HomeMy WebLinkAbout00 - PowerPointFISCAL YEAR 2026-27
PLANNING SESSION
January 31, 2026
yam..
is Update on Financial Status and Budget
•City Initiatives
•Updates on Advanced Planning and Land Use
•Updates on Public Works and Capital Improvement
• Public Comments on Non -Agenda Items
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UPDATE ON FINANCIAL STATUS
GENERAL FUND REVENUE
Transient
cupancy
$32.5M
Sales Tax ` f Other Revenues
$49.7M f $74.2M
Operating Transfers
$23.OM
Property Tax
$170.5M
Property tax revenue, the City's largest source of revenue, is projected to increase
by $7 million (4.5%) due to an increase in assessed values related to the
Proposition 13 inflationary adjustment and due to changes in ownership and new
construction.
$190
$170
$150
0
2 $130
$110
$90
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+4.5%
+5.8%
+5.5% $163
+5.60��• $154
+4.3%�7%
38
$123 $128
2020-21 2021-22 2022-23 2023-24 2024-25
Actual Actual Actual Actual Actual
2025-26
Projected
$170
2026-27
Projected
IW_ M-
The City receives 17% of the 1% property tax.
• Each city's percentage of the 1 % varies.
• Newport Beach has the third highest city -share of
the 1 % property tax in Orange County, behind
Santa Ana and Laguna Beach.
• A higher share of the total tax, combined with
higher assessed values than many surrounding
cities, significantly contributes to the City's fiscal
stability.
• The City's assessed valuation is the second largest in
Orange County (behind Irvine).
• Citywide assessed values are projected to reach $88
billion in FY 2026-27.
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City of Newport Beach
■ Schools
County of Orange
■ Special Districts
101
Property Tax Revenue by
Category
■ Residential ■ Commercial Other ■ Unsecured
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SINGLE-FAMILY
HOMES
MEDIANDETACHED
PRICE
YEAR
SALES
MEDIAN PRICE
CHANGE %
2021
1,414
$3,200,000
23.31 %
2022
833
$3,736,500
16.77%
2023
687
$3,845,000
2.90%
2024
705
$3,976,000
3.41 %
2025
712
$3,994,500
0.47%
$4,000,000
$3,500,000
$3,000;000
$2,500,000
$2;000;000
$1,500,000
$1,000,000
$500;000
MEDIAN PRICE
Sales tax revenue, the City's second largest revenue source, is projected to
increase by $1 million (2%), primarily due to anticipated growth in autos &
transportation and restaurants & hotels.
$50
$45
U)
$40
$39
$35
$30
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2020-21
Actual
+0.8%
2021-22
Actual
+2.0%
+6.2° $49 $50
$46
$43
2022-23 2023-24 2024-25 2025-26 2026-27
Actual Actual Actual Projected Projected
$14
$12
�$10
0
$8
$6
$4
$2
$0
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WN -9■�
Fiscal Years 2024/25, 2025/26 & 2026/27
$12.3 $12.6
24/25 25/26 26/27
Autos &
Transportation
Q-i n Q $11.1 $11.4
24/25 25/26 26/27
Restaurants &
Hotels
$9.5 $9.9 $10.0
24/25 25/26 26/27
General Consumer
Goods
$8.1 $8.3
$7.3
24/25 25/26 26/27
State & County
Pools
Transient Occupancy Tax (TOT) revenue, the City's third -largest revenue source, is
projected to decrease by $0.3 million, net of payments to VNB, or 0.9%. The
projected decline is primarily driven by reduced international tourism.
