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City of Newport, OR

Strategic Goals & Objectives

Newport Vision 2040 logo

Department Goals

Airport (2022-23)
Goal# Goal Title Goal Type Goal Progress Goal Text Status Updates V2040 Strategies Objectives  
2 Air service - Developing Rural Air service working with the State of Oregon Department of Aviation 2-5 Years Not Started 2018-19: City is working with Lincoln County and Port of Newport to asses long term funding options needed for sustainable rural air service. 2019-20: During the February 19, 2019, City Council meeting City Council approved moving forward with Boutique Air service to apply for grant founds from the State of Oregon ROAR grant. We have been working with Shawn Simpson, CEO and Brian Murphy COO of Boutique Air service building the grant. We have also been working closely with Oregon Department of Aviation staff during this process. Was not successful getting ROAR grant. ODA Board felt there was not enough done to address future funding. 2020-21: During the February 19, 2019, City Council meeting City Council approved moving forward with Boutique Air service to apply for grant founds from the State of Oregon ROAR grant. We have been working with Shawn Simpson, CEO and Brian Murphy COO of Boutique Air service building the grant. We have also been working closely with Oregon Department of Aviation staff during this process. Was not successful getting ROAR grant. ODA Board felt there was not enough done to address future funding. Working with airport committee on a DOT SCADSP grant. will need to have longer term funding in place for grant. 2021-22: Start work pre-planning work on DOT grant for air service. 2022-23: City is working with Lincoln County and Port of Newport to asses long term funding. A3 A8 A13 C4 C8 C9 C13 F4 
309 working with airport committee to identify long term funding for air service. Not Started
514 Reach out to small rural air carries if any might be interested in service. Not Started
 
3 Hangars - Explore ways of development of Hangars Current FY Not Started 2018-19: There have been several inquirers for potential building of box hangars at the airport. We cant issues permits for this until the fire flow issue is resolved. I have been keeping the potential hangar builders update on the fire flow progression. 2019-20: There have been several inquirers for potential building of box hangars at the airport. We cant issues permits for this until the fire flow issue is resolved. I have been keeping the potential hangar builders update on the fire flow progression. 2020-21: Working with two tenants that want to build new private hangar structures. leases have been approved. 2021-22: Working with two tenants that want to build new private hangar structures. leases have been approved. Five new hangars have been built with no more hangar spots to lease has identified on the Airport Layout Plan. 2022-23: Identifying areas for more hangar space. A1 A6 A13 A14 A16 C4 C9     
4 Marketing - Come up with marketing strategies to promote more aircraft flying to Newport 2-5 Years Not Started 2018-19: I have given a presentation to the destonation Newport Committee in 2017 and recived their feed back on marketing. I have given this information to the Airport Committee and we are still defining what specifics we want to market about the airport and the demographics of who to market too. Once this is resolved we will be moving forward with options to City Council to better market the airport. 2019-20: Newport Municipal Airport economic development flyer. 2020-21: Working with Alan Wells to market acres along highway 101 identified on the airport layout plan. Alan Wells leased out 10 acres of property outside the fence to MCWatkins. 2021-22: Marketing plan for airport should tie into rural air service. 2022-23: Marketing plan for airport should tie into rural air service C6 C14 
472 Work with airport committee for marketing of airfield for land leases and expanding market reach to GA pilots to visit Newport. Not Started
 
6 Maintenance - Maintaining the airfield to FAA grant assurance standards 2-5 Years Not Started 2018-19: This is an ongoing goal for the airport. We are a NAPIS airport. Meaning we get Federal Funding from the FAA for Airport Improvement Projects(AIP). We are currently on AIP project 25 and with AIP grant founding comes federal required grant obligations. These projects are paid for by the FAA of 90% with a 10% local match. The projects are also slated by the FAA five years out. AIP founds can only be used for FAA projects on the airfield. 2019-20: This is an ongoing goal for the airport. We are a NAPIS airport. Meaning we get Federal Funding from the FAA for Airport Improvement Projects(AIP). We are currently on AIP project 25 and with AIP grant founding comes federal required grant obligations. These projects are paid for by the FAA of 90% with a 10% local match. The projects are also slated by the FAA five years out. AIP founds can only be used for FAA projects on the airfield. 2020-21: Project completion of Strom pipe rehab and fish passage mitigation. AIP 27 fish passages is completed. The storm pipe as a issues called Live Pipe" in that it is moving. Joints were sealed with grout for now. Weco seals are been looked at to maintain pipes flexibility. This will be a new AIP project in the future. 2021-22: Field repair and grading of safety areas off taxi way echo. FAA AIP projects are obstruction removal in runway protection zones, design of airport layout plan apron update. 2022-23:  FAA AIP projects are obstruction removal in runway protection zones, design of airport layout plan apron update. A1 C4 F6 
483 identify areas of of the field for grading and smoothing. Not Started
516 Work with U.S.N.G to join the government IRT program. To use areas of airfield for training of local engineering unit. Not Started
 
17 Business - Market areas inside and outside the fence for business park development Current FY In Process 2018-19: We are working with the Airport Committee on a recommendation for marketing the airport. We can not make this recommendation until further research has been completed. 2019-20: Presentation by PAC for advertising ideas for AOA marketing. 2020-21: Commercial real estate agent 2021-22: Identify funding to extend sewer to airport. Potential of using Urban Renewal Dollars. other options that will be look at are package treatment plant or large air filed septic system. Working with community development for air field septic system. 2022-23: Working with community development for air field septic system. A6 A13 A14 C3 C4 C8 C9 
503 work with community development director for urban renewal funds. In Process
 

Council Assigned Goals (2022-23)

Goal# Goal Title Goal Type Goal Progress Goal Text Status Updates V2040 Strategies Objectives  
67 Support business growth, development, and financial sustainability at the Airport. Ongoing Not Started B8 C4 
375 Evaluate development of a solar farm on Airport property. ONP Not Started
 
City Manager's Office (2022-23)
Goal# Goal Title Goal Type Goal Progress Goal Text Status Updates V2040 Strategies Objectives  
17 Develop Inclusive Outreach Materials Ongoing In Process 2021-22: This project is ongoing, and anticipated that it will perpetually be ongoing as new materials are developed. The city has made progress in issuing press releases in both Spanish and English.2022-23: This project is ongoing, and anticipated that it will perpetually be ongoing as new materials are developed. The city has made progress in issuing press releases in both Spanish and English. F4 F5 
46 Develop bilingual (English and Spanish) documents utilized regularly by the CRO, including special event permit applications, committee applications In Process
 
19 Continue City-Wide Beautification Ongoing In Process 2022-23: The citys Landscaping Technician is working for the Parks and Recreation Department, and continuing work toward these identified goals. A4 
49 Continue working with the citys Landscaping Technician and the Ad-Hoc Beautification Committee on identifying at least one major landscaping project annually. In Process
50 Continue promoting the use of climate appropriate landscaping in public areas. In Process
528 Addition of bee pollinator gardens. Completed
529 Develop volunteer corps to assist in minor landscaping projects. Completed
 
