Each 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.
6. Timeline (Start/Finish)
A start and end date for the entire
task/strategy, defined in quarters and years.
Implementation Action Plan for the 2023-2027 Strategic Plan Progress Update #1 (January 2024)
The Implementation Action Plan (IAP) is used by City staff to implement the 2023-2027 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.
Elements of the plan
City Council also reviewed 18 other strategies and identifiedthem as important but not as urgent or critical. Those Strategies or“Small Rocks” are available on the original IAP published here.
As priority Strategies are completedand free up City resources, CityCouncil may consider working withstaff to pick up one or more SmallRocks for future implementation, ashigher priority strategies arecompleted, resources are madeavailable, community needs evolve,and other factors present at that time.
1. Goals
Overarching priorities identified by
City Council during the Strategic
Plan period.
2. Success Indicator
The overall impact that is
measured upon the completion
of a Goal.
3. Strategies
The 23 actions or “what we seek to
achieve” under each Goal.
4. Key Tasks and Deliverables
All Tasks that must be completed to
achieve each Goal.
5. Progress Status and Completion %
Indicates whether a Task is complete,
in progress, upcoming or on hold, and
the percentage completion rate.
7. Current Status
The status of each task at the time of
reporting.
8. Key Performance Indicator
Quantitative measures of each
task/goal's impact.
10. Estimated Total Project Cost Estimated
funds for equipment, services, contractors,
consultants, and other necessary expenses.
Indicate whether all or partial funds are
budgeted or require budgeting
9. Lead Department and Staff
The main staff/department designated
as having management responsibility
for completing the item.All modifications to the IAP and progress updates will continue to be communicated to the City Council on a biannual basis (January and July), providing a forum to gather feedback that will be used to update and improve the Strategic Plan over the next four years.
GOAL 1. ECONOMIC DEVELOPMENT
Success Indicator: Greater business retention, investments and job growth in Huntington Beach.
Start Date Due Dat e
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 100% Q4/2023 Q4/2023 Task(s) completed as of the first biannual progress report. $0
Costs are mainly in staff
time
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. ◉ Completed 100% Q4/2023 Q4/2024 Staff presented the updated strategy to the Economic
Development Committee in Q2/2024 and to the City Council in Q4/2024.
$0
Costs are mainly in staff
time
Est. Total Project CostStrategies Progress Status
A. Develop an updated economic
development strategy to increase
business retention, local investments,
and job growth
Department Point of ContactTimeline Current Status
Steve Holtz, Community Development
Kriss Casanova, Community Development
a) # of new business licenses
b) # of business visits (new)
c) # of businesses assisted by the Economic
Development Team (new)
d) # of touches with brokers, property owners, and
existing or prospective businesses (new)
Completion %
(est.)
Key Tasks and Deliverable
s
(in chronological order) Key Performance Indicators (KPIs) Community Development -
Economic Development
Manager
Lead Dept & Staff
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 Task(s) completed as of the second biannual progress report.
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 Q1/2025 An interdepartmental working group is enhancing
citywide efforts to identify and apply for funding for major City Council approved projects. This grants working group logs all grant activity.
a) Total valuation of grants/outside funds
awarded to the City
b) # of grants applied (new)
c) # of grants by category/sector (new)
Shannon Levin, City Manager's Office City Manager's Office - 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
3) Evaluate leases/concessionaires and adjust to market rate where applicable ↗ In Progress 25% Q1/2024 Q1/2025 Staff is currently in the process of establishing a
centralized real estate program. Issued a RFP for a lease consultant to evaluate and audit city-owned leased assets.
KPIs to be determined following the creation of
the Real Estate Program Bill Krill, Community Development Community Development -
Real Estate & Property
Manager
TBD
4) Develop formal policy for attracting and retaining high demand businesses ◉ Completed 100% Q4/2023 Q3/2024 This item was incorporated into the updated Economic Development Strategy (Goal 1.A). See Goal 1.A Community Development - Econ. Dev. Manager
$0
Costs are mainly in staff
time
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. Jennifer Villasenor, Community Development Community Development - Director On hold
A. Consider new revenue sources
and opportunities to support the
City’s priority initiatives and
projects
GOAL 2. FISCAL STABILITY
Est. Total Project CostCompletion %
(est.)
