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HomeMy WebLinkAboutIVb_Vision Statement Progress DraftAttachment No. 2 Vision Statement Progress Draft 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, Planning Manager Date: August 29, 2024 Re: Agenda Item No. IV(b) – Vision Statement Progress Draft ________________________________________________________________ On July 31, 2024, City staff sent an email to the Vision Statement Subcommittee to request input regarding a potential format and structure for the City’s updated General Plan Vision Statement, as well a possible planning horizon for the General Plan Update. Subcommittee Chair Stevens and five additional members responded. The consensus was to continue the current narrative structure but to incorporate “guiding principles.” The Subcommittee’s feedback also led City staff and Dudek to identify 2050 as the best planning horizon. On August 19, 2024, City staff provided the initial draft of the Vision Statement to the Subcommittee for review. Subcommittee Chair Stevens, two additional members, and one Steering Committee member provided their input in response. Based on the feedback received, City staff worked with Dudek to incorporate several revisions to improve the initial draft. This revised version is enclosed in both clean and redline-strikeout format to demonstrate the changes made because of Subcommittee input. All comments received have also been included for reference. As a note, the GPAC’s support of this draft does not set it in stone. The Vision Statement can change and refresh as we move forward in the process and, ultimately, the City Council will consider the broader community input to determine whether this Vision Statement is appropriately written to guide the future of Newport Beach. Enclosures: 1) Vision Statement Progress Draft 2) Correspondence 3) Reference Redline-Strikeout Version Enclosure No. 1 Vision Statement Progress Draft Vision Statement and Guiding Values and Priorities The development of the General Plan has been guided by the Vision Statement and Guiding Values and Priorities that were shaped through community input provided by the General Plan Advisory Committee, the General Plan Update Steering Committee, and the broader community. Together, these provide the foundation for the General Plan’s goals, policies, and actions. The Vision Statement provides a conceptual picture of a future Newport Beach in the year 2050. The Guiding Values and Priorities are representative of aspirational themes that are emphasized throughout the General Plan. Through the implementation of the policies of the General Plan, Newport Beach will have the potential to become an exceptional city. VISION STATEMENT Newport Beach is renowned as a coastal beacon of natural splendor, unparallelled amenities, and dynamic culture. The city maintains a superior quality of life by successfully balancing the needs of residents, businesses, and visitors. Newport Beach is adorned with unique villages, coastal amenities, and natural open spaces; creating a unique sense of place. The coast, natural open spaces, various villages, beaches, harbor, topography, and proximity to the ocean distinguish Newport Beach as an idyllic community. Newport Beach’s commitment to the protection of the natural environment has made the city a leader of environmental stewardship in the region. Strong partnerships with outside agencies and organizations have cultivated successful collaboration on regional transportation, land use, coastline, and other issues of mutual concern. The sweeping views of and access to beaches, the harbor, and the coast have been preserved and are maintained for future generations. Growth and development have been accommodated in a manner that seamlessly blends new and old into the fabric of the community, keeping pace with changing community needs while maintaining adequate infrastructure and a high quality of life. The needs of the community are met through a variety of strategically located uses including vibrant commercial services, offices and employment centers, public facilities including community centers and libraries, parks and open space, schools, residential neighborhoods, and visitor-serving uses. Strategic planning and infrastructure investments continue to protect the health and longevity of the built and natural environment. Adaptation and resilience are central to all decision-making and have empowered Newport Beach to maintain a vibrant coastal lifestyle that strengthens the local economy. The City’s world-class public safety services safeguard its residents and visitors, creating safe and friendly neighborhoods. Residents champion arts, culture, and education as pillars of the community and take pride in their historic legacy. The community embraces innovation and their progressive outlook has positioned them as frontrunners in best practices for adopting new technologies. Newport Beach is distinguished for its beauty, culture, resilience, and inclusivity for residents of all stages of life and backgrounds. GUIDING VALUES AND PRIORITIES Throughout the General Plan Update process, community members identified many shared aspirations and beliefs, which have been shaped into Guiding Values and Priorities. These guiding Values and Priorities help to achieve the community’s vision, providing a foundation for General Plan goals, policies, and actions, and offering guidance in making future decisions. Maintain a Balanced and Connected Community Conservative and balanced growth that emphasizes residents’ quality of life and connects community members to their needs, creating a city that is functional and vibrant. • A governmental process that engages and is responsive to the needs of residents and the business community, fostering civic engagement • Conservative development that preserves and highlights local assets and accommodates growth of a diverse population • Development that protects the small character of existing residential communities and villages that comprise the city. • A connected transportation