Agenda packet — Lake Forest City Council, March 17, 2026 (part 9 of 9)

FOOTHILL RANCH TOWNE CENTRE - PHASE IV
26562 – 26672 Towne Centre Drive*
Foothill Ranch (Lake Forest), Orange County, CA
*This Planned Sign Program does not include wall signage regulations for the Office Buildings located at 26632, 26642 and 26672 Towne Centre Drive. These buildings are required to comply with the sign regulations in the Foothill Ranch Planned Community “Development Plan and Supplemental Text”.

Original Developer:

FOOTHILL-PACIFIC TOWNE CENTRE IV
P.O. Box 3060
Newport Beach, CA 92658
949-760-8591
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2 TABLE OF CONTENTS

SECTION PAGE
I. Introduction 3
II. Approval Procedure 3
III. Sign Type Schedule 4
IV. General Sign Criteria 5
V. Primary, Secondary, Leasing, Project Identity (Entry) and Office Monument Signs (Sign Type 1, 2, 3, 4, 5) 6-9

VI. Tenant Storefront I.D. Signs (Sign Type 6, 7, 8, 9, 10) 10-12 VII. Tenant Storefront I.D. Signs – Fabrication (Sign Type 6, 7, 8, 9, 10) 13-14 VIII. Food Festival (Food Court) Shop Tenant I.D. Signs (Sign Type 11) 15 IX. Food Festival (Food Court) Dome Signs, Column Signs and Banners (Sign Type 12, 13, 14) 15 Exhibit “A” Site Plan 16
Exhibit “B” Primary Shopping Center Monument Sign Drawings (Sign Type 1) 17-18 Exhibit “C” Secondary Tenant Monument Sign Drawings (Sign Type 2) 19 Exhibit “D” Leasing Sign Drawings (Sign Type 3) 20
Exhibit “E” Project Identity (Entry) Monument Signs Drawings (Sign Type 4) 21-22 Exhibit “F” Office Buildings (Towne Centre Plaza) Monument Sign (Sign Type 5) 23 Exhibit “G” Food Festival (Food Court) Shop Tenant I.D. Signs – Fabrication/Design (Sign Type 11) 24-39 Exhibit “H” Food Festival (Food Court) Dome Signs, Column Signs, Banners – Fabrication/Design (Sign Type 12, 13, 14) 40-45 Item: 11
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3 FOOTHILL RANCH TOWNE CENTRE – PHASE IV

PLANNED SIGN PROGRAM
SECTION I. INTRODUCTION
The purpose of this Planned Sign Program is to ensure design and production of quality signage which reflects the integrity of the architecture and the intent of all parties, including the original Developer, the City of Lake Forest and any other applicable governing authority for this center. This Planned Sign Program has been developed to communicate the particular parameters each Tenant is to follow so their individual store signage will be effective and also complement the project as a whole. Performance will be strictly enforced and any non-conforming signs will be removed by the Tenant at Tenant’s sole expense.

Tenant signs are encouraged to be designed and produced in a fashion which exceeds the quality and the aesthetic impact of most shopping center Tenant signs. Within the context of the Planned Sign Program, innovation use of materials, fabrication techniques, typography, and color are encouraged in an effort to create an exciting and unique graphic atmosphere which will add to the shopping experience of the center.

The Planned Sign Program has been written in sections with numbered articles for easy reference. Each Tenant and sign contractor is to read Section I to Section VII. Section VI addresses the specific sign types and related design guidelines contained within this Planned Sign Program.

For those sign types which are to be employed by any given Tenant, the section relating to each sign type must be reviewed and adhered to by each Tenant and their sign contractor.

The Planned Sign Program establishes minimum and maximum letter sizes, sign area allowances, and locations for each sign type which is subject to the sole discretionary approval of the original Developer, and/or Landlord and/or Common Area Manager, within the context of this sign program.

SECTION II. APPROVAL PROCEDURE
Tenant shall submit to Landlord and/or Common Area Manager through the Tenant’s sign company for approval before fabrication, three (3) copies (in color) of detailed drawings indicating the location, size, layout, design, and color of the proposed sign, including all the lettering and logo information, and a color sample, prior to submitting to the City of Lake Forest and any other applicable governing authority, for review, approval, and permit.

All permits for signs and their installation shall be obtained by Tenant or its representative. Tenant shall be responsible for submitting its sign drawing to all applicable governing authorities for approval. Tenant shall be responsible for all fees associated with such approvals.

A dated signature approval by the Landlord and/or Common Area Manager will be placed on each sign working drawing prior to submittal to the City of Lake Forest (and any other applicable governing authority), for a building permit.

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4 SECTION III. SIGN TYPE SCHEDULE
GROUND MOUNTED:

Sign Type 1: Primary Shopping Center Monument Signs
Sign Type 2: Secondary Tenant Monument Signs
Sign Type 3: Leasing Signs
Sign Type 4: Project Identity (Entry) Monument Signs (See Phase I and Phase II Planned Sign Programs) Sign Type 5: Office Buildings (Towne Centre Plaza) Monument Sign EXTERIOR WALL MOUNTED:

Sign Type 6: Major Tenant I.D. (25,000 s.f. to 120,000 s.f or larger.) Sign Type 7: Anchor Tenant I.D. (10,001 s.f. to 24,999 s.f.) Sign Type 8: Intermediate Tenant I.D. (Less than 10,000 s.f.) Sign Type 9: Pad Tenant I.D.

Sign Type 10: Multi-Tenant Pad I.D.

FOOD FESTIVAL (FOOD COURT) – EXTERIOR MOUNTED:

Sign Type 11: Food Festival – Shop Tenant I.D. (Less than 10,000 s.f.) Sign Type 12: Food Festival – Dome Signs
Sign Type 13: Food Festival – Column Signs
Sign Type 14: Food Festival - Banners
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5 SECTION IV. GENERAL SIGN CRITERIA

1. Tenant signage shall include only the business name, as registered on the lease agreement, and established logo symbol.

2. Maintenance of each sign is the responsibility of the Tenant who erected and installed it. Letter forms or letter faces which require repair will be replaced or repaired within thirty (30) days of damaged or notice from the Landlord and/or Common Area Manager. If the signage is not rectified within the thirty (30) day period, the Landlord and/or Common Area Manager will repair the sign at the Tenant’s expense.

3. Signs will be free of all labels and manufacturer’s advertising with the exception of code requirements.

4. Roof mounted signs are not permitted.

5. No sign will be painted directly onto a wall or surface of any building.

6. Banners, banner flags, pennants, or temporary signs may not be displayed on any building or in the parking area, and temporary signs may not be placed on the inside surface of any window or hung closer than ten (10) feet behind the inside window without prior approval of the Landlord and/or Common Area Manager, the City of Lake Forest and any other applicable governing authority, unless otherwise permitted by this Planned Sign Program.

7. Cooperative Tenant seasonal promotions signing will be permitted only upon review and approval of the Landlord and/or Common Area Manager, the City of Lake Forest and any other applicable governing authority.

8. Tenant signs must be located visually centered, horizontally and vertically, within the fascia (sign band) above their store frontage, exceptions may be made wherein the sign is an architectural element related to the Tenant’s premises.

9. The Tenant will be fully responsible for the operation of their sign contractor and will indemnify, defend, and hold harmless the original Developer, Landlord and/or Common Area Manager and their agents from damage or liabilities resulting from the contractor’s work.

10. Tenant shall immediately remove all signs representing a discontinued service and/or project.

11. Upon removal of any sign by Tenant any damage to the building fascia or sign area will be repaired by the Tenant or by the Landlord and/or Common Area Manager at the Tenant’s sole expense. Repair work to be completed within a ten (10) day period.

12. The sign area for Tenant wall signage shall be calculated per Lake Forest Municipal Code Section 9.164.040. Per the code section, the sign area shall be calculated by computing the area contained within a figure represented by a maximum of eight perpendicular lines (see following graphic for example). (Sample calculation for area = (length of side 1 x length of side 8) + (length of side 3 x length of side 4).

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6 SECTION V. PRIMARY, SECONDARY, LEASING, PROJECT IDENTITY (ENTRY) AND OFFICE BUILDINGS (TOWNE CENTRE PLAZA) MONUMENT SIGNS (Sign Type 1, 2, 3, 4, 5) SIGN TYPE 1A & 1B: PRIMARY SHOPPING CENTER MONUMENT SIGNS

1. Location – The approved locations of all Primary Shopping Center Monument Signs are shown on Exhibit A: Site Plan.

2. Monument Sign Design – The size and design of the Primary Shopping Center Monument Signs shall be consistent with Exhibit B.

3. Availability of Tenant identification area on the Primary Shopping Center Monument Signs is based on the sole discretion of the original Developer. Once original Developer approval has been obtained, Tenant shall obtain approval from the City of Lake Forest and any other governing authority.

4. Tenant Sign Panel - Tenants may utilize their letter type, logo type and colors. Brand names and information which make the sign appear to be an advertisement is not permitted.

5. Tenant Sign Panel Construction – Minimum of 1/8” thickness, aluminum sign panels with flush push thru acrylic graphics. The sign panels should be smooth, durable, non-weathering and of high quality. Sign panels with translucent or transparent backgrounds are not permitted.

All hardware shall be of nonferrous metals. Exposed hardware is not permitted.

6. Tenant Sign Copy Maximum Height – Sign Type 1A: The maximum height for sign copy on Tenant sign panels A-D (see Exhibit B) shall be nineteen and one half inches (19.50”). The maximum height for sign copy on Tenant sign panels E and F (see Exhibit B) shall be twenty five and one half inches (25.50”). Sign Type 1B: The maximum height for sign copy on Tenant sign panels A-D (see Exhibit B) shall be eleven and three quarter inches (11.75”). The maximum height for sign copy on Tenant sign panels E and F (see Exhibit B) shall be fifteen and three quarter inches (15.75”).

7. Tenant Sign Copy Maximum Width – Sign Type 1A: The maximum width for sign copy on Tenant sign panels A-D (see Exhibit B) shall be seven feet (7’), nine inches (9”). The maximum width for sign copy on Tenant sign panels E and F (see Exhibit B) shall be thirteen feet (13’), five inches (5”). Sign Type 1B: The maximum width for sign copy on Tenant sign panels A-D (see Exhibit B) shall be five feet (5’), two inches (2”). The maximum width for sign copy on Tenant sign panels E and F (see Exhibit B) shall be seven feet (7’), nine inches (9”).

8. Tenant Sign Panel Illumination – LED, internally illuminated in a manner that lights only the sign copy. Illumination of sign background is not permitted. Lighting shall be designed so it does not cause glare to motorists. Exposed neon is not permitted.

9. Tenant Sign Panel Color – Tenant sign panels are to match the Primary Shopping Center Monument Sign cabinets in paint brand and color.

The current paint brand is Matthews Polyurethane Paint colored to match certain Sherwin-Williams paint colors. The current colors consist of warm browns, tans and white. Landlord and/or Common Area Manager shall provide the exact paint colors to Tenant when needed.

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7 SIGN TYPE 2: SECONDARY TENANT MONUMENT SIGNS

1. Location – The approved locations of all Secondary Tenant Monument Signs are shown on Exhibit A: Site Plan.

2. Monument Sign Design – The size and design of the Secondary Tenant Monument Signs shall be consistent with Exhibit C.

3. Availability of Tenant identification area on the Secondary Tenant Monument Signs is based on Tenant obtaining the approval of the original Developer, the City of Lake Forest and any other governing authority.

4. Tenant Sign Panel - Tenants may utilize their letter type, logo type and colors. Brand names and information which make the sign appear to be an advertisement is not permitted.

5. Tenant Sign Panel Construction – Minimum 1/8” thickness, aluminum sign panels with flush push thru acrylic graphics. The sign panels should be smooth, durable, non-weathering and of high quality. Sign panels with translucent or transparent backgrounds are not permitted.

All hardware shall be of nonferrous metals. Exposed hardware is not permitted.

6. Tenant Sign Copy Maximum Height – The maximum height for sign copy for Tenant sign panels on a Single-Tenant sign (Sign Type ST-2.1 and ST-2.2 on Exhibit C) shall be twenty four inches (24”). The maximum height for sign copy for Tenant sign panels on a Double-Tenant sign (Sign Type ST-2.3 on Exhibit C) shall be eleven inches (11”).

7. Tenant Sign Copy Maximum Width - The maximum width for sign copy for Tenant sign panels shall be six feet (6’).

9. Tenant Sign Panel Color – Tenant sign panels are to match the Primary Shopping Center Monument Sign cabinets in paint brand and color.

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8 SIGN TYPE 3: LEASING SIGNS

1. Location – The approved locations of all Leasing Signs are shown on Exhibit A: Site Plan.

2. Leasing Sign Design – The size and design of the Leasing Signs shall be consistent with Exhibit D.

3. Availability of the broker information on the Leasing Signs is based on the sole discretion of the original Developer.

4. Leasing Sign Illumination – None.

SIGN TYPE 4: PROJECT IDENTITY (ENTRY) MONUMENT SIGNS

1. Location – The approved locations of all Project Identity (Entry) Monument Signs are shown on Exhibit A: Site Plan (See Phase I and Phase II Planned Sign Programs).

2. Monument Sign Design – The size and design of the Project Identity (Entry) Monument Signs shall be consistent with Exhibit E (See Phase I and Phase II Planned Sign Programs).

3. Availability of Tenant identification area on the Project Identity (Entry) Monument Signs is based on the sole discretion of the original Developer. Once original Developer approval has been obtained, Tenant shall obtain approval from the City of Lake Forest and any other governing authority.

4. Tenant Sign Panel - Tenants may utilize their letter type, logo type and colors. Brand names and information which make the sign appear to be an advertisement is not permitted.

5. Tenant Sign Panel Construction – Minimum 1/8” thickness, aluminum panels with flush push thru acrylic graphics. The sign panels should be smooth, durable, non-weathering and of high quality. Sign panels with translucent or transparent backgrounds are not permitted. All hardware shall be of nonferrous metals. Exposed hardware is not permitted.

6. Tenant Sign Copy Maximum Height – The maximum height for sign copy for Tenant sign panels shall be two feet (2’).

7. Tenant Sign Copy Maximum Width - The maximum width for sign copy for Tenant sign panels shall be twelve feet (12’), ten and one half inches (10.50”).

9. Tenant Sign Panel Color – Tenant sign panels are to match the Primary Shopping Center Monument Sign cabinets in paint brand and color.

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9 SIGN TYPE 5: OFFICE BUILDINGS (TOWNE CENTRE PLAZA) MONUMENT SIGN

1. Location – The approved location of the Office Buildings Monument Sign is shown on Exhibit A: Site Plan.

2. Office Buildings Monument Sign – The size and design of the Monument Sign shall be consistent with Exhibit F.

3. Office Buildings Monument Sign Illumination – None.

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10 SECTION VI. TENANT STOREFRONT I.D. (Sign Type 6, 7, 8, 9, 10) SIGN TYPE 6: MAJOR TENANT I.D. SIGNS

1. Definition - A Major Tenant is defined as any Tenant occupying 25,000 s.f. to 120,000 s.f. of gross floor area or larger.

2. Letter/Logo Height - The maximum allowable letter/logo height is not to exceed six feet (6’) for a single line.

3. Two Line Copy – Two (2) line copy is permitted, provided the total height of the sign does not exceed sixty percent (60%) of the height of the sign fascia.

4. Sign Area - The maximum allowable sign area is not to exceed ten percent (10%) fifteen percent (15%) of the building face to a maximum of three hundred fifty (350) square feet per elevation.

5. Sign Length - Tenant sign length must not exceed seventy five percent (75%) of the Tenant store frontage.

6. Quantity - One (1) Major Tenant storefront identification sign is allowed per elevation facing a street or parking lot. The maximum number of Major Tenant wall mounted identification signs shall not exceed three (3) four (4).

7. Secondary Signage – Major Tenants may install up to two (2) three (3) minor secondary wall signs with a maximum allowable area of fifty (50) square feet each limited to a single line.

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11 SIGN TYPE 7: ANCHOR TENANT I.D. SIGNS

1. Definition - An Anchor Tenant is defined as any Tenant occupying 10,001 s.f. to 24,999 s.f. of gross floor area.

2. Letter/Logo Height - The maximum allowable letter/logo height is not to exceed six feet (6’) for a single line.

3. Two Line Copy – Two (2) line copy is permitted, provided the total height of the sign does not exceed sixty percent (60%) of the height of the sign fascia.

4. Sign Area - The maximum allowable sign area is not to exceed ten percent (10%) of the building face to a maximum of one hundred fifty (150) square feet per elevation.

5. Sign Length - Tenant sign length must not exceed seventy five percent (75%) of the Tenant store frontage.

6. Quantity - One (1) Anchor Tenant storefront identification sign is allowed per building elevation facing a street or the parking lot. The maximum number of Anchor Tenant wall mounted identification signs shall not exceed three (3).

7. Secondary Signage – Anchor Tenants may install up to two (2) minor secondary wall signs with a maximum allowable area of fifty (50) square feet each.

SIGN TYPE 8: INTERMEDIATE TENANT I.D. SIGNS

1. Definition - An Intermediate Tenant is defined as any Tenant occupying less than 10,000 s.f. of gross floor area.

2. Letter/Logo Height - The maximum allowable letter/logo height is not to exceed four feet (4’) for a single line.

3. Two Line Copy – Two (2) line copy is permitted, provided the total height of the sign does not exceed sixty percent (60%) of the height of the sign fascia.

4. Sign Area - The maximum allowable sign area is not to exceed ten percent (10%) of the building face to a maximum of one hundred (100) square feet per elevation.

5. Sign Length - Tenant sign length must not exceed seventy five percent (75%) of the Tenant store frontage.

6. Quantity - One (1) Intermediate Tenant storefront identification sign is allowed per building elevation facing street or parking lot. The maximum number of Intermediate Tenant wall mounted identification signs shall not exceed three (3).

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12 SIGN TYPE 9: PAD TENANT I.D. SIGNS

1. Definition - A Pad Tenant is defined as any Tenant solely occupying a single freestanding pad building.

2. Letter/Logo Height - The maximum allowable letter/logo height is not to exceed three feet (3’) for a single line.

3. Two Line Copy – Two (2) line copy is permitted, provided the total height of the sign does not exceed sixty percent (60%) of the height of the sign fascia.

4. Sign Area - The maximum allowable sign area is not to exceed two (2) square feet per linear foot of frontage to a maximum of one hundred twenty five (125) square feet per elevation.

5. Sign Length - Tenant sign length must not exceed seventy five percent (75%) of the Tenant store frontage.

6. Quantity - One (1) Pad Tenant storefront identification sign is allowed per elevation. The maximum number of Pad Tenant wall mounted identification signs shall not exceed three (3).

SIGN TYPE 10: MULTI-TENANT PAD I.D. SIGNS

1. Definition - A Multi-Tenant Pad Tenant is defined as a single freestanding pad building with more than one Tenant.

2. Letter/Logo Height - The maximum allowable letter/logo height for Tenants occupying 2,500 s.f. or more is not to exceed thirty inches (30”).

For Tenants occupying less than 2,500 s.f., the maximum allowable letter/logo height is not to exceed twenty four inches (24”).

3. Two Line Copy – Two (2) line copy is permitted, provided the total height of the sign does not exceed sixty percent (60%) of the height of the sign fascia.

4. Sign Area - The maximum allowable sign area is not to exceed two (2) square feet per linear foot of Tenant frontage to a maximum of one hundred twenty five (125) square feet per elevation of each Tenant space.

5. Sign Length - Tenant sign length must not exceed seventy five percent (75%) of the Tenant store frontage.

6. Quantity - One (1) Tenant storefront identification sign is allowed per elevation for each Tenant space. The maximum number of tenant signs shall not exceed three (3) for each tenant.

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13 SECTION VII. TENANT STOREFRONT I.D. FABRICATION STANDARDS (SIGN TYPE 6, 7, 8, 9, 10) The following standards further specify the design and production requirements for Tenant storefront signs. After reviewing the text, refer to the location plan for the corresponding sign type and locate the particular store to be signed. Then, as part of this sign program, refer to the design drawings which illustrate the storefront with the sign area indicated on the elevation with a dashed line. The dashed area indicates the maximum area in which the Tenant sign can be placed.

Along with the requirements of this section, the Tenant must also comply with all the requirements outlined in Section IV “General Sign Criteria”.

GENERAL STANDARDS:

1. All Tenant signs are to be illuminated signs which are connected to an assigned J box provided by the Landlord which must be controlled by a dedicated time clock, and have a disconnect switch within visible proximity to the sign.

2. All signs and installation of signs must conform to the appropriate building and electrical codes. The Tenant and the sign contractor will obtain any and all permits required.

3. In no case will there be any exposed electrical raceways, conduit, transformers, junction boxes, conductors, or crossovers. Exposed transformers will be finished in manner consistent with quality fabrication practices and the installation will be approved by the Landlord and/or Common Area Manager.

4. Major Tenant storefront identification signs may be fabricated as individually mounted closed pan or reverse pan channel letters to be floodlit.

All other Tenant signs are to be closed pan channel letters.

5. Sign Construction shall conform to the following criteria for the center or equivalent:
a. Channel letter and logo forms are to be fabricated from .063 inch aluminum or greater, formed into a pan channel configuration. b. All letter returns shall have depth of 5 inches and be .063 inch aluminum or greater. c. All sign trim caps shall be a minimum of .75 inches and be .040 inch aluminum or greater. d. Each letter must have a minimum of 2 1/4” diameter seep holes for drainage of water. e. The inside of each letter and logo form are to be painted white.

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14 f. Any permitted cabinets shall be .063 inch aluminum or greater. g. All lighting shall be LED, manufactured, labeled, and installed in accordance with U/L (Underwriters Laboratory) standards with 1/2” spacers between back of sign and building fascia.
h. Please refer to the Tenant Storefront I.D Fabrication Standards for the production standard. All returns shall be pre-coated or painted with a polyurethane paint (i.e. Matthews Paint).
i. All vinyl construction shall be 3M vinyl or equivalent. j. All acrylic faces shall be of a minimum of 1/8” thickness.

6. Tenant and/or the sign contractor shall not, in course of sign installation or removal, damage any of the building exterior of the structure.

The Tenant will be held fully responsible for all costs incurred to repair any damage, at the sole discretion of the Landlord and/or Common Area Manager.

7. All penetrations of the exterior fascia are to be sealed watertight and painted to match the existing fascia color.

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15 SECTION VIII. FOOD FESTIVAL (FOOD COURT) SHOP TENANT I.D. SIGNS (Sign Type 11)

1. Definition - A Food Festival (Food Court) Tenant is defined as any Tenant occupying less than 10,000 square feet of gross floor area in the Food Court Building (26612 Towne Centre Drive).

2. Fabrication & Design Guidelines – See Exhibit G (“Foothill Towne Centre Food Festival Sign Criteria and Guidelines dated November 18, 1998”).

SECTION IX. FOOD FESTIVAL (FOOD COURT) DOME SIGNS, COLUMN SIGNS AND BANNERS (Sign Type 12, 13, 14)
SIGN TYPE 12: FOOD FESTIVAL – DOME SIGNS

1. Definition - Food Festival (Food Court) Dome Signs is defined as the four (4) signs on the Food Festival (Food Court) Building which identify “Foothill Ranch Towne Centre” and “Food Festival”. Three (3) Dome Signs are mounted on the front of the Building in the primary dome area. One (1) Dome Sign is mounted on the back of the Building.

2. Design Guidelines – See Exhibit H.

SIGN TYPE 13: FOOD FESTIVAL – COLUMN SIGNS

1. Definition - Food Festival (Food Court) Columns Signs is defined as the two (2) signs on the Food Festival (Food Court) Building columns which identify “Food Festival”.

2. Design Guidelines - See Exhibit H.

SIGN TYPE 14: FOOD FESTIVAL – BANNERS

1. Definition - Food Festival (Food Court) Banners is defined as the four (4) decorative banners that are placed on the front of the Food Festival (Food Court) Building and the approximately sixteen (16) decorative banners that are placed on the light posts adjacent to the Building.

2. Design Guidelines - See Exhibit H.

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PC Attachment 8
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REPORT OF THE CHIEF OF POLICE SERVICES
DATE: 1/2/26
Pursuant to City Council Policy for the Review of Requests for Approval of Alcohol Sales for Off-Site Consumption and Determination of Public Convenience or Necessity (PCN) STORE ADDRESS: 26602 Towne Centre Dr
STORE NAME: Costco Wholesale (Proposed)
USE PERMIT/PCN APPLICATION NO: SDP 05-25-5800, UP 05-25-5801 (alcohol sales) CRIME REPORTING DISTRICT (IRA): LF52
CENSUS TRACT: 524.22
TOTAL # OF REPORTED CRIMES IN CRIME

REPORTING DISTRICT (INTERNAL
RESPONSE AREA-IRA) (2024):
29 PERCENTAGE OF REPORTED CRIMES IN

IRA THAT ARE ALCOHOL VIOLATIONS OF
LAW (AVL):
0%
TOTAL # OF REPORTED CRIMES CITYWIDE FOR ALL IRAS THAT INCLUDE ALCOHOL LICENSES FOR RETAIL/OFFSITE CONSUMPTION (2024):

It would take many hours of research for this data.

PERCENTAGE OF CRIMES THAT ARE AVL: Unknown
TOTAL # OF CALLS FOR SERVICE

DIRECTLY RELATED TO ALCOHOL AT

SIMILAR BUSINESSES IN SAME AND
ADJACENT CENSUS TRACTS (2024):

BUSINESS TYPE:
☐ Liquor Store; ☐ Convenience Store w/o Gas
Pump; ☐ Gas Station w/ Convenience Store;
☐ Pharmacy/Drug Store;
☐ Supermarket/Grocery Store
(Not Convenience Store);
☒ Warehouse/Club/Supercenter; ☐ Other

CENSUS TRACT
524.23 524.25 524.26 524.27
0 0 0 0
CALLS FOR SERVICE (# OF)
COMMENTS:

RECOMMENDATIONS FOR DESIGN AND

LAYOUT OF RETAIL AREA AND PARKING

AREA TO INCREASE SURVEILLANCE AND
CREATE DEFENSIBLE SPACE:
☒ NO CONDITIONS RECOMMENDED
☐ SEE RECOMMENDED CONDITIONS OF

APPROVAL BELOW
SECURITY PLAN REVIEW:
☒ NO CONDITIONS RECOMMENDED
☐ SEE RECOMMENDED CONDITIONS OF

APPROVAL BELOW

WOULD AN ADDITIONAL ALCOHOL

LICENSE CAUSE AN INCREASE IN NEED

FOR LAW ENFORCEMENT SERVICES OR

CONTRIBUTE TO A CURRENT LAW
ENFORCEMENT PROBLEM IN THE AREA?
☐ YES ☒ NO
COMMENTS:

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RECOMMENDED CONDITIONS OF APPROVAL
General Conditions
☒ The business owner must obtain and maintain Type 21 license as required by the California Department of Alcoholic Beverage Control.
☒
The business owner shall comply with all rules, regulations and conditions imposed upon the alcohol license, including but not limited to, the California Department of Alcoholic Beverage Control and relevant Federal, State and local laws. ☒
The project shall be developed and maintained in substantial compliance with the project description, security measures and floor plans approved by the Planning Commission and on file with the City of Lake Forest Community Development Department. ☐
☐
Business Operation Related Conditions
☐ The sale, display and/or storage of refrigerated (or otherwise chilled) alcoholic beverages shall be prohibited on the premises.
☐ Beer, malt beverages and wine coolers in containers of 16 oz. or less shall not be sold by single containers and may only be sold in manufacturer pre-packaged multi-unit quantities. ☐ Alcohol shall not be sold in containers smaller than 2 oz. ☐
There shall be no exterior advertising, promoting or indicating the availability of alcoholic beverages at the business. Interior displays of alcoholic beverages or signs which are clearly visible to the exterior shall constitute a violation of this condition. ☐
There shall be no changes to the approved location(s) of the alcoholic beverages as shown on the approved floor plan without approval from the Chief of Police Services and Director of Community Development. Any major changes to the location of the alcoholic beverages, as determined by the Chief of Police Services or the Director of Community Development may require an amendment to the approved Use Permit.
☐
The floor area dedicated to the display of alcohol shall not exceed X% of the total floor area of the tenant space. Any increase shall require an amendment to the approved Use Permit.
☐ Outdoor storage and/or display of alcoholic beverages shall be prohibited at all times. ☐ Alcohol sales shall be prohibited between 2:00 a.m. and 6:00 a.m. (in accordance with California law).
☐
☐
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Security Related Conditions
☐
In the event security problems occur at the business, and at the request of the Chief of Police Services, the business owner, at his/her own expense, shall provide a security plan with additional security provisions as determined by the Chief of Police Services. The security provisions may include, but are not limited to, interior and exterior security cameras, additional lighting, posted signs and/or security guards. Non-mitigatable security problems directly related to the sale of alcohol may be cause for revocation of this Use Permit.
☐
All required/approved digital recording camera equipment shall be in place and in good working order at all times. Security footage from the equipment shall be submitted within 72 hours of any request from the Chief of Police Services. ☐
The possession of alcoholic beverages in open containers and the consumption of alcoholic beverages are prohibited within the business and the area immediately surrounding the business, including but not limited to, the parking lot ☐
All employees of the business that may sell alcoholic beverages shall complete training from the State of California Department of Alcoholic Beverage Control (ABC) Leadership and Education in Alcohol and Drugs (LEAD) Program or an ABC accepted equivalent program. The business shall maintain certificates of completion of the course for each employee at the site and provide the certificates to the City upon request. ☐
The business owner shall post and maintain a professional quality sign facing the premises parking lot in substantially the following form: “Possession of unsealed or open containers of ALCOHOLIC BEVERAGES in this parking area or any public street or sidewalk is prohibited, and is subject to criminal prosecution and a fine.” The sign shall conform to the provisions of Lake Forest Municipal Code Section 11.40.030. ☐
☐
☐
Item: 11
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REPORT OF THE DIRECTOR OF COMMUNITY DEVELOPMENT:
• Compliance with the General Plan and Zoning Ordinance: The property is designated Mixed-Use 43 on the General Plan Land Use Map and is also zoned Mixed-Use 43. Both designations provide opportunities for mixtures of commercial, office, and residential uses in the same building, on the same parcel of land, or within the same area. The ancillary sale of beer and wine within the proposed retail establishment is a commercial use.

Furthermore, pursuant to Zoning Code Section 9.73.065(A), “Alcohol Sales for Off-Site Consumption” is permitted in this zoning district with Planning Commission approval of a Use Permit. Additionally, Zoning Code Section

9.146.130 includes 4 findings specifically for the sale of alcohol for off-site consumption. These findings are included in the resolution for this Use Permit (PC Attachment 2). As such, with the approval of this Use Permit, the sale of alcohol is in compliance with both the City’s General Plan and Zoning Ordinance.
• A map showing the location of the subject property, the land use designations of all property within 600 feet of the project site, and the location of potentially sensitive land uses such as schools, public playgrounds, youth facilities, churches, hospitals, and licensed alcohol treatment facilities is included in this report as Exhibit A. Based on this map, there is one sensitive use, the Guidepost Montessori School at 26462 Towne Centre Dr, within 600 feet of the proposed Costco Wholesale.
• A map of the census tract showing the location of all existing off-sale alcohol licenses in the census tract and adjoining census tracts is included in this report as Exhibit B.
• Information about the census tract (0524.22), including:
o Number of Residents: 11,557 (2020 Census)
o Total Approximate Existing Commercial (Retail) Floor Area:
1,214,447 sq. ft.
• Information on existing alcohol licenses for off-site consumption in the census tract and adjoining census tracts is included in this report as Table

1. Item: 11
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EXHIBIT A: SENSITIVE USES MAP
Item: 11
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EXHIBIT B: CESUS TRACT LICENSE MAP
Item: 11
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TABLE 1: EXISTING ALCOHOL LICENSES
TRACT

LICENSED RETAIL

ESTABLISHMENT

TYPE OF
LICENSEi
SITE
ADDRESS HOURS OF OPERATIONii
524.22

1. Costco
Wholesale
21 (Proposed)
26602 Towne
Centre Dr
Mon – Fri: 9:00 am-8:30
pm; Sat 9:00 am-7:00 pm;
Sun 9:00 am-6:00 pm

2. CVS Pharmacy 21 26686 Portola
Pkwy 8:00 am – 10:00 pm

3. Walmart 21 26502 Towne
Centre Dr 6:00 am-11:00 pm

4. Target 21 26762 Portola
Pkwy 8:00 am-10:00 pm

5. Circle K 20 27252 Portola
Pkwy 24 hours

6. 7-Eleven 20 21701 Lake
Forest Dr 24 hours

7. Sam’s Liquor 21
20651 Lake
Forest Dr, Ste
A108
10:00 am-9:00 pm

8. Shell 20 26721 Rancho
Pkwy 24 hours

9. 99 Cent Store 20 26542 Towne
Centre Dr No Longer in Business

10. Chevron/Lake
Forest Express
Wash
20 24571 Trabuco
Rd 24 hours

11. Meitao 17 and 20
27 Spectrum
Pointe Dr, Ste
306
Internet Sales Only

12. Witchery Wines 17 and 20 67 Berna Internet Sales Only

13. Chevron/Foothill
Ranch Carwash 20 19232 Alton Pkwy 5:00 am-10:00 pm
Item: 11
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TRACT

LICENSED RETAIL

ESTABLISHMENT

TYPE OF

LICENSE
SITE

ADDRESS HOURS OF OPERATION
524.23

1. Grab N Go 20 20572 Lake
Forest Dr 24 hours

2. Arco 20 29080 Portola
Pkwy 24 hours

3. 7-Eleven 20
20562
Regency Ln.

Ste A
24 hours

4. Liquor King 21 21991 El Toro
Rd, Ste 1
8:00 am-12:00 am per UP
Approval
524.25

1. Chevron/G&M Oil 20 20731 Lake
Forest Dr 24 hours

2. Dimension Liquor 21
20761 Lake
Forest Dr, Ste
J
7:00 am-11:00 pm
524.27

1. Ralphs Grocery 21 26751 Portola
Pkwy 6:00 am-1:00 am

2. 7-Eleven 20 26731 Portola
Pkwy 24 hours
i A type 20 license allows for the sale of only beer and wine. A type 21 license allows for the sale of beer, wine and/or distilled spirits (liquor). A type 17 license allows for the wholesale sale beer and wine to other licensed businesses.
ii Notwithstanding the hours of operation of the businesses, alcohol sales are prohibited between 2:00 a.m. and 6:00 a.m. in California.

Item: 11
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Attachment 6
Item: 11
2822
February 18, 2026

VIA EMAIL
Thy Merritt, City Clerk
City Clerk’s Office
City of Lake Forest
100 Civic Center Drive
Lake Forest, CA 92630
[email protected]
Re: Appeal of Planning Commission Decision
Costco Wholesale Retail Warehouse Project
SDP 05-25-5801; UP 05-25-5802 to -5803; PSP 05-25-5804; PCN 12-25-5850 Dear City Clerk Merritt,
I am writing on behalf of Supporters Alliance for Environmental Responsibility (“SAFER”) and its members living and/or working in or around the City of Lake Forest (“City”) to appeal the Planning Commission’s decision on February 5, 2026, to approve the Costco Wholesale Retail Warehouse Project (SDP 05-25-5801; UP 05-25-5802 to -5803; PSP 05-25- 5804; PCN 12-25-5850) (“Project”) and to exempt the Project from further environmental review under Section 15183 of the CEQA Guidelines. The Project proposes the development of a 165,068 square-foot Costco Wholesale warehouse, located at 26602 Town Centre Drive in the City of Lake Forest.

SAFER disagrees with the City’s determination that the Project qualifies for streamlined environmental review under Section 15183 of the CEQA Guidelines. Under Section 15183, streamlined review is not proper if an impact is “peculiar” to the project, has not been addressed as a significant effect in the prior EIR, or cannot be substantially mitigated by the imposition of uniformly applied development policies or standards. (14 CCR § 15183(c).) SAFER is concerned that several impacts of this Project, including, but not limited to, air quality, greenhouse gases, and vehicle miles traveled, preclude the use of Section 15183’s streamlining provisions. SAFER respectfully requests that the City Council grant the appeal and direct planning staff to prepare an initial study, followed by an environmental impact report or mitigated negative declaration pursuant to CEQA prior to further consideration of the Project.

