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File#: 26-324 MEETING DATE: 4/7/2026
REQUEST FOR CITY COUNCIL ACTION
SUBMITTED TO: Honorable Mayor and City Council Members
SUBMITTED BY: Travis Hopkins, City Manager
PREPARED BY: Marissa Sur, Assistant City Manager
Subject:
Presentation of Professional Services Contract Between the City of Huntington Beach and
Wolffhaus for Brand, Media, Press and Digital Ecosystem Comprehensive Audit, Marketing,
and Assessment Services for City Council Consideration
Statement of Issue:
City staff is in receipt of a proposal from Wolffhaus to provide the City with a brand, media, press and
digital ecosystem comprehensive audit, marketing, and assessment services. It is presented for City
Council consideration.
Financial Impact:
Procurement of this proposed service has been budgeted and there are sufficient unencumbered
appropriated funds available.
Recommended Action:
Review and consider the attached Professional Services Contract and attachments and direct staff
accordingly. If City Council votes to approve the attached Professional Services Contract, authorize
the City Manager to execute the Contract.
Alternative Action(s):
Provide alternative direction to staff.
Analysis:
Following a 30-day brand and systems audit performed by Wolffhaus, the City received an audit
report which is included with this Request for Council Action as Attachment 1. The City also received
a proposed scope of work from Wolffhaus to provide the City with brand, media, press and digital
ecosystem comprehensive audit, marketing, and assessment services. Staff is bringing forward the
information for City Council review and consideration: The proposed Professional Services Contract
and Scope of Work, Exhibit A to the proposed Contract, are included as attachments to this Request
for Council Action as Attachments 2 and 3.
City of Huntington Beach Page 1 of 2 Printed on 4/3/2026
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NO ACTION A E1r1 381
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File#: 26-324 MEETING DATE: 4/7/2026
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
For details, visit www.huntingtonbeachca.gov/strategicplan.
Attachment(s):
1. Wolffhaus Huntington Beach Brand & Systems Audit and Report
2. Proposed Professional Services Contract between the City of Huntington Beach and
Wolffhaus
3. Proposed Exhibit A, Scope of Work
4. Presentation
City of Huntington Beach Page 2 of 2 Printed on 4/3/2026
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WOLFFHAUS
HUNTINGTON BEACH BRAND & SYSTEMS
AUDIT & REPORT
Draft V4. I Presented for: Travis Hopkins, City Manager, Huntington Beach, CA
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An Introduction to Wolffhaus.
Wolffhaus is not a traditional agency, and this report was not built through a
conventional compliance-only lens. Our work comes from operating daily at the
intersection of brand strategy, creative direction, media, business development, public
perception, product development, and systems building for major brands, public-facing
organizations, celebrities and public figures.
Our approach is not conventional, and the economics of a place like Huntington Beach
are not conventional. In a tourism city and identity-driven world, value is not created
only through contracts and line items. It is also created through perception, visibility,
cultural relevance, desirability, and third-party amplification. Those factors influence
tourism demand, visitor spending, sponsorship pricing, media value, business attraction,
and overall brand strength. When they are ignored simply because they are harder to
quantify, cities can miss major economic opportunities hiding in plain sight.
While traditional audits often focus on what is formally documented, financially reported,
or procedurally required, our work is built around identifying the gaps between what an
organization has, what it communicates, what it controls, and what it fails to capture. We
are brought into complex environments to diagnose overlooked problems, connect
disconnected issues, and find opportunities that others miss.
We look for structural weaknesses, hidden inefficiencies, underused assets, outdated
systems, fragmented ownership, missed revenue, and reputational blind spots — then
work backward to identify what should and can be corrected, built, modernized, or
brought under stronger control.
Wolffhaus is a hybrid agency with capabilities that extend beyond any single traditional
discipline. We do not operate like a narrow agency confined to one category. We work
across creative direction, branding, communications, media, manufacturing,
experiential, strategy, and operational problem-solving. That cross-functional experience
allows us to evaluate situations more holistically and identify patterns that may be
invisible when viewed through a single departmental or technical lens.
This report reflects that perspective. It is not simply a review of isolated line items or
contracts. It is a broader examination of how value is created, protected, lost, and left
uncaptured across the City's brand, assets, partnerships, systems, and public-facing
infrastructure.
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Huntington Beach Is Operating Without Systems to Protect or Capture
the Value of One of the Most Recognizable Coastal Brands in the
World
Huntington Beach is not suffering from a revenue problem. It is suffering from a systems
problem.
Over the past several weeks, this detailed audit was conducted examining the City's:
• Licensing agreements
• Branding and IP controls
• Outsourced marketing structures
• Revenue-sharing models
• Contract oversight
• Reporting and audit enforcement processes
• City owned assets & IP tied to brand value
This report reveals a consistent pattern:
The City has repeatedly undervalued its most powerful assets —its brand, its intellectual
property, its physical locations, and its leverage.
Across multiple departments and agreements, the City:
•Accepts below-market royalty rates
• Locks into long-term concession structures with weak performance triggers
• Relies on self-reported revenue without mandatory deep auditing cycles
• Failed to modernize expired intellectual property protections
• Outsources high-margin revenue channels
This report identifies:
• Immediate revenue recovery opportunities
• Mid-term contract restructuring pathways
• Long-term institutional infrastructure improvements
If properly implemented, these corrections could conservatively recover and generate:
$2M—$5M+ annually across corrected systems
The gap between asset value and revenue capture is substantial. This report exists to highlight
that gap.
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Huntington Beach possesses an asset most cities will never have: a globally recognized coastal
brand. Rooted in decades of surf heritage, beach culture, recreation, and the classic Southern
California lifestyle, this identity has shaped perceptions in media, tourism, and popular culture
for generations. The California Dream.
This identity carries real economic power.
Many residents may not fully recognize the true economic value of this identity. A strong city
brand is a form of intellectual property: it influences how people view the destination, drives
visitor decisions, supports local commerce, generates tax revenue, creates employment, and
contributes to overall community prosperity—all without requiring new taxes or major
infrastructure projects.
Cities with strong global identities routinely convert that recognition into tourism revenue, media
exposure, cultural influence, and long-term economic development. When managed
strategically, a city's brand functions much like intellectual property — an asset capable of
generating sustained public value.
Yet despite possessing one of the most recognizable coastal identities in the world, Huntington
Beach currently operates without a coordinated system designed to manage, protect, or
monetize that asset.
Instead, the economic value associated with the Huntington Beach identity is dispersed across
fragmented initiatives, outside organizations, private operators, and media platforms that
capture portions of the value without a unified strategy that benefits the city itself.
Since Covid, Huntington Beach has received growing national and regional media attention
centered on political debates and divisions, rather than the surf culture, suburban beach
lifestyle, and community traditions/values that have long defined its worldwide appeal as Surf
City USA.
While no city can dictate every story written about it, when external narratives become the
dominant lens through which a place is viewed, the deeper qualities that residents and visitors
cherish can become less visible.
Over time, this kind of shift in public perception can carry real implications for the community's
image, tourism, local pride, and overall sense of unity.
Reputation affects tourism behavior, media partnerships, event attraction, investment decisions,
and civic pride. When a city's narrative drifts away from the qualities that created its global
appeal, the resulting damage is not merely reputational—it becomes economic.
The purpose of this audit is to examine the structural systems behind Huntington Beach's brand,
its IP and assets, and identify where value is currently being lost.
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The findings that follow document a series of gaps in how the city manages media, events,
cultural programming, communications infrastructure, and brand stewardship.
Taken together, these gaps represent a fundamental issue: Huntington Beach possesses
extraordinary brand power, but it does not currently operate with the systems required to
protect that power or convert it into sustained economic value for the community.
TABLE OF CONTENTS
1. Core Audit Concerns
2. Immediate Corrective Opportunities
3. Core Diagnosis
4. Core Recommendations
5. Audit Methodology
6. Core Issue: Brand & Brand Voice
7. Core Issue: Merchandising & Revenue Loss
8. Missed Opportunities & Revenue: Film Commission
9. Mismanaged & Underutilized Asset: Art Center
10. Undervalued: Fourth of July Celebration
11. Overburdened & Reactive
12. Missed Opportunities—Civic Pathways
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1. CORE CONCERNS
Huntington Beach is currently operating under increasing fiscal pressure while simultaneously
managing several public-facing assets that generate economic activity tied directly to the city's
global identity.
This audit evaluates whether the City is effectively capturing the value generated by those
assets and whether existing systems are structured to protect the City's long-term economic
interests.
The review was driven.by five core concerns:
Loss of Intellectual Property (IP) Control and use as a revenue generator.
Huntington Beach possesses one of the most recognizable coastal identities in the world, yet
the City lacks systems designed to manage and monetize that identity as a strategic asset.
Budget Deficit Pressure
The City faces increasing pressure to identify sustainable revenue sources and reduce
structural inefficiencies.
Vendor Dependency Risk
The Huntington Beach brand relies heavily on outside vendors, consultants, or organizations,
creating long-term dependency, reduced internal control and inflated expenses.
Revenue Leakage
Multiple revenue-generating activities tied to tourism, events, media, and licensing operate
without systems or oversight that ensure the City captures a proportional financial return.
Fragmented Ownership
Responsibility for brand-adjacent economic activity is dispersed across departments,
partnerships, and outside operators without centralized coordination.
2. IMMEDIATE CORRECTIVE OPPORTUNITIES
Huntington Beach already possesses the core asset many cities spend decades trying to build:
a globally recognized identity with proven tourism, cultural, and commercial value. The issue is
not whether value exists. The issue is whether the City has the systems required to capture,
protect, and grow that value.
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This audit identified several opportunities where stronger oversight, modernized agreements,
, clearer ownership, and better internal coordination could begin producing measurable returns.
These opportunities do not depend on creating a new identity. They depend on managing
existing assets with greater structure, accountability, and intent.
The most immediate opportunities appear in merchandising and licensing, film and media
activity, event and sponsorship monetization, and the reduction of inefficiencies tied to
fragmented communications and outdated operating structures. Together, these areas represent
the clearest starting points for revenue recovery, cost savings, and long-term institutional
improvement.
FINANCIAL SNAPSHOT
Preliminary analysis indicates that several areas tied to the Huntington Beach brand are
severely underperforming due to outdated agreements, fragmented ownership, limited internal
systems, and weak revenue capture. Based on currently available records, benchmark
comparisons, and observed structural gaps, the following ranges reflect conservative estimates
of annual lost value, cost savings opportunity, and longer-term recoverable impact if corrected
through modernized systems and agreements.
Category Estimated Annual Estimated 5-Year
Opportunity , Opportunity
Merchandising & Licensing $500,000—$1,000,000+ $3,000,000—$5,000,000+
Film & Media Production $100,000—$300,000+ direct $10,000,000+ in related
revenue potential economic activity
Events&Sponsorships $500,000+ $3,000,000+
Media &Communications $250,000—$500,000 Multi-year operational savings
capacity gains, earned media
Total 5-Year Direct+ Indirect Impact Projection:
$18,000,000+ in combined direct revenue opportunity, cost savings, and related economic
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activity through improved asset management, stronger revenue capture, and system
modernization.
These figures are estimates based on the information currently available and are intended to
illustrate the scale of the opportunity, not a guaranteed financial outcome. More precise values
would require deeper financial review, contract analysis, vendor reporting validation, and
implementation-stage analysis.
3. CORE DIAGNOSIS
The central issue identified in this audit is not a lack of opportunity.
Huntington Beach possesses valuable economic assets. What it lacks are the systems
required to manage them effectively.
The current structure produces five recurring conditions:
Fragmented Ownership
Economic drivers connected to the Huntington Beach brand operate across multiple
departments and external partnerships without a unified management framework.
Under-Captured Revenue
Tourism activity, media exposure, events, sponsorships, and licensing opportunities generate
economic value that is not consistently converted into direct revenue for the City.
Limited Internal Control Over Public-Facing Brand Representation
External organizations and media outlets frequently shape the public perception surrounding
Huntington Beach. The City does not currently appear to operate with the level of media
infrastructure, production consistency, or distribution reach needed to regularly showcase the
full breadth of community activity, assets, and positive developments taking place across
Huntington Beach.
No Integrated Systems
Huntington Beach currently lacks an integrated framework that connects tourism, media, film
production, events, licensing, and cultural programming into a coordinated economic system.
Overburdened &Short Handed Staff
Huntington Beach currently operates with a severely limited number of staff in the creative
department. In many organizations, the strategic value of creative leadership, media
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infrastructure, and relationship-driven brand development is often underestimated, particularly
when those functions are not viewed as direct contributors to revenue generation.
This report also makes clear that many City staff are operating under real strain. Too much is
being carried by too few people, often without the systems, staffing structure, internal
coordination, or specialized support required to manage a city with assets of this scale and
public visibility. In several areas, the City does not simply appear overextended. It appears
structurally underbuilt. Certain roles commonly found in modern cities — including centralized
creative leadership, media support, content development, and coordinated brand and
communications personnel — appear limited, fragmented, or absent altogether. As a result,
existing staff are left carrying responsibilities that extend well beyond what curreht structures are
designed to support.
Any recommendations in this report are intended not to add to that burden, but to reduce it. By
improving revenue capture, modernizing workflows, and building durable internal systems, the
City can create new capacity rather than continuing to overextend the teams already in place.
Over time, the funding generated through these corrections could help support expanded
staffing, internship and workforce pipelines, stronger creative and media infrastructure, and the
tools needed to make City operations more effective and sustainable.
4. CORE RECOMMENDATIONS
The City does not need to create new identity assets. It already possesses them.
What is required is the implementation of systems that allow Huntington Beach to own,
manage, and benefit from the economic value these assets produce.
The recommended framework focuses on five priorities:
1. Build Internal Ownership
Establish internal systems responsible for managing the Huntington Beach brand
ecosystem rather than relying on fragmented external control.
2. Standardize Systems
Create coordinated operational structures connecting tourism, media, events, film
production, sponsorships, and licensing.
3. Capture Intellectual Property
Treat the Huntington Beach identity as a strategic municipal asset with defined licensing,
merchandising, and partnership frameworks.
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4. Train and Transfer Institutional Knowledge
Develop internal city capabilities related to brand IP that reduce reliance on outside
consultants and vendors.
5. Eliminate Long-Term Dependency
Design systems that allow Huntington Beach to operate more independently rather than
relying on external organizations to manage core economic drivers.
If implemented, these structural changes would allow Huntington Beach to transition from a city
that just hosts economic activity tied to its identity to a city that actively manages and captures
the value that identity produces. As these programs grow, they can generate enough
revenue to expand internal capacity and reduce pressure on the teams currently carrying
these responsibilities.
5. AUDIT METHODOLOGY
The findings in this report were developed through a multi-step review process designed to
evaluate both the operational structure and financial implications of programs tied to the
Huntington Beach brand ecosystem. Methods used during this audit include:
Public Records Review
Examination of publicly available agreements, reports, contracts, and program documentation
related to tourism, events, media, and other city-affiliated activities.
Department Interviews
Discussions with relevant city personnel and stakeholders involved in programs connected to
tourism, communications, cultural programming, and economic activity tied to Huntington
Beach's public identity.
Revenue Analysis
Review of available financial information to identify potential gaps between economic activity
occurring within the Huntington Beach ecosystem and the direct revenue captured by the City.
Benchmark City Comparison
Reference to structural models used by comparable municipalities to manage tourism, media,
film production, events, and brand-related economic assets.
Comparative Fee Structures
Evaluation of how Huntington Beach's fees, agreements, and revenue structures compare to
similar cities and programs.
Workflow Observation
Assessment of operational workflows and departmental coordination to identify fragmentation,
redundancy, or system gaps.
Limitations of Available Public Data
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This report relies in part on publicly available records,reported figures,interviews,and benchmark comparisons.Because complete
financial,contractual,and operational data was not available in all areas at the time of review,certain findings and projections are
best understood as conservative estimates based on the information currently accessible,and may require further validation through
deeper internal review.
THE HUNTINGTON BEACH BRAND ECOSYSTEM
The Huntington Beach brand ecosystem functions best when film, tourism, events, licensing,
merchandising, media, sponsorship, cultural programming, and city-owned venues are treated
as connected parts of one larger system rather than separate activities operating in silos. Each
area feeds the others. Film and media drive attention. Tourism converts attention into visits,
spending, and broader recognition. Events create moments that generate attendance, press,
sponsorship value, and merchandising opportunities. Licensing and merchandising capture
revenue from the City's identity and extend its presence into everyday life. Cultural programming
strengthens authenticity, community pride, and local participation. City-owned venues and public
assets serve as the stages where these experiences are activated. When aligned under a
unified strategy, these categories build momentum for one another, increasing public value,
strengthening the City's identity, and creating more sustainable long-term economic return.
Includes:
• Film
• Tourism
• Events
• Licensing
• Merchandising
• Media
• Sponsorship
• Cultural programming
• City owned venues &Assets
6. CORE ISSUE: BRAND & BRAND VOICE
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1. Discovery Huntington Beach possesses one of the strongest municipal identities in
California. The pier, surf culture, major events, coastline, and "Surf City" association generate
significant national and international recognition.
Third-party voices — including national media, influencers, event promoters, and independent
organizations—play an outsized role in shaping public perception of the brand. However, brand
management remains fragmented across tourism promotion, city communications,
department-level outreach, event marketing, and media production. There is no centralized
authority responsible for integrating these efforts into a unified, strategic system or effectively
managing third-party portrayals.
Upon interviews with department heads, current creative and public information staff is severely
overburdened, limiting capacity for proactive, high-quality content production and brand
stewardship. Additionally, media storage does not currently meet modern archive standards and
lacks a digital asset management (DAM) system, hindering ease of access for press, internal
teams, partners, and content repurposing.
The City also lacks a robust network of strong, positive third-party voices in the influencer and
creator economy. There are few sustained, authentic relationships with lifestyle, surf,
family-travel, or coastal influencers who could consistently amplify the welcoming, fun Surf City
culture to wider audiences.
What exists:
• Miles of beaches, 350+ acres of parks, hundreds of events annually
• Major events drawing hundreds of thousands of visitors
• A thriving business community and restaurant scene
• Cultural institutions and historic landmarks
• Daily moments of community pride, achievement, and beauty
What doesn't exist:
• A unified creative and communication vision across departments
• A professional media archive and asset management system
• Modern video production that competes with what residents see elsewhere
• A content strategy that proactively tells the city's story
• Systems to capture, organize, and distribute high-quality media
• Coordination between tourism, parks, business services, and city communications
• A YouTube channel or social media presence with large meaningful impact
2. Current Structure Tourism marketing is primarily executed through an external nonprofit
entity focused on hotel performance, while City communications operate separately with limited
scope, infrastructure, and distribution reach. Across departments, content is produced
independently without a shared brand framework, unified messaging architecture, or centralized
asset system. The result is a fragmented public-facing identity where major parts of the
Huntington Beach story are being told in silos rather than through a coordinated citywide
strategy.
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In recent years, there appears to be limited collaboration and few high-impact joint initiatives
between the current DMO (Destination Marketing Organization - Visit Huntington Beach) and
the City that meaningfully advance broader brand objectives beyond core hotel and tourism
metrics. This structural separation reduces the City's ability to align campaigns, amplify key
moments, and fully leverage the Surf City identity across tourism, culture, community, and civic
pride. Without greater unification, Huntington Beach risks continuing to operate with
disconnected voices, duplicated effort, and underleveraged brand assets. For that reason, the
City must take a more active role in building alignment across stakeholders and owning the
systems that shape its authentic voice, so the welcoming, fun, family-friendly coastal culture of
Huntington Beach is consistently represented, reinforced, and protected.
3. Financial Data (Indirect Impact) While brand infrastructure does not generate direct
revenue line-items, it materially impacts tourism spend, event participation, business attraction,
sponsorship pricing power, merchandising performance, and film location desirability.
Modern destination marketing studies consistently show that perception and digital visibility
heavily influence visitor spending patterns, length of stay, and willingness to purchase branded
products. The power,of third-party voices amplifies both positive and negative messaging,
directly affecting economic outcomes.
4. Benchmark Comparison Comparable cities with strong tourism economies maintain
centralized brand governance, in-house creative direction or integrated oversight, unified digital
strategies, proactive media outreach, and coordinated tourism + city messaging. These systems
allow them to better harness third-party voices while protecting core brand value and aligning
public perception with economic goals.
Huntington Beach currently operates without this level of integration, leaving its brand identity
vulnerable to external forces.
5. Structural Risk The lack of centralized brand oversight creates several critical vulnerabilities:
• Loss of control over brand identity during periods of negative attention, particularly as
national media sometimes frames Huntington Beach in ways that overshadow its
actual culture
• Negative or controversy-focused third-party coverage can amplify narrow or
incomplete portrayals of the City, reducing visibility for the broader coastal identity,
family appeal, and community strengths that support tourism, events, and civic pride.
• Limited positive amplification from influencers and creators due to few established,
mutually beneficial relationships
• Missed amplification of positive community developments
• Reduced tourism yield per visitor
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• Weak sponsorship leverage
• Inefficient cross-department communication
• Underperformance in digital engagement
• Severe overburdening of creative staff, constraining proactive storytelling and
response capabilities
• Inadequate modern media archiving and access, slowing content reuse, press
support, and overall efficiency
• Businesses and investors deterred by persistent negative brand narrative,
perceiving higher risk or reputational concerns when deciding where to open, expand,
or host events—despite the City's world-class location and infrastructure
• Potential long-term economic chilling effect, as negative or polarized media
coverage discourages corporate partnerships, film productions, retail development,
and tourism-related investment that would otherwise flow to a strong, positive brand
like Huntington Beach.
