HomeMy WebLinkAbout10-20-2025-BLT-AGENDA PACKETCITY OF NEWPORT BEACH
BOARD OF LIBRARY TRUSTEES AGENDA
Civic Center Council Chambers
100 Civic Center Drive, Newport Beach, CA 92660
Monday, October 20, 2025 - 5:00 PM
Board of Library Trustees Members:
Lauren Kramer, Chair
Antonella Castro, Vice Chair
Dorothy Larson, Secretary
Meghan Murray, Trustee
Chase Rief, Trustee
Staff Members:
Melissa Hartson, Library Services Director
Francine Jacome, Administrative Support Specialist
The Board of Library Trustees meeting is subject to the Ralph M. Brown Act. Among other things, the Brown Act requires that the
Board of Library Trustees agenda be posted at least seventy-two (72) hours in advance of each regular meeting and that the public
be allowed to comment on agenda items before the Commission and items not on the agenda but are within the subject matter
jurisdiction of the Board of Library Trustees. The Chair may limit public comments to a reasonable amount of time, generally three
(3) minutes per person.
The public can submit questions and comments in writing for the Board of Library Trustees to consider. Please send them by
email to the Library Services Department at LibraryBoard@newportbeachca.gov by Sunday, October 19, at 5:00 p.m. to give the
Board of Library Trustees time to consider your comments. All emails will be made part of the record.
The City of Newport Beach’s goal is to comply with the Americans with Disabilities Act (ADA) in all respects. If, as an attendee or a
participant at this meeting, you will need special assistance beyond what is normally provided, we will attempt to accommodate
you in every reasonable manner. Please contact Melissa Hartson, Library Services Director, at least forty-eight (48) hours prior to
the meeting to inform us of your particular needs and to determine if accommodation is feasible at (949) 717-3801 or
mhartson@newportbeachca.gov.
NOTICE REGARDING PRESENTATIONS REQUIRING USE OF CITY EQUIPMENT
Any presentation requiring the use of the City of Newport Beach’s equipment must be submitted to the Library Services
Department 24 hours prior to the scheduled meeting.
I.CALL MEETING TO ORDER
II.ROLL CALL
III.PLEDGE OF ALLEGIANCE
IV.NOTICE TO THE PUBLIC
The City provides a yellow sign-in card to assist in the preparation of the minutes. Completion
of the card is not required in order to address the Board of Library Trustees. If the optional
sign-in card has been completed, it should be placed in the tray provided.
The Board of Library Trustees of Newport Beach welcomes and encourages community
participation. Public comments are generally limited to three (3) minutes per person to allow
everyone to speak. Written comments are encouraged as well. The Board of Library Trustees
has the discretion to extend or shorten the time limit on agenda or non-agenda items. As a
courtesy, please turn cell phones off or set them in silent mode.
October 20, 2025
Page 2
Board of Library Trustees Meeting
V.CONSENT CALENDAR
All matters listed under CONSENT CALENDAR are considered to be routine and will all be
enacted by one motion in the form listed below. The Board of Library Trustees has received
detailed staff reports on each of the items recommending an action. There will be no separate
discussion of these items prior to the time the Board of Library Trustees votes on the motion
unless members of the Board of Library Trustees request specific items to be discussed and/or
removed from the Consent Calendar for separate action. Members of the public who wish to
discuss a Consent Calendar item should come forward upon invitation by the Chair.
A.Consent Calendar Items
Minutes of the Sept 15, 2025 Board of Library Trustees Meeting (pp. 4-9)1.
DRAFT OF MINUTES
Patron Comments (pp. 10-13)2.
Monthly review of evaluations of library services through suggestions and
requests received from patrons.
PATRON COMMENTS
Expenditure Status Report (p. 14)3.
Monthly expenditure status of the Library's operating expenses, services, salaries,
and benefits by department.
SEPTEMBER EXPENDITURES
Board of Library Trustees Monitoring List (p. 15)4.
List of agenda items and dates for monthly review of projects by the Board of
Library Trustees.
MONITORING LIST
VI.CURRENT BUSINESS
A.Items for Review
General Plan Update (pp. 16-128)5.
Seeking Input on Refreshed Goals and Policies in the Draft Arts and Culture
Element and Historical Resources Element.
STAFF REPORT
ATTACHMENT A
Mariners Branch Update (pp. 129-132)6.
Staff will provide the annual overview of Mariners Branch operations.
STAFF REPORT
October 20, 2025
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Board of Library Trustees Meeting
Youth Services Update (pp. 133-137)7.
Staff will provide the annual overview of Youth Services.
STAFF REPORT
Library Activities (pp. 138-146)8.
Monthly update of library events, services, and statistics.
STAFF REPORT
B.Monthly Reports
Library Foundation Liaison Reports (pp. 147-149)9.
A. Library Foundation Board - Report of the most recently attended meeting.
B. Library Live Committee - Report of the most recently attended meeting.
C. Witte Lectures Committee - Report of the most recently attended meeting.
FOUNDATION REPORT
Foundation Literacy Liaison Report10.
Trustee update of the most recently attended Foundation Literacy Committee
Meeting.
Friends of the Library Liaison Report11.
Trustee update of the most recently attended Friends of the Library Board
Meeting.
VII.PUBLIC COMMENTS ON NON-AGENDA ITEMS
Public comments are invited, and non-agenda items generally considered to be within the
subject matter jurisdiction of the Board of Library Trustees. Speakers must limit comments to
three (3) minutes. Before speaking, we invite, but do not require, you to state your name for
the record. The Board of Library Trustees has the discretion to extend or shorten the speakers’
time limit on agenda or non-agenda items, provided the time limit adjustment is applied equally
to all speakers. As a courtesy, please turn cell phones off or set them in silent mode.
VIII.BOARD OF LIBRARY TRUSTEES ANNOUNCEMENTS OR MATTERS WHICH
MEMBERS WOULD LIKE PLACED ON A FUTURE AGENDA FOR DISCUSSION
ACTION OR REPORT (NON-DISCUSSION ITEM) OR RECONSIDERATION
IX.ADJOURNMENT
CITY OF NEWPORT BEACH
Board of Library Trustees Civic Center Council Chambers 100 Civic Center Drive, Newport Beach, CA Meeting Minutes Monday, September 15, 2025 – 5:00 PM
I.CALL TO ORDERChair Lauren Kramer called to order the Board of Library Trustees meeting for September15, 2025, at 5:00 p.m.
II.ROLL CALL
Trustees Present:Chair Lauren Kramer, Secretary Dorothy Larson, Trustee Meghan
Murray, Trustee Chase Rief
Trustees Absent: Vice Chair Antonella Castro
Staff Present: Melissa Hartson, Library Services Director Rebecca Lightfoot, Library Services Manager
Andrew Kachaturian, Adult Services Coordinator Annike Helmuth, Branch and Youth Services Coordinator Francine Jacome, Administrative Support Specialist
Avery Maglinti, IT Manager Christina Smith, Literacy Coordinator
III.PLEDGE OF ALLEGIANCETrustee Meghan Murray led the Pledge of Allegiance.
IV.NOTICE TO THE PUBLIC - Waived
V.CONSENT CALENDARAdministrative Support Specialist Francine Jacome read the Consent Calendar Notice tothe public.
A.Consent Calendar Items
1.Minutes of the August 18, 2025 Board of Library Trustees Meeting
2.Patron Comments
Monthly review of evaluations of library services through suggestions and requests received
from patrons.
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Board of Library Trustees Meeting September 15, 2025
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3. Patron’s Request for Evaluation of Library Resources
Monthly review of evaluations of library resources as requested by patrons with corresponding
staff resources.
4. Expenditure Status Report
Monthly expenditure status of the library’s operating expenses, services, salaries, and
benefits by department.
5. Board of Library Trustees Monitoring List
List of agenda items and dates for monthly review of projects by the Board of Library Trustees.
Chair Kramer opened the items to public comment. Jim Mosher stated that in other departments, such as planning, when a project is subject
to appeal, it is placed on hold pending the outcome of the appeal. He reported that the book in question in Item No. V.A.3 had been removed before there was a chance for appeal. Chair Kramer closed public comment. Motion made by Secretary Dorothy Larson, seconded by Chair Lauren Kramer, and carried 4-0-0-1 to approve the Consent Calendar Item Nos. 1-5.
AYES: Kramer, Larson, Murray, Rief NOES: ABSTENTIONS: ABSENCES: Castro VI. CURRENT BUSINESS
A. Items for Review
6. Information Technology Update
IT Manager Avery Maglinti will update the Board of Library Trustees on library information technology activities. Information Technology (IT) Manager Avery Maglinti reported that the IT Help Desk resolved 870 library support issues in the previous year. He added that IT completed a major upgrade of the City’s Integrated Library System (ILS), taking seven months, including work on 80 user terminals. He added that a projector and screen were installed in the children’s area at Central Library, and the annual equipment replacement cycle led to the replacement of 28 personal computers, a photocopier, 16 catalog computers, and
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Board of Library Trustees Meeting September 15, 2025
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six iPads. He reported that additional wireless access points were added to the Central Library and Mariners Branch, and patron databases were updated to collect better usage statistics. He noted that the IT staff created a public calendar system to make test-
proctoring appointments and updated the self-check kiosks for patrons to receive book recommendations.
IT Manager Maglinti reported that IT staff members are continuously performing Citywide projects that impact the Library, noting that the City adopted a five-year IT Strategic Plan in July. He cited as an example the City’s upgraded Enterprise Resource Planning (ERP)
system, which impacts all financial processes and Human Resources, adding that all 1,200 City staff are undergoing an annual cybersecurity training. He reported that the IT staff is in the process of upgrading all Windows 10 devices to Windows 11. IT Manager Maglinti reported that this upcoming year will see the IT staff perform a network vulnerability test, and implement components of the IT Strategic Plan, featuring a new Content Management System for all City websites – including the Library’s. He added that computer monitors are being replaced and upgraded at all Library branches, and the security camera system at Mariners Branch will be upgraded within Fiscal Year 2025-26. He added that IT continues to support the Witte Hall construction by adding connectivity and other IT infrastructure and services.
In response to Trustee Rief’s inquiry, IT Manager Maglinti stated that someone could investigate the ability to email book recommendations to patrons.
In response to Secretary Larson’s inquiry, IT Manager Maglinti clarified that the City does not provide the same cybersecurity training to the public as it does for staff because the
City pays for it per person. He reported that it would be cost-prohibitive to provide the training for all residents. Chair Kramer opened the item to public comments. Mr. Mosher reported that, when using the ILS from home, he sometimes has an issue accessing the second page when his search returns multiple pages of options until he has passed a time-consuming Completely Automated Public Training test to tell Computers and Humans Apart (CAPTCHA). He inquired if the CAPTCHA’s use is something under the City’s control and questioned its necessity.
Chair Kramer closed public comments. Chair Kramer received and filed the report.
7. Literacy Services Update
Staff will provide an update on the Literacy program and events. Literacy Coordinator Christina Smith reported that Project Adult Literacy (PAL) currently
has 62 volunteer tutors and 61 active learners, adding that PAL logged 6,983 volunteer hours in FY 2024-25. She reported on program highlights over the past Fiscal Year,
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including additions to staff, professional enhancement events attended by herself and other staff, and programs in which the PAL learners participated.
Chair Kramer lauded Literacy Coordinator Smith’s passion to help others and commended her work.
In response to Secretary Larson’s inquiry, Literacy Coordinator Smith reported that the City advertises both volunteer and learner opportunities to help grow PAL. She added that most of PAL’s learners become aware of the program through word of mouth.
Chair Kramer opened the item to public comments, there were none. Chair Kramer received and filed the report.
8. Library Activities
Monthly update of library events, services, and statistics. Library Services Director Hartson reported that the three-week Central Library closure with limited services began today. She added that they will continue to monitor how it is working along with the outside temperatures as work begins inside. She reported that an offer has been made to a Librarian III candidate who is currently undergoing their standard background and fitness checks through Human Resources. She noted that on September 23, the Friends of the Newport Beach Public Library (Friends of the Library) will present a $250,000 check to the City during the City Council meeting and encouraged all to attend. She reported that the Summer Reading Program concluded with 912,651 minutes read,
far beyond the goal of 600,000 minutes. Trustee Rief commended the Summer Reading Program for exceeding its goals, noting
that registrations increased by 9%, minutes read increased by 58%, and book reviews increased by 28%.
In response to Trustee Rief’s inquiries, Library Services Director Hartson clarified that this year’s program was entirely minutes-based as opposed to a combination of minutes and books completed. She added that many things contributed to the success of the program this summer, including advertising and assistance from schools. She expressed an unwillingness to forecast what next summer’s minute goal may be based upon this past summer’s success but added that staff will continue to aim high. In response to Secretary Larson’s inquiries, Library Services Director Hartson reported not seeing anything concerning at the Central Library caused by the active construction of new parking spaces. She added that one of the picnic tables will be removed due to the parking expansion, and they are looking to relocate the bunny statue in the same general
area near the children’s room so it will be visible out of a window. She reported that one additional parking spot will be added near the front door, disrupting landscaping.
Chair Kramer opened the item to public comments, there were none. Chair Kramer received and filed the report.
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B. Monthly Reports
9. Library Foundation Liaison Report
Trustee update of the most recently attended Library Foundation Board meeting. Chair Kramer thanked Secretary Larson for serving as the Newport Beach Public Library Foundation liaison for the past two years, reporting that the role will switch to Trustee Rief
for the next meeting. She added that Secretary Larson will continue to report on the Foundation’s committees.
Secretary Larson reported attending last week’s Foundation Board meeting and encouraged all to read Foundation Chief Executive Officer Jerold Kappel’s recap included in the Agenda packet. She reported that both the Witte and Library Live committees are
working on a lecture series for Witte Hall for 2026-27, and that the 2025-26 series is already sold out.
10. Foundation Literacy Liaison Report
Trustee update of the most recently attended Foundation Literacy Committee Meeting. Vice Chair Castro’s absence prevented a report.
11. Friends of the Library Liaison Report
Trustee update of the most recently attended Friends of the Library Board meeting. Trustee Murray reported that the Friends of the Library will present a check to the City Council at the September 23 meeting. She reported that their membership has increased by 12%. In response to Chair Kramer’s inquiry, Trustee Murray confirmed that she is planning to attend the City Council meeting for the check presentation.
Chair Kramer opened Item Nos. 9-11 to public comments, there were none.
Chair Kramer received and filed the monthly reports. VII. PUBLIC COMMENTS ON NON-AGENDA ITEMS – THREE MINUTES PER SPEAKER
Mr. Mosher stated that the construction permits for the Balboa Branch Library have been appealed to the California Coastal Commission (CCC) due to concerns about removal of a tree where herons nest. He added that the permit was modified to alleviate the CCC’s concerns in advance, but this modified permit is being appealed to the Planning
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Commission on Thursday. He theorized that the CCC will not have an objection to the City’s plans and lamented that work could not start months ago due to this holdup.
Mr. Mosher encouraged the Trustees to review the Draft Elements for the General Plan well in advance of their next meeting for a robust discussion.
VIII. BOARD OF LIBRARY TRUSTEES ANNOUNCEMENTS OR MATTERS WHICH MEMBERS
WOULD LIKE PLACED ON A FUTURE AGENDA FOR DISCUSSION ACTION OR REPORT
(NON-DISCUSSION ITEM)
Chair Kramer wished Vice Chair Castro and her husband a happy anniversary, stating
that this is why she is absent from the meeting. In response to Secretary Larson’s inquiry, Chair Kramer confirmed that for future meetings, they can add subcategories to the monthly Foundation liaison reports to reflect the work of the Foundation’s committees. She thanked Trustee Rief for accepting his new role. IX. ADJOURNMENT – 5:29 P.M.
The next meeting will be October 20, 2025.
9
NEWPORT BEACH PUBLIC LIBRARY PATRON COMMENTS SEPTEMBER 2025
Comment #Comment Response
Date Received
Source of Comment
Staff Member
Staff Member Title
Date Responded to Patron
1
09/01/2025
Email
Rebecca Lightfoot
Library Services Manager
09/02/2025
2
09/04/2025
Email
Rebecca Lightfoot
Library Services Manager
09/04/2025
3
09/05/2025
Email
Andy Kachaturian
Adult Services Coordinator
09/05/2025
4
09/06/2025
Email
Rebecca Lightfoot
Library Services Manager
09/08/2025
5
09/07/2025
Email
Andy Kachaturian
Adult Services Coordinator
09/08/2025
[I] was curious if Newport Beach has any openings for part-time library clerks or
assistants. I would be very interested in working in the evenings a few days a
week and am largely available on Saturday. I would be happy to send my resume
if there is anything available. Thank you!
Thank you for your interest in working at the library! All open positions are posted
on the City website, which you can find here ... If you click on the Employment
Opportunities link, it will take you to Government Jobs, which allows you to view
open positions, read job descriptions, and start the application process. You can
also sign up to be notified when new positions are posted. I hope that helps!
Please let me know if you have any other questions. Thank you.
[Re:] Applying for Library Card Requirements: Do you accept passports as proof
of identity? Are bank statements (viz., Edward Jones and Chime), birth
certificates, apartment lease statements, and/or voter registration number valid
proofs of residence? Thank you for your time.
Thank you for checking in with us regarding how to apply for a library card. We
require a valid photo ID and something that shows your current address in
California in order to receive a free card. If your passport is still valid, that would
serve as photo ID and then we would just need something physical you could
bring with you to show your current address in California, so any of those other
documents should work just fine. I hope that helps, but please let us know if you
have any other questions. We look forward to getting you started with all our
services. Best regards.
I hope this message finds you well. I wanted to ask if you had any positions
available for work.
Thank you for your interest in working at the library! All open positions are posted
on the City website, which you can find here ... If you click on the Employment
Opportunities link, it will take you to Government Jobs, which allows you to view
open positions, read job descriptions, and start the application process. You can
also sign up to be notified when new positions are posted. I hope that helps!
Please let me know if you have any other questions. Thank you.
I have an item on hold, but it's past the due date and hasn't been returned by the
previous borrower yet. Just curious if there's anything I need to do or simply just
continue waiting until they return it?
Yes, unfortunately this appears to be our only copy of this item for PlayStation. If
you also have an Xbox Series X, we own this title on that platform as well and it is
checked in. Borrowers do receive automated notices to inform them when their
items are overdue, so hopefully the current borrower gets this back soon. Thank
you for checking with us. Have a great day. Best regards.
Do the branch libraries have computers with internet access available during the
Central Library closure?
Yes, all three branches offer desktops and/or laptops. You can find out more
information about our locations here on our website ... I hope that helps! Please
let me know if you have any other questions. Thank you.
10
NEWPORT BEACH PUBLIC LIBRARY PATRON COMMENTS SEPTEMBER 2025
Comment #Comment Response
Date Received
Source of Comment
Staff Member
Staff Member Title
Date Responded to Patron
6
09/08/2025
Comment Card
Rebecca Lightfoot
Library Services Manager
09/08/2025
7
09/11/2025
Email
Rebecca Lightfoot
Library Services Manager
09/17/2025
8
09/12/2025
Comment Card
Annika Helmuth
Branch & Youth Services Coordinator
09/12/2025
9
09/17/2025
Email
Melissa Hartson
Library Services Director
09/18/2025
10
09/18/2025
Email
Annika Helmuth
Branch & Youth Services Coordinator
09/18/2025
Please change the voice mail to say what's up. One would never know by the
message what is going on. Change it to say CLOSURE until construction over,
then people are not left hanging like maybe you're having a meeting and will return
soon!
Thank you for your feedback regarding our phone message. We have updated our
Special Library Hours to include the current Central Library building improvements
closure. I appreciate that you took the time to contact us so that we may improve
our messaging. Best regards.
[I like the] Sound Lab, Media Lab, [and the] helpful and courteous reference
librarians like Bernadette, Anthony, and Greg. In [the] Media Lab, dedicate the 2
computers with Epson scanners for users of scanners only. Maybe place a sign to
patrons, "Please, as a courtesy, allow scanner users to use this station." There is
1 Mac and 1 PC that [have] scanners connected and multiple times, I try to use a
Mac with scanner or PC with scanner and it's used by patrons not using the
scanner. I know there is a scanner upstairs, but it's not as good for photograph
scanning purposes that I need for my project. I need the high quality of the color
from the Epson scanners ... Thank you for your reply and suggestion [on] the
scanner topic. After I submitted that comment card, I went out and purchased an
Epson scanner. Now I can access it any time from home. It is similar to the nice
Epson scanners at the Media Lab. Always, NBPL provides great facilities and
equipment. Thanks again for following up. Best regards.
Thank you for taking the time to share your thoughts and suggestions with us at
your recent visit to the Central Library. We appreciate the feedback and are
always happy to hear from our community on how we can improve. Thank you for
your kind words regarding our librarians, particularly Bernadette, Anthony, and
Greg. I will make sure to pass your praise along to them. Regarding the scanners
in the Media Lab, you can make a reservation for either of those computers ahead
of time to ensure that they are available for you to use to scan. Please visit our
website here for more information on how to reserve a specific computer ...
Please don’t hesitate to reach out if you have any other questions or concerns.
Thank you.
I am a Film/TV composer in Los Angeles. Would you have any interest in
presenting/booking a silent film with [a] live score for the 1928 film 'The Passion of
Joan of Arc’ a mix of early music local choir, local string quartet and electronic
rhythm/synths? ... I'd be happy to answer any questions you might have. Please
feel free to contact me anytime ...
Thank you for reaching out and thank you for your interest in hosting this event at
our library. At the moment, our current program schedule does not allow for an
event of this type to be held, but if anything changes in the future we will reach
out. Thank you again.
[I like that] it's quiet, peaceful, [a] clean environment, and [there is] amazing
customer service. [I would like] more children's programs [and a] snack area.
Thank you for taking the time to fill out a comment card at the Central Library. I’m
glad to hear that you found the facility clean and quiet and that our staff provided
excellent customer service. Thank you as well for your suggestion to add more
children’s programs. Our next series is currently in development and will include
new additions to the schedule. We also appreciate your request for a snack area.
There is an open space near the second-floor entrance with tables, as well as
several tables in the Children’s Room and a Children’s Garden that are wonderful
spots for family snack time. We really appreciate the feedback. Please don’t
hesitate to reach out with any other comments or concerns.
I just published my first children's book (Pete’s Road to Recovery). It is a rhyming
children’s book, in the style of Dr. Seuss, that follows a young boy through his
courageous journey of healing, with help from nature: maggot therapy. * As a
resident of Irvine for over 35 years and a frequent patron of NBPL, I would be
delighted to donate one or more copies to the NB Library. If anyone is interested
in reviewing the book for acceptability to the collection, just let me know ...
Thank you for your interest in the Newport Beach Public Library and congrats on
your new book. If you have a copy of your book that you would like to leave for
review, I’d be happy to take a look to see if it meets the criteria for consideration in
the Children’s Collection. Titles are evaluated based on our Collection
Development Policy and are evaluated in the format submitted. Generally,
Children’s collections are in hardcover, as these formats offer greater durability,
longevity, and shelf visibility. Please feel free to contact me directly to coordinate
a book drop-off, as the Central Library is currently closed.
11
NEWPORT BEACH PUBLIC LIBRARY PATRON COMMENTS SEPTEMBER 2025
Comment #Comment Response
Date Received
Source of Comment
Staff Member
Staff Member Title
Date Responded to Patron
11
09/20/2025
Email
Rebecca Lightfoot
Library Services Manager
09/22/2025
12
09/20/2025
Email
Andy Kachaturian
Adult Services Coordinator
09/22/2025
13
09/24/2025
Email
Rebecca Lightfoot
Library Services Manager
09/24/2025
14
09/25/2025
Email
Andy Kachaturian
Adult Services Coordinator
09/25/2025
15
09/27/2025
Email
Rebecca Lightfoot
Library Services Manager
09/29/2025
Can I pick up holds books that are ready during the library closed period? If so,
where can I pick [them] up? Thank you.
Yes, you can still pick up your holds at the second-floor entrance to the Central
Library on Monday-Friday from 9 a.m. until 6 p.m. We recommend parking in the
Civic Center parking structure. Our website has more information about our hours
and branch locations here ... Please let me know if you have any other questions.
Thank you.
I can't create an account with LinkedIn Learning even with the correct login info … I’m sorry to hear you’re having issues creating an account with LinkedIn Learning.
I was unable to replicate the issue. I logged in with your library card number and
used 9999 as the PIN. I would suggest clearing your cache or using an incognito
window and trying again. If the issue persists, please let me know so I can reach
out to LinkedIn’s tech support team. Thank you.
Move my hold from Main to Mariners: PowerPoint for Dummies (or similar). This is all set now. The item has been pulled and is in transit to Mariners so it
should be ready for pickup later today—you will receive a notification when it is
ready for you. Best regards.
I am a health sciences librarian at UCI. I am part of a local medical librarians
group and we like to visit different libraries. We would love to visit the Newport
Beach Central Library, but I just wanted to check in and see if that's okay. I don't
have final numbers, but we would be a group of about 7-10 people and just want
to see and enjoy the library, walk around, and probably end at the seats outside
on the plaza. We are planning for October 16th at 4 p.m. Please let me know if
there are any issues with that or if you have any recommendations for us, and
thank you so much in advance!
We would certainly love to have you visit the library! Please feel free to come in
and look around on your own, or if you’d like, we can set up a more formal tour
with a staff member. If you would like to set up a tour, you can find the form here
... Please let me know if you have any other questions. Thank you.
Central Library says closed. Can I still drop off a book that is due or should I drop
it off at a different branch? The CdM branch is close to me also.
Thank you for checking with us. Yes, the book drops at the Central Library are all
available during the closure. We are also offering hold pickups in the upstairs
lobby Monday through Friday 9 a.m.-6 p.m. and there is a book return in that area
as well that is available. If you have any other questions, please let us know. Best
regards.
12
NEWPORT BEACH PUBLIC LIBRARY PATRON COMMENTS SEPTEMBER 2025
Comment #Comment Response
Date Received
Source of Comment
Staff Member
Staff Member Title
Date Responded to Patron
16
09/27/2025
Email
Rebecca Lightfoot
Library Services Manager
09/29/2025
17
09/27/2025
Email
Rebecca Lightfoot
Library Services Manager
09/29/2025
18
09/29/2025
Email
Rebecca Lightfoot
Library Services Manager
09/30/2025
19
09/30/2025
Email
Rebecca Lightfoot
Library Services Manager
09/30/2025
20
09/30/2025
Email
Annika Helmuth
Branch & Youth Services Coordinator
10/01/2025
I have a book on hold and needed to pick it up, but last Saturday and Sunday due
to [the] closure [I] didn’t get a chance. Hope it will still be on hold till tomorrow.
Yes, I see your hold will be waiting for you until October 12. We extended hold
dates due to the closure. I hope that helps! Please let me know if you have any
questions. Thank you.
I would like to send an email to the Newport Beach Library HR for employment.
Can you provide me with an email address?
Thank you for your interest in working at the library! All open positions are posted
on the City website, which you can find here ... If you click on the Employment
Opportunities link, it will take you to Government Jobs, which allows you to view
open positions, read job descriptions, and start the application process. You can
also sign up to be notified when new positions are posted. I hope that helps!
Please let me know if you have any other questions. Thank you.
Do you want magazine donations? I have a number of DWELL magazines to
donate.
Thank you so much for thinking of us, but unfortunately, we do not accept
magazine donations. If you’re willing to mail them, MagLiteracy will take magazine
donations. I do not know of anywhere locally that accepts them … Take care.
Early September before [the] library closure, I went for a study session [on the]
second floor in one of the compartments … [I] left in a hurry, and sadly I forgot my
black Dell Inspiron laptop charger. If someone found it and left it, please let me
know. Thank you.
I’m so sorry, we don’t seem to have your laptop charger. I checked both lost and
found locations and walked the entire second floor and checked every outlet. If we
do run across it, we’ll be sure to let you know. Thank you.
We are a new business that just opened up in the peninsula. We are looking to
increase our visibility within the Newport Beach community. We were wondering
[if] you have a bulletin board for us to post our flyer. If so, do you have any
guidelines? Thank you.
Thank you for your email and welcome to the Peninsula! Unfortunately, the Library
does not have a community board for this purpose. Anything on the public
giveaway shelves must follow the Board of Library Trustees’ approved guidelines,
which can be found here on our website ... Please let me know if there is anything
else I can help you with.
13
LIBRARY EXPENDITURES FY 2025-26
(October 3, 2025)
ACCOUNT DESCRIPTION
ORIGINAL
APPROP
REVISED
BUDGET
MONTHLY
EXPENDED
YTD 2025-26
EXPENDED
AVAILABLE
BUDGET
YTD 2025-26
% EXPENDED
YTD 2024-25
EXPENDED
I SALARY & BENEFITS
SALARY FULL-TIME REGULAR 3,359,526 3,372,855 250,383 720,116 2,652,738 21.4%715,429
SALARY PART-TIME 1,510,834 1,574,590 75,484 221,197 1,353,394 14.0%209,231
BENEFITS 2,265,515 2,418,574 83,506 246,508 2,172,066 10.2%632,707
SALARY & BENEFITS TOTAL 7,135,875 7,366,020 409,373 1,187,822 6,178,198 16.1%1,557,367
II MAINT & OPERATION
PROFESSIONAL SERVICE*6,488 3,988 113 188 3,801 4.7%54,242
UTILITIES 391,004 391,004 34,849 106,642 284,362 27.3%113,101
PROGRAMMING 2,000 4,800 1,949 2,436 2,364 50.7%765
SUPPLIES**53,750 53,000 7,056 15,010 37,990 28.3%20,767
LIBRARY MATERIALS 669,740 670,740 132,473 345,247 325,493 51.5%289,700
FACILITIES MAINTENANCE 45,802 69,926 732 2,336 67,590 3.3%62,360
TRAINING AND TRAVEL 10,681 10,681 200 200 10,481 1.9%125
GENERAL OPERATING EXPENSES***27,274 36,524 8,697 14,049 22,475 38.5%9,876
PERIPHERALS & SOFTWARE 4,500 4,500 --4,500 0.0%151
INTERNAL SERVICE FUNDS 1,810,801 1,810,801 -452,700 1,358,101 25.0%467,423
OFFICE EQUIPMENT 2,000 2,000 --2,000 0.0%-
MAINT & OPERATION TOTAL 3,024,040 3,057,965 186,067 938,808 2,119,157 30.7%1,018,510
LIBRARY BUDGET TOTAL 10,159,915 10,423,984 595,441 2,126,630 8,297,355 20.4%2,575,877
*INCLUDES OUTSIDE PRINTING
**INCLUDES OFFICE AND PROCESSING SUPPLIES
***INCLUDES, ADVERTISING, DUES, EVENT INSURANCE
14
Previous
Agenda Date
Scheduled
Agenda Date
Ongoing Ongoing
Oct 21, 2024 Oct 20, 2025
Oct 21, 2024 Oct 20, 2025
Nov 18, 2024 Nov 17, 2025
Jan 21, 2025 Jan 20, 2026
Feb 24, 2025 Feb 17, 2026
Feb 24, 2025 Feb 17, 2026
Mar 17, 2025 Mar 16, 2026
Apr 21, 2025 Apr 20, 2026
Apr 21, 2025 Apr 20, 2026
May 19, 2025 May 18, 2026
May 19, 2025 May 18, 2026
May 19, 2025 May 18, 2026
Jul 21, 2025 Jun 15, 2026
Jul 21, 2025 Jun 15, 2026
Jul 21, 2025 Jul 20, 2026
Jul 21, 2025 Jul 20, 2026
Aug 18, 2025 Aug 17, 2026
Aug 19, 2024 Aug 17, 2026
Sep 16, 2024 Sep 21, 2026
LAST
REVIEWED
Dec 11, 2023 NBPL 10 Laptop Borrowing Policy Dec 15, 2025
Mar 18, 2024 NBPL 3 Library Gift and Donor Policy Mar 16, 2026
Jun 17, 2024 NBPL 2 Collection Development Policy Jun 15, 2026
Jul 15, 2024 CC I-1 Library Services Policy (Council Policy I -1)Jul 20, 2026
Sep 16, 2024 NBPL 9 Expressive Use Areas Sep 21, 2026
Nov 18, 2024 NBPL 1 Library Use Policy Nov 16, 2026
Nov 18, 2024 NBPL 6 Media Lab Use Policy Nov 16, 2026
Nov 18, 2024 NBPL 7 Sound Lab Use Policy Nov 16, 2026
Jan 21, 2025 NBPL 12 Circulation Policy Jan 19, 2027
Jan 21, 2025 NBPL 5 Internet Use Policy Jan 19, 2027
Jan 21, 2025 NBPL 11 Rules for Acceptable Use of Wireless Internet Connections Jan 19, 2027
Feb 24, 2025 NBPL 8 Display and Distribution of Materials Policy Feb 16, 2027
Mar 17, 2025 NBPL 13 Study Rooms/Charles Sword Meeting Room Policy Mar 15, 2027
Jul 21, 2025 NBPL 4 Children in the Library Policy Jun 21, 2027
Aug 18, 2025 NBPL 14 The Friends Meeting Room Aug 16, 2027
Election of Board of Library Trustees Officers/Trustee Liaisons
Arts & Cultural Update
Financial Report Comparison of Beginning Budget to End of the Year Amended Budget
Information Technology Update
Media Lab Update
Newport Beach Public Library eBranch, Database and Downloadable Services Review
Proposed Library Closures for Winter Holidays
AGENDA ITEM
POLICY REVIEW
Adult and Reference Services Update
Branch Update - Balboa
Literacy Program Update
Youth Services Update
Branch Update - Corona del Mar
Marketing Update & Social Networking Update
Annual Budget - Approval
Library Material Selection
BOARD OF LIBRARY TRUSTEES MONITORING LIST
Policy Review (See List Below)
Branch Update - Mariners
Review Holidays / Meeting Schedule
Performance Review of Library Services Director (Closed Session)
Annual Budget - Preliminary Review
15
CITY OF NEWPORT BEACH BOARD OF LIBRARY TRUSTEES STAFF REPORT
October 20, 2025
Agenda Item No. 5
RECOMMENDATION:
Staff recommends that the Board of Library Trustees provides guidance or feedback on the goals and
policies of the draft Elements and directs staff to forward the input onto the General Plan Advisory
Committee for consideration. Later this year or in early 2026, the refined and finalized drafts would be
returned to the Board for review and formal recommendation of approval to the City Council.
