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City of Huntington Beach
File #: 21-593 MEETING DATE: 10/19/2021
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:
Recommendations to Reconfigure a Select Number of City Boards, Commissions, and
Committees
Statement of Issue:
Currently, the City Council appoints members to 41 City Boards, Commissions, and Committees
(BCCs) that act as advisory bodies to the City Council. These BCCs include:
• 23 Citizen-Led Boards/Commissions represented by over 145 residents who have been
appointed by the City Council
• 11 City Council Committees/Boards represented by select City Council Members
• 7 Ad-hoc City Council Committees represented by City Council members and/or residents
Throughout the years, the roles and responsibilities of BCCs have evolved or required modernization.
As such, the City Council on March 15, 2021, approved the formation of an Ad-hoc City Council
Committee to engage an assessment of the City's existing BCC structure, duties, priorities and
current relevancy to City operations. The Ad Hoc Committee is currently comprised of Mayor Kim
Carr, Mayor Pro Tern Barbara Delgleize, and Councilmember Dan Kalmick, and for a period of time
included former Mayor Pro Tern Ortiz. The committee ultimately made ten recommendations to
streamline the BCC structure, which are being presented for City Council review tonight.
Financial Impact:
Not applicable.
Recommended Action:
A) Consider the Ad-hoc Committee's ten recommendations to reform, consolidate and/or dissolve a
select number of BCCs, as outlined in the staff report below; and,
B) After review, direct staff to develop the appropriate Resolution(s), Ordinance(s), and / or
documents / reports necessary to implement City Council directed adjustments; and,
C) Direct City Council Liaisons and staff to review and enforce service terms for all citizen
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appointees; and,
D) Direct staff to plan an appropriate event annually to recognize citizen appointees who will be
retiring for their contribution and provide continued trainings.
Alternative Action(s):
Do not approve one or more recommendations and direct staff accordingly.
Analysis:
During the 2021 Strategic Planning Session, City Council identified the streamlining of its Boards,
Committees, and Commissions (BCCs) as a key priority. As such, the City Council formed an Ad-hoc
Council Committee (AHCC) on March 15, 2021 to streamline the BCC structure to ensure the most
efficient use of City resources while still maintaining an effective level of civic engagement in City
affairs.
The AHCC subsequently met with City staff on April 27, May 24, June 8, July 29, August 10, and
September 27, 2021 and carefully assessed all BCCs in conjunction with the City Departments that
provide staff liaison support. After much deliberation, the AHCC developed 10 recommendations for
City Council's consideration.
These recommendations affect only a select number of BCCs and are recommended for one of three
potential actions: 1) dissolution, 2) consolidation, or 3) reformation. A detailed summary of each
recommendation is below.
Furthermore, through this review, it was identified that all BCCs should adhere to existing HBMC
2.100 Operating Policies for Boards and Commissions, unless specified otherwise in a separate set
of bylaws or governing document. Adherence to HBMC 2.100 will ensure that service limitations,
composition, and meeting rules will be consistent and enforceable across all BCCs.
CATEGORY I: DISSOLUTION
RECOMMENDATION 1:
Dissolve the Children's Needs Task Force
The City Council formed the Children's Needs Task Force by resolution in 2000 to help address
current issues affecting our youth. However, over the years, many of these issues were already
being addressed by school districts and community-based organizations that work directly with this
population. Furthermore, member participation in the Task Force had been on the decline, and 12
out of 13 Task Force positions currently remain vacant.
As such, the AHCC recommends dissolving the Children's Task Force. Dissolution will remove
redundancy of effort without resulting in any loss of services. Furthermore, Task Force events like
the Holiday Book Drive can be shifted under the purview of the Community and Library Service
Commission or Huntington Beach Library operations.
Implementing Recommendation 1 would require the following action:
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a) Adopt a resolution to official dissolve the Children's Needs Task Force.
RECOMMENDATION 2:
Dissolve the Strategic Planning Ad-hoc Committee
The Strategic Planning Ad-hoc Committee was initially formed by Council Action to develop and
oversee the City Council's Strategic Planning efforts. However, the Committee has not met for
several years, and current strategic planning efforts are undertaken by the entire City Council at the
start of each year. As such, the AHCC recommends dissolving it.
Implementing Recommendation 2 would require the following action:
a) Approve a Request for Council Action to dissolve the Strategic Planning Ad-hoc Committee.
