SS Item A-1 — Beverly Hills City Council, April 26, 2022

STAFF REPORT
Meeting Date: April 26, 2022
To: Honorable Mayor and City Council
From: Nancy Hunt Coffey, Assistant City Manager
Cynthia Owens, Policy and Management Analyst
Subject: City Council Priorities Setting Session for Fiscal Year 2022-23 Attachments: 1. FY 2021-22 City Council Priorities

2. Proposed FY 2022-23 City Council Priorities with
Accomplishments for FY 2021-22

3. City’s Vision Statements

4. April 7, 2022 Memo to Council – Without Attachments

5. FY 2021-22 COVID-19 Accomplishments

INTRODUCTION
The City Council reviewed and provided input on the Fiscal Year 2021-22 (“FY 21-22”) City Council Priorities on April 27, 2021. After incorporating the direction provided by the City Council, the City Council Priorities were adopted on June 24, 2021 (Attachment 1).

This item presents information to the City Council on the FY 21-22 City Council Priorities accomplishments and provides staff recommendations for deliverables for FY 22-23 (Attachment 2). City Council will be able to comment on each Priority, adjust the proposed deliverables, and affirm if the Priority should remain as a City Council Priority for FY 22-23.

New initiatives from City staff are also included for the City Council to consider for inclusion in the FY 22-23 City Council Priorities list. The City Council will have an opportunity to provide input on each item and give direction as to whether or not the item should be a City Council Priority.

Additionally, the City Council may propose new Priorities for consideration. A majority vote by the City Council is required to establish a new City Council Priority.

DISCUSSION
The City Council has approved several overall policy documents and plans from which staff identifies initiatives to advance City Council goals. The City’s Vision Statements (Attachment 3) drives the formation of the City’s Strategic Plan, City Council Priorities, and budget. These statements also assist staff in developing work plans and ongoing tasks to implement the plans and priorities.

Meeting Date: April 26, 2022

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As the planning and budget process for FY 22-23 moves forward, it is essential that staff is guided by a clear understanding of the City Council's priorities to form budget recommendations and work programs. The Department’s work plans and a brief summary of the ongoing tasks for each Department will be included in the FY 2022-23 budget documents.

It is also important City Council understands the current workload that staff has in order to make reasonable decisions regarding current and new priorities, especially as the City’s Departments are operating at or near organizational capacity. Organizational capacity is defined as the combination of staff time, number of personnel, level of service, and funding available to conduct regular day to day operations and complete current priorities and tasks as well as to take on new initiatives.

Due to COVID-19 causing a reduction in the City’s revenue, the City Council authorized a reduction in personnel by offering early retirement programs and voluntary separation programs to decrease the work force. This resulted in budgetary savings for employee salary and benefits to offset the reduction in revenue and help the City maintain operational services. This reduction in personnel has strained organization capacity for new projects; however, staff is learning new and innovative ways to do more with less, such as implementation of the Customer Call Center.

On April 7, 2022, the Traffic and Parking Commission reviewed the City Council Priorities related to mobility topics and concurred with the staff’s recommendations for deliverables. The following week, the Public Works Commission reviewed the 27 City Council Priorities where Public Works is either the lead or support. The Public Works Commission requested the following be highlighted in the deliverables:
 #20 Property Acquisition – the Commission requested language prioritizing locations for water wells.
 #33 Public Safety – the Commission recommended adding the ongoing seismic evaluation of water system
 #37 Water Enterprise Plan – the Commission suggested also exploring properties for wells to expand the Hollywood Basin Wellfield.  #45 Urban Forest Management Plan - the Commission requested specific deliverable which staff proposes for FY 22/23 the following:
o Conduct public process for Street Tree Master Plan for the 500 to 800 blocks of North Foothill Road and Hillcrest Road.
o Develop sustainable replacement tree palette for Magnolia and Sycamore replacements citywide as declines occur in the future.
o Complete installation of Podocarpus replacement trees on Beverwil Drive and Park Way.
o Identify and plant in current tree site vacancies in parks City-wide.  #47 Complete Streets Plan – the Commission noted their support of exploring protected bike lanes on busy streets.
o The Plan addresses as follows: “As bikeways are developed, recommend protected bike lane designs on higher volume/speed streets, per best practice guidance.”
 #5 Ongoing City Council Priorities Advance Capital Investment in the City – The Commission suggested specific mention of the following projects PW Office Space, EV Charging Infrastructure, Solar Energy and Water Meter Replacement.

Meeting Date: April 26, 2022

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With City Council’s concurrence, staff will incorporate the above suggestions as appropriate.

In a memo dated April 7, 2022, staff provided background information on the current City Council priorities in advance of the April 26, 2022 City Council priorities setting session for FY 22-23 (Attachment 4). This memo did not include the information from the Traffic and Parking Commission or from the Public Works Commission mentioned above.

Three new priorities are being proposed by staff for the City Council to consider adding to the City Council Priority list and were identified in the April 7 memo. They are:
 Gale Yard Improvements. Identify desired future uses of the Gale staging yard site (Community Development)
 Means-tested Assistance Program for Tenants. Implement a means-tested tenant assistance program (Community Development)
 SB 1383 – Organics Recycling & Recovery Program. SB 1383 requires reducing the amount of organic waste, such as foodwaste, from being disposed in landfills and emitting high levels of greenhouse gas (GHG) emissions (Public Works) Additionally, since the adoption of FY 21-22 City Council Priorities, the City Auditor retired. The City Council authorized a recruitment to begin for an external company to perform the duties assigned to the City Auditor’s Office. The Request for Proposal was released in January 2022 and had the deadline for submissions extended through March 31, 2022. As such, the City Priorities assigned to the City Auditor’s Office were moved to the Policy & Management Department. These priorities are:
 FY 2021/22 Annual Audit Work Plan & Risk Assessment
 Trust & Innovation Portal (TIP)
Furthermore, two City Council priorities were relocated from their assigned department in FY 21-22 to a different department in FY 22-23 as the management of the project has shifted during the last twelve months. These priorities are:
 City’s Centralized Customer Relations program (formerly the 3-1-1 system) - This item was moved from the Policy & Management Department to the Public Works Department
 Autonomous Vehicles – This item was moved from IT to the Public Works Department due to the infrastructure updates being made by Public Works to accommodate autonomous vehicles
Staff is also recommending the City Council considering removing two priorities from the list. They are:
 Strategic Planning Committee – This Committee sunsetted in 2020.  Automate Workflow for Internal Review of Agenda, Staff, and Commission Reports – The process was streamlined during COVID-19 and became entirely paperless. Staff is continuing to explore any new technology solutions that are more flexible in order to further automate the workflow process for internal review of Agenda, Staff, and Commission reports. Should a new technology solution be located, staff will bring an item to the City Council.

Finally, there are a few minor corrections made to the documents distributed to the City Council. These items are:
 FY 21-22 Accomplishments and FY 22/23 Proposed Deliverables - #10 Open Space had no deliverables listed for FY 21/22 and no accomplishments proposed Meeting Date: April 26, 2022

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by staff for FY 22/23. This has been corrected in Attachment 2 to this report to read as follows:
o FY 21/22 Accomplishments – Continued to explore opportunities to increase City’s green space, including pocket parks
o FY 22/23 Proposed Deliverable – Continue to explore opportunities to increase the City’s green space, including pocket parks  There were two typos in the FY 22-23 COVID-19 Accomplishments that have been corrected in Attachment 5 to this report. They are:
o Under City Auditor, the date of June 24, 2022 was changed to June 24, 2021 to accurately reflect the date of the City Council meeting where the City Council directed City staff to begin the process to outsource the City Auditor’s Office.
o On page 3, the first bullet point had “Fees continue to be waived for special event permits utilized for OpenBH, and Open Air Dining fees have remained equitable at no-cost. Council is currently meeting in subcommittees to determine or confirm fees, slated to begin earliest January 1, 2022.” This was corrected to January 1, 2023.

The current City Council priorities were taken into account when establishing the budget for FY 22-23. Any new priorities added by the City Council during the exercise will require staff to develop a list of resources that are necessary to accomplish the priority.

This will include an analysis of the time, funding, and personnel needed to accomplish the initiative given the capacity that each Department may or may not have available. If additional funding is needed to achieve the priority in the timeline identified by the City Council, a budget amendment will be brought back before City Council for consideration.

Steps for the City Council Priorities Setting Session
The City Council priorities are grouped together by Department and are not listed from highest City Council priority to lowest. This modification was made at the request of City Council in 2018 so that a Department Head could present all of their priorities at one time to City Council.

Step One – Review and Affirm City Council Priorities
 Staff will provide an overview of what was accomplished in FY 21-22 on current City Council initiatives and what the intended deliverables are for FY 22-23 (Attachment 2).
 City Council will be able will have an opportunity to ask questions and provide comments on the priorities and the proposed deliverables.  City Council will be asked to affirm the current adopted priorities will remain as priorities for the next fiscal year. City Council may choose to modify, minimize or remove any priority at this time. These actions will require approval by a majority of the City Council.
 During this process, staff will also propose new initiatives for the City Council to consider adopting for FY 22-23.
 After each new initiative is presented by staff, each City Councilmember will have an opportunity to ask questions and provide comments on the new staff proposed City Council Priority. A majority of the City Council will need to approve the elevation of the proposed initiative for it to become a City Council Priority.

Additionally, on April 5, 2022, Mayor Bosse introduced a number of public safety initiatives during her installation. This included:

Meeting Date: April 26, 2022

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1) Implementation of BHPD Alert, an improved community communications and messaging system, to keep the informed and aware of police activity in Beverly Hills
2) Creation of a Real Time Watch Center for live monitoring of the 2,000 cameras installed across the City
3) Addition of 16 automated license plate reader sites placed in strategic locations in the City.
4) Implementation of Live 911, which will enable the City’s police officers to hear emergency calls live in the field as the incident is being reported to the City’s dispatch center.

These initiatives have been incorporated into the FY 22-23 deliverables for the Public Safety section of the City Council Priorities under the Police Department. Specifically, they are listed as:
 Implement Phase 1 of a new Real Time Watch Center (RTWC)  Create an intelligence led policing effort for the RTWC. Expand the Criminal Intelligence Unit
 Initiate routine live monitoring of City CCTV cameras  Add 16 automated license plate reader sites placed in strategic locations in the City
 Implement Live 911
 Implement BHPD Alert, an improved community communications and messaging system
These deliverables were part of the presentation made by the Police Department to the City Council at the Tuesday, April 12, 2022 Study Session on the Real Time Watch Center.

Step Two - City Council Will Introduce Any New Priorities  The City Council will have an opportunity to present new initiatives for inclusion in the FY 22-23 City Council priorities.
 A description of the new priority and deliverables for FY 22-23 will be developed.  City Council will approve each new initiative for inclusion in FY 22-23 by a majority vote.

After the Study Session, staff will utilize the information obtained from the City Council to develop a list of resources that are required to accomplish the priority. This will include an analysis of the time, funding, and personnel needed to accomplish the initiative given the capacity that each Department may or may not have available. If additional funding is needed to achieve the priority in the timeline identified by the City Council, a budget amendment will be brought back before City Council for consideration.

Next Steps for City Council Priorities
Staff will bring the updated FY 22-23 City Council Priorities for formal adoption at a future City Council meeting.

Meeting Date: April 26, 2022

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COVID-19 activities undertaken by City staff have been absorbed into day to day operational tasks and workloads for each Department as the pandemic is slowly shifting to becoming more endemic. As such, a FY 22-23 proposed deliverables for COVID-19 were not developed this year as it has become part of each Department’s operational tasks.

FISCAL IMPACT
Fiscal impacts associated with the agreed upon deliverables will be brought forward to the City Council as part of the budget process or during the upcoming fiscal year.

RECOMMENDATION
Staff requests that City Council provide direction on the FY 22-23 priorities.

George Chavez
City Manager
Approved By
Attachment 1
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City of Beverly Hills
FY 2021-22
City Council Priorities
City of Beverly Hills
455 N. Rexford
Beverly Hills, CA 90210
June 24, 2021
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Contents
City Council Priorities Adopted June 2021....................................................................................................3 CITY AUDITOR ...........................................................................................................................................3 COMMUNITY DEVELOPMENT ...................................................................................................................3 COMMUNITY SERVICES.............................................................................................................................4 FINANCE ....................................................................................................................................................7 INFORMATION TECHNOLOGY...................................................................................................................7 POLICY & MANAGEMENT..........................................................................................................................8 PUBLIC SAFETY ........................................................................................................................................11 PUBLIC WORKS........................................................................................................................................14 Ongoing City Council Priorities ...................................................................................................................19 CITY CLERK...............................................................................................................................................19 HUMAN RESOURCES...............................................................................................................................19 POLICY & MANAGEMENT........................................................................................................................20 POLICY & MANAGEMENT........................................................................................................................20 Page | 3
City of Beverly Hills
FY 2021-2022
City Council Priorities
City Council Priorities Adopted June 2021
ITEM
#

TITLE/DESCRIPTION LEAD

DEPARTMENT
FY 2021/2022 DELIVERABLES

CITY AUDITOR
1 FY 2019/20 Annual Audit Work Plan & Risk
Assessment
Initiate a risk assessment process to identify
potential audits and to establish an annual
work plan. The auditor should solicit and
consider City Council and management input
in formulating the work plan. City Auditor
 Continue in-progress work plan
projects
 Utilize FY 2021/2022 budget data to
create a risk assessment model.
 Solicit City Council and management
input.
 Propose an annual work plan to
document planned audit activity.
 Docket the work plan for City Council
approval.
 Examine the future of the Office of
the City Auditor.
2 Trust & Innovation Portal (TIP)
An online tool to provide a means for City of
Beverly Hills employees and residents to
confidentially report (1) alleged improper
activity involving City operations, vendors,
and employees; and (2) suggestions for
improving the efficiency and effectiveness of
City operations.

City Auditor
 Investigate TIP improper activity
cases, and research innovation
suggestions
 Conduct outreach activities to
educate employees and residents.

COMMUNITY DEVELOPMENT
3 R-1 Hillside Development Standards.

Evaluate existing R-1 Hillside development
standards and explore opportunities to
modify code to address design, view and site
modifications.

CD
 Continue to evaluate projects
submitted to the City and prepare
ordinance updates if warranted.
4 Southeast Task Force. Complete short-term
recommendations of task force and
incorporate long term objectives into CIP
and work plans. Include evaluation of Arts &
Theater synergy. Develop a long-range
Urban Design plan.

CD, P&M, PW
 Reconstitute the Southeast Task
Force.
5 Evaluate the City’s Rent Stabilization Policy.

Utilize feedback from the Tenant-Landlord
Forum to determine possible recommended
modifications.

CD, CS
 Present the Commission’s
resolutions and recommendations
to City Council for further discussion
and approval.
 Develop ordinance pocket guide.

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FY 2021-2022
ITEM City Council Priorities
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DEPARTMENT
FY 2021/2022 DELIVERABLES
 Continue to provide training to the
Commission on various
Landlord/Tenant state laws.
6 Seismic Retrofit Program. Implement a
seismic retrofit program. CD
 Issue follow-up reminder Compliance
Notices for outstanding properties
within Tiers I, II, and III.
 Issue building permits for Tier II and
III buildings.
7 Preservation Incentives. Further
development of a package of incentives,
including fee waivers and fast track
approvals.

CD
 Continue to award Golden Shields
throughout the year.
 Consider minor procedural
adjustments to the Preservation
Ordinance.
8 Inclusionary Housing. Conduct a housing
nexus and in-lieu fee study to document
relationship between development and
demand for affordable housing. Draft an
ordinance to amend municipal code to
establish inclusionary housing program.

Amend Code to require provision of
affordable housing.

CD
 Adopt permanent inclusionary
housing ordinance.
 Pursue opportunities to provide
supportive housing for seniors so
they can age in place.

COMMUNITY SERVICES
9 Master Plan City Needs at La Cienega Park
& Tennis Center Site. Coordinate regional
water retention, parking and community
center needs in a master plan for the site. CS, PW
Community Services
 Minor upgrades to deferred
maintenance scheduled to take place
in FY21/22.

Public Works
 Project is on hold due to COVID-19
budget reductions.
10 Open Space. Explore options to increase
the City's green space, including pocket
parks.

CS, PW
Public works
 Continue to support Community
Services on this priority.
11 Promote Arts & Culture. Examine ways to
promote arts & culture in Beverly Hills in
conjunction with the community and school
district. Consider creating an Arts & Culture
District.

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DEPARTMENT
FY 2021/2022 DELIVERABLES
signature cultural event for the Arts &
Culture Commission.
 As part of the Embrace & Celebrate
Culture Initiative, collaborate with the
Wallis and Sing for Hope on Sing for
Hope Beverly Hills, a site specific
installation of uniquely designed
pianos in parks and public spaces
throughout Beverly Hills in August.
 As part of the Embrace & Celebrate
Culture Initiative, collaborate with the
United Talent Agency on a copresentation of the Beyond 2021 exhibition in fall of 2021, activating
empty storefronts with eye-catching
art installations in downtown Beverly
Hills.
 Continue offering a wide variety of
cultural arts events within the City,
and expand cultural events offered in
partnership with the Arts & Culture
Commission.
 Complete updated and refreshed
version of the arts and culture
website and outreach to local arts
organizations in activation of the
website calendar.
 Complete the Citywide Arts & Culture
Plan including policy and program
development in collaboration with
the Arts & Culture Commission and
other city commissions, committees
community and community partners.
 Begin Implementation of a Citywide
Arts & Culture Program which will
provide temporary site-specific art
events, activations and activities in
the city that are vibrant, fun,
engaging, interactive & experiential.

Policy & Management
 Partner with the Beverly Hills
Chamber of Commerce, City
Commissions, committees and other
city partners to help activate vacant
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City of Beverly Hills
FY 2021-2022
ITEM City Council Priorities
#

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DEPARTMENT
FY 2021/2022 DELIVERABLES
storefronts with art and special pop
up events.

Public Works
 Continue implementation of
landscaping surrounding Artworks
based on approved guidelines.
12 Implement Improvements at Greystone
Mansion and Gardens.

CS, PW
Community Services
 Continue work on lower Greystone
adaptive reuse plan.
 Master signage plan (design phase)
complete.
 Develop overall vision plan for
Greystone.
 Complete design phase and begin
work on waterproofing updates to
Pool Area dressing rooms.
 Continue to implement ADA
improvements to site and visitor
experience without negatively
impacting historic character of
Greystone.

Public Works
 Complete design and construction of
pool house waterproofing and
restoration.
 Continue with fire/life/safety
upgrades at the Mansion.
 Complete restoration of the Bowling
Alley.
 Continue to provide project
management for ongoing
maintenance and repair projects at
Greystone Mansion.
13 Implement Department Strategic Plan.

CS
 Continue to develop virtual and
modified in-person onsite programs
and services for the community to
address needs during reopening
phases and reconstitution of CS
operations, facilities, programs &
services.

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City of Beverly Hills
FY 2021-2022
ITEM City Council Priorities
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DEPARTMENT
FY 2021/2022 DELIVERABLES
14 Renegotiate the Joint Powers Agreement
with the BHUSD for Use of School Facilities
for City Recreation and Community Use.

