City of Huntington Beach
STRATEGIC PLAN2023-2027
TABLE OF CONTENTS
HUNTINGTON BEACH CITY COUNCIL
LETTER FROM THE CITY TEAM
PURPOSE
PROCESS
FRAMEWORK
READING THE PLAN
GOALS AND STRATEGIES
Economic Development
Fiscal Stability
High Performing Organization
Homelessness
Housing
Infrastructure Investment
Public Engagement
Public Safety
ACKNOWLEDGMENTS
3 4
5 6
7 8
9 10
12 14
17 19
21 23
25 27
City of Huntington Beach
STRATEGIC PLAN2023-2027
ATTACHMENT: 2023-2027 IMPLEMENTATION ACTION PLAN
3 City of Huntington Beach - 2023-2027 Strategic Plan
HUNTINGTON BEACH CITY COUNCIL
Huntington Beach Ci ty Council (from le ft to right): Case y McKeon, Rhonda Bolton, Tony Strickla nd, Natalie Moser, Dan Kalmick, Gracey V an Der Mark and Pat Burns Huntington Beach is a full-service Charter City that serves nearly 200,000 residents, 10,000 businesses, and 11 million visitors annually. The City operates under a Council-Manag er form of government whereby residents elect seven Council Members to collaborate with City staff to lead the community and set policies. An appointed City Manager is res ponsible for directing City operations and implementing those policies effectively and efficiently.
Although the City Council is comprised of individuals who represent diverse opinions and objectives, all Council Members share the common goal of conducting the people’s business as one body and in accordance with the Charter. In its Preamble, the Charter states:
“We, the people of the City of Huntington Beach, State of California believe fiscal responsibility and the prudent stewardship of public funds is essential for confidence in government, that ethics and integrity are the foundation of public trust and that just governance is built upon these values.
Through the enactment of this Charter as the fundamental law of the City of Huntington Beach under the Constitution of the State of California, we do hereby exercise the privilege of retaining for ourselves, the benefits of local government, by enacting the laws, rules, regulations and procedures set forth herein pertaining to the governance and operation of our City.
It is incumbent upon those who govern and make decisions for and on behalf of the City of Huntington Beach to legally, as well as morally, abide by the provisions of this Charter, in its strictest sense, to ensure the continued success and and well-being of our fair City.” 4 City of Huntington Beach - 2023-2027 Strategic Plan
LETTER FROM THE CITY TEAM
To the Huntington Beach City Council and Community,
The Executive Leadership Team is pleased to present the City of Huntington Beach 2023-2027 Strategic Plan—a roadmap that outlines the City Council’s major goals over the next four years, the steps and resources to achieve them, and a framework to report progress for greater transparency and community engagement.
The entire OneHB Team across 12 City departments is deeply invested in Huntington Beach’s success.
Using its collective years of experience working with residents and businesses in this dynamic city, the OneHB Team worked to identify implementation actions that the community needs to thrive now and in the future. The process to develop this plan also weighed the best ways to balance available resources and direct them to the highest priorities first. To this end, the contents of the Strategic Plan demonstrate an understanding and commitment to address HB’s current challenges to build a prosperous future for all residents, businesses and visitors.
While the City of Huntington Beach 2023-2027 Strategic Plan signifies the first of many steps, the real work begins following the City Council’s adoption of the Plan. The OneHB Team believes that realizing the promise and potential of the plan will require maintaining focus on the top strategic priorities and pursuing lesser priorities only when resources become available. Through City Council leadership and partnerships with the community, tangible outcomes for public benefit will be accomplished.
Sincerely,
Executive Leadership Team
Alisa Backstrom
John Dankha
Travis Hopkins
Al Zelinka Eric Parra
Theresa St. Peter
Jennifer Villasenor Michael Gates
Ursula Luna-Reynosa
Ashley Wysocki
Robin Estanislau
Catherine Jun
Scott Haberle
Chau Vu
Sunny Han
Jennifer Carey
5 City of Huntington Beach - 2023-2027 Strategic Plan
PURPOSE
Strategic planning is the main opportunity for City Council to define the policies and programs that Huntington Beach should prioritize, over and above normal City operations, within the limited financial, human, and operational resources of the City. It is one of the most important activities that the City engages in, since it lays out a roadmap to guide the City from vision to reality. Ultimately, the Strategic Plan ensures that CIty Council and staff work together towards shared goals that make Huntington Beach an exceptional place to live, visit, and do business.
The Strategic Plan also upholds transparency, keeping the community informed of its upcoming priorities and investments. The City commits to accountability with regular reporting on the Strategic Plan’s progress and public engagment. This is critical, since the Strategic Plan is a living document that can be adjusted as the City’s needs evolve over time.
6 City of Huntington Beach - 2023-2027 Strategic Plan
PROCESS
APRIL 2023
APRIL - MAY 2023
JUNE - AUGUST 2023
MAY 2023
JUNE 2023
City staff prepared an environmental scan to identify factors important to consider during the planning process, i.e., demographics, economic trends, funding, and key changes in recent years.
Facilitators, Baker Tilly, conducted one-on-one interviews with each Council Member, each elected Charter officer, and City Manager to identify their top priorities over the next four years. Priorities that were largely held in common became the 8 goals that form the backbone of the 2023-27 Strategic Plan.
City staff identified the key steps required to complete each strategy and incorporated them into the Implementation Action Plan (attached), staff’s roadmap to complete the Strategic Plan.
SEPTEMBER - OCTOBER 2023
City staff reviewed the draft Strategic Plan with each
Council Member. At the October 3, 2023 City Council
Meeting, public comments were received, and City
Council formally adopted the Strategic Plan.
Baker Tilly led a focus group with the Department Heads to identify the City’s strengths and challenges from an operational perspective. Members also completed a Gap Analysis to identify important strategies, which were presented to City Council during the June 2023 Strategic Plan Workshop.
Baker Tilly conducted a Strategic Plan Workshop with City Council, who received public comments, confirmed the 8 goals, and prioritized the strategies identified by the Department Heads.
A wide range of City representatives and leaders provided their input and expertise to inform the Strategic Plan.
7 City of Huntington Beach - 2023-2027 Strategic Plan
FRAMEWORK
The framework for the Strategic Plan is built around 6 key elements:
The compass that aligns everything the
City does: “Committed to Responsive and
Exceptional Public Service for All”
The foundation that the City’s services is
based on: humility, exceptionality, social
awareness, passion, and integrity
The most important Strategic Plan
priorities identified by City Council
on June 8, 2023
The outcome of successfully
addressing those priorities
Steps required to achieve
City Council’s Goals
A tool to track the
City’s progress
towards each Goal
Service
Vision
OneHB
Values
Goals
Strategies
implementation
Action Plan
Success
Indicators
1 2
3 4
5 6
8 City of Huntington Beach - 2023-2027 Strategic Plan
READING THE PLAN
The following section is the heart of the 2023-27 Strategic Plan. It contains the 8 Goals and 23 Strategies approved by City Council for implementation over the next four years. These 23 strategies were identified as the “big rocks” that will be prioritized first, because they meet one or more of the following criteria:
City Council also reviewed 18 other strategies and identified them as important but not as urgent or critical. Those
Strategies or “Small Rocks” are placed in the Implementation Action Plan which is used to lay out the detailed steps to accomplish each goal (attached). As priority Goals and
Strategies are completed and free up City resources, City Council may consider working with staff to pick up one or more Small Rocks for future implementation, as higher
priority strategies are completed, resources are made
available, community needs evolve, and other factors
present at that time.
Please note that the Strategic Plan is a living document that can be amended, as the CIty’s needs evolve. As such, if the City recommends adding new priorities to the Plan, City Council will carefully assess their feasibility—given the City’s current resources and needs—and determine
if existing priorities must be amended or removed to
accommodate them.
Received four or more straw votes from City Council for prioritization during the Strategic Plan Workshop
Previously approved by City Council and already in progress Faces a timing issue that requires immediate attention
1 2
3 If the big rocks don’t go in first,
they wont be able to fit in later .
9 City of Huntington Beach - 2023-2027 Strategic Plan
GOALS AND STRATEGIES
Available funding to support a high-quality level of programs, services and capital investments and to build a structural surplus.
FISCAL STABILITY
An engaged City workforce committed to responsive and exceptional public service for all. Achieve a customer service satisfaction rating of 90% or higher.
HIGH PERFORMING ORGANIZATION
A community that has easy access to clear, accurate, and timely City information and expresses increased awareness and involvement in City activities.
PUBLIC ENGAGEMENT
Ensure the safety and protection of all community members, both efficiently and effectively.
PUBLIC SAFETY
Maintained and upgraded infrastructure that supports the community’s day-to-day needs in accordance with the City’s Infrastructure Report Card.
INFRASTRUCTURE INVESTMENT
Proactive programs to address diverse housing needs within the City’s jurisdiction.
HOUSING
Greater business retention, investment and job growth in Huntington Beach.
ECONOMIC DEVELOPMENT
A continuum of care that reduces homelessness and maintains quality of life for the entire community.
HOMELESSNESS
10 City of Huntington Beach - 2023-2027 Strategic Plan
10City of Huntington Beach - 2023-2027 Strategic Plan
ECONOMIC DEVELOPMENT
Greater business retention, investment and job growth in Huntington Beach.
