AGENDA REPORT
Meeting Date: June 27, 2023
Item Number:
To: Honorable Mayor and City Council
From: Cynthia Owens, Municipal Affairs Program Manager
Subject: CITY COUNCIL PRIORITIES FOR FISCAL YEAR 2023-2024 Attachments: 1. City Council Priorities Fiscal Year 2023-2024
2. April 26, 2022 City Council Priorities Setting Session Report (Without Attachments)
RECOMMENDATION
Staff recommends the City Council approve the Fiscal Year 2023-2024 (“FY 22-24”) City Council Priorities (Attachment 1).
INTRODUCTION
This item provides the final, consolidated FY 23-24 City Council Priorities for City Council approval.
DISCUSSION
Each year, the City Council conducts a priority setting session in order to determine what the City’s priorities are for the upcoming fiscal year. This includes identifying what deliverables can be accomplished for each priority by the City’s departments. In general, the deliverables that are listed can be achieved within the proposed budget for the upcoming fiscal year.
On April 18, 2023, staff provided an overview of what was accomplished in FY 22-23 on the current City Council initiatives and what the intended deliverables are for FY 23-24 (Attachment 2). The City Council was able to ask questions of staff, suggest updates for the deliverables, and introduce new priorities.
During the meeting, the City Council approved several changes to FY 23-24 City Council Priorities which are:
1) Consensus from the City Council to remove the following priorities:
a. R-1 Hillside Development Standards (Community Development) b. Preservation Incentives (Community Development)
c. Inclusionary Housing (Community Development)
E-16
Meeting Date: June 27, 2023
d. Explore how the City may Create an Office for a City Prosecutor (Policy & Management)
2) Consensus from the City Council to add the following priorities to Community Development:
a. Preservation and Creation of Affordable Housing (Priority #6) b. Explore Mixed Use for Additional Areas (Priority #10) 3) Consensus from the City Council to modify the following deliverables:
a. Priority #26 Create Evening Activities in Business Triangle, one of the deliverables was modified to read: “Continue to work with the Chamber of Commerce, Conference and Visitors Bureau, Rodeo Drive Committee, and the Next BH Committee on initiatives to create activities in the business triangle.
b. Priority #30 Public Safety, a modification was made to the Public Works priorities to add other utilities for resiliency rather than focus on electricity.
The relevant priorities now read:
i. Create a taskforce to research, examine, discuss, and propose alternative sources of emergency storage and delivery of electricity to improve the City’s electrical resiliency as well as explore ways for the City to become more resilient with other public utilities such as gas and phone lines.
ii. Examine ways for the City to become an “electricity center” during times of high power consumption and/or power outages as well as determine if there are other feasible means to implement similar strategies for other public utilities
iii. Explore alternative sources of energy storage and delivery (e.g. microgrids) as well as explore if the storage and delivery of other public utilities is feasible
iv. Explore creation of a model for electrical storage that the City can implement and then encourage businesses to adopt a similar model as well as determine if similar storage and delivery models exist for other public utilities
4) Consensus of the City Council to move Strengthening and Expanding Smoking Regulations to an Ongoing City Council Priority.
5) Consensus from the City Council to merge several City Council Priorities in Public Works and rename the overarching priority to “Environmental Sustainability Leadership” (Priority #45). The priorities and their deliverables which are now included in the broader category are:
a. La Cienega Regional Treatment Facility
b. Separate Landscape Metering
c. Urban Forest Management Plan (UFMP)
d. SB 1383 – Organics Recycling & Recovery Program
e. Climate Action and Adaptation Plan
Additionally, the Public Works Commission has requested “Develop a Tiny Forest demonstration project” be added to the Environmental Sustainability Leadership under the Urban Forrest Management Plan”.
Meeting Date: June 27, 2023
Overall, for FY 23-24 there are 45 City Council Priorities and 7 Ongoing City Council Priorities. Each Priority includes deliverables for FY 23-24.
FISCAL IMPACT
In general, staff has incorporated the deliverables associated with each priority into their Department budgets for FY 23-24. However, some priorities will be brought back to the City Council for approval when costs have been fully analyzed and are known.
