27 Public Works
Goal A: Our livable city
is well planned,
attractive, and safe.

SP # 05 - Foothill Circulation
Phasing Plan
Utilize developer-funded Foothill Circulation Phasing Plan (FCPP) to make various transportation improvements that reduce congestion and improve traffic flow.

Los Alisos Blvd/Muirlands Blvd Intersection Improvements (24T08)
Jeronimo Rd Widening at El Toro Rd (PW2019-08)
El Toro Rd Raised Medians from Jeronimo Rd to Trabuco Rd (PW2020-07)
Reducing traffic congestion is another priority among residents (88.9%) and businesses (72.5%), with a majority of respondents marking it as extremely or very important (CSS, p. 31, p. 38). (Project previously included in 2023-2030 Strategic Plan as SP # 3) Lead Department: Public Works
Program: 930 Traffic Improvement Projects
Budget Impact: See CIP
Fund: FCPPEstimated Completion: FY 26/27
Substantial
Progress FY 2026-27 Public Works

Item: 12
149

Lake Forest, CA - Strategic Business Plan 2025-2032
Year 1, Q1
Goal Initiative Description Status FY for Completion Lead Department Goal A: Our livable city
is well planned,
attractive, and safe.

SP # 06 - Traffic Signal
Synchronization
Utilize grants and other transportation funds to complete traffic signal synchronization projects that provide more efficient traffic flow.

Alton Pkwy (PW2020-16)
Lake Forest Dr (18T03)
Portola Pkwy (PW2020-15)
Bake Pkwy and Rockfield Blvd (25T03)
Irvine Blvd./Trabuco Rd (25T04)
Reducing traffic congestion is a priority among residents (88.9%) and businesses (72.5%), with a majority of respondents marking it as extremely or very important (CSS, p. 31, p. 38).
(Project previously included in 2023-2030 Strategic Plan as SP # 5) Lead Department: Public Works
Program: 930 Traffic Improvement Projects
Budget Impact: See CIP
Fund: VariousEstimated Completion: FY 28/29
Substantial
Progress FY 2028-29 Public Works
Goal A: Our livable city
is well planned,
attractive, and safe.

SP # 07 - Traffic Operational
Improvement Study &
Improvement Project
Study intersections throughout the City to consider operational improvements, such as dedicated turn lanes and other traffic flow improvements.

FY 24/25: Consultant selected, and the study has been initiated.

FY 25/26: Complete the study and evaluate future stages for a project.

Reducing traffic congestion is a priority among residents (88.9%) and businesses (72.5%), with a majority of respondents marking it as extremely or very important (CSS, p. 31, p. 38).
(Project previously included in 2023-2030 Strategic Plan as SP #7) Lead Department: Public Works
Program: 620 Traffic Operations
Budget Impact: $100,000
Fund: General Fund
Estimated Completion: FY 26/27
Started FY 2026-27 Public Works
Goal A: Our livable city
is well planned,
attractive, and safe.

SP # 08 - Arterial Median
Improvement Project
Installation of raised hardscaped medians would improve traffic safety. These locations include Trabuco Rd north of El Toro Rd, and on Rockfield Blvd south of Lake Forest Dr. (24S09)
Reducing traffic congestion is another priority among residents (88.9%) and businesses (72.5%), with a majority of respondents marking it as extremely or very important (CSS, p. 31, p. 38).
(Project previously included in 2023-2030 Strategic Plan as SP # 11) Lead Department: Public Works
Program: 940 Street Improvement Projects
Budget Impact: See CIP
Fund: General FundEstimated Completion: FY 26/27
Substantial
Progress FY 2026-27 Public Works
Goal A: Our livable city
is well planned,
attractive, and safe.

SP # 09 - Nature Park to
Meadows Development Trail
Connection
Trail Connection from Nature Park to Meadows Development Trail System - preliminary studies and concept. (Project previously included in 2023-2030 Strategic Plan as SP # 8) Lead Department: Public Works
Program: 920 Park Improvement Projects
Budget Impact: See CIP
Fund: General FundEstimated Completion: FY 26/27
Started FY 2026-27 Public Works
Goal A: Our livable city
is well planned,
attractive, and safe.

SP # 10 - General Plan
Implementation
Develop and implement programs to promote energy conservation in construction and transportation projects. Procure consultant to assist with implementing energy conservation and pollution reduction strategies.

FY 24/25: Consultant selected and the development of the plan has been initiated with substantial progress completed to date.

FY 25/26: Complete Sustainability Implementation Plan (SIP) for consideration by the City Council (Project previously included in 2023-2030 Strategic Plan as SP # 12) Lead Department: Community Development
Program: 501 Planning Support
Budget Impact: $75,000
Fund: General FundEstimated Completion: FY 25/26
Substantial
Progress FY 2025-26 Community Development

Item: 12
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Lake Forest, CA - Strategic Business Plan 2025-2032
Year 1, Q1
Goal Initiative Description Status FY for Completion Lead Department Goal A: Our livable city
is well planned,
attractive, and safe.

SP # 11 - Traffic Circulation
and Mobility Projects
Evaluate and deploy projects that increase mobility and implement new approaches to traffic circulation.

Protective Permissive Left Turn Project (28T02)
Increase Bike Lanes in Lake Forest
Following the findings of the Traffic Operations Improvement Study (SP # 7), evaluate the feasibility and potential impact of new traffic circulation and mobility projects throughout the City.

Reducing traffic congestion is a priority among residents (88.9%) and businesses (72.5%), with a majority of respondents marking it as extremely or very important (CSS, p. 31, p. 38).
(Project previously included in 2023-2030 Strategic Plan as SP # 4) Lead Department: Public Works
Program: 930 Traffic Improvement Projects
Budget Impact: See CIP
Fund: UnfundedEstimated Completion: FY 29/30
Substantial
Progress FY 2029-30 Public Works
Goal A: Our livable city
is well planned,
attractive, and safe.

SP # 12 - Analysis of Industrial
and Business Park Inventory
and Trends
Procure a consultant to conduct an in-depth analysis of the City’s current industrial and business park inventory and produce a comprehensive “White Paper” on the topic.

An understanding of the adaptability of the current stock of commercial space that could accommodate future employment needs and trends will allow the City to review development regulations to ensure compatibility of land uses.

Attracting new restaurants and stores is the top resident suggestion (14.2% of respondents) in response to the open-ended question on how to improve the City (CSS p. 19).
(Project previously included in 2023-2030 Strategic Plan as SP # 13) Lead Department: Community Development
Program: 501 Planning Support
Budget Impact: $50,000
Fund: General FundEstimated Completion: FY 25/26
Started FY 2025-26 Community Development
Goal A: Our livable city
is well planned,
attractive, and safe.