CS
 Determine ongoing level of
Ambassador support for the school
sites.

FINANCE
15 Comprehensive Review of City’s Cash Flow.

Develop plans for City Council review as it
relates to Cash Flow.

INFORMATION TECHNOLOGY
16 Technology. Expand the use of technology
to improve efficiency in all initiatives. Work
plan items include completion of next phase
of E-Gov, expansion of wired and wireless
networks and initiation of Fiber to the
Premise (FTTP) projects. Continue research
and begin implementation on
commercialization of City technologies and
the feasibility of offering technology services
to the public.

IT
IT
 Continue to expand eGov offerings to
public.
 Expand Just in Case BH website
functionality.
 Continue to revamp the City’s
intranet sites.
 Continue migration to the cloud.
 Assist with upgrade of City’s parking
systems to include various smart
capabilities.
 Ensure cyber security remains a high
priority for the City.
 Work with Policy & Management to
begin website redesign.
17 Autonomous Vehicles. Implement a vehicle
program that includes long-term goals of
addressing ‘first and last mile’ issues and
increasing mobility within the City. As
envisioned, the program would involve a
fleet of City-operated autonomous vehicles
that would provide on-demand, point-topoint mobility to members of the public.

PW, IT, PD, Fire,
P&M,
Public Works
 Award and begin construction of
Phase 2 Citywide Traffic Signal
Upgrades.

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City of Beverly Hills
FY 2021-2022
ITEM City Council Priorities
#

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DEPARTMENT
FY 2021/2022 DELIVERABLES

POLICY & MANAGEMENT
18 Improve City’s “3-1-1” System. Create
bidirectional communication with citizens.

PW, P&M
Public Works
 Continue to support implementation
of P&M’s centralized customer
relations program and call-center.
 Work with P&M and IT to onboard
Finance and Community services.
 Award contract and begin
implementation of a comprehensive
CRM system for Centralized
Customer Relations.
19 Property Acquisition and Development.

Work with the Ad Hoc Committee to identify
and acquire properties for parking, open
space and other civic uses. Focus on the
Southeast as a priority.

P&M, PW
Policy & Management
 Evaluate options for future use of 336
Foothill, 327-339 North Robertson
and 1959 South La Cienega Boulevard
and identify necessary funding
sources.
 Develop an asset management plan
for leased City properties in
accordance with goals outlined in the
Economic Sustainability Plan and a
recently-completed real estate
program audit.
 Identify and evaluate potential
funding sources to support new
affordable housing development on
City property.

Public Works
 Continue to support P&M’s property
acquisition and development
initiatives.
20 Small Business Task Force. Attract a
balance of high-end, unique and community
serving small businesses, and contract with
the Chamber of Commerce to initiate
development of small business support
programs.

TITLE/DESCRIPTION LEAD

DEPARTMENT
FY 2021/2022 DELIVERABLES
21 Business Attraction. Recruit businesses that
are unique and exciting. P&M
 Actively work with the Chamber of
Commerce to attract and recruit
unique businesses
22 Update City’s 5-Year Economic
Sustainability Plan. The City’s existing 5-
year Economic Sustainability Plan has come
to term. This initiative provides staffing and
funding to develop a new 5-year plan with
input from key stakeholders and strategies
to address the impacts of long-term
construction projects and regional
competition to ensure Beverly Hills stays
competitive as a visitor and business
destination.

P&M, CD, CS, FIN,
PW
Policy & Management
 Present City Council Subcommittees’
changes to the ESP and obtain
Council approval of overall plan to
begin implementation.
23 Strengthening and Expanding Smoking
Regulations. Continue to strengthen and
expand current smoking regulations. Provide
education and outreach to the public.

P&M, CD, CS, PD
Policy & Management
 Continue promoting smoking
cessation programs and local
partnerships, refresh any signage as
needed.
24 Create Evening Activities in Business
Triangle. Develop programs that encourage
Beverly Hills businesses to stay open later.

P&M, CD, CS, Fire,
PD, PW
Policy & Management
 Continue promoting BH virtual
activities for FY 21/22.
 Continue securing media placements
that promote BH as a healthy city and
tourist destination.
 Continue the OpenBH program
providing a safe COVID compliant
solution for businesses to expand
operations outdoors.
 Continue the evaluation of long term
outdoor parklets for dining as part of
the OpenBH program.

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DEPARTMENT
FY 2021/2022 DELIVERABLES
Beyond 2021 Exhibition in summer of
2021.

Fire
 Continue to support evening
programming and events.

Public Works
 Continue supporting Summer,
Holiday, and other special event
programming.
 Recruit Associate PM for project
management in business triangle.
25 Disabled Placard Legislative Reform.

Pursue State legislation that regulates the
use of disabled parking placards. P&M, PD
 Continue to support legislative
reforms that prevent misuse of
disabled placards.
26 Strategic Planning Committee – merge with
Southeast Taskforce to focus on Wilshire
and La Cienega.

P&M, CD, CS, PW
 Reconstitute the Strategic Planning
Committee and have it separate from
the Southeast Task Force
27 Lease of City/Parking Authority Assets.

Lease vacant City/Parking Authority tenant
spaces at fair market value.

Improve and streamline internal City process
for reviewing and publishing City Council
and Commission reports.

P&M, CC, IT
 Staff will continue to explore ways to
improve and streamline the City
processes for reviewing and
publishing City Council and
Commission reports.
29 Promote the City.

P&M, IT
Policy & Management
 Revisit ‘welcome back’ or
‘reopening’ campaign for FY
21/22.

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City of Beverly Hills
FY 2021-2022
ITEM City Council Priorities
#

TITLE/DESCRIPTION LEAD

DEPARTMENT
FY 2021/2022 DELIVERABLES
 Promote City Hall reopening to
public and its safety protocols.
 Continue to increase social media
engagement on each of its City
platforms.
 Continue to position BH as a
leader in health and safety with
Mayor interviews.
 Redesign the City’s website for
ease of use.

IT
 Assist P&M with website
redesign.
30 Study the Creation of a City Operated
Health Department
 Work with Consultant to develop a
report on creating a City operated
Health Department and what the
City’s various options are.
31 Explore how the City may Create an Office
for a City Prosecutor P&M
 Staff will continue to explore the
creation of an Office for a City
Prosecutor.

PUBLIC SAFETY
32 Public Safety. Continue to strengthen the
ability of Police, Fire and Emergency
Management to prevent and respond to
incidents and emergencies. Work plans to
include: Police facility upgrades, Implement
a data driven policing model;
implementation of the Fire Department’s
strategic plan; continue partnership with the
UCLA Health System on the Mobile Stroke
Unit; complete the international fire
accreditation process; continue
collaboration with Centers for Medicare &
Medicaid Services in establishing claims
process for patients under the Nurse
Practitioner Program; and work with the
community to reduce potential hazards in
the Very High Fire Hazard Severity Zone
(VHFHSZ ) properties; update City’s
Emergency Operations Plan, Create MOU’s
PD/FD/
P&M/PW
Fire
 Complete new recruitment process
for five (5) new entry-level
firefighters, along with coordinating
background investigations, medical,
and behavioral screening.
 Train and complete probationary
period for five (5) firefighters.
 Continue working on the delivery for
a new paramedic ambulance.
 Develop Captain and Engineer
promotional examinations.
 Develop and train six (6) members
to make up a Live Fire Cadre for
departmental live fire training.
 Research and identify the training,
staffing and equipment needs for
both a robust Rapid Extraction
Module Support (REMS)
Deployment Model, as well as a
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City of Beverly Hills
FY 2021-2022
ITEM City Council Priorities
#

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DEPARTMENT
FY 2021/2022 DELIVERABLES
for care and shelter of residents; and
stockpiling of resources; Coordinate the
City’s overall COVID-19 pandemic response,
update the City’s Hazard Mitigation Plan,
and stockpile emergency supplies.

California Regional Urban Search
and Rescue Task Force.
 Complete an audit of all properties
in the Very High Fire Hazard Severity
Zone (VHFHSZ).
 Develop and implement virtual
refreshers for Community
Emergency Response Team (CERT),
Disaster Assistance Response Team
(DART), Business Emergency
Response Team (BERT), and Stop the
Bleed.
 Evaluate the Red Flag No Parking
restriction program and update, as
needed.
 Upgrade station alerting system for
all three fire stations.
 Work with Planning to develop a
system to track and implement the
requirements of the Fuel
Modification Ordinance.
 Develop a system to track and
enforce codes related to medical gas
in multi-unit occupancies.
 Continue with the international
accreditation process.
 Research possible acceptance of the
California Office of Emergency
Services (OES) Type-6 Fire Engine.
 Continue overseeing the Health and
Safety Commission.
 Continue developing the JUST IN
CASE BH Program.
 Explore expanding care provided by
EMTs, paramedics, and nurse
practitioners to include flu shots.

IT
 Replace end-of-life mobile and
portable radios.
 Implement secondary dispatch
center.
 Upgrade wireless data modems.

Page | 13
City of Beverly Hills
FY 2021-2022
ITEM City Council Priorities
#

TITLE/DESCRIPTION LEAD

DEPARTMENT
FY 2021/2022 DELIVERABLES
 Support new CAD integrations
including RIPA.
 Support implementation of vehicle
management system.
 Enhance MCC wireless.
communications.
 Upgrade training management
system.

Page | 14
City of Beverly Hills
FY 2021-2022
ITEM City Council Priorities
#

TITLE/DESCRIPTION LEAD

DEPARTMENT
FY 2021/2022 DELIVERABLES
Policy & Management
• Update the City’s Hazard Mitigation
Plan.
• Complete WebEOC incident
management software upgrades.
• Complete American Red Cross shelter
recertification for City shelters and
evacuation sites.
• Continue to work with SoCal Edison
regarding adverse weather mitigation
plans.
• Rebrand the City’s emergency alerts
and warning program.
• Explore various emergency
management technologies to
enhance response and recovery
abilities.

PUBLIC WORKS
33 Community Video Security. Expand the
City’s existing Closed Circuit Television
Camera (CCTV) program and Automated
License Plate Recognition (ALPR) into
residential areas.

PW, IT, PD
Public Works
 Fiber install at 9100 Wilshire
 Continue to support Public Safety in
its endeavor to increase CCTV
coverage throughout the City by
installing CCTV at select controlled
intersections
IT
 Replace end-of-life CCTV / ALPR
cameras, complete updates to the
CCTV / ALPR management
applications.

Page | 15
City of Beverly Hills
FY 2021-2022
ITEM City Council Priorities
#

TITLE/DESCRIPTION LEAD

DEPARTMENT
FY 2021/2022 DELIVERABLES
 Leverage existing FTTP network for
camera expansion in residential
areas.
 Expand BHUSD camera infrastructure
as construction continues.
34 La Cienega Regional Treatment Facility.

Work with the cities of Los Angeles and
West Hollywood to develop and build a
regional stormwater facility for the 3 cities,
as identified in the Enhanced Watershed
Management Plan (EWMP).

PW
 Project funding will be submitted to
Measure W Regional Program for
funding and to identify additional
project partners to support funding.
35 Water Enterprise Plan. Implement the plan,
which includes short, mid and long-range
plans for the City’s water system which will
need to be implemented to ensure
continued system reliability. PW, FIN, P&M
 La Cienega well-1 to be completed in
FY 2021/22.
 Well equipping is in progress and is
anticipated to be completed late CY
2021.
 Foothill Water Treatment Plant
(WTP) remains on schedule.

Anticipated completion September
2021.
36 Subway Coordination. Oversee Metro
construction activity and coordinate
outreach, marketing and overall planning
efforts for area surrounding future station. PW, CD, P&M, ALL Public Works
 Continue support of construction in
Section 1 and Section 2 and
enforcement of MOA provisions.
 Continue ongoing outreach to
community and business
stakeholders.
 Finalize the RFP for the North Portal
Design and select a consultant for the
Design of the North Portal.
 Complete streetscape plan and
design standards for Wilshire and La
Cienega Boulevards and begin design
as part of Metro street restoration
(ConnectBH).
 Continue support of construction in
Section 1 and Section 2 and
enforcement of MOA provisions.
 Continue ongoing outreach to
community and business
stakeholders.
 Participate in Metro’s first last mile
study for Rodeo station.

Page | 16
City of Beverly Hills
FY 2021-2022
ITEM City Council Priorities
#

TITLE/DESCRIPTION LEAD

DEPARTMENT
FY 2021/2022 DELIVERABLES
 Supplement Metro’s first last mile
studies as needed.

Fire
 Continue participation in Metrorelated undertakings and training to mitigate potential risks and hazards
associated with the project.

Policy and Management
 Initiate Prop A Fund Exchanges with
other cities and establish capital
reserve account to reduce cost of
North Portal Design and
Construction.
37 Reservoir Reconstruction & Water Storage
Capacity. Evaluate current emergency
storage and identify projects to increase
water storage capacity. Redevelop
decommissioned Coldwater/Cabrillo
reservoir site for storage of Potable and
Non-Potable water and evaluate purple pipe
distribution system.

PW
 Consultant selection and
substantial completion of Cabrillo
Reservoir Design in FY 21/22.
 Complete WTP upgrade, which
increases available water capacity.
38 Public Works Matrix Audit. Implement
Matrix audit recommendations.

PW, FIN, IT
Public Works
 Implement the following Infor work
order and asset management system
modules, while continuing to
enhance and expand on existing
Public Works modules:
o Street maintenance
o Centralized inventory
management
o Parks Maintenance
o Urban Forestry
 Continue overseeing the
implementation of the Backflow
Prevention Program.

Continue water meter testing.
39 Gateways. The final remaining gateway at
Santa Monica/Doheny has been designed.

Project to continue if property becomes
available.

PW, CS
 Project deferred as it is dependent
on property acquisition and La
Cienega Park Master Plan
completion.

Page | 17
City of Beverly Hills
FY 2021-2022
ITEM City Council Priorities
#

TITLE/DESCRIPTION LEAD

DEPARTMENT
FY 2021/2022 DELIVERABLES
40 Separate Landscape Metering. Require the
installation of a separate landscape meter
for all existing properties.

PW
 Continue advancing the separate
landscape meter program through
the implementation of an Excessive
Water Use policy.
41 Public Works Space Assessment. Assess
current and future operational needs of the
Public Works Department.

PW
 Remove modular building by 2022.
 Continue to reconfigure the central
warehouse layout to address space
needs and limit access to high value
inventory.
42 Oil Well Plugging Project- The City of
Beverly Hills is working with the Beverly Hills
Unified School District to plug 19 oil wells
located on the Beverly Hills High School
property.

PW, P&M, FIN,

CAO, CS
 Staff recommends closure of this
priority.
43 Rodeo Permanent Bistro Seating.

Replace existing temporary k-rails and site
furnishing into permanent seating elements,
improve pedestrian safety along Rodeo
Drive, promote sensible seating
opportunities, while increasing community
interaction and aiding in the support of local
businesses.

PW, P&M
 Project on hold
44 Urban Forest Management Plan
PW
 Project completion is anticipated in
2021 (add detail).
 Public Works will continue to work
with and support BHFD’s ongoing
efforts to implement the City
Council’s recommendations related
to the UFMP. Implementation of the
policies related to UFMP are
(tentatively) due to begin in 2021.
 Commissions etc.
45 Higher Maintenance of Streets and
Sidewalk in Business District. Provide a
higher level of maintenance to the streets
and sidewalks located in the Business
District including Rodeo Drive, North Beverly
Drive, South Beverly Drive, Canon Drive, and
S. Santa Monica Boulevard
PW
 Continue to conduct yearly sidewalk
condition survey and identify any and
all defects and repair defects as
stated in policy
 Maintain and clean sidewalks more
frequently.
 Maintain infrastructure, such as
green paint on street light poles, at a
higher level.

Page | 18
City of Beverly Hills
FY 2021-2022
ITEM City Council Priorities
#

TITLE/DESCRIPTION LEAD

DEPARTMENT
FY 2021/2022 DELIVERABLES
 Maintain parking structures at a
higher level.
 Maintain streets at a higher level.
 Implement the environmental
maintenance Infor asset
management and work order
modules to support staff performing
maintenance work in the Business
District.
 Identify opportunities to enhance the
landscape and appearance of
sidewalks in commercial areas.
46 Complete Streets Plan. Prepare a City
Mobility Plan beginning with an update of
the Bicycle Master Plan. (Former Bicycle
Master Plan/Mobility Plan included in FY
2016/2017 Priorities)
PW, CD
Public Works
 Implement the first year of the
Complete Streets Plan as approved by
the City Council.
47 South Santa Monica. The sidewalk
configuration and vehicular traffic
characteristics of the south roadway of
Santa Monica Boulevard are not pedestrian
and bicycle friendly and do not emphasize
the local-serving aspects of the street. This
study would develop potential solutions to
create a more "complete street."

Page | 19
City of Beverly Hills
FY 2021-2022
Ongoing City Council Priorities City Council Priorities ITEM
#

TITLE/DESCRIPTION LEAD

DEPARTMENT
FY 2021/2022 Proposed Deliverables

CITY CLERK
1 Sunshine Taskforce. Purpose is to
advance greater transparency and
public involvement in local
government operations.

CC, P&M
 Continue hosting meetings and carry
out Sunshine Taskforce Initiatives.
2 Anti-Voter Fraud Initiative.

Examine what the City can do to
provide education and outreach to
create a collaborative community
'watch dog' approach to prevent
voter fraud. CC, CAO, P&M
City Clerk
 Continue to coordinate with Los
Angeles County to ensure that all
elections are secure.
 Continue to provide voter education
and outreach for upcoming elections.

Policy & Management
 Continue to work with City Clerk
office to communicate voter fraud
alerts.

HUMAN RESOURCES
3 Advertise Employment
Opportunities Locally. Ongoing
outreach and local advertisements
of job openings within the City to
stimulate interest of residents to
apply for City positions.

TITLE/DESCRIPTION LEAD

DEPARTMENT
FY 2021/2022 Proposed Deliverables
Policy & Management
 Continue posting jobs on City
LinkedIn and social media pages
when applicable.
 Continue Employee newsletter
communications with
messages/updates from City
Manager.

POLICY & MANAGEMENT
4 Legislative Efforts.

POLICY & MANAGEMENT
5 Advance Capital Investment in the
City. Continue to transfer funds to
the Capital Improvement Program
budget to ensure ongoing
infrastructure maintenance and
investment in opportunity projects
for the future.

PW
 Continue to work with Policy and
Management and Finance to ensure
adequate funding for capital projects.
6 Water Conservation Program.

Continue to implement the City’s
water conservation program. PW
 New contract for Water Utility
Customer Portal start date
anticipated for July 2021.
 Excessive Water Use Policy going to
Council.
 Award contract and implement
Meter Data Management software.

