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HomeMy WebLinkAboutIV(b) - GPAC Vision Statement Subcommittee Memo with EnclosuresAttachment No. 2 Vision Statement Subcommittee Memo w/ Enclosures Community Development Department CITY OF NEWPORT BEACH COMMUNITY DEVELOPMENT DEPARTMENT 100 Civic Center Drive Newport Beach, California 92660 949 644-3200 newportbeachca.gov/communitydevelopment Memorandum To: Co-Chairs Evans and Greer, and GPAC Members From: Benjamin M. Zdeba, AICP, Principal Planner Date: February 1, 2024 Re: GPAC Vision Statement Subcommittee Efforts ________________________________________________________________ The GPAC Vision Statement Subcommittee met on Tuesday, January 30, to identify a chairperson and to review the Vision Existing Conditions and Background Analysis Report. GPAC Member Debbie Stevens was identified as the Chair of this Subcommittee and will provide an overview of the Subcommittee’s discussion and any actions at your upcoming meeting on February 7. Enclosed for your reference are the following materials: 1. Action Minutes from the Subcommittee Meeting on January 30; 2. PowerPoint Presentation from the Subcommittee Meeting on January 30; 3. Dudek’s Vision Existing Conditions and Background Analysis Report; and 4. Initial Comment Matrix from the Subcommittee’s Earlier Meetings. The GPAC Vision Statement Subcommittee will be seeking feedback on the topic of the Vision Statement, as well as input on considerations. This includes emerging trends to consider when exploring community interest through the outreach and engagement. Action Minutes: GPAC Vision Statement Subcommittee Meeting Date: Tuesday, January 30, 2024, at 4:30 p.m. Location: Spyglass Meeting Room at City Hall and Teams GPAC and GPUSC Members in Attendance: Curtis Black, Debbie Stevens, Jeremy Evans, Jim Mosher, Nancy Gardner, Nancy Scarbrough, Scott Laidlaw City Staff in Attendance: Ben Zdeba, Elizabeth Dickson (Consultant) Brief Discussion Recap and Action Minutes City staff initiated the meeting and provided the following basic objectives for the meeting: 1) to determine the Chairperson of the GPAC Vision Statement Subcommittee; 2) to identify the currently adopted Vision Statement for 2025 from the 2006 General Plan; 3) to provide feedback on what should be considered and explored through the outreach as it relates to the Vision Statement; and 4) to move the Vision Existing Conditions and Background Report forward for GPAC consideration. Identifying the GPAC Vision Statement Subcommittee Chairperson After some discussion, GPAC Member Jim Mosher nominated GPAC Member Debbie Stevens. She accepted the nomination. ✓ Action: GPAC Member Stevens will serve as the Chair of the GPAC Vision Statement Subcommittee. Discussing the Current Vision Statement and Emerging Trends Elizabeth Dickson (Consultant) of Dudek provided a PowerPoint presentation. She framed the Vision Statement as the “north star” to guide the process and noted it is written in the present tense with an intent to be the “end-state” for how Newport Beach should look 20 to 25 years out. She shared an overview of the visioning analysis as it relates to the intention of the report prepared, identifled the currently adopted Vision Statement for 2025 from the 2006 General Plan, outlined the process for developing the updated Vision Statement as part of the General Plan Update, and presented next steps for the Subcommittee’s consideration. Discussion ensued about the timing of preparing the flnal Vision Statement and it was noted that nothing with the General Plan is flnal until it is adopted. Elizabeth Dickson addressed the sequencing for drafting the Vision Statement and clarifled that Dudek’s report is intended to provide some framework to begin thinking about how the Vision Statement should be updated. Once input is received from the Subcommittee, the GPAC, the GPUSC, and the community through the outreach and engagement effort, a draft Vision Statement could be created. It is important to ask thoughtful questions regarding progress made in achieving the 2025 Vision Statement, as well as which new and emerging trends are important for the community. The Subcommittee noted the importance of having a Vision Statement or components of the Vision Statement for the community to react to and provide input. Once Elizabeth Dickson concluded her presentation, the Subcommittee discussed the following highlights: GPAC Vision Statement Subcommittee Action Minutes for January 30, 2024 General Input • There are three important prongs that make up the Newport Beach community: residents, businesses, and visitors. It will be important to consider all prongs to strike an appropriate balance. In that same respect, remember that Newport Beach is a home, a livelihood, and a destination. • The adopted 2010 General Plan had a strong emphasis on Newport Beach as a resident-flrst community, this was due in part to businesses seeming to encroach on residents’ way of life at the time. There may be new sentiment in this regard. The outreach and engagement efforts should include residents and businesses. • Commercial areas are very walkable and are well-served by residents, but may need improvements to make the areas more attractive. The residents are important for supporting local businesses, especially during