This appeal is timely filed within 15 days of the Planning Commission’s decision and is accompanied by the required base filing fee of $1,500 and a $5,000 deposit. SAFER objects to any fee for this appeal is excess of the base filing fee and deposit. Requiring an open-ended appeal fee for SAFER to exercise its right to appeal places too great a burden on the exercise of Item: 11
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SAFER Appeal
Costco Wholesale Project
February 18, 2026

Page 2 of 2 ends

its right to due process. (California Teachers Association v. State of California (1999) 20 Cal.4th 327, 338.)
Sincerely,
Brian Flynn

LOZEAU DRURY LLP
Item: 11
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Attachment 7
Item: 11
2825
D e N o v o P l a n n i n g G r o u p
A L a n d U s e P l a n n i n g , D e s i g n , a n d E n v i r o n m e n t a l F i r m

D E N O V O P L A N N I N G G R O U P
1 0 8 E a s t M a in S t r e e t, S u it e 1 0 8 , T u s t in , C A 9 2 7 8 0 1 s b a r k e r@ d e n o v o p la n n in g . c o m | ( 9 4 9 ) 3 9 6 - 8193 March 3, 2026
Mr. Connor Musler, AICP, Associate Planner
City of Lake Forest
100 Civic Center Drive
Lake Forest, CA 92630
Via Email: [email protected]
SUBJECT: Appeal of Planning Commission Decision of the Costco Wholesale Project Dear Mr. Musler:

On February 5, 2026, the City of Lake Forest Planning Commission found the Costco Wholesale Retail Project (SDP 05-25-5800; UP 05-25-5801; UP 05-25-5802; UP 05-25-5803; PSP 05-25-5804; PCN 12-25- 5850) (“Costco Wholesale Project” or “Project”) exempt pursuant to the California Environmental Quality Act (CEQA) Guidelines Article 12. Special Situations, Section 15183, Projects Consistent with a Community Plan, General Plan, or Zoning and approved the Costco Wholesale Project.

On February 18, 2026, the City received an appeal of the Planning Commission’s decision from Brian Flynn of Lozeau Drury LLP on behalf of the Supporters Alliance for Environmental Responsibility (SAFER). The appealstates that SAFER disagrees with the City’s determination that the Project qualifies for streamlined environmental review under CEQA Guidelines Section 15183 and states “SAFER is concerned that several impacts of the Project, including but not limited to, air quality, greenhouse gases, and vehicle miles traveled, preclude the use of Section 15183’s streamlining provisions.” While SAFER provides no specific evidence to substantiate air quality, greenhouse gases, and vehicle miles traveled impacts that would preclude the use of Section 15183, SAFER requests that the City Council grant the appeal and direct preparation of an initial study, followed by an environmental impact report or mitigated negative declaration.

The City of Lake Forest is the Lead Agency under CEQA. California Public Resources Code Section 21083.3 and CEQA Guidelines Section 15183 provide that additional environmental review shall not be required for projects that are consistent with the development density established by existing zoning, community plan or general plan policies for which an Environmental Impact Report (EIR) was certified, except as might be necessary to examine whether there are project-specific significant effects which are peculiar to the project or its site. Section 15183 specifies that examination of environmental effects shall be limited to those effects that: (1) Are peculiar to the project or the parcel on which the project would be located; (2) Were not analyzed as significant effects in a prior EIR on the zoning action, general plan, or community plan, with which the project is consistent; (3) Are potentially significant off-site impacts and cumulative impacts which were not discussed in the prior EIR prepared for the general plan, community plan or zoning action; or (4) Are previously identified significant effects which, as a result of substantial new information Item: 11
2826
2 which was not known at the time the EIR was certified, are determined to have a more severe adverse impact than discussed in the prior EIR. Section 15183(c) further specifies that if an impact is not peculiar to the parcel or to the proposed project, has been addressed as a significant effect in the prior EIR, or can be substantially mitigated by the imposition of uniformly applied development policies or standards, then an additional EIR need not be prepared for that project solely on the basis of that impact.

The Costco Wholesale Project CEQA Guidelines 15183 Environmental Compliance Checklist (“Environmental Compliance Checklist”) was prepared pursuant to CEQA Guidelines Section 15183 to determine whether there are project-specific significant effects that are peculiar to the Project or the site and if the Project meets the conditions for a streamlined environmental review process.

Section 4.0 of the Environmental Compliance Checklist provides an analysis of potential environmental impacts resulting from the Project. Following the format of the City’s Local Guidelines for Implementing the California Environmental Quality Act, environmental effects were evaluated to determine if the Project would result in a potentially significant impact triggering additional review under Guidelines Section 15183. The Environmental Checklist includes a discussion and analysis of any peculiar or sitespecific environmental impacts associated with construction and operation of the Project. The Environmental Checklist identifies the applicable City of Lake Forest development standards and policies that would apply to the Project during both the construction and operational phases, and explains how the application of these uniformly applied standards and policies would ensure that no peculiar or sitespecific environmental impacts would occur. Among the environmental topical areas addressed are Air Quality (pages 29-39), Greenhouse Gas Emissions (pages 69-84), and Transportation (VMT) (pages 147- 152). The analysis substantiates that there are no site-specific or peculiar impacts associated with the Project and identifies uniformly applied standards and policies that would be applied to the Project.

Therefore, the evaluation concluded that the Project qualifies for streamlined environmental review under CEQA Guidelines Section 15183.

Sincerely,

DE NOVO PLANNING GROUP
Starla Barker, AICP
Principal Planner
Item: 11
2827

CITY COUNCIL AGENDA REPORT
MEETING DATE: 3/17/2026
DEPARTMENT: Management Services
SUBJECT:

AGREEMENT WITH ORANGE COUNTY ANIMAL CARE FOR ANIMAL CARE

SERVICES
RECOMMENDED ACTION(S):

1. Receive and file a presentation from Baker Tilly Advisory Group summarizing findings of an animal care service review.

2. Approve and authorize the Mayor to sign the proposed Agreement for Animal Care Services with Orange County Animal Care
EXECUTIVE SUMMARY:

The City has contracted with Orange County Animal Care (“OCAC”) since incorporation in 1991. OCAC provides all animal control services required by State law. On average, the City pays about $550,000-650,000 per year to receive these services from OCAC. The contract with OCAC is set to expire on May 30, 2026. Project SP#56 of the City’s Strategic Business Plan (“Strategic Plan”) directs staff to conduct a thorough financial review of animal care services in light of the City’s transition to a “maintenance community” (Attachment 1).

The City of Mission Viejo operates a full-service animal shelter and service department that contracts with nearby cities. In January 2026, MVAS staff provided a preliminary proposal to provide animal shelter and field services to the City. The City hired Baker Tilly Advisory Group (“Baker Tilly”), a municipal consulting firm, to provide a neutral, third-party comparative analysis of the draft MVAS proposal.

Baker Tilly analyzed a large volume of statistical and performance-related data provided by City staff, MVAS, and OCAC. Additionally, Baker Tilly toured both shelter facilities and interviewed staff with first-hand experience with animal care services. Baker Tilly’s final report was provided to the City on March 9, 2026 (Attachment 2). According to Baker Tilly’s analysis, Lake Forest residents are generally satisfied with the service currently provided by OCAC. Further, the City’s cost to provide animal care services would virtually double if the City transitioned to MVAS. While the transition could have a positive impact on field response times, the improvement would likely not justify the significantly higher Item: 12
2828
cost. Instead, Baker Tilly recommends the City continue to receive animal care services from OCAC and negotiate to increase staffing resources as needed.

The Current Master Agreement with OCAC (“Current Master Agreement”) expires on May 30, 2026. If the City were to consider transitioning services to a service provider other than OCAC, it would not be possible to address all necessary practical and logistical factors and formally consider an alternative prior to the expiration of the current agreement term.

On February 24, 2026, the Orange County Board of Supervisors approved the new Agreement for Provision of OC Animal Care Services between the County of Orange and contracting cities (“New Master Agreement”) (Attachment 3). The New Master Agreement includes a five-year term that automatically renews unless a contracting city provides 12-months advanced notice to exit the contract. Staff received a preliminary cost estimate of $674,552 from OCAC for Fiscal Year 2026-27, which is consistent with cost estimates the City has received within the last five fiscal years.

Staff recommend the City Council receive and file a presentation from Baker Tilly summarizing its report on the City’s animal care services. Staff also recommends the City Council approve and authorize the Mayor to sign the New Master Agreement with OCAC for animal care services. The 2025-2027 Operating Budget includes sufficient funding to cover the costs of the recommended action.

BACKGROUND:

Pursuant to state law, all municipalities in California must provide for an animal care service that maintains basic public health, promotes the welfare of animals, and generally regulates the pet population. Since incorporation in 1991, the City has contracted with OCAC to satisfy its legal responsibilities. The City entered into the current Agreement for the Provision of OC Animal Care Services between the County of Orange and Lake Forest on May 31, 2016. The Current Master Agreement includes a 10-year term that is set to expire on May 30, 2026.

OCAC provides the City with a combination of State-mandated and optional contractual services. Table 1 below generally describes all services provided by OCAC and whether they are legally mandated.

Table 1: Mandated and Non-Mandated Services from OCAC
Mandated Services Non-Mandated Contract
Services
Non-Mandated,
Non-Contract
Services
▪ Rabies control ▪ Dead animal pick-up ▪ Feral cat intake Item: 12
2829
Mandated Services Non-Mandated Contract
Services
Non-Mandated,
Non-Contract
Services
▪ Emergency response
▪ Investigations
▪ Shelter services
▪ Licensing services
▪ Impoundment and
retention of stray
animals
▪ Prompt veterinary care
▪ Evaluation, redemption,
and adoption of animals
▪ Euthanasia and proper
disposal
▪ Wildfire response
▪ Volunteer coordination
▪ Rescue group
coordination
▪ Public education
As a condition of participating in the Current Master Agreement, the City contributed $611,228 towards the construction of the new OCAC animal shelter in Tustin. The new OCAC animal shelter opened in 2018 and provided a significant improvement in terms of capacity and overall quality relative to the former shelter site.

Lake Forest is one of 14 cities that contract with the OCAC for animal care services. Before the commencement of any contract year, OCAC provides a Notice of Intent (“NOI”) to each contracting city that projects costs for the subsequent fiscal year. Historically, the City has used the NOI to establish the budget to cover OCAC services. Chart 1 below provides a 5-year history of NOI’s and the actual costs of the OCAC service.

Chart 1: OCAC NOI & Actual Expenditures
Item: 12
2830
The City typically spends approximately $550,000-650,000 annually for the OCAC service. Actual costs are frequently less than the NOI because OCAC costs are proportional to the use each contracting city incurs. If Lake Forest receives less services and shelter stays than anticipated by the NOI in any given year, the City’s actual cost will likely be less than the NOI. In some instances, contracting cities pay more than their NOI estimate due to spikes in services rendered, such as hoarding cases and other unexpected surges in animal care demand.

The City’s Strategic Plan project SP#56 directs staff to conduct a thorough review of animal care services in light of the City’s transition to a “maintenance community” (Attachment 1). As a result of the City’s transition to a “maintenance community,” the City must assess long-term cost centers strategically and methodically.

In January 2026, the City of Mission Viejo expressed an interest in providing Lake Forest with animal care services. On January 27, 2026, the City entered into a professional consultant services agreement (“Agreement”) with Baker Tilly to help compare the options of establishing a new contract with OCAC or transitioning to MVAS for animal care services. On January 29, 2026, the City received a conceptual proposal from MVAS staff outlining potential animal care services. The MVAS conceptual proposal included a historical analysis of call volume, shelter statistics, and response records related to OCAC’s service to Lake Forest. This analysis provided the basis for MVAS to propose a staffing and equipment outlay to provide the City with animal services, in addition to confirming the MVAS shelter had the capacity to meet the shelter volume Lake Forest would generate.
2020-21 2021-22 2022-23 2023-24 2024-25
NOI $688,836 $553,365 $661,585 $722,549 $747,609
Actual $415,069 $525,201 $614,167 $506,735 $573,445
$0
$100,000
$200,000
$300,000
$400,000
$500,000
$600,000
$700,000
$800,000
NOI Actual
OCAC Expenditures
Item: 12
2831
Pursuant to their Agreement with the City, Baker Tilly was tasked with providing a “third-party” vetting of the draft proposal for animal care services submitted by MVAS. The Scope of Work for the Agreement required Baker Tilly to:
▪ Review the City’s current contract with OCAC and become familiar with the day-to-to operations of animal care in Lake Forest
▪ Review a variety of financial and service-related data over the last five years related to the OCAC contract
▪ Review the contracts and compensation mechanisms in place from cities that currently contract with MVAS for animal care services ▪ Inspect the MVAS shelter to assess shelter capacity, staffing, and services offered
▪ Generate a final report describing the findings of all research and provide a recommendation to the City regarding the continuation of the animal care arrangement with OCAC or a potential future transition to the service provided by MVAS
Since the initiation of the Agreement with Baker Tilly, staff from Baker Tilly have been in regular contact with staff from Lake Forest, Mission Viejo, and OCAC.

Baker Tilly staff have toured both the OCAC shelter and the MVAS shelter independently. In conjunction with shelter visits, Baker Tilly interviewed staff from each shelter, as well as Lake Forest and Orange County Sheriff’s Department (“OCSD”) staff that regularly engage with animal care services.

On March 9, 2026, Baker Tilly provided staff with their final report (Attachment 2).

According to Baker Tilly’s analysis, the City should continue to contract with OCAC. This recommendation is supported by three key findings made by Baker Tilly:

1. Public satisfaction for the current service provided by OCAC, as measured by statistically valid survey data from the City’s Biennial Resident and Business Satisfaction Survey (“Biennial Survey”) over the past decade remains high (85-87%). A review of historical Ask Lake Forest ticket data further reinforced this conclusion.

2. OCAC reliably provides all the animal control services legally required by the State of California.

3. Transitioning to MVAS would virtually double the City’s annual costs for animal control based on the staffing and equipment outlay described in the preliminary proposal generated by MVAS staff.

Item: 12
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Baker Tilly identified OCAC field response times as an area that required further assessment. Over the next year, staff plan to work closely with OCAC to better understand and mitigate response times for field services, including the possibility of negotiating an increase in staffing. Staff plan to provide periodic updates to the Public Safety Ad-hoc describing progress made.

Transitioning animal care services to MVAS would require significant practical and logistical considerations that could not be addressed before the term expiration of the Current Master Agreement with OCAC on May 30, 2026. The draft conceptual proposal provided to the City by MVAS staff would need to be confirmed by the Mission Viejo City Council, and potentially by current MVAS partner cities, prior to any formal consideration by Lake Forest.

DISCUSSION:

On February 24, 2026, the Orange County Board of Supervisors approved the new Agreement for Provision of OC Animal Care Services between the County of Orange and contracting cities (“New Master Agreement”) (Attachment 3). The New Master Agreement was developed with the input of cities that currently contract with OCAC for animal care services in anticipation of the term expiration of the Current Master Agreement on May 30, 2026. A committee made up of the city managers from Fountain Valley, Lake Forest, Placentia, Yorba Linda, and Villa Park negotiated key components of the OCAC service that are now reflected in the New Master Agreement.

The services provided by the New Master Agreement with OCAC are virtually identical to the current menu of services described in the Current Master Agreement. Key differences present in the New Master Agreement are:
▪ A clause describing how contracting cities would assume control of the animal shelter property in the event the County of Orange discontinues the use of the facility. Contracting cities would have the opportunity to continue using the facility via a $1 per year lease, plus the costs of the land lease the facility is party to with the South Orange County Community College District, plus all operational costs.
▪ A new section describing the financial responsibilities of new cities that may contract with OCAC for animal care services. New cities would be required to pay for any physical expansion of the existing shelter in the event their accommodation required more space. If the shelter would not need to be expanded to accommodate a new city, the new city would be required to pay 5% above their actual costs annually throughout the term Item: 12
2833
of the New Master Agreement to defray facility maintenance costs. ▪ A new clause that required OCAC provide at least 12-months notice before any service category is added that may impact costs for contracting cities.

Contracting cities would also have the ability to opt-in or opt-out of the new service.
▪ To provide stabilization from quarterly bills that can fluctuate based on actual use, OCAC has added a new clause that states each contract city would be billed in equal quarterly installments based on the NOI provided for that year or based on their actual utilization – whichever is greater. ▪ The term of the New Master Agreement is five years in total length, rather than the ten-year term length of the Current Master Agreement. The term of the New Master Agreement automatically extends for twelve months at the end of the initial five-year term unless the City or County provides a notice to terminate twelve months in advance of the term end date.

On March 6, 2026, the City received a preliminary cost estimate for services from OCAC for Fiscal Year 2026-27. The preliminary estimate is $674,552, which is consistent with cost estimates the City has received within the last five fiscal years. The City expects to receive the official NOI from OCAC within the next month. Staff recommend the City Council receive and file a presentation from Baker Tilly summarizing their report on the City’s animal care services. Staff also recommend the City Council approve and authorize the Mayor to sign the New Master Agreement with OCAC for animal care services (Attachment 3).

FISCAL IMPACT:

The proposed New Master Agreement includes a five-year term that would automatically renew for an additional year unless the City provides termination notice 12-months in advance. The preliminary estimated cost for OCAC services is $674,552 for Fiscal Year 2026-27. The 2025-2027 Operating Budget includes sufficient funding to cover the costs of the recommended action.

ATTACHMENTS:

1. 2025-2032 Strategic Business Plan Excerpt SP#56

2. Baker Tilly – Animal Care Services Review

3. Master Agreement for Animal Care Services with OCAC
Initiated By: Sean McGovern, Deputy City Manager
Item: 12
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Submitted By: Sean McGovern, Deputy City Manager
Approved By: Debra Rose, City Manager
Item: 12
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ATTACHMENT 1
Item: 12
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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 efficiencies in accordance with the City’s transition to a “maintenance” community.

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

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

Lead Department: Management Services
Program: 311 Animal Regulation
Budget Impact: Staff Resources
Fund: General Fund
Estimated Completion: FY 25/26
City of Lake Forest | 2025-2027 Operating Budget Page 77 Item: 12
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ATTACHMENT 2
Item: 12
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City of Lake Forest
Animal Care Services Review
March 6, 2026
Item: 12
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Item: 12
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City of Lake Forest
Animal Care Services Review
Table of Contents
i
Table of Contents
Executive Summary .................................................................................................................................... 7 Overall Conclusions ............................................................................................................................ 7 Key Findings........................................................................................................................................ 7 Community Satisfaction .............................................................................................................. 7 Operational Observations ........................................................................................................... 7 Service Levels and Response Times.......................................................................................... 7 Costs and Financial Impact......................................................................................................... 7 Animal Intake and Outcomes ...................................................................................................... 8 Comparative Evaluation ...................................................................................................................... 8 Recommendation ................................................................................................................................ 8 Final Summary .................................................................................................................................... 8 Introduction ................................................................................................................................................. 9 Major Themes and Areas of Focus ..................................................................................................... 9 Organization of the Report .................................................................................................................. 9 Project Approach ......................................................................................................................................10 Project objectives and outcomes ......................................................................................................10 Key objectives ...........................................................................................................................10 Expected Outcomes..................................................................................................................10 Document and Data Review and Analysis................................................................................11 Site Visits to MVAS and OCAC ................................................................................................................12 Mission Viejo Animal Services (MVAS) – Observational Summary..................................................12 Orange County Animal Care (OCAC) – Observational Summary ....................................................12 Lake Forest Community Satisfaction......................................................................................................14 Survey Results for Animal Services ..................................................................................................14 Ask Lake Forest ................................................................................................................................17 Analysis of Current OCAC Contract and Services ................................................................................18 About OCAC......................................................................................................................................18 Services Offered to the City ..............................................................................................................18 OCAC Animal Services Committee...........................................................................................19 OCAC Services and Hours .......................................................................................................19 Shelter Occupancy and Outcomes ...........................................................................................20 Costs for Services .............................................................................................................................22 OCAC Billing Model ..................................................................................................................22 Lake Forest Costs for Services.................................................................................................22 Lake Forest Fees for Residents ................................................................................................25 Capital Costs Consideration......................................................................................................26 Item: 12
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City of Lake Forest
Animal Care Services Review
Table of Contents
ii
Current Contract Call Volume and Prioritization ...............................................................................26 Review of OCAC Response Times...........................................................................................28 OCAC Adoption Customer Survey....................................................................................................29 MVAS Proposed Services ........................................................................................................................30 About MVAS......................................................................................................................................30 Services.............................................................................................................................................30 Field Services Programs ...........................................................................................................30 Investigations ............................................................................................................................31 Services and Hours...................................................................................................................33 MVAS Shelter Occupancy and Outcomes ........................................................................................33 Proposed Cost of Services................................................................................................................36 Billing Model..............................................................................................................................36 Payment method .......................................................................................................................36 Start Up and Capital Service Costs ..........................................................................................36 Proposed Additional Staffing.....................................................................................................37 Mission Viejo’s Fees .................................................................................................................38 Mission Viejo Call Volume and Prioritization.....................................................................................39 Population and Geography .......................................................................................................41 Comparative Review of Animal Services................................................................................................42 Cost Comparison...............................................................................................................................42 Service Comparison ..........................................................................................................................44 Calls for Service ........................................................................................................................44 Response Times .......................................................................................................................46 Anticipated Shelter Needs.........................................................................................................46 Observations and Findings......................................................................................................................48 Satisfaction with Animal Services .....................................................................................................48 Animal Services.................................................................................................................................48 Unique Services Offered ...........................................................................................................49 Euthanasia ................................................................................................................................50 Costs for Services .............................................................................................................................51 License Fees .............................................................................................................................52 Adoption Fees ...........................................................................................................................53 Response Times .......................................................................................................................55 MVAS Staffing Requirement .....................................................................................................56 Conclusion and Recommendation..........................................................................................................57 Attachment A – OCAC 2026 Contract Renewals Flyer..........................................................................58 Attachment B – MVAS Five-Year Comparison.......................................................................................60 Attachment C – OCAC Committee Report..............................................................................................61 Attachment D – OCAC Statistics .............................................................................................................62 Item: 12
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City of Lake Forest
Animal Care Services Review
Table of Contents
iii
Attachment E – MVAS Annual Report 24/25...........................................................................................63 Attachment F – Sample MVAS Quarterly Statistics...............................................................................64 Item: 12
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City of Lake Forest
Animal Care Services Review
Table of Contents
iv
Tables
Table 1. OCAC Services and Hours of Operation.............................................................................20 Table 2. Four-Year History of OCAC Lake Forest Animal Intake ....................................................20 Table 3. Four-Year History of OCAC Lake Forest Domestic Animal Outcomes............................21 Table 4. Four-Year History of OCAC Lake Forest Domestic Animal Intake Condition.................21 Table 5. Lake Forest OCAC Daily Shelter Occupancy Trends ........................................................21 Table 6. Five-Year Lake Forest Expenses, Revenues and Net Costs for OCAC Services ...........24 Table 7. Lake Forest Licensing Fees Charged by OCAC.................................................................25 Table 8. OCAC Adoption Fees Charged to All Member Agencies ..................................................25 Table 9. Lake Forest Service Volume by OCAC................................................................................26 Table 10. OCAC Call Prioritization .......................................................................................................27 Table 11. OCAC Response Times to Lake Forest Calls for Service .................................................28 Table 12. OCAC Response Times by Priority to Lake Forest Calls for Service ..............................28 Table 13. OCAC Response Times for Lake Forest Priority 1 and Priority 2 Calls for Service.......29 Table 14. OCAC Adoption Customer Survey Results (2022 through 2025).....................................29 Table 15. MVAS Services and Hours of Operation.............................................................................33 Table 16. MVAS Domestic Animal Impounds by Agency Served .....................................................33 Table 17. MVAS Animal Outcomes by Agency Served ......................................................................34 Table 18. MVAS Proposed Start Up Cost and Proposed Service and Capital Costs......................37 Table 19. Proposed MVAS Additional Staffing Needs........................................................................37 Table 20. MVAS Licensing Fee Schedule ............................................................................................38 Table 21. MVAS License Transactions by Agency Served................................................................38 Table 22. MVAS Adoption Fee Schedule .............................................................................................39 Table 23. MVAS Animal Control Field Service Calls by Agency Served..........................................39 Table 24. MVAS Call Prioritization........................................................................................................40 Table 25. MVAS Response Times.........................................................................................................40 Table 26. MVAS Response Times by Priority......................................................................................41 Item: 12
2844
City of Lake Forest
Animal Care Services Review
Table of Contents
v
Table 27. MVAS Service Area Population and Square Miles.............................................................41 Table 28. Overview of Animal Services Contracts with MVAS..........................................................42 Table 29. Five-Year Population and Cost Comparison for MVAS Contracted Agencies................43 Table 30. Annual Percent Contract Cost Change ...............................................................................44 Table 31. Service Call Year-Over-Year Comparison...........................................................................45 Table 32. Year-Over-Year Comparison by Agency .............................................................................46 Table 33. OCAC and MVAS Response Time Comparison .................................................................46 Table 34. Comparison of Services by OCAC and MVAS....................................................................48 Table 35. Animal Intakes and Outcomes Comparison.......................................................................51 Table 36. Cost Comparison...................................................................................................................52 Table 37. Licensing Fee Comparison and Cost Difference ...............................................................52 Table 38. Adoption Fee Comparison and Cost Difference ................................................................53 Table 39. Bundled Adoption Fees Comparison and Cost Difference...............................................54 Figures
Figure 1. Importance of Police Services: Resident Survey...............................................................14 Figure 2. Importance of Police Services: Resident Survey by Study Year......................................15 Figure 3. Satisfaction With Police Services: Resident Survey .........................................................15 Figure 4. Satisfaction with Police Services: Resident Survey by Study Year.................................15 Figure 5. Service Needs: Resident Survey .........................................................................................16 Figure 6. Importance of Animal Services Survey Results (2016 to 2025)........................................17 Figure 7. Satisfaction with Animal Services (2016 to 2025) ..............................................................17 Figure 8. Five-Year OCAC Notice of Intent and Net Cost Comparison for Combined Services....23 Figure 9. Five-Year Lake Forest Net Costs for Combined Services.................................................23 Figure 10. Five-Year Lake Forest Total Expenses................................................................................24 Figure 11. Five-Year Lake Forest Annual Revenue Credits ................................................................24 Figure 12. Lake Forest OCAC Costs Per Capita...................................................................................42 Item: 12
2845
City of Lake Forest
Animal Care Services Review
Table of Contents
vi
Figure 13. Five-Year Average Cost Per Capita by City for OCAC and MVAS Services1...................43 Figure 14. Five-Year Animal Service Cost Trends (FY 2021 to FY 2025) ...........................................44 Figure 15. Five-Year Comparison of MVAS Service Calls to OCAC Lake Forest Service Calls......45 Figure 16. Five-Year Trend of Service Calls by Agency ......................................................................45 Item: 12
2846
City of Lake Forest
Animal Care Services Review
Executive Summary
7 Executive Summary
The City of Lake Forest engaged Baker Tilly to conduct an independent and comprehensive review of its animal care and control services in anticipation of the expiration of its long-standing contract with Orange County Animal Care (OCAC) in May 2026. The assessment compared OCAC’s current service delivery with the proposed alternative offered by Mission Viejo Animal Services (MVAS), examining cost, service levels, community satisfaction, operational capabilities, and long-term sustainability.

Overall Conclusions
• Lake Forest residents are highly satisfied with existing OCAC services. Surveys spanning a decade show consistent satisfaction (85.6–87%) and indicate that animal control services meet or exceed community expectations.
• Both OCAC and MVAS provide humane, professional, and comprehensive animal services, but they operate under different service models:
o OCAC is a large regional provider with 24/7 field services, broad infrastructure, audited transparency, and lower cost for services and per-adoption costs. o MVAS is a smaller, community-focused agency emphasizing enrichment, volunteerism, wildlife response innovation (e.g., drone program), and faster response times. • OCAC services are more cost effective for Lake Forest, with actual annual costs consistently lower than projected in the annual Notices of Intent.
• MVAS’s population-based cost model offers predictability but results in significantly higher projected costs for Lake Forest.

Key Findings
Community Satisfaction
• 88% of respondents report OCAC services meet or exceed their needs (2024 Lake Forest Community Satisfaction Survey).
• Animal control ranks lower in overall community priorities but remains a stable, reliable service area.

Operational Observations
OCAC is a high-capacity shelter with clean, organized facilities and positive volunteer engagement. It has strong sanitation, medical care, quarantine protocols, and customer service scores (83% to 91% would highly recommend). They operate in a transparent manner with public facing statistics on animal intakes and outcomes with a save rate of 83% (domestic dogs and cats) in 2025.

MVAS is a more intimate, enrichment-driven environment with heavy volunteer involvement. They offer advanced capabilities such as wildlife rehabilitation and drone-supported operations and provide a strong community orientation and pro-humane care model.

Service Levels and Response Times
• OCAC response times vary widely, with routine calls often taking substantially longer due to regional scale and prioritization protocols.
• MVAS has significantly faster response times across key categories such as strays, wildlife, and bite investigations.

Costs and Financial Impact
• OCAC’s FY 2024–25 net cost to Lake Forest was $573,445. The proposed net cost estimate for FY 2026-27 is $674,552.

Item: 12
2847
City of Lake Forest
Animal Care Services Review
Executive Summary
8 • MVAS proposes:
o $260,120 one-time startup for Lake Forest
o $1,045,507 to $1,155,955 annually in service and capital costs (FY 2026–27 to FY 2027- 28), which is roughly 54% to 71% higher than OCAC.
• Adoption and licensing fees are generally lower under OCAC, when considering its bundled adoption service fees.

Animal Intake and Outcomes
• OCAC (Lake Forest 2022–2025)
• 1,455 animals impounded and outcomes are consistent with a high-volume regional shelter. • Transparent euthanasia reporting with detailed online statistics. • MVAS (All agencies served 2020–2025)
• 4,819 animals impounded with strong live-release rates. • Euthanasia practices are consistent with humane standards; however, reporting is periodic rather than continuously published.

Comparative Evaluation
A high-level overview of the comparative evaluation of the two services providers is reflected below.

Category OCAC MVAS
Cost to Lake Forest Lower, actual costs under annual
estimates Higher, population-based billing
Response Times Longer, especially for routine calls Significantly faster Service Breadth Largescale, comprehensive Comprehensive plus specialized wildlife/drone programs
Community
Satisfaction High and stable High among existing contract cities Transparency Strong, audited public data Adequate, less publicly visible Facilities Large, regional, well-resourced Smaller, community-centric Recommendation
• Renew the OCAC contract (FY 2026-27 through FY 2030-31) – Baker Tilly concludes that OCAC continues to meet or exceed community needs at a lower cost with satisfactory service levels.

Should the City want to improve response times, the City should negotiate with OCAC for a dedicated field staffing and vehicle resources.
• If Lake Forest considers transitioning to MVAS:
o Confirm service capacity and drivetime impacts due to Lake Forest’s larger geography. o Reevaluate MVAS’s proposed 6.5 additional staff positions after the first contract year.

Final Summary
Lake Forest benefits from a long-standing, cost-effective partnership with OCAC that the community broadly supports. While MVAS offers impressive response times and innovative field and wildlife services, transitioning would significantly increase the City’s annual costs for services and residents will generally pay higher fees associated with animal licensing and adoptions. Both agencies are humane, professional, and aligned with best practices, but OCAC currently provides better overall value for Lake Forest.

Item: 12
2848
City of Lake Forest
Animal Care Services Review
Introduction
9 Introduction
The City of Lake Forest (City) engaged Baker Tilly to conduct a review and assessment of the City of Lake Forest’s animal care services. The City’s animal control and shelter services have been served by Orange County Animal Control (OCAC) since the City’s incorporation in 1991. The City’s current contract with OCAC began on May 31, 2016, and is set to expire on May 30, 2026. Hence, the City is interested in a neutral third party’s comparative analysis of the current animal services contract with OCAC with a comparative analysis of a new proposal for animal care services provided by Mission Viejo Animal Services (MVAS).

Major Themes and Areas of Focus
Our assessment included a review of background documents and data of animal care contracts, a tour of MVAS and OCAC facilities and discussions with staff of both agencies, a thorough review of contracts with both entities including services offered, basis of costs for services, response times, and enforcement protocols and the application of industry best practices. Additionally, the City shared the results of its longstanding biannual community surveys pertaining to animal control and sheltering services. These activities informed the following major themes and areas of focus:
• Site visits and tours of both facilities reflected positive, professional and caring staff and volunteers, clean and well-organized kennels and grounds, space for interactions between animals and humans, and a sense of pride in the services each provides. • Community satisfaction with the current OCAC animal services is consistently high, with a fivesurvey average of 84.7%, based on statistically valid data from Lake Forest’s biannual community surveys.
• Community members were asked in the 2024 Lake Forest biannual community survey to rate the level of importance of 34 public services; providing animal control services was identified in the bottom quartile as the 26th most important – for comparison, some of the services rated more important include addressing homelessness, enforcing zoning regulations, maintaining a low crime rate, providing recreational programs for families, and recycling services. • Analyzing the services provided by OCAC and proposed by MVAS with each having their own methodology for the cost of services to other agencies. • A review of the costs for community members to license and/or adopt a pet. • Consideration for transparency of the services provided especially around performing euthanasia when determined by medical need or for behavioral issues.

Organization of the Report
The remainder of this report is organized into the following major sections:
• Project Approach
• Site visits to Mission Viejo Animal Services and Orange County Animal Care • Lake Forest Community Satisfaction Survey Results for Animal Services • Analysis of Current Orange County Animal Care Contract and Services • Mission Viejo Animal Services Proposed Contract Services • Comparative Review of Animal Services
• Observations and Findings
• Conclusion and Recommendation
Item: 12
2849
City of Lake Forest
Animal Care Services Review
Project Approach
10 Project Approach
Baker Tilly and the City staff began the project with a kickoff meeting to discuss the project’s objectives and timeline. Baker Tilly requested information necessary to perform our analysis and inform the recommendations in this report through the activities summarized in this report. Additionally, the understanding of the range of animal services of OCAC and MVAS was informed from our review of content in the Guidelines for Standards of Care in Animal Shelters by the Association of Shelter Veterinarians and other reference materials. Lastly, insights were gleaned from notable communication between Baker Tilly and City staff, as well as staff from both OCAC and the City of Mission Viejo including staff from the MVAS department. Communication also occurred with the contracted MVAS cities of Aliso Viejo, Laguna Hills, Laguna Niguel, and Rancho Santa Margarita, as well as Orange County Sheriff Department deputies who serve these communities. All staff were helpful, transparent, and generous with their time and information sharing.

Project objectives and outcomes
Key objectives
• Conduct a neutral third-party review of Lake Forest animal services provided by OCAC and the proposal of potential services being provided by MVAS
• Perform a detailed review of the existing contract terms, conditions and financial structure • Evaluate current service levels, including response times, service coverage, overall effectiveness and satisfaction of services provided
• Prepare a comparative analysis of animal care and animal control services provided in other South Orange County cities, with attention to cost, performance metrics, satisfaction and best practices
Expected Outcomes
• Perform an independent analysis of the two service providers – OCAC and MVAS • Assist the City of Lake Forest with achieving its goals and improving the work of animal control and sheltering services in a way that benefits the community • Identify service aspects that are functioning well and challenge areas • Develop recommendations for optimal animal care and control services based on cost, capacity and service level quality
Reviewed background materials and current animal control and services contract with OCAC
Analyzed current contract terms, costs and service volumes Analyzed the animal services proposal by Mission Viejo Animal Services Compared animal service contracts of other South Orange County cities Toured the Mission Viejo Animal Services facility and spoke with staff Toured the Orange County Animal Care facility and spoke with staff Presented initial discovery to Lake Forest Public Safety Ad Hoc Committee Item: 12
2850
City of Lake Forest
Animal Care Services Review
Project Approach
11 Document and Data Review and Analysis
Baker Tilly’s review involved an examination of key documents, datasets, and background materials related to animal care and control services in the City of Lake Forest, including the City’s current service arrangements with OCAC and other relevant operational and financial records. The analysis is rooted in publicly available information and provides a factual foundation for subsequent observations and recommendations.

Most of our analysis includes a thorough review of the following source documents:
• Orange County Animal Care (OCAC) contract for Lake Forest (2016-2026) • OCAC quarterly invoices for Lake Forest Animal Control and Animal Services (Fiscal Year 2020-21 through Fiscal Year 2024-25)
• OCAC Notice of Intents for Lake Forest Animal Control and Animal Services (Fiscal Year 2020-21 through Fiscal Year 2024-25)
• True North Research, Inc., Community Satisfaction Survey Summary Report Prepared for the City of Lake Forest (2016, 2018, 2021, 2023, and 2025)
• Mission Viejo Animal Services (MVAS) contract for:
o City of Aliso Viejo (2023 through 2030)
o City of Laguna Hills (2024 through 2031)
o City of Laguna Niguel (2023 through 2030)
o City of Rancho Santa Margarita (2024 through 2031)
• Operating budgets and Annual Comprehensive Financial Reports (Fiscal Year 2020-21 through Fiscal Year 2024-25) for:
o City of Aliso Viejo
o City of Laguna Hills
o City of Laguna Niguel
o City of Lake Forest
o City of Mission Viejo
o City of Rancho Santa Margarita
• Analysis of OC Animal Care’s Lake Forest Data and Mission Viejo Animal Services DRAFT, prepared by MVAS and provided to the City of Lake Forest and Baker Tilly on January 29, 2026 • Guidelines for Standards of Care in Animal Shelters by the Association of Shelter Veterinarians • Other miscellaneous publicly available information
For tracking animal control and animal shelter data, OCAC and MVAS use a database known as Chameleon.1 The City of Lake Forest requested OCAC to transmit its animal care data to MVAS to export and analyze as they both use the Chameleon system. The results were included in the MVAS Animal Services Analysis of OC Animal Care’s Lake Forest Data and Mission Viejo Animal Services draft report.

