HomeMy WebLinkAboutSpecial Meeting - City Council/Public Financing Authority - (2) NTiNrio 2000 Main Street,
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• City of Huntington Beach
File #: 23-502 MEETING DATE: 6/8/2023
Strategic Planning Workshop
9:15 a.m. - 11:50 a.m.
• Opening Comments
City Manager Al Zelinka to welcome attendees, make opening comments, and provide brief
introductions of facilitators, Baker Tilly.
• Review Today's Agenda and Strategic Plan Process; Icebreaker
Baker Tilly will review the agenda and the objectives, purpose, and general rules of the Strategic
Plan Process with the Mayor, City Council, Charter Officers, and City staff, followed by a brief
icebreaker exercise.
• HB by the Numbers... in 10 Minutes or Less
Provide an overview of general statistics, demographics, governance and other topics regarding
the City of Huntington Beach.
• City's Financial Outlook
Review and discuss the City's fiscal condition at the conclusion of Fiscal Year 2022-23 as well as
the fiscal outlook for future fiscal years.
Break
• Discuss Status of Current Work Plan
City of Huntington Beach Page 1 of 2 Printed on 6/6/2023
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File#: 23-502 MEETING DATE: 6/8/2023
Review and discuss the status of the 2022 Strategic Plan and Council Member Items.
• Review Feedback Received From Council Members
Present the key accomplishments, strengths, challenges and opportunities that were identified by
City Council during their individual interviews with Baker Tilly.
• 2023-2027 Goals and Priorities Setting (part 1)
Provide introduction and context for setting goals and priorities and to engage the City Council in
the identification of the top six goals as identified by the City Council.
11:50 a.m. to 12:40 p.m. - Lunch
12:40 p.m. to 3:00 p.m.
• 2023-2027 Goals and Priorities Setting (part 2)
Engage the City Council in confirming the top six goals, reviewing the proposed priorities and
establishing the top priorities.
Break
• Discuss Next Steps
Review next steps in the Strategic Plan process and best practices for staying on track with the
Strategic Plan goals, priorities and adding new initiatives in the future.
• Concluding Remarks and Adjournment
City of Huntington Beach Page 2 of 2 Printed on 6/6/2023
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AGENDA
City Council/Public Financing Authority
Strategic Planning Workshop
Thursday, June 8, 2023
9:00 AM — SPECIAL MEETING
MAYOR AND CITY COUNCIL STAFF
TONY STRICKLAND, Mayor Huntington Beach Central Library AL ZELINKA, City Manager
GRACEY VAN DER MARK, Mayor Pro Tem Rooms C/D MICHAEL E. GATES, City Attorney
RHONDA BOLTON, Councilmember 7111 Talbert Avenue ROBIN ESTANISLAU, City Clerk
PAT BURNS, Councilmember
DAN KALMICK, Councilmember Huntington Beach, CA 92648 ALISA BACKSTROM, City Treasurer
CASEY McKEON, Councilmember
NATALIE MOSER, Councilmember
IN-PERSON PUBLIC PARTICIPATION: Members of the public are welcome to attend City Council meetings in person.
Alternate ways to view meetings live or on-demand include: livestreamed on HBTV Channel 3(replayed on Wednesday's
at 10:00 a.m. and Thursday's at 6:00 p.m.); live and archived meetings for on-demand viewing accessed from
https://huntingtonbeach.legistar.com/calendar or https://bit.ly/SurfCitvTV, or from any Roku, Fire TV or Apple device
by downloading the Cablecast Screenweave App and searching for the City of Huntington Beach channel.
PUBLIC COMMENTS: Individuals wishing to provide a public comment on agendized items may do so in person
in the Huntington Beach Central Library Rooms C & D by completing a Request to Speak form delivered to the
City Clerk.
SUPPLEMENTAL COMMUNICATION: Members of the public unable to personally participate in the meeting but
interested in communicating with the City Council on agenda-related items are encouraged to submit a written
(supplemental) communication to the Council via email at SupplementalComma.Surfcity-hb.orq. Supplemental
Communications are public record, and if received by 2:00 PM on the day prior to the meeting, will be
distributed to the City Council prior to consideration of agenda-related items, posted to the City website, and
announced, but not read, at the meeting. Communications received after the 2:00 PM deadline will be incorporated
into the administrative record. Members of the public are also welcome to communicate with the City
Council (and staff supporting Council) at Citv.Council(a�surfcity-hb.orq.
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.
City Council/Public Financing AGENDA June 8, 2023
Authority
9:00 AM - Strategic Planning Workshop
Huntington Beach Central Library, 7111 Talbert Avenue - Rooms C/D
CALL TO ORDER
ROLL CALL
Kalmick, Moser, Van Der Mark, Strickland, McKeon, Bolton, Burns
PLEDGE OF ALLEGIANCE
ANNOUNCEMENT OF SUPPLEMENTAL COMMUNICATIONS (Received After Agenda
Distribution)
PUBLIC COMMENTS (3-Minute Time Limit)
At approximately, 9:00 AM, individuals wishing to provide a comment on agendized or
non-agendized items may do so in person by filling out a Request to Speak form delivered to the
City Clerk. All speakers are encouraged, but not required to identify themselves by name. Each
speaker may have up to 3 minutes unless the volume of speakers warrants reducing the time
allowance.
Please note that the Brown Act does not allow discussion or action on topics that are not on the
agenda. Members of the public who would like to speak directly with a Councilmember on an item
not on the agenda may consider scheduling an appointment by contacting the City Council's
Administrative Assistant at (714) 536-5553 or emailing the entire City Council at
city.council@surfcity-hb.org.
While the City Council welcomes public involvement and supports and defends free speech, the
City Council rejects comments from anyone that are discriminatory, defamatory or otherwise not
protected free speech. Those comments will not inform nor be considered by the City Council and
may be cause for the Mayor to interrupt the public speaker. Such public comments will not be
consented to or otherwise adopted by the City Council in its discussions and findings for any
matter tonight.
ADMINISTRATIVE ITEMS
1. 23-502 Strategic Planning Workshop
9:15 a.m. - 11:50 a.m.
• Opening Comments
City Manager Al Zelinka to welcome attendees, make opening
comments, and provide brief introductions of facilitators, Baker Tilly.
Page 1 of 3
City Council/Public Financing AGENDA June 8, 2023
Authority
• Review Today's Agenda and Strategic Plan Process; Icebreaker
Baker Tilly will review the agenda and the objectives, purpose, and
general rules of the Strategic Plan Process with the Mayor, City Council,
Charter Officers, and City staff, followed by a brief icebreaker exercise.
• HB by the Numbers... in 10 Minutes or Less
Provide an overview of general statistics, demographics, governance
and other topics regarding the City of Huntington Beach.
• City's Financial Outlook
Review and discuss the City's fiscal condition at the conclusion of Fiscal
Year 2022-23 as well as the fiscal outlook for future fiscal years.
Break
• Discuss Status of Current Work Plan
Review and discuss the status of the 2022 Strategic Plan and Council
Member Items.
• Review Feedback Received From Council Members
Present the key accomplishments, strengths, challenges and
opportunities that were identified by City Council during their individual
interviews with Baker Tilly.
• 2023-2027 Goals and Priorities Setting (part 1)
Provide introduction and context for setting goals and priorities and to
engage the City Council in the identification of the top six goals as
identified by the City Council.
11:50 a.m. to 12:40 p.m. - Lunch
12:40 p.m. to 3:00 p.m.
• 2023-2027 Goals and Priorities Setting (part 2)
Engage the City Council in confirming the top six goals, reviewing the
proposed priorities and establishing the top priorities.
Page 2 of 3
City Council/Public Financing AGENDA June 8, 2023
Authority
Break
• Discuss Next Steps
Review next steps in the Strategic Plan process and best practices for
staying on track with the Strategic Plan goals, priorities and adding new
initiatives in the future.
• Concluding Remarks and Adjournment
ADJOURNMENT
The next regularly scheduled meeting of the Huntington Beach City Council/Public Financing
Authority is Tuesday, June 20, 2023, 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 3 of 3
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City of Huntington Beach
Strategic Planning Briefing Book
June 8, 2023
9:00 a.m. to 3:00 p.m.
Central Library
Table of Contents
Briefing Book Overview 1
Background Information 3
Strengths, Challenges, and Opportunities 4
An Introduction to the Strategic Planning Process 5
Strategic Plan Framework 5
Goal Setting and Priorities 6
Next Steps 11
Finalizing the Strategic Plan 11
Attachment A-City Council and Charter Officers Interview Themes 12
Attachment B-Input from Department Heads and Gap Analysis 15
Attachment C-HB by the Numbers 43
Attachment D-2022 Workplan 51
Strategic Planning Briefing Book
Briefing Book Overview Baker Tilly
Briefing Book Overview
This briefing book is a resource to be provided to the City Council and Executive Team ahead of
the City of Huntington Beach Strategic Planning Workshop to be held on Thursday,June 8,2023,
from 9:00 a.m.to 3:00 p.m. It is provided as a starting point for discussions and integrates the
information gathered through surveys and interviews.
Please review the contents in advance of the workshop.
During the workshop,participants will provide feedback on the draft elements of the City's
Strategic Plan.You will first be briefed on the major themes and highlights from the engagement
activities. These include:
• City Council and charter officers interviews (Attachment A)
• Department head focus group and gap analysis summary (Attachment B)
• HB by the numbers details(Attachment C)
• 2022 workplan update(Attachment D)
Following the overview,we will have a series of discussions focused on the draft elements of the
strategic plan including the City's goals, goal statements, and proposed priorities.
Workshop Objectives
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Gain an Establish goals for Identify priorities to Strengthen
underdtanding of the the next five years achieve the teamwork
values of strategic identified goals
planning
Workshop Participants
• Mayor Tony Strickland
• Mayor Pro Tem Gracey Van Der Mark
• Councilmember Pat Burns
• Councilmember Casey McKeon
• Councilmember Dan Kalmick
• Councilmember Natalie Moser
• Councilmember Rhonda Bolton
• City Attorney Michael Gates
1
Strategic Planning Briefing Book
Briefing Book Overview Baker Tilly
• City Clerk Robin Estanislau
• City Treasurer Alisa Backstrom
• City Manager Al Zelinka
• Assistant City Manager Travis Hopkins
• Deputy City Manager Catherine Jun
• Community Development Director Ursula Luna-Reynosa
• Fire Chief Scott Haberle
• Information Services Director John Dankha
• Police Chief Eric Parra
• Interim Community and Library Services Director Ashley Wysocki
• Acting Chief Financial Officer Sunny Han
• Acting Human Resources Director Theresa St.Peter
• Acting Public Works Directors Alvin Papa and Chau Vu
• Council Policy Analyst Shannon Levin
Workshop Facilitators
• Steve Mermell, Special Advisor
• Carol Jacobs,Managing Director
• Don White,Special Advisor
• Mary Locey,Consulting Manager
2
Strategic Planning Briefing Book
Background Information Baker Tilly
Background Information
As part of the strategic planning process, we gathered input from a variety of sources.
1. Input from City Council and Charter Officers.Baker Tilly conducted individual
interviews with each member of the City Council, and the charter officers.A summary
of the interview themes is provided in Attachment A.
2. Input from department heads and gap analysis.Baker Tilly conducted a focus group
with the department heads on May 10,2023.In addition, each department head
submitted an electronic gap analysis questionnaire. A summary of the results of the
department head focus group and the gap analysis are provided in Attachment B.
3. HB by the numbers ...in 10 minutes or less.Huntington Beach staff provided
information that presents an overview of factors(internal and external)that impact the
community and the organization.It is intended to set the context for the strategic plan
and inform the discussion about goals and priorities.Slides have been prepared by City
staff and will be presented during the workshop.The HB by the numbers information is
provided in Attachment C.
4. 2022 Strategic Planning outcomes and latest workplan update.Huntington Beach staff
have been working on the 2022 strategic plan priorities adopted by the City Council in
February 2022.The 2022 outcomes and the latest update to City Council is included as
Attachment D.
3
Strategic Planning Briefing Book
Background Information Baker Tilly
Strengths, Challenges, and Opportunities
Baker Tilly has developed lists of major strengths,challenges, and opportunities, based on the
information gathered through the combination of the engagement activities. A summary is
provided below.
• Big city-small town feel • Fiscal stability
• Great weather and environment • Loss of local control
• Destination city for tourism • Workforce stability
• Numerous amenities (e.g. parks, • Economic development
pools and playgrounds) • Housing
• Low crime rate • Homelessness
• Teamwork amongst City staff • Infrastructure needs
• Public engagement
Strengths Challenges ( jJ
• Enhance public engagement
• Strengthen the City's fiscal
position
• Focus on infrastructure
• Fill key vacancies
• Pursue economic development
opportunties
• Establish clear priorities
Opportunities tigj
4
Strategic Planning Briefing Book
An Introduction to the Strategic Planning Process Baker Tilly
An Introduction to the Strategic Planning Process
A citywide strategic plan is fundamental to successful work planning. The strategic plan is a
policy document that will reflect the policy and project priorities of the City Council once
adopted.It will inform budgeting and annual staff work plans. After adoption of the strategic
plan, our team will provide a template for an Implementation Action Plan that City staff can use
in making assignments and establishing timelines for implementing the strategies.It is in that
document that some of the detailed tasks that do not fit in the policy document may be
incorporated.
Strategic Plan Framework
The graphic illustration below shows the key components of the strategic plan.
The vision sets the focus for the future.It is a
statement of where the organization wants to be. vise
Focus areas are closely aligned with the vision and
state the desired outcomes to be achieved.These BROAD.MUtTt YEkASCRA FODS A
REAS
areas provide strategic focus for what the MAIMS Al68NEDTO
organization will do.They help City leaders
ocsWAS
decide which of the many worthy projects should iMPIEIRNIAiION
be done and when within available resources. Goal ACTION
statements associated with each focus area must be PLAN
meaningful and attainable.
Strategies are the means to achieve desired outcomes for each strategic focus area. They
articulate how the organization will pursue outcomes. Strategies generally include broad areas
to pursue rather than individual projects.
FOCUS AREAS
[WITH GOAL STATEMENTS)
I 1
STRATEGY STRATEGY
A workplan is the blueprint for carrying out the strategic plan.It contains the detailed steps that
must be taken to assure that the goals and strategies are achieved.Workplans provide a
framework for determining specific timelines,assignments, and resource allocations. They are
designed to be a management tool to help the organization assure that goals are attained and
facilitate periodic check-in about progress, changes,or challenges.
Success indicators are developed to track progress towards each goal in the strategic plan.
5
Strategic Planning Briefing Book
Goal Setting and Priorities Baker Tilly
Goal Setting and Priorities
Definitions
• Goals. The desired outcome to be achieved in the long term.
• Goal statements. Guide the direction of the organization for the next several years.
• Priorities. Policies and major initiatives designed to move the City toward achieving the
goals;these will align with goal statements.
• Strategies. These will be developed by City staff once the goals and priorities have been
established by the City Council.
Note:Specific tasks that contribute toward a priority should go into the Implementation
Action Plan or into a department's work plan rather than in the Strategic Plan.
The draft goals,goal statements, and proposed priorities provided below were developed based
on information from the City Council, charter officer interviews, and department head input.
These are intended as a starting point for discussion.
The final Strategic Plan should be one that can be resourced,assigned, and implemented.
during the five-year period.
Goal 1: Fiscal Stability
Goal statement:Ensure sufficient funding to support programs, services, and capital
investments.
Proposed Priorities
• Undertake a new cost of service (fee)study and cost allocation plan.
• Update developer impact fees to ensure new development is paying its fair share.
• Implement a centralized contract management system.
• Develop a long-term vehicle replacement plan.
• Review General Fund reserve levels using the Government Finance Officers Association
(GFOA)Risk Analysis Template.
• Consider options for new revenues.
• Restart Transient Occupancy Tax (TOT)Utility User Tax and lease concession audits.
Goal 2: Public Engagement
Goal statement:Provide the community with clear,accurate,and timely information and easy
access to municipal services.
Proposed Priorities
• Implement a 311 system to manage and track calls for various municipal services.
• Redesign the City's website to improve the usefulness and user experience.
6
Strategic Planning Briefing Book
Goal Setting and Priorities Baker Tilly
• Enhance capacity of HBTV by hiring a production officer,building out a studio, and
expanding programming.
• Hire a graphic designer to design,brand, and deliver more visual content.
• Expand community outreach efforts through neighborhood town halls,direct mailers,
and videos.
• Create an open data platform for residents to access information from the City.
Goal 3: Housing and Homeless
Goal statement:Implement programs to address homelessness and the need for affordable
housing in Huntington Beach.
Proposed Priorities
• Explore options to collaborate with faith and community-based organizations,the City's
HB Cares Volunteer program,CalOptima, and others to provide social services in a cost-
effective manner.
• Take action to maintain local control of land-use planning.
• Study the feasibility of expanding the Navigation Center to include supportive housing.
• Work with property owners to extend,where possible, affordable rental covenants on
the 319 units set to expire in the next five years.
• Pursue opportunities to develop affordable housing through the use of the Low and
Moderate Incoming Housing Asset Fund.
Goal 4: Infrastructure Investment
Goal statement:Maintain,repair,and replace the City's infrastructure.
Proposed Priorities
• Provide world-class beach facilities, including the renovation and expansion of 15 beach
restrooms,new lighting improvements for Pier Plaza access, security and programming.
• PCH relinquishment enhancements including landscape and trees, traffic calming
measures, additional bike paths, and off-street parking.
• Conduct an assessment of all City facilities to determine priorities for upgrades and
repairs,implementation and financial strategy.
• Complete major CIPs including Sand Replenishment,Bluff Stabilization, Greer Park
Storm Drain&Park Improvements,Mobility and ADA Transition Plan Improvements.
• Conduct water, sewer and trash rate studies to bring rates to appropriate levels.
• Undertake major planning efforts including Fleet Capital Replacement Plan,Mobility
Master Plan and Infrastructure Report Card.
7
Strategic Planning Briefing Book
Goal Setting and Priorities Baker Tilly
Goal 5: Create a High Performing Organization
Goal statement:Focus on excellent customer service and an engaged workforce.
Proposed Priorities
• Fill department director and other key vacancies.
• Implement the Public Service Excellence Initiative based on NorthStar's customer
service assessment.
• Restructure the City's Boards,Commissions and Committees(BCC).
• Explore new learning management systems to offer a more comprehensive and
innovative employee training program.
• Establish a one-stop-shop to consolidate development and frequently used services in
one location to improve customer service.
• Conduct financial and performance assessments of each department over the next four
years.
• Launch TrakStar, a web-based performance system for employees.
• Select a new third-party administrator for workers' compensation.
Goal 6: Public Safety
Goal statement:Provide world class public safety to our residents and visitors.
Proposed Priorities
• Community-wide comprehensive risk reduction strategy(optimize emergency
response)
• Self-Contained Breathing Apparatus(SCBA) replacement
• Police Department software updates (jail management system,First Due,Paragrine,
CAD/RMS)
• Fire Department fleet replacement program
• Police Department remodel projects (dispatch center, communications center,women's
locker room,traffic unit)
• Mobile integrated health program
• Fire Department community risk reduction (engagement coordinator, opioid
prevention,targeted risk reduction campaigns)
• Fire Department emergency response staffing to meet 92% increased call volume
8
Strategic Planning Briefing Book
Goal Setting and Priorities Baker Tilly
Draft Goal Statements and Priorities— Reflection
Instructions
Review the draft goals, goal statements, and proposed priorities and answer the following
questions based on your review.