CATEGORY II: CONSOLIDATION
RECOMMENDATION 3:
Consolidate the Citizens Infrastructure Advisory Board (CIAB), Public Works Commission
(PWC), and Beautification, Landscape, and Trees (BLT) Committee into the new CIAB/Public
Works Commission
Section 617 (c) of the City Charter requires that the City Council establish a Citizens Infrastructure
Advisory Board (CIAB) to perform an annual review and performance audit of the Infrastructure Fund
and report its findings to the City Council before adopting the upcoming fiscal year budget. In 2002,
the Public Works Commission became the auditing body and then in 2005, the CIAB was established
separately from the Public Works Commission by ordinance.
A primary responsibility of the Public Works Commission is to review the proposed Capital
Improvement Program (CIP) and make recommendations to the City Council in the annual budget
process. However, these two duties overlap, as the capital projects in the infrastructure fund are also
included in the CIP. This causes both the CIAB and the PWC to carry out the overlapping duties to
review the projects, resulting in confusion and duplicated efforts. The primary duty of the CIAB
obligated by the Charter will continue to be fulfilled by this combined entity.
The Beautification, Landscape, and Trees (BLT) Committee was initially formed in 2000 as a Council
subcommittee for more temporary purposes to provide advice on creating a more beautiful city
through a comprehensive Tree Management Plan and enhanced landscaping elements. The
combined CIAB/Public Works Commission will incorporate key BLT Committee's duties, except
administrative functions.
Implementing Recommendation 3 would require the following actions:
a) Amend HBMC Chapter 2.103 and 2.111 to rename the Public Works Commission as the
Citizens Infrastructure Advisory Board/Public Works Commission (CIAB/PW Commission),
incorporate the scopes of work for both bodies, and include the following provisions:
o All current members of both bodies who remain in good standing will continue to serve
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in the new Commission until their terms sunsets.
o The Commission will thereafter be comprised of seven members serving the term that
coincides with his / her Council appointer's term.
o Incorporate the BLT's scope of work (excluding the administrative functions) into the
duties of the CIAB/PW Commission. Current BLT Committee members will be released
from membership.
o Require future new members of the CIAB/PW Commission to be residents with special
interest, training, and/or experience in the field of Public Works.
o Revise the minimum project dollar threshold ($50,000) to be consistent with the City's
policies related to CIP projects.
o Create a Disability Advisory Subcommittee to provide the Commission with
recommendations on addressing disability issues.
RECOMMENDATION 4:
Combine the Community Services Commission and Library Board of Trustees via HBMC
Amendment
Established in 1965, the Community Services Commission acts in an advisory capacity to the City
Council and the Director of Community and Library Services in matters pertaining to the acquisition
and development of parks, libraries, beaches, and community facilities as well as library and
recreational planning. The Library Board of Trustees similarly acts as a sounding board to the City
Council on matters pertaining to library services (excluding administrative functions).
In 2020, the City consolidated the Community Services and Library Services Departments into the
Community and Library Services Department, necessitating the alignment of their goals, resources
and staffing under one umbrella. As such, the Ad-Hoc Committee recommends similarly
consolidating the Community Services Commission and Library Board into the Community and
Library Services Commission.
For additional consideration, the Community Services Commission is currently comprised of seven
members serving four-year terms, as well as six members serving one-year terms and representing
school district (HBMC 2.64.040). These school representatives were initially appointed when the
City maintained a joint-use agreement with the districts for community service programming at public
schools. However, this arrangement no longer exists, and as such, the six positions remain vacant.
In lieu, the City hosts quarterly meetings with all school districts via the City-School Meetings to
continue on-going partnerships and address any emerging issues affecting the school-aged
population. As such, the Ad-Hoc Committee also recommends formally removing the six one-year
term members.
Implementing Recommendation 4 would require the following actions:
a) Amend HBMC Chapter 2.64 and 2.84 via Ordinance:
o All existing members in good standing with the Library Board and Community Services
Commission will continue to serve in their current terms until they sunset. The
Commission will thereafter be comprised of seven members serving 4-year terms.
o Remove the six one-year term member positions from the Community Services
Commission.
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o Remove the Library Board of Trustee section on "Library Privileges Regulated" and
incorporate such duties and authorities to the Community and Library Services Director,
who is best equipped to oversee the library privileges and operations.
o Amend HBMC Chapter 2.30 Community Services Department and 2.86 Library
Services Department to reflect the reorganization of the Community and Library
Services Department
RECOMMENDATION 5:
Combine Economic Development Committee (EDC) and Downtown Economic Development
Committee (Downtown EDC)
The EDC is a City Council Committee formed to provide input on projects that impact the City's
business development, real estate, and housing landscapes. Downtown EDC was formed as a
subcommittee of EDC to address similar issues that were specific to the downtown.
