AGENDA REPORT
Meeting Date: June 14, 2022
Item Number:
To:
From:
E-6
Honorable Mayor and City Council
Cynthia Owens, Policy and Management Analyst
Subject: CITY COUNCIL PRIORITIES FOR FISCAL YEAR 2022-23 Attachments: 1. City Council Priorities Fiscal Year 2022-23
2. April 26, 2022 City Council Priorities Setting Session Report (Without Attachments)
3. May 24, 2022 City Council Agenda Report (Without Attachments)
RECOMMENDATION
Staff recommends the City Council approve the Fiscal Year 2022-2023 (“FY 22-23”) City Council Priorities (Attachment 1).
INTRODUCTION
This item provides the final, consolidated FY 22-23 City Council Priorities for City Council approval.
DISCUSSION
Each year, the City Council conducts a priority setting session in order to determine what the City’s priorities are for the upcoming fiscal year. This includes identifying what deliverables can be accomplished for each priority by the City’s departments. In general, the deliverables that are listed can be achieved within the proposed budget for the upcoming fiscal year.
On April 26, 2022, staff provided an overview of what was accomplished in FY 21-22 on the current City Council initiatives and what the intended deliverables are for FY 22-23 (Attachment 2). The City Council was able to ask questions of staff, suggest updates for the deliverables, and introduce new priorities.
On May 24, 2022, staff returned to the City Council to provide an overview of the items the City Council requested be included in the FY 22-23 priorities document (Attachment 3). The City Council approved the addition of the items presented and made some additional requests as shown below:
#9 – Short Term Rental Ordinance
Meeting Date: June 14, 2022
o Added the following deliverable: “Explore prohibiting the short term rental of a homeowner’s swimming pool”
#15 Collaborate with BHUSD
o Modified a deliverable to incorporate childhood education, day care, and toddler programs as follows: “Work with BHUSD on a joint venture for offering childhood education and/or preschool, including day care and toddler programs”
#16 Comprehensive Review of City’s Cash Flow
o Added the following deliverable: “Analyze the City’s bond capacity related to the City’s ability to fund capital improvement projects through bond measures and what the potential would be”
#23 Update the City’s 5-Year Economic Sustainability Plan o Add the following deliverable: “Provide a report to the City Council on the City’s electric vehicle (EV) charging program and what steps might the City take to assist with preparing multi-family homes and private individuals for installing EV charging stations”
#24 Strengthening and Expanding Smoking Regulations
o Added the following deliverable: “Explore updating the City’s Smoking Ordinance to potentially prohibit smoking while moving on a public right of way”
##28 Study the Creation of a City Operated Health Department o Added the following deliverable: “Provide a report to the City Council in order to discuss mental wellness programming”
#45 Complete Streets
o Added the following deliverable: “Evaluate implementing a City shuttle or transit system”
These requests have been incorporated into the City Council Priorities FY 22-23 document.
Overall, for FY 22-23 there are 47 City Council Priorities and 7 Ongoing City Council Priorities. Each Priority includes deliverables for FY 22-23.
FISCAL IMPACT
In general, staff has incorporated the deliverables associated with each priority into their Department budgets for FY 22-23. However, some priorities will be brought back to the City Council for approval when costs have been fully analyzed and are known.