Nancy Hunt Coffey
City Manager
Approved By
Attachment 1
Page | 1
i
City of Beverly Hills
FY 2023-24
City Council Priorities
City of Beverly Hills
455 N. Rexford
Beverly Hills, CA 90210
June 27, 2023
Page | 2
Contents
City Council Priorities Adopted June 27, 2023 ........................................................................ 3 COMMUNITY DEVELOPMENT......................................................................................................... 3 COMMUNITY SERVICES................................................................................................................... 4 FINANCE .......................................................................................................................................... 6 INFORMATION TECHNOLOGY......................................................................................................... 7 POLICY & MANAGEMENT ............................................................................................................... 7 PUBLIC SAFETY .............................................................................................................................. 10 PUBLIC WORKS.............................................................................................................................. 12 Ongoing City Council Priorities............................................................................................. 17 CITY CLERK..................................................................................................................................... 17 HUMAN RESOURCES ..................................................................................................................... 17 POLICY & MANAGEMENT ............................................................................................................. 18 PUBLIC WORKS.............................................................................................................................. 18 Page | 3
City of Beverly Hills
FY 2023-2024
City Council Priorities Adopted June 27, 2023
ITEM
#
TITLE/DESCRIPTION LEAD
DEPARTMENT
FY 2023/2024
PROPOSED DELIVERABLES
COMMUNITY DEVELOPMENT
1 Historic Preservation Ordinance.
Evaluate existing historic
preservation ordinance and
modify ordinance to address areas
identified as needing updating and
or clarification.
CD
• Work with Cultural Heritage Commission to present
proposed changes to the ordinance to City Council
2 Launch Ongoing OpenBH
Program. Launch ongoing OpenBH
program based on approved
parameters and guidelines as
established by City Council Ad
Hocs and the City Council.
CD, PW, P&M
• Work with the Public Works Department and Policy &
Management to complete the following:
o Develop and disseminate outreach materials for
the new OpenBH Program
o Conduct ongoing proactive outreach with all
impacted businesses.
o Permit all existing OpenBH installations under the
ongoing Program
o Complete development of Design Standards for
permanent parklets
3 Southeast Task Force. Complete
short-term recommendations of
task force and incorporate long
term objectives into CIP and work
plans. Include evaluation of Arts
& Theater synergy. Develop a
long-range Urban Design plan.
CD, P&M, PW
• Reconstitute the Southeast Task Force and bring
forward to City Council list of recommended action
items related to urban design, streetscape standards
wayfinding, and land enhancements
4 Evaluate the City’s Rent
Stabilization Policy. Utilize
feedback from the TenantLandlord Forum to determine
possible recommended
modifications.
CD, CS
• Work with Rent Stabilization Commission to provide
recommendations to City Council on Council directed
policy issues
5 Means-tested Assistance Program
for Tenants. Implement a meanstested tenant assistance program.
CD
• Continue working with Ad Hoc Committee on
development of the Program’s parameters
• Upon approval of the City Council, implement the
Means-tested Rent Subsidy Program
6 Preservation and Creation of
Affordable Housing.
CD
• Dedicate Planning Division staff to SB 330
implementation.
• Explore modifying the City’s affordable housing deed
restriction requirements to remove the 55 year time
limit for affordability.
• Planning Division will support City efforts to develop affordable housing on City controlled property.
Page | 4
City of Beverly Hills
FY 2023-2024
ITEM
#
TITLE/DESCRIPTION LEAD
DEPARTMENT
FY 2023/2024
PROPOSED DELIVERABLES
7 Seismic Retrofit Program.
Implement a seismic retrofit
program.
CD
• Continue to issue building permits for tiers I, II, and III. • Issue follow-up reminder notices for Tier III
• Pursue enforcement of the ordinance for properties
that have failed to meet minimum timelines for
coming into compliance
8 Gale Yard Improvements. Identify
desired future uses of the Gale
staging yard site
CD, PW, P&M,
PD
• Staff will work with Policy and Management on City
Council’s direction for next steps
9 Short Term Rental Ordinance.
Increase penalties for violation the
City’s Short Term Renal Ordinance
CD
• Strengthen short-term rental ordinance.
• Purchase and implement short-term rental tracking
platform
10 Explore Mixed Use for Additional
Areas.
CD
• Dedicate Planning Division staff to SB 330
implementation.
• Explore modifying the City’s affordable housing deed
restriction requirements to remove the 55 year time
limit for affordability.
• Planning Division will support City efforts to develop affordable housing on City controlled property.
COMMUNITY SERVICES
11 Master Plan City Needs at La
Cienega Park & Tennis Center
Site. Coordinate regional water
retention, parking and community
center needs in a master plan for
the site. CS, PW
Community Services
• Conduct future outreach to reexamine of Master Plan.
Community input will be sought through variety of
survey, public meetings, and other collection means.
• Commence the public engagement process with an
initial community needs assessment, and then a
Master Plan surveying process
Public Works
• Complete installation of infrastructure to support a
portable generator
12 Open Space & Maintenance &
Use of Green Space. Explore
options to maintain and increase
the City's green space, including
parks, recreation programming,
and promotion thereof.
