HomeMy WebLinkAbout2020-11-16 Agenda PacketAGENDA
City Council/Public Financing Authority
Regular Meeting
Monday, November 16, 2020 at 6:00 PM
MAYOR AND CITY COUNCIL
LYN SEMETA, Mayor
KIM CARR, Mayor Pro Tem
PATRICK BRENDEN, Councilmember
BARBARA DELGLEIZE, Councilmember
JILL HARDY, Councilmember
ERIK PETERSON, Councilmember
MIKE POSEY, Councilmember
Recorded live from the
City Council Chambers
2000 Main Street
Huntington Beach, CA 92648
SPECIAL NOTICE REGARDING COVID-19
STAFF
OLIVER CHI, City Manager
MICHAEL E. GATES, City Attorney
ROBIN ESTANISLAU, City Clerk
ALISA BACKSTROM, City Treasurer
On March 4, 2020, Governor Newsom proclaimed a State of Emergency in California as a result of the threat of COVID-19. On March 17,
2020, Governor Newsom issued Executive Order N-29-20 which allows a local legislative body to hold public meetings via
teleconferencing, and to make public meetings accessible telephonically or otherwise electronically to all members of the public seeking
to observe and to address the local legislative body. Pursuant to Executive Order N-29-20, please be advised that some members of the
Huntington Beach City Council and/or City staff may participate in this meeting telephonically or electronically.
PUBLIC PARTICIPATION/AUDIO/VIDEO ACCESS TO BROADCASTED MEETINGS: Pursuant to Executive N-29-20 and given the
current health concerns, members of the public are encouraged to access the meeting live on-line at
https://huntingtonbeach.legistar.com, or can elect to view the meeting via cable television channel HBTV-3.
The Council Chambers will be not open for in-person attendance to provide public comments. In order to ensure adequate social
distancing, the City will not make a physical location available for the public to observe the meeting or offer public comment in person . To
ensure the public’s right to fully participate in providing meaningful public comments at the November 16, 2020, City Council
meeting:
The public may submit a comment via Zoom Webinar, with the preferred method of entry from a computer device. Zoom applications are
available for Windows, Mac, iPhone, iPad, and Android devices. Proceed to https://zoom.us/test from the device you intend to use to
ensure it is ready to join the meeting. A phone-in option is also available.
At 6:00 PM, individuals wishing to provide a comment on agendized or non-agendized items may join the webinar via the Zoom app and
enter Webinar ID 971 5413 0528, or can click on the following link https://huntingtonbeach.zoom.us/j/97154130528. Individuals may also
join the webinar by calling (669) 900-6833 and entering Webinar ID 971 5413 0528. Attendees will be placed in a holding queue and
prompted to speak when the Clerk announces their name or the last three digits of their phone number. Speakers are encouraged, but not
required to identify themselves by name. Each person may have up to 3 minutes to speak, but the Mayor, at her discretion, may reduce
the time allowance if warranted by the volume of calls. The public comment holding queue will remain open for approximately 15 minutes.
The process as previously described will also be followed for items scheduled for Closed Session and speakers should enter the queue at
the time associated with each specific event. After a speaker’s comments conclude, they will be disconnected the webinar.
Members of the public may submit SUPPLEMENTAL COMMUNICATION (information received by the City Clerk's Office following
distribution of the Council agenda packet): Members of the public wishing to submit written (supplemental) communication on agenda items
for distribution to the City Council and placed into the administrative record can email SupplementalComm@Surfcity-hb.org. Supplemental
Communications received by 2:00 PM the day of the meeting will be distributed to City Council prior to consideration of agenda -related
items, and will be announced, but not read, and placed into the administrative record during the Supplemental Communications portion of
the Meeting. In addition, any communications sent to city.council@surfcity-hb.org on Council agenda items will be treated as Supplemental
Communications and announced, but not read, during the meeting.
MEETING ASSISTANCE NOTICE: In accordance with the Americans with Disabilities Act, services are available to members of our community who require
special assistance to participate in public meetings. If you require special assistance, 48-hour prior notification will enable the City to make reasonable
arrangements for an assisted listening device (ALD) for the hearing impaired, American Sign Language interpreters, a reader during the meeting and/or
large print agendas. Please contact the City Clerk's Office at (714) 536-5227 for more information. 1
AGENDA November 16, 2020City Council/Public Financing
Authority
5:00 PM - COUNCIL CHAMBERS
CALL TO ORDER
ROLL CALL
Posey, Delgleize, Carr, Semeta, Peterson, Hardy, Brenden
ANNOUNCEMENT OF SUPPLEMENTAL COMMUNICATIONS (Received After Agenda Distribution)
PUBLIC COMMENTS PERTAINING TO CLOSED SESSION ITEMS (3 Minute Time Limit) - At
approximately 5:00 PM, individuals wishing to provide a comment on Closed Session items may
join the Zoom Webinar by entering Webinar ID 971 5413 0528, or join by phone by calling (669)
900-6833. Individuals that enter the meeting will be placed in a holding queue and prompted to
speak when the Clerk announces your name or the last three digits of your phone number. The
holding queue will remain open for approximately 15 minutes, and speakers are encouraged, but
not required to identify themselves by name. Each caller may have up to 3 minutes to speak, but
the Mayor, at her discretion, may reduce the time allowance if warranted by the volume of calls.
RECESS TO CLOSED SESSION
CLOSED SESSION
20-20241.CONFERENCE WITH LEGAL COUNSEL-EXISTING LITIGATION.
(Paragraph (1) of subdivision (d) of Section 54956.9). Name of case:
Jeffrey (Terrence) v. City of Huntington Beach, et al.; OCSC Case
No.: 30-2020-01165156.
20-20252.CONFERENCE WITH LEGAL COUNSEL-EXISTING LITIGATION.
(Paragraph (1) of subdivision (d) of Section 54956.9). Name of case:
Brewster (Terri Lynn) v. City of Huntington Beach; OCSC Case No.
30-2020-01160094.
6:00 PM – COUNCIL CHAMBERS
RECONVENE CITY COUNCIL/PUBLIC FINANCING AUTHORITY MEETING
ROLL CALL
Posey, Delgleize, Carr, Semeta, Peterson, Hardy, Brenden
PLEDGE OF ALLEGIANCE
Page 1 of 6
2
AGENDA November 16, 2020City Council/Public Financing
Authority
INVOCATION
In permitting a nonsectarian invocation, the City does not intend to proselytize or advance any
faith or belief. Neither the City nor the City Council endorses any particular religious belief or form
of invocation.
20-19163.Pastor Joe Pedick, Calvary Chapel of the Harbour
CLOSED SESSION REPORT BY CITY ATTORNEY
AWARDS AND PRESENTATIONS
20-19884.Mayor Semeta to present a video of the Navigation Center Ribbon
Cutting Ceremony held on November 2, 2020
20-20285.Mayor Semeta to present the Mayor’s HB Excellence Award to Sarah
Whitecotton, Senior Accounting Technician, Department of Public
Works
ANNOUNCEMENT OF SUPPLEMENTAL COMMUNICATIONS (Received After Agenda Distribution)
PUBLIC COMMENTS (3 Minute Time Limit) - At approximately 6:00 PM, individuals wishing to
provide a comment on agendized or non-agendized items may join the Zoom Webinar by entering
Webinar ID 971 5413 0528, or join by phone by calling (669) 900-6833. Individuals that enter the
meeting will be placed in a holding queue and prompted to speak when the Clerk announces your
name or the last three digits of your phone number. The holding queue will remain open for
approximately 15 minutes, and speakers are encouraged, but not required to identify themselves
by name. Each speaker may have up to 3 minutes to speak, but the Mayor, at her discretion, may
reduce the time allowance if warranted by the volume of speakers.
COUNCIL COMMITTEE - APPOINTMENTS - LIAISON REPORTS, AB 1234 REPORTING, AND
OPENNESS IN NEGOTIATIONS DISCLOSURES
CITY MANAGER'S REPORT
CITY CLERK'S REPORT
20-20026.Recognition of Award by California Revealed Initiative of the State
Library to Digitize Archival Materials
CONSENT CALENDAR
Page 2 of 6
3
AGENDA November 16, 2020City Council/Public Financing
Authority
20-20087.Approve and Adopt Minutes
Approve and adopt the City Council/Public Financing Authority regular meeting minutes
dated November 2, 2020 and the City Council special meeting minutes dated November
5, 2020, as written and on file in the office of the City Clerk.
Recommended Action:
20-19708.Adopt Resolution No. 2020-75 modifying the salary of the elected
City Clerk
Adopt Resolution No. 2020-75, “A Resolution of the City Council of the City of Huntington
Beach Modifying the Salary for the Elected City Clerk,” including Exhibit “A” - Exhibit 1 of
the Non-Associated Executive Management Salary Schedule, Effective November 2,
2020.
Recommended Action:
20-20049.Adopt Resolution No. 2020-76 approving the M2 Expenditure Report
for the City of Huntington Beach to comply with Renewed Measure
M2 funding eligibility as administered by the Orange County
Transportation Authority (OCTA)
Adopt Resolution No. 2020-76, "A Resolution of the City Council of the City of Huntington
Beach Concerning the Measure M2 Expenditure Report for the City of Huntington Beach."
Recommended Action:
20-201110.Receive and file a status update on the 6th Cycle Regional Housing
Needs Assessment (RHNA) process
Receive and file the Regional Housing Needs Assessment process status update.
Recommended Action:
20-201911.Approve one (1) appointment and two (2) reappointments to the
Harbor Commission, as recommended by City Council Liaisons,
Mayor Semeta and Councilmember Erik Peterson
A) Approve the appointment of Brian Griley as a Member of the Harbor Commission
through December 31, 2024; and,
B) Approve the re-appointment of John Ochs as a Member of the Harbor Commission
through December 31, 2024; and,
C) Approve the re-appointment of Michael Van Voorhis as a Member of the Harbor
Recommended Action:
Page 3 of 6
4
AGENDA November 16, 2020City Council/Public Financing
Authority
Commission through December 31, 2024.
20-203312.Consider an Interim Extension of the Temporary Closure of the
Second and Third Blocks of Main Street to Vehicular Traffic Through
February 28, 2021, to Allow Restaurants and Select Retail to Serve
Patrons in the Public Right-of-Way
Recommended Action:
Authorize the City Manager to continue the temporary closure of the second and third
blocks of Main Street to vehicular traffic to accommodate outdoor dining and retail in
the public right-of-way until February 28, 2021.
20-198113.Accept the lowest responsive and responsible bid and authorize
execution of a construction contract with Golden State Constructors
in the amount of $845,925 for the Zone 3 Residential Curb Ramp
Project, CC-1620; and, authorize appropriation of funds
A) Accept the lowest responsive and responsible bid submitted by Golden State
Constructors in the amount of $845,925; and,
B) Appropriate $190,000 from the undesignated Measure “M” Fund (213) fund balance to
Account 21390004.82300; and,
C) Authorize the Mayor and City Clerk to execute a construction contract in a form
approved by the City Attorney.
Recommended Action:
20-198214.Approve an increase in contingency for the Water Well No. 1A,
Replacement Project of Well No. 1, CC-1495 by allocating additional
funds of $270,000
Approve an increase in contingency for the Water Well No. 1A, Replacement Project of
Well No. 1, CC-1495, from ten percent (10%) to seventeen percent (17%), allocating an
additional $270,000.
Recommended Action:
20-202715.Approve and authorize the Mayor and City Clerk to execute
Professional Service Contracts with Dakota Communications and
Barrios & Associates, LLC, for On-Call Public Affairs Services
A) Approve and authorize the Mayor and City Clerk to execute “Professional Services
Contract Between the City of Huntington Beach and Dakota Communications”; and
Recommended Action:
Page 4 of 6
5
AGENDA November 16, 2020City Council/Public Financing
Authority
B) Approve and authorize the Mayor and City Clerk to execute “Professional Services
Contract Between the City of Huntington Beach and Barrios & Associates LLC.”
20-200916.Adopt Ordinance No. 4221 to amend Section 2.76.010 of the
Huntington Beach Municipal Code related to exclusions from
competitive service (Fiscal Year 2020/21 Reorganization Plan in
Response to COVID-19)
Approved for introduction November 2, 2020 - Vote: 7-0
Adopt Ordinance No. 4221, “An Ordinance of the City of Huntington Beach Amending the
Huntington Beach Municipal Code by Amending Section 2.76.010 Thereof Related to
Exclusions From the Competitive Service.”
Recommended Action:
ADMINISTRATIVE ITEMS
20-202917.Approve Professional Services Contracts between the City of
Huntington Beach and Soundskilz, Inc. for Production and
Management of the Annual Fourth of July Celebration; and, between
the City of Huntington Beach and Stacey Newton, Independent
Contractor for Consultative Services for the Annual Fourth of July
Celebration
A) Approve and authorize the Mayor and City Clerk to execute a “Professional Services
Contract between the City of Huntington Beach and Soundskilz, Inc. for production and
management service of the annual Fourth of July Celebration,” and;
B) Approve and authorize the Mayor and City Clerk to execute a “Professional Services
Contract between the City of Huntington Beach and Stacey Newton, Independent
Contractor for consultation service of the annual Fourth of July Celebration.”
Recommended Action:
ORDINANCES FOR INTRODUCTION
20-197818.Approve for Introduction Ordinance No. 4224 amending the
Huntington Beach Municipal Code by adding Chapter 5.120
(Short-Term Rentals)
Approve for introduction Ordinance No. 4224, “An Ordinance of the City Council of the City
of Huntington Beach Amending the Huntington Beach Municipal Code by Adding Chapter
5.120, Regulating Short-Term Rentals” (Attachment 1).
Recommended Action:
Page 5 of 6
6
AGENDA November 16, 2020City Council/Public Financing
Authority
20-203019.Approve for Introduction Ordinance No. 4223 Amending Chapter
10.44 of the Huntington Beach Municipal Code Regarding
Recreational Vehicles
Approve for Introduction Ordinance No. 4223, “An Ordinance of the City Council of the City
of Huntington Beach amending Chapter 10.44 of the Huntington Beach Municipal Code
regarding recreational vehicles.”
Recommended Action:
COUNCILMEMBER COMMENTS (Not Agendized)
ADJOURNMENT
The next regularly scheduled meeting of the Huntington Beach City Council/Public Financing Authority is
Monday, December 7, 2020, at 6:00 PM in the Civic Center Council Chambers, 2000 Main Street,
Huntington Beach, California.
INTERNET ACCESS TO CITY COUNCIL/PUBLIC FINANCING AUTHORITY AGENDA AND
STAFF REPORT MATERIAL IS AVAILABLE PRIOR TO CITY COUNCIL MEETINGS AT
http://www.huntingtonbeachca.gov
Page 6 of 6
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City of Huntington Beach
File #:20-2024 MEETING DATE:11/16/2020
CONFERENCE WITH LEGAL COUNSEL-EXISTING LITIGATION. (Paragraph (1) of subdivision
(d) of Section 54956.9). Name of case: Jeffrey (Terrence) v. City of Huntington Beach, et al.;
OCSC Case No.: 30-2020-01165156.
City of Huntington Beach Printed on 11/12/2020Page 1 of 1
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City of Huntington Beach
File #:20-2025 MEETING DATE:11/16/2020
CONFERENCE WITH LEGAL COUNSEL-EXISTING LITIGATION. (Paragraph (1) of subdivision
(d) of Section 54956.9). Name of case: Brewster (Terri Lynn) v. City of Huntington Beach;
OCSC Case No. 30-2020-01160094.
City of Huntington Beach Printed on 11/12/2020Page 1 of 1
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City of Huntington Beach
File #:20-1916 MEETING DATE:11/16/2020
Pastor Joe Pedick, Calvary Chapel of the Harbour
City of Huntington Beach Printed on 11/12/2020Page 1 of 1
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City of Huntington Beach
File #:20-1988 MEETING DATE:11/16/2020
Mayor Semeta to present a video of the Navigation Center Ribbon Cutting Ceremony held on
November 2, 2020
City of Huntington Beach Printed on 11/12/2020Page 1 of 1
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City of Huntington Beach
File #:20-2028 MEETING DATE:11/16/2020
Mayor Semeta to present the Mayor’s HB Excellence Award to Sarah Whitecotton, Senior
Accounting Technician, Department of Public Works
City of Huntington Beach Printed on 11/12/2020Page 1 of 1
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City of Huntington Beach
File #:20-2002 MEETING DATE:11/16/2020
Recognition of Award by California Revealed Initiative of the State Library to Digitize Archival
Materials
City of Huntington Beach Printed on 11/12/2020Page 1 of 1
powered by Legistar™13
Digitization,
Preservation, On-Line
Access
We were awarded!
14
15
Central Park and Library and “New” City Hall Complex
Ca. 1977
16
Last City Council Meeting in
“Old” City Hall
March 30, 1974
17
Downtown 1975
18
Bolsa Chica About 1947
19
Adventure Playground 1976 20
Juy 4th Parade –Officially Proclaimed California State Bicentennial Parade 1976
21
Independence Day Parade 22
Next Steps
Current Award
Next Application
The story of Huntington Beach
has state-wide significance!
23
City of Huntington Beach
File #:20-2008 MEETING DATE:11/16/2020
REQUEST FOR COUNCIL ACTION
SUBMITTED TO:Honorable Mayor and City Council Members
SUBMITTED BY:Robin Estanislau, CMC, City Clerk
PREPARED BY:Robin Estanislau, CMC, City Clerk
Subject:
Approve and Adopt Minutes
Statement of Issue:
The City Council/Public Financing Authority regular meeting minutes of November 2, 2020, and the
City Council special meeting minutes of November 5, 2020 require review and approval.
Financial Impact:
None.
Recommended Action:
Approve and adopt the City Council/Public Financing Authority regular meeting minutes dated
November 2, 2020 and the City Council special meeting minutes dated November 5, 2020, as written
and on file in the office of the City Clerk.
Alternative Action(s):
Do not approve and/or request revision(s).
Analysis:
None.
Environmental Status:
Non-Applicable.
Strategic Plan Goal:
Non-Applicable - Administrative Item
Attachment(s):
1. November 2, 2020 CC/PFA regular meeting minutes
2. November 5, 2020 CC special meeting minutes
City of Huntington Beach Printed on 11/12/2020Page 1 of 1
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Minutes
City Council/Public Financing Authority
City of Huntington Beach
Monday, November 2, 2020
4:00 PM - Council Chambers
6:00 PM - Council Chambers
Civic Center, 2000 Main Street
Huntington Beach, California 92648
A video recording of the 6:00 PM portion of this meeting
is on file in the Office of the City Clerk, and archived at
www.surfcity-hb.org/government/agendas/
4:00 PM - COUNCIL CHAMBERS
CALLED TO ORDER — 4:00 PM
ROLL CALL
Present: Posey, Delgleize, Carr, Semeta, Peterson, Hardy, and Brenden
Absent: None
ANNOUNCEMENT OF SUPPLEMENTAL COMMUNICATIONS (Received After Agenda Distribution)
— None
PUBLIC COMMENTS PERTAINING TO CLOSED SESSION ITEMS — None.
RECESSED TO CLOSED SESSION — 4:01 PM
A motion was made by Posey, second by Carr to recess to Closed Session for Items 2 – 5. With no
objections, the motion passed.
CLOSED SESSION ANNOUNCEMENT(S)
1. 20-2001 Mayor Semeta announced: Pursuant to Government Code § 54957.6, the City
Council takes this opportunity to publicly introduce and identify designated
representatives: Oliver Chi, City Manager and Travis Hopkins, Assistant City
Manager, who will be participating in today’s Closed Session discussions regarding
labor negotiations with: Huntington Beach Municipal Teamsters (HBMT);
Management Employees’ Organization (MEO); and Marine Safety Management
Association (MSMA)
CLOSED SESSION
2. 20-1991 CONFERENCE WITH LEGAL COUNSEL-EXISTING LITIGATION. (Paragraph (1) of
subdivision (d) of Section 54956.9). Name of case: Moore/Field v. City of
Huntington Beach, et al., OCSC Case No. 30-2019-01071686.
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Council/PFA Regular Minutes
November 2, 2020
Page 2 of 12
3. 20-1996 CONFERENCE WITH LEGAL COUNSEL-EXISTING LITIGATION. (Paragraph (1) of
subdivision (d) of Section 54956.9). Name of case: In re: RUBY’S DINER, INC., a
California Corporation, US Bankruptcy Court Case No. 8:18-bk-13311-CB.
4. 20-1997 PUBLIC EMPLOYEE PERFORMANCE EVALUATION. (Paragraph (1) of subdivision
(b) of Section 54957.) Name/Title: Oliver Chi, City Manager.
5. 20-2000 CONFERENCE WITH LABOR NEGOTIATORS (Gov. Code section 54957.6.) Agency
designated representatives: Oliver Chi, City Manager and Travis Hopkins,
Assistant City Manager. Employee Organizations: Huntington Beach Municipal
Teamsters (HBMT); Management Employees’ Organization (MEO); Marine Safety
Management Association (MSMA).
6:00 PM — COUNCIL CHAMBERS
RECONVENED CITY COUNCIL/PUBLIC FINANCING AUTHORITY MEETING — 6:00 PM
ROLL CALL
Present: Posey, Delgleize, Carr, Semeta, Peterson, Hardy, and Brenden
Absent: None
PLEDGE OF ALLEGIANCE — Led by Councilmember Hardy
INVOCATION
In permitting a nonsectarian invocation, the City does not intend to proselytize or advance any faith or
belief. Neither the City nor the City Council endorses any particular religious belief or form of invocation.
6. 20-1915 Reverend James Pike of Lutheran Church of the Resurrection and member of the
Greater Huntington Beach Interfaith Community
CLOSED SESSION REPORT BY CITY ATTORNEY — None
AWARDS AND PRESENTATIONS
7. 20-1985 Mayor Semeta presented the Making a Difference Award to John Etheridge
Mayor Semeta explained the Making a Difference Award is to acknowledge those who give very
selflessly to the greater community, and described some of the activities and organizations that John
Etheridge is involved with, including Kiwanis; President and Founding Member of the Huntington Beach
Police and Community Foundation; President, Surfing Walk of Fame; Huntington Beach Fire Association
Sponsor for the Great Balls of Fire Golf Tournament; Huntington Beach Youth Shelter Volunteer; and,
with his wife Carla recently hosted the Special Olympics teams from Australia and the Netherlands.
Mr. Etheridge thanked Mayor Semeta for the recognition, acknowledged the many other community
leaders who selflessly serve with him, and thanked his family and parents for their support.
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Council/PFA Regular Minutes
November 2, 2020
Page 3 of 12
8. 20-1986 Mayor Semeta issued a proclamation recognizing November 8-14, 2020 as National
Nurse Practitioner Week
Mayor Semeta announced National Nurse Practitioner Week as an opportunity for the City to shed light
on the important contributions of Nurse Practitioners, and introduced Tiffany Nielsen, Family and
Emergency Nurse Practitioner, and Karen Tanner, Family Nurse Practitioner and Public Health Nurse,
who each briefly described their jobs and education.
9. 20-1987 Mayor Semeta presented a snapshot of "Mayor’s Reflection," a documentary
commemorating the 100th Anniversary of the 19th Amendment and the 14 women
who served as Mayor of Huntington Beach
Mayor Semeta introduced the documentary, Mayor's Reflection, by thanking Kathie Schey, City Archivist,
and Videographer Matt Liffreing, who interviewed the women who served as Mayor of Huntington Beach,
for their important contributions. This video can be viewed on Surf City 3TV, and the City's website, as
well as Roku and Hulu. Mayor Semeta stated her hope that this documentary will inspire young women
interested in public service.
ANNOUNCEMENT OF SUPPLEMENTAL COMMUNICATIONS (Received After Agenda Distribution)
City Manager’s Report
#10 (20-1994) PowerPoint Presentation received from Travis Hopkins, Assistant City Manager, titled
Ascon Landfill Site Update
Consent Calendar
#16 (20-1989) Inter-Office Memo received from Travis Hopkins, Assistant City Manager, advising of the
withdrawal of the item related to the proposed Professional Services Contracts with FSB
Public Affairs and Barrios & Associates, LLC for On-Call Public Affairs Services.
Administrative Items
#18 (20-1998) PowerPoint Presentation received from Ursula Luna-Reynosa, Community Development
Director, titled AES Huntington Beach Energy Project – Visual Enhancement Plan
#18 (20-1998) Email communications regarding Memorandum of Understanding between the City and AES
Southland Development, LLC received from:
Terri Johnson Les and Sharon Messick The Rusk Family
Jerry McKinish Bonnie Benton Milt Dardis
Jon Ely Nancy Buchoz Christina Silva-Salgado
The Donnelly Family Melissa Rusk Donna Dillion
Dr. Mark and Terry Hoffman
#19 (20-1999) PowerPoint Presentation submitted by Oliver Chi, City Manager, titled City of Huntington
Beach – City Budget Update & Reorganization Plan
#19 (20-1999) Inter-Office Memo and updated Attachments #1 and #3 submitted by Travis Hopkins,
Assistant City Manager, regarding Resolution Nos. 2020-77 and 2020-79 and the Fiscal
Year 2020/21 Reorganization Plan
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Council/PFA Regular Minutes
November 2, 2020
Page 4 of 12
Ordinances For Introduction
#20 (20-1931) Inter-Office Memo received from Travis Hopkins, Assistant City Manager, advising of the
withdrawal of Ordinance No. 4222 regarding Noise Control
PUBLIC COMMENTS (3 Minute Time Limit) — 11 Call-in Speakers
The number [hh:mm:ss] following the speakers' comments indicates their approximate starting time in
the archived video located at http://www.surfcity-hb.org/government/agendas.
Claire Francis was invited to speak and stated her appreciation for Interim Police Chief Kelly Rodriguez
and her School Resource Officer activities, and offered best wishes for her retirement. (00:18:45)
Caller #578, Amory Hanson, a Candidate for City Council in 2020 and Historic Resources Board
Member, was invited to speak and he encouraged residents to vote for him on November 3, 2020.
(00:19:20)
Cynthia Quimby was invited to speak and introduced herself as the new Internal Liaison for Southern
California Edison (SCE), replacing James Peterson, who has moved into another position at SCE.
(00:20:20)
Caller #114, Daniel King, Atlanta Avenue and Beach Boulevard area homeowner, was invited to speak
and requested that No Overnight Parking signs or meters be placed on Beach Boulevard from Atlanta
Avenue to Sunrise Drive, and on Atlanta Avenue from Beach Boulevard to Delaware Street because this
is an area where people are parking their cars and not moving them for days. (00:22:46)
Kristen Brown was invited to speak and shared her opinions on what she sees as the untimely forced
retirement of Interim Police Chief Kelly Rodriguez. (00:24:15)
Mike, resident of a neighboring city, was invited to speak and stated his support for Interim Police Chief
Kelly Rodriguez by describing the many large-crowd events in Huntington Beach where he and his family
feel safe due to her Watch Commander performance, and wished her the best going forward. (00:27:37)
Jon Ely, a 40-year resident of south east Huntington Beach, was invited to speak and shared his
concerns regarding the lack of communication to area residents regarding activities related to the AES
power facility which is close to his neighborhood. (00:29:17)
Caller User #3, Whitney Parker, was invited to speak and shared her dismay to learn that Interim Police
Chief Kelly Rodriguez is apparently being forced to retire regardless of her years of excellent service to
Huntington Beach. (00:33:10)
Rose Ryder was invited to speak and thanked Interim Police Chief Kelly Rodriguez for her leadership,
and establishing Geographic Councils, and asked that City Council refuse to accept her retirement to
allow for a proper transition for a new Police Chief. (00:34:43)
Caller #553, an anonymous caller, was invited to speak and shared his dismay and opinions related to
the untimely and sudden retirement of Interim Police Chief Kelly Rodriguez. (00:37:43)
Tara Barton, a resident of south east Huntington Beach, was invited to speak and expressed her dismay
to discover she and many of her neighbors are no longer on the South East Huntington Beach email list
to receive neighborhood meeting notices, such as the recent meeting to discuss the AES power facility
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Council/PFA Regular Minutes
November 2, 2020
Page 5 of 12
mural and potential uses for the $4.9M fund. Mayor Semeta invited Ms. Barton to email
city.council@surfcity-hb.org to ensure she is included in future emails. (00:40:28)
COUNCIL COMMITTEE — APPOINTMENTS — LIAISON REPORTS, AB 1234 REPORTING, AND
OPENNESS IN NEGOTIATIONS DISCLOSURES
Councilmember Posey, as Vice President of the Board of Trustees, Orange County Mosquito and Vector
Control District, presented a PowerPoint communication which he also recently shared with the Kiwanis
and the Rossmoor Homeowners' Association titled Mosquitoes in Orange County, with slides titled
Mosquitoes, West Nile Virus in OC in 2020, Invasive Aedes in OC (6), Integrated Vector Management,
Large sites in Huntington Beach, and Working Together.
Councilmember Delgleize reported attending a meeting of the Orange County Transportation Authority
(OCTA) Highways Committee where it was announced that the Goldenwest Transit Center is being
updated, the 405 Freeway Expansion project is approximately 50 percent (50%) completed, and the
loans are being refinanced to reduce interest costs.
Councilmember Peterson reported that the Orange County Sanitation District recently changed their
acronym to "OCSan" so it won't be confused with the Orange County Sheriffs’ Department (OCSD). He
also reported that in March of 2021 they are starting a $293M construction project at Plant 1, plus an
expansion project for groundwater replenishment at Plant 2, and a Food Waste Facility project which will
be completed in 2022 to meet new state mandates. Virtual tours of the facilities are available at
www.ocsd.com/tours.
Mayor Semeta reported that the Harbor Commission recently held a strategic planning meeting, and she
has suggested the Commission plan for an upcoming City Council Study Session to share plans and
receive Council recommendations.
Councilmember Brenden reported attending a meeting of the Communications Committee to evaluate
Channel 3 programming, an Intergovernmental Relations Committee meeting which determined positions
in support of, or opposition to, seven State legislative issues, and a meeting with Long Beach Airport and
Southwest Airlines representatives related to noise reduction considerations.
CITY MANAGER’S REPORT
10. 20-1994 Ascon Landfill Site Update
Assistant City Manager Travis Hopkins provided a PowerPoint titled Ascon Landfill Site Update —
Current Status with slides entitled Barrier Fence at Hamilton Ave. and Magnolia Street, and How to Stay
Informed.
CITY TREASURER’S REPORT
11. 20-1935 Received and Filed the City Treasurer’s September 2020 Quarterly Investment
Summary Report
City Treasurer Alisa Backstrom provided a PowerPoint presentation titled City of Huntington Beach
Quarterly Investment Report with slides entitled: Economy, Markets, Interest Rates, Portfolio Summary,
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Investments by Type, Portfolio Earnings, Monthly Activity, Quarterly Activity, Selected Compliance
Requirements, In Summary, and Questions.
A motion was made by Posey, second Delgleize to receive and file the City Treasurer's Quarterly
Investment Report for September 2020, pursuant to Section 17.0 of the Investment Policy of the City of
Huntington Beach.
The motion carried by the following vote:
AYES: Posey, Delgleize, Carr, Semeta, Peterson, Hardy, and Brenden
NOES: None
CONSENT CALENDAR
Mayor Semeta announced that Item #16 (20-1989), regarding Professional Service Contracts for On-Call
Public Affairs Services, was withdrawn from consideration.
12. 20-1975 Approved and Adopted Minutes
A motion was made by Peterson, second Posey to approve and adopt the City Council/Public Financing
Authority regular meeting minutes dated October 19, 2020, as written and on file in the office of the City
Clerk.
The motion carried by the following vote:
AYES: Posey, Delgleize, Carr, Semeta, Peterson, Hardy, and Brenden
NOES: None
13. 20-1932 Adopted Resolution No. 2020-58 to accept Grant Funds from the California
Department of Fish and Wildlife, Office of Spill Prevention and Response for Oil
Spill Response Equipment
A motion was made by Peterson, second Posey to adopt Resolution No. 2020-58, "A Resolution of the
City Council of the City of Huntington Beach to Accept Grant Funds from the California Department of
Fish and Wildlife, Office of Spill Prevention and Response for Oil Spill Response Equipment."
The motion carried by the following vote:
AYES: Posey, Delgleize, Carr, Semeta, Peterson, Hardy, and Brenden
NOES: None
14. 20-1949 Adopted Resolutions Nos. 2020-68, 2020-69, 2020-70, 2020-71, 2020-72, 2020-73 and
2020-74 requesting authorization by the City of Huntington Beach and approval
from California Department of Transportation for temporary closure of streets for
certain special events in 2021
A motion was made by Peterson, second Posey to adopt Resolution No. 2020-68, "A Resolution of the
City Council of the City of Huntington Beach Authorizing the Closing of Main Street and 5th Street to
Vehicular Traffic for Certain Special Events;" and, adopt Resolution No. 2020-69, "A Resolution of the
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Council/PFA Regular Minutes
November 2, 2020
Page 7 of 12
City Council of the City of Huntington Beach Approving the Temporary Closure of 12th Street in Sunset
Beach for the Annual Sunset Beach Art Festival and Halloween Party;" and, adopt Resolution No. 2020-
70, "A Resolution of the City Council of the City of Huntington Beach Requesting Caltrans Approve the
Closing of Pacific Coast Highway and Certain Ingress and Egress for the Surf City USA Marathon Run;"
and, adopt Resolution No. 2020-71, "A Resolution of the City Council of the City of Huntington Beach
Approving the Temporary Closure of Portions of Goldenwest Street, Garfield Avenue, Huntington Street,
Twin Dolphin Drive, Edwards Street, Ellis Avenue, Talbert Avenue, Seapoint Street, Inlet Drive, Overlook
Drive, Summit Drive, Varsity Drive, Main Street, Walnut Avenue, and Central Park Drive for the Surf City
USA Marathon Run;" and, adopt Resolution No. 2020-72, "A Resolution of the City Council of the City of
Huntington Beach Requesting Caltrans Approve the Closing of Pacific Coast Highway and Certain
Ingress and Egress Within the City of Huntington Beach for the Annual Surf City 10 Run;" and, adopt
Resolution No. 2020-73, "A Resolution of the City Council of the City of Huntington Beach Approving the
Closing of Pacific Coast Highway for the Huntington Beach Fourth of July Parade and Fireworks;" and,
adopt Resolution No. 2020-74, "A Resolution of the City Council of the City of Huntington Beach
Authorizing Street Closures for the Fourth of July."
The motion carried by the following vote:
AYES: Posey, Delgleize, Carr, Semeta, Peterson, Hardy, and Brenden
NOES: None
15. 20-1936 Accepted the lowest responsive and responsible bid and authorized execution of a
construction contract with R.J. Noble Company in the amount of $3,171,848.50 for
the Fiscal Year 2020-2021 Arterial Rehabilitation Project, CC-1595; and, authorized
appropriation of funds
A motion was made by Peterson, second Posey to accept the lowest responsive and responsible bid
submitted by R.J. Noble Company in the amount of $3,171,848.50; and, authorize the Mayor and City
Clerk to execute a construction contract in a form approved by the City Attorney; and, appropriate
$190,060 from the undesignated Infrastructure Fund (314) fund balance to Account 31490007.82300.
The motion carried by the following vote:
AYES: Posey, Delgleize, Carr, Semeta, Peterson, Hardy, and Brenden
NOES: None
16. 20-1989 ITEM WITHDRAWN FROM CONSIDERATION Approve and authorize the Mayor and
City Clerk to execute Professional Service Contracts with FSB Public Affairs and
Barrios & Associates, LLC, for On-Call Public Affairs Services
17. 20-1979 Approved Memorandum of Understanding (MOU) between the City of Huntington
Beach and the Huntington Beach Community Garden (HBCG) to manage a
community garden on Southern California Edison (SCE) property located south of
Atlanta Avenue and adjacent to the Santa Ana River
A motion was made by Peterson, second Posey to approve and authorize the Mayor and City Clerk to
execute a "Memorandum of Understanding between the City of Huntington Beach and the Huntington
Beach Community Garden."
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The motion carried by the following vote:
AYES: Posey, Delgleize, Carr, Semeta, Peterson, Hardy, and Brenden
NOES: None
ADMINISTRATIVE ITEMS
18. 20-1998 Adopted Resolution No. 2020-81 supporting the mural-based architectural
treatment and associated funding, and approved and authorized execution of a
Memorandum of Understanding (MOU) between the City of Huntington Beach and
AES Southland Development, LLC
City Manager Chi explained this action is related to getting Council's direction on accepting AES funding,
not allocating funding, and introduced Director of Community Development Ursula Luna-Reynosa who
presented a PowerPoint communication titled AES Huntington Beach Energy Project, with slides entitled
Photographs (9), MOU and Proposed Programs, Requested City Council Action, and Questions.
Councilmember Hardy confirmed that this action is only to address the mural, not where funds will be
allocated. She shared her concerns regarding the community claims that some southeast Huntington
Beach community email addresses have been lost, and asked staff to be diligent to ensure that issue is
properly addressed. She also suggested that AES may have funding to use for a southeast
neighborhood mail-in survey on the mural. Councilmember Hardy stated her support for using a large
portion of the funds for southeast neighborhood projects, and added that in her opinion Edison
Community Center should be removed as an option because that project has already been approved
with allocated funds.
Councilmember Posey and Director Luna-Reynosa discussed that it appears AES would like to receive
Council's approval for the funding amount as soon as possible for their bookkeeping purposes, and
Council is not expected to be under any time constraints for determining how those funds are allocated.
Mayor Pro Tem Carr expressed her concerns regarding Section 2, Community Improvement Projects
(CIP) funding and allocation to the four listed categories. Director Luna-Reynosa confirmed that
Council's future action in determining project allocation would not need to be limited to the suggested
categories.
Councilmember Delgleize expressed her desire to ensure that suggested recommendations and projects
from the southeast community are readily communicated for Council consideration.
Councilmember Brenden expressed concerns related to Council's ultimate discretion for using the AES
funding when the MOU currently states "the funds shall be allocated by the City for the following CIPs
and programs," however, he believes the categories as listed are probably general enough to allow
discretion. He further stated that before allocations are determined, there must be communication with
the southeast community seeking their input, and a Study Session should be scheduled to discuss the
options and to evaluate costs and benefits.
Councilmember Peterson stated that there are regulatory permitting and contract requirement deadlines
which AES must meet which requires Council's expedient action on the fund amount. He also stated that
the Southeast Community Committee recommends various methods of additional community outreach,
as well as using a majority of the funding for projects to benefit that area of the City.
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Councilmember Hardy stated there are actually five project categories listed in the MOU, and suggested
the list of options that was formed by southeast Huntington Beach residents, when the Redevelopment
Agency existed and the project started, would be a good place to start.
Councilmember Delgleize confirmed with City Manager Chi that AES notified the City they need to close
their books on this funding, there are other area cities vying for AES funding which might impact the
amount available for Huntington Beach if a decision is delayed, the California Energy Commission is
awaiting notification of the Council's decision regarding the mural and fund amount, and there is
additional time to determine actual use of the funds.
Mayor Semeta stated her support for the fund amount and mural. She expressed her excitement for the
selected artist to create a project for the southern entrance to Huntington Beach, and thanked AES for
working to create a quality piece of public art.
A motion was made by Posey, second Semeta to adopt Resolution No. 2020-81, "A Resolution of the
City Council of the City of Huntington Beach Supporting the Mural-Based Architectural Treatment and
Capital Improvement Projects and Programs Related to the Newly Constructed Huntington Beach
Energy Project" (Attachment 1); and, approve the "Memorandum of Understanding AES Southland
Development, LLC and City of Huntington Beach" (Attachment 2) and authorize and direct the City
Manager to execute the MOU on behalf of the City, as amended with revised mural description as
recommended by staff.
The motion carried by the following vote:
AYES: Posey, Delgleize, Carr, Semeta, Peterson, Hardy, and Brenden
NOES: None
19. 20-1999 Approved the Fiscal Year 2020/21 Reorganization Plan in Response to COVID-19 by
adopting Resolutions No. 2020-77, 2020-78, 2020-79, 2020-80 related to Side Letters
of Agreement with the Huntington Beach Municipal Teamsters (HBMT), Marine
Safety Management Association (MSMA), and Huntington Beach Municipal
Employees’ Organization (MEO); by adopting Resolution No. 2020-80 modifying
salary and benefits for Non-Associated (NA) employees; and, by approving for
introduction Ordinance No. 4221 to amend Section 2.76.010 of the Huntington
Beach Municipal Code related to exclusions from competitive service
City Manager Chi presented a PowerPoint communication entitled City Budget Update & Reorganization
Plan with slides titled: City Budget Update, Summary of Proposed Reorganization Plan, City Manager
Office, City Manager(2), Administrative Services Department, Information Services Department,
Administrative Services Department, Community & Library Services Department, Community Services
Department, Library Services, Community & Library Services Department, Public Works Department(3),
Finance Department(3), Community Development Department(3), Fire Department(3), Police
Department(3), Citywide FTE By Department, General Fund Savings Summary, FY 2020/21 Budgetary
Position After Restructure, Future Fiscal Concerns Still Exist, Refinancing Our Pension Debt, Long Term
Financial Plan(4), Next Steps, and Questions?
Councilmember Posey and City Manager Chi discussed funding the 9th Lieutenant position and leaving
the Assistant Chief of Police funded in the Police Department budget, and City Manager Chi suggested
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November 2, 2020
Page 10 of 12
that any changes to staffing level should be made in consultation with a new Police Chief when selected.
Their discussion continued on the new position of Community Relations Specialist which is envisioned to
work closely with the new Navigation Center and have oversight responsibilities. Councilmember Posey
thanked City Manager Chi for his efforts to create a workable solution while continuing to meet service
needs.
Councilmember Peterson stated his support, except for Recommended Action "F," which in his opinion
appears to approve free-reign budget actions without further Council input. Finance Director Bulosan
explained that anticipated adjustments are between funds, or administrative adjustments for the General
and Infrastructure Funds. City Manager Chi clarified the need is for authorization to make restructure
plans as outlined in the staff report, as well as classification plans and Side Letter Agreements.
Councilmember Peterson, City Attorney Gates and Assistant City Manager Hopkins discussed the
process which allows a direct charge to the Infrastructure Fund in lieu of charging through the General
Fund, a process which has been used for the last 15 years.
Mayor Pro Tem Carr expressed her concerns about using Infrastructure Funds and appreciation for the
clarification. She also thanked City Manager Chi for the thorough report, incorporating Council
suggested changes, and continuing to be forward thinking while continuing to provide services and
keeping the City fiscally sound.
Councilmember Brenden and City Manager Chi discussed the reduction of 33 positions, and loss of 97
early retirees, which will require a detailed recruitment plan to hire approximately 14 positions through
the “960” program to ensure no impact in services, and outsourcing more services. City Manager Chi
stated that staff would return to Council if it is determined that any adjustments need to be made.
Councilmember Brenden expressed concerns about placing Economic Development with Housing and
Code Enforcement, and confirmed there is no change in the number of sworn officers in the Police
Department because those adjustments are coming out of non-sworn staff.
Councilmember Delgleize and City Manager Chi discussed responsibilities for the new Police Lieutenant
position. Councilmember Delgleize thanked staff for their diligence in providing these staffing solutions.
Mayor Semeta and City Manager Chi discussed more details regarding the proposed placement of
Economic Development and rebuilding those services.
A motion was made by Posey, second Carr to adopt Resolution No. 2020-77, "A Resolution of the City
Council of the City of Huntington Beach Amending the City's Classification Plan and Memorandum of
Understanding Between the City and the Huntington Beach Municipal Teamsters (HBMT) by Adopting
the Side Letter of Agreement" (Attachment 1); and, adopt Resolution No. 2020-78, "A Resolution of the
City Council of the City of Huntington Beach Amending the City's Classification Plan and the
Memorandum of Understanding Between the City and the Huntington Beach Marine Safety Management
Association (MSMA) by Adopting the Side Letter of Agreement" (Attachment 2); and, adopt Resolution
No. 2020-79, "A Resolution of the City Council of the City of Huntington Beach Amending the City's
Classification Plan and the Memorandum of Understanding Between the City and the Huntington Beach
Municipal Employees' Organization (MEO) by Adopting the Side Letter of Agreement" (Attachment 3);
and, after City Clerk reads by title, approve for Introduction Ordinance No. 4221, "An Ordinance of the
City of Huntington Beach Amending the Huntington Beach Municipal Code by Amending Section
2.76.010 Thereof Related to Exclusions From the Competitive Service" (Attachment 4); and, adopt
Resolution No. 2020-80, "A Resolution of the City Council of the City of Huntington Beach Modifying
Salary and Benefits for Non-Represented Employees by Adding the Director and Deputy Director of
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November 2, 2020
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Administrative Services, Deputy Director of Public Works, Deputy Director of Community & Library
Services, & Amending the Classification and Compensation for the Director of Community Services"
(Attachment 5), and delegate authority to the City Manager and City Attorney to execute the
corresponding employment agreements; and, authorize the City Manager to take all administrative and
budgetary actions necessary to implement the Citywide Reorganization Plan, as amended by
Supplemental Communication (revised Side Letter Agreements for Resolution Nos. 2020-77 and
2020-79.
The motion carried by the following vote:
AYES: Posey, Delgleize, Carr, Semeta, Peterson, Hardy, and Brenden
NOES: None
ORDINANCES FOR INTRODUCTION
20. 20-1931 ITEM WITHDRAWN FROM CONSIDERATION Approve for introduction Ordinance
No. 4222 amending Chapter 8.40 of the Huntington Beach Municipal Code (HBMC)
titled Noise Control relating to the control of unnecessary, excessive, and annoying
sounds and protecting noise-sensitive land uses, ensuring land use/noise
compatibility, reducing noise from mobile sources, and mitigating noise from
construction, maintenance, and other sources
COUNCILMEMBER COMMENTS (Not Agendized)
Councilmember Brenden congratulated John Etheridge as the recipient of the Mayor's Making a
Difference Award; thanked Councilmember Posey for his Vector Control report on mosquitoes for
Kiwanis; congratulated everyone who worked together to make possible the Ribbon Cutting for the new
Navigation Center earlier in the day; and thanked Community Services staff for the unique Halloween
drive-through pumpkin party and Kiwanis candy give-a-way at Murdy Park.
Councilmember Posey thanked John Etheridge for being a great community leader; and expressed
appreciation for everyone who had a part in the Ribbon Cutting for the new Navigation Center, including
the cooperation of City and County staff, to reach this point.
Councilmember Peterson thanked Interim Police Chief Kelly Rodriguez for her service to Huntington
Beach and shared some of the sentiments expressed to him by her subordinates who described her as
the epitome of a model police officer, including outstanding leadership, being the most qualified in the
department, honest, and resolute — all attributes which he wholeheartedly agreed with.
Mayor Semeta echoed Councilmember Peterson's comments to Interim Police Chief Kelly Rodriguez
and thanked her for making Huntington Beach better. Mayor Semeta congratulated Frank Nakabayashi,
President, Sister City Association, for being awarded a Certificate of Recognition from the Orange
County Japanese American Association for his dedication to the Huntington Beach Sister City
Association. Mayor Semeta thanked everyone who played a part in the successful Ribbon Cutting for
the new Navigation Center, and expressed her excitement that services are expected to be offered
before the end of the month.
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ADJOURNMENT — 8:35 PM to the next regularly scheduled meeting of the Huntington Beach City
Council/Public Financing Authority on Monday, November 16, 2020, at 4:00 PM in the Civic Center
Council Chambers, 2000 Main Street, Huntington Beach, California.
INTERNET ACCESS TO CITY COUNCIL/PUBLIC FINANCING AUTHORITY AGENDA AND STAFF
REPORT MATERIAL IS AVAILABLE PRIOR TO CITY COUNCIL MEETINGS AT
http://www.huntingtonbeachca.gov
________________________________________
City Clerk and ex-officio Clerk of the City Council
of the City of Huntington Beach and Secretary of
the Public Financing Authority of the City of
Huntington Beach, California
ATTEST:
______________________________________
City Clerk-Secretary
______________________________________
Mayor-Chair
36
Minutes
City Council Special Meeting
City of Huntington Beach
Thursday, November 5, 2020
4:00 PM - Council Chambers
Civic Center, 2000 Main Street
Huntington Beach, California 92648
A video recording of this meeting is on file in the
Office of the City Clerk, and archived at
www.surfcity-hb.org/government/agendas/
4:00 PM - COUNCIL CHAMBERS
CALLED TO ORDER SPECIAL MEETING — 4:15 PM
ROLL CALL
Present: Posey, Delgleize, Carr, Semeta, Peterson, Hardy, and Brenden
Absent: None
ANNOUNCEMENT OF SUPPLEMENTAL COMMUNICATIONS PERTAINING TO CLOSED SESSION
ITEM (Received After Agenda Distribution) — None
PUBLIC COMMENTS PERTAINING TO CLOSED SESSION ITEM (3 Minute Time Limit) — None
A motion was made by Posey, second by Delgleize to recess to Closed Session for Item 2. With no
objections, the motion passed.
RECESSED TO CLOSED SESSION — 4:20 PM
CLOSED SESSION ANNOUNCEMENT(S)
1. 20-2012 Mayor Semeta announced: Pursuant to Government Code § 54957.6, the City
Council takes this opportunity to publicly introduce and identify designated
representatives: Oliver Chi, City Manager, and Travis Hopkins, Assistant City
Manager, who will be participating in today’s Closed Session discussions regarding
labor negotiations with: Interim Chief of Police.
CLOSED SESSION
2. 20-2013 PUBLIC EMPLOYEE APPOINTMENT. (Paragraph (1) of subdivision (b) of Section
54957.) Employee: Interim Chief of Police
CONFERENCE WITH LABOR NEGOTIATORS (Gov. Code section 54957.6.) Agency
designated representatives: Oliver Chi, City Manager and Travis Hopkins,
Assistant City Manager. Interim Chief of Police.
RECONVENED SPECIAL CITY COUNCIL MEETING — 6:35 PM
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City Council Special Meeting
November 5, 2020
Page 2 of 2
ROLL CALL
Present: Posey, Delgleize, Carr, Semeta, Peterson, Hardy, and Brenden
Absent: None
CLOSED SESSION REPORT BY CITY ATTORNEY — None
ANNOUNCEMENT OF SUPPLEMENTAL COMMUNICATIONS (Received After Agenda Distribution)
— None
PUBLIC COMMENTS (3 Minute Time Limit) — None
ADMINISTRATIVE ITEMS
3. 20-2014 Adopted Resolution No. 2020-82 Appointing an Interim Police Chief and Approving
the Employment Agreement
City Manager Chi announced that in Closed Session the City Council met to consider Interim Police
Chief candidates. Resolution No. 2020-82 and Employment Agreement were proposed for Council
consideration, and staff was directed to move forward in negotiations with Julian Harvey as Interim Police
Chief.
A motion was made by Posey, second Delgleize to adopt Resolution No. 2020-82, “A Resolution of the
City of Huntington Beach Appointing an Interim Police Chief;” and, approve and authorize the Mayor to
Execute the Employment Agreement
The motion carried by the following vote:
AYES: Posey, Delgleize, Carr, Hardy, and Brenden
NOES: Semeta, and Peterson
ADJOURNMENT — 6:37 PM to the next regularly scheduled meeting of the Huntington Beach City
Council/Public Financing Authority on Monday, November 16, 2020, at 4:00 PM in the Civic Center
Council Chambers, 2000 Main Street, Huntington Beach, California.
INTERNET ACCESS TO CITY COUNCIL/PUBLIC FINANCING AUTHORITY AGENDA AND STAFF
REPORT MATERIAL IS AVAILABLE PRIOR TO CITY COUNCIL MEETINGS AT
http://www.huntingtonbeachca.gov
________________________________________
City Clerk and ex-officio Clerk of the City Council
of the City of Huntington Beach and Secretary of
the Public Financing Authority of the City of
Huntington Beach, California
ATTEST:
______________________________________
City Clerk
______________________________________
Mayor
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City of Huntington Beach
File #:20-1970 MEETING DATE:11/16/2020
REQUEST FOR CITY COUNCIL ACTION
SUBMITTED TO:Honorable Mayor and City Council Members
SUBMITTED BY:Robin Estanislau, CMC, City Clerk
PREPARED BY:Robin Estanislau, CMC, City Clerk
Subject:
Adopt Resolution No. 2020-75 modifying the salary of the elected City Clerk
Statement of Issue:
The City Charter directs that compensation for the elected City Clerk be adopted by Council
resolution. Per Charter direction, I respectfully request consideration by the Council to adopt
Resolution No. 2020-75 to elevate my current salary from Starting Point to Control Point .
Financial Impact:
Sufficient funds are available in the Fiscal Year 2020-21 budget for the proposed increase.
Recommended Action:
Adopt Resolution No. 2020-75, “A Resolution of the City Council of the City of Huntington Beach
Modifying the Salary for the Elected City Clerk,” including Exhibit “A” - Exhibit 1 of the Non-
Associated Executive Management Salary Schedule, Effective November 2, 2020.
Alternative Action(s):
Do not adopt Resolution No. 2020-75, and direct staff accordingly.
Analysis:
On April 18, 2016, Council appointed me to the position of City Clerk to fulfill the remainder of Joan
Flynn’s term upon the announcement of her retirement. The Council adopted a resolution to
establish my appointed salary, setting my pay rate at NA0017 Starting Point $69.84 . Following my
successful election as the City’s 12th elected City Clerk in November 2016, Council adopted a
resolution that retained my pay rate at the NA0017 Starting Point of $69.94, which is current to date.