Baker Tilly relied on this data as presented for purposes of our evaluation and to supplement our observations and recommendations. This data source is referenced when used throughout the report. 1 According to its website, Chameleon is an integrated shelter case management system to track activities such as shelter management, licensing, field operations, cashiering, and veterinary record-keeping.

Item: 12
2851
City of Lake Forest
Animal Care Services Review
Site Visits to MVAS and OCAC
12 Site Visits to MVAS and OCAC
Mission Viejo Animal Services (MVAS) – Observational Summary On January 29, 2026, the City Manager and Deputy City Manager of Lake Forest and three members of the Baker Tilly met with team members of Mission Viejo Animal Services Center, including the Director of Animal Services, the Manager of Animal Services, and members of the City of Mission Viejo’s Finance Department. The focus of the meeting was to have the City of Mission Viejo review a 189-page report prepared by MVAS entitled Animal Services Analysis: Analysis of OC Animal Care’s Lake Forest Data.

The information contained within this report included the OCAC Lake Forest data extracted by MVAS from the Chameleon database.

After the report was reviewed and questions asked, the City of Lake Forest City Manager and Assistant City Manager, as well as the City of Mission Viejo Finance Department staff, left the meeting to allow the Director and Manager of MVAS to provide Baker Tilly team members with a site visit and walking tour of the MVAS facility, most of which occurred prior to being opened to the public. Visiting musicians (i.e., a harpist and a guitarist/vocalist) played music for animals during the meeting as well as during the site visit and walking tour.

MVAS reflected a smaller‑scale, community‑oriented shelter with a strong emphasis on enrichment and individual animal attention. The facility appeared welcoming, clean, and well maintained, with a layout that supports close interaction between staff, volunteers, and animals. Dog kennels were observed to be orderly and calm, and staff highlighted regular cleaning and monitoring routines. Walking routes outside of the kennel were used by volunteers to exercise dogs of all sizes. There were few dogs available for adoption and most kennels were empty.

Cat areas were designed to allow for quiet interaction and socialization. There were few cats observed and available for adoption. Space for rabbits and other small animals was also observed, with attention to appropriate housing, cleanliness, and calm interaction. There were no rabbits or other small animals observed and available for adoption. Enrichment activities described by staff included toys, sensory stimulation, and varied human engagement, all intended to reduce stress and support adoptability. There is a small area set aside for wildlife rehabilitation with no animals observed.

Notable time was spent discussing mutual aid and emergency response. An emergency trailer was identified on the tour. Baker Tilly observed that animal control vehicles were well equipped and maintained to handle domestic and wildlife encounters.

Volunteer involvement was a visible and integral part of daily operations. Volunteers were observed walking dogs, playing music, and preparing to serve as greeters to the animal services center. Baker Tilly team members spoke with a volunteer with 20 years of experience at the center who affirmed a positive work environment and an enjoyment for making a difference. Qualitatively, the shelter environment and practices observed appeared consistent with key themes of the Association of Shelter Veterinarians’ Guidelines for Standards of Care in Animal Shelters, particularly in areas of enrichment, human‑animal interaction, sanitation, and behavioral well‑being. Although informal in nature, the observations suggested a pro‑humane approach that emphasizes quality of life, individualized attention, and community engagement as central components of animal care services at the Mission Viejo Animal Services facility.

During the tour and meeting, all dialogue was professional. The knowledge of both the Director and the Manager, as well as other staff encountered, was notable and their commitment to caring for animals was ever present.

All follow-up communication between Baker Tilly and MVAS was positive and responsive.

Orange County Animal Care (OCAC) – Observational Summary On February 26, 2026, one member of the Baker Tilly team visited the Orange County Animal Care (OCAC) facility and took a tour and met with the OCAC Director and Manager of Field Services. The site Item: 12
2852
City of Lake Forest
Animal Care Services Review
Site Visits to MVAS and OCAC
13 visit conveyed an operation that is professional, well-organized, and focused on animal welfare. The facility appeared clean, orderly, and appropriately designed to manage a large and diverse animal population consistent with its role as a regional municipal shelter.

During the tour, staff shared that they meet all applicable laws for humane shelter services including the Hayden Act. The Hayden Act is a California statute designed to improve the care of stray animals and strengthen adoption practices within public shelters. It was signed into law in 1998.

Kennel areas for dogs were well ventilated and structured to allow staff to observe animals easily while minimizing stress. Dogs appeared to have clean enclosures, access to fresh water, and regular opportunities for movement and interaction. Quarantine areas were noted. Dedicated outdoor exercise areas were observed, where volunteers and staff walked dogs and provided structured enrichment and play, supporting both physical health and behavioral well‑being.

Cat housing areas appeared calm and intentionally designed to reduce noise and stress, with separate spaces for healthy, adoptable cats and those requiring medical observation. Volunteers were observed spending time socializing cats through gentle handling, play, and enrichment activities. Quarantine areas were noted. Areas designated for rabbits and small animals were also noted, with appropriate housing, bedding, and volunteer engagement focused on gentle interaction and observation.

Throughout the tour, staff described daily routines for feeding, cleaning, enrichment, and medical checks, reinforcing the impression of consistent and attentive care. The Baker Tilly team member interacted with the lead veterinarian (of a team of four) and observed from appropriate distance intake and surgical areas. Both were clean, orderly and appropriately staffed. Dispatch areas and public counter areas were busy and very calm and orderly. The Baker Tilly team member observed a member of the public bringing in a stray cat; the interaction between staff, member of the public, and stray cat was very gentle, caring and professional.

Volunteers were present greeting members of the public, walking dogs, and playing with cats. The volunteer check-in area was observed and orderly. Instructions and places for volunteers to note interactions with animals were abundant, well placed and clear. Brief interactions with volunteers were positive and reflected an enjoyment of service.

The tour did not include observing field services (animal control) vehicles. The OCAC team described the vehicles, including their equipment and care of animals.

From a qualitative standpoint, several observations appeared aligned with principles outlined in the Association of Shelter Veterinarians’ Guidelines for Standards of Care in Animal Shelters, including attention to sanitation, separation of animal populations by health status, provision of enrichment, and opportunities for exercise and human interaction. While no formal assessment was conducted, the overall conditions observed suggested a facility that prioritizes humane treatment, disease prevention, and positive animal experiences within the context of a high‑volume municipal shelter.

Following the tour, Baker Tilly met with the OCAC Director and Manager of Field Services to discuss several questions, review opportunities to improve services (including response times) to the City of Lake Forest, cost of services, future capital improvements, and to request information. During the tour and meeting, all dialogue was professional, open and specific. The knowledge of both the Director and the Manager was extensive and their commitment to caring for animals was ever present.

All follow-up communication between Baker Tilly and OCAC was positive and responsive.

Item: 12
2853
City of Lake Forest
Animal Care Services Review
Lake Forest Community Satisfaction
14 Lake Forest Community Satisfaction
The City of Lake Forest has contracted with True North Research, Inc. (True North) to facilitate statistically valid community surveys on a biannual basis. According to its website, True North is a “fullservice survey research firm that provides statistically reliable information” and is “dedicated to serving government agencies.” True North conducted community surveys in 2016, 2018, 2021, 2023, and 2024 (dated January 2025 and is the most recent) and provided Lake Forest with summary reports of the survey results. These surveys cover all aspects of City provided services, including animal control, to obtain regular community input for the purposes of understanding community satisfaction, priorities, and concerns.

Survey Results for Animal Services
Baker Tilly reviewed these survey findings to gauge community feedback as it relates to the animal control services currently provided by OCAC. In the 2024 survey summary report, True North summarized the survey findings for services provided by the Police Department as:

Within the specific services section, survey respondents ranked the importance of providing animal control services as it relates to other police services. The results of the current survey show that 55% of respondents believe it is very or extremely important (Figure 1). The level of importance of providing animal control services has ranged between 54% to 63% with each survey conducted in 2018, 2021, 2023 and 2024 (Figure 2).

Figure 1. Importance of Police Services: Resident Survey Source: True North.

Among the services provided by the Police Department, residents rated maintaining a low crime rate as the most important service (94% extremely or very important), followed by investigating criminal activity (93%) and preparing for emergencies (90%). Residents were most satisfied with Department’s efforts to provide crossing guards near schools (95% very or somewhat satisfied), prepare for emergencies (91%), provide child safety programs (87%) and provide animal control services (87%).

Item: 12
2854
City of Lake Forest
Animal Care Services Review
Lake Forest Community Satisfaction
15 Figure 2. Importance of Police Services: Resident Survey by Study Year Source: True North.

The results of the current survey show that 87% of respondents are satisfied with the animal control services provided by the City (Figure 3). The level of satisfaction with the animal control services provided has remained steady with a range between 85.6% to 87% for the four survey years (2018, 2021, 2023, and 2024) as shown in Figure 4.

Figure 3. Satisfaction With Police Services: Resident Survey Source: True North.

Figure 4. Satisfaction with Police Services: Resident Survey by Study Year Source: True North.

True North conducted an analysis of respondents’ level of importance with the level of satisfaction of 34 City provided services, such as addressing homelessness, reducing traffic congestion, providing recreation programs for special needs children, maintaining low crime rates, and providing street Item: 12
2855
City of Lake Forest
Animal Care Services Review
Lake Forest Community Satisfaction
16 sweeping. Out of the 34 service options, animal control services ranked toward the bottom at number 26 as shown in Figure 5.

Figure 5. Service Needs: Resident Survey
Source: True North.

Based on True North’s statistically valid data, the graphs in Figures 6 and 7 illustrate that the Lake Forest community generally finds animal services to be an important City service (certainly not as important as 25 others) and are satisfied with the animal services provided by OCAC. When the new OCAC shelter opened in 2017, the level of satisfaction rose sharply from 78% in 2016 to 87% in 2018 and remained at ~86% over the last three survey years (Figure 7).

Item: 12
2856
City of Lake Forest
Animal Care Services Review
Lake Forest Community Satisfaction
17 Figure 6. Importance of Animal Services Survey Results (2016 to 2025) Figure 7. Satisfaction with Animal Services (2016 to 2025) Ask Lake Forest
In addition to the biannual survey, the City of Lake Forest launched a mobile app for community members to report an issue or ask a question in 2018. There are 17 City-related topics to select from, one of which is animal control. The Ask Lake Forest information shared with Baker Tilly was reflective of requests between January 2021 through January 2026. During this period, the City received 14,340 total requests with the most common categories being parking enforcement, street maintenance and code enforcement.

Of the total requests, 258 (1.8%) were related to animal control services during the five-year period. Thus, as with the community survey results, these relatively low ratings are reflective of the overall community needs, use and expectations of animal control services. 49% 53% 54%
62%
55%
0%
10%
20%
30%
40%
50%
60%
70%
2014 2016 2018 2020 2022 2024 2026
Item: 12
2857
City of Lake Forest
Animal Care Services Review
Analysis of Current OCAC Contract and Services
18 Analysis of Current OCAC Contract and Services
Baker Tilly evaluated the City’s current arrangement with OCAC with an eye toward the value of the services provided compared to the cost of services, the transparency of the services provided, and determining what is working well and where opportunities to increase effectiveness exist.

About OCAC
OCAC is a department within the operating structure of the County of Orange. Per the OCAC website, it promotes responsible pet ownership, health and safety of people and animals, and spay/neuter programs. It provides temporary shelter and medical care for “lost” owned or stray animals and opportunities for adoption of these animals. It provides field operations that include responding to calls for service, enforcement and investigations of local, state and federal laws, transporting and impounding injured or stray animals, issuing licenses, and, when needed, provides humane euthanasia for seriously injured or sick animals and for animals with severe behavioral problems.

In addition to serving the unincorporated areas of Orange County, OCAC provides services via contracts to the following 14 municipal agencies:
• City of Anaheim
• City of Brea
• City of Cypress
• City of Fountain Valley
• City of Fullerton
• City of Huntington Beach
• City of Lake Forest
• City of Orange
• City of Placentia
• City of Santa Ana (animal shelter services only)
• City of San Juan Capistrano
• City of Tustin
• City of Villa Park
• City of Yorba Linda
Services Offered to the City
Every year, the City of Lake Forest is provided with an annual estimate of the projected costs and services for the upcoming fiscal year. The OCAC 2026 Contract Renewals informational flyer is included as Attachment A to this report. When the City is interested in continuing to contract with OCAC, the Animal Care Notice of Intent is signed by the City and it states the service selection(s). OCAC offers seven categories of animal care services, which are defined in the OCAC contract as follows:

1. Animal Control Services – includes, but are not limited to, emergency response service; patrolling; impounding of stray animals and of owner-released animals; animal cruelty investigations; animal bite investigations; citation issuance; field release to owner and impound fee collection for impounded animals; quarantine activities including home checks of animals involved in bites; site inspections required to comply with vicious dog ordinances; emergency transportation of injured, impounded animals to a veterinarian; impounding of deceased animals for disposal; responses to requests for assistance from law enforcement and City officials regarding suspected criminal activities or zoning violations related to animals; advice to residents Item: 12
2858
City of Lake Forest
Animal Care Services Review
Analysis of Current OCAC Contract and Services
19 regarding wildlife management or other animal concerns, not to include wildlife eradication or relocation services; injured wildlife pick-up; animal license issuance and renewal, fee collection and payment services; customer support regarding animal licensing; animal license billing; and delinquent animal license follow-up; assistance to residents regarding potentially dangerous and/or vicious animals; impound data entry; and impound animal photography.

2. Animal Care Special Services – includes, but are not limited to animal license issuance and renewal; fee collection and payment services; customer support regarding animal licensing; animal license billing; delinquent animal license follow-up; animal field canvassing to locate and license unlicensed animals; inspection of animal-related businesses in City jurisdiction in response to complaints and in accordance with County established inspection schedules; and when applicable, issuance of animal permits for private homes.

3. Animal Care Shelter Services – includes, but are not limited to, retention of impounded animals at County’s Animal Care Shelter (Shelter), public display of animals to allow owner identification; contact of owners when animals are wearing identification; sale or release of impounded animals to residents; animal evaluation for adoption; reasonable effort toward animal placement; public education; volunteer services; rescue group coordination; euthanasia and disposal of animals that are neither redeemed nor adopted; veterinary services and spay/neuter surgeries consistent with standards established by the California Veterinary Medical Board; and necropsies on animals that die under suspicious circumstances or at the request of law enforcement.

4. Barking Dog Complaint Services – includes, but are not limited to, receipt of barking dog complaints from residents, customer assistance regarding barking dog complaints, issuance of citations, and administrative hearings in response to complaints received by County for barking dogs within jurisdiction of City.

5. Standard Licensing Services – includes, but are not limited to, animal license issuance and renewal, fee collection and payment services; customer support regarding animal licensing; animal license billing; and delinquent animal license follow-up.

6. City License Services – includes, but are not limited to, issuance of City animal licenses at the time of adoption or redemption by owners. City shall provide City licensing tags to County.

7. Animal Impound Services – includes, but are not limited to, data entry of impound information for each live or deceased animal from City, impound animal photography for each live animal, owner notification of impounded animal, and posting of animal photographs on County website.

County shall receive City animals at shelter at times arranged by County.

OCAC Animal Services Committee
A subcommittee of the Orange County City Managers Association (OCCMA) with members representing all cities participating in OCAC services facilitates communication between OCAC and the city managers and staff regarding OCAC financial and operational matters such as the following:
• The assessment of cost options for animal care services • Supplemental services or financial requests which result in a change to actual cost • Consideration of new or adjusted fees
• Other service details which may arise during the contract term OCAC Services and Hours
Baker Tilly researched OCAC’s services and hours of operation and presents the information in Table 1.

Item: 12
2859
City of Lake Forest
Animal Care Services Review
Analysis of Current OCAC Contract and Services
20 Table 1. OCAC Services and Hours of Operation
OCAC Services Days Open to
the Public Hours/Other
Field services on-duty (enforcement, investigations, locate lost animals, protect/transport injured wildlife,
7 days a week 24/7
Licensing in-person 7 days a week 8 am to 5 pm
Licensing by phone 7 days a week 8 am to 5 pm
Licensing online 7 days a week 24/7
Open to the public (viewing, adopting) 7 days a week 11 am to 5 pm Intake (owner relinquish aggressive, injured, sick, underage, stray) 7 days a week 8 am to 5 pm Redemption (owner picking up their pet) 7 days a week 8 am to 5 pm Holiday closures (major federal holidays) 12 days/year
Shelter Occupancy and Outcomes
Over the last four-year period, OCAC has taken in and sheltered a total of 1,455 domestic and wild animals from the city of Lake Forest as shown in Table 2.

Table 2. Four-Year History of OCAC Lake Forest Animal Intake Species/Category 2022 2023 2024 2025 Total
Birds 82 89 110 73 354
Cat 111 111 115 90 427
Deer 0 0 1 0 1
Dog 128 98 102 93 421
Fox 2 0 0 0 2
Lizard 1 5 0 0 6
Opossum 33 41 55 29 158
Raccoon 2 5 1 4 12
Skunk 3 2 1 2 8
Squirrel 17 17 20 12 66
TOTAL 379 370 408 325 1,455
Source: MVAS Animal Services Analysis of OC Animal Care’s Lake Forest Data and Mission Viejo Animal Services draft report.

The outcomes of the domestic (cats/dogs) animals over the same four-year period are shown in Table 3.

This includes the number of animals adopted, returned to owners, transferred to other partners (shelters, recuses), placed in foster care, and those due to extreme conditions that were euthanized. Table 4 reflects the animal’s condition upon intake as either normal, injured or sick.

Item: 12
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City of Lake Forest
Animal Care Services Review
Analysis of Current OCAC Contract and Services
21 Table 3. Four-Year History of OCAC Lake Forest Domestic Animal Outcomes Species Outcome 2022 2023 2024 2025 Total
Cats
Adoption 48 40 49 45 182
Died 1 2 3 0 6
Euthanasia 5 25 18 12 60
Foster 31 26 26 14 97
Return to owner 9 3 3 9 24
Transfer 8 9 9 2 28
Live release rate1 94.12% 74.29% 80.56% 85.37% 83.38%
Dogs
Adoption 44 41 39 38 162
Died 0 0 1 1 2
Euthanasia 1 9 5 5 20
Foster 0 1 8 9 18
Return to owner 56 31 30 25 142
Transfer 3 3 5 2 13
Live release rate1 99.04% 89.41% 93.18% 92.50% 93.84%
Source: MVAS Animal Services Analysis of OC Animal Care’s Lake Forest Data and Mission Viejo Animal Services draft report. 1 Live release rates as reported to Lake Forest by OCAC.

Table 4. Four-Year History of OCAC Lake Forest Domestic Animal Intake Condition Species Condition 2022 2023 2024 2025 Total
Cats
Injured 6 6 8 9 29
Normal 99 94 89 66 348
Sick 6 11 18 15 50
Dogs
Injured 1 3 1 3 8
Normal 126 94 99 86 405
Sick 1 1 2 4 8
Source: MVAS Animal Services Analysis of OC Animal Care’s Lake Forest Data and Mission Viejo Animal Services draft report.

The daily occupancy over the last four years of Lake Forest domestic animals (dogs/cats) from entering the OCAC system to leaving is shown in Table 5.

Table 5. Lake Forest OCAC Daily Shelter Occupancy Trends Measurement Dogs Cats
Average per day ~5.3 ~3.6
Median per day 5 3
Item: 12
2861
City of Lake Forest
Animal Care Services Review
Analysis of Current OCAC Contract and Services
22 Measurement Dogs Cats
75th percentile ~7 ~5
95th percentile ~10 ~10
Peak daily occupancy 17 18
Source: MVAS Animal Services Analysis of OC Animal Care’s Lake Forest Data and Mission Viejo Animal Services draft report.

Costs for Services
Baker Tilly reviewed the OCAC contract payment terms, which are for the member agencies to pay the net cost of providing the services selected in the Notice of Intent. Each agency contracting with OCAC may elect to use the County adopted licensing fees or charge their adopted licensing fees. All member agencies are required to use the County’s adoption fees. OCAC uses the licensing fees as adopted by the City of Lake Forest. The revenue collected by OCAC is credited to the specific member agency’s actual cost of services. OCAC bills for the actual cost of services on a quarterly basis, 30 days from the end of the quarter. The language within the Notice of Intent reads as:

OCAC Billing Model
OCAC charges each member agency based on the actual services provided and credits the revenue collected to each member agency. Annually, OCAC provides a Notice of Intent memo to each member agency to document the confirmation of the contact services and provide the estimated upcoming annual budget. The Notice of Intent memo includes an explanation of the anticipated budget for the next fiscal year, the cost allocation methodology, and explanations for any cost changes from the previous fiscal year. OCAC bills separately for animal control services and animal shelter services. As such, the amount paid by each member agency to OCAC costs is offset by the respective revenue collected for the same services. Thus, the net cost of services is the actual cost of the services provided.

Lake Forest Costs for Services
Baker Tilly reviewed the annual Notices of Intents for Lake Forest provided by OCAC for the estimated cost of services and compared those estimates to the actual net costs reflected on the quarterly OCAC invoices for fiscal years 2020-21 to 2024-25 as shown in Figure 8. For all service years, the actual net cost to Lake Forest was below the estimated cost of services in the Notice of Intent for both animal control and animal shelter services. The net cost estimate for providing services to Lake Forest for FY 2025-26 was projected at $621,944 as stated in the annual Notice of Intent.

Each Fiscal Year, County shall provide to City written, quarterly reports of Animal Care Services revenue and expenses for each period. Each Fiscal Year, County shall provide the following Animal Care Services reports to City by July 30:

1. A payment methodology report for Animal Care Services to be provided by County during the next Fiscal Year and

2. A Fiscal Year intake and outcome report.

No less than once every three years, County shall engage an external auditor to review City billing.

Item: 12
2862
City of Lake Forest
Animal Care Services Review
Analysis of Current OCAC Contract and Services
23 Figure 8. Five-Year OCAC Notice of Intent and Net Cost Comparison for Combined Services Figure 9 reflects the total fiscal year net costs for the OCAC combined services – animal control and animal shelter. This is the total cost to Lake Forest after OCAC credits the revenue received.

Figure 9. Five-Year Lake Forest Net Costs for Combined Services Figure 10 shows the five-year total expenses from the provided OCAC invoices for animal control and animal shelter services. These are the total expenses before revenue credits are applied. The net cost for each fiscal year is reflected at the bottom of the graph. $688,836
$553,365
$661,585 $722,549 $747,609
$415,069
$525,201
$614,167
$506,735
$573,445
$0
$100,000
$200,000
$300,000
$400,000
$500,000
$600,000
$700,000
$800,000
2020-21 2021-22 2022-23 2023-24 2024-25
NOI Actual Cost
$415,069
$525,201
$614,167
$506,735
$573,445
$-
$100,000
$200,000
$300,000
$400,000
$500,000
$600,000
$700,000
FY 2021 FY 2022 FY 2023 FY 2024 FY 2025
Net Cost
Item: 12
2863
City of Lake Forest
Animal Care Services Review
Analysis of Current OCAC Contract and Services
24 Figure 10. Five-Year Lake Forest Total Expenses
Figure 11 shows the five-year total revenue received from the provided OCAC invoices for animal control and animal shelter services. These are the total revenues received and credited to Lake Forest. The net cost for each fiscal year is reflected at the bottom of the graph.

Figure 11. Five-Year Lake Forest Annual Revenue Credits Table 6 shows the last five fiscal years total Lake Forest expenses for OCAC provided services, the revenue received and credited to Lake Forest, and the net cost paid by Lake Forest to OCAC.

Table 6. Five-Year Lake Forest Expenses, Revenues and Net Costs for OCAC Services Fiscal Year Expenses Charged Revenue Credited Net Cost
FY 2020-21 $729,527 $350,330 $415,069
FY 2021-22 $817,670 $328,062 $525,201
FY 2022-23 $900,735 $329,216 $614,167
$626,800 $622,943 $652,287 $644,823 $626,823
$102,727
$194,727
$248,448
$146,763
$229,780
$-
$100,000
$200,000
$300,000
$400,000
$500,000
$600,000
$700,000
FY 2021
$415,069
FY 2022
$525,201
FY 2023
$614,167
FY 2024
$506,735
FY 2025
$573,445
Animal Control Animal Shelter
$314,458 $292,469 $286,568 $284,851 $283,158
$35,872 $35,593 $42,648 $26,784 $33,510
$-
$50,000
$100,000
$150,000
$200,000
$250,000
$300,000
$350,000
FY 2021
$415,069
FY 2022
$525,201
FY 2023
$614,167
FY 2024
$506,735
FY 2025
$573,445
Animal Control Animal Shelter
Net Cost
Net Cost
Item: 12
2864
City of Lake Forest
Animal Care Services Review
Analysis of Current OCAC Contract and Services
25 Fiscal Year Expenses Charged Revenue Credited Net Cost FY 2023-24 $791,586 $301,635 $506,735
FY 2024-25 $856,603 $316,668 $573,445
Lake Forest Fees for Residents
OCAC uses the service fees as determined by the City of Lake Forest except for adoption fees, which are established by OCAC and charged to all member agencies. Thus, Lake Forest’s master schedule of fees is charged and collected by OCAC for the licensing services provided to Lake Forest residents. The City of Lake Forest license fees are shown in Table 7.

Table 7. Lake Forest Licensing Fees Charged by OCAC
Lake Forest Licensing Fee Schedule Charged by OCAC Months Cost License – Dog, unsterilized 12 $159
License – Dog, sterilized 12 $20
License – Dog, puppy 4 to 6 months of age 12 $20
License – Dog, unsterilized (senior owner 60+) 12 $159
License – Dog, sterilized (senior owner 60+) 12 $10
Late fee - per dog - $20
Collections Fee (This fee is assessed when a customer's past due license is sent to collections. This fee cannot be waived.) - $58 Non-compliance (This fee is assessed when an Animal Control Officer cites a customer for non-compliance of licensing after an account is sent to collections.)
- $112
License – Cat, unsterilized 12 $9
License – Cat, sterilized 12 $9
Replacement Tag - $9
Transfer Fee - $9
OCAC adoption fees as shown in Table 8 are applied to all member agencies and the fees collected are credited to the applicant’s city of record.

Table 8. OCAC Adoption Fees Charged to All Member Agencies Adoption Type Description Cost
Puppies and Dogs Puppies up to 6 months of age $225
Dogs 7 months of age and older - Days 1-5 $200
Dogs 7 months of age and older - Days 6+ $150
Senior Dog (5+ years) or for senior citizen (age 60+) $100 Item: 12
2865
City of Lake Forest
Animal Care Services Review
Analysis of Current OCAC Contract and Services
26 Adoption Type Description Cost
Dog of any age for active or veteran US military $100
Kittens and Cats Kittens up to 4 months of age - Days 1-5 $175 Kittens up to 4 months of age - Days 6+ $125
Cats 5 months of age and older $125
Senior Cat (5+ years) or for senior citizen (age 60+) $100 Cat of any age for active or veteran US military $100
Rabbits With spay/neuter $90
Without spay/neuter $50
Other Animals Exotic animals including parrots and reptiles $50 Goats, pigs, sheep $50
Other animals including non-exotic birds and reptiles $20 Small mammals including rats, mice, hamsters, etc. $15
Capital Costs Consideration
The City of Lake Forest recently completed the payments to OCAC for the capital investment of $611,228 for the new OCAC shelter, which opened in 2018. The 10-year OCAC capital improvement budget includes de minimus costs for regular maintenance and repair of the existing shelter facilities.

Current Contract Call Volume and Prioritization
OCAC provided a breakdown of the services provided to Lake Forest for FY 2023-24, FY 2024-25 and for the last 12-month period, as shown in Table 9. The data received shows an overall decrease in services provided in the last two full fiscal years with increases in agency assistance, cruelty, dead animals, rescues, and wild animal cases.

Table 9. Lake Forest Service Volume by OCAC
Service Type FY
2023-24
FY
2024-25
Percent
Change FY
2023-24 to FY
2024-25
Last 12
Months
Percent
Change Last
12 months to
FY 2024-25
Agency assistance (sheriff, fire) 26 54 108% 71 31%
Compliance check (businesses) - 5 n/a - -100%
Cruelty (abuse, neglect) 99 131 32% 120 -8%
Dead animal (side of road) 295 318 8% 271 -15%
Extra service - 1 n/a 1 -
Investigation (bite, aggressive) 491 334 -32% 360 8%
Other - - - - -
Owner surrender 7 4 -43% 4 -
Item: 12
2866
City of Lake Forest
Animal Care Services Review
Analysis of Current OCAC Contract and Services
27 Service Type FY
2023-24
FY
2024-25
Percent
Change FY
2023-24 to FY
2024-25
Last 12
Months
Percent
Change Last
12 months to
FY 2024-25
Rescue (stuck in tree/storm drain) 8 18 125% 15 -17%
Return to owner - - - - -
Stray 227 183 -19% 214 17%
Vicious 73 64 -12% 55 -14%
Wild (wildlife) 15 35 133% 30 -14%
Yard check - - - - -
Business license actions 85 85 - 71 -16%
Barking dog 105 91 -13% 84 -8%
TOTAL 1,431 1,323 -8% 1,512 -2%
Source: OCAC.

OCAC prioritizes its calls for services as shown in Table 10.

Table 10. OCAC Call Prioritization
Priority Examples
1 - Emergencies
Biting/aggressive animal at-large/dog attack, wild animal issue Suspected animals with rabies
Dangerous wildlife animals at large
Animals on freeway or roadway
Response to a disaster or emergency; fire or evacuations Emergency assistance - other agency
OC Sheriff Department, OC Fire Authority, other agencies Stray animals
Owner arrests
Investigations
2 - Urgent
Injured or sick or orphaned animals
Urgent animal welfare checks
• Animal neglect cases
• Animals left in vehicles
• Abandoned animals
Stray dogs not left on freeways or roadways
Animal rescues
• Storm drains
• Stuck in trees
• Canyon or ravine rescues
Assisting other agencies; Vector Control, power, gas and water companies Wild animal crimes
Item: 12
2867
City of Lake Forest
Animal Care Services Review
Analysis of Current OCAC Contract and Services
28 Priority Examples
• Possession of restricted or illegal species
• Illegalling trapping or harassing wildlife
3 - Routine/
Non-Urgent
Assisting the public with capturing a lost pet
Animal bite investigations and quarantines (non-urgent) Owner requested deceased pet pick-ups
Stray domestic animals (non-urgent)
Dog vs dog incidents (non-urgent)
Welfare checks; too many animals, living conditions
Review of OCAC Response Times
OCAC uses the software database Chameleon to track its calls for services and response times. Due to this, the raw data for Lake Forest was extracted and provided by Mission Viejo Animal Services (MVAS), who use the same software. The data shown in Table 11 for response times and Table 12 for response times by priority includes field activities, animal intake/kenneling, and pet licensing data covering the period of January 1, 2022, through October 31, 2025.

The large differences shown in the response timetables, particularly between the average, median, and maximum response times, are best understood as a reflection of both how calls are categorized and how response times are recorded in the Chameleon system, rather than being a direct measure of field performance alone.

Table 11. OCAC Response Times to Lake Forest Calls for Service Type
Average
Minutes
Ave
Hours
Ave
Days
Median
Minutes
Med
Hours
Med
Days
Max
Minutes
Max
Hours
Max
Days Count
Assist 78.6 1.3 0.1 52.00 0.87 0.04 666 11.10 0.46 120
Stray 2,795.3 46.6 1.9 69.5 1.16 0.05 210,194 3,503.23 145.97 514 Dead 631.1 10.5 0.4 328.5 5.48 0.23 14,296 238.27 9.93 1,096 Wildlife 64.3 1.1 0.0 48 0.80 0.03 1,522 25.37 1.06 823 Bite 2,102.8 35.0 1.5 1,016.5 16.94 0.71 53,033 883.88 36.83 434 Source: MVAS Animal Services Analysis of OC Animal Care’s Lake Forest Data and Mission Viejo Animal Services draft report.

Table 12. OCAC Response Times by Priority to Lake Forest Calls for Service Type
Average
Minutes
Ave
Hours
Ave
Days
Median
Minutes
Med
Hours
Med
Days
Max
Minutes
Max
Hours
Max
Days Count
Emergency
-Human 52.0 0.9 0.0 41.00 0.68 0.03 277 4.62 0.19 64
Emergency
-Animal 72.1 1.2 0.1 47 0.78 0.03 8467 141.12 5.88 1,293 Routine 3,190.7 53.2 2.2 313.5 5.23 0.22 21,0194 3,503.23 145.97 928 Dead 665.0 11.1 0.5 346 5.77 0.24 14296 238.27 9.93 1,019 Source: MVAS Animal Services Analysis of OC Animal Care’s Lake Forest Data and Mission Viejo Animal Services draft report.

OCAC provided its Lake Forest response times for priority 1 and priority 2 calls for service via email to the Baker Tilly team. Table 13 shows the activity type and response times in minutes for 60 calls received during Fiscal Year 2024-25.

Item: 12
2868
City of Lake Forest
Animal Care Services Review
Analysis of Current OCAC Contract and Services
29 Table 13. OCAC Response Times for Lake Forest Priority 1 and Priority 2 Calls for Service Type
Number
of Calls
Shortest
Response Time
Longest Response
Time
Average
Response Time
Assist Police 1 13 minutes 13 minutes 13 minutes
Investigate-Bite 22 15 minutes 88 minutes 38 minutes
Stray 11 17 minutes 38 minutes 27 minutes
Wildlife 26 10 minutes 46 minutes 28 minutes
Total 60 - - 31 minutes
Source: OCAC.

OCAC Adoption Customer Survey
OCAC uses SurveyMonkey to obtain feedback from customers who adopt animals from the shelter. The cumulative survey results for the last four years were sent to the Baker Tilly team by OCAC staff. The survey results are reflected in Table 14 and are not specific to Lake Forest as the results represent all respondents to the adoption surveys.

Table 14. OCAC Adoption Customer Survey Results (2022 through 2025) Survey Question 2022 2023 2024 2025
Greeted in a friendly manner (yes) 98% 99% 99% 99%
Taken to see pet within 15 minutes (yes) 90% 94% 95% 96% How informative staff were (very
informative) 90% 90% 92% 92%
How likely are you to recommend OCAC
(rating of 9 to10) 83% 88% 88% 91%
While the OCAC survey is not statistically verified, the four years of survey data show consistently high and steadily improving customer experience indicators. Friendly greetings have remained exceptional, staff communication quality is strong and stable, and overall satisfaction indicated strengthened trust and positive customer perception over time.

Item: 12
2869
City of Lake Forest
Animal Care Services Review
MVAS Proposed Services
30 MVAS Proposed Services
Baker Tilly evaluated the draft MVAS proposal for services that Lake Forest received from MVAS to review the options and provide comparisons to the current OCAC service agreement.

About MVAS
The City of Mission Viejo established the Animal Services Department in 1992, which operates as an enterprise fund and is currently serving several South Orange County cities through service agreements.

The MVAS shelter is located approximately nine miles from the center of Lake Forest. MVAS currently provides animal control and animal sheltering services to the following agencies:
• City of Aliso Viejo
• City of Laguna Hills
• City of Laguna Niguel
• City of Mission Viejo
• City of Rancho Santa Margarita
MVAS describes itself as:

Services
MVAS provides the same level of services to all contracted agencies as described below.

Field Services Programs

1. Patrol and Response
Response to service calls 7:00 a.m. to 9:30 p.m., with 24-hour emergency response.

Target response times:

Emergencies: ~45 minutes
Routine service calls: ~2 hours
Deceased animal removal: ~2 hours (domestic) / ~4 hours (wildlife)

2. Assistance to Sheriff and Fire
Detainees or arrestees with animals
Deceased people with animals on scene
Warrant searches involving animals
Animals displaced by fires or medical emergencies

3. Domestic Animal Response
Stray dogs and domestic animals at large
Animals temporarily in custody of residents
Lost pet reunification in the field
Initial animal bite investigations and quarantines
Initial animal attack investigations (dog-on-dog incidents) Nuisance barking dog complaints through a simplified administrative process Animal rescues
Investigation of reported violations, including:

Leash law and containment issues
Defecation complaints
…one of California’s most trusted providers of humane law enforcement, animal sheltering, wildlife response, and public education. The agency is widely recognized for its exceptional live-release rates, low euthanasia levels, efficient field operations, and steadfast commitment to compassionate, responsible animal care – supported in part by the nonprofit Dedicated Animal Welfare Group (DAWG).

