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City of Newport, OR

Strategic Goals & Objectives

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Department Goals

Airport (2023-24)
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 In Process 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 
309 working with airport committee to identify long term funding for air service. In Process
 
3 Hangars - Explore ways of development of Hangars 2-5 Years Completed 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 
673 Precision Approach Engineering has a conceptual design for layout of more hangars on the north end, west of taxi way alpha. Further discussion is needed for plan. Completed
 
4 Marketing - Come up with marketing strategies to promote more aircraft flying to Newport Ongoing Completed 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 
472 Work with airport committee for marketing of airfield for land leases and expanding market reach to GA pilots to visit Newport. Completed
674 EDALC is creating a survey for air service rider ship. Completed
 
6 Maintenance - Maintaining the airfield to FAA grant assurance standards 2-5 Years In Process 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 
483 identify areas of of the field for grading and smoothing. Completed
516 Work with U.S.N.G to join the government IRT program. To use areas of airfield for training of local engineering unit. Terminated
675 Construction portion of project will depend on FAA AIP funding. In Process
 
17 Business - Market areas inside and outside the fence for business park development Ongoing Completed 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 
503 work with community development director for urban renewal funds. Completed
676 City worked with Alan Wells for commercial real estate agent that helped lease from area to McWatkins LLC. Lincoln County selected different location to build. Completed
 
City Manager's Office (2023-24)
Goal# Goal Title Goal Type Goal Progress Goal Text Status Updates V2040 Strategies Objectives  
23 Utilize Electronic Software to Increase Efficiency and Resident Access Ongoing In Process
778 Obtain and migrate all records into a certified electronic records management and retention system such as Laserfiche, ORMS or the Like. In Process
779 Obtain a software tool for responses to public records requests. In Process
780 Obtain software and migrate the Newport Municipal Code into an online online management system such as Municode, Qcode, or American Legal Publishing or the like. In Process
781 Review and revise application fees for Special Event Permits to reflect overhead cost in processing them. In Process
783 Obtain software or make system changes to ensure that any and all fees, licenses, applications, requests or permits can be paid virtually/online via debit, credit card by customers. In Process
 
Community Development (2023-24)
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. 2-5 Years 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. 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 
644 Conduct business outreach and recruit advisory committee. In Process
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. 2-5 Years 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.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 
262 Initiate refinements to the Historic Nye Beach Design Review Overlay, as needed. 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 In Process 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 
269 Assist policy-makers in identifying a location and, in the permitting of, an overnight homeless shelter. Completed
775 Implement recommendations from the Housing Production Strategy In Process
776 Support HB 4123 committee work and development of a 5-year strategic plan to improve regional capacity to serve homeless individuals. In Process
 
57 Partner with DOGAMI and DLCD on Tsunami Resiliency Initiatives Ongoing In Process 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 
647 Pursue grant funding to implement beach access resiliency recommendations. In Process
 
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. 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 
651 Coordinate with BLM/FHWA on project refinement of Lighthouse to Lighthouse trail connection if FLAP funds are awarded (2024/25 federal funding cycle). In Process
777 Initiate community conversation about project design. Not Started
 
61 Facilitate Acquisition of Additional Land in Big Creek Watershed 2-5 Years 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.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 
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 2-5 Years 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.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 
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. Completed
459 Conduct work sessions with City policy-making bodies to keep them informed of the proposed amendments, and assist DLCD with public outreach. Completed
460 Initiate updates to the estuary management chapter of the Newport Comprehensive Plan and Corresponding chapter of the zoning ordinance. In Process
 
63 Update Newport Unsafe Building Codes 2-5 Years 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. 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 
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
 
65 Implement Recommendations from US 101 Corridor Refinement Plan 2-5 Years In Process 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 
659 Advance priority urban renewal projects. In Process
774 Complete annexation of unincorporated islands in South Beach. Not Started
 
Emergency Management (2023-24)
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. 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 
702 Continue implementation of After-Action Report recommendations from June 2022 Cascadia Rising Exercise. In Process
703 Plan and implement 2-3 exercises for City staff. Participate in annual Great Shakeout. Completed
704 Finalize location and place community disaster cache in the Agate Beach area. Completed
 
19 Update all emergency plans as required Ongoing In Process 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 
705 Complete City Emergency Operations Plan update and submit to Council for approval by February 2024. In Process
706 Continue City participation in Natural Hazards Mitigation Plan workgroup. In Process
707 Keep updated other relevant emergency plans such as Community Wildfire Protection Plan, mass care and sheltering plan, & mass evacuation plan, etc. In Process
 