I have served the City since 1998, with fifteen of my twenty-one years of service devoted to the City
Clerk’s Office. During the past four years as City Clerk, I have successfully managed a department
of four full-time, and five part-time employees, and have continually provided core service duties as
described below:
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File #:20-1970 MEETING DATE:11/16/2020
·Officiate local elections (three General Municipal Elections since 2016 with 44 candidates;
retained an ongoing partnership with the Orange County Registrar of Voters to host poll
worker training, establish active Vote Centers and secure ballot drop locations);
·Administer Passport Acceptance Services to the public, generating significant general fund
revenue annually;
·Administer the annual Safe and Sane Fireworks Stand Application and Lottery Process;
·Oversee records management of City Council documents archived in Laserfiche;
·Oversee ongoing preparation and publication of City Council agenda material, including
advertising of public notices, facilitating delivery of public meeting content via the Internet
through audio/video live stream applications, preparation and distribution of Action Agendas;
·Oversee Council follow-up procedures (contract execution, ordinance codification, recordation
of County documents, other);
·Contract with Records Consultant for annual update of citywide guidelines and retention
schedules;
·Provide BID opening assistance;
·Provide ongoing support to staff liaisons to City boards/commissions/committees/task forces;
·Oversee management of FPPC Conflict of Interest 700 and Campaign Disclosure Statements;
·Oversee City Council minute preparation.
The City Manager has authority to assign pay grade levels (Starting, Control, High Point) for all non-
elected department heads; many hire in and remain at High Point throughout their tenure. Per the
City Charter, elected officials that also serve as City department heads must seek Council approval
for a pay grade adjustment via adoption of a resolution in a public setting.
In 2019, both of my elected colleagues (City Attorney and City Treasurer) sought and received
Council-approved pay rate increases. While I wholeheartedly supported their request, I made a
decision not to seek an increase for myself at that time, because it had been a few years since my
fellow City employees had received a cost of living adjustment (COLA) in any form through
negotiated efforts. Having held a past board position for the Management Employees’ Organization
(MEO), it just did not feel right to request a salary increase when friends and colleagues were not
afforded the same opportunity.
In April of this year, the Huntington Beach Police Officers’ Association (POA), Management
Employees’ Organization (MEO), and Huntington Beach Municipal Teamster (HBMT) bargaining
groups received Council approval for negotiated benefits, including a COLA. Given this year’s
awarded benefits to select bargaining groups, and my decision to continue serving as City Clerk for
another four year term (successfully elected November 3, 2020), I now humbly request that Council
approve Resolution No. 2020-75 to elevate my current salary from Starting to Control Point, effective
immediately.
Environmental Status:
Not applicable.
Strategic Plan Goal:
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File #:20-1970 MEETING DATE:11/16/2020
Non-Applicable - Administrative Item
Attachment(s):
1. Resolution No. 2020-75, “A Resolution of the City Council of the City of Huntington Beach
Modifying the Salary for the Elected City Clerk,” including Exhibit “A” - Exhibit 1 of the Non-
Associated Executive Management Salary Schedule, Effective November 2, 2020.
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City of Huntington Beach
File #:20-2004 MEETING DATE:11/16/2020
REQUEST FOR CITY COUNCIL ACTION
SUBMITTED TO:Honorable Mayor and City Council Members
SUBMITTED BY:Oliver Chi, City Manager
PREPARED BY:Sean Crumby, Director of Public Works
Subject:
Adopt Resolution No. 2020-76 approving the M2 Expenditure Report for the City of Huntington
Beach to comply with Renewed Measure M2 funding eligibility as administered by the Orange
County Transportation Authority (OCTA)
Statement of Issue:
In compliance with Renewed Measure M2 funding eligibility, the City is required to adopt a resolution
approving the annual Measure M2 Expenditure Report and submit the report and resolution to the
Orange County Transportation Authority (OCTA).
Financial Impact:
No additional funding is required for this resolution. Annual M2 Turnback allocation is approximately
$3 million for Fiscal Year 2020-21.
Recommended Action:
Adopt Resolution No. 2020-76, "A Resolution of the City Council of the City of Huntington Beach
Concerning the Measure M2 Expenditure Report for the City of Huntington Beach."
Alternative Action(s):
Do not adopt the resolution and forego Measure M2 funding eligibility. This action would result in the
loss of approximately $3 million for the current fiscal year and potential grant funding for street
improvements.
Analysis:
Renewed Measure M2 is the one-half cent sales tax approved by the Orange County voters in
November 2006 for countywide transportation improvements. The multibillion-dollar program, which
is administered by OCTA, extends the original Measure M (1991-2011) program for another 30 years.
All Orange County eligible jurisdictions receive a percentage of the sales tax revenue based on
population, Master Plan of Arterial Highways centerline miles, and share of countywide taxable sales.
These funds can be used for local projects, as well as ongoing maintenance of local streets.
There are no competitive criteria to meet, but there are administrative requirements to maintain
eligibility to receive funding. A key requirement is to adopt the Measure M2 Expenditure Report each
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File #:20-2004 MEETING DATE:11/16/2020
year within six months of the end of the local jurisdiction’s fiscal year, and submit a resolution of
adoption and final report to OCTA. The City of Huntington Beach Measure M2 Report for Fiscal Year
2019-20 complies with this requirement. The report accounts for all M2 revenues, developer/traffic
impact fees, and funds expended by the City towards street improvements, rehabilitation , and
maintenance.
Environmental Status:
Not applicable.
Strategic Plan Goal:
Enhance and maintain infrastructure
Attachment(s):
1. Resolution No. 2020-76, "A Resolution of the City Council of the City of Huntington Beach
Concerning The Measure M2 Expenditure Report for the City of Huntington Beach."
2. Fiscal Year 2019-20 M2 Expenditure Report
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City of Huntington Beach
File #:20-2011 MEETING DATE:11/16/2020
REQUEST FOR CITY COUNCIL ACTION
SUBMITTED TO:Honorable Mayor and City Council Members
SUBMITTED BY:Oliver Chi, City Manager
PREPARED BY:Ursula Luna-Reynosa, Director of Community Development
Subject:
Receive and file a status update on the 6th Cycle Regional Housing Needs Assessment
(RHNA) process
Statement of Issue:
During the July 15, 2019, City Council Study Session, Community Development staff presented an
overview of the 6
th Cycle Regional Housing Needs Assessment (RHNA) process and related items of
information,as directed by the City Council. At the end of the study session, the City Council
requested monthly updates on the status of the 6
th Cycle RHNA process. Due to the COVID-19
pandemic, there has not been a status update for several months. However, this update provides a
summary of recent activity that has occurred with respect to the RHNA process.
Financial Impact:
Not applicable.
Recommended Action:
Receive and file the Regional Housing Needs Assessment process status update.
Alternative Action(s):
Provide staff with alternative direction.
Analysis:
The Southern California Association of Governments’ (SCAG) original RHNA schedule provided for
RHNA allocations to be distributed to SCAG jurisdictions in April 2020. Pursuant to State law, the
trigger for RHNA allocation distribution is SCAG adoption of the Connect SoCal Regional
Transportation Plan/Sustainable Communities Strategy (RTP/SCS). For several reasons,SCAG
delayed full adoption of the RTP/SCS for 120 days.
The Regional Council adopted the RTP/SCS on September 3, 2020, and SCAG distributed the draft
RHNA Allocation to local jurisdictions on September 4, 2020. The City received its RHNA allocation
as shown in the table below.It should be noted that Mayor Semeta, the City’s SCAG representative,
voted no on the adoption of the RTP/SCS, and the City submitted a comment letter citing concerns
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File #:20-2011 MEETING DATE:11/16/2020
voted no on the adoption of the RTP/SCS, and the City submitted a comment letter citing concerns
with the final document (Attachment 2).
City of Huntington Beach 6th Cycle RHNA Allocation
(based on the September 3, 2020 Regional Council vote)
Income Category Number of Units
Very-low income (<50% AMI)3,652
Low income (50-80% AMI)2,179
Moderate income (80-120% AMI)2,303
Above Moderate/Market rate (>120% AMI)5,203
Total RHNA 13,337
The RHNA allocation appeals process began on September 11, 2020,and ended at 5 p.m. on
October 26, 2020,in accordance with the adopted RHNA Appeals Procedures. The City submitted a
RHNA appeal, which is provided in Attachment 1. No other jurisdiction or agency appealed
Huntington Beach’s RHNA allocation. In total, SCAG received 52 appeals. It is anticipated that
appeal hearings will occur between mid-December and mid-January. The RHNA process, including
the City’s final RHNA allocation, is anticipated to be completed by mid-February 2021.
Environmental Status:
The filing of a status update on the 6th Cycle RHNA process is not a project as defined by Section
15378 of the CEQA Guidelines and is not subject to CEQA.
Strategic Plan Goal:
Non-Applicable - Administrative Item
Attachment(s):
1. City of Huntington Beach RHNA Appeal (Note: This attachment contains the City’s RHNA Appeal Form
and Bases for Appeal; all other RHNA Appeal Attachments can be viewed on the SCAG website at
http://www.scag.ca.gov/programs/Pages/6th-Cycle-RHNA-Appeals-Filed.aspx)
2. City of Huntington Beach Final SCAG Connect SoCal Comment Letter
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Sixth Cycle Regional Housing Needs Assessment (RHNA) Appeal Request Form
All appeal requests and supporting documentation must be received by SCAG October 26, 2020, 5 p.m.
Appeals and supporting documentation should be submitted to housing@scag.ca.gov.
Late submissions will not be accepted.
FOR STAFF USE ONLY:
Date Hearing Date:Planner:
Date: Jurisdiction Subject to This Appeal Filing:
(to file another appeal, please use another form)
Filing Party (Jurisdiction or HCD)
Filing Party Contact Name Filing Party Email:
APPEAL AUTHORIZED BY:
Name: PLEASE SELECT BELOW:
Mayor
Chief Administrative Office
City Manager
Chair of County Board of Supervisors
Planning Director
Other:
BASES FOR APPEAL
Application of the adopted Final RHNA Methodology for the 6th Cycle RHNA (2021‐2029)
Local Planning Factors and/or Information Related to Affirmatively Furthering Fair Housing (See
Government Code Section 65584.04 (b)(2) and (e))
Existing or projected jobs‐housing balance
Sewer or water infrastructure constraints for additional development
Availability of land suitable for urban development or for conversion to residential use
Lands protected from urban development under existing federal or state programs
County policies to preserve prime agricultural land
Distribution of household growth assumed for purposes of comparable Regional Transportation
Plans
County‐city agreements to direct growth toward incorporated areas of County
Loss of units contained in assisted housing developments
High housing cost burdens
The rate of overcrowding
Housing needs of farmworkers
Housing needs generated by the presence of a university campus within a jurisdiction
Loss of units during a state of emergency
The region’s greenhouse gas emissions targets
Affirmatively furthering fair housing
Changed Circumstances (Per Government Code Section 65584.05(b), appeals based on change of
circumstance can only be made by the jurisdiction or jurisdictions where the change in circumstance
occurred)
55
Sixth Cycle Regional Housing Needs Assessment (RHNA) Appeal Request Form
All appeal requests and supporting documentation must be received by SCAG October 26, 2020, 5 p.m.
Appeals and supporting documentation should be submitted to housing@scag.ca.gov.
Late submissions will not be accepted.
FOR STAFF USE ONLY:
Date Hearing Date:Planner:
Brief statement on why this revision is necessary to further the intent of the objectives listed in
Government Code Section 65584 (please refer to Exhibit C of the Appeals Guidelines):
Please include supporting documentation for evidence as needed, and attach additional pages if you need more room.
Brief Description of Appeal Request and Desired Outcome:
Number of units requested to be reduced or added to the jurisdiction’s draft RHNA allocation (circle one):
Reduced Added
List of Supporting Documentation, by Title and Number of Pages
(Numbers may be continued to accommodate additional supporting documentation):
1.
2.
3.
See Attachment No. 1
for specific
reduction numbers
See attached index for full list of
Attachments
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62
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68
69
70
71
72
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City of Huntington Beach
File #:20-2019 MEETING DATE:11/16/2020
REQUEST FOR CITY COUNCIL ACTION
SUBMITTED TO:Honorable Mayor and City Council Members
SUBMITTED BY:Oliver Chi, City Manager
PREPARED BY:Scott M. Haberle, Fire Chief
Subject:
Approve one (1) appointment and two (2) reappointments to the Harbor Commission, as
recommended by City Council Liaisons, Mayor Semeta and Councilmember Erik Peterson
Statement of Issue:
The City Council is asked to approve an appointment to the Harbor Commission to fill one (1) existing
vacancy, as well as two (2) reappointments to fill vacancies that will occur December 31, 2020.
Financial Impact:
Not applicable.
Recommended Action:
A) Approve the appointment of Brian Griley as a Member of the Harbor Commission through
December 31, 2024; and,
B) Approve the re-appointment of John Ochs as a Member of the Harbor Commission through
December 31, 2024; and,
C) Approve the re-appointment of Michael Van Voorhis as a Member of the Harbor Commission
through December 31, 2024.
Alternative Action(s):
Do not approve these appointments and direct staff accordingly.
Analysis:
The Harbor Commission is a seven (7) member advisory board to the City Council in matters
pertaining to the Huntington Harbor, its beaches, facilities, and parks. The Commission advises on
issues concerning waterway safety, general harbor infrastructure, water quality, usage, and Municipal
Code amendments. The Harbor Commission also cooperates with other governmental agencies and
civic groups in the advancement of the Huntington Harbor, including recreational planning, under the
direction of the City Council.
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At this time, the Harbor Commission has one (1) vacancy, due to the resignation of a Member who
relocated out of state. In addition, the terms of two (2) Members expire on December 31, 2020. The
City advertised the recruitment for new members through announcements on the City’s website,
posting at City facilities, and at the October 22, 2020, regular meeting. Three (3) new applications
were received.
The City Council Liaisons to the Harbor Commission, Mayor Lyn Semeta and Councilmember Erik
Peterson, reviewed the applications and interviewed the three (3) applicants. At this time, they
recommend that Brian Griley be appointed to the Commission, with his four (4) year term beginning
January 1, 2021. His application is attached.
The terms of two (2) Harbor Commissioners, John Ochs and Michael Van Voorhis, will expire on
December 31, 2020, and they have requested re-appointment for an additional four (4) year term.
Their applications are attached, along with an updated Harbor Commission Roster.
Environmental Status:
Not applicable.
Strategic Plan Goal:
Non-Applicable - Administrative Item
Attachment(s):
1. Application for Appointment - Brian Griley
2. Application for Appointment - John Ochs
3. Application for Appointment - Michael Van Voorhis
4. Updated Harbor Commission Roster
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City of Huntington Beach
File #:20-2033 MEETING DATE:11/16/2020
REQUEST FOR CITY COUNCIL ACTION
SUBMITTED TO:Honorable Mayor and City Council Members
SUBMITTED BY:Oliver Chi, City Manager
PREPARED BY:Ursula Luna-Reynosa, Director of Community Development
Subject:
Consider an Interim Extension of the Temporary Closure of the Second and Third Blocks of
Main Street to Vehicular Traffic Through February 28, 2021, to Allow Restaurants and Select
Retail to Serve Patrons in the Public Right -of-Way
Statement of Issue:
On July 6, 2020, and August 3, 2020, respectively, the City Council authorized the City Manager to
temporarily close the second and third blocks of Main Street to vehicular traffic to allow downtown
businesses the opportunity to operate outdoors to meet physical distancing requirements in a safe
manner during the COVID-19 pandemic. The City Council authorized the closure of these two blocks
of Main Street until December 31, 2020.
During the past few weeks, staff has met with the Downtown Business Improvement District (BID) to
discuss the current situation as it relates to the second and third block closure of Main Street. Given
the ongoing COVID-19 emergency and the continuing need for safe physical distancing, the BID has
asked that the street closures currently in effect be maintained through Labor Day in 2021
(Attachment 1). The BID conducted a survey of downtown merchants and found overwhelming
support for continuing the closure of the second block of Main Street. Survey results were mixed
regarding the third block closure. Attachment 2 contains the BIDs survey findings.
With the pending change in the make-up of the City Council come this December, staff is
recommending at this time that the second and third blocks of Main Street remain closed to vehicular
traffic through February 28, 2021. If approved, such a decision would allow merchants with the
certainty that they can continue operating as is for the next few months, while also allowing time for
the new City Council to transition into their roles and be part of the longer-term decision making
process regarding the Main Street closure.
Financial Impact:
Not applicable.
Recommended Action:
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File #:20-2033 MEETING DATE:11/16/2020
Authorize the City Manager to continue the temporary closure of the second and third blocks of Main
Street to vehicular traffic to accommodate outdoor dining and retail in the public right-of-way until
February 28, 2021.
Alternative Action(s):
Do not authorize an extension of the temporary street closure, and direct that Main Street reopen to
vehicular traffic effective January 1, 2021.
Environmental Status:
The project is exempt pursuant to the California Environmental Quality Act (CEQA) Guidelines
Section 15304(e) because the proposed project consists of a minor temporary use having negligible
or no permanent effects on the environment. The proposed project would not have a negative effect
on biologically sensitive resources, and there is no evidence of any unusual environmental
circumstances that might give rise to a reasonable possibility that the project will have a significant
effect on the environment.
Strategic Plan Goal:
Non-Applicable - Administrative Item
Attachment(s):
1. Letter from Downtown BID
2. Main Street Closure Survey Findings
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Huntington Beach Downtown Business Improvement District
315 3rd St., Suite E
Huntington Beach, CA 92648
Nov. 12, 2020
City of Huntington Beach
Attention: City Council 2000 Main St. Huntington Beach, CA 92648
Re: Huntington Beach Downtown BID Ask Letter, Main Street Closures
Dear Mayor Semeta and City Council Members,
By turns tough and transformative, 2020 is coming to a close. It has been an extra-ordinary time for
Downtown Huntington Beach, particularly the last 5 months and the closures of the 2nd and 3rd blocks of
Main Street. Those closures are set to expire on Dec. 31, 2020. Unfortunately, COVID restrictions have
not changed since August, in fact they have worsened in many neighboring counties, and Downtown has
entered the slow season. The purpose of this ask is to present recently collected data and
recommendations for possible courses of action.
Situation Analysis
2nd Block Main Street: The businesses on the 2nd block are very consistent in their support for a
continued closure which is reflected in their survey responses.
BID Recommendation: The BID Board of Directors voted 8-0 in favor of recommending that the 2nd block
of Main Street remain closed through Labor Day pending any major changes to COVID policies and
restrictions.
3rd Block Main Street: The businesses continue to be divided in their view of the closure which is
reflected in their survey responses.
BID Recommendation: After an extended and in-depth discussion, the BID Board of Directors voted 8-0
in favor of recommending that the 3rd block of Main Street remain closed through Labor Day pending
any major changes to COVID policies and restrictions.
Public Survey: The BID distributed a survey to its consumer database in late October. The BID collected
429 responses and 190 comments. Public sentiment about the closures is overwhelmingly positive.
However, the BID represents the business community, not the public at large.
1st Block Main Street Conversations: In conversation, property and business owners on the 1st block are
inclined to let the businesses determine the best course of action for themselves. They understand that
the closure has been very positive for some and quite negative for others. The 1st block did express
concern about traffic planning and parking solutions should closures continue for an extended time.
General Feedback: One of the issues brought up frequently in meetings this fall is the overall aesthetic
of the closure. There is the opinion that this could (and should) be improved if closures continue with
smart planning and investment.
107
Huntington Beach Downtown Business Improvement District
315 3rd St., Suite E
Huntington Beach, CA 92648
In Conclusion: Vision is more than just seeing. COVID has created a period of intense challenge and
opportunity. There is no doubt it has created a greater sense of community in Downtown Huntington
Beach. The BID would like to work with The City to find smart solutions to enhance the 2nd and 3rd block
experience, including additional adjacent parking options. The BID also welcomes the opportunity to
begin a larger dialogue about the future of Downtown to ensure success in the coming years.
108
2nd Block Main Street Business Survey Results
Responses collected between Oct. 24 – Nov. 1, 2020
Survey Questions:
1. Do you support a continuation of the closure of the 2nd block of Main Street?
2. To what date or time frame would you like to see the closure extended?
3. Has your business been positively or negatively affected by the closure?
Killarney’s Irish Pub - Will Walton
I fully support the continuation of the closure of the 2nd block, I’d love for this to a permanent fixture of
downtown. Nothing but positive things from our standpoint. It brings a better family feeling to
downtown.
Main Street Optical – Moe Kanoudi
1) I support the continuation of closure.
2) I would like it to be extended to 2021 Labor Day.
3) it has had a positive impact on my business and increased foot traffic.
Longboard Pub – Mike Williams
Yes, forever, and very good for the Longboard Restaurant.
Sharkeez – Ron Newman
We should extend the patios till at least next summer. This way people will invest in the look of their
patios. I don’t see us going back to normal til 21 if ever. If the city wants a shopping, dinning, walking
village. This is a good time to change the image of Main Street. We should set design standards and
approve these patios so they are on Main Street for good. Our food sales are above last year. Overall
sales are down with limited hours. Without the patios we couldn’t afford to open. With the approved
opening for inside dinning from county supervisors office. Why Huntington Beach is enforcing a 10pm
limit on the inside dinning since we are only allowed to have 25% seating and social distancing inside.
This is not what is happening in other Orange County cities. it is hard for us to be competitive.
Neighboring cities like Costa Mesa, Laguna, Fountain Valley are allowing inside dining for
their businesses normal closing hours. Whatever your approved cup and liquor license says.
Looking forward
Ron
No Ka Oi – Dennis Boggeln
Yes, we support the continued closure of the second block. The third block should be reopened.
I would like to see the closure become permanent, with necessary improvements.
Business has been very positive and we have heard nothing but positive comments about the second
block closure.
Orange County Barbers Parlor – Luis Lopez
1. Do you support a continuation of the closure of the 2nd block of Main Street?
109
3rd Block Main Street Business Survey Results
Responses collected between Oct. 24 – Nov. 10, 2020
Survey Questions:
1. Has your business been positively or negatively affected by the closure?
2. Do you support a continuation of the closure of the 3rd block of Main Street?
3. To what date or time frame would you like to see the closure extended?
4. Are you open to exploring seasonal closures? Would you invest or reinvest in an outdoor space for
seasonal closures?
5. Do your answers change if the 2nd block remains closed?
6. Are there other options you would like explored?
Parlour E.lev.en
1. Has your business been positively or negatively affected by the closure?
Neither, except the front of my business is blocked by Sushi on Fires build out.
2. Do you support a continuation of the closure of the 3rd block of Main Street?
I do. If I have my full front entrance back.
3. To what date or time frame would you like to see the closure extended?
Doesn’t matter
4. Are you open to exploring seasonal closures? Would you invest or reinvest in an outdoor space for
seasonal closures?
Sure thing
5. Do your answers change if the 2nd block remains closed?
No
6. Are there other options you would like explored?
Will lease and rent prices increase due to additional closure with additional business space?
Jamie Kindschuh
BleachedandBlown
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Requesting your Opinion! Open or Close Main Street?SurveyMonkey
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89.28%383
10.72%46
Q1 I think the closure of the 2nd and 3rd blocks of Main Street
have created a better atmosphere for Downtown.
Answered: 429 Skipped: 61
TOTAL 429
Agree
Disagree
0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%
ANSWER CHOICES RESPONSES
Agree
Disagree
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Q6 Comments
Answered: 190 Skipped: 300
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#RESPONSES DATE
1 It’s great! I love it.10/27/2020 10:17 AM
2 A bridge above PCH from Main to the Pier would provide pedestrian safety, increase foot traffic
to local stores, reduce traffic congestion, and can be aesthetically completed. Finding away to
create additional parking and the budget to pay for it may be a challenge, but should be
studied.
10/26/2020 2:56 PM
3 The closures were probably the only positive from unnecessary lockdown guidelines. If the
closures were only for summer months, we would love that too.
10/26/2020 9:27 AM
4 No traffic on Main. Been wanting this FOR YEARS!!!!10/26/2020 1:28 AM
5 I think its time to do something big downtown...clean it up, new paint, new awnings, wash and
sweep the sidewalks people love eating outside.
10/25/2020 9:01 PM
6 I love it 10/24/2020 5:14 PM
7 I lived on 3 rd st for 36 years we tried to get that done 25 years ago you wouldn’t even listen to
us!!!
10/24/2020 2:06 PM
8 Keep it forever!10/24/2020 9:55 AM
9 I support whatever the merchants & restaurants support.10/24/2020 8:28 AM
10 lived here for over 30 yrs..loved when Main st. was closed several years ago to traffic and love
it now. In SLO the street market, resturants have no in coming cars and it makes you feel so
much more "small townish"...locals.
10/24/2020 7:50 AM
11 Need more adult events downtown 10/23/2020 11:10 PM
12 The reason for not visiting Main Street much has been due to the crowds and very few wearing
masks, as well as the amount of homeless wandering around. We also have been avoiding the
pier area due to the all the protestors and the religious groups who are constantly carrying
signs and preaching. It has turned into a mess down there. I hope the charm someday returns
to our beach community.
10/23/2020 9:32 PM
13 Now that Huntington Beach is open to indoor seating I think that traffic should be opened up
again so that people could find parking along Main Street
10/23/2020 9:23 PM
14 The closure of the 200 and 300 block of Main St. is helping change the culture of DT and
bringing back the locals.
10/23/2020 8:04 PM
15 I hope the closures become permanent.10/23/2020 8:02 PM
16 It has saved these businesses from permanent closure!! Too many have closed!! We have to
keep HB open!!
10/23/2020 8:00 PM
17 We would love to see the second and third block closed to vehicle traffic permanently, and
make the space available for restaurants, Tuesday markets, etc.
10/23/2020 7:33 PM
18 I've only been on Main street once since the street shut down for outdoor dining, but I really
enjoyed it and I know it helps the restaurants out.
10/23/2020 6:48 PM
19 Just do it!10/23/2020 6:03 PM
20 Our retail stores are going out of business due to the lack of street traffic that brings in the
tourists and locals. The retail stores are open to do business from 9:00am until 6:00pm and
there are no shoppers on the street. The restaurants open generally from 5:30pm - 9:30pm to
do their business. Generally there are no diners during the day so the retail stores are losing
business during the hours that they are open and the restaurants are not doing much during the
day. Main street was closed in order to help the restaurants with no thought given to the Retail
Stores. Main Street needs to be re-opened to two way traffic they way it always has for the
benefit of all the BID members. This survey should only be sent to the members of the BID.
Why didn't this survey ask the question "How has the Street closure affected your business?"
and other questions like that? We have been very fortunate with the current weather. When
winter comes we will see a drastic reduction in all businesses. Come down to Main Street
during the middle of a weekday and see for yourself how bad this street closure really is! By
the way why aren't these questions yes or no questions such as "Do you support the
10/23/2020 4:51 PM
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continured closure of Main Street?" yes or no Has the closure of Main Street helped improve
your business? Yes or No
21 Closing main st was the best thing you could have done. Long overdue 10/23/2020 4:43 PM
22 Its a major improvement to downtown Thank you 10/23/2020 4:09 PM
23 We really could use additional enforcement of pedestrian only areas, both sidewalks & open
space in the streets. Signs are ignored, and people on bikes & skateboards, especially
electric, are ignoring rules to walk bikes/get off boards. Its only a matter of time before
someone is seriously hurt & city gets sued.
10/23/2020 3:44 PM
24 I’d like to see the closures of block 2 and 3 permanent.10/23/2020 3:43 PM
25 Would like to see a more uniform look to the closed streets. Perhaps having the street vendors
be able to sell in small spots downtown on the closed blocks. Return of music would be nice.
Have a uniform walk way between main & Pacific City ( uniform lighting, plants and signage) to
move people between ares for expanded browsing and shopping. Still need a small but larger
market to draw locals to the area. Thanks for asking for comments.
10/23/2020 3:19 PM
26 It’s looks very gorgeous and romantic nice atmosphere keep it!!10/23/2020 3:12 PM
27 It is a no brainer. There should be no vehicle traffic on Main Street. Much more comfortable
with it being closed. Keep it closed please!
10/23/2020 3:07 PM
28 We would go more but the homeless are disgusting, it smell like urine and they keep harassing
people while the PD do nothing, just like Venice.
10/23/2020 3:05 PM
29 I believe that the closure of Main Street has been an absolutes success, and would love to
see a continued improvement to those outdoor seating areas. While some of the businesses
have done a tremendous job, others seem to have fallen short. If there was a visual standard
in place, with guidelines and a style guide, that would really tie everything together. I believe
that this change has made our already incredible Main Street, even more attractive.
10/23/2020 2:53 PM
30 I think it is great for businesses and residents!!! More enjoyable and more seating outdoor!
Should be permanent :)
10/23/2020 2:36 PM
31 I think Main St is much better destination closed down. To be honest when it’s open to traffic it
smells of exhaust as cars cruise up and down. Keep it closed
10/23/2020 2:30 PM
32 I love the social distancing and less traffic in this area.10/23/2020 2:25 PM
33 Thank you for keeping business open.10/23/2020 2:17 PM
34 Clean up the homeless. The closure has not only given residents room for more enjoyment, it
has given the homeless more room to spread out and set up their disgusting camps. I will not
be back downtown until that is fixed
10/23/2020 2:13 PM
35 Get the crackhead tweakers off Main Street and it will make the dining experience even better!
Not safe having them around. They can go off at any time. We love the outdoor dining beside
that.
10/23/2020 2:09 PM
36 During the warm months, the closure of Main St. is a great idea. However, I think closing the
2nd & 3rd block during the winter months will result in less road & foot traffic creating empty
outside restaurants. Taking into consideration how the businesses feel. Tuesday night street
fair for 3 blocks is still a great idea.
10/23/2020 2:04 PM
37 Would be a great opportunity for police on foot to get to know residents like in the old days.
Cops on foot. Encourage it.
10/23/2020 1:35 PM
38 I like the street closures to easily walk around the downtown area. However, I wish there was
more of a police presence downtown. There are some disruptive people down there, including
one person without a mask who got right in my face and shouted. It kept me from visiting
downtown for several weeks.
10/23/2020 1:03 PM
39 Tough decision, really. I appreciate driving thru Main Street to get home from PCH (and the
street cruise factor), but I also appreciate the street closure for the atmosphere it's providing.
The closure also curbs the out of towner traffic (which is not usually appreciated). If 5th Street
was a more open and acceptable thoroughfare, the closure would be even more appreciated.
10/23/2020 12:55 PM
40 I love the atmosphere downtown with the street closures 10/23/2020 9:43 AM
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41 Long overdue! Make it permanent and upgrade the seating areas to make it a real attraction.
Those few parking spaces lost are well worth it
10/23/2020 9:10 AM
42 It is so great to have a Main Street experience with the street closed to traffic. Long overdue
and should be permanent. It can be further developed into something better for businesses and
customers alike.
10/23/2020 9:01 AM
43 It appears that the overwhelming majority of businesses are thriving. I have heard reports that
some businesses are breaking all time sales records. More locals, including families, are re
discovering our amazing downtown.
10/23/2020 8:04 AM
44 We love coming out to main now there are no cars!10/23/2020 7:11 AM
45 It’s amazing! More locals down town!10/23/2020 7:11 AM
46 The environment has been fun and has brought more locals down town. We have worked to
achieve these goals fir a long time, participating has increased business immensely.... please
keep our Main Street safe and fun by keeping it closed! :)
10/23/2020 7:10 AM
47 side street parking is sufficient for shoppers. Lack of traffic is more pleasant to foot traffic on
main street
10/23/2020 7:00 AM
48 Wonderful to eat outdoors without car exhaust and noise!10/23/2020 6:54 AM
49 I think it should be permanent! :)10/23/2020 6:32 AM
50 The only reason my family and I do not spend more time DT—is the city’s inability to control
the homeless population and violence that has increased.
10/23/2020 5:55 AM
51 Thank you for helping HB businesses! We have to support each other during these surreal
times.
10/23/2020 12:21 AM
52 Overall, I think that Huntington Beach has done an excellent job with the closures of Main St. I
am comfortable dining outdoors and believe it adds a more friendly feeling to Main St. I am still
able to access the parking garage near BJ’s Brewery, so there has been minimsl disruption if
any.
10/22/2020 11:40 PM
53 I love the way it is now 10/22/2020 11:07 PM
54 I think you should close all of Main st downtown 10/22/2020 10:18 PM
55 As a business owner, I would like my (3rd block) street opened to vehicle traffic. I do not feel
that I have the right to decide for the 2nd block as I do not own a business there. Thank you
for your consideration.
10/22/2020 10:05 PM
56 With or without Covid. Main Street should have been closed for traffic for years. There is
absolutely no reason to allow cars on Main Street. Leave it closed to traffic!
10/22/2020 9:54 PM
57 I think especially with Covid we need to keep three blocks closed. I think with improvements
2nd block should close. I feel first block needs to stay open for access to parking and Main
Street and the lack of food serve in first block. I feel 3rd block isn’t ready to be closed even
with improvements. Foot traffic still won’t go there yet
10/22/2020 8:37 PM
58 Keep the 2nd and 3rd blocks on Main Street closed. It gives more of a community atmosphere
for out neighborhood.
10/22/2020 8:24 PM
59 Keep the closures! It’s nice 10/22/2020 7:34 PM
60 I think the first street should be closed down to vehicle traffic also 10/22/2020 7:19 PM
61 If you’re visiting the restaurants downtown, it is a nicer environment not having to deal with all
the noise from cars and motorcycles!!
10/22/2020 7:09 PM
62 My family has always said Main street is safer and funner when closed just like it is on the
Tuesday night fairs
10/22/2020 6:29 PM
63 FINALLY!!! Pedestrian zone is wonderful on Main Street! Please keep it this way 10/22/2020 5:41 PM
64 I love going downtown with the streets closed. It feels so safe and inviting.10/22/2020 5:21 PM
65 We frequent downtown when the streets are closed its the best atmosphere for dining and 10/22/2020 5:14 PM
115
Requesting your Opinion! Open or Close Main Street?SurveyMonkey
5 / 10
shopping. Don't care to have cars pass right by my table and don't like the jammed street with
cars. Much better for pedestrians.
66 I need more information. What would be the plan if the street were permanently closed. Would
it block current businesses with new business or expand existing business
10/22/2020 5:09 PM
67 These closures should become permanent. We should have a pedestrian main street.10/22/2020 4:37 PM
68 I've always thought that from PCH to Olive, Main Street should be closed to traffic.10/22/2020 4:36 PM
69 Close all of Main Street from Pch to orange.10/22/2020 4:32 PM
70 Homeless problem is still a huge issue and why I no longer go downtown.10/22/2020 4:26 PM
71 Love ❤ Street closure😊10/22/2020 4:24 PM
72 Please make Main Street a permanent pedestrian only zone!10/22/2020 4:12 PM
73 close Main st ti vehicle traffic from pch to Palm 10/22/2020 3:55 PM
74 I would support the closures for the 2nd and 3rd blocks of Main Street for the Summer Moths
going forward
10/22/2020 3:46 PM
75 Love the new atmosphere downtown with the restaurants open to the street. Would love to see
us build on this and allow restaurants to add more outdoor lights and ambiance. Make it
permanent!
10/22/2020 3:34 PM
76 I love the expanded outdoor dining!10/22/2020 3:19 PM
77 Vod 10/22/2020 3:19 PM
78 Please have live music again. I am ready to perform at any time! I have been a finalist on Surf
City's Got Talent. Please reach out to me at support@musicbymarisa.org and my Instagram is
@musicbymarisa. Thank you!
10/22/2020 3:12 PM
79 Open up main st......10/22/2020 2:34 PM
80 Clean up the homeless problem and more families will come to Main Street... you have let it all
go downhill.
10/22/2020 2:33 PM
81 For the moment it's good, through the year.10/22/2020 2:29 PM
82 It's created a beautiful atmosphere and it feels safe and welcoming. Much more family friendly. 10/22/2020 2:19 PM
83 I think the closures have given downtown a more welcoming atmosphere. I really love that it
feels more like a place that WANTS people to come to. I think this could actually work on a
more permanent basis.
10/22/2020 2:15 PM
84 We have enjoyed the closed blocks of Main street. It seems to have been a wonderful boost to
the restaurants. I am not sure the effect it has had on the businesses
10/22/2020 2:15 PM
85 The area would be much safer if masks were required. Why not have checkpoints at the
entrances? The lack of enforcement methods by our city is disappointing and dangerous. And
the reason our wonderful city has become a nationally known embarrassment as the epicenter
of the "anti-mask" and "hoax" movement. Please do something.
10/22/2020 2:13 PM
86 This has been great for the downtown! If there were cars like before people would be just be
racing up and down the street
10/22/2020 2:13 PM
87 I like the closed streets and think it brings more visitors to the city. Gives the city charm and
character.
10/22/2020 2:05 PM
88 I think with a nicer more unified look of the extended patios and increased police presence,
that the continued closure of the 2nd & 3rd blocks would be more successful.
10/22/2020 1:57 PM
89 Closing the streets is a great idea! But there are far too many people downtown who do not
wear masks. This keeps many residents away, including myself. The businesses on Main
Street need to do a better job of enforcing mask usage and wearing.
10/22/2020 1:49 PM
90 The drug addict and derelict problem needs to be solved as it's more important than closing the
streets. It has driven my family away from downtown. The smell of vomit, etc. in the parking
10/22/2020 1:45 PM
116
Requesting your Opinion! Open or Close Main Street?SurveyMonkey
6 / 10
garage and alleys along with the derelicts hanging around where you eat on the restaurant
sidewalk area is sickening.
91 People traffic is better then cars traffic.10/22/2020 1:32 PM
92 i was downtown 2 weeks ago when a terribly bad fight started I cannot get that out of my head
and the vision off all the blood and the sound of the skate board hitting that man across the
head. I cannot go downtown any more. There are way too many homeless people down there.
10/22/2020 1:29 PM
93 I think the first block should be closed too. Keep it like it is on Tues Night Market nights
always. I feel it adds to the atmosphere of Downtown and supports the small businesses. That
small amount of parking isn't a big deal.
10/22/2020 1:19 PM
94 Fire Oliver chi and Travis Hopkins 10/22/2020 1:05 PM
95 I see Less street people...More inviting to the locals and visitors 10/22/2020 1:02 PM
96 The closure of these blocks on Main Street has been amazing! You should make it permanent! 10/22/2020 1:01 PM
97 If this is going to b a permanent thing I think it should look better. Right know it looks thrown
together. I love HB were. Enter then this.
10/22/2020 12:51 PM
98 Better enforcement of mask wearing and vagrant removal is required for a Better Downtown HB 10/22/2020 12:45 PM
99 Still too many people not wearing masks enclosed spaces even if outdoors on a street but too
much traffic of people not wearing masks for me to enjoy it.
10/22/2020 12:36 PM
100 This is long over due, Main street should be for Pedestrians, not cars.10/22/2020 12:35 PM
101 Bring back surf city nights 10/22/2020 12:33 PM
102 Presently, the traffic closures on 2nd & 3rd blocks of Main St are working well, but could easily
get out of hand with excessive alcohol. Additional issues stem from the rerouting of traffic
through my neighborhood (southside) due to the closures. All neighbors I speak with would like
a residents-only parking policy on our street (2nd St) as the Main St businesses profit at our
expense and inconvenience with disruptive (especially late evening) Main St patrons parking,
being loud, partying, and discarding their trash in front of our homes. The Downtown Bid should
also clean up trash and sidewalks in front of our homes, too, not stop their cleanup a block
away.
10/22/2020 12:28 PM
103 Much better atmosphere and noise-free outdoor experience when dining and shopping with the
closure to vehicle traffic!
10/22/2020 12:27 PM
104 We need Main street open are you guys nuts! who's Stupid idea was this any ways the police?
The police in Huntington Beach are the reason we lose business they have become completely
too aggressive! If any thing should be closed it should be the police and specially the chief
who encouraged them to be this way!
10/22/2020 12:25 PM
105 Bring back the real surf city nights street fair!10/22/2020 12:10 PM
106 If there is a long term closure of both blocks, the area needs some infrastructure upgrades. 10/22/2020 12:08 PM
107 Neither agree or disagree. Mostly feel this is a decision for businesses to make, in partnership
with public safety. Any permanent closures would require financial commitment to create a
sense of place vs a disjointed environment.
10/22/2020 12:07 PM
108 I think main street should be closed to olive permanently. Fewer opportunies for crime, fights,
homeless 'nests' and general mischieviousness. In other words safer for all of law abiding
citizens that want to enjoy our downtown shops and restaurants.
10/22/2020 12:04 PM
109 It is important to Implement a safe & healthy shopping experience. Good for the mind to shop
outdoor. (Especially cool nautical themed awesome goodies😃)
10/22/2020 11:58 AM
110 There is a sports bar on the corner of main across from starbucks that from my observation
seems to have tons more business since they have street seating. Keep it up !
10/22/2020 11:51 AM
111 We used to go more frequently and now we barely go down there.10/22/2020 11:49 AM
112 Main Street has become absolute trash. Blocking cars has reduced the trashy feel. I’d close
off the entire street and try to instill safety and charm.
10/22/2020 11:45 AM
113 I think detouring traffic to 5th street helps the business owner's on 5th street.10/22/2020 11:44 AM
117
Requesting your Opinion! Open or Close Main Street?SurveyMonkey
7 / 10
114 Make the closures permanent! Street "patio dining" is great. We saw this on Lincoln Street in
South Beach, Miami, several years ago and thought it would be perfect for HB. It was wildly
popular and created a great walking atmosphere for residents & visitors.
10/22/2020 11:43 AM
115 Let’s keep the businesses going but mandate masks 10/22/2020 11:43 AM
116 This should have been done years ago 10/22/2020 11:42 AM
117 Completely unacceptable handling of Covid 19 having all these unmasked restaurant, bar
patrons and tourists sitting on the sidewalk tables, walking around maskless and w/ minimal
social distancing. The City should comply with CDC and State of California mandates. Open
up those blocks, tighten the regulations on the involved businesses please.
10/22/2020 11:40 AM
118 I think they should permanently close this 2 blocks.10/22/2020 11:38 AM
119 The closure seems like it is only for food and ALCOHOL/DRINKING. Keeps people lingering
instead of moving. I.E. I feel unsafe due to the pandemic
10/22/2020 11:36 AM
120 I love it and I hope it stays like that forever 10/22/2020 11:32 AM
121 Main St is not built for a permanate closure as there are too many improvements that need to
be made to do so. The businesses has expressed time and again that they DO NOT WANT IT
CLOSED and there is no replacement parking for the 83 spaces that are lost with a closure. I
do not own a business on Main st and I have lived in HB for 57 years and I remember this
question being brought up numerous times in the past and it gets shot down even time
10/22/2020 11:29 AM
122 I think the closure of main street has created a great atphosphere with the outdoor dining. Add
some live performers and you have the best surf city in the world which will atract more
customers!
10/22/2020 11:29 AM
123 I have not talked to the business owners that are in those blocks. I would support the majority
decision from them.
10/22/2020 11:29 AM
124 I think it will add a different atmosphere if we close it permanently it would make it a fun and
open marketplace could add more street vendors etc I miss the Tuesday night marketplace the
way it was I think we could do more if that if you shut down Main Street
10/22/2020 11:27 AM
125 Closing Main Street adds to the atmosphere of downtown and creates a destination for people
to go and hang out - and therefore spend money. Without the closure, people will return to only
coming downtown to go to one specific business and then leave.
10/22/2020 11:22 AM
126 I think the absence of vehicle traffic makes Main Street nicer, safer, and more attractive for
patrons to visit. Additionally, I think it helps Main Street’s small businesses more competitive
against Pacific City’s walking mall. It was the best thing to come out of the Pandemic - let
keep the change.
10/22/2020 11:21 AM
127 The closed blocks definitely make the area more "pedestrian friendly". We support their
permanent closure. There is plenty of parking in the nearby parking facilities.
10/22/2020 11:20 AM
128 Unfortunately since the street closure more homeless and drug addicts are there. Bring back
Tuesday night vendors
10/22/2020 11:16 AM
129 Need to have more of a police presence on main downtown.10/22/2020 11:16 AM
130 I love having all traffic off Main Street. It is so much more pedestrian friendly...it makes it feel
like a street fair all the time. I believe it attracts more tourists too!!
10/22/2020 11:15 AM
131 This should have been done years ago 10/22/2020 11:11 AM
132 During this Covid pandemic that is still rampant and could go back into a red zone If we are not
careful...It is vital right now to have these streets closed for all small businesses.
10/22/2020 11:11 AM
133 Until you clean up downtown, there is nothing you can do to improve the atmosphere.
Homeless and drug addicts crapping and urinating while trying to enjoy dinner. Such ambiance.
10/22/2020 11:10 AM
134 Closing the streets makes it so more people can congregate and spread covid. Open the
streets so there are less people to spread this killing disease
10/22/2020 11:10 AM
135 Closing to vehicle traffic creates a nice promenade. Gotta be good for business once we get
past the pandemic restrictions.
10/22/2020 11:08 AM
118
Requesting your Opinion! Open or Close Main Street?SurveyMonkey
8 / 10
136 Make it permanent and then invest in hardscape/landscape to turn it into a truly pedestrian
centered venue.
10/22/2020 11:07 AM
137 The drive down Main Street is one of the most iconic and memorable ones on the west coast. I
miss it, and hope to see it return. HB has a very strong car culture, and that goes away with
the closure of Main Street. Not to mention the HB 4th of July Parade. What then?
10/22/2020 11:04 AM
138 Since dining in is so restrictive (25% capacity), restaurants need to be able to have increase
outside dining capacity.
10/22/2020 11:00 AM
139 Enjoy Main Street more without vehicles.10/22/2020 10:59 AM
140 The closure of the streets doing the unprecedented times we are experiencing will help support
that outside safety is a great alternative to keep enjoying a active lifestyle .
10/22/2020 10:57 AM
141 My household feels that he restaurants need all the help from the community now. The city
should continue to work together for the revenue to get into the business and then to the
governments that also need the money.
10/22/2020 10:57 AM
142 The reason for supporting closure is the restaurants can have more outdoor areas.10/22/2020 10:57 AM
143 I think whatever we can do to help these businesses is essential. Even if things ever get back
to “normal” I still think it’s a good idea to keep Main Street closed to vehicle traffic. It
discourages “cruising” and safer for pedestrians.
10/22/2020 10:57 AM
144 Should have been done years ago 10/22/2020 10:50 AM
145 We have very much enjoyed outside dining without the parade of cars going down main st.!
However, we would like to see bikers/skateboarder riders walking them rather them riding them!
10/22/2020 10:49 AM
146 The decision belongs 100% to the business owners who will be affected by any continued
closure. This includes all retail servicing business owners, not just the ones on the 2nd and 3rd
blocks.
10/22/2020 10:48 AM
147 I also believe that the first block on Main st. should be closed like it was on the old days of the
Tuesday night farmers market. There is no need to have traffic on any of the three blocks. I
know some of the classic car owners love to come down and show Off their cars but without
catalytic converter‘s exhaust is a bit toxic and carries up the block. They can get their same
thrill going up and down PCH. This would be safer for pedestrians also.
10/22/2020 10:48 AM
148 We enjoy coming to a farmers market large with no traffic! Thanks 10/22/2020 10:43 AM
149 I would like Main Street to be closed from Orange to PCH.10/22/2020 10:43 AM
150 I think the closure creates a safer more intimate environment for the pedestrians of down town,
which in turn generates a larger draw and more commerce. I’m all for the closure of both
blocks. The Various parking structures located in close vicinity to Main Street provide ample
parking
10/22/2020 10:43 AM
151 We need traffic back 10/22/2020 10:42 AM
152 Its too crowded, it's unappealing, I used to go downtown all the time and I havent been in
months. There is also a classic car culture that families and tourists absolutely love. I 100%
oppose closing permamently
10/22/2020 10:42 AM
153 We rarely go to downtown HB. We have no opinion about closing Main Street for 2 blocks, but
would favor it if closure provided improved safety for residents and businesses.
10/22/2020 10:42 AM
154 It's been great!.........Let it ride!10/22/2020 10:40 AM
155 As soon as health dictates allow indoor dining, we need to reopen Main to parking to support
non-restaurant businesses.
10/22/2020 10:39 AM
156 Much of the outdoor dining is well managed and enhances the downtown experience. However,
social distancing requirements are not well enforced by some of the establishments which
causes significant concern for public safety.
10/22/2020 10:34 AM
157 I think having more outdoor dining on Mainstreet is a positive thing for our community,very
much of in favor keeping it in place.
10/22/2020 10:34 AM
158 Close the whole street down. From pch to frankfurt 10/22/2020 10:33 AM
119
Requesting your Opinion! Open or Close Main Street?SurveyMonkey
9 / 10
159 We really like having more outdoor seating on Main St., we hope the closure of the 2nd & 3rd
blocks continue.
10/22/2020 10:33 AM
160 The closures to Main Street for 2nd and 3rd streets are THE BEST AND BY FAR THE
COOLEST THING to happen to Downtown. My husband and I talk about it all the time, it's
awesome for downtown, makes it so much better and Surf City vibes even more. Remember
driving through those two blocks?! That honestly sucked and made residents avoid the area.
...Unsafe drivers, pedestrians just cutting off cars at anytime, super slow driving, long stops
with people polluting the air with so much exhaust from being stopped waiting to drive, etc!!
This is awesome, I was going to send the city and email about it! PLEASE, don't open them
back up, EVERYONE LOVES the new set up!! So much safer in so many ways with no cars
and all that for everyone!! Beach and Surf City bliss!
10/22/2020 10:29 AM
161 Please keep this going- it’s so much nicer - we should make this permanent!10/22/2020 10:28 AM
162 It's been great! Close it permanently ...great for restaurants & surf shops still get their drive &
park traffic
10/22/2020 10:28 AM
163 The street closure has allowed my family to eat at numerous restaurants located on Main
Street.
10/22/2020 10:28 AM
164 I also believe you should close the first block so traffic doesn't come off of PCH and create
traffic jams. Pedestrian traffic always blocks that first intersection from cars heading up from
PCH and inevitably stops traffic.
10/22/2020 10:28 AM
165 Support small business owner on main Street love it 10/22/2020 10:27 AM
166 Downtown seems tacky and slightly dangerous. The two times we have gone downtown
recently we were surrounded by tough looking people. We are older and a little afraid. Would
love to sit and eat happily like “ days of yor”. How can it be spiffed up a little? Do love HB!
10/22/2020 10:26 AM
167 COVID 19 will be with us for many more months. The more healthy, inviting and unique
experiences that downtown HB business offers both residents and visitors will be what
sustains these struggling businesses. If we go back to the way it was, and COVID numbers
are still above the minimums to go to the 100% open for inside dining, the even more
businesses will close. Our businesses need to offer incredibly creative experiences within their
exterior footprints. Just look at the Haunted Carwash experience in HB. It was featured in the
OC Register this week and we hear that they are almost sold out of tickets. If I owned a
business downtown, that's the kind of thinking that one needs to have to make it through the
COVID Winter of 2021.
10/22/2020 10:25 AM
168 Weather permitting outdoor dining is awesome! Especially when the COVID19 pandemic has
strictly limited our restaurants from utilizing their indoor space...
10/22/2020 10:24 AM
169 No one wants to ho down there until the homeless are cleared off the streets! I have not gone
downtown because of the pandemic. However, I think it’s excellent to eat in the street and
allow pedestrians and bikes on the 2nd and 3rd blocks for summer months! Maybe open up to
traffic in November through March and then close for special occasions? Biggest problem is
the number of people calling the brick planters home. And a toilet. Gross.
10/22/2020 10:24 AM
170 With the exception of 2 business owners in the 300 block of Main Street, I have not heard from
a single person who does love the closure of main street and hope it remains closed
10/22/2020 10:22 AM
171 Strongly agree that the vehicle traffic shouldn’t be on main street anymore.10/22/2020 10:22 AM
172 I think as long everyone wears a face mask and keep their 6 ft apart I think we are okay going
back to normal I hope.
10/22/2020 10:21 AM
173 Restaurants and retail face continued and perhaps more strict guidelines for the foreseeable
future. Businesses need the ability to operate outside. Guests are more comfortable shopping
and dining outside. I for one would love to see the city support a permanent closure of
downtown Main Street. Cobblestone roads, enhanced lamp posts, fountains, etc etc. . In
addition, I’d strongly recommend everyone to consider HB downtown as ONE downtown and
not subdivide the management of the 3 blocks. For instance closing 2nd block and opening 3rd
block would be devastating to 3rd block businesses. And the downtown loses the synergy of
having both Blocks closed. Thank you Jim Hall Surf City Ale House
10/22/2020 10:21 AM
174 A few restaurants are not adhering to the Covid 19 protocols ??10/22/2020 10:19 AM
120
Requesting your Opinion! Open or Close Main Street?SurveyMonkey
10 / 10
175 OPEN UP BEFORE THANKSGIVING. it has brought back a sense of HB community & kept
most of the riff raft away. I'm thankful the stores are able to be open & should continue
DESPITE what Gestapo Gavin says. my suggestion is to keep it as is until after the election
but OPEN UP BEFORE THANKSGIVING.
10/22/2020 10:17 AM
176 People need to wear masks!10/22/2020 10:17 AM
177 Get rid of the homeless and the meth heads that hangout down there. It’s why I don’t go
downtown Anymore haven’t been to the sugar shack in years! Miss HB being a sleepy lil
beach town
10/22/2020 10:17 AM
178 I love having no vehicles passing by while I eat and shop. No more exhaust smells, loud
exhaust systems, or revving engines. I would suggest closing the first block too.
10/22/2020 10:17 AM
179 We haven't been near main st. In ages so we don't know what's going on with closures. Imo, if
you could engineer a change for traffic flow, parking space, etc., It would be great to remodel
main st. From pch to a couple blocks in to make it pedestrian only, like the Grove shopping
mall in LA. The pedestrian and vehicle gridlock at the four way stops is a waste of time. Sitting
outside an eatery and having noisy motorcycles and cars feet away is not pleasant. With call
vid and new efforts to eat outside nows a good time to redesign main street for pedestrians
only
10/22/2020 10:16 AM
180 Keep Main closed from cars for safe walking, biking and skating! Give the restaurants more
outside seating to stay in business and keep Huntington Great!
10/22/2020 10:16 AM
181 Please make the closing of Main St permanent. This has been an issue the City has deferred
for too long. Turn the 3 blocks of Main St into a pedestrian zone.
10/22/2020 10:16 AM
182 City should spend some money to make the area look a little more uniform. Looks a little hokie
now.
10/22/2020 10:16 AM
183 None 10/22/2020 10:14 AM
184 I have always believed Main Street should be closed to traffic. As to whether or not I feel safe
during Covid anywhere in Huntington Beach, sadly the answer to that is a big fat no
10/22/2020 10:14 AM
185 I think it is much better to have 2nd & 3rd Block of HB Main St closed for traffic, especially
with Cafes and Eateries out in the open!!!!