Goal 1: Fiscal Stability
1. What would you change?
2. What is missing?
Goal 2: Public Engagement
1. What would you change?
2. What is missing?
Goal 3: Housing and Homeless
1. What would you change?
2. What is missing?
9
Strategic Planning Briefing Book
Goal Setting and Priorities Baker Tilly
Goal 4: Infrastructure Investment
1. What would you change?
2. What is missing?
Focus Area 5: Create a High Performing Organization
1. What would you change?
2. What is missing?
Focus Area 6: Public Safety
1. What would you change?
2. What is missing?
10
Strategic Planning Briefing Book
Next Steps Baker Tilly
Next Steps
Finalizing the Strategic Plan
After the strategic planning workshop on June 8,City staff,with assistance from Baker Tilly,
will refine the elements in the strategic plan using the feedback from workshop participants. A
draft will be presented to the city manager for an additional round of feedback and edits before
being finalized.
Tentative Schedule
• June to July 2023,City staff will prepare a final draft of the strategic plan and
implementation plan.
• August 2023, Study Session with City Council to review the draft strategic plan and
implementation plan for feedback.
• September 2023,present the final strategic plan and implementation plan for City
Council adoption.
11
Strategic Planning Briefing Book
Attachment A—City Council and Charter Officers Interview Themes Baker Tilly
Attachment A — City Council and Charter Officers Interview
Themes
This attachment contains a summary of the Councilmember and charter officers' input,
obtained through individual interviews with Baker Tilly facilitators.
Councilmember Priorities
The following is a list of priorities noted by Councilmembers during the interviews.These are
not shown in priority order.Items that were mentioned by more than one Councilmember are
indicated in bold type.
• Addressing homelessness
• Investing in infrastructure
• Ensuring fiscal stability/economic development
• Restructuring of current city committees
• Improving communication with constituents
• Development of affordable housing
• Streamlining of city processes to be more business-friendly
Councilmember Key Accomplishments
The following items were mentioned by Councilmembers as being key recent accomplishments
of the City. The item that was mentioned by more than one Councilmember is indicated by bold
type.
• Opened the navigation center to assist those experiencing homelessness
• Adopted business friendly code amendments that reduced levels of review
• Authorized short-term rentals
• Completed a master plan for sustainability
• Completed a master plan for mobility
• Completed various capital improvements
• Installed Mobi-mats for disabled access to the beach
• Launched the Be Well mobile crisis intervention team
• Hired a new police chief
• Hired a new fire chief
• Brought back the Pacific Air Show
• Negotiated new contract for to improve retention and recruitment of police officers
• Re-opened main street
• Adopted anti-camping ordinances
Councilmember SWOT
When asked about the City's strengths, challenges, and opportunities,Councilmembers
identified the following items.
12
Strategic Planning Briefing Book
Attachment A-City Council and Charter Officers Interview Themes Baker Tilly
City Strengths
• Big City-small town feel
• Great weather and environment
• Destination city for tourism
• Teamwork amongst City staff
• Numerous amenities(e.g., parks,pools and playgrounds)
• Low crime rate
Challenges
• Fiscal stability
• Loss of local control
• Economic development
• Housing
• Infrastructure needs
• Homelessness
• Public engagement
Opportunities
• Enhance public engagement
• Strengthen the city's fiscal position
• Focus on infrastructure
• Pursue economic development
• Fill key vacancies
• Establish clear priorities
Councilmember Goals and Desired Results
Councilmembers identified the following goals for the next several years.
• Fiscal stability
• Public engagement
• Housing and homeless
• Infrastructure investment
• Create a high performing organization
• Public safety
When asked about their desired results for the City's strategic planning effort,Councilmembers
offered the following comments:
• Opportunity to provide direction and set goals as a team
• Discuss best practices
• Ability to work together
• Creating measurable metrics
• Put the City first
13
Strategic Planning Briefing Book
Attachment A-City Council and Charter Officers Interview Themes Baker Tilly
City Manager and Charter Officers SWOT
Baker Tilly facilitators interviewed the Charter Officers who include the appointed City
Manager and the elected City Attorney, City Clerk, and City Treasurer. The facilitators asked
about the City's strengths, limitations,opportunities,and challenges. A summary of the themes
from these interviews is provided below.
City Strengths
• Quality of life
• Family-centric
• Safe community
• Suburban feel
• Dedicated staff
Limitations/Weaknesses
• Limited financial resources
• Challenges to local control
• Increasing polarization of local politics
• Old internal systems
Future Opportunities
• Make Huntington Beach a great city to work for
• Streamline internal policies;make the City more efficient and more business friendly
• LA 2028 Olympics
Future Challenges
• Disagreements with the state regarding local control
• Environmental challenges related to the coastline
• Fiscal stability
14
Strategic Planning Briefing Book
Attachment B—Input from Department Heads and Gap Analysis Baker Tilly
Attachment B — Input from Department Heads and Gap Analysis
A summary of the results of the department head focus group is provided below.
Ideal Executive Team
When asked word they would use to describe their ideal executive team, the department heads
provided the following answers:
The Ideal Executive Team
trusting united
collaborative
cohesive
team
1
Department Head SWOT
City Strengths
• Destination and location, coastal beaches, quality of life
• Passion for and pride in serving the community
• Rugged individualist outlook
• Tourism but also a small-town feel
• Customer-focused
• Low crime rate
Limitations/Weaknesses
• Increasing polarization
• Changes in policy direction
• Resistance to change in the community
• Low staff morale and staffing challenges
• Negative perceptions of government on the part of some in the community
• Infrastructure
• Funding
• Old technology
Future Opportunities
• Many different aspects to the community
15
Strategic Planning Briefing Book
Attachment B-Input from Department Heads and Gap Analysis Baker Tilly
• Diversity and opportunities for participation
• Greater participation in local government by residents
• Improve internal and external communications
• Education
• Revenue
• Infrastructure and technology
Future Challenges
• Financial stability (e.g., increased pension costs)
• Current revenues not sufficient to support operations and capital needs
• Infrastructure
• Litigation
• Succession planning
Hopes for Strategic Plan
When asked what they hoped to achieve through the strategic planning process, the department
heads offered the following comments:
• Aligned goals,mutual understanding and establishment of common ground and respect
• Breaking down barriers,put egos aside and build up goals that reflect the entire, diverse
community
• Clarity and direction
• Cohesion
• Collaborative approach
• Common ground and support to serve Huntington Beach in the best possible way
• Develop an understanding of a unified direction/focus for the organization
• Identifying high level"timeless" concepts and priorities that provide staff the
opportunity to develop work and multi-year plans
• Organizational direction influenced by fiscal sustainability
• Relationship building
• Represent the under-represented
• Respect for everyone's roles and contributions
• Stability
• Trust
• Vulnerability and honesty
Successful Strategic Plan
When asked what will make the City's strategic plan successful, department heads provided the
following answers:
• Implementation, follow-through
• Clear, focused, achievable goals tied to funding and other resources
• Buy in by those that need to implement it
16
Strategic Planning Briefing Book
Attachment B—Input from Department Heads and Gap Analysis Baker Tilly
• An open mind
• Agreement
• Unified approach
• Follow-up plan
• Regular updates to the public regarding implementation
• Tracking document
• Clear direction
• Being open to hearing other perspectives that lead to common goals
• Collaboration
• Personal experience doesn't represent the whole community's experience;listen to other
ideas and wait to make a decision
Other Thoughts About the Strategic Plan
The focus group facilitators asked for any other thoughts about the strategic planning process.
The following comments were provided:
• Importance of really hearing others
• Hope to have one
• Identification of unified goals
• Make sure Council doesn't dictate the strategies
• Governance discussions
• Calm demeanor
• Education
• Use of this technology is helpful;everyone can participate in a precise manner
• Active listening
• Communication(including nonverbal communication)
• The plan should be based on data,with milestones and metrics for measuring outcomes
Department Gap Analysis Summary Results
Baker Tilly created an electronic gap analysis questionnaire to obtain input from each
department for the strategic planning process. Each department submitted their responses for
plans and projects currently underway and those for future consideration, as well as
departmental goals and strategies to obtain the goals. The responses for each section have been
grouped to align with the five strategic plan goals and are sorted alphabetically by fiscal year.
17
Strategic Planning Briefing Book
Attachment B—Input from Department Heads and Gap Analysis Baker Tilly
Plans and Projects Currently Underway or Approved
Below is a list of plans and projects that are currently underway at the City,as well as those that are
approved for the next five years.
Table 1. Major Plans and Projects Currently Underway or Approved
Plan or Year Expected Funding
Goal Project Name Short Description to Complete Status
Fiscal Stability
Fiscal Fee Study and Cost Update fee study and cost allocation plan FY 2023-24 Funded
Stability Allocation Plan (last completed in 2016)to determine full
cost recovery and overhead levels.
Fiscal Four-Year Financial • Conduct financial and performance FY 2023-27 Partially
Stability and Performance assessments of each department over funded
Assessments the next four years.This would involve
3 departments assessments per year.
• Results would help the City identify
areas to improve service delivery and
operations,so we may go above and
beyond to meet our customers' needs.
Fiscal Sustainability Assess internal City operations and commit FY 2023-24 Funded
Stability Master Plan to goals/initiatives that will result in greater
environmental sustainability,protection of
the City's natural resources,and cost
savings for City taxpayers.
Fiscal Transient Restart TOT, Utility User Tax, and Lease FY 2023-24 Funded
Stability Occupancy Tax Concession Audits(paused during the
(TOT), Utility User COVID-19 pandemic)to ensure that
Tax,and Lease revenues owed to the City were remitted in
Concession Audits full.
Fiscal Update Update the City's Procurement Policies and FY 2023-24 Partially
Stability Procurement related manual to ensure the City is funded
Policies engaging in current best practices and
providing clear,easy-to-follow purchasing
guidelines for use by departments.
Fiscal Water,Sewer, Conduct water and sewer rate studies and FY 2023-24 Partially
Stability Trash Rates Study negotiate the trash franchise agreement to funded
support upcoming Prop 218 hearings.
Fiscal Developer Impact Update the City's Developer Impact Fee FY 2024-25 Unfunded
Stability Fee Nexus Study nexus study(last completed in 2012)to
ensure Developer Impact Fees(DIFs) are
adequately mitigating the impact of new
development on City resources.
Fiscal Monitor LMIHAF Monitor the balance of the Low and FY 2024-25 Partially
Stability balance,Excess Moderate Income Housing Asset Fund and funded
Surplus,Healing ensure the City does not accrue an Excess
Center Project Surplus balance.Continue to work on a
Navigation Center/Supportive Housing
project on the current Navigation Center
site as an eligible use for these funds.
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Attachment B—Input from Department Heads and Gap Analysis Baker Tilly
Plan or Year Expected Funding
Goal Project Name Short Description to Complete Status
Fiscal Review of new Review opportunities to increase revenue FY 2024-25 Partially
Stability revenue (or full cost recovery)and department funded
opportunities and efficiencies to ensure long-term financial
department sustainability.
efficiencies
Public Engagement
Public 311 Information Launch a 311 System to centralize all initial FY 2023-24 Unfunded
Engagement Hub touchpoints with the City on one app,one
phone number,and one website to help
customers navigate and obtain the services
and data they need.The system should
receive,track, resolve and follow up on
constituent requests expediently.
Public Facilitate Mayor's Work with business partners to help FY 2023-24 Unsure
Engagement Economic Summit facilitate the Mayor's economic summit in
Fall 2023.
Public Proactive,Robust, • Strengthen the City's capacity to widen FY 2023-24 Unsure
Engagement and Wide-reaching its communication outreach to every Funding
Community population and group in the City. requested
Engagement to • Hire a graphic designer to design, for FY23-24
Bridge Information brand and deliver more visual content;
Gaps Internally and hire an HBTV production officer to
Externally build out the HBTV studio and
programming.
• Manage a PIO interdepartmental
working group to ensure pertinent
public information flows from
departments and to this Office so it can
be relayed to the community in a
coordinated fashion.
• Provide consistent messaging and
branding to increase trust and
transparency in City government.
• Engage in new or more robust tools to
widen our outreach: Neighborhood
Town Halls, public engagement policy
and toolkit,citywide branding guide,
direct mailers,videos,and annual
events like the State of the City.
• Increase outreach for job
opportunities.
Public Responsible Work with the Responsible Hospitality FY 2023-24 Funded
Engagement Hospitality Institute(RHI)to create a comprehensive
Institute plan to respond to the needs,culture and
environment of the City's evening and
weekend economy.
Housing and Homeless
Housing and Supportive Services Explore options for working collaboratively FY 2023-25 Partially
Homeless Addressing with faith-based and community-based funded
organizations,the City's HB Cares volunteer
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Attachment B—Input from Department Heads and Gap Analysis Baker Tilly
Plan or Year Expected Funding
Goal Project Name Short Description to Complete Status
Homelessness and program, CalOptima and other agencies to
Behavioral Health provide social services at minimal cost to
the City
Housing and Monitor expiring Over the next 5 years,there are 11 FY 2027-28 Unfunded
Homeless housing covenants affordable rental housing projects with 319
units that have covenants set to expire.
Staff will work with these property owners
to extend the term of as many of these as
possible subject to City Council approval
and funding availability.
Infrastructure Investment
Infrastructure Complete Accela Complete refinements to ACA(Citizen FY 2023-24 Partially
Investment Phase II&Ill Access)to make more user friendly;citation funded
Implementation fee process integration with JDE;e-check
payments through Accela;scripting
revisions
Infrastructure Continue migration Continue migrating our intranet from on- FY 2023-24 Funded
Investment of the intranet prem to cloud based SharePoint.
(surfnet)to
SharePoint
Infrastructure Deploy a PC Deploy new and better tool for tracking, FY 2023-24 Unsure
Investment tracking and security updating and managing our PC
management tool based assets.
Infrastructure Eader Park Parking Pavement is deteriorated and is in need of FY 2023-24 Funded
Investment Lot Resurfacing resurfacing.
Infrastructure Eproval Software Electronic approval process for City events FY 2023-24 Funded
Investment
Infrastructure Facility Master • Comprehensive evaluation of all FD FY 2023-24 Funded
Investment Plan facilities,third party building analysis
and emergency response projection
• Completed final draft under review
Infrastructure General Liability • Implement distribution of quarterly FY 2023-24 Funded
Investment and Worker's General Liability high dollar claims
Compensation report to City Council
Reports • Implement the Workers'Compensation
ADR program to include all City
employees
• Look for Joint Powers Insurance
Authority(JPIA)options for liability
claims
Infrastructure Huntington Central Installation of trees,shrubbery and FY 2023-24 Funded
Investment Park Disc Golf potential irrigation.To be completed in FY
Course Trees& 22/23.
Irrigation
Infrastructure Infrastructure • Phase 1:Assess the current conditions FY 2023-24 Partially
Investment Report Card of the City's infrastructure and deliver funded
the information to our residents in an
easily accessible format of a school
report card.
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Attachment B—Input from Department Heads and Gap Analysis Baker Tilly
Plan or Year Expected Funding
Goal Project Name Short Description to Complete Status
• Phase 2: Develop an implementation
and financial strategy to deliver the
recommendations outlined in Phase 1
Infrastructure Lactation Room Support work life balance by identifying and FY 2023-24 Partially
Investment configuring a lactation room for City Funded
employees
Infrastructure Learning Explore new learning management systems FY 2023-24 Unfunded
Investment Management to offer a more comprehensive and
Systems innovative training program
• Develop marketing materials
encompassing our City branding
framework and work towards re-
branding our name in HR
• Comprehensive review of current
list of training programs to address
ever-changing,current needs of
employees;incorporate the City's
public service excellence into
employee selection process as well
as onboarding program
Infrastructure Major upgrade of Upgrade of the enterprise water and utility FY 2023-24 Funded
Investment CIS system billing system.
Infrastructure Migration of CCTV Improve citywide cybersecurity by migrating FY 2023-24 Funded
Investment and Install CCTV cameras to newer archivers, network
Additional Cameras segmentation work to increase Cyber
Security,and installing council-approved
additional cameras per year and system
expansion.
Infrastructure Migrating Multi- Microsoft(MS)Al capabilities by migrating FY 2023-24 Funded
Investment Factor from Okta to MS MFA.This will keep our
Authentication capabilities more advanced and better
(MFA)from Okta to integrated with our existing Microsoft
Microsoft systems,while achieving the goal of
improved cybersecurity.
Infrastructure New City Website • Redesign and restructure the City's FY 2023-24 Funded
Investment website with updated info,more
navigable site maps(from the lens of
the customer), user friendly interface
(from the lens of staff),and City
branding/design.
• Website will include new policies
guiding the future management and
content of the website.
Infrastructure Oil Production • Hired a consultant to evaluate and FY 2023-24 Partially
Investment Abandonment assist with the RFP development and funded
implementation.
• Have developed a three-phase for
abandonment.
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Attachment B—Input from Department Heads and Gap Analysis Baker Tilly
Plan or Year Expected Funding
Goal Project Name Short Description to Complete Status
Infrastructure Playground and • Seely Park—Playground equipment last FY 2023-24 Funded
Investment Recreational installed in 2008.The units are in
Amenity significant disrepair and beyond
Improvements retrofitting of parts to address the
current condition. Complete
replacement is needed.(FY23-24,
Funded)
• Softball Fields—Year 2 includes Greer
and Worthy Park softball fields.
Improvements to include turf
replacement,field leveling,and
irrigation improvements.(FY23-24,
partially funded)
• Trinidad Park Playground—Playground
equipment last installed in 2008.The
units are in significant disrepair and
beyond retrofitting of parts to address
the current condition. Complete
replacement along with ADA surfacing
is needed.(FY23-24, Funded)
Infrastructure Replace and rotate Replace the Citys main firewall appliances FY 2023-24 Partially
Investment major firewalls and and rotate down existing firewalls to retire funded
network older and unsupported firewalls. Upgrade
equipment network backbone equipment to newer,
faster,and more secure hardware.
Infrastructure Replace Office Roll out citywide replacement of Office FY 2023-24 Funded
Investment suite of products 2016 to Office365 including use of Teams
with Office365 and SharePoint to improve communication
and collaboration across departments.
Infrastructure Sand Coordinate with local beach cities in the FY 2023-24 Funded
Investment Replenishment region,as well as the State and federal
Project governments,to implement a long overdue
project to replenish sand along our coast
Infrastructure Schroeder Park Improvements to pedestrian sidewalk, FY 2023-24 Funded
Investment Phase II rubberized surfacing,irrigation, picnic
benches.
Infrastructure State Beach MOU Execute a MOU with California State Beach FY 2023-24 Unfunded
Investment for the beach from the Pier north to
Seapoint
Infrastructure Solar App Implement the instant solar permits FY 2023-24 Funded
Investment process.
Infrastructure Utility Customer Develop customer portal for real-time FY 2023-24 Funded
Investment Portal monitoring of water usage utilizing
advanced wireless water meters. Includes
bill payment gateway, notification,and
service request application.
Infrastructure Central Library • ADA lower-level Restrooms Various,see the Various,see
Investment Improvements improvements to further City's description the
(Various) compliance with the Americans with description
Disabilities Act.(FY23-24,funded)
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Attachment B—Input from Department Heads and Gap Analysis Baker Tilly
Plan or Year Expected Funding
Goal Project Name Short Description to Complete Status
• New HVAC and electrical
Improvements needed. Pursuing grant
funding(FY24-25,unfunded)
• The Children's Wing needs to be
reconfigured,renovated,&
modernized. It is outdated by current
library standards and lacks flexible
seating for families to read together,as
well as shelving modifications.This is a
multi-year project,with Year 1
including funding for conceptual
design. (FY25-26,partially funded)
• Library Fountains were closed in 2015.
