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Home My WebLink AboutRequest to Adopt Resolution No 2023-46 Adopting the 2023-202 �NT�NGj 2000 Main Street, oy Huntington Beach,CA ti n, 92648 City of Huntington Beach APPROVED 6-0-1 9�CF��UNTy (STRICKLAND-ABSENT) File #: 24-426 MEETING DATE: 7/16/2024 REQUEST FOR CITY COUNCIL ACTION SUBMITTED TO: Honorable Mayor and City Council Members SUBMITTED BY: Eric G. Parra, Interim City Manager VIA: Travis K. Hopkins, Assistant City Manager PREPARED BY: Jane Chung, Assistant to the City Manager Subject: FY 2023-2027 Strategic Plan - Biannual Progress Update #2 Statement of Issue: Following City Council's adoption of the FY 2023-27 Strategic Plan on October 3, 2023, staff committed to providing biannual progress updates to City Council in January and July. Progress updates ensure transparency and accountability towards the timely completion of the Strategic Plan, while giving City Council regular opportunities to review and recommend amendments, as needed. This report provides the second progress update. Financial Impact: None Recommended Action: Receive and file the FY 2023-2027 Strategic Plan - Biannual Progress Update #2. Alternative Action(s): Do not approve the recommended action and direct staff accordingly. Analysis: From April to June 2023, the City Council and Executive Leadership Team underwent a comprehensive process to develop the FY 2023-2027 Strategic Plan (Plan). This process involved individual interviews with Council Members and Charter Officers, as well as workshops with the City Council and Department Heads to determine key priorities and projects for the next four fiscal years. The City Council adopted the Plan on October 3, 2023, through Resolution 2023-46. The Strategic Plan includes eight overarching goals to be achieved through 23 major strategies and 98 tasks. Staff also identified over 70 key performance indicators (KPIs) to measure the Plan's impact over time. City of Huntington Beach Page 1 of 2 Printed on 7/10/2024 power Leaistarr' File #: 24-426 MEETING DATE: 7/16/2024 Staff has determined that the Plan is on track and successfully achieving its goals within the anticipated timeline. As of July 2024, the Plan is 41% complete, representing a 9% increase from the First Biannual Progress Update in January 2024. Moreover, an additional 43% of the Plan is currently in progress, with 14% upcoming, and 2% on hold. Detailed information is available in the updated Implementation Action Plan (Attachment 1) and a high-level summary in Attachment 2. Following tonight's meeting, all approved documents will be posted on the City's website at www.huntingtonbeachca.qov/strategicplan <http://www.huntingtonbeachca.qov/strategicplan>. Staff is also working on a public-facing dashboard to illustrate the KPIs associated with each Strategic Plan Goal, which will be made available on the City's website at a future date. Environmental Status: This action is not subject to the California Environmental Quality Act (CEQA) pursuant to Sections 15060(c)(2) (the activity will not result in a direct or reasonably foreseeable indirect physical change in the environment) and 15060(c)(3) (the activity is not a project as defined in Section 15378) of the CEQA Guidelines, California Code of Regulations, Title 14, Chapter 3, because it has no potential for resulting in physical change to the environment, directly or indirectly. Strategic Plan Goal: Non Applicable - Administrative Item For details, visit www.huntingtonbeachca.gov/strategicplan <http://www.huntingtonbeachca.gov/strategicplan>. Attachment(s): 1. Biannual Program Update #2 (Implementation Action Plan) 2. Summary Presentation City of Huntington Beach Page 2 of 2 Printed on 7/10/2024 powere264 LegistarTM Implementation Action Plan for the 2023-2027 Strategic Plan o%�°"1iN�j°"F; Progress Update #2 (July 2024) ;, ,I The Implementation Action Plan (IAP) is used byCitystaff to1,`z�couivri CP�0o��,',' ELEMENTS d>� TUE PlL�4A1 implement the 2023-2027 Strategic Plan goals, given various considerations such as resource availability (i.e., staffing, finances, 1 and equipment). It is also used to track the progress of the Plan for \\- 1.Goals 2.Success Indicator greater transparency and community engagement. Overarching priorities identified by The overall impact that is City Council during the Strategic measured upon the completion Plan period. of a Goal. Each Goal in the IAP includes the following details to guide staff towards the orderly implementation and completion of all items in the o i°' j. Plan. However, the Plan and IAP are living documents that can be x xo amended by the City Council to better meet the needs of the City, as 3.Strategies 4.Key Tasks and Deliverables The 23 actions or"what we seek to All Tasks that must be completed to priorities, resources, and conditions evolve over time. achieve"under each Goal. achieve each Goal. T- City Council also reviewed 18 If the big rocks don't go in first, / ri - other strategies and identified F them as important but not as �- urgent or critical. Those Strategies or , •,,,Pock. 5.ProgressStatusandCompletion% a H,gMst poo,ar 6.Timeline(Start/Finish) "Small Rocks" are available on the , .nateyoos Indicates whether a Task is complete, in progress,upcoming or on hold,and A start and end date for the entire original IAP published here. p g p g the percentage completion rate. task/strategy,defined in quarters and years. As priority Strategies are completed knoll Rocks and free up City resources, City --,. oI Important or Council may consider working with ! • ® staff to pick up one or more Small ®®A oioOU ` Sand Rocks for future implementation, as L m „a urgent higher priority strategies are [vaOmpos 7.Current Status 8.Key Performance Indicator completed, resources are made The status of each task at the time of Quantitative measures of each available, community needs evolve, they aren't going to fit in later. reporting. task/goal's impact. and other factors present at that time. 9.Lead Department and Staff 10.Estimated Total Project Cost Estimated The main staff/department designated funds for equipment,services,contractors, 4I1 modifications to the IAP and progress updates will continue to be communicated to the as having management responsibility consultants,and other necessary expenses. :ity Council on a biannual basis(January and July),providing a forum to gather feedback for completing the item. Indicate whether all or partial funds are budgeted or require budgeting :hat will be used to update and improve the Strategic Plan over the next four years. GOAL 1. ECONOMIC DEVELOPME), " Success Indicator:Greater business retention,investments and job growth in Huntington Beach. KeyTasks and Deliverables Completion Timeline"' Lead Strategies Estimated Total g (in chronolo cal order) progress Status % Current Status Key Performance Indicators(KPIs) Department and g� (estimate) Start Date Due Date Staff Project Cost 1)Review 2017 Economic Development Strategy and 2020 SO Industry Cluster/Workforce Analysis;conduct the Mayor's j;Completed 100% Q4/2023 Q4/2023 Task(s)completed as of the first biannual progress report. Costs are mainly Economic Development Summit on Oct.13,2023 to prepare scope of work for an updated Strategy. in staff time 2)Staff to develop a scope of work to prepare an updated f0 +-Completed 100% Q4/2023 Q4/2023 Task(s)completed as of the first biannual progress report. Costs ore mainly A. Develop an updated Economic Development Strategy. Community in staff time economic development Development- strategy to increase business 3)Work with key industry stakeholders to solicit input during Economic SO retention,local investments, Development the development of the Strategy and prioritize further outreach 0 Completed 100% Q4/2023 Q4/2023 Task(s)completed as of the first biannual progress report. Costs are mainly and job growth aspart of the strategy. Manager in staff time Staff presented the updated strategy to the Economic SO 4)Present an updated Strategy to City Council for consideration 4 In Progress 80% Q4/2023 Q4/2024 Development Committee in Q2/2024;the updated strategy will Costs are mainly and approval. KPIs to be determined following the adoption of the be presented to City Council in Q42024. in staff time updated Economic Development Strategy 268 GOAL 2. FISCAL STABILITY Success Indicator: Available funding to support a high-quality level of programs,services,and capital investments and to build a structural surplus. Key Tasks and Deliverables Completion Timefne*" Lead Estimated Total Strategies Progress Status % Current Status Key Performance Indicators(KPIs) Department and (in chronological order) Start Date Due Date Project Cost (estimate) Staff 1)Update fee study(i.e.,citywide fees and charges,EMS,and $87,700 City Council approved the updated Master Fee and Charges a) Structurally balanced budget(yes) Finance-Chief fines)and evaluate the feasibility of implementing updated fees. 6 Completed 100% Q3/2023 Q2/2024 One-time cost in Schedule in Q2/2024. b)Updated Master Fee Schedule(yes) Financial Officer Includes cost of service fee study and cost allocation plan. FY23-24 $180,000/year Budgeted in FY23- 2)Establish an ongoing program to increase grant application Stall 24. Will be an is forming an interdepartmental working group to enhance a)Total valuation of grants/outside funds awarded CMO-Council efforts and pursue federal/state funding. /In Progress 50% Q3/2023 Q3/2024 citywide efforts in identifying and applying for funding for major to the City Policy Analyst ongoing expense. City Council approved projects. Also covers the cost for Goal 5.A.1- A. Consider new revenue 2 sources and opportunities to Community support the City's priority Staff is currently in the process of establishing a centralized real Development 3)Evaluate leases/concessionaires and adjust to market rate estate program.Additionally,efforts are underway to identify a KPIs to be determined following the development of and Public initiatives and projects r In Progress 25% Q1/2024 Q4/2024 TBD where applicable consultant for conducting an audit of city leases,with plans to the Real Estate Program. Works w/inter- commence the audit by the end of Q4. departmental support) — This item will be incorporated into the updated Economic Community $0 4)Develop formal policy for attracting and retaining highs Completed 100% Q4/2023 Q3/2024 Development Strategy(Goal 1A)and will include a list of See Goal 1.A Development- Costsore mainly demand businesses industries to attract,promotional materials,and use of tools Econ.Dev. such as conferences and trade shows. Manager in staff time 5)Update developer impact fees in accordance with the Community Mitigation Fee Act ensure fees are aligned with the impact of A On Hold 0% N/A N/A Staff will revisit this item in 2030 per State law. Development- On hold development on City services/stakeholders. Director 269 VT 1 nr,e7 1:11?ei,17,n'rr ,,t-r y i `tt-11,..ar 5 ,. Success Indicator:An engaged City workforce that is committed to responsive and exceptional public service for all and achieves a customer satisfaction rating of 90%or higher. Key Tasks and Deliverables Completion Timeline"' Lead Ectirn.ited Strategies Progress Status % Current Status Key Performance Indicators(KPIs) Department and Total Project In chrnoo. . (estimate) start Date Due Date Staff Cost Staff launched Streamline Surf City in Q32023 as a Citywide initiative to improve the development and permitting process. Streamline Surf City consists of 26 measures and programs 1)Finalize scope of effort(i.e.,required departments,services, aimed at improving various aspects of the development and $0 technology)and physical scope of work(i.e.,counter layout, r In Progress 80% Q2/2023 Q3/2024 permitting process to save costs as an alternative to a physical Costs are mainly number of workstations,etc.);obtain quotes for tech needs. space.One of its components is the city's online permitting in staff time system(ACA),which enables customers to apply for permits and plan checks,check project status,research permit records, A.Establish a One Stop Shop to and view a list of issued permits. bring development services and In Q1 2024,the staff created the Streamline Specialist program, Community other frequently used services which is a virtual One Stop Shop that helps businesses navigate 3)(Alarrerly r epor ling otal q,11c.mu,11,,•..ttnu. Development- under one location to create an 2)Procure design firm to prepare concept drawings and cost the permitting process online.Dedicated staff members assist assisted in submitting for plan check,obtaining Director and Improved and efficient estimates for physical space P yS pa applicants by scheduling appointments and virtual sessions with their permit,or obtaining their certificate of Building Official customer service experience permitting and plan check specialists from all development occupancy(NEW) departments. 3)Circle back with City Council to prioritize next steps,phasing Staff will present to the City Council an update on Streamline SO a Upcoming 0% Q3/2024 Q3/2024 Surf City,including the initial reporting results from the Costs are mainly plan,and financing plan Streamline Specialist program in Q3/2024. in staff time TBD 4)Implement phasingplan a Upcoming 0% Q4/2024 Q2/2025 Staff will implement the final initiatives as part of Streamline Following P P g Surf City. a)Accela customer satisfaction survey rating tY. completion of Tasks 1-3 1)Complete recruitment for vacant director positions within 3 Recruitment for all vacant director positions was completed in f25,000 months of vacancy C Completed 100% Q1/2023 Q2/2024 Q22024 a)Recruitments complete(yes) One-time cost in FY23-24 B.Fill department director vacancies and other key 2)Implement Managed Hiring Process to identity and fill key The Managed Hiring process is on track to meet its 2-year a)Savings on track for FY23-24 and FY24-25 City Managers f0 r In Progress 50% Q3/2023 Q2/2025 Costs are mainl positions to lead and provide vacancies savings goals through Q2/2025. (yes/no) Office-City y essential services to the Manager in staff time community 3)Identify efficiencies to aid departments whose vacancies Staff identified efficiencies for FY24-25 and will continue to do f0 r In Progress 50% Q2/2023 Q2/2026 -i.�,�_,- r ,.i� Costs are mainly cannot be filled immediately so for Pt'25-26. �,.r,�,° � in staff time Staff is actively looking into using customer satisfaction surveys a)Customer service satisfaction rating f30,000 1)Review and implement a 12-month action plan by North Star /In Progress 50% Q2/2023 Q4/2024 One-time cost in to evaluate the quality of service or interactions FY23-24 C.Implement the Public Service Excellence Initiative to 2)Kickoff a 10-session Dennis Snow Customer Service Virtual City Manager's $6,500 invest In workforce Training for 250 team members *Completed 100% Q2/2023 Q4/2023 Task(s)completed as of the first biannual progress report. Office- One-time cost in development and promote Assistant to the FY23-24 budget exceptional customer service City Manager 3)Create an internal customer service working group to identify The staff is currently in discussions with different technology f0 /In Progress 20% Q1/2024 Q4/2024 Costs are mainly customer issues and develop improvements providers to identify potential products and costs. in staff time 270 Key Tasks and Deliverables Completion Timeline*** Lead Estimated Strategies Progress Status % Current Status Key Performance Indicators(KPIs) Department and Total Project (in chronological order) (estimate) Start Date Due Date Staff Cost D.Restructure the City's SO Boards,Commissions and 1)Convene a Council Ad Hoc Subcommittee to recommend *Completed 100% Q2/2023 Q3/2023 Task(s)completed as of the first biannual progress report structural changes as needed F p P 9 Costs are mainly Committees(BCC)to ensure the g City Manager's Office- in staff time most efficient use of City resources while maintaining an Assistant City 2)Present recommendations to Cit Council and im lement Mana er SO effective level of civic y p (Completed 100% Q2/2023 Q3/2023 Task(s)completed as of the first biannual progress report. a)BCCs restructured(yes) g Costs are mainly engagement approved changes in staff time S0 1)Identify required and optional training opportunities .0 Completed 100% Q2/2023 Q3/2023 Task(s)completed as of the first biannual progress report. Costs are mainly in staff time 2)Research available LMS providers,compare features,pricing Staff is assessingthe current LMS,Target Solutions,as a no-cost f0 E.Explore new Learning r In Progress 50% g and user reviews 9 Q2/2023 Q2/2025 Costs ore mainly Management Systems(LMS)to training solution for staff. Human in staff time offer more comprehensive and Resources- innovative employee and public Director S0 official training3)Work with selected provider and IS to develop and programs grams implement LMS *Completed 100% 02/2024 Q4/2023 Task(s)completed as of the first biannual progress report. Costs are mainly in staff time Staff continues to explore and expand the range of training a)C of employee trainingrograms offered f0 p 4)Conduct citywide training and rollout r In Progress 25% Q3/2024 Q2/2025Costs are mainly topics offered to city employees. hI e of attendees per training program(MVP in staff time 1)Researchperformance evaluation system;select and develop $O y r In Progress 80% Q2/2022 Q2/2025 Staff will be meeting with Labor Associations to present new system gchanges to the city evaluation template. Costs are mainly in staff time F.Launch TrakStar,a web- based performance evaluation Human 90 2)Gather feedback and consensus from Leadership Teams, Q2/2025 Pending discussions with Labor Associations Managers and Labor Associations Director in staff time Resources- Costs are mainly system for City employees that r In Progress 50% Q1/2023 Q2 will help improve employee engagement and productivity 3)Conduct rollout provide citywide training for all supervisors Citywide rollout plan by department to be initiated;hands-on a)%of staff trained in the new evaluation system EO o Upcoming 0% Q2/2025 Q4/2025 Costs are mainly and staff training for all supervisors and staff to be scheduled. b)%of usage of the new evaluation system in staff time G.Select a new third-party 1) Issue an RFP and select a new TPA;coordinate the transfer SO administrator(TPA)for C Completed 100% Q4/2022 Q4/2023 Task(s)completed as of the first biannual progress report. Costs are mainly of all relevant data to TPA workers'compensation to Human in staff time manage City claims efficiently, esources- reduce cost and create a safer 2)Introduce TPA to organization and rollout TPA services on an Director SO m Completed 100% Q3/2023 Q4/2023 Task(s)completed as of the first biannual progress report. Costs are mainly workplace ongoing basis in staff time 271 GOAL 4. HOMELESSNESS Success Indicator. A continuum of care that reduces homelessness andmaintains quality of life for the entire community. Completion Lead Key Tasks and Deliverables Timeline"' Estimated Total Strategies Progress Status % Current Status Key Performance Indicators(KPIs) Department and (in chronological order) Project Cost (estimate) Start Date Due Date Staff $0 1)Develop the HB Cares model of volunteers to provide a)#of volunteers enrolled and trained. A.Explore options to ®Completed 100% Q1/2023 Ongoing Task(s)completed as of the first biannual progress report. Costs are mainly P P services to the homeless population b)#of volunteer hours(NEW) City Manager's in staff time collaborate with faith and Office- community-based 2)Seek partnerships with faith and community-based Homeless SO organizations,the City's HB a)#of local faith and community based organizations to provide direct services and support to prevent *Completed 100% Q1/2023 Ongoing Task(s)completed as of the first biannual progress report. Services Costs are mainly Cares Volunteer program, organizations partnering with the City CalOptima,and others to or reduce homelessness Volunteer in staff time provide social services in a cost- Coordinator effective manner. 3)Collaborate with CalOptima as they release their street and Manager SO :0 Completed 100% Q2/2023 Q4/2024 Task(s)completed as of the first biannual progress report. Costs are mainly medicine program in staff time 1)Coordinate with Jamboree to develop and finalize the City Council approved the extension to the existing Exclusive 80 /In Progress 60% Q3/2023 Q2/2024 Costs ore mainly planned use and conceptual plans Negotiating Agreement on June 4,2024. in staff time Jamboree Housing has identified multiple funding sources.On June 4,2024,the Huntington Beach Housing Authority $0 2)Secure funding opportunities to develop site /In Progress 25% Q1/2023 Q3/2027 authorized the Executive Director to approve Jamboree City Manager's Costs are mainly B.Feasibly transition the Housing's submission of funding applications.Huntington Office- in staff time Navigation Center to include Beach Housing Authority approval will be sought for the Homeless shelter and supportive housing. - acceptance of any awarded funds. Services TBD Manager 3)Collaborate with partners,operators,and agencies to deliver /In Progress 5% Q1/2024 Q3/2027 Staff began discussions with potential service provider Following services completion of Tasks 1-2 TBD On June 4,2024,the Huntington Beach Housing Authority a) Biennial Point-in-Time Homeless County Following 4)Design and construct /In Progress 50% Q3/2023 Q3/2027 authorized an 18-month extension to the existing Exclusive b)#of clients housed through system of care completion of Negotiations Agreement. Tasks 1-3 272 GOAL 5. HOUSING Success Indicator:Proactive programs to address diverse housing needs within the City's jurisdiction and control. KeyTasksandDeliverables Completion Timeline—' Lead Estimated Total Strategies Progress Status % Current Status Key Performance Indicators(KPIs) Department and (in chronological order) Stz,rt Date Due Date Project Cost (estimat, Staff 1)Create a Le slative Platform with le islative advocates and Staff prepared a platform based on feedback from the 9� g #-Completed 100% Q3/2023 Ongoing Intergovernmental Relations Committee.The platform was a)Platform complete(yes) Costs included in topical legislative analyses Goat 2A2. approved by council in Q1/2024. City Manager's Office-Council Policy Analyst 2)Monitor proposed legislation for IRC's consideration i;Completed 100% Q1/2023 Ongoing Task(s)completed as of the first biannual progress report. a)#of policypositions taken CityCouncil Costs included in 9 9 P P o9 Po by Goal 2.42. A.Take action to maintain local control of land-use planning 3)Participate in regional agency efforts related to housing S0 policy-Southern California Association of Governments(SCAG), •:L cmp,=-ted 100% Q1/2023 Ongoing Task(s)completed as of the first biannual progress report. Costs are mainly Orange County Council of Governments(OCCOG),etc. Community in staff time Development- 4)Assist City Council Members on approved I-f-Items related to Director SO local control •, - 100% Qi/2023 Ongoing Task(s)completed as of the first biannual progress report. Costs ore mainly in staff time 273 Success Indicator:Maintained and upgraded infrastructure that supports the community's day-to-day needs,in accordance with the City's Infrastructure Report Card. Completion Timeline"' Lead Key Tasks and Deliverables Estimated Total Strategies Progress Status % Current Status Key Performance Indicators(KPIs) Department and (in chronological order) Start Date Due Date Project Cost „ii,„at<'' Staff 1)Hire design consultant to conduct community outreach& Staff is working with the consultant to develop the outreach $200,000 ,In Progress 90% Q3/2023 Q3/2024 One-time cost in engagement plan. FY23-24 A.Provide world-class beach a)Complete design(yes/no) Included in the facilities,Including the 2)Develop project budget design,and environmental review. ,In Progress 65% Q2/2024 Q3/2024 Staff is evaluating design concepts from the consultant. b)Complete planning(yes/no) b)Complete permitting(yes/no) renovation and expansion of 15 - cost above beach restrooms,new lighting Public Works- 5200,000 3)Conduct a Measure C analysis,as needed r In Progress 50% Q22024 Q4/2024 Pendingfinal design concept a)Obtain project authorization via Measure C voter Director improvements for pi.,Plana YS 9 9 P One-time cost in approval(yes/no) access,security and FY24-25 programming 4)BID project and request allocation of funding through OP a)Complete BID package and funding request Costs included in n Upcoming 0% 012025 Q32025 Complete construction based on funding process,to include long term maintenance plan availability (yes/no) Goal 2.A2. Construction plan will be based on the completed phasing plan a)#of restrooms constructed(yes/no) TBD following 5)Complete project construction n Upcoming 0% Q32025 Q4/2027 referenced in Goal 6.A.2 b)Construction completed on time(yes/no) completion of Tasks t-2 Responsible Hospitality Institute(RHI)completed the $0 1)Conduct assessment and community input of acceptable r In Progress 95% Q42023 Q4/2024 assessment and staff are reviewingtheir findings to determine event volumes by type g 9 Costs are mainly next steps. in staff time Ongoing efforts to supplement resources through Mutual Aid SO 2)Evaluate Public Safety capacity and resources a,Completed 100% Q4/2023 Ongoing Costs are mainly Agreements with neighboring agencies. in staff time 3)Conduct meetings with Specific Event Executive Committee r In Progress 50% Q4/2023 Q4/2024 Staff wit present HBMC edits to SEEC in Q32024.Pending City $0 a)Draft ordinances completed(yes/no) Costs ore mainly to review Specific Event policies and procedures Council approval in Q4/2024 B.Explore additional sports in staff time and concert venues to bolster Community& 530,000 tourism and provide world class Completed two rounds of community input.Will continue Library Services One-time cost in amenities for community 4)Research and understand Measure C implications r In Progress 25% Q4/2023 Q4/2026 progress on community and stakeholder input beginning a)Obtain authorization to present Measure C -Director FY23-24 members Q12025 amendment for voter approval(yes/no) S150,000 One-time cost in FY24-25 5)Explore feasibility of sole-source,long-term lease CLS will develop a feasibility analysis to include collaboration a)if of additional venues r In Progress 5% 04/2023 Q42024 b)#of attendees TBD agreements for event providers with other departments and external agency requirements. c)#and type of specific events 6)Complete Central Park and City-Wide Parks&Recreation Staff anticipate presenting the City-Wide Parks&Recreation r In Progress 45% 04/2023 Q3/2025 Master Plan by 042024.A RFP for Central Park Master Plan a)Completion of the Master Plans(yes/no) TBD Master Plans to identify potential venue locations will be released by Q42024. 