2026 Lake Park Mayoral Candidate Responses
Lake Park Society for the Advancement of Civic Engagement
In Concert with Private Lake Park Residents
2026 Lake Park Mayoral Candidate Responses to Community Questions
1. Candidate Roger Michaud:
A. Background & Experience (professional and civic experience, personal background relevant to public service and motivation for seeking office)
I currently serve as Mayor of the Town of Lake Park, having been elected Commissioner
from 2017 to 2023 and Mayor since 2023. Professionally, I have worked for the Palm Beach
County Property Appraiser’s Office since 2001. My civic service includes board
membership with the Palm Beach County League of Cities, the Florida League of Cities,
the PBSO North Region Community Advisory Board, and the Palm Beach County School
Advisory Boundary Committee. Locally, I serve or have served with Friends of the Lake Park
Public Library, the Bethlehem Community Empowerment Center, the Kiwanis Club of Lake
Park, and several town advisory boards. I also volunteer with Parent 2 Parent and
Operation Hope and organize local community programs. I seek office because Lake Park
is where I grew up and built my family. My motivation is to give back and ensure our town
remains safe, welcoming, and strong for future generations.
B. Campaign Vision & Platform (key priorities, approach to governance, and ideas to improve Lake Park over the next 2-4 year)
My vision for Lake Park is simple: put residents first while building a stronger, sustainable
future. Over the next 2–4 years, I will continue expanding public input, increasing
transparency, and making Town Hall more accessible so every resident feels heard and
included. Supporting our business community especially within the CRA means helping
property owners modernize, improve walkability, and create an inviting district that attracts
new investment and local jobs. I believe growth should strengthen our small-town
character, not overwhelm it. Smart development will protect neighborhoods, improve
infrastructure, and expand our tax base responsibly. A top priority is restoring aging roads,
drainage systems, utilities, and street lighting to reduce flooding, improve safety, and
prepare Lake Park for future generations. My approach to governance is straightforward:
listen, collaborate, and deliver results. Together, we will build safer streets, stronger
infrastructure, a vibrant economy, and a connected community that moves Lake Park
forward.
C. Answers to these ten questions:
Q-1. GROWTH & DEVELOPMENT: How would you preserve Lake Park’s small-town character while supporting development that contributes to economic growth?
Lake Park can grow without losing what makes it special. I support smart, well-planned development that fits our town’s character, protects our neighborhoods and waterfront, and brings good local jobs. By listening to residents and keeping growth in scale with our community, we can strengthen our economy while preserving the small-town feel people love about Lake Park.
Q-2. BUDGET: What is your experience with preparing and managing budgets? If elected, what actions would you prioritize to strengthen the town’s long-term capital budgeting and financial stability?
I’ve been directly involved in reviewing and approving town budgets, working with staff to make sure we’re responsible with taxpayer dollars while still meeting the needs of our residents. If elected, my focus would be on long-term planning. Especially our capital improvement projects, so we’re not just reacting year by year. I want to make sure we’re setting aside reserves, prioritizing critical infrastructure, and making financial decisions that keep the town stable and on solid footing for the future.
Q-3. ETHICS: How would you handle or manage communications with people or entities who have matters pending, or which may become pending before the town?
I would always be respectful and listen, but I would not discuss or prejudge any matter that is pending or could come before the Town. I would make it clear that those issues need to go through the proper public process. My role is to make decisions based on the facts, the law, and what’s best for the Town, not on private conversations. That approach keeps things fair and maintains public trust.
Q-4. DOWNTOWN BUSINESSES: What do you see as the issues facing our downtown businesses and what actions would you take to help them thrive? How would you measure success and / or failure of your suggested actions?
Our downtown businesses are the heart of our community, and many are dealing with rising costs, changing shopping habits, and concerns about safety, parking, and foot traffic. My focus is on making downtown a place where people want to spend time that’s clean, safe, welcoming, and easy to access. I would work closely with our businesses, residents, and staff to cut red tape, promote local shops through events, and marketing, and support improvements that bring more families and visitors downtown.
I would measure success by seeing more people walking downtown, more businesses opening and staying open, and hearing directly from business owners that things are improving. If we see more empty storefronts, less activity, or continued frustration from our small businesses, that will tell us we need to change course.