the off season. • Outreach should solicit input on the sentiment toward tourism. Is there a desire to increase or decrease the amount of tourists in the area? If there is an infiux in tourism, this could infiuence plans for new hotel opportunities as well as new trolleys to balance varying needs. • Newport Beach is full of divergent perspectives and in turn has divergent areas that should be considered. Some people appreciate the casual beachgoing areas of the City while others appreciate the more upscale areas. • There is opportunity to have a better vision for certain areas of the City to become more walkable with vibrant pedestrian areas that are served by businesses and services. It is important to recognize that some requirements like parking can impact the viability of these areas. • There is also an opportunity to encourage adaptive reuse of buildings rather than complete teardowns and rebuilds. This could help preserve the City’s cultural roots through maintaining character and charm. • Newport Beach has a reputation for independence in dealing with regional and state bodies. It is important to both be a regional leader with thought leadership, but also to maintain deep partnerships at the regional and state levels. • There should also be a renewed and continued emphasis on community services and partnerships to get more boots on the ground to address issues like homelessness. New and Emerging Trends • It was noted that Dudek’s report incorporated some of the new and emerging trends from the 2023 Planning Trends Report published by the American Planning Association. The Subcommittee did not identify any one of these trends as being necessarily inapplicable to Newport Beach’s context. • Although not directly shared by the Subcommittee, there seemed to be an emphasis on multi- faceted “resiliency.” This includes considerations like creating and planning for resilient infrastructure or creating and planning for a resilient economy through enhancing business areas and villages while improving the City’s built infrastructure. • As an example, there is a heightened need for local agencies to consider near-term and long-term infrastructure improvements, such as the City’s forethought in raising the Balboa Island seawall, an extensive project effort. • Technology is always evolving. There should be a consideration for the City to be innovative but in a calculated way. This includes the possibility of staying on top of improving technology through rollout of efforts like Citywide wireless internet (Wi-Fi) or improved cellular coverage, as well as GPAC Vision Statement Subcommittee Action Minutes for January 30, 2024 traffic management capabilities like automatic notiflcation to visitors when the beach is overcrowded and there is limited to no parking available. • There is also a movement to consider towards microtransit and alternative modes of transportation, such as the City’s Balboa Peninsula Trolley. It was also noted that in the future, there will be air taxis and a broader use of drones for deliveries. ✓ Action: GPAC Vision Statement Subcommittee members supported moving forward to share the matrix of the previous input provided, the Dudek report, and these action minutes for the larger GPAC to consider moving forward at the February 7, 2024 meeting. GPAC VISION STATEMENT SUBCOMMITTEE JANUARY 30, 2024 Visioning Analysis Vision Statement Overview THE VISION STATEMENT FORMS THE FOUNDATION FROM WHICH ALL DECISIONS IN THE GPU ARE MADE Adopted 2025 Vision Statement 2025 Vision Statement Development that improves residents’ quality of life Conservative growth that maintains community characterA healthy natural environment Efficient and safe transportation Excellent community services Well-managed waterways Responsive government Developing the GPU Vision Statement •Each element and GPU topic: •Regulatory and data analysis •Key findings Existing Conditions •Climate resilience •Technological Innovation •Post-pandemic society •Advancing social equity Future Trends •Identifying shared values and ideas •GPAC Vision Subcommittee •Phase I of outreach Outreach and Engagement GPU Vision Statement Next Steps Next Steps •GPAC VISION STATEMENT SUBCOMMITTEE INPUT •Support this document for GPAC 2/7 •Outreach Considerations: •Trends and emerging issues •Thoughts on 2025 Vision Statement •What is still relevant? •What is missing? •What was achieved? •What fell short? Questions? Click to edit Master title style Contact NAME TITLE NAME TITLE P: Email: Website: P: Email: Website: Thank you! Benjamin Zdeba, AICP Principal Planner P: 949-644-3253 Email: bzdeba@newportbeachca.gov Jaime Murillo, AICP Planning Manager P:949-644-3209 Email:jmurillo@newportbeachca.gov i NOVEMBER 2023 Vision Statement Existing Conditions and Background Analysis City of Newport Beach General Plan Update OCTOBER 2023 Prepared for: CITY OF NEWPORT BEACH 100 Civic Center Drive Newport Beach, CA 92660 Prepared by: 27372 Calle Arroyo San Juan Capistrano, CA 92675 CITY OF NEWPORT BEACH GENERAL PLAN UPDATE / VISION STATEMENT EXISTING CONDITIONS AND BACKGROUND ANALYSIS ii INTENTIONALLY LEFT BLANK CITY OF NEWPORT BEACH GENERAL PLAN UPDATE / VISION STATEMENT EXISTING CONDITIONS AND BACKGROUND ANALYSIS iii Table of Contents SECTION PAGE NO. 1 Introduction .......................................................................................................................................................... 