11 City of Huntington Beach - 2023-2027 Strategic Plan
ECONOMIC DEVELOPMENT
Success Indicator: Greater business retention, investment and job growth in Huntington Beach.
STRATEGIES LEAD DEPARTMENT AND
STAFF
FINANCIAL
RESOURCES NEEDED*
TIMELINE**
(START / FINISH)
A Develop an updated economic
development strategy to ensure
business retention, local investments
and job growth.
Community
Development,
Economic
Development
Manager
Cost: $ - $$ (partially funded)
Resources: Strategic plan
consultants
Timeframe:
Short-Term
Start: Q4/2023
Finish: Q4/2024
*COST:
$ = Up to $100,000
$$ = Between $100,000 and $500,000
$$$ = Between $500,001 and $1 million
$$$$ = Over $1 million
**TIMEFRAME:
Short Term = within 1 year
Mid Term = up to 4 years
Long Term = 4+ years
12 City of Huntington Beach - 2023-2027 Strategic Plan
12City of Huntington Beach - 2023-2027 Strategic Plan
FISCAL STABILITY
Available funding to support a high-quality level of
programs, services and capital investments and to build a structural surplus.
13 City of Huntington Beach - 2023-2027 Strategic Plan
FISCAL STABILITY
Success Indicator: Available funding to support a high-quality level of programs, services and capital investments and to build a structural surplus. *COST:
$ = Up to $100,000
$$ = Between $100,000 and $500,000
$$$ = Between $500,001 and $1 million
$$$$ = Over $1 million
**TIMEFRAME:
Short Term = within 1 year
Mid Term = up to 4 years
Long Term = 4+ years
STRATEGIES LEAD DEPARTMENT AND
STAFF
FINANCIAL
RESOURCES NEEDED*
TIMELINE**
(START / FINISH)
A Consider new revenue sources and
opportunities to support the City’s
priority initiatives and projects.
Finance,
Chief Financial
Officer
Cost: $ - $$ (funded)
Additional funding may be
required depending on new
revenue opportunities.
Resources: Consultants,
legislative advocates and
grant consulting firms
Timeframe:
Varies
Start: Q3/2023
Finish: Ongoing
14 City of Huntington Beach - 2023-2027 Strategic Plan
14City of Huntington Beach - 2023-2027 Strategic Plan
HIGH PERFORMING ORGANIZATION
An engaged City workforce that is committed to
responsive and exceptional public service for all.
Achieve a customer service satisfaction rating
of 90% or higher.
15 City of Huntington Beach - 2023-2027 Strategic Plan
HIGH PERFORMING ORGANIZATION
Success Indicator: An engaged City workforce that is committed to responsive and exceptional public service for all. Achieve a customer service satisfaction rating of 90% or higher.
STRATEGIES LEAD DEPARTMENT AND
STAFF
FINANCIAL
RESOURCES NEEDED*
TIMELINE**
(START / FINISH)
A Establish a One Stop Shop to bring
development services and other
frequently used services under one
location to improve the customer
service experience.
Community
Development,
Director and Building
Official
Cost: $$$-$$$$ (unfunded)
Resources: Design Professional,
Software Upgrade Services,
Construction Contractors
Timeframe:
Mid-Term
Start: Q2/2023
Finish: Q2/2025
B Fill department director and other
key vacancies to lead and provide
essential services to the community.
City Manager’s
Office,
City Manager
Cost: $ (funded)
Resources: Contracted
recruiter for select recruitments
Timeframe:
Mid-Term
Start: Q2/2023
Finish: Q4 2023
C Implement the Public Service
Excellence Initiative to invest in
workforce development and promote
exceptional customer service.
City Manager’s
Office,
Principal Analyst
Cost: $ (funded)
Resources: Consultants
Timeframe:
Mid-Term
Start: Q3/2023
Finish: Q3/2024
D Restructure the City’s Boards,
Commissions and Committees (BCC)
to ensure the most efficient use of
City resources while maintaining an
effective level of civic engagement.
City Manager’s
Office,
Assistant City
Manager
Cost: None
Resources: BCC Citizen
Appointees
Timeframe:
Short-Term
Start: Q2/2023
Finish: Q3/2023
E Explore new Learning Management
Systems (LMS) to offer more
comprehensive and innovative
training programs for employees and
public officials
Human Resources,
Director
Cost: $$ (unfunded)
Resources: Consultant,
software fees, training services
Timeframe:
Mid-Term
Start: Q3/2023
Finish: Q2/2024
*COST:
$ = Up to $100,000
$$ = Between $100,000 and $500,000
$$$ = Between $500,001 and $1 million
$$$$ = Over $1 million
**TIMEFRAME:
Short Term = within 1 year
Mid Term = up to 4 years
Long Term = 4+ years
16 City of Huntington Beach - 2023-2027 Strategic Plan
HIGH PERFORMING ORGANIZATION
Success Indicator: An engaged City workforce that is committed to responsive and exceptional public service for all. Achieve a customer service satisfaction rating of 90% or higher.
STRATEGIES LEAD DEPARTMENT AND
STAFF
FINANCIAL
RESOURCES NEEDED*
TIMELINE**
(START / FINISH)
F Launch TrakStar, a web-based
performance evaluation system
for City employees that will help
improve employee engagement and
productivity.
Human Resources,
Director
Cost: $ (funded)
Resources: Software and
training fees
Timeframe:
Short-Term
Start: Q2/2022
Finish: Q1/2024
G Select a new third-party
administrator (TPA) for workers’
compensation to manage City claims
efficiently, reduce cost and create a
safer workplace.
Human Resources,
Director
Cost: $$$ annually
(partially funded)
Resources: Software and
training fees
Timeframe:
Short-Term
Start: Q4/2022
Finish: Q2/2023
*COST:
$ = Up to $100,000
$$ = Between $100,000 and $500,000
$$$ = Between $500,001 and $1 million
$$$$ = Over $1 million
**TIMEFRAME:
Short Term = within 1 year
Mid Term = up to 4 years
Long Term = 4+ years
17 City of Huntington Beach - 2023-2027 Strategic Plan
17City of Huntington Beach - 2023-2027 Strategic Plan
HOMELESSNESS
A continuum of care that reduces homelessness and
maintains quality of life for the entire community.
18 City of Huntington Beach - 2023-2027 Strategic Plan
HOMELESSNESS
Success Indicator: A continuum of care that reduces homelessness and maintains quality of life for the entire community.
*COST:
$ = Up to $100,000
$$ = Between $100,000 and $500,000
$$$ = Between $500,001 and $1 million
$$$$ = Over $1 million
**TIMEFRAME:
Short Term = within 1 year
Mid Term = up to 4 years
Long Term = 4+ years
STRATEGIES LEAD DEPARTMENT AND
STAFF
FINANCIAL
RESOURCES NEEDED*
TIMELINE**
(START / FINISH)
A Explore options to collaborate
with faith and community-based
organizations, the City’s HB Cares
Volunteer program, CalOptima, and
others to provide social services in a
cost-effective manner.
City Manager’s
Office,
Homeless
Services Volunteer
Coordinator
Cost: $ (funded)
Resources: None
Timeframe:
Short-Term
Start: Q1/2023
Finish: Q4/2023
B Feasibly transition the Navigation
Center to include shelter and
supportive housing.
City Manager’s
Office,
Homeless Services
Manager
Cost: $$$$ (partial funding
contingent on grant award)
Resources: Jamboree Housing
to seek funding and construct
Timeframe:
Long Term
Start: Q3/2023
Finish: Q3/2027
19 City of Huntington Beach - 2023-2027 Strategic Plan
19City of Huntington Beach - 2023-2027 Strategic Plan
HOUSING
Proactive programs to address diverse housing needs
within the City’s jurisdiction.
20 City of Huntington Beach - 2023-2027 Strategic Plan
HOUSING
Success Indicator: Proactive programs to address diverse housing needs within the City’s jurisdiction.
STRATEGIES LEAD DEPARTMENT AND
STAFF
FINANCIAL
RESOURCES NEEDED*
TIMELINE**
(START / FINISH)
A Take action to maintain local control
of land-use planning.
Community
Development,
Director
Cost: $ - $ - $$ (funded)
Resources: Legislative
advocate, land use legal
services (as needed)
Timeframe:
Ongoing
Start: Q1 2023
Finish: Ongoing
*COST:
$ = Up to $100,000
$$ = Between $100,000 and $500,000
$$$ = Between $500,001 and $1 million
$$$$ = Over $1 million
**TIMEFRAME:
Short Term = within 1 year
Mid Term = up to 4 years
Long Term = 4+ years
21 City of Huntington Beach - 2023-2027 Strategic Plan
21City of Huntington Beach - 2023-2027 Strategic Plan
INFRASTRUCTURE INVESTMENT
Maintained and upgraded infrastructure that supports
the community’s day-to-day needs in accordance with
the City’s Infrastructure Report Card.