Item: 12
2870
City of Lake Forest
Animal Care Services Review
MVAS Proposed Services
31 Excessive animals
Animal welfare concerns
Habitual stray or aggression issues

4. Wildlife Response and Management
Response to sick, injured, or orphaned wildlife
Snake removal and relocation
Wildlife education and conflict mitigation through the department's Coyote Management Plan Investigation of wildlife feeding violations
Mountain lion response in coordination with state biologists and fish and wildlife Wildlife sighting and tracking through an online reporting tool Wildlife patrols and advanced hazing in high-conflict areas

5. Proactive & Complaint-Based Patrols
Patrols conducted at city or resident request for leash enforcement in parks, trails, and neighborhoods
Tiered patrol model:

Non-Priority Patrols: Conducted during downtime or when officers are nearby Priority Patrols: Scheduled patrols conducted as routine service calls for defined periods Zero-Tolerance Patrols: Targeted enforcement initiated after incidents or at city discretion

6. Deceased Animal Removal
Owner-requested deceased pet removal (fee-based), including communal or private cremation
Removal of deceased stray domestic animals and wildlife from public or private property No animals are sent to rendering facilities
Deceased deer provided for mountain lion research
Deceased coyotes provided for wildlife research

7. Dispatch Call Center
Operates 8:00 a.m. to 8:00 p.m. with a live dispatcher.

After-hours emergencies routed through Sheriff communications to on-call officers Nationally certified animal services dispatchers
Live call handling with no long hold times
Officer and call mapping
800 MHz radio communications integrated with Sheriff dispatch Investigations

8. Criminal Investigations
Dedicated Animal Control Investigations Unit with advanced training Investigation of animal cruelty, abuse, and serious welfare cases Direct case filing with the District Attorney’s Vertical Animal Crimes Unit Regional task force participation with local, state, and federal partners Enforcement of restitution and animal-related probation compliance

9. Civil and Administrative Investigations
Potentially dangerous and vicious dog investigations and declarations Administrative and judicial appeals handled through resolution Six-month compliance checks and annual permit renewals for declared dogs Formal nuisance investigations, including barking dog complaints Investigations of repeated or habitual violations using education and enforcement

10. Commercial and Residential Enforcement
Dedicated Commercial and Residential Inspector
Routine and complaint-based inspections for animal-related businesses Business permitting for:

Boarding facilities, daycare, groomers, mobile groomers Pet stores, stables, animal-related events
Residential permitting and enforcement for:

Additional animal permits
Exotic or unusual animals
Item: 12
2871
City of Lake Forest
Animal Care Services Review
MVAS Proposed Services
32 Unlicensed residential boarding

11. Administrative Enforcement
Graduated enforcement model promoting compliance and proportional outcomes Tools include:

Documented warnings
Administrative citations based on evidence
Civil requests for charges
Notices to Appear
Volunteer Administrative Hearing Officer Program ensures due process from local resident

12. Wildlife Officer
Specialized officer trained in wildlife ecology, trapping, and conflict mitigation Implementation of a tiered Coyote Management Plan
Wildlife investigations and enforcement
Public education for communities and HOAs
Coordination with wildlife rehabilitation partners and research institutions Collaboration with state wildlife agencies

13. Field Services Volunteers (HOWL Program)
Trained volunteer corps completing a 20-hour academy
Public ambassador patrols on parks and trails
Wildlife transport to rehabilitation facilities
Community education presentations
Wildlife canvassing, patrols, and incident support

14. Reserve Animal Control Officer Program
Entry-level reserve officers handling lower-risk calls
Shadowing and training alongside experienced officers
Creates a recruitment pipeline and auxiliary staffing for emergencies

15. Emergency Response and Disaster Operations
Extensive experience in disaster response, evacuations, and recovery Local, statewide, and national mutual aid deployments
Integration with statewide animal incident management
Ongoing coordination with national emergency response partners Development of a volunteer-based Animal CERT program
Awarded grant funding for emergency response equipment and coordination

16. UAS (Drone) Operations
Thermal imaging drone capability supporting field operations FAA-licensed remote pilots
Used for:

Lost pet searches and reunification
Wildlife tracking
Locating injured animals
Enhances response effectiveness without increasing staffing costs

17. Animal Care Programs
Local, accessible municipal shelter
Open intake model encouraging residents to utilize services High live-release outcomes and nationally recognized lifesaving performance Mission For Home Program, bringing more adoptable pets from high-intake shelters to residents
Robust foster network for neonatal, medical, and behavioral cases Rescue coordination to manage capacity
Veterinary care through a hybrid contract and in-house clinical model Pre-adoption pet training programs
Large volunteer base supporting daily care and enrichment Municipal wildlife rehabilitation program operated under state and federal permits

18. Customer Relations & Community Engagement
Resident-focused customer service model
Item: 12
2872
City of Lake Forest
Animal Care Services Review
MVAS Proposed Services
33 Streamlined pet licensing with online renewals and reminders Public education programs, events, and outreach
Volunteers support customer relations with front-desk and adoption services Strong nonprofit partnership supporting lifesaving and enrichment programs Services and Hours
MVAS services and hours of operation are reflected in Table 15.

Table 15. MVAS Services and Hours of Operation
Service (7 Days/Week) Days Available Times
Field services on duty (enforcement, investigations, locate lost animals, protect/transport injured wildlife) 7 days a week 7 a.m. to 9:30 p.m.

Dispatch center (after hours calls are routed through OC Sheriff dispatch who then contacts the MVAS on-call animal control officer)
7 days a week 8 a.m. to 8 p.m.

Licensing in-person 7 days a week 12 p.m. to 4 p.m.

Licensing by phone 7 days a week 8 a.m. to 5 p.m.

Open to the public (viewing, adopting) 7 days a week 12 p.m. to 4 p.m.

Intake Walk In (owner relinquish aggressive, injured, sick, underage, stray) for walk-ins 7 days a week 12 p.m. to 4 p.m.

Intake appointment (owner relinquish aggressive, injured, sick, underage, stray) 7 days a week 8 a.m. to 5 p.m.

Holiday closures 12 days/year
MVAS Shelter Occupancy and Outcomes
Over the last five-year period, MVAS has taken in and sheltered a total of 4,819 domestic and wild animals from all agencies served, including Mission Viejo, as shown in Table 16. This information was provided by MVAS via email to the Baker Tilly team.

Table 16. MVAS Domestic Animal Impounds by Agency Served Agency Animal FY
2020-21
FY
2021-22
FY
2022-23
FY
2023-24
FY
2024-25 Total
Aliso Viejo
Bird 2 6 2 3 5 18
Cat 16 23 41 47 43 170
Dog 33 58 37 70 55 253
Other 18 18 20 7 13 76
Total 69 105 100 127 116 517
Laguna Hills
Bird 17 1 4 2 4 28
Cat 59 96 47 112 53 367
Dog 58 65 59 72 91 345
Other 4 20 25 12 10 71
Total 138 182 135 198 158 811
Item: 12
2873
City of Lake Forest
Animal Care Services Review
MVAS Proposed Services
34 Agency Animal FY
2020-21
FY
2021-22
FY
2022-23
FY
2023-24
FY
2024-25 Total
Laguna Niguel
Bird 5 46 8 13 7 79
Cat 60 50 48 63 89 310
Dog 53 63 83 95 75 369
Other 6 21 13 20 13 73
Total 124 180 152 191 184 831
Mission Viejo
Bird 8 11 3 21 5 48
Cat 134 194 147 202 186 863
Dog 127 202 226 210 201 966
Other 46 47 64 43 76 276
Total 315 454 440 476 468 2,153
Rancho Santa
Margarita
Bird 1 2 4 2 3 12
Cat 29 46 61 28 37 201
Dog 26 36 61 50 56 229
Other 10 11 18 10 16 65
Total 66 95 144 90 112 507
Intake Total 619 712 1,016 971 1,082 1,038 4,819
Over the same five-year period, MVAS recorded the adoption and return to owner (RTO) rates for a total of 3,980 animals for all agencies served, including Mission Viejo, as shown in Table 17. This information was provided by MVAS via email to the Baker Tilly team. There was no information provided on the outcomes of the other 839 animals taken in by MVAS. A review of the MVAS website did provide any other outcomes or statistics such as animals that died, were euthanasia, sent to a rescue facility, or transferred to another shelter. The live release rates are also not found on the MVAS website.

Table 17. MVAS Animal Outcomes by Agency Served
Agency Animal Outcome1 FY
2020-21
FY
2021-22
FY
2022-23
FY
2023-24
FY
2024-25 Total
Aliso
Viejo
Bird Adoption 2 2 1 0 2 7
RTO 0 0 0 1 0 1
Cat Adoption 10 19 29 38 34 130
RTO 4 3 5 7 5 24
Dog Adoption 9 21 9 29 20 88
RTO 23 30 21 36 27 137
Other Adoption 13 12 13 3 6 47
RTO 0 1 0 1 0 2
Total 61 88 78 115 94 436
Laguna
Hills
Bird Adoption 2 1 1 0 0 4
RTO 1 0 1 1 1 4
Cat Adoption 36 69 39 83 37 264
RTO 8 10 4 21 6 49
Item: 12
2874
City of Lake Forest
Animal Care Services Review
MVAS Proposed Services
35 Agency Animal Outcome1 FY
2020-21
FY
2021-22
FY
2022-23
FY
2023-24
FY
2024-25 Total
Dog Adoption 11 25 14 27 35 112
RTO 39 39 39 34 47 198
Other Adoption 2 4 14 3 3 26
RTO 1 1 6 1 1 10
Total 100 149 118 170 130 667
Laguna
Niguel
Bird Adoption 1 29 3 1 0 34
RTO 1 8 0 1 0 10
Cat Adoption 49 39 34 47 68 237
RTO 7 4 8 12 15 46
Dog Adoption 9 18 21 23 23 94
RTO 35 40 59 61 50 245
Other Adoption 3 13 7 9 1 33
RTO 1 0 1 4 1 7
Total 106 151 133 158 158 706
Mission
Viejo
Bird Adoption 3 2 2 2 1 10
RTO 1 0 0 0 1 2
Cat Adoption 95 160 97 135 142 629
RTO 24 19 18 41 21 123
Dog Adoption 30 53 79 80 68 310
RTO 85 131 121 119 122 578
Other Adoption 14 20 31 10 18 93
RTO 8 2 2 2 8 22
Total 260 387 350 389 381 1,767
Rancho
Santa
Margarita
Bird Adoption 1 0 0 1 1 3
RTO 0 0 1 0 1 2
Cat Adoption 25 33 50 23 24 155
RTO 0 5 4 1 8 18
Dog Adoption 5 11 19 14 21 70
RTO 17 22 35 28 24 126
Other Adoption 3 2 12 2 9 28
RTO 1 0 0 1 0 2
Total 52 73 121 70 88 404
Outcome Total 579 848 800 902 851 3,980 1
RTO stands for returned to owner.

Item: 12
2875
City of Lake Forest
Animal Care Services Review
MVAS Proposed Services
36 Proposed Cost of Services
Billing Model
MVAS charges each contracted agency based on the population of city, not for the services delivered or revenue received. MVAS forecasts the anticipated department expenses, minus the total anticipated department revenue, for the net costs of services to be provided. Those costs are then divided between the contracted agencies based on the population of each agency.

MVAS uses the California Department of Finance for the population estimates for each of the contracted agencies to establish the budgets. As updated population numbers are provided, the data is used in an annual “true-up” process to ensure final cost allocations match the population data. Per MVAS, the trueup process usually amounts to a refund of between 2% to 10% for each contract city per year. In the last five years, MVAS has not gone over budget or required the contracted agencies to contribute additional funds.

Payment method
Baker Tilly reviewed the MVAS service agreements with Aliso Viejo, Laguna Hills, Laguna Niguel, and Rancho Santa Margarita. Each of the contracts includes the following:
• Cities pay the actual cost for providing animal control and animal shelter services. • Cities make equal, quarterly payments to MVAS for the Provisional Payment (budget amount). • Costs are determined by the population of the cities serviced to the net cost of the program. • Any monetary donations received are dedicated to animal services. MVAS staff determines if the donated funds are used for extraordinary care of animals or for capital expenses related to the shelter.
• Fee revenue is collected and retained by MVAS. Fee revenue is included in the net cost calculation for service costs. Unlike OCAC, revenue is not allocated to the contracted city to offset that city’s expenses.
• Calculations for the actual cost for service are done on or before December 31 of the following fiscal year. Any costs calculated to be greater than the Provisional Payment (budget) are invoiced to that city, any costs determined to be less are refunded or credited to that city.

Start Up and Capital Service Costs
The draft service proposal by MVAS to provide animal services to Lake Forest includes a one-time cost of $260,120 as well as annual recurring costs for capital assets, which are stated within the MVAS proposal as:

Based on the historic volume of Lake Forest animal services by OCAC, and the Lake Forest population, MVAS has estimated that their services would be like those provided to the City of Laguna Niguel. This estimation is the basis for the MVAS proposed cost of services. The service cost estimation includes projected revenue increases of 15% in year 1 and 10% in year 2 of the proposed contract. In speaking with MVAS staff, this revenue increase is based on MVAS taking a more proactive approach to enforcement of dogs off leash, unlicensed pets, and providing enhanced customer service efforts.

There are also cost projections that include an annual escalation rate of 4.5% starting in year three of the agreement. The proposed MVAS start-up costs, the service costs and capital asset charges for FY 2026- The transition includes an estimated one-time start-up cost of approximately $260,120 for covering fleet, equipment, IT, uniforms, and training necessary to support Lake Forest’s integration. In addition, recurring annual costs of approximately $60,670 are assumed for depreciation and scheduled replacement of capital assets. These costs are proportionally allocated across participating cities, ensuring no single jurisdiction bears a disproportionate long-term burden.

Item: 12
2876
City of Lake Forest
Animal Care Services Review
MVAS Proposed Services
37 27 and 2027-28 are shown in Table 18. Baker Tilly calculated the FY 2028-29 estimate using the 4.5% escalation.

Table 18. MVAS Proposed Start Up Cost and Proposed Service and Capital Costs Allocation Item Proposed Cost
Fiscal Year 2025-26 (upon entering into
service agreement) One-time start-up cost $260,120
Fiscal Year 2026-27 (proposed) Services and capital assets contribution $1,045,507
Fiscal Year 2027-28 (proposed) Services and capital assets contribution $1,074,022
Fiscal Year 2028-27 (estimated) Services, capital assets contribution, 4.5% escalation $1,155,955
Source: MVAS Animal Services Analysis of OC Animal Care’s Lake Forest Data and Mission Viejo Animal Services draft report.

Proposed Additional Staffing
MVAS’s draft proposal includes the addition of 6.5 staff positions to its department to meet the anticipated animal services needs of Lake Forest. According to its proposal, MVAS states, Table 19 reflects the existing MVAS positions as well as the proposed additional 6.5 positions as shown in bold type.

Table 19. Proposed MVAS Additional Staffing Needs
Position
Current
FTEs
Additional
Proposed
FTEs
FTE
Percent
Change
Total
proposed
FTEs
Administration 2.75 - - 2.75
Animal Control Supervisor 0 1 100% 1
Senior Animal Control Officer 1 1 100% 2
Animal Control Officer - Investigator 1 - - 1
Animal Control Officer – Commercial
Enforcement Officer
1 - - 1
Animal Control Officers - Patrol 4 2 50% 6
Animal Services Supervisor (Customer Relations) 1 - - 1 Senior Animal Services Representative (Front
Desk)
1 - - 1
Animal Services Representative (Front Desk) 1 1 100% 2
Dispatch Animal Services Representative 2 0.5 25% 2.5
…to maintain MVAS’s current performance standards-including rapid response times, inperson investigation of aggressive or injured animals, robust wildlife mitigation, businessinspection compliance, and proactive patrol-additional supervisory, senior-level, and patrol staffing is required…to maintain consistent service levels across the entire jurisdiction after incorporating Lake Forest.

Item: 12
2877
City of Lake Forest
Animal Care Services Review
MVAS Proposed Services
38 Position
Current
FTEs
Additional
Proposed
FTEs
FTE
Percent
Change
Total
proposed
FTEs
Pet Licensing 2 0.5 25% 2.5
Animal Services Coordinator 1 - - 1
Animal Services Supervisor – Animal Care 1 - - 1
Senior Animal Care Technician/RVT 1 - - 1
Animal Care Technician (ACT) 6 0.5 8% 6.5
Total MVAS Positions 25.75 6.5 25% 32.25
Source: MVAS Animal Services Analysis of OC Animal Care’s Lake Forest Data and Mission Viejo Animal Services draft report.

Mission Viejo’s Fees
MVAS uses its fee schedule for licensing and adoption services with all contracted agencies. Each contracted agency is required to adopt Mission Viejo’s fees for their communities. During the weekends of Memorial Day and Veterans Day, adoption fees are waived for retired military members. Table 20 shows the MVAS licensing fee schedule, Table 21 reflects a five-year period of licenses issued by agency (this data was received via email to the Baker Tilly team), and Table 22 shows the MVAS adoption fees.

Table 20. MVAS Licensing Fee Schedule
Service Months Cost
License – Dog, unsterilized 12 $70
License – Dog, sterilized 12 $24
License – Senior citizen rate (half the rate for up to 4 dogs) 12 $35 or $12 License – Cat, unsterilized 12 $6
License – Cat, sterilized 12 $4
Late fee - over 60 days delinquent - $45
Replacement Tag - $8
Table 21. MVAS License Transactions by Agency Served
Agency FY
2020-21
FY
2021-22
FY
2022-23
FY
2023-24
FY
2024-25 Total
Aliso Viejo 8,029 7,093 7,469 5,555 5,166 33,312
Laguna Hills 6,351 5,404 5,905 4,032 3,833 25,525
Laguna Niguel 10,872 9,641 9,712 7,753 7,422 45,400
Mission Viejo 18,674 16,321 15,712 13,584 12,590 76,881 Rancho Santa Margarita 9,366 8,069 8,484 6,623 6,150 38,692 Owner moved 619 444 350 258 231 1,902
License Total 53,911 46,972 47,632 37,805 35,392 221,712 Item: 12
2878
City of Lake Forest
Animal Care Services Review
MVAS Proposed Services
39 Table 22. MVAS Adoption Fee Schedule
Type Description Cost
Dogs
Adoption fee $100
Rabies vaccination $18
Distemper, hepatitis, leptospirosis, parainfluenza, and parvovirus (DHLPP) vaccination
$18
DHLPP 4L vaccination $20
Spay/neuter deposit (if applicable) $50
Microchip fee $20
Bordetella vaccination $18
Flea control $15
Cats
Adoption fee $50
Feline viral rhinotracheitis, calicivirus, and panleukopenia (FVRCP) vaccination
$18
Spay/neuter deposit (if applicable) $40
Microchip fee $20
Flea control $15
Rabbits
Adoption fee $50
Microchip fee $20
Mission Viejo Call Volume and Prioritization
Mission Viejo Animal Services states that it provides 24‑hour response to emergency calls, with Animal Services Officers on duty daily and available after hours for emergencies. Routine and nuisance calls are handled during regular service hours and as staffing allows. Over the last five fiscal years, MVAS has received and responded to 62,990 calls for service, as shown by each agency serviced in Table 23.

Table 23. MVAS Animal Control Field Service Calls by Agency Served Agency FY
2020-21
FY
2021-22
FY
2022-23
FY
2023-24
FY
2024-25 Total
Aliso Viejo 1,540 1,683 1,774 1,795 2,019 8,811
Laguna Hills 1,274 1,733 1,377 1,663 1,745 7,792
Laguna Niguel 2,230 2,856 2,725 3,284 2,857 13,952
Mission Viejo 3,643 4,432 5,319 5,657 5,813 24,864
Rancho Santa Margarita 1,430 1,332 1,354 1,550 1,905 7,571 Total 10,117 12,036 12,549 13,949 14,339 62,990
Baker Tilly reviewed the proposal and discussed service calls and priorities with the MVAS staff. The findings are included in Table 24.

Item: 12
2879
City of Lake Forest
Animal Care Services Review
MVAS Proposed Services
40 Table 24. MVAS Call Prioritization
Priority Examples Estimated
Response Time
1 - Emergencies
Biting/aggressive animal at-large/dog attack, wild animal issue
25 to 58 Minutes
Suspected animals with rabies
Dangerous wildlife animals at large
Animals on freeway or roadway
Response to a disaster or emergency; fire or evacuations Emergency assistance - other agency
OC Sheriff Department; OC Fire Authority; other agencies Stray animals
Owner arrests
Investigations
2 - Urgent
Injured or sick or orphaned animals
78 to 180
Minutes
Urgent animal welfare checks (neglect, left in vehicles, abandoned)
Stray dogs not left on freeways or roadways
Animal rescues (storm drains, stuck in trees, canyon or ravine)
Assisting other agencies: Vector Control, power, gas and water companies
Wild animal crimes (passion of restricted or illegal species, illegal trapping or harassing wildlife)
3 - Routine/
Non-Urgent
Assisting the public with capturing a lost pet
180 minutes to
48 hours
Animal bite investigations and quarantines (non-urgent) Owner requested deceased pet pick-ups
Stray domestic animals (non-urgent)
Dog vs dog incidents (non-urgent)
Welfare checks; too many animals, living conditions
Source: Analysis of OC Animal Care’s Lake Forest Data and Mission Viejo Animal Services DRAFT.

Mission Viejo included an analysis of its response times and response times by priority in its proposal to the City. The data shown in Table 25 are response times by incident while Table 26 shows response times by priority. The data is reflected in minutes unless otherwise indicated. The data presented is a reflection of how calls are categorized and how response times are recorded, rather than being a direct measure of field performance alone.

Table 25. MVAS Response Times
Type
Average
Minutes
Ave
Hours
Ave
Days
Median
Minutes
Med
Hours
Med
Days
Max
Minutes
Max
Hours
Max
Days Count
Assist 25.6 0.4 0.0 19.00 0.32 0.01 150 2.50 0.10 279
Stray 58.7 1.0 0.0 24 0.40 0.02 4,280 71.33 2.97 2,032
Dead 189.7 3.2 0.1 100 1.67 0.07 2,870 47.83 1.99 3,888 Wildlife 37.4 0.6 0.0 28 0.47 0.02 569 9.48 0.40 5,038
Bite 653.1 10.9 0.5 158 2.63 0.11 6,921 115.35 4.81 1,335 Source: MVAS Animal Services Analysis of OC Animal Care’s Lake Forest Data and Mission Viejo Animal Services draft report.

Item: 12
2880
City of Lake Forest
Animal Care Services Review
MVAS Proposed Services
41 Table 26. MVAS Response Times by Priority
Type1
Average
Minutes
Ave
Hours
Ave
Days
Median
Minutes
Med
Hours
Med
Days
Max
Minutes
Max
Hours
Max
Days Count
Emergency
-Human (1) 27.1 0.5 0.0 22.00 0.37 0.02 1,105 18.42 0.77 1,452 Emergency
-Animal (2) 40.3 0.7 0.0 28 0.47 0.02 1,167 19.45 0.81 5,257 Routine (3) 307.4 5.1 0.2 53 0.88 0.04 6,921 115.35 4.81 4,630 Dead (4) 194.8 3.2 0.1 104 1.73 0.07 2,870 47.83 1.99 3,693 Source: MVAS Animal Services Analysis of OC Animal Care’s Lake Forest Data and Mission Viejo Animal Services draft report. 1 The priority type includes the corresponding priority number in parentheses as indicated in Table 18.

Population and Geography
MVAS estimates that Lake Forest will increase existing MVAS volume by ~30%. Table 27 shows the additional population and square miles that Lake Forest (show in red font) would add to the existing MVAS service areas.

Table 27. MVAS Service Area Population and Square Miles City Population % of Total Sq. Miles % of Total
Aliso Viejo 50,213 14% 6.93 9.1%
Laguna Hills 30,309 8% 6.57 8.6%
Laguna Niguel 65,257 18% 14.79 19.3%
Lake Forest 87,639 24% 17.2 22.5%
Mission Viejo 91,740 25% 18.03 23.6%
Rancho Santa Margarita 46,341 12% 12.94 16.9%
Total 371,499 - 76.46 -
Item: 12
2881
City of Lake Forest
Animal Care Services Review
Comparative Review of Animal Services
42 Comparative Review of Animal Services
Baker Tilly reviewed the current contracts that are in place for each of the cities contracted with MVAS, to understand similarities and differences between the services OCAC provides to Lake Forest and its member agencies and the services that MVAS provides. Current contract information for the agencies receiving MVAS services as well as Lake Forest OCAC contract information and the respective Fiscal Year 2024-25 annual net costs for services as reported in each agency’s Annual Comprehensive Financial Report (ACFR) is shown in Table 28.

Table 28. Overview of Animal Services Contracts with MVAS Contracted City Provider Contract Service Start
Fiscal Year
2024-25 Annual
Net Cost1
Aliso Viejo MVAS January 2009 $542,358
Laguna Hills MVAS January 2017 $319,059
Laguna Nigel MVAS January 2017 $603,129
Lake Forest OCAC December 1991 $573,445
Rancho Santa Margarita MVAS January 2017 $484,256 1
The annual net costs were calculated using each agency’s adopted annual or biannual budgets. The Fiscal Year 2024-25 is inclusive of the adjusted budget allocations in each agency. The Fiscal Year 2024-25 cost for Lake Forest is the actual cost paid to OCAC for the services provided.

Cost Comparison
To perform a comparative review of the cost of services, Baker Tilly used the Lake Forest OCAC invoices to adjust the costs to the MVAS per capita model. The California Department of Finance was used for the population information to calculate the per capita rate for the last five fiscal years as shown in Figure 12.

Figure 12. Lake Forest OCAC Costs Per Capita
Using the same per capita calculation, Baker Tilly adjusted the other OCAC member agencies and the MVAS contracted agencies animal services costs, as reported in the respective annual financial statements, to develop the five-year average per capita rate for each agency. The California Department of Finance was used to average the population counts for the corresponding fiscal reporting periods. The five-year average cost when based on population for each agency, whether contracted with OCAC or MVAS, is shown in Figure 13.
$4.85
$6.08
$7.09
$5.84 $6.55
$-
$1.00
$2.00
$3.00
$4.00
$5.00
$6.00
$7.00
$8.00
FY 2021
Population
85,593
FY 2022
Population
86,381
FY 2023
Population
86,575
FY 2024
Population
86,816
FY 2025
Population
87,553
Item: 12
2882
City of Lake Forest
Animal Care Services Review
Comparative Review of Animal Services
43 Figure 13. Five-Year Average Cost Per Capita by City for OCAC and MVAS Services1 1 Blue indicates cities served by MVAS, orange indicates cities served by OCAC, and green represents Lake Forest.

Baker Tilly used the MVAS contract costs, as reported in the respective annual financial statements from the MVAS contract agencies, to compare the five-year contract costs with the population data in the same year from the California Department of Finance. The five-year comparison is shown in Table 29. This same data along with the calls for service for each agency is presented in a percentage pie chart format in Attachment B.

Table 29. Five-Year Population and Cost Comparison for MVAS Contracted Agencies Population City
FY
2020-21
FY
2021-22
FY
2022-23
FY
2023-24
FY
2024-25
Aliso Viejo 51,538 50,994 50,586 50,442 50,213
Laguna Hills 31,219 30,755 30,518 30,435 30,309
Laguna Niguel 65,432 64,818 64,310 64,834 65,257
Mission Viejo 93,144 92,332 91,773 91,993 91,740
Rancho Santa Margarita 47,675 47,116 46,685 64,553 46,341 Total Population Served 289,008 286,015 283,872 302,257 283,860 Costs for Animal
Services
S
Aliso Viejo $337,073 $376,235 $405,499 $444,161 $542,358 Laguna Hills $207,476 $236,880 $238,994 $265,109 $319,056 Laguna Niguel $450,830 $430,712 $552,558 $569,787 $603,129 Mission Viejo $561,125 $708,708 $759,353 $761,217 $760,341 Rancho Santa Margarita $320,739 $331,081 $400,331 $409,987 $484,256 Total Cost for Services $1,877,243 $2,083,616 $2,356,735 $2,450,261 $2,709,140 As stated in the MVAS proposal, the population method is used to provide budget predictability and stability. Figure 14 compares the contract costs from fiscal years 2020-21 through 2024-25 to compare the five-year cost per capita for each MVAS contracted agency. Lake Forest costs as charged by OCAC and converted to the per capita model are included for comparison purposes. The California Department Item: 12
2883
City of Lake Forest
Animal Care Services Review
Comparative Review of Animal Services
44 of Finance was used to average the population counts for the corresponding fiscal reporting periods. The percentage differences for each agency by fiscal year are reflected in Table 30.

Figure 14. Five-Year Animal Service Cost Trends (FY 2021 to FY 2025) Table 30. Annual Percent Contract Cost Change
City FY 2021-22 FY 2022-23 FY 2023-24 FY 2024-25
Aliso Viejo 11.6% 7.8% 9.5% 22.1%
Laguna Hills 14.2% 0.9% 10.93% 20.35%
Laguna Niguel -4.5% 28.3% 3.1% 23.7%
Lake Forest (OCAC) 26.5% 16.9% -17.5% 13.2%
Mission Viejo 26.3% 7.1% 0.2% -0.1%
Rancho Santa Margarita 3.2% 20.9% 2.4% 18.1%
Service Comparison
Calls for Service
Baker Tilly used the MVAS Animal Services Analysis to compare the calls for service to its contracted agencies to the OCAS calls for service as extracted from the Chameleon database by MVAS, to compare the five-year service trends. Figure 15 shows the total service volume provided by MVAS and the calls for service to Lake Forest by OCAC. Table 31 shows the year-over-year percent differences between MVAS and Lake Forest as provided by OCAC.

Item: 12
2884
City of Lake Forest
Animal Care Services Review
Comparative Review of Animal Services
45 Figure 15. Five-Year Comparison of MVAS Service Calls to OCAC Lake Forest Service Calls Table 31. Service Call Year-Over-Year Comparison
Service
Provider FY2021 FY2022 Percent Change FY2023 Percent Change FY2024 Percent Change FY2025 Percent Change MVAS 10,117 12,036 19% 12,549 4% 13,949 11% 14,339 3%
OCAC for
Lake Forest 1,840 1,772 -4% 1,658 -6% 1,604 -3% 1,567 -2% Source: MVAS Animal Services Analysis of OC Animal Care’s Lake Forest Data and Mission Viejo Animal Services draft report.

Baker Tilly then analyzed the service calls as reported for each agency over the last five fiscal years.

Figure 16 shows the five-year trend for service calls by agency as reported by MVAS and OCAC. Table 32 shows the year-over-year comparison of the services provided.

Figure 16. Five-Year Trend of Service Calls by Agency
10,117
12,036 12,549
13,949 14,339
1,840 1,772 1,658 1,604 1,567
0 2,000
4,000
6,000
8,000
10,000
12,000
14,000
16,000
FY2021 FY2022 FY2023 FY2024 FY2025
MVAS Total OCAC LF Total
3,643
4,432
5,319
5,657 5,813
1,840 1,772 1,658 1,604
1,567
0 1,000
2,000
3,000
4,000
5,000
6,000
7,000
FY2021 FY2022 FY2023 FY2024 FY2025
Mission Viejo Laguna Niguel Aliso Viejo Laguna Hills RSM Lake Forest Item: 12
2885
City of Lake Forest
Animal Care Services Review
Comparative Review of Animal Services
46 Table 32. Year-Over-Year Comparison by Agency
Agency FY2021 FY2022 Change FY2023 Change FY2024 Change FY2025 Change Aliso Viejo 1,540 1,683 9% 1,774 5% 1,795 1% 2,019 12%
Laguna Hills 1,274 1,733 36% 1,377 -21% 1,663 21% 1,745 5% Laguna Niguel 2,230 2,856 28% 2,725 -5% 3,284 21% 2,857 -13% Lake Forest
(OCAC) 1,840 1,772 -4% 1,658 -6% 1,604 -3% 1,567 -2%
Mission Viejo 3,643 4,432 22% 5,319 20% 5,657 6% 5,813 3% Rancho Santa
Margarita 1,430 1,332 -7% 1,354 2% 1,550 14% 1,905 23%
Source: MVAS Animal Services Analysis of OC Animal Care’s Lake Forest Data and Mission Viejo Animal Services draft report.

Response Times
MVAS provided response times for its service calls as well as the service calls to Lake Forest by OCAC.

The Lake Forest OCAC data was extracted by MVAS from the Chameleon database as provided to MVAS by OCAC for the period of January 1, 2022, through October 31, 2025. Per the MVAS Animal Services Analysis, the response times were evaluated by measuring the interval between the initial call for service and the first sequence by an animal services officer. The difference in these results may stem from each agency using its own criteria to record these events. The data reflects how calls are categorized and how response times are recorded by each agency rather than being a direct measure of field performance. The comparison response time data is shown in Table 33.

Table 33. OCAC and MVAS Response Time Comparison
Call Type Category OCAC MVAS
Assist
Average Time 1.3 hours 25 minutes
Maximum Time 11.1 hours 2.5 hours
Number of Calls Reviewed 120 279
Stray
Average Time 46 hours 58 minutes
Maximum Time 145.9 days 2.97 days
Number of Calls Reviewed 514 2,032
Dead Animal
Average Time 10 hours 3.2 hours
Maximum Time 9.9 days 2 days
Number of Calls Reviewed 1,096 3,888
Wildlife
Average Time 1.1 hours 37 minutes
Maximum Time 1.05 days 9.5 hours
Number of Calls Reviewed 823 5,038
Bite
Investigations
Average Time 35 hours 10 hours
Maximum Time 36.8 days 4.8 days
Number of Calls Reviewed 434 1,335
Source: MVAS Animal Services Analysis of OC Animal Care’s Lake Forest Data and Mission Viejo Animal Services draft report.

The above response times were extracted, analyzed and presented by MVAS. OCAC sent their response times for Lake Forest directly to the Baker Tilly team for the last fiscal year, which showed an average response time of 31 minutes for 60 service calls received (see Table 13).

Anticipated Shelter Needs
MVAS reviewed its shelter population for domestic animals with the occupancy trends provided by OCAC for Lake Forest. Based on the data, MVAS estimates that they will need 10 kennels for dogs and 10 kennels for cats and two to four kennels each as flex space for isolation, quarantine, moms/puppies or Item: 12
2886
City of Lake Forest
Animal Care Services Review
Comparative Review of Animal Services
47 kittens. MVAS determined that adding Lake Forest to its service model does not exceed the current MVAS kennel spaces. Thus, no additional kennels are required if Lake Forest transitions to MVAS.

Item: 12
2887
City of Lake Forest
Animal Care Services Review
Observations and Findings
48 Observations and Findings
Upon completion of Baker Tilly’s tours and discussions with OCAC and MVAS staff, discussions with staff from the agencies served by MVAS, conducting research and analysis, and obtaining feedback on our initial discoveries from the Lake Forest Public Safety Ad Hoc Committee, we have developed the following observations and findings.

Satisfaction with Animal Services
Based on the 10-years of biannual statistically valid survey results, it is Baker Tilly’s observation that the Lake Forest community is satisfied with the animal services provided by OCAC. The most recent survey conducted in 2024 and reported in January 2025, 88% of residents indicated the City of Lake Forest (through OCAC) is providing animal control services that meet or exceed their needs. Additionally, animal control services have been generally rated the same for the last three surveys conducted.

The Baker Tilly team had many conversations with staff and stakeholders including Lake Forest staff and OC Sheriff Deputies who interact with OCAC on a regular basis. There were little to no complaints about working with and the services provided by OCAC.

Finding 1. The services provided by OCAC to the City of Lake Forest have been meeting or exceeding the needs of the community for over 10 years.

Animal Services
Generally, the services provided by OCAC and MVAS are similar and both strive to provide humane animal care and animal control services. Table 34 shows some of the services offered by both service providers.

Table 34. Comparison of Services by OCAC and MVAS
Service OCAC MVAS
Adoption X X
Administrative citations and hearings X X
Business Licenses (animal-related businesses/facilities) X X Community resources for pet owners (educational
videos, emergency preparedness, wildlife) X X
Criminal violations X X
Disaster preparedness information X X
Non-profit partner for financial support X X
Enforcement (dogs off leash, strays) X X
Euthanasia (severely sick, injured, behavioral issues) X X Foster programs X X
Information on domestic and wildlife animals X X
Investigations (bites, cruelty) X X
Licensing X X
Item: 12
2888
City of Lake Forest
Animal Care Services Review
Observations and Findings
49 Service OCAC MVAS
Lost and found (online information for domestic animal
intake) X X
Microchip clinics X X
Online capabilities:
• Animals for adoption
• Animal relinquishment form
• Barking dog report form
• Donations
• Lost animal search
• Schedule of events
• Wildlife sighting
• Wildlife resources
X
Call/Walk In
X
X
X
X
Call
X
X
X
X
X
X
X
X
X
Spay/Neuter clinics X X
Vaccination clinics X X
Volunteers to support shelter operations and services X X Wildlife education X X
Unique Services Offered
While most of the daily operations and services provided are similar as shown above, each service provider offers unique services that are worth highlighting.