Attachment 2
Page | 1
City of Beverly Hills
FY 2022-23
City Council Priorities
City of Beverly Hills
455 N. Rexford
Beverly Hills, CA 90210
_______, 2022
Page | 2
Contents
FY 2021-2022 Accomplishment and FY 2022-2023 Proposed Deliverables.................................................3 COMMUNITY DEVELOPMENT ...................................................................................................................3 COMMUNITY SERVICES.............................................................................................................................6 FINANCE ..................................................................................................................................................13 INFORMATION TECHNOLOGY.................................................................................................................14 POLICY & MANAGEMENT........................................................................................................................15 PUBLIC SAFETY ........................................................................................................................................27 PUBLIC WORKS........................................................................................................................................36 Ongoing City Council Priorities ...................................................................................................................47 CITY CLERK...............................................................................................................................................47 HUMAN RESOURCES...............................................................................................................................48 POLICY & MANAGEMENT........................................................................................................................49 PUBLIC WORKS........................................................................................................................................51 Page | 3
City of Beverly Hills
City Council Priorities
FY 2021-2022 Accomplishment and FY 2022-2023 Proposed Deliverables ITEM
#
TITLE/DESCRIPTION LEAD DEPARTMENT FY 2021/2022 DELIVERABLES FY 2021/2022

ACCOMPLISHMENTS
FY 2022/2023

PROPOSED DELIVERABLES

COMMUNITY DEVELOPMENT
1 R-1 Hillside Development
Standards. Evaluate
existing R-1 Hillside
development standards
and explore opportunities
to modify code to address
design, view and site
modifications.

CD
 Continue to evaluate
projects submitted to the
City and prepare ordinance
updates if warranted.
 Continued to evaluate
projects submitted to the
City.
 Continue to evaluate
projects submitted to the
City
2 Southeast Task Force.

Complete short-term
recommendations of task
force and incorporate long
term objectives into CIP
and work plans. Include
evaluation of Arts &
Theater synergy. Develop
a long-range Urban Design
plan.

CD, P&M, PW
 Reconstitute the Southeast
Task Force.
 CD Planning staff assisted
Public Works (the project
lead) with the
development of the design
standards for ‘Meet Me at
Wilshire and La Cienega’.
 Reconstitute the
Southeast Task Force and
bring forward to City
Council list of
recommended action
items related to urban
design, streetscape
standards, wayfinding, and
land enhancements.
3 Evaluate the City’s Rent
Stabilization Policy. Utilize
feedback from the TenantLandlord Forum to
determine possible
recommended
modifications.

CD, CS
 Present the Commission’s
resolutions and
recommendations to City
Council for further
discussion and approval.
 Develop ordinance pocket
guide.
 Continue to provide
training to the
 Rent Stabilization
Commission established
three resolutions in the
following areas:

1. Cash for Keys,

2. Eviction for Major
Remodel, and

3. Relocation Fees.
 Staff will continue to
work with Rent
Stabilization Commission
on further
recommendations to City
Council for amendments
to the Rent Stabilization
Ordinance (RSO)
Page | 4
City of Beverly Hills
City Council Priorities
ITEM
#
TITLE/DESCRIPTION LEAD DEPARTMENT FY 2021/2022 DELIVERABLES FY 2021/2022

ACCOMPLISHMENTS
FY 2022/2023

PROPOSED DELIVERABLES
Commission on various
Landlord/Tenant state
laws.
 Established a quarterly
bulletin that is
distributed to all RSO
tenants.
 Completed training
sessions for
Commissioners provided
by City Attorney’s Office
and Bet Tzedek.
 Continue to seek other
forms of communications
for both tenants and
landlords to provide
outreach and education
on the RSO
 Continue implementation
of the distribution
process for the allocated
funds for the meanstested assistance
program for tenants
4 Seismic Retrofit Program.

Implement a seismic
retrofit program.

CD
 Issue follow-up reminder
Compliance Notices for
outstanding properties
within Tiers I, II, and III.
 Issue building permits for
Tier II and III buildings.

Community Development
 Issued reminders for
Compliance Notices for
Tiers I, II, and III.
 Issued building permits for
Tiers I, II, and III.

Public Works
 Completed construction of
City Hall Tower seismic
upgrade Phase I
Community Development
 Issue follow-up reminder
notices for Tier III
 Continue to issue building
permits for tiers I, II, and
III
 Pursue enforcement of
the ordinance for
properties that have failed
to meet minimum
timelines for coming into
compliance
5 Preservation Incentives.

Further development of a
package of incentives,
including fee waivers and
fast track approvals.

CD
 Continue to award Golden
Shields throughout the
year.
 Consider minor procedural
adjustments to the
Preservation Ordinance.
 Continued to award
Golden Shields, a total of
12 were adopted by the
City Council.
 Continue to award Golden
Shields
 Install Golden Shields.
 Consider minor procedural
adjustments to the
Preservation Ordinance
Page | 5
City of Beverly Hills
City Council Priorities
ITEM
#
TITLE/DESCRIPTION LEAD DEPARTMENT FY 2021/2022 DELIVERABLES FY 2021/2022

ACCOMPLISHMENTS
FY 2022/2023

PROPOSED DELIVERABLES
6 Inclusionary Housing.

Conduct a housing nexus
and in-lieu fee study to
document relationship
between development
and demand for
affordable housing. Draft
an ordinance to amend
municipal code to
establish inclusionary
housing program.

Amend Code to require
provision of affordable
housing.

CD
 Adopt permanent
inclusionary housing
ordinance.
 Pursue opportunities to
provide supportive housing
for seniors so they can age
in place.
 Permanent Inclusionary
Housing ordinance
adopted.
 Continued to assist Policy
and Management with the
study of senior/affordable
housing on City owned
properties.
 Continue to assist Policy
and Management with the
study of senior/affordable
housing on City owned
properties
7 *PROPOSED – NEW*
Gale Yard Improvements.

Identify desired future
uses of the Gale staging
yard site
CD
 N/A  N/A  Complete public outreach
to determine desired uses
for the site.
 Gale Yard site was
included in the March
2022 RFP as one of the
potential sites for
affordable housing. Staff
will review any proposal
for that site. If no
proposals come in, or the
site is not selected, then
CD will issue an RFP to
determine costs and scope
of any future project for
this site.

Page | 6
City of Beverly Hills
City Council Priorities
ITEM
#
TITLE/DESCRIPTION LEAD DEPARTMENT FY 2021/2022 DELIVERABLES FY 2021/2022

ACCOMPLISHMENTS
FY 2022/2023

PROPOSED DELIVERABLES
 Present RFP results to City
Council for consideration.
8 *PROPOSED – NEW*
Means-tested Assistance
Program for Tenants.

Implement a meanstested tenant assistance
program.

CD
 N/A  N/A  Continue implementation
of the distribution process
for the allocated funds for
the means-tested
assistance program for
tenants.

COMMUNITY SERVICES
9 Master Plan City Needs at
La Cienega Park & Tennis
Center Site. Coordinate
regional water retention,
parking and community
center needs in a master
plan for the site. CS, PW
Community Services
 Minor upgrades to deferred
maintenance scheduled to
take place in FY21/22.

Public Works
 Project is on hold due to
COVID-19 budget
reductions.

Community Services
 Completed maintenance
upgrades as scheduled in
FY 21/22
Community Services
 Minor upgrades to
deferred maintenance
scheduled to take place in
FY22/23
Public Works
 La Cienega Community
Center minor building
improvements
 Providing infrastructure
for portable emergency
generator
10 Open Space. Explore
options to increase the
City's green space,
including pocket parks.

CS, PW
Public Works
 Continue to support
Community Services on
this priority
Community Services
 Continued to explore
opportunities to increase
City’s green space,
including pocket parks
Community Services
 Continue to explore
opportunities to increase
City’s green space,
including pocket parks
Page | 7
City of Beverly Hills
City Council Priorities
ITEM
#
TITLE/DESCRIPTION LEAD DEPARTMENT FY 2021/2022 DELIVERABLES FY 2021/2022

ACCOMPLISHMENTS
FY 2022/2023

PROPOSED DELIVERABLES
11 Promote Arts & Culture.

Examine ways to promote
arts & culture in Beverly
Hills in conjunction with
the community and school
district. Consider creating
an Arts & Culture District.

CS, CD, P&M
Community Services
 Installation of the piece
Love Anatomy by the artist
Alexandra Nechita
scheduled to take place in
summer 2021.
 Continue to plan and
promote Embrace &
Celebrate Culture, including
the development of a
signature cultural event for
the Arts & Culture
Commission.
 As part of the Embrace &
Celebrate Culture Initiative,
collaborate with the Wallis
and Sing for Hope on Sing
for Hope Beverly Hills, a
site specific installation of
uniquely designed pianos in
parks and public spaces
throughout Beverly Hills in
August.
 As part of the Embrace &
Celebrate Culture Initiative,
collaborate with the United
Talent Agency on a copresentation of the Beyond
2021 exhibition in fall of
2021, activating empty
storefronts with eyeCommunity Services
 Completed installation of
the artwork Love
Anatomy by artist
Alexandra Nechita
 Completed planning for
new Cultural Arts Festival
featuring traditional
dance and music from
various cultures in the
City.
 As part of the City’s
Embrace & Celebrate
Culture Initiative,
delivered a new special
event - Sing for Hope
Beverly Hills - a monthlong celebration in
collaboration with the
Wallis and Sing for Hope
filling the City with unique
custom designed pianos
and community-based
music making and live
performances.
 As part of the Embrace &
Celebrate Culture
Initiative, collaborated
with Arts & Culture
Commission, Human
Relations Commission
Community Services
 Installation of the
refabricated Yayoi
Kusama’s Hymn of Life:

Tulips.
 Complete planning and
development on Arts &
Culture Commission’s
signature cultural event –
a Cultural Arts Festival -
featuring dance and music
from various cultures in
the City.
 As part of the Embrace &
Celebrate Culture
Initiative, the Arts &
Culture Commission,
Human Relations
Commission and Next
Beverly Hills Committee
will continue
collaboration on the copresentation of Visions of
the Future art exhibition
in FY 22/23, activating
empty storefronts with
eye-catching art
installations in the
Beverly Hills Business
Districts.

Page | 8
City of Beverly Hills
City Council Priorities
ITEM
#
TITLE/DESCRIPTION LEAD DEPARTMENT FY 2021/2022 DELIVERABLES FY 2021/2022

ACCOMPLISHMENTS
FY 2022/2023

PROPOSED DELIVERABLES
catching art installations in
downtown Beverly Hills.
 Continue offering a wide
variety of cultural arts
events within the City, and
expand cultural events
offered in partnership with
the Arts & Culture
Commission.
 Complete updated and
refreshed version of the
arts and culture website
and outreach to local arts
organizations in activation
of the website calendar.
 Complete the Citywide Arts
& Culture Plan including
policy and program
development in
collaboration with the Arts
& Culture Commission and
other city commissions,
committees, community
and community partners.
 Begin Implementation of a
Citywide Arts & Culture
Program which will provide
temporary site-specific art
events, activations and
activities in the city that are
and Next Beverly Hills
Committee on a copresentation of Visions of
the Future art exhibition
throughout FY 21/22,
activating empty
storefronts with eyecatching art installations
in the Business Triangle.
 The City’s Arts & Culture
Commission worked with
Hudson Bay Co., Saks and
the Marc Selwyn Gallery
to present a special art
installation of William
Wegman’s video work in
Feb 2022.
 Continued offering a
wide variety of cultural
arts events within the
City, and expansion of
cultural events offered in
partnership with the Arts
& Culture Commission.
• Completed updated and
refreshed version of the
arts and culture website
and outreach to local arts
organizations in
 Continue offering a wide
variety of cultural arts
events within the City,
and expand cultural
events offered in
partnership with the Arts
& Culture Commission.
 Continue development
and implementation of
policy and programs as
part of the City’s Arts &
Culture Plan in FY 22/23
(*programs, and events
pending City Council
approval of the FY 22/23
budget).
 Continue to develop and
deliver in-person arts and
culture programming for
the recently restored
Greystone Theatre
(*pending City Council
approval of the FY 22/23
budget)
 Advance plans to
celebrate the 50th
Anniversary of the Spring
Arts Show in May 2023.
 Complete
implementation of the
Page | 9
City of Beverly Hills
City Council Priorities
ITEM
#
TITLE/DESCRIPTION LEAD DEPARTMENT FY 2021/2022 DELIVERABLES FY 2021/2022

ACCOMPLISHMENTS
FY 2022/2023

PROPOSED DELIVERABLES
vibrant, fun, engaging,
interactive & experiential.

Public Works
Continue implementation of
landscaping surrounding
Artworks based on approved
guidelines.

Policy & Management
 Partner with the Beverly
Hills Chamber of
Commerce, City
Commissions, committees
and other city partners to
help activate vacant
storefronts with art and
special pop up events.
activation of the website
calendar
 Continued development
of policy and programs as
part of the Citywide Arts
& Culture Plan.
 Began implementation of
elements of the City’s
Arts & Culture Program.
 Presented Make Music
Day Beverly Hills on June
21, 2022 including a
special new Concert on
Canon event sponsored by
CSD Arts & Culture
Division & the Arts &
Culture Commission.
 Hosted a new family
friendly holiday event,
Greystone Winter Garden,
for over 400 youth and
families at Greystone with
festive holiday
decorations, hands-on arts
& crafts, games, Winter
Wonderland photo
opportunities & live
caroling.
 Introduced the City’s first
Artwalk Guided Tours
City’s Public Art Program,
Art in Public Places.
 Presentation of Make
Music Day Beverly Hills
on June 21, 2023
sponsored by CS and the
Arts and Culture
Commission.
 Work with P&M to
launch Art Now, a new
arts initiative to activate
storefronts with colorful
designs on vinyl clings in
support of our business
community, bringing
color and vibrancy as the
City welcomes back
residents and visitors as
part of the City’s
economic recovery.

Public Works
 Implement and maintain
landscaping surrounding
artworks based on
approved guidelines
Policy & Management
 Partner with the Beverly
Hills Chamber of
Commerce, City
Page | 10
City of Beverly Hills
City Council Priorities
ITEM
#
TITLE/DESCRIPTION LEAD DEPARTMENT FY 2021/2022 DELIVERABLES FY 2021/2022

ACCOMPLISHMENTS
FY 2022/2023

PROPOSED DELIVERABLES
program as part of Frieze
Week in Beverly Hills in
collaboration with the
ACC and volunteer
docents from LACMA,
which was then
expanded to a unique sixmonth pilot program of
specialty art & nature
tours.

Public Works
 Implemented and
maintained landscaping
surrounding artworks
based on approved
guidelines.
 Completed installation of
AiWeiWei Iron Root
Policy & Management
 As discussed above,
worked with Arts &
Culture and Human
Relations Commissions as
well as Next BH to
activate vacant city space
through Visions of the
Future project. Worked
with Next BH to identify
artists James Goldcrown
Commissions, committees
and other city partners to
help activate vacant
storefronts with art and
special pop up events,
such as working with CS
on vinyl art for vacant
spaces.

Page | 11
City of Beverly Hills
City Council Priorities
ITEM
#
TITLE/DESCRIPTION LEAD DEPARTMENT FY 2021/2022 DELIVERABLES FY 2021/2022

ACCOMPLISHMENTS
FY 2022/2023

PROPOSED DELIVERABLES
and Kevin Hees. Worked
with committee and
commissions to host a
reception for Visions of
the Future kickoff.
12 Implement Improvements
at Greystone Mansion
and Gardens.

CS, PW
Community Services
 Continue work on lower
Greystone adaptive reuse
plan.
 Master signage plan
(design phase) complete.
 Develop overall vision plan
for Greystone.
 Complete design phase and
begin work on
waterproofing updates to
Pool Area dressing rooms.
 Continue to implement
ADA improvements to site
and visitor experience
without negatively
impacting historic character
of Greystone.

Community Services
 Continued work on lower
Greystone adaptive reuse
plan
 Worked on development
of overall vision plan for
Greystone
 Completed design phase
and begin work on
waterproofing updates to
Pool Area dressing rooms
 Continued to implement
ADA improvements to site
and visitor experience
without negatively
impacting historic
character of Greystone.
 Completed testing phases
on mansion entry
woodwork restoration
Community Services
 Continue work on lower
Greystone adaptive reuse
plan
 Continue work on master
signage plan
 Complete overall vision
plan for Greystone
 Complete waterproofing
and construction of
improvements to the Pool
House
 Continue to implement
ADA improvements to site
and visitor experience
without negatively
impacting historic
character of Greystone.
 Begin five-year plan for
Greystone Centennial
Celebration in 2028.

Page | 12
City of Beverly Hills
City Council Priorities
ITEM
#
TITLE/DESCRIPTION LEAD DEPARTMENT FY 2021/2022 DELIVERABLES FY 2021/2022

ACCOMPLISHMENTS
FY 2022/2023

PROPOSED DELIVERABLES
Public Works
 Complete design and
construction of pool house
waterproofing and
restoration.
 Continue with
fire/life/safety upgrades at
the Mansion.
 Complete restoration of
the Bowling Alley.
 Continue to provide project
management for ongoing
maintenance and repair
projects at Greystone
Mansion.

Public Works
 Completed design phase
and bid documents for
waterproofing and
improvements to the pool
house.
 Continued with
fire/life/safety upgrades at
the Mansion.
 Completed Bowling Alley
flooring restoration.
 Continued to implement
ADA improvements to site
and visitor experience
without negatively
impacting historic
character of Greystone.
 Completed testing phases
on mansion entry
woodwork restoration.
 Completed construction of
mansion Library space.
 Completed various minor
restorations at the
mansion and Greystone
site.

Public Works
 Continue with
fire/life/safety upgrades at
the Mansion.
 Continue with completing
minor restoration at the
mansion and Greystone
site.
13 Implement Department
Strategic Plan.

CS
 Continue to develop virtual
and modified in-person
onsite programs and
services for the community
to address needs during
 Continued virtual and
modified in-person onsite
programs and services for
the community to address
needs during reopening
 Continue transition back
to in-person onsite
programs and services as
conditions improve.

Page | 13
City of Beverly Hills
City Council Priorities
ITEM
#
TITLE/DESCRIPTION LEAD DEPARTMENT FY 2021/2022 DELIVERABLES FY 2021/2022

ACCOMPLISHMENTS
FY 2022/2023

PROPOSED DELIVERABLES
reopening phases and
reconstitution of CS
operations, facilities,
programs & services.
phases and reconstitution
of CS operations, facilities,
programs & services.
 Continue to provide virtual
and modified in-person
onsite programs and
services for the
community to address
needs during reopening
phases and reconstitution
of CS operations, facilities,
programs & services.
14 Renegotiate the Joint
Powers Agreement with
the BHUSD for Use of
School Facilities for City
Recreation and
Community Use.

CS
 Determine ongoing level of
Ambassador support for
the school sites.
 Completed assessment of
ongoing level of
Ambassador support
needed for the school
sites.
 Provide update on status
of the Joint Powers
Agreement (JPA),
highlighting progress
made on mutual items of
interest to the City
Council.

FINANCE
15 Comprehensive Review of
City’s Cash Flow. Develop
plans for City Council
review as it relates to Cash
Flow.

FIN
 Provide a proposed FY
2021-22 budget that
minimizes impacts to core
services and City Council
priorities.
 Presentation on Pension
Obligation Bonds, including
potential risks and benefits,
and actuarial analysis of
likelihood of success.
 Develop implementation
timeline for Management
 Prepared a fiscally
conservative operating
and capital improvement
project budget, which
reduced costs and
provided for core services.
 Implementation of
purchasing
recommendations
underway. Staff report to
be prepared Spring 2022
to provide an update to
the City Council.
 Update presentation on
Pension and OPEB
unfunded liabilities and
current amortization and
funding strategies, and
pension obligation bonds
(estimated Summer 2022).

