SS Item A-2 — Beverly Hills City Council, April 18, 2023

STAFF REPORT
Meeting Date: April 18, 2023
To: Honorable Mayor and City Council
From: Nancy Hunt Coffey, City Manager
Cynthia Owens, Municipal Affairs Program Manager
Subject: City Council Priorities Setting Session for Fiscal Year 2023-24 Attachments: 1. FY 2022-23 City Council Priorities

2. Proposed FY 2023-24 City Council Priorities with
Accomplishments for FY 2022-23

3. City’s Vision Statements

4. March 25, 2023, Memo to Council – Without Attachments

INTRODUCTION
The City Council reviewed and provided input on the Fiscal Year 2022-23 (“FY 22-23”) City Council Priorities on April 26, 2022. After incorporating the direction provided by the City Council, the City Council Priorities were adopted on June 4, 2022 (Attachment 1).

This item presents information to the City Council on the FY 22-23 City Council Priorities accomplishments and provides staff recommendations for deliverables for FY 23-24 (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 23-24.

New initiatives from City staff are also included for the City Council to consider for inclusion in the FY 23-24 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.

The initiatives introduced by Mayor Gold on April 4, 2023 the City Council Installation are included under Steps for the City Council Priorities Setting Session Step One – Review and Affirm City Council Priorities for review by the City Council. Concurrence of a majority of the City Council is required for the initiatives to be included in the FY 23-24 City Council Priorities.

Additionally, the City Council may propose new Priorities for adoption. A majority vote by the City Council is required to establish a new City Council Priority or establish new deliverables for existing priorities.

Meeting Date: April 18, 2023

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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.

As the planning and budget process for FY 23-24 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 23-24 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.

In a memo dated March 23, 2023, staff provided background information on the current City Council priorities in advance of the April 18, 2023, City Council Priorities setting session for FY 23-24 (Attachment 4).

Five 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 March 25 memo. They are:

1. Historic Preservation Ordinance. Evaluate existing historic preservation ordinance and modify ordinance to address areas identified as needing updating and or clarification. (Community Development)

2. Launch Ongoing OpenBH Program. Launch permanent program based on approved parameters and guidelines as established by Ad Hocs and the City Council. (Community Development)

3. Enhance Services to Further Assist the Unhoused. Explore and implement options to enhance services for the unhoused in Beverly Hills. (Policy & Management)

4. Parking Structures Façade Improvements (Public Works)

5. Climate Action and Adaptation Plan (Public Works)
Staff is recommending the City Council considering removing four priorities from the list.

They are:

1. R-1 Hillside Development Standard (Community Development)

2. Preservation Incentives (Community Development)

3. Inclusionary Housing (Community Development)

4. Explore how the City may Create an Office for a City Prosecutor (Policy & Management)
Additionally, Priority 13 “Open Space” has been retitled to encompass a broader range of activities involving the City’s green space. The new title proposed by staff is “Open Space & Maintenance & Use of Green Space” with the accomplishments for FY 22-23 and deliverables for FY 23-24 reflecting the expanded title for this City Council Priority.

Meeting Date: April 18, 2023

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Staff is also recommending the Strengthening and Expanding Smoking Regulations priority be moved to the Ongoing City Council Priority List.

The draft Proposed FY 23-24 City Council Priorities were shared with the Traffic and Parking Commission and Public Works Commission. The Traffic and Parking Commissioners suggested that the Public Safety Priority also address traffic safety (e.g., speed management, distracted driving, etc.); this resulted in a proposed new deliverable that is discussed below. The Public Works Commission comments will be provided during the Council Priorities Setting Session.

Since distribution of the March 25, 2023, memo to the City Council, the priority named Enhance Services to Further Assist the Unhoused has been moved from the Policy & Management Department to Community Services. This move is reflected with green font under Community Services to visibly indicate the shift from Policy & Management to Community Services.

Other changes since the March 25, 2023, memo, which are shown in blue font in the City Council Priorities, are:
 Staff incorporated a recommendation from the Traffic and Parking Commission for a FY 23/24 deliverable in Priority #33 Public Safety. The additional deliverable is: Study traffic crash data to develop a Local Road Safety Plan and identify high injury locations for safety improvements utilizing newly acquired analytical software.
 The new priority proposed by Public Works of Parking Structures Façade Improvements was missing a FY 23/24 deliverable. This has been corrected to now include Conceptual design for façade improvements at selected parking structures as a deliverable for FY 23/24.
 The Ongoing City Council Priority Water Conversation Program had the accomplishment for FY 22/23 and the deliverable for FY 23/24 updated to recognize the region is no longer experiencing a drought.

The current City Council priorities are being taken into account while establishing the recommended budget for FY 23-24. 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 22-23 on current City Council initiatives and what the intended deliverables are for FY 23-24 (Attachment 2).

Meeting Date: April 18, 2023

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 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 23-24.
 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 proposed initiative for it to become a City Council Priority.

Additionally, on April 4, 2023, Mayor Gold introduced several initiatives during his installation as Mayor. This included:
1) Negotiate an agreement with Los Angeles County for Beverly Hills to maintain Virginia Robinson Gardens
2) Long-Term Financial Health
3) Creation of a Public Health Services Department
4) Regional Collaboration
5) Electrical Resiliency
The following information outlines proposals for inclusion in the City Council Priorities based on the Mayor’s initiatives. These have been added to Attachment 2 as either blue font for new text or red strikethrough font where items were modified.

Initiative 1: Negotiate an agreement with Los Angeles County for Beverly Hills to maintain Virginia Robinson Gardens
The initiative to negotiate an agreement with Los Angeles County for the City Beverly Hills to maintain Virginia Robinson Gardens has been added to City Council Priority #13 Open Space & Maintenance & Use of Green Space with the following as proposed deliverables for FY 23-24 for City Council consideration:
 Initiate discussions with the Los Angeles County Director of Parks and Recreation on the required analysis and studies in order to negotiate the City assumption of the operations and maintenance of Virginia Robinson Gardens  In cooperation with the Los Angeles County Director of Parks and Recreation, develop scopes of work, cost estimates, timeline to develop a management lease agreement, and funding recommendations
Initiative 2: Long-Term Financial Health
Staff is proposing the initiative of long-term financial health be incorporated into City Council Priority #18 under Finance. With the incorporation of this initiative, staff would propose the following title change, update of the description, and new deliverables:
 Rename City Council Priority #18 to Long-Term Financial Health  Update the description to read: Research and analyze the City’s expenses and revenue for the next five to ten years and reconcile the projections with the goals of the City Council
 Deliverables for FY 23-24 are proposed to be changed to:
o Work with the City Treasurer to establish a Mayor’s Blue Ribbon Committee o Working with the Committee, research and analyze the City’s expenses and revenues for the next five to ten years to examine what the City Council Meeting Date: April 18, 2023

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proposes to do, how much it will cost, and what potential sources of funding exist to accomplish the goals of the City Council
Initiative 3: Creation of a Public Health Services Department Staff is proposing the initiative for creating a Public Health Services Department be incorporated into City Council Priority #31 under Policy & Management. With the incorporation of this initiative, staff would propose the following title change, update to the description, and new deliverables:
 Rename City Council Priority #31 to Public Health Services Coordination  Update the description to read: Examine public health services provided by the City to determine how the City can better allocate resources to assist the residents of Beverly Hills. Deliverables for FY 23-24 are proposed to be changed to:
o Establish a City Council Liaison Committee consisting of Mayor Gold and Councilmember Lili Bosse
o Compile a list of health services the City already provides to its residents (e.g.

Nurse Practitioner Program)
o Identify gaps in health services programs offered by City and the needs of the residents
o Determine financial and structural needs for coordination of public health services
o Determine governing structure to better deliver health services to the community
Initiative 4: Regional Collaboration
Staff is recommending this item be placed in the Ongoing City Council Priorities item #4 Legislative Efforts. Staff recommends the following deliverable be added for FY 23-24 to accomplish this initiative:
 Work collaboratively with partner agencies and jurisdictions, such as the California Contract Cities Association, Clean Power Alliance, Los Angeles County, and neighboring cities, to advocate for regional solutions Initiative 5: Electrical Resiliency
The initiative on electrical resiliency has been added to City Council Priority #33 Public Safety under Public Works with the following as proposed deliverables for FY 23-24 for City Council consideration:
 Create a taskforce to research, examine, discuss, and propose alternative sources of emergency storage and delivery of electricity to improve the City’s electrical resiliency
 Examine ways for the City to become an “electricity center” during times of high power consumption and/or power outages
 Explore alternative sources of energy storage and delivery (e.g. microgrids)  Explore creation of a model for electrical storage that the City can implement and then encourage businesses to adopt a similar model
All five initiatives do require support by a majority of the City Council in order for the proposed changes and/or new initiatives be included in the final City Council Priorities document, which will be adopted at a future City Council meeting. Inclusion of these initiatives are listed in Attachment 2.

Meeting Date: April 18, 2023

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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 23-24 City Council priorities.
 A description of the new priority and deliverables for FY 23-24 will be developed.  Staff will request the Councilmember propose deliverables for FY 23-24 during the discussion.
 City Council will approve each new initiative for inclusion in FY 23-24 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 23-24 City Council Priorities for formal adoption at a future City Council meeting.

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 23-24 priorities.

Nancy Hunt-Coffey
City Manager
Approved By
Attachment 1
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City of Beverly Hills
FY 2022-23
City Council Priorities
City of Beverly Hills
455 N. Rexford
Beverly Hills, CA 90210
June 14, 2022
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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
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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
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City of Beverly Hills
FY 2022-2023
ITEM
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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
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City of Beverly Hills
FY 2022-2023
ITEM
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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)
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City of Beverly Hills
FY 2022-2023
ITEM
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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.

