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HomeMy WebLinkAbout08-18-2025-BLT-AGENDA PACKETCITY OF NEWPORT BEACH BOARD OF LIBRARY TRUSTEES AGENDA Civic Center Council Chambers 100 Civic Center Drive, Newport Beach, CA 92660 Monday, August 18, 2025 - 5:00 PM Board of Library Trustees Members: Lauren Kramer, Chair Antonella Castro, Vice Chair Dorothy Larson, Secretary Meghan Murray, Trustee Chase Rief, Trustee Staff Members: Melissa Hartson, Library Services Director Francine Jacome, Administrative Support Specialist The Board of Library Trustees meeting is subject to the Ralph M. Brown Act. Among other things, the Brown Act requires that the Board of Library Trustees agenda be posted at least seventy-two (72) hours in advance of each regular meeting and that the public be allowed to comment on agenda items before the Commission and items not on the agenda but are within the subject matter jurisdiction of the Board of Library Trustees. The Chair may limit public comments to a reasonable amount of time, generally three (3) minutes per person. The public can submit questions and comments in writing for the Board of Library Trustees to consider. Please send them by email to the Library Services Department at LibraryBoard@newportbeachca.gov by Sunday, August 17, at 5:00 p.m. to give the Board of Library Trustees time to consider your comments. All emails will be made part of the record. The City of Newport Beach’s goal is to comply with the Americans with Disabilities Act (ADA) in all respects. If, as an attendee or a participant at this meeting, you will need special assistance beyond what is normally provided, we will attempt to accommodate you in every reasonable manner. Please contact Melissa Hartson, Library Services Director, at least forty-eight (48) hours prior to the meeting to inform us of your particular needs and to determine if accommodation is feasible at (949) 717-3801 or mhartson@newportbeachca.gov. NOTICE REGARDING PRESENTATIONS REQUIRING USE OF CITY EQUIPMENT Any presentation requiring the use of the City of Newport Beach’s equipment must be submitted to the Library Services Department 24 hours prior to the scheduled meeting. I.CALL MEETING TO ORDER II.ROLL CALL III.PLEDGE OF ALLEGIANCE IV.NOTICE TO THE PUBLIC The City provides a yellow sign-in card to assist in the preparation of the minutes. Completion of the card is not required in order to address the Board of Library Trustees. If the optional sign-in card has been completed, it should be placed in the tray provided. The Board of Library Trustees of Newport Beach welcomes and encourages community participation. Public comments are generally limited to three (3) minutes per person to allow everyone to speak. Written comments are encouraged as well. The Board of Library Trustees has the discretion to extend or shorten the time limit on agenda or non-agenda items. As a courtesy, please turn cell phones off or set them in silent mode. August 18, 2025 Page 2 Board of Library Trustees Meeting V.CONSENT CALENDAR All matters listed under CONSENT CALENDAR are considered to be routine and will all be enacted by one motion in the form listed below. The Board of Library Trustees has received detailed staff reports on each of the items recommending an action. There will be no separate discussion of these items prior to the time the Board of Library Trustees votes on the motion unless members of the Board of Library Trustees request specific items to be discussed and/or removed from the Consent Calendar for separate action. Members of the public who wish to discuss a Consent Calendar item should come forward upon invitation by the Chair. A.Consent Calendar Items Minutes of the July 21, 2025 Board of Library Trustees Meeting (pp. 4-10)1. DRAFT MINUTES Patron Comments (pp. 11-13)2. Monthly review of evaluations of library services through suggestions and requests received from patrons. PATRON COMMENTS Expenditure Status Report (pp. 14-15)3. Monthly expenditure status of the Library's operating expenses, services, salaries, and benefits by department. JULY EXPENDITURES Board of Library Trustees Monitoring List (p. 16)4. List of agenda items and dates for monthly review of projects by the Board of Library Trustees. MONITORING LIST VI.CURRENT BUSINESS A.Items for Review General Plan Update (pp. 17-128)5. Staff recommends that the Board of Library Trustees receive and file the draft Elements and provide any initial guidance or feedback on their goals and policies. STAFF REPORT ATTACHMENTS A-D Adult and Reference Services Update (pp. 129-130)6. Library staff will provide the annual update on reference services, collections, and programming for adult patrons. STAFF REPORT August 18, 2025 Page 3 Board of Library Trustees Meeting The Friends Meeting Room Policy (NBPL 14)(pp. 131-144)7. Staff recommends that the Board of Library Trustees review and approve revisions to Library Policy NBPL 14, The Friends Meeting Room. STAFF REPORT ATTACHMENTS A-C Acceptance of Donations from the Library Foundation (p. 145)8. Staff recommends the Board of Library Trustees approve the acceptance of three donations from the Newport Beach Public Library Foundation. STAFF REPORT Library Activities (pp. 146-154)9. Monthly update of library events, services, and statistics. JULY ACTIVITIES B.Monthly Reports Library Foundation Liaison Report (pp. 155-156)10. Trustee update of the most recently attended Library Foundation Board meeting. FOUNDATION REPORT Foundation Literacy Liaison Report11. Trustee update of the most recently attended Foundation Literacy Committee Meeting. Friends of the Library Liaison Report12. Trustee update of the most recently attended Friends of the Library Board Meeting. VII.PUBLIC COMMENTS ON NON-AGENDA ITEMS Public comments are invited, and non-agenda items generally considered to be within the subject matter jurisdiction of the Board of Library Trustees. Speakers must limit comments to three (3) minutes. Before speaking, we invite, but do not require, you to state your name for the record. The Board of Library Trustees has the discretion to extend or shorten the speakers’ time limit on agenda or non-agenda items, provided the time limit adjustment is applied equally to all speakers. As a courtesy, please turn cell phones off or set them in silent mode. VIII.BOARD OF LIBRARY TRUSTEES ANNOUNCEMENTS OR MATTERS WHICH MEMBERS WOULD LIKE PLACED ON A FUTURE AGENDA FOR DISCUSSION ACTION OR REPORT (NON-DISCUSSION ITEM) OR RECONSIDERATION IX.ADJOURNMENT CITY OF NEWPORT BEACH Board of Library Trustees Civic Center Council Chambers 100 Civic Center Drive, Newport Beach, CA Meeting Minutes Monday, July 21, 2025 – 5:00 PM I.ROLL CALLChair Chase Rief called to order the Board of Library Trustees meeting for July 21, 2025,at 5:00 p.m. II.PUBLIC COMMENTSNone III.CLOSED SESSION1.Discuss the Library Services Director’s Appointment, Employment, andEvaluation of Performance (Government Code § 54957).The Board of Library Trustees and Assistant City Manager Tara Finnigan retired for the Closed Session. IV. RECESS V.RECONVENE AT 5:45 P.M. FOR REGULAR MEETING VI.ROLL CALL Trustees Present:Chair Chase Rief, Vice Chair Antonella Castro, Secretary Dorothy Larson, Trustee Lauren Kramer, Trustee Meghan Murray Trustees Absent: None Staff Present: Melissa Hartson, Library Services Director Rebecca Lightfoot, Library Services Manager Francine Jacome, Administrative Support Specialist Annika Helmuth, Branch and Youth Services Coordinator Andrew Kachaturian, Adult Services Coordinator Nadia Dallstream, Corona del Mar Branch Librarian VII.CLOSED SESSION REPORTChair Rief reported that the Library Services Director had her performance evaluationduring the Closed Session. VIII.PLEDGE OF ALLEGIANCETrustee Kramer led the Pledge of Allegiance. IX.ELECTION OF OFFICERSChair Rief nominated Trustee Kramer for Chair.Motion made by Secretary Dorothy Larson, seconded by Vice Chair Antonella Castro,and carried 5-0-0-0 to close nominations for Chair. 4 Board of Library Trustees Meeting July 21, 2025 Page 2 AYES: Rief, Castro, Larson, Kramer, Murray NOES: ABSTENTIONS: ABSENCES: Chair Kramer nominated Vice Chair Castro to continue as Vice Chair. Motion made by Chair Lauren Kramer, seconded by Trustee Chase Rief, and carried 5-0-0-0 to close nominations for Vice Chair. AYES: Kramer, Castro, Larson, Murray, Rief NOES: ABSTENTIONS: ABSENCES: Vice Chair Castro nominated Secretary Larson to continue as Secretary. Motion made by Trustee Chase Rief, seconded by Chair Lauren Kramer, and carried 5-0-0-0 to close nominations for Secretary. AYES: Kramer, Castro, Larson, Murray, Rief NOES: ABSTENTIONS: ABSENCES: X. CHAIR’S WELCOME None XI. NOTICE TO THE PUBLIC - Waived XII. CONSENT CALENDAR Administrative Support Specialist Francine Jacome read the Consent Calendar Notice to the public. A. Consent Calendar Items 2. Minutes of the May 19, 2025 Board of Library Trustees Meeting 3. Patron Comments Monthly review of evaluations of library services through suggestions and requests received from patrons. 4. Expenditure Status Report Monthly expenditure status of the library’s operating expenses, services, salaries, and benefits by department. 5 Board of Library Trustees Meeting July 21, 2025 Page 3 5. Board of Library Trustees Monitoring List List of agenda items and dates for monthly review of projects by the Board of Library Trustees. Chair Kramer opened the item to public comments, there were none. In response to Secretary Larson’s inquiries, Library Services Director Hartson confirmed the patron comments included in the Agenda packet for Item No. XII-A-3 were received by staff. She clarified that written comments received by staff are a combination of emailed ones and written comments left in the comment box. Motion made by Chair Lauren Kramer, seconded by Trustee Chase Rief, and carried 5-0-0-0 to approve the Consent Calendar Item Nos. 2-5. AYES: Kramer, Castro, Larson, Murray, Rief NOES: ABSTENTIONS: ABSENCES: XIII. CURRENT BUSINESS A. Items for Review 6. Corona del Mar Branch Update Staff will present an overview of Corona del Mar Branch’s activities and resources. Corona del Mar (CdM) Branch Librarian Nadia Dallstream reported she has worked with the City’s libraries for nine years, including four years at the CdM Branch. She reported the Branch has been open for 55 years, with the current facility opening in 2019, and, while the smallest branch in the City, it offers almost all the same amenities found at other locations. She reported on the services regularly offered by the CdM Branch, noting that most patrons live within walking distance of the facility and visit multiple times a week, allowing for highly personalized service. Branch Librarian Dallstream stated the CdM Branch has 12,237 items in its collection and four part-time staff members reporting on their duties. She reported a 3.5 turnover rate for print materials, which confirms the collection contains relevant items matching the community’s interests, adding that visitor counts have grown from 30,000 in Fiscal Year 2022-23 to 42,000 in FY 2024-25, with program attendees increasing from 7,480 to 17,000 over the same period. She highlighted their annual Open House and Fire Station Storytime as two of the CdM Branch’s most popular recurring events while also espousing the community benefits of Library staff participating in CdM’s monthly Third Thursday events. She reported on the CdM Branch’s programming focused on children, including field trips from Newport Coast Elementary School students, and outreach efforts at civic events. In response to Vice Chair Castro’s inquiry, Branch Librarian Dallstream clarified that book recommendations can occur in two ways. She stated that within the branch are shelf talkers where staff recommend books as a great read, and there are papers for patrons to write in book recommendations to be placed by books. 6 Board of Library Trustees Meeting July 21, 2025 Page 4 Chair Kramer stated this would be a good program for the Trustees to participate in. Chair Kramer opened the item to public comments; there were none. Chair Kramer received and filed the report. 7. Budget Amendments for Fiscal Year 2024-25 Staff will report on Budget Amendments for Fiscal Year 2024-25. Library Services Manager Rebecca Lightfoot reported they received close to $300,000 in donations and grants during FY 2024-25, with most of the funds going towards materials and programming, while some also helped fund Project Adult Literacy. Chair Kramer opened the item to public comments; there were none. Chair Kramer received and filed the report. 8. Children in the Library Policy (NBPL 4) Staff request that the Board of Library Trustees review and approve amendments to Library Policy NBPL 4, Children in the Library. Branch and Youth Services Coordinator Annika Helmuth reported that the Children in the Library Policy works well for staff. She added that staff recommend adding clarity and reducing redundancy. Chair Kramer opened the item to public comments. Jim Mosher expressed concerns about the title “Responsibilities of Caregivers” being confusing and questioned the rationale behind why staff would need to call the Newport Beach Police Department (NBPD) for unattended children. Chair Kramer closed public comments. Chair Kramer stated that the revised Policy makes sense to her. Secretary Larson agreed there could be concerns about why staff would call the NBPD over an unattended child. She stated that staff should try to contact a parent first and figure out why the child is unattended. She acknowledged that this process is likely implied, but the Policy’s wording is scary. Chair Kramer stated her impression is that staff first tries to contact the caregiver, quoting from Section 3 of the revised Policy where this sequence is prescribed. She clarified that the NBPD can be called because they are versed in handling unattended children and can also bring in Social Services if a parent cannot be found. She added that library staff are not as well-equipped as the NBPD to deal long-term with unattended children. In response to Trustee Rief’s inquiry, multiple people responded that having to call in the NBPD for an unattended child has not happened within the past year. 7 Board of Library Trustees Meeting July 21, 2025 Page 5 Motion made by Trustee Chase Rief, seconded by Secretary Dorothy Larson, and carried 5-0-0-0 to approve the item as presented. AYES: Kramer, Castro, Larson, Murray, Rief NOES: ABSTENTIONS: ABSENCES: 9. Proposed Library Schedule for Winter Holidays 2025 Staff recommends a proposed Library holiday schedule for the Board of Library Trustees approval. Chair Kramer opened the item to public comments, there were none. Motion made by Secretary Dorothy Larson, seconded by Chair Lauren Kramer, and carried 5-0-0-0 to approve the item. AYES: Kramer, Castro, Larson, Murray, Rief NOES: ABSTENTIONS: ABSENCES: 10. Acceptance of Donation from Friends of the Newport Beach Library Staff recommends the Board of Library Trustees approve the acceptance of the annual donation from the Friends of the Newport Beach Library. Library Services Manager Lightfoot reported that the annual donation from the Friends of the Newport Beach Library is $250,000, breaking down as $100,000 for general materials, $50,000 for programming, and $100,000 for the Balboa Branch Opening Day Collection. Chair Kramer stated it is good forward thinking to include the Balboa Branch. Chair Kramer opened the item to public comments; there were none. Motion made by Secretary Dorothy Larson, seconded by Chair Lauren Kramer, and carried 5-0-0-0 to approve the item. AYES: Kramer, Castro, Larson, Murray, Rief NOES: ABSTENTIONS: ABSENCES: 11. Acceptance of Donation Staff recommends the Board of Library Trustees approve the acceptance of a donation from the Dorothy Arens Ressel Trust to enhance the Library’s Materials Collection. Chair Kramer opened the item to public comments, there were none. 8 Board of Library Trustees Meeting July 21, 2025 Page 6 Motion made by Trustee Chase Rief, seconded by Trustee Meghan Murray, and carried 5-0-0-0 to approve the item. AYES: Kramer, Castro, Larson, Murray, Rief NOES: ABSTENTIONS: ABSENCES: 12. Library Activities Monthly update of library events, services, and statistics. Library Services Director Hartson reported that Facilities Maintenance Technician Eddie Flores has retired after 43 years of service to the City and commended his work for the Library. She added that the Public Works Department will now take over facility maintenance. She stated the first Concert on the Green is set for July 27, and the Summer Reading Program is coming to its conclusion. She added that registration numbers increased from last year for the Summer Reading Program, and the readers collectively exceeded the Library’s goal of 600,000 minutes of reading. She noted two Project Adult Literacy participants won prizes in the Writer to Writer Challenge, with Maha Goto taking second place in the intermediate category and Naoya Seta claiming third place in the advanced category. Chair Kramer opened the item to public comments; there were none. Chair Kramer received and filed the report. B. Monthly Reports 13. Library Foundation Liaison Report Trustee update of the most recently attended Library Foundation Board meeting. Chair Kramer opened Item Nos. 13-16 for public comments; there were none. Secretary Larson reported that there was no Library Foundation Board meeting. 14. Foundation Literacy Liaison Report Trustee update of the most recently attended Foundation Literacy Committee Meeting. Vice Chair Castro reported that the group is now meeting quarterly, with the next meeting set for September 23. She stated International Literacy Day will be celebrated on September 5 at the Civic Center with a special recognition for the program learners. She encouraged all to attend and hear the learners share their heart-warming stories. 15. Friends of the Library Liaison Report Trustee update of the most recently attended Friends of the Library Board meeting. Trustee Murray reported that there was great pride taken by the Friends of the Library in their $250,000 donation to the Library. She added they are working on organizing their 9 Board of Library Trustees Meeting July 21, 2025 Page 7 next book sale around the Witte Hall construction, noting it may not be until October or November due to the logistical challenges. Chair Kramer received and filed the monthly reports. 16. Board of Library Trustees Liaison Assignments The Board of Library Trustees Chair will appoint trustees to the three liaison assignments. Chair Kramer stated she would maintain the current liaison assignments and discuss the matter further with Trustees and others to see if any adjustments should be made. XIV. PUBLIC COMMENTS ON NON-AGENDA ITEMS – THREE MINUTES PER SPEAKER None XV. BOARD OF LIBRARY TRUSTEES ANNOUNCEMENTS OR MATTERS WHICH MEMBERS WOULD LIKE PLACED ON A FUTURE AGENDA FOR DISCUSSION ACTION OR REPORT (NON-DISCUSSION ITEM) Vice Chair Castro reported that Library Services Director Hartson organized a tour for herself and Trustee Rief of Witte Hall. She reported the construction is progressing well, and she anticipates the final product will be great. Chair Kramer added she will be taking a Witte Hall construction tour tomorrow. XVI. ADJOURNMENT – 6:13 P.M. The next meeting will be August 18, 2025. 10 NEWPORT BEACH PUBLIC LIBRARY PATRON COMMENTS JULY 2025 Comment # Comment Response Date Received Source of Comment Staff Member Staff Member Title Date Responded to Patron 1 07/02/2025 Email Francine Jacome Administrative Support Specialist 07/03/2025 2 07/03/2025 Email Andy Kachaturian Adult Services Coordinator 07/03/2025 3 07/07/2025 Email Rebecca Lightfoot Library Services Manager 07/07/2025 4 07/07/2025 Email Rebecca Lightfoot Library Services Manager 07/08/2025 5 07/10/2025 Email Rebecca Lightfoot Library Services Manager 07/11/2025 I am a staff member of UC Irvine's Biomedical Engineering Department. Our department would like to inquire about potentially hosting a retreat at your location. We are expecting about 25-30 people in our party. We are planning for [a] Monday, September 15, 8:00am to 7:00pm (all day) reservation. We will need accommodations with A/V systems set up, podium, chairs, tables, meals (Breakfast, Lunch, and Dinner), and possibly some other accommodations I can confirm later. Could you please provide me with an early estimate for the space rental along with the few accommodations I mentioned? Please let me know if you have any questions. Thank you so much. Thank you for your interest in renting the Friends Meeting Room. Please be aware that due to ongoing construction in the outer courtyard, room capacity in the Friends Room is restricted to no more than 49 people, which includes any staff and volunteers. Furthermore, because of scheduled equipment replacement, we’re currently not accepting any room reservations during the last three weeks of September. As another option, the City’s Recreation and Senior Services Department (RSS) manages several other rental facilities throughout the City that may also suit your needs. I’ve attached their RSS Facility Rental Packet for your reference. You can reach the RSS directly by calling 949-644-3151. Please don’t hesitate to contact me directly if you have any further questions. Have a pleasant day. I'm reaching out to see you if you have any open opportunities for part time or full time positions? Thank you for your interest in working at the library! All open positions are posted on the City website, which you can find here ... If you click on the Employment Opportunities link, it will take you to Government Jobs, which allows you to view open positions, read job descriptions, and start the application process. You can also sign up to be notified when new positions are posted. I hope that helps. Please let me know if you have any other questions. Thank you. I'm curious if the library has a community board [on] which people can post flyers advertising services, such as tutoring. Thanks! Unfortunately, no, the library does not have a community board for this purpose. Anything on the public giveaway shelves must follow the Board of Library Trustees’ approved guidelines, which can be found here on our website ... Please let me know if there is anything else I can help you with. Thank you. I noticed that NBPL does not have China Boy by Gus Lee. However, the OC Public Library (OCPL) does. I am a member of both NBPL and OCPL. OCPL participates in interlibrary loans. Is it possible to obtain China Boy from OCPL? Thank you. We do offer Interlibrary Loans, however, there is a $5 non-refundable fee for each request. If you have a card with OCPL, the best way to borrow this item is to request it for pickup at the location closest to you. Please let me know if you have any other questions. Thank you. How do I know if a DVD movie is a rental or not a rental, so I will know how long I may keep it?? The easiest way to tell if the item is a rental movie is to look at the spine of the case. If it has a one-day rental sticker like the picture below then it’s a one-day rental and must be returned the day after you check it out. If the case does not have that sticker, then it is a seven-day copy and can be kept for seven days after you check it out. I hope that helps. Please let me know if you have any other questions. Thank you. 11 NEWPORT BEACH PUBLIC LIBRARY PATRON COMMENTS JULY 2025 Comment # Comment Response Date Received Source of Comment Staff Member Staff Member Title Date Responded to Patron 6 07/11/2025 Email Rebecca Lightfoot Library Services Manager 07/11/2025 7 07/11/2025 Email Andy Kachaturian Adult Services Coordinator 07/11/2025 8 07/11/2025 Email Rebecca Lightfoot Library Services Manager 07/14/2025 9 07/15/2025 Email Rebecca Lightfoot Library Services Manager 07/15/2025 10 07/16/2025 Email Jeremy Rodriguez Librarian II 07/17/2025 I’m curious about the library as a career. I have no library experience and only a high school diploma. How do I start? Is there anything I could do at community college? Thanks. Thank you for your interest in working at the library! If you would like to become a librarian, you will need to acquire a master’s degree in library science. The California Library Association has information on their website regarding various programs in California ... You can also work at the library while going to school for your degree. There are job opportunities that don’t require an MLIS. All open positions are posted on the City website, which you can find here ... If you click on the Employment Opportunities link, it will take you to Government Jobs, which allows you to view open positions, read job descriptions, and start the application process. You can also sign up to be notified when new positions are posted. I hope that helps! Please let me know if you have any other questions. Thank you. It seems that the AC is too high for normal comfort lately. People are wearing sweaters and putting their hoody over their heads etc. and the outdoor temp is not so hot at the moment (7/10, 7/11). Even into the evening hours the AC is running full blast. Can somebody check into this? Thank you for letting us know. Are you experiencing this at our Central Library, or one of our branches? We can relay your experience to our Public Works department. How do I get a library card? All you need to do is visit one of our four locations during normal business hours and complete a short registration form. Please bring along a photo ID with your current address. If your ID does not have your current address, you may bring a bill or piece of mail showing your new address. There is more information on our website regarding the process as well as our locations and hours ... I hope that helps. Please let me know if you have any other questions. Thank you. Just curious if this library location offers free ancestry research services? The library offers several genealogy resources that are available with your library card. You can use Ancestry in the library, but we also subscribe to Heritage Quest Online and A to Z Databases, which can be used from home. You can find these databases on our website, under the eBranch page ... We are planning on hosting a hands-on Genealogy workshop later this year. You can subscribe to our eNews to be notified by email when the dates are announced or just check our calendar online ... Also, we have a robust collection of print materials related to Genealogy as well as local area history to aide in your research. The librarians at the reference desk are happy to help you find these resources on our shelves. I hope that helps. Please let me know if there is anything else I can answer for you. Thank you. I noted you have the above title on order for the library in book form, however I wondered if you were also going to order on CD. I get all of my "reading" done in the car on the freeway, so thought I'd check. Thank you, and have a great day. Thank you very much for your book on CD request. I do not see The Idaho Four on CD at this time. We can order it through Overdrive, but it would be a digital audiobook accessible from the Libby app. I can keep an eye out and see if it will ever get published on CD, but many new titles lately have gone either directly to Audible at Amazon or not put on CD at all. Would you like the Library to order a digital audio version?12 NEWPORT BEACH PUBLIC LIBRARY PATRON COMMENTS JULY 2025 Comment # Comment Response Date Received Source of Comment Staff Member Staff Member Title Date Responded to Patron 11 07/23/2025 Email Rebecca Lightfoot Library Services Manager 07/23/2025 12 07/24/2025 Email Andy Kachaturian Adult Services Coordinator 07/24/2025 13 07/24/2025 In Person Allison Sarnowski Administrative Support Technician 07/24/2025 14 07/28/2025 Email Rebecca Lightfoot Library Services Manager 07/28/2025 15 07/31/2025 Email Rebecca Lightfoot Library Services Manager 07/31/2025 I have several boxes of books. All in excellent condition. Will you accept them as a donation? Thank you for thinking of us for your donations. The Friends of the Library accept donations on our behalf. You can find a list of items they accept on our website ... Here is an excerpt from that page ... I hope that helps! If you have any questions regarding the donation process, you can reach the Friends at 949-759-9667. Thank you. Vanessa did an outstanding job helping me with my passport!!! Thank you so much for taking time out of your day to let us know that Vanessa provided outstanding service with your passport appointment. I will definitely pass your praise along to her and let her know what a good job she did. We really appreciate feedback on our services and this is so great to hear. Thank you for visiting the library and please feel free to reach out about any of our other services if there is anything else we can do to help. Have a great day. What volunteer opportunities do you have for adults other than the Homebound Delivery Service? Thank you for stopping by the Library Administration office today. Hopefully, the Literacy office was able to explain the volunteer opportunities they have available right now. I am also copying our Adult Volunteer Coordinator, Mary-Kay Lutgen, on this email in case there are any opportunities beyond the Homebound Services program. Here is a link with general information for adults interested in volunteering at the Library ... Additionally, you may want consider volunteering with the Friends of the Library in their bookstore or at their big book sales. Here is a link to their website ... You may also send an email to the Friends directly at nblibfriend@gmail.com. I hope this helps. Thanks again! I’m an Orange County high school history teacher and co-founder of Educate to Empower. I’m reaching out to explore a potential partnership opportunity with your library. On September 26–27, the Orange County Department of Education will be hosting the Vietnamese American Experiences Model Curriculum Conference in Garden Grove. Educators from across the region will gather to deepen their understanding of Vietnamese American history and identity. Long Beach educator ... and I will be presenting on how the powerful new documentary New Wave can be used as a tool for connection, critical thinking, and cultural exploration in the classroom. Unfortunately, the conference can’t host a film screening, and that’s why I’m writing you. I’m hoping your library would consider hosting a free community screening of New Wave on Friday evening, September 26. This could be a beautiful opportunity to bring together educators, families, and community members to experience the film’s power not just as a teaching tool, but as a shared moment of cultural celebration, memory, and reflection ... My dream is to offer this as a free event open to the public, which we would promote to all the teachers attending the conference. Thank you so much for considering. I truly believe this could be a meaningful way to welcome educators and community members into your space and build connections through storytelling. Thank you for thinking of us for this event. Unfortunately, we are unable to host an event of this size at this time. Our Courtyard is under construction due to Witte Hall and the room capacity has been greatly reduced. We are also anticipating a closure at the end of September due to HVAC repair work. As another option, the City’s Recreation and Senior Services Department (RSS) manages several other rental facilities throughout the City that may be able to work for your event. I’ve attached their RSS Facility Rental Packet for your reference. You can reach the RSS directly by calling 949-644-3151. Thank you. I have a valid library card and online account. Is it possible to look up online a[n] "LA Times" article from 10 years ago? (I'm an LA Times subscriber, but now their archives only go back 30 days.) In the past, I was able to access ProQuest for older news articles. The articles [were] about UCLA changing the course of study for English Literature majors. I didn't see that as an option on your website. Thanks. Yes, we subscribe to the Los Angeles Times Historical Archive through ProQuest, going back to 1881. On our eBranch page, under the “Databases” tab, scroll down to “Magazines and Newspapers”. You should see a listing for Los Angeles Times Historical. Click on that link and enter your library card number, and then you will be able to search those back issues of the newspaper. I hope that helps, but please don’t hesitate to reach out if you have any questions. Thank you. 13 LIBRARY EXPENDITURES FY 2025‐26 (August 4, 2025) ACCOUNT DESCRIPTION ORIGINAL  APPROP REVISED  BUDGET MONTHLY  EXPENDED YTD 2025‐26  EXPENDED AVAILABLE  BUDGET YTD 2025‐26 % EXPENDED YTD 2024‐25  EXPENDED I SALARY & BENEFITS  SALARY FULL‐TIME REGULAR 3,359,526     3,362,054     218,215        218,215        3,143,839     6.5%227,537          SALARY PART‐TIME 1,510,834     1,510,834     68,102          68,102          1,442,733     4.5%64,985            BENEFITS 2,265,515     2,272,711     79,344          79,344          2,193,367     3.5%180,965          SALARY & BENEFITS TOTAL 7,135,875     7,145,599     365,661        365,661        6,779,938     5.1%473,487          II MAINT & OPERATION PROFESSIONAL SERVICE*6,488 3,988 ‐‐3,988             0.0%‐ UTILITIES 391,004 391,004 35,054          35,054 355,950        9.0%1,681               PROGRAMMING 2,000             2,000             399                399                1,601             20.0%476  SUPPLIES**53,750          52,300          6,383             6,383             45,917          12.2%5,166               LIBRARY MATERIALS 669,740        669,740        128,818        128,818        540,922        19.2%15,143            FACILITIES MAINTENANCE 45,802          69,926          794                794                69,133          1.1%3,208               TRAINING AND TRAVEL 10,681          10,681          ‐‐10,681          0.0%‐ GENERAL OPERATING EXPENSES***27,274          27,274          624                624                26,650          2.3%1,512               PERIPHERALS & SOFTWARE 4,500             4,500             ‐‐4,500             0.0%‐ INTERNAL SERVICE FUNDS 1,810,801     1,810,801     150,900        150,900        1,659,901     8.3%154,098          OFFICE EQUIPMENT 2,000             2,000             ‐‐2,000             0.0%‐ MAINT & OPERATION TOTAL 3,024,040     3,044,215     322,972        322,972        2,721,243     10.6%181,283          LIBRARY BUDGET TOTAL 10,159,915  10,189,814  688,633        688,633        9,501,181     6.8%654,770          *PROFESSIONAL SERVICES ‐ INCLUDE OUTSIDE PRINTING, JANITORIAL, WINDOW SERVICE **INCLUDES OFFICE , PROCESSING AND JANITORIAL SUPPLIES ***INCLUDES, ADVERTISING, DUES, EVENT INSURANCE 14 LIBRARY EXPENDITURES FY END 2024‐25 (August 4, 2025) ACCOUNT DESCRIPTION ORIGINAL  APPROP REVISED  BUDGET MONTHLY  EXPENDED YTD 2024‐25  EXPENDED AVAILABLE  BUDGET YTD 2024‐25 % EXPENDED YTD 2023‐24  EXPENDED I SALARY & BENEFITS  SALARY FULL‐TIME REGULAR 3,346,020       3,346,117 408,974        3,184,306     161,811        95.2%3,097,536       SALARY PART‐TIME 1,419,780       1,429,541 120,476        932,109        497,432        65.2%899,546          BENEFITS 2,305,496       2,460,063 235,956        2,284,424     175,639        92.9%2,261,041       SALARY & BENEFITS TOTAL 7,071,297       7,235,721 765,406        6,400,839     834,882        88.5%6,258,123       II MAINT & OPERATION PROFESSIONAL SERVICE*215,453          247,111 39,632          276,000        (28,890)         111.7%220,074          UTILITIES 383,009          383,009 33,858          341,531        41,478          89.2%361,157          PROGRAMMING 2,000               3,100 85                  2,750             350                88.7%5,118               SUPPLIES**82,800             81,500 19,074          103,819        (22,319)         127.4%86,308            LIBRARY MATERIALS 669,740          692,767 32,859          690,259        2,508             99.6%675,205          FACILITIES MAINTENANCE 248,450          270,681 24,826          206,412        64,269          76.3%238,207          TRAINING AND TRAVEL 10,681             7,681 316                4,061             3,620             52.9%9,947               GENERAL OPERATING EXPENSES***24,202             37,076 3,045             39,012          (1,936)           105.2%26,617            PERIPHERALS & SOFTWARE 5,000               4,500 ‐                     1,306             3,194             29.0%2,647               INTERNAL SERVICE FUNDS 1,849,173       1,704,825 1,896             1,704,825     0                    100.0%1,693,396       OFFICE EQUIPMENT 2,000               2,000 1,156             1,392             608                69.6%1,019               ‐ MAINT & OPERATION TOTAL 3,492,508       3,434,249 156,748        3,371,367     62,882          98.2%3,319,694       LIBRARY BUDGET TOTAL 10,563,804     10,669,970 922,154        9,772,206     897,765        91.6%9,577,817       *PROFESSIONAL SERVICES ‐ INCLUDE OUTSIDE PRINTING, JANITORIAL, WINDOW SERVICE **INCLUDES OFFICE , PROCESSING AND JANITORIAL SUPPLIES ***INCLUDES, ADVERTISING, DUES, EVENT INSURANCE 15 Previous Agenda Date Scheduled Agenda Date Ongoing Ongoing Aug 19, 2024 Aug 18, 2025 Aug 19, 2024 Sep 15, 2025 Sep 16, 2024 Sep 15, 2025 Oct 21, 2024 Oct 20, 2025 Oct 21, 2024 Oct 20, 2025 Nov 18, 2024 Nov 17, 2025 Jan 21, 2025 Jan 20, 2026 Feb 24, 2025 Feb 17, 2026 Feb 24, 2025 Feb 17, 2026 Mar 17, 2025 Mar 16, 2026 Apr 21, 2025 Apr 20, 2026 Apr 21, 2025 Apr 20, 2026 May 19, 2025 May 18, 2026 May 19, 2025 May 18, 2026 May 19, 2025 May 18, 2026 Jul 21, 2025 Jun 15, 2026 Jul 21, 2025 Jun 15, 2026 Jul 21, 2025 Jul 20, 2026 Jul 21, 2025 Jul 20, 2026 LAST REVIEWED Aug 21, 2023 NBPL 14 The Friends Meeting Room Aug 18, 2025 Dec 11, 2023 NBPL 10 Laptop Borrowing Policy Dec 15, 2025 Mar 18, 2024 NBPL 3 Library Gift and Donor Policy Mar 16, 2026 Jun 17, 2024 NBPL 2 Collection Development Policy Jun 15, 2026 Jul 15, 2024 CC I-1 Library Services Policy (Council Policy I -1)Jul 20, 2026 Sep 16, 2024 NBPL 9 Expressive Use Areas Sep 21, 2026 Nov 18, 2024 NBPL 1 Library Use Policy Nov 16, 2026 Nov 18, 2024 NBPL 6 Media Lab Use Policy Nov 16, 2026 Nov 18, 2024 NBPL 7 Sound Lab Use Policy Nov 16, 2026 Jan 21, 2025 NBPL 12 Circulation Policy Jan 19, 2027 Jan 21, 2025 NBPL 5 Internet Use Policy Jan 19, 2027 Jan 21, 2025 NBPL 11 Rules for Acceptable Use of Wireless Internet Connections Jan 19, 2027 Feb 24, 2025 NBPL 8 Display and Distribution of Materials Policy Feb 16, 2027 Mar 17, 2025 NBPL 13 Study Rooms/Charles Sword Meeting Room Policy Mar 15, 2027 Jul 21, 2025 NBPL 4 Children in the Library Policy Jun 21, 2027 Proposed Library Closures for Winter Holidays AGENDA ITEM POLICY REVIEW Adult and Reference Services Update Branch Update - Balboa Literacy Program Update Youth Services Update Election of Board of Library Trustees Officers/Trustee Liaisons Arts & Cultural Update BOARD OF LIBRARY TRUSTEES MONITORING LIST Policy Review (See List Below) Branch Update - Mariners Review Holidays / Meeting Schedule Performance Review of Library Services Director (Closed Session) Annual Budget - Preliminary Review Information Technology Update Media Lab Update Financial Report Comparison of Beginning Budget to End of the Year Amended Budget Newport Beach Public Library eBranch, Database and Downloadable Services Review Branch Update - Corona del Mar Marketing Update & Social Networking Update Annual Budget - Approval Library Material Selection 16 CITY OF NEWPORT BEACH BOARD OF LIBRARY TRUSTEES STAFF REPORT August 18, 2025 Agenda Item No. 5 RECOMMENDATION: Staff recommends that the Board of Library Trustees receive and file the draft Elements and provide any initial guidance or feedback on their goals and policies. The refined and finalized drafts would be returned to the Board for review and formal recommendation of approval to the City Council later this year or first quarter of 2026. BACKGROUND: A General Plan is a long-term document that acts as a guide for future development and is used as the foundation for decision-making on the physical development of a community. It contains goals that set values and direction, policies that guide decision-making, and programs to carry out the actions needed to achieve the goals. The General Plan is required by State law and is used by local governments to make decisions about land use, housing, transportation, infrastructure, and parks, among other issues. While planning horizons vary, it typically sets direction for the next 20-30 years. The City of Newport Beach (City) General Plan was last comprehensively updated in 2006 – nearly 20 years ago. In 2019, the City Council initiated its comprehensive review and update; however, due to the challenging and unprecedented 6th Cycle Regional Housing Needs Assessment (RHNA), City staff was directed to pivot focus toward the Housing Element and Circulation Element. With the adoption and certification of the Housing Element in 2022, staff continued toward implementing the Housing Element but returned focus to the comprehensive update. In early 2022, as the Housing Element was wrapping up, the City Council formed and seated the three- member General Plan Update Steering Committee (GPUSC), which is chaired by Nancy Gardner. The primary purpose of the GPUSC is to guide the larger General Plan Advisory Committee (GPAC) and to report to the City Council. The GPAC was formed and seated in early 2023, is currently made up of 24 community members appointed by the City Council and chaired by Jeremy Evans and Arlene Greer. To help ensure efficient effective review and input for all the elements, the GPAC formed subcommittees to review each of them. TO: BOARD OF LIBRARY TRUSTEES FROM: Library Services Department Melissa Hartson, Library Services Director (949)717-3801, mhartson@newportbeachca.gov PREPARED BY: Benjamin M. Zdeba, AICP, Planning Manager TITLE: General Plan Update: Introducing Refreshed Goals and Policies in the Arts and Culture Element and Historical Resources Element 17 General Plan Update: Introducing Refreshed Goals and Policies in the Arts and Culture Element and Historical Resources Element August 18, 2025 Page 2 The effort is broken into four primary phases, as depicted in Figure 1 below. Phase 1 (Background Analysis + Visioning) was completed late 2024 and Phase 2 (Policy Development + General Plan Amendment) is in progress but nearly complete. Figure 1, Phasing of the comprehensive General Plan Update. To get to the point of having initial drafts of the General Plan Elements available for review, City staff worked extensively with the GPAC Subcommittees, the GPAC, and the GPUSC. This started with the review of existing conditions and background analysis reports for each element. These documents are considered a “snapshot in time” to identify current condition in Newport Beach under each topical area as well as what needs to be addressed from a State requirement standpoint. Each subcommittee then worked on identifying a potential refresh for the individual elements and helped to create “ideas to support” them. These ideas were shared with the community through digital engagement on the City’s website for the effort (https://www.newportbeachca.gov/gpupdate), as well as at community workshops. Based on the feedback received, City staff alongside consultant Dudek refined the ideas shared as actual goals and accompanying policy statements in furtherance of each. The draft goals and policies were then shared with internal City staff from various departments for review prior to finalizing them as initial draft elements. These initial drafts are now being reviewed by the individual responsible Subcommittee, as well as the full GPAC and the GPUSC prior to being shared with the City’s boards, commissions, and committees for further input. After they are shared, City staff will begin to advertise the drafts for additional public input from the broader community. Ultimately, the drafts will be refined and shared back to the boards, commissions, and committees for consideration of support. DISCUSSION: The current Arts and Culture Element and Historical Resources Element are both important and unique to Newport Beach but not required by State law. They serve to place emphasis on Newport Beach’s robust arts and culture offerings, and its important history. Together, they set forth a decision-making framework 18 General Plan Update: Introducing Refreshed Goals and Policies in the Arts and Culture Element and Historical Resources Element August 18, 2025 Page 3 for the maintenance and enhancement of the City programming, as well as continuing to raise awareness and recognize the early beginnings and integral historical components that are meaningful to the community. As they relate to Library Services, the updated Arts and Culture Element specifically includes draft goals and policies that support Library Services’ facilities and programming. While the libraries’ role is not necessarily specified in the draft Historical Resources Element, the GPAC’s review of the Arts and Culture and Historical Resources Element was done together by the Arts and Culture/Historical Resources Subcommittee. As such, both Elements are being shared with the Board of Library Trustees. The attachments are considered a first draft of the updated General Plan and are not fully formatted with graphics and exhibits. As referenced above, the Existing Conditions and Background Analysis Report prepared for each element serves as contextual information that will be provided alongside the goals and policies for reference. The purpose of this item is to introduce the draft Elements. City staff would like to ensure the Board of Library Trustees is able to provide initial feedback prior to releasing it for broader public review and input. The Board may wish to provide feedback verbally at this meeting or it may consider forming an ad hoc committee to provide a more formal comment alongside the broader community review. City staff will bring back final refined drafts of the Elements for formal review and support from the Board later this year or