Q-5. INFRASTRUCTURE: What is the number one infrastructure issue facing the town and how would you address it?
Our biggest infrastructure issue is our streets and street lighting. Too many roads need resurfacing, and lighting in several areas needs to be brighter and more reliable for safety. I would address this by keeping road and lighting improvements a top budget priority, seeking outside funding where possible, and making sure projects are done strategically so we fix problems before they get worse. Safe, well-lit streets improve quality of life.
Q-6. CODE ENFORCEMENT: How do you ensure consistency in town code enforcement?
We make sure code enforcement is fair and consistent by holding everyone to the same standards and following the same process every time. Our goal isn’t punishment, it’s compliance. We focus on clear communication, educating our residents, giving notice and time to correct issues, and documenting everything so enforcement is uniform and transparent.
Q-7. RESIDENTIAL RENTALS: What do you see as some of the key residential rental issues in our community?
One of the biggest residential rental issues I hear about from residents is parking. Many rental properties were built years ago and don’t have enough on-site parking for today’s needs, which leads to overcrowded streets and frustration for neighbors. We need to make
sure rental properties are being managed responsibly and that parking standards are enforced so our neighborhoods remain safe and livable.
Q-8. PUBLIC SAFETY: Do you have any ideas on how to enhance public safety in Lake Park?
Public safety is always a top priority. We continue to work closely with the Palm Beach County Sheriff’s Office to keep our neighborhoods safe, and I support using smart strategies like better lighting, cameras in key areas, and focusing resources where they’re needed most. I also believe in prevention matters, especially through neighborhood engagement, so we’re not just reacting to crime but working to stop it before it starts. Also being on the PBSO North Region Bureau Community Advisory Board, it is my responsibility to report what the concern of the community is as it relates to public safety, so I encourage my bosses (the residents) to continue to do so.
Q-9. TRAFFIC & ON-STREET PARKING: Some residents have expressed concerns about increased traffic & on-street parking associated with proposed development projects. How do you evaluate these concerns and what strategies would you support to mitigate traffic impacts or improve transportation planning?
I take residents’ concerns about traffic and on-street parking seriously and carefully review how each proposed development will affect nearby neighborhoods. I support traffic studies when needed, requiring adequate parking, and making targeted improvements to traffic flow and road design. My focus is on balancing responsible growth with protecting neighborhood/s quality of life and planning smarter for the future. We have begun to do so with our 10th street corridor and our ovalabout initiative.
Q-10. DOWNTOWN: Can you define a point when density and height in the PADD become irreconcilable with our Comprehensive Plan and Land Development Regulations by being incompatible with the community's "small town character" and inconsiderate to existing neighborhoods?
That point is reached when proposed height and density clearly exceed what our Comprehensive Plan and Land Development Regulations allow and when a project no longer fits the scale of surrounding neighborhoods. If a development overwhelms nearby homes, worsens traffic and infrastructure impacts, or erodes our small-town character, then it is incompatible. Growth must respect the rules we have adopted and the people who already live here. A point of emphasis should can also be made where a developer looking to bring a project into our community gets an opportunity to conduct a workshop directly with the residents on the proposed project, so they are afforded the opportunity to provide feedback which creates a unified balance between all parties.
2026 Lake Park Mayoral Candidate Responses
Lake Park Society for the Advancement of Civic Engagement
In Concert with Private Lake Park Residents
2026 Lake Park Mayoral Candidate Responses to Community Questions
2. Candidate Rafael “Ralph” Moscoso
Question “A” Background & Experience (professional and civic experience,
personal background relevant to public service and motivation for seeking office)
A - I spent my career in the U.S. Army leading teams, solving problems, and being
accountable for people and resources. In roles ranging from Platoon Sergeant to Motor
Sergeant and Intelligence NCOIC, I was responsible for dozens of soldiers and millions
of dollars in equipment, always with a focus on safety, efficiency, and doing things the
right way. My work consistently earned top evaluations for leadership and results.
What motivates me to serve is simple: I care about Lake Park and want it run
responsibly, fairly, and transparently. Residents deserve leadership that prioritizes basic
services, listens to the community, and manages taxpayer dollars wisely — not politics
or special interests.
