GOAL 1. ECONOMIC DEVELOPMENT
Success Indicator: Greater business retention, investments and job growth in Huntington Beach.
Start Date Due Date
2) Staff to develop a scope of work to prepare an updated Economic Development Strategy. ◉ Completed 100% Q4/2023 Q4/2023 Task(s) completed as of the first biannual progress report. $0
Costs are mainly
in staff time
3) Work with key industry stakeholders to solicit input during the development of the Strategy and prioritize further outreach as part of the strategy.
◉ Completed 100% Q4/2023 Q4/2023 Task(s) completed as of the first biannual progress report. $0
Costs are mainly
in staff time
4) Present an updated Strategy to City Council for consideration and approval. ↗ In Progress 80% Q4/2023 Q4/2024
Staff presented the updated strategy to the Economic
Development Committee in Q2/2024; the updated strategy will be presented to City Council in Q4/2024.
a) KPI no longer applicable
KPIs to be determined following the adoption of the
updated Economic Development Strategy
$0
Costs are mainly
in staff time
Key Performance Indicators (KPIs)
Community
Development -
Economic
Development
Manager
Lead
Department and
Staff
$0
Costs are mainly
in staff time
Estimated Total
Project CostStrategies Progress Status
100% Task(s) completed as of the first biannual progress report.
A. Develop an updated
economic development
strategy to increase business
retention, local investments,
and job growth
1) Review 2017 Economic Development Strategy and 2020
Industry Cluster/ Workforce Analysis; conduct the Mayor’s Economic Development Summit on Oct. 13, 2023 to prepare scope of work for an updated Strategy.
◉ Completed
Current Status
Timeline***
Q4/2023 Q4/2023
Completion
%
(estimate)
Key Tasks and Deliverables
(in chronological order)
Success Indicator: Available funding to support a high-quality level of programs, services, and capital investments and to build a structural surplus.
Start Date Due Date
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. ◉ Completed 100% Q3/2023 Q2/2024 City Council approved the updated Master Fee and Charges Schedule in Q2/2024.
a) Structurally balanced budget (yes)
b) Updated Master Fee Schedule (yes)
Finance - Chief
Financial Officer
$87,700
One-time cost in
FY23-24
2) Establish an ongoing program to increase grant application efforts and pursue federal/state funding. ↗ In Progress 50% Q3/2023 Q3/2024 Staff is forming an interdepartmental working group to enhance citywide efforts in identifying and applying for funding for major City Council approved projects.
a) Total valuation of grants/outside funds awarded
to the City
CMO - Council
Policy Analyst
$180,000 / year
Budgeted in FY23-
24. Will be an
ongoing expense.
Also covers the
cost for Goal 5.A.1-
2 5) Update developer impact fees in accordance with the Mitigation Fee Act; ensure fees are aligned with the impact of development on City services/stakeholders.
∆ On Hold 0% N/A N/A Staff will revisit this item in 2030 per State law.
Community
Development -
Director
On hold
GOAL 2. FISCAL STABILITY
Estimated Total
Project Cost
Completion
%
(estimate)
Key Tasks and Deliverables
(in chronological order)
Lead
Department and
Staff
Key Performance Indicators (KPIs)
Q4/2023
Q4/2024
Q3/2024
Staff is currently in the process of establishing a centralized real estate program. Additionally, efforts are underway to identify a consultant for conducting an audit of city leases, with plans to commence the audit by the end of Q4.
TBD
$0
Costs are mainly
in staff time
This item will be incorporated into the updated Economic Development Strategy (Goal 1.A) and will include a list of industries to attract, promotional materials, and use of tools such as conferences and trade shows.
Community
Development
and Public
Works w/ inter-
departmental
support)
Community
Development -
Econ. Dev.
Manager
KPIs to be determined following the development of
the Real Estate Program.
See Goal 1.A
A. Consider new revenue
sources and opportunities to
support the City’s priority
initiatives and projects ↗ In Progress
4) Develop formal policy for attracting and retaining high demand businesses ◉ Completed
3) Evaluate leases/concessionaires and adjust to market rate where applicable
Strategies Progress Status Current Status
Timeline***
25%
100%
Q1/2024
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.
Start Date Due Date
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 tech needs. ↗ In Progress 80% Q2/2023 Q3/2024
Staff launched Streamline Surf City in Q3/2023 as a Citywide initiative to improve the development and permitting process.