network that allows community members to easily access key amenities • Multi-modal transportation networks that are clearly defined and connect the community to key areas of interest • Incentives and regulations that encourage improvements to existing buildings • Residential development that is complemented by accommodating services and amenities while protecting existing villages • A small, tight-knit community that benefits from strong social connections Foster Environmental Stewardship Environmental stewardship supports the preservation and enhancement of the natural environment, so that it may be enjoyed by current and future generations. • Residents that act as stewards of the natural environment • A community that protects and maintains a clean environment, including water, beaches, the harbor and bay, estuaries, cliffs and bluffs, parks, and open space, as well as the flora and fauna that inhabit the natural environment • A harbor, bay, and beaches that are safe, clean, and enjoyed by all • Equitable access to natural resources that offers recreation and refuge for all residents • Viewsheds that are safeguarded and work in harmony with development to protect views for all residents and visitors to enjoy • Clean air that protects and enhances public health and the environment • A community that is protected from excessive exposure to noise to protect peace and quiet in residential villages Promote Coastal Resilience Resilience is essential to adapting to environmental changes and protecting the built and natural environment. • Coastal development that works with nature to protect and enhance the community, economy, and ecosystems • Harbor, beaches, and a coastline that adapts to rising sea levels, storms, and king tides • Buildings and infrastructure that are designed to avoid, withstand, and quickly recover from flooding • Coastal ecosystems that are functional and protected, providing additional safeguards for coastal waterfront development • Adaptive development along coastal bluffs with landscaping and infrastructure that reduces risk of landslides • Sufficient safety buffers, thoughtful design in development, and robust infrastructure that supports effective response to natural disasters Facilitate Public Safety Community safety is fostered through public education, infrastructure investments, and sufficient public services. • Safe streets, buildings, and public spaces that are enjoyed by residents, employees, and visitors • National leaders in emergency response and preparedness to safeguard the community • A community that is prepared and well-informed in the event of an emergency • A strong sense of community that fosters communication among residents to support one another in an emergency Embrace Innovative Technologies Innovative technologies benefit cities when they are planned for and thoughtfully integrated into city decisions, regulations, and development. • A city that embraces and prepares for new and emerging technologies in communication, program management, transportation, and other innovative opportunities • Technology that is effectively leveraged to engage with community members, respond to emerging trends and needs, and track General Plan implementation • Infrastructure that supports emerging technologies that contribute to enhanced environmental quality • Regulations and measures that support new technologies while protecting public safety and quality of life Celebrate Art, Culture, and History Culture, art, and history make up the tapestry that bonds the community together and creates a sense of civic pride. • Art that is highlighted throughout the city representing the common language and shared experiences that exist between all cultures • History that is commemorated through community events and within public spaces. • A community that is rich in educational opportunities and historic, artistic, and culture events, displays, and showcases • A community with interest, knowledge, and connection to the city’s history and the legacy of Tribal nations of the land. Enclosure No. 2 Correspondence From: Zdeba, Benjamin Sent: July 31, 2024 9:40 AM To: Stevens, Debbie Cc: Acevedo, Nicholas; Black, Curtis; Desantis, Susan; Evans, Jeremy; Greer, Arlene; Hackman, Lynn; Laidlaw, Scott; Mosher, Jim; Scarbrough, Nancy; 'Elizabeth Dickson'; Murillo, Jaime Subject: Input Requested by August 9: Vision Statement Drafting Hello, GPAC Vision Statement Subcommittee Chair Stevens and Subcommittee Members, It was great seeing many of you at the GPAC meeting earlier this week and once again, thank you for your participation and engagement to make the meeting very productive. As mentioned at the meeting, Dudek is preparing to assist with the draft of the Vision Statement based on the work your subcommittee has done to date and considering the input from the community and other subcommittees. Prior to proceeding, Dudek would like to share two primary considerations for the Subcommittee to respond to. Of course, once drafted, we will again seek input from the Vision Statement Subcommittee to ensure it is the best version possible. Please see below. I apologize in advance for the longwindedness, but I tried to break this down into easy-to-track pieces. I am happy to connect individually if there are any questions or we can coordinate a meeting together if you believe it is best. We would appreciate getting your input as soon as possible, but no later than Friday, August 9. Do you agree with the recommendation, or would you prefer a different approach? Thanks, as always, for volunteering your time and energy to this effort! First Consideration: Vision Statement Structure Before drafting the statement, we want the Subcommittee to review some options regarding its structure: Option 1 – Narrative Structure Example: https://www.newportbeachca.gov/PLN/General_Plan/03_Ch2_VisionStatement_web.pdf Description: Narrative structured vision statements provide robust detailed statements detailing what a city/community will look like upon plan implementation. These tend to consist of multiple