22 City of Huntington Beach - 2023-2027 Strategic Plan
INFRASTRUCTURE INVESTMENT
Success Indicator: Maintained and upgraded infrastructure that supports the community’s day-to-day needs in accordance with the City’s Infrastructure Report Card. *COST:
$ = Up to $100,000
$$ = Between $100,000 and $500,000
$$$ = Between $500,001 and $1 million
$$$$ = Over $1 million
**TIMEFRAME:
Short Term = within 1 year
Mid Term = up to 4 years
Long Term = 4+ years
STRATEGIES LEAD DEPARTMENT AND
STAFF
FINANCIAL
RESOURCES NEEDED*
TIMELINE**
(START / FINISH)
A Provide world-class beach facilities,
including the renovation and
expansion of 15 beach restrooms, new
lighting improvements for Pier Plaza
access, security and programming.
Public Works,
Director
Cost: $$$$ (partially funded)
Resources: Construction
manager, construction
contractor, environmental
review consultants
Timeframe:
Long-term
Start: Q3/2023
Finish: Q2/2027
Likely phased
approach for 15
restrooms.
B Explore additional sports and concert
venues to bolster tourism and provide
world class amenities for community
members.
Comm. & Library
Services,
Director
Cost: TBD (not funded)
Resources: Consultant to
facilitate work
Timeframe:
Mid-Term
Start: Q4/2023
Finish: Q3/2025
C Conduct an assessment of
all City facilities to determine
priorities for upgrades and repairs,
implementation and financial priority.
Public Works,
Director
Cost: $$ (partially funded)
Resources: Consultants to
conduct assessments, as
needed. Legislative advocates
to identify grant funding when
available.
Timeframe:
Mid-Term
Start: Q3/2024
Finish: Q4/2026
D Undertake major planning efforts
including Fleet Capital Replacement
Plan, Mobility Master Plan and
Infrastructure Report Card to
adequately anticipate and prepare
for future infrastructure needs.
Public Works,
Director
Cost: Varies per Plan (funded)
Resources: Consultants to
prepare plans, as needed.
Legislative advocates to
identify grant funding when
available.
Timeframe:
Mid-Term
Start: Q1/2022
Finish: Q4/2024
23 City of Huntington Beach - 2023-2027 Strategic Plan
23City of Huntington Beach - 2023-2027 Strategic Plan
PUBLIC ENGAGEMENT
A community that has easy access to clear, accurate,
and timely City information and expresses increased
awareness and involvement in City activities.
24 City of Huntington Beach - 2023-2027 Strategic Plan
PUBLIC ENGAGEMENT
Success Indicator: A community that has easy access to clear, accurate, and timely City information and expresses increased awareness and involvement in City activities.
STRATEGIES LEAD DEPARTMENT AND
STAFF
FINANCIAL
RESOURCES NEEDED*
TIMELINE**
(START / FINISH)
A Implement a 311 system to manage
and track calls for municipal services
and provide one centralized location
for community members to obtain all
City information and services.
City Manager’s
Office,
Public Affairs
Manager
Cost: $$$ (not funded)
Resources: 311 software
developer and trainer
Timeframe:
Long-Term
Start: Q4/2023
Finish: Q4/2026
B Redesign the City’s website to
increase its versatility and enhance
user experience with easy to access
information.
City Manager’s
Office,
Public Affairs
Manager
Cost: $$ (funded)
Resources: Web Developer
(Revize)
Timeframe:
Mid-Term
Start: Q2/2022
Finish: Q1/2024
C Expand and enhance community
outreach engagement opportunities
through neighborhood town halls,
direct mailers, and videos.
City Manager’s
Office,
Public Affairs
Manager
Cost: $ (funded)
Resources: Outreach materials,
designers, video producers
Timeframe:
Ongoing
Start: Q1/2023
Finish: Ongoing
D Enhance capacity of HBTV and
produce relevant television content to
expand the City’s public engagement
reach across diverse audiences.
City Manager’s
Office,
HBTV Media
Coordinator
Cost: $$ (funded)
Resources: Studio equipment
and consulting, content
producers
Timeframe:
Short-Term
Start: Q2/2023
Finish: Q1/2024
E Hire a graphic designer to incorporate
the City’s Branding Guide throughout
the organization for greater
consistency and appeal across all
City visual content.
City Manager’s
Office,
Graphic Designer
Cost: $$ (funded)
Resources: Computer
equipment and software
Timeframe:
Short-Term
Start: Q2/2023
Finish: Q2/2024
*COST:
$ = Up to $100,000
$$ = Between $100,000 and $500,000
$$$ = Between $500,001 and $1 million
$$$$ = Over $1 million
**TIMEFRAME:
Short Term = within 1 year
Mid Term = up to 4 years
Long Term = 4+ years
25 City of Huntington Beach - 2023-2027 Strategic Plan
25City of Huntington Beach - 2023-2027 Strategic Plan
PUBLIC SAFETY
Ensure the safety and protection of all community
members, both efficiently and effectively.
26 City of Huntington Beach - 2023-2027 Strategic Plan
PUBLIC SAFETY
Success Indicator: Ensure the safety and protection of all community members, both efficiently and effectively.
*COST:
$ = Up to $100,000
$$ = Between $100,000 and $500,000
$$$ = Between $500,001 and $1 million
$$$$ = Over $1 million
**TIMEFRAME:
Short Term = within 1 year
Mid Term = up to 4 years
Long Term = 4+ years
STRATEGIES LEAD DEPARTMENT AND
STAFF
FINANCIAL
RESOURCES NEEDED*
TIMELINE**
(START / FINISH)
A Community-wide comprehensive risk
reduction program to optimize public
safety’s emergency response and
reduce the number of calls.
Fire, Chief
Police, Chief
Information Services,
Chief Information
Officer
Cost: $$ - $$$$ (partially
funded)
Resources: Varies and to be
determined
Timeframe:
Long Term
Start: Q3/2023
Finish: Q4/2027
B Bolster city’s emergency management
preparedness and response plans
to ensure seamless public safety
response during crisis events.
Fire,
Emergency
Operations Center
Manager
Cost: $$ (partially funded)
Resources: Varies and to be
determined
Timeframe:
Long Term
Start: Q3/2023
Finish: Q1/2028
27 City of Huntington Beach - 2023-2027 Strategic Plan
ACKNOWLEDGEMENTS
The following individuals dedicated time and provided valuable input during the development of this Strategic Plan.
The Employees of the City of Huntington Beach
Strategic Plan Consultants, Baker Tilly US, LLP
Huntington Beach City Council
City of Huntington Beach Leadership
• Tony Strickland, Mayor
• Gracey Van Der Mark, Mayor Pro Tem
• Casey McKeon, Council Member
• Dan Kalmick, Council Member
• Natalie Moser, Council Member
• Pat Burns, Council Member
• Rhonda Bolton, Council Member
• Al Zelinka, City Manager
• Alisa Backstrom, City Treasurer
• Alvin Papa, Public Works Deputy Director
• Ashley Wysocki, Community & Library
Services Director
• Catherine Jun, Deputy City Manager
• Chau Vu, Public Works Director
• Eric Parra, Police Chief
• Jennifer Carey, Public Affairs Manager
• Jennifer Villasenor, Acting Community
Development Director
• John Dankha, Chief Information Officer
• Jose Rodriguez, Acting Human Resources
Deputy Director
• Michael Gates, City Attorney
• Robin Estanislau, City Clerk
• Scott Haberle, Fire Chief
• Shannon Levin, Council Policy Analyst
• Steve Holtz, Community Development
Deputy Director
• Sunny Han, Chief Financial Officer
• Theresa St. Peter, Interim Human Resources
Director
• Travis Hopkins, Assistant City Manager
• Ursula Luna-Reynosa, Former Community
Development Director
• Carol Jacobs
• Don White
• Mary Locey
• Steve Mermell
City of Huntington Beach
STRATEGIC PLAN2023-2027
Prepared by the Huntington Beach City Manager’s Office
2000 Main Street, 4th Floor, Huntington Beach, CA 92648 For more information, visit www.huntingtonbeachca.gov/strategicplan City of Huntington Beach - Implementation Action Plan for the 2023-2027 Strategic Plan October 2023
City of Huntington Beach
Implementation Action Plan for the 2023-2027 Strategic Plan T
he Implementation Action Plan (IAP) is used by City staff to implement the 2023 -2027 Strategic Plan goals, given various considerations such as resource availability ( i.e., staffing, finances, and equipment). It is also used to track the progress of the Plan for greater transparency and community engagement.
E
ach Goal in the IAP includes the following details to guide staff towards the orderly implementation and completion of all items in the Plan. However, the Plan and IAP are living documents that can be amended by the City Council to better meet the needs of the City , as priorities, resources, and conditions evolve over time.
1. G
oals
• The overarching priorities identified by City Council over the Strategic Plan period.
2. S
uccess Indicator
• The overall impact or result that is measured upon the completion of a Goal.
3. S
trategies
• The 23 actions or “what we seek to achieve” under each Goal.
4. P
riority Types
• The 23 Strategies are categorized as high priorities if they : (1) received 4+ straw votes during the Council’s 6/8/23 Strategic Plan Workshop ; (2) were previously approved by Council and are underway; and/or (3) face a timing issue that requires attention
5. Key T
asks and Deliverables
• The heart of the IAP that includes all Tasks that must be completed to achieve each Goal.