DISCUSSION:
Drafts of the Arts and Culture Element and Historical Resource Element were introduced to the Board of
Library Trustees at the August 18, 2025, meeting. The full staff report from that meeting is provided for
reference as Attachment A.
After a brief staff presentation and public comment, the Board determined it would be most appropriate
to review individually and return to the October meeting to provide collective input.
As a note, since the introduction of these Elements, they have been proofread and cleaned up for more
effective public review. No changes have been made to the contents since the August Board meeting.
These initial draft Elements, alongside others are available online at
https://newporttogether.mysocialpinpoint.com/2050-general-plan-draftelements with the opportunity
for public review and comment through November 17, 2025. If there is a lack of consensus or divergent
opinions, Board members may participate as community members through the public review process.
City staff will bring back final refined drafts of the Elements for formal review and support from the Board
later this year or early 2026.
NOTICING:
This agenda item has been noticed according to the Brown Act (72 hours in advance of the meeting at
which the Board of Library Trustees considers the item).
ATTACHMENT A: August 18, 2025, Board of Library Trustees Staff Report
TO: BOARD OF LIBRARY TRUSTEES
FROM: Library Services Department
Melissa Hartson, Library Services Director
(949)717-3801, mhartson@newportbeachca.gov
PREPARED BY: Benjamin M. Zdeba, AICP, Planning Manager
TITLE: General Plan Update: Seeking Input on Refreshed Goals and Policies in the
Draft Arts and Culture Element and Historical Resources Element
16
CITY OF NEWPORT BEACH BOARD OF LIBRARY TRUSTEES STAFF REPORT
August 18, 2025
Agenda Item No. 5
RECOMMENDATION:
Staff recommends that the Board of Library Trustees receive and file the draft Elements and provide any
initial guidance or feedback on their goals and policies. The refined and finalized drafts would be returned
to the Board for review and formal recommendation of approval to the City Council later this year or first
quarter of 2026.
BACKGROUND:
A General Plan is a long-term document that acts as a guide for future development and is used as the
foundation for decision-making on the physical development of a community. It contains goals that set
values and direction, policies that guide decision-making, and programs to carry out the actions needed
to achieve the goals. The General Plan is required by State law and is used by local governments to make
decisions about land use, housing, transportation, infrastructure, and parks, among other issues. While
planning horizons vary, it typically sets direction for the next 20-30 years. The City of Newport Beach (City)
General Plan was last comprehensively updated in 2006 – nearly 20 years ago.
In 2019, the City Council initiated its comprehensive review and update; however, due to the challenging
and unprecedented 6th Cycle Regional Housing Needs Assessment (RHNA), City staff was directed to pivot
focus toward the Housing Element and Circulation Element. With the adoption and certification of the
Housing Element in 2022, staff continued toward implementing the Housing Element but returned focus
to the comprehensive update.
In early 2022, as the Housing Element was wrapping up, the City Council formed and seated the three-
member General Plan Update Steering Committee (GPUSC), which is chaired by Nancy Gardner. The
primary purpose of the GPUSC is to guide the larger General Plan Advisory Committee (GPAC) and to
report to the City Council. The GPAC was formed and seated in early 2023, is currently made up of 24
community members appointed by the City Council and chaired by Jeremy Evans and Arlene Greer. To
help ensure efficient effective review and input for all the elements, the GPAC formed subcommittees to
review each of them.
TO: BOARD OF LIBRARY TRUSTEES
FROM: Library Services Department
Melissa Hartson, Library Services Director
(949) 717-3801, mhartson@newportbeachca.gov
PREPARED BY: Benjamin M. Zdeba, AICP, Planning Manager
TITLE: General Plan Update: Introducing Refreshed Goals and Policies in the Arts and
Culture Element and Historical Resources Element
ATTACHMENT A
17
General Plan Update: Introducing Refreshed Goals and Policies in the Arts and Culture Element and
Historical Resources Element
August 18, 2025
Page 2
The effort is broken into four primary phases, as depicted in Figure 1 below. Phase 1 (Background Analysis
+ Visioning) was completed late 2024 and Phase 2 (Policy Development + General Plan Amendment) is in
progress but nearly complete.
Figure 1, Phasing of the comprehensive General Plan Update.
To get to the point of having initial drafts of the General Plan Elements available for review, City staff
worked extensively with the GPAC Subcommittees, the GPAC, and the GPUSC. This started with the review
of existing conditions and background analysis reports for each element. These documents are considered
a “snapshot in time” to identify current condition in Newport Beach under each topical area as well as
what needs to be addressed from a State requirement standpoint. Each subcommittee then worked on
identifying a potential refresh for the individual elements and helped to create “ideas to support” them.
These ideas were shared with the community through digital engagement on the City’s website for the
effort (https://www.newportbeachca.gov/gpupdate), as well as at community workshops.
Based on the feedback received, City staff alongside consultant Dudek refined the ideas shared as actual
goals and accompanying policy statements in furtherance of each. The draft goals and policies were then
shared with internal City staff from various departments for review prior to finalizing them as initial draft
elements.
These initial drafts are now being reviewed by the individual responsible Subcommittee, as well as the full
GPAC and the GPUSC prior to being shared with the City’s boards, commissions, and committees for
further input. After they are shared, City staff will begin to advertise the drafts for additional public input
from the broader community. Ultimately, the drafts will be refined and shared back to the boards,
commissions, and committees for consideration of support.
DISCUSSION:
The current Arts and Culture Element and Historical Resources Element are both important and unique to
Newport Beach but not required by State law. They serve to place emphasis on Newport Beach’s robust
arts and culture offerings, and its important history. Together, they set forth a decision-making framework
18
General Plan Update: Introducing Refreshed Goals and Policies in the Arts and Culture Element and
Historical Resources Element
August 18, 2025
Page 3
for the maintenance and enhancement of the City programming, as well as continuing to raise awareness
and recognize the early beginnings and integral historical components that are meaningful to the
community.
As they relate to Library Services, the updated Arts and Culture Element specifically includes draft goals
and policies that support Library Services’ facilities and programming. While the libraries’ role is not
necessarily specified in the draft Historical Resources Element, the GPAC’s review of the Arts and Culture
and Historical Resources Element was done together by the Arts and Culture/Historical Resources
Subcommittee. As such, both Elements are being shared with the Board of Library Trustees.
The attachments are considered a first draft of the updated General Plan and are not fully formatted with
graphics and exhibits. As referenced above, the Existing Conditions and Background Analysis Report
prepared for each element serves as contextual information that will be provided alongside the goals and
policies for reference.
The purpose of this item is to introduce the draft Elements. City staff would like to ensure the Board of
Library Trustees is able to provide initial feedback prior to releasing it for broader public review and input.
The Board may wish to provide feedback verbally at this meeting or it may consider forming an ad hoc
committee to provide a more formal comment alongside the broader community review.
City staff will bring back final refined drafts of the Elements for formal review and support from the Board
later this year or early 2026.
NOTICING:
This agenda item has been noticed according to the Brown Act (72 hours in advance of the meeting at
which the Board of Library Trustees considers the item).
ATTACHMENT A: Draft Arts and Culture Element
ATTACHMENT B: Draft Historical Resources Element
ATTACHMENT C: Arts and Culture Background Conditions and Analysis Report
ATTACHMENT D: Historical Resources Background Conditions and Analysis Report
19
Attachment A
Draft Arts and Culture Element
20
1
Arts and Culture Element
PURPOSE
The Arts and Culture Element focuses on enriching the community by bolstering art and culture
through facilities, educational programming and activities, and events and festivals that support
art and culture. OVERVIEW
Art and culture play an important role in the social fabric of Newport Beach. The dedication and
involvement of the City and the community have resulted in a wide range of art and culture
organizations, resources, attractions, and activities that create a sense of community pride and
enrichment. The Newport Beach Public Library offers robust art, culture, and literary programs,
serving as a central hub for accessing and experiencing diverse forms of art and culture.
GOALS, POLICIES, ACTIONS
Engaging with Art and Culture
Art, culture, literary and educational opportunities, and creativity can enhance quality of life for
residents, improve visitor experiences, and contribute to the local economy. Art and culture
bring a unique sense of identity to Newport Beach and can connect residents to each other and
their community by expanding creative opportunities, promoting art and culture activities, and
facilitating partnerships that support art and culture.
Art and Culture Opportunities: Expanded art and culture opportunities can include new public
art installations, culture events, and programs. Creating opportunities to engage with art and
culture across Newport Beach can make art accessible to people of all backgrounds and
generations.
Promoting Art and Culture: Raising awareness and generating enthusiasm for the arts and
culture are key to increasing participation in programs, exhibits, and events. This entails
distributing marketing materials throughout the city, initiating social media campaigns, and
creating new ways for people to engage in the arts through interactive technologies. A
multifaceted approach that includes both traditional and novel outreach and engagement
methods can capture the attention of residents and visitors of all ages.
Strategic Partnerships: Partnerships are crucial for maintaining existing and realizing new
opportunities to cultivate art and culture exhibits, programs, events, and funding. Strong
coordination between City staff and private institutions, partner agencies, and local artist
organizations can facilitate community involvement in art and culture, procurement of funding,
and successful management of public art.
Goal AC-1: A community enriched by and connected to the arts, culture, and education
•Policy AC-1.1: Promote arts and culture by incorporating art in widely used public places
such as parks, open space, public plazas, view sites, villages, and along corridors that
attract visitors. (Imp. 1.1, 20.1, 20.3, 30.1)
21
2
•Policy AC-1.2: Attract new and cultivate existing signature events and programs that add
to the quality of life for residents, enhance Newport Beach as a hub for art and culture,
and stimulate economic activity. (Imp. 29.2, 23.3, 30.1)
•Policy AC-1.3: Assess capital improvement projects for opportunities to incorporate
public art in a manner that enhances community character and the built environment.
(Imp. 1.1, 20.1, 23.3, 29.2, 30.1)
•Policy AC-1.4: Develop regulations or incentives for the incorporation of public art into
larger commercial projects that enhance the City’s community character and its built
environment. (Imp. 1.1, 8.1, 8.2)
•Policy AC-1.5: Acquire and display art in public facilities citywide to bolster civic pride
and increase exposure to arts and culture. (Imp. 29.2)
•Policy AC-1.6: Explore and implement new technologies in art and culture displays, such
as augmented reality and smartphone applications, to engage the public, track
engagement, and enhance the educational experience of art and culture in innovative
ways. (Imp. 29.2)
•Policy AC-1.7: Incorporate artwork into the public realm that encourages interaction
while providing educational opportunities. This could include education for visitors in
areas that attract tourists. (Imp. 1.1, 20.1, 23.3, 29.2, 30.1)
•Policy AC-1.8: Consider integration of public art into other City planning efforts, such as
Specific Plans and corridor plans. (Imp. 3.1, 20.1, 29.2,)
•Policy AC-1.9: Nurture creativity and artistic talent in local youth and adults through a
rich offering of well-balanced and appropriately distributed arts, culture, and literary
educational programs and services. (Imp. 30.1)
•Policy AC-1.10: Coordinate with the Orange County Transportation Authority to explore
options for the expansion of transportation services, such as trolleys, event-specific bus
routes, or reduced transit fees, for major community art and culture events. (Imp. 14.4,
30.1)
•Policy AC-1.11: Continue to recognize and support musical performances as a vital
community asset by providing increased opportunities for music in public spaces,
signature music events, and other opportunities that highlight local talent and/or attract
visitors.
Goal AC-2: Programs and exhibits within the city are widely promoted, marketed, and attended.
•Policy AC-2.1: Promote reasonable tourism in Newport Beach to attract visitors and
tourists interested in art, culture, and literary events to support and sustain local arts
through coordination with the Chambers of Commerce and other community groups.
(Imp. 24.1, 29.1)
•Policy AC-2.2: Conduct marketing through the City’s various social media and
communications platforms to build public awareness and encourage participation in
City-affiliated arts, culture, and literary activities. (Imp. 29.1)
•Policy AC-2.3: Maintain and develop regulations for the reasonable provision of banners
on lights or other media materials in the public right-of-way to promote and advertise
22
3
Newport Beach’s art and culture events across various villages and neighborhoods.
(Imp. 8.1, 8.2, 29.1)
•Policy AC-2.4: Expand awareness of art and culture by integrating public art and culture
tours as a regular component of community engagement. (Imp. 23.3, 29.1, 29.2, 30.1)
•Policy AC-2.5: Improve and enhance existing library facilities, collections, computer and
related facilities, such as but not limited, to the Media Lab. (Imp. 23.2)
Goal AC-3: A City with strong partnerships that support thriving arts, culture, and education
•Policy AC-3.1: Partner with the community and educational institutions to encourage
and strengthen arts education for children, youth, adults, and older adults in the City.
(Imp. 14.2, 29.1)
•Policy AC-3.2: Where available, provide reasonable in-kind resources and services, such
as advertisements, equipment, security, and space, to artists and organizations offering
programs for the public and contributing to art and culture in Newport Beach. (Imp.
29.2)
•Policy AC-3.3: Collaborate with local art and culture groups to pursue private and
community sponsorships and donations for art and culture events and programs. (Imp.
29.1, 29.2)
Financing Art and Culture
Investment from philanthropic organizations, the City, and community members can help the
arts thrive by supporting local artists, providing new and upgraded facilities, and bolstering
programs. Such financial contributions to the arts can increase both the quantity and quality of
art and arts programs in the community. Funding and investment should reflect the high value
the community places on the arts.
Goal AC-4: Funding that helps local artists and art programs flourish
•Policy AC-4.1: Partner with, and reasonably, support non-profit, private, and community
organizations in applying for public and private grants and promote community and
business donations that support art, culture, and literary activities. (Imp. 29.1, 29.2)
•Policy AC-4.2: Promote and support volunteer opportunities for public involvement in
City-affiliated arts, culture, and literary programs and events. (Imp. 29.1, 29.2)
•Policy AC-4.3: Utilize culture resources outside of Newport Beach through the
promotion of programs such as the Newport Beach Sister City Association and other
culture exchange programs. (Imp. 29.1, 29.2)
Art and Culture Facilities and Assets
Facilities dedicated to the arts, such as galleries and performance halls including but not limited
to Witte Hall, provide a place for the community to gather in appreciation of the arts and to
promote Newport Beach as a regional destination for the arts. Additionally, integrating art into
existing community centers, libraries, recreation facilities, parks and other open spaces, as well
as in private buildings, plays a vital role in realizing Newport Beach as a city of the arts.
Such assets must be well-maintained, and they require a well-functioning system for accepting,
maintaining, and rotating art and art-related activities/programs through public spaces and
facilities to help sustain interest and ensure the high quality of exhibits. Developing guidelines
23
4
and criteria for accepting art donations and acquisitions and dedicating staff to manage public
art can ensure that the system for managing art is consistent and operates smoothly.
Goal AC-5: State-of-the-art facilities to host art exhibits and programs
•Policy AC-5.1: Explore opportunities to accommodate current or emerging culture and
arts programs within existing and new facilities by working with community groups to
facilitate sharing of performance and exhibit space, as well as consider the potential for
new facilities. (Imp. 9.1, 29.1, 29.2)
•Policy AC-5.2: Explore reasonable opportunities, as needed, to create a new, larger arts
center to host performances and exhibitions. (Imp. 1.1)
•Policy AC-5.3: Maintain the Newport Theatre Arts Center while exploring opportunities
to enhance, expand, or relocate the facility based on community needs. (Imp. 9.1, 29.1,
29.2)
•Policy AC-5.4: Consider amendments to the Zoning Code, as needed, to facilitate the
temporary or interim use of vacant ground-floor commercial or lobby space for art
exhibits, display space, and “pop up” art and culture activities. (Imp. 8.2)
Goal AC-6: A wide collection of art exhibited throughout the City
•Policy AC-6.1: Revise the City’s public art policy to (1) establish suitability criteria to
guide the selection of sites for new and innovative public art installations in a manner
that considers citywide needs and the balanced distribution of art throughout the city;
(2)establish guidelines for the commissioning and conveyance of public art on private
property; (3) refine guidelines and criteria for accepting art donations for display in
public spaces and consider establishing guidelines for storage and long-term
maintenance. (Imp. 8.2, 9.1)
•Policy AC-6.2 Pursue the adoption and regular updates of the 2014 Newport Beach Arts
and Culture Plan and report periodically on implementation progress to City Council.
Identify future locations for public art citywide. (Imp. 8.2)
•Policy AC-6.3: Support the provision of reasonable staff resources for arts and culture
programming, funding, arts management and maintenance, and coordination and
communication with artists and City departments. (Imp. 30.1)
24
Attachment B
Draft Historical Resources Element
25
1
Historical Resources Element
PURPOSE
The Historical Resources Element focuses on the identification, documentation, preservation,
and celebration of historical resources.
OVERVIEW
Historic preservation is essential for preserving the unique character, culture, and identity of
Newport Beach. By having systems in place to identify, preserve, and protect historical
resources, the City is able to balance growth and development with the preservation of cultural
and historical heritage while providing tangible benefits to the economy, environment, and the
City’s residents and visitors.
GOALS, POLICIES, ACTIONS
Identification of Historical Resources
Documenting and protecting archaeological and paleontological resources are crucial for
preserving the evidence of human history and life forms of the distant past. These resources
inform our understanding of ancient ecosystems and cultures. This stewardship fosters a
culture of respect and responsibility, ensuring that future generations can continue to learn
from and appreciate this history.
Goal HR-1: A city that recognizes and protects historically significant landmarks, sites, and
structures
•Policy HR-1.1: Maintain and update as needed, the Newport Beach Register of Historical
Property for buildings, objects, structures, and monuments having importance to the
history or architecture of Newport Beach. (Imp. 9.1, 10.1, 29.2)
•Policy HR-1.2: Encourage local residents to research and nominate properties for review by
the City and/or Newport Beach Historical Society. (Imp. 29.1, 29.2)
•Policy HR-1.3: Consider developing standards for the review of demolition, grading, and
building permits prior to granting City approval based upon potential effects on historical
resources. If demolition is granted, require photo documentation (in conformance with the
standards outlined by the National Park Service Historic American Buildings Survey
program) of inventoried historic structures prior to demolition. (Imp 2.1, 8.1, 8.2)
•Policy HR-1.4: Encourage the preservation of structures listed in the National Register of
Historic Places, and/or the list of California Historical Landmarks, and/or the Newport Beach
Register of Historical Property. Provide reasonable incentives, such as waivers of application
fees, permit fees, and/or any liens placed by the City for properties listed in the National
Register of Historic Places, State Register, or the Newport Beach Register of Historical
Property in exchange for preservation easements, designation applications, and other
related preservation incentives. (Imp. 8.2, 29.2)
•Policy HR-1.5: Consider preparing a Citywide Historic Context Statement to provide a
consistent framework for evaluations and surveys. (Imp. 29.2)
26
2
•Policy HR-1.6: Every 10 years or as needed, consider completing and updating a Citywide
historical resources survey to identify historical resources. Include community,
neighborhood, cultural, and historic preservation groups; property owners; land developers;
and the building industry in planning and implementing historical surveys. (Imp. 29.2)
•Policy HR-1.7: Consider provisions and policies related to historical resources under one
ordinance in the Municipal Code to facilitate consistent application of the regulations and
easier staff review. This may include the following:
•Establish the National Park Service Secretary of the Interior’s Standards as the baseline
City standard for project reviews, providing opportunity for certain projects to qualify
for a categorical exemption under the California Environmental Quality Act (Class 31
Categorical Exemption).
•Define categories of major and minor changes that would be subject to review, the
review required, and the assigned decision-making body responsible for the associated
determination.
•Revise, consolidate, and better define the City’s classification system for historical
resources to align with the Federal and State systems of classification. Streamline the
process for how landmarks are considered for listing in the City’s classification system.
One decision-making body (e.g. the Planning Commission) should be given authority to
review, conduct hearings, and make recommendations to City Council on the adoption
of the historical resources designation. (Imp. 8.1, 8.2, 9.1)
•Policy HR-1.8: Consider supporting the provision of staff resources to hire or train a
preservation planner to advise staff on matters related to historical resources. (Imp. 30.1)
•Policy HR-1.9: Consider taking the steps necessary to meet the requirements for becoming a
Certified Local Government, including adopting a historic preservation ordinance,
establishing a qualified preservation review commission, providing adequate public
participation in the historic preservation program, and completing other responsibilities
identified by the State. (Imp. 29.2)
Goal HR-2: Well-documented and protected archaeological and paleontological resources
•Policy HR-2.1: Allow access to historical records between local preservation and cultural
groups and between City departments and County agencies to the extent legally
permissible. (Imp. 29.2)
•Policy HR-2.2: Consider completing, and updating as needed, a Citywide Prehistoric and
Ethnohistoric Context Statement to serve as a template for identifying, evaluating, and
developing plans for the treatment of archaeological resources. (Imp. 29.2)
•Policy HR-2.3: Require that new development meet the applicable requirements of the
California Environmental Quality Act (CEQA) with respect to paleontological and
archaeological resources. (Imp. 11.1)
Preservation of Historical Resources
Preserving the City’s history is essential for maintaining its unique identity and cultural heritage.
By celebrating and safeguarding historically significant landmarks, sites, structures, and legacy
businesses, the City can honor the stories and achievements of past generations. Further, by
27
3
recognizing and celebrating those who have contributed to Newport Beach’s past, present, and
future, our storied history can be captured. The recognition and protection of history not only
enriches a community’s sense of place and continuity but fosters civic pride and can attract
tourism.
Goal HR-3: A city that celebrates, preserves, and protects its history
•Policy HR-3.1: Encourage alternatives to demolition of historical sites or structures by
promoting architecturally compatible rehabilitation or adaptive reuse. Consider incentives
such as permit and application fee waivers, flexible building requirements, and free
technical advice by person(s) qualified in historic preservation. (Imp. 8.2, 29.2)
•Policy HR-3.2: Encourage proposed development located on a historic site or structure to
incorporate a physical link to the past within the site or structural design, if preservation or
adaptive reuse is not a feasible option. For example, consider incorporating historical
photographs or artifacts within the proposed project or preserve the location and structures
of existing pathways, gathering places, seating areas, rail lines, roadways, or viewing
vantage points within the proposed site design. (Imp. 1.1, 29.2)
•Policy HR-3.3: Consider the development of a voluntary local Mills Act program to offset the
ongoing stewardship and care of historic properties through property tax savings. (Imp. 8.2)
•Policy HR-3.4: Consider developing a legacy business program that aims to recognize, honor,
and support longstanding businesses within a community that have made significant
contributions to its history, culture, and identity. The program may include the promotion
of legacy businesses and potential grants. (Imp. 8.2)
Celebrating Historical Resources
Education is a key tool for enshrining the City’s history and ensuring that future generations
appreciate and understand this heritage. Integrating local history into programs and events
sponsored by the City, library, and others and promoting it through various media can create a
well-informed community that values its roots. This awareness not only enhances residents’
connection to their city but also helps future generations value the past.
The foundational history of Tribal nations of the City’s land provides unique insight into the
importance of cultural places. Native American groups and individuals hold special interest in
the protection of cultural places. Tribal views toward protection and preservation of cultural
resources in the City should be respected, and the history of Tribal nations should be
recognized and acknowledged.
Goal HR-4: A city that enshrines its history through education
•Policy HR-4.1: Encourage the placement of historical landmarks, photographs, markers, or
plaques at areas of historical interest or value. Consider creating a Landmark Plan that will
recognize and designate culturally important heritage sites that are eligible for the
placement of historical landmarks or plaques. The Landmark Plan may also identify funding
opportunities to support the program, such as development fees, corporate or civic
sponsorships, donations, or by utilizing General Funds. (Imp. 8.2, 9.1, 10.1, 29.2)
28
4
•Policy HR-4.2: Consider expanding interest in and knowledge of local history through
historic landmarks, photographs, markers, and plaques, or self-guided walking tours as a
means to promote and celebrate historic preservation in the City. Such information may be
published on the City’s website or made available through channels such as local
publications and social media, to encourage thoughtful conversation about the history of
Newport Beach. (Imp. 1.1, 29.1, 29.2, 30.1)
•Policy HR-4.3: Encourage collaboration with local preservation organizations, like the
Newport Beach Historical Society, to research, conduct outreach, and develop programs
and activities to encourage and support historic preservation and cultural tourism. (Imp.
14.16)
•Policy HR-4.4: Encourage collaboration with local educational institutions on preservation
programs, activities, and exhibits/collections. (Imp. 14.2)
•Policy HR-4.5: Consider encouragement of partnerships between local interested parties
and historical societies to consolidate and share materials such as historical photographs,
firsthand historical accounts and interviews, and any additional archival information. This
may be done through the establishment of a City-recognized historical society or platform
that welcomes representatives from various existing groups to share resources and
collectively provide input to the City on historical resources.
Goal HR-5: A city and community that celebrate Tribal Cultural Resources
•Policy HR-5.1: Encourage fostering government-to-government relationships with California
Native American tribes in Newport Beach regarding issues of mutual concern. (Imp. 14.6)
•Policy HR-5.2: Consider the use of foundational local history themes in public spaces that
highlight California Native American tribes, in coordination with tribal representatives. (Imp.
29.2)
•Policy HR-5.3: Require that new development meet the applicable requirements of the
California Environmental Quality Act (CEQA) with respect to tribal cultural resources.
29
Attachment C
Arts and Culture Background Conditions and
Analysis Report
30
Arts and Cultural Element Existing
Conditions and Background Analysis
General Plan Update
APRIL 2024
Prepared for:
CITY OF NEWPORT BEACH
100 Civic Center Drive
Newport Beach, California 92660
Prepared by:
27271 Las Ramblas
Mission Viejo, California 92691
31
Printed on 30% post-consumer recycled material.
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i APRIL 2024
Table of Contents
SECTION PAGE NO.
Acronyms and Abbreviations ............................................................................................................................................ iii
1 Executive Summary .............................................................................................................................................. 5
2 Introduction .......................................................................................................................................................... 6
3 General Plan Review ............................................................................................................................................ 7
3.1 Adopted Arts and Cultural Element ....................................................................................................... 7
3.2 Other Adopted Elements that Relate to Topics of Arts and Culture .................................................... 8
3.2.1 Adopted Land Use Element ...................................................................................................... 8
3.2.2 Adopted Historical Resources Element ................................................................................... 8
3.2.3 Adopted Recreation Element ................................................................................................... 9
3.2.4 Adopted Circulation Element ................................................................................................... 9
4 Regulatory Review ............................................................................................................................................. 11
4.1 State Regulations ................................................................................................................................ 11
4.2 Local Regulations ................................................................................................................................ 11
4.2.1 Newport Beach City Council Policy Manual .......................................................................... 11
4.2.2 City of Newport Beach’s Municipal Code ............................................................................. 12
4.2.3 2014 Master Arts and Culture Plan ...................................................................................... 13
4.2.4 City of Newport Beach Capital Improvement Program ........................................................ 14
5 Existing Conditions ............................................................................................................................................ 15
5.1 Regional Context ................................................................................................................................. 15
5.2 Local Context ....................................................................................................................................... 15
5.2.1 Cultural Arts Funding and Staffing ........................................................................................ 16
5.2.2 Partners .................................................................................................................................. 16
5.2.3 Educational Programs and Activities .................................................................................... 19
5.2.4 Events and Festivals .............................................................................................................. 19
5.2.5 Facilities ................................................................................................................................. 21
5.2.6 Libraries .................................................................................................................................. 22
5.2.7 Museums ................................................................................................................................ 23
6 Issues and Opportunities .................................................................................................................................. 24
7 Recommendations ............................................................................................................................................ 25
7.1 Maintain a standalone Arts and Culture Element ............................................................................. 25
7.2 Implement and Update the 2014 Master Arts and Culture Plan ..................................................... 26
7.2.1 Grow Public and Private Investment in Arts and Culture .................................................... 26
7.2.2 Establish an Appropriately Staffed Arts and Culture Division ............................................. 27
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7.2.3 Establish Arts-Friendly City Policies ...................................................................................... 27
7.2.4 Develop a 21st Century Arts and Culture Communication Plan .......................................... 27
7.2.5 Develop a Multi-Faceted Approach to Arts and Culture Programming ............................... 28
7.2.6 Refine the City’s Public Art Policy ......................................................................................... 28
7.2.7 Develop New Accessible Creative Spaces ............................................................................ 29
7.2.8 Animate Existing City Parks, Beaches, and Other Public Spaces ....................................... 29
7.2.9 Establish Key Partnerships that Support Arts Education .................................................... 30
7.2.10 Include Aesthetic Considerations in City Processes ............................................................ 30
7.3 Increase Access to Arts and Cultural Programming .......................................................................... 30
7.4 Reinforce the Role the Arts Play in Economic Development ............................................................ 31
Appendix A ....................................................................................................................................................................... 32
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Acronyms and Abbreviations
Acronym/Abbreviation Expanded Form
CIP Capital Improvement Program
FY fiscal year
NBMC Newport Beach Municipal Code
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INTENTIONALLY LEFT BLANK
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1 Executive Summary
Arts and cultural activities play an important role in the social fabric of Newport Beach. The dedication and
involvement of the City and the community has resulted in a wide range of arts and cultural organizations,
resources, attractions, and activities that create a sense of community pride and enrichment. This report provides
a comprehensive analysis of the current state of Newport Beach’s arts- and culture-related offerings and a detailed
context on existing and planned City facilities, educational programming and activities, and events and festivals
that shape Newport Beach into the unique, coastal community that it is today. The document outlines the role and
importance of art and culture within Newport Beach and the processes the City follows to support and promote art
and culture in the community through the Newport Beach City Council Policy Manual, the Newport Beach Municipal
Code, and the Capital Improvement Program. Based on this overview, the report concludes with several
recommendations to consider in the updated Arts and Culture Element so the City can continue its existing support
and further uphold Newport Beach as a local and regional destination for arts and culture. The comprehensive
General Plan Update is an opportunity to build upon past efforts and explore new and innovative strategies that will
further cement the legacy and impact of arts and culture in Newport Beach.
The City has long acknowledged the importance of arts and culture and supports efforts that seek to further
enhance the beauty and elegance of its communities. To demonstrate its commitment to expanding its artistic
footprint, the City included an Arts and Cultural Element in the 2006 General Plan. In 2014, the City strengthened
this commitment by releasing the Newport Beach Master Arts and Culture Plan, a structured framework detailing
the community’s vision for cultural and arts programs, including the goals and actions necessary to implement it.
The City maintains a vibrant arts and cultural environment that holds a central position in the daily lives of its
residents, workers, and visitors. The City’s arts and culture also significantly contributes to its greater economy, as
detailed in Appendix A: Arts and Cultural Element Economic Analysis. Opportunities to strengthen this foundation
exist by enhancing access to arts and cultural experiences and exploring new dimensions of artistic and cultural
offerings. Based off a thorough review of the City’s adopted General Plan elements, the existing regulatory
framework, and the wealth of available community arts, cultural, and literary assets today, prospective issues and
opportunities that should be considered in the City’s General Plan Update include the following:
Securing sustainable funding to secure longevity for arts and cultural programming;
Expanding partnerships to create synergies in arts and culture;
Bridging the gap between arts and culture and economic development to attract and retain a talented
workforce; and
Increasing educational opportunities around arts and culture to build on the strong sense of
community.
Recommendations range from short-term actions (implementable within two years) to long-term commitments
(actions that may take five or more years to implement) that, if implemented, would provide the City with
opportunities to strengthen its ability to provide arts- and culture-related activities and experiences. Many of these
recommendations are inspired from the goals and policies included in the City’s 2014 Master Arts and Culture Plan,
a document with provisions that remain largely relevant and applicable today. Opportunities exist to further
establish and support cultural, arts, and literary services within Newport Beach. Together, these recommendations
will help bolster a vibrant, sustainable, and culturally enriched future within Newport Beach.
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2 Introduction
The City of Newport Beach (City) is currently undertaking a General Plan Update. One of the central functions of the
General Plan is to present a vision for the City’s future and a strategy to make that vision a reality. It is necessary
to periodically reassess issues, evaluate how effectively the City is addressing them, and update goals and policies
accordingly as part of the General Plan update process.
