In Fiscal Year 2017/18 the City Council budgeted $50,000 for special traffic studies and directed staff to use the funds to complete a study on the possible use of protected permissive left turn phasing at one or more intersections in the City. The study is complete and is being presented to the newly formed Traffic and Parking Commission (TPC) for review. Staff is recommending that the TPC accept the recommendations in the report and recommend that the City Council direct the TPC to review the recommended protected permissive left turn phasing improvements for possible inclusion in the Two-Year Capital Improvement Program for FY2019 – 21.
BACKGROUND:
In Fiscal Year 17/18, the City Council budgeted $50,000 for special traffic studies and directed staff to use the funds to complete a study on the possible use of protected permissive left turn (PPLT) phasing at one or more intersections in the City. At about that same time, the traffic engineering consulting firm of Albert Grover and Associates (AGA) had just completed a similar study for the City of Irvine. AGA is one of two on-call traffic engineering consultants for the City.
Based on their experience with the PPLT phasing study in Irvine and similar studies in other cities, the City awarded the contract to AGA.
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DISCUSSION:
PPLT phasing is a traffic signal operational strategy by which left-turning motorists are provided a “protected” green arrow to turn left as well as an opportunity to “permissively” turn left in gaps of opposing through traffic. PPLT phasing can be deployed for one, two, three, or all four left-turn movements at an intersection. The “protected” green left-turn arrow can be activated using a variety of configurations of PPLT phasing; either before the associated through movement of traffic (i.e., movement in the same direction as the left turn); at the beginning of the associated through movement; near the end of the associated through movement; or after the associated through movement has ended.
PPLT phasing is not an operational strategy that can be successfully deployed for every left-turn or signalized intersection. However, under the proper circumstances, it can successfully reduce left-turn delays and improve overall intersection efficiency without significantly compromising safety.
The purpose of this study effort is to critically review each of the City’s traffic signals to identify several candidate intersections for possible deployment of PPLT phasing. After a comprehensive review of the City’s 102 existing traffic signals, as well as of two intersections identified for future traffic signals, AGA reviewed traffic flows, roadway configuration, collision history and other various physical and environmental factors that determine whether an intersection is a good candidate for PPLT phasing. A summary of the key findings and recommendations is as follows:
Findings
A total of 92 of the City’s 102 existing traffic signals are maintained and operated by the City. Four shared signals are maintained and operated by the City of Irvine. The remaining six are controlled by Caltrans. The initial evaluation revealed the following in regards to existing traffic signal operation:
• 70% of existing traffic signal approaches operate with protected left-turn arrows
• 23% have permissive left-turn movements
• 7% have split phasing
• PPLT phasing is not currently deployed in the City
Evaluation for PPLT phasing for City traffic signals was conducted using a screening criterion comprised of an Initial Assessment and a Detailed Assessment. The Initial Assessment included evaluation of existing speeds, number of lanes, and existing left-turn phasing. The Detailed Assessment Item: 11
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occurred after the Initial Assessment and further narrowed the number of intersections for which it would be feasible to implement PPLT phasing based upon the following factors:
• Vehicular and pedestrian traffic volumes
• Collision history
• Availability of left-turn sight distance
• Field observations
From the Initial Assessment eleven (11) PPLT phasing candidate locations were identified. The Detailed Assessment of the initial 11 candidate locations found that it is feasible to implement PPLT phasing at six intersections in the City. Of the six candidate signals identified for PPLT operation, none had five or more left-turning collisions occurring within a 12-month period, a finding that supports PPLT phasing as a suitable choice for these locations.
Intersection Level of Service (LOS) analysis for all six PPLT phasing candidates shows an overall decrease in intersection delay during both the AM and PM hours with the proposed implementation of PPLT phasing. One of the intersections improves from LOS D to LOS C during both AM and PM peak hour periods; two improve from LOS D to LOS C during the PM peak hour period; the remaining three intersections maintain the same LOS but with reduced overall delays.
Protected/Permissive Left-Turn (PPLT) Phasing Recommendations
Based upon the study, AGA and staff recommend that the City:
a) Establish a pilot (Phase 1) deployment project to include the conversion of existing protected left turn arrows to PPLT phasing at the following six signalized intersections:
1. Rockfield Boulevard & Centre Drive – east -west along Centre Drive
2. Alton Parkway & Monarch Boulevard – north-south along Monarch Boulevard
3. Alton Parkway & Catalina – north-south along Catalina
4. Towne Centre Drive & Market Place – all four approaches
5. Bake Parkway & Towne Centre Drive – north-south along Towne Centre Drive
6. Lake Forest Drive & Towne Centre Drive – north -south along Towne Centre Drive
b) Utilize the Flashing Yellow Arrow (FYA) form of PPLT phasing at the recommended locations. This form is the most flexible form of PPLT, Item: 11
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providing for both leading and lagging left-turn green arrows. Additionally, should the City wish to revert back to protected only left-turn operation for certain times of the day, it can be accomplished simply through revised programming without any physical modifications.
c) Include minor median modifications and roadway striping changes in the PPLT phasing conversion project to provide for enhanced (maximum) sight distance for motorists making the permissive left-turn movements.
d) Establish a monitoring program for the six PPLT phasing locations for one year after implementation to assess public acceptance, motorist compliance, traffic flow benefits, and collisions involving vehicles, pedestrians, and bicyclists.
e) If the initial Phase 1 use of PPLT phasing is deemed successful, the City may then consider expanding the deployment of PPLT phasing to additional intersections (Phase 2). Consideration should be given to deployment of PPLT phasing for single directions, within school zones, and for roadways with speed limits greater than 40 miles per hour.
Other Recommendations
The study also identified low-cost traffic control improvements that will improve operational efficiency at one existing traffic signal and one future traffic signal in the City as follows:
• El Toro Road at Toledo Way
Consider implementing “pedshare” operation at the existing north-south split-phase configured intersection by eliminating the east-leg pedestrian crosswalk and consolidating El Toro Road pedestrian crossings in the west-leg crosswalk. The traffic signal can then be reconfigured to serve both directions of Toledo Way while the pedestrian movement is being served, thus freeing up additional green time for El Toro Road.
• Commercentre Drive & Serrano Summit (future traffic signal)
Consider modifying the design for this future traffic signal to operate with north-south permissive left-turn phasing along Serrano Summit (the side street).
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FISCAL IMPACT:
The estimated construction cost to implement PPLT phasing at the six intersections, including median and striping modifications, is $733,000. The estimated cost to implement the recommended traffic signal modification at El Toro Road and Toledo Way is $15,000. The proposed modifications at Commercentre Drive and Serrano Summit will be included as part of the new traffic signal installation at no cost to the City.
ATTACHMENT:
Citywide Protected/Permissive Left-Turn Phasing Study
Initiated By: David Rogers, P.E., T.E., Traffic Engineering Manager Approved By: Thomas E. Wheeler, P.E., Director of Public Works / City Engineer
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Citywide Protected/Permissive
Left-Turn Phasing Study
FINAL REPORT
Submitted to the City of Lake Forest
September 19, 2018
• Flashing Yellow Arrow
Left-Turn Phasing
• Protected/Permissive
Left-Turn Phasing
LEFT TURN
YIELD
ON FLASHING
YELLOW
ARROW
LEFT TURN
YIELD
ON GREEN
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TABLE OF CONTENTS
DEFINITIONS
Definitions ....................................................................................................................................... iii Executive Summary ...........................................................................................................................I I Introduction ............................................................................................................................. 1 Purpose of the Citywide Protected/Permissive Left-Turn Phasing Study .......................... 1 Protected/Permissive Left-Turn Phasing ............................................................................ 1 City Provided Information ................................................................................................... 3 Project Description and Screening Guidelines .................................................................... 3 II Analysis .................................................................................................................................... 6 Initial Assessment of Possible Candidate PPLT Phasing Locations ..................................... 6 Detailed Assessment of Possible Candidate PPLT Phasing Locations................................. 6 Traffic Volume Evaluation ................................................................................................... 7 Collision Data Review .......................................................................................................... 7 Sight Distance Analysis ....................................................................................................... 7 Analyses and Recommended Improvements for Final Candidate PPLT Locations ........... 9 Intersection Level of Service Analysis .............................................................................. 21 Special Improvements ...................................................................................................... 23 Special Improvements for Future Signals on Commercentre Drive ................................. 28 III Findings and Recommendations ........................................................................................... 29 Findings ............................................................................................................................. 29 Protected/Permissive Left-Turn Phasing Recommendations ........................................... 30 Other Recommendations .................................................................................................. 30 Cost Considerations .......................................................................................................... 31
LIST OF FIGURES
1 Project Traffic Signal Locations ...................................................................................................... 5 2 Recommended Protected/Permissive Left-Turn Phasing Locations ........................................... 14 3a Recommended Improvements at Rockfield Blvd/Centre Drive .................................................. 15 3b Recommended Improvements at Alton Pkwy/Monarch Blvd .................................................... 16 3c Recommended Improvements at Alton Pkwy/Catalina .............................................................. 17 3d Recommended Improvements at Towne Centre Drive/Market Place ....................................... 18 3e Recommended Improvements at Bake Pkwy/Towne Centre Drive ........................................... 19 3f Recommended Improvements at Lake Forest Drive/Towne Centre Drive ................................ 20 4 Recommended Traffic Signal Modification at El Toro Road/Toledo Way .................................. 25
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LIST OF TABLES
1 Intersection Sight Distance Criteria ........................................................................................ 10 2 Left-Turn Sight Distance Analysis at Possible Candidate PPLT Phasing Locations ................. 11 3 Level of Service Criteria .......................................................................................................... 21 4 Level of Service Summary for Final Candidate PPLT Phasing Locations ................................. 22 5 Benefit/Cost Calculation for Recommended PPLT Phasing Conversions ............................... 23 6 Level of Service Summary for Possible Candidate Special Improvement Locations .............. 27
LIST OF APPENDICES
APPENDIX
A Lake Forest Citywide Traffic Signal Evaluation for Protected/Permissive Left -Turn Phasing and Special Improvements
B Intersection Turning Movement Counts and Collision History Data:
B1 Final Candidate Protected/Permissive Left-Turn Phasing Intersections B2 Possible Candidate “Special Improvement” Intersections C Sight-Distance Analysis for Final Candidate Protected/Permissive Left-Turn Phasing Intersections
D Cost Estimates for Recommended Improvements for Final Candidate Protected/ Permissive Left-Turn Phasing Intersections
E Intersection Level of Service Analysis for Final Candidate Protected/Permissive Left- Turn Phasing Intersections
F Delay Savings Calculations for Recommended Protected/Permissive Left -Turn Phasing Conversions
G Weekday 12-Hour Pedestrian Counts at El Toro Road/Toledo Way H Intersection Level of Service Analysis for Possible Candidate “Special Improvement” Intersections
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DEFINITIONS
Level of Service (LOS) – A quality measure describing operational conditions within a traffic stream (generally in terms of measures such as speed, travel time, freedom to maneuver, traffic interruptions, and comfort and convenience). LOS is used to analyze roadways and intersections by categorizing traffic flow and assigning an A through F ranking based on performance measures like vehicle speed, density, congestion, average delay per vehicle, etc.
Protected Only Mode/Left -Turn Movements – A mode of traffic control signal operation in which left turns can be made only when a left -turn GREEN ARROW signal indication is displayed.
Permissive Only Mode/Left -Turn Movements – A mode of traffic control signal operation in which left turns can be made on a CIRCULAR GREEN (ball) signal indications after yielding to pedestrians and/or opposing traffic, if any.
Protected-Permissive Left-Turn (PPLT) Phasing – A traffic signal operational strategy by which left-turning motorists are provided a “protected” GREEN ARROW to turn left as well as an opportunity to “permissively” turn left in gaps of opposing through traffic during a CIRCULAR GREEN (ball). PPLT phasing can be deployed for one, two, three, or all four left -turn movements at an intersection.
Flashing Yellow Arrow (FYA) – A form of protected/permissive left turn phasing where a signal head features a flashing YELLOW ARROW indication in addition to steady GREEN, YELLOW and RED ARROW indications. During the Flashing Yellow Arrow indication vehicles can turn left after yielding to opposing traffic and pedestrians. Flashing Yellow Arrow signals have been shown to help drivers make fewer mistakes, keep motorists safer during heavy traffic, and reduce delays when traffic is light.
Split Phasing – A type of signal phasing where left -turn, through, and right- turn movements from one approach are all provided a green while opposing approach movements are stopped.
Once one approach is complete, then the opposing approach (including left/through/right movements) can commence. Cross-street “split phasing” results in extra time being allocated to the cross traffic, thereby reducing the arterial/main street capacity.
Leading Left Turn Phasing – A left turn phase sequence where left turn movements commence before the through movements.
Lagging Left Turn Phasing – A left turn phase sequence where left turn movements commence after both the through movements are complete.
Lead and Lag Left Turn Phasing –Lead/Lag left turns are staggered so that one opposing left turn movement leads and the opposite left turn movement lags during the signal cycle. Under lead/lag phasing, left turns move concurrent with associated through traffic on the same approach.
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Sight Distance – The driver’s ability to see ahead any objects or vehicles as needed which will allow enough time to conduct a vehicle maneuver in a safe and efficient manner on a roadway or at an intersection. Adequate sight distance is needed so that the left turn turner can select an adequate gap in the oncoming through traffic stream before making the left-turn move.
Horizontal Sight Distance – The driver’s ability to see obstructions or other vehicles in a plane of view that is level with the eyes ight of a driver on the roadway. Typical obstructions that can impeded horizontal sight distance include trees, walls, vehicles, signs, utility poles, etc.
Vertical Sight Distance – The driver’s ability to see ahead in a longitudinal plane over or under obstructions such as overhead signs, bridges, vehicles and due to roadway grade.
Decision Sight Distance – The distance required for a driver to detect an unexpected hazard or otherwise difficult -to-perceive information source in a roadway environment, re cognize the hazard or its threat potential, select an appropriate speed and path, and initiate and complete the required avoidance maneuver safely and efficiently.
Stopping Sight Distance – The minimum sight distance that should be provided, so that the oncoming through vehicle can stop before it reaches the left- turning vehicle’s position in the path of the oncoming vehicle. It is the sum of two distances: the distance traversed by the vehicle from the instant the driver sights an object necessitating a stop to the instant the brakes are applied , and the distance required to stop the vehicle from the instant brake application begins.
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EXECUTIVE SUMMARY
In November 2017 the City of Lake Forest selected Albert Grover & Associates (AGA), a Fullerton based municipal traffic and transportation engineering consulting firm, to conduct a comprehensive traffic study to determine if Protected/Permissive Left-Turn (PPLT) phasing should be considered at one or more of the City’s traffic signalized intersections.
PPLT phasing is a traffic signal operational strategy by whic h left-turning motorists are provided a “protected” green arrow to turn left as well as an opportunity to “permissively” turn left in gaps of opposing through traffic. PPLT phasing can be deployed for one, two, three, or all four left-turn movements at an intersection. The “protected” green left-turn arrow can be activated using a variety of configurations of PPLT phasing —either before the associated through movement of traffic (i.e., movement in the same direction as the left turn) , at the beginning of the associated through movement, near the end of the associated through movement, or after the associated through movement has ended.
PPLT phasing is not an operational strategy that can be successfully deployed for every left-turn or signalized intersection; however, under the proper circumstances it can successfully reduce left-turn delays and improve overall intersection efficiency without compromising safety. The purpose of th is study effort is to critically review each of the City’s traffic signals to identify several candidate intersections for possible deployment of PPLT phasing.
After a comprehensive review of the City’s 10 2 existing traffic signals, as well as of two intersections identified for future traffic signals, the AGA engineering team reviewed traffic flows, roadway configuration, collision history and other various physical and environmental factors that determine whether an intersection is a good candidate for PPLT phasing. A summary of our key findings and recommendations is as follows.
Findings
A total of 92 of the City’s 102 existing traffic signals are maintained and operated by the City. Four shared signals are maintained and operated by the City of Irvine. The remaining six are controlled by Caltrans. Initial evaluation revealed the following in regards to existing traffic signal operation:
o 70% of existing traffic signal approaches operate with protected left-turn arrows o 23% have permissive left-turn movements
o 7% have split phasing
o PPLT operation is not currently deployed in the City
Evaluation for PPLT phasing for City traffic signals was conducted using a screening criterion comprised of Initial Assessment and Detailed Assessment. Initial Assessment included evaluation of existing speeds, number of lanes, and existing left- turn phasing.
Detailed Assessment occurred after the Initial Assessment and further narrowed the Item: 11
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number of intersections for which it would be feasible to implement PPLT phasing based upon the following factors:
o Vehicular and pedestrian traffic volumes
o Collision history
o Availability of left-turn sight distance
o Field observations
From the Initial Assessment eleven (11) PPLT phasing candidate locations were identified. The Detailed Assessment of the initial 11 candidate locations found that it is feasible to implement PPLT phasing at six intersections in the City. Of the six candidate signals identified for P PLT operation, none had five or more left -turning collisions occurring within a 12 -month period, a finding that supports PPLT phasing as a suitable choice for these locations.
Intersection Level of Service ( LOS) analysis for all six PPLT phasing candidates shows an overall decrease in intersection delay during both the AM and PM hours with the proposed implementation of PPLT phasing. One of the intersections improves from LOS D to LOS C during both AM and PM peak hour periods; two improve from LOS D to LOS C during the PM peak hour period; the remaining three intersections maintain the same LOS but with reduced overall delays.
Protected/Permissive Left-Turn (PPLT) Phasing Recommendations
Based upon our study, AGA recommends that the City:
Establish a pilot deployment project to include the conversion of existing protected left- turn arrows to PPLT phasing at the following six signalized intersections:
o Rockfield Boulevard & Centre Drive – east-west along Centre Drive o Alton Parkway & Monarch Boulevard – north-south along Monarch Boulevard o Alton Parkway & Catalina – north-south along Catalina o Towne Centre Drive & Market Place – all four approaches o Bake Parkway & Towne Centre Drive – north-south along Towne Centre Drive o Lake Forest Drive & Towne Centre Drive – north-south along Towne Centre Drive Utilize the Flashing Yellow Arrow (FYA) form of PPLT phasing at the recommended locations. This form is the most flexible form of PPLT, providing for both leading and lagging left -turn green arrows. Additionally, should the City wish to revert back to protected only left -turn operation for certain times of the day, it can be accomplished simply through revised programm ing—no physical modifications or construction will be required.
Include minor median modifications and roadway striping changes in the PPLT phasing conversion project to provide for enhanced sight distance for motorists making the permissive left-turn movements.
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Establish a m onitoring program for the six PPLT phasing locations for one year after implementation to assess public acceptance, motorist compliance, traff ic flow benefits, and collisions involving vehicles, pedestrians, and bicyclists. After the initial use of PPLT phasing is deemed successful, the City may then consider expanding the deployment of PPLT phasing to additional intersections. Consideration should be given to deployment of PPLT phasing for single directions, within school zones, and for roadways with speed limits greater than 40 miles per hour.
Other Recommendations
The study also identified low -cost traffic control improvements that will improve operational efficiency at one existing traffic signal and one future traffic signal in the City as follows:
For the existing signal at El Toro Road & Toledo Way—Consider implementing “ped- share” operation at the existing north-south split-phase configured intersection by eliminating the east-leg pedestrian crosswalk and consolidating El Toro Road pedestrian crossings in the west-leg crosswalk. The traffic signal can then be reconfigured to serve both directions of Toledo Way while the pede strian movement is being served, thus freeing up additional green time for El Toro Road.
For the future traffic signal at Comm ercentre Drive & Serrano Summit —Consider modifying the design for this future traffic signal to operate with north-south permissive left-turn phasing along Serrano Summit, a side street.
Cost Considerations
Estimated construction cost to implement PPLT phasing at the six intersections, including median modifications, is $733,000.
The implementation of six PPLT phasing conversions is expected to result in an overall Benefit-Cost Ratio of approximately 6:1 with a 20 -year lifecycle benefit in travel time savings of approximately $4.5 million.
The estimated cost to implement the recommended traffic signal modification at El Toro Road and Toledo Way is $15,000.
The cost of proposed modifications at Commercentre Drive and Serrano Summit is insignificant.
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I. INTRODUCTION
Purpose of the Citywide Protected/Permissive Left-Turn Phasing Study
In November 2017 the City of Lake Forest requested the assistance of a traffic engineering consultant for a comprehensive traffic study to determine if Protected /Permissive Left-Turn (PPLT) phasing should be considered at one or more locations in the City. The consultant was also asked to assess the operation and management of the existing transportation system to determine if there were additional strategies and recommendations that the City could deploy to improve traffic flow and transportation operations in the City. T he City awarded the contract to Albert Grover & Associates (AGA) due to their extensive expertise and experience in traffic signal operations, and in particular, design and operation of PPLT phasing traffic signals. AGA is currently one of the City’s on-call traffic engineering consultants.
The purpose of this study is to evaluate intersections within the City as possible candidates for proposed PPLT phasing , whereby drivers are allowed to make permissive left turns during the green (“green ball”) time of through traffic in addition to protected- only periods displaying a green left-turn arrow. This has become a proven and desirable means to reduce vehicle delays.
Proposed PPLT phasing for a given signalized intersection can be for either the main street, the side street, or both.
Protected/Permissive Left Turn Phasing
PPLT phasing is a traffic signal operational strategy that helps reduce intersection delays . PPLT phasing can be deployed for one, two, three, or all four left- turn movements at an intersection.
The “protected” green left-turn arrow can be activated using a variety of configurations of PPLT phasing—either before the associated through movement of traffic (i.e., movement in the same direction as the left turn), at the beginning of the associated through movement, near the end of the associated through movement, or after the associated through movement has ended.
PPLT phasing is not an operational strategy that can be successfully deployed for every left- turn or signalized intersection; however, under the proper circumstances it can successfully reduce left-turn delays and improve overall intersection efficiency without compromising safety. Since the left-turning driver can turn during both the green arrow interval and the g reen ball interval, PPLT phasing can increase the capacity of the left-turn movement of a major arterial. It can also decrease side street delays for left -turn movements and provide additional green time for the major arterial as the side street left turn movement requires less time to clear.
The traditional PPLT phasing configuration consists of the five -section vehicle heads with a green arrow, yellow arrow, green ball, yellow ball and red ball signal indicat ions (see diagram on following page ). The Flashing Yellow Arrow (FYA) PPLT phasing configuration consists of a solid green arrow, a solid yellow arrow, a flashing yellow arrow, and a solid red arrow, usually displayed vertically (see diagram on following page).
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The FYA has safety advantages and is ab le to
utilize the lead- lag left-turn phase sequencing,
which is essential for traffic signal
synchronization. The FYA can also be
programmed to operate as protected- only left
turns during certain hours of the day , if
needed. The PPLT phasing (both traditional and
FYA) could be configured for queue detection,
typically three -car queue detection. In this
configuration, the protected left- turn phasing
would only be activated if three or more
vehicles are waiting duri ng the red indication. In many instances, the side street has very low opposing through volumes , particularly during non -peak hours , allowing the left -turning vehicles (typically at least two vehicles in each cycle) to clear during the permissive period. This strategy of reduced time for the side street allows the main street the extra green time , which equates to additional capacity.
Existing traffic signals citywide were evaluated for potential conversion of the existing protected-only left turn signal p hasing to PPLT phasing . The locations were selected on streets with two or fewer opposing through lanes and having low approach speeds and low left-turn or opposing through volumes , thereby reducing any potential conflicts between the left turn and through movements. The PPLT phasing locations were also discussed with City Public Works staff prior to detailed evaluations.
Traditional PPLT phasing configuration
Flashing Yellow Arrow (FYA) PPLT Phasing Configuration
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City Provided Information
In order to assist AGA in the study effort, the City provided the following information:
• Traffic count data
• As-built traffic signal plans
• Traffic signal timing charts
• Speed surveys
• Collision data
Project Description and Screening Guidelines
The scope of this project covers a total of 10 4 signals (102 existing signals, two future signals) within the City of Lake Forest, as shown in Figure 1 on page 5. Of the 102 existing traffic signals, a total of 9 2 are controlled and maintained by the City of Lake Forest. Four shared signals are operated and maintained by the City of Irvine. The remaining six signalized intersections are controlled and maintained by California Department of Transportation (Caltrans).
Currently, the majority of the signal phasing within the City is protected- only left -turns, permissive-only left-turns, and split phasing. An evaluation of existing traffic signal approaches in the City indicates that protected left -turn movements are 7 0%, permissive left -turn movements are 23%, and split -phase approaches make up the remaining 7 %. PPLT phasing is not utilized at any City traffic signal.
Working in conjunction with the City, AGA developed screening guidelines for the initial assessment of candidate locations for PPLT phasing operation. The criteria used in the recently completed PPLT phasing evaluations for the City of Irvine, and previously for the City of Lake Forest, formed the basis of the screening guidelines for PPLT phasing consideration as follows:
• Traffic volumes
• Approach speeds
• Number of left-turn lanes
• Number of opposing through lanes
• Painted or raised medians approaching the intersection • Existing signal phasing
• Sight distance and arterial grade, and
• Collision history
The screening of potential PPLT phasing locations were based on two sets of criteria: initial high-level assessment, and detailed assessment. All the existing City signals were evaluated for potential PPLT phasing based on the following screening criteria:
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Initial Criteria for PPLT Phasing Assessment
1. For a given side street of the intersection (N/S or E/W), each approach must currently have protected left-turn phasing with single left-turn lanes.
2. The posted speed limit for both directions must not exceed 40 mph.
3. The total number of through lanes must not exceed two lanes.
4. The total number of right-turn lanes must not exceed one lane.
5. Locations near schools or school crossings were not to be included as candidate locations during this initial phase of the study.
Detailed Criteria for PPLT Phasing Assessment
1. Sight distance for left turns in both directions must be adequate.
2. Intersections should have less than five left- turn collisions over a 12 -month period. No past history of excessive left-turn collisions.
3. Existing left -turn turning movement volumes should not warrant protected left- turn signal phasing.
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II. ANALYSIS
Initial Assessment of Possible Candidate PPLT Phasing Locations
Using the initial criteria for PPLT phasing assessment, existing traffic signals citywide were evaluated. The initial assessment was conducted, using City provided data and inventory data obtained via Google Earth images, which was supplemented with spot field reviews at selected locations. The assessment included comparing the inventory data of existing speed limits, number of left-turn lanes, left-turn phasing type, number of opposing lanes (through and right- turn lanes), median type, yellow crosswalks, etc., against the initial screening criteria for PPLT Phasing. The assessment was conducted for all 104 existing and future traffic signals.
Based on the initial assessment, the following 11 signalized intersections were identified as possible candidate locations for PPLT phasing:
Intersection
Side Street Approaches Meeting
Initial PPLT Criteria
1. Rockfield Boulevard/Centre Drive Centre Drive (E/W)
2. Rockfield Boulevard/Orchard Lane Rockfield Boulevard (N/S)
3. Jeronimo Road/Cherry Avenue Jeronimo Road (N/S)
4. Alton Parkway/Monarch Boulevard Monarch Boulevard (N/S)
5. Alton Parkway/Catalina Catalina (N/S)
6. Alton Parkway/Portola Parkway Alton Parkway (E/W)
7. Portola Parkway/Paloma Portola Parkway (N/S)
Paloma (E/W)
8. Towne Centre Drive/Market Place Towne Centre Drive (N/S) Market Place (E/W)
9. Towne Centre Drive/Entertainment Towne Centre Drive (N/S)
10. Bake Parkway/Towne Centre Drive Towne Centre Drive (N/S)
11. Lake Forest Drive/Towne Centre Drive Towne Centre Drive (N/S) E/W = east/west
N/S = north/south
A detailed summary table that identifies the information used to determine the initial 11 possible candidate PPLT locations is provided in Appendix A.
Detailed Assessment of Possible Candidate PPLT Phasing Locations
After determining of the initial 11 candidate PPLT phasing locations, a detailed study for each of the locations was conducted to evaluate the feasibility of PPLT p hasing. The detailed analysis included traffic volume evaluation, collision history, sight distance evaluation, and field observations/evaluations.
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Traffic Volume Evaluation
Weekday turning movement counts and average daily traffic volumes from various projects in the City of Lake Forest, were provided by the City. Additional weekday turning movement counts and pedestrian counts were collected in the spring of 2018 at locations where traffic count data was either unavailable or too old (see Appendix B) . The existing traffic volumes for the AM and PM peak hours were assessed at each of the initial PPLT phasing candidate intersections to ensure none of the left turns would warrant protected left -turn phasing. For protected left- turn phasing to be warranted, there must be 50 or more left -turning vehicles during peak hours , and a minimum cross -product ( peak hour left- turn volume multiplied by opposing through/right -turn volume ) of 100,000. For each of the initial 11 candidate PPLT phasing locations, the cross -products for intersection approaches considered for PPLT phasing fell below the 100,000 threshold and did not warrant protected left-turn phasing.
Collision Data Review
For each of the initial PPLT phasing candidate intersections, collision history (from July 2014 through June 201 7) was provided by the City of Lake Forest. A detailed review was conducted of collision history at each of the initial 11 possible candidate locations to determine if there was an existing collision pattern or trend that precludes the use of PPLT phasing. Collision history was reviewed to determine if any of the approaches being considered for PPLT phasing had five or more left -turn collisions in a 12 month period. None of them had a significant left- turn collision history for the intersections approaches where PPLT phasing is being considered.
Overall, the frequency of collisions in the three -year time period at each location was low and not considered detrimental to PPLT phasing at each location.
Sight Distance Analysis
Aside from the driver’s overall required understanding of the responsibilities of turning left on a green ball, p roviding adequate sight distance is necessary so that the driver can select an adequate gap in the oncoming through traffic stream before making the left- turn move.
Adequate sight distance is needed so that the left turner can select an adequate gap in the oncoming through traffic stream before making the left-turn move.
From a design viewpoint, the American Association of State Highway and Transportation Officials (AASHTO), in their “A Policy on Geometric Design of Highways and Streets,” provides two measures of sight distance – Decision Sight Distance and Stopping Sight Distance.
Decision Sight Distance: The distance required for a driver to detect an unexpected or otherwise difficult -to-perceive information source or hazard in a roadway environment that may be visually cluttered, recognize the hazard or its threat potential, select an appropriate speed and path, and initiate and complete the required safety maneuver safely and efficiently.
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Stopping Sight Distance: The minimum sight distance that should be provided, so that the oncoming through vehicle can stop before it reaches the left- turning vehicle’s position in the path of the oncoming vehicle. It is the “ sum of two distances – (1) the distance traversed by the vehicle from the instant the driver sights an object necessitating a stop to the instant the brakes are applied and (2) the distance required to stop the vehicle from the instant brake application begins.”
The Federal Highway Administration discusses the concept of sight distance analysis in the 2009 research report, “Safety Evaluation of Offset Improvements for Left- Turn Lanes” (excerpt and diagram following):
The typical geometry of signalized intersections can present several challenges. Visibility of oncoming vehicles is important for drivers to identify acceptable gaps. The geometry at some intersections actually creates a negative offset , as shown in (a) [see figure ], which further reduces sight distance for left -turning vehicles. Typical intersection alignments have opposing left-turn lanes directly across from one another and immediately adjacent to the through lanes, as shown by the intersection without an offset in (b). Thus, a left -turning vehicle in the opposite left-turn lane can obstruct the view of oncoming vehicles. Sight distance for le ft- turning vehicles can be im proved by shifting the left -turn lanes to the left to create a positive offset, as shown in (c).
When initial offsets are negative, a variation of the offset improvement strategy can be applied by increasing the lateral separation between the left -turn a nd adjacent through lane (i.e., modifying the left -turn lane from a negative to less negative offs et). Hence, the offset is still negative, but the sight distance to oncoming vehicles is slightly improved.
This strategy …is most applicable when permissive or permissive/protective phasing for left - turn movements are in effect. Left-turn movements that only operate as protected to not have the visibility concerns for gap acceptance.
Source: Federal Highway Administration, “Safety Evaluation of Offset Improvements for Left-Turn Lanes”, June 2009 Item: 11
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The required horizontal left-turn sight distance is the distance, based on a left turn by a stopped vehicle, necessary for that driver to decide when to turn left across the lane(s) used by opposing traffic. It is determined based on the opposing approach speed limit and number of opposing lanes. Vertical left -turn sight distance is also important because it reflects whether or not the driver of the vehicle making the left turn can vertically see the oncoming traffic. The driver typically can see oncoming t raffic that is downhill or relatively flat. However, oncoming traffic that is uphill may prove challenging if blocked by an opposing left -turning vehicle.
Horizontal and vertical sight distance for both directions of the cross street where PPLT phasing is being considered, must be adequate for the intersection to be considered for PPLT phasing.
Sight distance analysis was performed for each of the initial 11 possible candidate PPLT phasing locations. Guidelines were developed for sight distance analysis based on American Association of State Highway and Transportation Officials (AASHTO) criteria for left -turn intersection sight distance and are summarized in Table 1.
A field review and a review of the aerial photograph at each of the 11 locations were the basis of determining if the required sight distances are available. The number of opposing lanes for each approach was also taken into consideration for purposes of determining sight distance adequacy, since sufficient sight distance must be provided for each opposing through lane if the left-turning driver is to select a safe gap or make a left-turn.
The approaches determined as feasible for protect ed/permissive left-turn phasing in terms of sight d istance were subject to a required reduction in adjacent median width in order to provide the necessary horizontal sight distance.
Analyses and Recommended Improvements for Final Candidate PPLT Locations
Sight distance analysis based on the criteria outlined in Table 1 was applied to each location considering both horizontal and vertical left- turn sight distances. Based on an evaluation of required and available sight distances at the 11 possible candidate PPLT phasing locations, a total of six signalized intersections were found to meet the criteria. Table 2 provides a summary of sight distance assessment, and identifies the intersection approaches that meet the criteria.
One of the selected locations (Alt on Parkway/Catalina) currently does not have adequate horizontal or vertical left -turn sight distance for the southbound left- turn movement. The sight distance for the left turns at this intersection can be improved with recommended median modifications.
For improved sight distance at each of the selected intersections, improvements such as median modifications or re -striping modifications are recommended. Eliminating any negative offsets at the intersection approach is critical for successful PPLT phasing operation. Where feasible, modifications may be made t hat will result in a positive offset for improved sight distance for the left -turning vehicles. Detailed sight distance analysis figures for each of the final six PPLT phasing locations combined with c ollision history data for each location are provided in Appendix C.
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Calculated (ft) Design (ft) Calculated (ft) Design (ft) 121.3 125 132.3 135
161.7 165 176.4 180
202.1 205 220.5 225
242.6 245 264.6 265
283.0 285 308.7 310
323.4 325 352.8 355
363.8 365 396.9 400
Notes: 1. Source: "A Policy on Geometric Design of Highways and Streets - American Association of State Highway Transportation Officials (AASHTO), 6th Ed., 2011", Chapter 9 - Intersections, Pg. 51-52. Intersection Sight Distance for Passenger Vehicles.
2. Intersection sight distance is for left turning vehicle and approach speed is for the opposing thru movement.
3. Intersection sight distance is in feet and the equation used for adjustment is 1.47 x Time Gap (sec) x Speed (MPH).
4. Design distance is used in sight distance analysis which is the calculated distance rounded up to the next 5 ft increment.
5. Stopping Sight Distance is the minimum distance needed for a vehicle to come to a complete stop for the associated speed.
6. Time Gap is the amount of time in seconds for a left turning vehicle to decide and turn left across the lane(s) used by opposing traffic.
Time Gap: - Use 5.5 seconds for One (1) Opposing Lane
- Use 6.0 seconds for Two (2) Opposing Lanes
Stopping Sight Distance
for Through Vehicles (ft)
Table 1. Intersection Sight Distance Criteria
15 20
305
360
Intersection Sight Distance Criteria for Left-Turn Vehicles Approach Speed
(MPH)
80 115
155
250
200
1 Opposing Lane 2 Opposing Lanes
25 30
35 40
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Dir Speed
Limit Dir Speed
Limit Through Right-
Turn Required (ft) Available (ft) Adequate?
(Yes, No)
EB 15 WB 35 36 1 1 310 367 Yes Yes
WB 35 EB 15 N/A 1 0 125 180 Yes Yes
NB 40 SB 40 39 2 0 355 169 No No
SB 40 NB 40 39 2 0 355 355+ Yes Yes
NB 40 SB 40 N/A 2 0 355 201 No No
SB 40 NB 40 N/A 2 0 355 180 No No
NB 35 SB 25 N/A 1 0 205 232 Yes Yes
SB 25 NB 35 N/A 1 0 285 345 Yes Yes
NB 35 SB 25 N/A 1 0 205 285 Yes Yes
SB 25 NB 35 N/A 1 0 285 253 No No
EB 35 WB 40 N/A 2 0 355 299 No No
WB 40 EB 35 N/A 2 0 310 232 No No
NB 40 SB 40 N/A 2 0 355 193 No No
SB 40 NB 40 N/A 1 1 355 355 Yes Yes
EB 25 WB 35 N/A 1 1 310 310 Yes Yes
WB 35 EB 25 N/A 1 1 225 238 Yes No
NB 35 SB 35 33 2 0 310 310+ Yes Yes
SB 35 NB 35 33 2 0 310 310 Yes Yes
EB 25 WB 25 N/A 2 0 225 428 Yes Yes
WB 25 EB 25 N/A 2 0 225 431 Yes Yes
NB 35 SB 35 N/A 2 1 335 335+ Yes Yes
SB 35 NB 35 N/A 2 0 310 180 No No
NB 35 SB 35 33 1 1 310 409 Yes Yes
SB 35 NB 35 36 2 0 310 310+ Yes Yes
NB 35 SB 35 36 1 1 310 310+ Yes Yes
SB 35 NB 35 36 2 0 310 516 Yes Yes
Notes:
1. Both directions must have adequate left-turn sight-distance and vertical sight-distance for proposed PPLT phasing to be considered.
2. Even if Rockfield/Orchard is to have a future NBL access into the Laguna Hills Plaza (westside), the sight-distance for the NBL will still be inadequate.
3. N/S Left-turn Sight Distance along Catalina can be improved by narrowing the raised median and increasing the right side buffer for both left-turn lanes.
4. The Downhill vertical sight-distance of oncoming EBT vehicles on Poloma is insufficient for the WBL passenger vehicle. 2 Rockfield Blvd/Orchard Ln Rockfield Blvd No 2
Table 2. Left-Turn Sight Distance Analysis at Possible Candidate PPLT Phasing Locations No. Intersection Street
Approach Speed Opposing
Speed
2012
Lake Forest
Speed Survey
Opposing
85th
Percentile
Opposing Lanes Left-Turn Sight Distance Adequate
Vertical
Sight
Distance?
(Yes, No)
Proposed
PPLT Phasing
Location?
(Yes/No) 1
1 Rockfield Blvd/Centre Dr Centre Dr Yes
4 Alton Pkwy/Monarch Blvd Monarch Blvd Yes
3 Jeronimo Rd/Cherry Ave Jeronimo Rd No
6 Alton Pkwy/Portola Pkwy Alton Pkwy No
5 Alton Pkwy/Catalina Catalina Yes 3
7 Portola Pkwy/Paloma
Portola Pkwy No
Paloma No 4
8 Towne Centre Dr/Market Pl
Towne Centre Dr Yes
Market Pl Yes
10 Bake Pkwy/Towne Centre Dr Towne Centre Dr Yes
9 Towne Centre Dr/Entertainment Towne Centre Dr No
11 Lake Forest Pkwy/Towne Centre Dr Towne Centre Dr Yes Item: 11
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The following signalized intersections are recommended to have fully protected left -turn phasing converted to FYA PPLT phasing in the noted direction. The six locations are identified in Figure 2 on page 14.
o Rockfield Boulevard & Centre Drive – east-west along Centre Drive o Alton Parkway & Monarch Boulevard – north-south along Monarch Boulevard o Alton Parkway & Catalina – north-south along Catalina o Towne Centre Drive & Market Place – all four approaches o Bake Parkway & Towne Centre Drive – north-south along Towne Centre Drive o Lake Forest Drive & Towne Centre Drive – north-south along Towne Centre Drive
Recommended improvements for proposed PPLT phasing intersections are listed below. The conceptual layouts with recommended median modifications and roadway striping for each intersection, is provided in Figures 3a- f beginning on page 1 5. An order of magnitude cost estimate for implementing the recommended improvements at each intersection is provided in Appendix D. The estimated costs of improvements were used to develop benefit -cost ratios at each intersection with the implementation of PPLT phasing. The costs are rough estimate costs for engineering and construction and will need to be refined during the preliminary engineering phase.
• Rockfield Boulevard/Centre Drive (Figure 3a)
Implement PPLT phasing along Centre Drive (east-west approaches only) o Restripe the westbound approach by narrowing down the westbound right-turn lane from 15’ to 13’, and eastbound departing and parking lane from 30’ to 26’ to provide a 4’ right-side buffer for the westbound left lane.
Estimated Total Cost: $71K
• Alton Parkway/Monarch Boulevard (Figure 3b)
Implement PPLT phasing along Monarch Boulevard (north-south approaches only) o Narrow the raised median width to 4’ on both approaches and restripe to provide 10’ wide left-turn lanes with 6’ wide right-side buffer.
Estimated Total Cost: $167K
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• Alton Parkway/Catalina (Figure 3c)
Implement PPLT phasing along Catalina (north-south approaches only) o As the Sight Distance Analysis showed inadequate sight distance for the southbound left-turn movement, narrow the raised median width to 4’ on both approaches and restripe to provide 10’ wide left -turn lanes with 6’ wide right - side buffer.
Estimated Total Cost: $171K
• Towne Centre Drive/Market Place (Figure 3d)
Implement PPLT phasing along Towne Centre Drive (north-south approaches) o Remove the southbound approach 4’ raised median and restripe to provide an 11’ southbound left lane and a 4’ wide right-side buffer. o Restripe the northbound approach to provide a 10’ northbound left lane with a 2’ or wider right-side buffer.
Implement PPLT phasing along Market Place (east-west approaches) o Restripe both approaches by narrowing the through lanes down to 11’ and 14.5’ respectively, to provide a 3’ wide right-side buffer for each of the left turns.
Estimated Total Cost: $154K
• Bake Parkway/Towne Centre Drive (Figure 3e)
Implement PPLT phasing along Towne Centre Drive (north-south approaches only) o Restripe both approaches by narrowing the through lanes down to 11’ and 14.5’ respectively, to provide a 3’ wide right-side buffer for each of the left turns.
Estimated Total Cost: $85K
• Lake Forest Drive/Towne Centre Drive (Figure 3f)
Implement PPLT phasing along Towne Centre Drive (north-south approaches only) o Restripe both approaches by narrowing the through lanes down to 11’ and 14.5’ respectively, to provide a 3’ wide right-side buffer for each of the left turns.
Estimated Total Cost: $85K
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Intersection Level of Service Analysis
The six proposed PPLT phasing intersections, identified previously, were analyzed using procedures contained in the Highway Capacity Manual (HCM) to document expected improvement in traffic operations. Intersection Level of Service (LOS) was calculated for each intersection for both the AM and PM peak hours. HCM Level of Service criteria is summarized in Table 3.
LOS analysis results are summarized in Table 4 on the following page , and show an overall decrease in volume-to-capacity (V/C) ratio and a decrease in average delay in second s (sec) for each intersection with proposed PPLT phasing. The intersection LOS for each location, under existing conditions, was already at “acceptable LOS of D or better.” With PPLT phasing, the LOS for three intersections improved to LOS C , and three intersections maintained the same LOS, however, with reduced overall delays:
o One intersection (Towne Centre Dr ive/Market Place) improved from LOS D to LOS C in both the AM and PM peak hours.
o Two intersections (Alton Pkwy/Monarch Blvd and Bake Pkwy/Towne Centre Dr ive) improved from LOS D to LOS C in the PM peak hours only. o The three remaining locations (Rockfield Blvd/Centre Drive , Alton Pkwy/Catalina, Lake Forest Drive/Towne Centre Drive) will continue to operate at the same LOS, but with reduced overall delays.
A summary of HCM Methodology and LOS analysis worksheets for the proposed PPLT phasing locations are provided in Appendix E.
LOS V/C Description
0 - 10 A ≤ 0.60 Free flow
10 - 20 B > 0.60 Stable flow (slight delay)
20 - 35 C > 0.70 Stable flow (acceptable delay)
35 - 55 D > 0.80 Approaching unstable flow
(tolerable delay)
55 - 80 E > 0.90 Unstable flow
80 + F > 1.00 Forced flow
Highway Capacity Manual (HCM) Method
Signalized Intersections
Average Delay
per Vehicle (s)
Table 3: Level of Service (LOS) Criteria
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N/S E/W V/C
Avg
Delay
(sec)
LOS V/C
Avg
Delay
(sec)
LOS N/S E/W V/C
Avg
Delay
(sec)
LOS V/C
Avg
Delay
(sec)
LOS
1 Rockfield Blvd at Centre Dr 3 X X 0.39 34.0 C 0.54 42.0 D X 0.35 29.0 C 0.51 38.0 D 15% 10% 2 Alton Pkwy at Monarch Blvd 4 X X 0.47 34.0 C 0.37 37.0 D X 0.44 30.0 C 0.35 34.0 C 12% 8% 3 Alton Pkwy at Catalina 4 X X 0.43 39.0 D 0.38 32.0 C X 0.40 35.0 D 0.37 28.0 C 10% 13% 4 Towne Centre Dr at Market Pl 5 X X 0.19 40.0 D 0.31 42.0 D X X 0.18 27.0 C 0.25 34.0 C 33% 19% 5 Bake Pkwy at Towne Centre Dr 4 X X 0.41 33.0 C 0.48 36.0 D X 0.38 29.0 C 0.45 32.0 C 12% 11% 6 Lake Forest Dr at Towne Centre Dr 4 X X 0.26 29.0 C 0.47 32.0 C X 0.24 23.0 C 0.43 29.0 C 21% 9% Notes:
1. V/C - Volume to Capacity Ratio
2. LOS - Level of Service per Highway Capacity Manual
3. Proposed E/W PPLT
4. Proposed N/S PPLT
5. Proposed PPLT in all directions
Table 4: Level of Service Summary for Final Candidate PPLT Phasing Locations No.
Protected
Left-Turn
Phasing
PPLT
Phasing
Existing Conditions Proposed PPLT
Intersection
Percent Delay
Reduction
AM
Peak
Hour
PM
Peak
Hour
AM Peak Hour PM Peak HourAM Peak Hour PM Peak Hour
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Delay Savings and Benefit/Cost Analysis for the six intersections recommended for PPLT phasing is summarized in Table 5 below.
The estimated construction cost to implement PPLT phasing at the six intersections, including median modifications, amounts to $733,000.
The 20 -year lifecycle benefit in travel time savings of the six intersections is approximately $4.5 million. The imple mentation of six PPLT phasing conversions is expected to result in an overall Benefit-Cost Ratio of approximately 6:1.
Details relative to delay savings calculations are provided in Appendix F.
Special Improvements
In addition to the report’s central focus of PPLT phasing, the AGA team has also identified other possible operational modifications at specific intersections , particularly those operating with split phasing. The implementation of the recommended modifications at split -phased intersections will improve the Level of Service and/or reduce overall intersection delay.
Split phasing is a ty pe of signal phasing where left -turn, through traffic, and right -turn movements from one approach are all provided a green while opposing approach movements are stopped. Once one approach is complete, then the opposing approach (including left/through/right movements) can commence. Cross-street “split phasing” results in extra time being allocated to the cross traffic, thereby reducing the arterial/main street capacity. Main street capacity is not just a function of the number of lanes, but also the amount of green time available for those lanes. Therefore, arterial capacity can often be significantly improved by doing minor side street/driveway improvements to minimize side street green time while maximizing the main street green time.
Annual Lifecycle Annual Lifecycle
1 Rockfield Blvd at Centre Dr 71,000$ 41,177$ 612,611$ 0.58 8.63 2 Alton Pkwy at Monarch Blvd 167,000$ 48,002$ 714,154$ 0.29 4.28 3 Alton Pkwy at Catalina 171,000$ 55,896$ 831,591$ 0.33 4.86 4 Towne Centre Dr at Market Pl 154,000$ 61,733$ 918,428$ 0.40 5.96 5 Bake Pkwy at Towne Centre Dr 85,000$ 57,154$ 850,307$ 0.67 10.00 6 Lake Forest Dr at Towne Centre Dr 85,000$ 38,454$ 572,103$ 0.45 6.73 TOTAL 733,000$ 302,417$ 4,499,195$ 0.41 6.14 Delay Savings Benefits Benefit/Cost RatioEstimated
Cost
Table 5: Benefit/Cost Calculation
for Recommended PPLT Phasing Conversions
IntersectionNo.
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The candidate locations for special improvements were locations that are currently or planned to be operating with split phasing. A total of three existing traffic signals, and two future traffic signal locations were evaluated for potential special improvements. The following five intersections were identified as the possible candidate locations for special improvements.
They include both existing and future traffic signals.
Intersection
Approaches Evaluated for
Special Improvements
1. Muirlands Boulevard/Aspan Street Aspan Street (E/W)
2. El Toro Road/Toledo Way Toledo Way (N/S)
3. Lake Forest Drive/ Dimension Drive Dimension Drive (N/S)
4. Commercentre Drive/Serrano Summit * Serrano Summit (N/S)
5. Commercentre Drive/Civic Center * Civic Center (N/S) * Future traffic signals which are designed to be operate as Split Phase due to roadway geometry.
E/W = east/west
N/S = north/south
At the three existing traffic signals, detailed level of service analyses were conducted using existing lane configurations, current traffic volumes, pedestrian and bicycle counts, and traffic signal timing data. Based on the analysis, it was determined that one intersection , El Toro Road/Toledo Way, is currently impacted during the AM peak hour due to pedestrian crossings occurring on the two sepa rate split phases on Toledo Way —requiring a significant portion of the cycle time to serve Toledo Way , which reduces available green time f or El Toro Road resulting in less capacity for the arterial. This can delay traffic on El Toro Road and potentially result in longer queues. To help mitigate this situation, a special traffic signal modification is recommended on Toledo Way wherein the pedes trian crossings across El Toro Road are consolidated into one crosswalk and the total pedestrian crossing time is shared between the two vehicular phases on Toledo Way , thereby optimizing the signal timing and resulting in additional green time for El Toro Road. A conceptual layout with the recommended traffic signal modification for El Toro Road/Toledo Way is provided in Figure 4.
This low-cost solution will result in improved overall intersection operations and only requires minor signal phase re -assignments, removal of the northbound left -turn arrow signal indications on Toledo Way, and removal of the east leg crosswalk across El Toro Road.
Weekday 12-hour pedestrian counts (see Appendix G) were conducted in May 2018 at El Toro Road/Toledo Way to identify if there is any significant pedestrian activity due to El Toro High School to the north. A review of the counts for the east leg crosswalk indicates that the total pedestrian crossings amount to five pedestrians during the morning hour, three pedestrians during the lunch hour, eight pedestrians during the school dismissal time, and two pedestrians during the PM peak hour. These counts show that the pedestrian activity on the east leg of the intersection is not very sig nificant, and can be accommodated by the west leg crosswalk.
Additional field observations indicate that people tend to use the west leg crosswalk more often than the east leg crosswalk.
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The recommended special improvements for El Toro Road/ Toledo Way are as follows:
• Retain the existing north -south split phasing on Toledo Way , and implement Shared Pedestrian Phasing operation on the West Leg Crosswalk
o Remove east leg crosswalk on El Toro Road
o Remove northbound left-turn arrow
o Allow concurrent west leg pedestrian crossings with north-south traffic o Optimize signal timings to reduce queues and delays.
o Recommended traffic signal phasing assignments for cross -street vehicular and pedestrian phases is identified in the figure below.
o The estimated cost for the design and construction of the recommended improvements for El Toro Road/Toledo Way is $15,000.
A summary of LOS analysis for “Special Improvement” locations is shown below in Table 6 , and the LOS analysis worksheets are provided in Appendix H.
Toledo Way
El Toro Road
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V/C
Avg
Delay
(sec)
LOS V/C
Avg
Delay
(sec)
LOS V/C
Avg
Delay
(sec)
LOS V/C
Avg
Delay
(sec)
LOS
1 Muirlands Blvd at Aspan St 3 0.32 29.0 C 0.50 27.0 C 0.32 28.0 C 0.50 26.0 C 3% 4% 2 El Toro Rd at Toledo Way 4, 5 0.77 59.0 E 0.42 38.0 D 0.77 34.0 C 0.42 23.0 C 42% 39% 3 Lake Forest Dr at Dimension Dr 4 0.48 27.0 C 0.61 30.0 C 0.48 25.0 C 0.61 29.0 C 7% 3% Notes:
1. V/C - Volume to Capacity Ratio
2. LOS - Level of Service per Highway Capacity Manual
3. E/W Split Phase with Ped Share assumed
4. N/S Split Phase with Ped Share assumed
5. Existing Conditions splits for El Toro Rd at Toledo Way are based on a weighted average of Percent Ped & Bike Actuations per Hour.
Table 6: Level of Service Summary for Possible Candidate Special Improvement Locations No. Location
Existing Conditions With Shared Pedestrian Phasing
AM Peak Hour PM Peak Hour AM Peak Hour PM Peak Hour
Average
Percent Delay
Reduction
AM
Peak
Hour
PM
Peak
Hour
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Special improvements for Future Signals on Commercentre Drive
Additionally, special Improvements were also considered for the Commercentre Drive/Serrano Summit intersection (formerly Biscayne Bay Drive) and Commercentre Drive/Civic Center intersection (forme rly Indian Ocean Drive), two un signalized intersections located on Commercentre Drive between Bake Parkway and Dimension Drive in the City of Lake Forest.
These intersections are part of the Serrano Su mmit Development Project and will become signalized intersections in the future. The design plans for the two locations indicate that the cross streets at each of the locations show proposed split phasing on the side street (north- south) approach.
To help operate the intersections more efficiently when new traffic signals are installed in the future, the following recommendations are provided. As currently designed, these two intersections will have one crosswalk across Commercentre at each traffic signal. It is important to note that traffic along Commercentre Drive is primarily commuter traffic, and the improvements will optimize the intersection operation and reduce queues and delays.
The following is recommended for the two future traffic signals:
• Commercentre Drive/Serrano Summit
o Modify the design to operate as north- south permissive left -turn phasing along Serrano Summit (a side street).
• Commercentre Drive/Civic Center Drive
o Operate the north -south along Civic Center Drive as split phasing as currently designed, due to the restricted sight distance for the side street left turns.
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III. FINDINGS AND RECOMMENDATIONS
As a part of the study effort, traffic engineers from AGA conducted a comprehensive review of the City’s 10 2 existing traffic signals as well as two intersections identified for future traffic signals (Commercentre Drive/Serrano Summit and Commercent re Drive/Civic Center Drive) .
The traffic engineering team also reviewed traffic flows, roadway configuration, collision history, and other various physical and environmental factors that could be a factor in determining if an intersection would be a good candidate for PPLT phasing. The following is a summary of our key findings and recommendations from this study effort.
Findings
The City has 10 2 existing traffic signals. A total of 9 2 signals are maintained and operated by the City. F our shared signals are maintained and operated by the City of Irvine. The remaining six are controlled by Caltrans.
The majority of the existing traffic signal approaches operate with either protected left - turn arrows (70%), permissive left -turn movements (23%), or split phasing (7%). PPLT phasing operation is not currently deployed in the City. The PPLT phasing evaluation was completed f or City traffic signals using a screening criteria that was broken down into an Initial Assessment and Detailed Assessment. The Initial Assessment included evaluation of existing speeds, number of lanes, and existing left-turn phasing. During the Initial Assessment, 11 PPLT phasing candidate locations were identified.
The Detailed Assessment occurred after the Initial Assessment and further narrowed down the number of candidate intersections based on vehicular and pedestrian traffic volumes, collision histo ry, availability of left -turn sight distance, and field observations.
The Detailed Assessment found that it is feasible to implement PPLT phasing at six intersections in the City. Of the six candidate signals identified for PPLT operation, none of them had five or more left -turning collisions occurring within a 12 -month period—a finding that supports PPLT phasing as a suitable choice for these locations. Intersection LOS analysis for the six PPLT phasing candidate signals show s an overall decrease in intersection delay during the AM and PM peak hours with proposed implementation of PPLT phasing. Each of the locations is currently operating at LOS D or better. With the implementation of PPLT phasing, one intersection improves from LOS D to LOS C during both the AM and PM peak hours; two of the intersections improve from LOS D to LOS C during the PM peak hour time period ; and three maintain the same LOS but with reduced overall delays.
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Protected/Permissive Left-Turn Phasing Recommendations
Establish a pilot deployment project to include the conversion of existing protected left- turn arrows to PPLT phasing at the following six signalized intersections:
o Rockfield Boulevard & Centre Drive – east-west along Centre Drive o Alton Parkway & Monarch Boulevard – north-south along Monarch Boulevard o Alton Parkway & Catalina – north-south along Catalina o Towne Centre Drive & Market Place – all four approaches o Bake Parkway & Towne Centre Drive – north-south along Towne Centre Drive o Lake Forest Drive & Towne Centre Drive – north-south along Towne Centre Drive PPLT phasing at the six recommended locations should be implemented with the Flashing Yellow Arrow (FYA) form of PPLT phasing. This form is the most flexible providing for both leading and l agging left-turn green arrows. Additionally, should the City wish to revert back to protected only left -turn operation for certain times of the day, it can be accomplished simply through revised programing ; no physical modifications or construction will be required.
The PPLT phasing conversion project should also include minor street median modifications and roadway striping changes to provide for enhanced sight distance for drivers making the permissive left-turn movements.
Establish a monitoring program for the six PPLT phasing locations for one -year after implementation to provide an assessment of public acceptance, driver compliance, traffic flow benefits, and collision history involving vehicles, pedestrians, and bicyclists. After the initial use of P PLT phasing is deemed successful , then it is suggested that the City consider expanding the deployment of PPLT to additional intersections.
Consideration should be given to the deployment of PPLT phasing for single directions, within school zones, and for roadways with speed limits greater than 40 miles per hour.
Other Recommendations
The study effort also identified low -cost traffic control improvements that will improve operational efficiency at one existing traffic signal and o ne future traffic signal in the City as outlined below:
o El Toro Road & Toledo Way – Consider implementing “ped- share” operation at the existing north-south split-phase configured intersection. The “Ped- share” operation will require the elimination of the eas t-leg pedestrian crosswalk to consolidate El Toro Road pedestrian crossings in the west- leg crosswalk. The traffic signal can then be reconfigured to serve both directions of Toledo Way while the pedestrian movement is being served, thus freeing up additio nal green time to be provided back to El Toro Road.
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Citywide PPLT Phasing Study
o Commercentre Drive & Serrano Summit – Modify the design for this future traffic signal to operate as north-south permissive left -turn phasing along Serrano Summit (side street).
Cost Considerations
The estimated design and construction cost to implement PPLT phasing at the six intersections, including median modifications, is $733,000. The 20 -year lifecycle benefit in trave l time savings of the six intersections is approximately $4.5 million. The implementation of six PPLT phasing conversions is expected to result in an overall Benefit-Cost Ratio of approximately 6:1. The estimated cost to implement the recommended traffic signal modification at El Toro Road and Toledo Way is $15,000.
The cost of proposed modifications at Commercent re Drive and Serrano Summit is insignificant.