6. Le
ad Department and Staff
• The main staff/department d esignated as having management responsibility for completing the item.
7. S
taffing Resources and Partnerships Needed
• Staffing resources and time needed to complete a Strategy, in addition to other agencies and partners that may assist with implementation or provide feedback.
8. F
inancial Resources Needed
• Estimated funds for equipment, services, contractors, consultants, and other necessary expenses. Indicate whether all or partial funds are budgeted or require budgeting.
9. T
imeline (Start/Finish)
• A start and end date for the entire task/strategy, defined in quarters and years.
C
ity Council also reviewed 18 other
strategies and identified them as
important but not as urgent or critical.
Those Strategies or “Small Rocks” are
placed in a secondary spreadsheet in this
IAP. As priority Strategie s are completed
and free up City resources, City Council may
consider working with staff to pick up one
or more Small Rocks for future
implementation, as higher priority
strategies are completed, resources are
made available, community needs evolve,
and other factors present at that time.
A
ll modifications to the IAP and progress update s will be communicated to the City Council on a biannual basis, providing a forum to gather feedback that will be used to update and improve the Strategic Plan over the next four years.
L
astly, each prioritized Strategy or Big Rock will include a Scope of Work that details the end goal, funding sources, staffing, milestones with timelines, maintenance plan (if applicable), community engagement efforts, performance measures, and more.
City of Huntington Beach - Implementation Action Plan for the 2023-2027 Strategic Plan October 2023 1
GOAL 1. ECONOMIC DEVELOPMENT
Success Indicator: Greater business retention, investments and job growth in Huntington Beach.
Strategies Priority
Type*
Key Tasks and Deliverables
(in chronological order)
Lead Department
and Staff
Staffing Resources &
Partnerships Needed
Financial
Resources Needed**
Timeline***
(Start / Finish)
A. Develop an updated economic
development strategy to ensure
business retention, local
investments and job growth.
1 1) Review 2017 Economic Development Strategy, 2020
Industry Cluster/ Workforce Analysis and Mayor’s Economic Development Summit on Oct. 13, 2023 to prepare scope of work for an updated Strategy (In progress)
2) Issue a RFP to procure a consultant to prepare updated E
conomic Development Strategy (Upcoming)
3) W
ork with key industry stakeholders to solicit input during the development of the Strategy (Upcoming)
4) Take an updated Strategy to CC for approval (Upcoming) Community
Development -
Economic
Development
Manager
Staff:
Department liaisons, as
determined by Dept. Head.
Partnerships:
i.e., OC Business Council,
Small Business Development
Council, SCORE, Workforce
Investment Board, banks,
commercial brokers,
Goldenwest College,
Chamber of Commerce, Visit
HB, Downtown BID
Cost: $ - $$ (partially
funded)
Resources:
Strategic plan consultants
Timeframe: Short-Term
Start: Q4/2023
Finish: Q4/2024
*Priority Type **Financial Resources: ***Timeframe:
1 =
Received 4+ Council straw votes at the 6/8/23 Council Workshop $ = Up to $100,000 Short Term = within 1 year 2 = Previously approved by Council and currently in progress $$ = Between $100,000 and $500,000 Mid Term = up to 4 years 3 = Faces a timing issue that requires immediate attention $$$ = Between $500,001 and $1 million Long Term = 4+ years $$$$ = Over $1 million
City of Huntington Beach - Implementation Action Plan for the 2023-2027 Strategic Plan October 2023 2
GOAL 2. FISCAL STABILITY
Success Indicator: Available funding to support a high-quality level of programs, services, and capital investments and to build a structural surplus.
Strategies Priority
Type*
Key Tasks and Deliverables
(in chronological order)
Lead Department
and Staff
Staffing Resources &
Partnerships Needed
Financial
Resources Needed**
Timeline***
(Start / Finish)
A. Consider new revenue sources
and opportunities to support
the City’s priority initiatives
and projects.
2 1) Update fee study (i.e., citywide fees and charges, EMS, and fines) and evaluate the feasibility of implementing updated fees. Includes cost of service fee study and cost allocation plan (In progress)
2) Increase grant application efforts (In progress)
3) Pursue federal/state earmarks (In progress)
4) Evaluate leases/concessionaires and adjust to market rate where applicable (In progress)
5) Develop formal policy for attracting and retaining high d
emand businesses (In progress)
6) Update developer impact fees in accordance with the
Mitigation Fee Act; ensure fees are aligned with the impac t
of d
evelopment on City services/stakeholders. (Upcoming)
Finance -
Chief Financial
Officer
Staff:
City Manager’s Office team,
Executive and Deputy
Leadership Teams,
Managers, and Analysts
Cost: $ - $$ (funded)
A
dditional funding may be
required depending on new
revenue opportunities.
Resources:
Consultants, legislative
advocates and grant
consulting firms
Timeframe: Varies
Start: Q3/2023
Finish: Ongoing
*
Priority Type **Financial Resources: ***Timeframe:
1 = Received 4+ Council straw votes at the 6/8/23 Council Workshop $ = Up to $100,000 Short Term = within 1 year 2 = Previously approved by Council and currently in progress $$ = Between $100,000 and $500,000 Mid Term = up to 4 years 3 = Faces a timing issue that requires immediate attention $$$ = Between $500,001 and $1 million Long Term = 4+ years $$$$ = Over $1 million
City of Huntington Beach - Implementation Action Plan for the 2023-2027 Strategic Plan October 2023 3
GOAL 3. HIGH PERFORMING ORGANIZATION
Success Indicator: An engaged City workforce that is committed to responsive and exceptional public service for all and achieves a customer satisfaction rating of 90% or higher.
Strategies Priority
Type*
Key Tasks and Deliverables
(in chronological order)
Lead Department
and Staff
Staffing Resources &
Partnerships Needed
Financial
Resources Needed**
Timeline***
(Start / Finish)
A. Establish a One Stop Shop to
bring development services
and other frequently used
services under one location to
create an improved and
efficient customer service
experience.
1, 2 1) Finalize scope of effort (i.e., required departments, services, technology) and physical scope of work (i.e., counter layout, number of workstations, etc.); obtain quotes for technology n
eeds. (In progress)
2) Procure design firm to prepare concept drawings and cost e
stimates for physical space (Upcoming)
3) Circle back with Council to prioritize next steps, phasing plan, and financing plan (Upcoming)
4) Implement phasing plan (Upcoming)
Community
Development -
Director and
Building Official
Staff:
City Manager’s Office team,
Permit & Plan Check
Supervisor, Chief Information
Officer, City Engineer,
Deputy Fire Marshalls
Cost: $$$-$$$$ (unfunded)
Resources:
Design Professional,
Software Upgrade Services,
Construction Contractors
Timeframe: Mid-Term
Start: Q2/2023
Finish: Q2/2025
B. Fill department director
vacancies and other key
positions to lead and provide
essential services to the
community.
2 1) Complete recruitment for vacant director positions within 3 months of vacancy (In progress)
2) Implement Managed Hiring Process to thoughtfully identify and fill key vacancies (Ongoing)
3) Identify efficiencies to aid depts. whose vacancies cannot be filled immediately. (Ongoing)
City Manager’s
Office -
City Manager
Staff:
HR Director and Manager,
Chief Financial Officer,
Budget Manager,
Department Directors
Cost: $ (funded)
Resources:
Contracted recruiter for
select recruitments
Timeframe: Mid-term
Start: Q2/2023
Finish: Q4/2023
C. Implement the Public Service
Excellence Initiative to invest in
workforce development and
promote exceptional customer
service.
2 1) Review and implement a 12-month action plan by North Star (In progress)
2) Kickoff a 10-session Dennis Snow Customer Service Virtual Training for 250 team members (In progress)
3) Create an internal customer service working group to identify customer issues and develop improvements
(Upcoming)
City Manager’s
Office -
Principal Analyst
Staff:
All levels of staff
Cost: $ (funded)
Resources:
Consultants
Timeframe: Mid-term
Start: Q3/2023
Finish: Q3/2024
D. Restructure the City’s Boards,
Commissions and Committees
(BCC) to ensure the most
efficient use of City resources
while maintaining an effective
level of civic engagement.
2 1) Convene a Council Ad Hoc Subcommittee to recommend structural changes as needed (Complete)
2) Present recommendations to City Council and implement ap
proved changes (Complete)
City Manager’s
Office -
Assistant City
Manager
Staff:
City Manager’s Office Team,
City Attorney, BCC Staff
Liaisons
Cost: None
Resources:
BCC Citizen Appointees
Timeframe: Short-term
Start: Q2/2023
Finish: Q3/2023
*Priority Type **Financial Resources: ***Timeframe:
1 = Received 4+ Council straw votes at the 6/8/23 Council Workshop $ = Up to $100,000 Short Term = within 1 year 2 = Previously approved by Council and currently in progress $$ = Between $100,000 and $500,000 Mid Term = up to 4 years 3 = Faces a timing issue that requires immediate attention $$$ = Between $500,001 and $1 million Long Term = 4+ years $$$$ = Over $1 million
City of Huntington Beach - Implementation Action Plan for the 2023-2027 Strategic Plan October 2023 4
Strategies Priority
Type*
Key Tasks and Deliverables
(in chronological order)
Lead Department
and Staff
Staffing Resources &
Partnerships Needed
Financial
Resources Needed**
Timeline***
(Start / Finish)
E. Explore new Learning
Management Systems (LMS) to
offer more comprehensive and
innovative employee and
p
ublic official training
programs
2 1) Identify required and optional training opportunities (In progress)
2) Research available LMS providers, compare features, pricing and user reviews (In progress)
3) Work with selected provider and IS to develop a
nd
i
mplement LMS (Upcoming)
4) Conduct citywide training and rollout (Upcoming)
Human Resources -
Director
Staff:
City Manager’s Office Team,
Chief Information Officer,
Executive and Leadership
Development Teams
Cost: $$ (Not funded)
Resources:
Consultant, software fees,
training services
Timeframe: Mid-term
Start: Q3/2023
Finish: Q2/2024
F. Launch TrakStar, a web-based
performance evaluation system
for City employees that will
help improve employee
engagement and productivity.
