Goal# | Goal Title | Goal Type | Goal Progress | Goal Text | Status Updates | V2040 Strategies | Objectives | ||||||||||
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2 | Air service - Developing Rural Air service working with the State of Oregon Department of Aviation | 2-5 Years | 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. 2023-24: City is meeting with the Port of Newport, Lincoln County, and Economic Development Alliance of Lincoln County to prepare a survey to be sent out in the near future. 2024-25: EDALC sent out survey monkey for air service. Newport, Lincoln County, and the Port of Newport have been holding quarterly meetings. Next step is securing log term funding. | A3 A8 A13 C4 C8 C9 C13 F4 |
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3 | Hangars - Explore ways of development of Hangars | 2-5 Years | 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. 2023-24: Precision Approach Engineering has a conceptual design for layout of more hangars on the north end, west of taxi way alpha. 2024-25: Airport to use Federal BIL Grant funding to build second set of T-hangars. Federal BIL funding has been approved over the next five years. PAE will be handling the design and construction. | A1 A6 A13 A14 A16 C4 C9 |
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4 | Marketing - Come up with marketing strategies to promote more aircraft flying to Newport | Ongoing | 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 service2023-24: Working with Economic Development Alliance of Lincoln County and Chamber to work on marketing plan for airport. 2024-25: Air service survey has gone out to citizens. | C6 C14 |
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6 | Maintenance - Maintaining the airfield to FAA grant assurance standards | 2-5 Years | 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. 2023-24: FAA EA is completed next step will be design and construction. 2024-25: FAA AIP 32 has been issued for design of obstruction removal. FAA AIP funding will need to provide $900,000 for construction phase to start. | A1 C4 F6 |
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17 | Business - Market areas inside and outside the fence for business park development | Ongoing | 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. 2023-24: First parcel was leased to McWatkins LLC. Lincoln County Animal shelter changed locations. 2024-25: Lincoln County moved shelter to Waldport after local pilot brought concerns about placement at airport. | A6 A13 A14 C3 C4 C8 C9 |
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Goal# | Goal Title | Goal Type | Goal Progress | Goal Text | Status Updates | V2040 Strategies | Objectives | ||||||||||||||||
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23 | Utilize Electronic Software to Increase Efficiency and Resident Access | Ongoing |
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Goal# | Goal Title | Goal Type | Goal Progress | Goal Text | Status Updates | V2040 Strategies | Objectives | ||||||||||
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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. | 2-5 Years | 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. 2022-23: Consultant RFP prepared and issued. Process administered by ODOT. Responder proposals reviewed, scored, and preferred consultant team selected 11/30/22. Negotiating contract.2023-24: Awaiting funding IGA from ODOT. It has been in the states procurement process since fall of 2023. The scope of work developed by the consultant envisions an 18 month process. The schedule will need to be rebuilt as a result of the delay. While we might be able to shorten the timeline by a couple of months, it is likely that the project will extend into fall of 2025 assuming work can start the spring of 2024. Advisory committee will be finalized once the funding IGA is received. Project outcomes should be defined enough that they can inform FY 25-26 budget and goal setting. | A3 A4 A5 A6 F4 |
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53 | Implement Parking Study recommendations adopted by the City Council. | 2-5 Years | 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.2022-23: Advisory Committee has been recruited. RFP issued mid-November and closed January 12th. Committee reviewed five proposals and is scheduling interviews with the two finalists. New target for implementation is 6/1/23. Draft ordinance changes are being developed.2023-24: Implementation of a demand management solution along the Bayfront will be complete in February/March of 2024. Conversation in fall of 2024 will turn to Nye Beach and parking permit and other "non-meter" options for managing parking in the neighborhood, with an eye toward implementing summer 2025.2024-25: Engage Nye Beach businesses and residents to develop a permit parking program and other "non-meter" options for managing parking in the neighborhood. Implementation to utilize e-permitting and LPR enforcement system the City stood up for the Bayfront. Approach will target implementation in summer 2025. Bayfront program to be monitored and adjusted if needed. | A14 C1 C8 |