$35
$30 +13.2%
$25 /427
O +58.0%
2 $20
$15 $17
$10
�EWPpRT 2020-21 2021-22
o� Actual Actual
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+4.5% 0- .1 % °
$30 $33
$32 $33 $33
2022-23 2023-24 2024-25 2025-26 2026-27
Actual Actual Actual Projected Projected
10
Commercial vs. Residential Transient Occupancy Tax
S40
S35
531.5
S30 S29 2 $30.4 $30.0
S26.7
S25 $24.3
0
$20
w �
$15 $14.2
v $10 $1D.0 $9.5 $9.4 $9.4 $9.4
$8-2
$6.3
$5
$0
FY 2021 FY 2022 FY 2023 FY 2024 FY 2025 FY 2026 FY 2027
�EWp Commercial (Hotel) TOT Revenue ■ Residential (Short -Term Rental) TOT Revenue
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$360
N $340
0
73
$320
$300
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Historical
+2.4% $344
$336
+7.3%
$313
2024-25 2025-26 2026-27
Actual Projected Projected
Fiscal Year 2026-27
GENERAL FUND EXPENDITURES
BY DEPARTMENT
11 1 TRANSFERS, CAPITAL & O PE RATING,
PUBLIC WORKS, 13+' %
1-, 4.4%
& SE NIOR SE
5.0%
LIBRARY, 3.3'A
ADMINISTRATIVE SERVICES, 4.4%
COMMUNITY DEVELOPMENT, 5.4%
POLICE, 24.0%
FIRE, 21.9%
While next year's budget is still under development, preliminary estimates for
General Fund operating expenditures show an increase of $8 million, or 2.4%.
This includes $5 million for employee wages and benefits, $5 million for
operating costs, and a $2 million reduction related to operating transfers.
Cost adjustments for specific services and program enhancement requests are
ofcurrently under evaluation and are not yet reflected in the expenditure outlook.
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Considering inflationary impacts and significant upcoming projects, it
is recommended that the capital funding in the proposed FY 2026-27
General Fund budget be maintained at the following levels to
address the city's long-term capital needs.
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General Fund Capital Improvement Fund
FY 2025-26
$6.5 M
FY 2026-27
$ 6.5 M
Tidelands Capital Fund (HBMP)
$5.8 M
$ 6.1 M
Facilities Financing Plan Fund
$15.3 M
$15.6 M
Facilities Maintenance Fund
$2.5 M
$ 2.5 M
Park Maintenance Fund
$2.3 M
2.3 M
Capital Funding in Original Budget
$32.4 M
$33.0 M
FY 2024-25 Year -End Surplus Funds
$13.8 M
Total Capital Funding
$46.2 M
$33.0 M
Pension paydown strategy (annual review)
• The Finance Committee reviewed the strategy in November 2025
and recommended:
• Targeting a 95% funded status
• Continuing to commit $45 million per year toward UAL
reduction
• By contributing $45 million per year - $15 million above the
required amount -the City can eliminate its pension liability by
2033.
• The FY 2026-27 budget includes $40 million for pension
paydown, with an additional $5 million available at budget
adoption or from the year-end surplus.
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Questions and
Comments
17
CITY INITIATIVES
18
• Communication
• Tsunami warning system expansion
• Telecom expansion
• Public information
• Backup Power Connection
• Community centers
• Jr. Guard Building public facilities
• Emergency Management
• Emergency evacuation routes and redundancy
• Training and readiness
• Cybersecurity for City systems
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CRIME PREVENTION
PUBLIC SAFETY
20
111
Staffing Priorities
• Partnering with The Irvine Company to increase our police presence
at Fashion Island
• Continue to provide police presence at Corona del Mar State Beach
and provide a security presence during evening hours
Animal Shelter
• Working with the Recreation and Senior Services Department on how
to best provide excellent animal shelter services
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Staff is proposing municipal code updates to:
• Expand the Safety Enhancement Zone
• Modify shade structure rules for the beaches
• Enhance Short Term Lodging rules
• Require the owner or owner's agent and renter to respond within
two hours of a violation
• Impose a mandatory one strike revocation rule for certain
offenses
When appropriate, the Council could adopt a resolution declaring a
Safety Enhancement Zone during the spring break period.
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Staff is planning operational changes including:
• Increasing outside agency assistance
• Deploying a mobile booking station
• Partnering with Hoag Hospital
• Improving social media messaging
• Working with Caltrans / CHP on congestion relief
• Moving staging to City Corp Yard
The NBPD and other City departments will continue to collaborate for
enforcement (short term lodging, bar occupancy, street vendors,
parking).
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Questions and
Comments
24
TECHNOLOGY AND
COMMUNICATION
Artificial Intelligence Integration
Initial Use Cases
• Staff report writing, general research, and data analysis
• Initial Tools
• ChatGPT - General-purpose Al assistant
- Madison Al - Designed specifically for local government
Social Media Engagement
• Retained new consultant
• Initial focus - reach target audiences for Fourth of July / Spring Break
• Next steps - increase public safety messaging and highlight what makes
Newport Beach unique
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Questions and
Comments
27
HARBOR DEPARTMENT
28
BALBOA YACHT BASIN MARINA
-ft
►4
An" .
