Lake Forest City Council
July 21, 2026

MEMORANDUM
DATE: JULY 21, 2026
TO: CITY COUNCIL
FROM: MATTHEW RICHARDSON

CITY ATTORNEY
SUBJECT: PROGRESS REPORT:

SECOND EXTENSION OF URGENCY ORDINANCE FOR
MORATORIUM ON MASSAGE ESTABLISHMENTS.

City Council
Meeting Date: July 21, 2026
Time: 6:30 PM
Location: Lake Forest City Hall, Council Chambers
25550 Commercentre Drive, Lake Forest, CA 92630
This report is submitted in accordance with Government Code Section 65858(d), which requires a written description of the measures taken to alleviate the conditions that led to the adoption of an interim ordinance prior to its extension.

On August 19, 2025, the Lake Forest City Council adopted Ordinance No. 379, establishing a temporary moratorium on the establishment of businesses offering massage services. The ordinance was adopted to protect the public health, safety, and welfare while the City evaluates potential regulatory and zoning standards to address increasing concerns regarding unlicensed operations, noncompliance with municipal regulations, and reports of illicit activities associated with certain massage businesses. Ordinance No. 381 subsequently extended the moratorium through August 18, 2026.

Since adoption of Ordinance No. 379, staff has continued evaluation of potential regulatory and zoning standards applicable to businesses offering massage services. Staff has also initiated outreach to existing personal care and massage establishments to solicit feedback regarding current business practices, operational considerations, and potential regulatory approaches.

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Staff continues to investigate unpermitted uses through ongoing code enforcement efforts and is engaging with property owners, business operators, and franchisees to better understand business operations and identify regulatory measures that are both effective and practical. In addition, staff is evaluating potential operational requirements, permitting standards, enforcement mechanisms, and appropriate land use regulations for both massage establishments and personal care businesses.

Because this work remains ongoing, staff recommends that the City Council adopt an urgency ordinance extending Ordinance No. 379, as extended by Ordinance No. 381, pursuant to Government Code Section 65858, thereby continuing the temporary prohibition on the establishment of businesses offering massage services pending completion of the City’s study and adoption of regulatory and zoning standards. This will be the final extension, and will remain in effect until February 18, 2026, or until the ordinance providing the revised regulatory standards for massage establishments becomes effective, whichever is earlier.

This report has been filed with the City Clerk and is available for public review.

CONTACT INFORMATION
For questions or additional information, please contact:

Amy Stonich, AICP
Assistant Director of Community Development
(949) 461-3479
[email protected]
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AT
TACHMENT 3
ATTACHMENT 3
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CITY COUNCIL AGENDA REPORT
MEETING DATE: 8/19/2025
DEPARTMENT: Community Development
SUBJECT:

URGENCY ORDINANCE ESTABLISHING A TEMPORARY MORATORIUM ON

MASSAGE ESTABLISHMENTS
RECOMMENDED ACTION(S):

1. Find and determine that the proposed urgency ordinance is not a “project” within the meaning of Section 15378 of the State of California Environmental Quality Act (“CEQA”) Guidelines (Title 14 of the California Code of Regulations) and is exempt from the requirements of CEQA under Section 15061(b)(3) of the CEQA Guidelines; and

2. Adopt Urgency Ordinance No. ____, entitled:

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

FOREST ESTABLISHING A TEMPORARY MORATORIUM ON MASSAGE

ESTABLISHMENTS PENDING STUDY AND THE PREPARATION OF AN
UPDATE TO THE CITY’S MUNICIPAL CODE AND ZONING CODE AND DETERMINING THE ORDINANCE TO BE EXEMPT FROM CEQA.

EXECUTIVE SUMMARY:

In recent years, law enforcement and code enforcement officers have discovered evidence of illicit sexual activity occurring at massage establishments in the City of Lake Forest (“City”). These activities pose significant impacts to public health, safety, and welfare.

Against this backdrop, an urgency ordinance is proposed to temporarily prohibit the processing of use permits for massage establishments throughout the city.

Specifically, during the moratorium, proposed massage establishments could not file an application for a use permit to establish within the city, and existing massage establishments could not expand. However, any massage establishment that has obtained a use permit would be allowed to obtain a license and a building permit to establish or continue operations.

The urgency ordinance is necessary to provide the City with sufficient time to study potential municipal and zoning code regulations to address the negative impacts of illegal activity at these and similar establishments.

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BACKGROUND:

Under the California Constitution and pursuant to its police powers, the City is charged with responsibility for the health, safety, and welfare of its citizens.

Pursuant to this authority, the City has adopted a framework to regulate massage uses within the city.

To establish a massage business, the Planning Commission must approve a use permit for the business location (Lake Forest Municipal Code (“LFMC”) section

9.72.090). If that approval is granted, then the permittee must obtain a massage establishment license, which is governed by LFMC Chapter 5.07. The City Manager reviews license applications and has the authority to approve or deny such requests in accordance with the City’s requirements.

Annually, each massage establishment is required to apply for renewal of its massage license. The renewal process is outlined in LFMC Chapter 5.07 and includes ground for non-renewal and revocation. The City also has the ability to perform inspections of any massage establishment to confirm ongoing compliance with all massage regulations.

As permitted by the City’s code, there are a number of massage businesses operating in the city. Those massage businesses that opened prior to adoption of the City’s regulatory scheme operate as legal nonconforming uses, while those that opened after adoption of the City ordinance operate pursuant to conditional use permits. As shown in the following graphic, the number of massage businesses operating in the city has fluctuated, with a high of 42 in 2019, and a low of 16 in 2024.

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Figure 1: Licensed Massage Establishments 2008-2025
The City currently has 18 massage establishments in operation. The location of each business is shown in the following graphic.

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Figure 2: Map of Licensed Massage Establishments by District (August 2025) ATTACHMENT 3
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Despite the City’s regulations, in recent years, the City has experienced issues related to illicit sexual activity at massage and similar establishments. Between 2022-2024, the Orange County Sheriff’s Department (“OCSD”) conducted investigations at massage establishments across the city. According to law enforcement reports, massage therapists attempted to engage in illicit sexual activity with undercover investigators at four establishments: 23803 El Toro Road, 22706 Aspan Street, Unit 503, 22855 Lake Forest Drive, Suite E, and 23401 El Toro Road, Suite 100. These incidents resulted in, among other things, the City denying massage business license renewals, issuing administrative citations and police citations, and revoking a massage-related use permit at 23803 El Toro Road.

These investigations also revealed that illegal massages and illicit sexual activity are no longer limited to businesses expressly offering massages. Working with OCSD, the City discovered that illegal activities are occurring at personal care businesses with private rooms, including day spas. This change in practice by those performing illegal massages is likely to avoid detection, in part because the City’s massage regulations do not currently cover these other types of businesses.

The above illegal activity resulted in significant public expense including code enforcement inspections and actions, law enforcement undercover operations, and administrative and legal review. These illegal activities diverted resources from other pressing City needs.

Massage and other establishments that offer illicit sexual activity pose an immediate and significant threat to the health, safety, and welfare of the community. Among other things, these impacts include the potential for: (1) injury and abuse to patrons being solicited for unlawful services, and (2) increased opportunities for prostitution activity and human trafficking of workers by virtue of the secretive nature associated with offering unauthorized and undisclosed services.

DISCUSSION:

Government Code Sections 36937 and 65858 authorize the City Council to adopt an interim urgency ordinance to protect public health, safety, and welfare.

Section 65858 specifically allows a temporary moratorium to prohibit any uses that may be in conflict with a contemplated zoning proposal that the City wishes to study.

The proposed interim urgency ordinance makes the requisite Government Code findings that there is an urgent need to protect the public health, safety, and welfare from illicit activities that occur at some massage establishments within ATTACHMENT 3
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the city. If adopted, it would immediately establish a 45-day moratorium. During this period, the City would not approve or issue any use permit, variance, building permit, or other applicable entitlement for new massage establishments or the enlargement of existing massage establishments. During the moratorium period, any massage establishment that has obtained a use permit would be allowed to obtain a license and building permit to establish the use. Existing massage businesses could continue to apply for licenses or license renewals, and the City could continue to make final decisions on those applications.

A 45-day moratorium would provide staff the time to gather data about the impacts of massage establishments, and to research, study, and prepare recommendations for the Council’s consideration regarding potential amendments to the City’s regulatory process and Zoning Code.

During the moratorium period staff would also study potential amendments to the Zoning Code related to personal care uses with private rooms, in an effort to prevent illicit activities at these businesses. Additionally, staff would study potential changes to the City regulatory scheme related to inspection processes and schedules, including studying the efficacy of mandating regular inspections on massage and other businesses. Because the practice of performing illegal massage at day spas and similar non-massage business is novel and currently outside of any regulatory scheme, staff will need time to consult with other agencies, and to review whether the city’s existing processes may be applied to these other types of businesses.

For the urgency ordinance to be effective, four-fifths (4/5) of the City Council must approve the ordinance. Thereafter, the ordinance would remain in effect for 45 days from its adoption (unless earlier repealed, terminated, or extended by the Council). Government Code section 65858 allows the City Council to extend a moratorium for 10 months and 15 days, and once more for one year. This means that a moratorium may be in place for a total of two years.

FISCAL IMPACT:

There is no fiscal impact associated with the recommended action.

ATTACHMENTS:

1. Urgency Ordinance
Submitted By: Gayle Ackerman, AICP, Director of Community Development Approved By: Debra Rose, City Manager
ATTACHMENT 3
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CITY COUNCIL AGENDA REPORT
MEETING DATE: 9/16/2025
DEPARTMENT: Community Development
SUBJECT:

EXTENSION OF AN URGENCY ORDINANCE REGARDING A TEMPORARY

MORATORIUM ON MASSAGE ESTABLISHMENTS
RECOMMENDED ACTION(S):

Adopt an Urgency Ordinance entitled: AN EXTENSION OF AN URGENCY

ORDINANCE OF THE CITY COUNCIL OF THE CITY OF LAKE FOREST

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

ADOPTION OF REGULATORY AND ZONING STANDARDS AND
DETERMINING THE ORDINANCE TO BE EXEMPT FROM CEQA.

EXECUTIVE SUMMARY:

On August 19, 2025, the City Council adopted Ordinance No. 379, imposing a moratorium on the establishment of businesses offering massages. Pursuant to Government Code Section 65858, the moratorium will expire on October 3, 2025, 45 days after it was adopted. However, Section 65858(a) allows the City to extend the moratorium for 10 months and 15 days if the City needs additional time to study and adopt regulatory and zoning standards for massage establishments.

Based on the need to further study and adopt appropriate regulations, staff recommend the City Council adopt an ordinance to extend the moratorium for 10 months and 15 days.

BACKGROUND:

Under the California Constitution and pursuant to its police powers, the City is charged with protecting the health, safety, and welfare of its citizens. California Government Code Section 51030 et seq. and Business & Professions Code Section 16000 et seq. also authorizes the City to regulate massage establishments in alignment with state law. Pursuant to that authority, on August 19, 2025, the City Council adopted Ordinance No. 379, imposing a temporary moratorium on the establishment of businesses offering massages. The moratorium was enacted under the authority of Government Code Section 65858 to allow the City time to study and potentially revise its regulatory framework for ATTACHMENT 3
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massage establishments. There are currently 18 massage establishments operating in Lake Forest.

The initial moratorium is scheduled to expire on October 3, 2025, 45 days after adoption. Government Code Section 65858(a) permits the City Council to extend the moratorium for an additional period of 10 months and 15 days, provided that the City continues to actively pursue the development of appropriate regulations.

DISCUSSION:

The City currently has a number of massage establishments operating within its jurisdictional boundaries. While the majority of these businesses operate in a safe and lawful manner, there have been documented cases of establishments that are:
• Operating without a valid Massage Establishment License; • Failing to comply with City zoning and operational requirements; and/or • Engaging in illicit activities, including prostitution.