Nancy Hunt Coffey,
Assistant City Manager
Approved By
Attachment 1
Page | 1
City of Beverly Hills
FY 2022-23
City Council Priorities
City of Beverly Hills
455 N. Rexford
Beverly Hills, CA 90210
June 14, 2022
Page | 2
Contents
City Council Priorities Adopted June 14, 2022 .............................................................................. 3 COMMUNITY DEVELOPMENT......................................................................................................... 3 COMMUNITY SERVICES................................................................................................................... 5 FINANCE .......................................................................................................................................... 7 INFORMATION TECHNOLOGY......................................................................................................... 8 POLICY & MANAGEMENT ............................................................................................................... 8 PUBLIC SAFETY .............................................................................................................................. 12 PUBLIC WORKS.............................................................................................................................. 16 Ongoing City Council Priorities.................................................................................................... 20 CITY CLERK..................................................................................................................................... 20 HUMAN RESOURCES ..................................................................................................................... 20 POLICY & MANAGEMENT ............................................................................................................. 21 PUBLIC WORKS.............................................................................................................................. 21 Page | 3
City of Beverly Hills
FY 2022-2023
City Council Priorities Adopted June 14, 2022
ITEM
#
TITLE/DESCRIPTION LEAD
DEPARTMENT
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
2 Southeast Task Force. Complete shortterm 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 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
Staff will continue to work with Rent
Stabilization Commission on further
recommendations to City Council for
amendments to the Rent Stabilization
Ordinance (RSO)
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
means-tested assistance program for
tenants
Provide quarterly reports to the City
Council which track the status of the City’s
rent stabilization program and provides
tenants as well as landlords with
information on their rights
Provide an annual report to the City Council
which includes information on:
o What the rent is for rent stabilized units
versus rental units allowed to go back
on the market
o Examines the divergence in rent
between rent stabilized units versus
units allowed to go back on the market
o Provides information on rental
vacancies
Page | 4
City of Beverly Hills
FY 2022-2023
ITEM
#
TITLE/DESCRIPTION LEAD
DEPARTMENT
FY 2022/2023
PROPOSED DELIVERABLES
4 Seismic Retrofit Program. Implement a
seismic retrofit program. CD
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
Install Golden Shields.
Consider minor procedural adjustments to
the Preservation Ordinance
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
Continue to assist Policy and Management
with the study of senior/affordable housing
on City owned properties
7 Gale Yard Improvements. Identify desired
future uses of the Gale staging yard site
CD, PW, P&M, PD
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
Present RFP results to City Council for
consideration
Develop a plan for a Police substation
8 Means-tested Assistance Program for
Tenants. Implement a means-tested
tenant assistance program.
CD
Continue implementation of the distribution
process for the allocated funds for the
means-tested assistance program for tenants.
9 Short Term Rental Ordinance. Increase
penalties for violation the City’s Short
Term Renal Ordinance CD
Bring forward a report to the City Council
with options to increase the penalties for
those properties that violate the City’s
short term rental policy.
Explore prohibiting the short term rental of
a homeowner’s swimming pool
Page | 5
City of Beverly Hills
FY 2022-2023
ITEM
#
TITLE/DESCRIPTION LEAD
DEPARTMENT
FY 2022/2023
PROPOSED DELIVERABLES
COMMUNITY SERVICES
10 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 FY22/23
Reexamine the Master Plan for La Cienega
Park and perform community outreach for
input
Public Works
La Cienega Community Center minor building
improvements
Providing infrastructure for portable
emergency generator
11 Open Space. Explore options to increase
the City's green space, including pocket
parks.
CS, PW
Community Services
Continue to explore opportunities to increase
City’s green space, including pocket parks
12 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 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 co-presentation 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
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)
Page | 6
City of Beverly Hills
FY 2022-2023
ITEM
#
TITLE/DESCRIPTION LEAD
DEPARTMENT
FY 2022/2023
PROPOSED DELIVERABLES
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 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 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
13 Implement Improvements at Greystone
Mansion and Gardens.
CS, PW
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
Page | 7
City of Beverly Hills
FY 2022-2023
ITEM
#
TITLE/DESCRIPTION LEAD
DEPARTMENT
FY 2022/2023
PROPOSED DELIVERABLES
Begin five-year plan for Greystone Centennial
Celebration in 2028
Public Works
Continue with fire/life/safety upgrades at the
Mansion
Continue with completing minor restoration
at the mansion and Greystone site
14 Implement Department Strategic Plan.
CS
Continue transition back to in-person onsite
programs and services as conditions improve
Continue to provide virtual and modified inperson onsite programs and services for the community to address needs during
reopening phases and reconstitution of CS
operations, facilities, programs & services
15 Collaborate with the BHUSD.
CS
Provide update on status of the Joint Powers
Agreement (JPA), highlighting progress made
on mutual items of interest to the City
Council
Work with BHUSD on a joint venture for
offering childhood education and/or
preschool, including day care and toddler
programs
Explore opportunities for offering free
preschool
Explore expanding the City’s relationship with
BHUSD
FINANCE
16 Comprehensive Review of City’s Cash
Flow. Develop plans for City Council
review as it relates to Cash Flow.