274 Completion Lead Key Tasks and Deliverables Timeline"' Estimated Total Strategies Progress Status % Current Status Key Performance Indicators(KPIs) Department and (in chronological order) Start Date Due Date Project Cost (eshrnate) Staff TBD 1)Release RFP and hire consultant to conduct the assessment /In Progress 70% Q4/2023 Q2/2024 Staff is considering a 6-month Sourcewell Contract instead of One-time cost in issuing a RFP. FY 24-25 Included in the C.Conduct an assessment of all 2)Conduct inventory/assessment of City facilities a Upcoming 0% Q3/2024 Q3/2025 cost its above City facilities to determine Public Works- TBD priorities for upgrades and 3)Develop financing strategy for CIP implementation and long- 0 Upcoming 0% Q22024 Q4/2025 Director One-time cost in repairs,implementation and term maintenance financial priority. FY25-26— $0 4)Release final report to the public a Upcoming 0% D3/2026 Q4/2026 a)%of facilities improved over the plan period Costs are mainly in staff time a)#of feet of water pipe replaced 5283,300 1)Conduct and adopt Water Master Plan ©Completed 100% Q3/2023 Q2/2024 City Council adopted the Water Master Plan on May 8,2024. One-time cost in b)*of new wells constructed FY 23-24 Sewer Master Plan to be presented to Public Works a)*of feet of sewer pipe relined 5700,000 2)Conduct and adopt Sewer Master Plan /In Progress 95% Q3/2023 Q2/2024 Commission in Q3/2024 b)#of infrastructure repair projects completed One-time cost in D.Undertake major planning FY23-24 efforts including Fleet Capital a) Miles of bike lanes installed 5323,000 Replacement Plan,Mobility 3)Conduct and adopt Mobility Plan /In Progress 95% Q2/2023 Q2/2024 Mobility Plan to be presented to Council in Q3/2024 b)#of gap closure/safety improvements One-time cost in Master Plan,Fiber Master Plan, completed Public Works- FY23-24 and Infrastructure Report Card a)•of clean air vehicles purchased annually Director $100,030 to adequately anticipate and 4)Conduct and Complete the Fleet Transition Plan O Completed 100% 042021 Q4/2023 Task(s)completed as of the first biannual progress report. b)*of EV charging ports instated for City Fleet One-time cost in prepare for future (NEW) FY23-24 infrastructure needs TBD 5)Conduct and adopt Fiber Master Plan o Upcoming 0% Q1/2024 Q3/2025 Pending discussions with Information Services Department a)#of feet/miles of fiber installed One-time cost in FY 24-25 Final results are set to be released in Q3/2024.The staff is KPIs to be determined following the adoption of the 1205,000 6)Conduct and Complete the Infrastructure Report Card /In Progress 75% Q2/2023 Q3/2024 One-time cost in currently working on a cost assessment and funding strategy. Infrastructure Report Card. FY 23 24 275 ' -. ,VIENT Success Indicator: A community that has easy access to clear,accurate,and timely City information and expresses increased awareness and involvement in City activities. Completion Lead Key Tasks and Deliverables TimeKne"' Estimated Total Strategies Progress Status % Current Status Key Performance Indicators(KPIs) Department and lin chronological order) Project Cost (estimate) Start Date Due Date Staff 1)Conduct research&develop cost/scope;issue request for f0 expressions of interest from qualified firms (#,Completed 100% Q3/2022 Q4/2022 Task(s)completed as of the first biannual progress report. Costs ore mainly in staff time 2)Issue an RFP for a contractor to build a robust,online Staff continues to meet with MyHB provider to identify f0 A.Implement a robust online /In Progress 25% Q2/2023 Q3/2024 additional features and options for expanding the usability and Costs are mainly P communication system. communication system to efficiency of current system in staff time manage/track calls for services City Manager's TBD and provide one centralized 3)Begin development of a centralized platform for City info o Upcoming 0% Q3/2024 Q7/2026 Staff is determining the feasibility of implementing additional Office-Public One time cost location for community My HB Features. Affairs Manager across FY24-25 members to obtain all City and FY25-26 information and services. Staff is determining the feasibility of implementing additional f0 4)Develop a policy for use and train City staff n Upcoming 0% Q1/2026 Q1/2026 KPIs dependent on My HB deliverables. Costs are mainly My HB Features. in staff time TBD 5)Rollout comprehensive marketing strategy o Upcoming 0% Q2/2026 Q2/2026 Awaiting completion of Tasks 2-4. KPIs dependent on My HB deliverables. One time cost in FY25-26 5170,000 1)Issue an RFP to select a web developer *Completed 100% Q3/2021 Q4/2021 Task(s)completed as of the first biannual progress report. One-time cost in FY21-22 budget 2)Conduct site cleanup,site mapping,and design;site New City Website was launched on April 8,2024.Site editors SO s Completed 100% Q1/2022 Q1/2024 will conduct ongoing cleanup as part of continuous site Costs are mainly City's Redesign the Ci s website integration and content cleanup 9 management. in staff time to increase its versatility and City Manager's "of unique visits&engagement time on news Office-Public enhance user experience with Information was shared via press release,social media,email easy to access information page(NEW) Affairs Manager f10,000 3)Rollout comprehensive marketing strategy • 100% Q4/2023 Q1/2024 newsletter,and HB Sands.Additionally,a website feedback form b)n of unique visits&engagement time on events One time cost in is available for ongoing feedback. page(NEW) FY23-24 budget 04 of calls In,all tempi(NFW) Website access and editor trainings are complete.Staff is f0 4)Create policy for ongoing website management,user access, 2.In Progress 50% 1 2024 Ongoing draftingproposedpolicywith the assistance of the Information a)%of applicable staff trained in new policy and content cleanupog Q/ g gp pO Costs are mainly Department.Website content cleanupis ongoing. (yes/no) Services 9 n9� in staff time 278 Key Tasks and Deliverables Completion Lead Timeline*** Total Strategies (in chronological order) Progress Status % Current Status Key Performance Indicators(KPIs) Department and Project Cost (estimate) Start Date Due Date Staff $5,000/year 1)Expand outreach through Town Halls,Coffee with the Mayor, Completed 100% Q1/2023 Ongoing Task(s)completed as of the first biannual progress report. Budgeted in FY23- and enhanced certificate/award program 24 _ 2)Develop&produce new digital content—PSAs,Mayor's a)*of social media engagements and impressions 550,000/year Roundtable,Public Safety Awareness,etc. n Completed 100% Q1/2023 Ongoing Task(s)completed as of the first biannual progress report. (int(.Facebook,Instagram,YouTube) Budgeted in FY23- 24 3)Create&purchase outreach kit—to include tents,banners, Staff is creating a'HB Promo Inventory'with procedures to r In Progress 60% Q3/2023 Ongoing enable other departments to order promotional materials that $10,000 annually tables,handouts,collateral are consistent with the City's brand C.Expand and enhance community outreach Staff is currently developing a community stakeholder contact City Manager's $0 4)Collaborate with partners to identify more opportunities to engagement opportunities /In Progress 40% Q3/2023 Ongoing Office-Public Costs are mainly through neighborhood town engage with residents&businesses list and outreach channels. Affairs Manager in staff time halls,direct mailers,and videos 5)Develop PIO committee from all Departments committed to Staff will identify PIO contact(s)for each City Department and $0 developing effective citywide quarterly mailers and public n Upcoming 0% Q3/2024 Ongoing develop a comprehensive list of programs,services,and Costs are mainly feedback materials based on existing needs activities for further promotion and engagement in staff time 6)Create a consolidated citywide event calendar and policy for $0 41 Completed 100% Q1/2023 Q1/2023 Task(s)completed as of the first biannual progress report. Costs are mainly planning and implementing events in staff time Staff is rebranding based on comprehensive community S10,000 7)Launch Community Engagement Platform /In Progress 20% Q4/2023 Q4/2024 feedback and surveying programs.The staff is currently in One time cost in discussions with different technology providers to identify potential products and costs. FY24-25 budget S175,000 Using PEG funds 1)Buildout downstairs studio&update equipment X:Completed 100% Q2/2023 Q2/2024 Task(s)completed as of the first biannual progress report. restricted to use D.Enhance capacity of HBTV on public TV and produce relevant television City Manager's capital only content to expand the City's Office-Public public engagement reach 2)Hire HBTV Media Coordinator r In Progress 70% Q2/2024 Q3/2024 Final stages of the recruitment process. Affairs Manager Costs are mainly across diverse audiences in staff time 3)Develop informative&varied content with purpose and Staff continues to collaborate with the Communications $420,000 /In Progress 80% Q1/2024 Q1/2025 reflective of Huntington Beach Committee and various departments to create original content. a)#of online videos created Across four years $0 1)Hire Graphic Designer (4,Completed 100% Q2/2023 Q4/2023 Task(s)completed as of the first biannual progress report. Costs ore mainly in staff time E. Hire a graphic designer to SO incorporate the City's Branding 2)Develop Citywide Branding Guide *Completed 100% Q7/2023 Q1/2024 Task(s)completed as of the first biannual progress report. Costs are mainly City Manager's in staff time Guide throughout the organization for greater Office-Public Affairs Manager $0 consistency and appeal across 3)DevelopCitywide policyonpublic facing graphics/content *Completed leted 100% Q2/2023 Q1/2024 Staff implemented a policy guide that provides guidance on al KPI no longer liable. Costs are mainly all City visual content g g p p how and when to display graphics. g pp in staff time 4)Develop standardized templates and materials for citywide r In Progress 30% Q3/2023 Q1/2025 Staff is working on standardizing templates and materials,such $0 Costs are mainly use as flyers,agendas,and presentations in staff time 277 GOAL 8. PUBLIC SAFETY Success Indicator.Ensure the safety and protection of all community members,both efficiently and effectively. Completion Lead Key Tasks and Deliverables Ti mekne"' Estimated Total Strategies Progress Status % Current Status Key Performance Indicators(KPls) Department and (in chronological order) Project Cost (estimate) Staff Start Date Due Date a)Form a work group with Police,Fire,IS,Public Works(Complete) b)*of monthly calls for service c)Form a quarterly work group with all Fire Staff continues to develop and utilize comprehensive data divisions to review staff risk reduction strategies 1)Lead a community wide comprehensive risk reduction (Complete) $200,000 strategy and culture to minimize incidents and optimize r In Progress 50% 03/2022 Q4/2026 analytics and mapping dashboards to inform staffing and d)Receive the American Heart Association(AHA) One time cost foe operational decisions.Staff is also exploring a public saving emergency response dashboard. Mission:Lifeline EMS Recognition for excellent pre- FY25-26 hospital heart attack care.(Complete) e)Meet FireScope Type Requirement(Complete) f)%of Lifeguards/Marine Safety Officers meeting US Lifesaving Assoc.requirements g)#of sidewalk CPR trainings conducted(NEW) a)%of Life Safety and Fire Permit inspections f0 2)Realignment of inspection assignments and frequencies to completed *Completed 100% 03/2022 Q4/2023 Task(s)completed as of the first biannual progress report. Costs are mainly improve departmental efficiencies and customer service b)%of State-mandated occupancy inspections in staff time completed a)#of youth enrolled in Fire Explorers program b)#of ambulance operators and lifeguards $0 3)Implement Intern program `Completed 100% Q4/2022 Q3/2023 Task(s)completed as of the first biannual progress report. Costs are mainly A.Community-wide sponsored for fire academies and/or paramedic Fire-Chief in staff time comprehensive risk reduction - school program to optimize public a)Meet quarterly with the Chamber of Commerce, safety's emergency response Cultivate a business centered customer service culture Staff is usingdata analytics to be more proactive in CRR for Downtown BID,and small business owners to f0 Y 9 Y Pon 4) Y< r In Progress 50% Q1/2023 Q4/2024 discuss business/community feedback related to Costs are mainly and reduce the number of calls. fostered on communication,consistency and transparency improved customer-centered services business,development,and customer service in staff time (yes/no) a)Yearly redefine target hazards using data and $0 Staff is working with Community Connect to develop the redefine response grid as needed(yes/no) 5)Implement an emergency pre-plan program r In Progress 50% Q3/2023 Q3/2024 Costs are mainly program with training scheduled for 2024. b)%of suppression personnel trained on new emergency pre-plan program in staff time 6)Utilize analytics to implement targeted risk reduction Staff continues to conduct beta tests campaigns for targeted risk $0 r In Progress 80% Q3/2022 Q3/2024 Same KPIs as Task A.1 Costs are mainly campaigns designed to reduce emergency response reduction. in staff time Staff determined that a limited-time Management Aide is better f0 7)Establish a full-time Fire Department community engagement suited to serve as a community engagement coordinator.This KPIs to be determined following the launch of the /In Progress 80% Q3/2023 Q3/2024 Costs are mainly coordinator position is included in the FY 24/25 budget and is funded by Opioid Settlement Spending Plan in staff time Opioid Funds. Staff determined a limited-time Management Aide is better f0 8)Expand Junior Lifeguard Coordinators to full-time Integration suited to serve as a community engagement coordinator.This KPIs to be determined following the launch of the 1 In Progress 10% Q3/2023 Q3/2024 Costs are mainly of interdepartmental opioid prevention and community position is included in the FY 24/25 budget and is funded by Opioid Settlement Spending Plan in staff time Opioid Funds. Staff continues to conduct training,invest in upgrades,and 9)Develop a Cyber Security Master Plan to secure the City's explore measures to elevate the city's posture against Cyber IS—Chief networks and ensure continued operations,in emergency r In Progress 10% Q4/2022 Q4/2027 Security threats.Additionally,efforts are underway to secure a)*of cyber security threats/attacks detected and Information TBD situations funding for a consultant to aid in the development of the prevented Officer Cybersecurity Master Plan. 278 KeyTasks and Deliverables Completion Timeline"' Lead Strategies Progress Status % Estimated Total (in chronological order) 9 Current Status Key Performance Indicators(KPIs) Department and 9 Project Cost (estimate) Staff Start Date Due Date 'ig training emails issued(NLW) IS-Chief 1 Prepare an IS Disaster RecoveryPlan o Upcoming 0% Q1R024 Q4/2026 Staff is working to secure funding for a consultant to help b)a of tiainings to be developed and to be develop the IS Disaster Recovery Plan. completed(min.12/year) Information TBD c %of trainin.com.leted Officer a)Update the emergency response plan and City Council approved the updated Hazard Mitigation Plan in Hazard Mitigation Plan B.Bolster City's emergency 2)Update emergency preparednessplans and special events b)%of staffing matrix for special events finalized SO management preparedness and P 9 cy p p p r In Progress 90% Q3/2022 Q4/2024 Q4/2022 and Emergency Operations Plan in Q3R024. c)Maintain minimum number of Community Fire-ManEOager Costs are mainly management plans via the Emergency Operations Center Emergency Response Plan Special Event Policy/AR is near Manager response plans to ensure Emergency Response Team and Radio Amateur in staff time seamless public safety response completion. Civil Emergency Services(RACES)volunteers during crisis events. (yes/no) The FY 24/25 budget includes funding for a supervisor.Staff will Police-Patrol 3)Identifyfundingfor the real time crime center In Progress 25% KPI's to be determined following the launch of the 9 Q4/2023 Q1/2028 continue to explore additional funding for the Real Time Crime Division TBD Real Time Crime Center Center. Captain Police-Patrol Budget Ind in a 4)Develop the real time crime center r In Progress 95% Q4/2023 Q4/2024 Development to be completed in Q4/2024. Division larger FY23-24 Captain CIP.ro'ect 279 c-007.., - . ''..; •',4:i.:i:.;m:::....,.;:s"..,:„:;••:•'.,„,.4.:'',i:':::;'*:,!,'.,iir•::,: •!:::.:*A::;;,!•::: . - . . , . ..-. • • k....- WItil ,• , ..„ . . . ., 11 ..„,14, ,, .-... '''; ' :. ' 4i t,' *, '.4.--...---, ''''..***. :•-: ..-'"a; • 1'&41* 2=40.-,.,,•tioviviii,syes,,m0,11* .. • - -: .- ,,.' ''''..,',-. r4,4"7,i144r°V4P74111PP grAd ,•.,,„„... •, , ' - . . ' ,--4--,... , .. , 1 7.:' ., 4^1wo or,. CIVIC ,'' :5110aitatt*:',N3,131'1'''AVI' I g* , .,,,..,,„„„.7.--„ „:7,-, ,„,„,.„„. - t-- .,-,, - , , ..•rt•Z"- .„.. 1 ' i0 ,,,..1.030.0041,,. ..... . . m wit , , . ,.. , ,,,„ ., ., . . ,,_ , , ' Agile ';',...,- .. 1• .f ... 4,- '.t ,: .i-----,<. .... 11 . ,..7.7"._ ' ...„,. , irill.... i,,.. . _t.-,- , 1 i Y 13 I .„.., , 0 •,. _ , ,-2 Biannual Progress .. ,. pdate #2 01111111.' IIIIIIL LI- • ... ‘ - - , .*: -., -,k- I -,,,. -. .. ,;',. , , ,,.. .. July16, 2024 :. . r.,:,,,'•-• ,i, City Manager's Office 0:11 .,.., , ..,,',1-,', ..„....._„..„... 4, 0.1;.... ,.... ..„1., .:,..„: ,... ,,,,. •_,. . _ ,. . .. ,t. .1. . .....,,,4 L..0.0. , -• , 3t44°. 111 , 4 „iv •, .. 411101"4 :' '-- \:' ... EE • • ......- ng 2023 - 2027 .....,00...-t- - #� I - x r „ .I, ,, .,... ,,, ., . , , , , ,,,, , „,,,„. , ti . t ,. Ji.,..,1 1,:;!..,: i ...,_* _.., ,r-, '- -x It --,:- ,, ,,,,,, ,.., , . ....,,, ,...„ ... . , , , . ki . ,*1 ‘lina.,..) i., . if a t 8 t""l' A ' t s3# s:. a. �*I., 11 1 . � � :_ _ �� '�' 1�_". � �:::". � ��f ;f.. { r� ;+ � .'� ""' fi.*. +' i /. ,W, s} 11611 { 0 1 t It TIMELINE MOVING FORWARD B a c k ro u n d October 3, 2023 Staff will present biannual City Council approved the progress updates in January FY 2023-2027 Strategic and July to ensure: Plan • Transparency and accountability January 16, 2024 • Alignment with current resources and policies First Biannual Update to • Regular opportunities for City Council to City Council provide feedback and recommend amendments 281 Strategic Plan Progress Update #2 I 2 Overview dr TUE Plan 0 III "'firiiiih. x --- ,, ./ / 1 8 23 98 73 Vision Overarching Strategies Tasks Key Performance "Committed to Responsive Goals Indicators (KPIs) :.and Exceptional Pub "c � fr .�a Service to All." 1 ..�-.erg. .�_ ,... 'w ,�. ,u -• Strategic Plan Progress Update #2 3 Overall Progress as of June 2024 4 a Completed / 1► 2% 43% In Prog1 1310 am. 111 ress On Hold 283 Strategic plan Progress Update #2 �_ Goal 1 : Economic Development • 25% In Progress , i ala% ..,voosr,,,,,--,...ii:, 7570 ,..xi.„40,4 ....,,,,„„4„.,,,,A, • 11B • r...r Completed .. - p Upcoming 1-01. • ''''''Irl.' •,`. n �1 Accomplishments FY 24-25 Tasks KPIs Il° pit, l , ; ° Completed an updated Present updated Strategy New KPIs to be determined ; v " Economic Development to CityCouncil in Fall 2024. following the adoption of the -.' " Strategy updated Strategy mow _ "„ 284 Strategic Plan Progress Update #2 Goal 2: Fiscal Stability tom 'h t„"ba. yu_,, na In Progress • 40% g ? 40% g r.aii.r y Co eted 2O7oa lik mpl On Hold rl Accomplishments FY 24-25 Tasks KPIs Updated Master Fee and Establish a centralized Real Total valuation of grants/outside r Charges Schedule Estate Program funds awarded to the City ek` 14 Secured $9M in Form an interdepartmental �" Grant/Outside Funding working group to enhance � rv� : s citywide efforts on identifying — � and applying for external !!!! � funding 285 Strategic Plan Progress Update #2 Goal 3: High Performing Organization In Progress orm Am . � ' ' 4 MS�` upcoming 127 45% 39% p g 0 1 B • ( , , , ,, ill all r °� `�� '} Completed 470 on Hold IL -. c b¢ Accomplishments FY 24-25 Tasks KPIs i f ` Present an u date on Customer satisfaction survey Launched Streamline p Surf City Streamline Surf City to City rating (Accela): ti '' Council Customer service satisfaction _ Filled All Vacant Director ' � Ex and ran a of trainin topics ratin Positions p g g p g: , `' 41' offered to City staff r 104 4 4_1.- Total# of employee training � <. tit. g. F� , t , ,i, -y Launch online performance programs offered: . ^' ,fit'- Y • evaluation system for City staff, 286 Y -'k- '' _ cjj" trategic Plan Progress Update #2?., a 'm ,'_Y +.e Goal 4: Homelessness `: .k, 50% In Progress 5070 . , q. � � fir\ Completed - - p Upcoming 'I 4- � � " � ,�.� Accomplishments FY 24-25 Tasks KPIs =� jti ; Continue workingwith Total# of HB Cares volunteers & := Built a network of 20+ a ` Jamboree Housing hours organizations to assist with needs and services n e Corporation to develop the a . 1 Pathways Project Total# of clients housed through '_____ 14 Housed Year to Date; 6 System of Care Exited to Permanent Housing Reapply for the CalOptima Street Medicine Program Total# of Be Well O.C. services rendered & hours 287 Strategic Plan Progress Update #2 1 4 � � Goal 5: Housing • _ _% In Progress .. 00% ' . t. - 1; i , •••g--- --- - ..11,4,,, „t.. u�-•�., .., + � �"\ iilr'...., . -.is --;a -' '7 111°- -t •i • •. e1, ,,,,.r Completed �o Upcoming r Jo r 'k i k 4.44 .' Accomplishments FY 24-25 Tasks KPIs Created a Legislative Platform Continue to monitor Total# of policy positions for the City legislation related to local related to Housing taken by the control of land-use planning City Council � Continue to participate in > .1 ,,--- - i, regional agency efforts related K =' ' - 444 to housing policy .04 . 288 '' - ,• _ � '. Strategic Plan Progress Update #2 i Goal 6: Infrastructure Investment isk ,,,,,,.,44, . ,,,,, ,.i. r - '' 44 ' t 4:0,;,.,A 4--„-*,. ,...,Nv'e.t.t,.4A, , ate 4 g '- ' In Progress ' 54% %-:‘,*-,,, alk k 1 3% , ‘ Ill' - -,„ • H3 • . 1 .. .. ...� Completed 33% Upcoming Accomplishments FY 24-25 Tasks KPIs ..: Completed the Water Master Present the City-Wide Parks Total# of miles of bike lanes Plan and Fleet Transition Plan & Recreation, Sewer, and installed Mobility Master Plans to the " ii Hired a design consultant to City Council Total # of mobility safety 51 . .a. assist with City efforts to improvements completed .. r .. renovate and improve beach Issue RFP for the Central w g-.* -*— - facilities Park Master Plan .. . t._ i 289 Strategic Plan Progress Update #2 1 it Goal 7: Public Engagement =..,, „-„ LIVE HERE x5 36% In Progress WORK HERE �. r � 4970 , a Completed 1 gai firtr-r,rr,inq Mil MO PLAY HERE Accomplishments FY 24-25 Tasks KPIs Launched new city website Hire a HBTV Media Total# of site visits and Coordinator engagement on City website .. Established a standardized branding guide Develop standardized Total# of social media * • templates & materials for engagements and impressions citywide use ' - • Total# of online videos created 290 Strategic Plan Progress Update #2 Goal 8: Public Safety Tj <v 4 *�Av v � 76% In Progress 1,," r 1 r o / t s_ ",:9,\1.\\,,,, . • f r"O Completed 119 .� iir-tr., ri A . Accomplishments FY 24-25 Tasks KPIs r 1 , _ f `�I Received the American Heart Implement Total# of monthly calls for service ? � io. �.;` Association Mission: Lifeline interdepartmental opioid EMS Recognition for prevention efforts % r -� fig;;.: : Total of life safety and fire J excellent pre-hospital heart permit inspections completed __ —. attack care Complete the Special Events Total /o of state-mandated .„ rt Secured funding for the occupancy inspections . 1 '� construction of the Real Develop the Real Time Crime completed "` �� Time Crime Center and a Center 291 ,. dedicated supervisor Strategic Plan Progress Update #2 DASHBOARD HUNTINGTON BEACH Goal 4. Homelessne Cans System ofCare*amine Hours Unsheltered and Sheltered rAwaA noon.f`atlas 'ref VA*nonss by Wrti in Y°^• ..... .. M arf •rprnarVaa.vwwrrd es a 50.00% "a /� O. 50% ° m MS 0.00/e 1 ,.�. rob MN ,w Or Mt ,�,e Par w» m ta"wq in '.m�-it:.took bed U Cant Cleats p fp•..t h w°sq•Tire Cwrote Accomplahmeots IV 74 25 r r ont- Kt% 24 rm -- • rat Cann ParbaeYNpa,to Mate I Yr '. Continue ma'am wdh Jamboree to develop .Total hH Gee Vdudaars Stec fb u. -�i•: 2142 ,....a a„ eat (a w.,.,y . CawP t SWUM 10 hula old morale Iem r TOO Water andiviewlaShafted ;.% 462. . SAMPLE DASHBOARD VISUALS .. _ ... ..., ,., , HUNTINGTONBFACH dal 8: Public Safet` � . Overall Progres,,'•i-,P,1, `1500 �° s. .00 63.89% / , In Progress +ee ae a e NM t � .10: 24% 12.50% 1, Completed Upcoming 0% 100% 34 a °.n.oaaweae ar n,M; Accomplishments FY 24-25 Projects KPIs .Recvyed efeAmrrcan Wort AsnOmakM .conmrM devebrmg 0 mmmrmrtyysxM risk .Total Monthly Calls for Semce ' ,.' .•• .. ., .. .8..,. Peal)Mission.Lfebn EMS Preemption for reduce.skatsgy to mrnimue incidents and -Reoerkfyng In Industry Specific Tra.tmgs fiso.omw r nrot•M a -nm• nrybt hesI&bite brie opbre ye emergency mot/snob .Total Ur Safi.and F.Pent ktspeobe .... Ca•r•.Jmon or eat tma•cane Gentry•rs Enterer.,p par-Man ProVant Mad .Total Foe Erato.,EnNAed , It wmp¢ean. pnpa rMness p'oe .Mentr.nor of CERT and RACES Winn 292 Strategic Plan Progress Update #2 Z 1 '3, .s .. ,.'MIYu'°.a�.?tlWw;-'�wt-�^; , yrrv.e`..... E ; -s.ti rt ...art. ma wW: a j .. .. �'.,... .-. te' ,., ..- • Recommendation Receive and file the 2023-27 Strategic Plan Biannual Progress Update #2 293 Strategic Plan Progress Update #2 �111NCT 2000 Main Street, 04� Huntington Beach,CA t. n 92648 City of Huntington Beach APPROVED 7-0 AS AMENDED 9z. s, STAFF TO RETURN IN JULY couri v c�``� W/ MORE BROAD KEY PERFORr ANCE INDICATORS File #: 23-1071 MEETING DATE: 1/16/2024 REQUEST FOR CITY COUNCIL ACTION SUBMITTED TO: Honorable Mayor and City Council Members SUBMITTED BY: Eric G. Parra, Interim City Manager VIA: Travis K. Hopkins, Assistant City Manager PREPARED BY: Catherine Jun, Deputy City Manager Subject: FY 2023-2027 Strategic Plan - Biannual Progress Update #1 Statement of Issue: Following City Council's adoption of the FY 2023-27 Strategic Plan on October 3, 2023, staff committed to providing biannual progress updates to City Council in January and July. Progress updates ensure transparency and accountability towards the timely completion of the Strategic Plan, while giving City Council regular opportunities to review and recommend amendments, as needed. This report provides the first progress update. Financial Impact: None Recommended Action: Receive and file the FY 2023-2027 Strategic Plan - Biannual Progress Update #1. Alternative Action(s): Do not approve the recommended action. Request modifications to the Progress Update, amendments to the Strategic Plan, and/or direct staff accordingly. Analysis: From April to June 2023, the City Council and Executive Leadership Team engaged in a comprehensive process to build the FY 2023-2027 Strategic Plan ("Plan"). This process included one-on-one interviews with Council Members and Charter Officers, as well as workshops with City Council and Departments Heads to set the key priorities and projects for the next four fiscal years. This work culminated with City Council's adoption of the Plan on October 3, 2023 via Resolution 2023-46. In this Plan, City Council established eight overarching goals achieved through 23 major strategies and 99 tasks. Staff also established over 70 key performance indicators (KPIs) in recent months to City of Huntington Beach Page 1 of 2 Printed on 1/10/2024 powerey LegistarTM File #: 23-1071 MEETING DATE: 1/16/2024 measure their impacts over time. Using all of the metrics above, staff has determined that the Plan is on track and achieving its goals in a timely manner. The Plan is 32% complete as of January 2024. An additional 47% is in progress, 19% is upcoming, and 2% is on hold. Detailed information is in the updated Implementation Action Plan (Attachment 1). A high-level summary is available in the presentation (Attachment 2). Following tonight's meeting, all approved documents will be posted on the City's website at www.huntingtonbeachca.qov/strategicplan <http://www.huntingtonbeachca.gov/strategicplan>. Environmental Status: This action is not subject to the California Environmental Quality Act (CEQA) pursuant to Sections 15060(c)(2) (the activity will not result in a direct or reasonably foreseeable indirect physical change in the environment) and 15060(c)(3) (the activity is not a project as defined in Section 15378) of the CEQA Guidelines, California Code of Regulations, Title 14, Chapter 3, because it has no potential for resulting in physical change to the environment, directly or indirectly. Strategic Plan Goal: Non Applicable - Administrative Item Attachment(s): 1. Biannual Progress Update #1 (Implementation Action Plan) 2. Summary Presentation City of Huntington Beach Page 2 of 2 Printed on 1/10/2024 powereab7r LegistarT"^ City Council/ ACTION AGENDA January 16, 2024 Public Financing Authority ADMINISTRATIVE ITEMS 19. 23-1071 FY 2023-2027 Strategic Plan - Biannual Progress Update #1 Recommended Action: Receive and file the FY 2023-2027 Strategic Plan - Biannual Progress Update #1. Approved 7-0 as amended—staff to return in July with more broad key performance indicators for each of the success indicators identified COUNCIL MEMBER ITEMS Mayor Van Der Mark called for a concurrent discussion on items 20 and 21. 20. 24-039 Item Submitted by Mayor Pro Tern Burns - Council Recommended Action Regarding Rhone Lane/OC San Reg Miller-Holder Easement Recommended Action: It is requested that the Huntington Beach City Council direct the City Manager and City Attorney to work with OC San and the residents and homeowners of Rhone Lane affected by the Miller- Holder easement towards an agreeable solution if asked by both OC San and the Owners/Residents. 21. 24-046 Item Submitted by Council Members Bolton, Kalmick and Moser- Rhone Lane -OC San Easement Issue Recommended Action: We recommend that the City Council request OC San pause its action for 60 days on this issue at its meeting on January 17, 2024 (We asked the OC San Board Chair to agendize this issue as a placeholder in preparation for our vote tonight or failing that a Special Meeting). We should further engage the City Manager and City Staff to work with OC San staff on additional options available to residents affected by this encroachment. And, if appropriate, have staff convene a town hall with residents and appropriate parties to discuss the issue. Approved 7-0 the recommended action points identified in Item Nos. 20 and 21, as amended to direct the City Attorney and staff to make a request of the OC San to consider postponement of action for 120 days, and in the spirit of cooperation, offer the City's assistance to facilitate a conversation with OC San representatives to consider alternatives for resolution of the easement issue. 