20 Create a Plan to Assist in the Access to Healthy Food Ongoing In Process E12 
51 Work with appropriate city staff to determine the location(s) of official community garden(s) to assist citizens in urban farming and the provision of healthy food. In Process
534 Work with appropriate staff on processes and procedures for community garden(s). In Process
 
21 Refine Processes and Procedures Ongoing In Process F6 
532 Complete work on a citywide policy manual (excluding human resources and departmental policy manuals). In Process
533 Develop, in coordination with other staff, templates for commonly used documents, i.e., agreements, ordinances, resolutions, etc. In Process
 
22 Develop and Implement More Robust Electronic Outreach Ongoing In Process 2023-24: The goal for 2023/2024 is to establish a regular schedule for the E-Blast. This has been difficult due to staffing shortages.
626 Establish regular schedule for E-Blast In Process
627 Expand use of social media to include twitter and other outlets. Not Started
628 Ensure that all electronic outreach is available in both English and Spanish. In Process
 

Council Assigned Goals (2022-23)

Goal# Goal Title Goal Type Goal Progress Goal Text Status Updates V2040 Strategies Objectives  
12 Evaluate the implementation of a dark sky lighting plan for the City Ongoing In Process B3 B5 
366 Determine the feasibility of utilizing the energy savings through the use of LED fixtures and more efficient placement of outdoor lighting to help expedite implementation of the dark sky street lighting system for the City. CMO In Process
533 Review model ordinances for the development of Dark Sky regulations for private outdoor lighting in the city. CMO In Process
 
13 Develop a long-term climate action plan for the City of Newport Ongoing In Process B6 B7 B9 
70 Develop educational materials and meet with heavy industrial users of water to discuss the implementation of water conservation practices. CMO In Process
534 Further develop and implement sustainability information on measure the City can implement in our day-to-day operations to reduce environmental impacts. CMO Not Started
 
17 Provide sufficient funding to support public arts Ongoing In Process D3 
537 Provide an increase in the annual appropriation of funding to support the acquisition of public art for the city. CMO In Process
 
20 Implement recommendations from the Homelessness Task Force Ongoing In Process E7 
387 Explore the future installation of Portland loos in key locations throughout the community. CMO Not Started
388 Request that the organized faith-based community coordinate services offered by local churches and other faith-based groups. CMO Not Started
390 Pursue efforts to create a more permanent overnight shelter. CMO In Process
540 Participate in the Affordable Housing Partners meetings to discuss strategies on managing homelessness. CMO Not Started
542 Partner with the Lincoln County Harm Reduction team and advocate for financial support on health-related issues, including mental health, physical health, and drug and alcohol issues for individuals experiencing houselessness. CMO Not Started
 
24 Utilize the Greater Newport Area Vision 2040 strategies as a foundational document for ongoing public processes, planning and decision making. Ongoing In Process F2 
394 Develop a plan to sustain active coordination of the Greater Newport Vision beyond the funding provided by the Ford Family Foundation. CMO In Process
 
26 Increase involvement of younger generations in community issues Ongoing In Process F9 
90 Work collaboratively with the school district to establish a youth council. CMO In Process
546 Evaluate the possibility to add a position for youth on various City Advisory Committees. CMO Not Started
 
27 Address long-term financial sustainability issues for the City of Newport. Ongoing In Process
399 Review the Five-Year Financial Sustainability Plan as part of the 2022-2023 Preliminary Budget Committee Meeting CMO Not Started
553 Consider a grant writer position in the 2022-2023 budget. CMO In Process
 
69 Foster an inclusive organization and community that embraces diversity in ethnicity, race, age, gender identity, sexual orientation, self-identity, and perspectives consistent with our slogan "The Friendliest". Ongoing In Process F5 
397 The City will support and seek out opportunities to collaborate with local partner organizations on cultural programming by collaborating on these programs during the fiscal year. CMO Not Started
398 The City commits to develop and publicize a process to address complaints of bias or discrimination relating to the City of Newport. The City commits to develop a specific protocol, or set of protocols, to investigate and respond to grievances with the goal of eliminating systemic bias within our organization. CMO In Process
 
80 Expand affordable and accessible childcare capacity in the Greater Newport Area. Ongoing In Process E9 
544 Coordinate a meeting to determine current efforts to expand childcare options for families in the Greater Newport Area. CMO Not Started
 
75 Establish a trolley to move visitors, employees, and residents between Nye Beach, the Bayfront and Downtown 2-5 Years Not Started A16 
525 Meet with Lincoln County Transit, ODOT and others to determine feasibility costs of operating a trolley or shuttle. CMO Not Started
 
78 Implement conservation methods to reduce the use of water within the Greater Newport Area. 2-5 Years In Process B9 
536 Initiate a work group to review methods to reduce drinking water use by residents and businesses. CMO In Process
 
87 Improve methods for revenue collection 2-5 Years In Process
564 Implement a centralized process of monitoring leases and provisions within those leases, expiration of leases, and other activities that need to be done on a consolidated basis. CMO In Process
 
89 Build a strong and healthy work place culture within the City organization 2-5 Years In Process A2 F5 
568 Purchase or secure housing for use by new employees to the City of Newport. CMO In Process
569 Develop a policy providing use of the Recreation Center by City Council elected officials as is provided for City employees. CMO In Process
 
Community Development (2022-23)
Goal# Goal Title Goal Type Goal Progress Goal Text Status Updates V2040 Strategies Objectives  
51 Establish a set of land use regulations and incentives to complement the Transportation System Plan update and facilitate revitalization of the US 101 / 20 corridors, including the City Center area. Ongoing In Process 2020-21: Includes rework of zoning along the US 101/US 20 corridors to complement desired street improvements identified in the TSP. May include provisions to support additional density and mixed-use live work arrangements. Incentives to include development of an urban renewal funded building facade improvement program. Concept vetted with ODOT/DLCD staff, who indicated that project would be a good fit for TGM grant funding. Pre-app held in March but grant application was not filed due to pandemic related delays to the TSP update. 2021-22: Grant application to fund this work was submitted in June of 2021 and was approved in October. Scope of work is being developed for IGA and consulting contract. IGA to be presented to Council before the end of 2021. Consultant to be under contract by March of 2022. A3 A4 A5 A6 F4 
429 Coordinate with funding partners to get consultants under contract and initiate project. In Process
644 Conduct business outreach and recruit advisory committee. Not Started
645 Develop draft updates to the Citys codes to support downtown redevelopment. Not Started
646 Create framework for an urban renewal funded business facade improvement program. Not Started
 
53 Implement Parking Study recommendations adopted by the City Council. Ongoing Not Started 2021-22: City is recruiting to empanel the Parking advisory Committee. Applications due by 11/30/21. City Council to interview candidates and make appointments in December. Committee will assist staff with Bayfront meter roll out as initial project. Non-meter options for Nye Beach will also be evaluated. A14 C1 C8 
261 Recruit and empanel a Parking Advisory Committee to provide recommendations to policymakers and staff regarding city parking policy and programs. Not Started
262 Initiate refinements to the Historic Nye Beach Design Review Overlay, as needed. Not Started
263 Prepare a Request for Proposals for installation of meters and related improvements (target spring 2021 for implementation). Not Started
264 Develop draft ordinance changes to lift Bayfront off-street parking standards that serve as an impediment to development/redevelopment (to be implemented concurrent with metering). Not Started
430 Initiate discussions with Nye Beach businesses on alternatives for managing parking in a sustainable manner. Not Started
 