early 2026. NOTICING: This agenda item has been noticed according to the Brown Act (72 hours in advance of the meeting at which the Board of Library Trustees considers the item). ATTACHMENT A: Draft Arts and Culture Element ATTACHMENT B: Draft Historical Resources Element ATTACHMENT C: Arts and Culture Background Conditions and Analysis Report ATTACHMENT D: Historical Resources Background Conditions and Analysis Report 19 Attachment A Draft Arts and Culture Element 20 1 Arts and Culture Element PURPOSE The Arts and Culture Element focuses on enriching the community by bolstering art and culture through facilities, educational programming and activities, and events and festivals that support art and culture. OVERVIEW Art and culture play an important role in the social fabric of Newport Beach. The dedication and involvement of the City and the community have resulted in a wide range of art and culture organizations, resources, attractions, and activities that create a sense of community pride and enrichment. The Newport Beach Public Library offers robust art, culture, and literary programs, serving as a central hub for accessing and experiencing diverse forms of art and culture. GOALS, POLICIES, ACTIONS Engaging with Art and Culture Art, culture, literary and educational opportunities, and creativity can enhance quality of life for residents, improve visitor experiences, and contribute to the local economy. Art and culture bring a unique sense of identity to Newport Beach and can connect residents to each other and their community by expanding creative opportunities, promoting art and culture activities, and facilitating partnerships that support art and culture. Art and Culture Opportunities: Expanded art and culture opportunities can include new public art installations, culture events, and programs. Creating opportunities to engage with art and culture across Newport Beach can make art accessible to people of all backgrounds and generations. Promoting Art and Culture: Raising awareness and generating enthusiasm for the arts and culture are key to increasing participation in programs, exhibits, and events. This entails distributing marketing materials throughout the city, initiating social media campaigns, and creating new ways for people to engage in the arts through interactive technologies. A multifaceted approach that includes both traditional and novel outreach and engagement methods can capture the attention of residents and visitors of all ages. Strategic Partnerships: Partnerships are crucial for maintaining existing and realizing new opportunities to cultivate art and culture exhibits, programs, events, and funding. Strong coordination between City staff and private institutions, partner agencies, and local artist organizations can facilitate community involvement in art and culture, procurement of funding, and successful management of public art. Goal AC-1: A community enriched by and connected to the arts, culture, and education • Policy AC-1.1: Promote arts and culture by incorporating art in widely used public places such as parks, open space, public plazas, view sites, villages, and along corridors that attract visitors. (Imp. 1.1, 20.1, 20.3, 30.1) 21 2 • Policy AC-1.2: Attract new and cultivate existing signature events and programs that add to the quality of life for residents, enhance Newport Beach as a hub for art and culture, and stimulate economic activity. (Imp. 29.2, 23.3, 30.1) • Policy AC-1.3: Assess capital improvement projects for opportunities to incorporate public art in a manner that enhances community character and the built environment. (Imp. 1.1, 20.1, 23.3, 29.2, 30.1) • Policy AC-1.4: Develop regulations or incentives for the incorporation of public art into larger commercial projects that enhance the City’s community character and its built environment. (Imp. 1.1, 8.1, 8.2) • Policy AC-1.5: Acquire and display art in public facilities citywide to bolster civic pride and increase exposure to arts and culture. (Imp. 29.2) • Policy AC-1.6: Explore and implement new technologies in art and culture displays, such as augmented reality and smartphone applications, to engage the public, track engagement, and enhance the educational experience of art and culture in innovative ways. (Imp. 29.2) • Policy AC-1.7: Incorporate artwork into the public realm that encourages interaction while providing educational opportunities. This could include education for visitors in areas that attract tourists. (Imp. 1.1, 20.1, 23.3, 29.2, 30.1) • Policy AC-1.8: Consider integration of public art into other City planning efforts, such as Specific Plans and corridor plans. (Imp. 3.1, 20.1, 29.2,) • Policy AC-1.9: Nurture creativity and artistic talent in local youth and adults through a rich offering of well-balanced and appropriately distributed arts, culture, and literary educational programs and services. (Imp. 30.1) • Policy AC-1.10: Coordinate with the Orange County Transportation Authority to explore options for the expansion of transportation services, such as trolleys, event-specific bus routes, or reduced transit fees, for major community art and culture events. (Imp. 14.4, 30.1) • Policy AC-1.11: Continue to recognize and support musical performances as a vital community asset by providing increased opportunities for music in public spaces, signature music events, and other opportunities that highlight local talent and/or attract visitors. Goal AC-2: Programs and exhibits within the city are widely promoted, marketed, and attended. • Policy AC-2.1: Promote reasonable tourism in Newport Beach to attract visitors and tourists interested in art, culture, and literary events to support and sustain local arts through coordination with the Chambers of Commerce and other community groups. (Imp. 24.1, 29.1) • Policy AC-2.2: Conduct marketing through the City’s various social media and communications platforms to build public awareness and encourage participation in City-affiliated arts, culture, and literary activities. (Imp. 29.1) • Policy AC-2.3: Maintain and develop regulations for the reasonable provision of banners on lights or other media materials in the public right-of-way to promote and advertise 22 3 Newport Beach’s art and culture events across various villages and neighborhoods. (Imp. 8.1, 8.2, 29.1) • Policy AC-2.4: Expand awareness of art and culture by integrating public art and culture tours as a regular component of community engagement. (Imp. 23.3, 29.1, 29.2, 30.1) • Policy AC-2.5: Improve and enhance existing library facilities, collections, computer and related facilities, such as but not limited, to the Media Lab. (Imp. 23.2) Goal AC-3: A City with strong partnerships that support thriving arts, culture, and education • Policy AC-3.1: Partner with the community and educational institutions to encourage and strengthen arts education for children, youth, adults, and older adults in the City. (Imp. 14.2, 29.1) • Policy AC-3.2: Where available, provide reasonable in-kind resources and services, such as advertisements, equipment, security, and space, to artists and organizations offering programs for the public and contributing to art and culture in Newport Beach. (Imp. 29.2) • Policy AC-3.3: Collaborate with local art and culture groups to pursue private and community sponsorships and donations for art and culture events and programs. (Imp. 29.1, 29.2) Financing Art and Culture Investment from philanthropic organizations, the City, and community members can help the arts thrive by supporting local artists, providing new and upgraded facilities, and bolstering programs. Such financial contributions to the arts can increase both the quantity and quality of art and arts programs in the community. Funding and investment should reflect the high value the community places on the arts. Goal AC-4: Funding that helps local artists and art programs flourish • Policy AC-4.1: Partner with, and reasonably, support non-profit, private, and community organizations in applying for public and private grants and promote community and business donations that support art, culture, and literary activities. (Imp. 29.1, 29.2) • Policy AC-4.2: Promote and support volunteer opportunities for public involvement in City-affiliated arts, culture, and literary programs and events. (Imp. 29.1, 29.2) • Policy AC-4.3: Utilize culture resources outside of Newport Beach through the promotion of programs such as the Newport Beach Sister City Association and other culture exchange programs. (Imp. 29.1, 29.2) Art and Culture Facilities and Assets Facilities dedicated to the arts, such as galleries and performance halls including but not limited to Witte Hall, provide a place for the community to gather in appreciation of the arts and to promote Newport Beach as a regional destination for the arts. Additionally, integrating art into existing community centers, libraries, recreation facilities, parks and other open spaces, as well as in private buildings, plays a vital role in realizing Newport Beach as a city of the arts. Such assets must be well-maintained, and they require a well-functioning system for accepting, maintaining, and rotating art and art-related activities/programs through public spaces and facilities to help sustain interest and ensure the high quality of exhibits. Developing guidelines 23 4 and criteria for accepting art donations and acquisitions and dedicating staff to manage public art can ensure that the system for managing art is consistent and operates smoothly. Goal AC-5: State-of-the-art facilities to host art exhibits and programs • Policy AC-5.1: Explore opportunities to accommodate current or emerging culture and arts programs within existing and new facilities by working with community groups to facilitate sharing of performance and exhibit space, as well as consider the potential for new facilities. (Imp. 9.1, 29.1, 29.2) • Policy AC-5.2: Explore reasonable opportunities, as needed, to create a new, larger arts center to host performances and exhibitions. (Imp. 1.1) • Policy AC-5.3: Maintain the Newport Theatre Arts Center while exploring opportunities to enhance, expand, or relocate the facility based on community needs. (Imp. 9.1, 29.1, 29.2) • Policy AC-5.4: Consider amendments to the Zoning Code, as needed, to facilitate the temporary or interim use of vacant ground-floor commercial or lobby space for art exhibits, display space, and “pop up” art and culture activities. (Imp. 8.2) Goal AC-6: A wide collection of art exhibited throughout the City • Policy AC-6.1: Revise the City’s public art policy to (1) establish suitability criteria to guide the selection of sites for new and innovative public art installations in a manner that considers citywide needs and the balanced distribution of art throughout the city; (2) establish guidelines for the commissioning and conveyance of public art on private property; (3) refine guidelines and criteria for accepting art donations for display in public spaces and consider establishing guidelines for storage and long-term maintenance. (Imp. 8.2, 9.1) • Policy AC-6.2 Pursue the adoption and regular updates of the 2014 Newport Beach Arts and Culture Plan and report periodically on implementation progress to City Council. Identify future locations for public art citywide. (Imp. 8.2) • Policy AC-6.3: Support the provision of reasonable staff resources for arts and culture programming, funding, arts management and maintenance, and coordination and communication with artists and City departments. (Imp. 30.1) 24 Attachment B Draft Historical Resources Element 25 1 Historical Resources Element PURPOSE The Historical Resources Element focuses on the identification, documentation, preservation, and celebration of historical resources. OVERVIEW Historic preservation is essential for preserving the unique character, culture, and identity of Newport Beach. By having systems in place to identify, preserve, and protect historical resources, the City is able to balance growth and development with the preservation of cultural and historical heritage while providing tangible benefits to the economy, environment, and the City’s residents and visitors. GOALS, POLICIES, ACTIONS Identification of Historical Resources Documenting and protecting archaeological and paleontological resources are crucial for preserving the evidence of human history and life forms of the distant past. These resources inform our understanding of ancient ecosystems and cultures. This stewardship fosters a culture of respect and responsibility, ensuring that future generations can continue to learn from and appreciate this history. Goal HR-1: A city that recognizes and protects historically significant landmarks, sites, and structures • Policy HR-1.1: Maintain and update as needed, the Newport Beach Register of Historical Property for buildings, objects, structures, and monuments having importance to the history or architecture of Newport Beach. (Imp. 9.1, 10.1, 29.2) • Policy HR-1.2: Encourage local residents to research and nominate properties for review by the City and/or Newport Beach Historical Society. (Imp. 29.1, 29.2) • Policy HR-1.3: Consider developing standards for the review of demolition, grading, and building permits prior to granting City approval based upon potential effects on historical resources. If demolition is granted, require photo documentation (in conformance with the standards outlined by the National Park Service Historic American Buildings Survey program) of inventoried historic structures prior to demolition. (Imp 2.1, 8.1, 8.2) • Policy HR-1.4: Encourage the preservation of structures listed in the National Register of Historic Places, and/or the list of California Historical Landmarks, and/or the Newport Beach Register of Historical Property. Provide reasonable incentives, such as waivers of application fees, permit fees, and/or any liens placed by the City for properties listed in the National Register of Historic Places, State Register, or the Newport Beach Register of Historical Property in exchange for preservation easements, designation applications, and other related preservation incentives. (Imp. 8.2, 29.2) • Policy HR-1.5: Consider preparing a Citywide Historic Context Statement to provide a consistent framework for evaluations and surveys. (Imp. 29.2) 26 2 • Policy HR-1.6: Every 10 years or as needed, consider completing and updating a Citywide historical resources survey to identify historical resources. Include community, neighborhood, cultural, and historic preservation groups; property owners; land developers; and the building industry in planning and implementing historical surveys. (Imp. 29.2) • Policy HR-1.7: Consider provisions and policies related to historical resources under one ordinance in the Municipal Code to facilitate consistent application of the regulations and easier staff review. This may include the following: • Establish the National Park Service Secretary of the Interior’s Standards as the baseline City standard for project reviews, providing opportunity for certain projects to qualify for a categorical exemption under the California Environmental Quality Act (Class 31 Categorical Exemption). • Define categories of major and minor changes that would be subject to review, the review required, and the assigned decision-making body responsible for the associated determination. • Revise, consolidate, and better define the City’s classification system for historical resources to align with the Federal and State systems of classification. Streamline the process for how landmarks are considered for listing in the City’s classification system. One decision-making body (e.g. the Planning Commission) should be given authority to review, conduct hearings, and make recommendations to City Council on the adoption of the historical resources designation. (Imp. 8.1, 8.2, 9.1) • Policy HR-1.8: Consider supporting the provision of staff resources to hire or train a preservation planner to advise staff on matters related to historical resources. (Imp. 30.1) • Policy HR-1.9: Consider taking the steps necessary to meet the requirements for becoming a Certified Local Government, including adopting a historic preservation ordinance, establishing a qualified preservation review commission, providing adequate public participation in the historic preservation program, and completing other responsibilities identified by the State. (Imp. 29.2) Goal HR-2: Well-documented and protected archaeological and paleontological resources • Policy HR-2.1: Allow access to historical records between local preservation and cultural groups and between City departments and County agencies to the extent legally permissible. (Imp. 29.2) • Policy HR-2.2: Consider completing, and updating as needed, a Citywide Prehistoric and Ethnohistoric Context Statement to serve as a template for identifying, evaluating, and developing plans for the treatment of archaeological resources. (Imp. 29.2) • Policy HR-2.3: Require that new development meet the applicable requirements of the California Environmental Quality Act (CEQA) with respect to paleontological and archaeological resources. (Imp. 11.1) Preservation of Historical Resources Preserving the City’s history is essential for maintaining its unique identity and cultural heritage. By celebrating and safeguarding historically significant landmarks, sites, structures, and legacy businesses, the City can honor the stories and achievements of past generations. Further, by 27 3 recognizing and celebrating those who have contributed to Newport Beach’s past, present, and future, our storied history can be captured. The recognition and protection of history not only enriches a community’s sense of place and continuity but fosters civic pride and can attract tourism. Goal HR-3: A city that celebrates, preserves, and protects its history • Policy HR-3.1: Encourage alternatives to demolition of historical sites or structures by promoting architecturally compatible rehabilitation or adaptive reuse. Consider incentives such as permit and application fee waivers, flexible building requirements, and free technical advice by person(s) qualified in historic preservation. (Imp. 8.2, 29.2) • Policy HR-3.2: Encourage proposed development located on a historic site or structure to incorporate a physical link to the past within the site or structural design, if preservation or adaptive reuse is not a feasible option. For example, consider incorporating historical photographs or artifacts within the proposed project or preserve the location and structures of existing pathways, gathering places, seating areas, rail lines, roadways, or viewing vantage points within the proposed site design. (Imp. 1.1, 29.2) • Policy HR-3.3: Consider the development of a voluntary local Mills Act program to offset the ongoing stewardship and care of historic properties through property tax savings. (Imp. 8.2) • Policy HR-3.4: Consider developing a legacy business program that aims to recognize, honor, and support longstanding businesses within a community that have made significant contributions to its history, culture, and identity. The program may include the promotion of legacy businesses and potential grants. (Imp. 8.2) Celebrating Historical Resources Education is a key tool for enshrining the City’s history and ensuring that future generations appreciate and understand this heritage. Integrating local history into programs and events sponsored by the City, library, and others and promoting it through various media can create a well-informed community that values its roots. This awareness not only enhances residents’ connection to their city but also helps future generations value the past. The foundational history of Tribal nations of the City’s land provides unique insight into the importance of cultural places. Native American groups and individuals hold special interest in the protection of cultural places. Tribal views toward protection and preservation of cultural resources in the City should be respected, and the history of Tribal nations should be recognized and acknowledged. Goal HR-4: A city that enshrines its history through education • Policy HR-4.1: Encourage the placement of historical landmarks, photographs, markers, or plaques at areas of historical interest or value. Consider creating a Landmark Plan that will recognize and designate culturally important heritage sites that are eligible for the placement of historical landmarks or plaques. The Landmark Plan may also identify funding opportunities to support the program, such as development fees, corporate or civic sponsorships, donations, or by utilizing General Funds. (Imp. 8.2, 9.1, 10.1, 29.2) 28 4 • Policy HR-4.2: Consider expanding interest in and knowledge of local history through historic landmarks, photographs, markers, and plaques, or self-guided walking tours as a means to promote and celebrate historic preservation in the City. Such information may be published on the City’s website or made available through channels such as local publications and social media, to encourage thoughtful conversation about the history of Newport Beach. (Imp. 1.1, 29.1, 29.2, 30.1) • Policy HR-4.3: Encourage collaboration with local preservation organizations, like the Newport Beach Historical Society, to research, conduct outreach, and develop programs and activities to encourage and support historic preservation and cultural tourism. (Imp. 14.16) • Policy HR-4.4: Encourage collaboration with local educational institutions on preservation programs, activities, and exhibits/collections. (Imp. 14.2) • Policy HR-4.5: Consider encouragement of partnerships between local interested parties and historical societies to consolidate and share materials such as historical photographs, firsthand historical accounts and interviews, and any additional archival information. This may be done through the establishment of a City-recognized historical society or platform that welcomes representatives from various existing groups to share resources and collectively provide input to the City on historical resources. Goal HR-5: A city and community that celebrate Tribal Cultural Resources • Policy HR-5.1: Encourage fostering government-to-government relationships with California Native American tribes in Newport Beach regarding issues of mutual concern. (Imp. 14.6) • Policy HR-5.2: Consider the use of foundational local history themes in public spaces that highlight California Native American tribes, in coordination with tribal representatives. (Imp. 29.2) • Policy HR-5.3: Require that new development meet the applicable requirements of the California Environmental Quality Act (CEQA) with respect to tribal cultural resources. 29 Attachment C Arts and Culture Background Conditions and Analysis Report 30 Arts and Cultural Element Existing Conditions and Background Analysis General Plan Update APRIL 2024 Prepared for: CITY OF NEWPORT BEACH 100 Civic Center Drive Newport Beach, California 92660 Prepared by: 27271 Las Ramblas Mission Viejo, California 92691 31 Printed on 30% post-consumer recycled material. 32 i APRIL 2024 Table of Contents SECTION PAGE NO. Acronyms and Abbreviations ............................................................................................................................................ iii 1 Executive Summary .............................................................................................................................................. 5 2 Introduction .......................................................................................................................................................... 6 3 General Plan Review ............................................................................................................................................ 7 3.1 Adopted Arts and Cultural Element ....................................................................................................... 7 3.2 Other Adopted Elements that Relate to Topics of Arts and Culture .................................................... 8 3.2.1 Adopted Land Use Element ...................................................................................................... 8 3.2.2 Adopted Historical Resources Element ................................................................................... 8 3.2.3 Adopted Recreation Element ................................................................................................... 9 3.2.4 Adopted Circulation Element ................................................................................................... 9 4 Regulatory Review ............................................................................................................................................. 11 4.1 State Regulations ................................................................................................................................ 11 4.2 Local Regulations ................................................................................................................................ 11 4.2.1 Newport Beach City Council Policy Manual .......................................................................... 11 4.2.2 City of Newport Beach’s Municipal Code ............................................................................. 12 4.2.3 2014 Master Arts and Culture Plan ...................................................................................... 13 4.2.4 City of Newport Beach Capital Improvement Program ........................................................ 14 5 Existing Conditions ............................................................................................................................................ 15 5.1 Regional Context ................................................................................................................................. 15 5.2 Local Context ....................................................................................................................................... 15 5.2.1 Cultural Arts Funding and Staffing ........................................................................................ 16 5.2.2 Partners .................................................................................................................................. 16 5.2.3 Educational Programs and Activities .................................................................................... 19 5.2.4 Events and Festivals .............................................................................................................. 19 5.2.5 Facilities ................................................................................................................................. 21 5.2.6 Libraries .................................................................................................................................. 22 5.2.7 Museums ................................................................................................................................ 23 6 Issues and Opportunities .................................................................................................................................. 24 7 Recommendations ............................................................................................................................................ 25 7.1 Maintain a standalone Arts and Culture Element ............................................................................. 25 7.2 Implement and Update the 2014 Master Arts and Culture Plan ..................................................... 26 7.2.1 Grow Public and Private Investment in Arts and Culture .................................................... 26 7.2.2 Establish an Appropriately Staffed Arts and Culture Division ............................................. 27 33 GENERAL PLAN UPDATE / ARTS AND CULTURAL ELEMENT EXISTING CONDITIONS AND BACKGROUND ANALYSIS ii APRIL 2024 7.2.3 Establish Arts-Friendly City Policies ...................................................................................... 27 7.2.4 Develop a 21st Century Arts and Culture Communication Plan .......................................... 27 7.2.5 Develop a Multi-Faceted Approach to Arts and Culture Programming ............................... 28 7.2.6 Refine the City’s Public Art Policy ......................................................................................... 28 7.2.7 Develop New Accessible Creative Spaces ............................................................................ 29 7.2.8 Animate Existing City Parks, Beaches, and Other Public Spaces ....................................... 29 7.2.9 Establish Key Partnerships that Support Arts Education .................................................... 30 7.2.10 Include Aesthetic Considerations in City Processes ............................................................ 30 7.3 Increase Access to Arts and Cultural Programming .......................................................................... 30 7.4 Reinforce the Role the Arts Play in Economic Development ............................................................ 31 Appendix A ....................................................................................................................................................................... 32 34 iii APRIL 2024 Acronyms and Abbreviations Acronym/Abbreviation Expanded Form CIP Capital Improvement Program FY fiscal year NBMC Newport Beach Municipal Code 35 GENERAL PLAN UPDATE / ARTS AND CULTURAL ELEMENT EXISTING CONDITIONS AND BACKGROUND ANALYSIS iv APRIL 2024 INTENTIONALLY LEFT BLANK 36 5 APRIL 2024 1 Executive Summary Arts and cultural activities play an important role in the social fabric of Newport Beach. The dedication and involvement of the City and the community has resulted in a wide range of arts and cultural organizations, resources, attractions, and activities that create a sense of community pride and enrichment. This report provides a comprehensive analysis of the current state of Newport Beach’s arts- and culture-related offerings and a detailed context on existing and planned City facilities, educational programming and activities, and events and festivals that shape Newport Beach into the unique, coastal community that it is today. The document outlines the role and importance of art and culture within Newport Beach and the processes the City follows to support and promote art and culture in the community through the Newport Beach City Council Policy Manual, the Newport Beach Municipal Code, and the Capital Improvement Program. Based on this overview, the report concludes with several recommendations to consider in the updated Arts and Culture Element so the City can continue its existing support and further uphold Newport Beach as a local and regional destination for arts and culture. The comprehensive General Plan Update is an opportunity to build upon past efforts and explore new and innovative strategies that will further cement the legacy and impact of arts and culture in Newport Beach. The City has long acknowledged the importance of arts and culture and supports efforts that seek to further enhance the beauty and elegance of its communities. To demonstrate its commitment to expanding its artistic footprint, the City included an Arts and Cultural Element in the 2006 General Plan. In 2014, the City strengthened this commitment by releasing the Newport Beach Master Arts and Culture Plan, a structured framework detailing the community’s vision for cultural and arts programs, including the goals and actions necessary to implement it. The City maintains a vibrant arts and cultural environment that holds a central position in the daily lives of its residents, workers, and visitors. The City’s arts and culture also significantly contributes to its greater economy, as detailed in Appendix A: Arts and Cultural Element Economic Analysis. Opportunities to strengthen this foundation exist by enhancing access to arts and cultural experiences and exploring new dimensions of artistic and cultural offerings. Based off a thorough review of the City’s adopted General Plan elements, the existing regulatory framework, and the wealth of available community arts, cultural, and literary assets today, prospective issues and opportunities that should be considered in the City’s General Plan Update include the following:  Securing sustainable funding to secure longevity for arts and cultural programming;  Expanding partnerships to create synergies in arts and culture;  Bridging the gap between arts and culture and economic development to attract and retain a talented workforce; and  Increasing educational opportunities around arts and culture to build on the strong sense of community. Recommendations range from short-term actions (implementable within two years) to long-term commitments (actions that may take five or more years to implement) that, if implemented, would provide the City with opportunities to strengthen its ability to provide arts- and culture-related activities and experiences. Many of these recommendations are inspired from the goals and policies included in the City’s 2014 Master Arts and Culture Plan, a document with provisions that remain largely relevant and applicable today. Opportunities exist to further establish and support cultural, arts, and literary services within Newport Beach. Together, these recommendations will help bolster a vibrant, sustainable, and culturally enriched future within Newport Beach. 37 GENERAL PLAN UPDATE / ARTS AND CULTURAL ELEMENT EXISTING CONDITIONS AND BACKGROUND ANALYSIS 6 APRIL 2024 2 Introduction The City of Newport Beach (City) is currently undertaking a General Plan Update. One of the central functions of the General Plan is to present a vision for the City’s future and a strategy to make that vision a reality. It is necessary to periodically reassess issues, evaluate how effectively the City is addressing them, and update goals and policies accordingly as part of the General Plan update process. The Arts and Cultural Element is currently one of four optional elements included in the City’s 2006 comprehensive General Plan. This Arts and Cultural Element Existing Conditions and Background Analysis provides a review of current conditions and identifies key issues and opportunities. Based on these findings, this report offers recommendations on enhancing the City’s efforts to integrate arts seamlessly into the community, recognizing its vital role in fostering community pride, enhancing civic health, and bolstering economic vitality. This report serves as a foundational analysis for the General Plan Update, providing relevant context, key findings, and recommendations from which policies will be developed. Policies of the General Plan Update will help ensure the community’s future arts and cultural needs can be met, while maintaining all the arts and cultural resources available today. Arts and cultural activities play an important role in the social fabric of Newport Beach. The dedication and involvement of the community has resulted in a wide range of art and cultural organizations, resources, attractions, and activities that create a sense of community pride and enrichment. Since the City’s incorporation in 1906, Newport Beach has continued to grow its presence and support of the arts. Among the notable art-related moments in its history are the City’s establishment of the Newport Beach Arts Commission (Arts Commission) in 1974 and the Newport Beach Arts Foundation in 1998 and most recently, in 2006, the adoption of the City’s first Arts and Cultural Element as part of the 2006 General Plan. In addition to the adopted Arts and Cultural Element, in 2014, the Master Arts and Culture Plan was prepared for the City, which provides an informative and detailed roadmap for how the City can build off the accomplishments in place at the time the report was written and work toward creating nationally renowned arts, cultural, and literary programs (comprised of the City’s programming, events, and festivals) and community. While the inclusion of an Arts and Cultural Element is not legally required under state or federal law, the City has included it as an optional element in the 2006 General Plan This implies that arts and culture are an important fixture for Newport Beach’s sense of pride and unique identity. The Arts and Cultural Element provides the overall policy direction for the City’s role in supporting and promoting arts and provides a foundation for how local policy is developed and implemented through local policies and the Newport Beach Municipal Code (NBMC). 38 GENERAL PLAN UPDATE / ARTS AND CULTURAL ELEMENT EXISTING CONDITIONS AND BACKGROUND ANALYSIS 7 APRIL 2024 3 General Plan Review The following section includes an overview of how the City envisions, plans for, and promotes culture and arts within the 2006 General Plan. While the adopted Arts and Cultural Element is the primary hub for consideration of the arts, other 2006 General Plan elements either directly or indirectly reference how arts and culture events are accommodated, whether through providing adequate arts-based classes and programming for people of all ages, encouraging special events at park facilities, or ensuring access to special events. 3.1 Adopted Arts and Cultural Element The currently adopted Arts and Cultural Element, adopted in 2006, contains an overview of all the organizations, resources, attractions, activities, and facilities that support and make up the community’s cultural and arts program, each of which are a source of community pride and enrichment for the residents and visitors alike. The adopted Arts and Cultural Element includes the following sections: Culture and Arts Organizations and Programs, City of Newport Beach Arts Commission, Performing and Visual Art Facilities, Museums, Events and Festivals, Libraries, and Goals and Policies. The intent of the adopted Arts and Cultural Element is to ensure that the City meets its future needs to improve and expand the arts, cultural, and literary offerings and facilities through coordination with various community groups, businesses, agencies, citizens, and the City to create an active, cohesive, and enriching cultural and arts program. The adopted Arts and Cultural Element goals include the following: CA 1: Active and vital arts, cultural, and literary activities and programs that enrich the community. CA 2: Adequate physical facilities and venues that support cultural, art, and literary programs. CA 3: Establish a broad range of public and private funding sources to support cultural art goals and activities. The 13 associated policies range from encouraging public art in both public and private developments to promoting awareness of existing programs and activities related to art, exploring new and existing venues to support the arts and literary programs, promoting cultural tourism, and seeking public and private funding sources to promote and support the arts programs and events. The adopted Arts and Cultural Element does not include reference to the preservation of cultural resources that have historical, archaeological, or cultural significance such as artifacts, sites, buildings, and structures; these resources are currently discussed in the City’s Historical Resources Element and Natural Resources Element primarily. 39 GENERAL PLAN UPDATE / ARTS AND CULTURAL ELEMENT EXISTING CONDITIONS AND BACKGROUND ANALYSIS 8 APRIL 2024 3.2 Other Adopted Elements that Relate to Topics of Arts and Culture 3.2.1 Adopted Land Use Element The City’s adopted Land Use Element serves as the central organizing element for the 2006 General Plan and includes goals and policies for the integration and coordination of all of the 2006 General Plan elements. The adopted Land Use element provides guidance for the development pattern of Newport Beach; as it relates to the arts, the element includes planning for parks and recreation, commercial and visitor serving uses, public facilities (like public schools, libraries, and other community centers), and private institutions (like private schools, cultural institutions, museums, and other comparable facilities), among other uses. The element provides a number of goals and policies with varying focuses that generally touch upon support for accommodating uses that improve the quality of life of residents, which could include new culture and arts facilities, and policies to accommodate adequate community supporting uses, such as libraries, museums, and other community or recreation centers. Relevant policies are listed below:  Policy LU 2.4: Economic Development: Accommodate uses that maintain or enhance Newport Beach’s fiscal health and account for market demands, while maintaining and improving the quality of life for current and future residents.  Policy LU 2.8: Adequate Infrastructure: Accommodate the types, densities, and mix of land uses that can be adequately supported by transportation and utility infrastructure (water, sewer, storm drainage, energy, and so on) and public services (schools, parks, libraries, seniors, youth, police, fire, and so on).  Policy LU 6.1.1: Adequate Community Supporting Uses: Accommodate schools, government administrative and operational facilities, fire stations and police facilities, religious facilities, schools, cultural facilities, museums, interpretative centers, and hospitals to serve the needs of Newport Beach’s residents and businesses.  Policy LU 6.1.2: Siting of New Development: Allow for the development of new public and institutional facilities within the City provided that the use and development facilities are compatible with adjoining land uses, environmentally suitable, and can be supported by transportation and utility infrastructure. 3.2.2 Adopted Historical Resources Element First adopted in 2006 as part of the City’s comprehensive General Plan, the adopted Historical Resources Element outlines the City’s commitment to recognizing, maintaining, and protecting Newport Beach’s historic, archeological, and paleontological resources. The primary objective of the element is to preserve and maintain Newport Beach’s resources in order to create an awareness and appreciation for its rich history. While the adopted Historical Resources Element does not explicitly discuss arts, culture events and art present a unique opportunity to raise awareness and appreciation of Newport Beach’s history. This connection between history and culture is reflected in various ways, including the Newport Harbor Nautical Museum, which displays local photographs, artifacts, and memorabilia related to the rich industrial and recreational history of Newport Beach. 40 GENERAL PLAN UPDATE / ARTS AND CULTURAL ELEMENT EXISTING CONDITIONS AND BACKGROUND ANALYSIS 9 APRIL 2024 3.2.3 Adopted Recreation Element The adopted Recreation Element ensures the provision of sufficient parks and recreation facilities for the residential and business population of Newport Beach. The element includes descriptions of each park type and marine recreation facility, existing issues and needs, and associated goals and policies. As it relates to the adopted Arts and Cultural Element, the adopted Recreation Element provides planning for the City’s recreational and education programming. The City currently offers a wide variety of arts-based programming through the Department of Recreation & Senior Services. Additionally, the City’s many parks serve as integral outdoor assets for many existing and future temporary events (either private or City-partnered/sponsored) such as film production, surfing contests, volleyball tournaments, runs, races, concerts, boat shows, and other such competitions, and exhibitions. These temporary events and the locations that support them help define Newport Beach’s unique coastal identity. Policies also are included regarding the joint use of facilities, which could include space for art exhibits, performances, or other arts and cultural events. The following goal and policies are related to the adopted Arts and Cultural Element.  Goal R 4: Provision of Recreation Programs: Provision of a variety of seasonal and year-round recreational programs designed to meet the needs of all residents, including children, seniors, and persons with special needs.  Policy R 4.3: Variety of Programs: Provide a variety of quality programs offered in safe and secure environments for the community’s youth that enhance and extend the learning day, promote health and wellness, encourage expansion of skills, and reinforce self-esteem, good character, and positive behavior.  Policy R 4.5: Variety of Adult Recreational Programs: Provide a variety of quality enrichment and recreational programs for the adult population that promote health and wellness; development and/or enhancement of skills and talents; extend learning opportunities; promote sportsmanship; and provide unique opportunities to engage in new activities.  Policy R 4.7: Senior Programs: Provide quality services and programs which meet social, recreational and health needs of the senior population.  Policy R 5.1: Non-City Facilities and Open Space: Utilize non-City recreational facilities and open space (e.g., Newport-Mesa Unified School District, county, and state facilities) to supplement the park and recreational needs of the community. Maintain the use of existing shared facilities, and expand the use of non-city facilities/amenities where desirable and feasible.  Policy R 5.2: School Districts: Expand and maintain existing joint use agreements with Newport-Mesa Unified School District for use of facilities that will enhance the provision of parks and recreational facilities for residents.  Policy R 5.3: New Joint-Use Agreements: Develop additional long-term, joint-use agreements with other public and private agencies to assure recreation facilities for future generations.  Policy R 9.6: Special Events: Require that impacts to public access, recreation, and coastal resources be minimized as a result from special events. 