STAFF REPORT
Meeting Date: April 12, 2022
To: Honorable Mayor & City Council
From: Laura Biery, Marketing and Economic Sustainability Manager Subject: Economic Sustainability Plan Update
Attachment: 1. Economic Sustainability Plan Action Items with Status Updates
INTRODUCTION
This item provides the City Council with a status update of the action items outlined in the finalized Economic Sustainability Plan (ESP) for fiscal year 2021-2022 (FY 21-22) adopted on May 13, 2021.
DISCUSSION
At the May 13, 2021, City Council Study Session, the Council reviewed the recommendations of each of the three ESP subcommittees -- Brand, Well-Being, and Budget Subcommittees -- and finalized the ESP with the changes suggested. Staff returned to the City Council with a status update of ESP Action Plan items on July 15, 2021 and again on November 16, 2021. Attachment 1 to this report includes the Economic Sustainability Plan Action Items with status updates.
FISCAL IMPACT
As discussed at previous meetings, the majority of the recommended actions contained in the plan can be covered as part of the City’s normal operating budget. However, future capital improvement projects, specialized studies or large-scale initiatives, such as upgrading technological or infrastructure systems, may require additional funding. There are no recommended expenditures associated directly with the review of today’s status update.
RECOMMENDATION
It is recommended the City Council receive the Economic Sustainability Plan status update. The next status update is scheduled to be provided in July 2022.
Nancy Hunt Coffey,
Assistant City Manager
Approved By
BEVERL
HILLS
id
Attachment 1
Economic Sustainability Plan Status Update - April 12, 2022 Timeframe to
Complete Priority
Lead
Dept Completion Date/Status update Measurements for Success Action 1.A.1: Complete the Beverly Hills brand assessment to identify opportunities to refresh the “living the dream” brand and maximize the effectiveness of the City’s communication materials, particularly related to social media. Include an assessment of the brand from a socially conscious and socially responsible lens, especially related to inequality. Immediate High CM FY 21-22:
The City has contracted with the CVB in their work plan to refresh the brand and with an emphasis on being inclusive and
welcoming to all, especially post-COVID, potentially drawing in a wider audience and remaining relevant. The City recently approved the CVB's upcoming social media and ad campaigns with this in mind.
Property tax, business
license tax, TOT, and sales
tax growth
Action 1.A.2: Continue to actively manage and develop City trademark license program as a vehicle to brand awareness. Ongoing High CM Ongoing program. Meet with Branding and Licensing liaisons as needed to bring items before the Council. N/A
Action 1.A.3: Collaborate with other known brands that complement the City’s brand. For example, special events (e.g., NFL, US Golf Open, etc.).
Immediate/
Ongoing High CM
The City's hotels received significant volume of occupancy during Super Bowl weekend. Several hotels and restaurants hosted ancillary events tied to the Super Bowl. Frieze Week in Beverly Hills also drove an uptick in hotel occupancy.
Number of special events
with partner brands
Strategy 1.A: Maintain and enhance the Beverly Hills brand.
Focus Area 1: Brand Management (Brand)
Economic Sustainability Plan Status Update - April 12, 2022 Timeframe to
Complete Priority
Lead
Dept Completion Date/Status update Measurements for Success Action 1.A.4: Continue to enhance communication, including involving City Councilmembers, with top tier brands to support making Beverly Hills’ retail and hospitality experience distinctive and special. Ongoing High CM Annually, the City contracts with the BH Chamber of Commerce to facilitate Mayoral Business Retention meetings with existing brands/businesses in the City, as well as coordinate marketing and business recruitment trips. The CVB is also contracted to perform promotional social media marketing and connect with top travel agents to promote the City and increase hotel occupancy.
Increase in the number of
luxury brands with a
physical presence in
Beverly Hills
Action 1.A.5: Continue to conduct biannual surveys of brokers, developers, and business organizations to measure perspectives on Beverly Hills, but expand to include brokers, developers, and business organizations that operate outside of Beverly Hills. Ongoing High CM
Each year, the City contracts with the BH Chamber of Commerce to hold four roundtables with brokers and property
owners/developers to receive feedback.
Increased participation in
surveys
Action 1.A.6: Track and monitor social media mentions and exposure of Beverly Hills special events and programs. Ongoing High CM
The CVB tracks impressions, mentions, and media outlet articles related to its various marketing campaigns and reports the results quarterly to the CVB liaisons.