Item: 11
348
APPENDIX A
Lake Forest
Citywide Traffic Signal Evaluation for
Protected/Permissive
Left-Turn Phasing
and Special Improvements
Item: 11
349
PPLT
Candidate
Special
Improvements
EB 60 ‐ ‐‐ ‐‐ ‐ ‐ ‐ ‐‐ ‐‐ ‐‐ WB 55 1 Prot Raised 3 ‐ 3 ‐‐ ‐‐ ‐‐ Commercentre Drive NB Not
Posted ‐ Perm ‐‐ ‐ ‐ ‐ ‐‐ ‐‐ ‐‐ T‐Intersection, Downward sloped, Posted speed limit is missing for NB
‐‐ ‐‐ ‐‐ ‐ ‐‐ ‐‐ ‐ ‐ ‐ ‐‐ ‐‐ ‐‐ ‐‐ EB 55 1 Prot Raised 3 ‐ 3 ‐‐ ‐‐ ‐‐ WB 55 1 Prot Raised 3 ‐ 3 ‐‐ ‐‐ ‐‐ NB 35 1 Prot Raised 1 ‐ 1 ‐‐ ‐‐ SB 25 1 Prot Raised 1 ‐ 1 ‐‐ ‐‐ EB 55 1 Prot Raised 3 ‐ 3 ‐‐ ‐‐ ‐‐ WB 55 1 Prot Raised 3 ‐ 3 ‐‐ ‐‐ ‐‐ NB 35 1 Prot Raised 1 ‐ 1 ‐‐ ‐‐ SB 25 1 Prot Raised 1 ‐ 1 ‐‐ ‐‐ EB 55 1 Prot Raised 2 1 3 ‐‐ ‐‐ ‐‐ WB 50 1 Prot Raised 3 1 4 ‐‐ ‐‐ ‐‐ Rancho Parkway South NB 40 1 Prot Raised 2 1 3 ‐‐ ‐‐ ‐‐ Towne Centre Drive South SB 45 1 Prot Painted 2 ‐ 2 ‐‐ ‐‐ ‐‐ EB 50 ‐ ‐‐ ‐‐ ‐ ‐ ‐ ‐‐ ‐‐ ‐‐ WB 50 1 Prot Raised 3 ‐ 3 ‐‐ ‐‐ ‐‐ Sunflower NB 25 ‐ Perm ‐‐ ‐ ‐ ‐ ‐‐ ‐‐ ‐‐ T‐Intersection ‐‐ ‐‐ ‐‐ ‐ ‐‐ ‐‐ ‐ ‐ ‐ ‐‐ ‐‐ ‐‐ ‐‐ Yes Downward sloped both directions
Street Notes
Appendix A. Lake Forest Citywide Traffic Signal Evaluation for Protected‐Permissive Left‐Turn Phasing and Special Improvements ID Intersection Agency Direction
Posted
Speed
Limit
Left‐Turn
Phasing 1
Median
Type 1
Number of Opposing Lanes
Through Right‐Turn Total
Number of
Left‐Turn
Lanes
Designed for future dual lefts in each direction
Alton Parkway (East/West Arterial)
1 Alton Parkway
@ Commercentre Drive Lake Forest
Meets Preliminary Criteria
2 Alton Parkway
@ Monarch Boulevard Lake Forest
Alton Parkway
Yes Downward sloped both directions
4 Alton Parkway
@ Towne Centre Drive South /
Rancho Parkway South
Lake Forest
Alton Parkway
3 Alton Parkway
@ Catalina Lake Forest
Alton Parkway
Catalina
Monarch Boulevard
Yellow
Crosswalks
Alton Parkway
5 Alton Parkway
@ Sunflower Lake Forest
Alton Parkway
Albert Grover & Associates
Item: 11
350
PPLT
Candidate
Special
Improvements
Street Notes
Appendix A. Lake Forest Citywide Traffic Signal Evaluation for Protected‐Permissive Left‐Turn Phasing and Special Improvements ID Intersection Agency Direction
Posted
Speed
Limit
Left‐Turn
Phasing 1
Median
Type 1
Number of Opposing Lanes
Through Right‐Turn Total
Number of
Left‐Turn
Lanes
Meets Preliminary Criteria
Yellow
Crosswalks
EB 50 1 Prot Raised 2 ‐ 2 ‐‐ ‐‐ ‐‐ WB 40 1 Prot Raised 2 ‐ 2 ‐‐ ‐‐ ‐‐ NB 25 ‐ ‐‐ ‐‐ ‐ ‐ ‐ ‐‐ ‐‐ ‐‐ SB 25 ‐ ‐‐ ‐‐ ‐ ‐ ‐ ‐‐ ‐‐ ‐‐ EB 40 1 Prot Raised 3 ‐ 3 ‐‐ ‐‐ ‐‐ WB 35 1 Prot Raised 3 ‐ 3 ‐‐ ‐‐ ‐‐ NB 35 2 Prot Raised 1 1 2 ‐‐ ‐‐ ‐‐ NB dual left‐turns SB 45 1 Prot Painted 1 1 2 ‐‐ ‐‐ ‐‐ EB 35 1 Prot Raised 2 ‐ 2 ‐‐ ‐‐ WB 40 1 Prot Painted 2 ‐ 2 ‐‐ ‐‐ NB 40 2 Prot Raised 2 ‐ 2 ‐‐ ‐‐ ‐‐ SB 40 2 Prot Raised 3 ‐ 3 ‐‐ ‐‐ ‐‐ EB 55 1 Prot Raised 3 1 4 ‐‐ ‐‐ ‐‐ WB 50 1 Prot Raised 3 1 4 ‐‐ ‐‐ ‐‐ NB 45 1 Prot ‐‐ 2 ‐ 2 ‐‐ ‐‐ ‐‐ SB 50 1 Prot ‐‐ 2 ‐ 2 ‐‐ ‐‐ ‐‐ EB 50 1 Prot Raised 3 ‐ 3 ‐‐ ‐‐ ‐‐ WB 50 1 Prot Raised 3 ‐ 3 ‐‐ ‐‐ ‐‐ NB 50 1 Prot ‐‐ 2 ‐ 2 ‐‐ ‐‐ ‐‐ SB 50 1 Prot ‐‐ 2 ‐ 2 ‐‐ ‐‐ ‐‐ 6 Alton Parkway
@ SR‐241 Freeway (SPUI) 2 Caltrans
Alton Parkway
8 Alton Parkway
@ Portola Parkway Lake Forest
Alton Parkway
Portola Parkway
SR‐241 Freeway
7 Alton Parkway
@ Towne Centre Drive North Lake Forest
Alton Parkway
Towne Centre Drive North
10 Bake Parkway
@ Toledo Way Lake Forest / Irvine
Bake Parkway
Toledo Way
Bake Parkway (East/West Arterial)
9 Bake Parkway
@ Jeronimo Road Lake Forest / Irvine
Bake Parkway
Jeronimo Road
Dual left‐turns in each direction
Three opposing through lanes in each direction
Yes
Albert Grover & Associates
Item: 11
351
PPLT
Candidate
Special
Improvements
Street Notes
Appendix A. Lake Forest Citywide Traffic Signal Evaluation for Protected‐Permissive Left‐Turn Phasing and Special Improvements ID Intersection Agency Direction
Posted
Speed
Limit
Left‐Turn
Phasing 1
Median
Type 1
Number of Opposing Lanes
Through Right‐Turn Total
Number of
Left‐Turn
Lanes
Meets Preliminary Criteria
Yellow
Crosswalks
EB 50 1 Prot Raised 3 ‐ 3 ‐‐ ‐‐ ‐‐ WB 50 1 Prot Raised 3 ‐ 3 ‐‐ ‐‐ ‐‐ Calle Entrada NB 25 1 Perm ‐‐ 1 ‐ 1 ‐‐ ‐‐ ‐‐ Cromwell SB 25 1 Perm ‐‐ 1 ‐ 1 ‐‐ ‐‐ ‐‐ EB 50 1 Prot Raised 3 1 4 ‐‐ ‐‐ ‐‐ WB 50 2 Prot Raised 3 ‐ 3 ‐‐ ‐‐ ‐‐ Trabuco Road NB 55 2 Prot Raised 3 1 4 ‐‐ ‐‐ ‐‐ Irvine Boulevard SB 55 2 Prot Raised 3 1 4 ‐‐ ‐‐ ‐‐ EB 50 1 Prot Raised 3 ‐ 3 ‐‐ ‐‐ ‐‐ EB left‐turn is a U‐Turn WB 50 1 Prot Raised 3 ‐ 3 ‐‐ ‐‐ ‐‐ Cape May NB 25 ‐ Perm ‐‐ ‐ ‐ ‐ ‐‐ ‐‐ ‐‐ T‐Intersection ‐‐ ‐‐ ‐‐ ‐ ‐‐ ‐‐ ‐ ‐ ‐ ‐‐ ‐‐ ‐‐ ‐‐ EB 50 1 Prot Raised 2 ‐ 2 ‐‐ ‐‐ ‐‐ EB Left‐turn is a U‐Turn WB 50 1 Prot Raised 2 ‐ 2 ‐‐ ‐‐ ‐‐ South Pointe Drive NB 25 ‐ Perm ‐‐ ‐ ‐ ‐ ‐‐ ‐‐ ‐‐ T‐Intersection ‐‐ ‐‐ ‐‐ ‐ ‐‐ ‐‐ ‐ ‐ ‐ ‐‐ ‐‐ ‐‐ ‐‐ EB 50 1 Prot Raised 2 ‐ 2 ‐‐ ‐‐ ‐‐ WB 50 1 Prot Raised 2 ‐ 2 ‐‐ ‐‐ ‐‐ NB 25 1 Perm ‐‐ 1 ‐ 1 ‐‐ ‐‐ ‐‐ SB 25 1 Perm ‐‐ 1 ‐ 1 ‐‐ ‐‐ ‐‐ 11 Bake Parkway
@ Cromwell / Calle Entrada Lake Forest / Irvine
Bake Parkway
12 Bake Parkway
@ Irvine Boulevard / Trabuco Road Lake Forest / Irvine
Bake Parkway
15 Bake Parkway
@ North Pointe Drive Lake Forest
Bake Parkway
North Pointe Drive
13 Bake Parkway
@ Cape May Lake Forest
Bake Parkway
14 Bake Parkway
@ South Pointe Drive Lake Forest
Bake Parkway
Existing Permissive left‐turns
Existing Permissive left‐turns
Albert Grover & Associates
Item: 11
352
PPLT
Candidate
Special
Improvements
Street Notes
Appendix A. Lake Forest Citywide Traffic Signal Evaluation for Protected‐Permissive Left‐Turn Phasing and Special Improvements ID Intersection Agency Direction
Posted
Speed
Limit
Left‐Turn
Phasing 1
Median
Type 1
Number of Opposing Lanes
Through Right‐Turn Total
Number of
Left‐Turn
Lanes
Meets Preliminary Criteria
Yellow
Crosswalks
EB 50 1 Prot Raised 2 ‐ 2 ‐‐ ‐‐ ‐‐ WB 50 1 Prot Raised 2 ‐ 2 ‐‐ ‐‐ ‐‐ NB 45 2 Split ‐‐ 2 ‐ 2 ‐‐ ‐‐ ‐‐ SB Not
Posted 1 Split ‐‐ 1 ‐ 1 ‐‐ ‐‐ ‐‐ Posted speed limit is missing for SB EB 50 1 Prot Raised 2 ‐ 2 ‐‐ ‐‐ ‐‐ WB 50 1 Prot Raised 2 ‐ 2 ‐‐ ‐‐ ‐‐ NB 45 2 Prot Raised 1 1 2 ‐‐ ‐‐ ‐‐ SB Not
Posted 1 Prot Raised 1 1 2 ‐‐ ‐‐ ‐‐ Posted speed limit is missing for SB EB 50 1 Prot Raised 2 1 3 ‐‐ ‐‐ ‐‐ WB 50 ‐ ‐‐ ‐‐ ‐ ‐ ‐ ‐‐ ‐‐ ‐‐ ‐‐ ‐‐ ‐‐ ‐ ‐‐ ‐‐ ‐ ‐ ‐ ‐‐ ‐‐ ‐‐ ‐‐ Rancho Parkway South SB 40 ‐ Perm ‐‐ ‐ ‐ ‐ ‐‐ ‐‐ ‐‐ T‐Intersection EB 50 ‐ ‐‐ ‐‐ ‐ ‐ ‐ ‐‐ ‐‐ ‐‐ WB 50 1 Prot Raised 2 ‐ 2 ‐‐ ‐‐ ‐‐ Rancho Parkway NB 45 ‐ Perm ‐‐ ‐ ‐ ‐ ‐‐ ‐‐ ‐‐ T‐Intersection ‐‐ ‐‐ ‐‐ ‐ ‐‐ ‐‐ ‐ ‐ ‐ ‐‐ ‐‐ ‐‐ ‐‐ EB 50 2 Prot Raised 2 ‐ 2 ‐‐ ‐‐ ‐‐ WB 45 2 Prot Raised 2 ‐ 2 ‐‐ ‐‐ ‐‐ NB 35 1 Prot ‐‐ 1 1 2 ‐‐ ‐‐ SB 35 1 Prot ‐‐ 2 ‐ 2 ‐‐ ‐‐ 17 Bake Parkway
@ Dimension Drive Lake Forest
Bake Parkway
Dimension Drive
16 Bake Parkway
@ Commercentre Drive Lake Forest
Bake Parkway
Commercentre Drive
20 Bake Parkway
@ Towne Centre Drive Lake Forest
Bake Parkway
Towne Centre Drive
18 Bake Parkway
@ Rancho Parkway South Lake Forest
Bake Parkway
19 Bake Parkway
@ Rancho Parkway Lake Forest
Bake Parkway
Yes
Albert Grover & Associates
Item: 11
353
PPLT
Candidate
Special
Improvements
Street Notes
Appendix A. Lake Forest Citywide Traffic Signal Evaluation for Protected‐Permissive Left‐Turn Phasing and Special Improvements ID Intersection Agency Direction
Posted
Speed
Limit
Left‐Turn
Phasing 1
Median
Type 1
Number of Opposing Lanes
Through Right‐Turn Total
Number of
Left‐Turn
Lanes
Meets Preliminary Criteria
Yellow
Crosswalks
EB 45 1 Prot Raised 2 ‐ 2 ‐‐ ‐‐ ‐‐ WB 40 1 Prot Painted 1 2 3 ‐‐ ‐‐ ‐‐ NB 45 2 Prot Raised 3 ‐ 3 ‐‐ ‐‐ ‐‐ SB 40 1 Prot Raised 2 ‐ 2 ‐‐ ‐‐ ‐‐ EB 40 1 Prot ‐‐ 2 ‐ 2 ‐‐ ‐‐ ‐‐ WB 35 ‐ ‐‐ ‐‐ ‐ ‐ ‐ Yes ‐‐ ‐‐ ‐‐ ‐‐ ‐‐ ‐ ‐‐ ‐‐ ‐ ‐ ‐ ‐‐ ‐‐ ‐‐ ‐‐ Rue De Fortuna SB 35 ‐ Perm ‐‐ ‐ ‐ ‐ Yes ‐‐ ‐‐ T‐Intersection EB 40 ‐ ‐‐ Raised ‐ ‐ ‐ ‐‐ ‐‐ ‐‐ WB 40 2 Prot Painted ‐ ‐ ‐ ‐‐ ‐‐ ‐‐ WB dual left‐turns, Four opposing EB through lanes Avenida De La Carlota NB 45 ‐ Split ‐‐ ‐ ‐ ‐ ‐‐ ‐‐ ‐‐ I‐5 Southbound Off‐Ramp SB 25 ‐ Split ‐‐ ‐ ‐ ‐ ‐‐ ‐‐ ‐‐ EB 40 ‐ ‐‐ ‐‐ ‐ ‐ ‐ ‐‐ ‐‐ ‐‐ WB 40 ‐ ‐‐ ‐‐ ‐ ‐ ‐ ‐‐ ‐‐ ‐‐ I‐5 Northbound Off‐Ramp NB 25 ‐ Perm ‐‐ ‐ ‐ ‐ ‐‐ ‐‐ ‐‐ Off‐Ramp T‐Intersection ‐‐ ‐‐ ‐‐ ‐ ‐‐ ‐‐ ‐ ‐ ‐ ‐‐ ‐‐ ‐‐ ‐‐ EB 40 2 Prot Raised 4 ‐ 4 ‐‐ ‐‐ ‐‐ EB dual left‐turns, Four opposing WB through l anes WB 40 2 Prot Raised 3 1 4 ‐‐ ‐‐ ‐‐ WB dual left‐turns, Three opposing EB through lanes NB 45 2 Prot Painted 2 2 4 ‐‐ ‐‐ ‐‐ SB 45 2 Prot Painted 2 1 3 ‐‐ ‐‐ ‐‐ 22 Bake Parkway
@ Rue De Fortuna Lake Forest
Bake Parkway
Lake Forest Drive (East/West Arterial)
21 Bake Parkway
@ Portola Parkway Lake Forest
Bake Parkway
Portola Parkway
23 Lake Forest Drive
@ I‐5 Southbound Off‐Ramp /
Avenida De La Carlota
Caltrans
Lake Forest Drive
25 Lake Forest Drive
@ Rockfield Boulevard Lake Forest
Lake Forest Drive
Rockfield Boulevard
24 Lake Forest Drive
@ I‐5 Northbound Off‐Ramp Caltrans
Lake Forest Drive
No crosswalk on East leg
Albert Grover & Associates
Item: 11
354
PPLT
Candidate
Special
Improvements
Street Notes
Appendix A. Lake Forest Citywide Traffic Signal Evaluation for Protected‐Permissive Left‐Turn Phasing and Special Improvements ID Intersection Agency Direction
Posted
Speed
Limit
Left‐Turn
Phasing 1
Median
Type 1
Number of Opposing Lanes
Through Right‐Turn Total
Number of
Left‐Turn
Lanes
Meets Preliminary Criteria
Yellow
Crosswalks
EB 40 1 Prot Raised 3 ‐ 3 ‐‐ ‐‐ ‐‐ WB 40 1 Prot Raised 3 ‐ 3 ‐‐ ‐‐ ‐‐ NB 25 ‐ Perm ‐‐ ‐ ‐ ‐ ‐‐ ‐‐ ‐‐ SB 35 ‐ Perm ‐‐ ‐ ‐ ‐ ‐‐ ‐‐ ‐‐ EB 40 1 Prot Raised 3 ‐ 3 ‐‐ ‐‐ ‐‐ WB 40 1 Prot Raised 3 ‐ 3 ‐‐ ‐‐ ‐‐ NB 25 ‐ Perm ‐‐ ‐ ‐ ‐ ‐‐ ‐‐ ‐‐ SB 25 ‐ Perm ‐‐ ‐ ‐ ‐ ‐‐ ‐‐ ‐‐ EB 40 2 Prot Raised 3 1 4 ‐‐ ‐‐ ‐‐ WB 50 2 Prot Raised 3 1 4 ‐‐ ‐‐ ‐‐ NB 45 2 Prot Painted 2 1 3 ‐‐ ‐‐ ‐‐ SB 45 2 Prot Painted 2 1 3 ‐‐ ‐‐ ‐‐ EB 50 1 Prot Raised 3 1 4 Yes ‐‐ ‐‐ WB 50 1 Prot Raised 3 1 4 Yes ‐‐ ‐‐ NB 40 1 Prot ‐‐ 2 ‐ 2 Yes ‐‐ ‐‐ SB 45 1 Prot ‐‐ 2 ‐ 2 Yes ‐‐ ‐‐ EB 50 1 Prot Raised 2 ‐ 2 ‐‐ ‐‐ ‐‐ WB 50 1 Prot Raised 2 ‐ 2 ‐‐ ‐‐ ‐‐ NB 45 1 Prot ‐‐ 3 ‐ 3 ‐‐ ‐‐ ‐‐ SB 50 1 Prot ‐‐ 3 ‐ 3 ‐‐ ‐‐ ‐‐ 27 Lake Forest Drive
@ Lake Forest Town Center Lake Forest
Lake Forest Drive
Lake Forest Town Center
26 Lake Forest Drive
@ Aspan Street Lake Forest
Lake Forest Drive
Aspan Street
29 Lake Forest Drive
@ Jeronimo Road Lake Forest
Lake Forest Drive
Jeronimo Road
28 Lake Forest Drive
@ Muirlands Boulevard Lake Forest
Lake Forest Drive
Muirlands Boulevard
30 Lake Forest Drive
@ Toledo Way Lake Forest
Lake Forest Drive
Toledo Way
Three opposing through lanes in each direction
Three opposing through lanes in each direction
NB single lane approach,
SB left‐turn shared with through,
Existing Permissive left‐turns
NB single lane approach,
SB left‐turn shared with through,
Existing Permissive left‐turns
Dual left‐turns in all directions
Albert Grover & Associates
Item: 11
355
PPLT
Candidate
Special
Improvements
Street Notes
Appendix A. Lake Forest Citywide Traffic Signal Evaluation for Protected‐Permissive Left‐Turn Phasing and Special Improvements ID Intersection Agency Direction
Posted
Speed
Limit
Left‐Turn
Phasing 1
Median
Type 1
Number of Opposing Lanes
Through Right‐Turn Total
Number of
Left‐Turn
Lanes
Meets Preliminary Criteria
Yellow
Crosswalks
EB 50 1 Prot Raised 3 ‐ 3 Yes ‐‐ ‐‐ WB 50 1 Prot Raised 3 ‐ 3 Yes ‐‐ ‐‐ NB 35 1 Prot ‐‐ 1 ‐ 1 Yes ‐‐ ‐‐ SB 40 1 Prot ‐‐ 1 ‐ 1 Yes ‐‐ ‐‐ EB 50 1 Prot Raised 3 ‐ 3 ‐‐ ‐‐ ‐‐ WB 50 1 Prot Raised 3 ‐ 3 ‐‐ ‐‐ ‐‐ NB 25 ‐ Perm ‐‐ ‐ ‐ ‐ ‐‐ ‐‐ ‐‐ SB 25 ‐ Perm Raised ‐ ‐ ‐ ‐‐ ‐‐ ‐‐ EB 50 2 Prot Raised 3 ‐ 3 ‐‐ ‐‐ ‐‐ WB 50 2 Prot Raised 3 1 4 ‐‐ ‐‐ ‐‐ NB 50 2 Prot Raised 3 1 4 ‐‐ ‐‐ ‐‐ SB 50 2 Prot Raised 3 1 4 ‐‐ ‐‐ ‐‐ EB 50 1 Prot Raised 2 ‐ 2 ‐‐ ‐‐ ‐‐ WB 50 1 Prot Raised 2 ‐ 2 ‐‐ ‐‐ ‐‐ Newvale Drive NB 25 ‐ Perm ‐‐ ‐ ‐ ‐ ‐‐ ‐‐ ‐‐ Canada Road SB 40 ‐ Perm ‐‐ ‐ ‐ ‐ ‐‐ ‐‐ ‐‐ EB 50 1 Prot Raised 2 ‐ 2 ‐‐ ‐‐ ‐‐ WB 50 1 Prot Raised 2 ‐ 2 ‐‐ ‐‐ ‐‐ NB 35 1 Perm ‐‐ 1 ‐ 1 ‐‐ ‐‐ ‐‐ SB 25 1 Perm ‐‐ 1 ‐ 1 ‐‐ ‐‐ ‐‐ Serrano Road
32 Lake Forest Drive
@ Chinook Drive Lake Forest
Lake Forest Drive
Chinook Drive
31 Lake Forest Drive
@ Serrano Road Lake Forest
Lake Forest Drive
34 Lake Forest Drive
@ Canada Road / Newvale Drive Lake Forest
Lake Forest Drive
33 Lake Forest Drive
@ Trabuco Road Lake Forest
Lake Forest Drive
Trabuco Road
35 Lake Forest Drive
@ Pittsford Drive Lake Forest
Lake Forest Drive
Pittsford Drive
Single lane approaches,
Existing Permissive left‐turns in each direction
Single lane approaches,
Existing Permissive left‐turns in each direction
Existing Permissive left‐turns
Albert Grover & Associates
Item: 11
356
PPLT
Candidate
Special
Improvements
Street Notes
Appendix A. Lake Forest Citywide Traffic Signal Evaluation for Protected‐Permissive Left‐Turn Phasing and Special Improvements ID Intersection Agency Direction
Posted
Speed
Limit
Left‐Turn
Phasing 1
Median
Type 1
Number of Opposing Lanes
Through Right‐Turn Total
Number of
Left‐Turn
Lanes
Meets Preliminary Criteria
Yellow
Crosswalks
EB 50 1 Prot Raised 2 ‐ 2 ‐‐ ‐‐ ‐‐ WB 50 1 Prot Raised 2 ‐ 2 ‐‐ ‐‐ ‐‐ NB 25 1 Perm ‐‐ 1 ‐ 1 ‐‐ ‐‐ ‐‐ SB 25 ‐ Perm ‐‐ ‐ ‐ ‐ ‐‐ ‐‐ ‐‐ EB 50 1 Prot Raised 2 ‐ 2 ‐‐ ‐‐ ‐‐ WB 50 1 Prot Raised 2 ‐ 2 ‐‐ ‐‐ ‐‐ NB 25 ‐ Split ‐‐ ‐ ‐ ‐ ‐‐ ‐‐ SB 45 ‐ Split Raised ‐ ‐ ‐ ‐‐ ‐‐ EB 50 1 Prot Raised 2 ‐ 2 ‐‐ ‐‐ ‐‐ WB 50 1 Prot Raised 2 ‐ 2 ‐‐ ‐‐ ‐‐ NB 35 1 Perm ‐‐ 1 ‐ 1 ‐‐ ‐‐ ‐‐ SB 25 ‐ Perm Raised ‐ ‐ ‐ ‐‐ ‐‐ ‐‐ EB 50 1 Prot Raised 2 ‐ 2 ‐‐ ‐‐ WB 50 1 Prot Raised 2 ‐ 2 ‐‐ ‐‐ NB 25 1 Perm ‐‐ 1 ‐ 1 ‐‐ ‐‐ ‐‐ SB 25 ‐ Perm ‐‐ ‐ ‐ ‐ ‐‐ ‐‐ ‐‐ EB 50 1 Prot Raised 2 ‐ 2 ‐‐ ‐‐ ‐‐ WB 50 1 Prot Raised 2 ‐ 2 ‐‐ ‐‐ ‐‐ NB 35 2 Prot Raised 2 ‐ 2 ‐‐ ‐‐ ‐‐ NB dual left‐turns SB 45 1 Prot Raised 2 1 3 ‐‐ ‐‐ ‐‐ 36 Lake Forest Drive
@ Vintage Woods Road Lake Forest
Lake Forest Drive
Vintage Woods Road
38 Lake Forest Drive
@ Regency Lane Lake Forest
Lake Forest Drive
Regency Lane
37 Lake Forest Drive
@ Dimension Drive Lake Forest
Lake Forest Drive
Dimension Drive
40 Lake Forest Drive
@ Rancho Parkway Lake Forest
Lake Forest Drive
Rancho Parkway
39 Lake Forest Drive
@ Vista Terrace Lake Forest
Lake Forest Drive
Vista Terrace
Yes
No crosswalk on East leg,
NB left‐turn shared with through,
Candidate for Ped‐Share with split phase
Existing Permissive left‐turns,
SB single lane approach
Existing Permissive left‐turns,
SB single lane approach
Existing Permissive left‐turns,
SB single lane approach
Albert Grover & Associates
Item: 11
357
PPLT
Candidate
Special
Improvements
Street Notes
Appendix A. Lake Forest Citywide Traffic Signal Evaluation for Protected‐Permissive Left‐Turn Phasing and Special Improvements ID Intersection Agency Direction
Posted
Speed
Limit
Left‐Turn
Phasing 1
Median
Type 1
Number of Opposing Lanes
Through Right‐Turn Total
Number of
Left‐Turn
Lanes
Meets Preliminary Criteria
Yellow
Crosswalks
EB 50 ‐ ‐‐ ‐‐ ‐ ‐ ‐ ‐‐ ‐‐ ‐‐ WB 50 ‐ ‐‐ ‐‐ ‐ ‐ ‐ ‐‐ ‐‐ ‐‐ ‐‐ ‐‐ ‐‐ ‐ ‐‐ ‐‐ ‐ ‐ ‐ ‐‐ ‐‐ ‐‐ ‐‐ SR‐241 Southbound Off‐Ramp SB 25 ‐ Perm ‐‐ ‐ ‐ ‐ ‐‐ ‐‐ ‐‐ SB Off‐Ramp T‐Intersection EB 50 2 Prot Raised 2 1 3 ‐‐ ‐‐ ‐‐ WB 50 ‐ ‐‐ ‐‐ ‐ ‐ ‐ ‐‐ ‐‐ ‐‐ SR‐241 Northbound On‐Ramp ‐‐ ‐‐ ‐ ‐‐ ‐‐ ‐ ‐ ‐ ‐‐ ‐‐ ‐‐ NB On‐Ramp T‐Intersection ‐‐ ‐‐ ‐‐ ‐ ‐‐ ‐‐ ‐ ‐ ‐ ‐‐ ‐‐ ‐‐ ‐‐ EB 50 2 Prot Raised 2 ‐ 2 ‐‐ ‐‐ ‐‐ WB 45 2 Prot Raised 2 ‐ 2 ‐‐ ‐‐ ‐‐ NB 35 1 Prot ‐‐ 1 1 2 ‐‐ ‐‐ SB 35 1 Prot ‐‐ 2 ‐ 2 ‐‐ ‐‐ EB 45 1 Prot Raised 2 ‐ 2 ‐‐ ‐‐ ‐‐ WB 45 1 Prot Painted 2 ‐ 2 ‐‐ ‐‐ ‐‐ NB 45 2 Prot Raised 3 ‐ 3 ‐‐ ‐‐ ‐‐ SB 45 2 Prot Raised 3 ‐ 3 ‐‐ ‐‐ ‐‐ EB Not
Posted ‐ Split Raised ‐ ‐ ‐ ‐‐ ‐‐ ‐‐ WB 40 ‐ Split Raised ‐ ‐ ‐ ‐‐ ‐‐ ‐‐ NB 45 1 Prot ‐‐ 2 ‐ 2 ‐‐ ‐‐ ‐‐ SB 45 1 Prot ‐‐ 2 ‐ 2 ‐‐ ‐‐ ‐‐ 41 Lake Forest Drive
@ SR‐241 Southbound Off‐Ramp Caltrans
Lake Forest Drive
42 Lake Forest Drive
@ SR‐241 Northbound On‐Ramp Caltrans
Lake Forest Drive
44 Lake Forest Drive
@ Portola Parkway Lake Forest
Lake Forest Drive
Portola Parkway
43 Lake Forest Drive
@ Towne Centre Drive Lake Forest
Lake Forest Drive
Towne Centre Drive
Ridge Route Drive (East/West Arterial)
45 Ridge Route Drive
@ Rockfield Boulevard Lake Forest
Ridge Route Drive
Rockfield Boulevard
Yes
Left‐turns shared with through in each direction,
No crosswalk on South leg,
Posted speed limit is missing for EB
Albert Grover & Associates
Item: 11
358
PPLT
Candidate
Special
Improvements
Street Notes
Appendix A. Lake Forest Citywide Traffic Signal Evaluation for Protected‐Permissive Left‐Turn Phasing and Special Improvements ID Intersection Agency Direction
Posted
Speed
Limit
Left‐Turn
Phasing 1
Median
Type 1
Number of Opposing Lanes
Through Right‐Turn Total
Number of
Left‐Turn
Lanes
Meets Preliminary Criteria
Yellow
Crosswalks
EB 40 1 Prot Raised 2 ‐ 2 Yes ‐‐ ‐‐ WB 40 1 Prot Raised 2 ‐ 2 Yes ‐‐ ‐‐ NB 45 1 Prot Painted 2 1 3 Yes ‐‐ ‐‐ SB 45 1 Prot Painted 2 1 3 Yes ‐‐ ‐‐ EB 40 1 Prot Raised 2 ‐ 2 Yes ‐‐ ‐‐ WB 40 1 Prot Raised 2 ‐ 2 Yes ‐‐ ‐‐ NB 40 1 Prot Painted 2 ‐ 2 Yes ‐‐ ‐‐ SB 40 1 Prot Painted 2 ‐ 2 Yes ‐‐ ‐‐ EB 40 1 Prot ‐‐ 2 ‐ 2 Yes ‐‐ ‐‐ WB 40 1 Prot ‐‐ 2 ‐ 2 Yes ‐‐ ‐‐ NB 45 1 Prot ‐‐ 2 ‐ 2 Yes ‐‐ ‐‐ SB 45 1 Prot ‐‐ 2 ‐ 2 Yes ‐‐ ‐‐ EB 40 1 Prot ‐‐ 2 ‐ 2 Yes ‐‐ ‐‐ WB 40 1 Prot ‐‐ 2 ‐ 2 Yes ‐‐ ‐‐ NB 35 1 Perm ‐‐ 1 ‐ 1 Yes ‐‐ ‐‐ SB 35 1 Perm ‐‐ 1 ‐ 1 Yes ‐‐ ‐‐ Ridge Route Drive EB 40 ‐ Perm ‐‐ ‐ ‐ ‐ Yes ‐‐ ‐‐ T‐Intersection, Crosswalk is on North leg instead of South leg
‐‐ ‐‐ ‐‐ ‐ ‐‐ ‐‐ ‐ ‐ ‐ ‐‐ ‐‐ ‐‐ NB 50 1 Prot Raised 3 ‐ 3 ‐‐ ‐‐ ‐‐ SB 50 ‐ ‐‐ ‐‐ ‐ ‐ ‐ Yes ‐‐ ‐‐ 46 Ridge Route Drive
@ Muirlands Boulevard Lake Forest
Ridge Route Drive
Muirlands Boulevard
48 Ridge Route Drive
@ Toledo Way Lake Forest
Ridge Route Drive
Toledo Way
47 Ridge Route Drive
@ Jeronimo Road Lake Forest
Ridge Route Drive
Jeronimo Road
49 Ridge Route Drive
@ Serrano Road Lake Forest
Ridge Route Drive
Serrano Road
50 Ridge Route Drive
@ Trabuco Road Lake Forest
Trabuco Road
Existing permissive left‐turns
Albert Grover & Associates
Item: 11
359
PPLT
Candidate
Special
Improvements
Street Notes
Appendix A. Lake Forest Citywide Traffic Signal Evaluation for Protected‐Permissive Left‐Turn Phasing and Special Improvements ID Intersection Agency Direction
Posted
Speed
Limit
Left‐Turn
Phasing 1
Median
Type 1
Number of Opposing Lanes
Through Right‐Turn Total
Number of
Left‐Turn
Lanes
Meets Preliminary Criteria
Yellow
Crosswalks
EB 40 1 Prot Painted 5 ‐ 5 ‐‐ ‐‐ ‐‐ WB 40 ‐ ‐‐ Raised ‐ ‐ ‐ ‐‐ ‐‐ ‐‐ WB Permissive U‐Turn before the signal I‐5 NB Ramps NB 25 ‐ Split ‐‐ ‐ ‐ ‐ ‐‐ ‐‐ ‐‐ Bridger Road SB 25 ‐ Split ‐‐ ‐ ‐ ‐ ‐‐ ‐‐ ‐‐ EB 40 2 Prot Raised 4 ‐ 4 ‐‐ ‐‐ ‐‐ WB 40 2 Prot Raised 4 ‐ 4 ‐‐ ‐‐ ‐‐ NB 40 2 Prot Raised 2 1 3 ‐‐ ‐‐ ‐‐ SB 40 2 Prot Painted 2 1 3 ‐‐ ‐‐ ‐‐ EB 40 2 Prot Raised 4 ‐ 4 ‐‐ ‐‐ WB 40 2 Prot Raised 4 ‐ 4 ‐‐ ‐‐ NB 25 2 Prot Raised 1 1 2 ‐‐ ‐‐ ‐‐ SB 25 2 Prot Painted 1 ‐ 1 ‐‐ ‐‐ ‐‐ EB 40 2 Prot Raised 4 ‐ 4 ‐‐ ‐‐ WB 40 2 Prot Raised 4 ‐ 4 ‐‐ ‐‐ NB 25 ‐ Split ‐‐ ‐ ‐ ‐ ‐‐ ‐‐ ‐‐ SB 25 ‐ Split ‐‐ ‐ ‐ ‐ ‐‐ ‐‐ ‐‐ EB 40 2 Prot ‐‐ 3 1 4 ‐‐ ‐‐ ‐‐ WB 45 2 Prot ‐‐ 3 1 4 ‐‐ ‐‐ ‐‐ NB 45 2 Prot Painted 2 1 3 ‐‐ ‐‐ ‐‐ SB 45 2 Prot Painted 2 1 3 ‐‐ ‐‐ ‐‐ 52 El Toro Road
@ Rockfield Boulevard Lake Forest
El Toro Road
Rockfield Boulevard
El Toro Road (East/West Arterial)
51 El Toro Road
@ I‐5 Northbound Ramps /
Bridger Road
Lake Forest / Caltrans
El Toro Road
54 El Toro Road
@ Raymond Way Lake Forest
El Toro Road
Raymond Way
53 El Toro Road
@ Arbor Way Lake Forest
El Toro Road
Arbor Way
55 El Toro Road
@ Muirlands Boulevard Lake Forest
El Toro Road
Muirlands Boulevard
Dual left‐turns,
Four opposing through lanes in each direction
No crosswalk on West leg
Dual left‐turns in all directions
Left‐turns shared with through,
No crosswalk on East leg
Dual left‐turns in all directions
Albert Grover & Associates
Item: 11
360
PPLT
Candidate
Special
Improvements
Street Notes
Appendix A. Lake Forest Citywide Traffic Signal Evaluation for Protected‐Permissive Left‐Turn Phasing and Special Improvements ID Intersection Agency Direction
Posted
Speed
Limit
Left‐Turn
Phasing 1
Median
Type 1
Number of Opposing Lanes
Through Right‐Turn Total
Number of
Left‐Turn
Lanes
Meets Preliminary Criteria
Yellow
Crosswalks
EB 45 ‐ Perm Raised 3 ‐ 3 ‐‐ ‐‐ ‐‐ WB 50 ‐ Perm Raised 3 ‐ 3 ‐‐ ‐‐ ‐‐ NB 25 ‐ Perm ‐‐ 1 ‐ 1 ‐‐ ‐‐ ‐‐ SB 25 ‐ Perm ‐‐ 2 ‐ 2 ‐‐ ‐‐ ‐‐ EB 45 1 Prot Raised 3 ‐ 3 ‐‐ ‐‐ ‐‐ WB 50 1 Prot Raised 3 1 4 ‐‐ ‐‐ ‐‐ NB 40 2 Prot Painted 2 ‐ 2 ‐‐ ‐‐ ‐‐ SB 40 1 Prot ‐‐ 2 1 3 ‐‐ ‐‐ ‐‐ EB 50 1 Prot Painted 3 ‐ 3 ‐‐ ‐‐ ‐‐ WB 50 1 Prot Painted 3 ‐ 3 ‐‐ ‐‐ ‐‐ NB 25 ‐ Split ‐‐ ‐ ‐ ‐ ‐‐ ‐‐ SB 45 ‐ Split ‐‐ ‐ ‐ ‐ ‐‐ ‐‐ EB 50 1 Prot Painted 3 ‐ 3 ‐‐ ‐‐ ‐‐ WB 50 1 Prot Painted 3 ‐ 3 ‐‐ ‐‐ ‐‐ NB 25 1 Perm ‐‐ 1 ‐ 1 ‐‐ ‐‐ ‐‐ SB 35 1 Perm ‐‐ 1 ‐ 1 ‐‐ ‐‐ ‐‐ EB 50 2 Prot ‐‐ 3 1 4 ‐‐ ‐‐ ‐‐ WB 50 2 Prot ‐‐ 3 1 4 ‐‐ ‐‐ ‐‐ NB 45 2 Prot ‐‐ 3 ‐ 3 ‐‐ ‐‐ ‐‐ SB 50 2 Prot ‐‐ 3 1 4 ‐‐ ‐‐ ‐‐ 57 El Toro Road
@ Jeronimo Road Lake Forest
El Toro Road
Jeronimo Road
59 El Toro Road
@ Serrano Road Lake Forest
El Toro Road
Serrano Road
58 El Toro Road
@ Toledo Way Lake Forest
El Toro Road
Toledo Way
60 El Toro Road
@ Trabuco Road Lake Forest
El Toro Road
Trabuco Road
Existing Permissive left‐turns
NB single lane approach,
SB left‐turn shared with through,
Candidate for Ped‐Share with split phase
56 El Toro Road
@ Fire Station 19 Lake Forest
El Toro Road
Fire Station 19
Yes
Albert Grover & Associates
Item: 11
361
PPLT
Candidate
Special
Improvements
Street Notes
Appendix A. Lake Forest Citywide Traffic Signal Evaluation for Protected‐Permissive Left‐Turn Phasing and Special Improvements ID Intersection Agency Direction
Posted
Speed
Limit
Left‐Turn
Phasing 1
Median
Type 1
Number of Opposing Lanes
Through Right‐Turn Total
Number of
Left‐Turn
Lanes
Meets Preliminary Criteria
Yellow
Crosswalks
EB 50 1 Prot Painted 3 ‐ 3 ‐‐ ‐‐ ‐‐ WB 50 1 Prot Painted 2 1 3 ‐‐ ‐‐ ‐‐ NB 25 1 Perm ‐‐ 1 ‐ 1 ‐‐ ‐‐ ‐‐ SB 35 1 Perm ‐‐ 1 ‐ 1 ‐‐ ‐‐ ‐‐ EB 50 1 Prot Painted 3 ‐ 3 ‐‐ ‐‐ ‐‐ WB 55 ‐ ‐‐ ‐‐ ‐ ‐ ‐ Yes ‐‐ ‐‐ ‐‐ ‐‐ ‐‐ ‐ ‐‐ ‐‐ ‐ ‐ ‐ ‐‐ ‐‐ ‐‐ ‐‐ Northcrest Drive SB 35 ‐ Perm ‐‐ ‐ ‐ ‐ Yes ‐‐ ‐‐ T‐Intersection EB 55 1 Prot Painted 3 ‐ 3 ‐‐ ‐‐ ‐‐ WB 55 1 Prot Painted 3 ‐ 3 ‐‐ ‐‐ ‐‐ NB 25 ‐ Perm Raised ‐ ‐ ‐ ‐‐ ‐‐ ‐‐ SB 35 1 Perm ‐‐ 1 ‐ 1 ‐‐ ‐‐ ‐‐ EB 55 1 Prot Raised 3 1 4 ‐‐ ‐‐ ‐‐ WB 55 1 Prot Raised 3 ‐ 3 ‐‐ ‐‐ ‐‐ Santa Margarita Parkway NB 50 2 Prot Raised 3 1 4 ‐‐ ‐‐ ‐‐ Portola Parkway SB 50 2 Prot Raised 4 ‐ 4 ‐‐ ‐‐ ‐‐ EB 50 ‐ ‐‐ ‐‐ ‐ ‐ ‐ ‐‐ ‐‐ ‐‐ WB 50 1 Perm Raised 3 ‐ 3 ‐‐ ‐‐ ‐‐ Pheasant Run NB 25 ‐ Perm ‐‐ ‐ ‐ ‐ ‐‐ ‐‐ ‐‐ T‐Intersection ‐‐ ‐‐ ‐‐ ‐ ‐‐ ‐‐ ‐ ‐ ‐ ‐‐ ‐‐ ‐‐ ‐‐ 61 El Toro Road
@ Aliso Park Drive Lake Forest
El Toro Road
Aliso Park Drive
El Toro Road
62 El Toro Road
@ Northcrest Drive Lake Forest
El Toro Road
63 El Toro Road
@ Normandale Drive Lake Forest
El Toro Road
El Toro Road
@ Portola Parkway /
Santa Margarita Parkway
Lake Forest
65 El Toro Road
@ Pheasant Run Lake Forest
El Toro Road
Normandale Drive
64 Existing Permissive left‐turns
NB single lane approach,
Existing Permissive left‐turns
Albert Grover & Associates
Item: 11
362
PPLT
Candidate
Special
Improvements
Street Notes
Appendix A. Lake Forest Citywide Traffic Signal Evaluation for Protected‐Permissive Left‐Turn Phasing and Special Improvements ID Intersection Agency Direction
Posted
Speed
Limit
Left‐Turn
Phasing 1
Median
Type 1
Number of Opposing Lanes
Through Right‐Turn Total
Number of
Left‐Turn
Lanes
Meets Preliminary Criteria
Yellow
Crosswalks
EB 55 1 Prot ‐‐ 1 ‐ 1 ‐‐ ‐‐ ‐‐ WB 55 ‐ ‐‐ ‐‐ ‐ ‐ ‐ ‐‐ ‐‐ ‐‐ ‐‐ ‐‐ ‐‐ ‐ ‐‐ ‐‐ ‐ ‐ ‐ ‐‐ ‐‐ ‐‐ ‐‐ Ridgeline Road SB 25 ‐ Perm ‐‐ ‐ ‐ ‐ ‐‐ ‐‐ ‐‐ T‐Intersection NB 45 1 Prot Painted 2 ‐ 2 ‐‐ ‐‐ ‐‐ SB 45 1 Prot Painted 2 ‐ 2 ‐‐ ‐‐ ‐‐ EB 25 1 Prot Raised 1 1 2 ‐‐ ‐‐ WB 35 1 Prot Painted 1 ‐ 1 ‐‐ ‐‐ NB 45 1 Prot Raised 2 ‐ 2 ‐‐ ‐‐ ‐‐ SB 45 1 Prot Raised 2 ‐ 2 ‐‐ ‐‐ ‐‐ EB 25 1 Perm ‐‐ 1 ‐ 1 ‐‐ ‐‐ ‐‐ WB 25 ‐ Perm ‐‐ 1 1 2 ‐‐ ‐‐ ‐‐ NB 45 1 Prot Painted 1 ‐ 1 ‐‐ ‐‐ ‐‐ SB 45 1 Prot Painted 1 ‐ 1 ‐‐ ‐‐ ‐‐ EB 25 ‐ Split ‐‐ ‐ ‐ ‐ ‐‐ ‐‐ ‐‐ WB 25 ‐ Split ‐‐ ‐ ‐ ‐ ‐‐ ‐‐ ‐‐ NB 40 ‐ ‐‐ Raised ‐ ‐ ‐ ‐‐ ‐‐ ‐‐ Left‐turn is closed SB 40 1 Prot Raised 2 ‐ 2 ‐‐ Yes ‐‐ ‐‐ ‐‐ ‐‐ ‐ ‐‐ ‐‐ ‐ ‐ ‐ ‐‐ ‐‐ ‐‐ ‐‐ Orchard Lane WB 25 ‐ Perm ‐‐ ‐ ‐ ‐ ‐‐ ‐‐ ‐‐ T‐Intersection Rockfield Boulevard
@ Boeing Lane Lake Forest
Rockfield Boulevard
Boeing Lane
70 Rockfield Boulevard
@ Orchard Lane Lake Forest
Rockfield Boulevard
66 El Toro Road
@ Ridgeline Road Lake Forest
El Toro Road
69 Rockfield Boulevard
@ Harvest Way Lake Forest
Rockfield Boulevard
Harvest Way
68 Rockfield Boulevard (North/South Arterial)
67 Rockfield Boulevard
@ Centre Drive Lake Forest
Rockfield Boulevard
Centre Drive
WB single lane approach,
Existing Permissive left‐turns
Single lane approaches,
East/West legs are offset,
No crosswalks on either North or South legs
Yes
Albert Grover & Associates
Item: 11
363
PPLT
Candidate
Special
Improvements
Street Notes
Appendix A. Lake Forest Citywide Traffic Signal Evaluation for Protected‐Permissive Left‐Turn Phasing and Special Improvements ID Intersection Agency Direction
Posted
Speed
Limit
Left‐Turn
Phasing 1
Median
Type 1
Number of Opposing Lanes
Through Right‐Turn Total
Number of
Left‐Turn
Lanes
Meets Preliminary Criteria
Yellow
Crosswalks
NB 40 1 Prot ‐‐ 2 ‐ 2 Yes ‐‐ ‐‐ SB 40 1 Prot ‐‐ 2 ‐ 2 Yes ‐‐ ‐‐ EB 25 1 Perm ‐‐ 1 ‐ 1 Yes ‐‐ ‐‐ WB 25 1 Perm ‐‐ 1 ‐ 1 Yes ‐‐ ‐‐ EB 45 1 Prot ‐‐ 2 ‐ 2 Yes ‐‐ ‐‐ WB 45 1 Prot ‐‐ 2 ‐ 2 Yes ‐‐ ‐‐ Fordview Street NB 25 ‐ Split ‐‐ ‐ ‐ ‐ Yes ‐‐ ‐‐ Rockfield Boulevard SB 40 ‐ Split Raised ‐ ‐ ‐ Yes ‐‐ ‐‐ NB 45 1 Prot ‐‐ 2 ‐ 2 ‐‐ ‐‐ ‐‐ SB 45 1 Prot Painted 2 ‐ 2 ‐‐ ‐‐ ‐‐ EB 35 ‐ Split ‐‐ ‐ ‐ ‐ ‐‐ ‐‐ WB 25 ‐ Split ‐‐ ‐ ‐ ‐ ‐‐ ‐‐ NB 45 1 Prot Painted 2 ‐ 2 ‐‐ ‐‐ ‐‐ SB 45 1 Prot Painted 2 1 3 ‐‐ ‐‐ ‐‐ Dyland Avenue EB 25 1 Perm ‐‐ 1 1 2 ‐‐ ‐‐ ‐‐ Village Center WB 25 ‐ Perm ‐‐ ‐ ‐ ‐ ‐‐ ‐‐ ‐‐ NB 45 1 Prot ‐‐ 2 ‐ 2 ‐‐ ‐‐ ‐‐ SB 45 1 Prot ‐‐ 2 ‐ 2 ‐‐ ‐‐ ‐‐ EB 25 ‐ Perm Raised ‐ ‐ ‐ ‐‐ ‐‐ ‐‐ WB 25 ‐ Perm Raised ‐ ‐ ‐ ‐‐ ‐‐ ‐‐ 71 Rockfield Boulevard
@ Landisview Avenue Lake Forest
Rockfield Boulevard
Landisview Avenue
Muirlands Boulevard (North/South Arterial)
73 Muirlands Boulevard
@ Aspan Street Lake Forest
Muirlands Boulevard
Aspan Street
EB left‐turn shared with through,
WB single lane approach,
No crosswalk on North leg,
Candidate for Ped‐Share with split phase
Yes
72 Rockfield Boulevard /
Fordview Street
@ Los Alisos Boulevard
Lake Forest
Los Alisos Boulevard
Existing Permissive left‐turns
Left‐turns shared with through
75 Muirlands Boulevard
@ Parkview Lane Lake Forest
Muirlands Boulevard
Parkview Lane
74 Muirlands Boulevard
@ Dylan Avenue / Village Center Lake Forest
Muirlands Boulevard
EB Left‐turn shared with through,
WB single lane approach,
Existing permissive left‐turns
WB left‐turn shared with through,
Existing Permissive left‐turns
Albert Grover & Associates
Item: 11
364
PPLT
Candidate
Special
Improvements
Street Notes
Appendix A. Lake Forest Citywide Traffic Signal Evaluation for Protected‐Permissive Left‐Turn Phasing and Special Improvements ID Intersection Agency Direction
Posted
Speed
Limit
Left‐Turn
Phasing 1
Median
Type 1
Number of Opposing Lanes
Through Right‐Turn Total
Number of
Left‐Turn
Lanes
Meets Preliminary Criteria
Yellow
Crosswalks
NB 40 ‐ ‐‐ ‐‐ ‐ ‐ ‐ ‐‐ ‐‐ ‐‐ SB 40 ‐ ‐‐ ‐‐ ‐ ‐ ‐ ‐‐ ‐‐ ‐‐ Serrano Intermediate School EB 25 ‐ Perm ‐‐ ‐ ‐ ‐ Yes ‐‐ ‐‐ EB approach is One‐way, T‐Intersection ‐‐ ‐‐ ‐‐ ‐ ‐‐ ‐‐ ‐ ‐ ‐ ‐‐ ‐‐ ‐‐ ‐‐ NB 40 1 Prot Raised 2 ‐ 2 ‐‐ ‐‐ SB 40 1 Prot Raised 2 ‐ 2 ‐‐ ‐‐ EB 25 ‐ Perm ‐‐ ‐ ‐ ‐ ‐‐ ‐‐ ‐‐ WB 35 ‐ Perm ‐‐ ‐ ‐ ‐ ‐‐ ‐‐ ‐‐ NB 50 ‐ ‐‐ ‐‐ ‐ ‐ ‐ Yes ‐‐ ‐‐ SB 50 1 Prot ‐‐ 2 ‐ 2 ‐‐ ‐‐ ‐‐ ‐‐ ‐‐ ‐‐ ‐ ‐‐ ‐‐ ‐ ‐ ‐ ‐‐ ‐‐ ‐‐ ‐‐ Serrano Road WB 40 ‐ Perm ‐‐ ‐ ‐ ‐ Yes ‐‐ ‐‐ T‐Intersection, Crosswalk is on South leg instead of North leg
NB 55 ‐ ‐‐ ‐‐ ‐ ‐ ‐ ‐‐ ‐‐ ‐‐ SB 55 1 Prot Raised 3 ‐ 3 ‐‐ ‐‐ ‐‐ ‐‐ ‐‐ ‐‐ ‐ ‐‐ ‐‐ ‐ ‐ ‐ ‐‐ ‐‐ ‐‐ ‐‐ Paseo Sombra WB 35 ‐ Perm ‐‐ ‐ ‐ ‐ ‐‐ ‐‐ ‐‐ T‐Intersection NB 55 ‐ ‐‐ ‐‐ ‐ ‐ ‐ ‐‐ ‐‐ ‐‐ SB 55 1 Prot Raised 3 ‐ 3 ‐‐ ‐‐ ‐‐ ‐‐ ‐‐ ‐‐ ‐ ‐‐ ‐‐ ‐ ‐ ‐ ‐‐ ‐‐ ‐‐ ‐‐ Paseo Tranquillo WB 35 ‐ Perm ‐‐ ‐ ‐ ‐ ‐‐ ‐‐ ‐‐ T‐Intersection 77 Jeronimo Road
@ Cherry Avenue Lake Forest
Jeronimo Road
Cherry Avenue
Jeronimo Road (North/South Arterial)
76 Jeronimo Road
@ Serrano Intermediate School Lake Forest
Jeronimo Road Prohibited left‐turns
Single lane approaches,
Existing Permissive left‐turns
Toledo Road (North/South Arterial)
78 Toledo Road
@ Serrano Road Lake Forest
Toledo Road
Trabuco Road (North/South Arterial)
79 Trabuco Road
@ Paseo Sombra Lake Forest
Trabuco Road
80 Trabuco Road
@ Paseo Tranquillo Lake Forest
Trabuco Road
Yes
Albert Grover & Associates
Item: 11
365
PPLT
Candidate
Special
Improvements
Street Notes
Appendix A. Lake Forest Citywide Traffic Signal Evaluation for Protected‐Permissive Left‐Turn Phasing and Special Improvements ID Intersection Agency Direction
Posted
Speed
Limit
Left‐Turn
Phasing 1
Median
Type 1
Number of Opposing Lanes
Through Right‐Turn Total
Number of
Left‐Turn
Lanes
Meets Preliminary Criteria
Yellow
Crosswalks
NB 55 1 Prot Raised 3 ‐ 3 ‐‐ ‐‐ ‐‐ SB 55 ‐ ‐‐ ‐‐ ‐ ‐ ‐ ‐‐ ‐‐ ‐‐ Via Del Rio EB 25 ‐ Perm ‐‐ ‐ ‐ ‐ ‐‐ ‐‐ ‐‐ T‐Intersection ‐‐ ‐‐ ‐‐ ‐ ‐‐ ‐‐ ‐ ‐ ‐ ‐‐ ‐‐ ‐‐ ‐‐ NB 55 ‐ ‐‐ ‐‐ ‐ ‐ ‐ ‐‐ ‐‐ ‐‐ SB 55 1 Prot Raised 3 ‐ 3 ‐‐ ‐‐ ‐‐ ‐‐ ‐‐ ‐‐ ‐ ‐‐ ‐‐ ‐ ‐ ‐ ‐‐ ‐‐ ‐‐ ‐‐ Peachwood WB 45 ‐ Perm ‐‐ ‐ ‐ ‐ ‐‐ ‐‐ ‐‐ T‐Intersection NB 45 1 Prot Raised 2 ‐ 2 ‐‐ ‐‐ ‐‐ SB 45 1 Prot Painted 2 ‐ 2 ‐‐ ‐‐ ‐‐ EB 35 ‐ Perm ‐‐ ‐ ‐ ‐ ‐‐ ‐‐ ‐‐ WB 25 ‐ Perm ‐‐ ‐ ‐ ‐ ‐‐ ‐‐ ‐‐ EB 45 1 Prot ‐‐ 2 ‐ 2 ‐‐ ‐‐ ‐‐ WB 45 1 Prot ‐‐ 2 ‐ 2 ‐‐ ‐‐ ‐‐ NB 25 ‐ Split ‐‐ ‐ ‐ ‐ ‐‐ ‐‐ SB 25 ‐ Split ‐‐ ‐ ‐ ‐ ‐‐ ‐‐ EB 45 1 Prot ‐‐ 2 ‐ 2 ‐‐ ‐‐ ‐‐ WB 45 1 Prot ‐‐ 2 ‐ 2 ‐‐ ‐‐ ‐‐ Civic Center NB 25 ‐ Split ‐‐ ‐ ‐ ‐ ‐‐ ‐‐ ‐‐ SB 25 ‐ Split ‐‐ ‐ ‐ ‐ ‐‐ ‐‐ 81 Trabuco Road
@ Via Del Rio Lake Forest
Trabuco Road
Cherry Avenue
82 Trabuco Road
@ Peachwood Lake Forest
Trabuco Road
83 Trabuco Road
@ Cherry Avenue Lake Forest
Trabuco Road
Single lane approaches,
Existing Permissive left‐turns
Future Candidate for Ped‐Share with split phase
Future Candidate for Ped‐Share with split phase
Commercentre Drive (East/West Arterial)
84 Commercentre Drive
@ Serrano Summit
(Future Signal)
Lake Forest
Commercentre Drive
85 Commercentre Drive
@ Civic Center
(Future Signal)
Lake Forest
Commercentre Drive
Serrano Summit
Yes
Yes
Albert Grover & Associates
Item: 11
366
PPLT
Candidate
Special
Improvements
Street Notes
Appendix A. Lake Forest Citywide Traffic Signal Evaluation for Protected‐Permissive Left‐Turn Phasing and Special Improvements ID Intersection Agency Direction
Posted
Speed
Limit
Left‐Turn
Phasing 1
Median
Type 1
Number of Opposing Lanes
Through Right‐Turn Total
Number of
Left‐Turn
Lanes
Meets Preliminary Criteria
Yellow
Crosswalks
NB 45 1 Prot Raised 2 ‐ 2 ‐‐ ‐‐ ‐‐ SB 45 1 Prot Raised 2 ‐ 2 ‐‐ ‐‐ ‐‐ Commercentre Drive EB 45 1 Perm ‐‐ 1 ‐ 1 ‐‐ ‐‐ ‐‐ Enterprise Way WB 25 1 Perm ‐‐ 1 1 2 ‐‐ ‐‐ ‐‐ NB 45 1 Prot Raised 2 ‐ 2 ‐‐ ‐‐ ‐‐ SB 45 1 Prot Raised 2 ‐ 2 ‐‐ ‐‐ ‐‐ EB 40 1 Perm ‐‐ 1 ‐ 1 ‐‐ ‐‐ ‐‐ WB 25 1 Perm ‐‐ 1 ‐ 1 ‐‐ ‐‐ ‐‐ NB 45 ‐ ‐‐ ‐‐ ‐ ‐ ‐ ‐‐ ‐‐ ‐‐ SB 45 1 Prot Raised 2 ‐ 2 ‐‐ ‐‐ ‐‐ ‐‐ ‐‐ ‐‐ ‐ ‐‐ ‐‐ ‐ ‐ ‐ ‐‐ ‐‐ ‐‐ ‐‐ Corridor Center WB 25 ‐ Perm Raised ‐ ‐ ‐ ‐‐ ‐‐ ‐‐ T‐Intersection NB 45 1 Prot Raised 2 ‐ 2 ‐‐ ‐‐ ‐‐ SB 45 1 Prot Raised 2 ‐ 2 ‐‐ ‐‐ ‐‐ Sports Park EB 25 1 Perm Raised 1 ‐ 1 ‐‐ ‐‐ ‐‐ Central Park Way WB 25 1 Perm Raised 1 ‐ 1 ‐‐ ‐‐ ‐‐ NB 35 1 Prot ‐‐ 2 ‐ 2 ‐‐ ‐‐ SB 35 1 Prot Raised 2 ‐ 2 ‐‐ ‐‐ EB Not
Posted 1 Prot ‐‐ 2 ‐ 2 ‐‐ ‐‐ WB Not
Posted 1 Prot ‐‐ 2 ‐ 2 ‐‐ ‐‐ Existing Permissive left‐turns
Dimension Drive
Rancho Parkway (North/South Arterial)
88 Rancho Parkway
@ Corridor Center Lake Forest
Rancho Parkway
87 Dimension Drive
@ Canada Road Lake Forest
Dimension Drive
Canada Road Existing Permissive left‐turns
Dimension Drive (North/South Arterial)
86 Dimension Drive
@ Commercentre Drive /
Enterprise Way
Lake Forest
Lake Forest
Rancho Parkway
Existing Permissive left‐turns
Posted speed limit is missing for both directions
Yes
Yes
Towne Centre Drive (North/South Arterial)
90 Towne Centre Drive
@ Market Place Lake Forest
Towne Centre Drive
Market Place
89 Rancho Parkway
@ Sports Park / Central Park Way
Albert Grover & Associates
Item: 11
367
PPLT
Candidate
Special
Improvements
Street Notes
Appendix A. Lake Forest Citywide Traffic Signal Evaluation for Protected‐Permissive Left‐Turn Phasing and Special Improvements ID Intersection Agency Direction
Posted
Speed
Limit
Left‐Turn
Phasing 1
Median
Type 1
Number of Opposing Lanes
Through Right‐Turn Total
Number of
Left‐Turn
Lanes
Meets Preliminary Criteria
Yellow
Crosswalks
NB 35 1 Prot ‐‐ 2 1 3 ‐‐ ‐‐ SB 35 1 Prot ‐‐ 2 ‐ 2 ‐‐ ‐‐ EB 25 1 Perm ‐‐ 1 ‐ 1 ‐‐ ‐‐ WB 25 1 Perm ‐‐ 1 ‐ 1 ‐‐ ‐‐ NB 40 1 Prot Raised 2 ‐ 2 ‐‐ ‐‐ SB 40 1 Prot Raised 1 1 2 ‐‐ ‐‐ EB 25 1 Prot Painted 1 1 2 ‐‐ ‐‐ WB 35 1 Prot Painted 1 1 2 ‐‐ ‐‐ NB 40 2 Prot Raised 3 ‐ 3 ‐‐ ‐‐ ‐‐ NB dual left‐turns, Three opposing through lan es SB 40 1 Prot Raised 2 ‐ 2 ‐‐ ‐‐ ‐‐ EB Not
Posted 1 Perm Raised 2 ‐ 2 ‐‐ ‐‐ ‐‐ WB 25 1 Perm ‐‐ 1 1 2 ‐‐ ‐‐ ‐‐ NB 45 1 Prot Raised 3 ‐ 3 ‐‐ ‐‐ ‐‐ SB 45 ‐ ‐‐ ‐‐ ‐ ‐ ‐ ‐‐ ‐‐ ‐‐ Auto Center Drive EB 25 ‐ Perm Raised ‐ ‐ ‐ ‐‐ ‐‐ ‐‐ T‐Intersection ‐‐ ‐‐ ‐‐ ‐ ‐‐ ‐‐ ‐ ‐ ‐ ‐‐ ‐‐ ‐‐ ‐‐ NB 45 2 Prot Raised 3 ‐ 3 ‐‐ ‐‐ ‐‐ SB 45 2 Prot Raised 3 ‐ 3 ‐‐ ‐‐ ‐‐ Towne Centre Drive EB 35 1 Prot ‐‐ 1 ‐ 1 ‐‐ ‐‐ ‐‐ Pauling WB 35 2 Prot ‐‐ 1 1 2 ‐‐ ‐‐ ‐‐ 91 Towne Centre Drive
@ Entertainment Lake Forest
Towne Centre Drive
Entertainment
Portola Parkway
@ Auto Center Drive Lake Forest
Portola Parkway
93 Portola Parkway
@ Market Place Lake Forest
Portola Parkway
Market Place
Portola Parkway (North/South Arterial)
92 Portola Parkway
@ Paloma Lake Forest
Portola Parkway
Paloma Yes
Yes
95 Portola Parkway
@ Towne Centre Drive / Pauling Lake Forest
Portola Parkway
94 Sight distance is limited in both directions,
WB is downward sloped
Existing Permissive left‐turns,
Posted speed limit is missing for EB
Yes
Yes
Albert Grover & Associates
Item: 11
368
PPLT
Candidate
Special
Improvements
Street Notes
Appendix A. Lake Forest Citywide Traffic Signal Evaluation for Protected‐Permissive Left‐Turn Phasing and Special Improvements ID Intersection Agency Direction
Posted
Speed
Limit
Left‐Turn
Phasing 1
Median
Type 1
Number of Opposing Lanes
Through Right‐Turn Total
Number of
Left‐Turn
Lanes
Meets Preliminary Criteria
Yellow
Crosswalks
NB 50 2 Prot Raised 3 1 4 ‐‐ ‐‐ ‐‐ SB 45 2 Prot Raised 3 1 4 ‐‐ ‐‐ ‐‐ EB 25 1 Prot Raised 2 ‐ 2 ‐‐ ‐‐ ‐‐ WB 50 2 Prot Painted 2 ‐ 2 ‐‐ ‐‐ ‐‐ EB 50 2 Prot Raised 2 ‐ 2 ‐‐ ‐‐ ‐‐ WB 50 2 Prot Raised 3 ‐ 3 ‐‐ ‐‐ ‐‐ NB 25 ‐ ‐‐ ‐‐ ‐ ‐ ‐ ‐‐ ‐‐ ‐‐ SB 25 ‐ ‐‐ ‐‐ ‐ ‐ ‐ ‐‐ ‐‐ ‐‐ EB 50 2 Prot Raised 3 1 4 ‐‐ ‐‐ ‐‐ WB 50 2 Prot Raised 3 ‐ 3 ‐‐ ‐‐ ‐‐ Purpose Drive NB 25 ‐ Split ‐‐ ‐ ‐ ‐ ‐‐ ‐‐ ‐‐ Rancho Parkway SB 45 ‐ Split Raised ‐ ‐ ‐ ‐‐ ‐‐ ‐‐ EB 50 1 Prot Raised 3 1 4 ‐‐ ‐‐ ‐‐ WB 50 2 Prot Raised 3 2 5 ‐‐ ‐‐ ‐‐ NB 25 ‐ Split ‐‐ ‐ ‐ ‐ ‐‐ ‐‐ ‐‐ SB 25 ‐ Split Raised ‐ ‐ ‐ ‐‐ ‐‐ ‐‐ EB 50 ‐ ‐‐ ‐‐ ‐ ‐ ‐ ‐‐ ‐‐ ‐‐ WB 50 1 Prot Painted 2 ‐ 2 ‐‐ ‐‐ ‐‐ Ellipse NB 25 ‐ Perm ‐‐ ‐ ‐ ‐ ‐‐ ‐‐ ‐‐ T‐Intersection ‐‐ ‐‐ ‐‐ ‐ ‐‐ ‐‐ ‐ ‐ ‐ ‐‐ ‐‐ ‐‐ Glenn Rancho Road (East/West Arterial)