paragraphs, often spanning multiple pages, and paint a detailed picture for the reader. The City’s adopted Vision Statement is written as a narrative structure with key headers highlighting speciflc topics. While the narrative structure provides a complete picture, it requires the reader to read it in its entirety and use their interpretation to identify key values and principles. Option 2 – Simple Structure Example: https://www.palmspringsca.gov/home/showpublisheddocument/1979/635545493507830000 Description: Simple structured vision statements provide a brief statement, ranging from 1- 2 sentences to a couple of paragraphs, with a high-level statement for the future of the city/community. This structure briefiy summarizes the qualities the city/community will possess upon implementation of the plan. If the adopted Vision Statement had a simple structure, it might describe the City as “A thriving coastal residential community with unique character, managed growth, a healthy natural environment, efficient and safe circulation, world class community services, robust recreational opportunities, premier recreational boating and waterways, well-managed airport relations, and a responsive government.” Option 3 – Guiding Principles Structure Examples: https://losgatos2040.com/images/docs/lggpu-pd-01.pdf#page=5; or https://cms3.revize.com/revize/huntingtonbeachca/Documents/Departments/Community %20Development/Planning%20Zonning/General%20Plan/Generalplan/Introduction_001.p df#page=9 Description: Guiding principles structured vision statements provide context around identifled principles that are often built off of identifled community values or themes. This structure clearly identifles community priorities and values without leaving them to be distinguished by the reader. This is a similar approach to what the Vision Statement Subcommittee has drafted to-date. If the community values environmental stewardship, then, coastal conservation and resilience could be a guiding principle. However, with topics like the airport, it’s very speciflc for the vision and would make more sense in the goals and policies. This could instead be built off principles related to public health and safety, livability, and environmental stewardship. Dudek’s Recommendation In short, the adopted Vision Statement is written in more of a narrative style structure. What the Vision Statement Subcommittee has put together to date is structured more like guiding principles. Dudek believes there’s opportunity here to restructure and consider a broad simple structure vision statement, as described above, and combine that with some guiding principles. Second Consideration: Planning Horizon City staff and Dudek think it is appropriate for the Vision Statement Subcommittee to weigh in on a General Plan horizon year. In the Vision Statement Subcommittee’s draft, it is suggested that the horizon year could be 2044. However, before landing on an exact year, it would be good for the Subcommittee to consider the following: Typical Range While the incorporation of a planning horizon is not required under general plan law, most jurisdictions set a timeframe for 20 to 30 years. 20 Years vs. 30 Years While a 20-year horizon tends to be more responsive to planning needs and trends without a need for a signiflcant number of amendments through the life of the General Plan, a 30- year horizon may provide additional opportunities for addressing longer-term issues like environmental changes or demographic changes. Regardless of the planning horizon, the community has already expressed strong support for ongoing General Plan monitoring, which can work well with any horizon year to address changing needs that may need to be revisited. No Horizon Year Required There’s also the option to exclude a horizon year, as it’s not required, and some cities do not include them in their General Plans. Dudek’s Recommendation Given the Vision Statement Subcommittee’s suggestion of a 20-year horizon, the emphasis on general plan monitoring, and the conversations had with the GPAC and community to-date, a 20-year horizon is appropriate. Ben Z. Benjamin Zdeba, AICP Principal Planner Community Development Department Office: 949-644-3253 100 Civic Center Drive Newport Beach, CA 92660 From: Stevens, Debbie Sent: August 01, 2024 11:24 AM To: Zdeba, Benjamin Cc: Acevedo, Nicholas; Black, Curtis; Desantis, Susan; Evans, Jeremy; Greer, Arlene; Hackman, Lynn; Laidlaw, Scott; Mosher, Jim; Scarbrough, Nancy; Murillo, Jaime; edickson@dudek.com Subject: Re: Input Requested by August 9: Vision Statement Drafting Ben: Thanks for the detailed info. My thoughts on these issues are below. I prefer our current Narrative vision statement that is descriptive and complete to the more watered down or simplified guiding principles. But the simplified guiding principles could be included within a narrative-type vision statement. A 20-year horizon makes sense to me. It’s hard enough to figure out planning for 20 years, so a 30-year horizon is even more difficult. Also, things change pretty rapidly these days, so I concur with the 20 years. FYI - I will be out of town for the next couple weeks and hope to return in time to attend any meetings. Thanks! Debbie Get Outlook for iOS From: Evans, Jeremy Sent: August 01, 2024 11:28 AM To: Stevens, Debbie Cc: Zdeba, Benjamin; Acevedo, Nicholas; Black, Curtis; Desantis, Susan; Greer, Arlene; Hackman, Lynn; Laidlaw, Scott; Mosher, Jim; Scarbrough, Nancy; Murillo, Jaime; edickson@dudek.com Subject: Re: Input Requested by August 9: Vision Statement Drafting Similar thoughts. Prefer 30. From: Mosher, Jim Sent: August 05, 2024 3:44 PM To: Evans, Jeremy; Stevens, Debbie Cc: Zdeba, Benjamin; Acevedo, Nicholas; Black, Curtis; Desantis, Susan; Greer, Arlene; Hackman, Lynn; Laidlaw, Scott; Scarbrough, Nancy; Murillo, Jaime; edickson@dudek.com Subject: Re: Input Requested by August 9: Vision Statement Drafting Ben, My answers are: First Consideration: I favor a narrative structure (Option 1) combined with guiding principles (Option 3). Second Consideration: I favor a horizon year of 2050. It seems like a nice round number, and a reasonable compromise between 20 and 30 years. Whatever the horizon year, I would hope the planning for that year is understood to be a logical step toward some notion (whether stated or not) of what the city will (or should?) look like in some much more distant year. *** Additional comments: In the absence of minutes or recordings, my recollection of the pre-Dudek Vision Subcommittee meetings may be mistaken, but I don't think any great significance should be placed on the format of the "Initial Comment Matrix" that was recovered and provided as part of Item IV(b) at the February 7, 2024, GPAC meeting (beginning on page 27 of the 33-page memo). I believe individual subcommittee members were assigned individual paragraphs of the existing Vision Statement to review and critique. The fact that their individual "Thoughts" (which were collected by email by Jim Campbell, but I don't think were ever discussed as a group) are reported as bullet points was not intended to suggest a new format or structure for the Vision Statement. I believe they simply highlight areas the individual reviewer thought may need revision. As to Vision Statement Option 2 (Simple Structure), such statements tend to be so bland, generic or obvious that that their value in guiding the plan becomes difficult to discern. For example, the final third of Palm Springs' vision is "We provide responsive, friendly and efficient public services within a government that fosters unity among all our citizens." I would first ask: is there any city whose vision is to "provide unresponsive, unfriendly and inefficient public services within a government that fosters disunity among its citizens"? I would second ask: how did having this vision influence the content of the plan that follows? (I would note that few pages later, starting on page 1-12, Palm Springs lists a number of more concrete General Plan Priorities guiding its plan – none of which touch on responsive public services or a unified citizenry) As to combining Option 3 with Option 1, until reviewing the Option 3 examples provided, I was not aware our existing plan was lacking guiding principles. They seem like a very good thing to have. That said, Los Gatos' "guiding principles" seem more like general plan "goals," while Long Beach's "principles" (the underlined statements on pages 1-10 through 1-17 seem more like marketing headlines (followed by a paragraph of narrative vision). The state Office of Planning and Research attempts to make the distinction between principles, goals, objective, policies, standards, proposals and implementing measures in Appendix E to its General Plan Guidelines. While that distinction is often blurry, and may be more a matter of phrasing than content, of other general plans I have examined, the City of Gridley (find their General Plan under "Planning Services"), a small town (population 7,421) on Highway 99 south of Oroville, seems, at least in my mind, to come closer to enunciating true "guiding principles" – which come after a narrative-style Vision Statement consisting of eight newspaper-style reports about the city dated in the horizon year of 2030. The principles are grouped under the same headlines is the "newspaper articles" they guide (although I would think some guiding principles are more overarching and don't fit neatly in a single category). More importantly, to demonstrate the principles actually guide the plan, within each element, each section of goals and policies is preceded by a statement of the principles that are claimed to have guided their development. This seems like a good structure to me. As to the horizon year, I would have a stronger feeling if we were actually embarking on, and had control over, a comprehensive update of all aspects of the General Plan – for which I would want a more distant target year. But that seems difficult when crucial pieces, such as the Housing Element, are on a different track largely out of the City's control, and to which the rest has to adapt. -- Jim From: Acevedo, Nicholas Sent: August 08, 2024 6:22 AM To: Zdeba, Benjamin Subject: Re: Input Requested by August 9: Vision Statement Drafting Ben Apologies for missing the meeting, i did not set this email out of office. I was away for a couple weeks. I will ensure to do this in future. In regards to the below. I agree with Jim's approach of both for the first consideration. First Consideration: I favor a narrative structure (Option 1) combined with guiding principles (Option 3). As it relates to horizon planning I think 2050 is also a good plan. Thanks and it looks like see you in September as no meeting in August. Nick Acevedo From: Scarbrough, Nancy Sent: August 09, 2024 3:18 PM To: Zdeba, Benjamin Subject: Re: Input Requested by August 9: Vision Statement Drafting Hi Ben, I don't see where the draft of the Vision Statement is. I don't have it in my newportbeach.gov email. Can you please resend that? I don't think I can get comments to you today, but I will work on it tomorrow and get back to you before Monday if I have any thoughts. Is there a meeting date for the Vision Committee that I missed? Thanks. Nancy Scarbrough Nancy@NancyforNewport.com Cell: 949-887-6974 From: Desantis, Susan Sent: August 11, 2024 1:59 PM To: Zdeba, Benjamin Subject: Re: Input Requested by August 9: Vision Statement Drafting That makes sense, Ben. Can we set up a Land Use Subcommittee Meeting to address that among other things soon? I will be on vacation in September (8-22). Sent from my iPhone On Aug 9, 2024, at 3:25 PM, Zdeba, Benjamin <bzdeba@newportbeachca.gov> wrote: Hi Susan, The Vision Statement is intended to be broader (i.e., communitywide) without narrowly focusing on individual areas. Dudek and I believe a discussion about a vision for the individual Focus Areas is more appropriate in the Land Use Element. This aligns with the last meeting of the Land Use Element Subcommittee, where it was shared that each sub-area should have its own goals and policies. Thanks, Ben