Page | 14
City of Beverly Hills
City Council Priorities
ITEM
#
TITLE/DESCRIPTION LEAD DEPARTMENT FY 2021/2022 DELIVERABLES FY 2021/2022

ACCOMPLISHMENTS
FY 2022/2023

PROPOSED DELIVERABLES
Partners’ purchasing report
recommendations.

Continue research and
begin implementation on
commercialization of City
technologies and the
feasibility of offering
technology services to the
public.

IT
 Continue to expand eGov
offerings to public.
 Expand Just in Case BH
website functionality.
 Continue to revamp the
City’s intranet sites.
 Continue migration to the
cloud.
 Assist with upgrade of
City’s parking systems to
include various smart
capabilities.
 Ensure cyber security
remains a high priority for
the City.
 Work with Policy &
Management to begin
website redesign.
 Continued to expand eGov
offerings to public,
including integration of
new electronic plan check
into City’s permitting
system
 Automate permit
application process,
 Launch new asset
management modules
 Improve ‘online services’
on website
 Completed foundational
work for new Paley Center
 Expanded Just in Case BH
website functionality.
 Revamped key
components of the City’s
intranet site.
 Continued 0365 migration
to the cloud.
 Assisted with upgrade of
City’s parking systems to
include various smart
capabilities.
 Continue to expand eGov
offerings to public.
 Implement wide-range of
technology in support of
the Real Time Watch
Center
 Complete O365 migration
to the cloud.
 Complete upgrade of
City’s parking systems to
include various smart
capabilities.
 Ensure cyber security
remains a high priority for
the City.
 Continue to support Public
Safety expansion of CCTV /
ALPR programs in terms of
location, engineering,
networking, and system
management
 Support Policy &
Management in Website
redesign.
 Revamp the City’s intranet
sites.

Page | 15
City of Beverly Hills
City Council Priorities
ITEM
#
TITLE/DESCRIPTION LEAD DEPARTMENT FY 2021/2022 DELIVERABLES FY 2021/2022

ACCOMPLISHMENTS
FY 2022/2023

PROPOSED DELIVERABLES
 Expanded City’s cyber
security profile (reduced
trust zone, added filtering,
enhance intrusion
detection, hardened
security)
 Worked with Sunshine
Taskforce committee to
enhance key components
of City’s website (search,
property information, 2nd-
level navigation, etc.)
 Upgraded core network
services (DNS, DHCP,
Security)
 Spec’ed video production
equipment replacement
 Provide networking and
application support for
upgrade of City’s parking
systems to include various
smart capabilities.
 Ensure cyber security
remains a high priority for
the City.
 Upgrade video production
equipment

POLICY & MANAGEMENT
17 MOVED FROM CITY

AUDITOR
FY 2021/22 Annual Audit
Work Plan & Risk
Assessment
Initiate a risk assessment
process to identify
potential audits and to
establish an annual work
plan. The auditor should
solicit and consider City
Council and management
P&M
 Continue in-progress work
plan projects
 Utilize FY 2021/2022
budget data to create a risk
assessment model.
 Solicit City Council and
management input.
 Propose an annual work
plan to document planned
audit activity.
 Docket the work plan for
City Council approval.
 City Council directed staff
on June 24, 2022 to begin
the process to outsource
the City Auditor’s Office
 Submitted a Draft Request
for Proposal (RFP) to the
City Council Audit and
Finance Committee on
January 13, 2022 for
review.
 Released RFP on January
31, 2022 on Planet Bides
 Complete the onboarding
process for the firm
selected by the City
Council to provide
internal performance
audit services to the City
 Provide guidance to
selected firm for the
completion of a citywide
risk assessment which will
be presented to City
Council
Page | 16
City of Beverly Hills
City Council Priorities
ITEM
#
TITLE/DESCRIPTION LEAD DEPARTMENT FY 2021/2022 DELIVERABLES FY 2021/2022

ACCOMPLISHMENTS
FY 2022/2023

PROPOSED DELIVERABLES
input in formulating the
work plan.

Examine the future of the
Office of the City Auditor.
with an initial due date of
February 28, 2022. This
deadline was extended to
March 31, 2022.
 Assisted Finance in
reviewing the City’s
regulatory permit process
to see if there were ways
to make the approval
process for regulatory
permits faster
 Assisted P&M with
interviewing several City
departments including the
Police Department, Fire
Department, and
Community Services
regarding homelessness in
the City and discussed
services offered by their
respective departments
which address
homelessness.
 Under direction of P&M,
coordinated and
corresponded with the LA
County Department of
Mental Health (DMH)
regarding the
establishment of a MET
program in the City.
 Coordinate with the
selected firm and the City
Council the preparation of
an annual audit work plan
for FY 22/23
Page | 17
City of Beverly Hills
City Council Priorities
ITEM
#
TITLE/DESCRIPTION LEAD DEPARTMENT FY 2021/2022 DELIVERABLES FY 2021/2022

ACCOMPLISHMENTS
FY 2022/2023

PROPOSED DELIVERABLES
18 MOVED FROM CITY

AUDITOR
Trust & Innovation Portal
(TIP)
An online tool to provide a
means for City of Beverly
Hills employees and
residents to confidentially
report (1) alleged
improper activity involving
City operations, vendors,
and employees; and (2)
suggestions for improving
the efficiency and
effectiveness of City
operations.
 Investigate TIP improper
activity cases, and research
innovation suggestions
 Conduct outreach activities
to educate employees and
residents
 The TIP hotline was frozen
on 8/31/2021 until a new
auditing firm is selected by
the City Council.

Confidential information
collected from any
previous TIP cases are
held in confidence by the
City Attorney.
 TIP reopening to be
explored once a new
auditing firm is selected.
19 Property Acquisition and
Development. Work with
the Ad Hoc Committee to
identify and acquire
properties for parking,
open space and other civic
uses. Focus on the
Southeast as a priority.

P&M, PW
Policy & Management
 Evaluate options for future
use of 336 Foothill, 327-339
North Robertson and 1959
South La Cienega Boulevard
and identify necessary
funding sources.
 Develop an asset
management plan for
leased City properties in
accordance with goals
outlined in the Economic
Sustainability Plan and a
recently-completed real
estate program audit.

Policy & Management
 Evaluated potential uses
for 336 Foothill, 327-339
North Robertson and
1959 South LA Cienega as
part of the draft asset
management plan
 Developed a draft Asset
Management Plan for the
City’s Real Property in
accordance with goals
outlined in the Economic
Sustainability Plan and a
recently-completed real
estate program audit.

Policy & Management
 Present draft Asset
Management Plan for
City’s Real Property to City
Council for review and
discussion
 Proceed with developing
plans for various
properties as outlined in
the Asset Management
Plan
 Support Public Works in
identifying future well site
Page | 18
City of Beverly Hills
City Council Priorities
ITEM
#
TITLE/DESCRIPTION LEAD DEPARTMENT FY 2021/2022 DELIVERABLES FY 2021/2022

ACCOMPLISHMENTS
FY 2022/2023

PROPOSED DELIVERABLES
 Identify and evaluate
potential funding sources
to support new affordable
housing development on
City property.

Public Works
 Continue to support P&M’s
property acquisition and
development initiatives.
 Evaluated possible sites
for affordable housing
development on City
property and released
RFP
Public Works
 Continued to support
P&M’s property
acquisition and
development initiatives.
property in La Cienega
corridor
Public Works
 Continue to support
P&M’s property
acquisition and
development initiatives.
20 Small Business Task
Force. Attract a balance
of high-end, unique and
community serving small
businesses, and contract
with the Chamber of
Commerce to initiate
development of small
business support
programs.

P&M
 Continue regular Small
Business Task Force
meetings with the City
Council Liaisons
 Develop, present, and
implement
recommendations from the
Task Force to the City
Council regarding vacant
properties, leased
properties, and the
OpenBH program
 Continued regular Small
Business Task Force
meetings with the City
Council Liaisons
 Received feedback from
Task Force members
regarding the extension of
the OpenBH program and
the conversion of the
program to a long-term
model for restaurant
permit holders
 Continue regular Small
Business Task Force
meetings with the City
Council Liaisons
 Continue to work with
stakeholders for feedback
on the OpenBH
Subcommittee outreach
21 Business Attraction.

Recruit businesses that
are unique and exciting. P&M
 Actively work with the
Chamber of Commerce to
attract and recruit unique
businesses
 Completed the 2021 New
York Sales Mission
 Complete New York Sales
Mission and additional
targeted Sales Mission
Page | 19
City of Beverly Hills
City Council Priorities
ITEM
#
TITLE/DESCRIPTION LEAD DEPARTMENT FY 2021/2022 DELIVERABLES FY 2021/2022

ACCOMPLISHMENTS
FY 2022/2023

PROPOSED DELIVERABLES
22 Update City’s 5-Year
Economic Sustainability
Plan. The City’s existing 5-
year Economic
Sustainability Plan has
come to term. This
initiative provides staffing
and funding to develop a
new 5-year plan with
input from key
stakeholders and
strategies to address the
impacts of long-term
construction projects and
regional competition to
ensure Beverly Hills stays
competitive as a visitor
and business destination.

P&M, CD, CS, FIN, PW
Policy & Management
 Present City Council
Subcommittees’ changes to
the ESP and obtain Council
approval of overall plan to
begin implementation.

Policy & Management
 Staff began providing
updates to the City
Council every four months
on progress made on the
2021 Economic
Sustainability Plan
(ESP)approved by the City
Council
Public Works
 Initiate the Climate Action
and Adaptation Plan
(CAAP), which falls under
the sustainability portion
of the ESP. The CAAP is a
long-term policy and
planning document that
would achieve carbon
neutrality by 2045 and
adopt resiliency policies
and strategies
Policy & Management
 Continue implementation
of 2021 Economic
Sustainability Plan and
provide updates every
four month to the City
Council on progress
Public Works
 Complete the Climate
Action and Adaptation
Plan (CAAP)
23 Strengthening and
Expanding Smoking
Regulations. Continue to
strengthen and expand
current smoking
regulations. Provide
education and outreach to
the public.

P&M, CD, CS, PD
Policy & Management
 Continue promoting
smoking cessation
programs and local
partnerships, refresh any
signage as needed
Policy & Management
 Continued promoting
smoking cessation
programs and local
partnerships, refresh any
signage as needed
 Provided regular updates
to the Health & Safety
Commission
Policy & Management
 Continue promoting
smoking cessation
programs and local
partnerships, refresh any
signage as needed
 Continue to participate
regionally in strengthening
Page | 20
City of Beverly Hills
City Council Priorities
ITEM
#
TITLE/DESCRIPTION LEAD DEPARTMENT FY 2021/2022 DELIVERABLES FY 2021/2022

ACCOMPLISHMENTS
FY 2022/2023

PROPOSED DELIVERABLES
 Attended meetings with
LA County and the City of
Manhattan Beach to
discuss how the
implementation of the
prohibition of tobacco
sales was going
 Provided letters to new
businesses on the City’s
smoking and tobacco
regulations
 Coordinated the
development and
installation of new “No
smoking” sidewalk stamps
 Provided information to
other jurisdictions
interested in
implementing similar
tobacco retail ordinances
to what the City has in
place
Public Works
• Over 70 additional signs
added in the Business
Triangle
and expanding smoking
regulations
 Continue to advocate for
and support efforts
regionally and statewide
to prohibit the sale of
tobacco and tobacco
related products
 Continue to monitor and
apply for grants which
funds smoking cessation
programs
Page | 21
City of Beverly Hills
City Council Priorities
ITEM
#
TITLE/DESCRIPTION LEAD DEPARTMENT FY 2021/2022 DELIVERABLES FY 2021/2022

ACCOMPLISHMENTS
FY 2022/2023

PROPOSED DELIVERABLES
24 Create Evening Activities
in Business Triangle.

Develop programs that
encourage Beverly Hills
businesses to stay open
later.

P&M, CD, CS, Fire, PD,
PW
Policy & Management
 Continue promoting BH
virtual activities for FY
21/22.
 Continue securing media
placements that promote
BH as a healthy city and
tourist destination.
 Continue the OpenBH
program providing a safe
COVID compliant solution
for businesses to expand
operations outdoors.
 Continue the evaluation of
long term outdoor parklets
for dining as part of the
OpenBH program.

Community Services
 Vet an array of designs for
empty storefronts with
various stakeholders such
as City Council Liaison,
representatives from City
Commissions, Next Beverly
Hills Committee, and art
professionals.
 Collaborate with United
Talent Agency on a copresentation of the Beyond
Policy & Management
 Continued promoting BH
virtual activities that
occurred including live
broadcast of events such
as the Holiday Lighting
Celebration
 Worked with Partners
such as the CVB and RDC
in securing media
placements that promote
BH as a healthy city and
tourist destination
 Continued issuing permits
for the OpenBH program
providing a safe COVID
compliant solution for
businesses to expand
operations outdoors
 Began discussions to
convert OpenBH outdoor
dining participants to a
long-term program
 Outdoor dining and
parklets in particular
created an increased
vibrancy and late night
dinner patrons
Policy & Management
 Continue live broadcast of
events such as the Holiday
Lighting Celebration.
 Work with Partners such
as the CVB and RDC to
secure media placements
that promote BH as a
healthy city and a safe
destination that is open
for visitors
 Continue issuing permits
for the OpenBH program
until the new long term
program is in place for
parklets and extended
dining
Community Services
 Continue to support the
Arts & Culture
Commission, Human
Relations Commission and
Next Beverly Hills
Committee on copresentation of Visions of
the Future art exhibition
throughout FY 21/22,
activating empty
storefronts with eyecatching art installations in
Page | 22
City of Beverly Hills
City Council Priorities
ITEM
#
TITLE/DESCRIPTION LEAD DEPARTMENT FY 2021/2022 DELIVERABLES FY 2021/2022

ACCOMPLISHMENTS
FY 2022/2023

PROPOSED DELIVERABLES
2021 Exhibition in summer
of 2021.

Fire
 Continue to support
evening programming and
events.

Public Works
 Continue supporting
Summer, Holiday, and
other special event
programming.
 Recruit Associate PM for
project management in
business triangle.

Community Services
 Continued work with the
Arts & Culture
Commission, Human
Relations Commission and
Next Beverly Hills
Committee on copresentation of Visions of
the Future art exhibition
throughout FY 21/22,
activating empty
storefronts with eyecatching art installations in
the Business Triangle.

Worked with the City’s
Arts & Culture
Commission, Hudson Bay
Co., Saks and the Marc
Selwyn Gallery to present
a special art installation of
William Wegman’s video
work in February and
March 2022 in the old
Barney’s / new Saks Fifth
Avenue windows
Public Works
 Continued to support
Summer, Holiday, and
other special event
programming.

Beverly Hills Business
Districts
 Continue to support roll
out and implementation
“Art Now Beverly Hills”
vinyl cling program for the
business community to
help activate empty
storefronts with an array
of vibrant color from
select designs
 Work with the City’s Arts
& Culture Commission on
2 nd year “Call for Designs”
for vinyl cling program.

Public Works
 Continue supporting
Summer, Holiday, and
other special event
programming.
 Complete Guidelines for
site regulatory and design
standards for permanent
parklets at Business
Triangle
Page | 23
City of Beverly Hills
City Council Priorities
ITEM
#
TITLE/DESCRIPTION LEAD DEPARTMENT FY 2021/2022 DELIVERABLES FY 2021/2022

ACCOMPLISHMENTS
FY 2022/2023

PROPOSED DELIVERABLES
 Completed recruitment
for Associate PM for
project management in
business triangle.
 Initiated planning for
permanent Parklet
Program
25 **RECOMMENDED FOR
REMOVAL**
Strategic Planning
Committee – merge with
Southeast Taskforce to
focus on Wilshire and La
Cienega.

P&M, CD, CS, PW
 Reconstitute the Strategic
Planning Committee and
have it separate from the
Southeast Task Force
 This Committee sunset in
2020
 Recommend for removal
from priority list
26 Lease of City/Parking
Authority Assets. Lease
vacant City/Parking
Authority tenant spaces at
fair market value.

P&M
 Lease vacant office spaces
or renew expiring office
spaces/leases at 331
Foothill, 439 North Canon,
239 South Beverly, 9400
South Santa Monica
 Lease vacant restaurant
space at 235 North Canon
 Lease vacant restaurant
space at 445 North Canon
 Perform landlord
improvements, develop
demising plan options and
lease 430 North Camden
restaurant space
 With recent new leases
and renewals, the City’s
property is nearly fully
leased
 Leased 40,000 square feet
of office space at 331
Foothill Road to UTA,
backfilling most of
Participant Media’s former
premises
 Leased vacant restaurant
space at 235 North Canon
to Tommy’s Beverly Hills
 Leased vacant restaurant
space at 445 North Canon
to Negroni
 Lease 239 South Beverly
vacant office space
 Lease 439 North Canon,
Suite 2220 vacant office
space
 Lease 331 Foothill
remaining vacant suites
150 and 170
 Negotiate renewals or
new leases for the
following leased spaces
expiring during FY
2022/2023
o 439 North Canon,
Suite 300
o 447 North Canon
Page | 24
City of Beverly Hills
City Council Priorities
ITEM
#
TITLE/DESCRIPTION LEAD DEPARTMENT FY 2021/2022 DELIVERABLES FY 2021/2022

ACCOMPLISHMENTS
FY 2022/2023

PROPOSED DELIVERABLES
 Lease and/or renew
upcoming lease expiration
at 438 North Beverly.
 Leased vacant restaurant
space at 430 North
Camden to Marea and
commenced design work
for landlord
improvements
 Leased vacant retail space
at 311 North Crescent to
Lukaro
 Renewed lease with
Google at 331 Foothill
 Renewed lease at 438
North Beverly with Crate
& Barrel
 Extended lease at 221
North Crescent with
Whole Foods
 Extended lease at La
Cienega Tennis Center
with Beverly Hills Tennis
o 9400 South Santa
Monica, Suite 102
o 9400 South Santa
Monica, Suite 300
o 9680 South Santa
Monica
o 463 North Bedford
o 331 Foothill, Suite
100
o 357 North Rodeo
27 **RECOMMENDED FOR
REMOVAL**
Automate Workflow for
Internal Review of
Agenda, Staff, and
Commission Reports.

Improve and streamline
internal City process for
reviewing and publishing
City Council and
Commission reports.

P&M, CC, IT
 Staff will continue to
explore ways to improve
and streamline the City
processes for reviewing and
publishing City Council and
Commission reports.
 Continued to explore
opportunities for
improving and
streamlining the City
process for reviewing and
publishing City Council and
Commission reports.
 This has been completed
and staff is recommending
the City Council remove
this as a priority.

Page | 25
City of Beverly Hills
City Council Priorities
ITEM
#
TITLE/DESCRIPTION LEAD DEPARTMENT FY 2021/2022 DELIVERABLES FY 2021/2022

ACCOMPLISHMENTS
FY 2022/2023

PROPOSED DELIVERABLES
28 Promote the City.