Streamline Surf City consists of 26 measures and programs aimed at improving various aspects of the development and permitting process to save costs as an alternative to a physical space. One of its components is the city’s online permitting system (ACA), which enables customers to apply for permits and plan checks, check project status, research permit records, and view a list of issued permits.
$0
Costs are mainly
in staff time
2) Procure design firm to prepare concept drawings and cost estimates for physical space ∆ On Hold 0% N/A N/A
In Q1 2024, the staff created the Streamline Specialist program, which is a virtual One Stop Shop that helps businesses navigate the permitting process online. Dedicated staff members assist applicants by scheduling appointments and virtual sessions with permitting and plan check specialists from all development departments.
a) Quarterly reporting of applicants successfully
assisted in submitting for plan check, obtaining
their permit, or obtaining their certificate of
occupancy (NEW)
On hold
3) Circle back with City Council to prioritize next steps, phasing plan, and financing plan ⌂ Upcoming 0% Q3/2024 Q3/2024
Staff will present to the City Council an update on Streamline Surf City, including the initial reporting results from the Streamline Specialist program in Q3/2024.
$0
Costs are mainly
in staff time
4) Implement phasing plan ⌂ Upcoming 0% Q4/2024 Q2/2025 Staff will implement the final initiatives as part of Streamline Surf City. a) Accela customer satisfaction survey rating TBD
Following
completion of
Tasks 1-3
1) Complete recruitment for vacant director positions within 3 months of vacancy ◉ Completed 100% Q1/2023 Q2/2024 Recruitment for all vacant director positions was completed in Q2/2024. a) Recruitments complete (yes)
$25,000
One-time cost in
FY23-24
2) Implement Managed Hiring Process to identify and fill key vacancies ↗ In Progress 50% Q3/2023 Q2/2025 The Managed Hiring process is on track to meet its 2-year savings goals through Q2/2025.
a) Savings on track for FY23-24 and FY24-25
(yes/no)
$0
Costs are mainly
in staff time
3) Identify efficiencies to aid departments whose vacancies cannot be filled immediately ↗ In Progress 50% Q2/2023 Q2/2026 Staff identified efficiencies for FY24-25 and will continue to do so for FY 25-26. a) KPI removed for future reconsideration $0
Costs are mainly
in staff time
1) Review and implement a 12-month action plan by North Star ↗ In Progress 50% Q2/2023 Q4/2024 Staff is actively looking into using customer satisfaction surveys to evaluate the quality of service or interactions
a) Customer service satisfaction rating
b) KPI removed for future reconsideration
$30,000
One-time cost in
FY23-24
2) Kickoff a 10-session Dennis Snow Customer Service Virtual Training for 250 team members ◉ Completed 100% Q2/2023 Q4/2023 Task(s) completed as of the first biannual progress report. $6,500
One-time cost in
FY23-24 budget
3) Create an internal customer service working group to identify customer issues and develop improvements ↗ In Progress 20% Q1/2024 Q4/2024 The staff is currently in discussions with different technology providers to identify potential products and costs.
$0
Costs are mainly
in staff time
Progress Status Current Status
Community
Development -
Director and
Building Official
City Manager’s
Office - City
Manager
Timeline***Completion
%
(estimate)
Key Performance Indicators (KPIs)
City Manager’s
Office -
Assistant to the
City Manager
C. Implement the Public
Service Excellence Initiative to
invest in workforce
development and promote
exceptional customer service
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
B. Fill department director
vacancies and other key
positions to lead and provide
essential services to the
community
GOAL 3. HIGH PERFORMING ORGANIZATION
Strategies
Lead
Department and
Staff
Estimated
Total Project
Cost
Key Tasks and Deliverables
(in chronological order)
Start Date Due Date
1) Convene a Council Ad Hoc Subcommittee to recommend
structural changes as needed ◉ Completed 100% Q2/2023 Q3/2023 Task(s) completed as of the first biannual progress report. $0
Costs are mainly
in staff time
2) Present recommendations to City Council and implement approved changes ◉ Completed 100% Q2/2023 Q3/2023 Task(s) completed as of the first biannual progress report. a) BCCs restructured (yes) $0
Costs are mainly
in staff time
1) Identify required and optional training opportunities ◉ Completed 100% Q2/2023 Q3/2023 Task(s) completed as of the first biannual progress report. $0
Costs are mainly
in staff time
2) Research available LMS providers, compare features, pricing and user reviews ↗ In Progress 50% Q2/2023 Q2/2025 Staff is assessing the current LMS, Target Solutions, as a no-cost training solution for staff.
