HUNTINGTON BEACH BRAND & SYSTEMS
AUDIT & REPORT Draft V4. | Presented for: Travis Hopkins, City Manager, Huntington Beach, CA
An Introduction to Wolffhaus.
Wolffhaus is not a traditional agency, and this report was not built through a conventional
compliance-only
lens.
Our
work
comes
from
operating
daily
at
the
intersection
of
brand
strategy,
creative
direction,
media,
business
development,
public
perception,
product
development,
and
systems
building
for
major
brands,
public-facing
organizations,
celebrities
and
public
figures.
Our approach is not conventional, and the economics of a place like Huntington Beach are
not
conventional.
In
a
tourism
city
and
identity-driven
world,
value
is
not
created
only
through
contracts
and
line
items.
It
is
also
created
through
perception,
visibility,
cultural
relevance,
desirability,
and
third-party
amplification.
Those
factors
influence
tourism
demand,
visitor
spending,
sponsorship
pricing,
media
value,
business
attraction,
and
overall
brand
strength.
When
they
are
ignored
simply
because
they
are
harder
to
quantify,
cities
can
miss
major
economic
opportunities
hiding
in
plain
sight.
While traditional audits often focus on what is formally documented, financially reported, or
procedurally
required,
our
work
is
built
around
identifying
the
gaps
between
what
an
organization
has,
what
it
communicates,
what
it
controls,
and
what
it
fails
to
capture.
We
are
brought
into
complex
environments
to
diagnose
overlooked
problems,
connect
disconnected
issues,
and
find
opportunities
that
others
miss.
We look for structural weaknesses, hidden inefficiencies, underused assets, outdated systems,
fragmented
ownership,
missed
revenue,
and
reputational
blind
spots
—
then
work
backward
to
identify
what
should
and
can
be
corrected,
built,
modernized,
or
brought
under
stronger
control.
Wolffhaus is a hybrid agency with capabilities that extend beyond any single traditional discipline.
We
do
not
operate
like
a
narrow
agency
confined
to
one
category.
We
work
across
creative
direction,
branding,
communications,
media,
manufacturing,
experiential,
strategy,
and
operational
problem-solving.
That
cross-functional
experience
allows
us
to
evaluate
situations
more
holistically
and
identify
patterns
that
may
be
invisible
when
viewed
through
a
single
departmental
or
technical
lens.
This report reflects that perspective. It is not simply a review of isolated line items or contracts.
It
is
a
broader
examination
of
how
value
is
created,
protected,
lost,
and
left
uncaptured
across
the
City’s
brand,
assets,
partnerships,
systems,
and
public-facing
infrastructure.
2 Huntington Beach Is Operating Without Systems to Protect or Capture the
Value
of
One
of
the
Most
Recognizable
Coastal
Brands
in
the
World
Huntington Beach is not suffering from a revenue problem. It is suffering from a systems problem.
Over the past several weeks, this detailed audit was conducted examining the City’s:
● Licensing agreements ● Branding and IP controls ● Outsourced marketing structures ● Revenue-sharing models ● Contract oversight ● Reporting and audit enforcement processes ● City owned assets & IP tied to brand value This report reveals a consistent pattern:
The City has repeatedly undervalued its most powerful assets —its brand, its intellectual property,
its
physical
locations,
and
its
leverage.
Across multiple departments and agreements, the City:
• Accepts below-market royalty rates
•
Locks
into
long-term
concession
structures
with
weak
performance
triggers
•
Relies
on
self-reported
revenue
without
mandatory
deep
auditing
cycles
•
Failed
to
modernize
expired
intellectual
property
protections
•
Outsources
high-margin
revenue
channels
This report identifies:
• Immediate revenue recovery opportunities
•
Mid-term
contract
restructuring
pathways
•
Long-term
institutional
infrastructure
improvements
If properly implemented, these corrections could conservatively recover and generate:
$2M–$5M+ annually across corrected systems
The gap between asset value and revenue capture is substantial. This report exists to highlight that
gap.
3 Huntington Beach possesses an asset most cities will never have: a globally recognized coastal brand.
Rooted
in
decades
of
surf
heritage,
beach
culture,
recreation,
and
the
classic
Southern
California
lifestyle,
this
identity
has
shaped
perceptions
in
media,
tourism,
and
popular
culture
for
generations.
The
California
Dream.
This identity carries real economic power.
Many residents may not fully recognize the true economic value of this identity . A strong city brand
is
a
form
of
intellectual
property:
it
influences
how
people
view
the
destination,
drives
visitor
decisions,
supports
local
commerce,
generates
tax
revenue,
creates
employment,
and
contributes
to
overall
community
prosperity—all
without
requiring
new
taxes
or
major
infrastructure
projects.
Cities with strong global identities routinely convert that recognition into tourism revenue, media exposure,
cultural
influence,
and
long-term
economic
development.
When
managed
strategically,
a
city’s
brand
functions
much
like
intellectual
property
—
an
asset
capable
of
generating
sustained
public
value.
Yet despite possessing one of the most recognizable coastal identities in the world, Huntington Beach
currently
operates
without
a
coordinated
system
designed
to
manage,
protect,
or
monetize
that
asset.
Instead, the economic value associated with the Huntington Beach identity is dispersed across fragmented
initiatives,
outside
organizations,
private
operators,
and
media
platforms
that
capture
portions
of
the
value
without
a
unified
strategy
that
benefits
the
city
itself.
Since Covid, Huntington Beach has received growing national and regional media attention centered
on
political
debates
and
divisions,
rather
than
the
surf
culture,
suburban
beach
lifestyle,
and
community
traditions/values
that
have
long
defined
its
worldwide
appeal
as
Surf
City
USA.
While no city can dictate every story written about it, when external narratives become the dominant
lens
through
which
a
place
is
viewed,
the
deeper
qualities
that
residents
and
visitors
cherish
can
become
less
visible.
Over time, this kind of shift in public perception can carry real implications for the community's image,
tourism,
local
pride,
and
overall
sense
of
unity.
Reputation affects tourism behavior, media partnerships, event attraction, investment decisions, and
civic
pride.
When
a
city’s
narrative
drifts
away
from
the
qualities
that
created
its
global
appeal,
the
resulting
damage
is
not
merely
reputational
—
it
becomes
economic.
The purpose of this audit is to examine the structural systems behind Huntington Beach’s brand, its
IP
and
assets,
and
identify
where
value
is
currently
being
lost.
4 The findings that follow document a series of gaps in how the city manages media, events, cultural
programming,
communications
infrastructure,
and
brand
stewardship.
Taken together, these gaps represent a fundamental issue: Huntington Beach possesses extraordinary
brand
power,
but
it
does
not
currently
operate
with
the
systems
required
to
protect
that
power
or
convert
it
into
sustained
economic
value
for
the
community.
TABLE OF CONTENTS
1. Core Audit Concerns
2. Immediate Corrective Opportunities
3. Core Diagnosis
4. Core Recommendations
5. Audit Methodology
6. Core Issue: Brand & Brand Voice
7. Core Issue: Merchandising & Revenue Loss
8. Missed Opportunities & Revenue: Film Commission
9. Mismanaged & Underutilized Asset: Art Center
10. Undervalued: Fourth of July Celebration
11. Overburdened & Reactive
12. Missed Opportunities – Civic Pathways
5 1. CORE CONCERNS
Huntington Beach is currently operating under increasing fiscal pressure while simultaneously managing
several
public-facing
assets
that
generate
economic
activity
tied
directly
to
the
city’s
global
identity.
This audit evaluates whether the City is effectively capturing the value generated by those assets
and
whether
existing
systems
are
structured
to
protect
the
City’s
long-term
economic
interests.
The review was driven by five core concerns:
Loss of Intellectual Property (IP) Control and use as a revenue generator.
Huntington
Beach
possesses
one
of
the
most
recognizable
coastal
identities
in
the
world,
yet
the
City
lacks
systems
designed
to
manage
and
monetize
that
identity
as
a
strategic
asset.
Budget Deficit Pressure
The
City
faces
increasing
pressure
to
identify
sustainable
revenue
sources
and
reduce
structural
inefficiencies.
Vendor Dependency Risk
The
Huntington
Beach
brand
relies
heavily
on
outside
vendors,
consultants,
or
organizations,
creating
long-term
dependency,
reduced
internal
control
and
inflated
expenses.
Revenue Leakage
Multiple
revenue-generating
activities
tied
to
tourism,
events,
media,
and
licensing
operate
without
systems
or
oversight
that
ensure
the
City
captures
a
proportional
financial
return.
Fragmented Ownership
Responsibility
for
brand-adjacent
economic
activity
is
dispersed
across
departments,
partnerships,
and
outside
operators
without
centralized
coordination.
2. IMMEDIATE CORRECTIVE OPPORTUNITIES
Huntington Beach already possesses the core asset many cities spend decades trying to build:
a
globally
recognized
identity
with
proven
tourism,
cultural,
and
commercial
value.
The
issue
is
not
whether
value
exists.
The
issue
is
whether
the
City
has
the
systems
required
to
capture,
protect,
and
grow
that
value.
6 This audit identified several opportunities where stronger oversight, modernized agreements, clearer
ownership,
and
better
internal
coordination
could
begin
producing
measurable
returns.
These
opportunities
do
not
depend
on
creating
a
new
identity.
They
depend
on
managing
existing
assets
with
greater
structure,
accountability,
and
intent.
The most immediate opportunities appear in merchandising and licensing, film and media activity,
event
and
sponsorship
monetization,
and
the
reduction
of
inefficiencies
tied
to
fragmented
communications
and
outdated
operating
structures.
Together,
these
areas
represent
the
clearest
starting
points
for
revenue
recovery,
cost
savings,
and
long-term
institutional
improvement.
FINANCIAL SNAPSHOT
Preliminary
analysis
indicates
that
several
areas
tied
to
the
Huntington
Beach
brand
are
severely
underperforming
due
to
outdated
agreements,
fragmented
ownership,
limited
internal
systems,
and
weak
revenue
capture.
Based
on
currently
available
records,
benchmark
comparisons,
and
observed
structural
gaps,
the
following
ranges
reflect
conservative
estimates
of
annual
lost
value,
cost
savings
opportunity,
and
longer-term
recoverable
impact
if
corrected
through
modernized
systems
and
agreements.
Category Estimated Annual Opportunity
Estimated 5-Year Opportunity
Merchandising & Licensing $500,000–$1,000,000+ $3,000,000–$5,000,000+ Film & Media Production $100,000–$300,000+ direct revenue potential $10,000,000+ in related economic activity
Events & Sponsorships $500,000+ $3,000,000+
Media & Communications $250,000–$500,000 Multi-year operational savings capacity gains, earned media Total 5-Year Direct + Indirect Impact Projection:
$18,000,000+
in
combined
direct
revenue
opportunity,
cost
savings,
and
related
economic
7 activity through improved asset management, stronger revenue capture, and system modernization.