IP
_ _ b
V
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Recommendation
Propose the Harbor Department manages the City -owned marina and
garages at the Balboa Yacht Basin rather than contracting with a third -
party operator.
Why This Matters
Direct City management provides public value, accountability and cost
efficiencies while maintaining quality service.
Key Takeaway
The Harbor Department provides superior customer service and
ongoing savings while keeping City control of a major public asset.
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Cost Comparison - FY27
$900,000
$800,000
$700,000
$600,000
$500,000
$400,000
$300,000
$200,000
$100,000
$0
Harbor Department
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Proposer A
Cost Comparison - Five Year Indexed
$4,500,000
$4,000,000
$3,500,000
$3,000,000
$2,500,000
$2,000,000
$1,500,000
$1,000,000
$500,000
$0
Proposer B Harbor Department Proposer A Proposer B
"ill
Questions and
Comments
32
UPDATES ON COMMUNITY
DEVELOPMENT AND PROJECTS
Expectation
• Platinum -level customer service
• Plan Review: 80% of plans reviewed in one day
• Inspection: 99% scheduled next day
Customers
• 2025: 18,251 In -Person / 10,203 Online
Quality 2024
89%
5%
1%
5%
2025
90%
3%
1%
6%
Courtesy 2024
93%
4%
2%
2%
2025
92%
4%
1%
2%
Time 2024
78%
12%
3%
5%
2025
81 %
7%
5%
6%
Completeness 2024
90%
4%
2%
3%
o���WPoR
2025
90%
4%
1%
4%
Cq�IFoFt
2024: 448 surveys
2025: 482 surveys
Preliminary Applications
Applied [Overlay]
Entitled [Overlay]
Entitled [Pre -Overlay]
TOTAL
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7
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24
375 units [15 affordable]
1,686 [88 affordable]
1,947 units [105 affordable]
2,030 units [199 affordable]
6,038 Units [407 affordable)
Time
• High number of projects
• Two counters: one virtual and one in person
• Increasing complexity of building inspections
Kevisions
• Online plans require coordination for intake and distribution
Project Review Delays
• Inefficiencies in interdepartmental reviews
• Permit Streaming Act and Housing Accountability Act considerations
Solutions
• Customer service training
• Prioritizing revisions
• Expand use of permitting software to all departments involved
• Expand software licensing to expand use of consultants
• Recruit & retention of experienced building inspectors
• First comprehensive update since 2006
• Started in 2019 and pivoted to housing, restarted in 2022
• Drafted with help of 24-member GPAC and 3-member GPUSC
Next Steps:
• February —April 2026: City Boards, Commissions and Committees
formal review
• May 2026: City Council review and possible adoption
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IN •
• Modernize City's wireless ordinance (last updated
2014)
• Streamline review for installations in public right-
of-way and on City property
• Improve regulations for installations on private
property
Next Step
March 2026: Planning Commission review
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January — June 2026:
• Initiate code amendments to incentivize priority uses
• Kick-off pilot programs
June — December 2026:
• Public hearings for code amendments
• Complete plans for infrastructure improvements
• Launch parking phone application
May 2027:
• Trolley service to Corona del Mar starts
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CDM
[a
FRASTRUCTURE IMPROVEMENTS
CONV CENTER
PARKING
RIGHT 0 SIGNAL
i
• Annexed in 2001
• Building permit authority transfers to City after buildout
• Coastal Development Permit authority remains with County
• Split jurisdiction causing problems and dissatisfaction
NOT A PAR"
_\ J
is
2026- 2027
SCAGa`
INNOVATING FOR A BETTER TOMORROWM
Local input to
develop
regional
projections for
housing,
population,
employment,
etc.