The Arts and Cultural Element is currently one of four optional elements included in the City’s 2006 comprehensive
General Plan. This Arts and Cultural Element Existing Conditions and Background Analysis provides a review of
current conditions and identifies key issues and opportunities. Based on these findings, this report offers
recommendations on enhancing the City’s efforts to integrate arts seamlessly into the community, recognizing its
vital role in fostering community pride, enhancing civic health, and bolstering economic vitality. This report serves
as a foundational analysis for the General Plan Update, providing relevant context, key findings, and
recommendations from which policies will be developed. Policies of the General Plan Update will help ensure the
community’s future arts and cultural needs can be met, while maintaining all the arts and cultural resources
available today.
Arts and cultural activities play an important role in the social fabric of Newport Beach. The dedication and
involvement of the community has resulted in a wide range of art and cultural organizations, resources, attractions,
and activities that create a sense of community pride and enrichment. Since the City’s incorporation in 1906,
Newport Beach has continued to grow its presence and support of the arts. Among the notable art-related moments
in its history are the City’s establishment of the Newport Beach Arts Commission (Arts Commission) in 1974 and
the Newport Beach Arts Foundation in 1998 and most recently, in 2006, the adoption of the City’s first Arts and
Cultural Element as part of the 2006 General Plan. In addition to the adopted Arts and Cultural Element, in 2014,
the Master Arts and Culture Plan was prepared for the City, which provides an informative and detailed roadmap
for how the City can build off the accomplishments in place at the time the report was written and work toward
creating nationally renowned arts, cultural, and literary programs (comprised of the City’s programming, events,
and festivals) and community.
While the inclusion of an Arts and Cultural Element is not legally required under state or federal law, the City has
included it as an optional element in the 2006 General Plan This implies that arts and culture are an important
fixture for Newport Beach’s sense of pride and unique identity. The Arts and Cultural Element provides the overall
policy direction for the City’s role in supporting and promoting arts and provides a foundation for how local policy is
developed and implemented through local policies and the Newport Beach Municipal Code (NBMC).
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3 General Plan Review
The following section includes an overview of how the City envisions, plans for, and promotes culture and arts within
the 2006 General Plan. While the adopted Arts and Cultural Element is the primary hub for consideration of the
arts, other 2006 General Plan elements either directly or indirectly reference how arts and culture events are
accommodated, whether through providing adequate arts-based classes and programming for people of all ages,
encouraging special events at park facilities, or ensuring access to special events.
3.1 Adopted Arts and Cultural Element
The currently adopted Arts and Cultural Element, adopted in 2006, contains an overview of all the organizations,
resources, attractions, activities, and facilities that support and make up the community’s cultural and arts
program, each of which are a source of community pride and enrichment for the residents and visitors alike. The
adopted Arts and Cultural Element includes the following sections: Culture and Arts Organizations and Programs,
City of Newport Beach Arts Commission, Performing and Visual Art Facilities, Museums, Events and Festivals,
Libraries, and Goals and Policies. The intent of the adopted Arts and Cultural Element is to ensure that the City
meets its future needs to improve and expand the arts, cultural, and literary offerings and facilities through
coordination with various community groups, businesses, agencies, citizens, and the City to create an active,
cohesive, and enriching cultural and arts program.
The adopted Arts and Cultural Element goals include the following:
CA 1: Active and vital arts, cultural, and literary activities and programs that enrich the community.
CA 2: Adequate physical facilities and venues that support cultural, art, and literary programs.
CA 3: Establish a broad range of public and private funding sources to support cultural art goals and activities.
The 13 associated policies range from encouraging public art in both public and private developments to promoting
awareness of existing programs and activities related to art, exploring new and existing venues to support the arts
and literary programs, promoting cultural tourism, and seeking public and private funding sources to promote and
support the arts programs and events. The adopted Arts and Cultural Element does not include reference to the
preservation of cultural resources that have historical, archaeological, or cultural significance such as artifacts,
sites, buildings, and structures; these resources are currently discussed in the City’s Historical Resources Element
and Natural Resources Element primarily.
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3.2 Other Adopted Elements that Relate to Topics of
Arts and Culture
3.2.1 Adopted Land Use Element
The City’s adopted Land Use Element serves as the central organizing element for the 2006 General Plan and
includes goals and policies for the integration and coordination of all of the 2006 General Plan elements. The
adopted Land Use element provides guidance for the development pattern of Newport Beach; as it relates to the
arts, the element includes planning for parks and recreation, commercial and visitor serving uses, public facilities
(like public schools, libraries, and other community centers), and private institutions (like private schools, cultural
institutions, museums, and other comparable facilities), among other uses. The element provides a number of goals
and policies with varying focuses that generally touch upon support for accommodating uses that improve the
quality of life of residents, which could include new culture and arts facilities, and policies to accommodate
adequate community supporting uses, such as libraries, museums, and other community or recreation centers.
Relevant policies are listed below:
Policy LU 2.4: Economic Development: Accommodate uses that maintain or enhance Newport Beach’s
fiscal health and account for market demands, while maintaining and improving the quality of life for current
and future residents.
Policy LU 2.8: Adequate Infrastructure: Accommodate the types, densities, and mix of land uses that can
be adequately supported by transportation and utility infrastructure (water, sewer, storm drainage, energy,
and so on) and public services (schools, parks, libraries, seniors, youth, police, fire, and so on).
Policy LU 6.1.1: Adequate Community Supporting Uses: Accommodate schools, government administrative and
operational facilities, fire stations and police facilities, religious facilities, schools, cultural facilities, museums,
interpretative centers, and hospitals to serve the needs of Newport Beach’s residents and businesses.
Policy LU 6.1.2: Siting of New Development: Allow for the development of new public and institutional
facilities within the City provided that the use and development facilities are compatible with adjoining land
uses, environmentally suitable, and can be supported by transportation and utility infrastructure.
3.2.2 Adopted Historical Resources Element
First adopted in 2006 as part of the City’s comprehensive General Plan, the adopted Historical Resources Element
outlines the City’s commitment to recognizing, maintaining, and protecting Newport Beach’s historic, archeological,
and paleontological resources. The primary objective of the element is to preserve and maintain Newport Beach’s
resources in order to create an awareness and appreciation for its rich history. While the adopted Historical
Resources Element does not explicitly discuss arts, culture events and art present a unique opportunity to raise
awareness and appreciation of Newport Beach’s history. This connection between history and culture is reflected
in various ways, including the Newport Harbor Nautical Museum, which displays local photographs, artifacts, and
memorabilia related to the rich industrial and recreational history of Newport Beach.
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3.2.3 Adopted Recreation Element
The adopted Recreation Element ensures the provision of sufficient parks and recreation facilities for the residential
and business population of Newport Beach. The element includes descriptions of each park type and marine
recreation facility, existing issues and needs, and associated goals and policies. As it relates to the adopted Arts
and Cultural Element, the adopted Recreation Element provides planning for the City’s recreational and education
programming. The City currently offers a wide variety of arts-based programming through the Department of
Recreation & Senior Services. Additionally, the City’s many parks serve as integral outdoor assets for many existing
and future temporary events (either private or City-partnered/sponsored) such as film production, surfing contests,
volleyball tournaments, runs, races, concerts, boat shows, and other such competitions, and exhibitions. These
temporary events and the locations that support them help define Newport Beach’s unique coastal identity. Policies
also are included regarding the joint use of facilities, which could include space for art exhibits, performances, or
other arts and cultural events. The following goal and policies are related to the adopted Arts and Cultural Element.
Goal R 4: Provision of Recreation Programs: Provision of a variety of seasonal and year-round
recreational programs designed to meet the needs of all residents, including children, seniors, and
persons with special needs.
Policy R 4.3: Variety of Programs: Provide a variety of quality programs offered in safe and secure
environments for the community’s youth that enhance and extend the learning day, promote health and
wellness, encourage expansion of skills, and reinforce self-esteem, good character, and positive behavior.
Policy R 4.5: Variety of Adult Recreational Programs: Provide a variety of quality enrichment and recreational
programs for the adult population that promote health and wellness; development and/or enhancement of
skills and talents; extend learning opportunities; promote sportsmanship; and provide unique opportunities
to engage in new activities.
Policy R 4.7: Senior Programs: Provide quality services and programs which meet social, recreational and
health needs of the senior population.
Policy R 5.1: Non-City Facilities and Open Space: Utilize non-City recreational facilities and open space (e.g.,
Newport-Mesa Unified School District, county, and state facilities) to supplement the park and recreational
needs of the community. Maintain the use of existing shared facilities, and expand the use of non-city
facilities/amenities where desirable and feasible.
Policy R 5.2: School Districts: Expand and maintain existing joint use agreements with Newport-Mesa
Unified School District for use of facilities that will enhance the provision of parks and recreational facilities
for residents.
Policy R 5.3: New Joint-Use Agreements: Develop additional long-term, joint-use agreements with other
public and private agencies to assure recreation facilities for future generations.
Policy R 9.6: Special Events: Require that impacts to public access, recreation, and coastal resources be
minimized as a result from special events.
3.2.4 Adopted Circulation Element
The adopted Circulation Element, updated in 2022 (not included as part of the comprehensive General Plan Update
process), provides a holistic overview of the regional and local transportation facilities, transportation trends, and
associated goals and policies. Among other topics, the element discusses how events, such as those events
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sponsored by or in partnership with the City, may require additional coordination, preparation, and planning to head
off community traffic impacts.
Seeing as many of the arts and cultural events draw large crowds, policies that discuss alternative transportation
and parking practices may correlate to the City’s sponsored or partnered events. The following goal and policies
relate to arts and cultural facilities, events, and programs:
Goal CE 1.2: Reduced summertime visitor traffic impacts.
Policy CE 1.2.2: Shuttle Service: Encourage remote visitor parking and shuttle services.
Policy CE 4.1.3: Seasonal Public Transit: Coordinate with OCTA to provide seasonal, recreational, and
special events shuttles.
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4 Regulatory Review
While the inclusion of an Arts and Cultural Element is not required by any federal or state law, nor are arts and
culture required to be analyzed as part of the seven mandated elements of a general plan, California Government
Code Section 65303 provides jurisdictions the opportunity to include any other elements that relate to the physical
development of that jurisdiction. The following sections outline the applicable local and state regulations that guide
the planning and operational support for arts and culture within Newport Beach.
4.1 State Regulations
The existing Arts and Cultural Element includes public facilities, such as the City’s libraries and community centers,
as public assets that provide community-based arts, cultural, and literary enrichment opportunities. Under state
law, California Government Code Section 65302(a) requires a city to address a jurisdiction’s proposed general
distribution, location, and extent of uses for public buildings and grounds, which include community centers and
libraries. The City’s adopted Land Use Element addresses this requirement through adopted Land Use Goal 2 (Policy
LU 2.8: Adequate Infrastructure) and Land Use Goal 6.1 (Policy LU 6.1.1: Adequate Community Supporting Uses
and Policy 6.1.2: Siting of New Development).
4.2 Local Regulations
The City regulates arts and culture activities through the Newport Beach City Council Policy Manual and the NBMC.
The City’s local policies outline the role and importance of art and culture within Newport Beach and the process
the City follows to support and promote art and culture in the community. The NBMC provides a comprehensive
guide for how the City operates, regulates, and supports the cultural and arts industries and the City’s unique
cultural identity.
4.2.1 Newport Beach City Council Policy Manual
Art in Public Places (I-9)
Originally adopted in 1986 and amended in August 2017, Policy I-9 recognizes the positive impact art plays in
enhancing public spaces. The policy establishes the City’s intention to incorporate art and artists in the City planning
and design processes. The City’s Arts Commission is provided review authority for any future modifications,
relocation, repairs, and/or replacement associated with art in public places.1
Financial Support for Culture and Arts (I-10)
As amended in August 2017, Policy I-10 recognizes the importance of promoting culture and the arts within Newport
Beach and establishes a Reserve Fund to develop an arts and culture master plan, acquire land and/or construct
facilities to promote art, and institute other art promotion projects. As approved by the City Council, $55,000 each
1 City of Newport Beach. 2017a. “Art in Public Places (I-9).” In Newport Beach City Council Policy Manual. Last amended August 8, 2017. Accessed October 4, 2023. https://www.newportbeachca.gov/home/showpublisheddocument/2445
/636385635248500000.
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year shall be provided with the assumption that the community will match the funds equally through contributions
or donations. The policy also provides guidance on financially sponsoring art and cultural events, stating that no
amount of support shall exceed 50% of the Arts Commissions’ annual budget, and provides a number of priority
considerations for granting support.2
Acquisition of Art by the City of Newport Beach (I-11)
As amended in May 2015, Policy I-11 supports art placed in public sites or in public buildings. The policy establishes
that each conveyance of art to the City, be it through donation, exhibition, loan, sale, or commission, be reviewed
by the Arts Commission for recommendation to the City Council.3
4.2.2 City of Newport Beach’s Municipal Code
The City supports arts and culture, directly and indirectly, within the NBMC. The following uses and activities relate
specifically to supporting culture and arts:
Handicraft Industry
Defined in Chapter 20.70 (Definitions), the handicraft industry includes establishments engaged in on-site
production of goods by hand involving the use of hand tools and small-scale equipment and the incidental direct
sale to consumers. Examples of these products include, but are not limited to, candles, ceramics, mosaics, sporting
and athletic goods, and wood carving. The handicraft industry is permitted by right in the Office-Airport (OA) zoning
district, all commercial retail zoning districts identified in Chapter 20.20 (OA, OG, OM, OR, CC, CG, CM, CN, CV, CV-
LV), all mixed use zoning district identified in Chapter 20.22 (Mixed Use Zoning Districts) (MU-W1, MU-W2, MU-V,
MU-MM, MU-DW, MU-CV/15th St), and the industrial (IG) zoning district identified in Chapter 20.24 (Industrial
Zoning District). As defined in Section 20.40.040 (Off-Street Parking Spaces Required), the off-street parking
requirement is 1 parking space per 1,000 square feet. As defined in Chapter 20.40.040 (Off-Street Parking Spaces
Required), the off-street parking requirement is 1 parking space per 500 square feet.
Artist’s Studio
Defined in Chapter 20.70 (Definitions), an artist’s studio is a workspace for artists and artisans, including
individuals practicing one of the fine arts or skilled in an applied arts or craft and producing custom-made works;
an artist’s studio does not include the handicraft industry. Artist’s studios are permitted by right in all mixed use
zoning districts identified in Chapter 20.22 (Mixed Use Zoning Districts) (MU-W1, MU-W2, MU-V, MU-MM, MU-DW,
MU-CV/15th St) and commercial retail zoning districts identified in Chapter 20.20 (OA, OG, OM, OR, CC, CG, CM,
CN, CV, CV-LV). As defined in Section 20.40.040 (Off-Street Parking Spaces Required), the off-street parking
requirement is 1 parking space per 1,000 square feet.
2 City of Newport Beach. 2017b. “Financial Support for Culture and Arts (I-10).” In Newport Beach City Council Policy Manual. Last
amended August 8, 2017. Accessed October 4, 2023. https://www.newportbeachca.gov/home/showpublisheddocument/2444
/636385636959430000.
3 City of Newport Beach. 2015. “Acquisition of Art by the City of Newport Beach (I-11). In Newport Beach City Council Policy Manual. Last Amended May 12, 2015. Accessed October 4, 2023. https://www.newportbeachca.gov/home
/showpublisheddocument/20998/635745358839670000.
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Section 5.04.100 (Exemption for Artists and Art Exhibits) also discusses how artists and art exhibits are exempt
from acquiring a business license if their exhibition or art display does not result in annual gross receipts in excess
of $3,800, as adjusted by the Consumer Price Index.
Live/Work Units
Chapter 21.70 (Definitions) defines live/work units as structures or spaces within structures that are used jointly
for commercial and residential purposes. Live/work units are permitted by right in the following zoning districts:
MU-V (Mixed-Use Vertical), MU-MM (Mixed-Use Mariners’ Mile), MU-DW (Mixed-Use Dover/Westcliff), and MU-
CV/15th St (Mixed-Use Cannery Village and 15th Street) with limitations. As defined in Section 20.40.040 (Off-
Street Parking Spaces Required), the off-street parking requirement is two parking spaces per unit in a garage, plus
two spaces for guest/customer parking. While live/work units are not specifically called out in the MU-W1 (Mixed-
Use Water) and MU-W2 (Mixed-Use Water) districts, residential units are allowed over commercial units, with the
handicraft industry as a permitted use in both zones.
Special Events
Seeing as the City hosts many large special events benefitting and supporting arts and culture within the community,
special events and how they are permitted directly impact the City’s arts and culture program. Chapter 11.03 (Special
Events) outlines the permitting process for special events, including the applicability, type of permit, standards and
requirements, and permit review procedures needed to host a special event. Section 11.03.060.E (Review Process)
outlines steps the City may take to review an application, which could include additional department review, public notice
of the proposed event to property owners, and/or additional conditions of approval prior to permit issuance. Among other
exempt activities, events held or conducted by or on behalf of the City, a public school, or the state conducted on property
owned or leased by such entity are exempt from the permitting provisions.
4.2.3 2014 Master Arts and Culture Plan
In 2014, the City partnered with Arts Orange County (also known as Arts OC) to prepare a Master Arts and Culture
Plan. The document serves as a valuable roadmap for future planning for the City’s arts and cultural programs, in
addition to the larger network of arts organizations and programs. The 2014 Master Arts and Culture Plan looks at
existing City policies related to the arts, inventories existing community assets, outlines the role arts play within the
City and regional economies, and includes 10 recommendations to strengthen the City’s commitment to a
comprehensive and robust arts and cultural landscape. Though the report was produced nearly 10 years ago, the
following recommendations are generally still applicable:
Grow public investment in arts and culture
Establish an appropriately-staffed division of arts and culture
Establish arts-friendly city policies
Develop a 21st century arts and culture communication plan
Develop a multi-faceted approach to arts and culture programming
Refine the City’s public art policy
Develop new accessible creative spaces
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Animate existing City parks, beaches, and other public spaces with unique programming, signature events,
and neighborhood festivals.
Establish key partnerships that support arts education
Include aesthetic considerations in City processes that review and approve public and private development of
the built environment
Additionally, the document includes valuable resources such as short- and mid-term action steps for consideration
and access to public survey and public forum/stakeholder interview data, among other information sources.
4.2.4 City of Newport Beach Capital Improvement Program
The City’s CIP serves as a living roadmap for the provision of public improvements, special projects, and ongoing
maintenance programs, as well as implementation of the City’s master plans.4 The fiscal years (FYs) 2023–2024
through 2028–2029 Capital Improvement Program (CIP) was adopted by the Newport Beach City Council on June
13, 2023. While the CIP addresses a number of capital improvement projects that will enhance the community’s
quality of life, the following projects were identified as being related to the City’s arts, cultural, and literary offerings:
Balboa Library/Fire Station No. 1 Replacement (Project No. 23F12): This project involves the design and
construction of a new facility to replace the Balboa Branch Library and Fire Station No. 1, both located at 110 East
Balboa Boulevard. The existing structures, which have been in service for nearly 60 years, have exceeded their
useful service lives. To maximize the available space and to take advantage of common public areas, the two
buildings will be replaced within a single new facility. In FY 2023–2024, an architect and other professionals will
provide preliminary concepts and final design for replacing the facilities at their current location. A total of $6.7
million is allocated for this project within the CIP period.
Central Library Lecture Hall (Project No. 19F11): This project provides funding for the design, construction, and
construction management of a new lecture hall at the Central Library. Based on the growing success of numerous
programs and community events, the Library Foundation and Library Services have collaborated on the
development of a separate lecture hall. Just over $11.6 million is allocated for this project within the 2023-2024
CIP period.
Facilities Maintenance Master Plan Program (Project No. 24F02): This project prioritizes repairs and/or major
maintenance of City facilities based on factors that include current conditions and age of facilities. According to the
CIP, this FY’s project list includes planned work at community centers, libraries, and Marina Park, among other
facilities. A total of $17.475 million is allocated for this project within the CIP period.
Balboa Peninsula Summer Trolley (Project No. 19T13): This project continues operational funding for the Balboa
Peninsula Summer Trolley, a free shuttle service traveling from Newport Boulevard to Balboa Village and back.
The City contracts with a private operator to provide 20-passenger shuttles for this service. A total of $497,500 is
allocated for this project over the CIP period, for a total of $1.463 million (including prior year expenses).
4 City of Newport Beach. 2023a. Fiscal Year 2023-24 Through 2028-29 Capital Improvement Program. June 2023. Accessed on
October 24, 2023. https://ecms.newportbeachca.gov/WEB/DocView.aspx?id=2913482&dbid=0&repo=CNB&cr=1.
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5 Existing Conditions
5.1 Regional Context
The public art offerings unique to Newport Beach are part of a much greater creative tapestry that extends across
the region. Located in nearby Costa Mesa, the Segerstrom Center for the Arts is Orange County’s largest non-profit
arts organization. This regional cultural institution is renowned for its world-class performing arts venues for dance,
music, and theater, including the Renée and Henry Segerstrom Concert Hall and the Judy Morr Theater. The center
bolstered its offerings in 2022, when the Orange County Museum of Art and South Coast Repertory moved into their
new campus.
Educational institutions are also significant contributors to the region’s arts and cultural scene. The Laguna College
of Art and Design in Laguna Beach offers a series of community education courses that include figure drawing
workshops and painting classes. Community members may also access the school’s Dennis and Leslie Power
Library during open hours. The University of California, Irvine, Claire Trevor School of the Arts hosts public
productions by students enrolled in one of the school’s four departments: art, dance, drama, and music. Other
cultural institutions located within 10 miles of Newport Beach include the Bowers Museum in Santa Ana, the Laguna
Art Museum in Laguna Beach, and the Irvine Barclay Theatre located on the University of California, Irvine, campus.
5.2 Local Context
Artistic and cultural endeavors and traditions have played an important role in shaping community life, values, and
the overall culture and economy of Newport Beach. A pioneer of arts and culture in the region, Newport Beach
served as the original site of the Orange County Museum of Art (then the Balboa Pavilion Gallery) and the South
Coast Repertory, before they moved to their new home at the Segerstrom Center for the Arts in Costa Mesa in 2022.
Although these facilities are no longer located in Newport Beach, Newport Beach residents continue to embrace
arts and culture through newly adopted traditions and facilities that are at the core of the community.
The City has long acknowledged the importance of arts and culture and supported efforts that seek to further
enhance the beauty and elegance of its communities. To demonstrate its commitment to expanding its artistic
footprint, the City included an Arts and Cultural Element in the 2006 General Plan. In 2014, the City strengthened
this commitment by releasing the Newport Beach Master Arts and Culture Plan, a structured framework detailing
the community’s vision for cultural and arts programs, including the goals and actions necessary to implement it.5
The comprehensive General Plan Update is an opportunity to build upon past efforts and explore new and innovative
strategies that will further cement the legacy and impact of arts and culture in Newport Beach.
5 City of Newport Beach. 2014a. Newport Beach Master Arts and Culture Plan. Prepared by Arts Orange County. November 25, 2014. Accessed September 25, 2023. https://artsoc.org/wp-content/uploads/2021/03/NB_Master_Arts
_and_Culture_Plan_2014.pdf.
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5.2.1 Cultural Arts Funding and Staffing
The City allocates funding for the arts via the City’s Library Department in the annual budget. A significant portion
of library funding is reserved for administrative operations and management of each branch, including staffing
costs; arts and cultural programming receives a significantly smaller portion of budget. In the City’s adopted budget
for FY 2023–2024, the Library Department received $10,259,001 in total funding and allocated $254,388, or
roughly 2.5%, of that funding to the Cultural Arts division. The City’s adopted FY 2023–2024 budget includes
contracted professional services equal to $22,300. The budget also outlines $60,500 for arts-related
programming, which is operated through the Department of Recreation and Senior Services budget, and $135,000
for the Sculpture Garden.6
Additional funding for the promotion of arts and culture citywide is provided by the City Council through the Reserve
Fund for Culture and Arts. Funding is mandated by City Council Policy I-10, Financial Support for Culture and Arts,
which requires an annual contribution of $55,000 to the fund. Per Newport Beach policy, all expenditures from the
reserve fund should be matched by the community as individual contributions and donations. The Newport Beach
Arts Foundation, initially established to fundraise money in support of the City’s public art program, has contributed
to the City’s arts and cultural programs since 2012.
Eligible activities covered by the fund must be approved by the City Council and may include the development of a
Master Arts and Culture Plan, the acquisition of land and/or construction of artistic and cultural facilities, and the
promotion of arts and cultural projects. In FY 2022–2023, the Arts Commission provided $30,000 in funding to
several organizations providing cultural and arts grants to the community. Selected organizations include the
Balboa Island Improvement Association, which received $3,000 to support the Balboa Island Classical Concert
Series, and the Laguna Playhouse, which received $5,000 to support the Our Stories program, a series of theatrical
and fine art workshops for students and individuals in youth shelters in the Newport-Mesa Unified School District.
Additionally, as of 2022, the Arts Commission initiated a new youth program, the Student Art Exhibition, which
provided $525 in funding to students in grades pre-K through 12th.
Members of the General Plan Advisory Committee (GPAC) have conveyed a need for increased funding and access
to facilities to support the arts in Newport Beach. Potential revenue streams could include private contributions
from the community, which would require raised awareness of the arts in Newport Beach and increased funds
through City sources such as grant funding, which would require staff resources to track and pursue grants. Efforts
to reduce costs for the arts could involve fee waivers for the use of City facilities for art events. Strategies to
financially support the arts should be supported through policies of the updated General Plan.
5.2.2 Partners
In addition to the Arts Commission and its supporting non-profit organization, Newport Beach Arts Foundation, the
City maintains a rich network of private non-profit arts organizations, artists, and other commercial businesses and
facilities that facilitate access to the arts. There is a need to further build upon and foster partnerships to enhance
arts in Newport Beach. Below is an overview of the City’s key partners related to arts and culture. A more
6 City of Newport Beach. 2023b. Annual Budget Fiscal Year 2023–2024. Last modified August 30, 2023. Accessed September
25, 2023. https://ecms.newportbeachca.gov/WEB/DocView.aspx?id=2912988&dbid=0&repo=CNB.
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comprehensive listing of all private businesses, galleries, artists, and other arts and cultural supportive institutions
is presented in the 2014 Master Arts and Culture Plan, however some of this information may be outdated.
City of Newport Beach Departments
Both the Library Services and Recreation and Senior Services Departments directly contribute to the success of the
arts, literary, and cultural offerings of the City. The Library Services Department provides the primary staffing for the
Library and Cultural Arts divisions, helps integrate public art at the various library branches, and hosts lectures,
workshops, cultural events, among other activities. The Recreation and Senior Services Department helps facilitate
the arts-related programming and coordinate the various events held at parks and community centers.
City of Newport Beach Arts Commission
The City supports initiatives that aim to expand the reach of arts and culture citywide, many of which are supported
by several arts-affiliated organizations. As an affiliate of the Newport Beach City Council, the Arts Commission
directly advises the City Council on all matter related to arts and culture and thus shapes much of the artistic
landscape of Newport Beach.
Established in 1974, the Arts Commission helps raise citywide awareness of the arts through advocacy of relevant
programs and acts as the City Council’s advisory body for all artistic matters. Commissioners are appointed by the
City Council and may serve up to two consecutive 4-year terms. The Arts Commission advises the City Council on
design elements, such as paintings, statues, and decorations, for City property and provides recommendations on
policy related to the artistic aspects of the community. The Arts Commission may also approve and initiate activities
in Newport Beach including but not limited to visual arts, music, theater and dance, and literary arts.
The Arts Commission also maintains a working relationship with the City’s Library Services Department, specifically
through support of the Newport Beach Public Library’s Cultural Arts Division. The Arts Commission staff liaison is
the library services director, in addition to a cultural arts assistant staff member.
Newport Beach Arts Foundation
Founded in 1998, the Newport Beach Arts Foundation is a non-profit organization and the fundraising arm of the
Arts Commission. Events like the Art in the Park show and the Juried Art Exhibition that are closely affiliated with
the Arts Commission are supported by the Newport Beach Arts Foundation. By partnering with local artists and
businesses, the Newport Beach Arts Foundation supports the City’s cultural and arts community and helps provide
support the conveyance of public art within the Newport Beach Sculpture Exhibit.
Board of Library Trustees
The Board of Library Trustees are appointed by the Newport Beach City Council to make policy and oversee the
administration of the Newport Beach Public Library system. The Board of Library Trustees considers the annual
budget for library services and provides recommendations to City Council and the City Manager, as needed.
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Newport Beach Public Library Foundation
Closely affiliated with the Newport Beach Public Library, the Newport Beach Public Library Foundation is a joint
public-private partnership with the City that provides additional funding and support to the library. The organization
was instrumental in the funding and development of a new Central Library that opened in July 1994 and has since
continued to provide sponsorship of literary and cultural programs citywide. Programs curated by the foundation
include book discussion groups, a creative writing contest for teens, and the Witte Lectures, a series of lectures
that invite authors of critically acclaimed books to discuss contemporary issues such as racial disparities and
climate change with the audience, among other programs.
Friends of the Library
The Friends of the Library was begun in 1957 by a dedicated group of volunteers. The mission of the Friends of the
Library is to donate all revenue to the library to fund various needs and projects. The group operates a used
bookstore out of the Central Library. The group also sells books of special value via Amazon or an auction house
where proceeds filter to the group. Additionally, the group has partnered with Ralphs, a chain grocery store, where
shoppers can link their Ralphs Rewards card to the Friends of the Library to participate in Ralphs Community
Contribution Program that provides funding to a participating organization. The Friends of the Library also hosts
triannual book sales.
Newport Beach Sister City Association
The Newport Beach Sister City Association is a non-profit, volunteer organization with the goal to promote
international communication, understanding, education, and friendship between the people of Newport Beach and
the people of foreign cities. These principles are put into action through facilitating cultural exchanges, fostering
business collaborations, encouraging student and teacher exchanges, providing student scholarships, hosting
families, and conducting fundraising initiatives. The City holds sister city affiliations with Okazaki, Japan; Antibes,
France; and Ensenada, BC, Mexico. However, there are few updates regarding recent efforts by the Sister City
Association, which presents opportunities to better foster this relationship through policies of the updated General
Plan.
Key Partner Organizations
In addition to the Arts Commission, the other two organizations listed as key partners in the 2014 Master Arts and
Culture Plan include the Newport Beach Public Library and Visit Newport Beach, the City’s tourism information
center. Other partners include the Newport-Mesa Unified School District, whose partnership with the City allows for
public use of the facilities at Corona Del Mar Middle and High School, including those housed within the school’s
performing arts center. Arts Orange County, the county’s official arts agency and a non-profit arts council, has
emerged as a major partner in recent years, serving as a primary collaborator on the 2014 Master Arts and Culture
Plan and curator of the selection of sculptures at the Newport Beach Civic Center Park. The 2014 Master Arts and
Culture Plan also identified potential regional partners such as the Claire Trevor School for the Arts at the University
of California, Irvine, and the Segerstrom Center for the Arts.
Other key partnership opportunities exist and should be pursued with organizations such as the University of
California Irvine, the Costa Mesa School District. School districts in Newport Beach can play an important role in
the arts to help support youth programming through the use of facilities and can be recipients of essential arts
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funding. Efforts to support youth arts should consider neighborhoods across the City to ensure that all children have
access to arts programs. Additional partnership opportunities should be pursued and this should be supported by
policies in the updated General Plan.
5.2.3 Educational Programs and Activities
Throughout the year, the Cultural Arts division supports a variety of special lecture programs, discussion groups,
and workshops on varying topics (see Section 4.2.6, Libraries, for a more detailed account). Additionally, the City’s
Department of Recreation and Senior Services offers classes in all art disciplines year-round for all ages and
abilities. Fee-based class offerings range from drawing and painting to theatre, dancing, and creative writing.
Classes are outlined in the Newport Navigator, an online and in-print seasonal reference guide. Classes are offered
in-person and online. City-sponsored programming takes place at the Civic Center, OASIS Senior Center, and the
Newport Coast Community Center, among other facilities and locations.
In addition to the programming provided directly by the City, Newport Beach’s public and private schools host a
number of educational offerings such as at Newport Harbor High School and Corona Del Mar Middle and High
School, as well as Sage Hill School and Pacifica Christian High School. Schools typically offer classes in dance,
theatre, studio art, music, and more. The Performing Arts Academy at Newport Harbor High School is comprised of
several departments: theatre arts, vocal music, instrumental music, and dance. Students of these programs learn
and perform at the school’s Norman R. Loats Performing Arts Center, a state-of-the-art facility that contains a dance
studio, music room and studio, a piano lab, the Black Box Theater, and the Robert B. Wentz Theater.
The Performing and Multimedia Arts Academy at Corona Del Mar Middle and High School offers structured pathways
designed to help students specialize in multiple arts areas including dance, musical theatre, visual and media arts,
and vocal music. Students can hone their skills by participating in one of the school’s organizations like the
Backstage and Performing Artists Company or the Orchesis Dance Company. Productions and performances of
these groups typically take place at the Corona Del Mar High School Performing Arts Center, which may be rented
out to the community for public use.
While there are a variety of educational programs and activities related to arts and culture, there is opportunity to
further build upon awareness of events in Newport Beach. Increased awareness of arts and culture in Newport
Beach can help to create a strong sense of community, connection, and understanding. Marketing in the form of
social media as well as more traditional methods can help reach a variety of demographic groups to bring the
community together for the arts and this can be supported through policies of the updated General Plan.