Growth in number and
quality of social media
mentions
Economic Sustainability Plan Status Update - April 12, 2022 Timeframe to
Complete Priority
Lead
Dept Completion Date/Status update Measurements for Success Action 1.B.1: Support the CVB’s implementation of the Destination Development Plan (DDP). The DDP's "Big Moves" include: Retail Innovation; Enticing Public Spaces; Curated Restaurant and Nightlife Experiences; Holistic Mobility Plan; La Cienega/Metro Corridor Redevelopment; Beverly Hills is Open for Business; The Redefined FiveStar Hotel Experience; Leader in Sustainable Practices; Event Space for Mid-Sized Conferences and Special Events; Governance Committee Ongoing High CM The City supports the CVB's DDP's "Big Moves". Some movement has occurred through 1) the City's approval of Open BH to bring Nightlife to the City, 2) approval of the Complete Streets Plan toward Holistic Mobility, and 3) Approval of the One BH project which includes an expanded conference space and a new FiveStar Hotel. 4) Implementation of numerous sustainability practices that includes the use of renewable energy, reduce waste by distributing disposable foodware accessories upon request and implementation of plastic bag ban, water conservation measures, and support of #DrinkBHTap (water filling stations) instead of distributing water bottles.
Implementation of DDP's
Big Moves
Action 1.B.2: Support the Chamber of Commerce’s and Rodeo Drive Committee websites as an economic development portals that cohesively presents Beverly Hills’ brand and markets other aspects of Beverly Hills retail besides traditional luxury. Ongoing High CM
This action has been included in the BH Chamber of Commerce's and Rodeo Drive Committee's work plan for FY 21-22. Increase in website traffic Action 1.B.3: Expand Beverly Hills mobile app to include a feature that creates a “curated” and “customized” itinerary based on the user’s interests and preferences.
Immediate /
Ongoing Moderate CM
The Beverly Hills Chamber has begun research of possible vendors to understand a potential scope of work. The Chamber is also working on developing a draft RFP that could be released to obtain quotes for this item.
Growth in use of mobile
app
Strategy 1.B: Encourage efforts that promote the Beverly Hills brand.
Economic Sustainability Plan Status Update - April 12, 2022 Timeframe to
Complete Priority
Lead
Dept Completion Date/Status update Measurements for Success Action 1.C.1: Develop a strategy to attract new international submarkets and strengthen efforts with the domestic market.
Immediate/
Ongoing High CM
Resources by the CVB have been strategically directed toward the domestic and drive market for the time being due to COVID restrictions affecting travel. This is in combination with the State's Visit California campaign, which the CVB has participated in by submitting BH marketing materials to be part of. International submarkets are expected to be targeted in 2022.
Increase in average visitor
spend and/or occupancy;
see Action 1.A.1
Action 1.C.2: Improve regional visibility and awareness of offerings for Los Angeles area consumers.
Immediate/
Ongoing High CM
Similar to above, resources by the CVB have been strategically directed toward the domestic and drive market for the time being due to COVID restrictions affecting travel. This is in combination with the State's Visit California campaign, which the CVB has participated in by submitting BH marketing materials to be part of.
Increase in occupancy and
spend by L.A. area
residents
Strategy 1.C: Cultivate existing and new markets.
Economic Sustainability Plan Status Update - April 12, 2022 Timeframe to
Complete Priority
Lead
Dept Completion Date/Status update Measurements for Success Action 1.C.3: Support the Next Beverly Hills Committee and engage residents in strategies to broaden Beverly Hills’ appeal to a more diverse age profile of Beverly Hills shoppers while also encouraging residents to shop local. 1-2 Years High CM The City amended the Chamber's work plan to include a muchneeded rebrand of the "My Beverly Hills" shop local program. The campaign is expected to roll out in August with a new name and social media presence. Street Pole Banners and other materials are currently in the design and production phase. Next Beverly Hills is planning on having mixers at various local restaurants to promote a more diverse age profile at businesses across the City, as well as supporting the Chamber and local businesses during grand openings.
Increase in businesses that
market to a broad
demographic; see Action
1.A.6
Action 1.D.1: Develop marketing materials aimed at the tenant and leasing community to promote Beverly Hills as business friendly.
Immediate/ 1
year High CM
The City has contracted with the Chamber to develop new marketing materials in FY 21-22 for distribution to the future tenant and current leasing communities and increase the City's business-friendly image and concierge level service. New Marketing Video for Business Attraction Debuted in NYC as part of the NYC Sales Mission. New Marketing Materials are currently being created by the Chamber.
