HomeMy WebLinkAbout4 - Department Priorities and ReorganizationTO:
FROM:
SUBJECT:
SUMMARY
Cit;
CITY OF NEWPORT BEACH
Mayor and Members of the City Council
ncil Meeting July 24, 1995
Agenda Item No. 4.
Assistant City Manager, Planning and Building
Department Priorities and Reorganization
E CITY COUNCIL
NEWPORT 3FACH
J U 1 2 4 1Ny5
The reorganization of the Planning and Building Departments to incorporate economic
development activities is under study. Before hiring a consultant to assist in devising a
reorganization plan, staff requests the City Council to affirm priorities. Such a priority list will
then be matched with available personnel and resources to accomplish the reorganization.
Attached are lists of all planning and economic development tasks accumulated over the past few
years. The following represents staff's recommendations for a combined priority list.
Highest Priorities.
• Process all plans, permits and inspectiotrs in a friendly, efficient, accurate afrd timely
mariner.
This refers to all day to day activities by both the Planning and Building staffs to provide
information at the counter and by telephone and to process all development and building
permits both discretionary and non -discretionary. This also includes all Planning
Commission and City Council functions related to permitting and entitlements.
• Maintain high quality building and zoning code enforcement.
This includes not only building inspections and routine code enforcement procedures, but
also the on-site inspection activities associated with Residential Building Reports.
• Process major projects.
This includes the completion the Fletcher Jones project, Bayview Landing, Newport
Pavilions, Rockwell and similar projects as they arise.
TO: City Council - 2
• Review and revise the entire Zoning Code for consistency, readahiL � _treamlining
of administration.
This includes not only structural and language revisions but also sub..a=_m amendments
to reduce the need for some use permits, to provide more administrate: a t=– sting and to
incorporate a variety of provisions designed to simplify and fac:� 3evelopment
procelssing. This will entail a wholesale re -write in strike -out and form of the
entire, Code. This process is already underway and will be availab•'.e ter -a-, iew by the
Council within the next six to eight weeks. The revisions will also refle•-. Council's
policies regarding commercial area revitalization and the Council's cz-� : to reduce
bureaucratic rules.
High Priorities.
• Update the Circulation Element of the General Plan
• Review/revise the Traffic Phasing Ordinance.
• Update the Land Use Element of the General Plan.
• Adopt General Plan policies regarding economic development goals.
• Review/revise the Local Coastal Program and pursue certification.
• Complete the General Plan Amendment for the CalTrans West residual parcel.
• Complete the Coastal Commission Processing of the Central Balboa Specific A -ea PIan.
• Complete the Old Newport Boulevard Specific Area Plan.
• Complete the work program of the Balboa Peninsula Planning Advisory Committee.
• Complete Conference Center feasibility studies.
• Establish business improvement districts in all of the City's community commercial areas.
• Establish a tourist improvement district for restaurants.
• Revise the restaurant grease ordinance.
• Continue to enlist businesses in the use tax self -accrual program.
• Complete the Cost Recovery and Performance Measurement program.
Medium Priorities.
• Continue and expand SHOP NEWPORT program.
• Update the Recreation and Open Space Element of the General Plan.
• Update other elements of the General Plan.
• Finalize Fiscal Impact Model.
• Expand the Restaurant Review Committee into a Development Review Committee.
• Investigate permit streamlining strategies.
RECOMMENDATION
Review, modify a -desired and approve priorities.
Kenneth J. Del
CITY OF NEWPORT BEACH
Planning Department
-Memorandum -
June 29, 1995
TO: Planning Commission
FROM: Patricia L. Temple, Planning Manager
SUBJECT: Proiect and Workload List
Following is the project and workload list which is updated three times per year in association
with the initiation of General Plan Amendments. These projects are all those items (other than
routine case applications) which have been assigned to the department. The items which are
boxed are those items on which staff is actively working.
General Plan Amendments
These amendments have been initiated either at the request of a property owner or by the City for
its own interests. Applicant requested amendments are held pending submittal of related planning
applications (such as a zone change amendment). City amendments are held pending the receipt
of information from affected City Departments, funding allocation or staff availability.
GPA 88-2(D) Public Safety Element Update
GPA 90-1(I) Air Quality Element Preparation
GPA 90-2(A) Santa Ana River Mouth LCP
GPA 90-2(E) General Plan and Zoning Consistency and Cleanup Amendment
GPA 90-3(B) Review of Recreational & Environmental Open Space and Governmental,
Educational and Institutional Facilities Land Use Categories
GPA 91-2
407 Bolsa Avenue
GPA 91-3(G)
Circulation Element Update
GPA 92-1(C)
Old Newport Boulevard Specific Plan
GPA 92-1(D)
Regulation XV Facilities Floor Area Amendment
GPA 93-2(A)
Ford Land/Loral Aerospace Property
GPA 93-2(C)
Recreation and Marine Commercial Designation
GPA 93-3(A)
Amlin 's Nursery Property
GPA 94-1 C
Circulation Element Dover Drive
GPA 94-2(C)
Cloobeck Property
GPA 94-3(B)
424 Old Newport Boulevard
GPA 95-1(A)
CalTrans West/CalTrans West Residual Parcel
3
TO: F I ig Commission - Page 2.
GPA 95-1(B) Revisions to Calculated Density and Intensity Policy
GPA 95-1(C) Commercial Policy
GPA 95-1(D) San Diego Creek North -Fletcher Jones Mercedes Benz
GPA 95-1(E) Ebell Club
General Plan and LCP Implementation
1. Review and Update Zoning Ordinance Consistent with General Plan
2. Amend Planned Communities (PC's) consistent with new General Plan
3. Review City Council Appeal, Call -Up, and Automatic Review Procedures
4. Process Zone Changes necessary to implement General Plan
5. Adopt LCP Zoning and Implementing Ordinances
Regional Activities
Staff' participates in these activities on an as -needed basis. Participation usually involves
attendance at meeting or hearings.
1. Participate in preparation of County -wide Congestion Management Plan
2. Santa Ana River Mouth LCP (City/County)
3. SCAG Regional Strategic Plan Monitoring and Implementation
4. Participate Regional Housing Needs Assessment Sub -Committee
5. 2000 Census - Data Needs Identification and Census Tract Boundary Review
6. Participate in Orange County Housing Authority
7. Participate in Orange County Homeless Issues Task Force
8. City/County Coordinating Committee on Homelessness
9. Airport Land Use Plan Consistency
10. Air Quality Management Plan review and development of implementation procedures
11. Orange County Air Quality Technical Advisory Committee
12. Participate in the Regional Advisory and Planning Committee (RAPC) Technical Advisory
Committee
13. Review Amendments to OCTC 20 Year Circulation Master Plan
14. Orange County League of Cities/OCTC Traffic Improvement and Growth Management
Program
15. Hazard Waste Management Plan Monitoring and Implementation (Tanner)
16. Administration of Federal Entitlement Funds Allocated through the Community
Development Block Grant Program
Special Projects
1. Complete Central Balboa Specific Plan - Coastal Commission Processing
2. Prepare Old Newport Boulevard Specific Area Plan
4
TO: PIS , Commission - Page 3.
rarK 1Jewcation anu rec V VUQte
4. Newport Information System Implementation including Ongoing Mapping and Database
Development
5. Review Uses Requiring Use Permits
6. Prepare Comprehensive Reorganization of the Zoning Ordinance
7. Amend Zoning Ordinance and Subdivision Regulations as Recommended by the Economic
Development Committee
8. Fiscal Impact Model - Downcoast
W
ECONOMIC DEVELOPMENT WORK PROGRAM
Consistent with the policies and direction of the City Council, the regulatory functions of
the Planning Commission and the recommendations of the Economic Development
Committee, coordinate and/or perform the below listed tasks.
SERVICE ENHANCEMENT AND REGULATORY REFORM
Proiects Underway:
• Consider the adoption of General Plan policies promoting economic
development goals.
• Review the entire zoning code for consistency, readability and ease of
administration.
• Review zoning ordinance to eliminate some requirements for use permit and to
increase administrative permitting.
• Review/revise traffic phasing ordinance.
• Revise restaurant grease trap ordinance.
• Investigate establishment of Development Review Committee.
• Identify and support projects for fast track permitting.
• Publish booklet "How to Do Business in Newport Beach".
• Finalize fiscal impact model.
Priority Proiects:
• Investigate easing of floor area, building bulk and parking requirements in older
beach areas.
• Investigate additional permit streamlining including inter -departmental 'one
contact" permitting and inspection.
• Investigate using contractors for overflow permit processing.
• Pursue certification of the Local Coastal Program.
Project Requests:
• Organize Coastal Commission presentation team.
• Investigate an Economic Development Element for the General Plan.
• Review and promote desired elements of Total Quality Management philosophy
and techniques for all City development services.
• Continue service enhancement training
0 Publish booklet "How to Do Business in Newport Beach".
MARKETING AND BUSINESS RETENTION
Proiects Underway:
• Expand SHOP NEWPORT program.
• Continue to enlist businesses in the use tax self -accrual program.
• Develop City promotional materials and an advertising plan.
* Coordinate business retention or attraction "red teams" targeting specific
revenue producing enterprises.
" Establish business recruitment "ambassador" program.
* Identify and promote special events to attract visitors.
* To be completed by Chamber of Commerce.
Priority Projects:
• Develop an Economic Development Newsletter.
• Identify and promote financing for Economic Development activities and projects
Proiect Requests:
• Develop and conduct programs to educate residents about economic
development benefits.
• Develop a City economic profile useful to businesses.
• Coordinate with state and regional economic development efforts.
RESTAURANTS
Proiects Underway:
• Consider establishing a Tourist Improvement District for restaurants.
• Revise zoning code to expand administrative approvals for restaurants.