97 Portola Parkway
@ SR‐241 Freeway (SPUI) 2 Caltrans
Portola Parkway
(East/West)
SR‐241 Freeway
96 Portola Parkway
@ Glenn Ranch Road Lake Forest
Portola Parkway
Glenn Ranch Road
98 Portola Parkway
@ Rancho Parkway / Purpose Drive Lake Forest
Portola Parkway
(East/West)
99 Portola Parkway
@ Saddleback Parkway Lake Forest
Portola Parkway
(East/West)
100 Glenn Ranch Road
@ Ellipse Lake Forest
Glenn Ranch Road
Saddleback Parkway
Left‐turns shared with through,
Both directions are downward sloped,
No crosswalk on West leg
Left‐turns shared with through
Albert Grover & Associates
Item: 11
369
PPLT
Candidate
Special
Improvements
Street Notes
Appendix A. Lake Forest Citywide Traffic Signal Evaluation for Protected‐Permissive Left‐Turn Phasing and Special Improvements ID Intersection Agency Direction
Posted
Speed
Limit
Left‐Turn
Phasing 1
Median
Type 1
Number of Opposing Lanes
Through Right‐Turn Total
Number of
Left‐Turn
Lanes
Meets Preliminary Criteria
Yellow
Crosswalks
EB 50 1 Prot ‐‐ 2 ‐ 2 ‐‐ ‐‐ ‐‐ WB 50 1 Prot Painted 2 ‐ 2 ‐‐ ‐‐ ‐‐ NB 25 ‐ Split Raised ‐ ‐ ‐ ‐‐ ‐‐ ‐‐ SB 25 ‐ Split ‐‐ ‐ ‐ ‐ ‐‐ ‐‐ ‐‐ Single lane approach, No crosswalk on West le g NB 50 ‐ ‐‐ ‐‐ ‐ ‐ ‐ ‐‐ ‐‐ ‐‐ SB 50 2 Prot Raised 2 ‐ 2 ‐‐ ‐‐ ‐‐ EB 25 ‐ ‐‐ ‐‐ ‐ ‐ ‐ ‐‐ ‐‐ ‐‐ West leg under construction WB 45 ‐ ‐‐ Raised ‐ ‐ ‐ ‐‐ ‐‐ ‐‐ NB 50 1 Prot Raised 2 ‐ 2 ‐‐ ‐‐ ‐‐ SB 50 1 Prot Raised 2 ‐ 2 ‐‐ ‐‐ ‐‐ EB 25 1 Perm Raised 1 ‐ 1 ‐‐ ‐‐ ‐‐ WB 25 1 Perm Raised 1 ‐ 1 ‐‐ ‐‐ ‐‐ EB 40 1 Perm ‐‐ 1 1 2 ‐‐ ‐‐ ‐‐ WB 40 ‐ ‐‐ ‐‐ ‐ ‐ ‐ Yes ‐‐ ‐‐ ‐‐ ‐‐ ‐‐ ‐ ‐‐ ‐‐ ‐ ‐ ‐ ‐‐ ‐‐ ‐‐ ‐‐ Fawn Ridge Road SB 25 ‐ Perm ‐‐ ‐ ‐ ‐ Yes ‐‐ ‐‐ T‐Intersection Notes: Preliminary PPLT Candidate Selection Criteria: Special Improvement Selection Criteria:
1 Prot = Protected Left‐Turn Phasing Split = Split Phasing Roadway Speed Limit is not to exceed 40 mph "Split" Phase traffic signa l operation Perm = Permissive Left‐Turn Phasing Raised = Raised Median Inters ection must have protected left‐turn phasing with single left‐turn lanes There is existing uneven left‐turn traffic volume 2 SPUI is Single Point Urban Interchange Painted = Painted Median There must be no more than two opposing through lanes (with separate right‐turn lane) Intersection is to have no yellow crosswa lks Intersection is to have no yellow crosswalks
Glenn Ranch Road
@ Viejo Ridge Drive
(Under Construction)
Lake Forest
Glenn Ranch Road
(North/South)
Viejo Ridge Drive
Definition
102
Glenn Ranch Road
@ Saddleback Ranch Road
(Under Construction)
Lake Forest
Glenn Ranch Road
(North/South)
Saddleback Ranch Road
Saddleback Ranch Road (East/West Arterial)
104 Saddleback Ranch Road
@ Fawn Ridge Road Lake Forest
Saddleback Ranch Road
101 Glenn Ranch Road
@ Definition Lake Forest
Glenn Ranch Road
103
Future intersection legs in both directions
Albert Grover & Associates
Item: 11
370
APPENDIX B
Intersection Turning Movement Counts
and Collision History Data
Item: 11
371
B-1
Final Candidate
Protected/Permissive
Left-Turn Phasing Intersections
Item: 11
372
Rockfield Boulevard at Centre Drive
Item: 11
373
T218
DATE: LOCATION: PROJECT #: SC
Tue, Apr 24, 18 NORTH & SOUTH: LOCATION #: 9
EAST & WEST: CONTROL: SIGNAL
NOTES: AM ▲
PM N
MD ◄ W E ►
OTHER S
OTHER ▼
NORTHBOUND SOUTHBOUND EASTBOUND WESTBOUND
NL NT N R SL ST S R EL ET E R WL WT W R TOTAL NB SB EB WB TT L LANES: 120 1 201 0 . 5 0 . 5 11 1 0 0 0 0
7:00 AM 35 103 14 6 110 7 14 8 11 2 5 19 334 10 00 1
7:15 AM 3 5 1 2 0 2 1 71 3 2 1 3 1 7 48651 8 386 11 00 2 7:30 AM 29 107 22 14 147 9 14 5 17 7 5 14 390 20 00 2
7:45 AM 4 1 1 8 0 4 5 51 2 9 1 0 1 5 58892 2 477 20 00 2 8:00 AM 47 144 38 11 116 17 16 3 17 4 5 30 448 30 00 3
8:15 AM 50 114 23 11 59 8 17 4 22 13 4 17 342 30 00 3
8:30 AM 46 113 28 12 56 12 20 8 18 10 12 25 360 21 00 3 8:45 AM 47 127 34 12 68 10 12 8 21 6 7 20 372 20 00 2
VOLUMES 330 1,008 225 78 817 86 125 45 122 56 52 165 3,109 16 2 0 0 18 APPROACH % 21% 64% 14% 8% 83% 9% 43% 15% 42% 21% 19% 60% APP/DEPART 1,563 / 1,300 981 / 1,011 292 / 346 273 / 452 0
BEGIN PEAK HR
VOLUMES 152 551 126 37 524 49 62 17 50 25 24 84 1,701
APPROACH % 18% 66% 15% 6% 86% 8% 48% 13% 39% 19% 18% 63% PEAK HR FACTOR 0.779 0.897 0.896 0.853 0.892
APP/DEPART 829 / 698 610 / 607 129 / 179 133 / 217 0
4:00 PM 45 86 20 13 150 9 10 6 25 22 8 13 407 41 00 5
4:15 PM 55 64 23 31 124 18 6 9 33 19 10 14 406 60 00 6
4:30 PM 54 91 22 21 134 17 6 8 20 23 9 25 430 50 00 5
4:45 PM 60 66 41 29 166 22 8 10 23 26 10 15 476 70 00 7 5:00 PM 49 71 29 26 178 22 11 6 26 42 9 19 488 41 00 5
5:15 PM 71 63 28 27 167 25 7 3 32 20 12 18 473 50 00 5
5:30 PM 58 74 31 21 168 16 9 6 33 18 7 10 451 30 00 3
5:45 PM 66 55 42 22 141 16 9 15 30 14 6 13 429 91 00 10 VOLUMES 458 570 236 190 1,228 145 66 63 222 184 71 127 3,560 43 3 0 0 46 APPROACH % 36% 45% 19% 12% 79% 9% 19% 18% 63% 48% 19% 33% APP/DEPART 1,264 / 766 1,563 / 1,677 351 / 486 382 / 631 0
BEGIN PEAK HR
VOLUMES 238 274 129 103 679 85 35 25 114 106 38 62 1,888 APPROACH % 37% 43% 20% 12% 78% 10% 20% 14% 66% 51% 18% 30% PEAK HR FACTOR 0.960 0.959 0.906 0.736 0.967
APP/DEPART 641 / 372 867 / 918 174 / 256 206 / 342 0
Rockfield
NORTH SIDE
Centre WEST SIDE EAST SIDE Centre
SOUTH SIDE
Rockfield
N SIDE S SIDE E SIDE W SIDE TOTAL N SIDE S SIDE E SIDE W SIDE TOTAL NS SS E SW S T O T A L 7:00 AM 1 0 0 0 1 1000 1 00 00 0
7:15 AM 0 0 3 1 4 0031 4 00 00 0
7:30 AM 1 1 6 1 9 1161 9 00 00 0
7:45 AM 1 2 1 1 5 1101 3 01 10 2
8:00 AM 1 0 1 0 2 1010 2 00 00 0
8:15 AM 1 0 1 2 4 1012 4 00 00 0
8:30 AM 5 1 3 3 12 5133 12 00 00 0
8:45 AM 3 3 1 1 8 3311 8 00 00 0
TOTAL 13 7 16 9 45 13 6 15 9 43 0 1 1 0 2
AM BEGIN PEAK HR 32 1 0 31 8
4:00 PM 4 0 2 2 8 4022 8 00 00 0
4:15 PM 4 1 0 1 6 4101 6 00 00 0
4:30 PM 0 0 2 0 2 0020 2 00 00 0
4:45 PM 0 1 1 1 3 0111 3 00 00 0
5:00 PM 2 1 0 0 3 2100 3 00 00 0
5:15 PM 1 1 0 0 2 1100 2 00 00 0
5:30 PM 1 1 0 2 4 1102 4 00 00 0
5:45 PM 0 0 0 0 0 0000 0 00 00 0
TOTAL 12 5 5 6 28 12 5 5 6 28 0 0 0 0 0
4413 12
INTERSECTION TURNING MOVEMENT COUNTS
PREPARED BY: AimTD LLC. tel: 714 253 7888 [email protected] Lake Forest
Rockfield
Centre
PM BEGIN PEAK HR 4:45 PM
BICYCLE CROSSINGSPEDESTRIAN CROSSINGS
U-TURNS
Rockfield Rockfield Centre Centre
AMPM AM
7:15 AM
PM
4:45 PM
PEDESTRIAN + BIKE CROSSINGS
7:15 AM
Add U-Turns to Left Turns
Item: 11
374
2,544 231 2,045 268 TOTAL 2,066
1,563 145 1,228 190 PM 766
981 86 817 78 AM 1,300
273
382
655
1,083
631
452
165
127
292
52 71
123
TOTAL
PM
AM
56 184
240
191
66 125
AM
PM
TOTAL
108
63 45
344
222
122
346
486
832
643
351
292
1,011 AM 330 1,008 225 1,563
1,677 PM 458 570 236 1,264
2,688 TOTAL 788 1,578 461 2,827
1,477 134 1,203 140 TOTAL 1,070
867 85 679 103 PM 372
610 49 524 37 AM 698
133
206
339
559
342
217
84 62
146
24 38
62 TOTAL
PM
AM AM 7:15 AM
8:45 AM
25 106
131
97 35
62 #N/A
AM
PM
TOTAL
42 25
17 PM 4:45 PM
5:45 PM
164
114
50 179
256
435
303
174
129
607 AM 152 551 126 829
918 PM 238 274 129 641
1,525 Total 390 825 255 1,470
AimTD LLC
TURNING MOVEMENT COUNTS
Rockfield
Centre
CentreSC
ALL HOURS
Lake Forest
Rockfield
Rockfield
Rockfield
Centre
Centre
PEAK HOUR
Item: 11
375
ROCKFIELD BL & CENTRE DR
7/1/2014 - 6/30/2017
6 Crashes Distance LTE 200
CollisiondateCollisiontimeDayofweek Collisionseverity Distance Typeofcollision Atfault_OneAtfault_TwoAtfault_Three 12/19/2015 11:27 am Saturday PDO 0 Broadside Yes No
2/19/2016 12:40 pm Friday PDO 0 Broadside No No
3/17/2016 6:30 pm Thursday PDO 0 Broadside Yes No
5/31/2016 6:50 pm Tuesday Injury (Other Visible) 3 Not Stated No Yes 8/17/2016 2:18 pm WednesdayInjury (Complaint of Pain) 199 Broadside No Yes 8/8/2015 8:51 am Saturday Injury (Severe) 136 Vehicle/Pedestrian No Yes Crash Magic Online
Item: 11
376
ROCKFIELD BL & CENTRE DR
7/1/2014 - 6/30/2017
6 Crashes Distance LTE 200
[7048668]
[7159104][7200767]
[8018211]
[8063762]
[8121040]
(0) crashes could not be placed in this schematic
Straight
Stopped
Unknown
Backing
Overtaking
Sideswipe
Parked
Erratic
Out of control
Right turn
Left turn
U-turn
Pedestrian
Bicycle
Injury
Fatality
Nighttime
DUI
Fixed objects:
General Pole
Signal Curb
Tree Animal
3rd vehicle
Extra data
Pd' Programming, Inc. 3/8/2018
Crash Magic Online
Item: 11
377
Alton Parkway at Monarch Blvd
Item: 11
378
T218
DATE: LOCATION: PROJECT #: SC
Tue, Apr 24, 18 NORTH & SOUTH: LOCATION #: 2
EAST & WEST: CONTROL: SIGNAL
NOTES: AM ▲
PM N
MD ◄ W E ►
OTHER S
OTHER ▼
NORTHBOUND SOUTHBOUND EASTBOUND WESTBOUND
NL NT N R SL ST S R EL ET E R WL WT W R TOTAL NB SB EB WB TT L LANES: 110 1 1013013 0 0 0 0 0
7:00 AM 18 1 7 2 0 19 17 111 13 7 282 6 483 00 10 1
7:15 AM 23 1 13 2 3 16 9 108 13 2 360 2 552 00 00 0
7:30 AM 2 001 2 1 11 49 1 3 8 5 3 3 8 90 592 00 00 0
7:45 AM 28 3 13 4 2 10 12 130 8 5 436 0 651 00 10 1
8:00 AM 2 411 1 3 31 68 1 1 7 6 4 3 7 64 573 00 00 0
8:15 AM 2 511 1 7 41 76 1 2 7 7 6 3 8 12 594 00 10 1
8:30 AM 17 2 7 5 0 21 11 167 11 5 364 1 611 00 00 0
8:45 AM 18 1 7 3 3 11 7 133 4 8 296 4 495 00 00 0
VOLUMES 173 10 81 27 16 124 79 1,031 67 40 2,884 19 4,551 0 0 3 0 3 APPROACH % 66% 4% 31% 16% 10% 74% 7% 88% 6% 1% 98% 1%
APP/DEPART 264 / 105 167 / 123 1,177 / 1,139 2,943 / 3,184 0
BEGIN PEAK HR
VOLUMES 94 7 42 19 9 64 37 541 32 20 1,557 7 2,429
APPROACH % 66% 5% 29% 21% 10% 70% 6% 89% 5% 1% 98% 0%
PEAK HR FACTOR 0.813 0.821 0.807 0.898 0.933
APP/DEPART 143 / 49 92 / 61 610 / 602 1,584 / 1,717 0
4:00 PM 13 2 3 3 2 13 9 261 17 4 161 2 490 00 00 0
4:15 PM 4 2 6 2 3 14 6 250 15 3 123 6 434 00 00 0
4:30 PM 12 5 4 3 2 4 7 275 16 6 145 1 480 00 00 0
4:45 PM 13 2 5 1 1 8 12 265 15 6 125 1 454 00 01 1
5:00 PM 11 1 3 3 1 11 16 337 16 7 210 6 622 00 40 4
5:15 PM 14 1 7 2 1 5 16 366 15 15 165 4 611 00 00 0
5:30 PM 12 1 10 2 5 7 14 344 18 8 151 2 574 00 00 0
5:45 PM 8 0 6 3 0 2 10 321 23 8 149 4 534 00 00 0
VOLUMES 87 14 44 19 15 64 90 2,419 135 57 1,229 26 4,199 0 0 4 1 5 APPROACH % 60% 10% 30% 19% 15% 65% 3% 91% 5% 4% 94% 2%
APP/DEPART 145 / 126 98 / 206 2,644 / 2,483 1,312 / 1,384 0
BEGIN PEAK HR
VOLUMES 45 3 26 10 7 25 56 1,368 72 38 675 16 2,341
APPROACH % 61% 4% 35% 24% 17% 60% 4% 91% 5% 5% 93% 2%
PEAK HR FACTOR 0.804 0.700 0.942 0.817 0.941
APP/DEPART 74 / 71 42 / 117 1,496 / 1,404 729 / 749 0
Monarch
NORTH SIDE
Alton WEST SIDE EAST SIDE Alton
SOUTH SIDE
Monarch
N SIDE S SIDE E SIDE W SIDE TOTAL N SIDE S SIDE E SIDE W SIDE TOTAL NS SS E SW S T O T A L 7:00 AM 1 1 0 0 2 0100 1 10 00 1
7:15 AM 0 1 0 0 1 0000 0 01 00 1
7:30 AM 0 0 1 0 1 0010 1 00 00 0
7:45 AM 0 1 0 0 1 0000 0 01 00 1
8:00 AM 1 0 0 0 1 0000 0 10 00 1
8:15 AM 1 0 0 0 1 1000 1 00 00 0
8:30 AM 1 1 0 0 2 0000 0 11 00 2
8:45 AM 1 4 0 0 5 0100 1 13 00 4
TOTAL 58 1 0 1 4 1210 4 4 6 0 0 1 0
AM BEGIN PEAK HR 1000 1
4:00 PM 0 0 0 0 0 0000 0 00 00 0
4:15 PM 0 1 0 1 2 0001 1 01 00 1
4:30 PM 2 0 0 0 2 0000 0 20 00 2
4:45 PM 2 0 0 0 2 0000 0 20 00 2
5:00 PM 0 0 1 0 1 0010 1 00 00 0
5:15 PM 0 5 0 0 5 0000 0 05 00 5
5:30 PM 1 3 2 0 6 1020 3 03 00 3
5:45 PM 4 3 1 0 8 0210 3 41 00 5
TOTAL 9 1 2 4 1 2 6 1241 8 8 1 0 0 0 1 8
1240 7
AMPM AM
7:45 AM
PM
5:00 PM
PEDESTRIAN + BIKE CROSSINGS
7:45 AM
PM BEGIN PEAK HR 5:00 PM
BICYCLE CROSSINGSPEDESTRIAN CROSSINGS
U-TURNS
Monarch Monarch Alton Alton
INTERSECTION TURNING MOVEMENT COUNTS
PREPARED BY: AimTD LLC. tel: 714 253 7888 [email protected] Lake Forest
Monarch
Alton
Add U-Turns to Left Turns
Item: 11
379
265 188 31 46 TOTAL 231
98 64 15 19 PM 126
167 124 16 27 AM 105
2,943
1,312
4,255
4,568
1,384
3,184
19 26
45 2,884
1,229
4,113
TOTAL
PM
AM
40 57
97 169
90 79
AM
PM
TOTAL
3,450
2,419
1,031
202
135
67 1,139
2,483
3,622
3,821
2,644
1,177
123 AM 173 10 81 264
206 PM 87 14 44 145
329 TOTAL 260 24 125 409
134 89 16 29 TOTAL 120
42 25 7 10 PM 71
92 64 9 19 AM 49
1,584
729
2,313
2,466
749
1,717
7 16
23 1,557
675
2,232
TOTAL
PM
AM AM 7:45 AM
8:45 AM
20 38
58 93
56 37
#N/A
AM
PM
TOTAL
1,909
1,368
541 PM 5:00 PM
5:45 PM
104
72 32
602
1,404
2,006
2,106
1,496
610
61 AM 94 7 42 143
117 PM 45 3 26 74
178 Total 139 10 68 217
Monarch
Monarch
Monarch
Alton
Alton
PEAK HOUR
AimTD LLC
TURNING MOVEMENT COUNTS
Monarch
Alton
AltonSC
ALL HOURS
Lake Forest
Item: 11
380
Alton Parkway at Catalina
Item: 11
381
T218
DATE: LOCATION: PROJECT #: SC
Tue, Apr 24, 18 NORTH & SOUTH: LOCATION #: 3
EAST & WEST: CONTROL: SIGNAL
NOTES: AM ▲
PM N
MD ◄ W E ►
OTHER S
OTHER ▼
NORTHBOUND SOUTHBOUND EASTBOUND WESTBOUND
NL NT N R SL ST S R EL ET E R WL WT W R TOTAL NB SB EB WB TT L LANES: 110 1 1013013 0 0 0 0 0
7:00 AM 6 3 16 5 1 8 9 99 12 6 281 22 468 00 00 0
7:15 AM 1 101 9 3 21 04 1 1 6 7 7 3 4 96 534 00 00 0
7:30 AM 20 1 27 12 3 17 3 137 3 8 358 4 593 00 01 1
7:45 AM 20 3 25 22 8 15 1 137 6 12 401 14 664 00 00 0
8:00 AM 11 1 21 12 3 16 8 113 7 17 346 11 566 00 10 1
8:15 AM 16 5 23 12 1 13 4 140 8 16 369 9 616 00 01 1
8:30 AM 21 1 14 15 5 12 4 161 6 12 323 11 585 00 00 0
8:45 AM 15 2 13 13 2 15 1 147 11 10 295 7 531 00 01 1
VOLUMES 120 16 158 94 25 106 34 1,050 60 88 2,722 84 4,557 0 0 1 3 4 APPROACH % 41% 5% 54% 42% 11% 47% 3% 92% 5% 3% 94% 3%
APP/DEPART 294 / 133 225 / 170 1,144 / 1,305 2,894 / 2,949 0
BEGIN PEAK HR
VOLUMES 67 10 96 58 15 61 16 527 24 53 1,474 38 2,439
APPROACH % 39% 6% 55% 43% 11% 46% 3% 93% 4% 3% 94% 2%
PEAK HR FACTOR 0.901 0.744 0.933 0.916 0.918
APP/DEPART 173 / 63 134 / 90 567 / 683 1,565 / 1,603 0
4:00 PM 10 1 17 10 2 9 4 271 6 12 144 3 489 00 00 0
4:15 PM 9 4 9 5 2 4 8 240 11 14 127 13 446 00 22 4
4:30 PM 6 4 11 5 3 11 6 265 12 9 133 9 474 00 00 0
4:45 PM 7 3 11 8 0 7 5 260 11 20 121 8 461 00 00 0
5:00 PM 14 4 14 7 4 4 5 323 15 13 223 13 639 00 10 1
5:15 PM 2 4 23 4 1 2 8 335 21 12 171 8 591 00 00 0
5:30 PM 1 0 23 11 5 7 9 316 23 16 143 9 563 00 10 1
5:45 PM 8 4 9 7 4 8 9 313 19 14 147 11 553 00 02 2
VOLUMES 57 24 117 57 21 52 54 2,323 118 110 1,209 74 4,216 0 0 4 4 8 APPROACH % 29% 12% 59% 44% 16% 40% 2% 93% 5% 8% 87% 5%
APP/DEPART 198 / 148 130 / 245 2,495 / 2,501 1,393 / 1,322 0
BEGIN PEAK HR
VOLUMES 25 12 69 29 14 21 31 1,287 78 55 684 41 2,346
APPROACH % 24% 11% 65% 45% 22% 33% 2% 92% 6% 7% 88% 5%
PEAK HR FACTOR 0.828 0.696 0.959 0.783 0.918
APP/DEPART 106 / 82 64 / 145 1,396 / 1,387 780 / 732 0
Catalina
NORTH SIDE
Alton WEST SIDE EAST SIDE Alton
SOUTH SIDE
Catalina
N SIDE S SIDE E SIDE W SIDE TOTAL N SIDE S SIDE E SIDE W SIDE TOTAL NS SS E SW S T O T A L 7:00 AM 0 0 0 0 0 0000 0 00 00 0
7:15 AM 0 2 0 0 2 0100 1 01 00 1
7:30 AM 0 0 0 0 0 0000 0 00 00 0
7:45 AM 0 1 0 0 1 0000 0 01 00 1
8:00 AM 1 1 1 0 3 0100 1 10 10 2
8:15 AM 1 0 0 0 1 1000 1 00 00 0
8:30 AM 1 1 4 0 6 0040 4 11 00 2
8:45 AM 0 6 1 0 7 0510 6 01 00 1
TOTAL 3 1 1 6 0 2 0 17501 3 2 4 1 0 7
AM BEGIN PEAK HR 1100 2
4:00 PM 0 0 0 1 1 0001 1 00 00 0
4:15 PM 0 1 0 0 1 0000 0 01 00 1
4:30 PM 3 0 0 0 3 0000 0 30 00 3
4:45 PM 1 0 0 0 1 0000 0 10 00 1
5:00 PM 0 1 0 2 3 0002 2 01 00 1
5:15 PM 0 5 1 2 8 0012 3 05 00 5
5:30 PM 0 4 2 1 7 0121 4 03 00 3
5:45 PM 3 2 2 3 10 0123 6 31 00 4
TOTAL 7 1 3 5 9 3 4 02591 6 7 1 1 0 0 1 8
0258 15
INTERSECTION TURNING MOVEMENT COUNTS
PREPARED BY: AimTD LLC. tel: 714 253 7888 [email protected] Lake Forest
Catalina
Alton
PM BEGIN PEAK HR 5:00 PM
BICYCLE CROSSINGSPEDESTRIAN CROSSINGS
U-TURNS
Catalina Catalina Alton Alton
AMPM AM
7:30 AM
PM
5:00 PM
PEDESTRIAN + BIKE CROSSINGS
7:30 AM
Add U-Turns to Left Turns
Item: 11
382
355 158 46 151 TOTAL 281
130 52 21 57 PM 148
225 106 25 94 AM 133
2,894
1,393
4,287
4,271
1,322
2,949
84 74
158
2,722
1,209
3,931
TOTAL
PM
AM
88 110
198
88 54
34 AM
PM
TOTAL
3,373
2,323
1,050
178
118
60 1,305
2,501
3,806
3,639
2,495
1,144
170 AM 120 16 158 294
245 PM 57 24 117 198
415 TOTAL 177 40 275 492
198 82 29 87 TOTAL 145
64 21 14 29 PM 82
134 61 15 58 AM 63
1,565
780
2,345
2,335
732
1,603
38 41
79 1,474
684
2,158
TOTAL
PM
AM AM 7:30 AM
8:45 AM
53 55
108
47 31
16 #N/A
AM
PM
TOTAL
1,814
1,287
527 PM 5:00 PM
5:45 PM
102
78 24
683
1,387
2,070
1,963
1,396
567
90 AM 67 10 96 173
145 PM 25 12 69 106
235 Total 92 22 165 279
AimTD LLC
TURNING MOVEMENT COUNTS
Catalina
Alton
AltonSC
ALL HOURS
Lake Forest
Catalina
Catalina
Catalina
Alton
Alton
PEAK HOUR
Item: 11
383
Towne Centre Drive at Market Place
Item: 11
384
T816
DATE: LOCATION: PROJECT #: SC
Tue, Apr 24, 18 NORTH & SOUTH: LOCATION #: 4
EAST & WEST: CONTROL: SIGNAL
NOTES: AM ▲
PM N
MD ◄ W E ►
OTHER S
OTHER ▼
NORTHBOUND SOUTHBOUND EASTBOUND WESTBOUND
NL NT NR S L ST SR E L ET ER W L WT WR TOTA L NB SB EB WB TT L LANES: 120 1 2012012 0 0 0 0 0
7 : 0 0 A M 1 3 1 5 6 5 3 5 5343 1 0 1 1 1 3 123 00 00 0 7:15 AM 695 7 5 2 22528 1 0 1 5 123 00 00 0
7:30 AM 1 3 1 2 8 1 14 5 22557 1 4 2 4 148 01 00 1
7:45 AM 1 6 1 6 9 1 76 5 74379 1 7 1 3 183 00 00 0
8:00 AM 1 9 1 3 1 11 25 1 15878 1 57 157 00 00 0
8:15 AM 17 18 14 9 40 0 8 8 10 13 21 18 176 00 00 0
8:30 AM 33 17 15 12 39 3 7 10 6 11 28 16 197 00 00 0
8:45 AM 17 18 15 16 52 6 4 6 16 17 30 8 205 01 00 1
VOLUMES 134 118 83 89 379 26 35 49 56 83 146 114 1,312 0 2 0 0 2 APPROACH % 40% 35% 25% 18% 77% 5% 25% 35% 40% 24% 43% 33% APP/DEPART 335 / 269 494 / 518 140 / 219 343 / 306 0
BEGIN PEAK HR
VOLUMES 86 66 55 49 182 10 24 32 39 49 94 49 735
APPROACH % 42% 32% 27% 20% 76% 4% 25% 34% 41% 26% 49% 26% PEAK HR FACTOR 0.796 0.814 0.913 0.873 0.896
APP/DEPART 207 / 140 241 / 270 95 / 135 192 / 190 0
11:30 AM 50 40 42 39 61 10 8 20 17 21 47 16 371 02 00 2 11:45 AM 54 31 54 27 55 16 15 22 27 24 40 19 384 00 00 0 12:00 PM 46 33 43 38 63 15 11 41 26 23 57 22 418 00 00 0 12:15 PM 53 42 53 34 62 9 11 35 27 31 57 20 434 00 00 0 12:30 PM 56 39 40 33 53 10 10 37 35 30 51 24 418 00 00 0 12:45 PM 47 35 40 43 52 7 14 34 31 49 52 30 434 00 00 0 1:00 PM 50 49 30 41 56 7 28 19 33 33 55 14 415 01 00 1
1:15 PM 28 30 31 30 51 5 19 41 31 28 49 20 363 00 00 0
VOLUMES 384 299 333 285 453 79 116 249 227 239 408 165 3,237 0 3 0 0 3 APPROACH % 38% 29% 33% 35% 55% 10% 20% 42% 38% 29% 50% 20% APP/DEPART 1,016 / 583 817 / 919 592 / 864 812 / 871 0
BEGIN PEAK HR
VOLUMES 202 149 176 148 230 41 46 147 119 133 217 96 1,704 APPROACH % 38% 28% 33% 35% 55% 10% 15% 47% 38% 30% 49% 22% PEAK HR FACTOR 0.890 0.903 0.951 0.851 0.982
APP/DEPART 527 / 291 419 / 482 312 / 471 446 / 460 0
4:00 PM 31 28 27 29 55 7 3 24 13 18 32 15 282 00 00 0
4:15 PM 16 31 22 34 43 4 7 22 21 19 46 10 275 00 00 0
4:30 PM 46 32 30 38 33 3 3 32 28 17 35 13 310 00 00 0
4:45 PM 25 54 28 28 44 10 10 25 17 17 40 18 316 00 00 0 5:00 PM 51 55 43 31 47 4 13 25 25 13 47 20 374 00 00 0
5:15 PM 34 47 38 37 58 6 9 26 19 18 44 23 359 00 00 0
5:30 PM 46 47 27 34 51 5 6 21 14 25 46 11 333 00 00 0
5:45 PM 36 46 37 29 52 7 13 37 16 24 41 17 355 01 00 1
VOLUMES 285 340 252 260 383 46 64 212 153 151 331 127 2,604 0 1 0 0 1 APPROACH % 32% 39% 29% 38% 56% 7% 15% 49% 36% 25% 54% 21% APP/DEPART 877 / 532 689 / 687 429 / 723 609 / 662 0
BEGIN PEAK HR
VOLUMES 167 195 145 131 208 22 41 109 74 80 178 71 1,421 APPROACH % 33% 38% 29% 36% 58% 6% 18% 49% 33% 24% 54% 22% PEAK HR FACTOR 0.851 0.894 0.848 0.968 0.950
APP/DEPART 507 / 308 361 / 362 224 / 384 329 / 367 0
Towne Сentre
NORTH SIDE
Market WEST SIDE EAST SIDE Market
SOUTH SIDE
Towne Сentre
N SIDE S SIDE E SIDE W SIDE TOTAL N SIDE S SIDE E SIDE W SIDE TOTAL NS SS E SW S T O T A L 7:00 AM 0 0 0 0 0 0000 0 00 00 0
7:15 AM 1 0 0 0 1 1000 1 00 00 0
7:30 AM 0 0 1 0 1 0010 1 00 00 0
7:45 AM 0 0 1 0 1 0010 1 00 00 0
8:00 AM 0 0 0 1 1 0000 0 00 01 1
8:15 AM 4 0 2 0 6 4020 6 00 00 0
8:30 AM 0 0 1 0 1 0010 1 00 00 0
8:45 AM 1 1 1 1 4 1111 4 00 00 0
TOTAL 61 6 2 1 5 61611 4 0 0 0 1 1
11:30 AM 0 0 0 0 0 0000 0 00 00 0
11:45 AM 0 0 0 0 0 0000 0 00 00 0
12:00 PM 0 0 0 0 0 0000 0 00 00 0
12:15 PM 5 0 0 0 5 5000 5 00 00 0
12:30 PM 0 0 0 0 0 0000 0 00 00 0
12:45 PM 0 0 0 1 1 0001 1 00 00 0
1:00 PM 0 0 0 0 0 0000 0 00 00 0
1:15 PM 9 0 1 0 10 9010 10 00 00 0
TOTAL 14 0 1 1 16 14 0 1 1 16 0 0 0 0 0
4:00 PM 0 0 0 0 0 0000 0 00 00 0
4:15 PM 1 0 0 1 2 1001 2 00 00 0
4:30 PM 0 2 2 2 6 0222 6 00 00 0
4:45 PM 0 1 0 1 2 0101 2 00 00 0
5:00 PM 2 1 0 0 3 1100 2 10 00 1
5:15 PM 1 1 1 1 4 1101 3 00 10 1
5:30 PM 0 0 0 0 0 0000 0 00 00 0
5:45 PM 0 3 1 3 7 0312 6 00 01 1
TOTAL 48 4 8 2 4 38372 1 1 0 1 1 3
INTERSECTION TURNING MOVEMENT COUNTS
PREPARED BY: AimTD LLC. tel: 714 253 7888 [email protected] Lake Forest
Towne Сentre
Market
U-TURNS
Towne Сentre Towne Сentre Market Market
BICYCLE CROSSINGS
AMPM AM
8:00 AM
PM
5:00 PM
PEDESTRIAN + BIKE CROSSINGS PEDESTRIAN CROSSINGS
MIDDAY
12:00 PM
MIDDAY
Add U-Turns to Left Turns
Item: 11
385
2,000 151 1,215 634 TOTAL 1,384
689 46 383 260 PM 532
817 79 453 285 MD 583
494 26 379 89 AM 269
343
812
609
1,764
1,839
662
871
306
114
165
127
406
146
408
331
885
TOTAL
PM
MD
AM
83 239
151
473
215
64 116
35 AM
MD
PM
TOTAL
510
212
249
49 436
153
227
56 219
864
723
1,806
1,161
429
592
140
518 AM 134 118 83 335
919 MD 384 299 333 1,016
687 PM 285 340 252 877
2,124 TOTAL 803 757 668 2,228
1,021 73 620 328 TOTAL 739
361 22 208 131 PM 308
419 41 230 148 MD 291
241 10 182 49 AM 140
192
446
329
967
1,017
367
460
190
49 96
71 216
94 217
178
489
TOTAL
PM
MD
AM AM 8:00 AM
8:45 AM
49 133
80 262
111
41 46
24 MIDDAY 12:00 PM
#N/A
PM
MD
PM
TOTAL
288
109
147
32 PM 5:00 PM
5:45 PM
232
74 119
39 135
471
384
990
631
224
312
95 270 AM 86 66 55 207
482 MD 202 149 176 527
362 PM 167 195 145 507
1,114 Total 455 410 376 1,241
AimTD LLC
TURNING MOVEMENT COUNTS
Towne Сentre
Market
Market
Lake Forest
SC
ALL HOURS
Towne Сentre
Towne Сentre
Towne Сentre
Market
Market
PEAK HOUR
Item: 11
386
TOWNE CENTRE DR & MARKET PL
7/1/2014 - 6/30/2017
5 Crashes Distance LTE 200
CollisiondateCollisiontimeDayofweek Collisionseverity DistanceTypeofcollisionAtfault_OneAtfault_TwoAtfault_Three 1/6/2016 9:30 am Wednesday PDO 0 Broadside Yes No
1/9/2015 11:40 am Friday Injury (Complaint of Pain) 30 Not Stated No Yes 12/1/2016 12:30 pm Thursday PDO 20 Broadside Yes No
12/31/2014 1:55 pm Wednesday PDO 131 Rear End Yes No No 4/25/2016 6:25 pm Monday PDO 0 Broadside Yes No
Crash Magic Online
Item: 11
387
TOWNE CENTRE DR & MARKET PL
7/1/2014 - 6/30/2017
5 Crashes Distance LTE 200
[6796954][6889700]
[7171378]
[8036137]
[8186015]
(0) crashes could not be placed in this schematic
Straight
Stopped
Unknown
Backing
Overtaking
Sideswipe
Parked
Erratic
Out of control
Right turn
Left turn
U-turn
Pedestrian
Bicycle
Injury
Fatality
Nighttime
DUI
Fixed objects:
General Pole
Signal Curb
Tree Animal
3rd vehicle
Extra data
Pd' Programming, Inc. 3/8/2018
Crash Magic Online
Item: 11
388
Bake Parkway at Towne Centre Drive
Item: 11
389
Item: 11
390
Item: 11
391
Item: 11
392
Item: 11
393
T218
DATE: LOCATION: PROJECT #: SC
Tue, Apr 24, 18 NORTH & SOUTH: LOCATION #: 5
EAST & WEST: CONTROL: SIGNAL
NOTES: AM ▲
PM N
MD ◄ W E ►
OTHER S
OTHER ▼
NORTHBOUND SOUTHBOUND EASTBOUND WESTBOUND
NL NT N R SL ST S R EL ET E R WL WT W R TOTAL NB SB EB WB TT L LANES: 120 1 1122022 0 0 0 0 0
7 : 0 0 A M 000 0 0000000 0 0 00 00 0
7:15 AM 000 0 0000000 0 0 00 00 0
7:30 AM 000 0 0000000 0 0 00 00 0
7:45 AM 000 0 0000000 0 0 00 00 0
8:00 AM 000 0 0000000 0 0 00 00 0
8:15 AM 000 0 0000000 0 0 00 00 0
8:30 AM 000 0 0000000 0 0 00 00 0
8:45 AM 000 0 0000000 0 0 00 00 0
VO L U M E S 000 0 0000000 0 0 0 0 0 0 0
APPROACH % 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0%
APP/DEPART 0 / 00 / 00 / 00 / 00
BEGIN PEAK HR
VO L U M E S 000 0 0000000 0 0
APPROACH % 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0%
PEAK HR FACTOR 0.000 0.000 0.000 0.000 0.000
APP/DEPART 0 / 00 / 00 / 00 / 00
4 : 0 0 P M 000 0 0000000 0 0 00 00 0
4:15 PM 000 0 0000000 0 0 00 00 0
4:30 PM 000 0 0000000 0 0 00 00 0
4:45 PM 000 0 0000000 0 0 00 00 0
5:00 PM 000 0 0000000 0 0 00 00 0
5:15 PM 000 0 0000000 0 0 00 00 0
5:30 PM 000 0 0000000 0 0 00 00 0
5:45 PM 000 0 0000000 0 0 00 00 0
VO L U M E S 000 0 0000000 0 0 0 0 0 0 0
APPROACH % 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0%
APP/DEPART 0 / 00 / 00 / 00 / 00
BEGIN PEAK HR
VO L U M E S 000 0 0000000 0 0
APPROACH % 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0%
PEAK HR FACTOR 0.000 0.000 0.000 0.000 0.000
APP/DEPART 0 / 00 / 00 / 00 / 00
Towne Centre
NORTH SIDE
Bake WEST SIDE EAST SIDE Bake
SOUTH SIDE
Towne Centre
N SIDE S SIDE E SIDE W SIDE TOTAL N SIDE S SIDE E SIDE W SIDE TOTAL NS SS E SW S T O T A L 7:00 AM 0 0 1 0 1 0010 1 00 00 0
7:15 AM 0 0 0 1 1 0001 1 00 00 0
7:30 AM 0 1 0 1 2 0101 2 00 00 0
7:45 AM 0 0 0 0 0 0000 0 00 00 0
8:00 AM 0 2 0 0 2 0200 2 00 00 0
8:15 AM 0 1 3 0 4 0130 4 00 00 0
8:30 AM 0 0 2 0 2 0020 2 00 00 0
8:45 AM 0 0 0 0 0 0000 0 00 00 0
TOTAL 04 6 2 1 2 04621 2 0 0 0 0 0
AM BEGIN PEAK HR 0000 0
4:00 PM 0 0 0 0 0 0000 0 00 00 0
4:15 PM 3 0 1 2 6 3012 6 00 00 0
4:30 PM 0 0 0 0 0 0000 0 00 00 0
4:45 PM 0 0 0 1 1 0001 1 00 00 0
5:00 PM 0 0 2 2 4 0022 4 00 00 0
5:15 PM 0 1 0 1 2 0101 2 00 00 0
5:30 PM 1 0 2 0 3 1020 3 00 00 0
5:45 PM 0 0 0 1 1 0001 1 00 00 0
TOTAL 41 5 7 1 7 41571 7 0 0 0 0 0
0001 1
AMPM AM
8:45 AM
PM
5:45 PM
PEDESTRIAN + BIKE CROSSINGS
8:45 AM
PM BEGIN PEAK HR 5:45 PM
BICYCLE CROSSINGSPEDESTRIAN CROSSINGS
U-TURNS
Towne Centre Towne Centre Bake Bake
INTERSECTION TURNING MOVEMENT COUNTS
PREPARED BY: AimTD LLC. tel: 714 253 7888 [email protected] Lake Forest
Towne Centre
Bake
Add U-Turns to Left Turns
Item: 11
394
0000 T O T A L 0
0 000 PM 0
0 000 AM 0
0 0
0 0
0 0
0 0
0 0
0 0
TOTAL
PM
AM
0 0
0 0
0 0
AM
PM
TOTAL
0 0
0 0
0 0
0 0
0 0
0 0
0 AM 000 0
0 PM 000 0
0 T O T A L 0000
0000 T O T A L 0
0 000 PM 0
0 000 AM 0
0 0
0 0
0 0
0 0
0 0
0 0
TOTAL
PM
AM AM 8:45 AM
8:45 AM
0 0
0 0
0 0
#N/A
AM
PM
TOTAL
0 0
0 PM 5:45 PM
5:45 PM
0 0
0 0
0 0
0 0
0 0 AM 000 0
0 PM 000 0
0 T o t a l 0000
Towne Centre
Towne Centre
Towne Centre
Bake
Bake
PEAK HOUR
AimTD LLC
TURNING MOVEMENT COUNTS
Towne Centre
Bake
BakeSC
ALL HOURS
Lake Forest
Item: 11
395
BAKE PKWY & TOWNE CENTRE DR
7/1/2014 - 6/30/2017
8 Crashes Distance LTE 200
CollisiondateCollisiontimeDayofweek Collisionseverity DistanceTypeofcollisionAtfault_OneAtfault_TwoAtfault_Three 10/5/2014 10:35 pm Sunday Injury (Severe) 0 Broadside No Yes 2/27/2017 9:15 pm Monday Injury (Complaint of Pain) 0 Broadside Yes No 3/25/2015 9:09 pm WednesdayInjury (Complaint of Pain) 0 Broadside Yes No 5/15/2015 2:40 pm Friday Injury (Complaint of Pain) 0 Broadside No No 5/23/2016 3:30 pm Monday Injury (Complaint of Pain) 0 Broadside Yes No No 5/5/2017 9:20 pm Friday PDO 24 Hit Object Yes
8/6/2016 8:20 am Saturday Injury (Complaint of Pain) 0 Broadside Yes No 9/16/2016 10:33 am Friday Injury (Other Visible) 0 Broadside No Yes Crash Magic Online
Item: 11
396
BAKE PKWY & TOWNE CENTRE DR
7/1/2014 - 6/30/2017
8 Crashes Distance LTE 200
[6678554]
[6931482]
[6958302]
[8059843]
[8108054]
[8116303]
[8155483]
[8391509]
(0) crashes could not be placed in this schematic
Straight
Stopped
Unknown
Backing
Overtaking
Sideswipe
Parked
Erratic
Out of control
Right turn
Left turn
U-turn
Pedestrian
Bicycle
Injury
Fatality
Nighttime
DUI
Fixed objects:
General Pole
Signal Curb
Tree Animal
3rd vehicle
Extra data
Pd' Programming, Inc. 3/7/2018
Crash Magic Online
Item: 11
397
Lake Forest Drive at Towne Centre Drive
Item: 11
398
Item: 11
399
Item: 11
400
Item: 11
401
Item: 11
402
T218
DATE: LOCATION: PROJECT #: SC
Tue, Apr 24, 18 NORTH & SOUTH: LOCATION #: 6
EAST & WEST: CONTROL: SIGNAL
NOTES: AM ▲
PM N
MD ◄ W E ►
OTHER S
OTHER ▼
NORTHBOUND SOUTHBOUND EASTBOUND WESTBOUND
NL NT N R SL ST S R EL ET E R WL WT W R TOTAL NB SB EB WB TT L LANES: 120 1 1122022 0 0 0 0 0
7 : 0 0 A M 000 0 0000000 0 0 00 00 0
7:15 AM 000 0 0000000 0 0 00 00 0
7:30 AM 000 0 0000000 0 0 00 00 0
7:45 AM 000 0 0000000 0 0 00 00 0
8:00 AM 000 0 0000000 0 0 00 00 0
8:15 AM 000 0 0000000 0 0 00 00 0
8:30 AM 000 0 0000000 0 0 00 00 0
8:45 AM 000 0 0000000 0 0 00 00 0
VO L U M E S 000 0 0000000 0 0 0 0 0 0 0
APPROACH % 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0%
APP/DEPART 0 / 00 / 00 / 00 / 00
BEGIN PEAK HR
VO L U M E S 000 0 0000000 0 0
APPROACH % 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0%
PEAK HR FACTOR 0.000 0.000 0.000 0.000 0.000
APP/DEPART 0 / 00 / 00 / 00 / 00
4 : 0 0 P M 000 0 0000000 0 0 00 00 0
4:15 PM 000 0 0000000 0 0 00 00 0
4:30 PM 000 0 0000000 0 0 00 00 0
4:45 PM 000 0 0000000 0 0 00 00 0
5:00 PM 000 0 0000000 0 0 00 00 0
5:15 PM 000 0 0000000 0 0 00 00 0
5:30 PM 000 0 0000000 0 0 00 00 0
5:45 PM 000 0 0000000 0 0 00 00 0
VO L U M E S 000 0 0000000 0 0 0 0 0 0 0
APPROACH % 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0%
APP/DEPART 0 / 00 / 00 / 00 / 00
BEGIN PEAK HR
VO L U M E S 000 0 0000000 0 0
APPROACH % 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0%
PEAK HR FACTOR 0.000 0.000 0.000 0.000 0.000
APP/DEPART 0 / 00 / 00 / 00 / 00
Towne Centre
NORTH SIDE
Lake Forest WEST SIDE EAST SIDE Lake Forest
SOUTH SIDE
Towne Centre
N SIDE S SIDE E SIDE W SIDE TOTAL N SIDE S SIDE E SIDE W SIDE TOTAL NS SS E SW S T O T A L 7:00 AM 0 1 1 0 2 0110 2 00 00 0
7:15 AM 0 0 0 1 1 0001 1 00 00 0
7:30 AM 1 1 0 1 3 1101 3 00 00 0
7:45 AM 0 3 0 0 3 0300 3 00 00 0
8:00 AM 0 0 0 0 0 0000 0 00 00 0
8:15 AM 0 1 0 0 1 0100 1 00 00 0
8:30 AM 0 0 2 0 2 0020 2 00 00 0
8:45 AM 0 2 1 0 3 0210 3 00 00 0
TOTAL 18 4 2 1 5 18421 5 0 0 0 0 0
AM BEGIN PEAK HR 0210 3
4:00 PM 0 0 0 0 0 0000 0 00 00 0
4:15 PM 0 0 0 0 0 0000 0 00 00 0
4:30 PM 0 0 0 0 0 0000 0 00 00 0
4:45 PM 1 0 0 2 3 1002 3 00 00 0
5:00 PM 0 0 0 0 0 0000 0 00 00 0
5:15 PM 0 0 0 0 0 0000 0 00 00 0
5:30 PM 3 0 0 4 7 3004 7 00 00 0
5:45 PM 1 0 0 0 1 1000 1 00 00 0
TOTAL 50 0 6 1 1 50061 1 0 0 0 0 0
1000 1
INTERSECTION TURNING MOVEMENT COUNTS
PREPARED BY: AimTD LLC. tel: 714 253 7888 [email protected] Lake Forest
Towne Centre
Lake Forest
PM BEGIN PEAK HR 5:45 PM
BICYCLE CROSSINGSPEDESTRIAN CROSSINGS
U-TURNS
Towne Centre Towne Centre Lake Forest Lake Forest
AMPM AM
8:45 AM
PM
5:45 PM
PEDESTRIAN + BIKE CROSSINGS
8:45 AM
Add U-Turns to Left Turns
Item: 11
403
0000 T O T A L 0
0 000 PM 0
0 000 AM 0
0 0
0 0
0 0
0 0
0 0
0 0
TOTAL
PM
AM
0 0
0 0
0 0
AM
PM
TOTAL
0 0
0 0
0 0
0 0
0 0
0 0
0 AM 000 0
0 PM 000 0
0 T O T A L 0000
0000 T O T A L 0
0 000 PM 0
0 000 AM 0
0 0
0 0
0 0
0 0
0 0
0 0
TOTAL
PM
AM AM 8:45 AM
8:45 AM
0 0
0 0
0 0
#N/A
AM
PM
TOTAL
0 0
0 PM 5:45 PM
5:45 PM
0 0
0 0
0 0
0 0
0 0 AM 000 0
0 PM 000 0
0 T o t a l 0000
AimTD LLC
TURNING MOVEMENT COUNTS
Towne Centre
Lake Forest
Lake Forest
SC
ALL HOURS
Lake Forest
Towne Centre
Towne Centre
Towne Centre
Lake Forest
Lake Forest
PEAK HOUR
Item: 11
404
LAKE FOREST DR & TOWNE CENTRE DR
7/1/2014 - 6/30/2017
4 Crashes Distance LTE 200
CollisiondateCollisiontimeDayofweek Collisionseverity DistanceTypeofcollisionAtfault_OneAtfault_TwoAtfault_Three 10/23/2016 4:47 pm Sunday PDO 110 Other No
3/2/2015 2:57 pm Monday Injury (Complaint of Pain) 44 Broadside No No 4/18/2017 1:21 pm Tuesday Injury (Complaint of Pain) 20 Broadside Yes No 9/22/2014 1:17 pm Monday Injury (Complaint of Pain) 0 Broadside Yes No Crash Magic Online
Item: 11
405
LAKE FOREST DR & TOWNE CENTRE DR
7/1/2014 - 6/30/2017
4 Crashes Distance LTE 200
[6661614]
[6881975]
[8173954]
[8368618]
(0) crashes could not be placed in this schematic
Straight
Stopped
Unknown
Backing
Overtaking
Sideswipe
Parked
Erratic
Out of control
Right turn
Left turn
U-turn
Pedestrian
Bicycle
Injury
Fatality
Nighttime
DUI
Fixed objects:
General Pole
Signal Curb
Tree Animal
3rd vehicle
Extra data
Pd' Programming, Inc. 3/8/2018
Crash Magic Online
Item: 11
406
B-2
Possible Candidate
“Special Improvement”
Intersections
Item: 11
407
Muirlands Boulevard at Aspan Street
Item: 11
408
Transportation Studies, Inc.
2680 Walnut Avenue, Suite C
Tustin, CA. 92780
File Name : H1010054
Site Code : 00005059
Start Date : 11/17/2010
Page No : 1
City: LAKE FOREST
N-S Direction: MUIRLANDS BOULEVARD
E-W Direction: ASPAN STREET
Groups Printed- Turning Movements
MUIRLANDS BOULEVARD
Southbound
ASPAN STREET
Westbound
MUIRLANDS BOULEVARD
Northbound
ASPAN STREET
Eastbound
Start Time Right Thru Left Right Thru Left Right Thru Left Right Thru Left Int. Total 07:00 AM 11 26 0 6 3 2 8 96 17 6 0 5 180
07:15 AM 9 25 1 8 3 4 2 123 20 2 4 6 207
07:30 AM 19 22 0 9 5 12 1 118 11 4 1 8 210
07:45 AM 16 38 2 5 6 4 0 191 24 4 1 17 308
Total 55 111 3 28 17 22 11 528 72 16 6 36 905
08:00 AM 15 33 2 6 6 4 3 187 40 7 2 12 317
08:15 AM 22 29 1 13 9 1 2 185 22 10 4 13 311
08:30 AM 21 36 1 7 4 9 3 136 35 10 2 12 276
08:45 AM 22 43 4 6 8 9 12 151 28 14 0 10 307
Total 80 141 8 32 27 23 20 659 125 41 8 47 1211
*** BREAK ***
04:15 PM 16 138 6 7 4 4 14 39 6 33 8 20 295
04:30 PM 20 161 10 5 2 10 8 57 10 29 6 13 331
04:45 PM 20 162 9 3 1 6 14 39 15 50 10 13 342
Total 56 461 25 15 7 20 36 135 31 112 24 46 968
05:00 PM 25 230 11 2 4 5 11 51 13 41 2 23 418
05:15 PM 33 274 12 3 2 5 13 53 7 38 4 12 456
05:30 PM 20 244 7 3 2 4 8 43 14 24 5 19 393
05:45 PM 21 216 8 3 1 6 5 41 13 27 3 11 355
Total 99 964 38 11 9 20 37 188 47 130 14 65 1622
06:00 PM 15 229 6 2 3 9 6 44 11 27 4 10 366
Grand Total 305 1906 80 88 63 94 110 1554 286 326 56 204 5072 Apprch % 13.3 83.2 3.5 35.9 25.7 38.4 5.6 79.7 14.7 55.6 9.6 34.8 Total % 6 37.6 1.6 1.7 1.2 1.9 2.2 30.6 5.6 6.4 1.1 4
Item: 11
409
Transportation Studies, Inc.
2680 Walnut Avenue, Suite C
Tustin, CA. 92780
File Name : H1010054
Site Code : 00005059
Start Date : 11/17/2010
Page No : 2
City: LAKE FOREST
N-S Direction: MUIRLANDS BOULEVARD
E-W Direction: ASPAN STREET
MUIRLANDS BOULEVARD
Southbound
ASPAN STREET
Westbound
MUIRLANDS BOULEVARD
Northbound
ASPAN STREET
Eastbound
Start Time Right Thru Left App. Total Right Thru Left App. Total Right Thru Left App. Total Right Thru Left App. Total Int. Total Peak Hour Analysis From 07:00 AM to 08:45 AM - Peak 1 of 1 Peak Hour for Entire Intersection Begins at 07:45 AM
07:45 AM 16 38 2 56 5 6 4 15 0 191 24 215 4 1 17 22 308 08:00 AM 15 33 2 50 6 6 4 16 3 187 40 230 7 2 12 21 317 08:15 AM 22 29 1 52 13 9 1 23 2 185 22 209 10 4 13 27 311 08:30 AM 21 36 1 58 7 4 9 20 3 136 35 174 10 2 12 24 276 Total Volume 74 136 6 216 31 25 18 74 8 699 121 828 31 9 54 94 1212 % App. Total 34.3 63 2.8 41.9 33.8 24.3 1 84.4 14.6 33 9.6 57.4 PHF .841 .895 .750 .931 .596 .694 .500 .804 .667 .915 .756 .900 .775 .563 .794 .870 .956
MUIRLANDS BOULEVARD
ASPAN STREET
ASPAN STREET
MUIRLANDS BOULEVARD
Right
74 Thru
136
Left
6 InOut Total
784 216 1000
Right
31 Thru
25 Left
18 OutTotal In
23 74 97
Left
121
Thru
699
Right
8 Out TotalIn
185 828 1013
Left
54 Thru
9 Right
31 TotalOut In
220 94 314
Peak Hour Begins at 07:45 AM
Turning Movements
Peak Hour Data
North
Item: 11
410
Transportation Studies, Inc.