CS, PW
• Recommended an update to this Council Priority with
an updated title: “Open Space & Maintenance & Use
of Green Space: Explore options to maintain and
increase the City’s green space, including parks,
recreation programming, and promotion thereof
• Initiate discussions with the Los Angeles County
Director of Parks and Recreation on the required
analysis and studies in order to negotiate the City
assuming the operations and maintenance of Virginia
Robinson Gardens
Page | 5
City of Beverly Hills
FY 2023-2024
ITEM
#
TITLE/DESCRIPTION LEAD
DEPARTMENT
FY 2023/2024
PROPOSED DELIVERABLES
• In cooperation with the Los Angeles County Director of Parks and Recreation, develop scopes of work, cost
estimates, timeline to develop a management lease
agreement, and funding recommendations
• Improving mini parks and other open spaces by
replacing and refurbishing amenities such as
playgrounds and water feature at Reeves Park
• Replace fence and water bowls at Dog Park
• Continue to execute agreements with Beverly Hills
Little League and Basketball League for use of
green/open space at parks
• Continue to explore opportunities to increase City’s
green space, including mini parks
13 Promote Arts & Culture. Examine
ways to promote arts & culture in
Beverly Hills in conjunction with
the community and school district.
Consider creating an Arts &
Culture District.
CS, CD, P&M,
PW
Community Services
• Continue maintenance and oversight of the City Art
Collection and Public Art
• Install Judy Chicago fine art piece Trinity if approved by the City Council
• Continue the 50th Art Show celebration into Fall in
October 2023
• Host an official dedication of Ai Wei Wei fine art piece Iron Root
• Continue offering a wide variety of cultural arts events within the City, and expand cultural events offered in
partnership with the Arts & Culture Commission
• Continue to incorporate programming that involves
music – such as Make Music Day Beverly Hills on June
21, 2023, and newly offered drum circle programs
• Continue development and implementation of more
diverse holiday programs as part of the City’s Arts &
Culture Plan in FY 23/24 (*programs, and events
pending City Council approval of the FY 23/24 budget)
• Work with the City’s Arts & Culture Commission to
support evening events that encourage Beverly Hills’
businesses to stay open later
Public Works
• Provide design and construction for infrastructure
required to support various sculptures
Policy & Management
• Continue to partner with the Beverly Hills Chamber of Commerce, City Commissions, committees and other
city partners to help activate vacant storefronts with
art and special pop up events
Page | 6
City of Beverly Hills
FY 2023-2024
ITEM
#
TITLE/DESCRIPTION LEAD
DEPARTMENT
FY 2023/2024
PROPOSED DELIVERABLES
14 Implement Improvements at
Greystone Mansion and Gardens.
CS, PW
Community Services
• Complete construction of Pool House Improvements
• Establish programming and potential rental plan for
the theater (*fees pending City Council approval of the FY 23/24 budget)
• Continue to develop and deliver in-person arts and
culture programming for the recently restored
Greystone Theatre (*pending City Council approval of
the FY 23/24 budget)
• Continue CIP work: the lower Greystone adaptive
reuse plan, continue work on master signage plan,
ADA improvements to site and visitor experience
without negatively impacting historic character of
Greystone
• Continue a five-year plan for Greystone Centennial
Celebration in 2028
15 Implement Department Strategic
Plan.
CS
• Evaluate and re-identify items in the CS department
workplan to continue to offer in-person, onsite, hybrid and virtual programming
• Conduct priority-setting sessions with CS Commissions (Arts and Culture, Human Relations, and Recreation
and Parks) to identify and implement a workplan for
existing and new programming and events
16 Collaborate with the BHUSD. CS • Enter into a new Joint-Powers agreement with BHUSD 17 Enhance Services to Further Assist
the Unhoused
Explore and implement options to
enhance services for the
unhoused in Beverly Hills.
CS, P&M, Fire,
and PD
• Deliverables dependent on City Council direction in
May 2023
FINANCE
18 Long-Term Financial Health
Research and analyze the City’s
expenses and revenue for the next
five to ten years and reconcile the
projections with the goals of the
City Council
FIN
• Work with the City Treasurer to establish a Mayor’s
Blue Ribbon Committee
• Working with the Committee, research and analyze
the City’s expenses and revenues for the next five to
ten years to examine what the City Council proposes
to do, how much it will cost, and what potential
sources of funding exist to accomplish the goals of the City Council
Page | 7
City of Beverly Hills
FY 2023-2024
ITEM
#
TITLE/DESCRIPTION LEAD
DEPARTMENT
FY 2023/2024
PROPOSED DELIVERABLES
INFORMATION TECHNOLOGY
19 Technology. Expand the use of
technology to improve efficiency
in all initiatives. Work plan items
include completion of next phase
of E-Gov, expansion of wired and
wireless networks and initiation of
Fiber to the Premise (FTTP)
projects. Continue research and
begin implementation on
commercialization of City
technologies and the feasibility of
offering technology services to the
public.