• Revise zoning code to promote outdoor dining.
• Continue the Restaurant Review Committee and promote it by developing an
explanatory pamphlet and mailing to all restaurants.
Project Requests:
• If formed, work with the TID Advisory Board.
• Develop benchmark data for restaurants.
• Assemble restaurant development/location guide.
• Provide single contact for restaurants with the City.
BUSINESS DISTRICTS
Projects Underway:
• Establish Business Improvement Districts in all community commercial areas.
• Develop work programs for all BID's.
• Conduct or coordinate various marketing, visioning, design or similar studies for
each BID area.
• Staff the Balboa Peninsula Planning Advisory Committee,
Priority Projects:
• Conduct or coordinate public participation or other programs to involve
residential areas with business district activities.
• Establish funding programs through grants and Community Reinvestment Act
activities.
• Investigate and implement district -wide parking standards and parking solutions
such as new structures, metering, land acquisition, and parking management
programs.
Proiect Requests:
• Develop or revise Specific Area Plans for each BID area as necessary.
• Devise capital improvement programs for each BID area as necessary.
• Administer a variety of revitalization programs such as facade improvement,
business loans, landlord/tenant relations, business training, tenant recruitment,
etc.
• Provide single contact liaison between BID areas and City.
• Compile benchmark data for each BID area (see attachment).
BOATS AND HARBORS
Proiects Underway:
• Organize an industry -wide task force.
Priority Projects:
• Identify constraints and opportunities for this industry.
Project Requests:
• Conduct or coordinate an economic impact study of this industry.
• Implement or coordinate desired programs or projects e.g., guest docking, pump
out stations, water quality regulations compliance, marine services, etc.
• Develop a harbor marketing and special events program.
Mo
•
HOTELS
Projects Underway:
• Conduct conference center market feasibility study.
• Work with Conference and Visitors Bureau on hotel related activities and
promotions.
Proiect Requests:
• Conduct a conference center site selection study.
• Investigate zoning incentives for expanded conference and banquet facilities.
GENERAL OFFICE/COMMERCIAL TASK FORCE
Priority Proiects:
• Investigate zoning incentives to stimulate reuse of older
commercial/manufacturing areas.
Project Requests:
• Compile benchmark data
• Identify constraints and opportunities for this class of business.
• Identify areas in transition and reevaluate planning and zoning.
11
City of Newport Beach
Economic Development Committee
July 24, 1995
The Honorable John Hedges, Mayor
Members of the City Council
City of Newport Beach
3300 Newport Boulevard
Newport Beach, CA 92663
Dear Mayor and Members of the Council:
The purpose of this letter is to transmit to you the July 24, 1995 Activity Report of
your Economic Development Committee. This report consists of the text of my
remarks delivered at the Council's Study Session on July 24,1995, supported by
the following documents:
• July 24, 1995 EDC Recommendations
• City Council Economic Development Policy
• December 9, 1994 Statement of EDC Mission, Vision and Goals
• Summary of Economic Development Activities 1993-1995
• Current EDC Membership and Organization Chart
• EDC Enabling Resolution
• November 22, 1993 Findings and Recommendations of the EDC
Thank you for the opportunity to share our current recommendations and
thoughts towards the future. As you will note from the text, we believe 1995 will
be a significant year of achievement for economic development activities.
I ran across an interesting quote yesterday that seems tremendously appropriate
for my feelings about our EDC efforts:
"One of my jobs is to be wildly enthusiastic about the progress we've made and
eternally disappointed at the rate we're making it. "
Philip Condit, President, Boeing
Government never seems to change as fast as those of us from the private
sector would like. Yet we are changing and City Staff, from the City Manager
down, are truly making a difference in how Newport Beach does its job.
We have much to do, yet we can be proud of our accomplishments to date and of
how we are going about our task. The team effort being exhibited by Staff, EDC
members, The Newport Harbor Area Chamber of Commerce, The Newport
Beach Conference and Visitors Bureau and all of the supporting businesses
located in Newport Beach is impressive and worthy of mentioning.
Most importantly, the EDC appreciates the support the Council has given us. We
look forward to continuing to pursue the economic revitalization of our
tremendous City with the sense of urgency we all share.
Sincerely,
---Gt JEWPORT BEACH
ECONOMIO DEVELOPMENT COMMITTEE
Q 'i
Rush N. Hill, ll, ,SIA
Chairman
City of Newport Beach
Economic Development Committee
Activity Report
'ext of remarks by July 24, -1995
SDC Chairman
gush N. Hill, AIA
Mr. Mayor and members of the City Council. I consider it an honor to come
before you today to provide an update on our EDC activities. I believe it
mportant to set the stage for where we are by first offering a brief overview of
how we began, commenting on the three phases we have matriculated through
n order to reach our current level of activity.
Introduction
During the fourth quarter of 1992, the City Council recognized the need to
change the path of declining city revenue and property values in Newport Beach.
in January of 1993, the City Council established The City Council Ad Hoc
Economic Development Committee (EDC) and in March of 1993, adopted an
Economic Development Policy.
The EDC began "Phase 1 " activity related to developing a focus on where City
revenue was derived, what elements of our rules and regulations blocked or
slowed access to revenue and the evaluation of how to best market our
community to both residents and visitors.
A Phase 1 report was made to the City Council on November 22, 1993. Over 25
recommendations were made by the EDC. The City Council accepted the report
and requested staff to begin the process of implementation. January 24, 1994,
the City Council reaffirmed the economic Development Policy, thereby further
-encouraaing staff to proceed with a sense of urgency in achieving EDC
recommendations.
Phase 2 of EDC activity began in January of 1994 immediately following the City
.,,unci) order to implement. EDC efforts were channeled to focus on tracking
molementation. The EDC felt very strongly that insuring implementation of the
Arial recommendations was the most effective way to work with staff at that time.
n December of 1994, information highlighting the EDC VISION, MISSION and
uOALS was presented by the EDC to the City Council for their use in the
anuary 1995 planning retreat. The EDC requested permission to restructure
and the addition of consultants to gather more technical data so as to facilitate
further, more specialized change.
11VJ th the Council's passage of our revised enabling resolution and general
aareement of the direction for the EDC, Phase 3 activities began in January of
1995. This work effort has focused on continuing to work with staff on
imolementation AND identify additional opportunities for change. This increased
EJC activity level has consumed a lot of staff and EDC committee volunteer
time, often raising differences of opinion on how best to accomplish a task. The
REMARKS BY EDC_ AIR
RUSH N. HILL, II, f
July 24, 1995
Page 2
Committee and Staff team, however, consistently reach consensus opinion and
get the job done.
During Phase 3, EDC activities have been divided into two main categories:
Services and Marketing. n addition, we have stepped up our activity on
Restaurant/Hospitality issues, called for increased activity in the Boats/Harbor
arena and Business Improvement Districts and have created a new task force
effort in the Professional Services area.
It is true, the ribs of the "old ship Newport" have been creaking and moaning a lot
lately, but she is starting to turn and the sails are still full of wind. If we can stay
the course, 1995 will be a significant year of change for the City. It will be a year
of putting into place our best efforts of improving city revenue and increasing
property values. It will be a year of accomplishing the goals as outlined by the
EDC during the Council's January 95 planning retreat.
ACCOMPLISHMENTS TO DATE
I would like to take just a few moments to highlight some of the EDC
recommendations that have been accomplished to date. The following list
consists of activities and tasks that have been achieved in a large part because
of the qualitative and creative efforts that City Staff continues to undertake while
implementing the intent of the City's Economic Development Policy.
With City Council support and Staff hard work, we have:
• Appointed a senior staff member as economic development coordinator
• Eliminated duplicate reviews by Planning Commission and City Council of tract
maps
• Reduced appeal periods for Planning Commission items from 21 to 14 days
• Made minor adjustments in our Traffic Phasing Ordnance
• Accomplished service enhancement training for Planning, Building and Public
Works personnel
• Promoted and accomplished our first Business Improvement District
• Begun the process of creating a city-wide Restaurant Improvement District
• Created a multi -departmental restaurant review committee to facilitate
processing
• Expanded our specialty food use ordinance
• ntroduced an outdoor dining ordinance with more flexible parking requirements
• produced a city-wide restaurant guide
• implemented a use tax accrual program
• Began a SHOP NEWPORT campaign
• Participated in the Rockwell retention effort
• Participated in securing the Senior Tour PGA golf event at NBCC
• Created red teams for fast track construction assistance
and
• Completed the first step in a City retail market research study
mese accomplishments nave the combined effect of moving us closer to
achieving our Vision and Mission. They are successes that remind us of the
complexity of our work. now much remains to be accomplished and of the sense
cf urgency we must retain as we continue.
REMARKS BY ED( AIR
RUSH N. HILL, II, i
July 24, 1995
Page 3
A more complete listing of� activities from 1993 to 1995 is included in the
Appendix of our report.
CONGLETON STUDY
As you learned earier today, we now nave in our possession the comments and
recommendations of the Congleton study providing an overview general
assessment of on -street retail conditions in our City with a more in-depth review
of the Central Balboa area.
While I have not had a great deal of time to review the information, nor discuss
the content with its author, I offer the following highlights of the findings:
Although our City's median and average household incomes are high when
compared to national averages, the general buying habit of the Newport Beach
resident is not as strong as one might think. The study notes, "A number of
Newport Beach's structural demographic conditions constrain the amount of
future retail spending the City can expect to capture from local residents."
• Factors that contribute to this are average age of household, no growth in the
number of households and housing costs so high that they often discourage
young growing family occupancy.