These figures are estimates based on the information currently available and are intended to illustrate
the
scale
of
the
opportunity,
not
a
guaranteed
financial
outcome.
More
precise
values
would
require
deeper
financial
review,
contract
analysis,
vendor
reporting
validation,
and
implementation-stage
analysis.
3. CORE DIAGNOSIS
The central issue identified in this audit is not a lack of opportunity.
Huntington Beach possesses valuable economic assets. What it lacks are the systems required
to
manage
them
effectively.
The current structure produces five recurring conditions:
Fragmented Ownership
Economic
drivers
connected
to
the
Huntington
Beach
brand
operate
across
multiple
departments
and
external
partnerships
without
a
unified
management
framework.
Under-Captured Revenue
Tourism
activity,
media
exposure,
events,
sponsorships,
and
licensing
opportunities
generate
economic
value
that
is
not
consistently
converted
into
direct
revenue
for
the
City.
Limited Internal Control Over Public-Facing Brand Representation External
organizations
and
media
outlets
frequently
shape
the
public
perception
surrounding
Huntington
Beach.
The
City
does
not
currently
appear
to
operate
with
the
level
of
media
infrastructure,
production
consistency,
or
distribution
reach
needed
to
regularly
showcase
the
full
breadth
of
community
activity,
assets,
and
positive
developments
taking
place
across
Huntington
Beach.
No Integrated Systems
Huntington
Beach
currently
lacks
an
integrated
framework
that
connects
tourism,
media,
film
production,
events,
licensing,
and
cultural
programming
into
a
coordinated
economic
system.
Overburdened & Short Handed Staff
Huntington
Beach
currently
operates
with
a
severely
limited
number
of
staff
in
the
creative
department.
In
many
organizations,
the
strategic
value
of
creative
leadership,
media
8 infrastructure, and relationship-driven brand development is often underestimated, particularly when
those
functions
are
not
viewed
as
direct
contributors
to
revenue
generation.
This report also makes clear that many City staff are operating under real strain. Too much is being
carried
by
too
few
people,
often
without
the
systems,
staffing
structure,
internal
coordination,
or
specialized
support
required
to
manage
a
city
with
assets
of
this
scale
and
public
visibility.
In
several
areas,
the
City
does
not
simply
appear
overextended.
It
appears
structurally
underbuilt.
Certain
roles
commonly
found
in
modern
cities
—
including
centralized
creative
leadership,
media
support,
content
development,
and
coordinated
brand
and
communications
personnel
—
appear
limited,
fragmented,
or
absent
altogether.
As
a
result,
existing
staff
are
left
carrying
responsibilities
that
extend
well
beyond
what
current
structures
are
designed
to
support.
Any recommendations in this report are intended not to add to that burden, but to reduce it. By improving
revenue
capture,
modernizing
workflows,
and
building
durable
internal
systems,
the
City
can
create
new
capacity
rather
than
continuing
to
overextend
the
teams
already
in
place.
Over
time,
the
funding
generated
through
these
corrections
could
help
support
expanded
staffing,
internship
and
workforce
pipelines,
stronger
creative
and
media
infrastructure,
and
the
tools
needed
to
make
City
operations
more
effective
and
sustainable.
4. CORE RECOMMENDATIONS
The City does not need to create new identity assets. It already possesses them.
What is required is the implementation of systems that allow Huntington Beach to own, manage,
and
benefit
from
the
economic
value
these
assets
produce.
The recommended framework focuses on five priorities:
1. Build Internal Ownership
Establish
internal
systems
responsible
for
managing
the
Huntington
Beach
brand
ecosystem
rather
than
relying
on
fragmented
external
control.
2. Standardize Systems
Create
coordinated
operational
structures
connecting
tourism,
media,
events,
film
production,
sponsorships,
and
licensing.
3. Capture Intellectual Property
Treat
the
Huntington
Beach
identity
as
a
strategic
municipal
asset
with
defined
licensing,
merchandising,
and
partnership
frameworks.
9 4. Train and Transfer Institutional Knowledge
Develop
internal
city
capabilities
related
to
brand
IP
that
reduce
reliance
on
outside
consultants
and
vendors.
5. Eliminate Long-Term Dependency
Design
systems
that
allow
Huntington
Beach
to
operate
more
independently
rather
than
relying
on
external
organizations
to
manage
core
economic
drivers.
If implemented, these structural changes would allow Huntington Beach to transition from a city that
just
hosts
economic
activity
tied
to
its
identity
to
a
city
that
actively
manages
and
captures
the
value
that
identity
produces.
As
these
programs
grow,
they
can
generate
enough
revenue
to
expand
internal
capacity
and
reduce
pressure
on
the
teams
currently
carrying
these
responsibilities.
5. AUDIT METHODOLOGY
The findings in this report were developed through a multi-step review process designed to evaluate
both
the
operational
structure
and
financial
implications
of
programs
tied
to
the
Huntington
Beach
brand
ecosystem.
Methods
used
during
this
audit
include:
Public Records Review
Examination
of
publicly
available
agreements,
reports,
contracts,
and
program
documentation
related
to
tourism,
events,
media,
and
other
city-affiliated
activities.
Department Interviews
Discussions
with
relevant
city
personnel
and
stakeholders
involved
in
programs
connected
to
tourism,
communications,
cultural
programming,
and
economic
activity
tied
to
Huntington
Beach’s
public
identity.
Revenue Analysis
Review
of
available
financial
information
to
identify
potential
gaps
between
economic
activity
occurring
within
the
Huntington
Beach
ecosystem
and
the
direct
revenue
captured
by
the
City.
Benchmark City Comparison
Reference
to
structural
models
used
by
comparable
municipalities
to
manage
tourism,
media,
film
production,
events,
and
brand-related
economic
assets.
Comparative Fee Structures
Evaluation
of
how
Huntington
Beach’s
fees,
agreements,
and
revenue
structures
compare
to
similar
cities
and
programs.
Workflow Observation
Assessment
of
operational
workflows
and
departmental
coordination
to
identify
fragmentation,
redundancy,
or
system
gaps.
Limitations of Available Public Data
10 This report relies in part on publicly available records, reported figures, interviews, and benchmark comparisons. Because complete financial,
contractual,
and
operational
data
was
not
available
in
all
areas
at
the
time
of
review,
certain
findings
and
projections
are
best
understood
as
conservative
estimates
based
on
the
information
currently
accessible,
and
may
require
further
validation
through
deeper
internal
review.
THE HUNTINGTON BEACH BRAND ECOSYSTEM
The Huntington Beach brand ecosystem functions best when film, tourism, events, licensing, merchandising,
media,
sponsorship,
cultural
programming,
and
city-owned
venues
are
treated
as
connected
parts
of
one
larger
system
rather
than
separate
activities
operating
in
silos.
Each
area
feeds
the
others.
Film
and
media
drive
attention.
Tourism
converts
attention
into
visits,
spending,
and
broader
recognition.
Events
create
moments
that
generate
attendance,
press,
sponsorship
value,
and
merchandising
opportunities.
Licensing
and
merchandising
capture
revenue
from
the
City’s
identity
and
extend
its
presence
into
everyday
life.
Cultural
programming
strengthens
authenticity,
community
pride,
and
local
participation.
City-owned
venues
and
public
assets
serve
as
the
stages
where
these
experiences
are
activated.
When
aligned
under
a
unified
strategy,
these
categories
build
momentum
for
one
another,
increasing
public
value,
strengthening
the
City’s
identity,
and
creating
more
sustainable
long-term
economic
return.
Includes:
● Film ● Tourism ● Events ● Licensing ● Merchandising ● Media ● Sponsorship ● Cultural programming ● City owned venues & Assets
____________________________________________________________________________
6. CORE ISSUE: BRAND & BRAND VOICE
11 1. Discovery Huntington Beach possesses one of the strongest municipal identities in California.
The
pier,
surf
culture,
major
events,
coastline,
and
“Surf
City”
association
generate
significant
national
and
international
recognition.
Third-party voices — including national media, influencers, event promoters, and independent organizations
—
play
an
outsized
role
in
shaping
public
perception
of
the
brand.
However,
brand
management
remains
fragmented
across
tourism
promotion,
city
communications,
department-level
outreach,
event
marketing,
and
media
production.
There
is
no
centralized
authority
responsible
for
integrating
these
efforts
into
a
unified,
strategic
system
or
effectively
managing
third-party
portrayals.
Upon interviews with department heads, current creative and public information staff is severely overburdened,
limiting
capacity
for
proactive,
high-quality
content
production
and
brand
stewardship.
Additionally,
media
storage
does
not
currently
meet
modern
archive
standards
and
lacks
a
digital
asset
management
(DAM)
system,
hindering
ease
of
access
for
press,
internal
teams,
partners,
and
content
repurposing.
The City also lacks a robust network of strong, positive third-party voices in the influencer and creator
economy.
There
are
few
sustained,
authentic
relationships
with
lifestyle,
surf,
family-travel,
or
coastal
influencers
who
could
consistently
amplify
the
welcoming,
fun
Surf
City
culture
to
wider
audiences.
What exists: ● Miles of beaches, 350+ acres of parks, hundreds of events annually ● Major events drawing hundreds of thousands of visitors ● A thriving business community and restaurant scene ● Cultural institutions and historic landmarks ● Daily moments of community pride, achievement, and beauty What doesn't exist: ● A unified creative and communication vision across departments ● A professional media archive and asset management system ● Modern video production that competes with what residents see elsewhere ● A content strategy that proactively tells the city's story ● Systems to capture, organize, and distribute high-quality media ● Coordination between tourism, parks, business services, and city communications ● A YouTube channel or social media presence with large meaningful impact
2. Current Structure Tourism marketing is primarily executed through an external nonprofit entity
focused
on
hotel
performance,
while
City
communications
operate
separately
with
limited
scope,
infrastructure,
and
distribution
reach.
Across
departments,
content
is
produced
independently
without
a
shared
brand
framework,
unified
messaging
architecture,
or
centralized
asset
system.
The
result
is
a
fragmented
public-facing
identity
where
major
parts
of
the
Huntington
Beach
story
are
being
told
in
silos
rather
than
through
a
coordinated
citywide
strategy.
12 In recent years, there appears to be limited collaboration and few high-impact joint initiatives between
the
current
DMO
(Destination
Marketing
Organization
-
Visit
Huntington
Beach)
and
the
City
that
meaningfully
advance
broader
brand
objectives
beyond
core
hotel
and
tourism
metrics.