IT
• Build out new website platform and migrate eGov
offerings
• Expand web User Experience by automating City
forms, and automating applications
• Enhance and standardize telework infrastructure
• Expand network security posture by layering additional security applications
• Complete technology master plan
• Replace end-of-life critical infrastructure for network, storage, video and server hardware
• Expand RTWC technology
• Digitize and present phase I of Library Special
Collations material
• Work diligently to maintain 99.999 uptime for critical systems
• Provide technology support for the upgrade of Fire
toning system
POLICY & MANAGEMENT
20 FY 2021/22 Annual Audit Work
Plan & Risk Assessment
Initiate a risk assessment process
to identify potential audits and to
establish an annual work plan.
The auditor should solicit and
consider City Council and
management input in formulating
the work plan.
City Auditor,
P&M
• Complete the process for hiring a firm to provide
performance audit services for the City
21 Trust & Innovation Portal (TIP)
An online tool to provide a means
for City of Beverly Hills employees
and residents to confidentially
report (1) alleged improper
activity involving City operations,
vendors, and employees; and (2)
suggestions for improving the
efficiency and effectiveness of City
operations.
City Auditor,
P&M
• TIP reopening to be explored once a new auditing firm is selected
Page | 8
City of Beverly Hills
FY 2023-2024
ITEM
#
TITLE/DESCRIPTION LEAD
DEPARTMENT
FY 2023/2024
PROPOSED DELIVERABLES
22 Property Acquisition and
Development. Work with the Ad
Hoc Committee to identify and
acquire properties for parking,
open space and other civic
uses. Focus on the Southeast as a
priority.
P&M, PW
Policy & Management
• Complete affordable housing RFQ/P selection process
and present recommendations and next steps to City
Council. Negotiate and finalize affordable housing
development agreement and plans. The selected
developer will conduct public outreach in close
coordination with City
• Continue to evaluate various development options at
City properties and present options/proposals for City
Council review
Public Works
• Continue to support P&M’s property acquisition and
development initiatives
• Continue support by managing design and
construction of Landlord scope of work in tenant
buildings
23 Small Business Task Force.
Attract a balance of high-end,
unique and community serving
small businesses, and contract
with the Chamber of Commerce to
initiate development of small
business support programs.
P&M
• Continue Small Business Task Force Meetings four
times a year
• Conduct additional summer and winter campaigns
promoting patronizing small businesses
• Continue to offer regular webinars and workshops
through the Small Business Development Center
(SBDC)
• Continue outreach to stakeholders regarding the
OpenBH program extension and conversion to a longterm program 24 Business Attraction. Recruit
businesses that are unique and
exciting.
P&M
• Resume the New York Sales Mission
• Continue to attract new and unique businesses to
Beverly Hills
25 Update City’s 5-Year Economic
Sustainability Plan. The City’s
existing 5-year Economic
Sustainability Plan has come to
term. This initiative provides
staffing and funding to develop a
new 5-year plan with input from
key stakeholders and strategies to
address the impacts of long-term
construction projects and regional
competition to ensure Beverly
Hills stays competitive as a visitor
and business destination.
P&M, CD, CS,
FIN, PW
Policy & Management
• Continue implementation of 2021 Economic
Sustainability Plan and provide updates every four
month to the City Council on progress
Public Works
• Continue to implement actions identified in the
Climate Action and Adaptation Plan (CAAP).