Based on community input,the
fountains will be redesigned.(FY24-25,
partially funded)
Infrastructure Park • LeBard Park-Phase 2 of a park Various Various
Investment Reconfigurations improvement project to include
refurbishment of tennis courts,
irrigation upgrades,demolition of a
clubhouse to be replaced by open
space and two picnic benches. (FY23-
24,funded)
• Marina Park-Improvements are
needed, based on a community input
process,to meet current and future
recreational needs of the community.
(FY26-27,partially funded)
• Carr Park-Improvements are needed,
based on a community input process,
in addition to preparation of plans,
specifications and construction
documents for needed improvements
that include addressing ADA
compliance needs,fishing pond
infrastructure and new themed
playground equipment.(FY26-27,
partially funded)
• Edison Park-Improvements are
needed to address land settlement
issues impacting park amenities and to
meet current recreational needs of the
community. (Completion year unsure;
partially funded)
Infrastructure Banning Branch Year one of a multi-year project to evaluate, FY 2024-25 Partially
Investment Library Master Plan with community input,options for a new funded
12,000 sq.ft.branch library,parking,and a
small park on the existing site.The current
facility includes a 2,400 sq.ft.library,park,
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Attachment B—Input from Department Heads and Gap Analysis Baker Tilly
Plan or Year Expected Funding
Goal Project Name Short Description to Complete Status
playground and surface parking with 63
spaces.
Infrastructure Centralized Research,obtain and successfully FY 2024-25 Unfunded
Investment contract implement contract management software
management by to have a centralized database of all
obtaining and contracts, Certificates of Insurance,and
implementing other documentation to promote efficiency
software and in the procurement process and contract
training oversight.
Infrastructure Human Resource Explore a fully integrated human resources, FY 2024-25 Unfunded
Investment Information payroll,and finance system to ensure
System information across all three areas are the
same and updated.
Infrastructure One Stop Shop Consolidating Finance, Fire,Community FY 2024-25 Unfunded
Investment Development, Public Works,and
Community Services to the first floor for
optimal public access and creating a"One
Stop Shop"concept to consolidate and
streamline development and frequently
used services in one location to streamline
our services.
Infrastructure PCH Enhanced landscape and trees,traffic FY 2024-25 Unsure
Investment Relinquishment calming measures,additional bike paths,
Improvements and off-street parking.
Infrastructure Update Municipal Update the City's municipal billing customer FY 2024-25 Partially
Investment Billing Customer portal to a more customer-friendly,easy-to- funded
Portal use format that would include
enhancements such as usage report alerts,
service announcements,and service
appointment requests.
Infrastructure World Class Beach Project includes renovation and expansion FY 2024-25 Partially
Investment and Pier Restrooms of 15 existing restrooms along the beach to funded
and Facilities enhance visitor experience and tourism.
Majority of these facilities were constructed
in the 1950s and need rehab.
Infrastructure Main Street Library Grant being pursued for electrical upgrades FY 2025-26 Unfunded
Investment HVAC and HVAC addition.
Infrastructure Oak View Library The complete project includes the FY 2027-28 Partially
Investment and Community demolition and reconstruction of the Family Funded
Center Resources Center,rehabilitation of the gym,
path&lighting improvements, as well as
expansion of the Oak View Branch Library.
The current year amount is for community
input,conceptual design,as well as plans
and specs.
High Performing Organization
High Community • Employ advanced analytics to assist in FY 2023-24 Funded
Performing Centered Metric making predictive and prescriptive
Organization Driven Operational decisions that are focused on the
Decision Making
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Attachment B—Input from Department Heads and Gap Analysis Baker Tilly
Plan or Year Expected Funding
Goal Project Name Short Description to Complete Status
outcomes to provide an efficient and
effective service delivery model
• Cultivate a data-driven culture that
utilizes identified metrics to modify
strategies,deployment models and
programs
High Comprehensive Update the City's certified LCP—focus on FY 2023-24 Funded
Performing Local Coastal Plan Coastal Act changes and Commission
Organization (LCP) Update policies prioritized since last comprehensive
update in 2001;get through City Council
adoption and submit to the Coastal
Commission;grant funded,currently
reapplying for additional grant funding to
complete project
High Employee • Established department engagement FY 2023-24 Funded
Performing Engagement teams centered on cultural and
Organization operational challenges to encourage
employee involvement,ownership and
development
• Provide training and infrastructure for
TEAMS and Office 365 to all employees
• Develop and implement Department
wide Share Point site for increased
communication
High Fill Executive • HR Director recruitment is under way. FY 2023-24 Funded
Performing Leadership Team Fill vacancies in Public Works,
Organization Vacancies(5) Community and Library Services,
Information Services, and Finance to
ensure these departments have strong
leaders in place to drive Council
policies forward.
• Identify other Executive Leadership
Team positions that may be needed to
implement other goals in the future
(i.e. one-stop-shop)
High Public Service Implement process improvements through FY 2023-24 Partially
Performing Excellence the lens of the customer: Funded
Organization Initiative 1. Implement 12-month workplans and
recommendations based on
NorthStar's customer service
assessment.
2. Conduct an independent,statistically
valid Quality of Life Community Survey
biennially thereafter. Results will be
presented to City Council and on a
designated webpage that is publicly
accessible.
3. Create a mechanism to solicit and
evaluate the City's level of customer
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Plan or Year Expected Funding
Goal Project Name Short Description to Complete Status
services/customer satisfaction such as
the"Happy or Not"tool and others.
4. Incorporate a culture of customer
service excellence into the Employee
Onboarding program(recruitment,
selection process,onboarding training,
etc.)
High Restructure the 1. Comprehensive review and FY 2023-24 Funded
Performing City's Boards, restructuring of the existing system of
Organization Commissions,and the City's Boards,Commissions and
Committees(BCC) Committees(BCCs)
Structure 2. Update all governing documents(e.g.,
ordinances,resolutions, bylaws,etc.)
following restructuring
3. Continue providing consistent
onboarding and ongoing training to all
BCCs and staff liaisons.
High Update City 1. City's Administrative Regulations FY 2023-24 Funded
Performing Policies and 2. Management systems
Organization Procedures 3. Procurement policies and purchasing
procedures(also a Finance Department
priority)
4. Council Manual(e.g.,rules of order and
procedure)
5. BCC Manual to reflect upcoming
restructuring efforts
High Zoning Code Complete annual Zoning Code Maintenance FY 2023-24 Funded
Performing Update project—remove obsolete uses and
Organization references;clean up unclear code sections
and streamline processes;modernize use
classifications; provide consistency with
State law,clean up Zoning Map/General
Plan inconsistencies
Public Safety
Public Safety Administrative Implement Lexipol policy management FY 2023-24 Funded
Policy Update system to replace, update,or remove
existing Fire Department policies and
procedures
Public Safety Community Risk • Lead a community wide FY 2023-24 Unfunded
Reduction(CRR) comprehensive risk reduction strategy
and culture to minimize incidents and
optimize emergency response
• Realignment of inspection assignments
and frequencies to improve
departmental efficiencies and
customer service
• Implement Intern program
• Cultivate a business centered customer
service culture fostered on
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Strategic Planning Briefing Book
Attachment B—Input from Department Heads and Gap Analysis Baker Tilly
Plan or Year Expected Funding
Goal Project Name Short Description to Complete Status
communication,consistency and
transparency
• Implement an emergency pre-plan
program
Public Safety EMS Response and Conduct a pilot staffing program centered FY 2023-24 Partially
Administration on increased call volume,special event funded
management and integrated health care
predicated on response data and analytics
Public Safety Recruitment to • Reduce reliance on external FY 2023-24 Partially
Retirement recruitment to focus on internal funded
Program pathways from Fire Explorers,
Ambulance Operators and Lifeguards
• Complete employee succession
pathway plan in all divisions
• Establish hybrid Marine Safety/
Ambulance Operator job classification
• Fire Explorer,Ambulance Operator and
Lifeguard integration,academy/
Paramedic sponsorships and career
planning
• Establish promotional pathway task
books for all positions
• Junior lifeguard community services
internship Program
Infrastructure Self-Contained Facilitate purchase,training and FY 2023-24 Funded
Investment Breathing implementation of new self-contained
Apparatus(SCBA) breathing apparatus
replacement
Public Safety Special Operations • Achieved Type 1 Office of Emergency FY 2023-24 Partially
Enhancement Plan Services(OES)certification for US&R, funded
Hazardous Materials and Mass
Decontamination Unit,Swift Water and
Dive Team Typing to be completed
• Increase paramedic certifications
within teams
• Establish equipment depreciation and
replacement schedules for special
operations programs
• Expand and coordinate special
operations regional response
Public Safety Deploy Guardian A command and control software tracking
RFID jail inmates,guard tours,and activity logging
management for the City's jail.
system for PD
Public Safety Deploy Paragrine An integrated software to combine data to FY 2023-24 Unsure
project for PD accelerate and help detective work
Public Safety Dispatch Center Work with PD to relocate the dispatch FY 2023-24 Unsure
Remodel center so that current dispatch center can
Relocation be remodeled
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Plan or Year Expected Funding
Goal Project Name Short Description to Complete Status
Public Safety First Due Software • Continue integration in response FY 2023-24 Funded
software department wide
• Response mapping program, pre-plan,
assets and inventory management and
incident notifications
Public Safety Fleet Replacement Manage the build,outfit and delivery FY 2023-24 Funded
Program schedules for
• 5 Ambulances
• 2 Fire Engines
• 1 Fire Truck
• 10 Staff Vehicles
• 20 Marine Safety Trucks
• 2 Rescue Boats
Public Safety K9/PD Training Build new training center for PD and K9 at FY 2023-24 Partially
Center Facility the heliport funded
Public Safety Police Department Redesign and update the PD FY 2023-24 Funded
Communications Communications Bureau and portions of the
Center Remodel PD lower level,which include Watch
Commander office, report writing, Real
Time Crime Center(RTCC),and 911 Center
Public Safety Police Department The project is currently in the construction FY 2023-24 Funded
Traffic Unit phase and should be complete in June 23.
Remodel
Public Safety PD CAD/RMS Work with PD to replace the existing PD FY 2024-25 Funded
system dispatch(CAD)and record management
replacement system (RMS). This includes revamp of all
terminals in police vehicles(KDTs).
Public Safety Police Department Redesign and update the female locker FY 2024-25 Funded
Women's Locker room in the PD.
Room Remodel
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Future Plans and Projects
Below is a list of plans and projects that are not currently underway or approved but have the potential
for consideration in the strategic plan.
Table 2. Future Plans, Projects and/or Programs
Year
Desired New Plan, Proposed to Potential
Goal Project,or Program Description Start Funding Source
Fiscal Stability
Fiscal Stability Legislative • Develop and implement a legislative FY 2023-24 General Funds
Platform and Grant platform to focus the City's advocacy
Funding activities on Council-approved policy
goals
• Provide City with timely updates on
potential state and federal legislation
that may impact operations.
• Aggressively pursue grant funding
opportunities(i.e.,earmarks)in
collaboration with City departments
to achieve the City Council's Strategic
Goals.
Fiscal Stability Review General Review the City's General Fund reserve FY 2023-24 Funded
Fund Reserve levels and determine the appropriate level
Levels of funding using the GFOA Risk Analysis
Template and update the policy
accordingly
Fiscal Stability Timely and Fiscally • Ensure MOUs with the following FY 2023-25 General Funds
Sustainable Labor bargaining units are completed in a
Relations and timely manner: PMA, FMA, HBFA
Negotiations • Look toward future MOUs expiring in
2024 and 2025(HBMT, MEO,SCLEA,
MSMA)
Public Engagement
Public Business Loan Launch a Grow HB Loan Fund to provide FY 2023-24 Unsure
Engagement Program local businesses with alternative
affordable financing options for growth
and expansion in Huntington Beach.
Public Create a City data • Launch a public facing dashboard to FY 2023-24 General Funds
Engagement platform and present data on citywide programs
performance such as Navigation Center,Be Well,
dashboard Capital Improvement Projects,Public
Safety,etc.
• Goal is to promote transparency and
accountability.
• Consider additional staffing to gather,
manage and present data across all 12
departments.
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Year
Desired New Plan, Proposed to Potential
Goal Project,or Program Description Start Funding Source
Public Establish a PBID for Work with stakeholders to form a property FY 2023-24 Unfunded
Engagement Downtown based improvement district in the
downtown area _
Public Host Specific Work closely with Visit HB to host one or FY 2023-28 General Funds,
Engagement Olympic Events for more LA2028 Olympic events. Infrastructure
LA2028 Funds, and
other
Public Bookmobile The Library system does not currently FY 2024-25 Unfunded
Engagement operate a bookmobile.The opportunity to
do outreach,attend events, meet
customers where they are, and bring
books and other material to those that
cannot get to the library is a valuable
library experience. _
Public Execute or Renew Execute an agreement with existing FY 2024-25 Unfunded
Engagement MOUs with existing community organizations using City
community facilities for service delivery:
organizations using • HB Philharmonic(Boat Parade)
City facilities for • Tree Society
service delivery— • Secret Garden
HB Philharmonic • Dog Park
(Boat Parade) • Library Friends and Children's Friends
• Bocce Ball
• Special Olympics
• Premier Girls Fastpitch/HB Sports
Complex
• OCCGS
Housing and Homeless
Housing and Consolidated Site Continue to explore options for converting FY 2023-27 State and
Homeless for Supportive the existing homeless Navigation Center County funds,
Housing and site into one that also includes supportive General Funds,
Homeless housing and potentially other supportive Infrastructure
Navigation Center services. Present options to the City Funds,and
Council for consideration,with developer other
Jamboree who has been selected to
potentially develop the site.
Infrastructure Investment
Infrastructure Create cyber • Create policies and procedures FY 2023-24 Unfunded
Investment security framework around cyber security risk mitigation
and response.
• Prepare a cybersecurity master plan
and response plan to prepare for
future investments in securing the
City's data and operational
capabilities both day to day and in the
event of an emergency or incident.
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Year
Desired New Plan, Proposed to Potential
Goal Project,or Program Description Start Funding Source
Infrastructure Digitize Personnel Move the Human Resources department FY 2023-24 Unfunded
Investment Files from paper-based files to electronic files
utilizing technology.
Infrastructure Downtown Specific Amend specific plan streetscapes along FY 2023-24 Unfunded
Investment Plan Update Main Street;connectivity plan between
Main St.and Pacific City;outdoor
dining/parklets/plaza design;review and
possibly amend parking standards;review
and possibly amend visitor serving
commercial uses
Infrastructure Equipment Prepare a long-term citywide equipment FY 2023-24 Unfunded
Investment Replacement Plan replacement plan to prepare for the City's
equipment needs.
Infrastructure HR Facility • Reconfigure the HR Reception FY 2023-24 Unfunded
Investment Improvements to Window to be more customer
Provide Customer- friendly.
Friendly Service • Refresh/renovate the loading dock
hallway to be more accessible and
approachable by employees and
visitors to the Lower Level.
• Present a professional environment.
Infrastructure Alternative project Identify different ways to improve City FY 2023-27 Unfunded
Investment delivery methods, facilities and infrastructure that are both
such as P3,for effective and cost efficient.
replacement,and
rehab of civic
facilities,and
infrastructure
Infrastructure Future of Discuss options for the future of FY 2023-27 Infrastructure
Investment Downtown Downtown(i.e., Main Street, PCH Funds,General
relinquishment&redevelopment,and/or Funds
Downtown Connectivity to other parts of
the City.
Infrastructure Evaluate a suitable Research and plan a replacement for both FY 2024-25 Unfunded
Investment replacement to the system and support of the existing
Access Control legacy access control system.
System
Infrastructure Mobility Initiatives Continue efforts to incorporate mobility FY 2024-25 Unfunded
Investment improvements into planned projects or to
undertake separate projects to enhance
facilities for alternative modes of
transportation(e.g. bicycling,
pedestrians). Example projects
include: Widening of the beach path to
provide separated bicycle and pedestrian
facilities(next potential project—10th
Street to 6th Street segment);Bike lane
enhancements, Bike facility enhancements
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Year
Desired New Plan, Proposed to Potential
Goal Project,or Program Description Start Funding Source
on Garfield—Goldenwest to Seapoint;
Additional pedestrian crosswalk
enhancements(school zones, arterial
crossings,etc.).
Infrastructure Enhanced Maker The Maker Space at Central Library, FY 2024-25 Unfunded
Investment Space started by a state grant in 2020,has
already outgrown its space.The room is
heavily used with equipment to allow the
community to tinker,create, and learn.
Infrastructure Greer&Worthy Phase II of field refurbishment FY 2024-25 Unfunded
Investment Softball Field
Refurbishment
Infrastructure Research and To better position the City to respond FY 2024-25 Unfunded
Investment propose Managed quickly if a cyber security attack is
Detection and successful.
Response partner
Infrastructure Playground Update the Council approved 2019 FY 2024-25 Unfunded
Investment Updates—Focus on playground replacement list and continue
Adaptable/ to repair 2-3 playgrounds per year.
Inclusive
Infrastructure Water&Power • Huntington Central Park Sports FY 2024-26 Unfunded
Investment (Removable Light Complex LED Retrofit.Year three of a
Poles) five-year plan to replace existing
Infrastructure lighting at HCP Sports Complex with
new LED fixtures.
• Beach Parking Lots-Improvements to
beach parking lot to accommodate
infrastructure needs for signature
special events
• LED Retrofit lighting systems at Sports
Fields(Lamb, Edison, Murdy,Worthy
and Greer). Systems are approaching
lifespan. Upgrades to LED will provide
more efficient lighting control and
energy/cost savings.
• Art Center Lights and Electrical
Upgrades. Equipment failure is
imminent.
Infrastructure ADA Transition Implement capital projects citywide FY 2025-26 Unfunded
Investment Plan identified as part of the ADA transition
Implementation plan.
Infrastructure Facilities Condition There is a need to conduct an assessment FY 2025-26 Unfunded
Investment Assessment of all city facilities due to aging
infrastructure.
Infrastructure Fleet Capital Implement a fleet capital replacement plan FY 2025-26 Unfunded
Investment Replacement Plan electrical or non-EV due to aging fleet and
rising cost of replacement/repairs.
32
Strategic Planning Briefing Book
Attachment B—Input from Department Heads and Gap Analysis Baker Tilly
Year
Desired New Plan, Proposed to Potential
Goal Project,or Program Description Start Funding Source
Infrastructure Greer Park Storm Upsize Regional Storage, Upsize Conduit, FY 2025-26 Unfunded
Investment Drain&Park Upsize Inlet,Add Distributed Storage,
Improvements make park improvements as part of
project
Infrastructure Helen Murphy Demolition of approx. 1200 sq ft. branch FY 2025-26 Unfunded
Investment Branch Rebuild library to a 12,000 sq ft. branch,including
community input.
Infrastructure Pier Plaza Opened in June of 1998, Pier Plaza is an FY 2025-26 Unfunded
Investment Improvements outdoor amphitheater with a grassy knoll
and cement steps with seating that faces
the Pacific Ocean.The open space
welcomes public gatherings and free
concerts.The project will include access
improvements,security,and remodel of
the plaza.
Infrastructure Thomas Ridley The Bandstand is in need of a semi- FY 2025-26 Unfunded
Investment Bandstand/Amphit permanent shade structure to
heater accommodate the City supported Summer
Improvements Concert Series and other events.The
amphitheater is no longer programable
due to its deteriorated condition.
Infrastructure ADA for all Community Centers,clubhouse facilities, FY 2026-27 Unfunded
Investment Facilities libraries and other buildings and amenities
are not meeting current ADA standards.