1 1.1 Vision Statement Overview .................................................................................................................... 1 2 Existing Conditions ............................................................................................................................................... 2 2.1 Newport Beach 2025 ............................................................................................................................. 2 2.2 Role of the 2025 Vision ......................................................................................................................... 3 3 Planning Trends and Emerging Issues ............................................................................................................... 3 3.1 Planning for Climate Change ................................................................................................................. 3 3.2 Integrating Technology into Planning .................................................................................................... 4 3.3 Lingering Effects of the COVID-19 Pandemic ....................................................................................... 4 3.4 Inclusivity and Social Equity ................................................................................................................... 4 4 Developing a Vision Statement ........................................................................................................................... 5 4.1 Next Steps ............................................................................................................................................... 5 4.2 Progress Made To-Date .......................................................................................................................... 5 FIGURE(S) Figure 1. Vision Statement Process ................................................................................................................................. 1 CITY OF NEWPORT BEACH GENERAL PLAN UPDATE / VISION STATEMENT EXISTING CONDITIONS AND BACKGROUND ANALYSIS iv INTENTIONALLY LEFT BLANK CITY OF NEWPORT BEACH GENERAL PLAN UPDATE / DRAFT VISION STATEMENT EXISTING CONDITIONS AND BACKGROUND ANALYSIS 1 Introduction The City of Newport Beach (City) General Plan Update will result in a plan that defines the vision for what the City will look like in 20 to 30 years and provide a roadmap to achieving this vision. This document provides an overview of a Vision Statement’s purpose and relevance, a review of the 2006 General Plan Vision Statement, and an overview of the process for developing a new Vision Statement as part of the General Plan Update. 1.1 Vision Statement Overview The Vision Statement forms the foundation from which all decisions in the General Plan Update are made. It identifies priorities where resources should be focused in striving to achieve the Vision where the City continues to be a great place to live, work, visit, and play. It provides a process for developing a consensus around the desired future state of Newport Beach. While, the Vision Statement is written in the present tense, it is intended as the end state for how Newport Beach should look through future implementation of the General Plan. The Vision Statement is developed early in the planning process and acts as a north star for guiding the development of goals, policies, and actions needed to achieve the vision. The process for creating a Vision Statement, otherwise known as the visioning process, is an important first step in revealing the values, needs, and aspirations of residents, businesses, and the larger community. While the Vision Statement is not a requirement of the General Plan, it is a foundational step in the planning process for developing an ideal future for Newport Beach. Figure 1 illustrates the process for achieving the Vision Statement through implementation of the programs, policies, and goals. Figure 1. Vision Statement Process CITY OF NEWPORT BEACH GENERAL PLAN UPDATE / DRAFT VISION STATEMENT EXISTING CONDITIONS AND BACKGROUND ANALYSIS 2 Existing Conditions 2.1 Newport Beach 2025 During the 2006 update to the City’s General Plan, the Vision Statement was written as a retrospective view of the community by an observer from the year 2025. There are nine (9) topics covered in the Vision Statement chapter. The 2006 Vision Statement is attached to this report for reference. The topics are written as observations citing the City’s achievements associated with the implementation of the 2006 General Plan. The cited topics include the following:  Community Character: Newport Beach is a beautiful, unique residential community providing a successful balance of resources to meet the needs of residents, business, and visitors.  Growth Strategy, Land Use, and Development: Newport Beach provides conservative growth that prioritizes development that emphasizes resident’s quality of life and is beneficial to the community’s character and economy. The variety of neighborhoods and villages offer live and work opportunities, protected viewsheds, and ample landscaping is preserved.  