2 1) Research performance evaluation system; select and develop new system, TrakStar (In progress)
2) Gather feedback and consensus from Leadership Teams, Managers and Labor Associations (Upcoming)
3) Provide citywide training for all supervisors and staff; conduct rollout (Upcoming)
Human Resources -
Director
Staff:
City Manager’s Office team,
Chief Information Officer,
Executive and Leadership
Development Teams,
Supervisors
Cost: $ (funded)
Resources:
Software and training fees
Timeframe: Short Term
Start: Q2/2022
Finish: Q1/2024
G. Select a new third-party
administrator (TPA) for
workers’ compensation to
manage City claims efficiently,
reduce cost and create a safer
workplace.
2 1) Issue an RFP and select a new TPA; coordinate the transfer of all relevant data to TPA (In progress)
2) Introduce TPA to organization and rollout TPA services on an o
ngoing basis (Upcoming)
Human Resources -
Director
Staff:
Human Resources Manager,
Executive and Leadership
Development Teams,
Supervisors, Chief Financial
Officer
Cost: $$$ annually (partially
funded)
Resources:
Software and training fees
Timeframe: Short-Term
Start: Q4/2022
Finish: Q4/2023
*Priority Type **Financial Resources: ***Timeframe:
1 = Received 4+ Council straw votes at the 6/8/23 Council Workshop $ = Up to $100,000 Short Term = within 1 year 2 = Previously approved by Council and currently in progress $$ = Between $100,000 and $500,000 Mid Term = up to 4 years 3 = Faces a timing issue that requires immediate attention $$$ = Between $500,001 and $1 million Long Term = 4+ years $$$$ = Over $1 million
City of Huntington Beach - Implementation Action Plan for the 2023-2027 Strategic Plan October 2023 5
GOAL 4. HOMELESSNESS
Success Indicator: A continuum of care that reduces homelessness and maintains quality of life for the entire community.
Strategies Priority
Type*
Key Tasks and Deliverables
(in chronological order)
Lead Department
and Staff
Staffing Resources &
Partnerships Needed
Financial
Resources Needed**
Timeline***
(Start / Finish)
A. Explore options to collaborate
with faith and community-
based organizations, the City’s
HB Cares Volunteer program,
CalOptima, and others to
provide social services in a
cost-effective manner.
2 1) Develop the HB Cares model of volunteers to provide services to the homeless population (Complete)
2) Seek partnerships with faith and community-based
organizations to provide direct services and support to prevent or reduce homelessness (In progress)
3) Collaborate with CalOptima as they release their stree t
m
edicine program (Upcoming)
City Manager’s Office
-
Homeless Services
Volunteer
Coordinator
Staff:
Homeless Services Manager,
Police Lieutenant
Partnerships:
Faith Based Groups and
Non-Profit Providers
Cost: $ (funded)
Resources:
None
Timeframe: Short Term
Start: Q1/2023
Finish: Q4/2024
B. Feasibly transition the
Navigation Center to include
shelter and supportive
housing.
2, 3 1) Coordinate with Jamboree to develop and finalize the planned use and conceptual plans (In progress)
2) Secure funding opportunities to develop site (In progress) 3) Collaborate with partners, operators, and agencies to d
eliver services (Upcoming)
4) Design and construct (Upcoming)
City Manager’s Office
-
Homeless Services
Manager
Staff:
Police Dept. Lieutenant, City
Manager’s Office Team,
Community Dev. Deputy
Director
Cost: $$$$ (partial funding
contingent on grant award)
Resources:
Jamboree Housing to seek
funding and construct
Timeframe: Long Term
Start: Q3/2023
Finish: Q3/2027
*Priority Type **Financial Resources: ***Timeframe:
1 = Received 4+ Council straw votes at the 6/8/23 Council Workshop $ = Up to $100,000 Short Term = within 1 year 2 = Previously approved by Council and currently in progress $$ = Between $100,000 and $500,000 Mid Term = up to 4 years 3 = Faces a timing issue that requires immediate attention $$$ = Between $500,001 and $1 million Long Term = 4+ years $$$$ = Over $1 million
City of Huntington Beach - Implementation Action Plan for the 2023-2027 Strategic Plan October 2023 6
GOAL 5. HOUSING
Success Indicator: Proactive programs to address diverse housing needs within the City’s jurisdiction and control.
Strategies Priority
Type*
Key Tasks and Deliverables
(in chronological order)
Lead Department
and Staff
Staffing Resources &
Partnerships Needed
Financial
Resources Needed**
Timeline***
(Start / Finish)
A. Take action to maintain local
control of land-use planning.
1 1) Create a Legislative Platform with legislative advocates and topical legislative analyses (In progress)
2) Monitor proposed legislation for IRC’s consideration (In p
rogress)
3) Participate in regional agency efforts related to housing p
olicy (SCAG, OCCOG, etc.) (In progress)
4) Assist Council Members on approved H Items related to local control (In progress)
Community
Development -
Director
Staff:
City Manager’s Office team,
Planning Manager
Partnerships:
SCAG, OCCOG
Cost: $ - $$ (funded)
Resources:
Legislative advocate, land
use legal services (as
needed)
Timeframe: Ongoing
Start: Q1 2023
Finish: Ongoing
*Priority Type **Financial Resources: ***Timeframe:
1 = Received 4+ Council straw votes at the 6/8/23 Council Workshop $ = Up to $100,000 Short Term = within 1 year 2 = Previously approved by Council and currently in progress $$ = Between $100,000 and $500,000 Mid Term = up to 4 years 3 = Faces a timing issue that requires immediate attention $$$ = Between $500,001 and $1 million Long Term = 4+ years $$$$ = Over $1 million
City of Huntington Beach - Implementation Action Plan for the 2023-2027 Strategic Plan October 2023 7
GOAL 6. INFRASTRUCTURE INVESTMENT
Success Indicator: Maintained and upgraded infrastructure that supports the community’s day-to-day needs, in accordance with the City’s Infrastructure Report Card.
Strategies Priority
Type*
Key Tasks and Deliverables
(in chronological order)
Lead Department
and Staff
Staffing Resources &
Partnerships Needed
Financial
Resources Needed**
Timeline***
(Start / Finish)
A. Provide world-class beach
facilities, including the
renovation and expansion of
15 beach restrooms, new
lighting improvements for Pier
Plaza access, security and
programming.
1, 2 1) Hire design consultant to conduct community outreach & engagement (In progress)
2) Develop project budget, design, and environmental review (In progress)
3) Conduct a Measure C analysis, as needed (In progress) 4) BID project and request allocation of funding through CIP process, to include long term maintenance plan (In
p
rogress)
5) Complete project construction (In progress)
Public Works -
Director
Staff:
Community/Library Services
Director and Specific Events
Staff, City Engineer, Project
Managers, Public Affairs
Manager
Partnerships:
State Parks/Recreation,
Coastal Commission, Visit HB,
Downtown BID, Orange
County Registrar of Voters
Cost: $$$$ (partially funded)
Resources:
Construction manager,
construction contractor,
environmental review
consultants
Timeframe: Long-term
Start: Q3/2023
Finish: Q2/2027
B. Explore additional sports and
concert venues to bolster
tourism and provide world
class amenities for community
members.
1, 2 1) Conduct assessment and community input of acceptable event volumes by type (In progress)
2) Evaluate Public Safety capacity and resources (In progress) 3) Conduct meetings with Specific Event Executive Committee to review Specific Event policies and procedures (In
progress)
4) Research and understand Measure C implications (In
p
rogress)
5) Explore feasibility of sole-source, long-term lease
ag
reements for event providers (In progress)
6) Complete Central Park and City-Wide Parks & Rec Master Plans to identify potential venue locations (In progress) Community &
Library Services -
Director
Staff:
Special Events Supervisor, Fire
and Police Representatives,
and Specific Events Executive
Committee, City Attorney
Partnerships:
Visit HB, Downtown BID, State
Parks and Recreation, County
Registrar of Voters
Cost: TBD (not funded)
Resources:
Consultant to facilitate work
Timeframe: Mid-Term
Start: Q4/2023
Finish: Q3/2025
C. Conduct an assessment of all
City facilities to determine
priorities for upgrades and
repairs, implementation and
financial priority.
