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File #: 26-379 MEETING DATE: 4/21/2026
REQUEST FOR CITY COUNCIL ACTION
Subject:
Item Submitted by Councilman Williams and Councilman Gruel - Council Discussion on the
Origin and Procurement Process of the City Asset and Revenue Audit and the proposed
$720,000 Wolffhaus Agreement
Recommended Action:
Refer to City Council Memorandum (included as Attachment#1).
Attachment(s):
1. Williams, Gruel - Origin and Procurement Process of the City Asset and Revenue Audit and
Proposed Wolffhaus Agreement Memo
2. Huntington Beach Brand & Systems Audit& Report
3. Proposed Professional Services Agreement from 4/7 City Council Meeting
City of Huntington Beach Page 1 of 1 Printed on 4/17/2026
City Council/Public Financing ACTION AGENDA April 21,2026
Authority
27. 26-373 Item Submitted by Mayor McKeon to Create a City Council Ad Hoc
Committee to review and make recommendations on the Request
for Proposals for the Creative Strategy, Branding, Merchandising,
Media, Communications, and Film Industry Development Systems
Recommended Action:
Create a City Council Ad Hoc Committee consisting of three Council Members to review
the process, received proposals and provide a recommendation on the approach for this
project.
Ad Hoc Committee- Twining, Kennedy, Burns
Approved 4-3-0 (Gruel, Van Der Mark, Williams - No)
NEW 26-379 Item Submitted by Councilman Williams and Councilman
Gruel - Council Discussion on the Origin and Procurement Process of
the City Asset and Revenue Audit and the proposed $720,000
Wolffhaus agreement
Recommended Action:
Refer to City Council Memorandum (included as Attachment#1).
Motion to consider terminating Request for Proposals (RFP) for Creative
Strategy, Branding, Merchandising, Media, Communications, and Film
Industry Development Systems.
Failed 3-4-0
(Gruel, Van Der Mark, Williams- Yes)
(Kennedy, Twining, McKeon, Burns- No)
ADJOURNMENT- 11:53 PM
The next regularly scheduled meeting of the Huntington Beach City Council/Public Financing
Authority is Tuesday, May 5, 2026, in the Civic Center Council Chambers, 2000 Main Street,
Huntington Beach, California.
INTERNET ACCESS TO CITY COUNCIUPUBLIC FINANCING AUTHORITY AGENDA AND
STAFF REPORT MATERIAL IS AVAILABLE PRIOR TO CITY COUNCIL MEETINGS AT
http://www.huntingtonbeachca.gov
Page 9 of 9
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.-^- City Council Meeting - Council Member Items Report
To: City Council
From: Chad Williams, Councilman
Andrew Gruel, Councilman
Date: April 21 , 2026
Subject: COUNCIL DISCUSSION ON THE ORIGIN AND PROCUREMENT
PROCESS OF THE CITY ASSET AND REVENUE AUDIT AND THE
PROPOSED $720,000 WOLFFHAUS AGREEMENT
REQUESTED ACTION
City Council discussion item regarding the origin, development, and procurement of the
City Asset and Revenue Audit performed by Wolffhaus and the subsequent proposed
$720,000 Professional Services Agreement. This item will provide Council Members the
opportunity to ask questions and receive information on how this matter was initiated and
advanced.
Additionally, this item will take into consideration a vote to terminate or reconfigure the
approach for the RFP for: Creative Strategy Branding Merchandising, Media,
Communications and Film Industry Development Services.
ENVIRONMENTAL STATUS
Not applicable.
STRATEGIC PLAN GOAL
Not Applicable —Administrative Item
ATTACHMENTS
1. Huntington Beach Brand & Systems Audit & Report
2. Proposed Professional Services Agreement from 4/7 City Council Meeting
2000 Main Street,Huntington Beach,CA 92648 I www.huntingtonbeachca.gov
w woLFFHAus
HUNTINGTON BEACH BRAND & SYSTEMS
AUDIT & REPORT
Draft V4. I Presented for: Travis Hopkins, City Manager, Huntington Beach, CA
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.
6
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 current 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 DM0 (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 years, 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
regularly 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 rNY" 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 $1M+ 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 8800 million cumulative impact,recent annual-$18)
• Tennessee Entertainment Commission 2025 Economic Impact Report($8.2 billion in entertainment production clusters for 2024,including film/TV)
• FilmLA 8 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 Aduals&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 $1M-$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 LISA,local news,2025-2026-18,000-22.000 participants,tale sponsor 08200K)
• 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 Roses,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: Civic Pathways 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.
38
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.
Page 1 of 17
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 ofa 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,
Page 4 of 17
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
"B
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.
I I. 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
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
Page 12 of 17
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
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
Page 14 of 17
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
Page 15 of 17
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
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 CONSULTANTs 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.
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REQUEST FOR PROPOSAL
FOR
CREATIVE STRATEGY,BRANDING,MERCHANDISING,MEDIA,
COMMUNICATIONS,AND FILM INDUSTRY DEVELOPMENT SERVICES
City Manager's Office
CITY OF HUNTINGTON BEACH
Released on April 13,2026
SUPPLEMENTAL COMMUNICATION Meeting Date: 4/21/2026 Item No. 26-379
CREATIVE STRATEGY, BRANDING, MERCHANDISING, MEDIA,
COMMUNICATIONS,AND FILM INDUSTRY DEVELOPMENT SERVICES
REQUEST FOR PROPOSAL (RFP)
1. INTRODUCTION
The City of Huntington Beach ("City"), City Manager's Office, invites qualified firms/vendors
to submit proposals to provide Creative Strategy, Branding, Merchandising, Media,
Communications, and Film Industry Development Services.
The City is committed to ensuring that all programs, services, and activities are accessible to
individuals with disabilities. Accordingly, accessibility requirements are integrated into this
solicitation/RFP and any resulting contract.
2. BACKGROUND
The City of Huntington Beach requests proposals from qualified creative firms with proven track
records in building and managing a full brand economy and eco systems that will elevate the
City and positively impact revenue streams by implementing creative strategies, boost branding,
grow merchandising infrastructure, and provide methods and systems to increase citywide film
permitting and production opportunities. The City desires experienced creative firms with
established relationships in media, film, and multicultural art to help optimize citywide assets
and further build the City brand economy. Interested firms may submit proposals for any specific
creative aspect(s)or all aspects presented in this RFP.
3. SCHEDULE OF EVENTS
This request for proposal will be governed by the following schedule:
Release of RFP April 13, 2026
Written Questions Due By April 17, 2026, by 4:00 pm
Responses to Written Questions Posted April 21, 2026, by 4:00 pm
Proposals are Due April 27, 2026, by 4:00 pm
Proposal Evaluation Completed May 1, 2026
Contract Award May 5, 2026
4. SCOPE OF WORK
The City desires creative, unconventional, cutting-edge approaches and strategies to maximize
the development of Huntington Beach into a premier coastal city brand economy by increasing
public perception,tourism, visitor spending, new business attraction, product development, staff
training, merchandise infrastructure, media, communications, sponsorships, special events, and
fully leverage film permitting production opportunities.