A Healthy Natural Environment: Newport Beach protects the natural environment through flourishing natural ecosystems, preserved open space resources, and accessible beaches, parks, preserves, harbor, and estuaries.  Efficient and Safe Circulation: Newport Beach provides a circulation system that is safe and convenient for all modes of transportation, emphasizing that traffic flows smoothly and ample public parking facilities for residents and visitors is planned.  Community Services: Newport Beach’s coordinated efforts with City Departments and other service providers work collectively to provide excellent public services, top-rated schools, access to health care and essential social services, and responsive high-quality public safety services.  Recreation Opportunities: Newport Beach is a residential and recreational seaside community with attractive environmental assets and community facilities that serve residents and attract visitors.  Boating and Waterways: Newport Beach is recognized as a premier recreational boating harbor that is well managed and maintained providing adequate access to the water. The shoreline and waterways in the upper bay are unencumbered and are free of sediment and debris.  Airport: Newport Beach remains united in its efforts to control the noise, air, and traffic pollution impacts from the John Wayne Airport, preserving the community’s unique character and land values.  Responsive Government: Newport Beach’s elected officials and City staff listen and respond to the interests of residents and the business community. CITY OF NEWPORT BEACH GENERAL PLAN UPDATE / DRAFT VISION STATEMENT EXISTING CONDITIONS AND BACKGROUND ANALYSIS 2.2 Role of the 2025 Vision As noted in Section 1.1, Vision Statement Overview, the Vision Statement is the first step in the update to the General Plan. The 2006 Vision Statement for 2025 covers a limited range of community aspirations which are addressed throughout the various elements of the General Plan. For example, the Growth Strategy, Land Use, and Development statement describes the City as having a conservative growth strategy that emphasizes the quality of life of residents, values natural resources, and protects public views. Primarily this vision would be fostered through implementation of the Land Use Element; however, all Elements play a role in fostering a growth land use and development strategy. The 2006 Vision Statement was the cornerstone for the development of all goals of the 2006 General Plan, which subsequently guided the development of the policies and programs needed to achieve this vision. 3 Planning Trends and Emerging Issues As part of the General Plan Update, a new Vision Statement will be developed to inform the General Plan Update process. The Vision Statement should be grounded in data and findings about existing conditions, as well as feedback received through a robust outreach and engagement program. Given the 20- to 30-year timeline of the General Plan, the Vision Statement should also be shaped by emerging social, environmental, and economic trends. The American Planning Association’s 2023 Trend Report for Planners1 (Trend Report) highlights trends that have the potential to affect cities in coming years and should therefore be considered in long-range planning efforts. The report prioritizes trends with both a high certainty of occurrence and a high potential to impact cities. The key trends discussed in the report are outlined below, but it is important to note that other known trends should be weighed, and the City should be adaptable and nimble where necessary to future trends. 3.1 Planning for Climate Change According to the Trend Report, the effects of climate change – including, but not limited to, extreme weather, wildfires, drought, flooding, and sea level rise – are among the most certain and impactful trends for which cities should be planning. Cities are already feeling the effects of a changing climate, and existing infrastructure, transportation systems, emergency response systems, and development patterns are not always resilient to these effects. This poses a major threat to the natural and built environment, public safety, and local economies. For this reason, climate mitigation, adaptation, and resilience have been at the forefront of planning in recent years and are critical to long-range planning efforts. Moreover, many new funding opportunities have emerged to help local governments plan for climate change-related impacts. Most notably, the Inflation Reduction Act (IRA) of 2022 included numerous loans and grant programs intended to help local jurisdictions transition to renewable energy and transportation, increase resilience to climate- related hazards, and restore natural systems that can help protect the built environment. These major investments in climate mitigation and resilience planning are indicative of the urgency and importance of responding to climate- related issues in long-range planning efforts. 1 American Planning Association. 2023. 