10/22/2020 10:13 AM
186 Here is a chance to make a nice park like setting in downtown. I say yes 10/22/2020 10:11 AM
187 I only support the permanent road closures of downtown if it feels safe and clean.10/22/2020 10:09 AM
188 We love the Main street closure. We’d like to see it stay permanently.10/22/2020 10:07 AM
189 I would love to see more consistency/nicer looking outdoor seating. It's a bit of a hodge podge
right now. And a nicer barrier where the street is closed. But overall I really like the pedestrian
zone and would like to see it become permanent.
10/22/2020 10:05 AM
190 I think it would be great if the first block was blocked off as well making it a completely
pedestrian area
10/22/2020 10:04 AM
121
Requesting your Opinion! Open or Close Main Street?SurveyMonkey
2 / 6
67.68%289
32.32%138
Q2 I have spent more time Downtown due to the block closures on Main
Street.
Answered: 427 Skipped: 63
TOTAL 427
Agree
Disagree
0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%
ANSWER CHOICES RESPONSES
Agree
Disagree
122
Requesting your Opinion! Open or Close Main Street?SurveyMonkey
3 / 6
85.56%409
14.44%69
Q3 I support a continued closure to vehicle traffic for the 2nd block of Main
Street.
Answered: 478 Skipped: 12
Total Respondents: 478
Agree
Disagree
0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%
ANSWER CHOICES RESPONSES
Agree
Disagree
123
Requesting your Opinion! Open or Close Main Street?SurveyMonkey
4 / 6
79.08%378
20.92%100
Q4 I support a continued closure to vehicle traffic for the 3rd Block of Main
Street.
Answered: 478 Skipped: 12
Total Respondents: 478
Agree
Disagree
0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%
ANSWER CHOICES RESPONSES
Agree
Disagree
124
Requesting your Opinion! Open or Close Main Street?SurveyMonkey
5 / 6
11.14%51
88.86%407
Q5 I do not support any closures to vehicle traffic for Main Street.
Answered: 458 Skipped: 32
Total Respondents: 458
Agree
Disagree
0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%
ANSWER CHOICES RESPONSES
Agree
Disagree
125
Requesting your Opinion! Open or Close Main Street?SurveyMonkey
6 / 6
Q6 Comments
Answered: 190 Skipped: 300
126
Parlour e.lev.en
C. 3602816362 S. 7149691800
Avila’s El Ranchito
1. Has your business been positively or negatively affected by the closure? positive. Sales are up about
30%
2. Do you support a continuation of the closure of the 3rd block of Main Street? yes
3. To what date or time frame would you like to see the closure extended? we would love a Main Street
front patio permanently
4. Are you open to exploring seasonal closures? Would you invest or reinvest in an outdoor space for
seasonal closures? yes, we could do this every summer.
5. Do your answers change if the 2nd block remains closed? no
6. Are there other options you would like explored? We wouldn't mind opening the 3rd block to drive
through traffic, and letting cars park in front of our neighbors businesses. All we would need are 3-4
parking spots directly in front the of the restaurant. This could make the businesses happy and keep the
outdoor dining for us. We would make sure appropriate measures are taken to ensure customer safety
from drive through traffic. Seal Beach Main St did this and it worked out great for them.
Maribel Avila Ley
Avila's El Ranchito
Corona del Mar, Newport Beach & Huntington Beach
www.avilaselranchito.com
Jim Hall
Surf City Ale House
714-403-5857 | jim@surfcityalehouse.com
1 Our business has been positively affected by the closure. Guests love it! We are busy on Main street
and extended patio during key business times.
2. I do support a continuation of the closure of 3rd block and 2nd block. More importantly, I support the
closure of the Our Downtown Streets.
3. I would like to see the street closure extended until COVID 19 restrictions are lifted.
4. I am open to exploring seasonal closures. I would invest in an outdoor space for seasonal closures.
5. My answers are the same if 2nd block remains closed. However, if 3rd block is opened for vehicular
traffic, we will need to open 2nd block. Otherwise the 3rd block is at a huge disadvantage to the 2nd
block. (foot traffic patterns alter dramatically when 3rd block is open for vehicular traffic and 2nd block
is closed to vehicular traffic)
6. We should conduct a feasibility survey to see if closing downtown streets permanently is a good idea
for businesses, community and revenues. The community is overwhelmingly in favor of keeping 3rd and
2nd block closed forever. In addition, the city should invest funds to make downtown vibrant. The City
of HB's heart is....The Downtown. Need to maintain the infrastructure, enhance the streets, sidewalk,
curb appeal. Need to create a safe with high visibility police and security presence. We need to find a
place for the homeless that are a danger to themselves or others. Need to find a place for homeless
that have habitually alcohol or drug violations in public. We need to create pandemic compliant
community based events on a recurring basis.
127
Model Citizen
Questions:
1. Has your business been positively or negatively affected by the closure?
Although I have put my best foot forward, I have been unable to attain last years figures. August down
24%, September down 8% and October projects to have a 35+% decrease. As you know, I built out a
patio and have hosted fundraisers, pop-ups and vendor events in the space. I have also utilized the Post
office activation. The BID has done a wonderful job in creating relationships and attempting to drive
more business to the 3rd block. It is difficult to build synergy when the block does not work together.
2. Do you support a continuation of the closure of the 3rd block of Main Street?
I have always been honest with the fact that I would like the street open to traffic. I will however
continue to support the community and my fellow business owners.
3. To what date or time frame would you like to see the closure extended? NA
4. Are you open to exploring seasonal closures? Would you invest or reinvest in an outdoor space for
seasonal closures?
Yes and Yes.
5. Do your answers change if the 2nd block remains closed?
no
6. Are there other options you would like explored?
Nothing would make me happier then to see all parties happy. I would love for the street to open and
allow my neighbors to maintain their patios if they so wish. Winter is upon us and how likely is it that
people will want to sit out in the cold and eat?
Thank you for your time,
Sandra Schulz-Taylor
Model Citizen
Huntington Beach Realty
#1. Very negatively affected. Our Walk -Ins have been drastically reduced.
#2. Absolutely NOT!
#3 10/30/2020 at 5:00pm
#4 No and No! We lost our summer sales and now it is winter time.
#5 No not really. The second block of Main Street should be open to 2 way traffic also!
#6 Yes... OPEN MAIN STREET TOMORROW TO TWO WAY TRAFFIC!
Bob Bolen
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Dare Me Bikini – Tanya Brown
1. 100 percent
2. Absolutely not !
3. Opened Today
4. No not at all. And I would not reinvest.
5. No Thank you please open our street it’s the reason I Chose this location.
John Tillotson's / JT Development / Plaza Almeria reply to the questions:
1. Positive
2. Yes
3. Permanent
4. Yes, but prefer permanent
5. No
6. No
Dash of Sass – Natalie Sussman
1. Defiantly has been negative. I was during much better reopening without the street being closed.
Days are much slower and foot traffic is much different. I have barley seen most of my regulars which
are my big spenders.
2. I do not want the street to be closed, it is not good for business.
3. I would like to have it open for the holidays, it would make sense considering there is more retailers
then restaurants and holiday is one of the better seasons and we need it. Most people rely on summer
and holiday season and we already lost a big chunk of summer season.
4. I am not super for seasonal closures, it will just be reoccurring problems that we already have. We
have a patio space and it doesn't bring in enough traction.
5. rather have all streets open, but at least the 3rd. I think it needs to be priority.
6. Open the street do the popups with restaurants on the side where there is no parking if you really
need to have extra patio room for restaurants.
Surf City Skate – Toni Edwards
1. Has your business been positively or negatively affected by the closure? NEGATIVELY
2. Do you support a continuation of the closure of the 3rd block of Main Street? NO
3. To what date or time frame would you like to see the closure extended?
4. Are you open to exploring seasonal closures? Would you invest or reinvest in an outdoor space for
seasonal closures? NO
5. Do your answers change if the 2nd block remains closed? NO
6. Are there other options you would like explored? NO
HBBC – Jason Hilbert
1. Has your business been positively or negatively affected by the closure?
Negatively
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2. Do you support a continuation of the closure of the 3rd block of Main Street?
No. I do not support any closure of Main Street
3. To what date or time frame would you like to see the closure extended?
Open entire street at end of current term.
4. Are you open to exploring seasonal closures? Would you invest or reinvest in an outdoor space for
seasonal closures?
I am willing to listen but do not support any closure at this time.
5. Do your answers change if the 2nd block remains closed?
I do not support any long term closure besides special events.
6. Are there other options you would like explored?
Expanding outdoor dining on westside of second block to accommodate restaurants while leaving entire
street open to traffic.
Jason Hilbert
President
Rockin Fig Surf HQ
1. It has been good on the weekends and slow on the weekdays.
2. No, only if they open traffic and still let some vendors out that want to be.
3. No extension unless opened to cars and businesses like Seal Beach.
4. Am open to possible partial closure once again with traffic and merchants.
5. No
6. Yes, traffic and merchants out there like Seal Beach. Street closure special events as long as they
are good ones.
Main Street Wine Company
1. My business, Main Street Wine Co, has been positively affected because of the closure. Not only
that, the closure of Main St is the only reason that I am still in business today. I could not pay all
my bills and rent because of the lack of business and the guidelines that we had to follow. Now,
we are doing more business that the pre-covid days. As for customers, I have only heard positive
comments about the closure as they love the outdoor dining experience.
2. Yes I support the continuation of the closure and hope that our city leaders decide to close it
permanently as do my customers.
3. As I had wrote previously, I hope it is a permanent closure. Many other cities have successfully
implemented these closures and have seen an increase in business. Customers continually
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comment that they enjoy not having loud vehicle traffic going by while enjoying the outdoors
and they feel safer.
4. I am open to anything to give it a try, but my real hope is that we keep it a permanent closure.
Southern California weather is so mild that the outdoor dining can be utilized most of the time,
especially when we make patio heaters available to our guests.
5. No, but I truly hope it remains closed as well. The 2 blocks closed tends to draw more people in
my opinion.
6. I would like to see the city make the closure permanently and invest some money in the
beautification of the 2 blocks with some planters/ trees to make it look more inviting. In the
summertime and weekends perhaps provide a free shuttle service as they have done before but
just for downtown.
Dann Bean
Owner
Main Street Wine Company
301 Main Street Suite 105
Indarra Modern Indian Cuisine
> 1. Has your business been positively or negatively affected by the closure?
We saw August month do well, however since then the business is negatively impacted.
> 2. Do you support a continuation of the closure of the 3rd block of Main Street?
No, do not support continuation of closure of 3rd block of Main Street.
> 3. To what date or time frame would you like to see the closure extended?
N/A
> 4. Are you open to exploring seasonal closures? Would you invest or reinvest in an outdoor space for
seasonal closures?
No
> 5. Do your answers change if the 2nd block remains closed?
No
> 6. Are there other options you would like explored?
N/A
Savitur Badhwar, Owner
Sushi on Fire
1. Our businesses have been positively affected by the closure.
2. We support a continuation of the closure of 3rd block of Main Street.
3. As long as possible -we don't have a time frame in mind for the extension of the closure but longer
is better for every business.
4. The running of our businesses are not impacted by season. We would be open to exploring
seasonal closures and would invest in outdoor space.
5. Our answers do not change if the 2nd block remains closed.
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6. We don't have any other options in mind right now we'd like to explore.
Thank you
Michelle Pana
Sushi on Fire, Shabu on Fire
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Answer: Yes on 100%
2. To what date or time frame would you like to see the closure extended?
Answer: We would love to see it permanently.
3. Has your business been positively or negatively affected by the closure?
Answer: It’s been a positive experience as people hear about it we are getting more traffic and feeling
comfortable to return to Main Street.
Would love to see that the barriers be removed because it does not give it an appealing look so it
doesn’t look like a construction area. Nicer looking barriers.
--
Best,
Luis Lopez
Shop Owner | Barber
Orange County Barbers Parlor
417 Main St #102, Huntington Beach, CA 92648
Robert Koury
Best Thing that has ever Happen. Outside Dinning
And the customers really love it. Should be made permanent.
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City of Huntington Beach
File #:20-1981 MEETING DATE:11/16/2020
REQUEST FOR CITY COUNCIL ACTION
SUBMITTED TO:Honorable Mayor and City Council Members
SUBMITTED BY:Oliver Chi, City Manager
PREPARED BY:Sean Crumby, Director of Public Works
Subject:
Accept the lowest responsive and responsible bid and authorize execution of a construction
contract with Golden State Constructors in the amount of $845,925 for the Zone 3 Residential
Curb Ramp Project, CC-1620; and, authorize appropriation of funds
Statement of Issue:
On October 27, 2020, bids were publically opened for the Zone 3 Residential Curb Ramp project.
City Council action is requested to award a construction contract to Golden State Constructors, the
lowest responsive and responsible bidder.
Financial Impact:
The total cost of the project, including contingency and supplemental expenses, is $990,000. Funds
for this project are available in the current fiscal year budget in the CDBG Account 23985063.82300
($400,000) and Measure “M” Account 21390004.82300 ($400,000). Additionally, an appropriation of
$190,000 from the Measure “M” Fund is requested.
Recommended Action:
A) Accept the lowest responsive and responsible bid submitted by Golden State Constructors in the
amount of $845,925; and,
B) Appropriate $190,000 from the undesignated Measure “M” Fund (213) fund balance to Account
21390004.82300; and,
C) Authorize the Mayor and City Clerk to execute a construction contract in a form approved by the
City Attorney.
Alternative Action(s):
Reject all bids, or provide staff with alternative direction.
Analysis:
The Americans with Disabilities Act (ADA) requires that cities provide facilities and programs that are
accessible to individuals with disabilities. Some of Huntington Beach’s street intersections and
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accessible to individuals with disabilities. Some of Huntington Beach’s street intersections and
crossings require curb access ramps to comply with ADA requirements. Additionally,ADA requires
that when a construction project occurs,the area within that project is updated to meet the current
standards. This project consists of installing ADA compliant curb ramps predominately in
Maintenance Zone 3, where the City’s annual pavement maintenance project has identified streets to
overlay with new asphalt.
Bids were publicly opened on October 27, 2020, with the following results:
BIDDER'S NAME BID AMOUNT
Golden State Constructors $845,925
Nobest, Inc.$911,600
Kalban, Inc.$1,208,200
Horizons Construction Company Int’l, Inc.$1,229,888
CJ Construction $1,257,400
FS Contractors, Inc.$1,291,400
Vido Samarzich, Inc.$1,317,300
Alfaro Communication Construction, Inc.$1,330,500
Gentry General Engineering, Inc.$1,370,556
Hardy and Harper, Inc.$1,430,598
Golden State Constructors has successfully completed similar projects to this one in the past.
Therefore, staff recommends awarding a contract to Golden State Constructors in the amount of
$845,925.The total cost of the project is approximately $990,000. This total includes the
construction contract, a ten percent (10%) construction contingency,and supplemental expenses for
labor compliance and inspection. The engineer’s estimate for this project was $950,000.
Environmental Status:
The project is categorically exempt pursuant to Class 1, Section 15301(c) of the California
Environmental Quality Act.
Strategic Plan Goal:
Enhance and maintain infrastructure
Attachment(s):
1. Vicinity Map
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City of Huntington Beach
File #:20-1982 MEETING DATE:11/16/2020
REQUEST FOR CITY COUNCIL ACTION
SUBMITTED TO:Honorable Mayor and City Council Members
SUBMITTED BY:Oliver Chi, City Manager
PREPARED BY:Sean Crumby, Director of Public Works
Subject:
Approve an increase in contingency for the Water Well No. 1A, Replacement Project of Well
No. 1, CC-1495 by allocating additional funds of $270,000
Statement of Issue:
On May 21, 2018, the Huntington Beach City Council approved the expenditure of $4,500,000 to
construct Water Well No. 1A, Replacement Project of Well No. 1, CC-1495. The well project was
completed, but within the first few months of operation, the well started to produce sand in the
pumped well water. This sand must be removed from the water prior to entering the City’s water
distribution system. In order to return this well to service de-sanding equipment will need to be
installed. An additional $270,000 is needed above the original contingency amount, increasing the
contingency from 10% to 17% for the new equipment.
Financial Impact:
Funds in the amount of $107,333.04 are presently encumbered for the completion of the project by
Pacific Hydrotech Corporation. The additional contingency funds ($270,000) are in the project
budget in Master Plan Fund Account No. 50791030.82100.
Recommended Action:
Approve an increase in contingency for the Water Well No. 1A, Replacement Project of Well No. 1,
CC-1495, from ten percent (10%) to seventeen percent (17%), allocating an additional $270,000.
Alternative Action(s):
Reject the increase in contingency, and provide staff with alternative direction.
Analysis:
On May 21, 2018,the Huntington Beach City Council approved the expenditure of $4,500,000 to
construct Water Well No. 1A, Replacement Project of Well No. 1, CC-1495. On May 4, 2020, the City
began using this newly-constructed well. The well passed all the water quality requirements and was
incorporated into the City’s potable water system. After approximately two months of operation, Well
1A began to produce sand at concentration levels above City standards. City staff consulted with the
project Geohydrologist, and attempted to stop the migration of sand with pumping techniques, which
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project Geohydrologist, and attempted to stop the migration of sand with pumping techniques, which
was unsuccessful.
The project Geohydrologist and staff are recommending the installation of de-sander equipment for
this facility. Although de-sanding equipment is commonly installed with wells, they have not been
necessary at other wells within Huntington Beach, and were not recommended during the site
investigation for this well. As such, the construction of Well 1A did not originally include de-sanding
equipment.
The de-sander addition has been designed, and a change order in the amount of $330,000 is ready
to move the construction forward and allow the well to return to service, helping to ensure the City’s
water supply needs are met. Funds in the amount of $107,333.04 remain from the original project
contingency. An increase of $270,000 will allow the change order to be funded.
The cost of the change order is in alignment with expected cost. Pacific Hydrotech Corporation’s
workmanship for the original scope of services has been of high quality. The cost of this additional
work exceeds the original ten percent (10%) contingency approved for the project and, therefore, City
Council action is required to expend the additional funds. Since the original scope of services for this
project was completed, the City will partially release retention for the original scope of services, but
continue to retain fund for the change order for the de-sander equipment.
Environmental Status:
The project is categorically exempt pursuant to Class 1(b), Section 15301 of the California
Environmental Quality Act.
Strategic Plan Goal:
Enhance and maintain infrastructure
Attachment(s):
1. Project Location Map, CC-1495
2. Request For Council Action for Water Well No. 1A, Replacement Project of Well No. 1, CC-
1495, May 21, 2018, Dept. ID 18-030
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City of Huntington Beach
File #:20-2027 MEETING DATE:11/16/2020
REQUEST FOR CITY COUNCIL ACTION
SUBMITTED TO:Honorable Mayor and City Council Members
SUBMITTED BY:Oliver Chi, City Manager
PREPARED BY:Travis K. Hopkins, Assistant City Manager
Subject:
Approve and authorize the Mayor and City Clerk to execute Professional Service Contracts
with Dakota Communications and Barrios & Associates, LLC, for On-Call Public Affairs
Services
Statement of Issue:
The City recently completed an RFQ process to retain the services of on-call public affairs services.
Based on the results of the assessment, staff is requesting authorization to execute two on-call
professional service contracts with Dakota Communications and Barrios & Associates, LLC.The
specialists may provide various services, such as developing content for the City's media platforms,
including print, website, social media, and community cable television channels, along with other
projects as needed.The term for each contract is one year, with an option to renew annually for two
successive years.
Financial Impact:
There is no additional financial appropriation requested at this time. If the on-call contracts are
approved, services would be engaged on an as-needed basis, subject to annual City Council budget
appropriation authority.Any work performed will be funded through both the General Fund and the
Surf City “3” Cable Channel Fund.
Recommended Action:
A) Approve and authorize the Mayor and City Clerk to execute “Professional Services Contract
Between the City of Huntington Beach and Dakota Communications”; and
B) Approve and authorize the Mayor and City Clerk to execute “Professional Services Contract
Between the City of Huntington Beach and Barrios & Associates LLC.”
Alternative Action(s):
Do not approve the recommended action and direct staff accordingly.
Analysis:
Staff is seeking approval of on-call contracts with two public affairs specialist firms, Dakota
Communications and Barrios & Associates, to provide community outreach and public affairs
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Communications and Barrios & Associates, to provide community outreach and public affairs
services. These services would be provided on an “as-needed” basis to supplement the City’s efforts
to distribute information to residents and the media, generate multimedia content, and assist with
various special outreach projects.
Staff issued a Request for Qualifications and received responses from 15 firms. Following an in-
depth evaluation, staff interviewed the top three firms and identified Barrios and FSB Public Affairs as
most qualified.
Of note, since the assessment process was completed, the team from FSB Public Affairs that
submitted the response to the RFQ left that firm to join a different public affairs company known as
Dakota Communications. The same team has affirmed that their proposal and technical capacities
will remain intact at Dakota Communications,and that they will be able to provide the City with the
same quality of work that was guaranteed in their prior RFQ response. The Dakota Communications
team has also offered to lower their rates by 15 percent when compared with the initial proposal
response. Of note, staff has worked closely with the team in the past,and believe that they have the
capacity to complete the scope of work through Dakota Communications, which is an established
public affairs firm that has been in operation for over 23 years.
Both Barrios and Dakota are uniquely qualified to provide services to the City, due to their extensive
resources, staffing, and experience working with other agencies and corporations.As such, staff
recommends awarding on-call contracts to both firms.Pursuant to the proposed agreements, work
will only be performed on an as-needed basis. The term of the agreements is for one year, with the
option to renew annually for two successive years.
Environmental Status:
Not applicable.
Strategic Plan Goal:
Non-Applicable - Administrative Item
Attachment(s):
1. Professional Services Contract Between the City of Huntington Beach and Dakota
Communications for On-Call Public Affairs Services
2. Professional Services Contract Between the City of Huntington Beach and Barrios &
Associates, LLC, for On-Call Public Affairs Services
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November 11, 2020
Attn: City Managers Office
City of Huntington Beach
2000 Main St
Huntington Beach, CA 92648
Dear City Managers Office,
I have thoroughly enjoyed the work we have been able to do throughout the year.
While that background led to initially bidding for continued work with the City of
Huntington Beach through FSB Public Affairs, I have subsequently left my position
with that firm and thus cannot perform the work initially described through FSB.
However, I hope that change doesn’t prevent further work opportunities with the city.
This letter is to assert that, upon the city’s approval, we would be able to perform the
same work through Dakota Communications, a leading Southern California public
affairs firm.
Attached you will find a brief restatement of qualifications, as well as a new rate
sheet, showing some savings compared to our prior bid.
I hope this will allow us to continue our mutually beneficial relationship into the
future.
Respectfully,
Brandon Powers
Dakota Communications | 800 Wilshire Blvd., Suite 410 | Los Angeles, CA 90017158
Dakota Communications is a Los Angeles-based, minority-owned marketing, public relations
and public affairs consulting firm with expertise in the areas of public communications,
media relations, strategic planning, political guidance, and community relations.
Created in 1997, Dakota Communications is dedicated to the task of educating and shaping
policies and programs to meet its clients' objectives as well as developing strategies to
effectively communicate them. Dakota Communications has extensive experience building
community support for public policy initiatives and programs advanced by corporate,
business, political, governmental, non-profit and community-based organizations.
Who We Are
Our Story
Dakota Communications is defined by the far-reaching experience of its partners, Kerman
Maddox and Rick Taylor. With more than 60 combined years of experience in public affairs
management, Maddox and Taylor have established extensive networks and gained keen
insight in working with elected officials, governmental agencies, opinion leaders, public
interest groups, and members of the print and electronic media.
Our understanding and appreciation of public diversity, along with our ability to accurately
assess a situation and pinpoint problems, enables us to work together with clients toward
achieving their goals. A diverse staff allows Dakota Communications to provide clients with
a unique perspective and strong expertise in developing a variety of communications
programs for the multi-faceted communities of California and beyond.
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Our Team
BRANDON POWERS - PROJECT LEAD
Brandon Powers is a well-recognized expert in public affairs and communication strategies with a
specialty in coastal Orange County programs. For more than 15 years, Mr. Powers has helped shape
and drive the outcome of hundreds of public affairs campaigns throughout Southern California and
especially in Orange County. His track record speaks for itself, with clients achieving their desired
successful outcome over 85% of the time when Brandon is engaged.
An experienced strategist and writer, Powers is a 15-time recipient of the American Association of
Political Consultants’ annual Pollie Awards and years ago was named a Rising Star by Campaigns and
Elections Magazine. His writing has appeared in the Orange County Register, LA Times, Riverside
Press Enterprise, and Sacramento Bee.
A longtime Orange County coastal resident, Mr. Powers briefly lived in Sacramento while serving as
Chief of Staff to a Member of the California State Assembly, where he managed all aspects of the
office’s policy and communications operations. Now in Seal Beach, he enjoys spending his time
surfing, fishing, and helping clients achieve their goals.
Brandon Powers
Project Lead
18 years of Experience
ED CHEN
CHINESE LANGUAGE OUTREACH
Asian / Pacific Islander Community
Outreach/Communications Consultant
LA County Reserve Deputy Sheriff
Former Aide to State Senators Huff
and Margett
ABIS AKOLAWALA
PROFESSIONAL VIDEOGRAPHER / POST PRODUCTION EDITOR
Professional videographer, editor & photographer with 10 years of experience. Abis’
passion for content creation is all about making brands stand out from the rest by
capturing high quality content and consistently delivering a polished product. Abis’ has a
long history of working with clients from several industries including entertainment,
corporate, fashion & live events.
CARLOS MADRILES
CREATIVE DIRECTOR / GRAPHICS / WEB DESIGN / VIDEO DIRECTOR
With over 14 years of experience, Carlos brings a diverse business and communications
background and over 14 years in marketing and design experience. Using his proficiency
in graphic design, video production, web design work, 3D space layouts, and event
production, Carlos implements his experience in marketing and branding principles to
deliver effective collateral pieces across several different mediums.
OANA SWEENEY
PROFESSIONAL EVENT & PORTRAIT PHOTOGRAPHER
Oana Sweeney comes from years of experience in a unique and growing industry. After
studying photojournalism at CSUF, interning with one of the best photographers in Laguna
Beach and working for Canon, she now spends her time as a full-time photographer based
in Orange County. Published in top magazines, blogs and books, her experience and
passion for photography is guaranteed to bring out the best from any subject or event.
DAISY TONG-PHUOC
VIETNAMESE LANGUAGE OUTREACH
Orange County Communications
Consultant
Former Aide to Assemblyman Van Tran
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Rates
Category Project Rate
STRATEGIC COMMS
Monthly Management $6,375
Press Releases / Written Material $160 /hr
Video - B-Roll $95/hr
Video - Small $2,550
(Single Day, Single Camera, Single Mic, Simple Post Production, 2-3 minute – PSA/Mayor Update)
Video - Medium $5,550
(Single Day, Multiple Camera / Mics, Advanced Post Production, 4-8 min)
Video - Large $8,600
(Multiple Day, Multiple Camera / Mics, Shortform Storyboarding, Script Dev – Visit HB Commercial)
Video - Extra Large Ask for Quote
(Scheduled Shoots, Multiple Camera / Gear, Longform Storyboarding, Script Dev) – Visit HB Commercial)
Documentation Photography $125/hr
(Staffed Photographer)
Professional Photography $225/hr
(Professional Photographer w/ professionally retouched photos)
Graphic Design - Sr Designer $125
Graphic Design -Secondary Designer $100
Graphic Design - Design Support $85
HB3 TV
*Monthly Management $25,500
(Includes: 4xSmall Productions + Either 3xMedium or 2xLarge Productions per month… Extra Productions
billed at above rate)
*Amount is subject to finalized scope and approved content creation and management.
WEBSITE DEVELOPMENT
Small $4,750
(Simple landing page, few pages / sections, Hosting, SSL certificate, SEO)
Medium $9,500
(Multiple pages / sections, Advanced features & coding, Hosting, SSL certificate, SEO)
Large $16,000
(Multiple pages / sections, Advanced features & coding, advanced graphics, videos, payment processing,
advanced forms, Hosting, SSL certificate, SEO)
Enterprise $2,225/mo
(Manage outsourced custom website developer / platform)
NEW CITY NEWSLETTER
Initial Construct / Setup $3,250
Hourly Graphics $100
Hourly Content Development/Writing $125
ON-CALL SERVICES
Media Training $225
Style Guide Updating $225
Media Analysis $225
Crisis Communications $225 161
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City of Huntington Beach
File #:20-2009 MEETING DATE:11/16/2020
REQUEST FOR CITY COUNCIL ACTION
SUBMITTED TO:Honorable Mayor and City Council Members
SUBMITTED BY:Oliver Chi, City Manager
PREPARED BY:Oliver Chi, City Manager
Dahle Bulosan, Chief Financial Officer
Subject:
Adopt Ordinance No. 4221 to amend Section 2.76.010 of the Huntington Beach Municipal
Code related to exclusions from competitive service (Fiscal Year 2020/21 Reorganization Plan
in Response to COVID-19)
Approved for introduction November 2, 2020 - Vote: 7-0
Statement of Issue:
Ordinance No. 4221 approved for introduction on November 2, 2020, requires adoption.
Financial Impact:
The Separation Incentive Program is estimated to save the City’s General Fund $6 million in Fiscal
Year 2020/21, and in excess of $6 million annually in future years.
Recommended Action:
Adopt Ordinance No. 4221, “An Ordinance of the City of Huntington Beach Amending the Huntington
Beach Municipal Code by Amending Section 2.76.010 Thereof Related to Exclusions From the
Competitive Service.”
Alternative Action(s):
Do not approve the recommended Citywide Reorganization plan and direct staff accordingly. In
accordance with Personnel Rule 12-4, if an amendment to the City’s Classification Plan is rejected by
the City Council, the City Council is to refer such amendments or revisions to the Personnel
Commission with reasons for rejection and its recommendation thereon.
Analysis:
Citywide Reorganization Plan
On June 29, 2020, the City Council approved a balanced FY 2020/21 Budget with significant budget
cuts made to address the financial challenges due to the COVID-19 pandemic. $21.03 million in
General Fund budget cuts were identified to address a $20 million revenue shortfall. The City
Council approved the use of a Separation Incentive Program (SIP) to reorganize the City’s operations
to balance the City’s budget. The SIP provides $1,500 for every year of service plus 6-months’ worth
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to balance the City’s budget. The SIP provides $1,500 for every year of service plus 6-months’ worth
of insurance coverage as an incentive for employees to separate from the City. An adequate level of
participation in the program is required for the FY 2020/21 budget to remain balanced.
Based on the results of the SIP, coupled with the proposed citywide reorganization plan the General
Fund budget is balanced. A total of 97 individuals (34 sworn and 63 non-sworn) participated in the
program. Altogether, the reorganization plan contemplates reductions to the City workforce by 33
positions,from 964.25 positions to 931.25 positions. The proposed plan will not result in service level
impacts and includes fully restoring sworn public safety positions. The following are key components
of the reorganization plan:
·Larger scale reorganization in the Public Works Department
·Community Services and Library Departments will merge into one operation
·Information Technology and Human Resource operations will be combined into a single
Administrative Services Department
·Additional operational adjustments to the Community Development, Finance, Police and Fire
Departments
·Use of 960 program to bring back retirees in public safety operation as a way to fill permanent
positions temporarily to realize savings and address business continuity needs. The 960
program allows the City to hire retirees at a lower pay rate and without benefits.
City Administration met and conferred with representatives of the Huntington Beach Municipal
Teamsters (HBMT), Huntington Beach Management Employees’ Organization (MEO), and the
Huntington Beach Marine Safety Management Association (MSMA) to discuss the proposed
reorganization plan and corresponding positional adjustments. All parties have agreed to the
proposed side letters of agreement (Attachments 1 - 3). Included in the proposed side letters are
updates to the City’s Classification Plan resulting from the positional adjustments outlined in the FY
2020/21 Reorganization Plan.
Additionally, City Council authorization is requested to approve Ordinance No. 4221 amending
Section 2.76.010 of the Huntington Beach Municipal Code to implement the positional adjustments
outlined in the FY 2020/21 Reorganization Plan for at-will positions (Attachment 4), along with the
amended Non-Associated Employees Salary Resolution (Attachment 5).
The following tables summarize the net changes of the reorganization plan to the Citywide FTE
funded positions for FY 2020/21:
Citywide FTE Funded Positions
Department Adopted FTE
FY20/21 Net Change Revised FTE
FY20/21
City Council 1.00 - 1.00
City Attorney 11.00 - 11.00
City Clerk 4.00 - 4.00
City Treasurer 2.00 - 2.00
City Manager 9.00 (1.50) 7.50
Administrative Services 43.00 (10.00) 33.00
Community Development 51.50 - 51.50
Community Services / Library Services 64.25 (4.00) 60.25
Finance 33.00 (2.00) 31.00
Fire 193.00 (6.00) 187.00
Police 345.50 (2.50) 343.00
Public Works 207.00 (7.00) 200.00
Total 964.25 (33.00) 931.25
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Department Adopted FTE
FY20/21 Net Change Revised FTE
FY20/21
City Council 1.00 - 1.00
City Attorney 11.00 - 11.00
City Clerk 4.00 - 4.00
City Treasurer 2.00 - 2.00
City Manager 9.00 (1.50) 7.50
Administrative Services 43.00 (10.00) 33.00
Community Development 51.50 - 51.50
Community Services / Library Services 64.25 (4.00) 60.25
Finance 33.00 (2.00) 31.00
Fire 193.00 (6.00) 187.00
Police 345.50 (2.50) 343.00
Public Works 207.00 (7.00) 200.00
Total 964.25 (33.00) 931.25
Attached is the Table of Organization that details all the positional adjustments proposed in the
Citywide Reorganization Plan (Attachment 6). In addition, both the current Organizational Chart
(Attachment 7) and proposed Organizational Chart (Attachment 8) are included for City Council
review.
Together, the SIP and the Citywide Reorganization Plan are estimated to save the City’s General
Fund $6 million in the current fiscal year and increased savings in subsequent years. A summary of
the Estimated General Fund Savings by department is as follows:
Estimated General Fund Savings by Department (in thousands)
Department FY20/21 FY21/22 FY22/23+
City Manager $246 $369 $369
Administrative Services $560 $840 $840
Community Development $119 $179 $179
Community Services / Library Services $339 $536 $536
Finance $75 $112 $112
Fire $565 ($37)($163)
Police $585 ($329)($459)
Public Works $3,480 $5,220 $5,220
Total $5,970 $6,890 $6,634
Also, additional General Fund savings are being realized through the realignment of certain General
Fund funded positions in the Public Works department into appropriate restricted funding sources to
perform program eligible services. As part of this shift, an increase in General Fund contributions to
the Infrastructure Fund is required to meet the Infrastructure Charter requirement (Section 617) to
spend 15% of General Fund revenues on infrastructure on a 5-year rolling average basis.
Based on that situation, additional appropriation and transfer authority from the General Fund to the
Infrastructure Fund of up to $2 million is requested in the current fiscal year to fulfill the Charter
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File #:20-2009 MEETING DATE:11/16/2020
Infrastructure Fund of up to $2 million is requested in the current fiscal year to fulfill the Charter
requirement. That additional transfer will also allow the City to ensure that every capital initiative
contemplated this year continues to be funded.
The SIP costs are estimated to be $4.7 million, and is fully offset by current year vacancy savings,
operational adjustments made as part of the Citywide Reorganization Plan, and updated revenue
projections. Council approval is requested to approve the proposed Citywide Reorganization Plan to
achieve the required savings to balance the FY 2020/21 budget.
Environmental Status:
Not applicable.
Strategic Plan Goal:
Enhance and maintain high quality City services
Strengthen long-term financial and economic sustainability
Attachment(s):
1. Resolution No. 2020-77, “A Resolution of the City Council of the City of Huntington Beach
Amending the City’s Classification Plan and Memorandum of Understanding Between the City
and the Huntington Beach Municipal Teamsters (HBMT) by Adopting the Side Letter of
Agreement”
2. Resolution No. 2020-78, “A Resolution of the City Council of the City of Huntington Beach
Amending the City’s Classification Plan and the Memorandum of Understanding Between the
City and the Huntington Beach Marine Safety Management Association (MSMA) by Adopting
the Side Letter of Agreement”
3. Resolution No. 2020-79, “A Resolution of the City Council of the City of Huntington Beach
Amending the City’s Classification Plan and the Memorandum of Understanding Between the
City and the Huntington Beach Municipal Employees’ Organization (MEO) by Adopting the
Side Letter of Agreement”
4. Ordinance No. 4221, “An Ordinance of the City of Huntington Beach Amending the Huntington
Beach Municipal Code by Amending Section 2.76.010 Thereof Related to Exclusions From the
Competitive Service” and Legislative Draft
5. Resolution No. 2020-80, “A Resolution of the City Council of the City of Huntington Beach
Modifying Salary and Benefits for Non-Represented Employees by Adding the Director and
Deputy Director of Administrative Services, Deputy Director of Public Works, Deputy Director
of Community & Library Services, & Amending the Classification and Compensation for the
Director of Community Services”
6. Table of Organization
7. Adopted FY 2020/21 Organization Charts
8. Revised FY 2020/21 Organization Charts
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189
190
SIDE LETTER OF AGREEMENT
BETWEEN
THE CITY OF HUNTINGTON BEACH
AND THE
HUNTINGTON BEACH MUNICIPAL TEAMSTERS (HBMT)
Representatives of Huntington Beach Municipal Teamsters (HBMT) and the City of Huntington Beach
(City) have negotiated this Side Letter of Agreement to modify the following sections of the HBMT MOU
dated October 1, 2019, through September 30, 2020:
ARTICLE II – REPRESENTATIONAL UNIT/CLASS
The City of Huntington Beach proposes to modify/add the following classifications to the City’s
Classification Plan and the HBMT MOU (see Exhibit A – Pay Schedule):
• Social Services Supervisor
• Senior Buyer
• Utilities Technology Coordinator
• Fire Prevention Inspector II (formerly Fire Prevention Inspector)
• Fire Prevention Inspector I (formerly Fire Safety Program Specialist)
The parties agree that some of the above classifications are new and that the class specifications and
minimum qualifications have not been completed. The parties agree to meet and confer on these class
specifications and minimum qualifications before final implementation of the new classifications.
The parties agree that no incumbent employee shall be required to serve a probationary period as a
result of being reclassified, retitled, reassigned, or placed under new supervision, a new department, or
new reporting relationship as a result of this reorganization.
The parties agree that all of the intended additions or deletions of HBMT positions are encompassed in
this side letter agreement. If the City proposes any additional additions and/or deletions to HBMT
positions following the adoption of this agreement, the parties agree to meet and confer on those
matters.
191
ARTICLE XII – LEAVE BENEFITS
G. Personal Time
Each full-time unit employee will be entitled to utilize a maximum of ten (10) hours as “personal
time.”
a. Supervisor approval is required to utilize Personal Time.
b. Personal Time has no cash value.
c. All Personal Time (10 hours) must be used by not later than June 30, 2021.
d. No portion of unused Personal Time may be carried over beyond June 30, 2021.
e. Part-time employees shall be granted ten (10) hours as Personal Time on a proportional
hours computation to full-time equivalent employee status.
i. Half-time employees shall be granted a total of five (5) hours.
ii. Three-quarter employees shall be granted a total of seven and one half (7.5)
hours.
ARTICLE XV – DURING THE TERM OF THE AGREEMENT
A. COVID-19 Restructure Plan
To address the fiscal impacts from COVID-19, the City has worked to develop a comprehensive
restructuring plan of City operations. Given the adjustments contemplated through this Side
Letter of Agreement, no additional employee impacts will be contemplated for Fiscal Year
2020/21.
Due to the volume of vacancies and open and promotional examinations needed as a result of
the Separation Incentive Program and the COVID-19 Restructure Plan, both parties agree to
modify the examination process as follows:
1. Management reserves the right to determine if a position will be advertised as a
promotional or open recruitment. This decision may be appealed to the Personnel
Director.
2. When the decision has been made to conduct a promotional examination, as long as
one or more internal candidate applies who meets the minimum qualifications, the
Hiring Manager may forego an open recruitment, certify, and appoint from this list.
192
Side Letter Implementation
Should the MOU between HBMT and the City of Huntington Beach continue beyond September 30,
2020, either through a successor MOU or an extension of the current MOU, all terms and conditions of
this side letter shall remain in full force and effect unless changes are mutually agreed to by both
parties.
IN WITNESS WHEREOF, the parties have caused this SIDE LETTER AGREEMENT to be executed by and
through their authorized officers on _______________________________.
City of Huntington Beach Huntington Beach Municipal Teamsters
By: By:
Oliver Chi Terry Tintle
City Manager HBMT Chief Steward
By: By:
Travis Hopkins Cristian Leiva
Assistant City Manager In-House Counsel Teamsters 911
APPROVED AS TO FORM:
Michael Gates
City Attorney
193
HUNTINGTON BEACH MUNICIPAL TEAMSTERS
EXHIBIT A – PAY SCHEDULE
Job
Type Description Pay
Grade A B C D E
0111 Accountant MEA111 33.59 35.43 37.37 39.42 41.60
0286 Accounting Technician I MEA286 23.33 24.61 25.97 27.40 28.90
0287 Accounting Technician II MEA287 25.65 27.05 28.55 30.12 31.77
0294 Accounting Technician Supv MEA294 29.64 31.27 33.00 34.80 36.71
0428 Administrative Aide MEA428 32.92 34.73 36.64 38.66 40.78
0278 Administrative Assistant MEA278 29.06 30.66 32.34 34.12 36.00
0289 Administrative Secretary MEA289 24.76 26.12 27.56 29.08 30.68
0297 Art Programs Curator MEA297 29.35 30.96 32.65 34.46 36.35
0698 Assistant Civil Engineer MEA698 33.59 35.43 37.37 39.42 41.60
0108 Assistant Planner MEA108 34.43 36.32 38.32 40.43 42.65
0267 Assistant Social Worker MEA267 23.92 25.23 26.62 28.09 29.63
0358 Beach Equip Operator MEA358 27.25 28.74 30.33 31.98 33.74
0149 Beach Maint Crewleader MEA149 35.29 37.24 39.28 41.44 43.72
0452 Beach Maint Service Worker MEA452 25.02 26.39 27.84 29.37 30.99
0210 Building Inspector I MEA210 31.78 33.52 35.37 37.31 39.37
0211 Building Inspector II MEA211 35.13 37.05 39.09 41.23 43.50
0208 Building Inspector III MEA208 38.80 40.93 43.18 45.56 48.07
0176 Building Plan Checker I MEA176 38.23 40.33 42.55 44.89 47.36
0520 Building Plan Checker II MEA520 44.39 46.83 49.41 52.13 55.00
0366 Business License Supervisor MEA366 34.60 36.49 38.51 40.63 42.87
0112 Buyer MEA112 33.08 34.90 36.83 38.84 40.98
0106 Civil Engineering Assistant MEA106 39.19 41.34 43.61 46.02 48.55
0162 Civilian Check Investigator MEA162 26.29 27.73 29.26 30.86 32.56
0186 Code Enforcement Officer I MEA186 26.42 27.87 29.40 31.03 32.74
0182 Code Enforcement Officer II MEA182 32.60 34.38 36.28 38.27 40.38
0511 Code Enforcement Technician MEA511 21.98 23.19 24.47 25.80 27.23
0263 Community Relations Specialist MEA263 27.77 29.30 30.92 32.61 34.41
0597 Community Services Officer MEA597 28.47 30.05 31.69 33.44 35.28
0269 Community Srvcs Rec Specialist MEA269 25.02 26.39 27.84 29.37 30.99
194
HUNTINGTON BEACH MUNICIPAL TEAMSTERS
EXHIBIT A – PAY SCHEDULE
0258 Community Srvcs Rec Supv MEA258 34.60 36.49 38.51 40.63 42.87
0172 Construction Inspector I MEA172 31.78 33.52 35.37 37.31 39.37
0463 Construction Inspector II MEA463 35.13 37.05 39.09 41.23 43.50
0312 Court Liaison Specialist MEA312 24.76 26.12 27.56 29.08 30.68
0166 Crime Analyst MEA166 32.92 34.73 36.64 38.66 40.78
0165 Crime Analyst Senior MEA165 38.41 40.52 42.76 45.12 47.59
0255 Crime Scene Investigator MEA255 31.00 32.72 34.51 36.41 38.41
0119 Criminalist MEA119 34.60 36.49 38.51 40.63 42.87
0192 Cross Connection Control Spec MEA192 32.60 34.38 36.28 38.27 40.38
0400 Custodian MEA400 22.52 23.76 25.07 26.44 27.89
0134 Deputy City Clerk MEA134 27.11 28.59 30.16 31.82 33.58
0138 Development Specialist MEA138 34.60 36.49 38.51 40.63 42.87
0339 Electrician MEA339 32.10 33.87 35.73 37.69 39.78
0232 Emergency Medical Srvcs Coord MEA232 49.06 51.75 54.60 57.60 60.78
0198 Emergency Services Coordinator MEA198 42.25 44.58 47.02 49.61 52.33
0175 Engineering Aide MEA175 27.77 29.30 30.92 32.61 34.41
0180 Engineering Technician MEA180 34.08 35.97 37.94 40.03 42.23
0445 Environmental Specialist MEA445 39.19 41.34 43.61 46.02 48.55
0382 Equip Services Crewleader MEA382 36.38 38.38 40.49 42.71 45.05
0142 Equip/Auto Maint Crewleader MEA142 36.38 38.38 40.49 42.71 45.05
0472 Equip/Auto Maint Leadworker MEA472 33.08 34.90 36.83 38.84 40.98
0383 Equipment Support Assistant MEA383 25.77 27.19 28.69 30.26 31.93
0061 Executive Assistant MEA061 33.42 35.25 37.18 39.23 41.38
0143 Facilities Maint Crewleader MEA143 36.19 38.18 40.28 42.50 44.84
0407 Facilities Maint Leadworker MEA407 28.19 29.75 31.38 33.10 34.92
0391 Facilities Maintenance Tech MEA391 26.03 27.46 28.97 30.56 32.24
0398 Field Service Representative MEA398 26.84 28.31 29.86 31.51 33.23
0588
Fire Prevention Inspector
Fire Prevention Inspector II MEA588 39.79 41.97 44.29 46.72 49.29
0260
Fire Safety Program Specialist
Fire Prevention Inspector I MEA260 33.59 35.43 37.37 39.42 41.60
0173 Fire Training Maintenance Tech MEA173 30.85 32.55 34.34 36.24 38.22
195
HUNTINGTON BEACH MUNICIPAL TEAMSTERS
EXHIBIT A – PAY SCHEDULE
0470 Forensic Systems Specialist MEA470 37.09 39.13 41.30 43.56 45.95
0576 GIS Analyst I MEA576 37.85 39.93 42.12 44.44 46.89
0178 GIS Analyst II MEA178 40.99 43.24 45.62 48.14 50.79
0190 Haz Mat Program Specialist MEA190 37.47 39.53 41.70 44.00 46.42
0337 Helicopter Maintenance Tech MEA337 30.38 32.05 33.81 35.69 37.65
0115 Info Technology Analyst I MEA115 37.85 39.93 42.12 44.44 46.89
0505 Info Technology Analyst II MEA505 40.99 43.24 45.62 48.14 50.79
0117 Info Technology Analyst III MEA117 43.75 46.15 48.69 51.37 54.19
0118 Info Technology Analyst IV MEA118 48.09 50.74 53.52 56.46 59.56
0495 Info Technology Technician I MEA495 23.58 24.87 26.23 27.68 29.20
0494 Info Technology Technician II MEA494 26.55 28.01 29.55 31.18 32.90
0493 InfoTechnology Technician III MEA493 29.78 31.41 33.15 34.97 36.89
0492 Info Technology Technician IV MEA492 32.92 34.73 36.64 38.66 40.78
0491 Info Technology Technician Sr. MEA491 35.29 37.24 39.28 41.44 43.72
0155 Irrigation Crewleader MEA155 35.29 37.24 39.28 41.44 43.72
0357 Irrigation Specialist MEA357 26.42 27.87 29.40 31.03 32.74
0359 Landscape Equip Operator MEA359 27.25 28.74 30.33 31.98 33.74
0145 Landscape Maint Crewleader MEA145 35.29 37.24 39.28 41.44 43.72
0402 Landscape Maint Leadworker MEA402 29.50 31.11 32.82 34.63 36.54
0163 Latent Fingerprint Examiner MEA163 33.23 35.07 37.00 39.03 41.18
0300 Legal Assistant MEA300 27.77 29.30 30.92 32.61 34.41
0114 Librarian MEA114 30.09 31.74 33.48 35.32 37.27
0432 Library Facilities Coordinator MEA432 27.11 28.59 30.16 31.82 33.58
0451 Library Services Clerk MEA451 21.01 22.17 23.38 24.66 26.02
0257 Library Specialist MEA257 25.02 26.39 27.84 29.37 30.99
0302 Literacy Program Specialist MEA302 30.09 31.74 33.48 35.32 37.27
0392 Maint Service Worker MEA392 25.02 26.39 27.84 29.37 30.99
0394 Maintenance Worker MEA394 21.98 23.19 24.47 25.80 27.23
0448 Marine Equipment Mechanic MEA448 32.77 34.57 36.46 38.46 40.57
0384 Mechanic I MEA384 25.90 27.31 28.82 30.41 32.09
0348 Mechanic II MEA348 28.76 30.36 32.02 33.78 35.64
196
HUNTINGTON BEACH MUNICIPAL TEAMSTERS
EXHIBIT A – PAY SCHEDULE
0347 Mechanic III MEA347 30.54 32.22 34.00 35.86 37.84
0380 Media Services Specialist MEA380 25.02 26.39 27.84 29.37 30.99
0306 Office Assistant I MEA306 17.82 18.81 19.84 20.94 22.09
0304 Office Assistant II MEA304 21.43 22.63 23.87 25.17 26.56
0290 Office Specialist MEA290 22.63 23.87 25.18 26.57 28.03
0378 Painter Leadworker MEA378 32.25 34.03 35.90 37.88 39.97
0153 Park Maintenance Crewleader MEA153 36.19 38.18 40.28 42.50 44.84
0177 Parking Meter Repair Tech MEA177 28.76 30.36 32.02 33.78 35.64
0395 Parking Meter Repair Worker MEA395 26.55 28.01 29.55 31.18 32.90
0570 Parking/Camping Assistant MEA570 21.98 23.19 24.47 25.80 27.23
0459 Parking/Camping Crewleader MEA459 35.29 37.24 39.28 41.44 43.72
0401 Parking/Camping Leadworker MEA401 29.50 31.11 32.82 34.63 36.54
0455 Parking/Traffic Control Coord MEA455 27.77 29.30 30.92 32.61 34.41
0262 Parking/Traffic Control Officr MEA262 21.98 23.19 24.47 25.80 27.23
0577 Parking/Traffic Control Supv MEA577 29.64 31.27 33.00 34.80 36.71
0458 Payroll Specialist MEA458 38.60 40.72 42.96 45.33 47.83
0447 Payroll Technician MEA447 26.03 27.46 28.97 30.56 32.24
0295 Permit Technician MEA295 23.92 25.23 26.62 28.09 29.63
0279 Personnel Assistant MEA279 25.29 26.67 28.13 29.67 31.31
0367 Pest Control Specialist MEA367 26.42 27.87 29.40 31.03 32.74
0136 Planning Aide MEA136 27.77 29.30 30.92 32.61 34.41
0342 Plumber MEA342 31.31 33.03 34.85 36.76 38.79
0197 Police Photo/Imaging Specialist MEA197 30.85 32.55 34.34 36.24 38.22
0307 Police Records Specialist MEA307 22.63 23.87 25.18 26.57 28.03
0283 Police Records Supervisor MEA283 26.42 27.87 29.40 31.03 32.74
0282 Police Records Technician MEA282 20.50 21.63 22.81 24.06 25.38
0308 Police Services Specialist MEA308 25.02 26.39 27.84 29.37 30.99
0215 Police Systems Coordinator MEA215 29.20 30.80 32.50 34.29 36.17
0584 Program Coord - Human Srvcs MEA584 30.85 32.55 34.34 36.24 38.22
0259 Property and Evidence Officer MEA259 27.51 29.01 30.62 32.30 34.07
0261 Property and Evidence Supervisor MEA261 31.78 33.53 35.37 37.32 39.37
197
HUNTINGTON BEACH MUNICIPAL TEAMSTERS
EXHIBIT A – PAY SCHEDULE
0583 Rideshare Coordinator MEA583 34.25 36.14 38.13 40.23 42.45
0256 Risk Management Specialist MEA256 25.02 26.39 27.84 29.37 30.99
0515 SCADA Coordinator MEA515 35.29 37.24 39.28 41.44 43.72
0346 SCADA Technician MEA346 31.31 33.03 34.85 36.76 38.79
0110 Senior Accountant MEA110 38.60 40.72 42.96 45.33 47.83
0288 Senior Accounting Technician MEA288 28.19 29.75 31.38 33.10 34.92
0630 Senior Buyer MEA630 34.97 36.88 38.90 41.04 43.30
0434 Senior Code Enforcement Officer MEA434 36.02 37.99 40.09 42.29 44.61
0171 Senior Construction Inspector MEA171 38.80 40.93 43.18 45.56 48.07
0135 Senior Deputy City Clerk MEA135 34.60 36.49 38.51 40.63 42.87
0586 Senior Engineering Technician MEA586 39.58 41.76 44.06 46.48 49.05
0343 Senior Facilities Maint Tech MEA343 30.54 32.22 34.00 35.86 37.84
0334 Senior Helicopter Maint Tech MEA334 42.04 44.35 46.79 49.36 52.07
0301 *Senior Legal Assistant MEA301 35.86 37.84 39.92 42.11 44.43
0450 Senior Library Specialist MEA450 27.38 28.88 30.47 32.14 33.91
0363 Senior Marine Equip Mechanic MEA363 36.38 38.38 40.49 42.71 45.05
0446 Senior Payroll Technician MEA446 28.62 30.20 31.86 33.62 35.46
0437 Senior Permit Technician MEA437 30.54 32.22 34.00 35.86 37.84
0265 Senior Services Assistant MEA265 16.70 17.62 18.59 19.61 20.70
0481 Senior Services Transp Coord MEA481 26.70 28.16 29.71 31.35 33.07
0709
Senior Telecommunications
Technician MEA709 35.29 37.24 39.28 41.44 43.72
0349 Senior Wastewtr Pump Mechanic MEA349 27.25 28.74 30.33 31.98 33.74
0396 Senior Water Meter Reader MEA396 26.29 27.73 29.26 30.86 32.56
0148 Signs & Markings Crewleader MEA148 36.19 38.18 40.28 42.50 44.84
0338 Signs Leadworker MEA338 30.09 31.74 33.48 35.32 37.27
0354 Signs/Markings Equip Operator MEA354 27.25 28.74 30.33 31.98 33.74
0266 Social Worker MEA266 29.35 30.96 32.65 34.46 36.35
0629 Social Services Supervisor MEA629 31.31 33.03 34.85 36.76 38.79
0386 Stock Clerk MEA386 21.98 23.19 24.47 25.80 27.23
0361 Street Equip Operator MEA361 27.25 28.74 30.33 31.98 33.74
198
HUNTINGTON BEACH MUNICIPAL TEAMSTERS
EXHIBIT A – PAY SCHEDULE
0150 Street Maint Crewleader MEA150 35.29 37.24 39.28 41.44 43.72
0406 Street Maint Leadworker MEA406 31.00 32.72 34.51 36.41 38.41
0183 Survey Party Chief MEA183 39.79 41.97 44.29 46.72 49.29
0174 Survey Technician I MEA174 27.77 29.30 30.92 32.61 34.41
0185 Survey Technician II MEA185 30.09 31.74 33.48 35.32 37.27
0631 Utilities Technology Coordinator MEA631 38.80 40.93 43.18 45.56 48.07
0195 Telecommunications Specialist MEA195 39.98 42.19 44.51 46.96 49.54
0181 Traffic Engineering Technician MEA181 36.19 38.18 40.28 42.50 44.84
0389 Traffic Maint Service Worker MEA389 25.02 26.39 27.84 29.37 30.99
0410 Traffic Markings Leadworker MEA410 29.50 31.11 32.82 34.63 36.54
0336 Traffic Signal Electrician MEA336 32.60 34.38 36.28 38.27 40.38
0140 Traffic Signal/Light Crewleadr MEA140 36.19 38.18 40.28 42.50 44.84
0365 Tree Equipment Operator MEA365 27.25 28.74 30.33 31.98 33.74
0144 Trees Maintenance Crewleader MEA144 35.29 37.24 39.28 41.44 43.72
0460 Trees Maintenance Leadworker MEA460 29.50 31.11 32.82 34.63 36.54
0268 Volunteer Services Coordinator MEA268 26.70 28.16 29.71 31.35 33.07
0385 Warehousekeeper MEA385 27.77 29.30 30.92 32.61 34.41
0362 Wastewater Equip Operator MEA362 27.25 28.74 30.33 31.98 33.74
0454 Wastewater Maint Service Workr MEA454 25.02 26.39 27.84 29.37 30.99
0146 Wastewater Ops Crewleader MEA146 35.29 37.24 39.28 41.44 43.72
0404 Wastewater Ops Leadworker MEA404 29.50 31.11 32.82 34.63 36.54
0387 Wastewater Pump Mechanic MEA387 26.55 28.01 29.55 31.18 32.90
0582 Water Conservation Coordinator MEA582 34.25 36.14 38.13 40.23 42.45
0151 Water Dist Maint Crewleader MEA151 35.29 37.24 39.28 41.44 43.72
0379 Water Dist Maint Leadworker MEA379 31.94 33.70 35.55 37.51 39.57
0147 Water Dist Meters Crewleader MEA147 35.29 37.24 39.28 41.44 43.72
0377 Water Dist Meters Leadworker MEA377 29.50 31.11 32.82 34.63 36.54
0364 Water Equip Operator MEA364 29.50 31.11 32.82 34.63 36.54
0397 Water Meter Reader MEA397 24.28 25.61 27.01 28.50 30.07
0356 Water Meter Repair Technician MEA356 27.11 28.59 30.16 31.82 33.58
0152 Water Operations Crewleader MEA152 35.29 37.24 39.28 41.44 43.72
199
HUNTINGTON BEACH MUNICIPAL TEAMSTERS
EXHIBIT A – PAY SCHEDULE
0371 Water Operations Leadworker MEA371 32.92 34.73 36.64 38.66 40.78
0156 Water Quality Coordinator MEA156 35.29 37.24 39.28 41.44 43.72
0191 Water Quality Technician MEA191 31.00 32.72 34.51 36.41 38.41
0461 Water Service Worker MEA461 25.77 27.19 28.69 30.26 31.93
0368 Water Systems Technician I MEA368 25.77 27.19 28.69 30.26 31.93
0369 Water Systems Technician II MEA369 27.51 29.01 30.62 32.30 34.07
0370 Water Systems Technician III MEA370 30.38 32.05 33.81 35.69 37.65
0449 Water Utility Locator MEA449 31.00 32.72 34.51 36.41 38.41
200
201
202
203
204
MARINE SAFETY MANAGEMENT ASSOCIATION
EXHIBIT A – SALARY SCHEDULE
EXHIBIT A
Job
Code Classification
Pay
A B C D E Grade
0618 Ocean Lifeguard Specialist MSM618 24.25 25.59 27.00 28.49 29.91
0467 Marine Safety Officer MSM467 33.56 35.39 37.35 39.40 41.58
0468
Marine Safety Captain MSM468 38.01 40.10 42.30 44.64 47.08
0105 Marine Battalion Chief MSM105 42.64 44.98 47.45 50.06 52.82
205
206
207
SIDE LETTER OF AGREEMENT
BETWEEN
THE CITY OF HUNTINGTON BEACH
AND THE
HUNTINGTON BEACH MANAGEMENT EMPLOYEES’ ORGANIZATION (MEO)
Representatives of MEO and the City of Huntington Beach (City) have negotiated this Side Letter of
Agreement to modify the following sections of the MEO MOU dated November 1, 2019, through
October 31, 2020:
ARTICLE I – REPRESENTATIONAL UNIT/CLASSIFICATIONS
The City of Huntington Beach proposes to modify/add the following classifications to the City’s
Classification Plan and the MEO MOU (see Exhibit A – Salary Schedule):
Code Enforcement Supervisor (modify)
Human Resources Manager (modify)
Deputy Fire Marshal (formerly Fire Protection Analyst)
Fire Marshal (formerly Assistant Fire Marshal)
Economic Development Manager
Police Support Services Manager
Administrative Services Manager
Operations Manager
Senior Information Technology Manager
Water Distribution Superintendent
Permit and Plan Check Manager
The parties agree that some of the above classifications are new and that the class specifications and
minimum qualifications have not been completed. The parties agree to meet and confer on these class
specifications and minimum qualifications before final implementation of the new classifications.
