Item A-2 Staff Report — Beverly Hills City Council, June 12, 2023

Meeting Date: June 12, 2023

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STAFF REPORT
Meeting Date: June 12, 2023
To: Honorable Mayor & City Council
From: Jeff S. Muir, Director of Finance
Tatiana Szerwinski, Assistant Director of Finance
Brandy Gros, Budget Manager
Subject: Fiscal Year 2023-24 Proposed Operating Budget
Attachment: 1. Fiscal Year 2023-24 Proposed Operating Budget

INTRODUCTION
This report provides a brief summary to accompany the Fiscal Year 2023-24 Proposed Operating Budget and staff will make a presentation at the Study Session meeting scheduled for June 12, 2023. The City’s revenue and financial position have essentially recovered to pre-pandemic levels and in some cases beyond. While the City’s outlook is positive, ongoing national and international instability, a continued inflationary period, and rising interest rates all give rise to mounting concerns about the likelihood of a recessionary period. In collaboration with the Mayor’s Blue Ribbon Committee led by the City Treasurer, the City and staff will need to continue to monitor these factors and work towards a longer-term view and forecast of the City’s financial picture for the upcoming years.

The Fiscal Year 2023-24 Proposed Operating Budget can be found at the following online location:
https://www.beverlyhills.org/departments/finance/financialdocuments/budgetdocuments/.

The budget message found therein has been written to serve as a clear, one-stop source for understanding key information in the budget, and it is strongly recommended as the primary resource.

Meeting Date: June 12, 2023

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DISCUSSION
The City has emerged from the pandemic’s prolonged period of economic decline with forecasted revenues reaching or exceeding pre-pandemic levels, given the strength of the City’s recovery todate. This has enabled a variety of budget enhancements to be incorporated to support City Council priorities, primarily with respect to public safety and community service initiatives.

Through City Council action during fiscal year (FY) 2022-23, $3.5 million in enhancements for FY 2023-24 have been pre-approved across all funds ($3.3 million recurring and $0.2 million onetime).

Approval
Date Title and Item # Fund One-Time Cost Recurring Cost Total 4/12/2022 Real Time Watch Center (Item D-9) 001 - $ 86,000 $ 86,000 $ 6/21/2022 Jail Staffing and Maintenance (Item D-12) 001 - 95,152 95,152 6/21/2022 Red Light Photo Enforcement Program (Item D-11) 001 - 79,000 79,000 3/07/2023 Fire Contractual Services (Study Session Item A-3) 001 - 324,000 324,000 3/07/2023 Traffic Signal and Street Lighting Technician (Study Session Item A-3)
001 - 128,702 128,702
3/07/2023 Senior Traffic Signal and Street Lighting Technician (Study Session Item A-3) 001 142,008 142,008
4/18/2023 Nurse Practitioner Program (Item G-1) 001 - 506,193 506,193 1,361,055 - 1,361,055
7/19/2022 Verizon License Agreements (Item E-9) 410 - 98,000 98,000 12/13/2022 Facilities Engineering Operations and Mechanical Maintenance (Item D-10) 405, 810 - 1,500,049 1,500,049
5/02/2023 Facilities Engineering Operations and Mechanical Maintenance (Item E-12) 405, 810 - 323,320 323,320
1,921,369 - 1,921,369
10 Total Enhancement Requests Previously Approved $ 3,282,424 - $ 3,282,424 $ FY 2023-24 BUDGET ENHANCEMENT SUMMARY (PRIOR COUNCIL APPROVAL) General Fund Total
All Other Funds Total
Approval
Date Title and Item # Fund One-Time Cost Recurring Cost Total 6/06/2023 Community Assistance Grant Funding (CAGF) (Item E-14) 001 167,500 $ - $ 167,500 $ $ - 167,500 $ 167,500 $
1 Total Change from Proposed to Adopted Budget $ - 167,500 $ 167,500 $ FY 2023-24 BUDGET ENHANCEMENT SUMMARY (CHANGES FROM PROPOSED TO ADOPTED) General Fund Total
Meeting Date: June 12, 2023

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In addition, the proposed budget includes new General Fund enhancements of $8.9 million ($6.4 million one-time and $2.5 million recurring), Special Revenue Fund enhancements of $0.1 million (all one-time), Internal Service Fund enhancements of $2.5 million ($0.7 one-time and $1.8 million recurring) and Enterprise Fund enhancements of $2.4 million (all recurring). The grand total of all enhancements for the FY 2023-24 proposed budget is $13.9 million across all funds ($7.2 million one-time and $6.7 million recurring).

Full summaries by fund and details for all enhancements can be found in the proposed budget document in the Budget Enhancements section and in the Supplemental Information section under Budget Enhancement Details.

Request # Request Title Fund One-Time
Cost Recurring Cost Total
010-004 Funding for Next Night and Cultural Initiatives/Membership 001 - 95,000 95,000 170-002 Supervising Crime and Intelligence Analyst (RTWC) 001 - 166,183 166,183 170-003 Parking Enforcement Dispatcher (Dispatch) 001 - 103,252 103,252 170-005 Detective Bureau Technology Advancement 001 - 127,059 127,059 170-006 Operational Budget Increase 001 10,260 160,316 170,576 170-007 Concealed Carry Weapon (CCW) Program 001 - 35,000 35,000 170-008 Photo Red Light Enforcement Program COLA 001 - 16,000 16,000 170-009 SWAT Tactical Drone Program 001 - 20,000 20,000 170-010 Law Enforcement Multi-Purpose Vehicle 001 45,000 - 45,000 170-001 Private Armed Security Services 001 5,400,000 - 5,400,000 170-004 AXON Services and Hardware Expansion 001 - 530,000 530,000 270-002 Reinstate Deputy Building Official Position 001 - 254,527 254,527 270-004 Management Analyst 001 - - -
270-005 Building Code Plan Review Consulting Services 001 - - - 270-006 Customer Service Representative Upgrade 001 - 22,715 22,715 270-001 Animal Care and Control Services 001 - 295,834 295,834 270-007 Historic Survey of Single-family & Commercial Properties 001 400,000 - 400,000 350-007 Sustainability Administrator 001 - 112,122 112,122 350-010 Sustainability Initiatives Program 001 - 150,000 150,000 350-015 Public Safety Support - Citywide Street Closures 001 500,000 (55,000) 445,000 350-002 Transportation Planning Analyst 001 - 74,480 74,480 400-002 Recreation Leader (Regular Part-time) 001 - 54,982 54,982 400-001 Childcare Counselor (2 Regular Part-time) 001 - 113,380 113,380 400-003 Library Catalog Upgrade 001 - 38,300 38,300
400-004 Arts & Culture Events and Programming 001 - 110,000 110,000 400-005 Community Assistance Grant Funding (CAGF) 001 - 87,500 87,500 2,511,650 6,355,260 8,866,910
FY 2023-24 BUDGET ENHANCEMENT SUMMARY (RECOMMENDED)
General Fund Total
Meeting Date: June 12, 2023

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Request # Request Title Fund One-Time
Cost Recurring Cost Total
270-003 Affordable Housing Program Administration 210 150,000 - 150,000 - 150,000 150,000
010-001 Funding for Display Advertising 480 - 75,000 75,000 010-002 Consultant Services for Hazard Mitigation Action Plan Update 480 85,000 - 85,000 010-003 Security Services for Enhanced Safety for City Hall 480 400,000 - 400,000 050-001 City Attorney Rate Increase 480 - 104,400 104,400 120-001 Payroll Program Manager 480 - 186,476 186,476
130-001 Human Resources Analyst 480 - 138,200 138,200
130-002 Human Resources Associate II 450, 480 - 139,686 139,686 130-003 Human Resources Analyst - Limited Term 480 - 119,300 119,300 130-004 Labor Negotiation Services 480 200,000 - 200,000 130-005 NeoGov Software 480 - 75,000 75,000
170-010 Law Enforcement Multi-Purpose Vehicle 410, 490 - 18,300 18,300 310-001 Software Licensing and System Maintenance Costs 410, 420, 430 350,000 - 350,000
310-002 Communications Specialist (IT) 410 - 131,617 131,617 350-001 Equipment Mechanic II (2) 490 - 232,633 232,633 350-013 Lead Facilities Maintenance Mechanic 405 - 5,013 5,013 350-014 Upgrade Associate Project Manager to Project Manager (2) 480 - 59,108 59,108 350-016 Emergency and Heavy-Duty Vehicle Costs 490 - 100,000 100,000 350-017 Customer Service Representative 480 - 104,547 104,547 1,839,280 685,000 2,524,280
350-003 Water Purchases 800 - 253,549 253,549
350-004 Solid Waste Franchise Agreement Increase 830 - 527,007 527,007 350-005 Wastewater Treatment & Maintenance Contractual Increase 840 - 949,000 949,000 350-006 Alley Tree Trimming and Weed Abatement Maintenance 830 - 184,000 184,000 350-007 Sustainability Administrator 800, 830 - 60,374 60,374 350-008 Recycling Specialist 830 - 96,194 96,194
350-009 Central Stores Clerk 800 - 93,924 93,924
350-010 Sustainability Initiatives Program 830, 840 - 25,000 25,000 350-011 Water Resources Engineer
800, 801,
802, 840,
841
174,669 - 174,669
350-012 Senior Management Analyst for Parking 810 - - - 350-013 Lead Facilities Maintenance Mechanic 810 - 3,341 3,341 350-018 Water Quality Technician 800, 840 - 27,771 27,771 2,394,829 - 2,394,829
53 Total Recommended Enhancement Requests $ 6,745,759 7,190,260 $ 13,936,019 $ Enterprise Funds Total
FY 2023-24 BUDGET ENHANCEMENT SUMMARY (RECOMMENDED) (Continued) Special Revenue Funds Total
Internal Service Funds Total
Meeting Date: June 12, 2023

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General Fund
For FY 2023-24, total General Fund operating revenue is projected to be $307.9 million, which amounts to an increase of $23.3 million, or 8.2% over the adopted FY 2022-23 budget of $284.6 million, and an increase of $7.1 million, or 2.4% over the FY 2022-23 forecast of $300.8 million presented to Council at the March 2023 financial update based on midyear results. If realized, these revenues would not only signal a full recovery from the pandemic, but record high General Fund operating revenue on a combined basis. In addition to operating revenue, FY 2023-24 onetime General Fund revenue of $19.2 million includes $10.0 million in scheduled public benefit contributions from the OneBH development project and $9.2 million in projected permit revenue for major development projects.

The proposed General Fund budget for FY 2023-24 provides for total expenditures of $321.4 million ($290.4 million for operating expenditures and $31.0 million for non-operating transfers out), which amounts to an increase of $24.6 million, or 8.3%, compared to $296.8 million ($274.9 million for operating expenditures and $21.9 million for non-operating transfers out) for the FY 2022-23 adopted budget, and an increase of $17.6 million, or 5.8%, compared to $303.8 million ($273.5 million for operating expenditures and $30.3 million for non-operating transfers out) for the FY 2022-23 forecast. Within this increase are proposed General Fund budget enhancements totaling $8.9 million ($6.4 million one-time and $2.5 million recurring).

FY 2019-20
Actual
FY 2020-21
Actual
FY 2021-22
Actual
FY 2022-23
Adopted
FY 2022-23
Forecast
FY 2023-24
Proposed
Property Tax 78.1 $ 86.4 $ 93.8 $ 96.9 $ 96.9 $ 100.2 $ Sales Tax 30.5 37.2 45.5 40.6 45.7 44.9
Transient Occupancy Tax (TOT) 30.4 19.3 42.4 44.0 48.0 49.5 Business Tax 54.0 43.8 53.6 52.1 54.3 58.0
Other Revenue 77.1 60.6 60.6 51.0 55.9 55.3
Total General Fund Operating Revenue 270.1 247.3 295.9 284.6 300.8 307.9 Personnel Costs 132.4 132.8 134.5 145.5 142.0 155.4
Internal Service Fund Charges 58.5 42.1 51.8 66.6 66.6 73.1 Other Operating Expenditures 57.4 61.1 61.1 62.8 64.9 61.9 Total General Fund Operating Expenditures 248.3 236.0 247.4 274.9 273.5 290.4 Net Operating Surplus / (Deficit) 21.8 11.3 48.5 9.7 27.3 17.5 One-Time Major Development Projects Revenue - - 5.4 8.4 4.2 9.2 Public Benefit Contributions - 1.0 5.0 - 1.5 10.0
Transfer of Earmark to OPEB Trust - - (10.0) - - -
Non-Operating Transfers In - 7.0 1.0 - - -
Non-Operating Transfers Out (21.4) (20.3) (30.9) (21.9) (30.3) (31.0) Total Non-Operating and One-Time (21.4) (12.3) (29.5) (13.5) (24.6) (11.8) Total Surplus / (Deficit) 0.4 $ (1.0) $ 19.0 $ (3.8) $ 2.7 $ 5.7 $ General Fund Revenue and Expenditures (in Millions)
NOTE: Results above may vary from reported results in the December 2022 financial update due to (1) the elimination of the unrealized mark-to-market adjustment on portfolio investments and accounting entries for GASB 68 and GASB 75 as non-budgetary, and (2) bad debt expense has been reclassified to a contra-revenue for all years presented, at the direction of the City's independent auditors.

Meeting Date: June 12, 2023

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Citywide Budget
The proposed Citywide appropriations for FY 2023-24 total $626.1 million for all funds. Based on projected Citywide revenue of $624.0 million, it is recommended to use reserves and fund balances of $2.1 million (net) to fund the full expenditure budget. For additional details, please refer to the budget message of the proposed budget.

Meeting Date: June 12, 2023

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Additionally, the Fiscal Year 2023-24 Proposed Capital Improvement Budget of $92.4 million is included in the proposed operating budget figures.

FISCAL IMPACT
Projected General Fund operating revenue of $307.9 million exceeds General Fund operating expenditures of $290.4 million, yielding a net operating surplus of $17.5 million. In addition to operating revenues and expenditures, the General Fund budget includes projected one-time major development projects revenue of $9.2 million, public benefit contributions of $10.0 million, and non-operating transfers out of $31.0 million. Including these non-operating and one-time items, the total FY 2023-24 General Fund budget surplus is $5.7 million.

Beverly Hills is fortunate to have strong reserves due to the fiscal prudence of the current and prior City Councils. Leaning on reserves during times of financial stress and for one-time relief is a primary function of the reserves, and the City Council has previously indicated willingness to use some of these reserves, though the need to do so has not occurred in spite of pandemicrelated financial hardship in recent years.

Operating Revenue 307.9 $
Operating Expenditures 290.4
Net Operating Surplus / (Deficit) 17.5
One-Time Major Development Projects Revenue 9.2
Public Benefit Contributions 10.0
Non-Operating Transfers Out (31.0)
Total Non-Operating and One-Time (11.8)
TOTAL SURPLUS / (DEFICIT) 5.7 $
FY 2023-24 General Fund Budget (in Millions)
Meeting Date: June 12, 2023

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RECOMMENDATION
It is recommended that the City Council provide direction regarding the Fiscal Year 2023-24 Proposed Operating Budget, such that staff can prepare and finalize any changes to be brought forward for final adoption of the budget at the scheduled meeting on June 27, 2023.

Tatiana Szerwinski
Assistant Director of Finance
Jeff S. Muir
Director of Finance
Approved By Approved By
Attachment 1

CITY OF BEVERLY HILLS,

CALIFORNIA

PROPOSED

OPERATING
BUDGET
2023-24

FISCAL YEAR
VOLUME 1
Julian A. Gold, M.D.

Mayor
Lester J. Friedman
Vice Mayor
John A. Mirisch
Councilmember
Lili Bosse
Councilmember
Sharona R. Nazarian, PsyD.

Councilmember
Howard S. Fisher
City Treasurer
Nancy Hunt-Coffey
City Manager
Ryan Gohlich
Assistant City Manager

PROFILE OF BEVERLY HILLS, CA
__________________________________________
The City of Beverly Hills, a long-established residential city and commercial center, is located within Los Angeles County in Southern California. The City, incorporated in 1914, had a population of 32,265 as of January 2022, per the California Department of Finance. From the beginning, when it was planned as a subdivision in 1906, Beverly Hills was designed as a special place. In subsequent years, much has changed, but not the desire to keep it special. As a result, the City of Beverly Hills has established a tradition of providing residents, businesses, and visitors with a superior level of public safety services, premium life enrichment opportunities, and a renowned physical environment. From rolling hillside estate homes, to charming family bungalows and apartments, to a world renowned business community, Beverly Hills provides its residents, visitors, and business partners a community often sought but rarely found in modern urban centers.

Beverly Hills is blessed by a healthy business community. Revenues generated from the business sector represent the majority of total General Fund revenues. This allows the City to provide residents with the finest of residential living environments: clearly the City Council’s first objective. Over the last few years, Beverly Hills has become the home of many entertainment industry headquarters.

The City has also attracted the most prestigious art galleries in the country, and some of the major talent agencies. In the retail field, Beverly Hills has enjoyed remarkable reinvestment in all geographical and market areas.

CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2023-24
TABLE OF CONTENTS 1
Table of Contents

Proposed Budget
CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2023-24
TABLE OF CONTENTS 2
Table of Contents
Table of Contents ................................................................................................................................................ 1 Budget Message .................................................................................................................................................. 5 Citywide Organization Chart .............................................................................................................................. 23 Budget Introduction ........................................................................................................................................... 25 Budget Summaries ............................................................................................................................................. 29 Five-Year Forecast ............................................................................................................................................. 53 Budget Enhancements ........................................................................................................................................ 59 Department Budgets .......................................................................................................................................... 65 Policy and Management ................................................................................................................................................................ 67 City Attorney ................................................................................................................................................................................ 73 City Clerk ..................................................................................................................................................................................... 77 Finance ........................................................................................................................................................................................ 81 Human Resources ......................................................................................................................................................................... 87 Police Department ........................................................................................................................................................................ 93 Fire Department ........................................................................................................................................................................... 99 Community Development ............................................................................................................................................................ 104 Information Technology .............................................................................................................................................................. 110 Public Works .............................................................................................................................................................................. 116 Community Services .................................................................................................................................................................... 125 Non-Departmental ........................................................................................................................................... 131 Parking Authority ............................................................................................................................................ 135 Supplemental Information ................................................................................................................................ 137 Budget Enhancement Details ....................................................................................................................................................... 138 Department Divisions and Ongoing Tasks ..................................................................................................................................... 254 Policy and Management ......................................................................................................................................................... 256 City Attorney ......................................................................................................................................................................... 262 City Clerk .............................................................................................................................................................................. 264 Finance ................................................................................................................................................................................. 268 Human Resources .................................................................................................................................................................. 273 Police Department ................................................................................................................................................................. 277 Fire Department .................................................................................................................................................................... 284 CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2023-24
TABLE OF CONTENTS 3
Community Development ....................................................................................................................................................... 288 Information Technology ......................................................................................................................................................... 295 Public Works ......................................................................................................................................................................... 299 Community Services ............................................................................................................................................................... 314 CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2023-24

4 CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2023-24

BUDGET MESSAGE 5
Budget Message
Proposed Budget
CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2023-24

6 CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2023-24

BUDGET MESSAGE 7
Nancy Hunt-Coffey, City Manager
Honorable Mayor, City Council Members, and Citizens of Beverly Hills:

As your City Manager, I am pleased to present to you the Proposed Budget for Fiscal Year (FY) 2023-24. I believe you will find it reflects the needs and priorities of the City Council and our community.

On April 18, 2023, the City Council adopted a resolution terminating the local emergency declaration related to COVID-19. The Beverly Hills Community has faced many challenges over the last three years, but we have demonstrated resilience and continue to emerge with great strength. Economic activity and tourism have driven most key City revenues back to pre-pandemic levels and beyond. However, there are potential challenges on the horizon. Continuing to fuel global uncertainty, the Russian invasion of Ukraine has extended for over a year with no end in sight. Inflation reached a decades-level high of 8.5% in the Los Angeles area during fiscal year 2021-22, prompting the Federal Reserve to continue raising the Federal Funds Rate (currently 5.25% and the highest it has been since 2006). Concerns are mounting that the increasing interest rates will trigger a recessionary period. There are varying predictions as to the severity of such a recession, and staff continues to monitor the national and regional economic outlook, and what local effects they may have. The State is currently predicting a $32 billion deficit based on the Governor’s May budget revision which will likely be addressed through the use of reserves and some program reductions that do not currently appear to have a direct impact to the City. Yet another showdown over the federal debt ceiling is currently taking place between Congress and the President, with the outcome and ramifications currently unknown.

Locally, public safety remains a high priority of the City Council, as evidenced by several budget enhancements approved in last year’s budget and during the current fiscal year. The Real Time Watch Center is fully operational and has enhanced the Police Department’s ability to reduce and solve crimes.

The Mental Health Evaluation Team (MHET), teaming Police Officers with social workers, is expected to be operational by the conclusion of the current fiscal year as the County is in the final stages of hiring and assigning the social workers. The City Council also approved a midyear pilot program to provide additional assistance and services for the unhoused, as well as an expansion of the hours for the Nurse Practitioner Program. There are additional enhancements proposed in this budget that also support and enhance public safety.

CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2023-24

BUDGET MESSAGE 8
Guided by the priorities and direction of the City Council, City Departments continued to provide a high level of services to the community during the current fiscal year.  The Real Time Watch Center is celebrating its one-year anniversary. The Police Department has been able to reduce crime, increase arrests, and ensure quality investigations. Over the past year, several high-profile cases were solved due to the additional and enhanced technology that is being used in the City. Staffing has increased and the Police Department is anticipating being fully staffed by the end of next fiscal year.
 The Fire Department was pleased to welcome new Deputy Fire Chief Alfred Poirier. It also held its first-ever Girls Empowerment Camp at Fire Station 1. The Department conducted numerous JUST IN CASE BH informational and town hall events. It continued its support of statewide mutual aid efforts through multiple Strike Team deployments. The innovative Nurse Practitioner Program was expanded to further enhance its services to the community. It has received, and continues to fulfill, requests for presentations from various agencies, including: the Independent Cities Association; League of California Cities; California Contract Cities Association; and the Congressional Fire Services Institute in Washington, DC.  Notable achievements for the Public Works Department included the new La Cienega groundwater well, which came online to improve water reliability, the substantial completion of the Burton Way Green Street Project that will reuse stormwater and includes a water efficient landscape, and the implementation of organic waste and food recovery programs that will send less to the landfill and help with food insecurity. Public Works has substantially completed the seismic retrofit of the City Hall Tower. The City's Centralized Customer Relations program now supports the City Clerk’s Office, Finance – Utility Billing, Community Development, and a portion of Community Services, with the Fire Department non-emergency calls scheduled to be added in FY 2023-24.
 The Community Services Department expanded community offerings and welcomed several new events this year including an expansion of our Holidays at Greystone, Music in the Mansion Festival, the inaugural Festival Beverly Hills, and the City’s partnership with MADE for the first ever MADE in Beverly Hills. The Beverly Hills Art Show is celebrating its 50th anniversary as it returns to a full layout spanning four blocks of Beverly Gardens Park. The Beverly Hills Public Library has expanded hours and brought back family favorite programming such as children’s storytimes. Enrichment programs are thriving at park sites, community centers and afterschool sites. The City’s Adventure Camp and preschool programs expanded to accommodate the newly implemented Universal Transitional Kindergarten (TK) program. The Department has launched programming of the newly restored Greystone Theatre and looks forward to new partnerships and ongoing programming. Significant Greystone, Community Center, park and playground renovations and restorations have been completed, allowing for enhanced programming and public enjoyment.

CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2023-24

BUDGET MESSAGE 9
 The Community Development Department has also seen many achievements in the current year.

Major planned and proposed development projects, such as OneBH, Cheval Blanc, the 9600 Wilshire Project, and the Beverly Hills Creative Offices Project continue to require significant dedicated City resources within the Planning Division to successfully implement. The Rent Stabilization Division continues to work with landlords and tenants of the 7,884 rent stabilized units in the City and guide the community through regulatory changes impacting renters and landlords. The Filming and Special Events Division continues to assist the 75 businesses that are still using the OpenBH program to expand outside services, and staff is actively working on establishing permanent regulations based on lessons learned from OpenBH. In 2022, the City adopted the triennial building code, and Development Services staff have begun implementing the new code as adopted.
 In addition to providing support to the City Council and departmental oversight, the Policy and Management Department collaborated with City departments to offer enhanced services for the unhoused; continued to explore options for affordable housing; selected a vendor to redesign the City’s website in 2023; worked with the Chamber of Commerce, Conference and Visitors Bureau and Rodeo Drive Committee to promote Beverly Hills; and prioritized the public safety of our residents, businesses and visitors.
 The Information Technology (IT) department continued to advance technology initiatives while ensuring uninterrupted access to essential functions through remote and virtual means. Through automation, IT has streamlined the permit application process, making it more efficient and userfriendly. IT has improved website search, web content, and navigation resulting in an enhanced online experience. The integration of technology within the Real Time Watch Center, including CCTV expansion, has bolstered public safety measures and improved emergency response capabilities. In addition, the IT Department has also expanded cybersecurity measures, safeguarding critical data and infrastructure from cyber threats.  In addition to preparing the annual budget and Annual Comprehensive Financial Report (ACFR), the Finance Department has continued providing regular financial updates to the City Council throughout the fiscal year. Finance also continued to assemble project costs to pursue COVID-related FEMA reimbursements. Finance has engaged vendors to help evaluate the City’s banking services, merchant card services, merchant card processing, and Payment Card Information Data Security Standards, and will implement updates in the upcoming fiscal year.

CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2023-24

BUDGET MESSAGE 10
 The Human Resources Department launched the LEAD Supervisor’s Academy and the Lunch & Learn program for Managers and Supervisors aimed at providing new and ongoing education for the City’s frontline leadership. Labor negotiations commenced with six of the City’s nine bargaining groups in an effort to adopt successor Memoranda of Understanding (MOUs) prior to the expiration of the current MOUs in October of 2023. Risk Management continued to provide guidance to departments and employees regarding changing COVID protocols, including the administration of Supplemental Paid Sick Leave in accordance with State of California guidelines.

Wellness activities including virtual and in-person seminars were held to supplement the City’s resources for employee mental health and wellness.
 The City Clerk’s Office continues to provide City Council meeting support both in virtual and hybrid formats. As administrator of elections, the City Clerk’s Office is conducting both the Special Election in May 2023 and the Municipal Election in March 2024. The City Clerk’s Office is currently going through an organizational assessment of the department’s operations. Proposed recommendations and associated funding requests are anticipated to come forward to the City Council for consideration in Summer 2023.

With sustained recovery and revenue growth, this proposed budget both maintains our current slate of high-quality services to the community and recommends enhanced investment in areas that support the City Council’s priorities and organizational needs. Staff continued to provide regular financial updates throughout the current fiscal year ensuring that timely reviews of the City’s revenues and expenditures are occurring and allowing the City to respond to any significant changes.

CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2023-24

BUDGET MESSAGE 11
Enhancements
With an improving financial outlook and the need to support the priorities of the community and City Council, this budget proposes 53 enhancement requests for FY 2023-24 totaling $13.9 million. While significant, please note that more than half of this amount ($7.2 million) is related to one-time cost items ($5.8 million for private security). Of the $6.7 million in recurring costs, $2.5 million is from the General Fund, representing less than 1% of the total General Fund Operating Expenditure budget. The proposed fiscal year 2023-24 enhancements, presented over the next two pages, are summarized below. The first chart lists the General Fund enhancements and the chart on the next page presents enhancements in other fund types.

Request # Request Title Fund One-Time Cost Recurring Cost Total 010-004 Funding for Next Night and Cultural Initiatives/Membership 001 - 95,000 95,000 170-002 Supervising Crime and Intelligence Analyst (RTWC) 001 - 166,183 166,183 170-003 Parking Enforcement Dispatcher (Dispatch) 001 - 103,252 103,252 170-005 Detective Bureau Technology Advancement 001 - 127,059 127,059 170-006 Operational Budget Increase 001 10,260 160,316 170,576 170-007 Concealed Carry Weapon (CCW) Program 001 - 35,000 35,000 170-008 Photo Red Light Enforcement Program COLA 001 - 16,000 16,000 170-009 SWAT Tactical Drone Program 001 - 20,000 20,000 170-010 Law Enforcement Multi-Purpose Vehicle 001 45,000 - 45,000 170-001 Private Armed Security Services 001 5,400,000 - 5,400,000 170-004 AXON Services and Hardware Expansion 001 - 530,000 530,000 270-002 Reinstate Deputy Building Official Position 001 254,527 254,527 270-004 Management Analyst 001 - - -
270-005 Building Code Plan Review Consulting Services 001 - - - 270-006 Customer Service Representative Upgrade 001 - 22,715 22,715 270-001 Animal Care and Control Services 001 - 295,834 295,834 270-007 Historic Survey of Single-family & Commercial Properties 001 400,000 - 400,000 350-007 Sustainability Administrator 001 - 112,122 112,122 350-010 Sustainability Initiatives Program 001 - 150,000 150,000 350-015 Public Safety Support - Citywide Street Closures 001 500,000 (55,000) 445,000 350-002 Transportation Planning Analyst 001 - 74,480 74,480 400-002 Recreation Leader (Regular Part-time) 001 - 54,982 54,982 400-001 Childcare Counselor (2 Regular Part-time) 001 - 113,380 113,380 400-003 Library Catalog Upgrade 001 - 38,300 38,300
400-004 Arts & Culture Events and Programming 001 - 110,000 110,000 400-005 Community Assistance Grant Funding (CAGF) 001 - 87,500 87,500 2,511,650 6,355,260 8,866,910
FY 2023-24 BUDGET ENHANCEMENT SUMMARY (RECOMMENDED)
General Fund Total
CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2023-24

BUDGET MESSAGE 12
Request # Request Title Fund One-Time Cost Recurring Cost Total 270-003 Affordable Housing Program Administration 210 150,000 - 150,000 - 150,000 150,000
010-001 Funding for Display Advertising 480 - 75,000 75,000 010-002 Consultant Services for Hazard Mitigation Action Plan Update 480 85,000 - 85,000 010-003 Security Services for Enhanced Safety for City Hall 480 400,000 - 400,000 050-001 City Attorney Rate Increase 480 - 104,400 104,400 120-001 Payroll Program Manager 480 - 186,476 186,476
130-001 Human Resources Analyst 480 - 138,200 138,200
130-002 Human Resources Associate II 450, 480 - 139,686 139,686 130-003 Human Resources Analyst - Limited Term 480 - 119,300 119,300 130-004 Labor Negotiation Services 480 200,000 - 200,000 130-005 NeoGov Software 480 - 75,000 75,000
170-010 Law Enforcement Multi-Purpose Vehicle 410, 490 - 18,300 18,300 310-001 Software Licensing and System Maintenance Costs 410, 420, 430
350,000 - 350,000
310-002 Communications Specialist (IT) 410 - 131,617 131,617 350-001 Equipment Mechanic II (2) 490 - 232,633 232,633 350-013 Lead Facilities Maintenance Mechanic 405 - 5,013 5,013 350-014 Upgrade Associate Project Manager to Project Manager (2) 480 - 59,108 59,108 350-016 Emergency and Heavy-Duty Vehicle Costs 490 - 100,000 100,000 350-017 Customer Service Representative 480 - 104,547 104,547 1,839,280 685,000 2,524,280
350-003 Water Purchases 800 - 253,549 253,549
350-004 Solid Waste Franchise Agreement Increase 830 - 527,007 527,007 350-005 Wastewater Treatment & Maintenance Contractual Increase 840 - 949,000 949,000 350-006 Alley Tree Trimming and Weed Abatement Maintenance 830 - 184,000 184,000 350-007 Sustainability Administrator 800, 830 - 60,374 60,374 350-008 Recycling Specialist 830 - 96,194 96,194
350-009 Central Stores Clerk 800 - 93,924 93,924
350-010 Sustainability Initiatives Program 830, 840 - 25,000 25,000 350-011 Water Resources Engineer
800, 801,
802, 840,
841
174,669 - 174,669
350-012 Senior Management Analyst for Parking 810 - - - 350-013 Lead Facilities Maintenance Mechanic 810 - 3,341 3,341 350-018 Water Quality Technician 800, 840 - 27,771 27,771 2,394,829 - 2,394,829
53 Total Recommended Enhancement Requests $ 6,745,759 7,190,260 $ 13,936,019 $ FY 2023-24 BUDGET ENHANCEMENT SUMMARY (RECOMMENDED) (Continued) Special Revenue Funds Total
Internal Service Funds Total
Enterprise Funds Total
CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2023-24

BUDGET MESSAGE 13
The following summary presents ten enhancements to next year’s budget that were brought forward to the City Council and were approved after the adoption of the current fiscal year 2022-23 budget, which increases the total enhancements from the adopted fiscal year 2022-23 budget to 63 with a combined total increase of $17.2 million ($7.2 million being one-time).

General Fund
The General Fund is the primary operating fund of the City and is supported by a large variety of revenue sources including taxes, license fees, permit fees, charges for services, fines, forfeitures, investment earnings, rental income and a variety of other miscellaneous sources. This portion of the budget is comprised largely of discretionary funds, since the City Council can allocate the funds to programs and services in many areas. In other words, there are few restrictions on how these resources may be allocated.

General Fund dollars are used to support such City services as police and fire services, parks/recreation/cultural programs, as well as planning, community development and administrative support services. This fund is the most subject to economic downturns, and global pandemics, and is therefore of significant focus.

Approval
Date Title and Item # Fund One-Time Cost Recurring Cost Total 4/12/2022 Real Time Watch Center (Item D-9) 001 - 86,000 86,000 6/21/2022 Jail Staffing and Maintenance (Item D-12) 001 - 95,152 95,152 6/21/2022 Red Light Photo Enforcement Program (Item D-11) 001 - 79,000 79,000 3/07/2023 Fire Contractual Services (Study Session Item A-3) 001 - 324,000 324,000 3/07/2023 Traffic Signal and Street Lighting Technician (Study Session Item A-3)
001 - 128,702 128,702
3/07/2023 Senior Traffic Signal and Street Lighting Technician (Study Session Item A-3)
001 - 142,008 142,008
4/18/2023 Nurse Practitioner Program (Item G-1) 001 - 506,193 506,193 1,361,055 - 1,361,055
7/19/2022 Verizon License Agreements (Item E-9) 410 - 98,000 98,000 12/13/2022 Facilities Engineering Operations and Mechanical Maintenance (Item D-10)
405 - 1,004,166 1,004,166
5/02/2023 Facilities Engineering Operations and Mechanical Maintenance (Item E-12)
405 - 161,660 161,660
1,263,826 - 1,263,826
12/13/2023 Facilities Engineering Operations and Mechanical Maintenance (Item D-10)
810 - 495,883 495,883
5/02/2023 Facilities Engineering Operations and Mechanical Maintenance (Item E-12)
810 - 161,660 161,660
657,543 - 657,543
10 Total Enhancement Requests Previously Approved $ 3,282,424 - $ 3,282,424 $ 63 GRAND TOTAL ALL ENHANCEMENTS $ 10,028,183 7,190,260 $ 17,218,443 $ General Fund Total
Internal Service Funds Total
Enterprise Funds Total
FY 2023-24 BUDGET ENHANCEMENT SUMMARY (PRIOR COUNCIL APPROVAL) CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2023-24

BUDGET MESSAGE 14
Revenue Summary
For fiscal year 2023-24, General Fund revenue is projected to be $327.1 million, which amounts to an increase of $34.1 million (or 11.6%) over the adopted fiscal year 2022-23 budget of $293.0 million.

Revenue projections for fiscal year 2023-24 show all four major tax revenues at or above pre-pandemic levels.
 Property Tax – Property tax continues to be a consistent source of revenue for the City and is projected to be $100.2 million, which represents an increase of $3.3 million (or 3.4%) from $96.9 million per the fiscal year 2022-23 adopted and forecasted budget due to higher assessed valuation.
 Sales Tax – The midyear budget report forecasted sales tax would end the year at $45.7 million, a $5.1 million (or 12.6%) increase over the conservative adopted budget for fiscal year 2022-23 of $40.6 million. Due to a projected economic slowdown, our sales tax consultant forecasts that sales tax will slightly decrease by $0.8 million (or 1.7%) to $44.9 million for fiscal year 2023-24.  Transient Occupancy Tax (TOT) – The midyear budget report forecasted TOT would end the year at $48.0 million, a $4.0 million (or 9.1%) increase over the original adopted budget for fiscal year 2022-23 of $44.0 million TOT for fiscal year 2023-24 is projected to increase by $1.5 million (or 3.1%) to $49.5 million over the forecasted current year amount, which would effectively put this revenue source back to its pre-pandemic level.

FY 2020-21
Actual
FY 2021-22
Actual
FY 2022-23
Adopted
FY 2022-23
Forecasted
FY 2023-24
Proposed
Property Tax 86.4 $ 93.8 $ 96.9 $ 96.9 $ 100.2 $
Sales Tax 37.2 45.5 40.6 45.7 44.9
Transient Occupancy Tax 19.2 42.4 44.0 48.0 49.5
Business License Tax 43.8 53.6 52.1 54.3 58.0
Other Tax 1.7 2.2 2.0 1.5 1.2
Intergovernmental Revenue 5.6 5.6 0.8 0.4 0.4
Licenses and Permits 14.9 20.6 26.1 24.2 29.7
Fines and Penalties 5.3 7.6 6.7 6.9 5.8
Use of Money and Property 5.7 4.2 4.6 4.4 8.1
Service Fees and Charges 9.4 14.0 11.2 13.4 10.1
Miscellaneous Revenue 19.1 16.6 8.0 10.9 19.2
Transfers In 7.0 1.2 - - -
Total General Fund Revenue 255.3 $ 307.3 $ 293.0 $ 306.6 $ 327.1 $ General Fund Revenue (in millions)
CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2023-24

BUDGET MESSAGE 15
 Business Tax – Hours worked and gross receipts are two of the most prevalent factors in measuring the amount of business tax due. The midyear budget report forecasted business tax would end the year at $54.3 million, a $2.2 million (or 4.2%) increase over the adopted budget for fiscal year 2022-23 of $52.1 million. Fiscal year 2023-24 business tax revenue is projected to be $58.0 million, an increase of $3.7 million (or 6.8%) over the fiscal year 2022-23 forecast of $54.3 million.
 Other Revenue – All other revenue types in the General Fund are projected to provide $74.5 million in revenue, an increase of $12.8 million (or 20.7%) versus the fiscal year 2022-23 forecast of $61.7 million and an increase of $15.1 million (or 25.4%) when compared to the $59.4 million fiscal year 2022-23 adopted budget. However, $10.0 million of this increase is due to an expected one-time public benefit payment related to the OneBH development project.

Expenditure Summary
The Proposed General Fund budget for fiscal year 2023-24 provides for operating expenditures of $286.0 million, which amounts to an increase of $15.7 million, or 5.8%, compared to $270.3 million for the fiscal year 2022-23 adopted budget. The increase over fiscal year 2022-23 is primarily due to the salary cost of living adjustments (COLAs), enhancements to this year’s proposed budget (in both personnel and contractual service costs), and increases of certain internal service fund charges (insurance costs, radio infrastructure, technology needs, tourism and marketing support, etc.).

Long-Term Liabilities
The City continues to aggressively set additional funding aside towards its long-term pension and retiree medical (Other Post Employment Benefits or “OPEB”) liabilities. The funding level in the City Section 115 OPEB Trust has reached a sufficient level where additional contributions are not required (assuming future investment earnings average to expectations), and remaining future benefit payments will be made from the trust. As a result, the Section 115 Trust Investment Committee recommended that the amount previously contributed to the OPEB Trust be allocated to the Pension Trust. This proposed budget increases the General Fund annual contribution to the Section 115 Pension Trust from $5 million to $10 million.

FY 2020-21
Actual
FY 2021-22
Actual
FY 2022-23
Adopted
FY 2022-23
Forecasted
FY 2023-24
Proposed
Personnel and Operating Costs 191.0 $ 202.1 $ 203.7 $ 206.9 $ 212.9 $ Internal Service Fund Charges 42.1 $ 51.7 $ 66.6 $ 66.6 $ 73.1 $ Subtotal Operating Expenditures 233.1 253.8 270.3 273.5 286.0 Transfers Out 25.5 $ 36.1 $ 26.5 $ 30.4 $ 35.4 $
Total General Fund Expenditures 258.6 289.9 296.8 303.9 321.4 Total Surplus/(Deficit) (3.3) $ 17.4 $ (3.8) $ 2.7 $ 5.7 $ General Fund Expenditures (in millions)
CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2023-24

BUDGET MESSAGE 16
Interfund Transfers
The proposed budget provides for transfers out of the General Fund totaling $35.4 million, which includes $23.5 million to the Infrastructure Fund to support capital projects and $3.2 million for related debt service payments, $4.5 million to subsidize Stormwater Fund operations and projects, $1.2 million for the lease of Water Fund property, and $3.0 million to the Parking Fund to support operations due to parking and lease revenue still recovering from the pandemic. Additionally, there is a transfer into the General Fund of $6,000 from the Gas Tax Fund for administering the gas tax funds.

Significant transfers from the General Fund have been a commonplace annual occurrence (7-year average of $34.2 million annually). Based on the five-year CIP plan, General Fund transfers, particularly in support of the Infrastructure Fund, would need to increase significantly in fiscal year 2024-25 primarily as a result of the Metro Rodeo North Portal project.

General Fund Results
While projected General Fund revenue exceeds operating expenditures by $41.1 million, the impact of significant transfers out of $35.4 million from current year resources results in a projected surplus of $5.7 million. This projected surplus is important in providing some buffer if revenues are impacted more than expected by any future economic downturn, and in light of the uncertainty surrounding the future financial impact of ongoing negotiations with all six of the City’s civilian (non-sworn) bargaining groups.

Additionally, an evaluation of the staffing of the City Clerk's Office is currently underway which may result in additional costs, and the report on services to the unhoused will be coming forward shortly which may recommend new or different expenditures on health or social services.

Revenues 327.1 $
Operating Expenditures 286.0
Operating Surplus 41.1
Transfers Out 35.4
Total Surplus/(Deficit) 5.7 $
FY 2023-24 General Fund Budget (in millions)
CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2023-24

BUDGET MESSAGE 17
Beverly Hills is fortunate to have strong reserves due to the fiscal prudence of the current and prior City Councils. Leaning on reserves during times of financial stress and for one-time relief is a primary function of the reserves. Throughout the pandemic, the City was fortunate to maintain both the Economic/Contingency Reserve and the Budget Stabilization Reserve.

General Fund Reserves (Fund Balance)
($ Millions)
FY 2021-22
Audited
Actuals with
Prior
Earmarks
FY 2022-23
Unaudited
Forecated
Actuals
Change from
Prior Year
Nonspendable (long-term receivables/advances to other funds) $ 5.7 5.7 $ - $ Restricted (Pension trust) 19.2 19.2 -
Restricted (Metro Projects) 2.2 2.2 -
Encumbrances/Carryovers 13.3 15.4 (2.1)
Unavailable Fund Balance 42.5 40.4 (2.1)
Economic/Contingency Reserve (minimum 40%)
Contingency Reserve (minimum 25%) 63.3 68.4 5.2
Economic Reserve (minimum 15%) 38.0 41.1 3.1
Total Economic/Contingency Reserve 101.3 109.5 8.3
Budget Stabilization Reserve 13.0 13.0 -
Committed Fund Balance (Council earmarks)
Property Acquisition (Subway related) 5.0 - (5.0)
Street Tree Removal & Replacement 1.1 1.1 -
One-time Public Benefit Contributions 5.0 5.0 -
One-time Capital Improvement Plan Contributions 29.1 26.1 (3.0) Committed Fund Balance Total 32.2 40.2 (8.0)
Unassigned 28.9 33.5 4.6
Total Fund Balance 225.9 $ 228.6 $ 2.7 $
NOTE: Immaterial differences may exist due to rounding.

CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2023-24

BUDGET MESSAGE 18
Proposed Citywide Budget
The total proposed appropriations for fiscal year 2023-24 are $626.1 million for all funds. Comparably, the total appropriations/expenditures in the fiscal year 2022-23 adopted budget totaled $572.5 million.

CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2023-24

BUDGET MESSAGE 19
Estimated Citywide revenue of $624.0 million and the use of available fund balances of $2.1 million (net) are recommended to fund the fiscal year 2023-24 Citywide expense budget of $626.1 million.

Comparably, the total revenue in the fiscal year 2022-23 adopted budget totaled $560.7 million.

CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2023-24

BUDGET MESSAGE 20
Net Cost of Providing City Services
The City uses fund accounting to maintain its financial records and uses internal charges to fairly spread overhead, equipment, and capital costs to all funds of the City. Because of these internal charges, the City Council asked staff to present a view of the net revenue and expense budget. Such a “net” view of the budget gives a more accurate depiction of the true cost of operating the City. For fiscal year 2023-24, the net resources (excluding internal charge revenues and interfund transfers in) are budgeted at $456.3 million, and net appropriations/expenditures (excluding internal charges and transfers out and including capital) are budgeted at $458.4 million. Below are graphs depicting these amounts:

CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2023-24

BUDGET MESSAGE 21
Capital Improvement Projects (CIP) Budget
Staff prepared the FY 2023-24 Proposed Capital Improvement Budget and five-year plan and presented it to the City Council in conjunction with the operating budget to provide time for review and analysis of the proposed capital plan. Due to the extensive list of capital programs underway, additional General Fund infusions are needed to support the capital plan. The FY 2023-24 Proposed CIP Budget of $92.4 million presents funding largely consistent with the prior year’s five-year plan for 70 different projects.