P&M, IT
Policy & Management
 Revisit ‘welcome back’ or
‘reopening’ campaign for
FY 21/22.
 Promote City Hall
reopening to public and its
safety protocols.
 Continue to increase social
media engagement on each
of its City platforms.
 Continue to position BH as
a leader in health and
safety with Mayor
interviews.
 Redesign the City’s website
for ease of use.

Policy & Management
 Worked with the CVB on
seasonal campaigns to
promote the City and
welcome visitors.
 Partnered with Human
Resources Department on
the creation of new
electronic monthly
employee newsletter “The
Staff Report”.
 RFP for new City website
issued in March 2022 and
contract to be awarded
Spring 2022.
 City’s increased social
media engagement
continues with Instagram
followers growing to
25,000.
 Implemented Mayor’s
podcasts featuring
community leaders and
information.
 With the Community
Services Department,
supported the Mayor’s
Policy & Management
 Debut City’s newly
designed website with
enhanced community
engagement capabilities.
 Continue implementation
of City’s Strategic
Communications Plan.
 Support and promote
Mayoral initiatives.
 With the Police
Department, work to
promote public safety,
department initiatives and
strengthen
communication with the
public.
 Work collaboratively with
the City’s partners of the
CVB, RDC, and Chamber to
promote the City as a safe
destination that is open
for business.

Page | 26
City of Beverly Hills
City Council Priorities
ITEM
#
TITLE/DESCRIPTION LEAD DEPARTMENT FY 2021/2022 DELIVERABLES FY 2021/2022

ACCOMPLISHMENTS
FY 2022/2023

PROPOSED DELIVERABLES
IT
 Assist P&M with website
redesign
Wellness Wednesday
initiative with promotion.
 Managed ongoing and
proactive relations with
local, regional, national
and international media
outlets.

IT
 Supported P&M in
website redesign
process including
issuance of a RFP in
March 2022.

IT
 Assist P&M with website
redesign
29 Study the Creation of a
City Operated Health
Department
 Work with Consultant to
develop a report on
creating a City operated
Health Department and
what the City’s various
options are.
 Researched State law
regarding municipal health
departments and process
and qualifications for
approval
 Obtained proposals and
pricing for consultants to
perform analysis
 Clarified scope of work
with Council
 Perform health analysis
based on Council direction
 Implement Council
direction related to Health
Services
30 Explore how the City may
Create an Office for a City
Prosecutor
P&M
 Staff will continue to
explore the creation of an
Office for a City Prosecutor.
 At the City
Council meeting on
January 4th, the Council
authorized retaining the
existing City Prosecutor to
prosecute State law
misdemeanors
 The District Attorney must
authorize the prosecution
of State law
misdemeanors. The City
Attorney’s Office
anticipates having an
answer from the District
Attorney in this fiscal year
Page | 27
City of Beverly Hills
City Council Priorities
ITEM
#
TITLE/DESCRIPTION LEAD DEPARTMENT FY 2021/2022 DELIVERABLES FY 2021/2022

ACCOMPLISHMENTS
FY 2022/2023

PROPOSED DELIVERABLES

PUBLIC SAFETY
31 Public Safety. Continue to
strengthen the ability of
Police, Fire and
Emergency Management
to prevent and respond to
incidents and
emergencies. Work plans
to include: Police facility
upgrades, Implement a
data driven policing
model; implementation of
the Fire Department’s
strategic plan; continue
partnership with the UCLA
Health System on the
Mobile Stroke Unit;
complete the international
fire accreditation process;
continue collaboration
with Centers for Medicare
& Medicaid Services in
establishing claims
process for patients under
the Nurse Practitioner
Program; and work with
the community to reduce
potential hazards in the
PD/FD/
P&M/PW
Fire
 Complete new
recruitment process for
five (5) new entry-level
firefighters, along with
coordinating background
investigations, medical,
and behavioral screening.
 Train and complete
probationary period for
five (5) firefighters.
 Continue working on the
delivery for a new
paramedic ambulance.
 Develop Captain and
Engineer promotional
examinations.
 Develop and train six (6)
members to make up a
Live Fire Cadre for
departmental live fire
training.
 Research and identify the
training, staffing and
equipment needs for both
a robust Rapid Extraction
Module Support (REMS)
Deployment Model, as
well as a California
Fire
 Completed recruitment of
one (1) firefighter with
paramedic certification as
of April 1, 2022. Expect to
recruit five (5) firefighters
with paramedic
certification by end of FY
21/22.
 Captain promotional exam
completed this fiscal year
 Engineer exam expected
to take place in Spring
2022
 Preparations for Live Fire
Cadre training are in
progress after delays due
to COVID
 Completed research and
identified the training,
staffing, and equipment
needs for a robust Rapid
Extraction Module
Support (REMS)
Deployment Model
 Developed and
implemented virtual
refreshers for Community
Emergency Response
Fire
 Complete recruitment
process for three (3) new
firefighters with
paramedic certification,
along with coordinating
background investigations,
medical, and behavioral
screening
 Train and complete
probationary period for
newly hired firefighters
 Continue with the
institution of the
Paramedic Subscription
pilot program
 Develop and train six (6)
members to make up a
Live Fire Cadre for
departmental live fire
training
 Continue research and
identify training, staffing,
and equipment needs for
the California Regional
Urban Search and Rescue
Task Force
Page | 28
City of Beverly Hills
City Council Priorities
ITEM
#
TITLE/DESCRIPTION LEAD DEPARTMENT FY 2021/2022 DELIVERABLES FY 2021/2022

ACCOMPLISHMENTS
FY 2022/2023

PROPOSED DELIVERABLES
Very High Fire Hazard
Severity Zone (VHFHSZ )
properties; update City’s
Emergency Operations
Plan, Create MOU’s for
care and shelter of
residents; and stockpiling
of resources; Coordinate
the City’s overall COVID19 pandemic response,
update the City’s Hazard
Mitigation Plan, and
stockpile emergency
supplies.

Regional Urban Search
and Rescue Task Force.
 Complete an audit of all
properties in the Very
High Fire Hazard Severity
Zone (VHFHSZ).
 Develop and implement
virtual refreshers for
Community Emergency
Response Team (CERT),
Disaster Assistance
Response Team (DART),
Business Emergency
Response Team (BERT),
and Stop the Bleed.
 Evaluate the Red Flag No
Parking restriction
program and update, as
needed.
 Upgrade station alerting
system for all three fire
stations.
 Work with Planning to
develop a system to track
and implement the
requirements of the Fuel
Modification Ordinance.
 Develop a system to track
and enforce codes related
to medical gas in multiunit occupancies.

Team (CERT), Disaster
Assistance Response Team
(DART), Business
Emergency Response
Team (BERT), and Stop the
Bleed
 Researched and accepted
the California Office of
Emergency Services (OES)
Type-6 Fire Engine
 Explored expanding care
provided by EMTs,
paramedics, and nurse
practitioners to include flu
shots
IT
 Completed phase I public
safety radio replacement.

Engineered 9100 Wilshire
receiver site
 Created space and
provided infrastructure in
support of alternate
dispatch location
 Completed phase I of
wireless data modem
replacement
 Supported RIPA launch
 Provided technology
support to
 Continue to develop a
system to track and
enforce codes related to
medical gas in multi-unit
occupancies
 Continue and complete
upgrade of the station
alerting system for all
three fire stations
 Continue with the
international accreditation
process
 Continue overseeing the
Health and Safety
Commission
 Continue developing the
JUST IN CASE BH Program.
 Work with I.T. and Fleet
Services in the
implementation of the
front-facing camera
recording system and
upgrading Opticom
devices with GPS
technology on emergency
apparatus
 Develop and implement a
Public Education/Outreach
social media program in
Page | 29
City of Beverly Hills
City Council Priorities
ITEM
#
TITLE/DESCRIPTION LEAD DEPARTMENT FY 2021/2022 DELIVERABLES FY 2021/2022

ACCOMPLISHMENTS
FY 2022/2023

PROPOSED DELIVERABLES
 Continue with the
international accreditation
process.
 Research possible
acceptance of the
California Office of
Emergency Services (OES)
Type-6 Fire Engine.
 Continue overseeing the
Health and Safety
Commission.
 Continue developing the
JUST IN CASE BH Program.
 Explore expanding care
provided by EMTs,
paramedics, and nurse
practitioners to include flu
shots.

IT
 Replace end-of-life mobile
and portable radios.
 Implement secondary
dispatch center.
 Upgrade wireless data
modems.
 Support new CAD
integrations including
RIPA.
implementation of
eCitation / collision
reporting systems for PD
 Implemented upgrade to
PD accident investigation
software
 Supported IT and 911
infrastructure as part of
electrical upgrades within
PD facility
 Engineered and developed
integration plan for Fire
station toning upgrade
 Supported 911 call logging
upgrade
 Supported expansion of
ALPR program
Police
 Police personnel
participated in the City’s
DIB committee.

Department policies
were updated to reflect
best practices and
comply with new state
mandates
 Studied the feasibility of
a civilian response unit
for non-violent calls for
consultation with Policy &
Management
 Attract, develop, and
retain a diverse workforce
than can ensure worldclass services are provided
to our community
 Modernize department
technology to make the
department more
effective and efficient in
the field, and to better
serve our community
 Implement First Watch
software to capture and
provide data to the
department and assist
with accreditation
requirements.
 Use available resources
and future innovations to
improve our outreach,
maintain relevance,
provide information, and
receive feedback from the
community
 Survey possible funding
partnership for the Nurse
Page | 30
City of Beverly Hills
City Council Priorities
ITEM
#
TITLE/DESCRIPTION LEAD DEPARTMENT FY 2021/2022 DELIVERABLES FY 2021/2022

ACCOMPLISHMENTS
FY 2022/2023

PROPOSED DELIVERABLES
 Support implementation
of vehicle management
system.
 Enhance MCC wireless.
communications.
 Upgrade training
management system.

Police
 Continue the Police and
Social Justice Reform
efforts based on the City’s
racial equality agenda to
include participation on
the City’s Diversity,
Inclusion and Belonging
committee.
 Study the feasibility of a
Civilian Response Unit for
response to non-violent
Calls for Service that
involve our vulnerable
community.
 Formulation of a Business
District Team under the
Geographical Policing
Model.
 Formation and
deployment of a diverse
recruiting committee
focusing on nonservice that involve our
vulnerable community
 Formed a diverse
recruiting team to focus
on creative recruiting
methods. Received a
Council awarded budget
of $100K for
recruitment purposes.
 Reduced crime in
calendar year 2021,
compared to calendar
year 2020.
 Hired 11 Police Officers,
one Communications
Manager, two
Communications
Dispatchers and one
Parking Enforcement
Dispatcher as of March
31, 2022
 Completed RIPA and
NIBIRS
implementations.
 Implemented new
processes in partnership
with Finance to
centralize purchasing
Practitioner Program with
local healthcare facilities
 Develop a data
mechanism for identifying
and targeting specific
behaviors and audiences,
in relation to
demographics, incidents,
and public education
counts
 Continue working on the
delivery for a new
paramedic ambulance
 Evaluate the Red Flag No
Parking restriction
program and update as
needed
 Work with Planning to
develop a system to track
and implement the
requirements of the Fuel
Modification Ordinance
 Pursue a comprehensive
annual medical exam that
meets the standards for
firefighting
 Establish written COOP
plans in the event of a loss
of fire department
Page | 31
City of Beverly Hills
City Council Priorities
ITEM
#
TITLE/DESCRIPTION LEAD DEPARTMENT FY 2021/2022 DELIVERABLES FY 2021/2022

ACCOMPLISHMENTS
FY 2022/2023

PROPOSED DELIVERABLES
traditional recruiting
methods.
 Lower overall crime by 20
percent.
 Hire 20 Police Officers and
5 Communications
Dispatchers.
 Implement the Racial and
Identity Profiling Act
(RIPA) and the National
Incident Based Reporting
System (NIBRS).
 Implement a digital
training solution for
department training
manuals and procedures.
 Work in partnership with
Finance to centralize
purchasing.
 Implement a security
assessment for the entire
City campus.
 Implement a Unmanned
Aircraft System (e.g.
drone) program to
enhance public safety.

Policy & Management
• Update the City’s Hazard
Mitigation Plan.
 Implemented an
unmanned aircraft
system (drone) program
to enhance public safety
Policy & Management
• Completed WebEOC
incident management
software upgrades.
• Completed American Red
Cross shelter
recertification for City
shelters and evacuation
sites
• Continued to work with
SoCal Edison regarding
adverse weather
mitigation plans
 Led multi-departmental
Wildfire Evacuation and
Community Alerting Public
Outreach efforts.
• Explored various
emergency management
technologies to enhance
response and recovery
abilities
 Continued to lead and
coordinate the City’s
overall COVID-19
pandemic response
equipment and/or
facilities
 Enhance the department’s
training division to provide
ample opportunity for
career development,
operational readiness, and
increased safety for all
personnel
 Complete the process
protecting the evacuation
routes in the VHFHSZ by
reducing the fuel load
IT
 Provide technology
support in build out of
RTWC
 Implement Operational
software to integrate
cameras, ALPR,
analytics, and other
alerting into RTWC
software offering
 Locate, engineer,
network, and manage
next phase of CCTV
camera deployments
 Launched expanded
ALPR program
Page | 32
City of Beverly Hills
City Council Priorities
ITEM
#
TITLE/DESCRIPTION LEAD DEPARTMENT FY 2021/2022 DELIVERABLES FY 2021/2022

ACCOMPLISHMENTS
FY 2022/2023

PROPOSED DELIVERABLES
• Complete WebEOC incident
management software
upgrades.
• Complete American Red
Cross shelter recertification
for City shelters and
evacuation sites.
• Continue to work with
SoCal Edison regarding
adverse weather mitigation
plans.
• Rebrand the City’s
emergency alerts and
warning program.
• Explore various emergency
management technologies
to enhance response and
recovery abilities.

Public Works
 Continue to support BHPD,
BHFD and Emergency
Management during events
or emergencies.
 Contract with debris
removal and monitoring
firms.
 Conduct mass debris event
tabletop exercise.
 Work collaboratively with
BHPD on ALPR technology
Public Works
 Continued to support
BHPD, BHFD and
Emergency Management
during events or
emergencies.
 Supported the Fire
Department in addressing
potential hazards in the
VHFHSZ.
 Installed approximately
300 signs to indicate
evacuation routes and Red
Flag Day No Parking.
 Provided training to Public
Works staff in the
Department Operations
Center (DOC).
 Completed HVAC
upgrades at Fire
Headquarters
 Completed upgrades to
Hot Water System at
Police Facility
 Completed feasibility
study for Emergency
Outdoor Warning Siren
System. Specifications will
be ready for bidding late
spring 2022
 Launch public safety
applications including
audio logging, traffic
collision reporting, fire
station toning, etc.
 Upgrade receiver site as
part of ICI system
enhancement
 Replace end-of-life
handheld and mobile
radios
 Spec’ing and upfitting
public safety vehicles
Police
 Implement a co-model
mental health response
team in partnership with
the LA County Department
of Mental Health and the
City’s Community Services
Department
 Continue to recruit and
hire qualified applicants
for sworn and civilian
positions. Increase
recruitment and hiring
efforts of sworn female
personnel
Page | 33
City of Beverly Hills
City Council Priorities
ITEM
#
TITLE/DESCRIPTION LEAD DEPARTMENT FY 2021/2022 DELIVERABLES FY 2021/2022

ACCOMPLISHMENTS
FY 2022/2023

PROPOSED DELIVERABLES
implementation for parking
control system.
 Completed bidding and
started construction for
installation of station alert
system at 3 fire facilities
Community Services
 Implementation of early
morning Ranger Patrols
in Beverly Gardens Park
 Implementation of
Ranger Bike Patrol
program
 Successfully supported
three COVID-19 Vaccine
clinics at Roxbury Park
Community Center
 Continue utilizing human
and technological
resources to combat crime
 Implement Phase 1 of a
new Real Time Watch
Center (RTWC)
 Create an intelligence led
policing effort for the
RTWC. Expand the
Criminal Intelligence Unit
 Initiate routine live
monitoring of City CCTV
cameras
 Add 16 automated license
plate reader sites placed
in strategic locations in
the City
 Implement Live 911
 Implement BHPD Alert, an
improved community
communications and
messaging system
 Expand the utilization of
the drone program
 Begin staffing and
operational planning for
the upcoming Metro
expansion
Page | 34
City of Beverly Hills
City Council Priorities
ITEM
#
TITLE/DESCRIPTION LEAD DEPARTMENT FY 2021/2022 DELIVERABLES FY 2021/2022

ACCOMPLISHMENTS
FY 2022/2023

PROPOSED DELIVERABLES
 Increase civilian staffing to
support police operations
and provide more
succession opportunities
for civilian staff.

Policy & Management
• Update the City’s Hazard
Mitigation Plan
• Rebrand the City’s
emergency alerts and
warning program
 Build out additional
Standing Emergency
Management Mutual Aid
Agreements
 Expand local business
emergency management
and resilience planning
 Develop a citywide postdisaster repopulation plan.
• Explore various
emergency management
technologies to enhance
response and recovery
abilities
 Continue to lead and
coordinate the City’s
overall COVID-19
pandemic response
Page | 35
City of Beverly Hills
City Council Priorities
ITEM
#
TITLE/DESCRIPTION LEAD DEPARTMENT FY 2021/2022 DELIVERABLES FY 2021/2022

ACCOMPLISHMENTS
FY 2022/2023

PROPOSED DELIVERABLES
Public Works
 Continue to support
BHPD, BHFD and
Emergency Management
during events or
emergencies
 Complete miscellaneous
upgrades at Police Facility
including Dispatch Suite
Improvements, Men’s
Locker and Shower Areas
 Complete replacement of
UPS system at Police
facility
 Complete installation of
Station Alert System at all
3 Fire Stations
 Complete construction of
minor improvements at
Fire stations #2 & #3
 Complete upgrades to
Police facility Fire Alarm
System
 Bid and construct Outdoor
Warning Siren System
 Conduct mass debris
event tabletop exercise
Page | 36
City of Beverly Hills
City Council Priorities
ITEM
#
TITLE/DESCRIPTION LEAD DEPARTMENT FY 2021/2022 DELIVERABLES FY 2021/2022

ACCOMPLISHMENTS
FY 2022/2023

PROPOSED DELIVERABLES

PUBLIC WORKS
32 Moved from Policy &
Management – Title
Change Recommended by
Staff – Previously was
“Improve City’s “3-1-1”
System”
Centralized Customer
Relations. Create
bidirectional
communication with
citizens.

PW, P&M
 Continue to support
implementation of P&M’s
centralized customer
relations program and callcenter.
 Work with P&M and IT to
onboard Finance and
Community services.
 Award contract and begin
implementation of a
comprehensive CRM
system for Centralized
Customer Relations.
 Hired and trained
Customer Relations
Coordinators and
Customer Service
Representatives to
support the new program.
 Completed onboarding of
the following departments
to the City’s new
Centralized Customer
Relations (CCR) program:

City Clerk 1000 line,
Community Development
and Finance.
 Released RFP and
reviewed proposals for
CRM system.
 Updated content on City
websites.
 Onboard Community
Services Department and
Police and Fire nonemergency calls
 Implement new CRM
system.
 Develop marketing and
outreach campaign for
City’s new Centralized
Customer Relations (CCR)
program.
 Support Policy and
Management on the City
website redesign with
relation to the Centralized
Customer Relations
division.
33 MOVED FROM IT
Autonomous Vehicles.