Z. Benjamin Zdeba, AICP Principal Planner Community Development Department Office: 949-644-3253 100 Civic Center Drive Newport Beach, CA 92660 From: Desantis, Susan <Sdesantis@newportbeachca.gov> Sent: August 09, 2024 1:20 PM To: Zdeba, Benjamin <bzdeba@newportbeachca.gov> Subject: Re: Input Requested by August 9: Vision Statement Drafting Hi, Ben, I would like to incorporate a vision and guiding principles for each of the 5 affordable housing target areas. Is this an appropriate time to do this? If not, when is? Please advise. Thank you, Susan Sent from my iPhone From: Zdeba, Benjamin Sent: August 19, 2024 2:13 PM To: Stevens, Debbie Cc: Acevedo, Nicholas; Black, Curtis; Desantis, Susan; Evans, Jeremy; Greer, Arlene; Hackman, Lynn; Laidlaw, Scott; Mosher, Jim; Scarbrough, Nancy; 'Elizabeth Dickson'; Murillo, Jaime Subject: Input Requested by Tuesday, August 27: Draft Vision Statement Attachments: Vision Statement DRAFT_8.13.2024.pdf Hello, GPAC Vision Statement Subcommittee Chair Stevens and Subcommittee Members, Thank you for providing your input on the preferred structure and time horizon for the Vision Statement – this was instrumental in helping Dudek put together a draft. And on that note, I am really excited to share that Dudek has finished the initial draft. It is attached to this email. Please review and provide feedback by end of day Tuesday, August 27. Once again, I am happy to connect individually if there are any questions or we can coordinate a meeting together if you believe it is best. Ultimately, we hope to bring a draft of the Vision Statement to the full GPAC on September 4 for discussion and consideration. If you do not have any feedback to offer, then a response to these two questions would be appreciated: 1. Do you feel this draft is representative of the Subcommittee’s guidance and community input received thus far? 2. Are you comfortable with it (or a slightly modified version of it) being shared with the full GPAC for further discussion? As a note, your support for this draft will not set it in stone – it can still shift and grow as we continue down the General Plan Update path in Phase Two. Thanks for your time, Ben Z. Benjamin Zdeba, AICP Planning Manager Community Development Department Office: 949-644-3253 100 Civic Center Drive Newport Beach, CA 92660 From: Mosher, Jim Sent: August 21, 2024 12:59 PM To: Zdeba, Benjamin; Stevens, Debbie Cc: Acevedo, Nicholas; Black, Curtis; Desantis, Susan; Evans, Jeremy; Greer, Arlene; Hackman, Lynn; Laidlaw, Scott; Scarbrough, Nancy; 'Elizabeth Dickson'; Murillo, Jaime Subject: Re: Input Requested by Tuesday, August 27: Draft Vision Statement Ben, My initial impression is this needs a lot of work. If the GPAC is expected to agree on a set of principles to guide the Phase 2 policy development, then I think this needs to be moved along very quickly, including getting buy- in from both the full GPAC and the Council on what those principles should be. In answer to your questions: 1. I do not know if this document accurately represents the input Dudek has received. But I do think presenting it as a recommendation from the Vision Subcommittee would be misleading, since we have never met as a group to discuss it, and, to the best of my knowledge, have never discussed, let alone agreed on, what the guiding principles for policy development should be. 2. I think prior discussion by the Subcommittee would be helpful, but with or without it, I am comfortable presenting Dudek's document, or a revised version of it, to the full GPAC on September 4. The Subcommittee needs their criticism, suggestions and (hopefully) direction on how to improve it. I think the content of the Vision Statement and Guiding Principles should be the work of the full GPAC, with the Subcommittee's role confined mostly to helping the consultant find the best way to package that agreed-on content. The biggest problems I see with this initial draft are: 1. The Vision Statement could use a lot of wordsmithing. While some parts could be more concisely stated, other parts of the 2050 vision seem to be missing, having been (as noted in the following comment) confusingly moved to the "Guiding Principles" section. 2. The format of the "Guiding Principles" section is very confusing. It appears to attempt to express a one-sentence principle immediately after each blue heading. However, the bullet points that appear under them do not seem to be sub- principles. Instead, they seem to be sentences and fragments of sentences describing the Newport Beach of 2050. In other words, they belong in the 2050 Vision Statement, and not, themselves, being principles, they only add confusion when listed, without explanation, under that heading. Even the proposed principles are not always clearly stated as principles. 3. The origin of some of the principles and visions is unknown to me. 4. At the same time, numerous key principles that need to be agreed to to guide policy development seem missing. To illustrate Points 1 and 2: On page 3 of the document, under the heading "Maintain a Balanced and Connected Community," "Balanced development that connects community members to their needs creates a city that is functional, vibrant, and provides a high quality of life" seems a statement of (what the author assumes to be) a shared belief or "guiding principle," although it seems to confusingly combine two distinct principles: (1) a need to "balance" development, and (2) a need to "connect" citizens to needs. Appearing under this is "Development that preserves and highlights local assets and accommodates growth of a diverse population." That appears to be a description of the hoped for state of development in Newport Beach in 2050. It is not a clear statement of some shared belief or guiding principle that resulted in the outcome described. Nor is it a complete sentence, as a principle would be. If translated into principles, it appears to assume two: (1) "Development needs to occur in a way that preserves and highlight's Newport Beach's local assets" and (2) "Development needs to accommodate the