Infrastructure Beach Parking Lots Parking lots are aged with alligatoring FY 2026-27 Unfunded
Investment asphalt and diminished stall
markings.Scope will include new
pavement with striping and upgraded
lighting.
Infrastructure Bluff Top Park Project includes renovations to the Bluff FY 2026-27 Unfunded
Investment Improvements Top Park area,including the replacement
of turf,enhanced landscaping, new trees
at public access nodes. Bluff Top Park was
constructed in the mid-1990s. Renovations
are needed to address improvements
affected by the marine environment and
to improve access and safety.
Infrastructure Bluff Top Sewer Project will connect two restroom facilities FY 2026-27 Partially funded
Investment Connection Project on the bluff top to the city's main sewer
line thereby allowing more capacity and
increased restroom stalls.
Infrastructure Clubhouse Opportunity to expand clubhouse offerings FY 2026-28 Unfunded
Investment Renovations at if the building is renovated and brought up
Lake View and to ADA compliance
Terry Park
Infrastructure Beachfront The beach concession stands and FY 2027-28 Unfunded
Investment Masterplan restrooms are outdated.The concession
(Concessions, buildings need revisioning to compete with
Boardwalk)
33
Strategic Planning Briefing Book
Attachment B—Input from Department Heads and Gap Analysis Baker Tilly
Year
Desired New Plan, Proposed to Potential
Goal Project,or Program Description Start Funding Source
the State Beach and other neighboring
beachside community concessionaires.
Infrastructure Central Park New and/or updated amenities are FY 2027-28 Unfunded
Investment Masterplan needed in Central Park to meet the
growing needs of the community. New
restrooms and concession buildings are
needed. Underutilized areas such as the
old gun range, Lake Ranch and the Marion
Lot need evaluating for future
programable use. Expansion of the
Equestrian Center also needs evaluating.
Infrastructure Huntington Bluff The project will stabilize two localized FY 2027-28 Unfunded
Investment Stabilization areas along the bluffs which continue to
erode and will jeopardize existing
pathways and parking lots.
Infrastructure Huntington Central Opportunity to reinvigorate an outdoor FY 2027-28 Unfunded
Investment Park—Wooden amenity for private rentals and revenue
Amphitheater generation
Infrastructure Turf Installation at Ball Fields, Newland Barn,Sports Complex, FY 2027-28 Unfunded
Investment Select Facility for Practice Fields at Worthy and Murdy
Significant Water
Savings and Top
Quality Conditions
for Users
Infrastructure Huntington Project includes repair of city-owned Unsure Unfunded
Investment Harbour Bulkhead bulkheads within Huntington
Improvements Harbour.Scope will repair cracks,spalling,
guardrails, and portions of the concrete
cap and wall. Improvements are needed
to maintain integrity and prevent further
deterioration of bulkhead structures.
Infrastructure Junior Lifeguard Rehab is necessary to restore facility due Unsure Unfunded
Investment HQ Upgrades to deterioration from marine environment,
age,and use. The project includes replace,
repair,and restore building exterior
components and finishes such as railings,
roof drains,downspouts,stucco,paint and
roof.
Infrastructure Investments in • Main Promenade Parking Structure- Various Various
Investment Parking to Improve Repair critical parking structure facility
Visitor Experience components that have deteriorated or
and Enhance been damaged due to the heavy
Tourism and Access vehicle/pedestrian usage,abuse,and
to City Facilities exposure to the marine environment.
(FY25-26, Unfunded
• Warner Parking Lot resurfacing and
redesign to maximize parking stalls
(FY24-25)
34
Strategic Planning Briefing Book
Attachment B—Input from Department Heads and Gap Analysis Baker Tilly
Year
Desired New Plan, Proposed to Potential
Goal Project,or Program Description Start Funding Source
• Murdy Park Parking Lot resurfacing
and redesign to maximize stalls(FY26-
27)
• Beach Parking Lot Kiosk Full
Replacement(FY26-27)
• Sports Complex Parking Lot Surface&
ADA Improvements to Pay Stations
(FY26-27)
High Performing Organization
High Health and • Adopt and support wellness and FY 2023-24 Unfunded
Performing Wellness fitness best practices throughout
Organization entire organization and incorporate
philosophy in every aspect of our
operations
• Develop and incorporate injury
prevention program to reduce worker
compensation claims
• Expansion of behavioral health
resources
• Implementation of cardiac and cancer
awareness reduction programs
• Develop pre-habilitation program to
promote career sustainability
High Improve IS Work with CMO, HR and PD to improve FY 2023-24 Unfunded
Performing recruitment for the and streamline the IS recruitment process
Organization most qualified
applicants
High One Stop Shop/ Implement physical one stop shop for all FY 2023-24 Unfunded
Performing next phase Accela customer facing city services;improve and
Organization implementation/ market the virtual one stop shop and
website update continue to fine tune ACA(Citizen Access);
integrate with fully revamped City website
High Update Design Establish objective design standards; FY 2023-24 partially funded
Performing Guidelines delete outdated design guidelines; utilize
Organization tool kit provided by the Orange County
Council of Government(OCCOG)
High Accreditation • Demonstrate that HBFD is meeting FY 2024-25 Unfunded
Performing best practices in key areas such as
Organization emergency response,Community Risk
Reduction and fiscal sustainability
• Completed Standards of Cover
• Completed Community Risk
Assessment
• Complete community-centered FD
Strategic Planning process
• Complete CPSE self-assessment
High Inspection Plan for anticipated industry-wide FY 2024-25 Unfunded
Performing Academy shortage of qualified experienced building
Organization inspectors by establishing a recruitment
35
Strategic Planning Briefing Book
Attachment B—Input from Department Heads and Gap Analysis Baker Tilly
Year
Desired New Plan, Proposed to Potential
Goal Project,or Program Description Start Funding Source
and training program(could include
partnerships with colleges and trade
schools;work with contract inspection
firms training programs; City internship
program)
High Citywide Adaptive Expose staff to Therapeutic Recreation FY 2024-25 Unfunded
Performing Programming certifications and incorporate more
Organization adaptive and inclusive programming into
service delivery.
High Resort and Tourism Create and staff a resort and tourism FY 2026-27 Unfunded
Performing Bureau bureau to police the Downtown area,
Organization beach, and hotels
High Improve service Enhance existing procedures, processes Unsure Unfunded
Performing requests and asset and metrics along with better systems to
Organization tracking provide an even better customer service
experience. Instill the mentality of
"technology partners.
Public Safety
Public Safety Enforce e-bike This will help alleviate some of the FY 2023-24 Funded
violations and public safety concerns of e-bike usage
provide safety in the City.
education to
citizens and riders
Public Safety Mobile Integrated Coordinate with local hospitals for funding FY 2024-25 Unfunded
Health and compendium programing and services
• Engage with Cal Optima to increase
emergency response and prevention
funding
• Conduct a feasibility study to establish
fee for medical facility utilizing HBFD
EMS to supplement business model
• Community centered pre-response
medical prevention and coordination
with local hospitals
• Develop emergency call reduction
strategies with local health care
partners
• Home care program after hospital stay
to reduce hospital re-admittance
Public Safety Real Time Crime Staff with personnel required to operate FY 2023-24 Unfunded
Center Personnel the RTCC
Public Safety Community Risk • Establish a full-time Fire Department FY 2024-25 Unfunded
Reduction community engagement coordinator
• Expand Junior Lifeguard Coordinators
to full-time
36
Strategic Planning Briefing Book
Attachment B—Input from Department Heads and Gap Analysis Baker Tilly
• Integration of interdepartmental
opioid prevention and community
• Utilize analytics to implement
targeted risk reduction campaigns
designed to reduce emergency
response
Public Safety Emergency Following the results from the pilot FY 2024-25 Unfunded
Response Staffing staffing program based on metrics,
develop and implement a four-year plan to
increase:
• Paramedic staffing:
o Additional six paramedics in FY
24/25
o Additional six paramedics in FY
25/26
o Additional six paramedics in FY
26/27
• Special event staffing plan/matrix
• 24-hour marine safety coverage
• Emergency management assistant
*Call volume has increased 92%over the
last 20 years with same FTE staffing
37
Strategic Planning Briefing Book
Attachment B—Input from Department Heads and Gap Analysis Baker Tilly
Department Goals and Strategies
Goals state the desired outcomes to be achieved over a period of years. They provide the
"why" about the specific actions the organization will take. Strategies are the means to achieve
multi-year goals. Generally, several strategies are established for each goal.
Below is a list of department and citywide goals and the potential strategies or actions for
achieving those goals.
Table 3. Input About Goals and Strategies
Goal Possible broad goals Possible Strategies for Achieving Goals
Fiscal Stability
Fiscal Stability Boost local economy through • Attract large scale events like LA2028, beach
investment in tourism and local concerts,and Pacific Air Show to boost tourism
businesses and investments in the community.
• Plan and build the"world's best beach
restrooms"and other beach amenities that are
ADA accessible.
• Expanded outreach and engagement with local
businesses.
• Create a future plan for Downtown
Fiscal Stability Continue to draw high-profile • Streamline the permit process
events • Update venue infrastructure to accommodate
large events
• Work with VHB and the hotels on a unified
marketing campaign to attract new events
Fiscal Stability Financial stability-continue to • Balanced Budget
provide fiscally responsible • Continue providing an Annual Financial Health
leadership and strategies to Indicator Report to City Council and the public
maintain a balanced budget and • Regularly conduct efficiency and cost-saving
strong fiscal outlook for future measures.Annually explore and import
years revenue-generating ideas
• Conduct timely labor negotiations and cost
projections and planning
• Review opportunities to increase department
efficiencies and/or increase revenue
• Continue providing timely budget updates to
City Council and the public to ensure that funds
are managed proactively
• Continue providing the Annual Financial Health
Indicators report to City Council and the public
Fiscal Stability Proper operations and • Provide structural operations and maintenance
maintenance budgets budgets as part of CIP project award/approval
• Unbudgeted service requests to be
accompanied with funding source,or deny;
implement AR
Fiscal Stability Revenue generation • Expansion of operational facilities for rentals
• Upgrades to existing facilities for marketability
• Expansion of programs and services
• Fee study with automatic CPI increases
38
Strategic Planning Briefing Book
Attachment B—Input from Department Heads and Gap Analysis Baker Tilly
Goal Possible broad goals Possible Strategies for Achieving Goals
• Review increasing tax revenues through
economic development programs
Public Engagement
Public Enhanced transparency and public • Sunshine Ordinance options to the City
Engagement trust Council,allowing the public more time to
review agenda items before meetings
• Centralized Records System and more efficient
CPRA processes
• Annual report and the State of the City to
inform the public about the City's progress on
a regular basis
• Data management platform with an open
dashboard.
• Community Engagement Toolkit
Public Open,engaged,and responsive Offer a variety of programs for residents and other
Engagement Government stakeholders to learn about the City's services and
programs through interactive public meetings,
dashboards,and social media.
Housing and Homeless
Housing and Create affordable housing • Monitor available affordable housing
Homeless opportunities resources.
• Discuss opportunities to partner with
developers to create deeper or longer
affordability in new developments
• Discuss opportunities to partner with
nonprofits to develop new affordable projects.
• Enforce our inclusionary housing ordinance
and encourage developers to take advantage
of density bonus law or other programs to
create additional new affordable housing.
Infrastructure Investment
Infrastructure City beach master plan • Concession Improvements
Investment • Infrastructure Improvements
• Restroom Improvements
• Landscape Improvements
Infrastructure Eliminate out-of-support and risky • Create an AR regulating the continued use of
Investment software and hardware from the outdated and risky technology.
environment • Communicate with departments and CMO
outdated and risky technology and together
create a plan to replace.
• Provide valid alternative options.
Infrastructure Huntington Central Park Master • Continuation of postponed project
Investment Plan and Citywide Master Plan— • Include master plan improvements as part of
include approval of Measure C Measure C vote to build efficiencies into
improvements as part of Council process
approval
Infrastructure Infrastructure improvements • Facility Report Card results and prioritization
Investment • Grant acquisition
• Public-Private Partnerships
39
Strategic Planning Briefing Book
Attachment B—Input from Department Heads and Gap Analysis Baker Tilly
Goal Possible broad goals Possible Strategies for Achieving Goals
• Bond Measure and/or amendment to
Measure C
High Performing Organization
High Performing Achieve and develop a common • Analyze areas of risk within each department
Organization understanding of risk across • On identified, provide training to mitigate risk
multiple functions and • Evaluate department's understanding of
departments to manage risk cost- budget
effectively and on a Citywide basis
High Performing Be on the forefront of technology • Create an Administrative Regulation(AR)that
Organization projects throughout the City governs the process of selecting software and
hardware solutions by other departments
• Create regular IS focused meetings with
department representatives
• Continue delivering the trustworthy service
Information Services is known for in the city.
High Performing Continue to partner with hiring • Refine HR's recruitment and onboarding
Organization departments to ensure vacancies process to be seamless,efficient,and customer
are filled in a timely manner,with friendly
exceptional candidates • Develop marketing and recruitment materials
to communicate that the City is a great place to
work.
High Performing Create a city-wide disaster • Establish a cloud-based data center
Organization recovery and business continuity • Engage CMO and other departments to
plan that is tested regularly participate in the process.
• Create processes to enable data transitioning
and quick enablement of a DR site
• Regular testing of process
High Performing Develop and retain quality staff to Develop processes to retain quality staff,evaluate
Organization provide succession planning,high proper staffing levels to provide optimal customer
levels of customer service,and to service and reduce burnout.
retain institutional knowledge.
High Performing Efficient permit process • Data collection of existing Permit Center
Organization operation; review existing customer profile and
statistics; interview regular/frequent permit
applicants to identify areas of improvement
• Complete process mapping from lens of the
customer and identify processes(or points in
processes)that can be modified to improve
customer experience
• Survey cities and identify innovative programs
to implement in HB
• Update policies and procedures manual and
City standard plan
• Monitor process improvements and new
programs and evaluate how they are working;
permit process will continue to evolve
High Performing Employee retention and attraction • Quality of Life Employee Survey
Organization program • Establish employee/management committee
• Develop ideas and recommendations to CM
40
Strategic Planning Briefing Book
Attachment B—Input from Department Heads and Gap Analysis Baker Tilly
Goal Possible broad goals Possible Strategies for Achieving Goals
• Fleet maintenance apprenticeship Program
with Golden West College to establish training
and hiring practices with potential pool of
mechanics
High Performing Enhance and stay ahead of the • Hire or contract a chief information security
Organization curve on cyber security officer(CISO)
• Provide constant education on the latest
threats and protection methods in the industry
to all employees
• Keep documentations updated
• Funnel all technology related projects through
IS to ensure security best practices.
High Performing Ensure a quality built environment • Update the Zoning and Subdivision Ordinance
Organization and Design Guidelines
• Contract third party architectural/design firms
to peer review projects and provide
recommendations to improve project design
and quality
• Hire another(in-house)plan check engineer:
would be available in the Permit Center(or
One Stop Shop)to assist applicants with plan
check and code compliance inquiries
• Establish smaller inspection areas: reduces
drive time and inspectors are able to spend
more time at job sites;improves inspector
consistency throughout construction project
High Performing Establish and maintain a high • Updated Strategic Plan
Organization performing and effective public • Updated ARs, Management Systems,etc.
services • Strengthen internal communication.
High Performing Make annual human resources • Convert open enrollment to entirely self serve
Organization related services and processes • Revamp the City's intranet,Surfnet, so human
easy and accessible for employees resources materials and news are easily
accessible and navigable
• Develop a Share Point based FAQ page for staff
to communicate with one another and find the
tools they need
• Branded and consistent human resources
messaging to ensure staff have the information
they need to plan their future,retirement,
family planning,etc.
High Performing Staffing additions to improve • Addition of full-time employee positions
Organization service excellence and meet the • Expansion of Part-Time PERS positions to offset
demands of growing community full-time vacancies
• Programs/department needs assessment to
increase programs and services
High Performing Strengthened City leadership team • ELT/DLT annual retreats; build a Managers
Organization and structure for performance and Leadership Team
succession planning and strategic • Invest in a structured,consistent training
HB organizational growth to match program for all groups of employees to
priorities promote a growth mindset.
41
Strategic Planning Briefing Book
Attachment B—Input from Department Heads and Gap Analysis Baker Tilly
Goal Possible broad goals Possible Strategies for Achieving Goals
• Create interdepartmental working groups(i.e.
Analyst Group,Admin Group)to improve
collaboration and info sharing.
• Develop processes and tools to retain quality
staff; provide mentorships;fill vacancies to
limit burnout;acknowledge excellent
performance.
High Performing Train and motivate staff to provide • Revisit the orientation structure with each
Organization exceptional customer service department to address any agenda items that
can be added and look for opportunities to
incorporate customer service excellence into
the program
• Schedule a quarterly follow-up orientation with
each cohort of new employees to ensure they
are supported and to gather their feedback for
improvements
• Identify learning opportunities for staff and
provide a formalized internal cross-training
plan to provide professional growth and
learning that will improve our customer service
and strengthen staffs skills
• Create cohorts to provide support and
feedback;conduct regular surveys to identify
areas of growth and opportunity for the City
staff
Public Safety
Public Safety Complete Center for Public Safety • Complete self-assessment
Excellence(CPSE)accreditation • Develop department accreditation
process engagement team
• Complete community-centered strategic plan
• Develop plan for department wide continuous
quality improvement
Public Safety Lead citywide integrated • Complete Community Risk Analysis
community risk reduction culture • Compile baseline data and analyze trends
• Schedule community involvement meetings
• Develop public education classes and programs
Public Safety Future emergency response • Implement pilot staffing program and track
staffing results
• Complete staffing matrix for special events and
overlay against response model
• Collaborate community partners and labor
groups
Public Safety Establish mobile integrated health • Coordinate with local Hospitals
program • Develop emergency call reduction strategies
• Engage CalOptima to increase emergency
response and prevention funding
• Establish fees for health care facilities utilizing
HBFD resources to augment basic service
42
Strategic Planning Briefing Book
Attachment C-HB by the Numbers Baker Tilly
Attachment C — HB by the Numbers
1 0 „. .„ . .,,,,k,
, ,
. : .,,,, . .. , ....,
,„, .,,,... .''' s,,_ .
• City incorporated in 1909 -., "' w
-+ eA
• Full-service Charter City under a Council '';', v -
Manager form of government(used by --'°
97%of California cities)
• 1,500 full-and part-time City employees I .,; :'
operating 12 departments i ; ; I
• 35+ Boards,Commissions,Committees . x , '
led by residents or Council Members
• $509M Operating Budget proposed :'11: :'',:,l':,'1
r :' :::''''.—:' +t
forFY23-24 F
• We are On eHB-Committed to dui' 1','' , it k!
responsive and exceptional public '•"'•'r ' Tr `,~A R " ,
service for all. ' #
[ 13
• -200,000 residents
• 50,000 students in 50 high-performing public and
private elementary and high schools
• Home to Golden West College and near to UC
Irvine,CSU Long Beach,Chapman
• Over 10,000 businesses;7,200 hotel rooms ', . 4 ,
• 11 million beach visitors annually ; s i
• 26.8 sq. mi.land area that includes9.5 miles of iw
uninterrupted coastline
• Over 130specific and special events annually 1
43
Strategic Planning Briefing Book
Attachment C—HB by the Numbers Baker Tilly
. g. An Exceptional Place
1!{ 0‘ to Live, Work & Play
....,,,,olepcm, 0_,
--'.--- #1 Quality of City Services in the U.S-WalletHub
1110 2020
V3 #1 Best Beach in California—USA Today 2018
r I
I 1•.`g , #3 Best Cities to Live In—OC Register 20182022
I ' Li i .;� C .T.r,_3> z`n #p Best City to Live In for People withDisabilities—
' - « ° ', O WalletHub 2021
Happiest City in America—Wallet Hub 2022
— -- ".111Sustainable Government of the Year-Sustain
q" OC2016
.... HE] is Surf City USA® ...
and So Much More
• U.S.Open of Surfing • Surf City Nights
,tom ,or ,, • Surfer's Hall of Fame and • Great Day in the Stoke
, • - � _ .� Walk of Fame • Ice Skating on the Pier
fi • • HB International Surf • ISA World Surfing Games
Museum • SoCal Corgi Beach Day
• HB Art Museum
• OC Cherry Blossom
• AVP Pro Beach Volleyball Festival
""% • Fourth of July Parade and . Cars 'N Copters on the
Fireworks Coast
• Pacific Air Show • Oktoberfest
("11.ari
• Surf City Marathon • Concerts on the Beach ...
