Agenda packet — Lake Forest City Council, January 6, 2026 (part 2 of 2)

CITY COUNCIL POLICY: AB1234 REPORTING
Introduced January 6, 2026 CC.07.2 2

PURPOSE
This policy is designed to promote transparency and accountability within the City Council by requiring Council Members to provide a brief report on meetings attended at the expense of the City . The goal is to ensure that the Council Members adhere to Assembly Bill 1234 .

POLICY STATEMENT
Council Members who attend meetings at the expense of the City must provide a brief report at the next regular meeting of the Council . This report will be summarized in the official meeting minutes .

DEFINITION S
As used in this policy, “meeting” means any congregation of the City Council Members at a conference or similar gathering that involves a discussion of issues of general interest to the public , a social or ceremonial occasion, or any other event where the Council Member has attended at the expense of the City (e.g., Annual League of Cal Cities Expo and Conference, legislative advocacy trips to Washington , D.C.).

PROCEDURE

1. Requirement to Provide a Brief Report :

Pursuant to Government Code Section 53232.3(d) , s hould a Council Member attend a meeting or conference that involves discussion of issues of general interest to the public or public agencies, the Council Member is required to provide a brief report during Council Comments at the next regularly scheduled meeting of the City Council.

2. Content of Report :

The report should include the name of the event, and a brief explanation of issues discussed that are of general interest to the City of Lake Forest .

3. Recording of Report :

All reports will be summarized in the official meeting minutes .

5. Transparency and Accountability:

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City Council Policy: CC.07.22: Meeting Report
Adopted 01/06/2026

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By adhering to this policy, council members will foster transparency in council attendance at meetings and conferences . This policy shall take effect immediately upon approval .

AUTHORIZED BY

Lake Forest City Council

January 6, 2026

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ATTACHMENT 20
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City Council Policy: CC.07.10: City Council Meeting Management Adopted 1/6/2025 Page 1 of 5

CITY COUNCIL POLICY: CITY COUNCIL MEETING

MANAGEMENT
Adopted: January 6, 2026 CC.07.10

The City Council Meeting Management Policy provides for the orderly conduct of Council Meetings and facilitates the people’s business.

ORDER OF THE CITY COUNCIL MEETING AGENDA

PURPOSE

This section of the policy establishes the order of regular City Council Agenda Business and provides guidelines for managing the Agenda during City Council Meetings.

Special Meetings
Special Meetings shall be convened at the time and place listed on the Notice and Call of Special Meeting.

ORDER OF AGENDA

Regular Meetings

The City Council Meeting Agenda for Regular Meetings will proceed in the following Order of Business, but agenda items may be reorganized as appropriate following consultation with the Mayor, the City Manage r, and the City Clerk.

Call to Order
Closed Session Public Comment
Closed Session
Invocation
Pledge of Allegiance
Student Liaison Report
Presentations
Public Comment
Consent Calendar
Public Hearings
Discussion Items
Continued Public Comment (if necessary)
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City Manager’s Report
Council Member Comments
Continued Closed Session (if necessary)
Adjournment.

Special Meetings
The City Council meeting agenda for Special Meetings will contain only those items necessary for the conduct of the Special Meeting and as listed on the Notice and Call of Special Meeting.

Continuation of Public Comment Period
Should the Public Comment portion of the City Council meeting extend past the 30-minute total time allotted, it shall be at the discretion of the Mayor to extend the time allotted for Public Comments to accommodate the needs of the public.

ADJOURNMENT

Consideration of Adjournment

At 9:30 p.m., the City Council shall determine by motion and vote whether the meeting should continue or if the meeting should conclude and any remaining items be continued to the next regular City Council meeting agenda.

PUBLIC COMMENT : DEFINITION, COMMENT PERIOD, AND CONDUCT

PURPOSE

Pursuant to State law, the public has the right to address the City Council on any item under the subject matter jurisdiction of the Council. This section of the policy establishes guidelines for members of the public to address the City Council for that purpose.

PUBLIC COMMENT

Definition

Public Comment is defined as communication which may be submitted in writing, submitted from social media sources, or spoken from the podium after being recognized by the Presiding Officer, or signified by applause Item: 7
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City Council Policy: CC.07.10: City Council Meeting Management Adopted 1/6/2025 Page 3 of 5

while another member of the public or City Council Member is speaking after being recognized by the Presiding Officer. No other form of audible expression is permitted under this Policy.