In response to these concerns, the City Council adopted Ordinance No. 379 on August 19, 2025, establishing a 45-day moratorium on the establishment of new massage businesses. This moratorium, set to expire on October 3, 2025, was enacted to allow City staff time to study the issue and develop appropriate regulatory and zoning responses.

During the initial moratorium period, staff began evaluating the scope of the problem and exploring potential zoning and regulatory solutions. The temporary pause on new establishments has helped prevent further proliferation of non- compliant businesses while this work is underway.

Currently, there are no pending applications for new massage establishments on file. City staff continues to issue renewal notices to currently licensed establishments and is processing those renewals in accordance with applicable code requirements. Staff also provide prospective massage establishment applicants with information regarding the existing moratorium.

To ensure sufficient time to complete this process, staff recommends that the City Council extend the moratorium pursuant to Government Code Section 65858(a) an additional 10 months and 15 days, through August 18, 2026. This extension will provide the City with the necessary time to:
• Conduct a comprehensive review of existing massage establishment regulations;
• Evaluate best practices from other jurisdictions;
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• Assess potential state legislation impacting the regulation of massage and personal care businesses;
• Engage stakeholders, including business owners, public safety personnel, and community members; and
• Draft and present updated zoning and regulatory standards for Council consideration.

Pursuant to Government Code Section 65858(a), the extension of the moratorium requires a noticed public hearing in accordance with Section 65090 and adoption of an urgency ordinance by a four-fifths vote of the City Council. If adopted, the urgency ordinance will remain in effect through August 18, 2026.

In accordance with Government Code Section 65858, the moratorium may be extended one final time for a period of one (1) year, following the current proposed extension. If the City Council elects to pursue this option, the moratorium would remain in effect through August 18, 2027. This final extension would provide additional time, if needed, to complete the adoption and implementation of comprehensive zoning and regulatory standards for massage establishments. As with the current extension, a noticed public hearing and a four-fifths vote of the City Council would be required for adoption.

This agenda item also includes a report that documents the measures that the City has taken to alleviate the nuisance issues that led to the initial moratorium. (Attachment 2) For additional background, please refer to the City Council Agenda Report of August 19, 2025 (Attachment 3).

ENVIRONMENTAL
This moratorium extension is not subject to the California Environmental Quality Act ("CEQA") pursuant to the following sections of the State CEQA Guidelines:

Pursuant to State CEQA Guidelines section 15060(c)(2), an activity is not subject to CEQA if the activity will not result in a direct or reasonably foreseeable indirect physical change in the environment. Here, the extension of an urgency ordinance will extend the moratorium on massage establishments. This action will not cause a direct or reasonably indirect physical change in the environment because such actions do not authorize or prompt any development or physical changes to the environment. Thus, section 15060(c)(2) applies to the moratorium, and no further action is therefore required.

Additionally, under State CEQA Guidelines section 15060(c)(3), an activity is not subject to CEQA if the activity is not a project as defined in Section 15378(a).

Under Section 15378(a), a project is an action that has the potential for resulting in a direct or reasonably foreseeable indirect physical change in the environment.

This is a request to extend the urgency ordinance adopted by City Council on ATTACHMENT 3
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August 19, 2025. The City is studying the negative impacts caused by existing massage establishments and considering possible revisions to the City’s regulatory and zoning standards to address those impacts. City staff’s recommendation is for the City Council to extend the moratorium for 10 months and 15 days because the City requires additional time to complete its study and revisions to regulatory and zoning standards. Section 65858(a) of the California Code allows the extension of an existing ordinance providing for a moratorium after notice pursuant to Section 65090 and a public hearing. These actions do not cause a direct or reasonably foreseeable indirect physical change in the environment because such actions do not authorize or prompt any development or physical changes to the environment. Therefore, this moratorium does not constitute a project as defined by CEQA and no further action is therefore required.

This moratorium extension also qualifies for the commonsense exemption under Section 15061(b)(3). Under Section 15061(b)(3), CEQA applies only to projects which have the potential for causing a significant effect on the environment.

Where it can be seen with certainty that there is no possibility that the activity in question may have a significant effect on the environment, the activity is not subject to CEQA. Here, the Ordinance has no possibility to have a significant effect on the environment because such actions do not authorize or prompt any development or physical changes to the environment. As a result, it is not subject to CEQA.

FISCAL IMPACT:

There is no fiscal impact associated with the recommended action.

ATTACHMENTS:

1. Proposed Urgency Ordinance

2. Progress Report, September 16, 2025

3. City Council Agenda Report, August 19, 2025

4. Urgency Ordinance No. 379
Initiated By: Amy Stonich, AICP, Assistant Director of Community Development
Submitted By: Gayle Ackerman, AICP, Director of Community Development Approved By: Debra Rose, City Manager
ATTACHMENT 3
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CITY COUNCIL AGENDA REPORT
MEETING DATE: 7/21/2026
DEPARTMENT: Management Services
SUBJECT:

LAKE FOREST MUNICIPAL CODE AMENDMENT REGARDING ELECTRIC

BICYCLES
RECOMMENDED ACTION(S):

Introduce for first reading an Ordinance entitled: “AN ORDINANCE OF THE CITY

COUNCIL OF THE CITY OF LAKE FOREST, CALIFORNIA, AMENDING CHAPTER 12.24 OF TITLE 12 OF THE LAKE FOREST MUNICIPAL CODE,

RELATING TO THE PROHIBITION OF OPERATION OF ELECTRIC BICYCLES

ON DECLARED PORTIONS OF PUBLIC PROPERTY, AND FINDING THE

ORDINANCE NOT SUBJECT TO THE CALIFORNIA ENVIRONMENTAL
QUALITY ACT”
EXECUTIVE SUMMARY:

Over the past few years, the popularity of electric bicycles (“E-Bikes”) has risen substantially across the United States. E-Bikes, which are bicycles equipped with an electric motor that provides pedal assistance, are commonly used by youth in the community as a mode of transportation. As technology continues to improve, it is likely that e-bikes will continue to grow in popularity and usage. However, with the increase in the prevalence of E-Bikes in Lake Forest, multiple issues surrounding their usage have arisen, including commitment of nuisance crimes, unsafe use on roadways and sidewalks, damage to City of Lake Forest (“City”) property, and disruption of crowded events at the Lake Forest Sports Park & Recreation Center (“Sports Park”).

The proposed Ordinance (Attachment) is a City-initiated amendment to the Lake Forest Municipal Code (“LFMC”). The proposed amendments for consideration address Title 12, Chapter 12.24 of the LFMC (“Bicycles, Skateboards, and Pedestrians”) and would add provisions further regulating the use of E-Bikes in City parks, including the Sports Park. The proposed Ordinance would update the LFMC by:

1. Prohibiting bicycles and E-Bikes on any portion of a park that contains a field or court dedicated to sports of any kind. This would effectively ban bicycles and e-bikes on any sports field or dedicated sport court; Item: 18
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2. Prohibiting bicycles and E-bikes on park playgrounds; and,

3. Enabling staff to establish a temporary perimeter beyond which bicycle and E-bike usage would be prohibited, and to erect and maintain signs indicating as such.

While the proposed Ordinance was developed primarily in response to concerns involving E-bikes, it would also apply to classic pedal bicycles. Due to the dynamic nature of E-bike classifications and the ease with which they can be modified, the proposed Ordinance regulates all E-bike and classic pedal bike classifications in the same manner.

To effectuate these changes to the LFMC, staff recommend the City Council introduce for first reading the proposed Ordinance.

BACKGROUND:

While E-Bikes have been manufactured for multiple decades, they were not widely used in the United States until recently. During the past few years, their use has grown exponentially, and they are now a common sight in Lake Forest.

Given the rapid and widespread adoption of E-Bikes, municipalities have had to respond promptly to effectively regulate their usage. The LFMC currently regulates E-Bikes in the following ways:
E-Bikes are subject to speed limits of 5 MPH on sidewalks. They may not be ridden on sidewalks in the business district, on sidewalks adjacent to public schools when in session, recreation centers, churches during services, and pedestrian overcrossings;
E-Bikes are subject to an overall speed limit of 10 MPH; Individuals on E-Bikes must yield the right-of-way to pedestrians; E-Bikes cannot be left on their side in a road or trail to obstruct pedestrian, equestrian, bicycle, or vehicular traffic; and,
Unsafe operation of E-Bikes is prohibited. This is defined by the LFMC as, “operating in a manner that endangers any person or animal at a speed greater than is reasonable or prudent, having due regard for other users and the surface, width, and grade of the road or trail, and in no event in excess of 10 miles per hour, unless a different speed is posted.” Despite the existing LFMC regulations regarding E-Bikes, there have been persistent issues with unsafe riding behavior and E-Bike users acting in an Item: 18
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unsafe and/or disruptive manner on City property, including multiple documented incidents at the Sports Park in the past year. To address these concerns, the City is developing a multifaceted approach aimed at improving safety and mitigating issues associated with E-bike use.

One aspect of this approach includes the introduction of crowd management strategies at the Sports Park beginning September 2026. This will include establishing temporary barricades at strategic points around the park, increased staff and contract security presence during large events, and the addition of signage prohibiting E-Bike access in various areas of the Sports Park. While these efforts can be successful in curbing some of the disruptive E-Bike use at the Sports Park, issues still exist with the broadness of the existing E-Bike safety regulations currently in the LFMC. As such, staff recommend amending the LFMC to more specifically define illegal or unsafe E-Bike usage, particularly in City parks.

DISCUSSION:

Proposed LFMC Amendments
The LFMC regulates usage of E-Bikes in Title 12, Chapter 12.24. While the LFMC currently provides a useful baseline for regulating E-Bike activity, recent incidents have made it clear that more specificity is needed to regulate usage of E-Bikes at parks, sports fields, and areas that are not sidewalks or bike paths.

The proposed Ordinance includes the following updates:
No person shall operate a bicycle or electric bicycle on any playground, or on a field or court dedicated to sports of any kind.
Staff is enabled to establish a temporary perimeter beyond which e-bike usage is prohibited; and,
Staff are authorized to put up signs designating the prohibited areas and is permitted to declare other areas prohibited as well.

The proposed amendments would effectively restrict E-Bike usage at the Sports Park, and other City parks, to the sidewalk or designated bike paths/trails (which have established regulations in place regarding speed). Through temporary perimeters, the City could prohibit bicycle and E-bike usage on certain additional portions of sidewalk and public property at the City’s discretion. Staff intend on utilizing perimeters to prohibit E-Bike usage during planned sporting, or other community events, to protect crowds. Staff would also be authorized to install Item: 18
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signage to inform users of these regulations and promote compliance. The proposed amendments reduce ambiguity in the LFMC in regard to E-bikes, and provide clarity for enforcement by the Orange County Sheriff’s Department (“OCSD”).

The intent behind the proposed amendments is to deter unlawful and disruptive activities by individuals on E-Bikes, and allow park visitors to participate in programs, utilize sports facilities, and enjoy general use of the Sports Park and other City parks without disruption. Additionally, the proposed amendments to the LFMC would strengthen the City’s, and OCSD’s, ability to apprehend individuals attempting to disrupt activities or the public, enhancing public safety at the Sports Park and other City parks. While the proposed amendments to the LFMC do further regulate E-Bikes and their use, they do not broadly ban E-Bikes from City parks. E-Bike usage is still permissible in City parks, provided they are operated safely and confined to the sidewalk and/or designated bike paths and trails.

To effectuate these changes to the LFMC, staff recommend the City Council introduce for first reading the proposed Ordinance.

Environmental Review
The California Environmental Quality Act (“CEQA”) does not apply to activities that will not result in a direct or reasonably foreseeable indirect physical change in the environment or is otherwise not considered a project as defined by CEQA Statute §21065 and CEQA State Guidelines §15060(c)(3) and §15378. The approval of the proposed Ordinance meets the above criteria and is not subject to CEQA, and therefore requires no additional environmental review.