Notable changes in the funding plan include increased funding for: the Real Time Watch Center and technology enhancements to upgrade and expand security cameras throughout the City; the interior buildout of the fifth floor of the City Hall Tower, fifth through ninth floor lobbies and completion of the roof terrace; landlord improvements to 430 N. Camden for upcoming turnover to Marea Restaurant, hazardous materials abatement and demolition of the building at 1959 S. La Cienega Blvd.; design and construction of the Reservoir Management System at Greystone, Coldwater and Sunset reservoirs, the Automated Meter Infrastructure (AMI) Replacement project, and other water distribution system upgrades; Regional Low Flow Treatment Facility for Ballona Creek Municipal Separate Storm Sewer System (MS4) compliance; roadway reconstruction of Coldwater Canyon Drive and Burton Way; new and upgraded traffic signals; and installation of speed humps and other community requested traffic safety enhancements.

CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2023-24

BUDGET MESSAGE 22
Conclusion
Both fiscally and operationally, the City persevered in the face of an unprecedented global pandemic through the leadership of City Council, the hard work of City staff, and the resilience and solidarity of the community at large. I am thankful for the dedicated staff of the City who help provide City of Beverly Hills residents, businesses, and visitors with superior public service. With revenues having effectively recovered to or beyond pre-pandemic levels, this proposed budget will both continue our level of service and enhance it in areas that support the City Council’s priorities and organizational needs. However, with these significant investments, as well as lingering economic uncertainties, we will need to be mindful of living within our means moving forward. One of Mayor Gold’s key initiatives for this year is to constitute a Blue Ribbon Committee of community members, led by the City Treasurer and supported by staff, to assist with a strategic financial analysis project. It will look at existing service demands, along with future needs and wants over the next five to ten years, and provide for a long-term financial plan to accomplish that which is not presently achievable given current and projected budget constraints. I and staff look forward to supporting this necessary and prudent analysis.

Finally, I would like to thank the City Council for your ongoing support, insight, and guidance in continuing to create policies and programs that serve our community.

Respectfully submitted,
Nancy Hunt-Coffey
City Manager
CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2023-24

CITYWIDE ORGANIZATION CHART 23
Citywide Organization Chart
Proposed Budget
CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2023-24

CITYWIDE ORGANIZATION CHART 24
Citywide Organization Chart

CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2023-24

BUDGET INTRODUCTION 25
Budget Introduction
Proposed Budget
CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2023-24

BUDGET INTRODUCTION 26
Summary of the Budget and Accounting Structure
The City of Beverly Hills uses a budgetary basis of accounting for tracking resources while accounting for purposes of financial reporting is presented in accordance with Generally Accepted Accounting Principles (GAAP). Revenues are recognized as soon as they are both measurable and available. Revenues are considered to be available when they are collectible within the current period or soon enough thereafter to pay liabilities of the current period. For this purpose, the City considers revenues to be available if they are collected within 60 days of the end of the current fiscal period. Property taxes and taxpayer-assessed tax revenues (e.g., franchise taxes, sales taxes, motor vehicle fees, etc.), net of estimated refunds and uncollectible amounts, and interest associated with the current fiscal period are all considered subject to accrual and so have been recognized as revenues of the current fiscal period. All other revenue items are considered measurable and available only when cash is received by the City. Expenditures are generally recorded when a liability is incurred, as under accrual accounting. However, debt service expenditures, as well as expenditures related to compensated absences, are recorded only when payment is due. Other non-GAAP elements of the City’s budgetary accounting are the elimination of accounting entries for depreciation, amortization, GASB 68, GASB 72, GASB 75 and GASB 87.

To budget and record financial transactions, the City of Beverly Hills uses several different types of funds:
governmental, enterprise, internal service, and special revenue funds. This practice is also referred to as “fund accounting”.

The City budgets for the following major governmental funds:
 General Fund (Fund 001)
 Infrastructure Funds (Funds 560 and 600)
Additionally, the City budgets for the following special revenue and internal service funds:
 Special Revenue Funds (Funds 004 - 340)
o Fund 004 – Community Development Technology Fund
o Fund 100 – CDBG Grant Fund
o Fund 120 – State Gas Tax Fund
o Fund 121 – Road Maintenance and Rehabilitation Account Fund o Fund 130 – In-Lieu Parking District Fund
o Fund 140 – General Plan Fund
o Fund 160 – Parks and Recreation Facilities Fund
o Fund 180 – Fine Art Fund
o Fund 190 – Law Enforcement Grant Fund
o Fund 210 – Affordable Housing Fund
o Fund 240 – Air Quality Improvement Fund
o Fund 260 – State Mandated Building Fees Fund
o Fund 270 – Disabled Accessibility Fund
o Fund 280 – Measure W – Safe Clean Water Fund
CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2023-24

BUDGET INTRODUCTION 27
o Fund 300 – Prop A Local Transit Fund
o Fund 310 – Prop C Local Transit Fund
o Fund 315 – Miscellaneous Grants Fund – Non-Safety
o Fund 326 – Seized and Forfeited Property Fund
o Fund 330 – Measure R Local Transit Fund
o Fund 335 – Metro Violations Fund
o Fund 340 – Measure M Local Transit Fund
 Internal Service Funds (Funds 400 - 490)
o Fund 400 – Equipment Replacement Fund
o Fund 405 – Capital Assets Fund
o Fund 410 – Information Technology Fund
o Fund 420 – Cable Television Fund
o Fund 430 – Reprographics/Graphics Fund
o Fund 440 – Employee Benefits Fund
o Fund 441 – Compensated Absences Liability Fund
o Fund 450 – Liability Insurance Fund
o Fund 460 – Workers’ Compensation Fund
o Fund 470 – Unemployment Insurance Fund
o Fund 480 – Policy, Administration, and Legal Fund
o Fund 490 – Vehicle Replacement Fund
The City budgets for the following enterprise funds:
 Enterprise Funds (Funds 800 - 852)
o Fund 800 – Water Enterprise Fund
o Fund 801 – Water Capacity Fee Fund
o Fund 802 – Water Supply Fee Fund
o Fund 810 – Parking Enterprise Fund
o Fund 830 – Solid Waste Enterprise Fund
o Fund 840 – Wastewater Enterprise Fund
o Fund 841 – Wastewater Capacity Fee Fund
o Fund 850 – Stormwater Enterprise Fund
o Fund 851 – Stormwater Measure W – Regional Program Fund o Fund 852 – Stormwater DWR Prop 1 Fund
CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2023-24

BUDGET INTRODUCTION 28
General Fund Revenue Sources
The four major sources of General Fund revenue, which generate about 77% of General Fund total income, include:
 Property Tax
 Business Tax
 Transient Occupancy Tax (TOT)
 Sales Tax
Other General Fund revenue sources include:

Other Taxes
Property Transfer Tax
Dwelling Unit Tax
Construction Tax
Subventions and Grants
Motor Vehicle License Fees
State Highway Maint. Reimb.

State Library Reimbursement
State Mandated Costs
Other Intergovernmental Revenues
Licenses and Permits
Regulatory Permits
Conditional Use Permits
Development Permits
Plan Check and Permitting
Building Permits and Inspections
Special Events Permits
Other Development Fees and Permits
Charges for Current Services
Special Events Fees
Vehicle Release Fees
Ambulance Fees
City Sponsored Events Fees
Charges for Current Services (Continued)
Misc. Fire Department Fees
Engineering Inspection and Investigation Fees
Misc. Community Development Fees
Recreation Programming Fees
Passport Services Fees
Rangers Fees
Use of Money and Property
Farmers’ Market Concessions
Interest Earned
Franchise Fees for Electric & Gas Utilities
Oil Royalties
City Owned Property Lease Income
City Facilities Rental Income
Encroachment Fees
Fines and Penalties
Ordinance Violations
Motor Vehicle Code Violations
Other Fines and Penalties
Miscellaneous Revenues
Municipal Surcharge Revenue
Public Benefit Contributions
Recoverable Expenditures
CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2023-24

BUDGET SUMMARIES 29
Budget Summaries
Proposed Budget
CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2023-24

BUDGET SUMMARIES 30
Source of Funds – Citywide
CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2023-24

BUDGET SUMMARIES 31
Source of Funds – General Fund
CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2023-24

BUDGET SUMMARIES 32
Use of Funds – Citywide
CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2023-24

BUDGET SUMMARIES 33
Use of Funds – General Fund
CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2023-24

BUDGET SUMMARIES 34
Fund Balance – FY 2022-23
Fund Description
07/01/22
Beginning
Balance
Projected YearEnd RevenuesYear-End
Transfers In
Year-End
Transfers Out
Projected YearEnd
Expenditures
06/30/23
Projected
Ending Balance
General Fund [1] $ 306,508,000 200,996,329 $ 6,000 $ 34,752,975 $ 269,082,000 $ 203,675,354 $ Special Revenue Funds
004 Community Dev Tech Fund 4,743,449 618,779 - - 473,731 4,888,497 100 CDBG Grant Fund - - - - - -
120 State Gas Tax Fund 6,759 834,799 - 6,000 8,604 826,954 121 Road Maint & Rehab Acct Fund 1,039,705 764,341 - - - 1,804,046 130 In-Lieu Parking District Fund 13,224,604 508,464 - - - 13,733,068 140 General Plan Fund 726,522 965,587 - - 302,054 1,390,055 160 Parks and Rec Facilities Fund 9,921,655 2,775,879 - - 940,827 11,756,707 180 Fine Art Fund 1,290,244 273,771 - - 158,505 1,405,510 190 Law Enforcement Grant Fund 672,268 471,174 - - 219,185 924,257 210 Affordable Housing Fund 1,117,183 - - - 83,566 1,033,617 240 Air Quality Improvement Fund 246,108 46,512 - - 25,532 267,088 260 State Mandated Bldg Fees Fund 540,734 29,488 - - 34,577 535,645 270 Disabled Accessibility Fund 226,377 43,745 - - - 270,122 280 Measure W Safe Clean Water Fund 790,689 552,980 - - 1,335,684 7,985 300 Prop A Local Transit Fund 3,897,940 1,555,632 - - 553,298 4,900,274 310 Prop C Local Transit Fund 1,904,961 792,353 - - - 2,697,314 315 Misc Grants Fund - Non-Safety - - - - - -
326 Seized and Forfeited Prop Fund 1,011,885 118,616 - - 9,159 1,121,342 330 Measure R Local Transit Fund 1,510,504 592,188 - - - 2,102,692 335 Metro Violations Fund 6,378,809 306,000 - - - 6,684,809 340 Measure M Local Transit Fund 1,454,555 650,188 - - - 2,104,743 Total 50,704,951 11,900,496 - 6,000 4,144,722 58,454,725 Internal Service Funds
400 Equipment Replacement Fund 6,157,041 2,839,172 11,916 - 590,132 8,417,997 405 Capital Assets Fund 16,771,171 24,073,294 7,995,000 - 27,285,071 21,554,394 410 Information Technology Fund 16,884,468 17,292,125 - - 17,293,538 16,883,055 420 Cable Television Fund 4,963,498 810,329 - - 2,294,130 3,479,697 430 Reprographics/Graphics Fund 2,747,832 2,584,188 - - 2,433,963 2,898,057 440 Employee Benefits Fund (624,585) 700,566 - - 692,974 (616,993) 441 Comp Absences Liability Fund 8,727,971 4,677,137 - - 4,500,000 8,905,108 450 Liability Insurance Fund (1,556,495) 15,186,636 - 200,000 15,152,796 (1,722,655) 460 Workers' Compensation Fund 18,167,774 7,336,789 - - 5,453,770 20,050,793 470 Unemployment Insurance Fund 342,271 77,093 - - 39,988 379,376 480 Policy/Admin/Legal Fund 21,069,411 48,437,882 450,836 - 40,949,444 29,008,685 490 Vehicle Replacement Fund 26,478,454 14,055,756 - - 9,725,148 30,809,062 Total 120,128,811 138,070,967 8,457,752 200,000 126,410,954 140,046,576 Infrastructure Funds
560 Debt Service Fund 2,814,435 59,105 3,237,723 - 3,237,723 2,873,540 600 Infrastructure Fund 13,857,562 692,951 12,700,000 - 15,104,887 12,145,626 Total 16,671,997 752,056 15,937,723 - 18,342,610 15,019,166 Enterprise Funds
800 Water Enterprise Fund 24,777,877 31,508,213 1,157,500 - 38,635,407 18,808,183 801 Water Capacity Fee Fund 2,206,248 1,036,338 - - 66,612 3,175,974 802 Water Supply Fee Fund 501,591 607,663 - - - 1,109,254 810 Parking Enterprise Fund [2] 46,911,507 28,740,111 6,000,000 - 55,286,913 26,364,705 830 Solid Waste Enterprise Fund 15,891,146 16,804,081 - 60,000 20,906,144 11,729,083 840 Wastewater Enterprise Fund 31,646,279 11,294,428 - - 9,805,136 33,135,571 841 Wastewater Capacity Fee Fund 566,209 183,873 - - - 750,082 850 Stormwater Enterprise Fund 2,484,334 1,649,713 3,460,000 - 5,662,437 1,931,610 851 Stormwater Meas W Reg Fund 3,966,143 24,705 - - 3,044,916 945,932 852 Stormwater DWR Prop 1 Fund 78 475,233 - - 475,000 311 Total 110,780,016 110,495,754 10,617,500 60,000 133,882,565 97,950,705 ALL FUNDS 499,282,104 $ 567,727,273 $ 35,018,975 $ 35,018,975 $ 551,862,851 $ 515,146,526 $ [1] Excludes restricted and nonspendable fund balance. [2] Includes the Parking Authority.

CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2023-24

BUDGET SUMMARIES 35
Fund Balance – FY 2023-24

Fund Description
07/01/23
Projected Beg.

Balance
Estimated
Revenues
Estimated
Transfers In
Proposed
Transfers Out
Proposed
Expenditures
06/30/24
Projected
Ending Balance
General Fund [1] $ 327,082,675 203,675,354 $ 6,000 $ 35,390,825 $ 285,992,820 $ 209,380,384 $ Special Revenue Funds
004 Community Dev Tech Fund 4,888,497 480,000 - - 641,072 4,727,425 100 CDBG Grant Fund - 183,769 - - 183,769 -
120 State Gas Tax Fund 826,954 987,383 - 6,000 825,750 982,587 121 Road Maint & Rehab Acct Fund 1,804,046 893,163 - - 2,000,000 697,209 130 In-Lieu Parking District Fund 13,733,068 411,338 - - - 14,144,406 140 General Plan Fund 1,390,055 569,724 - - 575,412 1,384,367 160 Parks and Rec Facilities Fund 11,756,707 3,151,520 - - 5,227,006 9,681,221 180 Fine Art Fund 1,405,510 251,263 - - 127,672 1,529,101 190 Law Enforcement Grant Fund 924,257 200,800 - - - 1,125,057 210 Affordable Housing Fund 1,033,617 - - - 200,000 833,617 240 Air Quality Improvement Fund 267,088 43,545 - - 65,000 245,633 260 State Mandated Bldg Fees Fund 535,645 65,000 - - 34,000 566,645 270 Disabled Accessibility Fund 270,122 40,000 - - - 310,122 280 Measure W Safe Clean Water Fund 7,985 554,904 - - 500,000 62,889 300 Prop A Local Transit Fund 4,900,274 1,192,647 - - 1,100,000 4,992,921 310 Prop C Local Transit Fund 2,697,314 891,104 - - 1,400,000 2,188,418 315 Misc Grants Fund - Non-Safety - 37,754 - - 37,754 - 326 Seized and Forfeited Prop Fund 1,121,342 - - - - 1,121,342 330 Measure R Local Transit Fund 2,102,692 650,178 - - 1,110,000 1,642,870 335 Metro Violations Fund 6,684,809 100,000 - - - 6,784,809 340 Measure M Local Transit Fund 2,104,743 727,964 - - 1,000,000 1,832,707 Total 58,454,725 11,432,056 - 6,000 15,027,435 54,853,346 Internal Service Funds
400 Equipment Replacement Fund 8,417,997 2,794,323 - - 2,393,970 8,818,350 405 Capital Assets Fund 21,554,394 25,084,025 - - 25,084,025 21,554,394 410 Information Technology Fund 16,883,055 20,601,777 - - 20,601,777 16,883,055 420 Cable Television Fund 3,479,697 3,058,305 - - 3,058,305 3,479,697 430 Reprographics/Graphics Fund 2,898,057 2,442,231 - - 2,442,231 2,898,057 440 Employee Benefits Fund (616,993) 705,261 - - 696,381 (608,113) 441 Comp Absences Liability Fund 8,905,108 5,365,427 - - 5,000,000 9,270,535 450 Liability Insurance Fund (1,722,655) 20,053,266 - 200,000 18,853,266 (722,655) 460 Workers' Compensation Fund 20,050,793 6,684,966 - - 6,106,252 20,629,507 470 Unemployment Insurance Fund 379,376 66,399 - - 56,000 389,775 480 Policy/Admin/Legal Fund 29,008,685 46,316,805 - - 46,318,493 29,006,997 490 Vehicle Replacement Fund 30,809,062 11,539,399 - - 10,668,458 31,680,003 Total 140,046,576 144,712,184 - 200,000 141,279,158 143,279,602 Infrastructure Funds
560 Debt Service Fund 2,873,540 117,858 3,233,325 - 3,233,325 2,991,398 600 Infrastructure Fund 12,145,626 1,166,256 23,700,000 - 26,473,293 10,538,589 Total 15,019,166 1,284,114 26,933,325 - 29,706,618 13,529,987 Enterprise Funds
800 Water Enterprise Fund 18,808,183 41,292,662 1,157,500 - 42,599,295 18,659,050 801 Water Capacity Fee Fund 3,175,974 918,112 - - 1,750,000 2,344,086 802 Water Supply Fee Fund 1,109,254 710,357 - - 300,000 1,519,611 810 Parking Enterprise Fund [2] 57,151,133 26,364,705 3,000,000 - 56,602,453 29,913,385 830 Solid Waste Enterprise Fund 11,729,083 20,793,935 - 60,000 24,850,009 7,613,009 840 Wastewater Enterprise Fund 33,135,571 13,455,901 - - 12,729,151 33,862,321 841 Wastewater Capacity Fee Fund 750,082 154,175 - - - 904,257 850 Stormwater Enterprise Fund 1,931,610 1,906,372 4,560,000 - 7,071,098 1,326,884 851 Stormwater Meas W Reg Fund 945,932 49,267 - - - 995,199 852 Stormwater DWR Prop 1 Fund 311 321 - - - 632
Total 97,950,705 136,432,235 8,717,500 60,000 145,902,006 97,138,434 ALL FUNDS 515,146,526 $ 620,943,264 $ 35,656,825 $ 35,656,825 $ 617,908,037 $ 518,181,753 $ [1] Excludes restricted and nonspendable fund balance. [2] Includes the Parking Authority.

CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2023-24

BUDGET SUMMARIES 36
FY 2023-24 Operating and Capital Improvement Budget
Operating Capital Fund
Budget Program Total
001 General Fund 321,383,645 $ - $ 321,383,645 $
004 Community Dev Technology Fund 641,072 - 641,072
100 CDBG Grant Fund 183,769 - 183,769
120 State Gas Tax Fund 6,000 825,750 831,750
121 Road Maintenance & Rehab Acct Fund - 2,000,000 2,000,000 140 General Plan Fund 575,412 - 575,412
160 Parks & Rec Facilities Fund - 5,227,006 5,227,006
180 Fine Art Fund 49,255 78,417 127,672
210 Affordable Housing Fund 200,000 - 200,000
240 Air Quality Improvement Fund 65,000 - 65,000
260 State Mandated Building Fees Fund 34,000 - 34,000
280 Measure W-Safe Clean Water Fund - 500,000 500,000
300 Prop A Local Transit Fund 1,100,000 - 1,100,000
310 Prop C Local Transit Fund - 1,400,000 1,400,000
315 Misc Grants Fund - Non-Safety 37,754 - 37,754
330 Measure R Local Transit Fund 110,000 1,000,000 1,110,000 340 Measure M Local Transit Fund - 1,000,000 1,000,000
400 Equipment Replacement Fund 2,393,970 - 2,393,970
405 Capital Assets Fund 14,524,336 10,559,689 25,084,025 410 Information Technology Fund 11,082,792 9,518,986 20,601,778 420 Cable Television Fund 2,458,305 600,000 3,058,305
430 Reprographics/Graphics Fund 2,442,231 - 2,442,231
440 Employee Benefits Fund 696,381 - 696,381
441 Compensated Absences Liability Fund 5,000,000 - 5,000,000 450 Liability Insurance Fund 19,053,265 - 19,053,265
460 Workers' Compensation Fund 6,106,252 - 6,106,252
470 Unemployment Insurance Fund 56,000 - 56,000
480 Policy, Admin, Legal Fund 46,318,492 - 46,318,492
490 Vehicle Replacement Fund 6,118,207 4,550,251 10,668,458 560 Debt Service Fund 3,233,325 - 3,233,325
600 Infrastructure Fund - 26,473,293 26,473,293
800 Water Enterprise Fund 31,028,884 11,570,411 42,599,295 801 Water Capacity Fee Fund - 1,750,000 1,750,000
802 Water Supply Fee Fund - 300,000 300,000
810 Parking Enterprise Fund 21,385,609 7,733,432 29,119,041 830 Solid Waste Enterprise Fund 24,347,509 562,500 24,910,009 840 Wastewater Enterprise Fund 8,385,668 4,343,483 12,729,151 850 Stormwater Enterprise Fund 4,646,420 2,424,679 7,071,099 Total 533,663,553 $ 92,417,897 $ 626,081,450 $
Fund Description
CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2023-24

BUDGET SUMMARIES 37
Revenue and Expenditure Summary by Category – All Funds 2020-21 2021-22 2022-23 2023-24
Year-End Year-End Adopted Proposed
Actual Actual Budget Budget
Revenue
Property Tax 86,390,938 $ 93,842,430 $ 96,928,258 $ 100,208,503 $ Sales Tax 37,235,364 45,489,219 40,646,173 44,860,000
Transient Occupancy Tax (TOT) 19,254,778 42,410,847 44,000,000 49,500,000 Business License Tax 43,764,551 53,596,597 52,100,000 58,000,000 Other Taxes 3,871,718 4,885,788 4,465,000 3,627,000
Intergovernmental Revenue 14,725,536 14,569,057 6,338,539 6,235,206 Licenses and Permits 15,467,020 21,887,990 26,863,627 30,591,120 Fines and Penalties 5,332,747 7,584,909 6,659,661 5,791,000 Use of Money and Property 20,857,884 14,321,607 15,492,106 31,371,141 Charges for Current Services 95,970,049 108,215,395 105,383,719 105,969,701 Internal Service Fund Receipts 96,079,306 104,876,155 125,585,735 132,005,555 Miscellaneous Revenue 23,239,983 24,946,096 9,416,069 20,156,915 Transfers In 33,318,716 39,179,804 26,807,723 35,656,825 ALL FUNDS $ 575,805,894 495,508,590 $ 560,686,610 $ 623,972,966 $ Expenditures
Salaries and Benefits 184,738,746 $ 185,467,662 $ 201,911,932 $ 214,695,119 $ Materials and Supplies 17,859,854 18,004,177 18,804,380 19,181,299 Contractual Services 80,193,693 87,917,836 89,214,768 95,723,225 Capital Outlay 781,849 516,168 3,237,364 4,136,724
Internal Service Fund Charges 78,221,858 88,006,073 108,516,574 114,962,133 Other Charges 40,296,851 45,058,618 48,999,757 49,308,228 Capital Improvement 71,725,847 63,771,970 75,038,063 92,417,897 Transfer of Earmark to OPEB Trust - 10,000,000 - -
Transfers Out 32,991,476 38,156,878 26,807,723 35,656,825 ALL FUNDS $ 536,899,382 506,810,174 $ 572,530,561 $ 626,081,450 $ Category
NOTE: FY 2020-21 amounts differ slightly from the prior year's budget document as depreciation, amortization and accounting entries for GASB 68 and GASB 75 have been eliminated as non-budgetary.

CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2023-24

BUDGET SUMMARIES 38
Revenue Summary by Category

2020-21 2021-22 2022-23 2023-24
Year-End Year-End Adopted Proposed
Actual Actual Budget Budget
Property Tax 86,390,938 $ 93,842,430 $ 96,928,258 $ 100,208,503 $ Sales Tax 37,235,364 45,489,219 40,646,173 44,860,000
Transient Occupancy Tax (TOT) 19,254,778 42,410,847 44,000,000 49,500,000 Business License Tax 43,764,551 53,596,597 52,100,000 58,000,000 Other Taxes 1,662,975 2,165,198 1,965,000 1,190,000
Intergovernmental Revenue 5,578,687 5,568,460 797,287 407,500 Licenses and Permits 14,964,208 20,621,666 26,122,870 29,768,120 Fines and Penalties 5,332,747 7,584,909 6,659,661 5,791,000 Use of Money and Property 5,703,556 4,220,927 4,578,382 8,090,452 Charges For Current Services 9,345,446 14,024,306 11,159,571 10,096,050 Miscellaneous Revenue 19,033,882 16,606,125 8,013,985 19,171,050 Transfers In 7,082,714 1,145,153 6,000 6,000
001-General Fund 255,349,846 307,275,837 292,977,187 327,088,675 Charges For Current Services 320,182 504,495 645,561 480,000 Miscellaneous Revenue - 243 - -
Transfers In 2,237 - - -
004-Community Dev Technology Fund 322,419 504,738 645,561 480,000 Intergovernmental Revenue 471,024 - 167,198 183,769
100-CDBG Grant Fund 471,024 - 167,198 183,769
Intergovernmental Revenue 744,696 740,521 989,926 929,071 Use of Money and Property 17,491 11,341 13,850 58,312
120-State Gas Tax Fund 762,187 751,862 1,003,776 987,383 Intergovernmental Revenue 632,331 679,713 777,503 808,574 Use of Money and Property 26,854 18,616 21,150 84,589
121-Road Maintenance & Rehab Acct Fund 659,185 698,329 798,653 893,163 Use of Money and Property 188,400 103,906 117,200 411,338 Charges For Current Services 49,576 1,157,492 - -
130-In-Lieu Parking District Fund 237,976 1,261,398 117,200 411,338 Licenses and Permits - 841,214 425,093 540,000
Use of Money and Property - 3,217 5,000 29,724
140-General Plan Fund 844,431 - 430,093 569,724
Category
CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2023-24

BUDGET SUMMARIES 39

2020-21 2021-22 2022-23 2023-24
Year-End Year-End Adopted Proposed
Actual Actual Budget Budget
Other Taxes 2,208,743 2,720,590 2,500,000 2,437,000
Intergovernmental Revenue - 674 - -
Use of Money and Property 427,978 306,546 309,705 714,520 Transfers In 64,880 - - -
160-Parks and Rec Facilities Fund 2,701,601 3,027,810 2,809,705 3,151,520 Licenses and Permits 435,411 315,716 200,000 200,000
Use of Money and Property 26,940 13,858 15,900 51,263
Transfers In 200,000 - - -
180-Fine Art Fund 662,351 329,574 215,900 251,263
Intergovernmental Revenue 209,168 418,753 310,000 200,000 Use of Money and Property 5,024 901 800 800
190- Law Enforcement Grant Fund 214,192 419,654 310,800 200,800 Intergovernmental Revenue 44,103 31,878 43,125 35,000
Use of Money and Property 3,744 2,355 2,750 8,545
240-Air Quality Improvement Fund 47,847 34,233 45,875 43,545 Licenses and Permits 56,280 72,541 93,431 65,000
Charges For Current Services 63,788 136,405 90,292 -
260- State Mandated Building Fees Fund 120,068 208,946 183,723 65,000 Charges For Current Services 36,641 38,038 40,000 40,000 270-Disabled Accessibility Fund 36,641 38,038 40,000 40,000 Intergovernmental Revenue 539,784 550,410 550,000 550,000 Use of Money and Property 3,409 5,822 10,250 4,904
280-Measure W-Safe Clean Water Fund 543,193 556,232 560,250 554,904 Intergovernmental Revenue 2,287,967 991,921 914,800 1,057,493 Use of Money and Property 50,345 32,592 38,000 133,154
Charges For Current Services 3,672 2,326 2,000 2,000
300-Prop A Local Transit Fund 2,341,984 1,026,839 954,800 1,192,647 Intergovernmental Revenue 577,887 707,480 675,900 773,479 Use of Money and Property 45,486 32,996 34,250 117,625
310-Prop C Local Transit Fund 623,373 740,476 710,150 891,104 Category
CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2023-24

BUDGET SUMMARIES 40
2020-21 2021-22 2022-23 2023-24
Year-End Year-End Adopted Proposed
Actual Actual Budget Budget
Intergovernmental Revenue 54,429 - 31,400 37,754
315-Misc Grants Fund - Non-Safety 54,429 - 31,400 37,754 Intergovernmental Revenue - 21,543 - -
326-Seized and Forfeited Property Fund - 21,543 - -
Intergovernmental Revenue 434,016 530,524 506,900 580,109 Use of Money and Property 29,577 18,918 19,500 70,069
Charges For Current Services 6,400 - - -
330-Measure R Local Transit Fund 469,993 549,442 526,400 650,178 Miscellaneous Revenue 715,000 195,000 100,000 100,000
335-Metro Violations Fund 715,000 195,000 100,000 100,000 Intergovernmental Revenue 491,756 600,349 574,500 657,457 Use of Money and Property 25,503 18,185 21,000 70,507
340-Measure M Local Transit Fund 517,259 618,534 595,500 727,964 Use of Money and Property 203,047 126,810 136,308 403,977 Internal Service Fund Receipts - - 2,635,260 2,390,346
Miscellaneous Revenue 16,638 - - -
400-Equipment Replacement Fund 219,685 126,810 2,771,568 2,794,323 Licenses and Permits - 31,808 - -
Use of Money and Property 5,770,325 3,880,611 3,762,743 6,970,885 Internal Service Fund Receipts 10,394,947 14,199,247 20,719,145 18,113,141 Miscellaneous Revenue 8,957 5,351 21,000 -
Transfers In 297,279 3,360 - -
405-Capital Assets Fund 16,471,508 18,120,377 24,502,888 25,084,026 Use of Money and Property 368,357 117,674 190,900 616,283 Internal Service Fund Receipts 14,155,872 15,028,652 16,970,575 19,985,494 Miscellaneous Revenue 52,536 (19) - -
Transfers In 76,471 204,496 - -
410-Information Technology Fund 14,653,236 15,350,803 17,161,475 20,601,777 Category
CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2023-24

BUDGET SUMMARIES 41
2020-21 2021-22 2022-23 2023-24
Year-End Year-End Adopted Proposed
Actual Actual Budget Budget
Use of Money and Property 950,366 617,672 605,500 734,722 Charges For Current Services 171,529 116,750 90,000 118,500 Internal Service Fund Receipts 1,044,760 1,699,848 313,359 2,205,083 Transfers In 1,410 - - -
420-Cable Television Fund 2,168,065 2,434,270 1,008,859 3,058,305 Use of Money and Property 39,780 18,807 27,500 86,455
Internal Service Fund Receipts 2,802,582 2,584,526 2,541,592 2,355,776 Miscellaneous Revenue - 101 - -
430-Reprographics/Graphics Fund 2,842,362 2,603,434 2,569,092 2,442,231 Use of Money and Property 56,329 (17,427) 2,950 8,880
Internal Service Fund Receipts 2,321,405 696,973 695,854 696,381 440-Employee Benefits Fund 2,377,734 679,546 698,804 705,261 Use of Money and Property 226,261 79,005 105,300 365,427 Internal Service Fund Receipts 4,017,924 4,500,000 4,500,000 5,000,000 441-Compensated Absences Liability Fund 4,244,185 4,579,005 4,605,300 5,365,427 Use of Money and Property 66,379 41,181 44,150 145,133
Internal Service Fund Receipts 7,375,316 13,075,647 15,106,795 19,908,133 Miscellaneous Revenue 215,469 65,404 - -
450-Liability Insurance Fund 7,657,164 13,182,232 15,150,945 20,053,266 Use of Money and Property 324,947 136,095 206,000 684,966 Internal Service Fund Receipts 6,693,642 6,700,000 7,000,000 6,000,000 Miscellaneous Revenue 583,035 662,256 - -
Transfers In 3,546 - - -
460-Workers' Compensation Fund 7,605,170 7,498,351 7,206,000 6,684,966 Use of Money and Property 1,121 2,100 2,400 10,399
Internal Service Fund Receipts 60,935 380,000 72,000 56,000 470-Unemployment Insurance Fund 62,056 382,100 74,400 66,399 Category
CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2023-24

BUDGET SUMMARIES 42
2020-21 2021-22 2022-23 2023-24
Year-End Year-End Adopted Proposed
Actual Actual Budget Budget
Intergovernmental Revenue 30,890 - - -
Use of Money and Property 364,572 228,473 256,687 712,296 Charges For Current Services 10 186 - -
Internal Service Fund Receipts 40,090,110 33,542,316 42,213,774 45,099,508 Miscellaneous Revenue 1,641,912 998,224 969,025 505,000 Transfers In 385,977 73,898 - -
480-Policy, Admin, Legal Fund 42,513,471 34,843,097 43,439,486 46,316,804 Intergovernmental Revenue 120,176 83,378 - 15,000
Use of Money and Property 709,799 538,798 546,373 1,213,706 Internal Service Fund Receipts 7,121,813 12,468,946 12,817,381 10,195,693 Miscellaneous Revenue 460,856 121,847 95,000 115,000
Transfers In 18,776 270,000 - -
490-Vehicle Replacement Fund 8,431,420 13,482,969 13,458,754 11,539,399 Use of Money and Property 135,111 11,039 41,450 117,858 Transfers In 3,226,426 3,235,819 3,237,723 3,233,325
560-Debt Service Fund 3,361,537 3,246,858 3,279,173 3,351,183 Use of Money and Property 427,983 315,242 371,050 1,166,256 Miscellaneous Revenue 83,831 - - -
Transfers In 18,000,000 13,448,078 12,700,000 23,700,000 600-Infrastructure Fund 18,511,814 13,763,320 13,071,050 24,866,256 Intergovernmental Revenue - 857,442 - -
Use of Money and Property 2,414,768 2,371,719 2,412,650 4,320,711 Charges For Current Services 35,361,758 38,042,969 37,572,878 36,796,951 Miscellaneous Revenue 233,332 6,121,297 86,454 175,000
Transfers In 1,404,000 11,404,000 1,404,000 1,157,500
800-Water Enterprise Fund 39,413,858 58,797,427 41,475,982 42,450,162 Use of Money and Property 72,753 32,425 46,100 155,212
Charges For Current Services 736,949 1,038,244 736,157 762,900 801-Water Capacity Fee Fund 809,702 1,070,669 782,257 918,112 Use of Money and Property 41,177 20,097 29,300 96,757
Charges For Current Services 401,063 601,705 604,142 613,600 802-Water Supply Fee Fund 442,240 621,802 633,442 710,357 Category
CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2023-24

BUDGET SUMMARIES 43
2020-21 2021-22 2022-23 2023-24
Year-End Year-End Adopted Proposed
Actual Actual Budget Budget
Use of Money and Property 853,512 556,489 800,508 1,677,545 Charges For Current Services 22,569,356 22,601,852 22,561,217 22,757,100 Miscellaneous Revenue 192,888 165,682 129,003 89,365
Transfers In 10,000 6,000,000 6,000,000 3,000,000
810-Parking Enterprise Fund 23,625,756 29,324,023 29,490,728 27,524,010 Intergovernmental Revenue 8,622 48,099 - -
Use of Money and Property 298,826 92,170 155,000 384,435 Charges For Current Services 14,033,152 15,807,133 18,381,390 20,408,000 Miscellaneous Revenue 1,542 2,863 1,500 1,500
830-Solid Waste Enterprise Fund 14,342,142 15,950,265 18,537,890 20,793,935 Intergovernmental Revenue - 237,912 - -
Use of Money and Property 775,484 298,903 445,400 1,445,901 Charges For Current Services 11,062,614 12,194,621 11,763,012 12,010,000 Miscellaneous Revenue - 1,653 - -
840-Wastewater Enterprise Fund 12,733,089 11,838,098 12,208,412 13,455,901 Use of Money and Property 5,706 3,107 4,050 19,575
Charges For Current Services 75,566 188,591 51,500 134,600 841-Wastewater Capacity Fee Fund 81,272 191,698 55,550 154,175 Licenses and Permits 11,121 5,045 22,233 18,000
Use of Money and Property 178,995 34,435 89,000 138,372 Charges For Current Services 1,732,347 1,760,282 1,685,999 1,750,000 Miscellaneous Revenue 105 69 102 -
Transfers In 2,545,000 3,395,000 3,460,000 4,560,000
850-Stormwater Enterprise Fund 5,194,831 4,467,568 5,257,334 6,466,372 Intergovernmental Revenue 2,500,000 2,500,000 - -
Use of Money and Property 17,979 25,992 23,050 49,267
851-Stormwater-Measure W-Reg Prg Fund 2,517,979 2,525,992 23,050 49,267 Use of Money and Property - 10 - 321
852-Stormwater-CA DWR-Prop 1 Fund - 10 - 321
Total Revenue 495,508,590 $ 575,805,894 $ 560,686,610 $ 623,972,966 $ Category
CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2023-24

BUDGET SUMMARIES 44
Expenditure Summary by Category
2020-21 2021-22 2022-23 2023-24
Year-End Year-End Adopted Proposed
Actual Actual Budget Budget
Salaries and Benefits 132,830,232 $ 134,542,810 $ 145,463,361 $ 155,381,729 $ Materials and Supplies 2,164,142 2,247,489 2,353,625 2,421,671 Contractual Services 43,707,040 44,219,011 45,507,063 47,919,626 Capital Outlay 60,239 1,097 933,550 1,645,000
Internal Service Fund Charges 42,085,401 51,758,054 66,556,298 73,106,433 Other Charges 9,937,539 9,391,377 9,470,301 5,518,361
Transfer of Earmark to OPEB Trust - 10,000,000 - -
Transfers Out 25,548,068 36,070,017 26,541,723 35,390,825 001-General Fund 256,332,661 288,229,855 296,825,921 321,383,645 Salaries and Benefits 247,739 200,630 204,842 208,334
Contractual Services 147,280 104,157 299,130 299,130
Capital Outlay 8,280 4,441 107,000 -
Internal Service Fund Charges 23,589 66,692 67,406 133,608 Transfers Out - 32,118 - -
004-Community Dev Technology Fund 408,038 426,888 678,378 641,072 Contractual Services 464,155 - 167,198 183,769
100- CDBG Grant Fund - 464,155 167,198 183,769
Capital Improvement 1,076,410 200,800 617,000 825,750
Transfers Out 6,000 6,000 6,000 6,000
120-State Gas Tax Fund 1,082,410 206,800 623,000 831,750 Capital Improvement - 180,660 711,000 2,000,000
121-Road Maintenance & Rehab Acct Fund 180,660 - 711,000 2,000,000 Salaries and Benefits - 104,493 250,332 288,224
Contractual Services - - 152,000 152,000
Internal Service Fund Charges - - 116,733 135,188
140-General Plan Fund 104,493 - 519,065 575,412
Capital Improvement 2,555,112 1,276,284 2,563,940 5,227,006 Transfers Out 12,000 12,000 - -
160-Parks and Rec Facilities Fund 2,567,112 1,288,284 2,563,940 5,227,006 Category
CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2023-24

BUDGET SUMMARIES 45
2020-21 2021-22 2022-23 2023-24
Year-End Year-End Adopted Proposed
Actual Actual Budget Budget
Salaries and Benefits 51,445 - - -
Contractual Services 45,119 14,848 49,255 49,255
Internal Service Fund Charges 55,748 59,083 - -
Capital Improvement 297,668 278,635 79,912 78,417
180-Fine Art Fund 449,980 352,566 129,167 127,672
Salaries and Benefits 41,198 104,590 - -
Materials and Supplies 14,204 106,630 - -
Contractual Services - 68,494 - -
Capital Outlay 14,940 174,423 - -
190- Law Enforcement Grant Fund 454,137 70,342 - -
Contractual Services 14,110 25,994 50,000 200,000
Capital Improvement - 12,425 500,000 -
210-Affordable Housing Fund 14,110 38,419 550,000 200,000 Contractual Services - - 65,000 65,000
Capital Improvement 2,927 19,493 - -
240-Air Quality Improvement Fund 2,927 19,493 65,000 65,000 Materials and Supplies 434 7,697 50,000 5,000
Contractual Services 8,267 11,700 62,000 29,000
260- State Mandated Building Fees Fund 8,701 19,397 112,000 34,000 Capital Improvement - 697,354 500,000 500,000
280-Measure W-Safe Clean Water Fund 697,354 - 500,000 500,000 Contractual Services 532,902 534,442 1,100,000 1,100,000 Capital Improvement 160,562 - - -
300-Prop A Local Transit Fund 534,442 693,464 1,100,000 1,100,000 Capital Improvement - - 400,000 1,400,000
310-Prop C Local Transit Fund - - 400,000 1,400,000
Salaries and Benefits 1,174 (1,174) - -
Contractual Services 1 (1) - -
Capital Outlay 54,429 - 31,400 37,754
315-Misc Grants Fund - Non-Safety 55,604 (1,175) 31,400 37,754 Category
CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2023-24

BUDGET SUMMARIES 46

2020-21 2021-22 2022-23 2023-24
Year-End Year-End Adopted Proposed
Actual Actual Budget Budget
Salaries and Benefits - - 100,000 -
Contractual Services - 140,485 - -
Capital Outlay 160,854 - - -
Capital Improvement 1,279,930 21,759 - -
326-Seized and Forfeited Property Fund 162,244 1,440,784 100,000 - Contractual Services 101,952 2,430 110,000 110,000
Capital Improvement 482,540 58,206 - 1,000,000
330-Measure R Local Transit Fund 60,636 584,492 110,000 1,110,000 Transfers Out - 161,191 - -
335-Metro Violations Fund 161,191 - - -
Capital Improvement - 409,292 - 1,000,000
340-Measure M Local Transit Fund 409,292 - - 1,000,000
Capital Outlay 431,382 304,051 2,086,664 2,393,970
400-Equipment Replacement Fund 431,382 304,051 2,086,664 2,393,970 Salaries and Benefits 2,081,629 2,155,074 2,247,504 2,240,637 Materials and Supplies 312,472 322,334 514,492 514,492
Contractual Services 3,580,396 3,370,660 3,451,245 4,617,071 Internal Service Fund Charges 2,089,028 1,606,690 1,626,685 1,695,081 Other Charges 7,077,198 5,630,208 5,544,792 5,457,055
Capital Improvement 3,802,232 12,989,625 14,618,169 10,559,689 405-Capital Assets Fund 18,942,955 26,074,591 28,002,887 25,084,025 Salaries and Benefits 3,698,232 3,604,651 4,694,256 4,572,744 Materials and Supplies 9,281 8,786 9,100 8,550
Contractual Services 3,241,449 3,615,362 3,560,387 4,058,937 Internal Service Fund Charges 1,399,755 1,240,550 1,408,827 1,309,489 Other Charges 338,568 1,239,042 1,075,653 1,133,072
Capital Improvement 9,464,617 6,175,010 6,413,252 9,518,986 Transfers Out 145,252 - - -
410-Information Technology Fund 15,883,401 18,297,154 17,161,475 20,601,778 Category
CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2023-24

BUDGET SUMMARIES 47

2020-21 2021-22 2022-23 2023-24
Year-End Year-End Adopted Proposed
Actual Actual Budget Budget
Salaries and Benefits 861,913 1,105,388 1,433,790 1,464,366 Materials and Supplies 8,995 10,510 14,000 14,000
Contractual Services 19,169 45,155 75,900 55,900
Internal Service Fund Charges 616,637 794,001 815,852 918,050 Other Charges 19,964 69,541 69,318 5,989
Capital Improvement 209,489 214,734 600,000 600,000
420-Cable Television Fund 2,239,329 1,736,167 3,008,860 3,058,305 Salaries and Benefits 1,160,138 1,010,539 1,299,580 1,234,697 Materials and Supplies 42,976 93,716 99,700 900
Contractual Services 497,755 517,068 530,640 599,440
Internal Service Fund Charges 500,756 476,124 607,019 580,871 Other Charges 87,749 32,215 32,153 26,323
430-Reprographics/Graphics Fund 2,129,662 2,289,374 2,569,092 2,442,231 Other Charges 2,312,351 694,248 695,854 696,381
440-Employee Benefits Fund 694,248 2,312,351 695,854 696,381 Salaries and Benefits 4,919,987 5,102,136 4,500,000 5,000,000 441-Compensated Absences Liability Fund 5,102,136 4,919,987 4,500,000 5,000,000 Salaries and Benefits 256,094 215,949 268,285 270,876
Materials and Supplies - - 1,700 1,700
Contractual Services 6,101,733 11,128,917 1,673,510 1,673,510 Internal Service Fund Charges 159,008 186,672 197,525 133,001 Other Charges (2,567,948) 7,344,666 11,309,925 16,774,178 Transfers Out 200,000 200,000 200,000 200,000
450-Liability Insurance Fund 19,076,204 4,148,887 13,650,945 19,053,265 Salaries and Benefits 264,911 254,204 261,482 408,897
Materials and Supplies 4,568 - 920 920
Contractual Services 452,914 460,601 343,510 343,510
Capital Outlay 2,635 30,453 60,000 60,000
Internal Service Fund Charges 99,004 142,826 133,704 108,553 Other Charges 4,285,655 3,654,705 4,798,535 5,184,372
460-Workers' Compensation Fund 4,542,789 5,109,687 5,598,151 6,106,252 Category
CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2023-24

BUDGET SUMMARIES 48
2020-21 2021-22 2022-23 2023-24
Year-End Year-End Adopted Proposed
Actual Actual Budget Budget
Salaries and Benefits 161,678 74,391 72,000 56,000
470-Unemployment Insurance Fund 161,678 74,391 72,000 56,000 Salaries and Benefits 19,317,313 18,825,940 20,475,364 22,213,279 Materials and Supplies 786,410 273,895 270,932 256,682
Contractual Services 5,128,503 5,886,488 8,150,215 8,199,465 Capital Outlay - 1,703 12,500 -
Internal Service Fund Charges 10,282,994 10,421,057 13,175,881 13,913,895 Other Charges 1,148,856 1,251,698 1,159,805 1,735,171
Transfers Out 1,020,156 1,615,552 - -
480-Policy, Admin, Legal Fund 38,276,333 37,684,232 43,244,697 46,318,492 Salaries and Benefits 1,728,881 1,405,295 1,409,286 1,622,728 Materials and Supplies 1,215,076 1,626,865 2,482,930 2,485,330 Contractual Services 391,150 355,016 523,802 623,802
Capital Outlay 49,090 - - -
Internal Service Fund Charges 1,528,782 1,384,764 1,989,760 1,111,208 Other Charges 293,108 314,478 278,630 275,139
Capital Improvement 1,816,129 4,303,745 4,309,735 4,550,251 490-Vehicle Replacement Fund 9,390,163 7,022,216 10,994,143 10,668,458 Other Charges 3,017,469 3,235,819 3,237,723 3,233,325
560-Debt Service Fund 3,017,469 3,235,819 3,237,723 3,233,325 Capital Improvement 14,873,874 6,739,992 16,793,328 26,473,293 Transfers Out 6,000,000 - - -
600-Infrastructure Fund 6,739,992 20,873,874 16,793,328 26,473,293 Salaries and Benefits 6,355,458 6,258,344 6,558,019 6,704,155 Materials and Supplies 12,713,408 12,878,105 12,312,993 12,772,465 Contractual Services 1,648,009 1,705,953 1,823,530 1,586,069 Capital Outlay - - 6,250 -
Internal Service Fund Charges 6,079,071 4,937,326 5,523,541 5,531,028 Other Charges 6,455,939 6,518,964 5,414,597 4,435,167
Capital Improvement 25,818,101 11,334,797 10,457,547 11,570,411 800-Water Enterprise Fund 43,633,489 59,069,986 42,096,477 42,599,295 Category
CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2023-24

BUDGET SUMMARIES 49
2020-21 2021-22 2022-23 2023-24
Year-End Year-End Adopted Proposed
Actual Actual Budget Budget
Capital Improvement - 1,033,551 1,750,000 1,750,000
801-Water Capacity Fee Fund 1,033,551 - 1,750,000 1,750,000 Capital Improvement - - 300,000 300,000
802-Water Supply Fee Fund - - 300,000 300,000
Salaries and Benefits 4,276,729 4,104,600 5,598,821 5,723,010 Materials and Supplies 360,327 255,175 316,265 318,765
Contractual Services 3,872,764 4,057,787 3,624,614 4,279,657 Internal Service Fund Charges 5,632,614 6,220,915 6,610,639 6,720,763 Other Charges 5,819,605 4,853,467 5,250,880 4,343,414
Capital Improvement 1,235,219 8,730,892 9,552,260 7,733,432 810-Parking Enterprise Fund 21,197,258 28,222,836 30,953,479 29,119,041 Salaries and Benefits 3,198,078 3,097,343 3,379,825 3,569,487 Materials and Supplies 104,441 120,543 264,531 264,531
Contractual Services 6,790,942 8,278,026 13,949,891 14,671,178 Internal Service Fund Charges 4,622,391 5,047,602 5,522,960 5,527,997 Other Charges 284,106 270,316 285,596 254,316
Capital Improvement 1,227,138 185,362 550,000 562,500
Transfers Out 60,000 60,000 60,000 60,000
830-Solid Waste Enterprise Fund 17,059,192 16,287,096 24,012,803 24,910,009 Salaries and Benefits 1,325,005 1,374,518 1,677,400 1,718,140 Materials and Supplies 82,590 45,573 103,200 101,700
Contractual Services 3,336,819 3,142,252 3,555,489 4,521,117 Internal Service Fund Charges 1,666,048 1,680,300 1,877,330 1,890,917 Other Charges 1,623,761 370,910 189,222 153,794
Capital Improvement 5,543,668 2,318,258 3,976,854 4,343,483 840-Wastewater Enterprise Fund 8,931,811 13,577,891 11,379,495 12,729,151 Category
CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2023-24

BUDGET SUMMARIES 50
2020-21 2021-22 2022-23 2023-24
Year-End Year-End Adopted Proposed
Actual Actual Budget Budget
Salaries and Benefits 1,960,912 1,927,941 2,017,785 2,017,816 Materials and Supplies 40,530 6,859 9,992 14,593
Contractual Services 111,264 232,991 390,389 385,789
Internal Service Fund Charges 1,381,032 1,983,417 2,286,414 2,146,051 Other Charges 162,931 186,964 186,773 82,171
Capital Improvement 1,880,231 4,926,764 345,066 2,424,679 850-Stormwater Enterprise Fund 9,264,936 5,536,900 5,236,419 7,071,099 Capital Improvement - 1,424,332 - -
851-Stormwater-Measure W-Reg Prg Fund 1,424,332 - - -
Capital Improvement - 240,000 - -
852-Stormwater-CA DWR-Prop 1 Fund 240,000 - - -
Total Expenditures 506,810,174 $ 536,899,382 $ 572,530,561 $ 626,081,450 $ Category
CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2023-24

BUDGET SUMMARIES 51
Interfund Transfers

Description
General
Fund
(001)
St. Gas
Tax
(120)
Liab.