Number of new business
applications
Action 1.D.2: Support the Chamber of Commerce’s “My Beverly Hills” program to encourage consumers to “shop local”. Ongoing High CM
The City amended the Chamber's work plan to include a muchneeded rebrand of the "My Beverly Hills" shop local program. The new brand is called NOW Beverly Hills and has launched with its new name, look, and social media presence. Street Pole banners and other materials are currently in the design and production phase. The City, in partnership with the Next BH Committee, is sponsoring First Thursdays to promote and market businesses within the City to the wider LA region. Included bringing back the trolley as a draw to the event and businesses.
Decrease in number of
business closures.
Strategy 1.D: Promote Beverly Hills as a place to do business.
Economic Sustainability Plan Status Update - April 12, 2022 Timeframe to
Complete Priority
Lead
Dept Completion Date/Status update Measurements for Success Action 1.D.3: Continue to provide favorable lease terms at City properties to retain small businesses and encourage desired uses (e.g., artisan manufacturing/high quality handcrafted products). Ongoing Moderate CM Ongoing. See Action 1.D.2 Action 1.D.4: Study and analyze the feasibility of and potential parameters for establishing a forgivable loan fund to help undercapitalized restauranteurs with buildouts in appropriate locations in the Business Triangle and elsewhere (e.g., Robertson Blvd., etc.). 1-2 years Moderate CM Not started. N/A Action 1.D.5: Develop a program for using in-lieu parking funds to reduce or offset the cost of rideshare trips to the Business Triangle. A pilot program could initially apply during peak periods, like holiday shopping season or weekend afternoons. 1-2 Years Moderate CM Not started.
Improved efficiency of City
parking garages
Action 1.D.6: Rebrand existing City staff as the Business Concierge Team to facilitate current and prospective permit applicants navigate the permit process (e.g., schedule meetings, direct to proper contacts, etc.). Create a City webpage with Business Concierge Team photos and contact information.
Immediate/
Ongoing High CM
FY 21-22:
Existing staff, including our Marketing and Economic
Sustainability Manager, currently assist businesses in navigating the permit process and connecting them with resources, and will be rebranded as part of the Business Concierge Team on the City's website. The new Consolidated Customer Service Center (formerly 311) has been created and is up and running.
Additionally, the website RFP is under way to design a new City website. See Action 1.D.1
Economic Sustainability Plan Status Update - April 12, 2022 Timeframe to
Complete Priority
Lead
Dept Completion Date/Status update Measurements for Success Action 1.E.1: Work with retail leasing professionals to identify cutting-edge retail, dining, and experiential innovations, that over time, could be integrated into appropriate areas of Beverly Hills.
1-2 years/
Ongoing High CM
The Chamber, Council, and staff annually travel to New York to recruit potential businesses, and the Chamber continuously makes contacts and follows up with potential leads, establishing a relationship. Additionally, Staff has committed to making contacts with cutting edge restaurants that may be looking to relocate. See Action 1.D.1 Action 1.E.2: Explore pivoting the Next Beverly Hills Incubator to focus on retailers that offer international brands uniquely available in Beverly Hills. Target matching potential investors with businesses and locations that experience reasonably high levels of foot traffic and consider a draw in the rear of the space or in pop-ups during special events. 1-2 years Moderate CM
Not started. However, Next Beverly Hills Committee, Arts & Culture Commission, and Human Relations Commission have created the first public art pop-up in vacant city space at 445 N.
Canon to draw foot traffic and enhance storefronts in hopes to eventually lease the vacant space.
Number of international
brands uniquely available
in Beverly Hills
Action 1.E.3: Evaluate establishing a program or space to recruit on-line only retailers to offer a high impact physical presence that would be uniquely available in Beverly Hills. 1-2 years Moderate CM Not started. N/A Action 1.F.1: Continue to install public art (both permanent and temporary/popup) in appropriate locations that are Instagram-worthy. Consider art that reflects, celebrates, and is complementary to Beverly Hills’ history, supports the brand, and sensory and mind experiences (e.g., garden of the mind/Sensorio Field of Lights). Ongoing High CS Part of Arts and Culture Master Plan project expected to be completed in FY 21-22. Arts and Culture Commission is also planning a variety of events. CS staff continue to work with the Arts and Culture Commission in support of the City's Fine Art Collection including care and maintenance of permanent
installations of public art by the City's Art Conservation firm Rosa Lowinger & Associates (RLA).
Number and quality of
public art installations
Strategy 1.E: Diversify retail with demand generators that exemplify the City’s brand.
Strategy 1.F: Improve key physical conditions and characteristics to align with brand expectations.