22. 24-045 Item Submitted by Council Members Bolton, Kalmick and Moser - Expedited Plan Check for Development Recommended Action: Direct the City Manager to work with Bargaining Units and the necessary City Departments (e.g. Community Development, Public Works, Fire etc.)to create a voluntary, expedited plan check process with either City Employees (first priority) and/or contracted plan checkers to help expedite the process of getting plans approved. All costs would be borne by the Expedited Plan Page 7 of 7 City of Huntington Beach Implementation Action Plan for the 2023-2027 Strategic Plan Progress Update#1 (January 2024) The Implementation Action Plan (IAP) is used by City staff to implement the 2023-2027 City Council also reviewed 18 Strategic Plan goals, given various considerations such as resource availability (i.e., If the big rocks don't go in first, other strategies and identified staffing, finances, and equipment). It is also used to track the progress of the Plan for them as important but not as greater transparency and community engagement. . -• oy„,�„ urgent or critical. Those Strategies or "�""P°"' "Small Rocks" are available on the strat.gi.. Each Goal in the IAP includes the following details to guide staff towards the orderly original IAP published here. As priority implementation and completion of all items in the Plan. However, the Plan and IAP are Strategies are completed and free up City Small living documents that can be amended by the City Council to better meet the needs of p '�it Imporum resources, City Council may consider an the City, as priorities, resources, and conditions evolve over time. • """`°I" working with staff to pick up one or more Small Rocks for future implementation, as higher priority 1. Goals-Overarching priorities identified by City Council during the Strategic Plan p g period. strategies are completed, resources are made available, community needs 2. Success Indicator-The overall impact that is measured upon the completion of a they aren't going to fit in later. evolve, and other factors present at that Goal. _ time. 3. Strategies-The 23 actions or"what we seek to achieve"under each Goal. All modifications to the IAP and progress updates will continue to be communicated to the City Council on a biannual basis (January and July), providing a forum to gather feedback 4. Key Tasks and Deliverables-All Tasks that must be completed to achieve each that will be used to update and improve the Strategic Plan over the next four years. Goal. 5. Progress Status and Completion%-Indicates whether a Task is complete,in progress,upcoming or on hold,and the percentage completion rate. 6. Timeline(Start/Finish)-A start and end date for the entire task/strategy,defined in quarters and years. 7. Current Status-The status of each task at the time of reporting. 8. Key Performance Indicator-Quantitative measures of each task/goal's impact. 9. Lead Department and Staff-The main staff/department designated as having management responsibility for completing the item. 10. Estimated Total Project Cost-Estimated funds for equipment, services, contractors, consultants, and other necessary expenses. Indicate whether all or partial funds are budgeted or require budgeting City of Huntington Beach-Implementation Action Plan for the 2023-2027 Strategic Plan Progress Update 41(January 2024) �:i: GOAL 1. ECONOMIC DEVELOPMENT Success Indicator:Greater business retention,investments and job growth in Huntington Beach. Completion Timeline"' Lead Key Tasks and Deliverables Estimated Total Strategics Progress Status % Current Status Key Performance Indicators(KPIs) Department and (in chronological order) Start Date Due Date Project Cost (estimate) Staff 1)Review 2017 Economic Development Strategy and 2020 Completed 100% Q4/2023 Q4/2023 Summit held on 10/13/23.Attendees provided input on the SO Indust Cluster/Workforce Anal is;conduct the Ma.r's hi.hest.riori economic develo.ment ob'ectives in the Ci , Costs are main With input received from the Summit,staff developed a scope of work and prepared a project schedule: • -Q1/2024:Review existing documents and analyze market data; 2) Staff to develop a scope draft an Updated Strategy. SO of work to prepare an updated Economic Development Strategy. C^'npleted 100% Q4/2023 Q4/2023 Costs i p p -Q12024:Gather staff feedback on the draft. A. Develop an updated Communityin • economic develo Strate -Q22024:Hold briefings with the Economic Development P 9y Committee and Council Members to gather feedback. Development- to increase business retention, Economic local investments,and job -•3 024:Present final draft to Ci Council Development growth 3)Work with keyindustrystakeholders to solicit input duringthe Input gathered from the Summit will be incorporated as goals in p • p the updated ED Strategy.Add')outreach with industry Manager SO development of the Strategy and prioritize further outreach as „_c. 100% Q4/2023 Q4/2023 Costs are mainly stakeholders and community partners may also be incorporated part of the strategy. in staff time and will be included in Task A1. s- �.a, a)if of business visits and engagements S0 4)Present an updated Strategy to City Council for consideration .+-jlj�i 2096 Q4/2023 Q3/2024 b)Add'l Kpls to be determined following completion Costs are mainly and approval. ,,: of the Updated Strategy in staff time 289 GOAL 2. FISCAL STABILITY Success Indicator: Available funding to support a high-quality level of programs,services,and capital investments and to build a structural surplus. Completion Timeline'"" Lead Key Tasks and Deliverables Estimated Total Strategies Progress Status Current Status Key Performance Indicators(KPIs) Department and (in chronological order) lest,,„,,,,) Start Date Due Date Staff Project Cost 1)Update fee study(i.e.,citywide fees and charges,EMS,and Staff is working with a consultant to update the study,incl.a cost a)Structurally balanced budget(yes/no) g allocation plan that will be presented to Council in Q2 2024.As b)Updated Master Fee Schedule(yes/no) Finance-Chief SB 00 fines)and evaluate the feasibility of implementing updated fees. a In Progress 50% Q3/2023 Q2/2024 One-time cost,st,i in n part of the City's overall fiscal sustainability,staff is also looking c)Add'I KPIs may be established after the completion Financial Officer Includes cost of service fee study and cost allocation plan. FY23-24 into revenue generating opportunities. of the Updated Fee Study 5180,E r vrar Budgeter 2)Establish an ongoing program to increase grant application Hired State and Federal legislative advocates(2)to identify and a)Total valuation of grants/outside funds awarded to CMO-Council 24. e In Progress 50% Q3/2023 Q3/2024 apply for funding for major Council approved projects.Platform ongoing rr efforts and pursue federal/state funding. the City Policy Analyst will also be used to manage grant applications. Also coveve the the cost for Goal S.A. - 2 In Q4 2024.staff will establish a centralized real estate program Community A. Consider new revenue Development sources and opportunities to to review city leases as they approach expiration,adjust them to TBD PP 3)Evaluate leases/concessionaires and adjust to market rate a)KPIs will be established once the program is and Public art the City's priority .In Progress 25% Q1/2024 Q4/2024 market rate when needed,and manage them uniformly across all One time cost in support tY where applicable established Works inter- depts.As a first step,staff is identifying consultants to assess all FY23-24 initiatives and projects departme mental or a sample of city leases. support) This item will be incorporated into the updated Economic Development Strategy(Goal 1.A)and will include a list of Community SO 4)Develop formal policy for attracting and retaining high ,In progress 20% Q4/2023 Q3/2024 industries to attract,promotional materials(e.g.community See Goal 1.A Development- Costs are mainly demand businesses profile,fact sheet or brochure that conveys HB's strengths, Econ.Derv. unique brand and messaging),and use of tools such as Manager in staff time conferences and trade shows. 5)Update developer impact fees in accordance with the Due to relatively new State legislation,embarking on this effort Community Mitigation Fee Act;ensure fees are aligned with the impact of 4 On Hold 0% N/A N/A will likely result in lower DIFs,which would counter the original Development- On hold intent of this item.The law,however,does require an update by development on City services/stakeholders. Director 2030,and staff will revisit this item at that time. 290 GOAL 3. HIGH PERFORMING ORGANIZATION Success Indicator:An engaged City workforce that is committed to responsive and exceptional public service for all and achieves a customer satisfaction rating of 90%or higher. Key Tasks and Deliverables Completion Timeline.* Lead Estimated Total Strategies Progress Status % Current Status Key Performance Indicators(KPIs) Department and (in chronological order) (estimate) Start Date Due Date Staff Project Cost Staff wit begin with a pilot program in Community Development 1)Finalize scope of effort(i.e.,required departments,services, called Streamline HB that will implement internal efficiencies with $0 technology)and physical scope of work(i.e.,counter layout, ,In Progress 80% Q2/2023 Q2/2024 minimal physical improvements upfront.Staffing models include Costs are mainly number of workstations,etc.);obtain quotes for tech needs. individualized concierge services.This pilot will help determine if in staff time add'1 improvements are needed. A.Establish a One Stop Shop to This item is on pause.Streamline HB will require limited physical bring development services and 2)Procure design firm to prepare concept drawings and cost improvements and will not need a design firm at this time.Staff Community other frequently used services A On Hold 0% N/A N/A Development- On hold estimates for physical space will assess the pilot before determining if more significant under one location to create an improvements are needed using a design firm. Director and improved and efficient customer Building Official service experience 3)Circle back with City Council to prioritize next steps,phasing The final phasing plan to implement Streamline HB will be So plan,and financing plan o Upcoming 0% Q3/2024 Q3/2024 presented in Q3/2024;staff will gather feedback and incorporate Costs are mainly them into the implementation phase. in staff time TBD 4)Implement phasing plan o Upcoming 0% Q4/2024 Q2/2025 Once approved by Council,staff will implement the final phasing a)Accela customer satisfaction survey rating Following plan. completion of Tasks 1-3 Completed 5 recruitments on time plus 2 interim recruitments. $25,000 1)Complete recruitment for vacant director positions within 3 'In Progress 80% Q1/2023 Q4/2023 Currentlyrecruitingfora permanent Human Resources Director a)Recruitments completed months of vacancy g P (yes/no) One-time cost in B.Fill department director using the services of a recruiter. FY23-24 vacancies and other key 2)Implement Managed Hiring Process to identify and fill key Implemented a Managed Hiring process,which is on track to City Manager's $0 positions to lead and provide r In Progress 25% Q3/2023 Q22025 a)Savings achieved in FY23-24 and FY24-25 Office-City Costs are mainly vacancies meeting its 2-year savings goals through June 2025. essential services to the Manager in staff time community SO 3)Identify efficiencies to aid departments whose vacancies In Progress 50% Q22023 Q2-/2p2q Staff identified efficiencies for FY23-24.Staff is continuing this a)Amount of efficiencies identified Costs are mainly cannot be filled immediately exercise for the FY24-25 and FY 25-26 Budgets. in streF tune Continue to implement components of the Plan Incl.a customer $30,000 1)Review and implement a 12-month action plan by North Star r In Progress 50% Q2/2023 032024 satisfaction survey provided to customers at the end of a a)Customer service satisfaction rating One-time cost in _ service�nteradion. b)Biennial quality of life survey results FY23 24 C.Implement the Public Service Successfully identified staff to take the virtual training.Began mid 1 Excellence Initiative to invest in 2)Kickoff a 10-session Dennis Snow Customer Service Virtual 100% 02/2023 Q42023 point check-in meetings with each dept.to discuss lessons and City Manager's Ono-tu workforce development and Training for 250 team members incorporate them into City operations. Office- promote exceptional customer — Principal Analyst service As part of Goal 3.C.1,completed a thiry-party assessment of City's $0 3)Create an intemal customer service working group to identify r In Progress 10% Q1/2024 Q3/2024 Costs service delivery City is working closely with the Deputy Costs are mainly customer issues and develop improvements Leadership Team(DLT)to identify internal OneHB team members in staff time to implement key recommendations. D.Restructure the City's Boards, 1)Convene a Council Ad Hoc Subcommittee to recommend , SO Commissions and Committees Completed 100% Q2/2023 Q3/2023 Formed on 5/6/2023 and made recommendations on 6/6/2023. City Manager's Costs ore mainly structural changes as needed (BCC)to ensure the most Office- in staff time efficient use of City resources ` Recommendations approved at 8/1/23 Council meeting. Assistant City $0 while maintaining an effective 2)Present recommendations to City Council and implement Completed 100% Q2/2023 Q32023 Documents to effectuate them approved at 9/5 and 10/3/23 a)BCCs restructured(yes/no) Manager Costs are mainly level of civic engagement approved changes Council Meetings. in staff time 291 Staff has conducted initial research into training topics and has $0 1)Identify required and optional training opportunities Completed 100% Q2/2023 Q3/2023 Costs are mainly begun implementing them throughout the year. in staff time Continue to research alternative LMS providers to ensure city is 2)Research available LMS providers,compare features,pricing r In Progress 50% 42/2023 Q3/2024offering the best training solutions for staff,identify add! $0 E.Explore new Learning Costs are mainly and user reviews resources available through existing partnerships(i.e.EAP,LCW) Management Systems(LMS)to Human in staff time offer more comprehensive and _ and Target Solutions for training content&tracking. Resources innovative employee and public Current LMS,Target Solutions,is offered at no cost under our Director $0 3)Work with selected provider and IS to develop and implement official training programs LMS Completed 0% Q2/2024 Q4/2023 current contract with an HR service provider.Being used for Costs are mainly online training&centralized certification recordkeeping. in staff time Staff is currently working to establish LMS user accounts for all $0 employees citywide,completing required legal training(AB1234, 4)Conduct citywide training and rollout /In Progress 25% Q3/2024 Q4/2024 581661),and conducting citywide surveys for training topics a)#of employee training programs offered Costs r^^^•^r^t•• offered. in 1)Research performance evaluation system;select and develop In Progress 80% 02/2022 Q3/202424 Staff has selected Trakstar.Currently finalizing evaluation ad / Costs are mainly new system template to be used citwide. F.Launch TrakStar,a web-based in staff time performance evaluation system Initial feedback received has resulted in change of performance Human $0 for City employees that will help 2)Gather feedback and consensus from Leadership Teams, a In Progress 50% Q1/2023 Q3/2024 evaluation template;followupmeetings with staff and Resources- improve employee engagement Managers and Labor Associations 8 p 9 Director Costs are mainly associations to be scheduled. in staff time and productivity - - 3)Conduct rollout;provide citywide training for all supervisors o Upcoming 0% Q3/2024 Q4/2024 Citywide rollout plan by department to be intiated;hands-on f0 a)%of staff trained in new evaluation system Costs are mainly and staff;conduct rollout training for all supervisors and staff to be scheduled. in staff time - oS 1)Issue an RFP and select a new TPA;coordinate the transfer of $0 G.Select a new third-party Completed 100% Q4/2022 Q4/2023 AIMS selected;data transfer to AIMS completed. Costs are mainly administrator(TPA)for workers' all relevant data to TPA in staff time compensation to manage City - 7 claims efficiently,reduce cost 2)Introduce TPA to organization and rollout TPA services on an Initial introduction held.Training sessions for supervisors held in $0 and create a safer workplace Completed 100% Q3/2023 Q4/2023 Costs are mainly ongoing basis December 2023 for online claims reporting. in staff time 292 GOAL 4. HOMELESSNESS Success Indicator: A continuum of care that reduces homelessness andmaintains quality of life for the entire community. Completion Lead Key Tasks and Deliverables Timeline"' Estimated Total Strategies Progress Status % Current Status (in chronological order) Key Performance Indicators(KPIs) Department and Project Cost (estimate) Start Date Due Date Staff * Program has been established and has currently trained 20 SO 1)Develop the HB Cares model of volunteers to provide services Completed 100% Q1/2023 Q2/2023 volunteers to staff Homeless Task Force outreach phone lines, a)#of volunteers enrolled and trained. Costs are mainly to the homeless population activities at the Navigation Center(i.e.social skills groups, A.Explore options to beautification projects). in staff time Staff has built a network of 20 organizations to assist with needs City Managers collaborate with faith and community-based • and services and established a faith-based resource group to Office- or anizatlons,the Ci s HB 2)Seek partnerships with faith and community-based provide significant financial commitments and services through Homeless I 9 tY'Cares Volunteer ro ram, organizations to provide direct services and support to prevent or _ a)#of local faith and community based 100% Q1/2023 Q4/2023 volunteers and advocacy.City facilitates quarterly Community Services Costs t P g reduce homelessness Resource Collaborative meetings to encourage streamlined organizations partnering with the City Volunteer in,.,."m„� CalOptima,and others to provide social services in a cost- communication among providers and hosted the first Community Coordinator and effective manner. - - Connection event. Manager * Council submitted an application for the Street Medicine $0 3)Collaborate with CalOptima as they release their street Com leted 100% Q2/2023 Q4/2024 Program on 11/7/23;however,the City was notified on 12/7/23 medicine program p that it was not successful.The City will continue pursuing this Costs are mainly in staff time program and other opportunities. Funding sources have been identified by Jamboree Housing and $O 1)Coordinate with Jamboree to develop and finalize the planned a preliminary design has been rendered.An extension to the t In Progress 50% Q3/2023 Q2/2024 Costs are mainly use and conceptual plans existing Exclusive Negotiating Agreement and recommendations in staff time will be brought to Council in Q1 2024. • Funding sources have been identified by Jamboree Housing.The SO 2)Secure funding opportunities to develop site /In Progress 25% Q1/2023 Q3/2027 City will need to obtain authorization,complete applications,and - City Managers Costs are mainly B.Feasibly transition the (if selected)receive funds. Office- in staff time Navigation Center to include Homeless TBD shelter and supportive housing. Services 3)Collaborate with partners,operators,and agencies to deliver o Upcoming 0% Q1/2024 Q3/2027 Work in progress.We anticipate seeking proposals once final Mana er (following services services for the site are determined. g completion of Tasks 1-2) TBD A preliminary design has been rendered.Recommendations and a) Biennial Point-in-Time Homeless County (following 4)Design and construct /In Progress 25% Q3/2023 Q3/2027 an ENA extension will be brought to the City Council in Q1 2024. b)#of Navigation Center clients housed completion of Tasks 7-3) 293 GOAL 5. HOUSING Success Indicator:Proactive programs to address diverse housing needs within the City's jurisdiction and control. Completion Lead Key Tasks and Deliverables Timeline." Estimated Total Strategies Progress Status % Current Status Key Performance Indicators(KPIs) Department and (in chronological order) lestimatel Start Date Due Date Staff Project Cost Staff has prepared a Platform with feedback from the 1)Create a Legislative Platform with legislative advocates and Costs included in r In Progress 95% Q3/2023 Q12024 Intergovernmental Relations Committee.Platform will be a)Platform completed(yes/no) topical legislative analyses City.resented to Council in Q1/2024. Office-Manager's Council CiOOI2A2 Staff has onboarded legislative advocates to monitor proposed 2)Monitor proposed legislation for IRC's consideration Completed 100% Q1/2023 Ongoing legislation for the Intergovernmental Relations Committee and a)*of policy positions taken related to priorities in Policy Analyst Costs included in Council.This will be on.oin.. the Platform Goo12A2. Staff attends OCCOG Technical Advisory Committee,monitors A.Take action to maintain local ,a, SCAG meetings for regional projects and provides Council reps control of land-use planning 3)Participate in regional agency efforts related to housing policy ) with important info or talking points.Staff routinely reviews and Southern California Association of Governments(SLAG),Orange Completed 100% Q1/2023 Ongoing - Costs are mainly comments on regional planning documents such as the SCAG Community County Council of Governments(OCCOG),etc. Regional Transportation Plan/Sustainable Communities Strategies Development- in staff time (Connect SoCal)and the OCTA Long Range Transit Program. Director 4)Assist City Council Members on approved H-Items related to Staff met with Council Member authors and developed ideas to SO ,.-. 100% Q1/2023 Ongoing achieve the intent of H-items;future HBMC amendments are Costs are mainly local control forthcoming in Q12024.This will be an ongoing effort. in staff time 294 GOAL 6. INFRASTRUCTURE INVESTMENT Success Indicator.Maintained and upgraded infrastructure that supports the community's day-to-day needs,in accordance with the City's Infrastructure Report Card. Completion Lead Key Tasks and Deliverables Timeline"' Estimated Total Strategies Progress Status % Current Status Key Performance Indicators(KPIs) Department and (in chronological order) (esflmatel Start Date Due Date Staff Project Cost $200,000 1)Hire design consultant to conduct community outreach& r In Progress 85% Q32023 Q2/2024 Staff to hire consultant to assist with Goal 6A2(below). One-tine cost engagement FY23-24 budget A.Provide world-class beach Utilize consultant to develop concepts,gather community a)Completed planning(yes/no) Included in the 2)Develop project budget,design,and environmental review. o Upcoming 0% Q1/2024 Q3/2024 feedback,develop preliminary budgets,prepare an b)Completed design(yes/no) facilities,including the cost above renovation and expansion of 15 environmental review. c)Completed permitting(yes/no) If the proposed restroom improvements require a Measure C Public Works- $200,000 beach restrooms,new lighting 3)Conduct a Measure C analysis,as needed Upcoming 0% Q2/2024 Q4/2024 voter approval,staff will prepare to place a ballot measure on the a)Obtained project authorization via Measure C Director One-tin improvements for Pier Plaza voter approval(yes/no) November 2024 general election. access,security and 4)BID project and request allocation of funding through CIP a)Completed BID package and funding request Costs i programming 'r Upcoming 0% Q1/2025 Q3/2025 process,to include long term maintenance plan (yes/no) Goal 2.A2. a)#of restrooms constructed(yes/no) TBD following 5)Complete project construction o Upcoming 0% Q3/2025 Q4/2027 b)Construction completed on time(yes/no) completion of Tasks 1-2 Responsible Hospitality Institute(RHI)consultant collected data $0 1)Conduct assessment and community input of acceptable event r In Progress 15% Q4/2023 Q3/2024 in 10/2023;staff will present data/analysis to Council in Q2 2024 Costs are mainly volumes by type and also collaborate with stakeholders for future event opportunities.Present assessment in Summer 2024. in staff time CLS staff began working with Public Safety and requested data by f0 2)Evaluate Public Safety capacity and resources r In Progress 10% 04/2023 Q1/2024 Q1 2024.Staff will compare data with RHI Findings in Q2 2024; Costs are mainly present assessment in Summer 2024. in staff time CLS began review of existing policies in HBMC in Q4 2023 to prep $0 1,Conduct meetings with Specific Event Executive Committee to for Specific Event Executive Committee meetings in Q1 2024. r In Progress 5% Q4/2023 Q3/2024 a)Draft ordinances completed(yes/no) Costs are mainty (view Specific Event policies and procedures Together,staff will present HBMC recommendations to the City Attomey's Office with final ordinances presented in Q2/Q3 2024. in staff time B.Explore additional sports and concert venues to bolster Community& $30,000 tourism and provide world class Staff obtained a proposal from RIM($30K)to conduct outreach Library Services- One-time cost in amenities for community and gather feedback on possible modifications to Measure C in a)Obtained authorization to present Measure C Director FY23-24 budget members 4)Research and understand Measure C implications r In Progress 25% 442023 Q4/2024 Q1 2024.Any potential amendment language will be presented amendment for voter approval(yes/no) to Council in Q3 2024;if approved,it will be placed on the November 2024 ballot at a rough cost of$150,000. One-tin CLS is developing a list of questions to consider and will work a)#of additional venues 5)Explore feasibility of sole-source,long-term lease agreements with depts.to make final determinations in Q2 2024 with the goal r In Progress 5% Q4/2023 Q3/2024 b)#of TBD for event providers of finalizing negotiations with operators,contingent on Municipal c)#and type attendeesof specific events Code approvals. Starting 11/2023,CLS has been reviewing the Parks&Recreation (P&R)Master Plan and collecting quotes for the Central Park(CP) 6)Complete Central Park and City-Wide Parks&Recreation Master Plan.CLS will begin requesting FY24/25 funding for the r In Progress 70% Q42023 Q3/2025 a)Completion of the Master Plans(yes/no) TBD Master Plans to identify potential venue locations CP Master Plan in Q2 2024 and seek approval of the P&R Master Plan.CLS will also seek approval of the CP Master Plan in Q3 2025. 