For a city with Huntington Beach's level of public visibility, fragmented communications and
brand systems create avoidable risk. In a fast-moving media environment, perception can shift
quickly, and without coordinated infrastructure the City is less equipped to reinforce the identity
that supports tourism, investment, partnerships, and long-term economic value.
6. Revenue Gap Brand fragmentation, weak control over brand identity, and heavy reliance on
third-party voices contribute to measurable economic losses. Without a more professional and
coordinated media, content, and storytelling strategy, the City is unlikely to convert the full
strength of its identity into its highest potential economic return across tourism, sponsorships,
film activity, merchandising, and related categories.
This results in lower per-visitor spending, under-monetized opportunities in merchandising and
licensing, reduced film and event sponsorship pricing power, and missed ancillary revenue from
cultural assets and branded experiences and fewer new businesses opening in the city.
Conservative annual lost opportunity due to ineffective brand and media execution: $1.1 million
— $2.25 million in direct, quantifiable revenue (merchandising, film, parade sponsorships, Art
Center commissions, etc.) —with the true economic and community impact far larger and
largely immeasurable, as it compounds through reduced tourism yield, deterred business
investment, diminished national perception, and lost cultural relevance that erodes the Surf City
brand's long-term value every year we fail to act.
Brand infrastructure and content quality directly influence revenue conversion rates across
multiple categories. When third parties dominate the voice and the City lacks professional,
engaging media capabilities, it captures significantly less value than the underlying asset
justifies.
7. Corrective Path
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Immediate:
• Establish centralized brand oversight authority with clear responsibility for brand
identity strategy and third-party engagement
• Conduct full communication infrastructure audit
• Define unified messaging architecture that protects core Surf City identity
Mid-Term:
• Implement modern media archive and digital asset management (DAM) system for
secure, searchable storage and easy access
• Create collaborative cross-department creative content calendar&execution
• Align tourism and city messaging through structured coordination, including proactive
media response protocols
• Launch staff training program focused on effective, engaging content creation, digital
storytelling, video production, and brand-aligned messaging
• Develop internship structure to support overburdened creative teams, provide fresh
capacity, and build talent pipeline
• Initiate targeted influencer and creator outreach program to build authentic, positive
third-party relationships and opportunities for collaboration
Long-Term:
• Develop in-house creative direction capacity with professional media planning and
execution
• Build proactive press engagement framework and third-party amplification strategy
• Establish performance metrics tied to economic impact, brand sentiment, content
engagement rates, and revenue capture
• Leverage current brand assets (e.g., merchandising, licensing, film, events) to
generate additional revenue streams, directly bolstering staffing and resources in
communications and creative departments
Additional Context: DMO Reliance &Scope
Over the past decade, Visit Huntington Beach (VHB) has gradually positioned itself as the
default point of contact for much of the City's broader destination brand, marketing narrative,
visitor experience strategy, and creative initiatives —responsibilities that extend well beyond its
core mandate of lodging-focused promotion. VHB's mission statements, annual reports, and
public materials consistently claim ownership over "inspirational destination marketing," "brand
management," and "economic vitality" and even public relations and crisis communication.
Based on our research and interviews, the City appears to have relied heavily on VHB for event
amplification, media coordination, content creation, and broader brand-related functions, areas
outside the scope,of the city's arrangement and whose board composition appears to remain
heavily weighted toward hotel industry interests.
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This drift has created an unintended over-reliance. People and partners now automatically turn
to VHB when they want to do anything creative or marketing-related with the City. While this
may have seemed convenient, or even standard based on how some DMO's operate, VHB's
performance in visitor marketing and broader destination promotion has been largely standard
rather than standout, with recent campaigns for hotels and events often feeling outdated and out
of touch with current industry trends. More importantly, the City has no proactive relationships
with key promoters, event producers, film commissioners, and other partners of its own,
because those connections have quietly shifted to VHB over the past several years — an
organization not technically responsible or structured to manage them for the city.
The result is fragmented strategy, weaker accountability, and missed opportunities across the
board. The Surf City brand deserves clearer governance, stronger city-led direction, and
balanced stakeholder input rather than defaulting to a model that has expanded beyond its
original scope.
Suggested Solutions
If the City chooses to continue outsourcing some of these functions, several structural
improvements could restore alignment and accountability:
• Stronger, clearly defined ownership roles and lines of responsibility in the management
agreement.
• A more collaborative board structure with meaningful council oversight and regular
reporting requirements.
• Inclusion of internal city stakeholders on the board to ensure broader community and
departmental representation.
• Adoption of an operational model closer to Visit Newport Beach's, where the DMO is
responsible for the larger marketing of the entire city — not just lodging — through a
formal city contract with integrated public-private governance, shared priorities, direct
accountability to the full city organization, and built-in collaboration across stakeholders.
This structure could also ease burdens and responsibility on internal city staff but comes
with its own set of risks as well.
Structure of the Visit Newport Beach Model and Potential Benefits
Visit Newport Beach operates as a city-contracted DMO within the broader Newport Beach &
Company framework, funded primarily through TOT but governed under a formal agreement
with the City of Newport Beach. This structure gives the DMO clear responsibility for overall
city-wide destination marketing, brand management, visitor experience development, event
promotion, and economic vitality initiatives — not just hotel performance. Governance includes
a TBID board, an executive committee, and direct city oversight through ordinances and shared
priorities, ensuring collaboration with the full range of stakeholders (residents, businesses,
cultural organizations, and city departments) rather than a narrow lodging focus.
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For Huntington Beach, adopting a similar model would allow the DMO to focus on
comprehensive brand marketing and city-wide destination promotion with strong built-in
accountability and stakeholder collaboration. This structure would clearly define roles, maintain
proactive city relationships with promoters and partners, and align marketing efforts more
closely with the entire community's needs — delivering better results for the Surf City brand
while keeping governance transparent and balanced.
Additional Context: Recent Press and Media Patterns
In recent yealls, Huntington Beach has received a growing volume of national and regional
media attention centered on political conflict and controversy rather than the broader coastal
lifestyle, surf heritage, community traditions, and quality of life that have long shaped its public
identity. While no city can control every headline, sustained imbalance in external coverage can
distort public perception over time and reduce visibility for the attributes that have historically
driven tourism, civic pride, and broader brand appeal.
In a media environment where controversy often receives disproportionate attention, cities with
strong public identities must work more intentionally to ensure their broader strengths remain
visible. For Huntington Beach, that means a more proactive and coordinated approach to
communications, third-party engagement, and brand storytelling so that public perception is not
shaped disproportionately by isolated controversies.
As part of this audit, a representative sample of more than 100 relevant news articles and
reports from Google News, major California outlets, and local sources was reviewed to better
understand the dominant themes shaping public perception of Huntington Beach. No
independent third-party media monitoring study specific to Huntington Beach was identified
during this review. Based on this sample, the majority of higher-visibility coverage appeared to
be political or controversy-oriented, while positive or lifestyle-driven coverage was present but
materially less prominent in overall volume and reach.
• Political coverage: Approximately 75-85% of all press mentions are political or
controversy-focused.
• Negative or critical tone: Approximately 60-70% of stories carry a negative or critical
tone. Even neutral local stories are often overshadowed by controversy. Positive or
neutral coverage makes up only 20-30% and rarely goes national.
Positive coverage relating to Huntington Beach's businesses, beach culture, community events,
and everyday quality of life exists, but appears materially less prominent than
controversy-driven coverage in overall visibility and distribution.
How This Affects the City Brand
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This heavy political tilt has shifted national and regional perception of Huntington Beach away
from "Surf City USA" — the fun, welcoming, family-friendly coastal icon — and toward a
polarized political flashpoint. When controversy becomes the dominant frame through which a
city is seen, it can overshadow the qualities that historically attracted visitors, businesses,
families, event partners, and broader cultural interest. The constant focus on controversy
creates a feedback loop: it drives more political coverage while crowding out stories about life
here in HB and community strengths that actually reflect the vast majority of residents'
experience. The result is diminished tourism appeal, weaker third-party advocacy, and missed
opportunities to showcase the full value of the Huntington Beach identity.
What We Need Moving Forward
The City would benefit from a more intentional and coordinated communications strategy that
increases the visibility of authentic, positive, and community-centered stories. The goal is not to
manufacture perception, but to better represent the full reality of Huntington Beach by amplifying
the people, places, traditions, and everyday experiences that continue to define its long-term
appeal. Stronger coordination, better media infrastructure, and more proactive third-party
engagement would help restore balance and improve the City's ability to shape how its identity
is understood.
7. CORE ISSUE: MERCHANDISING & REVENUE LOSS
1. Discovery
Huntington Beach possesses one of the most powerful and valuable municipal brands in the
world through its pier, surf culture, major events, coastline, and decades of national and
international recognition. The global surfing apparel and accessories market is currently valued
at $10.37 billion and is projected to exceed $15 billion by 2033. Individual major surf brands
generate hundreds of millions in annual revenue. Quiksilver, Hurley, Billabong, Volcom, Roxy,
Ripcurl, RVCA, and Reef are the major players in the market and Huntington Beach should
rightfully have a seat at that table.
Huntington Beach captures virtually none of the economic value its name and reputation should
generate through retail sales, licensing and partnerships.
We have the visibility, authenticity, heritage, and audience to claim a meaningful share, yet the
category remains almost entirely untapped. By way of scale only, even a very small share of a
multi-billion-dollar surf and coastal lifestyle market would translate into substantial retail volume.
For example, 0.25% of that broader market would equate to approximately $27.5 million in
gross annual retail sales. That figure is not presented as a short-term municipal revenue
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forecast, but as an illustration of how large the surrounding market is relative to the City's
current level of participation.
2. Current Structure
Merchandising and licensing are currently locked into a single outdated third-party agreement
tied to the Surf City Store on the Pier, featuring a severely undervalued 5% royalty rate on
branded merchandise, well below common industry standards, extremely low pier lease rent of
$950 per month for a high-traffic prime location, no minimum royalty guarantees, and limited
audit and verification protections.
The referenced servicemark ("Surf City, Huntington Beach") is dead/cancelled (USPTO Reg.
No. 74/350/258, lapsed 2005), weakening enforceability. The website for direct consumer orders
is hard to find, has a very limited selection, little to no active marketing or promotion, and
product designs that have remained largely stagnant for years. Seasonal collections are not
iregularly introduced, and the overall program appears commercially underdeveloped and largely
invisible relative to the millions of visitors who come to Huntington Beach each year.
Beyond the pier store, our research indicates widespread sales of Huntington Beach-branded
apparel and products across the city, from liquor stores and small shops to major retail outlets,
some openly selling HB-branded apparel with no licensing agreement and zero revenue return
to the City. All of this unauthorized activity likely accounts for millions of dollars in annual sales
that are completely lost to the city.
3. Financial Data (Indirect Impact)
The current program generates very limited direct revenue for the City relative to the strength of
the Huntington Beach brand. Financial evidence from 2024-2025 Surf City Store reports shows
total reported sales of$1,515,215.94, with the City receiving only $75,760.81 in royalties under
the current 5% structure. Average monthly sales were approximately$63,134, while the average
monthly return to the City was approximately$3,157.
This gap is significant because the value behind Huntington Beach-branded merchandise was
built over decades through the identity, reputation, and cultural contributions of the community
itself. Yet under the current structure, much of that value does not appear to be returning to the
City in a meaningful way.
From July through December 2025, more than $400,000 in reported sales appears,to have
generated only approximately$18,000 in revenue to the City.
4. Benchmark Comparison
Other major coastal cities manage their brands far more aggressively. The iconic "I NY" is
reported to generate $30 million annually in revenue. Comparable coastal destinations with
active, professionally managed licensing programs (including Santa Monica, San Diego, Los
Angeles, and Miami Beach) generate $1 million to over$5 million per year in direct licensing
and merchandise revenue through modern e-commerce platforms, regularly updated product
lines, aggressive digital marketing, and reasonable royalty structures.
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These cities capture a meaningful share through official branded merchandise. Huntington
Beach, with stronger global surf and coastal recognition than most peers, receives virtually
nothing in comparison.
5. Structural Risk
The current third-party deal — combined with rampant unlicensed sales — is a raw, one-sided
arrangement that is actively costing taxpayers hundreds of thousands (likely millions) of dollars
every single year:
• A 5% royalty rate that hands the vast majority of profits to outside operators while the
City gets almost nothing
• Revenue that belongs to the generations of Huntington Beach residents who built this
brand is instead being pocketed by third parties
• Complete absence of any marketing or promotion — consumers who want official
Huntington Beach merchandise literally cannot find it
• The absence of an official website, online store, or meaningful direct-to-consumer
pathway is a major structural gap for a destination brand of this caliber.
• Weak audit rights, weak oversight, limited minimum protections, and reliance on outside
reporting create avoidable exposure and potential for underreporting where the City
should be demanding greater transparency and accountability.
• Severely undermarket pier space lease-A prime high traffic retail location appears to be
operating under terms that do not reflect the value of the site or the traffic associated
with it.
• Product execution appears stagnant, with limited evidence of the kind of ongoing design
development, seasonal refreshes, and quality control expected in the $10+ billion surf
market
• Widespread unlicensed sales at 50+ locations across the city, including major retailers
here in the city, generating large amounts in unauthorized (and in some cases un-taxed)
revenue with zero return to residents
• Missed retail partnerships, sponsorships, and brand extensions that other major
destination cities are actively cashing in on
That combination of weak economics, weak oversight, weak enforcement, and weak modern
retail infrastructure does not reflect the standard that should apply to an asset of this magnitude.
6. Revenue Gap
With $580 million (per VHB) in annual direct visitor spending, shopping and souvenirs typically
account for 12-18% — representing a massive revenue opportunity. A professionally managed
merchandising program should capture a meaningful share through official branded products.
Instead, due to the outdated third-party agreement, complete lack of marketing, absence of any
substantial online sales platform, stagnant product designs, rock-bottom terms, and the
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explosion of unlicensed sales across multiple locations, the City is failing to capture even a
fraction of this opportunity.
Conservative annual lost opportunity due to ineffective merchandising and licensing:
$500,000 — $1 million (with potential for$750,000 — $2 million net annually under internalized
operations on $1 M+ sales, plus millions more once unlicensed sales are brought under control
and the program is built and structured.
When outsiders control licensing under terrible terms and the City allows widespread
unauthorized sales, it captures a tiny fraction of the value its brand actually justifies —value
built by local generations and now being handed away for almost nothing.
7. Corrective Path
Existing unlicensed sales should not be treated as a reason to avoid correction. They should be
treated as proof that real demand exists and that the City has waited too long to bring this
category under proper control. Rather than leading with immediate enforcement, the City should
offer a short structured transition period for businesses that currently sell unlicensed HB
merchandise and want to begin selling authentic merchandise through legitimate channels,
including wholesale pricing, collaboration opportunities, and access to stronger official product
collections. This approach allows the City to reestablish control, capture appropriate value, and
bring willing retailers into a better system moving forward.
Immediate
• Establish clear centralized authority for merchandising and licensing strategy
• Conduct a full audit of the existing third-party structure, including royalty terms, lease
economics, sales history, audit rights.
• Finalize current trademark and IP protection work and define stronger product and
licensing standards
• Identify the full scope of unauthorized, unlicensed, or weakly controlled retail activity tied
to Huntington Beach branding
Mid-Term
• Renegotiate, restructure, or replace the current underperforming arrangement where
legally and operationally appropriate
• Launch an official City-controlled or City-governed e-commerce platform and
direct-to-consumer sales system
• Develop stronger product lines aligned with current surf, coastal, and lifestyle demand
• Implement active marketing, authentication, and retail partnership strategies
• Establish a practical enforcement pathway for unauthorized or uncompensated
commercial use of City brand assets
Long-Term
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• Build internal licensing, merchandising:and creative capability sufficient to manage the
category professionally
• Implement royalty and partnership structures with meaningful accountability, audit rights,
and performance standards
• Create measurable performance benchmarks tied to direct revenue, sales growth,
distribution reach, and brand protection
• Reinvest a portion of new merchandising revenue into the communications, creative, and
operational infrastructure required to sustain and protect the broader Huntington Beach
brand
Key U.S. Tourism Expenditure Data (Shopping/Souvenirs):
• Overseas Tourists (2024): 18% of total spending, amounting to about$325 per trip.
• North American Tourists (2024): 12.8% of total spending, about$152 per trip.
• General Travelers: 25% of travelers list purchasing souvenirs as a financial priority.
• Spending Amount: Vacationers often spend between $50 and $200+ on merchandise
and gifts per trip.
Context on Spending Habits:
• Top Categories: Shopping is consistently ranked behind accommodation (30-35%) and
food/beverage (20-21%).
• Buyer Behavior: Roughly 65% of Americans bring back souvenirs, with 44% gifting to
family and 39%for themselves.
Progress Already Underway: Strengthening Trademark and IP Protections
At the forefront of Huntington Beach's globally recognized coastal identity are its logos and core
visual marks—the instantly recognizable symbols that represent the city in merchandise, events,
partnerships, and media worldwide. For years, our main city logo has remained unprotected or
inadequately registered, leaving it vulnerable to unauthorized use, dilution, and lost licensing
opportunities. This long standing gap has allowed value to slip away quietly, even as the city's
brand continues to carry significant cultural and economic weight.
During the audit, we conducted a deep review of all of the city's trademarks and intellectual
property. We found that the city's original iconic HB logo mark was not properly registered or
protected.
Staff explained that past attempts years ago were abandoned after being told registration might
not be possible due to widespread use by others. The matter was left unresolved.
We took a fresh approach: identified the specific lapses (expired filings, incomplete applications,
missed opportunities), the original curation process, and worked directly with the city's legal and
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IP team. We gathered documentation, addressed the issues, and successfully restarted the
protection process.
Steps are now actively in progress to secure stronger registrations for these core brand
elements—helping prevent unauthorized use, reduce dilution, and enable better enforcement
and monetization.
This is a clear example of what focused effort can accomplish: uncovering long-standing gaps
and closing them through internal collaboration—no major obstacles,just persistence.
This early progress shows that many audit findings are fixable with similar diligence. Securing
foundational IP like logos is a critical first step toward reclaiming control over the city's brand
value and stopping leakage in licensing and merchandising.
Building on this momentum will help shift from a reactive to a proactive approach, delivering
lasting benefits for the community.
Additional opportunities:
Beyond just apparel: The City is overlooking an easy, low-overhead revenue channel inside
facilities it already owns and operates. The Art Center, libraries, and other public-facing spaces
should function not just as civic amenities, but as retail touchpoints for Huntington Beach's
brand and creative identity. A kiosk-based merchandising system would allow visitors to
purchase City-branded goods, art prints, photography, and other curated products onsite and
have them shipped directly to their homes. That approach dramatically reduces risk,storage,
staffing, and operational friction while expanding what the City can monetize.
Huntington Beach has no shortage of talented local artists and world-class surf and lifestyle
photographers whose work could be featured through this system. Under a revenue-share
model, the City would participate in each sale while artists retain the balance, creating a
program that supports both municipal revenue and the local creative economy. With minimal
setup and management costs, these kiosks could become a meaningful tourism revenue tool
while reinforcing the culture and visual identity that make Huntington Beach valuable in the first
place.
8. MISSED OPPORTUNITIES & REVENUE: FILM COMMISSION
1. Discovery
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Huntington Beach stands out as one of Southern California's most versatile and underutilized
filming destinations. Its iconic pier, expansive beaches, modern Civic Center, Equestrian Center,
and Sports Complex, Pacific City, and variety of community housing styles give production
companies a rare mix of coastal beauty and diverse inland locations that few competitors can
match.
Beyond direct revenue, successful film and television production delivers powerful cultural
relevance, high-value earned media, authentic third-party voice amplification, and increased
off-season tourism that can extend visitor stays and spending throughout the year.
2. Current Structure
Film permitting is currently managed through a basic, decentralized process with modest fees
and limited dedicated support that producers are used to. The program lacks proactive
marketing, a streamlined one-stop shop experience, and a professional location library. While
basic beach and pier permitting exists, the City currently does not actively promote its full range
of unique assets or position itself as a competitive filming destination near Los Angeles.
3. Financial Data (Indirect Impact)
Direct permit and location fees represent the most tangible and reliable form of revenue from
film activity. Currently, these direct returns remain modest.
At the same time, the broader economic impact of film production is enormous and can reach
hundreds of millions of dollars for cities that actively pursue it. Industry data shows the average
location shoot day generates $50,000-$670,000 in local spending and supports hundreds of
jobs, while major productions can exceed $1.3 million per day in direct local economic activity.
These dollars flow into hotels, restaurants, transportation, retail, and local suppliers —
especially valuable during off-season months — while also creating lasting cultural relevance,
earned media exposure, and positive third-party amplification that drives future tourism and
visitation.
4. Benchmark Comparison
Several peer cities have built professional film commissions that generate both meaningful
direct revenue and massive economic impact. San Francisco's Film SF collected $127,000 in
direct permit fees (This does not include staffing, or location use or any other fees) in FY
2024-25 while driving $17.5 million in estimated direct production spending.