The square footage of on -street retail and restaurant space we have far
exceeds the amount that is supportable solely by local residents. The reality of
Newport Beach being in the visitor serving business is highlighted by the
comment from the report, "If the City were to adopt a policy that discouraged
visitation from out-of-towners, and encouraged only retail uses supported by
immediate residents, most of the City's existing retail and dining businesses
would require demolition because the resident spending potential is insufficient
to support all the square footage that currently exists. "
Our parking practices, including meters and pay as you leave lots, discourage
access to our retail and dining establishments. You can immediately identify
something to fix when you read, 'The City's parking policies for central Balboa
do not reward shoppers and diners who spend money within shops and
restaurants, and the metered spaces most convenient to the retail businesses
are not managed in a manner that would discourage their use by non -spender
beach -goers." With respect to Balboa's pay -as -you -leave lot, the report
comments. " ... a shopper or diner wishing to stay only two to three hours
must pay _36.00 to 57.00 - r,7e same price a beach -goer pays for staying all
day. "
Competition for retail and dining has greatly increased throughout the inland
area of the county, making it far easier for neighboring residents to stay in their
local town to enjoy quality goods and services. This competition gap widens
further when you compare new inland retail/entertainment/dining facilities with
our often older, less current merchandised activities. Reality hits home when
you realize the truth in the fact that, "As competitive recreational choices have
proliferated for affluent Orange County baby boomer families, the families'
entertainment expectations have increased. diminishing the overall appeal of
older water -oriented specialty venues., such as those found along the Balboa
Peninsula. that have not kept up with contemporary retailing, dining and
entertainment mercnandisina."
REMARKS BY ED(' 41R
RUSH N. HILL, II, f.
July 24, 1995
Page 4
I would summarize the recommendations for improvement contained in the report
as:
• Create parking management plans in our business districts
• Get involved in creating incentives for re -merchandising, re -tenanting and re-
habing our older business areas
and
• Create marketing implementation action plans for our business districts
The information contained in the Congleton report will be very helpful as we
undertake the education and policy making activities that will be required to
achieve our goal of returning our older business districts to the quality front doors
and revenue producing assets of our community we so desperately want and
deserve them to be.
EDC RECOMMENDATIONS
I would now like to share with you the EDC's Phase 3 recommendations which
have been formulated over the past six months. Some items are new thoughts,
while others are continuations of previously highlighted needs for change. All are
in support of the City's Economic Development Policy .
We believe our recommendations are consistent with our VISION that municipal
revenue is increased by adding value to our business community, and MISSION
to achieve a nationally recognized, business friendly city that generates adequate
municipal revenue to provide quality services to our residents and visitors.
The EDC's Services Committee continues to focus on making the development
process faster and more user friendly, while seeking incentives to encourage
quality, private sector redevelopment of our older areas. They recommend:
• Within the framework of Staff's decision to accomplish a comprehensive rewrite
of the City's zoning code, we believe you should add to our list of previously
requested zoning changes the need to re-examine the definitions and
restrictions related to floor area ratio's, building bulk and mass, and commercial
district land use regulations as they relate to non -occupiable space, equipment
and generator rooms and building areas considered to be support to but not
income producing or traffic generating building components.
• Enact a code section to provide for a Variance process to be achieved through
discretionary action of the Planning Staff, Planning Commission and/or City
Council.
• Prepare and process an amendment to the City's General Plan, Land Use
Element that adds an Economic Development Policy specifically identifying the
goal of creating an economically healthy business environment within the City.
• Establish Parking Districts and create specific parking management plans for
appropriate business districts.
• The continuation of the re-engineering of Building and Planning department
functions/staff working with consultant(s) that utilize staff empowerment
processes to achieve lasting and meaningful change. We further recommend
the following areas be explored as part of the re-engineering processes:
• The creation of a Development Review Committee similar to our Restaurant
Review Committee
• Clearly defined, consistently applied procedures and standards for planning
and building processing
REMARKS BY EDC 4IR
RUSH N. HILL, il,
Duly 24, 1995
Page 5
• Utilization of privately contracted services for overload or peak activities in
plan check, grading engineering services, E!R review, etc.
and
• The creation of a centralized. one contact permit processing function
• The approval of an outdoor aining ordnance related to restaurant and specialty
food use
• Review and further refine the City's Traffic Phasing Ordnance
• Review and revise the Local Coastal Plan, seeking certification by reaching a
political solution to our special and unique requirements
• Explore land use changes in the airport and older industrial areas of the city
The EDC's Marketing Committee continues to believe that business should join
together to achieve the maximum impact on area marketing. The ultimate goal is
to capture a larger share of the Southern California retail and hospitality market.
We recognize that successful efforts in selling our strengths can make the pie
bigger. The Marketing Committee recommends:
• The continued development of our business districts into formal BIDs
• The creation of a City wide Restaurant Improvement District
• Expansion of the use tax self -accrual program
• Expansion of the Shop Newport program
• Evaluation of the financial feasibility of a Visitors and Conference Center
• Continued involvement with consultant(s) to identify appropriate business
district personalities which would allow individual BID's to play to the strengths
of their unique area.
• The retention of consultant(s) to identify and secure the best possible tenants
for our vacant retail space
BENCH MARK REPORTS
Of special interest to the EDC is the creation of a Bench Mark reporting process
so as to be able to judge the progress we are making in encouraging business
activities that will lead to improving city revenue and increasing property value.
Staff is working with City Council and EDC members to develop a simple
reporting too! that will provide us with regular updates on key measurement
statistics.
EDC PRIORITIES
ollowing this cresentation, you will view the work priorities of the Planning and
Building Departments. Staff has worked with us in an attempt to incorporate our
recommendations into the priority system. Should you wish to add or delete an
item, or change a priority, you will have that opportunity. As you will see, the
workload is substantial.
OUR NEXT PHASE
As part of the EDC's continuing program working to achieve our identified 1995
goals, the EDC is ready to begin Phase 4. Under your direction, we see our next
era as a continuation of Phase 3 activities (monitoring of implementation and
generation of more in-depth recommendations for Services and Marketing
activities) along with tackling the tough "quality" issue of how to increase
economic activity while retaining and in many instances, achieving an improved,
REMARKS BY EDC VR
RUSH N. HILL, il, A..
July 24, 1995
Page 6
higher profile, spending -visitor and resident appealing business. district
environment. As the City's policy setting body, the City Council must establish an
incentive based concept of desirable land use, tenant mix and level of aesthetic
that can be achieved while restoring economic vitality to our city. At the center of
`his task will be the need to define the concept of quality. It is this quality
quantified policy City Staff will be called upon to promote and interpret for
compliance. The EDC, with support of staff and consultants, is now ready to
tackle this issue, placing before the Council recommended policy. Policy that
balances property rights issues, economics and desired levels of aesthetics with
common sense and flexibility in a political achievable solution.
Three years ago, at the inception of the EDC, most of us probably hoped that by
now the challenging economic environment and municipal budget wrestling
exercises would be behind us! But of course it isn't, and in fact there is little we
see on a National, State or County level to say we are not in for more of the
same. We now know with more certainty, that the City must be proactive to
create a healthy business environment which will in turn generate sustainable
revenue sources for City services. It is with this in mind that the EDC will
approach this next phase of our work.
ADDITIONAL SUPPORT DOCUMENTATION
As part of this EDC update, you will find additional information relating to our
recommendations and support documents as follows:
• July 24, 1995 EDC Recommendations
• City Council Economic Development Policy
• December 9, 1994 Statement of EDC Mission, Vision and Goals
• Summary of Economic Development Activities 1993-1995
• Current EDC Membership and Organization Chart
• EDC Enabling Resolution
• November 22. 1993 Findings and Recommendations of the EDC
THANK YOU
On behalf of the Economic Development Committee, I thank you Mr. Mayor and
members of the City Council, for your continued support. We look forward to
continuing to work with you and City Staff, meeting the challenges ahead.
City of Newport Beach
Economic Development Committee
Activity Report
July 24, 1995
EDC RECOMMENDATIONS
The EDC was expanded and reorganized in January of 1995. Since this point in
time, our activities have been divided into two main categories: Services and
Marketing. The Services Committee has been chaired by Tom Redwitz and the
Marketing Committee by Richard Luehrs. The following recommendations
represent a "reporting out" of the topics discussed and conclusions reached by
these two committees.
Some items are new thoughts, while others are continuations of previously
highlighted needs for change. All are in support of the City's Economic
Development Policy.
Ne believe our recommendations are consistent with our VISION that municipal
,evenue is increased by adding value to our business community, and MISSION
�o achieve a nationally recognized, business friendly city that generates adequate
Municipal revenue to provide quality services to our residents and visitors.
SERVICES COMMITTEE
-he EDC's Services Committee continues to focus on making the development
orocess faster and more user friendly, while seeking incentives to encourage
cuality, private sector redevelopment of our older areas. They recommend:
Within the framework of Staff's decision to accomplish a comprehensive
rewrite of the Citv's zoning code, we believe you should add to our list of
previously requested zoning changes the need to re-examine the
definitions and restrictions related to floor area ratio's, building bulk and
mass, and commercial district land use regulations as they relate to non -
occupiable space. equipment and generator rooms and building areas
considered to be support to but not income producing or traffic generating
building components.
COMMENTS: As we have often seen, the zoning code does not allow for
the application of common sense. A comprehensive rewrite should yield
a readable and more concisely presented code. More administrative
flexibility will allow logical adaptations, saving applicant and staff time.
Most of the previous, yet to be accomplished, technical recommendations
of the EDC relating to the zoning code can be achieved in this
comprehensive rewrite.
Enact a code section to provide for a Variance process to be achieved
through discretionary action of the Planning Staff, Planning Commission
and/or City Council.
COMMENTS: Newport Beach is one of the few cities that does not have
a Variance process as part of its zoning code. There are often
compliance deviations that are necessary or desirable to insure a quality
=DC RECOMMEND ')NS
. wy 24, 1995
:Daae 2
project. Without a Variance process, complex "games" are played in
order to arrive at an interpretation to our codes that a straight forward
variance provision would make easier and often less costly to achieve.