growth of an increasingly diverse population." To illustrate Point 3: In the last bullet on the last page of the document, I find "A community with interest, knowledge, and connection to the city’s history and the legacy of Tribal nations of the land." Again, this seems to be a description of a hoped-for state of the community in 2050. But I don't know where the part about having "interest, knowledge, and connection to ... the legacy of Tribal nations of the land" came from. I am unable to find anything about that in the progress reports from the Arts & Cultural or Historical Resources Element subcommittees. The closest I can find is that on page 25 of the Phase 1 Outreach Summary document presented to the GPAC on July 29 and to the GPUSC on August 14, 2024, and now archived on Newport, Together, under "Collaboration with the General Plan Advisory Committee," and subcategory "Community," I find "Highlight human and tribal histories and legacy businesses." To illustrate Point 4: While I am not sure why nurturing interest in the tribal history of Newport Beach (as admirable as that may be) has risen to such prominence, may other GPAC aspirations stated on that same page do not seem to have made their way into the draft document at all. For example, I find nothing about "Housing is needed for first responders" or "Specific Plans are needed to help guide development" or that "Internal communication and coordination between departments to create fewer silos," to name a few random examples. Indeed, some of the most fundamental guiding principles needed to steer policy development seem completely absent: • Do we view visitors as an asset to be nurtured expanded or a nuisance to be tolerated? • Do we view airport growth as something vital to the local economy or something that should be suppressed? • What shared principle regarding traffic will guide whether PCH through Mariners Mile should be widened, or not? • How important is preserving beach widths? • Do we believe part of the harbor should be preserved for low-cost access or is gentrification better? Additionally, I don't find principles guiding many of the outcomes hoped for in the Vision Statement. As a random example, it highlights an expected "village" structure to the Newport Beach of 2050, but I don't see stated the principle from which that is a necessary outcome. *** In short, I think much more thought needs to go into developing a set of guiding principles and ensuring they indeed represent shared values. It seems to me not just the Vision Subcommittee, but each element subcommittee should consider what guiding principles will inform their policy review, and advance their preferred principles for consideration for adoption by the full GPAC. Perhaps the Vision Subcommittee could then help synthesize those into the overarching principles needed to wed the elements together. -- Jim Mosher From: Evans, Jeremy Sent: August 21, 2024 1:25 PM To: Zdeba, Benjamin Subject: Re: Input Requested by Tuesday, August 27: Draft Vision Statement Hi Ben, There should be mention of the small nature of the community and conservative culture. I would change inclusivity to welcoming. Does Newport have tribal lands history? Thank you! Jeremy From: Brown, Phillip Sent: August 26, 2024 1:12 PM To: Zdeba, Benjamin Subject: Fwd: Vision Statement Attachments: 20240826130900251.pdf Ben, I have made a few comments to the vision statement. I am certain you are getting a lot of comments from others as well. The vision statement did not seem to be forward thinking and concise. It seems to dwell more on past accomplishments and what has been done. Maybe that is the goal of the statement. Thank you. Get Outlook for iOS From: Mosher, Jim Sent: August 28, 2024 9:49 AM To: Zdeba, Benjamin Cc: Murillo, Jaime; 'Elizabeth Dickson'; Evans, Jeremy; Gardner, Nancy Subject: Re: Input Requested by Tuesday, August 27: Draft Vision Statement Ben, To reiterate my previous comment, I think the full GPAC, rather than any one subcommittee, should be deciding the vision and principles that will be guiding the GPAC's remaining work. As such, it seems entirely appropriate to me for the full GPAC to be reviewing and commenting on both the structure and content of Dudek's proposed statement on September 4, whether or not the Vision Subcommittee has reached a consensus about it. Hopefully Dudek is on the right track, but that seems essential to ensure the subcommittee will not waste time refining something that may not be what the full GPAC wants. I also think it would be helpful to use the September 4 meeting to clarify staff and consultants' vision of exactly what they expect the GPAC subcommittees and full GPAC to do, and by when. I believe we have heard the plan is for a comprehensive update to be completed and adopted by the City Council in "Summer 2025," which is just a year from now. I assume there is an internal timeline with milestones that will have to be reached to accomplish that, including times by which subcommittees and the full GPAC will need to complete tasks. Even as a GPAC member, if I have ever seen that detailed timeline, I have lost track of it. Hence, I think a review of what subcommittees and the full GPAC should be doing, and when, would be helpful so we all know what is expected of us and so the subcommittee activities properly mesh. I don't see how postponing meetings will keep the work on track. -- Jim From: Debbie Stevens <dstevens@envaudit.com> Sent: August 28, 2024 10:14 AM To: Zdeba, Benjamin Subject: Vision Statement Attachments: Vision Statement DRAFT_8.13.2024_dbs.pdf [EXTERNAL EMAIL] DO NOT CLICK links or attachments unless you recognize the sender and know the content is safe. Report phish using the Phish Alert Button above. Ben: I made some suggested comments on the Vision statement. I think its generally a good start but there’s an emphasis on development, as opposed to conservative or controlled development and no mention of protecting the character of the various villages that comprise the City. I think a couple of the ideas from the previous