Fort Worth's Film Commission has generated over$800 million in cumulative economic impact
since 2016 through focused outreach. Nashville's broader arts, culture, and creativity economy
has been reported by Metro planning materials at approximately $13 billion annually, and a
single major production — '9-1-1: Nashville' —is expected to generate more than $50 million in
local economic impact. Comparable coastal destinations like Long Beach, Los Angeles, and
Miami Beach maintain dedicated offices with competitive fees, active marketing, and
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streamlined processes that attract productions and deliver both direct fees and hundreds of
millions in broader economic benefits.
5. Structural Gaps
The current structure presents several opportunities for improvement that would help the City
fully realize its potential:
• Absence of a dedicated Film Commission or centralized one-stop permitting office
• Limited relationships, marketing and outreach to productions and location scouts
• Under-promotion of the City's diverse non-beach assets (Civic Center, Equestrian
Center, Pacific City, Sports Complex, etc)
• Multi-department coordination that can slow response times (including the current
requirement that applicants obtain a separate business license before even submitting a
film permit application—a step that is not typical in peer cities and production process)
• No proactive strategy to highlight speed, efficiency, and location diversity that could
undercut larger jurisdictions
These gaps mean Huntington Beach is not yet fully capitalizing on productions that could deliver
direct revenue, economic value and valuable earned media exposure.
6. Revenue Gap
Huntington Beach has the locations and proximity to Los Angeles to compete effectively —
particularly by offering faster permitting turnaround and greater location diversity than many
parts of LA. Professional programs in comparable destinations routinely generate $125,000 to
several million in annual direct revenue, while driving tens to hundreds of millions in broader
economic impact (e.g., Fort Worth's —$800M cumulative since 2016, San Francisco's $17.5M
direct spending in one year).
Currently, due to the absence of a dedicated Film Commission, limited marketing, outdated
processes, and lack of streamlined permitting, the City is not capturing its full potential in either
direct revenue or indirect benefits, or economic impact.
Conservative annual lost opportunity due to under-developed film permitting: $100,000—
$1 million + in direct revenue (plus multi-million-dollar economic impact, earned media value,
and off-season tourism lift once the program scales).
7. Corrective Path
Immediate:
• Establish a centralized Film Commission with clear responsibility for permitting,
marketing, and revenue strategy
• Conduct a full review of current fees, processes, and past production inquiries
• Develop streamlined one-stop permitting guidelines
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Mid-Term:
• Launch a dedicated Film Commission with fast-track permitting designed to undercut Los
Angeles on speed and ease (target 48-72 hour turnaround)
• Create a professional location library and comprehensive production resource book
for producers, including local workforce talent, hotels, parking, and other production
resources
• Update fees to competitive levels with improved tracking
• Initiate active outreach to location managers and production companies (leveraging
current staff to grow the program with minimal additional stress until revenue supports
dedicated staffing)
Long-Term:
• Build professional in-house location management and creative partnership capabilities
• Establish a high-performance permitting framework focused on both direct revenue and
earned media outcomes
• Set measurable goals tied to permit revenue, production days, and off-season tourism
impact
• Direct new film revenue into communications, creative departments, and public asset
maintenance
Source Data
• City of Huntington Beach Film,Video and Still Photography Permit Fees(2024)
• Film SF Annual Impact Report FY 2024-25($127,000 permit fees,$17.5M direct spending)
• California Production Coalition:average location shoot adds$670,000/day and 1,500 jobs
• Fort Worth Film Commission economic impact reports(2016-2025 data showing nearly$800 million cumulative impact,recent annual—$1 B)
• Tennessee Entertainment Commission 2025 Economic Impact Report($8.2 billion in entertainment production clusters for 2024,including film/TV)
• FilmLA&peer city reports(2024-2025)
• Film Santa Monica,Long Beach,Miami Beach,Fort Worth,and Nashville Film Commission data(public documents,2025-2026)
• UNWTO and industry analyses on direct film revenue vs.earned media,tourism,and economic multipliers
• Internal City tracking of production activity(2023-2025)
9. MISMANAGED & UNDERUTILIZED ASSET: ART CENTER
1. Discovery
Huntington Beach owns and operates a dedicated Art Center in a high-visibility location,
supported by decades of community investment, public support, and taxpayer funding. On
paper, it offers classes, camps, events, exhibitions, and artist programs that should contribute to
the City's creative life and welcoming coastal identity.
In practice, however, the Center appears to remain relatively unknown not only regionally and
nationally, but within Huntington Beach itself. Public awareness, foot traffic, participation, and
overall utilization appear limited. Much of the programming feels more insular than open and
inviting, and does not clearly reinforce Huntington Beach's identity as a fun, welcoming,
family-friendly coastal destination.
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The issue is not that the Art Center lacks value opportunity. The issue is that much of that value
is not fully reaching the community. There appears to be limited general awareness among
residents about what is happening there, who it serves, and why it matters. Its programs,
exhibitions, and activities do not appear to generate the level of participation, excitement,
cultural relevance, or civic benefit that comparable city-run arts facilities often provide.
As a result, an asset that should be helping elevate local artists, expand community
engagement, and strengthen Huntington Beach's creative identity is operating below its
potential. The opportunity is not simply financial, but civic and cultural: to make the Art Center
more visible, more welcoming, more connected to residents, and more valuable to the artists
and audiences it should be serving.
Many exhibitions also appear to receive little meaningful press attention or lasting public
documentation. In many cases, once a show closes, there is little to no accessible visual
archive, photo gallery, or digital record that allows residents, visitors, collectors, or supporters to
see what was exhibited. That limits the public reach of the work, reduces long-tail exposure for
participating artists, and reflects a broader weakness in the City's PR, content capture, and
cultural documentation efforts. A city-run gallery should not only host exhibitions well in the
moment, but also preserve and extend their value through visibility, promotion, and accessible
online archives for those who could not attend in person or wish to revisit the work after the
exhibition has ended. In addition, many exhibitions appear to lack supporting print,
merchandise, or take-home purchase opportunities tied to the show itself. That creates a
missed opportunity both for participating artists, who lose additional exposure and sales
potential, and for the City, which loses a practical and low-friction revenue capture channel
connected directly to its own cultural programming.
2. Current Structure
The Art Center seems to operate with little to no integrated revenue strategy beyond the offered
community art classes. Programming focuses almost exclusively on small shows and regional
artists. There is no gallery sales commission program, no on-site or online retail/merchandise
operation, no market-rate facility rentals, and no formal sponsorship or branded partnership
framework. Oversight is split between City departments and external nonprofit/Foundation
support, with limited coordination or performance accountability tied to financial return or
community impact and engagement.
3. Financial Data (Indirect Impact)
The City fully subsidizes operations.
FY 25-26 Revised Expenditures
• Admin (Personnel + Operating): $437,399
• Classes (Personnel + Operating): $97,856
• Total City Cost: $535,255
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Revenues (Full-Year Projection Based on YTD)
• Class/Camp fees: —$83,451—$107,708 (explicitly covers only instructor/program costs)
• Memberships: —$2,725
• Artist Council fees: —$6,407
• Rentals &Special Events: —$5,240
• Total Revenue: —$97,823—$114,178
Net Annual Subsidy to the Art Center: $421,000—$437,000 in taxpayer dollars.
The revenue generated by activities at this City-owned facility rightfully belongs, at least in part,
to the residents who built and maintain the brand and infrastructure—yet virtually none returns
to the General Fund.
4. Benchmark Comparison
Comparable coastal-city cultural facilities treat their centers as revenue-generating assets that
actively elevate both the institution and local artists. Laguna Art Museum generated $3.27
million in total revenue in 2024 through gallery/exhibition sales and commissions. Long Beach
Museum of Art Foundation reported $2.17 million in revenue in 2024. These and other peer
institutions routinely feature nationally and internationally renowned artists alongside local
talent, capturing 20-50% commissions while dramatically increasing the market value of
regional artists through association and exposure.
Huntington Beach does not participate in or compete with major regional events such as
Newport Beach's art festivals or Laguna Beach's Festival of the Arts, missing out on shared
tourism and cross-promotion that other cities actively leverage.
5. Structural Gaps
The current model creates clear vulnerabilities:
• Heavy General Fund subsidy with no requirement for break-even or revenue-sharing
• Programming that feels exclusionary and insular, focusing almost exclusively on small
shows and regional artists, rendering the Center incapable of curating exhibitions with
nationally or internationally renowned artists
• Complete absence of gallery sales commissions, on-site city branded retail, or branded
art merchandise
• Minimal facility rental income and no corporate/private event strategy
• No collaboration with hotels or other local partners to build community experiences
around major festivals, and no participation in or alongside Newport or Laguna events
• Missed opportunities to elevate local artists' value by placing their work beside major
names —an approach proven to deliver immeasurable uplift in artist prestige, sales, and
tourism draw
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These gaps mean the City is subsidizing cultural programming while capturing almost none of
the economic upside created by its own brand and location and the majority of the community
never participates in the value it generates.
6. Revenue Gap
With hundreds of thousands of annual visitors and a globally recognized coastal identity, the Art
Center should at minimum break even and ideally generate net revenue. Comparable facilities
routinely produce $200,000 — $600,000+ in direct annual revenue (and in stronger cases
millions) through commissions, rentals, events, and retail.
Instead, Huntington Beach is subsidizing the operation to the tune of$421,000—$437,000 (this
number not including maintenance or utilities cost) per year with virtually no return. This
represents a clear structural failure to monetize a public asset tied to the City's brand and to
compete for the tourism and cultural value flowing to neighboring cities' festivals.
Conservative annual lost opportunity /subsidy reduction potential: $400,000 — $750,000
(through commissions, rentals, retail/merch, major-artist exhibitions, festival collaboration, and
broader community outreach — turning the current subsidy into breakeven or positive
contribution within 2-3 years).
7. Corrective Path
The Art Center is a meaningful civic asset. The challenge is making sure its value is more
visible, more accessible, and more fully delivered to the artists, residents and visitors it should
be serving. That begins with increasing public awareness, improving the accessibility and
visibility of programming, and more intentionally positioning the Center as a community-serving
and regionally / nationally recognized cultural hub rather than a facility known only to a narrow
audience. The goal should be to create a stronger bridge between the Art Center, local artists,
residents, and tourists.
With the right structure and attention, the Art Center can at least break even on its operating
costs as well as become a more visible source of community pride, a stronger platform for
Huntington Beach artists, and a more valuable cultural asset for the residents.
Immediate:
• Establish centralized oversight with clear revenue targets, performance metrics, and
community-engagement goals
• Conduct a full audit of operations, agreements, revenue opportunities, and current public
awareness/perception
• Define brand standards for any future partnerships, programs or shows.
Mid-Term:
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• Implement a professional gallery/exhibition commission program and actively curate
shows featuring nationally/internationally renowned artists alongside local talent
• implement a consistent system for professionally photographing, cataloging, and
archiving every exhibition, ensuring that each show remains accessible online as a
lasting public resource and an ongoing source of visibility for participating artists.
• Launch on-site and online retail/merchandise tied to the Huntington Beach brand
• Introduce and promote market-rate facility rentals and corporate/private event packages
• Develop sponsorship and Artist Council revenue-sharing framework
• Audit& Performance overhaul of how the HBAC oversight currently functions
• Begin collaboration with hotels and participation alongside Newport and Laguna festivals
to build joint community experiences
• Mentorship programs and classes between renowned artists and local artists.
Long-Term:
• Build integrated creative and merchandising capacity (leveraging existing staff and
internships)
• Establish performance metrics tied to direct revenue, subsidy reduction, artist elevation,
tourism impact, and community utilization/awareness
• Direct all new Art Center revenue back into cultural programming and General Fund
support so residents finally benefit from the asset they fund
Sources
- City of Huntington Beach—General Fund Art Center Accounts(FY 24/25 Actuals&FY 25-26 Revised/YTD, provided March
2026)
- Laguna Art Museum—ProPublica Nonprofit Explorer(FY 2024 revenue$3.27M)
- Long Beach Museum of Art Foundation—ProPublica/CauselQ(FY 2024 revenue$2.17M)
- Santa Monica FY 2025-27 Adopted Biennial Budget(Recreation&Arts Department context)
- Industry benchmarks:Licensing International(LIMA)and American Alliance of Museums reports on gallery commission rates
(20-50%)and cultural facility earned revenue models
- Laguna Beach Pageant of the Masters and Newport Beach arts festival public attendance/economic reports(2024-2025)
10. UNDERVALUED: FOURTH OF JULY CELEBRATION
1. Discovery
Huntington Beach has built one of the largest Independence Day celebrations in the country,
consistently drawing 300,000-500,000 attendees and earning a regional television partner and
coverage during the parade event. We've done an excellent job attracting that scale of crowd
and showcasing our patriotic, family-friendly Surf City identity.
What we haven't done as well is capitalize on the opportunity this creates. The focus of this
section is not to be a profit generator for the city, but to secure more funding that elevates the
parade's production quality and delivers a richer, more memorable experience for residents,
families, and visitors, this in turn, will grow our earned media, and event prestige.
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Right now the event lacks many of the high-impact elements that would make it truly special:
elaborate floats, celebrity appearances, large helium balloons, live drone streaming of our
fireworks show for those who can't attend and larger community activation zones and other
events that could bridge the morning parade and evening fireworks into a full-day celebration.
While we draw the crowds, we currently lack a strong third-party voice, sustained social media
presence, and meaningful post-event media coverage—clear evidence that we are missing the
kind of engaging, memorable moments that people naturally want to share and talk about long
after the day ends.
National brands with patriotic, family-oriented values cannot replicate access to our unique
audience size and demographic. With a professional sponsorship approach, we could partner
with them to fund those missing pieces and turn the parade into something even more
extraordinary for the entire community.
2. Current Structure
The parade is organized primarily through a contract event production with limited City
oversight. Sponsorship packages exist (tiers from $1,000 to $6,000+ for banners, bleachers,
announcing, etc.), but there is no evidence of a dedicated sponsorship sales team, no
professional outreach to large national brands, and no strategy for premium corporate
partnerships or branded integrations.
The City provides the prime route, public safety, infrastructure, and brand prestige, while the
contractor manages production. There is no centralized city-led effort or sales team to maximize
sponsorship revenue for better floats, helium balloons, staging, or other elements that enhance
family appeal and overall quality.
3. Financial Data (Indirect Impact)
Direct City revenue from the parade remains minimal, with the event relying almost entirely on
private fundraising rather than taxpayer dollars. Revenue streams include sponsorships, parade
entry fees (e.g., $1,200+ for business/group entries), VIP/bleacher tickets, general donations,
and ancillary on-site sales—all managed through the professional contractor, PSQ Productions
(hired under a multi-year Professional Services Contract approved by the City Council in 2024).
The contractor reports an annual production budget need of approximately$500,000+, covering
high-cost items like the fireworks display over the ocean (a major expense), parade logistics
(barricades, sound systems, staging, insurance, permits), the Surf City 5K, marketing and
earned media (including TV coverage on KABC), entertainment, safety, cleanup, and more. The
City contributes in-kind support (police/fire/public works overtime, permits), but the bulk is
privately raised.
While PSQ Productions provides professional management to handle the event's massive scale
the dollars—or lack thereof—highlight a clear shortfall in sales and sponsorship pursuit.
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Despite all of the high-value promotional opportunities and a dedicated sponsorship
contact/channel, insufficient or inconsistent sponsorship and donation revenue
persists—suggesting a lack of proactive, high-effort sales outreach (e.g., targeted corporate
pitches, leveraging attendee demographics for premium activations, or expanding beyond basic
tiers). This leaves the city forcing compromises on production quality—such as smaller-scale
fireworks, fewer high-impact entries, reduced media, or limited "wow factor" elements—which
diminishes long-term event prestige, community excitement, and growth potential.
The true return is indirect: earned media amplification, boosted family tourism, and reinforced
brand value for Huntington Beach. However, with stronger, more aggressive sponsorship sales
aligned to the event's unmatched assets, revenue could more reliably meet or exceed
needs—unlocking higher production standards, greater sustainability under professional
management, and even expanded programming without relying so heavily on donations or
cutting corners.
4. Benchmark Comparison
Comparable large-scale parades and events treat sponsorship as a professional revenue
engine to fund premium production and visibility.
• Rose Parade (Pasadena) generates $1 M—$5M+ in direct sponsorships to support
elaborate floats and broadcast quality.
• Regional events like the Surf City Marathon (Huntington Beach, —18,000-22,000
participants) secure a title sponsor that brings in over $200,000 alone, funding a
beautiful, high-quality event despite much smaller attendance.
• Brands like Carnival Cruiseline regularly commit$100,000+just to sponsor the fireworks
portion of San Diego's Big Bay Boom 4th of July celebration.
These examples show that even smaller-scale events monetize sponsorships effectively
through professional sales. Huntington Beach's parade —with 15-25x the crowd and televised
exposure—severely under-prices and under-sells its opportunity.
5. Structural Gaps
The current model creates clear vulnerabilities:
• No dedicated sponsorship sales team or professional outreach to large national brands,
resulting in low pricing and limited premium partnerships
• Sponsorship tiers capped at $6,000 despite massive attendance and TV coverage—far
below market rates for comparable visibility
• Insufficient revenue to fund high-quality production (e.g., elaborate floats, helium
balloons, professional staging), lowering appeal and reducing overall impact
• Missed opportunities for premium branding, corporate integrations, or merchandise
tie-ins that could amplify earned media and third-party voice
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• No formal collaboration with hotels, tourism partners, or national brands to package
experiences around the event
• Limited City oversight or strategy to maximize sponsorship revenue while keeping the
parade free and community-focused
These gaps mean the parade under-delivers on production quality and brand amplification
despite its massive scale.
Missed Merchandising Opportunity—Americas 250
Huntington Beach's three-day Fourth of July celebration creates a massive short-term captive
audience — especially with America's 250th birthday in 2026 driving huge demand for patriotic
souvenirs and commemorative items.
A third-party deal with a local surf shop currently gives them 70% of official parade merchandise
sales, leaving only 30% for parade organizers. There is no valid reason to hand the majority of
this one-weekend windfall to an outside entity when the crowd, the event, and the historic
milestone belong to Huntington Beach residents and taxpayers.
A city-controlled merchandising program — on-site booths, pre-sale, limited-edition 250th
anniversary t-shirts, hats, flags, beach towels, and collectibles — could realistically generate
$250,000 or more in revenue over the three-day weekend (conservative estimate based on
high-attendance holiday event benchmarks and the expected semiquincentennial surge).
Missed Opportunity: America 250 Exhibition at the Huntington Beach Art Center
With America's 250th birthday this year, Huntington Beach has a prime chance to host a highly
curated "Americana" gallery exhibition at the Art Center—featuring patriotic themes, historical
reinterpretations, Veteran artists and works from both established and emerging artists that
celebrate our nation's journey. This show timed to coincide with the Fourth of July weekend
could draw significant regional and national tourism and media.
This would create a major cultural draw, generate earned media; boost third-party voice, and
position the HBAC as a meaningful tourism destination in the city. It could also produce direct
revenue through commissions on featured works, and limited-edition prints/merchandise — all
while elevating the facility's national recognition and giving local artists exposure alongside
bigger names.
Instead, the opportunity remains untapped, leaving the HBAC disconnected from one of the
most significant cultural moments of the century and missing both tourism and prestige
gains that neighboring cities would aggressively pursue.
6. Revenue Gap
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Our Independence day celebration attracts 300,000-500,000 attendees and significant TV
coverage, yet sponsorship revenue remains low due to under-pricing and lack of professional
sales. Comparable events (e.g., Surf City Marathon with —22,000 participants securing >$200K
from a single title sponsor) demonstrate that a dedicated sales approach can generate
substantial funding for quality.
Huntington Beach struggles to cover enhanced production costs, limiting floats, helium, and
other family-friendly elements.
Conservative annual lost sponsorship opportunity: $200,000 — $1,000,000 (through
higher-tier pricing, national brand partnerships, and premium integrations — enough to
dramatically improve parade quality, increase earned media value, and strengthen community
pride without charging admission).
7. Corrective Path
Immediate:
• Establish more integrated City oversight for creative,event functions and sponsorship
strategy with clear revenue and production-quality targets
• Conduct a full review of current sponsorship agreements, pricing, and production costs
• Define unified premium sponsorship guidelines tied to the Huntington Beach brand
Mid-Term:
• Launch a professional sponsorship sales effort (dedicated team or contractor) targeting
national brands for higher-tier packages (leveraging televised exposure and crowd size)
• Introduce premium branding opportunities (e.g., title sponsorships, branded floats,
helium integrations)to fund production upgrades
• Strengthen coordination with hotels and tourism partners for packaged family
experiences
• Develop proactive media outreach to boost national coverage and third-party
amplification
Long-Term:
• Expend Event&Celebrity Activations
• Build professional sponsorship capacity (leveraging existing staff and internships)
• Establish performance metrics tied to sponsorship revenue, production quality, earned
media value, and tourism lift
• Direct all new sponsorship revenue back into parade production, public safety, and
community programs so residents benefit from a higher-quality event
Sources
• City-provided parade sponsorship and cost estimates(internal documents,2024-2025)
• Public attendance estimates and economic Impact reports for Huntington Beach 4th of July Parade(local media and tourism authority data,2023-2025)
• Surf City Marathon attendance and sponsorship reports(Running USA,local news,2025-2026:—18,000-22,000 participants;title sponsor c$200K)
• Macy's Thanksgiving Day Parade sponsorship revenue benchmarks(Licensing International and event Industry reports)
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• Rose Parade and regional 4th of July event financial summaries(Pasadena Tournament of Rases,coastal city festival reports)
• Laguna Beach,Newport Beach,Long Beach 4th of July event public budgets and sponsorship data(2024-2025)
11. Overburdened & Reactive
In many areas, Huntington Beach operates in a reactive mode rather than a proactive one, in
part, because our creative staff is severely overburdened. Creative teams across departments
are stretched thin or don't exist, responding to immediate demands instead of actively
identifying and pursuing high-value opportunities. Without dedicated creative leadership, brand
infrastructure, and modern systems to coordinate efforts, the City lacks the capacity to bridge
departments, meaningfully collaborate with key stakeholders across the city, or drive strategic
initiatives that turn our Surf City identity into real economic and community value.