Claims
(450)
Infras.

Debt Svc
(560)
Infras.

Fund
(600)
Water
Fund
(800)
Parking
Fund
(810)
Solid
Waste
(830)
Storm
Water
(850)
1 Street Maintenance 6,000 (6,000)
2 Debt Service Payment (3,233,325) 3,233,325
3 Street Sweeping 60,000 (60,000)
4 Transfer to
Stormwater Fund (4,500,000) 4,500,000
5 Liability Fund
Transfer for Sidewalks 200,000 (200,000)
6 General Fund Lease of
Water Fund Property 1,157,500 (1,157,500)
7 Infrastructure Fund
Transfer 23,500,000 (23,500,000)
8 Parking Fund
Transfer (3,000,000) 3,000,000
TOTAL $ (6,000) (35,384,825) $ (200,000) $ 3,233,325 $ 23,700,000 $ 1,157,500 $ 3,000,000 $ (60,000) $ 4,560,000 $ Transfer From: Transfer To:
1 6,000 120 - State Gas Tax Fund 001 - General Fund
2 3,233,325 001 - General Fund 560 - Debt Service Fund
3 60,000 830 - Solid Waste Enterprise Fund 850 - Stormwater Enterprise Fund 4 4,500,000 001 - General Fund 850 - Stormwater Enterprise Fund 5 200,000 450 - Liability Claims Fund 600 - Infrastructure Fund 6 1,157,500 001 - General Fund 800 - Water Enterprise Fund 7 23,500,000 001 - General Fund 600 - Infrastructure Fund 8 3,000,000 001 - General Fund 810 - Parking Enterprise Fund $ TOTAL 35,656,825
Amount
CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2023-24

BUDGET SUMMARIES 52
Positions Summary by Department
Part-Time Part-Time Part-Time Part-Time Part-Time
Positions
(FTEs)
Positions
(FTEs)
Positions
(FTEs)
Positions
(FTEs)
Positions
(FTEs)
Policy and Management 25 0.97 22 - 23 - 24 - 1 -
Office of the City Auditor 4 - 4 - - - - - - -
City Clerk 6 - 6 - 5 - 5 - - -
Finance 36 5.43 34 4.60 36 1.29 37 0.53 1 (0.76)
Human Resources 18 1.57 18 1.57 17 1.57 20 1.37 3 (0.20) Police Department - -
Sworn 145 - 145 - 145 - 145 - - -
Non-Sworn 98 6.77 96 7.00 103 7.00 104 7.00 1 -
Total 243 6.77 241 7.00 248 7.00 249 7.00 1 -
Fire Department - -
Sworn 87 - 87 - 87 - 87 - - -
Non-Sworn 10 2.38 9 1.91 9 2.34 9 2.34 - -
Total 97 2.38 96 1.91 96 2.34 96 2.34 - -
Community Development 73 2.00 66 3.07 70 2.07 73 - 3 (2.07) Information Technology 35 5.50 33 5.64 33 7.35 34 7.35 1 - Public Works 217 60.29 207 56.93 214 56.93 220 56.52 6 (0.41) Community Services 71 97.81 66 88.65 68 95.62 68 98.62 - 3.00 All Departments 825 182.72 793 169.37 810 174.17 826 173.73 16 (0.44) Full-Time
Positions
Full-Time
Positions
FY 2022-23 FY 2023-24 Variance
Full-Time
Positions
Full-Time
Positions
Full-Time
Positions
Department
FY 2020-21 FY 2021-22
Department FY 2020-21 FY 2021-22 FY 2022-23 FY 2023-242 Variance Policy and Management 4,440,669 $ 3,959,686 $ 4,353,143 $ 4,848,154 $ 495,011 $ Office of the City Auditor 826,229 825,569 - - -
City Clerk 1,296,943 1,291,852 1,032,699 1,126,770 94,071 Finance 6,523,906 5,997,985 6,498,522 6,826,974 328,452 Human Resources 3,292,156 3,325,805 3,347,913 3,931,644 583,731 Police Department 57,741,521 59,488,888 64,060,013 65,098,353 1,038,340 Fire Department 35,676,493 37,660,271 35,903,161 38,321,815 2,418,654 Community Development 13,188,935 11,088,577 13,244,212 13,681,879 437,667 Information Technology 6,704,945 6,293,612 7,344,387 7,192,356 (152,031) Public Works 36,311,452 35,142,962 38,189,912 39,404,396 1,214,484 Community Services 16,892,817 15,471,175 17,536,199 18,138,234 602,035 Non-Departmental1 8,513,953 152,984 10,401,771 16,124,544 5,722,773 TOTAL 183,049,050 $ 189,060,335 $ 201,911,932 $ 214,695,119 $ 12,783,187 $

SUMMARY OF BUDGETED SALARIES AND BENEFITS COSTS
1 The City began budgeting $5.0 million annually in increased funding for the CalPERS unfunded liability in FY 2019-20 and it is budgeted in the Non-Departmental category. It is subsequently offset in FY 2020-21 and 2021-22 by budgeted salary savings/reductions in expenditures along with increased budgeting for compensated absences in FY 2021-22. In FY 2023-24, the provision for accelerated paydown of the unfunded pension liability was increased from $5 million to $10 million. 2 Increases in FY 2023-24 relate to known and estimated MOU contract increases and enhancement requests for new positions added. The decrease in the Information Technology Department is due to a lower allocation of workers' compensation.

CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2023-24

FIVE YEAR FORECAST 53
Five-Year Forecast
Proposed Budget
CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2023-24

FIVE YEAR FORECAST 54
General Fund Five-Year Forecast

FY 2023-24 FY 2024-25 FY 2025-26 FY 2026-27 FY 2027-28
Proposed Forecast Forecast Forecast Forecast
Operating Revenue
Property Tax 100,208,503 $ 102,714,000 $ 104,768,000 $ 108,016,000 $ 112,013,000 $ Sales Tax 44,860,000 45,757,000 47,130,000 48,544,000 50,000,000 Transient Occupancy Tax (TOT) 49,500,000 45,342,000 46,929,000 55,939,000 57,897,000 Business Tax 58,000,000 59,160,000 60,935,000 62,763,000 64,646,000 Other Taxes 1,190,000 1,214,000 1,238,000 1,263,000 1,288,000 Intergovernmental Revenue 407,500 416,000 424,000 432,000 441,000 Licenses and Permits 20,568,120 20,979,000 21,399,000 21,827,000 22,264,000 Fines and Penalties 5,791,000 5,849,000 5,907,000 5,966,000 6,026,000 Use of Money and Property 8,090,452 8,090,000 8,090,000 8,090,000 8,090,000 Charges for Current Services 10,096,050 10,298,000 10,504,000 10,714,000 10,928,000 Miscellaneous Revenue 9,171,050 5,961,000 3,875,000 4,456,000 4,456,000 Transfers In 6,000 6,000 6,000 6,000 6,000
Total Operating Revenue 307,888,675 305,786,000 311,205,000 328,016,000 338,055,000 Operating Expenditures
Salaries and Benefits 145,381,729 149,743,000 154,235,000 158,862,000 163,628,000 Materials and Supplies 2,421,671 2,470,000 2,519,000 2,569,000 2,620,000 Contractual Services 47,919,626 48,878,000 49,856,000 50,853,000 51,870,000 Capital Outlay 1,645,000 1,678,000 1,712,000 1,746,000 1,781,000 Internal Service Fund Charges 73,106,433 75,300,000 77,559,000 79,886,000 82,283,000 Other Charges 5,518,361 5,629,000 5,742,000 5,857,000 5,974,000 Transfer to Pension Trust 10,000,000 10,000,000 10,000,000 10,000,000 10,000,000 Operating Transfers Out 4,390,825 4,392,373 4,395,906 4,392,272 4,395,637 Total Operating Expenditures 290,383,645 298,090,373 306,018,906 314,165,272 322,551,637 Net Operating Surplus / (Deficit) 17,505,030 7,695,627 5,186,094 13,850,728 15,503,363 One-Time Major Development
Projects Revenue 9,200,000 6,800,000 3,800,000 - -
Public Benefit Contributions 10,000,000 10,000,000 10,000,000 17,500,000 15,000,000 Non-Operating Transfers Out (31,000,000) (41,500,000) (18,000,000) (17,000,000) (14,000,000) Total Non-Operating and One-Time (11,800,000) (24,700,000) (4,200,000) 500,000 1,000,000 Total Surplus / (Deficit) 5,705,030 $ (17,004,373) $ 986,094 $ 14,350,728 $ 16,503,363 $ Category
CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2023-24

FIVE YEAR FORECAST 55
General Fund Forecast Assumptions

FY 2024-25 FY 2025-26 FY 2026-27 FY 2027-28
Forecast Forecast Forecast Forecast
Operating Revenue
Property Tax 2.5% 2.0% 3.1% 3.7%
Sales Tax 2.0% 3.0% 3.0% 3.0%
Transient Occupancy Tax (TOT)1 -8.4% 3.5% 19.2% 3.5%
Business Tax 2.0% 3.0% 3.0% 3.0%
Other Taxes 2.0% 2.0% 2.0% 2.0%
Intergovernmental Revenue 2.0% 2.0% 2.0% 2.0%
Licenses and Permits2 2.0% 2.0% 2.0% 2.0%
Fines and Penalties 1.0% 1.0% 1.0% 1.0%
Use of Money and Property 0.0% 0.0% 0.0% 0.0%
Charges for Current Services 2.0% 2.0% 2.0% 2.0%
Miscellaneous Revenue3 -35.0% -35.0% 15.0% 0.0%
Transfers In 0.0% 0.0% 0.0% 0.0%
Operating Expenditures
Salaries and Benefits 3.0% 3.0% 3.0% 3.0%
Materials and Supplies 2.0% 2.0% 2.0% 2.0%
Contractual Services 2.0% 2.0% 2.0% 2.0%
Capital Outlay 2.0% 2.0% 2.0% 2.0%
Internal Service Fund Charges 3.0% 3.0% 3.0% 3.0%
Other Charges 2.0% 2.0% 2.0% 2.0%
Transfer to Pension Trust 0.0% 0.0% 0.0% 0.0%
Operating Transfers Out 0.0% 0.0% 0.0% 0.0%
Category
1 TOT assumptions include closure period for the Beverly Hilton Hotel for refurbishment during FY 2024- 25 and FY 2025-26.
2 Licenses and Permits excludes one-time revenue from major development projects, accounted for below the line.
3 The FY 2024-25 and FY 2025-26 decreases in Miscellaneous Revenue reflect the wind down and estimated conclusion of the Metro project and reimbursement revenue therefrom at the end of FY 2025-26. The FY 2026-27 uptick represents an increase in municipal surcharge revenue in conjunction with the reopening of the Bevelry Hilton.

CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2023-24

FIVE YEAR FORECAST 56
General Fund Five-Year History
FY 2018-19 FY 2019-20 FY 2020-21 FY 2021-22 FY 2022-23
Actuals Actuals Actuals Actuals Projected
Operating Revenue
Property Tax 70,791,205 $ 78,074,349 $ 86,390,938 $ 93,842,430 $ 96,928,000 $ Sales Tax 37,410,459 30,463,169 37,235,364 45,489,219 45,676,000 Transient Occupancy Tax (TOT) 50,023,265 30,415,198 19,254,778 42,410,847 48,000,000 Business Tax 51,743,640 54,051,623 43,764,551 53,596,597 54,300,000 Other Taxes 2,065,863 1,425,179 1,662,975 2,165,198 1,455,000 Intergovernmental Revenue 507,912 969,062 5,578,687 5,568,460 386,000 Licenses and Permits 17,712,207 17,793,342 14,964,208 19,261,666 19,951,000 Fines and Penalties 6,076,928 4,931,473 5,272,025 7,584,909 6,918,000 Use of Money and Property 9,576,541 8,411,876 5,703,556 4,220,927 4,437,000 Charges for Current Services 11,786,899 8,884,146 9,406,168 10,024,306 13,394,000 Miscellaneous Revenue 16,958,992 34,349,625 18,033,882 11,606,125 9,363,000 Transfers In 493,945 339,533 82,714 90,153 6,000
Total Operating Revenue 275,147,856 270,108,575 247,349,846 295,860,837 300,814,000 Operating Expenditures
Salaries and Benefits 117,497,961 127,414,279 127,830,232 129,542,810 137,006,000 Materials and Supplies 2,341,150 2,333,867 2,164,142 2,247,489 1,821,000 Contractual Services 39,811,799 40,275,612 43,707,040 44,219,011 47,978,000 Capital Outlay 311,177 812,279 60,239 1,097 2,000
Internal Service Fund Charges 53,079,926 58,458,830 42,085,401 51,758,054 66,556,000 Other Charges 8,670,346 8,736,398 9,937,539 9,391,377 10,718,000 Transfer to Pension Trust - 5,000,000 5,000,000 5,000,000 5,000,000 Operating Transfers Out 4,714,380 5,233,401 5,263,068 5,191,573 4,395,000 Total Operating Expenditures 226,426,739 248,264,666 236,047,661 247,351,411 273,476,000 Net Operating Surplus / (Deficit) 48,721,117 21,843,909 11,302,185 48,509,426 27,338,000 One-Time Major Development
Projects Revenue - - - 5,360,000 4,200,000
Public Benefit Contributions - - 1,000,000 5,000,000 1,500,000 Transfer of Earmark to OPEB Trust - - - (10,000,000) -
Non-Operating Transfers In 416,000 24,000 7,000,000 1,055,000 - Non-Operating Transfers Out (35,669,860) (21,458,122) (20,285,000) (30,878,444) (30,346,000) Total Non-Operating and One-Time (35,253,860) (21,434,122) (12,285,000) (29,463,444) (24,646,000) Total Surplus / (Deficit) 13,467,257 $ 409,787 $ (982,815) $ 19,045,982 $ 2,692,000 $ Category
NOTE: Results above may vary from reported results in the December 2022 financial update due to (1) the elimination of the unrealized markto-market adjustment on portfolio investments and accounting entries for GASB 68 and GASB 75 as non-budgetary, and (2) bad debt expense has been reclassified to a contra-revenue for all years presented, at the direction of the City's independent auditors.

CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2023-24
FIVE YEAR FORECAST 57
General Fund History and Forecast Charts
NOTE: The chart above excludes one-time major development projects revenue and non-operating transfers out. See the chart below for the total impact on bottom-line results.

CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2023-24
FIVE YEAR FORECAST 58
CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2023-24
BUDGET ENHANCEMENTS 59
Budget Enhancements
Proposed Budget
CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2023-24
BUDGET ENHANCEMENTS 60
Request # Request Title Category Recurring Program Program Title Priority Fund FY 2023-24
Department
Request
Position
Offset
Revenue
Offset
Future Years
Maintenance
Only
FY 2023-24
Department
Net
Request
One-Time
Cost
Recurring
Cost
010-001 Funding for Display Advertising Non-Position Yes 48008302 Communications 1 480 - 75,000 - - 75,000 - 75,000 010-002 Consultant Services for Hazard Mitigation Action Plan Update Non-Position No 48004101 Disaster Response and Recovery 2 480 85,000 - - - 85,000 85,000 - 010-003 Security Services for Enhanced Safety for City Hall Non-Position No 48000101 Administrative Support to Departments 3 480 - 400,000 - - 400,000 400,000 -010-004 Funding for Next Night and Cultural Initiatives/Membership Non-Position Yes 00101313 Business Development 4 001 - 95,000 - - 95,000 - 95,000 Count=4 010-Policy & Management - 655,000 - - 655,000 485,000 170,000 050-001 City Attorney Rate Increase Non-Position Yes 48000501 General Services 1 480 - 104,400 - - 104,400 - 104,400 Count=1 050- City Attorney - 104,400 - - 104,400 - 104,400 120-001 Payroll Program Manager Position Yes 48001601 General Accounting 1 480 - 186,476 - - 186,476 - 186,476 Count=1 120-Finance - 186,476 - - 186,476 - 186,476
Position 48000401 Recruitment & Personnel Administration 480 - 55,280 - - 55,280 - 55,280Position 48000403 Employee & Labor Relations 480 - 82,920 - - 82,920 - 82,920Position 45000605 General Liability & Insurance Administration 450 - 69,843 - - 69,843 - 69,843Position 48000606 Employee Benefits Administration 480 - 69,843 - - 69,843 - 69,843Position 48000401 Recruitment & Personnel Administration 480 (14,175) 103,650 - - 89,475 - 89,475Position 48000403 Employee & Labor Relations 480 (4,725) 34,550 - - 29,825 - 29,825 130-004 Labor Negotiation Services Non-Position No 48000403 Employee & Labor Relations 4 480 - 200,000 - - 200,000 200,000 -130-005 NeoGov Software Non-Position Yes 48000405 Training & Org. Development 5 480 - 75,000 - - 75,000 - 75,000 Count=5 130-Human Resources (18,900) 691,086 - - 672,186 200,000 472,186 170-001 Private Armed Security Services Non-Position No 00102301 Patrol Unit 1 001 - 5,400,000 - - 5,400,000 5,400,000 -170-002 Supervising Crime and Intelligence Analyst (RTWC) Position Yes 00102501 Detective Bureau 2 001 - 166,183 - - 166,183 - 166,183170-003 Parking Enforcement Dispatcher (Dispatch) Position Yes 00102401 Communications Bureau 3 001 - 103,252 - - 103,252 - 103,252170-004 AXON Services and Hardware Expansion Non-Position Yes 00102108 Digital Evidence Unit (Bodyworn Cameras) 4 001 - 530,000 - - 530,000 - 530,000170-005 Detective Bureau Technology Advancement Non-Position Yes 00102501 Detective Bureau 5 001 - 127,059 - - 127,059 - 127,059 170-006 Operational Budget Increase Non-Position Yes Various Various 6 001 - 170,576 - - 170,576 10,260 160,316 170-007 Concealed Carry Weapon (CCW) Program Non-Position Yes 00102104 Office of the Chief 7 001 - 35,000 - - 35,000 - 35,000170-008 Photo Red Light Enforcement Program COLA Non-Position Yes 00102601 Traffic Unit 8 001 - 16,000 - - 16,000 - 16,000 Non-Position 00102704 SWAT 001 - 10,000 - - 10,000 - 10,000 Non-Position 00102901 Personnel and Training 001 - 10,000 - - 10,000 - 10,000 Non-Position 00102301 Patrol Unit 001 - 45,000 - - 45,000 45,000 - Non-Position 41001501 Information Technology (Operations) 410 - 3,300 - (3,300) - - 3,300 Non-Position 49008501 Vehicle Maintenance 490 - 15,000 - (15,000) - - 15,000 Count=10 170-Police - 6,631,370 - (18,300) 6,613,070 5,455,260 1,176,110 270-001 Animal Care and Control Services Non-Position Yes 00114620 Community Preservation Services 1 001 - 295,834 - - 295,834 - 295,834 270-002 Reinstate Deputy Building Official Position Position Yes 00104610 Development Services 2 001 - 254,527 - - 254,527 - 254,527 270-003 Affordable Housing Program Administration Non-Position No 21003701 Affordable Housing 3 210 - 150,000 - - 150,000 150,000 - 270-004 Management Analyst Position Yes 00103701 Planning 4 001 - 138,200 (138,200) - - - - 270-005 Building Code Plan Review Consulting Services Non-Position Yes 00104610 Development Services 5 001 - 150,000 (150,000) - - - - 270-006 Customer Service Representative Upgrade Position Yes 00114701 Rent Stabilization 6 001 (81,832) 104,547 - - 22,715 - 22,715270-007 Historic Survey of Single-family & Commercial Properties Non-Position No 00103701 Planning 7 001 - 400,000 - - 400,000 400,000 - Count=7 270-Community Development (81,832) 1,493,108 (288,200) - 1,123,076 550,000 573,076 130-001 Human Resources Analyst Yes130-003 Human Resources Analyst - Limited Term Yes 3170-009 FY 2023-24 BUDGET ENHANCEMENT SUMMARY (RECOMMENDED)
SWAT Tactical Drone Program Yes 9
130-002 Human Resources Associate II Yes
12 170-010 Law Enforcement Multi-Purpose Vehicle Yes 10 CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2023-24
BUDGET ENHANCEMENTS 61
Request # Request Title Category Recurring Program Program Title Priority Fund Total FY 2023-
24 Department
Request
Position
Offset
Revenue
Offset
Future Years
Maintenance
Only
FY 2023-24
Department
Net
Request
One-Time
Cost
Recurring
Cost
Non-Position 41001501 Information Technology (Operations) 410 - 400,000 - - 400,000 - 400,000 Non-Position 42000901 Cable TV 420 - - (20,000) - (20,000) - (20,000) Non-Position 43007101 Reprographics/Graphics 430 - - (30,000) - (30,000) - (30,000) 310-002 Communications Specialist (IT) Position Yes 41001501 Information Technology (Operations) 2 410 - 131,617 - - 131,617 - 131,617 Count=2 310-Information Technology - 531,617 (50,000) - 481,617 - 481,617 350-001 Equipment Mechanic II (2) Position Yes 49008501 Vehicle Maintenance 1 490 - 232,633 - - 232,633 - 232,633 350-002 Transportation Planning Analyst Position Yes 00112501 Transportation Planning & Traffic Engineering 2 001 (74,480) 148,960 - - 74,480 - 74,480350-003 Water Purchases Non-Position Yes 80006003 Maintenance and Repair 3 800 - 253,549 - - 253,549 - 253,549 350-004 Solid Waste Franchise Agreement Increase Non-Position Yes 83005202 Solid Waste Commercial 4 830 - 527,007 - - 527,007 - 527,007350-005 Wastewater Treatment & Maintenance Contractual Increase Non-Position Yes 84005404 Wastewater Treatment 5 840 949,000 - - - 949,000 - 949,000350-006 Alley Tree Trimming and Weed Abatement Maintenance Non-Position Yes 83005205 Alley Maintenance 6 830 - 184,000 - - 184,000 - 184,000 Position 00105701 Sustainability 001 - 112,122 - - 112,122 - 112,122 Position 83005701 Sustainability - Solid Waste 830 - 43,124 - - 43,124 - 43,124 Position 80005701 Sustainability - Water 800 - 17,250 - - 17,250 - 17,250 Position 83005201 Solid Waste Residential 830 (11,257) 59,354 - - 48,097 - 48,097 Position 83005202 Solid Waste Commercial 830 (11,257) 59,354 - - 48,097 - 48,097 350-009 Central Stores Clerk Position Yes 80010006 Water Inventory - Maintenance and Repair 9 800 - 93,924 - - 93,924 - 93,924 Non-Position 00105701 Sustainability 001 - 150,000 - - 150,000 - 150,000 Non-Position 83005701 Sustainability - Solid Waste 830 - 10,000 - - 10,000 - 10,000Non-Position 84005701 Sustainability - Wasterwater 840 - 15,000 - - 15,000 - 15,000Position 80006002 Groundwater 800 - 85,396 - - 85,396 - 85,396Position 80006006 Water Services and Installations 800 - 75,908 - - 75,908 - 75,908Position 80106006 Water Capacity Services and Installation 801 - - (4,400) - (4,400) - (4,400) Position 80206006 Water Supply Services and Installation 802 - - (7,600) - (7,600) - (7,600) Position 84005401 Wastewater Maintenance & Repair 840 - 28,465 - - 28,465 - 28,465Position 84105401 Wastewater Capacity Fee 841 - - (3,100) - (3,100) - (3,100) 350-012 Senior Management Analyst for Parking Position Yes 81007200 Parking Facility Administration 12 810 (149,054) 149,054 - - - - - Position 40505901 Facilities Maintenance 405 (67,328) 72,520 (180) - 5,012 - 5,012 Position 81007220 Tenant Facility Administration 810 (44,886) 48,348 (120) - 3,342 - 3,342Position 48012301 Project Administration 480 (205,690) 235,244 - - 29,554 - 29,554 Position 48012403 Capital Project Management 480 (205,690) 235,244 - - 29,554 - 29,554 350-015 Public Safety Support - Citywide Street Closures Non-Position No 00110010 Street Maintenance Inventory 15 001 - 500,000 (55,000) - 445,000 500,000 (55,000)350-016 Emergency and Heavy-Duty Vehicle Costs Non-Position Yes 49008501 Vehicle Maintenance 16 490 - 100,000 - - 100,000 - 100,000350-017 Customer Service Representative Position Yes 48009505 General PW Customer Service 17 480 - 104,547 - - 104,547 - 104,547 Position 80006004 Water Quality 800 - 48,114 (32,372) - 15,742 - 15,742Position 84005401 Wastewater Maintenance & Repair 840 - 12,029 - - 12,029 - 12,029 Count=18 350-Public Works (769,642) 4,550,146 (102,772) - 3,677,732 500,000 3,177,732 FY 2023-24 BUDGET ENHANCEMENT SUMMARY (RECOMMENDED) (Continued) 11 Sustainability Initiatives Program Yes 10
350-013
350-011 Water Resources Engineer Yes 350-010
Yes
1 350-007 Sustainability Administrator
310-001 Software Licensing and System Maintenance Costs350-018350-014 Water Quality TechnicianUpgrade Associate Project Manager to Project Manager (2) 1814
7 Yes
Lead Facilities Maintenance Mechanic Yes 13
350-008 Recycling Specialist Yes 8
YesYes
CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2023-24
BUDGET ENHANCEMENTS 62
Request # Request Title Category Recurring Program Program Title Priority Fund FY 2023-24
Department
Request
Position
Offset
Revenue
Offset
Future Years
Maintenance
Only
FY 2023-24
Department
Net
Request
One-Time
Cost
Recurring
Cost
400-001 Childcare Counselor (2 Regular Part-time) Position Yes 00106702 Youth Programs 1 001 - 113,380 - - 113,380 - 113,380 Position 00106702 Youth Programs 001 18,694 - - - 18,694 - 18,694 Position 00106703 Adult Programs 001 18,144 - - - 18,144 - 18,144 Position 00106704 Senior Adult Programs 001 18,144 - - - 18,144 - 18,144 Non-Position 00107707 Library Collection Services 001 - 34,900 - - 34,900 - 34,900 Non-Position 00107704 Library Borrowers Services 001 - 3,400 - - 3,400 - 3,400 Non-Position 00106709 Farmers' Market 001 - 30,000 - - 30,000 - 30,000 Non-Position 00106707 Community / Cultural Events & Public Art 001 - 80,000 - - 80,000 - 80,000 400-005 Community Assistance Grant Funding (CAGF) Non-Position Yes 00108803 Community Outreach & Grant Funding 5 001 - 87,500 - - 87,500 - 87,500 Count=5 400-Community Services - 404,162 - - 404,162 - 404,162 53 Total Recommended Enhancement Requests $ (870,374) 15,247,365 $ (440,972) $ (18,300) $ 13,917,719 $ 7,190,260 $ 6,745,759 $ Approval
Date Title and Item # Category Recurring Program Program Title Fund FY 2023-24
Department
Request
Position
Offset
Revenue
Offset
Future Years
Maintenance
Only
FY 2023-24
Department
Net
Request
One-Time
Cost
Recurring
Cost
Non-Position 00102401 Communications Bureau 001 - 50,000 - - 50,000 - 50,000 Non-Position 00102901 Personnel and Training 001 - 36,000 - - 36,000 - 36,000 6/21/2022 Jail Staffing and Maintenance (Item D-12) Non-Position Yes 00102403 Jail Bureau 001 - 95,152 - - 95,152 - 95,152 6/21/2022 Red Light Photo Enforcement Program (Item D-11) Non-Position Yes 00102601 Traffic Unit 001 - 79,000 - - 79,000 - 79,000 Count=3 170-Police - 260,152 - - 260,152 - 260,152
Non-Position 00103101 Fire Administration 001 98,000 - - - 98,000 - 98,000 Non-Position 00103201 Community Risk 001 171,000 - - - 171,000 - 171,000 Non-Position 00103301 Emergency Response Services 001 55,000 - - - 55,000 - 55,000 4/18/2023 Nurse Practitioner Program (Item G-1) Non-Position Yes 00103401 Emergency Medical Services 001 506,193 - - - 506,193 - 506,193 Count=2 200-Fire - 830,193 - - 830,193 - 830,193
7/19/2022 Verizon License Agreements (Item E-9) Non-Position Yes 41001501 Information Technology (Operations) 410 98,000 - - - 98,000 - 98,000 Count=1 310-Information Technology - 98,000 - - 98,000 - 98,000 Non-Position 40505901 Facilities Maintenance 405 843,866 - - - 843,866 - 843,866 Non-Position 40507215 Leased Buildings Unknown Tenant 405 160,300 - - - 160,300 - 160,300 Non-Position 81007215 Tenant Common Area Maint. 810 495,883 - - - 495,883 - 495,883 3/07/2023 Traffic Signal and Street Lighting Technician (Study Session Item A-3) Position Yes 00107603 Signals and Lights 001 128,702 - - - 128,702 - 128,702 3/07/2023 Senior Traffic Signal and Street Lighting Technician (Study Session Item A-3) Position Yes 00107603 Signals and Lights 001 142,008 - - - 142,008 - 142,008 Non-Position 40507215 Leased Buildings Unknown Tenant 405 161,660 - - - 161,660 - 161,660 Non-Position 81007215 Tenant Common Area Maint. 810 161,660 - - - 161,660 - 161,660 Count=4 350-Public Works - 2,094,079 - - 2,094,079 - 2,094,079 10 Total Enhancement Requests Previously Approved $ - 3,282,424 $ - $ - $ 3,282,424 $ - $ 3,282,424 $ 63 GRAND TOTAL ALL ENHANCEMENTS $ (870,374) 18,529,789 $ (440,972) $ (18,300) $ 17,200,143 $ 7,190,260 $ 10,028,183 $ 5/02/2023 Facilities Engineering Operations and Mechanical Maintenance (Item E-12) Yes FY 2023-24 BUDGET ENHANCEMENT SUMMARY (RECOMMENDED) (Continued) FY 2023-24 BUDGET ENHANCEMENT SUMMARY (PRIOR COUNCIL APPROVAL) 4/12/2022 Real Time Watch Center (Item D-9) Yes3/07/2023 Fire Contractual Services (Study Session Item A-3) Yes 12/13/2022 Facilities Engineering Operations and Mechanical Maintenance (Item D-10) Yes Library Catalog Upgrade Yes 3
400-004 Arts & Culture Events and Programming Yes 4
400-002 Recreation Leader (Regular Part-time) Yes 2400-003 CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2023-24
BUDGET ENHANCEMENTS 63
FY 2023-24
Department
Request
Position
Offset
Revenue
Offset
Future Years
Maintenance
Only
FY 2023-24
Department Net
Request One-Time Cost Recurring Cost
Total Position Enhancement Requests 3,801,550 (870,374) (185,972) - 2,745,204 - 2,745,204Total Non-Position Enhancement Requests 14,728,239 - (255,000) (18,300) 14,454,939 7,190,260 7,282,979Requests by Category 18,529,789 (870,374) (440,972) (18,300) 17,200,143 7,190,260 10,028,183Total General Fund 001 10,727,477 (156,312) (343,200) - 10,227,965 6,355,260 3,872,705Total Affordable Housing Fund 210 150,000 - - - 150,000 150,000 -Total Capital Assets Fund 405 1,238,346 (67,328) (180) - 1,170,838 - 1,170,838Total Information Technology Fund 410 632,917 - - (3,300) 629,617 - 632,917Total Cable Television Fund 420 - - (20,000) - (20,000) - (20,000)Total Reprographics/Graphics Fund 430 - - (30,000) - (30,000) - (30,000)Total Liability Insurance Fund 450 69,843 - - - 69,843 - 69,843Total Policy, Admin, and Legal Fund 480 2,047,154 (430,280) - - 1,616,874 685,000 931,874Total Vehicle Replacement Fund 490 347,633 - - (15,000) 332,633 - 347,633Total Water Enterprise Fund 800 574,141 - (32,372) - 541,769 - 541,769Total Water Capacity Fee Fund 801 - - (4,400) - (4,400) - (4,400)Total Water Supply Fee Fund 802 - - (7,600) - (7,600) - (7,600)Total Parking Enterprise Fund 810 854,945 (193,940) (120) - 660,885 - 660,885 Total Solid Waste Enterprise Fund 830 882,839 (22,514) - - 860,325 - 860,325Total Wastewater Enterprise Fund 840 1,004,494 - - - 1,004,494 - 1,004,494Total Wastewater Capacity Fee Fund 841 - - (3,100) - (3,100) - (3,100) Total All Funds 18,529,789 (870,374) (440,972) (18,300) 17,200,143 7,190,260 10,028,183010-Policy & Management 95,000 - - - 95,000 - 95,000170-Police 6,873,222 - - - 6,873,222 5,455,260 1,417,962200-Fire 830,193 - - - 830,193 - 830,193270-Community Development 1,343,108 (81,832) (288,200) - 973,076 400,000 573,076350-Public Works Services 1,181,792 (74,480) (55,000) - 1,052,312 500,000 552,312400-Community Services 404,162 - - - 404,162 - 404,162General Fund Requests by Department 10,727,477 (156,312) (343,200) - 10,227,965 6,355,260 3,872,705 FY 2023-24 BUDGET ENHANCEMENT SUMMARY (RECOMMENDED AND PRIOR COUNCIL APPROVAL) CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2023-24
64 CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2023-24
DEPARTMENT BUDGETS 65
Department Budgets
Proposed Budget
CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2023-24
66 CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2023-24
POLICY AND MANAGEMENT 67
Policy and Management
Proposed Budget
CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2023-24
POLICY AND MANAGEMENT 68
Department Organization Chart
CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2023-24
POLICY AND MANAGEMENT 69
Department Mission
Policy and Management provides overall direction and support to ten City departments for the implementation of City Council policy. Through strong leadership, strategic vision and professional management, the Department ensures that City initiatives and operations are cost efficient and effective.

The Department sets the highest standard for the development, coordination, and implementation of municipal programs to meet the short and long-term needs of the community.

Work Plans
Vision Statement #1: Beverly Hills offers the highest quality of life achievable and maintains a unique and friendly character for residents, visitors, and neighbors.  Implement the projects and priorities identified in the City’s Strategic Communications Plan including the development of a new City website and subsequent communication and community outreach tools.
 In coordination with the Community Development Department, explore options for using City property for development of affordable housing.

Vision Statement #2: Beverly Hills is a world-class community, offering an extraordinary environment, activities, and events.
 Continue efforts to acquire real property for site-specific public benefit such as parking, open space, and other civic uses and focus on the Southeast Area as a priority (Action 3.A.5 of the Economic Sustainability Plan).
 Continue to work with event organizers to support hybrid model events (Action 2.A.1 of the Economic Sustainability Plan).

Vision Statement #3: Beverly Hills is known throughout the region, state, and nation as a leading edge, innovative community in its government, business, and technology programs.  Assess options for future uses and development of the City-owned property at Gale Dr. and other acquired Metro properties (Action 2.C.1 of the Economic Sustainability Plan).  Update, in coordination with all departments, the City's administrative regulations.  Manage and coordinate a multi-departmental effort to redesign the City’s website.

Vision Statement #4: Beverly Hills is committed to being the safest city in America.  Conduct outreach on the City's emergency communication tools, including the Outdoor Warning Siren System.
 Hold community alert/warning evacuation drill.
 Hold post-disaster damage assessment training for staff.  Coordinate with the Police Department and Beverly Hills Ambassadors to ensure public spaces are healthy, safe, and welcoming (Action 2.E.1 of the Economic Sustainability Plan).  Complete the five-year update to the City’s Hazard Mitigation Plan.  Coordinate and oversee the enhancement of services the City provides to the unhoused.

CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2023-24
POLICY AND MANAGEMENT 70
Vision Statement #5: Beverly Hills is known internationally for its alluring and distinctive hotels, retail stores, restaurants, and entertainment and headquarter businesses.  Continue coordination of stakeholders on implementation of items in the City's updated Economic Sustainability Plan.
 Continue coordination with the Beverly Hills Chamber of Commerce on the Property Owners Task Force to evaluate opportunities and policies to assist in retaining existing tenants and attracting new high-quality tenants to fill vacant commercial spaces.  Attract and retain businesses and lease vacant office, retail, and restaurant spaces owned by the City and Parking Authority (Action 1.F.2. of the Economic Sustainability Plan).  Convert the existing OpenBH restaurant businesses into the long-term dining program to continue the outdoor dining vibrant nightlife experience (Action 1.B.2 of the Economic Sustainability Plan).

Department Personnel
FY 2021-22
Adopted
FY 2022-23
Adopted
FY 2023-24
Proposed
Variance
from PY
Total Full-Time Positions* 22 23 24 1
Total Part-Time (FTE) 0.00 0.00 0.00 0.00
*The net increase of one full-time position is attributable to the addition of the Deputy Director of Special Projects, Public Safety, which was converted from the Deputy Director of Police Special Projects and was transferred from the Police Department to Policy and Management. Additionally, the Senior Policy and Management Administrator, Public Safety was created and the Chief Communications Officer was eliminated. One Policy and Management Analyst was reclassified to a Municipal Affairs Program Manager and one Policy and Management Analyst was reclassified to a Real Property Development Manager. The Public Information Coordinator was converted to a Public Information Manager, and one Management Analyst was converted to a Communications and Marketing Assistant. The reorganizations were effectuated at no additional cost to the City and the reclassifications and their increased costs were approved by Council.

CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2023-24
POLICY AND MANAGEMENT 71
Full-Time Positions FY 2021-22
Adopted
FY 2022-23
Adopted
FY 2023-24
Proposed
Variance
from PY
Assistant City Manager 1 1 1 0
Assistant to the City Manager 1 1 1 0
Chief Communications Officer 1 1 0 (1)
City Manager 1 1 1 0
City Treasurer 1 1 1 0
Communications and Marketing Assistant 0 0 1 1
Community Outreach Manager 1 1 1 0
Councilmember 5 5 5 0
Deputy City Manager 1 1 1 0
Deputy Director of Special Projects, Public
Safety 0 0 1 1
Executive Assistant 1 1 1 0
Executive Assistant to the City Council 1 1 1 0
Management Analyst 2 2 1 (1)
Management Assistant 1 1 1 0
Marketing and Economic Sustainability
Manager
1 1 1 0
Municipal Affairs Program Manager 0 0 1 1
Office Manager 1 1 1 0
Policy and Management Analyst 2 2 0 (2)
Principal Performance Auditor 0 1 1 0
Public Information Coordinator 1 1 0 (1)
Public Information Manager 0 0 1 1
Real Property Development Manager 0 0 1 1
Senior Policy and Management
Administrator, Public Safety 0 0 1 1
Total 22 23 24 1
CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2023-24
POLICY AND MANAGEMENT 72
Department Budget
Revenue by Category
FY 2021-22
Actual
FY 2022-23
Adopted
FY 2023-24
Proposed
Percent
Change
Use of Money and Property 27,320 20,000 20,000 0.0%
Internal Service Fund Receipts [A] 7,615,887 9,557,656 11,548,948 20.8% Miscellaneous Revenue [B] 2,069,024 1,708,877 1,100,000 -35.6% Total Revenue 9,712,231 $ 11,286,533 $ 12,668,948 $ 12.2% Expenditures by Category
FY 2021-22
Actual
FY 2022-23
Adopted
FY 2023-24
Proposed
Percent
Change
Salaries and Benefits [C] 4,269,809 4,353,143 4,848,154 11.4% Materials and Supplies [D] 55,048 81,292 91,542 12.6%
Contractual Services [E] 8,687,906 10,969,098 12,251,062 11.7% Capital Outlay [F] 20,613 450 873 94.0%
Internal Service Fund Charges [G] 3,513,554 3,625,664 4,379,592 20.8% Other Charges [H] 177,811 162,727 96,357 -40.8%
Total Expenditures 16,724,741 $ 19,192,374 $ 21,667,580 $ 12.9% [A] Increase predominantly to fund rising personnel costs, proposed enhancements and higher internal services fund charges.
[B] Decrease in projection of reimbursements from Metro based on current project status. [C] Estimated and known MOU increases, employment contract increases, and net addition of one full-time Executive position.
[D] Reallocation from Contractual Services budget.
[E] Increase in tourism and marketing budget tied to higher TOT projection and various enhancement requests, predominantly for private security services for heightened safety at City Hall. [F] Increase based on scheduled replacement of equipment. [G] Increasing costs from inflation, rising insurance premiums, growing funding for safety-related technology costs, and discontinuance of all pandemic-related suspension of charges. [H] Decrease due to suspension of contributions to the OPEB trust decreasing retiree medical costs, net of increased cost of utilities.

CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2023-24
CITY ATTORNEY 73
City Attorney
Proposed Budget
CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2023-24
CITY ATTORNEY 74
Department Organization Chart
CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2023-24
CITY ATTORNEY 75
Department Mission
The mission of the City Attorney's Office is to provide or oversee high quality legal services for the City Council, City officials, departments, boards, and commissions in the conduct of City business; to represent the City before judicial and administrative proceedings; and to prosecute Municipal Code violations occurring in the City.

Department Personnel
FY 2021-22
Adopted
FY 2022-23
Adopted
FY 2023-24
Proposed
Variance
from PY
Total Full-Time Positions* 0 0 0 0
Total Part-Time (FTE)* 0.00 0.00 0.00 0.00
*Employees of contracted legal firms staff the City Attorney’s Office.

CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2023-24
CITY ATTORNEY 76
Department Budget
Revenue by Category
FY 2021-22
Actual
FY 2022-23
Adopted
FY 2023-24
Proposed
Percent
Change
Internal Service Fund Receipts [A] 3,879,037 4,311,324 3,677,101 -14.7% Total Revenue 3,879,037 $ 4,311,324 $ 3,677,101 $ -14.7% Expenditures by Category
FY 2021-22
Actual
FY 2022-23
Adopted
FY 2023-24
Proposed
Percent
Change
Materials and Supplies 19,073 17,500 17,500 0.0%
Contractual Services [B] 2,777,078 4,252,950 3,607,350 -15.2% Capital Outlay - - 20,496 0.0%
Internal Service Fund Charges [C] 8,953 26,651 36,696 37.7% Other Charges [D] 8,140 7,618 11,000 44.4%
Total Expenditures 2,813,244 $ 4,304,719 $ 3,693,042 $ -14.2% [A] Decrease to align with funding needs.
[B] Decrease to align with actual municipal code enforcement expenditure trends for City prosecution. [C] Increasing costs from inflation, rising insurance premiums, growing funding for safety-related technology costs, and discontinuance of all pandemic-related suspension of charges. [D] Increased cost of utilities.

CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2023-24
CITY CLERK 77
City Clerk
Proposed Budget
CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2023-24
CITY CLERK 78
Department Organization Chart
CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2023-24
CITY CLERK 79
Department Mission
The mission of the City Clerk's Office is to administer the democratic processes of the City of Beverly Hills. This may include the coordination of municipal elections, City Council meetings, processing of City records, and all legislative actions, ensuring transparency to the public in an ethical, professional, and impartial manner.

Work Plans
Vision Statement #3: Beverly Hills is known throughout the region, state, and nation as a leading edge, innovative community in its government, business, and technology programs.  Provide enhanced coordination towards expanded elections planning, City Council meetings and an increase in Public Records Requests.

Department Personnel
FY 2021-22
Adopted
FY 2022-23
Adopted
FY 2023-24
Proposed
Variance
from PY
Total Full-Time Positions 6 5 5 0
Total Part-Time (FTE) 0.00 0.00 0.00 0.00
NOTE: The City Clerk’s Office is currently going through an organizational assessment of the department’s operations. Proposed recommendations and associated funding requests are anticipated to come forward to the City Council for consideration in Summer 2023.

Full-Time Positions FY 2021-22
Adopted
FY 2022-23
Adopted
FY 2022-23
Proposed
Variance
from PY
Assistant City Clerk 1 0 0 0
City Clerk 1 1 1 0
City Clerk Assistant 2 1 1 0
Deputy City Clerk 0 1 1 0
Management Analyst 1 1 1 0
Records and Archives Manager 1 1 1 0
Total 6 5 5 0
CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2023-24
CITY CLERK 80
Department Budget
Revenue by Category
FY 2021-22
Actual
FY 2022-23
Adopted
FY 2023-24
Proposed
Percent
Change
Service Fees and Charges 186 - - 0.0%
Internal Service Fund Receipts [A] 1,974,278 2,461,611 2,250,089 -8.6% Miscellaneous Revenue 798 - - 0.0%
Total Revenue 1,975,262 $ 2,461,611 $ 2,250,089 $ -8.6% Expenditures by Category
FY 2021-22
Actual
FY 2022-23
Adopted
FY 2023-24
Proposed
Percent
Change
Salaries and Benefits [B] 1,215,477 1,032,699 1,126,770 9.1% Materials and Supplies 14,205 14,268 14,268 0.0%
Contractual Services 367,080 256,488 256,488 0.0%
Capital Outlay [C] - 16,335 4,153 -74.6%
Internal Service Fund Charges [A] 609,714 914,110 813,242 -11.0% Other Charges [D] 25,007 24,456 27,852 13.9%
Total Expenditures 2,231,483 $ 2,258,356 $ 2,242,773 $ -0.7% [A] Decrease in allocation of ISF charges due to lower ratio of FTEs. [B] Estimated and known MOU contract increases and increased allocation of compensated absences. [C] Decrease based on scheduled replacement of equipment. [D] Increased cost of utilities.

CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2023-24
FINANCE 81
Finance
Proposed Budget
CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2023-24
FINANCE 82
Department Organization Chart
CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2023-24
FINANCE 83
Department Mission
In order to ensure a financially secure and effective City government, the mission of the Finance Department is to provide sound fiscal analysis, support services, and reporting in an accurate, timely, cost-effective, and professional manner to City officials, departments, residents, and businesses.

Work Plans
Vision Statement #3: Beverly Hills is known throughout the region, state, and nation as a leading edge, innovative community in its government, business, and technology programs.  Monitor revenues and expenditures for indications of economic slowdown and possible recessionary conditions.
 Continue seeking reimbursement from FEMA for COVID-related expenditures.  Monitor adopted strategy for paying down the City's unfunded pension liability by accelerating the amortization of the existing liability over 15 years (11 years remaining).  Update and implement Finance-related Administrative Regulation policies to ensure compliance with Government Code and regulations.
 Implement Purchasing Division recommendations based on the Management Partners report, given new Citywide financial and staff support constraints.  Develop and foster purchasing partnerships with departments that need additional assistance regarding purchasing processes, transactions, and reporting.  Implement ERP system analysis and data monitoring tools to assist with financial analysis and internal control reviews and department level budget analysis.  Continue transitioning accounts payable payments from check to ACH electronic payments.  Automate and streamline FY 24 Citywide fee additions and updates by departments.  Develop manuals for cashiering, business tax, and utility billing related functions to promote standardization and retention.
 Begin to develop an online database of Citywide fees.  Implement PDF e-bills for utility billing and integrate billing into WaterSmart platform.  Work with the City’s consultant to develop and implement improved policies and procedures for Purchase Card Industry Data Security Standards.
 Finalize banking and merchant card services review, solicit requests for proposals, and award services.
 Assume responsibility for the Community Charitable Foundation Committee and associated meetings and reporting.
 Implement Governmental Accounting Standards Board Statement No. 96 for the accounting treatment of subscription-based information technology arrangements.  Upgrade the City’s financial/enterprise resource planning (ERP) software, Tyler Munis, to the latest self-hosted version.
 Assist with MOU review and labor negotiations costing for six miscellaneous bargaining groups.

CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2023-24
FINANCE 84
Department Personnel
FY 2021-22
Adopted
FY 2022-23
Adopted
FY 2023-24
Proposed
Variance
from PY
Total Full-Time Positions* 34 36 37 1
Total Part-Time (FTE)* 4.60 1.29 0.53 (0.76)
*The net increase of one full-time position is due to an enhancement request for the addition of the Payroll Program Manager. Additionally, one Account Specialist was converted to a Budget and Financial Analyst in a cost neutral reorganization by way of an offsetting reduction in part-time FTEs. The classification of Account Clerk I was reclassified to an Account Clerk II and the Senior Customer Service Representative was reclassified to a Senior Account Specialist. Reclassifications and associated cost increases were approved by City Council.

Full-Time Positions FY 2021-22
Adopted
FY 2022-23
Adopted
FY 2023-24
Proposed
Variance
from PY
Account Clerk I 1 1 0 (1)
Account Clerk II 0 0 1 1
Account Specialist 0 6 5 (1)
Accountant I 4 4 4 0
Accountant II 1 1 1 0
Accounting Manager 1 1 1 0
Accounting Technician 3 3 3 0
Assistant Director of Finance 1 1 1 0
Budget and Financial Analyst 1 1 2 1
Budget Manager 1 1 1 0
Customer Service Representative 5 0 0 0
Director of Finance 1 1 1 0
Executive Assistant 1 1 1 0
Payroll Program Manager 0 0 1 1
Planning and Research Analyst 1 1 1 0
Principal Accountant 3 3 3 0
Purchasing Analyst 2 2 2 0
Purchasing Services Manager 1 1 1 0
CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2023-24
FINANCE 85
Full-Time Positions (Continued) FY 2021-22
Adopted
FY 2022-23
Adopted
FY 2023-24
Proposed
Variance
from PY
Revenue and Customer Services Manager 1 0 0 0
Revenue Operations Investigator 1 1 1 0
Revenue Services Manager 0 1 1 0
Senior Account Specialist 0 0 1 1
Senior Accounting Technician 1 1 1 0
Senior Customer Service Representative 1 1 0 (1)
Senior Financial Systems Analyst 1 1 1 0
Senior Management Analyst 2 3 3 0
Total 34 36 37 1

CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2023-24
FINANCE 86
Department Budget
Revenue by Category
FY 2021-22
Actual
FY 2022-23
Adopted
FY 2023-24
Proposed
Percent
Change
Licenses and Permits [A] 3,535 73,685 85,000 15.4%
Use of Money and Property [B] 123,095 207,650 637,592 207.1% Service Fees and Charges 38,038 40,000 40,000 0.0%
Internal Service Fund Receipts 6,921,258 9,587,164 9,349,534 -2.5% Miscellaneous Revenue 12,468 - 5,000 0.0%
Total Revenue 7,098,394 $ 9,908,499 $ 10,117,126 $ 2.1% Expenditures by Category
FY 2021-22
Actual
FY 2022-23
Adopted
FY 2023-24
Proposed
Percent
Change
Salaries and Benefits 5,730,181 6,498,522 6,826,974 5.1% Materials and Supplies 11,160 16,450 16,950 3.0%
Contractual Services [C] 1,636,311 1,589,438 1,217,514 -23.4% Capital Outlay [D] - 1,256 - -100.0%
Internal Service Fund Charges 2,062,248 3,277,292 3,421,977 4.4% Other Charges [E] 309,109 356,867 751,144 110.5%
Total Expenditures 9,749,009 $ 11,739,825 $ 12,234,559 $ 4.2% [A] Reduction in bad debt expense reported as a contra-revenue, netted against regulatory permit revenue. [B] Higher projection for interest earnings based on market conditions. [C] Transfer of credit card fees funding from Contractual Services to Other Charges. [D] Decrease based on scheduled replacement of equipment. [E] Increased cost of utilities and credit card fees, including transfer of credit card fees from Contractual Services, net of decrease due to suspension of contributions to the OPEB trust decreasing retiree medical costs.

CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2023-24
HUMAN RESOURCES 87
Human Resources
Proposed Budget
CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2023-24
HUMAN RESOURCES 88
Department Organization Chart
CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2023-24
HUMAN RESOURCES 89
Department Mission
The mission of Human Resources is to be a collaborative and strategic partner, using fair and equitable practices to attract, hire, develop, support and retain a highly-qualified workforce, and to mitigate liability through effective loss prevention programs.

Work Plans
Vision Statement #1: Beverly Hills offers the highest quality of life achievable and maintains a unique and friendly character for residents, visitors, and neighbors.  Continue community outreach and local advertisement of City of Beverly Hills job opportunities to encourage residents to apply for City positions.

Vision Statement #2: Beverly Hills is a world-class community, offering an extraordinary environment, activities, and events.
 Participation in the City’s Team Beverly Hills program to educate City residents about the wide range of diverse programs administered by Human Resources.  Support and participate in career related programs with Beverly Hills High School.

Vision Statement #3: Beverly Hills is known throughout the region, state, and nation as a leading edge, innovative community in its government, business, and technology programs.  Continue the development of the City's New Employee Orientation Program with an enhanced introduction to the City's culture, departments, services, and events.  Continue to work closely with the City's nine (9) employee labor associations and City departments to support effective management of labor agreements.  Negotiate new labor agreements with the City’s six (6) non-sworn employee associations.  Complete the negotiation and implementation of the remaining classification study for administrative classifications.
 Implementation of new employee performance management platform.

Vision Statement #4: Beverly Hills is committed to being the safest city in America.  Continue to develop and implement effective loss control and employee injury and illness prevention programs designed to mitigate City liability.  Thoroughly and efficiently investigate general liability claims for timely resolution in an effort to reduce or eliminate litigation expenses.
 Continue to thoroughly evaluate workers' compensation claims to ensure the timely administration of benefits and resolution of claims in an efficient and cost-effective manner.

CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2023-24
HUMAN RESOURCES 90
Department Personnel

FY 2021-22
Adopted
FY 2022-23
Adopted
FY 2023-24
Proposed
Variance
from PY
Total Full-Time Positions* 18 17 20 3
Total Part-Time (FTE)* 1.57 1.57 1.37 (0.20)
*The net increase of three full-time positions is attributable to enhancement requests for the addition of two Human Resources Analysts (one three-year limited term position) and one Human Resources Associate II, which is offset by a reduction in the part-time FTEs.

Full-Time Positions FY 2021-22
Adopted
FY 2022-23
Adopted
FY 2023-24
Proposed
Variance
from PY
Assistant Director of Human Resources 1 1 1 0
Director of Human Resources 1 1 1 0
Executive Assistant 1 1 1 0
Human Resources Analyst (includes one
three-year limited term position) 4 3 5 2
Human Resources Assistant 1 0 0 0
Human Resources Associate I 2 2 2 0
Human Resources Associate II 3 3 4 1
Human Resources Manager 1 1 1 0
Risk Management and Benefits Analyst 2 2 2 0
Risk Manager 1 1 1 0
Senior Human Resources Analyst 0 1 1 0
Senior Management Analyst 1 1 1 0
Total 18 17 20 3
CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2023-24
HUMAN RESOURCES 91
Department Budget
Revenue by Category
FY 2021-22
Actual
FY 2022-23
Adopted
FY 2023-24
Proposed
Percent
Change
Use of Money and Property [A] 179,376 252,550 830,099 228.7% Internal Service Fund Receipts [B] 24,534,740 28,087,354 32,145,792 14.4% Miscellaneous Revenue 662,255 - - 0.0%
Total Revenue 25,376,371 $ 28,339,904 $ 32,975,891 $ 16.4% Expenditures by Category
FY 2021-22
Actual
FY 2022-23
Adopted
FY 2023-24
Proposed
Percent
Change
Salaries and Benefits [C] 3,128,023 3,347,913 3,931,644 17.4% Materials and Supplies 144,695 65,120 65,120 0.0%
Contractual Services 12,408,321 2,956,386 3,131,386 5.9% Capital Outlay [D] 30,453 16,301 60,577 271.6%
Internal Service Fund Charges [E] 1,760,606 2,465,570 2,017,134 -18.2% Other Charges [F] 11,056,550 16,123,770 21,982,871 36.3% Total Expenditures 28,528,648 $ 24,975,060 $ 31,188,732 $ 24.9% [A] Higher projection for interest earnings based on market conditions. [B] Increase predominantly to fund rising personnel costs, including proposed enhancements, and higher cost of claims and insurance premiums.
[C] Estimated and known MOU contract increases and addition of three positions. [D] Increase based on scheduled replacement of equipment. [E] Decrease in allocation of ISF charges mainly due to lower five-year average of liability claims. [F] Increase in insurance premiums, projection for claims and increased cost of utilities.

CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2023-24
92 CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2023-24
POLICE DEPARTMENT 93
Police Department
Proposed Budget
CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2023-24
POLICE DEPARTMENT 94
Department Organization Chart
CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2023-24
POLICE DEPARTMENT 95
Department Mission
It is the mission of the Beverly Hills Police Department to provide professional proactive services in partnership with our community.

Work Plans
Vision Statement #4: Beverly Hills is committed to being the safest city in America.  Enhance crime prevention safety efforts for all houses of worship.  Enhance security and event safety for Citywide events and programming.  Continue planning for Metro Subway Public Safety project.  Continue Patrol vehicle in-car camera replacements; replace in-station cameras.  Accept the FY 2022-23 Urban Area Security Initiative (UASI) grant.  Support Beverly Hills Unified School District (BHUSD) with security/safety objectives and traffic mitigation plans for schools.
 Continue to pursue and implement Office of Traffic Safety (OTS) grant funding for the purpose of traffic safety.
 Accept FY 2022-23 Bulletproof Vest Partnership (BVP) grant.  Equip Traffic Control Officer (TCO) vehicles with Mobile Data Terminals (MDTs) to enhance effectiveness and access to Automated License Plate Reader (ALPR) data.  Fill vacant public safety positions.
 Work with community and law enforcement professionals to evaluate alternate means to policing in sensitive areas (i.e., mental health, homelessness).  Stay contemporary with current and proposed legislation on police reform and be a model law enforcement agency.
 Continue the Police and Social Justice Reform efforts based on the City’s racial equality agenda to include participation in the City’s Diversity, Inclusion and Belonging Committee.  Continue expanding and enhancing the City’s License Plate Reader (LPR) system.  Continue to expand and improve on live monitoring of City’s Closed Caption Television (CCTV) camera network during peak hours.
 Expand the analytical capabilities of the City’s CCTV camera system to assist law enforcement with crime prevention and crime detection.
 Implement a partnership with a mental health professional team to provide additional resources for persons suffering from homelessness and mental health illness.  Acquire a software solution that integrates privately owned camera systems into the City’s network to increase public safety.
 Continue recruitment strategies to increase the number of qualified applicants for critical positions (police officer and police dispatcher).
 Work in partnership with Project Administration to complete necessary Capital Improvement Projects (CIP) to improve the functionality and security of the police station.  Complete all legally mandated training and provide professional development opportunities for police employees.

CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2023-24
POLICE DEPARTMENT 96
 Continuously review and update department policies and procedures to ensure best practices are in place.
 Procure equipment, tools and technology to stay current with new systems and technology available within law enforcement.
 Continue to develop and expand the Real Time Watch Center (RTWC) as it moves to Phase 2 operations and expansion.

Department Personnel
FY 2021-22
Adopted
FY 2022-23
Adopted
FY 2023-24
Proposed
Variance
from PY
Total Full-Time Positions* 241 248 249 1
Total Part-Time (FTE) 7.00 7.00 7.00 0.00
*The net increase of one full-time position is attributed to enhancement requests for the addition of one Parking Enforcement Dispatcher, one Supervising Crime and Intelligence Analyst, offset by the transfer of the Deputy Director of Police Special Projects (updated to Deputy Director of Special Projects, Public Safety) to the Policy and Management Department. Additionally, two Crime Analysts were reclassified to two Crime and Intelligence Analysts, and after meet-and-confer with the Association, the previously authorized Senior Police Administrator was instead approved in the classification of an Assistant Division Commander. Reclassifications and associated cost increases were approved by City Council.

Full-Time Positions FY 2021-22
Adopted
FY 2022-23
Adopted
FY 2023-24
Proposed
Variance
from PY
Administrative Assistant 1 1 1 0
Administrative Assistant Safety Support 1 1 1 0
Assistant Chief of Police 1 0 0 0
Assistant Division Commander 0 0 1 1
Chief of Police 1 1 1 0
Civilian Investigator 0 2 2 0
Civilian Rangemaster 0 1 1 0
Communications Dispatcher 15 15 15 0
Communications Supervisor 4 4 4 0
Communications Systems Technician 1 1 1 0
Crime Analyst 1 2 0 (2)
Crime and Intelligence Analyst 0 0 2 2
CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2023-24
POLICE DEPARTMENT 97
Full-Time Positions (Continued) FY 2021-22
Adopted
FY 2022-23
Adopted
FY 2023-24
Proposed
Variance
from PY
Deputy Director of Police Special Projects 0 1 0 (1)
Executive Assistant 1 1 1 0
Jail Supervisor 1 1 1 0
Management Assistant 1 1 1 0
Parking Enforcement Dispatcher 1 1 2 1
Police Captain 3 3 3 0
Police Digital Media Technician 1 2 2 0
Police Lieutenant 9 9 9 0
Police Officer 105 106 106 0
Police Records Manager 1 1 1 0
Police Sergeant 26 26 26 0
Police Services Assistant 1 1 1 0
Police Services Specialist 3 3 3 0
Property and Crime Lab Manager 0 1 1 0
Property Officer 2 2 2 0
Public Safety Communications Manager 1 1 1 0
Records Supervisor 4 4 4 0
Senior Forensic Specialist 4 4 4 0
Senior Management Analyst 2 1 1 0
Senior Police Administrator 0 1 0 (1)
Senior Police Services Specialist 1 1 1 0
Senior Records Specialist 7 7 7 0
Supervising Crime and Intelligence Analyst 0 0 1 1
Traffic Control Officer (includes four limited
term positions for the duration of the Metro
project)
42 42 42 0
Total 241 248 249 1
CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2023-24
POLICE DEPARTMENT 98
Department Budget
Revenue by Category
FY 2021-22
Actual
FY 2022-23
Adopted
FY 2023-24
Proposed
Percent
Change
Intergovernmental Revenue [A] 404,487 175,000 200,000 14.3% Licenses and Permits [B] 151,744 651,920 721,120 10.6%
Fines and Penalties [C] 7,571,049 6,630,000 5,765,000 -13.0% Use of Money and Property [D] 14,893 17,300 10,800 -37.6% Service Fees and Charges [E] 915,366 510,881 719,300 40.8% Internal Service Fund Receipts [F] - 890,370 784,935 -11.8% Miscellaneous Revenue 261,941 231,000 234,550 1.5%
Total Revenue 9,319,480 $ 9,106,471 $ 8,435,705 $ -7.4% Expenditures by Category
FY 2021-22
Actual
FY 2022-23
Adopted
FY 2023-24
Proposed
Percent
Change
Salaries and Benefits 60,069,054 64,060,013 65,098,353 1.6% Materials and Supplies [G] 604,082 431,450 539,605 25.1% Contractual Services 8,044,984 11,981,863 12,079,419 0.8% Capital Outlay [H] 269,221 1,134,579 845,892 -25.4%
Internal Service Fund Charges [I] 21,216,247 26,990,980 31,137,169 15.4% Other Charges [J] 2,893,922 2,833,347 483,735 -82.9%
Total Expenditures 93,097,510 $ 107,432,232 $ 110,184,173 $ 2.6% [A] Increased projection of SLESF-COPS grant allocation. [B] Reinstatement of parking permit revenue following implementation of new software program and increase in valet parking permit revenue.
[C] Decreased parking enforcement activity as resources are reallocated to Metro and other safety activities. [D] Decrease in revenue for bail bond advertising.
[E] Increased special event revenue.
[F] Decrease in scheduled funding needed for equipment replacement. [G] Increase for budget enhancement requests.
[H] Decrease based on scheduled replacement of equipment. [I] Increasing costs from inflation, rising insurance premiums, growing funding for safety-related technology costs, and discontinuance of all pandemic-related suspension of charges. [J] Decrease due to suspension of contributions to the OPEB trust decreasing retiree medical costs, net of increased cost of utilities.

CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2023-24
FIRE DEPARTMENT 99
Fire Department
Proposed Budget
CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2023-24
FIRE DEPARTMENT 100
Department Organization Chart
CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2023-24
FIRE DEPARTMENT 101
Department Mission
The mission of the Beverly Hills Fire Department is to provide world-class fire and emergency medical services for the preservation of life, property, and the environment.

The Fire Department strives to provide the highest quality, all-risk emergency response to the Beverly Hills community and its visitors at all times. From state-of-the-art, pre-hospital emergency medical services, to fire suppression and community risk reduction, to disaster response, whether man-made or environmental, the Beverly Hills Fire Department is staffed, trained, and equipped to mitigate all emergencies. Through proactive inspections and safety education services, we work to make the community safe and avoid preventable loss.

Work Plans
Vision Statement #3: Beverly Hills is known throughout the region, state, and nation as a leading edge, innovative community in its government, business, and technology programs.  Continue institution of the Paramedic Subscription pilot program.  Work with the Information Technology Department and Fleet Services in the implementation of the camera recording system and upgrading Opticom devices with GPS technology on emergency apparatus.
 Attract, develop, promote diversity hiring, and retain a workforce than can ensure world-class services are provided to our community.
 Enhance the Department’s physical resources to better serve the City of Beverly Hills.  Modernize Department technology to make it more effective and efficient in the field, to better serve our community.
 Optimize internal communications to enhance daily operations of the Fire Department.  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 and complete upgrade of the station alerting system for all three fire stations.

Vision Statement #4: Beverly Hills is committed to being the safest city in America.  Complete new recruitment process for six (6) new entry-level firefighters with paramedic license, along with coordinating background investigations, medical, and behavioral screening
 Train and complete probationary period for six (6) firefighters.  Work with Planning division to develop a system to track and implement the requirements of the Fuel Modification Ordinance.
 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.  Establish written COOP plans in the event of a loss of fire department equipment and/or facilities.

CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2023-24
FIRE DEPARTMENT 102
 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.

Department Personnel
FY 2021-22
Adopted
FY 2022-23
Adopted
FY 2023-24
Proposed
Variance
from PY
Total Full-Time Positions 96 96 96 0
Total Part-Time (FTE) 1.91 2.34 2.34 0.00
Full-Time Positions FY 2021-22
Adopted
FY 2022-23
Adopted
FY 2023-24
Proposed
Variance
from PY
Administrative Assistant Safety Support 2 2 2 0
Deputy Fire Chief 1 1 1 0
Deputy Fire Marshal 1 1 1 0
EMS Administrator 1 1 1 0
Executive Assistant 1 1 1 0
Fire Administrator 1 1 1 0
Fire Battalion Chief 112 3 3 3 0
Fire Battalion Chief 80 2 2 2 0
Fire Captain 112 15 15 15 0
Fire Captain 80 1 1 1 0
Fire Chief 1 1 1 0
Fire Engineer 112 18 18 18 0
Fire Inspector 2 2 2 0
Firefighter 112 44 44 44 0
Firefighter 80 2 2 2 0
Plan Check Inspector 1 1 1 0
Total 96 96 96 0
CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2023-24
FIRE DEPARTMENT 103
Department Budget
Revenue by Category
FY 2021-22
Actual
FY 2022-23
Adopted
FY 2023-24
Proposed
Percent
Change
Intergovernmental Revenue [A] 1,074,997 604,787 50,000 -91.7% Service Fees and Charges 3,690,254 3,577,108 3,690,000 3.2% Internal Service Fund Receipts [B] - 975,482 727,428 -25.4% Miscellaneous Revenue [C] 175,290 84,140 - -100.0%
Total Revenue 4,940,541 $ 5,241,517 $ 4,467,428 $ -14.8% Expenditures by Category
FY 2021-22
Actual
FY 2022-23
Adopted
FY 2023-24
Proposed
Percent
Change
Salaries and Benefits 36,599,445 35,903,161 38,321,815 6.7% Materials and Supplies 394,107 454,588 454,588 0.0%
Contractual Services [D] 952,118 995,421 1,809,066 81.7% Capital Outlay [E] 163,183 551,361 1,120,372 103.2%
Internal Service Fund Charges 8,473,550 11,230,363 11,183,255 -0.4% Other Charges [F] 1,263,684 1,232,810 270,513 -78.1%
Total Expenditures 47,846,087 $ 50,367,704 $ 53,159,609 $ 5.5% [A] Eliminated projection for mutual aid reimbursements due to its uncertain/unpredictable nature. [B] Decrease in scheduled funding needed for equipment replacement. [C] Decrease due to elimination of Metro reimbursement revenue. [D] Increase due to FY 2022-23 Council-approved midyear recurring appropriations for operational contractual services and the Nurse Practitioner Program.
[E] Increase based on scheduled replacement of equipment. [F] Decrease due to suspension of contributions to the OPEB trust decreasing retiree medical costs, net of increased cost of utilities.

CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2023-24
104
CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2023-24
COMMUNITY DEVELOPMENT 105
Community Development
Proposed Budget
CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2023-24
COMMUNITY DEVELOPMENT 106
Department Organization Chart
CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2023-24
COMMUNITY DEVELOPMENT 107
Department Mission
We guide the planning, building, and preservation of the community.

Begin work on programs in the adopted Housing Element.
 Multi-family Historic Inventory. Complete historic survey of multi-family, single family and commercial areas of the City.

Vision Statement #3: Beverly Hills is known throughout the region, state, and nation as a leading edge, innovative community in its government, business, and technology programs.  Continue to establish a proactive inspection process for rent stabilization units.  Continue to establish a subsidy program for tenants in rent stabilized units whose landlords have completed the mandatory seismic retrofit if a pass-through of seismic retrofit costs is authorized by the City Council.
 Modify the existing Filming and Photography Ordinance to update current filming standards, social media, new technology, systems of notification policy, and to set parameters in residential areas of the City for conducting filming activities. Present a revised ordinance to City Council for approval.

Vision Statement #4: Beverly Hills is committed to being the safest city in America.  Seismic Retrofit Program. Issue building permits for Priority I, Priority II, and Priority III buildings. Work with property owners to gain voluntary compliance on outstanding retrofits.

CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2023-24
COMMUNITY DEVELOPMENT 108
Department Personnel

FY 2021-22
Adopted
FY 2022-23
Adopted
FY 2023-24
Proposed
Variance
from PY
Total Full-Time Positions* 66 70 73 3
Total Part-Time (FTE)* 3.07 2.07 0.00 (2.07)
*The net increase of three full-time positions is attributable to enhancement requests for the addition of one Deputy Building Official, one Management Analyst, and the conversion of one part-time Customer Service Representative to a full-time Customer Service Representative. Additionally, one Administrative Assistant was converted to a Project Staff Assistant and one Structural Engineer was converted to a Senior Plan Review Engineer in a cost neutral reorganization. A formerly Metro funded part-time Program Operations Specialist was eliminated.

Full-Time Positions FY 2021-22
Adopted
FY 2022-23
Adopted
FY 2023-24
Proposed
Variance
from PY
Administrative Assistant 1 2 1 (1)
Assistant Director of Community
Development/Building Official 1 1 1 0
Assistant Planner 1 1 1 0
Associate Planner 8 8 8 0
Associate Project Manager 0 1 1 0
Building Inspection Manager 1 1 1 0
Building Inspector II 4 4 4 0
City Planner 1 1 1 0
Civil Engineer 1 1 1 0
Code Enforcement Manager 1 1 1 0
Code Enforcement Officer 6 6 6 0
Community Development Commission
Specialist 1 1 1 0
Customer Service Representative 5 5 6 1
Deputy Building Official 0 0 1 1
Deputy Director of Rent Stabilization 1 1 1 0
Development Services Technician II 4 4 4 0
Director of Community Development 1 1 1 0

CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2023-24
COMMUNITY DEVELOPMENT 109
Full-Time Positions (Continued) FY 2021-22
Adopted
FY 2022-23
Adopted
FY 2023-24
Proposed
Variance
from PY
Executive Assistant 1 1 1 0
Management Analyst 2 3 4 1
Management Assistant 1 1 1 0
Permit Center Supervisor 1 1 1 0
Principal Planner 3 3 3 0
Project Manager 0 1 1 0
Project Staff Assistant 1 1 2 1
Secretary 3 0 0 0
Senior Building Inspector 5 6 6 0
Senior Code Enforcement Officer 1 1 1 0
Senior Management Analyst 1 2 2 0
Senior Plan Review Engineer 3 3 4 1
Senior Planner 3 4 4 0
Special Events and Filming Coordinator 1 1 1 0
Structural Engineer 1 1 0 (1)
Supervising Plan Review Engineer 1 1 1 0
Urban Designer 1 1 1 0
Total 66 70 73 3
CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2023-24
COMMUNITY DEVELOPMENT 110
Department Budget
Revenue by Category
FY 2021-22
Actual
FY 2022-23
Adopted
FY 2023-24
Proposed
Percent
Change
Licenses and Permits [A] 20,785,821 25,484,168 28,406,000 11.5% Fines and Penalties [B] 13,060 29,661 26,000 -12.3%
Use of Money and Property [C] 28,394 23,817 195,424 720.5% Service Fees and Charges [D] 6,634,139 4,328,724 2,131,050 -50.8% Internal Service Fund Receipts - 108,658 109,570 0.8%
Miscellaneous Revenue 526,929 415,810 444,000 6.8%
Total Revenue 27,988,343 $ 30,390,838 $ 31,312,044 $ 3.0% Expenditures by Category
FY 2021-22
Actual
FY 2022-23
Adopted
FY 2023-24
Proposed
Percent
Change
Salaries and Benefits 10,379,940 13,244,212 13,681,879 3.3% Materials and Supplies [E] 62,431 125,900 80,900 -35.7% Contractual Services [F] 1,943,905 2,336,296 3,264,130 39.7% Capital Outlay [G] 4,441 109,223 156,104 42.9%
Internal Service Fund Charges [H] 4,624,177 6,897,213 7,548,155 9.4% Other Charges 328,595 815,524 829,541 1.7%
Total Expenditures 17,343,489 $ 23,528,368 $ 25,560,709 $ 8.6% [A] Increased permit revenue from large scale development activity, offset by transfer of permit revenue from Community Development to Public Works.
[B] Decrease in ordinance violations.
[C] Increase in open air dining revenue and interest earnings based on market conditions. [D] Elimination of prior year one-time revenue for development agreement extensions. [E] Elimination of one-time prior year budget enhancement for building code book materials. [F] Increase for budget enhancement requests.
[G] Increase based on scheduled replacement of equipment. [H] Increasing costs from inflation, rising insurance premiums, growing funding for safety-related technology costs, and discontinuance of all pandemic-related suspension of charges.

CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2023-24
INFORMATION TECHNOLOGY 111
Information Technology
Proposed Budget
CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2023-24
INFORMATION TECHNOLOGY 112
Department Organization Chart

CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2023-24
INFORMATION TECHNOLOGY 113
Department Mission
The Information Technology Department will be recognized among municipalities as a premier provider of technology infrastructure and services. Our mission is to make information available anytime and anywhere.

The Department will be a leader among municipal information technology service providers. In partnership with City departments, the Information Technology Department will provide strategic vision for effective information systems. Accomplishment of this mission will facilitate knowledge sharing and will result in satisfied customers.

The Information Technology Department consists of three divisions: Information Technology, Video Services, and Graphics / Reprographics.

Work Plans
Vision Statement #3: Beverly Hills is known throughout the region, state, and nation as a leading edge, innovative community in its government, business, and technology programs.  Continue to support Public Safety through expanded CCTV deployment in conjunction with Public Works, as directed by the City Council.
 Implement new technologies for client departments.
 Continue implementation of eGov initiatives to include expanded online services.  Upgrade public safety infrastructure including the Real Time Watch Center, CAD systems, and other public safety systems.
 Extend City's network reach to include new Wi-Fi locations, expanded and enhanced MAN infrastructure, and enhanced network security infrastructure.  Implement City branding for communications and signage collateral, focusing on major Citywide initiatives including public safety, Mayor initiatives, etc.

CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2023-24
INFORMATION TECHNOLOGY 114
Department Personnel

FY 2021-22
Adopted
FY 2022-23
Adopted
FY 2023-24
Proposed
Variance
from PY
Total Full-Time Positions* 33 33 34 1
Total Part-Time (FTE) 5.64 7.35 7.35 0.00
*The net increase of one full-time position is attributable to an enhancement request for the addition of one Communications Specialist. Additionally, the Security Administrator was reclassified to an Information Security Analyst and the Web Applications Integrator was reclassified to a Web Developer. Both reclassifications and associated cost increases were approved by City Council.

Full-Time Positions FY 2021-22
Adopted
FY 2022-23
Adopted
FY 2023-24
Proposed
Variance
from PY
Assistant Chief Information Officer 1 1 1 0
Cable TV/Video Associate 1 0 0 0
Chief Information Officer 1 1 1 0
Communications Specialist 1 1 2 1
Data Center Manager 1 1 1 0
Executive Assistant 1 1 1 0
Geographic Information Systems (GIS)
Coordinator 1 1 1 0
Geographic Information Systems (GIS)
Integrator
1 1 1 0
Graphic Artist 1 1 1 0
Information Security Analyst 0 0 1 1
Management Analyst 1 1 1 0
Multimedia Services Manager 1 1 1 0
Network Integrator 1 1 1 0
Network Manager 1 1 1 0
Reprographics Assistant 2 2 2 0
Reprographics Supervisor 1 1 1 0
Security Administrator 1 1 0 (1)
Senior Graphics Artist 2 2 2 0
CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2023-24
INFORMATION TECHNOLOGY 115
Full-Time Positions (Continued) FY 2021-22
Adopted
FY 2022-23
Adopted
FY 2023-24
Proposed
Variance
from PY
Senior Management Analyst 1 1 1 0
Senior Support Specialist 2 2 2 0
Software Manager 1 1 1 0
Systems Integrator 6 6 6 0
Video Operations Specialist 1 1 1 0
Video Producer/Editor 0 1 1 0
Video Production Supervisor 1 1 1 0
Web Applications Integrator 1 1 0 (1)
Web Coordinator 1 1 1 0
Web Developer 0 0 1 1
Total 33 33 34 1
CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2023-24
INFORMATION TECHNOLOGY 116
Department Budget
Revenue by Category
FY 2021-22
Actual
FY 2022-23
Adopted
FY 2023-24
Proposed
Percent
Change
Use of Money and Property [A] 754,153 823,900 1,437,460 74.5% Service Fees and Charges [B] 116,750 90,000 118,500 31.7% Internal Service Fund Receipts [C] 19,313,027 19,916,808 24,648,351 23.8% Miscellaneous Revenue 82 - - 0.0%
Total Revenue 20,184,012 $ 20,830,708 $ 26,204,311 $ 25.8% Expenditures by Category
FY 2021-22
Actual
FY 2022-23
Adopted
FY 2023-24
Proposed
Percent
Change
Salaries and Benefits 5,720,578 7,344,387 7,192,356 -2.1% Materials and Supplies [D] 113,013 122,800 23,450 -80.9% Contractual Services [E] 4,177,585 4,166,927 4,714,277 13.1% Capital Outlay [F] 6,866 93,427 8,194 -91.2%
Internal Service Fund Charges 2,510,675 2,831,698 2,808,410 -0.8% Other Charges [G] 447,432 406,450 305,488 -24.8%
Total Expenditures 12,976,149 $ 14,965,689 $ 15,052,175 $ 0.6% [A] Higher projection for interest earnings based on market conditions and increase in lease revenue. [B] Increase in PEG cable fee.
[C] Increase in funding for safety-related technology costs, telecommuting costs and inflationary pressures. [D] Decrease due to reallocation to Contractual Services budget. [E] Increase for budget enhancement requests, reallocation from Materials and Supplies, and FY 2022-23 Council approved recurring appropriation for dedicated internet access services. [F] Decrease based on scheduled replacement of equipment. [G] Decrease due to suspension of contributions to the OPEB trust decreasing retiree medical costs, offset by increased cost of utilities.

CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2023-24
PUBLIC WORKS 117
Public Works
Proposed Budget
CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2023-24
PUBLIC WORKS 118
Department Organization Chart
CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2023-24
PUBLIC WORKS 119
Department Mission
To provide quality services for all who experience the world class City of Beverly Hills.

Work Plans
Vision Statement #1: Beverly Hills offers the highest quality of life achievable and maintains a unique and friendly character for residents, visitors, and neighbors.  Continue to mitigate issues related to the Metro Purple Line project.  Continue to implement projects identified in the Water Enterprise Plan: Complete the La Brea Subarea Wells at La Cienega Park; acquire and/or develop additional water properties; and, expand water loss regulatory compliance.
 Continue the alley maintenance program to enhance the safety and appearance of City alleyways.  Continue implementation of the Centralized Customer Relations program.

Vision Statement #2: Beverly Hills is a world-class community, offering an extraordinary environment, activities, and events.
 Adopt and implement a Climate Action and Adaptation Plan (CAAP).  Implement the projects listed in the Stormwater Compliance Master Plan and new MS4 Permit.  Adopt a single-use plastic and polystyrene material replacement initiative.  Continue to implement the Urban Forest Management Plan (UFMP).  Expand the organic and food recovery program.
 Operate the Burton Way Green Streets and Water Efficient Landscape.

Vision Statement #3: Beverly Hills is known throughout the region, state, and nation as a leading edge, innovative community in its government, business, and technology programs.  Continue to implement the Matrix audit recommendations for the City's water utility operations in collaboration with the Information Technology and Finance Departments.  Continue parking structure rehabilitation work to ensure a safe and clean parking experience for residents, visitors, and businesses.
 Continue the modernization of ADA lifts at the Santa Monica five (5) parking structures.  Continue to optimize and evolve the asset management system in support of Central Stores Inventory, Water Supply and Distribution, Water Treatment, Street Lights and Traffic Signals, Street Maintenance, Solid Waste, Environmental Maintenance, Facilities, and Customer Service.

Re-implement the asset management system to support Park Operations, Urban Forestry, Parking Services programs, and the remainder of Public Works.  Continue supporting the Real Time Watch Center with the installation and maintenance of the City's closed-circuit television program, which helps keep residents, businesses, and visitors safe.

CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2023-24
PUBLIC WORKS 120
Vision Statement #4: Beverly Hills is committed to being the safest city in America.  Enhance the City's emergency water supply capacity and continue implementing the City's Integrated Water Resources Master Plan (IWRMP).
 Continue comprehensive ongoing maintenance programs to repair street and sidewalk defects, streetlights, signs, and curb painting on a street-by-street approach.  Continue to implement best practices to maintain healthy air circulation and air filtration for improved indoor air quality.

Vision Statement #5: Beverly Hills is known internationally for its alluring and distinctive hotels, retail stores, restaurants, and entertainment and headquarter businesses.  Continue implementing the “Details Matter” initiative throughout the City.  Continue to improve maintenance efforts for the public right-of-way in the business district.  Coordinate internally and with other City departments to further beautification efforts in the business district.
 Continue implementation of the comprehensive sidewalk maintenance program.  Continue implementation of the parking facilities maintenance program.  Implement the California Green Business Network program recognizing sustainable businesses within the City.
 Complete and adopt design and maintenance standards Guidelines for parklet program for outdoor dining.

Department Personnel

FY 2021-22
Adopted
FY 2022-23
Adopted
FY 2023-24
Proposed
Variance
from PY
Total Full-Time Positions* 207 214 220 6
Total Part-Time (FTE)* 56.93 56.93 56.52 (0.41)
*The net increase of six full-time positions is attributable to the addition of nine positions offset by three eliminations detailed below. Additions include one Senior Traffic Signal and Street Lighting Technician and one Traffic Signal and Street Lighting Technician approved by Council during FY 2022-23, along with enhancement requests for the addition of one Central Stores Clerk, one Customer Service Representative, two Equipment Mechanic IIs, one Recycling Specialist, one Sustainability Administrator, and one Water Resources Engineer. A total of three formerly Metro funded positions were eliminated including one Associate Project Manager, one Management Analyst, and one Project Staff Assistant. The net decrease in part-time FTEs is due to enhancement requests for the addition of one part-time Water Quality Technician, offset by decreases in part-time FTEs for Parking Attendants and elimination of a formerly Metro funded part-time Program Operations Specialist.

Enhancement requests for the conversions of the following positions did not result in increased positions and included the conversion of two Associate Project Managers to two Project Managers, the conversion of one Facilities Maintenance Mechanic to one Lead Facilities Maintenance Mechanic, the conversion of one Parking Supervisor to one Senior Management Analyst, and the conversion of one Senior Solid Waste Equipment Operator to one Solid Waste Equipment Operator.

CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2023-24
PUBLIC WORKS 121
Full-Time Positions FY 2021-22
Adopted
FY 2022-23
Adopted
FY 2023-24
Proposed
Variance
from PY
Accounting Technician 1 1 1 0
Administrative Clerk II (Technical Services) 2 0 0 0
Assistant Director of Public Works/City
Engineer
1 1 1 0
Associate Project Manager 5 5 2 (3)
Building Maintenance Attendant 2 2 2 0
Central Storeroom Supervisor 1 1 1 0
Central Stores Clerk 0 0 1 1
Central Stores Specialist 1 1 1 0
City Arborist 1 1 1 0
City Architect 1 1 1 0
Civil Engineer GIS Specialist 1 1 1 0
Contract Administrative Assistant 2 0 0 0
Contract Support Specialist 0 2 2 0
Customer Relations Coordinator 0 2 2 0
Customer Relations Manager 1 1 1 0
Customer Service and Solid Waste Specialist 0 1 1 0
Customer Service Representative 3 7 8 1
Customer Service Specialist 1 0 0 0
Deputy Director of Public Works Operations 1 1 1 0
Director of Public Works 1 1 1 0
Drainage Maintenance Worker II 6 6 6 0
Drainage System Supervisor 1 1 1 0
Electrical Communication Systems
Supervisor
1 0 0 0
Electrician 3 3 3 0
Engineering Manager 1 0 0 0
Engineering Services Manager 0 1 1 0
CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2023-24
PUBLIC WORKS 122
Full-Time Positions (Continued) FY 2021-22
Adopted
FY 2022-23
Adopted
FY 2023-24
Proposed
Variance
from PY
Environmental Compliance and
Sustainability Program Manager 1 1 1 0
Environmental Compliance Inspector 2 2 2 0
Environmental Maintenance Worker 5 5 5 0
Equipment Mechanic II 5 5 7 2
Executive Assistant 2 2 2 0
Facilities Maintenance Mechanic 9 9 8 (1)
Facilities Maintenance Supervisor 2 2 2 0
Facilities Superintendent 1 1 1 0
Field Service Representative 1 1 1 0
Fleet and Facilities Manager 1 1 1 0
Fleet Supervisor 1 1 1 0
Irrigation Specialist 1 1 1 0
Lead Equipment Mechanic 2 2 2 0
Lead Facilities Maintenance Mechanic 0 0 1 1
Lead Street Maintenance Technician 1 1 1 0
Management Analyst 1 1 0 (1)
Office Assistant 0 2 2 0
Park Services Supervisor 2 2 2 0
Park Services Worker 15 15 15 0
Parking Services Manager 1 1 1 0
Parking Services Technician 4 4 4 0
Parking Supervisor 3 3 2 (1)
Parking Technician Supervisor 1 1 1 0
Parks Superintendent 1 1 1 0
Project Manager 6 6 8 2
Project Staff Assistant 1 1 0 (1)
CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2023-24
PUBLIC WORKS 123
Full-Time Positions (Continued) FY 2021-22
Adopted
FY 2022-23
Adopted
FY 2023-24
Proposed
Variance
from PY
Public Works Inspector I 1 1 1 0
Public Works Inspector II 4 6 6 0
Public Works Manager 1 1 1 0
Purchasing Specialist 1 1 1 0
Recycling Specialist 0 0 1 1
Secretary 1 0 0 0
Senior Customer Service Representative 1 1 1 0
Senior Drainage System Worker 3 3 3 0
Senior Management Analyst 5 5 6 1
Senior Parking Services Technician 1 1 1 0
Senior Solid Waste Equipment Operator 2 2 1 (1)
Senior Street Sweeper Operator 1 1 1 0
Senior Traffic Signal and Street Lighting
Technician 0 0 1 1
Senior Transportation Engineer 1 1 1 0
Senior Water System Technician 1 1 1 0
Senior Water System Worker 3 3 3 0
Solid Waste and Stormwater Operations
Supervisor
2 2 2 0
Solid Waste Equipment Operator 14 14 15 1
Solid Waste Inspector 2 2 2 0
Solid Waste Manager 1 1 1 0
Street Maintenance Supervisor 1 1 1 0
Street Maintenance Technician 9 9 9 0
Street Services Manager 0 1 1 0
Street Superintendent 1 0 0 0
Street Sweeper Operator 4 4 4 0
Supervising Public Works Inspector 1 1 1 0
CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2023-24
PUBLIC WORKS 124
Full-Time Positions (Continued) FY 2021-22
Adopted
FY 2022-23
Adopted
FY 2023-24
Proposed
Variance
from PY
Sustainability Administrator 0 0 1 1
Tenant Relations Coordinator 1 1 1 0
Traffic Engineer Technician 1 1 1 0
Traffic Signal and Street Lighting Supervisor 0 1 1 0
Traffic Signal and Street Lighting Technician 4 4 5 1
Transportation Planner 2 2 2 0
Transportation Planning Analyst 1 1 1 0
Urban Forest Inspector 2 2 2 0
Utilities General Manager 1 1 1 0
Utility Service Locator Technician 1 1 1 0
Water Conservation Administrator 1 1 1 0
Water Quality Specialist 1 1 1 0
Water Resources and Operations Manager 0 1 1 0
Water Resources Engineer 0 0 1 1
Water Resources Manager 1 0 0 0
Water System Inspector 1 1 1 0
Water System Supervisor 2 2 2 0
Water System Technician 1 1 1 0
Water System Worker II 12 12 12 0
Water Treatment Plant Operator 8 8 8 0
Total 207 214 220 6

CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2023-24
PUBLIC WORKS 125
Department Budget
Revenue by Category
FY 2021-22
Actual
FY 2022-23
Adopted
FY 2023-24
Proposed
Percent
Change
Operating Revenues 69,717,036 70,995,195 72,855,951 2.6% Intergovernmental Revenue 8,560,302 5,064,054 5,443,937 7.5% Licenses and Permits [A] 186,648 22,233 717,500 3127.2% Fines and Penalties 800 - - 0.0%
Use of Money and Property [B] 6,157,068 6,521,927 14,955,794 129.3% Service Fees and Charges 23,690,094 22,375,100 22,758,200 1.7% Internal Service Fund Receipts 26,921,918 34,931,892 32,208,144 -7.8% Miscellaneous Revenue [C] 6,727,064 4,638,741 5,908,365 27.4% Total Revenue 141,960,930 $ 144,549,142 $ 154,847,891 $ 7.1% Expenditures by Category
FY 2021-22
Actual
FY 2022-23
Adopted
FY 2023-24
Proposed
Percent
Change
Salaries and Benefits 33,859,265 38,189,912 39,404,396 3.2% Materials and Supplies 15,769,268 16,629,677 17,005,540 2.3% Contractual Services [D] 30,431,314 32,315,998 35,924,057 11.2% Capital Outlay [E] 15,432 657,382 758,177 15.3%
Internal Service Fund Charges 32,109,915 36,731,931 36,352,440 -1.0% Other Charges [F] 7,288,292 6,168,563 5,559,841 -9.9%
Total Expenditures 119,473,486 $ 130,693,463 $ 135,004,451 $ 3.3% [A] Increase due to the transfer of engineering permit revenue from Community Development to Public Works. [B] Increase due to higher projection for interest earnings based on market conditions and increase in lease revenue. [C] Increase in projection of reimbursements from Metro. [D] Increase for budget enhancement requests and FY 2022-23 Council-approved midyear recurring appropriations for facilities engineering operations and mechanical maintenance. [E] Increase based on scheduled replacement of equipment. [F] Decrease due to suspension of contributions to the OPEB trust decreasing retiree medical costs, offset by increase in utilities and interfund lease payments.

CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2023-24
126
CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2023-24
COMMUNITY SERVICES 127
Community Services
Proposed Budget
CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2023-24
COMMUNITY SERVICES 128
Department Organization Chart
CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2023-24
COMMUNITY SERVICES 129
Department Mission
To enrich life by providing exceptional community experiences.

Vision Statement #2: Beverly Hills is a world-class community, offering an extraordinary environment, activities, and events.
 Continue rehabilitation efforts for Greystone Mansion and Gardens based on Council priorities and development of a comprehensive Master Use Plan for Greystone Estate (including Lower Greystone) that includes a maintenance and preservation component in addition to programming recommendations.
 Implement cultural arts initiative, which includes the expansion of Citywide Arts and Culture programs, events and services.
 Relaunch the La Cienega Park Masterplan and re-engage the community in the process.

Standardize and update park signage throughout City Parks.  Conclude the Pickleball pilot program and evaluate the public's participation in order to determine continuation or to replace with a new activity at La Cienega Tennis Center and Roxbury Tennis.
 Implement the action plan for the local history collection based on recommendations from the evaluation of the collection.
 Establish operations and plan programming at newly renovated Greystone Theatre with the allocation of appropriate program budget.

Vision Statement #3: Beverly Hills is known throughout the region, state, and nation as a leading edge, innovative community in its government, business, and technology programs.  Implement an upgraded online library catalog, with mobile app options through Biblio to best service customers and track inventory, with the allocation of appropriate program budget.  Continue to utilize Beanstalk to provide online Summer Reading Club and various reading initiatives throughout the year.

Vision Statement #4: Beverly Hills is committed to being the safest city in America.  In collaboration with Policy and Management, Police and Fire Departments, expand homeless outreach coverage and services, including managing responses to the Citywide outreach hotline 310-285-BHOT (2468).
 Collaborate with American Red Cross to recertify the City's emergency shelters.

CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2023-24
COMMUNITY SERVICES 130
Department Personnel
FY 2021-22
Adopted
FY 2022-23
Adopted
FY 2023-24
Proposed
Variance
from PY
Total Full-Time Positions 66 68 68 0
Total Part-Time (FTE)* 88.65 95.62 98.62 3.00
*The net increase of 3.00 part-time FTEs is attributable to enhancement requests for full-time equivalent hours for one additional Child Care Counselor and two additional Recreation Leaders.

Full-Time Positions FY 2021-22
Adopted
FY 2022-23
Adopted
FY 2023-24
Proposed
Variance
from PY
Accounting Technician 1 0 0 0
Administrative Clerk II (Technical Services) 5 0 0 0
Arts and Culture Program Associate 1 1 1 0
Assistant Director of Community Services 1 1 1 0
Clinical Program Coordinator 1 0 0 0
Communications and Marketing
Coordinator 1 1 1 0
Community Services Manager 1 1 1 0
Contract Administrative Assistant 1 0 0 0
Customer Service Supervisor 1 1 1 0
Director of Community Services 1 1 1 0
Executive Assistant 0 1 1 0
Graphic Artist 0 1 1 0
Human Services Administrator 1 1 1 0
Human Services Outreach Manager 0 1 1 0
Human Services Specialist 1 1 1 0
Lead Park Ranger 4 5 5 0
Librarian II 8 8 8 0
Librarian III 2 2 2 0
Library Administrator 1 1 1 0

CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2023-24
COMMUNITY SERVICES 131
Full-Time Positions (Continued) FY 2021-22
Adopted
FY 2022-23
Adopted
FY 2023-24
Proposed
Variance
from PY
Library Circulation Supervisor 1 1 1 0
Library Clerk II 5 5 5 0
Library Services Manager 2 2 2 0
Library Technician 3 3 3 0
Management Analyst 1 2 2 0
Management Assistant 1 1 1 0
Market Manager 1 1 1 0
Office Assistant 0 5 5 0
Park Ranger Supervisor 2 2 2 0
Recreation Coordinator 3 1 1 0
Recreation Services Manager 2 2 2 0
Recreation Supervisor 3 5 5 0
Senior Library Clerk 3 3 3 0
Senior Library Page 2 2 2 0
Senior Library Technician 1 1 1 0
Senior Recreation Supervisor 4 4 4 0
Venue Coordinator 1 1 1 0
Total 66 68 68 0
CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2023-24
COMMUNITY SERVICES 132
Department Budget
Revenue by Category
FY 2021-22
Actual
FY 2022-23
Adopted
FY 2023-24
Proposed
Percent
Change
Other Taxes 2,720,590 2,500,000 2,437,000 -2.5%
Intergovernmental Revenue 35,471 194,698 211,269 8.5%
Licenses and Permits 756,422 631,621 661,500 4.7%
Use of Money and Property [A] 677,771 771,875 1,276,652 65.4% Service Fees and Charges 3,413,085 3,466,711 3,656,700 5.5% Internal Service Fund Receipts [B] - 214,506 248,364 15.8% Miscellaneous Revenue 55,443 - - 0.0%
Total Revenue 7,658,782 $ 7,779,411 $ 8,491,485 $ 9.2%
Expenditures by Category
FY 2021-22
Actual
FY 2022-23
Adopted
FY 2023-24
Proposed
Percent
Change
Salaries and Benefits 14,229,932 17,536,199 18,138,234 3.4% Materials and Supplies 816,947 845,335 871,835 3.1%
Contractual Services 16,194,299 17,163,981 17,238,552 0.4% Capital Outlay [C] 5,960 57,049 161,886 183.8%
Internal Service Fund Charges [D] 11,116,435 13,525,101 15,264,060 12.9% Other Charges [E] 2,236,393 2,247,405 736,707 -67.2%
Total Expenditures 44,599,966 $ 51,375,070 $ 52,411,274 $ 2.0% [A] Increase due to higher projection for interest earnings based on market conditions. [B] Increase in scheduled funding needed for equipment replacement. [C] Increase based on scheduled replacement of equipment. [D] Increasing costs from inflation, rising insurance premiums, growing funding for safety-related technology costs, and discontinuance of all pandemic-related suspension of charges. [E] Decrease due to suspension of contributions to the OPEB trust decreasing retiree medical costs, offset by increase in utilities.

CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2023-24
NON-DEPARTMENTAL 133
Non-Departmental
Proposed Budget
CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2023-24
NON-DEPARTMENTAL 134
The Non-Departmental budget unit exists to capture budgeted expenditures and revenues which do not belong to any one department. This unit is used to provide for such expenditures as debt service, accelerated pay down of the City’s CalPERS unfunded pension liability, compensated absences, and Cityprovided utilities. Salary provision is used in this budget unit to provide funding for expected expense under the City’s various labor agreements but for which the specific department is unknown at the time of budget adoption, such as pay for performance.

Non-Departmental Budget
Revenue by Category
Actual
2021-22
Adopted
2022-23
Proposed
2023-24
Percent
Change
Property Tax 93,842,430 96,928,258 100,208,503 3.4%
Sales Tax [A] 45,489,219 40,646,173 44,860,000 10.4%
Transient Occupancy Tax [B] 42,410,847 44,000,000 49,500,000 12.5% Business License Tax [B] 53,596,597 52,100,000 58,000,000 11.3% Other Taxes [C] 2,165,198 1,965,000 1,190,000 -39.4%
Intergovernmental Revenue [B] 4,493,801 300,000 330,000 10.0% Licenses and Permits 3,821 - - 0.0%
Use of Money and Property [D] 6,359,536 6,853,088 12,007,320 75.2% Service Fees and Charges 447 - - 0.0%
Internal Service Fund Receipts 13,716,009 14,542,909 14,307,301 -1.6% Miscellaneous Revenue [E] 14,454,802 2,337,500 12,465,000 433.3% Total Revenue 276,532,707 $ 259,672,928 $ 292,868,124 $ 12.8% Expenditures by Category
Actual
2021-22
Adopted
2022-23
Proposed
2023-24
Percent
Change
Salaries and Benefits [F] 10,265,957 10,401,771 16,124,544 55.0% Materials and Supplies 147 - - 0.0%
Contractual Services 296,933 229,925 229,925 0.0%
Capital Outlay [G] - 600,000 1,000,000 66.7%
Other Charges 19,023,681 18,620,220 18,253,181 -2.0%
Transfer of Earmark to OPEB Trust 10,000,000 - - 0.0%
Total Expenditures 39,586,718 $ 29,851,916 $ 35,607,650 $ 19.3% CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2023-24
NON-DEPARTMENTAL 135
[A] Increase due to higher projection by the City’s consultant (HdL) in line with actual current year trends. [B] Increase due to higher projection based on actual current year trends. [C] Increase due to higher projection of property transfer tax based on actual current year trends. [D] Increase due to higher projection for interest earnings based on market conditions and increase in lease revenue and franchise fees.
[E] Increase due to scheduled $10 million public benefit contribution from OneBH development project. [F] Increase in annual provision for accelerated paydown of the unfunded pension liability from $5 million to $10 million, plus increased cost for compensated absences.
[G] Increase in provision for capital outlay.

CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2023-24
136
CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2023-24
PARKING AUTHORITY 137
Parking Authority
Proposed Budget
CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2023-24
PARKING AUTHORITY 138
Parking Authority Personnel

FY 2021-22
Adopted
FY 2022-23
Adopted
FY 2023-24
Proposed
Variance
from PY
Total Number of Employees (FTE)* 0 0 0 0
* The Parking Authority has no employees and contracts with the City of Beverly Hills for operation and management services.

Parking Authority Budget
Revenue by Category
FY 2021-22
Actual
FY 2022-23
Adopted
FY 2023-24
Proposed
Percent
Change
Use of Money and Property [A] 13,118,417 12,239,256 17,943,123 46.6% Service Fees and Charges [B] 13,431,899 11,860,497 13,199,000 11.3% Miscellaneous Revenue [C] 1,141,289 1,071,000 1,485,000 38.7% Total Revenue 27,691,605 $ 25,170,753 $ 32,627,123 $ 29.6% Expenditures by Category
FY 2021-22
Actual
FY 2022-23
Adopted
FY 2023-24
Proposed
Percent
Change
Materials and Supplies 2,940 5,000 5,000 0.0%
Contractual Services 23,056,655 22,354,100 22,354,100 0.0% Other Charges 4,413,126 4,915,910 5,124,312 4.2%
Total Expenditures 27,472,721 $ 27,275,010 $ 27,483,412 $ 0.8% [A] Increase in lease revenue.
[B] Increases in parking revenue related to continued recovery from the pandemic. [C] Increase in rent from hotelier computed on the same base of room revenue subject to TOT (similar to municipal surcharge revenue).

CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2023-24
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Supplemental Information
Proposed Budget
CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2023-24
140
CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2023-24
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Budget Enhancement Details
Proposed Budget
CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2023-24
BUDGET ENHANCEMENT DETAILS 142
CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2023-24
BUDGET ENHANCEMENT DETAILS 143
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Items communicated to the public include:
- Metro Purple Line Construction updates
- Mayoral Initiatives
- Concerts on Cañon
- Concours d'Elegance
- Updated health information for various communicable diseases - BOLD Summer and Holidays weekly advertisements
- Road closure information - Golden Globes
- Road closure information - LA Marathon
- Next Beverly Hills Street Festival
- Mayor and City Council Installation
- National Night Out
- Holiday Lighting Celebration
- 9/11 Ceremony
- Smoking Cessation Program information
- Just in Case BH
- Stop the Bleed
- Team Beverly Hills

The City Council increased the Communications Division display advertising budget in FY 2021-22 from $115,500 to $200,000. During FY 2021-22, the Communications Division, at the direction of the City Council, provided print display advertising in all three locally adjudicated newspapers. Actual expenditures for FY 2021-22 for print display advertising were $274,233. These costs were absorbed within the Policy & Management budget; therefore, no additional appropriation was requested.

In FY 2022-23, the cost of display advertising will increase based on the rates awarded by the City Council on October 11, 2022 (e.g. the cost for the Courier increased by $44 per half page ad). Given the increase in the display advertising rates, and the direction by the City Council to continue advertising in all three newspapers, staff is anticipating the costs for FY 2022-23 to range from $300,000-$350,000. The Communications Division is actively promoting more events in the City as we emerge from the COVID-19 pandemic, especially with the State of California announcing the end of its emergency order in February 2023.

Staff estimates there will be more display advertising occurring this fiscal year, and in future fiscal years, to promote and market various City events to our residents, encouraging them to attend events or participate in various City programs. Staff is anticipating costs to continue to increase for each newspaper over the next few fiscal years due to supply chain issues, an increase in the cost of paper, and inflation, which averaged 7.5% per month in 2022 and has been over 4.9% since October 2021. Staff believes the requested $75,000 increase in display advertising is needed to continue to promote the City at the level the City Council and the residents expect.

CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2023-24
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CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2023-24
BUDGET ENHANCEMENT DETAILS 145
CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2023-24
BUDGET ENHANCEMENT DETAILS 146
CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2023-24
BUDGET ENHANCEMENT DETAILS 147
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On October 18, 2022, the City Council approved a purchase order for Nastec International in the amount of $2,315,570 for FY 2022-23. This purchase order included funding for armed patrol services, staffing for the Real Time Watch Center, and funding for the enhanced security at City Hall. The allocation of funding in the purchase order was $496,624 for enhanced security. This was a one-time funding request that did not contain funding for FY 2023-24.

In FY 2022-23, the Police Department managed the purchase order related to the enhanced security for City Hall; however, for FY 2023-24, the Policy & Management Department will be administering the City Hall detail.

Therefore, this budget enhancement is to increase the Policy & Management budget by $400,00 towards the purchase order for FY 2023-24.

CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2023-24
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CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2023-24
BUDGET ENHANCEMENT DETAILS 149
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In October 2022, after a hiatus due to COVID-19, the Next Night Street Festival returned and we saw an unprecedented 5,000 people show up for this event. The goal of Next Night will continue to be creating a street festival with live entertainment, food, and games which appeal to the next generation of Beverly Hills residents while encouraging the entire community to come together and celebrate life in Beverly Hills. The kids’ area was extremely popular last year and it is recommended that we enlarge the kids zone and add additional children’s elements for this year’s Next Night. Additionally, Next BH and the community greatly enjoyed partnering with the school district and the Teen Advisory Committee, and will be looking forward to doing so again. This year’s Next Night is proposed to take place on Saturday, September 9, 2023.

Due to the increasing cost of labor, manufacturing items, and supply chain challenges, the total cost of the last event was approximately $210,000 when combining the event elements, event management services, talent costs, and supplies and services such as fencing, porta-potties and k-rails. Next BH is requesting a budget of $210,000 with 10% contingency of $20,000. Next BH's current base budget for Next Night is $150,000 meaning this is an additional appropriation of $80,000.

The FY 2022-23 Cultural Unity Initiatives ($10,000) and Membership Outreach ($5,000) were funded from carryover funds. This year's theme for cultural unity is called commUNITY and will seek to involve the next generation and encourage greater unity through diversity, equity, and inclusion. As part of FY 2022-23, Next BH cosponsored Festival BH, which celebrated the City’s rich diversity, and brought together different segments of the community. Additionally, Next BH co-sponsored a screening event at the Greystone Mansion Theatre with the Finnish Film Festival Midsummer in Hollywood, who funded the event. Attendees included members of the Finnish Consulate, Finnish and Swedish Chambers of Commerce, a variety of professionals in the entertainment industry, alongside the public. Our members have expressed interest in similar partnerships in the future. Next BH has enjoyed collaborating with staff and other commissions, and requests the same level of funding to continue the goal of greater diversity, equity, and inclusion. This funding would go toward co-sponsoring events like Festival BH and BH Pride, speaking panels, and other events that encourage unity.

For membership outreach, Next BH also recognizes that the people highly invested in the next generation are parents and students, and the Committee is looking forward to hosting events to engage with a wide segment of future generations including:
• The Parent Teacher Association (PTA) to explore early education • School Board members to speak with the Committee to understand what is important to parents and families • High school students to hear what they are experiencing and want to see in Beverly Hills • School Principals to see how Next BH could partner with the schools • People who have moved back to Beverly Hills (or never left) to understand what draws them here. Is there anything they missed from their childhood here? Anything they were pleasantly surprised to see? An additional $15,000 enhancement is requested to fund the FY 2023-24 Membership Outreach and Cultural Unity Initiatives.

CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2023-24
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CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2023-24
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CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2023-24
BUDGET ENHANCEMENT DETAILS 152
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The Payroll Program Manager would plan, assign, direct, and review the work of staff; allocate staff and other resources to various tasks, including the planning and coordination of the work of the Payroll Unit, assigning and reviewing the Unit’s tasks, such as bi-weekly paycheck processing, personnel actions setup entry, and record-keeping.

Additionally, the Payroll Program Manager would be responsible for the oversight, calculation, and preparation of manual checks for separations, retirements, retroactive adjustments, and other payroll related calculations. This position would report to the Accounting Manager.

Salaries and benefits comprise the City's largest operating expense and the complexities surrounding accurately processing, paying, and reporting payroll-related expenses continue to increase. Payroll is multifaceted and requires a unique set of expertise and knowledge of federal and state taxation, Public Employees' Retirement Law (PERL), Government Code, California Code of Regulations, garnishment laws, and the Fair Labor Standards Act (FLSA).

Changes to the aforementioned must be monitored to ensure accurate and reconciled quarterly and annual W-2 tax filings. Other legislative changes must be monitored, such as SB 278, which shifts financial exposure to employers for CalPERS compensation reporting errors. Memoranda of Understanding for each of the City’s bargaining units must consistently be reviewed, refined, and provisions implemented in accordance with the capabilities of the City's financial ERP software. The City utilizes Tyler Munis software for payroll-related processing and with each new version of the software, new functionality is developed, which must be learned, tested, and implemented. Some examples include a new retro payment module, which requires reconfiguring the employee-wide setup for all pays and benefits based on effective dates, and a new CalPERS module for improvements in pension reporting. The Accounting Division's Payroll Unit has also absorbed additional duties for the ongoing maintenance and setup of the various software modules, including complex setups for many personnel actions and workflows, which requires additional oversight and planning, and the full Citywide coordination, review, and processing of year-end incentive cash outs.

The Payroll Program Manager would also be responsible for interpreting and implementing Memoranda of Understanding, employment contracts, deferred compensation plan documents, and a variety of laws and regulations, including City policies, Administrative Regulations, California Public Employees' Retirement Law, and the Fair Labor Standards Act. The Payroll Program Manager would also assist with labor negotiations costing, which is currently performed by the Assistant Director of Finance and the Budget Manager. This position would assume responsibility for administering the deferred compensation program, and serving as liaison between the deferred compensation provider and employees. The Payroll Program Manager would also work closely with the Budget Division on position control for new hires, reclassifications, promotions and other position changes, as well as with the Human Resources Department related to new hire processes, the creation of new job classes, and the employee separation processes. Lastly, this position would provide technical guidance and training to others within the payroll function in the Finance Department and across other City departments, and would be responsible for developing and implementing changes in operational procedures to improve Citywide efficiency/effectiveness.

Estimated cost subject to change based on ongoing bargaining unit MOU negotiations.

CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2023-24
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CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2023-24
BUDGET ENHANCEMENT DETAILS 154
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This model has proven to be ineffective, resulting in a lack of continuity in the performance and ownership of these important functions and reducing the amount of time those tasked with these duties can spend on performing the key and core functions required to support their assigned departments. To address the challenges associated with our current model, HR is seeking to add an additional Human Resources Analyst. This Human Resources Analyst would be assigned to and assume responsibility for providing human resources support to the Police and Fire Departments, currently provided by our existing Senior Human Resources Analyst. The Senior Human Resources Analyst would then be assigned the duties related to broader department and management support including but not limited to budget, contracts, Council agenda items, and special projects (i.e. serving as our 'Systems Administrator' for the various NeoGov platforms and the Human Resources website). The Senior Human Resources Analyst would also assume the administration of various annual projects/programs (pay for performance (PFP), annual leave cash outs, audits, mandated training, etc.) which are currently allocated between the other Analysts. The reallocation of these projects/programs to the Senior Human Resources Analyst would alleviate this additional workload from their plates, allowing them to focus that time to their assigned departments. A position dedicated to duties and responsibilities associated with broader department and management needs will provide a more balanced and manageable allocation of work, resulting in a more productive, consistent, and timely level of service.

Human Resources does not take lightly a request for a new position and has worked diligently for many years to maximize existing resources, being as creative as possible with work assignments and internal reorganization and reallocation of responsibilities to meet the demands and needs of the organization. However, over the last several years, the needs of our organization have continued to grow exponentially. While the Human Resources team works tirelessly to meet the demands of all departments, our service level has suffered without additional staffing resources to support the growth of the organization. This additional position will address the immediate needs of the department in our effort to provide the level of service needed and expected from the organization.

Estimated cost subject to change based on ongoing bargaining unit MOU negotiations.

CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2023-24
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CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2023-24
BUDGET ENHANCEMENT DETAILS 156
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It is anticipated, if approved, the Senior Management Analyst position would be underfilled with a Risk Management and Benefits Analyst to align with the organizational and operational structure of the Division.

Over the past several years, the role of Risk Management has continued to expand its involvement and support across all departments in a wide range of functions, including but not limited to employee wellness, workers compensation claims and litigation management, property and casualty insurance management, general liability claims investigations, tort litigation management, trial preparation, and contract and insurance requirements. Human Resources is hereby requesting a lower cost approach to effect the addition of one Risk Management and Benefits Analyst to support the increased demands on the Division. The Division is currently administered by the Risk Manager, two (2) Risk Management and Benefits Analysts, one (1) Human Resources Associate II, one (1) Human Resources Associate I (currently a job share) and one (1) part-time hourly Program Operations Specialist. The existing two (2) Risk Management and Benefits Analysts are responsible for workers’ compensation and employee injury and illness prevention, and employee benefits and leave administration. The Risk Manager, in addition to division managerial responsibilities, is currently handing the day-to-day responsibilities for the remaining two functions that include general liability claims and loss prevention and recovery. The addition of a Risk Management and Benefits Analyst will allow the Division to shift the day-to-day administration of general liability claims and loss prevention and recovery from the Risk Manager to the new Analyst position. Additionally, this position could manage the day-to-day oversight of certificate of insurance (COI) review/approval and assume tasks related to the same that are currently handled by departments. A more centralized process would improve efficiencies Citywide and allow departments to reallocate their staff to other tasks. By dividing the Division’s six (6) primary functional areas among three professional level Risk Management and Benefits Analysts, the Department will be better staffed to provide critical support and guidance.

Estimated cost subject to change based on ongoing bargaining unit MOU negotiations.

CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2023-24
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CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2023-24
BUDGET ENHANCEMENT DETAILS 158
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The duties of the current interim Human Resources Manager could be performed by a lower-level Human Resources Analyst position. A limited-term Human Resources Analyst position would provide the ability to complete outstanding classification and compensation work and continue to support the annual reclassification process and cycle. As the City will be entering into negotiations for successor MOUs with six of the nine employee associations in early 2023, followed by the three safety associations in late 2024, the limited-term Human Resources Analyst would also provide critical support to the negotiations team by conducting surveys, research, and related analysis.

In an effort to minimize costs, Human Resources will partially offset the cost of this enhancement request by reducing its part-time hourly budget by $18,900, as some one-time projects performed by part-time hourly staff are expected to be completed in the near term.

Estimated cost subject to change based on ongoing bargaining unit MOU negotiations.

CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2023-24
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CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2023-24
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CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2023-24
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CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2023-24
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CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2023-24
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CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2023-24
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CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2023-24
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CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2023-24
BUDGET ENHANCEMENT DETAILS 166
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The duties of the proposed Supervising Crime and Intelligence Analyst would include:
• Supervises, monitors and evaluates the performance of the Crime and Intelligence Analysts • Reviews and approves Crime and Intelligence Analyst work products to include crime bulletins, statistical reports, maps, charts, and presentations
• Promotes information sharing within the Department and outside law enforcement agencies • Develops training plans, trains subordinates and other Department employees, coordinates regional Crime Analyst training
• Plans, directs and distributes work to the Crime and Intelligence Analysts • Completes more complex portions of analytical work as well as complex projects for the Office of the Chief • Tests, reviews, evaluates and recommends software solutions to improve efficiency • Acts as a liaison to local, state and federal law enforcement partners • Conducts crime trend analysis, forecasts, data analysis and investigative case analysis • Maintains technical expertise in the areas of crime analysis and methods of analysis • Presents crime information to Department members, community members, City Management and/or City Council The addition of this civilian supervisor position would allow for a reduction of administrative work assigned to sworn personnel, allowing for more time spent in the field and/or conducting investigations.

Estimated cost subject to change based on ongoing bargaining unit MOU negotiations.

CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2023-24
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CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2023-24
BUDGET ENHANCEMENT DETAILS 168
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At the end of the Parking Enforcement Dispatcher's shift, the Traffic Control Officers (TCOs) transition from a dedicated traffic control radio frequency to a combined radio frequency with Police. At times, this can create operational and safety concerns when radio traffic has to be prioritized between traffic control and Police operations.

In FY 2015-16, the Department had authorization for 13 TCOs and two Traffic Control Supervisor positions. At that time, one Parking Enforcement Dispatcher was sufficient for traffic operations and did not significantly impact Police operations. In FY 2016-17, the Parking Enforcement Program was transferred from Public Works to the Police Department resulting in an additional 26 TCOs. A few years later, in FY 2018-19, four limited term TCOs were added through the end of the Metro project. Only one TCO was eliminated as part of the CalPERS Early Retirement Program resulting in the current total of 42 authorized TCOs. This 223% increase in TCOs has resulted in significantly more radio traffic and expanded service hours, which necessitates an additional Parking Enforcement Dispatcher.

By adding a second Parking Enforcement Dispatcher, the Department will be able to provide phone and radio coverage for traffic and parking related matters 7 days per week/12.5 hours per day, instead of only 4 days per week/10 hours per day. The additional Parking Enforcement Dispatcher will provide dedicated parking and traffic radio communication to on-duty TCOs and eliminate the need to commingle radio frequencies during peak hours, which can negatively impact both Police Officers and TCOs.

Estimated cost subject to change based on ongoing bargaining unit MOU negotiations.

CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2023-24
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CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2023-24
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Equipment Upgrades & Replacement
Body-Worn Cameras: Body-worn cameras (BWC) have become an industry standard and community expectation in law enforcement. The Department has experienced significant benefits after implementing a BWC program. This budget request will allow us to upgrade our current BWCs in July 2024 to ensure we remain current with the latest technology. The budget request also includes the addition of 20 BWCs to align with the Department's FTE (we are currently contracted for only 125 BWCs for sworn personnel). The program was expanded to non-sworn Field Personnel in 2020.

In-Car Camera System (aka "Fleet 3"): The Department currently runs a mixed fleet of in-car camera systems with 11 AXON "Fleet 2" systems and the remainder of the fleet running outdated systems in need of replacement. This budget request would allow the Department to install AXON's newest technology - "Fleet 3" - in all 35 enforcement vehicles. There is the potential for significant long-term savings by upgrading to Fleet 3 as Fleet 3 includes integrated License Plate Reader (LPR) technology which is significantly more cost effective than our current LPR mobile systems. Transitioning to Fleet 3 for all vehicles also allows access to video from a single source.

In-Station Camera Systems: The Department currently runs an outdated recording system in its in-station interview rooms and jail. This budget request includes replacing 7 outdated in-station cameras with AXON cameras as well as providing an additional 7 new in-station cameras. These upgraded cameras will provide better imagery, audio and coverage, and allow access to video from a single source.

TASER7: The Department purchased AXON TASERs in 2019 which will be in need of replacement by July 2023.

AXON now offers an upgraded device which includes several new features: redesigned darts with improved accuracy, two cartridge types depending on distance to subject, increased effectiveness, enhanced laser for better visibility, louder warning arc as a de-escalation tool, the ability to access two cartridges in a single deployment, and improved audit and logging capabilities. The Department has been testing the new device and has experienced increased effectiveness.

New Functionality: The proposed AXON bundle under this budget request includes several net new features and capabilities including enhanced training and certification, automated redaction tool for video evidence, ability to view BWC video live from the Real Time Watch Center (RTWC) and provide GPS information for Officers thereby increasing safety, a public portal to solicit video evidence from community members, holster signal which automatically activates an Officer's BWC if a firearm is drawn, and software to assist with monthly video audits.

This budget request will allow the Department to stay up-to-date with the latest in law enforcement technology to best serve our community.

Cost Breakdown and Offsets: The total cost of the proposed 5-year agreement is $4,110,275. The Department is also requesting a 10% contingency to give flexibility to increase the number of devices should the number of vehicles and/or personnel increase over the next 5 years. This also gives the Department the option to take advantage of any new products or services that become available during the 5-year term. The total cost will be offset by existing budgeted funds as well as equipment replacement funds. Currently, the Department has annual funds available in the amount of $348,781 ($1,743,905 over 5 years) which will be applied to this agreement. In addition, the Department intends to liquidate funding from various related equipment replacement funds (totaling a one-time offset of $146,398). Applying these offsets to the overall cost of the agreement results in a budgetary need of $526,200 annually over the next 5 years.

Note: Liquidating existing related equipment replacement funds and moving the funding for this agreement to the Department’s operational budget instead of equipment replacement results in a cost savings to the City of $253,370 because internal service fund charges will no longer accrue over the next four years.

CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2023-24
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CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2023-24
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Cellular Location & Data Interpretation (Cont'd)
Additionally, vendors' technology to extract data from locked cellular phones has increased in price. Based on the five (5) vendors we use for cellphone extraction and data interpretation, plus the additional funding for locating cellular phones via the cellular companies, we are requesting an increase of $64,505.

Computer Forensics
Along with communication technologies, advancements in tablet and laptop technologies have required upgraded forensic platforms for extraction and examination. Additionally, the software vendor that we use for video editing has also increased their yearly price. Based on the three (3) vendors we use, we are requesting an increase of $5,873.

Tracking Devices
The Department uses tracking devices to thwart retail thieves. Commonly referred to as “bait” packages, Detectives are using advanced hardware to allow criminals to be tracked and arrested. The hardware requires a yearly renewal fee to stay connected. The Department requests an increase of $5,000 to pay for the yearly renewal fee.

Forensic Evidence Storage
A cloud-based storage space for long-term data for the High Tech Crime Unit (HTCU) is also paramount to store forensic evidence recovered from crime scenes. The current physical tape-based solution is aged and is no longer serviceable. A modern cloud-based system is needed. This will require a yearly fee for the storage, security, and maintenance. A preliminary estimate for yearly long-term evidence storage is approximately $30,000. The cloud-based storage system only services HTCU and not IT.

Rental Vehicles
Because immediately workable suspect information is much more commonplace, the need for using rental vehicles for undercover surveillance operations has increased. The Department requests an increase of $5,000 in funding for rental vehicles deployed for surveillance operations.

Sexual Assault Investigations
Since 2018, the Los Angeles County Board of Supervisors has approved a CPI increase on the cost of medical kits for victims and suspect sexual assault forensic examinations. Before the increase in 2018, one kit cost $720; with the latest increase effective July 1, 2022, each kit now costs $1,112, an increase of $392 per examination kit. On average, we process eight (8) sexual assault kits per year. Based on the per-kit increase plus the number of kits we process annually, we request $3,136 to cover the increase.

Verdugo Regional Crime Lab (VRCL) DNA Processing
Every year, Verdugo Regional Crime Lab (VRCL) increases its per-sample rate due to an increase in the DNA kit used to process crime scene DNA swabs and equipment cost and maintenance. Due to the increase in price from FY 22-23 to FY 23-24 of $25 per sample, we are requesting an increase of $8,750, which will help cover the increase to be able to purchase 350 samples.

Books & Publications
The Department is requesting reoccurring annual funding in the amount of $4,795. This funding will be used to obtain access to online databases, such as the Penal Code, Traffic Code, Juvenile Code, and access to the California Criminal Investigation (CCI) by the Alameda County District Attorney's Office. Traditionally, we purchase hardcopy books and wait for the updates to be sent. Online databases are constantly updated with the latest laws and cases. Access will allow personnel to quickly stay updated on changes in criminal codes, laws, and criminal procedures from their smartphones and in-car mobile laptops. By obtaining these programs, the need for various paperback legal references will be limited, and the overall effectiveness through job knowledge can be increased.

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The Department is requesting an increase in funding of $40,000 for ammunition due to a nationwide shortage, an increase in personnel, and an increase in the cost of all ammunition. The Department has switched issued hand guns from a 45 caliber to a 9mm caliber. With this change comes an increase in demand for 9mm ammunition.

The Department is also requesting one-time funding for enhanced hearing protection. It is anticipated that the cost of ammunition will rise for the next 12-24 months. There is a worldwide elevated demand for ammunition that is a result of a few factors. First, an ongoing conflict in Europe has diverted ammunition and supplies to the Ukrainian effort. Sanctions on Russian-made firearms and ammunition are also contributing factors to ammunition supply shortages in the US. Lastly, there is a shortage in raw materials (mainly copper) that is inhibiting production. These factors, coupled with elevated inflation rates, explain the rise in ammunition costs.

Personnel & Training (Program 00102901)
The Police Department’s usage of ammunition is growing. The Police Department’s goal to swell in numbers to meet public safety needs means more Police recruits. Each Police recruit is sent to the academy with approximately 5,000 rounds of ammunition to complete the Basic Course. When they return to Beverly Hills from the academy, they are required to attend an additional 40 hours of supplementary training. This ensures that every Beverly Hills Police Officer is one of the best trained in the nation. We are sending more recruits to the police academy than ever before. In 2020, we sent 5 Police recruits to the academy; in 2021, we sent 5 Police recruits to the academy; and in 2022 to date, we have already sent 8 Police recruits to the academy. Hiring is expected to maintain a steady growth until staffing goals are realized. This expected growth will yield an additional demand in ammunition.

In the case of the pistol mounted optics, the Police Department has purchased one such optic for every new handgun (FN509). If Officers are to deploy this new technology, they must complete a 20-hour training course to ensure its safe deployment. This training includes increased ammunition demands.

Also included in this budget enhancement is safety equipment. Range Staff are expected to endure harsh environments on the range that include the concussive impact of firearms. Enhanced hearing protection can help to protect our Range Staff from long term hearing loss. Current technology can give the ability for Range Staff to speak directly into the hearing protection of their students. This will help increase the fidelity of communication to students that will ultimately result in a safer range environment.

SWAT (Program 00102704)
The Department's SWAT team qualifies in firearms tactics at the range twice per month. The team qualifies with numerous weapons platforms including a handgun (9mm), a rifle (.223), a 12-gauge shotgun, and some Officers do additional specialized training on the .308 Sniper Rifle. Currently, SWAT's ammo budget falls short of the ammo allotment needed to satisfy the minimum requirements for SWAT Officers with all of their weapons systems.

This does not include when Officers need to attend a POST-certified SWAT course requiring 500 rounds per Officer, POST-certified Sniper Course requiring 200 rounds per Officer, or any advanced tactical shooting requirements. Because of this shortage, SWAT has had to borrow ammunition from the Department Range under the Personnel and Training Bureau.

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The cost to the City for the exams will be offset by the applicant's payment of $150 (current California law mandates a cap of $150 for the CCW applicant). The remaining $325 would be paid by the City. It is estimated that the annual cost for psychological exams will be approximately $16,000 per year and the annual cost for background investigations will be approximately $15,000.

The Department has seen a significant rise in CCW applications this year for two reasons:
1) Prior to August 2022, the County of Los Angeles (Sheriff) processed CCW applications for our residents.

Unfortunately, the County notified us in August of 2022 that this service was no longer available to Beverly Hills residents.
2) In June of 2022, the United States Supreme Court held in New York State Rifle & Pistol Association, Inc. v.

Bruen that proper or good cause requirements imposed by states are unconstitutional, therefore eliminating one of the former requirements to obtaining a CCW in California.

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There are several models available to tactical teams with varying performance capabilities. Some drones are deployed out of sight, launched from an armored vehicle, delivered by the Avatar Robot, and carried into a location inside the Officer’s cargo pocket to launch into any room. The pilots, all FAA part 107 certified, are required to attend training at various locations. Training locations are within California and out-of-state.

SWAT Officers train monthly and attend schools out of the area and out-of-state. This training includes debriefs from around the country and out-of-state conferences. The tactical drone pilots should also attend this training as drone usage is a staple amongst tactical teams throughout the country. Tactical drone pilots are collateral assignments and are required to train weekly. Pilots train in tandem and are required to prep and set up the drones in minimal time. This training includes preventive care, manipulations, tactical scenarios, immediate action, and emergency repairs. Maneuvering a tactical drone inside a closed location takes an additional skill set than normal outdoor operations. Some companies offer advanced training that includes hasty setup, low light/no light operations, tactical considerations, and complex scenarios. The tactical drone has cleared rooms and vehicles before Officers enter, thus preventing violent exposure.

This request will allow the Department to purchase additional drones, attend vital training to meet the requirements, and maintain the certifications of the Tactical Team.

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The City of Beverly Hills is the host of numerous special events throughout the year. These events include, but are not limited to:

The Golden Globe Awards
Vanity Fair Oscar Party
Los Angeles Marathon
Father’s Day Concours d'Elegance car show
National Night Out
Holiday Lighting Ceremony
9/11 Event
These events present the Police Department with many challenges due to the increase in special event production and the various pieces of large equipment blocking the streets. The MP vehicle allows the Department to perform critical duties in urban areas where other emergency response vehicles are not as effective. The MP’s smaller footprint allows it to negotiate narrow passageways like secluded lots and crowded City events, as well as damaged roads due to natural disasters such as fires or earthquakes. The law enforcement MP provides professional, squadcar-type capabilities in a nimble off-road and urban mobility vehicle, complete with a similar siren, horns, PA system, and emergency lighting.

The law enforcement MP is fuel efficient, seats up to six, and can tow up to 2,000 lbs. This vehicle is critical in transporting emergency supplies and equipment to urban areas during and after a natural disaster. The MP has the ability to special maneuver around closed roads and deliver additional personnel to security checkpoints and areas of concern.

Beverly Hills Police Department is responsible for controlling traffic, responding to medical and service calls, and much more, which makes the MP vehicle a perfect addition to the fleet. The MP can navigate the tighter spaces between garage stalls and crowds and still haul the necessary equipment to allow Officers to respond quickly and appropriately.