Economic Sustainability Plan Status Update - April 12, 2022 Timeframe to
Complete Priority
Lead
Dept Completion Date/Status update Measurements for Success Action 1.F.2: Reduce commercial vacancies.
a. Align the Chamber of Commerce and Rodeo Drive Committee efforts to attract and retain businesses with the efforts of retail brokers. b. Identify and encourage targeted businesses that complement the luxury fashion houses (e.g., certain streetwear brands, possibly luxury resale/consignment, contemporary food and beverage, etc.).
c. Provide owners of vacant property information about what is allowed on their property.
d. Work with property owners to encourage the installation of attractive window displays, including art, in vacant storefronts. Consider developing artist in residence programs for display of work by juried artists. Provide short term workspace in available vacant spaces.
e. Market vacant spaces to pop-up business (retailers, test kitchens with a food service component, etc.) and other potential niche user as interim tenants, particularly in visible vacant spaces on the ground floor. f. Evaluate extending temporary measures implemented during the COVID-19 pandemic. Engage Beverly Hills retailers and hoteliers to determine additional supportive actions.
Immediate/O
ngoing High CM
Completed:
-Visions of the Future public art pop-up completed at 445 N.
Canon as the first example to encourage art in vacant storefronts to eventually help fill those vacancies by showcasing the foot traffic that walks by.
FY 21-22:
-Staff will be bringing forward a proposal to Council to preapprove vinyl window covering designs by juried artists to invigorate vacant storefronts.
-Ongoing. Leasing of vacant office, retail and restaurant spaces owned by the City and Parking Authority, and attracting and retaining businesses.
-Temporary COVID-19 measures like OpenBH have been
extended through December 2022 and are currently being
reviewed for long term conversion as part of the OpenBH Subcommittee Ad Hoc process.
Decrease in retail and
office vacancy rates
Action 1.F.3: Implement valet-only parking on Rodeo Drive, and combine valetonly parking with the parking of luxury or collectible antique cars on the street, which in turn create photo opportunities that promote the “fancy car culture” of Beverly Hills. Keep Rodeo Drive open to vehicle through traffic. 3-5 years Moderate PD (in
coordi
nation
with
PW) Not started.
Increase in pedestrian
counts on Rodeo Drive
Economic Sustainability Plan Status Update - April 12, 2022 Timeframe to
Complete Priority
Lead
Dept Completion Date/Status update Measurements for Success Action 1.F.4: As resources for ongoing programs allow, enhance maintenance of existing landscaping and enhance the appearance of sidewalks. For example, hanging flower baskets that rotate colors and arrangements seasonally to activate certain commercial areas.
1-2 years/
Ongoing High PW
FY 21-22:
-Assess landscape options for 200+ planted tree wells and medians in commercial areas.
-Continue to ensure landscaped areas align with holiday and special event programming within the business triangle. N/A Action 1.F.5: Develop standards for construction mitigation for both public and private projects, and include specific standards tailored for Rodeo Drive (e.g., artistic screen walls, alternate/interim valet pick up/drop off locations, wayfinding signage, etc.).
1-2 years/
Ongoing Moderate CM Not started.
Pedestrian counts
unaffected during
construction
Economic Sustainability Plan Status Update - April 12, 2022 Timeframe to
Complete Priority
Lead
Dept Completion Date/Status update Measurements for Success Strategy 2.A: Support special events targeted to both visitors and residents.
Action 2.A.1: Work with event organizers to prepare for a post-COVID-19 transition back to in-person events that will require specialized technology and infrastructure approaches to support hybrid models (i.e., events held simultaneously in-person and on virtual platforms). Immediate High CM The State has lifted most restrictions related to in-person events that may not necessitate the requirement for simultaneous inperson and virtual platforms; however, some event organizers may opt to live stream to expand reach and thus increase exposure and marketing of the City. The Holiday Lighting Celebration included a live stream component for the viewing audience at home. Event/meeting attendance
Action 2.A.2: Post-COVID-19, continue special event programming in Beverly Hills, such as concerts, performances, art shows (art-after-dark), festivals, recreational events,
farmers’ markets, etc. Utilize temporary street closures for such events as appropriate. Consider special events in different areas and streets (e.g., S Santa Monica Blvd, N Beverly Hills Dr, Cañon Dr, etc.) that promote, reflect, and reinforce the uniqueness of each corridor. Immediate High CS Subject to Citywide special events funding. The Arts and Culture Commission is providing new events as well as existing events.
Community Services is planning programs for Greystone.