FISCAL IMPACT:

There is no fiscal impact associated with the recommended action ATTACHMENTS:

Ordinance Amending the LFMC
Initiated By: Robert Bauman, Senior Management Analyst
Submitted By: Sean McGovern, Deputy City Manager
Approved By: Debra Rose, City Manager
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ATTACHMENT
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ORDINANCE NO. 2026-

AN ORDINANCE OF THE CITY COUNCIL OF THE CITY OF

LAKE FOREST, CALIFORNIA, AMENDING CHAPTER

12.24 OF TITLE 12 OF THE LAKE FOREST MUNICIPAL

CODE, RELATING TO THE PROHIBITION OF OPERATION

OF ELECTRIC BICYCLES ON DECLARED PORTIONS OF

PUBLIC PROPERTY, AND FINDING THE ORDINANCE

NOT SUBJECT TO THE CALIFORNIA ENVIRONMENTAL

QUALITY ACT

WHEREAS, the City of Lake Forest (“City”) is a municipal corporation, duly organized under the constitution and laws of the State of California; and

WHEREAS, the City has authority under Article XI, Section 7 of the California Constitution to enact local police power regulations to protect the public health, safety, and welfare; and

WHEREAS, the City encourages the use of bicycles for daily transportation and recreational purposes, and provides miles of bicycle trails and pathways throughout the City; and

WHEREAS, the City also recognizes that lawful electric bicycles (“e -bikes”), as defined by the California Vehicle Code, may be appropriately operated on highways, designated bicycle lanes, and certain bicycle or multi -use trails, when operated in compliance with state law and the City’s Municipal Code; and

WHEREAS, in recent years, the proliferation of e -bikes, as well as electric motorcycles (“eMotos”), has significantly increased the risk of injury to pedestrians, children, elderly persons, persons with disabilities, and other users of public spaces; and

WHEREAS, on April 2, 2026, a minor operating a high -powered eMoto near Toledo Way and Ridge Route Drive struck and killed 81-year-old Ed Ashman;1 and

WHEREAS, in a report prepared for the California Legislature to assess the safety risk of e-bikes, Orange County had a disproportionately high number of e -bike crashes compared to the rest of the state, and was the only county whose data showed more e- bike crashes than regular bicycle crashes;2 and

1 “Suspects Arrested After E-Motorcycle Traffic Collision,” Orange County Sheriff’s Department, News (April 17, 2026) accessible at: https://ocsheriff.gov/news/suspects-arrested-after-e-motorcycle-traffic-collision. 2 Exploring Electric Bicycle Safety Performance Data and Policy Options for California (Dec. 2025) San Jose State University (https://transweb.sjsu.edu/research/2423-Electric-Bicycle-Safety-Data-Policy).

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WHEREAS, the City has a substantial interest in protecting pedestrians, preserving public property, maintaining the safe use of parks and public facilities, and establishing clear local rules for the operation of e -bikes, in order to prevent similar tragedies from occurring in the future; and

WHEREAS, in 2025, the State Legislature passed, and the Governor signed into law, Senate Bill 586, which classified all eMotos as “off-highway motor vehicles,”3 putting them in the same category as dirt bikes, dune buggie s, snowmobiles, and ATVs, and thus declaring that these vehicles cannot be operated on streets, sidewalks, bike paths, parks, or any public property not specifically designated for off-road vehicle uses;4 and

WHEREAS, the California Vehicle Code authorizes the City to adopt rules and regulations to restrict the use of bicycles and e-bikes on public property on public property under the jurisdiction of the City;5 and

WHEREAS, the City Council desires to prohibit the operation of bicycles and e - bikes on all sports fields and courts, as well as any other public areas where City has posted signage indicating bicycles and e-bikes are prohibited; and

WHEREAS, all legal prerequisites to the adoption of this Ordinance have occurred.

NOW, THEREFORE, BE IT RESOLVED, by the City Council of the City of Lake Forest as follows:

Section 1. Recitals. The recitals above are true and correct and are incorporated as a basis for the findings.

Section 2. CEQA. The City Council finds that this Ordinance is not a “project” subject to the California Environmental Quality Act (CEQA) . The Ordinance does not qualify as a project because it has no potential to result in either a direct, or reasonably foreseeable indirect, physical change in the environment. (State CEQA Guidelines, § 15378, subd. (a).) The Ordinance merely prohibits the operation of bicycles and e-bikes from operating on portions of public property declared to be off-limits to such vehicles. In the alternative, the City Council finds that the Ordinance falls within the “common sense” exemption set forth in State CEQA Guidelines section 15061, subdivision (b)(3), which exempts activity from CEQA where “it can be seen with certainty that there is no possibility that the activity in question may have a significant effect on the environment.” Here, it can be seen with certainty that there is no possibility that the Ordinance may have a significant effect on the environment because the Ordinance simply prohibits the operation of bicycles and e -bikes from operating in portions of public property the City

3 CVC § 38012(b)(6).
4 CVC § 38010.
5 CVC § 21113(g)
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has declared to be off -limits from such vehicles ; the Ordinance will not result in any development or in any new activity with the potential to impact the environment.

Section 3. Code Amendment. Section 12.24.020 of Title 12 of the Lake Forest Municipal Code is hereby amended, with additions shown in underline and deletions in strikethrough, as follows:

§ 12.24.020 Recreational transportation on sidewalksOperational regulations.

A. Riding on Sidewalks. Bicycles, electric bicycles, roller skates, roller blades, nonmotorized and motorized scooters, nonmotorized skateboards, electrically motorized boards, and other similar forms of transportation may be ridden on all sidewalks in the City of Lake Forest at a speed not to exceed five miles per hour except upon sidewalks within a business district, upon sidewalks adjacent to any public school building when school is in session, recreation center when in use, church during services, or over any pedestrian overcrossing. At all times, all such modes of transportation shall be operated at a speed that is reasonable and prudent, having due regard for weather, visibility, pedestrian, equestrian, bicycle, and other vehicular traffic, and the surface and width of the sidewalk, and in no event at a speed or in a manner that endangers the safety of any person or property. No person shall leave a bicycle, electric bicycle, roller skate, roller blade, scooter, skateboard, electrically motorized board, e lectric personal assistive mobility device, or other similar nonmotorized or motorized form of transportation lying on or in a sidewalk in such a way as to obstruct pedestrian, equestrian, bicycle, or other vehicular traffic.

B. Director to Designate Prohibitions.

1. No person shall operate a bicycle or electric bicycle on any playground, or on a field or court dedicated to sports of any kind.

2. Notwithstanding subsection A of this section, the Director, or designee, may designate and declare certain portions of sidewalks and public property where the riding or operation of bicycles, electric bicycles, roller skates, roller blades, nonmotorized and motorized scooters, nonmotorized skateboards, electrically motorized boards, electric personal assistive mobility devices, and other similar nonmotorized and motorized forms of transportation are prohibited.

C.3. For subsection (B)(1) and (B)(2) , above, The the Director is authorized to erect and maintain signs adjacent to sidewalks designating limits of bicycle these prohibitions.

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D.C. Yielding Right-of-Way. Whenever any person is riding a bicycle, electric bicycle, roller skates, roller blades, a nonmotorized or motorized scooter, a nonmotorized skateboard, electrically motorized boards, electric personal assistive mobility devices, or other similar nonmotorized or motorized form of transportation, such person shall yield right-of-way to any and all pedestrians.

A person riding or operating any such form of transportation shall further yield to all traffic upon entering a roadway or driveway.

E.D. No Effect on ADA Power -Driven Mobility Devices. Notwithstanding anything to the contrary, wheelchairs and other power-driven mobility devices used as a mobility aid by a person with a disability may be ridden or operated on all sidewalks in the City at the speed of pedestrian traffic and in a manner which is safe for the user and other pedestrians.

Section 4. Custodian of Records. The documents and materials associated with this Ordinance that constitute the record of proceedings on which these findings are based are located at Lake Forest City Hall, 100 Civic Center Drive, Lake Forest, California 92630. The City Clerk is the custodian of the record of proceedings.

Section 5. Publication. The City Clerk shall certify as to the adoption of this Ordinance and shall cause a summary thereof to be published within fifteen (15) business days of the adoption and shall post a Certified copy of this Ordinance, including the vote for and against the same, in the Office of the City Clerk, in accordance with Government Code section 36933.

Section 6. Severability. If any provision of this Ordinance or its application to any person or circumstance is held invalid, such invalidity has no effect on the other provisions or applications of the O rdinance that can be given effect without the invalid provision or application, and to this extent, the provisions of this O rdinance are severable. The City Council declares that it would have adopted this O rdinance irrespective of the invalidity of any portion thereof.

Section 7. Effective Date. This Ordinance shall become effective thirty (30) days after its adoption.

PASSED, APPROVED AND ADOPTED this ____ day of ______, 2026, by the following vote to wit:

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ROBERT PEQUEÑO
MAYOR

ATTEST:

THY MERRITT

CITY CLERK

APPROVED AS TO FORM:

MATTHEW E. RICHARDSON

CITY ATTORNEY
Item: 18
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STATE OF CALIFORNIA )

COUNTY OF ORANGE ) SS

CITY OF LAKE FOREST )

I, Thy Merritt, City Clerk of the City of Lake Forest, California, do hereby certify that the foregoing Ordinance No. __ was duly passed and adopted at a regular meeting of the Lake Forest City Council on the ____ day of ______, 2026 by the following vote, to wit:

AYES: COUNCIL MEMBERS:

NOES: COUNCIL MEMBERS:

ABSENT: COUNCIL MEMBERS:

ABSTAIN: COUNCIL MEMBERS:

__________________________

THY MERRITT

CITY CLERK

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CITY COUNCIL AGENDA REPORT
MEETING DATE: 7/21/2026
DEPARTMENT: City Manager
SUBJECT:

DECLARATION OF THE WHISPERING HILLS SITE AS SURPLUS LAND AND

AUTHORIZATION FOR STAFF TO ISSUE A NOTICE OF AVAILABILITY

PURSUANT TO THE CALIFORNIA SURPLUS LAND ACT
RECOMMENDED ACTION(S):

1. Adopt a Resolution entitled: “A RESOLUTION OF THE CITY COUNCIL OF

THE CITY OF LAKE FOREST MAKING FINDINGS AND DECLARING,
PURSUANT TO GOVERNMENT CODE SECTION 54221, THAT CERTAIN

REAL PROPERTY LOCATED ALONG LAKE FOREST DR, BETWEEN

VINTAGE WOODS ROAD AND DIMENSION DRIVE, IDENTIFIED WITH ASSESSOR’S PARCEL NUMBER 613-621-18, IS SURPLUS LAND,

APPROVING THE NOTICE OF AVAILABILITY THEREFOR, AUTHORIZING

THE CITY MANAGER TO COMPLY WITH THE SURPLUS LAND ACT AND

TAKING RELATED ACTIONS, FINDING THAT SUCH DECLARATION IS

EXEMPT FROM ENVIRONMENTAL REVIEW UNDER THE CALIFORNIA
ENVIRONMENTAL QUALITY ACT PURSUANT TO SECTIONS 15060(C)(3) AND 15312 OF THE STATE CEQA GUIDELINES AND DIRECTING STAFF TO ISSUE A NOTICE OF EXEMPTION”

2. Authorize staff to issue a Notice of Availability (“NOA”) to the California Department of Housing and Community Development (“HCD”) and all entities required under the Surplus Land Act (Government Code §54220 et seq.).

3. Find, pursuant to the California Environmental Quality Act (“CEQA"), that declaring the property as surplus land, approving the form of the Notice of Availability, and authorizing the City Manager to comply with the Surplus Land Act, will not result in a direct or reasonably foreseeable indirect physical change in the environment and therefore is not subject to CEQA pursuant to CEQA Guidelines Section 15060(c)(3). Alternatively, find that the action is exempt from CEQA pursuant to CEQA Guidelines Section 15312 (Surplus Government Property), because the property is not located in an area of statewide, regional, or area-wide concern. Direct staff to file a Notice of Exemption.