2680 Walnut Avenue, Suite C
Tustin, CA. 92780
File Name : H1010054
Site Code : 00005059
Start Date : 11/17/2010
Page No : 3
City: LAKE FOREST
N-S Direction: MUIRLANDS BOULEVARD
E-W Direction: ASPAN STREET
MUIRLANDS BOULEVARD
Southbound
ASPAN STREET
Westbound
MUIRLANDS BOULEVARD
Northbound
ASPAN STREET
Eastbound
Start Time Right Thru Left App. Total Right Thru Left App. Total Right Thru Left App. Total Right Thru Left App. Total Int. Total Peak Hour Analysis From 04:15 PM to 06:00 PM - Peak 1 of 1 Peak Hour for Entire Intersection Begins at 05:00 PM
05:00 PM 25 230 11 266 2 4 5 11 11 51 13 75 41 2 23 66 418 05:15 PM 33 274 12 319 3 2 5 10 13 53 7 73 38 4 12 54 456 05:30 PM 20 244 7 271 3 2 4 9 8 43 14 65 24 5 19 48 393 05:45 PM 21 216 8 245 3 1 6 10 5 41 13 59 27 3 11 41 355 Total Volume 99 964 38 1101 11 9 20 40 37 188 47 272 130 14 65 209 1622 % App. Total 9 87.6 3.5 27.5 22.5 50 13.6 69.1 17.3 62.2 6.7 31.1 PHF .750 .880 .792 .863 .917 .563 .833 .909 .712 .887 .839 .907 .793 .700 .707 .792 .889
MUIRLANDS BOULEVARD
ASPAN STREET
ASPAN STREET
MUIRLANDS BOULEVARD
Right
99 Thru
964
Left
38 InOut Total
264 1101 1365
Right
11 Thru
9 Left
20 OutTotal In
89 40 129
Left
47 Thru
188
Right
37 Out TotalIn
1114 272 1386
Left
65 Thru
14 Right
130
TotalOut In
155 209 364
Peak Hour Begins at 05:00 PM
Turning Movements
Peak Hour Data
North
Item: 11
411
El Toro Road at Toledo Way
Item: 11
412
ITM Peak Hour Summary
Prepared by:
National Data & Surveying Services
Lanes 031 City:
AM 241 1529 2 AM
NOON 000 NOON
PM 56 1276 3 PM
AM NOON PM AM NOON PM Lanes
203 0
25 0 9 1
1.5 61 0 153 30 0 17 0
0.5 40 2 1
1 176 0 92
Lanes AM NOON PM AM NOON PM
AM 154 901 7 AM
NOON 000 NOON
PM 60 1531 16 PM
130 Lanes
Date:
13 0
730 AM
Peak Hour Summary
Southbound Approach Project #:6/8/2016
Toledo Way
500 PM
420 0 125
El Toro Rd
AM Peak Hour
Wednesday
Westbound Approach
Lake ForestDay:
Eastbound Approach
El Toro Rd and Toledo Way , Lake Forest
PM Peak Hour
40 964
0 1687
Signalized
CONTROL
Count Periods
AM
Start
4:00 PM
16-1150-002
NOON Peak Hour
NOON
PM
7:00 AM
NONE
9:00 AM
NONE
6:00 PM
End 1735
0 1385
AM AM
NOON NOON
PM PM
AM NOON PM AM NOON PM
420 0 125 57 0 29
241 0 266 13 0 40
AM NOON PM AM NOON PM
AM AM
NOON NOON
PM PM
2736
0 964
0 Total Volume Per Leg
0 West Leg
69 Total Ins & Outs
North Leg
Northbound Approach
South Leg
East Leg
1062
00 16871335
West Leg
South Leg
391661 0
East Leg
North Leg
3022
70 2797
0 29921607
1772
1385
1735
0 Item: 11
413
Intersection Turning Movement
Prepared by:
National Data & Surveying Services
Day:
Date:
NL NT N R SL ST SR E L ET E R WL WT W R TOTAL NB SB EB WB LANES: 130130 1 . 5 0 . 5 1010
7:00 AM 26 158 3 2 306 39 10 0 33 8 3 0 588 0100
7:15 AM 18 197 2 1 353 26 9 0 13 10 3 0 632 0120
7:30 AM 48 183 3 2 28 4 62 17 0 39 11 6 0 655 0000
7:45 AM 73 242 2 0 477 122 25 1 73 9 9 2 1035 0000
8:00 AM 18 22 4 0 0 408 31 10 3 37 5 6 0 742 1000
8:15 AM 15 252 2 0 360 26 9 0 27 5 4 0 700 0000
8:30 AM 15 231 3 1 340 12 6 1 28 2 5 0 644 0000
8:45 AM 16 21 4 0 1 366 14 3 0 16 4 3 1 638 0000
NL NT N R SL ST SR E L ET E R WL WT W R TOTAL NB SB EB WB TOTAL VOLUMES : 229 1701 15 7 289 4 332 89 5 266 54 39 3 563 4 1220 APPROACH %'s : 11.77% 87.46% 0.77% 0.22% 89.51% 10.27% 24.72% 1.39% 73.89% 56.25% 40.63% 3.13% nb a nb d sb a sb d eb a eb d wb a nb d
PEAK HR START TIME : 730 AM TOTAL
PEAK HR VOL : 154 901 7 2 1529 241 61 4 176 30 25 2 3132 PEAK HR FACTOR : 0.757
CONTROL :
El Toro Rd El Toro Rd
AM
Toledo Way
Signalized
UTURNS
Toledo Way
0.713
WESTBOUND
0.740 0.6090.838
NS/EW Streets:
WednesdayProject ID:
City:
16-1150-002
Lake Forest
EASTBOUND NORTHBOUND
6/8/2016
SOUTHBOUND
Item: 11
414
Intersection Turning Movement
Prepared by:
National Data & Surveying Services
Day:
Date:
NL NT N R SL ST SR E L ET E R WL WT W R TOTAL NB SB EB WB LANES: 130130 1 . 5 0 . 5 1010
4:00 PM 14 339 5 2 272 11 30 4 24 3 2 0 706 1000
4:15 PM 18 336 4 2 268 8 21 4 24 1 0 2 688 0000
4:30 PM 20 382 2 1 318 5 36 2 16 1 0 0 783 0100
4:45 PM 26 343 9 0 301 13 40 3 15 2 0 0 752 0000
5:00 PM 18 387 6 1 289 5 45 5 18 4 0 2 780 0000
5:15 PM 17 390 2 0 322 9 45 4 29 4 1 1 824 0000
5:30 PM 12 365 4 2 316 21 35 8 28 2 5 0 798 0100
5:45 PM 13 389 4 0 349 21 28 4 17 7 3 0 835 0000
NL NT N R SL ST SR E L ET E R WL WT W R TOTAL NB SB EB WB TOTAL VOLUMES : 138 2931 36 8 2435 93 280 34 171 24 11 5 616 6 1200 APPROACH %'s : 4.44% 94.40% 1.16% 0.32% 96.02% 3.67% 57.73% 7.01% 35.26% 60.00% 27.50% 12.50% nb a nb d sb a sb d eb a eb d wb a nb d
PEAK HR START TIME : 500 PM TOTAL
PEAK HR VOL : 60 1531 16 3 127 6 56 153 21 92 17 9 3 323 7 PEAK HR FACTOR : 0.969
CONTROL :
Project ID: 16-1150-002
City: Lake Forest
UTURNS
6/8/2016
Wednesday
Signalized
Toledo WayNS/EW Streets: Toledo Way
PM
El Toro Rd El Toro Rd
0.8530.977 0.725
WESTBOUND NORTHBOUND SOUTHBOUND EASTBOUND
0.902
Item: 11
415
Start: End:
AM 7:00 9:00
N/S Street: NOON NONE NONE
PM 16:00 18:00
DAY:
AM 08 AM
NOON 00 NOON
PM 20 PM
AM NOON PM AM NOON PM
203 202
401 500
AM NOON PM AM NOON PM
AM 07 AM
NOON 00 NOON
PM 0 4 PM E A S T L E G
N O R T H L E G
PREPARED BY NATIONAL DATA & SURVEYING SERVICES
Pedestrian Count Peak Hour
CITY:
El Toro Rd
Toledo Way
Wednesday
Lake Forest
S O U T H L E G
PROJECT#: 16-1150-002
E/W Street:
DATE: 6/8/2016
W E S T L E G
PM 0 4 PM
Item: 11
416
Start: End:
AM 7:00 9:00
N/S Street: NOON NONE NONE
PM 16:00 18:00
DAY:
AM 130
NOON 000
PM 020
AM NOON PM AM NOON PM
001 000
000 400
001 000
AM 001
NOON 000
PM 110
Lake Forest
S O U T H L E G
PROJECT#: 16-1150-002
E/W Street:
W E S T L E G
E A S T L E G
N O R T H L E G
PREPARED BY NATIONAL DATA & SURVEYING SERVICES
DATE: 6/8/2016
Bicycle Count Peak Hour
CITY:
El Toro Rd
Toledo Way
Wednesday
Item: 11
417
PROJECT#:
N/S Street:
E/W Street:
DATE: DAY:
CITY:
A M
PEDESTRIANS
EB WB EB WB NB SB NB SB NL NT NR SL ST SR EL ET ER WL WT WR 7 : 0 0 A M 00001011 7 : 0 0 A M 001020000020
7 : 1 5 A M 03012030 7 : 1 5 A M 000000000000
7 : 3 0 A M 03012010 7 : 3 0 A M 000000000000
7 : 4 5 A M 02051001 7 : 4 5 A M 000011000020
8 : 0 0 A M 00000201 8 : 0 0 A M 000000000000
8 : 1 5 A M 01000000 8 : 1 5 A M 000000000000
8 : 3 0 A M 00000000 8 : 3 0 A M 000001000000
8 : 4 5 A M 00001000 8 : 4 5 A M 010010000000
T O T A L S 09077253
TO T A L S 011042000040
P M
PEDESTRIANS BIKES
EB WB EB WB NB SB NB SB NL NT NR SL ST SR EL ET ER WL WT WR 4 : 0 0 P M 00000131 4 : 0 0 P M 000000000000
4 : 1 5 P M 00000100 4 : 1 5 P M 010000000000
4 : 3 0 P M 00020001 4 : 3 0 P M 000000000000
4 : 4 5 P M 10020000 4 : 4 5 P M 100020000000
5 : 0 0 P M 10000112 5 : 0 0 P M 010000001000
5 : 1 5 P M 00000000 5 : 1 5 P M 000000100000
5 : 3 0 P M 00000021 5 : 3 0 P M 000000000000
5 : 4 5 P M 00100011 5 : 4 5 P M 000000000000
T O T A L S 20140376
TO T A L S 120020101000
SB
NB SB EB WB
PREPARED BY NATIONAL DATA & SURVEYING SERVICES
T I M E NORTH LEG SOUTH LEG EAST LEG
Wednesday6/8/2016
16-1150-002
El Toro Rd
Toledo Way
T I M E
EAST LEG T I M E
Lake Fores
t
WEST LEG
WEST LEG
EBT I M E NORTH LEG SOUTH LEG NB WB
Item: 11
418
EL TORO RD & TOLEDO WY
7/1/2014 - 6/30/2017
9 Crashes Distance LTE 200
CollisiondateCollisiontimeDayofweek Collisionseverity DistanceTypeofcollisionAtfault_OneAtfault_TwoAtfault_Three 1/9/2015 9:00 am Friday PDO 180 Rear End Yes No No
11/30/2015 7:09 am Monday PDO 35 Rear End No Yes
12/16/2016 12:55 pm Friday PDO 34 Rear End Yes No
12/18/2016 6:06 pm Sunday PDO 35 Rear End Yes No
12/4/2015 11:45 am Friday PDO 0 Broadside Yes No
4/20/2015 5:30 pm Monday Injury (Complaint of Pain) 100 Rear End Yes No 6/19/2015 5:47 pm Friday Injury (Complaint of Pain) 67 Rear End Yes No 9/4/2015 5:10 pm Friday PDO 118 Rear End No Yes
9/5/2014 10:50 am Friday Injury (Severe) 0 Head-On Yes No Crash Magic Online
Item: 11
419
EL TORO RD & TOLEDO WY
7/1/2014 - 6/30/2017
9 Crashes Distance LTE 200
[6622274][6797043][6942777] [6984581]
[7028097]
[7146961]
[7150262]
[8202226]
[8290897]
(0) crashes could not be placed in this schematic
Straight
Stopped
Unknown
Backing
Overtaking
Sideswipe
Parked
Erratic
Out of control
Right turn
Left turn
U-turn
Pedestrian
Bicycle
Injury
Fatality
Nighttime
DUI
Fixed objects:
General Pole
Signal Curb
Tree Animal
3rd vehicle
Extra data
Pd' Programming, Inc. 3/8/2018
Crash Magic Online
Item: 11
420
Lake Forest Drive at Dimension Drive
Item: 11
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Item: 11
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Item: 11
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Item: 11
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Item: 11
425
LAKE FOREST DR & DIMENSION DR
7/1/2014 - 6/30/2017
4 Crashes Distance LTE 200
CollisiondateCollisiontimeDayofweek Collisionseverity DistanceTypeofcollisionAtfault_OneAtfault_TwoAtfault_Three 3/1/2015 12:30 pm Sunday Injury (Complaint of Pain) 2 Broadside Yes No 5/2/2017 3:25 pm Tuesday PDO 0 Broadside No No Yes
7/25/2016 7:16 am Monday Injury (Other Visible) 10 Rear End No Yes 9/23/2015 12:50 pm Wednesday Injury (Other Visible) 4 Other Yes No Crash Magic Online
Item: 11
426
LAKE FOREST DR & DIMENSION DR
7/1/2014 - 6/30/2017
4 Crashes Distance LTE 200
[6838950]
[7123108]
[8099288]
[8409932]
(0) crashes could not be placed in this schematic
Straight
Stopped
Unknown
Backing
Overtaking
Sideswipe
Parked
Erratic
Out of control
Right turn
Left turn
U-turn
Pedestrian
Bicycle
Injury
Fatality
Nighttime
DUI
Fixed objects:
General Pole
Signal Curb
Tree Animal
3rd vehicle
Extra data
Pd' Programming, Inc. 3/8/2018
Crash Magic Online
Item: 11
427
APPENDIX C
Sight-Distance Analysis for
Final Candidate Protected/Permissive
Left-Turn Phasing Intersections
Item: 11
428
Calculated (ft) Design (ft) Calculated (ft) Design (ft) 121.3 125 132.3 135
161.7 165 176.4 180
202.1 205 220.5 225
242.6 245 264.6 265
283.0 285 308.7 310
323.4 325 352.8 355
363.8 365 396.9 400
Notes: 1. Source: "A Policy on Geometric Design of Highways and Streets ‐ American Association of State Highway Transportation Officials (AASHTO), 6th Ed., 2011", Chapter 9 ‐ Intersections, Pg. 51‐52. Intersection Sight Distance for Passenger Vehicles.
2. Intersection sight distance is for left turning vehicle and approach speed is for the opposing thru movement.
3. Intersection sight distance is in feet and the equation used for adjustment is 1.47 x Time Gap (sec) x Speed (MPH).
4. Design distance is used in sight distance analysis which is the calculated distance rounded up to the next 5 ft increment.
5. Stopping Sight Distance is the minimum distance needed for a vehicle to come to a complete stop for the associated speed.
6. Time Gap is the amount of time in seconds for a left turning vehicle to decide and turn left across the lane(s) used by opposing traffic.
Time Gap: ‐ Use 5.5 seconds for One (1) Opposing Lane
‐ Use 6.0 seconds for Two (2) Opposing Lanes
45 360
30 200
35 250
40 305
15 80
20 115
25 155
Appendix C: Intersection Sight Distance Criteria
Approach Speed
(MPH)
Intersection Sight Distance Criteria for Left‐Turn Vehicles Stopping Sight Distance
for Through Vehicles (ft)1 Opposing Lane 2 Opposing Lanes Item: 11
429
Rockfield Boulevard at Centre Drive
Item: 11
430
Item: 11
431
Item: 11
432
Alton Parkway at Monarch Blvd
Item: 11
433
Item: 11
434
Item: 11
435
Alton Parkway at Catalina
Item: 11
436
Item: 11
437
Item: 11
438
Towne Centre Drive at Market Place
Item: 11
439
Item: 11
440
Item: 11
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Item: 11
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Item: 11
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Bake Parkway at Towne Centre Drive
Item: 11
444
Item: 11
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Item: 11
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Lake Forest Drive at Towne Centre Drive
Item: 11
447
Item: 11
448
Item: 11
449
APPENDIX D
Cost Estimates for Recommended Improvements for
Final Candidate Protected/Permissive
Left-Turn Phasing Intersections
Item: 11
450
Rockfield Boulevard at Centre Drive
Item: 11
451
AGENCY: BY:
INTERSECTION: DATE:
No. UNIT QTY
1 EA 2 5,000.00 10,000.00
2 LS 2 1,500.00 3,000.00
3 EA 1 5,500.00 5,500.00
4 Expanded Load Bays and Loadswitches EA 2 1,500.00 3,000.00 5 Replace Loop Detectors EA 8 500.00 4,000.00
6 Signing, Striping and Sandblasting LS 1 10,000.00 10,000.00 7 Remove Median Island SF 0 16.00 0.00
8 Construct 6" A.C. Pavement with aggregate base in median removal area TON 0 200.00 0.00 9 PCC Curb for Modified Median LF 0 30.00 0.00
10 Landscaping Work in Modified Median LS 0 3,000.00 0.00 11 Irrigation Work in Modified Median LS 0 2,000.00 0.00 12 Traffic Control LS 1 2,500.00 2,500.00
13 0.00
14 0.00
15 0.00
$38,000.00
7,600.00
15,000.00
10,000.00
$70,600.00
$71,000
Notes & Assumptions: Re-use all existing poles, mast arms and all signal indications except for lefts on Centre Drive.
Re-use existing traffic signal controller and cabinet.
Key improvements include converting to Flashing Yellow Arrow (FYA) PPLT on Centre Drive.
The above cost estimate is of an order of magnitude nature. Detailed engineers estimate will need to be prepared during the PS&E stage.
DESCRIPTION
NEMA Conflict Monitor with Harness
Construction Sub-total
TOTAL:
CALL:
Contingency (20%):
Engineering Design
Construction Management & Inspection
ORDER OF MAGNITUDE COST ESTIMATE
CONVERTING PROTECTED LEFT-TURN ONLY TO PROTECTED/PERMISSIVE LEFT TURN PHASING AGA
5/8/2018
Lake Forest
Signal Wiring
Convert to FYA PPLT Vehicle Heads
Rockfield Drive/Centre Drive
AMOUNTCOST
PPLT Conversion Cost Estimate - Rockfield at Centre.XLS Item: 11
452
Alton Parkway at Monarch Blvd
Item: 11
453
AGENCY: BY:
INTERSECTION: DATE:
No. UNIT QTY
1 EA 2 5,000.00 10,000.00
2 LS 2 1,500.00 3,000.00
3 EA 1 5,500.00 5,500.00
4 Expanded Load Bays and Loadswitches EA 2 1,500.00 3,000.00 5 Replace Loop Detectors EA 8 500.00 4,000.00
6 Signing, Striping and Sandblasting LS 1 10,000.00 10,000.00 7 Remove Median Island SF 1,300 16.00 20,800.00
8 Construct 6" A.C. Pavement with aggregate base in median removal area TON 48 200.00 9,533.33 9 PCC Curb for Modified Median LF 325 30.00 9,750.00
10 Landscaping Work in Modified Median LS 1 15,000.00 15,000.00 11 Irrigation Work in Modified Median LS 1 10,000.00 10,000.00 12 Traffic Control LS 1 6,000.00 6,000.00
13 Remove median trees LS 1 6,000.00 6,000.00
14 0.00
15 0.00
$112,583.33
22,516.67
20,000.00
12,000.00
$167,100.00
$167,000
Notes & Assumptions: Re-use all existing poles, mast arms and all signal indications except for lefts on Monarch Blvd.
Re-use existing traffic signal controller and cabinet.
Key improvements include converting to Flashing Yellow Arrow (FYA) PPLT and median modifications on Monarch Blvd.
The above cost estimate is of an order of magnitude nature. Detailed engineers estimate will need to be prepared during the PS&E stage.
DESCRIPTION
NEMA Conflict Monitor with Harness
Construction Sub-total
TOTAL:
CALL:
Contingency (20%):
Engineering Design
Construction Management & Inspection
ORDER OF MAGNITUDE COST ESTIMATE
CONVERTING PROTECTED LEFT-TURN ONLY TO PROTECTED/PERMISSIVE LEFT TURN PHASING AGA
5/8/2018
Lake Forest
Signal Wiring
Convert to FYA PPLT Vehicle Heads
Alton Parkway/Monarch Boulevard
AMOUNTCOST
PPLT Conversion Cost Estimate - Alton at Monarch.XLS
Item: 11
454
Alton Parkway at Catalina
Item: 11
455
AGENCY: BY:
INTERSECTION: DATE:
No. UNIT QTY
1 EA 2 5,000.00 10,000.00
2 LS 2 1,500.00 3,000.00
3 EA 1 5,500.00 5,500.00
4 Expanded Load Bays and Loadswitches EA 2 1,500.00 3,000.00 5 Replace Loop Detectors EA 8 500.00 4,000.00
6 Signing, Striping and Sandblasting LS 1 10,000.00 10,000.00 7 Remove Median Island SF 1,400 16.00 22,400.00
8 Construct 6" A.C. Pavement with aggregate base in median removal area TON 51 200.00 10,266.67 9 PCC Curb for Modified Median LF 350 30.00 10,500.00
10 Landscaping Work in Modified Median LS 1 15,000.00 15,000.00 11 Irrigation Work in Modified Median LS 1 10,000.00 10,000.00 12 Traffic Control LS 1 6,000.00 6,000.00
13 Remove median trees LS 1 6,000.00 6,000.00
14 0.00
15 0.00
$115,666.67
23,133.33
20,000.00
12,000.00
$170,800.00
$171,000
Notes & Assumptions: Re-use all existing poles, mast arms and all signal indications except for lefts on Catalina Blvd.
Re-use existing traffic signal controller and cabinet.
Key improvements include converting to Flashing Yellow Arrow (FYA) PPLT and median modifications on Catalina Blvd.
The above cost estimate is of an order of magnitude nature. Detailed engineers estimate will need to be prepared during the PS&E stage.
ORDER OF MAGNITUDE COST ESTIMATE
CONVERTING PROTECTED LEFT-TURN ONLY TO PROTECTED/PERMISSIVE LEFT TURN PHASING AGA
9/13/2018
Lake Forest
Signal Wiring
Convert to FYA PPLT Vehicle Heads
Alton Parkway/Catalina
AMOUNTCOSTDESCRIPTION
NEMA Conflict Monitor with Harness
Construction Sub-total
TOTAL:
CALL:
Contingency (20%):
Engineering Design
Construction Management & Inspection
PPLT Conversion Cost Estimate - Alton at Catalina.XLS
Item: 11
456
Towne Centre Drive at Market Place
Item: 11
457
AGENCY: BY:
INTERSECTION: DATE:
No. UNIT QTY
1 EA 4 5,000.00 20,000.00
2 LS 4 1,500.00 6,000.00
3 EA 1 5,500.00 5,500.00
4 Expanded Load Bays and Loadswitches EA 4 1,500.00 6,000.00 5 Replace Loop Detectors EA 16 500.00 8,000.00
6 Signing, Striping and Sandblasting LS 1 30,000.00 30,000.00 7 Remove Median Island SF 900 16.00 14,400.00
8 Construct 6" A.C. Pavement with aggregate base in median removal area TON 33 200.00 6,600.00 9 PCC Curb for Modified Median LF 0 30.00 0.00
10 Landscaping Work in Modified Median LS 0 3,000.00 0.00 11 Irrigation Work in Modified Median LS 0 2,000.00 0.00 12 Traffic Control LS 1 5,000.00 5,000.00
13 0.00
14 0.00
15 0.00
$101,500.00
20,300.00
20,000.00
12,000.00
$153,800.00
$154,000
Notes & Assumptions: Re-use all existing poles, mast arms and all signal indications except for all lefts (Towne Centre and Market Place).
Re-use existing traffic signal controller and cabinet.
Key improvements include converting to Flashing Yellow Arrow (FYA) PPLT on all approaches and median removal on north leg of Towne Centre.
The above cost estimate is of an order of magnitude nature. Detailed engineers estimate will need to be prepared during the PS&E stage.
ORDER OF MAGNITUDE COST ESTIMATE
CONVERTING PROTECTED LEFT-TURN ONLY TO PROTECTED/PERMISSIVE LEFT TURN PHASING AGA
5/8/2018
Lake Forest
Signal Wiring
Convert to FYA PPLT Vehicle Heads
Towne Centre Drive/Market Place
AMOUNTCOSTDESCRIPTION
NEMA Conflict Monitor with Harness
Construction Sub-total
TOTAL:
CALL:
Contingency (20%):
Engineering Design
Construction Management & Inspection
PPLT Conversion Cost Estimate - Towne Centre at Market Place.XLS Item: 11
458
Bake Parkway at Towne Centre Drive
Item: 11
459
AGENCY: BY:
INTERSECTION: DATE:
No. UNIT QTY
1 EA 2 5,000.00 10,000.00
2 LS 2 1,500.00 3,000.00
3 EA 1 5,500.00 5,500.00
4 Expanded Load Bays and Loadswitches EA 2 1,500.00 3,000.00 5 Replace Loop Detectors EA 8 500.00 4,000.00
6 Signing, Striping and Sandblasting LS 1 20,000.00 20,000.00 7 Remove Median Island SF 0 16.00 0.00
8 Construct 6" A.C. Pavement with aggregate base in median removal area TON 0 200.00 0.00 9 PCC Curb for Modified Median LF 0 30.00 0.00
10 Landscaping Work in Modified Median LS 0 3,000.00 0.00 11 Irrigation Work in Modified Median LS 0 2,000.00 0.00 12 Traffic Control LS 1 2,500.00 2,500.00
13 0.00
14 0.00
15 0.00
$48,000.00
9,600.00
15,000.00
12,000.00
$84,600.00
$85,000
Notes & Assumptions: Re-use all existing poles, mast arms and all signal indications except for lefts on Towne Centre Drive.
Re-use existing traffic signal controller and cabinet.
Key improvements include converting to Flashing Yellow Arrow (FYA) PPLT on Towne Centre Drive.
The above cost estimate is of an order of magnitude nature. Detailed engineers estimate will need to be prepared during the PS&E stage.
ORDER OF MAGNITUDE COST ESTIMATE
CONVERTING PROTECTED LEFT-TURN ONLY TO PROTECTED/PERMISSIVE LEFT TURN PHASING AGA
5/8/2018
Lake Forest
Signal Wiring
Convert to FYA PPLT Vehicle Heads
Bake Parkway/Towne Centre Drive
AMOUNTCOSTDESCRIPTION
NEMA Conflict Monitor with Harness
Construction Sub-total
TOTAL:
CALL:
Contingency (20%):
Engineering Design
Construction Management & Inspection
PPLT Conversion Cost Estimate - Bake Parkway at Towne Centre.XLS Item: 11
460
Lake Forest Drive at Towne Centre Drive
Item: 11
461
AGENCY: BY:
INTERSECTION: DATE:
No. UNIT QTY
1 EA 2 5,000.00 10,000.00
2 LS 2 1,500.00 3,000.00
3 EA 1 5,500.00 5,500.00
4 Expanded Load Bays and Loadswitches EA 2 1,500.00 3,000.00 5 Replace Loop Detectors EA 8 500.00 4,000.00
6 Signing, Striping and Sandblasting LS 1 20,000.00 20,000.00 7 Remove Median Island SF 0 16.00 0.00
8 Construct 6" A.C. Pavement with aggregate base in median removal area TON 0 200.00 0.00 9 PCC Curb for Modified Median LF 0 30.00 0.00
10 Landscaping Work in Modified Median LS 0 3,000.00 0.00 11 Irrigation Work in Modified Median LS 0 2,000.00 0.00 12 Traffic Control LS 1 2,500.00 2,500.00
13 0.00
14 0.00
15 0.00
$48,000.00
9,600.00
15,000.00
12,000.00
$84,600.00
$85,000
Notes & Assumptions: Re-use all existing poles, mast arms and all signal indications except for lefts on Towne Centre Drive.
Re-use existing traffic signal controller and cabinet.
Key improvements include converting to Flashing Yellow Arrow (FYA) PPLT on Towne Centre Drive.
The above cost estimate is of an order of magnitude nature. Detailed engineers estimate will need to be prepared during the PS&E stage.
DESCRIPTION
NEMA Conflict Monitor with Harness
Construction Sub-total
TOTAL:
CALL:
Contingency (20%):
Engineering Design
Construction Management & Inspection
ORDER OF MAGNITUDE COST ESTIMATE
CONVERTING PROTECTED LEFT-TURN ONLY TO PROTECTED/PERMISSIVE LEFT TURN PHASING AGA
5/8/2018
Lake Forest
Signal Wiring
Convert to FYA PPLT Vehicle Heads
Lake Forest Drive/Towne Centre Drive
AMOUNTCOST
PPLT Conversion Cost Estimate - Lake Forest at Towne Centre.XLS Item: 11
462
APPENDIX E
Intersection Level of Service Analysis for
Final Candidate Protected/Permissive
Left-Turn Phasing Intersections
Item: 11
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CAPACITY, LEVEL OF SERVICE
AND
SIGNAL TIMING ANALYSIS
WEBSTER Overview
WEBSTER is an interactive simulation and an alysis program that provides for signal timing development, capacity analysis, queuing analysis, Level of Service (LOS) determination and numerous “What If” scenarios for individual intersections. WEBSTER is an acronym for WEbster Based Signal Timing Evaluation Routine. The program is a valuable tool for both short and long term planning purposes, for signal design determinations, and for operational evaluations.
The WEBSTER program determines the Level of Service based on the Year 2000 Highway Capacity Manual (HCM) methodology as follows:
Level of Service Veh. Delay (seconds)
A (minimal delay) 0 to 10
B (short delay) 10.1 to 20
C (average delay) 20.1 to 35
D (long delay) 35.1 to 55
E (very long delay) 55.1 to 80
F (extreme delay or jammed) Over 80
Additionally, intersections which operate with volume-to-capacity (V/C) ratios greater than or equal to 1.0 are considered as LOS F, even if average vehicle delays are less than 80 seconds.
The main input data for WEBSTER are:
Peak Hour Turning Movement Counts
Phasing Sequence
Saturation Flow Rates and Number of Lanes
Minimum Split Times (defaults provided)
Progression Factors (defaults provided)
Using WEBSTER, it is possible to test various scenarios at the study intersection. That is, WEBSTER can be run several times at the study intersection to test the impact of various conditions. This is useful for traffic impact analysis and Environmental Impact Reports (EIR) for both “before” and “after” conditions. Additionally, WEBSTER is a useful tool in street/intersection improvement evaluations . The program can be used to evaluate the existing signal timing at a particular intersect ion or to identify th e optimum cycle length when developing new coordination timing, as well as to develop the splits at an intersection. WEBSTER is most useful for personnel familiar with signal operations who Item: 11
464
can start using the program immediately. WE BSTER is only intended to serve as a tool for an intelligent analyzer; it would be improper for an uninfo rmed user to merely input raw data and generate output, without engineering evaluation.
The output features of WEBSTER include the following:
Provides the capability to optimize the green splits at the intersection using the HCM 2000 control delay equation.
Identifies the optimum (i.e., minimum delay) cycle length for either vehicles only or considering both vehicles and pedestrian clearance times. Calculates delay for each lane group an d determines the inte rsection LOS per HCM 2000.
Provides the average queue (in vehicles) and the design queue length or required storage length (in feet) at the study intersection, based on certain input data and on a per lane basis.
Allows the user to optimize splits while satisfying all mi nimum split times, including pedestrian crossing times.
Optimizes traffic signa l settings and/or measures project traffic impacts at a single signalized intersection.
Evaluates protected/permissive left-turn pha sing and considers signal coordination benefits in the analysis.
Pauline\Webster\WebsterOverview.doc
Item: 11
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Rockfield Boulevard at Centre Drive
Item: 11
466
WEBSTER
WEbster Based Signal Timing Evaluation Routine
For Capacity and Level of Service Analysis Using HCM 2000 Control Delay Existing Traffic with Existing Lane Geometrics
Rockfield Blvd at Centre Dr Lake Forest AM Peak Hour Parameter Values (using default set 'Webster')
Parameter
Duration of Peak Period (min)
Lost Time (sec)
Vehicle Length (feet)
Other Default
15 2
20 Min. Time Parameter
Min. Time (Left Turns, sec)
Min/Ped Time (Thrus, sec)
Other
Varies
Default
10 Varies
Sat. Flow Parameter
Sat Flow (1 Left lane, vphg)
Sat Flow (2 Left lanes, vphg)
Sat Flow (1 Thru lane, vphg)
Sat Flow (1 Right lane, vphg)
Other Default
1800
3500
1900
1800
Input Values
Eastbound Westbound Northbound Southbound
Movement Times
Movement 1: 17 secs
Movement 2: 32 secs
Movement 3: 17 secs
Movement 4: 19 secs
Movement 5: 55 secs
Movement 6: 0 secs
# of Lanes (#, S, P)
Unadjusted Volume
Peak Hour Factor (PHF)
Min/Ped Time Override (sec)
Progression Adj. Factor (PAF)
*L*
X
1 69
1.00 17
1.00 T
X
1 19
1.00 32
1.00 R
X
S
56 1.00
32 -
L
X
1 29
1.00 17
1.00 T
X
1 28
1.00 32
1.00 *R*
X
1 99
1.00 32
1.00 *L*
X
X
1 195
1.00 17
1.00 T
X
X
2 707
1.00 28
1.00 R
X
X
S
162
1.00 28
-
L
X
1 41
1.00 17
1.00 *T*
X
2 584
1.00 22
1.00 R
X
S
55 1.00
22 -
Output
Peak Hour Volume (vph)
Saturation Flow (vph)
X or Volume/Capacity
Effective Green (sec)
Split Time (sec)
Min. Time or Ped. Time (sec)
Delay - 15 min pk (sec/veh)
Level of Service (LOS)
Average 'Q' (veh/ln)
Design 'Q'-ft/ln (1.5*Qavg)
Do Vehicles Clear?
***
69 1800
0.36 15
17 17
63 E
2 60
YES
19 1900
0.18 30
32 32
46 D
2 60
YES
56 Shrd
-
-
-
-
-
-
-
-
-
29 1800
0.15 15
17 17
58 E+
1 40
YES
28 1900
0.07 30
32 32
44 D
1 40
YES
***
99 1800
0.26 30
32 32
47 D
3 100
YES
***
195
1800
0.45 34
36 17
48 D
6 180
YES
707
3800
0.44 72
74 28
22 C+
8 240
YES
162
Shrd
-
-
-
-
-
-
-
-
-
41 1800
0.21 15
17 17
60 E+
1 40
YES
***
584
3800
0.44 53
55 22
33 C-
8 240
YES
55 Shrd
-
-
-
-
-
-
-
-
-
Summary of Results
Whole Intersection Critical Movements
Weighted Average Delay (seconds) =
Level of Service - LOS =
34 C-
Weighted Average Delay (seconds) =
Level of Service - LOS =
Intersection Capacity Utilization - ICU =
40 D+
0.39 Predetermined Cycle Length is 140 sec
Min./Ped. Times Satisfied
Analysis Based on User Selected Splits
Version 3.0.9963 Rockfield Blvd at Centre Dr.wx - Scenario 1: Rockfield Blvd at Centre Dr, AM Peak Hour 5/1/2018 Item: 11
467
WEBSTER
WEbster Based Signal Timing Evaluation Routine
For Capacity and Level of Service Analysis Using HCM 2000 Control Delay Existing Traffic with Existing Lane Geometrics
Rockfield Blvd at Centre Dr Lake Forest PM Peak Hour Parameter Values (using default set 'Webster')
Parameter
Duration of Peak Period (min)
Lost Time (sec)
Vehicle Length (feet)
Other Default
15 2
20 Min. Time Parameter
Min. Time (Left Turns, sec)
Min/Ped Time (Thrus, sec)
Other
Varies
Default
10 Varies
Sat. Flow Parameter
Sat Flow (1 Left lane, vphg)
Sat Flow (2 Left lanes, vphg)
Sat Flow (1 Thru lane, vphg)
Sat Flow (1 Right lane, vphg)
Other Default
1800
3500
1900
1800
Input Values
Eastbound Westbound Northbound Southbound
Movement Times
Movement 1: 17 secs
Movement 2: 5 secs
Movement 3: 32 secs
Movement 4: 17 secs
Movement 5: 17 secs
Movement 6: 52 secs
# of Lanes (#, S, P)
Unadjusted Volume
Peak Hour Factor (PHF)
Min/Ped Time Override (sec)
Progression Adj. Factor (PAF)
L
X
1 39
1.00 17
1.00 *T*
X
1 28
1.00 32
1.00 R
X
S
126
1.00 32
-
*L*
X
X
1 144
1.00 17
1.00 T
X
X
1 52
1.00 32
1.00 R
X
X
1 84
1.00 32
1.00 *L*
X
X
1 248
1.00 17
1.00 T
X
X
2 286
1.00 28
1.00 R
X
X
S
134
1.00 28
-
L
X
1 107
1.00 17
1.00 *T*
X
2 708
1.00 22
1.00 R
X
S
89 1.00
22 -
Output
Peak Hour Volume (vph)
Saturation Flow (vph)
X or Volume/Capacity
Effective Green (sec)
Split Time (sec)
Min. Time or Ped. Time (sec)
Delay - 15 min pk (sec/veh)
Level of Service (LOS)
Average 'Q' (veh/ln)
Design 'Q'-ft/ln (1.5*Qavg)
Do Vehicles Clear?
39 1800
0.20 15
17 17
59 E+
1 40
YES
***
28 1900
0.38 30
32 32
50 D
5 160
YES
126
Shrd
-
-
-
-
-
-
-
-
-
***
144
1800
0.56 20
22 17
64 E
5 160
YES
52 1900
0.11 35
37 32
41 D
2 60
YES
84 1800
0.19 35
37 32
42 D
2 60
YES
***
248
1800
0.60 32
34 17
55 D-
7 220
YES
286
3800
0.23 67
69 28
22 C+
4 120
YES
134
Shrd
-
-
-
-
-
-
-
-
-
107
1800
0.55 15
17 17
70 E
4 120
YES
***
708
3800
0.59 50
52 22
38 D+
10 300
YES
89 Shrd
-
-
-
-
-
-
-
-
-
Summary of Results
Whole Intersection Critical Movements
Weighted Average Delay (seconds) =
Level of Service - LOS =
42 D
Weighted Average Delay (seconds) =
Level of Service - LOS =
Intersection Capacity Utilization - ICU =
46 D
0.54 Predetermined Cycle Length is 140 sec
Min./Ped. Times Satisfied
Analysis Based on User Selected Splits
Version 3.0.9963 Rockfield Blvd at Centre Dr.wx - Scenario 2: Rockfield Blvd at Centre Dr, PM Peak Hour 5/1/2018 Item: 11
468
WEBSTER
WEbster Based Signal Timing Evaluation Routine
For Capacity and Level of Service Analysis Using HCM 2000 Control Delay Proposed E/W PPLT
Rockfield Blvd at Centre Dr Lake Forest AM Peak Hour Parameter Values (using default set 'Webster')
Parameter
Duration of Peak Period (min)
Lost Time (sec)
Vehicle Length (feet)
Other Default
15 2
20 Min. Time Parameter
Min. Time (Left Turns, sec)
Min/Ped Time (Thrus, sec)
Other
Varies
Default
10 Varies
Sat. Flow Parameter
Sat Flow (1 Left lane, vphg)
Sat Flow (2 Left lanes, vphg)
Sat Flow (1 Thru lane, vphg)
Sat Flow (1 Right lane, vphg)
Other Default
1800
3500
1900
1800
Input Values
Eastbound Westbound Northbound Southbound
Movement Times
Movement 1: 12 secs
Movement 2: 32 secs
Movement 3: 17 secs
Movement 4: 21 secs
Movement 5: 58 secs
Movement 6: 0 secs
# of Lanes (#, S, P)
Unadjusted Volume
Peak Hour Factor (PHF)
Min/Ped Time Override (sec)
Permissive Veh/Cycle
Progression Adj. Factor (PAF)
*L*
X
P
69 1.00
12 2
P/P
T
X
1 17
1.00 32
1.00 R
X
S
50 1.00
32 -
L
X
P
25 1.00
12 2
P/P
T
X
1 24
1.00 32
1.00 *R*
X
1 84
1.00 32
1.00 *L*
X
X
1 195
1.00 17
1.00 T
X
X
2 707
1.00 28
1.00 R
X
X
S
162
1.00 28
-
L
X
1 41
1.00 17
1.00 *T*
X
2 584
1.00 22
1.00 R
X
S
55 1.00
22 -
Output
Peak Hour Volume (vph)
Saturation Flow (vph)
X or Volume/Capacity
Effective Green (sec)
Split Time (sec)
Min. Time or Ped. Time (sec)
Delay - 15 min pk (sec/veh)
Level of Service (LOS)
Average 'Q' (veh/ln)
Design 'Q'-ft/ln (1.5*Qavg)
Do Vehicles Clear?
***
69 P/P
0.16 10
12 12
16 B
1 40
YES
17 1900
0.16 30
32 32
46 D
2 60
YES
50 Shrd
-
-
-
-
-
-
-
-
-
25 P/P
0.06 10
12 12
6 A
1 40
YES
24 1900
0.06 30
32 32
44 D
1 40
YES
***
84 1800
0.22 30
32 32
47 D
3 100
YES
***
195
1800
0.42 36
38 17
46 D
6 180
YES
707
3800
0.42 77
79 28
19 B
8 240
YES
162
Shrd
-
-
-
-
-
-
-
-
-
41 1800
0.21 15
17 17
60 E+
1 40
YES
***
584
3800
0.42 56
58 22
31 C-
7 220
YES
55 Shrd
-
-
-
-
-
-
-
-
-
Summary of Results
Whole Intersection Critical Movements
Weighted Average Delay (seconds) =
Level of Service - LOS =
29 C
Weighted Average Delay (seconds) =
Level of Service - LOS =
Intersection Capacity Utilization - ICU =
35 C-
0.35 Predetermined Cycle Length is 140 sec
Min./Ped. Times Satisfied
Analysis Based on User Selected Splits
Version 3.0.9963 Rockfield Blvd at Centre Dr.wx - Scenario 3: Rockfield Blvd at Centre Dr, AM Peak Hour 5/1/2018 Item: 11
469
WEBSTER
WEbster Based Signal Timing Evaluation Routine
For Capacity and Level of Service Analysis Using HCM 2000 Control Delay Proposed E/W PPLT
Rockfield Blvd at Centre Dr Lake Forest PM Peak Hour Parameter Values (using default set 'Webster')
Parameter
Duration of Peak Period (min)
Lost Time (sec)
Vehicle Length (feet)
Other Default
15 2
20 Min. Time Parameter
Min. Time (Left Turns, sec)
Min/Ped Time (Thrus, sec)
Other
Varies
Default
10 Varies
Sat. Flow Parameter
Sat Flow (1 Left lane, vphg)
Sat Flow (2 Left lanes, vphg)
Sat Flow (1 Thru lane, vphg)
Sat Flow (1 Right lane, vphg)
Other Default
1800
3500
1900
1800
Input Values
Eastbound Westbound Northbound Southbound
Movement Times
Movement 1: 14 secs
Movement 2: 2 secs
Movement 3: 32 secs
Movement 4: 17 secs
Movement 5: 20 secs
Movement 6: 55 secs
# of Lanes (#, S, P)
Unadjusted Volume
Peak Hour Factor (PHF)
Min/Ped Time Override (sec)
Permissive Veh/Cycle
Progression Adj. Factor (PAF)
L
X
P
39 1.00
14 2
P/P
*T*
X
1 28
1.00 32
1.00 R
X
S
126
1.00 32
-
*L*
X
X
P
144
1.00 14
2 P/P
T
X
X
1 52
1.00 32
1.00 R
X
X
1 84
1.00 32
1.00 *L*
X
X
1 248
1.00 17
1.00 T
X
X
2 286
1.00 28
1.00 R
X
X
S
134
1.00 28
-
L
X
1 107
1.00 17
1.00 *T*
X
2 708
1.00 22
1.00 R
X
S
89 1.00
22 -
Output
Peak Hour Volume (vph)
Saturation Flow (vph)
X or Volume/Capacity
Effective Green (sec)
Split Time (sec)
Min. Time or Ped. Time (sec)
Delay - 15 min pk (sec/veh)
Level of Service (LOS)
Average 'Q' (veh/ln)
Design 'Q'-ft/ln (1.5*Qavg)
Do Vehicles Clear?
39 P/P
0.08 12
14 14
6 A
1 40
YES
***
28 1900
0.38 30
32 32
50 D
5 160
YES
126
Shrd
-
-
-
-
-
-
-
-
-
***
144
P/P
0.51 14
16 14
45 D
3 100
YES
52 1900
0.12 32
34 32
43 D
2 60
YES
84 1800
0.20 32
34 32
45 D
3 100
YES
***
248
1800
0.55 35
37 17
50 D-
7 220
YES
286
3800
0.21 73
75 28
18 B
4 120
YES
134
Shrd
-
-
-
-
-
-
-
-
-
107
1800
0.55 15
17 17
70 E
4 120
YES
***
708
3800
0.55 53
55 22
36 D+
10 300
YES
89 Shrd
-
-
-
-
-
-
-
-
-
Summary of Results
Whole Intersection Critical Movements
Weighted Average Delay (seconds) =
Level of Service - LOS =
38 D+
Weighted Average Delay (seconds) =
Level of Service - LOS =
Intersection Capacity Utilization - ICU =
42 D
0.51 Predetermined Cycle Length is 140 sec
Min./Ped. Times Satisfied
Analysis Based on User Selected Splits
Version 3.0.9963 Rockfield Blvd at Centre Dr.wx - Scenario 4: Rockfield Blvd at Centre Dr, PM Peak Hour 5/1/2018 Item: 11
470
Alton Parkway at Monarch Blvd
Item: 11
471
WEBSTER
WEbster Based Signal Timing Evaluation Routine
For Capacity and Level of Service Analysis Using HCM 2000 Control Delay Existing Traffic with Existing Lane Geometrics
Alton Pkwy at Monarch Blvd Lake Forest AM Peak Hour Parameter Values (using default set 'Webster')
Parameter
Duration of Peak Period (min)
Lost Time (sec)
Vehicle Length (feet)
Other Default
15 2
20 Min. Time Parameter
Min. Time (Left Turns, sec)
Min/Ped Time (Thrus, sec)
Other
Varies
Default
10 Varies
Sat. Flow Parameter
Sat Flow (1 Left lane, vphg)
Sat Flow (2 Left lanes, vphg)
Sat Flow (1 Thru lane, vphg)
Sat Flow (1 Right lane, vphg)
Other Default
1800
3500
1900
1800
Input Values
Eastbound Westbound Northbound Southbound
Movement Times
Movement 1: 17 secs
Movement 2: 64 secs
Movement 3: 17 secs
Movement 4: 42 secs
Movement 5: 0 secs
Movement 6: 0 secs
# of Lanes (#, S, P)
Unadjusted Volume
Peak Hour Factor (PHF)
Min/Ped Time Override (sec)
Progression Adj. Factor (PAF)
*L*
X
1 46
1.00 17
1.00 T
X
3 670
1.00 32
1.00 R
X
S
40 1.00
32 -
L
X
1 22
1.00 17
1.00 *T*
X
3 1734
1.00 32
1.00 R
X
S
10 1.00
32 -
*L*
X
1 116
1.00 17
1.00 T
X
1 10
1.00 42
1.00 R
X
S
52 1.00
42 -
L
X
1 23
1.00 17
1.00 *T*
X
1 11
1.00 42
1.00 R
X
S
78 1.00
42 -
Output
Peak Hour Volume (vph)
Saturation Flow (vph)
X or Volume/Capacity
Effective Green (sec)
Split Time (sec)
Min. Time or Ped. Time (sec)
Delay - 15 min pk (sec/veh)
Level of Service (LOS)
Average 'Q' (veh/ln)
Design 'Q'-ft/ln (1.5*Qavg)
Do Vehicles Clear?
***
46 1800
0.24 15
17 17
60 E
2 60
YES
670
5700
0.28 62
64 32
25 C
5 160
YES
40 Shrd
-
-
-
-
-
-
-
-
-
22 1800
0.11 15
17 17
58 E+
1 40
YES
***
1734
5700
0.69 62
64 32
33 C-
13 400
YES
10 Shrd
-
-
-
-
-
-
-
-
-
***
116
1800
0.60 15
17 17
73 E
4 120
YES
10 1900
0.11 40
42 42
37 D+
2 60
YES
52 Shrd
-
-
-
-
-
-
-
-
-
23 1800
0.12 15
17 17
58 E+
1 40
YES
***
11 1900
0.16 40
42 42
38 D+
2 60
YES
78 Shrd
-
-
-
-
-
-
-
-
-
Summary of Results
Whole Intersection Critical Movements
Weighted Average Delay (seconds) =
Level of Service - LOS =
34 C-
Weighted Average Delay (seconds) =
Level of Service - LOS =
Intersection Capacity Utilization - ICU =
37 D+
0.47 Predetermined Cycle Length is 140 sec
Min./Ped. Times Satisfied
Analysis Based on User Selected Splits
Version 3.0.9963 Alton Pkwy at Monarch Blvd.wxd - Scenario 1: Alton Pkwy at Monarch Blvd, AM Peak Hour 9/12/2018 Item: 11
472
WEBSTER
WEbster Based Signal Timing Evaluation Routine
For Capacity and Level of Service Analysis Using HCM 2000 Control Delay Existing Traffic with Existing Lane Geometrics
Alton Pkwy at Monarch Blvd Lake Forest PM Peak Hour Parameter Values (using default set 'Webster')
Parameter
Duration of Peak Period (min)
Lost Time (sec)
Vehicle Length (feet)
Other Default
15 2
20 Min. Time Parameter
Min. Time (Left Turns, sec)
Min/Ped Time (Thrus, sec)
Other
Varies
Default
10 Varies
Sat. Flow Parameter
Sat Flow (1 Left lane, vphg)
Sat Flow (2 Left lanes, vphg)
Sat Flow (1 Thru lane, vphg)
Sat Flow (1 Right lane, vphg)
Other Default
1800
3500
1900
1800
Input Values
Eastbound Westbound Northbound Southbound
Movement Times
Movement 1: 17 secs
Movement 2: 23 secs
Movement 3: 41 secs
Movement 4: 17 secs
Movement 5: 42 secs
Movement 6: 0 secs
# of Lanes (#, S, P)
Unadjusted Volume
Peak Hour Factor (PHF)
Min/Ped Time Override (sec)
Progression Adj. Factor (PAF)
L
X
X
1 59
1.00 17
1.00 *T*
X
X
3 1452
1.00 32
1.00 R
X
X
S
76 1.00
32 -
*L*
X
1 46
1.00 17
1.00 T
X
3 826
1.00 32
1.00 R
X
S
20 1.00
32 -
*L*
X
1 56
1.00 17
1.00 T
X
1 10
1.00 42
1.00 R
X
S
32 1.00
42 -
L
X
1 14
1.00 17
1.00 *T*
X
1 10
1.00 42
1.00 R
X
S
36 1.00
42 -
Output
Peak Hour Volume (vph)
Saturation Flow (vph)
X or Volume/Capacity
Effective Green (sec)
Split Time (sec)
Min. Time or Ped. Time (sec)
Delay - 15 min pk (sec/veh)
Level of Service (LOS)
Average 'Q' (veh/ln)
Design 'Q'-ft/ln (1.5*Qavg)
Do Vehicles Clear?
59 1800
0.12 38
40 17
39 D+
2 60
YES
***
1452
5700
0.61 62
64 32
31 C-
11 340
YES
76 Shrd
-
-
-
-
-
-
-
-
-
***
46 1800
0.24 15
17 17
60 E
2 60
YES
826
5700
0.53 39
41 32
44 D
8 240
YES
20 Shrd
-
-
-
-
-
-
-
-
-
***
56 1800
0.29 15
17 17
61 E
2 60
YES
10 1900
0.08 40
42 42
37 D+
1 40
YES
32 Shrd
-
-
-
-
-
-
-
-
-
14 1800
0.07 15
17 17
57 E+
1 40
YES
***
10 1900
0.08 40
42 42
37 D+
1 40
YES
36 Shrd
-
-
-
-
-
-
-
-
-
Summary of Results
Whole Intersection Critical Movements
Weighted Average Delay (seconds) =
Level of Service - LOS =
37 D+
Weighted Average Delay (seconds) =
Level of Service - LOS =
Intersection Capacity Utilization - ICU =
33 C-
0.37 Predetermined Cycle Length is 140 sec
Min./Ped. Times Satisfied
Analysis Based on User Selected Splits
Version 3.0.9963 Alton Pkwy at Monarch Blvd.wxd - Scenario 2: Alton Pkwy at Monarch Blvd, PM Peak Hour 9/12/2018 Item: 11
473
WEBSTER
WEbster Based Signal Timing Evaluation Routine
For Capacity and Level of Service Analysis Using HCM 2000 Control Delay Proposed N/S PPLT
Alton Pkwy at Monarch Blvd Lake Forest AM Peak Hour Parameter Values (using default set 'Webster')
Parameter
Duration of Peak Period (min)
Lost Time (sec)
Vehicle Length (feet)
Other Default
15 2
20 Min. Time Parameter
Min. Time (Left Turns, sec)
Min/Ped Time (Thrus, sec)
Other
Varies
Default
10 Varies
Sat. Flow Parameter
Sat Flow (1 Left lane, vphg)
Sat Flow (2 Left lanes, vphg)
Sat Flow (1 Thru lane, vphg)
Sat Flow (1 Right lane, vphg)
Other Default
1800
3500
1900
1800
Input Values
Eastbound Westbound Northbound Southbound
Movement Times
Movement 1: 17 secs
Movement 2: 67 secs
Movement 3: 14 secs
Movement 4: 42 secs
Movement 5: 0 secs
Movement 6: 0 secs
# of Lanes (#, S, P)
Unadjusted Volume
Peak Hour Factor (PHF)
Min/Ped Time Override (sec)
Permissive Veh/Cycle
Progression Adj. Factor (PAF)
*L*
X
1 46
1.00 17
1.00 T
X
3 670
1.00 32
1.00 R
X
S
40 1.00
32 -
L
X
1 22
1.00 17
1.00 *T*
X
3 1734
1.00 32
1.00 R
X
S
10 1.00
32 -
*L*
X
P
116
1.00 14
2 P/P
T
X
1 10
1.00 42
1.00 R
X
S
52 1.00
42 -
L
X
P
23 1.00
14 2
P/P
*T*
X
1 11
1.00 42
1.00 R
X
S
78 1.00
42 -
Output
Peak Hour Volume (vph)
Saturation Flow (vph)
X or Volume/Capacity
Effective Green (sec)
Split Time (sec)
Min. Time or Ped. Time (sec)
Delay - 15 min pk (sec/veh)
Level of Service (LOS)
Average 'Q' (veh/ln)
Design 'Q'-ft/ln (1.5*Qavg)
Do Vehicles Clear?
***
46 1800
0.24 15
17 17
60 E
2 60
YES
670
5700
0.27 65
67 32
23 C+
5 160
YES
40 Shrd
-
-
-
-
-
-
-
-
-
22 1800
0.11 15
17 17
58 E+
1 40
YES
***
1734
5700
0.66 65
67 32
30 C-
12 360
YES
10 Shrd
-
-
-
-
-
-
-
-
-
***
116
P/P
0.42 12
14 14
38 D+
2 60
YES
10 1900
0.11 40
42 42
37 D+
2 60
YES
52 Shrd
-
-
-
-
-
-
-
-
-
23 P/P
0.04 12
14 14
6 A
1 40
YES
***
11 1900
0.16 40
42 42
38 D+
2 60
YES
78 Shrd
-
-
-
-
-
-
-
-
-
Summary of Results
Whole Intersection Critical Movements
Weighted Average Delay (seconds) =
Level of Service - LOS =
30 C
Weighted Average Delay (seconds) =
Level of Service - LOS =
Intersection Capacity Utilization - ICU =
32 C-
0.44 Predetermined Cycle Length is 140 sec
Min./Ped. Times Satisfied
Analysis Based on User Selected Splits
Version 3.0.9963 Alton Pkwy at Monarch Blvd.wxd - Scenario 3: Alton Pkwy at Monarch Blvd, AM Peak Hour 9/12/2018 Item: 11
474
WEBSTER
WEbster Based Signal Timing Evaluation Routine
For Capacity and Level of Service Analysis Using HCM 2000 Control Delay Proposed N/S PPLT
Alton Pkwy at Monarch Blvd Lake Forest PM Peak Hour Parameter Values (using default set 'Webster')
Parameter
Duration of Peak Period (min)
Lost Time (sec)
Vehicle Length (feet)
Other Default
15 2
20 Min. Time Parameter
Min. Time (Left Turns, sec)
Min/Ped Time (Thrus, sec)
Other
Varies
Default
10 Varies
Sat. Flow Parameter
Sat Flow (1 Left lane, vphg)
Sat Flow (2 Left lanes, vphg)
Sat Flow (1 Thru lane, vphg)
Sat Flow (1 Right lane, vphg)
Other Default
1800
3500
1900
1800
Input Values
Eastbound Westbound Northbound Southbound
Movement Times
Movement 1: 17 secs
Movement 2: 25 secs
Movement 3: 42 secs
Movement 4: 14 secs
Movement 5: 42 secs
Movement 6: 0 secs
# of Lanes (#, S, P)
Unadjusted Volume
Peak Hour Factor (PHF)
Min/Ped Time Override (sec)
Permissive Veh/Cycle
Progression Adj. Factor (PAF)
L
X
X
1 59
1.00 17
1.00 *T*
X
X
3 1452
1.00 32
1.00 R
X
X
S
76 1.00
32 -
*L*
X
1 46
1.00 17
1.00 T
X
3 826
1.00 32
1.00 R
X
S
20 1.00
32 -
*L*
X
P
56 1.00
14 2
P/P
T
X
1 10
1.00 42
1.00 R
X
S
32 1.00
42 -
L
X
P
14 1.00
14 2
P/P
*T*
X
1 10
1.00 42
1.00 R
X
S
36 1.00
42 -
Output
Peak Hour Volume (vph)
Saturation Flow (vph)
X or Volume/Capacity
Effective Green (sec)
Split Time (sec)
Min. Time or Ped. Time (sec)
Delay - 15 min pk (sec/veh)
Level of Service (LOS)
Average 'Q' (veh/ln)
Design 'Q'-ft/ln (1.5*Qavg)
Do Vehicles Clear?
59 1800
0.11 40
42 17
37 D+
2 60
YES
***
1452
5700
0.58 65
67 32
28 C
11 340
YES
76 Shrd
-
-
-
-
-
-
-
-
-
***
46 1800
0.24 15
17 17
60 E
2 60
YES
826
5700
0.52 40
42 32
43 D
8 240
YES
20 Shrd
-
-
-
-
-
-
-
-
-
***
56 P/P
0.11 12
14 14
6 A
1 40
YES
10 1900
0.08 40
42 42
37 D+
1 40
YES
32 Shrd
-
-
-
-
-
-
-
-
-
14 P/P
0.03 12
14 14
6 A
1 40
YES
***
10 1900
0.08 40
42 42
37 D+
1 40
YES
36 Shrd
-
-
-
-
-
-
-
-
-
Summary of Results
Whole Intersection Critical Movements
Weighted Average Delay (seconds) =
Level of Service - LOS =
34 C-
Weighted Average Delay (seconds) =
Level of Service - LOS =
Intersection Capacity Utilization - ICU =
29 C
0.35 Predetermined Cycle Length is 140 sec
Min./Ped. Times Satisfied
Analysis Based on User Selected Splits
Version 3.0.9963 Alton Pkwy at Monarch Blvd.wxd - Scenario 4: Alton Pkwy at Monarch Blvd, PM Peak Hour 9/12/2018 Item: 11
475
Alton Parkway at Catalina
Item: 11
476
WEBSTER
WEbster Based Signal Timing Evaluation Routine
For Capacity and Level of Service Analysis Using HCM 2000 Control Delay Existing Traffic with Existing Lane Geometrics
Alton Pkwy at Catalina Lake Forest AM Peak Hour
Parameter Values (using default set 'Webster')
Parameter
Duration of Peak Period (min)
Lost Time (sec)
Vehicle Length (feet)
Other Default
15 2
20 Min. Time Parameter
Min. Time (Left Turns, sec)
Min/Ped Time (Thrus, sec)
Other
Varies
Default
10 Varies
Sat. Flow Parameter
Sat Flow (1 Left lane, vphg)
Sat Flow (2 Left lanes, vphg)
Sat Flow (1 Thru lane, vphg)
Sat Flow (1 Right lane, vphg)
Other Default
1800
3500
1900
1800
Input Values
Eastbound Westbound Northbound Southbound
Movement Times
Movement 1: 17 secs
Movement 2: 32 secs
Movement 3: 32 secs
Movement 4: 17 secs
Movement 5: 42 secs
Movement 6: 0 secs
# of Lanes (#, S, P)
Unadjusted Volume
Peak Hour Factor (PHF)
Min/Ped Time Override (sec)
Progression Adj. Factor (PAF)
*L*
X
1 17
1.00 17
1.00 T
X
3 565
1.00 32
1.00 R
X
S
26 1.00
32 -
L
X
X
1 58
1.00 17
1.00 *T*
X
X
3 1609
1.00 32
1.00 R
X
X
S
41 1.00
32 -
L
X
1 74
1.00 17
1.00 *T*
X
1 11
1.00 42
1.00 R
X
S
107
1.00 42
-
*L*
X
1 78
1.00 17
1.00 T
X
1 20
1.00 42
1.00 R
X
S
82 1.00
42 -
Output
Peak Hour Volume (vph)
Saturation Flow (vph)
X or Volume/Capacity
Effective Green (sec)
Split Time (sec)
Min. Time or Ped. Time (sec)
Delay - 15 min pk (sec/veh)
Level of Service (LOS)
Average 'Q' (veh/ln)
Design 'Q'-ft/ln (1.5*Qavg)
Do Vehicles Clear?
***
17 1800
0.09 15
17 17
57 E+
1 40
YES
565
5700
0.48 30
32 32
50 D
6 180
YES
26 Shrd
-
-
-
-
-
-
-
-
-
58 1800
0.10 47
49 17
32 C-
1 40
YES
***
1609
5700
0.65 62
64 32
32 C-
12 360
YES
41 Shrd
-
-
-
-
-
-
-
-
-
74 1800
0.38 15
17 17
64 E
3 100
YES
***
11 1900
0.22 40
42 42
39 D+
3 100
YES
107
Shrd
-
-
-
-
-
-
-
-
-
***
78 1800
0.40 15
17 17
65 E
3 100
YES
20 1900
0.19 40
42 42
39 D+
3 100
YES
82 Shrd
-
-
-
-
-
-
-
-
-
Summary of Results
Whole Intersection Critical Movements
Weighted Average Delay (seconds) =
Level of Service - LOS =
39 D+
Weighted Average Delay (seconds) =
Level of Service - LOS =
Intersection Capacity Utilization - ICU =
34 C-
0.43 Predetermined Cycle Length is 140 sec
Min./Ped. Times Satisfied
Analysis Based on User Selected Splits
Version 3.0.9963 Alton Pkwy at Catalina.wxd - Scenario 1: Alton Pkwy at Catalina, AM Peak Hour 5/1/2018 Item: 11
477
WEBSTER
WEbster Based Signal Timing Evaluation Routine
For Capacity and Level of Service Analysis Using HCM 2000 Control Delay Existing Traffic with Existing Lane Geometrics
Alton Pkwy at Catalina Lake Forest PM Peak Hour
Parameter Values (using default set 'Webster')
Parameter
Duration of Peak Period (min)
Lost Time (sec)
Vehicle Length (feet)
Other Default
15 2
20 Min. Time Parameter
Min. Time (Left Turns, sec)
Min/Ped Time (Thrus, sec)
Other
Varies
Default
10 Varies
Sat. Flow Parameter
Sat Flow (1 Left lane, vphg)
Sat Flow (2 Left lanes, vphg)
Sat Flow (1 Thru lane, vphg)
Sat Flow (1 Right lane, vphg)
Other Default
1800
3500
1900
1800
Input Values
Eastbound Westbound Northbound Southbound
Movement Times
Movement 1: 17 secs
Movement 2: 64 secs
Movement 3: 17 secs
Movement 4: 42 secs
Movement 5: 0 secs
Movement 6: 0 secs
# of Lanes (#, S, P)
Unadjusted Volume
Peak Hour Factor (PHF)
Min/Ped Time Override (sec)
Progression Adj. Factor (PAF)
L
X
1 32
1.00 17
1.00 *T*
X
3 1342
1.00 32
1.00 R
X
S
81 1.00
32 -
*L*
X
1 70
1.00 17
1.00 T
X
3 873
1.00 32
1.00 R
X
S
52 1.00
32 -
L
X
1 30
1.00 17
1.00 *T*
X
1 14
1.00 42
1.00 R
X
S
83 1.00
42 -
*L*
X
1 42
1.00 17
1.00 T
X
1 20
1.00 42
1.00 R
X
S
30 1.00
42 -
Output
Peak Hour Volume (vph)
Saturation Flow (vph)
X or Volume/Capacity
Effective Green (sec)
Split Time (sec)
Min. Time or Ped. Time (sec)
Delay - 15 min pk (sec/veh)
Level of Service (LOS)
Average 'Q' (veh/ln)
Design 'Q'-ft/ln (1.5*Qavg)
Do Vehicles Clear?