Commission and CS staff created community programming
including Art Walks during the week of Frieze Week in Beverly Hills (Feb 17-20) . CS Arts & Culture staff continue to bring annual special events back onsite with a reduced footprint (2 blocks along Beverly Gardens Park and 125 artists) with recent success of the 2021 Fall Arts Show and are working toward bringing all four blocks and 250 artists back with the May 2022 Spring Art Show. The Next Beverly Hills initiative of First Thursdays has created monthly activations in Beverly Canon Gardens including salsa dance, lawn games, and more each month. See Action 2.A.1 and 1.A.1 Focus Area 2: High Quality Experience and Community Well-Being (Well-Being) Economic Sustainability Plan Status Update - April 12, 2022 Timeframe to
Complete Priority
Lead
Dept Completion Date/Status update Measurements for Success Action 2.A.3: Post-COVID-19, create and execute a survey of key consumer groups to identify new events that would increase their exposure to Beverly Hills businesses. Immediate High CM
The Chamber has researched companies, reached out to and had discussions with several vendors about the execution of a survey, and has begun gathering quotes for service. The Chamber is continuing to reach out to vendors to obtain several options. See Action 2.A.1 and 1.A.1 Action 2.A.4: Post-COVID-19, contact specific artists, agents, organizers, and presenters to initiate interest in leveraging existing theaters and presentation space in the Southeast Area. Immediate High CM
As COVID-19 transitions into an endemic, staff will begin research in this area.
Number of special events
in the Southeast Area
Action 2.B.1: As an amenity to support pedestrian use in commercial areas, adopt and implement the City’s mobility planning efforts, which include infrastructure improvements and programs aimed at transforming Beverly Hills from an autodominated community to one that embraces all modes of travel (bicycle, pedestrian, transit, and vehicle).
Immediate (1-
3 years) High PW
Complete:
-Adoption of the Complete Streets Plan.
FY 21-22:
Staff is in the process of implementing the Action Plan and several projects in the plan will be completed in the fiscal year pending community and Council support (e.g., Wilshire & La Cienega Streetscape Plan is scheduled for Council consideration on July 27; planning for new bicycle lanes on Spalding, Roxbury, N. Beverly, San Vicente is underway).
Increase in pedestrian and
bicycle counts and transit
ridership
Action 2.B.2: Extend COVID-19 response efforts (i.e., OpenBH) that allow business use of outdoor space, sidewalks, and parking spaces permanently. Immediate High CM OpenBH has been approved through December 31, 2022. The OpenBH Subcommittee Ad Hocs have continued to meet to
discuss the long-term conversion of the OpenBH restaurant participants including open air outdoor dining on sidewalks, parking lots, and parklets. See Action 1.A.1
Strategy 2.B: Promote walking, biking, and transit use.
Economic Sustainability Plan Status Update - April 12, 2022 Timeframe to
Complete Priority
Lead
Dept Completion Date/Status update Measurements for Success Action 2.B.3: Assess temporary and permanent closure of certain streets to vehicles where appropriate (e.g., N. Cañon Drive).
Immediate (1-
3 years) High PW
Public Works is ready to implement temporary or permanent street closures and could easily do so this fiscal year if approved. N/A Action 2.B.4: Conduct a sidewalk shade analysis for commercial areas and identify appropriate shade improvements to support walkability (e.g., appropriate street trees, building overhangs, umbrellas, etc.), ensuring that improvements do not obscure store signage and window displays. 1-3 years High PW Urban Forest Management Plan discussed during the February 8, 2022 City Council Meeting. It contained an analysis and recommendations on tree selection, canopy coverage goals, sustainability, etc. that this action item speaks to. See Action 2.B.1 Action 2.B.5: Conduct a streetlight photometric analysis in commercial areas to identify locations suitable for adding new street lighting to improve night visibility on streets for pedestrians.
3-5 years
(Flag dark
areas now) Moderate PW
Complete. PW recently completed upgrades to smart LED fixtures in all city streetlights citywide. We have worked with businesses in some areas to adjust the light intensity up or down to address concerns.
Increase in evening/
nighttime pedestrian
counts
Action 2.B.6: Create safer, more pedestrian-friendly sidewalks in front of parking garages (e.g., install speed bumps and a stop sign at the parking structure exits).
Prioritize safety issues and quick items like stop signs in parking garages. 3-5 years Moderate PW Regarding stop signs, Public Works evaluated the signage in the public garages and they appear to be appropriate. Additional signs will be installed in some garages to augment existing.
Introducing bollards or pavement treatments will be studied.