$0
Costs are mainly
in staff time
3) Work with selected provider and IS to develop and
implement LMS ◉ Completed 100% Q2/2024 Q4/2023 Task(s) completed as of the first biannual progress report. $0
Costs are mainly
in staff time
4) Conduct citywide training and rollout ↗ In Progress 25% Q3/2024 Q2/2025 Staff continues to explore and expand the range of training topics offered to city employees.
a) # of employee training programs offered
b) # of attendees per training program (NEW)
$0
Costs are mainly
in staff time
1) Research performance evaluation system; select and develop new system ↗ In Progress 80% Q2/2022 Q2/2025 Staff will be meeting with Labor Associations to present changes to the city evaluation template.
$0
Costs are mainly
in staff time
2) Gather feedback and consensus from Leadership Teams, Managers and Labor Associations ↗ In Progress 50% Q1/2023 Q2/2025 Pending discussions with Labor Associations $0
Costs are mainly
in staff time
3) Conduct rollout; provide citywide training for all supervisors and staff ⌂ Upcoming 0% Q2/2025 Q4/2025 Citywide rollout plan by department to be initiated; hands-on training for all supervisors and staff to be scheduled. a) % of staff trained in the new evaluation system
b) % of usage of the new evaluation system
$0
Costs are mainly
in staff time
1) Issue an RFP and select a new TPA; coordinate the transfer of all relevant data to TPA ◉ Completed 100% Q4/2022 Q4/2023 Task(s) completed as of the first biannual progress report. $0
Costs are mainly
in staff time
2) Introduce TPA to organization and rollout TPA services on an ongoing basis ◉ Completed 100% Q3/2023 Q4/2023 Task(s) completed as of the first biannual progress report. $0
Costs are mainly
in staff time
Human
Resources -
Director
Human
Resources -
Director
City Manager’s
Office -
Assistant City
Manager
Human
Resources -
Director
Progress Status Current Status
Timeline***Completion
%
(estimate)
Key Performance Indicators (KPIs)
F. Launch TrakStar, a web-
based performance evaluation
system for City employees that
will help improve employee
engagement and productivity
G. Select a new third-party
administrator (TPA) for
workers’ compensation to
manage City claims efficiently,
reduce cost and create a safer
workplace
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
E. Explore new Learning
Management Systems (LMS) to
offer more comprehensive and
innovative employee and public
official training programs
Strategies
Lead
Department and
Staff
Estimated
Total Project
Cost
Key Tasks and Deliverables
(in chronological order)
Success Indicator: A continuum of care that reduces homelessness and maintains quality of life for the entire community.
Start Date Due Date
1) Develop the HB Cares model of volunteers to provide services to the homeless population ◉ Completed 100% Q1/2023 Ongoing Task(s) completed as of the first biannual progress report. a) # of volunteers enrolled and trained. b) # of volunteer hours (NEW)
$0
Costs are mainly
in staff time
2) Seek partnerships with faith and community-based
organizations to provide direct services and support to prevent or reduce homelessness
◉ Completed 100% Q1/2023 Ongoing Task(s) completed as of the first biannual progress report. a) # of local faith and community based organizations partnering with the City
$0
Costs are mainly
in staff time
3) Collaborate with CalOptima as they release their street medicine program ◉ Completed 100% Q2/2023 Q4/2024 Task(s) completed as of the first biannual progress report. $0
Costs are mainly
in staff time
1) Coordinate with Jamboree to develop and finalize the planned use and conceptual plans ↗ In Progress 60% Q3/2023 Q2/2024 City Council approved the extension to the existing Exclusive Negotiating Agreement on June 4, 2024.
$0
Costs are mainly
in staff time
2) Secure funding opportunities to develop site ↗ In Progress 25% Q1/2023 Q3/2027 Jamboree Housing has identified multiple funding sources. On June 4, 2024, the Huntington Beach Housing Authority
authorized the Executive Director to approve Jamboree
Housing’s submission of funding applications. Huntington Beach Housing Authority approval will be sought for the acceptance of any awarded funds.
$0
Costs are mainly
in staff time
3) Collaborate with partners, operators, and agencies to deliver services ↗ In Progress 5% Q1/2024 Q3/2027 Staff began discussions with potential service provider TBD
Following
completion of
Tasks 1-2
4) Design and construct ↗ In Progress 50% Q3/2023 Q3/2027 On June 4, 2024, the Huntington Beach Housing Authority authorized an 18-month extension to the existing Exclusive Negotiations Agreement.
a) Biennial Point-in-Time Homeless County
b) # of clients housed through system of care
TBD
Following
completion of
Tasks 1-3
GOAL 4. HOMELESSNESS
Strategies Progress Status Current StatusTimeline*** Estimated Total Project Cost
B. Feasibly transition the
Navigation Center to include
shelter and supportive housing.