3.2.4 Adopted Circulation Element The adopted Circulation Element, updated in 2022 (not included as part of the comprehensive General Plan Update process), provides a holistic overview of the regional and local transportation facilities, transportation trends, and associated goals and policies. Among other topics, the element discusses how events, such as those events 41 GENERAL PLAN UPDATE / ARTS AND CULTURAL ELEMENT EXISTING CONDITIONS AND BACKGROUND ANALYSIS 10 APRIL 2024 sponsored by or in partnership with the City, may require additional coordination, preparation, and planning to head off community traffic impacts. Seeing as many of the arts and cultural events draw large crowds, policies that discuss alternative transportation and parking practices may correlate to the City’s sponsored or partnered events. The following goal and policies relate to arts and cultural facilities, events, and programs:  Goal CE 1.2: Reduced summertime visitor traffic impacts.  Policy CE 1.2.2: Shuttle Service: Encourage remote visitor parking and shuttle services.  Policy CE 4.1.3: Seasonal Public Transit: Coordinate with OCTA to provide seasonal, recreational, and special events shuttles. 42 GENERAL PLAN UPDATE / ARTS AND CULTURAL ELEMENT EXISTING CONDITIONS AND BACKGROUND ANALYSIS 11 MARCH 2024 4 Regulatory Review While the inclusion of an Arts and Cultural Element is not required by any federal or state law, nor are arts and culture required to be analyzed as part of the seven mandated elements of a general plan, California Government Code Section 65303 provides jurisdictions the opportunity to include any other elements that relate to the physical development of that jurisdiction. The following sections outline the applicable local and state regulations that guide the planning and operational support for arts and culture within Newport Beach. 4.1 State Regulations The existing Arts and Cultural Element includes public facilities, such as the City’s libraries and community centers, as public assets that provide community-based arts, cultural, and literary enrichment opportunities. Under state law, California Government Code Section 65302(a) requires a city to address a jurisdiction’s proposed general distribution, location, and extent of uses for public buildings and grounds, which include community centers and libraries. The City’s adopted Land Use Element addresses this requirement through adopted Land Use Goal 2 (Policy LU 2.8: Adequate Infrastructure) and Land Use Goal 6.1 (Policy LU 6.1.1: Adequate Community Supporting Uses and Policy 6.1.2: Siting of New Development). 4.2 Local Regulations The City regulates arts and culture activities through the Newport Beach City Council Policy Manual and the NBMC. The City’s local policies outline the role and importance of art and culture within Newport Beach and the process the City follows to support and promote art and culture in the community. The NBMC provides a comprehensive guide for how the City operates, regulates, and supports the cultural and arts industries and the City’s unique cultural identity. 4.2.1 Newport Beach City Council Policy Manual Art in Public Places (I-9) Originally adopted in 1986 and amended in August 2017, Policy I-9 recognizes the positive impact art plays in enhancing public spaces. The policy establishes the City’s intention to incorporate art and artists in the City planning and design processes. The City’s Arts Commission is provided review authority for any future modifications, relocation, repairs, and/or replacement associated with art in public places.1 Financial Support for Culture and Arts (I-10) As amended in August 2017, Policy I-10 recognizes the importance of promoting culture and the arts within Newport Beach and establishes a Reserve Fund to develop an arts and culture master plan, acquire land and/or construct facilities to promote art, and institute other art promotion projects. As approved by the City Council, $55,000 each 1 City of Newport Beach. 2017a. “Art in Public Places (I-9).” In Newport Beach City Council Policy Manual. Last amended August 8, 2017. Accessed October 4, 2023. https://www.newportbeachca.gov/home/showpublisheddocument/2445 /636385635248500000. 43 GENERAL PLAN UPDATE / ARTS AND CULTURAL ELEMENT EXISTING CONDITIONS AND BACKGROUND ANALYSIS 12 MARCH 2024 year shall be provided with the assumption that the community will match the funds equally through contributions or donations. The policy also provides guidance on financially sponsoring art and cultural events, stating that no amount of support shall exceed 50% of the Arts Commissions’ annual budget, and provides a number of priority considerations for granting support.2 Acquisition of Art by the City of Newport Beach (I-11) As amended in May 2015, Policy I-11 supports art placed in public sites or in public buildings. The policy establishes that each conveyance of art to the City, be it through donation, exhibition, loan, sale, or commission, be reviewed by the Arts Commission for recommendation to the City Council.3 4.2.2 City of Newport Beach’s Municipal Code The City supports arts and culture, directly and indirectly, within the NBMC. The following uses and activities relate specifically to supporting culture and arts: Handicraft Industry Defined in Chapter 20.70 (Definitions), the handicraft industry includes establishments engaged in on-site production of goods by hand involving the use of hand tools and small-scale equipment and the incidental direct sale to consumers. Examples of these products include, but are not limited to, candles, ceramics, mosaics, sporting and athletic goods, and wood carving. The handicraft industry is permitted by right in the Office-Airport (OA) zoning district, all commercial retail zoning districts identified in Chapter 20.20 (OA, OG, OM, OR, CC, CG, CM, CN, CV, CV- LV), all mixed use zoning district identified in Chapter 20.22 (Mixed Use Zoning Districts) (MU-W1, MU-W2, MU-V, MU-MM, MU-DW, MU-CV/15th St), and the industrial (IG) zoning district identified in Chapter 20.24 (Industrial Zoning District). As defined in Section 20.40.040 (Off-Street Parking Spaces Required), the off-street parking requirement is 1 parking space per 1,000 square feet. As defined in Chapter 20.40.040 (Off-Street Parking Spaces Required), the off-street parking requirement is 1 parking space per 500 square feet. Artist’s Studio Defined in Chapter 20.70 (Definitions), an artist’s studio is a workspace for artists and artisans, including individuals practicing one of the fine arts or skilled in an applied arts or craft and producing custom-made works; an artist’s studio does not include the handicraft industry. Artist’s studios are permitted by right in all mixed use zoning districts identified in Chapter 20.22 (Mixed Use Zoning Districts) (MU-W1, MU-W2, MU-V, MU-MM, MU-DW, MU-CV/15th St) and commercial retail zoning districts identified in Chapter 20.20 (OA, OG, OM, OR, CC, CG, CM, CN, CV, CV-LV). As defined in Section 20.40.040 (Off-Street Parking Spaces Required), the off-street parking requirement is 1 parking space per 1,000 square feet. 2 City of Newport Beach. 2017b. “Financial Support for Culture and Arts (I-10).” In Newport Beach City Council Policy Manual. Last amended August 8, 2017. Accessed October 4, 2023. https://www.newportbeachca.gov/home/showpublisheddocument/2444 /636385636959430000. 3 City of Newport Beach. 2015. “Acquisition of Art by the City of Newport Beach (I-11). In Newport Beach City Council Policy Manual. Last Amended May 12, 2015. Accessed October 4, 2023. https://www.newportbeachca.gov/home /showpublisheddocument/20998/635745358839670000. 44 GENERAL PLAN UPDATE / ARTS AND CULTURAL ELEMENT EXISTING CONDITIONS AND BACKGROUND ANALYSIS 13 MARCH 2024 Section 5.04.100 (Exemption for Artists and Art Exhibits) also discusses how artists and art exhibits are exempt from acquiring a business license if their exhibition or art display does not result in annual gross receipts in excess of $3,800, as adjusted by the Consumer Price Index. Live/Work Units Chapter 21.70 (Definitions) defines live/work units as structures or spaces within structures that are used jointly for commercial and residential purposes. Live/work units are permitted by right in the following zoning districts: MU-V (Mixed-Use Vertical), MU-MM (Mixed-Use Mariners’ Mile), MU-DW (Mixed-Use Dover/Westcliff), and MU- CV/15th St (Mixed-Use Cannery Village and 15th Street) with limitations. As defined in Section 20.40.040 (Off- Street Parking Spaces Required), the off-street parking requirement is two parking spaces per unit in a garage, plus two spaces for guest/customer parking. While live/work units are not specifically called out in the MU-W1 (Mixed- Use Water) and MU-W2 (Mixed-Use Water) districts, residential units are allowed over commercial units, with the handicraft industry as a permitted use in both zones. Special Events Seeing as the City hosts many large special events benefitting and supporting arts and culture within the community, special events and how they are permitted directly impact the City’s arts and culture program. Chapter 11.03 (Special Events) outlines the permitting process for special events, including the applicability, type of permit, standards and requirements, and permit review procedures needed to host a special event. Section 11.03.060.E (Review Process) outlines steps the City may take to review an application, which could include additional department review, public notice of the proposed event to property owners, and/or additional conditions of approval prior to permit issuance. Among other exempt activities, events held or conducted by or on behalf of the City, a public school, or the state conducted on property owned or leased by such entity are exempt from the permitting provisions. 4.2.3 2014 Master Arts and Culture Plan In 2014, the City partnered with Arts Orange County (also known as Arts OC) to prepare a Master Arts and Culture Plan. The document serves as a valuable roadmap for future planning for the City’s arts and cultural programs, in addition to the larger network of arts organizations and programs. The 2014 Master Arts and Culture Plan looks at existing City policies related to the arts, inventories existing community assets, outlines the role arts play within the City and regional economies, and includes 10 recommendations to strengthen the City’s commitment to a comprehensive and robust arts and cultural landscape. Though the report was produced nearly 10 years ago, the following recommendations are generally still applicable:  Grow public investment in arts and culture  Establish an appropriately-staffed division of arts and culture  Establish arts-friendly city policies  Develop a 21st century arts and culture communication plan  Develop a multi-faceted approach to arts and culture programming  Refine the City’s public art policy  Develop new accessible creative spaces 45 GENERAL PLAN UPDATE / ARTS AND CULTURAL ELEMENT EXISTING CONDITIONS AND BACKGROUND ANALYSIS 14 MARCH 2024  Animate existing City parks, beaches, and other public spaces with unique programming, signature events, and neighborhood festivals.  Establish key partnerships that support arts education  Include aesthetic considerations in City processes that review and approve public and private development of the built environment Additionally, the document includes valuable resources such as short- and mid-term action steps for consideration and access to public survey and public forum/stakeholder interview data, among other information sources. 4.2.4 City of Newport Beach Capital Improvement Program The City’s CIP serves as a living roadmap for the provision of public improvements, special projects, and ongoing maintenance programs, as well as implementation of the City’s master plans.4 The fiscal years (FYs) 2023–2024 through 2028–2029 Capital Improvement Program (CIP) was adopted by the Newport Beach City Council on June 13, 2023. While the CIP addresses a number of capital improvement projects that will enhance the community’s quality of life, the following projects were identified as being related to the City’s arts, cultural, and literary offerings: Balboa Library/Fire Station No. 1 Replacement (Project No. 23F12): This project involves the design and construction of a new facility to replace the Balboa Branch Library and Fire Station No. 1, both located at 110 East Balboa Boulevard. The existing structures, which have been in service for nearly 60 years, have exceeded their useful service lives. To maximize the available space and to take advantage of common public areas, the two buildings will be replaced within a single new facility. In FY 2023–2024, an architect and other professionals will provide preliminary concepts and final design for replacing the facilities at their current location. A total of $6.7 million is allocated for this project within the CIP period. Central Library Lecture Hall (Project No. 19F11): This project provides funding for the design, construction, and construction management of a new lecture hall at the Central Library. Based on the growing success of numerous programs and community events, the Library Foundation and Library Services have collaborated on the development of a separate lecture hall. Just over $11.6 million is allocated for this project within the 2023-2024 CIP period. Facilities Maintenance Master Plan Program (Project No. 24F02): This project prioritizes repairs and/or major maintenance of City facilities based on factors that include current conditions and age of facilities. According to the CIP, this FY’s project list includes planned work at community centers, libraries, and Marina Park, among other facilities. A total of $17.475 million is allocated for this project within the CIP period. Balboa Peninsula Summer Trolley (Project No. 19T13): This project continues operational funding for the Balboa Peninsula Summer Trolley, a free shuttle service traveling from Newport Boulevard to Balboa Village and back. The City contracts with a private operator to provide 20-passenger shuttles for this service. A total of $497,500 is allocated for this project over the CIP period, for a total of $1.463 million (including prior year expenses). 4 City of Newport Beach. 2023a. Fiscal Year 2023-24 Through 2028-29 Capital Improvement Program. June 2023. Accessed on October 24, 2023. https://ecms.newportbeachca.gov/WEB/DocView.aspx?id=2913482&dbid=0&repo=CNB&cr=1. 46 GENERAL PLAN UPDATE / ARTS AND CULTURAL ELEMENT EXISTING CONDITIONS AND BACKGROUND ANALYSIS 15 MARCH 2024 5 Existing Conditions 5.1 Regional Context The public art offerings unique to Newport Beach are part of a much greater creative tapestry that extends across the region. Located in nearby Costa Mesa, the Segerstrom Center for the Arts is Orange County’s largest non-profit arts organization. This regional cultural institution is renowned for its world-class performing arts venues for dance, music, and theater, including the Renée and Henry Segerstrom Concert Hall and the Judy Morr Theater. The center bolstered its offerings in 2022, when the Orange County Museum of Art and South Coast Repertory moved into their new campus. Educational institutions are also significant contributors to the region’s arts and cultural scene. The Laguna College of Art and Design in Laguna Beach offers a series of community education courses that include figure drawing workshops and painting classes. Community members may also access the school’s Dennis and Leslie Power Library during open hours. The University of California, Irvine, Claire Trevor School of the Arts hosts public productions by students enrolled in one of the school’s four departments: art, dance, drama, and music. Other cultural institutions located within 10 miles of Newport Beach include the Bowers Museum in Santa Ana, the Laguna Art Museum in Laguna Beach, and the Irvine Barclay Theatre located on the University of California, Irvine, campus. 5.2 Local Context Artistic and cultural endeavors and traditions have played an important role in shaping community life, values, and the overall culture and economy of Newport Beach. A pioneer of arts and culture in the region, Newport Beach served as the original site of the Orange County Museum of Art (then the Balboa Pavilion Gallery) and the South Coast Repertory, before they moved to their new home at the Segerstrom Center for the Arts in Costa Mesa in 2022. Although these facilities are no longer located in Newport Beach, Newport Beach residents continue to embrace arts and culture through newly adopted traditions and facilities that are at the core of the community. The City has long acknowledged the importance of arts and culture and supported efforts that seek to further enhance the beauty and elegance of its communities. To demonstrate its commitment to expanding its artistic footprint, the City included an Arts and Cultural Element in the 2006 General Plan. In 2014, the City strengthened this commitment by releasing the Newport Beach Master Arts and Culture Plan, a structured framework detailing the community’s vision for cultural and arts programs, including the goals and actions necessary to implement it.5 The comprehensive General Plan Update is an opportunity to build upon past efforts and explore new and innovative strategies that will further cement the legacy and impact of arts and culture in Newport Beach. 5 City of Newport Beach. 2014a. Newport Beach Master Arts and Culture Plan. Prepared by Arts Orange County. November 25, 2014. Accessed September 25, 2023. https://artsoc.org/wp-content/uploads/2021/03/NB_Master_Arts _and_Culture_Plan_2014.pdf. 47 GENERAL PLAN UPDATE / ARTS AND CULTURAL ELEMENT EXISTING CONDITIONS AND BACKGROUND ANALYSIS 16 MARCH 2024 5.2.1 Cultural Arts Funding and Staffing The City allocates funding for the arts via the City’s Library Department in the annual budget. A significant portion of library funding is reserved for administrative operations and management of each branch, including staffing costs; arts and cultural programming receives a significantly smaller portion of budget. In the City’s adopted budget for FY 2023–2024, the Library Department received $10,259,001 in total funding and allocated $254,388, or roughly 2.5%, of that funding to the Cultural Arts division. The City’s adopted FY 2023–2024 budget includes contracted professional services equal to $22,300. The budget also outlines $60,500 for arts-related programming, which is operated through the Department of Recreation and Senior Services budget, and $135,000 for the Sculpture Garden.6 Additional funding for the promotion of arts and culture citywide is provided by the City Council through the Reserve Fund for Culture and Arts. Funding is mandated by City Council Policy I-10, Financial Support for Culture and Arts, which requires an annual contribution of $55,000 to the fund. Per Newport Beach policy, all expenditures from the reserve fund should be matched by the community as individual contributions and donations. The Newport Beach Arts Foundation, initially established to fundraise money in support of the City’s public art program, has contributed to the City’s arts and cultural programs since 2012. Eligible activities covered by the fund must be approved by the City Council and may include the development of a Master Arts and Culture Plan, the acquisition of land and/or construction of artistic and cultural facilities, and the promotion of arts and cultural projects. In FY 2022–2023, the Arts Commission provided $30,000 in funding to several organizations providing cultural and arts grants to the community. Selected organizations include the Balboa Island Improvement Association, which received $3,000 to support the Balboa Island Classical Concert Series, and the Laguna Playhouse, which received $5,000 to support the Our Stories program, a series of theatrical and fine art workshops for students and individuals in youth shelters in the Newport-Mesa Unified School District. Additionally, as of 2022, the Arts Commission initiated a new youth program, the Student Art Exhibition, which provided $525 in funding to students in grades pre-K through 12th. Members of the General Plan Advisory Committee (GPAC) have conveyed a need for increased funding and access to facilities to support the arts in Newport Beach. Potential revenue streams could include private contributions from the community, which would require raised awareness of the arts in Newport Beach and increased funds through City sources such as grant funding, which would require staff resources to track and pursue grants. Efforts to reduce costs for the arts could involve fee waivers for the use of City facilities for art events. Strategies to financially support the arts should be supported through policies of the updated General Plan. 5.2.2 Partners In addition to the Arts Commission and its supporting non-profit organization, Newport Beach Arts Foundation, the City maintains a rich network of private non-profit arts organizations, artists, and other commercial businesses and facilities that facilitate access to the arts. There is a need to further build upon and foster partnerships to enhance arts in Newport Beach. Below is an overview of the City’s key partners related to arts and culture. A more 6 City of Newport Beach. 2023b. Annual Budget Fiscal Year 2023–2024. Last modified August 30, 2023. Accessed September 25, 2023. https://ecms.newportbeachca.gov/WEB/DocView.aspx?id=2912988&dbid=0&repo=CNB. 48 GENERAL PLAN UPDATE / ARTS AND CULTURAL ELEMENT EXISTING CONDITIONS AND BACKGROUND ANALYSIS 17 MARCH 2024 comprehensive listing of all private businesses, galleries, artists, and other arts and cultural supportive institutions is presented in the 2014 Master Arts and Culture Plan, however some of this information may be outdated. City of Newport Beach Departments Both the Library Services and Recreation and Senior Services Departments directly contribute to the success of the arts, literary, and cultural offerings of the City. The Library Services Department provides the primary staffing for the Library and Cultural Arts divisions, helps integrate public art at the various library branches, and hosts lectures, workshops, cultural events, among other activities. The Recreation and Senior Services Department helps facilitate the arts-related programming and coordinate the various events held at parks and community centers. City of Newport Beach Arts Commission The City supports initiatives that aim to expand the reach of arts and culture citywide, many of which are supported by several arts-affiliated organizations. As an affiliate of the Newport Beach City Council, the Arts Commission directly advises the City Council on all matter related to arts and culture and thus shapes much of the artistic landscape of Newport Beach. Established in 1974, the Arts Commission helps raise citywide awareness of the arts through advocacy of relevant programs and acts as the City Council’s advisory body for all artistic matters. Commissioners are appointed by the City Council and may serve up to two consecutive 4-year terms. The Arts Commission advises the City Council on design elements, such as paintings, statues, and decorations, for City property and provides recommendations on policy related to the artistic aspects of the community. The Arts Commission may also approve and initiate activities in Newport Beach including but not limited to visual arts, music, theater and dance, and literary arts. The Arts Commission also maintains a working relationship with the City’s Library Services Department, specifically through support of the Newport Beach Public Library’s Cultural Arts Division. The Arts Commission staff liaison is the library services director, in addition to a cultural arts assistant staff member. Newport Beach Arts Foundation Founded in 1998, the Newport Beach Arts Foundation is a non-profit organization and the fundraising arm of the Arts Commission. Events like the Art in the Park show and the Juried Art Exhibition that are closely affiliated with the Arts Commission are supported by the Newport Beach Arts Foundation. By partnering with local artists and businesses, the Newport Beach Arts Foundation supports the City’s cultural and arts community and helps provide support the conveyance of public art within the Newport Beach Sculpture Exhibit. Board of Library Trustees The Board of Library Trustees are appointed by the Newport Beach City Council to make policy and oversee the administration of the Newport Beach Public Library system. The Board of Library Trustees considers the annual budget for library services and provides recommendations to City Council and the City Manager, as needed. 49 GENERAL PLAN UPDATE / ARTS AND CULTURAL ELEMENT EXISTING CONDITIONS AND BACKGROUND ANALYSIS 18 MARCH 2024 Newport Beach Public Library Foundation Closely affiliated with the Newport Beach Public Library, the Newport Beach Public Library Foundation is a joint public-private partnership with the City that provides additional funding and support to the library. The organization was instrumental in the funding and development of a new Central Library that opened in July 1994 and has since continued to provide sponsorship of literary and cultural programs citywide. Programs curated by the foundation include book discussion groups, a creative writing contest for teens, and the Witte Lectures, a series of lectures that invite authors of critically acclaimed books to discuss contemporary issues such as racial disparities and climate change with the audience, among other programs. Friends of the Library The Friends of the Library was begun in 1957 by a dedicated group of volunteers. The mission of the Friends of the Library is to donate all revenue to the library to fund various needs and projects. The group operates a used bookstore out of the Central Library. The group also sells books of special value via Amazon or an auction house where proceeds filter to the group. Additionally, the group has partnered with Ralphs, a chain grocery store, where shoppers can link their Ralphs Rewards card to the Friends of the Library to participate in Ralphs Community Contribution Program that provides funding to a participating organization. The Friends of the Library also hosts triannual book sales. Newport Beach Sister City Association The Newport Beach Sister City Association is a non-profit, volunteer organization with the goal to promote international communication, understanding, education, and friendship between the people of Newport Beach and the people of foreign cities. These principles are put into action through facilitating cultural exchanges, fostering business collaborations, encouraging student and teacher exchanges, providing student scholarships, hosting families, and conducting fundraising initiatives. The City holds sister city affiliations with Okazaki, Japan; Antibes, France; and Ensenada, BC, Mexico. However, there are few updates regarding recent efforts by the Sister City Association, which presents opportunities to better foster this relationship through policies of the updated General Plan. Key Partner Organizations In addition to the Arts Commission, the other two organizations listed as key partners in the 2014 Master Arts and Culture Plan include the Newport Beach Public Library and Visit Newport Beach, the City’s tourism information center. Other partners include the Newport-Mesa Unified School District, whose partnership with the City allows for public use of the facilities at Corona Del Mar Middle and High School, including those housed within the school’s performing arts center. Arts Orange County, the county’s official arts agency and a non-profit arts council, has emerged as a major partner in recent years, serving as a primary collaborator on the 2014 Master Arts and Culture Plan and curator of the selection of sculptures at the Newport Beach Civic Center Park. The 2014 Master Arts and Culture Plan also identified potential regional partners such as the Claire Trevor School for the Arts at the University of California, Irvine, and the Segerstrom Center for the Arts. Other key partnership opportunities exist and should be pursued with organizations such as the University of California Irvine, the Costa Mesa School District. School districts in Newport Beach can play an important role in the arts to help support youth programming through the use of facilities and can be recipients of essential arts 50 GENERAL PLAN UPDATE / ARTS AND CULTURAL ELEMENT EXISTING CONDITIONS AND BACKGROUND ANALYSIS 19 MARCH 2024 funding. Efforts to support youth arts should consider neighborhoods across the City to ensure that all children have access to arts programs. Additional partnership opportunities should be pursued and this should be supported by policies in the updated General Plan. 5.2.3 Educational Programs and Activities Throughout the year, the Cultural Arts division supports a variety of special lecture programs, discussion groups, and workshops on varying topics (see Section 4.2.6, Libraries, for a more detailed account). Additionally, the City’s Department of Recreation and Senior Services offers classes in all art disciplines year-round for all ages and abilities. Fee-based class offerings range from drawing and painting to theatre, dancing, and creative writing. Classes are outlined in the Newport Navigator, an online and in-print seasonal reference guide. Classes are offered in-person and online. City-sponsored programming takes place at the Civic Center, OASIS Senior Center, and the Newport Coast Community Center, among other facilities and locations. In addition to the programming provided directly by the City, Newport Beach’s public and private schools host a number of educational offerings such as at Newport Harbor High School and Corona Del Mar Middle and High School, as well as Sage Hill School and Pacifica Christian High School. Schools typically offer classes in dance, theatre, studio art, music, and more. The Performing Arts Academy at Newport Harbor High School is comprised of several departments: theatre arts, vocal music, instrumental music, and dance. Students of these programs learn and perform at the school’s Norman R. Loats Performing Arts Center, a state-of-the-art facility that contains a dance studio, music room and studio, a piano lab, the Black Box Theater, and the Robert B. Wentz Theater. The Performing and Multimedia Arts Academy at Corona Del Mar Middle and High School offers structured pathways designed to help students specialize in multiple arts areas including dance, musical theatre, visual and media arts, and vocal music. Students can hone their skills by participating in one of the school’s organizations like the Backstage and Performing Artists Company or the Orchesis Dance Company. Productions and performances of these groups typically take place at the Corona Del Mar High School Performing Arts Center, which may be rented out to the community for public use. While there are a variety of educational programs and activities related to arts and culture, there is opportunity to further build upon awareness of events in Newport Beach. Increased awareness of arts and culture in Newport Beach can help to create a strong sense of community, connection, and understanding. Marketing in the form of social media as well as more traditional methods can help reach a variety of demographic groups to bring the community together for the arts and this can be supported through policies of the updated General Plan. 5.2.4 Events and Festivals Arts and cultural activities are hosted throughout the year and include art exhibits at the Newport Beach Central Library, Sunday Musicales, the annual Newport Beach Art Exhibition, and Summer Concerts on the Green, a summer concert series presented by the City’s Arts Commission. These events are free and open to the public, facilitating open access to arts and culture. 51 GENERAL PLAN UPDATE / ARTS AND CULTURAL ELEMENT EXISTING CONDITIONS AND BACKGROUND ANALYSIS 20 MARCH 2024 Sunday Musicales, Summer Concerts on the Green, and Movies in the Park The Sunday Musicale program is a free program presented by the Newport Beach Public Library that showcases performers of classical and instrumental music. Events within the program take place at the Central Library for 1 hour on select Sundays throughout the year. A similar program, Summer Concerts on the Green, is presented by the City’s Arts Commission and hosts non-classical musical performers and acts. Unlike the Sunday Musicale program, this event takes place outdoors on the Newport Beach Civic Center Green and, on occasion, other venues such as Marina Park. The Department of Recreation and Senior Services also holds Movies in the Park, a series of free movie offerings located at different parks throughout the community. Newport Beach Art Exhibition The Newport Beach Civic Center also serves as the venue for the Newport Beach Art Exhibition, an annual event and juried art exhibition that provides artists with an opportunity to showcase and sell original work to the public. Due to the juried nature of the event, artists may also compete for awards in categories for paintings, drawings, three- dimensional art, and photographs. The event also supports the Newport Beach Arts Foundation, with 20% of each sale made at the event donated to the organization, which operates as the fundraising arm of the Arts Commission. Student Art Exhibition In 2022, the Arts Commission initiated a new youth program known as the Student Art Exhibition. Through this program, students in grades pre-K through 12th are encouraged to submit their two-dimensional original artwork in the following mediums: painting (acrylic, oil, watercolor), drawing (ink, pencil, charcoal, pastel, markers, crayons), or collage. In 2022, a total of nine winners (and three honorable mentions) were awarded a total of $525 collectively through three categories (Pre-K–3rd grade, 4th–7th grade, and 8th–12th grade). Art in the Park Similar to the Newport Beach Art Exhibition, Art in the Park, an annual public art exhibition sponsored by the Newport Beach Arts Foundation, features paintings, ceramics, textiles, glass, wood, and jewelry works, among other mediums, that can be purchased by attendees. The event typically takes place at the Civic Center and includes over 100 artists, art activities for children, food, and music. Other Non-City-Sponsored Arts Events Contributing to the larger arts scene, there are many other non-City-sponsored annual events. Such events can be supported by the updated General Plan through policies that support advertising, education, and the use of City facilities, where appropriate. These events include, but are not limited to, the following:  Annual Lighting of the Bay  Annual Newport Beach Sandcastle Contest  Balboa Island Artwalk  Balboa Island Parade  Baroque Music Festival  The Decorative Arts Society Lecture Series 52 GENERAL PLAN UPDATE / ARTS AND CULTURAL ELEMENT EXISTING CONDITIONS AND BACKGROUND ANALYSIS 21 MARCH 2024  Fall Faire and Artisan Marketplace at the Environmental Nature Center  Fashon Island’s Holiday Tree Lighting  Hyatt Regency Newport Beach Jazz Festival  Hyatt Regency Summer Concert Series  Imagination Celebration  Lunar New Year Celebration at Fashion Island  Newport Beach Classical Car and Truck Festival  Newport Beach Film Festival  Newport Boat Parade  Newport Dunes Movies on the Beach and Tunes at the Dunes  Taste of Balboa  Watercolor West International Juried Exhibition at the Art Gallery at Coastline College  Wooden Boat Festival 5.2.5 Facilities The City owns and operates an array of different facilities, both indoors and outdoors, to support the multitude of arts and cultural offerings throughout Newport Beach. From the beaches, wharves, parks, and piers to the City’s four libraries, conference rooms, and community centers (including the OASIS Senior Center), the City provides opportunities for classes, events, and other arts- and culture-related programming. The City also features art at some of its facilities, however, there is opportunity for the City to expand the locations of rotating art shows to ensure that art is being showcased at a variety of facilities that are accessible to populations across the City. Once owned by the City but sold in 2016, the Balboa Theater is currently being renovated as a performing arts and special event theater that will seat around 325 people. Once complete, the new theater will provide a space for live musical performances, theatrical and film presentations, and private corporate events, community events, and private celebrations. Approved by the City Council in 2013, the Sculpture Exhibition in the Newport Beach Civic Center Park is a free public space that features a rotating selection of public art selected by the Arts Commission. The exhibition, also referred to as a “museum without walls” is comprised of pieces from artists throughout the country; the pieces are typically on display for 2 years before being returned to the artists and replaced by a new phase, or set, of sculptures. Members of the GPAC have noted that in some instances artists have offered to donate their sculptures to the City, however due to the lack of resources needed to maintain the art long-term. In recent years, Arts Orange County, the county’s official local arts agency, has assisted with the exhibit’s curation. The Central Library and City Hall also include space for rotating art exhibitions. In addition to the Sculpture Exhibition, public art can be found on display throughout Newport Beach in locations such as Castaways Park, Balboa Island, and the Environmental Nature Center. The City created and hosts an interactive storymap online with locations, pictures, and descriptions of the art pieces for users to navigate. 53 GENERAL PLAN UPDATE / ARTS AND CULTURAL ELEMENT EXISTING CONDITIONS AND BACKGROUND ANALYSIS 22 MARCH 2024 Other Facilities Arts and cultural institutions such as the Newport Theatre Arts Center, a local community theatre with a constant rotation of shows and events, and the Balboa Island Museum, a facility dedicated to preserving the history and culture of the island, provide individuals with access to information and resources that are unique to Newport Beach and the region. As discussed in Section 4.2.3, Educational Programs and Activities, schools also serve as a valuable resource for performing arts spaces and present opportunities for shared use of parks, theaters, and other facilities that should be supported through the policies of the updated General Plan. Local businesses such as the Gong Art Gallery and the Huse Skelly Gallery contribute to the local tapestry of arts and culture in Newport Beach. Both facilities host exhibitions featuring pieces by local and guest artists, and the Huse Skelly Gallery offers fee-based in-person and online workshops and classes for individuals to learn and refine their skills. While there are existing facilities in the City, as further supported by Appendix A, smaller event venues have not bounced back from the drop in post-pandemic sales in the same way that larger venues have. There are plans to improve upon the existing Theater Arts Center, which presents an opportunity to consider improvements that can meet a variety of local arts and culture needs. 5.2.6 Libraries Libraries in Newport Beach offer much more to the community than books; they act as places where residents gather, exchange ideas, socialize, and escape summer heat. The Newport Beach Central Library is considered by many to be the heart of the community. Given its proximity to City Hall, the Newport Beach Central Library is indicative of the community’s engaged role in City functions. The Central Library is bustling on any given day and attracts residents for public events, offering opportunity for residents to feel connected to their local government. The Newport Beach Public Library system is comprised of a Central Library and three additional branches including the Balboa branch, the Corona del Mar branch, and the Crean Mariners branch. The Crean Mariners branch shares the facility with the Mariners Elementary School, which has exclusive access to the children’s library during school hours. As the host to a robust and extensive array of public offerings (including literacy services and tutoring; an accredited high school diploma and career certificates programs [Career Online High School]; children, teens, and adult services; events; lectures; and workshops), the library system plays a major role in shaping Newport Beach’s cultural identity. As a social, educational, and cultural hub for Newport Beach, the library system provides opportunities for community members to gather, while opening up new ways for people to explore new interests and topics, further enriching their lives. In addition to the branch locations listed above, drop off and pick up services are provided at three other locations: the Newport Coast Community Center, the OASIS Senior Center, and the Marina Park Community and Sailing Center. The system’s facility network serves many of Newport Beach’s residential and commercial areas, facilitating access to library services. The four libraries provide access to both in-print and digital books and media. In addition to accessing items like desktop and laptops, the City also provides access to check out “Tech Toys” such as GoPro cameras, media converters, tablets, external hard drives, digital instruments and recording devices, and gaming 54 GENERAL PLAN UPDATE / ARTS AND CULTURAL ELEMENT EXISTING CONDITIONS AND BACKGROUND ANALYSIS 23 MARCH 2024 devices. As of FY 2021–2022, the four libraries served 118,379 active borrowers and circulated 1,195,178 materials and 772,496 electronic materials.7 Civic Facilities In addition to providing a wide range of services at four dedicated branch locations and limited services at three community centers, the Newport Beach Public Library also operates as a major public arts and culture institution to promote lifelong learning in Newport Beach. The Cultural Arts Division of the library promotes citywide arts and cultural events and programming throughout the year. Many of the programs previously mentioned in this report are hosted at library facilities such as the Newport Beach Central Library, where artists have the opportunity to showcase their work in temporary exhibitions. Sherman Library and Gardens Though not City-owned and operated, the Sherman Library and Gardens is a historical research library containing multiple collections of books, photographs, maps, and newspapers specializing in the history of the Pacific Southwest. The library’s art collection features paintings by local artists and notable artists such as William Wendt. The botanical garden includes over 100 species of palms, an orchid collection, sculptures, and a koi pond; it also serves as the backdrop for performances, festivals, and other art displays. 5.2.7 Museums Balboa Island Museum Over the last decade, Newport Beach has experienced the closure and relocation of two museums, including the closure of the Newport Sports Collection Museum in 2014 and the relocation of the Orange County Museum of Art in 2022. However, Newport Beach is home to several other facilities including one active museum—the Balboa Island Museum—which was established in 2018. Located on Balboa Island, the museum was founded to document, preserve, and promote the history and culture of the island, Newport Beach, and Orange County. The museum is located within a historic building on the island’s Main Street. Sherman Library and Gardens Additionally, as discussed earlier in Section 4.2.6, the Sherman Library and Gardens includes archival collections covering a wide range of subject matter, generally relating to the 19th and 20th century history of the Pacific Southwest. 7 Newport Beach Public Library. 2023. “Facts & Figures.” Accessed October 24, 2023. https://www.newportbeachlibrary.org /about/news-and-press/facts-and-stats#:~:text=Current%20Library%20Budget%3A%20%249%2C898%2C816 %20Service,Population%3A%2083%2C727%20Active%20Borrowers%3A%20118%2C379. 55 GENERAL PLAN UPDATE / ARTS AND CULTURAL ELEMENT EXISTING CONDITIONS AND BACKGROUND ANALYSIS 24 APRIL 2024 6 Issues and Opportunities The City maintains a vibrant arts and cultural environment that holds a central position in the daily lives of its residents, workers, and visitors. Opportunities to strengthen this foundation exist by enhancing access to arts and cultural experiences and exploring new dimensions of artistic and cultural offerings. Based off a thorough review of the City’s adopted General Plan elements, the existing regulatory framework, and the wealth of available community arts, cultural, and literary assets today, prospective issues and opportunities that should be considered in the City’s General Plan Update include the following:  Securing sustainable funding to secure longevity of art and cultural programming  Expanding partnerships to create synergies in arts and culture  Bridging the gap between arts and culture and economic development to attract and retain a talented workforce  Increasing educational opportunities around arts and culture to build on the strong sense of community Chapter 6, Recommendations, identifies both the issues and opportunities and recommended policies and strategies to address each topic. 