Reduced/eliminate
pedestrian and vehicle
conflicts at parking garages
Economic Sustainability Plan Status Update - April 12, 2022 Timeframe to
Complete Priority
Lead
Dept Completion Date/Status update Measurements for Success Action 2.B.7: Explore options for making commercial areas pet-friendly (e.g., pet water fountains, designate places to deposit pet waste). 3-5 years High PW Planned for FY 21-22:
-Identify potential locations for doggy bag dispense and disposal within commercial areas. Doggy bag dispensers are located at Beverly Gardens Park and can be installed at other park locations located in and adjacent to commercial areas, upon request. -Conduct a feasibility study for pet water fountain locations in the commercial areas and adjacent park space. Pet water fountains can be added to the fountain behind the Beverly Hills sign at Beverly Gardens Park, Rexford and Reeves miniparks and Third Street across from the tour bus stop, upon request. Staff are assessing if pet water fountains can be installed at Beverly Canon Gardens Park. Types of drinking fountains with pet bowls were studied during Dog Park design and selected model was also used at Beverly Gardens park this selection can be made as a standard through out commercial areas and adjacent park space.
-Staff continue to maintain existing pet water fountains. See Action 2.B.1 Economic Sustainability Plan Status Update - April 12, 2022 Timeframe to
Complete Priority
Lead
Dept Completion Date/Status update Measurements for Success Action 2.C.1: Prepare transit area plans for areas around the two future Metro stops: Wilshire/La Cienega Station (open in 2023) and Wilshire/Rodeo Station (open in 2025). Incorporate different scenarios in transit area plans in anticipation of potential effects of State mandates on zoning at transit sites. Coordinate efforts with the Connect Beverly Hills program, which is aimed at improving the streetscape on Wilshire Boulevard and La Cienega Boulevard in anticipation of the L.A. Metro extension, and other mobility planning efforts. 1-3 years High PW Community Development FY 21-22:
- Southeast in Motion. Support Strategic Planning Committee efforts as needed to create a plan for the southeast.
Policy & Management/City Manager's Office FY 21-22:
- Conduct public outreach and assessment for future uses of the city-owned property at Gale Dr. and other acquired Metro properties
Public Works FY 21-22:
- Completed work on the Connect Beverly Hills transportation planning project which includes recommendations for streetscape and intersection improvements along the Wilshire Blvd corridor including the station areas. Presented to City Council on January 4, 2022.
Increase in public and
private investment in
vicinity of future Metro
stations
Action 2.C.2: Prepare a Specific Plan for the Business Triangle, La Cienega, South Santa Monica, Robertson, and Olympic areas to facilitate desired infrastructure and public space improvements and specifically tailor development standards and guidelines. 5+ Years Moderate CD Not started.
Increase in sales tax and
property tax generated in
the Business Triangle
Strategy 2.C: Conduct planning efforts to guide development in critical locations.
Economic Sustainability Plan Status Update - April 12, 2022 Timeframe to
Complete Priority
Lead
Dept Completion Date/Status update Measurements for Success Action 2.D.1: Conduct a Zoning Code audit to identify what is working well, opportunities for improvement, and recommended changes to streamline permit processes, improve clarity, and support the actions in this Plan. The assessment should include:
a. Zoning Code organization and ease-of-use.
b. Allowing outdoor dining and other uses to extend onto the sidewalk permanently, consistent with OpenBH (see Action 2.B.2).
c. Incentivizing dining options in proximity to Rodeo Drive. d. Encouraging rooftop uses in commercial districts.
e. Modifying restrictions on medical uses permanently consistent with the City’s current interim medical use ordinance. In addition to a reduced parking requirement, this would include allowing new medical uses that meet certain criteria (e.g., located in a commercial zone; not be on the ground floor; not remove, demolish, or vacate floor area to provide parking for the medical use; etc.).
f. Allowing fitness studios as permitted on the ground floor in “C” locations in the Business Triangle (see Table 1-1).
g. Restricting nail salons and spas as conditional uses on the ground floor in “A”, “B+”, and “B” locations in the Business Triangle (see Table 1-1). areas. h. Expanding pedestrian-oriented areas to include “B+” and “B” locations in the Business Triangle (see Table 1-1).l. Expanding pedestrian-oriented areas to include “B+” and “B” locations in the Business Triangle (see Table 1-1). 3-5 years High CD Completed:
-Medical use standards relaxed.
-Restaurant parking requirements relaxed.
-Mixed use ordinance also allows additional height in some commercial areas.
-Implemented the administrative review and approval process for the OpenBH Program.
FY 21-22:
Streamline Business Development. Adopt permanent ordinances for restaurant and fitness parking (including in-lieu parking).
Council adopted ordinance on October 26, 2021. This item is completed.
Adopt permanent changes to medical use ordinance.