54 Facilitate Provision of Additional Housing Opportunities within the City Ongoing Not Started 2020-21: Committee formed to assist staff and policymakers with developing a framework for distribution of affordable housing CET funds. That work should be complete spring/summer of 2021. HB 2001 amendments are in draft form and will be adopted by the end of FY 20/21 as required by state law.2021-22: Skinny street standards and adjustments to City exaction requirements are being developed as part of the TSP update with adoption anticipated in February/March of 2022. A2 A6 A7 
265 Incorporate "skinny" public street options into subdivision and zoning ordinances to reduce costs that may be an impediment to development. Not Started
266 Adjust exaction requirements to ensure they are equitable, particularly for small scale residential projects. Not Started
267 Initiate refinements to the Historic Nye Beach Design Review Overlay, as needed. Not Started
269 Assist policy-makers in identifying a location and, in the permitting of, an overnight homeless shelter. Not Started
 
57 Partner with DOGAMI and DLCD on Tsunami Resiliency Initiatives Ongoing Not Started 2020-21: Tsunami Hazard Overlay adopted with Ord #2166. City was originally going to match funding with DLCD for beach access resiliency assessment. City funding had to be pulled due to budget reductions. DLCD was able to fully fund with City providing technical support. Scope of work prepared and consultant hired. Assessment work started 2/21.2021-22: Beach access assessment has been completed. A13 E5 F4 
647 Pursue grant funding to implement beach access resiliency recommendations. Not Started
 
58 Initiate work on HB 2003 Mandated Housing Needs and Buildable Lands Update Ongoing In Process 2021-22: HB 2003 (2019) requires Citys update their housing needs and buildable lands inventories more frequently, with supplemental outreach and more robust analysis, including a set of housing production strategies. The state has included Newport in the initial round of communities required to update plans beginning in FT 2021-22. DLCD has requested technical assistance funding, which if approved by the legislature will likely result in 75% or more of the costs being grant eligible. Work will be informed by the 2020 census. A2 A7 A9 A14 F4 
448 Develop an RFP, select a consultant(s) through a competitive review process, and initiate work on the project. In Process
648 Recruit project advisory committee. Not Started
649 Develop adoption ready housing capacity analysis and production strategy. Not Started
 
59 Support Development of STR Ordinance Implementation Work Group Recommendations Ongoing Not Started 2021-22: Work group was created by the City Council to observe implementation of the Citys updated short-term rental regulations adopted with Ord. #2144 (2019) and provide recommendations for further revisions. The group was to be empaneled for 12-months however, their term was extended an additional 24-months due to the pandemic. A8 A9 F1 F4 
449 Assist Work Group in understanding how City Administration implements ordinance implementation through the summer of 2021 via a series of quarterly meetings. Not Started
450 Provide the Work Group with requested information and options for addressing identified issues. Not Started
451 Develop ordinance amendments or potential administrative procedural changes at the request of the Work Group for presentation to the City Council. Not Started
 
60 Assist BLM and FHWA on Lighthouse Drive Transportation Study Ongoing In Process 2021-22: Project has been initiate by BLM/FHWA. Study is assessing potential access improvements to Yaquina Head Outstanding Natural Area, with an emphasis on bike/pedestrian enhancements. Work expected to extend through the fiscal year, positioning City for Federal Lands Access Program (FLAP) grant application in 2022-23 to pay for needed improvements. Viable source of funding for Lighthouse Drive bike/ped improvements, upgrades to Lighthouse Drive and US 101 intersection, trail connections to Agate Beach and the wayside, and a portion of a Lighthouse to Lighthouse trail connection. FLAP grant was submitted earlier than anticipated, in October of 2021, while study is ongoing. If approved, funding will be available in FY 24-25. A10 A11 B2 F4 
452 Assist BLM, FHWA, ODOT, and consulting team with development of study, including background data and recommendations from Newport TSP Update and public outreach. In Process
453 Provide feedback to BLM/FHWA regarding community priorities for infrastructure investment and incorporate recommendations as an amendment to the Newport TSP. In Process
650 Incorporate recommendations into City TSP. Not Started
651 Coordinate with BLM/FHWA on project refinement of Lighthouse to Lighthouse trail connection if FLAP funds are awarded (2024/25 federal funding cycle). Not Started
 
61 Facilitate Acquisition of Additional Land in Big Creek Watershed Ongoing In Process 2021-22: City Council has expressed an interest in acquiring additional land within the Big Creek watershed to secure the Citys water supply. Seed money will come from the sale of an easement to Central Lincoln PUD for a new high-voltage line over the city reservoirs. The high-voltage line will provide a redundant power feed to the City, improving resiliency. The easement conveyance has been completed. City is pursuing an OWEB grant to complete a forest management plan within the Big Creek Watershed. An initial application received a "do fund" recommendation from OWEB staff however, they lacked resources to fund all of the applications. A second grant application was submitted in November. If it is approved, the funding will be available in April. Developing a forest management plan is often a first step toward acquiring property. The OWEB application was submitted in partnership with Oregon Coast Community Forest Association (OCCFA), Sustainable Northwest, Hancock Forest Management, and others. A13 B1 B6 
456 Contact ownership interests within the watershed to ascertain interest in participating in land sales and/or exchanges. In Process
457 Consult with OCCFA and Sustainable Northwest and prepare application to secure USDA, OWEB or other grant funds to supplement city resources for land acquisition. In Process
652 Initiate Big Creek Watershed Forest Assessment if OWEB grant application is approved (April 2022 award timeframe). Not Started
 
62 Yaquina Bay Estuary Management Plan Update Ongoing In Process 2021-22: DLCD funded project with $220,000 NOAA grant. Estuary Management Plan governs in-water development and natural resource mitigation and enhancement activities within the bay. City staff to serve a support role, serving on a steering committee, and providing contract6or with background information to inform development of the plan. Once the plan is adopted, City would update its estuary management regulations (last amended in the 1980s). Effort could simplify in-water permitting processes, and will help shoreland property owners better understand estuary resource preservation and enhancement objectives. Includes a climate adaptation element. Plan to be completed spring/summer of 2022. DLCD has hired a consultant and the taskforce has held an initial meeting. B6 C1 C5 F4 F7 
458 Participate on taskforce to update the plan, providing technical expertise and background data relevant to portions of the estuary within the city limits of Newport. In Process
459 Conduct work sessions with City policy-making bodies to keep them informed of the proposed amendments, and assist DLCD with public outreach. Not Started
460 Initiate updates to the estuary management chapter of the Newport Comprehensive Plan and Corresponding chapter of the zoning ordinance. Not Started
 