vision statement need to be maintained. I edited the pdf which is a little challenging sometimes but highlighted those areas where changes are suggested. Let me know if you have any questions. Debbie Stevens GU I DING PR I NC I PLES Throughout the General Plan Update process, community members identified many shared values and beliefs, which have been shaped into guiding principles. These guiding principles help to achieve and sustain the community’s vision, providing a foundation for General Plan goals, policies, and actions, and offering guidance in making future decisions. Maintain a Balanced and Connected Community We have a conservative growth strategy that emphasizes residents' quality of life. Balanced development that connects community members to their needs creates a city that is functional, vibrant, and provides a high quality of life. •Conservative development that preserves and highlights local assets and accommodates growth of a diverse population •Development that protects the character of our existing residential communities and villages that comprise the City. •A connected and defined transportation network that allows community members to easily access key amenities and areas of interest. •Incentives and regulations that encourage improvements to existing buildings •Residential development that is complemented by accommodating services and amenities and protects the existing villages eFoster Environmental Stewardship Environmental stewardship supports the preservation and enhancement of the natural environment, so that it may be enjoyed by current and future generations. •Residents who act as stewards of the natural environment •A community that protects and maintains a clean environment, including water, beaches, the harbor and bay, estuaries, cliffs and bluffs, parks, and open space, as well as the flora and fauna that inhabit the natural environment Promote Coastal Resilience Resilience is essential to adapting to environmental changes and protecting the built and natural environment. •Coastal development that works with nature to protect and enhance the community, economy, and ecosystems •Harbor, beaches, and a coastline that adapts to rising sea levels, storms, and king tides •Buildings and infrastructure that are designed to avoid, withstand, and quickly recover from flooding •Coastal ecosystems that are functional and protected, providing additional safeguards for coastal waterfront development •Adaptive development along coastal bluffs with landscaping and infrastructure that reduces risk of landslides •Sufficient safety buffers, thoughtful design in development, and robust infrastructure that supports effective response to natural disasters Facilitate Public Safety Community safety is fostered through public education, infrastructure investments, and sufficient public services. •Safe streets, buildings, and public spaces that are enjoyed by residents, employees, and visitors •Equitable access to natural resources that offers recreation and refuge for all residents •Viewsheds that are safeguarded and and protected for all residents and visitors to enjoy. A harbor that is safe, clean and well enjoyed. •A community that is rich in educational opportunities and historic, artistic, and culture events, displays, and showcases •A community with interest, knowledge, and connection to the city’s history and the legacy of Tribal nations of the land A community that is united in efforts to control and contain noise, air, and traffic pollution associated with the John Wayne Airport. A responsive government comprised of elected officials and City staff that listen and respond to the interest of residents and the business community Enclosure No. 3 Reference Redline-Strikeout Version Vision Statement and Guiding PrinciplesValues and Priorities The development of the General Plan has been guided by the Vision Statement and Guiding Principles Values and Priorities that were shaped through community input provided by the General Plan Advisory Committee, the General Plan Update Steering Committee, and the broader community. Together, these provide the foundation for the General Plan’s goals, policies, and actions. The Vision Statement provides a conceptual picture of a future Newport Beach in the year 2050. The Guiding Principles Values and Priorities are representative of community values and identify community prioritiesaspirational themes that are emphasized throughout the General Plan. Through the implementation of the policies of the General Plan, Newport Beach will have the potential to become an exceptional city. VISION STATEMENT Newport Beach is renowned as a coastal beacon of natural splendor, unparallelled amenities, and dynamic culture. The city maintains a superior quality of life by successfully balancing the needs of residents, businesses, and visitors. Newport Beach is adorned with unique villages, coastal amenities, and natural open spaces; creating a unique sense of place. The coast, topography, natural open spaces, various villages, beaches, harbor, topography, coast, and proximity to the ocean distinguish Newport Beach as an idyllic community. Newport Beach’s commitment to the protection of the natural environment has made the city a leader of environmental stewardship in the region. Strong partnerships with outside agencies and organizations have cultivated successful collaboration on regional transportation, land use, coastline, and other issues of mutual concern. The sweeping views of and access to beaches, the harbor, and the coast have been preserved and are maintained for future generations. Growth and development have been accommodated in a manner that seamlessly blends new and old into the fabric of the community, keeping pace with changing community needs while maintaining adequate infrastructure and a high quality of life. The needs of the community are met through a variety of strategically located uses including vibrant commercial services, offices and employment centers, public facilities including community centers and libraries, parks and