City Council extended interim ordinance for an additional year on October 26, 2021. Staff will work on development of permanent ordinance.
d. 8/17/21 First Reading. 9/14/21 Second Reading and Adoption of Ordinance amending MC 10-3 to allow rooftop restaurant and rooftop open air dining uses in triangle.
See Action 1.A.1 and 1.D.1
Strategy 2.D: Ensure development regulations implement the ESP.
Economic Sustainability Plan Status Update - April 12, 2022 Timeframe to
Complete Priority
Lead
Dept Completion Date/Status update Measurements for Success Action 2.D.1 (continued):
i. Requiring retail uses for a certain percent of hotel ground floor in pedestrianoriented areas j. Allowing smaller-format retail department stores and expanding allowed ground floor uses in the C-3 Zone.
k. Amending standards applicable to “Department Row” on Wilshire Blvd. in anticipation of transitioning large department stores, or portions thereof, into other uses (e.g., mixed-use, hotel, restaurant, creative office space, meeting/conference, space, etc.).
l. Establishing a residential estate preservation zone to protect the character and quality of single-family residential neighborhoods.
Action 2.E.1: Ensuring public spaces are healthy, safe, and welcoming. Immediate High CM FY 21-22:
-Citywide efforts involving multiple departments including Policy and Management, Police, Community Services, and Public Works working together to make public spaces safer and more
welcoming by increasing security and reducing homelessness within the City.
Decrease in: number of
COVID cases within the
City, lower crime rates, and
increase in visitors to
public spaces.
Strategy 2.E.: Creating a Friendly, Smart, Green, Safe City that is welcoming.
Economic Sustainability Plan Status Update - April 12, 2022 Timeframe to
Complete Priority
Lead
Dept Completion Date/Status update Measurements for Success Action 3.A.1: Maintain City systems and infrastructure to reduce risk of high deferred maintenance costs (i.e., make repair/replace decisions that optimize investment and performance). Ongoing High CM
FY 21-22:
Staff is preparing a Strategic Asset Management Plan that will incorporate projected capital costs, investments needed, and performance
Decrease in number of
emergency repairs
Action 3.A.2: Prepare a Climate Action and Adaptation Plan to enhance the longterm sustainability of City assets. * Note the City contracted for the preparation of a CAP in December 2020. 3-5 years Moderate PW
FY 21-22:
Climate Action and Adaptation Plan (CAAP) is currently underway.
For FY21-22, the GHG Emission Inventory and existing conditions analyses (programs, policies and infrastructure) will be completed. There will be several community engagement
meetings that will be completed during this FY. Policy discussion will be starting in the Commission and City Council level. The CAAP is tentatively scheduled to be adopted by City Council in FY22-23. Policy discussion will be starting at the Commission and City Council levels that will help promote sustainability practices in the business areas.
Average age of utility
infrastructure
Action 3.A.3: Encourage business to get certified as a California Green Business through the California Green Business Network. 1-3 years Moderate PW FY 21-22:
The City of Beverly Hills is a member of the California Green Business Network. Staff will be launching the program in calendar year 2022 and assist businesses to achieve higher levels of sustainability practices. Currently working with the Beverly Hills Chamber of Commerce to evaluate the requirements and method for businesses to qualify.
Number of businesses
certified as a California
Green Business
Action 3.A.4: Use technology to enhance the parking experience and efficiencies in City-owned garages potentially funded by parking occupancy. Evaluate the cost of investment within the context of potential re-purposing of parking garages in the future. 3-5 years Moderate PW
FY 21-22:
The Council awarded the contract to begin the major upgrade to our Parking Access and Revenue Control Systems for our parking structures. Some garages will be completed this fiscal year and all are expected to be complete within 18 months. See Action 1.D.5 Strategy 3.A: Efficiently manage, improve, and deploy City assets.
Focus Area 3: Diversified and Strong Fiscal Position (Budget) Economic Sustainability Plan Status Update - April 12, 2022 Timeframe to
Complete Priority
Lead
Dept Completion Date/Status update Measurements for Success Action 3.A.4 (continued): Establish a committee to identify strategies for continued improvement and enhanced utilization of the Greystone Mansion. 3-5 years Moderate CS CS staff are currently working to bring the Greystone Mansion back to life and welcome back visitors as Covid conditions will allow.
Outdoor visitors are now welcome as are some rental events utilizing the grounds. As part of the City's Arts & Culture Expansion, CS staff continue to work with arts consultants on development of administrative policies, programmatic elements and an work plan / implementation plan to activate the Greystone Theatre with community- based programming. The hope is to leverage Arts & Culture Commission engagement, Community Services Arts & Culture staff support and partnerships with local arts organizations to help fill the program schedule in FY 2022/2023. Upcoming programming includes the Gatsby Redux event in late April 2022.