• Surf City Splash
44
Strategic Planning Briefing Book
Attachment C—HB by the Numbers Baker Tilly
P
9
Seal Beath National 6if
WitdfifeRefuge ■McFaddern ve950 NiMcFadden Ave
N. 9 Q Edinger Ave 9 .- 9 Edinger Ave
40,
),_, eh, 4 ""' / SANTA ANA
+ Qner Ave„ Warner Ave
go ♦♦ate ♦ 4
FE3 „
Fop�r a jjjf/
Og
°6 V ! Pits Ave
Builds and Maintains 9 Z 9
Garfield Ave
Top Notch Amenities for All 9 9 99 .4
9 9 9 Yorktown Ave
• 79 parks/facilities 9 9 9Ada9A�9 9
/
• 5 libraries 9 9
• 767 acres HUNTINGiS1NOEACF9 COSTA MESA
• 208 beach acres 9 'Y Q
• 190 playgrounds a
T99 9 vietO>i3st
,• 98 golf acres 9 H.n""en Ave
99
[ 0 Huntington Beach is a community with diverse
backgrounds and needs
• 77,143 households (2.56 average household size) Year ; Rio of HB Residents
65 and Older
• 45.2% with a Bachelor's Degree or higher
2013 14.9%
• 25.7% female-led households 2014 15.3%
• 22.4% speak another language at home 2015 15.6%
2016 16.1%
• 18.2% are seniors (65+years)
2017 16.8%
• 16.2% foreign-born persons
2018 16.9%
• 10% lives with a disability 2019 17.6%
• 7.8% lives below the poverty level 2020 18.2%
2021 18.2%
• 5.9% civilian veterans
45
Strategic Planning Briefing Book
Attachment C—HB by the Numbers Baker Tilly
11.3 Median home values and gross rents rose 35% and 36%
from 2013 to 2021, respectively.
Median Home Values Median Gross Rent
$1,000,000 $845,500$2,500 $2,123
$800,000 $2,000
$624,400 $1,559
$600,000 �J--^ ' $738,100 $1,500
$400,000 $519,600 $1,000
$200,000 $500
—Huntington Beach —Orange County —Huntington Beach
$- $-
2013 2014 2015 2016 2017 2018 2019 2020 2021 2013 2014 2015 2016 2017 2018 2019 2020 2021
I �
1
'FEMedian home values and gross rents rose 35% and 36%
from 2013 to 2021, respectively.
• Home values are among the I
Annual Percentage Change in Huntington Beach
highest in Orange County, Median Gross Rent and Median Home Values
indicating that the City remains a s a%
highly desirable place to live. 7%
6%
• High home values are part of the s% s% /s%
current housing affordability crisis, 4: "`
adding pressure on rents,which
affects younger and lower-income 3%
households disproportionately. r
—Median Gross Rent —Median Home Values
Ili,
t%
• 56%of HB households own their
2013 2014 2015 2016 2017 2018 2019 2020 2021
homes (44%rent).
46
Strategic Planning Briefing Book
Attachment C—HB by the Numbers Baker Tilly
The City has 10,694 businesses representing diverse
industries; employment growth is projected to increase
8.9% from 2016 to 2045
1 ;'i" `'` `""`' ' • According to the SCAG Regional Growth Forecast Report,the
„4 13.41 57o City'semployment growth isexpected to increase 8.9%from
01 t1,.,.;„,,;a> 2016 to 2045.
2 a. 1
I • This increase is higher thanin neighboring cities Newport
a:go4 1162 Beach,Costa Mesa and Fountain Valley.
_� E; 1,
3 • Work distribution of all employees is currently28%blue collar
Ca i,136 and 72%white collar.
4 • The top 4 industries (by number()lobs) in Huntington
Beach include Manufacturing, Retail, Health Care/Social
Services,and Accommodation/Foodservices.
Many corporate employers invest in HB, but HB small
businesses represent the majority of our businesses.
Number of Employees
Si in HB Businesses
I 1-4 Employees 70.55%
15 9 Employees 5.31%
•10-19 Employees '7.68%
20-49 Employees 3.76%
•S0 99 EmpbYees 1.85%
•100$Employees 0 85%
Major Corporate Employers Include:
The Boeing Company,Quicksilver,Cambro Manufacturing,Verizon,Hyatt,C&D
Aerospace,Huntington Hospital,Fisher&Paykel,Rainbow Environmental Services,
Home Depot,Huntington Valley Healthcare,Hilton,Cleveland Golf,Walmart
47
Strategic Planning Briefing Book
Attachment C—HB by the Numbers Baker Tilly
FBCity staff continually plans and prepares to meet the needs
of future generations
Sampling of City Efforts:
PLAN&BUILD • City Council Direction on Policy Development/Implementation
7.3%of FTE • Plan for Historic Levels of Capital Improvements ($85M in FY2223)
and Innovative Community Programs
• Provide Citywide Training, Leadership Development(ELT/DLT),
and Customer Service Excellence opportunities
• Biennial Quality of Life Community Survey
• Management Systems Review and Performance/Financial Audits
• Prepare Ordinances,Resolutions,Process Maps;update 100+
Administrative Regulations
• BCC and City Council Meeting Management
• Special Project Delivery—from the Navigation Center to New Website
• Secure Grant Funds to Pursue Projects and Programs
• Develop the Strategic Plan,Various Master Plans (i.e. Fire Stations,
Mobility,Sustainability),and Infrastructure Report Card
'FEStaff operates and maintains City services / infrastructure,
which are critical to sustain the City's excellent quality of life
Sampling of the City's Operations and Maintenance Efforts:
• 3.4 million square feet of landscape maintenance
• 41,360 calls for Police service
• 22,429 calls for Fire service;7,588 Marine Safety water rescues
• 18,000 business licenses in professional services (4,211),home
based (4,324),retail,wholesale/manufacturing,non -profits,etc.
• 12,000 public works service requests
• 11,139 building permits issued
• 4,500 code compliance cases OPERATE&MAINTAIN
• 3,182 CPRAs processed 92.7%of FTE
• 1,700 stormwater catch basins;8.4 miles of channels
• 657 Certificates of Occupancy
• 611 mi. water mains and 316 mi. residential streets maintained
48
Strategic Planning Briefing Book
Attachment C—HB by the Numbers Baker Tilly
I 0 Staff operates and maintains City services / infrastructure,
which are critical to sustain the City's excellent quality of life
Sampling of the City's Operations and Maintenance Efforts(continued):
• 900,000 library materials circulated
• 85,000 meals for seniors
• 80,000 copies of the SANDS Recreation Guide delivered to households
• 41,000 participants served through children's programs and events
• 38,000 recreational enrollments
• 6,754 passport applications
• 3,765 lights in parks,parking lots and streets
• 657 Certificates of Occupancy
• 79 parks maintained
FEThe City is making strideswith homelessness,
but it remains the highest priority for residents.
• City saw a 35%decrease in unsheltered homeless individuals between 2019 to
2022 following the opening of its Navigation Center in December 2020.
• The City is actively working to remove barriers to help individuals transition to housing:
• Increase outreach/referrals to shelter and maximize Navigation Center housing and supportiveservices
• Examine ways to redevelop the Navigation Center site to include supportive housing units
• Maintain consistent quality of life enforcement plans
• Continue providing supportive services to all residents, especially those who are homeless or
at risk of becoming homeless:
• Street Outreach via the City's Social Workers and Homeless Task Force
• Be Well Mobile Crisis Response Program and Tenant Based Rental Assistance
• Improve our community engagement and track data to audit our programs
49
Strategic Planning Briefing Book
Attachment C—HB by the Numbers Baker Tilly
Residents receive City information from a diverse range of
sources —from word of mouth to online platforms and more
Most Frequently Used Sources to Get Info on HB Programs,Events and Issues
0% 10% 20% 30% 40% 50% 60% 70% 80%
Word of Mouth
City Mailers '..
SANDS
Resident Facebook Groups
City Website
City/PD NextDoor
Local TV News
Water Bill Notices
OC Register
City's Facebook
City's Instagram,Twitter,Youtube '..
405 Fwy Billboard
local Radio
Less frequently used sources include City Council meetings(in person or online),bus shelter ads and street banners,Citys Meekly newsletter,Doily Pilot surfCityBreak.com,HBTV Channel 3
50
Strategic Planning Briefing Book
Attachment D-2022 Workplan Baker Tilly
Attachment D —2022 Workplan
2022 Strategic Plan Outcomes
54 Strategic Plan
Sample Accomplishments Objectives
• E-bike speed sign installation,targeted
enforcement,provided e-bike education to students 29 20
and a pilot e-bike registration program at Marina OComompeteds Objectives
Cplleted In Progress
High.
• Launch the Town Hall series in different neighborhoods
• Developed a program for concerts at the beach with LiveNation
• Pursuing efforts to host LA2028
• Developed a volunteer program for homeless services
• Historic investments in capital improvement projects ($85M in 2022-23)
2022 H-Item Outcomes
Sample Accomplishments 25 Approved H-Items
• Developed an updated Coyote Management Plan
• Established a memorial for Officer Vella 16 H-Items 9 H-Items
• Expanded TBRA to Mobile Home Park seniors Completed In Progress
• Provided an extensive report on homelessness and a
90-day plan
• Gathered additional feedback on efforts to redevelop Downtown;reopened Main St.to
vehicular traffic.
• Presented a report on crime statistics and enforcement activities.
51
•
Strategic Planning Briefing Book
Attachment D—2022 Workplan Baker Tilly
2022 ate Council strategic Plan Priorities and Objectives
prlsaM Cammu*Sy!remanent • •Nm•.assw Owner 'i End dote Ratan
g301t s °dkw Roan identified content to nil ate and cornpbMel en..the mN;web temple
1 lsdmalMElhepwYt wag. coo
:alira tie initial Amon
2 Creme a Otydn.pleelwm Ip.Mm.R.d.die.rd yd Oi.102e My9dewalk htemlwndN an bold(MO and Mail tide had Mda lame luNN1023 tore.
Improve mmmudrotlan meNemsmsutplzed by We axons Ways to dull and maintain ON promo,dale.
Ceneni
Oty a
R.pWend
or/IMmaMMw mne tlm mNeleepeN WN_..beyond wVY C a.(n.mminee meetings me a e ambkmand
_..im.p._emmll ry
vadmu tools
roamend
encpmpw...us outreach mediums outreach.
OW.wnrs.W notification Nat RI.. yO110 _.._,
mmpetad an Htla 311 systems admats WtlN MY1 prospective ...and the
.onatldatt r.mmN toad( Wed.W tle tar re.Moans wa 1
d with reser.on a CRMNO.platform.
I C.uelise rwrd.mmmgement and st..mWw PlAprec.aor Clerk W3021 MOM.hiM.mood>iwNeltebedrt•i work and wit be reWes•rylAEl a aManyr
Insane engagement 0M h orear.,truatwen end
d map.. CamDM1e.With cis addition NA of ac Wlabshla8NMoord to monism.
,[MOM able to Moor organize e PO
• Insane N
M.on ell My wages GO OIRtl0N end the OM. tatb awed with the table. _
7 Cad.ary#1.ndy.uaaF,programs end MhrWeaR. ONhw Implemented wanks programs Ind.dw Ir.affront Academy.Low bootee Senior
Resources Folks,dnidtett evnts,and Cawood*tiles efforts will continue to expand
TO lalaunch.nch the du imam ha at Dkrdyb Mod,A mll;dw prospe ydl 0Nkae.__.
tl omelets pdtlierhooddwtM s bum hell or s.. CIAO fy1@l throuphom vatiom neifdhmrooh.
9 Dewlaps daises sego se heel emwedM Allied CW 01-2011 The(mammary Conversation cedes amorandybudsed M 2022.
Mtor.ve....MN/constituent.rya{event .-- g..
OS byDesmwrp.Mm Pen.)per tarapa.anbu bolerymeneedslet.SaMsenre-
expaimce t Develop vaMlaer eeerdbm•en Herm CUP CM-2022 used by staff lie klv5enimrCenter)maybemme eflcYmbmoaan meda.LaRwAre-
bw the best lefward to me.b adfie°,Homeless Seam hind a solo..mordnaM
is remit and maam.volunteers.
IlerwmsM.erknq deMN prestos bon sere Me mime del Q$ @d® 1.enw Metlms Committee prepw ed a report and hwfad it In l®.
Emmine mmtmln Mare.reform*Dnam WO 6140n ENW*Wyaeeden And implementation or 141:19 completed on 3/21/22.
1 _ _
3 Dorn!.ethics polity reform options CIAO am1101 Oh.uo*.ssel.n and implementation ob1e MO completed N 3/21/23.
In nepm
pee
WO RXPUN TRACKING SHEET t Pup tint
52
Strategic Planning Briefing Book
Attachment D—2022 Workplan Baker Tilly
2022 Oty Council Sveteglc plan priorities and Objectives
j Edorlty Economic 0.udopment■Neusing a Key mllevones Owner Errol Ma. save
holm*th.OWE new aarmkxwpam.nt a wgy CD 043023 Son Y daSrOSgMM woMngmrecpnmgndatimt
C20d.,0 vrhherwatrNylagn Mpmsn.00 CD Q13033 Staff presented business community feedback on the dontown reMNaken Mfods,ind.
Downtown Rennin'outreach
bhldaeYladnaYllryary Mn top Qg3013 Eahtin mod bons cumpkred;daft is Min piedam.gulf conducting InurrW
--- engagement m depotmmn to radix N.doh nSmnme Mk
G.y/.p.a Mows lnkntout.end d.MYubn IanhwmrligwmMitHS toMtn2o2g to w;COO is ma working woe.a now
a.wardtlhlp IS Or 44*000414 dautlopmoattooI CD Q2Bg .aeDf ___..__•
Gonad.davekping a program to leaItot.music ammoalypr.prl41. maul entered into Eneteemem with LW Malan mhdltar.musk rant.au Madf Ya
Oeolop programs eon.et appertry, J.V venues dMwembr 2023
and dvprufyirµ our economic Gam D.aaup a Wen to attract millennids Nod GM126.10 O Q1-21323 110.addbond dSedmrm.dad.
FM.,amMM..ache.lost Hoy M.larennamGrw. ! O 0E3024 4110,261tlonel*edonre.Md.
a.M.w Ng.Sh of*Mein,Qtyfsod utakrrM. O CO-2025 'NA Editions!dh.dm needed.
Gonad.partnering with GWC endrJepky.doh.tlaNyr*Dw m 431326 'ESO.adAdmd direction twirled.
wdd.Ineeotmnt meditations M loll Sr pedantMwtmeno foal+ Taw O'Sml CanpkmN;«ppt pm+dado[oust isk y2 t2Mdn YnefinehtMMaeryg.ad
UM.Houma Carom CD i ca.= ftp4 lesion mU3/S.Rafe look{on 13/15.MYpfan ailed n END.
Mesa Oh.WMEN.f argnlMaty Incubator ammo m Q1Sm2 Td110,addgpW*mien'waded.
MMw.e Nu MOWepMMeg ra%Mig.O..MMMsms --_ CD ( O.2m2 iS.My Sesdon heylaM MI,grtl nerreq were bekytrahed.Citywide'Edina SMdyYm
utdde nous,Element and land use policies as an WedIMe MMWEE /O
./4123,C.atnda M Kto Smdmj
m economic development tool wd MMawr/OWN CDtreble'shed ule ,hawing p,Mr/OW ndu* gone. OISWS 10n .W pat oU hand Clement Update which Wed on NVTA
Dove. adnhp M aarnusrd.W.awat.f atl►m a, O 1
albt � S@2 Ion M1old.Wasterofthe awnngekmentUpdare wad,wedmMV23.
*Wye.min coda la%Mato ongoing mildew dladrlg aMa.Yg hood.
COmJID31/ OVUM oadom doing downtown repealed
Pursuepr rr and projects to Increase the local Otyh»µayoriMlamboreesehar housing developnae,Project Massimo,ndk oarplOM%.
housing t000N 6nWambld.eh.ppeaWdtlatolmneM gllgrd.Ygla.hMhM.IWr € O Woln top»gb mauerkxiryarennlcwnpka.
Con
wrongm vs
WORKMAN TRIaCKWG SHEET hatupm
53
Strategic Planning Briefing Book
Attachment D—2022 Workplan Baker Tilly
2022 City Council Strategic Plan Priorities and Objectives
on on co..infrastructure■Parks I I Key milestones Owner End Oats i S.a,.
3 ports codakm a study.totrh it Hirt vehicles sr.looking rlM a yiw.a dies AY
s Da.lAgb.1111..lntlyr••b hhhM200gnnod.bla OAO 430ll irouh Ow Su.nab-Nywse PI
Develop plan to address mass taullN coedsOMOgiothip IW C11.2324 barren*awskingtrlydn v]q%.ladle
33 Identify•leaser.Dien tor the end Islotl.el Main Street CO 422023 :Concept plans Waned;Courd Will prmiddpa6er dttttion.oceded.
Priant22 park®ammuniNdntm lmyromr.,
Puns.eke.MI*IA 2@3 oven P'W Ongoings1nrussions ore ni e conlin$nthiel ON d tt Gonna also adopted aresawn In support.e
3 Develop.otyWh MP Wara.adrlth.v.I..tnitm.d.. PW 062023dtry Moto isndsmgy[aMxsedapWrslrevnd aani..rgehd.p hgde.e
5dt,lorishine 1...AGES.
35 Exam,.the 000 3el annual..of Mime 03a Ay 13M302S COPreSented an update in September 2022.
Oevdne$MP040 mod d2MaawrlMW Plea CD OF2en (llod.•ragas+.0.e ard.,4s+0,,,ed3,yle3sel
3i Conduct.feasibility n.lyd.nPOirrh..lIesrd le..n..nd. fy, 4.2623 onl030mrking NM raltra.s to egh.e thv feadtigy.coo./bweNs
DwdOp muitumodalaM gal.tan.perhdon 6 .r1d d v.3 __..
I b el m b..h Path,ra M/t.p..d....PP Ibdat-NieN
�M«ausare Ormra 0trmehe of diablliry mesas. mCCml3/3N231 M mmendlti'ay.srseytR4
espech0ylathe Dols tlovenlnwn resmtdrtdctni and nba.W<v.opr nta g100 �tadsrw'N el Se MOlgfrry Plan warNwil include a-tie D�wremmmedadm.
Identify lose segments N.bls f.r aW Molt r.Y.aneS.M tl PW OL2.033 itren nce al.to Idem .e larmeetgnents for peed reduonons adopted no 3//23.