Key Tasks and Deliverables
(in chronological order) Lead Dept & StaffKey Performance Indicators (KPIs)Strategies Progress Status Current StatusTimeline Department Point of Contact 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 Dat e
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 95% Q2/2023 Q2/2025 $0
Costs are mainly in staff time
2)
Procure design firm to prepare concept drawings and cost estimates for physical space ∆ On Hold N/A N/A N/A On hold
3) Circle back with City Council to prioritize next steps, phasing plan, and financing plan ∆ On Hold N/A N/A N/A On hold
4) Implement phasing plan ∆ On Hold N/A N/A N/A On hold 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. Interim CFO started in Q3/2024 a) Recruitments complete (yes) Marissa Sur, Human Resources Human Resources - Director $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) $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.
$0
Costs are mainly in staff time
1) Review and implement a 12-month action plan by North Star ↗ In Progress 50% Q2/2023 Q2/2025 Staff is exploring customer satisfaction surveys to assess the quality of service and interactions. a) No longer applicable $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 Q2/2025 Staff is engaging with various technology providers to explore potential products and determine costs.
$0
Costs are mainly in staff time
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. $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 ◉ Completed 100% Q2/2023 Q1/2024 Staff has implemented the 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 ◉ Completed 100% Q3/2024 Q2/2024 Staff continues to explore and expand the range of training topics offered to city employees.
$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. $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
Finance - Chief Financial
Officer
C. Implement the Public Service
Excellence Initiative to invest in
workforce development and promote
exceptional customer service
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
Human Resources - Director
Human Resources - DirectorMarissa Sur, Human Resources
Veronica Navarro-Martinez, Human Resources
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
Jasmine Daley, Community Development
Jennifer Villasenor, Community Development
In Q3/2023, staff launched Streamline Surf City, a citywide initiative to enhance the development and permitting process.
This program encompasses 28 measures and initiatives designed to improve various aspects of development and permitting, offering a cost-effective alternative to physical spaces. In Q3 2024, Staff presented to the City Council an update on Streamline Surf City, including the initial reporting results from the Streamline Specialist program; 15 of the 28 initiatives completed, 7 in progress, and 6 upcoming.
a) # of inspections performed
b) # of permit applications processed
c) # of permits issued
d) # of plan checks completed
e) # of certificate of occupancy issued
f) Accela customer satisfaction survey rating
a) % of staff trained in the new evaluation system
b) % of usage of the new evaluation system
B.
Fill department director vacancies
and other key positions to lead and
provide essential services to the
community
E.
Explore new Learning
Management Systems (LMS) to offer
more comprehensive and innovative
employee and public official training
programs
Marissa Sur, Human Resources
Veronica Navarro-Martinez, Human Resources
a) BCCs restructured (yes)
a) # of employee training programs offered
b) # of attendees per training program
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
GOAL 3. HIGH PERFORMING ORGANIZATION
Strategies Lead Dept & Staff Est. Total Project CostKey Tasks and Deliverables (in chronological order) Department Point of ContactProgress Status Current Status Community Development -
Director and Building Official
TimelineCompletion %
(est.) Key Performance Indicators (KPIs)
City Manager’s Office -
Assistant to the City Manager
City Manager’s Office -
Assistant to the City Manager
Serena Bubenheim, Finance
Jane Chung, City Manager's Office
Success Indicator : A continuum of care that reduces homelessness andmaintains 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 (maximum 25)
(new)
b) # of volunteer hours
Virginia Clara, City Manager's Office $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
d) # of Be Well referrals/clients (new)
e) # of Be Well Services rendered (new)
$0
Costs are mainly in staff time
3)
Collaborate with CalOptima as they release their street medicine program ◉ Completed 100% Q2/2023 Ongoing Staff will reapply for the CalOptima Street Medicine Program in Q1/2025.