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2027
Goy�uxrTp
C`9LIFOR�P
2027-2028
I
■IMEW
DD
INNOVATING FOR A BETTER TOM ORROWM
HCD
determines
regional
need
Develops
methodology
for distribution
to all local
jurisdictions
2028-2029
POST
O �
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Must identify
sites for
potential
housing, and
update GP and
Zoning
Questions and
Comments
43
PUBLIC WORKS AND CAPITAL
IMPROVEMENT PROGRAM
0
Development Processing Section
• Recruiting principal engineer to oversee/manage PW Development Section and re-
assigning senior engineer to Capital Project Delivery Program
• Requesting additional associate engineer in FY 2026-27 budget
Storm Water Quality, Harbor/Ocean Tidelands Management Section
• Re -positioned administrative manager position to manage/oversee section
Capital Project Delivery Program
• Re -positioned assistant city engineer position to Capital Project Delivery Program
• Re -position senior engineer position from Development into Capital Project
Delivery Program
• Requesting additional associate engineer in FY 2026-27 budget (for water & sewer
related projects)
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Facility Maintenance Master Program (FMMP)
• City dedicates
$2.5 million / year to CIP for major facility
maintenance
and upkeep.
Fund balance
reserves can be used to fund projects and
catch up on
backlog.
Refuse Collection/Disposal Program
• The County will be significantly adjusting landfill disposal rates (WISE agreement to
Council -April 2026).
-
$1, 500, 000
per year starting
in FY 2026-27 (from $9, 568, 081
to $11,120, 420)
-
$2, 500, 000
per year starting
in FY 2029-30 (from $9, 568, 081
to $12, 060, 244)
Miscellaneous Capital Program Needs
• Additional $300,000 per year (for 3 years) into FY 2026-27 CIP for 7th Cycle
Housing Element.
• Additional of $500,000 one-time funds into FY 2026-27 CIP for Corona del Mar
Village Improvements.
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Identified by Council, Community or Staff
Developed to Support Council Goals, Objectives, Priorities
Required by Federal, State Law, or Legal Action
Included in City Master Plans such as:
• Facilities Financing Plan
• Harbor & Beaches Master Plan
• Pavement Management Plan
• Bicycle Master Plan
• Water Master Plan
• Sewer Master Plan
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• FY 2025-26 CIP: $1.65 million budgeted to initiate effort (Tidelands
Funding).
• Council Working Group (Stapleton, Blom): Conducted preliminary
outreach with businesses/property owners; no vision concurrence
identified.
• Recommendation: De -program project and funding for now;
reconsider broader area or a pier & lifeguard building project in future
years.
7771
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• City owns/maintains a lot of buildings and facilities, many of
significant size and cost.
• The Facility Financing Plan (FFP) -Plans for the construction or
reconstruction/replacement of large City facilities which will require
significant funding, typically over $1 million, and often require
saving for many years to fund.
• Plan funding comes from new development fees and an annual
General Fund contribution, which is set at 3% of total General
Fund Revenues.
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49
WorkSheet - Last Updated
Rat
New/Repl