Prepare and process an amendment to the City's General Plan, Land Use
Element that adds an conomic 3evelopment Policy specifically
identifying the goal of creating an economically healthy business
environment within the City.
COMMENTS: The City's Economic Development Policy should become
a part of our Land Use Element. It is important that all who deal with the
use of land and the regulations of buildings have a common
understanding of the City's economic goals. This is an important base of
intent that can be called upon to assist in making sometimes tough
subjective decisions.
µ. Establish Parking Districts and create specific parking management plans
for appropriate business districts.
COMMENTS: The Congleton study has clearly established the need to
create parking management plans in our on -street retail and dining areas.
This activity is an integral part of turning around the declining economic
condition of our older business districts. We believe this need to be most
critical in the Peninsula Area.
The continuation of the re-engineering of Building and Planning
Department functions/staff working with consultant(s) that utilize staff
empowerment processes to achieve lasting and meaningful change. We
further recommend the following areas be explored as part of the re-
engineering processes:
• The creation of a Development Review Committee similar to our
Restaurant Review Committee.
• Clearly defined, consistently applied procedures and standards for
planning and building processing.
• Utilization of privately contracted services for overload or peak activities
in plan check, grading engineering services, EIR review, etc.
• The creation of a centralized, one contact permit processing function.
COMMENTS: The Planning and Building Departments are faced with the
same tough economic reality of the 90's as is the rest of the City and as
the private sector has been for over five years. They are called on to
improve on what is already often noted as good service, doing it faster
and with fewer members of the staff. Doing more with less is a
phenomenon experienced by every organization in existence today. In
order to survive, re-enaineerina of the total process and down-sizing/out-
sourcing of activities must be accomplished. These changes can be
dictated from the top down or can be designed from the bottom up
through a management process of empowering. Substantial change - -
and re-engineering change to the order of magnitude required to provide
city building and planning services within the budget constraints that will
exist throughout the balance of the 90's must be defined as substantial - -
will be more acceptable to staff and therefore longer lasting if the
empowering process us used. Outside consultants, who specialize in this
type of management practice should be utilized to lead in this most
important and long term change of the City. This task will be one of the
most important adjustments we make, in how we do business in Newport
Beacn we will make. If it is done well we will reap the benefits for years
into the future.
The approval of an outdoor dining ordnance related to restaurant and
specialty food use.
EDC RECOMMENt, -)NS
July 24, 1995
Page 3
COMMENTS: We have one of the nicest climates in the nation along with
a water oriented environment filled with outside activities. Yet we have
little outdoor dining associated with our restaurants and specialty food
uses. We are missing a marketing opportunity and the ability to bring our
building scale down to people by not providing outdoor dining
opportunities. We believe this condition should be corrected. Increasing
outdoor dining opportunities will yield a more "village" atmosphere in our
older areas enhancing the ambiance of our city.
i . Review and further refine the City's Traffic Phasing Ordnance.
COMMENTS: The TPO has been a major deterrent to renewal of our
older areas of town and to new growth in the few infill sites that remain in
Newport Beach. The TPO slows projects down and greatly increases
cost, often placing unrealistic and unfair financial burdens on projects that
would be in the best interest of the City. Elements of the TPO should be
identified for change that can allow the type of development we seek
while retaining the quality aspects of the ordnance that provide for proper
traffic flow throughout the City.
a. Review and revise the Local Coastal Plan, seeking certification by
reaching a political solution to our special and unique requirements
COMMENTS: By not having a Certified Local Coastal Plan, we add at
least two months onto the approval process for any project that requires
local coastal compliance. The City has decided not to pursue certification
based on a few Coastal Commission conditions that are simply not
acceptable to our citizens. We believe the political climate will never be
better than it is now to gain certification - on our terms. We are
recommending that exploratory meetings be conducted with Coastal staff
and Board in order to access our opportunities.
9. Explore land use changes in the airport and older industrial areas of the
City with the goal to improve area aesthetics and generate more City
revenue
COMMENTS: It appears neighboring cities have been more successful
than we have in using non-residential / heavier commercial areas as
significant revenue producers. We believe we have the opportunity to
establish the highest and best use for many of these areas that will offer
improved aesthetics and generate greater municipal revenue.
MARKETING COMMITTEE
The EDC's Marketina Committee continues to believe that business should join
together to achieve the maximum impact on area marketing. The ultimate goal is
to capture a larger share of the Southern California retail and hospitality market.
We recognize that successful efforts in selling our strengths can make the pie
bigger. The Marketing Committee recommends:
1. The continued development of our business districts into formal BIDs.
COMMENTS: BID's are the most logical organization that allows
individual businesses and property owners in a business district to join
forces for the common goal of improving the area.
2. The creation of a City wide Restaurant Improvement District.
COMMENTS: We believe a City wide RID would provide resources for
our local dining establishments to organize and implement an ongoing
promotional campaign needed to increase our market share of the highly
competitive dining industry throughout Southern California.
EDC RECOMMEND -'DNS
Duly 24, 1995
Page 4
3. Expansion of the use tax self -accrual program.
COMMENTS: This program has the potential of capturing additional
sales tax revenue by changing the point of sale accounting practices of
major businesses located in the City. We are recommending the
development of a list of potential participants and the scheduling of
meetings to encourage involvement.
4. Expansion of the Shop Newport program.
COMMENTS: We believe this internally directed program should be
reinforced with additional mailers in the City utility bills and added as an
awareness topic on all of the City meeting agendas. General awareness
of this opportunity to increase local sales tax revenue can make a
difference in total dollars collected.
5. Evaluation of the financial feasibility of a Exhibit and Conference Center
for Newport Beach.
COMMENTS: The hospitality industry is our largest non -property tax
revenue producing activity in the City. We are of the belief that the
occupancy of our existing hotel properties and restaurants can be
increased by having a larger venue for exhibit and conference activity
than now exists in the City. We request staff, in concert with the EDC and
our Conference and Visitors Bureau, conduct a financial feasibility
analysis and if justifiable, proceed with spatial program, sighting, financing
and operational recommendations.
>. Continued involvement with consultant(s) to identify appropriate business
district personalities which would allow individual BID's to play to the
strengths of their unique area.
COMMENTS: We believe further study should be conducted so that we
can provide BID's with a better understanding of how they can achieve
their own coordinated identity involving positioning, merchandising, and
programmatic activities unique to their area while still taking advantage of
City wide, synergistic opportunities. We believe this kind of information
important to our BID's as they prepare to promote their individual areas.
Achieving strong business district personalities allows residents to take
pride in our environment while becoming a stronger visitor serving focal
point.
The retention of consultant(s) to identify and assist in securing the best
possible tenants for our vacant retail space
COMMENTS: We believe it important to have resources to call upon to
identify possible tenants to fill our existing commercial vacancy in a pro-
active manor. The alternative of relying on each individual building owner
that may or may not have the ability to seek top quality tenants places us
at too hign a risk of perpetuating non -state-of-the-art
merchandising/marketing/sales and service oriented operators.
The above recommendations are presented to the City Council for your review
and comment. If you agree with the above, we urge you to direct Staff to
proceed with the necessary activities to accomplish the tasks as soon as
possible. As with all of our previous recommendations, we share your sense of
urgency in acnieving implementation as we believe these actions necessary to
stop the decline of municipal revenue and local property values.
F-17
ECO OMIC DEVELOPMENT POLICY
The City Council recognizes that the C:iv's ability to deliver quality municipal services
:s dependent on adequate tax revenues derived primarily from the property and
Businesses located within the City. -=eaithv, thriving businesses not oniv increase sales
and bed taxes, but also enhance the vaiue of commercial property and hence property
:axes. Residential property values also increase commensurate with employment
opportunities. The City Council seeks to promote economic activity within the City to
increase the revenues available to provide municipal services. The goal of the City
Council is to balance the needs for Economic Development with other City polices and
ordinances relating to health and safetv, environmental protection, and infrastructure
maintenance.
Consistent with this goal, the Citv Manager under the general direction of the City
Council Ad Hoc Economic Development Committee shall insure that appropriate City
departments conduct the following activities.
Data and Analvsis
Data shall be compiled and analysis conducted to:
o Identify those businesses and activities which comply with other City plans and
colicies and which also generate substantial municipal revenues.
o identify, where possible, specific addresses and owners of businesses and
economic activities which generate municipal revenues.
o estimate taxes, fees and other municipal revenues from various land use
,ategories including residential densities.
o Display geographic distributions or revenue generators within certain areas and
etailcenters within the Citv.
o Maintain a fiscal impact analysis system to assess the fiscal impact of land use
`onversions and development.
o Estimate the time required to issue various permits, entitlements and licenses
,,vithin the Citv.
o assess cost/revenue aspects of tourism within the City.
o Assess potential of City property and assets to promote those businesses and
activities that generatemunicipal revenues.
F-17
o Provide, when necessary, assistance to the City Council and City staff to
accomplish the purposes of,this Policy.
provide an overview of City revenues and expenditures to enable the public to
ritique the City's budget practices.
Regruiatory and Land Use actions
Based upon the data and analysis referenced above, all major planning, development,
zoning, regulatory and permitting decisions made by the City shall include a review of
the economic implications of such action. Toward that end, the following shall be
accomplished.
o -Major development projects, and General Plan amendments shall include an
economic development component.
o All major zoning, subdivision and development permits considered by the City
Council or Planning Commission shall be accompanied by an economic analysis
uescribing the cost and revenues to the City associated with the actions. Land
use conversions shall be accompanied by a before and after cost/revenue
analysis.
o Cost estimates of City imposed conditions on development projects that are
provided by project sponsors shall be reviewed by the City Council or Planning
Commission at the time such conditions are considered.
o 11 amendments proposed by the Citv to building, construction and utilitv
codes/ regulations shall be accompanied by an analysis of the costs associated
-.vith compliance with such amendments.
o-'roject proposals shall be evaluated as early as possible in the permitting process
`o determine their potential to generate substantial municipal revenues and to
etermine what measures, if any, may be employed to fast track the proposal.