2023 Trend Report for Planners. https://www.planning.org/publications/document/9263250/. CITY OF NEWPORT BEACH GENERAL PLAN UPDATE / DRAFT VISION STATEMENT EXISTING CONDITIONS AND BACKGROUND ANALYSIS 3.2 Integrating Technology into Planning Another major trend identified in the Trend Report relates to emerging technologies and the ways in which they can affect cities – both intentionally and unintentionally – as well as the integration of technology into public spaces and municipal services. Cities are increasingly providing information and services online and in digital applications. Moreover, there are new ways to collect and store data that can be used to inform public decisions and investments. Additionally, the use of artificial intelligence, including autonomous vehicles and online bots, is projected to increase rapidly over the course of the 21st century. This has the potential to affect local transportation systems and job markets in both positive and negative ways. The Trend Report encourages the integration of technology into municipal services, transportation systems, and public spaces, but also cautions against technological dependency as some residents may not know how to use the technology, lack access to it, or do not feel comfortable using it. Studies have shown that a majority of Americans distrust private and public entities with their digital information and artificial intelligence has been known to reinforce social inequity. To combat this, municipalities will need to involve the public in decision making processes regarding technology and emphasize transparency. 3.3 Lingering Effects of the COVID-19 Pandemic While public health measures and vaccines have enabled many aspects of society to return to “normal,” many of the societal shifts associated with the COVID-19 pandemic are expected to continue. For example, some people, particularly those who are immunocompromised or over 65 years old, remain wary of their safety in densely populated areas and spaces. This indicates a need for more precautions and considerations for public health when planning for dense development and public spaces. The pandemic has also caused long-term changes in the ways people work and shop. Many people will continue to work from home and rely on online shopping to meet many of their needs. These trends have led to some spaces becoming obsolete and a need to rethink certain land use policies. Higher than average vacancy rates for both retail and office space are projected to continue; however, the full effect is difficult to predict. 3.4 Inclusivity and Social Equity Many cities are attempting to address the effects of a long history of inequitable urban planning. Social justice movements, including the Environmental Justice Movement, are calling on municipal governments to target investments and improvements for affordable housing, transportation, public infrastructure, schools, parks, and business districts in areas that have historically experienced disinvestment, been subject to de facto and de jure segregation, and been overburdened with pollution from incompatible land uses. These trends have led to many cities adopting new plans, policies, and programs focused on advancing social equity and creating new ways for the community to get involved in the decision-making process. to the goal is to foster less racially and economically segregated cities creating more inclusive neighborhoods and public spaces. While the City of Newport Beach does not have traditional disadvantaged communities, it is important to plan future development including housing, public investment and facilities, and the provision of public services in ways to equally serve residents, business, and visitors. CITY OF NEWPORT BEACH GENERAL PLAN UPDATE / DRAFT VISION STATEMENT EXISTING CONDITIONS AND BACKGROUND ANALYSIS 4 Developing a Vision Statement 4.1 Next Steps The Vision Statement for the General Plan Update will be developed through a process that is informed by data, focused on the future, and driven by the needs of the community. The implementation of a robust community outreach and engagement program will be instrumental in shaping a vision for Newport Beach. “The City of Newport Beach General Plan Update Community Outreach and Engagement Program” developed for the General Plan Update lays the foundation for community outreach. Stakeholders will be identified through the update process and outreach will provide meaningful input that will result in goal and policy development, so that community members can witness how their engagement shaped the process. Visioning through outreach and engagement will ensure a holistic vision for the future of Newport Beach is captured in the updated Vision Statement. Below is a summary list of critical path items for updating the Vision Statement:  Existing Conditions Analysis – An analysis of relevant data will be conducted for all elements of the General Plan. This includes a study of existing regulations, on-the-ground data, and progress made on the 2006 General Plan.  Future Trends – Understanding emerging trends, as discussed in Section 3, Planning Trends and Emerging Issues, is key to developing a vision that is future oriented.  Outreach and Engagement – Implementation of the Community Outreach and Engagement Program is essential for identifying key stakeholders, raising awareness of the General Plan Update, and fostering discourse around a common future state for Newport Beach. 