20 Continue Emergency Preparedness and Outreach Programs Ongoing In Process 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 
708 Provide public education for hazard risk mitigation on an ongoing basis. In Process
709 Continue outreach to non-English speaking populations. Continue to work with community groups such as OSU Extension to provide emergency preparedness information. In Process
710 Provide evacuation maps and other resources to the business community to help them prepare for emergencies. In Process
 
Engineering (2023-24)
Goal# Goal Title Goal Type Goal Progress Goal Text Status Updates V2040 Strategies Objectives  
1 Provide Resilient Water Supply and Distribution to Residents Ongoing In Process E1 
718 Design and build a replacement Dam on Big Creek. (see Objective 547) In Process
719 Install resilient HDPE transmission main through City as seismic proof backbone of the Citys water system In Process
720 Construct redundant underbay crossing (see Objective 552) In Process
721 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. (see Objective 639) In Process
 
2 Improve Engineering/PW Shops Workspace Environment (See Goal 38) Ongoing Not Started F7 
722 Develop City-wide master plan for all city owned Facilities Not Started
723 Upgrade PW Shops and office space. Shift Engineering Department to PW facility to facilitate coordination and create space in City Hall. Not Started
 
3 Manage Comprehensive Capital Improvement Program Ongoing In Process 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 
724 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. In Process
725 Update Stormwater Master Plan with comprehensive model in GIS. In Process
 
Finance (2023-24)
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
 
Fire (2023-24)
Goal# Goal Title Goal Type Goal Progress Goal Text Status Updates V2040 Strategies Objectives  
22 Obtain new pumper Ongoing Not Started 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 
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
711 complete pre-construction process ensuring the project stays within budget and meets operational needs. Not Started
 
26 Ensure newly hired firefighters successfully complete probation. Current FY In Process 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 
712 All firefighters will pass their quarterly probationary review. In Process
713 Continue to train firefighters on apparatus operations. We want at least 2 firefighters to be AIC Engineer qualified by the end of their probationary period. Completed
714 Each shift will continue regular company level training, meeting or exceeding Department Standard Company Evolution Standards. In Process
 
27 Implement facility improvements to improve Department operations. Ongoing In Process 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 
715 Ensure the Agate Beach Fire Station/ODF joint facility project continues to move forward effeciently and in a cost-effective manner. In Process
716 Plan and initiate Main Fire Station remodel project by June of 2024. In Process
717 Initiate planning process for relocating the Fire Training Facility to the South Beach Fire Station. In Process
 
Human Resources (2023-24)
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. 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.
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
62 Communicate rollout and distribute handbook to employees Not Started
63 Obtain signed acknowledgement forms from all employees Not Started
763 Meeting have been scheduled with City Manager for the first quarter of 2023 to continue with full review of the revised handbook draft. Completed
 
17 Implement a Revised Citywide Performance Management Process Current FY In Process 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.
84 Phase II - Implementation In Process
86 Train management staff on new process and forms Not Started
109 Rollout communications to management and employees Not Started
110 Implement 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. 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.
128 Phase II - Implementation In Process
129 Train management staff on new process and forms Not Started
 
21 Hire and Train a part-time HR Specialist Current FY Completed 2023-24: This position will be focused on recruiting, volunteer management, and employee HR related trainings.
764 Post Position Completed
765 Interview and Hire Candidate Completed
766 Onboard and Train Completed
 
22 Salary Study - Non-Represented Staff Current FY In Process 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.
767 Complete PAFs for all non-represented job classifications Completed
768 Revise Job Descriptions based on PAQs Completed
769 Forward completed PAQs and revised Job Descriptions to service provider Completed
773 Review Raw Data Comps from provider Not Started
 
Information Technology (2023-24)
Goal# Goal Title Goal Type Goal Progress Goal Text Status Updates V2040 Strategies Objectives  
22 Customer Service Ongoing Not Started F1 
464 Improve website accessibility level to AA standards Not Started
582 Provide three tech-talks throughout the year Not Started
784 Provide new CMS tool to end-user for editing web pages. Not Started
786 Implement transition to new hardware to replace end-of-life equipment Not Started
 
23 Innovative Technology Ongoing Not Started 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. Not Started
89 Implement workflow technologies to facilitate internal and external processes. Not Started
90 Advance the implementation of the City of Newport information sharing environment by developing highly-available, automated systems. Not Started
91 Enable secure end-to-end delivery of mobile solutions that enhance enterprise-wide mobile computing capabilities for successful mission outcomes. Not Started
 
24 Connectivity Ongoing Not Started Deliver a strong, connected and resilient network.
92 Develop Network modernization plans 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
785 Cloud-smart implementation stages Not Started
 