I’m running to bring practical, common-sense leadership to Town Hall and make sure
decisions benefit everyday residents first.
Question “B” Campaign Vision & Platform (key priorities, approach to governance, and ideas to improve Lake Park over the next 2-4 year)
A - My campaign focuses on practical results, responsible spending, and putting
residents first. Over the next 2–4 years, my priorities are fixing basic infrastructure such
as roads, drainage, lighting, and sidewalks before funding non-essential projects,
ending special-interest subsidies through the CRA, and restoring full transparency in
town finances and decision-making.
My approach to governance is simple: open communication, clear standards, and
accountability. Meetings should stay focused on town business, contracts and expenses
should be publicly accessible, and growth should only move forward when infrastructure
and public safety can support it.
To improve Lake Park, I will redirect resources to core services, support small
businesses by increasing real foot traffic downtown, ensure developers pay their fair
share, and rebuild trust by running Town Hall efficiently, fairly, and with residents’
interests as the top priority.
C. Answers to these ten questions:
Q - 1. GROWTH & DEVELOPMENT: How would you preserve Lake Park’s small-town
character while supporting development that contributes to economic growth?
A - Lake Park’s strength has always been its small-town character — close neighborhoods,
local businesses, and a strong sense of community. Preserving that while supporting
economic growth requires thoughtful planning, transparency, and a focus on what truly
benefits residents.
I support development that complements the community rather than overwhelms it by
fitting our town’s scale, improving quality of life, creating jobs, and strengthening the tax
base without straining infrastructure or public services. Decisions should be guided by
clear standards, public input, and long-term community impact — not short-term
incentives.
Before approving major projects, we must ensure roads, utilities, drainage, and public
safety can support growth. When upgrades are needed, developers should contribute their
fair share. Economic growth should also prioritize small businesses and revitalize existing
commercial areas, so investment benefits the entire community.
Q - 2. BUDGET: What is your experience with preparing and managing budgets? If
elected, what actions would you prioritize to strengthen the town’s long-term capital
budgeting and financial stability?
A - Throughout my Army career, I managed personnel, equipment, and operations
within strict accountability systems, often overseeing millions of dollars in
resources while maintaining high readiness and safety standards. Every asset
was tracked, inspected, and budgeted carefully. Since becoming involved in Lake Park
civic affairs, I have reviewed town budgets, capital plans, and redevelopment funding to
better understand how resources are allocated.
If elected, I will prioritize long-term capital planning for roads, drainage, and public
facilities, ensure core services are fully funded before new projects are approved, and
improve transparency so residents can easily see how public dollars are spent. Holding
spending near current levels while redirecting funds toward essential infrastructure will
strengthen financial stability and reduce future tax pressure.
Q - 3. ETHICS: How would you handle or manage communications with people or
entities who have matters pending, or which may become pending before the town?
A - Ethical government requires strict adherence to Florida’s Sunshine Law and
open decision-making. I will not engage in private discussions on matters
pending or likely to come before the commission. Issues should be addressed
publicly with full community access. At the same time, I will always listen to residents’
concerns and ensure their perspectives are brought into the public process.
To further transparency, I plan to provide public after-action updates following
commission meetings explaining my own voting decisions on finalized agenda items.
This will focus only on matters of public record and will not involve unresolved items or
speculation on other commissioners’ positions.
Q - 4. DOWNTOWN BUSINESSES: What do you see as the issues facing our
downtown businesses and what actions would you take to help them thrive? How
would you measure success and / or failure of your suggested actions?
A - Downtown Lake Park isn’t unsafe or hard to walk in. The problem is there’s just
not many reasons for people to go there. Right now, it’s mostly a couple of bars,
convenience stores, and specialty shops that serve small groups. There’s nothing that
regularly draws families, shoppers, or visitors.
Instead of spending money on select projects, the town should focus on bringing people
downtown. One simple step would be moving our monthly Sunset Celebration into the
downtown district — holding it during the day on a Saturday and expanding it with food
trucks, farmers market vendors, and local businesses. Events like that create foot traffic,
help small shops and make downtown a place people actually want to visit.