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54 | Facilitate Provision of Additional Housing Opportunities within the City | Ongoing | 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. 2022-23: Skinny street standards adopted into the Municipal Code with TSP amendments. Exaction requirements reduced proportionally. Work on a shelter site is ongoing.2023-24: Housing Production Strategy was completed and we have begun to implement its recommendations. Council will have an opportunity to act upon a package of code changes to remove barriers to housing development before the end of FY 23/24. Ditto for adjusting Affordable Housing CET allocations to support market rate multi-family development. Legislative mandates form the 2023 session have been implemented and the County established an emergency shelter in the City Center area.2024-25: Housing Production Strategy implementation measures for FY 24/25 will include securing funding to assess the viability of a rental housing maintenance code. Adjustments will also need to be made to the Citys SDC Methodology with the update to the Citys Wastewater Master Plan and legislation in the 2024 short session that will allow deferral of SDC payments so they can be rolled into a projects permanent financing (with the State backing cities up if payments are delinquent). | A2 A6 A7 |
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57 | Partner with DOGAMI and DLCD on Tsunami Resiliency Initiatives | Ongoing | 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.2022-23: Have yet to identify a suitable funding opportunity. Assisting DOGAMI on a project evaluating the efficacy of tsunami vertical evacuation in high priority coastal communities.2023-24: Continue to pursue grant funding for improvements of this nature. 2024-25: Coordinate with DOGAMI to update resiliency plans and pursue funding for capital projects that will enhance community resiliency. | A13 E5 F4 |
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60 | Assist BLM and FHWA on Lighthouse Drive Transportation Study | Ongoing | 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. 2022-23: Study completed and adopted into Newport Comprehensive Plan (Ord #2204) 11/7/22. Notified that $5.9 million in FLAP funds awarded for project. Awaiting funding agreement from FHWA.2023-24: City received notice that FHWA selected the project for funding, and is now awaiting appropriation and development of a project agreement to set timing for design. FHWA has advised that they intend to start project design in fiscal year 2026 with construction in fiscal year 2028.2024-25: City received notice that FHWA selected the project for funding, and is now awaiting appropriation and development of a project agreement to set timing for design. FHWA has advised that they intend to start project design in fiscal year 2026 with construction in fiscal year 2028. | A10 A11 B2 F4 |
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61 | Facilitate Acquisition of Additional Land in Big Creek Watershed | 2-5 Years | 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.2022-23: City fully funded the project and work is to begin spring of 2023.2023-24: At its October 16, 2023 the City accepted a $30,000 grant from the Oregon Health Authority to updated the City of Newport Drinking Water Protection Plan. This will begin to identify the City’s acquisition needs. Public Works is pursuing a $50,000 grant from the Oregon Health Authority Source Water Protection Fund to prepare a Forest Management Plan. At this time, $65,000 is budgeted for a Big Creek Watershed Forest Resource Assessment (Activity #21047). If Public Works is successful in securing the Health Authority grant, then a portion of the budgeted funds could be repurposed for other General Fund priorities.2024-25: Support Public Works in its efforts to implement grant(s) from the Oregon Health Authority to complete a Big Creek Watershed Forest Assessment and initiate any recommended land acquisitions. | A13 B1 B6 |
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62 | Yaquina Bay Estuary Management Plan Update | 2-5 Years | 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.2022-23: Continuing to participate on taskforce and have provided policy making bodies with updates. Group is still working through a potential package of estuary plan amendments. DLCD secured new funding from NOAA for an Estuarine Resilience Action Plans for Lincoln and Lane Counties. The Lincoln County piece will build upon this work.2023-24: DLCD has completed the Yaquina Bay Estuary Management Plan and is preparing model code language for use by affected jurisdictions. 2024-25: Efforts to implement the Yaquina Bay Estuary Management Plans recommendations will begin in the spring of 2024 and the effort will likely extend into the fall. This may coincide with new floodplain standards the City will need to implement to comply with the FEMA ESA ruling. | B6 C1 C5 F4 F7 |