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EXECUTIVE SUMMARY:

The City of Lake Forest (“City”) owns an approximately 6.5-acre undeveloped property commonly referred to as the Whispering Hills Site, located along the east side of Lake Forest Drive between Vintage Woods Road and Dimension Drive. The property has historically been designated for park purposes and was subject to an Irrevocable Offer of Dedication (“IOD”) that was transferred to the City in 1999.

On April 7, 2026, the City Council authorized staff to proceed with the Municipal Park Abandonment Law (“MPAL”) and Surplus Land Act (“SLA”) processes to evaluate the potential reuse of the property. On May 5, 2026, the City Council adopted a Resolution of Intention initiating the MPAL process. Following completion of all statutory noticing requirements, the City Council subsequently adopted a final resolution ordering abandonment of the park designation pursuant to MPAL.

In anticipation of the SLA process, staff proactively prepared a draft NOA and submitted it to HCD for preliminary review. On June 17, 2026, HCD provided comments requesting revisions to the draft NOA. Staff incorporated the requested revisions and resubmitted the updated draft. On June 30, 2026, HCD notified staff that the revisions were adequate and that the NOA is prepared for formal issuance (Attachment 1).

Adoption of the recommended action would formally declare the Whispering Hills Site as surplus land (Attachment 2) and authorize staff to issue the finalized NOA to HCD and all entities required under State law, thereby initiating the statutory 60-day solicitation period (Attachment 3).

The proposed action does not approve a development project or authorize disposition of the property. Rather, it initiates a required State process that must be completed before the City may consider any future disposition or development options for the site.

BACKGROUND:

The Whispering Hills Site consists of approximately 6.5 acres of vacant land located along the east side of Lake Forest Drive between Vintage Woods Road and Dimension Drive. The site has remained undeveloped since prior to the City’s incorporation in 1991.

As part of the original development approvals, the developer responsible for constructing park improvements did not complete the required park development and instead provided an IOD for park purposes to the County of Orange Item: 19
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(“County”). The County subsequently transferred the IOD to the City in 1999.

Although the site was designated as Community Park/Open Space in the City’s General Plan, the site remained undeveloped due to the absence of identified funding for park construction, ongoing maintenance obligations, and lack of community consensus regarding preferred park amenities.

On June 3, 2025, the City Council adopted the City’s Strategic Plan, which included Strategic Initiative No. 13: Whispering Hills Affordable Housing Development. The initiative identified exploration of affordable housing opportunities on the site while retaining a public park component.

On April 7, 2026, the City Council authorized staff to initiate both the MPAL and SLA processes to facilitate evaluation of potential reuse opportunities for the site.

On May 5, 2026, the City Council adopted a Resolution of Intention to abandon the park designation pursuant to MPAL and directed staff to complete all required statutory noticing procedures.

Following completion of required publication, posting, and public hearing procedures, on July 16, 2026, the City Council adopted a final resolution ordering abandonment of the park designation. The MPAL process has now concluded, allowing the City to proceed with the Surplus Land Act process.

DISCUSSION:

The California SLA, Government Code Section 54220 et seq., establishes procedures local agencies must follow prior to disposing of property determined to be surplus land. Under the SLA, “surplus land” is defined as land owned by a local agency that is no longer necessary for the agency’s use. Prior to disposing of surplus land, the local agency must first declare the property surplus and issue a NOA to entities identified under State law.

To ensure compliance with State requirements and minimize procedural delays, staff prepared a draft NOA and submitted it to the HCD for preliminary review prior to formal City Council consideration. On June 17, 2026, HCD completed its preliminary review and provided staff with minimal requested revisions to ensure consistency with current SLA requirements and statutory noticing language. Staff subsequently revised the NOA to address the comments provided by HCD and resubmitted the updated document for review.

On June 30, 2026, HCD informed staff that the revisions were satisfactory and that the draft NOA is now adequate for distribution pursuant to the SLA. The finalized NOA has been included as an attachment for City Council review. Upon approval of the recommended action, staff will distribute the NOA to all entities required under Government Code Section 54222, including:

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Local public agencies
Housing sponsors
Affordable housing developers
Park and recreation agencies
School districts
Other entities designated under Government Code Section 54222 Upon issuance of the NOA, eligible entities will have sixty (60) days to notify the City of interest in acquiring the property. If the City receives a notice of interest from an eligible entity, the City is required to engage in good-faith negotiations for a minimum period of ninety (90) days to determine whether mutually acceptable terms can be reached regarding the sale or lease of the property.

If no agreement is reached following the negotiation period, or if no eligible entities express interest during the initial sixty-day notice period, the City would submit a final review request to HCD confirming compliance with the requirements of the SLA and then the City may proceed with disposition of the property. Under the above scenario, prior to project land use entitlement or property disposition, whichever is earlier, the City must record an affordability covenant on the land. The affordability covenant would require that if 10 or more units are developed, at least 15% of those units must be sold or rented at affordable housing cost or affordable rent, as further specified in the SLA.

The SLA represents only the initiation of the State-mandated solicitation process.

It does not authorize transfer of the property, approve a development proposal, or obligate the City to enter into any agreement regarding the future use of the site.

A preliminary timeline for the SLA process is outlined in Table 1 below:

Table 1: Preliminary SLA Timeline
Date Action
July 2026 City Council declares property as Surplus Land July 2026 Staff issues NOA to HCD and eligible entities September 2026 60-Day Notice Period Concludes
December 2026 90-Day Good Faith Negotiation Period concludes December 2026 Staff submit compliance report to HCD
January 2027 HCD review period concludes
This timeline may be adjusted depending on statutory requirements, responses from interested entities, and City Council direction.

Item: 19
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Environmental Review
Pursuant to CEQA, the proposed action to declare the property as surplus land, approve the form of the NOA, and authorize the City Manager to comply with the SLA, will not result in a direct or reasonably foreseeable indirect physical change in the environment and therefore is not subject to CEQA pursuant to CEQA Guidelines Section 15060(c)(3).

In the alternative, the proposed action is exempt from CEQA pursuant to CEQA Guidelines Section 15312 (Surplus Government Property), because the property is not located in an area of statewide, regional, or area-wide concern as described in CEQA Guidelines Section 15206(b)(4).

This action does not approve a development project or commit the City to any particular future use of the site. If the site is later sold and a purchaser proposes a use requiring discretionary approval, that future project will be subject to CEQA review at the appropriate time.

FISCAL IMPACT:

There is minimal fiscal impact associated with the recommended action. Costs associated with issuance of the NOA and legal compliance under the SLA can be accommodated within existing departmental operating budgets.

ATTACHMENTS:

1. Attachment 1 - Correspondence from HCD Confirming Adequacy of Draft NOA

2. Attachment 2 - Resolution Declaring Whispering Hills Site as Surplus Land

3. Attachment 3 - Final Draft Notice of Availability Reviewed by HCD Initiated By: Adrian Grijalva, Economic Development/Housing Manager Submitted By: Keith Neves, Assistant City Manager
Approved By: Debra Rose, City Manager
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ATTACHMENT 1

Item: 19
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From: Mukasa, Sandra@HCD
To: Grijalva, Adrian; Dept. of Housing & Community Development Subject: Re: Case #SLA0002774, has been assigned to Sandra Mukasa Date: Tuesday, June 30, 2026 2:18:14 PM
Attachments: Outlook-kf4vf3qa.png
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Good afternoon Adrian,
I have reviewed the revised draft NOA and the revisions are adequate. I will proceed with closing out this technical assistance ticket. As for next steps, once the final formal NOA is distributed to all the required entities, please do also submit it to HCD via the Surplus Land Portal by opening a "Surplus Land Act Notice" request.

Thank you,
(When responding to me, please be sure to reply-all to include both my direct HCD email and the service-now email so that our correspondence is saved to the correct case file) Sandra Mukasa
Senior Housing Policy Specialist
Housing Accountability Unit
Housing Policy Development Division
Phone: (916) 233-6926
HCD Links: Public Lands for Affordable Housing Development | Updated Surplus Land Act Guidelines | Preserving Existing Affordable Housing

From: Grijalva, Adrian <[email protected]>
Sent: Thursday, June 25, 2026 11:36 AM
To: Mukasa, Sandra@HCD <[email protected]>; Dept. of Housing & Community Development <[email protected]>
Subject: RE: Case #SLA0002774, has been assigned to Sandra Mukasa Hi Sandra:

Item: 19
643

Thank you so much for the quick review. I went ahead and updated the description form based on your feedback. The updated version is attached. Thank you in advance for your time and attention.

Kind Regards,

Adrian

Adrian Grijalva |

ECONOMIC DEVELOPMENT/HOUSING MANAGER
City Manager’s Office

P. (949) 282-5213 E. [email protected]
100 Civic Center Drive, Lake Forest, CA
www.lakeforestca.gov [lakeforestca.gov]
www.lakeforestbusiness.com [lakeforestbusiness.com]

From: Mukasa, Sandra@HCD <[email protected]>
Sent: Wednesday, June 17, 2026 2:26 PM
To: Grijalva, Adrian <[email protected]>; Dept. of Housing & Community Development <[email protected]>
Subject: Re: Case #SLA0002774, has been assigned to Sandra Mukasa

Good afternoon,

Thank you for providing on behalf of the City of Lake Forest a draft NOA for HCD review regarding the property located at APN 613-621-18. A section of the draft NOA reads as follows:" As a condition of disposal, the City requires the development of a Senior Affordable Apartment Project".

Under the standard surplus disposition process, a local agency typically cannot require a specific population for acceptable proposals. Those types of requirements/limitations are allowable under affordable housing exemptions such as Gov Code Sections 54221 (f)(A), (F), and (G).

Instead, the City may indicate its preference for housing proposals that cater to a specific population. Does the City have a Housing Element program associated with senior affordable housing? If so, we advise the citation of that program within the NOA in order to illustrate the reasoning for the City's preference.

I'm available to review revised draft NOA language if desired.

(When responding to me, please be sure to reply-all to include both my direct HCD email and Item: 19
644

the service-now email so that our correspondence is saved to the correct case file)

Best,

Sandra Mukasa (she/her)
Senior Housing Policy Specialist, Housing Accountability Unit Housing Policy Development Division
Housing & Community Development (HCD)
651 Bannon Street, Suite 400 | Sacramento, CA 95811
( 916.233.6926 | * [email protected]

Housing Law Fact Sheets 2026 (PDF) – A collection of 22 fact sheets that provide summaries of statutory requirements and policies, practical guidance for implementation, and highlights of recent legislative amendments.

HCD Links: Public Lands for Affordable Housing Development | Updated Surplus Land Act Guidelines | Preserving Existing Affordable Housing

From: Dept. of Housing & Community Development <[email protected]> Sent: Wednesday, June 17, 2026 9:32 AM
To: [email protected] <[email protected]>; Mukasa, Sandra@HCD <[email protected]>
Subject: Case #SLA0002774, has been assigned to Sandra Mukasa

The case # SLA0002774 [calhcd. service-now. com] has been assigned to Sandra Mukasa (Sandra. Mukasa@ hcd. ca. gov), who will review your submitted information and reach out to you. If you need to communicate with HCD about this case, please reply

Item: 19
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The case # SLA0002774 [calhcd.service-now.com] has been assigned to Sandra Mukasa ([email protected]), who will review your submitted information and reach out to you. If you need to communicate with HCD about this case, please reply all to this email thread so that the communication both reaches Sandra Mukasa and gets saved to the portal case file.

Date Submitted: 06/16/2026 12:15:06 PM PDT
Nature of the Request: SLA Technical Assistance (Inquiry/Questions)

Ref:MSG0347881_ZcEjobjmTHYJ2v4cO7OQ
CAUTION: Think Security! This email is not from someone at the City of Lake Forest. Do not click any links or open any attachments you are not expecting.

CAUTION: Think Security! This email is not from someone at the City of Lake Forest. Do not click any links or open any attachments you are not expecting.