The parties agree that no incumbent employee shall be required to serve a probationary period as a
result of being reclassified, retitled, reassigned, or placed under new supervision, a new department, or
new reporting relationship as a result of this reorganization.
The parties agree that all of the intended additions or deletions of MEO positions are encompassed in
this side letter agreement. If the City proposes any additional additions and/or deletions to MEO
positions following the adoption of this agreement, the parties agree to meet and confer on those
matters.
208
ARTICLE XII – LEAVE BENEFITS
G. Personal Time
Each full-time unit employee will be entitled to utilize a maximum of ten (10) hours as “personal
time.”
a. Supervisor approval is required to utilize Personal Time.
b. Personal Time has no cash value.
c. All Personal Time (10 hours) must be used by not later than June 30, 2021.
d. No portion of unused Personal Time may be carried over beyond June 30, 2021.
e. Part-time employees shall be granted ten (10) hours as Personal Time on a proportional
hours computation to full-time equivalent employee status.
i. Half-time employees shall be granted a total of five (5) hours.
ii. Three-quarter employees shall be granted a total of seven and one half (7.5)
hours.
ARTICLE XIV – DURING THE TERM OF THE AGREEMENT
A. COVID-19 Restructure Plan
To address the fiscal impacts from COVID-19, the City has worked to develop a comprehensive
restructuring plan of City operations. Given the adjustments contemplated through this Side
Letter of Agreement, no additional employee impacts will be contemplated for Fiscal Year
2020/21.
Due to the volume of vacancies and open and promotional examinations needed as a result of
the Separation Incentive Program and the COVID-19 Restructure Plan, both parties agree to
modify the examination process as follows:
1. Management reserves the right to determine if a position will be advertised as a
promotional or open recruitment. This decision may be appealed to the Personnel
Director.
2. When the decision has been made to conduct a promotional examination, as long as
one or more internal candidate applies who meets the minimum qualifications, the
Hiring Manager may forego an open recruitment, certify, and appoint from this list.
209
Side Letter Implementation
Should the MOU between MEO and the City of Huntington Beach continue beyond October 31, 2020,
either through a successor MOU or an extension of the current MOU, all terms and conditions of this
side letter shall remain in full force and effect unless changes are mutually agreed to by both parties.
IN WITNESS WHEREOF, the parties have caused this SIDE LETTER AGREEMENT to be executed by and
through their authorized officers on _______________________________.
City of Huntington Beach Management Employees Organization
By: By:
Oliver Chi Debra Jubinsky
City Manager MEO President
By: By:
Travis Hopkins Aaron Peardon
Assistant City Manager OCEA Representative
APPROVED AS TO FORM:
Michael Gates
City Attorney
210
MANAGEMENT EMPLOYEES’ ORGANIZATION
EXHIBIT A – SALARY SCHEDULE
Job No Job Description Pay
Grade A B C D E
0025 Admin Analyst MEO025 37.65 39.72 41.92 44.23 46.65
0084 Admin Analyst Principal MEO084 46.91 49.48 52.21 55.07 58.10
0089 Admin Analyst Sr MEO089 43.33 45.71 48.21 50.86 53.66
0622 Administrative Services Manager MEO622 52.61 55.50 58.55 61.77 65.16
0626 Police Support Services Manager MEO626 43.33 45.71 48.21 50.86 53.66
0078 Assistant City Attorney MEO078 66.53 70.18 74.03 78.10 82.40
0132 Assistant City Clerk MEO132 40.40 42.61 44.95 47.42 50.03
0595
Assistant Fire Marshal
Fire Marshal MEO595
48.33
60.49
50.99
63.82
53.79
67.33
56.76
71.02
59.86
74.93
0057 Assistant to the City Manager MEO057 50.55 53.32 56.26 59.35 62.62
0123 Associate Civil Engineer MEO123 43.75 46.15 48.69 51.37 54.20
0071 Associate Planner MEO071 41.00 43.24 45.62 48.14 50.79
0569 Beach Maint Operations Mgr MEO569 52.61 55.50 58.55 61.77 65.16
0044 Beach Operations Supervisor MEO044 43.11 45.47 47.97 50.61 53.40
0064 Budget Analyst Senior MEO064 41.62 43.90 46.33 48.87 51.56
0598 Building Manager MEO598 60.49 63.82 67.33 71.02 74.93
0024 City Engineer MEO024 68.87 72.67 76.66 80.87 85.33
0125 Code Enforcement Supervisor MEO125
42.88
55.01
45.24
58.04
47.72
61.23
50.35
64.59
53.13
68.14
0471 Community Relations Officer MEO471 46.91 49.48 52.21 55.07 58.10
0353 Community Services Manager MEO353 52.61 55.50 58.55 61.77 65.16
0097 Construction Manager MEO097 52.61 55.50 58.55 61.77 65.16
0085 Contract Administrator MEO085 44.85 47.32 49.92 52.67 55.56
0081 Deputy City Attorney I MEO081 43.75 46.15 48.69 51.37 54.20
0080 Deputy City Attorney II MEO080 52.61 55.50 58.55 61.77 65.16
0079 Deputy City Attorney III MEO079 60.49 63.82 67.33 71.02 74.93
0068 Deputy City Engineer MEO068 58.69 61.92 65.34 68.93 72.72
0571 Deputy Dir of Econ Development MEO571 59.60 62.87 66.33 69.99 73.83
0486 Detention Administrator MEO486 43.33 45.71 48.21 50.86 53.66
211
MANAGEMENT EMPLOYEES’ ORGANIZATION
EXHIBIT A – SALARY SCHEDULE
0621 Econ Development Manager MEO621 55.01 58.04 61.23 64.59 68.14
0039 Econ Development Proj Mgr MEO039 47.84 50.48 53.25 56.17 59.26
0580 Energy Project Manager MEO580 47.84 50.48 53.25 56.17 59.26
0923 Environmental Services Manager MEO923 47.84 50.48 53.25 56.17 59.26
0474 Facilities, Devel & Conc Mgr MEO474 50.05 52.80 55.70 58.76 61.99
0050 Facilities Maint Supervisor MEO050 43.11 45.47 47.97 50.61 53.40
0879 Finance Manager - Accounting MEO879 54.20 57.17 60.33 63.65 67.14
0889 Finance Manager - Budget MEO889 54.20 57.17 60.33 63.65 67.14
0899 Finance Manager - Fiscal Services MEO899 54.20 57.17 60.33 63.65 67.14
0869 Finance Manager - Treasury MEO869 54.20 57.17 60.33 63.65 67.14
0131 Fire Medical Coordinator MEO131 42.65 45.00 47.49 50.09 52.86
0130
Fire Protection Analyst
Deputy Fire Marshal MEO130 42.65 45.00 47.49 50.09 52.86
0590 Fleet Operations Supervisor MEO590 43.11 45.47 47.97 50.61 53.40
0581 General Services Manager MEO581 58.13 61.32 64.70 68.25 71.99
0498 GIS Manager MEO498 55.57 58.63 61.84 65.26 68.84
0043 Housing Manager MEO043 55.01 58.04 61.23 64.59 68.14
0006 Human Resources Manager MEO006
57.26
59.28
60.40
62.56
63.72
65.99
67.23
69.62
70.93
73.45
0489
Info Technology Mgr-
Infrastructure MEO489 55.57 58.63 61.84 65.26 68.84
0200 Info Technology Mgr-Operations MEO200 55.57 58.63 61.84 65.26 68.84
0500 Info Technology Mgr-Systems MEO500 59.60 62.87 66.33 69.99 73.83
0075 Inspection Manager MEO075 53.37 56.32 59.42 62.69 66.14
0073 Inspection Supervisor MEO073 45.53 48.03 50.67 53.46 56.40
0251 Investigator MEO251 37.08 39.13 41.29 43.56 45.95
0158 Landscape Architect MEO158 42.65 45.00 47.49 50.09 52.86
0049 Landscape Maint Supervisor MEO049 43.11 45.47 47.97 50.61 53.40
0572 Liability Claims Coordinator MEO572 38.99 41.13 43.40 45.80 48.31
0623 Operations Manager MEO623 68.87 72.67 76.66 80.87 85.33
0030 Maintenance Operations Mgr MEO030 58.13 61.32 64.70 68.25 71.99
0490 Network Systems Administrator MEO490 49.78 52.53 55.41 58.47 61.69
212
MANAGEMENT EMPLOYEES’ ORGANIZATION
EXHIBIT A – SALARY SCHEDULE
903
Parks Development Facilities
Project Coordinator MEO903 41.00 43.24 45.62 48.14 50.79
0443 Payroll Systems Analyst MEO443 45.53 48.03 50.67 53.46 56.40
0098 Permit & Plan Check Manager MEO098
60.49
55.01
63.82
58.04
67.33
61.23
71.02
64.59
74.93
68.14
0209 Permit & Plan Check Supervisor MEO209 42.88 45.24 47.72 50.35 53.13
0453 Personnel Analyst MEO453 37.47 39.53 41.70 43.99 46.42
0060 Personnel Analyst Principal MEO060 46.91 49.48 52.21 55.07 58.10
0464 Personnel Analyst Senior MEO464 42.65 45.00 47.49 50.09 52.86
0099 Plan Check Engineer MEO099 51.06 53.86 56.82 59.96 63.25
0444 Planning Manager MEO444 55.57 58.63 61.84 65.26 68.84
0625 Police Admin Division Srvcs Mgr MEO625 60.49 63.82 67.33 71.02 74.93
0594 Police Admin Services Manager MEO594 48.33 50.99 53.79 56.76 59.86
0022 Police Communications Manager MEO022 43.33 45.71 48.21 50.86 53.66
0094 Police Records Administrator MEO094 43.33 45.71 48.21 50.86 53.66
0028 Principal Accountant MEO028 44.18 46.62 49.17 51.88 54.73
0096 Principal Civil Engineer MEO096 57.85 61.02 64.38 67.92 71.65
0072 Principal Electrical Inspector MEO072 41.41 43.70 46.09 48.63 51.30
896 Principal Finance Analyst MEO0896 47.84 50.48 53.25 56.17 59.26
0076 Principal Inspector Plb/Mech MEO076 41.41 43.70 46.09 48.63 51.30
0482 Principal Librarian MEO482 41.20 43.47 45.86 48.39 51.05
0074 Principal Planner MEO074 52.86 55.77 58.83 62.08 65.48
0579 Project Manager MEO579 47.84 50.48 53.25 56.17 59.26
0037 Project Manager Assistant MEO037 41.00 43.24 45.62 48.14 50.79
0496 Public Safety Systems Manager MEO496 56.41 59.51 62.78 66.23 69.87
0497 Public Safety Systems Supv MEO497 54.47 57.47 60.63 63.95 67.48
0839 Real Estate & Project Manager MEO839 47.84 50.48 53.25 56.17 59.26
0619 Risk Management Analyst MEO619 37.47 39.53 41.70 43.99 46.42
0054 Risk Manager MEO054 55.01 58.04 61.23 64.59 68.14
0069 Senior Civil Engineer MEO069 48.83 51.51 54.34 57.33 60.48
0484 Senior Deputy City Attorney MEO484 63.59 67.09 70.77 74.65 78.77
868 Senior Finance Analyst MEO868 45.49 47.99 50.62 53.41 56.35
213
MANAGEMENT EMPLOYEES’ ORGANIZATION
EXHIBIT A – SALARY SCHEDULE
499 Senior Info Technology Analyst MEO499 49.55 52.28 55.14 58.18 61.38
0627 Senior Info Technology Manager MEO627 63.20 66.68 70.35 74.22 78.30
0077 Senior Librarian MEO077 35.47 37.43 39.49 41.65 43.94
0036 Senior Planner MEO036 47.84 50.48 53.25 56.17 59.26
0575 Senior Sprvsr Cultural Affairs MEO575 40.40 42.61 44.95 47.42 50.03
0578 Senior Sprvsr Human Services MEO578 40.40 42.61 44.95 47.42 50.03
0519 Senior Risk Management Analyst MEO519 42.65 45.00 47.49 50.09 52.86
0034 Senior Traffic Engineer MEO034 48.83 51.51 54.34 57.33 60.48
0333 Senior Trial Counsel MEO333 68.87 72.67 76.66 80.87 85.33
0457 Special Events Coordinator MEO457 34.09 35.97 37.94 40.03 42.23
0488 Street Maint Supervisor MEO488 43.11 45.47 47.97 50.61 53.40
0133 Supervisor, Prkng & Cmping Fac MEO133 40.40 42.61 44.95 47.42 50.03
0033 Transportation Manager MEO033 60.19 63.49 66.99 70.67 74.56
0051 Tree Maintenance Supervisor MEO051 43.11 45.47 47.97 50.61 53.40
0483 Utilities Manager MEO483 59.28 62.56 65.99 69.62 73.45
0487 Wastewater Supervisor MEO487 43.11 45.47 47.97 50.61 53.40
0052 Water Distribution Supervisor MEO052 43.11 45.47 47.97 50.61 53.40
0624
Water Distribution
Superintendent MEO624 47.84 50.48 53.25 56.17 59.26
0053 Water Production Supervisor MEO053 43.11 45.47 47.97 50.61 53.40
0056 Water Quality Supervisor MEO056 43.11 45.47 47.97 50.61 53.40
214
215
216
217
218
219
RESOLUTION NO. 2016-50
A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF HUNTINGTON BEACH
MODIFYING SALARY AND BENEFITS FOR NON-REPRESENTED EMPLOYEES
INCLUDING THE ELECTED CITY ATTORNEY, CITY CLERK, AND CITY TREASURER
WHEREAS, the City Council of the City of Huntington Beach desires to modify the
salary and benefits for Non-Represented Employees upon adoption of this Resolution.
NOW, THEREFORE, the City Council of the City of Huntington Beach does hereby
resolve as follows:
SECTION 1. Salaries and Benefits for Non-Represented employees shall be as reflected
in Exhibit "A", attached hereto and incorporated by this reference.
SECTION 2. The salary range for the elected City Attorney, City Clerk and City
Treasurer shall be modified as reflected in the Non-Associated Executive Management Salary
Schedule—Exhibit 1.
SECTION 3. Benefits for the elected City Attorney, City Clerk and City Treasurer shall
be as reflected in Exhibit "A", attached hereto and incorporated by this reference.
SECTION 4. Resolution 2007-6, Resolution 2010-106, and Resolution 2014-94 are
hereby repealed.
SECTION 5. Any existing provisions in conflict with the foregoing, whether by minute
action or resolution of the City Council, are hereby repealed.
SECTION 6. All other benefits and salary ranges established and reflected in the Non-
Associated Employees Pay and Benefits Resolution 2016-50, shall continue unless modified by
City Council action.
RLS 6/27/16/16-5325/138993/MV 1
837220
PASSED AND ADOPTED by the City Council of the City of Huntington Beach at a
regular meeting thereof held on the 8"i6day of L.-7-4=e , 2016.
RLS 6/27/16/16-5325/138993/MV 2
838221
6 -SOLI-L770,1) .20/e &,‹,6/
NON-ASSOCIATED EMPLOYEES PAY AND BENEFITS RESOLUTION
EXHIBIT A - NON-ASSOCIATED EMPLOYEES PAY AND BENEFIT
PROVISION 1
SECTION I PAY 1
A. SALARY SCHEDULE 1
B. DIRECT DEPOSIT 1
C. ASSIGNED VEHICLE/AUTO ALLOWANCE 1
1. Department Heads 1
D. Deferred Compensation 1
SECTION II— HOURS OF WORK/OVERTIME/TIME OFF 1
A. EXECUTIVE LEAVE 1
B. FLEXIBLE AND ALTERNATIVE WORK SCHEDULES 2
1. 5/40 Work Schedule 2
2. 9/80 Work Schedule 2
3. Alternative Work Schedule 2
SECTION III — HEALTH AND OTHER INSURANCE BENEFITS 2
A. HEALTH INSURANCE 2
1. Medical, Dental and Vision Insurance 2
2. City and Employee Paid Health Insurance 2
3. Medical Cash Out 4
4. Section 125 Plan 4
B. LIFE AND ACCIDENTAL DEATH AND DISMEMBERMENT INSURANCE 4
C. LONG-TERM DISABILITY INSURANCE 4
D. CITY-PAID PHYSICAL EXAMINATIONS 5
E. MISCELLANEOUS 5
F. RETIREE MEDICAL COVERAGE FOR RETIREES NOT ELIGIBLE FOR THE CITY MEDICAL
RETIREE SUBSIDY PLAN 5
G. POST-65 SUPPLEMENTAL MEDICARE COVERAGE 6
SECTION IV — RETIREMENT 6
A. BENEFITS 6
1. Self-Funded Supplemental Retirement Benefit 6
2. Medical Insurance for Retirees 6
B. PUBLIC EMPLOYEES' RETIREMENT SYSTEM CONTRIBUTIONS AND REPORTING 7
1. Miscellaneous Unit Members 7
2. Safety Unit Members 7
3. IRS Code 414(h)(2) 8
4. Pre-Retirement Optional Settlement 2 Death Benefit 8
5. Fourth Level of 1959 Survivor Benefits 8
6. VEBA Plan Requirements 8
SECTION V — LEAVE BENEFITS 10
Exhibit "A" to Non-Associated Resolution No. 2016-50
Item 25. - 5 HB -656
839222
NON-ASSOCIATED EMPLOYEES PAY AND BENEFITS RESOLUTION
A. GENERAL LEAVE 10
1. Accrual 10
2. Eligibility and Approval 10
3. Leave Benefit Entitlements 10
4. Conversion to Cash 10
B. HOLIDAYS AND PAY PROVISIONS 11
C. SICK LEAVE 11
1. Accrual 11
2. Credit 12
3. Usage 12
4. Payoff at Termination 12
D. BEREAVEMENT LEAVE 13
E. VOLUNTARY CATASTROPHIC LEAVE DONATION PROGRAM 13
SECTION VI — RETIREE SUBSIDY MEDICAL PLAN 13
SECTION VII - MISCELLANEOUS 13
A. COLLECTION OF PAYROLL OVERPAYMENTS 13
B. UNIFORMS AND CALPERS REPORTING 14
EXHIBIT 1 - NON-ASSOCIATED SALARY SCHEDULE 15
EXHIBIT 2 - RETIREE MEDICAL PLAN 16
EXHIBIT 3 - 9/80 WORK SCHEDULE 20
EXHIBIT 4- VOLUNTARY CATASTROPHIC LEAVE DONATION 22
Exhibit "A" to Non-Associated Resolution No. 2016-50 ii
HB 657 Item 25. -6 840223
NON-ASSOCIATED EMPLOYEES PAY AND BENEFIT PROVISIONS
EXHIBIT A
SECTION I — PAY
A. Salary Schedule
1. All current Non-Associated employees shall receive the salaries as identified in Exhibit
1.
2. The City Council shall set the salaries of the elected executive management positions
identified in Exhibit 1, at any rate within the designated salary range.
3. The City Manager is authorized to set the salaries of the non-elected executive
management positions identified in Exhibit 1 at any rate at or below the control point of
the designated salary range. The City Manager is authorized to increase the salary by
any percentage not greater than 5% based upon performance at annual review and
market data. However, no salary for a new employee may be set above the control
point at any time without City Council approval.
B. Direct Deposit
All Non-Associated employees are required to utilize direct deposit of payroll checks.
C. Assigned Vehicle/Auto Allowance
1. Department Heads
Appointed Department Heads and the City Clerk, City Treasurer, and City Attorney shall
have the option of an assigned City vehicle or an auto allowance in the amount of two
hundred thirty dollars and seventy-seven cents ($230.77) per bi-weekly pay period plus
reimbursement of out-of-town travel at the approved mileage rate.
D. Deferred Compensation
Effective the beginning of the pay period following City Council approval of this resolution,
each employee covered by this resolution, including the City Attorney, City Clerk and City
Treasurer, shall receive a one-time deposit to the employee's 457 Deferred Compensation
account in the amount of $3,800.00.
1. This shall be a single, one-time only deposit. All appropriate Federal and State legal
mandates regarding the tax-treatment of this one-time deposit shall apply.
SECTION II — HOURS OF WORK/TIME OFF
A. Executive Leave
Non-Associated exempt employees shall not be eligible for overtime compensation.
Exempt department heads shall be credited with eighty (80) hours of executive leave per
calendar year.
Item 25. - 7 "A" to Non-Associated Resolution No. 2016-50
HB -658
841224
NON-ASSOCIATED EMPLOYEES PAY AND BENEFITS RESOLUTION
B. Flexible and Alternative Work Schedules
1. 5/40 Work Schedule
The 5/40 work schedule shall be defined as working five (5) eight (8) hour days Monday
through Friday each week with a one-hour lunch during each work shift, totaling a forty
(40) hours work week.
2. 9/80 Work Schedule
The 9/80 work schedule, as outlined in Exhibit 3, shall be defined as working nine (9)
days for eighty (80) hours in a two week pay period by working eight (8) days at nine (9)
hours per day and working one (1) day for eight (8) hours (Friday), with a one-hour
lunch during each work shift, totaling forty (40) hours in each FLSA designated work
week. The 9/80 work schedule shall not reduce service to the public, departmental
effectiveness, productivity and/or efficiency as determined by the City Manager or
designee.
3. Alternative Work Schedule
Non-associated employees may elect any alternative work schedule approved by the
City Manager or designee.
SECTION III — HEALTH AND OTHER INSURANCE BENEFITS
A. Health Insurance
1. Medical, Dental and Vision Insurance
The City shall continue to make group medical, dental and vision benefits available to
all Non-Associated employees.
2. City and Employee Paid Health Insurance
The City and the employee shall pay for health insurance premiums for employees and
qualified dependent(s) effective the first of the month following the employee's hire
date. The employee payroll deduction for premium contributions shall be deducted on
a pre-tax basis.
Such deductions shall be aligned with the effective date of coverage and the ending
date of coverage upon employment separation. The employee's payroll deduction
amount shall begin no later than the beginning of the first full pay period following the
effective date of coverage and pro-rated for coverage through the end of the month in
which employment was separated.
Exhibit "A" to Non-Associated Resolution No. 2016-50 HB -659- Item 25. - 8 842225
NON-ASSOCIATED EMPLOYEES PAY AND BENEFITS RESOLUTION
i. Health Plan Employee and Employer Contributions Chart for Non-Safety
Classifications in EXHIBIT 1
City of Huntington Beach
2016 Health Premiums and Contributions
Effective pay period following final City Council approval
Non -Associated/Non -Safety
Plan IJ Tier Mo thly
Pre p m ium
Employer
Monthly
Contribution
Employee
Monthly
Contribution
Employee
Bi-Weekly
Contribution
Kaiser
Single 466.65 466.65 0.00 0.00
Two-Party 1,022.11 974.36 47.75 22.04
Family 1,343.90 1,170.04 173.86 80.24
Blue Shield HMO
Single 671.00 640.76 30.24 13.96
Two-Party 1,466.00 974.36 491.64 226.91
Family 1,896.00 1,170.04 725.96 335.06
Blue Shield PPO
Single 736.00 736.00 0.00 0.00
Two-Party 1,555.00 1,135.78 419.22 193.49
Family 1,927.00 1,314.31 612.69 282.78
Delta Dental PPO
Single 58.10 45.02 13.08 6.04
Two-Party 108.60 85.91 22.69 10.47
Family 143.20 122.18 21.02 9.70
Delta Care HMO
Single 30.11 30.11 0.00 0.00
Two-Party 51.19 51.19 0.00 0.00
Family 78.29 78.29 0.00 0.00
VSP Vision
Single 25.12 0.00 25.12 11.59
Two-Party 25.12 0.00 25.12 11.59
Family 25.12 0.00 25.12 11.59
Medical Opt-Out: $466.65 per month ($215.38 bi-weekly)
ii. "Safety Member" Health Premiums - Employer Contribution
Employees that are classified as "safety member" by the California Public Employees'
Retirement System (CalPERS) may have access to the medical plans offered by
CalPERS as contracted by the City. In accordance with eligibility provisions, the
Police Chief and the Fire Chief may elect to enroll in the CalPERS health insurance
program offered by the City.
The City's maximum monthly employer contributions for the CalPERS health
insurance program is set forth in the current City of Huntington Beach Non-
Associated Safety Health Premiums and Contributions Chart. The amounts listed
therein include the mandated Public Employees' Medical and Hospital Care Act
(PEMHCA) contribution.
Item 25. - 9 "A" to Non-Associated Resolution No. 2016-50 1113 -660
843226
NON-ASSOCIATED EMPLOYEES PAY AND BENEFITS RESOLUTION
iii. Employees shall not be entitled to the difference between the employer contribution
and the premiums for insurance plan(s) selected by the employee.
iv. Future Premiums
The City "caps" its contributions toward monthly group medical, dental and vision
plan premiums by category (EE, EE + 1, and EE + 2 or more) as outlined in sections
i and ii above.
The City agrees to increase the contribution toward monthly group medical by $200
per plan, per tier, effective following City Council approval of this resolution.
The employee and employer contributions rates set forth in sections i and ii above
shall remain in effect in 2017 and beyond unless otherwise modified by a successor
Non-Associated Resolution. Employee and City Contributions subject to change as
a result of City Council approval.
The City's contribution caps for dental and vision in effect as of August 1, 2014 shall
not be increased.
The City's contribution caps will remain in place, even if premium increases result in
these additional costs being borne by the employee.
3. Medical Cash Out
If an employee is covered by a medical program outside of a City-provided program
(evidence of which must be supplied to Human Resources), the employee may elect to
discontinue City medical coverage and receive the monthly value of the City's
contribution to the lowest cost employee-only medical plan paid bi-weekly.
4. Section 125 Plan
Employees shall be eligible to participate in a City-approved Section 125 Flexible
Spending Account Plan the same as all other eligible employees, as provided by IRS
law. This plan allows employees to use pre-tax salary to pay for regular childcare,
adult dependent care and/or medical expenses.
B. Life and Accidental Death and Dismemberment Insurance
Each Non-Associated employee shall be provided with $50,000 life insurance and $50,000
accidental death and dismemberment insurance paid for by the City. Each employee shall
have the option, at his/her own expense, to purchase additional amounts of life insurance and
accidental death and dismemberment insurance to the extent provided by the City's current
providers. Evidence of insurability is contingent upon total participation in additional amounts.
C. Long-Term Disability Insurance
This program provides benefits for each incident of illness or injury after a waiting period of
thirty (30) calendar days during which the Non-Associated employee may use accumulated sick
leave, general leave, executive leave pay. Subsequent to the thirty-(30) day waiting period, the
employee will be covered by an insurance plan paid for by the City providing sixty-six and two-
thirds percent (66 2/3%) of the first $12,500 of the employee's basic monthly earnings up to a
maximum monthly benefit of $8,332.50. The maximum benefit period for disability due to injury
or illness shall be to age sixty-five (65).
Exhibit "A" to Non-Associated Resolution No. 2016-50 HB -661- Item 25. - 10 844227
NON-ASSOCIATED EMPLOYEES PAY AND BENEFITS RESOLUTION
Days and months refer to calendar days and months. Benefits under the plan are integrated
with sick leave, Worker's Compensation, Social Security and other non-private program
benefits to which the employee may be entitled. Disability is defined as: "The inability to
perform all of the duties of regular occupation during two years and thereafter the inability to
engage in any employment or occupation, for which he/she is fitted by reason of education,
training or experience." Rehabilitation benefits are provided in the event the individual, due to
disability, must engage in other occupation. Survivor's benefits continue the plan payment for
three (3) months beyond death. A copy of the plan is on file in the Human Resources
Department.
D. City-Paid Physical Examinations
Non-Associated employees shall be provided, once every two years, with a City-paid physical
examination comparable to the current pre-placement class physical examination or reimbursed
the amount authorized for said physical examination. No more than one-half of the eligible
employees shall receive examinations in any one fiscal year. Said exam shall be
comprehensive in nature and shall include:
1. A complete medical history, physical exam and review of results by physician.
2. Health testing including vision, hearing, breathing, chest x-ray and stress EKG.
3. Laboratory test including standard chemical test, blood count, HDL, urinalysis and stool
test for blood.
E. Miscellaneous
When a Non-Associated employee is on a leave of absence without pay for reason of medical
disability, the City shall maintain the City-paid insurance premiums during the period the
employee is in a non-pay status for the length of said leave, not to exceed twenty-four (24)
months.
F. Retiree Medical Coverage for Retirees Not Eligible for the City Medical Retiree Subsidy Plan
Employees who retire from the City after January 1, 2004, and are granted a retirement
allowance by the California Public Employees' Retirement System and are not eligible for the
City's Retiree Subsidy Medical Plan may choose to participate in City-sponsored medical
insurance plans until the first of the month in which they turn age sixty-five (65).
The retiree shall pay the full premium for City-sponsored medical insurance for themselves
and/or qualified dependents without any City subsidy.
Employees who retire from the City and receive a retirement allowance from the California
Public Employees' Retirement System and are not eligible for the City's Retiree Subsidy
Medical Plan and choose not to participate in City-sponsored medical insurance upon
retirement permanently lose eligibility for this insurance.
However, if a retiree who is not eligible for the City's Retiree Subsidy Medical Plan chooses not
to participate in City-sponsored medical insurance plans because the retiree has access to
other group medical insurance, and subsequently loses eligibility for that group medical
insurance, the retiree and their qualified dependents will have access to City-sponsored
medical insurance plans reinstated.
Item 25. -
"to Non-Associated Resolution No. 2016-50 HB -662
845228
NON-ASSOCIATED EMPLOYEES PAY AND BENEFITS RESOLUTION
Eligibility for Retiree Medical Coverage terminates the first of the month in which the retiree or
qualified dependent turns age sixty-five (65).
G. Post-65 Supplemental Medicare Coverage
Retirees who are participating in the Retiree Subsidy Medical Plan as of January 1, 2004 and
all future retirees who meet the criteria to participate in City-sponsored medical insurance, with
or without the Retiree Medical Subsidy Plan, may participate in City-sponsored medical
insurance plans that are supplemental to Medicare, after a contract is in place between the City
and a health insurance provider.
A retiree or qualified dependent must choose to participate in City-sponsored medical insurance
plans that are supplemental to Medicare beginning the first of the month in which the retiree or
qualified dependent turns age sixty-five (65).
The retiree shall pay the full premium to participate in City-sponsored medical insurance plans
that are supplemental to Medicare for themselves or qualified dependents without any City
subsidy.
Retirees or qualified dependents, upon turning age 65, who choose not to participate in the
City-sponsored medical insurance plans that are supplemental to Medicare permanently lose
eligibility for t this insurance.
SECTION IV — RETIREMENT
A. Benefits
1. Self-Funded Supplemental Retirement Benefit
In the event a Non-Associated employee member elects Option #1, #2, #2W, #3, #3W or
#4 of the Public Employees' Retirement law, the City shall pay the difference between
such elected option and the unmodified allowance which the member would have
received for his or her life alone as provided in California Government Code sections
21455, 21456, 21457, and 21548 as said referenced Government Code sections exist as
of the date of this agreement. This payment shall be made only to the member (Non-
Associated employee), shall be payable by the City during the life of the member, and
upon that member's death, the City's obligation shall cease. Unless previously excluded
by employment or resolution, eligibility for this benefit is limited to employees hired before
December 27, 1997.
2. Medical Insurance for Retirees
a. Upon retirement, whether service or disability connected, each Non Associated
employee shall be entitled to cause self, spouse and dependents to participate fully
in the City's group health insurance program at the equivalent of the City's group
premium rate in accordance with the provisions specified by Consolidated Omnibus
Budget Reconciliation Act of 1985 (COBRA). Such participation shall be at
employee's expense and upon terms, conditions and restrictions currently in effect.
Exhibit "A" to Non-Associated Resolution No. 2016-50 HB 663 Item 25. - 12 846229
NON-ASSOCIATED EMPLOYEES PAY AND BENEFITS RESOLUTION
b. As an alternative to the benefit described in paragraph IV.A.2.a above, the City will
provide a financial contribution towards the cost of retiree medical premiums as
described in Section VI.
B. Public Employees' Retirement System Contributions and Reporting
1. Miscellaneous Members
a. The City shall provide all miscellaneous employees described as "classic members
by the Public Employees' Pension Reform Act of 2013 — "PEPRA" with that certain
retirement program commonly known and described as the "2.5% at age 55 plan"
which is based on the retirement formula as set forth in the California Public
Employees' Retirement System (CalPERS), Section 21354 of the California
Government Code.
b. Miscellaneous bargaining unit "classic members" shall pay to CalPERS as part of
the required member retirement contribution eight percent (8%) of pensionable
income. This provision shall not sunset.
c. The City shall contract with CalPERS to have retirement benefits calculated based
upon the "classic" employee's highest one year's compensation, pursuant to the
provisions of Section 20042 (highest single year).
d. The obligations of the City and the retirement rights of employees as provided in this
Article shall survive the term of this resolution.
e. For "New" Members within the meaning of the California Public Employees' Pension
Reform Act of 2013.
1) New Members shall be governed by the two percent at age 62 (2% @ 62)
retirement formula set forth in Government Code section 7522.20.
2) Final compensation will be based on the highest annual average compensation
earnable during the 36 consecutive months immediately preceding the effective
date of his or her retirement, or some other 36 consecutive month period
designated by the member.
3) Effective January 1, 2013, "new" members as defined by PEPRA and
determined by CalPERS, shall contribute one half (50%) of the normal cost as
established by CalPERS.
2. Safety Members
a. The City shall provide all safety employees described as "classic" members by the
Public Employees' Pension Reform Act of 2013 — "PEPRA" with that certain
retirement program commonly known and described as the "3% at age 50 plan"
which is based on the retirement formula as set forth in the California Public
Employees' Retirement System (CalPERS), Section 21362.2 of the California
Government Code.
Item 25. - 13 "to Non-Associated Resolution No. 2016-50 HB -664
847230
NON-ASSOCIATED EMPLOYEES PAY AND BENEFITS RESOLUTION
b. All safety employees described as "classic" members shall pay to CalPERS as part
of the required member retirement contribution nine percent (9%) of pensionable
income. This provision shall not sunset.
c. The City shall contract with CalPERS to have retirement benefits calculated based
upon the "classic" employee's highest one year's compensation, pursuant to the
provisions of Section 20042 (highest single year).
d. The obligations of the City and the retirement rights of employees as provided in this
Article shall survive the term of this resolution.
e. For "New" Members within the meaning of the California Public Employees' Pension
Reform Act of 2013.
1) New Members shall be governed by the two and seven tenths percent at age
57 (2.7% @ 57) retirement formula set forth in Government Code section
7522.25(d)
2) Final compensation will be based on the highest annual average compensation
earnable during the 36 consecutive months immediately preceding the effective
date of retirement, or some other 36 consecutive month period designated by
the member.
3) Effective January 1, 2013, "new" members as defined by PEPRA and
determined by CalPERS, shall contribute one half (50%) of the normal cost, as
established by CalPERS.
3. IRS Code Section 414(h)(2)
The City has adopted the CalPERS Resolution in accordance with IRS Code section
414(h)(2) to ensure that both the employee contribution and the City pickup of the
required member contribution are made on a pre-tax basis. However, ultimately, the tax
status of any benefit is determined by the law.
4. Pre-Retirement Optional Settlement 2 Death Benefit
Non-Associated employees shall be covered by the Pre-Retirement Optional Settlement
2 Death Benefit as identified in Section 21548 of the California Government Code when
approved by the City Council.
5. Fourth Level of 1959 Survivor Benefits
Non-Associated employees shall be covered by the Fourth Level of the 1959 Survivor
Benefit as identified in Section 21574 of the California Government Code.
6. VEBA Plan Requirements
a. Eligibility Defined
Effective December 23, 2009, all eligible Unrepresented Management Employees
with 25 years of continuous service to the City of Huntington Beach will participate in
the Plan. An eligible employee is an employee who works twenty (20) or more
hours per week and receives benefits.
Exhibit "A" to Non-Associated Resolution No. 2016-50 HI3 -665- Item 25. - 14 848231
NON-ASSOCIATED EMPLOYEES PAY AND BENEFITS RESOLUTION
b. Employee Contributions
c. Leave Payout
Each eligible unrepresented management employee shall designate all leave
payouts to be rolled over to his/her VEBA Plan account based on the established
range upon separation from City employment.
d. Participant Account
A separate account is maintained for each contributing eligible unrepresented
management employee, which documents the employee's contributions and
disbursements. Contributions to a VEBA plan account as well as any disbursements
to cover nonreimbursed, post-tax medical care expenses are both tax free. Eligible
benefits subject to reimbursement by the Plan shall be limited to long-term care
expenses and nonreimbursed medical premiums, co-pays, prescribed drug
expenses and other medical care costs as that term is defined by the Internal
Revenue Code Section 213.
e. Administrative Fees
Any Plan administrative fees will be deducted from interest on the total Plan
investments.
An eligible unrepresented management employee's Plan account is subject to a
monthly administrative fee for expenses related to recordkeeping, claims
processing, and claims reimbursement. The fee will first be deducted from interest
on total plan investments, and then deducted, if necessary, from the employee's
individual account.
f. Dispute Resolution
This Resolution and any disputes arising under or in connection with this Resolution
shall not be subject to any dispute resolution procedures in the City's Personnel
Rules, nor shall this Resolution and any such dispute relating thereto be subject to
the jurisdiction of the City's Personnel Board for any reason whatsoever.
g. Indemnification
All Unrepresented Management Employees agree to indemnify and hold the City of
Huntington Beach harmless against any claims made of any nature and against any
suit instituted against the City arising from this Resolution, including, but not limited
to, claims arising from an employee's participation in VEBA or from any salary
reduction initiated by the City for VEBA contributions.
Item 25. - 15 ." to Non-Associated Resolution No. 2016-50 HB -666
849232
NON-ASSOCIATED EMPLOYEES PAY AND BENEFITS RESOLUTION
SECTION V — LEAVE BENEFITS
A. General Leave
1. Accrual
Employees will accrue General Leave at the accrual rates outlined below. General leave
may be used for any purpose, including vacation, sick leave, and personal leave.
General leave for non-associated employees shall be accrued as follows:
Years of Service Annual General Leave
Allowance
Biweekly General Leave
Allowance
First through Fourth Year 176 hours 6.77
Fifth through Ninth Year 200 hours 7.69
Tenth through Fourteenth Year 224 hours 8.62
Fifteenth Year and Thereafter 256 hours 9.85
2. Eligibility and Approval
General leave must be pre-approved except for illness, injury or family sickness, which
may require a physician's statement for approval. General leave accrued time is to be
computed from hiring date anniversary. Employees shall not be permitted to take general
leave in excess of actual time earned. Employees shall not accrue general leave in
excess of six hundred forty (640) hours. Employees may not use their general leave to
advance their separation date on retirement or other separation from employment.
3. Leave Benefit Entitlements
The City shall comply with all State and Federal leave benefit entitlement laws. An
eligible employee on an approved leave shall be allowed to use applicable earned Sick
Leave, General Leave, or Executive Leave for family or personal health issues. For
more information on employee leave options contact the Human Resources Department.
4. Conversion to Cash
a. Pay Off at Termination
An employee shall be paid for unused general leave upon termination of
employment at which time such terminating employee shall receive compensation at
their current salary rate for all unused, earned general leave to which they are
entitled up to and including the effective date of their termination.
b. Conversion to Cash
Two times during each fiscal year, each permanent employee shall have the option
to convert into a cash payment or deferred compensation up to a total of one
hundred-twenty (120) general leave benefit hours per fiscal year. The employee
shall give payroll two (2) weeks advance notice of their decision to exercise such
option.
Exhibit "A" to Non-Associated Resolution No. 2016-50 HB -667 Item 25. -16 850233
NON-ASSOCIATED EMPLOYEES PAY AND BENEFITS RESOLUTION
c. One Week Minimum Vacation Requirement
The City Manager may require certain positions which handle money or transfer
funds to take a minimum of one week, (i.e., five consecutive work days) paid
vacation each calendar year.
d. Deferred Compensation Contribution at Time of Separation
The value of any unused earned leave benefits may be transferred to deferred
compensation at separation (including retirement), but only during the time that the
employee is actively employed with the City. The latest opportunity for such transfer
must be the beginning of the pay period prior to the employee's last day of
employment.
B. Holidays and Pay Provisions
1. Non-Associated employees shall receive the following legal holidays as of the first pay
period following adoption of the Non-Associated Resolution paid in full per the
employee's regularly scheduled work shift:
(1) New Year's Day (January 1)
(2) Martin Luther King Day (third Monday in January)
(3) Presidents Day (third Monday in February)
(4) Memorial Day (last Monday in May)
(5) Independence Day (July 4)
(6) Labor Day (first Monday in September)
(7) Veteran's Day (November 11)
(8) Thanksgiving Day (fourth Thursday in November)
(9) The Friday after Thanksgiving
(10) Christmas Day (December 25)
2. Any day declared by the President of the United States to be a national holiday or by the
Governor of the State of California to be a state holiday and adopted as an employee
holiday by the City Council of the City of Huntington Beach.
3. For Civic Center holiday closure purposes, holidays which fall on Sunday shall be
observed the following Monday, and those falling on Saturday shall be observed the
preceding Friday.
C. Sick Leave
1. Accrual
No employee shall accrue sick leave.
Item 25. - 17," to Non-Associated Resolution No. 2016-50 HB -668
851234
NON-ASSOCIATED EMPLOYEES PAY AND BENEFITS RESOLUTION
2. Credit
Employees assigned to Non-Associated shall carry forward their sick leave balance and
shall no longer accrue sick leave credit.
3. Usage
Employees may use accrued sick leave for the same purposes for which it was used
prior to December 25, 1999. Sick leave shall not be used to extend absences due to
work related (industrial) injuries or illnesses, this provision shall be added to Personnel
Rule 18.10.
4. Payoff at Termination
a. Non Associated employees with continuous service with the City since November
20, 1978, shall be entitled to the following sick leave payoff plan:
At involuntary termination by reason of disability, or by death, or by retirement,
employees shall be compensated at their then current rate of pay for seventy-five
percent (75%) of all unused sick leave accumulated as of July 1, 1972, plus fifty
percent (50%) of unused sick leave accumulated subsequent to July 1, 1972, up to a
maximum of seven hundred and twenty hours (720) of unused, accumulated sick
leave, except as provided in paragraph V.C.5.d below.
Upon termination for any other reason, employees shall be compensated at their
then current rate of pay for fifty percent (50%) of all unused accumulated sick leave,
up to a maximum of 720 hours of such accumulated sick leave.
b. Non-Associated employees hired after November 20, 1978 shall be entitled to the
following sick leave payoff plan:
Upon termination, all employees shall be paid, at their then current salary rate, for
twenty-five percent (25%) of unused, earned sick leave to 480 hours accrued, and
for thirty-five percent (35%) of all unused, earned sick leave in excess of 480 hours,
but not to exceed 720 hours, except as provided in paragraph V.C.2.c below.
c. Except as provided in paragraph V.C.5.d below, no Non-Associated employee shall
be paid at termination for more than 720 hours of unused, accumulated sick lave.
However, employees may utilize accumulated sick leave on the basis of "last in, first
out," meaning that sick leave accumulated in excess of the maximum for payoff may
be utilized first for sick leave, as defined in Personnel Rule 18-8.
d. Non-Associated employees who had unused, accumulated sick leave in excess of
720 hours as of July 5, 1980, shall be compensated for such excess sick leave
remaining on termination under the formulas described in paragraphs V.C.5.a and b
above. In no event shall any employee be compensated upon termination for any
accumulated sick leave in excess of the "cap" established by this paragraph (i.e.,
720 hours plus the amount over 720 hours existing on July 5, 1980). Employees
may continue to utilize sick leave accrued after that date in excess of such "cap" on
a "last in, first out" basis. To the extent that any such "capped" amount of excess
sick leave over 720 hours is utilized, the maximum compensable amount shall be
correspondingly reduced. (Example: Employee had 1,000 hours accumulated. Six
months after July 5, 1980, employee had accumulated another 48 hours. Employee
Exhibit "A" to Non-Associated Resolution No. 2016-50 HB 669- Item 25. - 18 852235
NON-ASSOCIATED EMPLOYEES PAY AND BENEFITS RESOLUTION
is then sick for 120 hours. Employee's maximum sick leave "cap" for compensation
at termination is now reduced by 72 hours to 928.)
D. Bereavement Leave
Employees shall be entitled to bereavement leave not to exceed twenty-four (24) hours in
each instance of death in the immediate family. Immediate family is defined as father,
mother, sister, brother, spouse, children, grandfather, grandmother, stepfather, stepmother,
step grandfather, step grandmother, grandchildren, stepsisters, stepbrothers, mother-in-law,
father-in-law, son-in-law, daughter-in-law, brother-in-law, sister-in-law, stepchildren, or
wards of which the employee is the legal guardian.
E. Voluntary Catastrophic Leave Donation Program
Under certain conditions, an employee may donate leave time to another employee in need.
The program is outlined in Exhibit 4.
SECTION VI — RETIREE SUBSIDY MEDICAL PLAN
An employee who has retired from the City shall be entitled to participate in the City-sponsored
medical insurance plans in accordance with the Retiree Subsidy Medical Plan as outlined in
Exhibit 2. Employees hired on or after December 1, 2009, shall not be eligible for this benefit.
SECTION VII — MISCELLANEOUS
A. Collection of Payroll Overpayments
In the event that a payroll overpayment is discovered and verified, and considering all
reasonable factors including the length of time that the overpayment was made and if and when
the employee could have reasonably known about such overpayment, the City shall take action
to collect from the employee the amount of overpayment(s). Such collection shall be processed
by payroll deduction over a reasonable period of time considering the total amount of
overpayment.
In the event the employee separates from employment during the collection period, the final
amount shall be deducted from the last payroll check of the employee. If applicable, the
balance due from the employee shall be communicated upon employment separation if the last
payroll check does not sufficiently cover the amount due the City.
It shall be the responsibility of the employee and the City to periodically monitor the accuracy of
compensation payments or reimbursements due to the possibility of a clerical oversight or error.
The City reserves the right to also collect compensation overpayments caused by or the result
of misinterpretation of a pay provision by non-authorized personnel. The interpretation of all
pay provisions shall be administered by the City Manager or designee and as adopted by the
City Council. Unauthorized compensation payments shall not constitute a past practice
(1/03/05).
Item 25. - 19'
" to Non-Associated Resolution No. 2016-50 HB -670
853236
NON-ASSOCIATED EMPLOYEES PAY AND BENEFITS RESOLUTION
B. Uniforms and CalPERS Reporting
The City provides uniforms to active duty employees in the classifications of Police Chief and
Fire Chief. These employees are required to wear a standard uniform for appearance,
uniformity, and public recognition purposes.
The City will report to the California Public Employees' Retirement System (CalPERS) the
average annual cost of uniforms as special compensation for each eligible employee in
accordance with Title 2, California Code of Regulations, Section 571(a)(5).