The AHCC recommends consolidating the EDC and Downtown EDC, due to the similarity in their
functions and current memberships. Additionally, Downtown EDC has been inactive over the past
two years, and many downtown-related concerns have been actively addressed at Downtown
Business Improvement District (BID) and Visit HB meetings, which are often attended by EDC and
Downtown EDC members. Combing both entities can create efficiencies and ensure the City's
economic development efforts are coordinated in proactive and holistic manner.
Approval of Recommendation 5 would require the following actions:
a) Prepare and approve a Request for Council Action to fold the Downtown EDC into the EDC
and ensure that downtown issues are addressed during regular meetings.
o Staff will continuously attend Chamber of Commerce, Visit HB, and Downtown BID
meetings to ensure active communication and collaboration between the EDC and
Downtown stakeholders.
o Reduce meeting frequency from monthly to every other month.
o EDC member composition will include the Mayor, Mayor Pro Tem, and Immediate Past
Mayor.
CATEGORY III: REFORMATION
RECOMMENDATION 6:
Re-establish the Environmental Board as the Sustainability Board
Created in 1979, the Environmental Board's original purpose is to examine Environmental Impact
Reports and has varied over the years. However, as the City develops a comprehensive
Sustainability Master Plan that incorporates water and energy conservation, resource recovery/waste
management, renewable/recycled products, air quality, mobility, and other pertinent issues, the Board
may be better suited to adopt a wider perspective that includes sustainability issues as a whole and
extends beyond Environmental Impact Reports.
Thus, the Ad-Hoc Committee recommends renaming the Environmental Board as the Sustainability
Board and redefining its role to develop and monitor progress on the Sustainability Master Plan.
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Approval of Recommendation 6 would require the following actions:
a) Amend HBMC Chapter 2.102 to rename the Board as the Sustainability Board and
redefine the group's focus to monitor the Sustainability Master Plan
o Moving forward, the Board will be comprised of 7 citizen members and chaired by
two City Council members.
o Require the Board to adhere to HBMC 2.100 Operating Policies for Boards and
Commissions
o Reduce the frequency of meetings from monthly to every other month
b) Draft and adopt new bylaws to reflect these changes
RECOMMENDATION 7:
Reform the Finance Commission and its scope of work
The Finance Commission's primary purpose is to act in an advisory capacity to the City Council in
matters pertaining to financial planning, however, there is no set listing of financial review tasks for
the Finance Commission to perform. To that end, the AHCC identified that the Finance Commission
structure should be modified to better align with the Finance Department's fiscal year milestones,
which includes mid-year and annual budget reviews and audits.
Per this recommendation, it is recommended that the standing meetings for the Finance Commission
should be modified to occur on a bi-monthly basis, to address the following matters:
• January - Mid Year Budget Review & Budget Kickoff
• March - Year End Audit, Single Audit, and New GASB Standards Review
• May - CIP and Infrastructure Calculation Review
• July - Adopted Budget Review
• September - Investment Update, Debt and Refinancing Opportunities
• November / December - Year-End Review
For the other vacant months, additional items can be added for Finance Commission review at the
request of the City Council, or by Finance Commission request with the approval of the City Council.
Approval of Recommendation 7 would require the following actions:
a) Amend HBMC Chapter 2.109 via Ordinance:
o The composition of the Commission must include 7 individual Council appointees,
preferably with a professional finance or budgeting background.
o Modify the meeting frequency from monthly to bi-monthly and pre-assign each meeting
to focusing on specific topics.
o January - Mid Year Budget Review & Budget Kickoff
o March - Year End Audit, Single Audit, and New GASB Standards Review
o May - CIP and Infrastructure Calculation Review
o July - Adopted Budget Review
o September - Investment Update, Debt and Refinancing Opportunities
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o November / December - Year-End Review
o For the remaining vacant months with no set assigned review item, matters with a
financial impact can be added to an agenda for Finance Commission review at the
request of the City Council, or by Finance Commission request with the approval of the
City Council.