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The City invites creative firms to freely propose strategies that will build overall brand strength
and include technical methodology approaches to achieving these new goals and opportunities
not yet defined in our traditional style of government operations. The City seeks creative firms to
discover through a new lens the many ways to close opportunity-lost identity and revenue gaps
and capture added value for all the community assets that include pristine beaches, parks,
historical buildings, cultural landmarks, art center, museums, and engaging community events.
The City requests firms to propose creative ideas with an achievable technical approach to meet
and exceed the goals described in the Scope of Work. Interested firms may submit proposals for
any specific creative aspect(s) or all aspects presented in this RFP. These creative aspect items
may include but are not limited to:
• Creative strategy and branding
• Merchandising & licensing
• Film industry development
• Special events and sponsorships
• Media and communications procedures and best practices
5. DIGITAL ACCESSIBILITY REQUIREMENT
To the extent applicable, all deliverables shall comply with:
• Web Content Accessibility Guidelines (WCAG) 2.1 Level AA
Firms should incorporate WCAG 2.2 requirements where feasible.
6. PROPOSAL FORMAT GUIDELINES
Interested creative firms are to provide the City of Huntington Beach with a thorough proposal
using the following guidelines:
Proposal should be typed and should contain no more than 20 typed pages using a 12-point font
size, including transmittal letter and resumes of key people,but excluding Index/Table ofContents,
tables, charts, and graphic exhibits. Each proposal will adhere to the following order and content
of sections. Proposal should be straightforward, concise and provide "layman" explanations of
technical terms that are used. Emphasis should be concentrated on conforming to the RFP
instructions, responding to the RFP requirements, and on providing a complete and clear
description of the offer. Proposals,which appear unrealistic in the terms of technical commitments,
lack of technical competence or are indicative of failure to comprehend the complexity and risk of
this contract, may be rejected.
The following proposal sections are to be included in the bidder's response:
A. Vendor Application Form and Cover Letter
Complete Appendix A, "Request for Proposal-Vendor Application Form" and attach this
form to the cover letter. A cover letter, not to exceed two pages in length, should
summarize key elements of the proposal and the firms overall creative approach. An
individual authorized to bind the firm/consultant must sign the letter. The letter must
stipulate that the proposal fee/cost will be valid for a period of at least 180 days. Indicate
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the address and telephone number of the firms office located nearest to Huntington Beach,
California and the office from which the project will be managed.
B. Technical Approach and Project Summary Section
The Technical Approach and Project Summary Section should describe your understanding
of the City, the creative approach for the work to be done, and the objectives to be
accomplished. Refer to Scope of Work in this RFP.
C. Methodology Section
Provide a detailed description of the creative approach and methodology to be used to
accomplish the Scope of Work in this RFP. The Methodology Section should include:
1) An implementation plan that describes in detail (i)the methods, including controls
by which your firm manages creative projects of the type sought by this RFP; (ii)
methodology for soliciting and documenting views of internal and external
stakeholders; (iii) and any other project management or implementation strategies
or techniques that the respondent intends to employ in carrying out the work.
2) Detailed description of efforts your firm will undertake to achieve client satisfaction
and to satisfy the requirements in the "Scope of Work" section.
3) Detailed project schedule, identifying all tasks and deliverables to be performed,
durations for each task, and overall time of completion.
4) Detailed description of specific tasks you will require from City staff. Explain what
the respective roles of City staff and your staff would be to complete the tasks
specified in the Scope of Work.
D. Staffing
Firms must designate a senior executive level creative director for the term of this project/
professional services agreement. Additionally, firms must provide a list of individual(s)
who will be working on this project and indicate the functions that each will perform.
Include a resume for each designated individual.
Upon award and during the contract period, if the firm chooses to assign different personnel
to the project, the firm must submit their names and qualifications including information
listed above to the City for approval before they begin work.
E. Qualifications
The information requested in this section should describe the qualifications of the firm, key
staff and sub-Firms performing projects within the past five years that are similar in size
and scope to demonstrate competence to perform these services. Information shall include:
1) Key staff-Names of key staff that participated in named projects and their specific
responsibilities with respect to this Scope of Work.
2) Firm summary - A summary of the your firm's demonstrated creative capability,
including length of time that your firm has provided the varitey of creative services
being requested in this RFP.
3) Provide at least three (3) references that received similar creative services from
your firm. Preference will likely be given to experienced creative firms wit
established relationships in media, film, and multicultural art.
4) The City of Huntington Beach reserves the right to contact any of the organizations
or individuals listed. Information provided shall include:
• Client Name
• Project Description
• Project start and end dates
• Client project manager name, telephone number, and e-mail address
F. Fee/Cost Proposal
Creative firms are required to submit a fee proposal that includes a rate sheet/fee schedule.
7. PROCESS FOR SUBMITTING PROPOSALS
All proposals must be submitted in PDF file format.
• Content of Proposal
The proposal must be submitted using the format as indicated in the proposal format
guidelines.
• Preparation of Proposal
Each proposal shall be prepared simply and economically, avoiding the use of elaborate
promotional material beyond those sufficient to provide a complete, accurate and reliable
presentation.
• Number of Proposals
Submit one (1) PDF file format copy of your proposal in sufficient detail to allow for
thorough evaluation and comparative analysis.
• Submission of Proposals
Complete written proposals must be submitted electronically in PDF file format via the
Planetbids.com website no later than 4:00 p.m. (P.S.T)on April 27, 2026. Proposals will
not be accepted after this deadline. Faxed or e-mailed proposals will not be accepted.
• Inquiries
Questions about this RFP must be directed in writing through the PlanetBids Q&A tab
no later than 4:00 p.m. (PST)April 17, 2026,for response.
From the date that this RFP is issued until a creative firm is selected and the selection is
announced, firms are not allowed to communicate for any reason with any City employee
other than the contracting officer listed above regarding this RFP. No questions other than
written will be accepted, and no response other than written will be binding upon the City.
• Conditions for Proposal Acceptance
This RFP does not commit the City to award a contract or to pay any costs incurred for any
services. The City, at its sole discretion, reserves the right to accept or reject any or all
proposals received as a result of this RFP, to negotiate with any qualified source, or to
cancel this RFP in part or in its entirety. All proposals will become the property of the City
of Huntington Beach, USA. If any proprietary information is contained in the proposal, it
should be clearly identified.
5
8. EVALUATION CRITERIA
The City's consultant evaluation and selection process is based upon Qualifications Based
Selection (QBS) for professional services. The City of Huntington Beach may use some or all of
the following criteria in its evaluation and comparison of proposals submitted. The criteria listed
are not necessarily an all-inclusive list. The order in which they appear is not intended to indicate
their relative importance:
A. Compliance with RFP requirements
B. Understanding of the project—technical approach
C. Recent experience in conducting similar scope,complexity,and magnitude for other clients
D. Educational background, work experience, and directly related creative consulting
experiences
E. Fee/Cost
F. References
The City may also contact and evaluate the creative firms references; contact any bidder to clarify
any response; contact any current users of a bidder's services; solicit information from any
available source concerning any aspect of a proposal; and seek and review any other information
deemed pertinent to the evaluation process. The City shall not be obligated to accept the lowest
priced proposal, but shall make an award in the best interests of the City.