56 GENERAL PLAN UPDATE / ARTS AND CULTURAL ELEMENT EXISTING CONDITIONS AND BACKGROUND ANALYSIS 25 APRIL 2024 7 Recommendations Propelling the Arts and Cultural Element forward necessitates a comprehensive approach and a commitment to sustained growth. The recommendations discussed within this report build off the strong foundation set forth in the adopted Arts and Cultural Element and the already established structure of the City’s cultural and arts program, which is supported by City staff, dedicated Arts Commissioners, and numerous other arts, cultural, and literary partners. Recommended solutions range from short-term actions (implementable within two years) to longer-term commitments (actions that may take five or more years to implement) by the City. To secure the longevity of a growing cultural and arts program, the City is asked to consider a thorough evaluation of sustainable funding options to ensure a stable financial foundation for additional arts- and culture-related initiatives and programs. Moreover, investing in dedicated cultural and arts staff is essential to guide and steer these endeavors effectively. Expanding partnerships with various stakeholders would cultivate a synergistic environment. By analyzing and integrating art and culture within the larger economic development landscape, the City has the opportunity to attract and grow a vibrant creative class, attract additional visitors, and support local talent. Increasing public awareness about the cultural significance of arts is pivotal, as well as expanding access to broader audiences. Opportunities exist on a number of levels to further establish and support cultural, arts, and literary services within Newport Beach. Together, these recommendations will help bolster a vibrant, sustainable, and culturally enriched future within Newport Beach. 7.1 Maintain a standalone Arts and Culture Element As discussed in Chapter 2, General Plan Review, Newport Beach currently has a standalone Arts and Cultural Element. While a number of cities maintain standalone arts and culture elements, other cities weave support for the arts and culture into the Land Use/Community Design Element, Recreation/Civic Facilities Element, and Economic Development Element, among other options. While integrating related components of the Arts and Cultural Element into other elements of the General Plan has benefits that promote cross-sector collaboration and facilitate the seamless incorporation of arts and culture into other aspects of city planning, maintaining a standalone Arts and Culture Element signifies the prominence and legacy role that arts plays within the City. In order to build upon the City’s existing foundation and help promote arts as an integral fixture within the community and the region, it is recommended to maintain a standalone Arts and Culture Element. Arts is perceived by many in the community as the language that brings people together to develop understanding, connection, and a sense of community and this can be fostered through a standalone Arts and Culture Element Additionally, it is recommended to update the title of the element to change “Cultural” to “Culture” in the title so as not to confuse the reader with the identification, preservation, or protection of any cultural or archaeological resources. Working with the community to identify and define culture in Newport Beach will also be of importance to assist in the development of goals and policies that will meet the long-term needs of the community. 57 GENERAL PLAN UPDATE / ARTS AND CULTURAL ELEMENT EXISTING CONDITIONS AND BACKGROUND ANALYSIS 26 APRIL 2024 7.2 Implement and Update the 2014 Master Arts and Culture Plan Nearly a decade after the 2014 Master Arts and Culture Plan was prepared by Arts Orange County, the findings and recommendations are largely still relevant and applicable today. The 2014 Master Arts and Culture Plan was carefully crafted with input from a number of different arts- and culture-focused stakeholders, partners, and practitioners. While progress has been made, new technologies and arts advancements have arisen, and changes within the City landscape have occurred since the report was developed, the recommendations could be further implemented and integrated with modifications and updates in accordance with the following below sections. In order to capture today’s issues and opportunities, it is recommended to update the 2014 Mast Arts and Culture Plan on a regular basis (every five to ten years) in order to remain current with the evolving arts and culture scene and capitalize on new technologies and advancements in the field. A regularly updated master plan can address the short-term and long-term needs of all the districts across Newport Beach and can develop strategies for building upon partnerships, identifying opportunities for needed facilities, connecting the community to the arts, and increasing funding opportunities. 7.2.1 Grow Public and Private Investment in Arts and Culture At the time the 2014 Master Arts and Culture Plan was written, the City’s cultural and arts program was funded by the General Fund, the Reserve Fund for Cultural Arts, and the Public Arts and Cultural Facilities Fund (previously referred to as Council Policy I-13, adopted in 2013). The Public Arts and Cultural Facilities Fund set aside 2 percent of the unallocated public benefits fees (also considered a Percent-for-the-art program) for the acquisition and maintenance of permanent art structures and installations in public places. Gifts and other monetary contributions also factored into the City budget. In 2014 the City was also interested in allocating $150,000 from the City’s Tourism Business Improvement District (TBID) to support the arts. Since then, the Public Arts and Cultural Facilities Fund is no longer active, reducing the available funding for the cultural and arts program. Adding to this equation, the City also receives support from the Newport Beach Arts Foundation. An opportunity remains to encourage more support for the Arts Foundation through increased marketing and outreach, donation of in-kind resources, reduced City-imposed fees, and increased access to needed facilities. The 2014 Master Arts and Culture Plan recommended forming a task force to look at the City’s current arts funding formulas and policies and providing recommendations for the use of existing and potential funding sources, streamlining the annual budgeting process, establishing a clear working relationship with the Newport Beach Arts Foundation, and garnering private donations through prominent art philanthropists. Building upon these next steps, the City has the opportunity to expand funding opportunities to expand access to programming, provide quality signature events, expand partnerships, and generally increase public awareness of the arts and culture related offerings. Funding mechanisms could include revenues from developer fees (also known as Percent-for-the-Art) and other public-private partnerships, endowments, and grants. The Percent-for-the-Art program could be developed separately for public projects, where a certain percentage of the construction value (typically 1 to 2 percentage points) of a capital improvement project is set aside for public art at the site or placed in an arts fund, and for private projects, where new development would require public art or an in-lieu fee. 58 GENERAL PLAN UPDATE / ARTS AND CULTURAL ELEMENT EXISTING CONDITIONS AND BACKGROUND ANALYSIS 27 APRIL 2024 Additionally, while public funding opportunities can demonstrate a sustained commitment to the arts, the updated General Plan can incorporate policies for the pursuit of private funding mechanisms, such as donations or endowments, while finding creative ways to honor and celebrate such contributions. Funds should consider not only the pursuit of and support for the arts but also, the long-term maintenance of art. 7.2.2 Establish an Appropriately Staffed Arts and Culture Division Aligned with the recommendation to appropriately staff the Cultural Arts division, the City could consider adding a full-time, part-time, seasonal, or otherwise culture and arts position (either through consultant/contracted services or directly through the City) to allow the City to expand its offerings and partnerships, leverage state and federal grantmaking opportunities, provide more structured support to the Arts Commission, and coordinate enhanced communication on events. Currently, the City does not have a dedicated full-time cultural arts position, where City programs of similar size and budget are staffed from anywhere between 1 and 3 full time employees. Such a staff person should be well-versed in grant writing, event planning, and should have a pulse on local happenings in the arts. This role could also include regular updates such as a “Monthly Art Watch” to report out to the City Council and increase awareness of the arts across the community. Without a dedicated staff member, many of the recommendations within this report would fall upon the combined efforts of other department staff and/or volunteer efforts. Based off the City’s existing organizational framework and the organization of other similar cities, the position could be placed under the Recreation and Senior Services Department and would provide cross-departmental support with the Library Services and Community Development department (in close collaboration with the City Manager’s Office which provides economic development support). 7.2.3 Establish Arts-Friendly City Policies This recommendation largely focuses on establishing a task force to address policies that further support artists, non-profits, and other regional partners. Suggested policy considerations include reduced costs for public facility use by artists, encouraging additional live/workspaces for artists, addressing parking and transportation issues related to events, and promotion of non-City sponsored arts and culture events. Building upon this recommendation in the context of supporting the larger creative economy, additional policy recommendations are included in Recommendation 7.3, Reinforce the Role the Arts Play in Economic Development. 7.2.4 Develop a 21st Century Arts and Culture Communication Plan To further increase accessibility to the arts for all ages, abilities, and economic backgrounds, the City could benefit from a comprehensive and coordinated outreach campaign and framework as outlined in the 2014 Master Arts and Culture Plan. Building off the existing Policy CA 1.3 Promotion of Cultural Arts -- Build public awareness and encourage participation in the City’s arts, cultural, and literary activities, it is recommended to enhance and further define this policy to promote greater awareness of the arts of all cultures through the development of a comprehensive and coordinated outreach campaign and framework. The goal of the Communication Plan should be to better connect the community to the arts by providing access and visibility to programming, events, and 59 GENERAL PLAN UPDATE / ARTS AND CULTURAL ELEMENT EXISTING CONDITIONS AND BACKGROUND ANALYSIS 28 APRIL 2024 opportunities to contribute to the larger arts community. As the recommendation suggests, an effective outreach campaign and framework should be coordinated across operations of all public facilities (including parks, community and recreation centers, and libraries) and should utilize the City’s existing relationships with the media (both print and digital), social media channels, and other local and regional partners to expand the marketing reach. Another recommendation would be to coordinate with City staff on increasing signage of upcoming events and programming throughout all seven of the city’s districts to promote awareness and grow the reach of cultural arts within the city. 7.2.5 Develop a Multi-Faceted Approach to Arts and Culture Programming In an effort to maintain existing respected and popular programs and establish new unique programming opportunities, the City should continue to support programs like Art in the Park, Newport Film Festival, and library lectures, for example, while also remaining open to prospective new signature events and programs. Additionally, new or improved event venues in Newport Beach could help attract new events and programs. The City could further invest in the Cultural Arts grants, which has recently grown from $25,000 annually to $30,000 annually. Should additional funding for the cultural and arts program be made available through recommendation #1 of the Master Arts and Culture Plan, individual grant awards could increase in addition to the fund itself. The City can also establish “purposeful strategic partnerships” to play a role, not just in potential venue sharing, but incorporating feedback for the larger arts and cultural planning and programming within the City. The task of evaluating and exploring partnerships and other initiatives will likely require a substantial commitment from a full- time staff person with experience managing relationships, which could build off of Section 7.2.2. 7.2.6 Refine the City’s Public Art Policy Adopted Council Manual Policies I-9 and I-11 address the responsibilities of the Arts Commission in advising City Council in both public art selection and placement. While both policies have been updated since 2003 and 2013 respectively, the City Council is considering policy additions to the policy I-9 that address suitability criteria. Currently, site selection is left to the Arts Commission to determine suitability without formal principles or standards to guide the process. With the adoption of suitability criteria, this could create a more objective process that considers Citywide needs across various opportunity sites with a variety of types of art, rather than siloed consideration on a project-by-project basis. If the City wanted to further refine the public art policy, the City could consider the development of a Master Plan for Art in Public Places to identify future locations for public art in all seven of the City’s districts. This could be developed through a coordinated and thoughtful approach with input from all relevant city departments, the Arts Commission, Arts Orange County, and the arts community. Additionally, Council Manual Policies I-9 and I-11 could be updated to include criteria and guidelines for the commissioning and conveyance of public art within the City. Updated policies should include provisions for how public art is maintained over long periods of time, as maintenance of certain types of public art can be cost prohibitive to growing the City’s current collection. 60 GENERAL PLAN UPDATE / ARTS AND CULTURAL ELEMENT EXISTING CONDITIONS AND BACKGROUND ANALYSIS 29 APRIL 2024 7.2.7 Develop New Accessible Creative Spaces The 2014 Arts and Culture Master Plan identified several expressed needs within the City in terms of facility space to be used for art exhibits, venues, events, and performances. Of particular mention was the need for a large, 350- seat flexible performance space and a teen center. Since the 2014 Master Arts and Culture Plan was released, progress has been made on the newly renovated Balboa Theater and the new Central Library Lecture Hall. The City could revisit facility needs to understand how to accommodate the growing needs of the arts community (e.g. via venue sharing agreements) and compare findings against an updated market analysis. Through this analysis, the City could identify any new facilities or existing facilities to be retrofitted to include spaces that can accommodate arts and culture activities. Other examples of potential new facilities could include a youth-focused facility. As a short-term option for additional temporary artist space, the City could consider amending the NBMC or developing policies allowing temporary use of vacant ground floor commercial or lobby space for art exhibits, display space, and “pop up” culture activities. This option would provide artists with a low impact solution for temporary, tactical spaces to support their craft, while making use of available and underutilized commercial spaces throughout the City. 7.2.8 Animate Existing City Parks, Beaches, and Other Public Spaces Outreach from the 2014 Master Arts and Culture Plan suggested that residents wanted to see expanded programming, signature events, and neighborhood festivals throughout the City’s parks, beaches, and other public spaces. Opportunities remain to further activate park spaces with cultural arts-related, interactive offerings such as puppet theaters, pop-up art installations, and other more youth focused activities. Public art is primarily used as a mechanism to activate public spaces, yet most pieces are stationary and take the form of conventional pieces such as statues or sculptures. In recent years, many cities have commissioned interactive art installations that encourage the community to have fun and experience joy through physically playing with the art. Interactive art is at the heart of the playful city concept, which acknowledges the physical and mental benefits of playing and addresses the lack of these opportunities, especially for adults, by embedding them throughout the city throughout each of the seven districts– outside of designated playful spaces such as parks and playgrounds – in the form of art. Many interactive art pieces are set up to provide quick, yet enjoyable, experiences that can be found in everyday settings. The 2014 Master Arts and Culture Plan noted that community members are interested in seeing arts in surprising locations. In addition to facilitating human connection, public art may also be used to raise public awareness, educate individuals, and stimulate thought and conversation on contemporary issues. Educational arts installations could be erected on walking and nature trails to help connect the viewer to their surroundings, and could even serve to connect the viewer to historic buildings, properties, or other landmarks. Public spaces could be further animated through digital experiences and technologies. Cities around the world have embraced hybrid and digital art experiences that combine technology, and sometimes music, with traditional forms of art to create innovative and interactive installations. The City’s library system offers access to enhanced software systems, recording and music production services, along with other services. To further enhance the City’s public 61 GENERAL PLAN UPDATE / ARTS AND CULTURAL ELEMENT EXISTING CONDITIONS AND BACKGROUND ANALYSIS 30 APRIL 2024 art programming, the City could consider ways to incorporate digital experiences and technologies to augment the City’s educational offerings. Opportunities include providing virtual reality access at libraries (e.g. within the City’s existing Media Lab) or mobile audio tours of existing City landmarks and public art exhibits accessible via QR codes and mobile phone applications. By expanding digital access to arts and culture, the City can enhance comfortability around new technologies and increase participation in culture and arts. 7.2.9 Establish Key Partnerships that Support Arts Education To increase opportunities to engage youth in the arts, the City is encouraged to proactively seek opportunities to encourage venue-sharing for arts facilities and continued collaboration with educational institutions, such as the Newport-Mesa Unified School District, University of California, Irvine, and the Costa Mesa School District. This could include an appointed City staff liaison, such as an appointed staff person as described in Section 7.2.2, to coordinate with the Newport-Mesa Unified School District on implementation of their strategic arts plan for public schools. 7.2.10 Include Aesthetic Considerations in City Processes It is important to incorporate input by arts and culture experts early in the development review process. The 2014 Master Arts and Culture Plan details that input should be sought from “everything from buildings to playground equipment, from way-finding and interpretive signage to bus shelters and park benches.” Artists can play a significant role in the planning process, contributing to the vibrant, inclusive, and aesthetically pleasing urban environments. Through collaborative efforts with urban planners and residents, artists can help shape public spaces that mirror the City’s distinct character while fostering a sense of identity and belonging. 7.3 Increase Access to Arts and Cultural Programming Increased access to culture and arts can provide a number of benefits including encouraging diverse cultural expression, increasing community and social cohesion, youth development and empowerment, among other benefits. The City could build upon existing efforts such as the Student Art Exhibition, events that are free to the public, and could strategically plan public events in locations that are accessible by various modes of transportation. Further, the City should consider varying demographics through the advertising for arts and cultural programming such as an increased social media presence for younger generations and mailers or other considerations for seniors that may not be on social media. As of 2022, the City’s demographics largely reflect the following: 81.6% as White, 9.7% Hispanic or Latino, and 8.1% as Asian8 9. Twenty percent of residents are under the age of 18 years old, and 23.6% of residents are 65 years of age and over. Events could consider those that may not be able to or wish to drive, those that need access to free events, and events that are tailored to a variety of ages, cultures, and other characteristics. 8 The remaining racial and ethnic makeup includes 0.8% Black or African American alone, 0.3% American Indian and Alaska Native alone, and 0.1% Native Hawaiian and Other Pacific Islander alone. 9 “City of Newport Beach, California – Quickfacts.” U.S. Census Bureau. Accessed October 9, 2023. https://www.census.gov/quickfacts/fact/table/newportbeachcitycalifornia/PST045222. 62 GENERAL PLAN UPDATE / ARTS AND CULTURAL ELEMENT EXISTING CONDITIONS AND BACKGROUND ANALYSIS 31 APRIL 2024 7.4 Reinforce the Role the Arts Play in Economic Development Arts and culture are a major contributing factor in Newport Beach’s growing local economy, providing employment opportunities and generating revenue from tourism and sales. According to the 2014 Master Arts and Culture Plan, the creative economy (defined as the business, individuals, creative professions, and organizations and manufacturing industries that support the cultural and artistic production of goods and services) contributes nearly $57 million to the larger local economy annually. Support for the creative economy can attract and maintain Newport Beach’s creative class while further developing the City’s reputation as an arts and culture supportive environment. In order to support and expand the creative economy, the City can consider policies and implementation measures that promote job growth and help attract the creative class such as the following:  Facilitate access to resources, services, and technical assistance for creative industries, entrepreneurs.  Study available options to provide in-kind resources and services to the arts, including equipment/decorations, security, space, and the reduction of City-imposed fees.  Support a regular analysis of the economic benefits of arts and culture.  Support new and existing signature events that enhance the image of Newport Beach and help stimulate the economy.  Support the development of live/work spaces and other flexible creative spaces.  Support cultural tourism opportunities by reviving the Arts Commission’s Museum Tours and supporting other guided, self-guided, or fee-based touring efforts. 63 GENERAL PLAN UPDATE / ARTS AND CULTURAL ELEMENT EXISTING CONDITIONS AND BACKGROUND ANALYSIS 32 APRIL 2024 Appendix A Arts and Cultural Economic Analysis 64 Pro Forma Advisors LLC Page 1 PFAID: 10-629.01 To: Dudek From: Lance Harris - Pro Forma Advisors Date: March, 20 2024 re: Newport Beach General Plan Update Economic Support – Arts and Culture Element Memo Organization This memorandum includes four sections. The first section presents population growth and socioeconomic information that may impact the updated Arts and Culture Element in the City of Newport Beach (Newport Beach). The second section reviews national trends and emerging arts and culture formats. The third section provides a review of Newport Beach’s existing arts and culture supply, illustrative examples of their utilization, and any planned or proposed developments. Finally, the last section provides a comparative analysis to better evaluate Newport Beach’s relative supply of select arts and culture industries. Market Overview Population Newport Beach experienced its greatest growth in the late 1990s and early 2000s, which preceded the General Plan. Since 2005, the year prior to the General Plan’s adoption, population in Newport Beach has increased by approximately 1,700 people or less than 100 people per year. This historic growth is small, reflecting a compound annual growth rate of approximately 0.1 percent. The following Figure 1 presents the Newport Beach population and associated growth in comparison to Orange County (County). Total population increased by only two percent since 2005, which is approximately a third of the growth rate of the larger County region. Figure 1: Historic Population Growth (2005 – 2023) Note: Population estimates referenced are from the Department of Finance and reflect the Newport Beach population as of January 1st of each year. Source: California Department of Finance (E-4) 81,678 83,411 102 106 0 20,000 40,000 60,000 80,000 100,000 100 102 104 106 108 110 Po p u l a t i o n Gr o w t h I n d e x (2 0 0 5 = 1 0 0 ) Newport Beach Newport Beach Growth Index Orange County Growth Index 65 memo Pro Forma Advisors LLC Page 2 PFAID: 10-629.01 Newport Beach Population and Age Projections For comparison purposes, the 2020 Census data on population and age is presented in Table 1 in a format comparable to the County projections. As noted, Newport Beach is indexing (total percent of the population’s age groups divided by total percent of the County) lower in Children and Young Adults (under 24 years of age). The Young Workers and Family Formation groups are comparable to the County while Newport Beach is over indexing with Empty Nesters and Seniors. While there is no long-term population forecast by age for Newport Beach, it can be assumed that it will continue to have a population with older residents relative to the County. Table 1: Population by Age Comparison (2020) Newport Beach Orange County Index Number Percent of Total Number Percent of Total Children/Young Adults (Under 24) 21,377 25% 1,028,153 32% 77.8 Young Workers (25 - 34) 11,698 14% 417,984 13% 104.7 Family Formation (35 - 54) 24,131 28% 800,483 25% 112.8 Empty Nesters (55 - 74) 20,210 24% 715,126 22% 105.7 Seniors (75+) 7,770 9% 225,443 7% 129.0 Total 85,186 100% 3,187,189 100% 100.0 Source: Department of Finance (P-3); US Census According to the SCAG forecast, Newport Beach is estimated to reach a population of 92,000 in 2045. As noted, given unprecedented impacts of the global pandemic and changes in people’s behavior regarding where to live and work, growth has slowed in areas throughout California. Using the January 1st, 2023, population estimate for Newport Beach and applying SCAG’s 2016 to 2045 CAGR suggests that the population will grow to approximately 88,650 in 2045. Assuming Newport Beach follows the County’s change in population by age, the following Table 2 presents a breakdown of the projected population growth by age group. These estimates suggest that increased demand will occur for recreational activities for older individuals due to Seniors doubling in population over the next 20 plus years. On a percentage basis, the greatest declines are for those under 24 with relatively modest change in the Family Formation and Empty Nesters life stage categories. 66 memo Pro Forma Advisors LLC Page 3 PFAID: 10-629.01 Table 2: Population Projection by Age for Newport Beach (2020 - 2045) 2020 2045 Change Percent Change Children/Young Adults (Under 24) 21,377 18,422 (2,955) -14% Young Workers (25 - 34) 11,698 10,557 (1,141) -10% Family Formation (35 - 54) 24,131 23,948 (183) -1% Empty Nesters (55 - 74) 20,210 20,170 (40) 0% Seniors (75+) 7,770 15,553 7,782 100% Total 85,186 88,650 3,464 4% Source: SCAG; Pro Forma Advisors; US Census Entertainment and Recreation Spending Given the higher incomes of Newport Beach residents, the propensity to spend on arts and culture related activities is significantly higher than the national average. In 2023 it is estimated that for major entertainment and admission related spending Newport Beach has a potential spending index over twice the national average (Table 3). Table 3: Entertainment/Recreational Fees and Admission Spending in Newport Beach (2023) Average Amount Spent per Household Total (MM) SPI Entertainment/Recreation Fees and Admissions $1,959 $75.4 233 Tickets to Theatre/Operas/Concerts $223 $8.6 243 Tickets to Movies $132 $5.1 209 Note: SPI = The Spending Potential Index (SPI) is household-based, and represents the amount spent for a product or service relative to a national average of 100. MM= Millions of dollars. Source: ESRI Business Analyst, Consumer Expenditure Survey, Bureau of Labor Statistics Beyond the propensity to spend on arts and cultural activities, data collected by MRI-Simmons suggest that Newport Beach residents also tend to participate in arts and cultural activities at a higher rate than the national average. As shown 67 memo Pro Forma Advisors LLC Page 4 PFAID: 10-629.01 in the following Table 4, activities where residents had high participation include attending museums, theater, and various musical performances. Table 4: Arts and Culture Preferences in Newport Beach (2023) Expected Number of Adults/HHs Percent MPI Went to museum in last 12 months 16,339 22.6% 179 Attended classical music/opera performance/12 months 4,895 6.8% 203 Attended rock music performance in last 12 months 7,992 11.1% 140 Went to live theater in last 12 months 13,308 18.4% 183 Note: MPI = Market Potential Index, which measures the relative likelihood of the adults or households in the specified trade area to ex- hibit certain consumer behavior or purchasing patterns compared to the U.S. An MPI of 100 represents the U.S. average. Source: ESRI Business Analyst, MRI-Simmons. The survey data can be contrasted with the previous survey conducted for the Newport Beach Master Arts & Culture Plan in 2014. As noted in Figure 2 below, at the time of the survey, most residents went outside the city to experience various theater, concert, and museum/galley experiences. It is important to note that Newport Beach libraries host a variety of arts and cultural events and have a significantly high utilization during the time of the survey. Figure 2: Newport Beach Stakeholder and Public Survey on Arts and Culture (2014) Source: Newport Beach Master Arts & Culture Plan (Appendix B-2) 29% 33% 24% 93% 71% 67% 76% 7% 0%10%20%30%40%50%60%70%80%90%100% Museum Gallery Formal Theatre or Concert Hall Library Within Newport Beach Outside Newport Beach 68 memo Pro Forma Advisors LLC Page 5 PFAID: 10-629.01 Art and Culture Trends National The Fine & Performing Arts sector comprises mostly live performance activities (e.g. concerts and theater). Following COVID related closures in 2020 and 2021, large music events and music festivals have bounced back and even increased beyond pre-pandemic levels. The average number of tickets sold per show and average ticket price all show upward movement among the top 100 North American tours in comparison to totals from 2019, the last full year of live activity prior to the pandemic. During the first half of 2022, gross averages for an average box-office of approximately $856,200 per show. This represents a 24.4 percent increase over the $688,500 gross average in 2019’s mid-year analysis. On the other hand, smaller venues like local theaters are facing a longer road to recovery. As shown in the figure below, the nationwide average ticket sales for performing arts organizations are around 75 percent of what they were before the pandemic. As a result, many regional theaters have closed or are struggling to continue operations. The pandemic accelerated longer-term trends that have been challenging the theater sector for years, including but not limited to the declining number of ticket subscribers (e.g. season) as well as people trading live theater for other forms of entertainment as rising costs of living put pressure on levels of discretionary spending. Furthermore, live theater attracts generally older audience a demographic that was more typically conscious about returning to crowds due to health concerns. Figure 3: Industry Ticket Price Analysis (2019 – 2022) Source: JCA Arts and Marketing (2022) Demographic Trends It has been widely reported that Millennials (those born between 1981 and 1996 roughly) and Gen Z (those born between 1997 and 2012 roughly) Americans tend to use a larger proportion on their discretionary spending on experiences. In fact, surveys suggest that more than 78 percent of Millennials would choose to spend money on a “desirable experience” or event over buying something desirable. Approximately 55 percent of the age cohort note that they are spending more on events and live experiences than prior to the pandemic. This shift in priorities, compared to previous generations, supports the growth of an economy driven by the consumption of experiences. As such, as these demographic blocks 75% 70% 64% 72% 65% 59% 69% 56% 48% 0%10%20%30%40%50%60%70%80%90%100% Top Prices Middle Prices Bottom Prices 2018-2019 2019-2020 2021-2022 69 memo Pro Forma Advisors LLC Page 6 PFAID: 10-629.01 make up most consumers, it will be important for attractions (inclusive of arts and culture) to recognize them as the dominant spending group and tailor their experiences to match their expectations. Millennials and Gen Z typically look for: • Opportunities to create memories: 18-24-year-olds make up the largest demographic of Instagram users. They also respond well to experiential marketing that encourages them to share their experiences on social media and save their favorite moments. • Bonding experiences: 79% of Millennials feel that going to live events with family and friends helps deepen their personal relationships. In many cases, they will meet someone at an event that will become a friend in the future. The key takeaway from the reported trends is that Gen Z and Millennials value memories and are willing to pay for unique experiences compared to Baby Boomers and Gen X individuals. This presents some interesting issues as Newport Beach has an aging community that might not be aligned with these trends, particularly as they relate to arts and culture. Emerging and Popular Arts and Culture The following section profiles recent trends in music and arts. A generally consistent trend across most platforms is the incorporation of technology and immersive experiences with art. The continued popularity of social media helps strengthen the appeal of highly visible and social arts and culture experiences that can be shared and popularized among social networks. Music Festivals: Popularized in the 1990s during Lollapalooza, which borrowed from the Redding Festival in Britain as well as historic Woodstock, music festivals are an increasingly desired way to see a variety of bands. Music festivals typically take place outdoors and are often held for a weekend or longer. Festivals also can feature numerous acts on multiple stages with a lineup unified by a similar genre, but sometimes an eclectic mix unified by the event itself. Alternative Music Venues: Sphere at The Venetian is an example of a one-of-a-kind novel entertainment destination. The Sphere opened in September 2023 with performances by U2 and is home to a multi-sensory film “Postcard from Earth.” The 17,500 seated (20,000 with standing room) venue includes cutting edge audio and video technology with a fully programable 580,000 square feet exterior. The Sphere was designed host a wide variety of Las Vegas entertainment events, including original immersive experiences, concert residencies, marquee sporting events, corporate events, and other ticketed experiences. Immersive Theater: Immersive theater differentiates itself from traditional theater by often removing the stage and seats to create a new form of theater designed to immerse the audience within the performance itself. This dynamic is achieved by using non-theater site-specific locations that allow the audience to converse with the actors and interact with their surroundings. For example, Punchdrunk is a British theatre company founded in 2000. The theatre company has successfully repurposed large, abandoned spaces to create unique shows that allow the audience the freedom to experience the production at their own pace while wearing specialized masks to encourage exploration and a loss of inhibition. Repeat attendance also occurs at a higher rate than traditional theater as attendees can shape new experiences and explore various elements of the production based on who they engage with. Immersive Art: Immersive art offers a heightened level of interactivity and experiential engagement. Immersive art is a form of creative expression that intends to envelop the observer, which can be done through image mapping/projection or 70 memo Pro Forma Advisors LLC Page 7 PFAID: 10-629.01 through virtual reality or augmented related technology. The defining feature of immersive art installations lies in their ability to provide visitors with a multisensory environment. Examples of immersive art include teamLab (Tokyo, Japan), Meow Wolf (Santa Fe, New Mexico; Denver, Colorado; Las Vegas, Nevada; and Grapevine, Texas), and the various touring immersive art shows such as “Van Gogh: The Immersive Experience.” Temporary Public Art: There are numerous examples of temporary public art installations that have been commissioned by local governments. For example, for five summers after Charles Schulz’s death (creator or the Peanuts comic strip) in 2000, artists designed and displayed individual renditions of his characters all over Saint Paul, Minnesota. It was reported that over two million people visited the installations. Other examples include curating national artists for temporary public art installations (e.g. biannual Desert X in the Coachella Valley or Christo and Jeanne-Claude’s Gates in New York City’s Central Park). Finally, some municipalities have benefited from street artists’ work that were created illegally but are kept and maintained due to their public appeal. In some instances, such as the Venice Art Walls in Venice Beach, local municipalities have created hybrid environments that support temporary public art on permanent installations. Permanent Public Art: Municipalities have leveraged permanent public art in various ways. One example is Denver’s first pedestrian walkway, Dairy Block Alley, that integrates ten site-specific public art commissions in the length of one city block. The activated alley features vibrant paintings, sculptures, and an interactive walkway. Dairy Block Alley is intended to provide pedestrians an immersive escape in the busy Lower Downtown Denver neighborhood. Other more traditional examples of permanent public art include sculptures, sculpture gardens, statutes, and murals. For both temporary and permanent public art, the intent of the projects can range from inducing tourism to raising awareness for social issues. Arts and Culture Inventory The following uses the North American Industry Classification System (NAICS) and previously defined Museums and Collections and Performing Arts industries in the Newport Beach Master Arts & Culture Plan to determine the existing supply of related industries in Newport Beach and select benchmark cities. Existing Supply The following Figure 4 is a map of the existing Newport Beach arts and cultural businesses. Based on data from the California Employment Development Department, there are currently 57 businesses within the Museums and Collections and Performing Arts industries in the Newport Beach. A full list of the businesses is presented in the Appendix of this memorandum. 71 memo Pro Forma Advisors LLC Page 8 PFAID: 10-629.01 Figure 4: Newport Beach Arts and Culture Business Map (2023) Source: California Economic Development Department (2023) 72 memo Pro Forma Advisors LLC Page 9 PFAID: 10-629.01 Utilization Three representative facilities were selected to analyze the market and behavior of users over the last 12-months (November 2022 to October 2023). The facilities selected include ExplorOcean, Balboa Island Museum, and the Newport Theatre Arts Center. As shown in the table and figures below, key findings include: • The Balboa Island Museum and Newport Theater tend to attract the highest income and highest educated people, with a longer typical length of stay compared to ExplorOcean. • ExplorOcean has the highest average persons per household and attendance over the last 12-month time period. While data is not available on age, it is assumed that these guests tend to be younger driven by children in a family household formation. • The Newport Theatre Arts Center shows the least variance in attendance when examined on daily arrivals. In contrast, the ExplorOcean and Balboa Island Museum’s attendance tends to spike on the weekend. • All the facilities experience a low percent of total visitation before noon. ExplorOcean and the Balboa Island Museum tend to attract most of their guests between 12pm and 5pm. In contrast, due to performance scheduling, most visitors to the Newport Theatre Arts Center arrive after 5pm. • To various extents, most visitors at these cultural venues participated in dining, leisure, or shopping before or after attending one of the venues. The trip chain of visitors is important when considering the economic impacts of various arts and cultural activities. Table 5: Audience Overview (2023) ExplorOcean Balboa Island Museum Newport Theatre Arts Center Most Common Ethnicity 46% White 81% White 62% White Median Household Income $106,096 $140,651 $125,085 Persons per Household 2.77 2.04 2.60 Bachelor’s Degree or Higher 44% 61% 50% Average Length of Stay 40 Minutes 61 Minutes 60 minutes Foot Traffic (11/22 – 10/23) 166,000 14,000 76,000 Source: Placer.ai 73 memo Pro Forma Advisors LLC Page 10 PFAID: 10-629.01 Figure 5: Visitation by Day of Week (November 2022 – October 2023) Source: Placer.ai Figure 6: Visitation by Time (November 2022 – October 2023) Source: Placer.ai 60% 40% 55% 45% 69% 31% 0% 10% 20% 30% 40% 50% 60% 70% 80% Weekday (Monday - Friday)Weekend (Saturday - Sunday) Pe r c e n t o f T o t a l V i s i t a t i o n ExplorOcean Balboa Island Museum Newport Theatre Arts Center 12% 60% 28% 19% 76% 5%11% 24% 65% 0% 10% 20% 30% 40% 50% 60% 70% 80% Open - 12pm 12pm-5pm 5pm - Close Pe r c e n t o f T o t a l V i s i t a t i o n ExplorOcean Balboa Island Museum Newport Theatre Arts Center 74 memo Pro Forma Advisors LLC Page 11 PFAID: 10-629.01 Figure 7: Visitation Journey (November 2022 – October 2023) Source: Placer.ai Planned and Proposed Currently there is only one planned and no proposed developments that will impact arts and culture in Newport Beach. On January 6th, 2023, the Los Angeles Times reported that LAB Holdings is planning to begin renovations of the Balboa Theater in 2023. As of the time of the analysis, no update has been confirmed that LAB Holdings will progress on the rehabilitation of the historic theatre. As previously reported, the LAB Holdings’ plan is for the theatre to return as a performance center, hosting live music, drama, film, and private events. Newport Beach is also planning for a new facility to replace the Balboa Branch Library and a Central Library Lecture Hall, which may facilitate various arts and culture. A summary of other planned and proposed developments in the region include: • Plans have been discussed in the City of Irvine for a temporary amphitheater in the Great Park to be developed in 2024. • In Fullerton a public-private partnership project secured entitlements in 2022. Located next to the historic Fox Theater, the adaptive reuse project includes an existing restaurant and former dance studio building converted into multiple food and beverage uses, and an existing surface parking lot developed into an outdoor food hall concept with a microbrewery. The City of Fullerton has also partnered with the Fullerton Historic Theatre Foundation to restore the theater that closed in 1987. • Neighboring Costa Mesa attracted the new Orange County Museum of Art (opened in 2022) that relocated from Newport Beach. • The City of Brea is in the process of putting together its first-ever Cultural Arts Master Plan. • The electric vehicle manufacturer Rivian broke ground on the South Coast Theater project (City of Laguna Beach). Construction at the site of the historic theater on South Coast Highway in Laguna Beach is ongoing and was originally targeted to open by the end of 2023. 