Success should be measured by more people downtown, busier businesses, and fewer
empty storefronts — not by how many projects get subsidized.
Q - 5. INFRASTRUCTURE: What is the number one infrastructure issue facing the
town and how would you address it?
A - The most pressing infrastructure issues in Lake Park are deteriorating roads,
poor lighting, remaining sidewalk gaps, and traffic safety concerns that affect
residents daily.
While sewer capacity and stormwater planning matter long term, my priority is fixing the
basics first through a comprehensive resurfacing plan, targeted lighting improvements,
sidewalk completion, and safety measures where needed.
I also support impact fees so new development pays for the infrastructure it requires
rather than shifting costs to residents. Growth should not outpace our ability to provide
safe, reliable services.
Success will be measured by visible improvements in street conditions, safety, and
infrastructure readiness.
Q - 6. CODE ENFORCEMENT: How do you ensure consistency in town code
enforcement?
A - Code enforcement operates under the town manager, but elected leadership
must advocate for fairness and consistency. During door-to-door outreach, I’ve seen
widespread violations in some areas while residents in others report harsh treatment for
minor issues. This points to a need for more consistent enforcement and professionalism.
As mayor, I will advocate for residents, raise concerns with the town manager, and push
for clear, transparent practices that prioritize compliance and community improvement
over punishment.
Success will be measured by cleaner neighborhoods, fewer repeat violations, and
improved public trust.
Q - 7. RESIDENTIAL RENTALS: What do you see as some of the key residential rental
issues in our community?
A - Many repeat code issues involve rental properties where owners prioritize rent
over maintenance and safety. This affects tenants, neighbors, and property
values. I support a rental registration or permitting system tied to town tax receipts, regular
inspections, and direct fines to property owners for violations, with escalating penalties
for chronic neglect. Responsible landlords should not be burdened, but problem
properties must be addressed.
Success will be measured by improved property conditions, fewer repeat violations, and
stronger neighborhood stability.
Q - 8. PUBLIC SAFETY: Do you have any ideas on how to enhance public safety in
Lake Park?
A - Lake Park is generally a safe community, and my goal is to maintain that while
planning responsibly for growth. The biggest potential risk is approving development faster
than police, fire, and emergency services can support. Growth should be tied to service
capacity and funded fairly through impact fees. Quality-of-life concerns, including
homelessness in public spaces, should be addressed through coordination with social
services and clear safety policies.
Success will be measured by continued low crime rates, strong response times, and
residents feeling safe.
Q - 9. TRAFFIC & ON-STREET PARKING: Some residents have expressed concerns about
increased traffic & on-street parking associated with proposed development
projects. How do you evaluate these concerns and what strategies would you support
to mitigate traffic impacts or improve transportation planning?
A - Before approving additional large developments, the town should evaluate real traffic
impacts once recently approved projects are fully occupied. Planning should be based on
real data, not projections.
On-street parking is a normal part of residential neighborhoods and downtown and is not a
major concern when managed for safety and access. I support targeted traffic studies,
intersection improvements where needed, pedestrian safety measures, and impact fees to
fund roadway upgrades tied to growth.
Success will be measured through improved traffic flow and resident satisfaction.
Q - 10. DOWNTOWN: Can you define a point when density and height in the PADD
become irreconcilable with our Comprehensive Plan and Land Development
Regulations by being incompatible with the community’s small-town character and
inconsiderate to existing neighborhoods?
A - Lake Park’s Comprehensive Plan emphasizes revitalization that strengthens
the community, improves quality of life, and preserves small-town character —
not large-scale urban development. The original intent was thoughtful
redevelopment that fits existing neighborhoods.
Density and height become incompatible when projects overwhelm infrastructure,
disrupt neighborhood scale, increase traffic and service demands beyond capacity, and
depend on repeated variances or administrative exceptions to exceed zoning standards.
The town has already allowed height deviations within the Park Avenue Downtown
District, originally framed as architectural flexibility but gradually weakening the
protections meant to preserve community character.
Compatibility is lost when development prioritizes maximum density over livability for
residents. Going forward, decisions should return to the spirit of the Comprehensive Plan-
human-scaled, neighborhood-friendly development supported by infrastructure rather
than driven by height increases and density exceptions.