acement
Active Projects
Function
Project
Yr Built
Refurb
OG yr
Built
Repl Sq Pt
Current Age From: 2025
Useful
Est $/Sq Ft 2025 LHe
Yearsto
Start
Project
Estimate
FY Design
Year
FY Const
Start Year
FV Cost Est @
2.5% Growth
Private
Contribtions
Net Proposed
Cost
4
R
Gen Gov
1Sth Street Beath Restroam
1961
1962
1,1DO
1,200
64
60
0
1,320,OOo
2023
2025
1320,000
1,320,D00
S
R
Municpal Operations
Corporation Yard (Fueling and Transfer Station)
TBO
TBD
NA
40
0
7,400,000
2023
2025
7,400,0D0
7,400,D00
6
R
Fire/Library
FS 1 - Peninsula/Balboa Library
1962
1962
10,877
1,470
63
60
0
16,000,000
2023
2025
16,000,000
16,OOQD00
7
R
Rae Facility
Bonita Creek - Artificial Turf Replacement
2015
2015
1,700,000
12
10
10
1
21040,00o
2025
2026
2,091,000
2,091,D00
40
N
Rec Facility
Aquatic Center at Lower Castaways
2
47,000,000
2025
2027
49379,375
2409,688
24,689,687
37
N
Gen Gov
PCH Ped Bridge at Superior
TBD
780
3
27,000,DOo
2026
2028
29,076,047
21,SD7,035
7,269,012
38
R
ReC Facility
Grant Howald- Artificial Turf Replacement
2021
2021
66,OD0
12
4
10
6
792,OOo
2030
2031
918,477
918,477
8
R
Police
Police Station
1973
1972
60,000
1,600
52
60
8
961000,o00
2030
2033
116,966,678
116,966,678
9
R
ReC Facility
Newport Theatre Arts Center
1973
1973
7,9SO
900
52
60
8
7,155,000
2030
2033
8,717,673
4358,836
4,358,836
3
R
Rec Facility
Arroyo Park Synthetic Turf Field
2024
2024
102_500
12
1
10
9
1,230,000
2D32
2034
15361101
1,536,101
11
R
Rae Facility
Lawn Bowling Facility (San Joaquin Hills Park)
1974
1974
2,7SO
800
51
60
9
2,200,OOo
2031
2034
2,747,499
2,747,499
12
R
Fire
FS 3 - Santa Barbara
1971
1971
13--00
1,400
54
60
10
18,900,000
2D32
2035
24,193,595
24,193,598
13
R
Fire
Lifeguard HQ Replacement
1988
1965
3,OD0
900
37
SO
13
2,700,OOo
2035
2038
3,721,980
3,721,980
15
R
Rae Facility
Community Youth Center (CYC) - Grant Howald
2008
1998
5,658
850
17
30
13
41809,300
2D35
2038
6,629,673
6,629,673
10
R
Fire
FS6- Mariners(livi ng a rea rebuild)
2009
1957
3,000
1,400
16
30
14
4,200,000
2036
2039
5,934,490
5,934,490
14
R
Rae Facility
Carroll Beek Center
2010
1980
1_-00
1,000
15
30
15
115OO,Doo
2037
2040
2,172,447
2,172,447
17
R
Rae Facility
Cliff Drive Community Room
2022
1960
751
1,000
3
30
27
761,OOo
2051
2052
1,482,276
1,482,276
16
R
Rae Facility
Bonita Creek Community Ctr.
2024
1988
2,876
850
1
30
29
21444,600
2051
2054
5,002,648
5,002,648
18
R
Fire
FS4-Balboa Island
1994
1994
4,600
1,400
31
60
29
6,440,OOo
2051
2054
13378,864
13,178,864
19
R
Fire
FS 8 - Npt Coast
2002
1995
7,000
1,400
23
60
30
918o0,Doo
2052
2055
20556,162
20,556,162
20
R
Library
Library -Central
2013
1997
65,000
850
12
60
32
55,250,OOo
2054
2057
121,757,571
121,757,571
2
R
Rec Facility
Newport Coast Pickleball Court
2024
2024
28,700
45
1
40
39
1,291500
2062
2064
3,3831180
3,383,180
21
R
Library
Library -Mariners
2006
2006
15,300
850
19
60
41
11,478,750
2063
2066
31591,706
31,591,706
22
R
Fire
F57-SAH
2O07
2007
11,000
1,400
18
60
42
15,40D,0o0
2D64
2067
43,443,326
43,443,326
23
R
ReC Facil ity
Newport Coast Community Ctr.
2007
2D07
16,9D0
850
18
60
42
14,365,OOo
2064
2067
40523,S96
40,523,596
39
R
ReC Facility
COM Concessions/LGHQ
2D07
2007
2,338
850
18
60
42
11987,300
2D64
2067
5,606,164
5,606,164
24
R
Rae Facility
Girls 9, Boys Club (East Bluff Park)
2019
1971
11,800
850
6
50
44
10,030,OOo
2066
2069
29,726,995
29,726,995
2S
R
Rae Facility
OASIS Senior Ctr.