This
structural
separation
reduces
the
City’s
ability
to
align
campaigns,
amplify
key
moments,
and
fully
leverage
the
Surf
City
identity
across
tourism,
culture,
community,
and
civic
pride.
Without
greater
unification,
Huntington
Beach
risks
continuing
to
operate
with
disconnected
voices,
duplicated
effort,
and
underleveraged
brand
assets.
For
that
reason,
the
City
must
take
a
more
active
role
in
building
alignment
across
stakeholders
and
owning
the
systems
that
shape
its
authentic
voice,
so
the
welcoming,
fun,
family-friendly
coastal
culture
of
Huntington
Beach
is
consistently
represented,
reinforced,
and
protected.
3. Financial Data (Indirect Impact) While brand infrastructure does not generate direct revenue
line-items,
it
materially
impacts
tourism
spend,
event
participation,
business
attraction,
sponsorship
pricing
power,
merchandising
performance,
and
film
location
desirability.
Modern destination marketing studies consistently show that perception and digital visibility heavily
influence
visitor
spending
patterns,
length
of
stay,
and
willingness
to
purchase
branded
products.
The
power
of
third-party
voices
amplifies
both
positive
and
negative
messaging,
directly
affecting
economic
outcomes.
4. Benchmark Comparison Comparable cities with strong tourism economies maintain centralized
brand
governance,
in-house
creative
direction
or
integrated
oversight,
unified
digital
strategies,
proactive
media
outreach,
and
coordinated
tourism
+
city
messaging.
These
systems
allow
them
to
better
harness
third-party
voices
while
protecting
core
brand
value
and
aligning
public
perception
with
economic
goals.
Huntington Beach currently operates without this level of integration, leaving its brand identity vulnerable
to
external
forces.
5. Structural Risk The lack of centralized brand oversight creates several critical vulnerabilities:
● Loss of control over brand identity during periods of negative attention, particularly as national
media
sometimes
frames
Huntington
Beach
in
ways
that
overshadow
its
actual
culture
● Negative or controversy-focused third-party coverage can amplify narrow or incomplete
portrayals
of
the
City,
reducing
visibility
for
the
broader
coastal
identity,
family
appeal,
and
community
strengths
that
support
tourism,
events,
and
civic
pride.
● Limited positive amplification from influencers and creators due to few established, mutually
beneficial
relationships
● Missed amplification of positive community developments ● Reduced tourism yield per visitor 13 ● Weak sponsorship leverage ● Inefficient cross-department communication ● Underperformance in digital engagement ● Severe overburdening of creative staff, constraining proactive storytelling and response
capabilities
● Inadequate modern media archiving and access, slowing content reuse, press support,
and
overall
efficiency
● Businesses and investors deterred by persistent negative brand narrative , perceiving
higher
risk
or
reputational
concerns
when
deciding
where
to
open,
expand,
or
host
events
—
despite
the
City’s
world-class
location
and
infrastructure
● Potential long-term economic chilling effect , as negative or polarized media coverage
discourages
corporate
partnerships,
film
productions,
retail
development,
and
tourism-related
investment
that
would
otherwise
flow
to
a
strong,
positive
brand
like
Huntington
Beach.
For a city with Huntington Beach’s level of public visibility, fragmented communications and brand
systems
create
avoidable
risk.
In
a
fast-moving
media
environment,
perception
can
shift
quickly,
and
without
coordinated
infrastructure
the
City
is
less
equipped
to
reinforce
the
identity
that
supports
tourism,
investment,
partnerships,
and
long-term
economic
value.
6. Revenue Gap Brand fragmentation, weak control over brand identity, and heavy reliance on third-party
voices
contribute
to
measurable
economic
losses.
Without
a
more
professional
and
coordinated
media,
content,
and
storytelling
strategy,
the
City
is
unlikely
to
convert
the
full
strength
of
its
identity
into
its
highest
potential
economic
return
across
tourism,
sponsorships,
film
activity,
merchandising,
and
related
categories.
This results in lower per-visitor spending, under-monetized opportunities in merchandising and licensing,
reduced
film
and
event
sponsorship
pricing
power,
and
missed
ancillary
revenue
from
cultural
assets
and
branded
experiences
and
fewer
new
businesses
opening
in
the
city.
Conservative annual lost opportunity due to ineffective brand and media execution: $1.1 million –
$2.25
million
in
direct,
quantifiable
revenue
(merchandising,
film,
parade
sponsorships,
Art
Center
commissions,
etc.)
—
with
the
true
economic
and
community
impact
far
larger
and
largely
immeasurable,
as
it
compounds
through
reduced
tourism
yield,
deterred
business
investment,
diminished
national
perception,
and
lost
cultural
relevance
that
erodes
the
Surf
City
brand’s
long-term
value
every
year
we
fail
to
act.
Brand infrastructure and content quality directly influence revenue conversion rates across multiple
categories.
When
third
parties
dominate
the
voice
and
the
City
lacks
professional,
engaging
media
capabilities,
it
captures
significantly
less
value
than
the
underlying
asset
justifies.
7. Corrective Path
14 Immediate:
● Establish centralized brand oversight authority with clear responsibility for brand identity
strategy
and
third-party
engagement
● Conduct full communication infrastructure audit ● Define unified messaging architecture that protects core Surf City identity Mid-Term:
● Implement modern media archive and digital asset management (DAM) system for secure,
searchable
storage
and
easy
access
● Create collaborative cross-department creative content calendar & execution ● Align tourism and city messaging through structured coordination, including proactive media
response
protocols
● Launch staff training program focused on effective, engaging content creation, digital storytelling,
video
production,
and
brand-aligned
messaging
● Develop internship structure to support overburdened creative teams, provide fresh capacity,
and
build
talent
pipeline
● Initiate targeted influencer and creator outreach program to build authentic, positive third-party
relationships
and
opportunities
for
collaboration
Long-Term:
● Develop in-house creative direction capacity with professional media planning and execution
● Build proactive press engagement framework and third-party amplification strategy ● Establish performance metrics tied to economic impact, brand sentiment, content engagement
rates,
and
revenue
capture
● Leverage current brand assets (e.g., merchandising, licensing, film, events) to generate
additional
revenue
streams,
directly
bolstering
staffing
and
resources
in
communications
and
creative
departments
Additional Context: DMO Reliance & Scope
Over the past decade, Visit Huntington Beach (VHB) has gradually positioned itself as the default
point
of
contact
for
much
of
the
City’s
broader
destination
brand,
marketing
narrative,
visitor
experience
strategy,
and
creative
initiatives
—
responsibilities
that
extend
well
beyond
its
core
mandate
of
lodging-focused
promotion.
VHB’s
mission
statements,
annual
reports,
and
public
materials
consistently
claim
ownership
over
“inspirational
destination
marketing,”
“brand
management,”
and
“economic
vitality”
and
even
public
relations
and
crisis
communication.
Based
on
our
research
and
interviews,
the
City
appears
to
have
relied
heavily
on
VHB
for
event
amplification,
media
coordination,
content
creation,
and
broader
brand-related
functions,
areas
outside
the
scope
of
the
city’s
arrangement
and
whose
board
composition
appears
to
remain
heavily
weighted
toward
hotel
industry
interests.
15 This drift has created an unintended over-reliance. People and partners now automatically turn to
VHB
when
they
want
to
do
anything
creative
or
marketing-related
with
the
City.
While
this
may
have
seemed
convenient,
or
even
standard
based
on
how
some
DMO’s
operate,
VHB’s
performance
in
visitor
marketing
and
broader
destination
promotion
has
been
largely
standard
rather
than
standout,
with
recent
campaigns
for
hotels
and
events
often
feeling
outdated
and
out
of
touch
with
current
industry
trends.
More
importantly,
the
City
has
no
proactive
relationships
with
key
promoters,
event
producers,
film
commissioners,
and
other
partners
of
its
own,
because
those
connections
have
quietly
shifted
to
VHB
over
the
past
several
years
—
an
organization
not
technically
responsible
or
structured
to
manage
them
for
the
city.
The result is fragmented strategy, weaker accountability, and missed opportunities across the board.
The
Surf
City
brand
deserves
clearer
governance,
stronger
city-led
direction,
and
balanced
stakeholder
input
rather
than
defaulting
to
a
model
that
has
expanded
beyond
its
original
scope.
Suggested Solutions
If the City chooses to continue outsourcing some of these functions, several structural improvements
could
restore
alignment
and
accountability:
● Stronger, clearly defined ownership roles and lines of responsibility in the management agreement.
● A more collaborative board structure with meaningful council oversight and regular reporting
requirements.
● Inclusion of internal city stakeholders on the board to ensure broader community and departmental
representation.
● Adoption of an operational model closer to Visit Newport Beach’s, where the DMO is responsible
for
the
larger
marketing
of
the
entire
city
—
not
just
lodging
—
through
a
formal
city
contract
with
integrated
public-private
governance,
shared
priorities,
direct
accountability
to
the
full
city
organization,
and
built-in
collaboration
across
stakeholders.
This
structure
could
also
ease
burdens
and
responsibility
on
internal
city
staff
but
comes
with
its
own
set
of
risks
as
well.
Structure of the Visit Newport Beach Model and Potential Benefits Visit Newport Beach operates as a city-contracted DMO within the broader Newport Beach & Company
framework,
funded
primarily
through
TOT
but
governed
under
a
formal
agreement
with
the
City
of
Newport
Beach.
This
structure
gives
the
DMO
clear
responsibility
for
overall
city-wide
destination
marketing,
brand
management,
visitor
experience
development,
event
promotion,
and
economic
vitality
initiatives
—
not
just
hotel
performance.
Governance
includes
a
TBID
board,
an
executive
committee,
and
direct
city
oversight
through
ordinances
and
shared
priorities,
ensuring
collaboration
with
the
full
range
of
stakeholders
(residents,
businesses,
cultural
organizations,
and
city
departments)
rather
than
a
narrow
lodging
focus.
16 For Huntington Beach, adopting a similar model would allow the DMO to focus on comprehensive
brand
marketing
and
city-wide
destination
promotion
with
strong
built-in
accountability
and
stakeholder
collaboration.
This
structure
would
clearly
define
roles,
maintain
proactive
city
relationships
with
promoters
and
partners,
and
align
marketing
efforts
more
closely
with
the
entire
community’s
needs
—
delivering
better
results
for
the
Surf
City
brand
while
keeping
governance
transparent
and
balanced.
Additional Context: Recent Press and Media Patterns In recent years, Huntington Beach has received a growing volume of national and regional media
attention
centered
on
political
conflict
and
controversy
rather
than
the
broader
coastal
lifestyle,
surf
heritage,
community
traditions,
and
quality
of
life
that
have
long
shaped
its
public
identity.