After written proposals have been reviewed, discussions with prospective firms may or may not
be required. If scheduled, the oral interview will be a question/answer format for the purpose of
clarifying the intent of any portions of the proposal. The individual from your firm that will be
directly responsible for carrying out the contract, if awarded, should be present at the oral
interview.
A Notification of Intent to Award may be sent to the vendor selected. Award is contingent upon
the successful negotiation of final contract terms. Negotiations shall be confidential and not
subject to disclosure to competing vendors unless an agreement is reached. If contract negotiations
cannot be concluded expediciously and successfully, the City may negotiate a contract with the
next highest scoring creative firm or withdraw the RFP.
9. ACCESSABILITY COMPLIANCE REQUIREMENTS
The selected firm will be required to enter into a contract that includes the following accessibility
provision:
"Firms shall ensure that all applicable digital content, systems,platforms,and deliverables comply
with Web Content Accessibility Guidelines(WCAG)2.1 Level AA and shall incorporate WCAG
2.2 requirements where feasible."
10. STANDARD TERMS AND CONDITIONS
• Amendments
The City reserves the right to amend this RFP prior to the proposal due date. All
amendments and additional information will be posted to the Huntington Beach
6
Procurement Registry, Huntington Beach -Official City Web Site - Business - Bids&
RFP's; bidders should check this web page daily for new information.
• Cost for Preparing Proposal
The cost for developing the proposal is the sole responsibility of the bidder. All
proposals submitted become the property of the City.
• Contract Discussions
Prior to award, the apparent successful firm may be required to enter into discussions
with the City to resolve any contractual differences. These discussions are to be
finalized, and all exceptions resolved within one (1) week from notification. If no
resolution is reached, the proposal may be rejected, and discussions will be initiated
with the second highest scoring firm and so on. See Exhibit B for a sample agreement.
• Confidentiality Requirements
The staff members assigned to this project may be required to sign a departmental non-
' disclosure statement. Proposals are subject to the Freedom of Information Act. The
City cannot protect proprietary data submitted in proposals.
" ♦ Financial Information
The City is concerned about bidders' financial capability to perform, therefore, may
ask you to provide sufficient data to allow for an evaluation of your firm's financial
capabilities.
• Payment by Electronic Funds Transfer—EFT:
The City requires that payment be made directly to the vendor's bank account via an
Electronic Fund Transfer(EFT)process. Banking information will need to be provided
to the City via an Electronic Credit Authorization form. A City Representative will
provide the Electronic Credit Authorization form upon award. Vendor will receive an
Electronic Remittance Advice with the payment details via email. It is solely the
responsibility of the vendor to immediately notify the City of any change to their
information related to payments.
• Insurance Requirements
City Resolution 2008-63 requires that licensees, lessees,and vendors have an approved
Certificate of Insurance (not a declaration or policy) on file with the City for the
issuance of a permit or contract. Within ten (10) consecutive calendar days of award
of contract, successful bidder must furnish the City with the Certificates of Insurance
proving coverage as specified in Appendix B. Failure to furnish the required
certificates within the time allowed will result in forfeiture of the Proposal Security.
Please carefully review the Sample Agreement and Insurance Requirements before
responding to the Request for Proposal enclosed herein. The terms of the agreement,
including insurance requirements have been mandated by City Council and can be
modified only if extraordinary circumstances exist. Your response to the Request for
Proposal must indicate if you are unwilling or unable to execute the agreement as
drafted as well as providing the insurance requirements. The City will consider this in
determining responsiveness to the Request for Proposal.
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11. CONCLUSION
The City seeks to partner with vendors/firms who are committed to delivering high-quality,
accessible services. The City is committed to full compliance with the Americans with Disabilities
Act(ADA)and all applicable accessibility laws and standards. Accessibility is a core requirement
of this solicitation and will be considered throughout the evaluation and contract performance
process.
8
APPENDIX A
REQUEST FOR PROPOSAL
VENDOR APPLICATION FORM
TYPE OF APPLICANT: ❑ NEW ❑ CURRENT VENDOR
Legal Contractual Name of Corporation:
Contact Person for Agreement:
Corporate Mailing Address:
City, State and Zip Code:
E-Mail Address:
Phone: Fax:
Contact Person for Proposals:
Title: E-Mail Address:
Business Telephone: Business Fax:
Year Business was Established:
Is your business: (check one)
❑ NON PROFIT CORPORATION ❑ FOR PROFIT CORPORATION
Is your business: (check one)
❑ CORPORATION ❑ LIMITED LIABILITY PARTNERSHIP
n INDIVIDUAL ❑ SOLE PROPRIETORSHIP
PARTNERSHIP ❑ UNINCORPORATED ASSOCIATION
1 oft
Names& Titles of Corporate Board Members
(Also list Names&Titles of persons with written authorization/resolution to sign contracts)
Names Title Phone
Federal Tax Identification Number:
City of Huntington Beach Business License Number:
(If none, you must obtain a Huntington Beach Business License upon award of contract.)
City of Huntington Beach Business License Expiration Date:
2 of
References of Work Performed Form
Comany Name:
1. Name of Reference:
Address:
Contact Name: Phone Number:
Email:
Dates of Business:
2. Name of Reference:
Address:
Contact Name: Phone Number:
Email:
Dates of Business:
3. Name of Reference:
Address:
Contact Name: Phone Number:
Email:
Dates of Business:
APPENDIX B
PROFESSIONAL SERVICES CONTRACT BETWEEN
THE CITY OF HUNTINGTON BEACH AND
FOR
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 , a hereinafter referred to as "CONSULTANT."
WHEREAS, CITY desires to engage the services of a consultant to ; and
Pursuant to documentation on file in the office of the City Clerk, the provisions of the
Huntington Beach Municipal Code, Chapter 3.03, relating to procurement of professional
service contracts have been complied with; and
CONSULTANT has been selected to perform these services,
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 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"). This
Agreement shall automatically terminate three (3) years from the Commencement Date,
unless extended or sooner terminated as provided herein. All tasks specified in Exhibit "A"
shall be completed no later than from the Commencement Date. The time for
performance of the tasks identified in Exhibit "A" are generally to be shown in Exhibit "A."
This schedule may be amended to benefit the PROJECT if mutually agreed to in writing by
CITY and CONSULTANT.
In the event the Commencement Date precedes the Effective Date,
CONSULTANT shall be bound by all terms and conditions as provided herein.
4. COMPENSATION
In consideration of the performance of the services described herein, CITY
agrees to pay CONSULTANT on a time and materials basis at the rates specified in Exhibit
"B," which is attached hereto and incorporated by reference into this Agreement, a fee,
including all costs and expenses, not to exceed Dollars ($ ).
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 of Exhibit "B."