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63 | Update Newport Unsafe Building Codes | 2-5 Years | 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. 2022-23: Work has not yet been started.2023-24: Will assess opportunities to resource this effort so that work can begin in FY 23/24.2024-25: Will assess opportunities to resource this effort so that work can begin in FY 24/25. | E5 |
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65 | Implement Recommendations from US 101 Corridor Refinement Plan | 2-5 Years | 2022-23: Council adopted code audit recommendations with Ordinance #2196, 11-7-22. Work on urban renewal projects is ongoing. Island annexation to proceed in spring.2023-24: Continue to position remaining urban renewal projects so that funding can be committed by the end of 2025. Island annexation process to extend into FY 23/24.2024-25: Continue to position remaining urban renewal projects so that funding can be committed by the end of 2025. Island annexation process to extend into FY 24/25. | A1 A3 |
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Goal# | Goal Title | Goal Type | Goal Progress | Goal Text | Status Updates | V2040 Strategies | Objectives | ||||||||||
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16 | Move the City forward toward greater preparedness and resiliency. | Ongoing | 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. 2023-24: We continue to work on a few remaining action items from the Cascadia rising 2022 exercise. We participated in the great shakeout and completed an evacuation drill for all city facilities. We placed a Conex Container in Agate Beach on Shell World Place and are currently filling it with supplies. | E5 |
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19 | Update all emergency plans as required | Ongoing | 2023-24: We have begun to update the City EOP. Chapters have been assigned for departments to review. Our goal is to have a plan update to Council for approval by the end of 2024. We have completed work on the Community Wildfire Protection Plan and the mass care and sheltering plan. We have begun work on the mass evacuation plan. This is a County wide plan that is being coordinated by a contractor. | E5 |
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20 | Continue Emergency Preparedness and Outreach Programs | Ongoing | 2023-24: We have participated in a number of of community educational events, including events focused on the Spanish and Mam speaking communities. These have been well attended and very successful. We completed a hotel/motel Tsunami Evacuation Ordinance which included outreach and providing maps. | E5 |
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Goal# | Goal Title | Goal Type | Goal Progress | Goal Text | Status Updates | V2040 Strategies | Objectives | |||||||||||||
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1 | Provide Resilient Water Supply and Distribution to Residents | Ongoing | E1 |
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2 | Improve Engineering/PW Shops Workspace Environment (See Goal 38) | Ongoing | F7 |
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3 | Manage Comprehensive Capital Improvement Program | Ongoing | 2023-24: A Sanitary Sewer Master Plan was initiated by Public Works (with Engineering supporting) and is anticipated to be complete in early 2023. A request for proposals (RFP) is underway for the Water Master Plan, targeted for advertisement in December, anticipated award early 2023. A stormwater master plan request was not funded in 2022/23 adopted budget. It is recommended that master plans be initiated for all major infrastructure systems (such as water, storm, sanitary collections and treatment, roads, and facilities) and updated regularly. Master plan updates on a 5-year cycle can reduce the cost of each update by maintaining the plans and reducing the time between updates. The master plans can also become the major source of a Capital Improvement Program (CIP) for the City that can have a rolling 5-year outlook for capital projects, greatly simplifying the budget process and allowing for better long-range prioritization of projects. | A1 |
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Goal# | Goal Title | Goal Type | Goal Progress | Goal Text | Status Updates | V2040 Strategies | Objectives | ||||
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14 | Create and implement GFOA Recommended Financial Polices | Ongoing | F1 |
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Goal# | Goal Title | Goal Type | Goal Progress | Goal Text | Status Updates | V2040 Strategies | Objectives | ||||||||||
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22 | Obtain new pumper | Ongoing | 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 purchase.2022-23: 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. We will be meeting with our vendor to complete the specifications of the engine. 2023-24: The pumper was ordered in July of 2022. We have a signed purchase agreement and are in the que for construction. This begins in August of 2024 and will take 6-9 months to complete. We are holding our pre-construction meetings in April 2024. | E6 |