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.
Lead
Department and
Staff
City Manager’s
Office -
Homeless
Services
Volunteer
Coordinator
and Manager
Key Tasks and Deliverables
(in chronological order)
Completion
%
(estimate)
Key Performance Indicators (KPIs)
City Manager’s
Office -
Homeless
Services
Manager
Success Indicator: Proactive programs to address diverse housing needs within the City’s jurisdiction and control.
Start Date Due Date
1) Create a Legislative Platform with legislative advocates and topical legislative analyses ◉ Completed 100% Q3/2023 Ongoing Staff prepared a platform based on feedback from the
Intergovernmental Relations Committee. The platform was approved by council in Q1/2024.
a) Platform complete (yes) Costs included in
Goal 2.A.2.
2) Monitor proposed legislation for IRC’s consideration ◉ Completed 100% Q1/2023 Ongoing Task(s) completed as of the first biannual progress report. a) # of policy positions taken by City Council Costs included in Goal 2.A.2.
3) Participate in regional agency efforts related to housing policy - Southern California Association of Governments (SCAG), Orange County Council of Governments (OCCOG), etc.
◉ Completed 100% Q1/2023 Ongoing Task(s) completed as of the first biannual progress report. $0
Costs are mainly
in staff time
4) Assist City Council Members on approved H-Items related to local control ◉ Completed 100% Q1/2023 Ongoing Task(s) completed as of the first biannual progress report. $0
Costs are mainly
in staff time
Key Performance Indicators (KPIs)
A. Take action to maintain
local control of land-use
planning
City Manager's
Office - Council
Policy Analyst
Community
Development -
Director
GOAL 5. HOUSING
Strategies Progress Status Current Status
Timeline*** Lead
Department and
Staff
Estimated Total
Project Cost
Completion
%
(estimate)
Key Tasks and Deliverables
(in chronological order)
Success Indicator: Maintained and upgraded infrastructure that supports the community’s day-to-day needs, in accordance with the City’s Infrastructure Report Card.
Start Date Due Date
1) Hire design consultant to conduct community outreach & engagement ↗ In Progress 90% Q3/2023 Q3/2024 Staff is working with the consultant to develop the outreach plan.
$200,000
One-time cost in
FY23-24
2) Develop project budget, design, and environmental review. ↗ In Progress 65% Q2/2024 Q3/2024 Staff is evaluating design concepts from the consultant. a) Complete design (yes/no)
b) Complete planning (yes/no)
b) Complete permitting (yes/no)
Included in the
cost above
3) Conduct a Measure C analysis, as needed ↗ In Progress 50% Q2/2024 Q4/2024 Pending final design concept a) Obtain project authorization via Measure C voter approval (yes/no)
$200,000
One-time cost in
FY24-25
4) BID project and request allocation of funding through CIP process, to include long term maintenance plan ⌂ Upcoming 0% Q1/2025 Q3/2025 Complete construction based on funding availability a) Complete BID package and funding request (yes/no)
Costs included in
Goal 2.A.2.
5) Complete project construction ⌂ Upcoming 0% Q3/2025 Q4/2027 Construction plan will be based on the completed phasing plan referenced in Goal 6.A.2
a) # of restrooms constructed (yes/no)
b) Construction completed on time (yes/no)
TBD following
completion of
Tasks 1-2
1) Conduct assessment and community input of acceptable event volumes by type ↗ In Progress 95% Q4/2023 Q4/2024 Responsible Hospitality Institute (RHI) completed the
assessment and staff are reviewing their findings to determine next steps.
$0
Costs are mainly
in staff time
2) Evaluate Public Safety capacity and resources ◉ Completed 100% Q4/2023 Ongoing Ongoing efforts to supplement resources through Mutual Aid Agreements with neighboring agencies.