All the issues we've examined — merchandising, film permitting, the Art Center, the Fourth of
July parade, and others — may seem separate, but they are deeply symbiotic. Together they
form a powerful ecosystem: better brand management fuels stronger tourism, stronger events
drive higher merchandising and sponsorship revenue, improved cultural assets elevate
third-party voice and earned media, and proactive collaboration across these areas creates
richer community experiences while generating sustainable returns. Growth doesn't happen
through reactive fixes — it comes from intentional communication, coordination, and creative
direction focused on harnessing these interconnected opportunities.
We've barely scratched the surface of identifying opportunities with just a few short weeks of
research. The potential we've uncovered so far is only the beginning — there are likely dozens
more levers waiting to be pulled. These opportunities aren't just about revenue; they can
generate funding to help ease the burden on our overburdened staff, allowing them to shift from
constant firefighting to strategic, proactive work that benefits the entire community.
Our brand is one of the City's most valuable and overlooked assets: globally recognized, built
over generations by residents, and capable of delivering millions in revenue and enhanced
quality of life if managed proactively.
Until we address staff overburdening, invest in creative leadership, and build the infrastructure
and systems needed to operate strategically, we will continue missing significant revenue,
tourism lift, and community value.
Our brand deserves proactive care—not just reactive maintenance.
12. MISSED OPPORTUNITIES -CIVIC PATHWAYS
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During our research we noticed a lack of internship programs throughout many areas of the city.
A developed program can ease burden on city staff and provide youth with meaningful
opportunities to help shape their futures.
From Volunteering to Viable Futures—Building Local Talent That Stays
Huntington Beach is rich in talent, pride, and civic culture—but we are losing our youth to other
cities. Not because they don't love this place, but because we haven't given them a clear, visible
path to build a future here.
We already run some of the best youth programs in the country: the world-class Junior
Lifeguard program builds discipline, leadership, and physical excellence; the Police Explorers
program delivers real exposure to public safety and civic responsibility. These prove Huntington
Beach knows how to create elite, structured opportunities for young people.
The problem is scope: these programs are exceptional but narrow — focused on specific
careers and not available to every student. Broader volunteer opportunities across departments
are valuable, but they are mostly adult-oriented, short-term, service-based, and not tied to
skill-building, certifications, or employment pipelines. They answer "How can I help?" — not
"What can I become here?"
The Gap
Huntington Beach currently lacks:
• A city-wide youth career pipeline
• Internships embedded in departments
• Clear pathways from high school —training —> local employment or industry careers
As a result:
• Our most capable students leave for cities with better opportunities
• Trades, creative fields, and technical roles struggle to recruit locally
• Civic careers remain invisible to the next generation
The Solution: CivicOathways Initiative
A structured, city-wide internship and apprenticeship system for high-school students — paid
and non-paid — spanning every department and industry: libraries, parks, media, design, public
works, skilled trades, administration, and more. This complements (does not replace) existing
volunteer, Junior Lifeguard, and Police Explorers programs—it's the natural evolution.
Program Structure
• Tier 1: Civic Exploration (Ages 15-16) — Short rotations (6-8 weeks) for discovery
and exposure
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• Tier 2: Civic Internships (Ages 16-18) —Non-paid, semester/summer programs/roles
with real deliverables and skill-building
• Tier 3: Civic Apprenticeships (18+)— Direct workforce tracks with unions, contractors,
and priority city hiring
Department-Specific Pathways (Examples)
• Library & Cultural Services —* Digital archiving, event programming, community
storytelling
• Parks, Recreation & Beaches -> Environmental stewardship, facilities operations
• Media, Film & Communications — Video production, social media, event
documentation (major strategic advantage for in-house capacity)
• Design &Creative Services -* Graphic design, branding support
• Public Works & Skilled Trades -+ Electrical/plumbing/HVAC shadowing, safety
certifications, union pipelines
• City Administration -* Policy research, budgeting, operations
Integration
• Partner with HB Union High School District for Career Technical Education alignment,
work-study credit, and merit-based applications
• Each participant gets a mentor, clear goals, evaluations, work samples, certifications,
and recommendation letters
Funding &Sustainability
Low-risk model:
• Workforce development grants
• Business/union partnerships
• Long-term savings from reduced outsourcing, faster recruitment, and local talent
retention
Why This Matters
This initiative:
• Keeps talent local and builds generational ownership
• Strengthens the workforce across departments
• Creates debt-free career paths in high-demand fields
• Turns youth engagement into long-term civic and economic value
The city already knows how to run elite youth programs —They've proven it on our beaches
and in public safety. Now it's time to bring that same excellence to libraries, trades, media,
design, and civic leadership. When young people can see a real future here, they'll stop looking
elsewhere.
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Other cities recruit talent. Huntington Beach can grow it—and keep it.
MOVING FORWARD
What comes next is an opportunity to fix broken systems and rebuild the city's revenue engines.
The opportunities outlined in this report represent only the initial layer of what may be possible.
After only a few weeks of research, this research has already identified several areas where
improved coordination, modernized agreements, and stronger infrastructure could generate
millions in additional value while improving the experience of residents, visitors, and businesses
alike.
There are likely many more opportunities still waiting to be uncovered.
With the right systems in place—and with the collaboration of City leadership, staff, community
stakeholders, and industry partners —Huntington Beach has the potential not only to protect its
identity, but to turn that identity into a powerful engine for sustainable economic growth, cultural
relevance, and community pride.
The goal moving forward is not simply to identify problems, but to help build the infrastructure,
partnerships; and institutional knowledge that allow the city to operate independently,
confidently, and strategically in managing the Surf City brand.
Report Basis and Limitations
This report reflects the good-faith analysis,observations,and opinions of Wolffhaus based on the information
available at the time of review, including public records, materials provided, interviews, and direct observations.Any
evaluative statements,findings,or conclusions are presented as professional opinions based on that information and
are not intended as allegations of unlawful conduct.This report is intended to support operational, policy,and
strategic review,and its conclusions may change if additional information becomes available.
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PROFESSIONAL SERVICES CONTRACT BETWEEN
THE CITY OF HUNTINGTON BEACH AND
WOLFFHAUS.
FOR
BRAND,MEDIA,PRESS AND DIGITAL ECOSYSTEM COMPREHENSIVE AUDIT,
MARKETING AND ASSESSMENT SERVICES
THIS AGREEMENT("Agreement") is made and entered into by and between the City of
Huntington Beach, a municipal corporation of the State of California, hereinafter referred to as
"CITY,"and WOLFFHAUS,hereinafter referred to as "CONSULTANT."
WHEREAS,CITY desires to engage the services of a CONSULTANT to provide, in part,
brand, media, press and digital ecosystem comprehensive audit, marketing and assessment
services; and
In addition to comprehensive skill set and unique familiarity of City services,
CONSULTANT has been selected pursuant to Huntington Beach Municipal Code, Chapter
3.03.100 relating to budget procurement of professional service contracts.
NOW,THEREFORE, it is agreed by CITY and CONSULTANT as follows:
1. SCOPE OF SERVICES
CONSULTANT shall provide all services as described in Exhibit "A," which is
attached hereto and incorporated into this Agreement by this reference. These services shall
sometimes hereinafter be referred to as the "PROJECT."
CONSULTANT hereby designates Tyler Wolff who shall represent it and be its
sole contact and agent in all consultations with CITY during the performance of this Agreement.
2. CITY STAFF ASSISTANCE
CITY shall assign a staff coordinator to work directly with CONSULTANT in the
performance of this Agreement.
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3. TERM; TIME OF PERFORMANCE
Time is of the essence of this Agreement. The services of CONSULTANT are to
commence on ,20 (the"Commencement Date"). All tasks specified
in Exhibit "A" shall be completed as provided in the schedule identified in Exhibit A. The
schedule for performance of the tasks identified in Exhibit "A" are milestones for payment
purposes. This schedule may be amended to benefit the PROJECT if mutually agreed to in writing
by CITY and CONSULTANT.The City agrees to cooperate in good faith and provide reasonable
access to personnel, information, records, facilities, in the City's control and/or possession and
decisions necessary for the CONSULTANT to perform the services contemplated under this
Agreement. The CONSULTANT'S performance and project timelines are dependent upon the
timely cooperation of the City and its departments. If the City fails to provide requested
information, approvals, access, or cooperation within a reasonable time (Delays), any resulting
delay by CONSULTANT shall automatically extend the applicable project schedules,milestones,
and deliverable dates by a period equal to the delay.
Any delay reasonably caused, in whole or in part, by the City shall be documented in
writing by CONSULTANT and provided to the City Manager within five (5)business days after
such delay becomes reasonably identifiable. Any determination of City-caused delay shall be
based on objective facts and supporting records, If the City caused or contributed to the delay,
applicable project schedules, milestones, and deliverable dates shall be extended by the period
reasonably impacted. If the City materially interferes with, delays, blocks, or refuses access
necessary for performance, and does not cure after notice, Consultant may suspend services and/or
terminate,with payment due for work performed plus termination fee as described in Section 4.
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4. COMPENSATION
In consideration of the Services to be performed under this Agreement and Exhibit
A, City shall pay Consultant a fixed monthly retainer in the amount of Thirty Thousand Dollars
($30,000.00) payable in twenty-four (24) monthly installments. In no event shall the total
compensation paid to Consultant exceed Seven Hundred Twenty Thousand Dollars
($720,000.00.).
The first payment will be due 5 days after City's receipt of the initial Monthly Progress
Deliverable, and following payments will be due the first Friday of every month thereafter.
Consultant shall submit, on or before the 21st of each month, (i) an invoice for the applicable
billing period, and(ii) a Monthly Progress Deliverable, and City shall pay the applicable monthly
installment on the first Friday of every month thereafter.
"Monthly Progress Deliverable" means a monthly submission evidencing substantive
advancement of the Scope of Services, which may include progress summaries, strategic plans,
recommendations, draft or final materials,implementation updates,milestone tracking, issue logs,
requested City actions or approvals, and other documentation showing material progress across
the contracted programs.
The parties acknowledge that the.Services under this Agreement consist.of an ongoing
professional engagement across multiple concurrent initiatives, including strategy, development,
implementation, coordination, system design, operational buildout, creative direction, program
development, oversight, and milestone advancement. Accordingly, monthly payment shall not
require the completion of a final end-product or fully completed milestone in any individual month,
provided that Consultant has materially advanced the Services and submitted the required invoice
and Monthly Progress Deliverable.
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City review of each Monthly Progress Deliverable shall be limited to confirming that
Consultant has materially performed and advanced the contracted Services during the applicable
billing period. City may not withhold payment based on subjective preference, discretionary
dissatisfaction,or the absence of a fully completed long-term milestone where measurable progress
has been made within the Scope of Services.
Unless City provides written notice within five(5)business days after receipt of the invoice
and Monthly Progress Deliverable identifying with reasonable specificity a material deficiency in
Consultant's performance for the applicable billing period,the.Monthly Progress Deliverable shall
be deemed accepted for payment purposes, and receipt of such invoice and Monthly Progress
Deliverable shall automatically trigger payment of the applicable monthly installment on the first
Friday of the immediately following month.
Any objection to a Monthly Progress Deliverable must be made in writing and must
describe with reasonable specificity the alleged deficiency. City may withhold only the specific
portion of payment reasonably related to a properly noticed and substantiated deficiency,and City
shall timely pay all undisputed amounts when due.
All City-specific deliverables produced under this agreement shall become the property of
the City upon payment for services rendered.
Certain initiatives,programs, or operational improvements recommended or developed by
the CONSULTANT under this agreement may require additional funding, budget allocations, or
expenditures by the City in order to implement at the City's sole discretion. The Consultant can
achieve milestones without major city financial expenditure.
In addition, the performance of services under this agreement may require reasonable
project-related expenses, including but not limited to specialty travel,production costs,materials,
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third-party services, or other costs necessary to support the execution of approved initiatives. The
CONSULTANT shall not incur any of these expenses on behalf of the City without prior written
authorization from the City Manager. Any approved project-related expenses shall be reimbursed
by the City if pre-approved by the City Manager.
If implementation of a program requires City funding approval,procurement processes,or
third-party contracting,the associated project timelines and deliverable schedules shall be adjusted
to reflect the City's approval and funding process.
Any additional funding, other than set forth in Compensation section, shall be subject to approval
by the City Manager.
5. EXTRA WORK
In the event CITY requires additional services not included in Exhibit "A" or
changes in the scope of services described in Exhibit "A," CONSULTANT will undertake such
work only after receiving written authorization from CITY. Additional compensation for such
extra work shall be allowed only if the prior written approval of CITY is obtained.
6. METHOD OF PAYMENT
CONSULTANT shall be paid pursuant to the terms set forth herein and Exhibit
7. DISPOSITION OF PLANS,ESTIMATES AND OTHER DOCUMENTS
CONSULTANT agrees that title to all materials prepared hereunder, including,
without limitation, all original drawings, designs, reports, both field and office notices,
calculations, computer code, language, data or programs, maps, memoranda, letters and other
documents, shall belong to CITY, and CONSULTANT shall turn these materials over to CITY
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upon expiration or termination of this Agreement or upon PROJECT completion,whichever shall
occur first. These materials may be used by CITY as it sees fit.
8. HOLD HARMLESS
CONSULTANT agrees to defend, indemnify and hold harmless CITY, its officers,elected
or appointed officials, employees, agents and volunteers from and against any and all third-party
claims,damages,losses,expenses,demands and defense costs,including costs and attorney's fees,
but only to the extent arising out of the negligence, recklessness, or willful misconduct of
CONSULTANT, its officers, agents, employees, or approved subcontractors in the performance
of this Agreement. CONSULTANT shall have no obligation under this Section to the extent any
such claim arises from the negligence, willful misconduct, directions, approvals, content, or
independent acts or omissions of CITY or third parties not under CONSULTANT'S direction or
control. CONSULTANT'S obligations under this Section shall be limited to matters within the
scope of services under this Agreement and shall not extend to final governmental decisions, legal
compliance determinations reserved to CITY, procurement decisions, budget approvals,
permitting decisions, or operational acts undertaken exclusively by CITY.
LIMITATION OF LIABILITY.Notwithstanding any other provision of this
Agreement,the total cumulative liability of CONSULTANT to CITY arising out of or relating to
this Agreement,whether in contract,tort, or otherwise, shall not exceed the lesser of: (i)the total
compensation actually paid by CITY to CONSULTANT under this Agreement; or(ii)the
proceeds actually available under any insurance required to be maintained by CONSULTANT
under this Agreement. This limitation shall not apply to damages arising from CONSULTANT'S
fraud or willful misconduct, or to the extent such limitation is prohibited by applicable law.
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CONSULTANT shall have no claim against the City for third-party claims, damages,
losses, expenses, demands and defense costs, including costs and attorney's fees, in law or equity,
regarding any challenge to this Agreement such as the contracting process, directions, approvals,
content, or independent acts or omissions of CITY or third parties not under CONSULTANT'S
direction or control
9. PROFESSIONAL LIABILITY INSURANCE
CONSULTANT shall obtain and furnish to CITY a professional liability insurance
policy covering the work performed by it.hereunder. This policy shall provide coverage for
CONSULTANT's professional liability in an amount not less than One Million Dollars
($1,000,000.00) per occurrence and in the aggregate. The above-mentioned insurance shall not
contain a self-insured retention without the express written consent of CITY;however an insurance
policy "deductible" of Ten Thousand Dollars ($10,000.00) or less is permitted. A claims-made
policy shall be acceptable if the policy further provides that:
A. The policy retroactive date coincides with or precedes the initiation of the
scope of work (including subsequent policies purchased as renewals or
replacements).
B. CONSULTANT shall notify CITY of circumstances or incidents that might
give rise to future claims.
CONSULTANT will make every effort to maintain similar insurance during the
required extended period of coverage following PROJECT completion. If insurance is terminated
for any reason,CONSULTANT agrees to purchase an extended reporting provision of at least two
(2)years to report claims arising from work performed in connection with this Agreement.
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If CONSULTANT fails or refuses to produce or maintain the insurance required by
this section or fails or refuses to furnish the CITY with required proof that insurance has been
procured and is in force and paid for, the CITY shall have the right, at the CITY's election, to
forthwith terminate this Agreement. Such termination shall not affect CONSULTANT's right to
be paid for its time and materials expended prior to notification of termination. CONSULTANT
waives the right to receive compensation and agrees to indemnify the CITY for any work
performed prior to approval of insurance by the CITY.
10. CERTIFICATE OF INSURANCE
Prior to commencing performance of the work hereunder, CONSULTANT shall
furnish to CITY a certificate of insurance subject to approval of the City Attorney evidencing the
foregoing insurance coverage as required by this Agreement;the certificate shall:
A. provide the name and policy number of each carrier and policy;
B. state that the policy is currently in force; and
C. shall promise that such policy shall not be suspended, voided or canceled
by either party,reduced in coverage or in limits except after thirty(30)days'
prior written notice;however,ten(10)days'prior written notice in the event
of cancellation for nonpayment of premium.
CONSULTANT shall maintain the foregoing insurance coverage in force until the
work under this Agreement is fully completed and accepted by CITY.
The requirement for carrying the foregoing insurance coverage shall not derogate
from CONSULTANT's defense,hold harmless and indemnification obligations as set forth in this
Agreement. CITY or its representative shall at all times have the right to demand the original or a
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copy of the policy of insurance. CONSULTANT shall pay, in a prompt and timely manner, the
premiums on the insurance hereinabove required.
11. INDEPENDENT CONTRACTOR
CONSULTANT is, and shall be, acting at all times in the performance of this
Agreement as an independent contractor herein and not as an employee of CITY. CONSULTANT
shall secure at its own cost and expense, and be responsible for any and all payment of all taxes,
social security, state disability insurance compensation, unemployment compensation and other
payroll deductions for CONSULTANT and its officers, agents and employees and all business
licenses, if any, in connection with the PROJECT and/or the services to be performed hereunder.
12. TERMINATION OF AGREEMENT
All work required hereunder shall be performed in a good and workmanlike
manner. CITY may terminate CONSULTANT's services hereunder at any time with or without
cause,and whether or not the PROJECT is fully complete. Any termination of this Agreement by
CITY shall be made in writing,notice of which shall be delivered to CONSULTANT as provided
herein. In the event of termination, all finished and unfinished documents, exhibits, report, and
evidence shall,at the option of CITY,become its property and shall be promptly delivered to it by
CONSULTANT.
The City may terminate this agreement for cause in the event the CONSULTANT
materially breaches the terms of this agreement including but not limited to failure to complete
milestones as set forth in Exhibit A. and fails to cure such breach within sixty(60)days following
written notice describing the nature of the breach. In the event of termination for cause, the
CONSULTANT shall be compensated only for services properly performed through the effective
date of termination and for any completed deliverables accepted by the City
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The services contemplated under this agreement involve the development and transfer of
strategic frameworks, operational systems, institutional knowledge, industry relationships, and
program structures that become embedded within City operations. The City maintains discretion
on which programs to implement which will not affect the CONSULTANT's milestone
deliverables.
Once these elements are transferred, they cannot be practically removed or reversed. If
the City elects to terminate this agreement prior to completion of the contracted scope of work for
reasons other than termination for cause,the City shall compensate the CONSULTANT for: all
services performed through the effective date of termination; completed deliverables not yet
invoiced; A termination payment equal to fifty percent (50%) of the remaining unpaid contract
balance. The termination payment reflects the remaining value of the engagement that cannot be
recovered or withdrawn once the work has begun.
The CONSULTANT may terminate this agreement upon thirty (30) days written notice
to the City if any of the following conditions occur: the City fails to make payment for
services rendered within thirty (30) days after written notice of non-payment ; the City
materially breaches the terms of this agreement and fails to cure such breach within thirty (30)
days after written notice.
The City prevents, obstructs, or materially interferes with the CONSULTANT's ability to
perform the agreed scope of services. the City materially breaches the terms of this agreement
and fails to cure such breach within thirty (30) days after written notice.
13. ASSIGNMENT AND DELEGATION
This Agreement is a personal service contract and the work hereunder shall not be
assigned, delegated or subcontracted by CONSULTANT to any other person or entity without the
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prior express written consent of CITY. If an assignment, delegation or subcontract is approved,
all approved assignees, delegates and subconsultants must satisfy the insurance requirements as
set forth in Sections 9 and 10 hereinabove.