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.

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

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.

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City of Beverly Hills
FY 2022-2023
ITEM
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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
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City of Beverly Hills
FY 2022-2023
ITEM
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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
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City of Beverly Hills
FY 2022-2023
ITEM
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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
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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, 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
Page | 1
i
City of Beverly Hills
FY 2023-24
City Council Priorities
City of Beverly Hills
455 N. Rexford
Beverly Hills, CA 90210
June XX, 2023

Page | 2
Contents
City Council Priorities Adopted June XX, 2023 ........................................................................ 3 COMMUNITY DEVELOPMENT ......................................................................................................... 3 COMMUNITY SERVICES ................................................................................................................... 8 FINANCE ........................................................................................................................................ 17 INFORMATION TECHNOLOGY ....................................................................................................... 18 POLICY & MANAGEMENT ............................................................................................................. 19 PUBLIC SAFETY .............................................................................................................................. 31 PUBLIC WORKS .............................................................................................................................. 41 Ongoing City Council Priorities ............................................................................................. 50 CITY CLERK ..................................................................................................................................... 50 HUMAN RESOURCES ..................................................................................................................... 51 POLICY & MANAGEMENT ............................................................................................................. 52 PUBLIC WORKS .............................................................................................................................. 53

Page | 3
City of Beverly Hills
FY 2023-2024
City Council Priorities Adopted June XX, 2023
ITEM
#

TITLE/DESCRIPTION LEAD

DEPARTMENT
FY 2022/2023

DELIVERABLES
FY 2022/2023

ACCOMPLISHMENTS
FY 2023/2024

PROPOSED DELIVERABLES

COMMUNITY DEVELOPMENT
New
1 Historic Preservation
Ordinance. Evaluate existing
historic preservation
ordinance and modify
ordinance to address areas
identified as needing
updating and or clarification.

CD
 Work with Cultural Heritage
Commission to present
proposed changes to the
ordinance to City Council
New
2 Launch Ongoing OpenBH
Program. Launch ongoing
OpenBH program based on
approved parameters and
guidelines as established by
City Council Ad Hocs and the
City Council.

CD, PW, P&M
 Work with the Public Works
Department and Policy &
Management to complete
the following:
o Develop and disseminate
outreach materials for
the new OpenBH
Program
o Conduct ongoing
proactive outreach with
all impacted businesses.
o Permit all existing
OpenBH installations
under the ongoing
Program
o Complete development
of Design Standards for
permanent parklets

Page | 4
City of Beverly Hills
FY 2023-2024
ITEM
#

TITLE/DESCRIPTION LEAD

DEPARTMENT
FY 2022/2023

DELIVERABLES
FY 2022/2023

ACCOMPLISHMENTS
FY 2023/2024

PROPOSED DELIVERABLES
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
 Continued to evaluate projects
submitted to the City for
compliance with Zoning code and
General Plan
 Staff recommends removing
this item from the Council
Priority list as it is now a part
of Community Development’s
ongoing tasks
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 longrange 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.
 Conducted and completed
outreach and received
community input on the future
use of the Gale Yard property, a
key property located in the City’s
southeast
 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
5 Evaluate the City’s Rent
Stabilization Policy. Utilize
feedback from the TenantLandlord Forum to determine
possible recommended
modifications.

RSO Basics, Means and Methods
Plans, Legal Tenants Training, and
2023 Annual Rental Unit
Registration
 Work with Rent Stabilization
Commission to provide
recommendations to City
Council on Council directed
policy issues

Page | 5
City of Beverly Hills
FY 2023-2024
ITEM
#

TITLE/DESCRIPTION LEAD

DEPARTMENT
FY 2022/2023

DELIVERABLES
FY 2022/2023

ACCOMPLISHMENTS
FY 2023/2024

PROPOSED DELIVERABLES
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 rentstabilized units
versus units
 Presented the 2022 Annual Rent
Stabilization Report to the
Commission and City Council
 CS continues to provide
information on rentals and
stabilized units through the
Human Services division

Page | 6
City of Beverly Hills
FY 2023-2024
ITEM
#

TITLE/DESCRIPTION LEAD

DEPARTMENT
FY 2022/2023

DELIVERABLES
FY 2022/2023

ACCOMPLISHMENTS
FY 2023/2024

PROPOSED DELIVERABLES
allowed to go back
on the market
o Provides
information on
rental vacancies
6 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
 Sent follow-up reminder notices
to property owners of Tier I, II,
and III who are not yet compliant
with the mandatory ordinance
 Issued building permits for tiers I,
II, and III
 Community Preservation sent
Notices of Violations to all noncompliant property owners  Continue to issue building
permits for tiers I, II, and III.
 Issue follow-up reminder
notices for Tier III
 Pursue enforcement of the
ordinance for properties
that have failed to meet
minimum timelines for
coming into compliance
7 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
 Two golden shields installed with
the installation of four more
manufactured shields to be
completed prior to end of FY.

Delivery of eight additional
shields
 Currently eight CHC golden shield
recommendations pending City
Council approval
 Staff recommends removing
this item from the Council
Priority list as the Golden
Shield program is well
underway and shields
continue to be installed
8 Inclusionary Housing.

Conduct a housing nexus and
in-lieu fee study to document
relationship between
development and demand
for affordable housing. Draft
CD
 Continue to assist Policy
and Management with
the study of
senior/affordable
housing on City owned
properties
 Presented permanent
Inclusionary Housing ordinance
to City Council and has now been
adopted
 Staff recommends removing
this item from the City
Council Priority list as all
associated tasks have been
completed

Page | 7
City of Beverly Hills
FY 2023-2024
ITEM
#

TITLE/DESCRIPTION LEAD

DEPARTMENT
FY 2022/2023

DELIVERABLES
FY 2022/2023

ACCOMPLISHMENTS
FY 2023/2024

PROPOSED DELIVERABLES
an ordinance to amend
municipal code to establish
inclusionary housing
program.

Amend Code to require
provision of affordable
housing.
9 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
 Completed public outreach
meetings with outside facilitator
 Presented Facilitator’s summary
report to City Council for
information
 Staff will work with Policy
and Management on City
Council’s direction for next
steps

Page | 8
City of Beverly Hills
FY 2023-2024
ITEM
#

TITLE/DESCRIPTION LEAD

DEPARTMENT
FY 2022/2023

DELIVERABLES
FY 2022/2023

ACCOMPLISHMENTS
FY 2023/2024

PROPOSED DELIVERABLES
10 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 meanstested assistance
program for tenants.
 Worked with Rent Stabilization
Ad Hoc Committee to develop
requirements for a Means-tested
Rental Assistance Program
 Continue working with Ad
Hoc Committee on
development of the
Program’s parameters
 Upon approval of the City
Council, implement the
Means-tested Rent Subsidy
Program
11 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
 Conducted background research
on regulations and enforcement
methods
 Reviewed short-term rental
enforcement tools with outside
vendor.
 Strengthen short-term rental
ordinance.
 Purchase and implement
short-term rental tracking
platform

COMMUNITY SERVICES
12 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
Community Services
 Renovated restrooms at
Community Center, with
completion set for April 2023
 Initiating an agreement with a
consultant to re-engage in public
outreach for the La Cienega Park
Master Plan
 Replacement of La Cienega Park
Dance Floor has been completed
Community Services
 Conduct future outreach to
reexamine of Master Plan.

Community input will be
sought through variety of
survey, public meetings, and
other collection means.
 Commence the public
engagement process with an
initial community needs

Page | 9
City of Beverly Hills
FY 2023-2024
ITEM
#

TITLE/DESCRIPTION LEAD

DEPARTMENT
FY 2022/2023

DELIVERABLES
FY 2022/2023

ACCOMPLISHMENTS
FY 2023/2024

PROPOSED DELIVERABLES
Public Works
 La Cienega Community
Center minor building
improvements
 Providing infrastructure
for portable emergency
generator
Public Works
 Completed infrastructure design
to support a portable generator
assessment, and then a
Master Plan surveying
process
Public Works
 Complete installation of
infrastructure to support a
portable generator
13 Open Space & Maintenance
& Use of Green Space.

Explore options to maintain
and increase the City's green
space, including parks,
recreation programming,
and promotion thereof.