Length of Comment

Those addressing the City Council under Public Comments shall be given three minutes per speaker. Each subject matter is allotted ten minutes under Public Comments. A total of thirty minutes is hereby designated for the Public Comments portion of the meeting.

Those addressing the City Council on matters listed on the agenda shall be given three minutes per speaker. There shall be no limit established as to the number of speakers permitted on any one agenda item or the aggregate number of speakers per meeting f or agendized matters.

The foregoing two paragraphs notwithstanding, the City Council will provide at least twice the allotted time to a member of the public who utilizes a translator to ensure that non -English speakers receive the same opportunity to directly address the City C ouncil as English speakers, unless the City utilizes simultaneous translation equipment in a manner that allows the City Council to hear the translated public testimony simultaneously.

Extension of Comment Period

Extension of the Public Comment period identified in Section 2.2 shall be at the discretion of the presiding officer or by a majority vote of the City Council.

Response to Public Comment

Individual Council Members may respond to matters presented by speakers under Public Comments immediately following each individual Public Comment, limiting their remarks to no more than one minute.

Council Members shall not argue with, scream at, or denigrate any speaker for any reason, regardless of provocation. Notwithstanding this provision, Council Members may respond briefly, offer alternative facts or opinions.

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DISRUPTION OF TELEPHONIC OR INTERNET SERVICE DURING CITY

COUNCIL OPEN SESSION

PURPOSE
This section of the policy is designed to address procedures for recessing and reconvening an open City Council meeting in the event of a disruption of telephonic or internet services and the efforts taken by the City Council to attempt to restore service. The goal is to ensure compliance with Senate Bill 707.

POLICY STATEMENT
In the event of a disruption to telephonic or internet services during a City Council meeting, the City Council shall make good faith attempts to restore service so as to ensure remote public access
.

PROCEDURE

1. Recess Meeting :

Pursuant to Government Code Section Section 54953.4(b)(1)(i)(I)(ib) , should there be a telephonic or internet disruption during an Open Session of a City Council meeting and thereby prevents members of the public from attending or observing the meeting, the City Council shall recess the meeting for up to one (1) hour and make good faith attempts to restore service.

2. Reconvene Meeting :

The City Council shall not reconvene the Open Session of the meeting for at least one (1) hour after the disruption or until service is restored, whichever is earlier. The City Council may meet in an authorized Closed Session during this recess, if applicable.

If dispruption cannot be remedied and at least one (1) hour has passed, the City Council shall reconvene the Open Session of the meeting and adopt a finding, by roll call vote, that: (1) good faith efforts were taken to restore the service; and (2) the public interest in continuing the meeting outweighs the public interest in remote public access.

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3. Recording of Findings :

The finding will be recorded in the official meeting minutes.

5. Transparency and Accountability:

By adhering to this policy, the City Council will continue to facilitate public access to City Council meetings. This policy shall take effect immediately upon approval.

AUTHORIZED BY

Lake Forest City Council

January 6, 2026

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CITY COUNCIL AGENDA REPORT
MEETING DATE: 1/6/2026
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 Business Plan covering Fiscal Years 2025-26 through 2031-32 (“Strategic Plan”). The Strategic Plan includes the 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 a lead department and 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 second quarterly report submitted to the City Council since the adoption of the Strategic Plan in 2025. Since June 3, 2025, the City has either started, made substantial progress on, or completed 40 of the 60 initiatives in the Implementation Matrix. As of this first quarter, two initiatives have been completed. A complete progress report for Year 1, Quarter 2 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 livable City is well-planned, attractive, and safe.

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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 earlier this year, the City has either started, completed, or made substantial progress on 40 of the 60 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 three completed Strategic Plan initiatives to highlight for this quarterly report (Table 1).

Table 1: Year 1, Q2 Strategic Plan Quarterly Report
Initiative Description Update
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. Completed.

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)
Projects Completed,
including the
replacement of synthetic
fields at the Lake Forest
Sports Park.

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.

Completed. Monthly
newsletters are
distributed to employees
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Initiative Description Update
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.
via email. The newsletter
is called “The Branch” to
tie into the City’s new
brand, forest theme, and
natural imagery vital to
its identity.

FISCAL IMPACT:

There is no fiscal impact associated with the recommended action.