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The Development Services division includes numerous and diverse programs that are not able to be adequately managed in a hands-on manner solely by the Assistant Director/Building Official position. Please refer to the attached Development Services division organizational chart. Under the general direction of the Assistant Director of Community Development/City Building Official, the Deputy Building Official roles and responsibilities include:

Oversees, facilitates, and coordinates the daily operations of the Development Services division. Other job duties and responsibilities include the following:
• Manage plan review staff
• Oversee the electronic plan review services Citywide and outside the City • Manage the plan review workload and deadlines for other departments which includes Public Works (Water, Stormwater and Transportation), Fire Department, and Community Services (Recreation & Parks) • Manage Building Inspection Program and staff
• Manage Community Preservation Program, e.g., Citywide enforcement of state and local ordinances • Manage Filming and Special Events Program, e.g., filming production Citywide, special event programs, issuance of permits related to Filming and Special Events Programs • Manage Permit Center operations and staff
• Manage the records program and staff
• Assist the City Building Official by conferring with and attending meetings with building owners, architects, engineers, developers, and contractors concerning building and zoning code interpretations, complex technical issues, and permit requirements
• Represent the Department at meetings involving other City departments, various City committees and commissions, City Council, and various outside agencies as an expert in building code interpretations, permit requirements, and other highly technical inspection matters/issues Estimated cost subject to change based on ongoing bargaining unit MOU negotiations.

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Furthermore, the State Density Bonus Law has been revised recently to allow a greater number of market rate units to be provided in exchange for the provision of affordable units and all recent housing developments proposed throughout the City have been designed as density bonus projects, which has increased interest in housing developments in the City's mixed use and multi-family residential areas. Accordingly, the number of affordable units that will be developed in the City will continue to increase year after year.

Currently, there are eight affordable units existing in the City. Six more affordable units were recently approved by the Planning Commission as part of a housing development project at 149-159 S. Maple Drive and, as of December 2022, at least 22 affordable units are proposed as part of pending entitlement applications or concept reviews. In total, the City has 36 affordable units that are either existing, approved but not yet constructed, or proposed.

When taking into consideration the existing units compared to the approved/proposed, the City is likely to experience a 350% increase in the total number of affordable units and it is anticipated that this will only increase as more housing developments are proposed.

Previously, due to the relatively low number of affordable units existing and proposed throughout the City, the administration of such units could be accommodated by existing staff and budget resources. However, the significant increase in the number of units that are expected to come on line in the next couple of years will result in a significant strain on existing resources, and the City is looking to partner with HouseKeys in order to more efficiently administer the Affordable Housing Program (AHP). This funding request will pay for the annual administration of the AHP, which is required to manage and oversee the rental of affordable units to qualified households. Work within this program includes maintaining an interested parties list, preparing and publishing announcements when units are available for rent, maintaining the City's affordable housing website and creating informative content, holding lotteries for eligible applicants, reviewing applications for compliance with the City's Affordable Housing Guidelines, setting up tenant files for annual compliance, holding orientation classes for prospective applicants, providing affordable housing implementation information to developers, and answering questions from prospective and existing tenants of affordable units.

Funding for this budget enhancement request will come from the City's Affordable Housing Fund; it will not impact the General Fund.

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This temporary program was approved by City Council through December 31, 2022 and is expected to be extended through summer of 2023. The long-term program is currently being explored through Council Ad Hoc Committees; the Design and Operations Committee and the Code Changes and Fee Subcommittee. Together, these subcommittees will develop regulations and standards for open air dining and parklets in the City on a long-term basis. These ideas will be presented to the City Council for further discussion and potential adoption of the new program at the start of the new fiscal year. The goal is to harness the lessons learned from the OpenBH program in order to make a more successful, vibrant, and long-term program that goes hand-in-hand with the City’s economic development initiatives.

When the long-term program is launched, it will be important for businesses to have a point of contact at the City, a clear process established for approval of OpenBH permits, and a staff member that will be responsible for ensuring the ongoing success of this highly visible, very important program. Currently, there are 91 businesses participating in the OpenBH Program. After the program goes into effect, it is likely that there will be more businesses joining the program over time.

The role of the Management Analyst position is to act as the primary point of contact for the future permanent OpenBH program. This person would act as a liaison for both internal colleagues and external business customers.

Some of the tasks and responsibilities of the position include:
• Creating outreach materials and conducting outreach to businesses in the City about the OpenBH program • Facilitating application and document intake and routing • Collection of applicable processing and annual fees
• Setting up meetings, as needed, with stakeholders
• Coordination with City departments including Public Works’ Transportation and Streets divisions for review of the public right-of-way implications and traffic control devices; Fire Department for review of safety and fire prevention mitigations in place; Building & Safety for review of structural integrity; Planning Division for zoning and design review
• Coordinate with the Finance Department to reconcile fees for the future OpenBH permanent program • Processing new applications and annual renewals which includes conducting semi-annual inspections of OpenBH installations to ensure the safety as well as the operational and aesthetic standards are being met • Presenting program updates to Council
• Maintaining informational handouts and website
• Maintaining database of businesses in the Program including applications, insurance verifications, plans, etc.

Prior to the COVID-19 pandemic, the City's Open Air Dining Program collected an estimated $200,000 in revenue from the 56 restaurant businesses that participated in the program. Since March 2020, the Department had paused collection of the annual open air dining encroachment fees due to the mandatory health order that forced businesses, including restaurants, to shutdown. It is estimated the 91 businesses that are currently using OpenBH permits will continue to participate in the new program once implemented. It should be noted that of the 91 businesses with OpenBH permits, 19 have existing and current Open Air Dining Encroachment Agreements in place with the City.

Therefore, it is further estimated the revenue to be collected from the new OpenBH program will offset 100% of the costs of the Management Analyst position.

Estimated cost subject to change based on ongoing bargaining unit MOU negotiations.

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The RSO currently has one full-time CSR position and one regular part-time CSR position. These positions are necessary to handle the approximately 2,000 calls and 424 RSO cases received annually. These two staff members provide essential support to the RSO by assisting property owners with the annual rental unit registration process to meet the ordinance requirements to register all 1,098 properties; to issue and mail notices regarding the registered rent reported by property owners to approximately 7,784 units; to verify rental amounts and ultimately certify the rents in the rent registration system; and to administer all appeals and amendments filed throughout the year.

In addition to the registration requirements, the CSR staff communicate with tenants and property owners on the numerous complaints concerning allegations of violations of the RSO including rent increases, habitability standards, no-cause evictions, registration, just cause evictions, leases, reduction in services, means and method plans, major remodeling, mediation, and other COVID-19 and rent subsidy issues.

Estimated cost subject to change based on ongoing bargaining unit MOU negotiations.

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As the City expands the utilization of technology, there is a corresponding need to appropriately license and maintain these systems. Software licensing and support costs have increased significantly over the past year and the IT Department has worked diligently to absorb these costs through consolidation, virtualization, and other bestpractice systems management. However, it is necessary to periodically audit the licensing and maintenance of these systems to ensure that all required hardware, software, and equipment is appropriately supported through their useful lifespan.

The following represents a breakdown of the major components of this request:
* Police, Fire and other wireless data communications (AT&T Mobility) - $50,000 * Police, Fire and local government radio system maintenance (City of Glendale Joint Power Authority) - $51,364 * Media management software for City Council, Commissions, and other public meetings (Granicus) - $38,240 * Citywide collaboration and telework software [Microsoft 365] (SoftwareOne) - $203,052 * Police and Fire 911 system and City Enterprise Resource Planning system (Tyler Technologies) - $76,000 * Critical maintenance, cyber security, and network security (various vendors) - $43,892 While the aforementioned cost increases total $462,548, the IT Department makes every effort to absorb costs, where possible. Therefore, this request is for only $350,000 at this time. To partially offset this additional cost, $50,000 in budget reductions will be made in the Cable TV and Reprographics/Graphics divisions of the IT Department.

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IT requires an additional Communications Specialist to focus on local government, Fire, and Emergency Management (public safety) radio communications needs, including City radio infrastructure.

Local Government Radio Communications - Includes in-field staff for Public Works, Community Development, and Community Services (Park Rangers).

Fire Department Radio Communications – Includes Emergency Operations & Administration, Fire Prevention, and the Nurse Practitioner Program.

Emergency Management Radio Communications - Includes support provided to Executives, Management and professionals, as well as emergency center staff during emergencies and other Emergency Operations Center (EOC) and Disaster Operations Center (DOC) activations. Additionally, this position will provide support for the City's Customer Service Call Center. The Customer Service Call Center is in the process of upgrading its call management software as well as expanding services and hours. This will require ongoing IT support which was previously not required.

Estimated cost subject to change based on ongoing bargaining unit MOU negotiations.

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During the last few years, the City has increased the Police and Public Works fleet by more than 20 vehicles, bringing the total fleet to over 450 vehicles and equipment. Fleet Services is also receiving additional requests for support from the Information Technology Department (IT) for the new MDT, ALPR, and Axon video systems, and three recently added camera trailers; a fourth trailer has been ordered for the Police Department fleet. The required fleet support for IT will only continue to increase as technology is added to emergency vehicles to support Police and Fire Department operations. These increases to the fleet have further hampered the current staff’s ability to keep up with preventative maintenance while ensuring that non-scheduled maintenance and repairs are turned around quickly, especially for public safety support vehicles and equipment.

Prior to the pandemic and with a staff of seven Equipment Mechanic II’s and two Lead Equipment Mechanics, Fleet Services was maintaining a level of preventive maintenance (PM) due at 50 vehicles per two-week period, which keeps the fleet maintenance requirements current and is a best practice. The Fleet Services program lost two Equipment Mechanic II positions to the pandemic Golden Handshake early retirement incentive program. With the reduction in staff, increasing workload requirements, and additions to the fleet, as indicated above, the Fleet Services program, now comprised of five Equipment Mechanic II’s and two Lead Equipment Mechanics, has seen progressively incremental increases in the backlog of vehicles overdue for PM, despite working large amounts of overtime. Annual overtime costs beginning in FY 2020-21 have increased approximately 80% from pre-pandemic averages. The current PM due list stands at 140 vehicles overdue per two-week period, a 178% increase from early 2020. Fleet availability has already declined below the target of 95% availability and was measured at 94% for FY 2021-

22. Fleet mechanics also maintain critical equipment, including the City's generators. These pieces of equipment require routine preventative maintenance to ensure they operate correctly when used and to extend the life of the equipment. Having properly functioning fleet vehicles and equipment available for operations is imperative to the successful delivery of services, and helps keep the public and staff safe. Conducting preventative maintenance also reduces large costly repairs and allows the City to get a longer lifespan out of vehicles and equipment, which saves the City money.

Two additional Equipment Mechanic II positions will allow Fleet Services to add approximately 3,300 annual labor hours (after holidays, vacation, and leave) to support the maintenance of the City's fleet vehicles and equipment. The additional staff will also reduce the amount of overtime required and allow the workload to be spread amongst a larger pool of staff. The additional positions also provide a safety valve in the event that other mechanics are out for an extended period, retire, or leave the City. Bringing in new positions also allows for succession planning as the new mechanics can learn about the City's specific equipment requirements from experienced mechanics before some retire in the coming years.

Estimated cost subject to change based on ongoing bargaining unit MOU negotiations.

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The duties for this position are unchanged from the FY 2015-16 BEF and include:
- Administration of agreements for the City's transit programs, including charters - Transit grant fund administration
- Traffic and Parking Commission support
- Support the processing of the Preferential Parking Permit Zone program - Support implementation and management of the bicycle sharing program - Administration of SCAQMD Rule 2202 requirements
- Support for the Neighborhood Traffic Calming program
- Support the implementation of the Complete Streets program Estimated cost subject to change based on ongoing bargaining unit MOU negotiations.

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Solid Waste expenses are broken down into five categories: Residential, Commercial, Street Sweeping, Streets Spoils Removal, and Water Distribution Spoils Removal. However, for purposes of this request, we will only focus on the Commercial Solid Waste Program. The solid waste budget currently allocates $10,540,139 toward the commercial contractual services account (83005202-731800) to fund the Athens Services agreement for commercial services. However, the estimated expenses for the Athens Services contract for FY 2023-24 amount to $11,067,146, a 5% increase from FY 2022-23. The requested budget enhancement totals $527,007. The residential solid waste budget has sufficient funding to cover the estimated 5% increase in residential waste processing services.

In anticipation of the contractual services increase, City Council adopted solid waste rate adjustments in January 2021. The first rate adjustment took effect on January 1, 2022, followed by a second rate adjustment effective July 1, 2022, and every year after that until July 1, 2025. The rates were designed to increase gradually while lessening the impact on customers by using reserves.

Additional contractual increases will occur each fiscal year until FY 2025-26 and are estimated at 5%. Staff will evaluate the Solid Waste Fund annually to determine the proper increase and request a budget adjustment accordingly. Additionally, the City conducts an audit every two years performed by HF&H Consultants.

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On average, the City conveys approximately 3.5 million gallons per day (MGD) to HWRP. On August 18, 2022, the City received a letter from the City of Los Angeles indicating billing projections for FY 2023 through FY2027, included as Attachment 1. Billing projections consist of operations and maintenance (O&M) and capital portions.

The Wastewater Utility's operational budget funds the O&M portion, and it's CIP budget funds the capital portion. This request is only to fund the O&M part of the bill, which is estimated at $4,079,000 for FY 2023-24.

The Wastewater Utility budget currently allocates $3,130,000 towards wastewater treatment general contractual services. Therefore, this request is for an additional $949,000 to cover the estimated increase for FY 2023-24.

This increase is necessary to ensure the enterprise has sufficient funding for the increased cost of wastewater treatment. The revenue generated by wastewater customers will cover the additional expense. The City's Wastewater Utility is an enterprise entity, and its expenses and revenues are separate from the City's General Fund.

Customer rates must generate sufficient revenues to sustain operations, maintenance, and capital improvement projects, as well as the costs of oversight and administrative functions performed by the City's internal service departments. Staff is currently working on a cost of service study to set rates for a five year term. Staff anticipates bringing Water and Wastewater rates for council consideration in the future.

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The City recently released RFP 23-350-22 for Alley Tree Trimming and Weed Abatement Maintenance Services, which closed on November 10, 2022. City staff is currently reviewing proposals to determine the most appropriate company to serve the Beverly Hills community. Based on the bids received, staff anticipates increased service costs for two reasons.

First, the City has conducted two tree trimming cycles for the past five years. However, during the summer, trees flourish rapidly, which merits the third cycle of tree trimming being proposed in the new contract. An additional factor of the increase in costs is attributable to inflation. The cost for one cycle of tree trimming in the previous WCA contract was $99,300. Based on the new WCA proposal, each tree-trimming cycle will cost $166,400. The City plans to perform three tree-trimming cycles. Weed abatement will be performed once a year and costs $81,900. Therefore, the total cost for FY 2023-24 amounts to $581,100. The current budget only allocates $397,265, leaving a shortfall of $183,835 for FY 2023-24. In anticipation of this increase, staff is requesting a budget enhancement of $184,000.

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The City will consider adopting the Climate Action and Adaptation Plan (CAAP) in 2023. The CAAP is a City Council priority for FY 2022-23. Currently, sustainability programs are completed part-time through the Environmental Compliance and Sustainability Programs Manager, who is also responsible for the regulatory compliance requirements for stormwater, backflow program, wastewater, energy reporting, and hazardous wastes.

Compliance requirements for these sectors will require additional analytical assessments and program implementation and management. The anticipated increase of work in these sectors will affect the efficient implementation of the numerous GHG mitigation measures and adaptation measures required by the CAAP.

The demand to implement the elements of the CAAP requires a dedicated full-time employee who will strategically coordinate, plan, and implement it Citywide within 5-, 10-, and 15-year milestones. Implementing these programs will require analytical, cross-departmental, and strategic planning and reporting. The position will lead and provide support inter-departmentally as they also implement the measures of the CAAP. The Sustainability Administrator will support the following key programs:

1. Climate Action and Adaptation Plan Implementation

2. Green Business Program

3. Green Building Program

4. Organics Recycling

5. Energy Efficiency

6. Water Conservation Policy
The Sustainability Administrator will also assist the Environmental Compliance and Sustainability Programs Manager in the day-to-day operations and management of various sustainability programs, including but not limited to organic waste recycling, green building, Green Business Programs, electric vehicle (EV) charging, energy efficiency, water conservation policies, and educational and community events. The position will act as the City's liaison on regional and national sustainability programs like the Clean Power Alliance (CPA), Climate Mayors, Local Government Council (LGC), CA Green Business Network, US Council of Green Building, LA County Sustainability, and others.

Estimated cost subject to change based on ongoing bargaining unit MOU negotiations.

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Currently, the Central Stores program consists of one Central Storeroom Supervisor and one Central Stores Specialist. The Supervisor and Specialist dedicate a significant amount of time to monitoring, ordering and distributing thousands of parts, materials and supplies to the City programs which Central Stores supports. These two staff are performing basic functions like covering the warehouse counter, and stocking shelves and cleaning the warehouse, which takes time away that could be spent monitoring inventory levels and ordering new and replacement parts. These two Central Stores staff also support the City’s Emergency Operations Center (EOC) and the Department’s Emergency Operations Center (DOC) by procuring and distributing emergency parts, materials and supplies including personal protective equipment such as masks, gloves, and sanitizer.

Prior to the pandemic, there were two Central Stores Specialist positions. However, one Specialist took the Golden Handshake retirement incentive. The loss of the second Specialist or, 33.3% of the total staff, reduced the operation’s ability to provide a high level of service to the programs that Central Stores supports. To address the gap left by the Specialists retirement, management created a Central Stores Clerk position. Once filled, this entry-level position will handle many of the day-to-day warehouse functions such as stocking shelves, receiving orders and cleaning the warehouse, allowing the Supervisor and remaining Specialist to focus on ordering parts and supplies, and performing inventory management functions. This entry-level Central Stores Clerk position also creates a hierarchy for employee advancement and adds an additional level of cross-training and redundancy for when the other two staff are off work or there is an emergency.

The Water Utility receives most of the support from the warehouse, as most of the parts in and around the warehouse are to support water distribution and treatment maintenance and repairs. Because the Water Utility receives so much support from Central Stores, staff is requesting that the Water Utility fund the new Central Stores Clerk position out of Fund 800. The Department has set aside funding from a Water Worker II position that took the early retirement incentive to help fund this new position.

Estimated cost subject to change based on ongoing bargaining unit MOU negotiations.

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CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2023-24
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The Water Resources Engineer will focus on water projects but will be involved with sewers, storm drains, water mains, water treatment and distribution facilities, and groundwater and wells. Due to the ongoing water treatment plant maintenance, the quantity of projects, day-to-day assignments, and our goal to deliver projects on time, additional staff is needed to cover all aspects. The Water Resources Engineer will also reduce reliance on consultants, support the implementation of the Integrated Water Resources Master Plan, provide CIP support, and provide ongoing operational and maintenance support for the water treatment plant, pumping, production, and storage water facilities.

Currently, the Water Resources and Operations Manager has assumed administrative responsibility for the day-today water operations for 18 distribution and 7 treatment/production staff (when all vacant positions are filled). This is in addition to his responsibilities for water resources planning, ongoing operations engineering support, CIP engineering, and development review.

Given the increased workload with the commissioning of the water treatment plant and associated engineering support for plant operations, increased demand in development workload, and a more significant number of pending water CIP projects, additional water engineering resources are needed. The current development workload staff support is partially being provided by a consultant providing two days per week plan check and development review. The development support for the remaining three days of the week is being provided by the Water Resources and Operations Manager.

We anticipate this new position will create a cost savings of $250,000 per year by relying less on consultants for operational support, development project, and CIP support. This position will also charge processing fees for water development projects, paying for a portion of the Water Resources Engineer.

Estimated cost subject to change based on ongoing bargaining unit MOU negotiations.

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Facilities Supervisors are constantly monitoring email and phone correspondence from a variety of sources throughout the City to try to keep up with all service requests, prioritize, and dispatch the appropriate staff. Facilities Supervisors spend a large amount of their time working with the asset management system in order to keep documentation current and reflective of actual work done and hours spent by staff completing work orders. The Facilities Supervisors also spend time working with Central Stores to identify, locate, and order parts to complete work orders. Finding parts has been more arduous and time consuming given the ongoing supply chain issues. The conversion of a Facilities Maintenance Mechanic to a Lead Facilities Maintenance Mechanic would provide another leadership position in the field to support the Supervisors' efforts and allow the Lead position to take some of the Facilities Supervisor burden for monitoring completion and quality of work completed by City staff and contractors, and assist with quality control of work order information entered by staff into INFOR. These requirements of the Lead position would be in addition to the normal Facilities Maintenance Mechanic requirements and would also allow the Lead position, who is already in the field, to monitor and assist with any subordinate requests for support.

This position conversion would also allow the Facilities Supervisors to maintain and create further efficiencies for the INFOR asset management workflows and reporting. This position also frees up the Supervisors to further develop preventative maintenance plans in an effort to reduce the backlog of deferred maintenance at City facilities. Lastly, the creation of a Lead Facilities Maintenance Mechanic will allow for a hierarchy of positions so that Facilities staff can endeavor to promote up the chain of command.

Estimated cost subject to change based on ongoing bargaining unit MOU negotiations.

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CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2023-24
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The Project Administration division has been actively working on numerous CIP projects for various City departments including but not limited to the Police Department, Fire Department, and Community Services Department. Project Administration has also managed design and construction for a number of tenant buildings.

These projects involve building improvements to assist with marketing efforts in delivering the premises in a condition as stipulated in various lease agreements.

With the increasing number of properties being leased to commercial tenants and with consideration to the City's aging tenant buildings, recent projects have been larger in scope and often require major infrastructure upgrades.

To meet our goal to deliver the desired number of projects on time, a Project Manager assigned to tenant buildings is needed. The range and size of projects for tenant buildings/space upgrades projected for the next five years will cover the workload for this position in addition to as-needed project delivery tasks on other CIP projects.

Additionally, the Project Administration division is looking to retain and promote staff who have demonstrated exceptional project delivery during their employment as an Associate Project Manager and have excelled themselves by gaining a professional architectural license. The expertise that a licensed architect brings to the team is invaluable in managing design and construction projects by having the knowledge to review design consultants' construction documents and bring value with attention to details, ability for constructive decision making, and overall project coordination. The retention of an individual that has experience working in the City of Beverly Hills with developed rapport and relationships with other staff, consultants, and contractors is also highly desired.

The promotion of Associate Project Manager to a Project Manager allows for growth and increased responsibilities in all aspects of project delivery as well as allowing to retain the talent and paving the path for succession planning.

Estimated cost subject to change based on ongoing bargaining unit MOU negotiations.

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CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2023-24
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The Meridian mobile barriers offer a flexible and secure method for directing pedestrian traffic at large event gatherings and protecting the public and facilities during periods of heightened risk. Meridian barriers are portable and temporary, designed for quick and efficient deployment to restrict vehicular traffic, manage traffic flow, and control crowds. They offer significant advantages over traditional concrete K-rail, including increased portability, cost effectiveness, and versatility for various security and crowd control applications. Up to eight barriers can be deployed in less than ten minutes by a one-person crew. Unlike concrete K-rails, no heavy equipment, hydraulics, or maintenance is required. Whereas bollards are permanent fixtures, Meridian barriers permit pedestrian and emergency vehicle access without moving them.

Community Services has been renting Meridian Rapid Defense Barriers since May 2019 to safely secure the perimeter of the Farmer's Market and protect patrons from the errant motorist. The area was previously blocked off by City vehicles which do not offer the highest level of protection. In conjunction with K-rail, the barriers have been used to block residential access during the biannual Art Shows. The annual cost for the barriers which includes rental, delivery, setup, and breakdown for these events has been approximately $120,000.

Relying on K-rail can pose challenges, such as the need for overnight deployment and potential limited availability during regional emergencies or unrest. Both the Police and Community Services Departments strongly support having Public Works manage barrier deployment instead of continuing to rent K-rail. Beverly Hills has experienced a growing need to temporarily close streets and other public rights-of-way due to the increasing frequency of large-scale public gatherings and a heightened risk of civil disturbance. Public Works plays a vital role in ensuring public safety and maintaining order during these events. There has also been a steady increase in City special events requiring street closures. By purchasing these barriers, Public Works can swiftly respond to closure requests from the Police Department and other City departments without requiring advance rental and planning.

This approach would also eliminate potential delays in K-rail deployment, further enhancing public safety and efficiency.

The barriers and related equipment will be stored at the Public Works Yard at 342 Foothill Road, where space has been optimized through general cleanup, better utilization, and the transfer of unneeded items. Storage at this location ensures rapid deployment to promptly address public safety needs when necessary.

This purchase of Meridian barriers, totaling $500,000, is estimated to be offset annually by $55,000, based on a portion of the Meridian Barriers rental costs incurred by Community Services (for the Farmer's Market).

A budget enhancement will come forward for FY 2024-25 for Phase 2, allowing Public Works to increase its ability to move the City towards a greater degree of self-sufficiency and rapid deployment of barrier protection and safety.

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CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2023-24
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The City Fleet currently includes 180 light, medium and heavy-duty emergency vehicles in the Police and Fire Departments such as black & white patrol vehicles that are used for Police patrol, the Mobile Command Center and Satellite Communications vehicles that are used for Police incident command, and the SWAT Operations vehicle and SWAT Armored truck that are used for SWAT team operations.

The Fire Department utilizes vehicles such as the Fire Engines and Ladder trucks that are used for Fire emergency response, the Battalion Cars that are used for Fire incident command, and the Rescue Ambulances that are used for medical rescue operations. The City Fleet also includes roughly 180 off-road, medium and heavy-duty Public Works vehicles that are used in a variety of divisions, such as Automated Side Loaders and Rear Loaders and Wheel Loaders that pick up trash and are used in the Solid Waste division, backhoes, crane trucks and aerial lift trucks that are used in the Streets, Signal Lighting and Water divisions, Combination, Rodder and Jetter trucks that are used in the Wastewater division, and Street Sweepers that are used in the Stormwater division.

The Fleet Services maintenance and repair budget has covered the escalating costs of emergency and heavy-duty vehicle repairs for at least nine years without a funding increase. The existing FY 2022-23 Fleet maintenance and repair budget is overdrawn and a request to transfer funding from other programs has been initiated to cover the deficit. The fleet maintenance and repair budget has historically relied on reallocating funding from existing purchase orders and utilizing transfers of funds from other programs to cover the costs associated with getting this work done. Reserve funding for unforeseen events have been exhausted, which further burdens the program's capability to keep vehicles safe and operational. The FY 2022-23 fleet maintenance and repair budget can support the current year's costs if transfers and disencumbrances are completed, although this will leave the budget with no reserve funding for unforeseen occurrences. There will continue to be the need for repairs of emergency and heavyduty vehicles, and it is imperative that there is enough funding in the Fleet Services budget to cover these repairs.

The number of fleet vehicles and equipment has increased from 400 to 450 over the last 10 years, and increases to maintenance and repair requirements have escalated accordingly. There are a number of other reasons that contribute to the escalated maintenance and repair costs, some of which are the decision to pause the fleet replacement program to help offset the economic impacts of the pandemic as well as support the Police Department audit, manufacturer computer chip issues, parts availability and supply chain issues, and replacement vehicle and equipment availability. Staff was able to extend the life of some aging vehicles that were ready for replacement, but maintenance and repair costs have increased accordingly as larger repairs are needed to keep these vehicles in use. Internal service fund (ISF) charges to departments for operating fleet vehicles and equipment will increase correspondingly as costs for vehicle acquisitions and maintenance and repair have escalated. This budget enhancement for $100,000 will not only support the increases and funding transfers described above, but also allow additional funding support to account for any unforeseen and unprojected future expenditures.

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CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2023-24
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The current staffing level was created using existing budgeted positions, with no additional headcount for the City.

Staff anticipates a significant increase in call volume when the remaining departments are added to the program.

Additional departments include Community Services and Fire non-emergency. Since FY 2020-21, total call volume has increased by 100% to 40,419 calls. On average, a 95% service level was earned each month.

CSRs also respond to a monthly average of 1,600 emails and 90 online requests via AskBev. Customer Relations plans to add a chat function once the new Customer Relationship Management software is implemented. The chat function will require constant monitoring by a CSR to ensure a high level of service. Customer Relations will also be piloting a Saturday service once all programs are onboarded. The extra day of service would not be possible with current staffing levels. Lastly, CSRs provide support for City events by staffing information booths/tables and taking service requests from community members during these events. More CSRs help ensure that there is coverage at these events. Due to the number of current customer interactions and the increase in interactions from adding additional departments, and advertising the new service to the community, staff is requesting one additional CSR position to complete the build out of the program and offer the aforementioned service level enhancements.

Estimated cost subject to change based on ongoing bargaining unit MOU negotiations.

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CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2023-24
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In addition, the City has successfully added and enhanced treatment technologies at the water treatment plant, increased its treatment volume capacities, and acquired two additional permitted groundwater wells.

The Water Utility has completed the final permitting phase of a La Brea sub-basin groundwater well which aligns with City Council priorities to continue pursuing groundwater wells in the La Brea sub-basin. The City is also planning on permitting two additional wells at La Cienega Park. These enhancements and groundwater acquisitions have increased the management of federal and state regulatory reporting requirements, regulatory compliance with treatment plant process locations, groundwater monitoring locations, monitoring frequencies, schedules, and data on water contaminants. In addition, the City has implemented and continues to implement several recently passed regulatory monitoring requirements. The division is also anticipating more Safe Drinking Water Act regulations in 2023. Currently, the Water Quality Specialist conducts all water quality-related tasks.

The Water Utility housed under Public Works is requesting the addition of a new classification of Water Quality Technician to support the Water Quality Specialist in following key areas:

1. Regulatory Monitoring – A Water Quality Technician is responsible for assisting in maintaining and routinely updating federal and state regulatory monitoring schedules, enhanced monitoring frequencies, and triggered monitoring requirements based upon laboratory results, vulnerability assessment, Title 17 and 22 of the California Code of Regulations (CCR), new regulatory monitoring requirements, operating permit conditions and actions.

2. Coordinating and Ordering Supplies – The Technician is responsible for coordinating and ordering all monitoring kits and chain of custodies based upon the monitoring requirements. Monitoring requirements may be attributable to the American Water Works Association Standards, main breaks, new main and fire hydrant installations, in-house water quality studies, and pilots.

3. Contracted Laboratory Coordination and Analysis/Laboratory Duties – The Technician maintains the laboratory and contracted certified laboratory coordination beyond the City's laboratory-accredited methods. The Technician also performs technical duties in water quality data management, data review, assessment, data trending, laboratory testing, calibrating, and water quality preparations for monitoring the water treatment plant, reservoirs, sources, and distribution water system. A Water Quality Technician performs a full range of laboratory duties, including managing laboratory testing of water samples for regulatory compliance reporting from the water treatment plant, distribution system, reservoirs, new pipelines, main repairs, and triggered monitoring at customers' homes. A Water Quality Technician may perform and coordinate water quality tests and conduct any laboratory-accredited method analysis. The Technician will need to maintain sample bottle inventories, kits, field and laboratory instrument inventories with serial numbers, sample bottle backups, laboratory chemicals, laboratory instrument parts, and reagents.

4. Public Inquiries on Water Quality – A Water Quality Technician may assist with technical water quality inquiries from customers, Commissioners, and staff. The Technician may assist with customer complaints and over-thephone assessments.

5. Compliance Documentation and Reporting – A Water Quality Technician is responsible for coordinating compliance documentation such as chain of custody sheets, regulatory compliance reports, customer complaints, regulatory permits and certifications, lab compliance data logs, calibration records, water quality tracking forms, graphs, and data.

An experienced Water Quality Technician will also save costs on the several regulatory monitoring plan updates that are historically subcontracted to consultants, which recently cost the City $32,372.

Estimated cost based on 30 work hours per week and subject to change based on ongoing bargaining unit MOU negotiations.

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CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2023-24
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Additionally, this past August, BHUSD decreased the eligibility age of their transitional kindergarten (TK) program participants from five years old to four years old, which directly impacted our program, requiring Adventure Camp to operate an additional hour and a half each day from 1pm to 2:30pm.

Estimated cost based on two full FTEs and is subject to change based on ongoing bargaining unit MOU negotiations.

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CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2023-24
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Support groups, youth sports organizations and outside rentals have increased by 25% since reopening, and mainly occur during evening and weekend hours requiring additional staff to accommodate room set-up and breakdowns.

Program offerings for both adults and seniors have expanded by 15%, bringing new recreational opportunities to the community. Pre-existing programs have returned to increased participation numbers as well. Total enrollment in City offered classes is up 33.8%. In FY 2021-22 there was a total of 13,648 enrollments compared to only 10,200 in FY 2020-21.

Estimated cost based on one full FTE and is subject to change based on ongoing bargaining unit MOU negotiations.

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CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2023-24
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With Bibliocommons' new e-content, records can be easily added and maintained automatically, making it possible to check-out e-content directly from the library catalog and not require a second or third search in another app. A second upgrade would be an add-on to our existing website. Niche Academy provides video introductions of ready-to-use tutorials that show patrons how to get started and ensure a satisfying first experience with many of the library's current online resources. One of the most challenging experiences our users encounter is learning how to use an online resource. These video clips will help patrons have a more successful start using a digital resource.

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CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2023-24
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2) Ongoing Arts and Culture programming saw a pandemic-related budget decrease of $82,393, mostly due to the reduction in in-person activities. With the return of a full four-block Art Show in Spring and Fall, as well as the Art Show's 50th Anniversary, a renewed interest in this amazing community benefit has grown. Costs have risen not only for this event's logistics, but across the board for public events, for safety measures (security for the art and the guests), workshop instructors and materials, and special event equipment rentals as the top costs that have risen. 3) Public Art Cleaning and Maintenance: Mayors Purchase Awards from Art Shows (twice-annual purchases), Ringo Star, and Mr. Brainwash art pieces, which have been purchased throughout the years from Council priorities and programs, do not qualify as fine art in the City's Fine Art Policy, and as such, their maintenance and cleaning cannot be paid out from the Fine Art annual budget. The requested enhancement would help cover the cost of cleaning and maintenance for these art pieces.

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CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2023-24
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The staff report that lists the FY 2022-23 one-time funding, (rather than ongoing) can be found at the following link: https://beverlyhills.granicus.com/MetaViewer.php?view_id=49&clip_id=8613&meta_id=522518 CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2023-24
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Department Divisions and Ongoing Tasks
Proposed Budget
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Policy and Management
Divisions
City Council and Administrative Support
Description
Provides support for the City Council and the operation of the City. Responsibilities include setting policy and enacting local legislation; approving City programs; adopting the City's budgets; coordinating and facilitating the City's resident educational Team Beverly Hills program; and establishing the City's legislative agenda.

Program Goals
 Implement the policy direction of the City Council by ensuring their goals and objectives are achieved in a timely manner.
 Oversee the management of the organization by facilitating efficient, effective, and missiondriven day-to-day operations of City departments.  Develop and coordinate strategies, goals, and objectives to guide the organization for the next five years and beyond.
 Implement the City Council's legislative agenda by managing the City's Federal and State legislative efforts.
 Coordinate the annual City Council Priority Setting Exercise for selection of Citywide initiatives.  Lead the City's development of policy recommendations by providing leadership to multidepartmental efforts on high priority projects such as organizational development, legislative advocacy, and regional collaborations.
 Facilitate responses to resident inquiries in a timely manner.  Advocate prudent fiscal planning by developing and implementing Citywide and departmental operating and capital improvement budgets.
 Serve as the City's liaison to the Team Beverly Hills resident education program by developing new participants and encouraging future resident involvement in City programs and activities through volunteer service by Team Beverly Hills graduates.  Maintain relationships with the sister cities of Herzliya, Israel; Cannes, France; Acapulco, Mexico; and Pudong, China.

Economic Sustainability
Description
Manage and provide a broad range of program initiatives aimed at sustaining Beverly Hills as a premier destination for visitors and a prime location for businesses.

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Program Goals
 To sustain and grow Beverly Hills as a premier destination for tourists and a prime location for businesses through a variety of business attraction, retention, and expansion programs and through the implementation of program priorities as outlined in the City's Economic Sustainability Plan.
 Maintain relationship with City partners in the business community including the Beverly Hills Chamber of Commerce, Rodeo Drive Committee, and Beverly Hills Conference and Visitors Bureau.
 Administer the Branding and Licensing program to expand the public's exposure to the City's brand.

Emergency Management
Description
Emergency Management, Resilience, and Recovery builds the capacity of individuals, the community, institutions, businesses, and systems within the City to survive, adapt, and grow despite any chronic stresses, acute shocks, or disasters.

Program Goals
 Strengthen all City departments', employees', residents', businesses', and other community stakeholders' ability to prepare for, mitigate against, respond to and recover from an emergency or disaster.
 Coordinate the City's Homeland Security, Emergency Management, Resilience, and Recovery programs, activities, trainings, and planning.
 Build the City's overall resilience levels, including enhancing the health and safety of the community.
 Coordinate the City's overall response to the COVID-19 Pandemic.

Communications and Marketing
Description
Communications/Public Information is responsible for increasing the community’s knowledge of City programs and services; maintaining relationships with local, regional, and national media outlets; and enhancing the City's reputation as a top local, regional, and international city. Communications staff administers comprehensive and coordinated communication programs; provides accurate and timely information to the public and media day-to-day and in the event of an emergency or disaster; and develops and implements strategies for effective communications through print and digital media.

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Marketing/Community Outreach is responsible for producing annual and one-time events, including mayoral and council initiatives that engage the community and enhance the City's reputation as one of the nation's top cities to visit and conduct business. Marketing staff maintains relationships with City partners in the business community, including the Chamber of Commerce, Conference and Visitors Bureau, and the Rodeo Drive Committee.

Program Goals
 Promote, enhance, and manage relationships with key media outlets and publications in an effort to enhance news coverage of the City and the visibility of key City programs and services.  Provide key internal and external communication programs.  Design and implement strategies to strengthen the marketing-related initiatives sponsored by the City and its community-based partner organizations.
 Engage in outreach to all City stakeholders on a variety of topics relevant to the City.

Real Estate Management
Description
The City and Parking Authority own an extensive portfolio of properties leased to commercial tenants for investment purposes and public benefit. Many properties are located in the Business Triangle and in the vicinity of 3rd Street and Foothill Road. The wide range of spaces includes several restaurants, multiple office buildings, ground-floor retail locations, several telecommunications sites, ground leases, one residential property, a small newsstand, a small concession shop, easements, license agreements, and more. The City also owns an office complex and a single-family residence in Los Angeles. The Policy and Management Department leads all negotiations for lease and acquisition of real property and coordinates property management and lease administration activities between the Public Works and Finance Departments.

Program Goals
 Utilize City-owned real property for maximum public benefit.  Acquire strategic property for development of public infrastructure and affordable housing.  Ensure all leasable spaces are fully leased to reputable and creditworthy tenants.

Equipment Replacement
Description
Equipment replacement refers to the acquisition of furniture, fixtures, machinery, equipment, and other relatively minor general fixed assets. Generally, an item that has an estimated life of two years or more and a unit cost of $1,000 to $25,000 is included in the equipment replacement program under an appropriate capital outlay account.

Program Goals
 Effectively and efficiently account for the replacement of equipment.

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Ongoing Tasks
 Assist the City Council with formulating policy by conducting research and coordinating the legislative process including establishment of Council meetings, agendas, and review of department reports and recommendations submitted for City Council action.  Encourage intergovernmental communication through collaboration with the Westside Cities Council of Governments, League of California Cities, and California Contract Cities Association.  Promote the City's legislative agenda by managing the City's federal and state legislative efforts and supervising lobbying firms contracted by the City.
 Support the Sister City Committee including the sister cities of Herzliya, Israel; Cannes, France; Acapulco, Mexico; and Pudong, China.
 Manage and facilitate the annual Mayor and City Council Installation.  Oversee and coordinate the implementation of the City Council priorities which are developed annually each Spring and implement the Mayoral and City Council initiatives throughout the year.
 Advocate prudent fiscal planning through the development and implementation of Citywide and departmental operating and capital improvement budgets.  Cultivate organizational leadership by facilitating, coordinating, monitoring, and overseeing departmental operations and multi-departmental projects.  Facilitate responses to resident inquiries, manage department's Ask Bev cases, and coordinate Citywide efforts to examine new and collaborative ways to solicit customer feedback.  Advance efficiency and effectiveness in customer service through day-to-day administrative support to the City Council, Policy and Management staff, and the general public.  Respond to complaints and/or concerns in a timely fashion (within 48 hours or less).  Support Next Beverly Hills Committee and the Sunshine Taskforce with their missions and work plans; coordinate meetings; prepare and distribute packets; schedule and post meetings; write and post meeting minutes; and other administrative duties to support the Committee, and Taskforce.  Review of City contracts (less than $50,000) for form, best practices, and coordination.  Coordinate with City departments, residents, businesses, and relevant stakeholders the planning for the construction of the Metro subway extension to both the La Cienega and the Rodeo Stations.
 Ensure life safety and security of all City facilities by maintaining and developing Employee Emergency Response Teams (EERT) and holding facility drills.  Maintain, update, and ensure compliance and coordination of the City's Emergency Operations Plan, the City's Hazard Mitigation Plan, and all disaster related plans, manuals, annexes, and lists.  Develop and support logistical and technological resources that support disaster preparedness operations and recovery.
 Increase all department and stakeholder ability to prepare, mitigate, respond and recover by assisting and supporting departments on special projects, work plan items, trainings, and planning exercises.

CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2023-24
DEPARTMENT DIVISIONS AND ONGOING TASKS 263
 Strive to maintain and improve public/community awareness by providing health, safety, and disaster preparedness information to the employees, the business community, and residential community.
 Strengthen the City's ability to respond and recover from an emergency or disaster by maintaining the Emergency Operations Center (EOC) and its components; developing, implementing and facilitating trainings, drills, and exercises.  Promote community and City resiliency by overseeing, supporting and coordinating a variety of activities, programs, and projects.
 Continue developing relationships and interfacing with disaster stakeholders.  Continue to promote and market the Disaster Ready program for businesses in the City.  Manage and keep updated various emergency management technologies that enhance response and recovery abilities.
 Produce key messages and communication materials for senior City officials.  Manage news coverage of the City by promoting positive working relationships with the media, including local, trade, regional and national reporters and editors.  Manage the City's website with new content, eGov applications, and social media.  Manage employee awareness of City management goals by maintaining internal communications tools such as The Bevy, employee newsletter, and others.  Manage the City's outreach program and written materials/collateral for community initiatives.  During election periods, coordinate City Council candidate orientation and City-sponsored forums.
 Manage City's agreement with the Beverly Hills Conference and Visitors Bureau and Rodeo Drive Committee for development and implementation of comprehensive tourism development and visitor marketing programs to maintain and grow Beverly Hills as a prime destination for visitors.  Manage City’s agreement with the Beverly Hills Chamber of Commerce to execute a variety of work plan initiatives aimed to maintain Beverly Hills’ position as the premier location to operate a business.
 Continue to support Chamber of Commerce efforts for attracting unique and community serving small businesses.
 Manage and coordinate, in partnership with Public Works Department Staff, the logistical and aesthetic details of the City's Holiday Décor and Lighting program to provide décor designed to promote the City as a destination for shopping and dining during the holiday season and respond to requests/complaints as needed.
 Leverage and enhance the Beverly Hills brand through strategic partnerships and programs.

Coordinate inquiries and requests for use of the Beverly Hills shield and manage potential infringements.
 Continue providing staff support to achieve Next Beverly Hills Committee goals and objectives, including special event logistical assistance.
 Support the Sunshine Task Force by facilitating their initiatives, strategies, and coordinating Citywide efforts in the fulfillment of their goals.

CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2023-24
DEPARTMENT DIVISIONS AND ONGOING TASKS 264
 Coordinate with homeowners’ associations in the City by providing and managing outreach, support, and sharing information.
 Prepare City Council closed session real estate packages for real property negotiations.  Manage marketing and leasing of available tenant spaces (lease proposals, lease review, assessor forms, and agenda reports).
 Administer wireless telecommunication leases at City-owned property.  Administer consulting contracts, brokerage contracts, and the tenant improvement process.  Coordinate property management and lease administration activities between the Public Works and Finance Departments.
 Evaluate opportunities for future development in strategic locations.  Provide outstanding and timely service to entire community (including internal customers/other City departments) in processing permits or responding to community issues.  Develop and conduct a 6-month educational program for the Team Beverly Hills resident program by coordinating and working with other City Departments, the Mayor's Office, and community groups as appropriate.
 Maintain Citywide outreach meetings and provide interdepartmental support for outreach efforts.
 Promote economic development activities to diversify the city's revenue streams and maintain the City's strong fiscal position.

CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2023-24
DEPARTMENT DIVISIONS AND ONGOING TASKS 265
City Attorney
Divisions
Legal Services
Description
The City Attorney's office provides legal support and advice to the City Council, City officials, and City departments. In addition, the office provides or oversees legal representation in all civil litigation matters in which the City is a party. The City Prosecutor enforces the laws of the Beverly Hills Municipal Code through the prosecution of misdemeanor criminal offenses.

Program Goals
Provide high quality legal support to the City Council and all City departments.