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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 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 hereby agrees to protect, defend, indemnify and hold
harmless CITY, its officers, elected or appointed officials, employees, agents and volunteers
from and against any and all claims, damages, losses, expenses, judgments, demands and
defense costs (including, without limitation, costs and fees of litigation of every nature or
liability of any kind or nature) arising out of or in connection with CONSULTANT's (or
CONSULTANT's subcontractors, if any) negligent (or alleged negligent) performance of this
Agreement or its failure to comply with any of its obligations contained in this Agreement by
CONSULTANT, its officers, agents or employees except such loss or damage which was
caused by the sole negligence or willful misconduct of CITY. CONSULTANT will conduct
all defense at its sole cost and expense and CITY shall approve selection of CONSULTANT's
counsel. This indemnity shall apply to all claims and liability regardless of whether any
insurance policies are applicable. The policy limits do not act as limitation upon the amount
of indemnification to be provided by CONSULTANT.
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
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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.
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 effect
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.
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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 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
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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.
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 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.
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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
ATTN:
2000 Main Street
Huntington Beach, CA 92648
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
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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 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.
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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 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.
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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.
CONSULTANT's initials
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 understandings and agreements whether oral or in writing
between the parties respecting the subject matter hereof.
29. EFFECTIVE DATE
IN WITNESS WHEREOF, the parties hereto have caused this Agreement to be
executed by and through their authorized officers. This Agreement shall be effective on the
date of its approval by the City Council. This Agreement shall expire when terminated as
provided herein.
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CONSULTANT,
CITY OF HUNTINGTON BEACH, a
municipal corporation of the State of
COMPANY NAME California
Mayor
By:
print name City Clerk
ITS: (circle one)Chairman/PresidentNice President
INITIATED AND APPROVED:
AND
By:
print name
ITS: (circle one)Secretary/Chief Financial Officer/Asst.
Secretary-Treasurer REVIEWED AND APPROVED:
City Manager
APPROVED AS TO FORM:
City Attorney
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EXHIBIT "A"
A. STATEMENT OF WORK: (Narrative of work to be performed)
B. CONSULTANT'S DUTIES AND RESPONSIBILITIES:
C. CITY'S DUTIES AND RESPONSIBILITIES:
D. WORK PROGRAM/PROJECT SCHEDULE:
EXHIBIT A
EXHIBIT"B"
Payment Schedule(Hourly Payment)
A. Hourly Rate
CONSULTANT'S fees for such services shall be based upon the following hourly rate and cost
schedule:
B. Travel Charges for time during travel are not reimbursable.
C. Billing
All billing shall be done monthly in fifteen (15) minute increments and matched to an
appropriate breakdown of the time that was taken to perform that work and who
performed it.
2. Each month's bill should include a total to date. That total should provide, at a glance,
the total fees and costs incurred to date for the project.
3. A copy of memoranda, letters, reports, calculations and other documentation prepared
by CONSULTANT may be required to be submitted to CITY to demonstrate progress
toward completion of tasks. In the event CITY rejects or has comments on any such
product, CITY shall identify specific requirements for satisfactory completion.
4. CONSULTANT shall submit to CITY an invoice for each monthly payment due.
Such invoice shall:
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.
Upon submission of any such invoice, if CITY is satisfied that CONSULTANT is
making satisfactory progress toward completion of tasks in accordance with this
Agreement, CITY shall approve the invoice, in which event payment shall be made
within thirty (30) days of receipt of the invoice by CITY. Such approval shall not be
unreasonably withheld. If CITY does not approve an invoice, CITY shall notify
CONSULTANT in writing of the reasons for non-approval and the schedule of
performance set forth in Exhibit "A" may at the option of CITY be suspended until
the parties agree that past performance by CONSULTANT is in, or has been brought
into compliance, or until this Agreement has expired or is terminated as provided
herein.
1
Exhibit B
5. 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.
2
Exhibit B
EXHIBIT "B"
Payment Schedule(Fixed Fee Payment)
1. CONSULTANT shall be entitled to monthly progress payments toward the fixed fee set
forth herein in accordance with the following progress and payment schedules.
2. Delivery of work product: A copy of every memorandum, letter, report,calculation and
other documentation prepared by CONSULTANT shall be submitted to CITY to demonstrate progress
toward completion of tasks. In the event CITY rejects or has comments on any such product, CITY
shall identify specific requirements for satisfactory completion.
3. CONSULTANT shall submit to CITY an invoice for each monthly progress payment
due. Such invoice shall:
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 CONSULTANTs 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.
Upon submission of any such invoice, if CITY is satisfied that CONSULTANT is making
satisfactory progress toward completion of tasks in accordance with this Agreement, CITY shall
approve the invoice, in which event payment shall be made within thirty (30) days of receipt of the
invoice by CITY. Such approval shall not be unreasonably withheld. If CITY does not approve an
invoice, CITY shall notify CONSULTANT in writing of the reasons for non-approval and the schedule
of performance set forth in Exhibit "A" may at the option of CITY be suspended until the parties agree
that past performance by CONSULTANT is in, or has been brought into compliance, or until this
Agreement has expired or is terminated as provided herein.
4. 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.
Exhibit B
PROFESSIONAL SERVICES CONTRACT BETWEEN
THE CITY OF HUNTINGTON BEACH AND
FOR
Table of Contents
1 Scope of Services 1
2 City Staff Assistance 2
3 Term; Time of Performance 2
4 Compensation 2
5 Extra Work 2
6 Method of Payment 3
7 Disposition of Plans, Estimates and Other Documents 3
8 Hold Harmless 3
9 Professional Liability Insurance 4
10 Certificate of Insurance 5
11 Independent Contractor 6
12 Termination of Agreement 6
13 Assignment and Delegation 6
14 Copyrights/Patents 7
15 City Employees and Officials 7
16 Notices 7
17 Consent 8
18 Modification 8
19 Section Headings 8
20 Interpretation of this Agreement 8
21 Duplicate Original 9
22 Immigration 9
23 Legal Services Subcontracting Prohibited 9
24 Attorney's Fees 10
25 Survival 10
26 Governing Law 10
27 Signatories 10
28 Entirety 10
29 Effective Date 11
APPENDIX C
CITY OF HUNTINGTON BEACH
Phone: 714-374-5373 E-mail: RMinsurance(c�surfcity-hb.orq
Insurance Requirements vary for different applicants.Please see the below listed applicant types
followed by the insurance requirements.
City of Huntington Beach Resolution 2008-63 requires that contractors,permittees,licensees/lessees and
vendors have an approved Certificate of Insurance on file with the City of Huntington Beach for the
issuance of any permit or city contract.
The insurance certificate must be approved by the City Attorney's Office as to meeting all of the city's
insurance requirements. An original certificate is required or a PDF version attached to an email may be
forwarded. If the insurance certificate is faxed,it must come directly from the insurance provider to the
City of Huntington Beach.All insurance must be from a California admitted carrier with a current A.M.
Best's Rating of no less than A:VII
1.CONTRACTORS—Any persons or entities or Contract with the City and/or provide service to the City
which are readily available and efficiently procured by competitive bidding.
Requirements: General Liability, Workers'Compensation,Auto Liability,Additional Insured
Endorsements
2.DESIGN PROFESSIONALS-Professional Service contractors who contract with the City and/or
provide architectural and/or engineering services to the City.
