HomeMy WebLinkAbout15 - Council Goals & Review of Committee ResponsibilitiesCITY OF NEWPORT BEACH
CITY COUNCIL STAFF REPORT
Agenda Item No. 15
February 22, 2011
TO: HONORABLE MAYOR AND MEMBERS OF THE CITY COUNCIL
FROM: City Manager's Office
Dave Kiff, City Manager
949/644 -3002 or dkiff @newportbeachca.gov
SUBJECT: Resolution 2011 -_ Relating to Council Goals 2011; Review of Committee
Responsibilities
RECOMMENDATION:
1. Consider the proposed workplan summaries for the Council's 2011 Goals and offer
guidance to staff in implementing them;
2. Adopt Resolution 2011 -_ adopting the Council's 2011 Goals; and, if appropriate,
3. Direct staff to return to Council with proposed changes to the City's committee structure as
the committees relate to the adopted 2011 Council Goals.
DISCUSSION:
Goals. On Saturday, February 5, 2011, the City Council met at the OASIS Senior Center to
discuss what goals it might set for 2011. The areas identified included:
1. Keeping John Wayne Airport "neighborhood- friendly"
2. Neighborhood Revitalization
3. Tidelands Management
4. Pension Reform
5. City Restructuring
At the Saturday meeting, I proposed coming back to the City Council with some of the goals
outlined in slightly greater detail, including an estimate of timing and resources associated with
each. That outline is Attachment A.
Committees. The 2011 Council Goals necessarily encourage a greater discussion about the
City Council's boards, committees, and commissions including how committee members' time
and expertise can be best utilized in support of the 2011 Goals. This is an important discussion
to link with goal- setting.
If not linked with Council goals, sometimes Committee members will embark on a project or idea
with great interest and sincerity (involving committee members' time and resources as well as
that of staff) to find later that that project or idea might not have Council support. Neither the
Council, the committee membership, nor staff will be served well by pursuing activities within
our committees that are not directly in sync with the goals of the Council.
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Feb 22, 2011
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Some linkages are clear, such as utilizing the Citizens Aviation Committee in support of Goal #1
relating to John Wayne Airport.
Other linkages are more complex (or possibly non - existent), and could be viewed as follows (for
example):
Selected members of the Economic Development Committee (EDC) and the
Environmental Quality Affairs Committee (EQAC) could be used for their expertise on
revitalization or tidelands management. In the meantime, EDC and EQAC could be put
on hiatus or sunsetted; and
The Tidelands Management Committee will likely take on the former duties of the Ad
Hoc Committee on Bay Issues and the Ad Hoc Committee on Harbor Charges.
Here are some concepts as to how various committees and non - Charter commissions might be
better aligned to meet the Council's goals. If the Council wishes to pursue this further, staff
would bring back specific actions at a future Council meeting.
Commiftees and 2011 Goals
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Environmental Review: Exempt.
Submitted by:
Dave i
City Manager
cc: Resolution 2011 -_: Goal Adoption
for
Workplan outline 2011 Goals
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RESOLUTION 2011-
A RESOLUTION OF THE CITY COUNCIL
OF THE CITY OF NEWPORT BEACH
ADOPTING GOALS FOR CALENDAR YEAR 2011
WHEREAS, the City Council of the City of Newport Beach regularly sets goals to better
prioritize its efforts for the coming year; and
WHEREAS, the City Council of the City of Newport Beach convened in a special meeting on
Saturday, February 5, 2011, to discuss what goals it intended to address in Calendar Year
2011; and
WHEREAS, the City Council took public input and discussed various goals following a
presentation by City staff about proposed goals; and
WHEREAS, the City staff asked that staff be authorized to return to the City Council at a
future meeting with draft workplans associated with each goal, as well as an estimate of the the
resources required to complete the worplans; now, therefore be it
RESOLVED by the City Council of the City of Newport Beach that it hereby adopts the
following five (5) goals for Calendar Year 2011:
1. Extension of the protections contained within the John Wayne Airport settlement
agreement and related County ordinances;
2. The revitalization of key neighborhoods, though economic development, land use
planning, nuisance abatement, or infrastructure improvements;
3. Improvement in the management of the tidelands (ocean and bay) within the City's
jurisdiction;
4. Reform of public employee pension programs with the intent to reduce costs on the
taxpaying public;
5. Restructuring of the city government to improve efficiency, effectiveness, and
customer service.
ADOPTED this 22nd day of February, 2011.
MICHAEL F. HENN
Mayor of Newport Beach
ATTEST:
LEILANI BROWN
City Clerk
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Council Goal #1— Keep John Wayne Airport Neighborhood - Friendly
Summary: Position the city to secure protections at JWA that keep the airport a
"neighborhood- friendly" facility, including the curfew and caps on passengers and Average
Daily Departures of the loudest flights.