2 1) Release RFP to hire consultant for assessment (In progress) 2) Conduct inventory/assessment of City facilities (In progress) 3) Develop financing strategy for CIP implementation and l
ong-term maintenance (In progress)
4) Release final report and disseminate to public (In progress) Public Works -
Director
Staff:
Staff liaisons from each
department, as identified by
directors
Cost: $$ (partially funded)
Resources:
Consultants to conduct
assessments, as needed.
Legislative advocates to
identify grant funding when
available.
Timeframe: Mid-Term
Start: Q3/2024
Finish: Q4/2026
*Priority Type **Financial Resources: ***Timeframe:
1 = Received 4+ Council straw votes at the 6/8/23 Council Workshop $ = Up to $100,000 Short Term = within 1 year 2 = Previously approved by Council and currently in progress $$ = Between $100,000 and $500,000 Mid Term = up to 4 years 3 = Faces a timing issue that requires immediate attention $$$ = Between $500,001 and $1 million Long Term = 4+ years $$$$ = Over $1 million
City of Huntington Beach - Implementation Action Plan for the 2023-2027 Strategic Plan October 2023 8
Strategies Priority
Type*
Key Tasks and Deliverables
(in chronological order)
Lead Department
and Staff
Staffing Resources &
Partnerships Needed
Financial
Resources Needed**
Timeline***
(Start / Finish)
D. Undertake major planning
efforts including Fleet Capital
Replacement Plan, Mobility
Master Plan, Fiber Master Plan,
and Infrastructure Report Card
to adequately anticipate and
prepare for future
infrastructure needs.
2 1) Conduct and adopt Water Master Plan (In progress)
2) Conduct and adopt Sewer Master Plan (In progress)
3) Conduct and adopt Mobility Master Plan (In progress) 4) Conduct and adopt Fleet Capital Master Plan (In progress) 5) Conduct and adopt Fiber Master Plan (In progress)
6) Conduct and adopt Infrastructure Report Card (In progress) Public Works -
Director
Staff:
Staff liaisons from each
department, as identified by
directors
Cost: Varies per Plan
(funded)
Resources:
Consultants to prepare
plans, as needed.
Legislative advocates to
identify grant funding when
available.
Timeframe: Mid-term
Start: Q1/2022
Finish: Q4/2024
*Priority Type **Financial Resources: ***Timeframe:
1 = Received 4+ Council straw votes at the 6/8/23 Council Workshop $ = Up to $100,000 Short Term = within 1 year 2 = Previously approved by Council and currently in progress $$ = Between $100,000 and $500,000 Mid Term = up to 4 years 3 = Faces a timing issue that requires immediate attention $$$ = Between $500,001 and $1 million Long Term = 4+ years $$$$ = Over $1 million
City of Huntington Beach - Implementation Action Plan for the 2023-2027 Strategic Plan October 2023 9
GOAL 7. PUBLIC ENGAGEMENT
Success Indicator: A community that has easy access to clear, accurate, and timely City information and expresses increased awareness and involvement in City activities.
Strategies Priority
Type*
Key Tasks and Deliverables
(in chronological order)
Lead Department
and Staff
Staffing Resources &
Partnerships Needed
Financial
Resources Needed**
Timeline***
(Start / Finish)
A. Implement 311 system to
manage/track calls for services
and provide one centralized
location for community
members to obtain all City
information and services.
1, 2 1) Conduct 311 research & develop cost/scope; issue request for expressions of interest from 311 firms (Complete)
2) Issue an RFP for a contractor and begin developing 311 sy
stem and call center (Upcoming)
3) Develop a policy for use and train City staff (Upcoming) 4) Rollout comprehensive marketing strategy (Upcoming)
City Manager’s
Office -
Public Affairs
Manager
Staff:
Chief Information Officer,
Department Staff Liaisons
Cost: $$$ (not funded)
Resources:
311 software developer and
trainer
Timeframe: Long-Term
Start: Q4/2023
Finish: Q4/2026
B. Redesign the City’s website to
increase its versatility and
enhance user experience with
easy to access information.
2 1) Issue an RFP to select a web developer (Complete)
2) Conduct site cleanup, site mapping, and design; site integration and content cleanup (Complete)
3) Rollout comprehensive marketing strategy (Upcoming)
4) Create policy for ongoing website management, user
access, and content cleanup (Upcoming)
City Manager’s
Office -
Public Affairs
Manager
Staff:
Department Staff Liaisons
Cost: $$ (funded)
Resources:
Web Developer (Revize)
Timeframe: Mid-Term
Start: Q2/2022
Finish: Q1/2024
C. Expand and enhance
community outreach
engagement opportunities
through neighborhood town
halls, direct mailers, and
videos.
2 1) Expand outreach through Town Halls, Coffee with the Mayor, and enhanced certificate/award program (Complete) 2) Develop & produce new digital content – PSAs, Mayor’s R
oundtable, Public Safety Awareness, etc. (Complete)
3) Create & purchase outreach kit – to include tents, banners, tables, handouts, collateral (Upcoming)
4) Collaborate with partners to identify more opportunities to e
ngage with residents & businesses (In progress)
5) Develop PIO committee from all Departments committed to developing effective citywide quarterly mailers and public feedback materials based on existing needs (Upcoming)
6) Create a consolidated citywide event calendar and policy for planning and implementing events (Upcoming)
7) Launch Surf City Speaks! (Upcoming)
8) Launch Envision HB (Upcoming)
City Manager’s
Office -
Public Affairs
Manager
Staff:
Public Affairs Officer,
Graphic Designer, HBTV
Media Coordinator,
Department Staff Liaisons
Cost: $ (funded)
Resources:
Outreach materials,
designers, video producers
Timeframe: Ongoing
Start: Q1/2023
Finish: Ongoing
D. Enhance capacity of HBTV and
produce relevant television
content to expand the City’s
public engagement reach
across diverse audiences.
2 1) Buildout downstairs studio & update equipment (In
progress)
2) Hire HBTV Media Coordinator (In progress)
3) Develop informative & varied content with purpose and reflective of Huntington Beach (Upcoming)
City Manager’s
Office -
HBTV Media
Coordinator
Staff:
Public Affairs Manager and
Officer, Graphic Designer
Cost: $$ (funded)
Resources:
Studio equipment, content
producers, consulting
Timeframe: Short-Term
Start: Q2/2023
Finish: Q1/2024
*Priority Type **Financial Resources: ***Timeframe:
1 = Received 4+ Council straw votes at the 6/8/23 Council Workshop $ = Up to $100,000 Short Term = within 1 year 2 = Previously approved by Council and currently in progress $$ = Between $100,000 and $500,000 Mid Term = up to 4 years 3 = Faces a timing issue that requires immediate attention $$$ = Between $500,001 and $1 million Long Term = 4+ years $$$$ = Over $1 million
City of Huntington Beach - Implementation Action Plan for the 2023-2027 Strategic Plan October 2023 10
Strategies Priority
Type*
Key Tasks and Deliverables
(in chronological order)
Lead Department
and Staff
Staffing Resources &
Partnerships Needed
Financial
Resources Needed**
Timeline***
(Start / Finish)
E. Hire a graphic designer to
incorporate the City’s
Branding Guide throughout
th
e organization for greater
consistency and appeal across
all City visual content.
2 1) Hire Graphic Designer (In progress)
2) Develop Citywide Branding Guide (Complete)
3) Develop Citywide policy on public facing graphics/content (Upcoming)
4) Develop standardize templates and materials for citywide use (In progress)
City Manager’s
Office -
Graphic Designer
Staff:
Public Affairs Manager
Cost: $$ (funded)
Resources:
Computer equipment and
software
Timeframe: Short-Term
Start: Q2/2023
Finish: Q2/2024
*Priority Type **Financial Resources: ***Timeframe:
1 = Received 4+ Council straw votes at the 6/8/23 Council Workshop $ = Up to $100,000 Short Term = within 1 year 2 = Previously approved by Council and currently in progress $$ = Between $100,000 and $500,000 Mid Term = up to 4 years 3 = Faces a timing issue that requires immediate attention $$$ = Between $500,001 and $1 million Long Term = 4+ years $$$$ = Over $1 million
City of Huntington Beach - Implementation Action Plan for the 2023-2027 Strategic Plan October 2023 11
GOAL 8. PUBLIC SAFETY
Success Indicator: Ensure the safety and protection of all community members, both efficiently and effectively.
Strategies Priority
Type*
Key Tasks and Deliverables
(in chronological order)
Lead Department
and Staff
Staffing Resources &
Partnerships Needed
Financial
Resources Needed**
Timeline***
(Start / Finish)
A. Community-wide
comprehensive risk reduction
p
rogram to optimize public
safety’s emergency response
a
nd reduce the number of
calls.