16% 25% 43% 43% 23% 31% 40% 38% 20% 14% 43% 32% 8% 8% 3% 2% 6% 5% 0%10%20%30%40%50%60%70%80% Pre-ExplorOcean Post-ExplorOcean Pre-Balboa Island Museum Post-Balboa Island Museum Pre-Newport Theatre Arts Center Post-Newport Theatre Arts Center Dining Leisure Shops & Services 75 memo Pro Forma Advisors LLC Page 12 PFAID: 10-629.01 • The City of Mission Viejo is currently examining the viability of developing a new venue for live performances and events, based on recommendations from their Cultural Arts Master Plan from 2016. The City of Mission Viejo has engaged performing arts facility planning consultants to evaluate the market, gather community input, and provide insight into potential sites and the initial and ongoing costs the City could expect for such a facility. Benchmark Analysis Newport Beach is compared to four other peer cities in Orange County. First, a location quotient analysis was conducted to see any relative strength or weakness in the Arts, Entertainment, and Recreation industry. Second, the peer cities firms identified as being a part of the Museum or Performing Art industries were identified and compared in terms of their total businesses relative to their population. Location Quotient The location quotient (LQ) is a tool that measures the relative concentration of different industries in specific localities relative to a larger level of geography. In most cases, the LQ would compare a county to a state or national level of employment concentration. However, it is useful to get a proxy for relative employment concentration among industries within a sub-regional level geography. The calculation helps evaluate Newport Beach’s strength or weakness in the Arts, Entertainment, and Recreation industry, relative to Orange County as a whole. A concentrated (high) LQ means that a given industry is represented more than one would expect, given its total level of employment. The following describes the LQ: • LQ > 1.0 means that an industry is more concentrated in Newport Beach than in Orange County. • LQ < 1.0 means that an industry is less concentrated in Newport Beach than in the Orange County. • LQ = 1.0 means that an industry is equally concentrated in Newport Beach as in the Orange County. Because industries with a LQ greater than one indicates relatively high production of a particular service, it is likely that some amount of that industry is being exported. Employment in that industry (or the portion of employment that causes the LQ to exceed 1.0) is then assigned to the economic base and is given credit for supporting the economy. Conversely, if an industry has a LQ less than one, it is assumed to be a local-serving or non-basic industry. For comparison purposes, it is often useful to focus on the outlier industries with a LQ greater than 1.25 or less than 0.75. The assumption is that industries falling within 0.75 and 1.25 are probably producing at levels sufficient to meet local demand in the local area. As shown in below in Figure 8, The LQ for Newport Beach was 0.6 in 2016 and doubled to 1.3 in 2021. Interestingly, the relative minor loss of jobs within the industry in Newport Beach over the last 5 years has moved it from an area with a lower to higher concentration of jobs due to the much higher loss of jobs within the larger Orange County area. However, in both 2016 and 2021, Newport Beach employment in Arts, Entertainment, and Recreation are near the low and high range of sufficient LQ levels, respectively, which suggest that these industries are likely within the expected range to meet local demand. 76 memo Pro Forma Advisors LLC Page 13 PFAID: 10-629.01 Figure 8: Location Quotient Analysis for Arts, Entertainment and Recreation Jobs in Newport Beach (2021) Source: US Census Comparison The following Table 6 provides a comparison of the existing inventory of businesses in the NAICS defined Museums and Collections and Performing Arts industries. The comparison shows the relative strength of Newport Beach compared to the peer cities. As noted, except for Dance Companies, Newport Beach has businesses in each of the select industries. Overall, the number of businesses per one thousand residents is second highest of the benchmarks. Laguna Beach has the highest number of businesses per one thousand residents because of the robust number of art dealers. However, the actual supply of venues to experience arts and culture is limited in Newport Beach compared to other peer cities. The primary performing arts facilities in Newport Beach include the Newport Theatre Arts Center along with local schools have auditoriums and other facilities that can be used as performing arts spaces. Other peer cities either operate various galleries and theaters (e.g Brea) or have a more diverse offering of venues where the public can experience performances (i.e. Laguna Beach Playhouse). 2%2% 3% 1% 0.6 1.3 0.0 0.5 1.0 1.5 2.0 0% 1% 2% 3% 4% 2016 2021 Lo c a t i o n Q u o t i e n t ( L Q ) Pe r e c n t o f E m p l o y m e n t i n Ar t s , E n t e r t a i n m e n t , a n d Re c r e a t i o n Newport Beach Orange County LQ 77 memo Pro Forma Advisors LLC Page 14 PFAID: 10-629.01 Table 6: Firm Overview (2023) Newport Beach Brea Costa Mesa Huntington Beach Laguna Beach Mission Viejo Orange County Art Dealers 16 3 17 14 62 12 298 Dance Companies - - 1 1 - 1 26 Historical Sites 1 - - - - - 5 Museums 6 3 7 10 11 8 160 Musical Groups and Artists 1 1 1 3 1 2 43 Other Performing Arts Com- panies 15 6 9 18 7 7 273 Promoters with Facilities 12 5 13 18 6 9 277 Promoters without Facilities 1 - - 3 - - 18 Theater Companies and Din- ner Theaters 5 2 8 4 2 1 67 Total 57 20 56 71 89 40 1,167 Population (1/1/2023) 83,411 48,184 111,183 195,714 22,445 91,846 3,137,164 Business per 1,000 Persons 0.68 0.42 0.50 0.36 3.97 0.44 0.37 Source: California Economic Development Department (2023) 78 memo Pro Forma Advisors LLC Page 15 PFAID: 10-629.01 Appendix Remainder of this page is left blank 79 Pr o F o r m a A d v i s o r s L L C Pa g e 16 PF A I D : 10 -629 .01 Ap p e n d i x T a b l e 1: Ne w p o r t B e a c h A r t s a n d C u l t u r e B u s i n e s s O v e r v i e w (2 0 2 3) Na m e Ad d r e s s Ty p e Em p l o y e e s Hi n E v e n t s L L C 45 9 0 M a c a r t h u r B l v d . , N e w p o r t B e a c h , C A 9 2 6 6 0 -20 3 0 Pr o m o t e r s w i t h F a c i l i t i e s 1-4 e m p l o y e e s Co r p o r a t e G l o b a l E v e n t s 10 4 8 I r v i n e A v e # 9 9 3 , N e w p o r t B e a c h , C A 9 2 6 6 0 -46 0 2 Pr o m o t e r s w i t h F a c i l i t i e s 1-4 e m p l o y e e s Gr a n d B a l l r o o m 40 0 M a i n S t . , N e w p o r t B e a c h , C A 9 2 6 6 1 -13 3 0 Pr o m o t e r s w i t h F a c i l i t i e s 1-4 e m p l o y e e s Bli s s F i n e F l o r a l s 43 9 3 1 s t S t . , N e w p o r t B e a c h , C A 9 2 6 6 2 -38 3 0 Pr o m o t e r s w i t h F a c i l i t i e s 1-4 e m p l o y e e s Le g a c y A g e n c y I n c 50 0 N e w p o r t C e n t e r D r # 8 0 0 , N e w p o r t B e a c h , C A 9 2 6 6 0 -70 0 8 Pr o m o t e r s w i t h o u t F a c i l i t i e s 5-9 e m p l o y e e s Pa c i f i c C o a s t S h o o t o u t 10 1 S h i p y a r d W a y # D , N e w p o r t B e a c h , C A 9 2 6 6 3 -44 4 7 Pr o m o t e r s w i t h F a c i l i t i e s 1-4 e m p l o y e e s Ga l a C e l e b r a t i o n s M o d e r n E v e n t 20 6 M a r i n e A v e # 5 8 4 4 , N e w p o r t B e a c h , C A 9 2 6 6 2 -70 5 7 Pr o m o t e r s w i t h F a c i l i t i e s 1-4 e m p l o y e e s Ev e n t s B y R o b i n 20 0 N e w p o r t C e n t e r D r # 1 1 -45 3 , N e w p o r t B e a c h , C A 9 2 6 6 0 -75 0 1 Pr o m o t e r s w i t h F a c i l i t i e s 1-4 e m p l o y e e s K S a g e E v e n t s 14 3 3 S u p e r i o r A v e # 1 2 9 , N e w p o r t B e a c h , C A 9 2 6 6 3 -27 1 7 Pr o m o t e r s w i t h F a c i l i t i e s 1-4 e m p l o y e e s Sim p l e S c i e n c e 61 0 N e w p o r t C e n t e r D r # 3 5 0 , N e w p o r t B e a c h , C A 9 2 6 6 0 -64 3 8 Pr o m o t e r s w i t h F a c i l i t i e s 10 -19 e m p l o y e e s Ca m p u s J a c k s 39 5 0 C a m p u s D r . , N e w p o r t B e a c h , C A 9 2 6 6 0 -22 0 6 Pr o m o t e r s w i t h F a c i l i t i e s 10 -19 e m p l o y e e s Ap p r e c i a t i o n E v e n t s I n c 44 9 0 V o n K a r m a n A v e . , N e w p o r t B e a c h , C A 9 2 6 6 0 -20 0 8 Pr o m o t e r s w i t h F a c i l i t i e s 10 -19 e m p l o y e e s In t e r n a t i o n a l H o c k e y E v e n t s 10 4 8 I r v i n e A v e # 1 6 4 , N e w p o r t B e a c h , C A 9 2 6 6 0 -46 0 2 Pr o m o t e r s w i t h F a c i l i t i e s 1-4 e m p l o y e e s Li n e a r G a l l e r y L L C 20 2 5 0 S W A c a c i a S t # 2 6 0 , N e w p o r t B e a c h , C A 9 2 6 6 0 -17 6 8 Ar t D e a l e r s 1-4 e m p l o y e e s Ar t & T r e a s u r e s 42 0 3 1 s t S t # B 9 , N e w p o r t B e a c h , C A 9 2 6 6 3 -38 8 5 Ar t D e a l e r s Un k n o w n e m p l o y e e s Ga l l e r y W e s t 51 0 3 0 t h S t . , N e w p o r t B e a c h , C A 9 2 6 6 3 -37 1 4 Ar t D e a l e r s 1-4 e m p l o y e e s De b r a H o u s e G a l l e r y 22 9 M a r i n e A v e # 1 , N e w p o r t B e a c h , C A 9 2 6 6 2 -12 8 6 Ar t D e a l e r s 1-4 e m p l o y e e s La h a i n a G a l l e r i e s 11 7 3 N e w p o r t C e n t e r D r . , N e w p o r t B e a c h , C A 9 2 6 6 0 -69 5 0 Ar t D e a l e r s 5-9 e m p l o y e e s Br a d f o r d G a l l e r y 35 5 O l d N e w p o r t B l v d . , N e w p o r t B e a c h , C A 9 2 6 6 3 -41 2 0 Ar t D e a l e r s 1-4 e m p l o y e e s Pe t e r J A r t G a l l e r y 34 1 6 V i a L i d o # C , N e w p o r t B e a c h , C A 9 2 6 6 3 -39 7 2 Ar t D e a l e r s 1-4 e m p l o y e e s Et h o s C o n t e m p o r a r y A r t 34 0 5 N e w p o r t B l v d . , N e w p o r t B e a c h , C A 9 2 6 6 3 -38 1 7 Ar t D e a l e r s 1-4 e m p l o y e e s Ale p h G a l l e r y I n c 34 1 0 V i a L i d o , N e w p o r t B e a c h , C A 9 2 6 6 3 -39 0 9 Ar t D e a l e r s 1-4 e m p l o y e e s Sa m ' s S t o n e G a l l e r y 50 2 0 C a m p u s D r . , N e w p o r t B e a c h , C A 9 2 6 6 0 -21 1 1 Ar t D e a l e r s 1-4 e m p l o y e e s 80 me m o Pr o F o r m a A d v i s o r s L L C Pa g e 17 PF A I D : 10 -629 .01 Eg a r t B r o k e r s 27 0 0 W C o a s t H w y # 2 1 0 , N e w p o r t B e a c h , C A 9 2 6 6 3 -47 5 2 Ar t D e a l e r s 1-4 e m p l o y e e s Ar t T h e r a p y O c 43 2 3 2 n d S t . , N e w p o r t B e a c h , C A 9 2 6 6 3 -38 0 1 Ar t D e a l e r s 1-4 e m p l o y e e s Se a s i d e G a l l e r y & G o o d s 12 4 T u s t i n A v e # 1 0 0 , N e w p o r t B e a c h , C A 9 2 6 6 3 -47 8 1 Ar t D e a l e r s 1- 4 e m p l o y e e s Ar t I n s p i r i n g C h a n g e 34 1 9 V i a L i d o # 2 5 6 , N e w p o r t B e a c h , C A 9 2 6 6 3 -39 0 8 Ar t D e a l e r s 1-4 e m p l o y e e s Ar t D e c o T h r o u g h M o d e r n i s m 14 4 1 A v o c a d o A v e # 3 0 7 , N e w p o r t B e a c h , C A 9 2 6 6 0 -77 0 4 Ar t D e a l e r s 1-4 e m p l o y e e s No t t i n g h a m F i n e F r a m i n g -De s i g n 39 2 0 B i r c h S t # 1 0 2 , N e w p o r t B e a c h , C A 9 2 6 6 0 -22 5 1 Ar t D e a l e r s 1-4 e m p l o y e e s Ba l b o a I s l a n d M s m N e w p o r t B c h 21 0 M a r i n e A v e # B , N e w p o r t B e a c h , C A 9 2 6 6 2 -12 7 5 Mu s e u m s 5-9 e m p l o y e e s Or a n g e C o u n t y P e r f o r m a n c e A r t s 10 1 S c h o l z P l a z a , N e w p o r t B e a c h , C A 9 2 6 6 3 -26 5 8 Mu s e u m s 1-4 e m p l o y e e s De b o r a h M A l l e n A r t + D e s i g n 34 1 9 V i a L i d o # 1 2 9 , N e w p o r t B e a c h , C A 9 2 6 6 3 -39 0 8 Mu s e u m s 1-4 e m p l o y e e s Gr a y b u r n P l a n t a t i o n L L C 66 0 N e w p o r t C e n t e r D r # 1 4 5 0 , N e w p o r t B e a c h , C A 9 2 6 6 0 -64 5 2 His t o r i c a l S i t e s 1-4 e m p l o y e e s Ly o n A i r M u s e u m 18 0 7 H i g h l a n d D r . , N e w p o r t B e a c h , C A 9 2 6 6 0 -44 0 2 Mu s e u m s 5-9 e m p l o y e e s Co m p r e h e n s i v e A r t s R e s o u r c e 13 0 0 N B r i s t o l S t # 1 0 0 , N e w p o r t B e a c h , C A 9 2 6 6 0 -29 8 9 Mu s e u m s 1-4 e m p l o y e e s Ex p l o r o c e a n 60 0 E B a y A v e . , N e w p o r t B e a c h , C A 9 2 6 6 1 -13 4 7 Mu s e u m s 20 -49 e m p l o y e e s St e i n b e r g S p o r t s & E n t r t n L L C 29 0 1 W C o a s t H w y . , N e w p o r t B e a c h , C A 9 2 6 6 3 -40 2 3 Ot h e r P e r f o r m i n g A r t s C o m p a n i e s 5-9 e m p l o y e e s Ne w p o r t T h e a t r e A r t s C t r 25 0 1 C l i f f D r i v e , N e w p o r t B e a c h , C A 9 2 6 6 3 -51 2 7 Th e a t e r C o m p a n i e s a n d D i n n e r T h e a t e r s 1-4 e m p l o y e e s Ea s t b l u f f C o m m u n i t y T h e a t e r 24 0 1 B a m b o o S t . , N e w p o r t B e a c h , C A 9 2 6 6 0 -41 0 3 Th e a t e r C o m p a n i e s a n d D i n n e r T h e a t e r s 1-4 e m p l o y e e s Co u r t e s y E n t e r t a i n m e n t L L C 50 0 N e w p o r t C e n t e r D r # 6 0 0 , N e w p o r t B e a c h , C A 9 2 6 6 0 -70 0 6 Ot h e r P e r f o r m i n g A r t s C o m p a n i e s 1-4 e m p l o y e e s Fa i r O a k s M e z z 50 0 N e w p o r t C e n t e r D r # 6 0 0 , N e w p o r t B e a c h , C A 9 2 6 6 0 -70 0 6 Ot h e r P e r f o r m i n g A r t s C o m p a n i e s 1- 4 e m p l o y e e s As h e r E n t e r t a i n m e n t P r d c t n s 31 4 3 3 r d S t . , N e w p o r t B e a c h , C A 9 2 6 6 3 -31 3 2 Ot h e r P e r f o r m i n g A r t s C o m p a n i e s 1-4 e m p l o y e e s Tw o F r a m e s L a t e 20 2 7 1 S W B i r c h S t # 1 0 0 , N e w p o r t B e a c h , C A 9 2 6 6 0 -17 1 4 Ot h e r P e r f o r m i n g A r t s C o m p a n i e s 1-4 e m p l o y e e s Po w e r j a m E n t e r t a i n m e n t G r o u p 12 0 T u s t i n A v e # C -60 8 , N e w p o r t B e a c h , C A 9 2 6 6 3 -47 2 9 Ot h e r P e r f o r m i n g A r t s C o m p a n i e s 1-4 e m p l o y e e s Sle e p y G i a n t 4 S a n J o a q u i n P l a z a # 2 0 0 , N e w p o r t B e a c h , C A 9 2 6 6 0 -59 3 4 Ot h e r P e r f o r m i n g A r t s C o m p a n i e s 50 -99 e m p l o y e e s Go u r m e t D e t e c t i v e 31 0 0 I r v i n e A v e . , N e w p o r t B e a c h , C A 9 2 6 6 0 -31 0 4 Th e a t e r C o m p a n i e s a n d D i n n e r T h e a t e r s 5-9 e m p l o y e e s G H o s p i t a l i t y C o r p 21 8 P r o s p e c t S t . , N e w p o r t B e a c h , C A 9 2 6 6 3 -19 4 0 Mu s i c a l G r o u p s a n d A r t i s t s 1-4 e m p l o y e e s Ba c k s t a g e & P e r f o r m i n g A r t i s t s 19 5 4 P o r t C h e l s e a P l a c e , N e w p o r t B e a c h , C A 9 2 6 6 0 -53 4 8 Th e a t e r C o m p a n i e s a n d D i n n e r T h e a t e r s 1-4 e m p l o y e e s Ne w p o r t B e a c h F i l m F e s t i v a l 46 3 0 C a m p u s D r . , N e w p o r t B e a c h , C A 9 2 6 6 0 -18 2 2 Ot h e r P e r f o r m i n g A r t s C o m p a n i e s 1-4 e m p l o y e e s 81 me m o Pr o F o r m a A d v i s o r s L L C Pa g e 18 PF A I D : 10 -62 9 .01 Ela n I n t e r n a t i o n a l 62 0 N e w p o r t C e n t e r D r # 1 1 0 0 , N e w p o r t B e a c h , C A 9 2 6 6 0 -80 1 1 Ot h e r P e r f o r m i n g A r t s C o m p a n i e s 1-4 e m p l o y e e s It s A l l M e E n t e r t a i n m e n t 62 0 N e w p o r t C e n t e r D r . , N e w p o r t B e a c h , C A 9 2 6 6 0 -64 2 0 Ot h e r P e r f o r m i n g A r t s C o m p a n i e s 1-4 e m p l o y e e s 23 8 1 F a i r O a k s P a r t n e r s A C A 50 3 3 2 n d S t # 2 0 0 , N e w p o r t B e a c h , C A 9 2 6 6 3 -38 2 0 Ot h e r P e r f o r m i n g A r t s C o m p a n i e s 1-4 e m p l o y e e s Fa i r V i e w 9 4 9 L L C 23 C o r p o r a t e P l a z a D r # 2 4 7 , N e w p o r t B e a c h , C A 9 2 6 6 0 -79 3 4 Ot h e r P e r f o r m i n g A r t s C o m p a n i e s 1-4 e m p l o y e e s 28 E n t e r t a i n m e n t L L C 10 2 4 B a y s i d e D r # 5 0 5 , N e w p o r t B e a c h , C A 9 2 6 6 0 -74 6 2 Ot h e r P e r f o r m i n g A r t s C o m p a n i e s 1-4 e m p l o y e e s Ne w p o r t E n t e r t a i n m e n t 25 4 9 E a s t b l u f f D r # 4 9 3 , N e w p o r t B e a c h , C A 9 2 6 6 0 -35 0 0 Ot h e r P e r f o r m i n g A r t s C o m p a n i e s 1-4 e m p l o y e e s Co u t u r e P a i n t i n g s 53 1 B a y p o i n t e D r . , N e w p o r t B e a c h , C A 9 2 6 6 0 -85 0 5 Ot h e r P e r f o r m i n g A r t s C o m p a n i e s 1-4 e m p l o y e e s In d i a n W h a l e r s P l a y e r s C o r p 7 C o r p o r a t e P l a z a D r . , N e w p o r t B e a c h , C A 9 2 6 6 0 -79 0 4 Th e a t e r C o m p a n i e s a n d D i n n e r T h e a t e r s 1-4 e m p l o y e e s So u r c e : Ca l i f o r n i a Ec o n o m i c D e v e l o p m e n t D e p a r t m e n t ( 2 0 2 3 ) 82 Attachment D Historical Resources Background Conditions and Analysis Report 83 Historical Resources Element Existing Conditions and Background Analysis General Plan Update FEBRUARY 2024 Prepared for: CITY OF NEWPORT BEACH 100 Civic Center Drive Newport Beach, California 92660 Prepared by: 27372 Calle Arroyo San Juan Capistrano, California 92675 84 Printed on 30% post-consumer recycled material. 85 15443 i FEBRUARY 2024 Table of Contents SECTION PAGE NO. Acronyms and Abbreviations ............................................................................................................................................ iii 1 Executive Summary .............................................................................................................................................. 1 2 Introduction .......................................................................................................................................................... 1 3 General Plan Review ............................................................................................................................................ 3 3.1 Adopted Historical Resources Element ................................................................................................. 3 3.2 Other Adopted Elements Related to Historical Resources .................................................................. 4 3.2.1 Adopted Arts and Cultural Element ......................................................................................... 4 3.2.2 Adopted Land Use Element ...................................................................................................... 4 3.2.3 Adopted Housing Element ........................................................................................................ 5 3.2.4 Adopted Natural Resources Element ...................................................................................... 5 4 Regulatory Review ................................................................................................................................................ 7 4.1 Federal .................................................................................................................................................... 7 4.1.1 Section 106 of the National Historic Preservation Act and National Register of Historic Places ........................................................................................................................................ 7 4.2 State ........................................................................................................................................................ 8 4.2.1 California Register of Historical Resources ............................................................................. 9 4.2.2 California Environmental Quality Act ....................................................................................... 9 4.2.3 Government Code Sections 6254(r) and 6254.10 ............................................................. 12 4.2.4 California Native American Graves Protection and Repatriation Act .................................. 13 4.2.5 California Health and Safety Code Sections 7050 and 7052 ............................................ 13 4.2.6 California Penal Code Section 622.5 ................................................................................... 13 4.2.7 Senate Bill 297 ...................................................................................................................... 13 4.2.8 Senate Bill 18 ........................................................................................................................ 14 4.2.9 Assembly Bill 52 ..................................................................................................................... 14 4.3 Local ..................................................................................................................................................... 15 4.3.1 Newport Beach City Council Policy Manual .......................................................................... 15 4.3.2 Newport Beach Municipal Code ............................................................................................ 16 5 Existing Conditions ............................................................................................................................................ 19 5.1 Prehistoric and Ethnographic Overview ............................................................................................. 19 5.2 Historic Era Overview .......................................................................................................................... 19 5.3 Previously Recorded Historic Resources ........................................................................................... 22 6 Issues and Opportunities .................................................................................................................................. 28 7 Recommendations ............................................................................................................................................ 30 86 GENERAL PLAN UPDATE / HISTORICAL RESOURCES ELEMENT EXISTING CONDITIONS AND BACKGROUND ANALYSIS 15443 ii FEBRUARY 2024 7.1 Short-Term Recommendations ........................................................................................................... 30 7.1.1 Dedicated Preservation Staff ................................................................................................ 30 7.1.2 Streamline and Clarify Landmarking Process ...................................................................... 31 7.1.3 Sensitivity Analysis and Development of Assessment Thresholds for Archaeological and Tribal Resources .................................................................................................................... 32 7.1.4 Separate Paleontology from Historical Resources Element................................................ 32 7.1.5 Provide Public Education Opportunities ............................................................................... 32 7.2 Medium-Term Recommendations ...................................................................................................... 33 7.2.1 Develop a Citywide Historic Context Statement and Survey ............................................... 33 7.2.2 Develop a Citywide Prehistoric and Ethnohistoric Context Statement ............................... 34 7.2.3 Increase City Destinations ..................................................................................................... 34 7.2.4 Identify and Preserve Legacy Businesses ............................................................................ 35 7.3 Long-Term Recommendations ............................................................................................................ 35 7.3.1 Become a Certified Local Government ................................................................................. 35 7.3.2 Develop a Mills Act Program ................................................................................................. 36 FIGURE Figure 1. Historic Resources Located in the City of Newport Beach……………………………………………………………………Error! Bookmark not defined. TABLE Table 1. Historic Resources Located in the City of Newport Beach ............................................................................ 26 EXHIBITS Exhibit 1. Pacific Electric’s Red Car Line taking visitors to the Balboa Pavilion, 1910. ............................................. 20 Exhibit 2. Construction of Fashion Island, 1967. ......................................................................................................... 22 87 15443 iii FEBRUARY 2024 Acronyms and Abbreviations Acronym/Abbreviation Expanded Form BERD Built Environment Resource Directory CEQA California Environmental Quality Act CFR Code of Federal Regulations CHBC California Historical Building Code CLG Certified Local Government CRHR California Register of Historical Resources HBC Historical Building Code NAHC Native American Heritage Commission NBMC Newport Beach Municipal Code NHPA National Historic Preservation Act NPS National Park Service NRHP National Register of Historic Places OHP California Office of Historic Preservation PRC California Public Resources Code SB Senate Bill SHPO State Historic Preservation Officer 88 GENERAL PLAN UPDATE / HISTORICAL RESOURCES ELEMENT EXISTING CONDITIONS AND BACKGROUND ANALYSIS 15443 iv FEBRUARY 2024 INTENTIONALLY LEFT BLANK 89 15443 1 FEBRUARY 2024 1 Executive Summary As is evidenced by the City’s existing commitments and processes, the protection and preservation of historic landmarks, sites, and structures in Newport Beach is of great importance to the City of Newport Beach (City) and community as a whole. The purpose of this report is to provide an overview of how the City currently plans for and supports the protection of historic resources (archaeology and historic built environment) and includes suggestions on how to address paleontological resources. This report highlights pathways to ensure continuity between goals and policies that may appear in other elements, discusses relevant federal, state, and local regulations for how cultural resources are evaluated, and provides an updated inventory of previously recorded historic resources. Based on an analysis conducted as part of this report, recommendations are provided to strengthen and enhance the updated Historical Resources Element as part of the comprehensive General Plan Update. The City actively works to preserve and protect historical resources through existing policies, practices, and programs that aim to recognize, maintain, and protect Newport Beach’s unique historical, cultural, and archeological sites and structures. Notably, the Newport Beach City Council Policy Manual includes two policies that focus on the selection and designation of historical property within the City (Policy K-2), and the evaluation and mitigation of paleontological and archaeological resources (Policy K-5), respectively. In particular, Policy K-5 establishes a local Register of Historical Property, and outlines the evaluation criteria and designation process to identify existing and potential future resources. The Newport Beach Municipal Code also includes land use regulations and definitions for historical resources that aim to protect and preserve historical resources throughout the City. Additionally, the City maintains sound internal development review procedures that are mindful of the presence of potential significant historical sites. The City has a strong foundation in place for an effective and fully integrated historical resources program. This report includes several recommendations ranging from short-term actions (implementable within two years) to long- term commitments (actions that may take five or more years to implement) that, if implemented, would provide the City with opportunities to strengthen its role as a leader in historic, archaeological, and tribal cultural resource preservation. By taking a comprehensive approach to historic preservation, the City can: enhance the identification and assessment of historical assets in order to continue to honor the heritage of Newport Beach; streamline the protection and preservation of cultural resources; offer educational experiences for residents, businessowners, employees, students, and visitors; and bolster Newport Beach’s economic well-being. Combined, these recommendations can provide the City with clearer guidance for property owners, developers, City staff, and the community at large on the importance of historic preservation and the specific actions needed to achieve it. The updated Historical Resources Element will build upon the adopted Historical Resources Element's goal to prioritize the protection of Newport Beach’s valued landmarks, sites, and structures that are representative of the community and region and will reinforce current preservation efforts, fostering a sense of pride and appreciation for Newport Beach’s rich history. 90 GENERAL PLAN UPDATE / HISTORICAL RESOURCES ELEMENT EXISTING CONDITIONS AND BACKGROUND ANALYSIS 15443 2 FEBRUARY 2024 INTENTIONALLY LEFT BLANK 91 15443 1 FEBRUARY 2024 2 Introduction The protection and preservation of historic landmarks, sites, and structures in the City of Newport Beach (City) is of great importance and is reflected in the Historical Resources Element of the General Plan. The Historical Resources Element is one of four optional elements the City included in the 2006 comprehensive General Plan in response to the demolition and alteration of many of Newport Beach’s historical sites and buildings. The intent of the adopted Historical Resources Element is to provide a high-level historic context of Newport Beach, outline relevant and related preservation programs, identify known historical resources with a focus on buildings and structures, and state goals for protecting these resources. The City is currently undertaking a General Plan Update. This report serves as initial technical support for the City’s update to the Historical Resources Element. The document provides a high-level overview of the adopted Historical Resources Element, discusses goals and polices that address protective measures for cultural resources (archaeological and historic buildings and structures), and briefly addresses paleontological resources. This report provides pathways to ensure continuity between goals and policies that may appear in other elements and concludes with recommendations to strengthen and enhance the updated Historical Resources Element as part of the comprehensive General Plan Update. The updated Historical Resources Element will build upon the adopted Historical Resources Element's goal to prioritize the protection of Newport Beach’s valued landmarks, sites, and structures that are representative of the community and region and will reinforce current preservation efforts. 92 GENERAL PLAN UPDATE / HISTORICAL RESOURCES ELEMENT EXISTING CONDITIONS AND BACKGROUND ANALYSIS 15443 2 FEBRUARY 2024 INTENTIONALLY LEFT BLANK 93 15443 3 FEBRUARY 2024 3 General Plan Review This section provides a summary of findings from review of the adopted Historical Resources Element, as well as an overview of the following adopted General Plan elements that relate to historic preservation: Arts and Cultural, Land Use, Housing, and Natural Resources. Ensuring consistency and coordination between each of the General Plan elements is paramount in developing and implementing sound, cohesive, and actionable policies. The section below identifies how and where historical resources are discussed throughout the General Plan. 3.1 Adopted Historical Resources Element First adopted in 2006 as part of the City’s comprehensive General Plan, the Historical Resources Element outlines the City’s commitment to recognizing, maintaining, and protecting Newport Beach’s historic, archeological, and paleontological resources. The primary objective of the element is to preserve and maintain Newport Beach’s resources to create an awareness and appreciation for its rich history. The intention is to ensure that future development respects and protects the history of Newport Beach. The adopted Historical Resources Element includes four main components:  Introduction: The introduction includes the purpose and overall objectives of a Historical Resources Element.  Historic Context: The historic context begins with a brief overview of Newport Beach’s early history starting with aboriginal hunters and gathers. The context then discusses the development of Newport Beach into the present day (2006 at the time of adoption) and the patterns that shaped the commerce, character, and community of Newport Beach. The historic context presented within the element briefly discusses the early history of Newport Beach and does not discuss the area’s paleontological background.  Relevant and Related Programs: This section outlines the pertinent Federal, State, and local programs, legislation, and policies that create a regulatory framework for identifying and safeguarding Newport Beach’s historic and paleontological resources. This section also lists what historic resources have been listed on the National Register of Historic Places (NRHP), on the California Register of Historical Resources (CRHR), in the California Historic Resources Information System, and on the local City Register of Historical Property. Additionally, it provides context for any previous citywide surveys conducted including the 1992 unadopted Ad Hoc Historic Preservation Advisory Committee survey. The designated historical resources listed in this section are only built environment resources, implying that the City does not have anything designated under paleontology or archaeology.  Goals and Policies: The element contains two goals (with accompanying polices) that aim to identify and protect (1) historically significant landmarks, sites, and structures and (2) archeological and paleontological resources. Associated policies include, among other topics, discussions surrounding regular inventorying, encouraging preservation via incentives (grading reductions, waiving fees, liens for preservation easements), adaptive re-use, requiring physical links to the past on/related to historical property with new development, adherence to the California Environmental Quality Act (CEQA), and donating scientifically valuable paleontological or archaeological materials. 94 GENERAL PLAN UPDATE / HISTORICAL RESOURCES ELEMENT EXISTING CONDITIONS AND BACKGROUND ANALYSIS 15443 4 FEBRUARY 2024 3.2 Other Adopted Elements Related to Historical Resources Other elements of the City’s General Plan that include components related to historical resources include the following: Arts and Cultural Element, Land Use Element, Housing Element, and Natural Resources Element. These elements were reviewed to provide further context in the update to the City’s Historical Resources Element. 3.2.1 Adopted Arts and Cultural Element The adopted Arts and Cultural Element includes an overview of the organizations, resources, attractions, activities, and facilities that support an active arts and culture program. While the Arts and Cultural Element is distinguished from historical resources in that its primary focus is on public art and events, it does overlap with historical resources in a number of ways. The element primarily relates to historical resources through the role of the Arts Commission in the designation of historical landmarks. The element also discusses the role that libraries and museums play within the City as a link to Newport Beach’s past, in addition to the rebuilding of a local historical resource to the community, the Balboa Theater. As it relates to historic preservation, the adopted Arts and Cultural Element includes specific policies relating to the promotion of cultural tourism as a way of attracting visitors and tourists (CA 3.4), which can connect visitors to key historical resources.  Policy CA 3.4: Cultural Tourism: Promote cultural tourism in Newport Beach to attract visitors and tourists interested in cultural events. 3.2.2 Adopted Land Use Element The adopted Land Use Element serves as the central organizing element for the 2006 General Plan and includes goals and policies for the integration and coordination of all of the General Plan elements. Seeing as Newport Beach is almost fully developed, the Land Use Element focuses on how population and employment growth can be accommodated and still preserve Newport Beach’s distinguishing and valued qualities. The element highlights how existing neighborhoods can be maintained and preserved, where potential areas can accommodate growth, and which neighborhoods can be enhanced and revitalized. The element also proposes creative strategies for the re-use of land and outlines how development can complement Newport Beach’s character and livability. The Land Use Element identifies several tools and resources to help maintain and preserve Newport Beach’s neighborhoods and districts. The relevant policies include the following:  Policy LU 4.3: Transfer of Development Rights: Permit the transfer of development rights from a property to one or more other properties when: a. The donor and receiver sites are within the same Statistical Area. b. The reduced density/intensity on the donor site provides benefits to the City such as, but not limited to, the (1) provision of extraordinary open space, public visual corridor(s), parking or other amenities; (2) preservation of an historic building or property or natural landscapes; (3) improvement of the area’s scale and development character; (4) consolidation of lots to achieve a better architectural design than could be achieved without lot consolidation; and/or (5) reduction of local vehicle trips and traffic congestion; c. The increment of growth transferred to the receiver site complements and is in scale with surrounding development, complies with community character and design policies contained 95 GENERAL PLAN UPDATE / HISTORICAL RESOURCES ELEMENT EXISTING CONDITIONS AND BACKGROUND ANALYSIS 15443 5 FEBRUARY 2024 in this Plan, and does not materially degrade local traffic conditions and environmental quality. d. Transfer of Development Rights in Newport Center is governed by Policy 6.14.3.  Policy LU 5.1.4: Neighborhood Maintenance: Promote the maintenance of existing residential units through code enforcement and promotion of County and local rehabilitation programs, and public education. This may include providing information, guidance, and assistance where feasible.  Policy LU 6.8.6: Historic Character: Preserve the historic character of Balboa Peninsula’s districts by offering incentives for the preservation of historic buildings and requiring new development to be compatible with the scale, mass, and materials of existing structures, while allowing opportunities for architectural diversity.  Policy LU 6.10.3: Specific Plan Guidelines: Utilize design and development guidelines for Cannery Village identified in Cannery Village/McFadden Square Specific Plan.  Policy LU 6.12.2: Specific Plan Guidelines: Utilize design and development guidelines for McFadden Square identified in Cannery Village/McFadden Square Specific Plan. 3.2.3 Adopted Housing Element The City’s current 6th Cycle Housing Element (2021–2029) was adopted by City Council and certified by the State in 2022. The Housing Element identifies goals, policies, quantified objectives, and programs aimed at providing additional housing opportunities, removing governmental constraints to affordable housing, improving the condition of existing housing, and providing equal housing opportunities for all residents. While historic preservation is not discussed directly, the Housing Element does include a policy relating to preserving neighborhood character through the enforcement of applicable City codes, including the City’s Historical Building Code (HBC).  Housing Policy 2.1: Support all reasonable efforts to preserve, maintain, and improve availability and quality of existing housing and residential neighborhoods, and ensure full utilization of existing City housing resources for as long into the future as physically and economically feasible. The purpose of the HBC is to provide regulations for the preservation, restoration, rehabilitation, relocation, or reconstruction of buildings or properties designated as qualified historical buildings or properties. The HBC is intended to provide solutions for the preservation of qualified historical buildings or properties, to promote sustainability, to provide access for persons with disabilities, to provide a cost-effective approach to preservation, and to provide for the reasonable safety of the occupants or users. 3.2.4 Adopted Natural Resources Element The City’s adopted Natural Resources Element identifies goals and policies to guide the conservation and consumption of Newport Beach’s natural resources, including but not limited to its water supply, biological resources, open space, energy, and archaeological and paleontological resources, among other related topics. Within the element, a brief and high-level summary of archaeological and paleontological resources is included. The element includes focused goals and policies related to archaeological and paleontological resources. Goal 18 of the Natural Resources Element calls for the protection and preservation of important paleontological and archaeological 96 GENERAL PLAN UPDATE / HISTORICAL RESOURCES ELEMENT EXISTING CONDITIONS AND BACKGROUND ANALYSIS 15443 6 FEBRUARY 2024 resources and is followed by four related policies that are relevant to the adopted Historical Resources Element. All policies under Goal 18 are largely replicated in the adopted Historical Resources Element as such:  Policy NR 18.1: New Development: Require new development to protect and preserve paleontological and archaeological resources from destruction, and avoid and minimize impacts to such resources in accordance with the requirements of CEQA. Through planning policies and permit conditions, ensure the preservation of significant archeological and paleontological resources and require that the impact caused by any development be mitigated in accordance with CEQA.1  Policy NR 18.2: Maintenance of Database Information: Prepare and maintain sources of information regarding paleontological or archaeological sites and the names and addresses of responsible organizations and qualified individuals who can analyze, classify, record, and preserve paleontological and archaeological findings.2  Policy NR 18.3: Potential for New Development to Impact Resources: Notify cultural organizations, including Native American organizations, of proposed developments that have the potential to adversely impact cultural resources. Allow qualified representatives of such groups to monitor grading and/or excavation of development sites.3  Policy NR 18.4: Donation of Materials: Require new development, where on site preservation and avoidance are not feasible, to donate scientifically valuable paleontological or archaeological materials to a responsible public or private institution with a suitable repository, located within Newport Beach or Orange County, whenever possible.4 1 Policy NR 18.1: New Development replicates Policy HR 2.1: New Development Activities within the adopted Historical Resources Element. 2 Policy NR 18.2: Maintenance of Database Information largely replicates Policy HR 2.2: Grading and Excavation Activities within the adopted Historical Resources Element. Policy HR 2.2 also contains a requirement for a qualified paleontologist/archaeologist to monitor all grading and/or excavation, which is not included in Policy NR 18.2. 3 Policy NR 18.3: Potential for New Development to Impact Resources replicates Policy HR 2.3: Cultural Organizations within the adopted Historical Resources Element. 4 Policy NR 18.4: Donation of Materials replicates Policy HR 2.4: Paleontological or Archaeological Materials within the adopted Historical Resources Element. 97 15443 7 FEBRUARY 2024 4 Regulatory Review Federal, State, and local historic preservation programs provide specific criteria for evaluating the potential historic significance of a resource. Although the criteria used by the NRHP, the CRHR, and the City Register of Historical Property for the designation of historical and architectural significance vary in their specifics, they focus on many of the same general themes. Another area of similarity is the concept of integrity—generally defined as the survival of physical characteristics that existed during the resource’s period of significance. Federal, State, and local historical preservation programs require that resources maintain integrity in order to be identified as eligible for listing as historical. However, the NRHP maintains a higher, more rigid threshold for integrity than the CRHR, noting that properties either retain integrity or they do not. 4.1 Federal Federal regulations pertaining to historical resources include the National Historic Preservation Act (NHPA) and the NRHP, as further discussed below. 4.1.1 Section 106 of the National Historic Preservation Act and National Register of Historic Places NHPA Section 106 (54 USC Section 306108) necessitates that Federal undertakings consider potential effects to historic properties. Historic properties are defined by the Code of Federal Regulations (CFR) as “any prehistoric or historic district, site, building, structure, or object included in, or eligible for inclusion in, the National Register of Historic Places (NRHP) maintained by the Secretary of the Interior. This term includes artifacts, records, and remains that are related to and located within such properties. The term includes properties of traditional religious and cultural importance to an Indian tribe or Native Hawaiian organization that meet the NRHP Criteria” (36 CFR Part 800.16[l]). Regulations under 36 CFR Part 800 provide a framework for the process for Federal agencies, in consultation with the State Historic Preservation Officer (SHPO) and other consulting parties, to identify historic properties within the area of potential effects for an undertaking and to determine effects. Adverse effects to historic properties require resolution through consultation between the Federal agency, SHPO, and the Advisory Council on Historic Preservation. The following phases provide an outline of the NHPA Section 106 process:  Initiation of the Section 106 process, including the identification of consulting parties, such as Native American tribes.  Establishment of the area of potential effects, in consultation with the SHPO and other consulting parties.  Identification of historic properties located in a project’s area of potential effects.  If historic properties are identified in the area of potential effects, assessment of effects of the undertaking.  Should adverse effects to historic properties be identified, consultation between the Federal agency, SHPO, and any other identified consulting parties (including Native American tribes and the Advisory Council of Historic Preservation) need to proceed to find ways to avoid, minimize, or mitigate the adverse effect. All parties may determine that preparation of an agreement document, such as a Memorandum of Agreement or Programmatic Agreement, is necessary to resolve adverse effects or effectively manage complex 98 GENERAL PLAN UPDATE / HISTORICAL RESOURCES ELEMENT EXISTING CONDITIONS AND BACKGROUND ANALYSIS 15443 8 FEBRUARY 2024 undertakings where a project’s actions are proposed over several years and/or where the undertaking’s effects on historic properties cannot be clearly defined during the initial project planning phase.  