25 Cybersecurity Ongoing Not Started Protect City of Newport networks, systems, functions and data. Continuously mature the City of Newport cybersecurity posture.
105 Implement cyber defense measures Not Started
107 Mobile device security Not Started
108 Cybersecurity standards Not Started
 
Library (2023-24)
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 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 
221 Increase Spanish-Language and bilingual collections for the Library by 5%. 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
588 Perform a EDI Collection Development and Diversity Audit In Process
665 Translate press releases, library signage, marketing materials, and library policies. We are aiming to have 40% of our library publicity translated into Spanish in FY23-24. Completed
666 Offer regular monthly and quarterly bi-lingual programming at the Library. Offer at least 15 programs for the year. Completed
667 Create a Spanish book of the month display in the Adult Spanish language area of the Library. This information will be shared with the marketing team for the Library’s social media channels, the website, and press release information. Completed
668 Create a Spanish language section in the Teen Room for library materials. Completed
669 Create an area for materials that are for services for new and current immigrants along with community members in the Adult Spanish language area. In Process
 
8 Library of Things Ongoing In Process 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 
670 The Library will add at least 5 new kits, materials, and objects to their Library of Things collection Completed
671 The Library will offer community members an opportunity for input on suggested Library of Things items. The suggestion to purchase form will be update to include non-traditional items that are part of the Library of Things collection. In Process
672 Create a webpage on the Librarys website for the Library of Things collection as well as a physical binder catalog of available items for check-out. The binder will have pictures of the items. In Process
 
Parks and Recreation (2023-24)
Goal# Goal Title Goal Type Goal Progress Goal Text Status Updates V2040 Strategies Objectives  
28 Set Recreation Division standards and continually review progress to address the divisions structural deficit Ongoing In Process B3 
677 Align of out-of-city fees with costs to help reduce the subsidies in the facilities and program service areas In Process
678 Realign the Departments accounting practices to better track aquatics revenues. (Currently, most aquatics revenues in pass sales are credited to the Recreation Center) Not Started
679 Develop a community survey to be repeated every two years to track trend information around marketing, customer satisfaction, operating hours, willingness to pay, etc. In Process
 
29 Focus on direct cost recovery at the recreation facility level Ongoing In Process B3 
680 Complete a resource allocation and cost recovery study, assigning prices for programs, rental costs and activities based on community and individual benefit Completed
681 Adopt a policy of cost recovery based on completion of the study In Process
682 Set Department fees based on cost recovery goals with discounts offered to Newport residents , prioritizing access for all community members regardless of household income In Process
683 Adopt changes to pricing strategy as highlighted in the business plan In Process
 
30 Deliver recreation programs, facilities, and promotion to Newports tourist market Ongoing In Process B3 
684 Partner with the Newport area Chamber of Commerce, Travel Oregon website and the Newport hotel and business community to present a focus on reaching the tourist community In Process
685 Expand on the current and successful hotel partnership with other hotels to feature the aquatic center as a hotel amenity Not Started
686 Coordinate with the Newport Visitors Center for inclusion in marketing materials In Process
687 Develop or invest in aquatic opportunities that provide a tangible tourist draw. Consider birthday party spaces, a climbing wall, a new water slide, etc. Brainstorm with staff to create a unique niche In Process
 
31 Utilize standards adopted by the CAPRA which provides quality assurance and quality improvement guidance for recreation programs and facilities Ongoing Not Started
688 Complete the CAPRA self-evaluation Not Started
 
32 Work toward a more efficient and less hierarchical organizational structure for the Department Ongoing In Process B3 
689 Realign the Recreation Superintendents position to allow a greater focus on program planning and implementation by reducing the span of control, particularly the Aquatic facility and programs Completed
690 Consider addition of one full-time FTE for an Administrative Assistant to support the Director, staff and the Parks and Recreation Advisory Committee In Process
691 Enhance coordination of building attendants with work assignments to all Department facilities and not primarily the Recreation Center In Process
 
33 Address challenges related to recruitment and retention of part-time/casual labor Ongoing In Process B3 
692 Consider a college intern program at a minimal cost to provide paid staffing positions and build a pipeline for filling future full-time vacancies In Process
 
34 Increase familiarity with Department recreation facilities and programs Ongoing Not Started B3 
694 Aggressively market facility rental opportunities Not Started
695 Add an LED, programmable sign on Highway 101 to attract both tourist and increase familiarity with facility location and program opportunities. LED sign should be programmable via remote location, on-line. Not Started
696 Enhance facility wayfinding signs in areas in and around Newport Not Started
697 Develop a Department branding policy Not Started
 