14. COPYRIGHTS/PATENTS
CITY shall own all rights to any patent or copyright on any work, item or material
produced as a result of this Agreement.
15. CITY EMPLOYEES AND OFFICIALS
CONSULTANT shall employ no CITY official nor any regular CITY employee in
the work performed pursuant to this Agreement. No officer or employee of CITY shall have any
financial interest in this Agreement in violation of the applicable provisions of the California
Government Code.
16. NOTICES
Any notices, certificates, or other communications hereunder shall be given either
by personal delivery to CONSULTANT's agent (as designated in Section 1 hereinabove) or to
CITY as the situation shall warrant,or by enclosing the same in a sealed envelope,postage prepaid,
and depositing the same in the United States Postal Service, to the addresses specified below.
CITY and CONSULTANT may designate different addresses to which subsequent notices,
certificates or other communications will be sent by notifying the other party via personal delivery,
a reputable overnight carrier or U. S. certified mail-return receipt requested:
TO CITY: TO CONSULTANT:
City of Huntington Beach Wolffhaus
ATTN: City Manager ATTN: Tyler Wolff
2000 Main Street 1309 Coffeen Avenue, Suite 1200
Huntington Beach, CA 92648 Sheridan, WY 82801
Page 11 of 17
431
17. CONSENT
When CITY's consent/approval is required under this Agreement, its
consent/approval for one transaction or event shall not be deemed to be a consent/approval to any
subsequent occurrence of the same or any other transaction or event.
18. MODIFICATION
No waiver or modification of any language in this Agreement shall be valid unless
in writing and duly executed by both parties.
19. SECTION HEADINGS
The titles, captions, section, paragraph and subject headings, and descriptive
phrases at the beginning of the various sections in this Agreement are merely descriptive and are
included solely for convenience of reference only and are not representative of matters included
or excluded from such provisions, and do not interpret, define, limit or describe, or construe the
intent of the parties or affect the construction or interpretation of any provision of this Agreement.
20. INTERPRETATION OF THIS AGREEMENT
The language of all parts of this Agreement shall in all cases be construed as a
whole, according to its fair meaning, and not strictly for or against any of the parties. If any
provision of this Agreement is held by an arbitrator or court of competent jurisdiction to be
unenforceable, void, illegal or invalid, such holding shall not invalidate or affect the remaining
covenants and provisions of this Agreement. No covenant or provision shall be deemed dependent
upon any other unless so expressly provided here. As used in this Agreement, the masculine or
neuter gender and singular or plural number shall be deemed to include the other whenever the
context so indicates or requires. Nothing contained herein shall be construed so as to require the
commission of any act contrary to law, and wherever there is any conflict between any provision
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contained herein and any present or future statute, law, ordinance or regulation contrary to which
the parties have no right to contract, then the latter shall prevail, and the provision of this
Agreement which is hereby affected shall be curtailed and limited only to the extent necessary to
bring it within the requirements of the law.
21. DUPLICATE ORIGINAL
The original of this Agreement and one or more copies hereto have been prepared
and signed in counterparts as duplicate originals, each of which so executed shall, irrespective of
the date of its execution and delivery, be deemed an original. Each duplicate original shall be
deemed an original instrument as against any party who has signed it.
22. IMMIGRATION
CONSULTANT shall be responsible for full compliance with the immigration and
naturalization laws of the United States and shall, in particular, comply with the provisions of the
United States Code regarding employment verification.
23. LEGAL SERVICES SUBCONTRACTING PROHIBITED
CONSULTANT and CITY agree that CITY is not liable for payment of any
subcontractor work involving legal services, and that such legal services are expressly outside the
scope of services contemplated hereunder. CONSULTANT understands that pursuant to
Huntington Beach City Charter Section 309, the City Attorney is the exclusive legal counsel for
CITY; and CITY shall not be liable for payment of any legal services expenses incurred by
CONSULTANT.
24. ATTORNEY'S FEES
In the event suit is brought by either party to construe, interpret and/or enforce the
terms and/or provisions of this Agreement or to secure the performance hereof, each party shall
Page 13 of 17
433
bear its own attorney's fees, such that the prevailing party shall not be entitled to recover its
attorney's fees from the nonprevailing party.
25. SURVIVAL
Terms and conditions of this Agreement,which by their sense and context survive
the expiration or termination of this Agreement, shall so survive.
26. GOVERNING LAW
This Agreement shall be governed and construed in accordance with the laws of the
State of California.
27. SIGNATORIES
Each undersigned represents and warrants that its signature hereinbelow has the
power, authority and right to bind their respective parties to each of the terms of this Agreement,
and shall indemnify CITY fully for any injuries or damages to CITY in the event that such
authority or power is not, in fact,held by the signatory or is withdrawn.
28. ENTIRETY
The parties acknowledge and agree that they are entering into this Agreement freely
and voluntarily following extensive arm's length negotiation,and that each has had the opportunity
to consult with legal counsel prior to executing this Agreement. The parties also acknowledge and
agree that no representations, inducements,promises,agreements or warranties,oral or otherwise,
have been made by that party or anyone acting on that party's behalf, which are not embodied in
this Agreement, and that that party has not executed this Agreement in reliance on any
representation, inducement,promise, agreement, warranty, fact or circumstance not expressly set
forth in this Agreement. This Agreement, and the attached exhibits, contain the entire agreement
between the parties respecting the subject matter of this Agreement, and supersede all prior
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understandings and agreements whether oral or in writing between the parties respecting the
subject matter hereof.
29. EFFECTIVE DATE
This Agreement shall be effective on the date of its approval by the City Council.
This Agreement shall expire when terminated as provided herein.
IN WITNESS WHEREOF, the parties hereto have caused this Agreement to be executed
by and through their authorized officers.
CONSULTANT, CITY OF HUNTINGTON BEACH,
WOLFFHAUS a municipal corporation of the State of
California
By:
Director/Chief
print name (Pursuant To HBMC§3.03.100)
ITS: (circle one)Chairman/PresidentNice President
AND APPROVED AS TO FORM:
By:
City Attorney
print name
ITS: (circle one)Secretary/Chief Financial Officer/Asst. Date
Secretary—Treasurer - —
RECEIVE AND FILE:
City Clerk
Date
NO ACTION TAKEN
Page 15 of 17
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EXHIBIT "A"
A. STATEMENT OF WORK: (Narrative of work to be performed)
SEE ATTACHED EXHIBIT A
B. CONSULTANT'S DUTIES AND RESPONSIBILITIES:
SEE ATTACHED EXHIBIT A
C. CITY'S DUTIES AND RESPONSIBILITIES:
D. WORK PROGRAM/PROJECT SCHEDULE:
EXHIBIT A
436
EXHIBIT "B"
Payment Schedule(Fixed Fee Payment)
1. CONSULTANT shall be entitled to monthly progress payments toward the fixed fee
set forth in Section 4 of the Contract.
2. CONSULTANT shall submit to CITY an invoice as follows:
A) Reference this Agreement;
B) Describe the services performed;
C) Show the total amount of the payment due;
D) Include a certification by a principal member of CONSULTANT's firm that the
work has been performed in accordance with the provisions of this Agreement;
and
E) For all payments include an estimate of the percentage of work completed.
3. Any billings for extra work or additional services authorized in advance and in writing
by CITY shall be invoiced separately to CITY. Such invoice shall contain all of the information
required above, and in addition shall list the hours expended and hourly rate charged for such time.
Such invoices shall be approved by CITY if the work performed is in accordance with the extra work
or additional services requested, and if CITY is satisfied that the statement of hours worked and costs
incurred is accurate. Such approval shall not be unreasonably withheld. Any dispute between the
parties concerning payment of such an invoice shall be treated as separate and apart from the ongoing
performance of the remainder of this Agreement.
437
Wolffhaus Scope of Professional Services
for the City Of Huntington Beach
Strategic Advisory & Implementation Support
Huntington Beach Asset Modernization Initiative
Company: Wolffhaus
Lead Advisor: Tyler Wolff
Term: 24 Months
This engagement focuses on three strategic modernization initiatives identified in the City Asset
and Revenue Audit:
1. Creative Direction & Communication Infrastructure
2. Film & Digital Media Office Development
3. Municipal Merchandising Modernization
These initiatives are designed to strengthen the City's control over its identity, modernize
revenue capture tied to municipal assets, and build internal systems that can be sustained by
City staff long-term.
The engagement is structured as a systems-building initiative, not long-term outsourcing.
Wolffhaus's role is to assess, build, implement, train, and transition operational ownership back
to the City.
1. CREATIVE DIRECTION, STRATEGY & COMMUNICATION
INFRASTRUCTURE
Objective
Establish a modern communication and brand infrastructure that allows the City to consistently
represent its identity, proactively promote its assets, and support economic initiatives.
Wolffhaus Core Services
438
Brand & Communication
• Full Evaluation of current City communication infrastructure
• Review of digital media systems and content production
• Benchmark analysis against comparable municipalities
• Identification of structural communication gaps
• Act as Creative & Brand Strategist- Provide strategic creative and brand advisory
services to the City within the contracted program areas during the Term.
• Engage with designated City staff and approved external stakeholders, as reasonably
necessary, to support opportunities for revenue growth, brand value, and community
benefit within the approved Scope of Services.
Creative Direction & Strategy
• Development of unified municipal brand standards
• Visual identity guidelines for City communications
• Media production and storytelling framework
• Media Staff training
• Cross-department communication alignment
Media Infrastructure
• Centralized digital media asset library strategy development
• Content production strategy
• Social media and digital distribution strategy
• Press and earned media engagement framework
• Consolidation of City messaging channels
Internal Capacity Building
• Training related to Brand & Creative programs for City staff
• Development of communication SOPs (Standard Operating Procedure)
• . Integration of media production across departments
• Alignment with tourism and economic development messaging
Milestones & Deliverables
1 . Creative Direction, Strategy & Communication
Infrastructure
Months 1-3
439
• Complete assessment of current City communication infrastructure, media workflows,
and asset organization
• Review current communication systems, content production practices, and
archival/media assets
• Present brand governance, communication ownership, and operational structure
recommendations
• Prepare draft City Brand Bible and initial communication standards framework
Months 4-6
• Finalize City Brand Bible and core communication standards
• Deliver digital media asset management system plan and recommendations,
• Establish content production strategy and messaging framework for approved program
areas
• Deliver initial communication SOP framework and cross-department alignment
recommendations
Months 7-12
• Implement unified communication strategy across approved City program areas
• Establish regular media production and messaging pipeline
• Implement core messaging alignment between City communications, tourism, and
economic-facing initiatives
• Conduct initial staff training related to brand, media, and communication workflows
Months 13-18
• Finalize communication SOPs and internal workflow recommendations
• Refine digital asset organization, content processes, and media coordination systems
• Activate press and earned media support framework for approved initiatives
• Expand cross-department communication alignment within the approved Scope of
Services
Months 19-24
• Institutionalize internal creative direction and communication framework
• Complete staff training and transition planning for long-term City use
• Deliver final recommendations for continued internal management and system
maintenance
• Transition operational communication systems for sustained City-led use
2. MERCHANDISING PROGRAM
440
Objective
Develop and implement a City-controlled merchandising program that captures the economic
value of Huntington Beach's global identity and tourism traffic while establishing transparent
reporting and scalable revenue structures.
Core Services
Program Architecture
Design and implement a modern municipal merchandising framework including:
• City-controlled merchandise program & licensing strategy
• Design & Development of Seasonal Merchandise
• Seasonal Merchandising Marketing Campaigns (Photo &Video)
• Development of official & authenticated Huntington Beach merchandise line
• Direct-to-consumer sales model (online and event-based)
• Production and fulfillment partnerships negotiation and management
• Reporting and auditing infrastructure
• Brand licensing standards and product guidelines
• Negotiations on behalf of city with vendors for best rates on production
• Online Direct to Consumer Website/store development
• Integration with events and tourism programming
• Retail strategy recommendations (including flagship retail locations)
• Provide relevant staffing for merchandising-related materials and campaigns within the
approved program scope.
Governance & Oversight
• Creation of merchandise program SOPs
• Financial reporting and oversight structure built for city staff
• Licensing and vendor management policies
• Integration with City communications and event programming
Milestones & Deliverables
Months 1-3
441
• Complete detailed merchandising program audit and opportunity assessment
• Review existing licensing structures, intellectual property issues, and revenue gaps
• Deliver initial retail, wholesale, and interim merchandise strategy
• Identify seasonal and event-based merchandising opportunities for near-term
implementation
• Develop stop-gap interim merchandise plan for short-term sales activation
Months 4-6
• Establish official City-controlled merchandise program framework
• Finalize brand licensing standards, product guidelines, and governance
recommendations
• Negotiate or assist in establishing vendor, production, and fulfillment relationships
• Develop product roadmap and launch initial online direct-to-consumer and wholesale
store
Months 7-12
• Launch official merchandise program
• Implement online and event-based sales integration
• Establish revenue tracking, reporting, and oversight framework
• Seasonal merchandise development and campaign planning
• Deliver retail expansion recommendations for approved City channels and locations
Months 13-18
• Expand product assortment, campaign activity, and sales opportunities
• Develop additional distribution, collaboration, and tourism-facing sales opportunities
• Refine merchandising operations based on performance and reporting data
• Advance opportunities for local artist, photographer, and cultural merchandise
participation, where approved
Months 19-24
• Complete expansion of approved distribution and partnership opportunities
• Fully integrate merchandising into approved tourism, event, and public-facing City
initiatives
• Finalize merchandising SOPs, oversight structure, and staff training materials
• Transition to a fully operational City merchandise system capable of ongoing internal
management
442
3. FILM & DIGITAL MEDIA OFFICE
DEVELOPMENT
Objective
Establish Huntington Beach as a competitive production destination while creating a structured
film permitting and location marketing system that generates recurring municipal revenue.
Core Services
Film Office Development
Design and establish a structured film office framework including:
• Film liaison coordination system
• Production permitting workflow modernization
• Location marketing strategy
• Film industry outreach program for Producers
• Film Education opportunies for the community
• Production handbook and location guide to ease strain on city staff
• Creation of Location Library Asset system will be handled by Wolffhaus
Revenue Strategy
• Film permit fee optimization
• Location usage agreements & pricing
• Integration with tourism and media exposure
• Increased local spend generates sales tax& Hotel TOT revenue
Industry Outreach
Production company engagement
Location manager outreach
Film industry network development
Participation in industry events and marketing initiatives
Milestones & Deliverables
443
Months 1-3
• Complete Film and Digital Media program assessment
• Develop film office operational framework, ownership roles, and implementation outline
• Prepare production handbook outline and location marketing strategy foundation
• Develop initial outreach strategy for producers, brands, and industry contacts
Months 4-6
• Establish official Huntington Beach Film Office framework
• Deliver film permitting modernization recommendations and implementation plan
• Develop digital location marketing materials and core outreach tools
• Launch initial industry outreach effort
• Build Film Office website or landing page framework within approved City standards
Months 7-12
• Deliver final production handbook and location guide
• Publish initial location library and marketing assets
• Implement production revenue reporting structure
• Advance active production pipeline development and location promotion
• Integrate film office positioning with City communications and tourism-facing promotion
Months 13-18
• Expand producer, location manager, and industry outreach activity
• Refine permitting, coordination, and location marketing workflows
• Develop recurring production relationship pipeline
• Advance community education and workforce pathway recommendations related to film
activity
Months 19-24
• Finalize fully operational municipal film office infrastructure
• Deliver annualized revenue reporting and program performance framework
• Finalize workforce integration, internship, or apprenticeship recommendations within
approved scope
• Complete staff transition materials, SOPs, and long-term operational recommendations
Ongoing Strategic Advisory & Monthly Support Services
444
Throughout the Term, Consultant shall provide recurring monthly strategic advisory, creative
direction, and implementation support across the program areas identified in this Scope of
Services: (i) Creative Direction, Strategy& Communication Infrastructure, (ii) Municipal
Merchandising Modernization, and (iii) Film & Digital Media Office Development. These
recurring monthly services are intended to provide continuity of leadership, maintain momentum
across active workstreams, support City decision-making, and ensure consistent monthly
advancement of the Scope of Services.
Recurring monthly services may include, as applicable, strategic counsel to City leadership and
designated staff; creative and brand direction; messaging and communications guidance; cross-
department coordination and alignment directly related to the contracted program areas;
refinement of frameworks, recommendations, standards, and work product already underway
within the approved Scope of Services; implementation oversight; partner and stakeholder
coordination related to approved initiatives; planning meetings and working sessions reasonably
necessary to advance the contracted programs; initiative review and advancement; and monthly
reporting regarding work completed, work in progress, upcoming priorities, and City
dependencies affecting schedule or implementation.
Such recurring monthly services are limited to matters directly related to the three program
areas expressly identified in this Scope of Services and to the priorities reasonably scheduled
for the applicable billing period. Consultant's recurring monthly services do not include unlimited
on-demand services.
Consultant shall retain reasonable discretion as to the manner, sequencing, staffing, and
prioritization of the Services performed during each billing period, subject to coordination with
City regarding priorities, dependencies, approvals, and operational needs within the approved
Scope of Services.
Any request by City that materially expands the Scope of Services, increases the volume of
work beyond the recurring monthly strategic support contemplated herein, or requires services
outside the three contracted program areas shall constitute Additional Services and shall require
prior written authorization by both parties, together with any appropriate adjustment to
compensation, schedule, deliverables, or both.
The parties acknowledge that these recurring monthly strategic services are a substantive and
ongoing part of the engagement and are separate from, and in addition to, the longer-range
milestone deliverables identified elsewhere in this Scope of Services.
Engagement Outcome
At the conclusion of the 24-month engagement, the City will have:
445
•A fully operational municipal merchandising program
•A structured film office capable of generating recurring revenue
•A modern communication and brand infrastructure
• Documented operational systems and trained internal staff
The long-term goal is institutional capability, ensuring the City retains full operational control
without reliance on outside consultants.
Program Integration
The city's brand value is highly dependent on a complex ecosystem. While each initiative
functions independently, they are designed to reinforce one another:
• Creative direction supports merchandise branding
• Film productions amplify the City's global image
• Merchandise programs leverage tourism and media visibility
• Events and cultural programming support brand growth
This integrated structure ensures the City's identity functions as a coordinated economic and
cultural asset.
446
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Our globally recognized Surf City brand generates over a half a billion dollars in annual
visitor spending — and we're not capturing its full value.
FIVE CORE CONCERNS
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LOSS OF BUDGET DEFICIT VENDOR FRAGMENTED
DEPENDENCY RISK MASSIVE REVENUE
INTELLECTUAL PRESSURE LEAKAGE BRAND OWNERSHIP
PROPERTY CONTROL Heavy reliance on
Growing fiscal Responsibility
outside operators Tourism, events,
Our brand is not challenges while scattered across
reduces control and media, and licensing,
protected or treated revenue potential is departments with no
inflates costs and lack strong oversight
as a revenue asset left uncaptured lessens returns. unified strategy
These five structural gaps are costing taxpayers at least $2M-$5M+ yearly
and up to $18M or more over the next five years.
egifialef THE DATA
WHAT OUR AUDIT FOUND:
MILLIONS LEAKING EVERY YEAR
MERCHANDISING BRAND & MEDIA PUBLIC ASSET: EVENTS, FILM,
& LICENSING ART CENTER & OPERATIONS
No centralized
Surf City Store: $1.515M Underutilized &
voice or modern Underpriced
sales -- City received only subsidized at
$75,761 (5% royalty). infrastructure. sponsorships,
approximately fragmented film
Pier lease: $950/month. Most high visibility $500,000 per year operations, weak
press is political or in taxpayer dollars contracts, no proactive
Widespread unlicensed controversy-focused —with almost no programming, and
HB apparel sold hurting tourism, earned revenue or residual
overburdened staff.
value to our artists &
city-wide with economy & civic pride
community.
zero return.
CONSERVATIVE ANNUAL LOST OPPORTUNITY: 5-YEAR POTENTIAL:
$02 M lm $5 M + $18M+ in new revenue,
savings, and economic activity
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THIS IS HOME FOR US. We cannot sit idly by
while value is lost, our community feels the
impact, and our world - class city operates
beneath its potential .
Standingby was never an o tion.
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WHO ARE WE?
WOLFFHAUS ,. , , ,, ,, _ .,, ,_,.. ,,,,,,,,c,....,4%....,,
Part brand incubator, part strategic operator,we work across
many mediums-creative,strategy, media, experiential, and
goods production -to rebuild redirect and elevate
physical � --
brands from the inside out.
Clients come to us when traditional agencies stall and surface
level thinking fails. Our approach is data-driven and human- , `� �'
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centric. We study behavior, culture, and connection -then design
solutions that actually work. .; �a
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We don't follow trends. We create them. Through a rolodex of elite
talent,we assemble the exact team each problem demands—no .
excess, no filler-delivering results that cut through noise and "
drive real impact.
We specialize in lifestyle, entertainment, automotive, military& law i
enforcement, apparel,spirits, and outdoors-industries where
credibility matters and mistakes are expensive. ,f , q ,�
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STRATEGY FILM & CREATIVE PRODUCT EVENTS &
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WHAT DO THEY SAY ABOUT US?
WOLFFHAUS "Wolffhaus sees what others overlook— and actually fixes it."
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JELLY ROLL AUBREY MARCUS JACK ROUSH JR.