Exhibit "A" to Non-Associated Resolution No. 2016-50 FIB 671- Item 25. -20 854237
NON-ASSOCIATED EMPLOYEE PAY AND BENEFIT PROVISIONS
EXHIBIT 1
NON-ASSOCIATED EXECUTIVE MANAGEMENT SALARY SCHEDULE
EFFECTIVE SEPTEMBER 24, 2016 - 2.0% Increase
Job No. Description Pay
Grade
Starting
Point
Control
Point
High
Point
EXECUTIVE MANAGEMENT
0591 City Manager NA0591 NA NA 128.29
DEPARTMENT HEADS
0592 Assistant City Manager NA0592 85.82 95.51 106.32
0009 Director of Building & Safety NA0009 74.64 83.07 92.46
0014 Director of Community Services NA0014 74.64 83.07 92.46
0008 Director of Economic Development NA0008 74.64 83.07 92.46
0574 Director of Human Resources NA0574 74.64 83.07 _ 92.46
0479 Chief Information Officer NA0479 74.64 83.07 92.46
0007 Director of Library Services NA0007 69.94 77.85 86.66
0589 Community Development Director NA0589 80.82 89.97 100.13
0010 Director of Public Works NA0010 80,82 89.97 100.13
0518 Chief Financial Officer NA0518 80.82 89.97 100.13
0015 Fire Chief NA0015 85.82 106.31 95.51
0011 Police Chief NA0011 85.82 95.52 106.31
ELECTED OFFICIALS
0016 City Attorney NA0016 100.18 111.51 124.10
0017 City Clerk NA0017 69.94 77.85 86.66
ELECTED OFFICIALS PART-TIME
0018 City Treasurer - PART-TIME
NA0018 74.64
83.07
92.46
*Annual Salary Not to Exceed $51,812
CONTRACT NON-DEPARTMENT HEAD
Job No. Description Pay
Grade A B C D E
0593 Chief Assistant City Attorney NA0593 71.05 74.96 79.08 83.43 88.01
Historical changes to Non-Associated position titles:
Per Ordinance 3855 adopted on 1/19/10, Building & Safety Department duties were combined with the Planning
Department creating a new position of Director of Planning and Building.
Per Resolution 2010-106 adopted on 12/20/10 the City Treasurer was established as a part-time position.
Per Ordinance 3906 adopted on 2/7/11 amended the title of City Administrator to City Manager.
Per Ordinance 3959 adopted on 10/01/12, the position of Chief Assistant City Attorney was established.
Per Resolution 2012-95 adopted on 12/17/12 the title of Deputy City Manager was changed to Assistant City Manager.
Per Ordinance 4086 adopted 4/18/16: the position of Finance Director was changed to Chief Financial Officer, the Director
of Information Services was changed to Chief Information Officer and the Director of Planning and Building was changed to
Community Development Director.
Item 25. - 21" to Non-Associated Resolution No. 2016-50 HB -672
855238
NON-ASSOCIATED EMPLOYEES PAY AND BENEFITS RESOLUTION
EXHIBIT 2
RETIREE MEDICAL PLAN
An employee who has retired from the City shall be entitled to participate in the City sponsored
medical insurance plans and the City shall contribute toward monthly premiums for coverage in an
amount as specified in accordance with this Plan, provided:
A. At the time of retirement the employee has a minimum of ten (10) years of continuous full
time City service or is granted an industrial disability retirement; and
B. At the time of retirement, the employee is employed by the City; and
C. Following official separation from the City, the employee is granted a retirement allowance
by the California Public Employees' Retirement System.
The City's obligation to pay the monthly premium as indicated shall be modified downward
or cease during the lifetime of the retiree upon the occurrence of any one of the following:
1 On the first of the month in which a retiree or dependent reaches age 65 or
on the date the retiree or dependent can first apply and become eligible,
automatically or voluntarily, for medical coverage under Medicare (whether or
not such application is made) the City's obligation to pay monthly premiums
may be adjusted downward or eliminated. Benefit coverage at age 65 under
the City's medical plans shall be governed by applicable plan document.
2. In the event of the death of any employee, whether retired or not, the amount
of the retiree medical insurance subsidy benefit which the deceased
employee was receiving at the time of his/her death would be eligible to
receive if he/she were retired at the time of death, shall be paid on behalf of
the spouse or family for a period not to exceed twelve (12) months.
D. Schedule of Benefits
1. Minimum Eligibility for Benefits
With the exception of an industrial disability retirement, eligibility for benefits begins
after an employee has completed ten (10) years of continuous full time service with
the City of Huntington Beach. Said service must be continuous unless prior service
is reinstated at the time of his/her rehire in accordance with the City's Personnel
Rules. Employees hired on or after December 1, 2009 shall not be eligible for this
benefit.
2. Disability Retirees
Industrial disability retirees with less than ten (10) years of service shall receive a
maximum monthly payment toward the premium for health insurance of $121.
Payments shall be in accordance with the stipulations and conditions, which exist for
all retirees. Payment shall not exceed dollar amount, which is equal to the full cost
of premium for employee only.
3. Marital Status — Married retirees eligible for benefits under the Retiree Medical
Subsidy Plan may each receive the benefit earned pursuant to Section 4 —
Exhibit "A" to Non-Associated Resolution No. 2016-50 HB -673- Item 25. - 22 856239
NON-ASSOCIATED EMPLOYEES PAY AND BENEFITS RESOLUTION
Maximum Monthly Subsidy Payments, whether enrolled individually as the plan
enrollee or whether enrolled as a dependent on any City-sponsored medical plan.
a. In the case where a retiree is married to a City employee (active or retired)
who is not an unrepresented/non-associated employee or retiree, this
provision shall remain applicable.
b. This provision shall apply to State of California registered domestic partners
the same as married spouses.
4. Maximum Monthly Subsidy Payments
Payment amounts may be reduced each month as dependent eligibility ceases due
to death, divorce or loss of dependent child status. However, the amount shall not
be reduced if such reduction would cause insufficient funds needed to pay the full
premium for the employee and the remaining dependents. In the event no reduction
occurs and the remaining benefit premium is not sufficient to pay the premium
amount for the employee and the eligible dependents, said needed excess premium
amount shall be paid by the employee.
All retirees, including those retired as a result of disability whose number of years of
service prior to retirement, exceeds ten (10) years of continuous full time service,
shall be entitled to maximum monthly payment of premiums by the City for each
year of completed City service as follows:
Maximum Monthly Payment
for Retirements After:
Years of Service Subsidy
10 $121
11 136
12 151
13 166
14 181
15 196
16 211
17 226
18 241
19 256
20 271
21 286
22 300
23 315
24 330
25 344
Item 25. - 23' to Non-Associated Resolution No. 2016-50 HB -674
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NON-ASSOCIATED EMPLOYEES PAY AND BENEFITS RESOLUTION
MISCELLANEOUS PROVISIONS
A. Eligibility:
1. The effective start-up date of the Retiree Subsidy Medical Plan for the various
employee groups shall be the first of the month following retirement date.
2. A retiree may change plans, add dependents, etc., during annual open enrollment.
The Human Resources Department shall notify covered retirees of this opportunity
each year.
3. Years of service computed for the Retiree Subsidy Medical Plan are actual years of
completed service with the City of Huntington Beach.
B. Benefits:
1. The Retiree Subsidy Medical Plan includes any medical plan offered by the City to
active and/or retired unrepresented/non-associated employees and retirees.
2. City Plans are the primary payer for active employees age 65 and over, with
Medicare the secondary payer. Retirees age 65 and over have no City Plan options
and are eligible only for Medicare.
3. Premium payments are to be received at least one month in advance of the
coverage period.
C. Subsidies:
1. The subsidy payments will pay for:
a. The Retiree Subsidy Medical Plan.
b. HMO.
c. Part A of Medicare for those retirees not eligible for paid Part A.
2. Subsidy payments will not pay for:
a. Part B Medicare.
b. Any other employee benefit plan.
c. Any other commercially available benefit plan.
d. Medicare supplements
D. Medicare:
1. All persons are eligible for Medicare coverage at age 65. Those with sufficient credit
quarters of Social Security will receive Part A of Medicare at no cost. Those without
sufficient credited quarters are still eligible for Medicare at age 65, but will have to
pay for Part A of Medicare if the individual elects to take Medicare. In all cases, Part
B of Medicare is paid for by the participant.
Exhibit "A" to Non-Associated Resolution No. 2016-50 HB 675- Item 25. - 24 858241
NON-ASSOCIATED EMPLOYEES PAY AND BENEFITS RESOLUTION
2. When a retiree and his/her spouse are both 65 or over, and neither is eligible for
paid Part A of Medicare, the subsidy shall pay for Part A for each of them or the
maximum subsidy, whichever is less.
3. When a retiree at age 65 is eligible for paid Part A of Medicare and his/her spouse is
not eligible for paid Part A, the spouse shall not receive subsidy. When a retiree at
age 65 is not eligible for paid Part A of Medicare and his/her spouse who is also age
65 is eligible for paid Part A of Medicare, the subsidy shall be for the retiree's Part A
only.
E. Cancellation:
1. For retirees/dependents eligible for paid Part A of Medicare, the following
cancellation provisions apply:
a. Coverage for a retiree under the Retiree Subsidy Medical Plan will be eliminated
on the first day of the month in which the retiree reaches age 65. If such retiree
was covering dependents under the Plan, dependents will be eligible for COBRA
continuation benefits effective as of the retiree's 65th birthday.
b. Dependent coverage will be eliminated upon whichever of the following
occasions comes first:
1) After 36 months of COBRA continuation coverage, or
2) When the covered dependent reaches age 65 in the event such dependent
reaches age 65 prior to the retiree reaching age 65.
c. At age 65 retirees are eligible to make application for Medicare. Upon being
considered "eligible to make application," whether or not application has been
made for Medicare, the Retiree Subsidy Medical Plan will be eliminated.
2. See provisions under "Benefits," "Subsidies," and "Medicare" for those
retirees/dependents not eligible for paid Part A of Medicare.
3. Retiree Subsidy Medical Plan and COBRA participants shall be notified of non-
payment of premium by means of a certified letter from Employee Benefits in
accordance with provisions of the Non-Associated Resolution.
4. A retiree who fails to pay premiums due for coverage and is in arrears for
sixty (60) days shall be terminated from the Plan and shall not have
reinstatement rights.
Item 25. - 25; to Non-Associated Resolution No. 2016-50 HB -676
859242
NON-ASSOCIATED EMPLOYEE PAY AND BENEFIT PROVISIONS
EXHIBIT 3 - 9/80 WORK SCHEDULE
This work schedule is known as "9/80". The 9/80 work schedule is designed to be in compliance
with the requirements of the Fair Labor Standards Act (FLSA). In the event that there is a conflict
with the current rules, practices and/or procedures regarding work schedules and leave plans, then
the rules listed below shall govern.
9/80 WORK SCHEDULE DEFINED
The 9/80 work schedule shall be defined as working nine (9) days for eighty (80) hours in a two
week pay period by working eight (8) days at nine (9) hours per day and working one (1) day for
eight (8) hours (Friday), with a one-hour lunch during each work shift, totaling forty (40) hours in
each FLSA work week. The 9/80 work schedule shall not reduce service to the public,
departmental effectiveness, productivity and/or efficiency as determined by the City Manager or
designee.
A Forty (40) Hour FLSA Work Week
The actual FLSA workweek is from Friday at mid-shift (p.m.) to Friday at mid-shift (a.m.).
No employee working the 9/80 work schedule will be able to flex their Friday start time nor
the time they take their lunch break, which will be from 12:00 p.m. to 1:00 p.m. on Fridays.
All employee work shifts will start at 8:00 a.m. on their Friday worked. The start of the
FLSA workweek is 12:00 noon Friday.
B. Two Week Pay Period
The pay period for employees starts Friday mid-shift (p.m.) and continues for fourteen (14)
days until Friday mid-shift (a.m.). During this period, each week is made up of four (4) nine
(9) hour work days (thirty-six (36) hours) and one (1) four (4) hour Friday and those hours
equal forty (40) work hours in each work week (e.g. the Friday is split into four (4) hours for
the a.m. shift, which is charged to work week one and four (4) hours for the p.m. shift, which
is charged to work week two).
C. A/B Schedules
To continue to provide service to the public every Friday, employees are to be divided
between two schedules, known as the "A" schedule and the "B" schedule, based upon the
departmental needs. For identification purposes, the "A" schedule shall be known as the
schedule with a day off on the Friday in the middle of the pay period, or, "off on payday", the
"B" schedule shall have the first Friday (p.m.) and the last Friday (a.m.) off, or "working on
payday". An example is listed below:
AM PM AM PM AM PM
FFSSMTWThFFSSMTWThFF
A Schedule 4 4 - - 9 9 9 9 - - - - 9 9 9 9 4 4
B Schedule - - - - 9 9 9 9 4 4 - - 9 9 9 9 - -
Exhibit "A" to Non-Associated Resolution No. 2016-50 HB -677- Item 25. - 26 860243
NON-ASSOCIATED EMPLOYEES PAY AND BENEFITS RESOLUTION
D. A/B Schedule Changes
FLSA exempt employees may change A/B schedules at the beginning of any pay period
with supervisor or City Manager approval.
E. Emergencies
All employees on the 9/80 work schedule are subject to be called to work any time to meet
any and all emergencies or unusual conditions which, in the opinion of the City Manager, or
designee may require such service from any of said employees.
LEAVE BENEFITS
When an employee is off on a scheduled workday under the 9/80 work schedule, then nine (9)
hours of eligible leave per workday shall be charged against the employee's leave balance or eight
(8) hours shall be charged if the day off is a Friday. All leaves shall continue under the current
accrual, eligibility, request and approval requirements.
1. General Leave — As stated in the Non-Associated Resolution.
2. Sick Leave — As stated in the Non-Associated Resolution.
3. Executive Leave — As stated in the Non-Associated Resolution.
4. Bereavement Leave — As stated in the Non-Associated Resolution.
5. Holidays - As stated in the Non-Associated Resolution.
6. Jury Duty — The provisions of the Personnel Rules shall continue to apply, however, if an
FLSA exempt employee is called to serve on jury duty during a normal Friday off, Saturday,
or Sunday, or on a City holiday, then the jury duty shall be considered the same as having
occurred during the employees day off work, therefore, the employee will receive no added
compensation.
Item 25. - 27' to Non-Associated Resolution No. 2016-50 HB -678
861244
NON-ASSOCIATED EMPLOYEES PAY AND BENEFITS RESOLUTION
EXHIBIT 4- VOLUNTARY CATASTROPHIC LEAVE DONATION
Guidelines
1. Purpose
The purpose of the voluntary catastrophic leave donation program is to bridge employees
who have been approved leave time to either return to work, long-term disability, or medical
retirement. Permanent employees who accrue vacation, general leave or compensatory
time may donate such leave to another permanent employee when a catastrophic illness or
injury befalls that employee or because the employee is needed to care for a seriously ill
family member. The leave-sharing Leave Donation Program is Citywide across all
departments and is intended to provide an additional benefit. Nothing in this program is
intended to change current policy and practice for use and/or accrual of vacation, general,
or sick leave.
2. Definitions
Catastrophic Illness or Injury - A serious debilitating illness or injury, which incapacitates the
employee or an employee's family member.
Family Member - For the purposes of this policy, the definition of family member is that
defined in the Family Medical Leave Act (child, parent, spouse or domestic partner).
3. Eligible Leave
Accrued compensatory, vacation or general leave hours may be donated. The minimum
donation an employee may make is two (2) hours and the maximum is forty (40) hours.
4. Eligibility
Permanent employees who accrue vacation or general leave may donate such hours to
eligible recipients. Compensatory time accrued may also be donated. An eligible recipient
is an employee who:
• Accrues vacation or general leave;
• Is not receiving disability benefits or Workers' Compensation payments; and
• Requests donated leave.
5. Transfer of Leave
The maximum donation credited to a recipient's leave account shall be the amount
necessary to ensure continuation of the employee's regular salary during the employee's
period of approved catastrophic leave. Donations will be voluntary, confidential and
irrevocable. Hours donated will be converted into a dollar amount based on the hourly
wage of the donor. The dollar amount will then be converted into accrued hours based on
the recipient's hourly wage.
An employee needing leave will complete a Leave Donation Request Form and submit it to
the Department Director for approval. The Department Director will forward the form to
Human Resources for processing. Human Resources, working with the department, will
send out the request for leave donations.
Exhibit "A" to Non-Associated Resolution No. 2016-50 HB 679- Item 25. -28 862245
NON-ASSOCIATED EMPLOYEES PAY AND BENEFITS RESOLUTION
Employees wanting to make donations will submit a Leave Donation Form to the Finance
Department (payroll).
All donation forms submitted to payroll will be date stamped and used in order received for
each bi-weekly pay period. Multiple donations will be rotated in order to insure even use of
time from donors. Any donation form submitted that is not needed will be returned to the
donor.
6. Other
Please contact the Human Resources Department with questions regarding employee
participation in this program.
Item 25.- 29" to Non-Associated Resolution No. 2016-50 HB -680
863246
End donation date will bridge to:
E Long Term Disability
—1 Medical Retirement beginning
ri Length of FMLA leave ending
Return to work
Human Resources Director Signature:
D epartment Director Signature of Support:
Human Resources Department Use Only
NON-ASSOCIATED EMPLOYEES PAY AND BENEFITS RESOLUTION
Voluntary Catastrophic Leave Donation Program
Leave Request Form
Requestor, Please Complete
According to the provisions of the Voluntary Catastrophic Leave Donation Program, I hereby request
donated vacation, general leave or compensatory time.
MY SIGNATURE CERTIFIES THAT:
• A Leave of absence in relation to a catastrophic illness or injury has been approved by my
Department; and
• I am not receiving disability benefits or Workers' Compensation payments.
Name: (Please Print or Type: Last, First, MI)
Work Phone: Department:
Job Title: Employee ID#:
Requester Signature: Date:
Please submit this form to the Human Resources Office for processing.
Exhibit "A" to Non-Associated Resolution No. 2016-50 HB 681 Item 25. - 30 864247
Donor Name: (Please Print or Type: Last, First, MI)
'Work Phone ::
Donor Job Title:
Type of Accrued Leave:
,r7 Vacation
Compensatory Time in General Leave
Number of Hours I wish to Donate:
Hours of Vacation
Hours of Compensatory Time
Hours of General Leave
NON-ASSOCIATED EMPLOYEES PAY AND BENEFITS RESOLUTION
Voluntary Catastrophic Leave Donation Program
Leave Donation Form
Donor, please complete
I understand that this voluntary donation of leave credits, once processed, is irrevocable;
but if not needed, the donation will be returned to me. I also understand that this
donation will remain confidential.
I wish to donate my accrued vacation, comp or general leave hours to the Leave Donation
Program for:
Eligible recipient employee's name (Last, First, MI):
Donor Signature: IDate:
Please submit to the Finance Department.
Item 25. 31' to Non-Associated Resolution No. 2016-50 HB -682
865248
Res. No. 2016-50
STATE OF CALIFORNIA
COUNTY OF ORANGE ) ss:
CITY OF HUNTINGTON BEACH )
I, ROBIN ESTANISLAU the duly appointed, qualified City Clerk
of the City of Huntington Beach, and ex-officio Clerk of the City Council of said
City, do hereby certify that the whole number of members of the City Council of
the City of Huntington Beach is seven; that the foregoing resolution was passed
and adopted by the affirmative vote of at least a majority of all the members of
said City Council at a Regular meeting thereof held on July 18, 2016 by the
following vote:
AYES:
NOES:
OUT OF ROOM:
ABSTAIN:
O'Connell, Sullivan, Hardy, Delgleize
Posey, Peterson
Katapod is
None
94.244,444)
City Clerk and ex-officio Clerk of the
City Council of the City of
Huntington Beach, California
866249
RESOLUTION NO. 2020-80
20-9111/238622
EXHIBIT 1
NON-ASSOCIATED EXECUTIVE MANAGEMENT SALARY SCHEDULE
EFFECTIVE NOVEMBER 2, 2020
Job
No. Description Pay Starting Control High
Grade Point Point Point
EXECUTIVE MANAGEMENT
0591 City Manager NA0591
Per
Contract 125.00 128.29
0029 Interim City Manager NA0029 NA NA 122.68
DEPARTMENT HEADS
0592 Assistant City Manager NA0592 85.82 95.51 106.32
0014 Director of Community & Library Services NA0014
74.64
80.82
83.07
89.97
92.463
100.13
0479 Chief Information Officer NA0479 74.64 83.07 92.46
0007 Director of Library Services NA0007
69.94 77.85 86.66
0589 Community Development Director NA0589 80.82 89.97 100.13
0010 Director of Public Works NA0010 80.82 89.97 100.13
0800 Administrative Services Director NA0800 80.82 89.97 100.13
0518 Chief Financial Officer NA0518 80.82 89.97 100.13
0015 Fire Chief NA0015 85.82 95.51 106.31
0011 Police Chief NA0011 85.82 95.52 106.31
0012
Director of Organizational Learning &
Engagement NA0012
74.64 83.07 92.46
ELECTED OFFICIALS
0016 City Attorney NA0016 100.18 111.51 124.10
0017 City Clerk NA0017 69.94 77.85 86.66
ELECTED OFFICIALS PART-TIME
0018 City Treasurer - PART-TIME NA0018 69.94 77.85 86.66
CONTRACT NON-DEPARTMENT HEAD
Job
No. Description Pay A B C D E Grade
0593 Chief Assistant City Attorney NA0593 74.64 78.75 83.07 87.64 92.46
0699 Deputy Community Prosecutor NA0699 43.20 45.58 48.08 50.73 53.52
0840 Deputy Director of Community Dev NA0840 66.54 70.21 74.07 78.14 82.44
0650 Assistant Chief of Police NA0650 78.70 83.03 87.60 92.41 97.50
0900 Assistant Chief Financial Officer NA0900 66.54 70.21 74.07 78.14 82.44
0845 Deputy Director of Public Works NA0845 72.82 76.82 81.04 85.50 90.21
0850
Deputy Director of Administrative
Services NA0850 66.54 70.21 74.07 78.14 82.44
0855 Deputy Director of Community & Lib Svcs NA0855 66.54 70.21 74.07 78.14 82.44 *Per Resolution 2020-80 adopted on 11/02/2020, the title and compensation of the Director of Community Services was modified; the
positions of Administrative Services Director, Deputy Director of Administrative Services, Deputy Director of Public Works, and Deputy
Director of Community & Library Services were added; and the positions of Director of Organizational Learning & Engagement and the
Director of Library Services were deleted.
250
City Council ADOPTED REVISED
Adopted DEFUNDED Funded REVISED DEFUND MOVE DEPT RECLASS / NEW ELIMINATE Temp Fill FT Funded
Title FY 2020/21 FY 2020/21 FY 2020/21 FY 2020/21 FY 2020/21 FY 2020/21 FY 2020/21 FY 2020/21 Positions w/960 FY 2020/21
Administrative Assistant 1.00 1.00 1.00 1.00
Council Member*6.00 6.00 6.00 6.00
Mayor*1.00 1.00 1.00 1.00
TOTAL 8.00 - 8.00 8.00 - - - - 8.00
* Mayor and Council Members are not included in the FTE Count.
City Attorney ADOPTED REVISED
Adopted DEFUNDED Funded REVISED DEFUND MOVE DEPT RECLASS / NEW ELIMINATE Temp Fill FT Funded
Title FY 2020/21 FY 2020/21 FY 2020/21 FY 2020/21 FY 2020/21 FY 2020/21 FY 2020/21 FY 2020/21 Positions w/960 FY 2020/21
Assistant City Attorney 1.00 1.00 1.00 1.00
Chief Assistant City Attorney 2.00 2.00 2.00 2.00
City Attorney 1.00 1.00 1.00 1.00
Deputy Community Prosecutor 1.00 1.00 1.00 1.00
Legal Assistant 2.00 2.00 2.00 2.00
Senior Deputy City Attorney 3.00 3.00 3.00 3.00
Senior Legal Assistant 1.00 1.00 1.00 1.00
Senior Trial Counsel - - -
TOTAL 11.00 - 11.00 11.00 - - - - - 11.00
City Clerk ADOPTED REVISED
Adopted DEFUNDED Funded REVISED DEFUND MOVE DEPT RECLASS / NEW ELIMINATE Temp Fill FT Funded
Title FY 2020/21 FY 2020/21 FY 2020/21 FY 2020/21 FY 2020/21 FY 2020/21 FY 2020/21 FY 2020/21 Positions w/960 FY 2020/21
Assistant City Clerk 1.00 1.00 1.00 1.00
City Clerk 1.00 1.00 1.00 1.00
Senior Deputy City Clerk 2.00 2.00 2.00 2.00
TOTAL 4.00 - 4.00 4.00 - - - - - 4.00
City Treasurer ADOPTED REVISED
Adopted DEFUNDED Funded REVISED DEFUND MOVE DEPT RECLASS / NEW ELIMINATE Temp Fill FT Funded
Title FY 2020/21 FY 2020/21 FY 2020/21 FY 2020/21 FY 2020/21 FY 2020/21 FY 2020/21 FY 2020/21 Positions w/960 FY 2020/21
Administrative Analyst 0.50 0.50 0.50 0.50
Administrative Assistant 0.50 0.50 0.50 0.50
City Treasurer 1.00 1.00 1.00 1.00
TOTAL 2.00 - 2.00 2.00 - - - - - 2.00
City of Huntington Beach
FY 2020/21 Re-Organization
Authorized Full-Time Equivalent Personnel
All Funds
251
City of Huntington Beach
FY 2020/21 Re-Organization
Authorized Full-Time Equivalent Personnel
All Funds
City Manager ADOPTED REVISED
Adopted DEFUNDED Funded REVISED DEFUND MOVE DEPT RECLASS / NEW ELIMINATE Temp Fill FT Funded
Title FY 2020/21 FY 2020/21 FY 2020/21 FY 2020/21 FY 2020/21 FY 2020/21 FY 2020/21 FY 2020/21 Positions w/960 FY 2020/21
Administrative Assistant 1.00 1.00 1.00 1.00
Administrative Secretary - 0.50 0.50 0.50
Assistant City Manager 1.00 1.00 1.00 1.00
Assistant to the City Manager 2.00 2.00 1.00 (1.00) 1.00
City Manager 1.00 1.00 1.00 1.00
Community Relations Officer 1.00 1.00 1.00 1.00
Director of Organizational Learning & Engagement 1.00 1.00 - (1.00) -
Energy Project Manager - - -
Executive Assistant - - -
Principal Administrative Analyst 2.00 2.00 2.00 2.00
Project Manager - - -
TOTAL 9.00 - 9.00 7.50 - (0.50) - (1.00) - 7.50
252
City of Huntington Beach
FY 2020/21 Re-Organization
Authorized Full-Time Equivalent Personnel
All Funds
Administrative Services ADOPTED REVISED
Adopted DEFUNDED Funded REVISED DEFUND MOVE DEPT RECLASS / NEW ELIMINATE Temp Fill FT Funded
Title FY 2020/21 FY 2020/21 FY 2020/21 FY 2020/21 FY 2020/21 FY 2020/21 FY 2020/21 FY 2020/21 Positions w/960 FY 2020/21
Administrative Assistant 2.00 2.00 2.00 2.00
Chief Information Officer 1.00 1.00 1.00 1.00
Deputy Director of Administrative Services - 1.00 1.00 1.00
Director of Administrative Services - 1.00 (1.00) - 1.00 -
GIS Analyst II 4.00 4.00 1.00 (3.00) 1.00
Human Resources Manager 1.00 1.00 1.00 1.00
Liability Claims Coordinator 1.00 1.00 - (1.00) -
Personnel Analyst Principal 1.00 1.00 1.00 1.00
Personnel Analyst Senior 3.00 3.00 2.00 (1.00) 2.00
Personnel Assistant 3.00 3.00 4.00 1.00 4.00
Information Technology Analyst II 3.00 3.00 2.00 (1.00) 2.00
Information Technology Analyst III 1.00 1.00 1.00 1.00
Information Technology Analyst Senior 5.00 5.00 3.00 (1.00) (1.00) 3.00
Information Technology Analyst IV 3.00 3.00 2.00 (1.00) 2.00
Information Technology Technician I 2.00 2.00 2.00 2.00
Information Technology Technician III 1.00 1.00 1.00 1.00
Information Technology Technician IV 1.00 1.00 - (1.00) -
Information Tech Mgr - Infrastructure 1.00 1.00 1.00 1.00
Information Tech Mgr - Systems 1.00 1.00 1.00 1.00
Information Tech Mgr - Operations 1.00 1.00 - (1.00) -
Network Systems Administrator 1.00 1.00 1.00 1.00
Risk Management Specialist 2.00 2.00 1.00 (1.00) 1.00
Risk Manager 1.00 1.00 1.00 1.00
Senior Risk Management Analyst 1.00 1.00 - (1.00) -
Senior Information Technology Manager - 1.00 1.00 1.00
Senior Information Technology Technician 2.00 2.00 2.00 2.00
Senior Telecommunication Technician 1.00 1.00 1.00 1.00
TOTAL 43.00 - 43.00 34.00 (1.00) (6.00) 1.00 (4.00) - 33.00
253
City of Huntington Beach
FY 2020/21 Re-Organization
Authorized Full-Time Equivalent Personnel
All Funds
Community Development ADOPTED REVISED
Adopted DEFUNDED Funded REVISED DEFUND MOVE DEPT RECLASS / NEW ELIMINATE Temp Fill FT Funded
Title FY 2020/21 FY 2020/21 FY 2020/21 FY 2020/21 FY 2020/21 FY 2020/21 FY 2020/21 FY 2020/21 Positions w/960 FY 2020/21
Administrative Aide - 1.00 1.00 1.00
Administrative Analyst 1.00 1.00 1.00 1.00
Administrative Analyst Senior 1.00 1.00 1.00 1.00
Administrative Assistant 1.00 1.00 1.00 1.00
Administrative Secretary 2.50 2.50 2.50 (0.50) 0.50 2.50
Assistant Planner 2.00 2.00 2.00 2.00
Associate Planner 4.00 4.00 4.00 (1.00) 3.00
Building Inspector I 1.00 1.00 1.00 1.00
Building Inspector II 2.00 2.00 2.00 (1.00) 1.00
Building Inspector III 6.00 6.00 6.00 6.00
Building Manager 1.00 1.00 1.00 1.00
Code Enforcement Officer I 2.00 2.00 2.00 2.00
Code Enforcement Officer II 3.00 3.00 3.00 3.00
Code Enforcement Supervisor 1.00 1.00 1.00 1.00
Code Enforcement Technician 1.00 1.00 1.00 1.00
Deputy Director of Community Development 2.00 2.00 2.00 2.00
Director of Community Development 1.00 1.00 1.00 1.00
Economic Development Manager - 1.00 1.00 1.00
Economic Development Project Manager 1.00 1.00 1.00 1.00
GIS Analyst II - 1.00 1.00 1.00
Housing Manager - 1.00 1.00 1.00
Inspection Supervisor 2.00 2.00 1.00 (1.00) 1.00
Office Assistant II 1.00 1.00 1.00 1.00
Permit & Plan Check Manager - 1.00 1.00 1.00
Permit & Plan Check Supervisor 1.00 1.00 - (1.00) -
Plan Check Engineer 2.00 2.00 2.00 (1.00) 1.00
Planning Manager 1.00 1.00 1.00 1.00
Principal Administrative Analyst 1.00 1.00 1.00 1.00
Principal Electrical Inspector 1.00 1.00 1.00 1.00
Principal Inspector Plumbing/Mechanical 1.00 1.00 1.00 1.00
Principal Planner 1.00 1.00 1.00 1.00
Real Estate & Project Manager 1.00 1.00 - (1.00) -
Senior Code Enforcement Officer 2.00 2.00 2.00 2.00
Senior Permit Technician 3.00 3.00 4.00 1.00 4.00
Senior Planner 2.00 2.00 2.00 2.00
TOTAL 51.50 - 51.50 54.50 (3.00) (0.50) 4.50 (1.00) - 51.50
254
City of Huntington Beach
FY 2020/21 Re-Organization
Authorized Full-Time Equivalent Personnel
All Funds
Community & Library Services ADOPTED REVISED
Adopted DEFUNDED Funded REVISED DEFUND MOVE DEPT RECLASS / NEW ELIMINATE Temp Fill FT Funded
Title FY 2020/21 FY 2020/21 FY 2020/21 FY 2020/21 FY 2020/21 FY 2020/21 FY 2020/21 FY 2020/21 Positions w/960 FY 2020/21
Accounting Technician II 2.00 2.00 2.00 2.00
Administrative Analyst Senior 1.00 1.00 1.00 1.00
Administrative Assistant 2.00 2.00 2.00 2.00
Administrative Secretary 1.00 1.00 1.00 1.00
Community Services & Recreation Specialist 8.00 8.00 9.00 1.00 9.00
Community Services Deputy Director - 1.00 1.00 1.00
Community Services Manager 2.00 2.00 3.00 1.00 3.00
Community Services Recreation Supervisor 6.00 6.00 5.00 (1.00) 5.00
Director of Community Services 1.00 1.00 1.00 1.00
Director of Library Services 1.00 1.00 - (1.00) -
Librarian 5.00 5.00 5.00 (1.00) 4.00
Library Services Clerk 6.50 6.50 6.50 (1.00) 5.50
Library Specialist 3.00 3.00 2.00 (1.00) 2.00
Literacy Program Specialist 2.00 2.00 2.00 2.00
Maintenance Worker 1.00 1.00 - (1.00) -
Media Services Specialist 1.00 1.00 1.00 1.00
Office Assistant II 1.00 1.00 1.00 1.00
Park Development Project Coordinator 1.00 1.00 - (1.00) -
Parking Meter Repair Worker 2.00 2.00 2.00 2.00
Parking/Camping Assistant 1.00 1.00 1.00 1.00
Parking/Camping Crewleader 1.00 1.00 1.00 1.00
Parking/Camping Leadworker 2.00 2.00 2.00 2.00
Principal Librarian 1.00 1.00 1.00 1.00
Senior Librarian 4.00 4.00 4.00 4.00
Senior Library Specialist 0.75 0.75 0.75 0.75
Senior Services Assistant 1.00 1.00 1.00 1.00
Senior Services Transportation Coordinator 1.00 1.00 1.00 1.00
Senior Supervisor Cultural Affairs 1.00 1.00 1.00 1.00
Senior Supervisor Human Services 1.00 1.00 1.00 1.00
Social Services Supervisor - 1.00 1.00 1.00
Social Worker 1.00 1.00 - (1.00) -
Supervisor, Parking/Camping Facility 1.00 1.00 1.00 1.00
Volunteer Services Coordinator 2.00 2.00 2.00 2.00
TOTAL 64.25 - 64.25 62.25 (2.00) (1.00) 3.00 (4.00) - 60.25
255
City of Huntington Beach
FY 2020/21 Re-Organization
Authorized Full-Time Equivalent Personnel
All Funds
Finance ADOPTED REVISED
Adopted DEFUNDED Funded REVISED DEFUND MOVE DEPT RECLASS / NEW ELIMINATE Temp Fill FT Funded
Title FY 2020/21 FY 2020/21 FY 2020/21 FY 2020/21 FY 2020/21 FY 2020/21 FY 2020/21 FY 2020/21 Positions w/960 FY 2020/21
Accounting Technician II 9.00 9.00 9.00 (1.00) 8.00
Accounting Technician Supervisor 1.00 1.00 2.00 1.00 2.00
Administrative Analyst 0.50 0.50 0.50 0.50
Administrative Assistant 1.50 1.50 1.50 1.50
Assistant Chief Financial Officer 1.00 1.00 1.00 1.00
Business License Supervisor 1.00 1.00 1.00 1.00
Buyer 2.00 2.00 1.00 (1.00) 1.00
Chief Financial Officer 1.00 1.00 1.00 1.00
Field Service Representative 1.00 1.00 1.00 1.00
Finance Manager - Accounting 1.00 1.00 1.00 1.00
Finance Manager - Budget 1.00 1.00 1.00 (1.00) -
Finance Manager - Fiscal Services - - -
Finance Manager - Treasury 1.00 1.00 1.00 1.00
Information Technology Analyst Senior - 1.00 1.00 1.00
Payroll Specialist 1.00 1.00 1.00 1.00
Principal Finance Analyst 2.00 2.00 2.00 2.00
Project Manager - - -
Senior Accountant 1.00 1.00 1.00 1.00
Senior Accounting Technician 3.00 3.00 2.00 (1.00) 2.00
Senior Buyer - - 1.00 1.00 1.00
Senior Finance Analyst 3.00 3.00 3.00 3.00
Senior Payroll Technician 2.00 2.00 2.00 (1.00) 1.00
TOTAL 33.00 - 33.00 34.00 (3.00) 1.00 - - - 31.00
256
City of Huntington Beach
FY 2020/21 Re-Organization
Authorized Full-Time Equivalent Personnel
All Funds
Fire ADOPTED REVISED
Adopted DEFUNDED Funded REVISED DEFUND MOVE DEPT RECLASS / NEW ELIMINATE Temp Fill FT Funded
Title FY 2020/21 FY 2020/21 FY 2020/21 FY 2020/21 FY 2020/21 FY 2020/21 FY 2020/21 FY 2020/21 Positions w/960 FY 2020/21
Accounting Technician II 2.00 2.00 2.00 2.00
Administrative Aide 1.00 1.00 1.00 1.00
Administrative Analyst Senior 2.00 2.00 2.00 2.00
Administrative Analyst Principal - 1.00 1.00 1.00
Administrative Assistant 1.00 1.00 - (1.00) -
Administrative Fire Captain 3.00 (2.00) 1.00 3.00 1.00
Administrative Secretary 4.00 4.00 3.00 (1.00) 3.00
Ambulance Operator 30.00 30.00 30.00 30.00
Emergency Medical Services Coordinator 1.00 (1.00) - 1.00 -
Emergency Services Coordinator 1.00 1.00 1.00 1.00
Fire Battalion Chief 5.00 5.00 5.00 (1.00) 4.00
Fire Captain 30.00 30.00 30.00 (5.00) 25.00
Fire Chief 1.00 1.00 1.00 1.00
Fire Division Chief 2.00 2.00 2.00 (1.00) 1.00
Fire Engineer 30.00 30.00 30.00 (2.00) 28.00
Fire Marshal 1.00 1.00 1.00 1.00
Fire Medical Coordinator 1.00 1.00 1.00 1.00
Fire Prevention Inspector I *- 1.00 1.00 1.00
Fire Prevention Inspector II *4.00 4.00 4.00 4.00
Deputy Fire Marshal *2.00 2.00 2.00 2.00
Fire Training Maintenance Technician 1.00 1.00 1.00 1.00
Firefighter 12.00 12.00 12.00 12.00
Firefighter Paramedic 48.00 48.00 48.00 48.00
Marine Safety Division Chief 1.00 1.00 1.00 1.00
Marine Safety Battalion Chief *3.00 3.00 3.00 3.00
Marine Safety Captain I *- 2.00 2.00 2.00
Marine Safety Captain II *10.00 (1.00) 9.00 10.00 (1.00) 8.00
Ocean Lifeguard Specialist - 3.00 3.00 3.00
Office Assistant II 1.00 (1.00) - 1.00 -
Senior Permit Technician 1.00 1.00 - (1.00) -
TOTAL 198.00 (5.00) 193.00 202.00 - - 6.00 (2.00) (10.00) 187.00
NOTES: * Position Retitling:
Fire Protection Analyst to Deputy Fire Marshal
Fire Prevention Inspector to Fire Prevention Inspector II
Fire Safety Program Specialist (new position) retitled to Fire Prevention Inspector I
Marine Safety Lieutenant to Marine Safety Battalion Chief (already approved)
Marine Safety Officer II to Marine Safety Captain (already approved)
257
City of Huntington Beach
FY 2020/21 Re-Organization
Authorized Full-Time Equivalent Personnel
All Funds
Police ADOPTED REVISED
Adopted DEFUNDED Funded REVISED DEFUND MOVE DEPT RECLASS / NEW ELIMINATE Temp Fill FT Funded
Job Description FY 2020/21 FY 2020/21 FY 2020/21 FY 2020/21 FY 2020/21 FY 2020/21 FY 2020/21 FY 2020/21 Positions w/960 FY 2020/21
Accounting Technician II 3.00 3.00 3.00 3.00
Administrative Analyst Senior 1.00 1.00 1.00 1.00
Administrative Assistant 1.00 1.00 1.00 1.00
Assistant Chief of Police 1.00 1.00 1.00 1.00
Communications Operator-PD 18.00 (1.00) 17.00 18.00 17.00
Communications Supervisor-PD 6.00 6.00 6.00 6.00
Community Relations Officer - 1.00 1.00 1.00
Community Relations Specialist 1.00 1.00 2.00 1.00 2.00
Community Services Officer 13.00 13.00 13.00 (1.00) 12.00
Crime Analyst 1.00 1.00 1.00 1.00
Crime Scene Investigator 2.00 2.00 1.00 (1.00) 1.00
Detention Administrator 1.00 1.00 - (1.00) -
Detention Officer 9.00 9.00 9.00 9.00
Detention Officer - Nurse 4.00 4.00 4.00 4.00
Detention Shift Supervisor 4.00 4.00 4.00 4.00
Facilities Maintenance Crewleader 1.00 1.00 1.00 1.00
Forensic Systems Specialist 1.00 1.00 1.00 1.00
Helicopter Maintenance Technician - - -
Information Technology Analyst II - 1.00 1.00 1.00
Information Technology Analyst IV - 1.00 1.00 1.00
Information Technology Technician IV - 1.00 1.00 1.00
Latent Fingerprint Examiner 2.50 2.50 2.00 (0.50) 2.00
Parking/Traffic Control Officer 16.00 (5.00) 11.00 15.00 (1.00) 10.00
Parking/Traffic Control Supervisor 1.00 1.00 1.00 1.00
Police Administrative Services Division Manager 1.00 1.00 1.00 1.00
Police Captain 3.00 3.00 3.00 3.00
Police Chief 1.00 1.00 1.00 1.00
Police Communications Manager 1.00 1.00 1.00 1.00
Police Lieutenant 9.00 (1.00) 8.00 10.00 1.00 9.00
Police Officer 191.00 (8.00) 183.00 191.00 (2.00) 181.00
Police Photo/Imaging Specialist 1.00 1.00 - (1.00) -
Police Records Administrator 1.00 1.00 1.00 1.00
Police Records Specialist 11.00 11.00 11.00 11.00
Police Records Supervisor 3.00 3.00 3.00 3.00
Police Records Technician 6.00 6.00 5.00 (1.00) 5.00
Police Recruit 4.00 (4.00) - 4.00 -
Police Sergeant 28.00 (1.00) 27.00 29.00 1.00 28.00
Police Services Specialist 11.00 11.00 10.00 (1.00) (1.00) 9.00
258
City of Huntington Beach
FY 2020/21 Re-Organization
Authorized Full-Time Equivalent Personnel
All Funds
Police (continued)ADOPTED REVISED
Adopted DEFUNDED Funded REVISED DEFUND MOVE DEPT RECLASS / NEW ELIMINATE Temp Fill FT Funded
Title FY 2020/21 FY 2020/21 FY 2020/21 FY 2020/21 FY 2020/21 FY 2020/21 FY 2020/21 FY 2020/21 Positions w/960 FY 2020/21
Police Support Services Manager - 1.00 1.00 1.00
Police Systems Coordinator 1.00 1.00 1.00 1.00
Principal Personnel Analyst 1.00 1.00 1.00 1.00
Property and Evidence Officer 3.00 3.00 3.00 3.00
Property and Evidence Supervisor 1.00 1.00 1.00 1.00
Senior Helicopter Maintenance Technician 2.00 2.00 2.00 2.00
TOTAL 365.50 (20.00) 345.50 367.00 - 3.00 5.00 (6.50) (4.00) 343.00
259
City of Huntington Beach
FY 2020/21 Re-Organization
Authorized Full-Time Equivalent Personnel
All Funds
Public Works ADOPTED REVISED
Adopted DEFUNDED Funded REVISED DEFUND MOVE DEPT RECLASS / NEW ELIMINATE Temp Fill FT Funded
Title FY 2020/21 FY 2020/21 FY 2020/21 FY 2020/21 FY 2020/21 FY 2020/21 FY 2020/21 FY 2020/21 Positions w/960 FY 2020/21
Accounting Technician II 3.00 3.00 2.00 (1.00) 2.00
Administrative Analyst - 1.00 1.00 1.00
Administrative Analyst Senior 2.00 2.00 2.00 2.00
Administrative Assistant 1.00 1.00 1.00 1.00
Administrative Environmental Specialist 2.00 2.00 2.00 2.00
Administrative Services Manager - 1.00 1.00 1.00
Administrative Secretary 3.00 3.00 3.00 3.00
Assistant Civil Engineer 1.00 1.00 1.00 1.00
Associate Civil Engineer 1.00 1.00 1.00 1.00
Beach Equipment Operator*3.00 3.00 2.00 (1.00) 2.00
Beach Maintenance Crewleader*2.00 2.00 2.00 2.00
Beach Maintenance Service Worker*1.00 1.00 1.00 1.00
Beach Operations Supervisor*1.00 1.00 1.00 1.00
City Engineer 1.00 1.00 1.00 1.00
Civil Engineering Assistant 2.00 2.00 2.00 2.00
Code Enforcement Officer I 1.00 1.00 1.00 1.00
Construction Inspector II 1.00 1.00 1.00 1.00
Construction Manager 1.00 1.00 1.00 1.00
Contract Administrator 3.00 3.00 3.00 3.00
Cross Connection Control Specialist 2.00 2.00 2.00 2.00
Deputy Director of Public Works - 1.00 1.00 1.00
Director of Public Works 1.00 1.00 1.00 1.00
Electrician 1.00 1.00 1.00 1.00
Engineering Aide 1.00 1.00 1.00 1.00
Environmental Services Manager 1.00 1.00 1.00 1.00
Equipment Support Assistant 2.00 2.00 1.00 (1.00) 1.00
Equipment/Auto Maintenance Crewleader 2.00 2.00 2.00 2.00
Equipment/Auto Maintenance Leadworker 3.00 3.00 3.00 3.00
Facilities Maintenance Crewleader 2.00 2.00 2.00 2.00
Facilities Maintenance Supervisor 1.00 1.00 1.00 1.00
Facilities Maintenance Technician 3.00 3.00 3.00 3.00
Field Service Representative 3.00 3.00 2.00 (1.00) 2.00
Fleet Operations Supervisor 1.00 1.00 1.00 1.00
General Services Manager 1.00 1.00 - (1.00) -
GIS Analyst II - 2.00 2.00 2.00
Irrigation Specialist 1.00 1.00 1.00 1.00
Landscape Equipment Operator 1.00 1.00 1.00 1.00
Landscape Maint Crewleader 1.00 1.00 1.00 1.00
260
City of Huntington Beach
FY 2020/21 Re-Organization
Authorized Full-Time Equivalent Personnel
All Funds
Public Works (continued)ADOPTED REVISED
Adopted DEFUNDED Funded REVISED DEFUND MOVE DEPT RECLASS / NEW ELIMINATE Temp Fill FT Funded
Title FY 2020/21 FY 2020/21 FY 2020/21 FY 2020/21 FY 2020/21 FY 2020/21 FY 2020/21 FY 2020/21 Positions w/960 FY 2020/21
Landscape Maintenance Leadworker 3.00 3.00 3.00 (1.00) 2.00
Landscape Maintenance Supervisor 1.00 1.00 1.00 1.00
Operations Manager - 1.00 1.00 1.00
Maintenance Operations Manager 1.00 1.00 - (1.00) -
Maintenance Service Worker 7.00 7.00 7.00 7.00
Mechanic II 4.00 4.00 3.00 (1.00) 3.00
Mechanic III 6.00 6.00 6.00 6.00
Office Assistant II 4.00 4.00 5.00 1.00 5.00
Office Specialist 1.00 1.00 - (1.00) -
Park Development Project Coordinator - 1.00 1.00 1.00
Pest Control Specialist 1.00 1.00 1.00 1.00
Principal Civil Engineer 4.00 4.00 4.00 4.00
Project Manager 1.00 1.00 - (1.00) -
Real Estate & Project Manager - 1.00 1.00 1.00
SCADA Coordinator 1.00 1.00 - (1.00) -
SCADA Technician 1.00 1.00 1.00 1.00
Senior Accounting Technician 1.00 1.00 1.00 1.00
Senior Civil Engineer 5.00 5.00 5.00 5.00
Senior Construction Inspector 3.00 3.00 3.00 3.00
Senior Engineering Technician 1.00 1.00 1.00 1.00
Senior Facilities Maintenance Technician 2.00 2.00 2.00 2.00
Senior Traffic Engineer 2.00 2.00 2.00 2.00
Senior Wastewater Pump Mechanic 1.00 1.00 1.00 1.00
Senior Water Meter Reader 1.00 1.00 1.00 1.00
Signs & Markings Crewleader 1.00 1.00 - (1.00) -
Signs Leadworker 1.00 1.00 1.00 (1.00) -
Signs/Markings Equipment Operator 1.00 1.00 - (1.00) -
Stock Clerk 1.00 1.00 2.00 1.00 2.00
Street Equipment Operator 3.00 3.00 3.00 (1.00) 2.00
Street Maintenance Crewleader 1.00 1.00 1.00 1.00
Street Maintenance Leadworker 2.00 2.00 2.00 2.00
Street Maintenance Supervisor 1.00 1.00 1.00 1.00
Survey Party Chief 1.00 1.00 - (1.00) -
Survey Technician II 2.00 2.00 2.00 2.00
Utilities Technology Coordinator - 1.00 1.00 1.00
Traffic Engineering Technician 1.00 1.00 1.00 1.00
Traffic Maintenance Service Worker 2.00 2.00 2.00 2.00
Traffic Signal Electrician 2.00 2.00 2.00 2.00
261
City of Huntington Beach
FY 2020/21 Re-Organization
Authorized Full-Time Equivalent Personnel
All Funds
Public Works (continued)ADOPTED REVISED
Adopted DEFUNDED Funded REVISED DEFUND MOVE DEPT RECLASS / NEW ELIMINATE Temp Fill FT Funded
Title FY 2020/21 FY 2020/21 FY 2020/21 FY 2020/21 FY 2020/21 FY 2020/21 FY 2020/21 FY 2020/21 Positions w/960 FY 2020/21
Traffic Signal/Light Crewleader 1.00 1.00 1.00 1.00
Transportation Manager 1.00 1.00 1.00 1.00
Tree Equipment Operator 3.00 3.00 3.00 (1.00) 2.00
Tree Maintenance Leadworker 1.00 1.00 1.00 1.00
Tree Maintenance Supervisor 1.00 1.00 1.00 1.00
Trees Maintenance Crewleader 1.00 1.00 1.00 1.00
Utilities Manager 1.00 1.00 1.00 1.00
Warehousekeeper 1.00 1.00 1.00 1.00
Wastewater Equipment Operator 5.00 5.00 5.00 5.00
Wastewater Maintenance Service Worker 7.00 7.00 7.00 7.00
Wastewater Operations Crewleader 1.00 1.00 1.00 1.00
Wastewater Operations Leadworker 3.00 3.00 3.00 3.00
Wastewater Pump Mechanic 1.00 1.00 1.00 1.00
Wastewater Supervisor 1.00 1.00 1.00 1.00
Water Conservation Coordinator 1.00 1.00 1.00 1.00
Water Distribution Meters Crewleader 1.00 1.00 1.00 1.00
Water Distribution Maintenance Crewleader 2.00 2.00 2.00 2.00
Water Distribution Maintenance Leadworker 6.00 6.00 6.00 6.00
Water Distribution Meters Leadworker 2.00 2.00 2.00 2.00
Water Distribution Superintendent - 1.00 1.00 1.00
Water Distribution Supervisor 1.00 1.00 - (1.00) -
Water Equipment Operator 4.00 4.00 4.00 4.00
Water Meter Reader 2.00 2.00 2.00 2.00
Water Meter Repair Technician 5.00 5.00 5.00 5.00
Water Operations Crewleader 1.00 1.00 1.00 1.00
Water Operations Leadworker 2.00 2.00 2.00 2.00
Water Production Supervisor 1.00 1.00 1.00 1.00
Water Quality Supervisor 1.00 1.00 1.00 (1.00) -
Water Quality Coordinator 1.00 1.00 1.00 1.00
Water Quality Technician 1.00 1.00 1.00 1.00
Water Service Worker 13.00 13.00 13.00 13.00
Water Systems Technician II 5.00 5.00 5.00 5.00
Water Systems Technician III 3.00 3.00 3.00 3.00
Water Utility Locator 1.00 1.00 1.00 1.00
TOTAL 207.00 - 207.00 205.00 (5.00) 4.00 2.00 (8.00) - 200.00
CITYWIDE TOTAL 989.25 (25.00) 964.25 984.25 (14.00) - 21.50 (26.50) (14.00) 931.25
Increase (Decrease) in Table of Organization (5.00) Increase (Decrease) in Funded FTE (33.00)
262
City of Huntington Beach
City Manager
Adopted Budget – FY 2020/21
Risk Manager
LIABILITY
Liability Claims Coordinator
Risk Management Specialist (2)
SAFETY / WORKERS
COMPENSATION
Senior Risk Management
Analyst
BENEFITS &
RECRUITMENT
Human Resources Manager
Personnel Analyst Senior (2)
Personnel Assistant (3)
RISK
MANAGEMENT
City Manager
ADMINISTRATION
Assistant to the City Manager (2)
Principal Administrative Analyst (2)
Administrative Assistant
Assistant City Manager
PUBLIC
INFORMATION
Community Relations
Officer
HUMAN RESOURCES
Personnel Analyst Principal
Personnel Analyst Senior
Administrative Assistant
Director of Organizational
Learning & Engagement
SUSTAINABILITY
CITY COUNCIL
SUPPORT
LABOR
RELATIONS
TRAINING
263
City of Huntington Beach
Information Services
Adopted Budget – FY 2020/21
Chief Information Officer
TECHNOLOGY OPERATIONS
BUSINESS AND PUBLIC SAFETY SYSTEMS
IT Manager-Systems
(0.50)
Senior IT Analyst
IT Analyst IV (2)
IT Analyst II
IT Technician IV
IT Manager-Systems
(0.50)
Senior IT Analyst (4)
IT Analyst IV
IT Analyst III
IT Analyst II
IT Manager-
Infrastructure (0.50)
Senior IT Technician
IT Technician III
IT Technician I (2)
IT Manager-Infrastructure
(0.50)
Network Systems Admin
IT Analyst II
Senior IT Technician
Senior Telecom Technician
IT Manager-Operations
GIS Analyst II (4)
GEOGRAPHIC
INFORMATION
SYSTEMS
ADMINISTRATION
Administrative Assistant
264
City of Huntington Beach
Community Development
Adopted Budget – FY 2020/21
Director of Community
Development
ADMINISTRATION
Administrative Analyst Principal
Administrative Analyst Senior
Administrative Assistant
Administrative Secretary (2.5)
Office Assistant II
REAL ESTATE
Real Estate Project Manager
BUILDING & SAFETY
PERMIT/PLAN CHECK
Building Manager
Plan Check Engineer (2)
Permit & Plan Check Supervisor
Senior Permit Technician (3)
INSPECTION
Inspection Supervisor (2)
Principal Electrical Inspector
Principal Plumbing & Mechanical
Inspector
Building Inspector I/II/III (9)
PLANNING
COMMUNITY ENHANCEMENT
CODE ENFORCEMENT
Code Enforcement Supervisor
Senior Code Enforcement
Officer (2)
Code Enforcement Officer II (3)
Code Enforcement Officer I (2)
Code Enforcement Technician
ECONOMIC DEVELOPMENT,
HOUSING, CDBG/HOME
Economic Development Project
Manager
Administrative Analyst
CURRENT & ADVANCE
PLANNING
Planning Manager
Principal Planner
Senior Planner (2)
Associate Planner (4)
Assistant Planner (2)
Deputy Director of Community
Development
PLANNING COMMISSION
Deputy Director of Community
Development
265
City of Huntington Beach
Community Services
Adopted Budget – FY 2020/21
Director of Community Services
ADMINISTRATION
Administrative Analyst Senior
Administrative Assistant
FACILITIES & EVENTS
Community Services Manager
Administrative Secretary
PARKING & CAMPING
Supervisor Parking & Camping Facilities
Community Services & Recreation Specialist
Parking & Camping Crewleader
Parking & Camping Leadworker
Parking & Camping Assistant
PARKING METERS
Parking & Camping Leadworker
Parking Meter Repair Worker (2)
HCP SPORTS COMPLEX
Community Services Recreation Supervisor
Maintenance Worker
SPECIFIC EVENTS
Community Services Recreation Supervisor
PROGRAMS & SERVICES
Community Services Manager
Community Services & Recreation Specialist
SENIOR SERVICES
Senior Supervisor Human Services
Office Assistant II
Volunteer Services Coordinator
Social Worker
Senior Services Transportation Coordinator
Senior Services Assistant
SENIOR RECREATION
Community Services Recreation Supervisor
Community Services & Recreation Specialist (2)
CULTURAL SERVICES
Senior Supervisor Cultural Affairs
Community Services & Recreation Specialist
CITY GYM & POOL
Community Services Recreation Supervisor
Community Services & Recreation Specialist
EDISON COMMUNITY CENTER
Community Services Recreation Supervisor
Community Services & Recreation Specialist
MURDY COMMUNITY CENTER
Community Services Recreation Supervisor
Community Services & Recreation Specialist
PARK DEVELOPMENT
AND ACQUISITION
Park Development Facilities
Project Coordinator
266
TECHNOLOGY &
SUPPORT SERVICES
City of Huntington Beach
Library Services
Adopted Budget – FY 2020/21
Director of Library Services
Principal Librarian
ADMINISTRATION
& BUILDING
MANAGEMENT
ADMINISTRATION
Administrative Assistant
Volunteer Services Coordinator
FACILITY RENTALS
FACILITIES MAINTENANCE
Library Specialist
SECURITY
Media Services Specialist
YOUTH SERVICES
& FAMILY PROGRAMMING
Senior Librarian
CHILDREN’S LIBRARY
Librarian (2)
Library Services Clerk (3)
PUBLIC SERVICES &
COMMUNITY OUTREACH
Senior Librarian
PUBLIC SERVICES
Librarian (2)
Library Services Clerk (2.5)
ADULT LITERACY
Literacy Program Specialist (2)
LIBRARY BRANCHES
BANNING
Library Specialist
OAKVIEW
Library Specialist
HELEN MURPHY
MAIN STREET
Librarian
Senior Librarian
TECHNICAL SERVICES
Librarian
Library Services Clerk
ACQUISITIONS
Accounting Technician II (2)
CIRCULATION
Senior Library Specialist (0.75)
267
City of Huntington Beach
Finance
Adopted Budget – FY 2020/21
Chief Financial Officer
ADMINISTRATION
Administrative Assistant (1.5)
ACCOUNTING SERVICES
Finance Manager - Accounting
GENERAL ACCOUNTING
Principal Finance Analyst
Senior Accountant
ACCOUNTS PAYABLE
Senior Accounting Technician
Accounting Technician II (2)
PAYROLL
Payroll Specialist
Senior Payroll Technician (2)
MUNICIPAL SERVICES
Senior Accounting Technician
Accounting Technician II (2)
REVENUE SERVICES
Finance Manager – Treasury
Administrative Analyst (0.5)
Accounting Technician
Supervisor
CASHIERING
Accounting Technician II (2)
ACCOUNTS RECEIVABLE/
COLLECTIONS
Accounting Technician II
BUSINESS LICENSE
Business License Supervisor
Senior Accounting Technician
Accounting Technician II (2)
Field Service Representative
BUDGET MANAGEMENT
Finance Manager - Budget
BUDGET
Principal Finance Analyst
Senior Finance Analyst (3)
PROCUREMENT
Buyer (2)
REPROGRAPHICS
MAIL
Assistant Chief Financial Officer
268
City of Huntington Beach
Fire
Adopted Budget – FY 2020/21
Fire Chief
ADMINISTRATION
Administrative Analyst Sr (2)
Administrative Assistant
Accounting Technician II (2)
Office Assistant II
CENTRAL NET OPERATIONS
AUTHORITY
Fire Training Maintenance
Technician
Administrative Secretary