63 Update Newport Unsafe Building Codes Ongoing Not Started 2021-22: Sync nuisance and unsafe building code provisions in the Municipal Code to create streamlined and equitable process for abating dangerous buildings, including those damaged by landslides or other natural events. E5 
461 Coordinate with Police Departments Code Enforcement staff and State Building Codes Division to develop draft amendments. Not Started
462 Conduct work sessions with policymakers to review amendments and update based upon feedback. Not Started
463 Initiate ordinance amendment process. Not Started
 
64 Identify Funding Partnerships for TSP Project Priorities 2-5 Years Not Started A3 A10 A11 A15 A16 
653 Coordinate with ODOT, private developers, and other potential partners to identify joint funding opportunities. Not Started
 
65 Implement Recommendations from US 101 Corridor Refinement Plan Ongoing Not Started A1 A3 
654 Update the Citys development codes in line with the recommendations from the code audit. Not Started
659 Advance priority urban renewal projects. Not Started
660 Initiate annexation of unincorporated islands in South Beach. Not Started
 

Council Assigned Goals (2022-23)

Goal# Goal Title Goal Type Goal Progress Goal Text Status Updates V2040 Strategies Objectives  
3 Prepare the North Side Transportation Plan in collaboration with the Oregon Department of Transportation Ongoing Not Started A5 A10 A11 
45 Develop a strategic plan for the revitalization of the City's central business district. CDD Not Started
46 Identify in the planning process a gathering spot as part of the City Center revitalized strategies CDD Not Started
 
4 Increase supplies of affordable and workforce housing, including rentals for the community Ongoing Not Started A2 A14 
50 Develop bilingual educational materials to promote and encourage homeowners to consider building accessory dwellings on their principal homestead properties as allowed by law. CDD Not Started
 
7 Acquire property in the Big Creek Reservoir watershed Ongoing Not Started A1 
526 Develop a watershed management plan that identifies property acquisition needs. CDD Not Started
 
15 Develop opportunities for buildable lands and utilization of existing structures for creating new businesses and jobs. Ongoing Not Started C3 C4 
74 Update the Citys commercial/industrial buildable lands inventory CDD Not Started
373 Develop a plan for the repurposing at the South Beach URA property. CDD Not Started
 
20 Implement recommendations from the Homelessness Task Force Ongoing In Process E7 
392 Determine the impact of affordable housing on homelessness. CDD Not Started
541 Identify areas where campsites would be permitted in the city with portable toilets and garbage disposal. CDD Not Started
 
85 Promote the development of Neighborhood Associations Ongoing Not Started F4 
561 Consider funding to support staffing and financial support for neighborhood associations in the 2022-2023 budget. CDD Not Started
 
75 Establish a trolley to move visitors, employees, and residents between Nye Beach, the Bayfront and Downtown 2-5 Years Not Started A16 
524 Evaluate information that was compiled in the parking study and report findings to the City Council. CDD Not Started
 
Emergency Management (2022-23)
Goal# Goal Title Goal Type Goal Progress Goal Text Status Updates V2040 Strategies Objectives  
16 Move the City forward toward greater preparedness and resiliency. Ongoing In Process 2021-22: Due to budget cuts, the City had to pause on disaster preparedness. We need to reaffirm this priority by hiring a new coordinator and move forward with plans to develop and strengthen plans and procedures within the City to better prepare and respond to disasters. 2022-23: Staff training requirements have been surveyed, and many staff have taken needed training. As new staff are hired on, they are informed of the training requirements. COOP planning is on hold as the State is switching to a new COOP provider. We will resume when new system is in place. AAR from Cascadia Rising is in progress. E5 
635 Survey current staff training levels and develop training plan to comply with National Incident Management System requirements. Survey complete by June 2022 and training plan complete by September 2022. Completed
636 Develop a work plan by July 1 2022 that address updating COOP plans for every City Department. Not Started
637 Implement After Action Recommendations from June Cascadia rising community exercise. In Process
 
17 Update Emergency Operation Plan Ongoing In Process 2022-23: Grant funding is not available. Past grants that have been used for this purpose have changed their criteria and no longer fund these types of projects. We did budget funds in Capital projects to fund begin this process. E5 
629 Apply and obtain grant funding to update EOP by June 2022. Terminated
630 Have contractor selected and contracted by December 2022. Terminated
631 Updated and expand Pandemic Response, Mass Evacuations, and any other needed sections. Not Started
 
18 Implement Emergency Preparedness and Outreach Programs Ongoing In Process 2022-23: Our Emergency Preparedness Coordinator has been providing public education through talking with community groups and attending public events. He has met with the Latino community on Spanish Language specific training. He has follow up meetings scheduled. E5 F5 
632 Provide public education for hazard risk mitigation on an ongoing basis. In Process
633 Provide outreach to the whole community including minority populations and restarting LISTOS by June 2022. In Process
634 Develop awareness campaign to educate home and business owners on the benefits of seismic retrofit. Not Started
 
Engineering (2022-23)
No records to display

Council Assigned Goals (2022-23)

Goal# Goal Title Goal Type Goal Progress Goal Text Status Updates V2040 Strategies Objectives  
1 Invest in upgrades to the City's water distribution and storage tank systems. Ongoing In Process A1 
40 Update the Water Master Plan ENG In Process
518 Secure grant funding through FEMA for the replacement of the City's two main water storage tanks with two new seismically sound water tanks. ENG In Process
519 Secure grant funding through FEMA for the replacement of the 54th Street pump station. ENG In Process
 
5 Complete pedestrian safety amenities throughout the community Ongoing In Process A11 
51 Conduct feasibility and develop preliminary costs for infilling sidewalk from Don Davis Park to Government Street along Elizabeth Street. ENG Completed
357 Complete design for a pedestrian walkway on US 101 from 25th Street to 36th Street utilizing URA funding for the project. ENG Not Started
358 Work with ODOT to plan a pedestrian crosswalk at Highway 20 and Eads Street. ENG In Process
520 Initiate planning with ODOT for the bike and pedestrian improvements from NE 36th Street to NE 60th Street. ENG Not Started
521 Move forward with design, permitting, and if permitted, construction of a pedestrian-activated, signaled crosswalk at US 101 and NE 60th Streets. ENG In Process
 
9 Invest in upgrades to the City's storm sewer collection system Ongoing In Process A1 B1 B4 
529 Fund the replacement of the storm sewer on Hatfield. ENG In Process
530 Fund the replacement of the storm sewer running under the fire hall and through Betty Wheeler Park. ENG Completed
 
18 Replace the Big Creek Dam Ongoing In Process E5 
378 Inform the Greater Newport Area of the critical need to replace the Big Creek Dams. ENG In Process
379 Proceed with preliminary design and permitting for the replacement dam for Big Creek. ENG In Process
380 Conduct emergency preparedness planning regarding the dam failure. ENG In Process
381 Continue efforts at identifying funding for dam replacement. ENG In Process
538 Secure a grant agreement form the State of Oregon for the $14 million appropriation of lottery bonds. ENG Completed
 