Item: 19
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ATTACHMENT 2

Item: 19
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55136.00000\45162297.1

1 RESOLUTION NO. ____

A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF LAKE

FOREST MAKING FINDINGS AND DECLARING, PURSUANT T O
GOVERNMENT CODE SECTION 54221 , THAT CERTAIN REAL

PROPERTY LOCATED ALONG LAKE FOREST DR, BETWEEN

VINTAGE WOODS ROAD AND DIMENSION DRIVE , IDENTIFIED
WITH ASSESSOR’S PARCEL NUMBER 613-621-18, IS SURPLUS

LAND, APPROVING THE NOTICE OF AVAILABILITY THEREFOR,

AUTHORIZING THE CITY MANAGER TO COMPLY WITH THE

SURPLUS LAND ACT AND TAKING RELATED ACTIONS , FINDING

THAT SUCH DECLARATION IS EXEMPT FROM ENVIRONMENTAL

REVIEW UNDER THE CALIFORNIA ENVIRONMENTAL QUALITY
ACT PURSUANT TO SECTIONS 15060(C)(3) AND 15312 OF THE

STATE CEQA GUIDELINES AND DIRECTING STAFF TO ISSUE A

NOTICE OF EXEMPTION

WHEREAS, the City of Lake Forest ("City") is the owner in fee simple of that certain real property , located a long Lake Forest Dr, between Vintage Woods Road and Dimension Drive, identified with Assessor’s Parcel Numbers 613-621-18, which in total is approximately 6.5 acres in size, as described in “Exhibit A” attached hereto and by this reference incorporated herein (the “Property”); and
WHEREAS, the City no longer has any use for the Property; and WHEREAS, the Surplus Land Act, Government Code sections 54220 et seq. (as amended, the “Act”), applies when a local agency disposes of “surplus land,” as that term is defined in Government Code section 54221; and
WHEREAS, the Property is “surplus land” under the Act, because it is land owned in fee simple by the City for which the City will take formal action (in the form of adoption of this resolution) in a regular public meeting declaring that the land is surplus and is not necessary for the City’s use; and
WHEREAS, the Act requires that prior to the disposal of any surplus land, unless when an exemption applies, a local agency must issue a Notice of Availability to, among others, affordable housing developers, and thereafter, if any entity submits a qualified Notice of Interest within sixty (60) days of issuance of the Notice of Availability, the local agency must negotiate in good faith for at least ninety (90) days with any such submitting entities; and
WHEREAS, the Property is not exempt from the Act; and
WHEREAS, a form of the Notice of Availability i s attached hereto as “Exhibit B ”; and
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55136.00000\45162297.1

2 WHEREAS, pursuant to the California Environmental Quality Act (Public Resources Code Section 21000 et seq.) (“CEQA”) City staff has determined that the designation of the Property as non -exempt surplus, approval of the form of Notice of Availability, and authorization for the City Manager to comply with the Act will not result in a direct or reasonably foreseeable indirect physical change in the environment and as such is exempt from further review under CEQA pursuant to State CEQA Guidelines Section 15060(c)(3); and,

WHEREAS, in the alternative, staff has determined that the actions contemplated involve the sale of surplus government property, which is exempt from environmental review under CEQA pursuant to State CEQA Guidelines section 15312 as the government Property is not located in an area of statewide, regional or area-wide concern per CEQA Guidelines section 15206(b)(4); and

WHEREAS, if and when any of the Property is sold to a purchaser, and that purchaser proposes a use for the Property that requires a discretionary approval, any potential future use will be subject to CEQA as this Resolution does not propose a binding commitment to any particular use of the Property; and

NOW, THEREFORE, BE IT RESOLVED , FOUND, DETERMINED AND ORDERED by the City Council of the City as follows:

SECTION 1: The above recitals are true and correct and are a substantive part of this Resolution and findings of the City Council of the City.

SECTION 2: The City Council hereby finds and declares that the Property is “surplus land” as used in the Act, because the Property is owned in fee simple by the City, and the Property is surplus and not necessary for the City’s use.

SECTION 3: The City hereby approves the form of Notice of Availability substantially in the form attached hereto as “Exhibit B.” SECTION 4: The City Council hereby authorizes the City Manager or designee to take all necessary actions to fully comply with the Act without further need to obtain further City Council approval.

SECTION 5: Pursuant to the California Environmental Quality Act (Public Resources Code Section 21000 et seq.) (“CEQA”) the designation of the Property as non- exempt surplus, approval of the form of Notice of Availability, and authorization for the City Manager to comply with the Act will not result in a direct or reasonably foreseeable indirect physical change in the environment and as such is exempt from further review under CEQA pursuant to State CEQA Guide lines Section 15060(c)(3), and in the alternative, the sale of the Property is exempt from further environmental review pursuant to State CEQA Guidelines section 15312 as the Property is not located in an area of statewide, regional or area -wide concern per CEQA Gui delines section 15206(b)(4). If and when any of the Property is sold to a purchaser, and that purchaser proposes a use for the Property that requires a discretionary approval, any potential future use will be Item: 19
649

55136.00000\45162297.1

3 subject to CEQA as this Resolution does not constitute a binding commitment to any particular use of the Property. Staff is directed to issue a Notice of Exemption regarding this determination.

SECTION 6: If any section, subsection, paragraph, sentence, clause or phrase of this Resolution is declared by a court of competent jurisdiction to be unconstitutional or otherwise invalid, such decision shall not affect the validity of the remaining portions of this Resolution.

SECTION 7: The City Clerk shall certify to the adoption of this Resolution.

PASSED, APPROVED AND ADOPTED by the City Council of the City of Lake Forest, at a regular public meeting thereof held on the 21st day of July, 2026, by the following vote:

___________________________________
ROBERT PEQUEÑO
MAYOR

ATTEST:

_____________________________________

THY MERRITT

CITY CLERK

APPROVED AS TO FORM:

_____________________________________
MATTHEW E. RICHARDSON

CITY ATTORNEY

Item: 19
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55136.00000\45162297.1

4 STATE OF CALIFORNIA )

COUNTY OF ORANGE ) SS

CITY OF LAKE FOREST )

I, Thy Merritt, City Clerk of the City of Lake Forest, California, do hereby certify that the foregoing Resolution No. 2026- was duly passed and adopted at a regular meeting of the Lake Forest City Council on the 16th day of July, 2026 by the following vote, to wit:

_____________________

THY MERRITT

CITY CLERK
AYES: Councilmember:

NOES: Councilmember:

ABSENT: Councilmember:

ABSTAIN: Councilmember:

Item: 19
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55136.00000\45162297.1

5 EXHIBIT A

PROPERTY DESCRIPTION

APN 613-621-18

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55136.00000\45162297.1

6 EXHIBIT B

FORM OF NOTICE OF AVAILABILITY

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ininininnfofofofofo@l@l@l@l@lakakakakakefefefefeforororororesesesesestctctctctca.a.a.a.a.gogogogogovvvvv (9(9(9(9(94949494949)4)4)4)4)46161616161
-
34343434340000000000
33333
33333
lalalaalakekekekekefofofofoforererererestststststcacacacaca.g.g.g.g.govovovovov 100 Civic Center Drive
Lake Forest, CA 92630
Mayor
Robert Pequeño
Mayor Pro Tem
Doug Cirbo
Council Members
Mark Tettemer
Scott Voigts
Benjamin Yu
July 22, 2026
To All Interested Parties:

RE: Notice of Availability/Offer to Sell Surplus Property As required by Government Code Section 54220 of the State of California, the City of Lake Forest is providing notification that the City intends to sell/lease the surplus property listed in the accompanying table.

In accordance with Government Code Section 54222, you have sixty (60) days from the date this offer was sent via certified mail or electronic mail to notify the City of your interes
t in acquiring the property. However, this
offer shall not obligate the City to sell the property to you. Instead, the City would enter into at least ninety (90) days of negotiations with you pursuant to Government Code Section 54223. If no agreement is reached on price and terms, the City may market the property to the general public.

As required by Gov ernment Code Section 54227, if the City receives more than one letter of interest during this 60-day period, it will give first priority to entities proposing to develop housing where at least 25 percent of the units will be affordable t o lower income households, unless otherwise required by law. If more than one s uch proposal is received, priority will be given to the proposal with the greatest number of affordable units. If more than one proposal specifies the same number of affordable units, priority will be given to the proposal that has the lowest average affordability
level.

In the ev ent your agency or company is interested in acquiring the property, you must notify the City in writing within sixty (60) days of the date this notice was sent via certified mail or electronic mail. Notice of your interest in acquiring the property shall be delivered to:

Keith D. Neves
Assistant City Manager
City of Lake Forest
100 Civic Center Drive
Lake Forest, CA 92630
Email: [email protected]
You may also direct your questions to Adrian Grijalva, Economic Development/Housing Manager at [email protected] or by calling (949) 282-5213.

Entities proposing to submit a letter of interest are advised to review the requirements set forth in the Surplus Land Act (Government Code Section 54220-54234).

Attachment: Property Description Form
Item: 19
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55136.00000\45111920.1
PROPERTY DESCRIPTION FORM (Attachment to NOA Cover Letter) Property Address/Intersection Along Lake Forest Dr, between Vintage Woods Road and Dimension Drive
City Lake Forest
Zip Code 92630
County Orange
Assessor Parcel 613-621-18
Parcel Size Approximately 6.481 acres
Zoning Designation CC-Community Commercial in the Rancho De Los Alisos Planned Community
General Plan Designation Community Park/Open Space
Existing Use Vacant
Minimum and Maximum
Density Allowed (units/acre) N/A
Min. Sales Price
(if any) Fair Market Value
Last Appraised Date TBD
Site Constraints: - Approximately 2.532 acres, located on the westernmost portion of the parcel,
is deed restricted by City for park purposes.
- There is a 15’ wide easement for pipeline purposes to L.A.W.D. along the entire easterly property line.
- Steep slopes around perimeter may interfere with development potential near perimeter
- Only 3.5 acres are estimated as feasible to use for development of ho
using
Additional Information: - The City’s preference is for the development of a Senior Affordable Ap
artment Project
- As a condition of disposal, the development and ongoing maintenance of a park for public park purposes on the western one- third of the parcel is required.
- Tract 12244; Lot 7
- Must purchase full APN
Item: 19
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ATTACHMENT 3
Item: 19
656

DRAFT
ininininnfofofofofo@l@l@l@l@lakakakakakefefefefeforororororesesesesestctctctctca.a.a.a.a.gogogogogovvvvv (9(9(9(9(94949494949)4)4)4)4)46161616161
-
34343434340000000000
33333
33333
lalalaalakekekekekefofofofoforererererestststststcacacacaca.g.g.g.g.govovovovov 100 Civic Center Drive
Lake Forest, CA 92630
Mayor
Robert Pequeño
Mayor Pro Tem
Doug Cirbo
Council Members
Mark Tettemer
Scott Voigts
Benjamin Yu
July 22, 2026
To All In
terested Parties:

RE: Notice of Availability/Offer to Sell Surplus Property As required by Government Code Section 54220 of the State of California, the City of Lake Forest is providing notification that the City intends to sell/lease the surplus property listed in the accompanying table.

In accordance with Government Code Section 54222, you have sixty (60) days from the date this offer was sent via certified mail or electronic mail to notify the City of your interest in acquiring the property. However, this offe
r shall not obligate the City to sell the property to you. Instead, the City would enter into at least ninety (90) days of negotiations with you pursuant to Government Code Section 54223. If no agreement is reached on price and
terms, the City may market the property to the general public.

As required by Government Code Section 54227, if the City receives mo
re than one letter of interest during this 60-day period, it will give first priority to entities proposing to develop housing where at least 25 percent of the units will be affordable t o lower income households, unless otherwise required by law. If more than one such proposal is received, priorit
y will be given to the proposal with the greatest number of affordable units. If
more than one proposal specifies the same number of affordable units, priority will be given to the proposal that has the lowest average affordability level.

In
the event your agency or company is interested in acquiring the property,
you must notify the City in writing within sixty (60) days of the date thi
s notice was sent via certified mail or electronic mail. Notice of your interest in acquiring the property shall be delivered to:

Keith D. Neves
Assistant City Manager
City of Lake Forest
100 Civic Center Drive
Lake Forest, CA 92630
Email: [email protected]
You may also direct your questions to Adrian Grijalva, Economic Development/Housing Manager at [email protected] or by calling (949) 282-5213.