While
no
city
can
control
every
headline,
sustained
imbalance
in
external
coverage
can
distort
public
perception
over
time
and
reduce
visibility
for
the
attributes
that
have
historically
driven
tourism,
civic
pride,
and
broader
brand
appeal.
In a media environment where controversy often receives disproportionate attention, cities with strong
public
identities
must
work
more
intentionally
to
ensure
their
broader
strengths
remain
visible.
For
Huntington
Beach,
that
means
a
more
proactive
and
coordinated
approach
to
communications,
third-party
engagement,
and
brand
storytelling
so
that
public
perception
is
not
shaped
disproportionately
by
isolated
controversies.
As part of this audit, a representative sample of more than 100 relevant news articles and reports
from
News,
major
California
outlets,
and
local
sources
was
reviewed
to
better
understand
the
dominant
themes
shaping
public
perception
of
Huntington
Beach.
No
independent
third-party
media
monitoring
study
specific
to
Huntington
Beach
was
identified
during
this
review.
Based
on
this
sample,
the
majority
of
higher-visibility
coverage
appeared
to
be
political
or
controversy-oriented,
while
positive
or
lifestyle-driven
coverage
was
present
but
materially
less
prominent
in
overall
volume
and
reach.
● Political coverage : Approximately 75–85% of all press mentions are political or controversy-focused.
● Negative or critical tone : Approximately 60–70% of stories carry a negative or critical tone.
Even
neutral
local
stories
are
often
overshadowed
by
controversy.
Positive
or
neutral
coverage
makes
up
only
20–30%
and
rarely
goes
national.
Positive coverage relating to Huntington Beach’s businesses, beach culture, community events, and
everyday
quality
of
life
exists,
but
appears
materially
less
prominent
than
controversy-driven
coverage
in
overall
visibility
and
distribution.
How This Affects the City Brand
17 This heavy political tilt has shifted national and regional perception of Huntington Beach away from
“Surf
City
USA”
—
the
fun,
welcoming,
family-friendly
coastal
icon
—
and
toward
a
polarized
political
flashpoint.
When
controversy
becomes
the
dominant
frame
through
which
a
city
is
seen,
it
can
overshadow
the
qualities
that
historically
attracted
visitors,
businesses,
families,
event
partners,
and
broader
cultural
interest.
The
constant
focus
on
controversy
creates
a
feedback
loop:
it
drives
more
political
coverage
while
crowding
out
stories
about
life
here
in
HB
and
community
strengths
that
actually
reflect
the
vast
majority
of
residents’
experience.
The
result
is
diminished
tourism
appeal,
weaker
third-party
advocacy,
and
missed
opportunities
to
showcase
the
full
value
of
the
Huntington
Beach
identity.
What We Need Moving Forward
The City would benefit from a more intentional and coordinated communications strategy that increases
the
visibility
of
authentic,
positive,
and
community-centered
stories.
The
goal
is
not
to
manufacture
perception,
but
to
better
represent
the
full
reality
of
Huntington
Beach
by
amplifying
the
people,
places,
traditions,
and
everyday
experiences
that
continue
to
define
its
long-term
appeal.
Stronger
coordination,
better
media
infrastructure,
and
more
proactive
third-party
engagement
would
help
restore
balance
and
improve
the
City’s
ability
to
shape
how
its
identity
is
understood.
7. CORE ISSUE: MERCHANDISING & REVENUE LOSS
1. Discovery
Huntington Beach possesses one of the most powerful and valuable municipal brands in the world
through
its
pier,
surf
culture,
major
events,
coastline,
and
decades
of
national
and
international
recognition.
The
global
surfing
apparel
and
accessories
market
is
currently
valued
at
$10.37
billion
and
is
projected
to
exceed
$15
billion
by
2033.
Individual
major
surf
brands
generate
hundreds
of
millions
in
annual
revenue.
Quiksilver,
Hurley,
Billabong,
Volcom,
Roxy,
Ripcurl,
RVCA,
and
Reef
are
the
major
players
in
the
market
and
Huntington
Beach
should
rightfully
have
a
seat
at
that
table.
Huntington Beach captures virtually none of the economic value its name and reputation should generate
through
retail
sales,
licensing
and
partnerships.
We have the visibility, authenticity, heritage, and audience to claim a meaningful share, yet the category
remains
almost
entirely
untapped.
By
way
of
scale
only,
even
a
very
small
share
of
a
multi-billion-dollar
surf
and
coastal
lifestyle
market
would
translate
into
substantial
retail
volume.
For
example,
0.25%
of
that
broader
market
would
equate
to
approximately
$27.5
million
in
gross
annual
retail
sales.
That
figure
is
not
presented
as
a
short-term
municipal
revenue
18 forecast, but as an illustration of how large the surrounding market is relative to the City’s current
level
of
participation.
2. Current Structure
Merchandising
and
licensing
are
currently
locked
into
a
single
outdated
third-party
agreement
tied
to
the
Surf
City
Store
on
the
Pier,
featuring
a
severely
undervalued
5%
royalty
rate
on
branded
merchandise,
well
below
common
industry
standards,
extremely
low
pier
lease
rent
of
$950
per
month
for
a
high-traffic
prime
location,
no
minimum
royalty
guarantees,
and
limited
audit
and
verification
protections.
The referenced servicemark (“Surf City, Huntington Beach”) is dead/cancelled (USPTO Reg.
No.
74/350/258,
lapsed
2005),
weakening
enforceability.
The
website
for
direct
consumer
orders
is
hard
to
find,
has
a
very
limited
selection,
little
to
no
active
marketing
or
promotion,
and
product
designs
that
have
remained
largely
stagnant
for
years.
Seasonal
collections
are
not
regularly
introduced,
and
the
overall
program
appears
commercially
underdeveloped
and
largely
invisible
relative
to
the
millions
of
visitors
who
come
to
Huntington
Beach
each
year.
Beyond the pier store, our research indicates widespread sales of Huntington Beach-branded apparel
and
products
across
the
city,
from
liquor
stores
and
small
shops
to
major
retail
outlets,
some
openly
selling
HB-branded
apparel
with
no
licensing
agreement
and
zero
revenue
return
to
the
City.
All
of
this
unauthorized
activity
likely
accounts
for
millions
of
dollars
in
annual
sales
that
are
completely
lost
to
the
city.
3. Financial Data (Indirect Impact)
The
current
program
generates
very
limited
direct
revenue
for
the
City
relative
to
the
strength
of
the
Huntington
Beach
brand.
Financial
evidence
from
2024–2025
Surf
City
Store
reports
shows
total
reported
sales
of
$1,515,215.94,
with
the
City
receiving
only
$75,760.81
in
royalties
under
the
current
5%
structure.
Average
monthly
sales
were
approximately
$63,134,
while
the
average
monthly
return
to
the
City
was
approximately
$3,157.
This gap is significant because the value behind Huntington Beach-branded merchandise was built
over
decades
through
the
identity,
reputation,
and
cultural
contributions
of
the
community
itself.
Yet
under
the
current
structure,
much
of
that
value
does
not
appear
to
be
returning
to
the
City
in
a
meaningful
way.
From July through December 2025, more than $400,000 in reported sales appears to have generated
only
approximately
$18,000
in
revenue
to
the
City.
4. Benchmark Comparison
Other major coastal cities manage their brands far more aggressively. The iconic “I ❤ NY” is reported
to
generate
$30
million
annually
in
revenue.
Comparable
coastal
destinations
with
active,
professionally
managed
licensing
programs
(including
Santa
Monica,
San
Diego,
Los
Angeles,
and
Miami
Beach)
generate
$1
million
to
over
$5
million
per
year
in
direct
licensing
and
merchandise
revenue
through
modern
e-commerce
platforms,
regularly
updated
product
lines,
aggressive
digital
marketing,
and
reasonable
royalty
structures.
19 These cities capture a meaningful share through official branded merchandise. Huntington Beach,
with
stronger
global
surf
and
coastal
recognition
than
most
peers,
receives
virtually
nothing
in
comparison.
5. Structural Risk
The current third-party deal — combined with rampant unlicensed sales — is a raw, one-sided arrangement
that
is
actively
costing
taxpayers
hundreds
of
thousands
(likely
millions)
of
dollars
every
single
year:
● A 5% royalty rate that hands the vast majority of profits to outside operators while the City
gets
almost
nothing
● Revenue that belongs to the generations of Huntington Beach residents who built this brand
is
instead
being
pocketed
by
third
parties
● Complete absence of any marketing or promotion — consumers who want official Huntington
Beach
merchandise
literally
cannot
find
it
● The absence of an official website, online store, or meaningful direct-to-consumer pathway
is
a
major
structural
gap
for
a
destination
brand
of
this
caliber.
● Weak audit rights, weak oversight, limited minimum protections, and reliance on outside reporting
create
avoidable
exposure
and
potential
for
underreporting
where
the
City
should
be
demanding
greater
transparency
and
accountability.
● Severely undermarket pier space lease - A prime high traffic retail location appears to be operating
under
terms
that
do
not
reflect
the
value
of
the
site
or
the
traffic
associated
with
it.
● Product execution appears stagnant, with limited evidence of the kind of ongoing design development,
seasonal
refreshes,
and
quality
control
expected
in
the
$10+
billion
surf
market
● Widespread unlicensed sales at 50+ locations across the city, including major retailers here
in
the
city,
generating
large
amounts
in
unauthorized
(and
in
some
cases
un-taxed)
revenue
with
zero
return
to
residents
● Missed retail partnerships, sponsorships, and brand extensions that other major destination
cities
are
actively
cashing
in
on
That combination of weak economics, weak oversight, weak enforcement, and weak modern retail
infrastructure
does
not
reflect
the
standard
that
should
apply
to
an
asset
of
this
magnitude.
6. Revenue Gap
With $580 million (per VHB) in annual direct visitor spending, shopping and souvenirs typically account
for
12-18%
—
representing
a
massive
revenue
opportunity.
A
professionally
managed
merchandising
program
should
capture
a
meaningful
share
through
official
branded
products.
Instead, due to the outdated third-party agreement, complete lack of marketing, absence of any substantial
online
sales
platform,
stagnant
product
designs,
rock-bottom
terms,
and
the
20 explosion of unlicensed sales across multiple locations , the City is failing to capture even a fraction
of
this
opportunity.
Conservative annual lost opportunity due to ineffective merchandising and licensing:
$500,000
–
$1
million
(with
potential
for
$750,000
–
$2
million
net
annually
under
internalized
operations
on
$1M+
sales,
plus
millions
more
once
unlicensed
sales
are
brought
under
control
and
the
program
is
built
and
structured.