ATTACHMENTS:

1. 2025-27 – 2025-32 Strategic Plan

2. Strategic Plan Progress Report: Year 1, Q2
Initiated By: Neria Salinas, Intern
Submitted By: Nidia Ruelas Castellino, Assistant to the City Manager Approved By: Debra Rose, City Manager
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ATTACHMENT 1
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City of Lake Forest
2025-2032 Strategic Business Plan
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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
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STRATEGIC BUSINESS PLAN: FY 2025-26
THROUGH FY 2031-2032
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MAYOR
Scott Voigts
District 3

MAYOR PRO TEM
Robert Pequeño
District 5
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COUNCIL MEMBER
Doug Cirbo
District 1

COUNCIL MEMBER
Mark Tettemer
District 4
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COUNCIL MEMBER
Benjamin Yu
District 2
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City Map
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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
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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.

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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.

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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.

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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.

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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.

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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.

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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.

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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.

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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.

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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%)
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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, 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
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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.

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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
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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).

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
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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
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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
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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
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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.

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
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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.

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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
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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
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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
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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
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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.

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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
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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
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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
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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
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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
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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
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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
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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
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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
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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
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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
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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.

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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
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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
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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
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245

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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247

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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248

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, 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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250

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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253

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.

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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256

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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261

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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262

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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263

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, 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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269

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.

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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278

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
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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.

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ATTACHMENT 2
Item: 8
281

Lake Forest, CA - Strategic Business Plan 2025-2032
Year 1, Q2
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.

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.

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: 8
282

Lake Forest, CA - Strategic Business Plan 2025-2032
Year 1, Q2
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: 8
283

Lake Forest, CA - Strategic Business Plan 2025-2032
Year 1, Q2
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: 8
284

Lake Forest, CA - Strategic Business Plan 2025-2032
Year 1, Q2
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.

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: 8
285

Lake Forest, CA - Strategic Business Plan 2025-2032
Year 1, Q2
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.

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: 8
286

Lake Forest, CA - Strategic Business Plan 2025-2032
Year 1, Q2
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 C: 35th Anniversary Celebration Event to commemorate the 35th Anniversary of the City.

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: 8
287

Lake Forest, CA - Strategic Business Plan 2025-2032
Year 1, Q2
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
Completed 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
Completed FY 2025-26 Public Works
Item: 8
288

Lake Forest, CA - Strategic Business Plan 2025-2032
Year 1, Q2
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).

Lake Forest, CA - Strategic Business Plan 2025-2032
Year 1, Q2
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: 8
290

Lake Forest, CA - Strategic Business Plan 2025-2032
Year 1, Q2
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
Substantial
Progress 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.

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: 8
291

Lake Forest, CA - Strategic Business Plan 2025-2032
Year 1, Q2
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.

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
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.

Lead Department: Management Services
Program: 710 Community Events
Budget Impact: $50,000
Fund: General FundEstimated Completion: FY 26/27
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
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.

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
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).

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: 8
293

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.

Lead Department: Economic Development
Program: 830 Economic Development
Budget Impact: $25,000 per year
Fund: General FundEstimated Completion: FY 26/27
Started FY 2026-27 Economic Development
Item: 8
294

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.

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
Substantial
Progress 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
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: 8
295

Lake Forest, CA - Strategic Business Plan 2025-2032
Year 1, Q2
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.

Lead Department: Management Services
Program: 311 Animal Regulation
Budget Impact: Staff Resources
Fund: General FundEstimated Completion: FY 25/26
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: 8
296

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.

Lead Department: Human Resources
Program: 230 Human Resources
Budget Impact: $15,000 per year
Fund: General FundEstimated Completion: FY 26/27
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
Completed FY 2025-26 Management Services
Item: 8
297

Lake Forest, CA - Strategic Business Plan 2025-2032
Year 1, Q2
0 10
20 30
40 50
60 70
Y1, Q1 Y1, Q2
Quarterly Progress
Not Started Started Substantial Progress Completed In Transition Item: 8
298

Lake Forest, CA - Strategic Business Plan 2025-2032
Year 1, Q2
0 5
10 15
20 25
30 35
40 Goal A Goal B Goal C
Year 1, Q2 by Goal
Not Started Started Substantial Progress Completed In Transition Item: 8
299

Lake Forest City CouncilJanuary 6, 2026

Lake Forest City Council
January 6, 2026