1 1) Lead a community wide comprehensive risk reduction strategy and culture to minimize incidents and optimize emergency response (In progress)
2) Realignment of inspection assignments and frequencies to improve departmental efficiencies and customer service
(Upcoming)
3) Implement Intern program (Upcoming)
4) Cultivate a business centered customer service culture fostered on communication, consistency and transparency (Upcoming)
5) Implement an emergency pre-plan program (Upcoming)
6) Develop a Cyber Security Master Plan to secure the City’s networks and ensure continued operations, in emergency
situations (Upcoming)
7) Establish a full-time Fire Department community
engagement coordinator (Upcoming)
8) Expand Junior Lifeguard Coordinators to full-time
Integration of interdepartmental opioid preventio
n and
c
ommunity (Upcoming)
9) Utilize analytics to implement targeted risk reduction campaigns designed to reduce emergency response
(Upcoming)
Fire - Chief
Police - Chief
Information Services -
Chief Information
Officer
Staff:
Info Services Team, Fire and
Police Dept. Leadership,
Public Affairs Manager, City
Manager’s Office Team
Cost: $$ - $$$$ (partially
funded)
Resources:
Varies and to be determined
Timeframe: Long Term
Start: Q3/2023
Finish: Q4/2027
B. Bolster City’s emergency
management preparedness
and response plans to ensure
seamless public safety
r
esponse during crisis events.
1 1) Prepare an IS Disaster Recovery Plan (In progress) 2) Update emergency preparedness plans and special events management plans via the Emergency Operations Center
(Upcoming)
3) Develop the real time crime center (Upcoming)
4) Identify funding (Upcoming)
Fire,
Emergency Operations
Center Manager
Staff:
Information Services Team,
Fire and Police Chiefs
Partnerships:
CERT Team
Cost: $$ (partially funded)
Resources:
Varies and to be determined
Timeframe: Long Term
Start: Q3/2023
Finish: Q1/2028
*Priority Type **Financial Resources: ***Timeframe:
1 = Received 4+ Council straw votes at the 6/8/23 Council Workshop $ = Up to $100,000 Short Term = within 1 year 2 = Previously approved by Council and currently in progress $$ = Between $100,000 and $500,000 Mid Term = up to 4 years 3 = Faces a timing issue that requires immediate attention $$$ = Between $500,001 and $1 million Long Term = 4+ years $$$$ = Over $1 million
City of Huntington Beach - Implementation Action Plan for the 2023-2027 Strategic Plan October 2023 12
OTHER STRATEGIES IDENTIFIED DURING THE 6/8/2023 STRATEGIC PLAN WORKSHOP The following Strategies were reviewed by the City Council during the June 6, 2023 Strategic Plan Workshop, but were not identified as a high priority . Staff refers to these Strategies as “smaller rocks” that are important but not as urgent or critical. City Council may consider working with staff to pick up one of these smaller rocks for future implementation, as higher priority Strategies are completed, resources are made available, and other factors present themselves at that time.
Strategies Goal
No.*
Key Tasks and Deliverables
(in chronological order)
Lead Department
and Staff
Staffing Resources &
Partnerships Needed
Financial
Resources Needed**
Timeline***
(Start / Finish)
A. Determine and invest in
Downtown and Main Street
i
mprovements to bolster
i
nvestments in the community
and for tourism.
Goal 1 1) Review Downtown Specific Plan (DSP) and identify areas that need to be amended. Incorporate pertinent portions of RSM Connectivity Study, Downtown Dreamin’ feedback,
Studio 111 conceptual design work, Jerde Beach restrooms design work, and Walker Parking Study findings (In
p
rogress)
2) Process necessary amendments (Planning Commission, City Council, Coastal Commission) and determine if Caltrans
Right of Way relinquishment is required (Upcoming)
3) Identify and prioritize public realm improvements and incorporate into CIP for future build out (Upcoming)
Community
Development -
Planning Manager &
Economic
Development
Manager
Staff:
Liaisons from Planning,
Economic Development,
Traffic, Development, Right
of Way, Special Events, Fire
Prevention, Downtown
Officer
Partnerships:
Caltrans, CA Coastal
Commission, Chamber of
Commerce, Downtown BID,
Visit HB
Cost: $ - $$ (not funded)
Resources:
Design consultant
Timeframe: Long-Term
Start: Q2/2023
Finish: Q4/2027
B. Develop a spending policy to
ensure a balanced budget and
the continued, proper
expenditure of all City funds.
Goal 2 1) Develop and implement a 2-year Managed Hiring Plan (Ongoing)
2) Review current budget management policies (In progress) 3) Create internal City webpage for all City employees to access policy guidelines (In progress)
Finance -
Chief Financial
Officer
Staff:
City Manager’s Office team,
Info Services Team, Human
Resources Director, Executive
and Deputy Leadership
Teams, Managers, Analysts
Cost: $ (funded)
Resources:
TBD
Timeframe: Ongoing
Start: Q3/2023
Finish: Ongoing
C. Implement a centralized
contract management system
to promote enhanced
monitoring of contracts and
uniform terms and procedures.
Goal 2 1) Evaluate available contract management systems through issuance of an RFP (In progress)
2) Select and implement selected system; conduct training c
itywide (Upcoming)
Finance -
Assistant Chief
Financial Officer
Staff:
Executive and Deputy
Leadership Teams, Managers,
Analysts, and Administrative
Teams
Cost: $ - $$ (partially
funded)
Resources:
System consultant/trainer
Timeframe: Mid-Term
Start: Q3/2023
Finish: Q1/2025
*Goal No. **Financial Resources: ***Timeframe:
1 = Economic Development 2 = Fiscal Stability $ = Up to $100,000 Short Term = within 1 year 3 = High Performing Organization 4 = Homelessness $$ = Between $100,000 and $500,000 Mid Term = up to 4 years 5 = Housing 6 = Infrastructure Investment $$$ = Between $500,001 and $1 million Long Term = 4+ years 7 = Public Engagement 8 = Public Safety $$$$ = Over $1 million City of Huntington Beach - Implementation Action Plan for the 2023-2027 Strategic Plan October 2023 13
Strategies Goal
No.*
Key Tasks and Deliverables
(in chronological order)
Lead Department
and Staff
Staffing Resources &
Partnerships Needed
Financial
Resources Needed**
Timeline***
(Start / Finish)
D. Develop a long-term vehicle
replacement plan to
strategically manage the
phased retirement and
acquisition of vehicles to
optimize performance, safety,
and cost-effectiveness over an
extended period.
Goal 2 1) Conduct a fleet study with recommendations (Complete) 2) Develop Financing Strategy and Plan (Upcoming)
3) Implement the Plan / CIP Program (Upcoming)
Public Works -
Deputy Director
F
inance -
Assistant Chief
Financial Officer
Staff:
Finance and Public Works
Analysts and Managers
Cost: $$ (partially funded)
Resources:
Consultants to identify a
financing strategy/plan
Timeframe: Short-Term
Start: Q1/2024
Finish: Q4/2024
E. Review General Fund reserve
levels using the Government
Finance Officers Association
R
isk Analysis Template.
Goal 2 1) Kickoff meeting with Municipal Advisor (In progress) 2) Work with Executive and Deputy Leadership Teams to
complete assessment and determine proper reserve levels (Upcoming)
3) Present to Council for approval (Upcoming)
Finance -
Chief Financial
Officer
Staff:
Executive and Leadership
Development Teams
Cost: $ (funded)
Resources:
Municipal Advisor (KNN)
Timeframe: Short-Term
Start: Q4/2023
Finish: Q2/2024
F. Restart Audits for Transient
Occupancy Tax (TOT), Utility
User Tax and lease concessions
to verify that revenues
remitted to the City comply
with HBMC 3.28 and 3.36 and
City-Concessionaire
agreements.
Goal 2 1) Procure audit firm to perform audits (In progress) 2) Select initial hotels/concessionaires for review (Upcoming) 3) Begin audit process (Upcoming)
Finance -
Finance Manager
(Accounting)
Staff:
Accounting/City Treasurer
staff
Cost: $ (funded)
Resources:
Audit Firm
Timeframe: Ongoing
Start: Q1/2024
Finish: Ongoing
G. Conduct financial and
performance assessments of
all 12 City departments over a
four-year cycle to evaluate the
efficacy of its operations and
find areas of improvement.
Goal 3 1) Issue an RFP to identify one or more on-call consultants qualified to conduct assessments for each department (In progress)
2) Finalize a schedule identifying the departments and years they will be assessed (Upcoming)
3) Implement the assessments and follow through with
recommended actions, with Council’s approval (Upcoming) City Manager’s
Office -
Assistant City
Manager
Staff:
City Manager’s Office team,
Executive and Deputy
Leadership Teams, and
Managers
Cost: $ - $$ annually
(unfunded)
Resources:
Assessment consultants
Timeframe: Ongoing
Start: Q2/2023
Finish: Q2/2027
H. Annually review and update
outdated or ambiguous
sections of the Municipal Code
to provide clarity and/or
guidance that is aligned wit
h
cur
rent standards and
regulations.