32 1800
0.17 15
17 17
59 E+
1 40
YES
***
1342
5700
0.56 62
64 32
30 C
10 300
YES
81 Shrd
-
-
-
-
-
-
-
-
-
***
70 1800
0.36 15
17 17
63 E
2 60
YES
873
5700
0.37 62
64 32
26 C
7 220
YES
52 Shrd
-
-
-
-
-
-
-
-
-
30 1800
0.16 15
17 17
58 E+
1 40
YES
***
14 1900
0.18 40
42 42
38 D+
3 100
YES
83 Shrd
-
-
-
-
-
-
-
-
-
***
42 1800
0.22 15
17 17
60 E+
1 40
YES
20 1900
0.09 40
42 42
37 D+
1 40
YES
30 Shrd
-
-
-
-
-
-
-
-
-
Summary of Results
Whole Intersection Critical Movements
Weighted Average Delay (seconds) =
Level of Service - LOS =
32 C-
Weighted Average Delay (seconds) =
Level of Service - LOS =
Intersection Capacity Utilization - ICU =
33 C-
0.38 Predetermined Cycle Length is 140 sec
Min./Ped. Times Satisfied
Analysis Based on User Selected Splits
Version 3.0.9963 Alton Pkwy at Catalina.wxd - Scenario 2: Alton Pkwy at Catalina, PM Peak Hour 5/1/2018 Item: 11
478
WEBSTER
WEbster Based Signal Timing Evaluation Routine
For Capacity and Level of Service Analysis Using HCM 2000 Control Delay Proposed N/S PPLT
Alton Pkwy at Catalina Lake Forest AM Peak Hour
Parameter Values (using default set 'Webster')
Parameter
Duration of Peak Period (min)
Lost Time (sec)
Vehicle Length (feet)
Other Default
15 2
20 Min. Time Parameter
Min. Time (Left Turns, sec)
Min/Ped Time (Thrus, sec)
Other
Varies
Default
10 Varies
Sat. Flow Parameter
Sat Flow (1 Left lane, vphg)
Sat Flow (2 Left lanes, vphg)
Sat Flow (1 Thru lane, vphg)
Sat Flow (1 Right lane, vphg)
Other Default
1800
3500
1900
1800
Input Values
Eastbound Westbound Northbound Southbound
Movement Times
Movement 1: 17 secs
Movement 2: 35 secs
Movement 3: 32 secs
Movement 4: 14 secs
Movement 5: 42 secs
Movement 6: 0 secs
# of Lanes (#, S, P)
Unadjusted Volume
Peak Hour Factor (PHF)
Min/Ped Time Override (sec)
Permissive Veh/Cycle
Progression Adj. Factor (PAF)
*L*
X
1 17
1.00 17
1.00 T
X
3 565
1.00 32
1.00 R
X
S
26 1.00
32 -
L
X
X
1 58
1.00 17
1.00 *T*
X
X
3 1609
1.00 32
1.00 R
X
X
S
41 1.00
32 -
L
X
P
74 1.00
14 2
P/P
*T*
X
1 11
1.00 42
1.00 R
X
S
107
1.00 42
-
*L*
X
P
78 1.00
14 2
P/P
T
X
1 20
1.00 42
1.00 R
X
S
82 1.00
42 -
Output
Peak Hour Volume (vph)
Saturation Flow (vph)
X or Volume/Capacity
Effective Green (sec)
Split Time (sec)
Min. Time or Ped. Time (sec)
Delay - 15 min pk (sec/veh)
Level of Service (LOS)
Average 'Q' (veh/ln)
Design 'Q'-ft/ln (1.5*Qavg)
Do Vehicles Clear?
***
17 1800
0.09 15
17 17
57 E+
1 40
YES
565
5700
0.48 30
32 32
50 D
6 180
YES
26 Shrd
-
-
-
-
-
-
-
-
-
58 1800
0.09 50
52 17
30 C-
1 40
YES
***
1609
5700
0.62 65
67 32
29 C
11 340
YES
41 Shrd
-
-
-
-
-
-
-
-
-
74 P/P
0.15 12
14 14
19 B
1 40
YES
***
11 1900
0.22 40
42 42
39 D+
3 100
YES
107
Shrd
-
-
-
-
-
-
-
-
-
***
78 P/P
0.17 12
14 14
21 C+
1 40
YES
20 1900
0.19 40
42 42
39 D+
3 100
YES
82 Shrd
-
-
-
-
-
-
-
-
-
Summary of Results
Whole Intersection Critical Movements
Weighted Average Delay (seconds) =
Level of Service - LOS =
35 C-
Weighted Average Delay (seconds) =
Level of Service - LOS =
Intersection Capacity Utilization - ICU =
30 C
0.40 Predetermined Cycle Length is 140 sec
Min./Ped. Times Satisfied
Analysis Based on User Selected Splits
Version 3.0.9963 Alton Pkwy at Catalina.wxd - Scenario 3: Alton Pkwy at Catalina, AM Peak Hour 5/1/2018 Item: 11
479
WEBSTER
WEbster Based Signal Timing Evaluation Routine
For Capacity and Level of Service Analysis Using HCM 2000 Control Delay Proposed N/S PPLT
Alton Pkwy at Catalina Lake Forest PM Peak Hour
Parameter Values (using default set 'Webster')
Parameter
Duration of Peak Period (min)
Lost Time (sec)
Vehicle Length (feet)
Other Default
15 2
20 Min. Time Parameter
Min. Time (Left Turns, sec)
Min/Ped Time (Thrus, sec)
Other
Varies
Default
10 Varies
Sat. Flow Parameter
Sat Flow (1 Left lane, vphg)
Sat Flow (2 Left lanes, vphg)
Sat Flow (1 Thru lane, vphg)
Sat Flow (1 Right lane, vphg)
Other Default
1800
3500
1900
1800
Input Values
Eastbound Westbound Northbound Southbound
Movement Times
Movement 1: 17 secs
Movement 2: 67 secs
Movement 3: 14 secs
Movement 4: 42 secs
Movement 5: 0 secs
Movement 6: 0 secs
# of Lanes (#, S, P)
Unadjusted Volume
Peak Hour Factor (PHF)
Min/Ped Time Override (sec)
Permissive Veh/Cycle
Progression Adj. Factor (PAF)
L
X
1 32
1.00 17
1.00 *T*
X
3 1342
1.00 32
1.00 R
X
S
81 1.00
32 -
*L*
X
1 70
1.00 17
1.00 T
X
3 873
1.00 32
1.00 R
X
S
52 1.00
32 -
L
X
P
30 1.00
14 2
P/P
*T*
X
1 14
1.00 42
1.00 R
X
S
83 1.00
42 -
*L*
X
P
42 1.00
14 2
P/P
T
X
1 20
1.00 42
1.00 R
X
S
30 1.00
42 -
Output
Peak Hour Volume (vph)
Saturation Flow (vph)
X or Volume/Capacity
Effective Green (sec)
Split Time (sec)
Min. Time or Ped. Time (sec)
Delay - 15 min pk (sec/veh)
Level of Service (LOS)
Average 'Q' (veh/ln)
Design 'Q'-ft/ln (1.5*Qavg)
Do Vehicles Clear?
32 1800
0.17 15
17 17
59 E+
1 40
YES
***
1342
5700
0.54 65
67 32
28 C
10 300
YES
81 Shrd
-
-
-
-
-
-
-
-
-
***
70 1800
0.36 15
17 17
63 E
2 60
YES
873
5700
0.35 65
67 32
24 C+
6 180
YES
52 Shrd
-
-
-
-
-
-
-
-
-
30 P/P
0.06 12
14 14
6 A
1 40
YES
***
14 1900
0.18 40
42 42
38 D+
3 100
YES
83 Shrd
-
-
-
-
-
-
-
-
-
***
42 P/P
0.08 12
14 14
6 A
1 40
YES
20 1900
0.09 40
42 42
37 D+
1 40
YES
30 Shrd
-
-
-
-
-
-
-
-
-
Summary of Results
Whole Intersection Critical Movements
Weighted Average Delay (seconds) =
Level of Service - LOS =
28 C
Weighted Average Delay (seconds) =
Level of Service - LOS =
Intersection Capacity Utilization - ICU =
30 C
0.37 Predetermined Cycle Length is 140 sec
Min./Ped. Times Satisfied
Analysis Based on User Selected Splits
Version 3.0.9963 Alton Pkwy at Catalina.wxd - Scenario 4: Alton Pkwy at Catalina, PM Peak Hour 5/1/2018 Item: 11
480
Towne Centre Drive at Market Place
Item: 11
481
WEBSTER
WEbster Based Signal Timing Evaluation Routine
For Capacity and Level of Service Analysis Using HCM 2000 Control Delay Existing Traffic with Existing Lane Geometrics
Towne Centre Dr at Market Pl Lake Forest AM Peak Hour Parameter Values (using default set 'Webster')
Parameter
Duration of Peak Period (min)
Lost Time (sec)
Vehicle Length (feet)
Other Default
15 2
20 Min. Time Parameter
Min. Time (Left Turns, sec)
Min/Ped Time (Thrus, sec)
Other
Varies
Default
10 Varies
Sat. Flow Parameter
Sat Flow (1 Left lane, vphg)
Sat Flow (2 Left lanes, vphg)
Sat Flow (1 Thru lane, vphg)
Sat Flow (1 Right lane, vphg)
Other Default
1800
3500
1900
1800
Input Values
Eastbound Westbound Northbound Southbound
Movement Times
Movement 1: 19 secs
Movement 2: 16 secs
Movement 3: 34 secs
Movement 4: 20 secs
Movement 5: 6 secs
Movement 6: 45 secs
# of Lanes (#, S, P)
Unadjusted Volume
Peak Hour Factor (PHF)
Min/Ped Time Override (sec)
Progression Adj. Factor (PAF)
*L*
X
1 26
1.00 17
1.00 T
X
2 35
1.00 34
1.00 R
X
S
43 1.00
34 -
L
X
X
1 56
1.00 17
1.00 *T*
X
X
2 108
1.00 34
1.00 R
X
X
S
56 1.00
34 -
*L*
X
X
1 108
1.00 17
1.00 T
X
X
2 83
1.00 35
1.00 R
X
X
S
69 1.00
35 -
L
X
1 60
1.00 17
1.00 *T*
X
2 224
1.00 35
1.00 R
X
S
12 1.00
35 -
Output
Peak Hour Volume (vph)
Saturation Flow (vph)
X or Volume/Capacity
Effective Green (sec)
Split Time (sec)
Min. Time or Ped. Time (sec)
Delay - 15 min pk (sec/veh)
Level of Service (LOS)
Average 'Q' (veh/ln)
Design 'Q'-ft/ln (1.5*Qavg)
Do Vehicles Clear?
***
26 1800
0.12 17
19 17
56 E+
1 40
YES
35 3800
0.09 32
34 34
43 D
1 40
YES
43 Shrd
-
-
-
-
-
-
-
-
-
56 1800
0.13 33
35 17
43 D
2 60
YES
***
108
3800
0.13 48
50 34
32 C-
2 60
YES
56 Shrd
-
-
-
-
-
-
-
-
-
***
108
1800
0.35 24
26 17
54 D-
3 100
YES
83 3800
0.11 49
51 35
31 C-
2 60
YES
69 Shrd
-
-
-
-
-
-
-
-
-
60 1800
0.26 18
20 17
58 E+
2 60
YES
***
224
3800
0.20 43
45 35
36 D+
3 100
YES
12 Shrd
-
-
-
-
-
-
-
-
-
Summary of Results
Whole Intersection Critical Movements
Weighted Average Delay (seconds) =
Level of Service - LOS =
40 D+
Weighted Average Delay (seconds) =
Level of Service - LOS =
Intersection Capacity Utilization - ICU =
40 D+
0.19 Predetermined Cycle Length is 140 sec
Min./Ped. Times Satisfied
Analysis Based on User Selected Splits
Version 3.0.9963 Towne Centre Dr at Market Plac - Scenario 1: Towne Centre Dr at Market Pl, AM Peak Hour 5/16/2018 Item: 11
482
WEBSTER
WEbster Based Signal Timing Evaluation Routine
For Capacity and Level of Service Analysis Using HCM 2000 Control Delay Existing Traffic with Existing Lane Geometrics
Towne Centre Dr at Market Pl Lake Forest PM Peak Hour Parameter Values (using default set 'Webster')
Parameter
Duration of Peak Period (min)
Lost Time (sec)
Vehicle Length (feet)
Other Default
15 2
20 Min. Time Parameter
Min. Time (Left Turns, sec)
Min/Ped Time (Thrus, sec)
Other
Varies
Default
10 Varies
Sat. Flow Parameter
Sat Flow (1 Left lane, vphg)
Sat Flow (2 Left lanes, vphg)
Sat Flow (1 Thru lane, vphg)
Sat Flow (1 Right lane, vphg)
Other Default
1800
3500
1900
1800
Input Values
Eastbound Westbound Northbound Southbound
Movement Times
Movement 1: 17 secs
Movement 2: 4 secs
Movement 3: 39 secs
Movement 4: 25 secs
Movement 5: 20 secs
Movement 6: 35 secs
# of Lanes (#, S, P)
Unadjusted Volume
Peak Hour Factor (PHF)
Min/Ped Time Override (sec)
Progression Adj. Factor (PAF)
L
X
1 48
1.00 17
1.00 *T*
X
2 128
1.00 34
1.00 R
X
S
87 1.00
34 -
*L*
X
X
1 83
1.00 17
1.00 T
X
X
2 184
1.00 34
1.00 R
X
X
S
73 1.00
34 -
L
X
X
1 196
1.00 17
1.00 *T*
X
X
2 229
1.00 35
1.00 R
X
X
S
170
1.00 35
-
*L*
X
1 147
1.00 17
1.00 T
X
2 223
1.00 35
1.00 R
X
S
25 1.00
35 -
Output
Peak Hour Volume (vph)
Saturation Flow (vph)
X or Volume/Capacity
Effective Green (sec)
Split Time (sec)
Min. Time or Ped. Time (sec)
Delay - 15 min pk (sec/veh)
Level of Service (LOS)
Average 'Q' (veh/ln)
Design 'Q'-ft/ln (1.5*Qavg)
Do Vehicles Clear?
48 1800
0.25 15
17 17
60 E
2 60
YES
***
128
3800
0.21 37
39 34
41 D
3 100
YES
87 Shrd
-
-
-
-
-
-
-
-
-
***
83 1800
0.34 19
21 17
59 E+
3 100
YES
184
3800
0.23 41
43 34
38 D+
4 120
YES
73 Shrd
-
-
-
-
-
-
-
-
-
196
1800
0.35 43
45 17
39 D+
5 160
YES
***
229
3800
0.28 53
55 35
31 C-
5 160
YES
170
Shrd
-
-
-
-
-
-
-
-
-
***
147
1800
0.50 23
25 17
59 E+
5 160
YES
223
3800
0.28 33
35 35
45 D
4 120
YES
25 Shrd
-
-
-
-
-
-
-
-
-
Summary of Results
Whole Intersection Critical Movements
Weighted Average Delay (seconds) =
Level of Service - LOS =
42 D
Weighted Average Delay (seconds) =
Level of Service - LOS =
Intersection Capacity Utilization - ICU =
41 D
0.31 Predetermined Cycle Length is 140 sec
Min./Ped. Times Satisfied
Analysis Based on User Selected Splits
Version 3.0.9963 Towne Centre Dr at Market Plac - Scenario 2: Towne Centre Dr at Market Pl, PM Peak Hour 5/16/2018 Item: 11
483
WEBSTER
WEbster Based Signal Timing Evaluation Routine
For Capacity and Level of Service Analysis Using HCM 2000 Control Delay Existing Traffic with Existing Lane Geometrics
Towne Centre Dr at Market Pl Lake Forest MD Peak Hour Parameter Values (using default set 'Webster')
Parameter
Duration of Peak Period (min)
Lost Time (sec)
Vehicle Length (feet)
Other Default
15 2
20 Min. Time Parameter
Min. Time (Left Turns, sec)
Min/Ped Time (Thrus, sec)
Other
Varies
Default
10 Varies
Sat. Flow Parameter
Sat Flow (1 Left lane, vphg)
Sat Flow (2 Left lanes, vphg)
Sat Flow (1 Thru lane, vphg)
Sat Flow (1 Right lane, vphg)
Other Default
1800
3500
1900
1800
Input Values
Eastbound Westbound Northbound Southbound
Movement Times
Movement 1: 17 secs
Movement 2: 8 secs
Movement 3: 40 secs
Movement 4: 33 secs
Movement 5: 0 secs
Movement 6: 42 secs
# of Lanes (#, S, P)
Unadjusted Volume
Peak Hour Factor (PHF)
Min/Ped Time Override (sec)
Progression Adj. Factor (PAF)
L
X
1 48
1.00 17
1.00 *T*
X
2 155
1.00 34
1.00 R
X
S
125
1.00 34
-
*L*
X
X
1 156
1.00 17
1.00 T
X
X
2 255
1.00 34
1.00 R
X
X
S
113
1.00 34
-
*L*
X
X
1 227
1.00 17
1.00 T
X
X
2 167
1.00 35
1.00 R
X
X
S
198
1.00 35
-
L
X
1 164
1.00 17
1.00 *T*
X
2 255
1.00 35
1.00 R
X
S
45 1.00
35 -
Output
Peak Hour Volume (vph)
Saturation Flow (vph)
X or Volume/Capacity
Effective Green (sec)
Split Time (sec)
Min. Time or Ped. Time (sec)
Delay - 15 min pk (sec/veh)
Level of Service (LOS)
Average 'Q' (veh/ln)
Design 'Q'-ft/ln (1.5*Qavg)
Do Vehicles Clear?
48 1800
0.25 15
17 17
60 E
2 60
YES
***
155
3800
0.27 38
40 34
41 D
4 120
YES
125
Shrd
-
-
-
-
-
-
-
-
-
***
156
1800
0.53 23
25 17
60 E
5 160
YES
255
3800
0.29 46
48 34
36 D+
5 160
YES
113
Shrd
-
-
-
-
-
-
-
-
-
***
227
1800
0.57 31
33 17
54 D-
7 220
YES
167
3800
0.34 40
42 35
40 D
5 160
YES
198
Shrd
-
-
-
-
-
-
-
-
-
164
1800
0.41 31
33 17
50 D
5 160
YES
***
255
3800
0.28 40
42 35
39 D+
4 120
YES
45 Shrd
-
-
-
-
-
-
-
-
-
Summary of Results
Whole Intersection Critical Movements
Weighted Average Delay (seconds) =
Level of Service - LOS =
44 D
Weighted Average Delay (seconds) =
Level of Service - LOS =
Intersection Capacity Utilization - ICU =
47 D
0.39 Predetermined Cycle Length is 140 sec
Min./Ped. Times Satisfied
Analysis Based on User Selected Splits
Version 3.0.9963 Towne Centre Dr at Market Plac - Scenario 3: Towne Centre Dr at Market Pl, MD Peak Hour 5/16/2018 Item: 11
484
WEBSTER
WEbster Based Signal Timing Evaluation Routine
For Capacity and Level of Service Analysis Using HCM 2000 Control Delay Proposed ALL PPLT
Towne Centre Dr at Market Pl Lake Forest AM Peak Hour Parameter Values (using default set 'Webster')
Parameter
Duration of Peak Period (min)
Lost Time (sec)
Vehicle Length (feet)
Other Default
15 2
20 Min. Time Parameter
Min. Time (Left Turns, sec)
Min/Ped Time (Thrus, sec)
Other
Varies
Default
10 Varies
Sat. Flow Parameter
Sat Flow (1 Left lane, vphg)
Sat Flow (2 Left lanes, vphg)
Sat Flow (1 Thru lane, vphg)
Sat Flow (1 Right lane, vphg)
Other Default
1800
3500
1900
1800
Input Values
Eastbound Westbound Northbound Southbound
Movement Times
Movement 1: 12 secs
Movement 2: 7 secs
Movement 3: 48 secs
Movement 4: 13 secs
Movement 5: 60 secs
Movement 6: 0 secs
# of Lanes (#, S, P)
Unadjusted Volume
Peak Hour Factor (PHF)
Min/Ped Time Override (sec)
Permissive Veh/Cycle
Progression Adj. Factor (PAF)
L
X
P
10 1.00
12 2
P/P
*T*
X
2 28
1.00 34
1.00 R
X
S
18 1.00
34 -
*L*
X
X
P
112
1.00 12
2 P/P
T
X
X
2 128
1.00 34
1.00 R
X
X
S
34 1.00
34 -
*L*
X
P
68 1.00
12 2
P/P
T
X
2 128
1.00 35
1.00 R
X
S
40 1.00
35 -
L
X
P
40 1.00
12 2
P/P
*T*
X
2 400
1.00 35
1.00 R
X
S
12 1.00
35 -
Output
Peak Hour Volume (vph)
Saturation Flow (vph)
X or Volume/Capacity
Effective Green (sec)
Split Time (sec)
Min. Time or Ped. Time (sec)
Delay - 15 min pk (sec/veh)
Level of Service (LOS)
Average 'Q' (veh/ln)
Design 'Q'-ft/ln (1.5*Qavg)
Do Vehicles Clear?
10 P/P
0.02 10
12 12
6 A
1 40
YES
***
28 3800
0.04 46
48 34
32 C-
1 40
YES
18 Shrd
-
-
-
-
-
-
-
-
-
***
112
P/P
0.28 17
19 12
32 C-
2 60
YES
128
3800
0.11 53
55 34
28 C
2 60
YES
34 Shrd
-
-
-
-
-
-
-
-
-
***
68 P/P
0.14 11
13 12
15 B
1 40
YES
128
3800
0.11 58
60 35
25 C
2 60
YES
40 Shrd
-
-
-
-
-
-
-
-
-
40 P/P
0.08 11
13 12
6 A
1 40
YES
***
400
3800
0.26 58
60 35
27 C
5 160
YES
12 Shrd
-
-
-
-
-
-
-
-
-
Summary of Results
Whole Intersection Critical Movements
Weighted Average Delay (seconds) =
Level of Service - LOS =
27 C
Weighted Average Delay (seconds) =
Level of Service - LOS =
Intersection Capacity Utilization - ICU =
28 C
0.18 Predetermined Cycle Length is 140 sec
Min./Ped. Times Satisfied
Version 3.0.9963 Towne Centre Dr at Market Plac - Scenario 4: Towne Centre Dr at Market Pl, AM Peak Hour 5/16/2018 Item: 11
485
WEBSTER
WEbster Based Signal Timing Evaluation Routine
For Capacity and Level of Service Analysis Using HCM 2000 Control Delay Proposed ALL PPLT
Towne Centre Dr at Market Pl Lake Forest PM Peak Hour Parameter Values (using default set 'Webster')
Parameter
Duration of Peak Period (min)
Lost Time (sec)
Vehicle Length (feet)
Other Default
15 2
20 Min. Time Parameter
Min. Time (Left Turns, sec)
Min/Ped Time (Thrus, sec)
Other
Varies
Default
10 Varies
Sat. Flow Parameter
Sat Flow (1 Left lane, vphg)
Sat Flow (2 Left lanes, vphg)
Sat Flow (1 Thru lane, vphg)
Sat Flow (1 Right lane, vphg)
Other Default
1800
3500
1900
1800
Input Values
Eastbound Westbound Northbound Southbound
Movement Times
Movement 1: 12 secs
Movement 2: 2 secs
Movement 3: 36 secs
Movement 4: 32 secs
Movement 5: 19 secs
Movement 6: 39 secs
# of Lanes (#, S, P)
Unadjusted Volume
Peak Hour Factor (PHF)
Min/Ped Time Override (sec)
Permissive Veh/Cycle
Progression Adj. Factor (PAF)
*L*
X
P
48 1.00
12 2
P/P
T
X
2 128
1.00 34
1.00 R
X
S
87 1.00
34 -
L
X
X
P
83 1.00
12 2
P/P
*T*
X
X
2 184
1.00 34
1.00 R
X
X
S
73 1.00
34 -
L
X
X
P
196
1.00 12
2 P/P
*T*
X
X
2 229
1.00 35
1.00 R
X
X
S
170
1.00 35
-
*L*
X
P
147
1.00 12
2 P/P
T
X
2 233
1.00 35
1.00 R
X
S
25 1.00
35 -
Output
Peak Hour Volume (vph)
Saturation Flow (vph)
X or Volume/Capacity
Effective Green (sec)
Split Time (sec)
Min. Time or Ped. Time (sec)
Delay - 15 min pk (sec/veh)
Level of Service (LOS)
Average 'Q' (veh/ln)
Design 'Q'-ft/ln (1.5*Qavg)
Do Vehicles Clear?
***
48 P/P
0.11 10
12 12
7 A
1 40
YES
128
3800
0.23 34
36 34
43 D
3 100
YES
87 Shrd
-
-
-
-
-
-
-
-
-
83 P/P
0.20 12
14 12
24 C+
1 40
YES
***
184
3800
0.26 36
38 34
42 D
4 120
YES
73 Shrd
-
-
-
-
-
-
-
-
-
196
P/P
0.23 49
51 12
24 C+
4 120
YES
***
229
3800
0.26 56
58 35
29 C
5 160
YES
170
Shrd
-
-
-
-
-
-
-
-
-
***
147
P/P
0.25 30
32 12
31 C-
3 100
YES
233
3800
0.26 37
39 35
41 D
4 120
YES
25 Shrd
-
-
-
-
-
-
-
-
-
Summary of Results
Whole Intersection Critical Movements
Weighted Average Delay (seconds) =
Level of Service - LOS =
34 C-
Weighted Average Delay (seconds) =
Level of Service - LOS =
Intersection Capacity Utilization - ICU =
32 C-
0.25 Predetermined Cycle Length is 140 sec
Min./Ped. Times Satisfied
Analysis Based on User Selected Splits
Version 3.0.9963 Towne Centre Dr at Market Plac - Scenario 5: Towne Centre Dr at Market Pl, PM Peak Hour 5/16/2018 Item: 11
486
WEBSTER
WEbster Based Signal Timing Evaluation Routine
For Capacity and Level of Service Analysis Using HCM 2000 Control Delay Proposed ALL PPLT
Towne Centre Dr at Market Pl Lake Forest MD Peak Hour Parameter Values (using default set 'Webster')
Parameter
Duration of Peak Period (min)
Lost Time (sec)
Vehicle Length (feet)
Other Default
15 2
20 Min. Time Parameter
Min. Time (Left Turns, sec)
Min/Ped Time (Thrus, sec)
Other
Varies
Default
10 Varies
Sat. Flow Parameter
Sat Flow (1 Left lane, vphg)
Sat Flow (2 Left lanes, vphg)
Sat Flow (1 Thru lane, vphg)
Sat Flow (1 Right lane, vphg)
Other Default
1800
3500
1900
1800
Input Values
Eastbound Westbound Northbound Southbound
Movement Times
Movement 1: 12 secs
Movement 2: 15 secs
Movement 3: 34 secs
Movement 4: 29 secs
Movement 5: 14 secs
Movement 6: 36 secs
# of Lanes (#, S, P)
Unadjusted Volume
Peak Hour Factor (PHF)
Min/Ped Time Override (sec)
Permissive Veh/Cycle
Progression Adj. Factor (PAF)
L
X
P
48 1.00
12 2
P/P
*T*
X
2 155
1.00 34
1.00 R
X
S
125
1.00 34
-
*L*
X
X
P
156
1.00 12
2 P/P
T
X
X
2 255
1.00 34
1.00 R
X
X
S
113
1.00 34
-
*L*
X
X
P
227
1.00 12
2 P/P
T
X
X
2 167
1.00 35
1.00 R
X
X
S
198
1.00 35
-
L
X
P
164
1.00 12
2 P/P
*T*
X
2 255
1.00 35
1.00 R
X
S
45 1.00
35 -
Output
Peak Hour Volume (vph)
Saturation Flow (vph)
X or Volume/Capacity
Effective Green (sec)
Split Time (sec)
Min. Time or Ped. Time (sec)
Delay - 15 min pk (sec/veh)
Level of Service (LOS)
Average 'Q' (veh/ln)
Design 'Q'-ft/ln (1.5*Qavg)
Do Vehicles Clear?
48 P/P
0.11 10
12 12
7 A
1 40
YES
***
155
3800
0.32 32
34 34
46 D
4 120
YES
125
Shrd
-
-
-
-
-
-
-
-
-
***
156
P/P
0.32 25
27 12
35 D+
3 100
YES
255
3800
0.29 47
49 34
35 C-
5 160
YES
113
Shrd
-
-
-
-
-
-
-
-
-
***
227
P/P
0.33 41
43 12
31 C-
5 160
YES
167
3800
0.28 48
50 35
34 C-
5 160
YES
198
Shrd
-
-
-
-
-
-
-
-
-
164
P/P
0.33 27
29 12
35 D+
4 120
YES
***
255
3800
0.33 34
36 35
45 D
4 120
YES
45 Shrd
-
-
-
-
-
-
-
-
-
Summary of Results
Whole Intersection Critical Movements
Weighted Average Delay (seconds) =
Level of Service - LOS =
37 D+
Weighted Average Delay (seconds) =
Level of Service - LOS =
Intersection Capacity Utilization - ICU =
41 D
0.33 Predetermined Cycle Length is 140 sec
Min./Ped. Times Satisfied
Analysis Based on User Selected Splits
Version 3.0.9963 Towne Centre Dr at Market Plac - Scenario 6: Towne Centre Dr at Market Pl, MD Peak Hour 5/16/2018 Item: 11
487
Bake Parkway at Towne Centre Drive
Item: 11
488
WEBSTER
WEbster Based Signal Timing Evaluation Routine
For Capacity and Level of Service Analysis Using HCM 2000 Control Delay Existing Traffic with Existing Lane Geometrics
Bake Pkwy at Towne Centre Dr Lake Forest AM Peak Hour Parameter Values (using default set 'Webster')
Parameter
Duration of Peak Period (min)
Lost Time (sec)
Vehicle Length (feet)
Other Default
15 2
20 Min. Time Parameter
Min. Time (Left Turns, sec)
Min/Ped Time (Thrus, sec)
Other
Varies
Default
10 Varies
Sat. Flow Parameter
Sat Flow (1 Left lane, vphg)
Sat Flow (2 Left lanes, vphg)
Sat Flow (1 Thru lane, vphg)
Sat Flow (1 Right lane, vphg)
Other Default
1800
3500
1900
1800
Input Values
Eastbound Westbound Northbound Southbound
Movement Times
Movement 1: 15 secs
Movement 2: 3 secs
Movement 3: 69 secs
Movement 4: 15 secs
Movement 5: 38 secs
Movement 6: 0 secs
# of Lanes (#, S, P)
Unadjusted Volume
Peak Hour Factor (PHF)
Min/Ped Time Override (sec)
Progression Adj. Factor (PAF)
*L*
X
X
2 205
1.00 15
1.00 T
X
X
2 374
1.00 34
1.00 R
X
X
S
93 1.00
34 -
L
X
2 10
1.00 15
1.00 *T*
X
2 870
1.00 34
1.00 R
X
S
87 1.00
34 -
*L*
X
1 81
1.00 15
1.00 *T*
X
2 116
1.00 38
1.00 R
X
S
11 1.00
38 -
L
X
1 10
1.00 15
1.00 T
X
1 63
1.00 38
1.00 R
X
X
X
1 117
1.00 38
1.00 Output
Peak Hour Volume (vph)
Saturation Flow (vph)
X or Volume/Capacity
Effective Green (sec)
Split Time (sec)
Min. Time or Ped. Time (sec)
Delay - 15 min pk (sec/veh)
Level of Service (LOS)
Average 'Q' (veh/ln)
Design 'Q'-ft/ln (1.5*Qavg)
Do Vehicles Clear?
***
205
3500
0.51 16
18 15
63 E
4 120
YES
374
3800
0.25 70
72 34
20 C+
5 160
YES
93 Shrd
-
-
-
-
-
-
-
-
-
10 3500
0.03 13
15 15
58 E+
1 40
YES
***
870
3800
0.53 67
69 34
27 C
10 300
YES
87 Shrd
-
-
-
-
-
-
-
-
-
***
81 1800
0.48 13
15 15
70 E
3 100
YES
***
116
3800
0.13 36
38 38
40 D
2 60
YES
11 Shrd
-
-
-
-
-
-
-
-
-
10 1800
0.06 13
15 15
59 E+
1 40
YES
63 1900
0.13 36
38 38
40 D
2 60
YES
117
1800
0.17 54
56 38
29 C
3 100
YES
Summary of Results
Whole Intersection Critical Movements
Weighted Average Delay (seconds) =
Level of Service - LOS =
33 C-
Weighted Average Delay (seconds) =
Level of Service - LOS =
Intersection Capacity Utilization - ICU =
36 D+
0.41 Predetermined Cycle Length is 140 sec
Min./Ped. Times Satisfied
Analysis Based on User Selected Splits
Version 3.0.9963 Bake Pkwy at Towne Centre Dr.w - Scenario 1: Bake Pkwy at Towne Centre Dr, AM Peak Hour 4/4/2018 Item: 11
489
WEBSTER
WEbster Based Signal Timing Evaluation Routine
For Capacity and Level of Service Analysis Using HCM 2000 Control Delay Existing Traffic with Existing Lane Geometrics
Bake Pkwy at Towne Centre Dr Lake Forest PM Peak Hour Parameter Values (using default set 'Webster')
Parameter
Duration of Peak Period (min)
Lost Time (sec)
Vehicle Length (feet)
Other Default
15 2
20 Min. Time Parameter
Min. Time (Left Turns, sec)
Min/Ped Time (Thrus, sec)
Other
Varies
Default
10 Varies
Sat. Flow Parameter
Sat Flow (1 Left lane, vphg)
Sat Flow (2 Left lanes, vphg)
Sat Flow (1 Thru lane, vphg)
Sat Flow (1 Right lane, vphg)
Other Default
1800
3500
1900
1800
Input Values
Eastbound Westbound Northbound Southbound
Movement Times
Movement 1: 15 secs
Movement 2: 26 secs
Movement 3: 46 secs
Movement 4: 15 secs
Movement 5: 38 secs
Movement 6: 0 secs
# of Lanes (#, S, P)
Unadjusted Volume
Peak Hour Factor (PHF)
Min/Ped Time Override (sec)
Progression Adj. Factor (PAF)
L
X
X
2 381
1.00 15
1.00 *T*
X
X
2 865
1.00 34
1.00 R
X
X
S
154
1.00 34
-
*L*
X
2 36
1.00 15
1.00 T
X
2 458
1.00 34
1.00 R
X
S
101
1.00 34
-
*L*
X
1 107
1.00 15
1.00 T
X
2 183
1.00 38
1.00 R
X
S
42 1.00
38 -
L
X
1 80
1.00 15
1.00 *T*
X
1 217
1.00 38
1.00 R
X
X
X
1 411
1.00 38
1.00 Output
Peak Hour Volume (vph)
Saturation Flow (vph)
X or Volume/Capacity
Effective Green (sec)
Split Time (sec)
Min. Time or Ped. Time (sec)
Delay - 15 min pk (sec/veh)
Level of Service (LOS)
Average 'Q' (veh/ln)
Design 'Q'-ft/ln (1.5*Qavg)
Do Vehicles Clear?
381
3500
0.39 39
41 15
42 D
5 160
YES
***
865
3800
0.54 70
72 34
25 C
10 300
YES
154
Shrd
-
-
-
-
-
-
-
-
-
***
36 3500
0.11 13
15 15
59 E+
1 40
YES
458
3800
0.47 44
46 34
40 D+
7 220
YES
101
Shrd
-
-
-
-
-
-
-
-
-
***
107
1800
0.64 13
15 15
79 E-
4 120
YES
183
3800
0.23 36
38 38
42 D
3 100
YES
42 Shrd
-
-
-
-
-
-
-
-
-
80 1800
0.48 13
15 15
70 E
3 100
YES
***
217
1900
0.44 36
38 38
47 D
6 180
YES
411
1800
0.42 77
79 38
20 B
7 220
YES
Summary of Results
Whole Intersection Critical Movements
Weighted Average Delay (seconds) =
Level of Service - LOS =
36 D+
Weighted Average Delay (seconds) =
Level of Service - LOS =
Intersection Capacity Utilization - ICU =
34 C-
0.48 Predetermined Cycle Length is 140 sec
Min./Ped. Times Satisfied
Analysis Based on User Selected Splits
Version 3.0.9963 Bake Pkwy at Towne Centre Dr.w - Scenario 2: Bake Pkwy at Towne Centre Dr, PM Peak Hour 4/4/2018 Item: 11
490
WEBSTER
WEbster Based Signal Timing Evaluation Routine
For Capacity and Level of Service Analysis Using HCM 2000 Control Delay Proposed N/S PPLT
Bake Pkwy at Towne Centre Dr Lake Forest AM Peak Hour Parameter Values (using default set 'Webster')
Parameter
Duration of Peak Period (min)
Lost Time (sec)
Vehicle Length (feet)
Other Default
15 2
20 Min. Time Parameter
Min. Time (Left Turns, sec)
Min/Ped Time (Thrus, sec)
Other
Varies
Default
10 Varies
Sat. Flow Parameter
Sat Flow (1 Left lane, vphg)
Sat Flow (2 Left lanes, vphg)
Sat Flow (1 Thru lane, vphg)
Sat Flow (1 Right lane, vphg)
Other Default
1800
3500
1900
1800
Input Values
Eastbound Westbound Northbound Southbound
Movement Times
Movement 1: 15 secs
Movement 2: 3 secs
Movement 3: 72 secs
Movement 4: 12 secs
Movement 5: 38 secs
Movement 6: 0 secs
# of Lanes (#, S, P)
Unadjusted Volume
Peak Hour Factor (PHF)
Min/Ped Time Override (sec)
Permissive Veh/Cycle
Progression Adj. Factor (PAF)
*L*
X
X
2 205
1.00 15
1.00 T
X
X
2 374
1.00 34
1.00 R
X
X
S
93 1.00
34 -
L
X
2 10
1.00 15
1.00 *T*
X
2 870
1.00 34
1.00 R
X
S
87 1.00
34 -
*L*
X
P
81 1.00
12 2
P/P
*T*
X
2 116
1.00 38
1.00 R
X
S
11 1.00
38 -
L
X
P
10 1.00
12 2
P/P
T
X
1 63
1.00 38
1.00 R
X
X
X
1 117
1.00 38
1.00 Output
Peak Hour Volume (vph)
Saturation Flow (vph)
X or Volume/Capacity
Effective Green (sec)
Split Time (sec)
Min. Time or Ped. Time (sec)
Delay - 15 min pk (sec/veh)
Level of Service (LOS)
Average 'Q' (veh/ln)
Design 'Q'-ft/ln (1.5*Qavg)
Do Vehicles Clear?
***
205
3500
0.51 16
18 15
63 E
4 120
YES
374
3800
0.24 73
75 34
19 B
4 120
YES
93 Shrd
-
-
-
-
-
-
-
-
-
10 3500
0.03 13
15 15
58 E+
1 40
YES
***
870
3800
0.50 70
72 34
24 C+
9 280
YES
87 Shrd
-
-
-
-
-
-
-
-
-
***
81 P/P
0.23 10
12 12
24 C+
1 40
YES
***
116
3800
0.13 36
38 38
40 D
2 60
YES
11 Shrd
-
-
-
-
-
-
-
-
-
10 P/P
0.02 10
12 12
6 A
1 40
YES
63 1900
0.13 36
38 38
40 D
2 60
YES
117
1800
0.17 54
56 38
29 C
3 100
YES
Summary of Results
Whole Intersection Critical Movements
Weighted Average Delay (seconds) =
Level of Service - LOS =
29 C
Weighted Average Delay (seconds) =
Level of Service - LOS =
Intersection Capacity Utilization - ICU =
32 C-
0.38 Predetermined Cycle Length is 140 sec
Min./Ped. Times Satisfied
Analysis Based on User Selected Splits
Version 3.0.9963 Bake Pkwy at Towne Centre Dr.w - Scenario 3: Bake Pkwy at Towne Centre Dr, AM Peak Hour 4/4/2018 Item: 11
491
WEBSTER
WEbster Based Signal Timing Evaluation Routine
For Capacity and Level of Service Analysis Using HCM 2000 Control Delay Proposed N/S PPLT
Bake Pkwy at Towne Centre Dr Lake Forest PM Peak Hour Parameter Values (using default set 'Webster')
Parameter
Duration of Peak Period (min)
Lost Time (sec)
Vehicle Length (feet)
Other Default
15 2
20 Min. Time Parameter
Min. Time (Left Turns, sec)
Min/Ped Time (Thrus, sec)
Other
Varies
Default
10 Varies
Sat. Flow Parameter
Sat Flow (1 Left lane, vphg)
Sat Flow (2 Left lanes, vphg)
Sat Flow (1 Thru lane, vphg)
Sat Flow (1 Right lane, vphg)
Other Default
1800
3500
1900
1800
Input Values
Eastbound Westbound Northbound Southbound
Movement Times
Movement 1: 15 secs
Movement 2: 28 secs
Movement 3: 47 secs
Movement 4: 12 secs
Movement 5: 38 secs
Movement 6: 0 secs
# of Lanes (#, S, P)
Unadjusted Volume
Peak Hour Factor (PHF)
Min/Ped Time Override (sec)
Permissive Veh/Cycle
Progression Adj. Factor (PAF)
L
X
X
2 381
1.00 15
1.00 *T*
X
X
2 865
1.00 34
1.00 R
X
X
S
154
1.00 34
-
*L*
X
2 36
1.00 15
1.00 T
X
2 458
1.00 34
1.00 R
X
S
101
1.00 34
-
*L*
X
P
107
1.00 12
2 P/P
T
X
2 183
1.00 38
1.00 R
X
S
42 1.00
38 -
L
X
P
80 1.00
12 2
P/P
*T*
X
1 217
1.00 38
1.00 R
X
X
X
1 411
1.00 38
1.00 Output
Peak Hour Volume (vph)
Saturation Flow (vph)
X or Volume/Capacity
Effective Green (sec)
Split Time (sec)
Min. Time or Ped. Time (sec)
Delay - 15 min pk (sec/veh)
Level of Service (LOS)
Average 'Q' (veh/ln)
Design 'Q'-ft/ln (1.5*Qavg)
Do Vehicles Clear?
381
3500
0.37 41
43 15
40 D
5 160
YES
***
865
3800
0.51 73
75 34
23 C+
9 280
YES
154
Shrd
-
-
-
-
-
-
-
-
-
***
36 3500
0.11 13
15 15
59 E+
1 40
YES
458
3800
0.46 45
47 34
39 D+
7 220
YES
101
Shrd
-
-
-
-
-
-
-
-
-
***
107
P/P
0.43 10
12 12
38 D+
2 60
YES
183
3800
0.23 36
38 38
42 D
3 100
YES
42 Shrd
-
-
-
-
-
-
-
-
-
80 P/P
0.22 10
12 12
23 C+
1 40
YES
***
217
1900
0.44 36
38 38
47 D
6 180
YES
411
1800
0.40 79
81 38
18 B
7 220
YES
Summary of Results
Whole Intersection Critical Movements
Weighted Average Delay (seconds) =
Level of Service - LOS =
32 C-
Weighted Average Delay (seconds) =
Level of Service - LOS =
Intersection Capacity Utilization - ICU =
29 C
0.45 Predetermined Cycle Length is 140 sec
Min./Ped. Times Satisfied
Analysis Based on User Selected Splits
Version 3.0.9963 Bake Pkwy at Towne Centre Dr.w - Scenario 4: Bake Pkwy at Towne Centre Dr, PM Peak Hour 4/4/2018 Item: 11
492
Lake Forest Drive at Towne Centre Drive
Item: 11
493
WEBSTER
WEbster Based Signal Timing Evaluation Routine
For Capacity and Level of Service Analysis Using HCM 2000 Control Delay Existing Traffic with Existing Lane Geometrics
Lake Forest Dr at Towne Centre Dr Lake Forest AM Peak Hour Parameter Values (using default set 'Webster')
Parameter
Duration of Peak Period (min)
Lost Time (sec)
Vehicle Length (feet)
Other Default
15 2
20 Min. Time Parameter
Min. Time (Left Turns, sec)
Min/Ped Time (Thrus, sec)
Other
Varies
Default
10 Varies
Sat. Flow Parameter
Sat Flow (1 Left lane, vphg)
Sat Flow (2 Left lanes, vphg)
Sat Flow (1 Thru lane, vphg)
Sat Flow (1 Right lane, vphg)
Other Default
1800
3500
1900
1800
Input Values
Eastbound Westbound Northbound Southbound
Movement Times
Movement 1: 12 secs
Movement 2: 3 secs
Movement 3: 33 secs
Movement 4: 12 secs
Movement 5: 3 secs
Movement 6: 37 secs
# of Lanes (#, S, P)
Unadjusted Volume
Peak Hour Factor (PHF)
Min/Ped Time Override (sec)
Progression Adj. Factor (PAF)
*L*
X
X
2 131
1.00 12
1.00 T
X
X
2 321
1.00 32
1.00 R
X
X
S
194
1.00 32
-
L
X
2 10
1.00 12
1.00 *T*
X
2 436
1.00 32
1.00 R
X
S
31 1.00
32 -
*L*
X
X
1 53
1.00 12
1.00 T
X
X
2 58
1.00 35
1.00 R
X
X
S
10 1.00
35 -
L
X
1 10
1.00 12
1.00 *T*
X
1 92
1.00 35
1.00 R
X
1 66
1.00 35
1.00 Output
Peak Hour Volume (vph)
Saturation Flow (vph)
X or Volume/Capacity
Effective Green (sec)
Split Time (sec)
Min. Time or Ped. Time (sec)
Delay - 15 min pk (sec/veh)
Level of Service (LOS)
Average 'Q' (veh/ln)
Design 'Q'-ft/ln (1.5*Qavg)
Do Vehicles Clear?
***
131
3500
0.29 13
15 12
41 D
2 60
YES
321
3800
0.40 34
36 32
26 C
5 160
YES
194
Shrd
-
-
-
-
-
-
-
-
-
10 3500
0.03 10
12 12
41 D
1 40
YES
***
436
3800
0.40 31
33 32
28 C
4 120
YES
31 Shrd
-
-
-
-
-
-
-
-
-
***
53 1800
0.23 13
15 12
41 D
1 40
YES
58 3800
0.05 38
40 35
20 B
1 40
YES
10 Shrd
-
-
-
-
-
-
-
-
-
10 1800
0.06 10
12 12
41 D
1 40
YES
***
92 1900
0.14 35
37 35
23 C+
2 60
YES
66 1800
0.10 35
37 35
22 C+
1 40
YES
Summary of Results
Whole Intersection Critical Movements
Weighted Average Delay (seconds) =
Level of Service - LOS =
29 C
Weighted Average Delay (seconds) =
Level of Service - LOS =
Intersection Capacity Utilization - ICU =
31 C-
0.26 Predetermined Cycle Length is 100 sec
Min./Ped. Times Satisfied
Analysis Based on User Selected Splits
Version 3.0.9963 Lake Forest Dr at Towne Centre - Scenario 1: Lake Forest Dr at Towne Centre Dr, AM Peak Hour 4/4/2018 Item: 11
494
WEBSTER
WEbster Based Signal Timing Evaluation Routine
For Capacity and Level of Service Analysis Using HCM 2000 Control Delay Existing Traffic with Existing Lane Geometrics
Lake Forest Dr at Towne Centre Dr Lake Forest PM Peak Hour Parameter Values (using default set 'Webster')
Parameter
Duration of Peak Period (min)
Lost Time (sec)
Vehicle Length (feet)
Other Default
15 2
20 Min. Time Parameter
Min. Time (Left Turns, sec)
Min/Ped Time (Thrus, sec)
Other
Varies
Default
10 Varies
Sat. Flow Parameter
Sat Flow (1 Left lane, vphg)
Sat Flow (2 Left lanes, vphg)
Sat Flow (1 Thru lane, vphg)
Sat Flow (1 Right lane, vphg)
Other Default
1800
3500
1900
1800
Input Values
Eastbound Westbound Northbound Southbound
Movement Times
Movement 1: 12 secs
Movement 2: 1 secs
Movement 3: 32 secs
Movement 4: 12 secs
Movement 5: 8 secs
Movement 6: 35 secs
# of Lanes (#, S, P)
Unadjusted Volume
Peak Hour Factor (PHF)
Min/Ped Time Override (sec)
Progression Adj. Factor (PAF)
*L*
X
X
2 219
1.00 12
1.00 T
X
X
2 442
1.00 32
1.00 R
X
X
S
82 1.00
32 -
L
X
2 10
1.00 12
1.00 *T*
X
2 495
1.00 32
1.00 R
X
S
19 1.00
32 -
*L*
X
X
1 188
1.00 12
1.00 T
X
X
2 102
1.00 35
1.00 R
X
X
S
10 1.00
35 -
L
X
1 15
1.00 12
1.00 T
X
1 201
1.00 35
1.00 *R*
X
1 240
1.00 35
1.00 Output
Peak Hour Volume (vph)
Saturation Flow (vph)
X or Volume/Capacity
Effective Green (sec)
Split Time (sec)
Min. Time or Ped. Time (sec)
Delay - 15 min pk (sec/veh)
Level of Service (LOS)
Average 'Q' (veh/ln)
Design 'Q'-ft/ln (1.5*Qavg)
Do Vehicles Clear?
***
219
3500
0.57 11
13 12
48 D
3 100
YES
442
3800
0.44 31
33 32
29 C
5 160
YES
82 Shrd
-
-
-
-
-
-
-
-
-
10 3500
0.03 10
12 12
41 D
1 40
YES
***
495
3800
0.45 30
32 32
30 C
5 160
YES
19 Shrd
-
-
-
-
-
-
-
-
-
***
188
1800
0.58 18
20 12
45 D
4 120
YES
102
3800
0.07 41
43 35
18 B
1 40
YES
10 Shrd
-
-
-
-
-
-
-
-
-
15 1800
0.08 10
12 12
42 D
1 40
YES
201
1900
0.32 33
35 35
26 C
4 120
YES
***
240
1800
0.40 33
35 35
28 C
4 120
YES
Summary of Results
Whole Intersection Critical Movements
Weighted Average Delay (seconds) =
Level of Service - LOS =
32 C-
Weighted Average Delay (seconds) =
Level of Service - LOS =
Intersection Capacity Utilization - ICU =
36 D+
0.47 Predetermined Cycle Length is 100 sec
Min./Ped. Times Satisfied
Analysis Based on User Selected Splits
Version 3.0.9963 Lake Forest Dr at Towne Centre - Scenario 2: Lake Forest Dr at Towne Centre Dr, PM Peak Hour 4/4/2018 Item: 11
495
WEBSTER
WEbster Based Signal Timing Evaluation Routine
For Capacity and Level of Service Analysis Using HCM 2000 Control Delay Proposed N/S PPLT
Lake Forest Dr at Towne Centre Dr Lake Forest AM Peak Hour Parameter Values (using default set 'Webster')
Parameter
Duration of Peak Period (min)
Lost Time (sec)
Vehicle Length (feet)
Other Default
15 2
20 Min. Time Parameter
Min. Time (Left Turns, sec)
Min/Ped Time (Thrus, sec)
Other
Varies
Default
10 Varies
Sat. Flow Parameter
Sat Flow (1 Left lane, vphg)
Sat Flow (2 Left lanes, vphg)
Sat Flow (1 Thru lane, vphg)
Sat Flow (1 Right lane, vphg)
Other Default
1800
3500
1900
1800
Input Values
Eastbound Westbound Northbound Southbound
Movement Times
Movement 1: 12 secs
Movement 2: 3 secs
Movement 3: 40 secs
Movement 4: 8 secs
Movement 5: 0 secs
Movement 6: 37 secs
# of Lanes (#, S, P)
Unadjusted Volume
Peak Hour Factor (PHF)
Min/Ped Time Override (sec)
Permissive Veh/Cycle
Progression Adj. Factor (PAF)
*L*
X
X
2 131
1.00 12
1.00 T
X
X
2 321
1.00 32
1.00 R
X
X
S
194
1.00 32
-
L
X
2 10
1.00 12
1.00 *T*
X
2 436
1.00 32
1.00 R
X
S
31 1.00
32 -
*L*
X
X
P
53 1.00
8 2
P/P
T
X
X
2 58
1.00 35
1.00 R
X
X
S
10 1.00
35 -
L
X
P
10 1.00
8 2
P/P
*T*
X
1 92
1.00 35
1.00 R
X
1 66
1.00 35
1.00 Output
Peak Hour Volume (vph)
Saturation Flow (vph)
X or Volume/Capacity
Effective Green (sec)
Split Time (sec)
Min. Time or Ped. Time (sec)
Delay - 15 min pk (sec/veh)
Level of Service (LOS)
Average 'Q' (veh/ln)
Design 'Q'-ft/ln (1.5*Qavg)
Do Vehicles Clear?
***
131
3500
0.29 13
15 12
41 D
2 60
YES
321
3800
0.33 41
43 32
21 C+
4 120
YES
194
Shrd
-
-
-
-
-
-
-
-
-
10 3500
0.03 10
12 12
41 D
1 40
YES
***
436
3800
0.32 38
40 32
23 C+
4 120
YES
31 Shrd
-
-
-
-
-
-
-
-
-
***
53 P/P
0.15 6
8 8
5 A
1 40
YES
58 3800
0.05 35
37 35
22 C+
1 40
YES
10 Shrd
-
-
-
-
-
-
-
-
-
10 P/P
0.03 6
8 8
5 A
1 40
YES
***
92 1900
0.14 35
37 35
23 C+
2 60
YES
66 1800
0.10 35
37 35
22 C+
1 40
YES
Summary of Results
Whole Intersection Critical Movements
Weighted Average Delay (seconds) =
Level of Service - LOS =
23 C+
Weighted Average Delay (seconds) =
Level of Service - LOS =
Intersection Capacity Utilization - ICU =
25 C+
0.24 Predetermined Cycle Length is 100 sec
Min./Ped. Times Satisfied
Analysis Based on User Selected Splits
Version 3.0.9963 Lake Forest Dr at Towne Centre - Scenario 3: Lake Forest Dr at Towne Centre Dr, AM Peak Hour 4/4/2018 Item: 11
496
WEBSTER
WEbster Based Signal Timing Evaluation Routine
For Capacity and Level of Service Analysis Using HCM 2000 Control Delay Proposed N/S PPLT
Lake Forest Dr at Towne Centre Dr Lake Forest PM Peak Hour Parameter Values (using default set 'Webster')
Parameter
Duration of Peak Period (min)
Lost Time (sec)
Vehicle Length (feet)
Other Default
15 2
20 Min. Time Parameter
Min. Time (Left Turns, sec)
Min/Ped Time (Thrus, sec)
Other
Varies
Default
10 Varies
Sat. Flow Parameter
Sat Flow (1 Left lane, vphg)
Sat Flow (2 Left lanes, vphg)
Sat Flow (1 Thru lane, vphg)
Sat Flow (1 Right lane, vphg)
Other Default
1800
3500
1900
1800
Input Values
Eastbound Westbound Northbound Southbound
Movement Times
Movement 1: 12 secs
Movement 2: 4 secs
Movement 3: 32 secs
Movement 4: 8 secs
Movement 5: 8 secs
Movement 6: 36 secs
# of Lanes (#, S, P)
Unadjusted Volume
Peak Hour Factor (PHF)
Min/Ped Time Override (sec)
Permissive Veh/Cycle
Progression Adj. Factor (PAF)
*L*
X
X
2 219
1.00 12
1.00 T
X
X
2 442
1.00 32
1.00 R
X
X
S
82 1.00
32 -
L
X
2 10
1.00 12
1.00 *T*
X
2 495
1.00 32
1.00 R
X
S
19 1.00
32 -
*L*
X
X
P
188
1.00 8
2 P/P
T
X
X
2 102
1.00 35
1.00 R
X
X
S
10 1.00
35 -
L
X
P
15 1.00
8 2
P/P
T
X
1 201
1.00 35
1.00 *R*
X
1 240
1.00 35
1.00 Output
Peak Hour Volume (vph)
Saturation Flow (vph)
X or Volume/Capacity
Effective Green (sec)
Split Time (sec)
Min. Time or Ped. Time (sec)
Delay - 15 min pk (sec/veh)
Level of Service (LOS)
Average 'Q' (veh/ln)
Design 'Q'-ft/ln (1.5*Qavg)
Do Vehicles Clear?