Grammy Award-Winning Artist Co-Founder, Joe Rogan's "Onnit" Roush Performance
"Tyler is by far the most creative "Tyler was the first to set the standard Wolffhaus acted as Creative Director
person I've worked with in the for our media direction and framework for Roush. Their work had a great
industry, and I am in an industry with at Onnit. He was way ahead of his impact. With Tyler's unique vision and
the most creative people in the world. time, and helped us emerge as a strategy, they created programs that
Tylerjust isn't just a creator, he's a vision leading disruptive tive brand with his were powerful and engaging. The
caster. He's the rare moment where unique combination of artistry and effect was very significantly increased
art, heart and hard work meet each vision" sales and brand interest.
other."
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WHATIS A EVENTS FILM
BRAND ECOSYSTEM?
LICENSING
A Brand Ecosystem turns
recognition into revenue.
A brand ecosystem works
when each piece strengthens MERCHANDISING �`i 1 , , '
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the next turning attention
into visitation, visitation into y
spending, and spending into ; . -t
lasting community value. MEDIA
Right now, those pieces are CITY
fragmented, and too much SPONSORS& VENUES
value is being lost in the gaps. PARTNERSHIP CULTURAL
PROGRAMMING
454
Off LET'S BUILD
WHAT WE' RE
PROPOSING
Three High- Impact Modernization Initiatives
24-Month Engagement - Systems Built, Operationalized, Trained,
and Handed Back to City
MERCHANDISING FILM & DIGITAL CREATIVE DIRECTION &
MODERNIZATION MEDIA OFFICE BRAND VOICE
INFRASTRUCTURE
Modern royalty structure, city- One-stop permitting, proactive
controlled retail, seasonalCreative Leadership, Unified
collections, e-commerce, artist location marketing, production messaging, content
collaboration, legitimate materials, outreach, and systems modernization, staff training,
that reduce friction while internshi
wholesale pathways, and low risk expanding revenue. PPiPeline, and p roactive
retail. press & media relationships.
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LET'SBUILD
THIS PROGRAM IS DESIGNED TO STRENGTHEN THE CITY FROM
WITHIN - BUILDING SYSTEMS, SUPPORTING STAFF,
EXPANDING CAPACITY. SUCCESS IS CREATING NEW
OPPORTUNITIES FROM THE CITY'S EXISTING ASSETS WHILE
UNLOCKING THE FUNDING NEEDED FOR GROWTH LONG-TERM
SUCCESS, NOT LONG-TERM DEPENDENCE.
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Huntington Beach is a globally recognized
destination with strong demand for lifestyle ,.
and beach/surf related merchandise. Based , , ' ;
on reported data, the current program !_ s �
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generates approximately: -; d '' ,
• $600,000 to $800,000 in annual licensed �"
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• $30,000 to $40,000 in annual revenue to .'
the City (5% royalty)
• $0 captured for untrackable & unlicensed -.
sales
There is a substantial opportunity to
enhance this program through improved ",
retail strategy, expanded product offerings,
and a more optimized financial structure. "•
MERCH
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WE LET OTHERS POCKET
MILLIONS FROM OUR BRAND
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$1.515M in Surf City Store sales 4 ,i 12) `
City gets only $75,761 (5% royalty) �,
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Severely Undermarket Pier Store ��!' " � ' ` ::a
':ii Lease: Approximately $950/month . . �-� ' . !% r
(Could be a Flagship Store whose sales benefit our community) � � �
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city-wide -) millions lost
411 Global surf apparel market:
$10.37 billion and growing kr.
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rris MERCH THE CURRENT REALITY
Licensed Merchandise Sates Fees Paid to City
BASIC MERCH MATH Month!Year license Fee Total 5%License Fee Paid
Sales to City
Example: A Licensed $30 T-Shirt currently January2024 $ 46,840.75 $ 2,342.04
February 2024 $ 46,214.11 $ 2,310.71
returns $1.50 to the city. March2024 $ 64,434.68 $ 3,221.73
A' April 2024 $ 59,643.90 $ 2,982.20
May With a city owned program - a $30 T- June
$ 84,857.09+ $ 4,242.854
tune 2024 $ 87,292.83 $ 4,364.64
Shirt now returns between $15-20 with a July2024 $ 118,469,12 $ 5,923.46
August 2024 $ 73,484.83 $ 3,674.24
direct to consumer sale, and $3-5 on a September2024 $ 59,704.09 $ 2,985.20
sale to a licensed retailer. October 2024 $ 65,013.50 $ 3,250.68
November 2024 $ 30,087.49 $ 1,504.37
December 2024 $ 48,488.68 $ 2,424.43
Unlicensed merchandise currently for January2025 $ 43,473.12 $ 2,173.66
sale at several locations and vendors, $0 February2025 $ 38,966.53 $ 1,948.33
March 2025 $ 55,873.55 $ 2,793.68
is returned to the city. April 2025 $ 55,206.48 $ 2,760.32
May 2025 $ 77,300.61 $ 3,865.03
June2025 $ 84,677.14 $ 4,233.86
There are many more categories of July 2025 $ 102,954.37 $ 5,147.72
merchandise with higher and lower August 2025 $ 85,578.45 $ 4,278.92
return rates, but basic apparel is low September2025 $ 49,281.15 $ 2,464.06
October 2025 $ 57,229.93 $ 2,861.50
hanging fruit. Cheap, fast and efficient to November2025 $ 36,794.70 ' $ 1,839.74
produce and has constant visibility. December2025 $ 43,348.84 $ 2,167.44
AND $0 COLLECTED FROM UNLICENSED MERCH SALES
,..,.,.,r,,•,,
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CITY-CONTROLLED
MERCHANDISING =
$500K„ $1 M +
NEW
ANNUAL REVENUE
.,
0
0104
Industry-
standard royalties
,,,/
program
merchandising
„ -
City-owned
collections
,-,
seasonal wholesale rates
store +
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into a legitimate sellers
' iit Bring unlicensed
IIII
,
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rog
integration
wholesale p
tourism
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it,
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, A
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I'llt 4.) Event pop-ups + kiosks
46'
city
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•
ITS USA
SURF
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at 7, . , LOW-EFFORT LOW RISK
r
HIGH—RETURN RETAIL
- TOUCHPOINTS IN SPACES
I, l'aa
f
WE ALREADY( OWN
iduariau,,t,
c i-<'Mrc �
'. Art Center, libraries, City hall and more stocked
with branded kiosks with art prints
� � photography, and limited-edition merch
3:
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Revenue-share with local artists &
photographers
}11
£�Ef3 .
- Drop
program (zero inventory risk)
i 1:0,: ,.-,
a
ADDITIONAL $2soK-$sook/YEAR
WITH MINIMAL OVERHEAD & RISK
4
r
481
K FILMHB
FILMHB
THE HUNTINGTON BEACH
FILM & MEDIA OFFICE
tie `
The Huntington Beach Film` Commission
will be a city-run economic engine that
attracts film, television, commercial, and � ' '• "�"
digital productions to shoot locally. Its job is `
simple: make it fast, predictable, and cost- ,,,
effective to film in Huntington Beach while .„ _
ensuring productions spend money locally, _ „........ .. V k
hire local workers, and promote the city's 4 ,_ � �
image on a global stage. p,
This is not about art or publicity alone - it is '� , _ ,,
about jobs, revenue, and international
exposure. " "
A modern film commission exists to convert - 0 .
creative demand into measurable economic " ".x
impact.
ifirg FILMHB
WE ARE SITTING CAN A GOLD MINE - ..
� .
.,...4-..,..11/4_
ANDNOTMININGIT.
Iconic pier, beaches, Civic Center, Equestrian Center, ,e
Pacific City, Sports Complex - hundreds of diverse
locations in a compact footprint.
Abilityto move fast and cut the red tape that slow
P
L.A. productions and frustrates producers.
Current: modest fees, zero proactive outreach.
Nils FILMHB BENCHMARKS
Once Established
$lOOk-$300k+ SAN FRANCISCO:
$127k in permit fees
Annual Direct Revenue (Permitting, Location Use, Parking, Etc) 1110
$17.5M in local spend
Indirect Gains:
OFF-SEASON ECONOMIC ACTIVITY
mg I
Hotels, restaurants, retail, local suppliers FORT WORTH:
Ve-s") 800M in cumulative
LOCAL JOBS c't"i'' Production Casts, Crew, and Support Services economic impact
t POLICE/FIRE OVERTIME
Covered by production fees ECONOMIC IMPACT
Productions spend money locally on hotels,
*** POP CULTURE RELEVANCE
t. catering, crews, transportation, locations,
-\\ _ Third-party advocacy and global exposure rentals, and city services. That spending
creates a ripple effect across the local
SI
EARNED MEDIA & TOURISM LIFT economy while also generating tax revenue
Year-round visitor interest through hotel stays, sales activity, and related
business growth.
W s CREATIVESERVICES
CREATIVE DIRECTION WHAT WE'll BUILD
1.UNIFIED CITY BRAND DIRECTION
Huntington Beach already has the
identity, energy, and community pride. 2.CROSS-DEPARTMENT COMMUNICATION FRAMEWORK
What it needs is the creative leadership 3.MODERN MEDIA&CONTENT INFRASTRUCTURE
to bring those strengths together in a 4.CENTRALIZED MEDIA ASSET MANAGEMENT STANDARDS
more unified, consistent, and effective 5.DEPARTMENTAL COORDINATION&WORKFLOW SYSTEMS
way. This kind of leadership helps align
departments, support staff, strengthen 6•PROACTIVE PRESS£r MEDIA STRATEGY
partnerships, improve communication, 7.DIGITAL PRESENCE MODERNIZATION
and create more opportunity across 8.CREATIVE STANDARDS&GOVERNANCE
tourism, events, culture, business, and 9.TRAINING,SUPPORT&INTERNAL CAPACITY BUILDING
civic life. By building systems, It it will 10.OPPORTUNITYDEVELOPMENTTHROUGHBETTERASSETUSE
help the City show up with greater
clarity, quality, and coordination so its
existing assets can work harder for the
people who live here.
This is not about changing Huntington Beach. It is about better support, connecting,
and elevating what is already here.
a �
a
CREA VICES
CENTRALIZED CREATIVE
LEADERSHIP & MODERN
kir .: m BRAND INFRASTRUCTURE
is
$ � . Unified messaging across every department
Professional media standards
trategy
fit' �a�. !�'
rt
' Content s
Staff training + internship pipeline
h �? Proactive press and influencer relationships
:s$. 486
''� i , • „ IN f W
ra CREATIVE&BRAND I THE FIX:
4.4Z lc ; N` OII1ID • Centralized creative leadership and
a,,r Il i� modern media infrastructure
- l„ *� ; r • Consistent pipeline of positive, bi-partisan
%ko.. ''°�'� i 'me community-centered stories
•-... ► ,/4v`'' ' •,► • More efficient communication across
,7- ' almas'ndepartments and initiatives
''` Gnne fill ft �,wrintiOnS can th
e black Support• a more complete and balanced
_ . . ..• c r•ut144SMORl) : � public understanding of the city
PROACTIVE BRAND MANAGEMENT • Reinforce civic. pride while improving
regional and visitor perception
A MORE BALANCED PUBLIC IMAGE • Ensure Huntington Beach is represented
Huntington Beach is a high-visibility city, by more than its most polarizing moments
which means public attention will not
always be evenly distributed. Since Covid, RESULTS:
coverage has often centered on conflict, • Stronger Tourism
while many of the positive, unifying, and • Better Partnerships
community driven parts of the city have • Renewed Civic Pride
gone underrepresented. Proactive brand • Greater Business Attraction
management helps close that gap by • Stronger Community Awareness
creating the structure, relationships, and • Increased Visitor Confidence
consistency needed to elevate a fuller • More Earned Media Value
picture of Huntington Beach - one that • More Local Engagement
better reflects its people, assets, culture, • Greater Cultural Visibility
and quality of life.
46'
CIVIC ASSET HBAC
AN UNDER-LEVERAGED
CULTURAL ASSET THAT
COSTS THE CITY ABOUT
HUNTINGTON BEACH ART CENTER $50 OK
The Art Center should be a living cultural asset IN TAXPAYER FUNDS TO
for Huntington Beach. Right now, it is falling
short both in the value it delivers to local artists OPERATE ANNUALLY.
and the community and in its ability to sustain
itself as a civic asset. This is not a criticism of the
artists or the local art community. The issue is WE HAVE ALL OF THE
structural: the City has not built the systems,
partnerships, promotion, and revenue pathways INGREDIENTS TO BECOME
that allow artists, exhibitions, anc the public to SELF-SUSTAINING, OR EVEN
get full value from the space.
REVENUE GENERATING
With stronger programming, better visibility, WHILE PROVIDING MORE
collaboration, and better infrastructure, the Art
Center could become a stronger civic asset, a VALUE TO OUR COMMUNITY.
better platform for artists, and a more active
part of Huntington Beach's brand and local
economy.
js CIVIC ASSET HBAC
WHAT WE' RE MISSING
Collaboration with neighboring cities, tourism
I' 111Atbs partners, hotels and regional cultural groups to
expand reach.
A proactive press strategy that turns exhibitions
into community stories and broader cultural visibility.
H U N T I N GT O N BEACH ART CENTER A strong digital archive or online gallery presence
to preserve shows and extend artist exposure.
• hyt. . .,4:•,,•-,.,lifl
., 74:R (Residual value for artists after exhibitions end.These systems help artists
H B ,4 turn visibility into audience growth,future opportunities,and sales)
C <r. .- Built-in print sales, merchandise, and other
A i revenue-generating mechanisms tied to exhibitions.
! Strategic partnerships that position the Art Center
- . - ... �^--- as part of Huntington Beach's broader brand and
_ _ri , , i .s. �-�" visitor experience.
I Broader Community-facing infrastructure that
. 4 . , 1 1 makes the space more visible, active, and utilized.
`" A clear operational model that treats the Art
Center as a civic asset, tourism touchpoint, and
cultural ambassador.
PraIII CIVIC ASSET HBAC
//ALS
Ask
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AM E R I CAf S 250
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As part of America's 250th celebration, Huntington :;:
...„
s,-• "-,.#'. -'!, f :,.''' '1.7 ' -;4.,.-Z Beach will host a major summer art exhibition
featuring world-renownec, internationally exhibited it4eNttonSal'AtillgAreie3ra -..
artists and emerging local talent. Rooted in 0 e. HV v W
t R
8U E3 evAlik"Vlio.4_0 mil
Americana and infused with rock and roll, surf, TOPN
GOEDWt/ 52.....:
skate, and Huntington Beach culture, the show TS IN O M
iconic pairs contemporary work with a curated
VERTHERETELL . ,. . ,.
i --+
display of Huntington Beach artifacts. Running
,,,--1.--a - S
from Ju ne through July 20 (curing the Lagun a art
vir 0-34-orter is 21! ,
festival season opening), the exhibition will also
11.4 A 0
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create mentorship opportunities for local artists and -4111PAIRMIll'7, 7 ,,', N f•st C) N G -41, 1--.01-ii____ .
. -
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introduce limited-edition prints and merchandise ,P' EVERaLtiY ......
. ---- ,
10 4:
that generate value for the artists, the Art Center,
and the City.
470
1
1 MINI
& .' x 1 f `+ E IF
Wili us AMERICA'S250TH ,� �' <.
PARADE '°, ;� . � .
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1
I N ITIATIVES . � r. ° -- . , , .., .;- . 4411';' .
For America's 250th, we are working to elevate ' ', ' � ,—
the Huntington Beach parade into a bigger,
higher-impact civic celebration by converting ,
its existing scale and attendance into stronger `E A'`"
sponsorship revenue and more meaningful
community activations. That means more visual
spectacle, more entertainment value, and more A
Nik,reasons for people to stay, engage, and spend ,L..
= �n « � ` �'
time downtown. Planned initiatives include
enhanced floats, large-format parade balloons,
premium sponsor-supported activations, and a „�-` .
celebrity-hosted Hot Rod section that will roll
into a Main Street car show after the parade -
w
extending the experience well beyond the .
route itself and creating a larger cultural and ..y
immiiiiiimio\
economic moment for the City.
CIVICPATHWAYS
C I v' C t
PAT H \1IAYS'
x
,„„,
Huntington Beach is rich in talent, pride, 1
and industry - but we are losing our
young people. Not because they don't
love this city, but because we don't show ,Qe }
them a clear future here. While
Huntington Beach offers respected
programs like Junior Lifeguards, Police
Explorers, and volunteer opportunities,
, !
these experiences are not structured as
visible career pathways for everyone's ,
( \ .
interests.
Wre�M
if/ff. CIVICPATHWAYS
CIVIC
PATHWAYS � � ,
/ ,:it
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The Civic Pathways Initiative changes , � c ,,,s
that. It creates a structured bridge from k �_
school to meaningful local careers by $
s .
turning civic engagement into
internships, apprenticeships, and
mentorships across city departments and
partner industries - from public safety , g - 7:z : ''',1 ., ,_ ,..
and parks to media design, skilled trades,
and film. By giving young residents real
experience, real opportunities and a real
reason to stay, Huntington Beach cant
-- ,
retain its talent, strengthen its workforce, v -• . D� "h
,a� and invest in a generation that grows
with the city instead of leaving it behind.
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CIVICPATHWAYS �'...
HOMEGROWN TALENT .: f ,,,.... , ,, ,.,
KEEP OUR YOUTH IN HUNTINGTON BEACH a g u
3
City-wide internships and apprenticeships ' l \
across many departments
Pathways from High School to local careers
8 1
lel
Builds alongside current offerings of world- _
class existing programs (Junior Lifeguards,
Police Explorers, Fire programs) ,.
Creates generational ownership, reduces � E
outsourcing, and strengthens the workforce
.,tea."
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19 I N GTO N B EAC
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IT'S VALUE .
.41,„*.f4..:‘,..,:„ „.,,,,,,,., -4 ,.. 1: ., ,_
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,... , , , .,.„400..„
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'-it *11.4:':.°.Z—,,Al.t.. "'..7::',..':'l*i, ,,k.',',-!'-',4 f''''':, 44.;`,4:.
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0gUS CREATIVELEADERSHIP
ONGOING STRATEGIC ADVISORY SUPPORT
O git O*170
4.6`40
v7-.
REAL TIME GUIDANCE: CROSS DEPARTMENT RELATIONSHIPS &
ALIGNMENT: EXPERTISE:
On brand decisions,
communications, and Unified messaging and Connects the city with
emerging opportunities. coordinated efforts. high-value partners,
media, and influencers
RESULT: A STRONGER, MORE COHESIVE BRAND THAT DRIVES
HIGHER TOURISM YIELD, BETTER PARTNERSHIPS, RENEWED
CIVIC PRIDE, AND LONG-TERM ECONOMIC VALUE.
676
0117 CREATIVELEADERSHIP
EQUIVALENT PRIVATE-SECTOR VALUE OF SERVICES PROVIDED
Service/Deliverable Typical Private-Sector Cost
Executive Creative Leadership+Strategic Advisory $250,000-$350,000+annually,plus employment
liabilities
Apparel&Merchandising Program Development $100,000-$120,000+
Film Management+Liaison Support $100,000-$120,000+
Account Management+Operations Support $70,000+annually,plus employment liabilities
Website Strategy,Design,and Development(2 Sites) $65,000+
Comprehensive Brand Standards System $50,000-$75,000
Four Seasonal Merchandise Campaigns $80,000+($20,000 ea)
Film Office Handbooks+Production Materials $15,000-$25,000
TOTAL ESTIMATED PRIVATE-SECTOR VALUE $730,000-$905,000+
THIS IS NOT A SINGLE-SERVICE ENGAGEMENT. IT IS EXECUTIVE-LEVEL LEADERSHIP, PROGRAM DEVELOPMENT, OPERATIONAL
SUPPORT, CAMPAIGN CREATION, STAFF SUPPORT & RELATIONSHOP GROWTH BUNDLED INTO ONE INITIATIVE.
From: bbenton955Ca�aol.com
To: supplementalcomm@surfcity-hb.orq
Subject: CC meeting April 7,2026
Date: Sunday,April 5,2026 5:09:09 PM
You don't often get email from bbenton955@aol.com. Darn why this is important
Re: Item 26-324
A service of this type is very costly to the City and therefore should be required to
have competitive bids. It appears to be a "Luxury" our current and future budgets will
not be able to accommodate.
Bonnie Benton
SUPPLEMENTAL COMMUNICATION MeetingDate: 4/7/2026 Item No. 22 (26-324)
From: Tamara Colby
To: suoplementalcomm(alsurfcity-hb.orq
Subject: Professional Services Contract Between the City of Huntington Beach and Wolffhaus
Date: Sunday,April 5,2026 9:47:37 PM
Dear City Council:
I am writing to oppose the Professional Services Contract Between the City of
Huntington Beach and Wolffhaus for Brand, Media, Press and Digital Ecosystem
Comprehensive Audit, Marketing, and Assessment Services for the following reasons:
1. The city needs to follow its own procurement policy and prepare an RFP for
these services.Just having one individual who is personally connected to
members of the council prepare a proposal is a conflict of interest and unethical.
The RFP preparation process reduces conflict of interest, and ensures that
service requirements are documented. In addition,this one simple step might
resolve many of the issues that are detailed below.