2010
2010
42,200
850
15
60
45
361720,000
2D67
2070
111551,805
111,551,808
26
R
Gen Gov
Civic Center
2013
2013
123,000
850
12
60
48
1045SO,OOo
2070
2073
342,034,234
342,034,234
27
R
Gen Gov
Council Chambers
2013
2012
5,600
850
12
60
48
41760,000
2D70
2073
15572,290
15,572,290
28
R
Rae Facility
Marina Park
2015
2015
24,390
850
10
60
S2
20,731500
2074
2077
7403,776
74,863,776
29
R
Fire
FS 6 - Mariners la pparatus bay only]
2018
1957
1,436
1,400
7
60
53
2,010,400
2D75
2078
7,441,275
7,441,275
30
R
Fire/Library
FS5 and CDM Library
2019
2019
10,300
1,400
6
60
S4
14,420,OOo
2076
2079
54,708,397
54,708,397
31
R
Police
Animal Shatter
2022
1955
2,320
850
3
60
57
11972,000
2D79
2082
8,056,886
8,056,886
32
R
Fire
FS2 • Fire Station N0 2
2022
1952
11,600
1,400
3
60
57
16,240r000
2080
2082
66350,829
66,350,829
33
R
Fire
Newport Jr. Guard Building
2024
2024
5,400
850
1
60
59
41590,000
2D81
2094
19,702,473
19,702,473
1
R
library
Library Lecture Hall
2025
2025
9,814
2,500
0
60
6o
24,535,OOo
2082
2085
107,948,841
107,948,941
3.7
R
Ger•Gov
Civic Center Pa rkinR Stmctu re 4SO Stallsl
2013
2013
4SO
22,000
12
75
63
9,900,000
2D85
2088
46,907.114
46,907,114
Unfunded/Unapproved Potential Projects
Municpal Operations Dtilities Yard/Admin Bldg
Municpal Operations Corporation Yard/Admin Bldg
Rae Facility West Newport Community Center
1970 1970 4,500 850 55 50 5 3,82S,000 2027
2030 4,327,636
4327,636
1994 1994 3,400 850 41 60 19 21890,oM 2041
2044 4,620,099
4:620,099
TBD TBD 11,000 850 9,350,OOo
9,350,000
9,350,D00
Total
18,297,735
TOTAL REPLACEMENT
-
23,722,113
1,433,299,OAS
70TAL NEW
78,455,422
46,496,723
31,958,699
TOTAL PROJ ECT COST
1,479,639, 721
37,299,011
1,442,340,710
Facility Finance Plan as currently approved for FY 2025-26
• Aquatic Center at Lower Castaways Park (ref #40) cost - $47M
Scheduled to start design 2025, construction 2027
• New Police Station (ref #8) cost - $96M
Scheduled to start design 2030, construction 2033
• New Fire Station No. 3 (ref #12) cost - $18.9M
Scheduled to start design 2032, construction 2035
PORT
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cgOFORN�P
AQUATIC CENTER
JD:�'
OWER CASTAWAYS PARK
X701, "I'vRiOwl
Draft concept for further consideration and FFP programming:
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"Harbor -centric" concept is estimated to cost around $26.5 million
Propose:
• Replacing aquatic center in FFP (Ref # 40) with this park concept
• Move aquatic center to "Unfunded/Unapproved Potential Projects"
If Council desires to move forward with this park:
■ Reallocate $500,000 in FY 2025-26 CIP from Lower Castaways
Aquatic Center to Lower Castaways Park
■ Direct staff / consultant to proceed with concept development,
environmental documents and return to Council for final concept
approval prior to Coastal Commission permitting and final
construction plan preparation.
�EvaPO
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Ad Hoc Council Committee (Blom, Weber, Barto):
• Formed to review and evaluate police facility sites and design options
• Evaluated multiple sites beyond the proposed 1201 Dove Street location
• Expressed growing interest in locating the facility near the Civic Center
• Hired a consultant to develop site massing concepts and preliminary cost
estimates
• Reviewed additional sites, including:
• Potential private sites near the Civic Center
• A portion of Civic Center Park (NE corner of Avocado Ave. & Civic
Center Dr.)
� �EVUPaRT
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Ad Hoc Committee's assessment:
• Property already owned by the City
• Location is not city -centric or near Civic Center
• Property is in a positive cashflow position and could be sold to help
pay for new police facility
• Design/construction cost for police facility at this site estimated at
$150 million
Q��WPORT
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u yam, i
cgtIFORN�P
Ad Hoc Committee's assessment:
• Good locations and close to Civic Center.
• All privately owned. High cost of site acquisition is big deterrent.
• Design/construction cost estimated for police facility in this area would
be around $153 million.
Q��WPORT
O �R,
u yam, i
cgOFORN�P
57
Ad Hoc Committee's assessment:
• Adjacent to Civic Center.
• City owned - eliminates land cost.
• Design/construction cost for police
facility at this site estimated at $162
million (excluding significant mitigation).
Q��WPORT
O �R,
u yam, i
cgOFORN�P
58
0
POLICE
(2-LEVEL)
�EVEI
190
SECURE
PARKING
(3-LEVEL)
FUEL
BUILDNG
SUPPORT
_'-LEVEL)
P.�P>tIW STAlC�,'M CO -EC TB -C
Ad Hoc Committee request:
• If Ad Hoc's preferred Civic Center Park site is recommended -
• Update New Police Station (ref #8) in the FFP to show:
• Schedule - Start Design 2030 2026, Construction 2033 2029
• Include $1.5 million in the current FY 2025-26 CIP budget to hire
consultant team for further design development, preparation of
final concept and EIR for further Council review and approval.