OCAC Services
• Adoption Partner Program – OCAC partners with animal rescue organizations and other animal shelters to provide the best opportunity for animals to be adopted. These adoption partners are notified daily of new animals in need of placement. According to the OCAC website, each year over 2,000 animals are saved through this program. MVAS is an adoption partner. • Community Outreach Committee – The OCAC Community Outreach Committee supports the organization in achieving its vision and goals while supporting animal-related issues and obtaining community input. The committee meets quarterly, and the meetings are open to the public. The committee’s most recent report is included as Attachment C. • Digital License Tag – OCAC modernized its pet licensing through a partnership with PetHub to offer digital license tags. This service includes the ability to create an online pet profile, a QR code pet tag that links to the online profile, and a 24/7 call center monitored by a live representative.
• Reduced fees for military and seniors – OCAC offer reduced adoption fees for active and veteran military members and senior citizens.

MVAS Services
• Drone – MVAS has incorporated the use of a drone for technology supported field operations.

The drone is used for lost pet searches, reunification of pets with their owners, tracking wildlife, locating injured animals, and more. The use of a drone provides a service enhancement by locating animals quicker.
• Mission For Home Program – MVAS will take animals from other shelters (such as OCAC through the Adoption Partner Program) to its shelter to increase the chances of adoption. MVAS calls this program Mission4Home.

Item: 12
2889
City of Lake Forest
Animal Care Services Review
Observations and Findings
50 • Municipal Wildlife Rehabilitation Program – MVAS has established a wildlife rehabilitation program, which operates under state and federal permits. They have a dedicated space at their facility for sheltering and rehabilitating wildlife.
• Reduced fees for seniors – MVAS offer a reduced pet license rate for those over the age of 55, with proof of age. The reduced rate is half of the regular license fee for up to four dogs. • Waived adoption fee for retired military – MVAS waives adoption fees for retired military members the weekends of Memorial Day and Veterans Day.

Euthanasia
Humane euthanasia is performed to prevent or end unnecessary suffering when an animal is facing a terminal, painful, or irreversible condition that cannot be alleviated through treatment or has demonstrated severe behavior problems that do not respond to training, management or interventions and the animal poses a significant risk to people, themselves or other animals. It is considered an act of compassion, allowing caregivers to prioritize quality of life when recovery or training is no longer possible.

By choosing a peaceful and controlled process, euthanasia helps avoid prolonged distress, severe pain, or diminished functioning that compromises well-being. It also supports responsible stewardship by ensuring that care decisions reflect both medical realities and humane values, ultimately providing a respectful and gentle end when it is the kindest option available.

Baker Tilly found that OCAC is transparent about its use of euthanasia and provides information on its website that includes why it is used, stats on how often it is used, and tips on how to limit the use of euthanasia. The OCAC website states:

Both OCAC and MVAS use euthanasia when all other forms of treatment, training, fostering, and more have been exhausted.

OCAC publishes its shelter statistics online, which includes monthly statistics for intake, outcomes, adoptions, and euthanasia for dogs and cats. Annual statistics are audited to ensure an accurate and comprehensive overview. Attachment D includes the most recently published monthly report and the 2025 annual report.

There is no mention of euthanasia on the City of Mission Viejo’s website, which includes the MVAS web page content even though euthanasia is performed by MVAS when necessary. MVAS prepares an annual report that includes the number of animals euthanized each year (Attachment E) and sends quarterly statistics for the services provided to each agency served. As a sample, the Laguna Hills Quarterly Statistics for October 2025 to December 2025 are included as Attachment F.

Asilomar Accords
The Asilomar Accords, created in 2004 and sponsored by national and industry stakeholders, is rooted in the development of common definitions for animal welfare and established standards for reporting animal shelter statistics. Part of the Asilomar Accord includes the calculation for an animal shelter’s live release rates, which accounts for the animals leaving the shelter through actions such as adoption, transfer, return to owner, or placed in foster care.

OC Animal Care must consider several factors before making an animal available for adoption. The welfare of the animal and the safety of the public are our first priority; therefore, not all animals are suitable for placement. We offer refuge, medical care, nourishment, and a second chance to more than 30,000 strays, abused or unwanted animals each year. Unfortunately, until there are no longer any sick, injured, aggressive, or unpredictable animals, euthanasia will still be a reality in the animal welfare industry.

Simply turning a back on these animals and merely pronouncing that euthanasia should not exist will not make euthanasia go away.

Item: 12
2890
City of Lake Forest
Animal Care Services Review
Observations and Findings
51 As such, OCAC and MVAS track intake and outcomes of the animals in their care. While each service provider tracks and reports on different types of intake and outcome scenarios, the comparison of the most recent 12-month period reported by OCAC (for calendar year 2025) and MVAS (for Fiscal Year 2024-25) are reflected in Table 35 along with the corresponding live release rate for that period.

Table 35. Animal Intakes and Outcomes Comparison
Type of Intake and Outcome OCAC
2025
MVAS
FY 2024-25
Intake
Stray 9,437 715
Owner relinquishment 909 151
Other intake (confiscations, bites, cruelty, disaster
related, transferred in)1, (returned adoptions,
quarantine, Mission4Home)2
2,0421 2352
Return from foster 3,341 -
Wildlife - 1,044
Outcome
Adoption 5,602 652
Euthanasia 1,885 27
Return to owner 1,807 351
Sent to rescue/foster 3,305 79
Transfer to another agency 2,670 -
Wildlife transfer/release - 1,004
Asilomar live release rate 84.24% -
All-in-all, both service providers are passionate about animals. Both provide services to improve the health and well-being of the animals in their care and strive to find forever homes for the many animals that pass through their facilities. The Baker Tilly team toured both facilities and found them to be clean, well-organized, and customer friendly.

Finding 2. Euthanasia is a reality and both OCAC and MVAS perform this service. However, OCAC is extremely transparent about why they use it and provide statistics online showing how often it is used.

Costs for Services
OCAC and MVAS have completely different cost of services models as follows:
• OCAC – Charges agencies for the net cost of the services received and revenue collected. They use Lake Forest’s fees for licensing and OCAC fees for adoption services. • MVAS – Charges agencies on a per capita basis for the percentage of services used of the MVAS department’s operating budget. They use Mission Viejo’s fees for licensing and adoption services.

In Table 36, the cost comparison of the two service providers is shown. Fiscal Year 2024-25 reflects the total net cost of services provided to Lake Forest by OCAC with the per capita calculation (to convert to MVAS methodology) of $6.55. The OCAC Notice of Intent for services to Lake Forest for Fiscal Year 2026-27 estimated a net cost of services of $674,552, which converts to $7.70 per capita (based on a population increase to 87,639). Using the same population estimate for the MVAS proposed cost of services, the per capita rate would be $11.94 in Fiscal Year 2026-27. This reflects a $4.24 increase in the cost of services for Lake Forest should the City consider transitioning to MVAS.

Item: 12
2891
City of Lake Forest
Animal Care Services Review
Observations and Findings
52 Table 36. Cost Comparison
Allocation OCAC Per
Capita
Proposed
MVAS5
Per
Capita4
Percent
Change
Fiscal Year 2024-25 $573,4451 $6.552 - - -
Fiscal Year 2025-26 $621,9443 $7.104 $260,120 - -
Fiscal Year 2026-27
(proposed) $674,5523 $7.703 $1,045,507 $11.94 55%
Fiscal Year 2027-28
(proposed) - - $1,074,022 $12.26
Fiscal Year 2028-29
(estimated 4.5% increase) - - $1,155,955 $13.19
1 Total net cost as paid by Lake Forest to OCAC. 2
Based on California Department of Finance population of 87,553 in FY 2024-25. 3 OCAC Notice of Intent estimated net cost for FY 2025-26 and FY 2026-27 services. 4 Based on California Department of Finance population of 87,639 in FY 2025-26, which may change in future years. 5 Source: MVAS Animal Services Analysis of OC Animal Care’s Lake Forest Data and Mission Viejo Animal Services draft report.

Finding 3. Transitioning animal services from OCAC to MVAS will increase the cost of services to Lake Forest by 55% and the cost of services will continue to increase year-over-year (based on the proposed FY 2026-27 OCAC estimated net cost and the FY 2026-27 MVAS proposed cost).

License Fees
Based on the Lake Forest data provided by OCAC to MVAS, there were 6,370 active pet licenses at the time the data was transferred. This equates to roughly 73 licenses per 1,000 residents (California Department of Finance population for 2024 of 87,600). Per MVAS, they offer a more proactive approach to increase compliance with pet licensing and estimate a higher workload to accomplish compliance.

Increased compliance will generate additional revenue as well.

Community members are required to get a license and renew the licenses for their dogs and cats. Table 37 reflects the licensing fees for Lake Forest as charged by OCAC and MVAS and the cost difference that residents will pay. The most significant savings are for unsterilized dogs with MVAS. However, MVAS charges the same fee for unsterilized dogs and puppies, which returns a higher license fee for puppies compared to OCAC.

Table 37. Licensing Fee Comparison and Cost Difference
Licensing Fee OCAC1 MVAS2 +/- Difference
License – Dog, unsterilized $159 $70 -$89 -56%
License – Dog, sterilized $20 $24 +$4 20%
License – Dog, puppy 4 to 6 months of age $20 $70 +$50 250% License – Dog, unsterilized (senior owner 60+) $159 $35 -$124 -78% License – Dog, sterilized (senior owner 60+) $10 $12 +$2 20% Late fee - per dog $20 $45 +$25 125%
License – Cat, unsterilized $9 $6 -$3 -33%
License – Cat, sterilized $9 $4 -$5 -55%
1 OCAC uses the license fees as adopted by the City of Lake Forest. 2 MVAS uses the license fees as adopted by the City of Mission Viejo for all contracted agencies.

Item: 12
2892
City of Lake Forest
Animal Care Services Review
Observations and Findings
53 Adoption Fees
OCAC charges its adoption fees to all member agencies and bundles all animal care services into the fee. The services include any veterinary care provided to the animal, spay/neuter, microchip, vaccinations and anti-parasite treatments. While MVAS offers lower adoption fees, they charge separately for the other services provided to the animal and the adoption fees are the same for a dog/puppy or a cat/kitten. Table 38 reflects a side-by-side comparison of pet adoption fees for each service provider and the cost difference.

Table 38. Adoption Fee Comparison and Cost Difference
Type Description OCAC1 MVAS +/- Percent Change
Dogs
Adoption fee
$225 (puppies)
$150 to $2002
$100 (senior dog
or senior citizen)
$100 (military)
$100 ($50
for senior
citizen)
-$125 to
$0
Depending on the
animal and
owner, the cost
difference range
is from
–13% to –61%
Rabies vaccination $18 +$18
DHLPP vaccination $18 +$18
DHLPP 4L vaccination $20 +$20
Spay/neuter deposit4 (if
applicable)
$50 +$50
Microchip fee $20 +$20
Bordetella vaccination $18 +$18
Flea control $15 +$15
Cats
Adoption fee
$125 to $1753
(kittens)
$125 (cat)
$100 (senior cat or
senior citizen)
$100 military)
$50 ($25 for
senior
citizen)
-$125 to -
$50
Depending on the
animal and
owner, the cost
difference range
is from
22% to –3%
FVRCP vaccination $18 +$18
Spay/neuter deposit4 (if
applicable)
$40 +$40
Microchip fee $20 +$20
Flea control $15 +$15
Rabbits
Adoption fee $90 (spay/neuter)
$50 (w/out
spay/neuter)
$50 -$40 or $0 Depending on
animal, the
difference is
29% to –29%
Microchip fee $20 +$20
Other
Animals5
Exotic animals (parrots
and reptiles) $50 - -
Goats, pigs, sheep $50 - -
Other animals (non-exotic
birds and reptiles) $20 - -
Item: 12
2893
City of Lake Forest
Animal Care Services Review
Observations and Findings
54 Type Description OCAC1 MVAS +/- Percent Change
Small mammals (rats,
mice, hamsters, etc.) $15 - - -
1 OCAC adoption fees are bundled and include adoption fee, microchip, vaccinations, sterilization and all veterinary services. 2 OCAC dog fees decreased based on the number of days at the shelter: $200 for 1 to 5 days or $150 for 6+ days. 3 OCAC kitten fees decreased based on the number of days at the shelter: $175 for 1 to 5 days or $125 for 6+ days. 4 MVAS spay/neuter fee is shown as a deposit for the services if needed, which indicates there may be additional charges. 5 MVAS does not have a fee schedule for other animals.

Since OCAC bundles its fees, the MVAS adoption fees appear to be cost savings. However, when additional animal care services are added to the adoption fee, the MVAS charges are higher than OCAC.

MVAS fees for vaccinations, spay/neuter deposit, microchip, and flea control total $159 for dog/puppy and $93 for cat/kitten. These totals were added to the applicable adoption fees charged by MVAS and the cost differences are reflected in Table 39. Since MVAS charges the same adoption fee for cats and kittens and they do not have a different rate for the number of days in the shelter, the only fee that is less than OCAC is for kittens that have been in the shelter for less than 6 days. It should also be noted that if an animal is spay/neutered, the fee is listed as a deposit only. There may be an additional charge for the procedure, which is not reflected on the City of Mission Viejo Master Schedule of Fees as was not confirmed by the Baker Tilly team.

Table 39. Bundled Adoption Fees Comparison and Cost Difference Type Description OCAC1 MVAS2 Difference
Dogs
Dogs over 7 months of age/in shelter 1 to 5 days $200 $259 +$59 (26%) Dogs over 7 months of age/in shelter 6 days+ $150 $259 +$109 (73%) Senior dog or senior citizen3 $100 $209 +$109 (109%)
Puppies4 Puppies up to 6 months of age $225 $259 +$34 (15%) Cats
Cat 5 months of age an older $125 $143 +$18 (14%)
Senior cat or senior citizen3 $100 $118 +$18 (18%)
Kittens4
Kittens up to 4 months of age/in shelter 1 to 5
days $175 $143 -$32 (-18%)
Kittens up to 4 months of age/in shelter 6 days+ $125 $143 +$18 (14%) 1 OCAC adoption fees are bundled and include adoption fees, microchips, vaccinations, sterilization and all veterinary services. 2 MVAS adoption fees (same adoption fee for dog/puppy or cat/kitten) and all animal services combined. MVAS has reduced rates for senior citizens and waives adoption fees for military over the Memorial Day and Veterans Day weekends. 3 OCAC has reduced rates for senior citizens and military. 4 MVAS does not have a different adoption fee for puppies or kittens.

Finding 4. If services are transferred to MVAS, the City of Lake Forest would have to adopt Mission Viejo fees for all animal-related services.

Finding 5. Depending on the type of animal, fees paid by Lake Forest community members for licensing may increase (depending on the type of animal licensed) if animal services are transferred to MVAS.

Finding 6. Fees paid by Lake Forest community members for adoption services will increase if animal services are transferred to MVAS.

Item: 12
2894
City of Lake Forest
Animal Care Services Review
Observations and Findings
55 Response Times
It is easy to assume that response times will improve if services are transferred to MVAS. MVAS is closer to Lake Forest than OCAC, thus, officers may have a shorter response time and may proactively patrol more often. With the addition of Lake Forest’s 17.2 square miles, MVAS total service area will be 76.46 square miles. As indicated in the MVAS analysis:

Baker Tilly confirmed with MVAS that all field staff start and end their days at the MVAS facility. While this provides a homebase check-in and out, it delays getting field staff out in the community and minimizes the time spent on patrol. Additionally, as stated by MVAS, Lake Forest’s open space may increase travel and search time for its field officers.

In considering response times for both service providers, a hypothetical consideration of how time is spent:
• Arrive at the shelter facility and prepare for shift – 30 minutes • Start to drive to proactively patrol the Lake Forest community – 30 minutes • Locate a stray animal, trap and transport back to the shelter facility – 1 hour • Process intake of stray animal – 1 hour
• Return to proactive patrol of Lake Forest community – 30 minutes • Return to shelter facility and prepare for shift change/end of shift – 30 minutes These hypothetical service times result in four hours per shift being expended, one of which is starting and finishing the day at the shelter facility. This is hypothetical based on the Baker Tilly team’s knowledge of providing animal control services and is not reflected of how either service provider actually operates.

If Lake Forest considers contracting with MVAS, or if staying with OCAC, Baker Tilly would encourage negotiating and finding a solution for having an animal control officer dedicated to serving Lake Forest.

Things to consider and negotiate include:

1. Lake Forest purchases a vehicle and stores the vehicle at City Hall for use by the assigned service provider.

2. Lake Forest provides dedicated office space for the assigned service provider at City Hall.

3. Lake Forest pays the associated cost for the dedicated animal control officer.

Finding 7. Lake Forest should negotiate with the selected service provider to have a dedicated animal control officer to serve the community.

Lake Forest is larger in geography than several current MVAS contract cities and includes a diverse mix of dense residential neighborhoods, commercial corridors, schools, parks, and extensive open-space areas such as Whiting Ranch, Baker Ranch, and the Serrano Creek corridor. These environments generate a broader range of call types, particularly wildlife sightings, injured-animal calls, aggressive-dog incidents, and stray domestic animals dispersing through trail systems.

The expanded area increases travel distance between calls, increases officer drive-time, and requires sustained patrol visibility in high-activity neighborhoods to ensure proactive, community-oriented enforcement. The open-space network in Lake Forest also increases the likelihood of prolonged animal searches, injured-animal recoveries, and rescue operations requiring additional officer time and specialized equipment.

Item: 12
2895
City of Lake Forest
Animal Care Services Review
Observations and Findings
56 MVAS Staffing Requirement
Since MVAS conducted the evaluation of OCAC data for Lake Forest, they have determined that additional staff will be required to provide the anticipated services to Lake Forest and maintain their service standards. MVAS proposed the addition of 6.5 positions that include the following:
• Field Services
o Animal Control Supervisor (1)
o Senior Animal Control Officer (1)
o Animal Control Officers-Patrol (2)
• Customer Relations
o ASR-Front Desk (1)
o Dispatch (0.5)
o Pet Licensing (0.5)
• Animal Care
o Animal Care Technician (0.5)
While touring the MVAS facility before it was open to the public, the Baker Tilly team observed that most of the kennels at the shelter were empty and very few phones were ringing. This, of course, was one moment in time. However, it is Baker Tilly’s opinion that any additional staffing should be assessed after services are transferred to determine the actual impact on existing staff and the need for adding staff.

Finding 8. If Lake Forest considers transitioning services to MVAS, the proposed staff increase should be delayed and reassessed after measuring the impact of the additional services provided to Lake Forest.

Item: 12
2896
City of Lake Forest
Animal Care Services Review
Conclusion and Recommendation
57 Conclusion and Recommendation
The Baker Tilly team, having extensive experience in local government, are good stewards of taxpayer dollars and understand the importance of providing exceptional services to the communities served. We have reviewed the data, listened to stakeholders, and applied best practices in our assessment of the two service providers – OCAC and MVAS. While both provide outstandings services, the realization that the Lake Forest community is happy with OCAC, as indicated through the statistically valid community surveys, and OCAC provides services at a lower cost to the City and community members when compared to MVAS, our independent evaluation has lead to only one conclusion – for Lake Forest to continue to contract with OCAC for animal control and animal sheltering services.

Recommendation: Renew services with Orange County Animal Care for the fiveyear period (Fiscal Year 2026-27 through Fiscal Year 2030-31) as indicated on the Notice of Intent.

Item: 12
2897
City of Lake Forest
Animal Care Services Review
Attachment A – OCAC 2026 Contract Renewals
Flyer
58 Attachment A – OCAC 2026 Contract Renewals Flyer
Item: 12
2898
City of Lake Forest
Animal Care Services Review
Attachment A – OCAC 2026 Contract Renewals
Flyer
59 Item: 12
2899
City of Lake Forest
Animal Care Services Review
Attachment B – MVAS Five-Year Comparison
60 Attachment B – MVAS Five-Year Comparison
The table below represents the five-year comparison of population, calls for services, and cost of services provided by MVAS to its contracted agencies. The color code for each agency is shown in the legend.

Legend: Agency Color Code
Aliso Viejo Laguna Hills Laguna Niguel Mission Viejo Rancho Santa Margarita FY Population1 Calls for Service2 Cost of Services3
2020-
21 2021-
22 2022-
23 2023-
24 2024-
25 1
Population verified through the California Department of Finance website. 2 Calls for service as provided by MVAS. 3
Cost of services was extracted from each agency’s financial reports.

Item: 12
2900
City of Lake Forest
Animal Care Services Review
Attachment C – OCAC Committee Report
61 Attachment C – OCAC Committee Report
Item: 12
2901
_____________________________________________________________________ 1 | Page
_____________________________________________________________________ Community Outreach Committee Report January 28, 2026
Staff Report Summary:

Highlights and Updates for following:
• Public Education Program
• Foster Program
• Volunteer Program
• Adoption Partner Program
Item: 12
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_____________________________________________________________________ 2 | Page
Public Education Program
Our Public Education Program is about building strong connections with the community we serve. Through sharing valuable information on disaster preparedness, proper pet care, and responsible pet ownership, we aim to empower our community members. We are committed to providing essential resources, creating engagement opportunities by attending events, and keeping our community informed through our website, digital media and traditional media. From shelter announcements and education to adoption, community outreach, and animal safety, we remain committed to make a positive impact together.

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_____________________________________________________________________ 3 | Page
Social Media Statistics (October - December)
Facebook
• Added 313 new followers
• 32.4K followers
• Content interactions up 1.45% to

8.5K
• Santa Paws Adoption Event was
the most engaged post.

Instagram
• Added 1.1K new followers
• 21.5K followers
• 972.6K views
• Content interactions up 4.4% to 28.2K
• Santa Paws, Love Actually adoption
promotion most popular in quarter.

Adoption Promotions
From October through December, the adoption promotion was extended to waive fees for dogs 25+ pounds.

Other Promotions and Events
The La Jolla-based, Karen
Cooper Foundation
delivered five bags of pet
toys to Orange County
Animal Care on
December 16th, ensuring
each dog had a special
treat for Christmas
morning. Staff promoted
the generous donation
on social media and is
thankful for the support of
the foundation.

Item: 12
2904
_____________________________________________________________________ 4 | Page
Other social-media announcements and promotions included notification that OC Animal Care was open to accept dogs, cats, and small pets from residents in the OCAC service area who were evacuated during recent storms. Additionally, the Santa Paws adoption event and the foster program were promoted on social media.

In December, the City of Huntington Beach invited OC Animal Care to present an “Adoptable Pet of the Month”. On December 16, OCAC Director, Monica Schmidt and Public Information Officer, Jonathan Volzke presented Nala, a 10-year-old, Pitbull found in November at a Huntington Beach intersection. The meeting was broadcast on the city cable channel and streamed on social media, providing excellent visibility. Following her appearance, Nala was fostered. The Communications team looks forward to continuing the program at future council meetings.

Item: 12
2905
_____________________________________________________________________ 5 | Page
Community Events and Partnerships
This quarter we continued to participate in the Anaheim Mobile Family Resource Center. During the events, the City of Anaheim’s Community Service Department partnered with various organizations to provide resources to underserved communities. During Mobile Family Resources events, we provided free pet tags to help get pets home, which was sponsored by Noble Friends, OC Animal Care information, along with resources for pet owners. We look forward to continuing this partnership and providing resources to the community to help keep pets with their families.

Anaheim Mobile Family Resource events continued throughout the quarter, making a positive impact in communities in need.

We had the opportunity to participate in several events to spread the word about responsible pet ownership, shelter programs, volunteer/foster opportunities, and resources available to pet owners. These events also created opportunities for us to highlight OC Animal Care adoptable dogs out in the community.

We showcased several available dogs at an adoption event hosted by Subaru, Orange Coast. We connected with many attendees about our shelter’s services, spread awareness about responsible pet ownership, and shared information to promote our foster programs.

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_____________________________________________________________________ 6 | Page

We attended the Pet Adoption Expo, hosted by First District Supervisor, Janet Nguyen. We were able to share resources, plus seek out potential new fosters and volunteers, while showcasing some of our shelter animals.

We were able to find forever homes for three (3) dogs and two (2) cats.

We attended an adoption event at a PetSmart store in Santa Ana. We showcased (three) 3 shelter dogs and successfully placed one (1) of them in a forever home. We were also able to provide the community with resources and information on OC Animal Care icluding but not limted to responsible pet ownership.

We hosted a Katy Cares and Heroes in Animal Care presentation in addition to numerous school projects, fundraisers, and outreach activities. These events host anywhere from fifty (50) to seventy-five (75) attendees, teaching young people about responsible pet ownership while interacting with amazing therapy dogs.

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_____________________________________________________________________ 7 | Page
We successfully participated in twenty (20) community events during this quarter.

Date Event Location
10/03/25 Putts for Mutts Yorba Linda
10/04/25 Pet Adoption Event at Subaru Orange Coast Santa Ana 10/04/25 Cypress Community Festival Cypress
10/10/25 Supervisor Katrina Foley’s Senior Summit Aliso Viejo Resource Fair Summit
10/11/25 Pet Food Pantry OC Animal Care
10/11/25 Pet Adoption Expo Sponsored by Supervisor Fountain Valley Janet Nguyen
10/23/25 OCSSA & Orangewood Foundation Trunk Santa Ana
Or Treat
10/24/25 Pups n’ Pints Cypress
10/25/25 Adoption Event at PetSmart Santa Ana
10/25/25 Halloweenfest Villa Park
11/03/25 UCI Health 4th Annual Pet Adoption Event Orange 11/05/25 Dog Days at Tustin Library Tustin
11/08/25 Pet Food Pantry OC Animal Care
11/13/25 Team Kids Carnival Irvine
11/19/25 Anaheim Mobile Family Resource Center Anaheim
11/20/25 Team Kids Debrief Irvine
11/20/25 Rossmoor Community Resources Forum Rossmoor
11/22/25 Katy Cares OC Animal Care
12/06/25 Santa Paws Adoption Event OC Animal Care
12/13/25 Pet Food Pantry OC Animal Care
Item: 12
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_____________________________________________________________________ 8 | Page
Pet Food Pantry
The success of the Family Fur-st Pet Food Pantry not only provides essential resources to pet owners in need, but also in fostering a great sense of community. This past quarter we had ninety-five (95) volunteers and support from various community groups.

Community volunteer groups- Break down by month:

October: Advantech, UCI Red Cross Club, G4G Service Group November: Del Taco/Jack in the Box, UCI Red Cross Club, SFHS Kiwanis, Santiago College
December: GGHS Boys Club, LifeGen, Solventum, OC Bar Association Volunteers contributed 377 hours to preparation, staging, directing traffic, noting involvement, providing education, and connecting people with resources in the community. This quarter resulted in handing out over 71,865 pounds of food to help feed 3,353 animals, making this the biggest pantry quarter to date.

Pet food dispensed - Break down by month:

October: 24,100 pounds to help feed 1,033 animals
November: 26,240 pounds to help feed 1,152 animals
December: 27,285 pounds to help feed 1,168 animals
Pet Food Pantry donors this past quarter were:

Solventum, Advantech, Petco, Irvine Animal Care, and individual donors from the community.

Recommended Action: The Committee receives and files the report.

Item: 12
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_____________________________________________________________________ 9 | Page
Foster Program
Animals are placed into foster homes for various reasons. They may be too young or too sick for adoption, receiving treatment, in need of additional socialization, or would benefit from a break from the shelter as they wait for their forever home.

OC Animal Care’s foster caretakers offer sanctuary for these animals in their homes, and provide around-the-clock care, comfort, and socialization until the pet is ready for adoption. The animals placed into foster are specially selected by our veterinary staff for their health and temperament.

Foster caretakers are a vital piece of the OC Animal Care family. This quarter, a total of 536 animals were placed into our Foster Program. These animals were supported by 632 foster homes, reflecting that some animals may have been placed in foster care more than once, due to either changes in foster homes or the need for multiple placements. Our foster caretakers support our efforts of providing refuge to animals in need.

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_____________________________________________________________________ 10 | Page
Foster-to-Adopt Program
The dog Foster-to-Adopt Pilot Program launched on June 6, 2024. This program offers potential adopters the opportunity to take select dogs home for two weeks before deciding if they are interested in permanently adopting. Participants receive essential supplies as well as guidance and support from the Foster Team to ensure the fostering process results in a meaningful and successful adoption match.

Shelter dogs benefit from this program as they get to decompress from the shelter environment and show off their unique quirks and personalities, giving the fosters an opportunity to explore if the dog will be a good fit for the family. If the match is not a good fit and the shelter pet returns, we are still able to gather invaluable information about the dog so we can pass along the information to future adopters.

During this quarter, a total of eighty-six (86) dogs participated in our Foster-toAdopt Program. These animals were supported by ninety-nine (99) homes, reflecting that some dogs may have participated in the Foster-to-Adopt more than once. Successful adoption placement of 53 dogs resulted from this program.

As part of the program, staff gathers and reviews statistics inclusive of the number of participants, reasons for not adopting, and the return rate pets adopted. As with any programming, analysis is based on quantitative as well as qualitative information.

This quarter, Micah (A1848480) and Bronx (A1863402) found their forever home together through our Foster-to-Adopt Program. Both dogs came to OC Animal Care under different circumstances but formed a strong bond in playgroup.

When Micah struggled to adjust at home, his foster asked if he had a buddy, and welcomed Bronx too! Micah and Bronx’s bond deepened as they leaned on each other while adjusting to their new home. The foster could see their unique bond and made the decision to finalize their adoptions. Now, these best friends enjoy playtime every day in their big backyard.

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2911
_____________________________________________________________________ 11 | Page
Large Dog Foster Program
The Dog Foster Program provides shelter pets with a much-needed break from their routine by enjoying a "stay-cation" in a foster parent's home. Our foster caretakers complete an application and are paired with a shelter pet based on preference and abilities. Fosters are provided with essential supplies (i.e. martingale collar, ID tag, food, and leash) and support from our foster team with weekly check-ins, training guidance, and resources.

Foster dogs are continuously promoted as being available for adoption on our website and through social media from photos, videos and information gathered during weekly check-ins. Foster dogs are provided with extra opportunities to find their forever homes by attending off-site adoption events. During this quarter, a total of eleven (11) dogs participated in our Large Dog Foster Program.

Nala (A1943337) taking a nap on a rainy day.

Recommended Action: The Committee receives and files the report.

Item: 12
2912
_____________________________________________________________________ 12 | Page
Volunteer Program
This report summarizes this quarter’s activities for OC Animal Care’s Volunteer Program and includes contribution hours, program enhancements/ opportunities, and volunteer participation. Volunteers contributed to exercising, grooming, handling, training, socializing, and enrichment for available animals.

They also helped with cleaning, laundry, socializing and caring for kittens in the nursery, plus volunteering at our monthly Pet Food Pantry. Volunteers also showcased dogs and cats/kittens at our numerous offsite and onsite adoption and educational events. Additional duties included providing care, feeding, and adoption support at our offsite cat location in partnership with Petco.

Volunteer Contribution Hours this Quarter:

Total Volunteers with Service: 275
On-Site Volunteer Hours: 8,510
Volunteer Tasks - Hours Logged
Dog Walking/Enrichment Hours: 6,605; Cat Assistance/Enrichment Hours: 609 Other (Includes Support Services, Rabbits, Groomers, and Clinic Volunteers):
1,296. We are so proud of and grateful for our dedicated volunteers.

Volunteer Coffee
Our Volunteer Coffee meeting has been a great way for volunteers and department staff to connect. Volunteer Coffee is going strong as staff members from various teams meet once a month with our volunteers for an insightful peek into the many roles here at the shelter. This quarter’s special guest was Sam Blankenship, Kennel Manager. We also hosted our quarterly Volunteer Roundtable which was attended by a variety of staff including: Monica Schmidt, OCAC Director; Jamie Link, Operations Manager; Alexandria Su, Interim Shelter Operations Manager, and Sam Blankenship, Shelter Services Manager.

We plan to continue hosting our coffee chats and quarterly roundtables to keep communications lines strong between volunteers and staff.

Volunteer of the Month
We continue to celebrate our volunteers’ contributions by awarding Volunteer of the Month to recognize those who go the extra mile through not just hours, but dedication to our shelter pets and creating a positive influence both at the shelter and in the community. The Volunteers of the Month for this quarter were:

Item: 12
2913
_____________________________________________________________________ 13 | Page
Recommended Action: The Committee receives and files the report.

Adoption Partners Program
Through cooperative actions, the Adoption Partner Program seeks placement for animals in need of rehabilitation or additional support prior to successful placement in a permanent home. This report highlights steps taken to increase and improve adoptions and communication between OC Animal Care and Adoption Partners.

Transports
This quarter, we organized a large transfer to several of our partners in the Pacific Northwest. We did this with the support of GreaterGood Charities. They coordinated with us and other shelters to arrange for forty-eight (48) kittens and five (5) dogs to be transferred from OC Animal Care to other adoption facilities.

The selected dogs included long-time resident Frida, who had been with OC Animal Care for five (5) months.

This effort required extensive planning and collaboration. Staff and volunteers worked tirelessly to prepare crates, pack supplies, complete paperwork, and ensure a smooth departure. Thanks to this teamwork, dozens of pets found loving homes in the Pacific Northwest.

Item: 12
2914
_____________________________________________________________________ 14 | Page
Partner Updates
Our rescue team continues to streamline opportunities for communication. In addition to dedicated, shared email inboxes, the rescue team now has a dedicated phone number, (714) 796-6441, which connects directly to staff working in the Rescue Department. This helps to ensure that all communications are received and responded to in a timely manner.

Partner Adoptions
This quarter, over 700 pets were placed with non-profit rescue groups, local veterinarians, or with partner municipal and/or humane organizations. We sent out over 250 postings to our partners and networkers asking for assistance with our special needs pets, not including underage kitten postings that were shared separately by our Foster Team. Our amazing partners continue to be a big part of our success in placing animals in need.

Shelter Medical Pets Program
We continue to have the Medical Pets Program to assist injured pets requiring specialized treatment, and we continue to welcome interest from veterinarians who wish to participate. This quarter, however, our rescue partners stepped in to provide advanced medical care for the pets in need. As a result, no animals required enrollment in the Medical Pets Program during this quarter.

Item: 12
2915
_____________________________________________________________________ 15 | Page
Success Story
This quarter, OC Animal Care formed a new rescue partnership that directly led to Snoopy, a young Parson Russell Terrier mix who was surrendered to our shelter, in finding the right family for him. Despite our best efforts, Snoopy struggled to adjust to the shelter environment, so we reached out to rescue organizations for specialized placement. A rescue we had not previously worked with stepped up, in early October, and by mid-December had placed him in a perfect home for him with an experienced terrier family.

Since then, this rescue organization has continued to assist OC Animal Care by taking in several more dogs with medical and/or behavioral needs. This collaboration, and others like it, helps us by strengthening our network and expanding opportunities for pets in need of extra support.

Recommended Action: The Committee receives and files the report.

Item: 12
2916
City of Lake Forest
Animal Care Services Review
Attachment D – OCAC Statistics
62 Attachment D – OCAC Statistics
Item: 12
2917
ALL

ADULT JUVENILE
0-5 Months

ADULT JUVENILE
0-5 Months
TOTAL
A BEGINNING SHELTER COUNT: 01/01/2025 224 9 30 22 285
B Stray/At Large 2,484 530 1,118 5,305 9,437
C Relinquished by Owner 446 114 178 171 909
D Owner Intended Euthanasia**** 0 0 0 0 0
E Transferred in from Agency 3 0 0 0 3
F
Other Intakes (Includes Confiscates resulting from
bites or cruelty investigations and Disaster related
impounds) 1,334 137 370 198 2,039
G Return From Foster*** 520 96 37 2,688 3,341
H TOTAL LIVE INTAKE (B+C+D+E+F) 4,267 781 5,048 1,666 5,674 7,340 12,388 I ADJUSTED TOTAL INTAKE (H-D) 4,267 781 5,048 1,666 5,674 7,340 12,388 J Adoption 1,896 528 547 2,631 5,602
K Returned to Owner 1,435 100 185 87 1,807
L Transferred to another Agency 521 116 492 1,541 2,670 M Returned to Field (TNR Program) 0 0 0 0 0
N Went to Foster*** 518 95 27 2,665 3,305
O SUBTOTAL: LIVE OUTCOMES (J+K+L+M) 3,852 744 4,596 1,224 4,259 5,483 10,079 P Died in Care 11 13 40 88 152
Q Lost in Care 0 0 0 3 3
R Shelter Euthanasia 234 22 447 1,182 1,885
S Owner Intended Euthanasia**** 0 0 0 0 0
T SUBTOTAL: OTHER OUTCOMES (P+Q+R+S) 245 35 280 487 1,273 1,760 2,040 U TOTAL ASILOMAR OUTCOMES (O+R) 4,086 766 4,852 1,671 5,441 7,112 11,964 V ENDING SHELTER COUNT: 12/31/2025 222 7 22 38 289

ASILOMAR LIVE RELEASE RATE/PERCENTAGE
(J+K+L+M)/U* 94.27% 97.13% 94.72% 73.25% 78.28% 77.10% 84.24%

SAVE RATE/PERCENTAGE
O/(O+T)** 94.02% 95.51% 94.26% 71.54% 76.99% 75.70% 83.17% Adult
Dogs
Juvenile
Dogs
All Dogs Adult Cats Juvenile
Cats
All Cats
**Save rate includes animals surrendered for euthanasia as well as animals which were lost or died in care. ***Beginning Q2 of 2023, foster count is included in the shelter reports. However, the animals returning or leaving to foster are NOT included in the Live Release Rate or Save Rate calculation.
****Proof of animal suffering impacting life quality or aggressive behaviors presenting a risk to public safety are required by owners requesting this service.
1630 Victory Road, Tustin CA 92782
www.ocpetinfo.com INTAKE LIVE OUTCOMES OTHER OUTCOMES
*Live release rate was calculated by dividing the Live Outcomes by the Total Asilomar Outcomes. Note that owner surrender for euthanasia (owner intended euthanasia) and died/lost in care were removed from totals per the Asilomar accords formula.