Implement a vehicle
program that includes
long-term goals of
addressing ‘first and last
mile’ issues and increasing
mobility within the City.

As envisioned, the
program would involve a
PW, IT, PD, Fire, P&M,
Public Works
 Award and begin
construction of Phase 2
Citywide Traffic Signal
Upgrades.

Public Works
 Complete construction of
Phase 1 Citywide Traffic
Signal Upgrades
 Complete planning and
design of Phase 2 Citywide
Traffic Signal Upgrades
 Adopted a wider lane line
standard for lane keep
driver assist systems.

Public Works
 Begin construction of
Phase 2 Citywide Traffic
Signal Upgrades
Page | 37
City of Beverly Hills
City Council Priorities
ITEM
#
TITLE/DESCRIPTION LEAD DEPARTMENT FY 2021/2022 DELIVERABLES FY 2021/2022

ACCOMPLISHMENTS
FY 2022/2023

PROPOSED DELIVERABLES
fleet of City-operated
autonomous vehicles that
would provide ondemand, point-to-point
mobility to members of
the public.
34 Community Video
Security. Expand the City’s
existing Closed Circuit
Television Camera (CCTV)
program and Automated
License Plate Recognition
(ALPR) into residential
areas.

PW, IT, PD
Public Works
 Fiber install at 9100
Wilshire.
 Continue to support Public
Safety in its endeavor to
increase CCTV coverage
throughout the City by
installing CCTV at select
controlled intersections.

IT
 Replace end-of-life CCTV /
ALPR cameras, complete
updates to the CCTV / ALPR
management applications.
 Leverage existing FTTP
network for camera
expansion in residential
areas.
 Expand BHUSD camera
infrastructure as
construction continues.

Public Works
 Maintained, repaired and
replaced over 200
cameras.

IT
 Located and engineered
next phase of priority
camera deployment ~100
cameras.
 Deployed additional
BHUSC CCTV cameras.
 Supported roll-out of next
phase of ALPR sensors.
 Upgraded VMS, and A/Ibased video analytic
system.
 Located and engineered
FTTP-based CCTV camera
deployment.

Public Works
 Continue maintenance
and repairs of existing
CCTV network.
 Coordinate with IT on
utilizing FTTP network for
CCTV.

IT
 Deploy FTTP-based
CCTV cameras
prioritizing replacement
of wireless cameras for
utilization elsewhere.
 Locate and engineer
phase II of priority
camera deployment.
 Expand video analytics
in support of RTWC
 Expand back-end
.system compute and
storage infrastructure
Page | 38
City of Beverly Hills
City Council Priorities
ITEM
#
TITLE/DESCRIPTION LEAD DEPARTMENT FY 2021/2022 DELIVERABLES FY 2021/2022

ACCOMPLISHMENTS
FY 2022/2023

PROPOSED DELIVERABLES
 Support BHUSD in the
expansion of their
camera system.
35 La Cienega Regional
Treatment Facility. Work
with the cities of Los
Angeles and West
Hollywood to develop and
build a regional
stormwater facility for the
3 cities, as identified in the
Enhanced Watershed
Management Plan
(EWMP).

PW
 Project funding will be
submitted to Measure W
Regional Program for
funding and to identify
additional project partners
to support funding.
 Project schedule is
contingent on the park
master plan completion
36 Water Enterprise Plan.

Implement the plan,
which includes short, mid
and long-range plans for
the City’s water system
which will need to be
implemented to ensure
continued system
reliability.

PW, FIN, P&M
 La Cienega well-1 to be
completed in FY 2021/22.
 Well equipping is in
progress and is anticipated
to be completed late CY
2021.
 Foothill Water Treatment
Plant (WTP) remains on
schedule. Anticipated
completion September
2021.
 La Cienega Well-1 to be
completed in CY 2022.
 Foothill Water Treatment
Plant (WTP) completed
construction permitted for
operation in March 2022.
 Completion of water main
replacement project on
Loma Vista and San
Ysidro.
 Continue to identify water
main replacement
projects to complete.
 Continue to pursue
development of two
additional wells in the La
Brea sub basin.

Page | 39
City of Beverly Hills
City Council Priorities
ITEM
#
TITLE/DESCRIPTION LEAD DEPARTMENT FY 2021/2022 DELIVERABLES FY 2021/2022

ACCOMPLISHMENTS
FY 2022/2023

PROPOSED DELIVERABLES
37 Subway Coordination.

Oversee Metro
construction activity and
coordinate outreach,
marketing and overall
planning efforts for area
surrounding future
station.

PW, CD, P&M, ALL
Public Works
 Continue support of
construction in Section 1
and Section 2 and
enforcement of MOA
provisions.
 Continue ongoing outreach
to community and business
stakeholders.
 Finalize the RFP for the
North Portal Design and
select a consultant for the
Design of the North Portal.
 Complete streetscape plan
and design standards for
Wilshire and La Cienega
Boulevards and begin
design as part of Metro
street restoration
(ConnectBH).
 Continue support of
construction in Section 1
and Section 2 and
enforcement of MOA
provisions.
 Continue ongoing outreach
to community and business
stakeholders.
 Participate in Metro’s first
last mile study for Rodeo
station.

Public Works
 Supported construction in
Section 1 and Section 2
and enforcement of MOA
provisions.
 Engaged with community
and business stakeholders
 Released the RFP for the
North Portal Design and
selected a consultant.
 Completed streetscape
design standards for
Wilshire and La Cienega
Boulevards (ConnectBH).
 Participated in Metro’s
first last mile study for the
La Cienega station, which
was adopted by the Metro
board of directors (Study
for Rodeo station
completed in 2020).

Public Works
 Continue support of
construction in Section 1
and Section 2 and
enforcement of MOA
provisions.
 Continue ongoing
outreach to community
and business stakeholders.
 Use completed
streetscape design
standards to begin design
as part of Metro street
restoration (ConnectBH).
 Begin design of the North
Portal.
 Supplement Metro’s first
last mile studies as needed
Page | 40
City of Beverly Hills
City Council Priorities
ITEM
#
TITLE/DESCRIPTION LEAD DEPARTMENT FY 2021/2022 DELIVERABLES FY 2021/2022

ACCOMPLISHMENTS
FY 2022/2023

PROPOSED DELIVERABLES
 Supplement Metro’s first
last mile studies as needed.

Fire
 Continue participation in
Metro-related undertakings
and training to mitigate
potential risks and hazards
associated with the project.

Policy and Management
 Initiate Prop A Fund
Exchanges with other cities
and establish capital
reserve account to reduce
cost of North Portal Design
and Construction
Fire
 Participated in Metrorelated undertakings and
training to mitigate
potential risks and hazards
associated with the
project.

Policy and Management
 Completed Prop A Fund
exchange with La Habra
Heights and Rolling Hills.
 Initiated conversations
with other cities for Prop
A Fund Exchanges.

Fire
 Continue participation in
Metro-related
undertakings and training
to mitigate potential risks
and hazards associated
with the project.

Policy and Management
 Continue to initiate Prop A
Fund Exchanges with
other cities and establish
capital reserve account to
reduce cost of North
Portal Design and
Construction.
38 Reservoir Reconstruction
& Water Storage
Capacity. Evaluate
current emergency
storage and identify
projects to increase water
storage capacity.

Redevelop
decommissioned
Coldwater/Cabrillo
reservoir site for storage
of Potable and NonPW
 Consultant selection and
substantial completion of
Cabrillo Reservoir Design
in FY 21/22.
 Complete WTP upgrade,
which increases available
water capacity.
 Foothill Water Treatment
Plant (WTP) completed
construction permitted for
operation in March 2022
 Upgrades to three
reservoirs to include
Reservoir Management
Systems (RMS)
 Continue to evaluate
possible groundwater well
sites
 Evaluate Cabrillo Reservoir
Design options
Page | 41
City of Beverly Hills
City Council Priorities
ITEM
#
TITLE/DESCRIPTION LEAD DEPARTMENT FY 2021/2022 DELIVERABLES FY 2021/2022

ACCOMPLISHMENTS
FY 2022/2023

PROPOSED DELIVERABLES
Potable water and
evaluate purple pipe
distribution system.
39 Public Works Matrix
Audit. Implement Matrix
audit recommendations.

PW, FIN, IT
 Implement the following
Infor work order and asset
management system
modules, while continuing
to enhance and expand on
existing Public Works
modules:
o Street maintenance
o Centralized inventory
management
o Parks Maintenance
o Urban Forestry
 Continue overseeing the
implementation of the
Backflow Prevention
Program.

Continue water meter
testing.
 Implemented the
following Infor modules:
o Centralized inventory
management
 Continued to oversee
the implementation of
the Backflow Prevention
Program
 Continued water meter
testing
 Implement remaining
modules in phase 2.
 Contract for phase 3 which
includes, Street
Maintenance, Park
Operations, Urban
Forestry and Parking
Service
 Continue overseeing the
implementation of the
Backflow Prevention
Program
 Continue water meter
testing
40 Gateways. The final
remaining gateway at
Santa Monica/Doheny has
been designed. Project to
continue if property
becomes available.

PW, CS
 Project deferred as it is
dependent on property
acquisition and La Cienega
Park Master Plan
completion.
41 Separate Landscape
Metering. Require the
installation of a separate
PW
 Continue advancing the
separate landscape meter
program through the
 Limited work occurred on
landscape meters.
 Continue advancing the
separate landscape meter
program through the
implementation of an
Page | 42
City of Beverly Hills
City Council Priorities
ITEM
#
TITLE/DESCRIPTION LEAD DEPARTMENT FY 2021/2022 DELIVERABLES FY 2021/2022

ACCOMPLISHMENTS
FY 2022/2023

PROPOSED DELIVERABLES
landscape meter for all
existing properties.
implementation of an
Excessive Water Use policy.

Excessive Water Use
policy
 Development of
wastewater rates
structure
42 Public Works Space
Assessment. Assess
current and future
operational needs of the
Public Works Department.

PW
 Remove modular building
by 2022.
 Continue to reconfigure
the central warehouse
layout to address space
needs and limit access to
high value inventory.
 Removed modular
building at 342 Foothill
Road to increase space in
Public Works yard
 Reconfigured warehouse
space to increase space
and enhance security of
inventory
 Continue to enhance the
layout of the warehouse
and add secure storage in
and around Public Works
campus, as-needed
 Address the addition of
new functions and new
work schedules to support
future layout of Public
Works Facility
43 Rodeo Permanent Bistro
Seating.

Replace existing
temporary k-rails and site
furnishing into permanent
seating elements, improve
pedestrian safety along
Rodeo Drive, promote
sensible seating
opportunities, while
increasing community
interaction and aiding in
the support of local
businesses.

PW, P&M
 Project on hold  Project on hold  Project on hold
Page | 43
City of Beverly Hills
City Council Priorities
ITEM
#
TITLE/DESCRIPTION LEAD DEPARTMENT FY 2021/2022 DELIVERABLES FY 2021/2022

ACCOMPLISHMENTS
FY 2022/2023

PROPOSED DELIVERABLES
44 Urban Forest
Management Plan
(UFMP)
PW
Public Works
 Project completion is
anticipated in 2021 (add
detail).
 Public Works will continue
to work with and support
BHFD’s ongoing efforts to
implement the City
Council’s recommendations
related to the UFMP.

Implementation of the
policies related to UFMP
are (tentatively) due to
begin in 2021.

Public Works
 Completed draft UFMP
document
 Presented draft to
Commissions and City
Council
 City Council approved
UFMP on February 8,
2022.

Public Works
 Begin implementation
UFMP policies and action
items.
45 Higher Maintenance of
Streets and Sidewalk in
Business District. Provide
a higher level of
maintenance to the
streets and sidewalks
located in the Business
District including Rodeo
Drive, North Beverly Drive,
South Beverly Drive,
Canon Drive, and S. Santa
Monica Boulevard
PW
 Continue to conduct yearly
sidewalk condition survey
and identify any and all
defects and repair defects
as stated in policy
 Maintain and clean
sidewalks more frequently.
 Maintain infrastructure,
such as green paint on
street light poles, at a
higher level.
 Maintain parking structures
at a higher level.
 Maintain streets at a higher
level.
 Surveyed 147 miles of
sidewalk, including all of
the Business Triangle and
S. Beverly Drive. Mitigated
1,215 potential hazards,
including approximately
2,000 sidewalk cuts and
replacement of 10,000
square feet of sidewalk.
 Repainted all signal poles
(approx. 40) along South
Santa Monica between
Cañon and Linden
 Power washed parking
structures biannually
 Continue to conduct
yearly sidewalk condition
survey and identify any
and all defects and repair
defects as stated in policy
 Power wash parking
structures quarterly (more
frequently at some
locations depending on
conditions)
 Continue to maintain and
clean sidewalks more
frequent as possible
 Develop and implement
applicable standards set as
Page | 44
City of Beverly Hills
City Council Priorities
ITEM
#
TITLE/DESCRIPTION LEAD DEPARTMENT FY 2021/2022 DELIVERABLES FY 2021/2022

ACCOMPLISHMENTS
FY 2022/2023

PROPOSED DELIVERABLES
 Implement the
environmental
maintenance Infor asset
management and work
order modules to support
staff performing
maintenance work in the
Business District.
 Identify opportunities to
enhance the landscape and
appearance of sidewalks in
commercial areas.
(temporarily reduced
frequency due to COVID
staffing issues)
 Completed the
environmental
maintenance Infor asset
management and work
order modules to support
staff performing
maintenance work in the
Business District
part of Open BH
Guidelines to promote
higher level of
maintenance
46 Complete Streets Plan.

Prepare a City Mobility
Plan beginning with an
update of the Bicycle
Master Plan. (Former
Bicycle Master
Plan/Mobility Plan
included in FY 2016/2017
Priorities)
PW, CD
 Implement the first year of
the Complete Streets Plan
as approved by the City
Council.
• Implement the first year
of the Complete Streets
Plan as approved by the
City Council, including:
oInstall Roxbury Drive
Protected Bike Lane
Pilot Project
oStarted installation of
Minimum Grid Bicycle
Markings
oFinal design for
southbound San Vicente
Bike Lane
oConceptual design for
bike lanes on Spalding
Drive, North Beverly
Drive, and Doheny Drive
oApplied and awarded
Metro grant funding to
develop Clifton Way-Le
 Implement the second
year of the Complete
Streets Plan as approved
by the City Council.

Page | 45
City of Beverly Hills
City Council Priorities
ITEM
#
TITLE/DESCRIPTION LEAD DEPARTMENT FY 2021/2022 DELIVERABLES FY 2021/2022

ACCOMPLISHMENTS
FY 2022/2023

PROPOSED DELIVERABLES
Doux Road Bike
Boulevard Feasibility
Study, anticipated to
begin in spring 2022
oExpansion of bike racks
and bike corrals citywide
oApplied for CicLAvia
grant application with
West Hollywood and LA
oFinalized design for
grant-funded pedestrian
crossing enhancements
citywide
oDeveloped traffic
calming toolbox Public
Works
47 South Santa Monica. The
sidewalk configuration
and vehicular traffic
characteristics of the
south roadway of Santa
Monica Boulevard are not
pedestrian and bicycle
friendly and do not
emphasize the localserving aspects of the
street. This study would
develop potential
solutions to create a more
"complete street."

PW, CD, P&M
 Planning for South Santa
Monica Boulevard moved
to FY 24-25. This will allow
construction to commence
on South Santa Monica
Boulevard upon completion
of the construction of the
Metro Purple Line Subway
station at Wilshire and
Reeves.
 Planning for South Santa
Monica Boulevard moved
to FY 24-25. This will allow
construction to commence
on South Santa Monica
Boulevard upon
completion of the
construction of the Metro
Purple Line Subway
station at Wilshire and
Reeves.

Page | 46
City of Beverly Hills
City Council Priorities
ITEM
#
TITLE/DESCRIPTION LEAD DEPARTMENT FY 2021/2022 DELIVERABLES FY 2021/2022

ACCOMPLISHMENTS
FY 2022/2023

PROPOSED DELIVERABLES
48 *NEW – PROPOSED*
SB 1383 – Organics
Recycling & Recovery
Program. SB 1383 requires
reducing the amount of
organic waste, such as
foodwaste, from being
disposed in landfills and
emitting high levels of
greenhouse gas (GHG)
emissions.

PW
N/A  Adopted a food waste
recovery ordinance for
residential and
commercial sectors. This
includes distribution of
organics recycling
 Complete the rollout of
the program, including
food waste recovery
service for multifamily
properties in FY23.

Page | 47
City of Beverly Hills
City Council Priorities
Ongoing City Council Priorities
ITEM
#
TITLE/DESCRIPTION LEAD DEPARTMENT FY 2021/2022

DELIVERABLES
FY 2021/2022

ACCOMPLISHMENTS
FY 2022/2023

PROPOSED DEVIVERABLES

CITY CLERK
1 Sunshine Taskforce.

Purpose is to advance
greater transparency and
public involvement in
local government
operations. CC, P&M
 Continue hosting
meetings and carry out
Sunshine Taskforce
Initiatives.
 Continued hosting
meetings online, providing
highlights of each
meeting, and bringing
forth Sunshine Taskforce
Initiatives such as
revisions to the legislative
advocate form/ordinance
and the revocation
ordinance
 Continue hosting meetings
and bringing forth
Sunshine Taskforce
Initiatives
2 Anti-Voter Fraud
Initiative. Examine what
the City can do to provide
education and outreach to
create a collaborative
community 'watch dog'
approach to prevent voter
fraud.

CC, CAO, P&M
City Clerk
 Continue to coordinate
with Los Angeles County
to ensure that all
elections are secure.
 Continue to provide voter
education and outreach
for upcoming elections.

Policy & Management
 Continue to work with
City Clerk office to
communicate voter fraud
alerts.

City Clerk
 FY 21/22: Continued to
provide voter education
and outreach and to work
with Los Angeles County
to set up secure Voter
Drop Boxes and onsite
voting locations for the
September 14, 2021
Special Recall Election
and June 7, 2022
Municipal Election
Policy & Management
 Worked with City Clerk’s
Office to communicated
voter fraud alerts
City Clerk
 Continue to coordinate
with Los Angeles County
to ensure that all elections
are secure.
 Continue to provide voter
education and outreach
for upcoming elections, as
needed.

Policy & Management
 Continue to work with City
Clerk’s office to
communicate voter fraud
alerts
Page | 48
City of Beverly Hills
City Council Priorities
ITEM
#
TITLE/DESCRIPTION LEAD DEPARTMENT FY 2021/2022

DELIVERABLES
FY 2021/2022

ACCOMPLISHMENTS
FY 2022/2023

PROPOSED DEVIVERABLES

HUMAN RESOURCES
3 Advertise Employment
Opportunities Locally.

Ongoing outreach and
local advertisements of
job openings within the
City to stimulate interest
of residents to apply for
City positions.