Implementation of the terms and conditions of the Memorandum of Agreement or Programmatic Agreement. While the listing of a site in the NRHP is significant, the regulatory powers of NHPA to protect these are limited. There are various incentives – including legal protections, preservation funds, and federal tax credits – to encourage property owners whose property has been listed in the NRHP to preserve historic resources their property. However, they are not required to preserve historic resources on their property or make them publicly accessible. Criteria for Eligibility for the National Register of Historic Places Cultural resources are eligible for the NRHP if they retain integrity to reflect significant associations as defined in the regulations for the NRHP. A property must meet one or more of the following key criteria to be considered significant (36 CFR 60.4): It is associated with events that have made a significant contribution to the broad pattern of our history; or It is associated with the lives of people significant in our past; or It embodies the distinct characteristics of a type, period, or method of construction, or that represents the work of a master, or that possesses high artistic values, or it represents a significant and distinguishable entity whose components may lack individual distinction; or It has yielded, or is likely to yield, information important in prehistory or history. A property must have significance and integrity to be considered eligible for listing in the NRHP. Integrity is assessed through seven key aspects: location, design, setting, materials, workmanship, feeling, and association (36 CFR 60.4). Resources that are not commonly found eligible for listing in the NRHP are cemeteries, birthplaces, graves of historical figures, properties owned by religious institutions or used for religious purposes, structures that have been moved from their original locations, properties that have been reconstructed, properties principally commemorative in nature, and properties that are not yet 50 years of age. However, these types of properties may be eligible for the NRHP if they are essential features of eligible districts or resources or meet the criteria considerations described in 36 CFR 60.4. 4.2 State A historical resources element is not a required element of a General Plan. State regulations regarding historical resources take shape through the CRHR and regulations under CEQA. These are further defined below. 99 GENERAL PLAN UPDATE / HISTORICAL RESOURCES ELEMENT EXISTING CONDITIONS AND BACKGROUND ANALYSIS 15443 9 FEBRUARY 2024 4.2.1 California Register of Historical Resources In California, the term “historical resource” includes but is not limited to “any object, building, structure, site, area, place, record, or manuscript which is historically or archaeologically significant, or is significant in the architectural, engineering, scientific, economic, agricultural, educational, social, political, military, or cultural annals of California” (California Public Resources Code [PRC], Section 5020.1[j]). In 1992, the California Legislature established the CRHR “to be used by state and local agencies, private groups, and citizens to identify the state’s historical resources and to indicate what properties are to be protected, to the extent prudent and feasible, from substantial adverse change” (PRC Section 5024.1[a]). This means that property owners of sites listed in the CRHR– unlike the property owners of sites listed in the NRHP – may be legally required to protect historic resources on their property. Additionally, CRHP listed property owners may be eligible for state tax benefits and incentives. Under CEQA, a cultural resource may qualify as a significant historical resource if it falls within the following at least one of the three categories:  The resource is listed in or determined eligible for listing in the CRHR.  The resource is included in a local register of historical resources, as defined in Section 5020.1(k) of the PRC, or identified as significant in a historical resource survey meeting the requirements of Section 5024.1(g) of the PRC, unless the preponderance of evidence demonstrates that it is not historically or culturally significant.  The lead agency determines the resource to be significant as supported by substantial evidence in light of the whole record (California Code of Regulations, Title 14, Division 6, Chapter 3, Section 15064.5[a]). The criteria for listing resources in the CRHR were expressly developed to be in accordance with previously established criteria developed for listing in the NRHP and are enumerated below. According to PRC Section 5024.1(c)(1–4), a resource is considered historically significant if it (i) retains “substantial integrity,” and (ii) meets at least one of the following criteria:  is associated with events that have made a significant contribution to the broad patterns of California’s history and cultural heritage;  is associated with the lives of persons important in our past;  embodies the distinctive characteristics of a type, period, region, or method of construction; represents the work of an important creative individual; or possesses high artistic values; or  has yielded, or may be likely to yield, information important in prehistory or history. NRHP listed or eligible properties are considered eligible for listing in the CRHR, and thus are significant historical resources for the purpose of CEQA (PRC Section 5024.1[d][1]). 4.2.2 California Environmental Quality Act Public or private projects funded or approved by public agencies are required to comply with regulations outlined under CEQA to assess the impacts of the project on archeological, historical and tribal cultural resources. 100 GENERAL PLAN UPDATE / HISTORICAL RESOURCES ELEMENT EXISTING CONDITIONS AND BACKGROUND ANALYSIS 15443 10 FEBRUARY 2024 Archaeological Resources The following CEQA statutes and CEQA Guidelines are of relevance to the analysis of archaeological, historical, and tribal cultural resources:  PRC Section 21083.2(g), defines “unique archaeological resource.”  If it can be demonstrated that a project would cause damage to a unique archaeological resource, the lead agency may require that reasonable efforts be made to permit any or all of these resources to be preserved in place or left in an undisturbed state. To the extent that they cannot be left undisturbed, mitigation measures are required (PRC Sections 21083.2[a], [b], and [c]).  PRC Section 21084.1, and CEQA Guidelines, Section 15064.5(a), define “historical resources.” In addition, CEQA Guidelines, Section 15064.5(b), defines the phrase “substantial adverse change in the significance of an historical resource.” It also defines the circumstances when a project would materially impair the significance of a historical resource.  PRC Section 5097.98, and CEQA Guidelines, Section 15064.5(e), set forth standards and steps to be employed following the accidental discovery of human remains in any location other than a dedicated cemetery.  PRC Sections 21083.2(b) and (c), and CEQA Guidelines, Section 15126.4, provide information regarding the mitigation framework for archaeological and historical resources, including examples of preservation in place mitigation measures. Preservation in place is the preferred manner of mitigating impacts to significant archaeological sites because it maintains the relationship between artifacts and the archaeological context and may also help avoid conflict with religious or cultural values of groups associated with the archaeological site(s).  Impacts to non-unique archaeological resources are generally not considered a significant environmental impact (PRC Section 21083.2[a]; 14 CCR 15064.5[c][4]). However, if a non-unique archaeological resource qualifies as Tribal cultural resource (PRC Sections 21074[c] and 21083.2[h]), further consideration of significant impacts is required.  CEQA Section 15064.5 outlines the protocols to be followed in the case of a discovery of Native American human remains including the roles and responsibilities of the coroner, Native American Heritage Commission (NAHC), the individual identified by the NAHC as the most likely descended from the deceased Native American, and the landowner of whose land the discovery was made. Historical Resources Under CEQA, a project may have a significant effect on the environment if it may cause “a substantial adverse change in the significance of an historical resource” (PRC Section 21084.1; 14 CCR 15064.5[b]). If a site is either listed or eligible for listing in the CRHR, or if it is included in a local register of historical resources or identified as significant in a historical resources survey (meeting the requirements of PRC Section 5024.1[q]), it is a “historical resource” and is presumed to be historically or culturally significant for purposes of CEQA (PRC Section 21084.1; 14 CCR 15064.5[a]). The lead agency is not precluded from determining that a resource is a historical resource even if it does not fall within this presumption (PRC Section 21084.1; 14 CCR 15064.5[a]). A “substantial adverse change in the significance of an historical resource” reflecting a significant effect under CEQA means “physical demolition, destruction, relocation, or alteration of the resource or its immediate surroundings such that the significance of an historical resource would be materially impaired” 101 GENERAL PLAN UPDATE / HISTORICAL RESOURCES ELEMENT EXISTING CONDITIONS AND BACKGROUND ANALYSIS 15443 11 FEBRUARY 2024 (14 CCR 15064.5[b][1]; PRC Section 5020.1[q]). In turn, CEQA Guidelines, Section 15064.5(b)(2), states that the significance of an historical resource is materially impaired when a project: 1. Demolishes or materially alters in an adverse manner those physical characteristics of an historical resource that convey its historical significance and that justify its inclusion in, or eligibility for, inclusion in the California Register of Historical Resources; or 2. Demolishes or materially alters in an adverse manner those physical characteristics that account for its inclusion in a local register of historical resources pursuant to section 5020.1(k) of the Public Resources Code or its identification in an historical resources survey meeting the requirements of section 5024.1(g) of the Public Resources Code, unless the public agency reviewing the effects of the project establishes by a preponderance of evidence that the resource is not historically or culturally significant; or 3. Demolishes or materially alters in an adverse manner those physical characteristics of a historical resource that convey its historical significance and that justify its eligibility for inclusion in the California Register of Historical Resources as determined by a lead agency for purposes of CEQA. Pursuant to these sections, the CEQA inquiry begins with evaluating whether a project site contains any historical resources, then evaluates whether the project would cause a substantial adverse change in the significance of a historical resource such that the resource’s historical significance would be materially impaired. Secretary of the Interior’s Standards for the Treatment of Historic Properties. Where a project has been determined to conform with the Standards, the project’s impact on historical resources would be considered mitigated to below a level of significance and, thus, not significant (14 CCR 15126.4[b][1]). In most cases, a project that demonstrates conformance with the Secretary of the Interior’s Standards is categorically exempt from CEQA (14 CCR 15331), as described in the CEQA Guidelines (14 CCR 15126.4[b][1]): Where maintenance, repair, stabilization, rehabilitation, restoration, preservation, conservation or reconstruction of the historical resource will be conducted in a manner consistent with the Secretary of the Interior’s Standards for the Treatment of Historic Properties with Guidelines for Preserving, Rehabilitating, Restoring, and Reconstructing Historic Buildings (Weeks and Grimmer 1995), the project’s impact on the historical resource shall generally be considered mitigated below a level of significance and thus is not significant. The Secretary of the Interior’s Standards are a series of concepts focused on maintaining, repairing, and replacing historic materials, as well as designing new additions or making alterations. They function as common-sense historic preservation principles that promote historic preservation best practices. There are four distinct approaches that may be applied to the treatment of historical resources:  Preservation focuses on the maintenance and repair of existing historic materials and retention of a property’s form as it has evolved over time.  Rehabilitation acknowledges the need to alter or add to a historic property to meet continuing or changing uses while retaining the property’s historic character.  Restoration depicts a property at a particular period of time in its history, while removing evidence of other periods.  Reconstruction recreates vanished or non-surviving portions of a property for interpretive purposes. 102 GENERAL PLAN UPDATE / HISTORICAL RESOURCES ELEMENT EXISTING CONDITIONS AND BACKGROUND ANALYSIS 15443 12 FEBRUARY 2024 The choice of treatment depends on a variety of factors, including the property’s historical significance, physical condition, proposed use, and intended interpretation. The Guidelines provide general design and technical recommendations to assist in applying the Standards to a specific property. Together, the Standards and Guidelines provide a framework that guides important decisions concerning proposed changes to a historic property. The following 10 standards for rehabilitation are used to determine if a project is in conformance with the Standards for a rehabilitation. To be in conformance, a project must be consistent with the historic character of the structure(s) and, where applicable, the district in which it is located. The following standards are to be applied to specific rehabilitation projects in a reasonable manner, taking into consideration economic and technical feasibility: 1. A property shall be used for its historic purpose or be placed in a new use that requires minimal change to the defining characteristics of the building and its site and environment. 2. The historic character of a property shall be retained and preserved. The removal of historic materials or alteration of features and spaces that characterize a property shall be avoided. 3. Each property shall be recognized as a physical record of its time, place, and use. Changes that create a false sense of historical development, such as adding conjectural features or architectural elements from other buildings, shall not be undertaken. 4. Most properties change over time; those changes that have acquired historic significance in their own right shall be retained and preserved. 5. Distinctive features, finishes, and construction techniques or examples of craftsmanship that characterize a historic property shall be preserved. 6. Deteriorated historic features shall be repaired rather than replaced. Where the severity of deterioration requires replacement of a distinctive feature, the new feature shall match the old in design, color, texture, and other visual qualities and, where possible, materials. Replacement of missing features shall be substantiated by documentary, physical, or pictorial evidence. 7. Chemical or physical treatments, such as sandblasting, that cause damage to historic materials shall not be used. The surface cleaning of structures, if appropriate, shall be undertaken using the gentlest means possible. 8. Significant archeological resources affected by a project shall be protected and preserved. If such resources must be disturbed, mitigation measures shall be undertaken. 9. New additions, exterior alterations, or related new construction shall not destroy historic materials that characterize the property. The new work shall be differentiated from the old and shall be compatible with the massing, size, scale, and architectural features to protect the historic integrity of the property and its environment. 10. New additions and adjacent or related new construction shall be undertaken in such a manner that if removed in the future, the essential form and integrity of the historic property and its environment would be unimpaired. 4.2.3 Government Code Sections 6254(r) and 6254.10 Government Code Sections 6254(r) and 6254.10 of the California Public Records Act were enacted to protect archaeological sites from unauthorized excavation, looting, or vandalism. Section 6254(r) explicitly authorizes public agencies to withhold information from the public relating to “Native American graves, cemeteries, and sacred places maintained by the Native American Heritage Commission.” Section 6254.10 specifically exempts from 103 GENERAL PLAN UPDATE / HISTORICAL RESOURCES ELEMENT EXISTING CONDITIONS AND BACKGROUND ANALYSIS 15443 13 FEBRUARY 2024 disclosure requests for “records that relate to archaeological site information and reports, maintained by, or in the possession of the Department of Parks and Recreation, the State Historical Resources Commission, the State Lands Commission, the NAHC, another state agency, or a local agency, including the records that the agency obtains through a consultation process between a Native American tribe and a state or local agency.” 4.2.4 California Native American Graves Protection and Repatriation Act Codified in California Health and Safety Code Sections 8010–8030, the California Native American Graves Protection Act of 2001 is consistent with the Federal Native American Graves Protection Act. Intended to “provide a seamless and consistent State policy to ensure that all California Indian human remains, and cultural items be treated with dignity and respect,” the California Native American Graves Protection Act also encourages and provides a mechanism for the return of remains and cultural items to lineal descendants. California Health and Safety Code Section 8025 established a Repatriation Oversight Commission to oversee this process. The act also provides a process for non–Federally recognized tribes to file claims with agencies and museums for repatriation of human remains and cultural items. 4.2.5 California Health and Safety Code Sections 7050 and 7052 California Health and Safety Code Section 7050.5 declares that, in the event of the discovery of human remains outside a dedicated cemetery, all ground disturbances must cease, and the County Coroner must be notified. California Health and Safety Code Section 7052 establishes a felony penalty for mutilating, disinterring, or otherwise disturbing human remains, except by relatives. 4.2.6 California Penal Code Section 622.5 California Penal Code Section 622.5 provides misdemeanor penalties for injuring or destroying objects of historical or archaeological interest located on public or private lands but specifically excludes the landowner. 4.2.7 Senate Bill 297 Senate Bill (SB) 297 (1982) addresses the disposition of Native American burials in archaeological sites and protects such remains from disturbance, vandalism, or inadvertent destruction; establishes procedures to be implemented if Native American skeletal remains are discovered during construction of a project; and establishes the NAHC to resolve disputes regarding the disposition of such remains. It has been incorporated into CEQA Guidelines Section 15064.5(e). 104 GENERAL PLAN UPDATE / HISTORICAL RESOURCES ELEMENT EXISTING CONDITIONS AND BACKGROUND ANALYSIS 15443 14 FEBRUARY 2024 4.2.8 Senate Bill 18 The Local and Tribal Intergovernmental Consultation Process, commonly known as SB 18, was signed into law September 2004 and took effect March 1, 2005. SB 18 refers to PRC Sections 5097.9 and 5097.995, which defines cultural places as follows:  Native American sanctified cemetery place of worship, religious or ceremonial site, or sacred shrine (PRC Section 5097.9)  Native American historic, cultural, or sacred site that is listed or may be eligible for listing in the CRHR pursuant to Section 5024.1, including any historic or prehistoric ruins, any burial ground, any archaeological or historic site (PRC Section 5097.993). SB 18 established responsibilities for local governments to contact, provide notice to, refer plans to, and consult with California Native American tribes that have been identified by the NAHC and tribes that have requested consultation after local government outreach as stipulated in Government Code Section 65352.3. The purpose of this consultation process is to protect the identity of the cultural place and to develop appropriate and dignified treatment of the cultural place in any subsequent project. The consultation is required whenever a general plan, specific plan, or open space designation is proposed for adoption or to be amended. Once local governments have sent notification, tribes are responsible for requesting consultation. Pursuant to Government Code Section 65352.3(a)(2), each tribe has 90 days from the date on which they receive notification to respond and request consultation. In addition to the requirements stipulated previously, SB 18 amended Government Code Section 65560 to “allow the protection of cultural places in open space element of the general plan” and amended Civil Code Section 815.3 to add “California Native American tribes to the list of entities that can acquire and hold conservation easements for the purpose of protecting their cultural places.” 4.2.9 Assembly Bill 52 Assembly Bill 52 of 2014 amended PRC Section 5097.94 and added PRC Sections 21073, 21074, 21080.3.1, 21080.3.2, 21082.3, 21083.09, 21084.2, and 21084.3. Assembly Bill 52 established that tribal cultural resources must be considered under CEQA and also provided for additional Native American consultation requirements for the lead agency. PRC Section 21074 describes a tribal cultural resource as a site, feature, place, cultural landscape, sacred place, or object that is considered of cultural value to a California Native American tribe and that is either:  On or determined to be eligible for the California Register of Historical Resources or a local historical register; or  A resource determined by the lead agency, in its discretion and supported by substantial evidence, to be significant pursuant to criteria set forth in subdivision (c) of PRC Section 5024.1. Assembly Bill 52 formalizes the lead agency–tribal consultation process. Specifically, it requires the lead agency to notify a California Native American tribe of proposed projects in the geographic area that is traditionally and culturally affiliated with the tribe if that tribe has requested such notification, in writing, to the lead agency (PRC Section 21080.3.1[b]). Additionally, prior to the release of a negative declaration, mitigated negative 105 GENERAL PLAN UPDATE / HISTORICAL RESOURCES ELEMENT EXISTING CONDITIONS AND BACKGROUND ANALYSIS 15443 15 FEBRUARY 2024 declaration, or environmental impact report, the lead agency is required to begin consultation with a California Native American tribe that requested consultation within 30 days of receipt of project notification (PRC Section 21080.3.1[e]). PRC Section 21084.2 establishes that “A project with an effect that may cause a substantial adverse change in the significance of a tribal cultural resource is a project that may have a significant effect on the environment.” Effects on tribal cultural resources should be considered under CEQA. PRC Section 21080.3.2 states that parties may propose mitigation measures “capable of avoiding or substantially lessening potential significant impacts to a tribal cultural resource or alternatives that would avoid significant impacts to a tribal cultural resource.” Further, if a California Native American tribe requests consultation regarding project alternatives, mitigation measures, or significant effects to tribal cultural resources, the consultation shall include those topics (PRC Section 21080.3.2[a]). The environmental document and the mitigation monitoring and reporting program (where applicable) shall include any mitigation measures that are adopted (PRC Section 21082.3[a]). 4.3 Local Local regulations pertaining to historical resources exist within the City Council Policy Manual and the Newport Beach Municipal Code (NBMC), as further discussed below. 4.3.1 Newport Beach City Council Policy Manual The Newport Beach City Council Policy Manual contains all the City policy statements adopted by resolution of the City Council. Council policies are statements pertaining to how the City conducts its business. The following City Council policies relate to historical resources. 4.3.1.1 Places of Historical and Architectural Significance (K-2) Council Policy K-2, last amended August 2017, states the Newport Beach City Council may designate as historical property any building or part thereof, object, structure, monument, or collection thereof having importance to the history or architecture of the City of Newport Beach in accordance with the criteria set forth below. The policy states that the City Clerk shall maintain a register, referred to as the City of Newport Beach Register of Historical Property. The City Council retains authority to repeal, revise, or modify any designation upon reconsideration of the historical or architectural importance. The policy includes selection criteria for both architectural and historical significance and outlines a classification system for designated historical property. According to the policy, historical property shall be categorized in relation to its significance and condition in the City Register of Historical Property under the following hierarchical classification system: Class 1. Major Historic Landmark. A building, structure, object, site, or natural feature of major historical significance. The property exemplifies historic/architectural themes of local and statewide importance and serves as a significant part of the heritage of Newport Beach. Class 2. Historic Landmark. A building, structure, object, site, or natural feature of historical significance. The property is representative of historic/architectural themes of local and statewide importance and serves as a physical link to the historical past of Newport Beach. 106 GENERAL PLAN UPDATE / HISTORICAL RESOURCES ELEMENT EXISTING CONDITIONS AND BACKGROUND ANALYSIS 15443 16 FEBRUARY 2024 Class 3. Local Historic Site. A building, structure, object, site, or natural feature of local significance only. The property is representative of historic/architectural themes of local importance. Class 4. Structure of Historic Interest. A building, structure, object, site, or natural feature that has been altered to the extent that the historic/architectural integrity has been substantially compromised but is still worthy of recognition. Class 5. Point of Historic Interest. A site of a building, structure, or object that no longer exists, but is associated with historic events or persons, or architecturally significant structures. The policy outlines when the City’s HBC (contained in Newport Beach Municipal Code Chapter 15.13) applies. Additionally, the policy includes the application procedures for a property owner; City Council; Parks, Beaches and Recreation Commission; the Arts Commission; or the Newport Beach Historical Society to nominate a structure for consideration to be included in the City Register of Historical Property. The policy also includes incentives that may be granted to protect existing properties on the City’s Register of Historical Property in exchange for preservation easements.5 4.3.1.2 Paleontological and Archaeological Resource Protection Guidelines (K-5) Council Policy K-5, last amended by in August 2017, states that the City will ensure that potential public or private development impacts to paleontological and archaeological resources are properly evaluated and mitigated in accordance with the General Plan, Local Coastal Program, and CEQA. The policy outlines the procedures the City shall take to evaluate and mitigate potential impacts to such resources, which includes determination of paleontological or archaeological resources at the initial study level, a preliminary investigation report if resources are known to exist, and an impact assessment report if resources are known to exist, as well as what to do if resources are found on a construction site.6 4.3.2 Newport Beach Municipal Code The Newport Beach City Council adopted and incorporated the 2022 Edition of the California Historical Building Code (CHBC), California Code of Regulations Title 24, Part 8, and all national codes and standards referenced therein to the prescribed extent of each such reference. The purpose of the CHBC is to provide regulations for the preservation, restoration, rehabilitation, relocation, or reconstruction of buildings or properties designated as qualified historical buildings or properties. The CHBC is intended to provide solutions for the preservation of qualified historical buildings or properties, to promote sustainability, to provide access for persons with disabilities, to provide a cost-effective approach to preservation, and to provide for the reasonable safety of the occupants or users. The CHBC requires enforcing agencies to accept solutions that are reasonably equivalent to the regular code when dealing with qualified historical buildings or properties. 5 City of Newport Beach. 2017a. “Places of Historical and Architectural Significance (K-2).” In Newport Beach City Council Policy Manual. Accessed October 9, 2023. 6 City of Newport Beach. 2017b. “Paleontological and Archaeological Resource Protection Guidelines (K-5).” In Newport Beach City Council Policy Manual. Last updated August 8, 2017. Accessed October 9, 2023. https://www.newportbeachca.gov/home/ showpublisheddocument/2437/636385647487800000. 107 GENERAL PLAN UPDATE / HISTORICAL RESOURCES ELEMENT EXISTING CONDITIONS AND BACKGROUND ANALYSIS 15443 17 FEBRUARY 2024 The NBMC regulates historical resources throughout the code. In particular, Section 20.38.070 (Landmark Structures), of the NBMC outlines how the City intends to preserve historic structures, encourage adaptive reuse, and revitalize older commercial areas. The NBMC offers relief from restrictions on nonconforming structures and uses with the intent of preserving the principal use and minimizing impacts to the surrounding areas. The NBMC includes exemptions regarding the change of use and alterations made to the landmark, as well as conditions to which the exemptions apply. Landmark theaters are defined as structures principally used as a theater, with a single screen or stage, designed to fit 300 people, and constructed on or before December 12, 1950. Landmark structures must be listed on the NRHP. Chapter 21.70 (Definitions) sites a historical resource as “any object, building, structure, site, area, place, record, or manuscript which is historically or archaeologically significant, or which is significant in the architectural, engineering, scientific, economic, agriculture, educational, social, political, military, or cultural history of the City of Newport Beach and/or California and/or the United States.” Section 15.50.050 (Definitions) describes a historic structure as one that is listed on the NRHP, certified or preliminary determined by the Secretary of Interior’s as historically significant, listed on a State inventory of historic places, or listed on a certified local inventory. 108 GENERAL PLAN UPDATE / HISTORICAL RESOURCES ELEMENT EXISTING CONDITIONS AND BACKGROUND ANALYSIS 15443 18 FEBRUARY 2024 INTENTIONALLY LEFT BLANK 109 15443 19 FEBRUARY 2024 5 Existing Conditions The following section provides context for archaeology and the historic built environment, touching on relevant themes concerning the history and development in Newport Beach. It begins with a prehistoric and ethnographic overview, followed by historic-era developments, and then discusses known sources of previously recorded historic era resources. 5.1 Prehistoric and Ethnographic Overview Evidence for continuous human occupation in Southern California spans the last 10,000 years. Various attempts to parse out variability in archaeological assemblages over this broad period have led to the development of several cultural chronologies; some of these are based on geologic time, most are based on temporal trends in archaeological assemblages, and others are interpretive reconstructions. Each of these reconstructions describes essentially similar trends in assemblage composition in more or less detail. However, given the direction of research and differential timing of archaeological study following intensive development in Orange County, chronology building for the general area of Newport Beach must rely on data from neighboring cities and regions to fill the gaps. To be more inclusive, this research requires a common set of generalized terms used to describe chronological trends in assemblage composition: Paleoindian (before 7500 BP), Archaic (10,000–1500 BP), Late Prehistoric (1500 BP–AD 1769), and Ethnohistoric (after AD 1769). In order to create an effective prehistoric and ethnohistoric context that incorporates tribal information and is consumable by the general public, additional research is required. Recommendations provided in Section 7, Recommendations, include a task for developing an appropriate prehistoric and ethnographic context. 5.2 Historic Era Overview Spanish settlement of Orange County began in 1769, with the Gaspar de Portolà Expedition, which sailed along California’s coastline. Members of these early expeditions were often awarded land grants for their service. Jose Antonio Yorba, a Spanish soldier in the expedition, was given a 63,414-acre land grant, Rancho Santiago de Santa Ana in 1801, which included most of present-day Orange County including Newport Beach. Ranchos operated as early trading hubs and traded hides with merchants from around the world. In 1810, a civil war erupted in Mexico and as a result California was cut off from Mexico and all its trade. The Mexican War of Independence was won against the Spanish Crown in 1821 and the Mexican government began dividing up land that was once owned by the Catholic Church to the highest bidder. The land that would become Newport Beach was predominantly owned by Don Sepulveda and Don Bernardo Yorba, who later sold most of their holdings to American entrepreneurs Flint, Bixby, and Irvine McFadden, also known as the McFadden brothers.7 The area’s coastline was described as treacherous and swamp-like with land being sold for $1 an acre. The McFadden brothers looked to develop the area into a “new port” for their shipping business between the hubs of Los Angeles and San Diego and the name Newport stuck. Their shipping company became the largest business in the newly created Ocean County. Problems continued with gaining access to the bay, so the McFadden brothers developed McFadden Wharf (present day location of Newport Pier) in 1888. In order to efficiently move more 7 Baker, G. 2004. Newport Beach, A HarborTown History. Santa Barbara, California: HarborTown Histories. 110 GENERAL PLAN UPDATE / HISTORICAL RESOURCES ELEMENT EXISTING CONDITIONS AND BACKGROUND ANALYSIS 15443 20 FEBRUARY 2024 products, a railroad was built on the wharf in 1891, called the Santa Ana & Newport Railroad.8 Despite the improvements, the neighboring port of San Pedro became Sothern California’s dominant seaport, not Newport as the McFadden brothers had hoped. In 1899, the McFadden Wharf and railroad were sold to the Southern Pacific Railroad, transitioning the area from a commercial shipping hub to a resort and vacation destination.9 The early 1900s brought new subdivisions to Newport Beach, including Corona del Mar, East Newport, Balboa, and Balboa Island. This was after the establishment of the Pacific Electric’s “surf line,” which ran along the coastline from Long Beach (nicknamed the Red Cars). Local developers dredged the bay and created human-made islands to establish land adequate for new residential developments. With the increase in residences came civic improvements.10 In 1906, the City of Newport Beach was incorporated, claiming to have 700 residents, though the majority were only summertime residents. Development during this period included small hotels, beach cottages, and tourist attractions such as the Balboa Pavilion and the Balboa Pier (Exhibit 1). Improvements to the area continued, including jetty construction and further dredging of the harbor. Development was slowed by the start of World War I and an economic depression.11 Exhibit 1. Pacific Electric’s Red Car Line taking visitors to the Balboa Pavilion, 1910. Source: City of Newport Beach, Historic Photos: A Look Back in Time, https://nbgis.newportbeachca.gov/gispub/NewportStoryMaps/HistoricPhotos/. The City’s first organized effort for harbor development began in the 1920s and lasted into 1936, when the harbor reopened with a thoroughly dredged entrance and bay. Newport Bay became a pleasure boat harbor rather than a 8 Cassis, C. 2022. “Vibrant Figures in Newport Beach History: From ‘Swamp’ to ‘New Port.’” The Epoch Times. September 8, 2022. 9 Brigandi, P. 2009. “Early Newport Beach.” OC Historyland. https://www.ochistoryland.com/earlynb. 10 Brigandi 2009. 11 Gray, P.L. 2003. Images of America: Newport Beach. Chicago, Illinois: Arcadia Publishing. 111 GENERAL PLAN UPDATE / HISTORICAL RESOURCES ELEMENT EXISTING CONDITIONS AND BACKGROUND ANALYSIS 15443 21 FEBRUARY 2024 commercial port, resulting in a lack of year-round permanent residents. Earlier industries such as salt mines, canning, and fishing gave way to sport fishing, yacht building, and yacht sales. Development during this period continued to be focused along the ocean and on the Balboa Peninsula, with new human-made islands such as Lido Isle constructed into the 1930s.12 Newport Boulevard (State Route 55) and Pacific Coast Highway (State Route 1) provided access to Newport Beach from the north, east, and west. The start of World War II brought a new need for industries to the area that allowed for the construction of more year-round residences. During the 1940s, Newport Beach became a hub for naval ship construction and repair, with shipyards working on a nonstop schedule. The Federal government assisted in new development by setting up military installations and developing the area as an unofficial “Army Air Corps rest and relaxation site.”13 After World War II, many veterans returned to the area to build new homes in developments such as Newport Heights. These residences were predominantly small-scale, one-story in height, and constructed in popular architectural styles of the period such as Minimal Traditional and Ranch. The area also attracted upscale developments such as luxury hotels, sail and yacht clubs, and remodeled beach cottages turned into estates. Blue- collar jobs from earlier decades such as fishing and canning were gradually replaced with new white-collar industries such as communications, research, electronics, and medicine. Retail shopping centers, such as Fashion Island, which opened in 1967, became a major draw to the area and helped push further growth of hotels, restaurants, office buildings, and residential developments (Exhibit 2).14 Smaller homes constructed in the 1940s and 1950s were gradually replaced in the 1990s and 2000s by larger, two-story residences in some instances constructed to fill almost the entire lot. Tourism remains an integral part of Newport Beach’s economy and the area is known for its beaches and recreational activities such as golf, sailing, and swimming.15 12 Gray 2003. 13 Brigandi 2009. 14 NBCC (Newport Beach Chamber of Commerce). 2022. “About Newport Beach.” Accessed October 10, 2023. https://www.newportbeach.com/about-newport-beach/#:~:text=Home%20to%20a%20world%2Dfamous,%2C%20science%2C%20medicine%20and%20development. 15 Gray 2003. 112 GENERAL PLAN UPDATE / HISTORICAL RESOURCES ELEMENT EXISTING CONDITIONS AND BACKGROUND ANALYSIS 15443 22 FEBRUARY 2024 Exhibit 2. Construction of Fashion Island, 1967. Source: City of Newport Beach, Historic Photos: A Look Back in Time, https://nbgis.newportbeachca.gov/gispub/NewportStoryMaps/HistoricPhotos/. 5.3 Previously Recorded Historic Resources As discussed in Section 4, Regulatory Review, there are many laws and agencies that designate and regulate historic resources at all levels of government. For this reason, there are several methods to identifying historic sites and multiple databases with information regarding them. The most comprehensive and up to date database is the California Historical Resources Information System (CHRIS). However, the information in CHIRIS is not publicly available and conducting a CHRIS records search requires significantly more time and funding than other methods. Moreover, a CHRIS records search is not typical or necessary for a General Plan update. For these reasons, this analysis relies on a review of sites formally listed in the NRHP, CRHR, or as California Historical Landmarks (CHLs), as well as sites included in the Built Environment Resource Directory (BERD). BERD provides information on historic resources in the Office of Historic Preservation’s (OHP) inventory. The OHP inventory contains information only for cultural resources that have been processed through OHP. This includes resources reviewed for eligibility to the NRHP and the California Historical Landmarks programs through federal and state environmental compliance laws, and resources nominated under federal and state registration programs. Because the BERD only includes information that has been processed through the OHP office, it is not a completely comprehensive and up to date listing of all eligible and designated properties. Nonetheless, it provides a good sense of significant and potentially significant historical sites in the City. 113 GENERAL PLAN UPDATE / HISTORICAL RESOURCES ELEMENT EXISTING CONDITIONS AND BACKGROUND ANALYSIS 15443 23 FEBRUARY 2024 Current listings were reviewed from the NRHP (2023), California Historical Landmarks (2023), and BERD to obtain information about historical resources in Newport Beach that have either been listed or determined eligible for the NRHP, CRHR, and/or local listing. According to the BERD, 23 historical resources have been recorded in Newport Beach (the Stuft Shirt building (also known as A’maree’s or the Windows by the Bay building at 2241 West Coast Highway is not listed on the BERD as of November 2023). See Figure 1, Historical Resources in Newport Beach, for all listed historical resources within Newport Beach. The Crystal Cove Historic District is listed on the OHP website as located within the City of Laguna Beach and therefore is not included in the below analysis, despite being previously listed in the 2006 City of Newport Beach General Plan. 114 GE N E R A L P L A N U P D A T E / H I S T O R I C A L R E S O U R C E S E L E M E N T E X I S T I N G C O N D I T I O N S A N D BA C K G R O U N D AN A L Y S I S 15 4 4 3 24 DE C E M B E R 2 0 2 3 115 15443 25 DECEMBER 2023 Federal and State Four historical resources were formally listed in the NRHP as individual properties and are also listed in the CRHR (Status Code 1S). Those properties are the Balboa Inn (intact), Bank of Balboa-Bank of America site (intact), Lovell Beach House (intact), and Wild Goose (yacht) (intact). The Balboa Inn and the Bank of Balboa-Bank of America are also locally listed in the City Register of Historical Property. Eight resources were determined eligible for the NRHP by a consensus through Section 106 process and are also listed in the CRHR (Status Code 2S2). Those properties are the Newport Bay West Jetty/Mission Bay Jetty (intact), Newport Bay East Jetty/Mission Jetty (intact), First Republic of Newport (intact), MacArthur Centre/Verizon Candidate "The Duke" (intact), Irvine Company (intact), Bloomingdale's Fashion Island (intact), Newport Beach Marriott Hotel & Spa (partially demolished), and B K Stone Building (McFadden Building) (intact). None of these properties are also locally listed. One property, the Stuft Shirt building (intact), also known as A’maree’s or the Windows by the Bay building, was submitted for nomination by Federal Preservation Officers, but has not been formally listed on the NRHP. The property is listed on the CRHR. The Balboa Island Fire House #4 (demolished) was determined eligible for listing in the CRHR by the State Historical Resources Commission (Status Code 2CS). . This property was not locally listed. A search of the Orange County California Historical Landmarks identified seven properties in Newport Beach. Three of those properties were identified in the Built Environment Resource Directory including the Balboa Inn, Bank of Balboa-Bank of America, and Lovell Beach House. Three properties are listed as California Historical Landmarks including the McFadden Wharf (replaced by Newport Pier), Old Landing site (demolished—plaque at corner of Pacific Coast Highway and Bayshore Drive), and the Site of First Water-to-Water Flight (plaque at foot of Balboa Pier). Local Newport Beach has 10 designated Register of Historical Property properties with various classifications (Table 1). Those include the Balboa Pavilion (Class 1; intact), Rendezvous Ballroom Site (Class 5; building lost to fire—plaque in place), Jolly Roger (Dippy’s)/Wilma’s Patio (Class 4; intact), Balboa Inn (Class 1; intact), Bank of America Site (Class 5; intact), Balboa Theater (No Classification Listed; partially demolished), Dory Fishing Fleet (Class 1; intact), Balboa Saloon (Class 3; intact), Solar House (Class 2; intact), and Goldenrod Avenue Footbridge (Class 3; intact). The Mariner’s Medical Arts complex (also known as The Neutra Building) at 1901 Westcliff Drive, has not been formally designated by the City but is eligible for listing. In 2009, the building was slated for demolition prior to the City becoming aware of its potential significance as work of renowned architect, Richard Neutra. The property was purchased in 2021 for rehabilitation and the new owners are working closely with the City to complete the project. According to the current City Register of Historical Property classification system, only buildings or structures rated as Class 1,2,3, or 4 shall be deemed a “qualified historical building or structure” for purposes of applying the HBC contained in NBMC Chapter 15.13, or any successor chapter. Therefore, the Rendezvous Ballroom Site and the Bank of America Site are not considered locally qualified historical buildings or structures. 