6
Update .Iei On.pacing or M whines statmSM.ba.m. PW 043002 lhmrah«du 400412te2yeriMp22.23.Intervals lam ebean negated to ta yews as
1 apart oncost saga.Maw.n Py231e
O./gobs cwM.M was%Ng M iraid.prom.,rhy.ed.Mrli
.Pry yi4di NdmtYMde.ww..eaanbhrasnaw.sura..nangrran.
rrrnir.Ores_
CnNeMMIMhIt3a...1.6aloMa+.nM.tEelMs M11W IW 013Nry Araw.C..paw.d In teryxi-23 004.c
..a.1..Me.i.Ju...phn.In.......re...0...la I5/PW T. 4'20x0 the Noam.d Group!stained.assessment stag led lnfey.large..Nis ism hold.Mar
dltecUmvws to e.t.a the OW teeming an SP.weigh is•maim owl gal IR.
0ndu.n IT seemly lank to wevnt.aMarb;mods...Hang IT ISM prepared opesuwrlN presentation Nth needs witch gal be pesnmd in Could
hhe.bum.. d0.lnh 'briefings is mm direction.
Nodes smart oN palnneawfiile prairie:MC
broadband/malt toll access tlrou;hnum t- low micro rmlisg polies...pied as part of PW stage plans to allow micro Wending.
bit.it.native to overhead vies.Pel GO opinion.Ire Her prohibits theaddition of trees
Updats wa.araund Pairy..act laapm lbroaebane..panamu Pw g3031 !Omlxwvies eaap..n«ronlnnded c.md3an inducing as noted in KOK 12E4 WO id
oi.6a.1311.the o0E4 eghld1N sates tha0de aaI nmber or....hed I((es mat not wren..
'O.n replacement is permitted soling as an xistingydre Is being replaced by anew one 6 Owwire SAbe mdh al the then e @tiing Vinson le same pole
P.r3cra
W ORKPIAN TRACKING SHEET us uvues m
54
Strategic Planning Briefing Book
Attachment D—2022 Workplan Baker Tilly
2022 City Council Strategic Plan priorities and Objectives
Priority,Homelessness&BMatural Sen.. 1 • Key mlbebrees t, Menet I leaf doe i Status n i
e Own.an lntpabd data Wem dell Mew for din Her ed.
Osvdop tmmelms response solutions to add the ) .deeng•that rAl facilitate teen are NA hoping abresre �� Ala blsCs�neeowiYlmaggalllotpe Irad dis data J led hmd veach
root causes alnomdeamess 4 .._UeWrawldntiMna _. .... _...._..._..pnlWdee YdeeKfM se mom le I I 1.....lis partnering Fthe protect Hoonekhr Nwltwn A tgf of BcmM wq«taard WI
IIep4Yorw poneegorMbrb$ea i OM 7K�a w0Yrae to identify oppreluninies in theftieer
l DevelopM cot provide l continuum ntnuum al cob, I O.q Qg.pa3 ,deento an Witt ore Staffd i MA bnb (subs Mei, d
Podaon Huntington BeaMtobearegbnoH leader n WdllrodpvdppaM addressing homelessness,mental health,Intl ogle, - 1 1 2 Hod .... epwap d,a11 Healing Centel.Wading AC .a eu N.
! WI h esYng Cen b td heslth and addlctin�__ -- _
related MUMS °ra QIO Qe-]O)3 See ebeoa.
! !P..°S^"_'.LJ..tn.m!a wWnm;reaFnnal n.mcMye I _. ..
m hoer
Comwda
Km Stance
2rlorlr,Fecal 5 use&AUDIO ty and Public Sake, ! Key IIleeeenee O/Ater Snidete I SM.
Mdnbb abdanted budget and r¢spomiblc YWnbN nepandWaepeeMry ol the annul*,ydwand aMbmed AnA 024022 LCnn lI oleted. 22 TO Budget is balanced with
funding of annual Pantos WEI..M'Mc
Adept Adept an ordinance to',rabbit the erleerH YerladrtN caSy0.
eanwertan
Provide Pub4c Safety blulon OeWHep•W Mee,pin Met RrtiMee.Me t.ly tlb bnrctlen Ur g0 0.2043 CnypldI1J.pW ,,,ued lylMO../...dneinpuceffofbmy d mtod.
.06.0.4 oalb rendatlw
P ker e Hong Pm loon Min n S•wt PO 1 M Ha Q4011 Part of the 1Co,IIo0m WwtdlnlbnreroeetuAs that haw bean Mwlnud.
WOKKPtAH TIUCIW0 SHEET uu occran a,
55
Strategic Planning Briefing Book
Attachment D—2022 Workplan Baker Tilly
2022 HJtems
Workpran
ADEAfT1FA 2a221-1NE/5 CC/Er IPER OfPlEAORPF STATUS1111r,!-- I1EYGELNERASL'CS CURRENT STATUS
1 2/1/2022 je nl FSIsu e41I1A'-err.*en0'>JH.m 0e41e[1,'. Coup. - Urea Salto ccllepaate OII/UO Hsam to noel a 80042N1-Event nob. ,
ports..21214.a S:GI0'o'+0na.era Ul Dolton era Cry 10 0500 Oa.M ulyent.41yn Mach 5,
H. uohl0..n wah:a arml 1.4.i 2022
7 2,151d122 te+s,;r.Taps; hrrreetrr Fun-Upr 9r.Or Hama W , .. 4 Updse One Bohn Owe Mne.a2on Fera0IN SOpmdlvum-00o.ted OAK e'YSORCOn/al Study Swam CC r.ssteJ2 rwieet other
to Cancel Wm a Sosdy 5esson upon comp1an a me upMe.coots,'eons.and realm to CC to a More ales OSSSee
3 2112222 t'tistnNa Vti✓Res'Jo-.,en Houton.]Hue., O/7.a.Can CMo1COS CuroM 1 Coed sl/I0oork Meca.a Cenkr and Commonly .Event nes NW on Api 2 from Selo
1M.:r,Homo',Honor 0or,rt Narmk pemas roman ono 4npwm.a bed,senior raamfar, Over 30 verd01S02 eectei renesetaNeseaaemd
Vgetlng mole none perk raids.sot M...ircare w,ors a
Me community.
4 11I2922 .Nv.eon Memanal.n Ha:or Nor-haa.vq/ Posey.Car FO/CMO (Once. 5 Askmal toawklwnaeway wow me CAS Nem.8oem-Memo.Ropoeam2ad a Mena Pak Neon 2/19,23..
en.,I24*bysecs
mamma!or Nicer N.B.vela s 00 neat m a e cr.i seowl.e.
de m avel Worm ORker Vab's lenlf re4.ag ma
Furthermore
memo.end seek t!err input mta gnb4 me
norms:to ensure ma rt a rename a a e.not not
comer..to hobo slay.
5 11I/2122 209:11x•',.'e a Bonn.Moser 00 -.-nrl20 5 The Coe.Mmregns.Pen uM0W should 014/02 de not -Gaya;Maemment Pnim)pa ores..co7Yi22
re r1.o'cvpt.Mena-s0emryn mde4n,e] bSorted to.loewng -MMma ldbvvp Sol new si1Mpe.commune'owesA.0020.2dledn
0� /0, ,0,rt,spins sear YJ wroth.,cman..
r-.ws a 1 A revew a one polices.respnees.monOpa co.,end
Homo&nocaua'ms resdens cm Met to sown;8es
rne0e41e/y ed}ess orery
es en dos prob open0 22.inood aMe/nmnncengg
oS0/ e mwR .
el our commonly sod our nesur.p.R.md
es staidmoua
on raa mcn sm aem pws <assluN demo
Copley.try ohs,Shot"Musts.]Woos
2 5'1//3122 I?rPma+C1rrcrcvvr AC-Ns to Ryon Namck.Fort. CMG 'Far.am., NA Wdndan0 on 8/I/[0'n byue4man4Woey
'.ram^sim�W
e 6,2112022 1',A Pure,;ooleir c room...SS Hare Nance,Mmr CC T.Tyer, 3 1.Roe ex behalf.omens mowing TERA Mdng10 -m prepaedga2nuaes.we0h were sppo.erne 9'8 CC meeM9
r0A0,0nr0 mare got My as ale W reoiwe.
2 FeAmo n0O18N to a ream
3 I]souw 0.n nMET loss.I Mere is away morn that
mutt loos Drop o aomams
4!here re moues for 9 sod Sorts Hou0p.Thee eye
as locking tor/lsol8.hWeng These is not many
sng mock wants
5 Advocate er Sate sod Fe:Wa IPW for more Ms..
noosing
.8 Awes Fannon Model
I.8.9 beck soma.s b Cm Card
g 8F2/2022 8.4,4 Job FWG?epnn F a.ser.ndm, emonkamok COO o-Ferro, NA ',snow up on remmmendeols made al ere RW0 rpm .Item presents.CC on 9'20 sodg0w.
Cl0 en.80(45)Cws N4edsel1Jarol kta,Op rem CAO on sN.uinp the appmed nenng.awt
2.Pase*smkp0ea ramto00.m apsymass no.to aepmyses Moat ,emsoMrg Gross Remo.
18 gb2022 Fs nor P-,n,nOn..8F...rt. Moss COO 1"rq..v 1 raewwaa�a .belt her ten preps. into sod a+G.CMG for
renangme stalls Council crosber.on son m 21n3 2R3.
1t 10W2022 rsvess.'ap af-81800I,I4,009ml'.roes Pores. CMO :a,T2ae 3 1 Isn431 ImapAl2n 4..41op eaa.r.cnnc.9lm I see Ow111bn the 2023 H-0an Tee
�.rnw PA, w.foa.inrdgaawta onoSop MOP IS dwebpnant
CO la peyote n//eOG OA.,developa pool.to
S.als ore-stop shop la Council an/delaon
2 Update the Coy Canal en me progress meh peals
bgnning Jape,2023
12 1Wl0/2022—sea sm.oh,4814y416a,re!EnnroLet EAsi.atm NYmltlt COO ^_nnlede NA 'fake Men.sloo epau.nelcart0wton ono Owe TWt1-2 Ageerd 0rso.srmerppme.on 3'21/23 SEAR es Halmgo,sal
1/'o'er txnrcs canon./en P,F to conducted...as tame me CC w0nn the pat year per 58 IrAringnpleneanm1.
Tak 2 Eyeless Calls or WSW And poll./cenpegmg
n"'ro` �1n�ywn et n .rd npemat
ro o outer
rtas forsuer moron ea*new,yea Int..es.
Oslo ores,err;see real:;pa)
65/2023
56
Strategic Planning Briefing Book
Attachment D—2022 Workplan Baker Tilly
2,22114el.
w.gl.6
13 1016/2012 - Marna 20 ,. 3 Tax 1[wow;0due vr2fl/0 writhe
mperneotaban d 293 WN be gun°2021
1e 11/112022 I a$w.v$1onm132393 Poe./ C140 ,s2ro 1,2 A,45Tak l Prepare an ndln9 schedule tais1.2 RPhes been cr000red older A.asuoin 022023.
Ted 2.woe RFO Ire a mne.Wn tots.Yea 1.0G
15 11,113322 ,+r'frO ie_nowatw:Pen r, Verreck 040 r. /„ 1 flt.Contra n WO to nerdy•consent 1e.1 Safe a oeekonp n RPO
Moser
IA 110112022 SCi••'s ler+m1.ay Hare12. CD Carpi. NA 4.41 bsceMyh8E/R;g rag..Ncd aware Tess Ina2.Geotlalad.Menhmn re one.trl aan Noonan won.
'near,are Cfy en re nonagon Prwere Aapa3nel. Tare;r nem nes memento CC Paw.nd;waved
Andr1.to tr.woo
Tait A.to a NOW u3OY.W,.rna/OP1230Ror
ny Cover eln or any gamin,/dwvmna Ina pawpaw
e..rate rd M no a 5A0lrec no th2.le 00 ea
an axe.rowed nen.awy 9on9Oral end
kw.*ny w.w sup*a read 40r.ne1,6.
12 11/15= 5.9.ai+r_n•;a.r&s/2etr.rZ Hemck CC 3 Took PehllmCt3Oare9.ad Coe A9Pnry.M6c.io
woe.arr 9p3 cage(HMSO Sere;1131 for ampn.ca
reel New too SNP.Carl 0ln3s end any der ruirgs rnl
land here end Dona...Inv owns.,2norg Ten
Awn01202 20233lna Y IN Mooning m,/Cnmrron an Coy CouCogann
01
14e2 ants nMto bh0arnk0011m nd Mere 2023n
.Neva of wx narrower.Or pricy end err...ry
reavn.ndpnaka man.;
18 11/29/2022 +1.P./wlrxM Ins Or'N"P 02111`aS Poe./ COO Conga. NA Tµ 1.Rew.therW Ma.or nor ankheeruleeor
Car80manna NW.a ON Setl3r Carr..kr
Orange Cary ern.egelertypa.ct 1 Pcp41n Sr,
InrWQ2 nn4Clw rand
19 12/210Ya2 .-Inman cut herr ll, 9abnd CA0 ?n14n NA To.1 Arced/FSC 2.07050 ter.ser.lo Mery or Ire. 11.Ordnnce No.4218 rtra1rvd on 1117.adtwed 2/1
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City of Huntington Beach
City Council Strategic Plan Workshop
June 8, 2023
Central Library 9:00 a.m. to 3:00 p.m.
Facilitators: Carol Jacobs, Steve Mermell, Don White, and Mary Locey ,,/ �NTINcrO>
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Opening Comments from CityManager Al Zelinka
7115.4 Consensus and direction from Council on our
future goals and priorities are needed due to
-- �- i limited resources
Dedicated and professional staff are
0 �0 committed to further the City Council s
000o priorities and achieve positive results for the
Al Zelinka community
City Manager
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City's financial outlook
Review accomplishments, and key strengths,
challenges and opportunities
Context for goal and priority setting
Goal and priority setting
Wrap up and next steps
CG bakertilly X artne sment ` 6 410
Today's Objectives
Cc)) Gain an understanding of the value of strategic
planning
d.
d. Establish goals for the next four years
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0 o Identify priorities to achieve the identified goals
Strengthen teamwork
CG bakertilly X aatnersment' 7
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each other's intent
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governance hat focused
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• City incorporated in 1909HE) ) 1.44e- • ,-*4:; .'-4%,
4�g . .- '.. .
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• Full-service Charter City under a Council- :'� : = ,:' ; t --
Manager form of government (used by 5- �`� ' .
97% of California cities) ' . , *�,� 4 'f:'`
• 1,500 full- and part-time City employees a , ii t:; ~,` ; '�
operating 12 departments f_ f g - . z ,,'
ift
f, aA '
• 35+ Boards, Commissions, Committees - -
led by residents or Council Members _ �1___=
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• $509M Operating Budget proposed _ == '�- _
for FY23-24 _ = ` - _ - _
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• We are OneHB - committed to , , Y
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responsive and exceptional public �" ` - —__.__ T" - l - mkt \
service for all. : a �► ,� . +► �.
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IHB _
• "200,000 residents
• 50,000 students in 50 high-performing public and
private elementary and high schools
• Home to Golden West College and near to UC
Irvine, CSU Long Beach, Chapman
• Over 10,000 businesses; 7,200 hotel rooms .---� -- „ R . 4.; ' ,l
• 11 million beach visitors annually _ . �f I - 4 ;
_ _ r.,_., tit
• 26.8 sq. mi. land area that includes 9.5 miles of - - s•
v
uninterrupted coastline
• Over 130 specific and special events annually __ -
__ ;-
- - _
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[ 1:3
-- An Exceptional Place
=•� .= ' • . '' to Live, Work & Play
ytr� Soh
: • pG t & -- e
a� _
r #1 Quality of City Services in the U.S. — WalletHub
- 2020
' `',;r 4 , f ' ; ,� _ kil #1 Best Beach in California — USA Today 2018
1j, ;f. 4 \
r 4x:
1 #3 Best Cities to Live In OC Register 2018-2022
'� �,Ir " E. 1 `
1;4 9 i, I 1 II G` �I -.
�` �' #;2,1 . hi...:U' I.i - Q Best City to Live In for People with Disabilities —
llgii i�il ICI_ �� �� �'. �� - ,1f #8
�; - �§I WalletHub 2021.. .A.-47-1--3
ti �; i _ ,r Ill 'HN'',,,, iik ' 1 ,..4i -: , #9 Happiest City in America — Wallet Hub 2022
0 Sustainable Government of the Year - Sustain
it 0 OC 2016
., is Surf City USA° ...
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and So Much More
FE
:
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• U.S. Open of Surfing • Surf City Nights
fr
f a ; ' baL w, • Surfer's Hall of Fame • Great Day in the Stoke
-*.. # j<5': ` '- ` and Walk of Fame • Ice Skating on the Pier
' • HB International Surf • ISA World Surfing Games
"-� = ` - ':h Museum • SoCal Corgi Beach Day
/ ' • HB Art Museum • OC Cherry Blossom
• AVP Pro Beach Volleyball Festival
r • Fourth of July Parade • Cars 'N Copters on the
il #141010 '� and Fireworks Coast
r,r ;;, . • ..
y • Pacific Air Show • Oktoberfest
• Surf City Marathon • Concerts on the Beach
c>.:7 0. _,
• Surf City Splash
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Top Notch Amenities for All
• `S� VP
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• 79 parks/facilities 9 ' 9 OAda9Ave9 9
• 5libraries J 0
9 HUNTING EACI9 COSTA MESA
• 767 acres
• 208 beach acres 9 9•
• 190 playgrounds 9
9 L
Victoria St
• 98 golf acres 9 Hamilton Ave
0 00
EnHuntington Beach is a community with diverse
backgrounds and needs
• 77,143 households (2.56 average household size) Year % of HB Residents
65 and Older
• 45.2% with a Bachelor's Degree or higher
2013 14.9%
• 22.4% speak another language at home 2014 15.3%
• 18.2% are seniors (65+ years) e 2015 15.6%
2016 16.1%
• 16.2% foreign-born persons
2017 16.8%
• 10% lives with a disability 2018 16.9%
• 7.8% lives below the poverty level 2019 17.6%
2020 18.2%
• 5.9% civilian veterans
2021 18.2%
EBMedian household income remains higher than the
County's, increasing 29% from 2013 to 2021
• Data suggests residents have access
Median Household Income
$120,000 to higher-paying jobs.
$104,728
$100,000 $88,079 • A higher median household income
$81,389 g
$80,000 $100,485 can also boost consumer spending
$81,851 and encourage local economic
$60,000 $75,422
growth.
$40,000
Huntington Beach Orange County • However, communities with higher
$20,00o median household incomes tend to
$ have a higher cost of living.
2013 2014 2015 2016 2017 2018 2019 2020 2021
HR Median home values and gross rents rose 35% and 36%
from 2013 to 2021, respectively.
Median Home Values Median Gross Rent
$1,000,000 $2,500
$845,500 $2,123
$800,000 $2,000
$624,400 $1,559
$600,000 $738,100 $1,500
$400,000 $519,600 $1,000
$200,000 $500
Huntington Beach Orange County —Huntington Beach
$- $-
2013 2014 2015 2016 2017 2018 2019 2020 2021 2013 2014 2015 2016 2017 2018 2019 2020 2021
21
FEThe City has 10,694 businesses representing diverse
industries; employment growth is projected to increase
8.9% from 2016 to 2045
1 Manufacturing • According to the SCAG Regional Growth Forecast Report, the
JD ism
13,461 57o City's employment growth is expected to increase 8.9% from
Jobs Establishments 2016 to 2045.
2 Retail
,_ • This increase is higher than in neighboring cities Newport
10,9o4 1,162 Beach, Costa Mesa and Fountain Valley.
Jobs Establishments
3 Health Care and Social Services
• Work distribution of all employees is currently 28% blue collar
litil 9,068 1,136 and 72% white collar.