SP # 13 - Whispering Hills
Affordable Housing
Development
This project aims to identify an affordable housing development partner to develop the parcel into affordable housing, parking, and a park. The park would be open to the public and maintained by the developer.

The development will create new affordable housing options, addressing the growing need for affordable housing availability in the City. Affordable housing means that more employees will have access to housing options nearby, potentially improving local workforce availability. The addition of parking spaces will also make it easier for customers and employees to access nearby businesses, helping to drive foot traffic and support local commerce. The project will dedicate space for a public park, providing a recreational area for residents and enhancing the community’s public amenities and overall livability.

Phase 1 - Whispering Hills Entitlement Process: This phase would implement the necessary steps to engage the Whispering Hills HOA Board to discuss the potential repurposing of the Whispering Hills parcel. These HOA Board Meetings would provide an opportunity for residents to voice their concerns, ask questions, and provide input on the future use of the Whispering Hills parcel. Since this development could significantly affect the neighborhood, including the potential for more affordable housing, public park space, and parking; it is essential for residents to be informed and involved in the decision-making process.

Phase 2 - Whispering Hills Park Site and Senior Affordable Housing Development: This phase would remove the Irrevocable Offer of Dedication (park) from the Whispering Hills parcel (6.65 acres). This phase would identify an affordable housing development partner and initiate the development process.

Lead Department: City Manager's Office and Economic Development/ Housing Program: 832 Affordable Housing
Budget Impact: Staff Resources
Fund: General FundEstimated Completion: FY 25/26
Started FY 2025-26 Economic Development

Item: 12
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Lake Forest, CA - Strategic Business Plan 2025-2032
Year 1, Q1
Goal Initiative Description Status FY for Completion Lead Department Goal A: Our livable city
is well planned,
attractive, and safe.

SP # 14 - Implement
Development Impact Fee
Program
This initiative would implement a Development Impact Fee (DIF) Program to generate dedicated funding for necessary infrastructure improvements. Establishing this program would enable the City to reduce its reliance on general funds and allow new development to contribute to the costs of the services and infrastructure it impacts, helping maintain the quality of life for residents.

While the 2025 Community Satisfaction Survey (CSS) shows a satisfaction rating of 88.3% for maintaining city parks, maintaining this level of quality of life amid population growth requires continued focus on funds for infrastructure (CCS p. 32). The POLCO National Employee Survey (NES) indicates community quality is 98%, which is above the benchmark (NES p. 5). Sustaining this satisfaction across parks, public safety, and recreation programs will necessitate additional funding, which can be supported by the Impact Fee Program.

Phase 1 - FY 25/26: Adopt and initiate Program - Begin charging fees to developers based on the established fee structure.

Phase 2- FY 25/26: Develop Tracking and Reporting System - Monitor the collection, allocation, and spending of fees to comply with required reporting regulations.

Phase 3 - FY 29/30: Review and Adjust - Complete Statutory Five-year review.

Lead Department: Finance
Program: 240 Treasury
Budget Impact:

Phases 1-2: $10,000 per year
Phase 3: $75,000
Fund: General Fund
Estimated Completion:

Phases 1-2: FY 25/26, FY 26/27
Phase 3: FY 30/31
Started FY 2030-31 Finance
Goal A: Our livable city
is well planned,
attractive, and safe.

SP # 15 - Hiring a Broker for
Retail Recruitment
This initiative builds upon the previous Shopping Center Analysis project by procuring a broker to enhance the success and revitalization of its commercial centers and assist with retail recruitment. The selected broker will work directly for the City to identify, attract, and secure high-quality retail tenants that align with the City’s economic goals. The broker will focus on strengthening commercial districts,
improving occupancy rates, and diversifying the retail landscape to meet the demands of residents and visitors.

Revitalized and well-occupied commercial centers create a more vibrant community atmosphere, encouraging people to spend more time in these areas. Additionally, improved shopping experiences can help foster a stronger sense of place and pride in the city.

Additionally, the presence of desirable retail tenants can help create a more stable, profitable environment for existing businesses.

Regarding the business climate, 37% of businesses rated it as excellent and 47% rated it as good (CSS p. 17). This feedback highlights the need for targeted efforts to improve the overall business environment. Additionally, a common suggestion from residents has been to attract new restaurants and stores, indicating a demand for more diverse dining and retail options in the city (CSS p. 19). The 2025 Community Satisfaction Survey also pointed to an increase in the importance of the City’s efforts to revitalize outdated areas (up to

69.5% of businesses rated it as extremely or very important), suggesting that more attention is needed to these spaces (CSS, p.36).

Lead Department: Economic Development
Program: 830 Economic Development
Budget Impact: $50,000 per year
Fund: General FundEstimated Completion: FY 26/27
Not Started FY 2026-27 Economic Development

Item: 12
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Lake Forest, CA - Strategic Business Plan 2025-2032
Year 1, Q1
Goal Initiative Description Status FY for Completion Lead Department Goal A: Our livable city
is well planned,
attractive, and safe.

SP # 16 - Citywide Branding
Implementation
Upon completion of the Branding Project and the establishment of a brand, continue to work with the current branding services consultant to “launch” the brand and evaluate implementation actions as appropriate. Potential brand actions include the following, in a phased manner:

Project A: 2027 City of Lake Forest Rose Parade Float (Pending Direction/Approval by City Council) Project B: Main Street Banners on main roads like El Toro Road to visually launch the new brand elements on a highly frequented road and key landmark of the City.

Project C: 35th Anniversary Celebration Event to commemorate the 35th Anniversary of the City.

This initiative addresses the recurring expressed community desire to attract quality restaurants and businesses (p.19 of 2025 Community Satisfaction Survey). Implementing and achieving widespread dissemination of a city brand can help elevate and make visible the qualities that make Lake Forest a unique and desirable place for businesses and can highlight the City’s high quality of life.

Lead Department: City Manager's Office
Program: 830 Economic Development
Budget Impact:

Project A: $550,000 (if approved)
Project B: $50,000
Project C: $30,000
Fund: General Fund (Strategic Economic Investment Program or SEIP)Estimated Completion: FY 26/27 Started FY 2026-27 City Manager's Office
Goal A: Our livable city
is well planned,
attractive, and safe.

SP # 17 - City Branding
Entryways
Install City entryway enhancements at El Toro Road, Lake Forest Drive and Portola Parkway.

Project improves the visual appearance of the entryway arterial street intersections in Lake Forest.