116 GENERAL PLAN UPDATE / HISTORICAL RESOURCES ELEMENT EXISTING CONDITIONS AND BACKGROUND ANALYSIS 15443 26 DECEMBER 2023 Table 1. Historic Resources Located in the City of Newport Beach Name Address NRHP CRHR CHL CNB B K Stone Building (McFadden Building; intact) 2100 Ocean Front X — — — Bank of Balboa/Bank of America Site (intact)1 611 E Balboa Blvd. X X — X Balboa Inn (intact) 105 Main St. X X — X Balboa Pavilion (intact) 400 Main St. — — — X Balboa Saloon (intact) 700 E. Bay Ave. — — — X Balboa Theater (partially demolished) 707 E. Balboa Blvd. — — — X Bloomingdale's Fashion Island (intact) 701 Newport Center Dr. — X — — Dory Fishing Fleet (intact) 110 McFadden Pl. — — — X First Republic of Newport 3991 Macarthur Blvd. — X — — Goldenrod Avenue Footbridge (intact) Corona Del Mar, links the 300 and 400 blocks of Goldenrod Ave. — — — X Irvine Company (intact) 500 and 520 Newport Center Dr. — X — — Jolly Roger (Dippy's)/ Wilma's Patio (intact) 203 Marine Ave. — — — X Lovell Beach House (intact) 1242 West Ocean Front X X — — MacArthur Centre/Verizon Candidate "The Duke" (intact) 4667 MacArthur Blvd. — X — — McFadden Wharf (replaced by Newport Pier) Newport Pier — — X — Newport Bay East Jetty/Mission Jetty (intact) — — X — — Newport Bay West Jetty/Mission Bay Jetty (intact) — — X — — Newport Beach Marriott Hotel & Spa (partially demolished) 900 Newport Center Dr. — X — — Old Landing Site (demolished— plaque in place) Pacific Coast Hwy. and Bayshore Dr. — — X — Rendezvous Ballroom Site1 (building lost to fire—plaque in place) 600 Ocean Front — — — X Site of First Water-to-Water Fight (plaque) Balboa Pier — — X — Solar House (intact) 804 S. Bay Front — — — X Stuft Shirt (intact) 2241 West Coast Hwy. X — — Wild Goose (yacht; intact) 2431 West Coast Hwy. X X — — Notes: NRHP = The property is listed on the National Register of Historic Places; CRHR = The property is listed on the California Register of Historic Resources; CHL = The property is listed as a California Historical Landmark; CNB = The property is listed on the City Register of Historical Property. 117 GENERAL PLAN UPDATE / HISTORICAL RESOURCES ELEMENT EXISTING CONDITIONS AND BACKGROUND ANALYSIS 15443 27 DECEMBER 2023 1 According to the current City Register of Historical Property classification system, only buildings or structures rated as Class 1,2,3, or 4 shall be deemed a “qualified historical building or structure” for purposes of applying the HBC contained in Newport Beach Municipal Code Chapter 15.13, or any successor chapter. Therefore, the Rendezvous Ballroom Site and the Bank of America Site are not considered locally qualified historical buildings or structures. 118 GENERAL PLAN UPDATE / HISTORICAL RESOURCES ELEMENT EXISTING CONDITIONS AND BACKGROUND ANALYSIS 15443 28 DECEMBER 2023 6 Issues and Opportunities The City has multiple documents guiding the treatment of historic properties, including a process for listing a property on the City Register of Historical Property and the adopted Historical Resources Element, Arts and Cultural Element, Land Use Element, Housing Element, and Natural Resources Element. These documents provide a valuable base for the City’s historic preservation program. Building upon this base will help the City achieve its goals of recognizing, maintaining, and protecting Newport Beach’s unique historical, cultural, and archeological sites and structures. By updating the Historical Resources Element, the City can provide clearer guidance to property owners, developers, City staff, and the community at large on the importance of historic preservation and the specific actions needed to achieve it. Section 7, Recommendations, serves to help guide the City in optimizing all available options to achieve the goals in terms of historical resources. This reinforcement will not only ensure the protection of Newport Beach’s historical and cultural assets but will also foster a stronger sense of pride and appreciation for Newport Beach’s rich history. 119 GENERAL PLAN UPDATE / HISTORICAL RESOURCES ELEMENT EXISTING CONDITIONS AND BACKGROUND ANALYSIS 15443 29 DECEMBER 2023 INTENTIONALLY LEFT BLANK 120 15443 30 DECEMBER 2023 7 Recommendations The City has a strong foundation in place for an effective and fully integrated historical resources program. The following recommendations are presented for consideration to provide the City with opportunities to strengthen its role as a leader in historic, archaeological, and tribal cultural resource preservation. Recommended solutions range from short-term actions to longer-term commitments by the City. As goals and policies are crafted for consideration in the updated Historical Resources Element, feedback from staff members from across the different departments should be incorporated, in addition to feedback from the Newport Beach Historical Society, for example. Taking a comprehensive approach to historic preservation will enhance the identification and assessment of historical assets and will also aid in honoring the heritage of Newport Beach; offering educational experiences for residents, businessowners, employees, and visitors; and bolstering Newport Beach’s economic well-being. The following recommendations have been organized into three categories: short-term (less than two years), medium-term (two to five years), and long-term (five years or more). This organizational structure is intended to help the City prioritize the implementation of recommendations and layout a clear path to building upon the City’s historical resources program. 7.1 Short-Term Recommendations 7.1.1 Dedicated Preservation Staff Preservation staff or local commissions typically review permits for demolition or alteration of historical resources, administer Mills Act programs (see Section 7.3.2, Develop a Mills Act Program), and designate new landmarks (see Section 7.2.3, Increase City Destinations). They are often responsible for commenting during the CEQA process regarding known historic resources or properties that require consideration as historic resources. In many communities, they are also important advocates for historic preservation and a great resource for property owners on preservation techniques and practices.16 The goal of having embedded dedicated preservation staff is to provide support to all other recommended solutions within this report and guide the City through those processes. Additionally, preservation staff and applicable City staff should also be trained on the prehistoric and ethnographic background of Newport Beach to ensure staff are prepared to make appropriate decisions related to applications and permits. Currently, historic preservation is administered through CEQA by community development staff. It is recommended that the City hire or train a current staff member to be a preservation planner, whose job is to provide guidance and assistance to the City Council and potential Historical Resources Commission. The preservation planner should meet the Secretary of the Interior’s Professional Qualification Standards for Architectural History or have a degree in Historic Preservation Planning.17 Staff may assist in register applications and create a more streamlined and consistent application process. Additionally, by becoming a Certified Local Government (CLG), the City’s preservation staff would have access to a listserv hosted by OHP (see Section 7.3.1, Become a Certified Local Government). It is a communication tool that offers OHP and CLGs the opportunity to submit suggestions or 16 Los Angeles Conservancy. 2023. “Dedicated Historic Preservation Staff and/or Commission.” Accessed October 9, 2023. https://www.laconservancy.org/dedicated-historic-preservation-staff-and-or-commission/. 17 More information on the Secretary of the Interior’s Professional Qualifications Standards can be found here: https://www.nps.gov/articles/sec-standards-prof-quals.htm. 121 GENERAL PLAN UPDATE / HISTORICAL RESOURCES ELEMENT EXISTING CONDITIONS AND BACKGROUND ANALYSIS 15443 31 DECEMBER 2023 questions to other members of the listserv. OHP staff also use the listserv to forward information about training opportunities, publications, grants, and a variety of technical assistance to CLGs.18 7.1.2 Streamline and Clarify Landmarking Process Under the current City Register of Historical Property landmarking process, the City Council may designate historical properties that have importance to the history or architecture of Newport Beach. Under this process, an owner applies to the City Council, requesting historical review of their property. The City Manager then submits the applications to the Parks, Beaches, and Recreation Commission; the Arts Commission; and the Newport Beach Historical Society for review and recommendation before submitting the application to the City Council for consideration. The City Council, itself or on the recommendation of the Parks, Beaches and Recreation Commission; the Arts Commission; or the Newport Beach Historical Society, may initiate submission of an application for designation of a structure or site as a historic property. Submitting applications to three separate committees/interested parties slows down the application process and removes the opportunity for unbiased input. By streamlining this process and developing a Historical Resources Commission, the City could increase the speed in which applications are reviewed and create a board of specialized personnel that have experience, interest, and a deeper understanding of the landmarking process. The City places historical properties into five different classes; however, this classification system came from the 1992 Ad Hoc Historic Preservation Advisory Committee's Historic Resource Inventory, an unadopted City survey. Due to the high number of class options and the lack of detail distinguishing the differences between the classes, this system is likely to cause additional confusion with potential applicants as to which historic properties are under local protection and which are not. These five classes could be consolidated into fewer, more streamlined categories. As an alternative, the City could provide further explanation of what the classes mean and how to distinguish their differences. This would assist in the public’s understanding of the City’s classification system and what those classes mean for the City’s long-term preservation goals. Additionally, in the NBMC (Section 20.38.070, Landmark Structures), a “landmark structure” is defined as a structure listed on the NRHP, constructed on or before December 12, 1950. It is unknown where the date of December 12, 1950, came from, and it appears to be arbitrary in relation to historic properties. In order to streamline and clarify the landmarking process, it is recommended that the City apply the standard age-based threshold used by the NRHP and the CRHR that considers the historical significance of resources that are 50 years of age and older for potential listing in Federal and State registration programs. Setting this standard would allow for properties of the more recent past to be considered a “landmark structure,” in addition to those on the NRHP. 18 OHP. 2023b. “Why Become a Certified Local Government (CLG).” Accessed October 9, 2023. https://ohp.parks.ca.gov/ ?page_id=23581. 122 GENERAL PLAN UPDATE / HISTORICAL RESOURCES ELEMENT EXISTING CONDITIONS AND BACKGROUND ANALYSIS 15443 32 DECEMBER 2023 7.1.3 Sensitivity Analysis and Development of Assessment Thresholds for Archaeological and Tribal Resources Contrary to built environment resources, archaeological and tribal cultural resources are often unidentified and are inadvertently encountered during ground disturbing activities. The 2006 General Plan provides expectations for City staff to determine when archaeological assessments would be required but does not include specific thresholds to guide staff regarding under what circumstances an assessment is appropriate. Sensitivity zones and the development of thresholds and protocols would provide City staff with guidance to determine the need for additional assessments customized to project conditions. A sensitivity analysis would involve a records search of the California Historical Resources Information System and NAHC’s Sacred Land File, as well as a review of literature and archival documents related to the natural and cultural landscapes of Newport Beach. The result would include the identification of archaeological sensitivity zones based on analysis of the data collected and any information provided by consulting tribes during the SB 18 process and a set of clear assessment thresholds and protocols communicated in a narrative and flow chart form. 7.1.4 Separate Paleontology from Historical Resources Element At the time the City’s policies and procedures related to archaeological and paleontological resources were written, CEQA was organized to include the guidelines for paleontological resources with cultural resources. Since then, CEQA has reorganized to include paleontological resources within the geological and soils section. Opportunity exists for the City to organize the General Plan consistent with CEQA by editing the policies and procedures to remove paleontological resources from the Historical Resources Element and place them within the Natural Resources Element. This recommendation would impact the following adopted Historical Resources Element policies: Policy HR 2.1: New Development Activities (largely replicated in adopted Policy NR 18.1: New Development), Policy HR 2.2: Grading and Excavation Activities (largely replicated in adopted Policy NR 18.2: Maintenance of Database Information), and Policy HR 2.4: Paleontological or Archaeological Materials (largely replicated in adopted Policy NR 18.4: Donation of Materials). 7.1.5 Provide Public Education Opportunities The adopted Historical Resources Element includes Policy HR 1.3: Historical Landmarks, which encourages the placement of historical landmarks, photographs, markers, or plaques at areas of historical interest or value. While historical landmarks exist within Newport Beach, there appears to be no accessible way to locate them online. In order to properly create a sense of placemaking, it is recommended that the City advertise any existing plaques to better connect the public with culturally important heritage sites. Educating residents, businessowners, and visitors alike is an essential component to an effective historical resources program and Historical Resources Element. Additional opportunities exist for the City to engage the public and provide education on historic preservation and the history of Newport Beach. As a key local interested party, the Newport Beach Historical Society can be helpful in implementing these public outreach efforts. Recommendations that can assist in the resolution of this issue within the General Plan include policies that require the training/hiring of dedicated preservation staff to assist in public outreach and education efforts, identifying and preserving landmark 123 GENERAL PLAN UPDATE / HISTORICAL RESOURCES ELEMENT EXISTING CONDITIONS AND BACKGROUND ANALYSIS 15443 33 DECEMBER 2023 businesses that could assist in the placemaking of the City, and developing a citywide survey and historic context statement, which would generate more opportunities for public outreach and conversations about historic preservation. The City should consider incorporating a separate goal and set of policies related to public awareness within the updated Historical Resources Element. Outreach and education should include the history of Newport Beach, as well as the City’s processes and practices to preserve and protect cultural resources. Policies in support of this recommended goal could include the following:  Expand resources such as historic landmarks, photographs, markers, and plaques or self-guided walking tours as a means to promote and celebrate historic preservation in Newport Beach. Publish such information on the City’s website to encourage thoughtful conversation about the history of Newport Beach.  Coordinate with local preservation organizations, like the Newport Beach Historical Society, to research, conduct outreach, and develop programs and activities to encourage and support historic preservation and cultural tourism.  Encourage local interested parties and historical societies to partner together, consolidate, and share materials such as historic photographs, firsthand historical accounts and interviews, and any additional archival information. This could be done through the establishment of a City-recognized historical society or platform that welcomes representatives from various existing groups to share resources and collectively provide input to the City on historical resources. If the City were to pursue a CLG, as described in Section 7.3.1, the City could do this through the establishment of an adequate and qualified historic preservation review commission.  Promote extensive public participation in the identification and designation of historically or culturally significant buildings, structures, sites, areas, and/or places to update and maintain the City’s Register of Historical Property.  Collaborate with academic institutions and jurisdictions that share a common history to gain access to a wider range of information and diversify the ways in which Newport Beach provides outreach and public education.  Explore establishing a grant program for historic preservation, potentially partnering with local historic preservations organizations like the Newport Beach Historical Society. 7.2 Medium-Term Recommendations 7.2.1 Develop a Citywide Historic Context Statement and Survey Jurisdictions throughout the state are embracing historic context statements as the foundation for preservation planning. Contexts are typically used to describe the broad patterns of historical development of a community or region represented by the physical development and character of the built environment. Currently the City’s Criteria for Selection for a City Register of Historical Property includes mention of rare structures displaying a building type, design, or indigenous building form; outstanding examples of structures displaying original architectural integrity, structurally or stylistically, or both; and unique structures or places that act as focal or pivotal points important as a key to the character or visual quality of an area. A citywide historic context statement and survey would assist in determining if a structure is rare, outstanding, or unique by providing valuable background information for identifying and evaluating resources. A historic context statement would identify important themes, events, patterns 124 GENERAL PLAN UPDATE / HISTORICAL RESOURCES ELEMENT EXISTING CONDITIONS AND BACKGROUND ANALYSIS 15443 34 DECEMBER 2023 of development, and describe the different property types, styles, builders, and architects associated with these periods and themes. It would provide the basis for evaluating significance and integrity by providing registration requirements for the evaluation of historical resources in consideration of both historical significance and integrity requirements specific to the eligibility requirements criteria established by the City for historical resources. A context statement would be the template for identifying, evaluating, and developing plans for the treatment of historical resources, which is currently lacking in the City’s historic preservation program. Following the development of a historic context statement, a citywide survey is also recommended for Newport Beach. A citywide survey is the process of identifying and gathering data on a community’s historical resources and maintaining an inventory of this data. Citywide surveys are typically updated every 5 to 10 years. A survey will provide the City with essential tools for making informed planning and zoning decisions with respect to historical resources and assist with CEQA findings by providing 'substantial evidence' required for defensible documents. The data will help to identify potentially significant properties, prioritize preservation goals and objectives, and increase the public's understanding of and appreciation for the built environment. The survey aspect of this recommendation would likely be most efficiently managed in conjunction with implementation of long-term recommendations noted in Section 7.3 (Long-Term Recommendations) as maintaining a system for the survey and inventory of historic properties is a requirement for participating in the CLG Program (see Section 7.3.1, Become a Certified Local Government). Additionally, CLG grant funding could be utilized to help support the development of a citywide historic context statement and survey. 7.2.2 Develop a Citywide Prehistoric and Ethnohistoric Context Statement Prehistoric and ethnocentric context statements have become increasingly important to jurisdictions across California, to acknowledge the tribal past of a given area. For similar reasons provided for the creation of a historic context statement, it is recommended that the City create a prehistoric and ethnohistoric context statement. Development of a prehistoric and ethnohistoric context would establish the foundation for the revised policies and procedures. The context statement would identify important themes, events, and general sensitivity zones and would provide the basis for determining the necessity of archaeological assessments. A context statement would be the template for identifying, evaluating, and developing plans for the treatment of archaeological resources, which is currently lacking in the City’s historic preservation program. This effort should also include an update to the City’s current policies and procedures to ensure they are consistent with current State regulations and professional standards. 7.2.3 Increase City Destinations As of 2023, the Newport Beach has 10 properties listed in the City Register of Historical Property. Due to the City’s rich development history, it is likely that there are other properties within Newport Beach that would meet any of the designation standards for architectural significance. Due to the lack of designations, there is an overall lack of protections for historic properties. This includes smaller residential properties such as cottages (as defined in Section 20.38.060.A.3. (Exception for Cottage Preservation) of the NBMC, which were integral in the development of Newport Beach. Special attention should be given to properties of this type and their protection as distinctive elements of the City’s history. 125 GENERAL PLAN UPDATE / HISTORICAL RESOURCES ELEMENT EXISTING CONDITIONS AND BACKGROUND ANALYSIS 15443 35 DECEMBER 2023 Opportunities exist for the City to encourage the public to nominate properties for designation. The first step towards this is through becoming a CLG (see Section 7.3.1, Become a Certified Local Government), which would provide the City with technical assistance, credibility and consistency with the NRHP and CRHR, streamlining with the Secretary of the Interior’s Standards, and access to funding for preservation activities. Additional recommendations that can assist in the resolution of this issue include developing a citywide survey and historic context statement, which would identify potential historic landmarks; developing a Mills Act Program as an economic incentive; and streamlining the landmarking process to create more opportunities for future designations. 7.2.4 Identify and Preserve Legacy Businesses The preservation of long-operating local small businesses preserves community character. The City has not yet created a program to preserve legacy businesses, and identified legacy businesses could benefit from the development of a citywide legacy business program. A legacy business program is an initiative to recognize, honor, and support longstanding businesses within a community that have made significant contributions to its history, culture, and identify. These programs typically aim to preserve and celebrate businesses that have operated for a substantial period of time, often multiple generations. Upon considering a legacy business program, implementation of a legacy business program could include grant funding support, legacy business establishment criteria, technical and logistical assistance to identified legacy businesses, and marketing support. 7.3 Long-Term Recommendations 7.3.1 Become a Certified Local Government The City could apply to become a CLG. By becoming a CLG, the City would have access to multiple benefits including technical assistance, credibility and consistency with the NRHP and CRHR, streamlining with the Secretary of the Interior’s Standards, and access to funding for preservation activities. Becoming a CLG would also assist the City with subsequent recommendations including development of a citywide survey and historic context statement, technical assistance for dedicated preservation staff, and consistency with Federal and State standards and regulations through streamlining the landmarking process. As a CLG, the City would gain access to new funding opportunities including CLG grants, which would help support important activities such as a citywide survey, preparation of an NRHP district application, or the update of an ordinance. Despite the CLG Program assisting in standardization, it allows for City autonomy to dictate the content of historic preservation plans or ordinances and select and appoint individual local preservation commissioners by local government officials. The 1980 amendments to the NHPA of 1966, as amended, provided for the establishment of a Certified Local Government (CLG) Program to encourage the direct participation of local governments in the identification, evaluation, registration, and preservation of historic properties within their jurisdictions and to promote the integration of local preservation interests and concerns into local planning and decision-making processes.19 In order to apply to become a CLG, the City must first ensure the following requirements are met: 19 OHP (Office of Historic Preservation). 2023a. “Certified Local Government Program (CLG).” Accessed October 9, 2023. https://ohp.parks.ca.gov/?page_id=21239. 126 GENERAL PLAN UPDATE / HISTORICAL RESOURCES ELEMENT EXISTING CONDITIONS AND BACKGROUND ANALYSIS 15443 36 DECEMBER 2023 1. Enforce appropriate State or local legislation for the designation and protection of historic properties. 2. Establish an adequate and qualified historic preservation review commission by local law. 3. Maintain a system for the survey and inventory of historic properties. 4. Provide for adequate public participation in the local historic preservation program. 5. Satisfactorily perform the responsibilities delegated to the CLG. After ensuring that the above five basic requirements are met, the City may complete an application signed by the chief elected official of the applying local government, which will be reviewed by OHP. If the applicant meets the criteria, OHP will forward the application and recommend certification to the National Park Service (NPS) who makes the final certification decision. When the NPS is in agreement with OHP's recommendation, a certification agreement is signed by OHP and the local government, completing the certification process. There does not appear to be a cost for the application. The Certified Local Government Program Application & Procedures can be found on the OHP’s website here: https://ohp.parks.ca.gov/pages/1072/files/CLG%20Manual%202010r2.pdf. For any additional information the City may contact the NPS at CLG_info@nps.gov. As of 2023, there are 69 CLGs in the State of California and three located within Orange County: Santa Ana, Tustin, and San Clemente.20 OHP is required to sub grant a minimum of 10% of its yearly allocation of Federal funds from the Historic Preservation Fund Grants Program to CLGs. These are local governments where the NPS has certified their preservation programs. The OHP awards CLG grants on a competitive basis; the local government must provide a 40% match that can be a combination of public funds, private funds, and allowable in-kind donations. The grants support local preservation efforts and result in highly valuable documents for residents and planning staff. As such, the updated Historical Resources Element could consider a policy that the City apply to become a CLG and maintain status in accordance with OHP requirements. Although the recommendation has been identified as long- term due to its multi-step implementation process, the City should consider committing to becoming a CLG on a more short- or medium-term basis to plan for and accomplish some of the medium-term actions, such as the development of citywide historic context statement and survey (see Section 7.2.1 Develop a Citywide Historic Context Statement and Survey). 7.3.2 Develop a Mills Act Program The Mills Act encourages the restoration and preservation of historic properties by allowing interested owners to receive a break on their property taxes in exchange for their historic preservation and restoration efforts. As such, the Mills Act is the single most important economic incentive program in California for the restoration and preservation of qualified historic buildings by private property owners. The Mills Act Program is administered and implemented by local governments. Mills Act contracts are between the property owner and the local government granting the tax abatement. Each participating local government establishes a Mills Act program through a formal ordinance or less formal resolution, sets its own criteria, and determines how many contracts will be allowed in its jurisdiction.21 This would encourage the protection of Newport Beach’s heritage and assist in the identification and safeguard of historical resources. 20 NPS (National Parks Service). 2023. “Certified Local Governments.” Accessed October 17, 2023. https://grantsdev.cr.nps.gov/CLG_Review/search.cfmhttps://grantsdev.cr.nps.gov/CLG_Review/Results.cfm. 21 OHP. 2023c. “Mills Act Program.” Accessed October 9, 2023. https://ohp.parks.ca.gov/?page_id=21412. 127 GENERAL PLAN UPDATE / HISTORICAL RESOURCES ELEMENT EXISTING CONDITIONS AND BACKGROUND ANALYSIS 15443 37 DECEMBER 2023 128 CITY OF NEWPORT BEACH BOARD OF LIBRARY TRUSTEES STAFF REPORT August 18, 2025 Agenda Item No. 6 OVERVIEW: Library patrons find assistance in locating information at the service desks throughout the library system. Reference staff use a structured interview process to help clarify questions, determine the appropriate resources, and provide the best information possible. This can range from reader’s advisory, to locating items to suit needs, utilizing one of the Library’s many subscription databases, or exploring governmental, educational, or public information online. Reference staff are available in person, over the telephone, or by email. A friendly, well-trained reference department is an essential component of a library and one that helps foster positive relationships in the community by creating a memorable patron experience. There have been a number of staffing changes this last year. Andrew Kachaturian assumed the role of Adult Services Coordinator; long-time Library Assistant Danielle Yang was promoted to Librarian; part- time Library Assistant Melinda Moss was promoted to full-time Library Assistant. There was also some turnover with the part-time Library Assistants. The newest additions to the department are Anthony Duhamel and Cristina Belardi at the Central Library and CeCe Villa at Mariners Branch. PROGRAMMING AND OUTREACH Many popular programs returned this last year. Programming Assistant Terry Sanchez received special praise from participants of the Storytellers Writing Workshops and a newer Writer’s Group workshop facilitated by author Chris Epting. The Genealogy Uncovered workshop returned and was well attended. Over the last year, the Library hosted Meet the Author events with Chris Epting in September, Michael Cannivet in November, Sophie Stave in April, and a near-capacity film screening of The (M) Factor in February. Sunday Musicales also drew large audiences, although the season was shortened because of the Witte Hall construction. The Central Library hosted Digital Saturday in April, with a write-up appearing in the Daily Pilot featuring an interview with Library Assistant Greg Johnson. Several popular teen programs also returned this year. The Dare to Prepare pre-driving workshop has proved to be a popular event with our community. A series of college preparedness courses offered by CollegeWise also returned this year, helping parents and teens ready themselves for a significant life event. Librarian Danielle Yang also continued to host teen book clubs and several Snack and Study sessions at the Central Library. TO: BOARD OF LIBRARY TRUSTEES FROM: Library Services Department Melissa Hartson, Library Services Director (949)717-3801, mhartson@newportbeachca.gov PREPARED BY: Andrew Kachaturian, Adult Services Coordinator TITLE: Adult and Reference Services Update 129 Adult and Reference Services Update August 18, 2025 Page 2 In the last year, Library staff attended the Newport Beach Country Club’s Wellness and Lifestyle Expo, promoting Library services to attendees. Most recently in July, Librarians Jeremy Rodriguez and Mary-Kay Lutgen attended a town hall meeting at Atria Senior Living focusing on downloadable and homebound services. Librarian Lutgen also accepted a mentor project for a high school student expressing interest in library work in order to learn more about the profession and the duties involved. Branch and Youth Services Coordinator Annika Helmuth and Adult Services Coordinator Kachaturian spoke to members of Leadership Tomorrow to detail what services are available at the Library and what it can bring to the community. Staff have focused on reaching the teens in our community through a number of events this year, with Librarian Yang leading the way by hosting monthly Young Adult Advisory Council meetings throughout the school year. Other teen events this last year include the 2025 CdM Community Services Fair at Corona del Mar High School, the Newport-Mesa Unified School District (NMUSD) College and Career Fair, the NMUSD Back to School Kickoff Expo at the Costa Mesa IKEA, volunteer fairs at both the Corona del Mar and Newport Harbor High Schools, and the Ensign Intermediate School Arts Expo. These outreach events focused on promoting helpful subscription databases, fun remote services like eBooks, and ComicsPlus, and making teens aware of the kind of assistance they can find at the Library. Staff also hosted school visits from homeschool groups and the Samueli Academy, presenting information about reference services, databases, and all the resources available to students. TRAINING AND PROFESSIONAL DEVELOPMENT The Newport Beach Public Library strongly supports training and professional growth to allow staff to continue to develop new skills. Librarians Mary-Kay Lutgen and Laurie Sanders attended a course entitled The Art of Writing the Performance Evaluation, which assists in developing supervisory skills and best practice in documentation. Reference staff also attended a Customer Service Workshop offered by the City to help reinforce the most essential skill for staff. Librarian Lutgen attended a City-sponsored Excel training class to help develop her skills in collecting and reporting on statistics for the Library. Reference staff that select materials for the Library attended a training with book vendor Brodart to view platform enhancements. All reference staff were also trained on updates to Library Policy NBPL 1, Library Use Policy, that was approved in November 2024. SERVICES Over the last year, the Tech Toy collection grew by adding Nintendo Switch consoles for checkout and a Kodak media converter for patrons to archive slides and film from home. Our video game collection has also started circulating games from the new Nintendo Switch 2 platform. Due to an increased demand in the Media Lab for photo scanning, an additional scanner was added, giving patrons the option of scanning with a Mac or Windows computer. NOTICING: This agenda item has been noticed according to the Brown Act (72 hours in advance of the meeting at which the Board of Library Trustees considers the item). 130 CITY OF NEWPORT BEACH BOARD OF LIBRARY TRUSTEES STAFF REPORT August 18, 2025 Agenda Item No. 7 RECOMMENDATION: Staff recommends that the Board of Library Trustees review and approve revisions to Library Policy NBPL 14, The Friends Meeting Room. DISCUSSION: Library Policy NBPL 14, The Friends Meeting Room, states priorities for the use of the Central Library Friends Meeting Room (Friends Room) to ensure its availability for the Library, its support groups, the City and its officers and employees, and to resolve any conflict related to requests for use by others. The policy establishes procedures for processing and approving or disapproving requests from private persons, groups, or organizations for permission to use the Friends Room. It provides standards and criteria for the use of the Friends Room to ensure there is no conflict with the public’s use of the City Libraries. Changes to the policy include the addition of the City’s Risk Management language for insurance clauses and inserting additional conditions regarding types of use. Staff also recommends minor syntax changes, organization, and reduced redundancy. NOTICING: This agenda item has been noticed according to the Brown Act (72 hours in advance of the meeting at which the Board of Library Trustees considers the item). ATTACHMENT A: NBPL 14, The Friends Meeting Room - original ATTACHMENT B: NBPL 14, The Friends Meeting Room - red-lined ATTACHMENT C: NBPL 14, The Friends Meeting Room - final TO: BOARD OF LIBRARY TRUSTEES FROM: Library Services Department Melissa Hartson, Library Services Director (949)717-3801, mhartson@newportbeachca.gov PREPARED BY: Melissa Hartson, Library Services Director TITLE: The Friends Meeting Room Policy (NBPL 14) 131 1 NBPL 14 The Friends Meeting Room Background The large meeting room in the Newport Beach Central Library is known as the Friends Meeting Room (Friends Room). The Board of Library Trustees and the Library Services Department administer the Library and the Friends Meeting Room. The Friends Room is an important source of meeting space for Library, Library-related, Library-affiliated, City of Newport Beach (“City”), and other programs and activities. It is not unusual for Library and City Officers and employees to have a need to use the Friends Room on short notice. Moreover, use of the Friends Meeting Room takes Library staff away from their normal duties and, if uncontrolled, can interfere with the public’s use and enjoyment of the Library. Applicability This Policy shall not apply to First Priority and Second Priority uses (as defined below) of the Friends Room as provided below, although the users of such Priorities are required to complete in advance an Application for Use form for such uses. So long as they complete and file in advance the Application for Use form, such users shall be entitled to use the Friends Room with the permission of and subject to confirming availability with the Library Services Director. Moreover, it shall be permissible for such users to place an advance hold on recurring regularly scheduled dates of use by such users, e.g., the first Thursday morning of each month at 7:30 a.m. Purpose The purpose of this Policy is to establish: A.Procedures for processing and approving or disapproving requests from applicable groups or organizations for permission to use the Friends Room. B.Priorities as set forth below for the use of the Friends Room and to resolve any conflict related to requests for use; and C.Standards and criteria for the use of the Friends Room to insure there is no significant impact on the workload of staff. Priorities of Use A.FIRST PRIORITY 1.Any official Library or Library support group sponsored, co-sponsored, and/or conducted programs and activities that are directly related to the Library Mission and the Library’s functions and purposes. B.SECOND PRIORITY 1.Any meeting or activity of (i) the Newport Beach Chamber of Commerce, (ii) the Corona Del Mar Chamber of Commerce, (iii) Speak Up Newport, or (iv) any other local non-profit organization or entity which organization or entity is based in or around the City and whose 132 ATTACHMENT A 2 meeting or activity is primarily and substantively designed to educate and inform the local community on current issues. With respect to subsection (iv), the Director shall have the discretion to determine whether an organization or entity meets the qualifications set forth in subsection (iv) and whether a meeting or activity meets the qualifications set forth in subsection (iv). 2.Any meeting or activity by local non-profit organizations or entities which organizations or entities are based in or around the City. The Director shall determine whether an organization or entity qualifies as a local non-profit organization or entity for purposes of Second Priority status. C.THIRD PRIORITY Use of the Friends Room may be granted by the Library Services Director to those persons, organizations, or entities listed below on a first come, first serve basis: 1.Sponsored educational or informational programs and activities of state or local public agencies such as local public schools or public districts. 2.Recreational, social, or civic organizations and/or groups that are promoted and sponsored by City residents or City non-profit organizations that are open to the public and have fifty percent (50%) or more of their memberships held by Newport Beach residents. 3.Recreational, social, or civic organizations and/or groups that are non-resident and are promoted and sponsored by non-profit organizations that are open to the public but do not qualify under C.2. above. 4.Schools, colleges, hospitals, or other similar groups not qualifying under the definition of non-profit. Non-profit status is defined as an organization that is so defined by the Internal Revenue Code Section 501(c) and has a State of California Tax Identification Number. D.FOURTH PRIORITY All other outside organizations, municipal agencies, individuals, and groups have Fourth Priority on all dates, and may reserve events on a first come, first serve basis under the terms, provisions, and documents required hereunder. Procedure All persons, groups or entities seeking permission to use the Friends Room (“applicant”) shall submit an Application for Use on the form provided by the Library. The applicant shall provide all information requested in the application and such additional information as may be required by the Library Services Director to enable the Director to determine if use by the applicant will comply with this Policy. Applications shall not be considered complete unless accompanied by required fees, proof of insurance, and any additional requested information to the extent applicable no less than 14 days prior to the requested reservation date. No person, group or entity shall be entitled to use of the Friends Room unless their application has been approved by the Library Services Director or the Director’s designee. If an applicant fails to comply with the standard conditions of use or any special conditions imposed by the Director, no additional application by that applicant shall be considered for a one-year period following such failure. Standard Conditions of Use Applicable to Third Priority and Fourth Priority Users These standard conditions of use shall be and are applicable to Third Priority and Fourth Priority users only; with the exceptions of standard conditions B, D, and F below, the standard 133 3 conditions are not applicable to First Priority and Second Priority users; provided, however, that the Director shall have the discretion to impose one or more such other standard conditions on First Priority and Second Priority users. An Application for Use of the Friends Room may be approved subject to the Third Priority User’s and the Fourth Priority User’s compliance with the following standard conditions of use and other conditions of use as may be imposed by the Library Services Director: A.The use of alcoholic beverages is prohibited unless expressly approved in writing by the Library Services Director and subject to the approval of the Alcoholic Beverage Control Board. B.Smoking, vaping of any kind, and other use of tobacco or similar products is prohibited in the Friends Room and the entire Library campus, including restrooms and all common areas. C.At least one (1) adult shall be present in the Friends Room when minors are in attendance. D.No person shall interfere with the normal use and activities of the Library by way of noise, disturbance, or other activity. E.Meetings or activities conducted in the Friends Room may not be advertised or promoted as City or Library sponsored activities unless approved in advance by the Library Services Director. All materials used for advertising or announcing a meeting or activity to be conducted in the Friends Room shall be submitted to the Library Services Director at least ten (10) days prior to the use for the sole purpose of determining if the material complies with this condition. The Library Services Director shall notify the permittee of the Director’s determination that the material complies or does not comply with the condition within three business days after submittal. F.Events or activities in the Friends Room shall not exceed 200 persons. G.Use of the Friends Room is limited from 9 a.m. to 9 p.m. Monday through Thursday, 9 a.m. to 6 p.m. Friday and Saturday, and 12 p.m. to 5 p.m. Sunday, unless exceptions to these hours are expressly approved in writing in advance by the Library Services Director. H.The provision of insurance should be general liability, naming the Library and City and their officers, agents, officials, employees, and volunteers as additional insureds, providing coverage in the amount of not less than $1,000,000 for any claim, loss, injury, damage, or other casualty that is in any way related to the use and/or occupancy of the Friends Room by the permittee authorized to use the Friends Room pursuant to this Policy. I.The permittee agrees to defend, indemnify, and hold harmless the Library and the City and their officers and employees with respect to any claim, loss, or injury that arises out of, or is in any way related to permittee’s use and occupancy of the Friends Room. J.Applications for reservations may be made no more than 90 days in advance and not more than once every 90 days. Fees, Deposits and Cancellation Procedures Fees may be charged for the use of the Friends Meeting Room. Fees shall be established by Resolution of and periodically adjusted by the City Council on the recommendation of the Board of Library Trustees. Fees shall be limited to an amount necessary to defray the costs associated with the administration of this Policy and the maintenance and repair associated with the use of the Friends Room. Notwithstanding anything to the contrary herein, the Director may impose fees and other charges on the First Priority Users and the Second Priority Users. 