5.2.4 Events and Festivals
Arts and cultural activities are hosted throughout the year and include art exhibits at the Newport Beach Central
Library, Sunday Musicales, the annual Newport Beach Art Exhibition, and Summer Concerts on the Green, a summer
concert series presented by the City’s Arts Commission. These events are free and open to the public, facilitating
open access to arts and culture.
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Sunday Musicales, Summer Concerts on the Green, and Movies in the Park
The Sunday Musicale program is a free program presented by the Newport Beach Public Library that showcases
performers of classical and instrumental music. Events within the program take place at the Central Library for 1
hour on select Sundays throughout the year. A similar program, Summer Concerts on the Green, is presented by
the City’s Arts Commission and hosts non-classical musical performers and acts. Unlike the Sunday Musicale
program, this event takes place outdoors on the Newport Beach Civic Center Green and, on occasion, other venues
such as Marina Park. The Department of Recreation and Senior Services also holds Movies in the Park, a series of
free movie offerings located at different parks throughout the community.
Newport Beach Art Exhibition
The Newport Beach Civic Center also serves as the venue for the Newport Beach Art Exhibition, an annual event and
juried art exhibition that provides artists with an opportunity to showcase and sell original work to the public. Due to
the juried nature of the event, artists may also compete for awards in categories for paintings, drawings, three-
dimensional art, and photographs. The event also supports the Newport Beach Arts Foundation, with 20% of each
sale made at the event donated to the organization, which operates as the fundraising arm of the Arts Commission.
Student Art Exhibition
In 2022, the Arts Commission initiated a new youth program known as the Student Art Exhibition. Through this
program, students in grades pre-K through 12th are encouraged to submit their two-dimensional original artwork
in the following mediums: painting (acrylic, oil, watercolor), drawing (ink, pencil, charcoal, pastel, markers, crayons),
or collage. In 2022, a total of nine winners (and three honorable mentions) were awarded a total of $525 collectively
through three categories (Pre-K–3rd grade, 4th–7th grade, and 8th–12th grade).
Art in the Park
Similar to the Newport Beach Art Exhibition, Art in the Park, an annual public art exhibition sponsored by the Newport
Beach Arts Foundation, features paintings, ceramics, textiles, glass, wood, and jewelry works, among other
mediums, that can be purchased by attendees. The event typically takes place at the Civic Center and includes over
100 artists, art activities for children, food, and music.
Other Non-City-Sponsored Arts Events
Contributing to the larger arts scene, there are many other non-City-sponsored annual events. Such events can be
supported by the updated General Plan through policies that support advertising, education, and the use of City facilities,
where appropriate. These events include, but are not limited to, the following:
Annual Lighting of the Bay
Annual Newport Beach Sandcastle Contest
Balboa Island Artwalk
Balboa Island Parade
Baroque Music Festival
The Decorative Arts Society Lecture Series
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Fall Faire and Artisan Marketplace at the Environmental Nature Center
Fashon Island’s Holiday Tree Lighting
Hyatt Regency Newport Beach Jazz Festival
Hyatt Regency Summer Concert Series
Imagination Celebration
Lunar New Year Celebration at Fashion Island
Newport Beach Classical Car and Truck Festival
Newport Beach Film Festival
Newport Boat Parade
Newport Dunes Movies on the Beach and Tunes at the Dunes
Taste of Balboa
Watercolor West International Juried Exhibition at the Art Gallery at Coastline College
Wooden Boat Festival
5.2.5 Facilities
The City owns and operates an array of different facilities, both indoors and outdoors, to support the multitude of
arts and cultural offerings throughout Newport Beach. From the beaches, wharves, parks, and piers to the City’s
four libraries, conference rooms, and community centers (including the OASIS Senior Center), the City provides
opportunities for classes, events, and other arts- and culture-related programming. The City also features art at
some of its facilities, however, there is opportunity for the City to expand the locations of rotating art shows to
ensure that art is being showcased at a variety of facilities that are accessible to populations across the City. Once
owned by the City but sold in 2016, the Balboa Theater is currently being renovated as a performing arts and special
event theater that will seat around 325 people. Once complete, the new theater will provide a space for live musical
performances, theatrical and film presentations, and private corporate events, community events, and private
celebrations.
Approved by the City Council in 2013, the Sculpture Exhibition in the Newport Beach Civic Center Park is a free
public space that features a rotating selection of public art selected by the Arts Commission. The exhibition, also
referred to as a “museum without walls” is comprised of pieces from artists throughout the country; the pieces are
typically on display for 2 years before being returned to the artists and replaced by a new phase, or set, of sculptures.
Members of the GPAC have noted that in some instances artists have offered to donate their sculptures to the City,
however due to the lack of resources needed to maintain the art long-term.
In recent years, Arts Orange County, the county’s official local arts agency, has assisted with the exhibit’s curation.
The Central Library and City Hall also include space for rotating art exhibitions. In addition to the Sculpture
Exhibition, public art can be found on display throughout Newport Beach in locations such as Castaways Park,
Balboa Island, and the Environmental Nature Center. The City created and hosts an interactive storymap online
with locations, pictures, and descriptions of the art pieces for users to navigate.
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Other Facilities
Arts and cultural institutions such as the Newport Theatre Arts Center, a local community theatre with a constant
rotation of shows and events, and the Balboa Island Museum, a facility dedicated to preserving the history and
culture of the island, provide individuals with access to information and resources that are unique to Newport Beach
and the region. As discussed in Section 4.2.3, Educational Programs and Activities, schools also serve as a valuable
resource for performing arts spaces and present opportunities for shared use of parks, theaters, and other facilities
that should be supported through the policies of the updated General Plan. Local businesses such as the Gong Art
Gallery and the Huse Skelly Gallery contribute to the local tapestry of arts and culture in Newport Beach. Both
facilities host exhibitions featuring pieces by local and guest artists, and the Huse Skelly Gallery offers fee-based
in-person and online workshops and classes for individuals to learn and refine their skills.
While there are existing facilities in the City, as further supported by Appendix A, smaller event venues have not
bounced back from the drop in post-pandemic sales in the same way that larger venues have. There are plans to
improve upon the existing Theater Arts Center, which presents an opportunity to consider improvements that can
meet a variety of local arts and culture needs.
5.2.6 Libraries
Libraries in Newport Beach offer much more to the community than books; they act as places where residents
gather, exchange ideas, socialize, and escape summer heat. The Newport Beach Central Library is considered by
many to be the heart of the community. Given its proximity to City Hall, the Newport Beach Central Library is
indicative of the community’s engaged role in City functions. The Central Library is bustling on any given day and
attracts residents for public events, offering opportunity for residents to feel connected to their local government.
The Newport Beach Public Library system is comprised of a Central Library and three additional branches including
the Balboa branch, the Corona del Mar branch, and the Crean Mariners branch. The Crean Mariners branch shares
the facility with the Mariners Elementary School, which has exclusive access to the children’s library during school
hours. As the host to a robust and extensive array of public offerings (including literacy services and tutoring; an
accredited high school diploma and career certificates programs [Career Online High School]; children, teens, and
adult services; events; lectures; and workshops), the library system plays a major role in shaping Newport Beach’s
cultural identity. As a social, educational, and cultural hub for Newport Beach, the library system provides
opportunities for community members to gather, while opening up new ways for people to explore new interests
and topics, further enriching their lives.
In addition to the branch locations listed above, drop off and pick up services are provided at three other locations:
the Newport Coast Community Center, the OASIS Senior Center, and the Marina Park Community and Sailing Center.
The system’s facility network serves many of Newport Beach’s residential and commercial areas, facilitating access
to library services. The four libraries provide access to both in-print and digital books and media. In addition to
accessing items like desktop and laptops, the City also provides access to check out “Tech Toys” such as GoPro
cameras, media converters, tablets, external hard drives, digital instruments and recording devices, and gaming
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devices. As of FY 2021–2022, the four libraries served 118,379 active borrowers and circulated 1,195,178
materials and 772,496 electronic materials.7
Civic Facilities
In addition to providing a wide range of services at four dedicated branch locations and limited services at three
community centers, the Newport Beach Public Library also operates as a major public arts and culture institution
to promote lifelong learning in Newport Beach. The Cultural Arts Division of the library promotes citywide arts and
cultural events and programming throughout the year. Many of the programs previously mentioned in this report
are hosted at library facilities such as the Newport Beach Central Library, where artists have the opportunity to
showcase their work in temporary exhibitions.
Sherman Library and Gardens
Though not City-owned and operated, the Sherman Library and Gardens is a historical research library containing
multiple collections of books, photographs, maps, and newspapers specializing in the history of the Pacific
Southwest. The library’s art collection features paintings by local artists and notable artists such as William Wendt.
The botanical garden includes over 100 species of palms, an orchid collection, sculptures, and a koi pond; it also
serves as the backdrop for performances, festivals, and other art displays.
5.2.7 Museums
Balboa Island Museum
Over the last decade, Newport Beach has experienced the closure and relocation of two museums, including the
closure of the Newport Sports Collection Museum in 2014 and the relocation of the Orange County Museum of Art
in 2022. However, Newport Beach is home to several other facilities including one active museum—the Balboa
Island Museum—which was established in 2018. Located on Balboa Island, the museum was founded to document,
preserve, and promote the history and culture of the island, Newport Beach, and Orange County. The museum is
located within a historic building on the island’s Main Street.
Sherman Library and Gardens
Additionally, as discussed earlier in Section 4.2.6, the Sherman Library and Gardens includes archival collections
covering a wide range of subject matter, generally relating to the 19th and 20th century history of the Pacific Southwest.
7 Newport Beach Public Library. 2023. “Facts & Figures.” Accessed October 24, 2023. https://www.newportbeachlibrary.org /about/news-and-press/facts-and-stats#:~:text=Current%20Library%20Budget%3A%20%249%2C898%2C816
%20Service,Population%3A%2083%2C727%20Active%20Borrowers%3A%20118%2C379.
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6 Issues and Opportunities
The City maintains a vibrant arts and cultural environment that holds a central position in the daily lives of its
residents, workers, and visitors. Opportunities to strengthen this foundation exist by enhancing access to arts and
cultural experiences and exploring new dimensions of artistic and cultural offerings. Based off a thorough review of
the City’s adopted General Plan elements, the existing regulatory framework, and the wealth of available community
arts, cultural, and literary assets today, prospective issues and opportunities that should be considered in the City’s
General Plan Update include the following:
Securing sustainable funding to secure longevity of art and cultural programming
Expanding partnerships to create synergies in arts and culture
Bridging the gap between arts and culture and economic development to attract and retain a talented workforce
Increasing educational opportunities around arts and culture to build on the strong sense of community
Chapter 6, Recommendations, identifies both the issues and opportunities and recommended policies and
strategies to address each topic.
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7 Recommendations
Propelling the Arts and Cultural Element forward necessitates a comprehensive approach and a commitment to
sustained growth. The recommendations discussed within this report build off the strong foundation set forth in the
adopted Arts and Cultural Element and the already established structure of the City’s cultural and arts program,
which is supported by City staff, dedicated Arts Commissioners, and numerous other arts, cultural, and literary
partners. Recommended solutions range from short-term actions (implementable within two years) to longer-term
commitments (actions that may take five or more years to implement) by the City. To secure the longevity of a
growing cultural and arts program, the City is asked to consider a thorough evaluation of sustainable funding options
to ensure a stable financial foundation for additional arts- and culture-related initiatives and programs. Moreover,
investing in dedicated cultural and arts staff is essential to guide and steer these endeavors effectively. Expanding
partnerships with various stakeholders would cultivate a synergistic environment. By analyzing and integrating art
and culture within the larger economic development landscape, the City has the opportunity to attract and grow a
vibrant creative class, attract additional visitors, and support local talent. Increasing public awareness about the
cultural significance of arts is pivotal, as well as expanding access to broader audiences. Opportunities exist on a
number of levels to further establish and support cultural, arts, and literary services within Newport Beach.
Together, these recommendations will help bolster a vibrant, sustainable, and culturally enriched future within
Newport Beach.
7.1 Maintain a standalone Arts and Culture Element
As discussed in Chapter 2, General Plan Review, Newport Beach currently has a standalone Arts and Cultural
Element. While a number of cities maintain standalone arts and culture elements, other cities weave support for
the arts and culture into the Land Use/Community Design Element, Recreation/Civic Facilities Element, and
Economic Development Element, among other options.
While integrating related components of the Arts and Cultural Element into other elements of the General Plan has
benefits that promote cross-sector collaboration and facilitate the seamless incorporation of arts and culture into
other aspects of city planning, maintaining a standalone Arts and Culture Element signifies the prominence and
legacy role that arts plays within the City. In order to build upon the City’s existing foundation and help promote arts
as an integral fixture within the community and the region, it is recommended to maintain a standalone Arts and
Culture Element. Arts is perceived by many in the community as the language that brings people together to develop
understanding, connection, and a sense of community and this can be fostered through a standalone Arts and
Culture Element Additionally, it is recommended to update the title of the element to change “Cultural” to “Culture”
in the title so as not to confuse the reader with the identification, preservation, or protection of any cultural or
archaeological resources. Working with the community to identify and define culture in Newport Beach will also be
of importance to assist in the development of goals and policies that will meet the long-term needs of the
community.
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7.2 Implement and Update the 2014 Master Arts and
Culture Plan
Nearly a decade after the 2014 Master Arts and Culture Plan was prepared by Arts Orange County, the findings and
recommendations are largely still relevant and applicable today. The 2014 Master Arts and Culture Plan was
carefully crafted with input from a number of different arts- and culture-focused stakeholders, partners, and
practitioners. While progress has been made, new technologies and arts advancements have arisen, and changes
within the City landscape have occurred since the report was developed, the recommendations could be further
implemented and integrated with modifications and updates in accordance with the following below sections. In
order to capture today’s issues and opportunities, it is recommended to update the 2014 Mast Arts and Culture
Plan on a regular basis (every five to ten years) in order to remain current with the evolving arts and culture scene
and capitalize on new technologies and advancements in the field. A regularly updated master plan can address
the short-term and long-term needs of all the districts across Newport Beach and can develop strategies for building
upon partnerships, identifying opportunities for needed facilities, connecting the community to the arts, and
increasing funding opportunities.
7.2.1 Grow Public and Private Investment in Arts and Culture
At the time the 2014 Master Arts and Culture Plan was written, the City’s cultural and arts program was funded by
the General Fund, the Reserve Fund for Cultural Arts, and the Public Arts and Cultural Facilities Fund (previously
referred to as Council Policy I-13, adopted in 2013). The Public Arts and Cultural Facilities Fund set aside 2 percent
of the unallocated public benefits fees (also considered a Percent-for-the-art program) for the acquisition and
maintenance of permanent art structures and installations in public places. Gifts and other monetary contributions
also factored into the City budget. In 2014 the City was also interested in allocating $150,000 from the City’s
Tourism Business Improvement District (TBID) to support the arts. Since then, the Public Arts and Cultural Facilities
Fund is no longer active, reducing the available funding for the cultural and arts program. Adding to this equation,
the City also receives support from the Newport Beach Arts Foundation. An opportunity remains to encourage more
support for the Arts Foundation through increased marketing and outreach, donation of in-kind resources, reduced
City-imposed fees, and increased access to needed facilities.
The 2014 Master Arts and Culture Plan recommended forming a task force to look at the City’s current arts funding
formulas and policies and providing recommendations for the use of existing and potential funding sources,
streamlining the annual budgeting process, establishing a clear working relationship with the Newport Beach Arts
Foundation, and garnering private donations through prominent art philanthropists.
Building upon these next steps, the City has the opportunity to expand funding opportunities to expand access to
programming, provide quality signature events, expand partnerships, and generally increase public awareness of
the arts and culture related offerings.
Funding mechanisms could include revenues from developer fees (also known as Percent-for-the-Art) and other
public-private partnerships, endowments, and grants. The Percent-for-the-Art program could be developed
separately for public projects, where a certain percentage of the construction value (typically 1 to 2 percentage
points) of a capital improvement project is set aside for public art at the site or placed in an arts fund, and for
private projects, where new development would require public art or an in-lieu fee.
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Additionally, while public funding opportunities can demonstrate a sustained commitment to the arts, the updated
General Plan can incorporate policies for the pursuit of private funding mechanisms, such as donations or
endowments, while finding creative ways to honor and celebrate such contributions. Funds should consider not only
the pursuit of and support for the arts but also, the long-term maintenance of art.
7.2.2 Establish an Appropriately Staffed Arts and Culture
Division
Aligned with the recommendation to appropriately staff the Cultural Arts division, the City could consider adding a
full-time, part-time, seasonal, or otherwise culture and arts position (either through consultant/contracted services
or directly through the City) to allow the City to expand its offerings and partnerships, leverage state and federal
grantmaking opportunities, provide more structured support to the Arts Commission, and coordinate enhanced
communication on events. Currently, the City does not have a dedicated full-time cultural arts position, where City
programs of similar size and budget are staffed from anywhere between 1 and 3 full time employees. Such a staff
person should be well-versed in grant writing, event planning, and should have a pulse on local happenings in the
arts. This role could also include regular updates such as a “Monthly Art Watch” to report out to the City Council
and increase awareness of the arts across the community.
Without a dedicated staff member, many of the recommendations within this report would fall upon the combined
efforts of other department staff and/or volunteer efforts. Based off the City’s existing organizational framework
and the organization of other similar cities, the position could be placed under the Recreation and Senior Services
Department and would provide cross-departmental support with the Library Services and Community Development
department (in close collaboration with the City Manager’s Office which provides economic development support).
7.2.3 Establish Arts-Friendly City Policies
This recommendation largely focuses on establishing a task force to address policies that further support artists,
non-profits, and other regional partners. Suggested policy considerations include reduced costs for public facility
use by artists, encouraging additional live/workspaces for artists, addressing parking and transportation issues
related to events, and promotion of non-City sponsored arts and culture events. Building upon this recommendation
in the context of supporting the larger creative economy, additional policy recommendations are included in
Recommendation 7.3, Reinforce the Role the Arts Play in Economic Development.
7.2.4 Develop a 21st Century Arts and Culture Communication
Plan
To further increase accessibility to the arts for all ages, abilities, and economic backgrounds, the City could benefit
from a comprehensive and coordinated outreach campaign and framework as outlined in the 2014 Master Arts
and Culture Plan. Building off the existing Policy CA 1.3 Promotion of Cultural Arts -- Build public awareness and
encourage participation in the City’s arts, cultural, and literary activities, it is recommended to enhance and further
define this policy to promote greater awareness of the arts of all cultures through the development of a
comprehensive and coordinated outreach campaign and framework. The goal of the Communication Plan should
be to better connect the community to the arts by providing access and visibility to programming, events, and
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opportunities to contribute to the larger arts community. As the recommendation suggests, an effective outreach
campaign and framework should be coordinated across operations of all public facilities (including parks,
community and recreation centers, and libraries) and should utilize the City’s existing relationships with the media
(both print and digital), social media channels, and other local and regional partners to expand the marketing reach.
Another recommendation would be to coordinate with City staff on increasing signage of upcoming events and
programming throughout all seven of the city’s districts to promote awareness and grow the reach of cultural arts
within the city.
7.2.5 Develop a Multi-Faceted Approach to Arts and Culture
Programming
In an effort to maintain existing respected and popular programs and establish new unique programming
opportunities, the City should continue to support programs like Art in the Park, Newport Film Festival, and library
lectures, for example, while also remaining open to prospective new signature events and programs. Additionally,
new or improved event venues in Newport Beach could help attract new events and programs. The City could further
invest in the Cultural Arts grants, which has recently grown from $25,000 annually to $30,000 annually. Should
additional funding for the cultural and arts program be made available through recommendation #1 of the Master
Arts and Culture Plan, individual grant awards could increase in addition to the fund itself.
The City can also establish “purposeful strategic partnerships” to play a role, not just in potential venue sharing,
but incorporating feedback for the larger arts and cultural planning and programming within the City. The task of
evaluating and exploring partnerships and other initiatives will likely require a substantial commitment from a full-
time staff person with experience managing relationships, which could build off of Section 7.2.2.
7.2.6 Refine the City’s Public Art Policy
Adopted Council Manual Policies I-9 and I-11 address the responsibilities of the Arts Commission in advising City
Council in both public art selection and placement. While both policies have been updated since 2003 and 2013
respectively, the City Council is considering policy additions to the policy I-9 that address suitability criteria.
Currently, site selection is left to the Arts Commission to determine suitability without formal principles or standards
to guide the process. With the adoption of suitability criteria, this could create a more objective process that
considers Citywide needs across various opportunity sites with a variety of types of art, rather than siloed
consideration on a project-by-project basis.
If the City wanted to further refine the public art policy, the City could consider the development of a Master Plan
for Art in Public Places to identify future locations for public art in all seven of the City’s districts. This could be
developed through a coordinated and thoughtful approach with input from all relevant city departments, the Arts
Commission, Arts Orange County, and the arts community.
Additionally, Council Manual Policies I-9 and I-11 could be updated to include criteria and guidelines for the
commissioning and conveyance of public art within the City. Updated policies should include provisions for how
public art is maintained over long periods of time, as maintenance of certain types of public art can be cost
prohibitive to growing the City’s current collection.
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7.2.7 Develop New Accessible Creative Spaces
The 2014 Arts and Culture Master Plan identified several expressed needs within the City in terms of facility space
to be used for art exhibits, venues, events, and performances. Of particular mention was the need for a large, 350-
seat flexible performance space and a teen center. Since the 2014 Master Arts and Culture Plan was released,
progress has been made on the newly renovated Balboa Theater and the new Central Library Lecture Hall. The City
could revisit facility needs to understand how to accommodate the growing needs of the arts community (e.g. via
venue sharing agreements) and compare findings against an updated market analysis. Through this analysis, the
City could identify any new facilities or existing facilities to be retrofitted to include spaces that can accommodate
arts and culture activities. Other examples of potential new facilities could include a youth-focused facility.
As a short-term option for additional temporary artist space, the City could consider amending the NBMC or
developing policies allowing temporary use of vacant ground floor commercial or lobby space for art exhibits, display
space, and “pop up” culture activities. This option would provide artists with a low impact solution for temporary,
tactical spaces to support their craft, while making use of available and underutilized commercial spaces
throughout the City.
7.2.8 Animate Existing City Parks, Beaches, and Other Public
Spaces
Outreach from the 2014 Master Arts and Culture Plan suggested that residents wanted to see expanded
programming, signature events, and neighborhood festivals throughout the City’s parks, beaches, and other public
spaces. Opportunities remain to further activate park spaces with cultural arts-related, interactive offerings such
as puppet theaters, pop-up art installations, and other more youth focused activities.
Public art is primarily used as a mechanism to activate public spaces, yet most pieces are stationary and take the
form of conventional pieces such as statues or sculptures. In recent years, many cities have commissioned
interactive art installations that encourage the community to have fun and experience joy through physically playing
with the art. Interactive art is at the heart of the playful city concept, which acknowledges the physical and mental
benefits of playing and addresses the lack of these opportunities, especially for adults, by embedding them
throughout the city throughout each of the seven districts– outside of designated playful spaces such as parks and
playgrounds – in the form of art. Many interactive art pieces are set up to provide quick, yet enjoyable, experiences
that can be found in everyday settings. The 2014 Master Arts and Culture Plan noted that community members are
interested in seeing arts in surprising locations.
In addition to facilitating human connection, public art may also be used to raise public awareness, educate
individuals, and stimulate thought and conversation on contemporary issues. Educational arts installations could
be erected on walking and nature trails to help connect the viewer to their surroundings, and could even serve to
connect the viewer to historic buildings, properties, or other landmarks.
Public spaces could be further animated through digital experiences and technologies. Cities around the world have
embraced hybrid and digital art experiences that combine technology, and sometimes music, with traditional forms
of art to create innovative and interactive installations. The City’s library system offers access to enhanced software
systems, recording and music production services, along with other services. To further enhance the City’s public
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art programming, the City could consider ways to incorporate digital experiences and technologies to augment the
City’s educational offerings. Opportunities include providing virtual reality access at libraries (e.g. within the City’s
existing Media Lab) or mobile audio tours of existing City landmarks and public art exhibits accessible via QR codes
and mobile phone applications. By expanding digital access to arts and culture, the City can enhance comfortability
around new technologies and increase participation in culture and arts.
7.2.9 Establish Key Partnerships that Support Arts Education
To increase opportunities to engage youth in the arts, the City is encouraged to proactively seek opportunities to
encourage venue-sharing for arts facilities and continued collaboration with educational institutions, such as the
Newport-Mesa Unified School District, University of California, Irvine, and the Costa Mesa School District. This could
include an appointed City staff liaison, such as an appointed staff person as described in Section 7.2.2, to
coordinate with the Newport-Mesa Unified School District on implementation of their strategic arts plan for public
schools.
7.2.10 Include Aesthetic Considerations in City Processes
It is important to incorporate input by arts and culture experts early in the development review process. The 2014
Master Arts and Culture Plan details that input should be sought from “everything from buildings to playground
equipment, from way-finding and interpretive signage to bus shelters and park benches.”
Artists can play a significant role in the planning process, contributing to the vibrant, inclusive, and aesthetically
pleasing urban environments. Through collaborative efforts with urban planners and residents, artists can help
shape public spaces that mirror the City’s distinct character while fostering a sense of identity and belonging.
7.3 Increase Access to Arts and Cultural Programming
Increased access to culture and arts can provide a number of benefits including encouraging diverse cultural
expression, increasing community and social cohesion, youth development and empowerment, among other
benefits. The City could build upon existing efforts such as the Student Art Exhibition, events that are free to the
public, and could strategically plan public events in locations that are accessible by various modes of transportation.
Further, the City should consider varying demographics through the advertising for arts and cultural programming
such as an increased social media presence for younger generations and mailers or other considerations for seniors
that may not be on social media. As of 2022, the City’s demographics largely reflect the following: 81.6% as White,
9.7% Hispanic or Latino, and 8.1% as Asian8 9. Twenty percent of residents are under the age of 18 years old, and
23.6% of residents are 65 years of age and over. Events could consider those that may not be able to or wish to
drive, those that need access to free events, and events that are tailored to a variety of ages, cultures, and other
characteristics.
8 The remaining racial and ethnic makeup includes 0.8% Black or African American alone, 0.3% American Indian and Alaska Native alone, and 0.1% Native Hawaiian and Other Pacific Islander alone.
9 “City of Newport Beach, California – Quickfacts.” U.S. Census Bureau. Accessed October 9, 2023.
https://www.census.gov/quickfacts/fact/table/newportbeachcitycalifornia/PST045222.
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7.4 Reinforce the Role the Arts Play in Economic
Development
Arts and culture are a major contributing factor in Newport Beach’s growing local economy, providing employment
opportunities and generating revenue from tourism and sales. According to the 2014 Master Arts and Culture Plan,
the creative economy (defined as the business, individuals, creative professions, and organizations and
manufacturing industries that support the cultural and artistic production of goods and services) contributes nearly
$57 million to the larger local economy annually. Support for the creative economy can attract and maintain
Newport Beach’s creative class while further developing the City’s reputation as an arts and culture supportive
environment. In order to support and expand the creative economy, the City can consider policies and
implementation measures that promote job growth and help attract the creative class such as the following:
Facilitate access to resources, services, and technical assistance for creative industries, entrepreneurs.
Study available options to provide in-kind resources and services to the arts, including
equipment/decorations, security, space, and the reduction of City-imposed fees.
Support a regular analysis of the economic benefits of arts and culture.
Support new and existing signature events that enhance the image of Newport Beach and help stimulate
the economy.
Support the development of live/work spaces and other flexible creative spaces.
Support cultural tourism opportunities by reviving the Arts Commission’s Museum Tours and supporting
other guided, self-guided, or fee-based touring efforts.
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Appendix A
Arts and Cultural Economic Analysis
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To: Dudek
From: Lance Harris - Pro Forma Advisors
Date: March, 20 2024
re: Newport Beach General Plan Update Economic Support – Arts and Culture Element
Memo Organization
This memorandum includes four sections. The first section presents population growth and socioeconomic information
that may impact the updated Arts and Culture Element in the City of Newport Beach (Newport Beach). The second
section reviews national trends and emerging arts and culture formats. The third section provides a review of Newport
Beach’s existing arts and culture supply, illustrative examples of their utilization, and any planned or proposed
developments. Finally, the last section provides a comparative analysis to better evaluate Newport Beach’s relative supply
of select arts and culture industries.
Market Overview
Population
Newport Beach experienced its greatest growth in the late 1990s and early 2000s, which preceded the General Plan.
Since 2005, the year prior to the General Plan’s adoption, population in Newport Beach has increased by approximately
1,700 people or less than 100 people per year. This historic growth is small, reflecting a compound annual growth rate of
approximately 0.1 percent. The following Figure 1 presents the Newport Beach population and associated growth in
comparison to Orange County (County). Total population increased by only two percent since 2005, which is
approximately a third of the growth rate of the larger County region.
Figure 1: Historic Population Growth (2005 – 2023)
Note: Population estimates referenced are from the Department of Finance and reflect the Newport Beach population as of January 1st of
each year.
Source: California Department of Finance (E-4)
81,678 83,411
102
106
0
20,000
40,000
60,000
80,000
100,000
100
102
104
106
108
110
Po
p
u
l
a
t
i
o
n
Gr
o
w
t
h
I
n
d
e
x
(2
0
0
5
=
1
0
0
)
Newport Beach Newport Beach Growth Index Orange County Growth Index
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Newport Beach Population and Age Projections
For comparison purposes, the 2020 Census data on population and age is presented in Table 1 in a format comparable
to the County projections. As noted, Newport Beach is indexing (total percent of the population’s age groups divided by
total percent of the County) lower in Children and Young Adults (under 24 years of age). The Young Workers and Family
Formation groups are comparable to the County while Newport Beach is over indexing with Empty Nesters and Seniors.
While there is no long-term population forecast by age for Newport Beach, it can be assumed that it will continue to have
a population with older residents relative to the County.
Table 1: Population by Age Comparison (2020)
Newport Beach Orange County Index
Number Percent of
Total Number Percent of
Total
Children/Young Adults (Under 24)
21,377 25%
1,028,153 32% 77.8
Young Workers (25 - 34)
11,698 14%
417,984 13% 104.7
Family Formation (35 - 54)
24,131 28%
800,483 25% 112.8
Empty Nesters (55 - 74)
20,210 24%
715,126 22% 105.7
Seniors (75+)
7,770 9%
225,443 7% 129.0
Total
85,186 100%
3,187,189 100% 100.0
Source: Department of Finance (P-3); US Census
According to the SCAG forecast, Newport Beach is estimated to reach a population of 92,000 in 2045. As noted, given
unprecedented impacts of the global pandemic and changes in people’s behavior regarding where to live and work,
growth has slowed in areas throughout California. Using the January 1st, 2023, population estimate for Newport Beach
and applying SCAG’s 2016 to 2045 CAGR suggests that the population will grow to approximately 88,650 in 2045.
Assuming Newport Beach follows the County’s change in population by age, the following Table 2 presents a breakdown
of the projected population growth by age group. These estimates suggest that increased demand will occur for
recreational activities for older individuals due to Seniors doubling in population over the next 20 plus years. On a
percentage basis, the greatest declines are for those under 24 with relatively modest change in the Family Formation and
Empty Nesters life stage categories.
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Table 2: Population Projection by Age for Newport Beach (2020 - 2045)
2020 2045 Change Percent Change
Children/Young Adults (Under 24)
21,377
18,422
(2,955) -14%
Young Workers (25 - 34)
11,698
10,557
(1,141) -10%
Family Formation (35 - 54)
24,131
23,948
(183) -1%
Empty Nesters (55 - 74)
20,210
20,170
(40) 0%
Seniors (75+)
7,770
15,553
7,782 100%
Total
85,186
88,650
3,464 4%
Source: SCAG; Pro Forma Advisors; US Census
Entertainment and Recreation Spending
Given the higher incomes of Newport Beach residents, the propensity to spend on arts and culture related activities is
significantly higher than the national average. In 2023 it is estimated that for major entertainment and admission related
spending Newport Beach has a potential spending index over twice the national average (Table 3).
Table 3: Entertainment/Recreational Fees and Admission Spending in Newport Beach (2023)
Average
Amount Spent
per Household Total (MM) SPI
Entertainment/Recreation Fees and Admissions $1,959 $75.4 233
Tickets to Theatre/Operas/Concerts $223 $8.6 243
Tickets to Movies $132 $5.1 209
Note: SPI = The Spending Potential Index (SPI) is household-based, and represents the amount spent for a product or service relative to
a national average of 100. MM= Millions of dollars.
Source: ESRI Business Analyst, Consumer Expenditure Survey, Bureau of Labor Statistics
Beyond the propensity to spend on arts and cultural activities, data collected by MRI-Simmons suggest that Newport
Beach residents also tend to participate in arts and cultural activities at a higher rate than the national average. As shown
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in the following Table 4, activities where residents had high participation include attending museums, theater, and various
musical performances.