Q��WPORT
O �R,
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cgOFORN�P
• Considering relocating Fire Station No.3 further east (toward
MacArthur Blvd.) to improve response times to the Port Streets
• Potential site - the current OCTA Transportation Center off
Avocado Ave.
• OCTA study underway. 12- to 15-month timeline until we can
determine if this is a possible relocation solution
• Recommend modifying the FFP for Fire Station No. 3 to
reflect desire to advance replacement project
• Update New Fire Station No. 3 (ref #12) in the FFP to show:
Schedule Start Design 2032 2029, Construction 2035 2031
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Active Projects
Function
UM2026-1H
Curreu i Frorn:2026
FY
Yr Built/ DGyr Est$ISq Useful Yearsto Des Can FYConst FVCost Est@ Private Net Proposed
Refurh Built Rer So Ft Ft 2026 Life Start Proiect Estimate Year Start Year 2.545 Growth Contrihtions Cost
Gen Gov
15th Street Beach Restroom
1961
1961 1,100
1,200
65
60
Rec Facility
— Bonita Creek-ArtificialTurf Replacement
2015
2015 1,700,OW
12
11
10 1
Rec Facility
Lawer Castaviays Park
TBD
TBD
2
Police
Poli-Station
1973
1973 11IW75,OW
1,827
53
3
Police
Police Parking Structure
TBD
TBD 275
9OX9
3
Gen Gov
— PCH Ped BridgeatSuperior
TBD
TBD 1111k,
8
Fire
FS3-Santa Barbara
1971
1971 13,500
1,400
55
60 5
Rec Facility
Grant Howald-AditicialTurf Replacement
2021
2021-66,000
12
5
10 5
Rec Facility
Newport Theatre Arcs Center
191
19731 7,950
900
53
' 60 7
Rec Facility
Lawn Bowling Facility(San Joaquin Hills Park}
1974
1974! 2,750
800
52
' 60 8
M u nic pa10 p eratio n s
Corip orat i o n Yard j Bldg B&Wareh C use)- Phase 2
TBD
' 40 8
Rec Facility
Arroyo ParkSyntheticTurf Field
2024
2024W 102,500
12
2
' 10 a
Fire
Lifegu and HQ Repla cem ent
1999
1965 2.000
1.400
38
50 12
Rec Facility
Community Youth Center(GYC)-Grant Howald
2D08
19M 5,658
850
18
' 30 12
Fire
F56- Mariners iliving area red uild)
2009
1957 3.000
1400
17
30 13
Rec Facility
Carroll Beek Center
2010
1980 1,5W
900
Ifi
' 30 14
Police
Animal Shelter
2022
1955 2.320
85D
4
' 30 26
Rec Facility
Cliff Drive Community Room
2022
19M 761
900
4
30 26
Fire
F54-Balboa Island
1994
1994 4.600
1,400
32
60 28
Rec Facility
Bonita CreekCommunityCtr.
2024
19M 2.876
85D
2
' 30 28
Fire
F58-Npt. Coast
2002
1995 7.000
1,400
24
60 29
Library
a Library -Central
2013
199765,000
850
13
60 31
Rec Facility
Newport Coast Pickleball Court
2024
2024 28,700
45
2
' 40 38
Library
Library -Mariners
2006
200615,3W
850
20
60 40
Fire
F57-SAH
2O07
2007 11.000
1400
19
60 41
Rec Facility
Newport CosstCommunity Ctr.
2007
200716,9W
850
19
60 41
Rec Facility
CDM Cc ncessionslLGHQ
2007
2007 2,33E
85D
19
' 60 41
Rec Facility
Girls& Boys Club (East Bluff Park)
21319
197111,BW
850
7
' 50 43
Rec Facility
CASISSenior Ctr.