$0
Costs are mainly
in staff time
3) Conduct meetings with Specific Event Executive Committee to review Specific Event policies and procedures ↗ In Progress 50% Q4/2023 Q4/2024 Staff will present HBMC edits to SEEC in Q3/2024. Pending City Council approval in Q4/2024 a) Draft ordinances completed (yes/no) $0
Costs are mainly
in staff time
4) Research and understand Measure C implications ↗ In Progress 25% Q4/2023 Q4/2026 Completed two rounds of community input. Will continue progress on community and stakeholder input beginning
Q1/2025.
a) Obtain authorization to present Measure C
amendment for voter approval (yes/no)
$30,000
One-time cost in
FY23-24
$150,000
One-time cost in
FY24-25
5) Explore feasibility of sole-source, long-term lease agreements for event providers ↗ In Progress 5% Q4/2023 Q4/2024 CLS will develop a feasibility analysis to include collaboration with other departments and external agency requirements. a) # of additional venues
b) # of attendees
c) # and type of specific events
TBD
6) Complete Central Park and City-Wide Parks & Recreation Master Plans to identify potential venue locations ↗ In Progress 45% Q4/2023 Q3/2025 Staff anticipate presenting the City-Wide Parks & Recreation Master Plan by Q4/2024. A RFP for Central Park Master Plan will be released by Q4/2024.
a) Completion of the Master Plans (yes/no) TBD
Lead
Department and
Staff
Public Works -
Director
Community &
Library Services
- Director
B. Explore additional sports
and concert venues to bolster
tourism and provide world class
amenities for community
members
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
Progress Status Current Status
Timeline***Completion
%
(estimate)
Key Tasks and Deliverables
(in chronological order)
GOAL 6. INFRASTRUCTURE INVESTMENT
Strategies Estimated Total
Project Cost Key Performance Indicators (KPIs)
Start Date Due Date
1) Release RFP and hire consultant to conduct the assessment ↗ In Progress 70% Q4/2023 Q2/2024 Staff is considering a 6-month Sourcewell Contract instead of issuing a RFP.
TBD
One-time cost in
FY 24-25
2) Conduct inventory/assessment of City facilities ⌂ Upcoming 0% Q3/2024 Q3/2025 Included in the cost as above
3) Develop financing strategy for CIP implementation and long- term maintenance ⌂ Upcoming 0% Q2/2024 Q4/2025
TBD
One-time cost in
FY 25-26
4) Release final report to the public ⌂ Upcoming 0% Q3/2026 Q4/2026 a) % of facilities improved over the plan period $0
Costs are mainly
in staff time
1) Conduct and adopt Water Master Plan ◉ Completed 100% Q3/2023 Q2/2024 City Council adopted the Water Master Plan on May 8, 2024. a) # of feet of water pipe replaced b) # of new wells constructed
$283,300
One-time cost in
FY 23-24
2) Conduct and adopt Sewer Master Plan ↗ In Progress 95% Q3/2023 Q2/2024 Sewer Master Plan to be presented to Public Works Commission in Q3/2024
a) # of feet of sewer pipe relined
b) # of infrastructure repair projects completed
$700,000
One-time cost in
FY 23-24
3) Conduct and adopt Mobility Plan ↗ In Progress 95% Q2/2023 Q2/2024 Mobility Plan to be presented to Council in Q3/2024 a) Miles of bike lanes installed
b) # of gap closure/safety improvements
completed
$323,000
One-time cost in
FY 23-24
4) Conduct and Complete the Fleet Transition Plan ◉ Completed 100% Q4/2021 Q4/2023 Task(s) completed as of the first biannual progress report. a) # of clean air vehicles purchased annually
b) # of EV charging ports installed for City Fleet
(NEW)
$100,000
One-time cost in
FY 23-24
5) Conduct and adopt Fiber Master Plan ⌂ Upcoming 0% Q1/2024 Q3/2025 Pending discussions with Information Services Department a) # of feet/miles of fiber installed TBD
One-time cost in
FY 24-25
6) Conduct and Complete the Infrastructure Report Card ↗ In Progress 75% Q2/2023 Q3/2024 Final results are set to be released in Q3/2024. The staff is currently working on a cost assessment and funding strategy.
KPIs to be determined following the adoption of the
Infrastructure Report Card.
$205,000
One-time cost in
FY 23-24
Lead
Department and
Staff
Public Works -
Director
Public Works -
Director
C. Conduct an assessment of all
City facilities to determine
priorities for upgrades and
repairs, implementation and
financial priority.
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
Progress Status Current Status
Timeline***Completion
%
(estimate)
Key Tasks and Deliverables
(in chronological order)Strategies Estimated Total
Project Cost Key Performance Indicators (KPIs)
Success Indicator: A community that has easy access to clear, accurate, and timely City information and expresses increased awareness and involvement in City activities.