4.2 Progress Made To-Date As part of the General Plan Update process, a General Plan Advisory Committee (GPAC) has been formed. The GPAC is made up of community volunteers that are enlisted to ensure there is sufficient input regarding the General Plan Update, to review and provide guidance to City staff and its consultants on changes to the General Plan goals and policies, and to make recommendations to the General Plan Update Steering Committee. The GPAC established subcommittees for the various topics of the General Plan Update, including the Vision Statement. The GPAC Vision Subcommittee has already begun to meet to discuss an updated Vision Statement for the General Plan Update. Topics discussed include the following:  Community Services  Airport  Environmental Stewardship and Coastal Resilience  Community Safety  Partnerships  Community Character  Growth, Land Use, and Development  Environmental Justice CITY OF NEWPORT BEACH GENERAL PLAN UPDATE / DRAFT VISION STATEMENT EXISTING CONDITIONS AND BACKGROUND ANALYSIS The topics discussed by the GPAC Vision Subcommittee highlight key community values that can be used in the outreach and engagement process to foster discourse around community needs and the vision for the future of Newport Beach. CITY OF NEWPORT BEACH GENERAL PLAN UPDATE / DRAFT VISION STATEMENT EXISTING CONDITIONS AND BACKGROUND ANALYSIS INTENTIONALLY LEFT BLANK VISION STATEMENT Newport Beach General Plan Update: A New Vision for the Future 5 June 2023 Page 1 of 7 The following describes the City’s desired end state and what the community hopes to have achieved by 20252044. The GPAC played an instrumental role in crafting this vision statement through a series of discussions and revisions, drawing upon public feedback from the Visioning activities. The statement is intended to be a retrospective view of our community by an observer in the year 20252044, to cite the City’s achievements as a result of our current “vision.” COMMUNITY CHARACTER Existing Thoughts We have preserved and enhanced our character as a beautiful, unique residential community with diverse coastal and upland neighborhoods. We value our colorful past, the high quality of life, and our community bonds. The successful balancing of the needs of residents, businesses, and visitors has been accomplished with the recognition that Newport Beach is primarily a residential community. • Coastal community defined by its beaches, harbor and proximity to the ocean. • High quality of life continues. • Sweeping views of the beaches, harbor and coast are protected for all to enjoy. • The community successfully balances the needs of residents, business and visitors while recognizing Newport Beach is primarily a residential community. • The characteristics and unique qualities of the various neighborhoods that make up the city are maintained. GROWTH STRATEGY, LAND USE, AND DEVELOPMENT Existing Thoughts We have a conservative growth strategy that emphasizes residents’ quality of life—a strategy that balances the needs of the various constituencies and that cherishes and nurtures our estuaries, harbor, beaches, open spaces, and natural resources. Development and revitalization decisions are well conceived and beneficial to both the economy and our character. There is a range of housing opportunities that allows people to live and work in the City. Design principles emphasize characteristics that satisfy the community’s desire for the maintenance of its particular neighborhoods and villages. Public view areas are protected. Trees and landscaping are enhanced and preserved. • Growth strategy that emphasizes the superior quality of life that exists in our community. • Development and revitalization decisions are well conceived and beneficial to the economy as well as the character of the community. • High-rises along the coast are avoided to enhance everyone’s enjoyment of the coastal resources (i.e., it doesn’t look like Marina del Rey, Santa Monica or Century City). • Thoughtful urban planning is maintained while navigating state planning requirements. • High density residential areas are placed in areas that have sufficient infrastructure to support such development. • Planning to achieve our minimum obligation under the state’s RHNA requirements is obtained while maintaining the character of the community. • New housing is focused on providing residential units for the city’s workforce so that employees can live close to their place of work. • Public views are protected. VISION STATEMENT Newport Beach General Plan Update: A New Vision for the Future 5 June 2023 Page 2 of 7 A HEALTHY NATURAL ENVIRONMENT Existing Thoughts Protection of environmental quality is a high priority. We preserve our open space resources. We maintain access to and visibility of our beaches, parks, preserves, harbor, and estuaries. The ocean, bay, and estuaries are flourishing ecosystems with high water quality standards. EFFICIENT AND SAFE CIRCULATION Existing Thoughts Traffic flows smoothly throughout the community. The transportation and circulation system is safe and convenient for automobiles and public transportation, and friendly to pedestrians and bicycles. Public parking facilities are well planned for residents and visitors. Thoughts • If former Council member Tony Petros wrote the current Circulation Element, we might want to ask him what vision he was working toward. • The existing three-sentence Vision Statement struck Subcommittee members as very car-centric. • I don’t realistically