HR
Human Resources
 Expand participation in
local city events, such as
the semi-annual Art
Show, Fall Funtastic at
the Farmer’s Market and
Woofstock.
 Explore additional
partnership opportunities
with local organizations
to promote job
opportunities with the
City.
 Continue to coordinate
“Hire Local”
advertisements in local
publications and at City
events.
 Continue partnership
with the City’s Cable
team and
Communications office in
the outreach efforts via
the City’s cable outlets
and social media
platforms.
(Continues next page)
 Attended the Fall
Beverly Hills Art Show
for the first time to
advertise City
employment
opportunities. Other
live events were not
held this year due to
ongoing COVID-19
restrictions. Continued
to advertise at the
Farmers Market.
 Continued to advertise
in Community Services
Quarterly Brochure
 Participated in Beverly
Hills High School Career
Day (Virtual)
 Worked with
Communications Team
to increase advertising
of recruitments on the
City’s social media
platforms (Instagram,
Facebook, LinkedIn)
 Continued to partner
with IT/Cable to
promote job
opportunities to the
 Continue to expand
participation in local city
events
 Continue to explore
partnership opportunities
with local business and
faith-based organizations
to promote job
opportunities with the City
 Continue to coordinate
“Hire Local”
advertisements in
community publications
and newsletters
 Continue partnership with
the City’s Cable Team and
Communications Team in
the outreach efforts via
the City’s cable outlets
and social media
platforms
 Participate in Team
Beverly Hills once it
resumes
Policy & Management
 Continue posting jobs on
City LinkedIn and social
Page | 49
City of Beverly Hills
City Council Priorities
ITEM
#
TITLE/DESCRIPTION LEAD DEPARTMENT FY 2021/2022

DELIVERABLES
FY 2021/2022

ACCOMPLISHMENTS
FY 2022/2023

PROPOSED DEVIVERABLES
Policy & Management
 Continue posting jobs on
City LinkedIn and social
media pages when
applicable.
 Continue Employee
newsletter
communications with
messages/updates from
City Manager.
local community via BH
Cable Channel 35 and
parking garage CCTV
screens; expanded
promotion to include
both general
recruitment & police
officer recruitment
media pages when
applicable
 Continue Employee
newsletter communications
with messages/updates
from City Manager

POLICY & MANAGEMENT
4 Legislative Efforts.

P&M
 Continue to advocate for
local control and develop
regional approaches for
solutions to issues.
 Work cohesively with
other local, regional, and
state jurisdictions to
ensure City’s voice is
heard on important
legislative matters.
 Continue to pursue an
initiative to protect local
control.
 Continue to monitor state
and federal legislation for
COVID-19 related bills.
 Sent 59 letters of support,
oppose, support if
amended, oppose unless
amended, etc. for various
state and federal
legislation from July 1,
2021-December 31, 2021
 Conducted five City
Council Legislative / Lobby
Liaison meeting from July
1, 2021-March 31, 2022
 Attended meetings
virtually and in person
with Senator Allen,
Assemblymember Bloom,
and their staff to discuss
 Continue to advocate for
local control and develop
regional approaches for
solutions to issues
 Attend various meetings
with state and federal
representatives to
advocate for the City’s
legislative priorities
Page | 50
City of Beverly Hills
City Council Priorities
ITEM
#
TITLE/DESCRIPTION LEAD DEPARTMENT FY 2021/2022

DELIVERABLES
FY 2021/2022

ACCOMPLISHMENTS
FY 2022/2023

PROPOSED DEVIVERABLES
legislation important to
Beverly Hills
 Continued advocacy
efforts for local control
and brought a resolution
to the City Council in
support of a ballot
initiative to protect local
control
 Monitored and provided
information on federal
and state legislation
related to COVID-19.
 Provided representation
at the League of California
Cities to continue
advocating with other
jurisdictions on local
control.
5 **Staff Recommends this
Priority be Moved to
Ongoing Tasks**
Disabled Placard
Legislative Reform.

Pursue State legislation
that regulates the use of
disabled parking placards.

P&M, PD
 Continue to support
legislative reforms that
prevent misuse of
disabled placards.

 Monitored all state and
federal legislation around
reforms for the
prevention of the misuse
of disabled placards
 Continue to support
legislative reforms that
prevent misuse of disabled
placards
Page | 51
City of Beverly Hills
City Council Priorities
ITEM
#
TITLE/DESCRIPTION LEAD DEPARTMENT FY 2021/2022

DELIVERABLES
FY 2021/2022

ACCOMPLISHMENTS
FY 2022/2023

PROPOSED DEVIVERABLES

PUBLIC WORKS
6 Advance Capital
Investment in the City.

Continue to transfer funds
to the Capital
Improvement Program
budget to ensure ongoing
infrastructure
maintenance and
investment in opportunity
projects for the future.

PW
 Continue to work with
Policy and Management
and Finance to ensure
adequate funding for
capital projects.
 Reviewed proposed CIP
budget enhancement
requests.
 Worked with Policy and
Management and Finance
to ensure adequate
funding for capital
projects.
 Review proposed CIP
enhancement requests.
 Work with Policy and
Management and Finance
to ensure adequate
funding for capital projects.
7 Water Conservation
Program. Continue to
implement the City’s
water conservation
program.

PW
 New contract for Water
Utility Customer Portal
start date anticipated for
July 2021.
 Excessive Water Use
Policy going to Council.
 Award contract and
implement Meter Data
Management software.
 New contract for Water
Utility Customer Portal
and Meter Data
Management software.
 City Council adoption of a
drought ordinance
focused on enhanced
public outreach and
enforcement.
 Continue enhanced public
outreach and enforcement
per City Council drought
ordinance.

Attachment 3
Beverly Hills Vision Statements

1. Offers the highest quality of life achievable and maintains a unique and friendly character for residents, visitors, and neighbors

2. Is a world-class community, offering an extraordinary environment, activities, and events

3. Is known throughout the region, state and nation as a leading edge, innovative community in its government,
business, and technology programs

4. Is committed to being the safest city in America

5. Is known internationally for its alluring and distinctive hotels, retail stores, restaurants, and entertainment and headquarter businesses
Attachment 4

CITY OF BEVERLY HILLS

POLICY & MANAGEMENT

MEMORANDUM
TO: Mayor and the Members of the City Council
FROM: Nancy Hunt Coffey, Assistant City Manager
Cynthia Owens, Policy & Management Analyst
DATE: April 7, 2022
SUBJECT: City Council Priorities Setting Exercise
ATTACHMENTS: 1. FY 2021-22 Final City Council Priorities

2. Proposed FY 2022-23 City Council Priorities with Accomplishments for FY 2021-22

3. City’s Vision Statements

4. FY 2022-23 COVID-19 Accomplishments

INTRODUCTION
City Council has historically developed a list of priorities each year to provide direction to staff and to facilitate the budget process. The April 26, 2022, City Council Priorities Setting Session will assist the City Council in determining budgeting priorities for the upcoming budget Study Sessions scheduled for May 2022. This memo is being transmitted to the City Council to provide background information on the current City Council Priorities in advance of the Agenda packet for the April 26, 2022 Study Session.

OVERVIEW
The FY 2021-22 City Council Priorities (Attachment 1) were adopted by City Council on June 24, 2021. In January 2022, staff began the process of gathering information and consolidating it into a City Council Priorities document for FY 2022-23.

At the April 26, 2022, City Council Priorities Setting Session, staff will provide a brief update to the City Council on the accomplishments for each City Council adopted Priority and the proposed deliverables for FY 2022-23 (Attachment 2). City Council will be able to comment on each priority, adjust the proposed deliverables, and affirm if the priority should remain as a City Council Priority for FY 2022-23.

The City Council will then be given an opportunity to introduce new priorities for FY 2022-23.

Should the City Council identify additional priorities, staff will return with any associated additional resources if necessary at a future City Council meeting. Additionally, staff requests that each Councilmember carefully consider what deliverables they would like to see achieved during the first twelve months so that it may be included in the final document.

DISCUSSION
The City Council has approved several overall policy documents and plans from which staff identifies initiatives to advance City Council goals. The City’s Vision Statements (Attachment 3) drives the formation of the City’s General Plan, Strategic Plan, City Council Priorities, and budget. These statements also assists staff in developing work plans and ongoing tasks to implement the plans and priorities.

Page 2 ends

Memo to the City Council
April 7, 2022
As the planning and budget process for FY 2022-23 moves forward, it is essential that staff is guided by a clear understanding of the City Council's priorities to form budget recommendations and work programs.

It is also important City Council understands the current workload that staff has in order to make reasonable decisions regarding current and new priorities, especially as the City Departments are operating near organizational capacity. Organizational capacity is defined as the combination of staff time, number of personnel, level of service, and funding available to conduct regular day to day operations and complete current priorities and tasks as well as to take on new initiatives. The Department’s work plans and a brief summary of the ongoing tasks for each Department will be included in the FY 2022-23 budget documents.

Since the adoption of FY 2021-22 City Council Priorities, the City Auditor retired and the City Council authorized a recruitment to begin for an external company to perform the duties assigned to the City Auditor’s Office. The Request for Proposal was release in January 2022 and had the deadline for submissions extended through March 31, 2022. As such, the City Priorities assigned to the City Auditor’s Office were moved to the Policy & Management Department.

Additionally, as the Public Works Department now oversees the City’s Centralized Customer Relations program (formerly the 3-1-1 system), this item was moved from the Policy & Management Department to Public Works.

April 26, 2022 Study Session
Staff is currently proposing to follow a similar format to the City Council Priorities setting session that occurred in April 2021. That format will consist of:

Step One – Review and Affirm City Council Priorities
The City Council priorities are grouped together by Department and are not listed from highest City Council priority to lowest. This modification was made at the request of City Council in 2018 so that a Department Head could present all of their priorities at one time to City Council. As the City is currently conducting a request for proposal for Internal Auditor services, the City Auditor’s adopted priorities have been consolidated under the Policy & Management Department.

Staff will provide an overview of what was accomplished in FY 2021-22 on current City Council initiatives and what the intended deliverables are for FY 2022-23 (Attachment 2).

City Council will be asked to affirm the current adopted priorities will remain priorities for the next fiscal year. City Council may choose to modify, minimize or remove any priority at this time.

These actions will require approval by a majority of the City Council.

During this process, staff will also propose new initiatives for the City Council to consider adopting for FY 2022-23. There are three proposed initiatives from City staff for the City Council to consider as shown below:
 Gale Yard Improvements. Identify desired future uses of the Gale staging yard site (Community Development)
 Means-tested Assistance Program for Tenants. Implement a means-tested tenant assistance program (Community Development)

Page 3 ends

Memo to the City Council
April 7, 2022
 SB 1383 – Organics Recycling & Recovery Program. SB 1383 requires reducing the amount of organic waste, such as foodwaste, from being disposed in landfills and emitting high levels of greenhouse gas (GHG) emissions (Public Works) After each item is presented by staff, each City Councilmember will have an opportunity to ask questions and provide comments on the priorities. A majority of the City Council will need to approve the elevation of the proposed initiative for it to become a City Council Priority.

Step Two - City Council Will Introduce Any New Priorities On April 5, the Mayor introduced a number of public safety initiatives including:
1) Implementation of BHPD Alert, an improved community communications and messaging system, to keep the informed and aware of police activity in Beverly Hills 2) Creation of a Real Time Watch Center for live monitoring of the 2,000 cameras installed across the City
3) Addition of 16 automated license plate reader sites placed in strategic locations in the City.
4) Implementation of Live 911, which will enable the City’s police officers to hear emergency calls live in the field as the incident is being reported to the City’s dispatch center.

These initiatives have been incorporated into the FY 2022-23 deliverables for the Public Safety section of the City Council Priorities under the Police Department. Specifically, they are listed as:
 Implement Phase 1 of a new Real Time Watch Center (RTWC)  Create an intelligence led policing effort for the RTWC. Expand the Criminal Intelligence Unit
 Initiate routine live monitoring of City CCTV cameras  Add 16 automated license plate reader sites placed in strategic locations in the City  Implement Live 911
 Implement BHPD Alert, an improved community communications and messaging system These deliverables do require concurrence by the City Council which may occur on Tuesday, April 12, 2022 or at the City Council Priority Setting Session scheduled for April 26, 2022.

On April 26, 2022, the Mayor and City Council will have an opportunity to present new initiatives for inclusion in the FY 2022-23 City Council Priorities. During the session, a description of the priority and the deliverables for FY 2022-23 will be developed with the City Council.

City Council will be asked to approve each new initiative for inclusion in the FY 2022-23 City Council Priorities list and affirm the new City Council Priorities list. This will require a majority vote of the City Council.

COVID-19 Accomplishments
In FY 20/21 and FY 21/22, City staff performed a variety of COVID-19 activities to assist the community with the COVID-19 pandemic. A summary of the COVID-19 Accomplishments for FY 21/22 has been included with this document (Attachment 4). COVID-19 activities by staff have been absorbed into day to day operational tasks and workloads as the pandemic is slowly shifting to becoming more endemic.

Page 4 ends

Memo to the City Council
April 7, 2022
This document is being shared for informational purposed only.

CONCLUSION
During the April 26, 2022, City Council Priorities Setting Session, the City Council will need to carefully consider all of the current and added priorities; examine them for relevancy; make decisions on whether to minimize or remove any existing priorities; and balance this with expanding any of the existing priorities or creating additional priorities. The FY 2020-21 City Council Priorities, Proposed FY 2022-23 City Council Priorities with Proposed Deliverables for next fiscal year, COVID-19 Accomplishments, and the City’s Vision Statements have been attached for your review to assist with understanding the major initiatives already under way in the City.

After the April 26, 2022, Study Session, staff will utilize the information obtained from the City Council to refine the proposed deliverables for FY 22/23. Additionally, for any new proposed City Council Priority that receives the support of a majority of the City Council staff will create a description of the new priority and the desired City Council outcome as well as develop a list of resources that are required to accomplish the priority. This will include an analysis of the time, funding, and personnel needed to accomplish the initiative given the capacity that each Department may or may not have available. If additional funding is needed to achieve the priority in the timeline identified by the City Council, a budget amendment will be brought back before City Council for consideration.

The Department Heads and City staff will attend the April 26, 2022, City Council Priorities Setting Session to present their Department’s accomplishments on the FY 2021-22 priorities and projects; deliverables for FY 2022-23 associated with these priorities and projects; provide clarification; and answer questions.

Attachment 5
COVID-19
Department Accomplishments FY 21-22
Since March 2020, the state of California, Los Angeles County, and the City of Beverly Hills have been under some form of a stay at home order due to COVID-19. The highly contagious virus has caused numerous changes in how businesses may operate and how people may interact in public. The City continues to coordinate with local, state and federal health officials in regards to COVID-19 and the services we provide to our community.

Each City Department has altered how services are provided to the public while maintaining customer service to our valued businesses and residents. The table below summarizes the various actions taken by City Departments during FY 2021-2022 pandemic. The Fire Department, Police Department, and Emergency Management have their items combined into one Public Safety overview.

DEPARTMENT
FY 2021-22

DELIVERABLES
FY 2021-22

ACCOMPLISHMENTS
City Auditor  Conduct research and
other analyses to inform
City decision-makers and
stakeholders on COVID-19
related impacts as
necessary and/or
requested
 City Council directed staff on June 24, 2021
to begin the process to outsource the City
Auditor’s Office, as such the research and
analysis was done as needed by each
Department.

City Clerk  Coordinate with Cable TV
to transition to hybrid
City Council meetings
from online meetings as
public health and safety
improves due to COVID19 protocols and
vaccinations.
 Evaluate and continue to
streamline electronic
processes for the City
Clerk’s office.
 Continued to coordinate with Cable TV on
hybrid City Council meetings as COVID-19
health order were still in place.
 Refined electronic processes such as
acceptance of appeals, preparing packets
for City Council meetings, processing
agreements, FPPC filings, Legislative
Advocate Forms, etc.
 Continued partnering with the Los Angeles
County Registrar’s Office to administer safe
environments for voters to submit their
ballots in the September 2021
Gubernatorial Recall Election and the June
2022 City of Beverly Hills Municipal
Election.

Community
Development
 Continue education and
outreach for Landlords
and Tenants to ensure
that they receive State
and Local remedies for
rent subsidies.
 Continue to work with
City Council on providing
 Conducted an RSO Basics and Update
training on November 10, 2021 which
included updates on Beverly Hills, state and
county ordinances related to COVID-19
renter protections. On December 8, 2021
conduced a training on the 2022 rent
registration process which also covered
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COVID-19
Department Accomplishments FY 20-21
Department Deliverables FY 21-22

DEPARTMENT
FY 2021-22

DELIVERABLES
FY 2021-22

ACCOMPLISHMENTS
remedies to Tenants for
rental subsidies.
 Continue electronic
process for all plan
review, planning and
permitting applications.
 Finish implementing new
“ProjectDox” software
upgrade to improve
customer service
experience through the
plan review process.
 Continue ongoing
educational outreach,
warnings, and
enforcement through the
issuance of citations as it
pertains to the State,
County’s Stay at Home
Order and the City’s
Urgency Ordinance to
ensure businesses adhere
to the safety protocols
with respect to the health
regulations for the
various types of
businesses in the City.
 Continue to administer
the OpenBH Program and
refine the approval and
inspection review
process.
 Monitor waiver of Open
Air Dining Sidewalk Lease
fees to ensure alignment
with any fees charged as
part of the OpenBH
Program; adjust fees as
needed.
relevant COVID-19 tenant protection
ordinances.
 Continued to receive and process rent
subsidy applications and provide rent
subsidy payments to landlords on behalf of
tenant’s outstanding rent in an effort to
stave off evictions. Approximately 100
households were assisted. A total of
$300,000 in rent subsidy payments was
made to eligible households.
 Conducted outreach to both landlords and
tenants to inform them on the state rental
assistance program housingiskey.com. A
total of 1,052 Beverly Hills households filed
applications with Housingiskey. A total of
697 applicants received an average rent
subsidy of $23,761 for a total rent subsidy
payment to Beverly Hills residents in the
total amount of $16,561,657.
 Continued to enforce the rent increase and
eviction moratorium requirements to ensure
that tenants are protected from eviction
during COVID-19.
 Staff continued processing planning
entitlement applications electronically.
 Continued answering zoning and planning
questions via new dedicated email inbox.
 Continued to provide planning assistance via
live-answered phone line.
 Planning staff continued to assist with the
implementation of OpenBH program.
 Staff worked with City Council Liaison to
develop long-term changes to open air
dining regulations in light of COVID-19 and
the OpenBH program.
 Staff successfully held all commission
meetings virtually, ensuring that public
participation and processing times were not
impacted by the move to virtual meetings.
 Staff continued to administer The OpenBH
Program, confirmed by City Council to
extend with no-cost special event permits
until December 31, 2022. The process has
been streamlined for businesses to receive
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COVID-19
Department Accomplishments FY 20-21
Department Deliverables FY 21-22

DEPARTMENT
FY 2021-22

DELIVERABLES
FY 2021-22

ACCOMPLISHMENTS
renewals every 90 days, and remains
an administrative review by staff.
 Fees continue to be waived for special event
permits utilized for OpenBH, and Open Air
Dining fees have remained equitable at nocost. Council is currently meeting in subcommittees to determine or confirm
fees, slated to begin earliest January 1,
2023.
 Continued to process all plan review and
permitting applications electronically with
the exception of projects with very small
scope of work which are being reviewed and
permitted in over-the-counter
appointments.
 The ProjectDox software upgrade was
completed and implemented at the
beginning of October of 2021. The new Eplan System has been deeply integrated with the CitySmart Permitting System. City
has enhanced the Email Notifications to
include Assigned Reviewer details, such as
their contact information. It will easily be
identified who the assigned Plan Reviewers
are and their contact details will be available
in the email notifications. City has also
enhanced Due Date Email Notifications for
Reviews. Payments Notification Emails for
Plan Review as well as Permit Payments
have been enhanced to utilize a workflow
automation process to provide efficiency
from City Staff's side. This process will
automate the process of creating reviews or
issuing permits once a payment is made. The
new software upgrade also provides
compatibility for application submittal and
review using Apple products.
 Community Preservation continued to
respond to complaints related to COVID-19
regulations at the local and County levels.