***
219
3500
0.45 14
16 12
42 D
3 100
YES
442
3800
0.41 34
36 32
26 C
5 160
YES
82 Shrd
-
-
-
-
-
-
-
-
-
10 3500
0.03 10
12 12
41 D
1 40
YES
***
495
3800
0.45 30
32 32
30 C
5 160
YES
19 Shrd
-
-
-
-
-
-
-
-
-
***
188
P/P
0.46 14
16 8
28 C
3 100
YES
102
3800
0.07 42
44 35
17 B
1 40
YES
10 Shrd
-
-
-
-
-
-
-
-
-
15 P/P
0.04 6
8 8
5 A
1 40
YES
201
1900
0.31 34
36 35
26 C
4 120
YES
***
240
1800
0.39 34
36 35
27 C
4 120
YES
Summary of Results
Whole Intersection Critical Movements
Weighted Average Delay (seconds) =
Level of Service - LOS =
29 C
Weighted Average Delay (seconds) =
Level of Service - LOS =
Intersection Capacity Utilization - ICU =
32 C-
0.43 Predetermined Cycle Length is 100 sec
Min./Ped. Times Satisfied
Analysis Based on User Selected Splits
Version 3.0.9963 Lake Forest Dr at Towne Centre - Scenario 4: Lake Forest Dr at Towne Centre Dr, PM Peak Hour 4/4/2018 Item: 11
497
APPENDIX F
Delay Savings Calculations for
Recommended Protected/Permissive
Left-Turn Phasing Conversions
Item: 11
498
Vol Sec
Saved Vol Sec
Saved Vol Sec
Saved
In
Hours
In
Dollars
In
Hours
In
Dollars 2018 Lifecycle 2018 Lifecycle
1 Rockfield Blvd at Centre Dr 1,320 5.0 2,060 4.0 423 1.1 11.44 143 $ 3,294 41,177 $ 612,611 $ 71,000 $ 41,177 $ 612,611 $ 0.58 8.63 2 Alton Pkwy at Monarch Blvd 2,700 4.0 2,480 3.0 648 0.9 13.33 167 $ 3,840 48,002 $ 714,154 $ 167,000 $ 48,002 $ 714,154 $ 0.29 4.28 3 Alton Pkwy at Catalina 2,700 4.0 2,480 4.0 648 1.0 15.53 194 $ 4,472 55,896 $ 831,591 $ 171,000 $ 55,896 $ 831,591 $ 0.33 4.86 4 Towne Centre Dr at Market Pl 1,018 13.0 1,254 8.0 284 2.6 17.15 214 $ 4,939 61,733 $ 918,428 $ 154,000 $ 61,733 $ 918,428 $ 0.40 5.96 5 Bake Pkwy at Towne Centre Dr 2,037 4.0 3,035 4.0 634 1.0 15.88 198 $ 4,572 57,154 $ 850,307 $ 85,000 $ 57,154 $ 850,307 $ 0.67 10.00 6 Lake Forest Dr at Towne Centre Dr 1,412 6.0 2,023 3.0 429 1.1 10.68 134 $ 3,076 38,454 $ 572,103 $ 85,000 $ 38,454 $ 572,103 $ 0.45 6.73 TOTAL PPLT PHASING CONVERSIONS 84 1,050$ 24,193 302,417$ 4,499,195$ 733,000$ 302,417$ 4,499,195$ 0.41 6.14 Assumptions:
Vehicle-Hour Value /vehicle-hour
Auto Occupancy Rate persons/vehicle
Operating Days (weekdays) 250 days/year at full benefit Operating Days (weekends & Holidays) 115 days/year at reduced ben efit AM Peak Duration 2 hours
PM Peak Duration 3 hours
Off-Peak Duration 7 hours
Project Life Cycle 20.00 years
Discount Rate 3.0%
$12.50
1.00 Appendix F: Delay Savings Calculations for Recommended PPLT Locations No. Intersection Name Off‐PeakAM Peak Hour PM Peak Hour Total Daily Savings Annual Savings Lifecycle
Benefits
Benefit Calculation Benefit / Cost Analysis
Project Benefit
Estimated
Cost
B/C Ratios
Item: 11
499
APPENDIX G
Weekday 12-Hour Pedestrian Counts at
El Toro Road at Toledo Way
Item: 11
500
DATE: LOCATION: PROJECT #: SC1775
Tue, May 22, 18 NORTH & SOUTH: LOCATION #: 1
EAST & WEST: CONTROL: SIGNAL
NOTES: AM ▲
PM N
MD ◄ W E ►
OTHER S
OTHER ▼
N SIDE S SIDE E SIDE W SIDE TOTAL
7:00 AM 1 0 0 1 2
7:15 AM 0 1 0 0 1
7:30 AM 4 3 3 2 12
7:45 AM 0 0 2 5 7
8:00 AM 1 0 0 0 1
8:15 AM 0 0 0 0 0
8:30 AM 0 0 0 0 0
8:45 AM 0 1 0 0 1
9:00 AM 0 0 0 0 0
9:15 AM 0 0 0 0 0
9:30 AM 0 0 1 0 1
9:45 AM 0 1 1 0 2
TOTAL 6 6 7 8 27
10:00 AM 1 0 0 0 1
10:15 AM 0 0 0 0 0
10:30 AM 0 0 0 0 0
10:45 AM 1 0 0 0 1
11:00 AM 0 0 0 3 3
11:15 AM 1 0 0 0 1
11:30 AM 0 1 0 0 1
11:45 AM 0 0 0 0 0
12:00 PM 1 1 0 0 2
12:15 PM 0 0 0 0 0
12:30 PM 0 0 0 0 0
12:45 PM 0 3 3 0 6
TOTAL 4 5 3 3 15
N SIDE S SIDE E SIDE W SIDE TOTAL
1:00 PM 0 1 0 0 1
1:15 PM 0 0 0 0 0
1:30 PM 1 1 1 0 3
1:45 PM 0 1 0 0 1
2:00 PM 0 1 0 3 4
2:15 PM 0 0 2 3 5
2:30 PM 0 0 0 0 0
2:45 PM 1 1 1 1 4
3:00 PM 0 2 3 0 5
3:15 PM 9 5 3 4 21
3:30 PM 2 2 1 1 6
3:45 PM 0 1 0 1 2
TOTAL 13 15 11 13 52
4:00 PM 1 1 0 1 3
4:15 PM 2 1 1 0 4
4:30 PM 0 0 0 0 0
4:45 PM 0 3 0 0 3
5:00 PM 1 0 0 0 1
5:15 PM 0 0 0 0 0
5:30 PM 1 2 2 0 5
5:45 PM 0 1 0 1 2
6:00 PM 0 2 0 1 3
6:15 PM 1 0 0 1 2
6:30 PM 1 1 0 0 2
6:45 PM 0 2 1 0 3
TOTAL 7 13 4 4 28
PEDESTRIANS MOVEMENT COUNTS
PREPARED BY: AimTD LLC. tel: 714 253 7888 [email protected] Lake Forest
Toledo
El Toro
PEDESTRIAN CROSSINGS
PMPM AM
PEDESTRIAN CROSSINGS
AM
Item: 11
501
APPENDIX H
Intersection Level of Service Analysis for
Possible Candidate
“Special Improvement”
Intersections
Item: 11
502
Muirlands Boulevard at Aspan Street
Item: 11
503
WEBSTER
WEbster Based Signal Timing Evaluation Routine
For Capacity and Level of Service Analysis Using HCM 2000 Control Delay Existing Traffic with Existing Lane Geometrics
Muirlands Blvd at Aspan St Lake forest AM Peak Hour Parameter Values (using default set 'Webster')
Parameter
Duration of Peak Period (min)
Lost Time (sec)
Vehicle Length (feet)
Other Default
15 2
20 Min. Time Parameter
Min. Time (Left Turns, sec)
Min/Ped Time (Thrus, sec)
Other
Varies
Default
10 Varies
Sat. Flow Parameter
Sat Flow (1 Left lane, vphg)
Sat Flow (2 Left lanes, vphg)
Sat Flow (1 Thru lane, vphg)
Sat Flow (1 Right lane, vphg)
Other Default
1800
3500
1900
1800
Input Values
Eastbound Westbound Northbound Southbound
Movement Times
Movement 1: 15 secs
Movement 2: 25 secs
Movement 3: 15 secs
Movement 4: 55 secs
Movement 5: 30 secs
Movement 6: 0 secs
# of Lanes (#, S, P)
Unadjusted Volume
Peak Hour Factor (PHF)
Min/Ped Time Override (sec)
Progression Adj. Factor (PAF)
L
X
S
62 1.00
37 -
*T*
X
1 10
1.00 37
1.00 R
X
1 36
1.00 37
1.00 L
X
S
22 1.00
15 -
*T*
X
1 31
1.00 15
1.00 R
X
S
39 1.00
15 -
L
X
X
1 134
1.00 15
1.00 *T*
X
X
2 777
1.00 30
1.00 R
X
X
S
10 1.00
30 -
*L*
X
1 10
1.00 15
1.00 T
X
2 146
1.00 30
1.00 R
X
S
79 1.00
30 -
Output
Peak Hour Volume (vph)
Saturation Flow (vph)
X or Volume/Capacity
Effective Green (sec)
Split Time (sec)
Min. Time or Ped. Time (sec)
Delay - 15 min pk (sec/veh)
Level of Service (LOS)
Average 'Q' (veh/ln)
Design 'Q'-ft/ln (1.5*Qavg)
Do Vehicles Clear?
62 Shrd
-
-
-
-
-
-
-
-
-
***
10 1900
0.23 23
25 37
53 D-
2 60
YES
36 1800
0.12 23
25 37
51 D-
1 40
YES
22 Shrd
-
-
-
-
-
-
-
-
-
***
31 1900
0.52 13
15 15
71 E
3 100
YES
39 Shrd
-
-
-
-
-
-
-
-
-
134
1800
0.15 68
70 15
20 C+
3 100
YES
***
777
3800
0.35 83
85 30
15 B
6 180
YES
10 Shrd
-
-
-
-
-
-
-
-
-
***
10 1800
0.06 13
15 15
59 E+
1 40
YES
146
3800
0.30 28
30 30
49 D
4 120
YES
79 Shrd
-
-
-
-
-
-
-
-
-
Summary of Results
Whole Intersection Critical Movements
Weighted Average Delay (seconds) =
Level of Service - LOS =
29 C
Weighted Average Delay (seconds) =
Level of Service - LOS =
Intersection Capacity Utilization - ICU =
24 C+
0.32 Predetermined Cycle Length is 140 sec
Min./Ped. Times May Not Be Satisfied
Analysis Based on User Selected Splits
Version 3.0.9963 Muirlands Blvd at Aspan St.wxd - Scenario 1: Muirlands Blvd at Aspan St, AM Peak Hour 7/24/2018 Item: 11
504
WEBSTER
WEbster Based Signal Timing Evaluation Routine
For Capacity and Level of Service Analysis Using HCM 2000 Control Delay Existing Traffic with Existing Lane Geometrics
Muirlands Blvd at Aspan St Lake forest PM Peak Hour Parameter Values (using default set 'Webster')
Parameter
Duration of Peak Period (min)
Lost Time (sec)
Vehicle Length (feet)
Other Default
15 2
20 Min. Time Parameter
Min. Time (Left Turns, sec)
Min/Ped Time (Thrus, sec)
Other
Varies
Default
10 Varies
Sat. Flow Parameter
Sat Flow (1 Left lane, vphg)
Sat Flow (2 Left lanes, vphg)
Sat Flow (1 Thru lane, vphg)
Sat Flow (1 Right lane, vphg)
Other Default
1800
3500
1900
1800
Input Values
Eastbound Westbound Northbound Southbound
Movement Times
Movement 1: 15 secs
Movement 2: 25 secs
Movement 3: 15 secs
Movement 4: 85 secs
Movement 5: 0 secs
Movement 6: 0 secs
# of Lanes (#, S, P)
Unadjusted Volume
Peak Hour Factor (PHF)
Min/Ped Time Override (sec)
Progression Adj. Factor (PAF)
L
X
S
82 1.00
37 -
T
X
1 18
1.00 37
1.00 *R*
X
1 164
1.00 37
1.00 L
X
S
22 1.00
15 -
*T*
X
1 10
1.00 15
1.00 R
X
S
12 1.00
15 -
*L*
X
1 52
1.00 10
1.00 T
X
2 207
1.00 30
1.00 R
X
S
41 1.00
30 -
L
X
1 44
1.00 10
1.00 *T*
X
2 1117
1.00 30
1.00 R
X
S
115
1.00 30
-
Output
Peak Hour Volume (vph)
Saturation Flow (vph)
X or Volume/Capacity
Effective Green (sec)
Split Time (sec)
Min. Time or Ped. Time (sec)
Delay - 15 min pk (sec/veh)
Level of Service (LOS)
Average 'Q' (veh/ln)
Design 'Q'-ft/ln (1.5*Qavg)
Do Vehicles Clear?
82 Shrd
-
-
-
-
-
-
-
-
-
18 1900
0.32 23
25 37
54 D-
3 100
YES
***
164
1800
0.55 23
25 37
61 E
5 160
YES
22 Shrd
-
-
-
-
-
-
-
-
-
***
10 1900
0.25 13
15 15
62 E
2 60
YES
12 Shrd
-
-
-
-
-
-
-
-
-
***
52 1800
0.31 13
15 10
64 E
2 60
YES
207
3800
0.11 83
85 30
13 B
2 60
YES
41 Shrd
-
-
-
-
-
-
-
-
-
44 1800
0.26 13
15 10
63 E
2 60
YES
***
1117
3800
0.55 83
85 30
18 B
10 300
YES
115
Shrd
-
-
-
-
-
-
-
-
-
Summary of Results
Whole Intersection Critical Movements
Weighted Average Delay (seconds) =
Level of Service - LOS =
27 C
Weighted Average Delay (seconds) =
Level of Service - LOS =
Intersection Capacity Utilization - ICU =
26 C
0.50 Predetermined Cycle Length is 140 sec
Min./Ped. Times May Not Be Satisfied
Analysis Based on User Selected Splits
Version 3.0.9963 Muirlands Blvd at Aspan St.wxd - Scenario 2: Muirlands Blvd at Aspan St, PM Peak Hour 7/24/2018 Item: 11
505
WEBSTER
WEbster Based Signal Timing Evaluation Routine
For Capacity and Level of Service Analysis Using HCM 2000 Control Delay Proposed E/W Ped Share
Muirlands Blvd at Aspan St Lake forest AM Peak Hour Parameter Values (using default set 'Webster')
Parameter
Duration of Peak Period (min)
Lost Time (sec)
Vehicle Length (feet)
Other Default
15 2
20 Min. Time Parameter
Min. Time (Left Turns, sec)
Min/Ped Time (Thrus, sec)
Other
Varies
Default
10 Varies
Sat. Flow Parameter
Sat Flow (1 Left lane, vphg)
Sat Flow (2 Left lanes, vphg)
Sat Flow (1 Thru lane, vphg)
Sat Flow (1 Right lane, vphg)
Other Default
1800
3500
1900
1800
Input Values
Eastbound Westbound Northbound Southbound
Movement Times
Movement 1: 22 secs
Movement 2: 15 secs
Movement 3: 15 secs
Movement 4: 58 secs
Movement 5: 30 secs
Movement 6: 0 secs
# of Lanes (#, S, P)
Unadjusted Volume
Peak Hour Factor (PHF)
Min/Ped Time Override (sec)
Progression Adj. Factor (PAF)
L
X
S
62 1.00
22 -
*T*
X
1 10
1.00 22
1.00 R
X
1 36
1.00 22
1.00 L
X
S
22 1.00
15 -
*T*
X
1 31
1.00 15
1.00 R
X
S
39 1.00
15 -
L
X
X
1 134
1.00 10
1.00 *T*
X
X
2 777
1.00 30
1.00 R
X
X
S
10 1.00
30 -
*L*
X
1 10
1.00 10
1.00 T
X
2 146
1.00 30
1.00 R
X
S
79 1.00
30 -
Output
Peak Hour Volume (vph)
Saturation Flow (vph)
X or Volume/Capacity
Effective Green (sec)
Split Time (sec)
Min. Time or Ped. Time (sec)
Delay - 15 min pk (sec/veh)
Level of Service (LOS)
Average 'Q' (veh/ln)
Design 'Q'-ft/ln (1.5*Qavg)
Do Vehicles Clear?
62 Shrd
-
-
-
-
-
-
-
-
-
***
10 1900
0.27 20
22 22
56 E+
2 60
YES
36 1800
0.14 20
22 22
54 D-
1 40
YES
22 Shrd
-
-
-
-
-
-
-
-
-
***
31 1900
0.52 13
15 15
71 E
3 100
YES
39 Shrd
-
-
-
-
-
-
-
-
-
134
1800
0.15 71
73 10
19 B
3 100
YES
***
777
3800
0.34 86
88 30
14 B
6 180
YES
10 Shrd
-
-
-
-
-
-
-
-
-
***
10 1800
0.06 13
15 10
59 E+
1 40
YES
146
3800
0.30 28
30 30
49 D
4 120
YES
79 Shrd
-
-
-
-
-
-
-
-
-
Summary of Results
Whole Intersection Critical Movements
Weighted Average Delay (seconds) =
Level of Service - LOS =
28 C
Weighted Average Delay (seconds) =
Level of Service - LOS =
Intersection Capacity Utilization - ICU =
23 C+
0.32 Predetermined Cycle Length is 140 sec
Min./Ped. Times Satisfied
Analysis Based on User Selected Splits
Version 3.0.9963 Muirlands Blvd at Aspan St.wxd - Scenario 3: Muirlands Blvd at Aspan St, AM Peak Hour 4/4/2018 Item: 11
506
WEBSTER
WEbster Based Signal Timing Evaluation Routine
For Capacity and Level of Service Analysis Using HCM 2000 Control Delay Proposed E/W Ped Share
Muirlands Blvd at Aspan St Lake forest PM Peak Hour Parameter Values (using default set 'Webster')
Parameter
Duration of Peak Period (min)
Lost Time (sec)
Vehicle Length (feet)
Other Default
15 2
20 Min. Time Parameter
Min. Time (Left Turns, sec)
Min/Ped Time (Thrus, sec)
Other
Varies
Default
10 Varies
Sat. Flow Parameter
Sat Flow (1 Left lane, vphg)
Sat Flow (2 Left lanes, vphg)
Sat Flow (1 Thru lane, vphg)
Sat Flow (1 Right lane, vphg)
Other Default
1800
3500
1900
1800
Input Values
Eastbound Westbound Northbound Southbound
Movement Times
Movement 1: 22 secs
Movement 2: 15 secs
Movement 3: 15 secs
Movement 4: 88 secs
Movement 5: 0 secs
Movement 6: 0 secs
# of Lanes (#, S, P)
Unadjusted Volume
Peak Hour Factor (PHF)
Min/Ped Time Override (sec)
Progression Adj. Factor (PAF)
L
X
S
82 1.00
22 -
T
X
1 18
1.00 22
1.00 *R*
X
1 164
1.00 22
1.00 L
X
S
22 1.00
15 -
*T*
X
1 10
1.00 15
1.00 R
X
S
12 1.00
15 -
*L*
X
1 52
1.00 10
1.00 T
X
2 207
1.00 30
1.00 R
X
S
41 1.00
30 -
L
X
1 44
1.00 10
1.00 *T*
X
2 1117
1.00 30
1.00 R
X
S
115
1.00 30
-
Output
Peak Hour Volume (vph)
Saturation Flow (vph)
X or Volume/Capacity
Effective Green (sec)
Split Time (sec)
Min. Time or Ped. Time (sec)
Delay - 15 min pk (sec/veh)
Level of Service (LOS)
Average 'Q' (veh/ln)
Design 'Q'-ft/ln (1.5*Qavg)
Do Vehicles Clear?
82 Shrd
-
-
-
-
-
-
-
-
-
18 1900
0.37 20
22 22
58 E+
3 100
YES
***
164
1800
0.64 20
22 22
68 E
6 180
YES
22 Shrd
-
-
-
-
-
-
-
-
-
***
10 1900
0.25 13
15 15
62 E
2 60
YES
12 Shrd
-
-
-
-
-
-
-
-
-
***
52 1800
0.31 13
15 10
64 E
2 60
YES
207
3800
0.11 86
88 30
11 B
2 60
YES
41 Shrd
-
-
-
-
-
-
-
-
-
44 1800
0.26 13
15 10
63 E
2 60
YES
***
1117
3800
0.53 86
88 30
16 B
9 280
YES
115
Shrd
-
-
-
-
-
-
-
-
-
Summary of Results
Whole Intersection Critical Movements
Weighted Average Delay (seconds) =
Level of Service - LOS =
26 C
Weighted Average Delay (seconds) =
Level of Service - LOS =
Intersection Capacity Utilization - ICU =
25 C+
0.50 Predetermined Cycle Length is 140 sec
Min./Ped. Times Satisfied
Analysis Based on User Selected Splits
Version 3.0.9963 Muirlands Blvd at Aspan St.wxd - Scenario 4: Muirlands Blvd at Aspan St, PM Peak Hour 4/4/2018 Item: 11
507
El Toro Road at Toledo Way
Item: 11
508
WEBSTER
WEbster Based Signal Timing Evaluation Routine
For Capacity and Level of Service Analysis Using HCM 2000 Control Delay Existing Traffic with Existing Lane Geometrics
El Toro Rd at Toledo Way Lake Forest AM Peak Hour Parameter Values (using default set 'Webster')
Parameter
Duration of Peak Period (min)
Lost Time (sec)
Vehicle Length (feet)
Other Default
15 2
20 Min. Time Parameter
Min. Time (Left Turns, sec)
Min/Ped Time (Thrus, sec)
Other
Varies
Default
10 Varies
Sat. Flow Parameter
Sat Flow (1 Left lane, vphg)
Sat Flow (2 Left lanes, vphg)
Sat Flow (1 Thru lane, vphg)
Sat Flow (1 Right lane, vphg)
Other Default
1800
3500
1900
1800
Input Values
Eastbound Westbound Northbound Southbound
Movement Times
Movement 1: 17 secs
Movement 2: 59 secs
Movement 3: 21 secs
Movement 4: 43 secs
Movement 5: 0 secs
Movement 6: 0 secs
# of Lanes (#, S, P)
Unadjusted Volume
Peak Hour Factor (PHF)
Min/Ped Time Override (sec)
Progression Adj. Factor (PAF)
*L*
X
1 184
1.00 10
1.00 T
X
3 1075
1.00 30
1.00 R
X
S
10 1.00
30 -
L
X
1 10
1.00 10
1.00 *T*
X
3 2066
1.00 30
1.00 R
X
S
326
1.00 30
-
L
X
S
42 1.00
43 -
*T*
X
1 35
1.00 43
1.00 R
X
S
10 1.00
43 -
L
X
S
100
1.00 43
-
T
X
2 10
1.00 43
1.00 *R*
X
1 289
1.00 43
1.00 Output
Peak Hour Volume (vph)
Saturation Flow (vph)
X or Volume/Capacity
Effective Green (sec)
Split Time (sec)
Min. Time or Ped. Time (sec)
Delay - 15 min pk (sec/veh)
Level of Service (LOS)
Average 'Q' (veh/ln)
Design 'Q'-ft/ln (1.5*Qavg)
Do Vehicles Clear?
***
184
1800
0.95 15
17 10
116
F
7 220
NO
1075
5700
0.47 57
59 30
31 C-
8 240
YES
10 Shrd
-
-
-
-
-
-
-
-
-
10 1800
0.05 15
17 10
57 E+
1 40
YES
***
2066
5700
1.03 57
59 30
69 E
20 600
NO
326
Shrd
-
-
-
-
-
-
-
-
-
42 Shrd
-
-
-
-
-
-
-
-
-
***
35 1900
0.34 19
21 43
58 E+
3 100
YES
10 Shrd
-
-
-
-
-
-
-
-
-
100
Shrd
-
-
-
-
-
-
-
-
-
10 3800
0.10 41
43 43
36 D+
2 60
YES
***
289
1800
0.55 41
43 43
46 D
8 240
YES
Summary of Results
Whole Intersection Critical Movements
Weighted Average Delay (seconds) =
Level of Service - LOS =
59 E+
Weighted Average Delay (seconds) =
Level of Service - LOS =
Intersection Capacity Utilization - ICU =
70 E
0.77 Predetermined Cycle Length is 140 sec
Min./Ped. Times May Not Be Satisfied
Analysis Based on User Selected Splits
Version 3.0.9963 El Toro Rd at Toledo Way.wxd - Scenario 1: El Toro Rd at Toledo Way, AM Peak Hour 7/24/2018 Item: 11
509
WEBSTER
WEbster Based Signal Timing Evaluation Routine
For Capacity and Level of Service Analysis Using HCM 2000 Control Delay Existing Traffic with Existing Lane Geometrics
El Toro Rd at Toledo Way Lake Forest PM Peak Hour Parameter Values (using default set 'Webster')
Parameter
Duration of Peak Period (min)
Lost Time (sec)
Vehicle Length (feet)
Other Default
15 2
20 Min. Time Parameter
Min. Time (Left Turns, sec)
Min/Ped Time (Thrus, sec)
Other
Varies
Default
10 Varies
Sat. Flow Parameter
Sat Flow (1 Left lane, vphg)
Sat Flow (2 Left lanes, vphg)
Sat Flow (1 Thru lane, vphg)
Sat Flow (1 Right lane, vphg)
Other Default
1800
3500
1900
1800
Input Values
Eastbound Westbound Northbound Southbound
Movement Times
Movement 1: 15 secs
Movement 2: 58 secs
Movement 3: 24 secs
Movement 4: 43 secs
Movement 5: 0 secs
Movement 6: 0 secs
# of Lanes (#, S, P)
Unadjusted Volume
Peak Hour Factor (PHF)
Min/Ped Time Override (sec)
Progression Adj. Factor (PAF)
*L*
X
1 61
1.00 15
1.00 *T*
X
3 1567
1.00 30
1.00 R
X
S
16 1.00
30 -
L
X
1 10
1.00 15
1.00 T
X
3 1415
1.00 30
1.00 R
X
S
62 1.00
30 -
L
X
S
23 1.00
43 -
*T*
X
1 12
1.00 43
1.00 R
X
S
10 1.00
43 -
L
X
S
179
1.00 43
-
T
X
2 25
1.00 43
1.00 *R*
X
1 108
1.00 43
1.00 Output
Peak Hour Volume (vph)
Saturation Flow (vph)
X or Volume/Capacity
Effective Green (sec)
Split Time (sec)
Min. Time or Ped. Time (sec)
Delay - 15 min pk (sec/veh)
Level of Service (LOS)
Average 'Q' (veh/ln)
Design 'Q'-ft/ln (1.5*Qavg)
Do Vehicles Clear?
***
61 1800
0.36 13
15 15
66 E
2 60
YES
***
1567
5700
0.69 56
58 30
37 D+
12 360
YES
16 Shrd
-
-
-
-
-
-
-
-
-
10 1800
0.06 13
15 15
59 E+
1 40
YES
1415
5700
0.65 56
58 30
35 D+
11 340
YES
62 Shrd
-
-
-
-
-
-
-
-
-
23 Shrd
-
-
-
-
-
-
-
-
-
***
12 1900
0.15 22
24 43
52 D-
1 40
YES
10 Shrd
-
-
-
-
-
-
-
-
-
179
Shrd
-
-
-
-
-
-
-
-
-
25 3800
0.18 41
43 43
37 D+
3 100
YES
***
108
1800
0.20 41
43 43
38 D+
3 100
YES
Summary of Results
Whole Intersection Critical Movements
Weighted Average Delay (seconds) =
Level of Service - LOS =
38 D+
Weighted Average Delay (seconds) =
Level of Service - LOS =
Intersection Capacity Utilization - ICU =
39 D+
0.42 Predetermined Cycle Length is 140 sec
Min./Ped. Times May Not Be Satisfied
Analysis Based on User Selected Splits
Version 3.0.9963 El Toro Rd at Toledo Way.wxd - Scenario 2: El Toro Rd at Toledo Way, PM Peak Hour 7/24/2018 Item: 11
510
WEBSTER
WEbster Based Signal Timing Evaluation Routine
For Capacity and Level of Service Analysis Using HCM 2000 Control Delay Proposed N/S Split Phase Ped Share
El Toro Rd at Toledo Way Lake Forest AM Peak Hour Parameter Values (using default set 'Webster')
Parameter
Duration of Peak Period (min)
Lost Time (sec)
Vehicle Length (feet)
Other Default
15 2
20 Min. Time Parameter
Min. Time (Left Turns, sec)
Min/Ped Time (Thrus, sec)
Other
Varies
Default
10 Varies
Sat. Flow Parameter
Sat Flow (1 Left lane, vphg)
Sat Flow (2 Left lanes, vphg)
Sat Flow (1 Thru lane, vphg)
Sat Flow (1 Right lane, vphg)
Other Default
1800
3500
1900
1800
Input Values
Eastbound Westbound Northbound Southbound
Movement Times
Movement 1: 20 secs
Movement 2: 75 secs
Movement 3: 15 secs
Movement 4: 30 secs
Movement 5: 0 secs
Movement 6: 0 secs
# of Lanes (#, S, P)
Unadjusted Volume
Peak Hour Factor (PHF)
Min/Ped Time Override (sec)
Progression Adj. Factor (PAF)
*L*
X
1 184
1.00 10
1.00 T
X
3 1075
1.00 30
1.00 R
X
S
10 1.00
30 -
L
X
1 10
1.00 10
1.00 *T*
X
3 2066
1.00 30
1.00 R
X
S
326
1.00 30
-
L
X
S
42 1.00
15 -
*T*
X
1 35
1.00 15
1.00 R
X
S
10 1.00
15 -
L
X
S
100
1.00 28
-
T
X
2 10
1.00 28
1.00 *R*
X
1 289
1.00 28
1.00 Output
Peak Hour Volume (vph)
Saturation Flow (vph)
X or Volume/Capacity
Effective Green (sec)
Split Time (sec)
Min. Time or Ped. Time (sec)
Delay - 15 min pk (sec/veh)
Level of Service (LOS)
Average 'Q' (veh/ln)
Design 'Q'-ft/ln (1.5*Qavg)
Do Vehicles Clear?
***
184
1800
0.80 18
20 10
83 F
7 220
YES
1075
5700
0.37 73
75 30
20 C+
7 220
YES
10 Shrd
-
-
-
-
-
-
-
-
-
10 1800
0.04 18
20 10
54 D-
1 40
YES
***
2066
5700
0.80 73
75 30
30 C-
15 460
YES
326
Shrd
-
-
-
-
-
-
-
-
-
42 Shrd
-
-
-
-
-
-
-
-
-
***
35 1900
0.49 13
15 15
70 E
3 100
YES
10 Shrd
-
-
-
-
-
-
-
-
-
100
Shrd
-
-
-
-
-
-
-
-
-
10 3800
0.14 28
30 28
47 D
2 60
YES
***
289
1800
0.80 28
30 28
70 E
9 280
YES
Summary of Results
Whole Intersection Critical Movements
Weighted Average Delay (seconds) =
Level of Service - LOS =
34 C-
Weighted Average Delay (seconds) =
Level of Service - LOS =
Intersection Capacity Utilization - ICU =
39 D+
0.77 Predetermined Cycle Length is 140 sec
Min./Ped. Times Satisfied
Analysis Based on User Selected Splits
Notes: Remove East Leg Crosswalk
Version 3.0.9963 El Toro Rd at Toledo Way.wxd - Scenario 3: El Toro Rd at Toledo Way, AM Peak Hour 4/4/2018 Item: 11
511
WEBSTER
WEbster Based Signal Timing Evaluation Routine
For Capacity and Level of Service Analysis Using HCM 2000 Control Delay Proposed N/S Split Phase Ped Share
El Toro Rd at Toledo Way Lake Forest PM Peak Hour Parameter Values (using default set 'Webster')
Parameter
Duration of Peak Period (min)
Lost Time (sec)
Vehicle Length (feet)
Other Default
15 2
20 Min. Time Parameter
Min. Time (Left Turns, sec)
Min/Ped Time (Thrus, sec)
Other
Varies
Default
10 Varies
Sat. Flow Parameter
Sat Flow (1 Left lane, vphg)
Sat Flow (2 Left lanes, vphg)
Sat Flow (1 Thru lane, vphg)
Sat Flow (1 Right lane, vphg)
Other Default
1800
3500
1900
1800
Input Values
Eastbound Westbound Northbound Southbound
Movement Times
Movement 1: 15 secs
Movement 2: 82 secs
Movement 3: 15 secs
Movement 4: 28 secs
Movement 5: 0 secs
Movement 6: 0 secs
# of Lanes (#, S, P)
Unadjusted Volume
Peak Hour Factor (PHF)
Min/Ped Time Override (sec)
Progression Adj. Factor (PAF)
*L*
X
1 61
1.00 10
1.00 *T*
X
3 1567
1.00 30
1.00 R
X
S
16 1.00
30 -
L
X
1 10
1.00 10
1.00 T
X
3 1415
1.00 30
1.00 R
X
S
62 1.00
30 -
L
X
S
23 1.00
15 -
*T*
X
1 12
1.00 15
1.00 R
X
S
10 1.00
15 -
L
X
S
179
1.00 28
-
T
X
2 25
1.00 28
1.00 *R*
X
1 108
1.00 28
1.00 Output
Peak Hour Volume (vph)
Saturation Flow (vph)
X or Volume/Capacity
Effective Green (sec)
Split Time (sec)
Min. Time or Ped. Time (sec)
Delay - 15 min pk (sec/veh)
Level of Service (LOS)
Average 'Q' (veh/ln)
Design 'Q'-ft/ln (1.5*Qavg)
Do Vehicles Clear?
***
61 1800
0.36 13
15 10
66 E
2 60
YES
***
1567
5700
0.49 80
82 30
18 B
9 280
YES
16 Shrd
-
-
-
-
-
-
-
-
-
10 1800
0.06 13
15 10
59 E+
1 40
YES
1415
5700
0.45 80
82 30
18 B
8 240
YES
62 Shrd
-
-
-
-
-
-
-
-
-
23 Shrd
-
-
-
-
-
-
-
-
-
***
12 1900
0.26 13
15 15
62 E
2 60
YES
10 Shrd
-
-
-
-
-
-
-
-
-
179
Shrd
-
-
-
-
-
-
-
-
-
25 3800
0.29 26
28 28
50 D-
3 100
YES
***
108
1800
0.32 26
28 28
52 D-
3 100
YES
Summary of Results
Whole Intersection Critical Movements
Weighted Average Delay (seconds) =
Level of Service - LOS =
23 C+
Weighted Average Delay (seconds) =
Level of Service - LOS =
Intersection Capacity Utilization - ICU =
24 C+
0.42 Predetermined Cycle Length is 140 sec
Min./Ped. Times Satisfied
Analysis Based on User Selected Splits
Notes: Remove East Leg Crosswalk
Version 3.0.9963 El Toro Rd at Toledo Way.wxd - Scenario 4: El Toro Rd at Toledo Way, PM Peak Hour 4/4/2018 Item: 11
512
Lake Forest Drive at Dimension Drive
Item: 11
513
WEBSTER
WEbster Based Signal Timing Evaluation Routine
For Capacity and Level of Service Analysis Using HCM 2000 Control Delay Existing Traffic with Existing Lane Geometrics
Lake Forest Dr at Dimension Dr Lake forest AM Peak Hour Parameter Values (using default set 'Webster')
Parameter
Duration of Peak Period (min)
Lost Time (sec)
Vehicle Length (feet)
Other Default
15 2
20 Min. Time Parameter
Min. Time (Left Turns, sec)
Min/Ped Time (Thrus, sec)
Other
Varies
Default
10 Varies
Sat. Flow Parameter
Sat Flow (1 Left lane, vphg)
Sat Flow (2 Left lanes, vphg)
Sat Flow (1 Thru lane, vphg)
Sat Flow (1 Right lane, vphg)
Other Default
1800
3500
1900
1800
Input Values
Eastbound Westbound Northbound Southbound
Movement Times
Movement 1: 12 secs
Movement 2: 7 secs
Movement 3: 42 secs
Movement 4: 14 secs
Movement 5: 25 secs
Movement 6: 0 secs
# of Lanes (#, S, P)
Unadjusted Volume
Peak Hour Factor (PHF)
Min/Ped Time Override (sec)
Progression Adj. Factor (PAF)
*L*
X
X
1 203
1.00 12
1.00 T
X
X
2 763
1.00 27
1.00 R
X
X
S
10 1.00
27 -
L
X
1 17
1.00 12
1.00 *T*
X
2 534
1.00 36
1.00 R
X
S
469
1.00 36
-
L
X
S
10 1.00
14 -
*T*
X
1 10
1.00 14
1.00 R
X
S
10 1.00
14 -
L
X
S
169
1.00 34
-
*T*
X
2 10
1.00 34
1.00 R
X
1 67
1.00 34
1.00 Output
Peak Hour Volume (vph)
Saturation Flow (vph)
X or Volume/Capacity
Effective Green (sec)
Split Time (sec)
Min. Time or Ped. Time (sec)
Delay - 15 min pk (sec/veh)
Level of Service (LOS)
Average 'Q' (veh/ln)
Design 'Q'-ft/ln (1.5*Qavg)
Do Vehicles Clear?
***
203
1800
0.66 17
19 12
50 D
5 160
YES
763
3800
0.43 47
49 27
18 B
6 180
YES
10 Shrd
-
-
-
-
-
-
-
-
-
17 1800
0.09 10
12 12
42 D
1 40
YES
***
534
3800
0.66 40
42 36
27 C
8 240
YES
469
Shrd
-
-
-
-
-
-
-
-
-
8 Shrd
-
-
-
-
-
-
-
-
-
***
10 1900
0.14 12
14 14
41 D
1 40
YES
10 Shrd
-
-
-
-
-
-
-
-
-
169
Shrd
-
-
-
-
-
-
-
-
-
***
10 3800
0.20 23
25 34
32 C-
2 60
YES
67 1800
0.16 23
25 34
32 C-
1 40
YES
Summary of Results
Whole Intersection Critical Movements
Weighted Average Delay (seconds) =
Level of Service - LOS =
27 C
Weighted Average Delay (seconds) =
Level of Service - LOS =
Intersection Capacity Utilization - ICU =
31 C-
0.48 Predetermined Cycle Length is 100 sec
Min./Ped. Times May Not Be Satisfied
Analysis Based on User Selected Splits
Version 3.0.9963 Lake Forest Dr at Dimension Dr - Scenario 1: Lake Forest Dr at Dimension Dr, AM Peak Hour 7/24/2018 Item: 11
514
WEBSTER
WEbster Based Signal Timing Evaluation Routine
For Capacity and Level of Service Analysis Using HCM 2000 Control Delay Existing Traffic with Existing Lane Geometrics
Lake Forest Dr at Dimension Dr Lake forest PM Peak Hour Parameter Values (using default set 'Webster')
Parameter
Duration of Peak Period (min)
Lost Time (sec)
Vehicle Length (feet)
Other Default
15 2
20 Min. Time Parameter
Min. Time (Left Turns, sec)
Min/Ped Time (Thrus, sec)
Other
Varies
Default
10 Varies
Sat. Flow Parameter
Sat Flow (1 Left lane, vphg)
Sat Flow (2 Left lanes, vphg)
Sat Flow (1 Thru lane, vphg)
Sat Flow (1 Right lane, vphg)
Other Default
1800
3500
1900
1800
Input Values
Eastbound Westbound Northbound Southbound
Movement Times
Movement 1: 12 secs
Movement 2: 43 secs
Movement 3: 14 secs
Movement 4: 31 secs
Movement 5: 0 secs
Movement 6: 0 secs
# of Lanes (#, S, P)
Unadjusted Volume
Peak Hour Factor (PHF)
Min/Ped Time Override (sec)
Progression Adj. Factor (PAF)
*L*
X
1 105
1.00 10
1.00 T
X
2 792
1.00 27
1.00 R
X
S
19 1.00
27 -
L
X
1 37
1.00 10
1.00 *T*
X
2 892
1.00 36
1.00 R
X
S
184
1.00 36
-
L
X
S
32 1.00
14 -
*T*
X
1 10
1.00 14
1.00 R
X
S
19 1.00
14 -
L
X
S
675
1.00 34
-
*T*
X
2 27
1.00 34
1.00 R
X
1 210
1.00 34
1.00 Output
Peak Hour Volume (vph)
Saturation Flow (vph)
X or Volume/Capacity
Effective Green (sec)
Split Time (sec)
Min. Time or Ped. Time (sec)
Delay - 15 min pk (sec/veh)
Level of Service (LOS)
Average 'Q' (veh/ln)
Design 'Q'-ft/ln (1.5*Qavg)
Do Vehicles Clear?
***
105
1800
0.58 10
12 10
56 E+
3 100
YES
792
3800
0.52 41
43 27
23 C+
7 220
YES
19 Shrd
-
-
-
-
-
-
-
-
-
37 1800
0.21 10
12 10
44 D
1 40
YES
***
892
3800
0.69 41
43 36
27 C
9 280
YES
184
Shrd
-
-
-
-
-
-
-
-
-
32 Shrd
-
-
-
-
-
-
-
-
-
***
10 1900
0.27 12
14 14
43 D
1 40
YES
19 Shrd
-
-
-
-
-
-
-
-
-
675
Shrd
-
-
-
-
-
-
-
-
-
***
27 3800
0.64 29
31 34
34 C-
7 220
YES
210
1800
0.40 29
31 34
31 C-
4 120
YES
Summary of Results
Whole Intersection Critical Movements
Weighted Average Delay (seconds) =
Level of Service - LOS =
30 C
Weighted Average Delay (seconds) =
Level of Service - LOS =
Intersection Capacity Utilization - ICU =
32 C-
0.61 Predetermined Cycle Length is 100 sec
Min./Ped. Times May Not Be Satisfied
Analysis Based on User Selected Splits
Version 3.0.9963 Lake Forest Dr at Dimension Dr - Scenario 2: Lake Forest Dr at Dimension Dr, PM Peak Hour 7/25/2018 Item: 11
515
WEBSTER
WEbster Based Signal Timing Evaluation Routine
For Capacity and Level of Service Analysis Using HCM 2000 Control Delay Proposed N/S Split Phase Ped Share
Lake Forest Dr at Dimension Dr Lake forest AM Peak Hour Parameter Values (using default set 'Webster')
Parameter
Duration of Peak Period (min)
Lost Time (sec)
Vehicle Length (feet)
Other Default
15 2
20 Min. Time Parameter
Min. Time (Left Turns, sec)
Min/Ped Time (Thrus, sec)
Other
Varies
Default
10 Varies
Sat. Flow Parameter
Sat Flow (1 Left lane, vphg)
Sat Flow (2 Left lanes, vphg)
Sat Flow (1 Thru lane, vphg)
Sat Flow (1 Right lane, vphg)
Other Default
1800
3500
1900
1800
Input Values
Eastbound Westbound Northbound Southbound
Movement Times
Movement 1: 12 secs
Movement 2: 9 secs
Movement 3: 45 secs
Movement 4: 14 secs
Movement 5: 20 secs
Movement 6: 0 secs
# of Lanes (#, S, P)
Unadjusted Volume
Peak Hour Factor (PHF)
Min/Ped Time Override (sec)
Progression Adj. Factor (PAF)
*L*
X
X
1 203
1.00 12
1.00 T
X
X
2 763
1.00 27
1.00 R
X
X
S
10 1.00
27 -
L
X
1 17
1.00 12
1.00 *T*
X
2 534
1.00 36
1.00 R
X
S
469
1.00 36
-
L
X
S
10 1.00
14 -
*T*
X
1 10
1.00 14
1.00 R
X
S
10 1.00
14 -
L
X
S
169
1.00 20
-
*T*
X
2 10
1.00 20
1.00 R
X
1 67
1.00 20
1.00 Output
Peak Hour Volume (vph)
Saturation Flow (vph)
X or Volume/Capacity
Effective Green (sec)
Split Time (sec)
Min. Time or Ped. Time (sec)
Delay - 15 min pk (sec/veh)
Level of Service (LOS)
Average 'Q' (veh/ln)
Design 'Q'-ft/ln (1.5*Qavg)
Do Vehicles Clear?
***
203
1800
0.59 19
21 12
44 D
5 160
YES
763
3800
0.39 52
54 27
15 B
5 160
YES
10 Shrd
-
-
-
-
-
-
-
-
-
17 1800
0.09 10
12 12
42 D
1 40
YES
***
534
3800
0.61 43
45 36
24 C+
8 240
YES
469
Shrd
-
-
-
-
-
-
-
-
-
8 Shrd
-
-
-
-
-
-
-
-
-
***
10 1900
0.14 12
14 14
41 D
1 40
YES
10 Shrd
-
-
-
-
-
-
-
-
-
169
Shrd
-
-
-
-
-
-
-
-
-
***
10 3800
0.26 18
20 20
36 D+
2 60
YES
67 1800
0.21 18
20 20
36 D+
2 60
YES
Summary of Results
Whole Intersection Critical Movements
Weighted Average Delay (seconds) =
Level of Service - LOS =
25 C+
Weighted Average Delay (seconds) =
Level of Service - LOS =
Intersection Capacity Utilization - ICU =
29 C
0.48 Predetermined Cycle Length is 100 sec
Min./Ped. Times Satisfied
Analysis Based on User Selected Splits
Version 3.0.9963 Lake Forest Dr at Dimension Dr - Scenario 3: Lake Forest Dr at Dimension Dr, AM Peak Hour 4/25/2018 Item: 11
516
WEBSTER
WEbster Based Signal Timing Evaluation Routine
For Capacity and Level of Service Analysis Using HCM 2000 Control Delay Proposed N/S Split Phase Ped Share
Lake Forest Dr at Dimension Dr Lake forest PM Peak Hour Parameter Values (using default set 'Webster')
Parameter
Duration of Peak Period (min)
Lost Time (sec)
Vehicle Length (feet)
Other Default
15 2
20 Min. Time Parameter
Min. Time (Left Turns, sec)
Min/Ped Time (Thrus, sec)
Other
Varies
Default
10 Varies
Sat. Flow Parameter
Sat Flow (1 Left lane, vphg)
Sat Flow (2 Left lanes, vphg)
Sat Flow (1 Thru lane, vphg)
Sat Flow (1 Right lane, vphg)
Other Default
1800
3500
1900
1800
Input Values
Eastbound Westbound Northbound Southbound
Movement Times
Movement 1: 12 secs
Movement 2: 45 secs
Movement 3: 14 secs
Movement 4: 29 secs
Movement 5: 0 secs
Movement 6: 0 secs
# of Lanes (#, S, P)
Unadjusted Volume
Peak Hour Factor (PHF)
Min/Ped Time Override (sec)
Progression Adj. Factor (PAF)
*L*
X
1 105
1.00 12
1.00 T
X
2 792
1.00 27
1.00 R
X
S
19 1.00
27 -
L
X
1 37
1.00 12
1.00 *T*
X
2 892
1.00 36
1.00 R
X
S
184
1.00 36
-
L
X
S
32 1.00
14 -
*T*
X
1 10
1.00 14
1.00 R
X
S
19 1.00
14 -
L
X
S
675
1.00 20
-
*T*
X
2 27
1.00 20
1.00 R
X
1 210
1.00 20
1.00 Output
Peak Hour Volume (vph)
Saturation Flow (vph)
X or Volume/Capacity
Effective Green (sec)
Split Time (sec)
Min. Time or Ped. Time (sec)
Delay - 15 min pk (sec/veh)
Level of Service (LOS)
Average 'Q' (veh/ln)
Design 'Q'-ft/ln (1.5*Qavg)
Do Vehicles Clear?
***
105
1800
0.58 10
12 12
56 E+
3 100
YES
792
3800
0.50 43
45 27
22 C+
6 180
YES
19 Shrd
-
-
-
-
-
-
-
-
-
37 1800
0.21 10
12 12
44 D
1 40
YES
***
892
3800
0.66 43
45 36
25 C+
9 280
YES
184
Shrd
-
-
-
-
-
-
-
-
-
32 Shrd
-
-
-
-
-
-
-
-
-
***
10 1900
0.27 12
14 14
43 D
1 40
YES
19 Shrd
-
-
-
-
-
-
-
-
-
675
Shrd
-
-
-
-
-
-
-
-
-
***
27 3800
0.68 27
29 20
36 D+
7 220
YES
210
1800
0.43 27
29 20
33 C-
4 120
YES
Summary of Results
Whole Intersection Critical Movements
Weighted Average Delay (seconds) =
Level of Service - LOS =
29 C
Weighted Average Delay (seconds) =
Level of Service - LOS =
Intersection Capacity Utilization - ICU =
32 C-
0.61 Predetermined Cycle Length is 100 sec
Min./Ped. Times Satisfied
Analysis Based on User Selected Splits
Version 3.0.9963 Lake Forest Dr at Dimension Dr - Scenario 4: Lake Forest Dr at Dimension Dr, PM Peak Hour 7/24/2018 Item: 11
517
CITY COUNCIL AGENDA REPORT
MEETING DATE: 4/7/2026
DEPARTMENT: City Manager
SUBJECT:
STRATEGIC PLAN QUARTERLY UPDATE
RECOMMENDED ACTION(S):
Receive and file.
EXECUTIVE SUMMARY:
On June 3, 2025, the City Council approved the City’s Strategic Plan covering Fiscal Years 2025-26 through 2031-32 (“Strategic Plan”). The Strategic Plan includes major goals established by the City Council and a series of initiatives that facilitate progress towards each goal. The Strategic Plan’s Implementation Matrix includes 60 initiatives (Attachment 1). Each initiative has been assigned to a lead department and includes a description of the funding source. The Strategic Plan is updated every two years in conjunction with the development of the City’s two-year operating budget.
Each quarter, the City Manager’s Office provides an update to the City Council summarizing the progress made on the Strategic Plan during the preceding three months. This is the third quarterly report submitted to the City Council since the adoption of the Strategic Plan. Since the Strategic Plan’s inception on June 3, 2025, the City has either started completed or made substantial progress on 56 of the initiatives in the Implementation Matrix. 11 of the 60 initiatives have been completed. A complete progress report for Year 1, Quarter 3 of the Strategic Plan is provided as Attachment 2.
BACKGROUND:
The City’s Strategic Plan was approved on June 3, 2025. The Strategic Plan was developed through a comprehensive public engagement process that included residents, each commission, and the City Council. The Strategic Plan includes three major goals:
Goal A – Our City is well-planned, attractive, and safe.
Item: 12
518
Goal B – Our connected City is engaged, informed, and technologically current.
Goal C – Our healthy City government is sustainable and well-run with committed people.
The Strategic Plan’s Implementation Matrix includes 60 initiatives that are assigned to one of the three goals. Each of these initiatives facilitate progress towards one of the goals.
DISCUSSION:
The City Manager’s Office actively manages the City’s Strategic Plan, receiving periodic reports from departments to assess the progress made towards plan goals. Since the Strategic Plan’s inception, the City has either started, completed, or made substantial progress on 56 of the initiatives in the Implementation Matrix. The overall progress made on the Strategic Plan is illustrated in Attachment 2. The City Manager’s Office has selected five Strategic Plan initiatives to highlight for this past quarter ending in March 2026 (Table 1).
Table 1: Year 1, Q3 Strategic Plan Quarterly Report
Initiative Description Update
Goal A: Our livable City is well-planned, attractive, and safe.
SP # 26 - Heroes Park
Field Renovations
Perform renovations at
sports fields at Heroes
Park, including irrigation,
baseball field
improvements, and
leveling. (25P10)
Improved baseball fields
by adding warning track,
fencing improvements,
and infield regrading to
improve playability of the
field and the enjoyment
of users.
SP # 27 - Neighborhood
Park Renovations,
Phase 4: Vintage Park
The project renovates
the aging park facilities
and adds additional
amenities based on
public input to improve
the quality of the park.
Project provided fencing
and field upgrades at
Vintage Park to improve
aesthetics and safety at
this neighborhood park.
SP # 35 - Equestrian
Center Lease Extension
Negotiate lease
extension for the
Equestrian Center
(expires August 2026) to
continue program
offerings and maintain
Lease extension has
been negotiated, and the
City Council approved
the new lease on March
3, 2026.
Item: 12
519
Initiative Description Update
strong relationships with
tenants.
SP # 37 - Park Security
Enhancements
Implement night and
weekend park patrols
with contract security
staff to improve park
security and safety.
Park Security contractor
selected and contract for
services awarded
February 3, 2026.
Services started Spring
2026.
Goal B: Our connected City is engaged, informed, and technologically current.
SP # 39 - New Lake
Forest Resident Packet
Welcome new Lake
Forest residents with a
Resident Packet
including the Leaflet and
Civic Center Information.
New Lake Forest
Resident Packet
designed and produced
with first batch released.
FISCAL IMPACT:
There is no fiscal impact associated with the recommended action.
ATTACHMENTS:
1. 2025-2032 Strategic Plan
2. Strategic Plan Progress Report: Year 1, Q3
Initiated By: Nidia Ruelas, Assistant to the City Manager Submitted By: Debra Rose, City Manager
Approved By: Debra Rose, City Manager
Item: 12
520
ATTACHMENT 1
Item: 12
521
City of Lake Forest
2025-2032 Strategic Business Plan
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TABLE OF CONTENTS
Strategic Business Plan: FY 2025-26 through FY 2031-2032 3 City of Lake Forest City Council 4
City Map 7
A Message from the City Manager 8
Executive Summary 9
Mission and Vision 10
Goals and Priority Areas 11
Goal A. Our livable city is well planned, attractive, and safe. 12 Goal B. Our connected city is informed, engaged, and technologically current. 14 Goal C. Our healthy city government is sustainable and well-run with committed people 16 Strategic Initiatives 18
Goal A 19
Priority Area 1: Well-planned 20
Priority Area 2: Attractive 33
Priority Area 3: Safe 49
Goal B 53
Priority Area 1: Informed 54
Priority Area 2: Engaged 60
Priority Area 3: Technologically Current 65
Goal C 70
Priority Area 1: Sustainable 71
Priority Area 2: Well-run 75
Priority Area 3: Committed People 80
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STRATEGIC BUSINESS PLAN: FY 2025-26
THROUGH FY 2031-2032
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MAYOR
Scott Voigts
District 3
MAYOR PRO TEM
Robert Pequeño
District 5
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COUNCIL MEMBER
Doug Cirbo
District 1
COUNCIL MEMBER
Mark Tettemer
District 4
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COUNCIL MEMBER
Benjamin Yu
District 2
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City Map
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A Message from the City Manager
On behalf of the Lake Forest City Council and City sta , it is my privilege to present the City of Lake Forest's Strategic Business Plan for Fiscal Years 2025-26 through 2031-32.
Thanks to the City Council's leadership, the plan establishes a clear mission and vision to guide Lake Forest over the next seven years.
The plan is focused on three clear long-range goals:
A livable city that is well-planned, attractive, and safe.
A city that is engaged, informed, and technologically
current.
A city government that is scally sustainable and well-run with committed sta .
Implementing this Strategic Plan enables the City to build on past e orts and respond e ectively to the needs of constituents well into the future.
Over the next seven years, new residential neighborhoods will be completed, and the City will transition from a developing community to a "maintenance city." This will require a continued focus on strategic investments in infrastructure and other municipal services that only the City can provide to ensure Lake Forest continues to be a beautiful and nancially sustainable community.
I want to thank you for your ongoing trust and support. We are proud to serve you!
Respectfully,
Debra Rose
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Executive Summary
The City of Lake Forest’s 2025–2027 Operating Budget and Strategic Business Plan lay out a comprehensive roadmap to guide city operations, investments, and services over the next two scal years, while setting the foundation for long-term priorities through 2032.
Developed under the leadership of the City Council and City Manager, the plan focuses on maintaining scal sustainability, enhancing community livability, and strengthening public engagement.
The Strategic Plan is structured around three overarching goals:
Goal A – A Livable City:
Lake Forest is committed to being well-planned, attractive, and safe. This goal includes major initiatives such as tra c congestion reduction, investment in infrastructure (e.g., the PAVE 77 pavement management strategy), neighborhood revitalization, and enhanced public safety e orts. Signi cant investment is being made in park renovations, aesthetic enhancements (e.g., city branding and street sign upgrades), and safety improvements through a new Tra c Management Center and emergency response infrastructure.
Goal B – A Connected City:
This goal focuses on fostering an informed and engaged community, supported by modern technology. Planned actions include the development of a Geographic Information System (GIS) Master Plan, improved communications through resident and business outreach, and enhanced public transparency using strategic planning software and nancial reporting. Programs such as “Lake Forest Flavors” and celebrations like “USA 250” aim to increase civic participation and local pride.
Goal C – A Healthy Government:
Lake Forest aims to ensure its city government remains scally sustainable and e ciently run. Key initiatives include the implementation of a Development Impact Fee program, improved contract and workforce management, and strategic e orts to recruit and retain skilled city sta . All of these are aimed at reinforcing the city's long-term nancial health and operational e ectiveness.
The plan is informed by comprehensive community satisfaction and employee surveys, which emphasize residents’ top priorities: public safety, infrastructure maintenance, tra c mitigation, park improvements, and increased access to city information and services.
Strategic initiatives are monitored quarterly, with 58% of them in the “upcoming” phase and none yet completed, re ecting a forward- looking planning stage as the city transitions from growth to maintenance.
Overall, this operating budget and strategic plan serve as a blueprint for enhancing Lake Forest’s quality of life through proactive governance, infrastructure investment, community engagement, and long-term nancial stewardship.
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Misson
To deliver innovative, high-quality
services to the community in a cost-
e ective manner.
Vision
To be a safe and scally stable city
that supports its community and high-
quality amenities.
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Goal A
Goal:
Our livable city is well-planned,
attractive, and safe.
Priority Areas:
1. Well-planned - Purposeful direction in land use
and transportation planning create a community
future generations will value.
2. Attractive - Investment and maintenance in
public facilities, infrastructure, and natural
resources enhances the visual character of the City
and supports quality neighborhoods.
3. Safe - Excellent public safety e orts maintain a
family friendly environment and high quality of life.
Goal B
Goal:
Our connected city is engaged,
informed, and technologically current.
Priority Areas:
1. Informed - Transparency about decision-making
and government performance cultivates public
trust.
2. Engaged - Outreach, creative events, and
programs inspire connection and participation
between residents, businesses, and City
government.
3. Technologically Current - Innovative
technologies provide an e cient means for the
public to remain engaged and access public
information.
Goal C
Goal:
Our healthy city government is
sustainable and well-run with
committed people.
Priority Areas:
1. Sustainable -Responsible nancial policies and
prudent decisions provide short-term scal
stability and long-term nancial health.
2. Well-run - Good governance and professional
management support the City's ability to serve the
needs of the community.
3. Committed People - Talented, ethical sta and
contractors are vital assets to our organization and
essential to e ective and e cient City operations.
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Goal A. Our livable city is well planned, attractive, and safe.
Well-planned
Purposeful direction in land use and transportation
planning create a community future generations
will value.
Attractive
Investment and maintenance in public facilities,
infrastructure, and natural resources enhance the
visual character of the City and support quality
neighborhoods.
Safe
Excellent public safety e orts maintain a family-
friendly environment and high quality of life.
*NOTE: The gures on this page re ect the progress towards Strategic Planning Initiatives that advance Goal A. These gures are updated on a quarterly basis. For further information on each individual initiative, including planned phases and anticipated timeframes for completion, please see the Strategic Initiatives Implementation Matrix section of the Strategic Plan.
Goal A Strategic Plan Initiatives
Progress
Substantial Progress 14 (36.84%)
Upcoming 13 (34.21%)
Started 10 (26.32%)
Preparing for Launch 1 (2.63%)
Complete (0.00%)
In Transition (0.00%)
Well-planned
Goal A, Priority Area 1 - Well-
planned
Substantial Progress 7
Upcoming 4
Started 4
Complete
Preparing for Launch
In Transition
Purposeful direction in land use and transportation planning create a community future generations will value.
a) Prioritize initiatives to reduce tra c congestion, improve mobility, and manage on-street parking.
b) Develop and implement initiatives that leverage changes in retail, shopping, and business preferences and integrate emerging technology.
c) Ensure that economic and housing initiatives provide opportunities for all residents.
d) Strategically accommodate mandates and leverage
opportunities at the State and Federal levels to ensure the highest level of local control, community involvement, and organizational e ectiveness.
e) Maintain business attraction services to bring new retail stores to the city.
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Attractive
Investment and maintenance in public facilities, infrastructure, and natural resources enhance the visual character of the City and support quality neighborhoods.
a) Enhance the City's overall visual character, maintain City assets, and proactively reinvest in southwest Lake Forest.
b) Consistently invest in the City's facilities.
c) Evaluate future options for the City's infrastructure and utility resources.
d) Provide civic and recreational opportunities appealing to community demographics.
Goal A, Priority Area 2 -
Attractive
Substantial Progress 7
Upcoming 6
Started 6
Preparing for Launch 1
Complete
In Transition
Safe
Goal A, Priority Area 3 - Safe
Upcoming 3
Complete
Substantial Progress
Started
Preparing for Launch
In Transition
Excellent public safety e orts maintain a family-friendly environment and high quality of life.
a) Maintain a low crime rate in a cost-e ective manner. b) Maintain public safety by engaging community members. c) Develop comprehensive emergency management strategies that prepare the City to respond e ectively to unpredictable events.
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Goal B. Our connected city is informed, engaged, and technologically current.
Informed
Transparency about decision-making and
government performance cultivates public trust.
Engaged
Outreach, creative events, and programs inspire
connection and participation between residents,
businesses, and City government.
Technologically Current
Innovative technologies provide an e cient means
for the public to remain engaged and access public
information.
*NOTE: The gures on this page re ect the progress towards Strategic Planning Initiatives that advance Goal B. These gures are updated on a quarterly basis. For further information on each individual initiative, including planned phases and anticipated timeframes for completion, please see the Strategic Initiatives Implementation Matrix section of the Strategic Plan.
Goal B Strategic Plan Initiatives
Progress
Upcoming 12 (92.31%)
Started 1 (7.69%)
Complete (0.00%)
Substantial Progress (0.00%)
Preparing for Launch (0.00%)
In Transition (0.00%)
Informed
Goal B, Priority Area 1 -
Informed
Upcoming 5
Complete
Substantial Progress
Started
Preparing for Launch
In Transition
Transparency about decision-making and government
performance cultivates public trust.
a) Maintain a communications and marketing strategy, including two-way communication that enhances community engagement. b) Invigorate civic life via special events and programs. c) Ensure that the City's decision-making process remains accessible to all residents.
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Engaged
Outreach, creative events, and programs inspire connection and participation between residents, businesses, and City
government.
a) Develop programs to expand access to City government. b) Involve the public in measuring the quality and e ectiveness in services delivered by the City.
Goal B, Priority Area 2 -
Engaged
Upcoming 4
Complete
Substantial Progress
Started
Preparing for Launch
In Transition
Technologically Current
Goal B, Priority Area 3 -
Technologically Current
Upcoming 3
Started 1
Complete
Substantial Progress
Preparing for Launch
In Transition
Innovative technologies provide an e cient means for the public to remain engaged and access public information.
a) Enhance e ciencies and services through technology.
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Goal C. Our healthy city government is sustainable and well-run with committed people.
Sustainable
Responsible nancial policies and prudent
decisions provide short-term scal stability and
long-term nancial health.
Well-run
Good governance and professional management
support the City's ability to serve the needs of the
community.
Committed People
Talented, ethical sta and contractors are vital
assets to our organization and essential to
e ective and e cient City operations.
*NOTE: The gures on this page re ect the progress towards Strategic Planning Initiatives that advance Goal C. These gures are updated on a quarterly basis. For further information on each individual initiative, including planned phases and anticipated timeframes for completion, please see the Strategic Initiatives Implementation Matrix section of the Strategic Plan.
Goal C Strategic Plan Initiatives
Progress
Upcoming 8 (100.00%)
Complete (0.00%)
Substantial Progress (0.00%)
Started (0.00%)
Preparing for Launch (0.00%)
In Transition (0.00%)
Sustainable
Goal C, Priority Area 1 -
Sustainable
Upcoming 2
Complete
Substantial Progress
Started
Preparing for Launch
In Transition
Responsible nancial policies and prudent decisions provide short-term scal stability and long-term nancial health. a) Continue to implement Financial Management and Budgetary Policy to maintain the nancial integrity of the City.
b) Operate according to policy on cost recovery.
c) Analyze major programs to identify potential cost savings and manage future costs.
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Well-run
Good governance and professional management support the City's ability to serve the needs of the community.
a) Continuously improve our e ectiveness in procuring and managing nancially sustainable contract services.
b) Implement modern workplace policies that cultivate an e ective, e cient workforce.
Goal C, Priority Area 2 - Well-
run
Upcoming 3
Complete
Substantial Progress
Started
Preparing for Launch
In Transition
Committed People
Goal C, Priority Area 3 -
Committed People
Upcoming 3
Complete
Substantial Progress
Started
Preparing for Launch
In Transition
Talented, ethical sta and contractors are vital assets to our organization and essential to e ective and e cient City operations.
a) Professionally develop and retain sta to match skills with organizational and community needs.
b) Continuously assess the optimal sta ng levels required to provide in-demand services to residents and businesses.
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Strategic Initiatives
The following pages contain the City's Strategic Initiatives under each Goal, Priority Area, and Strategy in the Strategic Plan. Each Initiative represents a project or program aimed at addressing the priorities of the City Council and residents, concerns and trends from the Community Satisfaction and Employee Surveys, and improvement measures coming from City departments.
Strategic Initiatives may have several phases or projects within one initiative and may span multiple years. All initiatives are led by a Lead Department and budgeted under a speci c Program. While budgeted amounts re ect research and preparation for the launch of each initiative, nal amounts may vary as a result of changes to the projects themselves and market trends impacting the costs of labor, materials, and consultant work.
Progress towards the completion of initiatives under each Goal and Priority Area is re ected through gures at the start of each section.