CS, PW
Community Services
 Continue to explore
opportunities to increase
City’s green space,
including pocket parks
 Launched a newly branded, and
fully in-person, Doggy Daze at
Roxbury Park
 Began a new Farmer’s Market
special event “Holiday Cookie
Contest” through recreation.
 Installed a new pour-in-place
playground at Roxbury
 Had a 112 percent increased
return to Dog Park registrants.
 Executed MOUs for Bridge Club
and AYSO use of green/open
spaces
 Recommended an update to
this Council Priority with an
updated title: “Open Space &
Maintenance & Use of Green
Space: Explore options to
maintain and increase the
City’s green space, including
parks, recreation
programming, and promotion
thereof
 Initiate discussions with the
Los Angeles County Director
of Parks and Recreation on
the required analysis and
studies in order to negotiate
the City assumption of the
operations and maintenance
of Virginia Robinson Gardens
 In cooperation with the Los
Angeles County Director of

Page | 10
City of Beverly Hills
FY 2023-2024
ITEM
#

TITLE/DESCRIPTION LEAD

DEPARTMENT
FY 2022/2023

DELIVERABLES
FY 2022/2023

ACCOMPLISHMENTS
FY 2023/2024

PROPOSED DELIVERABLES
Parks and Recreation,
develop scopes of work, cost
estimates, timeline to
develop a management lease
agreement, and funding
recommendations
 Improving mini parks and
other open spaces by
replacing and refurbishing
amenities such as
playgrounds and water
feature at Reeves Park
 Replace fence and water
bowls at Dog Park
 Continue to execute
agreements with Beverly Hills
Little League and Basketball
League for use of green/open
space at parks
 Continue to explore
opportunities to increase
City’s green space, including
mini parks
14 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, PW
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 –
Community Services
 Installation of Kusama’s Hymn of
Life: Tulips is set for Spring 2023
 Introduced the first major event
focused on local culture, Festival
Beverly Hills, took place at the
Farmers Market on March 12,
2023. Includes partnerships with
BHUSD, community stakeholders,
Community Services
 Continue maintenance and
oversight of the City Art
Collection and Public Art
 Install Judy Chicago fine art
piece Trinity if approved by
the City Council

Page | 11
City of Beverly Hills
FY 2023-2024
ITEM
#

TITLE/DESCRIPTION LEAD

DEPARTMENT
FY 2022/2023

DELIVERABLES
FY 2022/2023

ACCOMPLISHMENTS
FY 2023/2024

PROPOSED DELIVERABLES
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 eyecatching 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
the Arts and Culture Commission,
and Next Beverly Hills Committee
 Launch of partner-based Arts and
Culture based events, such as a
partnership with Modernism
Week for MADE in Beverly Hills.

This festival focuses on
Modernism, Architecture, Design
and Experience plans for an
inaugural event in May 2023 and
includes support from the
Chamber of Commerce, CVB, and
RDC as well as Commissions and
other stakeholders
 Launched the Critical
Conversations program centered
around important conversations
FY 22-23 as part of the Embrace
and Celebrate Culture Initiative
 Introduced of Arts and Culture
Workshops, including a pop-up at
the Mayor’s Mental Wellness
series with the Teen Advisory
Committee
 Offered free monthly ArtWalks of
the Public and Fine Art
Collections
 Celebrate the Spring 50th Art
Show with fully restored 4-block
footprint
 Continue the 50th Art Show
celebration into Fall in
October 2023
 Host an official dedication of
Ai Wei Wei fine art piece Iron
Root
 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 to incorporate
programming that involves
music – such as Make Music
Day Beverly Hills on June 21,
2023, and newly offered
drum circle programs
 Continue development and
implementation of more
diverse holiday programs as
part of the City’s Arts &
Culture Plan in FY 23/24
(*programs, and events
pending City Council approval
of the FY 23/24 budget)
 Work with the City’s Arts &
Culture Commission to
support evening events that
encourage Beverly Hills’
businesses to stay open later

Page | 12
City of Beverly Hills
FY 2023-2024
ITEM
#

TITLE/DESCRIPTION LEAD

DEPARTMENT
FY 2022/2023

DELIVERABLES
FY 2022/2023

ACCOMPLISHMENTS
FY 2023/2024

PROPOSED DELIVERABLES
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
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
 Launched Stay and Play classes
from the Library as a new
program for caregivers and
parents
 Returned to full in-person Library
programming, including weekly
Storytime that runs 2-3 times a
week, indoors and out, and
regularly attracts 50+
participants. Special concertbased Storytimes attract now hundreds
 Returned to in-person full scale
Concert on Canon series in the
Summer of 2022

Page | 13
City of Beverly Hills
FY 2023-2024
ITEM
#

TITLE/DESCRIPTION LEAD

DEPARTMENT
FY 2022/2023

DELIVERABLES
FY 2022/2023

ACCOMPLISHMENTS
FY 2023/2024

PROPOSED DELIVERABLES
 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
Public Works
 Provided design and
construction for infrastructure
required to support various
sculptures
Policy & Management
 Supported and promoted
innovative pop-up experiences
such as the Golden Girls Pop-Up
in partnership with the Chamber
of Commerce and CVB
 Promoted and collaborated with
the Rodeo Drive Committee on
various pop-up experiences on
Rodeo Drive including but not
Public Works
 Provide design and
construction for
infrastructure required to
support various sculptures
Policy & Management
 Continue to 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

Page | 14
City of Beverly Hills
FY 2023-2024
ITEM
#

TITLE/DESCRIPTION LEAD

DEPARTMENT
FY 2022/2023

DELIVERABLES
FY 2022/2023

ACCOMPLISHMENTS
FY 2023/2024

PROPOSED DELIVERABLES
on vinyl art for vacant
spaces
limited to Fendi, Skims, Louis
Vuitton 200 Trunks, Veuve
Cliquot Solaire Exhibition
15 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
 Begin five-year plan for
Greystone Centennial
Celebration in 2028
Public Works
 Continue with
fire/life/safety upgrades
at the Mansion
Community Services
 Launched programming in the
newly restored Greystone
Theatre
 Expanded Holidays at Greystone
to a two-day indoor and outdoor
event with thousands of
participants
 Added in ADA access to the
Greystone Theater
 Offered ongoing programs to
sustain the Greystone
Demonstration Garden
Public Works
 Performed miscellaneous
restoration including stone work
and wood doors restorations at
Community Services
 Complete construction of
Pool House Improvements
 Establish programming and
potential rental plan for the
theater (*fees pending City
Council approval of the FY
23/24 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
23/24 budget)
 Continue CIP work: the lower
Greystone adaptive reuse
plan, continue work on
master signage plan, ADA
improvements to site and
visitor experience without
negatively impacting historic
character of Greystone
 Continue a five-year plan for
Greystone Centennial
Celebration in 2028

Page | 15
City of Beverly Hills
FY 2023-2024
ITEM
#

TITLE/DESCRIPTION LEAD

DEPARTMENT
FY 2022/2023

DELIVERABLES
FY 2022/2023

ACCOMPLISHMENTS
FY 2023/2024

PROPOSED DELIVERABLES
 Continue with completing
minor restoration at the
mansion and Greystone
site
the mansion and main gate
courtyard
16 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
 Returned to in-person
programming and services at all
community centers, the library,
preschools, and camps. Most
programs have increased over
100%, and 2 new vendors have
been onboarded for youth
programs to meet demand
 Identified and developed
programs to still have the option
to be held virtually, or in hybrid
format, such as tutoring and
language classes
 Evaluate and re-identify
items in the CS department
workplan to continue to offer
in-person, onsite, hybrid and
virtual programming
 Conduct priority-setting
sessions with CS Commissions
(Arts and Culture, Human
Relations, and Recreation and
Parks) to identify and
implement a workplan for
existing and new
programming and events
17 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
 JPA progress is underway as of
January 2023
 Expanded the new transitional
early education program –
BHUSD expanded to 4-year-old
students with support from the
City, and the City expanded to 3-
year-old students
 Collaboration with BHUSD
culinary and music programs for
special pop-ups and workshops
 Enter into a new JointPowers agreement with
BHUSD

Page | 16
City of Beverly Hills
FY 2023-2024
ITEM
#

TITLE/DESCRIPTION LEAD

DEPARTMENT
FY 2022/2023

DELIVERABLES
FY 2022/2023

ACCOMPLISHMENTS
FY 2023/2024

PROPOSED DELIVERABLES
 Explore opportunities for
offering free preschool
 Explore expanding the
City’s relationship with
BHUSD
NEW
18 Enhance Services to Further
Assist the Unhoused
Explore and implement
options to enhance services
for the unhoused in Beverly
Hills.

CS, P&M, Fire,
and PD
 Implemented centralized 24-
hour phone number
 Implemented database/case
management software (Apricot
360) for all partners to access
(BHOT, Ambassadors, Nastec,
Park Rangers and Human
Services)
 Entered into an Agreement with
a consultant to provide a needs
assessments, planning, and
service design focusing primarily
on homelessness
 Established a City Council Ad Hoc
Committee
 Expanded coverage of the
Beverly Hills Outreach Team to
longer hours and more weekend
coverage
 Created a six-month pilot
program with Nastec for
additional outreach to the
unhoused
 Work with the County to
establish a MET team of 2
 Deliverables dependent on
City Council direction in May
2023

Page | 17
City of Beverly Hills
FY 2023-2024
ITEM
#

TITLE/DESCRIPTION LEAD

DEPARTMENT
FY 2022/2023

DELIVERABLES
FY 2022/2023

ACCOMPLISHMENTS
FY 2023/2024

PROPOSED DELIVERABLES
licensed mental health
evaluators paired with 2 Officers

FINANCE
19 Long-Term Financial Health
Comprehensive Review of
City’s Cash Flow. Research
and analyze the City’s
expenses and revenue for the
next five to ten years and
reconcile the projections with
the goals of the City Council
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
 Provided quarterly financial
updates throughout fiscal year.
 Provided General Fund forecast
to City Council including bond
capacity related to funding
future capital improvements
 Provide an update on pension
and OPEB unfunded liabilities as
part of next year’s budget
process.
 Work with the City Treasurer
to establish a Mayor’s Blue
Ribbon Committee
 Working with the Committee,
research and analyze the
City’s expenses and revenues
for the next five to ten years
to examine what the City
Council proposes to do, how
much it will cost, and what
potential sources of funding
exist to accomplish the goals
of the City Council
 Continue providing quarterly
financial updates and
forecasts to the City Council.
 Continue to monitor bond
capacity as interest rate
environment changes