Additionally, complaints related to the more
typical concerns (e.g. animal, construction,
noise, zoning and business violations) have
approached more “normal” levels. As such,
in an effort to be more responsive to
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COVID-19
Department Accomplishments FY 20-21
Department Deliverables FY 21-22

DEPARTMENT
FY 2021-22

DELIVERABLES
FY 2021-22

ACCOMPLISHMENTS
complaints and provide higher visibility in
the community, the following actions have
been implemented and continued over this
period:
o Increased proactive commercial and
residential patrols (includes enforcement
of COVID-19 regulations and the Beverly
Hills Municipal Code)
o Increased proactive educational outreach
in commercial areas
o Continued public education pertaining to
businesses as it relates to COVID-19
regulations
 Continued enforcement and issuance of
citations to repeat offenders related to
COVID-19 (pertaining to City’s Urgency
Ordinance and the County’s Stay at Home
Orders) and other safety related violations
pertaining to the Beverly hills Municipal
Code
Community Services  Continue to develop
innovative virtual
programs and services for
the community.
 Continue to provide
virtual programming as
well as reintroduce inperson onsite
programming with new
safety protocols.
 Moved away from virtual programming and
started in-person programming for both
indoor and outdoor class offerings for youth
and adults.
 Daily senior programs returned with
continued safety precautions such as social
distancing, reduced room capacities and
face coverings.
 Preschool and youth childcare programs
(Adventure Camp) continued at park sites
and returned to district campuses.
 Outdoor picnic rentals were brought back
for all three-park locations (Roxbury, La
Cienega and Coldwater Canyon Parks).
 The bi-annual Beverly Hills Art Show was
held in-person in October 2021 with a
reduced footprint from four blocks and over
250 artists to 2 blocks and approximately
125 artists.
 Supported the Mayor’s Wellness Wednesday
health and fitness initiative with fun
activities by CS instructors and social groups
to support the community’s health and
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COVID-19
Department Accomplishments FY 20-21
Department Deliverables FY 21-22

DEPARTMENT
FY 2021-22

DELIVERABLES
FY 2021-22

ACCOMPLISHMENTS
wellness including Pickleball, Latin Sizzle,
Lawn Bowling, Yoga, Pilates, etc.
 Hosted a new family friendly holiday event,
Greystone Winter Garden, for over 400
youth and their families at Greystone with
festive holiday decorations, hands-on arts
and crafts, games, Winter Wonderland
photo opportunities and live caroling.
 Installed several important pieces of Public
Art including Ai Weiwei’s Iron Root,
Alexandra Nechita’s Love Anatomy and
supported the re-landscaping of Tom
Friedman’s Takeaway, and the refabrication
of the Yayoi Kusama’s Hymn of Life: Tulips to
be installed in Summer 2022.
 Supported the City’s Embrace & Celebrate
Culture Initiative on Arts & Culture special
projects including Sing for Hope Beverly Hills
a month-long celebration in collaboration
with the Wallis and Sing for Hope to fill the
City with unique custom designed pianos
and community based music making and live
performances.
 Art activations in storefronts in Beverly Hills
business district including the William
Wegman art installation in the former
Barney’s/ new Saks Fifth Avenue window
storefront in collaboration with the Arts &
Culture Commission, Hudson Bay and the
Marc Selwyn Gallery; and as part of the
Visions of Future exhibitions in collaboration
with the Arts & Culture Commission, Human
Relations Commission and Next Beverly Hills
Committee.
 Introduced the City’s first Artwalk – Guided
tours program as part of Frieze Week in
Beverly Hills in collaboration with the Arts &
Culture Commission and volunteer docents
from LACMA.

Finance  Continue to
monitor citywide
revenues and
expenditures and
provide regular
 Provided regular updates to the City Council
on the City’s financial status.
 Implemented electronic transient occupancy
tax payment and filing portal for hoteliers.
 Implemented electronic W-2 option for all
employees.
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COVID-19
Department Accomplishments FY 20-21
Department Deliverables FY 21-22

DEPARTMENT
FY 2021-22

DELIVERABLES
FY 2021-22

ACCOMPLISHMENTS
updates to the City
Council.
 Continue pandemic
related cost
recovery efforts
(federal and state).
 Continue to provide
all essential
services virtually
and in-person for
accounting and
financial reporting,
payroll, accounts
payable, business
tax, transient
occupancy tax, and
regulatory permits
administration and
collection, utility
billing and
collection, budget
administration and
preparation,
procurement
assistance and
compliance
reviews.
 Continue to provide
finance related
support to all
departments
virtually.
 Through cost recovery efforts, the City
received over $5.4 million to-date in FY2021-
22 for funds related to the American Rescue
Plan Act, California Water Arrearage
Program, and a payroll tax credit related to
administering the Emergency paid Sick Leave
Act.

Human Resources  Continue to work with
Emergency Management
in staffing the Personnel
Unit and Safety Officer
positions during EOC
activations.
 Identify ways to safely
provide employee
engagement events.
 Continue to utilize
technology to provide
seamless delivery of HR.
recruitment services,
 Worked with Emergency Management in
staffing the Personnel Unit and Safety Officer
positions during EOC activations as needed
and participated in weekly Pandemic
Emergency Operations Group meetings.
 Held several employee hybrid (in
person/virtual) engagement events
incorporating safer-at-work protocols,
including: Holiday Event, Innovations Day,
Summer BBQ.
 Provided virtual ergonomic assessments.
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COVID-19
Department Accomplishments FY 20-21
Department Deliverables FY 21-22

DEPARTMENT
FY 2021-22

DELIVERABLES
FY 2021-22

ACCOMPLISHMENTS
including testing,
interviewing, and
onboarding.
 Incorporate Safer at Work
COVID protocols into all
class specs, personnel
rules, and department
manuals.
 Work with City
Management regarding
the continuation of
telecommuting in some
form, where operationally
feasible.
 Continue to support and
collaborate with Public
Works on re-opening
protocols.
 Continue to manage and
update, as necessary,
COVID-related safety
protocols and procedures.
 Support departments and
employees in transition
from alternate work
assignments as City
begins to return to more
normal operations
 Continue collaboration
with Emergency
Management on vaccine
education and
communication to
employees regarding
vaccine eligibility and
post-symptom return-towork.
 Continued to offer virtual recruitment,
testing, interviewing, and onboarding
services.
 Implemented pre-recorded candidate
interviews, allowing for panelists to review
and provide feedback based on their
availability.
 Offered an employee and family member
health and wellness 8-week challenge.
 Conducted all-employee surveys related to
COVID vaccinations.
 Implemented vaccination requirements and
verification for all new hires.
 Assisted in notifying employees of upcoming
vaccination clinics and provided information
to employees related to vaccination booster
eligibility and scheduling.
 Worked with City Management to establish a
draft non-pandemic telework program for
further review and consideration.
 Collaborated with all City departments on
reopening protocols.
 As necessary, managed and updated COVIDrelated safety protocols and procedures as required by various state and local entities.
 Transitioned employees from alternate work
assignments to more normal operations.
 Provided on-going education and
communication to employees regarding
Safer at Work protocols.
 Continued to provide COVID case
management, including: access to testing,
contact tracing, and return-to-work
evaluations.
 Administered State Supplemental Paid Sick
Leave Program and worked with City
Management to establish and administer a
City Supplemental Paid Sick Leave program
upon expiration of the State program.
 Worked with City departments and City
Attorney’s Office to implement a vaccination
and testing requirement for City contractors
who perform services on site.
 Assembled and distributed PPE Safer at Work
kits to employees.
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COVID-19
Department Accomplishments FY 20-21
Department Deliverables FY 21-22

DEPARTMENT
FY 2021-22

DELIVERABLES
FY 2021-22

ACCOMPLISHMENTS
 Implemented the reporting and record
keeping required by Cal-OSHA emergency
temporary standards.
 Administered the process associated with
the Public Health vaccine requirement for
health care workers including the City’s
firefighter/paramedics.
 Submitted a claim with City’s property
insurance policy for business interruption
under the pandemic coverage sublimit.
 Offered mental health and wellness
programming services to employees.

IT  Continue supporting VPN
/ Remote Desktop
solutions.
 Continue supporting VPN
laptops, work from home
activities and devices.
 Continue Cable TV
support for remote City
Council, Commission, and
Liaison meetings.
 Continue Graphics / Print
Shop support for COVID /
Protests activities.
 Ensure the security of City
systems during remote /
onsite activities that have
given rise to new
opportunistic cyber
threats.
 Continued to support VPN / Remote Desktop
solutions.
 Continued to support VPN laptops, work from
home activities and devices.
 Continued Cable TV support for remote City
Council, Commission, and Liaison meetings.
 Continued Graphics / Print Shop support for
COVID / Protests activities.
 Ensured the security of City systems during
remote / onsite activities that have given rise
to new opportunistic cyber threats.

Policy &
Management
 Continue to assist
businesses with any CDC
guidelines regarding
reopening.
 Promote each vaccine tier
throughout 21/22 via
social media and
advertisements.
 Utilize Everbridge and
Nixle to amplify vaccine
message to community.
 Work closely with Risk
Management to ensure
City Hall safety protocols
 Utilized a multi-pronged approach to keep
businesses and community members
informed regarding CDC and LA County
Health Order guidelines related to reopening
through press releases, social media posts,
in-person outreach, Ever-Bridge, Nixle Alerts,
and email communication
 Oversaw the second year of the temporary
OpenBH program allowing businesses to
operate safely outside. Began meetings with
two ad hoc subcommittees to discuss the
long-term conversion of OpenBH restaurant
participants including establishing long-term
parklet standards and fees
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COVID-19
Department Accomplishments FY 20-21
Department Deliverables FY 21-22

DEPARTMENT
FY 2021-22

DELIVERABLES
FY 2021-22

ACCOMPLISHMENTS
and employee
communication are
consistent.
 Communicate reopening
messages to the public
via COVID-19 webpage
and social media.
 Continue to manage
COVID-19 Hotline
throughout vaccination
tiers.
 Work closely with CS to
ensure communications
regarding vaccinations
are reaching the most
vulnerable community.
 Continue to support the
OpenBH program.
 Support post-COVID
special events.
 Produced COVID-compliant hybrid special
events during the Fiscal Year such as the
Holiday Lighting Celebration and the Police
Chief installation that were both live
streamed and offered in person
 Provided multiple messages across various
media and social media platforms on the
updated COVID-19 requirements,
vaccination access, access to services for
seniors, reopening standards for businesses,
and the reopening of City Hall
 Promoted city and countywide vaccination
resources throughout the community,
resulting in an overall vaccination rate of
over 80% throughout the City of Beverly Hills
 Managed the COVID-19 Hotline which
provided information regarding testing,
vaccination, and reopening resources.
 Hosted a variety of COVID-19 vaccination
clinics for both community and staff
members
 Maintained an emergency supply stockpile of
COVID-19 personal protective equipment
(PPE) for the health and safety of all staff
 Managed the City’s Emergency Operations
Center activation in response to the ongoing
COVID-19 pandemic
 Monitored and provided updates on state
and federal COVID-19 funding and legislation
to other City staff, City Departments, and
City Council as appropriate
Public Safety Policy & Management
 Continue to lead the
activation of the City’s
Emergency Operations
Center for the duration of
the COVID-19 pandemic.
 Plan for the
demobilization of the
City’s Emergency
Operations Center and
overall pandemic
response.

Policy & Management
 Continue to provide oversight and lead the
activation of the City’s Emergency
Operations Center throughout the COVID-19
pandemic
 Began implementation of the reconstitution
of City Hall
 Completed CalOES and FEMA reports as
needed and will continue to complete After
Action Reports as required.
 Continued to obtain and replenish PPE
stockpile and sanitization supplies
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COVID-19
Department Accomplishments FY 20-21
Department Deliverables FY 21-22

DEPARTMENT
FY 2021-22

DELIVERABLES
FY 2021-22

ACCOMPLISHMENTS
 Complete City Hall and
City services
reconstitution.
 Complete CalOES and
FEMA After Action
Reports.
 Continue to stockpile PPE
and sanitation supplies.

Fire
 COVID-19 Vaccine Administration
a) Procured equipment for proper storage
and management of temperature
sensitive vaccines
b) Provided COVID vaccines and booster
vaccines to fire personnel on
September,2021 and on January and
February, 2022, respectively
c) Delivered CDC-required
education and training to front
line crew for vaccine
administration, in the case of
company-wide deployment to
assist with vaccine
administration
d) Provided ‘Homebound’ vaccinations via
Los Angeles County Department of
Health using Nurse Practitioner Rescue
Unit
e) Maintain standing / access to
i. Daily inventory entered into
Vaccine Finder
ii. PrepMod (State portal to register
patients and administer
vaccinations)
iii. Participated in daily, weekly, and
monthly county COVID19 informational meetings
 Developed and implemented COVID-19
Antigen Testing process for fire personnel
 Collaborated with Risk Management in
establishing employee tracing, return to
work, and exposure protocols
 Established alterations to transport units to
enhance protection of transmission for
patients and transporting crews
 Provided personal protective equipment
(PPE) to Fire personnel
 Procured updated equipment to thoroughly
disinfect patient care area and crew
quarters and to minimize spread and
aerosolization of SARS-co-V2 during high
risk procedures
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COVID-19
Department Accomplishments FY 20-21
Department Deliverables FY 21-22

DEPARTMENT
FY 2021-22

DELIVERABLES
FY 2021-22

ACCOMPLISHMENTS
 Implemented enhanced disinfection and
decontamination protocols in-house and
following each run
 Participated in County-Wide Quality
Improvement (QI) to evaluate crew
response to new infection control protocols
 Created dispatch and first responder
multilingual screening tools to assess for
patient risk of infection
 Continue to update and implement
changes to LA County EMS COVID-19
Treatment Response Protocols
 Continue to provide polymerase chain
reaction (PCR) testing for applicable patients
under the Nurse Practitioner Program
Public Works  Continue with cycling
Merv-13 filters
replacement at HVAC
units
 Continue with installation
of Bi-polar ion generators
at community centers and
assembly areas.
 Continue to identify and
implement ways to make
staff Safer at Work during
COVID.
 Continue to support the
City’s OpenBH Program
by reviewing Special
Event Permit plan
submittals and makes
recommendations related
to pedestrian and traffic
safety and physical
modifications that would
increase safety of the
public on streets and
other public right-of-way
areas.
 Continue to coordinate
the installation of parklets
throughout the City’s
business corridors with
 Continued with cycling Merv-13 filters
replacement at HVAC units, as needed.
 Continued installation of bi-polar ion
generators at community centers, library and
assembly areas.
 Continued to support the City’s OpenBH
Program by reviewing Special Event Permit
plan submittals and made recommendations
related to pedestrian and traffic safety and
physical modifications that would increase
safety of the public on streets and other
public right-of-way areas.
 Continued to coordinate the installation of
parklets throughout the City’s business
corridors with parklet builders to ensure
traffic control devices are installed prior to
allowing respective businesses to occupy
areas. The physical modifications include
(but are not limited to): installation of traffic
control devices (i.e., wheel stops, signage
and object markers, in-ground delineators,
etc.) and bike racks, removal of news racks,
and re-striping of streets.
 Provided support to the OpenBH Code
Changes and Fees and OpenBH Design and
Operating Standards Subcommittees.
 Installed elevator clings displaying COVID
safety messaging in City-owned parking
facilities.
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COVID-19
Department Accomplishments FY 20-21
Department Deliverables FY 21-22

DEPARTMENT
FY 2021-22

DELIVERABLES
FY 2021-22

ACCOMPLISHMENTS
parklet builders to ensure
traffic control devices are
installed prior to allowing
respective businesses to
occupy areas. The
physical modifications
include (but are not
limited to): installation of
traffic control devices
(i.e., wheel stops, signage
and object markers, inground delineators, etc.)
and bike racks, removal of
news racks, and restriping of streets.

Details on Signage from FY
20-21 Accomplishments
Sign Type A:

Safety Instruction for
entering a facility, placed at
building entrances and
high-traffic circulation
zones.

Sign Type B:

Safety Instruction elevator
cab door wrap, at all
parking garages.

Sign Type C:

Safety Instruction sign
stanchions at parking
facility driveway entrances.

Sign Type D:

Personal hygiene
maintenance reminder
signs at restrooms and staff
breakrooms, kitchens and
coffee areas.

Sign Type E:

Maintain 6’-0” social
distance, placed at high
 Continued to distribute and maintain hand
sanitizer stations at City-owned facilities and
parking structures.
 Supported the City Hall centralized
appointment efforts by taking calls and
making appointments for certain City Hall
services.
 Supported City Hall appointments by setting
up canopies for security and appointment
check-in and outdoor service assistance.
 Continued to update and post signage at City
facilities based on changing COVID
regulations.
 Continued to install plastic shielding at City
facilities, as-needed.
 Amended agreements to include the City’s
COVID and FEMA pandemic language.
 Stored and distributed personal protective
equipment including N/K95 face masks to
City staff.
 Tracked and submitted COVID related
expenses for FEMA reimbursement.
 Continued to clean and disinfect City-owned
facilities and vehicles to reduce the spread of
COVID-19.
 Continued to routinely disinfect park
benches, amenities and playground
equipment.
 Continued regular Safer at Work Committee
meetings to address any COVID related
issues and concerns from staff.
 Negotiated and contracted out support for
the Fleet Services Center parts room to
address loss of staff to the voluntary early
retirement incentive program.
 Continued staffing the EOC Public Works
Operations and Logistics sections in support
of the City’s pandemic mitigation and
response efforts.
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COVID-19
Department Accomplishments FY 20-21
Department Deliverables FY 21-22

DEPARTMENT
FY 2021-22

DELIVERABLES
FY 2021-22

ACCOMPLISHMENTS
traffic areas and large
common use rooms.

Sign Type F:

Instructions for contractors
and vendors entering City
facilities, placed at delivery
entrances.

Sign Type G:

Recommended occupancy
notice, placed at doors
leading into common use
staff rooms, assembly
areas, shared offices,
conference rooms and
lunchrooms, as well as
public and employee
shared restrooms.

Sign Type H:

Floor decals for prescribed
distance separation at
queuing lines as well as
elevator cab floors.

Sign Type J:
“Do not Use” sign placed at
gym equipment and other
facilities to practice social
distancing.

Beverly Hills City CouncilApril 26, 2022

Beverly Hills City Council
April 26, 2022