When outsiders control licensing under terrible terms and the City allows widespread unauthorized
sales,
it
captures
a
tiny
fraction
of
the
value
its
brand
actually
justifies
—
value
built
by
local
generations
and
now
being
handed
away
for
almost
nothing.
7. Corrective Path
Existing unlicensed sales should not be treated as a reason to avoid correction. They should be treated
as
proof
that
real
demand
exists
and
that
the
City
has
waited
too
long
to
bring
this
category
under
proper
control.
Rather
than
leading
with
immediate
enforcement,
the
City
should
offer
a
short
structured
transition
period
for
businesses
that
currently
sell
unlicensed
HB
merchandise
and
want
to
begin
selling
authentic
merchandise
through
legitimate
channels,
including
wholesale
pricing,
collaboration
opportunities,
and
access
to
stronger
official
product
collections.
This
approach
allows
the
City
to
reestablish
control,
capture
appropriate
value,
and
bring
willing
retailers
into
a
better
system
moving
forward.
Immediate
● Establish clear centralized authority for merchandising and licensing strategy ● Conduct a full audit of the existing third-party structure, including royalty terms, lease economics,
sales
history,
audit
rights.
● Finalize current trademark and IP protection work and define stronger product and licensing
standards
● Identify the full scope of unauthorized, unlicensed, or weakly controlled retail activity tied to
Huntington
Beach
branding
Mid-Term
● Renegotiate, restructure, or replace the current underperforming arrangement where legally
and
operationally
appropriate
● Launch an official City-controlled or City-governed e-commerce platform and direct-to-consumer
sales
system
● Develop stronger product lines aligned with current surf, coastal, and lifestyle demand ● Implement active marketing, authentication, and retail partnership strategies ● Establish a practical enforcement pathway for unauthorized or uncompensated commercial
use
of
City
brand
assets
Long-Term
21 ● Build internal licensing, merchandising, and creative capability sufficient to manage the category
professionally
● Implement royalty and partnership structures with meaningful accountability, audit rights, and
performance
standards
● Create measurable performance benchmarks tied to direct revenue, sales growth, distribution
reach,
and
brand
protection
● Reinvest a portion of new merchandising revenue into the communications, creative, and operational
infrastructure
required
to
sustain
and
protect
the
broader
Huntington
Beach
brand
Key U.S. Tourism Expenditure Data (Shopping/Souvenirs): ● Overseas Tourists (2024): 18% of total spending, amounting to about $325 per trip. ● North American Tourists (2024): 12.8% of total spending, about $152 per trip. ● General Travelers: 25% of travelers list purchasing souvenirs as a financial priority. ● Spending Amount: Vacationers often spend between $50 and $200+ on merchandise and
gifts
per
trip.
Context on Spending Habits: ● Top Categories: Shopping is consistently ranked behind accommodation (30-35%) and food/beverage
(20-21%).
● Buyer Behavior: Roughly 65% of Americans bring back souvenirs, with 44% gifting to family
and
39%
for
themselves.
Progress Already Underway: Strengthening Trademark and IP Protections At the forefront of Huntington Beach's globally recognized coastal identity are its logos and core visual
marks—the
instantly
recognizable
symbols
that
represent
the
city
in
merchandise,
events,
partnerships,
and
media
worldwide.
For
years,
our
main
city
logo
has
remained
unprotected
or
inadequately
registered,
leaving
it
vulnerable
to
unauthorized
use,
dilution,
and
lost
licensing
opportunities.
This
long
standing
gap
has
allowed
value
to
slip
away
quietly,
even
as
the
city's
brand
continues
to
carry
significant
cultural
and
economic
weight.
During the audit, we conducted a deep review of all of the city's trademarks and intellectual property.
We
found
that
the
city's
original
iconic
HB
logo
mark
was
not
properly
registered
or
protected.
Staff explained that past attempts years ago were abandoned after being told registration might not
be
possible
due
to
widespread
use
by
others.
The
matter
was
left
unresolved.
We took a fresh approach: identified the specific lapses (expired filings, incomplete applications, missed
opportunities),
the
original
curation
process,
and
worked
directly
with
the
city's
legal
and
22 IP team. We gathered documentation, addressed the issues, and successfully restarted the protection
process.
Steps are now actively in progress to secure stronger registrations for these core brand elements—helping
prevent
unauthorized
use,
reduce
dilution,
and
enable
better
enforcement
and
monetization.
This is a clear example of what focused effort can accomplish: uncovering long-standing gaps and
closing
them
through
internal
collaboration—no
major
obstacles,
just
persistence.
This early progress shows that many audit findings are fixable with similar diligence. Securing foundational
IP
like
logos
is
a
critical
first
step
toward
reclaiming
control
over
the
city's
brand
value
and
stopping
leakage
in
licensing
and
merchandising.
Building on this momentum will help shift from a reactive to a proactive approach, delivering lasting
benefits
for
the
community.
Additional opportunities:
Beyond just apparel: The City is overlooking an easy, low-overhead revenue channel inside facilities
it
already
owns
and
operates.
The
Art
Center,
libraries,
and
other
public-facing
spaces
should
function
not
just
as
civic
amenities,
but
as
retail
touchpoints
for
Huntington
Beach’s
brand
and
creative
identity.
A
kiosk-based
merchandising
system
would
allow
visitors
to
purchase
City-branded
goods,
art
prints,
photography,
and
other
curated
products
onsite
and
have
them
shipped
directly
to
their
homes.
That
approach
dramatically
reduces
risk,storage,
staffing,
and
operational
friction
while
expanding
what
the
City
can
monetize.
Huntington Beach has no shortage of talented local artists and world-class surf and lifestyle photographers
whose
work
could
be
featured
through
this
system.
Under
a
revenue-share
model,
the
City
would
participate
in
each
sale
while
artists
retain
the
balance,
creating
a
program
that
supports
both
municipal
revenue
and
the
local
creative
economy.
With
minimal
setup
and
management
costs,
these
kiosks
could
become
a
meaningful
tourism
revenue
tool
while
reinforcing
the
culture
and
visual
identity
that
make
Huntington
Beach
valuable
in
the
first
place.
8. MISSED OPPORTUNITIES & REVENUE: FILM COMMISSION
1. Discovery
23 Huntington Beach stands out as one of Southern California’s most versatile and underutilized filming
destinations.
Its
iconic
pier,
expansive
beaches,
modern
Civic
Center,
Equestrian
Center,
and
Sports
Complex,
Pacific
City,
and
variety
of
community
housing
styles
give
production
companies
a
rare
mix
of
coastal
beauty
and
diverse
inland
locations
that
few
competitors
can
match.
Beyond direct revenue, successful film and television production delivers powerful cultural relevance,
high-value
earned
media,
authentic
third-party
voice
amplification,
and
increased
off-season
tourism
that
can
extend
visitor
stays
and
spending
throughout
the
year.
2. Current Structure
Film permitting is currently managed through a basic, decentralized process with modest fees and
limited
dedicated
support
that
producers
are
used
to.
The
program
lacks
proactive
marketing,
a
streamlined
one-stop
shop
experience,
and
a
professional
location
library.
While
basic
beach
and
pier
permitting
exists,
the
City
currently
does
not
actively
promote
its
full
range
of
unique
assets
or
position
itself
as
a
competitive
filming
destination
near
Los
Angeles.
3. Financial Data (Indirect Impact)
Direct permit and location fees represent the most tangible and reliable form of revenue from film
activity.
Currently,
these
direct
returns
remain
modest.
At the same time, the broader economic impact of film production is enormous and can reach hundreds
of
millions
of
dollars
for
cities
that
actively
pursue
it.
Industry
data
shows
the
average
location
shoot
day
generates
$50,000
-
$670,000
in
local
spending
and
supports
hundreds
of
jobs,
while
major
productions
can
exceed
$1.3
million
per
day
in
direct
local
economic
activity.
These
dollars
flow
into
hotels,
restaurants,
transportation,
retail,
and
local
suppliers
—
especially
valuable
during
off-season
months
—
while
also
creating
lasting
cultural
relevance,
earned
media
exposure,
and
positive
third-party
amplification
that
drives
future
tourism
and
visitation.
4. Benchmark Comparison
Several peer cities have built professional film commissions that generate both meaningful direct
revenue
and
massive
economic
impact.
San
Francisco’s
Film
SF
collected
$127,000
in
direct
permit
fees
(This
does
not
include
staffing,
or
location
use
or
any
other
fees)
in
FY
2024-25
while
driving
$17.5
million
in
estimated
direct
production
spending.
Fort Worth’s Film Commission has generated over $800 million in cumulative economic impact since
2016
through
focused
outreach.
Nashville’s
broader
arts,
culture,
and
creativity
economy
has
been
reported
by
Metro
planning
materials
at
approximately
$13
billion
annually,
and
a
single
major
production
—
‘9-1-1:
Nashville’
—
is
expected
to
generate
more
than
$50
million
in
local
economic
impact.
Comparable
coastal
destinations
like
Long
Beach,
Los
Angeles,
and
Miami
Beach
maintain
dedicated
offices
with
competitive
fees,
active
marketing,
and
24 streamlined processes that attract productions and deliver both direct fees and hundreds of millions
in
broader
economic
benefits.
5. Structural Gaps
The current structure presents several opportunities for improvement that would help the City fully
realize
its
potential:
● Absence of a dedicated Film Commission or centralized one-stop permitting office ● Limited relationships, marketing and outreach to productions and location scouts ● Under-promotion of the City’s diverse non-beach assets (Civic Center, Equestrian Center,
Pacific
City,
Sports
Complex,
etc)
● Multi-department coordination that can slow response times (including the current requirement
that
applicants
obtain
a
separate
business
license
before
even
submitting
a
film
permit
application
—
a
step
that
is
not
typical
in
peer
cities
and
production
process)
● No proactive strategy to highlight speed, efficiency, and location diversity that could undercut
larger
jurisdictions
These gaps mean Huntington Beach is not yet fully capitalizing on productions that could deliver direct
revenue,
economic
value
and
valuable
earned
media
exposure.
6. Revenue Gap
Huntington Beach has the locations and proximity to Los Angeles to compete effectively — particularly
by
offering
faster
permitting
turnaround
and
greater
location
diversity
than
many
parts
of
LA.
Professional
programs
in
comparable
destinations
routinely
generate
$125,000
to
several
million
in
annual
direct
revenue,
while
driving
tens
to
hundreds
of
millions
in
broader
economic
impact
(e.g.,
Fort
Worth’s
~$800M
cumulative
since
2016,
San
Francisco’s
$17.5M
direct
spending
in
one
year).