Page | 18
City of Beverly Hills
FY 2023-2024
ITEM
#

TITLE/DESCRIPTION LEAD

DEPARTMENT
FY 2022/2023

DELIVERABLES
FY 2022/2023

ACCOMPLISHMENTS
FY 2023/2024

PROPOSED DELIVERABLES

INFORMATION TECHNOLOGY
20 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
 Expanded hybrid eGov offerings
for both staff and the public
including the migration to the
cloud and implementation of MS
Teams for City staff
 Automated permit application
process for Plan review, utility,
and COO permitting
 Focused on website
improvements in terms of
search, content and navigation
 Launched “Online Services"
portal that brings eGov services
into one place
 Launched Phase I of the Real
Time Watch Center
 Supported the launch of City’s
SMART parking system
 Focused renewed attention of
cyber security by implementing
a SIEM, and enhancing network
traffic filtering
 Engineered and managed
camera network expansion to
~2300 lenses
 Supported P&M in website
redesign
 Build out new website
platform and migrate eGov
offerings
 Expand web User Experience
by automating City forms,
and automating applications
 Enhance and standardize
telework infrastructure
 Expand network security
posture by layering additional
security applications
 Complete technology master
plan
 Replace end-of-life critical
infrastructure for network,
storage, video and server
hardware
 Expand RTWC technology
 Digitize and present phase I
of Library Special Collations
material
 Work diligently to maintain

99.999 uptime for critical
systems
 Provide technology support
for the upgrade of Fire toning
system

Page | 19
City of Beverly Hills
FY 2023-2024
ITEM
#

TITLE/DESCRIPTION LEAD

DEPARTMENT
FY 2022/2023

DELIVERABLES
FY 2022/2023

ACCOMPLISHMENTS
FY 2023/2024

PROPOSED DELIVERABLES
systems to include
various smart capabilities
 Ensure cyber security
remains a high priority
for the City
 Upgrade video
production equipment
 Launched new Sharepoint-based
platform for City Intranet
 Added resiliency to Video
Production equipment, and
improved Council and
Commission room AV
experience
 Replaced EOL systems
 Launched GIS-based property
information system that
integrates archived documents
 Enhanced public search and
reporting transparency
 Upgrade CRM with new publicfacing features

POLICY & MANAGEMENT
21 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
 RFP completed
 Presented options to the City
Council for potential paths
forward
 Scheduling a meeting with the
City Council Audit and Finance
Committee to review next steps
 Complete the process for
hiring a firm to provide
performance audit services
for the City

Page | 20
City of Beverly Hills
FY 2023-2024
ITEM
#

TITLE/DESCRIPTION LEAD

DEPARTMENT
FY 2022/2023

DELIVERABLES
FY 2022/2023

ACCOMPLISHMENTS
FY 2023/2024

PROPOSED DELIVERABLES
 Coordinate with the
selected firm and the City
Council the preparation
of an annual audit work
plan for FY 22/23
22 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,
P&M
 TIP reopening to be
explored once a new
auditing firm is selected.
 On hold until a new audit firm
is selected
 TIP reopening to be explored
once a new auditing firm is
selected
23 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
Policy & Management
 Acquired 8401 Wilshire Blvd.,
completing a one-acre
assemblage of land along
Wilshire Blvd. from Hamilton Dr.
to Gale Dr. Established City
Council Ad Hoc Subcommittee to
review development options
 Reviewed 30 proposals for a
senior affordable housing
project from 13 qualified
Policy & Management
 Complete affordable
housing RFQ/P selection
process and present
recommendations and next
steps to City Council.

Negotiate and finalize
affordable housing
development agreement
and plans. The selected
developer will conduct

Page | 21
City of Beverly Hills
FY 2023-2024
ITEM
#

TITLE/DESCRIPTION LEAD

DEPARTMENT
FY 2022/2023

DELIVERABLES
FY 2022/2023

ACCOMPLISHMENTS
FY 2023/2024

PROPOSED DELIVERABLES
 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
developers across 7 sites
identified by City Council.

Established City Council
Affordable Housing Ad Hoc
Subcommittee to review
proposals
 Evaluated development options
at various City-owned properties
to incorporate into future asset
management plan
Public Works
 Supported P&M’s property
acquisition and development
initiatives
 Managed design and
construction of Landlord scope
of work in various tenantoccupied buildings
 Started Landlord renovation of
tenant space at 430 N. Camden
Dr.
public outreach in close
coordination with City
 Continue to evaluate various
development options at City
properties and present
options/proposals for City
Council review
Public Works
 Continue to support P&M’s
property acquisition and
development initiatives
 Continue support by
managing design and
construction of Landlord
scope of work in tenant
buildings
24 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
 Continued to conduct Small
Business Task Force meetings
four times a year
 Provided direct outreach and
support for small businesses
through the Now Beverly Hills
Shop Local Program including
the “BOLD Bites – BOLD Sounds”
 Continue Small Business
Task Force Meetings four
times a year
 Conduct additional summer
and winter campaigns
promoting patronizing small
businesses

Page | 22
City of Beverly Hills
FY 2023-2024
ITEM
#

TITLE/DESCRIPTION LEAD

DEPARTMENT
FY 2022/2023

DELIVERABLES
FY 2022/2023

ACCOMPLISHMENTS
FY 2023/2024

PROPOSED DELIVERABLES
summer campaign as well as the
“Can’t Get That Online”
campaign
 Continued to offer regular
webinars and workshops
through the Small Business
Development Center (SBDC)
 Continued outreach to
stakeholders regarding the
OpenBH program extension and
conversion to a long-term
program
 Continue to offer regular
webinars and workshops
through the Small Business
Development Center (SBDC)
 Continue outreach to
stakeholders regarding the
OpenBH program extension
and conversion to a longterm program
25 Business Attraction. Recruit
businesses that are unique
and exciting.

P&M
 Complete New York Sales
Mission and additional
targeted Sales Mission
 The New York Sales Mission was
not executed in FY 22/23
 Continued to support new
businesses with an increase in
ribbon cutting requests
 Beverly Hills named as a finalist
for the Most Business Friendly
City in LA County in 2022
 Resume the New York Sales
Mission
 Continue to attract new and
unique businesses to Beverly
Hills
26 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

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
Policy & Management
 Continued the implementation of
2021 Economic Sustainability
Plan
 Continued to manage the
trademark license program with
new license agreements with
Skechers, Universal, Glossier, and
Revolve as well as upcoming
discussions with Beverly Hills Cop
Policy & Management
 Continue implementation of
2021 Economic Sustainability
Plan and provide updates
every four month to the City
Council on progress

Page | 23
City of Beverly Hills
FY 2023-2024
ITEM
#

TITLE/DESCRIPTION LEAD

DEPARTMENT
FY 2022/2023

DELIVERABLES
FY 2022/2023

ACCOMPLISHMENTS
FY 2023/2024

PROPOSED DELIVERABLES
construction projects and
regional competition to
ensure Beverly Hills stays
competitive as a visitor and
business destination.
4 (Action1.A.2 from Economic
Sustainability Plan)
 Worked with CVB and hoteliers
for support and collaboration on
U.S. Open event occurring in
June 2023 (Action 1.A.3 from
Economic Sustainability Plan)
 Continued biannual survey of
commercial brokers (Action 1.A.5
from Economic Sustainability
Plan)
 Completed the rebrand of the
shop local program to Now
Beverly Hills and launch social
media digital campaigns (Action

1.C.3 and 1.D.2 from Economic
Sustainability Plan)
 Encouraged and permitted
several pop-ups including for
Louis Vuitton 200 Trunks, Veuve
Clicquot, Dior, Fendi (Action 1.E.1
from Economic Sustainability
Plan)
 Named a Finalist for Most
Business Friendly City in LA
County (Action1.F.2 from
Economic Sustainability Plan)
 Continued increase in City
sponsored and partner events as
special event programming
returns including Next Night,

Page | 24
City of Beverly Hills
FY 2023-2024
ITEM
#

TITLE/DESCRIPTION LEAD

DEPARTMENT
FY 2022/2023

DELIVERABLES
FY 2022/2023

ACCOMPLISHMENTS
FY 2023/2024

PROPOSED DELIVERABLES
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
Spring and Fall Art Shows,
Holiday Lighting Celebration,
Concours d’Elegance etc. (Action

2.A.2 from Economic
Sustainability Plan)
 Performed OpenBH stakeholder
outreach before converting to a
long term program (Action 2.B.2
from Economic Sustainability
Plan)
Public Works
 Completed the Climate Action
and Adaptation Plan (CAAP)
(Action 3.A.2 from Economic
Sustainability Plan)
 Started promotion of the CA
Green Business Network (Action

3.A.3 from Economic
Sustainability Plan)
 Improved technology in Cityowned parking garages including license plate readers (Action

3.A.4 from Economic
Sustainability Plan)
Public Works
 Continue to implement
actions identified in the
Climate Action and
Adaptation Plan (CAAP).
 Continue promotion of the
CA Green Business Network
(Action 3.A.3 from Economic
Sustainability Plan)
 Continue improving
technology in City-owned
parking garages including
license plate readers (Action

3.A.4 from Economic
Sustainability Plan)
27 Strengthening and
Expanding Smoking
Regulations. Continue to
strengthen and expand
current smoking regulations.