76 Make safety improvements on US 101 at NE 57 th Street and the movie theater driveway 5+ Years In Process A10 
527 Meet with ODOT to discuss safety improvements, including a truck lane, at this intersection ENG Completed
528 Seek funding for preliminary engineering to identify options for redesigning the intersection at US 101 and NE 58th Street. ENG In Process
 
Finance (2022-23)
Goal# Goal Title Goal Type Goal Progress Goal Text Status Updates V2040 Strategies Objectives  
14 Create and implement GFOA Recommended Financial Polices Ongoing In Process F1 
243 Continue creating recommended polices, minimum of three In Process
 

Council Assigned Goals (2022-23)

Goal# Goal Title Goal Type Goal Progress Goal Text Status Updates V2040 Strategies Objectives  
86 Implement purchasing procedures to reduce costs and improve accountability and transparency of these expenditures. Current FY In Process
562 Examine opportunities to consolidate purchases that are currently done on a department-by- department basis to reduce overall costs for those purchases. The City administration needs to be mindful that any new processes to centralized these activities have time and expenses in themselves. It will be important to determine the cost benefit of those specific actions. A report will be provided to the City Council by December 31, 2022 on these efforts. FIN In Process
 
87 Improve methods for revenue collection 2-5 Years In Process
563 Implement procedures to improve the collection of miscellaneous fees, fines and other revenues that help support various City services. FIN In Process
565 Develop a routine practice to regularly place liens on properties for unpaid property-related bills. FIN In Process
566 Evaluate new collection procedures with the goal reducing uncollectable accounts considering the costs and benefit of the procedures. FIN In Process
 
Fire (2022-23)
Goal# Goal Title Goal Type Goal Progress Goal Text Status Updates V2040 Strategies Objectives  
21 Merge or Consolidate with Newport Rural Fire Protection District Ongoing In Process 2020-21: This goal was delayed due to COVID-19. It was restarted in the Fall of 2020. We have added Depoe Bay Fire District to the consideration of a new Fire District. Initial Planning, and reworking the feasibility study are underway. 2021-22: Was delayed due to COVID and wildfires. Have resumed talks with Depoe Bay Fire District. Will be presenting updated RFQ for Feasibility study in November 20212022-23: Proposals from potential vendors came in over double what was budgeted. Due to funding constraints from the other 2 agencies, it was decided to not pursue a feasibility study and explore other options of cooperation with the Rural Fire District. E6 F7 
145 Review results and make a presentation to Council with options and recommendations. Terminated
347 Complete feasibility study Objective Terminated
348 Complete a 190 IGA with the Fire District. Not Started
 
22 Obtain new pumper Ongoing In Process 2020-21: This goal was put on hold due to funding cuts.2021-22: We obtained an updated quote from Hughes Apparatus. The price is $553,000. We have budgeted $560,000 for purchase and outfitting. After talking with City Manager we agreed to table the purchase till FY-22/23 and ask for additional funds to complete the purchase2022-23: A purchase agreement was signed in July 2022. Our order has been processed and we have been put in the que for construction. Delivery date is estimated at some time in the spring of 2025. E6 
148 Sign agreement with apparatus manufacturer Completed
149 Place new apparatus into service and surplus old unit Not Started
622 Consider adopting a standard pumper spec consistent with neighboring agencies. Not Started
 
25 Bring newly hired Assistant Chief Fire Marshal up to speed Ongoing Completed 2022-23: In May of 2022, we hired Tom Sakaris as Assistant Chief/Fire Marshal. He will finish his 6-month probation this month. Upon hire, Tom immediately set out to assess our training program. He recommended revamping our program. We put these changed in place in August of 2022 and are seeing positive results. I have held weekly meetings and his performance is above standards. E6 
623 Complete Hiring process in a timely manner. Our goal is to have the position filled by August 1. Completed
624 Develop 60 day and 6 month work plan for new hire before their start date. Completed
625 Implement workplan on Day 1. Conduct weekly check-in meetings and formal monthly reviews for first 6 months. Completed
 

Council Assigned Goals (2022-23)

Goal# Goal Title Goal Type Goal Progress Goal Text Status Updates V2040 Strategies Objectives  
21 Evaluate Fire Service needs for the community Ongoing Not Started E6 
84 Evaluate the feasibility of consolidating the City Fire Department with the Rural Fire District NFD Not Started
85 Increase the number of active Fire Department volunteers NFD Not Started
 
Human Resources (2022-23)
Goal# Goal Title Goal Type Goal Progress Goal Text Status Updates V2040 Strategies Objectives  
15 Implement a Revised Employee Handbook Current FY In Process 2020-21: An initial review of the entire handbook has been completed by HR and City Manager. Edits are currently being incorporated into a revised draft of the handbook. 2021-22: Implement a Revised Employee Handbook2022-23: An initial review of the entire handbook has been completed by HR and City Manager. Edits are currently being incorporated into a revised draft of the handbook. Initial draft has been completed. A second review is currently in process. Efforts have slowed due to recruitment demands and other employee related priorities.
54 Incorporate City Manager changes and complete formatting In Process
55 Forward to Department Heads, Union, and CIS for final review and feedback Not Started
56 Review feedback - incorporate changes where appropriate Not Started
57 Finalize handbook and formatting Not Started
58 Develop rollout communications (management, employee, and volunteer) Not Started
59 Print hard copies and place online Not Started
60 Compile volunteer packets Not Started
61 Load handbook on SafePersonnel for all employee distribution Not Started
62 Communicate rollout and distribute handbook to employees Not Started
63 Obtain signed acknowledgement forms from all employees Not Started
517 Calendar meetings with City Manger for handbook review Completed
 
16 Implement Cultural Competency Audit Results Action Plan (Internal focus) Current FY Not Started 2022-23: Discussions related to DEI have been rolled into a larger discussion related to Workplace Culture. The City Manager and Department Heads have met on two offsite retreats. Action plan has been developed by City Manager and Department Heads. Work groups were formed to drill down on specifics related to each of the target areas to improve workplace culture. F5 
71 Begin Phase II - External Focus Not Started
72 Develop survey to obtain external feedback Not Started
73 Compile survey results Not Started
74 Determine objectives based on survey results Not Started
75 Develop action plan(s) Not Started
76 Determine resources needed for rollout of action plan(s) Not Started
77 Develop rollout timeline Not Started
78 Develop rollout communications Not Started
79 Implementation begins Not Started
 
17 Implement a Revised Citywide Performance Management Process Ongoing Not Started 2020-21: Ongoing effort.2021-22: Ongoing effort.2022-23: Ongoing effort. Reviewed the NeoGov module for Performance Management. Attended a demo with City Manager to review this product and determine if it fits the Citys needs.
84 Phase II - Implementation Not Started
86 Train management staff on new process and forms Not Started
109 Rollout communications to management and employees Not Started
110 Implement Not Started
 
18 Implement Revised Safety Handbook Ongoing In Process 2022-23: CIS Safety Handbook is being reviewed and modified for City of Newport processes, procedures, and contacts. This project is on hold due to staffing and workload demands.
111 Calendar meetings with Safety Officer through August 2020 to complete review of the draft handbook sections In Process
112 Finalize handbook Not Started
113 Develop rollout communications (management, employee, and volunteer) Not Started
114 Print hard copies and place online Not Started
115 Load handbook on SafePersonnel for all employee distribution Not Started
116 Communicate rollout and distribute handbook to employees Not Started
117 Obtain signed acknowledgement forms from all employees Not Started
 