Shelter Animals Count
National Shelter Statistics Project Data Matrix
January 1, 2025 - December 31, 2025

DOG CAT

SPECIES BY AGE
Item: 12
2918
City of Lake Forest
Animal Care Services Review
Attachment E – MVAS Annual Report 24/25
63 Attachment E – MVAS Annual Report 24/25
Item: 12
2919
ANNUAL
REPORT
24/25
Item: 12
2920

CELEBRATING TEAMWORK,

PARTNERSHIPS, AND PROGRESS
As my first year as Director draws to a close, I
find myself reflecting on what it takes to be
successful within the animal welfare industry.

Central to this reflection is the understanding
that teamwork, cooperation, and
collaboration are not merely desirable traits,
they are vital to our mission at Mission Viejo
Animal Services. It truly takes a village to
accomplish the important, life-saving work
that we do. The collective efforts of our
dedicated staff across three divisions—Animal
Care, Field Operations, and Community
Relations—have enabled us to meet our daily,
weekly, and monthly objectives while
remaining focused on our larger goals.

Equally critical is the engagement of our
volunteers. From dog-walkers to greeters to
foster parents to our HOWL group, each
volunteer contributes significantly to creating
a welcoming environment while educating
the public about wildlife conservation and
responsible animal care. Another crucial
element of our success is the relationship with
our non-profit partner, DAWG, whose
fundraising efforts are essential for providing
excellent care for our pets in need.

Collaboration extends beyond our internal
teams. It encompasses partnerships with
other agencies, sanctuaries, and rescues.

These relationships facilitate animal transfers
that create new opportunities for adoption or
safe havens for animals in need. Another
essential part of our extended team is our
local veterinarians who extend their services
to our animals for both routine and emergency medical needs. Ultimately, however, it is the support from residents across the five cities we serve that sustains our efforts. Their willingness to donate and adopt not only provides essential resources but also creates a community that values animal welfare.

This collective commitment reinforces our capacity to deliver lifesaving services and enhances the quality of care we can provide to every animal that comes through our doors.

As I look forward to the future and to continuing this journey alongside my colleagues and community members, I am excited about the opportunities that lie ahead. Together, we will harness this momentum to explore new avenues for growth, ensuring that at MVAS, every animal receives the compassionate care they deserve.

Brynn Lavison
Director of Mission Viejo Animal Services
Item: 12
2921
41PetsAwaiting
Adoption
652PetsAdopted
351PetsReturnedto
Owners
1,044Dogs & Cats
Impounded
Adoptions
At Mission Viejo Animal Services, the journey from shelter to forever home is only possible through meaningful collaborations—and none are more impactful than the ones we form with our adopters. Every adoption represents a shared success, where our work to shelter, rescue, and rehome animals is completed by the compassion of someone willing to open their heart and home.

Adopters do more than take animals home—they continue the story we began. From caring for shy pets, seniors or energetic puppies, they give animals the second chance they deserve. Many adopters stay connected by sharing updates, volunteering, or even returning to adopt again, deepening their role in our community of care.

In every adoption, we see the power of partnership. Adopters help us build a more compassionate, caring world—one happy tail at a time. We’re grateful for their trust, their love, and their ongoing collaboration in the lives of the animals we all cherish.

In fiscal year 2024/2025 we had:

Item: 12
2922

ANIMALINTAKE
& OUTCOME
Mission Viejo Animal Services accepts both domestic and wild animals, offering vital care and support to those in need. Domestic pets—including dogs, cats, and other animals—often arrive as strays, through owner surrenders, or our Mission for Home program. These animals receive medical treatment, vaccinations, enrichment, and behavioral evaluations to prepare them for adoption into loving homes.

Wildlife brought to MVAS are typically injured, orphaned, or displaced and require specialized attention. The shelter provides a safe and supportive environment for their recovery until they can be transferred to a licensed rehabilitator, wildlife rescue, or released back into their natural habitat.

Through these efforts, MVAS plays an essential role in protecting the health and well-being of both domestic pets and local wildlife.

DOMESTIC &WILD LIVE

INTAKE BYTYPE
715 STRAY
151 OWNER RELINQUISH
73 QUARANTINE
32 RETURNED ADOPTIONS
130 MISSION 4 HOME
1044 WILDLIFE

DOMESTIC &WILD LIVE

OUTCOME BYTYPE
652 ADOPTION
351 RETURN TO OWNER
79 SENT TO RESCUE
594 WILDLIFE TRANSER
410 WILDLIFE RELEASE
6 BEHAVIOR EUTHANASIA
21 HEALTH EUTHANASIA
Item: 12
2923

LIVEINTAKE

BY CITY
Item: 12
2924
Field Services
In the face of adversity, our Field Services team
demonstrated the true power of collaboration.

When the devastating LA wildfires broke out in
January, our team was among the first to respond.

Under the leadership of Mission Viejo Animal
Services, efforts were coordinated with various
animal control agencies from throughout the state
and national animal welfare groups to protect
animals and assist affected communities. Careful
planning and proactive response strategies
enabled a quick, well-coordinated deployment
that minimized animal suffering and delivered vital
support to the community when it was needed
most. The department led responding animal
control agencies from across the state in reuniting
pets with owners, sheltering displaced animals
and managing vital resources. These alliances allowed us to rapidly expand our ability to provide a safety net for pets and wildlife impacted by the fires. Collaboration was not just a strategy, it was a lifeline.

Item: 12
2925
We work in close coordination with
CalAnimals, California’s leading
statewide animal welfare association,
which supports animal shelters,
control agencies, and rescues
through advocacy, training, and
emergency response coordination.

MVAS Manager, Kyle Werner proudly
serves on CalAnimals’ Emergency
Management Committee, a team of
animal welfare leaders who deliver
specialized training to jurisdictions
across the state. This committee
supports planning, preparedness,
and direct response assistance to
disasters throughout the state and
beyond. It also contributes to other
critical field service areas, helping
raise the standard of care and
preparedness across California.

In addition to emergency response, Field Services made important strides in animal cruelty enforcement this year. Our ongoing partnership with the District Attorney’s Office proved vital in successfully prosecuting several complex cruelty and neglect cases. By working hand-in-hand with legal experts, our officers were able to build stronger cases, advocate for victims, and pursue justice more effectively than ever before.

We are also proud of our ongoing collaboration with neighboring agencies, including Coastal Animal Services Authority, Laguna Beach Animal Shelter, and the Irvine Animal Care Center. From providing mutual aid during emergencies to sharing expertise and resources, our teams consistently show up for one another. This spirit of cooperation ensures that no agency stands alone when challenges arise.

Whether responding to natural disasters or standing up for the voiceless in court, this past year reminded us that collaboration fuels our mission. Field Services continues to lead with compassion, resilience, and a commitment to teamwork that elevates every aspect of our work.

Nanuk
Before After
Item: 12
2926

COMMUNITY

RELATIONS & DISPATCH
Collaboration is at the core of how the Community Relations and Dispatch team at Mission Viejo Animal Services delivers exceptional service to the communities we serve. Operating seven days a week, this team is the first point of contact for residents across our contract cities, managing a continuous flow of calls, emails, and licensing services while connecting the public to the full scope of our programs and services.

The smooth operation of the entire department is supported by this team’s ability to coordinate seamlessly with every division within our organization. Ongoing communication with Animal Care Technicians ensures accurate and compassionate responses regarding adoptable pets and owned animals in our care. Dispatch serves as the vital link between the public and our field officers, ensuring calls for service are accurately assessed and routed. Their effective coordination is essential to timely, safe, and efficient field operations strengthening collaboration across the entire MVAS team.

In close partnership with our pet licensing team, customer relations staff process pet licenses and respond to inquiries while clearly communicating city policies to the public. Volunteers also contribute to this collaborative model. Front office staff train and guide volunteers who assist with customer inquiries at the counter, ensuring consistent, knowledgeable service that aligns with MVAS standards. Cross-training across departments has further strengthened the team’s ability to resolve inquiries quickly, accurately, and with care.

These daily collaborations not only enhance the customer experience but also reinforce MVAS’s commitment to transparency, teamwork, and exceptional public service.

Item: 12
2927
211 volunteers 13,681 volunteerhours Valueof volunteer
hours: $475,962
Volunteer Program
Collaboration is at the heart of Mission Viejo Animal Services, where volunteers and staff work hand in hand to ensure every animal receives the care, comfort, and attention they need.

Volunteers at MVAS play an important role in making sure the animals are happy, healthy, and well cared for. They work side by side with shelter staff, all focused on the same goal—giving every animal the love, care, and attention they need until they find a forever home. In addition to walking dogs, assisting with cleaning and feeding, and helping socialize animals, volunteers also support the shelter in many other ways. They educate the public about programs and services provided, local wildlife, and how to peacefully co-exist. In addition they greet and direct visitors and help at the front office by answering calls and assisting the public. By combining the staff’s skills with the volunteers’ time and heart, we form a strong team that not only improves quality of life at the shelter but also helps more animals get adopted into forever-loving homes.

Item: 12
2928
13,540fosterhours 110Animals infoster
FOSTER

PROGRAM
Mission Viejo Animal Services boasts an engaging foster program filled with fantastic families who provide exceptional care and socialization for a diverse range of animals. Our experienced foster families take on essential roles, including bottle-feeding newborn kittens, assisting pregnant cats and dogs during the birthing process, and nurturing kittens and puppies who require extra time to grow and develop until they are ready for adoption. Our staff collaborates closely with these foster families to ensure that every animal is thriving and progressing well. Additionally, we offer support to foster families to ensure they feel comfortable and empowered as they nurture and socialize the animals in their care.

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2929
Mission Viejo Animal Services takes great pride in collaborating with a variety of veterinarians in our community. While our dedicated and compassionate Animal Care team is equipped to provide basic treatments on-site, our partner veterinarians perform thorough physical examinations, administer medical treatments, and carry out spay and neuter surgeries for our animals.

For more complex procedures, we rely on strong collaboration with specialized veterinary partners and our non-profit group DAWG to ensure each animal receives the expert care they need. This collaborative network allows us to extend our capabilities and provide the highest standard of medical care.

Once pets return to the shelter, our Animal Care Technicians continue their recovery according to the veterinarian's instructions until they are healthy, thriving, and ready for their forever homes. This partnership and teamwork are at the heart of every successful adoption story Partner Veterinarians
Johnny’s Happy
When a local homeless resident living out of
her car needed help, our team stepped in with
compassion and care. She had eight terriers in
her vehicle, and after several conversations,
she made the difficult but selfless decision to
surrender four of them—giving them a chance
at a healthier, safer life.

One of those dogs was Johnny. He arrived with
a severe eye infection that had gone untreated
for too long. With the support of DAWG,
Johnny was taken to an eye specialist who
determined that his eye couldn’t be saved and
performed surgery to remove it. Thanks to the
specialized care of our partner veterinarians
and the meticulous care of our dedicated
Animal Care Technicians, Johnny recovered
beautifully.

Today, Johnny pictured here with his new mom
is thriving in a loving home with a family who
saw beyond his scars and fell in love with his
resilient spirit. His story is a powerful reminder
of the healing impact of compassion—and the
difference we can make, one life at a time.
tale
Item: 12
2930

EDUCATION &

OUTREACH
Our community outreach is built on strong collaboration with the public, working together to create a safer, more compassionate environment for people and animals alike. We believe education is essential to caring for and protecting pets and local wildlife, and through our outreach, we aim to build a more informed and responsible community.

We promote responsible pet ownership, provide bite prevention education, highlight our programs and services, and empower the public to coexist respectfully with both domestic animals and wildlife.

While we respond to wildlife calls and coordinate rescues, our lasting impact comes from ongoing education. We partner with organizations such as the California Department of Fish & Wildlife, OC Birds of Prey, Wetlands & Wildlife, The Irvine Ranch Conservancy, OC Parks, wildlife rehabilitators, and veterinarians to deliver accurate, engaging information. These partnerships allow us to provide presentations at schools, city events, and community programs—teaching residents how to identify local species, respond to wildlife encounters, and support conservation efforts. Our partners also help bring this work to life by sharing their expertise and offering the public a firsthand look at efforts to protect native species.

Through collaboration, MVAS not only responds to wildlife in need but also builds a community through education and outreach that values and respects the natural world and the animals we share it with.

Item: 12
2931
502pets vaccinatedat
drivethroughclinics
856vaccinesadministeredat
drivethroughclinics
Pet Licensing
This year, our dedicated pet licensing staff processed over 36,334 pet licenses. Their commitment to excellent customer service and community engagement helps ensure pets are safe, licensed, and protected. A current pet license is a pet’s ticket home—it’s often the fastest way to reunite lost pets with their families.

In collaboration with Vetcare Pet Clinic, we hosted four low-cost drive-through vaccine clinics, providing pet owners with accessible vaccinations—helping them protect their pets, meet licensing requirements, and keep their records current. These events improve access to essential care, prevent disease, and educate owners on the importance of licensing, microchipping, and regular veterinary visits.

Thanks to this collaborative effort, the clinics were a tremendous success, with hundreds of pets receiving vital vaccinations that support their long-term health and well-being. 36,334
Pet Licenses
Processed
Item: 12
2932

ANIMAL CARE
Every day, our Animal Care Technicians work collaboratively to provide the highest quality care and support for the animals at Mission Viejo Animal Services. Each technician brings unique strengths and valuable experience in areas such as veterinary medicine, animal handling, wildlife care, photography, technical skills, and customer service. Together, they care for a diverse range of animals—including dogs, cats, rabbits, guinea pigs, reptiles, and native wildlife like opossums, squirrels, raccoons, and birds.

This dedicated team follows proper husbandry practices, ensures appropriate diets, and handles every animal with care and safety in mind. They also focus on socializing each animal and getting to know their individual personalities to help find the best possible forever home. Our Animal Care Technicians review and approve adoption applications, working closely with potential adopters to ensure the right match.

Adoptable pets benefit from enrichment activities that provide essential mental and physical stimulation—made possible through close collaboration with our incredible volunteers.

Through these combined efforts, the Animal Care Team continually elevates the standard of care and helps improve the lives of every animal that enters our shelter.

Item: 12
2933

MISSION FOR HOME
Mission Viejo Animal Services is proud to partner with an expanding array of shelters and rescues, both locally and beyond, through our “Mission for Home” rescue program. With the support of DAWG covering all related expenses, our team is able to rescue and save animals from overcrowded, high-kill shelters, giving them a new lease on life. In addition to our ongoing collaboration with the Riverside County Department of Animal Services, we frequently work alongside Ghetto Rescue Foundation, Promise for Paws and other rescue non-profit groups. This partnership allows us to rescue animals both locally and out-of-state, helping to save more lives and connect these animals with their forever homes.

This year, we teamed up with a rescue called Dogtown Ranch in rural Texas to assist our longest resident, Freedom, in finding his forever home. Freedom was abandoned in our area on the 4th of July, arriving with an old injury that made him hesitant and reserved due to his challenging past.

However, with time and the extra love and care provided by our staff and volunteers, Freedom adapted well to shelter life. Unfortunately, he did not attract the attention of potential adopters.

Now, he has found a new space on a spacious property where he can enjoy plenty of room to roam and companionship with other dogs while he waits for his forever home.

Freedom
Item: 12
2934
DAWG
This sweet pup’s life was saved not once, but twice, thanks to DAWG. First, she was rescued through the Mission for Home program. Then, she was diagnosed with a serious heart condition and needed a pacemaker to survive. Thanks to DAWG, she received the life-saving surgery she desperately needed.

Today, she’s thriving—living her best life with a loving new family. Her journey wouldn’t have been possible without the generosity of DAWG and their incredible donors who gave her a second chance at life.

Dedicated Animal Welfare Group (DAWG) deeply values the ongoing partnership with Mission Viejo Animal Services . Over the past year, our collaborative efforts have created meaningful impacts and helped improve the lives of countless animals in our care.

Monthly participation by Director Brynn Lavison and Animal Care Supervisor Courtney Dustin at DAWG Board meetings has significantly strengthened communication, enabling us to better understand the shelter’s needs and provide timely support—particularly in funding critical medical care.

This spirit of collaboration has extended to creative efforts as well. Giselle Leal, Animal Services Supervisor for Community Relations at the center, recently designed a vibrant, eye-catching flyer for inclusion in MVAS’s licensing mailer and refreshed DAWG’s logo with a bold new look. We hope these initiatives will help increase donations, allowing us to support even more animals in need.

Together, DAWG and MVAS are achieving
remarkable outcomes. Through collaboration, we are
not only saving lives—we are shaping a brighter
future for the animals in our community.

Tracy Walker
DAWG President
Daisy Duke’s Happy tale
Item: 12
2935
City of Lake Forest
Animal Care Services Review
Attachment F – Sample MVAS Quarterly Statistics
64 Attachment F – Sample MVAS Quarterly Statistics
Item: 12
2936
Item: 12
2937
Item: 12
2938
ATTACHMENT 3
Item: 12
2939

AGREEMENT FOR PROVISION OF

OC ANIMAL CARE SERVICES

BETWEEN

COUNTY OF ORANGE
AND
CITY OF «COMPANY»
«START_DATE» THROUGH «END_DATE»
THIS AGREEMENT entered into this «START_DAY» day of «START_MONTH» «START_YEAR», which date is enumerated for purposes of reference only, is by and between the COUNTY OF ORANGE, a political subdivision of the State of California (“COUNTY”) and the CITY OF «COMPANY»«MUNI_CORP» (“CITY”). This AGREEMENT shall be administered by County of Orange OC Community Resources (“ADMINISTRATOR”). COUNTY and CITY may be referred to individually as a “PARTY” and collectively as the “PARTIES.” W I T N E S S E T H:

WHEREAS, COUNTY owns, and through OC Animal Care operates, an animal care shelter facility at 1630 Victory Road, Tustin, California (“SHELTER"); and WHEREAS, CITY wishes to contract with COUNTY for the provision of the Animal Care Services described herein; and
WHEREAS, COUNTY is willing and able to provide such services on the terms and conditions hereinafter set forth:

NOW, THEREFORE, IT IS MUTUALLY AGREED AS FOLLOWS:
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Item: 12
2940
«COMPANY2» 2 of 9

CONTENTS

PARAGRAPH PAGE
Title Page .................................................................................................................................. 1 Contents .................................................................................................................................... 2 Referenced Contract Provisions ..............................................................................................3 I. Alteration of Terms .................................................................................................................. 4 II. Indemnification and Insurance ................................................................................................ 4 III. Notices ...................................................................................................................................... 5 IV. Severability ............................................................................................................................... 5 V. Status of the Parties .................................................................................................................. 5 VI. Term ......................................................................................................................................... 6 VII. Termination .............................................................................................................................. 6 VIII. Third Party Beneficiary............................................................................................................ 6 IX. Waiver of Default or Breach .................................................................................................... 7 X. Use of Shelter Upon Discontinuance of Use by County…………………………………. 7 XI. Participation of New Cities………………………………………………………………. 7 XII. Governing Law and Venue……………………………………………………………….. 8 XIII. Attorney Fees.......................................................................................................................... 8 XIV. Appropriations……………………………………………………………………………… 8
Signature Page .......................................................................................................................... 9

EXHIBIT A
I. Definitions ................................................................................................................................ 1 II. Services to be Provided by County ......................................................................................... 1 III. Payments .................................................................................................................................. 4 IV. City Managers Association Animal Care Committee ............................................................. 5 V. Laws and Regulations .............................................................................................................. 5 VI. Reports ...................................................................................................................................... 6 VII. Records ..................................................................................................................................... 7

EXHIBIT B
Animal Care Notice of Intent .................................................................................................. 1 Page //
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Item: 12
2941
«COMPANY2» 3 of 9

REFERENCED CONTRACT PROVISIONS
Term: «START_DATE» through «END_DATE»
Notices to COUNTY and CITY:

COUNTY: County of Orange
OC Community Resources
Director’s Office
1770 North Broadway
Santa Ana, CA 92706-2642
and
County of Orange
OC Community Resources
OC Animal Care Director
1630 Victory Rd.

Tustin, CA 92782

CITY: «CONTACT»
«JOB_TITLE»
City of «COMPANY2»
«ADDRESS1»
«CITY_STATE_ZIP»
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Item: 12
2942
«COMPANY2» 4 of 9
I. ALTERATION OF TERMS
This AGREEMENT, together with Exhibit A and B, attached hereto and incorporated herein by reference, fully expresses all understanding of COUNTY and CITY with respect to the subject matter of this AGREEMENT, and shall constitute the total agreement between the PARTIES for these purposes.

No addition to, or alteration of, the terms of this AGREEMENT, whether written or verbal, shall be valid unless made in writing and formally approved and executed by both COUNTY and CITY.

II. INDEMNIFICATION AND INSURANCE
A. CITY agrees to indemnify, defend and hold COUNTY, its elected and appointed officials, officers, employees, agents and those special districts and agencies for which COUNTY’s Board of Supervisors acts as the governing Board (“COUNTY INDEMNITEES”) harmless from any claims, demands, including defense costs, or liability of any kind or nature, including but not limited to personal injury or property damage, arising from or related to the services, products or other performance provided by CITY pursuant to this AGREEMENT. If judgment is entered against CITY and COUNTY by a court of competent jurisdiction because of the concurrent active negligence of COUNTY or COUNTY INDEMNITEES, CITY and COUNTY agree that liability will be apportioned as determined by the court.

Neither PARTY shall request a jury apportionment.

B. COUNTY agrees to indemnify, defend and hold CITY, its elected and appointed officers, employees, agents, directors, members, shareholders and/or affiliates harmless from any claims, demands, including defense costs, or liability of any kind or nature, including but not limited to, personal injury or property damage, arising from or related to the services, products or other performance provided by COUNTY pursuant to this AGREEMENT. If judgment is entered against COUNTY and CITY by a court of competent jurisdiction because of the concurrent active negligence of CITY, COUNTY and CITY agree that liability will be apportioned as determined by the court. Neither PARTY shall request a jury apportionment.

C. Each PARTY agrees to provide the indemnifying PARTY with written notification of any claim related to services provided by either PARTY pursuant to this AGREEMENT within thirty (30) calendar days of notice thereof, and in the event the indemnifying PARTY is subsequently named party to the litigation, each PARTY shall cooperate with the indemnifying PARTY in its defense.

D. Without limiting CITY’s indemnification, CITY warrants that it is self-insured or shall maintain in force at all times during the term of this AGREEMENT, the policy or policies of insurance covering its operations, placed with reputable insurance companies. Upon request by ADMINISTRATOR, CITY shall provide evidence of such insurance.

E. Without limiting COUNTY’s indemnification, COUNTY warrants that it is self-insured or shall maintain in force at all times during the term of this AGREEMENT, the policy or policies of insurance covering its operations, placed with reputable insurance companies. Upon request by CITY, COUNTY shall provide evidence of such insurance.

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III. NOTICES
A. Unless otherwise specified, all notices, claims, correspondence, reports and/or statements authorized or required by this AGREEMENT shall be effective:

1. When written and deposited in the United States mail, first class postage prepaid and addressed as specified on Page 3 of this AGREEMENT or otherwise directed by ADMINISTRATOR or CITY;

2. When FAXed, transmission confirmed;

3. When sent by electronic mail; or

4. When accepted by U.S. Postal Service Express Mail, Federal Express, United Parcel Service, or other expedited delivery service.

B. Termination Notices shall be addressed as specified on Page 3 of this AGREEMENT or as otherwise directed by ADMINISTRATOR or CITY and shall be effective when FAXed, transmission confirmed, or when accepted by U.S. Postal Service Express Mail, Federal Express, United Parcel Service, or other expedited delivery service.

C. Each PARTY shall notify the other PARTY, in writing, within twenty-four (24) hours of becoming aware of any occurrence of a serious nature, which may expose either PARTY to liability. Such occurrences shall include, but not be limited to, accidents, injuries, or acts of negligence, or loss or damage to any COUNTY property in possession of CITY.

D. For purposes of this AGREEMENT, any notice to be provided by COUNTY may be given by ADMINISTRATOR.

IV. SEVERABILITY
If a court of competent jurisdiction declares any provision of this AGREEMENT or application thereof to any person or circumstances to be invalid or if any provision of this AGREEMENT contravenes any federal, state, or county statute, ordinance, or regulation, the remaining provisions of this AGREEMENT or the application thereof shall remain valid, and the remaining provisions of this AGREEMENT shall remain in full force and effect, and to that extent the provisions of this AGREEMENT are severable.

V. STATUS OF THE PARTIES
Each PARTY is, and shall at all times be deemed to be, an independent contractor and shall be wholly responsible for the manner in which it performs the services required of it by the terms of this AGREEMENT. Each PARTY is entirely responsible for compensating staff and consultants employed by that PARTY. This AGREEMENT shall not be construed as creating the relationship of employer and employee, or principal and agent, between COUNTY and CITY or any of either PARTY’s employees, agents, consultants, or subcontractors. Each PARTY assumes exclusively the responsibility for the acts of its employees, agents, consultants, or subcontractors as they relate to the services to be provided during Item: 12
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the course and scope of their employment. Each PARTY, its agents, employees, or subcontractors, shall not be entitled to any rights or privileges of the other PARTY’s employees and shall not be considered in any manner to be employees of the other PARTY.

VI. TERM
A. The term of this AGREEMENT shall commence as specified on Page 3 of this AGREEMENT.

B. The term of this AGREEMENT shall be automatically renewed each July for twelve (12) additional months, for a period of five (5) years, provided no notice of termination has been given by either PARTY in accordance with the “TERMINATION” paragraph of this AGREEMENT.

VII. TERMINATION
A. COUNTY may terminate this AGREEMENT, without cause, upon twelve (12) months written notice to CITY or immediately upon default by the CITY of its obligations hereunder.

B Upon termination, both PARTIES shall be obligated to perform such duties as would normally extend beyond this term, including but not limited to, obligations with respect to confidentiality, indemnification, audits, reporting and accounting.

C.. The obligations of COUNTY or CITY under this AGREEMENT are contingent upon the provision of sufficient funding for the services hereunder in the applicable budgets approved by the Board of Supervisors and the CITY’s City Council. In the event such funding is subsequently reduced or not appropriated, either PARTY may terminate this AGREEMENT upon thirty (30) calendar days written notice to the other PARTY. CITY acknowledges that the sharing of costs among the COUNTY and all contracting cities provides cost efficiencies and operational savings to COUNTY and each contracting city, and that COUNTY and each contracting city have entered into their services agreements in reliance on such shared costs and resulting savings. CITY further acknowledges that the withdrawal by CITY from the program would increase the financial burden of services on COUNTY and all remaining contracting cities, and acknowledges and agrees that it is the current intent of CITY to acquire Animal Care Services from the COUNTY pursuant to this AGREEMENT for a term of at least five (5) years, and that other cities acquiring services from the COUNTY are relying on CITY’s stated intention and the sharing of costs with CITY in electing to acquire similar services. CITY acknowledges and agrees that this AGREEMENT is contingent upon other local cities entering into similar agreements with the COUNTY to provide Animal Care Services for a period of five (5) years, and that this AGREEMENT will not be effective until other cities enter into similar agreements with the COUNTY to provide an estimated annual aggregate of at least 75% of the dollar value of Animal Care Services provided to contract cities during the twelve months prior to execution of this AGREEMENT.

VIII. THIRD PARTY BENEFICIARY
Neither PARTY intends this AGREEMENT to create rights hereunder in any third parties including, Item: 12
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but not limited to, any subcontractors or any clients provided services hereunder.

IX. WAIVER OF DEFAULT OR BREACH
Waiver of any default shall not be considered a waiver of any subsequent default. Waiver of any breach of any provision of this AGREEMENT shall not be considered a waiver of any subsequent breach.

Waiver of any default or any breach shall not be considered a modification of the terms of this AGREEMENT.

X. USE OF SHELTER UPON DISCONTINUANCE OF USE BY COUNTY
A. The SHELTER, which is owned and operated by COUNTY, shall be used by COUNTY for the provision of services for contracting cities and COUNTY unincorporated areas, as needed, pursuant to the terms of current and future services agreements. In the event COUNTY elects to discontinue usage of the SHELTER for animal sheltering purposes prior to December 31, 2066, COUNTY shall offer to those CITIES then currently contracting with COUNTY, whose AGREEMENTS contain this provision, to receive services pursuant to a services agreement the opportunity to lease the SHELTER strictly for animal sheltering purposes until such date, at a costs of $1.00 per year plus all rental costs, if any, owed to South Orange County Community College District (SOCCCD) pursuant to the Ground Lease entered into between COUNTY and (SOCCCD).

B. Each and every CITY exercising this option shall be responsible for all operational costs; utility costs; maintenance, alteration, repair, and improvement costs; and any other costs of sustaining and operating an animal shelter at the site and shall indemnify COUNTY for any costs or liabilities resulting from or relating to the site. Upon exercise of the option, the COUNTY and the optioning CITIES shall use best efforts to negotiate mutually agreeable terms for the resulting lease. If the PARTIES cannot agree to mutually agreeable terms within one hundred and eighty (180) days after the exercise of the option, the option will terminate. The option provided for in this subsection is exclusive to those CITIES described above and may only be exercised collectively by those CITIES that elect to exercise the option or, if only one CITY wishes to do so, by that single electing CITY. The option must be exercised, if at all, within one hundred and eighty (180) days after COUNTY notifies CITIES of its decision to discontinue use of the SHELTER for animal sheltering purposes. The option provided herein shall be contingent upon the ground lease not terminating by its terms prior to COUNTY obtaining fee hold possession of the site.

C. In the event COUNTY does not yet have fee hold possession of the site as of April 29, 2034, the expiration date of the ground lease, COUNTY shall, at least six months prior to that date, consult with those CITIES then contracting with COUNTY for SERVICES regarding proposed methods of accessing continued use of the site.

XI. PARTICIPATION OF NEW CITIES
A. After full execution of this AGREEMENT, cities not a PARTY to this AGREEMENT (either Item: 12
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new cities or cities previously a PARTY to this AGREEMENT whose AGREEMENT has terminated) may be added to the COUNTY’s Animal Care Services program at the discretion of and under terms deemed acceptable by the COUNTY. If such new or returning city requests to participate in the Animal Care Services program, and COUNTY elects to provide Animal Care Services to such city, such city will be required to pay all, or, if such expansion is necessitated by the participation of multiple new and/or returning cities, its pro rata portion, of the costs of any SHELTER expansion attributable to such city’s anticipated use of the SHELTER. If the COUNTY determines, at its sole discretion, that no expansion is required to accommodate a new or returning city, said city or cities shall be required to pay, in addition to actual annual costs, 5% of its Notice of Intent (see Exhibit A, Section II.A)for shelter maintenance and repair which shall be used by COUNTY to defray the cost of capital projects for the current PARTIES to this Agreement whose contracts did not terminate. CITY payment of 5% above annual Notice of Intent shall be limited to the term of this AGREEMENT. For the sake of clarity and avoidance of misunderstanding, new or returning cities will not be offered the option to lease SHELTER facilities pursuant to the “USE OF SHELTER UPON DISCONTINUANCE OF USE BY COUNTY” paragraph of this AGREEMENT.

XII. GOVERNING LAW AND VENUE
This AGREEMENT has been negotiated and executed in the State of California and shall be governed by and construed under the laws of the State of California. In the event of any legal action to enforce or interpret this AGREEMENT, the sole and exclusive venue shall be a court of competent jurisdiction located in Orange County, California, and the PARTIES hereto agree to and hereby submit to the jurisdiction of such court, notwithstanding Code of Civil Procedure Section 394. Furthermore, the PARTIES specifically agree to waive any and all rights to request that an action be transferred for trial to another county.

XIII. ATTORNEY’S FEES
In any action or proceeding to enforce or interpret any provision of this AGREEMENT, or where any provision hereof is validly asserted as a defense, each PARTY shall bear its own attorney's fees, costs and expenses.

XIV. APPROPRIATIONS
During the term of this AGREEMENT, for each fiscal year, CITY shall make reasonable efforts to adopt all necessary budgets and make all necessary appropriations for all payments due hereunder. To the extent COUNTY has not terminated this AGREEMENT as provided hereunder, the CITY shall continue to make reasonable efforts to make all payments required hereunder. [SIGNATURE PAGE FOLLOWS.]
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IN WITNESS WHEREOF, the PARTIES have executed this AGREEMENT in the County of Orange, State of California.

CITY OF «COMPANY» «MUNI_CORP»
BY: DATED:
«TITLE1»
ATTEST:

BY: DATED:

CITY CLERK
APPROVED AS TO FORM:

BY: DATED:

CITY ATTORNEY

COUNTY OF ORANGE
BY: DATED:

TITLE:

APPROVED AS TO FORM:

OFFICE OF THE COUNTY COUNSEL

ORANGE COUNTY, CALIFORNIA
BY: DATED:

DEPUTY
Item: 12
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«COMPANY2» 1 of 7 EXHIBIT A

EXHIBIT A

TO AGREEMENT FOR PROVISION OF

OC ANIMAL CARE SERVICES
WITH
CITY OF «COMPANY»
«START_DATE» THROUGH «END_DATE»
I. DEFINITIONS
A. "Actual Cost" means all COUNTY expenditures, including indirect charges, for providing Animal Care Services to CITY pursuant to this AGREEMENT.

B. "Animal Care Notice of Intent" means the document, signed by authorized representatives of COUNTY and CITY, which specifies all Animal Care Services COUNTY intends to provide to CITY, the estimated cost of the services, and the effective date.

C. "Animal Care Service(s)" means one or more service to be provided by COUNTY to CITY, as specified, by category, in Paragraph II.B. of Exhibit A to this AGREEMENT.

D. "Fee Revenue" means revenue collected by COUNTY for Animal Care Services provided by COUNTY to CITY pursuant to this AGREEMENT.

E. "Fiscal Year" means a twelve (12)-month period from July through June.

F. "Net Cost" means Actual Cost minus Fee Revenue.

G. "Service Details" mean the activities performed by COUNTY within an Animal Care Service category.

II. SERVICES TO BE PROVIDED BY COUNTY
A. ANIMAL CARE NOTICE OF INTENT

1. Annually, by March 1, CITY shall identify which of the Animal Care Services, specified below in subparagraph II.B. of Exhibit A to this AGREEMENT, CITY would like COUNTY to provide during the next Fiscal Year. CITY and COUNTY may agree to individualized levels of Service Details within the Animal Care Services selected. Requests for individualized levels of Service Details will only be considered by COUNTY if the resulting service level will not conflict with state or federal statutes and will not endanger public health.

2. Annually, by April 1, COUNTY shall prepare and send to CITY an Animal Care Notice of Intent which shall include, but not be limited to, a list of Animal Care Services, and individualized Service Details, if any, COUNTY agrees to provide, estimated costs for said services, and the start date for those services. COUNTY shall provide the Animal Care Services specified in the Animal Care Notice of Intent signed by both ADMINISTRATOR or designee, and an authorized representative of CITY.

3. Upon mutual AGREEMENT of CITY and COUNTY, COUNTY may prepare a new or Item: 12
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amended Animal Care Notice of Intent at any time, may change due dates specified in subparagraph II.A.1. and II.A.2. of Exhibit A to this AGREEMENT, and may modify the format of the Animal Care Notice of Intent attached to this AGREEMENT as Exhibit B.