Table 4: Arts and Culture Preferences in Newport Beach (2023)
Expected
Number of
Adults/HHs Percent MPI
Went to museum in last 12 months 16,339 22.6% 179
Attended classical music/opera performance/12 months 4,895 6.8% 203
Attended rock music performance in last 12 months 7,992 11.1% 140
Went to live theater in last 12 months 13,308 18.4% 183
Note: MPI = Market Potential Index, which measures the relative likelihood of the adults or households in the specified trade area to ex-
hibit certain consumer behavior or purchasing patterns compared to the U.S. An MPI of 100 represents the U.S. average.
Source: ESRI Business Analyst, MRI-Simmons.
The survey data can be contrasted with the previous survey conducted for the Newport Beach Master Arts & Culture Plan
in 2014. As noted in Figure 2 below, at the time of the survey, most residents went outside the city to experience various
theater, concert, and museum/galley experiences. It is important to note that Newport Beach libraries host a variety of
arts and cultural events and have a significantly high utilization during the time of the survey.
Figure 2: Newport Beach Stakeholder and Public Survey on Arts and Culture (2014)
Source: Newport Beach Master Arts & Culture Plan (Appendix B-2)
29%
33%
24%
93%
71%
67%
76%
7%
0%10%20%30%40%50%60%70%80%90%100%
Museum
Gallery
Formal Theatre or Concert Hall
Library
Within Newport Beach Outside Newport Beach
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Art and Culture Trends
National
The Fine & Performing Arts sector comprises mostly live performance activities (e.g. concerts and theater). Following
COVID related closures in 2020 and 2021, large music events and music festivals have bounced back and even
increased beyond pre-pandemic levels. The average number of tickets sold per show and average ticket price all show
upward movement among the top 100 North American tours in comparison to totals from 2019, the last full year of live
activity prior to the pandemic. During the first half of 2022, gross averages for an average box-office of approximately
$856,200 per show. This represents a 24.4 percent increase over the $688,500 gross average in 2019’s mid-year
analysis.
On the other hand, smaller venues like local theaters are facing a longer road to recovery. As shown in the figure below,
the nationwide average ticket sales for performing arts organizations are around 75 percent of what they were before the
pandemic. As a result, many regional theaters have closed or are struggling to continue operations. The pandemic
accelerated longer-term trends that have been challenging the theater sector for years, including but not limited to the
declining number of ticket subscribers (e.g. season) as well as people trading live theater for other forms of entertainment
as rising costs of living put pressure on levels of discretionary spending. Furthermore, live theater attracts generally older
audience a demographic that was more typically conscious about returning to crowds due to health concerns.
Figure 3: Industry Ticket Price Analysis (2019 – 2022)
Source: JCA Arts and Marketing (2022)
Demographic Trends
It has been widely reported that Millennials (those born between 1981 and 1996 roughly) and Gen Z (those born between
1997 and 2012 roughly) Americans tend to use a larger proportion on their discretionary spending on experiences. In
fact, surveys suggest that more than 78 percent of Millennials would choose to spend money on a “desirable experience”
or event over buying something desirable. Approximately 55 percent of the age cohort note that they are spending more
on events and live experiences than prior to the pandemic. This shift in priorities, compared to previous generations,
supports the growth of an economy driven by the consumption of experiences. As such, as these demographic blocks
75%
70%
64%
72%
65%
59%
69%
56%
48%
0%10%20%30%40%50%60%70%80%90%100%
Top Prices
Middle Prices
Bottom Prices
2018-2019 2019-2020 2021-2022
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make up most consumers, it will be important for attractions (inclusive of arts and culture) to recognize them as the
dominant spending group and tailor their experiences to match their expectations. Millennials and Gen Z typically look for:
• Opportunities to create memories: 18-24-year-olds make up the largest demographic of Instagram users. They
also respond well to experiential marketing that encourages them to share their experiences on social media and
save their favorite moments.
• Bonding experiences: 79% of Millennials feel that going to live events with family and friends helps deepen their
personal relationships. In many cases, they will meet someone at an event that will become a friend in the future.
The key takeaway from the reported trends is that Gen Z and Millennials value memories and are willing to pay for unique
experiences compared to Baby Boomers and Gen X individuals. This presents some interesting issues as Newport Beach
has an aging community that might not be aligned with these trends, particularly as they relate to arts and culture.
Emerging and Popular Arts and Culture
The following section profiles recent trends in music and arts. A generally consistent trend across most platforms is the
incorporation of technology and immersive experiences with art. The continued popularity of social media helps
strengthen the appeal of highly visible and social arts and culture experiences that can be shared and popularized among
social networks.
Music Festivals: Popularized in the 1990s during Lollapalooza, which borrowed from the Redding Festival in Britain as well
as historic Woodstock, music festivals are an increasingly desired way to see a variety of bands. Music festivals typically
take place outdoors and are often held for a weekend or longer. Festivals also can feature numerous acts on multiple
stages with a lineup unified by a similar genre, but sometimes an eclectic mix unified by the event itself.
Alternative Music Venues: Sphere at The Venetian is an example of a one-of-a-kind novel entertainment destination. The
Sphere opened in September 2023 with performances by U2 and is home to a multi-sensory film “Postcard from Earth.”
The 17,500 seated (20,000 with standing room) venue includes cutting edge audio and video technology with a fully
programable 580,000 square feet exterior. The Sphere was designed host a wide variety of Las Vegas entertainment
events, including original immersive experiences, concert residencies, marquee sporting events, corporate events, and
other ticketed experiences.
Immersive Theater: Immersive theater differentiates itself from traditional theater by often removing the stage and seats to
create a new form of theater designed to immerse the audience within the performance itself. This dynamic is achieved by
using non-theater site-specific locations that allow the audience to converse with the actors and interact with their
surroundings. For example, Punchdrunk is a British theatre company founded in 2000. The theatre company has
successfully repurposed large, abandoned spaces to create unique shows that allow the audience the freedom to
experience the production at their own pace while wearing specialized masks to encourage exploration and a loss of
inhibition. Repeat attendance also occurs at a higher rate than traditional theater as attendees can shape new
experiences and explore various elements of the production based on who they engage with.
Immersive Art: Immersive art offers a heightened level of interactivity and experiential engagement. Immersive art is a
form of creative expression that intends to envelop the observer, which can be done through image mapping/projection or
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through virtual reality or augmented related technology. The defining feature of immersive art installations lies in their
ability to provide visitors with a multisensory environment. Examples of immersive art include teamLab (Tokyo, Japan),
Meow Wolf (Santa Fe, New Mexico; Denver, Colorado; Las Vegas, Nevada; and Grapevine, Texas), and the various
touring immersive art shows such as “Van Gogh: The Immersive Experience.”
Temporary Public Art: There are numerous examples of temporary public art installations that have been commissioned
by local governments. For example, for five summers after Charles Schulz’s death (creator or the Peanuts comic strip) in
2000, artists designed and displayed individual renditions of his characters all over Saint Paul, Minnesota. It was reported
that over two million people visited the installations. Other examples include curating national artists for temporary public
art installations (e.g. biannual Desert X in the Coachella Valley or Christo and Jeanne-Claude’s Gates in New York City’s
Central Park). Finally, some municipalities have benefited from street artists’ work that were created illegally but are kept
and maintained due to their public appeal. In some instances, such as the Venice Art Walls in Venice Beach, local
municipalities have created hybrid environments that support temporary public art on permanent installations.
Permanent Public Art: Municipalities have leveraged permanent public art in various ways. One example is Denver’s first
pedestrian walkway, Dairy Block Alley, that integrates ten site-specific public art commissions in the length of one city
block. The activated alley features vibrant paintings, sculptures, and an interactive walkway. Dairy Block Alley is intended
to provide pedestrians an immersive escape in the busy Lower Downtown Denver neighborhood. Other more traditional
examples of permanent public art include sculptures, sculpture gardens, statutes, and murals. For both temporary and
permanent public art, the intent of the projects can range from inducing tourism to raising awareness for social issues.
Arts and Culture Inventory
The following uses the North American Industry Classification System (NAICS) and previously defined Museums and
Collections and Performing Arts industries in the Newport Beach Master Arts & Culture Plan to determine the existing
supply of related industries in Newport Beach and select benchmark cities.
Existing Supply
The following Figure 4 is a map of the existing Newport Beach arts and cultural businesses. Based on data from the
California Employment Development Department, there are currently 57 businesses within the Museums and Collections
and Performing Arts industries in the Newport Beach. A full list of the businesses is presented in the Appendix of this
memorandum.
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Figure 4: Newport Beach Arts and Culture Business Map (2023)
Source: California Economic Development Department (2023)
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Utilization
Three representative facilities were selected to analyze the market and behavior of users over the last 12-months
(November 2022 to October 2023). The facilities selected include ExplorOcean, Balboa Island Museum, and the Newport
Theatre Arts Center. As shown in the table and figures below, key findings include:
• The Balboa Island Museum and Newport Theater tend to attract the highest income and highest educated
people, with a longer typical length of stay compared to ExplorOcean.
• ExplorOcean has the highest average persons per household and attendance over the last 12-month time
period. While data is not available on age, it is assumed that these guests tend to be younger driven by children
in a family household formation.
• The Newport Theatre Arts Center shows the least variance in attendance when examined on daily arrivals. In
contrast, the ExplorOcean and Balboa Island Museum’s attendance tends to spike on the weekend.
• All the facilities experience a low percent of total visitation before noon. ExplorOcean and the Balboa Island
Museum tend to attract most of their guests between 12pm and 5pm. In contrast, due to performance
scheduling, most visitors to the Newport Theatre Arts Center arrive after 5pm.
• To various extents, most visitors at these cultural venues participated in dining, leisure, or shopping before or
after attending one of the venues. The trip chain of visitors is important when considering the economic
impacts of various arts and cultural activities.
Table 5: Audience Overview (2023)
ExplorOcean Balboa Island Museum
Newport Theatre Arts
Center
Most Common Ethnicity 46% White 81% White 62% White
Median Household Income $106,096 $140,651 $125,085
Persons per Household 2.77 2.04 2.60
Bachelor’s Degree or Higher 44% 61% 50%
Average Length of Stay 40 Minutes 61 Minutes 60 minutes
Foot Traffic (11/22 – 10/23) 166,000 14,000 76,000
Source: Placer.ai
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Figure 5: Visitation by Day of Week (November 2022 – October 2023)
Source: Placer.ai
Figure 6: Visitation by Time (November 2022 – October 2023)
Source: Placer.ai
60%
40%
55%
45%
69%
31%
0%
10%
20%
30%
40%
50%
60%
70%
80%
Weekday (Monday - Friday)Weekend (Saturday - Sunday)
Pe
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c
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o
f
T
o
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a
l
V
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a
t
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n
ExplorOcean Balboa Island Museum Newport Theatre Arts Center
12%
60%
28%
19%
76%
5%11%
24%
65%
0%
10%
20%
30%
40%
50%
60%
70%
80%
Open - 12pm 12pm-5pm 5pm - Close
Pe
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ExplorOcean Balboa Island Museum Newport Theatre Arts Center
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Figure 7: Visitation Journey (November 2022 – October 2023)
Source: Placer.ai
Planned and Proposed
Currently there is only one planned and no proposed developments that will impact arts and culture in Newport Beach.
On January 6th, 2023, the Los Angeles Times reported that LAB Holdings is planning to begin renovations of the Balboa
Theater in 2023. As of the time of the analysis, no update has been confirmed that LAB Holdings will progress on the
rehabilitation of the historic theatre. As previously reported, the LAB Holdings’ plan is for the theatre to return as a
performance center, hosting live music, drama, film, and private events. Newport Beach is also planning for a new facility
to replace the Balboa Branch Library and a Central Library Lecture Hall, which may facilitate various arts and culture.
A summary of other planned and proposed developments in the region include:
• Plans have been discussed in the City of Irvine for a temporary amphitheater in the Great Park to be developed
in 2024.
• In Fullerton a public-private partnership project secured entitlements in 2022. Located next to the historic Fox
Theater, the adaptive reuse project includes an existing restaurant and former dance studio building converted
into multiple food and beverage uses, and an existing surface parking lot developed into an outdoor food hall
concept with a microbrewery. The City of Fullerton has also partnered with the Fullerton Historic Theatre
Foundation to restore the theater that closed in 1987.
• Neighboring Costa Mesa attracted the new Orange County Museum of Art (opened in 2022) that relocated from
Newport Beach.
• The City of Brea is in the process of putting together its first-ever Cultural Arts Master Plan.
• The electric vehicle manufacturer Rivian broke ground on the South Coast Theater project (City of Laguna
Beach). Construction at the site of the historic theater on South Coast Highway in Laguna Beach is ongoing and
was originally targeted to open by the end of 2023.
16%
25%
43%
43%
23%
31%
40%
38%
20%
14%
43%
32%
8%
8%
3%
2%
6%
5%
0%10%20%30%40%50%60%70%80%
Pre-ExplorOcean
Post-ExplorOcean
Pre-Balboa Island Museum
Post-Balboa Island Museum
Pre-Newport Theatre Arts Center
Post-Newport Theatre Arts Center
Dining Leisure Shops & Services
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• The City of Mission Viejo is currently examining the viability of developing a new venue for live performances and
events, based on recommendations from their Cultural Arts Master Plan from 2016. The City of Mission Viejo
has engaged performing arts facility planning consultants to evaluate the market, gather community input, and
provide insight into potential sites and the initial and ongoing costs the City could expect for such a facility.
Benchmark Analysis
Newport Beach is compared to four other peer cities in Orange County. First, a location quotient analysis was conducted
to see any relative strength or weakness in the Arts, Entertainment, and Recreation industry. Second, the peer cities firms
identified as being a part of the Museum or Performing Art industries were identified and compared in terms of their total
businesses relative to their population.
Location Quotient
The location quotient (LQ) is a tool that measures the relative concentration of different industries in specific localities
relative to a larger level of geography. In most cases, the LQ would compare a county to a state or national level of
employment concentration. However, it is useful to get a proxy for relative employment concentration among industries
within a sub-regional level geography. The calculation helps evaluate Newport Beach’s strength or weakness in the Arts,
Entertainment, and Recreation industry, relative to Orange County as a whole. A concentrated (high) LQ means that a
given industry is represented more than one would expect, given its total level of employment. The following describes the
LQ:
• LQ > 1.0 means that an industry is more concentrated in Newport Beach than in Orange County.
• LQ < 1.0 means that an industry is less concentrated in Newport Beach than in the Orange County.
• LQ = 1.0 means that an industry is equally concentrated in Newport Beach as in the Orange County.
Because industries with a LQ greater than one indicates relatively high production of a particular service, it is likely that
some amount of that industry is being exported. Employment in that industry (or the portion of employment that causes
the LQ to exceed 1.0) is then assigned to the economic base and is given credit for supporting the economy. Conversely,
if an industry has a LQ less than one, it is assumed to be a local-serving or non-basic industry. For comparison purposes,
it is often useful to focus on the outlier industries with a LQ greater than 1.25 or less than 0.75. The assumption is that
industries falling within 0.75 and 1.25 are probably producing at levels sufficient to meet local demand in the local area.
As shown in below in Figure 8, The LQ for Newport Beach was 0.6 in 2016 and doubled to 1.3 in 2021. Interestingly, the
relative minor loss of jobs within the industry in Newport Beach over the last 5 years has moved it from an area with a
lower to higher concentration of jobs due to the much higher loss of jobs within the larger Orange County area. However,
in both 2016 and 2021, Newport Beach employment in Arts, Entertainment, and Recreation are near the low and high
range of sufficient LQ levels, respectively, which suggest that these industries are likely within the expected range to meet
local demand.
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Figure 8: Location Quotient Analysis for Arts, Entertainment and Recreation Jobs in Newport Beach (2021)
Source: US Census
Comparison
The following Table 6 provides a comparison of the existing inventory of businesses in the NAICS defined Museums and
Collections and Performing Arts industries. The comparison shows the relative strength of Newport Beach compared to
the peer cities. As noted, except for Dance Companies, Newport Beach has businesses in each of the select industries.
Overall, the number of businesses per one thousand residents is second highest of the benchmarks. Laguna Beach has
the highest number of businesses per one thousand residents because of the robust number of art dealers. However, the
actual supply of venues to experience arts and culture is limited in Newport Beach compared to other peer cities.
The primary performing arts facilities in Newport Beach include the Newport Theatre Arts Center along with local schools
have auditoriums and other facilities that can be used as performing arts spaces. Other peer cities either operate various
galleries and theaters (e.g Brea) or have a more diverse offering of venues where the public can experience
performances (i.e. Laguna Beach Playhouse).
2%2%
3%
1%
0.6
1.3
0.0
0.5
1.0
1.5
2.0
0%
1%
2%
3%
4%
2016 2021
Lo
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t
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L
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Newport Beach Orange County LQ
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Table 6: Firm Overview (2023)
Newport
Beach Brea
Costa
Mesa
Huntington
Beach
Laguna
Beach
Mission
Viejo
Orange
County
Art Dealers
16
3
17
14
62
12 298
Dance Companies
- -
1
1
-
1 26
Historical Sites
1 -
-
-
-
- 5
Museums
6
3 7
10
11
8 160
Musical Groups and Artists
1
1 1
3
1
2 43
Other Performing Arts Com-
panies
15
6 9
18
7
7 273
Promoters with Facilities
12
5 13
18
6
9 277
Promoters without Facilities
1 -
-
3
-
- 18
Theater Companies and Din-
ner Theaters
5
2
8
4
2
1 67
Total
57
20
56
71
89
40 1,167
Population (1/1/2023) 83,411 48,184 111,183 195,714 22,445 91,846 3,137,164
Business per 1,000 Persons
0.68
0.42
0.50
0.36
3.97
0.44 0.37
Source: California Economic Development Department (2023)
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Appendix
Remainder of this page is left blank
79
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Attachment D
Historical Resources Background Conditions and
Analysis Report
83
Historical Resources Element Existing
Conditions and Background Analysis
General Plan Update
FEBRUARY 2024
Prepared for:
CITY OF NEWPORT BEACH
100 Civic Center Drive
Newport Beach, California 92660
Prepared by:
27372 Calle Arroyo
San Juan Capistrano, California 92675
84
Printed on 30% post-consumer recycled material.
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Table of Contents
SECTION PAGE NO.
Acronyms and Abbreviations ............................................................................................................................................ iii
1 Executive Summary .............................................................................................................................................. 1
2 Introduction .......................................................................................................................................................... 1
3 General Plan Review ............................................................................................................................................ 3
3.1 Adopted Historical Resources Element ................................................................................................. 3
3.2 Other Adopted Elements Related to Historical Resources .................................................................. 4
3.2.1 Adopted Arts and Cultural Element ......................................................................................... 4
3.2.2 Adopted Land Use Element ...................................................................................................... 4
3.2.3 Adopted Housing Element ........................................................................................................ 5
3.2.4 Adopted Natural Resources Element ...................................................................................... 5
4 Regulatory Review ................................................................................................................................................ 7
4.1 Federal .................................................................................................................................................... 7
4.1.1 Section 106 of the National Historic Preservation Act and National Register of Historic
Places ........................................................................................................................................ 7
4.2 State ........................................................................................................................................................ 8
4.2.1 California Register of Historical Resources ............................................................................. 9
4.2.2 California Environmental Quality Act ....................................................................................... 9
4.2.3 Government Code Sections 6254(r) and 6254.10 ............................................................. 12
4.2.4 California Native American Graves Protection and Repatriation Act .................................. 13
4.2.5 California Health and Safety Code Sections 7050 and 7052 ............................................ 13
4.2.6 California Penal Code Section 622.5 ................................................................................... 13
4.2.7 Senate Bill 297 ...................................................................................................................... 13
4.2.8 Senate Bill 18 ........................................................................................................................ 14
4.2.9 Assembly Bill 52 ..................................................................................................................... 14
4.3 Local ..................................................................................................................................................... 15
4.3.1 Newport Beach City Council Policy Manual .......................................................................... 15
4.3.2 Newport Beach Municipal Code ............................................................................................ 16
5 Existing Conditions ............................................................................................................................................ 19
5.1 Prehistoric and Ethnographic Overview ............................................................................................. 19
5.2 Historic Era Overview .......................................................................................................................... 19
5.3 Previously Recorded Historic Resources ........................................................................................... 22
6 Issues and Opportunities .................................................................................................................................. 28
7 Recommendations ............................................................................................................................................ 30
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7.1 Short-Term Recommendations ........................................................................................................... 30
7.1.1 Dedicated Preservation Staff ................................................................................................ 30
7.1.2 Streamline and Clarify Landmarking Process ...................................................................... 31
7.1.3 Sensitivity Analysis and Development of Assessment Thresholds for Archaeological and
Tribal Resources .................................................................................................................... 32
7.1.4 Separate Paleontology from Historical Resources Element................................................ 32
7.1.5 Provide Public Education Opportunities ............................................................................... 32
7.2 Medium-Term Recommendations ...................................................................................................... 33
7.2.1 Develop a Citywide Historic Context Statement and Survey ............................................... 33
7.2.2 Develop a Citywide Prehistoric and Ethnohistoric Context Statement ............................... 34
7.2.3 Increase City Destinations ..................................................................................................... 34
7.2.4 Identify and Preserve Legacy Businesses ............................................................................ 35
7.3 Long-Term Recommendations ............................................................................................................ 35
7.3.1 Become a Certified Local Government ................................................................................. 35
7.3.2 Develop a Mills Act Program ................................................................................................. 36
FIGURE
Figure 1. Historic Resources Located in the City of Newport
Beach……………………………………………………………………Error! Bookmark not defined.
TABLE
Table 1. Historic Resources Located in the City of Newport Beach ............................................................................ 26
EXHIBITS
Exhibit 1. Pacific Electric’s Red Car Line taking visitors to the Balboa Pavilion, 1910. ............................................. 20
Exhibit 2. Construction of Fashion Island, 1967. ......................................................................................................... 22
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Acronyms and Abbreviations
Acronym/Abbreviation Expanded Form
BERD Built Environment Resource Directory
CEQA California Environmental Quality Act
CFR Code of Federal Regulations
CHBC California Historical Building Code
CLG Certified Local Government
CRHR California Register of Historical Resources
HBC Historical Building Code
NAHC Native American Heritage Commission
NBMC Newport Beach Municipal Code
NHPA National Historic Preservation Act
NPS National Park Service
NRHP National Register of Historic Places
OHP California Office of Historic Preservation
PRC California Public Resources Code
SB Senate Bill
SHPO State Historic Preservation Officer
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1 Executive Summary
As is evidenced by the City’s existing commitments and processes, the protection and preservation of historic
landmarks, sites, and structures in Newport Beach is of great importance to the City of Newport Beach (City) and
community as a whole. The purpose of this report is to provide an overview of how the City currently plans for and
supports the protection of historic resources (archaeology and historic built environment) and includes suggestions
on how to address paleontological resources. This report highlights pathways to ensure continuity between goals
and policies that may appear in other elements, discusses relevant federal, state, and local regulations for how
cultural resources are evaluated, and provides an updated inventory of previously recorded historic resources.
Based on an analysis conducted as part of this report, recommendations are provided to strengthen and enhance
the updated Historical Resources Element as part of the comprehensive General Plan Update.
The City actively works to preserve and protect historical resources through existing policies, practices, and
programs that aim to recognize, maintain, and protect Newport Beach’s unique historical, cultural, and
archeological sites and structures. Notably, the Newport Beach City Council Policy Manual includes two policies that
focus on the selection and designation of historical property within the City (Policy K-2), and the evaluation and
mitigation of paleontological and archaeological resources (Policy K-5), respectively. In particular, Policy K-5
establishes a local Register of Historical Property, and outlines the evaluation criteria and designation process to
identify existing and potential future resources. The Newport Beach Municipal Code also includes land use
regulations and definitions for historical resources that aim to protect and preserve historical resources throughout
the City. Additionally, the City maintains sound internal development review procedures that are mindful of the
presence of potential significant historical sites.
The City has a strong foundation in place for an effective and fully integrated historical resources program. This
report includes several recommendations ranging from short-term actions (implementable within two years) to long-
term commitments (actions that may take five or more years to implement) that, if implemented, would provide the
City with opportunities to strengthen its role as a leader in historic, archaeological, and tribal cultural resource
preservation. By taking a comprehensive approach to historic preservation, the City can: enhance the identification
and assessment of historical assets in order to continue to honor the heritage of Newport Beach; streamline the
protection and preservation of cultural resources; offer educational experiences for residents, businessowners,
employees, students, and visitors; and bolster Newport Beach’s economic well-being. Combined, these
recommendations can provide the City with clearer guidance for property owners, developers, City staff, and the
community at large on the importance of historic preservation and the specific actions needed to achieve it. The
updated Historical Resources Element will build upon the adopted Historical Resources Element's goal to prioritize
the protection of Newport Beach’s valued landmarks, sites, and structures that are representative of the community
and region and will reinforce current preservation efforts, fostering a sense of pride and appreciation for Newport
Beach’s rich history.
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2 Introduction
The protection and preservation of historic landmarks, sites, and structures in the City of Newport Beach (City) is of
great importance and is reflected in the Historical Resources Element of the General Plan. The Historical Resources
Element is one of four optional elements the City included in the 2006 comprehensive General Plan in response to
the demolition and alteration of many of Newport Beach’s historical sites and buildings. The intent of the adopted
Historical Resources Element is to provide a high-level historic context of Newport Beach, outline relevant and
related preservation programs, identify known historical resources with a focus on buildings and structures, and
state goals for protecting these resources.
The City is currently undertaking a General Plan Update. This report serves as initial technical support for the City’s
update to the Historical Resources Element. The document provides a high-level overview of the adopted Historical
Resources Element, discusses goals and polices that address protective measures for cultural resources
(archaeological and historic buildings and structures), and briefly addresses paleontological resources. This report
provides pathways to ensure continuity between goals and policies that may appear in other elements and
concludes with recommendations to strengthen and enhance the updated Historical Resources Element as part of
the comprehensive General Plan Update. The updated Historical Resources Element will build upon the adopted
Historical Resources Element's goal to prioritize the protection of Newport Beach’s valued landmarks, sites, and
structures that are representative of the community and region and will reinforce current preservation efforts.
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3 General Plan Review
This section provides a summary of findings from review of the adopted Historical Resources Element, as well as
an overview of the following adopted General Plan elements that relate to historic preservation: Arts and Cultural,
Land Use, Housing, and Natural Resources. Ensuring consistency and coordination between each of the General
Plan elements is paramount in developing and implementing sound, cohesive, and actionable policies. The section
below identifies how and where historical resources are discussed throughout the General Plan.
3.1 Adopted Historical Resources Element
First adopted in 2006 as part of the City’s comprehensive General Plan, the Historical Resources Element outlines
the City’s commitment to recognizing, maintaining, and protecting Newport Beach’s historic, archeological, and
paleontological resources. The primary objective of the element is to preserve and maintain Newport Beach’s
resources to create an awareness and appreciation for its rich history. The intention is to ensure that future
development respects and protects the history of Newport Beach.
The adopted Historical Resources Element includes four main components:
Introduction: The introduction includes the purpose and overall objectives of a Historical Resources Element.
Historic Context: The historic context begins with a brief overview of Newport Beach’s early history starting
with aboriginal hunters and gathers. The context then discusses the development of Newport Beach into
the present day (2006 at the time of adoption) and the patterns that shaped the commerce, character, and
community of Newport Beach. The historic context presented within the element briefly discusses the early
history of Newport Beach and does not discuss the area’s paleontological background.
Relevant and Related Programs: This section outlines the pertinent Federal, State, and local programs,
legislation, and policies that create a regulatory framework for identifying and safeguarding
Newport Beach’s historic and paleontological resources. This section also lists what historic resources have
been listed on the National Register of Historic Places (NRHP), on the California Register of Historical
Resources (CRHR), in the California Historic Resources Information System, and on the local City Register
of Historical Property. Additionally, it provides context for any previous citywide surveys conducted including
the 1992 unadopted Ad Hoc Historic Preservation Advisory Committee survey. The designated historical
resources listed in this section are only built environment resources, implying that the City does not have
anything designated under paleontology or archaeology.
Goals and Policies: The element contains two goals (with accompanying polices) that aim to identify and
protect (1) historically significant landmarks, sites, and structures and (2) archeological and paleontological
resources. Associated policies include, among other topics, discussions surrounding regular inventorying,
encouraging preservation via incentives (grading reductions, waiving fees, liens for preservation
easements), adaptive re-use, requiring physical links to the past on/related to historical property with new
development, adherence to the California Environmental Quality Act (CEQA), and donating scientifically
valuable paleontological or archaeological materials.
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3.2 Other Adopted Elements Related to
Historical Resources
Other elements of the City’s General Plan that include components related to historical resources include the
following: Arts and Cultural Element, Land Use Element, Housing Element, and Natural Resources Element. These
elements were reviewed to provide further context in the update to the City’s Historical Resources Element.
3.2.1 Adopted Arts and Cultural Element
The adopted Arts and Cultural Element includes an overview of the organizations, resources, attractions, activities,
and facilities that support an active arts and culture program. While the Arts and Cultural Element is distinguished
from historical resources in that its primary focus is on public art and events, it does overlap with historical
resources in a number of ways. The element primarily relates to historical resources through the role of the Arts
Commission in the designation of historical landmarks. The element also discusses the role that libraries and
museums play within the City as a link to Newport Beach’s past, in addition to the rebuilding of a local historical
resource to the community, the Balboa Theater. As it relates to historic preservation, the adopted Arts and Cultural
Element includes specific policies relating to the promotion of cultural tourism as a way of attracting visitors and
tourists (CA 3.4), which can connect visitors to key historical resources.
Policy CA 3.4: Cultural Tourism: Promote cultural tourism in Newport Beach to attract visitors and
tourists interested in cultural events.
3.2.2 Adopted Land Use Element
The adopted Land Use Element serves as the central organizing element for the 2006 General Plan and includes
goals and policies for the integration and coordination of all of the General Plan elements. Seeing as Newport Beach
is almost fully developed, the Land Use Element focuses on how population and employment growth can be
accommodated and still preserve Newport Beach’s distinguishing and valued qualities. The element highlights how
existing neighborhoods can be maintained and preserved, where potential areas can accommodate growth, and
which neighborhoods can be enhanced and revitalized. The element also proposes creative strategies for the re-use
of land and outlines how development can complement Newport Beach’s character and livability.
The Land Use Element identifies several tools and resources to help maintain and preserve Newport Beach’s
neighborhoods and districts. The relevant policies include the following:
Policy LU 4.3: Transfer of Development Rights: Permit the transfer of development rights from a property
to one or more other properties when: a. The donor and receiver sites are within the same Statistical
Area. b. The reduced density/intensity on the donor site provides benefits to the City such as, but not
limited to, the (1) provision of extraordinary open space, public visual corridor(s), parking or other
amenities; (2) preservation of an historic building or property or natural landscapes; (3) improvement of
the area’s scale and development character; (4) consolidation of lots to achieve a better architectural
design than could be achieved without lot consolidation; and/or (5) reduction of local vehicle trips and
traffic congestion; c. The increment of growth transferred to the receiver site complements and is in
scale with surrounding development, complies with community character and design policies contained
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in this Plan, and does not materially degrade local traffic conditions and environmental quality. d.
Transfer of Development Rights in Newport Center is governed by Policy 6.14.3.
Policy LU 5.1.4: Neighborhood Maintenance: Promote the maintenance of existing residential units
through code enforcement and promotion of County and local rehabilitation programs, and public
education. This may include providing information, guidance, and assistance where feasible.
Policy LU 6.8.6: Historic Character: Preserve the historic character of Balboa Peninsula’s districts by
offering incentives for the preservation of historic buildings and requiring new development to be
compatible with the scale, mass, and materials of existing structures, while allowing opportunities for
architectural diversity.
Policy LU 6.10.3: Specific Plan Guidelines: Utilize design and development guidelines for Cannery Village
identified in Cannery Village/McFadden Square Specific Plan.
Policy LU 6.12.2: Specific Plan Guidelines: Utilize design and development guidelines for
McFadden Square identified in Cannery Village/McFadden Square Specific Plan.
3.2.3 Adopted Housing Element
The City’s current 6th Cycle Housing Element (2021–2029) was adopted by City Council and certified by the State
in 2022. The Housing Element identifies goals, policies, quantified objectives, and programs aimed at providing
additional housing opportunities, removing governmental constraints to affordable housing, improving the condition
of existing housing, and providing equal housing opportunities for all residents. While historic preservation is not
discussed directly, the Housing Element does include a policy relating to preserving neighborhood character through
the enforcement of applicable City codes, including the City’s Historical Building Code (HBC).
Housing Policy 2.1: Support all reasonable efforts to preserve, maintain, and improve availability and
quality of existing housing and residential neighborhoods, and ensure full utilization of existing City
housing resources for as long into the future as physically and economically feasible.
The purpose of the HBC is to provide regulations for the preservation, restoration, rehabilitation, relocation, or
reconstruction of buildings or properties designated as qualified historical buildings or properties. The HBC is
intended to provide solutions for the preservation of qualified historical buildings or properties, to promote
sustainability, to provide access for persons with disabilities, to provide a cost-effective approach to preservation,
and to provide for the reasonable safety of the occupants or users.