Start Date Due Date
1) Conduct research & develop cost/scope; issue request for expressions of interest from qualified firms ◉ Completed 100% Q3/2022 Q4/2022 Task(s) completed as of the first biannual progress report. $0
Costs are mainly
in staff time
2) Issue an RFP for a contractor to build a robust, online communication system. ↗ In Progress 25% Q2/2023 Q3/2024 Staff continues to meet with MyHB provider to identify
additional features and options for expanding the usability and efficiency of current system
$0
Costs are mainly
in staff time
3) Begin development of a centralized platform for City info ⌂ Upcoming 0% Q3/2024 Q1/2026 Staff is determining the feasibility of implementing additional My HB Features.
TBD
One time cost
across FY24-25
and FY25-26
4) Develop a policy for use and train City staff ⌂ Upcoming 0% Q1/2026 Q1/2026 Staff is determining the feasibility of implementing additional My HB Features. KPIs dependent on My HB deliverables.
$0
Costs are mainly
in staff time
5) Rollout comprehensive marketing strategy ⌂ Upcoming 0% Q2/2026 Q2/2026 Awaiting completion of Tasks 2-4. KPIs dependent on My HB deliverables.
TBD
One time cost in
FY25-26
1) Issue an RFP to select a web developer ◉ Completed 100% Q3/2021 Q4/2021 Task(s) completed as of the first biannual progress report. $170,000
One-time cost in
FY21-22 budget
2) Conduct site cleanup, site mapping, and design; site integration and content cleanup ◉ Completed 100% Q1/2022 Q1/2024 New City Website was launched on April 8, 2024. Site editors will conduct ongoing cleanup as part of continuous site management.
$0
Costs are mainly
in staff time
3) Rollout comprehensive marketing strategy ◉ Completed 100% Q4/2023 Q1/2024 Information was shared via press release, social media, email newsletter, and HB Sands. Additionally, a website feedback form is available for ongoing feedback.
a) # of unique visits & engagement time on news
page (NEW)
b) # of unique visits & engagement time on events
page (NEW)
c) # of calls to call center (NEW)
$10,000
One time cost in
FY23-24 budget
4) Create policy for ongoing website management, user access, and content cleanup ↗ In Progress 50% Q1/2024 Ongoing
Website access and editor trainings are complete. Staff is drafting proposed policy with the assistance of the Information Services Department. Website content cleanup is ongoing. a) % of applicable staff trained in new policy
(yes/no)
$0
Costs are mainly
in staff time
GOAL 7. PUBLIC ENGAGEMENT
Strategies
Lead
Department and
Staff
Progress Status Current Status
Timeline*** Estimated Total
Project Cost
Completion
%
(estimate)
Key Tasks and Deliverables
(in chronological order)
City Manager’s
Office - Public
Affairs Manager
Key Performance Indicators (KPIs)
City Manager’s
Office - Public
Affairs Manager
B. Redesign the City’s website
to increase its versatility and
enhance user experience with
easy to access information
A. Implement a robust online
communication system to
manage/track calls for services
and provide one centralized
location for community
members to obtain all City
information and services.
Start Date Due Date
1) Expand outreach through Town Halls, Coffee with the Mayor, and enhanced certificate/award program ◉ Completed 100% Q1/2023 Ongoing Task(s) completed as of the first biannual progress report. a) KPI no longer applicable. $5,000/year
Budgeted in FY23-
24 2) Develop & produce new digital content – PSAs, Mayor’s Roundtable, Public Safety Awareness, etc. ◉ Completed 100% Q1/2023 Ongoing Task(s) completed as of the first biannual progress report. a) # of social media engagements and impressions (incl. Facebook, Instagram, YouTube)
$50,000/year
Budgeted in FY23-
24 3) Create & purchase outreach kit – to include tents, banners, tables, handouts, collateral ↗ In Progress 60% Q3/2023 Ongoing Staff is creating a ‘HB Promo Inventory’ with procedures to enable other departments to order promotional materials that are consistent with the City’s brand
$10,000 annually
4) Collaborate with partners to identify more opportunities to engage with residents & businesses ↗ In Progress 40% Q3/2023 Ongoing Staff is currently developing a community stakeholder contact list and outreach channels.
$0
Costs are mainly
in staff time
5) Develop PIO committee from all Departments committed to developing effective citywide quarterly mailers and public feedback materials based on existing needs
⌂ Upcoming 0% Q3/2024 Ongoing
Staff will identify PIO contact(s) for each City Department and develop a comprehensive list of programs, services, and activities for further promotion and engagement.