2. The proposed scope of work is too broad, lacks definition of key requirements
and is missing critical requirements. I recommend the city prepare an RFP only
for branding and digital asset management(DAM)services.This should be the
first step for the city, because it follows the procurement process, and is a better
business and financial decision. This RFP should include IT services,
software/hardware requirements, because brand management and DAM
software applications have been available for a long time. A software application
can provide automation, consistency, security, permissions management, role-
based access, and workflow design. The software determines the standard
workflow. I believe the RFP should focus more on IT, software implementation,
integration,training and support.Again,these requirements should be
documented in the RFP. And the city should seek a consultant that has at least
ten years experience in this type of software integration and is a certified
information systems security professional.
3. The HB Art Center does not belong in this scope of work: it is a non-profit with
its own program planning and governance processes. The HBAC may be a
consumer of any brand handbook or software platform once it is finished.
4. Any effort to commercialize art should be its own RFP, and/or should be
developed with the collaboration of the major stakeholders, like vendors,VHB,
the HB Art League and local commercial artists, etc. At any time, artists can form
their own collective gallery space for sales. Many tourist locales have such
galleries and these are collectively run with the help of one manager. The primary
mission of the HBAC is not to commercialize art, but to provide educational and
cultural programming for the public.
5. Another reason to have a procurement process is to gather all the
requirements for branding/DAM policies, procedures and the software platform.
The Wolffhaus proposal is missing many critical elements.The brand handbook
should include city policies, standards, procedures, and also data loss
protection, security, responsible use policy, privacy, and vendor management.
The procedures need to have roles and responsibilities clarified, process steps
defined, and for each step a matrix of who is responsible, accountable, consulted
or informed. These are basic process controls thatare critical to any enterprise-
wide policy and procedure that involves digital assets. As such,the city's
communications director, IT director and other department managers need to be
involved in this RFP process.
6. All merchandising activities should be done at a future date and not defined
by a single consultant;thus, it needs its own RFP or consortium of parties. First
and foremost,the branding issues need to be resolved. The city staff should
identify key stakeholders, like VHB, and vendors (i.e. Roxy,Vans, O'Neil).
All stakeholders can formalize a merchandising proposal. In addition, I do not
think that turning the little store on the pier into a Surf City store is the best idea
since the pier has always had a little store with lots of sundry,fishing,or toy items
for the public.
In sum,there are ethical,technical, security, and information technology reasons why
this proposal should not be approved.This proposal covers many deliverables that have
no requirements defined, and is missing critical requirements.As such any approval of
this proposal would be wasteful, unethical, corrupt, and expose staff and the city to a
problematic situation.
Please go through the procurement process and prepare an RFP specifically on brand
and digital asset management that includes IT requirements.Again,the procurement
process is designed to give the taxpayers and staff a consistent, logical,transparent and
fiscally responsible process for deciding how money is spent. Following the
procurement policy ensures a better outcome and saves the city money.
Tamara Colby
From: Carol D.
To: supplementalcomm(alsurfcity-hb.org;CITY COUNCIL(INCL.CM0 STAFF);Hopkins,Travis
Subject: In Opposition of Agenda#22,26-324
Date: Sunday,April 5,2026 11:28:42 PM
Dear Mayor McKeon and City Council Members,
I am deeply opposed to Agenda#22, which would allow Wolffhaus to provide professional
services for up to two years for: "Brand, Media,Press and Digital Ecosystem Comprehensive
Audit, Marketing and Assessment Services." From the prior meeting in February that
introduced Wolffhaus to HB citizens, you stated that he was just providing an audit. There was
no discussion about his firm handling the implementation of his findings.
For more than three decades I was involved in marketing communications/media relations for
the nonprofit and corporate sectors, so I was very curious about what I'd find in Tyler Wolff s
reports. His proposal and audit left me with more questions than answers. What are his
qualifications?Does he have prior work experience with municipalities in these roles?If so,
where?when?How big is his team and what are their qualifications in these specific areas? Or
will he be using subcontractors and if so,who are they?Did he provide references, beyond
simple quotes?I also noticed through my paid AI verification programs that much of his
report was written by AI. We all use AI as a tool, but when used too extensively it can yield
misleading information,which I found to be the case when reading his comparisons to other
cities.
Since the scope of his proposed work is vast(branding, merchandising,media, marketing, etc),
how will you possibly measure success?
$30,000 per month/$720,000 for the two-year contract is a risky undertaking,particularly
when hiring somebody who doesn't have expertise in brand management for a city our size.
Please follow the city code and prepare an RFP in order to obtain the best talent for these
services.
In January 2024,when former HB Mayor and Council Member Mike Posey approached you
to contract with LS&S to privatize the HB public library system, you conducted a study
session for several months and then prepared an RFP. You need to follow the same steps here.
I also recall when the Canadian company behind the Festival of Flowers approached you,the
council did not utilize an RFP to find the best company to produce a light show in Central
Park. Thankfully,that did not come to fruition because the company ended up going bankrupt.
Please table this item for now and handle it using the proper procurement method with
multiple bids. There are some excellent firms in Orange and LA counties that are better suited
for this very important consulting role.
Thank you,
Carol Daus
Huntington Beach resident
From: Janet Bean
To: supplementalcomm(asurfcity-hb.orq
Subject: Fwd:Agenda Item#22 26-324.
Date: Monday,April 6,2026 8:18:17 AM
[You don't often get email from janetbeandesigns@gmail.com.Learn why this is important at
https://aka.ms/LearnAboutSenderldentification]
>I am writing regarding the agenda item for April 7th council meeting. Webster could replace the written
definition of nepotism and just use this as an example.
>When a city is in a budget crisis,you don't hire a firm at a ridiculous rate of pay for a long term. Whoever got this
unfair,unethical deal,flagrant with nepotism,on the agenda,is not doing what is in the best interest of the city,but
only in the best interest in lining the pockets of devout supporters.
>Kinda like the deal that was made for the disaster on the pier. November cannot come quick enough. So many
people I talk to feel they made a huge mistake in their vote last time and it will show at the polls.
>I hope we see some sanity on Tuesday night and that we see NO Votes on this. The optics are so clear and
disturbing.
>Janet Bean
>Sent from my iPad
From: Amanda Shepherd Yoga
To: suoplementalcomm(@surfcity-hb.orq
Subject: No to$30k PR Campaign
Date: Monday,April 6,2026 10:32:17 AM
You don't often get email from arnandashepherdyoga@gmail.corn.Learn why this is important
Namaste,
/s/
Amanda Shepherd :)
e: amandashepherdyoga@gmail.com
From: Amanda Shepherd Yoga
To: suoplementalcommCa)surfcity-hb.orq
Subject: No to Wolffhaus PR Contract at This Time
Date: Monday,April 6,2026 10:50:45 AM
You don't often get email from amandashepherdyoga@gmail.com.!earn'why this is important
To Whom it May Concern:
Any contracts to redirect Huntington Beach's perception in the media should not be
considered until after the next election. It's the choices of the current council that have
rendered our city, "the Florida of CA", even though the actual constituent make up is far more
purple than we are perceived.
In the meantime,there are simple things HB can do to repair reputational damage, like
rehanging the pride flag in June and stopping attacks on our library system. Actions go farther
than words.
Thank you for your consideration.
Sincerely,
/s/
Amanda Shepherd
20982 Seacoast Circle
Huntington Beach, CA 92648
Namaste,
/s/
Amanda Shepherd :)
e: amandashepherdyoga@gmail.con
From: Cathev Ryder
To: suoalementalcomm(alsurfcity-hb.orq
Subject: 4/7 Agenda Item#22 Strongly Oppose
Date: Monday,April 6,2026 11:05:10 AM
To all HB City Council Members,
I strongly oppose the approval of Agenda Item#22. Where is the RFP?A contract this large
,over multiple years, deserves the upmost scrutiny.
How much municipal branding experience does this company have?Where is the company
website and what type of business license does it have?What I have read so far raises more
questions than answers.,
Shame on you for not being more fiscally responsible,
Cathey Ryder
HB Homeowner and Voter since 1985.
Cathey Ryder
" Optimism is the faith that leads to achievement. Nothing can be done without
hope and confidence." Helen Keller
From: Erin Spivey
To: 5upoIementalcommPsurfcity-hb.orq
Subject: Agenda Item 22
Date: Monday,April 6,2026 1:33:02 PM
[You don't often get email from erinisalibrarian@gmail.com.Learn why this is important at
https://aka,ms/LearnAboutSenderldentificatiorl]
Dear City Council and City Staff,
I am writing to oppose Agenda Item 22:approval of professional services by Wolffhaus.
1.A contract of this size,$720,000 over two years,should go through a public bidding process.
2.There is no point in addressing a PR issue until the underlying causes are addressed.For example,ending the
segregation of puberty book in the library.Until negative causes are resolved there is no point in addressing the
negative effects.
3.This deal appears to be cronyism.Perhaps it isn't!But it is an ethical city council's job to avoid even the
APPEARANCE of impropriety.
As ever,
Erin Spivey
Lifelong resident
Candidate for City Council
Sent from my iphone,please excuse any typos
From: stephanie erickson
To: sunalementalcomm(@surfcity-hb.orq
Subject: Resolution No.2026-07 Weed,rubbish,and refuse/Wolfhause
Date: Monday,April 6,2026 1:53:30 PM
You don't often get email'from smerickson2016@gmail.com.Learn why this is important
# 1 Weeds are growing up against the backyard block fences of residents on Cascade Street,
and Caltrans will not completely clear the weeds and lay cement so the weeds do not grow
back after a few months. This resolution should add a#4 holding outside county or private
companies responsible for the removal of their weeds,rubbish, and refuse.
There have been fires in the Cascade area caused by these weeds in the past. Public works,the
mayor, and HBPD know of this problem, and it is the city's responsibility to ensure Caltrans
takes care of their crap that grows next to the block walls of HB residents.
#2 Has the city interviewed any other Brand,Media,Press, and Digital Ecosystem
Comprehensive Audit,Marketing, and Assessment Service companies?If you have the list, it
should be listed somewhere for the public to see.
Stephanie Erickson
From: Kris Walker
To: suoolementalcomm(alsurfcity-hb.orq
Subject: 22(26-324)Wolffhaus contract
Date: Monday,April 6,2026 1:54:57 PM
Attachments: WolffhouseEndorsement26.docx
11 .
You don't often get email from walkerkris@bellsouth.net..learn why this is important „
To whom it may concern,
Attached is a letter of endorsement for the subject of consideration of use of Wolffhaus.
Sincerely,
Kris Walker
RAM Technology Branch Chief
Aviation and Missile Center(AvMC)
Combat Capabilities Development Command(DEVCOM)
FCDD-AMR-SR
art: 256-655-5085
UNCLASSIFIED
To the Council Members of Huntington Beach,
I have had the opportunity to partner with Wolffhaus over 10 years across a range of
ventures in the nanotechnology and automotive industries. In that time, they have
consistently delivered high-impact/cost effective work that strengthened our brand
presence and transformed our products from commercially viable offerings into a
recognized and respected name within the market.
Within our nanotechnology group, Wolffhaus played a critical role in shaping our identity
and growth trajectory. Their work extended far beyond traditional creative services—
they developed a comprehensive brand foundation, led the full creative strategy, and
executed across merchandising, influencer partnerships, and vendor negotiations. This
level of ownership and execution significantly accelerated our expansion and positioned
us for long-term success.
Tyler Wolff of Wolffhaus exemplifies what it means to be a high-level professional. He
brings a rare combination of strategic insight and creative vision, with an ability to
quickly identify challenges and deliver effective, results-driven solutions. His leadership
and attention to detail consistently translate into measurable creative brand impact.
Just as important is Tyler's deep commitment to community. I have personally
witnessed him going above and beyond business as usual—fostering collaboration,
building lasting partnerships/friendships, and creating opportunities that truly bring
people together. This genuine dedication sets him apart, making him not only an
exceptional business partner but also a major impact on his community. •
In my background, I bring over 25 years of experience working within the Department of
Defense and the automotive industry, and I currently serve as the Reliability Technology
Branch Chief at the Aviation and Missile Command at Redstone Arsenal, Alabama.
Based on my experience, I am confident that Wolffhaus would be a strong and impactful
addition to the Huntington Beach community in any capacity.
Respectfully,
Kristin Walker
RAM Technology Branch Chief
Aviation and Missile Command
From: tjengland4lCa�yahoo.com
To: SuaplementalcpmmPsurfcity-hb.orq
Subject: Wolffhaus"Brand,Media,Press and Digital....,Audit,Marketing, etc"
Date: Monday,April 6,2026 1:49:26 PM
I totally disapprove of you hiring Tyler Wolf,your former political protege,to quote"improve the international
reputation of Huntington Beach"at$30k a month.Who is responsible for our loss of tourism trade due to the
negative publicity the City Council member has repeatedly caused?This cronyism ties into Kevin Elliot's previous
raid of our city treasury.How much money will Mr Wolff make off of Surf City merchandise alone?This idea reeks
to high heaven of corruption.Don't do it!
From: Richard McNeil
To: suaalementalcomm(@surfcity-hb.orq;CITY COUNCIL(INCL.CMO STAFF)
Subject: Agenda Item 26-324 WolffHaus/Supplemental Communications
Date: Monday,April 6,2026 2:11:22 PM
You don't often get email from spankyc64@gmail.corn Learn why this is important
Dear Honorable Council Members,
I am a lifelong resident of HB and a 30 year plus homeowner/taxpayer. I urge you to vote no on agenda item 26-
324 to approve a contract between city and WolffHaus Creative.At the very least,table this item for now and open
an RFP to allow competitive bids.
There is scant information available on Wolffhaus, beyond its principal's marketing work on motorsports, liquor and
music video production.There is no indication in the proposal that they have any experience in city management
or branding.Their web domain was only registered a year ago and has been lingering in"coming soon"limbo
since then.
The project proposal and slideshow have the appearance of Al generated content,which is confirmed after
running them through detection software. Combined with lack of any history of successfully managing similar
projects,this should be a huge red flag.Ties to current city leadership are even more troubling and another reason
to initiate RFP to avoid the appearance of conflict.
Recent history shows that jumping into contracts with little due diligence leads to costly outcomes.Taxpayers are
on the hook for the$100K light show EIR and fees related to that case,which still has not been settled.
Information was publicly available before the SOF contract was signed that the promoter was in dire financial
straits and facing bankruptcy. Many residents raised concerns, but were ignored.
Three quarters of a million dollars dwarfs the SOF debacle. Please make the fiscally responsible choice this time
around.
Respectfully,
Richard McNeil
From: Frakes,Sandie
To: sunolementalcommCalsurfcity-hb.orq
Subject: FW:Agenda Item#22:Wolffhaus Marketing Contract
Date: Monday,April 6,2026 2:12:55 PM
From:dfgbentley@gmail.com<dfgbentley@gmail.com>
Sent: Monday,April 6, 2026 2:12 PM
To:CITY COUNCIL(INCL. CMO STAFF)<city.council@surfcity-hb.org>;city.manager@surfcity-hb.org
Subject:Agenda Item#22:Wolffhaus Marketing Contract
Some people who received this message don't often get email from dfgbentleygmail,com.Learn why this is
important
The City Council is proposing to award a$720,000 sole source contract to Wolffhaus, an
organization with no discernible track record in the areas of"brand, media, press and digital
ecosystem marketing."
WHY, after your council has been involved in a series of shady deals with your cronies(Pacific
Airshow and Symphony of Flowers,for instance)would you risk yet another embarrassment or
lawsuit??
WHY NOT put out a standard RFP to make sure you get the best marketing company??
Oh, and WHY isn't this marketing effort part of the responsibilities of Visit HB,the organization
that you're paying millions of dollars to bring attention,tourism and revenue to HB??
This smells of your usual cronyism and self-dealing, and it's especially suspicious when it
comes immediately before election season!!
Diane Bentley
25-year HB resident
From: Taryn Palumbo
To: supplementalcomm( surfcity-hb.orq
Subject: Comments on Agenda Item#22:26-324 Presentation of Professional Services Contract Between the City of
Huntington Beach and Wolffhaus for Brand,Media,Press and Digital Ecosystem Comprehensive Audit,Marketing,
and Assessment Services for City Council...
Date: Monday,April 6,2026 2:41:07 PM
Attachments: HB Council Letter Wolffhaus Ooposition.docx.pdf
•
[You don't often get email from taryn4hb@gmail.com.Learn why this is important at
https://aka.ms/LearnAboutSenderidentification]
Good Afternoon,
Please find attached my supplemental communication in response to Agenda item#22 on the City Council agenda.
Thank you,
Taryn Palumbo
Candidate,Huntington Beach City Council
April 6, 2025
Honorable Mayor and Members of the City Council
City of Huntington Beach
2000 Main Street
Huntington Beach, CA 92648
RE: OPPOSITION—Agenda Item: Professional Services Contract Between the City of
Huntington Beach and Wolffhaus for Brand, Media, Press and Digital Ecosystem
Comprehensive Audit, Marketing, and Assessment Services
Dear Mayor and Councilmembers,
I am writing as a candidate for Huntington Beach City Council and as a resident and taxpayer to
formally oppose the proposed professional services contract with Wolffhaus for brand, media,
press, and digital ecosystem audit, marketing, and assessment services. While I understand the
need for this work, I am compelled to be direct: the reputational damage this contract seeks to
address was created by the decisions and conduct of this City Council. Huntington Beach
residents should not be asked to pay to repair a problem of the Council's own making.
The Council Created This Problem
Huntington Beach's brand and reputation did not deteriorate on their own. Over the past several
years, a series of high-profile decisions by this Council—including actions that drew national
and international media scrutiny—have undermined public confidence in our city and damaged
the image of Huntington Beach on a scale that now apparently requires a paid outside
consultant to address. The Council's choices generated the headlines. The Council's choices
invited criticism. It is neither fair nor fiscally responsible to now ask residents and taxpayers of
this city to pay for the City's rehabilitation.
Accountability Before Expenditure
Before the City spends taxpayer dollars on brand rehabilitation, the Council owes residents a
candid accounting of which specific decisions and actions contributed to the reputational
damage this contract is meant to remedy. Without that acknowledgement, approving this
contract sends the message that the Council can create a crisis, hand the cleanup bill to the
public, and move on without consequence. That is not leadership—it is an abdication of
accountability.
What Is Visit Huntington Beach For?
I am also unclear how this contract works with and/or aligns with the goals and interests of
VisitHB. Visit HB exists as the City's designated destination marketing organization. Brand
development, reputation management, media presence, and digital ecosystem strategy are core
to its stated mission. The City already funds Visit HB for precisely the kind of work this contract
proposes to commission from an outside vendor.
Before approving this contract, I would like to know: Has Visit HB been asked to perform this
work? If so, why was that deemed insufficient? If not, why not?Approving this contract without
addressing the overlap would mean Huntington Beach residents are potentially paying twice for
the same function. That is not fiscally responsible, and it demands a clear, public explanation.
Unresolved Questions About Cost. Scope, and Vendor Selection
Even setting aside the fundamental questions of accountability and redundancy, this contract
raises serious additional concerns that have not been adequately addressed:
•Was a public Request for Proposals (RFP) issued for this contract? Did the City receive and
formally evaluate competing bids before selecting Wolffhaus, or was this vendor chosen without
a competitive process? If no public RFP was conducted, the Council must explain why—and
whether that decision complies with the City's own procurement policies.
-What is the total contract value, from which fund will it be paid, and has this expenditure been
budgeted—or does it require a budget amendment?
•How does this scope of work differ from what Visit HB is already contracted and funded to
provide? Has a formal analysis of that overlap been conducted?
•What specific, measurable outcomes are expected, and how will the City evaluate whether the
investment delivered results?
'Will the audit findings and all deliverables be released publicly, or will any portion be shielded
from residents?
•What provisions exist to protect the City if performance benchmarks are not met?
A Better Path Forward
The best way to rehabilitate Huntington Beach's brand is not to hire a marketing firm—it is to
address the decisions that created a negative reputation in the first place. Before taxpayer
dollars are spent on a PR campaign, I suggest looking at what decisions could be made
internally by the City Council to address the root causes of concerns this Council is trying to fix.
The residents of Huntington Beach deserve a city government that takes responsibility for its
decisions. They deserve transparency about how their money is spent. And they deserve
leaders who understand that no marketing campaign can substitute for good governance.
For these reasons, I respectfully but firmly urge the Council to vote NO on this item.
This letter is submitted for the public record.
Respectfully submitted,
Taryn Palumbo
Candidate, Huntington Beach City Council
Huntington Beach, CA
Taryn4HB.com
From: Michele Buroess
To: supplementalcommCalsurfcity-hb.orq
Subject: Comments for Agenda Item 22,File 26-324,City Council meeting 4/7/2026
Date: Monday,April 6,2026 3:01:31 PM
Presentation of Professional Services Contract Between the City of Huntington Beach and
Wolffhaus for Brand, Media, Press and Digital Ecosystem Comprehensive Audit, Marketing,
and Assessment Services for City Council Consideration
This should never have been brought forward without going through a full
and public RFP process and getting competitive bids. An astronomical
$30,000 per month for 2 years is a ridiculous- amount to spend on
attempting to repair our city's trashed reputation due to the culture war
actions of this city council, and to help replenish the coffers after wasting
millions on endless lawsuits that go nowhere.
It reeks of cronyism, lack of transparency, and perhaps even kickbacks.