$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 Q3/2027 City Council approved the extension to the existing Exclusive Negotiating Agreement on Q2/2024,
$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. In Q2/2024, 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 In Q2/2024, the Huntington Beach Housing Authority authorized an 18-month extension to the existing Exclusive Negotiations A
greement.
a) Biennial Point-in-Time Homeless County
b) # of clients housed through system of care
TBD
Following completion of Tasks
1-3
City Manager’s Office -
Homeless Services Manager
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 Dept & Staff
City Manager’s Office -
Homeless Services Volunteer
Coordinator and Manager
Key Tasks and Deliverable
s
(in chronological order) Completion % (est.) Key Performance Indicators (KPIs) Department Point of Contact Jessica Kelley, City Manager's Office
Lt. Brian Smith, Police Department
Jessica Kelley, City Manager's Office
Lt. Brian Smith, Police Department
GOAL 4. HOMELESSNESS
Strategies Progress Status Current StatusTimeline Est. Total Project Cost 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 a
pproved by the City 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 related to Housing taken
by City Council
b) # of policy positions related to Sober Living
taken by City Council (new)
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
City Manager's Office -
Council Policy Analyst
A. Take action to maintain local
control of land-use planning
GOAL 5. HOUSING
Strategies Progress Status Current StatusTimeline Lead Dept & Staff Est. Total Project CostCompletion % (est.)
Key Tasks and Deliverables
(in chronological order)
Key Performance Indicators (KPIs) Department Point of Contact Shannon Levin, City Manager's Office
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 ∆ On Hold N/A N/A N/A $200,000
One-time cost in FY23-
24 2) Develop project budget, design, and environmental r eview. ∆ On Hold N/A N/A N/A a) No longer applicable
b) No longer applicable
c) No lon
ger applicable
On hold
3) Conduct a Measure C analysis, as needed ∆ On Hold N/A N/A N/A a) No longer applicable On hold 4) BID project and request allocation of funding through CIP process, to include long term maintenance plan ∆ On Hold N/A N/A N/A a) No longer applicable On hold 5) Complete project construction ↗ In Progress 95% Q3/2025 Q4/2027 a) No longer applicable
b) No longer applicable
c) # of beach restrooms renovated (new)
TBD
1) Conduct assessment and community input of acceptable event volumes by type ↗ In Progress 95% Q4/2023 Q1/2025
Staff is reviewing recommendations by Responsible
Hospitality Institute (RHI) and developing an annual
calendar of current events to be presented to the
Specific Events Executive Committee.
$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 Q3/2025 Staff will present HBMC edits and Specific Event
enhancement opportunities to SEEC in Q1/2025 and
present to the City Council in Q2/2025
a) Draft ordinances developed
b) Specific Event Permit Process
Enhancements including fee
recommendations (new)
$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 10% Q4/2023 Q3/2025
CLS will develop a feasibility analysis to include
collaboration with other departments and external
agency requirements.
a) # of events by location (new)
b) # of events by attendance size (new)
c) # of permits received and executed (new)
d) # of tickets by event access type (new)
e) # of events by event type (new)
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 anticipates presenting the City-Wide Parks &
Recreation Master Plan by Q2/2025. The Central Park
Master Plan timeline will be developed in Q1/2025 and
launched in Q2/2025.
a) Completion of the Master Plans (yes/no) TBD
1)
Release RFP and hire consultant to conduct the assessment ◉ Completed 100% Q4/2023 Q4/2024 City Council approved a service agreement to conduct the city-wide facility assessment in Q4/2024.
$425,000
One-time cost in FY 24-
25 2) Conduct inventory/assessment of City facilities ⌂ Upcoming 0% Q1/2025 Q3/2025 Pending assessment results Included in the cost above
3) Develop financing strategy for CIP implementation and long-term maintenance ⌂ Upcoming 0% Q2/2024 Q4/2025 Pending assessment results TBD
One-time cost in FY 25-
26 4) Release final report to the public ⌂ Upcoming 0% Q3/2026 Q4/2026 Pending assessment results $0
Costs are mainly in
staff time
1) Conduct and adopt Water Master Plan ◉ Completed 100% Q3/2023 Q2/2024 Task(s) completed as of the second biannual progress report.
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 ◉ Completed 100% Q3/2023 Q2/2024 Task(s) completed as of the second biannual progress report.
a) # of feet of sewer pipe relined
b) # of infrastructure repair projects
com
pleted
$700,000
One-time cost in FY 23-
24 3) Conduct and adopt Mobility Plan ◉ Completed 100% Q2/2023 Q2/2024 Staff presented the Mobility Implementation Plan to the City Council in Q3/2024
a) Miles of bike lanes installed
b) No longer applicable Bob Stachelski, Public Works Department $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
Denny Bacon, Public Works Department
$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) No longer applicable John Dankha, Information Services Department"
IS – Chief Information
Officer TBD
6) Conduct and Complete the Infrastructure Report Card ◉ Completed 100% Q2/2023 Q1/2025 Final results will be presented at a City Council Study Session in Q1/2025. Staff is working on a cost
assessment and fundin
g strategy.