expect a huge difference in 27 years. • Googling “Vision for mobility 2050” yields many results, mostly expressed as goals rather than a vision of an ideal future. I have not attempted to digest or synthesize them. Possibilities • Newport Beach has adapted quickly to emerging modes of transportation. • Newport Beach has fully embraced the Complete Streets concept. • Newport Beach has provided for the transportation needs of an aging population. • Newport Beach has expanded public transportation opportunities for all ages. • Newport Beach has reduced transportation needs by encouraging tele-commuting and tele-shopping. • Improved modes of product and service delivery have been developed. • Recreational trails have been maintained and improved. VISION STATEMENT Newport Beach General Plan Update: A New Vision for the Future 5 June 2023 Page 3 of 7 COMMUNITY SERVICES Existing Thoughts We provide parks, art and cultural facilities, libraries, and educational programs directly and through cooperation among diverse entities. The City facilitates or encourages access to high-quality health care and essential social services. Newport Beach is noted for its excellent schools and is a premier location for hands-on educational experiences in the natural sciences. Our streets are safe and clean. Public safety services are responsive and amongst the best in the nation. • Provide exceptional parks, art and cultural facilities, first-rate libraries and educational programs that not only satisfy the needs of residents but also attract visitors. • Anticipate and plan for additional facilities and venues to accommodate our growth throughout all areas of the City • We celebrate our rich history as a beach oriented community with programs and events that center around boating, sailing, surfing, and other water related activities • Our cultural activities, beaches and other sites, attract visitors from across Southern California and around the world • Our schools, public and private maintain a high quality of education for our residents • Community members look forward to planning to accommodate the needs of an increasingly diverse population (aging, youth, ethnicity, multi-generational • Maintain safe neighborhoods and streets, well equipped and training police and fire dept., involved citizenry in emergency preparedness • Our beaches, our streets and sidewalks and our parks are well-maintained, with safety being a priority • Continue to work to protect the existence of General Aviation at JWA, specifically small, non-jet aircraft. • We work closely with residents and businesses to maintain our common facilities and infrastructure for the benefit of residents and visitors. VISION STATEMENT Newport Beach General Plan Update: A New Vision for the Future 5 June 2023 Page 4 of 7 RECREATION OPPORTUNITIES Existing Thoughts Newport Beach attracts visitors with its harbor, beaches, restaurants, and shopping. We are a residential and recreational seaside community willing and eager to share its natural resources with visitors without diminishing these irreplaceable assets in order to share them. We have outdoor recreation space for active local and tourist populations that highlight the City’s environmental assets as well as indoor facilities for recreation and socializing. Coastal facilities include pedestrian and aquatic opportunities. Newport Beach attracts local, American, and international visitors with its harbor, beaches, restaurants, and shopping. We are a residential and recreational seaside community willing and eager to share its natural resources with visitors without diminishing these irreplaceable assets in order to share them. We have outdoor recreation space for active local and tourist populations that highlight the City’s environmental assets as well as indoor facilities for recreation and socializing. Coastal facilities include pedestrian and aquatic opportunities. We are a growing community, but one that requires smart and planned growth that benefits the residents and those who visit. • First sentence switched, should be: We are a Residential and recreational seaside community, willing and eager (?) to share it’s natural resources with visitors without diminishing these irreplaceable assets in order to share them • We provide a wide variety of recreational opportunities, with excellent facilities and programs that available for residents and visitors of all ages and physical abilities • Maintain and enforce the current policy regarding provision of park facilities with new development. BOATING AND WATERWAYS Existing Thoughts We are recognized as a premier recreational boating harbor. We have maintained a hospitable, navigable pleasure boating harbor in the lower bay through careful, low-density, non-intrusive on-shore development, by regularly dredging navigation and berthing/mooring areas, and by providing adequate access to the water- and vessel-related servicing facilities. The upper bay retains an unencumbered shoreline and its waterways are maintained free of sediment and debris. Pending feedback from Harbor Commission and mooring holders VISION STATEMENT Newport Beach General Plan Update: A New Vision for the Future 5 June 2023 Page 5 of 7 AIRPORT Existing Thoughts We remain united in our efforts to control and contain noise, air, and traffic