RECOMMENDATION 8:
Rename the Human Relations Task Force (HRTF) to Huntington Beach Human Relations
Committee (HBHRC) and update the Bylaws
In 2002, the HRTF was reclassified from a Task Force to a standing Committee by City Council
Resolution. However, the HRTF at the time chose to maintain its original title as a Task Force.
Recently, current HRTF members met on August 10, 2021 to reconsider this internal decision and
voted to rename itself as the Huntington Beach Human Relations Committee (HBHRC). This
change, which was initially approved in 2002, is being presented tonight for City Council's
consideration.
Furthermore, the HRTF recently revisited its bylaws, which have remained unchanged since 2002.
Based on the best practices of other local human relations task forces and their interpretation on the
City's Declaration of Policy About Human Dignity, the HRTF voted to modify its bylaws to include a
new vision statement and revised mission statement, along with minor administrative changes.
Approval of Recommendation 8 will require the following actions:
a) Adopt a resolution to approve the HRTF's updated bylaws, which were approved by the HRTF
members on August 10, 2021
o Revise the HRTF's title as the Huntington Beach Human Relations Committee
o Update the Committee's bylaws to be consistent with HBMC 2.100
o Add the following Vision Statement to the Committee's bylaws:
Huntington Beach is a community where all people feel respected, valued,
and are free from discrimination and violence.
o Revise the Mission Statement from "to promote and celebrate diversity in our
community through education and understanding" to "to inspire and promote
mutual understanding, respect, safety, and the wellbeing of all in our community
through education and engagement."
RECOMMENDATION 9:
Update the Primary Responsibilities of the Personnel Commission
The Personnel Commission (formerly known as the Personnel Board) was established in 1966 to
conduct investigations and hear appeals on employee grievance matters or decisions of the City
Manager regarding discipline matters. Over time, the duties and functions evolved (as prescribed by
ordinance or resolution), and today, the Personnel Commission is also charged with reviewing any
adjustments to the City's 325+ distinct job classifications. Given the routine need to update job
classifications based on evolving City employment needs and State and Federal employment
regulations, it is recommended that the Personnel Commission's responsibilities be refocused on the
critical matters related to investigations, appeals, and impasse matters, and leave job classification
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reviews to the City's administrative function.
Approval of Recommendation 9 will require the following actions:
a) Amend Personnel Commission responsibilities via Resolution
o Modify Commission's scope of work to focus on employee arbitration issues as outlined
in the HBMC and implement their roles accordingly.
o Reduce meeting frequency from monthly to quarterly and on an as-needed basis.
RECOMMENDATION 10:
Convert the Smart Cities Ad Hoc Committee into a three-member Smart Cities & Technology
Committee
During the 2021 Strategic Planning Session, the City Council identified the development of a
sustainable, smart tech Huntington Beach as one if its policy priorities. Goals including broadband
and small cell access throughout the community were identified, and the City Council established the
Smart City Ad Hoc Committee to begin exploring them in depth. Over time, it has become apparent
that the subject matter would involve extensive, long term technology projects and initiatives over the
next several years.
As such, it is recommended to convert the ad-hoc committee into a standing Smart City and
Technology Committee comprised of three appointed City Council members. The primary purpose of
this Committee would be to provide continued strategic policy direction towards the City's Smart
Cities roadmap/ broadband master plan efforts, as well as other innovative technology initiatives that
can improve service delivery, deliver community benefits and/or build technology capacity for future
success.
Approval of Recommendation 10 will require the following actions:
a) Prepare and approve a Request for Council Action to convert the Ad Hoc Committee into a
standing three-member committee.
Environmental Status:
Not applicable.
Strateqic Plan Goal:
Community Engagement
Attachmentfs):
1. PowerPoint Presentation
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City Council/
Public Financing Authority ACTION AGENDA October 19, 2021
ADMINISTRATIVE ITEMS
29. 21-593 Approved Recommendations to Reconfigure a Select Number of City
Boards, Commissions, and Committees
Recommended Action:
A) Consider the Ad-hoc Committee's ten recommendations to reform, consolidate and/or
dissolve a select number of BCCs, as outlined in the staff report below: and.
B) After review direct staff to develop the appropriate Resolution(s). Ordinance(s). and / or
documents / reports necessary to implement City Council directed adjustments, and.
C) Direct City Council Liaisons and staff to review and enforce service terms for all citizen
appointees: and.