Business Relations and 'Marketing
It is the policy of the City Council that developers, business persons and other private
individuals shall be consulted on the economic cost of various decisions made by the
Citv. 7urther, the Citv Council desires that efforts be made to attract and retain those
businesses and economic activities which serve to increase municipal revenues in a
manner consistent with other City plans and policies. To further this policy, the
following shall be accomplished.
2
F-17
o Citv representatives shall meet periodically with the various Chambers of
Commerce, business groups and individual business owners to assess the
i_conomic impacts of City reguiations, 'o explore areas of financial mutual
::,terest and to provide, where possible, City assistance to retain in the City those
^,usinesses which generate murucipai revenues.
o the City shall provide a forum for groups and individuals seeking relief from
City regulatory actions as a means to increase profitability.
o The City shall consider the appointment of a staff economic development
coordinator who may also serve as a business development facilitator or a
project ombudsman.
o The City shall consider actions to assist priority economic development projects
obtain approvals from other regulatory agencies.
o The City shall consider ordinances or other means to provide financial incentives
such as sales tax rebates to attract revenue generating businesses and activities to
the City.
o The City shall consider actions to promote land use conversions and
improvements such as redevelopment, assessment districts, loan programs, etc.
o The City shall develop a comprehensive marketing and public relations program
to attract and retain revenue generating businesses and activities. The program
shall:
a) Create and maintain a comprehensive market -related data base (e.g.
labor pool, land/housing cost, community assets, etc.) for distribution
to businesses.
�) Develop and update professional marketing materials including
advertisements, promotionai brochures, Citv exhibits, media kits, videos,
and maps, perhaps incorporating a promotional theme and logo in all
such materials.
(c) Develop a prospect response system including reception team, tour and
materials.
d) Consider a public relations plan including advertising and editorial
placement, participation in conferences and trade shows, media
campaign, direct mail and special events.
3
F-17
(e) Encourage joint marketing efforts with outside groups such as real estate
brokers, developers, utilities, Visitors and Convention Bureau and other
economic development groups.
!f) increase local and regional business and citizen awareness of economic
development goals and activities.
Adovted March 2-2, 1993
Reaffirmed Januar, 24, 1994
Formeriv F-28
4
City of Newport Beach
E omit Development Committ
December 9. 1994
ne rionoraole john Heoces
Mayor
and
Memoers of the City Council
City of Newport Beach
3300 Newport Boulevard
Newport Beach, CA 92663
Dear Mayor and Members of the Council:
As you retreat in January to focus on the priorities of our city, I offer you the following
thoughts with respect to the direction of your Economic Development Committee.
OUR VISION
Municipal revenue is increased by adding value to our business community.
"Adding Value'' is the kev. To the extent the city can help our business community
prosper (even if it is just omitting the unnecessary red tape), additional revenue will flow.
OUR MISSION
To achieve a nationally recognized. business friendly city that generates adequate
municipal revenue to provide quality services to our residents and visitors.
^uaii " is the Key. Even in tough economic times, we must provide residents and
visitors with quality services and environments. Decaying business distracts and a lack
of funds to address the top onorities of the City Council for life safety, cleanliness and
cacitoi maintenance does not represent the level of quality we ail seek.
Basea upon the aoove Vision and Mission. the EDC has specific goals that we believe
are acnievable in the next r.veive months through cur efforts supportea by creative and
excenencea consultants. Cur goals are as follows:
• n the area of marketing
• o define the audience. message ano media aooroonate to promote our assets for
Local residences
Visitors. Goth indivicuai ano grout
Businesses
• -o coordinate marKeting efforts between the Chamber of Commerce. Visitors and
Convention Bureau. :^e City and our new BID's
• 'n the area of city staff organization
• To continue pursuing the cnange in city staff attitude to ail levels and departments
• o continue to identifv and recommend removal of over restrictive regulations
• 7o recommend a more effective staffing pattern to address priorities of the City
Council, provide/ccordinate service to residences and visitors and process
customer reduest
• -,) oversee the commetion of a useful and believable financial modeling tool to be
pole to evaluate lana use impacts on the city's general fund.
,qty Council
Lecember 9. 1994
?age 2
,n the area of community benipfits
To promote business district imorovements through BID's
• To keep active our Restaurant and Harbor groups
To identify ano support keyiimoortant projects that will expand our quality of life
opportunities and increase city revenue
To ce successful. we must have your continued support. With economic development
as one of your top priorities, we reouest that you direct staff to identify funding that can
assist in addressing our marketing ano organizationai goals. I suggest you consider
allocating a portion of the funds that wail be generated by the new business cooperation
program on sales tax accrual that we recommended take place with the economic
development effort. We too will be involved in generating funds by conducting
fundraising events such as the planned "Mayor's Cup" golf tournament with the Chamber
of Commerce.
If we are able to retain consultants to lean in the creation of marketing and organizational
programs at the first of the year ano fund their implementation, by mid year of 1995 we
will require the assistance of additional staff to coordinate local business district efforts, a
city wide marketing program and evaluation of the effectiveness of change in the city's
ability and willingness to achieve a business friendly environment. Our belief is that
additional staff time should be made available from existing staff positions now used to
address projects/tasks that are not as high a priority to the City Council as economic
deveiopment.
We will also need your support, Mr. Mayor, in filling our vacant and non-performing
positions so as to arm us with the most experienced and talented of individuals who live
or work in our city so as to achieve the most effective program possible in the shortest of
time.
ThanK you for your continued support and sharing of the sense of urgency we all have
for :, -,e economic recovery of our great city.
My cest wishes.
Sincereiy,
CITY COUNCIL AD HOC
C DEVELOPMENT COMMIT77c
Rusn N. Hill. ll� AIA
Ci' -,airman
CITY OF. NEWPORT BEACH
SUMMARY OF ECONOMIC DEVELOPMENT ACTIVITIES
1993-1995
GENERAL
Com leted
-Reduced appeal periods for Planning Commission items - 14 days from 21 days.
-Eliminated mandatory City Council review of tentative tract maps.
-Eliminated mandatory Planning Commission review of final tract maps.
-Raised the traffic phasing ordinance trigger to 300 ADT from 100 ADT (avoids an
expensive traffic study for dozens of projects each year).
-Simplified and eased somewhat the requirements for fire sprinklers.
-Completed service enhancement training for Planning, Building and Public Works
personnel.
-Formed Central Balboa Business Improvement District and commencing downtown
revitalization activities.
-Participated in Rockwell retention effort.
-Ad Hoc red teams for fast track construction (e.g. Rockwell Chip Manufacturing facility,
Pavilions Market).
-Enlisted Hoag Hospital in use tax accrual program.
-Conducting SHOP NEWPORT campaign.
-Completed City retail market research study.
-Reviewed Noise Ordinance for business impacts.
-Produced City advertising in regional business journals.
Page 2
Underway
-Forming multi -departmental Development Review Committee.
-Further amendments to the traffic phasing ordinance.
-Forming Business Improvement Districts on Balboa Island, Corona del Mar and
Mariner's Mile.
-Reviewing entire Zoning Code for readability, ease of administration and streamlined
processing, including director's exemption and reduced use permit requirements.
-initiated policy amendments to the land use element promoting commercial districts.
-Expanding use tax accrual program.
-Conducting Conference Center feasibility study.
RESTAURANT
Completed
-increased size of specialty food use permitted in retail space from 1200 square feet
and twelve seats to 2000 square feet and 20 seats and eliminate Modification
Committee review.
-Created multi -departmental restaurant review committee to speed processing.
-introduced outdoor dining ordinance and more flexible parking standards.
-Produced City-wide restaurant guide.
Underway
-Amending grease interceptor ordinance to provide alternatives solutions in hardship
cases for existing restaurants.
-Forming Tourist Improvement District to promote restaurants.
ECONOtniC DEVELOPMENT COMMITTEE
ROSTER
Reoresentina dam Occupation Telephone No.
Mayor John W. Heo es
9 Airline Pilot 644-3004 W
675-9333 FAX
City Council John C. Cox Marketing Consultant 721-8660 W
644-4002 FAX
City Council Norma Glover Councilmember 548-3212 H
650-1713 FAX
Planning Commission
Newport Harbor
Chamber of Commerce
Richard Luehrs
1470 Jamboree Rd.
Exec. Director
729-4400 W
Newport Beach 92660
NHCOC
729-4417 FAX
Newport -Mesa
Assoc. of Reactors
Gil Foerster
2011 Kings Rd.
Owner
645-4496 H
Newport Beach 92663
Waterfront Homes
631-1400 W
631-1442 FAX
Conference & Visitors
Bureau
Rosalind Williams
Director
644-1 i 90 W
366 San Miguel, #200
644-1180 FAX
Newport Beach 92660
Building Industries
Association
Tom Redwitz
550 Newport Center Dr.
Vice President
720-2332 W
Newport Beach 92660
Development
Entitlement
720-2657 FAX
The Irvine Company
Community
Marketing
Harold Parker
2700 Cove
Marketing
675-3198W
Corona gel mar 92625
Consultant
675-2168
Strategic Organizational
Management
Michael Stephens
CEO - Hoag
640-7727 H
900 Aider Place
760-2240 W
Newport Beach 92660
760-5746 FAX
Public/Private
Financing
David Blankenhom
'00
Exec. V.P.