Lead Department: Public Works
Program: 940 Street Improvement Projects
Budget Impact: $700,000
Fund: General FundEstimated Completion: FY 27/28
Not Started FY 2027-28 Public Works
Goal A: Our livable city
is well planned,
attractive, and safe.

SP # 18 - Southwest Lake
Forest Investment Projects
Southwest Lake Forest Crosswalk Enhancement Intersection Improvements (Wall, Crosswalk, Audible Pedestrian Signals Phase 5) Crosswalk (26S04)
Audible Pedestrian Signals (APS) Phase 5 (27T01)
Arterial Wall Enhancements (24S06)
(Project previously included in 2023-2030 Strategic Plan as SP # 27) Lead Department: Public Works
Program: 940 Street Improvement Projects, 930 Traffic Improvement Projects Budget Impact: $300,000 for Crosswalk Enhancements, $180,000 for APS Phase 5 portion of project, See CIP Fund: General Fund, Community Development Block Grant (CDBG) for APSEstimated Completion: FY 26/27 Substantial
Progress FY 2026-27 Public Works
Goal A: Our livable city
is well planned,
attractive, and safe.

SP # 19 - Lake Forest Golf and
Practice Center Request for
Proposal (RFP) with County
In conjunction with the County of Orange, conduct a Request for Proposal process for the Lake Forest Golf and Practice Center (Golf Course) lease agreement. This update would potentially bring new tenant(s) to manage the driving range/parking lot parcel (County of Orange), and nine-hole golf course (City-owned
property). The project also aims to create a revitalized environment, improving the aesthetic appeal and functionality of the facilities.

By modernizing the existing structures and updating the landscape, this initiative serves as an opportunity to stimulate the surrounding industrial area, encouraging further reinvestment and development.

By modernizing the facilities and enhancing the surrounding area, this initiative may offer an upgraded experience for residents, improving both their recreational opportunities and the aesthetic quality of the environment. Additionally, the revitalization of the industrial area around these facilities will increase its appeal, potentially attracting new business investments and encouraging existing property owners to reinvest in their properties, leading to broader economic growth and beautification of the area.

Lead Department: Economic Development
Program: 830 Economic Development
Budget Impact: Staff Resources
Fund: General FundEstimated Completion: FY 26/27
Substantial
Progress FY 2026-27 Economic Development

Item: 12
153

Lake Forest, CA - Strategic Business Plan 2025-2032
Year 1, Q1
Goal Initiative Description Status FY for Completion Lead Department Goal A: Our livable city
is well planned,
attractive, and safe.

SP # 20 - Neighborhood
Improvement Task Force
(NITF)
Transition from pilot to long-term program for neighborhood improvement activities. Procure multi-year outreach consulting cont ract and establish basic framework to be replicated.

Nearly 2/3 of residents cite significant neighborhood issues that should be improved by the City, such as parking, lack of property maintenance, homelessness, and overcrowding (2025 CSS, p. 44).

FY 24/25: Consultant selected, and the Neighborhood 3 Project has been started.

FY 25/26: Complete procurement of multi-year agreement for future neighborhoods and establish Southwest Lake Forest Adhoc. (Project previously included in 2023-2030 Strategic Plan as SP # 29) Lead Department: Community Development
Program: 541 Community Preservation
Budget Impact: $95,000
Fund: General FundEstimated Completion: FY 25/26
Substantial
Progress FY 2025-26 Community Development
Goal A: Our livable city
is well planned,
attractive, and safe.

SP # 21 - Community
Preservation Program
Develop and implement new citywide community preservation program to assist residents in need who may be unable to address code violations, deteriorated property, and neglected maintenance.

Almost half of residents surveyed reported that lack of property maintenance, noise, parking, and graffiti are having a negative impact on their neighborhood (2025 CSS, p. 44).

FY 24/25: Consultant selected and the development of a pilot program has been initiated.

FY 25/26: Complete Pilot Program and evaluate the impact of program for future stages. (Project previously included in 2023-2030 Strategic Plan as SP # 30) Lead Department: Community Development
Program: 541 Community Preservation
Budget Impact: $70,000
Fund: General FundEstimated Completion: FY 25/26
Substantial
Progress FY 2025-26 Community Development
Goal A: Our livable city
is well planned,
attractive, and safe.

SP # 22 - Veterans' Brick
Program
Provide opportunities for veterans and residents of Lake Forest to adopt a brick at Veterans Park and other City Parks.

83.1% of residents rate maintaining public landscapes as an important service and 89.9% rate maintaining parks and picnic areas as important (CSS, p. 31)
Lead Department: Public Works
Program: 401 Infrastructure Maintenance Support, 437 Parks Maintenance Services Budget Impact: $20,000 per year
Fund: General FundEstimated Completion: FY 28/29
Substantial
Progress FY 2028-29 Public Works
Goal A: Our livable city
is well planned,
attractive, and safe.

SP # 23 - Citywide Street Sign
Refresh
Create and install new street name sign design.

Lead Department: Public Works
Program: 940 Street Improvement Projects
Budget Impact: See CIP
Fund: General FundEstimated Completion: FY 25/26
Substantial
Progress FY 2025-26 Public Works
Goal A: Our livable city
is well planned,
attractive, and safe.

SP # 24 - Asset Management
Program - Asset Management
Work Order System
Develop or purchase software that allows the City to track work orders against assets, and conduct condition inspections.

Phase 1 - FY 25/26: Develop Work Order system and test system with key contractors.

Phase 2 - FY 26/27: Roll out to all Inspectors and deploy it as part of work processes to include all contractors addressing work orders in the field. Procure a technical support consultant to help integrate ESRI Geographic Information System (GIS) functions and to optimize the system with continued improvements.

Phase 3 - FY 27/28: Complete implementation by finalizing processes and workflows and providing ongoing training.

Lead Department: Public Works
Program: 401 Infrastructure Maintenance Support
Budget Impact: $50,000 per year
Fund: General FundEstimated Completion: FY 27/28
Started FY 2027-28 Public Works
Goal A: Our livable city
is well planned,
attractive, and safe.

SP # 25 - Park Enhancements
Complete various significant maintenance or enhancement projects to retain the high-quality of the City's park facilities.

Park Gazebo Repair & Replacement (PW2022-09)
Replace synthetic fields installed in 2014 at the Lake Forest Sports Park (25P02) Maintaining local roads, parks, and other infrastructure are top concerns for residents and businesses in the 2025 Community Satisfaction Survey (CSS, p.31, p. 38).
(Project previously included in 2023-2030 Strategic Plan as SP # 37) Lead Department: Public Works
Program: 920 Park Improvement Projects
Budget Impact: See CIP
Fund: General FundEstimated Completion: FY 25/26
Substantial
Progress FY 2025-26 Public Works

Item: 12
154

Lake Forest, CA - Strategic Business Plan 2025-2032
Year 1, Q1
Goal Initiative Description Status FY for Completion Lead Department Goal A: Our livable city
is well planned,
attractive, and safe.