Equipment Replacement
Description
Equipment replacement refers to the acquisition of furniture, fixtures, and equipment with an estimated life of two years or more, and a unit cost of $1,000 to $25,000.

Program Goals
Effectively and efficiently account for all replacement of equipment.

Ongoing Tasks
 Render legal advice and legal opinions to the City Council, City officials, and City departments.  Preparation of various types of legal documents including but not limited to ordinances, agreements, easements, resolutions, and opinions.
 Attend City Council, Planning Commission, and department meetings. Attend other commission meetings and City meetings as requested by staff.
 Provide/oversee legal representation in civil matters to which the City is a party.  Work with Building and Safety to handle code enforcement matters including informal resolutions and civil and criminal prosecution.
 Provide training and educational sessions for City officials and City employees on the Brown Act, Public Records Act, Conflict of Interest laws, negotiating and drafting agreements, and drafting resolutions.
 Provide legal updates to the City Council and City staff of new legal developments and their potential impact on City operations, laws, and policies.  Assist Community Development department in achieving compliance of property maintenance standards, nuisance abatement, and business tax regulations.  Support the Planning Commission and Cultural Heritage Commission with legal advice.

CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2023-24
DEPARTMENT DIVISIONS AND ONGOING TASKS 266
CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2023-24
DEPARTMENT DIVISIONS AND ONGOING TASKS 267
City Clerk
Divisions
City Clerk Administration
Description
The Administration program provides support to the City Council and other City departments. The program is also responsible for providing and coordinating the resources necessary to conduct the day-today operations of the City Clerk's Office.

Program Goals
Provide service to customers both internally and externally in an efficient and effective manner while conducting all administrative operations.

Municipal Elections
Description
The Elections program provides City of Beverly Hills residents with an election process in accordance with the State of California Elections Code which forms the foundation of our democratic system of government.

Program Goals
Successfully lead all City related elections.

Public Meetings and Hearings
Description
The Public Meeting and Hearings program prepares and produces City Council Formal and Study Session meeting agendas, agenda packets, hearing notices, synopses, and minutes. In addition, this fulfills legal processing procedures for resolutions, ordinances, and contracts.

Program Goals
Coordinate and record all City Council meetings.

CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2023-24
DEPARTMENT DIVISIONS AND ONGOING TASKS 268
Records Management
Description
The Records Management program ensures that proper records retention, maintenance, and disposition practices are incorporated into all City record-keeping practices in compliance with state and federal records retention regulations.

Program Goals
Plan, direct, and oversee the development, implementation, and maintenance of records management services to ensure that the City is in compliance with regulations and provide greater capability to quickly search and retrieve documents.

Public Records Requests
Description
The Public Records Requests program responds to subpoenas for the requests and the production of public records according to the requirements of the California Public Records Act, and other federal and state laws pertaining to requests for information.

Program Goals
Coordinate with all City departments and manage the production of records in response to public records requests.

Program Goals
Effectively and efficiently account for all replacement of equipment.

CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2023-24
DEPARTMENT DIVISIONS AND ONGOING TASKS 269
Ongoing Tasks
 Ensure telephone calls made to the City Clerk's main line are provided a direct response or routed to the appropriate department in a prompt and courteous manner.  Continue to maintain the City seal and ribbons, and processing of official documents, such as proclamations, retirement certificates, etc.
 Administer oaths or affirmations, take affidavits and depositions pertaining to the affairs and business of the City, and certify copies of the official records.  Accept, process, and route all claims and legal documents filed with the City.  Update and implement the City's Conflict of Interest codes and Statement of Economic Interest Filings.
 Coordinate the ongoing Commissioner recruitment and reappointment processes. Distribute the Commission listing on a quarterly basis within the organization. Maintain a Local Appointments List as required by the Maddy Act.
 Coordinate updates to the Beverly Hills Municipal Code as required.  Process and maintain City contracts, covenants, easements, and deeds. Notarize City documents, arrange for recordation with the LA County Recorder's office and disseminate documents upon recordation.
 Conduct formal bid openings for City projects as needed.  Conduct City municipal elections consolidated with Los Angeles County.  Publish legal notices as required.
 Manage and prepare the agendas for all packets for all City Council study sessions and formal meetings. Create minutes.
 Continue to administer City Council meetings, inclusive of hybrid telephonic and video conference meetings.
 Coordinate the Sunshine Task Force Meeting with the City Manager’s Office. Create highlights.  Coordinate Citywide records storage and destruction, update of records retention schedules and policies, and records training of all City employees.
 Manage and coordinate the City's public records requests to ensure response within the 10 days required by the California Public Records Act.
 Continue to provide all services during declared emergencies.

CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2023-24
270
CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2023-24
DEPARTMENT DIVISIONS AND ONGOING TASKS 271
Finance
Divisions
Finance Administration
Description
The Finance Department Administration Division oversees all Finance Department activities and staff, which includes the Budget, Revenue, General Accounting, and Purchasing divisions.

Program Goals
To review, evaluate, and make recommendations related to Citywide policy issues that may have a financial impact on the City, while effectively managing and supporting the aforementioned divisions.

Budget
Description
The Budget Division works with all City departments to coordinate and prepare an annual operating, program-based budget and Capital Improvement Projects (CIP) Budget that follow best practices. The budget details the services provided, revenue and expenditure estimates, and projections.

Program Goals
To provide an annual operating budget, CIP budget, and provide accurate and timely support and other financial reports and analysis to City management, departments, City Council, and the community, while maintaining exceptional customer service.

Revenue
Description
The Revenue Division works with all City departments to administer major revenues. Revenue administration includes: the collection and direct oversight of the City's business and transient occupancy taxes, oversight of property and sales taxes, receipt of payments for utilities and other miscellaneous billing, including customer service activities, and assistance for the City's utility customers.

Program Goals
To administer the City's revenues effectively, while providing exceptional customer service.

CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2023-24
DEPARTMENT DIVISIONS AND ONGOING TASKS 272
General Accounting
Description
The General Accounting Division consists of Accounting, Accounts Payable, General Billing, Lease Administration and Payroll. General Accounting is responsible for the accurate and fair presentation of the City's financial transactions in accordance with Generally Accepted Accounting Principles (GAAP), compilation of City's Financial Statements, fiscal year-end audit, and ACFR (Annual Comprehensive Financial Report), the issuance of City disbursements, and maintaining compliance with City codes.

Program Goals
To accurately report financial information to stakeholders and to make timely, accurate payments to City employees and vendors, while maintaining exceptional customer service.

Purchasing
Description
The Purchasing Division is the control point of the City's decentralized purchasing system. Purchasing is responsible for coordinating procurement-related activities with other City departments and outside agencies, and reviewing and evaluating purchasing procedures to ensure an effective and timely workflow.

Also, the Purchasing Division acts as the control mechanism to ensure compliance with City policies, procedures, Government codes, and best practices.

Program Goals
To provide accurate, timely, and transparent purchasing support to City departments and the community while maintaining exceptional customer service.

Program Goals
To effectively and efficiently account for all Citywide replacement of equipment.

CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2023-24
DEPARTMENT DIVISIONS AND ONGOING TASKS 273
Ongoing Tasks
 Review, evaluate, and make recommendations related to Citywide policy issues that may have a financial impact on the City.
 Research, administer, and monitor City revenues and expenditures, offering stewardship for City assets, while maintaining and minimizing the City’s liabilities, to ensure optimal fund balances.  Provide financial and administrative reports and statistics to various City departments including the City Manager's office and City Council.
 Review City agenda reports and agreements, to evaluate and report fiscal impact.  Administer bond financing and rating activities related to capital improvement and other projects, while continuing to monitor outstanding debt for cost saving opportunities.  Comply with Government Finance Officers' Association best practices, and Municipal Code requirements by coordinating an annual operating and CIP budget for adoption by the next fiscal year.
 Update City Council through preparation of Midyear Status Reports on a semi-annual basis and more frequent updates as required.
 Perform tasks necessary to prepare, bill, collect, and administer the City's utility, preferential parking, tenant lease, business and miscellaneous billing accounts according to scheduled billing cycles.
 Process, prepare, and mail business tax renewal forms, review new business tax registrations, review transient occupancy tax filings, audit business classifications for tax compliance, and administer professional audit contracts per established schedule.  Continue revenue audit program to ensure proper reporting and payment of City taxes.  Perform monthly closings including subledger and general ledger account reconciliations, various revenue and expense trend analysis, bank reconciliations, and journal entries.  Comply with Governmental Accounting Standards Board (GASB) pronouncements and report all the City's financial transactions for presentation in the audited Annual Comprehensive Financial Report as well as various regulatory reports by performing all actions necessary to properly and accurately account for such transactions.
 Review and record changes in the City's fixed assets monthly.  Perform biweekly payroll processing and reviews, including federal and state tax quarterly and annual reporting requirements, CalPERS pension and deferred compensation required reporting.  Perform tasks necessary to administratively review Citywide invoices, employee expense reimbursements, and payment processing. Administer purchase card program including transaction uploads into the financial reporting system for reviews and department approvals.  Ensure purchases do not exceed budgets and monitor for compliance with City purchasing policies, ordinances, and any applicable regulatory requirements.  Coordinate the creation of requisitions, purchase orders, contracts, and ensure maintenance of proper documentation vital to the purchasing function.
 Support the City Treasurer in managing the City's investment portfolio.  Administer collection and reconciliation of the City's lease revenues.

CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2023-24
DEPARTMENT DIVISIONS AND ONGOING TASKS 274
 Maintain updated operating and capital projects financing workbooks to identify/address funding needs and strategies.
 Continue monitoring enterprise funds’ revenue and expense trends on a monthly basis and provide quarterly water fund updates to the Public Works Commission.  Continue participating in labor negotiations and providing labor costing thereon.  Maintain Citywide schedule of taxes, fees, and charges and provide updates the City Council on an annual basis.

CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2023-24
DEPARTMENT DIVISIONS AND ONGOING TASKS 275
Human Resources
Divisions
Human Resources
Description
Human Resources is responsible for Citywide personnel administration, organizational learning and development, labor and employee relations, recruitment and selection, classification and compensation, and employee recognition and engagement.

Program Goals
Deliver consistent, credible, and comprehensive Human Resources services; partner with departments on workforce management, staffing, and organizational restructuring in the midst of a complex labor environment; and provide targeted training in order to promote an engaged and competent workforce.

Risk Management
Description
Risk Management is responsible for the administration of workers' compensation, insurance, and liability claims management in order to mitigate risk exposure, partners with the City Attorney's office in coordinating Citywide litigation, oversees safety and injury/illness prevention, benefits and leave administration, and employment-related ADA/interactive processes.

Program Goals
Develop comprehensive, effective, and cost-efficient measures to reduce the City's liability and financial loss, control risk exposures, manage claims, and promote a safe and healthy workforce.

Program Goals
Effectively and efficiently account for all replacement of equipment.

CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2023-24
DEPARTMENT DIVISIONS AND ONGOING TASKS 276
Ongoing Tasks
 Partner with hiring departments to establish and administer comprehensive recruitment plans for filling vacant positions.
 Continue to enhance the City’s Hire Local program in order to educate City residents on opportunities to work in the City they live.
 Manage and facilitate onboarding and orientation program for new employees.  Accurate and efficient processing of personnel actions.  Coordinate the recruitment, selection, and ongoing oversight of the City's Internship program.  Interpret, administer, and provide guidance on the City's Administration Regulations.  Collaborate with the Finance department to develop and update processes and functionalities of the City's ERP system.
 Conduct classification and compensation studies, including the annual reclassification requests submitted as part of the budget process.
 Continue to systematically prioritize and manage Citywide classification and compensation studies to ensure up-to-date job descriptions, correctly classify positions, and maintain an equitable and competitive pay structure.
 Provide guidance and work with departments to resolve complex personnel matters.  Serve as the City's representative in coordinating and facilitating matters involving litigation.  Conduct workplace investigations as necessary.
 Work collaboratively with representatives of the City's nine employee associations to address labor relations issues.
 Negotiate, interpret, administer, and provide guidance on nine collective bargaining agreements (MOUs).
 Manage the City's health benefit programs for current and retired employees.  Administer the City’s wellness and leave programs.
 Provide educational teambuilding opportunities for City employees through coordination of the annual Innovations Day program, brown bag lunches, the Employee Summer Luncheon, the Employee Excellence Awards, and other recognition events.  Provide training opportunities for full-time and part-time employees.  Administer the City's tuition reimbursement program.
 Monitor compliance on an ongoing basis.
 Analyze losses and develop plans to reduce or eliminate exposures (i.e. employee injuries, property damage, financial/third-party claims) on a quarterly basis.  Manage and coordinate the process for workers' compensation claims.  Review all City contracts and certificates of insurance to ensure vendor/service provider compliance with City insurance requirements.
 Procure and maintain appropriate levels of insurance for City property, general liability, and excess workers’ compensation coverage.
 Assist in accident review and help develop action plans to prevent similar future accidents on an ongoing basis.

CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2023-24
DEPARTMENT DIVISIONS AND ONGOING TASKS 277
 Manage and coordinate the general liability claims process.  Continue to refine procedures and methods for the recovery of costs generated by outside parties that damage City facilities and/or property.
 Continue to review all City insurance plans to ensure the City is receiving the best possible protection for the cost.

CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2023-24
278
CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2023-24
DEPARTMENT DIVISIONS AND ONGOING TASKS 279
Police Department
Divisions
Office of the Chief
Description
The Office of the Chief is responsible for directing the overall operations and activities of the Police Department and administering a range of police services. The program includes the Office of the Chief, Professional Standards Unit, the Intelligence Unit, and the Police Community Relations program.

Program Goals
 Provide the highest level of service to the community by working collaboratively with Department and City staff.
 Ensure the peace, safety, and security of the City by lawfully gathering and disseminating information pertaining to criminal activity and, most importantly, the threat of terrorism.  Enhance safety and security by providing crime prevention information.  Equip citizens with the tools to anticipate, recognize, and report potential and ongoing crimes.  Complete investigations and complaints made from community members within the statutory period.

Police Administrative Services
Description
The Police Administrative Services Division is responsible for support operations within the Police Department. The Division includes the Special Projects Unit, the Records Bureau, the Communications Bureau, the Personnel and Training Bureau, the Digital Evidence Unit, and the Department Budget.

Program Goals
 The goal of the Special Projects Unit is to improve the safety of the community by seeking out, evaluating, and implementing law enforcement technologies.  The goal of the Communications Bureau is to process all calls for service for Police, Traffic and Parking, and Fire while dispatching appropriate emergency services personnel in a prompt, courteous, and professional manner.
 The goal of the Records Bureau is to maintain the integrity and accuracy of police records in an efficient and effective manner while maintaining compliance with all applicable laws and best practices.
 The goal of the Personnel and Training Bureau is to make the City the safest place for all people to live, work, and visit, by recruiting, hiring and training high caliber employees; manage the Department’s training activities and ensure that all mandatory professional training standards are met.

CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2023-24
DEPARTMENT DIVISIONS AND ONGOING TASKS 280
 The goal of the Digital Evidence Unit is to properly store, audit, and produce digital evidence to support law enforcement investigations and respond to criminal and civil subpoenas and discovery.
 The goal of the Department’s Budget team is to monitor and track department spending, procure necessary equipment, tools and training, while maintaining compliance with the City’s purchasing rules.

Field Services Division
Description
It is the mission of the Patrol Bureau of the Beverly Hills Police Department to provide the highest caliber of law enforcement services while maintaining a positive relationship with the public. The Patrol Bureau will accomplish this mission through expedient response to calls for service and the use of proactive policing strategies while incorporating the use of the newly implemented Real Time Watch Center (RTWC). Utilizing the RTWC will enable patrol officers to be more proactive in stopping crime by having the City’s nearly 2,000 Milestone cameras monitored 24 hours a day, utilizing a surveillance drone 7 days a week and using Automated License Plate Reader (ALPR) cameras that alert on stolen and wanted vehicles. The use of technology in combating crime.

Field Services Division safely, efficiently, and effectively provides coordination and support of the Special Weapons and Tactics (SWAT) Team, and Crisis Negotiation Team to any and all entities both within and outside the Department, in the support, prevention of, or in response to emergency situations requiring resources and expertise beyond the scope of normal police operations.

Traffic Bureau is responsible for the safe travel of vehicular, bicycle, and pedestrian traffic throughout the City of Beverly Hills by incorporating the three E’s of traffic: Enforcement, Education, and Engineering.

The Traffic Bureau carries out its mission by staffing a team of Motorcycle Officers, Accident Investigators, DUI Team, Traffic Control Officers, Commercial Enforcement Officer, and Photo Red Light Enforcement Officers. The Traffic Bureau also has the added responsibility of overseeing vehicle impounds and assisting in the planning and coordination of special events and filming in Beverly Hills.

Traffic Management and Parking is responsible for enforcing parking violations, handling preferential parking permit zones, promoting a safe environment (i.e. red zones and disabled enforcement zones), and promoting parking space turnover thereby creating more available parking (i.e. time-limit zones and metered spaces).

Program Goals
 The goal of the police K-9 unit is to enhance public safety by providing an alternative searching methodology to find hidden suspects, explosive devices, and illicit narcotics. In addition, the K-9 unit reduces personnel needs and expedites police investigations.  The goal of the Jail Bureau is to efficiently book, process and temporarily house inmates in a humane and efficient manner and in compliance with Title 15 and police department's manual as a Type 1 jail facility.

CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2023-24
DEPARTMENT DIVISIONS AND ONGOING TASKS 281
 Ensure public safety by providing police services to the citizens of Beverly Hills.  Prevent crime, apprehend criminals, and safeguard lives and property by maintaining a highly trained, well-equipped, and professional Patrol Bureau.  Ensure the safety of drivers and pedestrians in Beverly Hills by enforcing traffic laws, educating the public on safety and identifying potential hazards for drivers, bicyclists, and pedestrians.  Utilize the Real Time Watch Center (RTWC) to quickly respond to calls for service by providing a virtual presence to efficiently prevent, identify and solve crimes in progress.

Investigative Services Division
Description
The Investigations Services Division includes the Detective Bureau, High Tech Crime Unit (HTCU), Crime Impact Team, Identification Bureau and the Property and Evidence Unit. The Detective Bureau is responsible for the apprehension of criminals through investigation, recovery of stolen property, and preparation and presentation of evidence in criminal cases. The Crime Impact Team’s mission is to provide an investigative team that can focus on specific crime trends and work towards crime reduction with the aggressive pursuit of criminals. HTCU is responsible for the processing of all digital evidence.

The Identification Bureau is responsible for the documentation of crime scenes and collection of evidence, the linking of suspects to crimes with physical evidence, the processing of DNA evidence, and providing photographic services as required by the Department. The Property Section is responsible for securing physical property seized or otherwise obtained as part of a crime, arrest, or criminal investigation.

Program Goals
 Ensure the Department's ability to successfully handle and prepare for all incidents requiring expertise beyond the scope of normal police operations.  To proactively identify criminals who target Beverly Hills residents and visitors.  To proactively identify crime trends and work with surrounding agency partners to prevent crime through aggressive investigation and enforcement.
 The goal of the Crime Impact Team is to focus on specific crime trends and influence those trends through directed investigations, surveillance, and work in partnership with the Detective Bureau.  The goal of the High Tech Crime Unit (HTCU) is to use forensic analysis tools to examine digital data from computers, vehicles, cellular phones, and social media to further criminal investigations in support of Detective Bureau program goals.
 The goal of the Property and Evidence Unit is to ensure the security and integrity of property and evidence while fulfilling requests in compliance with state law.  The goal of the Identification Bureau is to provide further analysis and locate evidence to effect successful prosecution through the court system.

CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2023-24
DEPARTMENT DIVISIONS AND ONGOING TASKS 282
Law Enforcement Grants and Special Revenue
Description
Separate account tracking procedures are required for special law enforcement revenue sources. Police Department grants, asset forfeiture funds, and inmate welfare funds are administered through this budget program.

Program Goals
 Effectively and efficiently manage special revenue funds in accordance with federal, state, and local policies and procedures.

Program Goals
 Effectively and efficiently account for all replacement of equipment.

CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2023-24
DEPARTMENT DIVISIONS AND ONGOING TASKS 283
Ongoing Tasks
 Prepare for and prevent terrorist incidents by working with federal, state, and local anti-terrorism programs, including the Joint Terrorism Task Force.
 Maintain partnerships with federal, state, and local agencies (Department of Homeland Security, FBI, Joint Terrorism Task Force, Westside Intelligence Working Group, and Interagency Communications Interoperability System (ICI System) Board of Directors.  Maintain a three-minute, or less, response time to emergency calls.  Answer 95% of 911 calls within 15 seconds and dispatch necessary police and fire personnel as appropriate.
 Work with BHUSD and their campus security team to ensure safety of school campuses.  Maintain high visibility at public and private schools during school hours or school events.  Ensure the protection of visiting dignitaries by maintaining regular contact with both the United States Secret Service and the United States Department of State.  Maintain case clearance rates at or above the statewide average.  Conduct quarterly 290 Penal Code Sex Registrant compliance checks.  Perform general community outreach activities and provide information via various social media platforms.
 Process and book cooperative arrestees within 50 minutes of their arrival on the Jail floor.  Process and maintain police records in accordance with state and federal law and departmental policy.
 Ensure the Property and Evidence Unit is continually seeking authorized property dispositions for adjudicated cases.
 Participate in local, regional, and statewide traffic safety programs to promote legislation and technological changes related to traffic control and enforcement.  Strengthen the Department's ability to respond to and recover from an emergency or disaster by participating in Emergency Management related trainings, meetings, exercises, workshops, and special events.
 Ensure that the Department maintains 100 percent Peace Officer Standards Training (POST) compliance for active employees covered by POST requirements each year.  Ensure that 100 percent of active sworn employees meet the Department's weapons training standards.
 Ensure that police employees’ training hours are properly logged and tracked.  Enforce Citywide parking regulations through effective and efficient traffic control officer deployment.
 Counter permit fraud by conducting specialized enforcement of disabled placards, taxi operations and on-street valet permits by undertaking quarterly targeted enforcement taskforces.  Comply with the California Vehicle Code by conducting administrative review of contested parking citations, completing 90% within 60 days.
 Complete personnel investigations as quickly as possible, but no longer than the statutory period of 1 year.

CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2023-24
DEPARTMENT DIVISIONS AND ONGOING TASKS 284
 Secure grant funding and administer federal programs for department projects and programs by researching funding opportunities, submitting applications, and administering related awards.  Manage Citywide parking permit program.
 Utilize and enhance the current RTWC’s capabilities to proactively identify and prevent crime.

CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2023-24
DEPARTMENT DIVISIONS AND ONGOING TASKS 285
Fire Department
Divisions
Fire Administration
Description
The Fire Administration provides overall planning, control, leadership, and management of all fire department activities staff support for all programs, including the Health and Safety Commission.

Program Goals
Fire Administration provides professional management and administrative support to all the operational and service functions and personnel of the department to ensure that superior service is delivered to the Beverly Hills community by the finest personnel, advanced equipment, and newest technology available.

Community Risk Reduction
Description
The Community Risk Reduction (CRR) provides continual improvement of the fire and life safety of the Beverly Hills community through a vigilant inspection program and through the adoption, application, and enforcement of the latest fire, building, and health and safety codes and standards. This also includes public education programs in the schools and community, Stop-the-Bleed, fire investigation, Fire-wise, and wildland-urban interface inspections, to name a few.

Program Goals
Provide continual improvement of the fire and life safety of the Beverly Hills community through a vigilant inspection program and through the adoption, application, and enforcement of the latest fire, building, and health and safety codes and standards.

Emergency Response Services
Description
The Emergency Response Services (ERS) provides rapid, highly skilled response for the mitigation of all types of emergencies to protect the Beverly Hills community, visitors, and other government agencies from all risks.

Program Goals
Emergency Response Services is dedicated to providing rapid, highly skilled response for the mitigation of all types of emergencies to protect the Beverly Hills community, visitors, and other government agencies from all risks. Emergency Response Services is dedicated to providing superior service for all types of nonemergency service calls that may affect the community's well-being and quality of life.

CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2023-24
DEPARTMENT DIVISIONS AND ONGOING TASKS 286
Emergency Medical Services – EMS
Description
The Emergency Medical Services (EMS) provides rapid emergency medical response, advanced cardiac life support, and pre-hospital care, by highly trained nurse practitioners, paramedics, and Emergency Medical Technicians (EMTs), with medical oversight from physicians and registered nurses.

Program Goals
The Fire Department's EMS program goal is to provide rapid emergency medical response, advanced cardiac life support, and pre-hospital care utilizing state-of-the-art equipment.

Fire Community Programs
Description
The Fire Community Outreach Programs provide the citizens, the business community, and members of the Beverly Hills Unified School District in learning the basic emergency skills that will enable them to save lives and protect property. Its diverse programs encompass the following: Public Access Defibrillator, Community Emergency Response Team, Business Emergency Response Team, and the JUST IN CASE BH.

Program Goals
Enhance the community's ability to deal with emergencies or large-scale disasters by providing the training programs, skilled instructors, and encouragement necessary to train our citizens, employees, business community, and members of the Beverly Hills School District.

Program Goals
Effectively and efficiently account for all replacement of equipment.

CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2023-24
DEPARTMENT DIVISIONS AND ONGOING TASKS 287
Ongoing Tasks
 Further enhance the Department’s Public Education/Outreach social media program  Continue implementation of the FirstWatch software and assess need for additional applications for accreditation and operations.
 Monitor the Red Flag No Parking restriction program and update as necessary.  Continue to utilize available resources and future innovations to improve outreach, maintain relevance, provide information, and receive feedback from the community.  Continue the Department's partnership with LA County Emergency Medical Services Authority (EMSA) in the development of the Extracorporeal Membrane Oxygenation (ECMO) Pilot Project  Promote and maintain effective communications and relations through liaising with the Los Angeles Area Fire Chiefs Association (LAAFCA), Los Angeles County EMS Agency, City departments, mutual-aid partners, other agencies, and citizen groups.  Continue to strengthen the Department's ability to respond to and recover from an emergency or disaster by participating in Emergency Management-related trainings, meetings, exercises, workshops, and special events.
 Provide rapid response to hazards of all scope and scale through progressive, ongoing departmental training. This training includes fire suppression, physical rescue, Urban Search and Rescue (USAR), all hazard mitigation, as well as incidents involving Chemical, Biological, Radiological, Nuclear, and Explosive (CBRNE) agents.
 Continue to train all personnel in Tactical Emergency Medical Services (TEMS) and Force Protection, with the Beverly Hills Police Department, to better provide a more effective response on active shooter incidents.
 Continue participation in the California Department of Health Care Services-sponsored Ground Emergency Medical Transportation (GEMT) supplemental reimbursement program and Quality Assurance Fee (QAF).
 Maintain collaboration with the Administrative Regulations (AR) Committee, in updating the City's Administrative Regulations.
 Continue to conduct and make available the peer-based behavioral health and wellness resilience through the Critical Incident Stress Management (CISM) Program for all personnel.  Maintain the Department's participation in the Emergency Triage, Treat, and Transport (ET-3) Pilot Program.
 Retain partnership with Beverly Hills-CPR, including the Stop-the-Bleed Program.  Continue to track and maintain progress with the evolution of the Drone Program.  Conduct monthly emergency management training, drills, and exercises.  Continue partnership with the Mobile Stroke Unit (MSU) and the UCLA Health System.  Assess the light duty vehicle efficiency in relation to current operations.  Develop and implement virtual refreshers for Community Emergency Response Team (CERT); Business Emergency Response Team (BERT); Disaster Emergency Response Team (DART); Employee Emergency Response Team (EERT); and Stop the Bleed.  Continue to streamline, integrate, and update all Department manuals via Lexipol Database.

CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2023-24
DEPARTMENT DIVISIONS AND ONGOING TASKS 288
 Continue development and evaluation of the Department’s Health & Wellness Program.  Attend Metro-related meetings, develop pre-plans, and conduct training to mitigate potential risks and hazards associated with Metro Project.
 Continue partnership with Planning division in developing a system to track and implement the requirements of the Fuel Modification Ordinance.
 Meet all requirements necessary to maintain international accreditation, including timely completion of the Annual Compliance Report.
 Continue fire modeling to refine and direct efforts of fuel management program within the VHFHSZ by evaluating and removing hazardous vegetation along the evacuation routes.  Plan, coordinate, and host the Annual 9/11 Commemoration Ceremony.  Continue with the implementation of the JUST IN CASE BH.  Maintain effective facilitation of the Health and Safety Commission.

CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2023-24
DEPARTMENT DIVISIONS AND ONGOING TASKS 289
Community Development
Divisions
CD Administration
Description
Community Development Administration provides support to the department's five divisions (Planning, Development Services, Community Preservation, Community Filming and Events Permits, and Rent Stabilization) to implement City Council policy as directed by the City Manager. Administration also provides clerical and customer service support to five commissions - the Planning Commission, Architectural Review Commission, Design Review Commission, Cultural Heritage Commission, and the Rent Stabilization Commission. The administrative functions include coordinating meeting activities, schedules and minutes, packet preparation and distribution. Administration is also responsible for budget management, contract administration, website maintenance and coordination, purchasing, records management coordination, accounting and administration of the Planning and Intelligence Units of the City's Emergency Operations Center.

Program Goals
Provide pertinent information to staff and the public to assist them in effectively and efficiently managing available resources. Improve operational efficiency for easier access to available information and conduct special projects that will enhance customer satisfaction. Provide records information to the public and City staff. Provide administrative support to Planning, Development Services, Community Preservation, Community Filming and Events Permits Divisions, and Rent Stabilization divisions, as well as to the Planning, Architectural Review, Design Review, Cultural Heritage, and Rent Stabilization Commissions.

Planning
Description
The majority of Planning's work effort is directed to the review and processing of private development projects, providing information to residents, business owners, government and non-governmental agencies, proactively creating and implementing land use policies and carrying out City Council work plans. The division is responsible for implementing city goals and objectives identified in the General Plan, including policies related to land use development, housing, conservation and preservation, among others. In addition, the Division implements the City’s affordable housing program and ensures ongoing compliance with the State’s housing laws. The Planning Division’s Major Projects Team is dedicated to processing all large-scale complex projects in a timely manner. Planning supports other departments in the processing of city projects, environmental review for a variety of city actions, and monitors regional development. Planning serves four commissions; including, Planning, Architectural, Design Review, and Cultural Heritage Commissions. The Planning Commission evaluates land use-related projects and provides guidance and recommendations on policy work. The two design-related commissions, Architectural and Design Review, provide architectural review of commercial, multiple family and single- CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2023-24
DEPARTMENT DIVISIONS AND ONGOING TASKS 290
family homes. The Cultural Heritage Commission celebrates the community's cultural heritage and reviews projects for local landmark designation.

Program Goals
Efficient and proactive review and processing of private development applications consistent with applicable local, state and federal regulations, while ensuring ample opportunity for an informed public to participate in the review of significant projects. Communicate, inform, and provide timely responses to inquiries from residents, the business community and other organizations with information available at City Hall and internet-based resources. Update and maintain the City’s General Plan and Municipal Code to comply with State laws and ensure policies are up to date and reflect community goals. Advance and implement City-Council directed work plans and policy initiatives. Provide staff support and resources to the Planning, Architectural, Design Review, and Cultural Heritage Commissions as set forth in local ordinance and as directed by the City Council.

Community Filming and Event Permits
Description
The Community Filming and Event Permits Division is responsible for the coordination, logistics, and issuance of filming, still photography, and special event permits for the city-at-large including city parks (except for Greystone Mansion) as well as internal City and Mayoral initiatives as needed. The division also maintains the filming, events, and outreach meetings calendar and schedule for street pole banner displays throughout the City.

Program Goals
 Assist with logistical coordination including permits, personnel, equipment and outreach for City-sponsored events and Council initiatives in order to provide an exceptional experience to the community, and encourage visitors and residents to increase their visits to the City and its establishments (restaurants, hotels, and retailers).
 Provide direct contact and considerate assistance to customers, the community, and City departments in order to facilitate successful film shoots and special events while minimizing disruptive impacts to residents and businesses.
 Provide a streamlined and timely procedure for processing film and event permit requests in order to advance the process for customers to come and return to Beverly Hills for projects.

CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2023-24
DEPARTMENT DIVISIONS AND ONGOING TASKS 291
Development Services
Description
Development Services provides premier customer service for development-related services including plan review, permit issuance, building inspection and record request processing. The goal is to deliver fast and convenient service by coordinating the building, zoning, public works, and fire prevention plan reviews and approvals. Staff is available to answer questions, address concerns, and offer front-end assistance in guiding applicants through the development process. The Division assists commercial and residential customers in verifying the compliance of building design with federal, state and local laws. Nationally certified Building Inspection staff conduct site inspections on private and City-owned properties to confirm safe and code compliant installations. Development Services also includes records management, which is tasked with active project document management, document imaging, archiving, and providing public information on all development and property-related records (e.g. zoning, plans, reports, permits, covenants, and other related documents). It also facilitates public access to the department's services and information using web-based, or telephone technology.

Program Goals
Promote a safe and quality-built environment by guiding and assisting residential and commercial owners/developers in their construction-related needs. Provide coordination of all development related services. Provide timely responses to public record requests. Provide comprehensive customer service intended to facilitate the processing of all development related requests. Continually improve the quality, accessibility, and timeliness of customer service through process refinement and technology.

Community Preservation Services
Description
Community Preservation Division maintains the quality of life in neighborhoods through constituent outreach, education, responsiveness to community concerns, and the fair enforcement of municipal codes. Officers respond days, nights, and weekends to compliance issues related to property maintenance, nuisances, building and zoning violations, business tax registration, and animal services. In order to address neighbor issues, Community Preservation offers facilitated professional mediation services.

Program Goals
Protect the health, safety and general welfare of the community through the administration and enforcement of Beverly Hills Municipal Code regulations.

CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2023-24
DEPARTMENT DIVISIONS AND ONGOING TASKS 292
Rent Stabilization
Description
The Rent Stabilization Division is responsible for administering the City’s Rent Stabilization Ordinance to ensure compliance. The Rent Stabilization Division conducts outreach and trainings to educate tenants and housing providers about their rights and responsibilities. The division is tasked with providing administrative support to the Rent Stabilization Commission and implementing the ordinance which includes carrying out the rental unit registration process; certifying allowable rent increases; processing all appeals and hearings for rent adjustment applications; and maintaining all records and information related to the city’s rental unit data base. The division conducts enforcement of complaints and allegations of violations of the Rent Stabilization Ordinance including illegal rent increases, habitability violations, no-cause evictions, relocation fees, registration, just cause evictions, lease violations, reduction in services, means and method plan, and mediation services. The division staff is available to answer questions, address concerns, and offer one-on-one assistance to tenants and housing providers on all ordinance provisions. Staff also administers consultant service agreements for mediation services, hearing officer services, and rental unit registration system software.

Program Goals
Promote the stability of renter populations, maintain quality of Beverly Hills multi-family housing stock, and protect occupants from unreasonable rent increases while recognizing a housing provider's right to receive a fair return from their rental property.

Program Goals
Effectively and efficiently account for all replacement of equipment.

CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2023-24
DEPARTMENT DIVISIONS AND ONGOING TASKS 293
Ongoing Tasks
 Ensure work and service levels provided are consistent with expectations set forth by the City; provide direction and support to staff; ensure work is being completed in a professional and timely manner; continually evaluate systems and operations and implement changes and enhancements to best balance the need for efficient application processing with the expectation of public input opportunities.
 Review and process all aspects related to private and public development activities including applications and projects requiring review by the City Council, Planning Commission, Architectural Commission, and Design Review Commission, plan review, permit issuance, and inspections.
 Process over-the-counter applications; provide guidance and information at the Permit Center, through telephone and email inquiries and Comcate requests for information; meet with prospective applicants and the community; provide organizational support to other City departments, local and regional government agencies and local organizations; review, monitor and, as appropriate, comment on regional development projects.  Review and approve private event proposals to issue permits Citywide; review and coordinate the logistics for any City Council Priority City event such as Ciclavia and Bold events; review and issue permits for film and still photography; manage permits and logistics for City owned venue rentals such as the Municipal Gallery and Boat Court; manage the City's street pole banners program.
 Facilitate effective meetings for the five commissions (Planning, Architectural, Design Review, Cultural Heritage, and Rent Stabilization by preparing and coordinating commission meeting materials, dates and activities as scheduled.
 Reach out to community through regular attendance at residential and business events.  Provide records research services for internal and external customers.  Provide a safer and higher quality of life to the community by responding to code violation complaints relating to property maintenance, building permits, business tax registrations, zoning and animal control, including afterhours and weekend coverage.  Provide a high level of animal shelter and care services in partnership with the City of Los Angeles.
 Administer the annual rental unit registration process with the goal to register 100% of all rental units subject to the scope of the ordinance.
 Collaborate with other City departments and programs as needed to continue monitoring and implementing the Rent Stabilization Ordinance.
 Process all rental unit registration updates filed throughout the year, this includes re-rentals, changes in property owner contact information and new ownership.  Maintain and enhance the City's rental unit registration database.

CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2023-24
DEPARTMENT DIVISIONS AND ONGOING TASKS 294
 Respond to all tenants and landlords' inquiries regarding the provisions of the Rent Stabilization Ordinance and regulations. Investigate complaints regarding rent increases, habitability, no cause evictions, relocation fees, and registration, just cause evictions, violation of lease terms, and reduction in services, means and method plans, major remodeling, and mediation services. This includes inquiries received via telephone, email, walk-ins and referrals from other City programs.  Provide reports and analysis of rental unit registration statistics and compliance. Provide monthly report to Rent Stabilization Commission.
 Increase public awareness through public education on the City website and community educational workshops.
 Administer the City’s deed-restricted affordable housing units, including placement of tenants and annual review of tenant qualifications for ongoing participation in the program.  Continue to process historic landmark designations and golden shields.  Implement required housing element policies included in the General Plan.  Continue to facilitate all aspects of major projects to ensure efficiency and a high level of customer service.
 Continue to support Strategic Planning Committee efforts as needed to create a plan for the southeast. (Action 2.C.1 of the Economic Sustainability Plan)  Continue to reorganize Article 27 of the Beverly Hills Municipal Code to improve readability as appropriate - does not include substantive language changes.  Continue to develop workflows to streamline and guide customers through the Department processes.

CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2023-24
DEPARTMENT DIVISIONS AND ONGOING TASKS 295
Information Technology
Divisions
Information Technology
Description
The Information Technology (IT) Division will continue to set the standard of excellence for municipal governments by seeking state-of-the-art information services to improve the quality of the City's organizational processes, and to enhance information services to the Beverly Hills community. The IT Division is comprised of five functional areas. (1) IT Administration - accountable for the vision, management, oversight, and delivery of IT solutions. (2) IT Client Support - provides ongoing service and support related to all front-end hardware, software, and related computing equipment for Citywide users.

This includes first-line telephone support, in-person technical support at user department sites, and tracking and reporting of all user requests. (3) Data Center - maintains and enhances the City's core computing infrastructure which includes all server and storage hardware, software and equipment, and all public safety systems and mission-critical applications. (4) Network and Communications - provides comprehensive infrastructure and services in support of all City departments, programs, and activities.

This includes telecommunications, wireless communications, radio communications, Local Area Network (LAN) services, Wide Area Network (WAN) services, Municipal Area Network (MAN) services, and internet communications services. This program also includes key security initiatives to ensure the integrity and safety of Citywide data and communications. (5) Software Solutions - dedicated to producing products and services that increase performance, efficiency, and customer service capabilities of the organization. This program focuses on software development for department users and involves research, development, and implementation of software solutions for Citywide initiatives including internal business processes, business intelligence, eGov initiatives, GIS, CAD, Asset Management, and supporting the City's Community Video Security efforts.

Program Goals
The purpose of the Information Technology Division is to facilitate Citywide and intergovernmental knowledge sharing and to ensure access to reliable, innovative, and cost-effective technologies that will result in satisfied clients by providing comprehensive Citywide information services and strategic professional services.

CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2023-24
DEPARTMENT DIVISIONS AND ONGOING TASKS 296
Video Services
Description
The Video Services division provides Citywide multimedia services and is home to Beverly Hills Television (BHTV), producing award-winning local programming that informs and educates the public.

BHTV programs offer insight into City services, events, and current issues with a consistent commitment to community involvement and lifelong learning. Multimedia Production - provides electronic media production services for City Council meetings, commission meetings and public information / educational campaigns including scheduling and playback of programming on the City's Cable TV channels and the City's website. Cable TV Administration - effectively monitors video service provider compliance with state laws including consumer mediation and technical coordination for government and educational channels.

Program Goals
The purpose of the Video Services division is to facilitate increased public awareness and education about City programs and services by ensuring accessibility and producing multimedia programs.

Graphics/Reprographics
Description
The Graphics / Reprographics Division provides professional quality print and graphic arts services for Citywide initiatives, and consists of three functional areas including, Administration, Graphic Arts, and Document Production and Distribution. Administration - implements graphic arts and document management initiatives and administers systems and solutions to support the City's document and signage needs. Graphic Arts - produces art designs, layouts, and signage to support the City's marketing and information campaigns. Document Production - produces and distributes printed materials including agenda packets, marketing materials, and billings, and houses centralized metered postage services for City mailings.

Program Goals
The goal of the Graphics/Reprographics Division is to provide professional quality in-house print and graphics support by printing high volume collateral projects and designing graphic arts in support of a variety of City programs and services.

CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2023-24
DEPARTMENT DIVISIONS AND ONGOING TASKS 297
Program Goals
Effectively and efficiently account for all replacement of equipment.

Ongoing Tasks
 Provide quality customer service by responding to all video service provider complaints by the next business day and maintaining a 100% resolution rate.  Ensure access to on demand and live programming by preparing, publishing, and automating television programming for the City's Cable TV channels and website on a daily basis.  Provide quality multimedia services by recording and airing live City Council meetings for replay by the next business day.
 Provide quality multimedia services by recording and airing City Commission meetings.  Support Citywide initiatives by fulfilling requests to record City programs and activities for internal initiatives and historical documentation by the requested and approved deadlines.  Maintain budget and procurement best practices by ensuring budgetary controls and monitoring ongoing expenditures to ensure a balanced budget.
 Provide strategic vision for the delivery of effective information systems by meeting with client departments regularly and by providing IT consulting and project management services for development and implementation of new projects by the agreed upon deadlines.  Respond to all customer service requests according to the established service level agreement and maintain a 100% resolution rate.
 Ensure the functionality, availability, and data integrity of both internal and public facing applications including public safety systems, financial systems, enterprise GIS, the website, etc.  Ensure utility and supportability of Citywide information systems by replacing aging systems according to the established replacement schedules and by performing regularly scheduled maintenance activities.
 Continue to support wireless and telecommunications technologies by ensuring ongoing functionality, replacement of batteries, replacement parts, and related technical support.  Provide ongoing end user training for desktop and mobile computing systems, telephones and voicemail system, website navigation and management, and other technology provided to the end users.
 Facilitate successful staff relocations by ensuring all front-end computing and telecommunications tools are moved, connected, and readily accessible.  Strengthen the department's ability to respond to and recover from an emergency or disaster by participating in Emergency Management related trainings, meetings, exercises, workshops, and special events.
 Continue to provide custom spatial analysis reports, mapping, data and GIS consulting services to City staff and external stakeholders (partner agencies, contractors, community groups, etc.), including coordinating, soliciting, and suggesting new GIS-based ways of doing business to improve productivity.

CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2023-24
DEPARTMENT DIVISIONS AND ONGOING TASKS 298
 Continue to manage and administer all procurement related activities including gathering and processing quotations, bid management and administration, contract management and administration, invoice review, reconciliation and payment, and maintaining communications with vendors to resolve any procurement related issues as they arise.  Maintain departmental inventories including computers, radios, iPads, aircards, printers, etc. and continue to update the department's replacement schedule to ensure the timely replacement of end-of-life systems, hardware, software, and equipment.  Provide professional graphic arts services by fulfilling Citywide graphic arts design requests by approved deadlines.
 Provide professional print services by fulfilling Citywide requests by approved deadlines.  Provide quality customer service by packaging, finishing, and delivering City Council and City Commission agenda packets by the legally required deadlines.  Provide quality customer service by packaging and processing requested City mailings and billings by requested deadlines.
 Continue digitizing City document backlog. Push all public documents onto the City’s Open Government portal.
 Produce original programming in support of Citywide initiatives to include development of new programs for Metro outreach, Mayor's initiatives, public safety, and resident engagement.

CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2023-24
DEPARTMENT DIVISIONS AND ONGOING TASKS 299
Public Works
Divisions
PW Administration
Description
Public Works (PW) Administration helps implement City Council policy by providing operational support to all divisions in the department. Administrative personnel provide analytical, clerical, records management, contract administration, accounting, staff training coordination, centralized communications and outreach, and customer service support to the department. Administrative personnel also support the Public Works Commission, Traffic and Parking Commission and various subcommittees. PW Administration also manages the department’s asset management, budget development, human resource functions, emergency preparedness and business continuity efforts.