818-915-4424
N. Barranca St.
Calif. State Bank
818-915-4706
,Vest Covina 91791
FAX
I
Page 2
Boating Industry
Gary Hill
Owner, Hills
675-0740W
P. 0. Box 660
Boat Service
675-9950FAX
814 E. Bay Avenue
Balboa 92661
Restaurant Industry
Bill Hamilton
Owner
675-5777W
3010 Lafayette
Cannery Rest.
675-2510 FAX
Newport Beach 92663
Member At Large
Christy McDaniel
Manager
895-0311 W
7333 Bolsa Ave.
Edison Co.
895-0188 FAX
Westminster 92683
Member At large
Edward Selich
Owner
640-8834H
110 Newport Center Cr
Edward D. Selich
760-6562 W
Suite #200
Land Development &
759-1853 FAX
Newport Beach 92660
Management
Member At Large
Donald Glasgow
Owner
786-8576 H
31 Whitecloud
Minuteman Press
640-6525 W
irvine 92714
640-0934 FAX
Airport Area
Harry Woloson
President
497-5407 W i
1603 Emerald Bay
The Woloson Co.
494-6402 FAX
Laguna Beach 92651
Balboa Island
Lee Sutherland
Proprietor,
675-9300W
322 Marine Avenue
B.I. Coffee Shop
675-9327FAX
Balboa Island 92662
,annery
Marie Schock
Co -Owner
645-4978 H
2900 Lafayette
Schock Boats
673-2050 W
Newpon Beach 92663
673-6945 FAX
central Balboa
Bob Black
General Manager,
673-3014W
»00 Main Street
Balboa Pavilion
673-8340
Balboa 92661
Corona dei Mar
Bon Yeo
Architect
644-8111 W
500 Jasmine Avenue
Architect, Inc.
644-0449 FAX
-orona del Mar 92625
Page 3
Mariners Mile
Newport Pier Area
Newport Center/
Fashion Island
Old Newport Blvd
Lido District
Steve Sutherland
Principal
722-7055 H
2101 15th St., #4
`�ewport
Sutherland & Co.
757-1662 W
Beacn 92663
250-1795 FAX
gush Hill
'15
Chairman
675-5430 W
Twenty -Second St.
The Hill Partnership
675-4543 FAX
Newport Beach 92663
Jerry King
'.0. Box 7992
Principal
J. King Assoc.
644-5194 H
759-0669
Newport Beach 92658
W
759-0157 FAX
Gregg Schwenk
Sr. Research Assoc.
646-5444H
238 Tustin Ave.
Geneva Corp.
756-2200
Newport Beach 92663
,
Ext. 2506W
756-1779FAX
Pat Galvin
Vice President
723-7100 W
14471 Via Lido, #207
Fritz Duda Co.
723-1141 FAX
Newport Beach 92663
Economic Development C
Marketing
Consultants
Marketing
Committee
Richard Luehrs (Chair)
John Cox
Gil Foerster
Rosalind Williams
Harold Parker
Don Glasgow
Bill Hamilton
Bob Black
David Blackenhorn
Steve Sutherland
Pat Galvin
Gregg Schwenk
Lee Sutherland
EDC mbr's: 13
MtQs: Monthly
Staff: Ken Delino
.nittee - Organization Overvi,
City Council
Economic Development
Committee
Executive Board
Hill, R (Chair)
Cox
Glover
EDC mbr's: 9
Mtgs: Monthly
Staff: Ken Delino
Restaurant /
Boats /
Hospitality
Harbor
Task Force
Task Force
Rosalind Williams*
Gary Hill*
Steve Sutherland
Marie Schock
Bill Hamilton
Jerry King
*Chair
*Chair
EDC rm s:
EDC mbr's:
Mtgs: Quarterly
Mtgs: Quarterly
Staff:
Staff:
King (V -Chair)
Luehrs
Redwitz
Williams
Galvin
Hill, G
Business
Improvement
Districts
Task Force
Pat Galvin*
Ron Yeo
Bob Black
Harold Parker
David Blackenhorn
Ed Selich
Harry Woloson
Dan Glasgow
*Chair
EDC mbr's:
Mtgs: Quarterly
Staff:
Professional
Services
Task Force
EDC mbr's:
Mtgs: Quarterly
Staff:
Local Area Business
Service
Consultants
City Services
Committee
Tom Redwitz (Chair)
Norma Glover
Michael Stephens
Ron Yeo
Gary Hill
Christy McDaniel
Ed Selich
Marie Schock
Jerry King
Harry Woloson
EDC mbr's: 10
Mtgs: Monthly
Staff: Ray Schuller
July '95
RESOLUTION NO. 95-
A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF
NEWPORT BEACH AMENDING RESOLUTION 93-3 REGARDING
THE CITY COUNCIL AD HOC ECONOMIC DEVELOPMENT
COMMITTEE.
WHEREAS, the City Council recognizes that the City's ability to deliver quality
-^unicipal services is largely oeoendent on tax revenues derived from the properties
:--no businesses located within the City; and
WHEREAS, the City Council desires that ail large scale development and
,egulatory decisions made by the City include a review of the economic implications of
�ucn action; and
WHEREAS, the City Council desires that developers, business persons and
trier private individuals snail be consultea on the economic cost of various decisions
-naae by the City; and
WHEREAS, the City Council desires to retain and attract those businesses
and economic activities which generate municipal revenues; and
WHEREAS, the City Council Ad Hoc Economic Development Committee was
established oy Resolution No. 93-3.
NOW, THEREFORE BE IT RESOLVED that Resolution 93-3 is amendea to
-9aa as follows:
MEMBERSHIP: The Committee shall include the following who shall be nominated
ny the Mayor and confirmed by the City Council:
A. From City Organizations:
Two C;tv Council Members
_. A Planning Commissioner
3. From Local Organizations:
_. A representative from the Newport Mesa Association of Realtors
A representative from the Newport Harbor Area Chamber of Commerce
:. A representative of the Building Industries Association who conoucts business
within the City
_. A representative from the Newport Beach Conference and Visitors' Bureau
From Areas of Special Expertise:
An incividual with special knowledge in community basea marketing
An inowidual with special knowledge in strategic organizational management
_. An individual with special knowledge in financing public/prorate business
ventures including capital and operational activities
An individual with special knowledge in the restaurant industry
". An individual with speciai knowledge in the boating and harbor industry
' 2. A memoer at large
A memoer at large
A memoer at large
0. From City Business Districts. A member of the Advisory Board of
Business Improvemeril Districts, the Board of Directors of an
Association, or member of other organizations representing the
following areas:
airoon Area
3alboa islana
Cannery
3. Central Balboa
' 9. Corona del Mar
-70. Newport CentenFasnion islano
21. Newoon Pier Area
22. Manners Mile
23. Old Newoon Boulevaro Area
24. Lido District
ORGANIZATION: -he Mayor snail name the Chairman of the Committee from
the list of approvea nominees. 'he Chairman shall then organize the
Committee into appropriate executive/overview and sub -committees as
necessary to accomplish the assigned functions and duties. Specie! interest
groups may also be called upon or created by the Committee from time to time
to assist in caring out the duties of the Committee.
FUNCTIONS AND DUTIES:
Review and monitor the activities of staff as outlined in the City Council
Economic Development Policy.
_. Recommend the selection of marketing consultants and work with them to
develoo a marketing program for the City that would coordinate the activities of
the City, the Conference and Visitors Bureau, the Newport Harbor Area
Chamber of Commerce and our business village BID's into a comprehensive
marxeting and public relations orogram to attract and retain revenue generating
businesses and activities. Make recommendations to all of the involved parties
for acoroonate implementation activities.
_. Recommena activities to assist in oemetuating the business friendly attitude of
City staff to streamune permitting processes, ana identify other
efficiencv/etfectiveness coportunities.
Meet oenoeically witn representatives of the business community to assess the
economic imoacts of C;ty regulations. to explore areas of financial mutual
interest ana to provide. wnere oossiole. City assistance to retain in the City
.hose ousinesses wrncn generate murnctow revenues.
'dentity aria su000rt orciects for fast track permitting, if it is determined by the
Committee that the crolect has the ootenval to and to the quality of our
Community ano increase municioal revenues.
_. Make recommendations reaaroing a000intment of aopropriate staffing levels for
--nomc Cevelooment acnvities.
Make recommendations to the City Council to further the goals of the City's
Economic Cevemoment Policy.
TERM: The Committee snail ,continue in existence until further action of the City
Council.
STAFFING: -^e Committee wui be staffed pnmaniv ov the Assistant Citv Manager/
conomic Ceveiopment Coordinator. with assignment of additional full time and part
..me support from other ceoartments as necessary.
ADOPTED this gate of
MAYOR
ATTEST:
CITY CLERK
W11,44
EXECUTIVE SUMMARY
FINDINGS AND RECOMMENDATIONS
ECONOMIC 'DEVELOPMENT COMMITTEE
NOVEMBER 22, 1993
Introduction
Declining municipal revenues stem largely from declining
business activity. Consistent with the City Council Economic
Developoment Policy, this report aims to reverse this trend and
to increase business activity as a means to increase municipal
revenues.
A. Reorganize and reorient
-Appoint and empower an economic development
coordinator/facilitator.
-Provide staff with training to learn customer
service.
•Introduce true one-stop processing by:
••Increasing interdepartmental coordination on projects.
--Processing applications in parallel instead of
sequentially through each department.
--Assigning a single coordinator to projects.
B. Promote and retain those businesses which most
add to municipal revenues.
-Hotels (each 1 "o of occupancy generates 575,000).
-Restaurants (each 1 'c of patronage generates S24,500).
-Boat and auto dealers.
-Off-price retail.
C.
111
Amend overly restrictive regulations.
•Raise TPO threshold to 300 ADT and eliminate du and sq.ft
thresholds.