SP # 26 - Heroes Park Field
Renovations
Perform renovations at sports fields at Heroes Park, including irrigation, baseball field improvements, and leveling. (25P10) Improve baseball fields by adding warning track, fencing improvements, and infield regrading to improve playability of the field and the enjoyment of users.

Maintaining local roads, parks, and other infrastructure are top concerns for residents and businesses in the 2025 Community Satisfaction Survey (CSS, p.31, p. 38).
(Project previously included in 2023-2030 Strategic Plan as SP # 35) Lead Department: Public Works
Program: 920 Park Improvement Projects
Budget Impact: See CIP
Fund: General Fund
Estimated Completion: FY 25/26
Substantial
Progress FY 2025-26 Public Works
Goal A: Our livable city
is well planned,
attractive, and safe.

SP # 27 - Neighborhood Park
Renovations, Phase 4: Vintage
Park
Following the completion of public outreach, park design will be prepared for approval and the park renovations construction phase.

The project renovates the aging park facilities and adds additional amenities based on public input to improve the quality of the park.

Improvements to City Parks are cited in the 2025 Community Satisfaction Survey as an item that would make Lake Forest better.

Maintaining local roads, parks, and other infrastructure are top concerns for residents and businesses in the 2025 Community Satisfaction Survey (CSS, p.31, p. 38).

Lead Department: Public Works
Program: 920 Park Improvement Projects
Budget Impact: $200,000
Fund: General FundEstimated Completion: FY 25/26
Started FY 2025-26 Public Works
Goal A: Our livable city
is well planned,
attractive, and safe.

SP # 28 - Neighborhood Park
Renovations, Phase 4:

Cavanaugh Park
Following the completion of public outreach, park design will be prepared for approval and the park renovations construction phase.

The project renovates the aging park facilities and adds additional amenities based on public input to improve the quality of the park.

Improvements to City Parks are cited in the 2025 Community Satisfaction Survey as an item that would make Lake Forest better.

Cavanaugh Park (25P08): These park renovations will include the implementation of improvements brought forth by the public outreach effort and take into account any future freeway/ El Toro Rd. Intersection work. (Public Outreach previously included in 2023-2030 Strategic Plan as SP # 25) Maintaining local roads, parks, and other infrastructure are top concerns for residents and businesses in the 2025 Community Satisfaction Survey (CSS, p.31, p. 38).

Lead Department: Public Works
Program: 920 Park Improvement Projects, 910 Building Improvement Projects Budget Impact: $1,200,000
Fund: Neighborhood Park Improvement Reserve FundEstimated Completion: FY 26/27 Substantial
Progress FY 2026-27 Public Works
Goal A: Our livable city
is well planned,
attractive, and safe.

SP # 29 - Neighborhood Park
Renovations, Phase 4: Nature
Park and Lake Forest Park
Following the completion of public outreach, park design will be prepared for approval and the park renovations construction phase.

The project renovates the aging park facilities and adds additional amenities based on public input to improve the quality of the park.

Improvements to City Parks are cited in the 2025 Community Satisfaction Survey as an item that would make Lake Forest better.

Lake Forest and Nature Park (25P06): These park renovations will include the implementation of improvements brought forth by the public outreach effort and include items such as trail maintenance, the replacement of older amenities, and maintenance of lights throughout the parks.
(Public Outreach previously included in 2023-2030 Strategic Plan as SP # 32 and #38) Maintaining local roads, parks, and other infrastructure are top concerns for residents and businesses in the 2025 Community Satisfaction Survey (CSS, p.31, p. 38).

Lead Department: Public Works
Program: 920 Park Improvement Projects
Budget Impact: $300,000
Fund: Neighborhood Park Improvement Reserve FundEstimated Completion: FY 25/26 Substantial
Progress FY 2025-26 Public Works

Item: 12
155

Lake Forest, CA - Strategic Business Plan 2025-2032
Year 1, Q1
Goal Initiative Description Status FY for Completion Lead Department Goal A: Our livable city
is well planned,
attractive, and safe.

SP # 30 - Pickleball Court
Installation Project
Following the completion of public outreach, park design will be prepared for approval and the park renovations construction phase. As a result of the analysis and public outreach previously conducted, this initiative would provide funding for the installation of additional pickleball courts in parks throughout the City. Improvements to City Parks are cited in the 2025 Community Satisfaction Survey as an item that would make Lake Forest better.

Maintaining local roads, parks, and other infrastructure are top concerns for residents and businesses in the 2025 Community Satisfaction Survey (CSS, p.31, p. 38).

Lead Department: Public Works
Program: 920 Park Improvement Projects
Budget Impact: $420,000
Fund: General FundEstimated Completion: FY 25/26
Substantial
Progress FY 2025-26 Public Works
Goal A: Our livable city
is well planned,
attractive, and safe.

SP # 31 - Etnies Skate Park
Improvement Project
Following the completion of public outreach, park design will be prepared for approval and the park renovations construction phase.

The project renovates the aging park facilities and adds additional amenities based on public input to improve the quality of the park.

Improvements to City Parks are cited in the 2025 Community Satisfaction Survey as an item that would make Lake Forest better.

Etnies Skate Park (27F06, 24P03, and 26P05): Includes renovations to existing main building such as HVAC upgrades and IT infrastructure improvements to improve the safety and environment of the facility. Renovations to the skateable areas and landscaping around the park would include concrete repairs,
installation of additional shade structures, and upgrading existing lights to LED to improve safety features at the park. (Public Outreach previously included in 2023-2030 Strategic Plan as SP # 33) Maintaining local roads, parks, and other infrastructure are top concerns for residents and businesses in the 2025 Community Satisfaction Survey (CSS, p.31, p. 38).

Lead Department: Public Works
Program: 920 Park Improvement Projects, 910 Building
Improvement Projects
Budget Impact: 27F07 - $2,200,000; 24P03 - $2,200,000, 26P05 - $175,000 Fund: Neighborhood Park Improvement Reserve FundEstimated Completion: 27F07 & 24P03 - FY 27/28 Substantial
Progress FY 2027-28 Public Works
Goal A: Our livable city
is well planned,
attractive, and safe.

SP # 32 - Neighborhood Park
Renovations, Phase 4:

Peachwood Park
Following the completion of public outreach, park design will be prepared for approval and the park renovations construction phase.