Overall progress for all Strategic Initatives is shown below. All progress gures are updated on a quarterly basis.
Strategic Plan Initiatives Overall Progress
Upcoming 33 (55.93%)
Substantial Progress 14 (23.73%)
Started 11 (18.64%)
Preparing for Launch 1 (1.69%)
Complete (0.00%)
In Transition (0.00%)
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Goal A
Our livable city is well-planned, attractive, and safe.
The cornerstone of a desirable community is its intentional transportation planning and land use, plan for growth, high-quality community amenities, and overall safety. Strategies and initiatives under this goal highlight major investments in community spaces and amenities, the City's infrastructure, and business environment. Lake Forest strives to be a community that blends a strong tradition of intentional planning and land use with a modern desire for high-quality services, recreational o erings, and community events.
Goal A Strategic Plan Initiatives
Progress
Substantial Progress 14 (36.84%)
Upcoming 13 (34.21%)
Started 10 (26.32%)
Preparing for Launch 1 (2.63%)
Complete (0.00%)
In Transition (0.00%)
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Goal A, Priority Area 1
Our livable city is well-planned, attractive, and safe.
Priority Area 1 - Well-planned: Purposeful direction in land use and transportation planning create a community future generations will value.
Goal A, Priority Area 1 - Well-planned
Substantial Progress 7
Upcoming 4
Started 4
Complete
Preparing for Launch
In Transition
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Goal A, Priority Area 1, Strategy (A)
Our livable city is well-planned, attractive, and safe.
Priority Area 1 - Well-planned: Purposeful direction in land use and transportation planning create a community future generations will value.
Strategy (A) Prioritize initiatives to reduce tra c congestion, improve mobility, and manage on-street parking.
Initiatives under Goal A, Priority Area 1, Strategy (A) are supported by ndings in the 2025 Community Satisfaction Survey (CSS).
Both residents (96.7%) and businesses (85%) that responded contend that maintaining local streets and roads is extremely or very important (CSS, p. 31, p. 38).
Reducing tra c congestionis another priority among residents (88.9%) and businesses (72.5%), with a majority of respondents marking it as extremely or very important (CSS, p. 31, p. 38).
From a public safety perspective, resident respondents expressed the importance of public safety action related to enforcing tra c laws and investigating incidents (CSS, p. 26).
94% of respondents consider maintaining a low crime rate as extremely or very important.
92.8% consider investigating criminal activity as extremely or very important.
68.4% consider enforcing tra c laws as extremely or very important.
Strategic Plan Initiative #1 addresses the Public Works service (maintaining local streets and roads) with the highest percentage of resident respondents ranking it as extremely or very important.
Strategic Plan Initiative #2 addresses reducing tra c congestion and would aid law enforcement e orts to deter crime, investigate tra c incidents and be able to respond appropriately, and ultimately keep street tra c moving safely and smoothly.
Strategic Plan Initiatives #3,4, 5, 6, 7, and 8 address reducing tra c congestion through various Capital Improvement Plan (CIP) projects that provide signal synchronization, tra c safety improvements, and accommodate tra c volume increases as a result of recent developments in the City.
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Initiatives A - 1(a)
SP # 1 - PAVE 77: Proactive Arterial Value Enhancements Maintain "Good" Pavement Condition (PCI of 77) of the City's Roads Construct pavement rehabilitation projects to repair and maintain the quality of the roads, focusing on maintaining residential and improving Arterial Pavement Condition Index (PCI) to a value of 77. Each project is detailed further in the Capital Improvement Plan (CIP) and the associated CIP project number is referenced for each project.
The PAVE 77 Plan would modify the City's existing pavement management strategy to provide additional rehabilitation and value to the City's arterial streets and conduct the slurry seal of neighborhood streets on a 10-year cycle. This program would preserve the PCI of both arterial and neighborhood streets at a 77, or "good" condition rating.
Maintaining good pavement condition is crucial for a city for several reasons: Well-maintained roads reduce vehicle wear and tear, saving residents and businesses on repair costs and minimizing accidents caused by potholes, cracks, and uneven surfaces. Well- maintained roads support e cient transportation for commuters, businesses, and emergency vehicles. This initiative would focus on maintaining an overall PCI of 77 for the network.
Phase 1 - FY 25/26: Zone D Slurry Seal (26S01A) & Bake Parkway Resurfacing (26S01B) Phase 2 - FY 26/27: Zone E1 Slurry Seal (27S01C) & Bake Parkway Resurfacing (27S01D) Phase 3 - FY 27/28 and Beyond: Determine and deploy the long-term pavement management and funding strategy for PAVE 77.
Both residents (96.7%) and businesses (85%) that responded contend that maintaining local streets and roads is extremely or very important (CSS, p. 31, p. 38).
(Project previously included in 2023-2030 Strategic Plan as SP #6) Lead Department: Public Works
Program: 940 Street Improvement Projects
Budget Impact: $8,700,000 per year
Fund: Measure M2 Local Fairshare, Gas Tax Road Maintenance and Rehabilitation Account Fund (RMRA SB1), City Road Infrastructure Fund, Solid Waste Pavement Impact Fee
Estimated Completion: FY 35/36
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Initiatives A - 1(a)
SP # 2 - Tra c Management Center
The Tra c Management Center will provide an enhanced ability to supplement emergency responsiveness and public safety, address real-time tra c conditions, improve incident management, and address tra c safety.
The initiative supports the Orange County Sheri 's Department's (OCSD) reaction time and situational awareness to increase safety. It would also reduce tra c congestion and improve public safety by allowing sta to monitor tra c conditions in real time, improve incident detection and response times, enhance data storage and analysis for future tra c planning/signal timing, and support better coordination between tra c control systems, law enforcement, and emergency responders.
Phase 1 - FY 25/26: Identify and implement the appropriate video server and integrate video feeds into OCSD's Real Time Operations Center.
Phase 2 - FY 26/27: Add video camera systems to four key intersections and integrate the video feeds into OCSD's Real Time Operations Center.
Phase 3 - FY 27/28 and Beyond: Identify funding sources and implement additional key video camera locations in the City for the remaining 18 key intersections.
Reducing tra c congestionis another priority among residents (88.9%) and businesses (72.5%), with a majority of respondents marking it as extremely or very important (CSS, p. 31, p. 38).
From a public safety perspective, resident respondents expressed the importance of public safety action related to enforcing tra c laws and investigating incidents (CSS, p. 26).
94% of respondents consider maintaining a low crime rate as extremely or very important.
92.8% consider investigating criminal activity as extremely or very important.
68.4% consider enforcing tra c laws as extremely or very important.
Lead Department: Public Works
Program: 930 Tra c Improvement Projects, 620 Tra c Operations, 631 Tra c Safety Budget Impact:
Phase 1 - FY 25/26: $50,000
Phase 2 - FY 26/27: $230,000
Phase 3 - FY 27/28 and Beyond: $30,000 per year, $800,000 one-time investment Fund: General Fund, Project P M2 Funds
Estimated Completion: FY 31/32
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Initiatives A - 1(a)
SP # 3 - Lake Forest Transportation Mitigation (LFTM) Program Complete infrastructure projects that increase transportation mobility and reduce congestion with Lake Forest Transportation Mitigation (LFTM) or North Irvine Transportation Mitigation (NITM) funds paid for developments.
Phase 1 - FY 25/26:
Projects to complete construction:
Lake Forest/ Rancho (24T05)
Lake Forest/ Jeronimo (24T06)
Los Alisos/ Rock eld (24T07)
Projects to start construction:
Bake/ Trabuco (PW2019-02)
Phase 2 - FY 26/27:
Projects to complete design in FY25/26 & construction in FY26/27:
Lake Forest/I-5 - not within City limits (LFTM/NITM) (27T02) Alton/Irvine - not within City Limits (LFTM/NITM) (26T03) Phase 3 - FY 27/28 and Beyond:
Projects to begin in FY26/27:
Lake Forest & Rock eld Projects
In FY27/28:
Bake/Jeronimo (LFTM/NITM)
Reducing tra c congestionis another priority among residents (88.9%) and businesses (72.5%), with a majority of respondents marking it as extremely or very important (CSS, p. 31, p. 38). (Project previously included in 2023-2030 Strategic Plan as SP #1) Lead Department: Public Works
Program: 930 Tra c Improvement Projects
Budget Impact: See CIP
Fund: LFTM and NITM
Estimated Completion: FY 35/36
SP # 4 - Meadows Tra c Mitigation Program
Use Meadows Tra c Improvement Funds (MTIF) to manage
impacts related to the Meadows development.
Bake Pkwy/Toledo Way Intersection Improvements (24T09)
Completion of the Meadows Tra c Improvement will improve tra c ow and congestion along the Bake Parkway corridor. This will complete the obligated improvement projects for this program per the development agreement.
Reducing tra c congestionis another priority among residents (88.9%) and businesses (72.5%), with a majority of respondents marking it as extremely or very important (CSS, p. 31, p. 38). (Project previously included in 2023-2030 Strategic Plan as SP # 2) Lead Department: Public Works
Program: 930 Tra c Improvement Projects
Budget Impact: See CIP
Fund: MTIF
Estimated Completion: FY 26/27
SP # 5 - Foothill Circulation Phasing Plan
Utilize developer-funded Foothill Circulation Phasing Plan (FCPP) to make various transportation improvements that reduce congestion and improve tra c ow.
Los Alisos Blvd/Muirlands Blvd Intersection Improvements (24T08)
Jeronimo Rd Widening at El Toro Rd (PW2019-08)
El Toro Rd Raised Medians from Jeronimo Rd to Trabuco Rd (PW2020-07)
Reducing tra c congestionis another priority among residents (88.9%) and businesses (72.5%), with a majority of respondents marking it as extremely or very important (CSS, p. 31, p. 38). (Project previously included in 2023-2030 Strategic Plan as SP # 3) Lead Department: Public Works
Program: 930 Tra c Improvement Projects
Budget Impact: See CIP
Fund: FCPP
Estimated Completion: FY 26/27
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Initiatives A - 1(a)
SP # 6 - Tra c Signal Synchronization
Utilize grants and other transportation funds to complete tra c signal synchronization projects that provide more e cient tra c ow.
Alton Pkwy (PW2020-16)
Lake Forest Dr (18T03)
Portola Pkwy (PW2020-15)
Bake Pkwy and Rock eld Blvd (25T03)
Irvine Blvd./Trabuco Rd (25T04)
Reducing tra c congestionis a priority among residents
(88.9%) and businesses (72.5%), with a majority of respondents marking it as extremely or very important (CSS, p. 31, p. 38). (Project previously included in 2023-2030 Strategic Plan as SP # 5) Lead Department: Public Works
Program: 930 Tra c Improvement Projects
Budget Impact: See CIP
Fund: Various
Estimated Completion: FY 28/29
SP # 7 - Tra c Operational Improvement Study
& Improvement Project
Study intersections throughout the City to consider operational improvements, such as dedicated turn lanes and other tra c ow improvements.
FY 24/25: Consultant selected, and the study has been initiated.
FY 25/26: Complete the study and evaluate future stages for a project.
Reducing tra c congestionis a priority among residents
(88.9%) and businesses (72.5%), with a majority of respondents marking it as extremely or very important (CSS, p. 31, p. 38). (Project previously included in 2023-2030 Strategic Plan as SP #7) Lead Department: Public Works
Program: 620 Tra c Operations
Budget Impact: $100,000
Fund: General Fund
Estimated Completion: FY 26/27
SP # 8 - Arterial Median Improvement Project
Installation of raised hardscaped medians would improve tra c safety. These locations include Trabuco Rd north of El Toro Rd, and on Rock eld Blvd south of Lake Forest Dr. (24S09)
Reducing tra c congestionis another priority among residents (88.9%) and businesses (72.5%), with a majority of respondents marking it as extremely or very important (CSS, p. 31, p. 38). (Project previously included in 2023-2030 Strategic Plan as SP # 11)
Lead Department: Public Works
Program: 940 Street Improvement Projects
Budget Impact: See CIP
Fund: General Fund
Estimated Completion: FY 26/27
SP # 9 - Nature Park to Meadows Development
Trail Connection
Trail Connection from Nature Park to Meadows Development Trail System - preliminary studies and concept.
(Project previously included in 2023-2030 Strategic Plan as SP # 8) Lead Department: Public Works
Program: 920 Park Improvement Projects
Budget Impact: See CIP
Fund: General Fund
Estimated Completion: FY 26/27
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Initiatives A - 1(a)
SP # 10 - General Plan Implementation
Develop and implement programs to promote energy conservation in construction and transportation projects. Procure consultant to assist with implementing energy conservation and pollution reduction strategies.
FY 24/25: Consultant selected and the development of the plan has been initiated with substantial progress completed to date.
FY 25/26: Complete Sustainability Implementation Plan (SIP) for consideration by the City Council (Project previously included in 2023-2030 Strategic Plan as SP # 12) Lead Department: Community Development
Program: 501 Planning Support
Budget Impact: $75,000
Fund: General Fund
Estimated Completion: FY 25/26
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Initiatives A - 1(a)
SP # 11 - Tra c Circulation and Mobility Projects
Evaluate and deploy projects that increase mobility and implement new approaches to tra c circulation.
Protective Permissive Left Turn Project (28T02)
Increase Bike Lanes in Lake Forest
Following the ndings of the Tra c Operations Improvement Study (SP # 7), evaluate the feasibility and potential impact of new tra c circulation and mobility projects throughout the City.
Reducing tra c congestionis a priority among residents (88.9%) and businesses (72.5%), with a majority of respondents marking it as extremely or very important (CSS, p. 31, p. 38).
(Project previously included in 2023-2030 Strategic Plan as SP # 4) Lead Department: Public Works
Program: 930 Tra c Improvement Projects
Budget Impact: See CIP
Fund: Unfunded
Estimated Completion: FY 29/30
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Goal A, Priority Area 1, Strategy (B)
Our livable city is well-planned, attractive, and safe.
Priority Area 1 - Well-planned: Purposeful direction in land use and transportation planning create a community future generations will value.
Strategy (B) Develop and implement initiatives that leverage changes in retail, shopping, and business preferences and integrate emerging technology.
Initiatives under Goal A, Priority Area 1, Strategy (B) are supported by ndings in the 2025 Community Satisfaction Survey (CSS).
Attractingnew restaurants and stores is the top resident suggestion (14.2% of respondents) in response to the open-ended question on how to improve the City (CSS p. 19).
Initiatives A - 1(b)
SP # 12 - Analysis of Industrial and Business Park Inventory and Trends Procure a consultant to conduct an in-depth analysis of the City’s current industrial and business park inventory and produce a comprehensive “White Paper” on the topic.
An understanding of the adaptability of the current stock of commercial space that could accommodate future employment needs and trends will allow the City to review development regulations to ensure compatibility of land uses.
Attractingnew restaurants and stores is the top resident suggestion (14.2% of respondents) in response to the open-ended question on how to improve the City (CSS p. 19).
(Project previously included in 2023-2030 Strategic Plan as SP # 13) Lead Department: Community Development
Program: 501 Planning Support
Budget Impact: $50,000
Fund: General Fund
Estimated Completion: FY 25/26
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Goal A, Priority Area 1, Strategy (C)
Our livable city is well-planned, attractive, and safe.
Priority Area 1 - Well-planned: Purposeful direction in land use and transportation planning create a community future generations will value.
Strategy (C) Ensure that economic and housing initiatives provide opportunities for all residents.
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Initiatives A - 1(c)
SP # 13 - Whispering Hills A ordable Housing Development This project aims to identify an a ordable housing development partner to develop the parcel into a ordable housing, parking, and a park. The park would be open to the public and maintained by the developer.
The development will create new a ordable housing options, addressing the growing need for a ordable housing availability in the City.
A ordable housing means that more employees will have access to housing options nearby, potentially improving local workforce availability. The addition of parking spaces will also make it easier for customers and employees to access nearby businesses, helping to drive foot tra c and support local commerce. The project will dedicate space for a public park, providing a recreational area for residents and enhancing the community’s public amenities and overall livability.
Phase 1 - Whispering Hills Entitlement Process: This phase would implement the necessary steps to engage the Whispering Hills HOA Board to discuss the potential repurposing of the Whispering Hills parcel. These HOA Board Meetings would provide an opportunity for residents to voice their concerns, ask questions, and provide input on the future use of the Whispering Hills parcel. Since this development could signi cantly a ect the neighborhood, including the potential for more a ordable housing, public park space, and parking; it is essential for residents to be informed and involved in the decision-making process.
Phase 2 - Whispering Hills Park Site and Senior A ordable Housing Development: This phase would remove the Irrevocable O er of Dedication (park) from the Whispering Hills parcel (6.65 acres). This phase would identify an a ordable housing development partner and initiate the development process.
Lead Department: City Manager's O ce and Economic Development/ Housing Program: 832 A ordable Housing
Budget Impact: Sta Resources
Fund: General Fund
Estimated Completion: FY 25/26
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Goal A, Priority Area 1, Strategy (D)
Our livable city is well-planned, attractive, and safe.
Priority Area 1 - Well-planned: Purposeful direction in land use and transportation planning create a community future generations will value.
Strategy (D) Strategically accommodate mandates and leverage opportunities at the State and Federal levels to ensure the highest level of local control, community involvement, and organizational e ectiveness.
Initiatives A - 1(d)
SP # 14 - Implement Development Impact Fee Program
This initiative would implement a Development Impact Fee (DIF) Program to generate dedicated funding for necessary infrastructure improvements. Establishing this program would enable the City to reduce its reliance on general funds and allow new development to contribute to the costs of the services and infrastructure it impacts, helping maintain the quality of life for residents.
While the 2025 Community Satisfaction Survey (CSS) shows a satisfaction rating of 88.3% for maintaining city parks, maintaining this level of quality of life amid population growth requires continued focus on funds for infrastructure (CCS p. 32). The POLCO National Employee Survey (NES) indicates
community quality is 98%, which is above the benchmark (NES p. 5). Sustaining this satisfaction across parks, public safety, and recreation programs will necessitate additional funding, which can be supported by the Impact Fee Program.
Phase 1 - FY 25/26: Adopt and initiate Program - Begin charging fees to developers based on the established fee structure.
Phase 2- FY 25/26: Develop Tracking and Reporting System - Monitor the collection, allocation, and spending of fees to comply with required reporting regulations.
Phase 3 - FY 29/30: Review and Adjust - Complete Statutory Five-year review.
Lead Department: Finance
Program: 240 Treasury
Budget Impact:
Phases 1-2: $10,000 per year
Phase 3: $75,000
Fund: General Fund
Estimated Completion:
Phases 1-2: FY 25/26, FY 26/27
Phase 3: FY 30/31
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Goal A, Priority Area 1, Strategy (E)
Our livable city is well-planned, attractive, and safe.
Priority Area 1 - Well-planned: Purposeful direction in land use and transportation planning create a community future generations will value.
Strategy (E) Maintain business attraction services to bring new retail stores to the city.
Initiatives A -1(e)
SP # 15 - Hiring a Broker for Retail Recruitment
This initiative builds upon the previous Shopping Center Analysis project by procuring a broker to enhance the success and revitalization of its commercial centers and assist with retail recruitment. The selected broker will work directly for the City to identify, attract, and secure high-quality retail tenants that align with the City’s economic goals. The broker will focus on strengthening commercial districts, improving occupancy rates, and diversifying the retail landscape to meet the demands of residents and visitors.
Revitalized and well-occupied commercial centers create a more vibrant community atmosphere, encouraging people to spend more time in these areas. Additionally, improved shopping experiences can help foster a stronger sense of place and pride in the city.
Additionally, the presence of desirable retail tenants can help create a more stable, pro table environment for existing businesses.
Regarding the business climate, 37% of businesses rated it as excellent and 47% rated it as good (CSS p. 17). This feedback highlights the need for targeted e orts to improve the overall business environment. Additionally, a common suggestion from residents has been to attract new restaurants and stores, indicating a demand for more diverse dining and retail options in the city (CSS p. 19). The 2025 Community Satisfaction Survey also pointed to an increase in the importance of the City’s e orts to revitalize outdated areas (up to
69.5% of businesses rated it as extremely or very important), suggesting that more attention is needed to these spaces (CSS, p.36).
Lead Department: Economic Development
Program: 830 Economic Development
Budget Impact: $50,000 per year
Fund: General Fund
Estimated Completion: FY 26/27
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Goal A, Priority Area 2
Our livable city is well-planned, attractive, and safe.
Priority Area 2 - Attractive: Investment and maintenance in public facilities, infrastructure, and natural resources enhance the visual character of the City and support quality neighborhoods.
Goal A, Priority Area 2 - Attractive
Substantial Progress 7
Upcoming 6
Started 6
Preparing for Launch 1
Complete
In Transition
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Goal A, Priority Area 2, Strategy (A)
Our livable city is well-planned, attractive, and safe.
Priority Area 2 - Attractive: Investment and maintenance in public facilities, infrastructure, and natural resources enhance the visual character of the City and support quality neighborhoods.
Strategy (A) Enhance the City's overall visual character, maintain City assets, and proactively reinvest in southwest Lake Forest.
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Initiatives A - 2(a)
SP # 16 - Citywide Branding Implementation
Upon completion of the Branding Project and the establishment of a brand, continue to work with the current branding services consultant to “launch” the brand and evaluate implementation actions as appropriate. Potential brand actions include the following, in a phased manner:
Project A: 2027 City of Lake Forest Rose Parade Float (Pending Direction/Approval by City Council) Project B: Main Street Banners on main roads like El Toro Road to visually launch the new brand elements on a highly frequented road and key landmark of the City.
Project C: 35th Anniversary Celebration Event to commemorate the 35th Anniversary of the City.
This initiative addresses the recurring expressed community desire to attract quality restaurants and businesses (p.19 of 2025 Community Satisfaction Survey). Implementing and achieving widespread dissemination of a city brand can help elevate and make visible the qualities that make Lake Forest a unique and desirable place for businesses and can highlight the City’s high quality of life.
Lead Department: City Manager's O ce
Program: 830 Economic Development
Budget Impact:
Project A: $550,000 (if approved)
Project B: $50,000
Project C: $30,000
Fund: General Fund (Strategic Economic Investment Program or SEIP) Estimated Completion: FY 26/27
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Initiatives A - 2(a)
SP # 17 - City Branding Entryways
Install City entryway enhancements at El Toro Road, Lake Forest Drive and Portola Parkway.
Project improves the visual appearance of the entryway arterial street intersections in Lake Forest.
Lead Department: Public Works
Program: 940 Street Improvement Projects
Budget Impact: $700,000
Fund: General Fund
Estimated Completion: FY 27/28
SP # 18 - Southwest Lake Forest Investment
Projects
Southwest Lake Forest Crosswalk Enhancement Intersection Improvements (Wall, Crosswalk, Audible Pedestrian Signals Phase 5)
Crosswalk (26S04)
Audible Pedestrian Signals (APS) Phase 5 (27T01)
Arterial Wall Enhancements (24S06)
(Project previously included in 2023-2030 Strategic Plan as SP # 27)
Lead Department: Public Works
Program: 940 Street Improvement Projects, 930 Tra c
Improvement Projects
Budget Impact: $300,000 for Crosswalk Enhancements, $180,000 for APS Phase 5 portion of project, See CIP
Fund: General Fund, Community Development Block Grant
(CDBG) for APS
Estimated Completion: FY 26/27
SP # 19 - Lake Forest Golf and Practice Center
Request for Proposal (RFP) with County
In conjunction with the County of Orange, conduct a Request for Proposal process for the Lake Forest Golf and Practice Center (Golf Course) lease agreement. This update would potentially bring new tenant(s) to manage the driving range/parking lot parcel (County of Orange), and nine-hole golf course (City-owned property). The project also aims to create a revitalized environment, improving the aesthetic appeal and functionality of the facilities. By modernizing the existing structures and updating the landscape, this initiative serves as an opportunity to stimulate the surrounding industrial area, encouraging further
reinvestment and development.
By modernizing the facilities and enhancing the surrounding area, this initiative may o er an upgraded experience for residents, improving both their recreational opportunities and the aesthetic quality of the environment. Additionally, the revitalization of the industrial area around these facilities will increase its appeal, potentially attracting new business investments and encouraging existing property owners to reinvest in their properties, leading to broader economic growth and beauti cation of the area.
Lead Department: Economic Development
Program: 830 Economic Development
Budget Impact:
Sta Resources
Fund: General Fund
Estimated Completion: FY 26/27
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Initiatives A - 2(a)
SP # 20 - Neighborhood Improvement Task
Force (NITF)
Transition from pilot to long-term program for neighborhood improvement activities. Procure multi-year outreach consulting contract and establish basic framework to be replicated.
Nearly 2/3 of residents cite
signi cant neighborhood issues that
should be improved by the City, such as parking, lack of property maintenance, homelessness, and overcrowding (2025 CSS, p. 44).
FY 24/25: Consultant selected, and the Neighborhood 3 Project has been started.
FY 25/26: Complete procurement of multi-year agreement for future neighborhoods and establish Southwest Lake Forest Ad- hoc.
(Project previously included in 2023-2030 Strategic Plan as SP # 29)
Lead Department: Community Development
Program: 541 Community Preservation
Budget Impact: $95,000
Fund: General Fund
Estimated Completion: FY 25/26
SP # 21 - Community Preservation Program
Develop and implement new citywide community preservation program to assist residents in need who may be unable to address code violations, deteriorated property, and neglected maintenance.
Almost half of residents surveyed reported that lack of property maintenance, noise, parking, and gra ti are having a
negative impact on their neighborhood (2025 CSS, p. 44).
FY 24/25: Consultant selected and the development of a pilot program has been initiated.
FY 25/26: Complete Pilot Program and evaluate the impact of program for future stages.
(Project previously included in 2023-2030 Strategic Plan as SP # 30)
Lead Department: Community Development
Program: 541 Community Preservation
Budget Impact: $70,000
Fund: General Fund
Estimated Completion: FY 25/26
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Initiatives A - 2(a)
SP # 22 - Veterans' Brick Program
Provide opportunities for veterans and residents of Lake Forest to adopt a brick at Veterans Park and other City Parks.
83.1% of residents rate maintaining public landscapes as an important service and 89.9% rate maintaining parks and picnic areas as important (CSS, p. 31)
Lead Department: Public Works
Program: 401 Infrastructure Maintenance Support, 437 Parks Maintenance Services Budget Impact: $20,000 per year
Fund: General Fund
Estimated Completion: FY 28/29
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Initiatives A - 2(a)
SP # 23 - Citywide Street Sign Refresh
Create and install new street name sign design.
Lead Department: Public Works
Program: 940 Street Improvement Projects
Budget Impact: See CIP
Fund: General Fund
Estimated Completion: FY 25/26
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560
Goal A, Priority Area 2, Strategy (B)
Our livable city is well-planned, attractive, and safe.
Priority Area 2 - Attractive: Investment and maintenance in public facilities, infrastructure, and natural resources enhance the visual character of the City and support quality neighborhoods.
Strategy (B) Consistently invest in the City's facilities.
Initiatives A - 2(b)
SP # 24 - Asset Management Program - Asset Management Work Order System Develop or purchase software that allows the City to track work orders against assets, and conduct condition inspections.
Phase 1 - FY 25/26: Develop Work Order system and test system with key contractors.
Phase 2 - FY 26/27: Roll out to all Inspectors and deploy it as part of work processes to include all contractors addressing work orders in the eld. Procure a technical support consultant to help integrate ESRI Geographic Information System (GIS) functions and to optimize the system with continued improvements.
Phase 3 - FY 27/28: Complete implementation by nalizing processes and work ows and providing ongoing training.
Lead Department: Public Works
Program: 401 Infrastructure Maintenance Support
Budget Impact: $50,000 per year
Fund: General Fund
Estimated Completion: FY 27/28
SP # 25 - Park Enhancements
Complete various signi cant maintenance or enhancement
projects to retain the high-quality of the City's park facilities.
Park Gazebo Repair & Replacement (PW2022-09)
Replace synthetic elds installed in 2014 at the Lake Forest Sports Park (25P02)
Maintaining local roads, parks, and other infrastructure are top concerns for residents and businesses in the 2025
Community Satisfaction Survey (CSS, p.31, p. 38).
(Project previously included in 2023-2030 Strategic Plan as SP # 37)
Lead Department: Public Works
Program: 920 Park Improvement Projects
Budget Impact: See CIP
Fund: General Fund
Estimated Completion: FY 25/26
SP # 26 - Heroes Park Field Renovations
Perform renovations at sports elds at Heroes Park, including irrigation, baseball eld improvements, and leveling. (25P10) Improve baseball elds by adding warning track, fencing improvements, and in eld regrading to improve playability of the eld and the enjoyment of users.
Maintaining local roads, parks, and other infrastructure are top concerns for residents and businesses in the 2025
Community Satisfaction Survey (CSS, p.31, p. 38).
(Project previously included in 2023-2030 Strategic Plan as SP # 35)
Lead Department: Public Works
Program: 920 Park Improvement Projects
Budget Impact: See CIP
Fund: General Fund
Estimated Completion: FY 25/26
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Initiatives A - 2(b)
SP # 27 - Neighborhood Park Renovations, Phase 4: Vintage Park Following the completion of public outreach, park design will be prepared for approval and the park renovations construction phase.
The project renovates the aging park facilities and adds additional amenities based on public input to improve the quality of the park.
Improvements to City Parks are cited in the 2025 Community Satisfaction Survey as an item that would make Lake Forest better.
Maintaining local roads, parks, and other infrastructure are top concerns for residents and businesses in the 2025 Community Satisfaction Survey (CSS, p.31, p. 38).
Lead Department: Public Works
Program: 920 Park Improvement Projects
Budget Impact: $200,000
Fund: General Fund
Estimated Completion: FY 25/26
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Initiatives A - 2(b)
SP # 28 - Neighborhood Park Renovations, Phase 4: Cavanaugh Park Following the completion of public outreach, park design will be prepared for approval and the park renovations construction phase.
The project renovates the aging park facilities and adds additional amenities based on public input to improve the quality of the park.
Improvements to City Parks are cited in the 2025 Community Satisfaction Survey as an item that would make Lake Forest better.
Cavanaugh Park (25P08): These park renovations will include the implementation of improvements brought forth by the public outreach e ort and take into account any future freeway/ El Toro Rd. Intersection work. (Public Outreach previously included in 2023-2030 Strategic Plan as SP # 25) Maintaining local roads, parks, and other infrastructure are top concerns for residents and businesses in the 2025 Community Satisfaction Survey (CSS, p.31, p. 38).
Lead Department: Public Works
Program: 920 Park Improvement Projects, 910 Building Improvement Projects Budget Impact: $1,200,000
Fund: Neighborhood Park Improvement Reserve Fund
Estimated Completion: FY 26/27
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Initiatives A - 2(b)
SP # 29 - Neighborhood Park Renovations,
Phase 4: Nature Park and Lake Forest Park
Following the completion of public outreach, park design will be prepared for approval and the park renovations construction phase. The project renovates the aging park facilities and adds additional amenities based on public input to improve the quality of the park. Improvements to City Parks are cited in the 2025 Community Satisfaction Survey as an item that would make Lake Forest better.
Lake Forest and Nature Park (25P06): These park renovations will include the implementation of improvements brought forth by the public outreach e ort and include items such as trail maintenance, the replacement of older amenities, and
maintenance of lights throughout the parks.
(Public Outreach previously included in 2023-2030 Strategic Plan as SP # 32 and #38)
Maintaining local roads, parks, and other infrastructure are top concerns for residents and businesses in the 2025
Community Satisfaction Survey (CSS, p.31, p. 38).
Lead Department: Public Works
Program: 920 Park Improvement Projects
Budget Impact: $300,000
Fund: Neighborhood Park Improvement Reserve Fund
Estimated Completion: FY 25/26
SP # 30 - Pickleball Court Installation Project
Following the completion of public outreach, park design will be prepared for approval and the park renovations construction phase. As a result of the analysis and public outreach previously conducted, this initiative would provide funding for the installation of additional pickleball courts in parks throughout the City. Improvements to City Parks are cited in the 2025 Community Satisfaction Survey as an item that would make Lake Forest better.
Maintaining local roads, parks, and other infrastructure are top concerns for residents and businesses in the 2025
Community Satisfaction Survey (CSS, p.31, p. 38).
Lead Department: Public Works
Program: 920 Park Improvement Projects
Budget Impact: $420,000
Fund: General Fund
Estimated Completion: FY 25/26
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Initiatives A - 2(b)
SP # 31 - Etnies Skate Park Improvement
Project
Following the completion of public outreach, park design will be prepared for approval and the park renovations construction phase. The project renovates the aging park facilities and adds additional amenities based on public input to improve the quality of the park. Improvements to City Parks are cited in the 2025 Community Satisfaction Survey as an item that would make Lake Forest better.
Etnies Skate Park (27F06, 24P03, and 26P05): Includes
renovations to existing main building such as HVAC upgrades and IT infrastructure improvements to improve the safety and environment of the facility. Renovations to the skateable areas and landscaping around the park would include concrete repairs, installation of additional shade structures, and upgrading existing lights to LED to improve safety features at the park.
(Public Outreach previously included in 2023-2030 Strategic Plan as SP # 33)
Maintaining local roads, parks, and other infrastructure are top concerns for residents and businesses in the 2025
Community Satisfaction Survey (CSS, p.31, p. 38).
Lead Department: Public Works
Program: 920 Park Improvement Projects, 910 Building
Improvement Projects
Budget Impact: 27F07 - $2,200,000; 24P03 - $2,200,000, 26P05 - $175,000
Fund: Neighborhood Park Improvement Reserve Fund
Estimated Completion: 27F07 & 24P03 - FY 27/28
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Initiatives A - 2(b)
SP # 32 - Neighborhood Park Renovations, Phase 4: Peachwood Park Following the completion of public outreach, park design will be prepared for approval and the park renovations construction phase.
The project renovates the aging park facilities and adds additional amenities based on public input to improve the quality of the park.
Improvements to City Parks are cited in the 2025 Community Satisfaction Survey as an item that would make Lake Forest better.
Peachwood Park (24P10): This project would continue renovations at Peachwood Park. This phase will include Community Services conducting an RFP process for design services, public outreach to the surrounding community regarding improvements, and the completion of a preliminary design for the park. After the preliminary design is approved by the City Council, Public Works would coordinate with the consultant on the preparation of nal design documents and assist in the bid process once the project moves into the construction phase.
Maintaining local roads, parks, and other infrastructure are top concerns for residents and businesses in the 2025 Community Satisfaction Survey (CSS, p.31, p. 38).
Lead Department: Public Works
Program: 920 Park Improvement Projects
Budget Impact: $400,000
Fund: Neighborhood Park Improvement Reserve Fund
Estimated Completion: FY 29/30
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Goal A, Priority Area 2, Strategy (C)
Our livable city is well-planned, attractive, and safe.
Priority Area 2 - Attractive: Investment and maintenance in public facilities, infrastructure, and natural resources enhance the visual character of the City and support quality neighborhoods.
Strategy (C) Evaluate future options for the City's infrastructure and utility resources.
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567
Goal A, Priority Area 2, Strategy (D)
Our livable city is well-planned, attractive, and safe.
Priority Area 2 - Attractive: Investment and maintenance in public facilities, infrastructure, and natural resources enhance the visual character of the City and support quality neighborhoods.
Strategy (D) Provide civic and recreational opportunities appealing to community demographics.
Initiatives A - 2(d)
SP # 33 - Community Service Programming at
the Performing Arts Center (PAC)
O er expanded programming at the PAC focused on feedback received from the 2024 Recreation Programming Focus Group, as well as programs that will help market the facility for future rentals. Examples may include hosting a comedy event, an author event, or a book signing.
Providing recreation opportunities to a wide range of users is an important issue for residents in 2025 Community & Business Satisfaction Survey (CSS, p. 33)
Lead Department: Management Services
Program: 730 Performing Arts Center, 710 Community Events Budget Impact: $20,000 per year
Fund: General Fund
Estimated Completion: FY 26/27
SP # 34 - Foothill Ranch Park Sport Rink
Conversion
Convert one hockey rink to a box lacrosse facility at Foothill Ranch Park, Foothill Ranch Box Lacrosse Installation Project (24P04).
Providing recreation opportunities to a wide range of users is an important issue for residents in 2025 Community & Business Satisfaction Survey (CSS, p. 33)
(Project previously included in 2023-2030 Strategic Plan as SP # 40)
Lead Department: Public Works
Program: 920 Park Improvement Projects
Budget Impact: $275,000
Fund: General Fund
Estimated Completion: FY 25/26
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Initiatives A - 2(d)
SP # 35 - Equestrian Center Lease Extension
Negotiate lease extension for the Equestrian Center (expires August 2026) to continue program o erings and maintain strong relationships with tenants.
Providing recreation opportunities to a wide range of users is an important issue for residents in 2025 Community & Business Satisfaction Survey (CSS, p. 33)
Lead Department: Economic Development
Program: 830 Economic Development
Budget Impact: Sta Resources
Fund: General Fund
Estimated Completion: FY 25/26
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Goal A, Priority Area 3
Our livable city is well-planned, attractive, and safe.
Priority Area 3 - Safe: Excellent public safety e orts maintain a family-friendly environment and high quality of life.
Goal A, Priority Area 3 - Safe
Upcoming 3
Complete
Substantial Progress
Started
Preparing for Launch
In Transition
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570
Goal A, Priority Area 3, Strategy (A)
Our livable city is well-planned, attractive, and safe.
Priority Area 3 - Safe: Excellent public safety e orts maintain a family-friendly environment and high quality of life.
Strategy (A): Maintain a low crime rate in a cost-e ective manner.
Initiatives A - 3(a)
SP # 36 - Analysis of Regulatory Options for Massage and Personal Care Services The analysis will identify business types that may include the use of private rooms and identify potential locations for businesses based on existing zoning designations. Through this analysis, the study will yield a proposal of revised regulations to improve public safety and ensure land use designations appropriately re ect regulations.
Lead Department: Community Development
Program: 541 Community Preservation
Budget Impact: $50,000
Fund: General Fund
Estimated Completion: FY 25/26
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Goal A, Priority Area 3, Strategy (B)
Our livable city is well-planned, attractive, and safe.
Priority Area 3 - Safe: Excellent public safety e orts maintain a family-friendly environment and high quality of life.
Strategy (B): Maintain public safety by engaging community members.
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Goal A, Priority Area 3, Strategy (C)
Our livable city is well-planned, attractive, and safe.
Priority Area 3 - Safe: Excellent public safety e orts maintain a family-friendly environment and high quality of life.
Strategy (C): Develop comprehensive emergency management strategies that prepare the City to respond e ectively to unpredictable events.
Initiatives A - 3(c)
SP # 37 - Park Security Enhancements
Implement night and weekend park patrols with contract security sta to improve park security and safety.
Park access has been constrained by anti-social behavior, vandalism, and vagrancy – particularly in the southwest section of Lake Forest. Increasing security is a key priority of the Community Services Commission, many regular park users, and residents that live near parks in Southwest Lake Forest.
This is consistent with the 2025 Community Satisfaction Survey results describing
improving parks, recreation as one of the top
concerns (CSS, p. 19).
Lead Department: Management Services
Program: 701 Community Services Support, 760 Sports Park Budget Impact: $150,000 per year
Fund: General Fund
Estimated Completion: FY 26/27
SP # 38 - Emergency Communication
Enhancements at the Lake Forest Sports Park
Purchase an outdoor loudspeaker system to communicate
emergencies and announcements at the Lake Forest Sports Park.
In case of an emergency, sta would be able to notify the public of the on-site emergency and how to proceed.
Park improvements and public safety remain top concerns for residents as documented throughout the 2025 Community
Satisfaction Survey (CSS, p. 19).
Lead Department: Management Services
Program: 760 Sports Park
Budget Impact: $30,000
Fund: General Fund
Estimated Completion: FY 25/26
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Goal B
Our connected city is informed, engaged, and technologically current.
A connected city is de ned by its transparent, innovative, and creative methods of engaging the community. Strategies and initiatives under this goal highlight the City's e orts to expand access to programs, connect with new residents, and utilize technology to ensure it maintains a high standard of customer service and exibility. In addition to utilizing community investment to build a community that authentically attracts residents, Lake Forest seeks to foster connections through creative programming and the intentional deployment of technology.
Goal B Strategic Plan Initiatives Progress
Upcoming 12 (92.31%)
Started 1 (7.69%)
Complete (0.00%)
Substantial Progress (0.00%)
Preparing for Launch (0.00%)
In Transition (0.00%)
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Goal B, Priority Area 1
Our connected city is informed, engaged, and technologically current.
Priority Area 1- Informed: Transparency about decision-making government and performance cultivates public trust.
Goal B, Priority Area 1 - Informed
Upcoming 5
Complete
Substantial Progress
Started
Preparing for Launch
In Transition
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575
Goal B, Priority Area 1, Strategy (A)
Our connected city is informed, engaged, and technologically current.
Priority Area 1- Informed: Transparency about decision-making and government performance cultivates public trust.
Strategy (A): Maintain a communications and marketing strategy, including two-way communication that enhances community engagement.
Initiatives B - 1(a)
SP # 39 - New Lake Forest Resident Packet
Welcome new Lake Forest residents with a Resident Packet including the Lea et and Civic Center Information.
New residents often do not know the location of City Hall or the Community Services programs that are o ered. This information was gathered from the Community Focus Groups Project (Completed as part of the 2023-2030 Strategic Plan as SP #42) conducted by Management Services in FY 2024-25. Some Lake Forest residents are interested in participating in City events and programs, but don’t know a lot about what the City o ers.
Lead Department: Management Services
Program: 801 Communications and Marketing
Budget Impact: $10,000 per year
Fund: General Fund
Estimated Completion: FY 26/27
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Initiatives B - 1(a)
SP # 40 - Business Attraction Marketing
This marketing campaign will leverage the branding strategy developed by the City’s consultant to create impactful marketing materials that showcase why Lake Forest is an ideal place for businesses to thrive. By incorporating the insights from the branding strategy, sta will design targeted materials highlighting key aspects such as Lake Forest’s demographics, economic pro le, available o ce space, and other vital business-friendly attributes. These materials will be distributed to attract potential businesses and investors to the City.
Additionally, the City will attend the ICSC (International Council of Shopping Centers) Conference in May 2026, where we will host a booth designed with branded promotional materials. This will allow us to directly market Lake Forest to a broad audience of commercial real estate professionals, retailers, and developers, further elevating the City’s visibility and business prospects.
In the City's 2025 Community Satisfaction Survey, 75.1% of businesses indicated that learning how to market would help make them more pro table (CSS, p. 49), and promoting businesses was one of the top areas where the City could o er support (CSS, p. 50). By actively marketing Lake Forest, the initiative provides businesses and Lake Forest with greater visibility. Additionally, the survey highlighted that residents want more restaurants and retail stores in Lake Forest.
Lead Department: Economic Development
Program: 830 Economic Development
Budget Impact: $35,000 in FY 25/26 and $37,000 in FY 26/27 Fund: General Fund
Estimated Completion: FY 26/27
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Goal B, Priority Area 1, Strategy (B)
Our connected city is informed, engaged, and technologically current.
Priority Area 1- Informed: Transparency about decision-making and government performance cultivates public trust.
Strategy (B): Invigorate civic life via special events and programs.
Initiatives B - 1(b)
SP # 41 - USA 250: A Celebration of the United States' 250th Anniversary (Semiquincentennial) Commemorate America’s 250 birthday by incorporating unique features in the City’s annual Fourth of July Parade and/or other commemorative symbols throughout the community.
America’s 250 birthday is an opportunity to bring the community together for a special, once-in-a-lifetime event. Consistent with the residents' desires to have more events and entertainment activities in Lake Forest (2025 CSS, p. 19).
Lead Department: Management Services
Program: 710 Community Events
Budget Impact: $50,000
Fund: General Fund
Estimated Completion: FY 26/27
th
th
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Initiatives B - 1(b)
SP # 42 - Lake Forest Flavors
Establish Lake Forest as a dining destination by showcasing the City’s vibrant restaurant scene. Through a comprehensive marketing strategy—including social media campaigns (videos, reels, and spotlights on featured restaurants), a dedicated webpage, newsletter articles, and in-person community events—this initiative will foster engagement and drive tra c to local businesses. By leveraging collaborative partnerships with restaurants and community organizations, the initiative would support local businesses, stimulate economic growth, and instill a sense of community pride. This initiative would aid with a seamless transition from the successful BOGO campaign, keeping local restaurants in the spotlight and building momentum leading up to the revamped Taste of Lake Forest event.
Ultimately, Lake Forest Flavors reinforces the City’s commitment to promoting shopping and dining locally, driving both economic and community vitality.
In the City's 2025 Community Satisfaction Survey, 75.1% of businesses indicated that learning how to market would help make them more pro table (CSS, p. 49), and promoting businesses was one of the top areas where the City could o er support (CSS, p. 50). By actively marketing Lake Forest’s diverse dining scene, the initiative provides businesses with greater visibility, helping them reach more customers.
Lead Department: Economic Development
Program: 830 Economic Development
Budget Impact: $10,000 per year
Fund: General Fund
Estimated Completion: FY 26/27
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Goal B, Priority Area 1, Strategy (C)
Our connected city is informed, engaged, and technologically current.
Priority Area 1- Informed: Transparency about decision-making government performance cultivates public trust.
Strategy (C): Ensure that the City's decision-making process remains accessible to all residents.
Initiatives B- 1(c)
SP # 43 - Realtor Partnerships
Host quarterly meetings with Realtors serving Lake Forest, including providing brokers with door hangers with Lake Forest City information for them to distribute to area homes.
This initiative would leverage the City’s branding e orts and could provide greater connectivity between residents and the City. Per the Community Focus Groups conducted by Management Services in FY 2024-25, residents are interested in connecting with the City, they just don’t know how. As shown in the 2025 Community Satisfaction Survey, 11% of residents and 9.5% of businesses responded Not sure/ Do not receive information when asked
where they receive information about the City (CSS, p. 57 and p. 59). This gap presents an opportunity for the City to connect with residents and businesses that currently do not receive information.
Lead Department: Management Services
Program: 801 Communications and Marketing
Budget Impact: $10,000 per year
Fund: General Fund
Estimated Completion: FY 26/27
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580
Goal B, Priority Area 2
Our connected City is informed, engaged, and technologically current.
Priority Area 2 - Engaged: Outreach, creative events, and programs inspire connection and participation between residents, businesses, and City government.
Goal B, Priority Area 2 - Engaged
Upcoming 4
Complete
Substantial Progress
Started
Preparing for Launch
In Transition
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Goal B, Priortity Area 2, Strategy (A)
Our connected City is informed, engaged, and technologically current.
Priority Area 2 - Engaged: Outreach, creative events, and programs inspire connection and participation between residents, businesses, and City government.
Strategy (A) Develop programs to expand access to City government.
Initiatives B - 2(a)
SP # 44 - Community Service Program Scholarships
Provide a scholarship fund for quali ed low-income families for Community Services programs.
Lower-income residents, particularly in the southwest region of Lake Forest, are disconnected from most of the City’s recreation programming and facilities (e.g. the Lake Forest Sports Park). A scholarship would provide additional opportunities for quali ed low- income residents to explore community o erings.
Lead Department: Management Services
Program: 838 Community Promotion
Budget Impact: $10,000 per year
Fund: General Fund
Estimated Completion: FY 26/27
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Goal B, Priority Area 2, Strategy (B)
Our connected City is informed, engaged, and technologically current.
Priority Area 2 - Engaged: Outreach, creative events, and programs inspire connection and participation between residents, businesses, and City government.
Strategy (B) Involve the public in measuring the quality and e ectiveness in services delivered by the City.
Initiatives B - 2(b)
SP # 45 - Improve Financial Transparency and Accessibility for the Community Phase 1: Become GFOA Triple Crown City - Earn the Certi cate of Achievement for Excellence in Financial Reporting, the Distinguished Budget Presentation Award, and the Popular Annual Financial Reporting Award, demonstrating excellence in nancial transparency, accountability, and communication.
Phase 2: Develop AGA Citizens Centric Report - A concise, visually engaging document that provides residents with an overview of the city's demographics, nancial health, performance results, and future goals in an easy-to-understand format.
Phase 3: Structured Community Engagement Strategy in the Budget Process - Employ a multi-channel approach to create a participatory process.
This e ort directly addresses the 78.9% satisfaction rate with communication noted in the 2025 Community Satisfaction Survey (CSS, p.51), aiming to increase public satisfaction within the rst year. By responding to the request for improved budgeting and fiscal management (CSS, p.19), this initiative will enhance residents’ understanding of the City’s nancial health.
Lead Department: Finance
Program: 245 Accounting and Payroll
Budget Impact: Sta Resources
Fund: General Fund
Estimated Completion: FY 26/27
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Initiatives B - 2(b)
SP # 46 - Advanced Geographic Information System (GIS) for Infrastructure and Community Engagement
Phase 1: Develop a 5-Year Citywide GIS Technology Master Plan Phase 2: Upgrade GIS Infrastructure Based on the Phase 1 deliverables, upgrade GIS infrastructure by upgrading hardware, software, and data layers
Phase 3: Expand GIS-Based Services for Residents
Based on Phase 1 and Phase 2, develop enhanced GIS applications that provide residents with improved tools for engagement.
A 5-Year GIS Technology Master Plan focused on public services ensures that the City is not just investing in technology for internal e ciency but also prioritizing the needs of residents. The National Employee Survey (NES) by Polco identi es interdepartmental
collaboration as a key driver of e ciency (NES, p.4).
Upgrading GIS infrastructure ensures residents have fast, reliable access to city services and information. It lays the foundation for delivering modern, user-friendly tools that improve community engagement, support transparency, and enable better decision-making for both residents and city leaders.
Advanced GIS Applications will enhance community engagement and strengthen the relationship between residents and the City.
Lead Department: Information Technology
Program: 237 GIS
Budget Impact:
Phase 1 and 2: $150,000
Phase 3: $30,000
Fund: General Fund
Estimated Completion: FY 26/27
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Initiatives B - 2(b)
SP # 47 - Strategic Planning Software
Procure and deploy cloud-based software platform to develop strategic plan in dynamic and engaging platform. Implement software among all departments and develop key performance indicators (KPI) and provide training to keep the platform up to date.
As the City continues its tradition of strategic planning, this initiative would showcase progress towards community goals in a transparent and accessible platform. This e ort would demystify City functions and priorities and clearly show and signal future plans for maintenance and nancial responsibility over time. A software could also help disseminate complex information in digestible formats and provide key performance indicators and measures for the community to review and understand.
Residents indicated a desire for improved budgeting and scal management and improved city planning (CSS, p.19). This initiative will enhance residents’ understanding of the City's budgeting, prioritization, planning, and execution of various initiatives throughout the community.
Lead Department: City Manager's O ce
Program: 201 City Manager
Budget Impact:
Initial Deployment: $35,000
Ongoing Expenses: $20,000 annually
Fund: General Fund
Estimated Completion: FY 26/27
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Goal B, Priority Area 3
Our connected city is informed, engaged, and technologically current.
Priority Area 3 - Technologically Current: Innovative technologies provide an e cient means for the public to remain engaged and access public information.
Goal B, Priority Area 3 - Technologically Current
Upcoming 3
Started 1
Complete
Substantial Progress
Preparing for Launch
In Transition
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Goal B, Priority Area 3, Strategy (A)
Our connected city is informed, engaged, and technologically current.
Priority Area 3 - Technologically Current: Innovative technologies provide an e cient means for the public to remain engaged and access public information.
Strategy (A) Enhance e ciencies and services through technology.
Initiatives B - 3(a)
SP # 48 - Develop a 5-Year Citywide Technology Master Plan Develop a Strategic Technology Software Framework (excluding GIS applications) that enhances interdepartmental collaboration, streamlines operations, and aligns with the City’s long-term goals.
A uni ed Citywide Technology Master Plan provides a clear strategic roadmap that aligns technology initiatives with community priorities, increases transparency, and delivers measurable value to constituents. It also reduces redundancy, cuts costs, and ensures departments are working together toward the City's long-term goals.
Lead Department: Information Technology
Program: 235 IT Operations
Budget Impact: $110,000
Fund: General Fund
Estimated Completion: FY 26/27
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Initiatives B - 3(a)
SP # 49 - Online Building Permit Application Access
Establish an online portal for building permit submissions.
This initiative will allow the public to submit directly to the City and reduce the tra c at the counter. Additional counter time would allow for more in-depth questions and complex projects.
55% of residents that responded found the importance of issuing building permits as either very or extremely important in the 2025 Community Satisfaction Survey (CSS, p. 28).
(Revision to 2023-2030 Strategic Plan Initiative SP #65 - Building Services Modernization) Lead Department: Community Development
Program: 511 Current Planning Services
Budget Impact: $60,000
Fund: General Fund
Estimated Completion: FY 26/27
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Initiatives B - 3(a)
SP # 50 - Streamlining Business Startup
Support: Integration of Planning and Economic
Development
Aims to create a seamless experience on how to start a
businesses in Lake Forest. Recognizing the challenges businesses face in navigating the current system—where Economic
Development oversees assists businesses with starting up, and Planning handles building and permitting startup processes— software tools could provide a centralized, user-friendly platform.
This how to start a business "one-stop shop" would o er clear guidance, resources, and support, ensuring businesses could easily access information and services needed to open and thrive in Lake Forest.
Businesses provided responses indicating that fewer restrictions and regulations and a more business-friendly government could help improve the business climate (CSS, p. 20). Providing more resources and support was also one of the top ways to help businesses (CSS, p. 50).
By streamlining and modernizing the “how to start a business” process, the City would create a more business-friendly environment that would assist businesses in navigating any existing restrictions and regulations as well as provide support and continue to improve City processes.
Lead Department: Economic Development
Program: 830 Economic Development
Budget Impact: $25,000 per year
Fund: General Fund
Estimated Completion: FY 26/27
SP # 51 - Streamline Planning and Building
Division Pre-Application & Inquiry Process
Engage in online software that intuitively assists applicants in navigating various Planning and Building application
requirements, providing a checklist, and other relevant information currently given by City and contracted sta .
The software would:
Provide project-speci c guidance of the planning
entitlement and building permit process to applicants
online and nd answers to application questions without sta support.
Provide an online portal where residents can create an
account and view current and historical projects.
Be compatible with the current permitting software (EPL). 55% of residents that responded found the importance of issuing building permits as either very or extremely important in the 2025 Community Satisfaction Survey (CSS, p. 28).
By streamlining and modernizing the process, the City would create an improved environment for applicants to conduct their business with the City. The software would assist applicants in navigating the planning entitlement and building permit process by identifying any existing restrictions and regulations as well as provide support and continue to improve City processes.
Lead Department: Community Development
Program: 511 Current Planning Services
Budget Impact: $34,000 initial year, $24,000 per year ongoing Fund: General Fund
Estimated Completion: FY 26/27
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Initiatives B - 3(a)
SP # 52 - Integrated Redaction Services
Utilizing subscription-based redaction software, redact and upload City permits to the Laser che public portal, accessible on the City's website.
The City's website is considered a top source of information for both residents (21.2%) and businesses (24.5%, top source) (CSS, p.57) Lead Department: City Clerk
Program: 215 Records Management
Budget Impact: $3,000 per year
Fund: General Fund
Estimated Completion: FY 25/26
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Goal C
Our healthy city government is sustainable and well-run with committed people.
Stability in government operations signals a strong nancial foundation, prudent planning and decision-making, and an environment where talented and committed people seek to work. Strategies and initiatives under this goal highlight the prioritization of nancially sustainable practices and the importance of cultivating the City's workforce. Through its strategic planning and e orts to review policies and practices, Lake Forest consistently monitors the health of its operations, making adjustments as necessary to ensure a bright future.
Goal C Strategic Plan Initiatives Progress
Upcoming 8 (100.00%)
Complete (0.00%)
Substantial Progress (0.00%)
Started (0.00%)
Preparing for Launch (0.00%)
In Transition (0.00%)
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Goal C, Priority Area 1
Our healthy city government is sustainable and well-run with committed people.
Priority Area 1 - Sustainable: Responsible nancial policies and prudent decisions provide short-term scal stability and long-term nancial health.
Goal C, Priority Area 1 - Sustainable
Upcoming 2
Complete
Substantial Progress
Started
Preparing for Launch
In Transition
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592
Goal C, Priority Area 1, Strategy (A)
Our healthy city government is sustainable and well-run with committed people.
Priority Area 1 - Sustainable: Responsible nancial policies and prudent decisions provide short-term scal stability and long-term nancial health.
Strategy (A) Continue to implement Financial Management and Budgetary Policy to maintain the nancial integrity of the City.
Goal C, Priority Area 1, Strategy (B)
Our healthy city government is sustainable and well-run with committed people.
Priority Area 1 - Sustainable: Responsible nancial policies and prudent decisions provide short-term scal stability and long-term nancial health.
Strategy (B) Operate according to policy on cost recovery.
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Initiatives C - 1(b)
SP # 53 - Conduct a Comprehensive Fee Study and Cost Allocation Plan Phase 1: Conduct a thorough study and evaluate all City fees to make sure they accurately re ect the cost of services provided.
Phase 2: Review and adjust fees annually based on current nancial conditions and the Consumer Price Index (CPI) to maintain alignment with service costs.
This makes services nancially self-sustaining and aligns with public feedback from the 2025 Community Satisfaction Survey, which calls for improved budgeting and scal management (CSS, p. 19).
Lead Department: Finance
Program: 250 Treasury
Budget Impact: $75,000 (FY 25/26), $15,000 (FY 26/27)
Fund: General Fund
Estimated Completion: FY 27/28
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Goal C, Priority Area 1, Strategy (C)
Our healthy city government is sustainable and well-run with committed people.
Priority Area 1 - Sustainable: Responsible nancial policies and prudent decisions provide short-term scal stability and long-term nancial health.
Strategy (C) Analyze major programs to identify potential cost savings and manage future costs.
Initiatives C - 1(c)
SP # 54 - Review of Contract Services vs. In House Services Evaluate the current contract services model for certain key services provided by the City.
As the City transitions to a maintenance city, this e ort would help assess existing cost centers and evaluate whether the current contract service model continues to provide the City with the best value and desired service levels.
This initiative would inform future strategic and nancial planning and aligns with public feedback from the 2025 Community Satisfaction Survey, which calls for improved budgeting and scal management and improved city planning (CSS, p. 19).
Lead Department: City Manager's O ce
Program: 201 City Manager
Budget Impact: Sta Resources
Fund: General Fund
Estimated Completion: FY 26/27
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Goal C, Priority Area 2
Our healthy city government is sustainable and well-run with committed people.
Priority Area 2 - Well-run: Good governance and professional management support the City's ability to serve the needs of the community.
Goal C, Priority Area 2 - Well-run
Upcoming 3
Complete
Substantial Progress
Started
Preparing for Launch
In Transition
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596
Goal C, Priority Area 2, Strategy (A)
Our healthy city government is sustainable and well-run with committed people.
Priority Area 2 - Well-run: Good governance and professional management support the City's ability to serve the needs of the community.
Strategy (A) Continuously improve our e ectiveness in procuring and managing nancially sustainable contract services.
Initiatives C - 2(a)
SP # 55 - Procurement Framework Revamp
Review and re ne existing procurement and contract management frameworks and guidelines to align with current best practices and enhance overall e ciency.
Phase 1: Review and align procurement frameworks and competencies outlined by the National Institute of Governmental Purchasing (NIGP) to ensure compliance and improve consistency.
Phase 2: Implement updated procurement and contracting frameworks, ensuring smooth integration and continued adherence to the NIGP competencies into the future.
Revamping existing nance frameworks helps the City adopt more e ective practices, leading to improved budgeting, reduced waste, and better management of resources, ultimately resulting in more responsible use of taxpayer funds and enhanced nancial stability.
The Polco National Employee Survey (NES) highlighted purchasing services at a 76% overall satisfaction among employees (NES p.17).
Addressing these internal issues will allow sta to focus on other areas that can enhance the city's operations.
Lead Department: Finance
Program: 255 Purchasing
Budget Impact: $75,000
Fund: General Fund
Estimated Completion: FY 27/28
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Initiatives C - 2(a)
SP # 56 - Animal Control Operational Review
Review current operational approach to animal control and maximize long-term cost e ciencies in accordance with the City’s transition to a “maintenance” community.
Animal control and related costs have a signi cant impact on the City’s budget. The City plans to maximize the customer service experience residents receive while also providing long-term nancial stability for the service.
This initiative would inform future strategic and nancial planning and aligns with public feedback from the 2025 Community Satisfaction Survey, which calls for improved budgeting and scal management and improved city planning (CSS, p. 19).
Lead Department: Management Services
Program: 311 Animal Regulation
Budget Impact:
Sta Resources
Fund: General Fund
Estimated Completion: FY 25/26
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Goal C, Priority Area 2, Strategy (B)
Our healthy city government is sustainable and well-run with committed people.
Priority Area 2 - Well-run: Good governance and professional management support the City's ability to serve the needs of the community.
Strategy (B) Implement modern workplace policies that cultivate an e ective, e cient workforce.
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Initiatives C - 2(b)
SP # 57 - Implement a Learning Management System (LMS)
Implement and integrate a Learning Management System platform to centralize employee required training.
By o ering a centralized platform to manage employee training, employees will be able to go to one portal to access all required training. The system will centralize human resources tracking for compliance training.
While higher than the national benchmark in the Polco National Employee Survey (NES), 77% of Lake Forest employees rated human resources overall as excellent or good; 77% rated bene ts administration as excellent or good, and 71% of employees rated training services as excellent or good (Polco NES, p. 16-17). This initiative would centralize training resources, policies, and other key resources and track employee completion of required items to ensure that Human Resources addresses employee concerns.
Lead Department: Human Resources
Program: 230 Human Resources
Budget Impact: $9,000 (one-time), $7,000 (ongoing, per year) Fund: General Fund
Estimated Completion: FY 26/27
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600
Goal C, Priority Area 3
Our healthy city government is sustainable and well-run with committed people.
Priority Area 3 - Committed People: Talented, ethical sta and contractors are vital assets to our organization and essential to e ective and e cient City operations.