Jobs Establishments
4 Accommodation and Food • The top 4 industries (by number of jobs) in Huntington
Services Beach include Manufacturing, Retail, Health Care/Social
4 7,994 653 Services, and Accommodation/Food services.
Jobs Establishments
IHE) Many corporate employers invest in HB, but HB small
businesses represent the majority of our businesses.
Number of Employees
in HB Businesses
■ 1-4 Employees 70.55%
■ 5-9 Employees 5.31%
g 10-19 Employees 7.68%
20-49 Employees 3.76%
■50-99 Employees 1.85%
■ 100+ Employees 0.85%
Major Corporate Employers Include:
The Boeing Company, Quicksilver, Cambro Manufacturing, Verizon, Hyatt, C&D
Aerospace, Huntington Hospital, Fisher & Paykel, Rainbow Environmental Services,
Home Depot, Huntington Valley Healthcare, Hilton, Cleveland Golf, Walmart
FECity staff continually plans and prepares to meet the needs
of future generations
Sampling of City Efforts:
PLAN & BUILD • City Council Direction on Policy Development/Implementation
7.3% of FTE • Plan for Historic Levels of Capital Improvements ($85M in FY22-23)
and Innovative Community Programs
• Provide Citywide Training, Leadership Development (ELT/DLT),
and Customer Service Excellence opportunities
• Biennial Quality of Life Community Survey
• Management Systems Review and Performance/Financial Audits
• Prepare Ordinances, Resolutions, Process Maps; update 100+
Administrative Regulations
• BCC and City Council Meeting Management
• Special Project Delivery — from the Navigation Center to New Website
• Secure Grant Funds to Pursue Projects and Programs
• Develop the Strategic Plan, Various Master Plans (e.g., Fire Stations,
Mobility, Sustainability), and Infrastructure Report Card
IBStaff operates and maintains City services / infrastructure,
which are critical to sustain the City's excellent quality of life
Sampling of the City's Operations and Maintenance Efforts:
• 3.4 million square feet of landscape maintenance
• 41,360 calls for Police service
• 22,429 calls for Fire service; 7,588 Marine Safety water rescues
• 18,000 business licenses in professional services (4,211), home
based (4,324), retail, wholesale/manufacturing, non-profits, etc.
• 12,000 public works service requests
• 11,139 building permits issued
• 4,500 code compliance cases OPERATE & MAINTAIN
• 3,182 CPRAs processed 92.7% of FTE
• 1,700 stormwater catch basins; 8.4 miles of channels
• 657 Certificates of Occupancy
• 611 mi. water mains and 316 mi. residential streets maintained
HE) Staff operates and maintains City services / infrastructure,
which are critical to sustain the City's excellent quality of life
Sampling of the City's Operations and Maintenance Efforts (continued):
• 900,000 library materials circulated
• 85,000 meals for seniors
• 80,000 copies of the SANDS Recreation Guide delivered to households
• 41,000 participants served through children's programs and events
• 38,000 recreational enrollments
• 6,754 passport applications
• 3,765 lights in parks, parking lots and streets
• 657 Certificates of Occupancy
• 79 parks maintained
HE) The City is making strides on homelessness,
but it remains the highest priority for residents.
• City saw a 35% decrease in unsheltered homeless individuals between 2019 to
2022 following the opening of its Navigation Center in December 2020.
• The City is actively working to remove barriers to help individuals transition to housing:
Increase outreach/referrals to shelter and maximize Navigation Center housing and supportive services
Examine ways to redevelop the Navigation Center site to include supportive housing units
• Maintain consistent quality of life enforcement plans
• Continue providing supportive services to all residents, especially those who are homeless or
at risk of becoming homeless:
Street Outreach via the City's Social Workers and Homeless Task Force
Be Well Mobile Crisis Response Program and Tenant Based Rental Assistance
• Improve our community engagement and track data to audit our programs
Residents receive City information from a diverse range of
sources - from word of mouth to online platforms and more
Most Frequently Used Sources to Get Info on HB Programs,Events and Issues
0% 10% 20% 30% 40% 50% 60% 70% 80%
Word of Mouth
City Mailers i 1 11 I
SANDS
Resident Facebook Groups
City Website
City/PD NextDoor
Local TV News
Water Bill Notices
OC Register
City's Facebook
City's Instagram,Twitter,Youtube IIMM
405 Fwy Billboard
Local Radio Mililli
• Less frequently used sources include City Council meetings(in person or online),bus shelter ads and street banners,City's weekly newsletter,Daily Pilot,SurfCityBreak.com,HBTV Channel 3
28
2023 Quality of Life Survey
• Nearly 8 in 10 are happy with the quality of life in Huntington Beach and satisfied with the job
the City is doing providing City services.
• Homelessness, cost of housing and living are first order concerns; followed by property crimes
and speeding and unsafe driving.
• Two-thirds are satisfied with City services.
• Particularly high satisfaction with water reliability, fire protection and paramedic services,
special events, library services, 911 emergency response, and public safety.
• Residents value local beaches and prioritize improving them including: the safety, cleanliness
and maintenance of beach bathrooms; providing separated paths for walking from biking,
skateboarding and scooters; and improving safety in general.
Ifl'
CG bakertilly X MPartnersanagement
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COMMENTS
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bakertilly X partners ;'
Fiscal Outlook: FY 2023/24 General Fund Proposed Budget Review
Proposed FY 2023/24 General Fund Budget is structurally balanced, with a projected $3.6M surplus
General Fund (Fund 100) Proposed
(in thousands) FY 23/24
Revenues (recurring) $278,120 * GF portion of Emerald Cove
Revenues (one-time) * 2,276 settlement, of which 50% is being
Planned Use of Reserves (one-time) 8,804 transferred to the Section 115 Trust and
Total Sources of Funds 289,200 50% is being transferred to the General
Personnel Costs 181,585 Liabilities Fund
Operating Costs 55,315
** Includes Debt Service, Capital
Non-Operating Costs ** 48,664 Expenditures, and Transfers
Total Expenditures 285,564
Surplus/(Deficit) $3,636
• Continued Infrastructure Investments in FY2023/24
➢ General Fund transfer to the Infrastructure Fund increased by 11% to $15.0M
➢ CIP budget totals $41.2M (decrease from prior year due to $12.9M of HB Recovery projects
and a $6.6M grant for Heil Pump Station in FY 2022/23)
bakertilly X aaiae Smut 4r
Fiscal Outlook: FY 2023/24 General Fund Budget
Charges for Current
Services Other Revenue_ Other• Finance Human Resources
11.6% 0.6% \ Non-Operating Revenue 4,096 1.9% 0.9%
Revenue from Other Information Services
Agencies 2.9%
1.0%
Community
Use of Money& ` Police 011111,/
Development
Property 29.6% 3.9%
7.0%
Fines& Property Tax Community&
Forfeitures ��11111..0%
37.2% Library Services
1.8% 5.6%
License&
Permits Public Works
3.3% 8.5%
Utility Users Fire
Non-Departmental
Tax Transient 19.8% 23.0%
7.6% Occupancy Tax Sales Tax
5.9% Franchises 19.1% *Other includes City Council,City Manager,City Attorney,City Clerk,and City Treasurer
4.2%
Major General Fund Revenues Major General Fund Expenditures
•Property Tax $104.2M or 37% •Police $84.6M or 30%
•Sales Tax $53.6M or 19% •Fire$56.5M or 20%
•Hotel Tax $16.6M or 6% •Public Works$24.1M or 9%
•Use of Money and Property $19.5M or 7%
P10.\
•Charges for Current Services$32.4M or 12% 33
bakertilly X Paatnersment `-, --Agee,-
Fiscal Outlook: General Fund Long-Term Financial Plan
5 .5% CalPERS Return FY22/23
Actual Projected Projected Projected Projected Projected
(in thousands) FY21/22 FY22/23 FY23/24 * FY24/25 * FY25/26 * FY26/27 *
Revenue (Recurring) $256,246 $273,293 $280,790 $285,527 $291,724 $298,818
Revenue (One-Time) - 29,607 2,276 - - -
Planned Use of Reserves - - 8,804 - - -
Total Sources of Funds $256,246 $302,900 $291,870 $285,527 $291,724 $298,818
Expenditures less UAL 234,277 251,031 265,012 265,363 269,122 272,018
CaIPERS UAL 4,891 4,891 5,000 5,000 8,540 12,990
POB Payment 13,688 13,556 13,276 13,010 12,750 12,537
One-Time Expenditures - 18,721 2,276 - - -
POA Proposal - - 4,646 7,593 10,559 11,979
Unidentified Expenditures 1,500 2,000 2,500 3,000
Total Expenditures 252,856 288,199 291,710 292,966 303,471 312,524
HB Recovery Reserves - (10,886)
Surplus/(Deficit) $3,390 $3,815 $160 ($7,439) ($11,747) ($13,706)
* Projected future revenue amounts exclude one-time revenues expected to be received from the Department of Finance. ,.,:TY To
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0 Management
bakertilly X partners AMP
Fiscal Outlook: Pension Update
• CaIPERS return in FY 20/21 was 21.3%:
✓ CaIPERS Funding level 102.8% vs. 76.7% funded
• CaIPERS return in FY 21/22 was -7.5%:
✓ Estimated CaIPERS Funding level is 87.9% CaIPERS
Years Plan Return
• As part of our pension plan, the City also adopted an Unfunded
1 Year -7.5%
Accrued Liability Pension Funding Policy, which mandates that we
5 Years* 6.7%
set-aside additional funds to payoff any new future pension debt
10 Years* 7.7%
• A $2.6 million transfer is included in the proposed FY 2023/24
9budget to prefund pension liabilities via our section 115 Trust 20 Years* 6.7%
30 Years* 7.7%
• Projections assume CaIPERS earns 5.5% in FY22/23 and 6.8% going * Based on original est. 6.1% return
forward (CaIPERS discount rate)
35
bakertilly P atnersme2> 9'
CG X
2022 Workplan
and H - Item . illyA
Outcomes ii,
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bakertilly partners "
2022 Strategic Plan Outcomes
Refer to Briefing Book Attachment D
➢ Sample Accomplishments:
➢ E-bike speed sign installation, targeted
enforcement, provided e-bike education 54 Strategic Plan Objectives
to students and a pilot e-bike registration
program at Marina High.
➢ Launch the Town Hall series in different
neighborhoods
➢ Developed a program for concerts at the
beach with LiveNation 29 Objectives 20 Objectives
➢ Pursuing efforts to host LA2028 Completed In Progress
➢ Developed a volunteer program for
homeless services
➢ Historic investments in capital
improvement projects ($85M in 2022-23)
CG bakertilly X aamefsment
2022 H - Item Outcomes
Refer to Briefing Book Attachment D
➢ Sample Accomplishments:
➢ Developed an updated Coyote
Management Plan 25 Approved H-Item s
➢ Established a memorial for Officer Vella
➢ Expanded TBRA to Mobile Home Park
seniors
➢ Provided an extensive report on
homelessness and a 90-day plan
➢ Gathered additional feedback on efforts 16 H-Items 9 H-Items
to redevelop Downtown; reopened Main Completed In Progress
St. to vehicular traffic.
➢ Presented a report on crime statistics and
enforcement activities
*bakertilly X armersment "'
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Some Key • Reopened Main Street to vehicles
• Kept the Pacific Air Show in HB
Accomplishments • Launched the Navigation Center and Be Well
Mobile Crisis Response Program
Cited b • Adopted anti-camping laws
• Completed a record number of capital
Councilmembers
improvements
• Began developing Master Plans for mobility
and sustainability
• Installed Mobi Mats to provide beach access
„,, for those with disabilities or mobility concerns
r,7 siii . • Hired new Police Chief and City Manager
�, Ji_r h • Approved new contract to improve retention
` '' and recruitment of police officers
• Adopted business-friendly code amendments
to reduce levels of review
0 bakertilly X Paatne sme.: o := `
Key Strengths
:714:4
Great weather and
Big city — small town feel - "=
environment
i Numerous amenities (e.g.,
{
4\ Destination city for
r
tourism '_ parks, pools and
7 - playgrounds)
Teamwork amongst City 0
staff 00� Low crime rates
bakertilly X a®tne sment i`.
Key Challenges
,::.-,1 4 Poi______ ,
.4 Fiscal Stability Loss of local control Economic
' Development
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-- 7 Housing ` I Infrastructure needs Homelessness
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( bakertilly X Management l '�
Key Opportunities
Enhance public engagement
Igo 0 o)I Strengthen the City's fiscal position
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Focus on infrastructure
Pursue economic development opportunities
Fill key vacancies
dEstablish clear priorities
bakertilly X as is ement -"
43
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Goal Setting
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We can't But we can do
do some things very
well if we are
everything focused
Goal
e tt j Setting
Successful City Governments
6. Respect the ongoing work of City departments as the
day-to-day operations must be well managed; that takes
Jimiok
time
who
Have a collaborative, trusting relationship between the
' " City Council and staff
Set a few goals, with a staff work plan to achieve them
,e`N� iuroy•
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Management's Time
5%
How 5%
Management
Staff Allocate
85%
Their Time
• Providing day-to-day municipal services
I Unforeseen challenges
New initiatives
Strategic improvements and training
C6 bakertilly X arme sment ,
" Big Rocks"
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Put the bug•. .
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rocks that there isn't rocks in first
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Review potential goals as identified
through Council member interviews
Today's Process :
Council
Council confirmation of goals
Discussion and
Consensus on
Council dot voting to determine top
Top Goals and priorities
Priorities
Staff to develop strategies to
implement priorities and further
Council's goals
bakertilly X aatnefsment ' 48 _ _'_
Public safety
Public
engagement
Top Council
Goals as
Housing Infrastructure
Identified During and homeless investment
Interviews
Foster a high
Fiscal stability performing
organization
CG bakertilly X artnersmeM 49
Undertake a new cost of service (fee) study and cost
allocation plan
ProProposed
Update Developer Impact Fees to ensure new
development is paying its fair share
Priorities
Implement centralized contract management system
Develop a long-term vehicle replacement plan
Review General Fund reserve levels using the Government
1. Fiscal Stability Finance Officers Association Risk Analysis Template
Ensure sufficient funding to support
Consider options for new revenues
programs, services, and capital
investments
Restart Transient Occupancy Tax (TOT), Utility User Tax,
and lease concession audits
Implement a 311 system to manage and track calls for
various municipal services
ro o s p
Redesign the City's website to improve usefulness and user
Y
experience
Priorities
Enhance capacity of HBTV by hiring a production officer,
building out a studio and expanding programming
Hire a graphic designer to design, brand and deliver more
visual content
2. Public Engagement
Expand community outreach efforts through neighborhood
town halls, direct mailers and videos
Provide the community with clear,
Create an open data platform for residents to access
accurate and timely information information from the city
and easy access to municipal
services
Explore options to collaborate with faith-based and community-based
organizations, the City's HB Cares volunteer program, CalOptima and
others to provide social services at minimal cost to the City
Proposed
Take actions to maintain local control of land-use planning
Priorities
Study the feasibility of expanding the Navigation Center to include
supportive housing
Work with property owners to extend, where possible, affordable rental
covenants on the 319 units set to expire in the next five years
3 . Housing and Homeless
Implement programs to Pursue opportunities to develop affordable housing through use of the
Low and Moderate Income Housing Asset Fund
address homelessness and the need
for affordable housing in
Huntington Beach
Provide world-class beach facilities, including the renovation
and expansion of 15 beach restrooms, new lighting,
improvements for Pier Plaza access, security and programming
ProProposedPCH relinquishment enhancements including landscape and
trees, traffic calming measures, additional bike paths, and
r iorit �� � es off-street parking
Conduct an assessment of all City facilities to determine
priorities for upgrades and repairs, implementation and
financial strategy
Complete major CIPs including Sand Replenishment, Bluff
Stabilization, Greer Park Storm Drain & Park Improvements,
Mobility and ADA Transition Plan Improvements
4. Infrastructure
Conduct water, sewer and trash rate studies to bring rates to
Investment appropriate levels
Maintain, repair, and replace the Undertake major planning efforts including Fleet Capital
City's infrastructure Replacement Plan, Mobility Master Plan and Infrastructure
Report Card
Fill department director and other key vacancies
Implement the Public Service Excellence Initiative based on NorthStar's
roProposed
customer service assessment
■ ■rI
a r i t i e s Restructure the City's Boards, Commissions, and Committees (BCC)
Explore new learning management systems to offer a more comprehensive
and innovative employee training program
Establish a one-stop-shop to consolidate development and frequently used
services in one location to improve customer service
Conduct financial and performance assessments of each department over
5 . Foster a the next four years
HighPerforming Launch TrakStar, a web-based performance evaluation system for employees
Organization
Select a new third-party administrator for workers compensation
Focus on excellent customer
service and an engaged workforce ' ' ` '
Community-wide comprehensive risk reduction strategy (optimize
emergency response)
Self-Contained Breathing Apparatus (SCBA) replacement
Proposed
Police department software updates (jail management, First Due,
• • • Paragrine, CAD/RMS)
riontles
Fire department fleet replacement program
Police department remodel projects (dispatch center, communications
center, women's locker room, traffic unit)
Mobile integrated health program
6. Public Safety
Fire department community risk reduction (engagement coordinator,
Provide world class public safet to opioid prevention, targeted risk reduction campaigns)
our residents and visitors Fire department emergency response staffing to meet 92% increased
call volume
Discussion of
Draft Goals and =�
Review goals and priorities
Priorities . .
�'• Is anything missing?
." Is there anything that
dii should not be there?
What priority items do you want
accomplished in the first two years of
the strategic plan?
Dot Voting • Nine-colored dots per
Councilmember
Priority Ranking
• One dot per priority item
• • Priority ranking will be
determined by the items receiving
the most dots
• All priorities will be included in
the strategic plan
bakertill X Manageen mt ems'
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Staying Track
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Next
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_ \ Using the goals and priorities
established by Council, staff will
prepare a strategic plan
Commitments ` Implement programs, projects and
. ,• 1 activities to advance Council priorities
from Staff wig consistent with budget, staffing, and
workloads
Provide professional non-political
UM advice
bakertilly X arti sment 59
c17 .:,. = wis‘
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et=
do
Staying on
Hold off on new
Track with
Regular Council initiatives until
progress next goal setting cycle
Goals
reporting or mid-cycle in the
two-year budget
0 bakertilly X artne sment 60 0
City Council Requests — H Items
Divert staff from •ursuing the Council's adopted strategic goals i.e., small rocks
• Often significant staff time is involved in following up on requests from Councilmembers
e best handled in one-on-one meetings with the City Manager
• Who can advise about the level of effort involved
• Can gather information and conduct analysis to support informed decision-making
• Identify whether the request falls within an existing workplan or can be added
When considering Councilmember requests
• Is there an existing board or commission to which the matter can be directed?
• Does the request fall under an existing Strategic Plan goal?
• Is the level of effort involved such that full Council direction is warranted in the first instance?
CG bakertilly X aaneement - ,"
Best Practice
Criteria for New outside
Emergency (natural funding
Adisaster, pandemic,
opportunity that is
civil unrest)
andtime sensitive
Initiatives
Projects New multi-agency Community safetyissue that must be
opportunity that addressed in near What comes off the
I\J1id Cyc I e cannot be delayed term plate if something
goes on?