D) Direct staff to plan an appropriate event annually to recognize citizen appointees who will be
retiring for their contribution and provide continued trainings
Approved 6-0-1 (Peterson-Absent) as amended to revise the Environmental Board title to the
Environmental and Sustainability Board: Disability Advisory Committee to be formed as a
stand-alone committee, with potentially 7 at-large members: return to Council in one year with
a status report
Pursuant to Resolution No. 2015-46, Council voted 6-0-1 (Peterson-absent) to continue the meeting
after the 11:00 PM hour for action on agenda items 30-36.
30, 21 -687 Adopted Resolution No. 2021-52 authorizing the establishment of 15 miles
per hour school zone speed limit on Oak Lane between Cypress Drive to
Mandrell Drive
Recommended Action:
Adopt Resolution No 2021-52, "A Resolution of the City Council of the City of Huntington
Beach Authorizing the Establishment of 15 miles Per Hour Zone Speed Limit on Oak Lane
Between Cypress Drive and Mandrell Drive "
Approved 6-0-1 (Peterson-Absent)
ORDINANCES FOR INTRODUCTION
31. 21-682 Approved for introduction Ordinance No. 4237 amending Huntington
Beach Municipal Code Chapter 10.12 relating to speed limits on Atlanta
Avenue between Huntington Street and Beach Boulevard
Recommended Action:
Approve for introduction Ordinance No 4237. "An Ordinance of the City of Huntington
Beach Amending Chapter 10.12.080 of the Huntington Beach Municipal Code Relating to
Speed Limits "
Approved 6-0-1 (Peterson-Absent)
8
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HUNTINGTON BEACH
City of Huntington Beach
Board, Commission, & Committee ( BCC)
Review and Reconfiguration
City Council Meeting
October 19, 2021
Today's Agenda
• Background
• Policy Review
• Committee Recommendations by Type
> Dissolution
> Consolidation
> Reformation
• Request for Council Action
3 October
MMxM.I{M Aix
Background— Why Reviews of BCCs
• Huntington Beach has over 41 different formal BCCs
— 11 separate City Council Committees / Boards
Standing group where City Council members serve as committee / board members
— 23 separate Citizen Boards / Commissions
• 145+ residents serving as board / commission members on 23 separate standing groups
— 7 separate Ad Hoc City Council Committees
• These are temporary committees comprised of City Council members and / or the public
— There are dozens of outside agency groups on which the City Council and/ or staff serve
• City Council directed that staff coordinate a comprehensive review of current
City BCC
— Over time, the purpose and roles of some BCC have shifted without corresponding updates
to authorizing documents
— Additionally, some BCCs have been inactive for more than a year, while others are in need of
updates given revised City practices
•. October 2•
....rho-�..
Background - Current BCC Structure
General Government Neighborhood Recreation / Societal Needs Economic Financial
Specific Enrichment Focus Development Focus
1. Communications 1. Southeast Area 1. Beautification, 1 School District / 1. Downtown
Committee Council Committee Landscape, Trees City Committee Economic
• 2. Intergovernmental 2. Sunset Beach Area Committee (BLT) Development
Relations Committee Council Committee 2. Specific/ Executive Committee
• 3. Huntington Beach 3. Oak View Task Force Events Committee 2. Economic
Housing Authority Development
Committee
1. Citizen Infrastructure 1. Harbor Commission 1. Community 1. Children's Need 1. Citizen
Advisory Board 2. Jet Noise Services Task Force Participation
2. Design Review Board Commission Commission 2 Citizen Participation Advisory
• 3. Environmental Board 3. Mobile Home 2. Library Board of Advisory Board Board
4 Historic Resources Advisory Board Trustees 3, Homeless Solutions 2. Finance
Board (HRB) (MHAB) 3 41' of July Executive Coalition Commission
S. Personnel Commission 4, Central Park Board 4. Human Relations 3. Investment
6. Public Works Collaborative Task Force Advisory
Commission 5. Youth Board Board
7. Planning Commission
1. Short Term Rental 1. Homeless Task 1. Downtown
Committee Force Urban Design
2. Smart Cities Committee
• 3. Strategic Plan 2. Housing/RHNA
Committee Committee
4. BCC Review Committee
Ad-Hoc City Council Committee Formed To Assess BCC Structure
• A part of the 2021 Strategic Planning and Policy Priority document, staff was directed to
work with City Council to develop recommended updates
> Goals of the review included streamlining / modernizing the City's system of advisory boards
while maximizing civic engagement opportunities for the public
> To ensure the most efficient use of City Council, Board/Commission, and staff time and
resources so that we better serve HB community collectively
• An Ad-hoc Committee of 3 City Council Members was formed on March 1S, 2021
> Committee met on April 27, May 24, June 8, July 29, August 10, and September 27, 2021
• Based on Committee feedback, staff reviewed the HBMC and other formation
documents, and also met with affected departments to gather input
• Through those efforts, a list of recommended adjustments was finalized for full City
Council consideration
:.