Requirements:Errors and Emissions(Professional Liability)$1,000,000 coverage
3.LICENSEES/LESSEES—any person or entities who make contract with the city for the use of public
property.
Requirements: General Liability, Workers'Compensation, Property Insurance(full replacement costs with
no coinsurance penalty provision),Additional Insured Endorsement
4.PERMITEES—any persons or entities who make application to the City for any use of encroachment
upon any street,waterway,pier,or City property.
Requirements: General Liability, Workers'Compensation,Auto Liability,Additional Insured
Endorsements
5.PROFESSIONAL SERVICES—means those services,which involve the exercise of professional
discretion and independent judgment on an advanced or specialized knowledge,expertise or training gained
by formal studies or experience or services which are not readily or efficiently procured by competitive
bidding pursuant to Huntington Beach Municipal Code Section 3.02.Such Services shall include but not be
limited to those services provided by appraisers,architects,attorneys,engineers,instructors,insurance
advisors,physicians and other specialized consultants.
Requirements:Errors and Omissions(Professional Liability)$1,000,000 coverage
Private Property Work Permit Requirements—If the planned work does not involve public property or
its right-of-way(e.g.sidewalk/street),the Workers'Compensation Certificate is the only insurance
requirement. However,if the work site is adjacent to or attached to public property,the City Attorney's
Office must be informed for consideration of liability and decide whether or not to approve the certificate
with a specific"Private Property Only"approval stamp.
➢ General Liability(G/L)—The general liability requirement is for$1,000,000 with"per
occurrence"type claims coverage and a separate"Additional Insured Endorsement"page listing
both the policy number and naming the"City of Huntington Beach, its officers, elected or
appointed officials, employees, agents and volunteers"as additional insured on the endorsement.
(see below for Additional Insured requirements)
> Additional Insured Endorsement Requirements—The City,its officers,elected or appointed
officials,employees,agents and volunteers are to be specifically named and covered as additional
insureds by separate attached endorsement(s)as respects liability arising out of action performed
by or on behalf of the contractor,products and completed operations of the contractor,premises
owned,occupied or used by the contractor,or automobiles owned,leased or borrowed by the
contractor.The coverage shall contain no special limitations on the scope of protection afforded to
the City,its agents,officers and employees. The endorsement should include the policy number it
correlates to.
➢ Primary Insurance—General Liability Insurance coverage shall be primary insurance as respects
the City,its agents,officers,and employees.Any insurance or self-insurance maintained by the
City,its agents,officers,and employees shall be excess of the submitted insurance and shall not
contribute with it.
➢ Description of work—The staff contact and purpose of the evidence of coverage must be
identified on the certificate of insurance.
➢ Automotive Insurance—Automobile insurance requirement is for$1,000,000 and a separate
"Additional Insured Endorsement"page listing both the policy number and naming the"City of
Huntington Beach, its officers, elected or appointed officials, employees,agents and volunteers"
as additional insured on the endorsement.Permittees who do not use vehicles or equipment in
connection with the permit can request to waive the Auto insurance requirement.
➢ Worker's Compensation Insurance(W/C)—As required by the State of California,with
Statutory Limits and Employer's Liability Insurance with a limit of no less than$1,000,000 per
accident for bodily injury or disease.
Certificate holder listed on the certificate is:
City of Huntington Beach,2000 Main St.,Huntington Beach,CA 92648.
If your organization/company has no compensated employees working on the project,you may
complete and return a"Non-Employer Status"form to be used in lieu of a W/C insurance
certificate.
> Cancellation Clause Notice—The cancellation clause must contain a thirty(30)day notice. A ten
(10)day notice for non-payment of premium is acceptable in combination with 30 day notice.
➢ Professional Liability—Coverage must be provided at a minimum of$1,000,000 per occurrence
and in the aggregate.
> Deductibles—The following deductibles are acceptable and all others must be removed from the
insurance policy or a waiver can be requested(No allowances for SIR):
o General Liability-$5,000
o Auto Liability -$1,000
o Professional Liability/Errors&Omissions-$10,000
➢ Waiver Procedure—If unable to comply with a requirement,the"INSURED"may request a
waiver of a specific requirement. The Insurance Waiver form is an internal form that the City of
Huntington Beach will complete.(see following page for waiver form) The exception to the
waiver is the G/L&Auto"Additional Insured Endorsement"page.
Waiver Procedure
To request a waiver,indicate here❑and provide a brief description( 1—2 sentences)of the
proposed work/project,its dollar value(if not a specific dollar amount,use an average,annual
estimate or non-profit)and projected timeframe(per job or as-needed basis).
For substantial dollar deductible/SIR amounts,a financial statement is required(Balance Sheet,
Budget Reports,Dun&Bradstreet Report,etc.).
Waiver Requested:
Encroachment Permit❑ Private Property Work Permit❑ Consultant Services
Other:
Proposed Work:
Dollar Value:
Projected Timeframe:
From: Tom McDaniel
To: suoolementalcommtsurfcity-hb.orq
Subject: Request for Continuance—Huntington Club Project
Date: Thursday,April 16,2026 8:26:01 AM
Attachments: Exhibit A-THC Rules&Regulations 2026.odf
rxhiblt B-THC Section 1.3(b)Detailing membership rlahts.odt
Exhibit C-THC Updates to the Rules&Regulations 2026,odf
rxhiblt D-THC email dated Feb.7.2026-Camaraderie Clubs to Members.odf
,1
You don't often get email from tr.ranch@gmaii.com,I earn why this is important : a -
Dear Mayor McKeon,
I presented at the March 17 hearing on the Huntington Club project in support of the
appellants. As a long time resident of Huntington Beach and member of the Huntington
Club, I want to share these further observations on the project for your consideration now
because I will be out of the State for the April 21 continuance hearing on the project.
I truly appreciated your questions at the March 17 hearing regarding how and who the lodging
component would be operated by and integrated with the club's existing facilities and operations.
The attached letter expands on those concerns and highlights areas where the operational
framework and relationship between the land owner and the operating manager remains unclear.
In short, the letter requests a further continuance so that key gaps in the record—particularly
around construction phasing, operational planning, and financial analysis of the bungalow/loft
component of the project—can be addressed before a final decision.
Please find attached my letter regarding The Huntington Club project, along with supporting
materials referenced in the letter.
Thank you for your time and consideration.
Tom McDaniel
April 2, 2026
Dear Mayor and Members of the City Council,
I attended and provided testimony at the March 17 public hearing regarding the proposed
project by Golf Realty Fund to demolish and replace the existing tennis, fitness, and
swimming facilities, and to construct member/guest bungalows, an access road, and loft
units atop the new tennis clubhouse.
In my testimony, I raised concerns regarding health and safety risks and the significant
negative impact on member experience and retention during a prolonged construction
project within an active operating tennis/pickleball and fitness operation.) also shared my
direct experience from another private club where similar guest bungalow facilities proved
to be both a financial and operational failure. Member utilization was low, occupancy rates
were insufficient to cover operating costs, and the units were ultimately sold.