•Increase seating and floor area limit for specialty food use.
•Allow specialty food uses in retail space deficient in parking.
•Allow more intensive use of non -conforming buildings.
•Modify LCP marine incentives.
•Modify FAR and building bulk limits for beach commercial. —
Streamline processing
•Adopt Planning Director's exemption procedure.
•Eliminate requirement for use permits for variety of uses.
•Eliminate mandatory Council action on tentative maps.
•Eliminate mandatory Plan Comm action on final maps.
•Allow Mod Comm to approve parcel maps.
•Reduce appeal period from three to two weeks.
•Remove Mod Comm review of specialty food uses.
•Allow staff approval of restaurant operational changes.
E Advocate and promote business
•Develop business retention plan including:
••Ongoin4 communications
••Business outreach programs
--Automated business license renewal
•Develop business marketing plan including:
••City profile publications, slides, etc.
••Diplomat Corps
•Commence SHOP NEWPORT campaign
•Involve entire City community(City Council, Boards,
Commission, Committees, staff, etc.)
City of Newport Beach
Economic Development Committee
Interim Report Number One
November 22, 1993
Introduction
The City Council Ad Hoc Economic Development Committee ("EDC") was established
January 25, 1993 based upon the realization that the nation wide economic recession
had impacted Newport Beach and was contributing to an erosion of traditional municipal
revenues. The committee membership was drawn from a broad base of local business
organizations in order to access firsthand evidence of the impact of the recession, and
to learn what remedies business people may prescribe to the City family.
The Committee is assisted by City Council members to provide continued
representation of the electorate and City staff to benefit from technical advise. There is
also input provided by Municipal Resources Consultants of Westlake Village ("MRC"), a
firm retained by the City in January 1993 to develop a Fiscal Impact Model, and to assist
in restructuring the business license tax.
The EDC uses as its directive the Economic Development Policy adopted by the City
Council, March 22, 1993. Based upon interviews with City officers, inspection of the
MRC research data generated to date and consultation among Committee members
and their own business experiences, the EDC has developed initial findings and
recommendations to deal with revenue erosion.
The following pages address the basic issues of:
• Reorganization and reorientation of City staff to better facilitate
business retention and growth
• Where to focus our efforts for improving City revenue
• What overly restrictive City regulations we have identified to date that
impede economic growth
• Opportunities considered to date for streamlining the development
process
• Advocacy and promotion techniques aimed at retaining and expanding
the City's business/revenue base.
Following our recommendations are remarks about the next steps anticipated by the
EDC as we continue to fulfill the functions and duties assigned by the City Council in our
enabling resolution.
Page 2
Reorganize and Reorient
If the City of Newport Beach is to compete nation wide with business retention and
growth, we must dedicate a position to coordinate and implement our economic
development activities and we must increase the customer orientation of City staff.
An Economic Development Coordinator/Facilitator would facilitate desirable projects,
serve as a central source of assistance (if not compassion) for businesses that are
being frustrated by, or are lost in the system, and would coordinate the implementation
of City Council approved recommendations adopted from this and future reports of the
EDC. An important part of this Economic Development Coordinator/Facilitator position
would be pursuing an organizational change throughout City government that would
provide a strong orientation to interdepartmental coordination on projects.
We further believe that this position should be filled with existing staff by reassigning
work loads. We do not see the need to increase City staff, and in fact, feel someone
from the inside who knows all of the existing idiosyncrasies, would be more effective in
implementing the desired changes. The position should report directly to the City
Manager and be empowered to coordinate the activities within the City required to
achieve the Economic Development Policy.
The EDC also believes that a much more customer oriented service attitude should be
established throughout the City staff. Attitudes need to change from: "Here's what you
need to do." to "What can I do to help you?"
The EDC believes the existing City "culture" of departmental fiefdoms allows for
development and licensing surprises all through the approval process. The lack of "one-
stop" processing causes project delays and often causes the business community to
expend funds towards an activity only to find out "down the line" that they cannot
financially achieve what they are attempting to do because of City regulations. This
irritates the business community and adds to the perception of a negative business
attitude in the City. A business friendly, cooperative local political climate is a vital
ingredient in promoting solid economic growth.
In summary, to best achieve the City's Economic Development Policy, the EDC
recommends the following:
• Appoint and empower an Economic Development Coordinator/Facilitator
Introduce true one-stop processing by:
•• Increasing interdepartmental coordination on projects
•• Processing applications in parallel instead of sequentially through each
department
•• Assigning of a single project coordinator for important development projects to
provide maximum assistance and communications.
• Provide staff with necessary training to better understand the importance of and
methods to achieve a customer service orientation.
Page 3
Promote, Retain and Solicit Those Businesses Which Add to
Municipal Revenues
With the assistance of staff and MRC, the EDC analyzed City revenues based upon
geographical point of origin, type of business, and to some extent cost of collection. A
complete cost -revenue system able to assess the fiscal impact of land use conversions
and development is not yet available. It is anticipated MRC will have such a system on
line for the City during 1994. An overview of many of the statistics we reviewed have
been summarized in the attached table and maps.
We are sensitive to the unique environmental resources of Newport Beach. The
refreshing climate, the beautiful harbor, the fine neighborhoods, the smart shops, the
service -minded institutions all combine to make the Newport Beach address among the
most coveted in the Western United States. But Newport Beach residents expect high
quality municipal services, and there are obvious cost implications to such expectations.
In addition, the unique topography and exacting development standards means that not
all types of businesses can be accommodated here, regardless of the municipal
revenue potential. Heavy industry, for instance, has no place here, except for the
specialized recreational marine component. Another super shopping mall is improbable
given the amount of land set aside for such uses.
There are uses, however, that are compatible, welcome here, and generate solid
municipal revenue. The EDC has worked with MRC to form a list of the business for
promotion and retention that stands the best chance for success. By working with this
more focused list, efforts can be targeted at specific businesses.
Our recommended "short-list", in order of economic importance, is as follows:
• Hotels
• Restaurants
• Recreational boat dealers and automobile dealerships
• , off-price retail stores
• Small retailers
• Professional office, other than insurance and banking
• Business -to -Business sales organizations
Given the above targets for economic development, we believe it is important for the
City to focus on the following types of business priorities:
• Encouraging retention of existing businesses
• Pilling vacant or under-utilized facilities and resources
• Developing new businesses that can support or expand the capabilities of
existing businesses in Newport Beach
• Exploring and inviting new business that would expand the revenue base for
Newport Beach
Page 4
It is important to note that tourism has long played a dominate role in our municipal
revenues. In addition to sales tax dollars from visitors who shop and dine in Newport
Beach, the Uniform Transient Occupancy Tax is also an important source of revenue
paid by those who stay in our Hotels, Motels, Bed and Breakfast Inns and other forms of
short term lodging. Even if new lodging establishments are not built, a simple increase
in room occupancy for existing establishments here can result in enhanced revenues.
For instance, it is estimated that for each 1 % increase in occupancy rates for local
lodging facilities, an additional $75,000 in occupancy tax will be generated, to say
nothing of the potential for the generation of additional sales tax. It is estimated that for
each 1 % of restaurant patronage in Newport Beach, we generate $24,500.
This additional revenue can be realized without any additional development or
infrastructure. When constructed these establishments provided for 100% capacity.
Amend Overly Restrictive Regulations
The EDC worked with the Planning Department to identify and review City regulations
that are overly restrictive when compared to the reality of economic conditions, actual
property/area functioning or surrounding cities. The identified regulations were then
categorized into recommendations for immediate, short term or longer term change.
The summary of EDC recommendations are as follows:
Immediate Implementation:
• Increase thresholds for mandatory traffic studies from 130 ADT to 300 ADT,
and eliminate the dwelling unit and square footage thresholds.
(Experience indicates projects within this level do not trigger the ordinance.
This change would eliminate a large percent of unnecessary traffic studies
benefiting both business and the City.)
• Increase the floor area and seating limitations for specialty food from 1,200
sq. ft. and 12 seats. (This would better relate to retail standards.)
• Allow specialty food uses in existing non -conforming retail buildings.
(Specialty food uses by definition are to be treated as retail.)
• Allow more intensive use of non -conforming buildings. (Current standards
discourage economic reuse of older structures.)
Longer Term
• Modify FAR, parking and building bulk limits in beach and tourist -oriented
commercial areas. (Low density damages economics and does not decrease
traffic in these areas.)
• Reduce the LCP marine incentive use provisions. (Current standards unduly
interfere with the rental market.)
Page 5
Streamline Processing
The EDC held strategy sessions with Planning Staff in order to identify areas where
project processing time could be reduced or where unnecessary task could be removed
from the system. The identified opportunities for change were classified into Immediate,
Short Term and Longer Term recommendations.
Immediate Implementation
• Eliminate mandatory City Council action on tentative tract maps
• Eliminate mandatory Planning Commission review of final tract maps
• Allow Modifications Committee to approve parcel maps
• Reduce appeal period from three to two weeks for discretionary permits
• Remove the Modification permit requirement for specialty food if the
development meets the criteria set forth in the Zoning Ordinance
Short Term
• Allow staff approval of restaurant operational changes
• Eliminate requirement for use permits for a variety of uses, if the development
meets Zoning Ordinance criteria
Longer Term
• Adopt PlannLng Director's exemption procedure
These recommendations eliminate many ministerial and often duplicate reviews without
reduction of control or authority.
Advocate and Promote Business
For a business to survive and thrive, it requires an atmosphere within the community
that nurtures and supports its needs. This could include adequate infrastructure, an
available work force, assistance with marketing their products or services, or simply
easy filing for a business license with the City.
Newport Beach must both encourage new businesses and find businesses that will
supplement the needs of other already existing businesses. Efforts should be focused
on forging alliances between the public and private sectors, and expanding the
effectiveness of institutions and resources that help business retention and expansion.