Strategy (A)Professionally develop and retain sta to match skills with organizational and community needs.
Goal C, Priority Area 3 - Committed People
Upcoming 3
Complete
Substantial Progress
Started
Preparing for Launch
In Transition
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Goal C, Priority Area 3, Strategy (A)
Our healthy city government is sustainable and well-run with committed people.
Priority Area 3 - Committed People: Talented, ethical sta and contractors are vital assets to our organization and essential to e ective and e cient City operations.
Strategy (A)Professionally develop and retain sta to match skills with organizational and community needs.
Initiatives C - 3(a)
SP # 58 - Managers' Professional Development Group
Develop and implement a professional development group of Manager-level employees at the City led by the City Manager and the Assistant to the City Manager.
Based on the Polco National Employee Survey (NES), there is a greater desire for visible career opportunities and professional development among employees (NES, p.12). Speci cally, 61% of employees stated that the City did an excellent or good job at providing opportunities to develop a career path, signaling that 39% of employees surveyed signaled that there could be improvements.
Employees wish to be competitive for new opportunities and desire to learn and apply managerial skillsets in their work.
Lead Department: City Manager's O ce
Program: 201 City Manager
Budget Impact: $10,000 per year
Fund: General Fund
Estimated Completion: FY 26/27
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Initiatives C - 3(a)
SP # 59 - Lead with Purpose: Employee Development and Engagement Provide full-time entry-level and mid-level city employees with the training, skills, and resources needed to support career growth through workshops, skill-building sessions, and other learning opportunities.
Although the City outperforms the national benchmark, the Polco National Employee Survey (NES) shows that 39% of employees feel there are no opportunities for career advancement within the City (NES, p. 12). This is a major concern for retaining talent and building a capable workforce. Employees wish to see opportunities for professional development and ensure they are ready for the challenges of the future (NES p.4).
Investing in employees’ professional growth demonstrates that the City values its workforce, which may result in higher employee engagement and morale. Employees who feel supported in their career development may be more likely to stay long-term, reducing turnover costs and preventing the loss of experienced, skilled workers.
Lead Department: Human Resources
Program: 230 Human Resources
Budget Impact: $15,000 per year
Fund: General Fund
Estimated Completion: FY 26/27
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603
Initiatives C - 3(a)
SP # 60 - Employee Newsletter
Create a monthly electronic Lake Forest Employee newsletter. The goal of this newsletter is to foster a stronger sense of connection between employees by sharing organizational news, opportunities, and light-heated personal news and updates.
Interdepartmental communication was identi ed as an area for improvement in the Part-time Employee Survey conducted by Management Services in 2025. Interdepartmental collaboration is a key driver identi ed through the Polco National Employee Survey (NES, p. 4).
Lead Department: Management Services
Program: 801 Communications and Marketing
Budget Impact:
Sta Resources
Fund: General Fund
Estimated Completion: FY 25/26
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604
Goal C, Priority Area 3, Strategy (B)
Our healthy city government is sustainable and well-run with committed people.
Priority Area 3 - Committed People: Talented, ethical sta and contractors are vital assets to our organization and essential to e ective and e cient City operations.
Strategy (B) Continuously assess the optimal sta ng levels required to provide in-demand services to residents and businesses.
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ATTACHMENT 2
Item: 12
606
Lake Forest, CA - Strategic Business Plan 2025-2032
Year 1, Q3
Goal Initiative Description Status FY for Completion Lead Department Goal A: Our livable city
is well planned,
attractive, and safe.
SP # 01- PAVE 77:
Proactive Arterial Value
Enhancements
Maintain "Good" Pavement Condition (PCI of 77) of the City's Roads Construct pavement rehabilitation projects to repair and maintain the quality of the roads, focusing on maintaining residential and improving Arterial Pavement Condition Index (PCI) to a value of 77. Each project is detailed further in the Capital Improvement Plan (CIP) and the associated CIP project number is referenced for each project.
The PAVE 77 Plan would modify the City's existing pavement management strategy to provide additional rehabilitation and value to the City's arterial streets and conduct the slurry seal of neighborhood streets on a 10-year cycle. This program would preserve the PCI of both arterial and neighborhood streets at a 77, or "good" condition rating.
Maintaining good pavement condition is crucial for a city for several reasons: Well-maintained roads reduce vehicle wear and tear, saving residents and businesses on repair costs and minimizing accidents caused by potholes, cracks, and uneven surfaces. Well-maintained roads support efficient transportation for commuters, businesses, and emergency vehicles. This initiative would focus on maintaining an overall PCI of 77 for the network.
Phase 1 - FY 25/26: Zone D Slurry Seal (26S01A) & Bake Parkway Resurfacing (26S01B) Phase 2 - FY 26/27: Zone E1 Slurry Seal (27S01C) & Bake Parkway Resurfacing (27S01D) Phase 3 - FY 27/28 and Beyond: Determine and deploy the long-term pavement management and funding strategy for PAVE 77.
Both residents (96.7%) and businesses (85%) that responded contend that maintaining local streets and roads is extremely or very important (CSS, p. 31, p. 38).
(Project previously included in 2023-2030 Strategic Plan as SP #6) Lead Department: Public Works
Program: 940 Street Improvement Projects
Budget Impact: $8,700,000 per year
Fund: Measure M2 Local Fairshare, Gas Tax Road Maintenance and Rehabilitation Account Fund (RMRA SB1), City Road Infrastructure Fund, Solid Waste Pavement Impact Fee
Estimated Completion: FY 35/36
Substantial
Progress FY 2035-36 Public Works
Goal A: Our livable city
is well planned,
attractive, and safe.
SP # 02 - Traffic
Management Center
The Traffic Management Center will provide an enhanced ability to supplement emergency responsiveness and public safety, address real-time traffic conditions, improve incident management, and address traffic safety.
The initiative supports the Orange County Sheriff's Department's (OCSD) reaction time and situational awareness to increase safety. It would also reduce traffic congestion and improve public safety by allowing staff to monitor traffic conditions in real time, improve incident detection and response times, enhance data storage and analysis for future traffic planning/signal timing, and support better coordination between traffic control systems, law enforcement, and emergency responders.
Phase 1 - FY 25/26: Identify and implement the appropriate video server and integrate video feeds into OCSD's Real Time Operations Center.
Phase 2 - FY 26/27: Add video camera systems to four key intersections and integrate the video feeds into OCSD's Real Time Operations Center.
Phase 3 - FY 27/28 and Beyond: Identify funding sources and implement additional key video camera locations in the City for the remaining 18 key intersections.
Reducing traffic congestion is another priority among residents (88.9%) and businesses (72.5%), with a majority of respondents marking it as extremely or very important (CSS, p. 31, p. 38).
From a public safety perspective, resident respondents expressed the importance of public safety action related to enforcing traffic laws and investigating incidents (CSS, p. 26).
94% of respondents consider maintaining a low crime rate as extremely or very important.
92.8% consider investigating criminal activity as extremely or very important.
68.4% consider enforcing traffic laws as extremely or very important.
Lead Department: Public Works
Program: 930 Traffic Improvement Projects, 620 Traffic Operations, 631 Traffic Safety Budget Impact:
Phase 1 - FY 25/26: $50,000
Phase 2 - FY 26/27: $230,000
Phase 3 - FY 27/28 and Beyond: $30,000 per year, $800,000 one-time investment Fund: General Fund, Project P M2 Funds
Estimated Completion: FY 31/32
Substantial
Progress FY 2031-32 Public Works
Item: 12
607
Lake Forest, CA - Strategic Business Plan 2025-2032
Year 1, Q3
Goal Initiative Description Status FY for Completion Lead Department Goal A: Our livable city
is well planned,
attractive, and safe.
SP # 03 - Lake Forest
Transportation
Mitigation (LFTM)
Program
Complete infrastructure projects that increase transportation mobility and reduce congestion with Lake Forest Transportation Mitigation (LFTM) or North Irvine Transportation Mitigation (NITM) funds paid for developments.
Phase 1 - FY 25/26:
Projects to complete construction:
Lake Forest/ Rancho (24T05)
Lake Forest/ Jeronimo (24T06)
Los Alisos/ Rockfield (24T07)
Projects to start construction:
Bake/ Trabuco (PW2019-02)
Phase 2 - FY 26/27:
Projects to complete design in FY25/26 & construction in FY26/27:
Lake Forest/I-5 - not within City limits (LFTM/NITM) (27T02) Alton/Irvine - not within City Limits (LFTM/NITM) (26T03) Phase 3 - FY 27/28 and Beyond:
Projects to begin in FY26/27:
Lake Forest & Rockfield Projects
In FY27/28:
Bake/Jeronimo (LFTM/NITM)
Reducing traffic congestion is another priority among residents (88.9%) and businesses (72.5%), with a majority of respondents marking it as extremely or very important (CSS, p. 31, p. 38). (Project previously included in 2023-2030 Strategic Plan as SP #1) Lead Department: Public Works
Program: 930 Traffic Improvement Projects
Budget Impact: See CIP
Fund: LFTM and NITM Estimated Completion: FY 35/36
Substantial
Progress FY 2035-36 Public Works
Goal A: Our livable city
is well planned,
attractive, and safe.
SP # 04 - Meadows Traffic
Mitigation Program
Use Meadows Traffic Improvement Funds (MTIF) to manage impacts related to the Meadows development.
Bake Pkwy/Toledo Way Intersection Improvements (24T09)
Completion of the Meadows Traffic Improvement will improve traffic flow and congestion along the Bake Parkway corridor. This will complete the obligated improvement projects for this program per the development agreement.
Reducing traffic congestion is another priority among residents (88.9%) and businesses (72.5%), with a majority of respondents marking it as extremely or very important (CSS, p. 31, p. 38).
(Project previously included in 2023-2030 Strategic Plan as SP # 2) Lead Department: Public Works
Program: 930 Traffic Improvement Projects
Budget Impact: See CIP
Fund: MTIF Estimated Completion: FY 26/27
Substantial
Progress FY 2026-27 Public Works
Goal A: Our livable city
is well planned,
attractive, and safe.
SP # 05 - Foothill
Circulation Phasing Plan
Utilize developer-funded Foothill Circulation Phasing Plan (FCPP) to make various transportation improvements that reduce congestion and improve traffic flow.
Los Alisos Blvd/Muirlands Blvd Intersection Improvements (24T08)
Jeronimo Rd Widening at El Toro Rd (PW2019-08)
El Toro Rd Raised Medians from Jeronimo Rd to Trabuco Rd (PW2020-07)
Reducing traffic congestion is another priority among residents (88.9%) and businesses (72.5%), with a majority of respondents marking it as extremely or very important (CSS, p. 31, p. 38). (Project previously included in 2023-2030 Strategic Plan as SP # 3) Lead Department: Public Works
Program: 930 Traffic Improvement Projects
Budget Impact: See CIP
Fund: FCPP Estimated Completion: FY 26/27
Substantial
Progress FY 2026-27 Public Works
Item: 12
608
Lake Forest, CA - Strategic Business Plan 2025-2032
Year 1, Q3
Goal Initiative Description Status FY for Completion Lead Department Goal A: Our livable city
is well planned,
attractive, and safe.
SP # 06 - Traffic Signal
Synchronization
Utilize grants and other transportation funds to complete traffic signal synchronization projects that provide more efficient traffic flow.
Alton Pkwy (PW2020-16)
Lake Forest Dr (18T03)
Portola Pkwy (PW2020-15)
Bake Pkwy and Rockfield Blvd (25T03)
Irvine Blvd./Trabuco Rd (25T04)
Reducing traffic congestion is a priority among residents (88.9%) and businesses (72.5%), with a majority of respondents marking it as extremely or very important (CSS, p. 31, p. 38).
(Project previously included in 2023-2030 Strategic Plan as SP # 5) Lead Department: Public Works
Program: 930 Traffic Improvement Projects
Budget Impact: See CIP
Fund: Various Estimated Completion: FY 28/29
Substantial
Progress FY 2028-29 Public Works
Goal A: Our livable city
is well planned,
attractive, and safe.
SP # 07 - Traffic
Operational
Improvement Study &
Improvement Project
Study intersections throughout the City to consider operational improvements, such as dedicated turn lanes and other traffic flow improvements.
FY 24/25: Consultant selected, and the study has been initiated.
FY 25/26: Complete the study and evaluate future stages for a project.
Reducing traffic congestion is a priority among residents (88.9%) and businesses (72.5%), with a majority of respondents marking it as extremely or very important (CSS, p. 31, p. 38).
(Project previously included in 2023-2030 Strategic Plan as SP #7) Lead Department: Public Works
Program: 620 Traffic Operations
Budget Impact: $100,000
Fund: General Fund
Estimated Completion: FY 26/27
Started FY 2026-27 Public Works
Goal A: Our livable city
is well planned,
attractive, and safe.
SP # 08 - Arterial Median
Improvement Project
Installation of raised hardscaped medians would improve traffic safety. These locations include Trabuco Rd north of El Toro Rd, and on Rockfield Blvd south of Lake Forest Dr. (24S09)
Reducing traffic congestion is another priority among residents (88.9%) and businesses (72.5%), with a majority of respondents marking it as extremely or very important (CSS, p. 31, p. 38).
(Project previously included in 2023-2030 Strategic Plan as SP # 11) Lead Department: Public Works
Program: 940 Street Improvement Projects
Budget Impact: See CIP
Fund: General Fund Estimated Completion: FY 26/27
Substantial
Progress FY 2026-27 Public Works
Goal A: Our livable city
is well planned,
attractive, and safe.
SP # 09 - Nature Park to
Meadows Development
Trail Connection
Trail Connection from Nature Park to Meadows Development Trail System - preliminary studies and concept. (Project previously included in 2023-2030 Strategic Plan as SP # 8) Lead Department: Public Works
Program: 920 Park Improvement Projects
Budget Impact: See CIP
Fund: General Fund Estimated Completion: FY 26/27
Started FY 2026-27 Public Works
Goal A: Our livable city
is well planned,
attractive, and safe.
SP # 10 - General Plan
Implementation
Develop and implement programs to promote energy conservation in construction and transportation projects. Procure consultant to assist with implementing energy conservation and pollution reduction strategies.
FY 24/25: Consultant selected and the development of the plan has been initiated with substantial progress completed to date.
FY 25/26: Complete Sustainability Implementation Plan (SIP) for consideration by the City Council (Project previously included in 2023-2030 Strategic Plan as SP # 12) Lead Department: Community Development
Program: 501 Planning Support
Budget Impact: $75,000
Fund: General Fund Estimated Completion: FY 25/26
Substantial
Progress FY 2025-26 Community
Development
Item: 12
609
Lake Forest, CA - Strategic Business Plan 2025-2032
Year 1, Q3
Goal Initiative Description Status FY for Completion Lead Department Goal A: Our livable city
is well planned,
attractive, and safe.
SP # 11 - Traffic
Circulation and Mobility
Projects
Evaluate and deploy projects that increase mobility and implement new approaches to traffic circulation.
Protective Permissive Left Turn Project (28T02)
Increase Bike Lanes in Lake Forest
Following the findings of the Traffic Operations Improvement Study (SP # 7), evaluate the feasibility and potential impact of new traffic circulation and mobility projects throughout the City.
Reducing traffic congestion is a priority among residents (88.9%) and businesses (72.5%), with a majority of respondents marking it as extremely or very important (CSS, p. 31, p. 38).
(Project previously included in 2023-2030 Strategic Plan as SP # 4) Lead Department: Public Works
Program: 930 Traffic Improvement Projects
Budget Impact: See CIP
Fund: Unfunded Estimated Completion: FY 29/30
Substantial
Progress FY 2029-30 Public Works
Goal A: Our livable city
is well planned,
attractive, and safe.
SP # 12 - Analysis of
Industrial and Business
Park Inventory and
Trends
Procure a consultant to conduct an in-depth analysis of the City’s current industrial and business park inventory and produce a comprehensive “White Paper” on the topic.
An understanding of the adaptability of the current stock of commercial space that could accommodate future employment needs and trends will allow the City to review development regulations to ensure compatibility of land uses.
Attracting new restaurants and stores is the top resident suggestion (14.2% of respondents) in response to the open-ended question on how to improve the City (CSS p. 19).
(Project previously included in 2023-2030 Strategic Plan as SP # 13) Lead Department: Community Development
Program: 501 Planning Support
Budget Impact: $50,000
Fund: General Fund Estimated Completion: FY 25/26
Substantial
Progress FY 2025-26 Community
Development
Goal A: Our livable city
is well planned,
attractive, and safe.
SP # 13 - Whispering Hills
Affordable Housing
Development
This project aims to identify an affordable housing development partner to develop the parcel into affordable housing, parking, and a park. The park would be open to the public and maintained by the developer.
The development will create new affordable housing options, addressing the growing need for affordable housing availability in the City. Affordable housing means that more employees will have access to housing options nearby, potentially improving local workforce availability. The addition of parking spaces will also make it easier for customers and employees to access nearby businesses, helping to drive foot traffic and support local commerce. The project will dedicate space for a public park, providing a recreational area for residents and enhancing the community’s public amenities and overall livability.
Phase 1 - Whispering Hills Entitlement Process: This phase would implement the necessary steps to engage the Whispering Hills HOA Board to discuss the potential repurposing of the Whispering Hills parcel. These HOA Board Meetings would provide an opportunity for residents to voice their concerns, ask questions, and provide input on the future use of the Whispering Hills parcel. Since this development could significantly affect the neighborhood, including the potential for more affordable housing, public park space, and parking; it is essential for residents to be informed and involved in the decision-making process.
Phase 2 - Whispering Hills Park Site and Senior Affordable Housing Development: This phase would remove the Irrevocable Offer of Dedication (park) from the Whispering Hills parcel (6.65 acres). This phase would identify an affordable housing development partner and initiate the development process.
Lead Department: City Manager's Office and Economic Development/ Housing Program: 832 Affordable Housing
Budget Impact: Staff Resources
Fund: General Fund Estimated Completion: FY 25/26
Substantial
Progress FY 2025-26 Economic
Development
Item: 12
610
Lake Forest, CA - Strategic Business Plan 2025-2032
Year 1, Q3
Goal Initiative Description Status FY for Completion Lead Department Goal A: Our livable city
is well planned,
attractive, and safe.
SP # 14 - Implement
Development Impact Fee
Program
This initiative would implement a Development Impact Fee (DIF) Program to generate dedicated funding for necessary infrastructure improvements.
Establishing this program would enable the City to reduce its reliance on general funds and allow new development to contribute to the costs of the services and infrastructure it impacts, helping maintain the quality of life for residents.
While the 2025 Community Satisfaction Survey (CSS) shows a satisfaction rating of 88.3% for maintaining city parks, maintaining this level of quality of life amid population growth requires continued focus on funds for infrastructure (CCS p. 32). The POLCO National Employee Survey (NES) indicates community quality is 98%, which is above the benchmark (NES p. 5). Sustaining this satisfaction across parks, public safety, and recreation programs will necessitate additional funding, which can be supported by the Impact Fee Program.
Phase 1 - FY 25/26: Adopt and initiate Program - Begin charging fees to developers based on the established fee structure.
Phase 2- FY 25/26: Develop Tracking and Reporting System - Monitor the collection, allocation, and spending of fees to comply with required reporting regulations.
Phase 3 - FY 29/30: Review and Adjust - Complete Statutory Five-year review.
Lead Department: Finance
Program: 240 Treasury
Budget Impact:
Phases 1-2: $10,000 per year
Phase 3: $75,000
Fund: General Fund
Estimated Completion:
Phases 1-2: FY 25/26, FY 26/27
Phase 3: FY 30/31
Started FY 2030-31 Finance
Goal A: Our livable city
is well planned,
attractive, and safe.
SP # 15 - Hiring a Broker
for Retail Recruitment
This initiative builds upon the previous Shopping Center Analysis project by procuring a broker to enhance the success and revitalization of its commercial centers and assist with retail recruitment. The selected broker will work directly for the City to identify, attract, and secure high-quality retail tenants that align with the City’s economic goals. The broker will focus on strengthening commercial districts, improving occupancy rates, and diversifying the retail landscape to meet the demands of residents and visitors.
Revitalized and well-occupied commercial centers create a more vibrant community atmosphere, encouraging people to spend more time in these areas. Additionally, improved shopping experiences can help foster a stronger sense of place and pride in the city.
Additionally, the presence of desirable retail tenants can help create a more stable, profitable environment for existing businesses.
Regarding the business climate, 37% of businesses rated it as excellent and 47% rated it as good (CSS p. 17). This feedback highlights the need for targeted efforts to improve the overall business environment. Additionally, a common suggestion from residents has been to attract new restaurants and stores, indicating a demand for more diverse dining and retail options in the city (CSS p. 19). The 2025 Community Satisfaction Survey also pointed to an increase in the importance of the City’s efforts to revitalize outdated areas (up to 69.5% of businesses rated it as extremely or very important), suggesting that more attention is needed to these spaces (CSS, p.36).
Lead Department: Economic Development
Program: 830 Economic Development
Budget Impact: $50,000 per year
Fund: General Fund Estimated Completion: FY 26/27
Not Started FY 2026-27 Economic
Development
Item: 12
611
Lake Forest, CA - Strategic Business Plan 2025-2032
Year 1, Q3
Goal Initiative Description Status FY for Completion Lead Department Goal A: Our livable city
is well planned,
attractive, and safe.
SP # 16 - Citywide
Branding Implementation
Upon completion of the Branding Project and the establishment of a brand, continue to work with the current branding services consultant to “launch” the brand and evaluate implementation actions as appropriate. Potential brand actions include the following, in a phased manner:
Project A: 2027 City of Lake Forest Rose Parade Float (Pending Direction/Approval by City Council) Project B: Main Street Banners on main roads like El Toro Road to visually launch the new brand elements on a highly frequented road and key landmark of the City.
Project C: 35th Anniversary Celebration Event to commemorate the 35th Anniversary of the City.
This initiative addresses the recurring expressed community desire to attract quality restaurants and businesses (p.19 of 2025 Community Satisfaction Survey). Implementing and achieving widespread dissemination of a city brand can help elevate and make visible the qualities that make Lake Forest a unique and desirable place for businesses and can highlight the City’s high quality of life.
Lead Department: City Manager's Office
Program: 830 Economic Development
Budget Impact:
Project A: $550,000 (if approved)
Project B: $50,000
Project C: $30,000
Fund: General Fund (Strategic Economic Investment Program or SEIP) Estimated Completion: FY 26/27 Started FY 2026-27 City Manager's
Office
Goal A: Our livable city
is well planned,
attractive, and safe.
SP # 17 - City Branding
Entryways
Install City entryway enhancements at El Toro Road, Lake Forest Drive and Portola Parkway.
Project improves the visual appearance of the entryway arterial street intersections in Lake Forest.
Lead Department: Public Works
Program: 940 Street Improvement Projects
Budget Impact: $700,000
Fund: General Fund Estimated Completion: FY 27/28
Not Started FY 2027-28 Public Works
Goal A: Our livable city
is well planned,
attractive, and safe.
SP # 18 - Southwest Lake
Forest Investment
Projects
Southwest Lake Forest Crosswalk Enhancement Intersection Improvements (Wall, Crosswalk, Audible Pedestrian Signals Phase 5) Crosswalk (26S04)
Audible Pedestrian Signals (APS) Phase 5 (27T01)
Arterial Wall Enhancements (24S06)
(Project previously included in 2023-2030 Strategic Plan as SP # 27) Lead Department: Public Works
Program: 940 Street Improvement Projects, 930 Traffic Improvement Projects Budget Impact: $300,000 for Crosswalk Enhancements, $180,000 for APS Phase 5 portion of project, See CIP Fund: General Fund, Community Development Block Grant (CDBG) for APS Estimated Completion: FY 26/27 Substantial
Progress FY 2026-27 Public Works
Goal A: Our livable city
is well planned,
attractive, and safe.
SP # 19 - Lake Forest Golf
and Practice Center
Request for Proposal
(RFP) with County
In conjunction with the County of Orange, conduct a Request for Proposal process for the Lake Forest Golf and Practice Center (Golf Course) lease agreement. This update would potentially bring new tenant(s) to manage the driving range/parking lot parcel (County of Orange), and nine-hole golf course (City-owned
property). The project also aims to create a revitalized environment, improving the aesthetic appeal and functionality of the facilities. By modernizing the existing structures and updating the landscape, this initiative serves as an opportunity to stimulate the surrounding industrial area, encouraging further reinvestment and development.
By modernizing the facilities and enhancing the surrounding area, this initiative may offer an upgraded experience for residents, improving both their recreational opportunities and the aesthetic quality of the environment. Additionally, the revitalization of the industrial area around these facilities will increase its appeal, potentially attracting new business investments and encouraging existing property owners to reinvest in their properties, leading to broader economic growth and beautification of the area.
Lead Department: Economic Development
Program: 830 Economic Development
Budget Impact: Staff Resources
Fund: General Fund Estimated Completion: FY 26/27
Substantial
Progress FY 2026-27 Economic
Development
Item: 12
612
Lake Forest, CA - Strategic Business Plan 2025-2032
Year 1, Q3
Goal Initiative Description Status FY for Completion Lead Department Goal A: Our livable city
is well planned,
attractive, and safe.
SP # 20 - Neighborhood
Improvement Task Force
(NITF)
Transition from pilot to long-term program for neighborhood improvement activities. Procure multi-year outreach consulting contract and establish basic framework to be replicated.
Nearly 2/3 of residents cite significant neighborhood issues that should be improved by the City, such as parking, lack of property maintenance, homelessness, and overcrowding (2025 CSS, p. 44).
FY 24/25: Consultant selected, and the Neighborhood 3 Project has been started.
FY 25/26: Complete procurement of multi-year agreement for future neighborhoods and establish Southwest Lake Forest Adhoc. (Project previously included in 2023-2030 Strategic Plan as SP # 29) Lead Department: Community Development
Program: 541 Community Preservation
Budget Impact: $95,000
Fund: General Fund Estimated Completion: FY 25/26
Substantial
Progress FY 2025-26 Community
Development
Goal A: Our livable city
is well planned,
attractive, and safe.
SP # 21 - Community
Preservation Program
Develop and implement new citywide community preservation program to assist residents in need who may be unable to address code violations, deteriorated property, and neglected maintenance.
Almost half of residents surveyed reported that lack of property maintenance, noise, parking, and graffiti are having a negative impact on their neighborhood (2025 CSS, p. 44).
FY 24/25: Consultant selected and the development of a pilot program has been initiated.
FY 25/26: Complete Pilot Program and evaluate the impact of program for future stages. (Project previously included in 2023-2030 Strategic Plan as SP # 30) Lead Department: Community Development
Program: 541 Community Preservation
Budget Impact: $70,000
Fund: General Fund Estimated Completion: FY 25/26
Substantial
Progress FY 2025-26 Community
Development
Goal A: Our livable city
is well planned,
attractive, and safe.
SP # 22 - Veterans' Brick
Program
Provide opportunities for veterans and residents of Lake Forest to adopt a brick at Veterans Park and other City Parks.
83.1% of residents rate maintaining public landscapes as an important service and 89.9% rate maintaining parks and picnic areas as important (CSS, p. 31)
Lead Department: Public Works
Program: 401 Infrastructure Maintenance Support, 437 Parks Maintenance Services Budget Impact: $20,000 per year
Fund: General Fund Estimated Completion: FY 28/29
Substantial
Progress FY 2028-29 Public Works
Goal A: Our livable city
is well planned,
attractive, and safe.
SP # 23 - Citywide Street
Sign Refresh
Create and install new street name sign design.
Lead Department: Public Works
Program: 940 Street Improvement Projects
Budget Impact: See CIP
Fund: General Fund Estimated Completion: FY 25/26
Completed FY 2025-26 Public Works
Goal A: Our livable city
is well planned,
attractive, and safe.
SP # 24 - Asset
Management Program -
Asset Management Work
Order System
Develop or purchase software that allows the City to track work orders against assets, and conduct condition inspections.
Phase 1 - FY 25/26: Develop Work Order system and test system with key contractors.
Phase 2 - FY 26/27: Roll out to all Inspectors and deploy it as part of work processes to include all contractors addressing work orders in the field.
Procure a technical support consultant to help integrate ESRI Geographic Information System (GIS) functions and to optimize the system with continued improvements.
Phase 3 - FY 27/28: Complete implementation by finalizing processes and workflows and providing ongoing training.
Lead Department: Public Works
Program: 401 Infrastructure Maintenance Support
Budget Impact: $50,000 per year
Fund: General Fund Estimated Completion: FY 27/28
Started FY 2027-28 Public Works
Goal A: Our livable city
is well planned,
attractive, and safe.
SP # 25 - Park
Enhancements
Complete various significant maintenance or enhancement projects to retain the high-quality of the City's park facilities.
Park Gazebo Repair & Replacement (PW2022-09)
Replace synthetic fields installed in 2014 at the Lake Forest Sports Park (25P02) Maintaining local roads, parks, and other infrastructure are top concerns for residents and businesses in the 2025 Community Satisfaction Survey (CSS, p.31, p. 38).
(Project previously included in 2023-2030 Strategic Plan as SP # 37) Lead Department: Public Works
Program: 920 Park Improvement Projects
Budget Impact: See CIP
Fund: General Fund Estimated Completion: FY 25/26
Completed FY 2025-26 Public Works
Item: 12
613
Lake Forest, CA - Strategic Business Plan 2025-2032
Year 1, Q3
Goal Initiative Description Status FY for Completion Lead Department Goal A: Our livable city
is well planned,
attractive, and safe.
SP # 26 - Heroes Park
Field Renovations
Perform renovations at sports fields at Heroes Park, including irrigation, baseball field improvements, and leveling. (25P10) Improve baseball fields by adding warning track, fencing improvements, and infield regrading to improve playability of the field and the enjoyment of users.
Maintaining local roads, parks, and other infrastructure are top concerns for residents and businesses in the 2025 Community Satisfaction Survey (CSS, p.31, p. 38).
(Project previously included in 2023-2030 Strategic Plan as SP # 35) Lead Department: Public Works
Program: 920 Park Improvement Projects
Budget Impact: See CIP
Fund: General Fund
Estimated Completion: FY 25/26
Completed FY 2025-26 Public Works
Goal A: Our livable city
is well planned,
attractive, and safe.
SP # 27 - Neighborhood
Park Renovations, Phase
4: Vintage Park
Following the completion of public outreach, park design will be prepared for approval and the park renovations construction phase. The project renovates the aging park facilities and adds additional amenities based on public input to improve the quality of the park. Improvements to City Parks are cited in the 2025 Community Satisfaction Survey as an item that would make Lake Forest better.
Maintaining local roads, parks, and other infrastructure are top concerns for residents and businesses in the 2025 Community Satisfaction Survey (CSS, p.31, p. 38).
Lead Department: Public Works
Program: 920 Park Improvement Projects
Budget Impact: $200,000
Fund: General Fund Estimated Completion: FY 25/26
Completed FY 2025-26 Public Works
Goal A: Our livable city
is well planned,
attractive, and safe.
SP # 28 - Neighborhood
Park Renovations, Phase
4: Cavanaugh Park
Following the completion of public outreach, park design will be prepared for approval and the park renovations construction phase. The project renovates the aging park facilities and adds additional amenities based on public input to improve the quality of the park. Improvements to City Parks are cited in the 2025 Community Satisfaction Survey as an item that would make Lake Forest better.
Cavanaugh Park (25P08): These park renovations will include the implementation of improvements brought forth by the public outreach effort and take into account any future freeway/ El Toro Rd. Intersection work. (Public Outreach previously included in 2023-2030 Strategic Plan as SP # 25) Maintaining local roads, parks, and other infrastructure are top concerns for residents and businesses in the 2025 Community Satisfaction Survey (CSS, p.31, p. 38).
Lead Department: Public Works
Program: 920 Park Improvement Projects, 910 Building Improvement Projects Budget Impact: $1,200,000
Fund: Neighborhood Park Improvement Reserve Fund Estimated Completion: FY 26/27 Substantial
Progress FY 2026-27 Public Works
Goal A: Our livable city
is well planned,
attractive, and safe.
SP # 29 - Neighborhood
Park Renovations, Phase
4: Nature Park and Lake
Forest Park
Following the completion of public outreach, park design will be prepared for approval and the park renovations construction phase. The project renovates the aging park facilities and adds additional amenities based on public input to improve the quality of the park. Improvements to City Parks are cited in the 2025 Community Satisfaction Survey as an item that would make Lake Forest better.
Lake Forest and Nature Park (25P06): These park renovations will include the implementation of improvements brought forth by the public outreach effort and include items such as trail maintenance, the replacement of older amenities, and maintenance of lights throughout the parks. (Public Outreach previously included in 2023-2030 Strategic Plan as SP # 32 and #38) Maintaining local roads, parks, and other infrastructure are top concerns for residents and businesses in the 2025 Community Satisfaction Survey (CSS, p.31, p. 38).
Lead Department: Public Works
Program: 920 Park Improvement Projects
Budget Impact: $300,000
Fund: Neighborhood Park Improvement Reserve Fund Estimated Completion: FY 25/26 Substantial
Progress FY 2025-26 Public Works
Item: 12
614
Lake Forest, CA - Strategic Business Plan 2025-2032
Year 1, Q3
Goal Initiative Description Status FY for Completion Lead Department Goal A: Our livable city
is well planned,
attractive, and safe.
SP # 30 - Pickleball Court
Installation Project
Following the completion of public outreach, park design will be prepared for approval and the park renovations construction phase. As a result of the analysis and public outreach previously conducted, this initiative would provide funding for the installation of additional pickleball courts in parks throughout the City. Improvements to City Parks are cited in the 2025 Community Satisfaction Survey as an item that would make Lake Forest better.
Maintaining local roads, parks, and other infrastructure are top concerns for residents and businesses in the 2025 Community Satisfaction Survey (CSS, p.31, p. 38).
Lead Department: Public Works
Program: 920 Park Improvement Projects
Budget Impact: $420,000
Fund: General Fund Estimated Completion: FY 25/26
Completed FY 2025-26 Public Works
Goal A: Our livable city
is well planned,
attractive, and safe.
SP # 31 - Etnies Skate
Park Improvement
Project
Following the completion of public outreach, park design will be prepared for approval and the park renovations construction phase. The project renovates the aging park facilities and adds additional amenities based on public input to improve the quality of the park. Improvements to City Parks are cited in the 2025 Community Satisfaction Survey as an item that would make Lake Forest better.
Etnies Skate Park (27F06, 24P03, and 26P05): Includes renovations to existing main building such as HVAC upgrades and IT infrastructure improvements to improve the safety and environment of the facility. Renovations to the skateable areas and landscaping around the park would include concrete repairs,
installation of additional shade structures, and upgrading existing lights to LED to improve safety features at the park. (Public Outreach previously included in 2023-2030 Strategic Plan as SP # 33) Maintaining local roads, parks, and other infrastructure are top concerns for residents and businesses in the 2025 Community Satisfaction Survey (CSS, p.31, p. 38).
Lead Department: Public Works
Program: 920 Park Improvement Projects, 910 Building
Improvement Projects
Budget Impact: 27F07 - $2,200,000; 24P03 - $2,200,000, 26P05 - $175,000 Fund: Neighborhood Park Improvement Reserve Fund Estimated Completion: 27F07 & 24P03 - FY 27/28 Substantial
Progress FY 2027-28 Public Works
Goal A: Our livable city
is well planned,
attractive, and safe.
SP # 32 - Neighborhood
Park Renovations, Phase
4: Peachwood Park
Following the completion of public outreach, park design will be prepared for approval and the park renovations construction phase. The project renovates the aging park facilities and adds additional amenities based on public input to improve the quality of the park. Improvements to City Parks are cited in the 2025 Community Satisfaction Survey as an item that would make Lake Forest better.
Peachwood Park (24P10): This project would continue renovations at Peachwood Park. This phase will include Community Services conducting an RFP process for design services, public outreach to the surrounding community regarding improvements, and the completion of a preliminary design for the park. After the preliminary design is approved by the City Council, Public Works would coordinate with the consultant on the preparation of final design documents and assist in the bid process once the project moves into the construction phase.
Maintaining local roads, parks, and other infrastructure are top concerns for residents and businesses in the 2025 Community Satisfaction Survey (CSS, p.31, p. 38).
Lead Department: Public Works
Program: 920 Park Improvement Projects
Budget Impact: $400,000
Fund: Neighborhood Park Improvement Reserve Fund Estimated Completion: FY 29/30 Substantial
Progress FY 2029-30 Public Works
Goal A: Our livable city
is well planned,
attractive, and safe.
SP # 33 - Community
Service Programming at
the Performing Arts
Center (PAC)
Offer expanded programming at the PAC focused on feedback received from the 2024 Recreation Programming Focus Group, as well as programs that will help market the facility for future
rentals. Examples may include hosting a comedy event, an author event, or a book signing.
Providing recreation opportunities to a wide range of users is an important issue for residents in 2025 Community & Business Satisfaction Survey (CSS, p. 33)
Lead Department: Management Services
Program: 730 Performing Arts Center, 710 Community Events Budget Impact: $20,000 per year
Fund: General Fund Estimated Completion: FY 26/27
Substantial
Progress FY 2026-27 Management
Services
Item: 12
615
Lake Forest, CA - Strategic Business Plan 2025-2032
Year 1, Q3
Goal Initiative Description Status FY for Completion Lead Department Goal A: Our livable city
is well planned,
attractive, and safe.
SP # 34 - Foothill Ranch
Park Sport Rink
Conversion
Convert one hockey rink to a box lacrosse facility at Foothill Ranch Park, Foothill Ranch Box Lacrosse Installation Project (24P04).
Providing recreation opportunities to a wide range of users is an important issue for residents in 2025 Community & Business Satisfaction Survey (CSS, p. 33)
(Project previously included in 2023-2030 Strategic Plan as SP # 40) Lead Department: Public Works
Program: 920 Park Improvement Projects
Budget Impact: $275,000
Fund: General Fund Estimated Completion: FY 25/26
Substantial
Progress FY 2025-26 Management
Services
Goal A: Our livable city
is well planned,
attractive, and safe.
SP # 35 - Equestrian
Center Lease Extension
Negotiate lease extension for the Equestrian Center (expires August 2026) to continue program offerings and maintain strong relationships with tenants.
Providing recreation opportunities to a wide range of users is an important issue for residents in 2025 Community & Business Satisfaction Survey (CSS, p. 33)
Lead Department: Economic Development
Program: 830 Economic Development
Budget Impact: Staff Resources
Fund: General Fund Estimated Completion: FY 25/26
Completed FY 2025-26 Economic
Development
Goal A: Our livable city
is well planned,
attractive, and safe.
SP # 36 - Analysis of
Regulatory Options for
Massage and Personal
Care Services
The analysis will identify business types that may include the use of private rooms and identify potential locations for businesses based on existing zoning designations. Through this analysis, the study will yield a proposal of revised regulations to improve public safety and ensure land use designations appropriately reflect regulations.
Lead Department: Community Development
Program: 541 Community Preservation
Budget Impact: $50,000
Fund: General Fund Estimated Completion: FY 25/26
Substantial
Progress FY 2025-26 Community
Development
Goal A: Our livable city
is well planned,
attractive, and safe.
SP # 37 - Park Security
Enhancements
Implement night and weekend park patrols with contract security staff to improve park security and safety.
Park access has been constrained by anti-social behavior, vandalism, and vagrancy – particularly in the southwest section of Lake Forest. Increasing security is a key priority of the Community Services Commission, many regular park users, and residents that live near parks in Southwest Lake Forest.
This is consistent with the 2025 Community Satisfaction Survey results describing improving parks, recreation as one of the top concerns (CSS, p. 19).
Lead Department: Management Services
Program: 701 Community Services Support, 760 Sports Park Budget Impact: $150,000 per year
Fund: General Fund Estimated Completion: FY 26/27
Completed FY 2026-27 Management
Services
Goal A: Our livable city
is well planned,
attractive, and safe.
SP # 38 - Emergency
Communication
Enhancements at the
Lake Forest Sports Park
Purchase an outdoor loudspeaker system to communicate emergencies and announcements at the Lake Forest Sports Park.
In case of an emergency, staff would be able to notify the public of the on-site emergency and how to proceed.
Park improvements and public safety remain top concerns for residents as documented throughout the 2025 Community Satisfaction Survey (CSS, p. 19).
Lead Department: Management Services
Program: 760 Sports Park
Budget Impact: $30,000
Fund: General Fund Estimated Completion: FY 25/26
Started FY 2025-26 Management
Services
Goal B: Our connected
city is engaged,
informed, and
technologically
current.
SP # 39 - New Lake Forest
Resident Packet
Welcome new Lake Forest residents with a Resident Packet including the Leaflet and Civic Center Information.
New residents often do not know the location of City Hall or the Community Services programs that are offered. This information was gathered from the Community Focus Groups Project (Completed as part of the 2023-2030 Strategic Plan as SP #42) conducted by Management Services in FY 2024-
25. Some Lake Forest residents are interested in participating in City events and programs, but don’t know a lot about what the City offers.
Lead Department: Management Services
Program: 801 Communications and Marketing
Budget Impact: $10,000 per year
Fund: General Fund Estimated Completion: FY 26/27
Completed FY 2026-27 Management
Services
Item: 12
616
Lake Forest, CA - Strategic Business Plan 2025-2032
Year 1, Q3
Goal Initiative Description Status FY for Completion Lead Department Goal B: Our connected
city is engaged,
informed, and
technologically
current.
SP # 40 - Business
Attraction Marketing
This marketing campaign will leverage the branding strategy developed by the City’s consultant to create impactful marketing materials that showcase why Lake Forest is an ideal place for businesses to thrive. By incorporating the insights from the branding strategy, staff will design targeted materials highlighting key aspects such as Lake Forest’s demographics, economic profile, available office space, and other vital business- friendly attributes. These materials will be distributed to attract potential businesses and investors to the City. Additionally, the City will attend the ICSC (International Council of Shopping Centers) Conference in May 2026, where we will host a booth designed with branded promotional materials.
This will allow us to directly market Lake Forest to a broad audience of commercial real estate professionals, retailers, and developers, further elevating the City’s visibility and business prospects.
In the City's 2025 Community Satisfaction Survey, 75.1% of businesses indicated that learning how to market would help make them more profitable (CSS, p. 49), and promoting businesses was one of the top areas where the City could offer support (CSS, p. 50). By actively marketing Lake Forest, the initiative provides businesses and Lake Forest with greater visibility. Additionally, the survey highlighted that residents want more restaurants and retail stores in Lake Forest.
Lead Department: Economic Development
Program: 830 Economic Development
Budget Impact: $35,000 in FY 25/26 and $37,000 in FY 26/27 Fund: General Fund Estimated Completion: FY 26/27
Substantial
Progress FY 2026-27 Economic
Development
Goal B: Our connected
city is engaged,
informed, and
technologically
current.
SP # 41 - USA 250: A
Celebration of the United
States' 250th Anniversary
(Semiquincentennial)
Commemorate America’s 250 birthday by incorporating unique features in the City’s annual Fourth of July Parade and/or other commemorative symbols throughout the community.
America’s 250 birthday is an opportunity to bring the community together for a special, once-in-a-lifetime event. Consistent with the residents' desires to have more events and entertainment activities in Lake Forest (2025 CSS, p. 19).
Lead Department: Management Services
Program: 710 Community Events
Budget Impact: $50,000
Fund: General Fund Estimated Completion: FY 26/27
Started FY 2026-27 Management
Services
Goal B: Our connected
city is engaged,
informed, and
technologically
current.
SP # 42 - Lake Forest
Flavors
Establish Lake Forest as a dining destination by showcasing the City’s vibrant restaurant scene. Through a comprehensive marketing strategy—including social media campaigns (videos, reels, and spotlights on featured restaurants), a dedicated webpage, newslet ter articles, and in- person community events—this initiative will foster engagement and drive traffic to local businesses. By leveraging collaborati ve partnerships with restaurants and community organizations, the initiative would support local businesses, stimulate economic growth, and instill a sense of community pride. This initiative would aid with a seamless transition from the successful BOGO campaign, keeping local restaurants in the spotlight and building momentum leading up to the revamped Taste of Lake Forest event. Ultimately, Lake Forest Flavors reinforces the City’s commitment to promoting shopping and dining locally, driving both economic and
community vitality.
In the City's 2025 Community Satisfaction Survey, 75.1% of businesses indicated that learning how to market would help make them more profitable (CSS, p. 49), and promoting businesses was one of the top areas where the City could offer support (CSS, p. 50). By actively marketing Lake Forest’s diverse dining scene, the initiative provides businesses with greater visibility, helping them reach more customers.
Lead Department: Economic Development
Program: 830 Economic Development
Budget Impact: $10,000 per year
Fund: General Fund Estimated Completion: FY 26/27
Substantial
Progress FY 2026-27 Economic
Development
Goal B: Our connected
city is engaged,
informed, and
technologically
current.
SP # 43 - Realtor
Partnerships
Host quarterly meetings with Realtors serving Lake Forest, including providing brokers with door hangers with Lake Forest City information for them to distribute to area homes.
This initiative would leverage the City’s branding efforts and could provide greater connectivity between residents and the City. Per the Community Focus Groups conducted by Management Services in FY 2024-25, residents are interested in connecting with the City, they just don’t know how. As shown in the 2025 Community Satisfaction Survey, 11% of residents and 9.5% of businesses responded Not sure/ Do not receive information when asked where they receive information about the City (CSS, p. 57 and p. 59). This gap presents an opportunity for the City to connect with residents and businesses that currently do not receive information.
Lead Department: Management Services
Program: 801 Communications and Marketing
Budget Impact: $10,000 per year
Fund: General Fund Estimated Completion: FY 26/27
Completed FY 2026-27 Management
Services
Item: 12
617
Lake Forest, CA - Strategic Business Plan 2025-2032
Year 1, Q3
Goal Initiative Description Status FY for Completion Lead Department Goal B: Our connected
city is engaged,
informed, and
technologically
current.
SP # 44 - Community
Service Program
Scholarships
Provide a scholarship fund for qualified low-income families for Community Services programs.
Lower-income residents, particularly in the southwest region of Lake Forest, are disconnected from most of the City’s recreation programming and facilities (e.g. the Lake Forest Sports Park). A scholarship would provide additional opportunities for qualified low income residents to explore community offerings.
Lead Department: Management Services
Program: 838 Community Promotion
Budget Impact: $10,000 per year
Fund: General Fund Estimated Completion: FY 26/27
Started FY 2026-27 Management
Services
Goal B: Our connected
city is engaged,
informed, and
technologically
current.
SP # 45 - Improve
Financial Transparency
and Accessibility for the
Community
Phase 1: Become GFOA Triple Crown City - Earn the Certificate of Achievement for Excellence in Financial Reporting, the Distinguished Budget Presentation Award, and the Popular Annual Financial Reporting Award, demonstrating excellence in financial transparency, accountability, and communication.
Phase 2: Develop AGA Citizens Centric Report - A concise, visually engaging document that provides residents with an overview of the city's demographics, financial health, performance results, and future goals in an easy-to-understand format.
Phase 3: Structured Community Engagement Strategy in the Budget Process - Employ a multi-channel approach to create a participatory process.
This effort directly addresses the 78.9% satisfaction rate with communication noted in the 2025 Community Satisfaction Survey (CSS, p.51), aiming to increase public satisfaction within the first year. By responding to the request for improved budgeting and fiscal management (CSS, p.19), this initiative will enhance residents’ understanding of the City’s financial health.
Lead Department: Finance
Program: 245 Accounting and Payroll
Budget Impact: Staff Resources
Fund: General Fund
Estimated Completion: FY 26/27
Substantial
Progress FY 2026-27 Finance
Goal B: Our connected
city is engaged,
informed, and
technologically
current.
SP # 46 - Advanced
Geographic Information
System (GIS) for
Infrastructure and
Community Engagement
Phase 1: Develop a 5-Year Citywide GIS Technology Master Plan Phase 2: Upgrade GIS Infrastructure Based on the Phase 1 deliverables, upgrade GIS infrastructure by upgrading hardware, software, and data layers.
Phase 3: Expand GIS-Based Services for Residents
Based on Phase 1 and Phase 2, develop enhanced GIS applications that provide residents with improved tools for engagement.
A 5-Year GIS Technology Master Plan focused on public services ensures that the City is not just investing in technology for internal efficiency but also prioritizing the needs of residents. The National Employee Survey (NES) by Polco identifies interdepartmental collaboration as a key driver of efficiency (NES, p.4).
Upgrading GIS infrastructure ensures residents have fast, reliable access to city services and information. It lays the foundation for delivering modern, user-friendly tools that improve community engagement, support transparency, and enable better decision-making for both residents and city leaders.
Advanced GIS Applications will enhance community engagement and strengthen the relationship between residents and the City.
Lead Department: Information Technology
Program: 237 GIS
Budget Impact:
Phase 1 and 2: $150,000
Phase 3: $30,000
Fund: General Fund Estimated Completion: FY 2026-2027
Started FY 2026-27 Information
Technology
Item: 12
618
Lake Forest, CA - Strategic Business Plan 2025-2032
Year 1, Q3
Goal Initiative Description Status FY for Completion Lead Department Goal B: Our connected
city is engaged,
informed, and
technologically
current.
SP # 47 - Strategic
Planning Software
Procure and deploy cloud-based software platform to develop strategic plan in dynamic and engaging platform. Implement software among all departments and develop key performance indicators (KPI) and provide training to keep the platform up to date.
As the City continues its tradition of strategic planning, this initiative would showcase progress towards community goals in a transparent and accessible platform. This effort would demystify City functions and priorities and clearly show and signal future plans for maintenance and financial responsibility over time. A software could also help disseminate complex information in digestible formats and provide key performance indicators and measures for the community to review and understand.
Residents indicated a desire for improved budgeting and fiscal management and improved city planning (CSS, p.19). This initiative will enhance residents’ understanding of the City's budgeting, prioritization, planning, and execution of various initiatives throughout the community.
Lead Department: City Manager's Office
Program: 201 City Manager
Budget Impact:
Initial Deployment: $35,000
Ongoing Expenses: $20,000 annually
Fund: General Fund Estimated Completion: FY 26/27
Started FY 2026-27 City Manager's
Office
Goal B: Our connected
city is engaged,
informed, and
technologically
current.
SP # 48 - Develop a 5-
Year Citywide Technology
Master Plan
Develop a Strategic Technology Software Framework (excluding GIS applications) that enhances interdepartmental collaboration, streamlines operations, and aligns with the City’s long-term goals.
A unified Citywide Technology Master Plan provides a clear strategic roadmap that aligns technology initiatives with community priorities, increases transparency, and delivers measurable value to constituents. It also reduces redundancy, cuts costs, and ensures departments are working together toward the City's long-term goals.
Lead Department: Information Technology
Program: 235 IT Operations
Budget Impact: $110,000
Fund: General Fund Estimated Completion: FY 26/27
Started FY 2026-27 Information
Technology
Goal B: Our connected
city is engaged,
informed, and
technologically
current.
SP # 49 - Online Building
Permit Application
Access
Establish an online portal for building permit submissions.
This initiative will allow the public to submit directly to the City and reduce the traffic at the counter. Additional counter time would allow for more in -
depth questions and complex projects.
55% of residents that responded found the importance of issuing building permits as either very or extremely important in the 2025 Community Satisfaction Survey (CSS, p. 28).
(Revision to 2023-2030 Strategic Plan Initiative SP #65 - Building Services Modernization) Lead Department: Community Development
Program: 511 Current Planning Services
Budget Impact: $60,000
Fund: General Fund Estimated Completion: FY 26/27
Started FY 2026-27 Community
Development
Goal B: Our connected
city is engaged,
informed, and
technologically
current.
SP # 50 - Streamlining
Business Startup
Support: Integration of
Planning and Economic
Development
Aims to create a seamless experience on how to start a businesses in Lake Forest. Recognizing the challenges businesses face in navigating the current system—where Economic Development oversees assists businesses with starting up, and Planning handles building and permi tting startup processes—
software tools could provide a centralized, user-friendly platform. This how to start a business "one-stop shop" would offer clear guidance, resources, and support, ensuring businesses could easily access information and services needed to open and thrive in Lake Forest.
Businesses provided responses indicating that fewer restrictions and regulations and a more business-friendly government could help improve the business climate (CSS, p. 20). Providing more resources and support was also one of the top ways to help businesses (CSS, p. 50).
By streamlining and modernizing the “how to start a business” process, the City would create a more business-friendly environment that would assist businesses in navigating any existing restrictions and regulations as well as provide support and continue to improve City processes.
Lead Department: Economic Development
Program: 830 Economic Development
Budget Impact: $25,000 per year
Fund: General Fund Estimated Completion: FY 26/27
Started FY 2026-27 Economic
Development
Item: 12
619
Lake Forest, CA - Strategic Business Plan 2025-2032
Year 1, Q3
Goal Initiative Description Status FY for Completion Lead Department Goal B: Our connected
city is engaged,
informed, and
technologically
current.
SP # 51 - Streamline
Planning and Building
Division Pre-Application
& Inquiry Process
Engage in online software that intuitively assists applicants in navigating various Planning and Building application requirements, providing a checklist, and other relevant information currently given by City and contracted staff.
The software would:
Provide project-specific guidance of the planning entitlement and building permit process to applicants online and find answers to application questions without staff support.
Provide an online portal where residents can create an account and view current and historical projects.
Be compatible with the current permitting software (EPL). 55% of residents that responded found the importance of issuing building permits as either very or extremely important in the 2025 Community Satisfaction Survey (CSS, p. 28).
By streamlining and modernizing the process, the City would create an improved environment for applicants to conduct their business with the City.
The software would assist applicants in navigating the planning entitlement and building permit process by identifying any existing restrictions and regulations as well as provide support and continue to improve City processes.
Lead Department: Community Development
Program: 511 Current Planning Services
Budget Impact: $34,000 initial year, $24,000 per year ongoing Fund: General Fund Estimated Completion: FY 26/27
Started FY 2026-27 Community
Development
Goal B: Our connected
city is engaged,
informed, and
technologically
current.
SP # 52 - Integrated
Redaction Services
Utilizing subscription-based redaction software, redact and upload City permits to the Laserfiche public portal, accessible on the City's website.
The City's website is considered a top source of information for both residents (21.2%) and businesses (24.5%, top source) (CSS, p.57) Lead Department: City Clerk
Program: 215 Records Management
Budget Impact: $3,000 per year
Fund: General Fund Estimated Completion: FY 25/26
Substantial
Progress FY 2025-26 City Clerk
Goal C: Our healthy
City government is
sustainable and well-
run with committed
people.
SP # 53 - Conduct a
Comprehensive Fee
Study and Cost Allocation
Plan
Phase 1: Conduct a thorough study and evaluate all City fees to make sure they accurately reflect the cost of services provided.
Phase 2: Review and adjust fees annually based on current financial conditions and the Consumer Price Index (CPI) to maintain alignment with service costs.
This makes services financially self-sustaining and aligns with public feedback from the 2025 Community Satisfaction Survey, which calls for improved budgeting and fiscal management (CSS, p. 19).
Lead Department: Finance
Program: 250 Treasury
Budget Impact: $75,000 (FY 25/26), $15,000 (FY 26/27)
Fund: General Fund Estimated Completion: FY 27/28
Started FY 2027-28 Finance
Goal C: Our healthy
City government is
sustainable and well-
run with committed
people.
SP # 54 - Review of
Contract Services vs. In
House Services
Evaluate the current contract services model for certain key services provided by the City.
As the City transitions to a maintenance city, this effort would help assess existing cost centers and evaluate whether the current contract service model continues to provide the City with the best value and desired service levels.
This initiative would inform future strategic and financial planning and aligns with public feedback from the 2025 Community Satisfaction Survey, which calls for improved budgeting and fiscal management and improved city planning (CSS, p. 19).
Lead Department: City Manager's Office
Program: 201 City Manager
Budget Impact: Staff Resources
Fund: General Fund Estimated Completion: FY 26/27
Started FY 2026-27 City Manager's
Office
Item: 12
620
Lake Forest, CA - Strategic Business Plan 2025-2032
Year 1, Q3
Goal Initiative Description Status FY for Completion Lead Department Goal C: Our healthy
City government is
sustainable and well-
run with committed
people.
SP # 55 - Procurement
Framework Revamp
Review and refine existing procurement and contract management frameworks and guidelines to align with current best practices and enhance overall efficiency.
Phase 1: Review and align procurement frameworks and competencies outlined by the National Institute of Governmental Purchasing (NIGP) to ensure compliance and improve consistency.
Phase 2: Implement updated procurement and contracting frameworks, ensuring smooth integration and continued adherence to the NIGP competencies into the future.
Revamping existing finance frameworks helps the City adopt more effective practices, leading to improved budgeting, reduced waste, and better management of resources, ultimately resulting in more responsible use of taxpayer funds and enhanced financial stability. The Polco National Employee Survey (NES) highlighted purchasing services at a 76% overall satisfaction among employees (NES p.17). Addressing these internal issues will allow staff to focus on other areas that can enhance the city's operations.
Lead Department: Finance
Program: 255 Purchasing
Budget Impact: $75,000
Fund: General Fund Estimated Completion: FY 27/28
Not Started FY 2027-28 Finance
Goal C: Our healthy
City government is
sustainable and well-
run with committed
people.
SP # 56 - Animal Control
Operational Review
Review current operational approach to animal control and maximize long-term cost efficiencies in accordance with the City’s transition to a “maintenance” community.
Animal control and related costs have a significant impact on the City’s budget. The City plans to maximize the customer service experience residents receive while also providing long-term financial stability for the service.
This initiative would inform future strategic and financial planning and aligns with public feedback from the 2025 Community Satisfaction Survey, which calls for improved budgeting and fiscal management and improved city planning (CSS, p. 19).
Lead Department: Management Services
Program: 311 Animal Regulation
Budget Impact: Staff Resources
Fund: General Fund Estimated Completion: FY 25/26
Completed FY 2025-26 Management
Services
Goal C: Our healthy
City government is
sustainable and well-
run with committed
people.
SP # 57 - Implement a
Learning Management
System (LMS)
Implement and integrate a Learning Management System platform to centralize employee required training.
By offering a centralized platform to manage employee training, employees will be able to go to one portal to access all required training. The system will centralize human resources tracking for compliance training.
While higher than the national benchmark in the Polco National Employee Survey (NES), 77% of Lake Forest employees rated human resources overall as excellent or good; 77% rated benefits administration as excellent or good, and 71% of employees rated training services as excellent or good (Polco NES, p. 16-17). This initiative would centralize training resources, policies, and other key resources and track employee completion of required items to ensure that Human Resources addresses employee concerns.
Lead Department: Human Resources
Program: 230 Human Resources
Budget Impact: $9,000 (one-time), $7,000 (ongoing, per year) Fund: General Fund Estimated Completion: FY 26/27
Not Started FY 2026-27 Human Resources
Goal C: Our healthy
City government is
sustainable and well-
run with committed
people.
SP # 58 - Managers'
Professional
Development Group
Develop and implement a professional development group of Manager-level employees at the City led by the City Manager and the Assistant to the City Manager.
Based on the Polco National Employee Survey (NES), there is a greater desire for visible career opportunities and professional development among employees (NES, p.12). Specifically, 61% of employees stated that the City did an excellent or good job at providing opportunities to develop a career path, signaling that 39% of employees surveyed signaled that there could be improvements. Employees wish to be competitive for new opportunities and desire to learn and apply managerial skillsets in their work.
Lead Department: City Manager's Office
Program: 201 City Manager
Budget Impact: $10,000 per year
Fund: General Fund Estimated Completion: FY 26/27
Substantial
Progress FY 2026-27 City Manager's
Office
Item: 12
621
Lake Forest, CA - Strategic Business Plan 2025-2032
Year 1, Q3
Goal Initiative Description Status FY for Completion Lead Department Goal C: Our healthy
City government is
sustainable and well-
run with committed
people.
SP # 59 - Lead with
Purpose: Employee
Development and
Engagement
Provide full-time entry-level and mid-level city employees with the training, skills, and resources needed to support career growth through workshops, skill-building sessions, and other learning opportunities.
Although the City outperforms the national benchmark, the Polco National Employee Survey (NES) shows that 39% of employees feel there are no opportunities for career advancement within the City (NES, p. 12). This is a major concern for retaining talent and building a capable workforce.
Employees wish to see opportunities for professional development and ensure they are ready for the challenges of the future (NES p.4).
Investing in employees’ professional growth demonstrates that the City values its workforce, which may result in higher employee engagement and morale. Employees who feel supported in their career development may be more likely to stay long-term, reducing turnover costs and preventing the loss of experienced, skilled workers.
Lead Department: Human Resources
Program: 230 Human Resources
Budget Impact: $15,000 per year
Fund: General Fund Estimated Completion: FY 26/27
Substantial
Progress FY 2026-27 Human Resources
Goal C: Our healthy
City government is
sustainable and well-
run with committed
people.
SP # 60 - Employee
Newsletter
Create a monthly electronic Lake Forest Employee newsletter. The goal of this newsletter is to foster a stronger sense of connection between employees by sharing organizational news, opportunities, and light-heated personal news and updates.
Interdepartmental communication was identified as an area for improvement in the Part-time Employee Survey conducted by Management Services in 2025. Interdepartmental collaboration is a key driver identified through the Polco National Employee Survey (NES, p. 4).
Lead Department: Management Services
Program: 801 Communications and Marketing
Budget Impact: Staff Resources
Fund: General Fund Estimated Completion: FY 25/26
Completed FY 2025-26 Management
Services
Item: 12
622
Lake Forest, CA - Strategic Business Plan 2025-2032
Year 1, Q3
0 10
20 30
40 50
60 70
Y1, Q1 Y1, Q2 Y1, Q3
Quarterly Progress
Not Started Started Substantial Progress Completed In Transition Item: 12
623
Lake Forest, CA - Strategic Business Plan 2025-2032
Year 1, Q3
0 5
10 15
20 25
30 35
40 Goal A Goal B Goal C
Year 1, Q3 by Goal
Not Started Started Substantial Progress Completed In Transition Item: 12
624