Program Goals
 Support the Department’s mission by providing efficient and effective management throughout the Public Works divisions.
 Ensure the department operates in compliance with all local, state, and federal rules, laws, and regulations.
 Demonstrate fiscal stewardship through budget controls, leveraging grant opportunities, and business process improvement initiatives.
 Support the City's emergency preparedness efforts through departmental planning, testing, evaluating, and training on emergency procedures and protocols.  Oversee the department's asset management system to optimize maintenance operations for enhanced service delivery.
 Manage a departmental training and education program that furthers workforce development and promotes safety.
 Coordinate public outreach and communication efforts to better inform the public on various department programs and projects impacting the community.  Monitor relevant legislation and coordinate with the Policy and Management Department, as necessary, to ensure the City’s interests are represented and protected.

CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2023-24
DEPARTMENT DIVISIONS AND ONGOING TASKS 300
Solid Waste
Description
The Solid Waste program includes Solid Waste Residential, Solid Waste Commercial, Solid Waste Conservation, and Alley Maintenance. The solid waste residential and commercial sub-programs are responsible for the collection of all the waste streams in the City and compliance with AB 939 to recycle 50% of all municipal waste collected, AB 341, and AB 1826, which requires multi-family and commercial recycling, including organic waste, and SB 1383 an organics recycling law.

The Solid Waste Residential sub-program is in charge of the collection of organic waste and mixed waste from single-family, duplex, and the majority of multiple-family residences.

The Solid Waste Commercial sub-program manages the collection of mixed waste and organic waste from all commercial businesses, and some multi-family residential and municipal facilities including schools.

The City provides the services by contracting with Athens Services to collect and process all of the refuse at a Material Recovery Facility.

The Solid Waste Conservation sub-program produces community outreach and education to encourage diversion of solid waste from the landfills.

The Alley Maintenance sub-program is responsible for residential alleys, by managing the maintenance of tree-trimmings, alley sweeping, removal of bulky items on a scheduled basis, and ensuring every alley is cleared twice a month (next day service is available upon request).

Any net revenues after operating and maintenance expenses are applied to capital programming and/or replenishing fund reserves. Reserves equivalent to 50% of annual operating expenses are saved in order for the operations to continue functioning in case of an emergency when cash flows could be impaired. In addition, reserves greater than 50% of annual operating expenses are utilized to stabilize rate increases or to pay for non-financed capital improvements. A cost of service completed in fiscal year 2021 determined the need to adjust rates for five (5) years to ensure sufficient revenues are generated to support the program.

Program Goals
 Ensure optimum levels of cleanliness while safeguarding public health by removing solid waste from single-family, duplex, and multi-family residences weekly and providing a fee-based service for collecting and removing of solid waste from residential and commercial properties.  Expand broader community awareness of collection and recycling programs by conducting outreach and education.
 Ensure optimum levels of alley cleanliness while safeguarding public health through a tree trimming maintenance schedule, graffiti abatement, debris, brush and bulky item removal.  Expand the organic waste collection and food recovery program and reduce single-use plastics and Styrofoam from the waste stream.

CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2023-24
DEPARTMENT DIVISIONS AND ONGOING TASKS 301
Wastewater Disposal Services
Description
The Wastewater Disposal Services program includes the Wastewater Maintenance & Repair and Wastewater Treatment sub-programs. The Wastewater Maintenance & Repair subprogram is responsible for the following core functions: maintenance of the wastewater conveyance system (sanitary sewer system) which includes, but is not limited to, inspection, cleaning, and repair; wastewater blockage, which responds to calls from residents or businesses to address possible City mainline sewer stoppages that pose property and health risks of back-ups on customer property; and wastewater conservation which conducts community outreach and produces educational materials for proper disposal of liquid waste associated with hazardous household items, grease, and other liquids or solids that deteriorate the sanitary sewer and treatment processes.

The Wastewater Treatment sub-program manages and monitors the City's contractual obligations to the City and County of Los Angeles. The City contracts with the City of Los Angeles to treat wastewater at the Hyperion Treatment Plant and maintains a contract with the County of Los Angeles to administer the industrial waste pre-treatment program, in which the City of Los Angeles is the responsible party.

Program Goals
 Protect both health and property while reducing the City's liability by responding in a timely and effective manner to any reports of sewer backups resulting in a sanitary sewer overflow (SSO), and ensure compliance with federal and state regulations for sewer systems.  Protect water resources by conducting closed-circuit television (CCTV) inspection and repairs of the sewer system. CCTV inspection examines the sewer system for leaks and infiltration and prompts the repair of sewer main to prevent leaks and contaminating water resources.  Promote best management practices in industrial waste discharges through continuing education of City staff and the community.

CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2023-24
DEPARTMENT DIVISIONS AND ONGOING TASKS 302
Stormwater
Description
The Stormwater Utility program includes the Stormwater Operations and Street Sweeping sub-programs.

The Stormwater Operations sub-program includes the Stormwater Inspection, which is responsible for enforcement of the National Pollutant Discharge Elimination System (NPDES) permit requirements. This subprogram also implements the Municipal Separate Storm Sewer System (MS4) permit required by the State Water Resources Control Board, which include implementing programs that manage urban runoff and clean the storm drain system; Stormwater Maintenance, which is a seven-day operation that cleans and collects trash and debris from the sidewalks and public rights-of-way, addresses graffiti and pressure washes the sidewalks in the business districts on a weekly basis, monitors and cleans the catch basins that are the entry points to storm drains; and Stormwater Conservation, which educates the community on best management practices to prevent disposal of contaminants into the storm drain system and the proper disposal of swimming pool and spa water, liquid waste associated with landscape construction, gardening and pest control. The program participates and provides public education throughout many City events year-round.

The Street Sweeping sub-program cleans residential streets weekly and commercial streets six days a week to prevent pollutants from entering the storm drain system.

Program Goals
 Prevent pollutants from entering the storm drain system by adhering to federal and state guidelines through completion of annual facility inspections, and through community outreach opportunities.
 Build multi-benefit local and regional stormwater infrastructure projects to capture and re-use stormwater and improve the health of Santa Monica Bay.
 Represent the City in the Central Santa Monica Bay (CSMB) Watershed Area Steering Committee. The Committee provides recommendations to fund projects using Safe Clean Water funds.
 Complete daily, weekly, quarterly, and annual maintenance activities.  Raise awareness about stormwater quality by educating the community through best management practices to prevent disposal of pollutants to the storm drain systems. The program also educates the community on projects related to stormwater that demonstrates the City's environmental awareness and preservation.
 Clean, on a weekly basis, residential and commercial streets to prevent pollutants from entering the storm drain system.
 Reduce the volume of polluted urban runoff reaching Santa Monica Bay by implementing Low Impact Development in private development projects and public infrastructure projects.

CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2023-24
DEPARTMENT DIVISIONS AND ONGOING TASKS 303
Street Services

Description
The Street Services program consists of three sub-programs: Street Maintenance, Signals and Lighting, and Urban Forestry.

The Street Maintenance program is responsible for preventative maintenance and repairs, as well as emergency repairs, of 102 centerline miles of streets, 140 miles of sidewalks, curbs, and gutters, 40 centerline miles of alleys, approximately 18,000 street name, regulatory, and restricted parking signs, and other improved surfaces within the public right-of-way.

The Signals and Lighting program is responsible for emergency and preventative maintenance and repairs of the City’s traffic control system/program, municipal area communications network, 105 controlled intersections, over 5,500 street lights, over 1,100 public right-of-way electrical outlets used for decorative lighting, and more than 1,000 CCTV and traffic detection/monitoring cameras.

The Urban Forestry program is responsible for the maintenance of approximately 25,000 trees located along city streets, in city parks, and at city owned facilities and is also responsible for the removal and replacement of declining, structurally inadequate, or inappropriate trees under several defined Street Tree Master Plan phases and as individual circumstances require. Public outreach and education are significant factors in maintaining community support of this section’s operations. Urban Forestry supports the City's Environmental Sustainability Plan through the planting of trees that provide an environmental benefit and the removal of trees that no longer support this goal. The section is also responsible for implementing the Urban Forest Management Plan (UFMP), a long-term planning document that will provide the framework to progress the City towards a sustainable urban forest resilient to climate change.

Program Goals
 Provide safe travel for the public by providing preventive maintenance and timely response to routine street and sidewalk maintenance requests. Additionally, this program aims to ensure the safe and efficient flow of motor vehicle, pedestrian and bicycle traffic by installing, maintaining, and repairing road markings, lines, and regulatory signs.  Maintain continuous operational functionality and public safety by providing preventative maintenance and timely emergency repairs to lighting, signal control and communication systems.
 Protect and grow the public investment in street trees, preserve the health and aesthetic quality of these trees and enhance the overall tree canopy.

CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2023-24
DEPARTMENT DIVISIONS AND ONGOING TASKS 304
Facilities Services
Description
The Facilities Services Bureau includes Facilities Maintenance, Meeting Support, and Event Support. The Bureau provides maintenance and repair functions to approximately 65 City facilities encompassing approximately 3,200,000 square feet; meeting support services to all departments; and tenant maintenance and repair support for leased space. The Bureau implements small construction projects and provides support to the Project Administration division. It also manages the custodial, special events, building systems and engineering, and elevator maintenance contracts.

Program Goals
 Maintain City facilities, through preventative and reactive maintenance programs, in a clean and safe condition, to protect employees, tenants and the public, while preserving the City’s physical assets.
 Utilize current and new technologies and best management practices to make cost effective improvements that enhance the built environment experience for employees, tenants, and the public.
 Generate and manage a facilities condition assessment program in order to project, schedule and identify funding for future capital improvement or replacement expenditures.

Water Supply and Distribution
Description
The Water Supply and Distribution program includes groundwater production and treatment, water distribution system maintenance and repair, water quality, water services and installations, water conservation, and fire suppression. The Groundwater sub-program operates seven groundwater wells and one reverse osmosis treatment plant, while adhering to federal and state regulations in order to provide potable water to the community. In April 2022, the City's Foothill Water Treatment Plant began operation after extensive rehabilitation. Metropolitan Water District will continue to be the main source of water supply for the City.

The Maintenance and Repair sub-program maintains, operates, and repairs the distribution system that includes 171 miles of water mains, 10 reservoirs, valves, and other equipment. The City has approximately 11,000 service connections in Beverly Hills and portions of West Hollywood.

The Water Quality sub-program ensures drinking water complies with all federal and state regulatory standards. At minimum, this includes 445 weekly routine samples throughout the distribution system, groundwater wells, imported water sources, water treatment plant, wastewater, and reservoirs. In addition to controlling water movement and rigorous water quality monitoring requirements, routine monthly, quarterly and annual water quality reports are sent to the Water Resources Control Board’s Division of Drinking Water, Division of Water Rights and the Environmental Protection Agency regulators. This program also includes staying abreast of new laws impacting water quality, implementing new regulatory CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2023-24
DEPARTMENT DIVISIONS AND ONGOING TASKS 305
monitoring requirements and frequencies, managing all accredited laboratory analysis and methods, analytical data review for triggered and enhanced monitoring, contingency plan development, industrial waste permits/amendments, drinking water permits/amendments, groundwater permits, identifying potential water quality problems, responding to water quality concerns and complaints from customers, producing the Annual Consumer Confidence Report (Water Quality Report), Annual State Drinking Water Systems Report, Industrial Waste Reports, Groundwater Extraction Reports, and the Public Health Goals report.

The Water Conservation program provides information and education on water efficiency and conservation via public outreach consisting of social media, educational materials, and on-site audits. In addition, the City’s smart water meters help all customers use water wisely with hourly data and water waste alerts. Due to the statewide drought declared in 2021, the City enhanced the Drought Outreach Plan for residents, businesses, and visitors. On April 26, 2022, the MWD Board declared a first-of-its-kind water shortage emergency requiring the cities and water agencies within State Water Project (SWP) dependent areas to implement watering restrictions with enforcement by June 1, 2022. The Plan includes enhanced public outreach by expanding social media posts, posting conservation signage, expanding outreach to gardeners, teaching more water wise landscaping workshops, upgrading the customer water tracking portal, and more. The expanded outreach will continue through fiscal year 2023-24.

The Fire Suppression sub-program checks the flows of approximately 1,372 fire hydrants, coordinates with the Fire Department for maintenance and repair of fire hydrants, and provides at least the minimum water pressure for fire protection 100% of the time.

Program Goals
 Promote water-use efficiency by conducting public outreach, implementing programs, and promoting efforts to ensure compliance with the State mandated conservation targets.  Manage the groundwater wells and the reverse osmosis treatment provided at the City's Foothill Water Treatment Plant to supplement the City's water supply while adhering to federal and state regulations. Continue to invest resources in search of additional groundwater supply and additional well sites, primarily in the La Brea subarea.  Provide a reliable high-quality water by performing maintenance and repairs on water infrastructure that supply customers in Beverly Hills and portions of West Hollywood.  Provide fire protection 100% of the time by performing maintenance and repair of fire hydrants, providing appropriate water pressure for fire protection, and coordinating resources with the fire department in an event of an emergency.
 Monitor water consumption for utility billing and perform quality control tasks to maintain billing accuracy.

CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2023-24
DEPARTMENT DIVISIONS AND ONGOING TASKS 306
Park Operations
Description
Park Operations maintains a variety of City assets (landscaping, lawns, athletic fields, etc.) at numerous locations totaling 101.5 acres throughout the City. The City maintains three active recreational parks (Coldwater Canyon Park, La Cienega Park, and Roxbury Park) and five passive recreational parks (Beverly Gardens Park, Beverly Cañon Gardens, Greystone Mansion, Dog Park, and Will Rogers Park).

This group also maintains two active recreational mini-parks (Arnaz and Reeves), five passive recreational mini-parks (Crescent, Hamel, Maltz, Oakhurst, and Rexford Rest) and landscaping for several non-park City properties (Business Triangle, City Hall, City Yards, Cultural Center, eight reservoir locations, and medians). Specific work includes maintaining irrigation equipment, manual and automatic watering, planting seasonal flowers, weed control, fertilizing, seeding, turf grass maintenance, ongoing plant care, trash receptacle service, amenity care, and weed abatement for fire suppression. There is also unique aquatic life in the park water features that is maintained under the direction of this group.

Program Goals
 Maintain aesthetic value of community by providing routine landscape maintenance services on City-owned property.
 Be fiscally and environmentally responsible in the irrigation and maintenance of landscaped areas.
 Design, install, inspect, and maintain all playgrounds in substantial compliance with the current U.S. Consumer Product Safety Commission requirements.

Off-Street Parking Operations
Description
Off-Street Parking Operations program manages and operates nineteen (19) parking structures, consisting of approximately 6,400 parking spaces. The parking structures provide parking options for businesses, residents, employees, and visitors throughout the City. The parking structures are at the following locations: 450 N. Rexford Dr. (Civic Center), 221 N. Crescent Dr., 333 N. Crescent Dr., 9361 Dayton Way, 216 S. Beverly Dr., 345 N. Beverly Dr., 438 N. Beverly Dr./439 N. Cañon Dr., 9510 Brighton Way/Rodeo, 440 N. Camden Dr., 461 N. Bedford Dr., 321 S. La Cienega Blvd., 240 N. Beverly Dr./241 N.

Cañon Dr., 9333 West Third Street, Santa Monica 5 lots, and 450 N. Crescent Dr.

Off-Street Parking Operations program also manages the daily parking for the general public (transient), monthly contract parking, attendant-assisted parking, vouchers and validations, valet services, and parking for various private and public special events. There are daily rates, early bird rates, after-hours flat rates, and monthly parking rates.

CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2023-24
DEPARTMENT DIVISIONS AND ONGOING TASKS 307
Many of the parking structures serve short-term parking needs for surrounding retail, restaurant, parks and City Community Centers and business establishments, as well as City tenants. Some parking structures serve civic functions like City Hall, Library, Police Department, and Fire Department. Other parking structures serve month-to-month contract parking for employees within the downtown area and valet service contracts for parking at some parking structures where available. The 450 N. Crescent parking structure also serves guests of The Wallis Annenberg Center for the Performing Arts. The Santa Monica 5 structures are two-story parking decks along the south side North Santa Monica that provide short-term hourly “pay-by-space” parking lots.

Program Goals
 Provide easy, convenient, and accessible parking throughout the City in safe and well-maintained parking facilities.
 Regularly implement evolving technologies (e.g., electric vehicle infrastructure, new Parking Access and Revenue Control System [PARCS] equipment, mobile payment and contactless opportunities, real-time occupancy, license plate recognition [LPR], etc.) that will yield operational efficiencies in parking operations.
 Implement a robust parking outreach program to facilitate communication with customers (e.g., website, signage, apps, etc.) regarding updates to, and new technologies for, parking operations.  Continually evaluate the impacts to parking from the pandemic, including the growth and expansion of telecommuting, as well as the ongoing implementation of parklets for open-air dining. Adapt and implement changes to the monthly parking program and increase valet and validation opportunities.

Parking Meters
Description
The Parking Meters program, which provides management services to the Parking Authority, is responsible for the maintenance, repair, collection, counting, and processing of revenue for 2,600+ singlespace parking meters and the 10 pay stations located at the Santa Monica 5 parking lots.

Program Goals
 Provide convenient and functional on-street parking meters, convenient and functioning pay stations, and mobile payment options to serve the public and business needs.  Continuously monitor evolving technology that will yield operational efficiencies, reinforcing the City's progressive vision and working toward minimizing “down-time” from vandalized and malfunctioning meters.

CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2023-24
DEPARTMENT DIVISIONS AND ONGOING TASKS 308
Fleet Services
Description
The Fleet Services program consists of Vehicle Maintenance, Automotive Inventory and Fuel Inventory Operations. Vehicle Maintenance is responsible for the maintenance and repair of over 450 City-owned automotive, public-safety, construction, utility-support, and other emergency equipment, including technology, stationary pumps, generators and fueling operations. The specification and procurement services for new vehicles and equipment and collection of maintenance and replacement charges of the $35 million fleet are also included.

Program Goals
 Provide high-quality, efficient, and cost-effective maintenance and repair services in order to ensure that field employees have safe and reliable vehicles and equipment at their disposal.  Maintain and repair vehicles in a timely manner to minimize vehicle down time.  Utilize procurement practices that ensure standardized, modern and efficient vehicles to meet the operational needs of the City.
 Comply with Federal, State and local environmental mandates by using best available technologies and alternative clean fuels wherever applicable.

Citywide Centralized Customer Relations
Description
The Citywide Centralized Customer Relations Program provides concierge style information and assistance to the community support for the City. Departments supported include, Community Development, Finance, Community Services, and the City Clerk. Customer Relations staff serve as City's central point of contact for external and internal customers, responding to information and service requests through phone, email, and online. Customer Relations staff also provide information on important activities and events happening in the City and service as a point-of-contact for the community during emergencies.

Program Goals
 Ensure that residents, businesses, and visitors have easy access to information and services through multiple channels.
 Respond to customer inquiries and provide resolution in a courteous and timely manner.  Assist the City with distribution of information to residents, businesses, and visitors.  Serve as the point of contact for the City's commercial solid waste accounts; establish new accounts, update service levels and respond to any questions and concerns.  Provide City staff with data to help enhance service delivery and support program implementation.

CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2023-24
DEPARTMENT DIVISIONS AND ONGOING TASKS 309
Central Stores
Description
The primary responsibility of the Central Stores program is to procure and maintain sufficient quantities of materials and supplies necessary for the Public Works Department to strengthen and maintain the City's infrastructure. Central Stores personnel also assist with loss prevention efforts through routine inventory assessments and implementation of inventory controls. The Central Stores program includes the following subprograms: Water Inventory, Solid Waste Inventory, Wastewater Inventory, Parks Maintenance Inventory, Facilities Inventory, Street Maintenance Inventory, and Traffic Lights and Signals Inventory.

Program Goals
 Ensure that inventory of equipment parts and supplies are available when needed for use by staff.  Source quality parts and materials using vendors that provide fair pricing and responsive service.  Continue to identify, develop, and implement best management practices for sound inventory management.
 Centralize the management of parts and supplies using a single electronic platform for enhanced efficiency and streamlined processes.

Project Administration
Description
The Project Administration program is responsible for managing design and construction of capital improvement projects for City buildings and parks in the most effective, high quality, and economical manner. It provides management and coordination on various components and phases of projects including scoping, planning, design, bidding and construction on a wide variety of projects ranging from infrastructure improvements, small remodeling of City departments to large master planning and plan development.

Furthermore, the program serves as a liaison between City departments, contractors, consultants, and various agencies.

Finally, the program also supports the City’s commercial leases tenant improvements as well as managing design and construction of landlord’s improvements to tenant buildings on an as needed basis. The program also includes tenant relation coordination services including coordinating activities related to all tenant requests for buildings maintenance and repair such as heating, ventilation and air conditioning; lighting; plumbing and janitorial.

CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2023-24
DEPARTMENT DIVISIONS AND ONGOING TASKS 310
Program Goals
 Deliver cost-effective and timely project completion on the City’s Capital Improvement Projects (CIP). Through effective professional management and broad financial oversight, the program strives to accomplish high quality, high quantity, and cost-effective project delivery in a timely manner.
 In relation to tenant relations coordination, provide the highest level of customer service to tenants at City’s commercial leased properties by expediting response time to service requests and provide well-coordinated implementations.

Engineering
Description
The Engineering program consists of three sub-programs: Capital Project Management, Inspection Services, and Civil Engineering Services.

The Capital Project Management program manages the design and construction of the City's public works infrastructure such as streets, sidewalks, street lights, traffic signals, sewer, water, storm drain, video cameras, fiber optic, Metro related items and decoration support systems in the City's public right-of-way.

The Inspection Services program reviews and inspects Public Works Capital Improvement Projects impacting the public right-of-way. The Inspection Bureau also inspects permits associated with private development (commercial and residential) and utility company installations, repairs, and upgrades.

The Civil Engineering Services program coordinates with the Community Development Department on large development project review and processing of permit applications for the use of the public right-ofway for various activities including utility work and improvements associated with commercial and residential development.

Program Goals
 Deliver high-quality infrastructure capital improvement projects in a timely and efficient manner on behalf of all City departments for the benefit and well-being of the public.  Continue to ensure that work is constructed in accordance with federal, state and local design standards and specifications for the safety of the public and to protect the public infrastructure investment.
 Continue to review work plans submitted by private utility companies and private developers for activities in the public right-of-way to ensure that the City's infrastructure and services are preserved to a high standard and public inconvenience is minimized.

CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2023-24
DEPARTMENT DIVISIONS AND ONGOING TASKS 311
Transportation
Description
The Transportation program, consisting of Transportation Planning and Traffic Engineering, plans safe and efficient mobility for multiple modes of travel throughout the City. Traffic Engineering includes items related to vehicles, bicycles, pedestrians, traffic signals, signs, colored curb marking, pavement markings and striping and on-street parking for all City streets. Transportation Planning includes items related to transit accessibility, active transportation, and walkability and alternate forms of mobility. Transportation Planning and Traffic Engineering collaborates with other City departments, including the Police and Fire Departments to address traffic-and mobility related concerns.

Program Goals
 The Transportation program strives to enhance safe and accessible mobility, regardless of the mode of transportation, to improve the well-being of City residents, visitors, and businesses.

Program Goals
 Effectively and efficiently account for all replacement of equipment.

CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2023-24
DEPARTMENT DIVISIONS AND ONGOING TASKS 312
Ongoing Tasks
 Ensure all Public Works divisions and programs effectively implement City Council policy, as directed by the City Manager.
 Provide support to the Public Works Commission and associated sub-committees regarding various policy matters and transmit recommendations to the City Council for consideration.  Maintain the Department's ability to respond to and recover from an emergency or disaster by continuously assessing response capabilities, addressing gaps, developing and testing plans, and participating in Emergency Management related trainings.  Employ project management best practices to ensure quality design and on-time delivery of projects. Assess the effectiveness of project planning and execution within a reasonable timeframe after completion of a project.
 Continue to safeguard residents, businesses, and visitors by effectively planning, designing, building, protecting, and maintaining the integrity of the City's core infrastructure including streets, storm drains, potable water system, storage, sewer, street lights, traffic signals, and fiber optic systems.
 Ensure compliance with federal, state, and local rules, laws, and regulations required to deliver services to the community.
 Provide safe and high-quality drinking water to customers within the City of Beverly Hills and parts of the City of West Hollywood.
 Implement the Climate Action and Adaptation Plan
 Implement the Stormwater Compliance Master Plan and new MS4 Permit.  Adopt and implement a single-use plastic and polystyrene material replacement initiative.  Provide street cleaning services to the commercial and residential areas within the City of Beverly Hills.
 Ensure that City streets and sidewalks remain safe.
 Ensure the City's traffic signal, street light, and CCTV network is maintained and operating correctly in order to provide a safe and efficient flow of vehicular/pedestrian traffic on City streets.
 Ensure the City's wastewater system continues to operate at optimal levels.  Provide support to the Traffic and Parking Commission and associated sub-committees regarding various policy matters and transmit recommendations to the City Council for consideration.  Manage transit and Dial-A-Ride operations.
 Implement the Complete Streets Plan.
 Continue to provide traffic safety analysis and conduct related permit reviews.  Continue to look for opportunities to develop and expand active transportation Citywide.  Continue to collect traffic metric data to support traffic engineering and active transportation projects.
 Continue to review traffic impact analysis for new development.  Manage and maintain the City's facilities while providing tenants with a high level of support.

CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2023-24
DEPARTMENT DIVISIONS AND ONGOING TASKS 313
 Promote environmental stewardship through implementation of various programs including commercial and residential solid waste collection and recycling programs, water conservation initiatives, the Clean Power Alliance program, green infrastructure projects, clean vehicle purchases, and community outreach events like Earth Day.  Maintain the highest level of customer satisfaction by answering customer service calls within a reasonable timeframe, acknowledging customer service and maintenance requests within 48 hours, and providing timely, informative, and courteous responses to all information requests.  Continue to monitor the CIP budget to ensure adequate funding is available for current and future capital improvement projects.
 Manage design and construction activities related to the planning, developing, and implementing of capital improvement projects on City facilities and within the public right-of-way.  Continue to expand energy efficiency and renewable energy programs.  Expand the organic and food waste program.
 Operate the Burton Way Green Streets and Water Efficient Landscape.  Continue to implement Solid Waste programs to comply with State mandated regulations such as AB 1826 (Organic Recycling) and SB1383 (Food Recovery Program).  Continue to support the City’s pandemic and emergency operations response.

CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2023-24
314

CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2023-24
DEPARTMENT DIVISIONS AND ONGOING TASKS 315
Community Services
Divisions
Arts and Culture
Description
Arts and Culture Division promotes and nurtures the arts and cultural life in Beverly Hills. This section oversees Greystone Mansion and Gardens, the Farmer's Market, the City's Fine Art Collection, and public art installations Citywide, community and cultural arts programs and events.

Program Goals
 Serve as a destination for arts and cultural endeavors for all ages. Provide diverse and innovative arts and cultural programming, events and services for all ages within the Beverly Hills community.
 Provide a variety of high-quality community and cultural events, including Beverly Hills Art Show twice per year, Holidays at Greystone, Music in the Mansion, Concerts on Cañon, performances in the Greystone Theatre and more.
 Work with the Arts and Culture Commission to expand cultural arts programs, events and offerings in the City.
 Provide an exceptional Farmer's Market to the community every Sunday with a variety of quality products and goods.
 Continue working on existing projects and public art installations and the cultivation, care and maintenance of the City’s Fine Art Collection, in addition to expanding the program through donations, commissions and acquisitions of new artwork.  Foster public and private partnerships in order to provide arts and cultural programming.  Work with the Public Works Department on Capital Improvement Projects at Greystone Mansion and Gardens.
 Continue developing outreach, communications, public relations, promotion and marketing of arts and cultural programming and events in the City, including the enhanced development and expansion of the beverlyhillsarts.org website.
 Serve as the City's liaison to the Friends of Greystone and other community groups.

CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2023-24
DEPARTMENT DIVISIONS AND ONGOING TASKS 316
Recreation and Parks
Description
Recreation and Parks Division supports active lifestyles at any age – fitness, sports & athletics, recreation & leisure services, as well as health and wellness offerings and experiences - for the entire community.

This Recreation Division provides critical and essential community services including licensed childcare instruction at five preschool sites; after school enrichment for youth, tweens and teens provided by the City (including the Department's Adventure Camp program operating on BHUSD school sites) and Department contract services. Department contract services provide fun, educational and entertaining instruction at school sites, community centers and outdoor settings; and adult and senior services including nutrition and meal programs, adult and senior health & wellness classes, community special events and program partnerships with various community organizations and social clubs like the Beverly Hills Active Adult Club and our local youth sports organizations.

Program Goals
 Enhance the program offerings to early education and preschool age children to enrich their lives by fostering a lifelong love for learning and supporting their successful progression into kindergarten.
 Serve as a destination for educational, recreational, and leisure endeavors for all ages. Provide diverse and innovative recreation and cultural programming and services for the Beverly Hills community.
 Work with the Public Works Department on Capital Improvement Projects at Community Service facilities and park amenities.
 Stay current with relevant trends by offering new innovative recreation programs offerings for all age groups, from toddlers preparing for preschool through senior adults, including programming for mental and physical health.
 Work with Beverly Hills Active Adult Club to sustain popular beloved community classes and events, and provide creative new programming for the Beverly Hills senior community.  Work with the Arts and Culture Division to provide a variety of high-quality community events, including Doggy Daze 90210 at Roxbury Park, as well as support other events they put on such as Beverly Hills Art Show and Holidays at Greystone.
 Continue to expand aquatics programing to provide high quality swimming and aquatics instruction and exercise to youth, teens, and adults.
 Continue to evaluate the success of programs and services provided by contract services, using data to support offering the most impactful and well-rounded programs to all age groups.  Begin planning for the renovation/upgrade of Reeves Park due to new Metro station immediately adjacent.
 Relaunch the La Cienega Park Masterplan and re-engage the community in the process.

CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2023-24
DEPARTMENT DIVISIONS AND ONGOING TASKS 317
Park Rangers
Description
Part of the Recreation & Parks Division, Park Rangers are responsible for enforcing park and facility rules, regulations, and City Municipal Codes, including disseminating information and assisting the public in the parks and City facilities. Park Rangers assist with all Community Services events, and many private and Citywide events.

Program Goals
 Work with the City’s Park Ranger team to provide better communication, cohesion, and coordination within the Community Services Department and Citywide support of our City staff team and in service to the residents, visitors and greater community in Beverly Hills.  Educate users of City parks and facilities.
 Provide exemplary internal and external customer service for rules and regulations that ensure a safe, fun and friendly environment and positive patron experiences.  Conduct Homeless Outreach in City parks and facilities in collaboration with BHOT and BHPD.  Continue to expand the early-morning homeless outreach beginning at 5 am.  Provide essential outreach to the public during local emergencies, EOC activations and public health crises like the COVID-19 pandemic. Help to better educate the public and create the greater awareness of City park rules for safe use of City and Community Service facilities and programs.
 Expand newly created Ranger bike program to allow Rangers greater efficiency and effectiveness in their enforcement efforts and build our Ranger team capacity giving access to more park areas while on patrol.

Library
Description
The Library's mission is to provide resources, services, places and spaces to read, connect, relax, and learn.

The Library supports literacy, life-long learning, civic engagement, and cultural awareness. To achieve these goals the Library provides access to library materials and guidance in finding quality, trusted information, events for all ages to support life-long learning, early literacy, school year and summer programs to promote a lifetime love of reading, language and the power of education. The Library helps adults and children by offering access to hundreds of thousands of books, and digital resources including audiobooks, e-books, music, movies, streaming services and other materials. Thousands of patrons are reached through our outreach activities to schools, homebound patrons, Roxbury Book Nook, and as part of our community center programming and Community Service and Citywide special events.

CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2023-24
DEPARTMENT DIVISIONS AND ONGOING TASKS 318
Program Goals
 Promote a life-long love of reading and learning.
 Connect with regional and state partners to enhance resources available to our patrons.  Enhance the literary and cultural life of Beverly Hills residents through the development and provision of programming, collections, and services for all ages.  Streamline processes by implementing cutting-edge technologies.  Provide services to patrons outside of the library setting including the homebound.  Facilitate learning and self-education by providing a relevant selection of materials in various formats and supporting the needs of adult learners through Library's literacy program.  Improve the physical environment of the Library by relocating and upgrading key services.

Community Services Administrative Support
Description
Community Services Administrative Support is responsible for the coordination and facilitation of the Community Services Department budget process, accounting functions, financial reporting, and purchasing services; and the coordination and monitoring of registration and reservations for Community Services Department classes, camps, special events, and facilities including tennis courts and dog park registration and access through the Registration Office. The Communications Office is responsible for all department marketing, internal and external communication, and media.

Program Goals
 Provide effective and efficient administrative and staff support services for budget, agreements and accounting functions for the Community Services Department.  Manage the Department’s registration system for all recreation programs, special events, preschool, camps, after-school care and other requests as needed. Work with the Communication team to produce a quarterly brochure of the Department’s recreational offerings.  Provide a superior level of customer service to external and internal customers.  Serve as the City's liaison to the Beverly Hills Community Charitable Foundation.  Provide publicity and marketing for the Department's programs and events through advertisements, banners, e-newsletters, and continue expanding the use of various social media outlets in that effort.
 Explore new potential revenue sources through grants and/or other sources.  Explore awards and recognitions for the Department that recognize its commitment to excellence.

CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2023-24
DEPARTMENT DIVISIONS AND ONGOING TASKS 319
Human Services
Description
Human Services is responsible for providing innovative educational, human and social services to the City's underserved, disabled, active, and vulnerable populations including at risk elderly residents in need of support to help maintain and improve their quality of life. The Division manages the Community Assistance Grant Fund (CAGF) process to support the social service-safety net for the City’s most vulnerable populations and oversees the City's Homeless Outreach program. The Community Development Block Grant (CDBG) supports advocacy which broaden State housing regulations to maintain the housing stock and includes administration of the CDBG program along with the City’s Community Development Department and its Rent Stabilization Division. The Community Service Human Services Division also has oversight over the City's Beverly Hills Ambassador Team, which works 24-hours a day, seven days a week to deliver hospitality and safety services in their designated deployment areas in the business district, downtown Beverly Hills. Human Services works as a liaison to the Human Relations Commission including support special initiatives like the Commission’s Critical Conversations programs, Kindness Week and Civility Month, and the implementation of the Commission's Work Plan.

The Human Services division also oversees the Park Ranger Program which ensures the security and safety of City parks, community centers and recreation facilities amenities.

Program Goals
 Provide resource and referral information on issues such as homelessness, senior services, social services, and panhandling prevention.
 Provide social services safety net to vulnerable or underserved members of the community through the Community Assistance Grant Funding (CAGF) program.  Administer and monitor the Community Development Block Grant (CDBG) Beverly Hills Program.
 Oversee and monitor the Beverly Hills Ambassador Team.  Oversee and monitor the Beverly Hills Outreach Team (BHOT) for homeless outreach.  Provide community outreach through collaboration with local and regional social services such as the Westside Cities Council of Governments Homeless Issues Subcommittee, Beverly Hills Outreach Team (BHOT) program, Beverly Hills Homeless Collaboration, Chronic Homeless Assistance Team (CHAT), and other regional community roundtables.  Administer and monitor the Park Ranger program.

CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2023-24
DEPARTMENT DIVISIONS AND ONGOING TASKS 320
Equipment Replacement
Description
Equipment replacement refers to the acquisition of furniture, fixtures, technology and equipment with an estimated life of two years or more, and a unit cost of $1,000 to $25,000.

Program Goals
 Effectively and efficiently account for all replacement of equipment.

Ongoing Tasks
 Plan agendas, prepare staff reports, and provide general support for the Arts and Culture, Human Relations and Recreation and Parks Commissions regarding relevant topics and follow-up on requests from commissioners.
 Participate on the Citywide ADA Committee and work on the ADA Transition and Self Evaluation Plan. The Community Services project team will work with consultants to update the City's ADA Plan.
 Participate on Citywide Administrative Regulation team updating all ARs.  Continue to update and enforce facility use policies for City Parks, Community Centers and Library.
 Participate on the Sustainability Plan Task Force to create a robust plan.  Provide oversight to a variety of Capital Improvement Projects for parks, Greystone, and Community Services facilities.
 Update park signage and create a comprehensive plan to avoid sign clutter at the larger parks.  Meet monthly with Public Works Department to coordinate and share information regarding facilities, parks, projects and programs and to make progress on important joint maintenance and capital renovation projects.
 Seek American Red Cross recertification of the City's emergency shelters.  Strengthen the department's ability to respond to and recover from an emergency or disaster by participating in Emergency Management related trainings, meetings, exercises, workshops, and special events.
 Coordinate and assist with the budget process for the entire Community Services Department and submit budget related materials to the budget office on time and with accuracy.  Secure grant funding for Department projects and programs by researching funding opportunities, submitting applications as appropriate and administering grant awards.  Serve as a Liaison and work with Finance and City Attorney's Office on the City of Beverly Hills Community Charitable Foundation (CBHCCF) including website upgrades, processing of donations, preparation for biannual meetings, etc.
 Continue support of Friends of Greystone, and Friends of the Beverly Hills Public Library and create written Memorandum of Understandings regarding our collaboration.  Create Memorandum of Understandings for additional City partners, including AYSO, Beverly Hills Little League and Bridge Club.

CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2023-24
DEPARTMENT DIVISIONS AND ONGOING TASKS 321
 Ensure compliance with contract provisions by monitoring contracts as appropriate and process vendor invoices within 30 days of receipt for payment of goods and services.  Identify and resolve issues/problems communicated by staff or customers and vendors in receiving payments and/or reimbursements (within 48 hours for simple issues and if possible, within 1 week for other problems). Implement the newly upgraded refund request process.  Respond within one business day to e-mails from new dog park patrons. Issue Beverly Hills tags and key fobs for keyless entry into the park. Ensure all dogs are licensed and registered to use the park.
 Update current Registration and Facility web pages (of classes, camps, programs, events and facilities) throughout the year.
 Respond within one business day to e-mails from new client setup in the Registration System for online registration and provide accurate financial reports of daily financial transactions within one business day.
 Coordinate and develop the Department's quarterly program brochure/catalogue (which includes an overview of City-offered programs, classes, camps, and events offered to the community) and accurately enter all details into the online Registration System.  Create artwork and other materials for press releases and promotional material including monthly notifications.
 Produce monthly e-newsletter sharing program and events information.  Provide photographic services for the Department and coordinate videotaping of department classes with BHTV public access cable for promotion in the Community Services brochure (printed and web versions).
 Serve as Department's communications liaison with the Visitors Bureau, Chamber of Commerce, galleries, service and arts organizations and local businesses in connection for City-sponsored events and programming efforts. Pitch Community Services events and programming coverage to local and national press.
 Develop a year-long editorial calendar for regularly scheduled proposed new events.  Work with Beverly Hills Television to expand Community Services programming to continue hybrid model.
 Manage the ongoing acquisition and installation of new artworks purchased by the Arts and Culture Commission, in addition to donations approved by the Commission.  Streamline processes for public art donations and fine art obligations.  Continue to implement the Arts and Culture Expansion Initiative, work with the Arts and Culture Commission to develop a Citywide Public Art Policy, Public Art Program and identify a signature cultural event to be hosted by the commission.  Oversee the ongoing maintenance program for City-owned Public Art.  Continue working with art fabricator to complete fabrication of a new Yayoi Kusuama, Hymn of Life: Tulips sculpture out of stainless steel and have artist and/or gallery representative authenticate.
 Host a dedication ceremony for the Ai Weiwei art piece, Iron Root.  Maintain, develop and promote the new Arts and Culture website and community arts calendar.

CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2023-24
DEPARTMENT DIVISIONS AND ONGOING TASKS 322
 Offer arts and cultural programming, including new the Greystone Theater performances.

Expand Greystone onsite programs, such as The Great Outdoors and Inside the Mansion which brings the mansion and gardens to the community.
 Collaborate with Public Works to complete Council priority projects at the Greystone Mansion and Gardens, including fire/life safety projects and a master plan for Lower Greystone.  Facilitate Greystone Mansion and Gardens operations to the public, including booking private tours of Greystone, educational tours, special events, issuing permits and supervising film and photography at Greystone Park.
 Work on enhancements to the demonstration garden at Lower Greystone.  Conduct regular evaluations of Farmers Market concessions revenue to bridge the gap between expenses and revenue.
 Continue to offer a safe place for the community to shop at the Farmers Market, adhering to all State and County policies. Expand new offerings each quarter; Earth Day, Holiday Cookie Contest, Piesta and Picklefest as well as the new Cultural Festival.  Continue to assess social service needs of the Beverly Hills community in collaboration with other City departments and agencies (e.g. Special Needs Registry, Disaster Preparedness, and homeless outreach/BHOT, BHFD, BHPD, Code Enforcement, Library, Roxbury Community Center, La Cienega Community Center, BH Ambassadors, Rangers and Parking Services).  Collaborate with Beverly Hills Fire Department Nurse Practitioner team and Jewish Family Service to help support high risk seniors and manage high risk cases.  Expand network of social service supports to meet the needs of the community's most vulnerable and underserved members.
 Provide local homeless individuals with support (physical health services, mental health services, showers, case management, connection to benefits, etc.) and placement opportunities through the recently expanded homeless outreach program (BHOT).
 Identify and assess needs of isolated, frail, elderly, and other vulnerable and underserved residents by use of the existing City resources (e.g., Special Needs Registry, Senior Phone Bank, Library Shut-in Program, Meals on Wheels, Beverly Hills Community Development Block Grant Program, City Volunteer Program and use of the new the City's new Volunteer Database Beverly Hills Better Impact, etc.).
 Provide follow-up home visits and assessments for residents that inappropriately utilize Fire and Police resources.
 Update list of underserved residents (e.g., isolated, frail, elderly) by use of existing City resources (e.g., Special Needs Registry, Senior Phone Bank, Library Shut-in Program, City Volunteer Program and use of new the City's new Volunteer Database Beverly Hills Better Impact, Division contact list and General Plan).
 Facilitate and continue to promote the Human Relations Commission's Civility message via Embrace Civility Awards, the Critical Conversations initiative, Civility Month, Kindness Week, and Civil City promotional materials.
 Administer the CDBG program in collaboration with the Los Angeles County Development Authority (LACDA) to best meet the needs of the Beverly Hills community (e.g., seniors, lowincome residents, and homeless individuals).

CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2023-24
DEPARTMENT DIVISIONS AND ONGOING TASKS 323
 Evaluate Community Assistance Grant Funding (CAGF) program by ensuring that current Community Assistance recipients provide contracted services. Incorporate new cultural grants in CAGF process and provide annual comprehensive reports to the City Council Liaison Committee to assist in allocation of the CAGF funds.
 Convene Homeless Collaboration community roundtables to disseminate Human Services Division program information, minimize duplication of programs/services, and dialogue with community stakeholders.
 Participate in local and regional human services provider network by attending and/or hosting pertinent meetings and the Beverly Hills Homeless Count in conjunction with the Greater Los Angeles Homeless Count.
 Maintain user accounts, track library materials, check-in and check-out library materials, and return materials to proper location.
 Answer research and reference questions and work with users to identify library materials that meet their needs.
 Maintain a Local History collection in a physical and digital format. Provide access to the digital format through various regional, state, and national databases.  Select, acquire, catalog, and maintain the library's physical and digital collection.  Offer library programs for adults, teens and children, including annual Summer Reading Program and Club.
 Through our work with the Teen Advisory Committee, continue to provide educational and recreation opportunities for 6th - 12th grade teens through the Teen Zone at the main Library.  Accept passport applications.
 Match volunteer adult tutors with adult learners in the Library's Literacy Program.  Utilizing Social Media vehicles such as Facebook, Twitter, and Instagram to promote the Library's digital and onsite programming and virtual and physical collections. Update the Library website to provide access and promote our digital collections and services.  Continue to expand adult and senior class offerings, as well as resume senior excursions and inperson senior lunch programs that provide the participants with healthy, social, and cognitive enrichment.
 We are currently operating with four in-person preschools with two at city parks and two at Hawthorne Elementary, as part of the continuing process to resume all six pre-pandemic preschool classrooms. Recreational programming on School District sites continues to provide additional program sites for recreation activities in accordance with BHUSD social distancing requirements and room capacities.
 Continue providing and creating innovative arts and recreation programs, utilizing both the new service delivery model of virtual programming, as well as safely planned in-person art and recreation programs. Programs that can be provided to the community both in-person and virtually.
 Indoor facility rentals at both community centers have returned to pre-pandemic availability, allowing patrons to reserve spaces for birthday parties, family events, and functions. Outdoor picnic and park space rentals are available at Roxbury Park, La Cienega Park, and Coldwater Canyon Park.

CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2023-24
DEPARTMENT DIVISIONS AND ONGOING TASKS 324
 Continue to offer the Teen Advisory Committee for 6th – 12th grade Beverly Hills residents or BHUSD students, as an opportunity to shape engaging, impactful teen events and activities for the local community.
 Manage and oversee the employee fitness center.
 Complete the Pickleball pilot program, as it transitions to an ongoing Community Services Department offering. Utilize information gathered from the completion of the Pickleball pilot program to gauge community interest levels at both, Roxbury and La Cienega tennis facilities in the sport of Pickleball as an expanded public offering.  Meet regularly with BHUSD Liaison to coordinate and manage Joint Powers Agreement and produce annual report.
 Conduct Park Ranger daily coverage for City Hall and the Library, patrol City facilities and mini parks/gardens; and collaborate with the Police Department, Human Services, and the Library to ensure safety of the Civic Center Campus.

Beverly Hills City CouncilJune 12, 2023

Beverly Hills City Council
June 12, 2023