The project renovates the aging park facilities and adds additional amenities based on public input to improve the quality of the park.

Improvements to City Parks are cited in the 2025 Community Satisfaction Survey as an item that would make Lake Forest better.

Peachwood Park (24P10): 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 the City Council, Public Works would coordinate with the consultant on the preparation of final design documents and assist in the bid process once the project moves into the construction phase.

Maintaining local roads, parks, and other infrastructure are top concerns for residents and businesses in the 2025 Community Satisfaction Survey (CSS, p.31, p. 38).

Lead Department: Public Works
Program: 920 Park Improvement Projects
Budget Impact: $400,000
Fund: Neighborhood Park Improvement Reserve FundEstimated Completion: FY 29/30 Substantial
Progress FY 2029-30 Public Works
Goal A: Our livable city
is well planned,
attractive, and safe.

SP # 33 - Community Service
Programming at the
Performing Arts Center (PAC)
Offer expanded programming at the PAC focused on feedback received from the 2024 Recreation Programming Focus Group, as well as programs that will help market the facility for future
rentals. Examples may include hosting a comedy event, an author event, or a book signing.

Providing recreation opportunities to a wide range of users is an important issue for residents in 2025 Community & Business Satisfaction Survey (CSS, p. 33)
Lead Department: Management Services
Program: 730 Performing Arts Center, 710 Community Events Budget Impact: $20,000 per year
Fund: General FundEstimated Completion: FY 26/27
Not Started FY 2026-27 Management Services

Item: 12
156

Lake Forest, CA - Strategic Business Plan 2025-2032
Year 1, Q1
Goal Initiative Description Status FY for Completion Lead Department Goal A: Our livable city
is well planned,
attractive, and safe.

SP # 34 - Foothill Ranch Park
Sport Rink Conversion
Convert one hockey rink to a box lacrosse facility at Foothill Ranch Park, Foothill Ranch Box Lacrosse Installation Project (24P04).

Providing recreation opportunities to a wide range of users is an important issue for residents in 2025 Community & Business Satisfaction Survey (CSS, p. 33)
(Project previously included in 2023-2030 Strategic Plan as SP # 40) Lead Department: Public Works
Program: 920 Park Improvement Projects
Budget Impact: $275,000
Fund: General FundEstimated Completion: FY 25/26
Not Started FY 2025-26 Management Services
Goal A: Our livable city
is well planned,
attractive, and safe.

SP # 35 - Equestrian Center
Lease Extension
Negotiate lease extension for the Equestrian Center (expires August 2026) to continue program offerings and maintain strong relationships with tenants.

Providing recreation opportunities to a wide range of users is an important issue for residents in 2025 Community & Business Satisfaction Survey (CSS, p. 33)
Lead Department: Economic Development
Program: 830 Economic Development
Budget Impact: Staff Resources
Fund: General FundEstimated Completion: FY 25/26
Not Started FY 2025-26 Economic Development
Goal A: Our livable city
is well planned,
attractive, and safe.

SP # 36 - Analysis of
Regulatory Options for
Massage and Personal Care
Services
The analysis will identify business types that may include the use of private rooms and identify potential locations for businesses based on existing zoning designations. Through this analysis, the study will yield a proposal of revised regulations to improve public safety and ensure land use designations appropriately reflect regulations.

Lead Department: Community Development
Program: 541 Community Preservation
Budget Impact: $50,000
Fund: General FundEstimated Completion: FY 25/26
Started FY 2025-26 Community Development
Goal A: Our livable city
is well planned,
attractive, and safe.

SP # 37 - Park Security
Enhancements
Implement night and weekend park patrols with contract security staff to improve park security and safety.

Park access has been constrained by anti-social behavior, vandalism, and vagrancy – particularly in the southwest section of Lake Forest. Increasing security is a key priority of the Community Services Commission, many regular park users, and residents that live near parks in Southwest Lake Forest.

This is consistent with the 2025 Community Satisfaction Survey results describing improving parks, recreation as one of the top concerns (CSS, p. 19).

Lead Department: Management Services
Program: 701 Community Services Support, 760 Sports Park Budget Impact: $150,000 per year
Fund: General FundEstimated Completion: FY 26/27
Started FY 2026-27 Management Services
Goal A: Our livable city
is well planned,
attractive, and safe.

SP # 38 - Emergency
Communication
Enhancements at the Lake
Forest Sports Park
Purchase an outdoor loudspeaker system to communicate emergencies and announcements at the Lake Forest Sports Park.

In case of an emergency, staff would be able to notify the public of the on-site emergency and how to proceed.

Park improvements and public safety remain top concerns for residents as documented throughout the 2025 Community Satisfaction Survey (CSS, p. 19).

Lead Department: Management Services
Program: 760 Sports Park
Budget Impact: $30,000
Fund: General FundEstimated Completion: FY 25/26
Not Started FY 2025-26 Management Services
Goal B: Our connected
city is engaged,
informed, and
technologically
current.

SP # 39 - New Lake Forest
Resident Packet
Welcome new Lake Forest residents with a Resident Packet including the Leaflet and Civic Center Information.

New residents often do not know the location of City Hall or the Community Services programs that are offered. This information was gathered from the Community Focus Groups Project (Completed as part of the 2023-2030 Strategic Plan as SP #42) conducted by Management Services in FY 2024-25. Some Lake Forest residents are interested in participating in City events and programs, but don’t know a lot about what the City offers.

Lead Department: Management Services
Program: 801 Communications and Marketing
Budget Impact: $10,000 per year
Fund: General FundEstimated Completion: FY 26/27
Not Started FY 2026-27 Management Services

Item: 12
157

Lake Forest, CA - Strategic Business Plan 2025-2032
Year 1, Q1
Goal Initiative Description Status FY for Completion Lead Department Goal B: Our connected
city is engaged,
informed, and
technologically
current.

SP # 40 - Business Attraction
Marketing
This marketing campaign will leverage the branding strategy developed by the City’s consultant to create impactful marketing materials that showcase why Lake Forest is an ideal place for businesses to thrive. By incorporating the insights from the branding strategy, staff will design targeted materials highlighting key aspects such as Lake Forest’s demographics, economic profile, available office space, and other vital business-friendly attributes. These materials will be distributed to attract potential businesses and investors to the City.

Additionally, the City will attend the ICSC (International Council of Shopping Centers) Conference in May 2026, where we will host a booth designed with branded promotional materials. This will allow us to directly market Lake Forest to a broad audience of commercial real estate professionals, retailers, and developers, further elevating the City’s visibility and business prospects.