P&M, CD, CS, PD
Policy & Management
 Continue promoting
smoking cessation
programs and local
 Continued to promote smoking
cessation programs and local
partnerships. Refreshed signage
as needed
 Continue to participate
regionally in strengthening
and expanding smoking
regulations

Page | 25
City of Beverly Hills
FY 2023-2024
ITEM
#

TITLE/DESCRIPTION LEAD

DEPARTMENT
FY 2022/2023

DELIVERABLES
FY 2022/2023

ACCOMPLISHMENTS
FY 2023/2024

PROPOSED DELIVERABLES
Provide education and
outreach to the public.
partnerships, refresh any
signage as needed
 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
 Continued to participate
regionally in strengthening and
expanding smoking regulations
 Continued to advocate for and
support efforts regionally and
statewide to prohibit the sale of
tobacco and tobacco related
products
 Continued to monitor and apply
for grants which funds smoking
cessation programs
 Presented an item for direction
to the City Council Health &
Safety Commission Liaisons on
potentially updating the City’s no
smoking ordinance to prohibit
smoking while moving on a public
right of way. After consideration,
the direction received was to not
modify the ordinance at this time
 Continue to advocate for and
support efforts regionally and
statewide to prohibit the sale
of tobacco and tobacco
related products
 Staff recommends this item
be moved to the Ongoing City
Council Priorities Section or
remove the priority as this is
a priority staff works on
throughout the year
28 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
Policy & Management
 Worked with the Rodeo Drive
Committee on Instagram live
broadcasts of events such as the
Holiday Lighting Celebration
 Worked with the CVB and RDC to
secure media placements to
promote Beverly Hills as a
Policy & Management
 Continue to work with
Community Development to
issue/renew permits for the
OpenBH program until the
new long term program is in
place for parklets and
extended dining

Page | 26
City of Beverly Hills
FY 2023-2024
ITEM
#

TITLE/DESCRIPTION LEAD

DEPARTMENT
FY 2022/2023

DELIVERABLES
FY 2022/2023

ACCOMPLISHMENTS
FY 2023/2024

PROPOSED DELIVERABLES
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 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
healthy city and a safe
destination for visitors
 Continued working with
Community Development to
issue/renew permits for the
OpenBH program until the new
long term program is in place for
parklets and extended dining
 Created more late night dining
options and additional late night
foot traffic with the continuation
of the OpenBH program
 Worked with the Community
Services Department on the
MADE in Beverly Hills Festival
that includes a Beverly Hills After
Dark initiative promoting late
night dining and patronage of
businesses
 Worked with the Next Beverly
Hills Committee on Next Night,
First Thursdays, a Finnish Film
Event at Greystone, and
Greystone After Dark
 Continue to work with the
Next BH Committee on Next
Night and other initiatives to
create activities in the
business triangle

Page | 27
City of Beverly Hills
FY 2023-2024
ITEM
#

TITLE/DESCRIPTION LEAD

DEPARTMENT
FY 2022/2023

DELIVERABLES
FY 2022/2023

ACCOMPLISHMENTS
FY 2023/2024

PROPOSED DELIVERABLES
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
29 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 220 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
 Leased 239 South Beverly vacant
office space
 Leased 439 North Canon, Suite
220 vacant office space
 Leased 331 Foothill remaining
vacant suites 150 and 170
 Negotiated renewals for:
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 331 Foothill, Suite 100
 Lease second floor vacant
offices at 439 North Canon
Drive (suites 207 and 209)
 Lease vacant retail space at
463 North Bedford Drive
 Complete Landlord
improvements at 430 North
Canon Drive and oversee
completion of tenant
improvements for restaurant
Marea
 Oversee completion of tenant
improvements for restaurant

Page | 28
City of Beverly Hills
FY 2023-2024
ITEM
#

TITLE/DESCRIPTION LEAD

DEPARTMENT
FY 2022/2023

DELIVERABLES
FY 2022/2023

ACCOMPLISHMENTS
FY 2023/2024

PROPOSED DELIVERABLES
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
 Negotiated renewal of 357
North Rodeo with Ferragamo,
generating $74 million in
Parking Authority funds over
the next 10 years
 Oversaw completion of
Erewhon Market tenant
improvements, which opened
August 2022
 Oversaw completion of Beverly
Bar tenant improvements,
which opened January 2023
 Developed restaurant and food
hall options with Gensler for
marketing lease of 463 North
Bedford vacant retail space
 Commenced Landlord
improvements at 430 North
Camden Dr.

Negroni at 445 North Canon
Drive
30 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
Policy & Management
 Supported and promoted
Mayoral initiatives including
Business with Bosse, Live with Lili,
60 Second Shout Outs, Mayor’s
Mental Wellness Program
 Worked in partnership with the
Police Department to promote
public safety, department
initiatives and strengthen
communication with the public
Policy & Management
 Debut City’s newly designed
website with enhanced
community engagement
capabilities in late 2023
 Continue implementation of
City’s Strategic
Communications Plan.
 Support and promote
Mayoral initiatives
 Work in partnership with the
Police & Fire Departments to

Page | 29
City of Beverly Hills
FY 2023-2024
ITEM
#

TITLE/DESCRIPTION LEAD

DEPARTMENT
FY 2022/2023

DELIVERABLES
FY 2022/2023

ACCOMPLISHMENTS
FY 2023/2024

PROPOSED DELIVERABLES
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
IT
 Enhanced existing website with
improved eGov, content, and
navigation in anticipation of new
platform
promote public safety,
department initiatives and
strengthen communication
with the public
IT
 Migrate relevant content,
eGov, and other applications
to new website
 Produce original video
content to help communicate
the City’s message
31 Public Health Services
Coordination. Study the
Creation of a City Operated
Health Department Examine
public health services
provided by the City to
determine how the City can
better allocate resources to
P&M, CS, PD, Fire
 Perform health analysis
based on Council
direction
 Implement Council
direction related to
Health Services
 Direction provided by City
Council on the creation of a City
operated Health Department on
September 12, 2022
 Researching the options the
majority of the City Council
agreed upon and will bring an
 Establish a City Council
Liaison Committee consisting
of Mayor Gold and
Councilmember Bosse
 Compile a list of health
services the City already

Page | 30
City of Beverly Hills
FY 2023-2024
ITEM
#

TITLE/DESCRIPTION LEAD

DEPARTMENT
FY 2022/2023

DELIVERABLES
FY 2022/2023

ACCOMPLISHMENTS
FY 2023/2024

PROPOSED DELIVERABLES
assist the residents of Beverly
Hills.
 Provide a report to the
City Council in order to
discuss mental wellness
programming
item to the City Council once the
research is completed
provides to its residents (e.g.

Nurse Practitioner Program)
 Identify gaps in health
services programs offered by
City and the needs of the
residents
 Determine financial and
structural needs for
coordination of public health
services
 Determine governing
structure to better delivery
health services to the
community
 Continue to follow City
Council direction on this item
and present the findings to
the City Council
32 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
 Received a response from the Los
Angeles County District Attorney
denying authorization for a City
Prosecutor
 Recommend removal of this
priority

Page | 31
City of Beverly Hills
FY 2023-2024
ITEM
#

TITLE/DESCRIPTION LEAD

DEPARTMENT
FY 2022/2023

DELIVERABLES
FY 2022/2023

ACCOMPLISHMENTS
FY 2023/2024

PROPOSED DELIVERABLES

PUBLIC SAFETY
33 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;
continue to strive to attract,
develop, promote diversity
hiring in the fire department,
to include retaining a
workforce that ensures
world-class services are
provided to our community;
enhance the department’s
training division to provide
ample opportunity for career
development, operational
readiness, and increased
safety for all personnel;
pursue a comprehensive
annual medical exam that
meets the standards for
firefighting; optimize internal
communications to enhance
Fire, PD,

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
Fire
 Completed delivery of a new
paramedic ambulance
 Completed the Live Fire Cadre for
departmental live fire training
 Developed and implemented a
Public Education/Outreach Social
Media Program to provide
information and receive feedback
from community
 Implemented the FirstWatch
software to effectively capture
data and provide response times
metrics to the department
 Completed installation of the
new station alerting system for all
three (3) fire stations
 Evaluated and updated the Red
Flag No Parking Restriction
Program
 Completed recruitment process
for three (3) new firefighters with
paramedic certification, along
with coordinating background
Fire
 Continue with the expansion
of the Nurse Practitioner
Program, to include mental
health
 Continue institution of the
Paramedic Subscription pilot
program
 Continue collaboration with
I.T. and Fleet Services in the
implementation of the
camera recording system
and upgrading Opticom
devices with GPS technology
on emergency apparatus
 Continue to modernize
department technology to
make it more effective and
efficient in the field, to
better serve our community
 Complete new recruitment
process for six (6) new
entry-level firefighters with
paramedic license, along
with coordinating
background investigations,
medical, and behavioral
screening

Page | 32
City of Beverly Hills
FY 2023-2024
ITEM
#

TITLE/DESCRIPTION LEAD

DEPARTMENT
FY 2022/2023

DELIVERABLES
FY 2022/2023

ACCOMPLISHMENTS
FY 2023/2024

PROPOSED DELIVERABLES
daily operations of the fire
department; continue
collaboration with Centers
for Medicare & Medicaid
Services in establishing claims
process for patients under
the Nurse Practitioner
Program, to include
surveying possible funding
partnership with local
healthcare facilities; continue
working with the community
to reduce potential hazards
in the Very High Fire Hazard
Severity Zone (VHFHSZ )
properties; develop a data
mechanism for identifying
and targeting specific
behaviors and audiences, in
relation to demographics, fire
incidents, and public
education counts; establish
COOP plans in the event of a
loss of fire department
equipment and/or facilities;
update City’s Emergency
Operations Plan, Create
MOU’s for care and shelter of
residents; and stockpiling of
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
consultation with Policy
& Management
 Train and complete
probationary period for six
(6) firefighters
 Work with Planning to
develop a system to track
and implement the
requirements of the Fuel
Modification Ordinance
 Continue to develop a
system to track and enforce
codes related to medical gas
in multi-unit occupancies
 Continue research and
identify training, staffing,
and equipment needs for
the California Urban Search
and Rescue Task Force
 Continue overseeing the
Health and Safety
Commission
 Continue developing JUST IN
CASE BH Program