20 Implement Revised Citywide Safety Program Ongoing In Process 2020-21: Ongoing effort.2021-22: Ongoing effort.2022-23: Ongoing effort. Work is nearing completion for a city-wide respiratory protection program being implemented. Efforts begin in 2021 and continued in 2022 for a city-wide Equipment Training program. A cross department team to include HR, Safety, Parks Maintenance, Public Works, and Operations are meeting regularly to determine equipment used within the city and what training is needed for each type of equipment.
128 Phase II - Implementation In Process
129 Train management staff on new process and forms Not Started
 

Council Assigned Goals (2022-23)

Goal# Goal Title Goal Type Goal Progress Goal Text Status Updates V2040 Strategies Objectives  
69 Foster an inclusive organization and community that embraces diversity in ethnicity, race, age, gender identity, sexual orientation, self-identity, and perspectives consistent with our slogan "The Friendliest". Ongoing In Process F5 
396 The City commits conducting outreach for prospective candidates to diversity City staff as well as membership on City committees, boards, and panels to ensure that all community voices are represented in discussions in City policies. HR In Process
559 Provide diversity, equity, and inclusion (DEI) training to employees and volunteers. HR Completed
560 Collaboratively develop means for culturally competent and inclusive communications. HR In Process
 
Information Technology (2022-23)
Goal# Goal Title Goal Type Goal Progress Goal Text Status Updates V2040 Strategies Objectives  
22 Customer Service Ongoing In Process F1 
464 Improve website accessibility level to AA standards In Process
581 Add two wide-range public Wi-Fi access points to city buildings. Not Started
582 Provide three tech-talks throughout the year In Process
 
23 Innovative Technology Ongoing In Process Transform the City of Newport workplace by enabling end user capabilities through access to data and services anywhere and anytime.
7 Optimize the end user experience with data, access, and services, providing cost efficiencies and workforce productivity. In Process
89 Implement workflow technologies to facilitate internal and external processes. In Process
90 Advance the implementation of the City of Newport information sharing environment by developing highly-available, automated systems. In Process
91 Enable secure end-to-end delivery of mobile solutions that enhance enterprise-wide mobile computing capabilities for successful mission outcomes. In Process
 
24 Connectivity Ongoing Not Started Deliver a strong, connected and resilient network.
92 Develop Network modernization plans Not Started
97 Cloud Smart assessment Not Started
101 Business Resilience Not Started
530 Provide fully-redundant internet connectivity Not Started
583 Achieve greater than 95% uptime over the year Not Started
 
25 Cybersecurity Ongoing In Process Protect City of Newport networks, systems, functions and data. Continuously mature the City of Newport cybersecurity posture.
105 Implement cyber defense measures Not Started
106 Assessment of data security Completed
107 Mobile device security Not Started
108 Cybersecurity standards In Process
 

Council Assigned Goals (2022-23)

Goal# Goal Title Goal Type Goal Progress Goal Text Status Updates V2040 Strategies Objectives  
88 Continue to expand access to city services through the use of technology 5+ Years In Process
567 Take necessary steps to provide public access to specific components of the City's GIS system. ITD In Process
 
Library (2022-23)
Goal# Goal Title Goal Type Goal Progress Goal Text Status Updates V2040 Strategies Objectives  
6 Customize programs and services for our Latinx population Ongoing In Process 2020-21: We were in the process of recruiting, hiring, and appropriately deploying Spanish-speaking staff, but the COVID pandemic meant that these plans are delayed. 2021-22: We have been operating with less library staff and recruitments for open positions are under way. We are in the recruitment process for our part time bilingual community resource specialist. The Library is participating in the Libros for Oregon cohort to purchase materials from Guadalajara in late November 2021. We will be able to increase our Spanish-language and bilingual collections for the Library by selecting appropriate materials in Guadalajara and through our vendor. We have developed programming targeting our Latinx community over this course of this FY. We have held 4 programs so far and have 2 other programs planned after the first of the year. 2022-23: We have successfully recruited, hired, and deployed a full time Bilingual Community Resource Specialist. She was hired as part time in mid-May, but went full time this fiscal year at the end of July. We are holding regular, monthly programming targeting our Latinx and Ingenious community with a Spanish Movie Night, Loteria, and quarterly Noche de Diversion events. We also celebrated Hispanic Heritage month with displays, programming, and curated reading lists as well as a Dia de los Muertos celebration. We ae working on establishing consistent bilingual signage throughout the library, increasing our Spanish-language and bilingual collections. The Library Director is traveling to Guadalajara at the end of November to select materials from the largest Spanish language book fair in the world. This will help staff with reaching 5%. We have not started an Perform a EDI Collection Development and Diversity Audit yet. We are also putting out library publicity in English and Spanish, but about 40% of the information. We have a seperate PR contact list for our Latinx and Ingenious community. A1 A4 A13 A18 B6 C3 C6 C7 C8 C9 C10 D2 D3 D6 D8 D9 D10 D11 D12 E4 E5 E7 E8 E13 F1 F2 F3 F4 F5 F6 F7 F8 F9 F10 F11 
212 Recruit, hire and appropriately deploy Spanish-speaking staff Completed
214 Establish a staff liaison and library project team to collaborate with community and literacy agencies, English as a Second Language provides, the school district, and tutors to track collaborative efforts. Completed
221 Increase Spanish-Language and bilingual collections for the Library by 5%. In Process
222 Develop programming targeting our Latinx community. We will have 4 Latinx Programs this year. Completed
225 Establish consistent bilingual signage throughout the library at the service points, on the library shelf ends, signage throughout the library. In Process
227 Cultivate partnerships with schools, colleges, literacy agencies, and other relevant organizations to coordinate adult literacy tutoring and ESL classes. In Process
228 Cultivate partnerships for adult literacy and ESL instruction, space sharing, and off-site programming and services. In Process
588 Perform a EDI Collection Development and Diversity Audit Not Started
589 Create a Spanish-language version of the NPL website, translate press releases, library signage, marketing materials, and library policies. We are aiming to have 30% of our library publicity translated into Spanish in FY22-23. In Process
 