FIRE PREVENTION
Fire Division Chief
Administrative Secretary
PROGRAMS
Fire Marshal
Fire Protection Analyst (2)
Fire Prevention Inspector (3)
Senior Permit Technician
Administrative Aide
CERTIFIED UNIFIED
PROGRAM AGENCY
Fire Prevention Inspector
Administrative Secretary
EMERGENCY RESPONSE
Fire Division Chief
FIRE SUPPRESSION
Fire Battalion Chief (3)
Administrative Fire Captain (2)
Fire Captain (27)
Fire Engineer (27)
Firefighter Paramedic (42)
Firefighter (12)
TRAINING
Fire Battalion Chief
Administrative Fire Captain
EMERGENCY MANAGEMENT
& HOMELAND SECURITY
Emergency Services
Coordinator
HAZMAT RESPONSE
Fire Captain (3)
Fire Engineer (3)
Firefighter Paramedic (6)
EMERGENCY MEDICAL
SERVICES & FIREMED
ADMINISTRATION
Fire Battalion Chief
Fire Medical Coordinator
Emergency Medical Services
Coordinator
EMERGENCY TRANSPORT
PROGRAM
Ambulance Operator (30)
ADMINISTRATION
MARINE SAFETY
Marine Safety Division Chief
Marine Safety Lieutenant (3)
Marine Safety Officer II (10)
Administrative Secretary
269
City of Huntington Beach
Police
Adopted Budget – FY 2020/21
Police Chief
Assistant Chief of Police
UNIFORM
Police Captain
PATROL
Police Lieutenant (5)
Police Sergeant (13)
Police Officer (119)
Police Recruit (4)
Community Services Officer (4)
Crime Scene Investigator (2)
TRAFFIC
Police Lieutenant
Police Sergeant (3)
Police Officer (18)
Police Records Specialist
Community Services Officer (3)
AIR SUPPORT
Police Sergeant
Police Officer (6)
Senior Helicopter Maintenance
Technician (2)
PARKING ENFORCEMENT
Parking/Traffic Control Supervisor
Parking/Traffic Control Officer (16)
SPECIAL ENFORCEMENT
Police Sergeant (2)
Police Officer (8)
CTF/GANGS
Police Sargent
Police Officers (6)
Police Lieutenant
INVESTIGATIONS
Police Captain
INVESTIGATIONS
Police Lieutenant
Police Sergeant (3)
Police Officer (22)
Forensic Systems Specialist
Crime Analyst
Police Services Specialist
Community Services Officer (4)
NARCOTICS/VICE
Police Sergeant
Police Officer (6)
Police Services Specialist
Community Services Officer
OCIAC TASK FORCE
Police Officer
RNSP TASK FORCE
Police Sergeant
Police Officer
CRIME LAB
Police Photo/Imaging Specialist
Latent Fingerprint Examiner (2.50)
Police Services Specialist
ADMINISTRATIVE
OPERATIONS
Administrative Services Manager
Community Services Officer
ALARMS
Police Services Specialist
BACKGROUND/HIRING
Police Officer
COMMUNICATIONS
Police Communications Manager
Communications Supervisor (6)
Communications Operator (18)
PERSONNEL
Principal Personnel Analyst
Police Services Specialist
PROPERTY AND EVIDENCE
Property and Evidence Supervisor
Property and Evidence Officer (3)
RECORDS
Police Records Administrator
Police Records Supervisor (3)
Police Records Specialist (11)
Police Records Technician (5)
Police Services Specialist (5)
Police Systems Coordinator
Administrative Assistant
PROFESSIONAL
STANDARDS
Police Lieutenant
Police Sergeant (2)
Police Officer
TRAINING
Police Sergeant
Police Officer
Police Services Specialist
Police Captain
FACILITIES
Facilities Maintenance Crewleader
BUDGET
Administrative Analyst Senior
Accounting Technician
PAYROLL
Account Technician II (2)
JAIL
Detention Administrator
Detention Shift Supervisor (4)
Detention Officer , Nurse(4)
Detention Officer (9)
ADMINISTRATIVE
SERVICES
COMMUNITY SUPPORT
Community Relations
Specialist
270
GENERAL SERVICES
City of Huntington Beach
Public Works
Adopted Budget – FY 2020/21
Director of Public Works
ADMINISTRATION
Project Manager
Administrative Assistant
Senior Accounting Technician
Accounting Technician II
Administrative Secretary
Office Specialist
ENGINEERING
City Engineer
CONSTRUCTION ENGINEERING
Construction Manager
Senior Construction Inspector (3)
Survey Party Chief
Survey Technician II (2)
Contract Administrator (3)
Construction Inspector II
DESIGN ENGINEERING
Senior Civil Engineer (2)
Senior Engineering Technician
DEVELOPMENT ENGINEERING
Principal Civil Engineer
Senior Civil Engineer (2)
Civil Engineering Assistant
WATER AND SEWER
ENGINEERING
Principal Civil Engineer (2)
Senior Civil Engineer
Civil Engineering Assistant
Associate Civil Engineer
Assistant Civil Engineer
STORM WATER QUALITY
Environmental Service Manager
Admin. Environmental Specialist (2)
TRANSPORTATION
Transportation Manager
ENGINEERING/ CIP
Principal Civil Engineer
Senior Traffic Engineer (2)
Traffic Engineering Technician
SIGNAL & LIGHTS MAINTENANCE
Traffic Signal/Light Crewleader
Traffic Signal Electrician (2)
Traffic Maint Service Worker (2)
SIGNS & MARKINGS
MAINTENANCE
Signs & Markings Crewleader
Signs Leadworker
Signs/Markings Equipment Operator
MAINTENANCE OPERATIONS
Maintenance Operations Manager
MAINTENANCE ADMINISTRATION
Administrative Analyst Senior
Administrative Secretary
Accounting Technician II
Office Assistant II
LANDSCAPE MAINTENANCE
Landscape Maintenance Supervisor
Landscape Maintenance Crewleader
Landscape Maint. Leadworker (3)
Landscape Equipment Operator
Pest Control Specialist
Irrigation Specialist
TREE MAINTENANCE
Tree Maintenance Supervisor
Tree Maintenance Crewleader
Tree Maintenance Leadworker
Tree Equipment Operator (3)
Maintenance Service Worker
STREET MAINTENANCE
Street Maintenance Supervisor
Street Maintenance Crewleader
Street Maintenance Leadworker (2)
Street Equipment Operator (3)
Maintenance Service Worker (6)
BEACH MAINTENANCE
Beach Operations Supervisor
Beach Maintenance Crewleader (2)
Sr. Facilities Maintenance Technician
Beach Equipment Operator (3)
Beach Maintenance Service Worker
UTILITIES
Utilities Manager
WATER & SEWER ADMINISTRATION
Administrative Analyst Senior
Water Conservation Coordinator
Field Service Representative
SCADA Coordinator
SCADA Technician
Warehousekeeper
Equipment Support Assistant
Stock Clerk
Administrative Secretary
Office Assistant II (2)
WATER PRODUCTION/ QUALITY
Water Production Supervisor
Water Operations Crewleader
Water Operations Leadworker (2)
Water Systems Technician III (3)
Water Systems Technician II (5)
Water Quality Supervisor
Water Quality Coordinator
Cross Connection Control Specialist (2)
Water Quality Technician
WATER DISTRIBUTION/ METERS
Water Distribution Supervisor
Water Dist. Maint. Crewleader (2)
Water Dist. Meters Crewleader
Engineering Aide
Water Dist. Maint. Leadworker (6)
Water Dist. Meters Leadworker (2)
Water Equipment Operator (4)
Water Service Worker (13)
Water Meter Repair Technician (5)
Senior Water Meter Reader
Field Service Representative
Water Meter Reader (2)
Accounting Technician II
Water Utility Locator
WASTEWATER
Wastewater Supervisor
Wastewater Ops Crewleader
Wastewater Ops Leadworker (3)
Wastewater Equipment Operator (5)
Senior Wastewater Pump Mechanic
Wastewater Pump Mechanic
Wastewater Maint. Service Worker (7)
General Services Manager
GENERAL SERVICES
ADMINISTRATION
Code Enforcement Officer l
Field Service Representative
Office Assistant II
FLEET MAINTENANCE
Fleet Operations Supervisor
Equip/Auto Maint. Crewleader (2)
Equip/Auto Maint. Leadworker (3)
Equipment Support Assistant
Mechanic III (6)
Mechanic II (4)
FACILITY MAINTENANCE
Facilities Maintenance Supervisor
Facilities Maint. Crewleader (2)
Facilities Maintenance Technician (3)
Electrician
Sr. Facilities Maintenance Technician
271
City of Huntington Beach
City Manager
Revised – FY 2020/21
City Manager
ADMINISTRATION
Assistant to the City Manager
Principal Administrative Analyst (2)
Administrative Assistant
Administrative Secretary (0.5)
Community Relations Officer
Assistant City Manager
Sustainability
City Council Support
Public Information
272
City of Huntington Beach
Administrative Services
Revised – FY 2020/21
Director of Administrative
Services *
Deputy Director of Admin
Services
Risk Manager
Risk Management
Specialist
Principal Personnel Analyst
Senior Personnel Analyst
Personnel Assistant (2)
HUMAN RESOURCES
Human Resources Manager
ADMINISTRATION
Senior HR Analyst
Personnel Assistant (2)
Administrative Assistant
LABOR
RELATIONS
RISK
MANAGEMENT
DEPARTMENT
SERVICES
INFORMATION SERVICES
Chief Information Officer
Senior IT Manager
Administrative Assistant
APPLICATIONS
IT Manager
INFRASTRUCTURE
IT Manager
Network Systems Admin
IT Analyst II
Senior IT Technician (2)
IT Technician I (2)
IT Technician III
Senior Telecom Technician
Senior IT Analyst (3)
IT Analyst II
IT Analyst III
IT Analyst IV (2)
GIS Analyst II
*Defunded positions: Director of Administrative Services
273
City of Huntington Beach
Community Development
Revised – FY 2020/21
Director of Community
Development
ADMINISTRATION
Principal Administrative Analyst
Senior Administrative Analyst
GIS Analyst II
Administrative Assistant
Administrative Secretary (1.5)
PERMIT COUNTER
Permit & Plan Check
Manager
Senior Permit
Technician (4)
Assistant Planner (2)
Administrative
Secretary
DEVELOPMENT SERVICES
PLANNING
Planning Manager
Principal Planner
Senior Planner (2)
Associate Planner (4) *
Deputy Director of Community
Development
BUILDING
Building Manager
Plan Check Engineer (2) *
Inspection Supervisor
Principal Electrical Inspector
Principal Plumbing &
Mechanical Inspector
Building Inspector I/II/III (9) *
Office Assistant II (0.5)
COMMUNITY ENHANCEMENT
CODE ENFORCEMENT
Code Enforcement Supervisor
Senior Code Enforcement
Officer (2)
Code Enforcement Officer II (3)
Code Enforcement Officer I (2)
Code Enforcement Technician
Office Assistant II (0.5)
HOUSING
Housing Manager
Administrative Analyst
Administrative Aide
ECONOMIC
DEVELOPMENT
Economic Development
Manager
Project Manager
Deputy Director of Community
Development
* Defunded positions: Associate Planner (1), Plan Check Engineer (1), and Building Inspector II (1)
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City of Huntington Beach
Community & Library Services
Revised – FY 2020/21
Director of Community & Library Services
ADMINISTRATION
Administrative Analyst Senior
Administrative Assistant
Administrative Secretary (0.5)
FACILITIES & EVENTS
Community Services Manager
Administrative Secretary (0.5)
PARKING & CAMPING
Supervisor Parking & Camping Facilities
Parking & Camping Crewleader
Parking & Camping Leadworker
Parking & Camping Assistant
PARKING METERS
Parking & Camping Leadworker
Parking Meter Repair Worker (2)
SPECIFIC EVENTS
Community Services Recreation Supervisor
Community Services & Recreation Specialist
FACILITY RENTALS
Community Services & Recreation Specialist
HCP SPORTS COMPLEX
PROGRAMS & SERVICES
Community Services Manager
Community Services & Recreation Specialist
SENIOR SERVICES
Senior Supervisor Human Services
Office Assistant II
Social Services Supervisor
Volunteer Services Coordinator
Senior Services Transportation Coordinator
Senior Services Assistant
SENIOR RECREATION
Community Services Recreation Supervisor
Community Services & Recreation Specialist (2)
CITY GYM & POOL
Community Services Recreation Supervisor
Community Services & Recreation Specialist
EDISON COMMUNITY CENTER
Community Services Recreation Supervisor
Community Services & Recreation Specialist
MURDY COMMUNITY CENTER
Community Services Recreation Supervisor
Community Services & Recreation Specialist
Community Services Manager
CULTURAL SERVICES
Senior Supervisor Cultural Affairs
Community Services & Recreation Specialist
LIBRARY SERVICES
Principal Librarian
Administrative Assistant
Volunteer Services Coordinator
Library Specialist
Media Services Specialist
YOUTH & FAMILY PROGRAMMING
SERVICES
Senior Librarian
Librarian (2)*
Library Services Clerk (3)
PUBLIC & COMMUNITY OUTREACH
SERVICES
Senior Librarian (2)
Librarian (2)
Literacy Program Specialist (2)
Library Specialist
Library Services Clerk (2.5)
TECHNOLOGY & SUPPORT SERVICES
Senior Librarian
Librarian
Library Services Clerk*
Senior Library Specialist (0.75)
Accounting Technician II (2)
LIBRARY & CULTURAL SERVICES
Deputy Director of Community
& Library Services
* Defunded positions: Librarian (1), Library Services Clerk (1)
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City of Huntington Beach
Finance
Revised – FY 2020/21
Chief Financial Officer
ADMINISTRATION
Administrative Assistant (1.5)
Senior IT Analyst
ACCOUNTING SERVICES
Finance Manager - Accounting
GENERAL ACCOUNTING
Principal Finance Analyst
Senior Accountant
ACCOUNTS PAYABLE
Senior Accounting Technician
Accounting Technician II (2)*
PAYROLL
Payroll Specialist
Senior Payroll Technician (2)*
MUNICIPAL SERVICES
Senior Accounting Technician
Accounting Technician II (2)
REVENUE SERVICES
Finance Manager – Treasury
Administrative Analyst (0.5)
Accounting Technician
Supervisor
CASHIERING
Accounting Technician II (2)
ACCOUNTS RECEIVABLE/
COLLECTIONS
Accounting Technician II
BUSINESS LICENSE
Business License Supervisor
Senior Accounting Technician
Accounting Technician II (2)
Field Service Representative
BUDGET MANAGEMENT
Finance Manager - Budget*
BUDGET
Principal Finance Analyst
Senior Finance Analyst (3)
PROCUREMENT
Senior Buyer
Buyer
REPROGRAPHICS
MAIL
Assistant Chief Financial Officer
*Defunded positions: Finance Manager – Budget (1), Accounting Technician II (1), Senior Payroll Technician (1)
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* Defunded positions: Office Assistant (1), Admin Fire Captain (2), Emergency Medical Svcs Coordinator (1), Marine Safety Captain (1)
City of Huntington Beach
Fire
Revised – FY 2020/21
Fire Chief
PROFESSIONAL
STANDARDS
Fire Division Chief
COMMUNITY RISK
REDUCTION
Fire Marshal
Deputy Fire Marshal (2)
Fire Prevention Inspector II (3)
CERTIFIED UNIFIED
PROGRAM AGENCY
Fire Prevention Inspector II
Fire Prevention Inspector I
ADMINISTRATION
Administrative Analyst Sr (2)
Accounting Technician II (2)
Office Assistant II *
Administrative Fire Captain *
Administrative Secretary
EMERGENCY RESPONSE
Fire Division Chief
FIRE SUPPRESSION
Fire Battalion Chief (3)
Fire Captain (27)
Fire Engineer (27)
Firefighter Paramedic (42)
Firefighter (12)
TRAINING
Fire Battalion Chief
Administrative Fire Captain
EMERGENCY MANAGEMENT
& HOMELAND SECURITY
Emergency Svcs Coordinator
HAZMAT RESPONSE
Fire Captain (3)
Fire Engineer (3)
Firefighter Paramedic (6)
EMERGENCY MEDICAL SERVICES
& FIREMED ADMINISTRATION
Fire Battalion Chief
Fire Medical Coordinator
Emergency Medical Services
Coordinator *
Administrative Fire Captain *
EMERGENCY TRANSPORT
PROGRAM
Ambulance Operator (30)
CENTRAL NET OPERATIONS
AUTHORITY
Fire Training Maintenance
Technician
Administrative Secretary
Administrative Aide
MARINE SAFETY
Marine Safety Division Chief
Marine Safety Battalion Chief (3)
Marine Safety Captain (12) *
Ocean Lifeguard Specialist (3)
Administrative Secretary
Principal Administrative Analyst
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City of Huntington Beach
Police
Revised – FY 2020/21
Police Chief
Assistant Chief of Police
UNIFORM
Police Captain
PATROL
Police Lieutenant (5)
Police Sergeant (13) *
Police Officer (119) *
Police Recruit (4) *
Community Services Officer (4)
Crime Scene Investigator
TRAFFIC
Police Lieutenant
Police Sergeant (3)
Police Officer (19) *
Community Services Officer (3)
AIR SUPPORT
Police Sergeant
Police Officer (6)
Senior Helicopter Maintenance
Technician (2)
PARKING ENFORCEMENT
Parking/Traffic Control Supervisor
Parking/Traffic Control Officer (15) *
SPECIAL ENFORCEMENT
Police Sergeant (2)
Police Officer (8)
CTF/GANGS
Police Sergeant
Police Officers (6) *
Police Lieutenant *
INVESTIGATIONS
Police Captain
INVESTIGATIONS
Police Lieutenant (2)
Police Sergeant (3)
Police Officer (22)
Forensic Systems Specialist
Crime Analyst
Police Services Specialist
Community Services Officer (4)
NARCOTICS/VICE
Police Sergeant
Police Officer (7) *
Police Services Specialist
Community Services Officer
OCIAC TASK FORCE
Police Officer
RNSP TASK FORCE
Police Sergeant
Police Officer
CRIME LAB
Latent Fingerprint Examiner (2)
ADMINISTRATIVE
OPERATIONS
Admin Svcs Division Manager
Police Support Services Manager
Community Services Officer
ALARMS
Police Services Specialist
BACKGROUND/HIRING
Police Officer
COMMUNICATIONS
Police Communications Manager
Communications Supervisor (6)
Communications Operator (18) *
PERSONNEL
Principal Personnel Analyst
Police Services Specialist
PROPERTY AND EVIDENCE
Property and Evidence Supervisor
Property and Evidence Officer (3)
RECORDS
Police Records Administrator
Police Records Supervisor (3)
Police Records Specialist (11)
Police Records Technician (5)
Police Services Specialist (5)
Police Systems Coordinator
INFORMATION TECHNOLOGY
IT Analyst IV
IT Analyst II
IT Technician IV
Administrative Assistant PROFESSIONAL
STANDARDS
Police Lieutenant
Police Sergeant (2)
Community Relations
Officer
TRAINING
Police Sergeant
Police Officer
Police Services Specialist
Police Captain
FACILITIES
Facilities Maintenance Crewleader
BUDGET
Administrative Analyst Senior
Accounting Technician II
PAYROLL
Account Technician II (2)
JAIL
Police Sergeant
Detention Shift Supervisor (4)
Detention Officer , Nurse (4)
Detention Officer (9)
ADMINISTRATIVE
SERVICES
COMMUNITY SUPPORT
Community Relations
Specialist (2)
* Defunded positions: Patrol - Police Sergeant (1), Officer (4), Recruit (4); Traffic Police Officer (1); Parking/Traffic Control Officer (5);
CTF/Gang - Police Officer (2), Lieutenant (1); Narcotics/Vice Police Officer (1), and Communications Operator (1)
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City of Huntington Beach
Public Works
Revised – FY 2020/21
Director of Public Works
ENGINEERING
City Engineer
CONSTRUCTION ENGINEERING
Construction Manager
Senior Construction Inspector (3)
Construction Inspector II
Contract Administrator (3)
DESIGN ENGINEERING
Principal Civil Engineer
Senior Civil Engineer (2)
Park Development Project
Coordinator
DEVELOPMENT ENGINEERING
Principal Civil Engineer
Senior Civil Engineer (2)
Real Estate & Project Manager
Senior Engineering Technician
Civil Engineering Assistant
WATER AND SEWER
ENGINEERING
Principal Civil Engineer
Senior Civil Engineer
Associate Civil Engineer
Assistant Civil Engineer
Civil Engineering Assistant
STORM WATER QUALITY
Environmental Service Manager
Admin. Environmental Specialist (2)
TRANSPORTATION
Transportation Manager
ENGINEERING/ CIP
Principal Civil Engineer
Senior Traffic Engineer (2)
Traffic Engineering Technician
SIGNAL & LIGHTS MAINTENANCE
Traffic Signal/Light Crewleader
Traffic Signal Electrician (2)
Traffic Maint Service Worker (2)
Signs Leadworker *
UTILITIES
Utilities Manager
WATER & SEWER ADMINISTRATION
Water Conservation Coordinator
Warehousekeeper
Stock Clerk (2)
Administrative Secretary
SCADA / GIS / SURVEY
Utilities Technology Coordinator
SCADA Technician
Survey Technician II (2)
GIS Analyst II (2)
WATER PRODUCTION/
Water Production Supervisor
Water Operations Crewleader
Water Operations Leadworker (2)
Water Systems Technician III (3)
Water Systems Technician II (5)
WATER DISTRIBUTION / METERS /
QUALITY
Water Distribution Superintendent
Water Dist. Maint. Crewleader (2)
Water Dist. Meters Crewleader
Engineering Aide
Water Dist. Maint. Leadworker (6)
Water Dist. Meters Leadworker (2)
Water Equipment Operator (4)
Water Service Worker (13)
Water Meter Repair Technician (5)
Senior Water Meter Reader
Field Service Representative
Water Meter Reader (2)
Accounting Technician II
Water Utility Locator
Water Quality Supervisor *
Water Quality Coordinator
Water Quality Technician
Cross Connection Control Specialist (2)
WASTEWATER
Wastewater Supervisor
Wastewater Ops Crewleader
Wastewater Ops Leadworker (3)
Wastewater Equipment Operator (5)
Senior Wastewater Pump Mechanic
Wastewater Pump Mechanic
Wastewater Service Worker (7)
Deputy Director of Public Works
ADMINISTRATION
Administrative Svcs Manager
Senior Administrative Analyst (2)
Administrative Analyst
Senior Accounting Technician
Accounting Technician II
Administrative Assistant
Administrative Secretary
Field Service Representative
Code Enforcement Officer I
Office Assistant II (5)
MAINTENANCE OPERATIONS
AND GENERAL SERVICES
Operations Manager
Administrative Secretary
STREET MAINTENANCE
Street Maintenance Supervisor
Street Maintenance Crewleader
Street Maintenance Leadworker (2)
Street Equipment Operator (3) *
Maintenance Service Worker (5)
LANDSCAPE MAINTENANCE
Landscape Maintenance Supervisor
Landscape Maintenance Crewleader
Landscape Maint. Leadworker (3) *
Landscape Equipment Operator
Pest Control Specialist
Irrigation Specialist
TREE MAINTENANCE
Tree Maintenance Supervisor
Tree Maintenance Crewleader
Tree Maintenance Leadworker
Tree Equipment Operator (3) *
Maintenance Service Worker (2)
BEACH MAINTENANCE
Beach Operations Supervisor
Beach Maintenance Crewleader (2)
Sr. Facilities Maintenance Technician (2)
Beach Equipment Operator (2)
Beach Maintenance Service Worker
FLEET MAINTENANCE
Fleet Operations Supervisor
Equip/Auto Maint. Crewleader (2)
Equip/Auto Maint. Leadworker (3)
Equipment Support Assistant
Mechanic III (6)
Mechanic II (3)
FACILITY MAINTENANCE
Facilities Maintenance Supervisor
Facilities Maint. Crewleader (2)
Facilities Maintenance Technician (3)
Electrician
* Defunded positions: Landscape Maintenance Leadworker (1), Signs Leadworker (1), Street Equipment Operator (1), Tree
Equipment Operator (1), and Water Quality Supervisor (1)
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285
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City of Huntington Beach
File #:20-2029 MEETING DATE:11/16/2020
REQUEST FOR CITY COUNCIL ACTION
SUBMITTED TO:Honorable Mayor and City Council Members
SUBMITTED BY:Oliver Chi, City Manager
PREPARED BY:Chris Slama, Director of Community & Library Services
Subject:
Approve Professional Services Contracts between the City of Huntington Beach and
Soundskilz, Inc. for Production and Management of the Annual Fourth of July Celebration;
and, between the City of Huntington Beach and Stacey Newton, Independent Contractor for
Consultative Services for the Annual Fourth of July Celebration
Statement of Issue:
In order to facilitate the City’s annual Fourth of July celebration, there is a need to approve a
professional services contract between the City and Soundskilz, Inc., to manage and produce the
2021, 2022 and 2023 Fourth of July Celebration events, which includes the annual parade, run,
festival, and fireworks show.
Additionally, there is a need to approve a professional services contract between the City of
Huntington Beach and Stacey Newton, for consultative services to help facilitate the City’s annual
Fourth of July Celebration events.
Financial Impact:
Sufficient appropriations are budgeted in the current FY 2020/21 Fourth of July Fund account
20445803 to cover the professional services contracts with Soundskilz, Inc., and Stacey Newton.
The Soundskilz, Inc., contract is set at $68,300 / year, with a $10,000 / year contingency amount.
The consultative services contract with Stacey Newton is established with a not-to-exceed amount of
$37,500 / year. Future fiscal years will be budgeted accordingly. Combined, both contracts will cost
$115,800 annually, and those costs will be covered by parking revenues received during the Fourth of
July Celebration, which have averaged around $120,000 annually.
Recommended Action:
A) Approve and authorize the Mayor and City Clerk to execute a “Professional Services Contract
between the City of Huntington Beach and Soundskilz, Inc. for production and management service
of the annual Fourth of July Celebration,” and;
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File #:20-2029 MEETING DATE:11/16/2020
B) Approve and authorize the Mayor and City Clerk to execute a “Professional Services Contract
between the City of Huntington Beach and Stacey Newton, Independent Contractor for consultation
service of the annual Fourth of July Celebration.”
Alternative Action(s):
Do not approve the recommended actions and direct staff accordingly.
Analysis:
Over the years, the logistics associated with the events for the City’s renowned Fourth of July Celebration
(Celebration) have been managed and produced using a combination of Fourth of July Executive Board (Board)
members, volunteers, and independent contractors. Throughout this time, there have been various operating
models used in creating this logistics team. Models ranged from the use of only Board members and
volunteers, to deploying part-time employees, to engaging professional service contractors. In all cases, the
logistics team was charged with not only managing the Celebration, but also raising the funds to cover the costs
associated with the various events, including the parade, festival, run, and fireworks.
In June 2017, an audit of the logistics related to the Celebration identified deficiencies related to cash handling
procedures and accounting practices. As a result of the review, it was determined that tighter cash handing and
merchandise inventory controls needed to be implemented by the logistics team. Since the time of the audit,
significant improvements have been made in these accounting and cash handling procedures.
However, in addition to the logistical and fund-raising elements described above, the Celebration also has been
supported by various administrative staff in the Community Services and Finance departments for the
processing of purchases orders, contracts, budget management, accounts receivable, and record keeping.
Significant staff time has been used in generating purchase orders, paying invoices, bidding contracts, tracking
revenues, and managing the budget. Due to the significant staff time to administratively handle all the
processes outlined above, as well as the findings of the June 2017 audit, staff has been considering options for
streamlining both logistical and administrative resources.
The previous contractor’s professional services contract expired on September 30, 2020. Per Municipal Code
3.03, all professional services over $30,000 must be competitively bid. Given the expanded scope of services
needed of a contractor to produce and manage the Celebration, as well as the need for a multiple year contract,
a Request for Qualifications (RFQual) was released for contracted services to manage and produce the City’s
Celebration, which includes the annual parade, run, festival and fireworks show.
Seven firms responded to the RFQual by the closing of the qualification process on October 14, 2020. A
review panel was established to evaluate and score each submittal. The review panel, comprised of City staff,
City Council, and Board members, thoroughly reviewed all seven proposals based on objective evaluation
criteria and established a weighted score for each qualified applicant. Based on the scores, three firms were
invited to present their proposals to the panel. Upon completion of the oral presentations, the panel determined
that the best course of action was to award the contract to the two top rated firms.
As proposed, Soundskilz, Inc. (Contractor) will manage and produce the overall Fourth of July Celebration,
including the parade, run, festival and fireworks show. The Contractor will manage all subcontractor
agreements, provide marketing and advertising services, solicit sponsorships and administer the event budget,
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File #:20-2029 MEETING DATE:11/16/2020
including processing all invoices and payments.
Stacey Newton (Consultant), who has previously served as the City’s contractor for managing the Fourth of
July Celebration, is being retained as a Consultant to provide consultative service to the City, Board, and
Contractor. As such, the Consultant will be tasked with providing pertinent information and consultative
services regarding, but not limited to, the Fourth of July Parade, Run, Fireworks Show, Festival, Block Party,
Merchandise, Sponsorships, Overall Event Logistics, VIP’s, Entertainment and Public Relations.
Overall the different models for implementing the Celebration have been generally successful in covering direct
program costs. On average, annual revenues for the past five years totaled $405,000, with average expenses
totaling $399,000, generating an average net surplus of $6,000 / year.
Regarding the event finances, the City’s historical direct annual financial contribution has been around
$170,000 / year, as follows:
·$120,000 / year - parking revenues that are allocated back into the 4th of July event
·$50,000 / year - pay for consultant services
Given that the City raises around $120,000 / year in Fourth of July parking revenues, those funds, which are not
directly linked to the Celebration itself, is sufficient and available funding that can cover the cost of engaging
the services of both the Contractor and Consultant. Furthermore, any leftover funding from these sources will
be reinvested into the Fourth of July event itself.
Regarding other event costs, any additional event expenses will be covered through other revenue streams (i.e.,
parade entry fees, event ticket sales, entry fees, merchandise sales, and sponsorships), which will be
coordinated and handled by the Contractor.
A summary of the deal points for each of the contracts is listed below.
CONTRACTOR:
The scope of work for CONTRACTOR include the responsibility, in conjunction with the CITY, BOARD
and CONSULTANT for planning and execution of the Fourth of July Parade, Run, Fireworks Show,
Festival and Block Party; sponsorship procurement; music and entertainment procurement; sub-
contractor agreements, management and payment; volunteer development; public / media relations;
implement all logistical plans; provide general event production and management. CONTRACTOR
will provide research and planning; marketing services; budget development, management,
reconciliation and regular reporting to CITY.
CONSULTANT:
The scope of work for CONSULTANT focuses on consultation service for the CITY, BOARD and
CONTRACTOR to help ensure the historical elements of the Fourth of July Celebration are kept to the
standards of CITY and BOARD. CONSULTANT will provide pertinent information on the Parade, Fourth of
July Run, Fireworks Show, Festival Block Party (Sponsor Recognition Event) Merchandise, Sponsorships,
Overall Event Logistics, VIPs, Entertainment and Public Relations. In addition, CONSULTANT will
coordinate with the BOARD to develop and implement the Citywide Decorating Contest, Pancake Breakfast
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File #:20-2029 MEETING DATE:11/16/2020
and assist with coordinating event volunteers.
Environmental Status:
Not applicable.
Strategic Plan Goal:
Strengthen long-term financial and economic sustainability
Attachment(s):
1. Professional Services Contract between the City of Huntington Beach and Soundskilz, Inc. for
Production and Management Service of the Annual Fourth of July Celebration.
2. Professional Services Contract between the City of Huntington Beach and Stacey Newton,
Independent Contract for Consultation Service of the Annual Fourth of July Celebration.
3. June 2017 Audit
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1
City of Huntington Beach
4th of July Celebration
Non‐Attest Review of Financial and Operational
Procedures
June 15, 2017
370
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TABLE OF CONTENTS
TRANSMITTAL LETTER .................................................................................................................................. 3
VAVRINEK TRINE DAY & CO, LLP .................................................................................................................. 4
EXECUTIVE SUMMARY ................................................................................................................................. 4
KEY FINDINGS AND RISKS ............................................................................................................................. 5
PROCEDURES ................................................................................................................................................ 5
REVENUES, PROCESSES, FINDINGS, RISKS AND RECOMMENDATIONS ...................................................... 6
FINANCIAL ANALYSIS COMMENTS ............................................................................................................. 17
APPENDICES ................................................................................................................................................ 18
Appendix A ‐ Detailed Scope of Work
Appendix B ‐ City Prepared Financial Analysis
Appendix C – 2016 Lake Park Bleacher sign out log
Appendix C1 – 2016 Bleacher Log Ref # 1
Appendix D – 2016 Pancake Breakfast sign out log
Appendix E – 2016 Fireworks Over the Ocean sign out log
Appendix E1 – 2016 Fireworks Log Ref # 2
Appendix F – 2016 Parade Entry List
Appendix G – 2016 In‐Kind Donations List
Appendix H – 2016 HB Sponsor List (Board)
Appendix I – 2016 HB Sponsor List (City)
Appendix J – 2016 HB Sponsorship Packages
Appendix K – 2016 Payments Received
Appendix L – 2016 4th of July Run Entries
Appendix M – 2016 Pier Plaza Vendor List
Appendix N – Exhibitor and Food Vendor Rental Agreement
371
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June 15, 2017
City of Huntington Beach
Attn: Lori Ann Farrell, Chief Financial Officer
2000 Main Street, First Floor
Huntington Beach, CA. 92648
Dear Ms. Farrell,
As a follow up to our recent discussion, this letter and attached report summarizes the procedures,
findings and recommendations that Vavrinek, Trine, Day and Co., LLP (VTD) performed and gathered
through inquiry, inspection and observation of the cash handling process and its related controls for the
4th of July Celebration Fund.
As outlined in the Executive Summary, VTD was engaged by the City to perform an analysis, as detailed
in Appendix A (“Detailed Scope of Work”), of the 4th of July Celebration Fund’s cash handling procedures
and accounting practices.
One of the procedures VTD performed was to interview City Staff and members of the 4th of July
Celebration Board of Directors. Subsequent to the completion of the procedures necessary to write the
report, we learned that the interview attendees with whom we met were not Board Members, but
contracted 4th of July Event Consultants. We (VTD) were working from the understanding that these
Event Consultants, Patricia Stier and Stacey Hoffer, were Board Members or had been designated as the
lead contacts for this engagement as they are the most knowledgeable regarding the Event’s procedures
and have the greatest institutional knowledge. They participated extensively in the process and were
interview several times. They were also given a draft of the report prior to finalizing it for their
comments. Moreover, City Councilmember Peterson, as Council liaison to the Board, also participated at
a meeting held with Ms. Stier and Ms. Hoffer, and was very helpful and informative. He too was given a
draft of the report and attended the meeting held to discuss it.
Thank you for the opportunity to be of service to the City of Huntington Beach.
Sincerely Yours,
_____________________________
Joe Aguilar
Of Vavrinek, Trine, Day & Co., LLP
10681 Foothill Blvd., Suite 300 Rancho Cucamonga, CA 91730 Tel: 909.466.4410 www.vtdcpa.com Fax: 909.466.4431
Vavrinek, Trine, Day & Co., LLP
Certified Public Accountants
VALUE THE DIFFERENCE
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VAVRINEK TRINE DAY & CO, LLP
Vavrinek Trine Day & Co., LLP (VTD) provides governmental auditing and/or accounting services to over
300 governmental agencies, including Cities, throughout California. In existence for 68 years, VTD places
within the top four largest California based CPA firms.
EXECUTIVE SUMMARY
VTD was engaged by the City to perform an analysis, inspection and observation, as outlined in
Appendix A (“Detailed Scope of Work”) of the 4th of July Celebration Fund’s cash handling procedures
and accounting practices. From these procedures, VTD documented its understanding of each revenue
type, the findings of the processes in place over each, any related risk, a reference to the documentation
provided and a recommendation, where applicable.
Through a series of informal interviews with City staff and members of the 4th of July Celebration Board
of Directors, inspection of documents provided by both the Board and City staff, queries of City
personnel, analytical review and observation of processes, VTD gained the necessary understanding of
the fund’s activity to prepare this report.
Each revenue type has been analyzed to identify the mechanism(s) in place to measure compliance with
City policies, industry standard internal controls, risk mitigation and the safe guarding of cash and other
assets.
The format of the report will follow the Detailed Scope of Work, includes the procedures, the findings, a
narrative and recommendations, where applicable.
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KEY FINDINGS AND RISKS
The key findings are:
1. No controls over the safeguarding of cash
2. No controls over the safeguarding of merchandise inventory and related receipts
3. Significant variances between approved fee schedules and receipt logs
4. Lack of control mechanisms over every revenue receipt type
5. Inadequate and/or incomplete record keeping of all revenue types
The identified key risks are:
1. Theft, misappropriation or unauthorized use of cash
2. Lost, stolen, misappropriation or unauthorized use of merchandise inventory and related
receipts and/or cash
3. Under reported revenue
4. Under reported cash receipts subject to theft, misappropriation or unauthorized use
5. Inability to prepare a complete budget, forecast, financial statement or audit report
PROCEDURES
1. Inspect 4th of July Celebration Fund and identify sources of revenue and amounts and provide a
short description of each.
2. Document how each of the revenues identified is entered into the City’s General Ledger system.
3. Document the internal controls over how the revenue is recorded, where applicable.
4. Obtain an understanding of cash handling procedures for each payment type.
5. Obtain understanding of vendor fee structure, deposits, inspection and deposit refunds.
6. Inspect sponsorship fee schedule and sponsorship receipts.
7. Inspect procedures over shipped merchandise to on‐line buyers.
8. Inspect procedures over payment for shipped merchandise.
9. Inspect sources of in‐kind donations then provide a short description of each.
10. Obtain an understanding of current fund raising practices.
11. Inspect City prepared financial analysis of 4th of July Celebration Fund.
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REVENUES, PROCESSES, FINDINGS, RISKS AND RECOMMENDATIONS
Revenue Type: Bleacher Seat Ticket Sales
Description: Tickets for bleacher seats are sold to parade attendees. Approximately 200 seats are open
but only 150 tickets are made available for parade bleacher seating at Lake Park. Pre‐sale tickets are sold
for $15 and for $20 on the day of the event.
Process: Two manual logs are kept to track bleacher seat ticket sales. The first, (Appendix C – 2016 Lake
Park Bleacher sign out log) logs sales made by City Staff. The second (Appendix C1 – 2016 Bleacher Log
Ref # 1) logs where each ticket was assigned or sold. According to Board Members, 100% of these tickets
are delivered to the City to be sold a few weeks before the event. Tickets are also available for sale on
the 4th of July Celebration website, for purchase via Paypal. Online ticket purchases are tracked by the
Board, who notifies the City when a purchase is made so that the tickets can be mailed out. On the day
of the event, any unsold tickets are collected by event coordinators and taken to the location to be sold.
Finding: Through inquiry and inspection it was determined that approximately 200 bleacher seats are
available. Appendix C shows that 175 tickets were either sold or comped. Appendix C1 shows that the
remaining 25 tickets are for replacement of tickets. Based on the available data, there appear to be no
controls over the sale of bleacher seats, the amount collected, the payment tender, documentation over
how the revenue is recorded or what, if any basis is in place to determine how many seats get comped,
or why. Upon inspection of City paid invoices, it was discovered that 400 pre‐numbered tickets were
printed and sold to the City; however, only 175 bleacher seat tickets were provided to the City for sale.
There are additional bleachers seats available at Main/PCH which are all comped; however, there is no
log available to verify whether the tickets printed were used for this purpose.
Risks: There are four major risks associated with the findings over bleacher seat sales.
Misappropriation or misuse of excess tickets: There was a significant variance between the
number of tickets on the log and the invoice detailing how many tickets were purchased which
could lead to a misappropriation or misuse of excess tickets and/or related cash receipts.
Risk of incomplete accounting: Without a mechanism in place to account for all tickets sold, the
Board runs the risk of an incomplete accounting.
Lost revenue: Without written procedures over comping tickets, the Board runs the risk of lost
revenue.
Unreported and/or misuse of revenues: Because tickets are sold onsite without any control over
how many were taken or subsequently sold, the Board loses visibility over ticket sales and runs
the risk of having the revenues not reported, misappropriated, cash stolen or ticket proceeds
used for unauthorized purposes.
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Recommendation: It is recommended that the Board create a control environment to mitigate these
risks by expanding the scope of the log to include dates, tender type, the general ledger posting date,
deposit date and support for comped tickets. It is further recommended that onsite ticket sales follow
an updated logging process so that a complete accounting can be traced back to general ledger
recordings, deposits and bank reconciliations.
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REVENUES, PROCESSES, FINDINGS, RISKS AND RECOMMENDATIONS (CONTINUED)
Revenue Type: Pier Seat Ticket Sales
Description: Tickets for the fireworks show on the pier are sold. Approximately 1,100 tickets are made
available for seating on the pier for the fireworks show. Tickets are $10.
Process: A manual log is kept to track pier seat ticket sales (Appendix E – 2016 Fireworks Over the Ocean
sign out log). Sales are logged by 4th of July Board Members or City Staff. According to Board Members,
100% of these tickets are delivered to the City to be sold a few weeks before the event. On the day of
the event, any unsold tickets are collected by event coordinators and taken to the location to be sold.
Finding: Through inquiry and inspection it was determined that approximately 1,100 pier seats are
available. Appendix E shows that 368 tickets were either sold or comped. Appendix E1 shows that 1,100
were available and documents whether they were made available for sale or comped. Based on the
available data, there appear to be no controls over the sale of pier seat tickets, the amount collected,
the payment tender, documentation over how the revenue is recorded or what, if any basis is in place to
determine how many seats get comped, or why.
Risks: There are three major risks associated with the findings over pier seat ticket sales.
Misappropriation or misuse of excess tickets: There was a significant variance between the
number of tickets on the log and the invoice detailing how many tickets were purchased which
could lead to a misappropriation or misuse of excess tickets and/or related cash receipts.
Risk of incomplete accounting: Without a mechanism in place to account for all tickets sold, the
Board runs the risk of an incomplete accounting.
Lost revenue: Without written precedent over comping tickets, the Board runs the risk of lost
revenue.
Misappropriation or misuse of excess tickets: Excess tickets sold onsite present the risk of having
the revenues not reported, misappropriated, cash stolen or ticket proceeds used for
unauthorized purposes.
Recommendation: It is recommended that the Board create a control environment to mitigate these
risks by expanding the scope of the log to include dates, tender type, the general ledger posting date,
deposit date and support for comped tickets. It is further recommended that onsite ticket sales follow
an updated logging process so that a complete accounting can be traced back to general ledger
recordings, deposits and bank reconciliations. Last, the variance between the number of Pier seats
available versus tickets available to sell should be minimized.
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REVENUES, PROCESSES, FINDINGS, RISKS AND RECOMMENDATIONS (CONTINUED)
Revenue Type: Parade Entry Fees
Description: Applications to participate in the parade are available on the website. The fees range from
$300 to $1,000 depending on the type of applicant (i.e. Not for Profit, School, Corporation, etc.) and the
size of the applicants float.
Process: An electronic log is kept to track parade entry fees (Appendix F – 2016 Parade Entry List). Entry
fees are logged by 4th of July Board Members or City Staff. According to Board Members, the parade is
outsourced to outside vendor Pageantry Productions and facilitated by them. To participate, an
application must be filled out and submitted to the Board along with the related fees. Entry fees are
charged in accordance with the City fee schedule and are based on the type of entrant and its size. In
certain instances, parade entry fees are waived in exchange for In‐Kind donations or sponsorships. The
number of parade entrants is limited primarily by the number of floats that can fit within the two‐hour
time frame of the parade.
Finding: Through inquiry of the Board Members, it was determined that the applications and related
fees are sent to a P.O. Box. The P.O. Box is not registered to the City nor does the City have access to it.
The fees are collected by Board Members and delivered to the City. The City records what is remitted to
it and deposits the payments. According to City staff, a copy of the application sometimes accompanies
the payment and is used to log it. Other times, City staff must probe members of the Board for details.
Upon inspection of the log, it was determined that certain receipt amounts did not fall within the range
given in the fee schedule. One transaction amount in the log was queried in the general ledger detail
and it was noted that this amount could have been recorded as “Recreational Fees” or “Other” giving no
indication that this transaction was properly recorded, if at all.
Risks: There are four major risks associated with the findings over parade entry fees.
Risk of incomplete accounting: Without a mechanism in place to account for all entry fees, the
Board runs the risk of an incomplete accounting.
Unreported and/or misuse of revenues: Without an indirect source to cross reference, City staff
has only what is delivered to it by Board Members to record and compile parade fees leaving
the City records incomplete.
Misapplication of fees: The inconsistency with which the approved City fee schedule is adhered
to presents the risk of perceived favoritism and lost revenue.
Inaccurate/incomplete records: The lack of procedural documentation regarding the number of
entrants, the number of each type of entrant, the associated fee amount and how the fee
collected and remitted to the City was negotiated and agreed to presents the risk of inaccurate
and/or incomplete records.
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Recommendation: It is recommended that the Board create a control environment to mitigate these
risks by implementing an independent application process facilitated by the City to ensure that each
payment delivered by Board Members is cross referenced against the application and required
paperwork. It is further recommended that each payment received by the City is agreed to the approved
City fee schedule before being approved, recorded and deposited. Last, it is recommended that the
Board document the process it follows to approve the number of entrants, the number of each type of
entrant, the associated fee amount and how the fee amount was reached for a more uniform operating
environment.
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REVENUES, PROCESSES, FINDINGS, RISKS AND RECOMMENDATIONS (CONTINUED)
Revenue Type: In‐Kind/Cash Donations
Description: In Kind revenues can include services, materials, labor and/or a variety of other parade
value added items as a source of income. Each year, the in kind revenues are sought out on an as
needed basis.
Process: An electronic log is kept of in‐kind donations (Appendix G – 2016 In‐Kind Donations List). The
log has input cells for the name of the vendor and the amount agreed upon.
Finding: Upon inspection of the In‐Kind donations log, it was found that no data was listed. Based on
inquires of Board Members, this information is considered proprietary and after several requests was
not submitted for inspection. During the inquiry, it was noted that each In‐Kind donation is unique to
the need of the Board for that year. Each donation is negotiated with the respective vendor and an
agreement reached. These exchanges are not recorded in the general ledger and there are no controls
over how the value of each donation is determined. Due to the lack of information, it could not be
determined whether these donations had been recorded on the general ledger.
Risks: There are three major risks associated with In‐Kind Donations.
Discrimination and favoritism: With no controls over how much an In‐Kind donation is valued,
the Board may be left open to criticism and claims of discrimination and favoritism.
Risk of incomplete accounting: Having no records to substantiate the amounts to be recorded
presents the risk of incomplete accounting.
Misappropriation or misuse of cash: Having no controls over how cash donations are collected,
receipted, remitted, recorded or deposited leaves the Board vulnerable to the risk of having the
revenues go unreported, misappropriated, cash stolen or donated proceeds used for
unauthorized purposes.
Recommendation: It is recommended that the Board develop a process for assigning value to In‐Kind
donations and documenting them. It is further recommended that this process be used to record and
account for In‐Kind donations and the related cost of service received for a more complete accounting.
Last, it is recommended that a receipting, recording, deposit and reconciliation system be developed for
cash donations.
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REVENUES, PROCESSES, FINDINGS, RISKS AND RECOMMENDATIONS (CONTINUED)
Revenue Type: Sponsorships
Description: Sponsorship revenue varies from year to year based on a variety of factors. Sponsorships
range from $100 to $20,000. The details of sponsorships can be found in Appendix J – 2016 HB
Sponsorship Packages.
Process: There are two logs kept to track sponsorship revenue. One log is kept by the Board (Appendix H
– 2016 HB Sponsor List (Board)) and the other by City Staff (Appendix I – 2016 HB Sponsor List (City)).
Based on inquiries of the Board Members and City Staff it was determined that sponsorships are
solicited by Board Members on a year by year basis. To participate, a sponsorship package is agreed to
by the sponsor and the Board. Sponsorship fees are charged in accordance with the sponsorship
package rates.