We are still reeling from the Code 4/Pacific Airshow fiasco, and the close
call with the now bankrupt Symphony of Flowers.
Wolffhaus — no working web site, they have done no projects for cities of
similar size but have done work with celebrities and retail brands, they
have done promo videos for Code 4/Kevin Elliott, Tyler Wolffhaus is
Ceason Baker's boyfriend (nepotism). What could go wrong?
We already spent $30,000 on Wolffson's audit, no need to add another
$720,000 to the exorbitant cost. The Chamber of Commerce and HB
Visitors Bureau can do a lot of this. Or maybe hire a qualified city
employee who could do the job for less than three-quarters of a million
dollars we don't have.
VOTE NO ON THIS AGENDA ITEM!
Michele Burgess
HB resident since 1961
From: Vanessa Naliq
To: stmolementalcommPsurfcity-hb.orq
Subject: 4/7/2026 Agenda item 26-324
Date: Monday,April 6,2026 3:08:03 PM
You don't often get email from nallevanessa@gmail.corn.J earn why this is important
Hello HB City Council members,
Many of you know me, and you are aware that if I am in contact regarding an agenda item that
caught my eye, it is for a good reason.
Regarding agenda item 26-324,please consider this my official opposition to the approval of
the proposal submitted by Wolffhaus.
As a resident and taxpayer, I am concerned that the cost of this proposal is extraordinarily high
and not commensurate with the credentials or past performance demonstrated on Mr. Wolff's
website. Furthermore,the deliverables remain vague, and the monthly rate matches that of
high-end prestige agencies with far more notable experience and client pedigrees.
To ensure proper due diligence, I request that the Council provide to myself and any other
interested Huntington Beach residents the following before any vote for approval:
-An opportunity forreview of the alternative proposals considered.
-Disclosure of any potential conflicts of interest or connections between city officials
(including family members) and Tyler Wolff.
-Evidence of a competitive RFP process to identify more cost-effective avenues for these
services.
There are many qualified community members in this field who could provide objective
consultations on alternatives.Has the Council reached out to any other local professionals for
their expertise?
Until the community can see evidence of a transparent and thorough vetting process, I urge the
Council not to approve this proposal prematurely.
Thank you,
Vanessa Nalle
From: Elizabeth SanFilippo •
To: supplementalcommPsurfcity-hb.org;CITY COUNCIL(INCL.CM0 STAFF)
Subject: Item 26-324
Date: Monday,April 6,2026 3:18:35 PM
As a home owner and long term resident, I am opposed to hiring a public relations consultant.
There are better uses of taxpayer funds to benefit our city.
Thank you for your consideration.
Elizabeth SanFilippo
From: Tina Viray
To: supplementalcomm(alsurfcity-hb.orq
Subject: Re:Automatic reply:WOLFFHAUS REPORT REGARDING SURF CITY STORE
Date: Monday,April 6,2026 4:28:42 PM
Attachments: WOLFFHAUS REBUTTAL.docx
1 You don't often get email from tinaviray@verizon.net.Learn why this is important
Attached is a reply to the report that was submitted to council by Wolffhaus, that
includes reference to the Surf City Store. The report is being presented at the April 7
council meeting. The report contains so many inaccuracies, I believe is it important
that you see the reality. We have worked so hard for the City to create and promote a
logo that has really caught on with locals and visitors alike. We look forward to
continuing the relationship with the recently approved contract renewal.
Thank you for your time and consideration,
Tina Viray
Owner
Surf City Store
Huntington Beach Pier
On Monday,April 6, 2026 at 04:09:30 PM PDT, City Council AutoReply<city.council.autoreply@surfcity-
hb.org>wrote:
This is an automatic message.Thank you for contacting the City of Huntington Beach City Council.
This message has been received by all members of City Council. If your communication is a comment
regarding a City Council meeting agenda item, note that those communications will only be received
by supplementalcomm@surfcity-hb.org. Communication must be received by 5:00PM on Monday prior
to the City Council meeting.
City Council Office
714-536-5553
SURF CITY STORE
Honorable Council members,
I have just been made aware of a report submitted by Tyler Wolf, of Wolffhaus to the
Council that has been placed on the April 7 agenda. I have read the report in detail and
feel it is necessary to correct many inaccuracies. I am only addressing those issues related
to merchandising and The Surf City Store.
• This report claims to be an audit; however, Mr. Wolf did not consult with anyone
associated with the Surf City Store. I'm sure such a discussion would have led to
vastly different conclusions.
• We have partnered with the City for over thirty years. We have placed millions of
trademarked products worldwide. We not.only promote the logo, but as Ambassadors
to the City we support local schools, charities, and organizations such as Sister City.
• The city's trademark, Surf City, Huntington Beach has been protected, although the
City let the trademark lapse. I sent notification with a recommendation to renew it
and noted that under Common Law Trademark Protection we would continue to
enforce the trademark by consistent use of the trademark in our local geographic
marketplace.
• While Wolffhaus notes an overwhelming infringement of the trademark, that is not
the case. We constantly monitor and report to the City any infringement.
Knowledge of trademark law would allow an understanding that if the trademark is
modified it cannot be enforced as infringement.
• We have also, without fee, consented to the City's use of my trademarked graphics
on any non-merchandising applications, i.e. uniforms, signage, stationery, etc.
• As far as comparing our 600 sq ft space with sales from national brands or other
larger cities, it is the classic apples to oranges comparison. In a direct comparison of
other Huntington Beach Concessionaires, we consistently outperform gross sales.
• Under Structural Risk: The fee has doubled. We place ads in local news as well as
online. We are currently partnering with a local Surf Camera for ad placement.
Our website is currently under redesign with a local firm. We are audited by City
contractors and never have a problem. Missed retail outlets, we were licensed by the
City over 30 years ago, because their attempt to place products with local retailers
did not work. Creatively, we launch new artwork, designs, and novelties routinely.
Although we have been successful for over 30 years we don't rest on our past.
• The Surf City, Huntington Beach logo with the board graphics has been successful
because we made it so. Given the inaccuracies and omissions of this report, any
estimates or recommendations lack factual basis. Thank you, Tina Viray
From: Jan Madnick
To: suoplementalcomm@)surfcity-hb.orq
Subject: wolfhaus contract
Date: Monday,April 6,2026 4:41:55 PM
To City Council and Staff,
I'm frankly incredulous that after the many issues you've already had with deciding to spend OUR TAX DOLLARS
on such projects as The Symphony of Flowers with a vendor which you failed to properly vet(who went bankrupt),
you would approve an extremely expensive contract with Tyler Wolff without an RFP. In fact,how do you think it's
responsible governing to not even entertain bids on this idea? I imagine there are many firms here in HB who do the
same work who would be happy to submit an RFP.
We do pay VHB to do basically the same thing----so why aren't they?
This smacks as cronyism--which has been typical of your time on the City Council.
Why not actually do things the right way for a change?
With all of the infrastructure needs in this city,it's hard to see how you'll justify this huge contract when,actually,
our reputation could improve if you stop making us the CA MAGA city and actually act in the best interest of HB
instead of yourselves.
Here's hoping you decide to do things the right way,
Jan Madnick
44 year resident.
From: (rakes.Sandie
To: suoolementalcomm( surfcity-hb.orq
Subject: FW:Agenda Item#22
Date: Monday,April 6,2026 4:48:24 PM
Original Message
From:Suzanne Hart<hb.diva@yahoo.com>
Sent:Monday,April 6,2026 4:41 PM
• To:CITY COUNCIL(INCL:CMO STAFF)<city.council@surfcity-hb.org>
Subject:Agenda Item#22
[Some people who received this message don't often get email from hb.diva@yahoo.com.Learn why this is
important at https://aka.ms/LearnAboutSenderldentificatiort]
Dear City Council,
Regarding agenda item 22,please follow the proper procurement methods by utilizing an RFP.
Thank you for your consideration,
Chris and Suzanne Hart
Sent from my iPhone
From: Pat Goodman
To: McKeon,Casey;CITY COUNCIL(INCL.CMG STAFF);supolementalcommColsurfcity-hb.orq
Cc: Hopkins,Travis
Subject: APril 7,2026 Agenda Item#22 Please Table This Item
Date: Monday,April 6,2026 4:49:03 PM
Dear Mayor Mckeon and City Council,
I am writing regarding Item 22 on the upcoming agenda— the proposed
professional services contract with Wolffhaus for city branding and
marketing services, valued at up to $720,000 over two years.
I have several concerns and questions I hope the Council will consider before
approving this contract.
Before approving this contract, I urge the Council to raise these questions
and request answers from staff by some future date:
1. Require clarification on how the City will coordinate with VHB, and any
issues around the trademark license agreement.
2. Request a complete, finalized Exhibit A which identifies City positions
responsible for this project and clear accountability structures i.e. hours,
hourly rate, reimbursable expenses.
4. Have City legal staff review contract Item 14 to include Trademark and
Intellectual Property, and identify VHB as the registered owner of Surf City
USA. How will this ownership impact this project's outcome?
5. How does the contractor's private sector experience translate to the
complex public-private landscape of municipal destination marketing.
6. Establish an RFP process for this contract. This will provide the public
with some level of transparency and independence for the council. It also
provides the opportunity for the best possible product.
7. The consultant's audit identified that 75%-80% of 100 sampled media
stories about Huntington Beach were negative or political rather than
reflective of Huntington Beach's businesses, events, and coastal culture. The
Council has direct influence over this media coverage.
While recent efforts by Mayor McKeon to promote a more positive civic
narrative at the beginning of council meetings, the underlying causes of
negative media coverage must be addressed. These include ongoing
contentious and unnecessary litigation, disruptions to public library
operations, instability among boards and commissions, transparency
concerns related to the Pacific Airshow settlement and Symphony of Flowers,
conduct at public meetings, and claims of election fraud. None of these
issues promote civic pride or good governance. A branding strategy will only
be as effective as the governance it represents.
I look forward to your discussion of this item.
Pat Goodman
Huntington Beach, CA
From: Benjamin P Davis
To: supnlementalcommCalsurfcity-hb.orq
Subject: Opposition to Agenda Item 22 for 04/07/2026 Council Meeting
Date: Monday,April 6,2026 4:57:30 PM
You don't often get email from benpdayis2025@gmail.cpm.Learn why thisis important
Dear Mayor and Members of the City Council,
I respectfully urge you to reject Agenda Item 22 concerning the proposed professional services
agreement with Wolffhaus. A contract of this magnitude warrants a transparent, competitive
bidding process to ensure public trust and fiscal responsibility. Moving forward without such a
process raises legitimate concerns about fairness and invites questions that could easily be
avoided. Even the perception of preferential treatment can erode confidence in city leadership,
and it is the Council's responsibility to uphold not only ethical conduct but also the
appearance of integrity in its decisions.
More importantly, investing in public relations efforts before addressing the underlying issues
affecting the City's reputation is premature. Challenges such as controversial policy decisions
and community concerns should be resolved at their source rather than reframed through
marketing. Even Wolffhaus's own presentation notes that a key concern is that most high
visibility press is political or controversy-focused and this hurts tourism,the economy, and
civic pride. Charging more for logos on t-shirts won't fix these problems caused by decisions
of the Council. Until those root causes are meaningfully addressed, allocating significant
taxpayer funds toward image management risks being ineffective and misdirected. A more
responsible approach would prioritize substantive policy improvements first, ensuring that any
future communications efforts reflect genuine progress rather than attempting to compensate
for unresolved issues.
Ben Davis
Candidate, Huntington Beach City Council
Switzer, Donna
From: Mary Ann Celinder <macelinder@gmail.com>
Sent: Tuesday, April 7, 2026 8:31 AM
To: supplementalcomm@surfcity-hb.org; CITY COUNCIL(INCL. CMO STAFF)
Subject: Repairing your brand
This council came in with an agenda meant to divide us.You've lost several law suits to check your
power.You've embarrassed the city with your culture wars.
It should not be the responsibility of the citizens to pay for a branding company to repair the reputation
YOU destroyed.
Fix the infrastructure, do things for the people, not yourselves. It's not our problem to try to make you
look good for the coming election.
You deserve to be replaced.
Mary Ann Celinder
21341 Fleet Lane
Huntington Beach Ca 92646
studio 714 962 8361
cell 714 504 8361
www.customleadedglass.com
1
Switzer, Donna
From: Tuni Chatterji <tunichatt@gmail.com>
Sent: Tuesday, April 7, 2026 8:13 AM
To: supplementalcomm@surfcity-hb.org
Subject: In opposition of Agenda #22 26-324
You don't often get email from tunichatt@gmail.com. Learn why this is important
Dear City Council,
There has been no discussion about this marketing/branding money grab with local taxpayers -wolffhaus
is unknown and for a city of our caliber is most likely not a good fit for us.
$30,000 per month/$720,000 for the two-year contract is a risky undertaking, with no rfp process.
Please follow the city code and prepare an RFP in order to obtain the best talent for these services.
VisitHB already spends millions to do this work for our city.
Please table this item for now and handle it using the proper procurement method with multiple bids.
This city council has already spent too much taxpayer money on things that could have been avoided. No
more shadiness please.
-Tuni Chatterji
Taxpayer in HB
i
Switzer, Donna
From: Frakes, Sandie
Sent: Tuesday, April 7, 2026 7:52 AM
To: supplementalcomm@surfcity-hb.org
Subject: FW: Surf City Store on the pier issue.
From:William Hennerty Jr.<billhennerty@yahoo.com>
Sent: Monday,April 6, 2026 6:56 PM "
To:CITY COUNCIL(INCL. CMO STAFF)<city.council@surfcity-hb.org>
Subject:Surf City Store on the pier issue.
Dear Huntington Beach City Council,
I am writing to express my deep disappointment regarding the recent situation involving
the Surf City store located on the pier. All of you know what is happening as it happened
with the bait shop.
It is troubling to hear that misinformation is being circulated about the store, and that
some individuals may be using that misinformation to build support for a new operator.
This is unfair not only to the current owners, but also to the community members who
value the history and presence of this business.
What is even more concerning is the possibility that the city did not properly notify the
owners before allowing this situation to escalate. The current owners deserve
transparency, respect, and the opportunity to respond directly to any concerns.
The store is part of Huntington Beach's identity and should not be disrupted because of
rumors, outside pressure, or political maneuvering. Please leave the store alone and allow
the current owners to continue serving the community they have been part of for years.
Enough is enough. Our local businesses deserve fair treatment, open communication, and
protection from misinformation. We don't need new operators with bad reputations and
campaigns on Facebook to gain support for their grift.
1
Thank you for your time,
Bill Hennerty
PS: Bud and Sally Westcott along with their partners have successfully ran the store for
many years. This should be tabled. Who is this Tyler Wolf? Someone's bf? New
Husband? What was promised? How did this get on the agenda? The entire thing stinks
and I hope all of you do a deeper dive on this.
Let's table this until all CC Members are back.
2
Switzer, Donna
From: Frakes, Sandie
Sent: Tuesday,April 7, 2026 7:52 AM
To: supplementalcomm@surfcity-hb.org
Subject: FW:Table Agenda item#22- 26-324
From: Cathy Haro<oceanhb@gmail.com>
Sent: Monday,April 6, 2026 10:49 PM
To:CITY COUNCIL(INCL. CMO STAFF)<city.council@surfcity-hb.org>
Subject:Table Agenda item#22-26-324
Dear City Council,
Please table Agenda item 22-26-324!
We need to find other solutions that do not cost exorbitant amounts of money.
Cathy Haro
HB92648
From Huntington Beach insider(below).
I'm going to piggyback on Larry McNeely's post:
I hope our community takes the time to either write letters or attend tomorrow's council meeting and ask
that this agenda item be tabled.We're talking about$750,000 of taxpayer money, and that deserves full
transparency and careful review.
Can anyone direct me to Tyler Wolf's professional profile and qualifications?
"Here is an item that was added to the next City Council Agenda on 4/7/2024,Agenda item #22 26-324.
This item is to pay an outside company$30,000 per month to oversee our city promotions and review our
marketing efforts for the next 24 months.This amounts to$720,000 in fees. Do we not have city staff who
can review this in-house?We already have Visit-HB promoting our city, and Matt Leffering is helping
promote everything our city does.Why would we pay someone to do this job?Something is fishy about
this, because it seems like a gift for his help in promoting who gets elected to our city council, much like
the$7 Millon Air Show settlement for an oil spill we did not cause.
Are our city coffers so rich that we can pay someone to do a job that we could easily cover with the staff
we already have?Could this money be better spent on improving our streets and services that benefit
everyone in our city?
When it looks like a GRIFT, we need to investigate why we need this, and bring it before the full city
council once Butch Twining has recovered from his bypass surgery, and then bring it back for a vote from
i
the full city council.
Maybe I am out of touch, thinking$720,000 is a lot of money? But at$30K a month, it is a sizable sum for
a part-time job.
2
Switzer, Donna
From: Suzanne Fauria <suzydf16@gmail.com>
Sent: Tuesday, April 7, 2026 7:51 AM
To: supplementalcomm@surfcity-hb.org
Subject: No on Item 22
You don't often get email from suzydf16@gmail.com. Learn why this is important
Dear City Council,
Please table or vote NO on this overpriced project until further studied!We voted for you to be good
stewards of our city's finances. Even the hint of favoritism will not be tolerated in this contentious
climate.
Thank you for listening to your constituents on this issue.
Suzy& Brett Fauria
415 Townsquare Downtown
1
Switzer, Donna
From: Cathy Haro <oceanhb@gmail.com>
Sent: Monday, April 6, 2026 11:05 PM
To: supplementalcomm@surfcity-hb.org
Subject: Fwd:Table Agenda item #22- 26-324
You don't often get email from oceanhb@gmail.com. Learn why this is important
Forwarded message
From: Cathy Haro <oceanh_b@g_mail.com>
Date: Mon, Apr 6, 2026 at 10:48 PM
Subject: Table Agenda item#22- 26-324
To: <city.council(@surfcity-hb.org>
Dear City Council,
Please table Agenda item 22-26-324!
We need to find other solutions that do not cost exorbitant amounts of money.
Cathy Haro
HB92648
From Huntington Beach insider(below).
I'm going to piggyback on Larry McNeely's post:
I hope our community takes the time to either write letters or attend tomorrow's council meeting and ask
that this agenda item be tabled. We're talking about$750,000 of taxpayer money, and that deserves full
transparency and careful review.
Can anyone direct me to Tyler Wolf's professional profile and qualifications?
"Here is an item that was added to the next City Council Agenda on 4/7/2024, Agenda item #22 26-324.
This item is to pay an outside company$30,000 per month to oversee our city promotions and review our
marketing efforts for the next 24 months.This amounts to $720,000 in fees. Do we not have city staff who
can review this in-house?We already have Visit-HB promoting our city, and Matt Leffering is helping
promote everything our city does.Why would we pay someone to do this job?Something is fishy about
this, because it seems like a gift for his help in promoting who gets elected to our city council, much like
the$7 Millon Air Show settlement for an oil spill we did not cause.
Are our city coffers so rich that we can pay someone to do a job that we could easily cover with the staff
we already have?Could this money be better spent on improving our streets and services that benefit
i
everyone in our city?
When it looks like a GRIFT, we need to investigate why we need this, and bring it before the full city
council once Butch Twining has recovered from his bypass surgery, and then bring it back for a vote from
the full city council.
Maybe I am out of touch, thinking$720,000 is a lot of money? But at$30K a month, it is a sizable sum for
a part-time job.
2
Switzer, Donna
From: Kathy Dowling <kathyldowling@msn.com>
Sent: Monday, April 6, 2026 10:08 PM
To: supplementalcomm@surfcity-hb.org
Subject: Wolffhaus Contract
You don't often get email from kathyldowling@msn.com. Learn why this is important
This is a ridiculous Al written proposal from a Company with a horrid Website!
A firm no on this proposal!This is another inane proposal by this City Council!
Get Outlook for iOS
i
Switzer, Donna
From: Clay Allison <allisondca@gmail.com>
Sent: Monday, April 6, 2026 10:03 PM
To: CITY COUNCIL (INCL. CMO STAFF); supplementalcomm@surfcity-hb.org
Subject: Agenda Item#22
You don't often get email from allisondca@gmail.com. Learn why this is important
You need to table Agenda Item#22 until the matter is fully studied. A$30,000 per month obligation is not
trivial (just under the amount requiring an RFP, I understand...very convenient). That almost 3/4 of a
million dollars over 2 years,when the city if already in financial straits. That money could be more
properly spent on failing infrastructure. Also, I have tried to verify this company, Wolffhaus, and it's
proprietor Tyler Wolff. The Orange County court system shows NO DBA with either the company or Mr.
Wolff, and the California Secretary of State shows NO LLCs, etc. under either name/company
either. Without registration, this "company" is not eligible to enter into a government contract. Should
this be pursued, an investigation and lawsuit will invariably follow.
This reeks of improper disbursement of city financial resources in some "pay-back" or"pay-to-play"
scheme. Have you learned nothing from the misadventures of unscrupulous individuals like Keith
Bohr? Or is this yet another instance to more of the same. After all, Mr. Bohr was given overwhelming
favor in his latest dealings with this council and his business deal for his bar on the pier. Before you
make a colossal error, reconsider and put the job (which should be rightly done by city staff and Visit
HB...this WAS their purpose)through a correct, lawful and transparent bidding process.
Clay Allison
i