• Continue promotion of the CA Green Business
Network (Action 3.A.3 from Economic Sustainability
Plan)
Page | 9
City of Beverly Hills
FY 2023-2024
ITEM
#
TITLE/DESCRIPTION LEAD
DEPARTMENT
FY 2023/2024
PROPOSED DELIVERABLES
• Continue improving technology in City-owned parking
garages including license plate readers (Action 3.A.4
from Economic Sustainability Plan)
26 Create Evening Activities in
Business Triangle. Develop
programs that encourage Beverly
Hills businesses to stay open later. P&M, CD, CS,
Fire, PD, PW
Policy & Management
• Continue to work with Community Development to
issue/renew permits for the OpenBH program until the
new long term program is in place for parklets and
extended dining
• Continue to work with the Chamber of Commerce,
Conference and Visitors Bureau, Rodeo Drive
Committee, and the Next BH Committee on initiatives
to create activities in the business triangle
27 Lease of City/Parking Authority
Assets. Lease vacant City/Parking
Authority tenant spaces at fair
market value. P&M
• Lease second floor vacant offices at 439 North Canon
Drive (suites 207 and 209)
• Lease vacant retail space at 463 North Bedford Drive
• Complete Landlord improvements at 430 North Canon
Drive and oversee completion of tenant improvements
for restaurant Marea
• Oversee completion of tenant improvements for
restaurant Negroni at 445 North Canon Drive
28 Promote the City.
P&M, IT
Policy & Management
• Debut City’s newly designed website with enhanced
community engagement capabilities in late 2023
• Continue implementation of City’s Strategic
Communications Plan.
• Support and promote Mayoral initiatives
• Work in partnership with the Police & Fire
Departments to promote public safety, department
initiatives and strengthen communication with the
public
IT
• Migrate relevant content, eGov, and other applications to new website
• Produce original video content to help communicate
the City’s message
29 Public Health Services
Coordination. Examine public
health services provided by the
City to determine how the City can
better allocate resources to assist
the residents of Beverly Hills.
P&M, CS, PD,
Fire
• Establish a City Council Liaison Committee consisting of Mayor Gold and Councilmember Bosse
• Compile a list of health services the City already
provides to its residents (e.g. Nurse Practitioner
Program)
• Identify gaps in health services programs offered by
City and the needs of the residents
Page | 10
City of Beverly Hills
FY 2023-2024
ITEM
#
TITLE/DESCRIPTION LEAD
DEPARTMENT
FY 2023/2024
PROPOSED DELIVERABLES
• Determine financial and structural needs for
coordination of public health services
• Determine governing structure to better deliver health services to the community
PUBLIC SAFETY
30 Public Safety. Continue to
strengthen the ability of Police,
Fire and Emergency Management
to prevent and respond to
incidents and emergencies. Work
plans to include: Police facility
upgrades, Implement a data
driven policing model; continue
to strive to attract, develop,
promote diversity hiring in the fire
department, to include retaining a
workforce that ensures worldclass services are provided to our community; enhance the
department’s training division to
provide ample opportunity for
career development, operational
readiness, and increased safety for
all personnel; pursue a
comprehensive annual medical
exam that meets the standards for
firefighting; optimize internal
communications to enhance daily
operations of the fire department;
continue collaboration with
Centers for Medicare & Medicaid
Services in establishing claims
process for patients under the
Nurse Practitioner Program, to
include surveying possible
funding partnership with local
healthcare facilities; continue
working with the community to
reduce potential hazards in the
Very High Fire Hazard Severity
Zone (VHFHSZ ) properties;
Fire, PD,
P&M, PW
Fire
• Continue with the expansion of the Nurse Practitioner Program, to include mental health
• Continue institution of the Paramedic Subscription
pilot program
• Continue collaboration with I.T. and Fleet Services in the implementation of the camera recording system
and upgrading Opticom devices with GPS technology
on emergency apparatus
• Continue to modernize department technology to
make it more effective and efficient in the field, to
better serve our community
• Complete new recruitment process for six (6) new
entry-level firefighters with paramedic license, along
with coordinating background investigations, medical,
and behavioral screening
• Train and complete probationary period for six (6)
firefighters
• Work with Planning to develop a system to track and
implement the requirements of the Fuel Modification
Ordinance
• Continue to develop a system to track and enforce
codes related to medical gas in multi-unit occupancies
• Continue research and identify training, staffing, and equipment needs for the California Urban Search and
Rescue Task Force
• Continue overseeing the Health and Safety
Commission
• Continue developing JUST IN CASE BH Program
IT
• Implement Phase II of RTWC technology with focus on
integration of various system, expansion of ALPR
• Deploy Tier I intersection cameras. Expand CCTV
within BHUSD. Expand and replace video storage
infrastructure. Leverage GPon to further expand CCTV
in residential areas.
Page | 11
City of Beverly Hills
FY 2023-2024
ITEM
#
TITLE/DESCRIPTION LEAD
DEPARTMENT
FY 2023/2024
PROPOSED DELIVERABLES
develop a data mechanism for
identifying and targeting specific
behaviors and audiences, in
relation to demographics, fire
incidents, and public education
counts; establish COOP plans in
the event of a loss of fire
department equipment and/or
facilities; update City’s Emergency
Operations Plan, Create MOU’s for
care and shelter of residents; and
stockpiling of resources;
Coordinate the City’s overall
COVID-19 pandemic response,
update the City’s Hazard
Mitigation Plan, and stockpile
emergency supplies.