October 0
Proposed Recommendations By Category
1Dissolution consoridationC • - . . .
• Children's Needs Task Force • Citizens Infrastructure Advisory • Finance Commission —
Board (CIAB) + Public Works Develop updated task list
• Strategic Planning Ad-hoc Commission + Beautification, framework
Committee Landscape, & Tree Committee • Human Relations Task Force
(BLT) --) C1AB/Public Works — Rename to "Human
Commission Relations Committee" and
adopt updated bylaws
• Community Services • Personnel Commission —
Commission + Library Board of Refocus on employee
Trustees arbitration issues
Community and Library • Environmental Board — Shift
Services Commission to "Sustainability Board" w/
redefined role
• Downtown EDC + EDC 4 • Smart Cities Ad-hoc
Economic Development Committee — Convert to a
Committee standing "Smart Cities &
Technology Committee
Dissolution
• Recommendation 1: Dissolve the "Children's Need Taskforce"
✓ Accomplished via Resolution
✓ Their purpose of addressing the needs of the children in the community can be served by school
districts, community-based organizations, and through on-going programs performed by City staff,
the Library, the Youth Board, and quarterly School District / City Committee meetings
• Recommendation 2: Dissolve "Ad-Hoc Strategic Planning Committee"
✓ Accomplished via RCA
�, October •
Consolidation
• Recommendation 3: Combine Citizens Infrastructure Advisory Board (CIAB), Public
Works Commission, and Beautification, Landscape, and Trees (BLT) into:
"CIAB/Public Works Commission"
✓ Amend HBMC Chapter 2.103 and 2.111 via Ordinance
✓ Redefine combined roles and take out dollar thresholds to be consistent with the City's
purchasing policy
✓ Create a "Disability Advisory Committee" subcommittee for the CIAB / Public Works Commission
to provide advice and recommendations to the Commission on disability issues
Consolidation
• Recommendation 4: Combine Community Services Commission and Library Board to
"Community & Library Services Commission"
✓ Amend HBMC 2.64 and 2.84 via Ordinance
✓ Amend HBMC Chapter 2.30 and 2.86 to reflect the reorganization of the Community and Library
Services Department
✓ Remove "Library Privileges Regulated" and incorporate such duties / authorities into
departmental policy
• Recommendation 5: Combine EDC and Downtown EDC to
"Economic Development Committee"
✓ RCA or Council Communication
✓ Redefine roles, update meeting schedules, and have committee composed of City Council members
A 1211
* October 2021
Reformation
• Recommendation 6: Reform Environmental Board into:
"Sustain ability Board"
✓ Amend HBMC Chapter 2.102 via ordinance
✓ Composition: 7 members and Chaired by two City Council liaisons (Chair, Vice Chair)
✓ Redefine board member roles and shift focus of group to Sustainability Master Plan
✓ Limit board membership to two consecutive terms of 4 years, to be consistent with the "HBMC 2.100
— Operating Policies for Boards and Commissions"
✓ Reduce meetings to every other month (6x per year)
i.
} October 20210
Reformation
• Recommendation 7: Update the structure of the "Finance Commission"
✓ Amend HBMC Chapter 2.109 via ordinance
✓ Maintain commission makeup of 7 individuals each appointed by a member of the City Council,
preferably with a finance / budget background
✓ Reduce standing meeting frequency from monthly to every other month (6x per year) as follows:
• January — Mid Year Budget Review & Budget Kickoff
• March — Year End Audit, Single Audit, and New GASB Standards Review
• May — CIP & Infrastructure Calculation Review
• July — Adopted Budget Review
• September — Investment Update & Debt and Refinancing Opportunities
• November/ December — Year-End Review and Celebration
✓ For the other vacant months, additional items may be added for review by the City Council, or by
Finance Commission request with the approval of the City Council
i.