Page | 33
City of Beverly Hills
FY 2023-2024
ITEM
#

TITLE/DESCRIPTION LEAD

DEPARTMENT
FY 2022/2023

DELIVERABLES
FY 2022/2023

ACCOMPLISHMENTS
FY 2023/2024

PROPOSED DELIVERABLES
resources; Coordinate the
City’s overall COVID-19
pandemic response, update
the City’s Hazard Mitigation
Plan, and stockpile
emergency supplies.
 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

Page | 34
City of Beverly Hills
FY 2023-2024
ITEM
#

TITLE/DESCRIPTION LEAD

DEPARTMENT
FY 2022/2023

DELIVERABLES
FY 2022/2023

ACCOMPLISHMENTS
FY 2023/2024

PROPOSED DELIVERABLES
 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
equipment and/or
facilities
 Enhance the
department’s training

Page | 35
City of Beverly Hills
FY 2023-2024
ITEM
#

TITLE/DESCRIPTION LEAD

DEPARTMENT
FY 2022/2023

DELIVERABLES
FY 2022/2023

ACCOMPLISHMENTS
FY 2023/2024

PROPOSED DELIVERABLES
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
IT
 Implemented phase I of RTWC
technology
 Began integrating Operational
software with existing
applications and platforms
 Completed design and
implementation of additional
cameras including garage views
and leveraged GPon network for
additional residential cameras
IT
 Implement Phase II of RTWC
technology with focus on
integration of various
system, expansion of ALPR
 Deploy Tier I intersection
cameras. Expand CCTV
within BHUSD. Expand and
replace video storage
infrastructure. Leverage
GPon to further expand
CCTV in residential areas.

Page | 36
City of Beverly Hills
FY 2023-2024
ITEM
#

TITLE/DESCRIPTION LEAD

DEPARTMENT
FY 2022/2023

DELIVERABLES
FY 2022/2023

ACCOMPLISHMENTS
FY 2023/2024

PROPOSED DELIVERABLES
 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
 Supported launch of new wireless
ALPR system into RTWC
 Launched audio logging, traffic
reporting, Computer Aided
Dispatch, CAD mobile, and other
public safety apps.
 Completed 9100 Wilshire receiver
sites
 Developed plan to upgrade
infrastructure and end devices as
part of the radio system
 Specified and supported upfitting
of various public safety vehicles
Police
 Implemented Mental Health
Evaluation Team (MHET). MHET
Officer selections have been
made; vehicle set up and
requisition in progress;
agreement entered with LA
County to provide two licensed
clinicians to BHPD
 Complete radio system
infrastructure upgrade and
expand resiliency
 Upgrade mobile and
portable radios for Public
Safety
Police
 Implement Phase II of the
Real Time Watch Center
(RTWC)
 Provide update on progress
of MHET Program
 Continue station renovations
and improvements
 Continue to recruit and hire
qualified applicants for sworn

Page | 37
City of Beverly Hills
FY 2023-2024
ITEM
#

TITLE/DESCRIPTION LEAD

DEPARTMENT
FY 2022/2023

DELIVERABLES
FY 2022/2023

ACCOMPLISHMENTS
FY 2023/2024

PROPOSED DELIVERABLES
 Continue to recruit and
hire qualified applicants
for sworn and civilian
positions. Increase
recruitment and hiring
efforts of sworn female
personnel
 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
 Continued the hiring of 11 sworn,
4 civilian staff
 Hired VPOs (Virtual Patrol
Officers) to be present 24/7 in
Real Time Watch Center (RTWC);
drones deployed 7 days/10 hours
per day; finalizing
implementation of Live911;
utilizing data from Crime Analyst
to better target resources for
crime prevention and suspect
apprehension
 Completed Phase I of RTWC,
which included moving the
Watch Commander’s Office to
the RTWC; began VPO Program
for camera monitoring in RTWC,
began drone pilots flying from
the RTWC, working on
implementing Live911 in RTWC,
relocated the Crime Analysis Unit
to RTWC to share data for more
directed crime fighting efforts;
implemented software Datamnr
and Motorola Cape (live drone
feed monitoring)
 Moved Crime Analysis Unit to the
intelligence cell of RTWC to
provide data and resources for
crime prevention and suspect
apprehension
and civilian positions;
continued recruitment and
hiring efforts for sworn
female personnel
 Collaborate with Public
Works, Information
Technology and Finance to
identify areas to improve the
vehicle replacement process
 Update department manuals
 Initiate planning for Metro
sub-stations pending
approval of operational plan
 Relaunch of Chief’s Advisory
Panel (CAP)
 Provide “Brown Bag Lunch”
PD talks with City staff to
improve inter-department
relationships
 Conduct a master equipment
inventory and tracking
 Complete inspections and
audits to include Lexipol and
CCTV
 Focus on customer service
and community engagement.
 Focus on leadership
development; emphasis on
civilian training

Page | 38
City of Beverly Hills
FY 2023-2024
ITEM
#

TITLE/DESCRIPTION LEAD

DEPARTMENT
FY 2022/2023

DELIVERABLES
FY 2022/2023

ACCOMPLISHMENTS
FY 2023/2024

PROPOSED DELIVERABLES
 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.
 Added 31 Flock ALPRs
(Automated License Plate
Readers)
 Completed implementation of
Live 911 complete which is
currently live and active in RTWC
 Implemented testing phase of
Live 911 for patrol vehicles
 Completed Implementation of
BHPD Alert
 Completed expansion of the
drone program which is
operational 7 days a week, 10
hours a day
 Purchased 12 new rapid
deployment drones and issued
them to Patrol and Traffic
Officers
 Purchased tactical drones for
interior searches for use by BHPD
Officers
 Completed a staffing operational
plan and submitted to LA County
Metro a part of BHPD’s proposal
to provide law enforcement
services
 Launched the BHPD Alert System
 Explore revision of
performance evaluations and
processes
 Continue to provide clear
goals for Patrol for crime
reduction and prevention.
 Continue improvement in
service to the community

Page | 39
City of Beverly Hills
FY 2023-2024
ITEM
#

TITLE/DESCRIPTION LEAD

DEPARTMENT
FY 2022/2023

DELIVERABLES
FY 2022/2023

ACCOMPLISHMENTS
FY 2023/2024

PROPOSED DELIVERABLES
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
Policy & Management
• Built out additional Standing
Emergency Management Mutual
Aid Agreements
 Expanded local business
emergency management and
resilience planning
 Developed a citywide postdisaster repopulation plan
 Participated in Countywide
cybersecurity planning, training,
and exercises
 Implemented enhanced security
process for City Hall, including
the implementation of a metal
detector system
 Continued to explore various
emergency management
technologies to enhance
response and recovery abilities
 Continued to lead, coordinate,
and close out the City’s overall
COVID-19 pandemic response
 Completed a citywide afteraction report for the COVID-19 pandemic
Policy & Management
 Update the City’s Hazard
Mitigation Plan
 Complete post-disaster
Damage Assessment training
for key staff
 Complete Family Assistance
Center training for staff
 Expand plans, policies, and
procedures for adverse
weather events
 Continue to study and
enhance safety and security
measures for all City facilities.
 Continue to explore various
emergency management
technologies to enhance
response and recovery
abilities

Page | 40
City of Beverly Hills
FY 2023-2024
ITEM
#

TITLE/DESCRIPTION LEAD

DEPARTMENT
FY 2022/2023

DELIVERABLES
FY 2022/2023

ACCOMPLISHMENTS
FY 2023/2024

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
Public Works
 Supported BHPD, BHFD and
Emergency Management during
events or emergencies including
winter storm events, the Golden
Globes and LA Marathon
 Siren installation contract
awarded September 2022.

Installations to begin Spring 2023
 Complete construction of City
Hall 3rd floor North wing for PD
intel cell
 Continued installation,
maintenance and upgrades to
Citywide Community Security
CCTV and ALPR systems
Public Works
 Complete installation of
Outdoor Warning System
Sirens FY2023-24
 Continue to support BHPD,
BHFD and Emergency
Management during events
or emergencies
 Continue support of PD and
IT in installation,
maintenance and upgrades to
Citywide Community Security
CCTV and ALPR systems
 Support the Fire Department
in addressing risks involving
public trees in the VHFHSZ.
 Work with the Fire
Department to further
enhance signage for Red Flag
fire days/parking restrictions
 Create a taskforce to
research, examine, discuss,
and propose alternative
sources of emergency storage
and delivery of electricity to
improve the City’s electrical
resiliency
 Examine ways for the City to
become an “electricity
center” during times of high

Page | 41
City of Beverly Hills
FY 2023-2024
ITEM
#

TITLE/DESCRIPTION LEAD

DEPARTMENT
FY 2022/2023

DELIVERABLES
FY 2022/2023

ACCOMPLISHMENTS
FY 2023/2024

PROPOSED DELIVERABLES
power consumption and/or
power outages
 Explore alternative sources of
energy storage and delivery
(e.g. microgrids)
 Explore creation of a model
for electrical storage that the
City can implement and then
encourage businesses to
adopt a similar model
 Study traffic crash data to
develop a Local Road Safety
Plan and identify high injury
locations for safety
improvements utilizing newly
acquired analytical software

PUBLIC WORKS
34 Centralized Customer
Relations (CCR). Create
bidirectional communication
with citizens.