The EDC believe the first priority for the City of Newport Beach is to address the needs
of existing businesses with helpful solutions, positive options, accurate information, and
prompt and efficient processing of requests that will affect their desire and interest to
remain within the City of Newport Beach.
More specifically, a business retention and advocacy program developed in concert with
the Conference and Visitors' Bureau and the Chamber of Commerce should include the
following:
Page 6
1. Send a letter to all businesses over the signature of the Mayor and City Council
thanking them for their contributions to the business community in the City and
how much their business is important to maintaining the quality of life and the
financial health of the City of Newport Beach; include a response card on which
business owners can indicate how the City could assist their establishment.
2. Stage a series of "Talk to the Mayor' breakfasts for business executives to share
their concerns relating to business in Newport. Try to involve Council Members
and seek underwriting from corporate sponsors.
3. On a quarterly basis, mail to each business in Newport Beach a newsletter that
contains timely and useful information about doing business in the community,
announces new businesses, expansions, or new acquisitions, contains standard
information abut rules and regulations, key telephone numbers and other
pertinent information the City needs to share with its business -revenue
generating community. Underwrite costs through business sponsorships.
4. Seek to have the local newspapers carry similar information on behalf of the City
as a "public service" for the business community, that nurtures and encourages
communications with and among residents and the business community.
5. Develop a slide show that can be taken to service clubs and chamber functions
that outlines the new climate for business retention and development. Topics the
slide shows should explore include (but not limited to) the following:
a. economic impact of business on the community
b. service attitude of City personnel
C. progress in retention and business development
d. how residents can assist with business retention and development
6. In cooperation with the Newport Harbor Area Chamber of Commerce and the
Corona del Mar Chamber of Commerce, hold an annual recognition dinner that
recognizes several businesses, small, medium and large, which have made
significant contributions to the City of Newport Beach (e.g. expanding, relocating
to, longevity in City, type of product or service, etc.). Several levels of awards
could be developed from financial commitment to the use of community
personnel and/or volunteers.
7. Develop a "Shop Newport Beach" program that would be inexpensive but
informative to the residents of the City (e.g., special underwritten flyers in gas
and/or water bills, bumper stickers on all City -owned vehicles, etc.).
8. Develop "Weekend in Newport", "Dine in Newport", "Vacation Newport" or similar
programs to promote hotels and restaurants to Orange County residents.
Page 7
9. Involve entire City community including Council, Commissions, Boards,
Committees and staff through their own networks of business contacts to invite
businesses to consider Newport Beach for their conferences, relocation or
expansion. Supply them with appropriate marketing materials for distribution to
their colleagues and business contacts.
10. Complete the automation of Business Licenses. This would facilitate the City's
tracking of business licenses similar to a sales account, renewal dates, dates at
which time letters should be sent to encourage renewal, plus allow the process to
be completed through the mail.
a. 45 - 60 days prior to the expiration of a business license, the business is
sent a specific thank you letter for doing business in Newport Beach; this
should proceed any formal renewal billing and serve as a reminder of what
will be coming in 45 - 60 days.
b. During the same 45 - 60 day time period, the top ten revenue producers in
each Council district get a personal call from their specific Council
representative.
C. During the same 45 - 60 day time period, the top ten revenue producers in
the City receive a personal call from the Mayor.
d. Any business who has not renewed their license within 30 days can also
be easily identified and an appropriate call made by the Economic
Development Specialist or a selected "team" member.
11. Develop a comprehensive City profile that highlights the strengths of doing
business in Newport Beach including demographics, phsychographics,
geographic and financial statistical information and the advantages of living,
working, and playing in Newport Beach. This comprehensive guide should
include:
a. Transportation networks (services, distances, land, air, etc.)
b. Communication networks
C. Available site locations/zoning
d. Work force characteristics
12. Develop a "Business Assistance Guide" providing useful information to all
businesses whether old or new regarding City procedures and policies that affect
businesses including outside agencies (e.g. Coastal Commission). This guide
would be an abbreviated version of the comprehensive booklet suggested above.
Page 8
13. Develop a "hotline" to respond to business and residential questions/problems,
tied to the office of the Economic Development Specialist. Broad distribution of
the hotline number could be distributed through water bills. This same issue
needs to take into consideration a 24-hour line that allows planners access to
City information that might expedite acquiring planning, building or similar
information that can be maintained in an accessible database.
14. Initiate district meetings that correspond to the Council districts, "town hall
meetings", at which time business owners could dialogue with the City's
Economic Development Specialist and selected other "team" members about
their concerns and issues that would improve the business atmosphere in
Newport Beach.
15. Establish a "diplomat" corps of selected business leadership who are willing and
committed to make calls on other businesses during their travels, the intentions
being to solicit their relocation or expansion to Newport Beach. These would be
targeted, selected and pre -arranged calls by Newport Beach executives who
have been selected to be part of this diplomatic corp. Annual recognition could
also be provided during the annual recognition of businesses.
Continuing Work Effort
The above recommendations represent the first level of discovery by the EDC. In
compliance with our enabling resolution, we will be continuing our discovery and
recommendation process as we communicate with Building, Traffic, Utilities, Public
Works and Fire Department staff.
As time of individual Committee members will allow, we will be pleased to participate in
any of the Advocacy or business retention programs that are implemented by the City
Council.
Of special importance is the EDC's continued involvement with MRC and staff in
creating a useful and accurate economic development model. The proposed fiscal
impact analysis system will be valuable to the City if the underlining assumptions used
to identify income and expense data are credible and consistent. We believe the EDC
has had a positive impact on the development of this tool to date.
Special Thanks
The EDC would like to give special thanks to Mayor Turner, City Council members
Debay and Hedges, Planning staff members Hewicker, Temple and Bluell, City
Manager Murphy and Deputy City Manager Delino for their continuous support and
information. Without their attendance at meetings and special efforts, we would not
have been able to make as many recommendations as we have, in this Interim Report
Number One.
V
J
!V
r~
1�
`y
QQ
V
�YY
�l
.r
r�
Q z
t— >- f-- "
F^ V V a
G Z 5 O r Q N C x w a Z N< Z r
in il"� z a N a � Q q p F- � a �
V) vt sn a
w's < p p N 4 J rJ O C� a> Z
Ll t- < N w 0= `� V Z w x w n 4 a Q C 4
O Z -- v_ s J G' V a
a
w Q
- a g w
I
$13,378,058
$17 260 000
2
$4.225,314 52,473,291
S11.180000 GKd— n
520,076,863
NEWPORT REACH FY34 81100ET
GENERAL REVENUE
RESIDENTIAL
BUSINESS
OCCUPANCY TAX
—
AREA 1
AIRPORT AREA
51,596.502
31.534,358
sEe fdoR+pte 2)
51,009.779
54,141,937
AREA 2
NEWPORT CENTER
$1.369,721
2.208.835
$2.008,445
$0,587,001
tsEe PoplNOTe 31
$5.830.000
........... f:•r.:NH;,:..�, ,.uxz:;.: .
AREA 3
CORONA DEL MAR
MIX)
5532 159
$0
5621.190
4
AREABALBOA
ISLAND
$37.900
$112.511
LESS 7F -M
51,000
$151,411
�� 5
CENTRAL BALBOA
$67,870
$175,324
LESS TIM
$60,000
5303.191
AREA
NEWPORT PIER
$126,657
$170.053
SM,025
5349,736
AREA?
UDOICANNERY VIL1A(3ELESSTHAN
WZ907
5404.811
$40,000
5537,718
AREA8
MARINERS MILE
$183,433
5690,453
$185,460
$1,069,318
AREA
INDUSTRIAL WEST
5312,912
$120,184
$0
3436.066
$13,378,058
$17 260 000
2
$4.225,314 52,473,291
S11.180000 GKd— n
520,076,863
NEWPORT REACH FY34 81100ET
GENERAL REVENUE
RESIDENTIAL
BUSINESS
3's RESIDENTIAL
r: BuslNEss
PROPERTY TAX
TZ
$11,260,000
x
%
COMMUNITY
COMMUNITY
SALESN,SETAX
$11,180,000
73%
27%
512,590,800
$4,1M0,200
TRANSIENT OCCUPANCY TAX
$5.830.000
�*
53,354,000
$7,828,000 1
BUSINESS LICENSE
$1,920.000
10700%
$O
$$,830,000
FRANCHISES
$1.200.000
0%
IOD%
SO
$1,920,000
DOCUMENTARY TRANSFER TAX
$380.000
�%
�
$600,000
$600.000
STATE SUBVENTIONS
$ 0.000
84
5320.063
$59,947
USE OF MONEY. PROPERTY, FINES d FORFEITS
$10,600.000
�
0%
S2 430,000
$0
BUSINESS S RESIDENTIAL MISC. GENERAL REVENUE
$4,380,000
L1s8C
0%
$10,800,000
SO
RESIOENT`SLICENSE dPERMITS
5990.000
50%
50%S2,195,000
52,195,000
"OTAL
356.180 000
100%
couc
0%
5990.000
$0
Fools tee to Table 1
- Table 1 contain onry revenue based on very preliminanv information from the Cdys Fiscal Impact/Economic Bass Study.
Cost data, more accurate revenue data aro net revenue orator wit be available by the and of the first Ouaner 1994.
2- Trans+snt O=upancy tax utdudes only the 20 Larger hoWWmotels.
ReSKWK al transient occupancy tax till not included in area Oats However it is included M balance of C v and City total.
Values shown as less than' is done 10 D1`000 oonklermauty.
3- Fashion KUM , highlighted separately, mctuded in Newport Center.
4- City total taken from 1953.94 budget
ccU 01R��emen��5
to c1I10CAtioNs
Page 1