FIN
Provide an update on Pension and OPEB
unfunded liabilities and current amortization
and funding strategies, and pension
obligation bonds (estimated Summer 2022)
Provide an evaluation on how the City is
handling its unfunded pension liabilities
including if there are strategies that can be
implemented to better address the unfunded
liability than what the state is imposing on
the City
Analyze the City’s bond capacity related to
the City’s ability to fund capital improvement
projects through bond measures and what
the potential would be
Page | 8
City of Beverly Hills
FY 2022-2023
ITEM
#
TITLE/DESCRIPTION LEAD
DEPARTMENT
FY 2022/2023
PROPOSED DELIVERABLES
INFORMATION TECHNOLOGY
17 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
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
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
18 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 input in formulating the
work plan.
City Auditor,
P&M
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
Coordinate with the selected firm and the
City Council the preparation of an annual
audit work plan for FY 22/23
19 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
City Auditor,
P&M
TIP reopening to be explored once a new
auditing firm is selected.
Page | 9
City of Beverly Hills
FY 2022-2023
ITEM
#
TITLE/DESCRIPTION LEAD
DEPARTMENT
FY 2022/2023
PROPOSED DELIVERABLES
efficiency and effectiveness of City
operations.
20 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
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 property in La Cienega corridor
Public Works
Continue to support P&M’s property
acquisition and development initiatives.
21 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
Continue to work with stakeholders for
feedback on the OpenBH Subcommittee
outreach
22 Business Attraction. Recruit businesses
that are unique and exciting. P&M
Complete New York Sales Mission and
additional targeted Sales Mission
23 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
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)
Provide a report to the City Council on the
City’s electric vehicle (EV) charging program
and what steps might the City take to assist
with preparing multi-family homes and
private individuals for installing EV charging
stations
24 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
Page | 10
City of Beverly Hills
FY 2022-2023
ITEM
#
TITLE/DESCRIPTION LEAD
DEPARTMENT
FY 2022/2023
PROPOSED DELIVERABLES
Continue to participate regionally in
strengthening 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
Explore updating the City’s Smoking
Ordinance to potentially prohibit smoking
while moving on a public right of way
25 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 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 eye-catching art
installations in 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 2nd year “Call for Designs” for
vinyl cling program
Public Works
Continue supporting Summer, Holiday, and
other special event programming
Page | 11
City of Beverly Hills
FY 2022-2023
ITEM
#
TITLE/DESCRIPTION LEAD
DEPARTMENT
FY 2022/2023
PROPOSED DELIVERABLES
Complete Guidelines for site regulatory and
design standards for permanent parklets at
Business Triangle
26 Lease of City/Parking Authority Assets.
Lease vacant City/Parking Authority tenant
spaces at fair market value.
P&M
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
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 Promote the City.
P&M, IT
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
Create new recurring festivals and events,
including arts and culture focused events
IT
Assist P&M with website redesign
Page | 12
City of Beverly Hills
FY 2022-2023
ITEM
#
TITLE/DESCRIPTION LEAD
DEPARTMENT
FY 2022/2023
PROPOSED DELIVERABLES
28 Study the Creation of a City Operated
Health Department
Perform health analysis based on Council
direction
Implement Council direction related to
Health Services
Provide a report to the City Council in order
to discuss mental wellness programming
29 Explore how the City may Create an
Office for a City Prosecutor
P&M, CS, Fire, PD
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
PUBLIC SAFETY
30 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
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.
PD/FD/
P&M/PW
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
Continue to develop a system to track and
enforce codes related to medical gas in multiunit 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.
Page | 13
City of Beverly Hills
FY 2022-2023
ITEM
#
TITLE/DESCRIPTION LEAD
DEPARTMENT
FY 2022/2023
PROPOSED DELIVERABLES
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
consultation with Policy & Management
Attract, develop, and retain a diverse
workforce than can ensure world-class
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 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
Page | 14
City of Beverly Hills
FY 2022-2023
ITEM
#
TITLE/DESCRIPTION LEAD
DEPARTMENT
FY 2022/2023
PROPOSED DELIVERABLES
Establish written COOP plans in the event of a
loss of fire department 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
Expand Nurse Practitioner Program
Explore expanding the stroke mobile to have
a full time presence in the City
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
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 | 15
City of Beverly Hills
FY 2022-2023
ITEM
#
TITLE/DESCRIPTION LEAD
DEPARTMENT
FY 2022/2023
PROPOSED DELIVERABLES
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
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 post-disaster 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
Public Works
Continue to support BHPD, BHFD and
Emergency Management during events or
emergencies
Complete miscellaneous upgrades at Police
Facility including Dispatch Suite
Page | 16
City of Beverly Hills
FY 2022-2023
ITEM
#
TITLE/DESCRIPTION LEAD
DEPARTMENT
FY 2022/2023
PROPOSED DELIVERABLES
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
PUBLIC WORKS
31 Centralized Customer Relations. Create
bidirectional communication with citizens.