PW, P&M
 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
 Onboarded Community Services
Department
 Assessed possibility of
onboarding Fire Department
non-emergency calls
 Completed RFP process for new
CRM system
 Developed communication plan
for new Centralized Customer
Relations program
 Supported P&M’s website
redesign project
 Roll-out CCR communication
plan
 Begin new CRM platform
implementation project, if
approved by Council
 Pilot Saturday service

Page | 42
City of Beverly Hills
FY 2023-2024
ITEM
#

TITLE/DESCRIPTION LEAD

DEPARTMENT
FY 2022/2023

DELIVERABLES
FY 2022/2023

ACCOMPLISHMENTS
FY 2023/2024

PROPOSED DELIVERABLES
website redesign with
relation to the
Centralized Customer
Relations division.
35 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 Cityoperated 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
Public Works
 Phase 2 Citywide Signal Upgrades
project construction contract was
awarded.

Public Works
 Complete Phase 2 Citywide
Signal Upgrades project
 Continue to upgrade signs
and pavement markings to
support AV and advanced
driver-assistance system
(ADAS)
36 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
Public Works
 Continued ongoing installation,
maintenance and upgrades to
Citywide Community Security
CCTV and ALPR systems
 Completed installation of CCTVs
full scope at 4 parking structures
and interim scope at 5 parking
structures
IT
 Deployed 30+ FTTP network
cameras, with plans for
Public Works
 Continue installation,
maintenance and upgrades to
Citywide Community Security
CCTV and ALPR systems
IT
 Continue expansion of GPON
network-based cameras in
residential areas

Page | 43
City of Beverly Hills
FY 2023-2024
ITEM
#

TITLE/DESCRIPTION LEAD

DEPARTMENT
FY 2022/2023

DELIVERABLES
FY 2022/2023

ACCOMPLISHMENTS
FY 2023/2024

PROPOSED DELIVERABLES
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
 Support BHUSD in the
expansion of their
camera system.

Redeployed wireless cameras
to other priority locations
 Completed engineering of
phase II priority cameras, and
began Phase I management
 Expanded video analytics for
RTWC and other city
applications, and evaluated
new technology
 Expanded storage
infrastructure, and designed
next-phase systems
 Expanded BHUSD cameras per
JPA
 Redeploy wireless cameras to
priority areas
 Expand storage capacity to
accommodate new cameras
 Manage tier II camera
installations and design tier
three locations
 Support BHUSD camera
expansion as part of NEW JPA
 Expand back end CCTV
systems for use in RTWC
37 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
 Project schedule is contingent on
the park master plan completion
 Project schedule is
contingent on the park
master plan completion
38 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.
 Completed development of LCW1 well (Coffee Bean Location)  Received operational permit for
LCW-1 well from Division of
Drinking Water.
 Finalized development of the
Sandpit Monitoring Well.
 Continue with design of two
(2) La Cienega Park Wells
 Continue to pursue the
development of one (1)
additional well in the La
Breas Sub Basin

Page | 44
City of Beverly Hills
FY 2023-2024
ITEM
#

TITLE/DESCRIPTION LEAD

DEPARTMENT
FY 2022/2023

DELIVERABLES
FY 2022/2023

ACCOMPLISHMENTS
FY 2023/2024

PROPOSED DELIVERABLES
 Initiated design of two (2) wells at
LA Cienega Park.
39 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.

Public Works
 Continued support of
construction in Section 1 and
Section 2 and enforcement of
MOA provisions
 Continued ongoing outreach to
community and business
stakeholders
 Streetscape design standards are
being incorporated into design of
Metro street restoration.
 Council awarded design contract
for North Portal. 15% design level
completed
Fire
 Continued support and
participation with the ongoing
construction in Sections’ 1 and 2
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
 Continue design of North
Portal
Fire
 Continue engagement with
Metro-related activities to
prevent or fully mitigate
potential risks and hazards
associated with the project

Page | 45
City of Beverly Hills
FY 2023-2024
ITEM
#

TITLE/DESCRIPTION LEAD

DEPARTMENT
FY 2022/2023

DELIVERABLES
FY 2022/2023

ACCOMPLISHMENTS
FY 2023/2024

PROPOSED DELIVERABLES
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.

Policy and Management
 Exchanged funds with the Cities
of Walnut and Rolling Hills to
reduce the cost of transportation
projects
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
40 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
 Initiated design of the Reservoir
Management Systems (RMS) at
the three largest reservoirs
 Received permit from Division of
Drinking Water for existing Well
6 and new Well LCW1.
 Continue and finalize with
design of upgrades to the
largest reservoirs to
include Reservoir
Management Systems
(RMS)
 Continue to expand the
City’s water portfolio by
evaluating possible
groundwater well sites for
increased water
independence
 Evaluate Cabrillo Reservoir
Design options
41 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
 Continued to oversee the
Backflow Prevention Program
 Initiated the AMI/AMR Meter
replacement project which will be
a five-year program
 Continue to oversee the
Backflow Prevention Program
 Continue with the AMI/AMR
Meter replacement project,
currently anticipated to take
5 years

Page | 46
City of Beverly Hills
FY 2023-2024
ITEM
#

TITLE/DESCRIPTION LEAD

DEPARTMENT
FY 2022/2023

DELIVERABLES
FY 2022/2023

ACCOMPLISHMENTS
FY 2023/2024

PROPOSED DELIVERABLES
Forestry and Parking
Service.
 Continue overseeing the
implementation of the
Backflow Prevention
Program.
 Continue water meter
testing.
 Implemented INFOR asset
management inventory module.
 Completed phase 2 of the INFOR
asset management system
including Water Treatment and
Street Maintenance
 Implement phase 3 of INFOR
asset management program
including Parks Maintenance,
Urban Forestry and Parking
Services
42 Gateways. The final
remaining gateway at Santa
Monica/Doheny has been
designed. Project to
continue if property becomes
available.

PW, CS
 On Hold  On Hold
43 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.
 Completed water and
wastewater rates study including
the volumetric rate structure for
the wastewater residential class.
 Implement volumetric rate
structure for the wastewater
residential class.
44 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
 Continued to enhance the layout
in the warehouse and add secure
storage in and around Public
Works campus.
 Continue to enhance the
layout of the warehouse
and add secure storage in
and around Public Works
campus, as needed.

Page | 47
City of Beverly Hills
FY 2023-2024
ITEM
#

TITLE/DESCRIPTION LEAD

DEPARTMENT
FY 2022/2023

DELIVERABLES
FY 2022/2023

ACCOMPLISHMENTS
FY 2023/2024

PROPOSED DELIVERABLES
work schedules to
support future layout of
Public Works Facility
45 Rodeo Permanent Bistro
Seating.

Replace existing temporary krails 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
46 Urban Forest Management
Plan (UFMP)
PW
Public Works
 Begin implementation
UFMP policies and action
items.
 Developed plan for adding
canopy trees as infill on Wilshire
Blvd as part of street restoration
in Metro station areas
 Completed irrigation design for
Robertson Boulevard street tree
replacements as part of sidewalk
repair project that is underway
 Replaced 60 trees and planted 40
new trees
 Replace approx. 200 trees
and plant 60 new trees
47 Higher Maintenance of
Streets and Sidewalk in
Business District. Provide a
higher level of maintenance
to the streets and sidewalks
located in the Business
PW
 Continue to conduct
yearly sidewalk condition
survey and identify any
and all defects and repair
defects as stated in policy
 Conducted ongoing sidewalk
condition survey and repaired
defects as stated in policy
 Power washed parking structures
quarterly
 Continue to conduct sidewalk
condition survey and identify
any and all defects and repair
defects as stated in policy
 Power wash parking
structures quarterly (more

Page | 48
City of Beverly Hills
FY 2023-2024
ITEM
#

TITLE/DESCRIPTION LEAD

DEPARTMENT
FY 2022/2023

DELIVERABLES
FY 2022/2023

ACCOMPLISHMENTS
FY 2023/2024

PROPOSED DELIVERABLES
District including Rodeo
Drive, North Beverly Drive,
South Beverly Drive, Canon
Drive, and S. Santa Monica
Boulevard
 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
 Maintained and cleaned
sidewalks regularly
 Began development of Open BH
Guidelines with public
involvement through series of Ad
Hoc meetings and stakeholder
business outreach
frequently at some locations
depending on conditions)
 Continue to maintain and
clean sidewalks more
frequent as possible
 Complete Open BH
Guidelines
48 Complete Streets Plan.

Prepare a City Mobility Plan
beginning with an update of
the Bicycle Master Plan.

PW
 Implement the second
year of the Complete
Streets Plan as approved
by the City Council.
 Evaluate implementing a
City shuttle or transit
system
 Completed installation of
Minimum Grid of 14 miles of
bikeways
 Developed a Draft Citywide
Neighborhood Traffic Calming
Program
 Completed Feasibility Study for a
City Transit System and began
public outreach and development
of possible pilot transit service
 Awarded contract and began
work on Clifton/Le Doux Bicycle
Boulevard Feasibility Study
 Initiated study of potential new
crosswalks on arterials and
collectors to improve pedestrian
safety and connectivity
 Complete installation of San
Vicente and Doheny bicycle
lanes
 Present Neighborhood Traffic
Calming Program to City
Council for review and
approval
 If approved by Council,
implement pilot City Transit
service
 Complete Clifton/Le Doux
Bicycle Boulevard Feasibility
Study

Page | 49
City of Beverly Hills
FY 2023-2024
ITEM
#

TITLE/DESCRIPTION LEAD

DEPARTMENT
FY 2022/2023

DELIVERABLES
FY 2022/2023

ACCOMPLISHMENTS
FY 2023/2024

PROPOSED DELIVERABLES
49 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
This project is programmed
for future years in the CIP.
50 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.
 Completed rollout of the program
to the City.
 Continue implementing the
program and educational
efforts of the residents and
businesses, and coordinate
food waste recovery service
with food-generating
businesses.