3.2.4 Adopted Natural Resources Element
The City’s adopted Natural Resources Element identifies goals and policies to guide the conservation and
consumption of Newport Beach’s natural resources, including but not limited to its water supply, biological resources,
open space, energy, and archaeological and paleontological resources, among other related topics. Within the
element, a brief and high-level summary of archaeological and paleontological resources is included. The element
includes focused goals and policies related to archaeological and paleontological resources. Goal 18 of the
Natural Resources Element calls for the protection and preservation of important paleontological and archaeological
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resources and is followed by four related policies that are relevant to the adopted Historical Resources Element. All
policies under Goal 18 are largely replicated in the adopted Historical Resources Element as such:
Policy NR 18.1: New Development: Require new development to protect and preserve paleontological
and archaeological resources from destruction, and avoid and minimize impacts to such resources in
accordance with the requirements of CEQA. Through planning policies and permit conditions, ensure the
preservation of significant archeological and paleontological resources and require that the impact
caused by any development be mitigated in accordance with CEQA.1
Policy NR 18.2: Maintenance of Database Information: Prepare and maintain sources of information
regarding paleontological or archaeological sites and the names and addresses of responsible
organizations and qualified individuals who can analyze, classify, record, and preserve paleontological
and archaeological findings.2
Policy NR 18.3: Potential for New Development to Impact Resources: Notify cultural organizations,
including Native American organizations, of proposed developments that have the potential to adversely
impact cultural resources. Allow qualified representatives of such groups to monitor grading and/or
excavation of development sites.3
Policy NR 18.4: Donation of Materials: Require new development, where on site preservation and
avoidance are not feasible, to donate scientifically valuable paleontological or archaeological materials
to a responsible public or private institution with a suitable repository, located within Newport Beach or
Orange County, whenever possible.4
1 Policy NR 18.1: New Development replicates Policy HR 2.1: New Development Activities within the adopted Historical Resources Element.
2 Policy NR 18.2: Maintenance of Database Information largely replicates Policy HR 2.2: Grading and Excavation Activities within
the adopted Historical Resources Element. Policy HR 2.2 also contains a requirement for a qualified paleontologist/archaeologist
to monitor all grading and/or excavation, which is not included in Policy NR 18.2.
3 Policy NR 18.3: Potential for New Development to Impact Resources replicates Policy HR 2.3: Cultural Organizations within the adopted Historical Resources Element.
4 Policy NR 18.4: Donation of Materials replicates Policy HR 2.4: Paleontological or Archaeological Materials within the adopted
Historical Resources Element.
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4 Regulatory Review
Federal, State, and local historic preservation programs provide specific criteria for evaluating the potential historic
significance of a resource. Although the criteria used by the NRHP, the CRHR, and the City Register of Historical
Property for the designation of historical and architectural significance vary in their specifics, they focus on many
of the same general themes.
Another area of similarity is the concept of integrity—generally defined as the survival of physical characteristics
that existed during the resource’s period of significance. Federal, State, and local historical preservation programs
require that resources maintain integrity in order to be identified as eligible for listing as historical. However, the
NRHP maintains a higher, more rigid threshold for integrity than the CRHR, noting that properties either retain
integrity or they do not.
4.1 Federal
Federal regulations pertaining to historical resources include the National Historic Preservation Act (NHPA) and the
NRHP, as further discussed below.
4.1.1 Section 106 of the National Historic Preservation Act and
National Register of Historic Places
NHPA Section 106 (54 USC Section 306108) necessitates that Federal undertakings consider potential effects to
historic properties. Historic properties are defined by the Code of Federal Regulations (CFR) as “any prehistoric or
historic district, site, building, structure, or object included in, or eligible for inclusion in, the National Register of
Historic Places (NRHP) maintained by the Secretary of the Interior. This term includes artifacts, records, and remains
that are related to and located within such properties. The term includes properties of traditional religious and
cultural importance to an Indian tribe or Native Hawaiian organization that meet the NRHP Criteria” (36 CFR
Part 800.16[l]). Regulations under 36 CFR Part 800 provide a framework for the process for Federal agencies, in
consultation with the State Historic Preservation Officer (SHPO) and other consulting parties, to identify historic
properties within the area of potential effects for an undertaking and to determine effects. Adverse effects to
historic properties require resolution through consultation between the Federal agency, SHPO, and the Advisory
Council on Historic Preservation. The following phases provide an outline of the NHPA Section 106 process:
Initiation of the Section 106 process, including the identification of consulting parties, such as
Native American tribes.
Establishment of the area of potential effects, in consultation with the SHPO and other consulting parties.
Identification of historic properties located in a project’s area of potential effects.
If historic properties are identified in the area of potential effects, assessment of effects of the undertaking.
Should adverse effects to historic properties be identified, consultation between the Federal agency, SHPO,
and any other identified consulting parties (including Native American tribes and the Advisory Council of
Historic Preservation) need to proceed to find ways to avoid, minimize, or mitigate the adverse effect. All
parties may determine that preparation of an agreement document, such as a Memorandum of Agreement
or Programmatic Agreement, is necessary to resolve adverse effects or effectively manage complex
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undertakings where a project’s actions are proposed over several years and/or where the undertaking’s
effects on historic properties cannot be clearly defined during the initial project planning phase.
Implementation of the terms and conditions of the Memorandum of Agreement or Programmatic Agreement.
While the listing of a site in the NRHP is significant, the regulatory powers of NHPA to protect these are limited.
There are various incentives – including legal protections, preservation funds, and federal tax credits – to encourage
property owners whose property has been listed in the NRHP to preserve historic resources their property. However,
they are not required to preserve historic resources on their property or make them publicly accessible.
Criteria for Eligibility for the National Register of Historic Places
Cultural resources are eligible for the NRHP if they retain integrity to reflect significant associations as defined in
the regulations for the NRHP. A property must meet one or more of the following key criteria to be considered
significant (36 CFR 60.4):
It is associated with events that have made a significant contribution to the broad pattern of our history; or
It is associated with the lives of people significant in our past; or
It embodies the distinct characteristics of a type, period, or method of construction, or that represents the
work of a master, or that possesses high artistic values, or it represents a significant and distinguishable
entity whose components may lack individual distinction; or
It has yielded, or is likely to yield, information important in prehistory or history.
A property must have significance and integrity to be considered eligible for listing in the NRHP. Integrity is assessed
through seven key aspects: location, design, setting, materials, workmanship, feeling, and association (36 CFR 60.4).
Resources that are not commonly found eligible for listing in the NRHP are cemeteries, birthplaces, graves of
historical figures, properties owned by religious institutions or used for religious purposes, structures that have
been moved from their original locations, properties that have been reconstructed, properties principally
commemorative in nature, and properties that are not yet 50 years of age. However, these types of properties may
be eligible for the NRHP if they are essential features of eligible districts or resources or meet the criteria
considerations described in 36 CFR 60.4.
4.2 State
A historical resources element is not a required element of a General Plan. State regulations regarding historical
resources take shape through the CRHR and regulations under CEQA. These are further defined below.
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4.2.1 California Register of Historical Resources
In California, the term “historical resource” includes but is not limited to “any object, building, structure, site, area,
place, record, or manuscript which is historically or archaeologically significant, or is significant in the architectural,
engineering, scientific, economic, agricultural, educational, social, political, military, or cultural annals of California”
(California Public Resources Code [PRC], Section 5020.1[j]). In 1992, the California Legislature established the
CRHR “to be used by state and local agencies, private groups, and citizens to identify the state’s historical resources
and to indicate what properties are to be protected, to the extent prudent and feasible, from substantial adverse
change” (PRC Section 5024.1[a]). This means that property owners of sites listed in the CRHR– unlike the property
owners of sites listed in the NRHP – may be legally required to protect historic resources on their property.
Additionally, CRHP listed property owners may be eligible for state tax benefits and incentives. Under CEQA, a
cultural resource may qualify as a significant historical resource if it falls within the following at least one of the
three categories:
The resource is listed in or determined eligible for listing in the CRHR.
The resource is included in a local register of historical resources, as defined in Section 5020.1(k) of the
PRC, or identified as significant in a historical resource survey meeting the requirements of
Section 5024.1(g) of the PRC, unless the preponderance of evidence demonstrates that it is not historically
or culturally significant.
The lead agency determines the resource to be significant as supported by substantial evidence in light of
the whole record (California Code of Regulations, Title 14, Division 6, Chapter 3, Section 15064.5[a]).
The criteria for listing resources in the CRHR were expressly developed to be in accordance with previously
established criteria developed for listing in the NRHP and are enumerated below. According to PRC
Section 5024.1(c)(1–4), a resource is considered historically significant if it (i) retains “substantial integrity,”
and (ii) meets at least one of the following criteria:
is associated with events that have made a significant contribution to the broad patterns of California’s
history and cultural heritage;
is associated with the lives of persons important in our past;
embodies the distinctive characteristics of a type, period, region, or method of construction; represents the
work of an important creative individual; or possesses high artistic values; or
has yielded, or may be likely to yield, information important in prehistory or history.
NRHP listed or eligible properties are considered eligible for listing in the CRHR, and thus are significant historical
resources for the purpose of CEQA (PRC Section 5024.1[d][1]).
4.2.2 California Environmental Quality Act
Public or private projects funded or approved by public agencies are required to comply with regulations outlined
under CEQA to assess the impacts of the project on archeological, historical and tribal cultural resources.
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Archaeological Resources
The following CEQA statutes and CEQA Guidelines are of relevance to the analysis of archaeological, historical, and
tribal cultural resources:
PRC Section 21083.2(g), defines “unique archaeological resource.”
If it can be demonstrated that a project would cause damage to a unique archaeological resource, the lead
agency may require that reasonable efforts be made to permit any or all of these resources to be preserved
in place or left in an undisturbed state. To the extent that they cannot be left undisturbed, mitigation
measures are required (PRC Sections 21083.2[a], [b], and [c]).
PRC Section 21084.1, and CEQA Guidelines, Section 15064.5(a), define “historical resources.” In addition,
CEQA Guidelines, Section 15064.5(b), defines the phrase “substantial adverse change in the significance
of an historical resource.” It also defines the circumstances when a project would materially impair the
significance of a historical resource.
PRC Section 5097.98, and CEQA Guidelines, Section 15064.5(e), set forth standards and steps to be employed
following the accidental discovery of human remains in any location other than a dedicated cemetery.
PRC Sections 21083.2(b) and (c), and CEQA Guidelines, Section 15126.4, provide information regarding
the mitigation framework for archaeological and historical resources, including examples of preservation in
place mitigation measures. Preservation in place is the preferred manner of mitigating impacts to
significant archaeological sites because it maintains the relationship between artifacts and the
archaeological context and may also help avoid conflict with religious or cultural values of groups
associated with the archaeological site(s).
Impacts to non-unique archaeological resources are generally not considered a significant environmental
impact (PRC Section 21083.2[a]; 14 CCR 15064.5[c][4]). However, if a non-unique archaeological resource
qualifies as Tribal cultural resource (PRC Sections 21074[c] and 21083.2[h]), further consideration of
significant impacts is required.
CEQA Section 15064.5 outlines the protocols to be followed in the case of a discovery of Native American
human remains including the roles and responsibilities of the coroner, Native American Heritage
Commission (NAHC), the individual identified by the NAHC as the most likely descended from the deceased
Native American, and the landowner of whose land the discovery was made.
Historical Resources
Under CEQA, a project may have a significant effect on the environment if it may cause “a substantial adverse change
in the significance of an historical resource” (PRC Section 21084.1; 14 CCR 15064.5[b]). If a site is either listed or
eligible for listing in the CRHR, or if it is included in a local register of historical resources or identified as significant in
a historical resources survey (meeting the requirements of PRC Section 5024.1[q]), it is a “historical resource” and is
presumed to be historically or culturally significant for purposes of CEQA (PRC Section 21084.1; 14 CCR 15064.5[a]).
The lead agency is not precluded from determining that a resource is a historical resource even if it does not fall within
this presumption (PRC Section 21084.1; 14 CCR 15064.5[a]).
A “substantial adverse change in the significance of an historical resource” reflecting a significant effect under
CEQA means “physical demolition, destruction, relocation, or alteration of the resource or its immediate
surroundings such that the significance of an historical resource would be materially impaired”
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(14 CCR 15064.5[b][1]; PRC Section 5020.1[q]). In turn, CEQA Guidelines, Section 15064.5(b)(2), states that the
significance of an historical resource is materially impaired when a project:
1. Demolishes or materially alters in an adverse manner those physical characteristics of an historical
resource that convey its historical significance and that justify its inclusion in, or eligibility for, inclusion in
the California Register of Historical Resources; or
2. Demolishes or materially alters in an adverse manner those physical characteristics that account for its
inclusion in a local register of historical resources pursuant to section 5020.1(k) of the Public Resources
Code or its identification in an historical resources survey meeting the requirements of section 5024.1(g)
of the Public Resources Code, unless the public agency reviewing the effects of the project establishes by
a preponderance of evidence that the resource is not historically or culturally significant; or
3. Demolishes or materially alters in an adverse manner those physical characteristics of a historical resource
that convey its historical significance and that justify its eligibility for inclusion in the California Register of
Historical Resources as determined by a lead agency for purposes of CEQA.
Pursuant to these sections, the CEQA inquiry begins with evaluating whether a project site contains any historical
resources, then evaluates whether the project would cause a substantial adverse change in the significance of a
historical resource such that the resource’s historical significance would be materially impaired.
Secretary of the Interior’s Standards for the Treatment of Historic Properties. Where a project has been determined
to conform with the Standards, the project’s impact on historical resources would be considered mitigated to below
a level of significance and, thus, not significant (14 CCR 15126.4[b][1]). In most cases, a project that demonstrates
conformance with the Secretary of the Interior’s Standards is categorically exempt from CEQA (14 CCR 15331), as
described in the CEQA Guidelines (14 CCR 15126.4[b][1]):
Where maintenance, repair, stabilization, rehabilitation, restoration, preservation, conservation or
reconstruction of the historical resource will be conducted in a manner consistent with the
Secretary of the Interior’s Standards for the Treatment of Historic Properties with Guidelines for
Preserving, Rehabilitating, Restoring, and Reconstructing Historic Buildings (Weeks and Grimmer
1995), the project’s impact on the historical resource shall generally be considered mitigated below
a level of significance and thus is not significant.
The Secretary of the Interior’s Standards are a series of concepts focused on maintaining, repairing, and replacing
historic materials, as well as designing new additions or making alterations. They function as common-sense
historic preservation principles that promote historic preservation best practices. There are four distinct approaches
that may be applied to the treatment of historical resources:
Preservation focuses on the maintenance and repair of existing historic materials and retention of a
property’s form as it has evolved over time.
Rehabilitation acknowledges the need to alter or add to a historic property to meet continuing or
changing uses while retaining the property’s historic character.
Restoration depicts a property at a particular period of time in its history, while removing evidence of
other periods.
Reconstruction recreates vanished or non-surviving portions of a property for interpretive purposes.
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The choice of treatment depends on a variety of factors, including the property’s historical significance, physical
condition, proposed use, and intended interpretation. The Guidelines provide general design and technical
recommendations to assist in applying the Standards to a specific property. Together, the Standards and Guidelines
provide a framework that guides important decisions concerning proposed changes to a historic property.
The following 10 standards for rehabilitation are used to determine if a project is in conformance with the Standards
for a rehabilitation. To be in conformance, a project must be consistent with the historic character of the structure(s)
and, where applicable, the district in which it is located. The following standards are to be applied to specific
rehabilitation projects in a reasonable manner, taking into consideration economic and technical feasibility:
1. A property shall be used for its historic purpose or be placed in a new use that requires minimal change to
the defining characteristics of the building and its site and environment.
2. The historic character of a property shall be retained and preserved. The removal of historic materials or
alteration of features and spaces that characterize a property shall be avoided.
3. Each property shall be recognized as a physical record of its time, place, and use. Changes that create a
false sense of historical development, such as adding conjectural features or architectural elements from
other buildings, shall not be undertaken.
4. Most properties change over time; those changes that have acquired historic significance in their own right
shall be retained and preserved.
5. Distinctive features, finishes, and construction techniques or examples of craftsmanship that characterize
a historic property shall be preserved.
6. Deteriorated historic features shall be repaired rather than replaced. Where the severity of deterioration
requires replacement of a distinctive feature, the new feature shall match the old in design, color, texture,
and other visual qualities and, where possible, materials. Replacement of missing features shall be
substantiated by documentary, physical, or pictorial evidence.
7. Chemical or physical treatments, such as sandblasting, that cause damage to historic materials shall not be
used. The surface cleaning of structures, if appropriate, shall be undertaken using the gentlest means possible.
8. Significant archeological resources affected by a project shall be protected and preserved. If such resources
must be disturbed, mitigation measures shall be undertaken.
9. New additions, exterior alterations, or related new construction shall not destroy historic materials that
characterize the property. The new work shall be differentiated from the old and shall be compatible
with the massing, size, scale, and architectural features to protect the historic integrity of the property
and its environment.
10. New additions and adjacent or related new construction shall be undertaken in such a manner that if
removed in the future, the essential form and integrity of the historic property and its environment would
be unimpaired.
4.2.3 Government Code Sections 6254(r) and 6254.10
Government Code Sections 6254(r) and 6254.10 of the California Public Records Act were enacted to protect
archaeological sites from unauthorized excavation, looting, or vandalism. Section 6254(r) explicitly authorizes
public agencies to withhold information from the public relating to “Native American graves, cemeteries, and sacred
places maintained by the Native American Heritage Commission.” Section 6254.10 specifically exempts from
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disclosure requests for “records that relate to archaeological site information and reports, maintained by, or in the
possession of the Department of Parks and Recreation, the State Historical Resources Commission, the State Lands
Commission, the NAHC, another state agency, or a local agency, including the records that the agency obtains
through a consultation process between a Native American tribe and a state or local agency.”
4.2.4 California Native American Graves Protection and
Repatriation Act
Codified in California Health and Safety Code Sections 8010–8030, the California Native American Graves
Protection Act of 2001 is consistent with the Federal Native American Graves Protection Act. Intended to “provide
a seamless and consistent State policy to ensure that all California Indian human remains, and cultural items be
treated with dignity and respect,” the California Native American Graves Protection Act also encourages and
provides a mechanism for the return of remains and cultural items to lineal descendants. California Health and
Safety Code Section 8025 established a Repatriation Oversight Commission to oversee this process. The act also
provides a process for non–Federally recognized tribes to file claims with agencies and museums for repatriation
of human remains and cultural items.
4.2.5 California Health and Safety Code Sections 7050 and 7052
California Health and Safety Code Section 7050.5 declares that, in the event of the discovery of human remains
outside a dedicated cemetery, all ground disturbances must cease, and the County Coroner must be notified.
California Health and Safety Code Section 7052 establishes a felony penalty for mutilating, disinterring, or
otherwise disturbing human remains, except by relatives.
4.2.6 California Penal Code Section 622.5
California Penal Code Section 622.5 provides misdemeanor penalties for injuring or destroying objects of historical
or archaeological interest located on public or private lands but specifically excludes the landowner.
4.2.7 Senate Bill 297
Senate Bill (SB) 297 (1982) addresses the disposition of Native American burials in archaeological sites and
protects such remains from disturbance, vandalism, or inadvertent destruction; establishes procedures to be
implemented if Native American skeletal remains are discovered during construction of a project; and establishes
the NAHC to resolve disputes regarding the disposition of such remains. It has been incorporated into CEQA
Guidelines Section 15064.5(e).
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4.2.8 Senate Bill 18
The Local and Tribal Intergovernmental Consultation Process, commonly known as SB 18, was signed into law
September 2004 and took effect March 1, 2005. SB 18 refers to PRC Sections 5097.9 and 5097.995, which
defines cultural places as follows:
Native American sanctified cemetery place of worship, religious or ceremonial site, or sacred shrine
(PRC Section 5097.9)
Native American historic, cultural, or sacred site that is listed or may be eligible for listing in the CRHR
pursuant to Section 5024.1, including any historic or prehistoric ruins, any burial ground, any
archaeological or historic site (PRC Section 5097.993).
SB 18 established responsibilities for local governments to contact, provide notice to, refer plans to, and consult
with California Native American tribes that have been identified by the NAHC and tribes that have requested
consultation after local government outreach as stipulated in Government Code Section 65352.3. The purpose of
this consultation process is to protect the identity of the cultural place and to develop appropriate and dignified
treatment of the cultural place in any subsequent project. The consultation is required whenever a general plan,
specific plan, or open space designation is proposed for adoption or to be amended. Once local governments have
sent notification, tribes are responsible for requesting consultation. Pursuant to Government Code
Section 65352.3(a)(2), each tribe has 90 days from the date on which they receive notification to respond and
request consultation.
In addition to the requirements stipulated previously, SB 18 amended Government Code Section 65560 to “allow
the protection of cultural places in open space element of the general plan” and amended Civil Code
Section 815.3 to add “California Native American tribes to the list of entities that can acquire and hold conservation
easements for the purpose of protecting their cultural places.”
4.2.9 Assembly Bill 52
Assembly Bill 52 of 2014 amended PRC Section 5097.94 and added PRC Sections 21073, 21074, 21080.3.1,
21080.3.2, 21082.3, 21083.09, 21084.2, and 21084.3. Assembly Bill 52 established that tribal cultural
resources must be considered under CEQA and also provided for additional Native American consultation
requirements for the lead agency. PRC Section 21074 describes a tribal cultural resource as a site, feature, place,
cultural landscape, sacred place, or object that is considered of cultural value to a California Native American tribe
and that is either:
On or determined to be eligible for the California Register of Historical Resources or a local historical register; or
A resource determined by the lead agency, in its discretion and supported by substantial evidence, to be
significant pursuant to criteria set forth in subdivision (c) of PRC Section 5024.1.
Assembly Bill 52 formalizes the lead agency–tribal consultation process. Specifically, it requires the lead agency to
notify a California Native American tribe of proposed projects in the geographic area that is traditionally and
culturally affiliated with the tribe if that tribe has requested such notification, in writing, to the lead agency
(PRC Section 21080.3.1[b]). Additionally, prior to the release of a negative declaration, mitigated negative
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declaration, or environmental impact report, the lead agency is required to begin consultation with a California
Native American tribe that requested consultation within 30 days of receipt of project notification
(PRC Section 21080.3.1[e]).
PRC Section 21084.2 establishes that “A project with an effect that may cause a substantial adverse change in the
significance of a tribal cultural resource is a project that may have a significant effect on the environment.” Effects
on tribal cultural resources should be considered under CEQA. PRC Section 21080.3.2 states that parties may
propose mitigation measures “capable of avoiding or substantially lessening potential significant impacts to a tribal
cultural resource or alternatives that would avoid significant impacts to a tribal cultural resource.” Further, if a
California Native American tribe requests consultation regarding project alternatives, mitigation measures, or
significant effects to tribal cultural resources, the consultation shall include those topics
(PRC Section 21080.3.2[a]). The environmental document and the mitigation monitoring and reporting program
(where applicable) shall include any mitigation measures that are adopted (PRC Section 21082.3[a]).
4.3 Local
Local regulations pertaining to historical resources exist within the City Council Policy Manual and the
Newport Beach Municipal Code (NBMC), as further discussed below.
4.3.1 Newport Beach City Council Policy Manual
The Newport Beach City Council Policy Manual contains all the City policy statements adopted by resolution of the
City Council. Council policies are statements pertaining to how the City conducts its business. The following City
Council policies relate to historical resources.
4.3.1.1 Places of Historical and Architectural Significance (K-2)
Council Policy K-2, last amended August 2017, states the Newport Beach City Council may designate as historical
property any building or part thereof, object, structure, monument, or collection thereof having importance to the
history or architecture of the City of Newport Beach in accordance with the criteria set forth below. The policy states
that the City Clerk shall maintain a register, referred to as the City of Newport Beach Register of Historical Property.
The City Council retains authority to repeal, revise, or modify any designation upon reconsideration of the historical
or architectural importance.
The policy includes selection criteria for both architectural and historical significance and outlines a classification system
for designated historical property. According to the policy, historical property shall be categorized in relation to its
significance and condition in the City Register of Historical Property under the following hierarchical classification system:
Class 1. Major Historic Landmark. A building, structure, object, site, or natural feature of major historical
significance. The property exemplifies historic/architectural themes of local and statewide
importance and serves as a significant part of the heritage of Newport Beach.
Class 2. Historic Landmark. A building, structure, object, site, or natural feature of historical significance.
The property is representative of historic/architectural themes of local and statewide importance
and serves as a physical link to the historical past of Newport Beach.
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Class 3. Local Historic Site. A building, structure, object, site, or natural feature of local significance only.
The property is representative of historic/architectural themes of local importance.
Class 4. Structure of Historic Interest. A building, structure, object, site, or natural feature that has been
altered to the extent that the historic/architectural integrity has been substantially compromised
but is still worthy of recognition.
Class 5. Point of Historic Interest. A site of a building, structure, or object that no longer exists, but is
associated with historic events or persons, or architecturally significant structures.
The policy outlines when the City’s HBC (contained in Newport Beach Municipal Code Chapter 15.13) applies.
Additionally, the policy includes the application procedures for a property owner; City Council; Parks, Beaches
and Recreation Commission; the Arts Commission; or the Newport Beach Historical Society to nominate a
structure for consideration to be included in the City Register of Historical Property. The policy also includes
incentives that may be granted to protect existing properties on the City’s Register of Historical Property in
exchange for preservation easements.5
4.3.1.2 Paleontological and Archaeological Resource Protection
Guidelines (K-5)
Council Policy K-5, last amended by in August 2017, states that the City will ensure that potential public or private
development impacts to paleontological and archaeological resources are properly evaluated and mitigated in
accordance with the General Plan, Local Coastal Program, and CEQA. The policy outlines the procedures the City
shall take to evaluate and mitigate potential impacts to such resources, which includes determination of
paleontological or archaeological resources at the initial study level, a preliminary investigation report if resources
are known to exist, and an impact assessment report if resources are known to exist, as well as what to do if
resources are found on a construction site.6
4.3.2 Newport Beach Municipal Code
The Newport Beach City Council adopted and incorporated the 2022 Edition of the California Historical Building
Code (CHBC), California Code of Regulations Title 24, Part 8, and all national codes and standards referenced
therein to the prescribed extent of each such reference. The purpose of the CHBC is to provide regulations for the
preservation, restoration, rehabilitation, relocation, or reconstruction of buildings or properties designated as
qualified historical buildings or properties. The CHBC is intended to provide solutions for the preservation of
qualified historical buildings or properties, to promote sustainability, to provide access for persons with disabilities,
to provide a cost-effective approach to preservation, and to provide for the reasonable safety of the occupants or
users. The CHBC requires enforcing agencies to accept solutions that are reasonably equivalent to the regular code
when dealing with qualified historical buildings or properties.
5 City of Newport Beach. 2017a. “Places of Historical and Architectural Significance (K-2).” In Newport Beach City Council Policy
Manual. Accessed October 9, 2023.
6 City of Newport Beach. 2017b. “Paleontological and Archaeological Resource Protection Guidelines (K-5).” In Newport Beach City Council Policy Manual. Last updated August 8, 2017. Accessed October 9, 2023. https://www.newportbeachca.gov/home/
showpublisheddocument/2437/636385647487800000.
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The NBMC regulates historical resources throughout the code. In particular, Section 20.38.070 (Landmark
Structures), of the NBMC outlines how the City intends to preserve historic structures, encourage adaptive reuse,
and revitalize older commercial areas. The NBMC offers relief from restrictions on nonconforming structures and
uses with the intent of preserving the principal use and minimizing impacts to the surrounding areas. The NBMC
includes exemptions regarding the change of use and alterations made to the landmark, as well as conditions to
which the exemptions apply. Landmark theaters are defined as structures principally used as a theater, with a
single screen or stage, designed to fit 300 people, and constructed on or before December 12, 1950. Landmark
structures must be listed on the NRHP.
Chapter 21.70 (Definitions) sites a historical resource as “any object, building, structure, site, area, place, record,
or manuscript which is historically or archaeologically significant, or which is significant in the architectural,
engineering, scientific, economic, agriculture, educational, social, political, military, or cultural history of the City of
Newport Beach and/or California and/or the United States.” Section 15.50.050 (Definitions) describes a historic
structure as one that is listed on the NRHP, certified or preliminary determined by the Secretary of Interior’s as
historically significant, listed on a State inventory of historic places, or listed on a certified local inventory.
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5 Existing Conditions
The following section provides context for archaeology and the historic built environment, touching on relevant
themes concerning the history and development in Newport Beach. It begins with a prehistoric and ethnographic
overview, followed by historic-era developments, and then discusses known sources of previously recorded historic
era resources.
5.1 Prehistoric and Ethnographic Overview
Evidence for continuous human occupation in Southern California spans the last 10,000 years. Various attempts
to parse out variability in archaeological assemblages over this broad period have led to the development of several
cultural chronologies; some of these are based on geologic time, most are based on temporal trends in
archaeological assemblages, and others are interpretive reconstructions. Each of these reconstructions describes
essentially similar trends in assemblage composition in more or less detail. However, given the direction of research
and differential timing of archaeological study following intensive development in Orange County, chronology
building for the general area of Newport Beach must rely on data from neighboring cities and regions to fill the gaps.
To be more inclusive, this research requires a common set of generalized terms used to describe chronological
trends in assemblage composition: Paleoindian (before 7500 BP), Archaic (10,000–1500 BP), Late Prehistoric
(1500 BP–AD 1769), and Ethnohistoric (after AD 1769). In order to create an effective prehistoric and ethnohistoric
context that incorporates tribal information and is consumable by the general public, additional research is
required. Recommendations provided in Section 7, Recommendations, include a task for developing an appropriate
prehistoric and ethnographic context.
5.2 Historic Era Overview
Spanish settlement of Orange County began in 1769, with the Gaspar de Portolà Expedition, which sailed along
California’s coastline. Members of these early expeditions were often awarded land grants for their service.
Jose Antonio Yorba, a Spanish soldier in the expedition, was given a 63,414-acre land grant, Rancho Santiago de
Santa Ana in 1801, which included most of present-day Orange County including Newport Beach. Ranchos operated
as early trading hubs and traded hides with merchants from around the world. In 1810, a civil war erupted in Mexico
and as a result California was cut off from Mexico and all its trade. The Mexican War of Independence was won
against the Spanish Crown in 1821 and the Mexican government began dividing up land that was once owned by
the Catholic Church to the highest bidder. The land that would become Newport Beach was predominantly owned
by Don Sepulveda and Don Bernardo Yorba, who later sold most of their holdings to American entrepreneurs Flint,
Bixby, and Irvine McFadden, also known as the McFadden brothers.7
The area’s coastline was described as treacherous and swamp-like with land being sold for $1 an acre. The
McFadden brothers looked to develop the area into a “new port” for their shipping business between the hubs of
Los Angeles and San Diego and the name Newport stuck. Their shipping company became the largest business in
the newly created Ocean County. Problems continued with gaining access to the bay, so the McFadden brothers
developed McFadden Wharf (present day location of Newport Pier) in 1888. In order to efficiently move more
7 Baker, G. 2004. Newport Beach, A HarborTown History. Santa Barbara, California: HarborTown Histories.
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products, a railroad was built on the wharf in 1891, called the Santa Ana & Newport Railroad.8 Despite the
improvements, the neighboring port of San Pedro became Sothern California’s dominant seaport, not Newport as
the McFadden brothers had hoped. In 1899, the McFadden Wharf and railroad were sold to the Southern Pacific
Railroad, transitioning the area from a commercial shipping hub to a resort and vacation destination.9
The early 1900s brought new subdivisions to Newport Beach, including Corona del Mar, East Newport, Balboa, and
Balboa Island. This was after the establishment of the Pacific Electric’s “surf line,” which ran along the coastline
from Long Beach (nicknamed the Red Cars). Local developers dredged the bay and created human-made islands
to establish land adequate for new residential developments. With the increase in residences came civic
improvements.10 In 1906, the City of Newport Beach was incorporated, claiming to have 700 residents, though the
majority were only summertime residents. Development during this period included small hotels, beach cottages,
and tourist attractions such as the Balboa Pavilion and the Balboa Pier (Exhibit 1). Improvements to the area
continued, including jetty construction and further dredging of the harbor. Development was slowed by the start of
World War I and an economic depression.11
Exhibit 1. Pacific Electric’s Red Car Line taking visitors to the Balboa Pavilion, 1910.
Source: City of Newport Beach, Historic Photos: A Look Back in Time, https://nbgis.newportbeachca.gov/gispub/NewportStoryMaps/HistoricPhotos/.
The City’s first organized effort for harbor development began in the 1920s and lasted into 1936, when the harbor
reopened with a thoroughly dredged entrance and bay. Newport Bay became a pleasure boat harbor rather than a
8 Cassis, C. 2022. “Vibrant Figures in Newport Beach History: From ‘Swamp’ to ‘New Port.’” The Epoch Times. September 8, 2022.
9 Brigandi, P. 2009. “Early Newport Beach.” OC Historyland. https://www.ochistoryland.com/earlynb.
10 Brigandi 2009.
11 Gray, P.L. 2003. Images of America: Newport Beach. Chicago, Illinois: Arcadia Publishing.
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commercial port, resulting in a lack of year-round permanent residents. Earlier industries such as salt mines,
canning, and fishing gave way to sport fishing, yacht building, and yacht sales. Development during this period
continued to be focused along the ocean and on the Balboa Peninsula, with new human-made islands such as
Lido Isle constructed into the 1930s.12 Newport Boulevard (State Route 55) and Pacific Coast Highway (State
Route 1) provided access to Newport Beach from the north, east, and west. The start of World War II brought a new
need for industries to the area that allowed for the construction of more year-round residences. During the 1940s,
Newport Beach became a hub for naval ship construction and repair, with shipyards working on a nonstop schedule.