295 RFP will be released in Q1 2024 with proposed cost estimates TBD 1)Release RFP and hire consultant to conduct the assessment /In Progress 5% Q4/2023 Q3/2024 available by Q2 2024. One-time cost for FY24-25 C.Conduct an assessment of all 2)Conduct inventory/assessment of City facilities o Upcoming 0% Q3/2024 Q3/2025 Included in the City facilities to determine • cost as above priorities for upgrades and 3)Develop financing strategy for CIP implementation and long- Public Works- TBD n Upcoming 0% Q2/2024 Q4/2025 Director One-time cost for repairs,implementation and term maintenance financial priority. FY25-26 $0 4)Release final report to the public o Upcoming 0% Q3/2026 Q4/2026 a)%of facilities improved over the plan period Costs are mainly in staff time Water/Sewer Rate Study drafted;Host a study session in Q1 2024 a)#of feet of water pipe replaced $283,300 1)Conduct and adopt Water Master Plan r In Progress 75% Q3/2023 Q1/2024 One-timo rna-in to review the Study,gather feedback. b)#of new wells constructed FY 23 a)#of feet of sewer pipe relined '....J 2)Conduct and adopt Sewer Master Plan r In Progress 75% Q3/2023 Q1/2024 (Same as above) One-time cost in b)it of infrastructure repair projects completed FY 23-24 budget D.Undertake major planning efforts includingFleet Capital Staff held Town Hall#2 on 10/25/2023 to discuss draft $323,000 P a)Miles of bike lanes installed Replacement Plan,Mobility 3)Conduct and adopt Mobility Master Plan r In Progress 90% Q2/2023 Q2/2024 recommendations/next steps.Staff plan to brief Council on the b)#of gap closure/safety improvements completed One-time cost in Master Plan,Fiber Master Plan, draft plan in Feb 2024 for feedback. Public Works- FY23-24 budget and Infrastructure Report Card Hold Council briefings in Q1/2024 to discuss next steps and Director $100,000 to adequately anticipate and 4)Conduct and adopt Fleet Capital Master Plan r In Progress 90% Q42021 Q1/2024 financing required to transition fleet per current state a)*of clean air vehicles purchased annually One-time cost in prepare for future infrastructure requirements.Staff plan to brief Council on the draft plan in Feb needs 2024 for feedback. FY 23-24 budget IS will refine a multi-year detailed scope to connect City facilities TBD 5)Conduct and adopt Fiber Master Plan n Upcoming 0% Q1/2024 Q3/2025 and main business/event hubs with fiber.Issue an RFP for a)*of feet/miles of fiber installed One-time cost for consultant and request budget appropriation as part of CIP budget process. - FY24-25 Scheduled for completion,adoption,and release of final results in 5205,000 6)Conduct and adopt Infrastructure Report Card r In Progress 50% Q22023 Q3/2024 Q3 2024. Add!KPIs to be determined One-time cost in FY 23-24 budget 296 GOAL 7. PUBLIC ENGAGEMENT Success Indicator: A community that has easy access to clear,accurate,and timely City information and expresses increased awareness and involvement in City activities. Completion Lead Key Tasks and Deliverables Timetlne"' Estimated Total Strategies Progress Status % Current Status Key Performance Indicators(KPIs) Department and (in chronological order) (estimate) Start Date Due Date Staff Project Cost m 1)Conduct 344 research&develo $0 p cost/sco pe;issue request for Completed 100% Q3/2022 Q4/2022 Request issued in 9/2022;responses reviewed in 11/2022. Costs are mainly expressions of interest from 344 qualified firms in staff time RFP not issued;met with existing MyHB provider to identify 80 2)Issue an RFP for a contractor^^•'b^ •'^••^^^^^"'^s'^•^ r In Progress 25% Q2/2023 Q3/2024 alternate options to expand online communications.Study Costs y A.Implement 344 a robust andcaUfentec-to build a robust,online communication system. online communication system to session to gather Council feedback on next steps in Q12024. ii - manage/track calls for services City Manager's and provide one centralized 3)Begin development of a centralized platform for City info n Upcoming 0% Q3/2024 Q1/2026 Waiting for direction from the Study Session in Q1 2024. Office-Public One time cost location for community Affairs Manager across FY24-25 members to obtain all City and FY25-26 Information and services. $0 4)Develop a policy for use and train City staff o Upcoming 0% Q1/2026 Q1/2026 Awaiting completion of Tasks 1-3. a)%of staff trained in policy for use Costs are mainly in staff time TBD KPIs to be determined based on Council feedback 5)Rollout comprehensive marketing strategy o Upcoming 0% 02/2026 Q2/2026 Awaiting completion of Tasks 1-4. per Task 2. One time cost in FY25-26 RFQ issued;responses vetted and contract awarded to Revize on 4170,000 1)Issue an RFP to select a web developer Completed 100% Q3/2021 Q4/2021 11/16/21. One-time cost in FY21-22 budget B.Redesign the City's website 2)Conduct site cleanup,site mapping,and design;site Staff contributed site mapping and content cleanup information; S0 r In Progress 75% Q1/2022 Q1/2024 City Manager's Costs are mainly to increase its versatility and integration and content cleanup design is finalized.Transition data from old to new website. in staff time enhance user experience with Office-Public easy to access information Affairs Manager $10,000 3)Rollout comprehensive marketing strategy n Upcoming 25% Q4/2023 Q1/2024 Awaiting completion of Tasks 1-2. a)*of unique visits to the City website One time cost in FY23-24 budget $0 4)Create policy for ongoing website management,user access, o Upcoming 0% Q1/2024 Ongoing Awaiting completion of Tasks 1-2. a)%of applicable staff trained in new policy(yes/no) Casts are mainly and content cleanup it e 297 1)Expand outreach through Town Halls,Coffee with the Mayor, Outreach events established and ongoing;events have enhanced a)#of outreach/education events and resources 55,000/year Completed 100% Q1/2023 Ongoing Budgeted in FY23- and enhanced certificate/award program community outreach. provided biannually 24 2)Develop&produce new digital content-PSAs,Mayor's Developedaprocess toproduce high qualityvideo content for a)#of social media engagements and im impressions 550,000/year 9 Y Completed 100% Q1/2023 Ongoing g P Budgeted in FY23- Roundtable,Public Safety Awareness,etc. HBTV and social media. (incl.Facebook.Instagram,YouTube) 24_ 3)Create&purchase outreach kit-to include tents,banners, r In Progress 20% Q3/2023 Ongoing Preparing design and identifying vendors. $10,000 annually tables,handouts,collateral C.Expand and enhance 4)Collaborate with partners to identify more opportunities to Build out community stakeholder contact list and outreach SO community outreach engage with residents&businesses r In Progress 20% Q3/2023 Ongoing channels See Task 1 City Manager's Costs are mainly engagement opportunities Office-Public in staff time through neighborhood town 5)Develop PIO committee from all Departments committed to Identify PIO contact(s)for each City Department and develop Affairs Manager S0 halls,direct mailers,and videos developing effective citywide quarterlymailers andpublic o Upcoming 0% Q2/2024 Ongoing comprehensive list of programs,service,activites,for further Costs are P 9 tYw' Pc n9 9 9 P P o9 mainly feedback materials based on existing needs promotion and engagement u e 6)Create a consolidated citywide event calendar and policy for Event calendar is available on Surf City Break and will also be 40 100% Q1/2023 Q1/2023 Costs ore mainly planning and implementing events woven into the new City website. in staff time 7)Launch Surf City Speaks! r In Progress 20% Q4/2023 Q3/2024 Prepared branding and an initial website.Staff will roundtable on See Task 1 S82'000 the content and ensure it is distributed at every City event. across four years S700,000 across 4 years 11 euildout downstairs studio&update equipment r In Progress 20% Q2/2023 Q22027 Staff is rebuilding the HBTV studio to include office space and Using PEG funds D.Enhance capacity of HBN studio equipment. restricted to use on and produce relevant television City Manager's public TVcapital content to expand the City's Office-Public only public engagement reach across Affairs Manager Costs are mainly diverse audiences 2)Hire HBN Media Coordinator Completed 100% Q2/2023 Q4/2023 New coordinator hired. in staff time 3)Develop informative&varied content with purpose and r In Progress 50% Q1/2024 Ongoing Work with the Communications Committee and staff to develop a)#of online videos created 5420,000 reflective of Huntington Beach original content across four years SO 1)Hire Graphic Designer Completed 100% Q2/2023 Q4/2023 New designer hired. Costs are mainly in staff time A new branding guide has been completed and shared with S0 E. Hire a graphic designer to incorporate the City's Branding 2)Develop Citywide Branding Guide Completed 100% Q1/2023 Q1/2024 Leadership Teams.Staff will continue to ensure all staff utilize it Costs 'y Guide throughout the moving forward. City Manager's ae organization for greater Office-Public consistency — and appeal across all Policywillprovideguidance on how and when to displayAffairs Manager SO ppe 3)Develop Citywide policy on public facing graphics/content r In Progress 75% Q2/2023 Q1/2024 a)%of applicable staff trained in new policy Costs are mainly City visual content. graphics. in staff time SO 4)Develop standardize templates and materials for citywide use r In Progress 10% Q3/2023 Q1/2025 Templates include fliers,agendas,presentations,etc. Costs ore mainly in staff time 298 a '. BLIC SAFETY Success Indicator:Ensure the safety and protection of all community members,both efficiently and effectively. Completion Lead Key Tasks and Deliverables Timeline-'' Estimated Total Strategies Progress Status Current Status Key Performance Indicators(KPIs) Department and (estimate) Staff Project Cost Start Date Due Date a)Form work group with Police,Fire,IS,Public c Works(yes/no);a of monthly calls for service b) Form a quarterly work group with all Fire divisions 1)Lead a community wide comprehensive risk reduction strategy Analytic,mapping,dashboards and reports are completed and to review staff risk reduction strategies f200000 ongoing.Preparing for the phase to roll out to the community. Cl Receive the American Heart Association(AHA) and culture to minimize incidents and optimize emergency r In Progress 25% 43/2023 Q4/2026 One time cost for Currently being used to make decision on staffing and Mission:Lifeline EMS Recognition for excellent pre- response operational response. hospital heart attack care. d)Meet FireScope Type Requirement e)%of Lifeguards/Marine Safety Officers meeting US Lifesaving Assoc.requirements * a)%of Life Safety and Fire Permit inspections S0 2)Realignment of inspection assignments and frequencies to completed C 100% Q3/2022 Q4/2023 All inspections have been reliagned and redistributed. Costs are mainly improve departmental efficiencies and customer service b)%of State-mandated occupancy inspections completed in staff time 1- a)8 of youth enrolled in Fire Explorers program $O Program underway.6 Interns are currently working in CRR b)k of ambulance operators and lifeguards 3)Implement Intern program Completed 100% Q4/2022 Q3/2023 Costs are mainly Division. sponsored for fire academies and/or paramedic school in staff time A.Community-wide Fire-Chief comprehensive risk reduction a)Meet quarterly with the Chamber of Commerce, program to optimize public 4)Cultivate a business centered customer service culture fostered Larger reorganization and training of CRR Division is in works to Downtown BID,and small business owners to discuss f0 safer emergencyresponse .In Progress 25% Q1/2023 Q4/2024 Costs are mainly y's rep on communication,consistency and transparency improve customer-centered service. business/community feedback related to business, and reduce the number of calls. in staff time development,and customer service(yes/no) New program has been implemented and training scheduled for a)Yearly redefine target hazards using data and 50 5)Implement an emergency pre-plan program ^In Progress 25% Q3/2023 Q3/2024 2024.New data backed classification of target hazards is redefine response grid as needed(yes/no) Costs ore mainly underway. b)%of suppression personnel trained on new in staff time emergency pre-plan program 6)Utilize analytic to implement targeted risk reduction Analytic has been developed.Several beta tests campaigns have f0 in Progress 50% Q3/2022 Q3/2024 Same KPIs as Task Al. Costs are mainly campaigns designed to reduce emergency response been completed. in _ 7)Establish a full-time Fire Department community engagement Budget restricted.Not started.Opioid monies will be utilized. a Upcoming 0% Q3/2023 Q3/2024 KPI's to be determined Costs c coordinator Staff report is completed and awaiting direction. in ofofff time SO 8)Expand Junior Lifeguard Coordinators to full-time Integration mainly of interdepartmental opioid prevention and community o Upcoming 0% Q3/2023 Q3/2024 Utilize settlement funding to create prevention programs. KPI's to be determined Costs are mainly in staff time 9)Develop a Cyber Security Master Plan to secure the City's Internal IS team members have been meeting weekly to identify IS-Chief networks and ensure continued operations,in emergency z In Pro ess 10% Q4/2022 Q4/2027cyber securityrisks and explore mitigation strategies and started a)#of cyber security threats/attacks detected and Information TBD Pe 9 cY -9r P 9 e9 prevented situations to implement measures to protect the agency server/networks. Officer 299 a)#of trainings to be developed and completed IS-Chief 1)Prepare an IS Disaster Recovery Plan n Upcoming 0% Q1/2024 Q4/2026 Prepare a scope of work and issue an RFP for a consultant. (min.12/year) Information TBD b)%of training completed Officer a)Update the emergency response plan and Hazard Mitigation Plan(yes/no) SO 2)Update emergency preparedness plans and special events EOP completed and Council approved.Special Event policy/AR is b)%of staffing matrix for special events finalized Fire-EOC B.Bolster City's emergency r In Progress 90% Q3/2022 Q1/2024 Costs ore mainly management plans via the Emergency Operations Center near completion c)#of Community Emergency Response Team(min Manager management preparedness and in staff time response plans to ensure 250)and Radio Amateur Civil Emergency Services seamless public safety response (RACES)volunteers(min 75) during crisis events. In communication with legislators for potential funding.Funding required to cover the personnel who will staff the Real Time Police-Patrol 3)Identify funding for the real time crime center r in Progress 50% Q4/2023 Q1/2028 KPI's to be determined TBD Crime Center(starting with one supervisor and progress as the Division Captain Center is established). — Budgi r 4)Develop the real time crime center z In Progress 50% Q4/2023 Q1/2024 Currently under construction Police-Patrol r Division Captain larger Fl Prolect 300 e ,_ x •,: ti ' s•r x - r� w„. w 4...' CIVIC CENTER - -. t .' •- _ +yam Yr a ii x x .. - r�-Xis__. M �,.Y = �' 4 0...-0-' ..„..t'4'4,1.,I4!...._ . 4,,,f,fi if.;".,,,.. —-;,, ="4'44.'Y'u','4716;11'1 1'11-1'6. ,4"""-.':0'..-;-:''*"'.'4 ._ . , .,,L..._....._L ,. -, A, • e ,.e Ow,..''4. ''''''- ' .." ,.v.!4". 4.' ' ; Progress Update #1 0114- . - : -.,, , , 1= January 16, 2024 �, . [' y y 4 1 J 'i ' l.-4''''., -'.000 0 � e; II 1 a r , Pd rt 1 CITY aF IVIV7 A16 -oW BEACI4 r k O 11/ Strategic Planning :` � : ,sue' 2023 — 2027 r 'f ; fr a f ¢ t 4r. 17 t lr #. '�..—'fir # sad Ili In t iwW"s r E� - + r; fi ter. ,y :ws i}rk . 4 c r 4 0, I y C - A ,," ` - Its 1c Y .�- j v pet • ` r�r i 3 LEADING UP TO TODAY i MOVING FORWARD June 8, 2023 Staff will present biannual Backround Council developed goals & progress updates in January g strategies for the Strategic and July to ensure: Plan • • Transparency and accountability October 3, 2023 • Opportunities for City Council to provide feedback Council adopted Resolution and recommend amendments to align with current No. 2023-46 to approve the resources and policies Strategic Plan 302 Strategic Plan Progress Update # 1 I 2 Overview do71 E Plan --___:„-_----,:-.., ........ ____ ,:. ...... .._.:....,,:.,.. . . .. . . . . . . ..... ...,.......,...,„,:;.,...„,„„„,,,,,,,„,„„,,,i,„.„,,,,,,:„,„,:.. :..:.., :„... . ....: " . ., . .•... .. ........,:::,...:......,...:... ,-..... .......,..,.,,:.,_::...i.......:L :„.......,....„:„.,.....,.„2.:.,,,,,,,.,... , ,,: „..„.. ......„;,...,..4'•-••".."'‘'••'.'"'''''''!" gig! 0 _ - - ..,--..--;,:4,,,,,F---,547',-,,,,,,,- 1 8 23 99 70 + Vision Overarching Strategies Tasks Milestones or Committed to Responsive Goals Key PerformancE •and Exceptional Public _az Indicators (KPIS) Service to All." Strategic Plan Progress Update #1 1 3 Overall Progress as of January 2024 32 % of the Plan is Complete I • FE3 • 47% 20% 2% In Progress Upcoming On Hold 304 Strategic Plan Progress Update #1 I 4 .. Goal 1 : Economic Development t: t, :. w .,{ ',, t ,, 1 vt' '4 L t 2 ��l" _ a " _ -* k� 25% In Progress lle75 75 % - - Upcoming t. . " rc..".,.A?)''tt,p.,i-..,v N . -r Completed .. ,b) - - On Hold mikt I Accomplishments FY 24-25 Projects Sample KPIs alip • Mayor's Economic Development • Update the 2017 Economic • Number of business visits and i "� (ED) Summit in Oct. 2023 Development Strategy_, p (Q3/2024) engagements. • Scope of work to update the 2017 • Additional KPIs will be set after the Economic Development Strategy. ED Strategy is updated. -Al/ 111: till, 305 Strategic Plan Progress Update #1 I 5 Goal 2: Fiscal Sustainability 4 — — Completed liiiiw11 80 O°I ,. -.. II • ' - - Upcoming II II ► ..1P1:,C,,\ In Progress '` „ i 20% 1 Task Placed It 1 On Hold x Coming Soon FY 24-25 Projects Sample KPIs ., _ ' In ..i.- : • Updated Master Fee Study (in Q2 • Grant application and • Total valuation of outside funds 2024) management program received • Real estate program to centralize, • Updated master fee schedule (yes/no) evaluate, and manage City leases •1 rT a uniformlyAdditional KPls will be set after projects in progress are completed. .• 306 ' Strategic Plan Progress Update #1 I 6 , Goal 3: High Performing Organization G� Oo�lC 44% In Progress c • A AO Ir • l B . 40 O 12% Upcoming 40 . 01.1° Me MI Completed 4% 1 Task Placed A. 000 On Hold �.. Accomplishments FY 24-25 Projects Sample KPIs x OO • Citywide Customer Service Training • Streamline HB (aka One Stop Shop) • Customer satisfaction survey rati ff • Restructured Boards, Committees, • Managed hiring • #of employee trainings and Commissions • Customer satisfaction survey • Biennial quality of life survey results New 3rd party admin to manage • New Learning Management System • Continue to track established plan t _ workers'compensation claims check turnaround times • , ,�� • New online employee performance evaluation system • Managed hiring and efficiency savings fix. <i 4� � �'a' f 307 t � �. 'Iy Strategic Plan Progress Update # 1 I 7 Aar r r Goal 4: Homelessness j) • 38% In Progress a O .r.,:i ti‘ 5 0 /0 1 2 �p Upcoming i = Completed ... . On Hold f Accomplishments FY 24-25 Projects Sample KPIs • HB Cares Volunteer Program • Continue working with Jamboree to • #of HB Cares volunteers develop the Pathways Project; • Network of community-based • #of community-based organizations organizations to provide additional identify funding sources to build and resources for the homeless operate thru Q3/2027 • #of Navigation Center clients housed • Biennial homeless count 308 Strategic Plan Progress Update #1 I 8 Goal 5: Housing 25% In Progress f • 75 0 i MN - upcoming �� Completed - - On Hold : ir alrall Accomplishments Coming Soon Sample KPIs Continuous monitoring of State and • 2023-24 Legislative Platform • Completed Legislative Platform Federal legislation affecting HB (Q1/2024) (yes/no) :'1 • Ongoing participation in regional • #and status of policy positions agency efforts re: housing policy taken related to housing, local _` • Continuously assist City Council on control, etc. approved H-Items re: local control 309 Strategic Plan Progress Update # 1 I 9 • Goal 6: Infrastructure Investment 43% Upcoming � ,. .1., ) 1111111 MO� •,, 5 Nam. . 7 0 _ _ Completed ■MN= ■ I EMI In Progress MN - On Hold { Coming Soon FY 24-25 Projects Sample KPIs • Completion of 4 Master Plans and • Complete the design and conduct • Track improvements made unde the Infrastructure Report Card environmental review for World each Master Plan , t (Q2/2024) Class Beach Restrooms • #of City buildings inventoried and • Explore additional sports and assessed , < concert venues • #of additional sports/concert I' ` • Fiber Master Plan venues, attendees, specific events 4 m�' > � 310 /*Ed_ ,.r Strategic Plan Progress Update # 1 I 10 Goal 7: Public Engagement 41 % In Progress ft • 34 % 25% Upcoming '• Completed 1 14 1, i,„ ��{,,.,; ,� .. ... On Hold r 1 ., . . , ,„ :,. „... r ;fir . ti0. -r' ., — - ,,, , Accomplishments FY 24-25 Projects Sample KPIs 1. ' • Citywide Branding Guide • Centralized online communication • Social media engagements and • Expanded outreach Town Halls, hub for City services and info impressions Mayor's Spotlight, digital content • HBTV studio buildout and greater • #of community outreach events • Citywide event calendar video content • #of unique visits to the City website •• Hired Multimedia Coordinator and Standardized City templates • KPIs for centralized online hub to be • Graphic Designer determined after it is implemented _., • Coming soon: New City website (Q 1/2024) 311 Strategic Plan Progress Update # 1 I 11 Goal 8: Public Safety ID ► . r,i. 1W 65% In Progress 111:1110AI.ra ' eiiiii.41 1 1 /0 0 2 4 yo Upcoming -'0 Completed - On Hold Completed FY 24-25 Projects Sample KPIs * �4 „4 `� 11 ` • Developed new intern program in • Continue developing a community- Monthly calls for service "',� '" �� Community Risk Reduction wide risk reduction strategy to ,$ ' ▪ Attaining specific industry training Program; 6 interns in training minimize incidents and optimize = emergency response and certifications • Realigned inspection assignments • #of Life safety and fire permit i to improve departmental efficiencies • Emergency pre-plan program and inspections completedand community service preparedness plan • #of Fire Explorers enrolled • Interdepartmental opioid prevention ` program • #of CERT and RACES volunteers 312 Strategic Plan Progress Update #1 1 12 FY 2024-25 Projects - Upcoming Funding Needs • One Stop Shop (Q2/2025) • World Class Beach Restrooms - Pre-construction only (Q4/2024) • Election Costs Related to Measure C (Q4/2024) • World Class Beach Restrooms • Potential Charter amendment to Measure C Guidelines • Facilities Condition Assessment- Initial phase (Q3/2025) • Fiber Master Plan (Q3/2025) • Centralized Online Communication Hub — Initial phase (Q3/2024) rr° • Real Time Crime Center— Operations Strategic Plan Progress Update #1 I w ,..err►. .At 4...t • -� 4 m Recommendation • Receive and file the 2023-27 Strategic Plan - Progress Update#1 314 Strategic Plan Progress Update #1 I 14 From: David Rynerson To: CITY COUNCIL(INCL.CMO STAFF);5upplementalcomm(Dsurfcity-hb.orq Subject: Public Comment Date: Monday,January 15,2024 11:00:46 AM Huntington Beach City Council Majority– As has been the case in everything you’ve done so far,once again your“work”for the current council agenda is woefully inadequate.Your“strategic plan”for the city has no substance.Certainly, a plan for housing should be a part of that.Yet,you pursue endless lawsuits against the state about their requirement for a housing plan,and you have nothing to show in place of it. You are just like the Republican House of Representatives–willing to break everything but unwilling to do the hard work of actually governing.Just like the Republican House,you think innuendo and conspiracy theories are a substitute for facts. Your charter amendments,besides being in direct opposition to your campaign promises,have nothing to do with improving our city’s governance,but rather to gain you a political advantage and to foment division in our city–exactly the opposite of responsible governance.Vote NO!on all charter amendments on the primary ballot. Do us all a favor and resign before you do any more damage. In all sincerity, David Rynerson From: tikes.Cathy To: Agenda Alerts Subject: FW: Mtg: 1/16/2024 File No 23-1071 Strategic Plan-HOUSING Agenda# 19 Date: Tuesday,January 16,2024 8:51:08 AM From: Paula Schaefer<pas92649@gmail.com> Sent: Monday,January 15, 2024 4:37 PM To: CITY COUNCIL(INCL. CMO STAFF) <city.council@surfcity-hb.org> Subject: Mtg: 1/16/2024 File No 23-1071 Strategic Plan - HOUSING Agenda# 19 Mayor and City Council Members; I've reviewed the Strategic Plan Update for this agenda item related to the City's need for housing. It appears to me that there is very little detail in the Strategic Plan for 2023-2027 that specifically relates to efforts to the stated "success indicator" of Proactive programs to address diverse housing needs within the City's jurisdiction and control. How do these 4 key tasks and deliverables address the diverse housing needs of the City of Huntington Beach? 1) Create a Legislative Platform with legislative advocates and topical legislative analyses 2) Monitor proposed legislation for IRC's consideration 3) Participate in regional agency efforts related to housing policy-Southern California Association of Governments (SCAG), Orange County Council of Governments (OCCOG), etc. 4) Assist City Council Members on approved H-Items related to local control I look forward to obtaining more information about specific work that will be taken to address the City's housing needs. I suggest that the City Council focus its efforts on adopting the City's Housing Element and stop wasting time on litigation. As a comparison,the 2022 Strategic Plan for Housing had the following goals; note these specifically refer to actions that address housing. • Utilize Housing Element Updates and land use policies as an economic tool • Update Housing Element • Assess viability of green industry growth/incubator • Relax parking ratio regulations citywide • Enable mixed uses in industrial zones • Develop land-use changes to encourage redevelopment of strip-malls • Analyze zoning code to facilitate ongoing outdoor dining and retail (post-COVID 19) Pursue Projects to Increase Housing Supply • Continue to identify opportunities to increase the affordable housing stock Paula Schaefer . HB Resident s50N776 2000 Main Street, of ��br �m Huntington Beach,CA 92648 City of Huntington Beach � .`s APPROVED 7-0 iUNTY CPS File #: 23-786 MEETING DATE: 10/3/2023 REQUEST FOR CITY COUNCIL ACTION SUBMITTED TO: Honorable Mayor and City Council Members SUBMITTED BY: Al Zelinka, City Manager PREPARED BY: Catherine Jun, Deputy City Manager Subject: Request to adopt Resolution No. 2023-46 adopting the 2023-2027 Strategic Plan Statement of Issue: On June 8, 2023, City Council held a workshop to develop the framework for the Huntington Beach 2023-2027 Strategic Plan (Attachment 1). Discussion was facilitated by Baker Tilly US, LLP ("Baker Tilly") and the City Manager's Office during which the City Council worked together to set eight major goals and 23 high-priority strategies over the next four years. Resolution No. 2023-46 (Attachment 2)to adopt the Strategic Plan signifies the first of many steps that the City team will take towards methodically implementing goals that are intended to build a prosperous future for residents and stakeholders throughout the community. Financial Impact: There is no fiscal impact at this time. Prior to implementing a goal or strategy, staff will bring forth any budget requests, if needed. Recommended Action: Adopt Resolution No. 2023-46, "A Resolution of the City Council of the City of Huntington Beach Adopting the 2023-2027 Strategic Plan". Alternative Action(s): Do not approve the recommended action, and direct staff accordingly. Analysis: Starting in April 2023, the City Council and Executive Leadership Team (ELT) engaged in a comprehensive process to build the Huntington Beach 2023-2027 Strategic Plan. From April through May, Baker Tilly conducted one-on-one interviews with each Council Member, each elected Charter Officer, and the City • Manager to identify their top priorities over the next four years. Baker Tilly also led a focus group with the Department Heads to understand the City's strengths and challenges and requested a gap analysis from each department to identify the key projects and programs recommended for implementation under this Strategic Plan. On June 8, 2023, the City Council held a Strategic Plan Workshop facilitated by the City Manager's Officer and Baker Tilly. Drawing on the one-on-one interviews, Baker Tilly presented for consideration the goals that City of Huntington Beach Page 1 of 3 Printed on 9/27/2023 powered by LegistarTM File #: 23-786 MEETING DATE: 10/3/2023 Council Members and Charter Officers held most in common to be used as the framework for the Strategic Plan. Following discussion, Council found consensus on the following eight goals that the City should prioritize and achieve over the next four years: 1. Economic Development- Greater business retention, investment and job growth in Huntington Beach. 2. Fiscal Stability-Available funding to support a high quality level of programs, services and capital investments and to build a structural surplus. 3. High Performing Organization -An engaged City workforce committed to responsive and exceptional public service for all. Achieve a customer satisfaction rating of 90% or higher. 4. Homelessness -A continuum of care that reduces homelessness and maintains quality of life for the entire community. 5. Housing- Proactive programs to address diverse housing needs within the City's jurisdiction and control. 6. Infrastructure Investment - Maintained and upgraded infrastructure that supports the community's day- to-day needs, in accordance with the City's Infrastructure Report Card. 7. Public Engagement-A community that has easy access to clear, accurate, and timely City information and expresses increased awareness and involvement in City activities. 