open space, schools, residential neighborhoods, and visitor-serving uses. Strategic planning and infrastructure investments continue to protect the health and longevity of the built and natural environment. Adaptation and resilience are central to all decision-making and have empowered Newport Beach to maintain a vibrant coastal lifestyle that strengthens the local economy. The City’s world-class public safety services safeguard its residents and visitors, creating safe and friendly neighborhoods. Residents champion arts, culture, and education as pillars of the community and take pride in their historic legacy. The community embraces innovation and their progressive outlook has positioned them as frontrunners in best practices for adopting new technologies. Newport Beach is distinguished for its resilience, beauty, culture, resilience, and inclusivity for residents of all stages of life and backgrounds. GUIDING PRINCIPLES VALUES AND PRIORITIES Throughout the General Plan Update process, community members identified many shared values aspirations and beliefs, which have been shaped into Gguiding principlesValues and Priorities. These guiding principles Values and Priorities help to achieve the community’s vision, providing a foundation for General Plan goals, policies, and actions, and offering guidance in making future decisions. Maintain a Balanced and Connected Community Conservative and balanced growth that emphasizes residents’ quality of life and Balanced development that connects community members to their needs, creating creates a city that is functional and, vibrant, and provides a high quality of life. • A governmental process that engages and is responsive to the needs of residents and the business community, fostering civic engagement • Conservative Ddevelopment that preserves and highlights local assets and accommodates growth of a diverse population • Development that protects the small character of existing residential communities and villages that comprise the city. • A connected transportation network that allows community members to easily access key amenities • Multi-modal transportation networks that are clearly defined and connect the community to key areas of interest • Incentives and regulations that encourage improvements to existing buildings • Residential development that is complemented by accommodating services and amenities while protecting existing villages • A small, tight-knit community that benefits from strong social connections Foster Environmental Stewardship Environmental stewardship supports the preservation and enhancement of the natural environment, so that it may be enjoyed by current and future generations. • Residents that act as stewards of the natural environment • A community that protects and maintains a clean environment, including water, beaches, the harbor and bay, estuaries, cliffs and bluffs, parks, and open space, as well as the flora and fauna that inhabit the natural environment • A harbor, bay, and beaches that are safe, clean, and enjoyed by all • Equitable access to natural resources that offers recreation and refuge for all residents • Viewsheds that are safeguarded and work in harmony with development to protect views for all residents and visitors to enjoy • Clean air that protects and enhances public health and the environment • A community that is protected from excessive exposure to noise to protect community peace and quiet Promote Coastal Resilience Resilience is essential to adapting to environmental changes and protecting the built and natural environment. • Coastal development that works with nature to protect and enhance the community, economy, and ecosystems • Harbor, beaches, and a coastline that adapts to rising sea levels, storms, and king tides • Buildings and infrastructure that are designed to avoid, withstand, and quickly recover from flooding • Coastal ecosystems that are functional and protected, providing additional safeguards for coastal waterfront development • Adaptive development along coastal bluffs with landscaping and infrastructure that reduces risk of landslides • Sufficient safety buffers, thoughtful design in development, and robust infrastructure that supports effective response to natural disasters Facilitate Public Safety Community safety is fostered through public education, infrastructure investments, and sufficient public services. • Safe streets, buildings, and public spaces that are enjoyed by residents, employees, and visitors • National leaders in emergency response and preparedness to safeguard the community • A community that is prepared and well-informed in the event of an emergency • A strong sense of community that fosters communication among residents to support one another in an emergency Embrace Innovative Technologies Innovative technologies benefit cities when they are planned for and thoughtfully integrated into city decisions, regulations, and development. • A city that embraces and prepares for new and emerging technologies in communication, program management, transportation, and other innovative opportunities • Technology that is effectively leveraged to engage with community members, respond to emerging trends and needs, and track General Plan implementation • Infrastructure that supports emerging technologies that contribute to enhanced environmental quality • Regulations and measures that support new technologies while protecting public safety and quality of life Celebrate Art, Culture, and History Culture, art, and history make up the tapestry that bonds the community together and creates a sense of civic pride. • Art that is highlighted throughout the city representing the common language and shared experiences that exist between all cultures • History that is commemorated through community events and within public spaces. • A community that is rich in educational opportunities and historic, artistic, and culture events, displays, and showcases • A community with interest, knowledge, and connection to the city’s history and the legacy of Tribal nations of the land.