October 2021
Reformation
• Recommendation 8: Rename Human Relations Task Force to
"Human Relations Committee"
✓ HRTF reconstituted as "an official committee" through 2002 City Council resolution
✓ Adopt the HRTF's updated Bylaws voted by the HRTF on August 10, 2021 for the Council's approval
with improvements to help further its mission
o "Task Force" sounds temporary; this change sends message that the City takes a long-term,
modern view of their work
o Officially change name to "Human Relations Committee"
o Adopt revised Vision and Mission Statement
October 2021 12
F
Reformation
• Recommendation 9: Update primary responsibilities of the "Personnel Commission"
✓ Amend Personnel Rules through Resolution
✓ Modify commission scope to focus primarily on employee arbitration issues, rather than classification
reviews
✓ Reduce meeting frequency from monthly to at least quarterly and on an as-needed basis
• Recommendation 10: Convert "Smart Cities" Ad-hoc Committee into a standing committee
"Smart Cities & Technology"
✓ Comprised of three (3) Council members
✓ To provide strategic advice and continued policy direction towards HB's Smart City roadmap / broadband
master plan, and other technology initiatives
October
w1�- 13
Major Highlights
• Reduce the total number of BCCs from 41 to 35
• Reduce Boards/Commissions with Individual Appointments from 7 to 6
CURRENTSTRUCTURE PROPOSED STRUCTURE STAFFING DEPT.
1. Citizen Infrastructure Advisory Board (CIAB) 1. CIAB/Public Works Commission Public Works
2. Citizen Participation Advisory Board (CPAB) 2. Citizen Participation Advisory Community & Economic
Board (CPAB) Development
3. Community Services Commission
3. Community & Library Services Community & Library
4. Finance Commission Commission Services
4. Finance Commission Finance
S. Investment Advisory Board
6. Planning Commission S. Investment Advisory Board Treasurer
7. Public Works Commission 6. Planning Commission Community & Economic
Development
October1
. ��.
Major Highlights
• Current members for Children's Needs Task Force will retire at the time of their
dissolution
• Current members in good standing for consolidated groups, unless their terms already
expired, will continue to serve until their term sunsets
• Unless specified otherwise, staff will ensure that BCCs follow the HBMC 2. 100
Operating Policies for Boards and Commissions, to make the term/service limitation,
composition, and meeting rules consistent citywide
FAI
• . . -
Municipal Code Chapter 2. 100 — Operating Policies for BCCs
Except as otherwise noted, BCC should comport with HBMC Chapter 2.100 related to operating policies for
boards and commissions
➢ No one may serve more than 1 group at a time
➢ Terms are 4 years, unless otherwise specified
➢ Majority of terms shall end in odd-numbered years
➢ Individuals are limited to 2 consecutive terms on any one board; if a person was a member for more
than 2 years of someone else's term, that counts as 1 complete term
➢ A person who has served 2 consecutive terms is re-eligible to apply after 30 days
➢ PT/FT employees may not serve, unless otherwise specified
➢ Members shall serve until their respective successors are appointed and qualified
➢ Members will automatically vacate upon a 511' unexcused absence during a calendar year or 3+
consecutive, unexcused absences during their term
October 2021
Request for Council Actions
1. Consider the Ad-hoc Committee's recommended adjustments
2. After review, direct staff to develop the appropriate Resolution(s), Ordinance(s), and
/ or documents / reports necessary to implement City Council directed adjustments
3. Direct City Council Liaisons and staff to review and enforce service terms for all
citizen appointees
4. Direct staff to plan an appropriate event annually to recognize citizen appointees
who will be retiring for their contribution and provide continued trainings
October
.
Estanislau, Robin
From: Fikes, Cathy
Sent: Thursday, October 14, 2021 6:40 PM
To: Agenda Alerts
Subject: FW: Environmental Board name Change
From: Bud Benneman <bajabudbillabong@gmail.com>
Sent: Wednesday, October 13, 2021 9:51 PM
To: Moser, Natalie <Natalie.Moser@surfcity-hb.org>
Cc: Fikes, Cathy <CFikes@surfcity-hb.org>
Subject: Environmental Board name Change
As a member of he City of Huntington Beach Environmental Board, I propose that the council retain the name
"Environmental" in place of the proposed "Sustainability" Sustainability is too general, lacks definitive structure and is
subject to interpretation. The mission statement and past and current operations of this board is best defined by the
title Environmental Board. Thank you for your consideration.
Sincerely.