In the City's 2025 Community Satisfaction Survey, 75.1% of businesses indicated that learning how to market would help make them more profitable (CSS, p. 49), and promoting businesses was one of the top areas where the City could offer support (CSS, p. 50). By actively marketing Lake Forest, the initiative provides businesses and Lake Forest with greater visibility. Additionally, the s urvey highlighted that residents want more restaurants and retail stores in Lake Forest.

Lead Department: Economic Development
Program: 830 Economic Development
Budget Impact: $35,000 in FY 25/26 and $37,000 in FY 26/27 Fund: General FundEstimated Completion: FY 26/27
Not Started FY 2026-27 Economic Development
Goal B: Our connected
city is engaged,
informed, and
technologically
current.

SP # 41 - USA 250: A
Celebration of the United
States' 250th Anniversary
(Semiquincentennial)
Commemorate America’s 250 birthday by incorporating unique features in the City’s annual Fourth of July Parade and/or other commemorative symbols throughout the community.

America’s 250 birthday is an opportunity to bring the community together for a special, once-in-a-lifetime event. Consistent with the residents' desires to have more events and entertainment activities in Lake Forest (2025 CSS, p. 19).

Lead Department: Management Services
Program: 710 Community Events
Budget Impact: $50,000
Fund: General FundEstimated Completion: FY 26/27
Not Started FY 2026-27 Management Services
Goal B: Our connected
city is engaged,
informed, and
technologically
current.

SP # 42 - Lake Forest Flavors
Establish Lake Forest as a dining destination by showcasing the City’s vibrant restaurant scene. Through a comprehensive marketing strategy—including social media campaigns (videos, reels, and spotlights on featured restaurants), a dedicated webpage, newsletter articles, and in-person community events—this initiative will foster engagement and drive traffic to local businesses. By lever aging collaborative partnerships with restaurants and community organizations, the initiative would support local businesses, stimulate economic growth, and instill a sense of community pride. This initiative would aid with a seamless transition from the successful BOGO campaign, keeping local restaurants in the spotlight and building momentum leading up to the revamped Taste of Lake Forest event.

Ultimately, Lake Forest Flavors reinforces the City’s commitment to promoting shopping and dining locally, driving both economic and community vitality.

In the City's 2025 Community Satisfaction Survey, 75.1% of businesses indicated that learning how to market would help make them more profitable (CSS, p. 49), and promoting businesses was one of the top areas where the City could offer support (CSS, p. 50). By actively marketing Lake Forest’s diverse dining scene, the initiative provides businesses with greater visibility, helping them reach more customers.

Lead Department: Economic Development
Program: 830 Economic Development
Budget Impact: $10,000 per year
Fund: General FundEstimated Completion: FY 26/27
Not Started FY 2026-27 Economic Development
Goal B: Our connected
city is engaged,
informed, and
technologically
current.

SP # 43 - Realtor Partnerships
Host quarterly meetings with Realtors serving Lake Forest, including providing brokers with door hangers with Lake Forest City information for them to distribute to area homes.

This initiative would leverage the City’s branding efforts and could provide greater connectivity between residents and the City. Per the Community Focus Groups conducted by Management Services in FY 2024-25, residents are interested in connecting with the City, they just don’t know how. As shown in the 2025 Community Satisfaction Survey, 11% of residents and 9.5% of businesses responded Not sure/ Do not receive information when asked where they receive information about the City (CSS, p. 57 and p. 59). This gap presents an opportunity for the City to connect with residents and businesses that currently do not receive information.

Lead Department: Management Services
Program: 801 Communications and Marketing
Budget Impact: $10,000 per year
Fund: General FundEstimated Completion: FY 26/27
Not Started FY 2026-27 Management Services

Item: 12
158

Lake Forest, CA - Strategic Business Plan 2025-2032
Year 1, Q1
Goal Initiative Description Status FY for Completion Lead Department Goal B: Our connected
city is engaged,
informed, and
technologically
current.

SP # 44 - Community Service
Program Scholarships
Provide a scholarship fund for qualified low-income families for Community Services programs.

Lower-income residents, particularly in the southwest region of Lake Forest, are disconnected from most of the City’s recreation programming and facilities (e.g. the Lake Forest Sports Park). A scholarship would provide additional opportunities for qualified low income residents to explore community offerings.

Lead Department: Management Services
Program: 838 Community Promotion
Budget Impact: $10,000 per year
Fund: General FundEstimated Completion: FY 26/27
Not Started FY 2026-27 Management Services
Goal B: Our connected
city is engaged,
informed, and
technologically
current.

SP # 45 - Improve Financial
Transparency and
Accessibility for the
Community
Phase 1: Become GFOA Triple Crown City - Earn the Certificate of Achievement for Excellence in Financial Reporting, the Distinguished Budget Presentation Award, and the Popular Annual Financial Reporting Award, demonstrating excellence in financial transparency, accountability, and communication.

Phase 2: Develop AGA Citizens Centric Report - A concise, visually engaging document that provides residents with an overview of the city's demographics, financial health, performance results, and future goals in an easy-to-understand format.

Phase 3: Structured Community Engagement Strategy in the Budget Process - Employ a multi-channel approach to create a participatory process.

This effort directly addresses the 78.9% satisfaction rate with communication noted in the 2025 Community Satisfaction Survey (CSS, p.51), aiming to increase public satisfaction within the first year. By responding to the request for improved budgeting and fiscal management (CSS, p.19), this initiative will enhance residents’ understanding of the City’s financial health.

Lead Department: Finance
Program: 245 Accounting and Payroll
Budget Impact: Staff Resources
Fund: General Fund
Estimated Completion: FY 26/27
Not Started FY 2026-27 Finance
Goal B: Our connected
city is engaged,
informed, and
technologically
current.

SP # 46 - Advanced
Geographic Information
System (GIS) for
Infrastructure and
Community Engagement
Phase 1: Develop a 5-Year Citywide GIS Technology Master Plan Phase 2: Upgrade GIS Infrastructure Based on the Phase 1 deliverables, upgrade GIS infrastructure by upgrading hardware, software, and data layers.

Phase 3: Expand GIS-Based Services for Residents
Based on Phase 1 and Phase 2, develop enhanced GIS applications that provide residents with improved tools for engagement.

A 5-Year GIS Technology Master Plan focused on public services ensures that the City is not just investing in technology for internal efficiency but also prioritizing the needs of residents. The National Employee Survey (NES) by Polco identifies interdepartmental collaboration as a key driver of efficiency (NES, p.4).

Upgrading GIS infrastructure ensures residents have fast, reliable access to city services and information. It lays the foundation for delivering modern, user-friendly tools that improve community engagement, support transparency, and enable better decision-making for both residents and city leaders.