KPIs to be determined following the adoption
of the Infrastructure Report Card Chau Vu, Public Works Department Public Works - Director $205,000
One-time cost in FY 23-
24 B. Explore additional sports and
concert venues to bolster tourism
and provide world class amenities
for community members
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
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 Key Tasks and Deliverables
(in chronological order)
GOAL 6. INFRASTRUCTURE INVESTMENT
Strategies Est. Total Project CostKey Performance Indicators (KPIs) Staff has determined that renovating the restrooms is a more cost-effective solution for improving beach
facilities.
Department Point of ContactCurrent Status
TimelineCompletion %
(est.)
Chau Vu, Public Works Department
Tom Herbel, Public Works Department
Chau Vu, Public Works Department
a) % of facilities assessed over the plan period
Lead Dept & Staff
Public Works - Director
Community & Library
Services - Director
Public Works - Director
Ashley Wysocki, Community & Library
Services Department
Chris Cole, Community & Library Services
Department
Molly Uemura, Community & Library Services
Department
Chau Vu, Public Works Department
Patrick Bannon, Public Works Department
Public Works - Director
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 Q2/2025 $0 Costs are mainly in staff time
3) Begin development of a centralized platform for City info ⌂ Upcoming 0% Q3/2024 Q1/2026 One Time Cost $150,000; Annual Cost $60,000
4) Develop a policy for use and train City staff ⌂ Upcoming 0% Q1/2026 Q1/2026 $0 Costs are mainly in staff time
5) Rollout comprehensive marketing strategy ⌂ Upcoming 0% Q2/2026 Q2/2026 Awaiting completion of Tasks 2-4. TBD 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 in Q2/2024. 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 on
going feedback.
a) # of unique visits & engagement time on news
page and events page
b) # of calls to call center
Jennifer Carey, City Manager's Office
Thuy Vi, Finance Department
$10,000
One time cost in FY23-24
bud
get
4) Create policy for ongoing website management, user access, and content cleanup ↗ In Progress 75% Q2/2025 Ongoing Staff is drafting a proposed policy with the assistance of the Information Services Department. Website content cleanup is on
going.
a) No longer applicable Jennifer Carey, City Manager's Office $0 Costs are mainly in staff time
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. $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. $50,000/year Budgeted in FY23-24
3) Create & purchase outreach kit – to include tents, banners, tables, handouts, collateral ◉ Completed 100% Q3/2023 Ongoing Staff continues to create a ‘HB Promo Inventory’ with procedures to enable other departments to order promotional materials that are consistent with the Cit
y’s brand
$10,000 annually
4) Collaborate with partners to identify more opportunities to engage with residents & businesses ◉ Completed 100% Q3/2023 Ongoing Staff continues to develop 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 Q2/2025 Staff is rebranding based on comprehensive community feedback and surveying programs. The staff is 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 ◉ Completed 100% Q2/2024 Q3/2024 New Media Coordinator started in Q3/2024. $0 Costs are mainly in staff time
3) Develop informative & varied content with purpose and reflective of Huntington Beach ◉ Completed 100% Q1/2024 Q1/2025 Staff continues to collaborate with the Communications Committee and various departments to create original content.
$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.
$0
Costs are mainly in staff time
4) Develop standardized templates and materials for citywide use ◉ Completed 100% Q3/2023 Q1/2025 Staff continued to standardize templates and materials, such as flyers, agendas, and presentations
$0
Costs are mainly in staff time
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
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
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
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.
City Manager’s Office - Public
Affairs Manager
City Manager’s Office - Public
Affairs Manager
City Manager’s Office - Public
Affairs Manager
Jennifer Carey, City Manager's Office
Jennifer Carey, City Manager's Office
Cody Long, City Manager's Office
Jennifer Carey, City Manager's Office
Jennifer Carey, City Manager's Office
GOAL 7. PUBLIC ENGAGEMENT
Strategies Lead Dept & StaffProgress Status Current Status Timeline
Est. Total Project CostCompletion %
(est.)