• Complete radio system infrastructure upgrade and
expand resiliency
• Upgrade mobile and portable radios for Public Safety
Police
• Implement Phase II of the Real Time Watch Center
(RTWC)
• Provide update on progress of MHET Program
• Continue station renovations and improvements
• Continue to recruit and hire qualified applicants for sworn and civilian positions; continued recruitment
and hiring efforts for sworn female personnel
• Collaborate with Public Works, Information
Technology and Finance to identify areas to improve
the vehicle replacement process
• Update department manuals
• Initiate planning for Metro sub-stations pending
approval of operational plan
• Relaunch of Chief’s Advisory Panel (CAP)
• Provide “Brown Bag Lunch” PD talks with City staff to improve inter-department relationships
• Conduct a master equipment inventory and tracking
• Complete inspections and audits to include Lexipol and CCTV
• Focus on customer service and community
engagement.
• Focus on leadership development; emphasis on civilian training
• Explore revision of performance evaluations and
processes
• Continue to provide clear goals for Patrol for crime
reduction and prevention.
• Continue improvement in service to the community
Policy & Management
• Update the City’s Hazard Mitigation Plan
• Complete post-disaster Damage Assessment training
for key staff
• Complete Family Assistance Center training for staff
• Expand plans, policies, and procedures for adverse
weather events
• Continue to study and enhance safety and security
measures for all City facilities.
Page | 12
City of Beverly Hills
FY 2023-2024
ITEM
#
TITLE/DESCRIPTION LEAD
DEPARTMENT
FY 2023/2024
PROPOSED DELIVERABLES
• Continue to explore various emergency management
technologies to enhance response and recovery
abilities
Public Works
• Complete installation of Outdoor Warning System
Sirens FY2023-24
• Continue to support BHPD, BHFD and Emergency
Management during events or emergencies
• Continue support of PD and IT in installation,
maintenance and upgrades to Citywide Community
Security CCTV and ALPR systems
• Support the Fire Department in addressing risks
involving public trees in the VHFHSZ.
• Work with the Fire Department to further enhance
signage for Red Flag fire days/parking restrictions
• Create a taskforce to research, examine, discuss, and propose alternative sources of emergency storage and
delivery of electricity to improve the City’s electrical resiliency as well as explore ways for the City to
become more resilient with other public utilities such
as gas and phone lines.
• Examine ways for the City to become an “electricity
center” during times of high power consumption
and/or power outages as well as determine if there
are other appropriate means to implement similar
strategies for other public utilities
• Explore alternative sources of energy storage and
delivery (e.g. microgrids) as well as explore if the
storage and delivery of other public utilities as
appropriate
• Explore creation of a model for electrical storage that the City can implement and then encourage
businesses to adopt a similar model as well as
determine if similar storage and delivery models exist
for other public utilities
PUBLIC WORKS
31 Centralized Customer Relations
(CCR). Create bidirectional
communication with citizens.
PW, P&M
• Roll-out CCR communication plan
• Begin new CRM platform implementation project, if
approved by Council
• Pilot Saturday service
32 Autonomous Vehicles. Implement
a vehicle program that includes
PW, IT, PD,
Fire, P&M,
Public Works
• Complete Phase 2 Citywide Signal Upgrades project
Page | 13
City of Beverly Hills
FY 2023-2024
ITEM
#
TITLE/DESCRIPTION LEAD
DEPARTMENT
FY 2023/2024
PROPOSED DELIVERABLES
long-term goals of addressing ‘first
and last mile’ issues and
increasing mobility within the City.
As envisioned, the program would
involve a fleet of City-operated
autonomous vehicles that would
provide on-demand, point-topoint mobility to members of the public.
• Continue to upgrade signs and pavement markings to
support AV and advanced driver-assistance system
(ADAS)
33 Community Video Security.
Expand the City’s existing Closed
Circuit Television Camera (CCTV)
program and Automated License
Plate Recognition (ALPR) into
residential areas.
PW, IT, PD
Public Works
• Continue installation, maintenance and upgrades to
Citywide Community Security CCTV and ALPR systems
IT
• Continue expansion of GPON network-based cameras
in residential areas
• Redeploy wireless cameras to priority areas
• Expand storage capacity to accommodate new
cameras
• Manage tier II camera installations and design tier
three locations
• Support BHUSD camera expansion as part of NEW JPA
• Expand back end CCTV systems for use in RTWC
34 Water Enterprise Plan. Implement
the plan, which includes short,
mid and long-range plans for the
City’s water system which will
need to be implemented to
ensure continued system
reliability.