Entities proposing to submit a letter of interest are advised to review the requirements set forth in the Surplus Land Act (Government Code Section 54220-54234).

Attachment: Property Description Form
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DRAFT
55136.00000\45111920.1
PROPERTY DESCRIPTION FORM (Attachment to NOA Cover Letter) Property Address/Intersection Along Lake Forest Dr, between Vintage Woods Road and Dimension Drive
City Lake Forest
Zip Code 92630
County Orange
Assessor Parcel 613-621-18
Parcel Size Approximately 6.481 acres
Zoning Designation CC-Community Commercial in the Rancho De Los Alisos Planned Community
General Plan Designation Community Park/Open Space
Existing Use Vacant
Minimum and Maximum
Density Allowed (units/acre) N/A
Min. Sales Price
(if any) Fair Market Value
Last Appraised Date TBD
Site Constraints: - Approximately 2.532 acres, located on the westernmost portion of the parcel, is deed restricted by City for park purposes. - There is a 15’ wide easement for pipeline purposes to L.A.W.D. along the entire easterly property line.
- Steep slopes around perimeter may interfere with development potential near perimeter
- Only 3.5 acres are estimated as feasible to use for development of housing
Additional Information: - The City’s preference is for the development of a Senior Affordable Apartment Project
- As a condition of disposal, the development and ongoing maintenance of a park for public park purposes on the western one- third of the parcel is required.
- Tract 12244; Lot 7
- Must purchase full APN
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CITY COUNCIL AGENDA REPORT
MEETING DATE: 07/07/2026
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 of Lake Forest’s (“City”) 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 toward 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 fourth 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 57 of the initiatives in the Implementation Matrix. 17 of the 60 initiatives have been completed. A complete progress report for Year 1, Quarter 4 of the Strategic Plan is provided (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:

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

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 toward 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 toward plan goals. Since the Strategic Plan’s inception, the City has either started, completed, or made substantial progress on 57 of the initiatives in the Implementation Matrix. The overall progress made on the Strategic Plan is illustrated in Attachment 2. One Strategic Plan initiative has been completed during this past quarter, ending in March 2026 (Table 1).

Table 1: Year 1, Q4 Strategic Plan Quarterly Report
Initiative Description Update
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.

Final Report presented
at the City Council on
April 21st with a complete
review of different
strengths, weaknesses,
opportunities, and
threats facing the City’s
business park inventory.

SP # 15 - Hiring a Broker
for Retail Recruitment
Build upon the Shopping
Center Analysis by
procuring a consultant to
support retail
recruitment, revitalize
commercial centers, and
attract businesses that
align with the City's
economic development
goals
Staff executed a contract
with The Retail Coach to
provide retail recruitment
consulting services. The
consultant is actively
supporting the City's
retail recruitment efforts
through market analysis,
ICSC coordination,
business attraction
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Initiative Description Update
activities, and ongoing
outreach to prospective
retailers.

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.

Staff engaged consultant
to successfully
implement a “Labors of
Love” program to assist
with deferred home
maintenance assistance
program for residents in
need.

SP # 32 – Neighborhood
Park Renovations,
Phase 4: Peachwood
Park
Continue renovations at
Peachwood Park.

Procure design services
for the renovation
project, including public
outreach, preliminary
design, and preparation
for a future construction
phase.

Procurement for design
services opened June
30, 2026. Staff anticipate
presenting potential
award of contract at the
August 18, 2026, City
Council Meeting.

SP # 34 – Foothill Ranch
Park Sport Rink
Conversion
Convert one hockey rink
to a box lacrosse facility
at Foothill Ranch Park.

The contractor is actively
working on the project.

Staff anticipate project
completion in August
2026.

Goal B: Our connected City is engaged, informed, and technologically current.

SP # 40 – Business
Attraction Marketing
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.

Attend the International
Council of Shopping
Centers (“ICSC”)
Conference in May
2026, and host a booth
designed with branded
promotional materials.

Staff and Council
Member Tettemer
attended ICSC Las
Vegas May 18 - 20,
2026. Event included
meeting with brokers
representing various
retailers and staffing an
informational City-booth.

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Initiative Description Update
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.

Staff have implemented
a variety of initiatives
throughout the
community, including:
themed Fourth of July
Parade elements,
commemorative
banners, flags,
promotional giveaways,
historical recognitions at
City Council meetings,
and a proclamation. Staff
also initiated an RFP for
a commemorative mural.

SP # 42 – Lake Forest
Flavors
Establish Lake Forest as
a dining destination by
showcasing the City’s
vibrant restaurant scene.

Through a
comprehensive
marketing strategy—
including social media
campaigns (videos,
reels, and spotlights on
featured restaurants), a
dedicated webpage,
newsletter articles, and
in-person community
events—this initiative will
foster engagement and
drive traffic to local
businesses.

Staff created a dedicated
webpage and LF Flavors
Instagram account. Staff
also boosted the 2026
Taste of Lake Forest
event, promoting local
restaurants and
businesses on social
media.

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.

Staff procured
subscription-based
redaction software and
have made progress in
redacting documents
and making them
available to the public.

This item will transition
to operations.

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Initiative Description Update
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
Conduct a
comprehensive Fee
Study and Cost
Allocation Plan, followed
by annual reviews and
adjustments to City fees
based on service costs
and the Consumer Price
Index (“CPI”).

Staff anticipate
presenting the study and
updated fee schedule at
the August 21, 2026,
City Council meeting.

SP # 54 - Review of
Contract Services vs. In
House Services
Evaluate the City's
contract service model to
determine whether key
services are best
provided through
contracted or in-house
operations, supporting
future strategic and
financial planning.

Staff are transitioning
Building Division
services from a
contracted model to in-
house operations. The
City Council approved
new in-house positions
and supporting on-call
contracts, and
recruitment for Building
Division staff is
underway.

FISCAL IMPACT:

There is no fiscal impact associated with the recommended action.

ATTACHMENTS:

1. Attachment 1 - 2025-2032 Strategic Plan

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

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

COUNCIL MEMBER
Mark Tettemer
District 4
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COUNCIL MEMBER
Benjamin Yu
District 2
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City Map
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A Message from the City Manager
On behalf of the Lake Forest City Council and City sta, it is my privilege to present the City of Lake Forest's Strategic Business Plan for Fiscal Years 2025-26 through 2031-32.

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

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

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

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

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

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

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

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

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

The Strategic Plan is structured around three overarching goals:

Goal A – A Livable City:

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

Goal B – A Connected City:

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

Goal C – A Healthy Government:

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

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

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

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

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Misson
To deliver innovative, high-quality
services to the community in a cost-
eective manner.

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

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Goal A
Goal:

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

Priority Areas:

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

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

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

Goal B
Goal:

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

Priority Areas:

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

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

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

Goal C
Goal:

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

Priority Areas:

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

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

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

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Goal A. Our livable city is well planned, attractive, and safe.

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

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

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

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

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

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

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

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

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

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

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

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Engaged
Outreach, creative events, and programs inspire connection and participation between residents, businesses, and City
government.
a) Develop programs to expand access to City government. b) Involve the public in measuring the quality and eectiveness in services delivered by the City.

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

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

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

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

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

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

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Well-run
Good governance and professional management support the City's ability to serve the needs of the community.
a) Continuously improve our eectiveness in procuring and managing nancially sustainable contract services.
b) Implement modern workplace policies that cultivate an eective, ecient workforce.

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

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Strategic Initiatives
The following pages contain the City's Strategic Initiatives under each Goal, Priority Area, and Strategy in the Strategic Plan. Each Initiative represents a project or program aimed at addressing the priorities of the City Council and residents, concerns and trends from the Community Satisfaction and Employee Surveys, and improvement measures coming from City departments.

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

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

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

Strategic Plan Initiatives Overall Progress
Upcoming 33 (55.93%)
Substantial Progress 14 (23.73%)
Started 11 (18.64%)
Preparing for Launch 1 (1.69%)
Complete (0.00%)
In Transition (0.00%)
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Goal A
Our livable city is well-planned, attractive, and safe.

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

Goal A 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 trac congestion, improve mobility, and manage on-street parking.

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

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

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

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

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

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

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

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

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

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

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

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

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

Both residents (96.7%) and businesses (85%) that responded contend that maintaining local streets and roads is extremely or very important (CSS, p. 31, p. 38).
(Project previously included in 2023-2030 Strategic Plan as SP #6) Lead Department: Public Works
Program: 940 Street Improvement Projects
Budget Impact: $8,700,000 per year
Fund: Measure M2 Local Fairshare, Gas Tax Road Maintenance and Rehabilitation Account Fund (RMRA SB1), City Road Infrastructure Fund, Solid Waste Pavement Impact Fee
Estimated Completion: FY 35/36
City of Lake Forest | 2025-2027 Operating Budget Page 22 Item: 20
686

Initiatives A - 1(a)
SP # 2 - Trac Management Center
The Trac Management Center will provide an enhanced ability to supplement emergency responsiveness and public safety, address real-time trac conditions, improve incident management, and address trac safety.

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

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

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

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

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

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

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

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

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

Phase 1 - FY 25/26: $50,000
Phase 2 - FY 26/27: $230,000
Phase 3 - FY 27/28 and Beyond: $30,000 per year, $800,000 one-time investment Fund: General Fund, Project P M2 Funds
Estimated Completion: FY 31/32
City of Lake Forest | 2025-2027 Operating Budget Page 23 Item: 20
687

Initiatives A - 1(a)
SP # 3 - Lake Forest Transportation Mitigation (LFTM) Program Complete infrastructure projects that increase transportation mobility and reduce congestion with Lake Forest Transportation Mitigation (LFTM) or North Irvine Transportation Mitigation (NITM) funds paid for developments.

Phase 1 - FY 25/26:

Projects to complete construction:

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

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

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

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

Projects to begin in FY26/27:

Lake Forest & Rockeld Projects
In FY27/28:

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

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

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

Los Alisos Blvd/Muirlands Blvd Intersection Improvements (24T08)
Jeronimo Rd Widening at El Toro Rd (PW2019-08)
El Toro Rd Raised Medians from Jeronimo Rd to Trabuco Rd (PW2020-07)
Reducing trac congestionis another priority among residents (88.9%) and businesses (72.5%), with a majority of respondents marking it as extremely or very important (CSS, p. 31, p. 38). (Project previously included in 2023-2030 Strategic Plan as SP # 3) Lead Department: Public Works
Program: 930 Trac Improvement Projects
Budget Impact: See CIP
Fund: FCPP
Estimated Completion: FY 26/27
City of Lake Forest | 2025-2027 Operating Budget Page 24 Item: 20
688

Initiatives A - 1(a)
SP # 6 - Trac Signal Synchronization
Utilize grants and other transportation funds to complete trac signal synchronization projects that provide more ecient trac ow.

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

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

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

Reducing trac congestionis a priority among residents
(88.9%) and businesses (72.5%), with a majority of respondents marking it as extremely or very important (CSS, p. 31, p. 38). (Project previously included in 2023-2030 Strategic Plan as SP #7) Lead Department: Public Works
Program: 620 Trac Operations
Budget Impact: $100,000
Fund: General Fund
Estimated Completion: FY 26/27
SP # 8 - Arterial Median Improvement Project
Installation of raised hardscaped medians would improve trac safety. These locations include Trabuco Rd north of El Toro Rd, and on Rockeld Blvd south of Lake Forest Dr. (24S09)
Reducing trac congestionis another priority among residents (88.9%) and businesses (72.5%), with a majority of respondents marking it as extremely or very important (CSS, p. 31, p. 38). (Project previously included in 2023-2030 Strategic Plan as SP # 11)
Lead Department: Public Works
Program: 940 Street Improvement Projects
Budget Impact: See CIP
Fund: General Fund
Estimated Completion: FY 26/27
SP # 9 - Nature Park to Meadows Development
Trail Connection
Trail Connection from Nature Park to Meadows Development Trail System - preliminary studies and concept.
(Project previously included in 2023-2030 Strategic Plan as SP # 8) Lead Department: Public Works
Program: 920 Park Improvement Projects
Budget Impact: See CIP
Fund: General Fund
Estimated Completion: FY 26/27
City of Lake Forest | 2025-2027 Operating Budget Page 25 Item: 20
689

Initiatives A - 1(a)
SP # 10 - General Plan Implementation
Develop and implement programs to promote energy conservation in construction and transportation projects. Procure consultant to assist with implementing energy conservation and pollution reduction strategies.