I am writing to expand upon those concerns and to respectfully urge the City Council
to broaden the record in three key areas before making a final decision on this
project.
Membership involvement in the planning process. On March 16 Huntington Club
members received an email from Club Management requiring approval of updated 2026
Rules and Regulations by April 30, 2026—effective March 16, the day before the March 17
City Council hearing. These communications state that approval is needed by April 30 to
maintain active membership status and club privileges (Exhibit A).
Importantly, the updated Rules and Regulations, Section 1.3b ( Exhibit B), explicitly states
that, as a non-equity and non- participatory club, members have no rights or standing with
regard to Club operations or capital project decisions. This section cites that" The Owner
and Club Management have the right to make any and all the facilities unavailable for
use for some period of time, due to construction of improvements, health and safety
concerns, repairs, government order or other reasons In their sole discretion, and
Members shall not receive any abatement of dues during such periods of
unavailability".
A March 16 communication to members, ( Exhibit C ) lists the specific changes to the Rules
& Regulations; but, makes no disclosure whatsoever about the proposed project or the
significant impact on membership health and safety,facility availability and reduced
amenities over a long and complicated infill construction project.
When viewed in context of the proposed project, these provisions take on far greater
significance and raise serious concerns regarding transparency and member
awareness.
Bungalow/Loft Management- Questions raised at the March 17 hearing regarding the
operational responsibility for the proposed bungalow and loft components of the project
remain unresolved. A February 7, 2026 communication (Exhibit D), from Club Management
to members makes clear that:
• Club Management does not endorse the land owner's assertions regarding the
economic viability of the bungalow/access road and loft components of the project.
• Club Management has no financial interest in, nor obligation to operate, the
bungalow/loft components of the project.
• Club Management states their primary focus has been to compel the property
owner to fulfill a long-standing contractual obligation to rebuild the pool and
upgrade fitness facilities, obligations that do not include bungalows and lofts.
During a long and disruptive period of construction, Club Management will bear the burden
of operating the tennis/pickleball and fitness facilities. A situation presenting members with
construction safety risk, periods of extended facility closure and significantly reduced Club
amenities. Membership attrition would be the likely response with a commensurate
negative impact on operating margins. Thus, the lack of any formal input from the Club
Operator in this process, particularly the bungalow/loft elements, is concerning and
warrants further review.
In summary, because club members have no formal standing in decisions regarding
Club operations or capital investment, we must look to the City Council to ensure
that all relevant impacts are fully evaluated. These include:
• Health and safety risks associated with extended construction in an active
recreational setting
•The financial viability and member benefit of the proposed bungalow and loft
components of the project
• The absence of a clearly defined operational plan during a multi-year " infill "
construction project
For these reasons, I believe the record underpinning a decision on this project needs to be
expanded and the City Council should direct the Owner and Club Manager to develop plans
and analysis covering the following areas.
1. Construction Phasing and Safety Plan
A detailed plan outlining construction sequencing, safety protocols, and measures to
protect members, guests, and surrounding residents. This should include clear timelines for
facility closures and the extent of reduced access to club amenities.
2. Bungalow/Loft Member Demand and Financial Viability Analysis
An independent assessment of member demand for guest bungalows/lofts, supported by a
formal economic assessment of their financial viability taking into consideration occupancy
expectations ( member survey ), operating costs and projected economic benefit to the
City.
3. Operational Continuity Plan
A comprehensive plan developed jointly by ownership and Club Management detailing how
tennis, pickleball, and fitness operations will be maintained during construction. This should
include mitigation strategies for reduced amenities, anticipated membership attrition, and
potential financial impacts, including dues increases.
This is a significant project with long-term implications for the Huntington Beach community.
Granting a continuance of at least 60 days to allow for the construct of a more complete
record will better position the City Council to make a fully informed decision on this project
that best serves the interests of all stakeholders.
Respectfully,
Tom McDaniel
Member of the Huntington Club & Huntington Beach Resident
EXHIBIT A
cAi$AO,0--L-a, e.
t.rot,
The Huntington Club(Camaraderie Clubs) has sent you the file n171O
Bales &Regut'atiotas 2da$"Ioryour review end signature .
REVIEW & COMPLETE
near The F1untington Club Member,: Wa have updated fIve Rates.&l egutaiions end
Membership Guidelines at The Huntington Club to reflect our rnost current policies and
offerings These updates are designed to provide greater clarify, improve the member
experience, and ensure our policies ergn With the evolving needs of our community:
Please review an `sign the updated 2026 Rules &Regulations and Club Guidelines using
the secure Sertifi 1iftk above. Your signature slequired by April aor ao to ntn►ntafrr your
active membership.and club privileges, We appreciate your aftenflail to these updates
and your continued commitment to our club community Thank you for your prompt
attention td`iris.matter,
Alternatively to review and•sign.yon may copy and paste:Ih.e fotlbwing URL in.your
browser: bttps://iivwksertiticomICernatecieneCtunstr asI x?su X1 QyPXfOnrezpm1
1t ycu have any questions related to documents or wish fo contact the`Huntington Ctuk
please en aii ai receptionist cOthehuntingtanciub_com
im-n I IMP , 1 a
ARTICLE I.
DEFINITIONS-AND APPLICATION
1',1 THE CLUB;THE OWNER; THE-LANDLORD
The 'Club" refers to the facilities provided at-The Huntington.Club located at 6501
Palm Ave., Huntington Beach California 92648, The "Owner"refers to.The.Huntington
Club, LLC The"Landlord" refers to the owner of the-real estate at the Club..
1.2 CLUB MVMANAGEMENT; MANAGER
"Club Management"refers to The:Camaraderie Clubs Management LLO,which:
manages The Club and its successors:In Interest: "Manager" refers to the General'
Manager of the Club, Club Management has authority over the.affairs of the Club,.
1.3 MEMBERSHIP!
Via): A"Mer bershlp1`is the contractual prlviiege'by which designated persons
enter onto the Club:for the exclusive purpose of using and.enjoying;the available°
facilities at the'times-and in the manner set forth in these Rules and Regulations A
"-Member" Is the:perrOn obligatedforthe payment of all fees,.dues, fines and:charges.
Members agree'to be:hound by these Rules and Regulations as presently enacted or'
hereafter amended.Amendments-to the Rules and Regulations Shall be made available:
by Club Management upon request:-
(b) The-Club is not en eiwity club. Membership is non-equity and fort.
participatory, Membership does not imply any right or privilege to participate in or to
administer the Club business-policies and does hot create any vested or proprietary
right o₹any kind In land,the Club, Club Management or the'assets of Club Management:
or the Club.Membership does not Create any presumption that the facilities or services
that are now or hereafter available will continue to be available,:The Owner and Club,
Management have the right:to make any or all facilities unavailable for use for some
period of time; due to:construction of improvements, health and'safety concernai
repairs, governmental-order or other reasons In their sole discretion, and Members shall.
not receive any abatement of dues during such periods of full or partial:unavailability,
Membership privileges should not be viewed as an investment:and;no person obtaining
Membership privileges should expect to derive any economic'benefits from membership=
in the Club These Rules and Regulations,Application for Membership) Club:Guidelines
and other membership documents have not been reviewed nor endorsed by any federal
dr state authority.