Currently, due to the absence of a dedicated Film Commission, limited marketing, outdated processes,
and
lack
of
streamlined
permitting,
the
City
is
not
capturing
its
full
potential
in
either
direct
revenue
or
indirect
benefits,
or
economic
impact.
Conservative annual lost opportunity due to under-developed film permitting: $100,000 – $1
million
+
in
direct
revenue
(plus
multi-million-dollar
economic
impact,
earned
media
value,
and
off-season
tourism
lift
once
the
program
scales).
7. Corrective Path
Immediate:
● Establish a centralized Film Commission with clear responsibility for permitting, marketing,
and
revenue
strategy
● Conduct a full review of current fees, processes, and past production inquiries ● Develop streamlined one-stop permitting guidelines 25 Mid-Term:
● Launch a dedicated Film Commission with fast-track permitting designed to undercut Los Angeles
on
speed
and
ease
(target
48-72
hour
turnaround)
● Create a professional location library and comprehensive production resource book for
producers,
including
local
workforce
talent,
hotels,
parking,
and
other
production
resources
● Update fees to competitive levels with improved tracking ● Initiate active outreach to location managers and production companies (leveraging current
staff
to
grow
the
program
with
minimal
additional
stress
until
revenue
supports
dedicated
staffing)
Long-Term:
● Build professional in-house location management and creative partnership capabilities ● Establish a high-performance permitting framework focused on both direct revenue and earned
media
outcomes
● Set measurable goals tied to permit revenue, production days, and off-season tourism impact
● Direct new film revenue into communications, creative departments, and public asset maintenance
Source Data
● City of Huntington Beach Film, Video and Still Photography Permit Fees (2024) ● Film SF Annual Impact Report FY 2024-25 ($127,000 permit fees, $17.5M direct spending) ● California Production Coalition: average location shoot adds $670,000/day and 1,500 jobs ● Fort Worth Film Commission economic impact reports (2016–2025 data showing nearly $800 million cumulative impact, recent annual ~$1B) ● Tennessee Entertainment Commission 2025 Economic Impact Report ($8.2 billion in entertainment production clusters for 2024, including film/TV) ● FilmLA & peer city reports (2024–2025) ● Film Santa Monica, Long Beach, Miami Beach, Fort Worth, and Nashville Film Commission data (public documents, 2025–2026) ● UNWTO and industry analyses on direct film revenue vs. earned media, tourism, and economic multipliers ● Internal City tracking of production activity (2023–2025)
9. MISMANAGED & UNDERUTILIZED ASSET: ART CENTER
1. Discovery
Huntington Beach owns and operates a dedicated Art Center in a high-visibility location, supported
by
decades
of
community
investment,
public
support,
and
taxpayer
funding.
On
paper,
it
offers
classes,
camps,
events,
exhibitions,
and
artist
programs
that
should
contribute
to
the
City’s
creative
life
and
welcoming
coastal
identity.
In practice, however, the Center appears to remain relatively unknown not only regionally and nationally,
but
within
Huntington
Beach
itself.
Public
awareness,
foot
traffic,
participation,
and
overall
utilization
appear
limited.
Much
of
the
programming
feels
more
insular
than
open
and
inviting,
and
does
not
clearly
reinforce
Huntington
Beach’s
identity
as
a
fun,
welcoming,
family-friendly
coastal
destination.
26 The issue is not that the Art Center lacks value opportunity. The issue is that much of that value is
not
fully
reaching
the
community.
There
appears
to
be
limited
general
awareness
among
residents
about
what
is
happening
there,
who
it
serves,
and
why
it
matters.
Its
programs,
exhibitions,
and
activities
do
not
appear
to
generate
the
level
of
participation,
excitement,
cultural
relevance,
or
civic
benefit
that
comparable
city-run
arts
facilities
often
provide.
As a result, an asset that should be helping elevate local artists, expand community engagement,
and
strengthen
Huntington
Beach’s
creative
identity
is
operating
below
its
potential.
The
opportunity
is
not
simply
financial,
but
civic
and
cultural:
to
make
the
Art
Center
more
visible,
more
welcoming,
more
connected
to
residents,
and
more
valuable
to
the
artists
and
audiences
it
should
be
serving.
Many exhibitions also appear to receive little meaningful press attention or lasting public documentation.
In
many
cases,
once
a
show
closes,
there
is
little
to
no
accessible
visual
archive,
photo
gallery,
or
digital
record
that
allows
residents,
visitors,
collectors,
or
supporters
to
see
what
was
exhibited.
That
limits
the
public
reach
of
the
work,
reduces
long-tail
exposure
for
participating
artists,
and
reflects
a
broader
weakness
in
the
City’s
PR,
content
capture,
and
cultural
documentation
efforts.
A
city-run
gallery
should
not
only
host
exhibitions
well
in
the
moment,
but
also
preserve
and
extend
their
value
through
visibility,
promotion,
and
accessible
online
archives
for
those
who
could
not
attend
in
person
or
wish
to
revisit
the
work
after
the
exhibition
has
ended.
In
addition,
many
exhibitions
appear
to
lack
supporting
print,
merchandise,
or
take-home
purchase
opportunities
tied
to
the
show
itself.
That
creates
a
missed
opportunity
both
for
participating
artists,
who
lose
additional
exposure
and
sales
potential,
and
for
the
City,
which
loses
a
practical
and
low-friction
revenue
capture
channel
connected
directly
to
its
own
cultural
programming.
2. Current Structure
The Art Center seems to operate with little to no integrated revenue strategy beyond the offered community
art
classes.
Programming
focuses
almost
exclusively
on
small
shows
and
regional
artists.
There
is
no
gallery
sales
commission
program,
no
on-site
or
online
retail/merchandise
operation,
no
market-rate
facility
rentals,
and
no
formal
sponsorship
or
branded
partnership
framework.
Oversight
is
split
between
City
departments
and
external
nonprofit/Foundation
support,
with
limited
coordination
or
performance
accountability
tied
to
financial
return
or
community
impact
and
engagement.
3. Financial Data (Indirect Impact)
The City fully subsidizes operations.
FY 25-26 Revised Expenditures
● Admin (Personnel + Operating): $437,399 ● Classes (Personnel + Operating): $97,856 ● Total City Cost: $535,255 27 Revenues (Full-Year Projection Based on YTD)
● Class/Camp fees: ~$83,451–$107,708 (explicitly covers only instructor/program costs) ● Memberships: ~$2,725 ● Artist Council fees: ~$6,407 ● Rentals & Special Events: ~$5,240 ● Total Revenue: ~$97,823–$114,178 Net Annual Subsidy to the Art Center: $421,000 – $437,000 in taxpayer dollars.
The revenue generated by activities at this City-owned facility rightfully belongs, at least in part, to
the
residents
who
built
and
maintain
the
brand
and
infrastructure
—
yet
virtually
none
returns
to
the
General
Fund.
4. Benchmark Comparison
Comparable coastal-city cultural facilities treat their centers as revenue-generating assets that actively
elevate
both
the
institution
and
local
artists.
Laguna
Art
Museum
generated
$3.27
million
in
total
revenue
in
2024
through
gallery/exhibition
sales
and
commissions.
Long
Beach
Museum
of
Art
Foundation
reported
$2.17
million
in
revenue
in
2024.
These
and
other
peer
institutions
routinely
feature
nationally
and
internationally
renowned
artists
alongside
local
talent,
capturing
20–50%
commissions
while
dramatically
increasing
the
market
value
of
regional
artists
through
association
and
exposure.
Huntington Beach does not participate in or compete with major regional events such as Newport
Beach’s
art
festivals
or
Laguna
Beach’s
Festival
of
the
Arts,
missing
out
on
shared
tourism
and
cross-promotion
that
other
cities
actively
leverage.
5. Structural Gaps
The current model creates clear vulnerabilities:
● Heavy General Fund subsidy with no requirement for break-even or revenue-sharing ● Programming that feels exclusionary and insular, focusing almost exclusively on small shows
and
regional
artists,
rendering
the
Center
incapable
of
curating
exhibitions
with
nationally
or
internationally
renowned
artists
● Complete absence of gallery sales commissions, on-site city branded retail, or branded art
merchandise
● Minimal facility rental income and no corporate/private event strategy ● No collaboration with hotels or other local partners to build community experiences around
major
festivals,
and
no
participation
in
or
alongside
Newport
or
Laguna
events
● Missed opportunities to elevate local artists’ value by placing their work beside major names
—
an
approach
proven
to
deliver
immeasurable
uplift
in
artist
prestige,
sales,
and
tourism
draw
28 These gaps mean the City is subsidizing cultural programming while capturing almost none of the
economic
upside
created
by
its
own
brand
and
location
and
the
majority
of
the
community
never
participates
in
the
value
it
generates.
6. Revenue Gap
With hundreds of thousands of annual visitors and a globally recognized coastal identity, the Art Center
should
at
minimum
break
even
and
ideally
generate
net
revenue.
Comparable
facilities
routinely
produce
$200,000
–
$600,000+
in
direct
annual
revenue
(and
in
stronger
cases
millions)
through
commissions,
rentals,
events,
and
retail.
Instead, Huntington Beach is subsidizing the operation to the tune of $421,000 – $437,000 (this number
not
including
maintenance
or
utilities
cost)
per
year
with
virtually
no
return.
This
represents
a
clear
structural
failure
to
monetize
a
public
asset
tied
to
the
City’s
brand
and
to
compete
for
the
tourism
and
cultural
value
flowing
to
neighboring
cities’
festivals.
Conservative annual lost opportunity / subsidy reduction potential: $400,000 – $750,000 (through
commissions,
rentals,
retail/merch,
major-artist
exhibitions,
festival
collaboration,
and
broader
community
outreach
—
turning
the
current
subsidy
into
breakeven
or
positive
contribution
within
2–3
years).
7. Corrective Path
The Art Center is a meaningful civic asset. The challenge is making sure its value is more visible,
more
accessible,
and
more
fully
delivered
to
the
artists,
residents
and
visitors
it
should
be
serving.
That
begins
with
increasing
public
awareness,
improving
the
accessibility
and
visibility
of
programming,
and
more
intentionally
positioning
the
Center
as
a
community-serving
and
regionally
/
nationally
recognized
cultural
hub
rather
than
a
facility
known
only
to
a
narrow
audience.
The
goal
should
be
to
create
a
stronger
bridge
between
the
Art
Center,
local
artists,
residents,
and
tourists.
With the right structure and attention, the Art Center can at least break even on its operating costs
as
well
as
become
a
more
visible
source
of
community
pride,
a
stronger
platform
for
Huntington
Beach
artists,
and
a
more
valuable
cultural
asset
for
the
residents.