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

FY 25/26: Complete Sustainability Implementation Plan (SIP) for consideration by the City Council (Project previously included in 2023-2030 Strategic Plan as SP # 12) Lead Department: Community Development
Program: 501 Planning Support
Budget Impact: $75,000
Fund: General Fund
Estimated Completion: FY 25/26
City of Lake Forest | 2025-2027 Operating Budget Page 26 Item: 20
690

Initiatives A - 1(a)
SP # 11 - Trac Circulation and Mobility Projects
Evaluate and deploy projects that increase mobility and implement new approaches to trac circulation.

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

Reducing trac congestionis a priority among residents (88.9%) and businesses (72.5%), with a majority of respondents marking it as extremely or very important (CSS, p. 31, p. 38).
(Project previously included in 2023-2030 Strategic Plan as SP # 4) Lead Department: Public Works
Program: 930 Trac Improvement Projects
Budget Impact: See CIP
Fund: Unfunded
Estimated Completion: FY 29/30
City of Lake Forest | 2025-2027 Operating Budget Page 27 Item: 20
691

Goal A, Priority Area 1, Strategy (B)
Our livable city is well-planned, attractive, and safe.

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

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

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

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

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

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

Attractingnew restaurants and stores is the top resident suggestion (14.2% of respondents) in response to the open-ended question on how to improve the City (CSS p. 19).
(Project previously included in 2023-2030 Strategic Plan as SP # 13) Lead Department: Community Development
Program: 501 Planning Support
Budget Impact: $50,000
Fund: General Fund
Estimated Completion: FY 25/26
City of Lake Forest | 2025-2027 Operating Budget Page 28 Item: 20
692

Goal A, Priority Area 1, Strategy (C)
Our livable city is well-planned, attractive, and safe.

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

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

City of Lake Forest | 2025-2027 Operating Budget Page 29 Item: 20
693

Initiatives A - 1(c)
SP # 13 - Whispering Hills Aordable Housing Development This project aims to identify an aordable housing development partner to develop the parcel into aordable housing, parking, and a park. The park would be open to the public and maintained by the developer.

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

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

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

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

Lead Department: City Manager's Oce and Economic Development/ Housing Program: 832 Aordable Housing
Budget Impact: Sta Resources
Fund: General Fund
Estimated Completion: FY 25/26
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694

Goal A, Priority Area 1, Strategy (D)
Our livable city is well-planned, attractive, and safe.

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

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

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

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

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

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

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

Lead Department: Finance
Program: 240 Treasury
Budget Impact:

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

Phases 1-2: FY 25/26, FY 26/27
Phase 3: FY 30/31
City of Lake Forest | 2025-2027 Operating Budget Page 31 Item: 20
695

Goal A, Priority Area 1, Strategy (E)
Our livable city is well-planned, attractive, and safe.

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

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

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

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

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

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

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

Lead Department: Economic Development
Program: 830 Economic Development
Budget Impact: $50,000 per year
Fund: General Fund
Estimated Completion: FY 26/27
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696

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.

City of Lake Forest | 2025-2027 Operating Budget Page 34 Item: 20
698

Initiatives A - 2(a)
SP # 16 - Citywide Branding Implementation
Upon completion of the Branding Project and the establishment of a brand, continue to work with the current branding services consultant to “launch” the brand and evaluate implementation actions as appropriate. Potential brand actions include the following, in a phased manner:

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

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

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

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

Project A: $550,000 (if approved)
Project B: $50,000
Project C: $30,000
Fund: General Fund (Strategic Economic Investment Program or SEIP) Estimated Completion: FY 26/27
City of Lake Forest | 2025-2027 Operating Budget Page 35 Item: 20
699

Initiatives A - 2(a)
SP # 17 - City Branding Entryways
Install City entryway enhancements at El Toro Road, Lake Forest Drive and Portola Parkway.

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

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

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

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

Sta Resources
Fund: General Fund
Estimated Completion: FY 26/27
City of Lake Forest | 2025-2027 Operating Budget Page 36 Item: 20
700

Initiatives A - 2(a)
SP # 20 - Neighborhood Improvement Task
Force (NITF)
Transition from pilot to long-term program for neighborhood improvement activities. Procure multi-year outreach consulting contract and establish basic framework to be replicated.

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

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

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

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

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

FY 25/26: Complete Pilot Program and evaluate the impact of program for future stages.
(Project previously included in 2023-2030 Strategic Plan as SP # 30)
Lead Department: Community Development
Program: 541 Community Preservation
Budget Impact: $70,000
Fund: General Fund
Estimated Completion: FY 25/26
City of Lake Forest | 2025-2027 Operating Budget Page 37 Item: 20
701

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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702

Initiatives A - 2(a)
SP # 23 - Citywide Street Sign Refresh
Create and install new street name sign design.

Lead Department: Public Works
Program: 940 Street Improvement Projects
Budget Impact: See CIP
Fund: General Fund
Estimated Completion: FY 25/26
City of Lake Forest | 2025-2027 Operating Budget Page 39 Item: 20
703

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

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

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

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

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

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

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

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

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

Maintaining local roads, parks, and other infrastructure are top concerns for residents and businesses in the 2025
Community Satisfaction Survey (CSS, p.31, p. 38).
(Project previously included in 2023-2030 Strategic Plan as SP # 35)
Lead Department: Public Works
Program: 920 Park Improvement Projects
Budget Impact: See CIP
Fund: General Fund
Estimated Completion: FY 25/26
City of Lake Forest | 2025-2027 Operating Budget Page 40 Item: 20
704

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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705

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

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

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

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

Lead Department: Public Works
Program: 920 Park Improvement Projects, 910 Building Improvement Projects Budget Impact: $1,200,000
Fund: Neighborhood Park Improvement Reserve Fund
Estimated Completion: FY 26/27
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Initiatives A - 2(b)
SP # 29 - Neighborhood Park Renovations,
Phase 4: Nature Park and Lake Forest Park
Following the completion of public outreach, park design will be prepared for approval and the park renovations construction phase. The project renovates the aging park facilities and adds additional amenities based on public input to improve the quality of the park. Improvements to City Parks are cited in the 2025 Community Satisfaction Survey as an item that would make Lake Forest better.

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

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

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

Lead Department: Public Works
Program: 920 Park Improvement Projects
Budget Impact: $420,000
Fund: General Fund
Estimated Completion: FY 25/26
City of Lake Forest | 2025-2027 Operating Budget Page 43 Item: 20
707

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

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

Lead Department: Public Works
Program: 920 Park Improvement Projects, 910 Building
Improvement Projects
Budget Impact: 27F07 - $2,200,000; 24P03 - $2,200,000, 26P05 - $175,000
Fund: Neighborhood Park Improvement Reserve Fund
Estimated Completion: 27F07 & 24P03 - FY 27/28
City of Lake Forest | 2025-2027 Operating Budget Page 44 Item: 20
708

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

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

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

Peachwood Park (24P10): This project would continue renovations at Peachwood Park. This phase will include Community Services conducting an RFP process for design services, public outreach to the surrounding community regarding improvements, and the completion of a preliminary design for the park. After the preliminary design is approved by the City Council, Public Works would coordinate with the consultant on the preparation of nal design documents and assist in the bid process once the project moves into the construction phase.

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

Lead Department: Public Works
Program: 920 Park Improvement Projects
Budget Impact: $400,000
Fund: Neighborhood Park Improvement Reserve Fund
Estimated Completion: FY 29/30
City of Lake Forest | 2025-2027 Operating Budget Page 45 Item: 20
709

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

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

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

City of Lake Forest | 2025-2027 Operating Budget Page 46 Item: 20
710

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

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

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

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

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

Providing recreation opportunities to a wide range of users is an important issue for residents in 2025 Community & Business Satisfaction Survey (CSS, p. 33)
(Project previously included in 2023-2030 Strategic Plan as SP # 40)
Lead Department:  Public Works
Program: 920 Park Improvement Projects
Budget Impact: $275,000
Fund: General Fund
Estimated Completion: FY 25/26
City of Lake Forest | 2025-2027 Operating Budget Page 47 Item: 20
711

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

Providing recreation opportunities to a wide range of users is an important issue for residents in 2025 Community & Business Satisfaction Survey (CSS, p. 33)
Lead Department: Economic Development
Program: 830 Economic Development
Budget Impact: Sta Resources
Fund: General Fund
Estimated Completion: FY 25/26
City of Lake Forest | 2025-2027 Operating Budget Page 48 Item: 20
712

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

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

Goal A, Priority Area 3 - Safe
Upcoming 3
Complete
Substantial Progress
Started
Preparing for Launch
In Transition
City of Lake Forest | 2025-2027 Operating Budget Page 49 Item: 20
713

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

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

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

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

Lead Department: Community Development
Program: 541 Community Preservation
Budget Impact: $50,000
Fund: General Fund
Estimated Completion: FY 25/26
City of Lake Forest | 2025-2027 Operating Budget Page 50 Item: 20
714

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

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

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

City of Lake Forest | 2025-2027 Operating Budget Page 51 Item: 20
715

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

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

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

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

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

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

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

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

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

Lead Department: Management Services
Program: 760 Sports Park
Budget Impact: $30,000
Fund: General Fund
Estimated Completion: FY 25/26
City of Lake Forest | 2025-2027 Operating Budget Page 52 Item: 20
716

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

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

Goal B Strategic Plan Initiatives Progress
Upcoming 12 (92.31%)
Started 1 (7.69%)
Complete (0.00%)
Substantial Progress (0.00%)
Preparing for Launch (0.00%)
In Transition (0.00%)
City of Lake Forest | 2025-2027 Operating Budget Page 53 Item: 20
717

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
City of Lake Forest | 2025-2027 Operating Budget Page 54 Item: 20
718

Goal B, Priority Area 1, Strategy (A)
Our connected city is informed, engaged, and technologically current.

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

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

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

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

Lead Department: Management Services
Program: 801 Communications and Marketing
Budget Impact: $10,000 per year
Fund: General Fund
Estimated Completion: FY 26/27
City of Lake Forest | 2025-2027 Operating Budget Page 55 Item: 20
719

Initiatives B - 1(a)
SP # 40 - Business Attraction Marketing
This marketing campaign will leverage the branding strategy developed by the City’s consultant to create impactful marketing materials that showcase why Lake Forest is an ideal place for businesses to thrive. By incorporating the insights from the branding strategy, sta will design targeted materials highlighting key aspects such as Lake Forest’s demographics, economic prole, available oce space, and other vital business-friendly attributes. These materials will be distributed to attract potential businesses and investors to the City.

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

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

Lead Department: Economic Development
Program: 830 Economic Development
Budget Impact: $35,000 in FY 25/26 and $37,000 in FY 26/27 Fund: General Fund
Estimated Completion: FY 26/27
City of Lake Forest | 2025-2027 Operating Budget Page 56 Item: 20
720

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
City of Lake Forest | 2025-2027 Operating Budget Page 57 Item: 20
721

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

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

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

Lead Department: Economic Development
Program: 830 Economic Development
Budget Impact: $10,000 per year
Fund: General Fund
Estimated Completion: FY 26/27
City of Lake Forest | 2025-2027 Operating Budget Page 58 Item: 20
722

Goal B, Priority Area 1, Strategy (C)
Our connected city is informed, engaged, and technologically current.