2
From: Shari enael
To: suoolementalcomme surfcity-hb.org
Subject: FORMAL FILING:Supplemental Communication for Items 26-324 and 27(Meeting Date:April 21,2026)
Date: Thursday,April 16,2026 10:57:02 AM
Attachments: KW1.ong
KW2.png
TW 1.ong
You don't often get email from sengelhb@yahoo.com.J earn why this is important
Dear City Clerk, City Attorney, and City Manager,
I am writing to formally place on the public record for the April 21, 2026, City Council
meeting my objection to the ongoing procurement process involving Wolffhaus (File
26-324 / RFP #140902).
The administrative record for this project contains a pattern of"last-minute"
justifications that suggest a coordinated effort to bypass city and federal guardrails to
ensure a predetermined outcome for a specific vendor.
1. Misuse of Federal Office and Illegal Endorsement (Item 26-324) The city's
"technical justification" for this vendor relies on a letter from Kristin Walker, who
explicitly identifies himself as the Reliability Technology Branch Chief at the
Aviation and Missile Command at Redstone Arsenal, Alabama. By utilizing his
Department of Defense (DoD) title and 25 years of federal experience to
endorse a private enterprise, Mr. Walker has committed a prima facie violation
of 5 C.F.R. § 2635.702. The city cannot legally accept a bid predicated on a
violation of federal ethics laws.
2. Coordinated Administrative Irregularities and Cleanup Public record disclosures
indicate a frantic effort to bypass city business requirements. The Wolffhaus
business license application was received on April 6, 2026—the same afternoon
the Walker letter arrived—yet was backdated to February 1st. Furthermore, the
use of an automotive tire shop address (17011 Beach Blvd) as the headquarters
for a $720,000 media audit should have triggered an immediate due diligence
stop. Instead, it appears the city is willing to do whatever it takes to justify hiring
a shell entity.
3. Objection to Political Interference via Ad-hoc Committee (Item 27) I formally
object to the proposal in Item 27 to create a City Council Ad-hoc Committee to
review RFP proposals. Given the documented federal ethics violations and
licensing irregularities, the vetting process must remain with non-partisan,
professional City Staff. Allowing a political committee to "hand-pick" a vendor
whose entry into this process is already ethically compromised would constitute
a gross failure of the city's procurement integrity.
Formal Demand: I demand that the Kristin Walker letter be struck from the record and
that any vendor utilizing illegal federal endorsements or irregular licensing be
disqualified. If the city persists in utilizing these compromised documents to justify a
$720,000 expenditure, I will proceed with a formal referral to the Department of
Defense Office of Inspector General (OIG) and the Command Counsel at Redstone
Arsenal.
Respectfully,
Shari Engel, Resident, Huntington Beach
From: Carol D.
To: 5uoplementalcomm aasurfcity-hb.orq;CITY COUNCIL(INCL.CMO STAFF)
Subject: Strong NO for Agenda#27,#26-373
Date: Friday,April 17,2026 6:47:16 AM
Dear Mayor McKeon and City Council Members,
I am strongly opposed to Agenda#27, 26-373, which would create a 3-member ad hoc
committee to review and recommend the bids for the$720,000 project initially proposed by
Wolffhaus (one of the bidders!)to provide PR, branding, media, merchandising for the city.
This reeks of cronyism. First, you accept an audit for$30,000 from an acquaintance of one of
the city council members who clearly does not have the background needed for such a multi-
faceted undertaking. Then to ensure that this contract is awarded to Wolffhaus (or possibly
another friend?), you are now recommending a 3-member committee to decide which firm to
use for this large expenditure! Let me guess,will this committee consist of Casey, Pat and
Don,who all appear ready to give Wolffhaus the contract?
I urge you to consult with ALL members of the council regarding this decision on how to use
our taxpayer money. Be transparent with the public and issue the contract to the best firm
with the expertise to accomplish the objectives.
Thank you,
Carol Daus
30-year Huntington Beach resident
From: Pat Goodman
To: McKeon,Casey;suDDlementalcommCa)surfcity-hb.orq;CITY COUNCIL.(INCL.CMG STAFF)
Cc: Vigliotta,Mike;Hopkins.Travis
Subject: Please Pull Item# 18 Approve and Adopt Minutes,Correct Item#27,Approve#28-26-379
Date: Sunday,April 19,2026 10:22:54 AM
Dear Mayor McKeon and City Council Members,
I am writing to ask you to address three specific items at Tuesday's meeting.
Item #18 - Approve and Adopt Minutes (April 7, 2026)
Please pull Item #18 from the consent calendar and correct the record before
approving the April 7, 2026 minutes. The minutes attribute a statement to
Mayor McKeon that the Wolffhaus contract was not subject to a Request for
Proposals. That statement is incorrect, and the minutes should reflect the
following corrections:
1. "City Charter Section 13" does not exist. This citation must be
deleted or corrected. I could not find such section that governs
professional services procurement.
2. Budget status does not eliminate the RFP requirement. Under
HBMC §3.03.060, competitive proposals from at least three qualified
firms are required regardless of whether funds are available.
3. No specific FY 2025-26 budget line item was identified in any
supporting document or discussion to fund this contract. The public is
entitled to know precisely where this money is budgeted.
Council members are free to speak their minds, but when statements entered
into the public record are factually incorrect, the minutes must reflect the
accurate legal and factual record. I ask that these corrections be annotated
in the April 7 minutes.
Item #27 - Ad Hoc Committee for Branding and Marketing RFP
If the Council moves forward with a branding and marketing contract, I urge
you to revise the proposed structure and make up of the review committee. A
self-appointed ad hoc committee should not be reviewing and selecting
proposals. Instead, please direct the City Manager to:
• Convene a staff-led RFP review committee
• Evaluate all proposals against objective, published criteria
• Present the top three recommendations to the City Council and the
public prior to any contract award
All proposals and staff analysis should be made publicly available before the
award meeting. No council member should serve on the review committee.
Any council member who has a personal or business relationship with a firm
among the top three recommended finalists — or who has publicly expressed
support for a specific vendor — should recuse themselves from the contract
award vote. These steps will go a long way toward restoring public trust.
Item #28 — 26-379
Please vote yes on Item #28. Councilmember Williams' proposal goes to the
heart of the problem exposed by the Wolffhaus contract. Clearly establishing
and communicating the City's procurement procedures will be educational
for the Council, staff, and public alike — and will help prevent this situation
from recurring.
A Final Word on Governance
We often hear that the City should be run like a business. The Wolffhaus
contract is an example of what goes wrong when that analogy is taken too
far.
A private business exists to create value for its owners and can move quickly,
informally, and without public process. A city government exists to serve all
residents equally, and is accountable to the public (voters and taxpayers)
through law, transparency, and democratic elections. The rules governing
how a city spends money and awards contracts are fundamentally different
from those in the private sector — and shortcuts that may be acceptable in
business are often illegal in government.