7 Increase access to Technology Resources to the Community Current FY Completed 2021-22: We have been operating with less library staff and recruitments are under way. Technology (laptops and tablet devices) supply chains are delayed. We have received 11 more mobile hotspots, but not the laptops or tablet devices. We have held 3 pop-up outreach programs in the community this FY so far. 2022-23: We have purchased a number of laptops, eReaders, and tablet devices with Library Foundation funds as well as funds allocated by the City of Newport. We are waiting on IT to finish installing security features and provide training before the laptops and eReaders are available for check out. We also have checked out our mobile hotspots and secured more of these devices. We are going to purchase 11 more hotspots through TechSoup this fiscal year. We have 22 circulating mobile hotspots at this time. We provided 8 pop-up outreach programs in the community so far this fiscal year. We have a couple more outreach programs in the community scheduled before the end of this fiscal year. The Library Director successfully participated and completed the State Library of Oregons 2022 Edge Programs (digital inclusion and action cohort and data fluency cohort). This was a 6 month time requirement and a capstone presentation was required as the final project. The Newport Public Library shared valuable resources and information with other participating cohort libraries and helping other libraries in the state and out of state. A1 A18 C3 C8 C9 D2 D8 D9 D10 D11 E4 E7 F3 F4 F7 
342 Add 5 laptops to the library collection for library cardholders to check out Completed
343 Add 5 tablet devices to the library collection for library cardholders to check out Completed
346 Library will provide a pop-up outreach program in the community 6 times throughout the year for Wi-Fi access, access to library materials, and ask a librarian tech questions. Completed
661 Participate in the State Library of Oregons 2022 Edge Programs (digital inclusion and action cohort and data fluency cohort). This program is designed to build public librariesí capacity and skill to collect, analyze and communicate data and demonstrate the vital role of public libraries in advancing digital equity in their communities. Participation is free for public libraries in Oregon. Completed
 
Parks and Recreation (2022-23)
Goal# Goal Title Goal Type Goal Progress Goal Text Status Updates V2040 Strategies Objectives  
21 Rebuild and expand department services, programs, classes, events and activities. Ongoing In Process E13 F4 F6 F8 F9 F10 
405 PARKS - Promote, utilize, and implement a community volunteer program to assist with beautification of the Park System. In Process
417 ADMIN, REC CENTER, AQUATICS - Evaluate, improve, and implement upon the existing scholarship program and policy Not Started
600 ALL - Achieve staffing levels to meet programming, operational, and budgetary needs and constraints. In Process
601 ALL - Evaluate current and past programs and activities through budget and community input to improve services In Process
603 AQUATICS - Implement 3 new family-oriented special events and restructure the swim lesson program In Process
604 SPORTS - Implement 3 new special events or programs for youth and adults In Process
606 REC CENTER - Evaluate the feasibility of current and additional youth programming, i.e. childcare, teens, SAC, and SO. In Process
 
22 Begin implementation of the Park Master Plan Ongoing In Process A3 A4 A11 A12 B2 B3 B4 E13 F7 F8 F9 F10 F11 
274 ADMIN, PARKS - Identify partnerships and funding sources. In Process
407 ADMIN - Develop a community garden policy. In Process
607 ADMIN, PARKS - Educate department heads and city staff about the PMP. Engage with stakeholders about achievable projects within the PMP. Not Started
608 ADMIN, PARKS - Identify and implement achievable projects for FY22-23. In Process
609 ADMIN, PARKS - Complete capital projects from FY21-22. In Process
 
23 Reduce environmental impact through department facilities, operations and programs and activities. Ongoing In Process A1 B3 B5 B8 B9 C10 F7 F8 F9 F10 F11 
277 ALL - Evaluate each facilitys current infrastructure and operations to identify where improvements can be made. Not Started
278 ALL - Implement 3 environmental action items within each Parks and Recreation facility related to operations. In Process
279 AQUATICS - Explore the viability of an Aquatic Center UV system In Process
280 ADMIN, PARKS, REC CENTER - Support the Bee City and Tree City Programs through obtaining a Growth Award in 2021. Completed
281 ADMIN, REC CENTER, PARKS - Identify and partner with 3 organizations to provide community education programs through the Recreation Center and Parks Maintenance. In Process
 
24 Improve safety, security and operational function of all department facilities to enhance a livable region. Ongoing In Process A1 B3 
408 REC CENTER - Complete installation of side and rear entry doors and locking system. Not Started
610 AQUATICS, REC CENTER, 60+ - Review, update, and implement the facility maintenance plan for all 3 facilities Not Started
611 ADMIN, PARKS - Complete the install of the new lighting system at Betty Wheeler Park. Completed
612 PARKS - Complete and implement a park maintenance plan. Not Started
613 REC CENTER, 60+, AQUATICS - Complete the modification of the emergency action plan to include infectious disease guidelines. In Process
614 ADMIN, REC CENTER, 60+, AQUATICS - Research and train staff on community disaster response. In Process
615 ALL - Develop and/or update a Standard Operating Procedure Manual for all divisions In Process
616 AQUATICS, REC CENTER - Complete major repairs to facilities that effect operational function, i.e. roof leaks, mechanical room failures, pool cracks, etc. In Process
 
25 Develop a comprehensive Equity, Diversity and Inclusion Plan Ongoing In Process A1 A16 F5 F6 F7 F8 F9 F10 
287 ADMIN - Consult with stakeholders and organizations for assistance and community engagement. In Process
288 ALL - Evaluate existing programs and activities to ensure inclusivity. In Process
617 ADMIN - Complete management DEI training to develop and implement a DEI department action plan. In Process
618 ALL - Expand the online registration process to make it more accessible for all community members In Process
 
26 Evaluate the department to build a strong and cohesive organization Ongoing In Process F1 F2 F3 F4 
291 ALL - Engage staff and volunteers in identifying priorities and future needs through regular training and teambuilding opportunities. In Process
619 ALL - Create a teambuilding plan to encourage department staff to learn from and collaborate with each other. Not Started
 
27 Review and Implement the Recreation Business Plan Ongoing In Process A1 B3 E8 E9 E10 E13 F4 F7 F8 F11 
620 ALL - Review and educate department management and stakeholders on recommendations outlined in the plan. In Process
621 ALL - Identify action items and begin implementation, i.e. marketing plan, partnerships, program development, fee analysis and cost recovery, etc. In Process
 

Council Assigned Goals (2022-23)

Goal# Goal Title Goal Type Goal Progress Goal Text Status Updates V2040 Strategies Objectives  
11 Review and implement cost-effective priorities from the Parks and Recreation Master Plan for implementation. Ongoing In Process B3 B4 
363 Parks and Recreation will reactivate a foundation to provide a source of funding for parks equipment and scholarships. PAR Completed
531 Pursue negotiations with State Parks for a new soccer field. PAR Terminated
532 Provide funding for the construction of outdoor fields at Agate Beach Wayside. PAR Terminated
 
20 Implement recommendations from the Homelessness Task Force Ongoing In Process E7 
539 Determine the feasibility of developing a program to pay individuals experiencing houselessness for litter and trash clean-up. PAR Not Started
 
23 Enhance coordination among social services, non-profits and local government to collaborate in all actions to guide creation of a healthier community. Ongoing In Process E4 
393 Participate in the Quarterly Community Health Improvement Plan meetings and/or the Health Integration Network meetings to discuss opportunities to collaborate with health organizations to create a healthier community. PAR In Process
 
80 Expand affordable and accessible childcare capacity in the Greater Newport Area. Ongoing In Process E9 
545 Expand childcare services at the Recreation Center. PAR In Process
 
Police (2022-23)
Goal# Goal Title Goal Type Goal Progress Goal Text Status Updates V2040 Strategies Objectives  
32 Improve Department diversity and community outreach Current FY In Process E6 
518 Work with newly formed Police Advisory Committee to conduct two outreach events. Completed
595 Meet all legislative police reform measures. Completed
597 Establish a tuition reimbursement program to further staff development through education. Not Started
 