8. Public Safety- Ensure the safety and protection of all community members, both efficiently and effectively. Drawing upon the Department Head's gap analyses, Baker Tilly presented over 40 different programs, policies and projects - collectively referred to as "strategies" -that would help achieve one or more of the Strategic Plan goals and asked each Council Member to "dot vote"for the ones they viewed as most critical or important. This exercise gave Workshop attendees the opportunity to identify the strategies that should be prioritized first, given limited time and resources (i.e., staff, funding, time). Ultimately, 23 rose to the top of the list. Following the Workshop, the ELT organized the 23 highest priority strategies into an Implementation Action Plan (IAP) (Attachment 1) that serves as a roadmap towards their implementation over the next four years. These 23 strategies were prioritized if they received 4 or more dot votes, were previously approved by Council and are already in progress, or face a timing issue that requires immediate attention. The IAP includes key information for each goal and strategy, including their key tasks and deliverables, lead department and staff, timeline and any staffing and financial resources needed to complete them. Furthermore, the IAP categorizes the remaining 18 strategies as important, but not as urgent to attend to. Those strategies are listed separately in the IAP, if City Council would like to consider implementing additional strategies, as major ones are completed and more resources are made available. The Strategic Plan and IAP are living documents that can be amended by the City Council at any time to better meet the needs of the City, as priorities, resources, and conditions evolve over time. In an effort to keep the City Council informed on the progress of the Plan and provide routine opportunities to provide feedback, staff will provide biannual updates to the City Council in January (at the start of the annual budgeting process) and July (following the completion of a fiscal year). This will be done in the spirit of transparency and to encourage public engagement in this important plan. If adopted, both the Strategic Plan and IAP will be uploaded to www.huntingtonbeachca.qov/strategicplan <http://www.huntingtonbeachca.qov/strategicplan> to promote greater accessibility. City of Huntington Beach Page 2 of 3 Printed on 9/27/2023 powered by LegistarTM File #: 23-786 MEETING DATE: 10/3/2023 Environmental Status: Pursuant to CEQA Guidelines Section 15378(b)(5), administrative activities of governments that will not result in direct or indirect physical changes in the environment do not constitute a project. Strategic Plan Goal: Non Applicable -Administrative Item Attachment(s): 1. Proposed 2023-27 Strategic Plan and Implementation Action Plan 2. Resolution No. 2023-46, "A Resolution of the City Council of the City of Huntington Beach Adopting the 2023-2027 Strategic Plan" 3. PowerPoint City of Huntington Beach Page 3 of 3 Printed on 9/27/2023 powered by LegistarTM .. .... . 2 ?'STRATEGIC PLAN ! f LinTh ,rg , r«yHdf \ —.;( �� > ,mot d, �".. ' is ® f 1 I• f 1 # 1 4 f HUNTINGTON BEACH CITY COUNCIL 3 LETTER FROM THE CITY TEAM 4 PURPOSE 5 PROCESS 6 FRAMEWORK 7 READING THE PLAN 8 GOALS AND STRATEGIES 9 Economic Development 10 Fiscal Stability 12 High Performing Organization 14 Homelessness 17 Housing 19 Infrastructure Investment 21 Public Engagement 23 Public Safety 25 ACKNOWLEDGMENTS 27 ATTACHMENT: 2023-2027 IMPLEMENTATION ACTION PLAN CITY 6F UVA111416TON 36404 2 ® 07 STRATEGIC PLAN I.,.,.. ..,„..../i.,. W.r.11i _N.„— s r. 'e~t t 1 E C_o y c j Fl br ft'.�.M r. 3 .i ,ci!;,Ui\,,f,;f,1!.'.'Iik:','f A.,.,*- ti t l ' rl ' !: l‘ -i-.. ,, F, s p_ M • • ` �.+'," rxi• .,ram f T ,... ,.rt:'' ' � , � %Y fjJ � t. w S°:, . I Mse X k\\N ; ,, ,,:„.-7-r.: ) ,-. T.`,,' , ' ,,,, .I.• ' fit, ,+ _ ., . ar''7" '`' s. .... � ...ter ".. .. , f Huntington Beach City Council (from left to right): Casey McKeon, Rhonda Bolton, Tony Strickland, Natalie Moser, Dan Kalmick,Gracey Van Der Mark and Pat Burns Huntington Beach is a full-service Charter City that serves nearly 200,000 residents,10,000 businesses, and 11 million visitors annually. The City operates under a Council-Manager form of government whereby residents elect seven Council Members to collaborate with City staff to lead the community and set policies. An appointed City Manager is responsible for directing City operations and implementing those policies effectively and efficiently. Although the City Council is comprised of individuals who represent diverse opinions and objectives, all Council Members share the common goal of conducting the people's business as one body and in accordance with the Charter. In its Preamble,the Charter states: "We, the people of the City of Huntington Beach, State of California believe fiscal responsibility and the prudent stewardship of public funds is essential for confidence in government, that ethics and integrity are the foundation of public trust and that just governance is built upon these values. Through the enactment of this Charter as the fundamental law of the City of Huntington Beach under the Constitution of the State of California, we do hereby exercise the privilege of retaining for ourselves, the benefits of local government, by enacting the laws, rules, regulations and procedures set forth herein pertaining to the governance and operation of our City. It is incumbent upon those who govern and make decisions for and on behalf of the City of Huntington Beach to legally, as well as morally, abide by the provisions of this Charter, in its strictest sense, to ensure the continued success and and well-being of our fair City." City of Huntington Beach- 2023-2027 Strategic Plan 3 p: +e w+n t"s` .... � �� •� #�_"''- -yt � : .tom �, , � i + # # ,, w , : t ;a is 7wr3 a-,a * ; . ,,' 1 d Vi • *1 I 'll cr +,, -. ___. ' ' 4 P '* ' '.`; • ''t'''''1 -L-1.1,- 4— m ,:.-„,,, ..' ' Ir'.4 % 7-r41.1.:*-. *".' ,I. :.'..:i..,f.:' , ',:-.4,--;1_ i - • r""3.. t Yy '�• l l TI 4Lw 6 M' £ JJ ! ,�,, ^. R Y •� f a''• ''h *++^,� n4 � ' C"u � 1t �L9 ,e�( +. '..Y! ^,.....�. '.. `'.' ® ".. ...�F, v To the Huntington Beach City Council and Community, The Executive Leadership Team is pleased to present the City of Huntington Beach 2023-2027 Strategic Plan—a roadmap that outlines the City Council's major goals over the next four years, the steps and resources to achieve them, and a framework to report progress for greater transparency and community engagement. The entire OneHB Team across 12 City departments is deeply invested in Huntington Beach's success. Using its collective years of experience working with residents and businesses in this dynamic city, the OneHB Team worked to identify implementation actions that the community needs to thrive now and in the future. The process to develop this plan also weighed the best ways to balance available resources and direct them to the highest priorities first. To this end, the contents of the Strategic Plan demonstrate an understanding and commitment to address HB's current challenges to build a prosperous future for all residents, businesses and visitors. While the City of Huntington Beach 2023-2027 Strategic Plan signifies the first of many steps,the real work begins following the City Council's adoption of the Plan.The OneHB Team believes that realizing the promise and potential of the plan will require maintaining focus on the top strategic priorities and pursuing lesser priorities only when resources become available. Through City Council leadership and partnerships with the community,tangible outcomes for public benefit will be accomplished. Sincerely, Executive Leadership Team , '1;4 _ \ ' k4 t ti'- .4v, i t4('''.-• , 411111-1711-1giiiiii Al Zelinka Alisa Backstrom Ashley Wysocki Catherine Jun Chau Vu Eric Parra 1, ' k C , ,:.-4 ii I «..r. t I ..a 1 , I `1.--°- ! i ' s ,• 6t IfF i _ x'_ p" I j ' 111 '1;:;4Z , ;iiik° , , ,..- ,;,, 4 , itk:' ' ASA;/ 17.:-: . •..'u k.;., J" '' ' 'AIIIP \lik '- Jennifer Carey Jennifer Villasenor John Dankha Michael Gates Robin Estanislau Scott Haberle le -._ • ',:. . .1 a , Alb Y • t . . Sunny Han Theresa St.Peter Travis Hopkins Ursula Luna-Reynosa City of Huntington Beach- 2023-2027 Strategic Plan 4 laiti _4. „. , �� s Yt a. , , k L-, ri■�S'� i a. �s �: � s �. ,� },,Y .11� .� ' �t.�. ��.3�5,4�7 - 5- ,5^ . ...x .LWZ. E�$d %='" �' r' - ''7-a e #.f -'''• — ,*,w;_ # +.0i'4 �+,N ;.X.r ..'S7'aP r- �•� � "�'°'S7t . i S`"` y ,,,y� w. �1'` i. x�' �T "Y.3 'ti':" •*�, "•.r'� - ya ,,$ ), ..E :' ,'�, '--__, iF l�. i 4 , :'f ti r/;� Y Strategic planning is the main opportunity for City Council to define the policies and programs that Huntington Beach should prioritize, over and above normal City operations, within the limited financial,human,and operational resources of the City. It is one of the most important activities that the City engages in, since it lays out a roadmap to guide the City from vision to reality. Ultimately, the Strategic Plan ensures that City Council and staff work together towards shared goals that make Huntington Beach an exceptional place to live,visit, and do business. The Strategic Plan also upholds transparency, keeping the community informed of its upcoming priorities and investments.The City commits to accountability with regular reporting on the Strategic Plan's progress and public engagment. This is critical, since the Strategic Plan is a living document that can be adjusted as the City's needs evolve over time. j.. Seal Beach National i { Wildlife Refuge IN McFadden Ave ; _ ,_»„ ,•.;, i _eti r a _ i' W McFadden Ave '• 4,? ,, Edinger Avecni, Edinger Ave f ,. 4 O s i ' N t c ' 0 SANTA ANA t / i 39 i Warner Ave €t 0 1 Warner Ave_ ♦ _ ,,.... ,, CA t 1 ' j / 1 ; 7* 5. ; .,; '7• 3,*a ,5;',. r, • y, b° ' S•rt Ellis Ave .,, { •, F• r •s r .3 Garfield Ave , V Yorktown Ave,-µ ._...— ! O Adams Ave .--- ¢ / / ;_ 5 7 HUNTINOTON BEACH COSTA MESA ‘,, r r �" T ; ' ' i, .'° :� s'' Victoria 5t E , t Hamilton Ave — City of Huntington Beach- 2023-2027 Strategic Plan 5 r' k.A:'.t i a * t as ., y" q.Y �'; . /I! - .y(. � `Y � �Y T �"�^ .t� � .. Yam. _ . `.. ... i raa♦ —.�t- • , e; i s 1 +w v ( . A wide range of City representatives and leaders provided their input and expertise to inform the Strategic Plan. APRIL— MAY 2023 Facilitators, Baker Tilly, conducted one-on-one interviews with each Council Member, each elected Charter officer, and City Manager to identify their top priorities over the next four years. Priorities that were largely held in common became the 8 goals that form the backbone of the 2023-27 Strategic Plan. "n+L Q City staff identified the key steps required to complete each strategy and incorporated them into the Implementation Action Plan (attached),staff's roadmap to complete the Strategic Plan. SEPTEMBER — OCTOBER 2023 City staff reviewed the draft Strategic Plan with each Council Member. At the October 3, 2023 City Council i Meeting, public comments were received, and City Council formally adopted the Strategic Plan. 4LIM il r JUNE 2023 Baker Tilly conducted a Strategic Plan Workshop with City Council, who received public comments, confirmed the 8 goals, and prioritized the strategies identified by the Department Heads. HMV ©23 Baker Tilly led a focus group with the Department Heads to identify the City's strengths and challenges from an operational perspective. Members also completed a Gap Analysis to identify important strategies,which were presented to City Council during the June 2023 Strategic Plan Workshop. • APRIL 2023 City staff prepared an environmental scan to identify factors important to consider during the planning process, i.e., demographics, economic trends,funding, and key changes in recent years. City of Huntington Beach- 2023-2027 Strategic Plan 6 y .:4.,-.. rr., y ..'»'T.„-„ a,..,*,-'w x 'sr. «:.. ' ..,_ '.wcA'�x' ,f .rl Oi� - ' ' r; -- A - IP `..-"t. -s--...10,-4-. - r•d l .0 yr; .— __..,.. ��.— .. 'aa" e ,i.r.. II The framework for the Strategic Plan is built around 6 key r�'ie' elements: 2 r , �= '' t The compass that aligns everything the J.0 City do,-s: "Committed to Responsive and '° ' . ... ►" - Exceptional Public Service for All" The foundation that the City's services is ' EgEt r 2 based on: humility, exceptionality, social x :-VALVES.•, awareness, passion, and integrity The most important Strategic Plan GOALS 3 priorities identified by City Council e .• : on June 8, 2023 • SVCcesr . " The outcome of successfully 4 addressing those priorities 5- Steps required to achieve 7E6E� • City Council's Goals • A tool to track the LMPLLMEIVT4TLON 6 City's progress Ic77ow P etvoi towards each Goal City of Huntington Beach-2023-2027 Strategic Plan 7 � t '� -„ "' d,y �., v kYY.�, a gw i t rr`�1z w +" r �, fut u£ 5 r � 7 14.4 ell '-':-. e ::,...:.,..i. t ' 7 , Y I . .. `: :*7 1�� , C ` Ff x nh c' ''� r �s . .A pt , 41 _ t%i ?'''1 s.ve. 7 a+ r ,1 1 L ,ems *"� - ds �+..('.-7 , - J ; r'. r r s • r — x. sk 1*- '--"we ii: € " ® c: 3 x x , F. •'.:- iy;..- d, *c,;# "+r ..,: rr,•"S"`:ra"' "`,a w'a '".'z•,•r.^;.'-., - , The following section is the heart of the 2023-27 Strategic Plan. It contains the 8 Goals and 23 Strategies approved by City Council for implementation over the next four years.These 23 strategies were identified as the"big rocks"that will be prioritized first, because they meet one or more of the following criteria: O Received four or more straw votes from City Council for prioritization during the Strategic Plan Workshop O Previously approved by City Council and already in progress O Faces a timing issue that requires immediate attention City Council also reviewed 18 other strategies and identified I,1111 , film* ;fillii riot lii them as important but not as urgent or critical. Those M- Strategies or"Small Rocks"are placed in the Implementation i g -- Action Plan which is used to lay out the detailed steps to _r " accomplish each goal (attached). As priority Goals and Strategies are completed and free up City resources,City if-' . -- Council may consider working with staff to pick up one or more Small Rocks for future implementation, as higher ` priority strategies are completed, resources are made t if the big rocks don't go in first, available, community needs evolve, and other factors ; they wont be able to fit in later. present at that time. ' I .. Please note that the Strategic Plan is a living document I � . that can be amended,as the City's needs evolve. As such, /. " # `..,,it• if the City recommends adding new priorities to the Plan, • • . �,. 4W. City Council will carefully assess their feasibility—given t ` E{,: ,r ] "£ ,1,, xi � s r g]. the City's current resources and needs—and determine ' v fi•ei, ;; if existing priorities must be amended or removed to .. 71b� ` �, e , accommodate them. �a {y .. : :,. i . City of Huntington Beach- 2023-2027 Strategic Plan 8 y{ }iii}is, i" i .�i a e yrr l a1 E. fra i.-'r't 3=A z yw <F, '` '.'j . .. I,: '` �i (�. �C r � Y- !�si ^. }„�` kxc x i WV Y a t41*ft'''''''14"1:2r, "'J� '�'p° �♦ ;t �i" . , tr 4 r * w...7 3 4" e 'H"" +h , , 1,:.., ii . tr! a 3d y� .. ----tLa .y 't-s - --� ti c ii,f f: 3 P =1 �w Li..., ` i 'A'' 'J I �' fir; !1Ws 1.1 * rd 1. _ �='' 4 '*'" ,cr 1; 2 , ilial 4 z ''' ..,---''.,•Y *41 '- tea} ' k-Y ^s i. y n. .. 4 ..f{ -0 " 13t a- j▪,--, '''.., ..,`s; A..'n,ta ti, t. ''''.10 f ' I' . . i 1 t -A:1_, ., fit ' ,.., *. : .4:,..i,s,•<•,,.., ,, 'i,'i 1 t;. a kt ' ' ' VP'..?: 74 " ig 11. '' t 1 .6 1 .,,,,, ,-14;" r i :1/4 „ -.!. h3 A ..i 1 , , , .- . .>% .-: ,-..;t,...1-1,ili.... . ....... i: 4 * '.- 4,.' ' . .d.,- ,,,...,.---.1. ..4.. ,...44, : ! . . i , . ..w.: „. . - - A. r—ls. ; S ECONOMIC DEVELOPMENT 1'0' - Greater business retention, investment and job growth in Huntington Beach. do `: r ---', FISCAL STABILITY 4-`ah :� Available funding to support a high-quality level of programs, services and '4 capital investments and to build a structural surplus. is HIGH PERFORMING ORGANIZATION • s. An engaged City workforce committed to responsive and exceptional public service for all. Achieve a customer service satisfaction rating of 90% or higher. - - HOMELESSNESS A continuum of care that reduces homelessness and maintains quality of `�' life for the entire community. • y HOUSING ;'F tfr . ' Proactive programs to address diverse housing needs within the City's jurisdiction. s '''' ` INFRASTRUCTURE INVESTMENT • : _ Maintained and upgraded infrastructure that supports the community's -,,4• , ;'4,• r day-to-day needs in accordance with the City's Infrastructure Report Card. • • 0• PUBLIC ENGAGEMENT A community that has easy access to clear, accurate, and timely City information and expresses increased awareness and involvement in City activities. . . • PUBLIC SAFETY deb r. ,� - Ensure the safety and protection of all community members, both efficiently and effectively. City of Huntington Beach- 2023-2027 Strategic Plan 9 • ,: ',;...,"•7----1.47,--- • ' ' ', • 's I. • ' . ' A' ' ' 6'7 --' - - io\ "- .,\r .Ntasi 1\k"("1 ii- l' -'1.7 I- ' ' ',- - --: -'.,k.:- .:.:•...,,,r',..-,' , , ...,„ , •i bi i 7:,. ...,.2, ,.,• r YV.:,Alk ... 4 ) . i 4I,' ., ,,, . •. , , ' '' '. ; '• ' ! • '`Ai - '-'‘, 1,1' 1 !Ivi7.,\ ' 11 II il ' ' ” . '.4-1.• —'7':--' . '4 C:.:-.7...'::•:. 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Or,. , lookil ,.., , ,•. tk'' 'Ait IL • ."r 1 i _ li I : 4 .:_:, .-:,;'.. --':-....,,,..;:. ,''.... ! ...':._'..!•:::-..:::......,..7:.:.- : ::::-:-.:-•:..:...-...:'•:-.....!,:l;,'.'.-"'.:'e:A:,;,:,....1-:_:,;.p.i.„- .r7.'.. '. .:.'..:..,."'.,,,1,' • , • ,. , , EcoNomic DEvELOPVMENT 1, . . • .: .,..--.-...- - .",'"" -77-77;;..II' . ' ... I .". Greateetasineit$0',0Iion, inyestment and job growth in ' ''' ' Huntington Beach'... . _. . . . . : .. - : - ••-. -.., , . , . . . .., ...: .., .. : . •• . -, . . .. :: . .. : . : .,..-_,.. ..:„. ...,........ .:: , .. ........, ., . . /....t IT , ./. . 7.,:_. IlibiAlrilli.: r V ,, ,:«•,f,;.., ,• .- .1, '•• ---i ; !r- I # . .. ,.. . ,..... 4 .."' . ' 41: 7/7/1• . ' ...if ..: ; .. .-- i ..,.. •-4-,1/4 ; , = .- . ...„, ... , 0, 0 , . • I• ,°'lle 4It 1 1 _ I , City of tiiiig h-2023-2027 Sliatei . 1, I '.r � $w.. ... ,�".e,�6^.n«..::. r+„3. .X^-4zz. Yrtc. - c�to r i". , s- �t4z. 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''. *Alitill Available funding to support o-1)....-1:44A.1.,:u.',..-'0..--.,:.:.'nfity.':"....:::':f0Y.e.:...1',.:-9.,;....n,,...:„:„.„,,:::,,--....--,:::,..-:;,•,.-...,,,.:.:.iii•-•..•,•-•„:.....„,„,„-,..':•„.-::...,...,.."-:„,„... Me ...... ...:,.i... ,, .„, .,.....; ....•....••... ..,••• .:„. ,..,,,.....,•....::: .•••....„... ,.. . programs,•-• services capitaland investments. ...........,..,.:..,..:,,,...„....,.„..„,......,,:„::.,„„::n....n.„.. ........: . .:-.‘., - ... ..,::0110...-'to..-bui141 -• __...., a structural surplus. : ,- . ::.,..... . .. . ....„..„.:,... ,...:.:....n.. . .. . • -- - ----- ,•-•-•,.:•••••-.. .• •:..• •• .....••••••-,-••.-..•-..-•....,„.„....,:„:„.. ..,„.....,.,,:..„:„. n„...,....„ „ ..• . .....,...... . ...., ..,,..,,,.................„ . ...... . . ... . ..... .. .. n,... n... . .. ,, . .. . . ....... . .- ..•..... . .. . .............. .... . .. . . .. • .. .... . ,. ...... . ... . . .. .. ... • . • . ... . _ .,.,..„... __,.. _. „:„,,,,,:•..• ,:•,,,, - ,---..-.', '•-t:i'- , -...1,,,i,,::.,J,,,...,•,:,.:~; .•..... .,. : ,;-'4:1-,:,,,---•-••-•.,,,, City of Huntington Beach - 2023-2027 Strategic Plan 1'; L9 yr . .� '�' ' ._.._µ.. :f.. F.a fEF ,., a ....... .mod...._._. ... �__ .._.... T' .. FISCAL STA Success Indicator: Available funding to support a high-quality level of programs, services and capital investments and to build a structural surplus. . d ''*,,,,,4. - * w Y zn y' x7*'::' n '9't s nit .' i � � ^ � ., ^ . DTILIlE *�' • 'ra ^:'.' 4-* E y p � . .- �[' r � � � .` nPA r � ' i ��. .� ..,,,..,,.....1„,-...... ! `� 1� ,.. , ^s u, iy \ � E ' ' 5,.�**' t7 E D . � s �r + S� �1 � t'71 `'`SJ�p TE UIES� '-=',-" ' • . . , rOU CSpiEE © , , f:a' . ; ter.> , i , a . ur t w •� 471ux ►ci % ' r� " - i,.z* 4 Cost: $-$$ (funded) Additional funding may be Consider new revenue sources and Finance, required depending Timeframe: opportunities to support the City's Chief Financial revenue opportunities.onnew Varies priority initiatives and projects. Officer Resources:Consultants, Start:Q3/2023 legislative advocates and Finish:Ongoing grant consulting firms • *COST: **TIMEFRAME: $=Up to$100,000 Short Term =within 1 year $$=Between$100,000 and$500,000 Mid Term=up to 4 years $$$=Between$500,001 and$1 million Long Term=4+years $$$$=Over$1 million City of Huntington Beach- 2023-2027 Strategic Plan l: h r 8 .. `t ! I11 N. 1 \ ,„ ,•CR MSS (0°0 St a k .V'• Y 4 df ' 'Ilte4t- , ,-,-.., ,1„,,',4., !`:,,•'.,-:,.IA.**, . hie '''--, ..,', %,‘.'cif AAR o4 w ice, a „ .1'' G.- ..r „. 1 Ai 4r-Tit 001 '...r" \ .,,,i,:„7 .:- 4, ems',42 r `Ht •i':v , ; f ` , r ..sit, i -` .' ;:,N `} '4 ." ______4H. y 4 - y `- Yi tt4s,. Dy ['d{ r .� 000 �r tea' c• ',. I 100 , 1 � r%" •7 nv !-G 'G.`.�"2? y'% ar4 k:�1S,t, .• �` �� t I Oyu 'r"'b st-0, _ '-( .--10 ' _ el i i raflf 4t�a �, iAtP }, �t �, .r .. it,t n+flq f 'y I 1 �r ./ _r gip, C : sR' 3 i r �,� 4, r {Y �L4 dtW L ro vk 6�1 `%:� �r a 1 - 4 1l • ` `' ' '" I 'a'11" :qy „,„ r �t, ;° , - ,+ , , ` I n' +4 , y'' rt'%4?! st K-• y'. ' ? •-- „' y'y. a ' � { 'w.....-r„ .--:.- :...- : 0,--•..'' ." -.--..4.-.1,,:;.,-,''''4'4,,,,,i ,--, ,. 1,,f, . , ,,.. , ..,,..,4 •P-,,,,e• , flill :."-',',: *..''T' i._,'., !t:..... '\ s + 'Y{ J /r 4• /; i r € s. l r .zf' a�`Hl .. ji Y7 yt L •/. - % - t q..4'- a�_ 1, gyp( ;? tr i 1 \, 4. X4 , , ram .,• �, y� 8 -4u y„ _ HIGH PERFO,RM!IM Ogr- GANII i ; ION r 3. Ma -An engaged Cit : workfarMM�ce that-�s com�itttedto. y #n d�. , d� ry 3iv. ♦ t pexceptional • ulb,lic servicefor alI' . • [ 13 . res onsive and excep r air r Achieve a customer se`ruice satisfact'ion�rating of 90% or higher. . .k.}y t 4. '' �Y9- .. -sue'- ',`." _ ?} _ "_ -- _ a+ 1, G_kG.� �t v/ tip t r % ;,� ;__r ;'=<= *-µCity'af Huntington Beach- 2023-2027 Strategic Plan lz. , . "`"„ .gyq. . rci" .. _. ... � x ... F r x .• w"C*� . . ` �`""" . ,t ..i V4 + .11 41 i i f l ' 'tCR .. x, HIGH PERFORMING ORGANIZATION Success Indicator:An engaged City workforce that is committed to responsive and exceptional public service for all.Achieve a customer service satisfaction rating of 90% or higher. STRATEGIES LEAD DEPARTMENT AND FINANCIAL TIMELINE** STAFF . RESOURCES NEEDED* [START/FINISH) A Establish a One Stop Shop to bring Community Cost: $$$-$$$$ (unfunded) Timeframe: development services and other Development, Resources:Design Professional, Mid-Term frequently used services under one Director and Building9 location to improve the customer Software Upgrade Services, Start:Q2/2023 service experience. Official Construction Contractors Finish:Q2/2025 Timeframe: Cost: $ (funded) B Fill department director and other City Manager's Mid-Term key vacancies to lead and provide Office, Resources:Contracted essential services to the community. City Manager recruiter for select recruitments Start:Q2/2023 Finish:Q4 2023 C Implement the Public Service CityManager's Timeframe: Excellence Initiative to invest in gers Cost: $ (funded) Mid-Term workforce development and promote Office, p Principal Analyst Resources:Consultants Start:Q3/2023 exceptional customer service. Finish:Q3/2024 D Restructure the City's Boards, CityManager's Timeframe: Commissions and Committees (BCC) g Cost:None Short-Term to ensure the most efficient use of Office, Assistant City Resources:BCC Citizen City resources while maintaining an Y Appointees Start:Q2/2023 effective level of civic engagement. ManagerFinish:Q3/2023 E Explore new Learning Management Timeframe: Systems LMS to offer more Cost: $$ (unfunded) Y ( ) Mid-Term comprehensive and innovative Human Resources, p Director Resources:Consultant, training programs for employees and software fees,training services Start:Q3/2023 public officials Finish:Q2/2024 *COST: **TIMEFRAME: $ =Up to$100,000 Short Term =within 1 year $$=Between$100,000 and$500,000 Mid Term =up to 4 years $$$=Between$500,001 and$1 million Long Term =4+years $$$$=Over$1 million City of Huntington Beach -2023-2027 Strategic Plan 1E s r s «. v 1'l'L • „ � "�P �^sP ,F r,,a .ti,� °e 3 «c t3 t.t" '� _ _.. N� ..' t f „_„ t y I p" ..t ter+' ' -"''a ,, _ '� a Gt �, - 01 Ar CkA i '^.'`p,,..,.. �" r. •,-' L `,, - n ,r L �' - # }. •FN': !!) I 9�;" �A ....,,.,_�, LL � �pSp " = — 1 ' t,�, W AEI _ _ ' 4_, .)4 1-',1-',..�.at.-=- ..._ 1 Yam. _....4_. _......__ '_ __ ,. .. 74 , , ., _,„, I ^#: r�( a,..... r 1�. HIGH PERFORMING ORGANIZATION Success Indicator:An engaged City workforce that is committed to responsive and exceptional public service for all. Achieve a customer service satisfaction rating of 90% or higher. • STRATEGIES LEAD DEPARTMENT AND FINANCIAL TIMELINE** STAFF RESDURCES.NEEDED* [START/FINISH) F Launch TrakStar,a web-based Timeframe: Cost: $ (funded) performance evaluations stem y Human Resources, Short-Term for City employees that will help Resources:Software and improve employee en a engagement and Director Start:Q2/2022 9 9 training fees productivity. Finish:Q1/2024 G Select a new third-party Cost: $$$annually Timeframe: administrator(TPA)for workers' Human Resources, (partially funded) Short-Term compensation to manage City claims Director efficiently,reduce cost and create a Resources:Software and Start:Q4/2022 safer workplace. training fees Finish:Q2/2023 *COST: **TIMEFRAME: $=Up to$100,000 Short Term =within 1 year $$=Between$100,000 and$500,000 Mid Term=up to 4 years $$$=Between$500,001 and$1 million Long Term=4+years $$$$=Over$1 million City of Huntington Beach-2023-2027 Strategic Plan lE q z. 1 • air • -+„';', .a } •�} 4'. u t b Js t a yy }A ti �` - i • x ' b • • • • } Y M t q • =y, taF • • tt x tt. r .• Vi , z_ A �+ " Mum ._ .. . HOMSSNESS A contin�um of care that reduces homelessness and o main•ta.ins-qua ity of life for the entire community. ..• 7 a ' .. k w 'X.'•.f• M -' rt yr • T `" 4 2 " T•,w x,y /1 • +T'•'` If'• " o. #' t - 9 - s ' City of Huntington Beach 2023=`2027 Strategic Plan 11 ,1,�.-.,-r v,f.0- e"'.;y �w�.. "' .. 7 'tt'' +�� 1'( ' l 'i ' _ ,ALA' 'k k: 4ti;.•1 J ---'-=: �-s„ 'sa.;'�.'.,.a ;r r '..-t` '^�i',i.,ilz` .+r�''/f'"'"^ •-Jif: „':'��Y '_l°rTs ? y,. N-x _� 1 'As ' '"; _ r;''.7:,:f:;-t":..tirfa:''-:.';iV,-:..,,:f?„-01*-- ,...re.:,. ,..'-- ' :.i:t.,-- , ,,, , , „,, ,..., ,. ,, , - , r . —4. ,..:--..,r.r***'''r4..,.....Af:„1.,el. . ,.<4,,,4 tir 1_,... ...:z -r L._ \\-,4 ma(Chi -,--_---,s 1. • ..{{ ..:4 i .... °ma 's -""-ii , '.,`t v',), '+c µY ,' - - - o-� ''r ` 'fi t" HO , ELESSNESS Success Indicator: A continuum of care that reduces homelessness and maintains quality of life for the entire community. ? 6 i"''' .. 'f' t..y t s r +,.5 W r NK rt y •s i "' "� r LEAD DEPARTMEf T�AND': .:. FINANCIAL ~, ' t ;TIMELINE**� ' r•'STRATEGIES r µ STAFf °a.�.{ 7 _ t} i ' RESDURCESNEEDED*• [START/FJfl/SH,I A Explore options to collaborate with faith and community-based City Manager's Timeframe: organizations,the City's HB Cares Office, Cost: $ (funded) Short-Term CalO tima,and Homeless Volunteer program, p Services Volunteer Resources:None Start:Q1/2023 others to provide social services in a Coordinator Finish:Q4/2023 cost-effective manner. City Manager's Cost: $$$$ (partial funding Tim m efrae: 13 Feasibly transition the Navigation Office, contingent on grant award) Long Term Center to include shelter and Homeless Services supportive housing. Resources:Jamboree Housing Start:Q3/2023 Manager to seek funding and construct Finish:Q3/2027 *COST: **TIMEFRAME: $=Up to$100,000 Short Term =within 1 year $$=Between$100,000 and$500,000 Mid Term=up to 4 years $$$=Between$500,001 and$1 million Long Term=4+years $$$$=Over$1 million City of Huntington Beach- 2023-2027 Strategic Plan 1E \NY.' • • • a4r i — tJ • HOUSING Proactive programs to address diverse housing needs within the City's jurisdiction. City of Huntington Beach - 2023-2027 Strategic Plan 1c 1 . . , , : , , a .. ,5111 . -: , ; , •, , ,,, _, , , . [ i ; iiiiiE ! H�__ ._ i .iii . , HOUSING Success Indicator: Proactive programs to address diverse housing needs within the City's jurisdiction. ii., %• . ,'°LEAD DEPART• MENT JND ,f N FINANCIAL TIMELINE** -, ".STRATEGIES , ':+ STAFF - RESOURCES;NEEDED* (;START/FINISH) Cost:$-$-$$ (funded) Timeframe: Community A Take action to maintain local controlResources:Legislative Ongoing Development, of land-use planning. Director advocate,land use legal Start:Q1 2023 services (as needed) Finish:Ongoing *COST: **TIMEFRAME: $=Up to$100,000 Short Term =within 1 year $$=Between$100,000 and$500,000 Mid Term =up to 4 years $$$=Between$500,001 and$1 million Long Term=4+years $$$$=Over$1 million City of Huntington Beach-2023-2027 Strategic Plan 2( .4 _..., . .1 • st- '1 .. •-..... ,X,-'•:11"--Y,, - •-•,,, , . 1444 1 .0- ' • . ... . ., t.,k7; 4. . 4iiiielt t_,, j . ., ., Iti , . _ , . • f 1 . . , ,,. . : . . .. • V iv 1 .. ,. . .. t -_ t • . •• ,, , , ., 44 lit • , - a - • . -IP-. • . . . • , . 