PW, P&M
Onboard Community Services Department
and Police and Fire non-emergency 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.
32 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-to-point mobility to
members of the public.
PW, IT, PD, Fire,
P&M,
Public Works
Begin construction of Phase 2 Citywide Traffic
Signal Upgrades
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
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.
Page | 17
City of Beverly Hills
FY 2022-2023
ITEM
#
TITLE/DESCRIPTION LEAD
DEPARTMENT
FY 2022/2023
PROPOSED DELIVERABLES
Locate and engineer phase II of priority
camera deployment.
Expand video analytics in support of RTWC
Expand back-end .system compute and
storage infrastructure
Support BHUSD in the expansion of their
camera system.
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 schedule is contingent on the park
master plan completion
35 Water Enterprise Plan. Implement the
plan, which includes short, mid and longrange plans for the City’s water system which will need to be implemented to
ensure continued system reliability.
PW, FIN, P&M
Continue to identify water main replacement
projects to complete.
Continue to pursue development of two
additional wells in the La Brea sub basin.
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.
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
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.
Page | 18
City of Beverly Hills
FY 2022-2023
ITEM
#
TITLE/DESCRIPTION LEAD
DEPARTMENT
FY 2022/2023
PROPOSED DELIVERABLES
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
Upgrades to three reservoirs to include
Reservoir Management Systems (RMS)
Continue to evaluate possible groundwater
well sites
Evaluate Cabrillo Reservoir Design options
38 Public Works Matrix Audit. Implement
Matrix audit recommendations.
PW, FIN, IT
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
39 Gateways. The final remaining gateway at
Santa Monica/Doheny has been designed.
Project to continue if property becomes
available.
PW, CS
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
Development of wastewater rates structure
41 Public Works Space Assessment. Assess
current and future operational needs of
the Public Works Department.
PW
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
42 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
43 Urban Forest Management Plan (UFMP)
PW
Public Works
Begin implementation UFMP policies and
action items.
Page | 19
City of Beverly Hills
FY 2022-2023
ITEM
#
TITLE/DESCRIPTION LEAD
DEPARTMENT
FY 2022/2023
PROPOSED DELIVERABLES
44 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
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 part of Open BH Guidelines to promote
higher level of maintenance
45 Complete Streets Plan. Prepare a City
Mobility Plan beginning with an update of
the Bicycle Master Plan. PW, CD
Implement the second year of the Complete
Streets Plan as approved by the City Council.
Evaluate implementing a City shuttle or
transit system
46 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."
PW, CD, P&M
47 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
Complete the rollout of the program,
including food waste recovery service for
multifamily properties in FY23.
Page | 20
City of Beverly Hills
FY 2022-2023
Ongoing City Council Priorities
ITEM
#
TITLE/DESCRIPTION LEAD
DEPARTMENT
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 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, as needed.
Policy & Management
Continue to work with City Clerk’s 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.
HR
Continue to expand participation in local city
events
Continue to explore partnership
opportunities with local business and faithbased 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 media pages when applicable
Continue Employee newsletter
communications with messages/updates
from City Manager
Page | 21
City of Beverly Hills
FY 2022-2023
ITEM
#
TITLE/DESCRIPTION LEAD
DEPARTMENT
FY 2022/2023
PROPOSED DEVIVERABLES
POLICY & MANAGEMENT
4 Legislative Efforts.
P&M
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
5 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
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
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
Continue enhanced public outreach and
enforcement per City Council drought
ordinance.
Attachment 2
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
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
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
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
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.
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 have been included with this document (Attachment 5).