33 Conduct 2-3 pedestrian/vehicle safety events Current FY Not Started E6 
137 Publish media event, detailing the pedestrian/vehicle safety operation Not Started
138 Utilize traffic safety grant to conduct 1 spring event and 1 summer event annually for pedestrian safety Not Started
139 Utilize traffic safety grant to conduct 2 high visibility DUII enforcement operations. Not Started
140 Utilize traffic safety grant to conduct 2 distracted riving enforcement operations. Not Started
 
35 Maintain Police Certification Requirements Ongoing In Process E6 
520 All officers receive 8 hours force response Completed
521 All staff receive 3 hours ethics training Completed
522 Supervisors receive 8 hours annually advanced supervision training. Completed
526 All officers receive 4 hours de-escalation training. In Process
 
37 Obtain 2022 Police Re-Accreditation Current FY Completed E6 
593 Complete all Oregon Accreditation standards Completed
594 Successfully achieve Re-Accreditation through the Oregon Accreditation Alliance Completed
 

Council Assigned Goals (2022-23)

Goal# Goal Title Goal Type Goal Progress Goal Text Status Updates V2040 Strategies Objectives  
79 Re-establish the position of school resource officer Ongoing Not Started E6 
543 Explore funding this position in the Fiscal Year 2022-2023 NPD Not Started
 
Public Works (2022-23)
Goal# Goal Title Goal Type Goal Progress Goal Text Status Updates V2040 Strategies Objectives  
35 Zero Sanitary Sewer Overflows Throughout City Ongoing In Process 2021-22: Sanitary Sewer Overflows (SSOs) were prevented this past year through rigorous cleaning of those areas in the collection system we know are Pron to plugging. The problem sewers are on a cleaning rotation to prevent SSOs. We had a few SSOs this last year due to sabotage and construction carelessness by others. These SSOs were minor in quantity of spillage and were all reported to DEQ.
541 Replace broken sanitary sewer collections piping In Process
544 Create preventative maintenance standard operating procedure checklists for our collections crew Not Started
546 Improve the northside pump station In Process
577 Create public awareness program to teach people what is good and bad to put in our collections system. Not Started
578 Identify and mitigate bacterial sources within City to below State standards at City storm drain outfalls. Not Started
638 Develop Sanitary Sewer Master Plan (both collection system and treatment facility) to guide short and long-term wastewater planning and project development. Update regularly (5-year cycle). In Process
 
36 Provide Resilient Water Supply and Distribution to Residents Ongoing In Process
547 Design and build a replacement Dam on Big Creek. In Process
548 Execute flushing of all City distribution piping In Process
549 Install resilient HDPE transmission main through City as seismic proof backbone of the Citys water system Not Started
550 Install master meter for underbay crossing Not Started
551 Inspect underbay crossing Not Started
552 Construct redundant underbay crossing Not Started
553 Remodel SE 40th St pump station for generator enclosure Not Started
567 Implement tank cleaning program where every City water storage tank gets cleaned and inspected annually. In Process
568 Integration of all major distribution system appurtenances onto SCADA monitoring Completed
569 Maintain raw water pipeline access for entire pipeline. In Process
639 Develop water system master plan and update on regular cycle (5-year) to guide short- and long-term planning and project development for the Citys water system. Not Started
 
37 Increase Public Works Operations Employment Ongoing In Process
554 Develop an effective plan to attract future employees. In Process
555 Review divisions of public works for areas overburdened with high overtime hours and expand public work force due to the aging system needing more and more maintenance. In Process
566 Create crossover training program for utility workers to be able to assist other divisions when others are short staffed or in case of emergency. In Process
 
38 Improve Public Works - Shops Workplace Environment Ongoing In Process
556 Create teambuilding plan for crews to learn to depend on each other and work together as a team. In Process
557 Implement debriefing meetings with senior utility workers on a weekly basis to address in-progress incident status, review of work done, personnel deployment strategies, etc, and effectively manage incident response and maintenance quality and timeliness In Process
558 Create new hire training process for specific in-house services and specific work that is required per each division. (e.g. equipment use, maintenance, cleaning, work place etiquette) In Process
559 Implement a conflict resolution process where decisions can be made in a collaborative manner. In Process
560 Create safety and collaborative work incentive program In Process
561 Create Culture of Wellness Incentive Program. This will increase heathy habits and improve employees personal and private lives. In Process
 
41 Engineering Department Efficiency Ongoing In Process
572 Publish City of Newport Engineering Design and Construction Guidelines and Standards In Process
573 Develop a program for recording and updating City GIS System with all City Improvements, whether they are by public works staff, private ROW permitted work, Capital projects, or developers. All work shall be documented recorded and archived with reference links to our GIS database Not Started
574 Create digital interdepartmental document tracking system. We need to expedite processing documents through different departments without getting held up or lost in the process. Not Started
575 Centralize and digitalize all Public Works documents. We have archives at the WWTP, WTP, City Shops and Engineering Department. We have digitalized documents in the Engineering Department but need to compile all available resources. Not Started
576 Process easements for all City utilities crossing private property. In Process
640 Match staffing levels to workload. (Replace vacant positions and determine right size of department to provide City with needed Engineering/Project/Contract Management. In Process
641 Define roles of Engineering and Public Works to maximize efficiency and coordination of tasks. Not Started
642 Define City responsibility and baseline levels of infrastructure and support education relating to best practices of public works infrastructure. Not Started
 
43 City Facility Resiliency Ongoing Not Started
579 Seismic resiliency of all City buildings Not Started
580 Facility services integration into the CMMS program Not Started
643 Establish and maintain an overall master planning approach to infrastructure systems (water, storm sewer, sanitary sewer, roads) and maintain current (5-years or newer) plans to guide the Citys capital improvement processes. Not Started
 

Council Assigned Goals (2022-23)

Goal# Goal Title Goal Type Goal Progress Goal Text Status Updates V2040 Strategies Objectives  
2 Improve maintenance activities of the City street system Ongoing Not Started A1 A11 
355 Evaluate the use of The Dude Solutions to develop a reporting system to proactively identify and repair potholes in city streets. PWK Not Started
 
8 Invest in upgrades to the City's sanitary sewer collection system Ongoing Not Started A1 B1 
59 Replace the Minnie Street lift station. PWK Not Started
361 Proceed with Phase 1 of the North side pump station headworks. PWK Not Started
 
10 Modernize and upgrade the waste water treatment plant. Ongoing Not Started A1 B1 
62 Fund and complete the Wastewater Treatment Plant Master Plan identifying replacement/upgrades necessary for effective treatment of wastewater and assure that heavy users of wastewater services are paying their fair share. PWK Not Started
 
77 Promote gray water diversion and home storage rainwater. Ongoing Not Started B1 
535 Review existing ordinances to determine current provisions that would need to be amended to promote gray water diversion and rainwater storage and use with a report coming back at a future work session. PWK Not Started