1_ . . 1 . . , • . , ‘r.._, , .. . 1 . , , • --- ..._- _.,-,,,,,,-,--1.............gaiiiN,4 .* ' • 4 \-* * .. , IiI . it'',.. ••(' .• ; • -' 'N 7.,' * ;1 u .• i , . . ,Ilsome . / ..s,' \ .oi.:.•-:i''.'" '/,'''T...,. -' '-,:_,, !.7.' '•-'' ' 4 lc, -•- ,- .._ . - . - . L-7,..:--,..:ft, ''".•,'"r""11r. ,, .• . • ,,• .,..rwrir,, ._ . . lil*,','.-^;,'.-',;.,,,, Ca•ti..,.......,.....-p: It A,tZellinfi 4 -4, ., ., . .. .,.. • . _. . _ ,,, MIIMitietr.F IT:77.1;Ir'11114,311 '''' .., PO ;.7"•.. — _ -tioNsir.:4,') 41 c-i-r;3...,,ti- --2.--4.---- :1....v -,,,-•',.'n 1 1 - • .- --I - -.-"-IA:07' MIA ,,,,,,, .•: .-- 4.--Awn ''' '' '__,,,,' ,-•• ''''' -,•'?,;,..4Si i i-:rri•Wit--. ! •3...±..,,,,s!..t. - - -mg=,,i.: 1......, 1,•!,$•,,..,.fi',,-.;.,-_,-** f. ,.,-,x.40, =I- . "LT-• :11&., a N - -.-reaki-,w' ',,,.4-/.. -,-/~.s..:-.,,,c'a.. ::-,:., ..:„\--...i.ci-,,-4- -- '' 1 _ .. •-I:I....14; , ,F-l•••••,, :74... ....7mir„,...IA '.-'•''..'-.".•.,,.. :!.-vIti--4 = I .. ..,... ,. . -----. . ......- --,..,-. ,''` ,.•--"'"Liiirs-t 4 . -,m14.....a.:,- ..k-31.4it-issieri; , . . .. :•i•-• ''',,".-':: {1.4,-,-'''..--.-- ,',Yrt"L.;;.-*- ... - -.' • , ':',',),..-' -- H.......0., :70.000.00 ...„‹.00.00/.........°7 . '.... ,"-.7:4'7-'"rr ,_ ,. --_,— •p-....- Fit --- '-t- 1 -w- ..- --4-e.- Ira • I I r ' - - -01.4(.11;feto's* '..;-'• '•>:•. — ' . „••••r.,-;,..., ,i,.!' ea'.•• - .4.,?•••N.; ' % ';'4.-C-711:14e.t3r.' ) '•ta&L.ci-.• . . . /. ••••;, ' ' • • . ..•' ' . . . . . . . T .i, • . ,... . . .., •-;...:. .. . : ._. 1 . . Maintained and upgraded infrastructure that supports m ,.• • •mil• • the community's day-to-day needs in accordance with =mg • the City's Infrastructure Report Card. . , ,, ..47, itEME lot• ' : I 7 - - 1%,4 -- .- ' ".--4;" • ' ...-:, ..T.Ai.l. is i • I.- '‘,- -ill ,,,,tr_zo.t77,-,- • - ,- , ...-„,., ....-__.,. i. — T., :., , , ,,•-,...‘2. ... ........!,.. 41 . •--r"' ,.,e-,•....- - * r ; ,... ;',.... •+.-r.6'4:: L'''... ,re C,`"'11%7'e• '''',. i , ,- - 3 slr .. .--•• •-7 Illr7<.".:: 1;.. ef,2):•:,, ,;.-; . ....,, . , , ,.,_;_,,,,,:,y- _it FE II. - ,:. ,-- ,,_.;:-,-....,,, .,.1: .:,,,:ii':-,,,,-,''..= ;..T.:-t--,-....z."..,q:i,,'sfJ_i,::':'----______). . -' :-.. -,Icr-3L".'",'i!,'-'1„.,44: ''''(•.',Z-cldiolikf,,,,,,r. __ 1 ''''`Ii.'Lt,'..) --...7}..t...t.'..,..• * P '':f..- '.e ; t.1*'3:*--' '.5"vi •:.1"4:,-...0 .3121-21. atat/.4y,,„„,„,.... i 2,4.' 7::: .‘ .N.. ':f.'...'*°' , ' . . ". - ' liminc H u nti rigto n--Bea-c h 2023=2027 Strateeo , , . ---c---- -- - - V ,.T.i �r -'tiv .. 'y ,; r -'" 4 +.t'�t+" 4 me - .s ._._ + ii f rRl A s d W. /, r�4 �, ♦ 'n i,.- 41 .! �' �.,5/ t r ' +-...tom ,',„4:..5.,. .4cws-a" '=fit- N '� tt £m � r � ' �1 t t� � -. '.I,'^ - , y �::, � i. i : , I /.r r f MFHASTRUCEFURE ,MVESTMEMT Success Indicator: Maintained and upgraded infrastructure that supports the community's day-to-day needs in accordance with the City's Infrastructure Report Card. "' �O dEPAR A l . .' • i<1 i '. . STAFF RESOUR6ES NEEDED* �S ARC"f f IS!) Timeframe: Q Provide world-class beach facilities, Cost: $$$$ (partially funded) Long-term including the renovation and Resources:Construction Start:Q3/2023 Public Works, expansion of 15 beach restrooms,new Director manager,construction Finish:Q2/2027 lighting improvements for Pier Plaza contractor,environmental Likely phased access,security and programming. review consultants approach for 15 restrooms. 13 Explore additional sports and concert Cost:TBD(not funded) Timeframe: venues to bolster tourism and provide Comm.&Library Mid-Term world class amenities for communityServices, Resources:Consultant to Director facilitate work Start:Q4/2023 members. Finish:Q3/2025 Cost: $$ (partially funded) Conduct an assessment of Resources:Consultants to Timeframe: all City facilities to determine Public Works, conduct assessments,as Mid-Term priorities for upgrades and repairs, Director needed. Legislative advocates Start:Q3/2024 implementation and financial priority. to identify grant funding when Finish:Q4/2026 available. ® Undertake major planning efforts Cost: Varies per Plan (funded) including Fleet Capital Replacement Resources:Consultants to Timeframe: Plan,Mobility Master Plan and Public Works, prepare plans,as needed. Mid-Term Infrastructure Report Card to Director Legislative advocates to Start:Q1/2022 adequately anticipate and prepare identify grant funding when Finish:Q4/2024 for future infrastructure needs. available. *COST: **TIMEFRAME: $=Up to$100,000 Short Term =within 1 year $$=Between$100,000 and$500,000 Mid Term=up to 4 years $$$=Between$500,001 and$1 million Long Term=4+years $$$$=Over$1 million City of Huntington Beach-2023-2027 Strategic Plan 2: .,,r ad , • • . , - .* , . . ' '''';',"‘;'A*Vi'''' ''-,*.'it • • -...°,--:::,, ' " ... ' ' ' ... ; - - "* ;* ' ;".:,;.: ,-- °' ° %.?"4°.*,....'„;', ... ,..*$-:%;1::'1,1".*S',* '- 'P ' -)• ''' ' - ' - ,: ,-, -.- -.:-.-.,--. .-.1.:,.,,,,--,,,-%,--„,•.: -, . -.. . . ,-..,.. .., ,....,...„, . 1, . , . . .. . ..., ._ ... A 114. ,„-.,...0, . .., • , , .. , ,..., , ,4, ,- .. 7 . . „ •..... l',„ . , .. , . . . . . , . :. ,P" - •.,. , ,,,,..- ,,,- . '• ., - , ..44, - ',,,---- ''''-,...t**,, .'..,..,1' . " • - , • . . . , i; , .' r. - ' , - rA.,• ....,; .., . .... .. , • i.".'1'-''...,--j...4S,4 , :r- ,.:.'-';,''`,.-!*- .-,,;;,,, Is. 4," • "t~ ' '1 4.. • ,' ii.•1)...., ' - ---' :..1'ti." ,. ,..' ' • ,... .,..,. ':•'.' '-, '''" ,. - . . .. . , - . -. .,:..,,' d...... . 'Is.'1'e• I ' ' ' ' •'sf .e a 's s. 's '4.° ' ,,,...,.. a , ..:s, ,•ss.,,,,,, , a, • 16 'e ..,, I . s I' SS‘'..."'• i ' ..Iti.,•' ' 1r: , 'a e , ' ;,. s • is. . •'s ea... rs s . . ' , I a . . • . .,. /. , .. e.'I', ,. l. ," 4 PUBLIC ENGAGEMENT . ..÷. ,.. . , . . 1 re °le ' A community that has easy access to clear, accurate, information and timely City and expresses increased awareness and involvement in City activities. .... , ':::...., ...: ..., . : . ,. . .. ...., . : ,. , -.. .,..,. .•, • . . . 1.-. ,..... ',.:• ,.., V ..' , , ' City of 4aritin 41 Be. P 3-2027 Strategi 4. ',„; i '' G 'W'G • i i. ‘,. 2 k a 1;, ; 5.. i •,. .,. " - • ' i , ' 1 • 0 • ; i 7 1 G i t . iii 4 . dir 111 f r . � E r tiL S 8 ii .• _ • PUBLIC ENGAGEMENT Success Indicator: A community that has easy access to clear, accurate, and timely City information and expresses increased awareness and involvement in City activities. STRATEGIES LEAD DEPARTMENT AND FINANCIAL TIMELINE** STAFF RESOURCES NEEDED* [START/FINISH] A Implement a 311 system to manage CityManager's Timeframe: and track calls for municipal servicesg Cost: $$$ (not funded) Lon Term and provide one centralized location Office, 9- Resources:311 software for communitymembers to obtain all Public Affairs Start:Q4/2023 Manager developer and trainer City information and services. g Finish:Q4/2026 B Redesign the City's website to City Manager's Cost: $$ (funded) Timeframe: increase its versatility and enhance Office, Mid-Term user experience with easy to access Public Affairs Resources:Web Developer Start:Q2/2022 information. Manager (Revize) Finish:Q1/2024 C Expand and enhance community City Manager's Cost: $ (funded) Timeframe: outreach engagement opportunities Office, Ongoing through neighborhood town halls, Public Affairs Resources:Outreach materials, Start:Q1/2023 direct mailers,and videos. Manager designers,video producers Finish:Ongoing D Enhance capacity of HBTV and City Manager's Cost:$$ (funded) Timeframe: produce relevant television content to Office, Resources:Studio equipment Short-Term expand the City's public engagement HBTV Media and consulting,content Start:Q2/2023 reach across diverse audiences. Coordinator producers Finish:Q1/2024 E Hire a graphic designer to incorporate Timeframe: the City's Branding Guide throughout City Manager's Cost: $$ (funded) Short-Term the organization for greater Office, Resources:Computer consistency and appeal across all Graphic Designer equipment and software Start:Q2/2023 City visual content. Finish:Q2/2024 *COST: **TIMEFRAME: $=Up to$100,000 Short Term =within 1 year $$=Between$100,000 and$500,000 Mid Term=up to 4 years $$$=Between$500,001 and$1 million Long Term=4+years $$$$=Over$1 million City of Huntington Beach- 2023-2027 Strategic Plan 2d t I & �h 9 5 \ • - -..,1 - 4 ..,..., 1 i t . dor . . \ i # A ai _ � , . .� � , , 4. * .R.. ' vi, li idi,,, ' ...„4,:..; 4: iiiiiins A , 0 lia I '': . Ilk . . 4. ,, �r tips, ''1 f i . _ s y / i ! oz . ,.,,., PUBLIC AFETYS , .. .... ..„ 116 �/ Ensutre the safety and protection of all community . Aniir memb\ers both efficiently and eff-AGativel �� / I ii*v Cal,C'e'''.1i.-:" ''....„,.. 1 • • 1 "Pi N ' ,, S :,,, � " , .�:. 3 Cit ofy Hun 'ngton Beach - 2023-2027 Strategrc;.an '.2' 7.-- ? vmaNT a MOORIIME °4,„, ., , ,. . t. IdUX1NIIGIlt{ItIMlC11� 1,3 f • C . 4.- 4. �', 'I,C e _ - � ! • ' I y.hti•rtit.r.,.........,4 ---,.......:„._—__=_ �r V ,,,,,,6u �� til `ti y,„ n { '{� ._ ft (�. Q, .yl. '..'. -'�..yt2yy ii Y f1 i i ,TYn In �A'.. �A "---,IL.eR y�a'/ %t;ry� a ''t +1 N t a �c FY dub ,a Y14i f1:4 N �m. J PUBLIC SAFETY Success Indicator:Ensure the safety and protection of all community members,both efficiently and effectively. ;STRATEGIES . . LEADDEPARTMENT AND - . .FINANCIAL . TIMELINE** v a :STAFF RESOURCES:NEEDED*' (STAR_T/FINISH) Fire,Chief Cost: $$- $$$$ (partially Timeframe: A Community-wide comprehensive risk police,Chief reduction program to optimize public funded) Long Term 's emergency response and Information Services, safe g Y p Chief Information Resources:Varies and to be Start:Q3/2023 reduce the number of calls. Officer determined Finish:Q4/2027 Bolster city's emergency management Fire, (partially funded) Timeframe: B tY' 9 Y 9 Cost: $$ (p y preparedness and response plans Emergency Long Term to ensure seamlesspublic safetyOperations Center Resources:Varies and to be O p Start:Q3/2023 determined response during crisis events. Manager Finish:Q1/2028 *COST: **TIMEFRAME: $=Up to$100,000 Short Term =within 1 year $$=Between$100,000 and$500,000 Mid Term =up to 4 years $$$=Between$500,001 and$1 million Long Term =4+years $$$$=Over$1 million City of Huntington Beach-2023-2027 Strategic Plan 2E . -----''44#'• 11 • ' - 71",40-41 - .^ .0.--wl'-;-10--W-ir 1--,17-i---i--i---, Nor 1 as -11 tii '\s. T t _ {-,.. a ..ue, �!r' " 57!' . .ya CK'....`C gi) -.. ' . ) , ..- --.. .t. - . ,..,,,e,, ..,,4 ,, . , if H5 i , i it ....:3: ,' _ _ .' �;1.,. v ' ..' ry r ll tt . fit} "K-• ., ....�,..5. ,'—..'-{'3_ - , '{I '.�'�''. Y x, . '� x t: E.p' 2l j .x' -w . f - 1, f.. L Jam,.., ', "lfi ' F-.f�_� „ -7,.° - I q , , ij ' m'1 i • 1 y kY, ._ h + x w 7 i yp jjp� - -- • a•s r {�: f :' r.j .11 1 ,� '-'" �` it i 1., lig 1,, ,.�^,kk ..: ' ..i'� `'', T`•g 0-'flilit-7*--,,Kgi qq u . r wile ■ , 1 � � ..ne �' - s � , ,� t� .:...t..,.Si.;.ts.:...,cm+taa.}t,.» x,...c„_ � The following individuals dedicated time and provided valuable input during the development of this Strategic Plan. The Employees of the City of Huntington Beach Huntington Beach City Council • Tony Strickland,Mayor • Natalie Moser, Council Member • Gracey Van Der Mark,Mayor Pro Tern • Pat Burns, Council Member • Casey McKeon, Council Member • Rhonda Bolton, Council Member • Dan Kalmick, Council Member City of Huntington Beach Leadership • Al Zelinka, City Manager • Michael Gates, City Attorney • Alisa Backstrom, City Treasurer • Robin Estanislau, City Clerk • Alvin Papa,Public Works Deputy Director • Scott Haberle,Fire Chief • Ashley Wysocki, Community& Library • Shannon Levin, Council Policy Analyst Services Director • Steve Holtz, Community Development • Catherine Jun,Deputy City Manager Deputy Director • Chau Vu, Public Works Director • Sunny Han, Chief Financial Officer • Eric Parra, Police Chief • Theresa St. Peter, Interim Human Resources • Jennifer Carey,Public Affairs Manager Director • Jennifer Villasenor,Acting Community • Travis Hopkins,Assistant City Manager Development Director • Ursula Luna-Reynosa, Former Community • John Dankha, Chief Information Officer Development Director • Jose Rodriguez,Acting Human Resources Deputy Director Strategic Plan Consultants, Baker Tilly US, LLP • Carol Jacobs • Don White • Mary Locey • Steve Mermell City of Huntington Beach- 2023-2027 Strategic Plan 2: �A r;.+; • l .* 1 ` 4.ar .-s r4az ) a - ... ' ::t "y,4' • :,.fir x;-, ybt • x , •�,�a 8 • i �: . .. —.' - ` w - w % , • t y, •+ 7 ,• . ..�-: i .{ `ti. t } } �i _ sir r 4. t.A.„*. , ' s ... _ ' .—.. .. , \ �!`».'., :---''S ^!° .:-. - s lilt`s,' t t 1 t ih--`y� -r. . . '� \ la— ' IA.. i .-,,1 . j',��`__. _"{ '4. •i .svts„tn.,ass s, .., ,,ys 'y, .4'4',''j't`*,� r R '+s f l'"""*".7.. , v _ r^� ..wra I ''cf:. r<n'! ,�, ``'y, .,..r alt�h‘1 i ..a ,i l4"'._'ym..._,,.� `i i` 1 `'r + .':.i tt 1. gs tttt s +l t : s 0` '` _ n 1 '—', �4 till f � �n"�j #s aiY,..� �t )�111i1��,t`�11111�111.`i,ls\l;�s! 1 Lis .o:R --' �....;�.• . #.-�4w • _ + f,r`.+ j ,.ri uttt 1Sei,r\1 st t _`.. II , ; y. ri' I i E -of " 4 • ^f -"` . . �� _ r 1^ -- , - . - '_' �Ar/��ir�, 1 sty` if.hrl ,. . _, ,. _. , , A .. . ..., . , „ .,,,, ... �.t . . _,, . . . al 'Ita� UNTV (UUU�51C I '.41104.4.4500,- C9 6F C-Nesr area SE CW 202 2 21 STRATEGIC PLAN Prepared by the Huntington Beach City Manager's Office 2000 Main Street,4th Floor, Huntington Beach,CA 92648 For more information,visit www.huntingtonbeachca.gov/strategicplan City of Huntington Beach Implementation Action Plan for the 2023-2027 Strategic Plan The Implementation Action Plan(IAP)is used by City staff to implement the 2023-2027 Strategic Plan goals, given various considerations such as resource availability (i.e., staffing, finances, and City Council also reviewed 18 other equipment). It is also used to track the progress of the Plan for greater transparency and community If the big rocks don't go in first, strategies and identified them as engagement important but not as urgent or critical. Those Strategies or "Small Rocks" are Each Goal in the IAP includes the following details to guide staff towards the orderly implementation —�-- � �� Highestprmrity placed in a secondary spreadsheet in this and completion of all items in the Plan. However,the Plan and IAP are living documents that can be / A sttatz4 IAP. As priority Strategies are completed amended by the City Council to better meet the needs of the City, as priorities, resources, and and free up City resources,City Council may conditions evolve over time. Small consider working with staff to pick up one p b Important or urgent strategies or more Small Rocks for future 1. Goals 1�'•c implementation, as higher priority • The overarching priorities identified by City Council over the Strategic Plan period. strategies are completed, resources are • , a#y� end made available, community needs evolve, '<��s+ Non-urgent 2. Success Indicator strategies and other factors present at that time. • The overall impact or result that is measured upon the completion of a Goal. they aren't going to fit in later. 3. Strategies • The 23 actions or"what we seek to achieve"under each Goal. - - 4. Priority Types All modifications to the IAP and progress updates will be communicated to the City Council on a • The 23 Strategies are categorized as high priorities if they:(1) received 4+ straw votes biannual basis, providing a forum to gather feedback that will be used to update and improve the during the Council's 6/8/23 Strategic Plan Workshop; (2)were previously approved by Strategic Plan over the next four years. Council and are underway;and/or(3)face a timing issue that requires attention Lastly,each prioritized Strategy or Big Rock will include a Scope of Work that details the end goal, 5. Key Tasks and Deliverables funding sources, staffing, milestones with timelines, maintenance plan (if applicable), community • The heart of the IAP that includes all Tasks that must be completed to achieve each Goal. engagement efforts,performance measures,and more. 6. Lead Department and Staff • The main staff/department designated as having management responsibility for completing the item. 7. Staffing Resources and Partnerships Needed • Staffing resources and time needed to complete a Strategy,in addition to other agencies and partners that may assist with implementation or provide feedback. 8. Financial Resources Needed • Estimated funds for equipment, services, contractors, consultants, and other necessary expenses. Indicate whether all or partial funds are budgeted or require budgeting. 9. Timeline(Start/Finish) • A start and end date for the entire task/strategy,defined in quarters and years. City of Huntington Beach-Implementation Action Plan for the 2023-2027 Strategic Plan eiz Managea,ene October 2023 bakertiEly X partner: �.r�� Success Indicator:Greater business retention, investments and job growth in Huntington Beach. Strategies Priority Key Tasks and Deliverables Lead Department Staffing Resources& Financial Timeline*** Type* (in chronological order) and Staff Partnerships Needed Resources Needed** (Start/Finish) A. Develop an updated economic 1 1) Review 2017 Economic Development Strategy,2020 Community Staff Cost: $-$$(partially Timeframe:Short-Term development strategy to ensure Industry Cluster/Workforce Analysis and Mayor's Economic Development- Department liaisons,as funded) business retention,local Development Summit on Oct.13,2023 to prepare scope of Economic determined by Dept.Head. Start:Q4/2023 investments and job growth. work for an updated Strategy(In progress) Development Resources: Finish:Q4/2024 2) Issue a RFP to procure a consultant to prepare updated Manager Partnerships: Strategic plan consultants Economic Development Strategy(Upcoming) i.e.,OC Business Council, 3)Work with key industry stakeholders to solicit input during Small Business Development the development of the Strategy(Upcoming) Council,SCORE,Workforce 4)Take an updated Strategy to CC for approval(Upcoming) Investment Board,banks, commercial brokers, Goldenwest College, Chamber of Commerce,Visit HB,Downtown BID *Priority Type **Financial Resources: ***Timeframe: 1=Received 4+Council straw votes at the 6/8/23 Council Workshop $=Up to$100,000 Short Term=within 1 year 2=Previously approved by Council and currently in progress $$=Between$100,000 and$500,000 Mid Term=up to 4 years 3=Faces a timing issue that requires immediate attention $$$=Between$500,007 and$1 million Long Term=4+years $$$$=Over$1 million City of Huntington Beach-Implementation Action Plan for the 2023-2027 Strategic Plan 'i October 2023 1 � • jotr OWANYPIPMENATVVilli ' ` ^ , .; 0 04"AN ^'�"'' 'r ` -- v'414.�, b ,v., fr.. ,sT* :_j <�."`^ xb"E� e'+ x. �,�ts ,'�`�:n'r^"' .t 0.S'-� +�,�.�v. - ��.*�:,. ., Success Indicator: Available funding to support a high-quality level of programs,services,and capital investments and to build a structural surplus. Priority Key Tasks and Deliverables Lead Department Staffing Resources& Financial Timeline*** Strategies Type* (in chronological order) and Staff Partnerships Needed Resources Needed** (Start/Finish) A. Consider new revenue sources 2 1) Update fee study(i.e.,citywide fees and charges,EMS,and Finance- Staff: Cost: $-$$(funded) Timeframe:Varies and opportunities to support fines)and evaluate the feasibility of implementing updated Chief Financial City Manager's Office team, the City's priority initiatives fees. Includes cost of service fee study and cost allocation Officer Executive and Deputy Additional funding may be Start:Q3/2023 and projects. plan(In progress) Leadership Teams, required depending on new Finish:Ongoing 2) Increase grant application efforts(In progress) Managers,and Analysts revenue opportunities. 3) Pursue federal/state earmarks(In progress) 4) Evaluate leases/concessionaires and adjust to market rate Resources: where applicable(In progress) Consultants,legislative 5) Develop formal policy for attracting and retaining high advocates and grant demand businesses(In progress) consulting firms 6) Update developer impact fees in accordance with the Mitigation Fee Act;ensure fees are aligned with the impact of development on City services/stakeholders.(Upcoming) *Priority Type **Financial Resources: ***Timeframe: 1=Received 4+Council straw votes at the 6/8/23 Council Workshop $=Up to$100,000 Short Term=within 1 year 2=Previously approved by Council and currently in progress $$=Between$100,000 and$500,000 Mid Term=up to 4 years 3=Faces a timing issue that requires immediate attention $$$=Between$500,007 and$1 million Long Term=4+years $$$$=Over$7 million City of Huntington Beach-Implementation Action Plan for the 2023-2027 Strategic Plan is October2023 2 t. ., 'C'w i.\ m ';. t,3",.°,. k A ®, /'1�1,0M' ' r- '' _ -'_,'''r i'`..s, 1..,„,, .,..r -e ..4 7 i 3 'P' t*,- Success Indicator:An engaged City workforce that is committed to responsive and exceptional public service for all and achieves a customer satisfaction rating of 90%or higher. Priority Key Tasks and Deliverables Lead Department Staffing Resources& Financial Timeline*** Strategies Type* (in chronological order) and Staff Partnerships Needed Resources Needed** (Start/Finish) A. Establish a One Stop Shop to 1,2 1) Finalize scope of effort(i.e.,required departments,services, Community Staff: Cost: $$$-$$$$(unfunded) Timeframe: Mid-Term bring development services technology)and physical scope of work(i.e.,counter layout, Development- City Manager's Office team, and other frequently used number of workstations,etc.);obtain quotes for technology Director and Permit&Plan Check Resources: Start:Q2/2023 services under one location to needs.(In progress) Building Official Supervisor,Chief Information Design Professional, Finish:Q2/2025 create an improved and 2) Procure design firm to prepare concept drawings and cost Officer,City Engineer, Software Upgrade Services, efficient customer service estimates for physical space(Upcoming) Deputy Fire Marshalls Construction Contractors experience. 3) Circle back with Council to prioritize next steps,phasing plan,and financing plan(Upcoming) 4) Implement phasing plan(Upcoming) B. Fill department director 2 1) Complete recruitment for vacant director positions within 3 City Manager's Staff: Cost: $(funded) Timeframe:Mid-term vacancies and other key months of vacancy(In progress) Office- HR Director and Manager, positions to lead and provide 2) Implement Managed Hiring Process to thoughtfully identify City Manager Chief Financial Officer, Resources: Start:Q2/2023 essential services to the and fill key vacancies(Ongoing) Budget Manager, Contracted recruiter for Finish:Q4/2023 community. 3) Identify efficiencies to aid depts.whose vacancies cannot be Department Directors select recruitments filled immediately (Ongoing) C. Implement the Public Service 2 1) Review and implement a 12-month action plan by North City Manager's Staff. Cost: $(funded) Timeframe:Mid-term Excellence Initiative to invest in Star(In progress) Office- All levels of staff workforce development and 2) Kickoff a 10-session Dennis Snow Customer Service Virtual Principal Analyst Resources: Start:Q3/2023 promote exceptional customer Training for 250 team members(In progress) Consultants Finish:Q3/2024 service. 3) Create an internal customer service working group to identify customer issues and develop improvements (Upcoming) D. Restructure the City's Boards, 2 1) Convene a Council Ad Hoc Subcommittee to recommend City Manager's Staff: Cost: None Timeframe: Short-term Commissions and Committees structural changes as needed(Complete) Office- City-Manager's Office Team, (BCC)to ensure the most 2) Present recommendations to City Council and implement Assistant City City Attorney,BCC Staff Resources: Start: Q2/2023 efficient use of City resources approved changes(Complete) Manager Liaisons BCC Citizen Appointees Finish:Q3/2023 while maintaining an effective level of civic engagement. *Priority Type **Financial Resources: ***Timeframe: 1=Received 4+Council straw votes at the 6/8/23 Council Workshop $=Up to$100,000 Short Term=within 1 year 2=Previously approved by Council and currently in progress $$=Between$100,000 and$500,000 Mid Term=up to 4 years 3=Faces a timing issue that requires immediate attention $$$=Between$500,001 and$1 million Long Term=4+years $$$$=Over$1 million City of Huntington Beach-Implementation Action Plan for the 2023-2027 Strategic Plan t(� October 2023 3 ` axn,g; Priority Key Tasks and Deliverables Lead Department Staffing Resources& Financial Timeline*** Strategies Type* In chronologicaland Staff Partnerships Needed Resources Needed**yp ( g' order) p (Start/Finish) E. Explore new Learning 2 1) Identify required and optional training opportunities(In Human Resources- Staff. Cost: $$(Not funded) Timeframe:Mid-term Management Systems(LMS)to progress) Director City Manager's Office Team, offer more comprehensive and 2) Research available LMS providers,compare features,pricing Chief Information Officer, Resources: Start:Q3/2023 innovative employee and and user reviews(In progress) Executive and Leadership Consultant,software fees, Finish:Q2/2024 public official training 3)Work with selected provider and IS to develop and Development Teams training services programs implement LMS(Upcoming) 4) Conduct citywide training and rollout(Upcoming) F. Launch TrakStar,a web-based 2 1) Research performance evaluation system;select and Human Resources- Staff: Cost: $(funded) Timeframe:Short Term performance evaluation system develop new system,TrakStar(In progress) Director City Manager's Office team, for City employees that will 2) Gather feedback and consensus from Leadership Teams, Chief Information Officer, Resources: Start:Q2/2022 help improve employee Managers and Labor Associations(Upcoming) Executive and Leadership Software and training fees Finish:Q1/2024 engagement and productivity. 3) Provide citywide training for all supervisors and staff; Development Teams, conduct rollout(Upcoming) Supervisors G. Select a new third-party 2 1) Issue an RFP and select a new TPA;coordinate the transfer Human Resources- Staff. Cost: $$$annually(partially Timeframe:Short-Term administrator(TPA)for of all relevant data to TPA(In progress) Director Human Resources Manager, funded) workers'compensation to 2)Introduce TPA to organization and rollout TPA services on Executive and Leadership - Start:Q4/2022 manage City claims efficiently, an ongoing basis(Upcoming) Development Teams, Resources: Finish:Q4/2023 reduce cost and create a safer Supervisors,Chief Financial Software and training fees workplace. Officer *Priority Type **Financial Resources: ***Timeframe: 1=Received 4+Council straw votes at the 6/8/23 Council Workshop $=Up to$100,000 Short Term=within 1 year 2=Previously approved by Council and currently in progress $$=Between$100,000 and$500,000 Mid Term=up to 4 years 3=Faces a timing issue that requires immediate attention $$$=Between$500,001 and$1 million Long Term=4+years $$$$=Over$1 million City of Huntington Beach-Implementation Action Plan for the 2023-2027 Strategic Plan r `" \ October 2023 4 �. 7,/! Success Indicator: A continuum of care that reduces homelessness and maintains quality of life for the entire community. Priority Key Tasks and Deliverables Lead Department Staffing Resources& Financial Timeline*** Strategies Type* (in chronological order) and Staff Partnerships Needed Resources Needed** (Start/Finish) A. Explore options to collaborate 2 1) Develop the HB Cares model of volunteers to provide City Manager's Office Staff: Cost: $(funded) Timeframe:Short Term with faith and community- services to the homeless population(Complete) - Homeless Services Manager, Start: Q1/2023 based organizations,the City's 2) Seek partnerships with faith and community-based Homeless Services Police Lieutenant Resources: Finish:Q4/2024 HB Cares Volunteer program, organizations to provide direct services and support to Volunteer None CalOptima,and others to prevent or reduce homelessness(In progress) Coordinator Partnerships: provide social services in a 3) Collaborate with CalOptima as they release their street Faith Based Groups and cost-effective manner. medicine program(Upcoming) Non-Profit Providers B. Feasibly transition the 2,3 1) Coordinate with Jamboree to develop and finalize the City Manager's Office 'Staff: Cost: $$$$(partial funding Timeframe:Long Term Navigation Center to include planned use and conceptual plans(In progress) - Police Dept.Lieutenant,City contingent on grant award) shelter and supportive 2) Secure funding opportunities to develop site(In progress) Homeless Services Manager's Office Team, Start:Q3/2023 housing. 