$0
Costs are mainly
in staff time
6) Create a consolidated citywide event calendar and policy for planning and implementing events ◉ Completed 100% Q1/2023 Q1/2023 Task(s) completed as of the first biannual progress report. $0
Costs are mainly
in staff time
7) Launch Community Engagement Platform ↗ In Progress 20% Q4/2023 Q4/2024 Staff is rebranding based on comprehensive community
feedback and surveying programs. The staff is currently in discussions with different technology providers to identify potential products and costs.
$10,000
One time cost in
FY24-25 budget
1) Buildout downstairs studio & update equipment ◉ Completed 100% Q2/2023 Q2/2024 Task(s) completed as of the first biannual progress report. $175,000
Using PEG funds
restricted to use
on public TV
capital only
2) Hire HBTV Media Coordinator ↗ In Progress 70% Q2/2024 Q3/2024 Final stages of the recruitment process. Costs are mainly in staff time
3) Develop informative & varied content with purpose and reflective of Huntington Beach ↗ In Progress 80% Q1/2024 Q1/2025 Staff continues to collaborate with the Communications Committee and various departments to create original content. a) # of online videos created $420,000 Across four years
1) Hire Graphic Designer ◉ Completed 100% Q2/2023 Q4/2023 Task(s) completed as of the first biannual progress report. $0
Costs are mainly
in staff time
2) Develop Citywide Branding Guide ◉ Completed 100% Q1/2023 Q1/2024 Task(s) completed as of the first biannual progress report. $0
Costs are mainly
in staff time
3) Develop Citywide policy on public facing graphics/content ◉ Completed 100% Q2/2023 Q1/2024 Staff implemented a policy guide that provides guidance on how and when to display graphics. a) KPI no longer applicable. $0
Costs are mainly
in staff time
4) Develop standardized templates and materials for citywide use ↗ In Progress 30% Q3/2023 Q1/2025 Staff is working on standardizing templates and materials, such as flyers, agendas, and presentations
$0
Costs are mainly
in staff time
Strategies
Lead
Department and
Staff
Progress Status Current Status
Timeline*** Estimated Total
Project Cost
Completion
%
(estimate)
Key Tasks and Deliverables
(in chronological order)
City Manager’s
Office - Public
Affairs Manager
City Manager’s
Office - Public
Affairs Manager
Key Performance Indicators (KPIs)
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 - Public
Affairs Manager
C. Expand and enhance
community outreach
engagement opportunities
through neighborhood town
halls, direct mailers, and videos
D. Enhance capacity of HBTV
and produce relevant television
content to expand the City’s
public engagement reach
across diverse audiences
Success Indicator: Ensure the safety and protection of all community members, both efficiently and effectively.
Start Date Due Date
1) Lead a community wide comprehensive risk reduction
strategy and culture to minimize incidents and optimize emergency response
↗ In Progress 50% Q3/2023 Q4/2026
Staff continues to develop and utilize comprehensive data analytics and mapping dashboards to inform staffing and operational decisions. Staff is also exploring a public saving dashboard.
a) Form a work group with Police, Fire, IS, Public
Works (Complete)
b) # of monthly calls for service
c) Form a quarterly work group with all Fire
divisions to review staff risk reduction strategies
(Complete)
d) Receive the American Heart Association (AHA)
Mission: Lifeline EMS Recognition for excellent pre-
hospital heart attack care. (Complete)
e) Meet FireScope Type Requirement (Complete)
f) % of Lifeguards/Marine Safety Officers meeting
US Lifesaving Assoc. requirements
g) # of sidewalk CPR trainings conducted (NEW)
$200,000
One time cost for
FY25-26
2) Realignment of inspection assignments and frequencies to improve departmental efficiencies and customer service ◉ Completed 100% Q3/2022 Q4/2023 Task(s) completed as of the first biannual progress report. a) % of Life Safety and Fire Permit inspections
completed
b) % of State-mandated occupancy inspections
completed
$0
Costs are mainly
in staff time
3) Implement Intern program ◉ Completed 100% Q4/2022 Q3/2023 Task(s) completed as of the first biannual progress report. a) # of youth enrolled in Fire Explorers program
b) # of ambulance operators and lifeguards
sponsored for fire academies and/or paramedic
school
$0
Costs are mainly
in staff time
4) Cultivate a business centered customer service culture fostered on communication, consistency and transparency ↗ In Progress 50% Q1/2023 Q4/2024 Staff is using data analytics to be more proactive in CRR for improved customer-centered services
a) Meet quarterly with the Chamber of Commerce,
Downtown BID, and small business owners to
discuss business/community feedback related to
business, development, and customer service
(yes/no)
$0
Costs are mainly
in staff time
5) Implement an emergency pre-plan program ↗ In Progress 50% Q3/2023 Q3/2024 Staff is working with Community Connect to develop the program with training scheduled for 2024.