2010
2010 43200
85D
Ifi
60 44
Gen Gov
Civic Center
2013
2013M 123,000
&50
13
60 47
Gen Gov
Council Chambers
2013
2013 5.600
85D
13
' 60 47
Rec Facility
Marina Park
2015
2015�24,390
&50
11
60 51
Fire
F56- M ariners(a pparatu s d ay on ly)
2018
2013 1.436
1400
8
60 52
Fi relLidrary
FS Send CDM Library
2019
2019` 10,300
1,4CO
7
60 53
Fire
F52-Fi re Station Not
2022
2022 11.600
1400
4
60 56
Fire
NewporcJr. Guard Building
2D24
2024 5,4W
850
2
60 58
Library
Lecture Hall
2025
2025 9.814
2.500
1
60 59
Gen Gov
Civic Center Parking5tructu re(450Ste [is)
2D13
2013 450
22,000
13
' 75 62
Fire/Library
FS1 Peninsula/Balboa Library
TBD
2028 10.877
1.400
2
' 60 62
1,320,000 ' 2024
2027
2,040,000
2026
2027
26,500,000
2026
2028
137.000,000
2026
2029
25,000, 000
2026
2029
,1
2027
2C29
18,900,000
2029
2031
792,000
2030
2031
7,155,000
2030
2033
2200,000
2031
2034
7.000,000
2032
2034
1,230,000 ' 20M '
2034
4.200,000
2035
2038
4,809,300
2035
2038
4200,000
20M
2039
1350,000
2037
2040
1,972,000
2049
2052
684,900
20.51
2052
6,440,000
2051 '
2054
2,444,500
2051
20M
9,800,000
2052
2055
— 55,250,0W
2054
2057
1291,500 ' 2062
2064
11,478,750
20M
2066
15,400,000
2064 '
2067
14,Wbi
2064
2067
1,9B7,300
2064
2067
. 10,030,000
2006
2069
36,720,000
2067
207D
. 104,550,000
2070
20-13
4.761
2070
2073
20,731,500
2074
2077
2.010,400
2075
2078
14,420,000
2076
2079
16240,000
2080
2062
4,1
2021
2D84
24.535,000
2082
2085
9,9W,000
2085
2093
18.000.000
2085
2088
1,353,000
1,353,000
2,091,000
2.091,000
27,841,563
27,841,563
147,534,016
147,534,016
26.924266
26,922,266
29,076,047 21,807
7,269,012
21,383,615
21,383,615
896,075
&KO75
8,505,047 4,252,523
4,252,523
2JSW,486
2,GMAW
8,528s20
8,528,820
1,498,6W
1A% 36
5,643,533
5.6U.533
6,467,974
6,467,974
5.789.746
5,789,746
1,9C7,515
1,9C7,515
3,747,377
3.747.377
1,307,510
1.307.510
12.9 57.428
12.8 57.429
4, M.G32
4,8B0,632
20.054.792
20,054,792
119,787,874
18,787,874
3,3DD.664
3,300,664
30,821,177
301
42,333,733
42,333,733
39,535,216
391
5.469.429
5.469.429
29,001,946
29,001,946
108,831,033
108,831,033
M,69I935
333,691,935
15.192.479
15.192.479
73.01 73,037,830
7259.780
7,259.790
53,374,046
53,G74,046
64.732.516
fi4.732.516
19,221,925
19XI,925
105.315,943
105.315.943
46,76W45,761,038
73.960,466
73.960.456
Total 1,484r587,547
UnfundedlUnapproved Potential Projects
Municpal Operations
Utilities YardlAdmin Bldg
1970
1970 4,500 850 56 ' 60 4
3,825,D00 2028 203D 4,222,084
4,22Z!Da4
Municpal0perations
Corporation YardlAdmin Bldg
1934
1984 0,400 850 42 ' 60 18
2GW,000 2041 2044 4,507,414
4,507,414
N Rec Facility
City Aq vatic Center
TRD
TRD 1
4C,000,000
40,000,000
Rec Facility
West NewportCommunity Center
TBD
TBD 11,000 1.500
16,500,000
56,50C,000
FACILIT INANCING PL
,o[- AA
• General Fund contributes 3% of revenues annually to FFP to
support debt service and capital projects.
• Year-end surplus typically provides a significant share of FFP
funding.
• Available FFP reserves total $18.5 million, including $13.8 million
from the FY 2024-25 year-end surplus, excluding funds reserved
for the Balboa Library and Fire Station No. 1.
• Future FFP projects will rely on a mix of developer fees, debt
financing, property sale proceeds, and General Fund surplus.
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63
Questions and
Comments
64