New
51 Parking Structures Façade
Improvements
PW
 Building Assessment of
priority parking
structures identified by
Business task force
requiring façade
improvements
 Solicit design firms to provide
conceptual studies for building
exterior improvements
 Continue seismic analysis on
buildings constructed pre 1977
 Develop conceptual design
for façade improvements at
selected parking structures
New
52 Climate Action and
Adaptation Plan PW, CD, CS, FD
  Begin implementation of
Action and Policies

Page | 50
City of Beverly Hills
FY 2023-2024
Ongoing City Council Priorities
ITEM
#

TITLE/DESCRIPTION LEAD

DEPARTMENT
FY 2022/2023

DEVIVERABLES
FY 2022/2023

ACCOMPLISHMENTS
FY 2023/2024

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 bringing
forth Sunshine Taskforce
Initiatives
 Coordinated Sunshine
Taskforce meetings and
provided minutes
 Continue to coordinate
with the Policy &
Management
Department regarding
Sunshine Taskforce
Initiatives
2 City Elections and Anti-Voter
Fraud Initiative. Conduct City
elections and 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.

City Clerk
 Hosted Municipal
Election in June 2022
 Worked with Los Angeles
County to address voter
fraud and voter
suppression complaints
 Completed Referendum
Process for the Cheval
Blanc project in
December 2022
 Scheduled Special
Election for May 2023
 Coordinated with Los
Angeles County regarding
elections related items
 Investigated complaints
of voter suppression from
the June 2022 election.

The results were
unfounded
 Schedule the next
Municipal Election for
March 2024.
 Provide outreach to the
Beverly Hills residential
community
 Process candidates
and/or any ballot
measures for the election
 Continue to address any
voter fraud or voter
suppression issues

Page | 51
City of Beverly Hills
FY 2023-2024
ITEM
#

TITLE/DESCRIPTION LEAD

DEPARTMENT
FY 2022/2023

DEVIVERABLES
FY 2022/2023

ACCOMPLISHMENTS
FY 2023/2024

PROPOSED DELIVERABLES
Policy & Management
 Continue to work with
City Clerk’s office to
communicate voter
fraud alerts
Policy & Management
 In coordination with the
City Clerk’s Office,
communicated election
and voting information
through various channels
including local
newspapers, social media
and BHTV

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 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
Human Resources
 Continued to participate
in local city events
including the City’s Art
Shows and Earth Day.

Also participated in
BHHS Career Day
 Increased usage of City’s
social media accounts in
advertising job
opportunities, including
LinkedIn and Instagram
 Coordinated “Hire Local”
advertising in the
Community Services
quarterly brochure
 Continued outreach
efforts with City’s Cable
Team to advertise on
 Continue to coordinate
“Hire Local”
advertisements in
community publications
and newsletters,
including the Public
Works bi-monthly
newsletter “The
Backbone”
 Further develop
partnership
opportunities with local
businesses and faithbased organizations to
promote job
opportunities within the
City

Page | 52
City of Beverly Hills
FY 2023-2024
ITEM
#

TITLE/DESCRIPTION LEAD

DEPARTMENT
FY 2022/2023

DEVIVERABLES
FY 2022/2023

ACCOMPLISHMENTS
FY 2023/2024

PROPOSED DELIVERABLES
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
Citywide CCTV and Cable
Channel 35
 Participated in
2022/2023 Team Beverly
Hills
 Contacted local faithbased organizations
regarding possible
partnership opportunities
Policy & Management
 Transitioned posting of
job recruitments on
LinkedIn to Human
Resources
 In coordination with
Human Resources, draft
content for monthly
“Staff Report” employee
newsletter
 Continue to expand
participation in local City
events
 Continue partnership
with City’s Cable Team
and Communications
Team in the outreach
efforts via the City’s
cable outlets and social
media platforms
 Continue participation in
Team Beverly Hills
 Further expand
partnership with BHHS
to encourage
exploration of careers in
local government

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
 Sent over 70 letters to
elected officials voicing
the City’s position on
various pieces of
legislation
 Met with elected officials
and their staff to
communicate the City’s
 Work collaboratively with
partner agencies and
jurisdictions, such as the
California Contract Cities
Association, Clean Power
Alliance, Los Angeles
County, and neighboring

Page | 53
City of Beverly Hills
FY 2023-2024
ITEM
#

TITLE/DESCRIPTION LEAD

DEPARTMENT
FY 2022/2023

DEVIVERABLES
FY 2022/2023

ACCOMPLISHMENTS
FY 2023/2024

PROPOSED DELIVERABLES
advocate for the City’s
legislative priorities
legislative priorities to
them
cities, to advocate for
regional solutions
 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
 Monitored legislation to
be introduced to prevent
the misuse of disabled
placards. No legislation
was introduced
 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.
 Initiated and completed
numerous capital
improvement projects.
 Worked with Policy and
Management and
Finance to ensure
adequate funding for
capital projects.
 Continue to initiate and
complete capital
improvement projects.
 Continue to 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
 Pivot from a water
shortage to water
efficient practices.

Continued to provide
 Continue enhanced
public outreach and
enforcement of existing
Municipal Code per City

Page | 54
City of Beverly Hills
FY 2023-2024
ITEM
#

TITLE/DESCRIPTION LEAD

DEPARTMENT
FY 2022/2023

DEVIVERABLES
FY 2022/2023

ACCOMPLISHMENTS
FY 2023/2024

PROPOSED DELIVERABLES
Council drought
ordinance.
public outreach during
drought and increased
enforcement action on
water waste.

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: Cynthia Owens, Municipal Affairs Program Manager
DATE: March 25, 2023
SUBJECT: City Council Priorities Setting Exercise
ATTACHMENTS: 1. FY 2022-23 Final City Council Priorities

2. Proposed FY 2023-24 City Council Priorities with Accomplishments for FY 2021-22 (Redline)

3. Proposed FY 2023-24 City Council Priorities with Accomplishments for FY 2021-22 (Clean)

4. City’s Vision Statements

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 18, 2023, City Council Priorities Setting Session will assist the City Council in determining budgeting priorities for the upcoming budget Study Sessions scheduled for May 2023. 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 18, 2023 Study Session.

OVERVIEW
The Fiscal Year 2022-2023 (“FY 2022-23”) City Council Priorities (Attachment 1) were adopted by City Council on June 14, 2022. In January 2023, staff began the process of gathering information and consolidating it into a City Council Priorities document for FY 2023-24.

At the April 18, 2023, 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 2023-24 (Attachments 2 and 3). 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 2023-24.

The City Council will then be given an opportunity to introduce new priorities for FY 2023-24.

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

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 4) drives the formation of the City’s General Plan, Strategic Plan, City Council Priorities, and

Page 2 ends

Memo to the City Council
March 25, 2023
budget. These statements also assists staff in developing work plans and ongoing tasks to implement the plans and priorities.

As the planning and budget process for FY 2023-24 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 the 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 2023-24 budget documents.

Overview of the April 18, 2023 Study Session
Staff is currently proposing to follow a similar format to the City Council Priorities setting session that occurred in April 2022. 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 still in the process of identifying a City Auditor, the City Auditor’s priorities have been consolidated under the Policy & Management Department.

Staff will provide an overview of what was accomplished in FY 2022-23 on current City Council initiatives and what the intended deliverables are for FY 2023-24 (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 and the proposed deliverables 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 2023-24. There are several staff proposed initiatives for the City Council to consider for inclusion in the FY 2023-24 City Council Priorities. These are:

2. Launch Ongoing OpenBH Program. Launch permanent program based on approved parameters and guidelines as established by Ad Hocs and the City Council. (Community Development)

3. Enhance Services to Further Assist the Unhoused. Explore and implement options to enhance services for the unhoused in Beverly Hills. (Policy & Management)

4. Parking Structures Façade Improvements (Public Works)

5. Climate Action and Adaptation Plan (Public Works)

Page 3 ends

Memo to the City Council
March 25, 2023
Additionally, Priority 16 “Open Space” has been retitled to encompass a broader range of activities involving the City’s green space. The new title proposed by staff is “Open Space & Maintenance & Use of Green Space” with the accomplishments for FY 2022-23 and deliverables for FY 2023-24 reflecting the expanded title for this City Council Priority.

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 18, 2023, the Mayor and City Council will have an opportunity to present new initiatives for inclusion in the FY 202-24 City Council Priorities. During the session, a description of the priority and the deliverables for FY 202-24 will be developed with the City Council.

City Council will be asked to approve each new initiative introduced for inclusion in the FY 2023- 24 City Council Priorities list and affirm the new City Council Priorities list. This will require a majority vote of the City Council.

CONCLUSION
During the April 18, 2023, 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 2022-23 City Council Priorities, Proposed FY 2023-24 City Council Priorities with Proposed Deliverables for next fiscal year, 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 18, 2023, Study Session, staff will utilize the information obtained from the City Council to refine the proposed deliverables for FY 2023-24. 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 outcomes 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 18, 2023, City Council Priorities Setting Session to present their Department’s accomplishments on the FY 2022-23 priorities and projects; deliverables for FY 2023-24 associated with these priorities and projects; provide clarification; and answer questions.

Beverly Hills City CouncilApril 18, 2023

Beverly Hills City Council
April 18, 2023