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26 | Ensure newly hired firefighters successfully complete probation. | Current FY | 2023-24: 5 out of the 6 firefighters have successfully completed their probationary period. The 6th firefighter is expected to complete probation in April 2024. We are also currently hiring for firefighter to fill a future opening as a result of a promotion. | E6 |
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27 | Implement facility improvements to improve Department operations. | Ongoing | 2023-24: The joint use Agate Beach Fire Station is planned to break ground in June 2024. The planning process is almost complete and we expect to plans to be submitted in the next 2-3 months. We were able to get a preliminary estimate for a remodel of the upstairs of the Main Fire Station. We now how have to plan how to fund these improvements. We have began to plan for moving the training facility to the South Beach Station. We set aside $100,000 toward this goal. This next fiscal year we need to obtain preliminary design and cost estimates. | E6 |
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Goal# | Goal Title | Goal Type | Goal Progress | Goal Text | Status Updates | V2040 Strategies | Objectives | ||||||||||||||||||||||||||||
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15 | Implement a Revised Employee Handbook | Current FY | 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. 2023-24: The entire review of the handbook has been completed. Revisions have been incorporated. A review of the revised draft is currently in process. Update - 2/7/24: The second review of the handbook is almost complete. Meetings have been scheduled to complete the review. Anticipated timeframe to be sent to CIS for legal review is April 2024. |
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17 | Implement a Revised Citywide Performance Management Process | Current FY | 2020-21: 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 needs2021-22: 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 needs2022-23: Ongoing effort. A demo of the NeoGov Perform module was viewed by City Manager, HR Director, Police Chief, Social Media/Special Projects in late 2022. Quote for the module was requested and received. I hope to be able to move forward with implementation in 2023.2023-24: Ongoing effort. A demo of the NeoGov Perform module was viewed by City Manager, HR Director, Police Chief, Social Media/Special Projects in late 2022. Quote for the module was requested and received. I hope to be able to move forward with implementation in 2023.2024-25: NeoGov Perform module has been purchased. An implementation team is meeting weekly to design and implement the citys performance management process. Core Competencies, ratings, and templates are being developed. |
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20 | Implement Revised Citywide Safety Program | Ongoing | 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. 2023-24: The respiratory protection program has been finalized. A heavy equipment training program is being implemented. An implementation team was formed and all heavy equipment has been identified within the city. Trainers are being identified for each piece of heavy equipment. 2024-25: Work continues on this program. See 2023/2024 update. |
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21 | Hire and Train a part-time HR Specialist | Current FY | 2023-24: This position will be focused on recruiting, volunteer management, and employee HR related trainings. |
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22 | Salary Study - Non-Represented Staff | Current FY | 2023-24: All information has been sent to LCOG. We are awaiting the results and raw data to be forwarded to us. An inquiry as to the status was sent on 2/7/24. |
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Goal# | Goal Title | Goal Type | Goal Progress | Goal Text | Status Updates | V2040 Strategies | Objectives | ||||||||||||||||
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22 | Customer Service | Ongoing | F1 |
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23 | Innovative Technology | Ongoing | Transform the City of Newport workplace by enabling end user capabilities through access to data and services anywhere and anytime. |
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24 | Connectivity | Ongoing | Deliver a strong, connected and resilient network. |
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25 | Cybersecurity | Ongoing | Protect City of Newport networks, systems, functions and data. Continuously mature the City of Newport cybersecurity posture. |
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Goal# | Goal Title | Goal Type | Goal Progress | Goal Text | Status Updates | V2040 Strategies | Objectives | ||||||||||||||||||||||||||||