pollution associated with operation of the John Wayne Airport (JWA). Our City government vigorously and wisely uses the political process to control the impact of JWA on our community. This has resulted in a level of JWA operations that preserves our unique character and land values. • Remain united in our efforts to control and contain noise, air and water pollution associated with the operation of John Wayne Airport (JWA) (currently wording in Vision Statement, possibly update a word here and there) • City government vigorously and wisely uses the political process to control the impact of JWA on our community. • Place the highest priority on maintaining the Settlement agreement with the best possible outcome for Newport Beach residents (wording?) • Work with regional (County), state and federal agencies including JWA management and operations to implement noise reduction measures associated with aircraft. • Advocate for the earliest possible implementation of alternative fuels in commercial and general aviation aircraft • Encourage commercial airlines to use newer quieter more fuel-efficient aircraft. • Continue to work with General Aviation to foster the proliferation of small non-jet aircraft. • Continue to oppose the lengthening of the runways in either direction. • Limit the growth of the footprint of the airport (currently 500+ acres – curtails growth) RESPONSIVE GOVERNMENT Existing Thoughts Elected officials and City staff listen and respond to the interests of residents and the business community. Elected officials and City staff listen and respond to the interests of residents and the business community. We will be responsive to changes in local, statewide, and national policies, while making sure that our overall vision for the City is adhered to foremost. VISION STATEMENT Newport Beach General Plan Update: A New Vision for the Future 5 June 2023 Page 6 of 7 ENVIRONMENTAL JUSTICE Existing Thoughts None • Suggest we leave out of in the vision statement because it’s a weird issue here but suggest we have general statement which follows • All residents and visitors (regardless of race, culture or income) enjoy the diversity of recreational opportunities, open space and community services available to the community. ENVIRONMENTAL STEWARDSHIP AND COASTAL RESILIENCE Existing Thoughts None ● To preserve our coastal lifestyle, Newport Beach continues to promote sustainable policies that aim to increase the health and longevity of our environmental assets including our beaches, harbor, estuaries, water quality, parks, and open space preserves. ● We are viewed as a regional leader in protecting our environmental assets, while balancing the needs of residents, visitors, and businesses. ● We maintain access to and visibility of our beaches, parks, preserves, harbor, and estuaries. We focus on our beaches and harbor being the cleanest, safest, and most well enjoyed they can be. ● Invest in long term planning, infrastructure, and projects that protect our city’s beach profile, harbor profile, and homes from flood risk and from sea level rise impact. ● Newport Beach leads regional partnerships with surrounding Cities and regional groups to reduce pollution, advocate for sensible solutions to sea level rise, and regulate water use. VISION STATEMENT Newport Beach General Plan Update: A New Vision for the Future 5 June 2023 Page 7 of 7 A SAFE COMMUNITY PROTECTING RESIDENTS, VISITORS, AND BUSINESSES Existing Thoughts None ● Our streets, beaches, and facilities are safe and clean ● Our public safety services are operated by Newport Beach and are among the best in the nation ● We invest in world class first responder teams across police, fire, and lifeguards. ● We recognize the direct and existential threats that our City could face, including: fire, earthquake, liquefaction, flooding, and sea level rise. ● For each risk Newport Beach will partner with experts to study the risk profile, then develop and take action on plans proportional to the assessed risk profile. INVEST IN PARTNERSHIPS THAT FURTHER OUR VISION Existing Thoughts None ● When possible, Newport shines as an independent City capable of addressing our City’s problems and opportunities with innovative solutions. ● Acknowledge that as a municipality we will have to work closely with State and Federal groups on mandates, and on opportunities outside of municipal control. ● Partner with and engage groups aligned with elements of our City’s vision, including local Universities and neighboring municipalities. b. Visioning Analysis Vision Statement Overview THE VISION STATEMENT FORMS THE FOUNDATION FROM WHICH ALL DECISIONS IN THE GPU ARE MADE Adopted 2025 Vision Statement 2025 Vision Statement Development that improves residents’ quality of life Conservative growth that maintains community characterA healthy natural environment Efficient and safe transportation Excellent community services Well-managed waterways Responsive government Developing the GPU Vision Statement •Each element and GPU topic: •Regulatory and data analysis •Key findings Existing Conditions •Climate resilience •Technological Innovation •Post-pandemic society •Advancing social equity Future Trends •Identifying shared values and ideas •GPAC Vision Subcommittee •Phase I of outreach Outreach and Engagement GPU Vision Statement