B. ANIMAL CARE SERVICES – COUNTY provides the following seven (7) categories of Animal Care Services. COUNTY shall provide to CITY the Animal Care Services specified on the most current, Animal Care Notice of Intent for the Fiscal Year, signed in accordance with subparagraph II.A.2. of this Exhibit A to the AGREEMENT. Each category of service includes Service Details which may be added or changed by ADMINISTRATOR upon six (6) months prior notification to CITY. However, any new Service Level Details not required by law and which were not contemplated or included in the Animal Care Notice of Intent approved by the PARTIES and in place at the time of the proposed change(s) shall require twelve (12) months prior notice to CITY, and CITY may opt in of the New Service Level Details.

1. ANIMAL CONTROL SERVICES – Animal Control Services include, but are not limited to, emergency response service; patrolling; impounding of stray animals and of owner-released animals; animal cruelty investigations; animal bite investigations; citation issuance; field release to owner and impound fee collection for impounded animals; quarantine activities including home checks of animals involved in bites; site inspections required to comply with vicious dog ordinances; emergency transportation of injured, impounded animals to a veterinarian; impounding of deceased animals for disposal; responses to requests for assistance from law enforcement and CITY officials regarding suspected criminal activities or zoning violations related to animals; advice to residents regarding wildlife management or other animal concerns, not to include wildlife eradication or relocation services; injured wildlife pick-up; animal license issuance and renewal, fee collection and payment services; customer support regarding animal licensing; animal license billing; and delinquent animal license follow-up; assistance to residents regarding potentially dangerous and/or vicious animals; impound data entry; and impound animal photography.

2. ANIMAL CARE SPECIAL SERVICES
a. Animal Care Special Services include, but are not limited to animal license issuance and renewal; fee collection and payment services; customer support regarding animal licensing; animal license billing; delinquent animal license follow-up; digital canvassing to locate and license unlicensed animals; inspection of animal-related businesses in CITY jurisdiction in response to complaints and in accordance with COUNTY established inspection schedules; and when applicable, issuance of animal permits for private homes.

3. ANIMAL CARE SHELTER SERVICES
a. Animal Care Shelter Services for animals impounded by OC Animal Care include, but are not limited to, retention of impounded animals at COUNTY’s Animal Care Shelter (Shelter), public display of animals to allow owner identification; contact of owners when animals are wearing identification; sale or release of impounded animals to residents; animal evaluation for adoption; Item: 12
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reasonable effort toward animal placement; public education; volunteer services; rescue group coordination; euthanasia and disposal of animals that are neither redeemed nor adopted; veterinary services and spay/neuter surgeries consistent with standards established by the California Veterinary Medical Board; and necropsies on animals that die under suspicious circumstances or at the request of law enforcement.
b. CITY may request additional retention days for healthy, non-aggressive impounded animals. Additional retention days will be offered to CITY upon written approval by COUNTY’s OC Community Resources Director, or designee, on a space available basis only. c. COUNTY agrees to maintain its Shelter in a humane manner, keep said premises in a clean condition at all times, and use humane methods of care. d. No animals may be donated, sold or otherwise released for the purposes of experimentation, research or vivisection.

4. BARKING DOG COMPLAINT SERVICES – Barking Dog Compliant Services include, but are not limited to, receipt of barking dog complaints from residents, customer assistance regarding barking dog complaints, issuance of citations, and administrative hearings in response to complaints received by COUNTY for barking dogs within jurisdiction of CITY.

5. STANDARD LICENSING SERVICES – Standard Licensing Services include, but are not limited to, animal license issuance and renewal, fee collection and payment services; customer support regarding animal licensing; animal license billing; and delinquent animal license follow-up.

6. CITY LICENSE SERVICES
a. City License Services include, but are not limited to, issuance of CITY animal licenses at the time of adoption or redemption by owners. CITY shall provide CITY licensing tags to COUNTY.

COUNTY shall provide quarterly licensing reports to CITY. b. CITY shall make its best effort to provide updated animal licensing information to COUNTY.

7. ANIMAL IMPOUND SERVICES – Animal Impound Services include, but are not limited to, data entry of impound information for each live or deceased animal from CITY, impound animal photography for each live animal, owner notification of impounded animal, and posting of animal photographs on COUNTY website. COUNTY shall receive CITY animals at Shelter at times arranged by COUNTY.

C. COUNTY shall notify CITY of COUNTY’s hours of operation for Animal Care Services.

COUNTY may adjust hours of operation for Animal Care Services upon ninety (90) calendar days prior notification given to CITY.

D. Animals which are being retained for criminal prosecutions, except for violations of animal control regulations and/or ordinances pursuant to this AGREEMENT, are not to be construed as held pursuant to the services provided under this AGREEMENT; housing will be provided at the discretion of COUNTY and at COUNTY’s usual and customary charges for such housing.

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E. To facilitate the performance of services, COUNTY shall have full cooperation and assistance from CITY, its officers, agents and employees.

III. PAYMENTS
A. BASIS FOR PAYMENT

1. CITY shall pay COUNTY the Net Cost of providing Animal Care Services specified in Animal Care Notice of Intent for CITY signed in accordance with subparagraph II.A. CITY Net Costs may include services/supplies procured but not yet delivered within the Fiscal Year.

2. The methodology for determining CITY's Actual Cost of Animal Care Services shall be provided to CITY annually in accordance with the Reports paragraph of this AGREEMENT. CITY shall adopt Animal Care Services fees consistent with the most recent animal care services fees approved by the County of Orange Board of Supervisors (the “COUNTY FEES”) which fee amounts will be charged for Animal Care Services within CITY’s jurisdiction and shall be used in determining CITY's Actual Cost of Animal Care Services. If CITY wishes to adopt fees which are different from the COUNTY FEES, CITY shall notify COUNTY of the applicable fee amounts to be charged for Animal Care Services within CITY’s jurisdiction (the “CITY FEES”) and CITY FEES will be charged for Animal Care Services within CITY’s jurisdiction and shall be used in determining CITY's Actual Cost of Animal Care Services.

3. COUNTY shall record and retain all Fee Revenue derived from providing Animal Care Services to CITY. CITY’s Fee Revenue shall be credited to CITY’s Actual Cost of Animal Care Services.

COUNTY shall have all fee collection powers of CITY and shall receive full cooperation from CITY to enable efficient enforcement of fee collection.

B. PAYMENT SCHEDULE

1. Each Fiscal Year, CITY shall pay COUNTY in arrears for the Net Cost of Animal Care Services provided in accordance with the following payment schedule. Billings are due from COUNTY to CITY within thirty (30) calendar days following the three-month Period specified below.

Period Billing Due Payment Due
July 1 through September 30 October 30 November 25
October 1 through December 31 January 30 February 25
January 1 through March 31 April 30 May 25
April 1 through June 30 July 30 August 25

2. Because Actual Costs may fluctuate based on service utilization during a given billing period (e.g. a hoarding case), CITY shall be billed either in equal installments based on its Notice of Intent for that year, or based on actual utilization for the period, whichever is greater for the first three quarters of the year with the final, fourth quarter billed on actual utilization for the full year of services.

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3. If payment is not received by COUNTY by the payment due date specified above in subparagraph III.B. of Exhibit A to this AGREEMENT, COUNTY may cease providing any further service under this AGREEMENT and may satisfy the indebtedness in any manner prescribed by law.

4. COUNTY may modify the payment schedule upon six (6) months written notification to CITY.

IV. CITY MANAGERS ASSOCIATION ANIMAL CARE COMMITTEE
A subcommittee of the Orange County City Managers Association representing all cities participating in OCAC services exists to facilitate communication between OCAC and the city managers and staff of participating cities regarding financial and operational matters of OCAC, including, but not limited to:
the assessment of cost options for animal care services provided under the Services Agreements; supplemental services or financial requests which result in a change to a participating city’s Actual Cost; consideration of new or adjusted fees; and other Service Details which may arise during the course of the AGREEMENT. COUNTY shall provide regular updates on operations to the City Managers Association Animal Care Committee and to a participating city upon request.

V. LAWS AND REGULATIONS
A. COUNTY shall comply with all applicable governmental laws, regulations, and requirements related to Animal Care Services, as they exist now or may be hereafter amended or changed and shall enforce federal and state statutes deemed applicable to CITY by COUNTY. Animal Care Services provided by COUNTY to CITY may be changed to comply with said laws, regulations, and requirements.

ADMINISTRATOR will make its best efforts to notify CITY of changes that may impact Animal Care Services provided through this AGREEMENT.

B. For each Animal Care Service that COUNTY agrees to provide to CITY in an Animal Care Notice of Intent, CITY shall enact and maintain in full force and effect ordinances identical to COUNTY ordinances which apply to said service, including but not limited to, those related to fees.

ADMINISTRATOR shall notify CITY of the deadline for adopting said ordinances. If COUNTY is unable to enforce an animal care ordinance because of the limitations of a CITY ordinance or failure of CITY to adopt identical ordinances related to an Animal Care Service, COUNTY may suspend provision of one or all Animal Care Services to CITY or may terminate this AGREEMENT. It is the sole responsibility of CITY to immediately notify COUNTY of any discrepancy between relevant ordinances maintained by CITY and those maintained by COUNTY.

D. If CITY wishes to maintain any relevant ordinance that is not consistent, on any point, with COUNTY ordinances, CITY shall immediately notify COUNTY of the discrepant ordinance. At the sole discretion of COUNTY, COUNTY may waive CITY enactment and maintenance of COUNTY animal care ordinances and may agree to enforce, and issue citations for violations pursuant to, the discrepant CITY ordinance. CITY acknowledges that individualized enforcement of unique CITY ordinances may result in increased costs to CITY.

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E. CITY shall notify COUNTY of its intent to add, amend, or delete any CITY animal care ordinance at least ninety (90) calendar days in advance of its addition, amendment, or deletion.

F. CITY may request that specific ordinances adopted by CITY not be enforced in CITY by COUNTY. Requests for exclusion must be submitted in writing and received by COUNTY ninety (90) calendar days prior to the requested exclusion. Requests for exclusion will only be considered by COUNTY if they are not in conflict with state statutes and do not endanger public health. COUNTY shall notify CITY, in writing, of COUNTY’s decision regarding the requested exclusion.

G. COUNTY’s OC Community Resources Director, or designee, may provide assistance to CITY in defining the manner in which enforcement of a new or amended animal care ordinance would be provided by COUNTY. Requests for assistance must be made in writing and received by COUNTY ninety (90) calendar days prior to the requested implementation of the service. If the cost of such service can be delineated and accommodated by COUNTY, COUNTY will send an amended Animal Care Notice of Intent to CITY which will include reference to the CITY ordinance.

H. CITY will reimburse COUNTY for ordinance enforcement, as specified in the “PAYMENTS” paragraph of this AGREEMENT.

VI. REPORTS
A. Each Fiscal Year, COUNTY shall provide to CITY written, quarterly reports of Animal Care Services revenue and expenses for each period specified below. Said reports will be due to CITY within thirty (30) calendar days of the month following the reporting period, in accordance with the schedule below:

Period Reports Due
July 1 through September 30 October 30
October 1 through December 31 January 30
January 1 through March 31 April 30
April 1 through June 30 July 30
B. Each Fiscal Year, COUNTY shall provide the following Animal Care Services reports to CITY by July 30:

1. A payment methodology report for Animal Care Services to be provided by COUNTY during the next Fiscal Year and

2. A Fiscal Year intake and outcome report.

C. COUNTY may change the due dates for reports specified in subparagraphs VI.A. and VI.B. above upon six (6) months written notification to CITY.

D. No less than once every three (3) years, COUNTY shall engage an external auditor to review CITY billings.

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VII. RECORDS
A. All records created or received by COUNTY in accordance with the performance of COUNTY services pursuant to this AGREEMENT are confidential. COUNTY agrees to keep said records in such form and manner as the Auditor-Controller of COUNTY shall specify. Said records shall be open for examination by CITY at all reasonable times.

B. Once each Fiscal Year, COUNTY shall deliver to CITY only the addresses of each CITY licensed animal upon demand without additional expense or cost to CITY. Any such information requested which is confidential pursuant to the terms of the Public Records Act shall be released to CITY pursuant to government code. Prior to each disclosure, CITY agrees to complete and return to COUNTY a “Confidentiality Agreement” on a form approved or provided by COUNTY. The PARTIES agree and understand that this procedure is required by the Public Records Act and necessitated to permit CITY to obtain the information required for its use, and to allow COUNTY to disclose said information. Upon receipt by COUNTY, the records requested may be released to the extent COUNTY is in possession of such records, and permitted by state law to disclose them voluntarily. //
//
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Item: 12
2955
«COMPANY2» 1 of 1 EXHIBIT B

EXHIBIT B

TO AGREEMENT FOR PROVISION OF

OC ANIMAL CARE SERVICES
WITH
CITY OF «COMPANY»
«START_DATE» THROUGH «END_DATE»

ANIMAL CARE NOTICE OF INTENT
This Animal Care Notice of Intent specifies Animal Care Services to be provided to CITY by COUNTY for the Period: «NOI_START» through «NOI_END». COUNTY agrees to provide to the City of «COMPANY2» the following Animal Care Services beginning «NOI_EFFECTIVE»:
«SERVICE1»
«SERVICE2»
«SERVICE3»
«SERVICE4»
«SERVICE5»
The total estimated cost for Animal Care Services specified above is «TOTAL_COST_».

This is a new Animal Care Notice of Intent for the Period indicated above.

This is an Amendment to an existing Animal Care Notice of Intent for the Period indicated above.

Significant Changes Since the Previous Animal Care Notice of Intent:

To the best of my knowledge, this notice specifies the Animal Care Services to be provided by COUNTY.

City of «COMPANY2» Representative and Title Date
OC Animal Care Director Date
Item: 12
2956

CITY COUNCIL AGENDA REPORT
MEETING DATE: 3/17/2026
DEPARTMENT: City Manager
SUBJECT:

FISCAL YEAR 2026-27 DRAFT ACTION PLAN AND DRAFT EXPENDITURE

PLAN FOR THE COMMUNITY DEVELOPMENT BLOCK GRANT PROGRAM
RECOMMENDED ACTION(S):

1. Approve the Fiscal Year (“FY”) 2026-27 Draft Action Plan for the Community Development Block Grant (“CDBG”).

2. Approve a 30-day public review and comment period and direct staff to return the item to City Council for final approval and adoption on May 5, 2026.

EXECUTIVE SUMMARY:

The Federal Community Development Block Grant (“CDBG”) Program is administered by the U.S. Department of Housing and Urban Development (“HUD”). CDBG is a formula entitlement grant allocated to local governments to develop viable urban communities by providing decent housing, a suitable living environment, and expanding economic opportunities, principally for persons of low- and moderate-income. To receive this annual grant, the City is required to submit an Annual Action Plan to HUD by May 15 of each year. The Annual Action Plan outlines how CDBG funds will be utilized to address the goals and objectives established in the City’s Five-Year Consolidated Plan (“Consolidated Plan”).

The draft Expenditure Plan serves as the basis for preparing the FY 2026-2027 Annual Action Plan, which is the second Annual Action Plan of the FY 2025-2030 Five-Year Consolidated Plan.

The draft Expenditure Plan, with estimated expenditures of $500,000 includes the anticipated CDBG entitlement grant amount of $500,000 for FY 2026-2027, plus unexpended funds carried forward from prior years ($0), and Revolving Loan income from 2025 of $25,000. Staff recommend the City Council provide comment on the draft FY 2026-2027 Expenditure Plan (Attachment 1) and draft FY 2026-2027 Annual Action Plan (Attachment 2). Subject to approval by the City Council, the draft Action Plan would be available for a 30-day public review and comment period. Staff would bring the final Action Plan, along with any public comments received, to the City Council for final review at the May 5, 2026, Item: 13
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City Council meeting. The Action Plan must be submitted to HUD by May 15, 2026.

BACKGROUND:

HUD regulations require the City to develop a Consolidated Plan and update the Plan every five years to participate in the CDBG Program and receive annual funding. The City contracted with Willdan to prepare the draft FY 2025- 2030 Five-Year Consolidated Plan and subsequent Annual Action Plan for FY 2026-2027. The City selected Willdan through a competitive request for proposal process consistent with the City’s Purchasing and Contracting Guidelines. The firm was selected given its vast technical expertise in preparing Consolidated Plans, Annual Action Plans, and providing CDBG consulting services for various cities throughout California.

In addition, to receive funding, HUD requires the City to submit an Action Plan on an annual basis. Willdan is preparing the required FY 2026-2027 draft Annual Action Plan, pursuant to the goals outlined in the Consolidated Plan and based on the draft Expenditure Plan included with this report. The draft Expenditure Plan details proposed funding allocations and activities the City would undertake to address the housing and community development needs and local objectives using the annual CDBG grant, any funds carried forward from grant prior years, and other housing funds (i.e., loan repayments) anticipated during FY 2026-2027 program year.

To date, HUD has not announced FY 2026-2027 grant allocations; however, for planning purposes, the City anticipates receiving $500,000 in CDBG funds for FY 2026-2027. Of this amount, 15% (i.e., approximately $75,000) may be allocated for public services (i.e., nonprofit organizations that provide a range of services in the community and whose goals align with those identified in the City’s Five-Year Consolidated Plan). In addition, 20% of the annual award amount may be used for administrative costs. The balance is typically utilized for other CDBG-eligible projects, such as the ADA Access Ramp Projects, Audible Pedestrian Signal Projects, Housing Rehabilitation Loans, and Paint Grant Programs. Staff published a Notice of Funding Availability (“NOFA”) for the FY 2026-2027 program year in the Saddleback Valley News on December 11, 2025. In addition, staff emailed notices to all current public service grant sub-recipient organizations inviting applications for FY 2026-2027.

Item: 13
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DISCUSSION:

FY 2026-2027 Annual Action Plan

1. Annual Grant Amount
To date, HUD has not announced FY 2026-2027 grant allocations; however, for planning purposes, the City anticipates receiving $500,000 in CDBG funds for FY 2026-2027. CDBG allocations fluctuate every year due to federal budgetary restrictions.

2. Public Service Programs
HUD regulations stipulate that up to 15% of the City’s annual grant may be used for public service programs that provide resources to underserved communities.

Based on the anticipated grant award amount, approximately $75,000 may be spent on public services. As with previous years, the collective amount requested by the applicants exceeds the 15% cap for public service grants.

Staff reviewed all applications with the assistance of Willdan, the City’s CDBG consultant. All applications were reviewed for completeness and evaluated in relation to the goals and objectives listed in the current Consolidated Plan as well as the draft 2025-2030 Consolidated Plan.

Staff received a total of six applications from public service organizations which qualify under the public service programs category. After a thorough review and analysis, staff’s draft recommendations for public service grant allocations are provided in Table 1 below.

Table 1: Draft FY 2026-2027 CDBG Public Service Grant Recommendations Public Service
Grant Applicant
FY 2025-2026
Grant Amount
FY 2026-27
Requested
Amount
FY 2026-27
Recommended
Amount
Percent of
Requested
Amount
Age Well Senior
Services, Inc. $6,487 $7,300 $7,000 96%
Boys and Girls
Club $7,568 $20,000 $10,000 50%
Camino Health
Center $11,892 $15,000 $15,000 100%
Families Forward $18,338 $30,000 $24,000 83%
Family
Assistance
Ministries
$11,892 $12,500 $12,000
96%
WISEPlace $0 $14,000 $7,000 50%
Totals $56,117 $98,800 $75,000 76%
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Collectively, public service programs recommended for funding include food distribution, health care services, before- and after-school childcare, and senior services. Given the value of the proposed services to the Lake Forest community, staff recommends funding public service programs at the maximum amount allowed (15% of the grant amount). Funding public services at the maximum rate is consistent with past practice and is a significant factor in advancing the goals outlined in the Consolidated Plan. Due to the delay in approving the federal 2025 budget, the City will increase or decrease proposed funding for activities by a percentage based on the final FY 2025-2026 CDBG grant.

3. Remaining Grant Allocations and Draft Expenditure Plan HUD also allows the City to allocate a maximum of 20% of the grant for program administration (e.g., salaries, consultant assistance, etc.). The City received an application from the Fair Housing Council of Orange County, a past awardee of CDBG funds. It provides fair housing services which are mandatory under HUD regulations, and it has historically provided services consistent with the City’s and HUD’s expectations. Fair housing services fall within the Program Administration category. Staff propose that $100,000 be allocated for CDBG program administration ($7,500 for the Fair Housing Council of Orange County and the remainder of $92,500 for CDBG Administration).

The remaining balance of $325,000 (i.e., grant amount of $500,000 less $75,000 for public services and $100,000 for program administration), plus program income/revolving loan funds may be spent on other CDBG eligible projects such as housing rehabilitation and preservation activities, and public facilities and infrastructure improvements in CDBG-eligible areas. All activities must comply with the City’s Consolidated Plan.

The proposed Expenditure Plan would serve as the basis for preparing the draft Action Plan. If approved by the City Council, the Expenditure Plan would be incorporated into the draft Action Plan and would be presented to the City Council on May 5, 2026, for final adoption and approval. Table 2 below provides an overview of the proposed FY 2026-2027 CDBG Expenditure Plan.

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Table 2: Overview of FY 2026-2027 Draft CDBG Expenditure Plan Estimated Funds Available Estimates
Anticipated FY 2026-2027 Grant Amount $500,000
Prior Year Carryover $0
2025 Revolving Loan Income (Approximate) $25,000
Total: $525,000
Category FY 2026-2027
Proposed Allocations
Public Services (Capped at 15%)
• 6 Organizations
$75,000
CDBG Administration (Capped at 20%)
• Fair Housing Council of Orange County
• CDBG Administration
$100,000
$7,500
$92,500
Capital Improvements
• ADA Ramp Improvements Phase 15
$95,000
Housing & Neighborhood Improvements
• Housing Rehabilitation Loans
• Paint Grant Program
$230,000
$180,000 (+ $25,000 of
Revolving Loan Income)
$50,000
Total: $525,000
The Expenditure Plan also includes capital projects. These projects serve to preserve and/or enhance public improvements or infrastructure in the community.

CDBG funded improvements must primarily benefit low- and moderate-income residents and are typically limited to specific Census Tracts. Exceptions to the focused use of CDBG funding are activities that comply with the American with Disabilities Act (“ADA”). Since FY 2004-2005, the City has utilized a portion of its annual grant to upgrade sidewalk ramps to comply with ADA regulations. The Public Works Department would like to continue the City’s comprehensive program to facilitate access by replacing old ramps with new ones that comply with Federal standards. Staff is recommending an allocation of $95,000 for Phase 15 of the citywide ADA Access Ramp Improvement Project.

Staff also recommend continuing the City’s two housing rehabilitation programs in FY 2026-2027: the Housing Rehabilitation Loan Program and the Neighborhood Paint Program. The City Council approved updates to the Policy and Procedures Manual in February 2025, which included increased loan and grant amounts. Staff is recommending $50,000 for paint grants and $180,000 for housing loans. These costs are for the loan/grant plus the cost of related administration expenditures.

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Summary/Recommendations:

As noted in this report, an Annual Action Plan is required to be submitted to HUD by the statutory deadline to continue the City’s participation in the CDBG program and receive these federal entitlement funds. At this point in the process, staff is seeking input and comments from the City Council that would be incorporated into the draft Annual Action Plan prior to its required 30-day public review. Public comments, if any, will be presented for the City Council’s consideration at the time the final Plans are presented for City Council approval on May 5, 2026.

FISCAL IMPACT:

There is no fiscal impact associated with the recommended action. Funding for the CDBG Program is provided annually by the U.S. Department of Housing and Urban Development (“HUD”). The FY 2026-2027 CDBG Grant for Lake Forest is unknown at this time. Allocation of the City’s CDBG grant for programs and projects is approved by the City Council as part of the budget adoption process.

ATTACHMENTS:

1. Draft FY 2026-27 Annual Expenditure Plan

2. Draft FY 2026-27 Annual Action Plan
Initiated By: Adrian Grijalva, Economic Development/Housing Manager Submitted By: Keith Neves, Assistant City Manager
Approved By: Debra Rose, City Manager
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ATTACHMENT 1
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CDBG Program Year 2026-27
Proposed Expenditure Plan - Public Service Applications Applicant
# of Lake Forest Residents Assisted in FY 2024-25
Proposed # Lake Forest Residents to Assist 2026-27
Services Provided
FY 2025-26 Amount Awarded
FY 2026-27 Requested Amount
FY 2026-27 Recommended Amount
% Allocation to the Anticipated Public Service Cap Amount Age Well Senior Services, Inc.
109 100
Meal Delivery for homebound and frail seniors
$6,487.00 $7,300.00 $7,000.00
9%
Boys and Girls Club
N/A 35
After School childcare for lowincome families. $7,568.00 $20,000.00 $10,000.00 13% Camino Health Center
2,280 2,400
Low-cost medical and dental services for lowincome and indigent residents $11,892.00 $15,000.00 $15,000.00
20%
Families Forward
32 25
Case management and supportive services for lowerincome residents residing in affordable housing $18,338.00 $30,000.00 $24,000.00
32%
Family Assistance Ministries
229 25
Case
management, supportive services and rent/utility assistance for lower-income residents at risk of eviction or termination of utility service
$11,892.00 $12,500.00 $12,000.00
16%
Wiseplace
N/A 9
Homeless Services - Program Supplies; professional costs of contracted property management; staff salaries N/A $14,000.00 $7,000.00
9%
SUBTOTAL: 2,650 2,594 $56,177.00 98,800 75,000 100%TOTAL PUBLIC SERVICES GRANT $75,000 TOTAL PUBLIC SERVICES PERCENTAGE TO ANTICIPATED FY 2026-27 CDBG FUNDING 15%Public Services - 15% CAP 2964
CDBG Program Year 2026-27
Proposed Expenditure Plan - Non-Public Service Programs Project/Program
Services Provided
FY 2025-26 Amount Awarded
FY 2026-27 Requested Amount
FY 2026-27 Recommended Amount % Allocation
ADA Ramp Improvements
Funds for the installation of ADA ramp improvements
$230,000 $100,000 $95,000
95%
TOTAL CAPITAL IMPROVEMENTS $95,000 TOTAL CAPITAL IMPROVEMENTS PERCENTAGE TO ANTICIPATED FY 2026-27 CDBG FUNDING 19%Project/Program Services Provided
FY 2025-26 Amount Awarded
FY 2026-27 Requested Amount
FY 2026-27 Recommended Amount % Allocation
Housing Rehabilitation Loans
Funds for the Administration of the CDBG Housing Rehab Loan Program $224,000 $200,000
$180000 (Plus
Any Revolving
Loan Income)
90%
Paint Grant Program
Funds for the Administration of the CDBG Housing Paint Program $135,000 $115,000 $50,000
43%
SUBTOTAL: $359,000 $315,000 $230,000 TOTAL HOUSING & NEIGHBORHOOD IMPROVEMENTS $230,000 TOTAL CAPITAL IMPROVEMENTS PERCENTAGE TO ANTICIPATED FY 2026-27 CDBG FUNDING 46%Capital ImprovementsHousing & Neighborhood Improvements 2965
CDBG Program Year 2026-27
Proposed Expenditure Plan - Non-Public Service Programs Project/Program
Services Provided
FY 2024-25 Amount Awarded
FY 2025-26 Requested Amount
FY 2025-26 Recommended Amount % Allocation
CDBG Admin
Funds for the Administration of the CDBG Grant
$95,624 $92,500 $92,500
93%
Fair Housing Council OC
Funds for the provision of Fair Housing and Landlord/Tenant Services $8,108 $7,500 $7,500
8%
SUBTOTAL: $ 103,732 $ 100,000 $ 100,000 100%TOTAL ADMINISTRATION $100,000.00TOTAL ADMINISTRATION PERCENTAGE TO ANTICIPATED FY 2026-27 CDBG FUNDING 20%Administration - 20% CAP 2966
ATTACHMENT 2
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Annual Action Plan
2026
1 OMB Control No: 2506-0117 (exp. 09/30/2021)
Executive Summary
AP-05 Executive Summary - 24 CFR 91.200(c), 91.220(b)

1. Introduction
The City of Lake Forest receives Community Development Block Grant (CDBG) entitlement funds annually.

CDBG was created through the Housing and Community Development Act of 1974 to develop viable urban communities by providing decent housing, a suitable living environment, and expanding economic opportunities, principally for persons of low- and moderate-income. CDBG regulations require that at least 70 percent of all CDBG funds are used to benefit low- and moderate-income residents who are members of households that earn less than 80 percent of Area Median Income (AMI).

As an entitlement jurisdiction, the City must submit the Five-Year Consolidated Plan, as required by the U.S. Department of Housing and Urban Development (HUD), by the due date of “no less than 45 days prior to the start of the grantee's program year start date”. As Lake Forest's fiscal year begins July 1st, this means the Consolidated Plan and each subsequent Annual Action Plan is due to HUD on or around May 15th each year.

The following document serves as the second of five annual action plans and covers Fiscal Year (FY) 2026- 2027. The Action Plan details the activities the City will undertake to address housing and community development needs and local objectives using CDBG funds. The City anticipates receiving $500,000 in CDBG funding for Fiscal Year 2026-2027, and roughly the same amount minus a five percent annual decrease over each subsequent year. Program income is also generated by the repayment of prior funded housing rehabilitation loans which will also be available to undertake eligible housing activities. It is estimated that approximately $300,000 annually of program income from the City’s revolving loan program will be available to support the Housing Rehabilitation Programs. For FY 2026-2027 $25,000 will be available.

2. Summarize the objectives and outcomes identified in the Plan This could be a restatement of items or a table listed elsewhere in the plan or a reference to another location. It may also contain any essential items from the housing and homeless needs assessment, the housing market analysis or the strategic plan.

During the development of the FY 2025-2029 Consolidated Plan, the following priorities were established as a High Priority Need, with the required the Objective and Outcome Category listed in parenthesis and the programs to be funded/implemented are noted by bullet point:

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• Priority 1- Affordable Housing (DH-2) [High Need]: Promote, preserve, and assist in the development of affordable housing for low- and moderate- income residents, special needs groups, those at-risk of homelessness, and disproportionately impacted residents. • Priority 2: Community Facilities and Infrastructure (SL-1) [High Need]: Improve and expand facilities and infrastructure that serve low- and moderate- income neighborhoods and residents. • Priority 3: Public Services (SL-1) [High Need]: Provide and improve access to public services for low- and moderate-income persons and those with special needs, as well as prevent and eliminate homelessness.
• Priority 4: Community Preservation Services (SL-3) [High Need]: Provide for the preservation of low- and moderate-income neighborhoods in the target areas. • Priority 5: Economic Development (EO-1) [Moderate Need]: Provide for the economic development needs of low- and moderate-income persons and neighborhood target areas. • Priority 6- Administration and Planning (SL-1) [High Need]: Provide for administration and planning activities to develop housing and community development strategies and programs needed to carry out actions that address identified needs in the Consolidated Plan in accordance with HUD regulations and provide Fair Housing services for all residents.

3. Evaluation of past performance
This is an evaluation of past performance that helped lead the grantee to choose its goals or projects.

The City’s CDBG funded programs undertaken over the last two Consolidated Plan Cycles have aided in solving neighborhood and community problems by providing a funding source for underserved needs.

Specifically, Infrastructure Improvement Projects have given low-and moderate-income residential neighborhoods an improved street infrastructure system through ADA curb cuts and ramps and the installation of Audible Pedestrian Signal Push Button lights; public services have helped the City's elderly, youth, homeless, at-risk, victims of domestic violence, and other special needs groups; residents have benefitted from Fair Housing and Tenant/Landlord Counseling Services; residents have been provided affordable housing through an affordable housing acquisition program; the housing stock has been sustained through rehabilitation of deteriorated housing units/lead-based paint testing and abatement; supportive services have been provided to homeless persons/families and/or those at risk of becoming homeless; and the Senior Center was improved with a special allocation of COVID-19 funding.

All of these projects and experiences therein have helped guide the City in choosing the goals and projects for the new Consolidated Plan Cycle. As such, the City will be continuing the priorities and projects from the last plan, as there is still an unmet need due to the limited amount of grant funds received each year.

It is anticipated that funding received in the next five years will not be sufficient to complete the entire remaining infrastructure projects needed within the low- and moderate-income areas identified in the City's Capital Improvement Plan (CIP). Moreover, affordable housing, public services, fair housing and administration are still High priority needs in the community and will therefore receive continued funding.

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As Economic Development is a Medium level priority that has somewhat more restrictive regulations attached to it, it will be included in the Consolidated Plan, but may not be funded with CDBG funds during this cycle. Instead, the City will seek to fund that activity with leveraged resources and will evaluate funding with CDBG should funds become available.

4. Summary of Citizen Participation Process and consultation process Summary from citizen participation section of plan.

City staff encouraged residents and local and regional organizations to review the FY 2026–2027 Annual Action Plan. There were several opportunities for City residents and agencies/organizations to offer input into the Consolidated Plan process, as noted below:
• A Notice of Funding Availability was published in the Saddleback News on December 11, 2025 • Applications for funding were solicited from December 12, 2025 through January 29, 2026 • A draft of the Consolidated Plan was made available for a 30-day public comment period from March 26 to April 27, 2026.
• The City Council will hold a public hearing on March 17, 2026, to obtain public comments regarding the Annual Action Plan.
• The City Council will approve the Annual Action Plan on Tuesday, May 5, 2026

5. Summary of public comments
This could be a brief narrative summary or reference an attached document from the Citizen Participation section of the Con Plan.

A summary of comments received can be found in the Appendix.

6. Summary of comments or views not accepted and the reasons for not accepting them All comments and input received by the City in the development of the Annual Action Plan were accepted and taken into consideration; there were no comments not accepted.

7. Summary
The Annual Action Plan is the expenditure plan for using CDBG funds to address identified priorities. The City’s overall objective for the CDBG program is to create a viable community by providing decent housing, a suitable living environment, and economic opportunities, principally for low- and moderate-income persons. To accomplish these objectives, the City of Lake Forest will utilize $500,000 in CDBG funds and program income during FY 2026-27 to carry out various eligible activities as detailed below:

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2026
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PR-05 Lead & Responsible Agencies – 91.200(b)

1. Agency/entity responsible for preparing/administering the Consolidated Plan Describe the agency/entity responsible for preparing the Consolidated Plan and those responsible for administration of each grant program and funding source.

Agency Role Name Department/Agency
CDBG Administrator LAKE FOREST City Manager's Office
Table 1 – Responsible Agencies
Narrative (optional)
As shown in Table 1, the City Manager's Office is primarily responsible for the preparation of the Consolidated Plan, Annual Action Plan, Consolidated Annual Performance Review reports required by HUD, as well as the overall administration of CDBG funds.

Consolidated Plan Public Contact Information
The main point of contact for the CDBG Program is:

Adrian Grijalva
Economic Development/Housing Manager
City Manager’s Office
[email protected]
(949) 282-5213
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Annual Action Plan
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Annual Action Plan
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AP-10 Consultation – 91.100, 91.200(b), 91.215(l)

1. Introduction
HUD's consolidated planning process requires jurisdictions to contact and consult with other public and private agencies when developing the Consolidated Plan and Annual Action Plan. The plans must include a summary of the consultation process, including identification of the agencies that participated in the process. Jurisdictions also are required to summarize their efforts to enhance coordination between public and private agencies.

The City sought the input of residents, city departments, non-profit organizations, program beneficiaries and service providers required to create strategic development plans for the city's needs for the 2025- 2029 Consolidated Plan period. A list of these agencies can be found in Table 2.

Provide a concise summary of the jurisdiction’s activities to enhance coordination between public and assisted housing providers and private and governmental health, mental health and service agencies (91.215(l))
To enhance coordination between public and assisted housing providers and private and governmental health, mental health and service agencies, the City of Lake Forest took the following actions:
• The City Manager's Office, acting as the lead agency, met with various City departments and consulted with outside agencies to gain input on annual needs, enhance coordination of services, prevent duplication of services, and resolve issues within the interagency institutional structure. • The City of Lake Forest collaborates with the County to obtain input on assisted-housing programs. Specifically, the City works with and supports the Orange County Housing Authority’s (OCHA) administration of the Housing Choice Voucher Program, which provides housing subsidies to qualified lower-income renters. Coordination is enhanced by the City’s participation as a member of the OCHA Advisory Committee.
• To strengthen the housing delivery system in the private sector, the City encourages private housing developers to include affordable units in multi-family housing developments within Lake Forest. The City will also continue to cooperate with local nonprofit housing organizations to identify and provide housing opportunities for lower-income households. • Orange County has a broad spectrum of public and nonprofit social service providers that address the needs of the region’s residents. Through the annual CDBG public service grant funding process, City staff can ascertain the type of services City residents require (e.g., senior services, youth services, services for the near homeless and those already homeless), and develop partnerships with local agencies to ensure the delivery of quality services. • The City of Lake Forest has an active economic development program that coordinates business activities and employment programs with community organizations such as the Lake Forest Chamber of Commerce and Orange County Workforce Solutions.