Meeting Date: April 26, 2022
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 3
AGENDA REPORT
Meeting Date: May 24, 2022
Item Number:
To: Honorable Mayor and City Council
From: Nancy Hunt Coffey, Assistant City Manager
Cynthia Owens, Policy and Management Analyst
Subject: REVIEW OF CITY COUNCIL REQUESTS FOR INCLUSION IN THE FISCAL YEAR 2022-2023 CITY COUNCIL PRIORITIES
Attachments: None
RECOMMENDATION
Staff recommends the City Council review and provide direction on items recommended for inclusion in the Fiscal Year 2022-2023 (“FY 22-23”) City Council priorities.
INTRODUCTION
On April 26, 2022, the City Council reviewed the FY 22-23 proposed City Council priorities and deliverables. This item provides an overview of the items the City Council requested be included in the FY 22-23 priorities document.
DISCUSSION
Each year, the City Council conducts a priority setting session in order to determine what the City’s priorities are for the upcoming fiscal year. This includes identifying what deliverables can be accomplished for each priority by the City’s departments. In general, the deliverables that are listed can be achieved within the proposed budget for the upcoming fiscal year.
On April 26, 2022, staff provided an overview of what was accomplished in FY 21-22 on the current City Council initiatives and what the intended deliverables are for FY 22-23.
The City Council was able to ask questions of staff, suggest updates for the deliverables, and introduce new priorities.
At the conclusion of the meeting, staff was able to determine the City Council was in concurrence on the direction provided for the following items:
G-5
Meeting Date: May 24, 2022
1) Add the following as a deliverables for #3 Evaluate the City’s Rent Stabilization Policy
a. Provide quarterly reports to the City Council which track the status of the City’s rent stabilization program and provides tenants as well as landlords with information on their rights
b. Provide an annual report to the City Council which includes information on:
i. What the rent is for rent stabilized units versus rental units allowed to go back on the market
ii. Examines the divergence in rent between rent stabilized units versus units allowed to go back on the market
iii. Provides information on rental vacancies
2) Add the following to # 7 Gale Yard Improvements
a. Develop a plan for a Police substation (Note, this is included in FY 22-23 budget)
3) Add the following deliverable to #9 Master Plan City Needs at La Cienega Park & Tennis Center Site
a. Reexamine the Master Plan for La Cienega Park and perform community outreach for input
4) Rename #14 Renegotiate the Joint Powers Agreement with the BHUSD for Use of School Facilities for City Recreation and Community Use to Collaborate with the BHUSD
5) Add the following deliverables to #14 Collaborate with the BHUSD a. Work with BHUSD on a joint venture for offering preschool b. Explore opportunities for offering free preschool
c. Explore expanding the City’s relationship with BHUSD 6) Add and/or modify the following deliverables for #15 Comprehensive Review of City’s Cash Flow:
a. Provide an update on Pension and OPEB unfunded liabilities and current amortization and funding strategies, and pension obligation bonds (estimated Summer 2022)
b. Provide an evaluation on how the City is handling its unfunded pension liabilities including if there are strategies that can be implemented to better address the unfunded liability than what the state is imposing on the City
7) Add the following deliverables to either #24 Create Evening Activities in Business Triangle or #28 Promote the City:
a. Create new recurring festivals and events, including arts and culture focused events – Staff is recommending this be added to #28 Promote the City as the festivals and events may occur anywhere in the City at any time of day.
8) Add the following deliverable to #31 Public Safety
a. Expand Nurse Practitioner Program (Fire Department)
b. Explore expanding the stroke mobile to have a full time presence in the City (Fire Department)
9) Create a new priority as follows for Community Development:
a. Title: Short Term Rental Ordinance.
b. Description: Increase penalties for violation the City’s Short Term Renal Ordinance
c. FY 22-23 Deliverable: Bring forward a report to the City Council with options to increase the penalties for those properties that violate the City’s short term rental policy.
Meeting Date: May 24, 2022
Staff is seeking final approval by the City Council for these items to be included in the FY 22-23 City Council priorities document.
FISCAL IMPACT
Funding for most of the items listed on page 2 of this report is included in the proposed FY 22-23 budget.
Should additional budgetary funding be required for implementing a deliverable, then staff will return to the City Council for further direction. For example, staff anticipates there are costs involved for expanding the stroke mobile to be present in Beverly Hills full time; however, the cost is currently unknown. Once the program is explored fully and all costs are accounted for, then staff will return to Council with a proposal and potential funding solutions.
Nancy Hunt Coffey,
Assistant City Manager
Approved By