The Federal government assisted in new development by setting up military installations and developing the area
as an unofficial “Army Air Corps rest and relaxation site.”13
After World War II, many veterans returned to the area to build new homes in developments such as
Newport Heights. These residences were predominantly small-scale, one-story in height, and constructed in popular
architectural styles of the period such as Minimal Traditional and Ranch. The area also attracted upscale
developments such as luxury hotels, sail and yacht clubs, and remodeled beach cottages turned into estates. Blue-
collar jobs from earlier decades such as fishing and canning were gradually replaced with new white-collar
industries such as communications, research, electronics, and medicine. Retail shopping centers, such as
Fashion Island, which opened in 1967, became a major draw to the area and helped push further growth of hotels,
restaurants, office buildings, and residential developments (Exhibit 2).14 Smaller homes constructed in the 1940s
and 1950s were gradually replaced in the 1990s and 2000s by larger, two-story residences in some instances
constructed to fill almost the entire lot. Tourism remains an integral part of Newport Beach’s economy and the area
is known for its beaches and recreational activities such as golf, sailing, and swimming.15
12 Gray 2003.
13 Brigandi 2009.
14 NBCC (Newport Beach Chamber of Commerce). 2022. “About Newport Beach.” Accessed October 10, 2023. https://www.newportbeach.com/about-newport-beach/#:~:text=Home%20to%20a%20world%2Dfamous,%2C%20science%2C%20medicine%20and%20development.
15 Gray 2003.
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Exhibit 2. Construction of Fashion Island, 1967.
Source: City of Newport Beach, Historic Photos: A Look Back in Time,
https://nbgis.newportbeachca.gov/gispub/NewportStoryMaps/HistoricPhotos/.
5.3 Previously Recorded Historic Resources
As discussed in Section 4, Regulatory Review, there are many laws and agencies that designate and regulate
historic resources at all levels of government. For this reason, there are several methods to identifying historic sites
and multiple databases with information regarding them. The most comprehensive and up to date database is the
California Historical Resources Information System (CHRIS). However, the information in CHIRIS is not publicly
available and conducting a CHRIS records search requires significantly more time and funding than other methods.
Moreover, a CHRIS records search is not typical or necessary for a General Plan update. For these reasons, this
analysis relies on a review of sites formally listed in the NRHP, CRHR, or as California Historical Landmarks (CHLs),
as well as sites included in the Built Environment Resource Directory (BERD). BERD provides information on historic
resources in the Office of Historic Preservation’s (OHP) inventory. The OHP inventory contains information only for
cultural resources that have been processed through OHP. This includes resources reviewed for eligibility to the
NRHP and the California Historical Landmarks programs through federal and state environmental compliance laws,
and resources nominated under federal and state registration programs. Because the BERD only includes
information that has been processed through the OHP office, it is not a completely comprehensive and up to date
listing of all eligible and designated properties. Nonetheless, it provides a good sense of significant and potentially
significant historical sites in the City.
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Current listings were reviewed from the NRHP (2023), California Historical Landmarks (2023), and BERD to obtain
information about historical resources in Newport Beach that have either been listed or determined eligible for the
NRHP, CRHR, and/or local listing. According to the BERD, 23 historical resources have been recorded in Newport
Beach (the Stuft Shirt building (also known as A’maree’s or the Windows by the Bay building at 2241 West Coast
Highway is not listed on the BERD as of November 2023). See Figure 1, Historical Resources in Newport Beach, for
all listed historical resources within Newport Beach. The Crystal Cove Historic District is listed on the OHP website as
located within the City of Laguna Beach and therefore is not included in the below analysis, despite being previously
listed in the 2006 City of Newport Beach General Plan.
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Federal and State
Four historical resources were formally listed in the NRHP as individual properties and are also listed in the CRHR
(Status Code 1S). Those properties are the Balboa Inn (intact), Bank of Balboa-Bank of America site (intact), Lovell
Beach House (intact), and Wild Goose (yacht) (intact). The Balboa Inn and the Bank of Balboa-Bank of America are
also locally listed in the City Register of Historical Property.
Eight resources were determined eligible for the NRHP by a consensus through Section 106 process and are also
listed in the CRHR (Status Code 2S2). Those properties are the Newport Bay West Jetty/Mission Bay Jetty (intact),
Newport Bay East Jetty/Mission Jetty (intact), First Republic of Newport (intact), MacArthur Centre/Verizon
Candidate "The Duke" (intact), Irvine Company (intact), Bloomingdale's Fashion Island (intact), Newport Beach
Marriott Hotel & Spa (partially demolished), and B K Stone Building (McFadden Building) (intact). None of these
properties are also locally listed.
One property, the Stuft Shirt building (intact), also known as A’maree’s or the Windows by the Bay building, was
submitted for nomination by Federal Preservation Officers, but has not been formally listed on the NRHP. The
property is listed on the CRHR.
The Balboa Island Fire House #4 (demolished) was determined eligible for listing in the CRHR by the State Historical
Resources Commission (Status Code 2CS). . This property was not locally listed.
A search of the Orange County California Historical Landmarks identified seven properties in Newport Beach. Three
of those properties were identified in the Built Environment Resource Directory including the Balboa Inn, Bank of
Balboa-Bank of America, and Lovell Beach House. Three properties are listed as California Historical Landmarks
including the McFadden Wharf (replaced by Newport Pier), Old Landing site (demolished—plaque at corner of Pacific
Coast Highway and Bayshore Drive), and the Site of First Water-to-Water Flight (plaque at foot of Balboa Pier).
Local
Newport Beach has 10 designated Register of Historical Property properties with various classifications (Table 1).
Those include the Balboa Pavilion (Class 1; intact), Rendezvous Ballroom Site (Class 5; building lost to fire—plaque
in place), Jolly Roger (Dippy’s)/Wilma’s Patio (Class 4; intact), Balboa Inn (Class 1; intact), Bank of America Site
(Class 5; intact), Balboa Theater (No Classification Listed; partially demolished), Dory Fishing Fleet (Class 1; intact),
Balboa Saloon (Class 3; intact), Solar House (Class 2; intact), and Goldenrod Avenue Footbridge (Class 3; intact).
The Mariner’s Medical Arts complex (also known as The Neutra Building) at 1901 Westcliff Drive, has not been
formally designated by the City but is eligible for listing. In 2009, the building was slated for demolition prior to the
City becoming aware of its potential significance as work of renowned architect, Richard Neutra. The property was
purchased in 2021 for rehabilitation and the new owners are working closely with the City to complete the project.
According to the current City Register of Historical Property classification system, only buildings or structures rated
as Class 1,2,3, or 4 shall be deemed a “qualified historical building or structure” for purposes of applying the HBC
contained in NBMC Chapter 15.13, or any successor chapter. Therefore, the Rendezvous Ballroom Site and the
Bank of America Site are not considered locally qualified historical buildings or structures.
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Table 1. Historic Resources Located in the City of Newport Beach
Name Address NRHP CRHR CHL CNB
B K Stone Building (McFadden
Building; intact)
2100 Ocean Front X — — —
Bank of Balboa/Bank of
America Site (intact)1
611 E Balboa Blvd. X X — X
Balboa Inn (intact) 105 Main St. X X — X
Balboa Pavilion (intact) 400 Main St. — — — X
Balboa Saloon (intact) 700 E. Bay Ave. — — — X
Balboa Theater (partially
demolished)
707 E. Balboa Blvd. — — — X
Bloomingdale's Fashion Island
(intact)
701 Newport Center Dr. — X — —
Dory Fishing Fleet (intact) 110 McFadden Pl. — — — X
First Republic of Newport 3991 Macarthur Blvd. — X — —
Goldenrod Avenue Footbridge
(intact)
Corona Del Mar, links the
300 and 400 blocks of
Goldenrod Ave.
— — — X
Irvine Company (intact) 500 and 520 Newport Center Dr. — X — —
Jolly Roger (Dippy's)/
Wilma's Patio (intact)
203 Marine Ave. — — — X
Lovell Beach House (intact) 1242 West Ocean Front X X — —
MacArthur Centre/Verizon
Candidate "The Duke" (intact)
4667 MacArthur Blvd. — X — —
McFadden Wharf (replaced by
Newport Pier)
Newport Pier — — X —
Newport Bay East
Jetty/Mission Jetty (intact)
— — X — —
Newport Bay West
Jetty/Mission Bay Jetty (intact)
— — X — —
Newport Beach Marriott Hotel
& Spa (partially demolished)
900 Newport Center Dr. — X — —
Old Landing Site (demolished—
plaque in place)
Pacific Coast Hwy. and
Bayshore Dr.
— — X —
Rendezvous Ballroom Site1
(building lost to fire—plaque in
place)
600 Ocean Front — — — X
Site of First Water-to-Water Fight
(plaque)
Balboa Pier — — X —
Solar House (intact) 804 S. Bay Front — — — X
Stuft Shirt (intact) 2241 West Coast Hwy. X — —
Wild Goose (yacht; intact) 2431 West Coast Hwy. X X — —
Notes: NRHP = The property is listed on the National Register of Historic Places; CRHR = The property is listed on
the California Register of Historic Resources; CHL = The property is listed as a California Historical Landmark;
CNB = The property is listed on the City Register of Historical Property.
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1 According to the current City Register of Historical Property classification system, only buildings or structures
rated as Class 1,2,3, or 4 shall be deemed a “qualified historical building or structure” for purposes of applying
the HBC contained in Newport Beach Municipal Code Chapter 15.13, or any successor chapter. Therefore, the
Rendezvous Ballroom Site and the Bank of America Site are not considered locally qualified historical buildings
or structures.
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6 Issues and Opportunities
The City has multiple documents guiding the treatment of historic properties, including a process for listing a
property on the City Register of Historical Property and the adopted Historical Resources Element, Arts and Cultural
Element, Land Use Element, Housing Element, and Natural Resources Element. These documents provide a
valuable base for the City’s historic preservation program. Building upon this base will help the City achieve its goals
of recognizing, maintaining, and protecting Newport Beach’s unique historical, cultural, and archeological sites and
structures. By updating the Historical Resources Element, the City can provide clearer guidance to property owners,
developers, City staff, and the community at large on the importance of historic preservation and the specific actions
needed to achieve it. Section 7, Recommendations, serves to help guide the City in optimizing all available options
to achieve the goals in terms of historical resources. This reinforcement will not only ensure the protection of
Newport Beach’s historical and cultural assets but will also foster a stronger sense of pride and appreciation for
Newport Beach’s rich history.
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7 Recommendations
The City has a strong foundation in place for an effective and fully integrated historical resources program. The
following recommendations are presented for consideration to provide the City with opportunities to strengthen its
role as a leader in historic, archaeological, and tribal cultural resource preservation. Recommended solutions range
from short-term actions to longer-term commitments by the City. As goals and policies are crafted for consideration
in the updated Historical Resources Element, feedback from staff members from across the different departments
should be incorporated, in addition to feedback from the Newport Beach Historical Society, for example. Taking a
comprehensive approach to historic preservation will enhance the identification and assessment of historical
assets and will also aid in honoring the heritage of Newport Beach; offering educational experiences for residents,
businessowners, employees, and visitors; and bolstering Newport Beach’s economic well-being. The following
recommendations have been organized into three categories: short-term (less than two years), medium-term (two
to five years), and long-term (five years or more). This organizational structure is intended to help the City prioritize
the implementation of recommendations and layout a clear path to building upon the City’s historical resources
program.
7.1 Short-Term Recommendations
7.1.1 Dedicated Preservation Staff
Preservation staff or local commissions typically review permits for demolition or alteration of historical resources,
administer Mills Act programs (see Section 7.3.2, Develop a Mills Act Program), and designate new landmarks (see
Section 7.2.3, Increase City Destinations). They are often responsible for commenting during the CEQA process
regarding known historic resources or properties that require consideration as historic resources. In many
communities, they are also important advocates for historic preservation and a great resource for property owners
on preservation techniques and practices.16 The goal of having embedded dedicated preservation staff is to provide
support to all other recommended solutions within this report and guide the City through those processes.
Additionally, preservation staff and applicable City staff should also be trained on the prehistoric and ethnographic
background of Newport Beach to ensure staff are prepared to make appropriate decisions related to applications
and permits.
Currently, historic preservation is administered through CEQA by community development staff. It is recommended
that the City hire or train a current staff member to be a preservation planner, whose job is to provide guidance and
assistance to the City Council and potential Historical Resources Commission. The preservation planner should
meet the Secretary of the Interior’s Professional Qualification Standards for Architectural History or have a degree
in Historic Preservation Planning.17 Staff may assist in register applications and create a more streamlined and
consistent application process. Additionally, by becoming a Certified Local Government (CLG), the City’s
preservation staff would have access to a listserv hosted by OHP (see Section 7.3.1, Become a Certified Local
Government). It is a communication tool that offers OHP and CLGs the opportunity to submit suggestions or
16 Los Angeles Conservancy. 2023. “Dedicated Historic Preservation Staff and/or Commission.” Accessed October 9, 2023. https://www.laconservancy.org/dedicated-historic-preservation-staff-and-or-commission/.
17 More information on the Secretary of the Interior’s Professional Qualifications Standards can be found here:
https://www.nps.gov/articles/sec-standards-prof-quals.htm.
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questions to other members of the listserv. OHP staff also use the listserv to forward information about training
opportunities, publications, grants, and a variety of technical assistance to CLGs.18
7.1.2 Streamline and Clarify Landmarking Process
Under the current City Register of Historical Property landmarking process, the City Council may designate historical
properties that have importance to the history or architecture of Newport Beach. Under this process, an owner
applies to the City Council, requesting historical review of their property. The City Manager then submits the
applications to the Parks, Beaches, and Recreation Commission; the Arts Commission; and the Newport Beach
Historical Society for review and recommendation before submitting the application to the City Council for
consideration. The City Council, itself or on the recommendation of the Parks, Beaches and Recreation Commission;
the Arts Commission; or the Newport Beach Historical Society, may initiate submission of an application for
designation of a structure or site as a historic property. Submitting applications to three separate
committees/interested parties slows down the application process and removes the opportunity for unbiased input.
By streamlining this process and developing a Historical Resources Commission, the City could increase the speed
in which applications are reviewed and create a board of specialized personnel that have experience, interest, and
a deeper understanding of the landmarking process.
The City places historical properties into five different classes; however, this classification system came from the
1992 Ad Hoc Historic Preservation Advisory Committee's Historic Resource Inventory, an unadopted City survey.
Due to the high number of class options and the lack of detail distinguishing the differences between the classes,
this system is likely to cause additional confusion with potential applicants as to which historic properties are under
local protection and which are not. These five classes could be consolidated into fewer, more streamlined
categories. As an alternative, the City could provide further explanation of what the classes mean and how to
distinguish their differences. This would assist in the public’s understanding of the City’s classification system and
what those classes mean for the City’s long-term preservation goals.
Additionally, in the NBMC (Section 20.38.070, Landmark Structures), a “landmark structure” is defined as a
structure listed on the NRHP, constructed on or before December 12, 1950. It is unknown where the date of
December 12, 1950, came from, and it appears to be arbitrary in relation to historic properties. In order to
streamline and clarify the landmarking process, it is recommended that the City apply the standard age-based
threshold used by the NRHP and the CRHR that considers the historical significance of resources that are 50 years
of age and older for potential listing in Federal and State registration programs. Setting this standard would allow
for properties of the more recent past to be considered a “landmark structure,” in addition to those on the NRHP.
18 OHP. 2023b. “Why Become a Certified Local Government (CLG).” Accessed October 9, 2023. https://ohp.parks.ca.gov/
?page_id=23581.
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7.1.3 Sensitivity Analysis and Development of
Assessment Thresholds for Archaeological and Tribal
Resources
Contrary to built environment resources, archaeological and tribal cultural resources are often unidentified and are
inadvertently encountered during ground disturbing activities. The 2006 General Plan provides expectations for City
staff to determine when archaeological assessments would be required but does not include specific thresholds to
guide staff regarding under what circumstances an assessment is appropriate. Sensitivity zones and the
development of thresholds and protocols would provide City staff with guidance to determine the need for additional
assessments customized to project conditions. A sensitivity analysis would involve a records search of the
California Historical Resources Information System and NAHC’s Sacred Land File, as well as a review of literature
and archival documents related to the natural and cultural landscapes of Newport Beach. The result would include
the identification of archaeological sensitivity zones based on analysis of the data collected and any information
provided by consulting tribes during the SB 18 process and a set of clear assessment thresholds and protocols
communicated in a narrative and flow chart form.
7.1.4 Separate Paleontology from Historical Resources Element
At the time the City’s policies and procedures related to archaeological and paleontological resources were written,
CEQA was organized to include the guidelines for paleontological resources with cultural resources. Since then,
CEQA has reorganized to include paleontological resources within the geological and soils section. Opportunity
exists for the City to organize the General Plan consistent with CEQA by editing the policies and procedures to
remove paleontological resources from the Historical Resources Element and place them within the
Natural Resources Element. This recommendation would impact the following adopted Historical Resources
Element policies: Policy HR 2.1: New Development Activities (largely replicated in adopted Policy NR 18.1: New
Development), Policy HR 2.2: Grading and Excavation Activities (largely replicated in adopted Policy NR 18.2:
Maintenance of Database Information), and Policy HR 2.4: Paleontological or Archaeological Materials (largely
replicated in adopted Policy NR 18.4: Donation of Materials).
7.1.5 Provide Public Education Opportunities
The adopted Historical Resources Element includes Policy HR 1.3: Historical Landmarks, which encourages the
placement of historical landmarks, photographs, markers, or plaques at areas of historical interest or value. While
historical landmarks exist within Newport Beach, there appears to be no accessible way to locate them online. In
order to properly create a sense of placemaking, it is recommended that the City advertise any existing plaques to
better connect the public with culturally important heritage sites.
Educating residents, businessowners, and visitors alike is an essential component to an effective historical resources
program and Historical Resources Element. Additional opportunities exist for the City to engage the public and provide
education on historic preservation and the history of Newport Beach. As a key local interested party, the Newport
Beach Historical Society can be helpful in implementing these public outreach efforts. Recommendations that can
assist in the resolution of this issue within the General Plan include policies that require the training/hiring of
dedicated preservation staff to assist in public outreach and education efforts, identifying and preserving landmark
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businesses that could assist in the placemaking of the City, and developing a citywide survey and historic context
statement, which would generate more opportunities for public outreach and conversations about historic
preservation.
The City should consider incorporating a separate goal and set of policies related to public awareness within the
updated Historical Resources Element. Outreach and education should include the history of Newport Beach, as
well as the City’s processes and practices to preserve and protect cultural resources. Policies in support of this
recommended goal could include the following:
Expand resources such as historic landmarks, photographs, markers, and plaques or self-guided walking
tours as a means to promote and celebrate historic preservation in Newport Beach. Publish such
information on the City’s website to encourage thoughtful conversation about the history of Newport Beach.
Coordinate with local preservation organizations, like the Newport Beach Historical Society, to research, conduct
outreach, and develop programs and activities to encourage and support historic preservation and cultural tourism.
Encourage local interested parties and historical societies to partner together, consolidate, and share
materials such as historic photographs, firsthand historical accounts and interviews, and any additional
archival information. This could be done through the establishment of a City-recognized historical society
or platform that welcomes representatives from various existing groups to share resources and collectively
provide input to the City on historical resources. If the City were to pursue a CLG, as described in Section
7.3.1, the City could do this through the establishment of an adequate and qualified historic preservation
review commission.
Promote extensive public participation in the identification and designation of historically or culturally
significant buildings, structures, sites, areas, and/or places to update and maintain the City’s Register of
Historical Property.
Collaborate with academic institutions and jurisdictions that share a common history to gain access to a
wider range of information and diversify the ways in which Newport Beach provides outreach and public
education.
Explore establishing a grant program for historic preservation, potentially partnering with local historic
preservations organizations like the Newport Beach Historical Society.
7.2 Medium-Term Recommendations
7.2.1 Develop a Citywide Historic Context Statement and Survey
Jurisdictions throughout the state are embracing historic context statements as the foundation for preservation
planning. Contexts are typically used to describe the broad patterns of historical development of a community or
region represented by the physical development and character of the built environment. Currently the City’s Criteria
for Selection for a City Register of Historical Property includes mention of rare structures displaying a building type,
design, or indigenous building form; outstanding examples of structures displaying original architectural integrity,
structurally or stylistically, or both; and unique structures or places that act as focal or pivotal points important as
a key to the character or visual quality of an area. A citywide historic context statement and survey would assist in
determining if a structure is rare, outstanding, or unique by providing valuable background information for
identifying and evaluating resources. A historic context statement would identify important themes, events, patterns
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of development, and describe the different property types, styles, builders, and architects associated with these
periods and themes. It would provide the basis for evaluating significance and integrity by providing registration
requirements for the evaluation of historical resources in consideration of both historical significance and integrity
requirements specific to the eligibility requirements criteria established by the City for historical resources. A context
statement would be the template for identifying, evaluating, and developing plans for the treatment of historical
resources, which is currently lacking in the City’s historic preservation program.
Following the development of a historic context statement, a citywide survey is also recommended for Newport
Beach. A citywide survey is the process of identifying and gathering data on a community’s historical resources and
maintaining an inventory of this data. Citywide surveys are typically updated every 5 to 10 years. A survey will provide
the City with essential tools for making informed planning and zoning decisions with respect to historical resources
and assist with CEQA findings by providing 'substantial evidence' required for defensible documents. The data will
help to identify potentially significant properties, prioritize preservation goals and objectives, and increase the
public's understanding of and appreciation for the built environment. The survey aspect of this recommendation
would likely be most efficiently managed in conjunction with implementation of long-term recommendations noted
in Section 7.3 (Long-Term Recommendations) as maintaining a system for the survey and inventory of historic
properties is a requirement for participating in the CLG Program (see Section 7.3.1, Become a Certified Local
Government). Additionally, CLG grant funding could be utilized to help support the development of a citywide historic
context statement and survey.
7.2.2 Develop a Citywide Prehistoric and Ethnohistoric
Context Statement
Prehistoric and ethnocentric context statements have become increasingly important to jurisdictions across
California, to acknowledge the tribal past of a given area. For similar reasons provided for the creation of a historic
context statement, it is recommended that the City create a prehistoric and ethnohistoric context statement.
Development of a prehistoric and ethnohistoric context would establish the foundation for the revised policies and
procedures. The context statement would identify important themes, events, and general sensitivity zones and
would provide the basis for determining the necessity of archaeological assessments. A context statement would
be the template for identifying, evaluating, and developing plans for the treatment of archaeological resources,
which is currently lacking in the City’s historic preservation program. This effort should also include an update to
the City’s current policies and procedures to ensure they are consistent with current State regulations and
professional standards.
7.2.3 Increase City Destinations
As of 2023, the Newport Beach has 10 properties listed in the City Register of Historical Property. Due to the City’s
rich development history, it is likely that there are other properties within Newport Beach that would meet any of
the designation standards for architectural significance. Due to the lack of designations, there is an overall lack of
protections for historic properties. This includes smaller residential properties such as cottages (as defined in
Section 20.38.060.A.3. (Exception for Cottage Preservation) of the NBMC, which were integral in the development
of Newport Beach. Special attention should be given to properties of this type and their protection as distinctive
elements of the City’s history.
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15443 35 DECEMBER 2023
Opportunities exist for the City to encourage the public to nominate properties for designation. The first step towards
this is through becoming a CLG (see Section 7.3.1, Become a Certified Local Government), which would provide the
City with technical assistance, credibility and consistency with the NRHP and CRHR, streamlining with the Secretary
of the Interior’s Standards, and access to funding for preservation activities. Additional recommendations that can
assist in the resolution of this issue include developing a citywide survey and historic context statement, which
would identify potential historic landmarks; developing a Mills Act Program as an economic incentive; and
streamlining the landmarking process to create more opportunities for future designations.
7.2.4 Identify and Preserve Legacy Businesses
The preservation of long-operating local small businesses preserves community character. The City has not yet
created a program to preserve legacy businesses, and identified legacy businesses could benefit from the
development of a citywide legacy business program. A legacy business program is an initiative to recognize, honor,
and support longstanding businesses within a community that have made significant contributions to its history,
culture, and identify. These programs typically aim to preserve and celebrate businesses that have operated for a
substantial period of time, often multiple generations.
Upon considering a legacy business program, implementation of a legacy business program could include grant
funding support, legacy business establishment criteria, technical and logistical assistance to identified legacy
businesses, and marketing support.
7.3 Long-Term Recommendations
7.3.1 Become a Certified Local Government
The City could apply to become a CLG. By becoming a CLG, the City would have access to multiple benefits including
technical assistance, credibility and consistency with the NRHP and CRHR, streamlining with the Secretary of the
Interior’s Standards, and access to funding for preservation activities. Becoming a CLG would also assist the City with
subsequent recommendations including development of a citywide survey and historic context statement, technical
assistance for dedicated preservation staff, and consistency with Federal and State standards and regulations through
streamlining the landmarking process. As a CLG, the City would gain access to new funding opportunities including
CLG grants, which would help support important activities such as a citywide survey, preparation of an NRHP district
application, or the update of an ordinance. Despite the CLG Program assisting in standardization, it allows for City
autonomy to dictate the content of historic preservation plans or ordinances and select and appoint individual local
preservation commissioners by local government officials.
The 1980 amendments to the NHPA of 1966, as amended, provided for the establishment of a Certified Local
Government (CLG) Program to encourage the direct participation of local governments in the identification,
evaluation, registration, and preservation of historic properties within their jurisdictions and to promote the
integration of local preservation interests and concerns into local planning and decision-making processes.19 In
order to apply to become a CLG, the City must first ensure the following requirements are met:
19 OHP (Office of Historic Preservation). 2023a. “Certified Local Government Program (CLG).” Accessed October 9, 2023.
https://ohp.parks.ca.gov/?page_id=21239.
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15443 36 DECEMBER 2023
1. Enforce appropriate State or local legislation for the designation and protection of historic properties.
2. Establish an adequate and qualified historic preservation review commission by local law.
3. Maintain a system for the survey and inventory of historic properties.
4. Provide for adequate public participation in the local historic preservation program.
5. Satisfactorily perform the responsibilities delegated to the CLG.
After ensuring that the above five basic requirements are met, the City may complete an application signed by the
chief elected official of the applying local government, which will be reviewed by OHP. If the applicant meets the
criteria, OHP will forward the application and recommend certification to the National Park Service (NPS) who makes
the final certification decision. When the NPS is in agreement with OHP's recommendation, a certification
agreement is signed by OHP and the local government, completing the certification process. There does not appear
to be a cost for the application. The Certified Local Government Program Application & Procedures can be found on
the OHP’s website here: https://ohp.parks.ca.gov/pages/1072/files/CLG%20Manual%202010r2.pdf. For any
additional information the City may contact the NPS at CLG_info@nps.gov.
As of 2023, there are 69 CLGs in the State of California and three located within Orange County: Santa Ana, Tustin,
and San Clemente.20 OHP is required to sub grant a minimum of 10% of its yearly allocation of Federal funds from
the Historic Preservation Fund Grants Program to CLGs. These are local governments where the NPS has certified
their preservation programs. The OHP awards CLG grants on a competitive basis; the local government must provide
a 40% match that can be a combination of public funds, private funds, and allowable in-kind donations. The grants
support local preservation efforts and result in highly valuable documents for residents and planning staff.
As such, the updated Historical Resources Element could consider a policy that the City apply to become a CLG and
maintain status in accordance with OHP requirements. Although the recommendation has been identified as long-
term due to its multi-step implementation process, the City should consider committing to becoming a CLG on a
more short- or medium-term basis to plan for and accomplish some of the medium-term actions, such as the
development of citywide historic context statement and survey (see Section 7.2.1 Develop a Citywide Historic
Context Statement and Survey).
7.3.2 Develop a Mills Act Program
The Mills Act encourages the restoration and preservation of historic properties by allowing interested owners to receive
a break on their property taxes in exchange for their historic preservation and restoration efforts. As such, the Mills Act is
the single most important economic incentive program in California for the restoration and preservation of qualified
historic buildings by private property owners. The Mills Act Program is administered and implemented by local
governments. Mills Act contracts are between the property owner and the local government granting the tax abatement.
Each participating local government establishes a Mills Act program through a formal ordinance or less formal resolution,
sets its own criteria, and determines how many contracts will be allowed in its jurisdiction.21 This would encourage the
protection of Newport Beach’s heritage and assist in the identification and safeguard of historical resources.
20 NPS (National Parks Service). 2023. “Certified Local Governments.” Accessed October 17, 2023. https://grantsdev.cr.nps.gov/CLG_Review/search.cfmhttps://grantsdev.cr.nps.gov/CLG_Review/Results.cfm.
21 OHP. 2023c. “Mills Act Program.” Accessed October 9, 2023. https://ohp.parks.ca.gov/?page_id=21412.
127
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128
CITY OF NEWPORT BEACH BOARD OF LIBRARY TRUSTEES STAFF REPORT
October 20, 2025
Agenda Item No. 6
REPORT:
The Donna and John Crean Mariners Branch (Mariners) opened in April 2006. The 15,305 square foot
branch shares a small section of its footprint with Mariners Elementary School. A joint-use agreement
allows the school to access part of the Library during the academic year. While school is in session, half of
the children’s section of the Library is closed to the public by a sliding wall to provide the students with a
safe and uninterrupted environment. Members of the Library staff are always available to retrieve items
for the public while school is in session. Mariners is open for the same 71 hours per week schedule as the
Central Library.
Personnel
In addition to Branch Librarian Alex Johnkins, Mariners is supported by full-time Children’s Librarian
Christine Chapel and Reference Librarian Leah Duffy. The Reference department also includes full-time
Library Assistant Janice Nikula, and part-time Library Assistants Brooke Pauley and Cece Villa.
The Circulation staff is led by Senior Library Clerk Liz McKibbin and full-time Library Clerk Piers Brown. The
Branch part-time Library Clerks are Rick Costa, Shelley Pricer, Victoria Le, and Shani Trieu. Library Pages
Noel Chalmers, Devon Burton, Sara Bert, and Elyssa Coon also support the Circulation department.
Facility Maintenance
This year saw the transfer of building maintenance from the Library and its maintenance staff to the City
of Newport Beach’s Public Works Department. The transfer has gone smoothly, and Public Works has
been very helpful with keeping the building in working order. Their larger staff can cover a greater swath
of building issues. From electrical issues and plumbing to roof maintenance and exterior drainage; they
have stepped in to help mitigate problems and prevent ongoing issues.
Major facility work that happened over the last year included the installation of a new French drain along
the back of the branch to help move water away from the building to prevent leaks and seepage during
the rainy season. Faulty fire sprinkler piping was replaced in the ceiling. A major electrical switch
replacement project updated wiring for interior lighting. An old computer ledge was removed in the
children’s area to open the space and provide room for more activities. Public Works also kicked off the
process of replacing failing old fluorescent lighting with up-to-code LED lighting.
TO: BOARD OF LIBRARY TRUSTEES
FROM: Library Services Department
Melissa Hartson, Library Services Director
(949)717-3801, mhartson@newportbeachca.gov
PREPARED BY: Alex Johnkins, Mariners Branch Librarian
TITLE: Mariners Branch Update
129
Mariners Branch Update
October 20, 2025
Page 2
Public Service
Reference and Circulation Services
The City of Newport Beach service population for Mariners is 29,203. That does not include the many
visitors from Costa Mesa (just across the street) and other nearby cities. Between July 2024 and June
2025, Mariners was responsible for 24,423 reference questions and 247,372 circulations of physical
materials. Reference interactions increased slightly, while the circulation of physical materials at Mariners
dropped 2.4%.
Program Attendance
Storytime attendance increased from 5,756 in 2024 to 6,072 in 2025. Storytimes, held every Tuesday and
Thursday, are the most consistently well-attended programs. They have been so popular that Mariners
added two additional storytimes to the weekly roster. A second Books and Babies storytime was added at
9:30 a.m. to accommodate large crowds, and a brand-new Pajama Storytime was added to the lineup on
Monday nights. These new storytimes are currently building their audiences and hope to see continued
growth in the coming year.
Weekly LEGO Block Party events, seasonal children’s crafts, and teen/adult programs were enjoyed by
patrons throughout the year. Mariners staff also continued the Interactive Wall feature just inside the
Children’s room. This year 1,199 children had art posted to the wall, an 83% increase over last year.
Summer Reading Program
The Summer Reading Program (SRP) at Mariners concluded with 324 children, 28 teens, and 54 adults
participating, with a combined total of over 182,000 minutes read. While the number of participants was
down, engagement was up as reflected in the total finishers, minutes read, and program attendance.
Altogether, there was a 7.7% dip in total participants and an 11% increase in finishers, a 41% increase in
minutes read, and a 13.8% increase in book reviews submitted. Program attendance was up 13.8% with
847 patrons attending the SRP performers and craft programs held over the summer. This year also
marked the return of teen SRP volunteers, helping for the first time in several years.