35 Re-invest in recreation facilities Ongoing In Process B3 E13 
698 Develop an annual maintenance plan for the facilities, capitalizing on work already done by the Citys Public Works Department Not Started
699 Replace the fitness equipment, and other facility amenities as needed and create an equipment asset management plan and reinvestment fund In Process
 
36 Ensure affordable access to all community members Ongoing Not Started B3 E1 
700 Update scholarship policy to provide maximum use, outreach, and opportunities for facility/family pass Not Started
701 Evaluate the Departments scholarship program and set policy that fees capture a minimum of 20% scholarship recipients Not Started
 
37 Develop a comprehensive Diversity, Equity, and Inclusion Plan Ongoing In Process F5 F7 
735 Consult with stakeholders and organizations for assistance and community engagement. Not Started
736 Evaluate existing programs and activities to ensure inclusivity. In Process
737 Complete management DEI training to develop and implement a DEI department action plan. In Process
738 Emphasis on DEI – Hispanic Community outreach for programs, facility rentals, etc. Partner with Hispanic advocacy groups in Newport, assigning department liaison to meeting monthly In Process
 
38 Promote, utilize, implement a volunteer program in the Parks System Ongoing In Process B3 
739 Improve public outreach to identify volunteers and community groups to participate In Process
740 Complete 1 large volunteer park project in FY 2023-2024 Not Started
741 Complete small volunteer work party events once a month (excluding the months of December, January, February) Completed
 
39 Continue to implement the current Park System Plan Ongoing In Process B3 
742 Identify partnerships and funding sources for potential park projects. In Process
748 Apply for 2 large grants for projects in a fiscal year. Completed
749 Approve a community garden policy and a establish 1 new garden program In Process
 
40 Complete the funded capital projects from FY 2022-2023 Ongoing In Process B3 
750 Agate Beach Neighborhood and Dog Park Rehab Project In Process
751 Playground improvements at Agate Beach Neighborhood Park and Sam Moore Parkway In Process
752 Urban Orchard Project Terminated
753 Ocean to Bay Wayfinding and Educational Signage In Process
754 Agate Beach Staircase Improvements In Process
 
41 Continue to support and promote the Bee City and Tree City Program Ongoing In Process B3 
756 Obtain a Tree City Growth Award in 2023 Terminated
757 Continue to establish 2 pollinator gardens in 2023 In Process
758 Work with Parks and Recreation Advisory Committee to explore options for implementing a Tree Inventory and Ivy Removal Program in future years In Process
 
42 Identify & Implement achievable projects for FY 2023-2024 Ongoing In Process B3 
759 Agate Beach Dog Park - water access and parking lot improvements Terminated
760 Betty Wheeler Park - engage with city departments and park stakeholders to develop park rehab plans Terminated
761 Sam Moore Parkway - engage with community stakeholders on future site development. Evaluate and plan for installation of a permeant restroom In Process
762 Build a Park Standards Manual Not Started
 
Police (2023-24)
Goal# Goal Title Goal Type Goal Progress Goal Text Status Updates V2040 Strategies Objectives  
32 Improve Department diversity and community outreach Ongoing Terminated 2023-24: Project under review with Human Resources. E6 
597 Establish a tuition reimbursement program to further staff development through education. Terminated
 
33 Conduct 2-3 pedestrian/vehicle safety events Current FY In Process 2023-24: Unable to conduct pedestrian events due to staffing. Goal advanced to FY 24-25. E6 
137 Publish media event, detailing the pedestrian/vehicle safety operation Terminated
138 Utilize traffic safety grant to conduct 1 spring event and 1 summer event annually for pedestrian safety Terminated
139 Utilize traffic safety grant to conduct 2 high visibility DUII enforcement operations. In Process
140 Utilize traffic safety grant to conduct 2 distracted riving enforcement operations. In Process
 
35 Maintain Police Certification Requirements Ongoing Completed E6 
526 All officers receive 4 hours de-escalation training. Completed
 
Public Works (2023-24)
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 Terminated
544 Create preventative maintenance standard operating procedure checklists for our collections crew In Process
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). Not Started
 
36 Provide Resilient Water Supply and Distribution to Residents Ongoing In Process
547 Design and build a replacement Dam on Big Creek. Not Started
548 Execute flushing of all City distribution piping Not Started
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 Terminated
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. Completed
569 Maintain raw water pipeline access for entire pipeline. Completed
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. In Process
 
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. Not Started
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 Completed
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) Not Started
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 Not Started
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 Not Started
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 In Process
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. In Process
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. Not Started
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