a) Yearly redefine target hazards using data and
redefine response grid as needed (yes/no)
b) % of suppression personnel trained on new
emergency pre-plan program
$0
Costs are mainly
in staff time
6) Utilize analytics to implement targeted risk reduction campaigns designed to reduce emergency response ↗ In Progress 80% Q3/2022 Q3/2024 Staff continues to conduct beta tests campaigns for targeted risk reduction. Same KPIs as Task A.1
$0
Costs are mainly
in staff time
7) Establish a full-time Fire Department community engagement coordinator ↗ In Progress 80% Q3/2023 Q3/2024
Staff determined that a limited-time Management Aide is better suited to serve as a community engagement coordinator. This position is included in the FY 24/25 budget and is funded by Opioid Funds.
KPIs to be determined following the launch of the
Opioid Settlement Spending Plan
$0
Costs are mainly
in staff time
8) Expand Junior Lifeguard Coordinators to full-time Integration of interdepartmental opioid prevention and community ↗ In Progress 10% Q3/2023 Q3/2024 Staff determined a limited-time Management Aide is better suited to serve as a community engagement coordinator. This position is included in the FY 24/25 budget and is funded by Opioid Funds.
KPIs to be determined following the launch of the
Opioid Settlement Spending Plan
$0
Costs are mainly
in staff time
9) Develop a Cyber Security Master Plan to secure the City’s networks and ensure continued operations, in emergency
situations
↗ In Progress 10% Q4/2022 Q4/2027
Staff continues to conduct training, invest in upgrades, and explore measures to elevate the city's posture against Cyber Security threats. Additionally, efforts are underway to secure funding for a consultant to aid in the development of the Cybersecurity Master Plan.
a) # of cyber security threats/attacks detected and
prevented
IS – Chief
Information
Officer
TBD
GOAL 8. PUBLIC SAFETY
Strategies
Lead
Department and
Staff
Progress Status Current StatusTimeline***Completion
%
(estimate)
Estimated Total
Project Cost
Key Tasks and Deliverables
(in chronological order) Key Performance Indicators (KPIs) A. Community-wide
comprehensive risk reduction
program to optimize public
safety’s emergency response
and reduce the number of calls.
Fire - Chief
Start Date Due Date
1) Prepare an IS Disaster Recovery Plan ⌂ Upcoming 0% Q1/2024 Q4/2026 Staff is working to secure funding for a consultant to help develop the IS Disaster Recovery Plan.
a) # of phishing training emails issued (NEW)
b) # of trainings to be developed and to be
completed (min. 12/year)
c) % of training completed
IS – Chief
Information
Officer
TBD
2) Update emergency preparedness plans and special events management plans via the Emergency Operations Center ↗ In Progress 90% Q3/2022 Q4/2024 City Council approved the updated Hazard Mitigation Plan in Q4/2022 and Emergency Operations Plan in Q3/2024.
Emergency Response Plan Special Event Policy/AR is near completion.
a) Update the emergency response plan and
Hazard Mitigation Plan
b) % of staffing matrix for special events finalized
c) Maintain minimum number of Community
Emergency Response Team and Radio Amateur
Civil Emergency Services (RACES) volunteers
(yes/no)
Fire - EOC
Manager
$0
Costs are mainly
in staff time
3) Identify funding for the real time crime center ↗ In Progress 25% Q4/2023 Q1/2028 The FY 24/25 budget includes funding for a supervisor. Staff will continue to explore additional funding for the Real Time Crime Center.
KPI's to be determined following the launch of the
Real Time Crime Center
Police – Patrol
Division
Captain
TBD
4) Develop the real time crime center ↗ In Progress 95% Q4/2023 Q4/2024 Development to be completed in Q4/2024.
Police – Patrol
Division
Captain
Budget incl. in a
larger FY23-24
CIP project
Key Performance Indicators (KPIs)
B. Bolster City’s emergency
management preparedness and
response plans to ensure
seamless public safety response
during crisis events.
Strategies
Lead
Department and
Staff
Progress Status Current StatusTimeline***Completion
%
(estimate)
Estimated Total
Project Cost
Key Tasks and Deliverables
(in chronological order)