3) Collaborate with partners,operators,and agencies to Manager Community Dev.Deputy Resources: Finish:Q3/2027 deliver services(Upcoming) Director Jamboree Housing to seek - 4) Design and construct(Upcoming) _ funding and construct *Priority Type **Financial Resources: ***Timeframe: 1=Received 4+Council straw votes at the 6/8/23 Council Workshop $=Up to$100,000 Short Term=within 1 year 2=Previously approved by Council and currently in progress $$=Between$100,000 and$500,000 Mid Term=up to 4 years 3=Faces a timing issue that requires immediate attention $$$=Between$500,001 and$1 million Long Term=4+years $$$$=Over$1 million City of Huntington Beach-Implementation Action Plan for the 2023-2027 Strategic Plan I a 'i October 2023 5 x'Ms) 66Al. 5. HOUSING. yet`. i.- _; ,• h Success Indicator:Proactive programs to address diverse housing needs within the City's jurisdiction and control. Strategies Priority Key Tasks and Deliverables Lead Department Staffing Resources& Financial Timeline*** Type* (in chronological order) and Staff Partnerships Needed Resources Needed** (Start/Finish) A. Take action to maintain local 1 1) Create a Legislative Platform with legislative advocates and Community Staff: Cost: $-$$(funded) Timeframe: Ongoing control of land-use planning. topical legislative analyses(In progress) Development- City Manager's Office team, 2) Monitor proposed legislation for IRC's consideration(In Director Planning Manager Resources: Start:Q1 2023 progress) Legislative advocate,land Finish: Ongoing 3) Participate in regional agency efforts related to housing Partnerships: use legal services(as policy(SCAG,OCCOG,etc.)(In progress) SCAG,OCCOG needed) 4)Assist Council Members on approved H Items related to local control(In progress) *Priority Type **Financial Resources: ***Timeframe: 1=Received 4+Council straw votes at the 6/8/23 Council Workshop $=Up to$100,000 Short Term=within 1 year 2=Previously approved by Council and currently in progress $$=Between$700,000 and$500,000 Mid Term=up to 4 years 3=Faces a timing issue that requires immediate attention $$$=Between$500,001 and$1 million Long Term=4+years - $$$$=Over$1 million a City of Huntington Beach-Implementation Action Plan for the 2023-2027 Strategic Plan (4uN October 2023 6 s ;GOAL 6- INFRASTRUCTURE INVESTMENT f Success Indicator:Maintained and upgraded infrastructure that supports the community's day-to-day needs,in accordance with the City's Infrastructure Report Card. Priority Key Tasks and Deliverables Lead Department Staffing Resources& Financial Timeline*** Strategies Type* (in chronological order) and Staff Partnerships Needed Resources Needed**yp g' p (Start/Finish) A. Provide world-class beach 1,2 1) Hire design consultant to conduct community outreach& Public Works- Staff: Cost:$$$$(partially funded) Timeframe: Long-term facilities,including the engagement(In progress) Director Community/Library Services renovation and expansion of 2) Develop project budget,design,and environmental review Director and Specific Events Resources: Start:Q3/2023 15 beach restrooms,new (In progress) Staff,City Engineer,Project Construction manager, Finish:Q2/2027 lighting improvements for Pier 3)Conduct a Measure C analysis,as needed(In progress) Managers,Public Affairs construction contractor, Plaza access,security and 4) BID project and request allocation of funding through CIP Manager environmental review programming. process,to include long term maintenance plan(In consultants progress) - Partnerships: 5) Complete project construction(In progress) State Parks/Recreation, Coastal Commission,Visit HB, Downtown BID,Orange County Registrar of Voters B. Explore additional sports and 1,2 1) Conduct assessment and community input of acceptable Community& Staff: Cost:TBD(not funded) Timeframe:Mid-Term concert venues to bolster event volumes by type(In progress) Library Services- Special Events Supervisor,Fire tourism and provide world 2) Evaluate Public Safety capacity and resources(In progress) Director and Police Representatives, Resources: Start:Q4/2023 class amenities for community 3) Conduct meetings with Specific Event Executive Committee and Specific Events Executive Consultant to facilitate work Finish:Q3/2025 members. to review Specific Event policies and procedures(In Committee,City Attorney progress) 4) Research and understand Measure C implications(In Partnerships: progress) Visit HB,Downtown BID,State 5) Explore feasibility of sole-source,long-term lease Parks and Recreation, County agreements for event providers(In progress) Registrar of Voters • 6) Complete Central Park and City-Wide Parks&Rec Master Plans to identify potential venue locations(In progress) C. Conduct an assessment of all 2 1) Release RFP to hire consultant for assessment(In progress) Public Works- Staff: Cost: $$(partially funded) Timeframe:Mid-Term City facilities to determine 2) Conduct inventory/assessment of City facilities(In progress) Director Staff liaisons from each priorities for upgrades and 3) Develop financing strategy for CIP implementation and department,as identified by Resources: Start:Q3/2024 repairs,implementation and long-term maintenance(In progress) directors Consultants to conduct Finish:Q4/2026 financial priority. 4) Release final report and disseminate to public(In progress) assessments,as needed. Legislative advocates to identify grant funding when available. *Priority Type **Financial Resources: ***Timeframe: 1=Received 4+Council straw votes at the 6/8/23 Council Workshop $=Up to$100,000 Short Term=within 1 year 2=Previously approved by Council and currently in progress $$=Between$100,000 and$500,000 Mid Term=up to 4 years 3=Faces a timing issue that requires immediate attention $$$=Between$500,001 and$1 million Long Term=4+years $$$$=Over$1 million City of Huntington Beach-Implementation Action Plan for the 2023-2027 Strategic Plan October 2023 7 °t, i Strategies Priority Key Tasks and Deliverables Lead Department Staffing Resources& Financial Timeline*** Type* (in chronological order) and Staff Partnerships Needed Resources Needed** (Start/Finish) D. Undertake major planning 2 1) Conduct and adopt Water Master Plan(In progress) Public Works- Staff: Cost: Varies per Plan Timeframe:Mid-term efforts including Fleet Capital 2) Conduct and adopt Sewer Master Plan(In progress) Director Staff liaisons from each (funded) Replacement Plan,Mobility 3) Conduct and adopt Mobility Master Plan(In progress) department,as identified by Start:Q1/2022 Master Plan,Fiber Master Plan, 4) Conduct and adopt Fleet Capital Master Plan(In progress) directors Resources: Finish:Q4/2024 and Infrastructure Report Card 5) Conduct and adopt Fiber Master Plan(In progress) Consultants to prepare to adequately anticipate and 6) Conduct and adopt Infrastructure Report Card(In progress) plans,as needed. prepare for future Legislative advocates to infrastructure needs. identify grant funding when available. *Priority Type **Financial Resources: ***Timeframe: 1=Received 4+Council straw votes at the 6/8/23 Council Workshop $=Up to$100,000 Short Term=within 1 year 2=Previously approved by Council and currently in progress $$=Between$100,000 and$500,000 Mid Term=up to 4 years 3=Faces a timing issue that requires immediate attention $$$=Between$500,001 and$1 million Long Term=4+years $$$$=Over$1 million City of Huntington Beach-Implementation Action Plan for the 2023-2027 Strategic Plan t((+Z�._ ' October 2023 8 ` GbAL 7. PUBLIC EP&c ACIEMENT . . .,`. Success Indicator: A community that has easy access to clear,accurate,and timely City information and expresses increased awareness and involvement in City activities. Strategies Priority Key Tasks and Deliverables Lead Department Staffing Resources& Financial Timeline*** Type* (in chronological order) and Staff Partnerships Needed Resources Needed** (Start/Finish) A. Implement 311 system to 1,2 1) Conduct 311 research&develop cost/scope;issue request City Manager's Staff: Cost: $$$(not funded) Timeframe: Long-Term manage/track calls for services for expressions of interest from 311 firms(Complete) Office- Chief Information Officer, and provide one centralized 2) Issue an RFP for a contractor and begin developing 311 Public Affairs Department Staff Liaisons Resources: Start: Q4/2023 location for community system and call center(Upcoming) Manager 311 software developer and Finish: Q4/2026 members to obtain all City 3) Develop a policy for use and train City staff(Upcoming) trainer information and services. 4) Rollout comprehensive marketing strategy(Upcoming) B. Redesign the City's website to 2 1) Issue an RFP to select a web developer(Complete) City Manager's Staff: Cost:$$(funded) Timeframe: Mid-Term increase its versatility and 2) Conduct site cleanup,site mapping,and design;site Office- Department Staff Liaisons enhance user experience with integration and content cleanup(Complete) Public Affairs Resources: Start: Q2/2022 easy to access information. 3) Rollout comprehensive marketing strategy(Upcoming) Manager Web Developer(Revize) Finish: Q1/2024 4) Create policy for ongoing website management,user access,and content cleanup(Upcoming) C. Expand and enhance 2 1) Expand outreach through Town Halls,Coffee with the City Manager's Staff. Cost: $(funded) Timeframe:Ongoing community outreach Mayor,and enhanced certificate/award program(Complete) Office- Public Affairs Officer, engagement opportunities 2) Develop&produce new digital content—PSAs,Mayor's Public Affairs Graphic Designer,HBTV Resources: Start: Q1/2023 through neighborhood town Roundtable,Public Safety Awareness,etc.(Complete) Manager Media Coordinator, Outreach materials, Finish: Ongoing halls,direct mailers,and 3) Create&purchase outreach kit—to include tents,banners, Department Staff Liaisons designers,video producers videos. tables,handouts,collateral(Upcoming) 4) Collaborate with partners to identify more opportunities to engage with residents&businesses(In progress) 5) Develop PIO committee from all Departments committed to developing effective citywide quarterly mailers and public feedback materials based on existing needs(Upcoming) 6) Create a consolidated citywide event calendar and policy for planning and implementing events(Upcoming) 7) Launch Surf City Speaks!(Upcoming) 8) Launch Envision HB(Upcoming) D. Enhance capacity of HBTV and 2 1) Buildout downstairs studio&update equipment(In City Manager's Staff: Cost:$$(funded) Timeframe: Short-Term produce relevant television progress) Office- Public Affairs Manager and content to expand the City's 2) Hire HBTV Media Coordinator(In progress) HBTV Media Officer,Graphic Designer Resources: Start:Q2/2023 public engagement reach 3) Develop informative&varied content with purpose and Coordinator Studio equipment,content Finish: Q1/2024 across diverse audiences. reflective of Huntington Beach(Upcoming) producers,consulting *Priority Type **Financial Resources: ***Timeframe: 1=Received 4+Council straw votes at the 6/8/23 Council Workshop $=Up to$100,000 Short Term=within 1 year 2=Previously approved by Council and currently in progress $$=Between$100,000 and$500,000 Mid Term=up to 4 years 3=Faces a timing issue that requires immediate attention $$$=Between$500,001 and$1 million Long Term=4+years $$$$=Over$1 million x City of Huntington Beach-Implementation Action Plan for the 2023-20275[rategic Plan !®�^—a October 2023 9 1; w„�w� Priority Key Tasks and Deliverables Lead Department Staffing Resources& Financial Timeline*** Strategies Type* (in chronological order) and Staff Partnerships Needed Resources Needed** (Start/Finish) E. Hire a graphic designer to 2 1) Hire Graphic Designer(In progress) City Manager's Staff: Cost: $$(funded) Timeframe: Short-Term incorporate the City's 2) Develop Citywide Branding Guide(Complete) Office- Public Affairs Manager Branding Guide throughout 3) Develop Citywide policy on public facing graphics/content Graphic Designer Resources: Start:Q2/2023 the organization for greater (Upcoming) Computer equipment and Finish: Q2/2024 consistency and appeal across 4) Develop standardize templates and materials for citywide software all City visual content. use(In progress) *Priority Type **Financial Resources: ***Timeframe: 1=Received 4+Council straw votes at the 6/8/23 Council Workshop $=Up to$100,000 Short Term=within 1 year 2=Previously approved by Council and currently in progress $$=Between$100,000 and$500,000 Mid Term=up to 4 years 3=Faces a timing issue that requires immediate attention $$$=Between$500,001 and$1 million Long Term=4+years $$$$=Over$1 million City of Huntington Beach-Implementation Action Plan for the 2023-2027 Strategic Plan Le 1 October 2023 10 j ...GOAL 8. PUBLIC SAFETY( . r'. Success Indicator:Ensure the safety and protection of all community members, both efficiently and effectively. Strategies Priority Key Tasks and Deliverables Lead Department Staffing Resources& Financial Timeline*** Type* (in chronological order) and Staff Partnerships Needed Resources Needed** (Start/Finish) A. Community-wide 1 1) Lead a community wide comprehensive risk reduction Fire-Chief Staff. Cost: $$-$$$$(partially Timeframe:Long Term comprehensive risk reduction strategy and culture to minimize incidents and optimize Police-Chief Info Services Team,Fire and funded) program to optimize public emergency response(In progress) Information Services- Police Dept.Leadership, Start:Q3/2023 safety's emergency response 2) Realignment of inspection assignments and frequencies to Chief Information Public Affairs Manager,City Resources: Finish:Q4/2027 and reduce the number of improve departmental efficiencies and customer service Officer Manager's Office Team Varies and to be determined calls. (Upcoming) 3) Implement Intern program(Upcoming) 4) Cultivate a business centered customer service culture fostered on communication,consistency and transparency (Upcoming) 5) Implement an emergency pre-plan program(Upcoming) 6) Develop a Cyber Security Master Plan to secure the City's networks and ensure continued operations,in emergency situations(Upcoming) 7) Establish a full-time Fire Department community engagement coordinator(Upcoming) 8) Expand Junior Lifeguard Coordinators to full-time Integration of interdepartmental opioid prevention and community(Upcoming) 9) Utilize analytics to implement targeted risk reduction campaigns designed to reduce emergency response (Upcoming) B. Bolster City's emergency 1 1) Prepare an IS Disaster Recovery Plan(In progress) Fire, Staff: Cost: $$(partially funded) Timeframe:Long Term management preparedness 2) Update emergency preparedness plans and special events and response plans to ensure management plans via the Emergency Operations Center Emergency Operations Information Services Team, seamless public safety (Upcoming) Center Manager Fire and Police Chiefs Resources: Start: Q3/2023 response during crisis events. 3) Develop the real time crime center(Upcoming) 4) Identify funding(Upcoming) Varies and to be determined Finish:Q1/2028 Partnerships: CERT Team *Priority Type **Financial Resources: ***Timeframe: 1=Received 4+Council straw votes at the 6/8/23 Council Workshop $=Up to$100,000 Short Term=within 1 year 2=Previously approved by Council and currently in progress $$=Between$100,000 and$500,000 Mid Term=up to 4 years 3=Faces a timing issue that requires immediate attention $$$=Between$500,001 and$1 million Long Term=4+years $$$$=Over$1 million City of Huntington Beach-Implementation Action Plan for the 2023-2027 Strategic Plan 1 October 2023 11 $* ' tfam PP OTHER STRATEGIES IDENTIFIED DURING THE 6/8/2023 STRATEGIC PLAN WORKSHOP .. The following Strategies were reviewed by the City Council during the June 6,2023 Strategic Plan Workshop,but were not identified as a high priority. Staff refers to these Strategies as "smaller rocks"that are important but not as urgent or critical. City Council may consider working with staff to pick up one of these smaller rocks for future implementation,as higher priority Strategies are completed,resources are made available,and other factors present themselves at that time. Goal Key Tasks and,.Deliverables Lead Department Staffing Resources& Financial Timeline*** Strategies No:* (in chronological order) and Staff Partnerships Needed Resources Needed** (Start/Finish) A. Determine and invest in Goal 1 1) Review Downtown Specific Plan(DSP)and identify areas Community Staff: Cost: $-$$(not funded) Timeframe:Long-Term Downtown and Main Street that need to be amended. Incorporate pertinent portions Development- Liaisons from Planning, improvements to bolster of RSM Connectivity Study,Downtown Dreamin'feedback, Planning Manager& Economic Development, Resources: Start:Q2/2023 investments in the community Studio 111 conceptual design work,Jerde Beach restrooms Economic Traffic,Development,Right Design consultant Finish:Q4/2027 and for tourism. design work,and Walker Parking Study findings(In Development of Way,Special Events,Fire progress) Manager Prevention,Downtown 2) Process necessary amendments(Planning Commission,City Officer Council,Coastal Commission)and determine if Caltrans Right of Way relinquishment is required(Upcoming) Partnerships: 3) Identify and prioritize public realm improvements and Caltrans,CA Coastal incorporate into CIP for future build out(Upcoming) Commission,Chamber of Commerce,Downtown BID, Visit HB B. Develop a spending policy to Goal 2 1) Develop and implement a 2-year Managed Hiring Plan Finance- Staff: Cost: $(funded) Timeframe:Ongoing ensure a balanced budget and (Ongoing) Chief Financial City Manager's Office team, the continued,proper 2) Review current budget management policies(In progress) Officer Info Services Team,Human Resources: Start:Q3/2023 expenditure of all City funds. 3) Create internal City webpage for all City employees to Resources Director,Executive TBD Finish:Ongoing access policy guidelines(In progress) and Deputy Leadership Teams,Managers,Analysts C. Implement a centralized Goal 2 1) Evaluate available contract management systems through Finance- Staff: Cost: $-$$(partially Timeframe:Mid-Term contract management system issuance of an RFP(In progress) Assistant Chief Executive and Deputy funded) to promote enhanced 2) Select and implement selected system;conduct training Financial Officer Leadership Teams,Managers, Start:Q3/2023 monitoring of contracts and citywide(Upcoming) Analysts,and Administrative Resources: Finish:Q1/2025 uniform terms and procedures. Teams System consultant/trainer *Goal No. **Financial Resources: ***Timeframe: 1=Economic Development 2=Fiscal Stability $=Up to$100,000 Short Term=within 1 year 3=High Performing Organization 4=Homelessness $$=Between$100,000 and$500,000 Mid Term=up to 4 years 5=Housing 6=Infrastructure Investment $$$=Between$500,001 and$1 million Long Term=4+years 7=Public Engagement 8=Public Safety $$$$=Over$1 million `"10 a, City of Huntington Beach-Implementation Action Plan for the 2023-2027 Strategic Plan e ts ..) October 2023 12 ' . Goal Key Tasks and Deliverables Lead Department Staffing Resoiir es at Financial . 'timeline***' Strategies _. - hi*' (in chronological order) .and Staff Partnerships Nee ell , Resources Needed**' . . (Start/Finish) D. Develop a long-term vehicle Goal 2 1) Conduct a fleet study with recommendations(Complete) Public Works- Staff: Cost: $$(partially funded) Timeframe:Short-Term replacement plan to 2) Develop Financing Strategy and Plan(Upcoming) Deputy Director Finance and Public Works strategically manage the 3) Implement the Plan/CIP Program(Upcoming) Analysts and Managers Resources: Start:Q1/2024 phased retirement and Finance- Consultants to identify a Finish:Q4/2024 acquisition of vehicles to Assistant Chief financing strategy/plan optimize performance,safety, Financial Officer and cost-effectiveness over an extended period. E. Review General Fund reserve Goal 2 1) Kickoff meeting with Municipal Advisor(In progress) Finance- Staff: Cost: $(funded) Timeframe:Short-Term levels using the Government 2)Work with Executive and Deputy Leadership Teams to Chief Financial Executive and Leadership Finance Officers Association complete assessment and determine proper reserve levels Officer Development Teams Resources: Start:Q4/2023 Risk Analysis Template. (Upcoming) Municipal Advisor(KNN) Finish:Q2/2024 3) Present to Council for approval(Upcoming) F. Restart Audits for Transient Goal 2 1) Procure audit firm to perform audits(In progress) Finance- Staff: Cost: $(funded) Timeframe:Ongoing Occupancy Tax(TOT),Utility 2) Select initial hotels/concessionaires for review(Upcoming) Finance Manager Accounting/City Treasurer User Tax and lease concessions 3) Begin audit process(Upcoming) (Accounting) staff Resources: Start:Q1/2024 to verify that revenues Audit Firm Finish:Ongoing remitted to the City comply with HBMC 3.28 and 3.36 and City-Concessionaire agreements. G. Conduct financial and Goal 3 1) Issue an RFP to identify one or more on-call consultants City Manager's Staff: Cost: $-$$annually Timeframe: Ongoing performance assessments of qualified to conduct assessments for each department(In Office- City Manager's Office team, (unfunded) all 12 City departments over a progress) Assistant City Executive and Deputy Start: Q2/2023 four-year cycle to evaluate the 2) Finalize a schedule identifying the departments and years Manager Leadership Teams,and Resources: Finish: Q2/2027 efficacy of its operations and they will be assessed(Upcoming) Managers Assessment consultants find areas of improvement. 3) Implement the assessments and follow through with recommended actions,with Council's approval(Upcoming) H.Annually review and update Goal 3 1) Create an inter-departmental team to review municipal City Manager's Staff: Cost: $(unfunded) Timeframe:Ongoing outdated or ambiguous code and identify clean-up items(e.g.,outdated references, Office- Community Development sections of the Municipal Code job titles,etc.)and sections to amend(e.g.policy changes, Assistant City Director,Public Works Start: Annually(in Q1) to provide clarity and/or procedural changes,etc.)(Upcoming) Manager Director,and Resources: Finish: Annually(in Q3) guidance that is aligned with 2) Create phasing plan to implement changes(Upcoming) Interdepartmental Team TBD current standards and 3) Conduct an annual review memorialized in an (Each dept.to be consulted regulations. Administrative Regulation policy(Upcoming) to identify members) *Goal No. **Financial Resources: ***Timeframe: 1=Economic Development 2=Fiscal Stability $=Up to$100,000 Short Term=within 1 year 3=High Performing Organization 4=Homelessness $$=Between$100,000 and$500,000 Mid Term=up to 4 years 5=Housing 6=Infrastructure Investment $$$=Between$500,001 and$1 million Long Term=4+years 7=Public Engagement 8=Public Safety $$$$=Over$1 million City of Huntington Beach-Implementation Action Plan for the 2023-2027 Strategic Plan October 2023 13 `�t =MI. Goal Key Tanks and Defjveraliles Lead department Staffing Resburces8(." Financial Timelfhea**' • M1 o. (In clironolOgicilorder) and Staff Partnerships Needed Resources Needed*+ . -•(Start/'Finish) I. Pursue opportunities to Goal 5 1)Attempt to extend expiring affordable housing covenants Community Staff: Cost:$(partially funded) Timeframe:Ongoing develop affordable housing by providing financial assistance.Prioritize those expiring Development- Community Development through the use of Low and within 5 years(In progress) Housing Manager Deputy Director,Senior Resources: Start:Ongoing Moderate Incoming Housing 2) Pursue development of 17642 Beach Blvd in conjunction Management Analyst TBD Finish:Ongoing Asset Funds(LMIHAF). with Jamboree Housing(In progress) (Housing),Management Aide 3) Identify sites to acquire(In progress) (Housing) 4) Identify opportunities to partner with affordable housing developers(In progress) J. Assist residents with Goal 5 1) Clarify purpose and intentions(Upcoming) Community Staff. Cost:TBD(not funded) Timeframe: Ongoing maintaining home ownerships. 2) Review practices of other cities(Upcoming) Development- CD Deputy Director,Senior Start:Ongoing Housing Manager Management Analyst/Aide Finish:Ongoing K. Explore options for housing Goal 5 1) Proactively advocate for County vouchers for qualified HB Community Staff: Cost:$(not funded) Timeframe: Ongoing voucher programs to support individuals(In progress) Development- Deputy CD Director,Housing housing affordability. 2) Proactively look for funding sources to increase resources Senior Management Manager,Senior Start:Q3 2023 for the City's TBRA program(In progress) Analyst(Housing) Management Analyst Finish:Ongoing 3) Proactively solicit interest from property owners to accept (Housing),Management Aide Section 8 Vouchers or participate in TBRA(Upcoming) (Housing) L. Complete major CIPs including Goal 6 1) Conduct feasibility studies and/or community outreach Public Works- Staff: Cost: Varies per project Timeframe:Ongoing Central Library Improvements, prior to design(In progress) Director Engineering/Maintenance, (funded) Sand Replenishment,Bluff 2) Most grant agencies require cost/benefit analysis& Community/Library Services Start: Q3/2023 Stabilization,Greer Park Storm outreach as part of grant application(In progress) Director,Specific Events Staff Resources: Finish: Q4/2027 and Drain&Park Improvements, 3) Pursue any grant opportunities(In progress) Design,environmental ongoing Mobility and ADA Transition 4) Leverage funding with existing CIP funds(In progress) Partnerships: review,construction Plan Improvements. Local community-based professionals—as needed. organizations,as needed Legislative advocates. M.PCH relinquishment(from Goal 6 1) Caltrans conducts relinquishment assessment report(RAR) Public Works- Staff: Cost: $$(funding continent Timeframe:Long-Term Goldenwest to Beach)to give (In progress) Director Engineering/Maintenance on Caltrans) the City local control over PCH 2) Obtain resolution authorizing staff to develop legislation Teams,Community/Library Start:Q4/2022 (i.e.,landscape/trees,traffic enabling relinquishment for segment of PCH(In progress) Services Director Resources: Finish:Q4/2027 calming measures,additional 3) Caltrans prepares Project Scope&Summary Report(PSSR) Transportation planning mobility paths,signage,and detailing cost of relinquishment(In progress) Partnerships: consultant and legislative off-street parking). 4) Implement PCH relinquishment(In progress) Caltrans,Coastal Commission advocate N.Conduct water,sewer and Goal 6 1) Conduct engineer's report to support proposed water& Public Works- Staff Cost: $$(partially funded) Timeframe:Short-term trash rate studies to bring sewer rates(In progress) Deputy Director Public Works Engineering rates to appropriate levels. 2) Negotiate trash franchise agreement with Republic(In (Utilities) and Maintenance Teams Resources: Start:Q1/2022 progress) Consultant support Finish:Q2/2024 *Goal No. **Financial Resources: ***Timeframe: 1=Economic Development 2=Fiscal Stability $=Up to$100,000 Short Term=within 1 year 3=High Performing Organization 4=Homelessness $$=Between$100,000 and$500,000 Mid Term=up to 4 years 5=Housing 6=Infrastructure Investment $$$=Between$500,001 and$1 million Long Term=4+years 7=Public Engagement 8=Public Safety $$$$=Over$1 million City of Huntington Beach-Implementation Action Plan for the 2023-2027 Strategic Plan 6 ) October 2023 14 �mN Strategies Goal Key Tasks and Deliverables Lead Department Staffing Resources& Financial ** . Timeline*** (ing order) p . (Start/Finish.) No. chronpio ica( and Staff .Partnerships Nestled Resources Needed O.Create an open data platform Goal 7 1) Explore PowerBI or similar data platforms to display Info Services- Staff: Cost: $$(not funded) Timeframe: Mid-Term for residents to obtain real- routinely updated data about priority City Chief Information Info Services Team,Public time progress of City programs/policies(Upcoming) Officer Affairs Manager, Resources: Start: Q3/2024 programs and projects to 2) Form an interdepartmental team to identify and consolidate interdepartmental staff Data platform maintenance Finish: Q3/2025 promote transparency and existing and new data from various departments;identify liaisons,project managers fees and training ongoing dialogue with the staff to maintain site and data(Upcoming) community. 3) Develop a process and timeline to transition data onto a publicly accessible website(Upcoming) P. Public Safety Infrastructure Goal 8 1) Finalize construction plans for Police Dept.Remodel Police and Fire, Staff. Cost: $$$(partially funded) Timeframe:Long Term Investments and Master Projects and begin construction(In progress) Chiefs Information Services Team, Planning. 