Number of visitors and
spending at Greystone
Mansion
Action 3.A.5: Continue with City acquisition of property (land banking). Evaluate the effectiveness and desire for a City property exchange program to support strategic land uses and provide opportunities for the relocation of existing uses as appropriate in a manner that is fiscally positive for the City. 3-5 years/
Ongoing Moderate CM
FY 21-22:
- Continue efforts to acquire real property for site-specific public benefit such as parking, open space, and other civic uses and focus on the Southeast Area as a priority.
- Monitoring land use legislation, including regional housing and property exchange programs that include RHNA credits.
Value of City property
assets
Action 3.A.6: Upgrade City systems (technological and infrastructure) to support hybrid meetings supporting both in-person and virtual attendance. 1-2 years High IT Complete:
Information Technology update the City's technological
infrastructure and software to accommodate virtual Council, Commission/Committee, and staff meetings throughout COVID.
Enabled hybrid in-person and virtual meetings for the City Council beginning July 2021. City meeting attendance
Economic Sustainability Plan Status Update - April 12, 2022 Timeframe to
Complete Priority
Lead
Dept Completion Date/Status update Measurements for Success Action 3.B.1: Prioritize projects in future Capital Improvements Plan (CIP) updates that are consistent and supportive of this Plan, as appropriate.
Immediate/
Ongoing High CM
Ongoing. Projects that support this plan, such as those related to Metro, streetscapes, and transit mobility, are being prioritized to meet necessary timelines around the station reopening. See Action 1.A.1 Action 3.B.2: Apply for grants to facilitate implementation of programs and projects identified in this Plan. Ongoing High CM Applied for a grant for the Metro North Portal. Number of grants awarded Action 3.B.3: Monitor and manage City expenses to align with this Plan, as feasible, while maintaining an adequate operating reserve.
Immediate/
Ongoing High CM
Ongoing. Many of the items in this plan can be accomplished within the existing operating budget. Operating reserve balance Action 3.C.1: Work with the Chamber of Commerce to gauge interest in forming Business Association(s) or Business Improvement District(s) for commercial streets that do not have a Business Association (e.g., S Beverly Drive). 3-5 years Moderate CM Not started. N/A Action 3.C.2: Consider establishing Community Facilities Districts (CFDs) for infrastructure upgrades, such as storm water, and coordinate with regional partners as appropriate. 3-5 years Moderate CM Not started. N/A Action 3.C.3: Consult with short-term rental enforcement providers to evaluate potential short-term rental (e.g., Airbnb) code enforcement programs that would establish appropriate fines and penalties to deter illegal short-term rental operations. 3-5 years Moderate CD
Continue ongoing enforcement efforts with Code Enforcement and the City Prosecutor. Research potential vendors to assist with enforcement efforts. Began conversations to explore all enforcement options.
Growth in short-term
rental fine collection
Strategy 3.B: Align fiscal decisions with the ESP.
Strategy 3.C: Diversify sources of City revenue.
Economic Sustainability Plan Status Update - April 12, 2022 Timeframe to
Complete Priority
Lead
Dept Completion Date/Status update Measurements for Success Action 3.D.1: Continue to evaluate the fiscal impact of special events and provide annual reports to City Council that include suggested measures to improve the City’s return on investment for special events. Ongoing Moderate CM Working with the Beverly Hills Chamber of Commerce who has researched companies, reached out to and had discussions with vendors and has begun gathering quotes for service to provide data and metrics for evaluating special events in Beverly Hills.
Improved fiscal returns
from special events
Action 3.D.2: Conduct a study to analyze fiscal impacts of varying intensities of development (e.g., low/medium/high density residential, mixed-use, commercial, etc.) to inform decisions on potential changes to zoning standards, while acknowledging State requirements associated with facilitating housing production.
Immediate (1-
3 years) High CD
Completed:
Financial analysis performed for individual private developments.
FY 21-22:
Continue to analyze individual projects on an as-needed basis and conduct a broader study in the event that broader zoning changes are contemplated. See Action 2.D.1
Action 3.E.1: Provide annual reports to City Council describing progress in this Plan’s implementation. Ongoing Moderate CM
Ongoing. Staff expects to bring this report to Council back on a regular basis, roughly every four months. N/A
Strategy 3.D: Assess fiscal impacts of City decisions.
Strategy 3.E: Monitor progress towards ESP implementation.