Implementation Steps:
1. Select Council Members Curry, Daigle, and Hill as the City's negotiating team, along with
consultant Tom Edwards, City Manager Kiff and City Attorney Hunt.
2. Defer to the team for further implementation details, including schedule and critical
negotiations items, which will include but not be limited to:
a. Regular meetings of the Citizens Aviation Committee;
b. The retention of key advisors, including Irene Howie in Washington;
c. Adding to the JWA Corridor Cities and keeping the Corridor Cities engaged;
d. Maintaining strong links with SPON /Air Fair and the Airport Working Group;
e. Regular communications with Supervisor John Moorlach and his staff
I. Potential outreach to other Supervisors
f. Regular communications with JWA staff concerning airport operations and extension
of Settlement Agreement;
g. Cooperation with the County of Orange in establishing a negotiations process,
including (if necessary):
i. A Memorandum of Understanding (MOU) outlining the process;
ii. CEQA work, including options for CEQA analysis;
iii. On -going communications with the FAA; and
iv. more
Time and Resources: Approximate task duration: 12 -18 months to complete entire list.
Approximate cost is about $450,000 over that period, including contribution to any EIR.
Council Goal #2 — Neighborhood Revitalization
Summary: Identify then prioritize those areas of town that need investment of time, thought,
and resources to bring the areas up to "Newport Beach" standards. With prioritization
complete, budget set, strategic outcomes identified, and a plan developed, each area will have
a unique community working group to guide and implement the revitalization strategy for their
area, with the benefit of public input throughout the process.
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Implementation Steps:
1. Establish that the City Council is the oversight body that would approve the priorities, the
strategies, and funding for each area.
2. Establish a Brown Act City Council Revitalization Committee with three (3) City Council
members to review and determine the list of potential revitalization areas, establish a
weighted criteria selection process, and make a recommendation to the full Council as to
prioritization. Potential areas to review include, but are not limited to(in no particular
order):
• Current City Hall Site /Lido Marina Village (if selected as a priority, this effort would build
on the current effort).
• Balboa Village
• Mariner's Mile
• Corona Del Mar entry at MacArthur
• Bristol Road South in Santa Ana Heights
• West Newport Beach — Balboa Boulevard, West Coast Highway
Weighting and Prioritization. Prioritization (what goes first) and a budget amount are
needed to set realistic expectations. A simple way to set the relative order of the projects is
to prioritize based on agreed upon criteria. Below are some suggested criteria that the
committee could use along with input from key city departments (CDD, Public Works, Police
and City Manager's Office) who can provide important information (need and cost of public
improvements, crime statistics, vacancy rates, land use and nuisance conflicts and more) to
assist the Council Committee in developing a suggested priority list. Potential criteria could
include:
• Physical area in poor condition, including infrastructure needs and nuisance abatement
needs;
• Need for focused economic development efforts (e.g. storefront improvements, retail
attraction strategy, repositioning of businesses, improved parking strategies);
• Land use and zoning issues and /or inconsistencies with land use potential;
•_ Area includes a signature Gateway to the City in need of enhancements; and
• Estimated costs for major infrastructure deficiencies.
The Council Revitalization Committee would identify and prioritize the project areas,
establish general strategic outcomes for each area, and propose a budget estimate (based
on staff input) for consideration by the full Council
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3. Based on the project type and need of the areas to be addressed first, staff could then
assess how many project areas can be started in year one. The staff would prepare for
Council consideration a project scope, budget, community outreach and involvement
process, and schedule for the project area(s). Based on the input from the revitalization
committee and the nature of the revitalization effort, project management would be
identified, working groups would be formed based on a steering committee consisting of
key representatives from the area — including business community, HOA's, and landowners.
Time and Resources: Estimate can provided after initial assessment by the Committee and
Council.
Council Goal #3 — Tidelands Management
Summary: In some ways, Newport Harbor (and Newport Beach's tide- and submerged lands in
general) reflects a 1950s perspective on governance, fees, and infrastructure. This Goal would
approach this significant effort in three ways:
• Establish longterm visions for the major tidelands components, including the upper bay,
lower bay, beaches and other major components
• Establish a fee structure reflective of a modern harbor, where fair market value is
obtained and applied to proper leases (in the case of commercial activities);
• Study and adopt a Tidelands Infrastructure Master Plan; and
• Research and consider appropriate governance structures.
• Oversee ongoing execution of the Tidelands Infrastructure Master Plan projects.