Finding: Upon inspection of the two logs and the general ledger detail, it was discovered that the logs do
not match each other. It was also found that the total revenues in either log did not match the general
ledger amount. Of the amounts recorded in the logs, many of them did not align with the amounts in
the sponsorship packages advertisement.
Risks: There are three major risks associated with the findings over sponsorships.
Risk of incomplete accounting: Without a mechanism in place to account for all sponsorship
fees, the Board runs the risk of an incomplete accounting.
Unreported and/or misuse of revenues: Without an indirect source to cross reference, City staff
has only what is delivered by Board Members to record and compile sponsorship fees leaving
the City records incomplete.
Misapplication of fees: The inconsistency with which the sponsorship fee schedule is adhered to
presents the risk of perceived favoritism and lost revenue through decreased sponsorships.
Recommendation: It is recommended that the Board create a control environment to mitigate these
risks by implementing an independent application process facilitated by the City to ensure that each
payment delivered by Board Members is cross referenced against the application and required
paperwork. It is further recommended that each payment received by the City is agreed to the approved
fee schedule before being approved, recorded and deposited. Last, it is recommended that the Board
document the process it follows to approve the sponsors and what the sponsorship fee entitles the
sponsor to for a more uniform operating environment.
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REVENUES, PROCESSES, FINDINGS, RISKS AND RECOMMENDATIONS (CONTINUED)
Revenue Type: Merchandise Sales
Description: Merchandise such as t‐shirts, both child and adult and hats with a 4th of July logo are sold.
The price of this merchandise is between $5 and $40. This merchandise is sold at local grocery stores
and at the pier. Some of the merchandise is made available at the City as well.
Process: Merchandise with the Celebration insignia is purchased by the City and sold at various locations
throughout the City prior to the event as well as during it. T‐shirts, tank tops and hats are purchased
through the City’s Accounts Payable process. Some merchandise is picked up and distributed to local
stores to sell on behalf of the Board; some of it is taken to the festival to be sold to attendees. The rest is
sold online.
Finding: During several of the informal interviews with Board Members and City Staff, it was made clear
that no controls were in place to manage the distribution, sale, receipt or reconciliation of purchased
merchandise. T‐shirts are sold by various vendors and celebration workers who, according to Board
Members, keep their own records of what is sold and remit payment to the City. Any remaining
merchandise is collected and taken to the City to be sold at a discount. There were no receipt records
available to inspect. The only record that references merchandise sales was an electronic log kept by
City Staff to record miscellaneous receipts (Appendix K – 2016 Payments Received). It was also
determined that merchandise sales at the pier festival event are not counted, inventoried or reconciled.
Risks: There are three major risks associated with the findings over merchandise sales.
Misappropriation or misuse of cash: With no controls in place to protect the sale of inventory,
any cash sale is subject to theft, misappropriation or used for unauthorized purposes.
Theft: Without a formal initial inventory count and subsequent reconciliation after all sales are
made, the Board is at risk of theft of inventory.
Inaccurate/incomplete records: Without a formal inventory count and reconciliation, the Board
runs the risk of an inaccurate and/or incomplete accounting.
Revenue loss from unknown merchandise sales: Without a formal inventory count and
reconciliation, the Board is at risk of over or under‐ordering merchandise, resulting in either
surplus unsold inventory or foregone revenue from lost merchandise sales if a certain size or
product is unavailable.
Recommendation: It is recommended that a formal process for counting, distributing, collecting,
recording and reconciling merchandise sales be developed by the Board. This process would include
steps to determine what a vendor received in merchandise and when, how much each item was to be
sold for and a reconciliation of remaining inventory and payment received. It is also recommended that
a similar process be put in place for merchandise sold at the pier during the event.
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REVENUES, PROCESSES, FINDINGS, RISKS AND RECOMMENDATIONS (CONTINUED)
Revenue Type: Run / Fitness Expo
Description: The 4th of July 5K run is contracted out to professional services company Spectrum Sports
Management Inc. Pursuant to the contract between the City and Spectrum Sports Management Inc. the
contractor is responsible for managing all aspects of the run., including managing the City approved
budget for the run, collecting participant revenue and remitting it to the City on a monthly basis.
Process: An electronic log is kept to track run / fitness expo sales (Appendix L – 2016 4th of July Run
Entries). Sales are logged by City Staff. According to Board Members, this event is outsourced to an
outside vendor with all proceeds being remitted to the City and then billed for services.
Finding: It was determined during inquiries of Board Members and City Staff that this event is
outsourced and independently run by the vendor. Neither the Board nor the City participates in
collecting entry fees or facilitating the event. Therefore, no findings were pursued because they fell
outside the scope of this engagement.
Risks: There is only one identified risk associated with the run / fitness expo.
Risk of inaccurate accounting and reporting: Without a process to confirm the remittance of
Run revenue from the vendor, the Board is at risk of inaccurate and/or incomplete accounting
and reporting.
Recommendation: It is recommended that the Board perform analytical procedures over the run /
fitness expo revenues to determine whether the amount remitted to the City is in line with
expectations.
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REVENUES, PROCESSES, FINDINGS, RISKS AND RECOMMENDATIONS (CONTINUED)
Revenue Type: Pier Plaza Festival Vendor Fees and Deposits
Description: The material Pier Plaza Festival revenue is vendor booth rentals. These booths are rented
to the vendor for between $1,100 and $1,600. Other Pier Plaza Festival revenues include merchandise
sales which are addressed in another section of this report.
Process: The festival is held at the pier plaza. Vendors wanting to participate must apply to the Board
and reserve a space (Appendix M – 2016 Pier Plaza Vendor List). Each space is rented out pursuant to
Space Rental Agreement (Appendix N – Exhibitor and Food Vendor Rental Agreement). Based on
inquiries of Board Members and City Staff, the vendor spaces are rented on a first come, first serve
basis. The agreement is filled out and given to the Board. When payment is received, it is remitted to
City Staff and recorded in the log.
Finding: The log used to track vendor fees is kept by the City and includes only data remitted to it by the
Board. The space rental agreements are not made available to cross reference. Upon inspection of the
vendor list, it was determined that there is no process in place to track which vendors have applied or
whether a payment plan was made with the Board. According to the vendor list, each vendor is required
to remit a $100 deposit for the space. This deposit is returned upon inspection. The deposit is not
remitted to the City or accounted for in any way unless a deposit needs to be returned after the vendor
has left the event.
Risks: There are three risks associated with the findings over pier plaza festival vendor fees and
deposits.
Risk of incomplete accounting: Without a mechanism in place to track and cross reference the
vendor booth agreements with the fees received, the Board runs the risk of an incomplete
accounting or foregone revenue through a reduction in fees charged for vendor booths.
Lost revenue: Without documentation to show the approval process and related revenue, there
is the risk that vendors are not paying the proper amount.
Misappropriation or misuse of cash: Without control procedures over deposits, cash collected
from vendors is subject to theft, misappropriation or use for unauthorized purposes.
Recommendation: It is recommended that the Board create a control environment to mitigate these
risks by implementing an independent agreement process facilitated by the City to ensure that each
payment delivered by Board Members is cross referenced against the agreement and required
paperwork. It is further recommended that each payment received by the City is agreed to the approved
fee schedule before being approved, recorded and deposited.
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REVENUES, PROCESSES, FINDINGS, RISKS AND RECOMMENDATIONS (CONTINUED)
Revenue Type: Pancake Breakfast
Description: Tickets to the pancake breakfast are sold for $5. The number of tickets sold is not limited.
Process: A manual log is kept to track pancake breakfast ticket sales (Appendix D – 2016 Pancake
Breakfast sign out log). Sales are logged by 4th of July Board Members or City Staff. According to Board
Members, this event is outsourced to an outside vendor and no remittance is given to the City.
Finding: The revenues generated by this event do not belong to the City and are therefore not subject to
further inspection. However, through inquiry and inspection it was determined that approximately 50
pancake breakfast tickets are comped to City employees. Others are given to the Board to give away
while the remainder of the tickets are given to Community Services to sell. The 2016 log shows that 40
tickets were either sold or comped. Based on the available data, there appear to be no controls over the
sale of these remaining tickets, the amount collected, the payment tender, documentation over how the
revenue is recorded or what, if any basis is in place to determine how many seats get comped, or why.
Additionally, there is no record of a remittance made to the Kiwanis for any ticket sales made by
Community Services.
Risks: There is one identified major risk associated with the findings over pancake breakfast ticket sales.
Risk of incomplete accounting: Without a mechanism in place to account for all tickets sold, the
Board runs the risk of an incomplete accounting and misappropriation of assets.
Recommendation: It is recommended that the Board create a control environment to mitigate this risk
by expanding the scope of the log to include dates, tender type, the general ledger posting date, deposit
date and support for comped tickets.
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FINANCIAL ANALYSIS COMMENTS
A financial analysis of Fourth of July Fund was prepared by City staff (Appendix B – City Prepared
Financial Analysis).
Highlights:
1. Total Revenues over the five year period went up by 25.5%, primarily as a result of an increase
in parking fees.
2. Total Expenditures over the five year period went up by 23.6%.
3. A Net Gain of $68,749 was incurred over the five year period, primarily due to the change in
parking revenue from one to three days.
Revenues:
Each revenue type was analyzed resulting in a 25.5% increase in total revenues over the five year period.
However, 9 of 13 revenue types showed decreases, including some as large as 96.8%. The 4 revenue
types that went up are those subject to Board/City controlled, fixed cost increases (parking, parade
entry fees, merchandise, and sponsorships). The revenues associated with voluntary and participatory
activities declined in every area. It should be noted that revenues reported for each category may have
discrepancies due to coding entry variations.
Expenditures:
Each expenditure type was analyzed resulting in a 23.6% increase in total expenditures over the five
year period.
Total salaries and benefits decreased by 33.2%. When asked about this, City staff reported that
personnel costs are charged as budgeted and may not accurately report the actual costs associated with
the event. Actual staff costs are discussed in a separate memorandum prepared by City staff.
Total operation costs increased by 42.4%. The most significant of these costs are:
1. Hosted meetings: up 470.2%
2. Other professional services: up 122.0%
3. Equipment rental: up 155.5%
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APPENDICES
Appendix A ‐ Detailed Scope of Work
Appendix B ‐ City Prepared Financial Analysis
Appendix C – 2016 Lake Park Bleacher sign out log
Appendix C1 – 2016 Bleacher Log Ref # 1
Appendix D – 2016 Pancake Breakfast sign out log
Appendix E – 2016 Fireworks Over the Ocean sign out log
Appendix E1 – 2016 Fireworks Log Ref # 2
Appendix F – 2016 Parade Entry List
Appendix G – 2016 In‐Kind Donations List
Appendix H – 2016 HB Sponsor List (Board)
Appendix I – 2016 HB Sponsor List (City)
Appendix J – 2016 HB Sponsorship Packages
Appendix K – 2016 Payments Received
Appendix L – 2016 4th of July Run Entries
Appendix M – 2016 Pier Plaza Vendor List
Appendix N – Exhibitor and Food Vendor Rental Agreement
387
DETAILED SCOPE OF WORK
4TH OF JULY CELEBRATION FUND
Cash Handling Procedures & Accounting Practices
Analyze Fund 204 (4th of July Celebration Fund – currently a Special Revenue Fund) for the last 12 month period
to include calendar year 2016 Fourth of July.
From this analysis, the City requests:
o Identify sources of revenue and amounts and provide a short, two to three sentence description of each
type, including but not limited to:
Ticket sales (bleacher sales for parade/pancake breakfast, fireworks seating on the pier)
Parade entry fees
In kind/cash donations
Sponsorships
Gala/sponsor recognition event (including silent/live auction at event)
Program advertisements
Merchandise sales
Run/fitness expo
Pier plaza festival (vendor booths, merchandise sales)
On-line sales
DVD sales
o A detailed reporting of how each of the above mentioned revenue types is reported in the City’s General
Ledger: Specifically, in regard to General Ledger entry, the City wishes to know:
What, if any, internal controls are in place over General Ledger recording and if
Identified internal controls are effective to ensure timely and accurate recording of the identified
revenue sources
Obtain an understanding of cash handling procedures for each payment type including but not limited to:
o Pay-Pal purchases
Consultant to inspect City procedure over reconciliation of items sold on-line to actual
merchandise purchased and provide recommendation(s) where applicable
o Pier Plaza Merchandise sales (3-day event)
Consultant to inspect City procedures over:
Payment types accepted
Collection of cash, receipting for purchases, reconciliations
Securitization of cash (and other assets) during the event
How and when funds are delivered to the City
o Gain an understanding of the reconciliation process of total merchandise sales at all locations (Pier Plaza,
Albertson’s, Von’s, etc.) versus total merchandise inventory and comment
o Gala/sponsor recognition event
o Pancake breakfast at Lake Park
o 4th of July Run & Fitness Expo
o Celebration and fireworks show at the pier
o Parade
o Executive board meetings/events
Vendor fees/deposits, specifically;
When are the fees/deposits received
How are the event fees/deposits tracked
Obtain an understanding of procedures of how fees/deposit amounts are calculated
How event fees/deposits are recorded
Cash
Checks
Credit Cards
Inspect deposit refund/retention procedures
Inspect deposit procedures for cash collection and handling and provide report of findings and recommendations
where applicable.
APPENDIX A
City Finance
388
Inspect sponsorship fee schedule and sponsorship receipts and report findings. Comment on effectiveness of
tiered levels of sponsorships and how these are offered to potential sponsors or donors
Inspect procedures over shipped merchandise to on-line buyers, including who is responsible for merchandise
payments/shipping and report findings
Inspect procedures over payment for shipped merchandise and report findings
Inspect in-kind donations, specifically:
o Identify sources of in-kind donations and provide a short, two to three sentence description of each type,
including but not limited to:
Gala/sponsor recognition event at Hilton
o A brief reporting of:
How in-kind donations are approved
How in-kind donations are requested and how each donor is acknowledged
How in-kind donations are valued
How in-kind donations are accounted for
Obtain an understanding of current fundraising practices
From this analysis, the City requests:
o A report on how potential donors are identified
o How potential donors are contacted and by whom
o A report on the assigned duties of the 4th of July Board as they relate to fundraising
Inspect City prepared financial analysis of 4th of July Celebration Fund
From this analysis, the City requests:
o Comments on a high level understanding of a City prepared analysis of revenues and expenditures in
Fund 204
o Inquiries on material variances from year to year (materiality to be determined and documented through
discussion with City staff)
APPENDIX A
City Finance
389
Partial Parking
Subsidy
Full Parking
Subsidy
ACCTNO Description Revenue Type
Cumulative 14
Actual
9/30/12
Cumulative 14
Actual
9/30/13
Cumulative 14
Actual
9/30/14
Cumulative 14
Actual
9/30/15
Cumulative 14
Actual
9/30/16
5 Year
Increase/
(Decrease)
Cumulative 14
Actual
9/30/16
Revenues
20400204.42965/66Pooled Cash Interest Interest (526.00)49.00 (706.00)(849.00)(344.00)-34.6%(344.00)-34.6%
20400204.44080 Pier Plaza Parking (27,632.00)(30,710.00)(32,390.00)(32,060.00)(39,784.50)F 44.0%(119,353.50)F 331.9%
20400204.46870 Other Pier Plaza Festival (78,675.75)(86,435.00)(77,631.00)(70,322.02)(70,559.88)-10.3%(70,559.88)-10.3%
20400204.47410 Film Permits DVD Sales (80.00)(120.00)(80.00)(55.00)(20.00)-75.0%(20.00)-75.0%
20400204.47501 Recreational Fees Parade Entry Fees (18,100.00)(18,700.00)A (20,015.00)(22,900.00)(24,400.00)34.8%(24,400.00)34.8%
20400204.47600 Special Events Run/Fitness Expo (148,222.11)(152,005.46)A (135,730.00)(135,440.10)(125,296.46)-15.5%(125,296.46)-15.5%
20400204.47815 Membership Auction (4,085.00)B (5,430.00)C (5,995.00)(4,301.00)(220.00)-94.6%(220.00)-94.6%
20400204.48120 Admissions Firework Seat Sales (6,690.00)(4,360.00)(4,200.00)(3,115.40)(2,425.00)-63.8%(2,425.00)-63.8%
20400204.48230 Souvineer Sales Merchandise (16,055.50)(21,666.00)D (17,250.30)(19,627.21)(19,325.00)20.4%(19,325.00)20.4%
20400204.48300 Donations Donations (1,554.50)B (286.00)C, E (30.00)0.00 (50.00)-96.8%(50.00)-96.8%
20400204.48350 Sponsorships Sponsorship (46,500.00)(115,835.00)D, E (54,565.00)(81,400.00)(81,650.00)75.6%(81,650.00)75.6%
20400204.48410 Other Reimbursement Bleacher/Pancake Breakfast (4,265.00)(3,020.00)(2,275.00)(1,625.00)(970.00)-77.3%(970.00)-77.3%
20400204.48550 Miscellaneous Misc (4,115.00)(1,602.91)(2,249.50)0.00 (2,795.60)-32.1%(2,795.60)-32.1%
Revenues Total (356,500.86)(440,121.37)(353,116.80)(371,694.73)(367,840.44)3.2%(447,409.44)25.5%
A $20,195 check received from Spectrum Sports that was coded in error to Parade Entry Fees (47501) to reclassed to Run/Fitness Expo (47600)
B $4,085 in auction proceeds (47815) was incorrectly coded to donations (48300)
C $3,995 in auction proceeds (47815) was incorrectly coded to donations (48300)
D $7,465 in merchandise sales (48230) proceeds from Albertsons was incorrectly coded to aponsorships (48350)
E Boeing sponsorship of $4,000 was incorrectly coded to donations (48300); reclassed to sponsorships (48350)
F Parking revenue surcharge for Fourth of July Celebration (not yet posted to GL). In FY 15/16, the parking surcharge was increased from one day (July 4th only) to three days, bringing in total revenue of $119,353.50
Expenditures
20445803.51110 Base Salaries 6,765.04 5,450.76 0.00 0.00
20445803.51112 Seasonal Part Time 19,440.69 873.32 G 873.32
20445803.52000 Salaries, Temporary 31,148.60 39,094.88 26,786.88 9,614.22 3,538.00 G -88.6%3,538.00
20445803.53020 Regular Overtime 51,952.00 52,298.73 52,446.40 18,635.34 51,952.00 H 51,952.00
20445803.55110 CAL PERS Employer Cost 0.00 0.20 1,514.25 5,695.04 200.67 200.67
20445803.55175 Workers Compensation 281.79 415.45 304.23 672.33 18.13 -93.6%18.13
20445803.55280 Waived Medical Insurance 13.30 0.00
20445803.55325 Unemployment Insurance 985.00 82.00 0.00 -100.0%
20445803.55375 Disability 0.00 2.81 0.00
20445803.55450 Life Insurance 0.00 0.31 0.00
20445803.56020 FICA Medicare 400.34 520.78 442.37 489.12 12.67 -96.8%12.67
20445803.56100 Other Benefits 12,197.41 0.00 0.00
City of Huntington Beach
Trial Balance Report (run 12/14/16)
APPENDIX B
City Finance
390
Partial Parking
Subsidy
Full Parking
Subsidy
ACCTNO Description Revenue Type
Cumulative 14
Actual
9/30/12
Cumulative 14
Actual
9/30/13
Cumulative 14
Actual
9/30/14
Cumulative 14
Actual
9/30/15
Cumulative 14
Actual
9/30/16
5 Year
Increase/
(Decrease)
Cumulative 14
Actual
9/30/16
City of Huntington Beach
Trial Balance Report (run 12/14/16)
Total Salaries & Benefits 84,767.73 92,428.46 88,259.17 72,194.91 56,594.79 -33.2%56,594.79 -35.9%
20445803.63025 Audiovisual Supplies 135.00 0.00 0.00
20445803.63100 General Supplies 10,297.51 29,800.13 19,661.30 4,452.28 1,211.11 -88.2%1,211.11
20445803.63125 Office Supplies 22,994.06 27,820.32 1,703.49 1,703.49
20445803.63345 USPS Charges 82.00 82.00
20445803.64140 Food 4,049.35 0.00 3,070.24 2,043.37 0.00 -100.0%0.00
20445803.64165 Clothing/Uniforms 0.00 35,681.88 35,681.88
20445803.64230 Awards and Presentations 0.00 2,221.56 2,221.56
20445803.64470 Subscriptions 549.54 0.00 544.23 0.00 0.00
20445803.64490 Stipends 300.00 0.00 0.00
20445803.68695 Hosted Meetings 843.00 1,269.90 630.00 3,653.25 4,806.41 470.2%4,806.41
20445803.69365 Other Professional Services 26,529.25 32,394.14 49,469.56 61,216.80 58,894.23 122.0%58,894.23
20445803.69455 Printing Reproduction Cont Svc 0.00 3,407.29 0.00 2,250.01 3,266.93 3,266.93
20445803.69485 Microfilm/Doc Image Cont Svcs 2,995.65 5,679.72 0.00 -100.0%
20445803.69505 Other Cont Svcs 186,466.40 202,861.54 175,652.84 158,792.38 211,552.50 G 13.5%211,552.50
20445803.69530 Other Advertising Cont Svcs 0.00 1,125.00 0.00
20445803.70200 Equipment Rental 12,784.58 25,018.52 25,576.02 29,792.08 32,661.10 155.5%32,661.10
20445803.73010 General/Liability Insurance 6,820.00 6,620.00 0.00 255.00 -96.3%255.00
20445803.79025 Permit Expense 4,747.44 4,747.44
Total Operating 250,785.74 308,725.78 297,054.02 290,999.72 357,083.65 42.4%
MAIN TOTAL:Expenditures Total 335,553.47 401,154.24 385,313.19 363,194.63 413,678.44 23.3%470,273.23
Revenues (Over)/Under Expenditures (20,947.39)(38,967.13)32,196.39 (8,500.10)45,838.00 22,863.79
G Seasonal part-time and Temporary Salaries for FY 11/12 - 14/15 were primarily for Pat and Stacey's salaries as part-time employees of the City. In FY 15/16, they were converted to contractors
for $24,750 annually per employee and charged under Other Cont Svcs (69505). A portion of temp salaries (52000) is a transfer of City staff costs related to the event (approximately $3,538 annually).
H FY 14/15 decrease in overtime salaries was related to a one-time reduction in transfer of public safety costs related to the event. This reduction was made to help offset
increased costs not supported by event revenue.
Other T-shirt costs have increased 71.2%, from $20,848 in FY 11/12 to $35,682 in FY 15/16. Overall merchandise sales have increased 20.4% during the corresponding 5-year period.
APPENDIX B
City Finance
391
APPENDIX CCS Administration392
APPENDIX CCS Administration393
APPENDIX CCS Administration394
APPENDIX CCS Administration395
APPENDIX CCS Administration396
TICKET NUMBER NAME/COMPANY FOR SALE COMP'D
0001 KIWANIS X
0002 KIWANIS X
0003 KIWANIS X
0004 KIWANIS X
0005 KIWANIS X
0006 KIWANIS X
0007 KIWANIS X
0008 KIWANIS X
0009 KIWANIS X
0010 KIWANIS X
0011 COMMUNITY SERVICES/C.G.X
0012 COMMUNITY SERVICES/C.G.X
0013 COMMUNITY SERVICES/C.G.X
0014 COMMUNITY SERVICES/C.G.X
0015 COMMUNITY SERVICES/C.G.X
0016 COMMUNITY SERVICES/C.G.X
0017 COMMUNITY SERVICES/C.G.X
0018 KIWANIS X
0019 KIWANIS X
0020 COMMUNITY SERVICES/C.G.X
0021 COMMUNITY SERVICES/C.G.X
0022 COMMUNITY SERVICES/C.G.X
0023 COMMUNITY SERVICES/C.G.X
0024 COMMUNITY SERVICES/C.G.X
0025 COMMUNITY SERVICES/C.G.X
0026 COMMUNITY SERVICES/C.G.X
0027 COMMUNITY SERVICES/C.G.X
0028 COMMUNITY SERVICES/C.G.X
0029 COMMUNITY SERVICES/C.G.X
0030 COMMUNITY SERVICES/C.G.X
0031 COMMUNITY SERVICES/C.G.X
0032 COMMUNITY SERVICES/C.G.X
0033 COMMUNITY SERVICES/C.G.X
0034 COMMUNITY SERVICES/C.G.X
0035 COMMUNITY SERVICES/C.G.X
0036 COMMUNITY SERVICES/C.G.X
0037 COMMUNITY SERVICES/C.G.X
0038 COMMUNITY SERVICES/C.G.X
0039 COMMUNITY SERVICES/C.G.X
0040 COMMUNITY SERVICES/C.G.X
2016
BLEACHERS AT LAKE PARK
Reference #1
APPENDIX C1
4th of July Board
397
0041 COMMUNITY SERVICES/C.G.X
0042 COMMUNITY SERVICES/C.G.X
0043 COMMUNITY SERVICES/C.G.X
0044 COMMUNITY SERVICES/C.G.X
0045 COMMUNITY SERVICES/C.G.X
0046 COMMUNITY SERVICES/C.G.X
0047 COMMUNITY SERVICES/C.G.X
0048 COMMUNITY SERVICES/C.G.X
0049 COMMUNITY SERVICES/C.G.X
0050 COMMUNITY SERVICES/C.G.X
0051 COMMUNITY SERVICES/C.G.X
0052 COMMUNITY SERVICES/C.G.X
0053 COMMUNITY SERVICES/C.G.X
0054 COMMUNITY SERVICES/C.G.X
0055 COMMUNITY SERVICES/C.G.X
0056 COMMUNITY SERVICES/C.G.X
0057 COMMUNITY SERVICES/C.G.X
0058 COMMUNITY SERVICES/C.G.X
0059 PAT STIER X
0060 PAT STIER X
0061 PAT STIER X
0062 PAT STIER X
0063 PAT STIER X
0064 COMMUNITY SERVICES/C.G.X
0065 COMMUNITY SERVICES/C.G.X
0066 COMMUNITY SERVICES/C.G.X
0067 COMMUNITY SERVICES/C.G.X
0068 COMMUNITY SERVICES/C.G.X
0069 COMMUNITY SERVICES/C.G.X
0070 COMMUNITY SERVICES/C.G.X
0071 COMMUNITY SERVICES/C.G.X
0072 COMMUNITY SERVICES/C.G.X
0073 COMMUNITY SERVICES/C.G.X
0074 COMMUNITY SERVICES/C.G.X
0075 COMMUNITY SERVICES/C.G.X
0076 COMMUNITY SERVICES/C.G.X
0077 COMMUNITY SERVICES/C.G.X
0078 COMMUNITY SERVICES/C.G.X
0079 COMMUNITY SERVICES/C.G.X
0080 COMMUNITY SERVICES/C.G.X
0081 COMMUNITY SERVICES/C.G.X
0082 COMMUNITY SERVICES/C.G.X
0083 COMMUNITY SERVICES/C.G.X
0084 COMMUNITY SERVICES/C.G.X
0085 COMMUNITY SERVICES/C.G.X
APPENDIX C1
4th of July Board
398
0086 COMMUNITY SERVICES/C.G.X
0087 COMMUNITY SERVICES/C.G.X
0088 COMMUNITY SERVICES/C.G.X
0089 COMMUNITY SERVICES/C.G.X
0090 COMMUNITY SERVICES/C.G.X
0091 COMMUNITY SERVICES/C.G.X
0092 COMMUNITY SERVICES/C.G.X
0093 COMMUNITY SERVICES/C.G.X
0094 COMMUNITY SERVICES/C.G.X
0095 COMMUNITY SERVICES/C.G.X
0096 COMMUNITY SERVICES/C.G.X
0097 COMMUNITY SERVICES/C.G.X
0098 COMMUNITY SERVICES/C.G.X
0099 COMMUNITY SERVICES/C.G.X
0100 COMMUNITY SERVICES/C.G.X
0101 COMMUNITY SERVICES/C.G.X
0102 COMMUNITY SERVICES/C.G.X
0103 COMMUNITY SERVICES/C.G.X
0104 COMMUNITY SERVICES/C.G.X
0105 COMMUNITY SERVICES/C.G.X
0106 COMMUNITY SERVICES/C.G.X
0107 COMMUNITY SERVICES/C.G.X
0108 COMMUNITY SERVICES/C.G.X
0109 COMMUNITY SERVICES/C.G.X
0110 COMMUNITY SERVICES/C.G.X
0111 COMMUNITY SERVICES/C.G.X
0112 COMMUNITY SERVICES/C.G.X
0113 COMMUNITY SERVICES/C.G.X
0114 COMMUNITY SERVICES/C.G.X
0115 COMMUNITY SERVICES/C.G.X
0116 COMMUNITY SERVICES/C.G.X
0117 COMMUNITY SERVICES/C.G.X
0118 COMMUNITY SERVICES/C.G.X
0119 COMMUNITY SERVICES/C.G.X
0120 COMMUNITY SERVICES/C.G.X
0121 COMMUNITY SERVICES/C.G.X
0122 COMMUNITY SERVICES/C.G.X
0123 COMMUNITY SERVICES/C.G.X
0124 COMMUNITY SERVICES/C.G.X
0125 COMMUNITY SERVICES/C.G.X
0126 COMMUNITY SERVICES/C.G.X
0127 COMMUNITY SERVICES/C.G.X
0128 COMMUNITY SERVICES/C.G.X
0129 COMMUNITY SERVICES/C.G.X
0130 COMMUNITY SERVICES/C.G.X
APPENDIX C1
4th of July Board
399
0131 COMMUNITY SERVICES/C.G.X
0132 COMMUNITY SERVICES/C.G.X
0133 COMMUNITY SERVICES/C.G.X
0134 COMMUNITY SERVICES/C.G.X
0135 COMMUNITY SERVICES/C.G.X
0136 COMMUNITY SERVICES/C.G.X
0137 COMMUNITY SERVICES/C.G.X
0138 COMMUNITY SERVICES/C.G.X
0139 COMMUNITY SERVICES/C.G.X
0140 COMMUNITY SERVICES/C.G.X
0141 COMMUNITY SERVICES/C.G.X
0142 COMMUNITY SERVICES/C.G.X
0143 COMMUNITY SERVICES/C.G.X
0144 COMMUNITY SERVICES/C.G.X
0145 COMMUNITY SERVICES/C.G.X
0146 COMMUNITY SERVICES/C.G.X
0147 COMMUNITY SERVICES/C.G.X
0148 COMMUNITY SERVICES/C.G.X
0149 COMMUNITY SERVICES/C.G.X
0150 COMMUNITY SERVICES/C.G.X
0151 COMMUNITY SERVICES/C.G.X
0152 COMMUNITY SERVICES/C.G.X
0153 COMMUNITY SERVICES/C.G.X
0154 COMMUNITY SERVICES/C.G.X
0155 COMMUNITY SERVICES/C.G.X
0156 COMMUNITY SERVICES/C.G.X
0157 COMMUNITY SERVICES/C.G.X
0158 COMMUNITY SERVICES/C.G.X
0159 COMMUNITY SERVICES/C.G.X
0160 COMMUNITY SERVICES/C.G.X
0161 COMMUNITY SERVICES/C.G.X
0162 COMMUNITY SERVICES/C.G.X
0163 COMMUNITY SERVICES/C.G.X
0164 COMMUNITY SERVICES/C.G.X
0165 COMMUNITY SERVICES/C.G.X
0166 COMMUNITY SERVICES/C.G.X
0167 COMMUNITY SERVICES/C.G.X
0168 COMMUNITY SERVICES/C.G.X
0169 COMMUNITY SERVICES/C.G.X
0170 COMMUNITY SERVICES/C.G.X
0171 COMMUNITY SERVICES/C.G.X
0172 COMMUNITY SERVICES/C.G.X
0173 COMMUNITY SERVICES/C.G.X
0174 COMMUNITY SERVICES/C.G.X
0175 COMMUNITY SERVICES/C.G.X
APPENDIX C1
4th of July Board
400
0176 REPLACEMENTS IF NEEDED
0177 REPLACEMENTS IF NEEDED
0178 REPLACEMENTS IF NEEDED
0179 REPLACEMENTS IF NEEDED
0180 REPLACEMENTS IF NEEDED
0181 REPLACEMENTS IF NEEDED
0182 REPLACEMENTS IF NEEDED
0183 REPLACEMENTS IF NEEDED
0184 REPLACEMENTS IF NEEDED
0185 REPLACEMENTS IF NEEDED
0186 REPLACEMENTS IF NEEDED
0187 REPLACEMENTS IF NEEDED
0188 REPLACEMENTS IF NEEDED
0189 REPLACEMENTS IF NEEDED
0190 REPLACEMENTS IF NEEDED
0191 REPLACEMENTS IF NEEDED
0192 REPLACEMENTS IF NEEDED
0193 REPLACEMENTS IF NEEDED
0194 REPLACEMENTS IF NEEDED
0195 REPLACEMENTS IF NEEDED
0196 REPLACEMENTS IF NEEDED
0197 REPLACEMENTS IF NEEDED
0198 REPLACEMENTS IF NEEDED
0199 REPLACEMENTS IF NEEDED
0200 REPLACEMENTS IF NEEDED
APPENDIX C1
4th of July Board
401
APPENDIX DCS Administration402
APPENDIX ECS Administration403
APPENDIX ECS Administration404
APPENDIX ECS Administration405
APPENDIX ECS Administration406
APPENDIX ECS Administration407
APPENDIX ECS Administration408
APPENDIX ECS Administration409
APPENDIX ECS Administration410
APPENDIX ECS Administration411
TICKET NUMBER NAME/COMPANY FOR SALE COMP'D
0001 COMMUNITY SERVICES/C.G.X
0002 COMMUNITY SERVICES/C.G.X
0003 COMMUNITY SERVICES/C.G.X
0004 COMMUNITY SERVICES/C.G.X
0005 COMMUNITY SERVICES/C.G.X
0006 COMMUNITY SERVICES/C.G.X
0007 COMMUNITY SERVICES/C.G.X
0008 COMMUNITY SERVICES/C.G.X
0009 COMMUNITY SERVICES/C.G.X
0010 COMMUNITY SERVICES/C.G.X
0011 COMMUNITY SERVICES/C.G.X
0012 COMMUNITY SERVICES/C.G.X
0013 COMMUNITY SERVICES/C.G.X
0014 COMMUNITY SERVICES/C.G.X
0015 COMMUNITY SERVICES/C.G.X
0016 COMMUNITY SERVICES/C.G.X
0017 COMMUNITY SERVICES/C.G.X
0018 COMMUNITY SERVICES/C.G.X
0019 COMMUNITY SERVICES/C.G.X
0020 COMMUNITY SERVICES/C.G.X
0021 COMMUNITY SERVICES/C.G.X
0022 COMMUNITY SERVICES/C.G.X
0023 COMMUNITY SERVICES/C.G.X
0024 COMMUNITY SERVICES/C.G.X
0025 COMMUNITY SERVICES/C.G.X
0026 COMMUNITY SERVICES/C.G.X
0027 COMMUNITY SERVICES/C.G.X
0028 COMMUNITY SERVICES/C.G.X
0029 COMMUNITY SERVICES/C.G.X
0030 COMMUNITY SERVICES/C.G.X
0031 COMMUNITY SERVICES/C.G.X
0032 COMMUNITY SERVICES/C.G.X
0033 COMMUNITY SERVICES/C.G.X
0034 COMMUNITY SERVICES/C.G.X
0035 COMMUNITY SERVICES/C.G.X
0036 COMMUNITY SERVICES/C.G.X
0037 COMMUNITY SERVICES/C.G.X
0038 COMMUNITY SERVICES/C.G.X
0039 COMMUNITY SERVICES/C.G.X
0040 COMMUNITY SERVICES/C.G.X
2016
FIREWORKS OVER THE OCEAN Reference #2
APPENDIX E1
4th of July Board
412
0041 COMMUNITY SERVICES/C.G.X
0042 COMMUNITY SERVICES/C.G.X
0043 COMMUNITY SERVICES/C.G.X
0044 COMMUNITY SERVICES/C.G.X
0045 COMMUNITY SERVICES/C.G.X
0046 COMMUNITY SERVICES/C.G.X
0047 COMMUNITY SERVICES/C.G.X
0048 COMMUNITY SERVICES/C.G.X
0049 COMMUNITY SERVICES/C.G.X
0050 COMMUNITY SERVICES/C.G.X
0051 COMMUNITY SERVICES/C.G.X
0052 COMMUNITY SERVICES/C.G.X
0053 COMMUNITY SERVICES/C.G.X
0054 COMMUNITY SERVICES/C.G.X
0055 COMMUNITY SERVICES/C.G.X
0056 COMMUNITY SERVICES/C.G.X
0057 COMMUNITY SERVICES/C.G.X
0058 COMMUNITY SERVICES/C.G.X
0059 COMMUNITY SERVICES/C.G.X
0060 COMMUNITY SERVICES/C.G.X
0061 COMMUNITY SERVICES/C.G.X
0062 COMMUNITY SERVICES/C.G.X
0063 COMMUNITY SERVICES/C.G.X
0064 COMMUNITY SERVICES/C.G.X
0065 COMMUNITY SERVICES/C.G.X
0066 COMMUNITY SERVICES/C.G.X
0067 COMMUNITY SERVICES/C.G.X
0068 COMMUNITY SERVICES/C.G.X
0069 COMMUNITY SERVICES/C.G.X
0070 COMMUNITY SERVICES/C.G.X
0071 COMMUNITY SERVICES/C.G.X
0072 COMMUNITY SERVICES/C.G.X
0073 COMMUNITY SERVICES/C.G.X
0074 COMMUNITY SERVICES/C.G.X
0075 COMMUNITY SERVICES/C.G.X
0076 COMMUNITY SERVICES/C.G.X
0077 COMMUNITY SERVICES/C.G.X
0078 COMMUNITY SERVICES/C.G.X
0079 COMMUNITY SERVICES/C.G.X
0080 COMMUNITY SERVICES/C.G.X
0081 COMMUNITY SERVICES/C.G.X
0082 COMMUNITY SERVICES/C.G.X
0083 COMMUNITY SERVICES/C.G.X
0084 COMMUNITY SERVICES/C.G.X
0085 COMMUNITY SERVICES/C.G.X
APPENDIX E1
4th of July Board
413
0086 COMMUNITY SERVICES/C.G.X
0087 COMMUNITY SERVICES/C.G.X
0088 COMMUNITY SERVICES/C.G.X
0089 COMMUNITY SERVICES/C.G.X
0090 COMMUNITY SERVICES/C.G.X
0091 COMMUNITY SERVICES/C.G.X
0092 COMMUNITY SERVICES/C.G.X
0093 COMMUNITY SERVICES/C.G.X
0094 COMMUNITY SERVICES/C.G.X
0095 COMMUNITY SERVICES/C.G.X
0096 COMMUNITY SERVICES/C.G.X
0097 COMMUNITY SERVICES/C.G.X
0098 COMMUNITY SERVICES/C.G.X
0099 COMMUNITY SERVICES/C.G.X
0100 COMMUNITY SERVICES/C.G.X
0101 COMMUNITY SERVICES/C.G.X
0102 COMMUNITY SERVICES/C.G.X
0103 COMMUNITY SERVICES/C.G.X
0104 COMMUNITY SERVICES/C.G.X
0105 COMMUNITY SERVICES/C.G.X
0106 COMMUNITY SERVICES/C.G.X
0107 COMMUNITY SERVICES/C.G.X
0108 COMMUNITY SERVICES/C.G.X
0109 COMMUNITY SERVICES/C.G.X
0110 COMMUNITY SERVICES/C.G.X
0111 COMMUNITY SERVICES/C.G.X
0112 COMMUNITY SERVICES/C.G.X
0113 COMMUNITY SERVICES/C.G.X
0114 COMMUNITY SERVICES/C.G.X
0115 COMMUNITY SERVICES/C.G.X
0116 COMMUNITY SERVICES/C.G.X
0117 COMMUNITY SERVICES/C.G.X
0118 COMMUNITY SERVICES/C.G.X
0119 COMMUNITY SERVICES/C.G.X
0120 COMMUNITY SERVICES/C.G.X
0121 COMMUNITY SERVICES/C.G.X
0122 COMMUNITY SERVICES/C.G.X
0123 COMMUNITY SERVICES/C.G.X
0124 COMMUNITY SERVICES/C.G.X
0125 COMMUNITY SERVICES/C.G.X
0126 COMMUNITY SERVICES/C.G.X
0127 COMMUNITY SERVICES/C.G.X
0128 COMMUNITY SERVICES/C.G.X
0129 COMMUNITY SERVICES/C.G.X
0130 COMMUNITY SERVICES/C.G.X
APPENDIX E1
4th of July Board
414
0131 COMMUNITY SERVICES/C.G.X
0132 COMMUNITY SERVICES/C.G.X
0133 COMMUNITY SERVICES/C.G.X
0134 COMMUNITY SERVICES/C.G.X
0135 COMMUNITY SERVICES/C.G.X
0136 COMMUNITY SERVICES/C.G.X
0137 COMMUNITY SERVICES/C.G.X
0138 COMMUNITY SERVICES/C.G.X
0139 COMMUNITY SERVICES/C.G.X
0140 COMMUNITY SERVICES/C.G.X
0141 COMMUNITY SERVICES/C.G.X
0142 COMMUNITY SERVICES/C.G.X
0143 COMMUNITY SERVICES/C.G.X
0144 COMMUNITY SERVICES/C.G.X
0145 COMMUNITY SERVICES/C.G.X
0146 COMMUNITY SERVICES/C.G.X
0147 COMMUNITY SERVICES/C.G.X
0148 COMMUNITY SERVICES/C.G.X
0149 COMMUNITY SERVICES/C.G.X
0150 COMMUNITY SERVICES/C.G.X
0151 COMMUNITY SERVICES/C.G.X
0152 COMMUNITY SERVICES/C.G.X
0153 COMMUNITY SERVICES/C.G.X
0154 COMMUNITY SERVICES/C.G.X
0155 COMMUNITY SERVICES/C.G.X
0156 COMMUNITY SERVICES/C.G.X
0157 COMMUNITY SERVICES/C.G.X
0158 COMMUNITY SERVICES/C.G.X
0159 COMMUNITY SERVICES/C.G.X
0160 COMMUNITY SERVICES/C.G.X
0161 COMMUNITY SERVICES/C.G.X
0162 COMMUNITY SERVICES/C.G.X
0163 COMMUNITY SERVICES/C.G.X
0164 COMMUNITY SERVICES/C.G.X
0165 COMMUNITY SERVICES/C.G.X
0166 COMMUNITY SERVICES/C.G.X
0167 COMMUNITY SERVICES/C.G.X
0168 COMMUNITY SERVICES/C.G.X
0169 COMMUNITY SERVICES/C.G.X
0170 COMMUNITY SERVICES/C.G.X
0171 COMMUNITY SERVICES/C.G.X
0172 COMMUNITY SERVICES/C.G.X
0173 COMMUNITY SERVICES/C.G.X
0174 COMMUNITY SERVICES/C.G.X
0175 COMMUNITY SERVICES/C.G.X
APPENDIX E1
4th of July Board
415
0176 COMMUNITY SERVICES/C.G.X
0177 COMMUNITY SERVICES/C.G.X
0178 COMMUNITY SERVICES/C.G.X
0179 COMMUNITY SERVICES/C.G.X
0180 COMMUNITY SERVICES/C.G.X
0181 COMMUNITY SERVICES/C.G.X
0182 COMMUNITY SERVICES/C.G.X
0183 COMMUNITY SERVICES/C.G.X
0184 COMMUNITY SERVICES/C.G.X
0185 COMMUNITY SERVICES/C.G.X
0186 COMMUNITY SERVICES/C.G.X
0187 COMMUNITY SERVICES/C.G.X
0188 COMMUNITY SERVICES/C.G.X
0189 COMMUNITY SERVICES/C.G.X
0190 COMMUNITY SERVICES/C.G.X
0191 COMMUNITY SERVICES/C.G.X
0192 COMMUNITY SERVICES/C.G.X
0193 COMMUNITY SERVICES/C.G.X
0194 COMMUNITY SERVICES/C.G.X
0195 COMMUNITY SERVICES/C.G.X
0196 COMMUNITY SERVICES/C.G.X
0197 COMMUNITY SERVICES/C.G.X
0198 COMMUNITY SERVICES/C.G.X
0199 COMMUNITY SERVICES/C.G.X
0200 COMMUNITY SERVICES/C.G.X
0201 COMMUNITY SERVICES/C.G.X
0202 COMMUNITY SERVICES/C.G.X
0203 COMMUNITY SERVICES/C.G.X
0204 COMMUNITY SERVICES/C.G.X
0205 COMMUNITY SERVICES/C.G.X
0206 COMMUNITY SERVICES/C.G.X
0207 COMMUNITY SERVICES/C.G.X
0208 COMMUNITY SERVICES/C.G.X
0209 COMMUNITY SERVICES/C.G.X
0210 COMMUNITY SERVICES/C.G.X
0211 COMMUNITY SERVICES/C.G.X
0212 COMMUNITY SERVICES/C.G.X
0213 COMMUNITY SERVICES/C.G.X
0214 COMMUNITY SERVICES/C.G.X
0215 COMMUNITY SERVICES/C.G.X
0216 COMMUNITY SERVICES/C.G.X
0217 COMMUNITY SERVICES/C.G.X
0218 COMMUNITY SERVICES/C.G.X
0219 COMMUNITY SERVICES/C.G.X
0220 COMMUNITY SERVICES/C.G.X
APPENDIX E1
4th of July Board
416
0221 COMMUNITY SERVICES/C.G.X
0222 COMMUNITY SERVICES/C.G.X
0223 COMMUNITY SERVICES/C.G.X
0224 COMMUNITY SERVICES/C.G.X
0225 COMMUNITY SERVICES/C.G.X
0226 COMMUNITY SERVICES/C.G.X
0227 COMMUNITY SERVICES/C.G.X
0228 COMMUNITY SERVICES/C.G.X
0229 COMMUNITY SERVICES/C.G.X
0230 COMMUNITY SERVICES/C.G.X
0231 COMMUNITY SERVICES/C.G.X
0232 COMMUNITY SERVICES/C.G.X
0233 COMMUNITY SERVICES/C.G.X
0234 COMMUNITY SERVICES/C.G.X
0235 COMMUNITY SERVICES/C.G.X
0236 COMMUNITY SERVICES/C.G.X
0237 COMMUNITY SERVICES/C.G.X
0238 COMMUNITY SERVICES/C.G.X
0239 COMMUNITY SERVICES/C.G.X
0240 COMMUNITY SERVICES/C.G.X
0241 COMMUNITY SERVICES/C.G.X
0242 COMMUNITY SERVICES/C.G.X
0243 COMMUNITY SERVICES/C.G.X
0244 COMMUNITY SERVICES/C.G.X
0245 COMMUNITY SERVICES/C.G.X
0246 COMMUNITY SERVICES/C.G.X
0247 COMMUNITY SERVICES/C.G.X
0248 COMMUNITY SERVICES/C.G.X
0249 COMMUNITY SERVICES/C.G.X
0250 COMMUNITY SERVICES/C.G.X
0251 COMMUNITY SERVICES/C.G.X
0252 COMMUNITY SERVICES/C.G.X
0253 COMMUNITY SERVICES/C.G.X
0254 COMMUNITY SERVICES/C.G.X
0255 COMMUNITY SERVICES/C.G.X
0256 COMMUNITY SERVICES/C.G.X
0257 COMMUNITY SERVICES/C.G.X
0258 COMMUNITY SERVICES/C.G.X
0259 COMMUNITY SERVICES/C.G.X
0260 COMMUNITY SERVICES/C.G.X
0261 COMMUNITY SERVICES/C.G.X
0262 COMMUNITY SERVICES/C.G.X
0263 COMMUNITY SERVICES/C.G.X
0264 COMMUNITY SERVICES/C.G.X
0265 COMMUNITY SERVICES/C.G.X
APPENDIX E1
4th of July Board
417
0266 COMMUNITY SERVICES/C.G.X
0267 COMMUNITY SERVICES/C.G.X
0268 COMMUNITY SERVICES/C.G.X
0269 COMMUNITY SERVICES/C.G.X
0270 COMMUNITY SERVICES/C.G.X
0271 COMMUNITY SERVICES/C.G.X
0272 COMMUNITY SERVICES/C.G.X
0273 COMMUNITY SERVICES/C.G.X
0274 COMMUNITY SERVICES/C.G.X
0275 COMMUNITY SERVICES/C.G.X
0276 COMMUNITY SERVICES/C.G.X
0277 COMMUNITY SERVICES/C.G.X
0278 COMMUNITY SERVICES/C.G.X
0279 COMMUNITY SERVICES/C.G.X
0280 COMMUNITY SERVICES/C.G.X
0281 COMMUNITY SERVICES/C.G.X
0282 COMMUNITY SERVICES/C.G.X
0283 COMMUNITY SERVICES/C.G.X
0284 COMMUNITY SERVICES/C.G.X
0285 COMMUNITY SERVICES/C.G.X
0286 COMMUNITY SERVICES/C.G.X
0287 COMMUNITY SERVICES/C.G.X
0288 COMMUNITY SERVICES/C.G.X
0289 COMMUNITY SERVICES/C.G.X
0290 COMMUNITY SERVICES/C.G.X
0291 COMMUNITY SERVICES/C.G.X
0292 COMMUNITY SERVICES/C.G.X
0293 COMMUNITY SERVICES/C.G.X
0294 COMMUNITY SERVICES/C.G.X
0295 COMMUNITY SERVICES/C.G.X
0296 COMMUNITY SERVICES/C.G.X
0297 COMMUNITY SERVICES/C.G.X
0298 COMMUNITY SERVICES/C.G.X
0299 COMMUNITY SERVICES/C.G.X
0300 COMMUNITY SERVICES/C.G.X
0301 COMMUNITY SERVICES/C.G.X
0302 COMMUNITY SERVICES/C.G.X
0303 COMMUNITY SERVICES/C.G.X
0304 COMMUNITY SERVICES/C.G.X
0305 COMMUNITY SERVICES/C.G.X
0306 COMMUNITY SERVICES/C.G.X
0307 COMMUNITY SERVICES/C.G.X
0308 COMMUNITY SERVICES/C.G.X
0309 COMMUNITY SERVICES/C.G.X
0310 COMMUNITY SERVICES/C.G.X
APPENDIX E1
4th of July Board
418
0311 COMMUNITY SERVICES/C.G.X
0312 COMMUNITY SERVICES/C.G.X
0313 COMMUNITY SERVICES/C.G.X
0314 COMMUNITY SERVICES/C.G.X
0315 COMMUNITY SERVICES/C.G.X
0316 COMMUNITY SERVICES/C.G.X
0317 COMMUNITY SERVICES/C.G.X
0318 COMMUNITY SERVICES/C.G.X
0319 COMMUNITY SERVICES/C.G.X
0320 COMMUNITY SERVICES/C.G.X
0321 COMMUNITY SERVICES/C.G.X
0322 COMMUNITY SERVICES/C.G.X
0323 COMMUNITY SERVICES/C.G.X
0324 COMMUNITY SERVICES/C.G.X
0325 COMMUNITY SERVICES/C.G.X
0326 COMMUNITY SERVICES/C.G.X
0327 COMMUNITY SERVICES/C.G.X
0328 COMMUNITY SERVICES/C.G.X
0329 COMMUNITY SERVICES/C.G.X
0330 COMMUNITY SERVICES/C.G.X
0331 COMMUNITY SERVICES/C.G.X
0332 COMMUNITY SERVICES/C.G.X
0333 COMMUNITY SERVICES/C.G.X
0334 COMMUNITY SERVICES/C.G.X
0335 COMMUNITY SERVICES/C.G.X
0336 COMMUNITY SERVICES/C.G.X
0337 COMMUNITY SERVICES/C.G.X
0338 COMMUNITY SERVICES/C.G.X
0339 COMMUNITY SERVICES/C.G.X
0340 COMMUNITY SERVICES/C.G.X
0341 COMMUNITY SERVICES/C.G.X
0342 COMMUNITY SERVICES/C.G.X
0343 COMMUNITY SERVICES/C.G.X
0344 COMMUNITY SERVICES/C.G.X
0345 COMMUNITY SERVICES/C.G.X
0346 COMMUNITY SERVICES/C.G.X
0347 COMMUNITY SERVICES/C.G.X
0348 COMMUNITY SERVICES/C.G.X
0349 COMMUNITY SERVICES/C.G.X
0350 COMMUNITY SERVICES/C.G.X
0351 COMMUNITY SERVICES/C.G.X
0352 COMMUNITY SERVICES/C.G.X
0353 COMMUNITY SERVICES/C.G.X
0354 COMMUNITY SERVICES/C.G.X
0355 COMMUNITY SERVICES/C.G.X
APPENDIX E1
4th of July Board
419
0356 COMMUNITY SERVICES/C.G.X