Bud J. Benneman
Vice Chair Environmental Board
Professor of Geology and Environmental Science Golden West College
Bbenneman@gwc.cccd.edu
714-951-9073
Sent from Mail for Windows
SUPPLEMENTAL
COMMUNICATION
MeeCng oate:__,,/,p - �9 - G13/
Agenda Item No.:sc J x
t
Moore, Tania
From: Fikes, Cathy
Sent: Tuesday, October 19, 2021 2:02 PM
To: Agenda Alerts
Cc: Frakes, Sandie
Subject: FW: Comment on HB City Council 10/19/2021 Item 29 SUPPLEMENTAL
COMMUNICATION
%%@*q Date: IO 1121 ao a
From: Mark Sheldon<surfcitysheldon@gmail.com>
Sent:Tuesday,October 19,20212:01 PM Agende Un No. 29 2 I-553
To: supplementalcomm@surfcity-hb.org;CITY COU NCI L<city.counciI@surfcity-hb.org>
Subject:Comment on HB City Council 10/19/2021 Item 29
Re: Huntington Beach City Council 10/19/2021 Agenda Item #29(File #21-593)
" Recommendations to Reconfigure a Select Number of City Boards, Commissions,and Committees "
Honorable Mayor and Members of the City Council:
I wish to speak to the subject item, specifically to changes proposed for the Huntington Beach Environmental
Board (HBEB).
I am a 30+ year resident of Huntington Beach, a past member of the HBEB, and continue my interest in it's
activity.
A number of changes are being proposed, some of which are:
- Change of name to "Sustainability Board,"
- Shifting focus of the group to the Sustainability Master Plan
- Reducing number of members to 7, Chaired by two City Council Liaisons
- Reducing meetings to every other month (6x per year)
I appreciate that the proposed are intended constructively and to provide group focus.
However, I would argue that there are several undesirable consequences.
"Sustainability" is an important concept, and many of the the Environmental Board's past activities have been
aimed with sustainability in mind, but it is not synonymous with "Environmental" or cover the full scope of
potential issues affecting the environmental health of safety of Huntington Beach and it's residents.
As an advisory entity the Environmental Board is not tasked with direct response to environmental problems,
but the advisory role is important. Members are screened for their professional background and understanding
of community needs, to help provide a level of engagement on these issues that is often not easily within the
scope of work of City Council or Staff. Per it's current description in the Municipal Code, the Environmental
Board is there to provide advice to Council and facilitate public outreach. (In this regard I would argue that the
current nine member allotment gives a greater breadth of professional and community representation than the
proposed reduction to seven members.)
The refocus of the Board on a specific Sustainability Master Plan, which appears to not yet be in place, the
Board would be limited in it's ability to respond to a broader scope of environmental issues. At best, the current
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description of it's scope under the current brief but comprehensive Municipal Code definition would be replaced
by a definition tied to a Sustainability Master Plan that is more complex and constrained. At worst, the
redefined Sustainability Board could ultimately be considered a closed-end "task force" to implement specific
aspects of the Sustainability Master Plan and possibly ultimately closed once some implementation of those
narrowly defined objectives was in place.
The change in meeting frequency and format is also concerning. The presence and active engagement of two
City Council Liaisons is definitely welcome and an important part of the Board's communication with City
Council. However, requiring the presence of one or both City Council Liaisons to Chair the meetings places
strain on the already full calendar of those Councilmembers, which could prove problematic for board
scheduling. The reduction to six meetings a year would further constrain the board from effectively
implementing any initiatives of it's own.
I recommend that the City Council consider activities of the Environmental Board which it considers
constructive. In particular, consider
(1)the HBEB analysis and advice to City Council on Environmental Impact Reports, a time consuming
recurring task which Board members willingly take on as part of their responsibilities, and
(2)the Student Environmental-therned Art Contests which have been organized by Environmental Board in
recent years. This activity was developed by the HBEB on its own initiative as a means of community
engagement and has been positively received.
respectively ask that you consider the proposed modifications to the HBEB and ask yourself whether the they
would facilitate or hinder current flexibility of the Board to respond and innovate useful responses to the City's
Environmental issues. I would argue that it will be difficult to implement the Board changes without making
response more cumbersome and in some cases, preventing it entirely.
know that the keeping Boards on the same message as the City Council is a concern that may be motivating
some of these changes, but the real answer is to an effective communication channel and understanding of
everyone's role and responsibilities. Restucturing does not take the place of those basic understandings and a
mutually supportive working relationship.
Thank you for your consideration.
Mark Sheldon
Mark Sheldon
surfcitvsheldonna gnrail.com
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