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Describe coordination with the Continuum of Care and efforts to address the needs of homeless persons (particularly chronically homeless individuals and families, families with children, veterans, and unaccompanied youth) and persons at risk of homelessness.

Coordination of Orange County’s Continuum of Care (OC-CoC) planning process is led by 2-1-1 Orange County and the OC Community Services Department. This nonprofit-public partnership helps ensure comprehensive, regional coordination of efforts and resources to reduce the number of homeless and persons at risk of homelessness throughout Orange County. This partnership serves as the regional coordinator of the year-round CoC planning process and as a catalyst for the involvement of the public and private agencies that make-up the regional homeless system of care.

The City participates in the CoC planning process by providing information regarding the activities it will fund to address local homeless issues. This information is used by the OC-CoC to prepare the regional application to HUD for Homeless Assistance Grant funds. City staff will also expedite certifications of consistency with the Consolidated Plan and other forms of support for the OC-CoC. The City is also a supporter and participant in the biennial Point-In-Time Survey of the region’s homeless.

Describe consultation with the Continuum(s) of Care that serves the jurisdiction's area in determining how to allocate ESG funds, develop performance standards for and evaluate outcomes of projects and activities assisted by ESG funds, and develop funding, policies and procedures for the operation and administration of HMIS The City is not a recipient of Emergency Solutions Grant (ESG) funds; therefore, it does not assist the OCCoC with the determination of ESG allocations nor evaluating the outcomes, or developing policies and procedures for the administration of the regional Homeless Management Information System (HMIS).

2. Describe Agencies, groups, organizations and others who participated in the process and describe the jurisdiction’s consultations with housing, social service agencies and other entities
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Annual Action Plan
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Table 2 – Agencies, groups, organizations who participated Agency/Group/Organization Orange County Housing Authority Agency/Group/Organization Type Housing
PHA
Other government - County
What section of the Plan was addressed by Consultation? Housing Need Assessment Public Housing Needs
Anti-poverty Strategy
1 Briefly describe how the Agency/Group/Organization was consulted.

What are the anticipated outcomes of the consultation or areas for improved coordination?
Provided data regarding households receiving HUD rental assistance and regarding households on the waitlist for housing assistance.

Agency/Group/Organization Fair Housing Council of Orange County Agency/Group/Organization Type Service-Fair Housing
What section of the Plan was addressed by Consultation? Housing Need Assessment Non-Homeless Special Needs
2 Briefly describe how the Agency/Group/Organization was consulted.

What are the anticipated outcomes of the consultation or areas for improved coordination?
Provided data regarding fair housing issues in the community and input on impediments to fair housing, and assisted in developing action steps to address impediments to fair housing.

Agency/Group/Organization Age Well Senior Services
Agency/Group/Organization Type Services-Elderly Persons 3 What section of the Plan was addressed by Consultation? Housing Need Assessment Non-Homeless Special Needs
Anti-poverty Strategy
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Briefly describe how the Agency/Group/Organization was consulted. What are the anticipated outcomes of the consultation or areas for improved coordination?
Provided input regarding the housing and service
needs of seniors, including homebound and frail
seniors.

Agency/Group/Organization Camino Health Center
Agency/Group/Organization Type Services-Health
Health Agency
What section of the Plan was addressed by Consultation? Non-Homeless Special Needs Anti-poverty Strategy
4 Briefly describe how the Agency/Group/Organization was consulted. What are the anticipated outcomes of the consultation or areas for improved coordination?
Provided input regarding medical/dental service
needs of the community, including homeless
individuals.

Agency/Group/Organization Families Forward
Agency/Group/Organization Type Services - Housing
Services-homeless
What section of the Plan was addressed by Consultation? Homeless Needs - Families with children Homelessness Strategy
Non-Homeless Special Needs
Anti-poverty Strategy
5 Briefly describe how the Agency/Group/Organization was consulted. What are the anticipated outcomes of the consultation or areas for improved coordination?
Provided input regarding housing and service needs of
homeless families and families at risk of becoming
homeless.
6 Agency/Group/Organization Family Assistance Ministries Agency/Group/Organization Type Services-homeless
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What section of the Plan was addressed by Consultation? Homeless Needs - Chronically homeless Homeless Needs - Families with children
Homelessness Needs - Veterans
Homelessness Needs - Unaccompanied youth
Homelessness Strategy
Briefly describe how the Agency/Group/Organization was consulted. What are the anticipated outcomes of the consultation or areas for improved coordination?
Provided input regarding the needs of lower-income
households, specifically individuals/households at risk of becoming homeless.

Identify any Agency Types not consulted and provide rationale for not consulting The City consulted with various agencies serving Lake Forest residents and the region. No agency types were explicitly excluded from the consultation process.

Other local/regional/state/federal planning efforts considered when preparing the Plan Name of Plan Lead Organization How do the goals of your Strategic Plan overlap with the goals of each plan? Continuum of Care Orange County 211
Provides regional and local point in time homeless survey data, development of the regional 10-Year Plan to End Homelessness and development of the regional Discharge Plan Table 3 – Other local / regional / federal planning efforts Narrative (optional)
The City consulted with a variety of agencies serving Lake Forest residents and the region. No agency types were explicitly excluded from the consultation process.

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Annual Action Plan
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AP-12 Participation – 91.105, 91.200(c)

1. Summary of citizen participation process/Efforts made to broaden citizen participation Summarize citizen participation process and how it impacted goal-setting Citizen Participation Outreach
Sort Order Mode of Outreach Target of Outreach Summary of response/attendance
Summary of
comments received
Summary of comments
not accepted
and reasons
URL (If
applicable)
1 Newspaper Ad
Nontargeted/broad
community
The City published a
Notice of Funding
Availability (NofA) in
the Newspaper on
December 11, 2025
12 Applications for
funding were
received.

N/A There were no
comments received
that were not
accepted.
2 Public Hearing
Nontargeted/broad
community
The City held a public
Hearing March 17,
2026 to review
funding
recommendations
and applications
received.

Meeting comments
centered on the
CDBG public service
grant application
process
N/A There were no
comments received
that were not
accepted.
3 Newspaper Ad
Nontargeted/broad
community
The City will publish a
notice regarding the
30-day public review
period (3/26/26 to
4/27/26) and public
hearing for May 5,
2026.

N/A There were no
comments received
N/A There were no
comments received
that were not accepted
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Sort Order Mode of Outreach Target of Outreach Summary of response/attendance
Summary of
comments received
Summary of comments
not accepted
and reasons
URL (If
applicable)
4 Public Hearing
Nontargeted/broad
community
The City will hold a
public Hearing May 5,
2026 review and
approve the Annual
Action Plan.

N/A There were no
comments received
N/A There were no
comments received
that were not
accepted.

Table 4 – Citizen Participation Outreach
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Expected Resources
AP-15 Expected Resources – 91.220(c)(1,2)
Introduction
Fluctuations in annual CDBG allocations make it difficult to determine anticipated resources for a fiveyear period; however, based on recent allocations, the City expects to receive approximately $500,000 annually in CDBG funding, for a five-year total of $2,500,000. The City uses CDBG funds for housing preservation activities, public improvements, public services, and administrative costs. In addition, approximately $300,000 of program income will be generated annually from the Housing Rehabilitation Loan Program loan payoffs for an additional $1,500,000 dedicated for housing activities through the revolving loan fund.

The City will receive $500,000 in CDBG funds for Fiscal Year 2026-2027. Additional resources for the year include prior year carryover funds totaling $0 and program income in the amount of $25,000 received during the fiscal year generated by the repayment of previously funded housing rehabilitation loans. Both amounts vary from year to year. The City anticipates that the County of Orange will continue to administer the federal rental assistance program in Lake Forest, assisting approximately 200 households per year. The City will continue efforts to leverage CDBG funds with other federal, state, and local funds.

Anticipated Resources
Table 5 - Expected Resources – Priority Table
Program Source Expected Amount Available Year 1
of
Funds
Uses of Funds
Annual
Allocation: $
Program
Income: $
Prior Year
Resources:
$
Total:
$
Expected
Amount
Available
Remainder of
Con Plan
$
Narrative
Description
CDBG public
-
federal
Acquisition
Admin and
Planning
Economic
Development
Housing
Public
Improvements
Public
Services $500,000.00 $25,000.00 $0.00 $525,000.00 $1,179,152.00 Annual
CDBG
allocation,
prior year
funds, and
estimated
revolving
loan
resources
Item: 13
2986
Annual Action Plan
2026
13 OMB Control No: 2506-0117 (exp. 09/30/2021)
Explain how federal funds will leverage those additional resources (private, state and local funds), including a description of how matching requirements will be satisfied The City has identified other resources that may be available to carry out activities that address the goals of the Consolidated Plan:
• OCHA reports that as of April of 2025, 203 Lake Forest households receive rental assistance. The City anticipates that OCHA will provide rental assistance to 200 Lake Forest households annually over the five-year Consolidated Plan cycle. • The City does not have an inclusionary housing program; however, the Housing Element indicates the City will encourage developers to include a minimum of 15% affordable units within their housing projects. As an alternative, developers may pay an in-lieu fee instead of constructing affordable units within their development. The City will negotiate an agreement with a developer to ensure units are built, or the in-lieu fee is collected.

CDBG does not require matching funds.

If appropriate, describe publicly owned land or property located within the jurisdiction that may be used to address the needs identified in the plan The City of Lake Forest Housing Authority holds assets formerly held by the Lake Forest Redevelopment Agency. As of April 2026, there are limited assets remaining, no physical property is owned.

Discussion
Funding resources to implement the City’s Consolidated Plan are limited. The City anticipates that fluctuations in CDBG funding will continue. HUD has begun to invest additional resources into housing assistance vouchers and certificates, and OCHA has aggressively pursued these new resources. The City will support OCHA’s efforts to secure new rental assistance resources. As other resources (e.g., Housing Authority) become available, the City will explore opportunities to expend these funds to support the goals and objectives of the Consolidated Plan.

Item: 13
2987
Annual Action Plan
2026
13 OMB Control No: 2506-0117 (exp. 09/30/2021)
Item: 13
2988
Annual Action Plan
2026
14 OMB Control No: 2506-0117 (exp. 09/30/2021)
Annual Goals and Objectives
AP-20 Annual Goals and Objectives
Goals Summary Information
Sort
Order
Goal Name Start
Year
End
Year
Category Geographic
Area
Needs
Addressed
Funding Goal Outcome Indicator
1 Affordable Housing 2025 2029 Affordable Housing Citywide Affordable Housing
CDBG:
$359,318.12
Public service activities for
Low/Moderate Income
Housing Benefit: 8
Households Assisted
2 Community
Facilities and
Infrastructure
2025 2029 Non-Housing
Community
Development
CDBG
TARGET
AREAS
Public
Improvements
CDBG:
$100,000.00
Public infrastructure
improvements: 8500 Persons
Assisted
3 Public Social
Services
2025 2029 Non-Homeless
Special Needs
Citywide Public Services CDBG: $75,000.00 Public service activities other than Low/Moderate Income
Housing Benefit: 2594
Persons Assisted
4 Homeless
Continuum of Care
2025 2029 Homeless CDBG
TARGET
AREAS
Homeless
Support
Services and
Housing
CDBG:
$100,000.00
Homelessness Prevention: 59
Persons Assisted
5 Economic
Opportunities
2025 2029 Non-Housing
Community
Development
CDBG
TARGET
AREAS
Citywide
Economic
Opportunities
CDBG: $0 N/A
Item: 13
2989
Annual Action Plan
2026
15 OMB Control No: 2506-0117 (exp. 09/30/2021)
Sort
Order
Goal Name Start
Year
End
Year
Category Geographic
Area
Needs
Addressed
Funding Goal Outcome Indicator
6 Program
Administration
2025 2029 Administration Citywide Administration
and Planning
CDBG:
$100,000.00
Table 6 – Goals Summary
Goal Descriptions
1 Goal Name Affordable Housing
Goal
Description
Improve or expand the supply of housing affordable to lower-income households. 2 Goal Name Community Facilities and Infrastructure
Goal
Description
Improve and expand public infrastructure and facilities that benefit low- and moderate-income neighborhoods and residents.
3 Goal Name Public Social Services
Goal
Description
Provide or improve access to public social services for low- and moderate-income persons and persons with special needs.
4 Goal Name Homeless Continuum of Care
Goal
Description
A continuum of housing and supportive services for the homeless and the near-homeless. 5 Goal Name Economic Opportunities
Goal
Description
Grants and other forms of assistance to create or expand for employment opportunities for lower-income individuals.

Item: 13
2990
Annual Action Plan
2026
16 OMB Control No: 2506-0117 (exp. 09/30/2021)
6 Goal Name Program Administration
Goal
Description
Provide administration and planning activities to carry out actions that address identified needs in the Consolidated Plan, including fair housing services to address local impediments to fair housing.

Item: 13
2991
Annual Action Plan
2026
16 OMB Control No: 2506-0117 (exp. 09/30/2021)
Item: 13
2992
Annual Action Plan
2026
17 OMB Control No: 2506-0117 (exp. 09/30/2021)
Projects
AP-35 Projects – 91.220(d)
Introduction
The projects/activities to be undertaken during FY 2026-2027 are summarized below. All projects/activities identified below are expected to be completed by June 30, 2027.

Projects
# Project Name
1 CDBG Administration
2 Housing Rehabilitation Loans
3 Paint Program Grants
4 Age Well Senior Services
5 Camino Health Center
6 Fair Housing Council of OC
7 Families Forward
8 Family Assistance Ministries
9 ADA Ramp Improvements Phase 15
10 Boys & Girls Club of Laguna Beach
11 Wise Place
Table 7 - Project Information
Describe the reasons for allocation priorities and any obstacles to addressing underserved needs
The City recognizes that special needs populations (i.e., seniors, disabled, and households with extremely low-income) are more likely to become homeless because they have limited income or other issues that require supportive housing or services; therefore, the City considers supportive services a high priority.

The City anticipates that the greatest obstacle to meeting the underserved needs of these special needs populations will be a lack of financial resources for both supportive services and housing. A common need reported by service providers is affordable housing. Increasing rents, and reductions to the Housing Choice Voucher Program and other housing programs, can impact the City's ability to support affordable housing opportunities for extremely low- and very low-income households.

Item: 13
2993
Annual Action Plan
2026
17 OMB Control No: 2506-0117 (exp. 09/30/2021)
Item: 13
2994
Annual Action Plan
2026
18 OMB Control No: 2506-0117 (exp. 09/30/2021)
AP-38 Project Summary
Project Summary Information
Project Name CDBG Administration
Target Area Citywide
Goals Supported Program Administration
Needs Addressed Administration and Planning
Funding CDBG: $92,500.00
Description CDBG program oversight and coordination
Target Date 6/30/2027
Estimate the number and type of families that will benefit from the proposed activities
N/A
Location Description City Hall
1 Planned Activities Administration of the CDBG Program.

Project Name Housing Rehabilitation Loans
Target Area Citywide
Goals Supported Affordable Housing
Needs Addressed Affordable Housing
Funding CDBG: $180,000.00 (+ $25,000 of Revolving Loan
Income)
Description Housing rehabilitation loans for owner-occupied housing units
2 Target Date 6/30/2027
Item: 13
2995
Annual Action Plan
2026
19 OMB Control No: 2506-0117 (exp. 09/30/2021)
Estimate the number and type of families that will
benefit from the proposed activities
10 low- and moderate-income households
Location Description City Hall
Planned Activities Loans to rehabilitate owner-occupied housing units funded with entitlement funds and program income received during the year
Project Name Paint Program Grants
Target Area Citywide
Goals Supported Affordable Housing
Needs Addressed Affordable Housing
Funding CDBG: $50,000.00
Description Grants to assist homeowners in painting the exterior of their home Target Date 6/30/2027
Estimate the number and type of families that will
benefit from the proposed activities
10 low- and moderate-income households
Location Description City Hall
3 Planned Activities Grants to homeowners to paint the exterior of their home Project Name Age Well Senior Services
Target Area Citywide
Goals Supported Public Social Services
Needs Addressed Public Services
Funding CDBG: $7,000.00
4 Description Meals on Wheels
Item: 13
2996
Annual Action Plan
2026
20 OMB Control No: 2506-0117 (exp. 09/30/2021)
Target Date 6/30/2027
Estimate the number and type of families that will benefit from the proposed activities
100 Seniors and frail elderly
Location Description Citywide
Planned Activities Case management and in-home support services for home-bound seniors and frail elderly
Project Name Camino Health Center
Target Area Citywide
Goals Supported Public Social Services
Needs Addressed Public Services
Funding CDBG: $15,000.00
Description Low-cost medical services
Target Date 6/30/2027
Estimate the number and type of families that will benefit from the proposed activities
2,400 Individuals
Location Description 22481 Aspen St., Suite A, Lake Forest CA 5 Planned Activities Reduced cost medical services for low- and moderate-income persons
Project Name Fair Housing Council of OC
Target Area Citywide
6 Goals Supported Public Social Services
Item: 13
2997
Annual Action Plan
2026
21 OMB Control No: 2506-0117 (exp. 09/30/2021)
Needs Addressed Affordable Housing
Public Services
Administration and Planning
Item: 13
2998
Annual Action Plan
2026
21 OMB Control No: 2506-0117 (exp. 09/30/2021)
Funding CDBG: $7,500.00
Description Program Administration
Target Date 6/30/2027
Estimate the number and type of families that will
benefit from the proposed activities
34 households
Location Description Citywide
Planned Activities Fair housing outreach, education, and enforcement services to address impediments to fair housing.

Project Name Families Forward
Target Area Citywide
Goals Supported Public Social Services
Homeless Continuum of Care
Needs Addressed Public Services
Funding CDBG: $24,000.00
Description Support services for at-risk and homeless families with children Target Date 6/30/2027
Estimate the number and type of families that will
benefit from the proposed activities
27 Individuals At-Risk Homeless
Location Description Citywide
7 Planned Activities Case management for homeless families with children and families with children that are at risk of becoming homeless
Project Name Family Assistance Ministries 8
Target Area Citywide
Item: 13
2999
Annual Action Plan
2026
22 OMB Control No: 2506-0117 (exp. 09/30/2021)
Goals Supported Public Social Services
Homeless Continuum of Care
Needs Addressed Public Services
Homeless Support Services and Housing
Funding CDBG: $12,000.00
Description Housing and services for households at risk of homelessness or that are homeless Target Date 6/30/2027
Estimate the number and type of families that will
benefit from the proposed activities
50 At-Risk Homeless individuals
Location Description Citywide
Planned Activities Case management, supportive services and rent/utility assistance for lower-income residents at risk of eviction or termination of utility services.

Project Name ADA Ramp Improvements Phase 15
Target Area CDBG Target Areas
Goals Supported Community Facilities and Infrastructure Needs Addressed Public Improvements
Funding CDBG: $95,000.00
Description ADA Ramp Improvements Phase 15 will include curb cuts and ramp installation in the eligible areas.

Target Date 6/30/2027
9 Estimate the number and type of families that will
benefit from the proposed activities
Approximately 8,500 disabled residents.

Item: 13
3000
Annual Action Plan
2026
23 OMB Control No: 2506-0117 (exp. 09/30/2021)
Location Description Throughout the city at street intersections, as necessitated by conditions and current federal standards.

Planned Activities Implement improvements to comply with current ADA regulations.

Project Name Boys & Girls Club of Laguna Beach
Target Area Citywide
Goals Supported Public Social Services
Needs Addressed Public Services
Funding CDBG: $10,000.00
Description Childcare services
Target Date 6/30/2027
Estimate the number and type of families that will benefit from the proposed activities
After School childcare for 32 low-income families.

Location Description Mountain View, 24551 Raymond Way, Lake Forest, CA 92630 10 Planned Activities After school childcare
Project Name Wise Place
Target Area Citywide
Goals Supported Public Social Services
Needs Addressed Public Services
Funding CDBG: $7,000.00
Description Homeless services
11 Target Date 6/30/2027
Item: 13
3001
Annual Action Plan
2026
24 OMB Control No: 2506-0117 (exp. 09/30/2021)
Estimate the number and type of families that will benefit from the proposed activities
Services for 9 low-income families at-risk of
homelessness.

Location Description 1411 N Broadway Santa Ana, CA 92706 Planned Activities Homeless Services
Item: 13
3002
Annual Action Plan
2026
24 OMB Control No: 2506-0117 (exp. 09/30/2021)
Item: 13
3003
Annual Action Plan
2026
25 OMB Control No: 2506-0117 (exp. 09/30/2021)
AP-50 Geographic Distribution – 91.220(f)
Description of the geographic areas of the entitlement (including areas of low-income and minority concentration) where assistance will be directed For FY 2026-2027, CDBG funds will support activities on a citywide basis, that is, for households that are income-eligible or eligible due to a unique characteristic (e.g., adults with disabilities and seniors) regardless of where they live in Lake Forest.

Geographic Distribution
Target Area Percentage of Funds
CDBG TARGET AREAS 28
Citywide 72
Table 8 - Geographic Distribution
Rationale for the priorities for allocating investments geographically The City does not allocate CDBG funds on a geographic basis; instead, funding is allocated in a manner that best meets the needs of lower income households regardless of where they reside in the City. The City prioritizes the use of its CDBG funding for the preservation of housing that is affordable to lowerincome households (via rehabilitation), and that helps prevent homelessness or assist those already homeless. These activities are carried out on a citywide basis.

CDBG-funded infrastructure and facility improvements are usually located within Low- and ModerateIncome areas as identified by HUD (see Figure 1 LMA MAP). Some infrastructure/facility improvement projects may be undertaken in areas outside of Low- and Moderate-Income areas. Such projects are typically limited to those that address ADA regulations.

Discussion
CDBG funds will fund programs that serve lower-income Lake Forest residents regardless of where they live. For FY 2026-2027, CDBG funds will benefit residents on a citywide basis, with the exception of the ADA Ramp Improvement project that will benefit primarily low- and moderate-income residential areas.

Item: 13
3004
Annual Action Plan
2026
26 OMB Control No: 2506-0117 (exp. 09/30/2021)
Affordable Housing
AP-55 Affordable Housing – 91.220(g)
Introduction
Although the Consolidated Plan and Action Plan focus on affordable housing needs of the community, the City's only HUD funding source is CDBG. HUD regulations prohibit the use of CDBG for the construction of new housing; however, the City will allocate funds to preserve existing housing that is affordable to lower-income homeowners.

One Year Goals for the Number of Households to be Supported Homeless 0
Non-Homeless 0
Special-Needs 0
Total 0
Table 9 - One Year Goals for Affordable Housing by Support Requirement One Year Goals for the Number of Households Supported Through Rental Assistance 0
The Production of New Units 0
Rehab of Existing Units 0
Acquisition of Existing Units 0
Total 0
Table 10 - One Year Goals for Affordable Housing by Support Type Discussion
The FY 2026-2027 Action Plan allocates CDBG public to a local agency that will provide transitional housing to an estimated 11 individuals. The City's CDBG-funded affordable housing strategy is to maintain the affordable housing stock through housing rehabilitation programs and supporting rental assistance programs like the Housing Choice Voucher (administered by the OCHA). The City anticipates eight homeowners will participate in the City’s housing rehabilitation program, and 200 Lake Forest renter households will receive rental assistance during FY 2026-2027.

Item: 13
3005
Annual Action Plan
2026
27 OMB Control No: 2506-0117 (exp. 09/30/2021)
AP-60 Public Housing – 91.220(h)
Introduction
The City of Lake Forest does not own or operate public housing.

Actions planned during the next year to address the needs to public housing Not applicable
Actions to encourage public housing residents to become more involved in management and participate in homeownership
Not applicable
If the PHA is designated as troubled, describe the manner in which financial assistance will be provided or other assistance
Not applicable
Discussion
The City of Lake Forest does not own or operate public housing.

Item: 13
3006
Annual Action Plan
2026
28 OMB Control No: 2506-0117 (exp. 09/30/2021)
AP-65 Homeless and Other Special Needs Activities – 91.220(i) Introduction
The City recognizes the importance of assisting the homeless and near-homeless with a continuum of care approach that not only addresses a homeless person’s immediate shelter needs, but also provides access to transitional and permanent housing, support services, and employment opportunities to break the cycle of homelessness.

Describe the jurisdictions one-year goals and actions for reducing and ending homelessness including
Reaching out to homeless persons (especially unsheltered persons) and assessing their individual needs
The City collaborates and relies on nonprofit partners to reach out to homeless persons (especially unsheltered persons). The City will allocate CDBG funds to four agencies that will provide services for homeless individuals. Each agency has an outreach component used to engage and assess clients. Mercy House will receive CDBG funding in support of its street outreach and engagement program. Funds are available to provide motel and transportation vouchers to homeless individuals engaged by the Mercy House Street Outreach Team and the OC Sheriff.

Addressing the emergency shelter and transitional housing needs of homeless persons In past years, the City used CDBG funds to assist nonprofits in acquiring eight condominium units located in the community to provide transitional housing. For FY 2026-2027, Families Forward’s “Housing Program” is recommended for CDBG funding. This program offers interim (i.e., transitional) housing for up to 25 individuals (i.e., families with children). The City did not receive any requests for emergency shelter programs.

Helping homeless persons (especially chronically homeless individuals and families, families with children, veterans and their families, and unaccompanied youth) make the transition to permanent housing and independent living, including shortening the period of time that individuals and families experience homelessness, facilitating access for homeless individuals and families to affordable housing units, and preventing individuals and families who were recently homeless from becoming homeless again
The Orange County Continuum of Care coordinates a system that incorporates several evidence-based practices, including a Housing First approach that involves moving persons directly from the streets into permanent housing accompanied by home-based supportive services. This approach has been effective Item: 13
3007
Annual Action Plan
2026
29 OMB Control No: 2506-0117 (exp. 09/30/2021)
with chronically homeless persons and families.

In past years Lake Forest used CDBG and local redevelopment funding to expand permanent housing opportunities for the formerly homeless. In 2015, the City’s Housing Authority (former redevelopment agency) sold a four-unit apartment to Families Forward. These units provide permanent housing opportunities for lower-income households, including formerly homeless families.

In addition to Rapid Rehousing, the OC-CoC will address the housing needs of homeless households with unique situations. The Family Redirection Program aims to keep homeless families with children off the streets by prioritizing shelter and housing resources for families. HUD has also significantly increased the number of rental assistance vouchers for homeless Veterans (i.e., Veterans Affairs Supportive Housing or VASH vouchers). In addition to receiving rental assistance, veterans with a history of severe mental health illness, substance use disorder, or physical disabilities receive case management and appropriate support services from the Department of Veterans Affairs. Currently, 486 VASH vouchers are in place throughout Orange County (13 in Lake Forest). For unaccompanied youth, there are several residential/supportive services programs available in Orange County designed specifically for youths. Services offered include crisis intervention, drug abuse counseling, and case management.

The City will not allocate FY 2026-2027 CDBG funds for rapid rehousing or permanent supportive housing.

Helping low-income individuals and families avoid becoming homeless, especially extremely low-income individuals and families and those who are: being discharged from publicly funded institutions and systems of care (such as health care facilities, mental health facilities, foster care and other youth facilities, and corrections programs and institutions); or, receiving assistance from public or private agencies that address housing, health, social services, employment, education, or youth needs.

For FY 2026-2027, the City will allocate CDBG funds to Family Assistance Ministries and South County Outreach for an array of services to assist the near-homeless and those already homeless. These agencies operate food bank programs, which provide an entry point into the regional CoC. Program applicants undergo an assessment by case managers who determine if additional services are needed and who will make appropriate referrals. CDBG resources are used by these agencies to assist households who are at risk of eviction or the termination of utilities due to financial hardships, especially in the post-COVID-19 environment. The City will also continue to participate in regional homeless planning efforts, including the OC CoC’s Discharge Plan, which aims to prevent individuals from leaving institutions such as jails and hospitals, from becoming homeless.

Discussion
For FY 2026-2027, the City will allocate CDBG funds to Family Assistance Ministries and South County Outreach for an array of services to assist the near-homeless and those already homeless. These agencies Item: 13
3008
Annual Action Plan
2026
30 OMB Control No: 2506-0117 (exp. 09/30/2021)
operate food bank programs, which provide an entry point into the regional CoC. Program applicants undergo an assessment by case managers who determine if additional services are needed and who will make appropriate referrals. CDBG resources are used by these agencies to assist households who are at risk of eviction or the termination of utilities due to financial hardships, especially in the post-COVID-19 environment. The City will also continue to participate in regional homeless planning efforts, including the OC CoC’s Discharge Plan, which aims to prevent individuals from leaving institutions such as jails and hospitals, from becoming homeless.

Item: 13
3009
Annual Action Plan
2026
31 OMB Control No: 2506-0117 (exp. 09/30/2021)
AP-75 Barriers to affordable housing – 91.220(j)
Introduction:

The Strategic Plan provides detailed information regarding barriers to affordable housing and actions to overcome these barriers. The efforts to address these barriers during FY 2026-2027 are summarized below.

Actions it planned to remove or ameliorate the negative effects of public policies that serve as barriers to affordable housing such as land use controls, tax policies affecting land, zoning ordinances, building codes, fees and charges, growth limitations, and policies affecting the return on residential investment
Affordable housing development faces several challenges, including the cost of construction, financing, and development regulations. The 2013–2021 Housing Element notes that the City can encourage and facilitate affordable housing through financial assistance, removal of regulatory constraints, and administrative support. It offers the following actions to promote affordable housing production with limited available funding.
• The City will monitor new neighborhood developments for compliance with development agreements that include an Affordable Housing Implementation Plan. • The City will collaborate with affordable housing developers to identify potential sites, write letters of support to help secure governmental and private-sector funding, and offer technical assistance related to the application of State density bonus provisions. • Work with developers on a case-by-case basis to provide State-mandated regulatory concessions and incentives to assist with the development of affordable and senior housing. State-mandated regulatory concessions and incentives could include but are not limited to, density bonuses, parking reductions, fee reductions or deferral, expedited permit processing, and modified or waived development standards.
• If available, provide financial subsidies to help reduce the cost of development in exchange for the reservation of units for lower-income households.

Discussion:

The Strategic Plan includes an extensive narrative regarding barriers to affordable housing and actions the City can take to mitigate identified obstacles to the development of affordable housing. As outlined above, the City provides an expedited development review process for affordable housing projects to help reduce holding costs and the overall cost of development. The City has little control over market forces such as the cost of land, building materials, and labor. If resources are available, the City may provide gap financing to help reduce overall development costs as an incentive to develop affordable housing. There are no growth limit initiatives in Lake Forest.

Item: 13
3010
Annual Action Plan
2026
32 OMB Control No: 2506-0117 (exp. 09/30/2021)
AP-85 Other Actions – 91.220(k)
Introduction:

There are several constraints to meeting the needs of low-income residents; the primary obstacle is a lack of funding to address all needs adequately. Demand for services has forced many nonprofits to reduce services at a time when governmental entities are also decreasing resources. In response to the level of need, the City has maintained its commitment to utilize and leverage resources efficiently and effectively to meet priority community needs.

Actions planned to address obstacles to meeting underserved needs The City recognizes that special needs populations face challenges due to low income, the unique conditions that they face, and that they are more likely to become homeless as a result of these factors.

Special needs populations often require unique housing and supportive services. The City considers supportive services and housing for special needs populations as a high priority. In FY 2026-2027, the City will fund public service agencies that assist underserved populations such as the homeless, seniors, the disabled, and low-income families with children.

Actions planned to foster and maintain affordable housing The City's strategies related to CDBG-funded affordable housing efforts are focused on maintaining the housing stock through its housing rehabilitation programs, supporting rental assistance programs like the Housing Choice Voucher, and helping to ensure individuals have access to housing free of discrimination due to race, gender, disability, and other personal or household characteristics.

Actions planned to reduce lead-based paint hazards
As previously discussed, the Residential Lead-Based Paint (LBP) Hazard Reduction Act of 1992 changed the federal strategy to addressing LBP by increasing the emphasis on the prevention of childhood lead poisoning through housing-based approaches. For example, lead-based paint hazard reduction as an eligible activity in the City’s housing rehabilitation programs.

All application packets for the City’s housing rehabilitation programs include a notice to educate residents about the health dangers of lead and encourage screening of children for elevated blood-lead levels. Additionally, before the use of federal funds, housing units are screened for lead-based paint. Housing units identified with lead-based paint hazards are treated, so the lead-based paint is abated per current federal requirements. The use of lead-based paint is prohibited in newly constructed Item: 13
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Annual Action Plan
2026
33 OMB Control No: 2506-0117 (exp. 09/30/2021)
units.

Actions planned to reduce the number of poverty-level families The City will leverage limited CDBG funds to address the needs of poverty-level families by partnering with nonprofit agencies that primarily focus services to these households. Specifically, the City will fund programs that provide safety net services such as food banks, limited financial assistance to prevent eviction, low-cost medical and dental care, and fair housing education/enforcement services.

Actions planned to develop institutional structure
The City of Lake Forest will continue efforts to eliminate institutional gaps and enhance coordination of programs with all segments of the community. For example, the City will partner with nonprofit entities to deliver public services. City departments will continue to work together to evaluate programs and projects that may be funded in whole or in part with CDBG funds that address priority needs. The City will assist OCHA by participating in the Cities Advisory Committee – a quarterly meeting of cities and OCHA to discuss issues related to federal rental housing assistance and general housing issues. As a member of the OC-CoC Community Forum, the City will continue to provide information to the regional CoC as it prepares the County’s annual Continuum of Care Homeless Assistance grant application. The City will also continue to participate in the development of the County’s Ten-Year Plan to end chronic homelessness and the regional discharge plan.

Actions planned to enhance coordination between public and private housing and social service agencies
The City will continue to participate in regional coordination of services by participating in the Cities Advisory Committee - the quarterly meeting of cities and OCHA to discuss issues related to federal rental housing assistance and as a member of the OC-Co C Community Forum. On an annual basis, the City meets with service providers to discuss service needs and ways to improve service to residents. Another example of enhanced coordination is the preparation of the county-wide Analysis of Impediments to Fair Housing. The City participated in the development of this document, which required significant jurisdictional coordination.

Discussion:

As previously outlined, HUD regulations require that the City prepare an Analysis of Impediments to Fair Housing choice (Al) every five years. In addition to identifying impediments, the AI includes a strategy to overcome barriers and action steps to implement on an annual basis. The City reports AI accomplishments in the annual year-end report. The City of Lake Forest joined other Orange County jurisdictions to fund the preparation of a county-wide AI. The AI evaluates existing demographic data, past fair housing enforcement activity for each partner community, mortgage lender data, and existing housing and land use public policies. Based on an analysis of this data, plus the input of residents, a list Item: 13
3012
Annual Action Plan
2026
34 OMB Control No: 2506-0117 (exp. 09/30/2021)
of impediments to fair housing choice for the County has been developed. A corresponding set of action steps to address these barriers has also been prepared. A summary of the 2025-2029 Orange County AI is incorporated into the Consolidated Plan as Appendix A – the entire AI is available for review on the City’s website. The specific action steps the City will take during FY 2026-2027 to address impediments to fair housing can also be found in Appendix A.

Item: 13
3013
Annual Action Plan
2026
35 OMB Control No: 2506-0117 (exp. 09/30/2021)
Program Specific Requirements
AP-90 Program Specific Requirements – 91.220(l)(1,2,4)
Introduction:

The program-specific requirements that apply to the City are those for the CDBG program.

Community Development Block Grant Program (CDBG)
Reference 24 CFR 91.220(l)(1)
Projects planned with all CDBG funds expected to be available during the year are identified in the Projects Table. The following identifies program income that is available for use that is included in projects to be carried out.

1. The total amount of program income that will have been received before the start of the next program year and that has not yet been reprogrammed 500,000

2. The amount of proceeds from section 108 loan guarantees that will be used during the year to address the priority needs and specific objectives identified in the grantee's strategic plan. 0

3. The amount of surplus funds from urban renewal settlements 0

4. The amount of any grant funds returned to the line of credit for which the planned use has not been included in a prior statement or plan 0

5. The amount of income from float-funded activities 0
Total Program Income: 500,000
Other CDBG Requirements

1. The amount of urgent need activities 0

2. The estimated percentage of CDBG funds that will be used for activities that benefit persons of low and moderate income. Overall Benefit - A consecutive period of one, two or three years may be used to determine that a minimum overall benefit of 70% of CDBG funds is used to benefit persons of low and moderate income. Specify the years covered that include this Annual Action Plan. 80.50% The City will meet the 70% low- and moderate-income Overall Benefit requirement for the use of CDBG funds over each of the five Consolidated Plan program years, and specifically for current Program Year 2026. Approximately 19.5% of available CDBG funds (minus administration), may be used for Urgent Need activities; however, no such need has been determined at this time.

Item: 13
3014

Lake Forest City CouncilMarch 17, 2026

Lake Forest City Council
March 17, 2026