0357 COMMUNITY SERVICES/C.G.X
0358 COMMUNITY SERVICES/C.G.X
0359 COMMUNITY SERVICES/C.G.X
0360 COMMUNITY SERVICES/C.G.X
0361 COMMUNITY SERVICES/C.G.X
0362 COMMUNITY SERVICES/C.G.X
0363 COMMUNITY SERVICES/C.G.X
0364 COMMUNITY SERVICES/C.G.X
0365 COMMUNITY SERVICES/C.G.X
0366 COMMUNITY SERVICES/C.G.X
0367 COMMUNITY SERVICES/C.G.X
0368 COMMUNITY SERVICES/C.G.X
0369 BOEING X
0370 BOEING X
0371 BOEING X
0372 BOEING X
0373 BOEING X
0374 BOEING X
0375 BOEING X
0376 BOEING X
0377 BOEING X
0378 BOEING X
0379 BOEING X
0380 BOEING X
0381 BOEING X
0382 BOEING X
0383 BOEING X
0384 BOEING X
0385 BOEING X
0386 BOEING X
0387 BOEING X
0388 BOEING X
0389 BOEING X
0390 HOAG X
0391 HOAG X
0392 HOAG X
0393 HOAG X
0394 HOAG X
0395 HOAG X
0396 HOAG X
0397 HOAG X
0398 LEXUS X
0399 LEXUS X
0400 LEXUS X
APPENDIX E1
4th of July Board
420
0401 LEXUS X
0402 GOLDEN WEST COLLEGE X
0403 GOLDEN WEST COLLEGE X
0404 GOLDEN WEST COLLEGE X
0405 GOLDEN WEST COLLEGE X
0406 GOLDEN WEST COLLEGE X
0407 CA RESOURCES X
0408 CA RESOURCES X
0409 CA RESOURCES X
0410 CA RESOURCES X
0411 VISIT HB X
0412 VISIT HB X
0413 VISIT HB X
0414 VISIT HB X
0415 MAXUM X
0416 MAXUM X
0417 MAXUM X
0418 MAXUM X
0419 LEGENDS X
0420 LEGENDS X
0421 LEGENDS X
0422 LEGENDS X
0423 SHOREBREAK X
0424 SHOREBREAK X
0425 SHOREBREAK X
0426 SHOREBREAK X
0427 2ND FLOOR X
0428 2ND FLOOR X
0429 2ND FLOOR X
0430 2ND FLOOR X
0431 2ND FLOOR X
0432 AES X
0433 AES X
0434 ALBERTSONS X
0435 ALBERTSONS X
0436 ALBERTSONS X
0437 ALBERTSONS X
0438 ALBERTSONS X
0439 ALBERTSONS X
0440 ALBERTSONS X
0441 ALBERTSONS X
0442 ALBERTSONS X
0443 ALBERTSONS X
0444 ANDI KOWAL X
0445 ANDI KOWAL X
APPENDIX E1
4th of July Board
421
0446 ANDI KOWAL X
0447 ANDI KOWAL X
0448 DELGLEIZE X
0449 DELGLEIZE X
0450 DELGLEIZE X
0451 DELGLEIZE X
0452 O'CONNELL X
0453 O'CONNELL X
0454 O'CONNELL X
0455 O'CONNELL X
0456 POLICE CHIEF X
0457 POLICE CHIEF X
0458 POLICE CHIEF X
0459 POLICE CHIEF X
0460 POLICE CHIEF X
0461 SULLIVAN X
0462 SULLIVAN X
0463 SULLIVAN X
0464 SULLIVAN X
0465 HOLLOWAY X
0466 HOLLOWAY X
0467 HOLLOWAY X
0468 HOLLOWAY X
0469 MCNEIL X
0470 MCNEIL X
0471 MCNEIL X
0472 FLYNN X
0473 FLYNN X
0474 FLYNN X
0475 FLYNN X
0476 FLYNN X
0477 FLYNN X
0478 FLYNN X
0479 FLYNN X
0480 FLYNN X
0481 FLYNN X
0482 FLYNN X
0483 PETERSON X
0484 PETERSON X
0485 PETERSON X
0486 PETERSON X
0487 HARDY X
0488 HARDY X
0489 HARDY X
0490 HARDY X
APPENDIX E1
4th of July Board
422
0491 KATAPODIS X
0492 KATAPODIS X
0493 KATAPODIS X
0494 KATAPODIS X
0495 COUEY X
0496 COUEY X
0497 COUEY X
0498 COUEY X
0499 GATES X
0500 GATES X
0501 GATES X
0502 GATES X
0503 GATES X
0504 GATES X
0505 POSEY X
0506 POSEY X
0507 POSEY X
0508 POSEY X
0509 SHEA X
0510 SHEA X
0511 FDNY X
0512 FDNY X
0513 FDNY X
0514 FDNY X
0515 FDNY X
0516 FDNY X
0517 FDNY X
0518 FDNY X
0519 FDNY X
0520 FDNY X
0521 FDNY X
0522 FDNY X
0523 FDNY X
0524 FDNY X
0525 FDNY X
0526 FDNY X
0527 FDNY X
0528 FDNY X
0529 FDNY X
0530 FDNY X
0531 STIER X
0532 STIER X
0533 STIER X
0534 STIER X
0535 VIRCKS X
APPENDIX E1
4th of July Board
423
0536 VIRCKS X
0537 VIRCKS X
0538 VIRCKS X
0539 YOUNG X
0540 YOUNG X
0541 LEFFREING X
0542 LEFFREING X
0543 CLERK X
0544 CLERK X
0545 CLERK X
0546 CLERK X
0547 WALL X
0548 WALL X
0549 WALL X
0550 LEWIS X
0551 LEWIS X
0552 LEWIS X
0553 BANNISTER X
0554 BANNISTER
0555 MERCHANDISE CHAIR X
0556 MERCHANDISE CHAIR X
0557 MERCHANDISE CHAIR X
0558 MERCHANDISE CHAIR X
0559 MERCHANDISE CHAIR X
0560 MERCHANDISE CHAIR X
0561 MERCHANDISE CHAIR X
0562 MERCHANDISE CHAIR X
0563 MERCHANDISE CHAIR X
0564 MERCHANDISE CHAIR X
0565 MERCHANDISE CHAIR X
0566 MERCHANDISE CHAIR X
0567 MERCHANDISE CHAIR X
0568 MERCHANDISE CHAIR X
0569 MERCHANDISE CHAIR X
0570 MERCHANDISE CHAIR X
0571 MERCHANDISE CHAIR X
0572 MERCHANDISE CHAIR X
0573 MERCHANDISE CHAIR X
0574 MERCHANDISE CHAIR X
0575 MERCHANDISE CHAIR X
0576 MERCHANDISE CHAIR X
0577 MERCHANDISE CHAIR X
0578 MERCHANDISE CHAIR X
0579 MERCHANDISE CHAIR X
0580 MERCHANDISE CHAIR X
APPENDIX E1
4th of July Board
424
0581 MERCHANDISE CHAIR X
0582 MERCHANDISE CHAIR X
0583 MERCHANDISE CHAIR X
0584 MERCHANDISE CHAIR X
0585 MERCHANDISE CHAIR X
0586 MERCHANDISE CHAIR X
0587 MERCHANDISE CHAIR X
0588 MERCHANDISE CHAIR X
0589 MERCHANDISE CHAIR X
0590 MERCHANDISE CHAIR X
0591 MERCHANDISE CHAIR X
0592 MERCHANDISE CHAIR X
0593 MERCHANDISE CHAIR X
0594 MERCHANDISE CHAIR X
0595 MERCHANDISE CHAIR X
0596 MERCHANDISE CHAIR X
0597 MERCHANDISE CHAIR X
0598 MERCHANDISE CHAIR X
0599 MERCHANDISE CHAIR X
0600 MERCHANDISE CHAIR X
0601 MERCHANDISE CHAIR X
0602 MERCHANDISE CHAIR X
0603 MERCHANDISE CHAIR X
0604 MERCHANDISE CHAIR X
0605 MERCHANDISE CHAIR X
0606 MERCHANDISE CHAIR X
0607 MERCHANDISE CHAIR X
0608 MERCHANDISE CHAIR X
0609 MERCHANDISE CHAIR X
0610 MERCHANDISE CHAIR X
0611 MERCHANDISE CHAIR X
0612 MERCHANDISE CHAIR X
0613 MERCHANDISE CHAIR X
0614 MERCHANDISE CHAIR X
0615 MERCHANDISE CHAIR X
0616 MERCHANDISE CHAIR X
0617 MERCHANDISE CHAIR X
0618 MERCHANDISE CHAIR X
0619 MERCHANDISE CHAIR X
0620 MERCHANDISE CHAIR X
0621 MERCHANDISE CHAIR X
0622 MERCHANDISE CHAIR X
0623 MERCHANDISE CHAIR X
0624 MERCHANDISE CHAIR X
0625 MERCHANDISE CHAIR X
APPENDIX E1
4th of July Board
425
0626 MERCHANDISE CHAIR X
0627 MERCHANDISE CHAIR X
0628 MERCHANDISE CHAIR X
0629 MERCHANDISE CHAIR X
0630 MERCHANDISE CHAIR X
0631 MERCHANDISE CHAIR X
0632 MERCHANDISE CHAIR X
0633 MERCHANDISE CHAIR X
0634 MERCHANDISE CHAIR X
0635 MERCHANDISE CHAIR X
0636 MERCHANDISE CHAIR X
0637 MERCHANDISE CHAIR X
0638 MERCHANDISE CHAIR X
0639 MERCHANDISE CHAIR X
0640 MERCHANDISE CHAIR X
0641 MERCHANDISE CHAIR X
0642 MERCHANDISE CHAIR X
0643 MERCHANDISE CHAIR X
0644 MERCHANDISE CHAIR X
0645 MERCHANDISE CHAIR X
0646 MERCHANDISE CHAIR X
0647 MERCHANDISE CHAIR X
0648 MERCHANDISE CHAIR X
0649 MERCHANDISE CHAIR X
0650 MERCHANDISE CHAIR X
0651 MERCHANDISE CHAIR X
0652 MERCHANDISE CHAIR X
0653 MERCHANDISE CHAIR X
0654 MERCHANDISE CHAIR X
0655 MERCHANDISE CHAIR X
0656 MERCHANDISE CHAIR X
0657 MERCHANDISE CHAIR X
0658 MERCHANDISE CHAIR X
0659 MERCHANDISE CHAIR X
0660 MERCHANDISE CHAIR X
0661 MERCHANDISE CHAIR X
0662 MERCHANDISE CHAIR X
0663 MERCHANDISE CHAIR X
0664 MERCHANDISE CHAIR X
0665 MERCHANDISE CHAIR X
0666 MERCHANDISE CHAIR X
0667 MERCHANDISE CHAIR X
0668 MERCHANDISE CHAIR X
0669 MERCHANDISE CHAIR X
0670 MERCHANDISE CHAIR X
APPENDIX E1
4th of July Board
426
0671 MERCHANDISE CHAIR X
0672 MERCHANDISE CHAIR X
0673 MERCHANDISE CHAIR X
0674 MERCHANDISE CHAIR X
0675 MERCHANDISE CHAIR X
0676 MERCHANDISE CHAIR X
0677 MERCHANDISE CHAIR X
0678 MERCHANDISE CHAIR X
0679 MERCHANDISE CHAIR X
0680 MERCHANDISE CHAIR X
0681 MERCHANDISE CHAIR X
0682 MERCHANDISE CHAIR X
0683 MERCHANDISE CHAIR X
0684 MERCHANDISE CHAIR X
0685 MERCHANDISE CHAIR X
0686 MERCHANDISE CHAIR X
0687 MERCHANDISE CHAIR X
0688 MERCHANDISE CHAIR X
0689 MERCHANDISE CHAIR X
0690 MERCHANDISE CHAIR X
0691 MERCHANDISE CHAIR X
0692 MERCHANDISE CHAIR X
0693 MERCHANDISE CHAIR X
0694 MERCHANDISE CHAIR X
0695 MERCHANDISE CHAIR X
0696 MERCHANDISE CHAIR X
0697 MERCHANDISE CHAIR X
0698 MERCHANDISE CHAIR X
0699 MERCHANDISE CHAIR X
0700 MERCHANDISE CHAIR X
0701 MERCHANDISE CHAIR X
0702 MERCHANDISE CHAIR X
0703 MERCHANDISE CHAIR X
0704 MERCHANDISE CHAIR X
0705 MERCHANDISE CHAIR X
0706 MERCHANDISE CHAIR X
0707 MERCHANDISE CHAIR X
0708 MERCHANDISE CHAIR X
0709 MERCHANDISE CHAIR X
0710 MERCHANDISE CHAIR X
0711 MERCHANDISE CHAIR X
0712 MERCHANDISE CHAIR X
0713 MERCHANDISE CHAIR X
0714 MERCHANDISE CHAIR X
0715 MERCHANDISE CHAIR X
APPENDIX E1
4th of July Board
427
0716 MERCHANDISE CHAIR X
0717 MERCHANDISE CHAIR X
0718 MERCHANDISE CHAIR X
0719 MERCHANDISE CHAIR X
0720 MERCHANDISE CHAIR X
0721 MERCHANDISE CHAIR X
0722 MERCHANDISE CHAIR X
0723 MERCHANDISE CHAIR X
0724 MERCHANDISE CHAIR X
0725 MERCHANDISE CHAIR X
0726 MERCHANDISE CHAIR X
0727 MERCHANDISE CHAIR X
0728 MERCHANDISE CHAIR X
0729 MERCHANDISE CHAIR X
0730 MERCHANDISE CHAIR X
0731 MERCHANDISE CHAIR X
0732 MERCHANDISE CHAIR X
0733 MERCHANDISE CHAIR X
0734 MERCHANDISE CHAIR X
0735 MERCHANDISE CHAIR X
0736 MERCHANDISE CHAIR X
0737 MERCHANDISE CHAIR X
0738 MERCHANDISE CHAIR X
0739 MERCHANDISE CHAIR X
0740 MERCHANDISE CHAIR X
0741 MERCHANDISE CHAIR X
0742 MERCHANDISE CHAIR X
0743 MERCHANDISE CHAIR X
0744 MERCHANDISE CHAIR X
0745 MERCHANDISE CHAIR X
0746 MERCHANDISE CHAIR X
0747 MERCHANDISE CHAIR X
0748 MERCHANDISE CHAIR X
0749 MERCHANDISE CHAIR X
0750 MERCHANDISE CHAIR X
0751 MERCHANDISE CHAIR X
0752 MERCHANDISE CHAIR X
0753 MERCHANDISE CHAIR X
0754 MERCHANDISE CHAIR X
0755 MERCHANDISE CHAIR X
0756 MERCHANDISE CHAIR X
0757 MERCHANDISE CHAIR X
0758 MERCHANDISE CHAIR X
0759 MERCHANDISE CHAIR X
0760 MERCHANDISE CHAIR X
APPENDIX E1
4th of July Board
428
0761 MERCHANDISE CHAIR X
0762 MERCHANDISE CHAIR X
0763 MERCHANDISE CHAIR X
0764 MERCHANDISE CHAIR X
0765 MERCHANDISE CHAIR X
0766 MERCHANDISE CHAIR X
0767 MERCHANDISE CHAIR X
0768 MERCHANDISE CHAIR X
0769 MERCHANDISE CHAIR X
0770 MERCHANDISE CHAIR X
0771 MERCHANDISE CHAIR X
0772 MERCHANDISE CHAIR X
0773 MERCHANDISE CHAIR X
0774 MERCHANDISE CHAIR X
0775 MERCHANDISE CHAIR X
0776 MERCHANDISE CHAIR X
0777 MERCHANDISE CHAIR X
0778 MERCHANDISE CHAIR X
0779 MERCHANDISE CHAIR X
0780 MERCHANDISE CHAIR X
0781 MERCHANDISE CHAIR X
0782 MERCHANDISE CHAIR X
0783 MERCHANDISE CHAIR X
0784 MERCHANDISE CHAIR X
0785 MERCHANDISE CHAIR X
0786 MERCHANDISE CHAIR X
0787 MERCHANDISE CHAIR X
0788 MERCHANDISE CHAIR X
0789 MERCHANDISE CHAIR X
0790 MERCHANDISE CHAIR X
0791 MERCHANDISE CHAIR X
0792 MERCHANDISE CHAIR X
0793 MERCHANDISE CHAIR X
0794 MERCHANDISE CHAIR X
0795 MERCHANDISE CHAIR X
0796 MERCHANDISE CHAIR X
0797 MERCHANDISE CHAIR X
0798 MERCHANDISE CHAIR X
0799 MERCHANDISE CHAIR X
0800 MERCHANDISE CHAIR X
0801 MERCHANDISE CHAIR X
0802 MERCHANDISE CHAIR X
0803 MERCHANDISE CHAIR X
0804 MERCHANDISE CHAIR X
0805 MERCHANDISE CHAIR X
APPENDIX E1
4th of July Board
429
0806 MERCHANDISE CHAIR X
0807 MERCHANDISE CHAIR X
0808 MERCHANDISE CHAIR X
0809 MERCHANDISE CHAIR X
0810 MERCHANDISE CHAIR X
0811 MERCHANDISE CHAIR X
0812 MERCHANDISE CHAIR X
0813 MERCHANDISE CHAIR X
0814 MERCHANDISE CHAIR X
0815 MERCHANDISE CHAIR X
0816 MERCHANDISE CHAIR X
0817 MERCHANDISE CHAIR X
0818 MERCHANDISE CHAIR X
0819 MERCHANDISE CHAIR X
0820 MERCHANDISE CHAIR X
0821 MERCHANDISE CHAIR X
0822 MERCHANDISE CHAIR X
0823 MERCHANDISE CHAIR X
0824 MERCHANDISE CHAIR X
0825 MERCHANDISE CHAIR X
0826 MERCHANDISE CHAIR X
0827 MERCHANDISE CHAIR X
0828 MERCHANDISE CHAIR X
0829 MERCHANDISE CHAIR X
0830 MERCHANDISE CHAIR X
0831 MERCHANDISE CHAIR X
0832 MERCHANDISE CHAIR X
0833 MERCHANDISE CHAIR X
0834 MERCHANDISE CHAIR X
0835 MERCHANDISE CHAIR X
0836 MERCHANDISE CHAIR X
0837 MERCHANDISE CHAIR X
0838 MERCHANDISE CHAIR X
0839 MERCHANDISE CHAIR X
0840 MERCHANDISE CHAIR X
0841 MERCHANDISE CHAIR X
0842 MERCHANDISE CHAIR X
0843 MERCHANDISE CHAIR X
0844 MERCHANDISE CHAIR X
0845 MERCHANDISE CHAIR X
0846 MERCHANDISE CHAIR X
0847 MERCHANDISE CHAIR X
0848 MERCHANDISE CHAIR X
0849 MERCHANDISE CHAIR X
0850 MERCHANDISE CHAIR X
APPENDIX E1
4th of July Board
430
0851 MERCHANDISE CHAIR X
0852 MERCHANDISE CHAIR X
0853 MERCHANDISE CHAIR X
0854 MERCHANDISE CHAIR X
0855 MERCHANDISE CHAIR X
0856 MERCHANDISE CHAIR X
0857 MERCHANDISE CHAIR X
0858 MERCHANDISE CHAIR X
0859 MERCHANDISE CHAIR X
0860 MERCHANDISE CHAIR X
0861 MERCHANDISE CHAIR X
0862 MERCHANDISE CHAIR X
0863 MERCHANDISE CHAIR X
0864 MERCHANDISE CHAIR X
0865 MERCHANDISE CHAIR X
0866 MERCHANDISE CHAIR X
0867 MERCHANDISE CHAIR X
0868 MERCHANDISE CHAIR X
0869 MERCHANDISE CHAIR X
0870 MERCHANDISE CHAIR X
0871 MERCHANDISE CHAIR X
0872 MERCHANDISE CHAIR X
0873 MERCHANDISE CHAIR X
0874 MERCHANDISE CHAIR X
0875 MERCHANDISE CHAIR X
0876 MERCHANDISE CHAIR X
0877 MERCHANDISE CHAIR X
0878 MERCHANDISE CHAIR X
0879 MERCHANDISE CHAIR X
0880 MERCHANDISE CHAIR X
0881 MERCHANDISE CHAIR X
0882 MERCHANDISE CHAIR X
0883 MERCHANDISE CHAIR X
0884 MERCHANDISE CHAIR X
0885 MERCHANDISE CHAIR X
0886 MERCHANDISE CHAIR X
0887 MERCHANDISE CHAIR X
0888 MERCHANDISE CHAIR X
0889 MERCHANDISE CHAIR X
0890 MERCHANDISE CHAIR X
0891 MERCHANDISE CHAIR X
0892 MERCHANDISE CHAIR X
0893 MERCHANDISE CHAIR X
0894 MERCHANDISE CHAIR X
0895 MERCHANDISE CHAIR X
APPENDIX E1
4th of July Board
431
0896 MERCHANDISE CHAIR X
0897 MERCHANDISE CHAIR X
0898 MERCHANDISE CHAIR X
0899 MERCHANDISE CHAIR X
0900 MERCHANDISE CHAIR X
0901 MERCHANDISE CHAIR X
0902 MERCHANDISE CHAIR X
0903 MERCHANDISE CHAIR X
0904 MERCHANDISE CHAIR X
0905 MERCHANDISE CHAIR X
0906 MERCHANDISE CHAIR X
0907 MERCHANDISE CHAIR X
0908 MERCHANDISE CHAIR X
0909 MERCHANDISE CHAIR X
0910 MERCHANDISE CHAIR X
0911 MERCHANDISE CHAIR X
0912 MERCHANDISE CHAIR X
0913 MERCHANDISE CHAIR X
0914 MERCHANDISE CHAIR X
0915 MERCHANDISE CHAIR X
0916 MERCHANDISE CHAIR X
0917 MERCHANDISE CHAIR X
0918 MERCHANDISE CHAIR X
0919 MERCHANDISE CHAIR X
0920 MERCHANDISE CHAIR X
0921 MERCHANDISE CHAIR X
0922 MERCHANDISE CHAIR X
0923 MERCHANDISE CHAIR X
0924 MERCHANDISE CHAIR X
0925 MERCHANDISE CHAIR X
0926 MERCHANDISE CHAIR X
0927 MERCHANDISE CHAIR X
0928 MERCHANDISE CHAIR X
0929 MERCHANDISE CHAIR X
0930 MERCHANDISE CHAIR X
0931 MERCHANDISE CHAIR X
0932 MERCHANDISE CHAIR X
0933 MERCHANDISE CHAIR X
0934 MERCHANDISE CHAIR X
0935 MERCHANDISE CHAIR X
0936 MERCHANDISE CHAIR X
0937 MERCHANDISE CHAIR X
0938 MERCHANDISE CHAIR X
0939 MERCHANDISE CHAIR X
0940 MERCHANDISE CHAIR X
APPENDIX E1
4th of July Board
432
0941 MERCHANDISE CHAIR X
0942 MERCHANDISE CHAIR X
0943 MERCHANDISE CHAIR X
0944 MERCHANDISE CHAIR X
0945 MERCHANDISE CHAIR X
0946 MERCHANDISE CHAIR X
0947 MERCHANDISE CHAIR X
0948 MERCHANDISE CHAIR X
0949 MERCHANDISE CHAIR X
0950 MERCHANDISE CHAIR X
0951 MERCHANDISE CHAIR X
0952 MERCHANDISE CHAIR X
0953 MERCHANDISE CHAIR X
0954 MERCHANDISE CHAIR X
0955 MERCHANDISE CHAIR X
0956 MERCHANDISE CHAIR X
0957 MERCHANDISE CHAIR X
0958 MERCHANDISE CHAIR X
0959 MERCHANDISE CHAIR X
0960 MERCHANDISE CHAIR X
0961 MERCHANDISE CHAIR X
0962 MERCHANDISE CHAIR X
0963 MERCHANDISE CHAIR X
0964 MERCHANDISE CHAIR X
0965 MERCHANDISE CHAIR X
0966 MERCHANDISE CHAIR X
0967 MERCHANDISE CHAIR X
0968 MERCHANDISE CHAIR X
0969 MERCHANDISE CHAIR X
0970 MERCHANDISE CHAIR X
0971 MERCHANDISE CHAIR X
0972 MERCHANDISE CHAIR X
0973 MERCHANDISE CHAIR X
0974 MERCHANDISE CHAIR X
0975 MERCHANDISE CHAIR X
0976 MERCHANDISE CHAIR X
0977 MERCHANDISE CHAIR X
0978 MERCHANDISE CHAIR X
0979 MERCHANDISE CHAIR X
0980 MERCHANDISE CHAIR X
0981 MERCHANDISE CHAIR X
0982 MERCHANDISE CHAIR X
0983 MERCHANDISE CHAIR X
0984 MERCHANDISE CHAIR X
0985 MERCHANDISE CHAIR X
APPENDIX E1
4th of July Board
433
0986 MERCHANDISE CHAIR X
0987 MERCHANDISE CHAIR X
0988 MERCHANDISE CHAIR X
0989 MERCHANDISE CHAIR X
0990 MERCHANDISE CHAIR X
0991 MERCHANDISE CHAIR X
0992 MERCHANDISE CHAIR X
0993 MERCHANDISE CHAIR X
0994 MERCHANDISE CHAIR X
0995 MERCHANDISE CHAIR X
0996 MERCHANDISE CHAIR X
0997 MERCHANDISE CHAIR X
0998 MERCHANDISE CHAIR X
0999 MERCHANDISE CHAIR X
1000 MERCHANDISE CHAIR X
1001 MERCHANDISE CHAIR X
1002 MERCHANDISE CHAIR X
1003 MERCHANDISE CHAIR X
1004 MERCHANDISE CHAIR X
1005 MERCHANDISE CHAIR X
1006 MERCHANDISE CHAIR X
1007 MERCHANDISE CHAIR X
1008 MERCHANDISE CHAIR X
1009 MERCHANDISE CHAIR X
1010 MERCHANDISE CHAIR X
1011 MERCHANDISE CHAIR X
1012 MERCHANDISE CHAIR X
1013 MERCHANDISE CHAIR X
1014 MERCHANDISE CHAIR X
1015 MERCHANDISE CHAIR X
1016 MERCHANDISE CHAIR X
1017 MERCHANDISE CHAIR X
1018 MERCHANDISE CHAIR X
1019 MERCHANDISE CHAIR X
1020 MERCHANDISE CHAIR X
1021 MERCHANDISE CHAIR X
1022 MERCHANDISE CHAIR X
1023 MERCHANDISE CHAIR X
1024 MERCHANDISE CHAIR X
1025 MERCHANDISE CHAIR X
1026 MERCHANDISE CHAIR X
1027 MERCHANDISE CHAIR X
1028 MERCHANDISE CHAIR X
1029 MERCHANDISE CHAIR X
1030 MERCHANDISE CHAIR X
APPENDIX E1
4th of July Board
434
1031 MERCHANDISE CHAIR X
1032 MERCHANDISE CHAIR X
1033 MERCHANDISE CHAIR X
1034 MERCHANDISE CHAIR X
1035 MERCHANDISE CHAIR X
1036 MERCHANDISE CHAIR X
1037 MERCHANDISE CHAIR X
1038 MERCHANDISE CHAIR X
1039 MERCHANDISE CHAIR X
1040 MERCHANDISE CHAIR X
1041 MERCHANDISE CHAIR X
1042 MERCHANDISE CHAIR X
1043 MERCHANDISE CHAIR X
1044 MERCHANDISE CHAIR X
1045 MERCHANDISE CHAIR X
1046 MERCHANDISE CHAIR X
1047 MERCHANDISE CHAIR X
1048 MERCHANDISE CHAIR X
1049 MERCHANDISE CHAIR X
1050 MERCHANDISE CHAIR X
1051 MERCHANDISE CHAIR X
1052 MERCHANDISE CHAIR X
1053 MERCHANDISE CHAIR X
1054 MERCHANDISE CHAIR X
1055 MERCHANDISE CHAIR X
1056 MERCHANDISE CHAIR X
1057 MERCHANDISE CHAIR X
1058 MERCHANDISE CHAIR X
1059 MERCHANDISE CHAIR X
1060 MERCHANDISE CHAIR X
1061 MERCHANDISE CHAIR X
1062 MERCHANDISE CHAIR X
1063 MERCHANDISE CHAIR X
1064 MERCHANDISE CHAIR X
1065 MERCHANDISE CHAIR X
1066 MERCHANDISE CHAIR X
1067 MERCHANDISE CHAIR X
1068 MERCHANDISE CHAIR X
1069 MERCHANDISE CHAIR X
1070 MERCHANDISE CHAIR X
1071 MERCHANDISE CHAIR X
1072 MERCHANDISE CHAIR X
1073 MERCHANDISE CHAIR X
1074 MERCHANDISE CHAIR X
1075 MERCHANDISE CHAIR X
APPENDIX E1
4th of July Board
435
1076 MERCHANDISE CHAIR X
1077 MERCHANDISE CHAIR X
1078 MERCHANDISE CHAIR X
1079 MERCHANDISE CHAIR X
1080 MERCHANDISE CHAIR X
1081 MERCHANDISE CHAIR X
1082 MERCHANDISE CHAIR X
1083 MERCHANDISE CHAIR X
1084 MERCHANDISE CHAIR X
1085 MERCHANDISE CHAIR X
1086 MERCHANDISE CHAIR X
1087 MERCHANDISE CHAIR X
1088 MERCHANDISE CHAIR X
1089 MERCHANDISE CHAIR X
1090 MERCHANDISE CHAIR X
1091 MERCHANDISE CHAIR X
1092 MERCHANDISE CHAIR X
1093 MERCHANDISE CHAIR X
1094 MERCHANDISE CHAIR X
1095 MERCHANDISE CHAIR X
1096 MERCHANDISE CHAIR X
1097 MERCHANDISE CHAIR X
1098 MERCHANDISE CHAIR X
1099 MERCHANDISE CHAIR X
1100 MERCHANDISE CHAIR X
APPENDIX E1
4th of July Board
436
Name Amount
Payment
Received
72 ADA FED 500.00 1019
AES Huntington Beach 2,000.00 CK# 1247
AltaMed 300.00 96774
Assistance League Huntington Beach 300.00 CC
Boy Scouts Pacific District 300.00 103804
City of HB - Community Services Dept 500.00 CK# 819145
Compass Bible Church 300.00 CC
Cub Scout - Tumbleweed's Bar & Grill 300.00 CK# 18884
Daniel Lispi 500.00 CK# 1209
Denise Menichiello 300.00 CK# 1029
Ecology Tire Inc 600.00 63976
Emily Rader 1,300.00 CC
Golden West College 5,000.00 CK # 18823
Greater HB Interfaith Council 300.00 2611
HB Chamber of Commerce 300.00 CK# 19575
HB Elks Lodge 1959 500.00 1333
HB Girls Softball 300.00 CK# 4951
HB Pop Warner Football 300.00 CK# 7192
HBHS Alumni Association 500.00 Ck #1768
Huntington Harbour Republican Women 500.00 2385
Karen Hadley 300.00 CK# 5891
KFI 1,000.00 CC
Knights of Columbus 300.00 1084
Moms Across America 300.00 2555
NBC Universal Media LLC 1,000.00 3635859
NSDAR 500.00 283 & 278
Picky Pam 1,000.00 1188
Rick J Berrios D.D.S.500.00 CK# 8970
Rozana Ross 300.00 131511872
Ruby's Diner 1,000.00 281964
SCATS Gymnastics 500.00 CK# 7676
Seabreeze Community Church 500.00 29624
Sister City Assoc of HB 500.00 1048
Standup for Kids Inc 300.00 CK# 1769
Surf City Gymnastics Corp 1,000.00 CK# 1797
Surf City Optimist Club 300.00 CC
Susan G Komen 300.00 CK# 3063
Therapeutic Riding Center 300.00 CK# 0436
TIO Flacos Restaurants LLC 1,000.00 CK # 1493
US Southwestern Falun DAFA Assoc 500.00 2301
USO Greater LA Area-Bob Hope USO 300.00 4418
Veterans for Peace 200.00 303
Veterans for Peace 300.00 302
Victory Martial Arts-Tae Kwon Do 2,000.00 5909
Woman's Council of Realtor's 300.00 CC
TOTAL RECEIVED 29,400.00
2016 4th of July Parade Entry Receipts
APPENDIX F
CS Administration
437
Sponsors Amount Payment Received
In Kind N/A
In Kind N/A
In Kind N/A
In Kind N/A
In Kind N/A
In Kind N/A
In Kind N/A
In Kind N/A
In Kind N/A
Sponsor List
In Kind Sponsor List
APPENDIX G
4th of July Board
438
Sponsors Amount Payment Received
Boeing $25,000 Y
Pasea $3,000 Y
Hoag $8,000 Y
Phantom (Big Bear)2,500 Y
Lexus of WM $4,000 Y
Navy Federal $5,000 Y
Golden West College $5,000 Y
CA Resources Corp $5,000 Y
Fox $500 Y
Expertec $1,500 Y
Downtown BID $500 Y
Visit HB $1,500 Y
Tiodize $1,500 Y
Home Depot $500 Y $250 Y $250
KABC $10,000 Y
Maxum $1,000 Y
Legends $1,000 Y
Image Tech $3,900 Y
Wheeler $1,250 Y
$80,650
Sponsor List
APPENDIX H
4th of July Board
439
Name Amount Check #
Big Bear of CA 2,500.00 517692
California Resources Corporation 5,000.00 6028667
Disney Worldwide Services, Inc 10,000.00 10934303
Expertec Automotive 1,500.00 25577
General Petroleum Corporation 1,000.00 76760
HB Downtown BID 500.00 2752
HOAG 8,000.00 736000
Image Technologies Corp.3,900.00 73519
Legends Surf City LLC 1,000.00 1053
Lexus of Westminster 4,000.00 136757
Navy Federal Credit Union 5,000.00 900322936
Pacific City Hotel DBA Pasea Hotel & Spa 3,000.00 10063
Rosewood 500.00 8-000023
The Boeing Company 25,000.00 600287698
The Home Depot USA 250.00 3800906
The Home Depot USA 250.00 3814989
Tiodize Co.,INC 1,500.00 22039
Trende Foods Enterprises 1,000.00 2189
Visit Huntington Beach 1,500.00 23407
Wheeler Dealers- Wilma TV Inc 1,250.00 1709
TOTAL RECEIVED 76,650.00
2016 4th of July Corporate Sponsors
APPENDIX I
CS Administration
440
APPENDIX J4th of July Board441
APPENDIX J4th of July Board442
APPENDIX J4th of July Board443
APPENDIX J4th of July Board444
APPENDIX J4th of July Board445
APPENDIX J4th of July Board446
APPENDIX J4th of July Board447
APPENDIX J4th of July Board448
APPENDIX J4th of July Board449
APPENDIX J4th of July Board450
CHECK #
DATE
RECEIVED AMOUNT STORE NAME LOCATION
6052396 7/29/2016 5,315.00$6110 Albertsons 7201 Yorktown/Main Merchandise
6054690 8/8/2016 4,705.00$6124 Albertsons 19640 Beach/Adams Merchandise
6055977 8/12/2016 1,760.00$6102 Albertsons 16600 Bolsa Chica/Heil Merchandise
730-4191658 9/6/2016 2,000.00$3160 Vons 8891 Atlanta/Magnolia Merchandise
730-4191658 9/6/2016 1,450.00$2090 Vons 5922 Edinger/Springdale Merchandise
15,230.00$
Cash 9/6/2016 1,060.00$Various Citizens Merchandise Sales
Cash 9/6/2016 2,000.00$Various Citizens Merchandise Sales
4900 9/6/2016 415.00$Agape Apparel Merchandise Sales
Cash 9/6/2016 195.00$Various Citizens Firework Seat Sales
3,670.00$
3604 7/1/2016 210.00$Boardman, Connie 8401 Sweetwater HB CA 92646 Tickets
1617 7/16/2016 200.00$Flynn, Joan 9082 Veronica Dr HB CA 92646 Gala
1614 7/19/2016 20.00$Flynn, Joan 9082 Veronica Dr HB CA 92646 Gala
Cash 8/16/2016 50.00$Pieracci, Ryan 4612 Minuet Dr HB CA 92649 Banner
480.00$
TOTAL RECEIVED19,380.00$
2016 Payments Received
APPENDIX K
CS Administration
451
Date Received Checks Received Online Registration Total Received
5/31/2016 365.00 3,433.00 3,798.00
6/22/2016 1,388.00 9,198.00 10,586.00
7/11/2016 120.00 22,601.46 22,721.46
7/18/2016 2,640.00 40,180.00 42,820.00
7/28/2016 13,274.00 13,274.00
7/29/2016 5,497.00 5,497.00 5,497.00
8/22/2016 3,000.00 3,000.00
TOTAL RECEIVED 101,696.46
Date Received Checks Received Online Registration Total Received
7/27/2016 Kids Run 2,280.00
Open 5 K 8,960.00
Residents 5K 11,440.00
Stroller 5K 920.00
TOTAL RECEIVED 23,600.00
TOTAL RUN 125,296.46
Spectrum Sports
Simple Race Reg
2016 4th of July Run Entries
APPENDIX L
CS Administration
452
Name Amount Reference Amount Reference Amount Reference
Ice Reimbursement 200.00 cash
Africway 900.00 CC
Aladdin Jasmin Apparel 1,100.00 CC
Amini Fashion 400.00 CC 500.00 CC -102.00 refund
Amo Marketing 1,100.00 CK# 7665
Artelos 900.00 CC
Artesania Mexicana 900.00 CC
Aurantiaca USA LLC 1,300.00 CC
Babyminidonuts 300.00 CC 500.00 CC
Balanced Chaos 1,000.00 CC
Bamboo Hut 1,500.00 CC
Barrett's lemonade, Sausage King & BBQ 2,800.00 CC
Bergman Family Chiropractic 1,100.00 CK# 1065 -1100.00 refund
Biehn's Foods 900.00 CC
Big Fat Burrito 1,400.00 CC
Bill Enterprise 350.00 CK# 23329896761 350.00 CC 300.00 CC
Bubble the Fun 900.00 CC
California Sweet Roasted Corn 1,000.00 CK# 1156607346 900.00 CK # 54
Cocos Catering 900.00 CC
Chubby Concession 1,100.00 CK# 20025225
Creative Concessions 1,000.00 CC
Diamond Resorts 1,100.00 CK#796009326
Diamond Resorts -1,100.00 refund
Dogs on the Run (Primavera Kitchen)1,000.00 CK# 1244 200.00 cash
EA Tradeshows Inc 2,000.00 CC
EA Tradeshows Inc -1,000.00 refund
Electrokike Holdings LLC 1,800.00 CC
Frontier Communications 1,000.00 CK# 327718
Gourmet Churros 1,000.00 CC
Handful of Love 1,000.00 CC
HB Psychic 1,000.00 CC
HollowRock 1,200.00 CC
Kala Imports LLC 900.00 CC
Kaelo Marketing LLC 2,600.00 CC
Lily Rose 300.00 CC 800.00 CC
Massagepod Inc 1,100.00 CC
Ms Kettle Gourmet Kettle Korn 900.00 CK# 1141
OC registrar of Voters 100.00 CC
Ohana Hawaiian Jewelry 1,000.00 CC
Origami Owl 600.00 CC 300.00 CC
Paola's Mercato 1,000.00 CC
Papa Dans Jerky 1,000.00 CC
Pet Harnesses by Ines 900.00 CC
Pierside Gallery 600.00 CC 1,100.00 CC
Quote Selection Insurance Services 1,200.00 CC
Remodel USA 1,100.00 CK# 5119
Renewal by Andersen 900.00 CK# 7625
Rosewood Enterprises 300.00 CK# 2216 1,000.00 CK# 2217
Share International USA 1,100.00 CK# 1728
So Cal Aloha 950.00 CC
So Cal Skylights 900.00 CC
Southern Snoballs 900.00 CK# 0014
Starla's Boutique 300.00 CK# 23363524978 600.00 cash
Sutton Sunglasses 1,800.00 CC
Tasty Steaks & Seafood 1,025.00 CC
The Beach Bar 900.00 CK# 1074
The Nut Stand 1,000.00 CC
Treelum 900.00 CC
Trend Watcher Group 2,200.00 CC
Volumeline Entertainment Whipp'd LA 800.00 CC 50.00 cash
Wildlfower Toe Rings 800.00 CC 200.00 cash
Wyndham Vacation Reorts 1,100.00 CK# 1880097
Yellow Ribbon American 125.00 CC
First Payment Second Payment Third Payment
2016 Pier Plaza Festival Vendors APPENDIX M
CS Administration
453
Name Amount Reference Amount Reference Amount Reference
First Payment Second Payment Third Payment
2016 Pier Plaza Festival Vendors
59,150.00 6,500.00 -902.00
TOTAL RECEIVED 64,748.00
Aurantiaca USA LLC 100.00
Hollowrock 100.00
Paola's Mercato 100.00
Papa Dans Jerky 100.00
Renewal by Anderson 100.00
Quote Selection Insruances Services 100.00
Share International USA 100.00
SoCal Skylights 100.00
Southern Snoballs 100.00
Treelum 100.00
Trend Watcher Group 100.00
Total in cash received and then reimbursed. 1,100.00
The committee requires each vendor to pay $100.00 in cash as a down payment for cleaning their area at Pier Plaza. Once the vendor
leaves and their area is cleaned, they are given their $100.00 back.
APPENDIX M
CS Administration
454
APPENDIX N4th of July Board455
APPENDIX N4th of July Board456
APPENDIX N4th of July Board457
APPENDIX N4th of July Board458
APPENDIX N4th of July Board459
APPENDIX N4th of July Board460
APPENDIX N4th of July Board461
APPENDIX N4th of July Board462
City of Huntington Beach
File #:20-1978 MEETING DATE:11/16/2020
REQUEST FOR CITY COUNCIL ACTION
SUBMITTED TO:Honorable Mayor and City Council Members
SUBMITTED BY:Oliver Chi, City Manager
PREPARED BY:Ursula Luna-Reynosa, Director of Community Development
Subject:
Approve for Introduction Ordinance No. 4224 amending the Huntington Beach Municipal Code
by adding Chapter 5.120 (Short-Term Rentals)
Statement of Issue:
The proposed new chapter of the Huntington Beach Municipal Code (HBMC) would establish a set of
regulations, standards, and a permitting process for Short-Term Rentals affecting residential districts
citywide. The purpose of Chapter 5.120 (Short-Term Rentals) is to protect the character of residential
neighborhoods, maintain the long-term rental housing stock, and ensure the collection and payment
of Transient Occupancy Taxes (TOT).
Financial Impact:
Should the City Council vote to amend the Huntington Beach Municipal Code by adding Chapter
5.120 (Short-Term Rentals), the proposed regulations will require the development of application
forms and review and approval processes to accommodate the issuance of Short-Term Rental
Permits by the Community Development Department, as well as Business Licenses and Transient
Occupancy Tax Certificates by the Finance Department. In addition, Code Enforcement and the
Police Department staff will respond to complaints relating to short-term rental activities. The
proposed amendments to the Municipal Code is estimated to realize $233,095 annually in TOT and
Tourism Business Improvement District (TBID) administrative cost revenues. Additional costs
associated with the implementation and regulation of the Short-Term Rental program will be offset by
revenues generated from this program.
Recommended Action:
Approve for introduction Ordinance No. 4224, “An Ordinance of the City Council of the City of
Huntington Beach Amending the Huntington Beach Municipal Code by Adding Chapter 5.120,
Regulating Short-Term Rentals” (Attachment 1).
Alternative Action(s):
Do not approve the recommended action and direct staff accordingly.
City of Huntington Beach Printed on 11/12/2020Page 1 of 4
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File #:20-1978 MEETING DATE:11/16/2020
Analysis:
At the Strategic Planning Retreat in February 2019, the City Council directed staff to conduct a study
session on the opportunities and challenges associated with short-term rentals. At the September 3,
2019 City Council Study Session, staff presented an overview of short-term rentals in Huntington
Beach,and provided case studies of four coastal cities (Carlsbad, Carpinteria, Newport Beach,
Pismo Beach) and the range of approaches in regulating short-term rentals in the coastal zone.
At the September 21, 2020,City Council meeting, staff presented additional information regarding
short-term rentals, including three regulatory framework alternatives (low threshold, medium
threshold, high threshold) and a fiscal impact analysis.By a vote of 6-0-1 (Brenden), the City Council
directed staff to prepare an Ordinance regulating Short-Term Rentals with the High Threshold
Regulations.
Regulatory Framework
The draft Short-Term Rentals (STR) Ordinance includes the following high threshold regulations:
-Hosted (owner-occupied) STRs citywide, including Sunset Beach
-Un-hosted STRs in Sunset Beach within 6 months of the effective date of the resolution
establishing the permit fees
-STR as a legally permitted dwelling unit; ADUs or junior ADUs may be permitted as a STR if
legally established prior to the effective date of this Ordinance
-STR permit required
-STR permit annual renewal
-One STR per property (single-family, duplex and triplex properties and rental properties of any
size)
-Up to three STRs per property (on ownership properties with 4 or more units, i.e.,
condominiums, townhomes)
-TOT (Tourism BID payment should the Huntington Beach Tourism Business Improvement
District take appropriate action to include STR’s in TBID)
-Maximum number of occupants per STR (two persons per bedroom, plus two additional
guests, including children; maximum 10 persons in any STR at one time including the
operator)
-Minimum age of 25 years old for STR tenants
-Local contact person that is available 24 hours per day, 7 days a week to respond within one
hour to complaints and take any remedial action necessary to resolve such complaints
-Posted notice within the unit with the information relating to the maximum number of
occupants, parking location, trash pick-up schedule, emergency contact information, and
evacuation plan
-Posted notice in a conspicuous place with the information relating to the STR permit and
conditions, name and phone number of the local contact person
-Events prohibited
-Compliance with Noise Ordinance
-Conformance with Covenants, Conditions, and Restrictions (CC&Rs)
-City-issued STR registration number included in any STR advertisement
-Maintain liability insurance appropriate to cover the STR
City of Huntington Beach Printed on 11/12/2020Page 2 of 4
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File #:20-1978 MEETING DATE:11/16/2020
The proposed regulations for short-term rentals provide appropriate regulations and permit processes
to reduce operational impacts of short-term rentals properties and preserve residential neighborhood
character. Other requirements, such as Code Enforcement, Building, and Fire inspections prior to
permit issuance, 500-foot radius notification to adjacent properties, and liability insurance amount will
be reflected in the STR Permit application and required at the time of submittal.
Fiscal Impact Analysis
The City obtained an updated fiscal analysis showing potential revenue projections, which is provided
as Attachment 2.The data collected for the fiscal impact analysis were from STR listing sites to
represent a snapshot of the STR market in Huntington Beach from May 2019 through April 2020.
The revenues are divided into three subareas (Sunset Beach, Downtown, the rest of Huntington
Beach) and by rental type (entire unit, private room, shared room). STRs in Huntington Beach are
estimated to generate a total of $8,738,294 in expenditures (i.e., revenue for STR operators).
Applying the Transient Occupancy Tax (TOT) rate of 10% and the City’s 1% share of the Tourism
Business Improvement District (TBID) assessment, the City would receive $873,829 in TOT revenue
and $3,495 in TBID revenue annually. The tables below provide more detailed revenue information:
Table 3 below summarizes the City revenues for allowing all types of STRs (i.e., entire unit, private
room, and shared room) in Sunset Beach,and hosted rentals (i.e., private rooms and shared rooms)
in the rest of the City.
City of Huntington Beach Printed on 11/12/2020Page 3 of 4
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File #:20-1978 MEETING DATE:11/16/2020
Environmental Status:
The amendment to the Huntington Beach Municipal Code is exempt from the California
Environmental Quality Act (CEQA) pursuant to Section 15061 (b)(3) (General Rule) of the CEQA
Guidelines,because there is no potential for the amendment to have a significant effect on the
environment.
Strategic Plan Goal:
Strengthen long-term financial and economic sustainability
Attachment(s):
1. Ordinance No. 4224
2. Updated Fiscal Analysis
City of Huntington Beach Printed on 11/12/2020Page 4 of 4
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983 Osos Street , San Luis Obispo , CA 93401 | (805) 595 1345 | lisawiseconsulting.com | 1
MEMO
To: City of Huntington Beach
From: Lisa Wise Consulting, Inc. (LWC)
Date: October 12, 2020
Subject: Short-Term Rental Fiscal Impact Analysis
On September 21, 2020 LWC presented research and outreach findings, various approaches, and
fiscal impact estimates for potential short-term rental (STR) regulatory frameworks to the Huntington
Beach City Council. During this City Council discussion, errors were discovered in the fiscal impact
analysis, and this memorandum corrects those errors.
Methodology
The data used for the fiscal impact analysis was provided by Host Compliance, a software, and data
consultant for the STR market and subconsultant to LWC. Host Compliance compiles data on a weekly
basis across the world’s 50 top STR listing sites. The raw data provided by Host Compliance represents
a snapshot of the STR market in Huntington Beach from May 2019 through April 2020 (Attachment 1).
To the extent that the months of February, March, and April of 2020 were negatively impacted by
COVID-19, this estimate of projected revenues should be viewed as a conservative estimate . Host
Compliance’s data includes the number of STRs, type of STR (i.e., entire unit, shared unit, shared room),
and estimated last 12 months of revenue for each STR.
To spatially analyze fiscal implications of STRs, LWC geocoded Host Compliance’s rental unit data to
determine each STR’s location, and based on that evaluation, attributed each unit to one of three
subareas: 1) Sunset Beach, 2) Downtown, and 3) the rest of Huntington Beach (Attachment 2).
The prior analysis contained a calculation error that projected total annual revenues based on
estimated average monthly revenues. The issue has been addressed in this revised analysis, which
now uses the estimated last 12 months revenue from Host Compliance instead of estimating annual
revenues from monthly figures.
Fiscal Impact Analysis
LWC analyzed estimated STR expenditures and corresponding annual City revenues. STRs in
Huntington Beach are estimated to generate a total of $8,738,294 in expenditures (i.e., revenue for
STR operators). Applying the Transient Occupancy Tax (TOT) rate of 10% and the City’s 1% share of the
Tourism Business Improvement District (TBID) assessment, the City would receive $873,829 in TOT
revenue and $3,495 in TBID revenue annually. The tables below summarize the STR fiscal impact
analysis.
The following table summarizes the distribution of expenditures and corresponding City revenue by
subarea.
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Table 1: City STR Revenue by Subarea
The following table summarizes the expenditures and corresponding City revenue by STR type.
Table 2: City STR Revenue by Rental Type
The following table summarizes the expenditures and corresponding City revenue by STR type for the
Sunset Beach subarea only.
Table 3: STR Revenue from Sunset Beach by Rental Type
Finally, the City Council’s direction on September 21st was to prepare a STR ordinance that would allow
all types of STRs (i.e., entire unit, private room, and shared room) in the Sunset Beach subarea, but
limit STRs elsewhere in the city to hosted rentals (i.e., private rooms and shared rooms). The following
table summarizes the estimated expenditures and corresponding City revenue for this program.
Total
Expenditures TOT TBID TBID
(City Share)
10%4%1% of TBID
Sunset Beach $1,484,977 $148,498 $59,399 $594
Downtown $3,615,687 $361,569 $144,627 $1,446
Rest of City $3,637,630 $363,763 $145,505 $1,455
Total $8,738,294 $873,829 $349,532 $3,495
Total
Expenditures TOT TBID TBID
(City Share)
10%4%1% of TBID
Entire Unit $7,846,779 $784,678 $313,871 $3,139
Private Room $891,345 $89,134 $35,654 $357
Shared Room $170 $17 $7 $0
Total $8,738,294 $873,829 $349,532 $3,495
Total
Expenditures TOT TBID TBID
(City Share)
10%4%1% of TBID
Entire Unit $1,430,142 $143,014 $57,206 $572
Private Room $54,834 $5,483 $2,193 $22
Shared Room $0 $0 $0 $0
Total $1,484,977 $148,498 $59,399 $594
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Table 4: STR Revenue from Council-Recommended Program
*The subtotals for City-wide and Sunset Beach are mutually exclusive. Sunset Beach expenditures are not included in City-wide
expenditures.
Attachment 1: Host Compliance data
Attachment 2: Host Compliance data by Subarea per LWC analysis
Total
Expenditures*TOT TBID TBID
(City Share)
10%4%1% of TBID
City-wide: Private Rooms $836,510 $83,651 $33,460 $335
City-wide: Shared Rooms $170 $17 $7 $0
Sunset Beach: All Rental Types $1,484,977 $148,498 $59,399 $594
Total $2,321,657 $232,166 $92,866 $929
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City of Huntington Beach
File #:20-2030 MEETING DATE:11/16/2020
REQUEST FOR CITY COUNCIL ACTION
SUBMITTED TO:Honorable Mayor and City Council Members
SUBMITTED BY:Oliver Chi, City Manager
PREPARED BY:Travis K. Hopkins, Assistant City Manager
Subject:
Approve for Introduction Ordinance No. 4223 Amending Chapter 10.44 of the Huntington
Beach Municipal Code Regarding Recreational Vehicles
Statement of Issue:
Recently, it was requested that staff assess the feasibility of allowing Huntington Beach residents to
obtain a permit to lawfully park recreational vehicles (RVs) under 20 feet in length in front of their
homes. Given that proposal, a draft ordinance was developed that if approved, would provide
homeowners the ability to obtain a permit from the Police Department to park RVs under 20 feet in
length in front of their home.
Financial Impact:
Not applicable.
Recommended Action:
Approve for Introduction Ordinance No. 4223, “An Ordinance of the City Council of the City of
Huntington Beach amending Chapter 10.44 of the Huntington Beach Municipal Code regarding
recreational vehicles.”
Alternative Action(s):
Do not approve the proposed ordinance and direct staff accordingly.
Analysis:
Currently, the City of Huntington Beach requires a permit to park an RV of any size, a vehicle over 22
feet, or a trailer (as defined in section 10.44.060a HBMC) on a public street. The City has
established a permit system which allows residents to obtain permits for the purpose of loading and
unloading oversized vehicles. Permits are granted for no more than 12 days in a calendar month ,
and no more than 144 days in a calendar year. Similar temporary exemptions exist under the
exception clause when existing medical conditions limit the off-street parking of an RV or when City
permitted construction work requires the use of an RV.
City of Huntington Beach Printed on 11/12/2020Page 1 of 2
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File #:20-2030 MEETING DATE:11/16/2020
The proposed ordinance would amend the Huntington Beach Municipal Code by removing the time
and number of occurrence restrictions for parking recreational vehicles under 20 feet in length in front
of an individual’s home. Per the proposed regulation, residents would be required to obtain a parking
permit from the Police Department, which would allow the smaller RVs to be parked in front of or
adjacent to their residence. The Police Department will have the authority to make and enforce rules
and regulations for or regarding administration and enforcement of the permit.
Environmental Status:
The amendment to the Oversized Vehicle Parking Regulations is subject to the “common sense”
environmental review exemption of CEQA Guideline Section 15-61(b)(3), which provides that it can
be seen with certainty that there is no possibility that the parking in question may have a significant
effect on the environment.
Strategic Plan Goal:
Enhance and maintain high quality City services
Enhance and modernize public safety service delivery
Attachment(s):
1. Ordinance No. 4223
2. Legislative Draft of Ordinance No. 4223
City of Huntington Beach Printed on 11/12/2020Page 2 of 2
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