Advanced GIS Applications will enhance community engagement and strengthen the relationship between residents and the City.

Lead Department: Information Technology
Program: 237 GIS
Budget Impact:

Phase 1 and 2: $150,000
Phase 3: $30,000
Fund: General FundEstimated Completion: FY 2026-2027
Not Started FY 2026-27 Information Technology

Item: 12
159

Lake Forest, CA - Strategic Business Plan 2025-2032
Year 1, Q1
Goal Initiative Description Status FY for Completion Lead Department Goal B: Our connected
city is engaged,
informed, and
technologically
current.

SP # 47 - Strategic Planning
Software
Procure and deploy cloud-based software platform to develop strategic plan in dynamic and engaging platform. Implement software among all departments and develop key performance indicators (KPI) and provide training to keep the platform up to date.

As the City continues its tradition of strategic planning, this initiative would showcase progress towards community goals in a transparent and accessible platform. This effort would demystify City functions and priorities and clearly show and signal future plans for maintenance and financial responsibility over time. A software could also help disseminate complex information in digestible formats and provide key performance indicators and measures for the community to review and understand.

Residents indicated a desire for improved budgeting and fiscal management and improved city planning (CSS, p.19). This initiative will enhance residents’ understanding of the City's budgeting, prioritization, planning, and execution of various initiatives throug hout the community.

Lead Department: City Manager's Office
Program: 201 City Manager
Budget Impact:

Initial Deployment: $35,000
Ongoing Expenses: $20,000 annually
Fund: General FundEstimated Completion: FY 26/27
Not Started FY 2026-27 City Manager's Office
Goal B: Our connected
city is engaged,
informed, and
technologically
current.

SP # 48 - Develop a 5-Year
Citywide Technology Master
Plan
Develop a Strategic Technology Software Framework (excluding GIS applications) that enhances interdepartmental collaboration, streamlines operations, and aligns with the City’s long-term goals.

A unified Citywide Technology Master Plan provides a clear strategic roadmap that aligns technology initiatives with community priorities, increases transparency, and delivers measurable value to constituents. It also reduces redundancy, cuts costs, and ensures departments are working together toward the City's long-term goals.

Lead Department: Information Technology
Program: 235 IT Operations
Budget Impact: $110,000
Fund: General FundEstimated Completion: FY 26/27
Started FY 2026-27 Information Technology
Goal B: Our connected
city is engaged,
informed, and
technologically
current.

SP # 49 - Online Building
Permit Application Access
Establish an online portal for building permit submissions.

This initiative will allow the public to submit directly to the City and reduce the traffic at the counter. Additional counter time would allow for more in-depth questions and complex projects. 55% of residents that responded found the importance of issuing building permits as either very or extremely important in the 2025 Community Satisfaction Survey (CSS, p. 28).
(Revision to 2023-2030 Strategic Plan Initiative SP #65 - Building Services Modernization) Lead Department: Community Development
Program: 511 Current Planning Services
Budget Impact: $60,000
Fund: General FundEstimated Completion: FY 26/27
Not Started FY 2026-27 Community Development
Goal B: Our connected
city is engaged,
informed, and
technologically
current.

SP # 50 - Streamlining
Business Startup Support:

Integration of Planning and
Economic Development
Aims to create a seamless experience on how to start a businesses in Lake Forest. Recognizing the challenges businesses face in navigating the current system—where Economic Development overs ees assists businesses with starting up, and Planning handles building and permitting startup processes—
software tools could provide a centralized, user-friendly platform. This how to start a business "one-stop shop" would offer clear guidance, resources, and support, ensuring businesses could easily access information and services needed to open and thrive in Lake Forest.

Businesses provided responses indicating that fewer restrictions and regulations and a more business-friendly government could help improve the business climate (CSS, p. 20). Providing more resources and support was also one of the top ways to help businesses (CSS, p. 50).

By streamlining and modernizing the “how to start a business” process, the City would create a more business-friendly environment that would assist businesses in navigating any existing restrictions and regulations as well as provide support and continue to improve City processes.

Lead Department: Economic Development
Program: 830 Economic Development
Budget Impact: $25,000 per year
Fund: General FundEstimated Completion: FY 26/27
Not Started FY 2026-27 Economic Development

Item: 12
160

Lake Forest, CA - Strategic Business Plan 2025-2032
Year 1, Q1
Goal Initiative Description Status FY for Completion Lead Department Goal B: Our connected
city is engaged,
informed, and
technologically
current.

SP # 51 - Streamline Planning
and Building Division Pre-
Application & Inquiry Process
Engage in online software that intuitively assists applicants in navigating various Planning and Building application requireme nts, providing a checklist, and other relevant information currently given by City and contracted staff.

The software would:

Provide project-specific guidance of the planning entitlement and building permit process to applicants online and find answers to application questions without staff support.

Provide an online portal where residents can create an account and view current and historical projects.

Be compatible with the current permitting software (EPL). 55% of residents that responded found the importance of issuing building permits as either very or extremely important in the 2025 Community Satisfaction Survey (CSS, p. 28).

By streamlining and modernizing the process, the City would create an improved environment for applicants to conduct their business with the City. The software would assist applicants in navigating the planning entitlement and building permit process by identifying any existing restrictions and regulations as well as provide support and continue to improve City processes.

Lead Department: Community Development
Program: 511 Current Planning Services
Budget Impact: $34,000 initial year, $24,000 per year ongoing Fund: General FundEstimated Completion: FY 26/27
Not Started FY 2026-27 Community Development
Goal B: Our connected
city is engaged,
informed, and
technologically
current.

SP # 52 - Integrated Redaction
Services
Utilizing subscription-based redaction software, redact and upload City permits to the Laserfiche public portal, accessible on the City's website.

The City's website is considered a top source of information for both residents (21.2%) and businesses (24.5%, top source) (CSS, p.57) Lead Department: City Clerk
Program: 215 Records Management
Budget Impact: $3,000 per year
Fund: General FundEstimated Completion: FY 25/26
Started FY 2025-26 City Clerk
Goal C: Our healthy
City government is
sustainable and well-
run with committed
people.

SP # 53 - Conduct a
Comprehensive Fee Study and
Cost Allocation Plan
Phase 1: Conduct a thorough study and evaluate all City fees to make sure they accurately reflect the cost of services provided.

Phase 2: Review and adjust fees annually based on current financial conditions and the Consumer Price Index (CPI) to maintain alignment with service costs.

This makes services financially self-sustaining and aligns with public feedback from the 2025 Community Satisfaction Survey, which calls for improved budgeting and fiscal management (CSS, p. 19).