Immediate:
● Establish centralized oversight with clear revenue targets, performance metrics, and community-engagement
goals
● Conduct a full audit of operations, agreements, revenue opportunities, and current public awareness/perception
● Define brand standards for any future partnerships, programs or shows.
Mid-Term:
29 ● Implement a professional gallery/exhibition commission program and actively curate shows
featuring
nationally/internationally
renowned
artists
alongside
local
talent
● implement a consistent system for professionally photographing, cataloging, and archiving
every
exhibition,
ensuring
that
each
show
remains
accessible
online
as
a
lasting
public
resource
and
an
ongoing
source
of
visibility
for
participating
artists.
● Launch on-site and online retail/merchandise tied to the Huntington Beach brand ● Introduce and promote market-rate facility rentals and corporate/private event packages ● Develop sponsorship and Artist Council revenue-sharing framework ● Audit & Performance overhaul of how the HBAC oversight currently functions ● Begin collaboration with hotels and participation alongside Newport and Laguna festivals to
build
joint
community
experiences
● Mentorship programs and classes between renowned artists and local artists.
Long-Term:
● Build integrated creative and merchandising capacity (leveraging existing staff and internships)
● Establish performance metrics tied to direct revenue, subsidy reduction, artist elevation, tourism
impact,
and
community
utilization/awareness
● Direct all new Art Center revenue back into cultural programming and General Fund support
so
residents
finally
benefit
from
the
asset
they
fund
Sources
- City of Huntington Beach – General Fund Art Center Accounts (FY 24/25 Actuals & FY 25-26 Revised/YTD, provided March 2026)
- Laguna Art Museum – ProPublica Nonprofit Explorer (FY 2024 revenue $3.27M) - Long Beach Museum of Art Foundation – ProPublica / CauseIQ (FY 2024 revenue $2.17M) - Santa Monica FY 2025-27 Adopted Biennial Budget (Recreation & Arts Department context) - Industry benchmarks: Licensing International (LIMA) and American Alliance of Museums reports on gallery commission rates (20–50%)
and
cultural
facility
earned
revenue
models
- Laguna Beach Pageant of the Masters and Newport Beach arts festival public attendance/economic reports (2024–2025)
10. UNDERVALUED: FOURTH OF JULY CELEBRATION
1. Discovery
Huntington Beach has built one of the largest Independence Day celebrations in the country, consistently
drawing
300,000–500,000
attendees
and
earning
a
regional
television
partner
and
coverage
during
the
parade
event.
We’ve
done
an
excellent
job
attracting
that
scale
of
crowd
and
showcasing
our
patriotic,
family-friendly
Surf
City
identity.
What we haven’t done as well is capitalize on the opportunity this creates. The focus of this section
is
not
to
be
a
profit
generator
for
the
city,
but
to
secure
more
funding
that
elevates
the
parade’s
production
quality
and
delivers
a
richer,
more
memorable
experience
for
residents,
families,
and
visitors,
this
in
turn,
will
grow
our
earned
media,
and
event
prestige.
30 Right now the event lacks many of the high-impact elements that would make it truly special:
elaborate
floats,
celebrity
appearances,
large
helium
balloons,
live
drone
streaming
of
our
fireworks
show
for
those
who
can’t
attend
and
larger
community
activation
zones
and
other
events
that
could
bridge
the
morning
parade
and
evening
fireworks
into
a
full-day
celebration.
While
we
draw
the
crowds,
we
currently
lack
a
strong
third-party
voice,
sustained
social
media
presence,
and
meaningful
post-event
media
coverage
—
clear
evidence
that
we
are
missing
the
kind
of
engaging,
memorable
moments
that
people
naturally
want
to
share
and
talk
about
long
after
the
day
ends.
National brands with patriotic, family-oriented values cannot replicate access to our unique audience
size
and
demographic.
With
a
professional
sponsorship
approach,
we
could
partner
with
them
to
fund
those
missing
pieces
and
turn
the
parade
into
something
even
more
extraordinary
for
the
entire
community.
2. Current Structure
The parade is organized primarily through a contract event production with limited City oversight.
Sponsorship
packages
exist
(tiers
from
$1,000
to
$6,000+
for
banners,
bleachers,
announcing,
etc.),
but
there
is
no
evidence
of
a
dedicated
sponsorship
sales
team,
no
professional
outreach
to
large
national
brands,
and
no
strategy
for
premium
corporate
partnerships
or
branded
integrations.
The City provides the prime route, public safety, infrastructure, and brand prestige, while the contractor
manages
production.
There
is
no
centralized
city-led
effort
or
sales
team
to
maximize
sponsorship
revenue
for
better
floats,
helium
balloons,
staging,
or
other
elements
that
enhance
family
appeal
and
overall
quality.
3. Financial Data (Indirect Impact)
Direct City revenue from the parade remains minimal, with the event relying almost entirely on private
fundraising
rather
than
taxpayer
dollars.
Revenue
streams
include
sponsorships,
parade
entry
fees
(e.g.,
$1,200+
for
business/group
entries),
VIP/bleacher
tickets,
general
donations,
and
ancillary
on-site
sales—all
managed
through
the
professional
contractor,
PSQ
Productions
(hired
under
a
multi-year
Professional
Services
Contract
approved
by
the
City
Council
in
2024).
The contractor reports an annual production budget need of approximately $500,000+ , covering high-cost
items
like
the
fireworks
display
over
the
ocean
(a
major
expense),
parade
logistics
(barricades,
sound
systems,
staging,
insurance,
permits),
the
Surf
City
5K,
marketing
and
earned
media
(including
TV
coverage
on
KABC),
entertainment,
safety,
cleanup,
and
more.
The
City
contributes
in-kind
support
(police/fire/public
works
overtime,
permits),
but
the
bulk
is
privately
raised.
While PSQ Productions provides professional management to handle the event's massive scale the
dollars—or
lack
thereof—highlight
a
clear
shortfall
in
sales
and
sponsorship
pursuit
.
31 Despite all of the high-value promotional opportunities and a dedicated sponsorship contact/channel,
insufficient
or
inconsistent
sponsorship
and
donation
revenue
persists
—suggesting
a
lack
of
proactive,
high-effort
sales
outreach
(e.g.,
targeted
corporate
pitches,
leveraging
attendee
demographics
for
premium
activations,
or
expanding
beyond
basic
tiers).
This
leaves
the
city
forcing
compromises
on
production
quality—such
as
smaller-scale
fireworks,
fewer
high-impact
entries,
reduced
media,
or
limited
"wow
factor"
elements—which
diminishes
long-term
event
prestige,
community
excitement,
and
growth
potential.
The true return is indirect: earned media amplification, boosted family tourism, and reinforced brand
value
for
Huntington
Beach.
However,
with
stronger,
more
aggressive
sponsorship
sales
aligned
to
the
event's
unmatched
assets,
revenue
could
more
reliably
meet
or
exceed
needs—unlocking
higher
production
standards,
greater
sustainability
under
professional
management,
and
even
expanded
programming
without
relying
so
heavily
on
donations
or
cutting
corners.
4. Benchmark Comparison
Comparable large-scale parades and events treat sponsorship as a professional revenue engine
to
fund
premium
production
and
visibility.
● Rose Parade (Pasadena) generates $1M–$5M+ in direct sponsorships to support elaborate
floats
and
broadcast
quality.
● Regional events like the Surf City Marathon (Huntington Beach, ~18,000–22,000 participants)
secure
a
title
sponsor
that
brings
in
over
$200,000
alone,
funding
a
beautiful,
high-quality
event
despite
much
smaller
attendance.
● Brands like Carnival Cruiseline regularly commit $100,000+ just to sponsor the fireworks portion
of
San
Diego's
Big
Bay
Boom
4th
of
July
celebration.
These examples show that even smaller-scale events monetize sponsorships effectively through
professional
sales.
Huntington
Beach’s
parade
—
with
15–25x
the
crowd
and
televised
exposure
—
severely
under-prices
and
under-sells
its
opportunity.
5. Structural Gaps
The current model creates clear vulnerabilities:
● No dedicated sponsorship sales team or professional outreach to large national brands, resulting
in
low
pricing
and
limited
premium
partnerships
● Sponsorship tiers capped at $6,000 despite massive attendance and TV coverage — far below
market
rates
for
comparable
visibility
● Insufficient revenue to fund high-quality production (e.g., elaborate floats, helium balloons,
professional
staging),
lowering
appeal
and
reducing
overall
impact
● Missed opportunities for premium branding, corporate integrations, or merchandise tie-ins
that
could
amplify
earned
media
and
third-party
voice
32 ● No formal collaboration with hotels, tourism partners, or national brands to package experiences
around
the
event
● Limited City oversight or strategy to maximize sponsorship revenue while keeping the parade
free
and
community-focused
These gaps mean the parade under-delivers on production quality and brand amplification despite
its
massive
scale.
Missed Merchandising Opportunity – Americas 250
Huntington Beach’s three-day Fourth of July celebration creates a massive short-term captive audience
—
especially
with
America’s
250th
birthday
in
2026
driving
huge
demand
for
patriotic
souvenirs
and
commemorative
items.
A third-party deal with a local surf shop currently gives them 70% of official parade merchandise sales,
leaving
only
30%
for
parade
organizers.
There
is
no
valid
reason
to
hand
the
majority
of
this
one-weekend
windfall
to
an
outside
entity
when
the
crowd,
the
event,
and
the
historic
milestone
belong
to
Huntington
Beach
residents
and
taxpayers.
A city-controlled merchandising program — on-site booths, pre-sale, limited-edition 250th anniversary
t-shirts,
hats,
flags,
beach
towels,
and
collectibles
—
could
realistically
generate
$250,000
or
more
in
revenue
over
the
three-day
weekend
(conservative
estimate
based
on
high-attendance
holiday
event
benchmarks
and
the
expected
semiquincentennial
surge).
Missed Opportunity: America 250 Exhibition at the Huntington Beach Art Center With America’s 250th birthday this year, Huntington Beach has a prime chance to host a highly curated
“Americana”
gallery
exhibition
at
the
Art
Center
—
featuring
patriotic
themes,
historical
reinterpretations,
Veteran
artists
and
works
from
both
established
and
emerging
artists
that
celebrate
our
nation’s
journey.
This
show
timed
to
coincide
with
the
Fourth
of
July
weekend
could
draw
significant
regional
and
national
tourism
and
media.
This would create a major cultural draw, generate earned media, boost third-party voice, and position
the
HBAC
as
a
meaningful
tourism
destination
in
the
city.
It
could
also
produce
direct
revenue
through
commissions
on
featured
works,
and
limited-edition
prints/merchandise
—
all
while
elevating
the
facility’s
national
recognition
and
giving
local
artists
exposure
alongside
bigger
names.