PW, FIN, P&M
• Continue with design of two (2) La Cienega Park Wells • Continue to pursue the development of one (1)
additional well in the La Breas Sub Basin
35 Subway Coordination. Oversee
Metro construction activity and
coordinate outreach, marketing
and overall planning efforts for
area surrounding future station.
PW, CD, P&M,
ALL
Public Works
• Continue support of construction in Section 1 and
Section 2 and enforcement of MOA provisions
• Continue ongoing outreach to community and
business stakeholders
• Continue design of North Portal
Fire
• Continue engagement with Metro-related activities to
prevent or fully mitigate potential risks and hazards
associated with the project
Page | 14
City of Beverly Hills
FY 2023-2024
ITEM
#
TITLE/DESCRIPTION LEAD
DEPARTMENT
FY 2023/2024
PROPOSED DELIVERABLES
Policy and Management
• Continue to initiate Prop A Fund Exchanges with other cities and establish capital reserve account to reduce
cost of North Portal Design and Construction
36 Reservoir Reconstruction &
Water Storage Capacity. Evaluate
current emergency storage and
identify projects to increase water
storage capacity. Redevelop
decommissioned
Coldwater/Cabrillo reservoir site
for storage of Potable and NonPotable water and evaluate purple pipe distribution system.
PW
• Continue and finalize with design of upgrades to the
largest reservoirs to include Reservoir Management
Systems (RMS)
• Continue to expand the City’s water portfolio by
evaluating possible groundwater well sites for
increased water independence
• Evaluate Cabrillo Reservoir Design options
37 Public Works Matrix Audit.
Implement Matrix audit
recommendations.
PW, FIN, IT
• Continue to oversee the Backflow Prevention Program
• Continue with the AMI/AMR Meter replacement
project, currently anticipated to take 5 years
• Implement phase 3 of INFOR asset management
program including Parks Maintenance, Urban Forestry
and Parking Services
38 Gateways. The final remaining
gateway at Santa Monica/Doheny
has been designed. Project to
continue if property becomes
available.
PW, CS
• Project on hold
39 Public Works Space Assessment.
Assess current and future
operational needs of the Public
Works Department.
PW
• Continue to enhance the layout of the warehouse and
add secure storage in and around Public Works
campus, as needed.
40 Rodeo Permanent Bistro Seating.
Replace existing temporary k-rails
and site furnishing into permanent
seating elements, improve
pedestrian safety along Rodeo
Drive, promote sensible seating
opportunities, while increasing
community interaction and aiding
in the support of local businesses.
PW, P&M
• Project on hold
41 Higher Maintenance of Streets
and Sidewalk in Business District.
Provide a higher level of
maintenance to the streets and
sidewalks located in the Business
PW
• Continue to conduct sidewalk condition survey and
identify any and all defects and repair defects as
stated in policy
• Power wash parking structures quarterly (more
frequently at some locations depending on conditions)
Page | 15
City of Beverly Hills
FY 2023-2024
ITEM
#
TITLE/DESCRIPTION LEAD
DEPARTMENT
FY 2023/2024
PROPOSED DELIVERABLES
District including Rodeo Drive,
North Beverly Drive, South Beverly
Drive, Canon Drive, and S. Santa
Monica Boulevard
• Continue to maintain and clean sidewalks more
frequent as possible
• Complete Open BH Guidelines
42 Complete Streets Plan. Prepare a
City Mobility Plan beginning with
an update of the Bicycle Master
Plan.
PW
• Complete installation of San Vicente and Doheny
bicycle lanes
• Present Neighborhood Traffic Calming Program to City
Council for review and approval
• If approved by Council, implement pilot City Transit
service
• Complete Clifton/Le Doux Bicycle Boulevard Feasibility Study
43 South Santa Monica. The
sidewalk configuration and
vehicular traffic characteristics of
the south roadway of Santa
Monica Boulevard are not
pedestrian and bicycle friendly
and do not emphasize the localserving aspects of the street. This study would develop potential
solutions to create a more
"complete street."
PW, CD, P&M
This project is programmed for future years in the CIP. 44 Parking Structures Façade
Improvements
PW • Conceptual design for façade improvements at
selected parking structures
45 Environmental Sustainability
Leadership.