0
5000
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Jul-24 Aug-24 Sep-24 Oct-24 Nov-24 Dec-24 Jan-25 Feb-25 Mar-25 Apr-25 May-25 Jun-25
Ci
r
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2024-2025 Mariners Reference & Circulation
Reference Interactions Circulations
130
Mariners Branch Update
October 20, 2025
Page 3
Patron Visits
Mariners was visited 148,352 times this past year. Spring and fall are the busiest times of year. Student
visits drop in summer and winter, contributing heavily to the seasonal changes. From young children with
their caretakers to studying college students, and adults who use the Library almost every day to people
just making quick stops to pick up their holds, the population that make up the Library’s community is
vast and diverse. While the Branch has always had popular children’s and adult areas, staff have noticed
teens studying and browsing the collections more this year than in the past.
Seed Library
Established in 2024, the Seed Library at Mariners quickly became a draw for patrons both new and old.
Patrons can “check out” up to five small packets of seeds per month to take home and plant. The seeds
offered are selected by staff to meet a set of criteria beneficial to the community. This includes prioritizing
California native plants, heirloom varieties, plants that grow well in the surrounding climate, ethical
sourcing, and making sure that they can be planted in the season they are offered. Although the Seed
Library is new and does not yet have two full years to compare, there have already been 35% more seed
checkouts in the first eight months of 2025 (1,548 checkouts) than there were in the ten months it
operated in 2024 (1,144 checkouts).
Test Proctoring
Newport Beach Public Library’s (NBPL) Test Proctoring service was transferred from Corona del Mar
Branch to Mariners this year. For a reasonable fee, Library staff administers tests on behalf of learning
institutions and makes sure that the environment provided for the students aligns with the requirements
of those institutions. Online scheduling software was integrated into the process during the move so
patrons can now check availability and schedule tests at any time, even if the Library is closed.
Outreach
Mariners’ children’s staff reached hundreds of children, parents, and teachers with announcements about
SRP during visits to two local elementary schools. Mariners reference staff also represented NBPL at the
City of Newport Beach Recreation Department’s Spooktacular event at Mariners Park where staff engaged
with almost 1,000 attendees. Children’s Librarian Chapel and Library Clerk Sully Jacome attended the
nearby YMCA’s Healthy Kids Day, and Branch Librarian Johnkins and Library Clerk Michale Martinez
represented the NBPL Seed Library at the Anaheim Seed Swap.
8000
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Jul-24 Aug-24 Sep-24 Oct-24 Nov-24 Dec-24 Jan-25 Feb-25 Mar-25 Apr-25 May-25 Jun-25
2024-2025 Mariners Patrons Served
131
Mariners Branch Update
October 20, 2025
Page 4
Collection Maintenance
The Mariners collection consists of 57,466 items. The librarians on staff routinely work to add, maintain,
and withdraw items from the collection. CollectionHQ, an analytics and statistical tool, helps identify
under-used, worn-out, and out-of-date materials. Staff also repositioned collections to better serve
patrons. Along with the other NBPL locations, Mariners introduced the Caregiver Collection. The Adult
Paperbacks section was reworked and Adult Science Fiction and Fantasy was expanded into the area left
by the condensed Paperbacks. New Cookbooks were moved from the New Nonfiction section to the
beginning of Mariners’ dedicated Cookbooks section. This move brings the section into alignment with
other New Books sections. Having all the cookbooks together, merchandised with new titles in the front
has increased patron interest in this unique collection.
Comments
Most measurable metrics increased positively this year, with the most significant gains in program
attendance. The additional new storytimes will hopefully continue this growth. The 2.4% drop in physical
material circulations is something the collection development team will continue to monitor. The Seed
Library continues to grow and bring new people into the Library who have never visited before.
Branch Librarian Johnkins looks forward to another year of the expanding of library services, increasing
patron engagement, and continuing to provide of a safe and productive environment for the community.
NOTICING:
This agenda item has been noticed according to the Brown Act (72 hours in advance of the meeting at
which the Board of Library Trustees considers the item).
132
CITY OF NEWPORT BEACH BOARD OF LIBRARY TRUSTEES STAFF REPORT
October 20, 2025
Agenda Item No. 7
DISCUSSION:
Youth Services at the Newport Beach Public Library continues to be a dynamic and responsive division
dedicated to supporting children and families through a wide range of materials, programs, and
community partnerships. Guided by last year’s goals of fostering sustainable growth while strengthening
traditional services, the division focused on deepening community engagement and refreshing library
spaces to better meet the developmental needs of children from birth through upper elementary school.
Programs for ages 0–5 continued to emphasize early literacy, language development, and caregiver
engagement through storytimes and Stay & Play activities. The focus for lower elementary students is
built on reading comprehension and creativity through programs such as STEAM Lab, Crafternoon, and
reading challenges, while upper elementary students had the opportunity to develop problem-solving and
digital literacy skills through initiatives such as Coding for Kids, Makerspace, and Book Club.
The Youth Services webpage further extends the reach of in-person services, providing families and
educators with digital learning tools, databases, and classroom resources. Platforms such as Britannica
School, World Book, and Gale in Context support student research, while the educator and community
engagement page offers curriculum alignment, classroom collaboration opportunities, and library visit
requests.
YOUTH SERVICES OVERVIEW
Youth Services maintains a comprehensive collection of books, audiobooks, and media for children and
provides a robust calendar of literacy- and education-based programming year-round. Weekly storytimes
across all branches form the cornerstone of early literacy development, introducing children from infancy
through preschool to the rhythm and joy of language. National Library Week, held each April, highlights
civic participation and community engagement through special storytimes and guest readers, while the
annual Summer Reading Program encourages reading for fun through prizes, performances, and crafts.
The long-standing First Grade Class Visits program continues to connect every first grader in Newport
Beach with the Library, providing each student the opportunity to receive a library card. Additional
programs throughout the year included author and illustrator visits, educational presentations, and
creative workshops that promote curiosity and a love of reading.
TO: BOARD OF LIBRARY TRUSTEES
FROM: Library Services Department
Melissa Hartson, Library Services Director
(949)717-3801, mhartson@newportbeachca.gov
PREPARED BY: Annika Helmuth, Branch and Youth Services Coordinator
TITLE: Youth Services Update
133
Youth Services Update
October 20, 2025
Page 2
PERSONNEL AND STAFF DEVELOPMENT
Staffing changes during the year supported both growth and service continuity. Part-time library
assistants at the branches saw the highest turnover in Youth Services. Central Library Children’s Librarian
II Christine Lefter, Children’s Librarian I Jasmin Avila, part-time Library Assistant Bernadette Gilliam, and
part-time Library Assistant Victoria Freshwater, along with Crean Mariners’ Children’s Librarian I, Christine
Chapel, Balboa Branch Librarian II Evelyn Rogers, and Corona del Mar Branch Librarian II Nadia Dallstream
continued in their respective roles. Recruitment for part-time library assistants at the branches remains
ongoing. Staff also engaged in professional development emphasizing customer service, decision-making,
and team communication, ensuring consistent, high-quality interactions and alignment with
departmental goals.
FACILITIES AND RESOURCES
Facility improvements supported enhanced programming and user experience. A new projector system,
funded by the Newport Beach Public Library Foundation, was installed in the Central Library Children’s
Room, improving audiovisual capacity for author visits and performances. Planning also began for a major
refresh in both the Central Library and Crean Mariners Branch (Mariners) Children’s Rooms.
COLLECTION OVERVIEW AND PERFORMANCE
The Children’s Collection remains a high-performing and well-balanced resource supporting reading and
learning for all age groups. In Fiscal Year 2024–25, the collection included 73,877 items, with an annual
circulation of 464,074 and a turnover rate of 6.28, indicating strong and consistent use. However, as was
evident last year, non-book turnover continues to decline.
Figure 1
The collection reflects a balanced blend of formats and subjects. Non-Fiction, Fiction, and Picture Books
together comprise nearly three-quarters of the collection, reflecting the Library’s focus on early literacy,
school readiness, and independent reading. Easy Readers and Board Books support emerging readers,
while Graphic Novels and audiovisual materials encourage engagement through visual storytelling and
interactive learning.
2.23
2.35
3.58
4.20
6.49
6.67
9.88
10.26
11.65
0.00 2.00 4.00 6.00 8.00 10.00 12.00 14.00
BOCD
Music CDs
DVDs (including Blu-rays)
Non-Fiction (including Biography)
Fiction (including Paperbacks)
Picture Books
Easy Readers
Graphic Novels
Board Books
TURNOVER BY ITEM TYPE
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Youth Services Update
October 20, 2025
Page 3
Collection management remains data-informed and responsive to community demand. Selection and
deselection decisions are guided by Library Policy (NBPL 2), Collection Development Policy. Usage statistics
and patron requests drive the process and help maintain a collection that is current, balanced, and
relevant to student and family needs. Regular review cycles and active weeding ensure that materials
continue to reflect the Library’s mission and community interests.
PROGRAMS AND OUTREACH
Youth Services delivered a full calendar of innovative and high-impact programs supporting literacy,
creativity, and learning while achieving measurable growth in both programming and outreach over the
past four fiscal years. Fiscal Year 2024–25 reflected continued upward trends in programs, with 919
programs offered and nearly 100,000 attendees, a 35% increase from the previous year.
Figure 2
Figure 3
442
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33847
73576
99516
54%
117%
35%
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FY 2022 FY 2023 FY 2024 FY 2025
TOTAL PROGRAM ATTENDANCE BY FISCAL YEAR
135
Youth Services Update
October 20, 2025
Page 4
Program highlights included the popular Make Way for Butterflies (butterfly and ladybug habitats), which
attracted over 340 visitors, and the In-N-Out Cover to Cover Reading Challenge, which engaged 872
participants. The Central Library’s Coding for Kids series introduced digital literacy to elementary students,
while Corona del Mar’s 3rd Thursday Family Night offered themed learning experiences that brought
hundreds of families together. Corona del Mar Branch also welcomed more than 600 attendees during its
Holiday Open House as part of the annual Christmas Walk. Author and illustrator visits with Barbara
Odanaka, Robin Preiss Glasser, and Christina Forshay gave children the chance to connect with local
creators and explore the creative process at the Central Library. And the 2024 Summer Reading Program
achieved a 34% increase in participation over the previous year, with completion rates rising more than
30%.
Outreach participation also expanded significantly, reaching more than 12,000 participants across 51
community events. Youth Services staff participated in numerous citywide events including the Mayor’s
Egg Roll, YMCA Healthy Kids Day, and the Orange County Children’s Book Festival.
A long-established partnership with the Newport-Mesa Unified School District ensured that all first-grade
students had access to Library visits while new and expanding collaborations strengthened community
connections. A Storytime Specials series added Books & Badges storytime, created in collaboration with
the Newport Beach Police Department. Storytime Specials include the always popular Fire Station
Storytime as well guest appearances by City dignitaries during National Library Week and the Corona del
Mar Holiday Open House. The series will expand next year to include Animal Shelter Stories at Mariners.
A new partnership with the Battle of the Books program supported local students’ reading goals by
ensuring access to books across the Library’s collection. Funding for partnerships, outreach, and children’s
programs is generously provided by the Friends of the Newport Beach Public Library and the Newport
Beach Public Library Foundation.
3016
7536
8997
12041
150%
19%
34%
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FY 2022 FY 2023 FY 2024 FY 2025
TOTAL OUTREACH
136
Youth Services Update
October 20, 2025
Page 5
CONCLUSION
Fiscal Year 2024–25 reflected significant progress toward the department’s ongoing goal of balancing
innovation with sustainability. With nearly 1,000 programs, expanded outreach, refreshed facilities, and
strengthened partnerships, Youth Services continued to advance access to essential resources while
fostering curiosity, creativity, and lifelong learning. Through age-specific programming, robust in-person
services, and dedicated professional staff, the Library remains a trusted and vibrant center for children’s
learning and community engagement.
Looking ahead, the division will continue an intentional focus on designing spaces that support child
development while refreshing children’s areas to enhance comfort, functionality, and discovery. Efforts
will also center on exploring opportunities to refine collection layouts and add materials that respond to
patron interests and emerging needs, ensuring Youth Services continues to evolve with the community it
serves.
NOTICING:
This agenda item has been noticed according to the Brown Act (72 hours in advance of the meeting at
which the Board of Library Trustees considers the item).
137
CITY OF NEWPORT BEACH BOARD OF LIBRARY TRUSTEES STAFF REPORT
October 20, 2025
Agenda Item No. 8
MELISSA HARTSON, LIBRARY SERVICES DIRECTOR
Staffing
I am pleased to announce the Library has filled the vacant Circulation Coordinator position. Miranda
Gentry joined the administrative team early October. She began her library career with the Orange County
Public Libraries as a library assistant and moved up through various library systems. In her most recent
role, Miranda was a librarian supervisor at the Washington County Library System in St. George, Utah,
where she supported a customer-focused environment, led community partnership initiatives, and
oversaw programming events. As someone who has fond memories of visiting libraries as a child and
wanting others to experience the same, Miranda is passionate about creating a welcoming and engaging
space. Her love for the community, literacy, and helping others has shaped the librarian she is today. Her
career experience and focus on excellent customer service are a natural fit with our organization. In
addition to Circulation, Miranda will oversee the Library’s Passport Services, while Adult Services
Coordinator Andrew Kachaturian will retain oversight of Technical Processing.
WHEELHOUSE LIST FOR LIBRARY TRUSTEES
•Library Live: Susan Straight (SOLD OUT)
Thursday, November 6, 7 p.m.
Community Room, Civic Center
•Board of Library Trustees Meeting
Monday, November 17, 5 p.m.
City Council Chambers, Civic Center
•Library Closure: Veteran’s Day
Tuesday, November 11
All locations
TO: BOARD OF LIBRARY TRUSTEES
FROM: Library Services Department
Melissa Hartson, Library Services Director
(949)717-3801, mhartson@newportbeachca.gov
PREPARED BY: Melissa Hartson, Library Services Director
TITLE: Report of September Library Activities – October 20, 2025 Meeting
138
Report of September Library Activities
October 20, 2025
Page 2
REBECCA LIGHTFOOT, LIBRARY SERVICES MANAGER
Literacy
We had 87 people attend our International Literacy Day Celebration on September 5. Several learners
were recognized for their accomplishments, including Omi Choi, who received the Rochelle Hoffman
Memorial Award.
Literacy Coordinator Christina Smith and Literacy Department Assistant Jennifer Rusiecki attended a site
visit to Carlsbad Literacy, where they met with their literacy coordinator and discussed how they can
continue to improve our Literacy program.
Facilities
It was a busy month for the Central Library. The building closed to the public on September 15, to allow
for several major projects: the replacement of the HVAC air handlers, the recarpeting of the Children’s
Room, deep cleaning the carpet in the rest of the building, repainting several interior walls, adding hanging
rail systems to the Art Gallery walls, and replacing the light fixtures to new energy-efficient LED fixtures
in the lobby. Staff were on hand to provide services at the second-floor entrance in the form of hold
pickups, issuing library cards, and reference assistance.
At Mariners Branch, the counter removal work in the Children’s Room was completed after the walls were
patched and repainted. Benches were repaired in the Storytime Room.
At Corona del Mar Branch, Public Works repaired a clog in the public restrooms.
Some minor HVAC repair work was done at Balboa Branch to repair a leaking pipe.
ANNIKA HELMUTH, BRANCH AND YOUTH SERVICES COORDINATOR
Branch Activities
September brought strong engagement across the branches with the Central Library (Central) closure
contributing to higher activity at each location. At Crean Mariners Branch (Mariners), the first full month
of test proctoring services was completed. Mariners Children’s programs also drew strong interest,
including a fully attended Environmental Nature Center visit and fall crafts that quickly ran out.
At Balboa Branch (Balboa), programming was limited to Storytime as staff concentrated on inventory and
transferring materials in preparation for the replacement project. Corona del Mar Branch (CdM) offered
a variety of family programs, including storytimes, Toy Train Tuesdays, and a well-received presentation
with UC Master Gardeners during the monthly Family Night open house.
Youth Services
Following Central’s mid-September closure, youth programming shifted but still included several creative
opportunities earlier in the month. The newly launched Art Space introduced young artists to Monet-
inspired projects using mixed media, while the reoccurring LEGO and Crafternoon sessions encouraged
open-ended building and crafting. Middle Grade Book Club was relocated to Mariners for the month and
featured a creative map-making activity.
Notably, the Children’s Room at Central underwent a full carpet replacement during the closure, giving
the space a refreshed, modern appearance while maintaining its warm and inviting atmosphere. The
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Report of September Library Activities
October 20, 2025
Page 3
closure also had a marked impact on program attendance, with September down 46% over August. Staff
expect these numbers to return quickly in October.
Personnel
Balboa part-time Library Assistant Mikaela Malsy transferred to CdM as a full-time Library Clerk. A safety
walkthrough to identify the safest routes for staff during an emergency was held at CdM in coordination
with the Newport Beach Police Department. Branch and Youth Services Coordinator Annika Helmuth
attended Amazon purchasing training and a webinar, Supervisors Guide to Public Sector Employment Law.
ANDREW KACHATURIAN, ADULT SERVICES COORDINATOR
Teen Services
The Young Adult Advisory Council (YAAC) met on Wednesday September 10, with three new members.
The YAAC group performed some ice breakers to get to know everyone, discussed their various interests
along with what they are reading and watching, completed their annual scavenger hunt, and worked on
suggestions for a Back-to-School display. The teens enjoyed getting together and meeting and
reconnecting.
Mariners Branch (Mariners) hosted a CollegeWise course on the Common App on Wednesday September
17, which was a new location for this event. There were 11 teens and parents in attendance, and everyone
responded positively to the presenter, who stayed after the program to answer additional questions.
Adult Services
Librarian Mary-Kay Lutgen and Adult Services Coordinator Andrew Kachaturian were invited to speak
about library services at a Newport Beach women’s group of 25 people. The group was very receptive to
volunteer opportunities at the Library, including the Homebound Program, Special Delivery, and Project
Adult Literacy opportunities. Staff offered information about various library resources such as eBooks,
streaming content, databases, Passport services, and the upcoming Witte Hall. The group was extremely
proud of their Library and were very grateful for the presentation.
Staffing
In Circulation, there are currently two vacant part-time Library Clerk I positions. The Library is still also
recruiting for two part-time Library Clerk II positions to handle delivery operations. Shani Trieu started at
Mariners in September as a new part-time Library Clerk I.
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JUL AUG SEP OCT NOV DEC JAN FEB MAR APR MAY JUN
2025 2025 2025 2025 2025 2025 2026 2026 2026 2026 2026 2026
Tracked by #searches
A to Z Databases 481 438 234 1153
Alexander Street 253 682 0 935
Ancestry 200 205 9 414
AskART 12 17 9 38
Brainfuse JobNow/VetNow 107 62 25 194
Britannica School Edition 9 0 82 91
Exploring Race in Society 24 14 4 42
Gale Archives Unbound 7 4 16 27
Gale Directory Library 45 25 **70
Gale in Context: Biography 1 8 14 23
Gale in Context: Elementary 2 0 6 8
Gale in Context: Environmental 0 2 0 2
Gale in Context: Opposing View 17 10 10 37
Gale Interactive: Science 0 0 0 0
Gale Literature Resource Center 16 17 6 39
Gale eBooks 52 15 15 82
HeritageQuest 405 325 180 910
Legal Information Ref Center 64 57 22 143
National Geographic 12 26 20 58
National Geographic Kids 6 34 10 50
NewsBank 4794 4741 4505 14040
NoveList Plus 48 41 65 154
NoveList K-8 Plus 12 146 33 191
ProQuest 4466 **4466
Proquest eLibrary 0 33 23 56
Reference Solutions Business 322 609 392 1323
Reference Solutions Residential 12 29 14 55
SIRS Discoverer 4 12 53 69
SIRS Issues Researcher 267 659 1881 2807
State Statistics 5 6 5 16
World Book Online 9 39 53 101
Tracked by #page views
Artist Works 3 2 6 11
Consumer Reports 2475 2156 1853 6484
CultureGrams 68 36 4 108
Morningstar 3697 7618 4826 16141
RealQuest 8 14 121 143
Tumblebooks 35 33 11 79
Value Line 9891 8507 10381 28779
Wall Street Journal 3393 3469 1439 8301
Tracked by courses
LinkedIn Learning 254 262 209 725
Tracked by books logged
Beanstack 7403 2832 1877 12112
Tracked by Hours Used
ABC Mouse 34.58 37.55 19.98 92.11
Beanstack 7738 1554 385 9677
Rosetta Stone 28.82 33.70 57.47 119.99
Notes:
* Accurate data unavailable for August and September 2025. Data will be restored in October 2025.
** Gale Directory Library subscription cancelled September, 2025
Database FY Comparisons YTD
25/26
Proquest Articles Retrieved 2025-2026
Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun AVG.
Business Databases 3021 * *3021
Newspapers--Current 913 * *913
Newspapers--Historical 3265 * *3265Magazines47* *47
141
NBPL Website Usage 2025-2026
Metric Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun Average Total
Total Users 28317 28872 26436 27875 83625
New Users 14608 15467 14189 14755 44264
Sessions 47805 50528 45583 47972 143916
Pageviews 122016 123728 105782 117175 351526
Sessions Per User 2 2 2 2 --
Pages Per Session 3 2 2 2 --
Avg. Session Dur. (min)7 7 6 7 --
Bounce Rate (%)64 62 63 63 --
Today's Business Solutions Wireless (TBS): Total Data Transferred (GB) 2025-2026
Location Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun Average Total
Balboa 201 275 237 238 713
CdM 391 514 540 482 1445
Mariners 2240 2200 2460 2300 6900
Central 14120 16200 6960 12427 37280
Total 16951 19189 10197 15446 46337
Today's Business Solutions Wireless (TBS): Total Unique Patrons 2025-2026
Location Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun Average Total
Balboa 383 278 278 313 939
CdM 557 527 695 593 1779
Mariners 1454 1432 2038 1641 4924
Central 11130 10480 6307 9306 27917
Total 13524 12717 9318 11853 35559
Today's Business Solutions Wireless (TBS): Average Number of Patrons Per Day 2025-2026
Location Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun Average Total
Balboa 30 21 20 24 71
CdM 32 34 42 36 108
Mariners 111 109 150 123 370
Central 746 672 361 593 1779
Total 919 836 573 776 2328
Today's Business Solutions Wireless (TBS): Average Usage Per Patron (MB) 2025-2026
Location Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun Average Total
Balboa 536 1012 874 808 2423
CdM 718 999 795 838 2513
Mariners 1580 1570 1230 1460 4380
Central 1300 1580 1130 1337 4010
Total 4135 5161 4030 4442 1332514
2
SEP 25 YTD 25/26 YTD 24/25
BALBOA 2,586 7,784 8,731
CdM 5,223 13,288 11,989
MARINERS 24,246 66,974 63,297
CENTRAL *25,630 133,576 156,189
eBooks 8,101 25,783 24,586
eMagazines 7,708 22,511 14,498
eAudiobooks 8,038 24,826 22,563
Streaming Films 4,071 13,852 10,242
TOTAL 85,603 308,594 312,095
OCT 24 101,444
NOV 24 97,545
DEC 24 93,571
JAN 25 99,093
FEB 25 93,114
MAR 25 106,845
APR 25 101,417
MAY 25 102,137
JUN 25 106,003
JUL 25 112,143
AUG 25 110,848
SEP 25 85,603
TOTAL 1,209,763
* Central Library Closure: 09/15/2025-10/05/2025
12 Month Comparison
NEWPORT BEACH PUBLIC LIBRARY - SEPTEMBER 2025
CIRCULATION
BALBOA
CdM
MARINERS
CENTRAL *
eBooks
eMagazines
eAudiobooks
Streaming Films
85,000
90,000
95,000
100,000
105,000
110,000
115,000
OCT 24 NOV 24 DEC 24 JAN 25 FEB 25 MAR 25 APR 25 MAY 25 JUN 25 JUL 25 AUG 25 SEP 25
143
SEP 25 YTD 25/26 YTD 24/25
BALBOA 550 1,466 1,190
CdM 1,163 3,257 2,156
MARINERS 1,176 5,664 6,257
CENTRAL *3,749 19,820 22,271
TOTAL 6,638 30,207 31,874
12 Month Comparison
OCT 24 10,276
NOV 24 8,252
DEC 24 7,381
JAN 25 9,625
FEB 25 8,888
MAR 25 9,980
APR 25 10,439
MAY 25 9,439
JUN 25 12,069
JUL 25 12,051
AUG 25 11,518
SEP 25 6,638
TOTAL 116,556
* Central Library Closure: 09/15/2025-10/05/2025
NEWPORT BEACH PUBLIC LIBRARY - SEPTEMBER 2025
REFERENCE
BALBOA
CdM
MARINERS
CENTRAL *
6,000
7,000
8,000
9,000
10,000
11,000
12,000
13,000
OCT 24 NOV 24 DEC 24 JAN 25 FEB 25 MAR 25 APR 25 MAY 25 JUN 25 JUL 25 AUG 25 SEP 25
144
SEP 25 YTD 25/26 YTD 24/25
BALBOA 2,061 6,727 7,399
CdM 8,953 24,068 10,334
MARINERS 16,160 41,478 36,788
CENTRAL *19,540 103,139 118,294
TOTAL 46,714 175,412 172,815
12 Month Comparison
OCT 24 59,271
NOV 24 47,388
DEC 24 46,860
JAN 25 55,207
FEB 25 52,945
MAR 25 61,298
APR 25 58,738
MAY 25 58,962
JUN 25 65,123
JUL 25 65,474
AUG 25 63,224
SEP 25 46,714
TOTAL 681,204
* Central Library Closure: 09/15/2025-10/05/2025
NEWPORT BEACH PUBLIC LIBRARY - SEPTEMBER 2025
PATRONS SERVED
BALBOA
CdM
MARINERS
CENTRAL *
45,000
50,000
55,000
60,000
65,000
70,000
OCT 24 NOV 24 DEC 24 JAN 25 FEB 25 MAR 25 APR 25 MAY 25 JUN 25 JUL 25 AUG 25 SEP 25
145
SEP 25 YTD 25/26 YTD 24/25
BALBOA 269 1,183 1,290
CdM 1,415 4,880 3,898
MARINERS 2,202 6,472 5,537
CENTRAL *5,887 25,198 29,799
TOTAL 9,773 37,733 40,524
12 Month Comparison
OCT 24 14,313
NOV 24 7,689
DEC 24 6,265
JAN 25 9,973
FEB 25 9,975
MAR 25 11,223
APR 25 13,152
MAY 25 12,209
JUN 25 12,429
JUL 25 13,246
AUG 25 14,714
SEP 25 9,773
TOTAL 134,961
* Central Library Closure: 09/15/2025-10/05/2025
PROGRAM ATTENDANCE
NEWPORT BEACH PUBLIC LIBRARY - SEPTEMBER 2025
BALBOA
CdM
MARINERS
CENTRAL *
5,000
7,000
9,000
11,000
13,000
15,000
OCT 24 NOV 24 DEC 24 JAN 25 FEB 25 MAR 25 APR 25 MAY 25 JUN 25 JUL 25 AUG 25 SEP 25
146
Jerold D Kappel, CEO
Newport Beach Public Library Foundation
Memo
To: Library Trustees
From: Jerold D Kappel, CEO
Date: October 14, 2025
Re: Library Foundation Report
1.Governance and Management: The October 2025 Board Meeting was held on Monday October 13.
Melissa Hartson, Library Director, attended.
a.The next Foundation Board meeting is scheduled for Monday, November 10, 2025.
b.Kunga Wangmo Upshaw will be on maternity leave beginning Monday, November 24, 2025. She
anticipates returning in late January.
2.Rebranding of Foundation: The Board of the Library Foundation approved the concept of the “Brand
Purpose/Essence” statement: “Supporting Discovery and Connection Beyond Books.” A Brand Purpose
is an action phrase that anchors the Mission Statement. The Mission Statement of the Foundation
remains: “The Newport Beach Public Library Foundation funds valuable library resources, programs
and services, and engages the community through the creation and sponsorship of diverse literary,
cultural, and intellectual programs.”
a.The Board has previously approved changing the dba of the Foundation to “The Library Foundation
of Newport Beach.” The legal name will remain the Newport Beach Public Library Foundation.”
b.The Board has also approved the logo concept:
c)There will be a style guide developed for use of the logo on letterhead, publications, banners, etc.
d)The Library Foundation’s “brand” will be introduced in the winter Bookmark, scheduled for
publication after Thanksgiving.
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2
e) The Foundation will initiate strategic planning in 2026 and will develop the “Brand Promise”, the
benefits the Foundation promises to provide to the Library and the community, in conjunction with
the strategic plan process.
3. Beyond Books Campaign
a. As of the date of this report, the Foundation has raised $11,694,128.84. Of that amount,
$706,933.47 is in future payments. The Library’s commitment to the City is 50% of the cost of
construction not to exceed $11,743,968. Currently there is still $1.5 million remaining of the
contingency fee. Contingency fees that are not spent will reduce the final cost to the Foundation.
b. The Construction management originally required that all names for the donor wall in the Woolsey
Library be provided by November 15. However, with the construction completion date now moved
to March 10, 2026, the Foundation is requesting that the date to provide names of donors be moved
to January 15, allowing an additional 60 days to allow donors to make their commitment to the
campaign.
c. The proposal to name the auditorium “The Library Foundation Auditorium” with the designation by
Tod and Linda White’s contribution is on the agenda for the October 14 City Council meeting for
approval.
d. The Grand Opening of Witte Hall is still scheduled for the weekend of March 20-22, 2026, even
though the projected completion of the Hall is now March 10. The Foundation is continuing to plan
for the Donor Grand Opening event of Witte Hall on Friday March 20, 2026. It is a donor benefit for
donors that have contributed at least $25,000 to the construction of Witte Hall. Also invited will be
the City Council and Library Trustees. As plans develop, they will be shared with the Trustees.
e. We update the construction video on the website every 7-10 days. Everything is on the Witte Hall
tab on the website—why it is needed, what it will accomplish, how to support, the gift agreement
form, donor levels and benefits. NBPLF.foundation/Witte Hall
4. Development: The Foundation is seeking corporate sponsors for the opening weekend of Witte Hall.
The goal is to raise $100,000 this weekend. Additionally, the Foundation will publish a printed program
that will include donor recognition and all Library and Foundation programs for the remainder of the
2025-2026 season ending June 30. Advertising will be available in the program.
5. Finance: The 2025 fiscal year audited financials are final and have been sent to the Finance
Committee for acceptance. The IRS 990 reporting form is nearly finished and after review by the
Finance Committee will be submitted to the Board for approval.
a. The Foundation includes three years of 990s and audits on its website. It has a 4 Star rating from
Charity Navigator and is rated Platinum for transparency and accountability by Candid. The
Foundation has also passed two privacy and payment security compliance tests for contributions
through its website.
6. Programming: All programming for the 2025-2026 season was announced in the Summer Bookmark
magazine. Single tickets for Library Live went on sale September 1 and Witte Lecture single tickets
went on sale September 26.
a. All four Library Live lectures are sold out. To accommodate overflow for the two programs held in
the Civic Center Community Room, the side doors will be opened and extra chairs added outside.
The Foundation has sold 152 season passes for Library Live. The first Library Live presentation
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3
with Thomas Fuller, author of The Boys of Riverside: A Deaf Football Team and a Quest for Glory is
Thursday, October 16, 7:00pm. Fuller will be in conversation with former professional football
referee and local community leader, Laird Hayes.
b.The Witte series has sold 11 season passes for Friday night and 118 for Saturday afternoon.
Additionally, a total of 187 single tickets has been sold for the lectures. The first Witte Lecture is
February 27-28.
c.The first Spotlight on Science lecture was held at the Oasis Center and attracted 215 people for a
presentation on “Tracing Life’s Origins.” The next will be November 19 in the Community Room with
Doug Finke speaking about quantum computing.
d.Because of the Stahr Courtyard construction, four of the Foundation programs for the Fall/Winter
will be held in the Civic Center Community Room, at the Oasis Center. One Finance Workshop will
be held in the Newport Coast Community Center. Only the Book Discussion Group will be held in
the Friends Room.
e.After the March 20 grand opening of Witte Hall, the Witte Lecture series, Library Live, and Spotlight
on Science will be moved to Witte Hall. The Financial Literacy Workshops and Medicine in Our
Backyard will continue to be held in the Friends Room.
f.The Foundation is the Community Partner of the NB Fim Festival’s presentation of Rosanna Xia’s
Out of Plain Sight documentary. Xia previewed the documentary at her Library Live presentation for
her book California Against the Sea. The documentary is about the estimated 500,000 barrels of
toxic waste, including DDT, that have been dumped off our coast. The film will be shown on
Monday, October 20, at 3pm at the Edwards Regal Cinema. The film sold out in three days. The
Foundation worked with the Kerckhoff Marine Lab, Crystal Cover Conservancy, Newport Bay
Conservancy, Pacific Marine Mammal Center, and Surfrider to promote the film.
7. Bookmark: The Fall/Winter Bookmark is in editorial layout. It will include Winter/Spring programming,
the annual report, an introduction of the new “brand”, the announcement of the Grand Opening of Witte
Hall, an article on Trustees, an essay and a poem from the Project Adult Literacy In Your Own Words
booklet, and at least four pages dedicated to Library events and news.
8. Advocacy: During this government shutdown, the IMLS (Institute of Museum and Library Services)
staff have been furloughed. There is growing concern that the staff of IMLS, NEA, and NEH will be
eliminated during this shutdown
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