What are the
Changes in laws or consequences of
mandates shifting direction
Otherwise wait until mid way?
next priority-setting
process
bakertilly X P Martneanagrsement > e'
Next Steps
Baker Tilly to
provide a template
Baker Tilly to for an
provide written Implementation
workshop report Action Plan
City staff to prepare
draft strategic plan
for City Council
approval
X Mna eme \nt ., o,
��*bakertilly partaners ca•;,T, a:
• Council established goals
• Council established priorities
• Objectives to further the priorities
Implementation • Timeline (start and completion dates)
Action Plan • Resources needed and currently
Includes available (and sources)
• Staff assigned ( including lead person )
• Milestones
C/7 C/7
Management j �` ,T
bakertilly X Fartne�s `
Next Steps in the 2023-27 Strategic Planning Process:
Next Steps by
1. July/August 2023 — City Staff will prepare a final draft
City Staff of the Strategic Plan and Implementation Plan
2. September 2023 — Study Session with City Council to
review the draft Strategic Plan and Implementation
Plan for feedback
3. October 2023 — Present the final Strategic Plan and
Implementation Plan for City Council adoption.
t �rI I ��yror,sTh 'Y+IINIIIHY.III lHfl!IRINIuI I uli rmm�nuunnm
Management
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Please share one
comment about what
was useful about
today's discussions
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Carol Jacobs I
Don White I
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City of Huntington Beach
City Council Strategic Plan Workshop
June 8, 2023
Central Library 9:00 a.m. to 3:00 p.m.
Facilitators: Carol Jacobs, Steve Mermell, Don White, and Mary Locey g iNc`T
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Welcome from Mayor Strickland
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Opening Comments from City Manager Al Zelinka
Consensus and direction from Council on our
.: A=S future goals and priorities are needed due to
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HB by the numbers ... in 10 minutes or less
Agenda
City's financial outlook
Review accomplishments, and key strengths,
challenges and opportunities
Context for goal and priority setting
Goal and priority setting
Wrap up and next steps
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Today's �Objectives
0 Gain an understanding of the value of strategic
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d. Establish goals for the next five years
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• City incorporated in 1909 i'1r. ; ;, " , ' „
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• Full-service Charter City under a Council- .•,,,,,,,. .;> < :x _ 4_.
Manager form of government (used by 97% ` e. . � t ''s'
of California cities) ) . , , . .
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• 1,500 full- and part-time City employees ,..
operating 12 departments 4
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• 35+ Boards, Commissions, Committees led :" �_
\by residents or Council Members
• $509M Operating Budget proposed �,; 4 - '
for FY23-24 _ 1,,6:, ' . 6;,:_ _ _..
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• We are OneHB - Committed to responsive I,L',�I,�I'Ilf1 IllI,�l IIIii
and exceptional public service for all. -- - ' �' """ ' ' _ a
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• w200,000 residents
• 50,000 students in 50 high-performing public and
private elementary and high schools
• Home to Golden West College and near to UC
Irvine, CSU Long Beach, Chapman
• Over 10,000 businesses; 7,200 hotel rooms - - -
• 11 million beach visitors annually - ^�_ ,II --4 . _ :W ,
• 26.8 sq. mi. land area that includes 9.5 miles of =`- it
uninterrupted coastline
• Over 130 specific and special events annually _ _
` - .ram
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An Exceptional Place
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'r. ` , � °�_ �' y #3Best Cities to Live In — OC Register 2018-2022
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L 1ill[I� I 3 fiii I a3r��t; '' Best City to Live In for People with Disabilities
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it : . "' #9 Happiest City in America — Wallet Hub 2022
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HE3
: .F " , • U.S. Open of Surfing • Surf City Nights
Surfer'sFamethe
�; � /T�{'� ' Hall of • Great Day in Stoke
i and Walk of Fame • Ice Skating on the Pier
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.� • HB International Surf • ISA World Surfing Games
= - _ Museum • SoCal Corgi Beach Day
• HB Art Museum • OC Cherry Blossom
• AVP Pro Beach Volleyball Festival
• Fourth of July Parade • Cars `N Copters on the
and Fireworks Coast
• Pacific Air Show • Oktoberfest
• Surf City Marathon • Concerts on the Beach
• Surf City Splash
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Seal Beach National 9CD
Wildlife Refuge ',McFadden Ave 99
( W McFadden Ave
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' Edinger Ave 9 :' 9 Edinger Ave
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Top Notch Amenities for All
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• 79 parks/facilities 9 9 Adams 9
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• 5 libraries 9
• 767 acres HUNTING I9EAC19 COSTA MESA
• 208 beach acres 9 ��r 55
• 190 playgrounds 9 9A
• 98 golf acres . 9 Hamilton Ave Victoria St
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HBHuntington Beach is a community with diverse
backgrounds and needs
• 77,143 households (2.56 average household size) Year % of HB Residents
65 and Older
• 45.2% with a Bachelor's Degree or higher
2013 14.9%
• 25.7% female-led households 2014 15.3%
• 22.4% speak another language at home 2015 15.6%
• 18.2% are seniors (65+ years) 2016 16.1%
2017 16.8%
• 16.2% foreign-born persons
2018 16.9%
• 10% lives with a disability 2019 17.6%
• 7.8% lives below the poverty level 2020 18.2%
2021 18.2%
• 5.9% civilian veterans
Median home values and gross rents rose 35% and 36%
from 2013 to 2021, respectively.
Median Home Values Median Gross Rent
$1,000,000 $2,500
$845,500 $2,123
$800,000 $2,000
$624,400 $1,559
$600,000
$738,100 $1,500
$400,000 $519,600 $1,000
$200,000 $500
Huntington Beach Orange County - Huntington Beach
$- $-
2013 2014 2015 2016 2017 2018 2019 2020 2021 2013 2014 2015 2016 2017 2018 2019 2020 2021
20
The City has 10,694 businesses representing diverse
industries; employment growth is projected to increase
8.9% from 2016 to 2045
1 Manufacturing • According to the SCAG Regional Growth Forecast Report, the
13 451 570 City's employment growth is expected to increase 8.9% from
Jobs Establishments2016 to 2045.
2 Retait
• This increase is higher than in neighboring cities Newport
RI3.0,904 1,162 Beach, Costa Mesa and Fountain Valley.
Jobs Establishments
3 Health Care and Social Services
• Work distribution of all employees is currently 28% blue collar
lei 9.068 1,136 and 72% white collar.
Jobs Establishments
4 Accommodation and Food • The top 4 industries (by number of jobs) in Huntington
Services Beach include Manufacturing, Retail, Health Care/Social
4
7.994 653
Jobs EstablishmentsServices, and Accommodation/Food services.
IBMany corporate employers invest in HB, but HB small
businesses represent the majority of our businesses.
n
Number of Employees
in HB Businesses
• 1-4 Employees 70.55%
■5-9 Employees 5.31%
• 10-19 Employees 7.68%
20-49 Employees 3.76%
• 50-99 Employees 1.85%
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• 100+ Employees 0.85%
S y
Major Corporate Employers Include:
The Boeing Company, Quicksilver, Cambro Manufacturing, Verizon, Hyatt, C&D
Aerospace, Huntington Hospital, Fisher & Paykel, Rainbow Environmental Services,
Home Depot, Huntington Valley Healthcare, Hilton, Cleveland Golf, Walmart
IHE) City staff continually plans and prepares to meet the needs
of future generations
Sampling of City Efforts:
PLAN & BUILD '. City Council Direction on Policy Development/Implementation
7.3% of FTE ' Plan for Historic Levels of Capital Improvements ($85M in FY22-23)
and Innovative Community Programs
• Provide Citywide Training, Leadership Development (ELT/DLT),
and Customer Service Excellence opportunities
*- Biennial Quality of Life Community Survey
Management Systems Review and Performance/Financial Audits
e Prepare Ordinances, Resolutions, Process Maps; update 100+
Administrative Regulations
• BCC and City Council Meeting Management
Special Project Delivery — from the Navigation Center to New Website
e Secure Grant Funds to Pursue Projects and Programs
I Develop the Strategic Plan, Various Master Plans (e.g., Fire Stations,
Mobility, Sustainability), and Infrastructure Report Card
HE3Staff operates and maintains City services / infrastructure,
which are critical to sustain the City's excellent quality of life
Sampling of the City's Operations and Maintenance Efforts:
(# 3.4 million square feet of landscape maintenance
t 41,360 calls for Police service
• 22,429 calls for Fire service; 7,588 Marine Safety water rescues
6 18,000 business licenses in professional services (4,211), home
based (4,324), retail, wholesale/manufacturing, non-profits, etc.
• 12,000 public works service requests
11,139 building permits issued
• 4,500 code compliance cases OPERATE & MAINTAIN
• 3,182 CPRAs processed 92.7% of FTE
t 1,700 stormwater catch basins; 8.4 miles of channels
c' 657 Certificates of Occupancy
611 mi. water mains and 316 mi. residential streets maintained
ffiStaff operates and maintains City services / infrastructure,
which are critical to sustain the City's excellent quality of life
Sampling of the City's Operations and Maintenance Efforts (continued):
• 900,000 library materials circulated
• 85,000 meals for seniors
• 80,000 copies of the SANDS Recreation Guide delivered to households
• 41,000 participants served through children's programs and events
• 38,000 recreational enrollments
• 6,754 passport applications
• 3,765 lights in parks, parking lots and streets
• 657 Certificates of Occupancy
• 79 parks maintained
HE3The City is making strides on homelessness,
but it remains the highest priority for residents.
e City saw a 35% decrease in unsheltered homeless individuals between 2019 to
2022 following the opening of its Navigation Center in December 2020.
The City is actively working to remove barriers to help individuals transition to housing:
Increase outreach/referrals to shelter and maximize Navigation Center housing and supportive services
Examine ways to redevelop the Navigation Center site to include supportive housing units
f Maintain consistent quality of life enforcement plans
Continue providing supportive services to all residents, especially those who are homeless or
at risk of becoming homeless:
Street Outreach via the City's Social Workers and Homeless Task Force
Be Well Mobile Crisis Response Program and Tenant Based Rental Assistance
Improve our community engagement and track data to audit our programs
Residents receive City information from a diverse range of
sources - from word of mouth to online platforms and more
Most Frequently Used Sources to Get Info on HB Programs,Events and Issues
0% 10% 20% 30% 40% 50% 60% 70% 80%
Word of Mouth
City Mailers
SANDS
Resident Facebook Groups
City Website
City/PD NextDoor
Local TV News
Water Bill Notices
OC Register INNIMMM
City's Facebook
City's Instagram,Twitter,Youtube INIIIIMMI
405 Fwy Billboard
Local Radio IIMIIINIIIIIII
Less frequently used sources include City Council meetings(in person or online),bus shelter ads and street banners,City's weekly newsletter,Daily Pilot,SurfCityBreak.com,HBTV Channel 3
D •
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Anysur rises? What stands out? Anything m iss in ?
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Overview of
the City's =:/Financial --------------
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Fiscal Outlook: FY 2023/24 General Fund Proposed Budget Review
Proposed FY 2023/24 General Fund Budget is structurally balanced, with a projected $3.6M surplus
General Fund (Fund 100) Proposed
(in thousands) FY 23/24
Revenues (recurring) $278,120 * GF portion of Emerald Cove
Revenues (one-time) * 2,276 settlement, of which 50% is being
Planned Use of Reserves (one-time) 8,804 transferred to the Section 115 Trust and
Total Sources of Funds 289,200 50% is being transferred to the General
Personnel Costs 181,585 Liabilities Fund
Operating Costs 55,315
** Includes Debt Service, Capital
Non-Operating Costs ** 48,664 Expenditures, and Transfers
Total Expenditures 285,564
Surplus/(Deficit) $3,636
• Continued Infrastructure Investments in FY2023/24
➢ General Fund transfer to the Infrastructure Fund increased by 11% to $15.0M
➢ CIP budget totals $41.2M (decrease from prior year due to $12.9M of HB Recovery projects
and a $6.6Mgrant for Heil PumpStation in FY 2022/23
)
CG X Management ' '
bakertilly partners ' ,',
Fiscal Outlook: FY 2023/24 General Fund Budget
Charges for Current
Services Other Revenue Human Resources
Other' Finance
0.6% Non-Operating Revenue 0.9%
11.6% 1.0%
from
4.0% 1.9% Information
Revenue from Other 1
Agencies 2.9%
1.0%
Community
Use of Money& Police--
Property iiiiiiithib 29.6% 3.9%
7.0%
Fines& Development
Community&
Forfeiture Property Tax
37.2%
s Library Services
1.8% 5.6%
License&
Permits "4.
Pe, Public Works
3.3% ' 8.5%
, Fire Non-Departmental
Utility Users
Tax Transient 19.8% 23.0%
7.6% Occupancy Tax Sales Tax
5.9% Franchises 4 2% 19.1% *Other includes City Council,City Manager,City Attorney,City Clerk,and City Treasurer
Major General Fund Revenues Major General Fund Expenditures
•Property Tax $104.2M or 37% •Police $84.6M or 30%
•Sales Tax $53.6M or 19% •Fire$56.5M or 20%
•Hotel Tax $16.6M or 6% •Public Works$24.1M or 9%
•Use of Money and Property $19.5M or 7% '",,,,..
0 bakertill Management
•Charges for Current Services$32.4M or 12% 31 :' /�''�
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Fiscal Outlook: General Fund Long-Term Financial Plan
5.5% CaIPERS Return FY22/23
Actual Projected Proposed Projected Projected Projected
(in thousands) FY21/22 FY22/23 FY23/24 FY24/25 FY25/26 FY26/27
Revenue (Recurring) $256,246 $273,293 $278,120 $283,950 $289,547 $295,399
Revenue (One-Time) - 29,607 2,276 - - -
Planned Use of Reserves - - 8,804 - - -
Total Sources of Funds $256,246 $302,900 $289,200 $283,950 $289,547 $295,399
Expenditures less UAL 234,277 251,031 267,288 265,363 269,122 272,018
CalPERS UAL 4,891 4,891 5,000 5,000 8,540 12,990
POB Payment 13,688 13,556 13,276 13,010 12,750 12,537
One-Time Expenditures - 18,135 - - - -
Total Expenditures 252,856 287,613 285,564 283,373 290,412 297,545
HB Recovery Reserves - (11,472) - - - -
Surplus/(Deficit) $3,390 $3,815 $3,636 $577 ($865) ($2,146)
• Requires use of Section 115 Trust reserves starting in FY 2025/26
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Fiscal Outlook: Pension Update
• CaIPERS return in FY 20/21 was 21.3%:
✓ CaIPERS Funding level 102.8% vs. 76.7% funded
• CaIPERS return in FY 21/22 was -7.5%:
✓ Estimated CaIPERS Funding level is 87.9% CaIPERS
Years Plan Return
• As part of our pension plan, the City also adopted an Unfunded
1 Year -7.5%
Accrued Liability Pension Funding Policy, which mandates that we
5 Years* 6.7%
set-aside additional funds to payoff any new future pension debt
10 Years* 7.7%
• A $2.6 million transfer is included in the proposed FY 2023/24
2budget to prefund pension liabilities via our section 115 Trust 0 3 Years* 6.9%
Years* 7.7%
• Projections assume CaIPERS earns 5.5% in FY22/23 and 6.8% going * Based on original est. 6.1% return
forward (CaIPERS discount rate)
ti*7;\
bakertilly P X Martnersanagement�� ,=
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2023 Quality of Life Survey
• Nearly 8 in 10 are happy with the quality of life in Huntington Beach and satisfied with the job
the City is doing providing City services.
• Homelessness, cost of housing and living are first order concerns; followed by property crimes
and speeding and unsafe driving.
• Two-thirds are satisfied with City services.
• Particularly high satisfaction with water reliability, fire protection and paramedic services,
special events, library services, and 911 emergency response.
• Residents value local beaches and prioritize improving them including: the safety, cleanliness
and maintenance of beach bathrooms; providing separated paths for walking from biking,
skateboarding and scooters; and improving safety in general.
bakertilly X artne sment
2022 Workplan
and H - Item '
•
A
Outcomes or
11
CG Management �+►
bakertiUy X partners
2022 Strategic Plan Outcomes
Refer to Briefing Book Attachment D
➢ Sample Accomplishments:
➢ E-bike speed sign installation, targeted
enforcement, provided e-bike education 54 Strategic Plan Objectives
to students and a pilot e-bike registration
program at Marina High.
➢ Launch the Town Hall series in different
neighborhoods
➢ Developed a program for concerts at the
beach with LiveNation
29 Objectives 20 Objectives
➢ Pursuing efforts to host LA2028 Completed In Progress
➢ Developed a volunteer program for
homeless services
➢ Historic investments in capital
improvement projects ($85M in 2022-23)
CG bakertilly X Management '
41111
36
2022
H - Item Outcomes
Refer to Briefing Book Attachment D
➢ Sample Accomplishments:
➢ Developed an updated Coyote
Management Plan 25 Approved H-Items
➢ Established a memorial for Officer Vella
➢ Expanded TBRA to Mobile Home Park
seniors
➢ Provided an extensive report on
homelessness and a 90-day plan
➢ Gathered additional feedback on efforts 16 H-Items 9 H-Items
to redevelop Downtown; reopened Main Completed In Progress
St. to vehicular traffic.
➢ Presented a report on crime statistics and
enforcement activities
6 bakertilly X artne sment
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Some Key • Reopened Main Street to vehicles
• Kept the Pacific Air Show in HB
Accomplishments • Launched the Navigation Center and Be Well
Mobile Crisis Response Program
Cited b • Adopted anti-camping laws
• Completed a record number of capital
Councilmembers
improvements
• Began developing Master Plans for mobility
and sustainability
• Installed Mobi Mats to provide beach access
� for those with disabilities or mobility concerns
• Hired new Police Chief and City Manager
I
• Approved new contract to improve retention
and recruitment of police officers
• Adopted business-friendly code amendments
to reduce levels of review
_t
CG bakertilly X Management`'
Key Strengths
u `
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Air ` Big city — small town feel Great weather and
environment
• fa- Numerous amenities (e.g.,
/ L\ Destination city for ipe4'
_;
tourism parks,: pools and
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staff Low crime rates
CG bakertilly X Pa Manartnegrsement ,,.•
Switzer, Donna
From: Steven C Shepherd Architect <steve@shepherdarchitects.com>
Sent: Thursday,June 8, 2023 8:56 AM
To: supplementalcomm@surfcity-hb.org; CITY COUNCIL
Subject: STRAGETIC PLANNING WORKSHOP - PUBLIC COMMENT
Good Morning-
I am both a longtime HB resident and one who has been pushing our city to prioritize pedestrian and bicycle
infrastructure improvements for a number of years. I will continue to push the City of Huntington Beach-elected
officials and staff-to address our long-standing public right-of-way deficiencies until they are corrected.The case I make
regarding these needs is simple, and the facts supporting my case remain unchanged.
Huntington Beach's need for safer streets and varied and accessible local transportation options is more pressing today
than ever. Investing in pedestrian and bicycle infrastructure presents a compelling and cost-effective way to address the
challenges of traffic congestion, public safety, environmental degradation, and public health concerns.Our city can
foster a healthier and safer community by prioritizing the development of bicycle and pedestrian-friendly amenities.
Now,you might say that we shouldn't subsidize the needs of some random niche interest group, and I get it. But when
you consider the overall impact of prioritizing pedestrian and bicycle infrastructure in our community, it is entirely
reasonable for me to push back by pointing out that such investments are the most cost-effective way to broadly benefit
every resident,visitor,and local business owner. Remember: no one steps out their front door,visits as a tourist,goes to
school,gets to a park,or travels to a local business without first navigating our public rights-of-way.
So, as I have in the past, I will state again: If you want to improve both the quality of life for residents and the economic
viability of our local businesses, prioritize investment in pedestrian and bicycle infrastructure improvements.
I ask that you identify prioritizing investment in pedestrian and bicycle infrastructure improvements as a strategic goal.
Sincerely,
Steve Shepherd
Huntington Beach 92646
i