The Council majority has now had more than three years in office. The public
expects — and the law requires — that its elected officials understand and
follow proper procurement procedures. These rules exist not only to protect
taxpayers, but to protect elected officials themselves from appearances of
favoritism, conflicts of interest, and misuse of public funds.
I would also encourage the Council to adopt cost-benefit analysis by
independent financial professionals as a standard tool when evaluating
revenue-generating projects. Objective data leads to better decisions.
Huntington Beach is a remarkable city — with world-class beaches, excellent
parks and libraries, strong public safety, and neighborhoods people actively
seek out. Residents, visitors, homeowners, and businesses all benefit from
what makes this city exceptional. Governing it with the transparency,
accountability, and rigor it deserves is how we protect that value for
everyone.
Pat Goodman
From: Russell Neal
To: suDolementalcomm(alsurfcity-hb.orq
Cc: Russell Neal
Subject: Item 27,and 26-379
Date: Monday,April 20,2026 1:47:41 PM
There are two underlying issues with respect to the proposed Creative Strategy RFP. The first
is the urgency of getting something done in time to take advantage of the upcoming 4th of July
opportunities. The second is meeting concerns about openness and fairness of the bidding and
awards process for this contract.
The RFP currently on the table is a compromise which meets neither concern. It is too slow
for the first and too fast for the second.
I propose splitting the procurement into two parts. The first would be a directed procurement
to Wolffhaus for the limited scope of the 4th of July plan.
The second would be an RFP for the whole, long-term Creative Strategy Plan without the 4th
of July time pressure. More time could be allowed for development, of this RFP,
consideration of community input, and for bidder response.
If this approach is acceptable,we could perhaps move on to things more productive and less
acrimonious.
I do not think the proposed open discussion session concerning related matters is compatible
with the format of a Council session and do not believe any good can come from it. I suggest
focusing on reaching a workable compromise such as I have suggested and moving on.
Thank you.
From: Tim Holland •
To: uoolementalcommasurfcityhb.orq •
Subject: Wolffhaus payout •
Date: Sunday,April 19,2026 7:01:53 PM •
You don t often get email from tarn holland20@yahoo.com I Pamwhy this is important
No! What the heck are you stealing our tax payer dollars for?This guy seems to be a whack
job getting$ 750,000 because he's related to the mayor. Dear Mayor--this is on you!
Follow the rules and the law. I see you need a bail out for the negative publicity you and yours
have laid on our city. I see your effort to turn the tide. But why would you not seek a solid,
established,professional firm instead of a phone-sex guy from Montana?????
Sent from Yahoo Mail for iPhone
From: )an Madnick
To: CITY COUNCIL(INCL.CMO STAFF);Suoolementalcomm(@surfcity-hb.orq
Subject: Item 27
Date: Monday,April 20,2026 3:43:02 PM
It sometimes seems as though we citizens just need to copy and resend our comments on some of the issues you
actually discuss in public at the CC meeting. That being said,I'm frankly incredulous that Mayor McKeon would
think it appropriate to propose an Ad Hoc committee of you council members to review and evaluate the RFP
proposals which have been submitted regarding the previous agenda item#22. REALLY99999
First of all,YOUR feelings on this matter are already in public view as you pushed for giving Wolfhaus almost a
quarter of a million dollars with no proof of prior successes in helping any city "rebrand"back to a welcoming city.
Is there anyone who believes YOU would consider all of the bids equally and fairly? I don't know about others,but
I don't.
I've heard that at least 40 companies have submitted their proposals---probably quite a few that are local. We
have a city staff whose job parameters include evaluating such proposals and then submitting them to the Council
for approval--NOT an Ad Hoc committee made up of you on the council.
Finally,just the fact that you,Casey,pushed the item to hire Wolfhaus would suggest that you,and other council
members who publicly pushed for this contract,should recuse yourselves from considering this company at all.
Certainly you will receive many comments regarding this highly inappropriate move. Let's see if you acknowledge
this misstep and move on in accordance with our City Charter---especially as you love to flaunt it!
Thank you,
Jan Madnick
44 year resident
From: diannef22(Wahoo.com
To: suoolementalcomm(@surfcity-hb,org
Subject: Agenda Items 25,26,27,New(28)
Date: Monday,April 20,2026 4:38:36 PM
Item 25: Please vote to defeat this item. After reading the background information, it
seems like quite the convoluted stretch to try to make a connection between
Huntington Beach and President Theodore Roosevelt. Furthermore, Theodore
Roosevelt was a Progressive and a Conservationist. This Council has actively tried to
restart oil drilling in HB and intended to allow a massive light show to disrupt the
wildlife in Central Park. Nothing in Theodore Roosevelt's biography matches with the
goals of this Council and this item is clearly an attempt to distract from what you have
been and will be doing.
Item 26: Please vote to defeat this item. It is NOT the job of the Council to be
reviewing the City's lease portfolio. If there is a desire to look at the leases, pass an
item asking staff to compile the information and make recommendations to the
Council so the Council can discuss all of the information at a public meeting, not
behind closed doors in an ad-hoc session. Please return to basic good governance.
Item 27: Please vote to defeat this item. Again, this item is attempting to use a closed
door, ad-hoc committee to do the work of City staff. It is the job of City Staff to write
RFPs and to receive, and evaluate the subsequent proposals. After the professional
staff has evaluated the proposals, they will present their findings to the Council for
public discussion and guidance for the staff to proceed. In this case in particular, it
seems the resulting contract will be in the neighborhood of$700,000 and moving
forward on that requires public input and public discussion.
New Item (28?): I am very much in favor of this item. It is clear that Wolffhaus
engaged with the City due to his personal relationship with at least one
councilmember. Even after all these weeks, the Wolffhaus website is still not up. Is
that the kind of prompt, responsive work we should expect if the contract is issued to
his company? I am very interested in watching the discussion of this item to make
sure the public has a full understanding of what has transpired so far with our money
and what some councilmembers were ready to just give away without any competition
or public discussion.
Thank you,
Diane James
From: pbenton955Calaol.con1
To: suoplemerlcomm(asurfcity-hb.orq
Subject: Re 26-349
Date: Monday,April 20,2026 11:39:52 AM
IYou don't often get email from bbenton955@aol.corn. Learn why this is important
It has become increasingly obvious that this issue has been exposed for what it
actually is that is a political PR program for members of the City Council looking for
future higher office. It should be dropped immediately and a complete accounting of
exactly what the already given $30,000 was used for. Invoices for those amounts to
be forwarded directly to whomever received any perceived benefit.
Bonnie Benton
1
From: Russell Neal
To: suoolementalcommnsurfcity-hb.orq
Subject: Creative Contract
Date: Thursday,April 16,2026 1:39:29 PM
Upon reviewing this issue, my greatest concern is the urgency of having a process in place that
is at least "good enough" to capture the value from July 4 activities in HB. A perfect, long
term plan can come later, but it would be a shame if whoever gets the contract cannot deliver a
short-term system that can be implemented in time to capture the opportunities offered by this
once-in-a-lifetime event.
Perhaps a limited scope short term directed procurement could be coupled with a longer term
RFP.
Russ Neal
Huntington Beach