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

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

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

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

Lead Department: Management Services
Program: 801 Communications and Marketing
Budget Impact: $10,000 per year
Fund: General Fund
Estimated Completion: FY 26/27
City of Lake Forest | 2025-2027 Operating Budget Page 59 Item: 20
723

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
City of Lake Forest | 2025-2027 Operating Budget Page 60 Item: 20
724

Goal B, Priortity Area 2, Strategy (A)
Our connected City is informed, engaged, and technologically current.

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

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

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

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

Lead Department: Management Services
Program: 838 Community Promotion
Budget Impact: $10,000 per year
Fund: General Fund
Estimated Completion: FY 26/27
City of Lake Forest | 2025-2027 Operating Budget Page 61 Item: 20
725

Goal B, Priority Area 2, Strategy (B)
Our connected City is informed, engaged, and technologically current.

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

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

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

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

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

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

Lead Department: Finance
Program: 245 Accounting and Payroll
Budget Impact: Sta Resources
Fund: General Fund
Estimated Completion: FY 26/27
City of Lake Forest | 2025-2027 Operating Budget Page 62 Item: 20
726

Initiatives B - 2(b)
SP # 46 - Advanced Geographic Information System (GIS) for Infrastructure and Community Engagement
Phase 1: Develop a 5-Year Citywide GIS Technology Master Plan Phase 2: Upgrade GIS Infrastructure Based on the Phase 1 deliverables, upgrade GIS infrastructure by upgrading hardware, software, and data layers
Phase 3: Expand GIS-Based Services for Residents
Based on Phase 1 and Phase 2, develop enhanced GIS applications that provide residents with improved tools for engagement.

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

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

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

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

Phase 1 and 2: $150,000
Phase 3: $30,000
Fund: General Fund
Estimated Completion: FY 26/27
City of Lake Forest | 2025-2027 Operating Budget Page 63 Item: 20
727

Initiatives B - 2(b)
SP # 47 - Strategic Planning Software
Procure and deploy cloud-based software platform to develop strategic plan in dynamic and engaging platform. Implement software among all departments and develop key performance indicators (KPI) and provide training to keep the platform up to date.

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

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

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

Initial Deployment: $35,000
Ongoing Expenses: $20,000 annually
Fund: General Fund
Estimated Completion: FY 26/27
City of Lake Forest | 2025-2027 Operating Budget Page 64 Item: 20
728

Goal B, Priority Area 3
Our connected city is informed, engaged, and technologically current.

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

Goal B, Priority Area 3 - Technologically Current
Upcoming 3
Started 1
Complete
Substantial Progress
Preparing for Launch
In Transition
City of Lake Forest | 2025-2027 Operating Budget Page 65 Item: 20
729

Goal B, Priority Area 3, Strategy (A)
Our connected city is informed, engaged, and technologically current.

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

Strategy (A) Enhance eciencies and services through technology.

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

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

Lead Department: Information Technology
Program: 235 IT Operations
Budget Impact: $110,000
Fund: General Fund
Estimated Completion: FY 26/27
City of Lake Forest | 2025-2027 Operating Budget Page 66 Item: 20
730

Initiatives B - 3(a)
SP # 49 - Online Building Permit Application Access
Establish an online portal for building permit submissions.

This initiative will allow the public to submit directly to the City and reduce the trac at the counter. Additional counter time would allow for more in-depth questions and complex projects.
55% of residents that responded found the importance of issuing building permits as either very or extremely important in the 2025 Community Satisfaction Survey (CSS, p. 28).
(Revision to 2023-2030 Strategic Plan Initiative SP #65 - Building Services Modernization) Lead Department: Community Development
Program: 511 Current Planning Services
Budget Impact: $60,000
Fund: General Fund
Estimated Completion: FY 26/27
City of Lake Forest | 2025-2027 Operating Budget Page 67 Item: 20
731

Initiatives B - 3(a)
SP # 50 - Streamlining Business Startup
Support: Integration of Planning and Economic
Development
Aims to create a seamless experience on how to start a
businesses in Lake Forest. Recognizing the challenges businesses face in navigating the current system—where Economic
Development oversees assists businesses with starting up, and Planning handles building and permitting startup processes— software tools could provide a centralized, user-friendly platform.

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

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

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

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

The software would:

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

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

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

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

Lead Department: Community Development
Program: 511 Current Planning Services
Budget Impact: $34,000 initial year, $24,000 per year ongoing Fund: General Fund
Estimated Completion: FY 26/27
City of Lake Forest | 2025-2027 Operating Budget Page 68 Item: 20
732

Initiatives B - 3(a)
SP # 52 - Integrated Redaction Services
Utilizing subscription-based redaction software, redact and upload City permits to the Laserche public portal, accessible on the City's website.

The City's website is considered a top source of information for both residents (21.2%) and businesses (24.5%, top source) (CSS, p.57) Lead Department: City Clerk
Program: 215 Records Management
Budget Impact: $3,000 per year
Fund: General Fund
Estimated Completion: FY 25/26
City of Lake Forest | 2025-2027 Operating Budget Page 69 Item: 20
733

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

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

Goal C Strategic Plan Initiatives Progress
Upcoming 8 (100.00%)
Complete (0.00%)
Substantial Progress (0.00%)
Started (0.00%)
Preparing for Launch (0.00%)
In Transition (0.00%)
City of Lake Forest | 2025-2027 Operating Budget Page 70 Item: 20
734

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
City of Lake Forest | 2025-2027 Operating Budget Page 71 Item: 20
735

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.

City of Lake Forest | 2025-2027 Operating Budget Page 72 Item: 20
736

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

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

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

Lead Department: Finance
Program: 250 Treasury
Budget Impact: $75,000 (FY 25/26), $15,000 (FY 26/27)
Fund: General Fund
Estimated Completion: FY 27/28
City of Lake Forest | 2025-2027 Operating Budget Page 73 Item: 20
737

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

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

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

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

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

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

Lead Department: City Manager's Oce
Program: 201 City Manager
Budget Impact: Sta Resources
Fund: General Fund
Estimated Completion: FY 26/27
City of Lake Forest | 2025-2027 Operating Budget Page 74 Item: 20
738

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
City of Lake Forest | 2025-2027 Operating Budget Page 75 Item: 20
739

Goal C, Priority Area 2, Strategy (A)
Our healthy city government is sustainable and well-run with committed people.

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

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

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

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

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

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

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

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

Lead Department: Finance
Program: 255 Purchasing
Budget Impact: $75,000
Fund: General Fund
Estimated Completion: FY 27/28
City of Lake Forest | 2025-2027 Operating Budget Page 76 Item: 20
740

Initiatives C - 2(a)
SP # 56 - Animal Control Operational Review
Review current operational approach to animal control and maximize long-term cost eciencies in accordance with the City’s transition to a “maintenance” community.

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

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

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

Sta Resources
Fund: General Fund
Estimated Completion: FY 25/26
City of Lake Forest | 2025-2027 Operating Budget Page 77 Item: 20
741

Goal C, Priority Area 2, Strategy (B)
Our healthy city government is sustainable and well-run with committed people.

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

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

City of Lake Forest | 2025-2027 Operating Budget Page 78 Item: 20
742

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

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

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

Lead Department: Human Resources
Program: 230 Human Resources
Budget Impact: $9,000 (one-time), $7,000 (ongoing, per year) Fund: General Fund
Estimated Completion: FY 26/27
City of Lake Forest | 2025-2027 Operating Budget Page 79 Item: 20
743

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

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

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

Goal C, Priority Area 3 - Committed People
Upcoming 3
Complete
Substantial Progress
Started
Preparing for Launch
In Transition
City of Lake Forest | 2025-2027 Operating Budget Page 80 Item: 20
744

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

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

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

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

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

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

Lead Department: City Manager's Oce
Program: 201 City Manager
Budget Impact: $10,000 per year
Fund: General Fund
Estimated Completion: FY 26/27
City of Lake Forest | 2025-2027 Operating Budget Page 81 Item: 20
745

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
City of Lake Forest | 2025-2027 Operating Budget Page 82 Item: 20
746

Initiatives C - 3(a)
SP # 60 - Employee Newsletter
Create a monthly electronic Lake Forest Employee newsletter. The goal of this newsletter is to foster a stronger sense of connection between employees by sharing organizational news, opportunities, and light-heated personal news and updates.

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

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

Sta Resources
Fund: General Fund
Estimated Completion: FY 25/26
City of Lake Forest | 2025-2027 Operating Budget Page 83 Item: 20
747

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

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

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

City of Lake Forest | 2025-2027 Operating Budget Page 84 Item: 20
748

ATTACHMENT 2
Item: 20
749

Lake Forest, CA - Strategic Business Plan 2025-2032
Year 1, Q4
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: 20
750

Lake Forest, CA - Strategic Business Plan 2025-2032
Year 1, Q4
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: 20
751

Lake Forest, CA - Strategic Business Plan 2025-2032
Year 1, Q4
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: 20
752

Lake Forest, CA - Strategic Business Plan 2025-2032
Year 1, Q4
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
F
ollowing 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
T
rends
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 a
llow 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
Completed 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 ho
using 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 E conomic
Development
Item: 20
753

Lake Forest, CA - Strategic Business Plan 2025-2032
Year 1, Q4
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
Completed FY 2026-27 Economic
Development
Item: 20
754

Lake Forest, CA - Strategic Business Plan 2025-2032
Year 1, Q4
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: 20
755

Lake Forest, CA - Strategic Business Plan 2025-2032
Year 1, Q4
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
Completed 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: 20
756

Lake Forest, CA - Strategic Business Plan 2025-2032
Year 1, Q4
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: 20
757

Lake Forest, CA - Strategic Business Plan 2025-2032
Year 1, Q4
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: 20
758

Lake Forest, CA - Strategic Business Plan 2025-2032
Year 1, Q4
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: 20
759

Lake Forest, CA - Strategic Business Plan 2025-2032
Year 1, Q4
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
Completed 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
Substantial
Progress FY 2026-27 Management
Services
Goal B: Our connected
city is engaged,
informed, and
technologically
current.

SP # 42 - Lake Forest
Flavors
Establish Lake Forest as a dining destination by showcasing the City’s vibrant restaurant scene. Through a comprehensive marketing strategy—including social media campaigns (videos, reels, and spotlights on featured restaurants), a dedicated webpage, newsletter articles, and in- person community events—this initiative will foster engagement and drive traffic to local businesses. By 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 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
Completed 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: 20
760

Lake Forest, CA - Strategic Business Plan 2025-2032
Year 1, Q4
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: 20
761

Lake Forest, CA - Strategic Business Plan 2025-2032
Year 1, Q4
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 permitting startup processes—
software tools could provide a centralized, user-friendly platform. This how to start a business "one-stop shop" would offer clear guidance, resources, and support, ensuring businesses could easily access information and services needed to open and thrive in Lake Forest.

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

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

Lead Department: Economic Development
Program: 830 Economic Development
Budget Impact: $25,000 per year
Fund: General Fund Estimated Completion: FY 26/27
Started FY 2026-27 Economic
Development
Item: 20
762

Lake Forest, CA - Strategic Business Plan 2025-2032
Year 1, Q4
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
Completed 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
Substantial
Progress 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
Substantial
Progress FY 2026-27 City Manager's
Office
Item: 20
763

Lake Forest, CA - Strategic Business Plan 2025-2032
Year 1, Q4
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: 20
764

Lake Forest, CA - Strategic Business Plan 2025-2032
Year 1, Q4
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: 20
765

Lake Forest, CA - Strategic Business Plan 2025-2032
Year 1, Q4
0 10
20 30
40 50
60 70
Y1, Q1 Y1, Q2 Y1, Q3 Y1, Q4
Quarterly Progress
Not Started Started Substantial Progress Completed In Transition Item: 20
766

Lake Forest, CA - Strategic Business Plan 2025-2032
Year 1, Q4
0 5
10 15
20 25
30 35
40 Goal A Goal B Goal C
Year 1, Q4 by Goal
Not Started Started Substantial Progress Completed In Transition Item: 20
767