Implementation Steps:
1, Establish a Brown Act Council Committee on Tidelands Management to oversee the Goal;
2. Review existing General Plan policies and vision statements and other relevant existing
documents, and finalize a vision for the ultimate goals of the management process for each
of the major Tidelands components.
3. Fee and revenue issues:
a. Review and finalize for recommendation to the Council as a whole, an action plan to
maximize the productivity of the City's oil reserves in the most economically and
environmentally advantageous manner.;
b. Update fees to modern schedules with modern methodologies:
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I. Complete the appraisal for Lido Marina Village's marina facilities;
ii. Hire consultant with tidelands lease expertise to review and implement
appropriate fee arrangements for all major tidelands use classifications
(commercial permittees over tidelands, commercial permittees where
permittees control uplands, residential piers, residential piers rented and
used in a commercial way, more)
c. Determine a strategy to maximize the participation of the federal government and
other governmental agencies and private stakeholders in the funding burdens
associated with the Tidelands Infrastructure Master Plan.
4. Tidelands Infrastructure Master Plan. Develop a Tidelands Infrastructure Master Plan
identifying projects, timing, and costs associated with items like:
a. Dredging (Lower Newport Bay, Newport Slough, Newport Island, Upper Newport
Bay [in 20 years], more)
b. Beach replenishment (ocean beaches, in -bay beaches, more)
c. Habitat protection and restoration (eelgrass, habitat restoration such as John Wayne
Gulch, Santa Isabel Channel)
d. Sea level rise (sea walls — private and public, street ends, ocean beach infrastructure,
more)
e. Harbor amenities (mooring support services areas, public docks, more)
f. Water quality (selenium removal upstream and in Big Canyon wash, bacteria, trash
booms, etc)
g. Harbor services (law.enforcement, Harbor Resources Division, more)
5. Re- examine and update fee structure based on Tidelands Facilities Master Plan needs; and
6. Recommend and implement a long -term governance and /or fund structure to ensure that:
a. All tidelands are managed appropriately and reflective of the City's obligations
under the tidelands trust; and
b. Tidelands revenue appropriately covers tidelands expenses into the future.
Time and Resources: Approximate task duration: 12 months for planning phase, and ongoing
for implementation. Approximate cost: $100,000 ($50,000 in non -staff resources, $50,000 in
direct staff costs). Does not include implementation of the Master Plan.
Council Goal #4 — Pension Reform
Summary: Secure a substantial reduction in the currently estimated long term cost of
retirement benefits to the City, as well as wider benefit options within the PERS system
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(including a defined contribution plan and /or a hybrid plan) to position the City for long -term
stability in terms of our pension costs, addressing both our ability to compete for qualified
employees and to reduce pension impacts on City resources, including resources for
infrastructure investment.
Implementation Steps:
1. Designate one or more Council members to be the Council's point person with the League
of California Cities and the Association of Orange County Cities on pension reform issues.
2. Review and amend (if appropriate) the City's legislative platform to enable the City to
support statewide pension reform programs that include, but are not limited to, caps on
pensions, 2nd tiers, and defined contribution and /or hybrid DC /DB (defined benefit) plans.
3. Approach and implement negotiations with represented groups (safety and non - safety) in a
manner that reflects this Goal's summary.
4. Continue to educate the Newport Beach citizenry about the City's pension issues and
pension approach.
Time and Resources: Approximate task duration: 12 months. Approximate cost: minimal.
Council Goal #5 — City Restructuring
Summary: Move the City from Good to Great in terms of the services and programs we deliver
and the services and programs that others may deliver for us, to ensure that we are providing
quality customer service and strong taxpayer value to Newport Beach residents, businesses,
and visitors.
Implementation Steps:
1. As a City Council, receive regular briefings from the City Manager as to the City's
restructuring efforts, especially within the budget adoption process and the Quarterly
Business Report (QBR).
2. Designate the Council Finance Committee to review and provide interim guidance for
restructuring efforts.
3. Assist the City Manager in involving the community's wishes in any restructuring efforts, so
that the focus remains on efficiency, value back to the taxpayer, transparency, and
customer service.
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4. Amend codes related to City organization so that the City's structure is appropriately
reflected in the Newport Beach Municipal Code and update City's personnel regulations to
achieve an efficient and consistent structure.
5. Work with the business community and residents to ensure that unnecessary regulations
are removed as the codes are updated.
Time and Resources: Approximate task duration: 12 -18 months. Will include the adoption of
the FY 2011 -12 and FY 2012 -13 City budget. Approximate cost: Should result in savings,
however, the implementation of the changes will take fairly extensive amounts of time and
energy to ensure we take disciplined action based on disciplined thought.
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