Key Tasks and Deliverables
(in chronological order) Key Performance Indicators (KPIs) Department Point of Contact Staff continues to meet with MyHB provider to identify additional features and options for expanding the usability and efficiency of current system
KPIs dependent on My HB deliverables.
a) # of social media engagements and impressions
(incl. Facebook, Instagram, X)
b) # of YouTube engagements and impressions (new)
Jennifer Carey, City Manager's Office
Cody Long, City Manager's Officea) # of online videos created 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 75% Q3/2023 Q4/2026 Staff continues to use data analytics to be more
proactive in CRR for improved customer-centered
services
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 prehospital heart attack care.
(Complete)
e) Meet FireScope Type Requirement
(Complete)
f) % of Lifeguards/Marine Safety Officers
meeting US Lifesaving Assoc. requirements
(Complete)
g) # of sidewalk CPR trainings conducted
$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 (Complete)
b) % of State-mandated occupancy
ins
pections completed (Complete)
$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 75% Q1/2023 Q2/2025 Staff continues to use 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)
$0
Costs are mainly in staff
time
5) Implement an emergency pre-plan program ◉ Completed 100% Q3/2023 Q3/2024 100% of suppression personnel trained in the new emergency pre-plan program (First Due)
a) Yearly redefine target hazards using data
and
redefine response grid as needed (yes)
b) % of suppression personnel trained on the
new emergency pre-plan program (Complete)
$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 Q2/2025 Staff continues to conduct beta tests campaigns for targeted risk reduction. a) # of Life Safety and Fire Permit Inspections $0
Costs are mainly in staff
time
7)
Establish a full-time Fire Department community engagement coordinator ↗ In Progress 80% Q3/2023 Q2/2025
A limited-time Management Aide is included in the FY
24/25 budget and is funded by Opioid Settlement
Funds.
$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 Q2/2025 In Q4 2024, the City Council approved a contract for a
part-time Chief Medical Officer. This new role, funded
by Opioid Settlement Funds, will focus on developing
programs to address substance use disorder healthcare
and enhance community engagement services.
$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
a
gainst Cyber Security threats.
a) # of cyber security threats/attacks detected
and prevented
John Dankha, Information Services
Department
IS – Chief Information
Officer TBD
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
b) # of trainings to be developed and to be
completed (min. 12/year)
c) % of trainin
g completed
John Dankha, Information Services
Department
IS – Chief Information
Officer TBD
2) Update emergency preparedness plans and special events management plans via the Emergency Operations Center ↗ In Progress 95% Q3/2022 Q2/2025 In Q2/2024, staff updated the Earthquake Annex and
conducted an earthquake exercise. They also completed
the Cyber Response Annex and are planning to
conduct an exercise in 2025. Additionally, staff is
preparing new annexes for Care and Shelter and Debris
Mana
gement
a) % of staffing matrix for special events
finalized
b) Maintain minimum number of Community
Emergency Response Team and Radio
Amateur Civil Emergency Services (RACES)
volunteers
(Yes)
Brevyn Mettler, Fire Department Fire - EOC Manager
$0
Costs are mainly in staff
time
3) Identify funding for the real time crime center ↗ In Progress 50% 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.
TBD
4)
Develop the real time crime center ↗ In Progress 95% Q4/2023 Q2/2025 Development is to be completed in Q4/2024 and will
include the hiring of two Real Time Crime Center
S
pecialists.
Budget incl. in a larger
FY23-24 CIP project
B. Bolster City’s emergency
management preparedness and
response plans to ensure
seamless public safety response
during crisis events.
A.
Community-wide
comprehensive risk reduction
program to optimize public
safety’s emergency response and
reduce the number of calls.
Fire - Chief
Martin Ortiz, Fire Department
Darrin Witt, Fire Department
Bonnie To, Fire Department
Rachel Ogden, Fire Department
Capt. Oscar Garcia, Police DepartmentKPI's to be determined following the launch of the Real Time Crime Center
KPIs to be determined following the launch of
the Opioid Settlement Spending Plan
Police – Patrol Division
Captain
GOAL 8. PUBLIC SAFETY
Strategies Lead Dept & StaffProgress Status Current StatusTimelineCompletion % (est.) Est. Total Project CostKey Tasks and Deliverables (in chronological order) Key Performance Indicators (KPIs) Department Point of Contact