2) Relocate Communications and Dispatch center to Central Fire and Police Team,Public Start:Q4/2022 Net(In progress) Works Engineering and Finish:Q3/2025 3) Identify necessary equipment,security and facility updates Maintenance and master planning,including Fire facilities(Upcoming) Q. Mobile integrated health Goal 8 1) Coordinate with local hospitals for funding and Fire- Staff: Cost: TBD(partial funding Timeframe:Long Term program to provide enhanced compendium programing and services(Upcoming) Division Chiefs Deputy Chiefs(Operations), contingent on grant award) emergency response efforts 2) Engage with Cal Optima to increase emergency response Battalion Chief(EMS) Start:Q1/2024 and reduction strategies. and prevention funding Conduct a feasibility study to Finish:Q1/2026 establish fee for medical facility utilizing HBFD EMS to Partnerships: supplement business model(Upcoming) Local hospitals,CalOptima, 3) Community centered pre-response medical prevention and Orange County EMS coordination with local hospitals(Upcoming) 4) Develop emergency call reduction strategies with local health care partners(Upcoming) 5) Home care program after hospital stay to reduce hospital re-admittance(Upcoming) R. Increased Public Safety Goal 8 1) Develop and implement a 4-year plan to increase Fire- Staff: Cost: TBD(not funded) Timeframe:TBD recruitment,retention,and Paramedic staffing,to include six additional Paramedics in Chief Principal Analyst,Deputy future required staffing to FY 24/25,six additional Paramedics in FY 25/26,six Chiefs,Division Chief Start: Q1/2024 meet increased call demand. additional Paramedics in FY 26/27(Upcoming) (Operations),Battalion Chief Finish: TBD 2) Special event staffing plan/matrix(Upcoming) (EMS) 3) 24-hour Marine Safety coverage(Upcoming) 4) Emergency Management Assistant(Upcoming) 'Goal No. **Financial Resources: ***Timeframe: 1=Economic Development 2=Fiscal Stability $=Up to$100,000 Short Term=within 1 year 3=High Performing Organization 4=Homelessness $$=Between$100,000 and$500,000 Mid Term=up to 4 years 5=Housing 6=Infrastructure Investment $$$=Between$500,001 and$1 million Long Term=4+years 7=Public Engagement 8=Public Safety $$$$=Over$1 million m'�w City of Huntington Beach-Implementation Action Plan for the 2023-2027 Strategic Plan October 2023 15 E RESOLUTION NO. 2023-46 A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF HUNTINGTON BEACH ADOPTING THE FISCAL YEAR(FY) 2023-2027 STRATEGIC PLAN WHEREAS, the City Council has determined the need to develop a Strategic Plan with goals and strategies that guide the City's future over the next four years within its available means and resources; and WHEREAS, there are numerous benefits to strategic planning that lay out a clear roadmap to achieve a set of priorities that have been identified by the City Council; guarantee all staff work together towards those priorities; ensure sufficient funds and resources are set aside to achieve them; and enhance transparency and communication on the work the City is undertaking; and WHEREAS,the City Council, Charter Officers, and City Manager launched the FY 2023-2027 Strategic Plan process in April 2023 by participating in one-on-one interviews with the City's Strategic Plan consultants to identify critical success factors and needs in the City; and WHEREAS,the City's Department Heads participated in a Strategic Plan Workshop on May 10, 2023 to provide their perspectives on the City's challenges, strengths,needs, and priorities over the next four years; and WHEREAS, the City Council conducted a Strategic Plan Workshop on June 8, 2023 to consider all the input received over the past two months before identifying 8 major goals and key performance indicators and 23 strategies to achieve them; and WHEREAS,the City Council has individually reviewed the FY 2023-2027 Strategic Plan and the Implementation Action Plan, which is City staffs working document to track the progress of all goals and strategies; and WHEREAS,the development and implementation of the FY 2023-2027 Strategic Plan and Implementation Action Plan reaffirm the City's service vision statement, "Committed to Responsive and Exceptional Public Service for All." NOW, THEREFORE, by the City Council of the City of Huntington Beach does hereby resolve as follows: 1. The FY 2023-2027 Strategic Plan and Implementation Action Plan are hereby approved and will be made available on the City's website and will be measured, monitored and reported to the City Council and the community on a biannual basis; and 2. Both the FY 2023-2027 Strategic Plan and Implementation Action Plan are living documents that may be amended as needed. If changes such as adding new strategies are made, the City Council will provide City staff with clear direction on how to balance those changes in the context of existing ones and the City's available resources. RESOLUTION NO. 2023-46 PASSED AND ADOPTED by the City Council of the City of Huntington Beach at a regular meeting thereof held on the 3rd day of October, 2023. i''7 ii,i &t.,•3 Mayor REVIEWED ND APPROVED: APPROVED AST FORM: Ilk. , (._c g City M { IV C. Attorney INITIATED AND APPROVED: r- 44417 ssistant City Manage 2 23-13489/319474 Res. No. 2023-46 STATE OF CALIFORNIA COUNTY OF ORANGE ) ss: CITY OF HUNTINGTON BEACH ) I, ROBIN ESTANISLAU, the duly elected, qualified City Clerk of the City of Huntington Beach, and ex-officio Clerk of the City Council of said City, do hereby certify that the whole number of members of the City Council of the City of Huntington Beach is seven; that the foregoing resolution was passed and adopted by the affirmative vote of at least a majority of all the members of said City Council at a Regular meeting thereof held on October 3, 2023 by the following vote: AYES: Kalmick, Moser, Van Der Mark, Strickland, McKeon, Bolton, Burns NOES: None ABSENT: None RECUSE: None (*1-144L, e6.44,141,14-td City Clerk and ex-officio Clerk of the City Council of the City of Huntington Beach, California ////' �'' ... r 'TIN\\ G .4., Z\ *sees p R P 0 RA•••••• AA 11111► ••• e ,,,,,,r Resolution No. 2023 -46:• ._ - ' - • = Consider Adoption of the _____ ______ _..,.__ __, _ __ __ ____ -_______. ____ _ __., .......„- •; FY 2023 -2027 Strategic Plan • gczcii 0 , .. , 3, /.� -ram.•. Presented by City Manager's Office & Baker Tilly, LLP ..• • October 3, 2023 gO !..Za: ,7 , 190 tee••• r 0 °OUNTN r rr Strategic Planning Process (2023) Staff reviews 1-on-1 interviews Focus group Strategic Plan with each Council with Strategic Plan and IAP with Member, Charter Department workshop with Council officer, City Manager Heads City Council Members 4'',, April - May May June 8 September 4111-' ' . . .. , ; . , \ to- - is, v •". . .• i / _ . ,,. . ., ,, ,,,,„ ,., „„ , •.......... . ___ _ ___ . .. , , t , , . , . _ ...._ ...._____ . _ ______ __.............. ..._ ._. , April May June—August October 3 i • City staff Department City staff drafts City Council $ conducts Heads complete Strategic Plan & considers 1' environmental gap analysis Implementation Strategic Plan &IAP scan questionnaire Action Plan (IAP) y r:-.(. :i- pfr a • ar. t , # .'.* 1*; W : '?'"''- - . — - tk-714,,:-''. ;•:;"::::;;;:;:'73';';''''.*:::t:'.1:4;1-'''''',', it .i1 a, s..�'3 w.say ! :: ` s rt � "r: e, ,F�, . ,a. r3 {� + ' k + �I`df.r J✓ � RP' ..`+:. l •r` • 4 wn° { ' '. .'S . 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',::,:e— , .r.-;,.-:,....,;.:ki ' /00.- --)0,1 '�t Day-to-day municipal / • a�� q services (85%) T� rj. r f aF �� K.f fir e. 1 ..t s,� _A..., .� °;fj,,,,, �. - "" Unforeseen challenges (5%) �� ,. ' a� 3 1 !,-., a, Ji. � �` ,� New initiatives (5%) f s , f,`= • = . wr ;" . .„, 85% Strategic improvements �� ,�i. " • and training (5%) , 5 Cr .� ,_ _ fit^ n //,-i-yiINGT� �i1"—,-;."--=\t 1 1 —.f COONTY,�P'\;,' Strategic Planning Worksho p • Gather info from City Council, elected Charter officers, and Executive Leadership Team • Develop themes and ideas for City Council to consider • Learn about one another and get to know each other better • Identify key accomplishments • Understand the City's strengths, challenges and opportunities i ' ''' ' ' • ' .i.{- Mi , 1 ," fit£; sA. ; .Y_. 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CIVIC tEYjq i iik maw ....Emu WW1?W.'.11- , ,,,,, c4rs-,,,, r:i,..*. , ,:,;,,,,,:,,.,,,,„4: ...„,,,,.;,,,..trt,,,,,...; , 0 :I ±ICJ, t..,_ _I r�z n� 'Ir=- f - .., ,ra-ry._...`_. :.:._,_. ,‘,..,.,..:„..t:4,,,,,,,.....,.. „, 1 ,_..,__ _-1,-,31?..:,,i'-' -:'':5.,7,-,F•r,, 10.-- , _ 1 a$ ri,-00 I . -. S ti . :11:..:,..-:..,:,:t1:4;',.:;!:,.,,,:i /-4ag ilk Strategic Plan 1 ,,,,.. „); ._ ----- , ' •"-- - . ••,-, _-_,. ...,.,,,,,r ,..,.... . -,, — V ....- ti , 3-9 Framework & Goals_ �¢e 4 ' .i'js-.. T-' 'A.� it sR S tit* f�?_• 4. - ,y�; �'g y— �� r�- , Yy i.� aj�,'a t� 1 •_ kiw�w. ( r� +G' w� '4 r f 3 +' 3 2 27STRATEGIC PLAN : :, A The framework for the Strategic Plan is built around 6 key elements that answer the following questions: .,... •• . ,..... .. . ....• - The compass that ligns everything the •':te,01.4•E'', 1 City does: "Committed to Responsive and A.4-:!....vivo:A&,, s...„ Exceptional Public Service for Ail" /..7, *,.'''S4.4.7,:'-_;;:, .,:.-ii..::•"!.' :.*.••- - .•-•• - • 5. . •r . The foundation that the City's services is • •• • ' Oevei413 • .. . ' . 2 based on: humility,exceptionality,social •••t:' i '. :•• 'KeitkiEltl: ; - .. : awareness, passion,and integrity .• .•:"•... ".: •-••,:!:... 7 -:;...,...: -' :. . .'- •. . The most important Strategic Plan • •: • ' '. 64Acs: '- .... l '. • 3 priorities identified by City Council • . .. •. . . . . on June 8,2023 .. . . . — • . • — . . , • ' noccogtr ' . " ... ,... 4 The outcome of successfully ,. • • . DiptcAraits.• . —— • . • addressing those priorities ' • Steps required to achieve Tremwebtes . . City Council's Goals . . ots-rING7.0 A tool to track the IMPLE4ENTATI6A1 6 City's progress ACIVAI PLAN towards each Goal 'et --, - •k• oe. •,,,,'<cc-, couNric>\" 8 Overarching Goals City Council established 8 Goals to achieve over the next 4 years. '-* ECONOMIC DEVELOPMENT , HOUSING `f 141, . Greater business retention,investment and job growth in Huntington Beach. Proactive programs to address diverse housing needs within the OP, • s City's jurisdiction. teiro,I, - = :� '. 44 FISCAL STABILITY ate INFRASTRUCTURE INVESTMENT ""' "` Available funding to support a high-quality level of programs,services and "E ��'. Maintained and upgraded infrastructure that supports the community's ,� o f .? capital investments and to build a structural surplus. ; ,f, day-to-day needs in accordance with the City's Infrastructure Report Card. • . HIGH PERFORMING ORGANIZATION .0.. PUBLIC ENGAGEMENT r+, ��„ An engaged City workforce committed to responsive and exceptional public tit A community that has easy access to clear,accurate,and timely City information service for all.Achieve a customer service satisfaction rating of 90%or higher. and expresses increased awareness and involvement in City activities. . HOMELESSNESS :a:: PUBLIC SAFETY y �4� A continuum of care that reduces homelessness and maintains quality of F. Ensure the safety and protection of all community members,both efficiently life for the entire community. and effectively. ECONOMIC DEVELOPMENT Success Indicator:Greater business retention,investment and job growth in Huntington Beach. :r LEADEF'ATMFNT AlD FINANCIALS TIMELINE` • . STNAT.EGIES STAFF :`RF OURCE NEEI3E1I* (START/fi WISH :r` Community Timeframe: A Develop an updated economic Development; Cost:$ - $$ (partially funded) Short-Term development strategy to ensure Economic business retention, local investments Resources:Strategic plan Start:Q4/2023 and job growth. Development consultants Finish:Q4/2024 Manager *COST: "TIMEFRAME: $=Up to$100,000 Short Term=within►year $$=Between$100,000 and$500,000 Mid Term=up to 4 years $$$=Between$500,001 and$1 million tong Term=4+years $$$$=Over$1 million ' • - • 11 IT Success Indicator: Available funding to support a high-quality level of programs, services and capital investments and to build a structural surplus. Tyx Kr .`*,-v.1.;.:•.kr♦r y yw';r W"+ r,+',r',::.ifi i.�ax hf_rai;R�.i..�ri,V$r��t�s,S,bys r�,.i`�5+shi•`:..,,.} r �+•+.'�,.;�x,�t.v-k ra4€'f"`�.at;'r+'""+t.s'�R'.r'* ,y.",Frm,a,�,.?.:r. "�,,,,,fY....�f+E�ws i.Kt.'� 'sti,p fl,rirt`,y<,�...rI,'Ia`?•.^.tk`ir�ti�'..nc��..e,*rsry:.+*rgyT�yj**: :.�;4a,A4ti'w..x.."'",�",s.v�tri,t1 r"r'd�-To; '1'3;6:„ s." rL ,.^:�'?"P *i:b:n:4.' 4w3- ,+ id .fir" .3LL i'l ' x �s; terADDEr� I 't *yf f y 'Mkr ,vP,. t.N 'r1e ". r 1 . * r a *M♦ yy � ti !� �� {" x'yr � i•} +ter{�� } r r c am- ...,k ... Cost: $ - $$ (funded) Additional funding may be Consider new revenue sources and Finance, required depending on new Timeframe: opportunities to support the City's Chief Financial revenue opportunities. Varies priority initiatives and projects. Officer - Resources:Consultants, Start:Q3/2023 legislative advocates and Finish:Ongoing grant consulting firms 'COST: ."TIMEFRAME: $=Up to$700,000 Short Term=within;year $$=Between$100,000 and$500,000 Mid Term=up to 4 years $$$=Between$500,001 and$1 million Long Term=4+years $$$$=Over$1 million HIGH PERFORMING ORGANIZATION Success Indicator:An engaged City workforce that is committed to responsive and exceptional public service for all. Achieve a customer service satisfaction rating of 90% or higher. STRATEGIES LEAD DEPARTMENT AND FINANCIAL TIMELINE** STAFF RESOURCES NEEDED* . (START/FINISH) A Establish a One Stop Shop to bring Community Cost: $$$-$$$$ (unfunded) Timeframe: development services and other Development, Resources:Design Professional, Mid-Term frequently used services under one Director and Buildin g location to improve the customer g Software Upgrade Services, Start:Q2/2023 service experience. Official Construction Contractors Finish:Q2/2025 Timeframe: Cost: $ (funded) 13 Fill department director and other City Manager's Mid-Term key vacancies to lead and provide Office, Resources:Contracted Start:Q2j2023 essential services to the community. City Manager recruiter for select recruitments Finish:Q4 2023 *COST: '•TIMEFRAME: $=Up to$100,000 Short Term=within 1 year $$=Between$100,000 and$500,000 Mid Term=up to 4 years $$$=Between$500,001 and$1 million Long Term=4+years $$$$=Over$1 million HIGH PERFORMING ORGANIZATION Success Indicator:An engaged City workforce that is committed to responsive and exceptional public service for all. Achieve a customer service satisfaction rating of 90% or higher. c Implement the Public Service Timeframe: City Manager's Excellence Initiative to invest in YCost: $ (funded) Mid-Term workforce development and promote Office, p Principal Analyst Resources:Consultants Start:Q3/2023 exceptional customer service. Finish:Q3/2024 Restructure the City's Boards, CityManager's® g Cost:None Timeframe: Commissions and Committees (BCC) Office, Short-Term to ensure the most efficient use of Assistant CityResources:BCC Citizen City resources while maintaining an Appointees Start:Q2/2023 effective level of civic engagement. ManagerFinish:Q3/2023 E Explore new Learning Management Timeframe: Systems (LMS) to offer more Cost: $$ (unfunded) Human Resources, Mid-Term comprehensive and innovative Resources:Consultant, for employees and Director Start:Q3/2023 training programs software fees,training services Finish:Q2/2024 public officials `COST: **TIMEFRAME: $=Up to$100,000 Short Term=within 1 year $$=Between$100,000 and$500,000 Mid Term=up to 4 years $$$=Between$500,001 and$1 million tong Term=4+years $$$$=Over$1 million HIGH PERFORMING ORGANIZATION Success Indicator:An engaged City workforce that is committed to responsive and exceptional public service for all. Achieve a customer service satisfaction rating of 90% or higher. F Launch TrakStar,a web-based Cost: $ (funded) Timeframe: performance evaluation system Human Resources, Short-Term for City employees that will help Resources:Software and Director Start:Q2/2022 improve employee engagement and training fees / productivity: Finish:Q1/2024 o Select a new third-party Cost: $$$ annually Timeframe: administrator (TPA) for workers' Human Resources, (partially funded) Short-Term compensation to manage City claims Director efficiently, reduce cost and create a Resources:Software and Start:Q4/2022 safer workplace. training fees Finish:Q2/2023 'COST: "TIMEFRAME: $=Up to$100,000 Short Term=within 1 year $$=Between$100,000 and$500,000 Mid Term=up to 4 years $$$=Between$500,001 and$1 million Long Term=4+years $$$$=Over$7 million HOMELESSNESS Success Indicator: A continuum of care that reduces homelessness and maintains quality of life for the entire community. R =LEAD"DEPAR• TMENT A•ND , , . FINAN•CIAL: s. `.TIM• ELINE - :. , ST ATE IES • 'STAFF ;:RE OURCES:NEEDED* . [START!FINISHJ : -. ,-ee-> ... . • a A..,e......a. _x.. .ems -, e..• . moo A Explore options to collaborate with faith and community-based City Manager's Timeframe: organizations,,the City's HB Cares Office' Cost: $ (funded) Short-Term Volunteer program,CalO tima,and Homeless p g p Resources: None Start:Ql 2023 others toprovide social services in a. Services Coordinator Coordinator Finish:Q4/2023 cost-effective manner. City Manager's Cost: $$$$ (partial funding Timeframe: Feasibly transition the Navigation Office, contingent on grant award) Long Term Center to include shelter and Homeless Services supportive housing. Resources:Jamboree Housing Start:Q3/2023 Manager to seek funding and construct Finish:Q3/2027 *COST: **TIMEFRAME: $=Up to$100,000 Short Term=within 1 year $$=Between$100,000 and$500,000 Mid Term=up to 4 years $$$=Between$500,001 and$1 million Long Term=4+years $$$$=Over$1 million • • HOUSING Success Indicator: Proactive programs to address diverse housing needs within the City's jurisdiction. TRA'1E 1 � ' �: LEAD DEPARTMENT AND" FINANCIAL � • T1 . •STAFF.. .X RESOURCES NEEDED* •_*• [START/FINISH] Cost:$ - $ _ $$ (funded) Timeframe: Community A Take action to maintain local control - On oin Development, Resources: Legislative . g g of land-use planning. Director advocate,land use legal Start:Q12023 services (as needed) Finish:Ongoing 'COST: `•TIMEFRAME. $=Up to$100,000 Short Term=within 1 year $$=Between$100,000 and$500,000 Mid Term=up to 4 years $$$=Between$500,001 and$1 million Long Term=4+years $$$$=Over$1 million • . 4. • 1. i S p■� .'. , „ Success Indicator: Maintained and upgraded infrastructure that supports the community's day-to-day needs in accordance with the City's Infrastructure Report Card. F M* xi a 4 3;-} tiw r � ,r7 R ." z ryy «z T ) ti •-# �s 3.r s�, c- fit " M f. -; r t q .e;:i 54ttlY '��,'�++:tl �a�.. ■N� 'S r i'�:: (y� ryGq�-i. J.yyr°1; r Y,b 1` . - ;",ti�'t ya4 �s.'74; y 413.x w;�}4. :-��'77.trt 1�s .;rF ..`al" `.�'' i �,L1 ('"t NT NDa �"`2.7:-;:f" it'll.ye : �N Ng1Ak.v" .. 'r4;°v„r.x:'"r T,NEVI 7r ;f,,.. s , `, . Y LY '4 '. .i . 'II. - 74::: '* d '., w•.--. 'F" "t r � �, ry -fit rM+� w s'y. -� f„.s � .s' 'salt, n as �. ',p,� •`�.�'.Ftr .� �., '+ .,.. a �� y ,y,c. ��'"1*N:� 17 '' Ipit z ;,,, T"`r`,.;,' 1:- -; ' ,', : `+'.4 3.,.6c * •e'er rt �_' ? 'y,4.,1.."+„" t'':.t, ra' - s i,` r tl ; : ,{7r'e7x1■�s U8 7�/■ '+tl '"'',� 4 Y * .s"'. ,,y . �,. r "� !^,tl,!' i:- 13 � m 1 �1�? +. ° cr,�< r +' �� row '�i-... .� � 6., * _ :N �d`rt., ��+ "�'�'�a o.. r'", ��tR��,.�'�, .�1�+ _,."��"�%�°� Timeframe: CostA $$$$ (partially funded) Long-term Provide world-class beach facilities, including the renovation and Resources:Construction Start:Q3/2023 Public Works, expansion of 15 beach restrooms,new Director manager,construction Finish:Q2/2027 lighting improvements for Pier Plaza contractor,environmental Likely phased access,security and programming. review consultants apa for restraomsproch .15 Timeframe: B Explore additional sports and concert , P p Comm.&library Cos#: (not funded) Mid-Term ven ues to bolster tourism and provide Services world class amenities for communityResources:TBD Consultant to Director facilitate work Start:Q4/2023 members. Finish:Q3/2025 *COST: **TiMEFRAME: s=up to$100,000 short Term=within 1 year $$=Between$100,000 and$500,000 Mid Term=up to 4 years sss=Between$500,001 and$1 million tong Term=4+years $$$$=Over$1 million l ' ' ' . . CI T.' i r P E e' `' 3 . - :I Success Indicator: Maintained and upgraded infrastructure that supports the community's day-to-day needs in accordance with the City's Infrastructure Report Card. Cost: $$ (partially funded) C Conduct an assessment of Resources:Consultants to Timeframe: all City facilities to determine Public Works, conduct assessments,as Mid-Term priorities for upgrades and repairs, Director needed. Legislative advocates Start:Q3/2024 implementation and financial priority. to identify grant funding when Finish:Q4/2026 available. Undertake major planning efforts Cost: Varies per Plan (funded) including Fleet Capital Replacement Resources: Consultants to Timeframe: Plan, Mobility Master Plan and Public Works, prepare plans,as needed. Mid-Term Infrastructure Report Card to Director Legislative advocates to Start:Q1/2022 adequately anticipate and prepare identify grant funding when Finish:Q4/2024 for future infrastructure needs. available. `COST: `*TIMEFRAME: $=Up to$100,000 Short Term=within 1 year $$=Between$100,000 and$500,000 Mid Term=up to 4 years $$$=Between$500,001 and$1 million Long Term=4+years $$$$=Over$1 million PUBLIC ENGAGEMENT Success Indicator: A community that has easy access to clear, accurate, and timely City information and expresses increased awareness and involvement in City activities. • LEAD DEPARTMENT AND FINANCIAL • e TIMELINE**` STRATEGIES STAFF RESOURCES NEEDED* STQRT/FINISII] • A Implement a 311 system to manage City Manager's Timeframe: g Cost: $$$ (not funded and track calls for municipal services Long-Term and provide one centralized location Office, Resources: 311 software for communitymembers to obtain all Public AffairsStart:Q4/2023 Manager developer and trainer Finish:Q4/2026 City information and services. Redesign the City's website to City Manager's Cost: $$ (funded) Timeframe: increase its versatility and enhance Office, Mid-Term user experience with easyto access Public Affairs Resources:Web Developer p Start:Q2/2022 information. Manager (Revize) Finish:Q1/2024 *COST: **TIMEFRAME: S=Up to$100,000 Short Term=within 1 year $$=Between$100,000 and$500,000 Mid Term=up to 4 years $$$=Between$500,001 and$1 million tong Term=4+years $$$$=Over$1 million PUBLIC ENGAGEMENT Success Indicator: A community that has easy access to clear, accurate, and timely City information and expresses increased awareness and involvement in City activities. C Expand and enhance community City Manager's Cost: $ (funded) Timeframe: outreach engagement opportunities Office, Ongoing through neighborhood town halls, Public Affairs Resources:Outreach materials, g g Start: Q1/2023 direct mailers,and videos. Manager designers,video producers Finish: Ongoing 0 Enhance capacity of HBTV and City Manager's Cost:$$ (funded) Timeframe: produce relevant television content to Office, Resources:Studio equipment Short-Term expand the City's public engagement HBTV Media and consulting,content Start:Q2/2023 reach across diverse audiences. Coordinator producers Finish:Q1/2024 E Hire a graphic designer to incorporate Timeframe: the City's Branding Guide throughout City Manager's Cost: $$ (funded) Short-Term the organization for greater Office, Resources:Computer Start•'Q2/2023 consistency and appeal across all Graphic Designer equipment and software City visual content. Finish: Q2/2024 *COST: '•TIMEFRAME: $=Up to$100,000 Short Term=within I year $$=Between$100,000 and$500,000 Mid Term=up to 4 years $$$=Between$500,001 and SI million Long Term=4+years $$$$=Over$1 million PUBUC Success Indicator:Ensure the safety and protection of all community members,both efficiently and effectively. v • .` LEAD DEPARTMENT AND , . e r TINANG1AL, 4 - rTTMELINE ir�° SfTRATEGIE , z.,� • � . w * ;, �� . iiE OURCESNEEDED*' ART,frlf!SH''.; y ` . � +'`�,C�'^ �= �. ,� .a.... „,.. .. �� . �'� G e. � �i.f ,. �,..-.. � �.� _, ' ;_ c• :;'`... 61 sue.-'5..� . -....._s1,..»" .e AP*.aa' .• ‘..e •;y ... ,. A Community-wide comprehensive risk Fire,Chief Cost: $$-$$$$ (partially Timeframe: Police,Chief reduction program to optimize public funded) Long Term safety's emergencyInformation Services, response and Y Chief Information Resources:Varies and to be Start:Q3/2023 reduce the number of calls. Officer determined Finish:Q4/2027 Bolster city's emergency management Fire, Cost: $$ (partially funded) Timeframe: preparedness and response plans Emergency Long Term to ensure seamless public safetyOperations Center Resources:Varies and to be Start:Q3/2023 response during crisis events. Manager determined Finish:Q1/2028 Timeframe: C Public safety infrastructure Police and Fire, Cost: $$$ (partially funded) Long Term linvestments and master planning. Chiefs Resources:TBD Start:Q4/2022 Finish:Q3/2025 *COST: **TIMEFRAME: $=Up to$100,000 Short Term=within I year $$=Between$100,000 and$500,000 Mid Term=up to 4 years $$$=Between$500,001 and$1 million Long Term=4+years $$$$=Over$1 million Implementation Action Plan A detailed road map that lays out the 23 major Strategies and steps required to methodically implement each Goal over the next 4 years. Example below: � . r • � #`' x"" ; £s� Success Indicator:Greater business retention,investments and job growth in Huntington Beach. Strategies Priority Key Tasks and Deliverables Lead Department Staffing Resources Br_ Financial Timeline*** Type* (in chronological order) and Staff Partnerships Needed Resources Needed" (Start/Finish) A. Develop an updated economic 1 1) Review 2017 Economic Development Strategy,2020 Community Staff: Cost: S-S$(partially Timeframe:Short-Term development strategy to ensure Industry Cluster/Workforce Analysis and Mayor's Economic Development- Department liaisons,as funded) business retention,local Development Summit on Oct 13,2023 to prepare scope of Economic determined by Dept Head. Start:Q4/2023 investments and job growth. work for en updated Strategy an progress) Development Resources: Finish:44/2024 2) Issue a RFP to procure a consultant to prepare updated Manager Partnerships Strategic plan consultants Economic Development Strategy(Upcoming) i.e.,OC Business Council, 3)Work with key industry stakeholders to solicit input during Small Business Development the development of the Strategy(Upcoming) Council,SCORE,Workforce 4)Take an updated Strategy to CC for approval(Upcoming) Investment Board,banks, commercial brokers, Goldenwest College, Chamber of Commerce,Visit HB,Downtown BID *Priority Type **Financial Resources: ***Tineframe: 1=Received 4+Council straw votes at the 6/8/23 Council Workshop $=Up to$100000 Short Term=within 1 year 2=Previously approved by Council and currently in progress SS=Between$100.000 and$500000 Mid Term=up to 4 years 3=Faces a timing issue that requires immediate attention $$$=Between$500,001 and$1 million Long Term=4+years $$$$=Over$1 million Transparency and Accountability • Bi-annual progress reports to City Council: ✓ January (at the start of the annual budgeting process) ✓ July (following the end of a fiscal year) • Strategic Plan and IAP progress reports to be posted on: www.huntingtonbeachca.gov/strategicplan • Additional Strategic Plan workshops to be scheduled in 1 -2 years to formally revisit the Plan and make any necessary adjustments. 2023-2021 STRATEGIC PLAN Prepared by the Huntington Beach City Manager's Office 2000 Main Street,4th Floor,Huntington Beach,CA 92648 For more information,visit www.huntingtonbeachca.gov/strategicplan Recommendation • Consider Resolution No. 2023-46 — Resolution of the City Council of the City of Huntington Beach Adopting the Fiscal Year (FY) 2023-2027 Strategic Plan Ii/,�NT I NGTOy 11 tirr .-, 9�♦ Owl yCF�UUNTY f,Pi//11 Moore, Tania From: Douglas Von Dollen <von.dollendouglas@gmail.com> Sent: Tuesday, October 3, 2023 7:07 AM To: supplementalcomm@surfcity-hb.org Cc: CITY COUNCIL (INCL. CMO STAFF) Subject: Item #14: Strategic Plan Council members and staff,the Power Point for Item #14 (Strategic Plan) seems to be incomplete. Where IS the housing plan?Or is the plan simply to sue the state in order to maintain "local control"while never actually imposing any local planning and governance? A few slides later, you go into a fair amount of detail about plans for new concert and sports facilities to spur tourism, so you seem to have some vision of"growth" for the city. My advice is to picture some of those folks attending the Tijuana Dogs concert at Tony Strickland Amphitheater repeatedly spending the night in HB — optimally for about 25-30%of their income —while also attending schools, patronizing businesses,forming families, attending a wide variety of religious and spiritual institutions, and enhancing the community. In your mind, maybe you see 15,000 of these people. Maybe you see 2. Either way, you owe it to the city and its citizens to put it down on paper and explain how you might achieve it. Sent from my iPad Sent from my iPad SUPPLEMENTAL COMMUNICATION 10/3/2023 kAeetlng[Mice: 14 (23-786) Agenda Item No.;, i