Instead, the opportunity remains untapped, leaving the HBAC disconnected from one of the most
significant
cultural
moments
of
the
century
and
missing
both
tourism
and
prestige
gains
that
neighboring
cities
would
aggressively
pursue.
6. Revenue Gap
33 Our Independence day celebration attracts 300,000–500,000 attendees and significant TV coverage,
yet
sponsorship
revenue
remains
low
due
to
under-pricing
and
lack
of
professional
sales.
Comparable
events
(e.g.,
Surf
City
Marathon
with
~22,000
participants
securing
>$200K
from
a
single
title
sponsor)
demonstrate
that
a
dedicated
sales
approach
can
generate
substantial
funding
for
quality.
Huntington Beach struggles to cover enhanced production costs, limiting floats, helium, and other
family-friendly
elements.
Conservative annual lost sponsorship opportunity: $200,000 – $1,000,000 (through higher-tier
pricing,
national
brand
partnerships,
and
premium
integrations
—
enough
to
dramatically
improve
parade
quality,
increase
earned
media
value,
and
strengthen
community
pride
without
charging
admission).
7. Corrective Path
Immediate:
● Establish more integrated City oversight for creative,event functions and sponsorship strategy
with
clear
revenue
and
production-quality
targets
● Conduct a full review of current sponsorship agreements, pricing, and production costs ● Define unified premium sponsorship guidelines tied to the Huntington Beach brand Mid-Term:
● Launch a professional sponsorship sales effort (dedicated team or contractor) targeting national
brands
for
higher-tier
packages
(leveraging
televised
exposure
and
crowd
size)
● Introduce premium branding opportunities (e.g., title sponsorships, branded floats, helium
integrations)
to
fund
production
upgrades
● Strengthen coordination with hotels and tourism partners for packaged family experiences
● Develop proactive media outreach to boost national coverage and third-party amplification
Long-Term:
● Expend Event & Celebrity Activations ● Build professional sponsorship capacity (leveraging existing staff and internships) ● Establish performance metrics tied to sponsorship revenue, production quality, earned media
value,
and
tourism
lift
● Direct all new sponsorship revenue back into parade production, public safety, and community
programs
so
residents
benefit
from
a
higher-quality
event
Sources
● City-provided parade sponsorship and cost estimates (internal documents, 2024–2025) ● Public attendance estimates and economic impact reports for Huntington Beach 4th of July Parade (local media and tourism authority data, 2023–2025) ● Surf City Marathon attendance and sponsorship reports (Running USA, local news, 2025–2026: ~18,000–22,000 participants; title sponsor >$200K) ● Macy’s Thanksgiving Day Parade sponsorship revenue benchmarks (Licensing International and event industry reports) 34 ● Rose Parade and regional 4th of July event financial summaries (Pasadena Tournament of Roses, coastal city festival reports) ● Laguna Beach, Newport Beach, Long Beach 4th of July event public budgets and sponsorship data (2024–2025)
11. Overburdened & Reactive
In many areas, Huntington Beach operates in a reactive mode rather than a proactive one, in part,
because
our
creative
staff
is
severely
overburdened.
Creative
teams
across
departments
are
stretched
thin
or
don’t
exist,
responding
to
immediate
demands
instead
of
actively
identifying
and
pursuing
high-value
opportunities.
Without
dedicated
creative
leadership,
brand
infrastructure,
and
modern
systems
to
coordinate
efforts,
the
City
lacks
the
capacity
to
bridge
departments,
meaningfully
collaborate
with
key
stakeholders
across
the
city,
or
drive
strategic
initiatives
that
turn
our
Surf
City
identity
into
real
economic
and
community
value.
All the issues we’ve examined — merchandising, film permitting, the Art Center, the Fourth of July
parade,
and
others
—
may
seem
separate,
but
they
are
deeply
symbiotic.
Together
they
form
a
powerful
ecosystem:
better
brand
management
fuels
stronger
tourism,
stronger
events
drive
higher
merchandising
and
sponsorship
revenue,
improved
cultural
assets
elevate
third-party
voice
and
earned
media,
and
proactive
collaboration
across
these
areas
creates
richer
community
experiences
while
generating
sustainable
returns.
Growth
doesn’t
happen
through
reactive
fixes
—
it
comes
from
intentional
communication,
coordination,
and
creative
direction
focused
on
harnessing
these
interconnected
opportunities.
We’ve barely scratched the surface of identifying opportunities with just a few short weeks of research.
The
potential
we’ve
uncovered
so
far
is
only
the
beginning
—
there
are
likely
dozens
more
levers
waiting
to
be
pulled.
These
opportunities
aren’t
just
about
revenue;
they
can
generate
funding
to
help
ease
the
burden
on
our
overburdened
staff,
allowing
them
to
shift
from
constant
firefighting
to
strategic,
proactive
work
that
benefits
the
entire
community.
Our brand is one of the City’s most valuable and overlooked assets: globally recognized, built over
generations
by
residents,
and
capable
of
delivering
millions
in
revenue
and
enhanced
quality
of
life
if
managed
proactively.
Until we address staff overburdening, invest in creative leadership, and build the infrastructure and
systems
needed
to
operate
strategically,
we
will
continue
missing
significant
revenue,
tourism
lift,
and
community
value.
Our brand deserves proactive care — not just reactive maintenance.
12. MISSED OPPORTUNITIES - CIVIC PATHWAYS
35 During our research we noticed a lack of internship programs throughout many areas of the city.
A
developed
program
can
ease
burden
on
city
staff
and
provide
youth
with
meaningful
opportunities
to
help
shape
their
futures.
From Volunteering to Viable Futures — Building Local Talent That Stays Huntington Beach is rich in talent, pride, and civic culture — but we are losing our youth to other cities.
Not
because
they
don’t
love
this
place,
but
because
we
haven’t
given
them
a
clear,
visible
path
to
build
a
future
here.
We already run some of the best youth programs in the country: the world-class Junior Lifeguard
program
builds
discipline,
leadership,
and
physical
excellence;
the
Police
Explorers
program
delivers
real
exposure
to
public
safety
and
civic
responsibility.
These
prove
Huntington
Beach
knows
how
to
create
elite,
structured
opportunities
for
young
people.
The problem is scope: these programs are exceptional but narrow — focused on specific careers
and
not
available
to
every
student.
Broader
volunteer
opportunities
across
departments
are
valuable,
but
they
are
mostly
adult-oriented,
short-term,
service-based,
and
not
tied
to
skill-building,
certifications,
or
employment
pipelines.
They
answer
“How
can
I
help?”
—
not
“What
can
I
become
here?”
The Gap
Huntington Beach currently lacks:
● A city-wide youth career pipeline ● Internships embedded in departments ● Clear pathways from high school → training → local employment or industry careers As a result:
● Our most capable students leave for cities with better opportunities ● Trades, creative fields, and technical roles struggle to recruit locally ● Civic careers remain invisible to the next generation The Solution: Civic Pathways Initiative
A structured, city-wide internship and apprenticeship system for high-school students — paid and
non-paid
—
spanning
every
department
and
industry:
libraries,
parks,
media,
design,
public
works,
skilled
trades,
administration,
and
more.
This
complements
(does
not
replace)
existing
volunteer,
Junior
Lifeguard,
and
Police
Explorers
programs
—
it’s
the
natural
evolution.
Program Structure
● Tier 1: Civic Exploration (Ages 15–16) — Short rotations (6–8 weeks) for discovery and
exposure
36 ● Tier 2: Civic Internships (Ages 16–18) — Non-paid, semester/summer programs/roles with
real
deliverables
and
skill-building
● Tier 3: Civic Apprenticeships (18+) — Direct workforce tracks with unions, contractors, and
priority
city
hiring
Department-Specific Pathways (Examples)
● Library & Cultural Services → Digital archiving, event programming, community storytelling
● Parks, Recreation & Beaches → Environmental stewardship, facilities operations ● Media, Film & Communications → Video production, social media, event documentation
(major
strategic
advantage
for
in-house
capacity)
● Design & Creative Services → Graphic design, branding support ● Public Works & Skilled Trades → Electrical/plumbing/HVAC shadowing, safety certifications,
union
pipelines
● City Administration → Policy research, budgeting, operations Integration
● Partner with HB Union High School District for Career Technical Education alignment, work-study
credit,
and
merit-based
applications
● Each participant gets a mentor, clear goals, evaluations, work samples, certifications, and
recommendation
letters
Funding & Sustainability
Low-risk model:
● Workforce development grants ● Business/union partnerships ● Long-term savings from reduced outsourcing, faster recruitment, and local talent retention
Why This Matters
This initiative:
● Keeps talent local and builds generational ownership ● Strengthens the workforce across departments ● Creates debt-free career paths in high-demand fields ● Turns youth engagement into long-term civic and economic value The city already knows how to run elite youth programs — They’ve proven it on our beaches and
in
public
safety.
Now
it’s
time
to
bring
that
same
excellence
to
libraries,
trades,
media,
design,
and
civic
leadership.
When
young
people
can
see
a
real
future
here,
they’ll
stop
looking
elsewhere.
37 Other cities recruit talent. Huntington Beach can grow it — and keep it.
MOVING FORWARD
What comes next is an opportunity to fix broken systems and rebuild the city’s revenue engines.
The opportunities outlined in this report represent only the initial layer of what may be possible.
After
only
a
few
weeks
of
research,
this
research
has
already
identified
several
areas
where
improved
coordination,
modernized
agreements,
and
stronger
infrastructure
could
generate
millions
in
additional
value
while
improving
the
experience
of
residents,
visitors,
and
businesses
alike.
There are likely many more opportunities still waiting to be uncovered.
With the right systems in place — and with the collaboration of City leadership, staff, community stakeholders,
and
industry
partners
—
Huntington
Beach
has
the
potential
not
only
to
protect
its
identity,
but
to
turn
that
identity
into
a
powerful
engine
for
sustainable
economic
growth,
cultural
relevance,
and
community
pride.
The goal moving forward is not simply to identify problems, but to help build the infrastructure, partnerships,
and
institutional
knowledge
that
allow
the
city
to
operate
independently,
confidently,
and
strategically
in
managing
the
Surf
City
brand.
Report Basis and Limitations This report reflects the good-faith analysis, observations, and opinions of Wolffhaus based on the information available
at
the
time
of
review,
including
public
records,
materials
provided,
interviews,
and
direct
observations.
Any
evaluative
statements,
findings,
or
conclusions
are
presented
as
professional
opinions
based
on
that
information
and
are
not
intended
as
allegations
of
unlawful
conduct.
This
report
is
intended
to
support
operational,
policy,
and
strategic
review,
and
its
conclusions
may
change
if
additional
information
becomes
available.
38