Lead Department: Finance
Program: 250 Treasury
Budget Impact: $75,000 (FY 25/26), $15,000 (FY 26/27)
Fund: General FundEstimated Completion: FY 27/28
Not Started FY 2027-28 Finance
Goal C: Our healthy
City government is
sustainable and well-
run with committed
people.

SP # 54 - Review of Contract
Services vs. In House Services
Evaluate the current contract services model for certain key services provided by the City.

As the City transitions to a maintenance city, this effort would help assess existing cost centers and evaluate whether the current contract service model continues to provide the City with the best value and desired service levels.

This initiative would inform future strategic and financial planning and aligns with public feedback from the 2025 Community Satisfaction Survey, which calls for improved budgeting and fiscal management and improved city planning (CSS, p. 19).

Lead Department: City Manager's Office
Program: 201 City Manager
Budget Impact: Staff Resources
Fund: General FundEstimated Completion: FY 26/27
Started FY 2026-27 City Manager's Office

Item: 12
161

Lake Forest, CA - Strategic Business Plan 2025-2032
Year 1, Q1
Goal Initiative Description Status FY for Completion Lead Department Goal C: Our healthy
City government is
sustainable and well-
run with committed
people.

SP # 55 - Procurement
Framework Revamp
Review and refine existing procurement and contract management frameworks and guidelines to align with current best practices and enhance overall efficiency.

Phase 1: Review and align procurement frameworks and competencies outlined by the National Institute of Governmental Purchasing (NIGP) to ensure compliance and improve consistency.

Phase 2: Implement updated procurement and contracting frameworks, ensuring smooth integration and continued adherence to the NIGP competencies into the future.

Revamping existing finance frameworks helps the City adopt more effective practices, leading to improved budgeting, reduced waste, and better management of resources, ultimately resulting in more responsible use of taxpayer funds and enhanced financial stability.

The Polco National Employee Survey (NES) highlighted purchasing services at a 76% overall satisfaction among employees (NES p.17).

Addressing these internal issues will allow staff to focus on other areas that can enhance the city's operations.

Lead Department: Finance
Program: 255 Purchasing
Budget Impact: $75,000
Fund: General FundEstimated Completion: FY 27/28
Not Started FY 2027-28 Finance
Goal C: Our healthy
City government is
sustainable and well-
run with committed
people.

SP # 56 - Animal Control
Operational Review
Review current operational approach to animal control and maximize long-term cost efficiencies in accordance with the City’s transition to a “maintenance” community.

Animal control and related costs have a significant impact on the City’s budget. The City plans to maximize the customer service experience residents receive while also providing long-term financial stability for the service.

This initiative would inform future strategic and financial planning and aligns with public feedback from the 2025 Community Satisfaction Survey, which calls for improved budgeting and fiscal management and improved city planning (CSS, p. 19).

Lead Department: Management Services
Program: 311 Animal Regulation
Budget Impact: Staff Resources
Fund: General FundEstimated Completion: FY 25/26
Not Started FY 2025-26 Management Services
Goal C: Our healthy
City government is
sustainable and well-
run with committed
people.

SP # 57 - Implement a
Learning Management
System (LMS)
Implement and integrate a Learning Management System platform to centralize employee required training.

By offering a centralized platform to manage employee training, employees will be able to go to one portal to access all required training. The system will centralize human resources tracking for compliance training.

While higher than the national benchmark in the Polco National Employee Survey (NES), 77% of Lake Forest employees rated human resources overall as excellent or good; 77% rated benefits administration as excellent or good, and 71% of employees rated training services as excellent or good (Polco NES, p. 16-17). This initiative would centralize training resources, policies, and other key resources and track employee completion of required items to ensure that Human Resources addresses employee concerns.

Lead Department: Human Resources
Program: 230 Human Resources
Budget Impact: $9,000 (one-time), $7,000 (ongoing, per year) Fund: General FundEstimated Completion: FY 26/27
Not Started FY 2026-27 Human Resources
Goal C: Our healthy
City government is
sustainable and well-
run with committed
people.

SP # 58 - Managers'
Professional Development
Group
Develop and implement a professional development group of Manager-level employees at the City led by the City Manager and the Assistant to the City Manager.

Based on the Polco National Employee Survey (NES), there is a greater desire for visible career opportunities and professional development among employees (NES, p.12). Specifically, 61% of employees stated that the City did an excellent or good job at providing opportunities to develop a career path, signaling that 39% of employees surveyed signaled that there could be improvements. Employees wish to be competitive for new opportunities and desire to learn and apply managerial skillsets in their work.

Lead Department: City Manager's Office
Program: 201 City Manager
Budget Impact: $10,000 per year
Fund: General FundEstimated Completion: FY 26/27
Started FY 2026-27 City Manager's Office

Item: 12
162

Lake Forest, CA - Strategic Business Plan 2025-2032
Year 1, Q1
Goal Initiative Description Status FY for Completion Lead Department Goal C: Our healthy
City government is
sustainable and well-
run with committed
people.

SP # 59 - Lead with Purpose:

Employee Development and
Engagement
Provide full-time entry-level and mid-level city employees with the training, skills, and resources needed to support career growth through workshops, skill-building sessions, and other learning opportunities.

Although the City outperforms the national benchmark, the Polco National Employee Survey (NES) shows that 39% of employees feel there are no opportunities for career advancement within the City (NES, p. 12). This is a major concern for retaining talent and building a capable workforce. Employees wish to see opportunities for professional development and ensure they are ready for the challenges of the future (NES p.4).

Investing in employees’ professional growth demonstrates that the City values its workforce, which may result in higher employee engagement and morale. Employees who feel supported in their career development may be more likely to stay long-term, reducing turnover costs and preventing the loss of experienced, skilled workers.

Lead Department: Human Resources
Program: 230 Human Resources
Budget Impact: $15,000 per year
Fund: General FundEstimated Completion: FY 26/27
Not Started FY 2026-27 Human Resources
Goal C: Our healthy
City government is
sustainable and well-
run with committed
people.

SP # 60 - Employee
Newsletter
Create a monthly electronic Lake Forest Employee newsletter. The goal of this newsletter is to foster a stronger sense of connection between employees by sharing organizational news, opportunities, and light-heated personal news and updates.

Interdepartmental communication was identified as an area for improvement in the Part-time Employee Survey conducted by Management Services in 2025. Interdepartmental collaboration is a key driver identified through the Polco National Employee Survey (NES, p. 4).

Lead Department: Management Services
Program: 801 Communications and Marketing
Budget Impact: Staff Resources
Fund: General FundEstimated Completion: FY 25/26
Not Started FY 2025-26 Management Services

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