134 4 Adopted O-1 – 7-14-1980 Amended O-1 – 11-28-1988 Amended O-1 – 10-28-1991 Amended O-1 – 2-27-1995 (changed to I-21) Amended I-21 – 2-24-1997 Amended I-21 – 5-8-2001 Amended I-21 – 4-8-2003 (changed to I-7) Amended I-7 – 10-10-2006 Amended I-7 - 4-23-2019 Amended NBPL 14 – 08-23-2021 Amended NBPL 14 – 8-21-2023 This Policy will be periodically reviewed by the Board of Library Trustees on the first to occur of (i) as circumstances may require or (ii) every two years from the date of adoption, last amendment, or last review. Adopted, last amended, or last reviewed on August 21, 2023. 135 1 NBPL 14 The Friends Meeting Room Background The large meeting room in the Newport Beach Central Library is known as the Friends Meeting Room (Friends Room). The Board of Library Trustees and the Library Services Department administer the Library, which includes the large meeting room in the Central Library known as and the Friends Meeting Room (Friends Room). The Friends Room is an important source of meeting space for Library, Library- related, Library-affiliated, City of Newport Beach (“City”), and other programs and activities. It is not unusual for Library and City Officers and employees to have a need to use the Friends Room on short notice. Moreover, use of the Friends Meeting Room takes Library staff away from their normal duties and, if uncontrolled, can interfere with the public’s use and enjoyment of the Library. Applicability This Policy shall not apply to First Priority and Second Priority uses (as defined below) of the Friends Room as provided defined below, although the users of such Priorities are required to complete in advance an Application for Use form for such uses. So long as they complete and file in advance the Application for Use form, such users shall be entitled to use the Friends Room with the permission of and subject to confirming availability with the Library Services Director. Moreover, it shall be permissible for such users to place an advance hold on recurring regularly scheduled dates of use by such users, e.g., the first Thursday morning of each month at 7:30 a.m. Purpose The purpose of this Policy is to establish: A.Procedures for processing and approving or disapproving requests from applicable groups or organizations for permission to use the Friends Room. B.Priorities as set forth below for the use of the Friends Room and to resolve any conflict related to requests for use; and C.Standards and criteria for the use of the Friends Room to insureensure there is no significant impact on the workload of staff. Priorities of Use A.FIRST PRIORITY 1.Any official Library or Library support group sponsored, co-sponsored, and/or conducted programs and activities that are directly related to the Library Mission and the Library’s functions and purposes. B.SECOND PRIORITY 1.Any meeting or activity of (i) the City, (ii) the Newport Beach Chamber of Commerce, (iii) the Corona Del del Mar Chamber of Commerce, (iiiiv) Speak Up Newport, or (ivv) any other local 136 ATTACHMENT B 2 non-profit organization or entity which organization or entity is based in or around the City and whose meeting or activity is primarily and substantively designed to educate and inform the local community on current issues. With respect to subsection (iv), tThe Director shall have the discretion to determine whether an organization or entity, and its associated meeting or activity, meets the qualifications set forth in subsection (ivv) and whether a meeting or activity meets the qualifications set forth in subsection (iv). 2.Any meeting or activity by local non-profit organizations or entities which organizations or entities are based in or around the City. The Director shall determine whether an organization or entity qualifies as a local non-profit organization or entity for purposes of Second Priority status. C.THIRD PRIORITY Use of the Friends Room may be granted by the Library Services Director to those persons, organizations, or entities listed below on a first come, first serve basis: 1.Sponsored educational or informational programs and activities of state or local public agencies such as local public schools or public districts. 2.Recreational, social, or civic organizations and/or groups that are promoted and sponsored by City residents or City non-profit organizations that are open to the public and have fifty percent (50%) or more of their memberships held by Newport Beach residents. 3.Recreational, social, or civic organizations and/or groups that are non-resident and are promoted and sponsored by non-profit organizations that are open to the public but do not qualify under C.2. above. 4.Schools, colleges, hospitals, or other similar groups not qualifying under the definition of non-profit. Non-profit status is defined as an organization that is so defined by the Internal Revenue Code Section 501(c) and has a State of California Tax Identification Number. D.FOURTH PRIORITY All other outside organizations, municipal agencies, individuals, and groups have Fourth Priority on all dates, and may reserve events on a first come, first serve basis under the terms, provisions, and documents required hereunder. Procedure All persons, groups or entities seeking permission to use the Friends Room (“aApplicant”) shall submit an Application for Use on the form provided by the Library. The applicant Applicant shall provide all information requested in the application and such additional information as may be required by the Library Services Director to enable the Director to determine if use by the applicant Applicant will comply with this Policy. Applications shall not be considered complete unless accompanied by required fees, proof of insurance, and any additional requested information to the extent applicable no less than 14 days prior to the requested reservation date. No person, group or entity shall be entitled to use of the Friends Room unless their application has been approved by the Library Services Director or the Director’s designee. If an applicant Applicant fails to comply with the standard conditions of use or any special conditions imposed by the Director, no additional application by that applicant Applicant shall be considered for a one-year period following such failure. Standard Conditions of Use Applicable to Third Priority and Fourth Priority Users 137 3 These standard conditions of use shall be and are applicable to Third Priority and Fourth Priority users only; with the exceptions of only standard conditions B, D, G, and F H below, the standard conditions are not applicable to First Priority and Second Priority users; provided, however, that the Director shall have the discretion to impose one or more such other standard conditions on First Priority and Second Priority users. An Application for Use of the Friends Room may be approved subject to the Third Priority User’s and the Fourth Priority User’s compliance with the following standard conditions of use and other conditions of use as may be imposed by the Library Services Director: A. The use of alcoholic beverages is prohibited unless expressly approved in writing by the Library Services Director and subject to the approval of the Alcoholic Beverage Control Board. B. Smoking, vaping of any kind, and other use of tobacco or similar products is prohibited in the Friends Room and the entire Library campus, including restrooms and all common areas. C. At least one (1) adult shall be present in the Friends Room when minors are in attendance. D. No person shall interfere with the normal use and activities of the Library by way of noise, disturbance, or other activity. E. Meetings or activities conducted in the Friends Room may not be advertised or promoted as City or Library sponsored activities unless approved in advance by the Library Services Director. All materials used for advertising or announcing a meeting or activity to be conducted in the Friends Room shall be submitted to the Library Services Director at least ten (10) days prior to the use for the sole purpose of determining if the material complies with this condition. The Library Services Director shall notify the permittee Applicant of the Director’s determination that the material complies or does not comply with the condition within three business days after submittal. F. Events or activities in the Friends Room shall not conflict or compete with any current Library or Library support group programming. E.G. Events or activities in the Friends Room shall not be held for commercial purposes. F.H. Events or activities in the Friends Room shall not exceed 200 persons. G.I. Use of the Friends Room is limited from 9 a.m. to 9 p.m. Monday through Thursday, 9 a.m. to 6 p.m. Friday and Saturday, and 12 p.m. to 5 p.m. Sunday, unless exceptions to these hours are expressly approved in writing in advance by the Library Services Director. J. The provision of insurance should be general liability, naming the Library and City and their officers, agents, officials, employees, and volunteers as additional insureds, providing coverage in the amount of not less than $1,000,000 for any claim, loss, injury, damage, or other casualty that is in any way related to the use and/or occupancy of the Friends Room by the permittee authorized to use the Friends Room pursuant to this Policy coverage in the amount not less than one million dollars ($1,000,000) per occurrence and in the aggregate. This policy shall cover liability arising from bodily injury, property damage, operations, personal and advertising injury, and liability assumed under this application/permit that is in any way related to the use and/or occupancy of the Friends Room by the applicant authorized to use the Friends Room pursuant to this Policy. The policy shall provide or be endorsed to provide that “City of Newport Beach, its City Council, boards and commissions, officers, agents, volunteers and employees” shall be insured. 138 4 H.If applicable, insurance will include liquor liability insurance with limits of not less than one million dollars ($1,000,000) per occurrence and in the aggregate. The policy shall provide or be endorsed to provide that “Library, City of Newport Beach, its City Council, boards and commissions, officers, agents, volunteers, and employees” shall be included and insured. I.K. The permittee Applicant agrees to defend, indemnify, and hold harmless the Library and the City and their officers and employees with respect to any claim, loss, or injury that arises out of, or is in any way related to permittee’s use and occupancy of the Friends Roomindemnify, defend, and hold harmless Library, City, its City Council, boards and commissions, officers, agents, volunteers and employees (collectively, the “Indemnified Parties”) from and against any and all claims (including, without limitation, claims for bodily injury, death or damage to property), demands, obligations, damages, actions, causes of action, suits, losses, judgments, fines, penalties, liabilities, costs and expenses (including, without limitation, attorneys’ fees, disbursements and court costs) of every kind and nature whatsoever (individually, a Claim; collectively, “Claims”), which may arise from or in any manner relate (directly or indirectly) to this permit, including without limitation, negligent reckless, and/or willful acts, errors and/or omissions of permittee, its principals, officers, agents, employees, vendors, suppliers, consultants, subcontractors, anyone employed directly or indirectly by any of them or for whose acts they may be liable, or any or all of them. Notwithstanding the foregoing, nothing herein shall be construed to require Applicant to indemnify the Indemnified Parties from any Claim arising from the sole negligence or willful misconduct of the Indemnified Parties. Nothing in this indemnity shall be construed as authorizing any award of attorneys’ fees. This indemnity shall apply to all claims and liability regardless of whether any insurance policies are applicable. The policy limits do not act as a limitation upon the amount of indemnification to be provided by Applicant. Applicant agrees to provide insurance, and to indemnify, defend, and hold harmless the City, as provided above.. J.L. Applications for reservations may be made no more than 90 days in advance and not more than once every 90 days. Fees, Deposits and Cancellation Procedures Fees may be charged for the use of the Friends Meeting Room. Fees shall be established by Resolution of and periodically adjusted by the City Council on the recommendation of the Board of Library Trustees. Fees shall be limited to an amount necessary to defray the costs associated with the administration of this Policy and the maintenance and repair associated with the use of the Friends Room. Notwithstanding anything to the contrary herein, the Director may impose fees and other charges on the First Priority Users and the Second Priority Users. Adopted O-1 – 7-14-1980July 14, 1980 Amended O-1 – 11-28-1988November 28, 1988 Amended O-1 – 10-28-1991October 28, 1991 Amended O-1 – 2-27-1995February 27, 1995 (changed to I-21) Amended I-21 – 2-24-1997February 24, 1997 Amended I-21 – 5-8-2001May 8, 2001 139 5 Amended I-21 – 4-8-2003April 8, 2003 (changed to I-7) Amended I-7 – 10-10-2006October 10, 2006 Amended I-7 - 4-23-2019April 23, 2019 (changed to NBPL 14) Amended NBPL 14 – 08-23-2021August 23, 2021 Amended NBPL 14 – 8-21-2023August 21, 2023 Amended NBPL 14 – August 18, 2025 This Policy will be periodically reviewed by the Board of Library Trustees on the first to occur of (i) as circumstances may require or (ii) every two years from the date of adoption, last amendment, or last review. Adopted, last amended, or last reviewed on August 21, 202318, 2025. 140 1 NBPL 14 The Friends Meeting Room Background The Board of Library Trustees and the Library Services Department administer the Library, which includes the large meeting room in the Central Library known as the Friends Meeting Room (Friends Room). The Friends Room is an important source of meeting space for Library, Library- related, Library-affiliated, City of Newport Beach (City), and other programs and activities. It is not unusual for Library and City Officers and employees to have a need to use the Friends Room on short notice. Moreover, use of the Friends Room takes Library staff away from their normal duties and, if uncontrolled, can interfere with the public’s use and enjoyment of the Library. Applicability This Policy shall not apply to First Priority and Second Priority uses of the Friends Room as defined below, although the users of such Priorities are required to complete in advance an Application for Use form for such uses. So long as they complete and file in advance the Application for Use form, such users shall be entitled to use the Friends Room with the permission of and subject to confirming availability with the Library Services Director. Moreover, it shall be permissible for such users to place an advance hold on recurring regularly scheduled dates. Purpose The purpose of this Policy is to establish: A.Procedures for processing and approving or disapproving requests from applicable groups or organizations for permission to use the Friends Room. B.Priorities as set forth below for the use of the Friends Room and to resolve any conflict related to requests for use; and C.Standards and criteria for the use of the Friends Room to ensure there is no significant impact on the workload of staff. Priorities of Use A.FIRST PRIORITY 1.Any official Library or Library support group sponsored, co-sponsored, and/or conducted programs and activities that are directly related to the Library Mission and the Library’s functions and purposes. B.SECOND PRIORITY 1.Any meeting or activity of (i) the City, (ii) the Newport Beach Chamber of Commerce, (iii) the Corona del Mar Chamber of Commerce, (iv) Speak Up Newport, or (v) any other local non- profit organization or entity based in or around the City and whose meeting or activity is primarily and substantively designed to educate and inform the local community on current issues. The Director shall have the discretion to determine whether an organization or entity, and its associated meeting or activity, meets the qualifications set forth in subsection (v). 141 ATTACHMENT C 2 C. THIRD PRIORITY Use of the Friends Room may be granted by the Library Services Director to those persons, organizations, or entities listed below on a first come, first serve basis: 1. Sponsored educational or informational programs and activities of state or local public agencies such as local public schools or public districts. 2. Recreational, social, or civic organizations and/or groups that are promoted and sponsored by City residents or City non-profit organizations that are open to the public and have fifty percent (50%) or more of their memberships held by Newport Beach residents. 3. Recreational, social, or civic organizations and/or groups that are non-resident and are promoted and sponsored by non-profit organizations that are open to the public but do not qualify under C.2. above. 4. Schools, colleges, hospitals, or other similar groups not qualifying under the definition of non-profit. Non-profit status is defined as an organization that is so defined by the Internal Revenue Code Section 501(c) and has a State of California Tax Identification Number. D. FOURTH PRIORITY All other outside organizations, municipal agencies, individuals, and groups have Fourth Priority on all dates, and may reserve events on a first come, first serve basis under the terms, provisions, and documents required hereunder. Procedure All persons, groups or entities seeking permission to use the Friends Room (Applicant) shall submit an Application for Use on the form provided by the Library. The Applicant shall provide all information requested in the application and such additional information as may be required by the Library Services Director to enable the Director to determine if use by the Applicant will comply with this Policy. Applications shall not be considered complete unless accompanied by required fees, proof of insurance, and any additional requested information to the extent applicable no less than 14 days prior to the requested reservation date. No person, group or entity shall be entitled to use of the Friends Room unless their application has been approved by the Library Services Director or the Director’s designee. If an Applicant fails to comply with the standard conditions of use or any special conditions imposed by the Director, no additional application by that Applicant shall be considered for a one-year period following such failure. Standard Conditions of Use Applicable to Third Priority and Fourth Priority Users These standard conditions of use shall be and are applicable to Third Priority and Fourth Priority users only; only standard conditions B, D, G, and H below are applicable to First Priority and Second Priority users; however, the Director shall have the discretion to impose one or more such other standard conditions on First Priority and Second Priority users. An Application for Use of the Friends Room may be approved subject to the Third Priority User’s and the Fourth Priority User’s compliance with the following standard conditions of use and other conditions of use as may be imposed by the Library Services Director: A. The use of alcoholic beverages is prohibited unless expressly approved in writing by the Library Services Director and subject to the approval of the Alcoholic Beverage Control Board. 142 3 B. Smoking, vaping of any kind, and other use of tobacco or similar products is prohibited in the Friends Room and the entire Library campus, including restrooms and all common areas. C. At least one (1) adult shall be present in the Friends Room when minors are in attendance. D. No person shall interfere with the normal use and activities of the Library by way of noise, disturbance, or other activity. E. Meetings or activities conducted in the Friends Room may not be advertised or promoted as City or Library sponsored activities unless approved in advance by the Library Services Director. All materials used for advertising or announcing a meeting or activity to be conducted in the Friends Room shall be submitted to the Library Services Director at least ten (10) days prior to the use for the sole purpose of determining if the material complies with this condition. The Library Services Director shall notify the Applicant of the Director’s determination that the material complies or does not comply with the condition within three business days after submittal. F. Events or activities in the Friends Room shall not conflict or compete with any current Library or Library support group programming. G. Events or activities in the Friends Room shall not be held for commercial purposes. H. Events or activities in the Friends Room shall not exceed 200 persons. I. Use of the Friends Room is limited from 9 a.m. to 9 p.m. Monday through Thursday, 9 a.m. to 6 p.m. Friday and Saturday, and 12 p.m. to 5 p.m. Sunday, unless exceptions to these hours are expressly approved in writing in advance by the Library Services Director. J. The provision of insurance should be general liability coverage in the amount not less than one million dollars ($1,000,000) per occurrence and in the aggregate. This policy shall cover liability arising from bodily injury, property damage, operations, personal and advertising injury, and liability assumed under this application/permit that is in any way related to the use and/or occupancy of the Friends Room by the applicant authorized to use the Friends Room pursuant to this Policy. The policy shall provide or be endorsed to provide that “City of Newport Beach, its City Council, boards and commissions, officers, agents, volunteers and employees” shall be insured. If applicable, insurance will include liquor liability insurance with limits of not less than one million dollars ($1,000,000) per occurrence and in the aggregate. The policy shall provide or be endorsed to provide that “Library, City of Newport Beach, its City Council, boards and commissions, officers, agents, volunteers, and employees” shall be included and insured. K. The Applicant agrees to indemnify, defend, and hold harmless Library, City, its City Council, boards and commissions, officers, agents, volunteers and employees (collectively, the “Indemnified Parties”) from and against any and all claims (including, without limitation, claims for bodily injury, death or damage to property), demands, obligations, damages, actions, causes of action, suits, losses, judgments, fines, penalties, liabilities, costs and expenses (including, without limitation, attorneys’ fees, disbursements and court costs) of every kind and nature whatsoever (individually, a Claim; collectively, “Claims”), which may arise from or in any manner relate (directly or indirectly) to this permit, including without limitation, negligent reckless, and/or willful acts, errors and/or omissions of permittee, its principals, officers, agents, employees, vendors, suppliers, consultants, subcontractors, anyone employed directly or indirectly by any of them or for whose acts they may be liable, or any or all of them. Notwithstanding the foregoing, nothing herein shall be construed to require Applicant to indemnify the Indemnified Parties from any Claim arising from the sole 143 4 negligence or willful misconduct of the Indemnified Parties. Nothing in this indemnity shall be construed as authorizing any award of attorneys’ fees. This indemnity shall apply to all claims and liability regardless of whether any insurance policies are applicable. The policy limits do not act as a limitation upon the amount of indemnification to be provided by Applicant. Applicant agrees to provide insurance, and to indemnify, defend, and hold harmless the City, as provided above. L. Applications for reservations may be made no more than 90 days in advance and not more than once every 90 days. Fees, Deposits and Cancellation Procedures Fees may be charged for the use of the Friends Meeting Room. Fees shall be established by Resolution of and periodically adjusted by the City Council on the recommendation of the Board of Library Trustees. Fees shall be limited to an amount necessary to defray the costs associated with the administration of this Policy and the maintenance and repair associated with the use of the Friends Room. Notwithstanding anything to the contrary herein, the Director may impose fees and other charges on the First Priority Users and the Second Priority Users. Adopted O-1 – July 14, 1980 Amended O-1 – November 28, 1988 Amended O-1 – October 28, 1991 Amended O-1 – February 27, 1995 (changed to I-21) Amended I-21 – February 24, 1997 Amended I-21 – May 8, 2001 Amended I-21 – April 8, 2003 (changed to I-7) Amended I-7 – October 10, 2006 Amended I-7 - April 23, 2019 (changed to NBPL 14) Amended NBPL 14 – August 23, 2021 Amended NBPL 14 – August 21, 2023 Amended NBPL 14 – August 18, 2025 This Policy will be periodically reviewed by the Board of Library Trustees on the first to occur of (i) as circumstances may require or (ii) every two years from the date of adoption, last amendment, or last review. Adopted, last amended, or last reviewed on August 18, 2025. 144 CITY OF NEWPORT BEACH BOARD OF LIBRARY TRUSTEES STAFF REPORT August 18, 2025 Agenda Item No. 8 RECOMMENDATION: Staff recommend the Board of Library Trustees review and accept three donations from the Newport Beach Public Library Foundation. DISCUSSION: The Newport Beach Public Library Foundation funds valuable library resources and collections. This year the Library asked for $40,000 in our annual grant request: $34,000 to help fund an Opening Day Collection for the Balboa Library and $6,000 to purchase new computer chairs for the patrons who utilize Mariners Branch. If accepted, the funds will be deposited in the Library’s operation budget. Project Adult Literacy was awarded $22,475 by the Foundation for its annual grant request. The funds will help pay for materials for the tutors and learners, the annual subscription to America Learns database, office supplies, and help fund events such as the International Literacy Day. If accepted, the funds will be deposited into the Literacy’s operation budget. The Foundation has also donated $1,640 for new podcast equipment for the Sound Lab. If accepted, the funds will be deposited in the Library’s operation budget and used to purchase the equipment for the Lab. Staff recommend the acceptance of these donations by the Board of Library Trustees. NOTICING: This agenda item has been noticed according to the Brown Act (72 hours in advance of the meeting at which the Board of Library Trustees considers the item). TO: BOARD OF LIBRARY TRUSTEES FROM: Library Services Department Melissa Hartson, Library Services Director (949)717-3801, mhartson@newportbeachca.gov PREPARED BY: Rebecca Lightfoot, Library Services Manager TITLE: Acceptance of Donations from the Library Foundation 145 CITY OF NEWPORT BEACH BOARD OF LIBRARY TRUSTEES STAFF REPORT August 18, 2025 Agenda Item No. 9 MELISSA HARTSON, LIBRARY SERVICES DIRECTOR Capital Improvement Projects Construction on the east side of the Central Library will start the week of August 18. This work is in connection with the Witte Hall project and adds 13 parking spaces to the lot. Fencing will be placed along the walkway preventing access to the stairs and pathway that are located on the east side of the building outside the Children’s Room. Work is expected to be completed in four to six weeks. Public Works is also coordinating several other Central Library projects set to begin on Monday, September 15. The largest of these is replacing the air handlers for the HVAC system. Other work includes first-floor lobby lighting upgrades, Children’s Room carpet replacement, some interior painting, and carpet cleaning in areas outside of the Children’s Room. These projects will necessitate a three-week closure. With that, the current plan is for the Central Library to be open in some capacity to offer holds pick up Monday – Friday, 9 a.m. to 6 p.m. Staff will also work on designated projects, answer calls, and may be deployed to the branch locations. Branch and Youth Services Coordinator Annika Helmuth, staff from Public Works, and Recreation & Senior Services, and I met with COAR Design Group to begin defining the theme for the playground at the new Fire Station No. 1 and Balboa Branch Library. We worked with a playground designer to consider play element panels, colors, and themes for the equipment that incorporate a variety of early literacy practices and activities. WHEELHOUSE LIST FOR LIBRARY TRUSTEES •International Literacy Day Proclamation Tuesday, August 26, 4 p.m. City Council Chambers, Civic Center •Concert on the Green: Tijuana Dogs Sunday, September 14, 6 – 7:30 p.m. Civic Center Green •Library Closure: Labor Day Monday, September 1 All locations •Board of Library Trustees Meeting Monday, September 15, 5 p.m. City Council Chambers, Civic Center •International Literacy Day Celebration Friday, September 5, 10:30 a.m. Civic Center Community Room TO: BOARD OF LIBRARY TRUSTEES FROM: Library Services Department Melissa Hartson, Library Services Director (949) 717-3801, mhartson@newportbeachca.gov PREPARED BY: Melissa Hartson, Library Services Director TITLE: Report of July Library Activities – August 18, 2025 Meeting 146 Report of July Library Activities August 18, 2025 Page 2 REBECCA LIGHTFOOT, LIBRARY SERVICES MANAGER Literacy Literacy Coordinator Christina Smith finalized the 2026 Literacy events calendar. Coordinator Smith also updated learner and tutor profiles in the America Learns database in anticipation of the California Library Literacy Services final report. She met with three new volunteers to help in the Literacy office. Facilities The start of the new fiscal year on July 1, marked the turnover of maintaining the four Library facilities to the Public Works Department. The elevator modernization project continues at Central Library with work now on the public elevator, which is anticipated to be completed towards the end of August. Public Works is coordinating some repairs to the Central Library HVAC system, which remains operational but has required staff to re-set on occasion. They are also coordinating some fan replacements at Mariners Branch. Improvements were made to the children’s room at Mariners Branch to open up the space and remove some countertops that were no longer needed. Website Design Library Services Manager Rebecca Lightfoot assisted the City’s Information Technology division with Requests for Proposals for a new website content management system (CMS). Training Library Services Manager Lightfoot and Adult Services Coordinator Andrew Kachaturian attended a Citywide Records Management training. ANNIKA HELMUTH, BRANCH AND YOUTH SERVICES COORDINATOR Branch Activities The branches were active with Summer Reading programs, including Mario I Spy, Juggler Michael Rayner, Video Game Crafts, Draw-Along Art with Kyle Tiernan, and Summer Family BINGO. Programs at each location were well attended and contributed to a successful summer of learning and community connection. In addition to Summer Reading programs, Mariners Branch (Mariners) continued to offer well-attended regular programs such as storytimes and LEGO Wednesdays. Facility updates included a deep cleaning of the carpets, quarterly HVAC maintenance, and the removal of outdated furniture in the children’s area. At Balboa Branch (Balboa), a Make & Take Origami activity was popular. Balboa collection efforts focused on weeding damaged items and transferring materials to other locations where worn high-circulating items are being swapped for better condition copies. Corona del Mar Branch (CdM) saw increased activity in July, with rising attendance at Stay & Play and a well-attended coastal country-themed 3rd Thursday event. A highlight during the event was the Newport Beach Police Department’s Mounted Enforcement Unit, which drew enthusiastic attendees of all ages. 147 Report of July Library Activities August 18, 2025 Page 3 Youth Services Like the branches, a variety of early literacy and school-aged youth programs were offered at the Central Library including BARK: Read to a Dog, Michael Rayner’s juggling show, craft and art programs included Video Game Crafts and Draw-Along Art with Kyle Tiernan, Summer Middle Grade Book Club, and Summer Family BINGO. These programs served as a valuable touchpoint to promote the Summer Reading Challenge. Total program attendance at Central reached over 4,600 participants for the month. Outreach On Saturday, July 5, Mariners staff attended a seed exchange event where 63 Library seed packets were distributed. The event featured participation from several regional organizations, including Anaheim Public Library, Orange County Heritage Museum Seed Library and Farm, and Oak Canyon Nature Center. The gathering provided an opportunity to connect with other seed library initiatives and share information about the library’s own offerings. Personnel Mariners Librarian Leah Duffy attended the City’s Happiness and Positive Mindset training. CdM part-time Library Assistant Christina Miramontes resigned. ANDREW KACHATURIAN, ADULT SERVICES COORDINATOR Teen Services On July 1, the Central Library hosted a large group of visitors from the Samueli Academy. Fifty-six teens and 12 chaperones were escorted throughout the Library to give them an overview of our library services and participate in a scavenger hunt. They were particularly interested in the Media Lab, graphic novel materials, and our selection of database products. On July 23, the Teen Book Club met for a second time with all participants returning from the previous book club. The teens discussed everything that they had been reading and participated in a tiny art show of prepared materials and played a game called Don’t Judge a Book by Its Cover as an icebreaker, which encouraged more discussion. Staffing The Library is currently recruiting two part-time Library Assistants, two part-time Library Clerk I positions, one full-time Library Clerk I, and two new part-time Library Clerk II positions that will handle courier services. Interviews for each position are expected to happen in August. 148 JUL AUG SEP OCT NOV DEC JAN FEB MAR APR MAY JUN 2025 2025 2025 2025 2025 2025 2026 2026 2026 2026 2026 2026 Tracked by #searches A to Z Databases 481 481 Alexander Street 253 253 Ancestry 200 200 AskART 12 12 Brainfuse JobNow/VetNow 107 107 Britannica School Edition 9 9 Exploring Race in Society 24 24 Gale Archives Unbound 7 7 Gale Directory Library 45 45 Gale in Context: Biography 1 1 Gale in Context: Elementary 2 2 Gale in Context: Environmental 0 0 Gale in Context: Opposing View 17 17 Gale Interactive: Science 0 0 Gale Literature Resource Center 16 16 Gale eBooks 52 52 HeritageQuest 0 0 Legal Information Ref Center 64 64 National Geographic 12 12 National Geographic Kids 6 6 NewsBank 4794 4794 NoveList Plus 48 48 NoveList K-8 Plus 12 12 ProQuest 4466 4466 Proquest eLibrary 0 0 Reference Solutions Business 322 322 Reference Solutions Residential 12 12 SIRS Discoverer 4 4 SIRS Issues Researcher 267 267 World Book Online 9 9 Tracked by #page views Artist Works 3 3 Consumer Reports 2475 2475 CultureGrams 68 68 Morningstar 3697 3697 RealQuest 8 8 Tumblebooks 35 35 Value Line *0 Wall Street Journal *0 Tracked by courses LinkedIn Learning 254 254 Tracked by books logged Beanstack 7403 7403 Tracked by Hours Used ABC Mouse 34.58 34.58 Beanstack 7738 7738 Rosetta Stone 28.82 28.82 Notes: * Information unavailable. Will add when received. Database FY Comparisons YTD 25/26 Proquest Articles Retrieved 2025-2026 Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun AVG. Business Databases 3021 3021 Newspapers--Current 913 913 Newspapers--Historical 3265 3265Magazines4747 149 NBPL Website Usage 2025-2026 Metric Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun Average Total Total Users 28317 28317 28317 New Users 14608 14608 14608 Sessions 47805 47805 47805 Pageviews 122016 122016 122016 Sessions Per User 2 2 -- Pages Per Session 3 3 -- Avg. Session Dur. (min)7 7 -- Bounce Rate (%)64 64 -- Today's Business Solutions Wireless (TBS): Total Data Transferred (GB) 2025-2026 Location Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun Average Total Balboa 201 201 201 CdM 391 391 391 Mariners 2240 2240 2240 Central 14120 14120 14120 Total 16951 16951 16951 Today's Business Solutions Wireless (TBS): Total Unique Patrons 2025-2026 Location Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun Average Total Balboa 383 383 383 CdM 557 557 557 Mariners 1454 1454 1454 Central 11130 11130 11130 Total 13524 13524 13524 Today's Business Solutions Wireless (TBS): Average Number of Patrons Per Day 2025-2026 Location Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun Average Total Balboa 30 30 30 CdM 32 32 32 Mariners 111 111 111 Central 746 746 746 Total 919 919 919 Today's Business Solutions Wireless (TBS): Average Usage Per Patron (MB) 2025-2026 Location Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun Average Total Balboa 536 536 536 CdM 718 718 718 Mariners 1580 1580 1580 Central 1300 1300 1300 Total 4135 4135 413515 0 JUL 25 YTD 25/26 YTD 24/25 BALBOA 2,795 2,795 3,334 CdM 4,104 4,104 4,342 MARINERS 21,391 21,391 20,312 CENTRAL 55,051 55,051 56,155 eBooks 8,861 8,861 8,474 eMagazines 6,984 6,984 4,419 eAudiobooks 8,381 8,381 7,430 Streaming Films 4,576 4,576 3,391 TOTAL 112,143 112,143 107,857 AUG 24 103,800 SEP 24 100,426 OCT 24 101,444 NOV 24 97,545 DEC 24 93,571 JAN 25 99,093 FEB 25 93,114 MAR 25 106,845 APR 25 101,417 MAY 25 102,137 JUN 25 106,003 JUL 25 112,143 TOTAL 1,217,538 12 Month Comparison NEWPORT BEACH PUBLIC LIBRARY - JULY 2025 CIRCULATION BALBOA CdM MARINERS CENTRAL eBooks eMagazines eAudiobooks Streaming Films 90,000 95,000 100,000 105,000 110,000 115,000 AUG 24 SEP 24 OCT 24 NOV 24 DEC 24 JAN 25 FEB 25 MAR 25 APR 25 MAY 25 JUN 25 JUL 25 151 JUL 25 YTD 25/26 YTD 24/25 BALBOA 456 456 450 CdM 1,194 1,194 816 MARINERS 2,379 2,379 2,284 CENTRAL 8,022 8,022 7,678 TOTAL 12,051 12,051 11,228 12 Month Comparison AUG 24 10,703 SEP 24 9,943 OCT 24 10,276 NOV 24 8,252 DEC 24 7,381 JAN 25 9,625 FEB 25 8,888 MAR 25 9,980 APR 25 10,439 MAY 25 9,439 JUN 25 12,069 JUL 25 12,051 TOTAL 119,046 NEWPORT BEACH PUBLIC LIBRARY - JULY 2025 REFERENCE BALBOA CdM MARINERS CENTRAL 7,000 8,000 9,000 10,000 11,000 12,000 13,000 AUG 24 SEP 24 OCT 24 NOV 24 DEC 24 JAN 25 FEB 25 MAR 25 APR 25 MAY 25 JUN 25 JUL 25 152 JUL 25 YTD 25/26 YTD 24/25 BALBOA 2,486 2,486 2,769 CdM 7,935 7,935 3,930 MARINERS 12,116 12,116 11,221 CENTRAL 42,937 42,937 41,012 TOTAL 65,474 65,474 58,932 12 Month Comparison AUG 24 57,210 SEP 24 56,673 OCT 24 59,271 NOV 24 47,388 DEC 24 46,860 JAN 25 55,207 FEB 25 52,945 MAR 25 61,298 APR 25 58,738 MAY 25 58,962 JUN 25 65,123 JUL 25 65,474 TOTAL 685,149 NEWPORT BEACH PUBLIC LIBRARY - JULY 2025 PATRONS SERVED BALBOA CdM MARINERS CENTRAL 45,000 50,000 55,000 60,000 65,000 70,000 AUG 24 SEP 24 OCT 24 NOV 24 DEC 24 JAN 25 FEB 25 MAR 25 APR 25 MAY 25 JUN 25 JUL 25 153 JUL 25 YTD 25/26 YTD 24/25 BALBOA 712 712 516 CdM 1,525 1,525 1,376 MARINERS 2,500 2,500 1,795 CENTRAL 8,515 8,515 10,749 TOTAL 13,252 13,252 14,436 12 Month Comparison AUG 24 12,885 SEP 24 13,203 OCT 24 14,313 NOV 24 7,689 DEC 24 6,265 JAN 25 9,973 FEB 25 9,975 MAR 25 11,223 APR 25 13,152 MAY 25 12,209 JUN 25 12,429 JUL 25 13,252 TOTAL 136,568 PROGRAM ATTENDANCE NEWPORT BEACH PUBLIC LIBRARY - JULY 2025 BALBOA CdM MARINERS CENTRAL 5,000 7,000 9,000 11,000 13,000 15,000 AUG 24 SEP 24 OCT 24 NOV 24 DEC 24 JAN 25 FEB 25 MAR 25 APR 25 MAY 25 JUN 25 JUL 25 154 Jerold D Kappel, CEO Newport Beach Public Library Foundation Memo To: Library Trustees From: Jerold D Kappel, CEO Date: August 13, 2025 Re: Library Foundation Report 1. The August 2025 Board Meeting was held on Monday August 11. Melissa Hartson, Library Director, attended. a. The next Foundation Board meeting is scheduled for Monday, September 8, 2025. 2. Governance: Mireya Llaurado was elected Vice Chair/Secretary and Alexander Chen was nominated and elected to the Board of Directors. 3. Beyond Books Campaign a. As of the date of this report, the Foundation has raised $11,628,434.11. Of that amount, $711,933.47 is in future payments. b. The August construction report states that the projected completion date is now February 11, 2026. c. Tod and Linda White have designated their $1 million contribution to name the auditorium “The Library Foundation Auditorium.” The proposal now needs to go to the City Council for approval. d. The Foundation will continue to fundraise as the agreement to fund the increase in size of the video screen will add $130,000 to the Foundation’s commitment to the City. e. We update the construction video on the website every 7-10 days. Everything is on the Witte Hall tab on the website—why it is needed, what it will accomplish, how to support, the gift agreement form, donor levels and benefits. NBPLF.foundation/Witte Hall 4. The Development Committee subcommittee on branding has met with the consultant team of Pip Tompkins and Jill Nordquist. The consultants are now conducting consumer interviews. The next meeting with the Branding Committee will be August 26. The Board has already approved changing the name of the Foundation to The Library Foundation of Newport Beach (a DBA, the corporate name will remain the same) and a new design for the Foundation’s logo. The changes will occur in late 2025 and announced in the Winter Bookmark magazine. 5. The Library’s grant request for $40,000 for new computer chairs for Mariners Branch and the opening day collection for the Balboa Branch was approved at the June meeting. The check was delivered to the Library in July. 155 2 a.The Literacy grant request of $22,475 was also submitted to the Library in July. 6.The 2025 fiscal year unaudited financials show a net revenue of $30,200. This is the fourth year in a row that the Foundation has net revenue. The audit is currently being conducted and will be available in November and published on the Foundation website. a.The Foundation includes three years of 990s and audits on its website. It has a 4-Star rating from Charity Navigator and is rated Platinum for transparency and accountability by Candid. The Foundation has also passed two privacy and payment security compliance tests for contributions through its website. 7.The Witte Hall: The Grand Opening is scheduled for the weekend of March 20-22, 2026. With the agreement of the Library, the Library Foundation will hold its Witte Hall donor recognition event on Friday, March 20. The event will include a dinner with food stations throughout the Central Library followed by leadership and donor recognition and a prestigious speaker in Witte Hall. Randy Heyler is chairing the planning committee for this event. a.Although the Updated Project Completion is now listed as February 11, 2026, on the Construction Update Report, the report also states, “Substantial Completion: 12/09/2025--Behind, June schedule update shows complete on 3/04/26.” The Hall should be completed by the March 20 date. b.The Foundation is seeking a corporate sponsor to underwrite the opening weekend. 8. Programming: All programming for the 2025-2026 season was announced in the Summer Bookmark magazine. a.Because of the Stahr Courtyard construction, four of the Foundation programs for the Fall/Winter will be held in the Civic Center Community Room or at the Oasis Center. Only the Book Discussion Group will be held in the Friends Room. b.After the March 20 grand opening of Witte Hall, the Witte Lecture series, Library Live, and Spotlight on Science will be moved to Witte Hall. The Financial Literacy Workshops and Medicine in Our Backyard will continue to be held in the Friends Room. 9.Library Renovation closing: The Foundation will have a hybrid home/library work schedule during the Central Library closing because of the HVAC replacement and other renovations during the September closing. 10.Bookmark was printed and mailed the week of June 14. 1200 copies were mailed to current and lapsed donors, City Council, Library Trustees, press, and key opinion leaders. Remaining have been distributed throughout the libraries, Oasis, City community centers, City Hall. The digital version of Bookmark (with a corrected date for one of the lectures) has already been posted on the website under the Archive tab. a.At 24 pages, it is the largest Bookmark ever published. Four pages were dedicated to the Library, the most ever. I plan to expand Library-related pages in future editions. b.The winter edition editorial layout has already been drafted. 11.Advocacy Issues to monitor: there is a small amount in the draft federal budget for library support. Congress has received a huge amount of constituent support for continued funding for libraries. Most federal support for libraries goes to rural and tribal libraries. 156