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6 | Customize programs and services for our Latinx population | Ongoing | 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 30% of the information. We have a separate PR contact list for our Latinx and Ingenious community. 2023-24: The Library has increased our Spanish-language and bilingual collections for the library by 5%. We continue to add more bilingual materials and will offer more world language materials after the first of the year. We will offer more Ingenious, Spanish and German library materials, which also includes Library of Things items. We are in the process of continuing to establish bilingual signage throughout the library at service points, on the library shelf ends, and signage throughout the library. This takes a lot of time, energy, and staff time to work on. We are translating more of our press releases and marketing materials, but are at 42% of our library publicity being translated. We have exceeded our goal of offering bilingual and cultural programming, but continuing to expand on different cultures. We are in progress with the other objectives, which should be completed and continue throughout FY24-25. | 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 |
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8 | Library of Things | Ongoing | A1 A11 A13 A18 B6 C7 C8 C9 C10 D2 D3 D4 D5 D8 D12 E4 E7 E8 E12 F1 F2 F3 F4 F5 F7 F8 F9 F10 F11 |
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Goal# | Goal Title | Goal Type | Goal Progress | Goal Text | Status Updates | V2040 Strategies | Objectives | ||||||||||||||||
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28 | Set Recreation Division standards and continually review progress to address the divisions structural deficit | Ongoing | B3 |
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29 | Focus on direct cost recovery at the recreation facility level | Ongoing | B3 |
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30 | Deliver recreation programs, facilities, and promotion to Newports tourist market | Ongoing | B3 |
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31 | Utilize standards adopted by the CAPRA which provides quality assurance and quality improvement guidance for recreation programs and facilities | Ongoing |
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32 | Work toward a more efficient and less hierarchical organizational structure for the Department | Ongoing | B3 |
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33 | Address challenges related to recruitment and retention of part-time/casual labor | Ongoing | B3 |
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34 | Increase familiarity with Department recreation facilities and programs | Ongoing | B3 |
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35 | Re-invest in recreation facilities | Ongoing | B3 E13 |
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36 | Ensure affordable access to all community members | Ongoing | B3 E1 |
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37 | Develop a comprehensive Diversity, Equity, and Inclusion Plan | Ongoing | F5 F7 |
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38 | Promote, utilize, implement a volunteer program in the Parks System | Ongoing | B3 |
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39 | Continue to implement the current Park System Plan | Ongoing | B3 |
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40 | Complete the funded capital projects from FY 2022-2023 | Ongoing | B3 |
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41 | Continue to support and promote the Bee City and Tree City Program | Ongoing | B3 |
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42 | Identify & Implement achievable projects for FY 2023-2024 | Ongoing | B3 |
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Goal# | Goal Title | Goal Type | Goal Progress | Goal Text | Status Updates | V2040 Strategies | Objectives | |||||||||||||
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32 | Improve Department diversity and community outreach | Ongoing | 2023-24: Project under review with Human Resources. | E6 |
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33 | Conduct 2-3 pedestrian/vehicle safety events | Current FY | 2023-24: Unable to conduct pedestrian events due to staffing. Goal advanced to FY 24-25. | E6 |
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35 | Maintain Police Certification Requirements | Ongoing | E6 |
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Goal# | Goal Title | Goal Type | Goal Progress | Goal Text | Status Updates | V2040 Strategies | Objectives | |||||||||||||||||||||||||||||||
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35 | Zero Sanitary Sewer Overflows Throughout City | Ongoing | 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. |
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36 | Provide Resilient Water Supply and Distribution to Residents | Ongoing |
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37 | Increase Public Works Operations Employment | Ongoing |
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38 | Improve Public Works - Shops Workplace Environment | Ongoing |
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41 | Engineering Department Efficiency | Ongoing |
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43 | City Facility Resiliency | Ongoing |
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