Goal 3 1) Create an inter-departmental team to review municipal code and identify clean-up items (e.g., outdated references, job titles, etc.) and sections to amend (e.g. policy changes, procedural changes, etc.) (Upcoming)
2) Create phasing plan to implement changes (Upcoming)
3) Conduct an annual review memorialized in an
Administrative Regulation policy (Upcoming)
City Manager’s
Office -
Assistant City
Manager
Staff:
Community Development
Director, Public Works
Director, and
Interdepartmental Team
(Each dept. to be consulted
to identify members)
Cost: $ (unfunded)
Resources:
TBD
Timeframe: Ongoing
Start: Annually (in Q1)
Finish: Annually (in Q3)
*Goal No. **Financial Resources: ***Timeframe:
1 = Economic Development 2 = Fiscal Stability $ = Up to $100,000 Short Term = within 1 year 3 = High Performing Organization 4 = Homelessness $$ = Between $100,000 and $500,000 Mid Term = up to 4 years 5 = Housing 6 = Infrastructure Investment $$$ = Between $500,001 and $1 million Long Term = 4+ years 7 = Public Engagement 8 = Public Safety $$$$ = Over $1 million City of Huntington Beach - Implementation Action Plan for the 2023-2027 Strategic Plan October 2023 14
Strategies Goal
No.*
Key Tasks and Deliverables
(in chronological order)
Lead Department
and Staff
Staffing Resources &
Partnerships Needed
Financial
Resources Needed**
Timeline***
(Start / Finish)
I. Pursue opportunities to
develop affordable housing
through the use of Low and
Moderate Incoming Housing
A
sset Funds (LMIHAF).
Goal 5 1) Attempt to extend expiring affordable housing covenants by providing financial assistance. Prioritize those expiring within 5 years (In progress)
2) Pursue development of 17642 Beach Blvd in conjunction w
ith Jamboree Housing (In progress)
3) Identify sites to acquire (In progress)
4) Identify opportunities to partner with affordable housing developers (In progress)
Community
Development -
Housing Manager
Staff:
Community Development
Deputy Director, Senior
Management Analyst
(Housing), Management Aide
(Housing)
Cost: $ (partially funded)
Resources:
TBD
Timeframe: Ongoing
Start: Ongoing
Finish: Ongoing
J. Assist residents with
maintaining home ownerships.
Goal 5 1) Clarify purpose and intentions (Upcoming)
2) Review practices of other cities (Upcoming)
Community
Development -
Housing Manager
Staff:
CD Deputy Director, Senior
Management Analyst/Aide
Cost: TBD (not funded) Timeframe: Ongoing
Start: Ongoing
Finish: Ongoing
K. Explore options for housing
voucher programs to support
ho
using affordability.
Goal 5 1) Proactively advocate for County vouchers for qualified HB individuals (In progress)
2) Proactively look for funding sources to increase resources fo
r the City’s TBRA program (In progress)
3) Proactively solicit interest from property owners to accept Section 8 Vouchers or participate in TBRA (Upcoming)
Community
Development -
Senior Management
Analyst (Housing)
Staff:
Deputy CD Director, Housing
Manager, Senior
Management Analyst
(Housing), Management Aide
(Housing)
Cost: $ (not funded) Timeframe: Ongoing
Start: Q3 2023
Finish: Ongoing
L. Complete major CIPs including
Central Library Improvements,
Sand Replenishment, Bluff
Stabilization, Greer Park Storm
Drain & Park Improvements,
Mobility and ADA Transition
Plan Improvements.
Goal 6 1) Conduct feasibility studies and/or community outreach prior to design (In progress)
2) Most grant agencies require cost/benefit analysis &
outreach as part of grant application (In progress)
3) Pursue any grant opportunities (In progress)
4) Leverage funding with existing CIP funds (In progress) Public Works -
Director
Staff:
Engineering/Maintenance,
Community/Library Services
Director, Specific Events Staff
Partnerships:
Local community-based
organizations, as needed
Cost: Varies per project
(funded)
Resources:
Design, environmental
review, construction
professionals – as needed.
Legislative advocates.
Timeframe: Ongoing
Start: Q3/2023
Finish: Q4/2027 and
ongoing
M. PCH relinquishment (from
Goldenwest to Beach) to give
th
e City local control over PCH
(i.e., landscape/trees, traffic
c
alming measures, additional
m
obility paths, signage, and
off-street parking).
Goal 6 1) Caltrans conducts relinquishment assessment report (RAR) (In progress)
2) Obtain resolution authorizing staff to develop legislation enabling relinquishment for segment of PCH (In progress) 3) Caltrans prepares Project Scope & Summary Report (PSSR )
d
etailing cost of relinquishment (In progress)
4) Implement PCH relinquishment (In progress)
Public Works -
Director
Staff:
Engineering/Maintenance
Teams, Community/Library
Services Director
Partnerships:
Caltrans, Coastal Commission
Cost: $$ (funding continent
on Caltrans)
Resources:
Transportation planning
consultant and legislative
advocate
Timeframe: Long-Term
Start: Q4/2022
Finish: Q4/2027
N. Conduct water, sewer and
trash rate studies to bring
rates to appropriate levels.
Goal 6 1) Conduct engineer’s report to support proposed water & sewer rates (In progress)
2) Negotiate trash franchise agreement with Republic (In progress)
Public Works -
Deputy Director
(Utilities)
Staff:
Public Works Engineering
and Maintenance Teams
Cost: $$ (partially funded)
Resources:
Consultant support
Timeframe: Short-term
Start: Q1/2022
Finish: Q2/2024
*Goal No. **Financial Resources: ***Timeframe:
1 = Economic Development 2 = Fiscal Stability $ = Up to $100,000 Short Term = within 1 year 3 = High Performing Organization 4 = Homelessness $$ = Between $100,000 and $500,000 Mid Term = up to 4 years 5 = Housing 6 = Infrastructure Investment $$$ = Between $500,001 and $1 million Long Term = 4+ years 7 = Public Engagement 8 = Public Safety $$$$ = Over $1 million City of Huntington Beach - Implementation Action Plan for the 2023-2027 Strategic Plan October 2023 15
Strategies Goal
No.*
Key Tasks and Deliverables
(in chronological order)
Lead Department
and Staff
Staffing Resources &
Partnerships Needed
Financial
Resources Needed**
Timeline***
(Start / Finish)
O. Create an open data platform
for residents to obtain real-
time progress of City
programs and projects to
promote transparency and
ongoing dialogue with the
community.
Goal 7 1) Explore PowerBI or similar data platforms to display routinely updated data about priority City
programs/policies (Upcoming)
2) Form an interdepartmental team to identify and consolidate existing and new data from various departments; identify staff to maintain site and data (Upcoming)
3) Develop a process and timeline to transition data onto a publicly accessible website (Upcoming)
Info Services -
Chief Information
Officer
Staff:
Info Services Team, Public
Affairs Manager,
interdepartmental staff
liaisons, project managers
Cost: $$ (not funded)
Resources:
Data platform maintenance
fees and training
Timeframe: Mid-Term
Start: Q3/2024
Finish: Q3/2025
P. Public Safety Infrastructure
Investments and Master
Planning.
Goal 8 1) Finalize construction plans for Police Dept. Remodel Projects and begin construction (In progress)
2) Relocate Communications and Dispatch center to Central Net (In progress)
3) Identify necessary equipment, security and facility updates and master planning, including Fire facilities (Upcoming) Police and Fire,
Chiefs
Staff:
Information Services Team,
Fire and Police Team, Public
Works Engineering and
Maintenance
Cost: $$$ (partially funded) Timeframe: Long Term
Start: Q4/2022
Finish: Q3/2025
Q. Mobile integrated health
program to provide enhanced
emergency response efforts
and reduction strategies.
Goal 8 1) Coordinate with local hospitals for funding and compendium programing and services (Upcoming)
2) Engage with Cal Optima to increase emergency response and prevention funding · Conduct a feasibility study to establish fee for medical facility utilizing HBFD EMS to supplement business model (Upcoming)
3) Community centered pre-response medical prevention an d
c
oordination with local hospitals (Upcoming)
4) Develop emergency call reduction strategies with local health care partners (Upcoming)
5) Home care program after hospital stay to reduce hospital re-admittance (Upcoming)
Fire -
Division Chiefs
Staff:
Deputy Chiefs (Operations),
Battalion Chief (EMS)
Partnerships:
Local hospitals, CalOptima,
Orange County EMS
Cost: TBD (partial funding
contingent on grant award)
Timeframe: Long Term
Start: Q1/2024
Finish: Q1/2026
R. Increased Public Safety
recruitment, retention, and
future required staffing to
meet increased call demand.
Goal 8 1) Develop and implement a 4-year plan to increase Paramedic staffing, to include six additional Paramedics in FY 24/25, six additional Paramedics in FY 25/26, six
additional Paramedics in FY 26/27 (Upcoming)
2) Special event staffing plan/matrix (Upcoming)
3) 24- hour Marine Safety coverage (Upcoming)
4) Emergency Management Assistant (Upcoming)
Fire -
Chief
Staff:
Principal Analyst, Deputy
Chiefs, Division Chief
(Operations), Battalion Chief
(EMS)
Cost: TBD (not funded) Timeframe: TBD
Start: Q1/2024
Finish: TBD
*Goal No. **Financial Resources: ***Timeframe:
1 = Economic Development 2 = Fiscal Stability $ = Up to $100,000 Short Term = within 1 year 3 = High Performing Organization 4 = Homelessness $$ = Between $100,000 and $500,000 Mid Term = up to 4 years 5 = Housing 6 = Infrastructure Investment $$$ = Between $500,001 and $1 million Long Term = 4+ years 7 = Public Engagement 8 = Public Safety $$$$ = Over $1 million