This item includes:
(1) La Cienega Regional
Treatment Facility. Work with
the cities of Los Angeles and
West Hollywood to develop
and build a regional
stormwater facility for the 3
cities, as identified in the
Enhanced Watershed
Management Plan (EWMP).
(2) Separate Landscape Metering.
Require the installation of a
separate landscape meter for
all existing properties.
(3) Urban Forest Management
Plan (UFMP)
PW, CD, CS,
FD
La Cienega Regional Water Center
• Project schedule is contingent on the park master plan completion
Separate Landscape Metering
• Implement volumetric rate structure for the
wastewater residential class.
Urban Forest Management Plan (UFMP)
• Replace approx. 200 trees and plant 60 new trees
• Develop a Tiny Forest demonstration project
SB 1383 – Organics Recycling & Recovery Program
• Continue implementing the program and educational
efforts of the residents and businesses, and coordinate food waste recovery service with food-generating
businesses.
Page | 16
City of Beverly Hills
FY 2023-2024
ITEM
#
TITLE/DESCRIPTION LEAD
DEPARTMENT
FY 2023/2024
PROPOSED DELIVERABLES
(4) SB 1383 - Organics Recycling &
Recovery Program
(5) Climate Action and Adaptation
Plan
(6) Water Conversation
Climate Action and Adaptation Plan
• Begin implementation of Climate Action Plan and
Policies
Water Conservation
• Continue enhanced public outreach and enforcement
of existing Municipal Code
Page | 17
City of Beverly Hills
FY 2023-2024
Ongoing City Council Priorities
ITEM
#
TITLE/DESCRIPTION LEAD
DEPARTMENT
FY 2023/2024
PROPOSED DELIVERABLES
CITY CLERK
1 Sunshine Taskforce. Purpose
is to advance greater
transparency and public
involvement in local
government operations.
CC, P&M
• Continue to coordinate with the Policy &
Management Department regarding
Sunshine Taskforce Initiatives
2 City Elections and Anti-Voter
Fraud Initiative. Conduct City
elections and examine what
the City can do to provide
education and outreach to
create a collaborative
community 'watch dog'
approach to prevent voter
fraud.
CC, CAO, P&M
• Schedule the next Municipal Election for
March 2024.
• Provide outreach to the Beverly Hills
residential community
• Process candidates and/or any ballot
measures for the election
• Continue to address any voter fraud or
voter suppression issues
HUMAN RESOURCES
3 Advertise Employment
Opportunities Locally.
Ongoing outreach and local
advertisements of job
openings within the City to
stimulate interest of
residents to apply for City
positions.
HR
• Continue to coordinate “Hire Local”
advertisements in community publications
and newsletters, including the Public
Works bi-monthly newsletter “The
Backbone”
• Further develop partnership opportunities
with local businesses and faith-based
organizations to promote job
opportunities within the City
• Continue to expand participation in local
City events
• Continue partnership with City’s Cable
Team and Communications Team in the
outreach efforts via the City’s cable outlets
and social media platforms
• Continue participation in Team Beverly
Hills
• Further expand partnership with BHHS to
encourage exploration of careers in local
government
Page | 18
City of Beverly Hills
FY 2023-2024
ITEM
#
TITLE/DESCRIPTION LEAD
DEPARTMENT
FY 2023/2024
PROPOSED DELIVERABLES
POLICY & MANAGEMENT
4 Legislative Efforts.
P&M
• Work collaboratively with partner agencies
and jurisdictions, such as the California
Contract Cities Association, Clean Power
Alliance, Los Angeles County, and
neighboring cities, to advocate for regional
solutions
• Continue to advocate for local control and
develop regional approaches for solutions
to issues
• Attend various meetings with state and
federal representatives to advocate for the
City’s legislative priorities
5 Disabled Placard Legislative
Reform. Pursue State
legislation that regulates the
use of disabled parking
placards.
P&M, PD
• Continue to support legislative reforms
that prevent misuse of disabled placards
6 Strengthening and
Expanding Smoking
Regulations. Continue to
strengthen and expand
current smoking regulations.
Provide education and
outreach to the public.
P&M, CD, CS, PD
• Continue to participate regionally in
strengthening and expanding smoking
regulations
• Continue to advocate for and support
efforts regionally and statewide to prohibit
the sale of tobacco and tobacco related
products
• Staff recommends this item be moved to
the Ongoing City Council Priorities Section
or remove the priority as this is a priority
staff works on throughout the year
•
PUBLIC WORKS
7 Advance Capital Investment
in the City. Continue to
transfer funds to the Capital
Improvement Program
budget to ensure ongoing
infrastructure maintenance
and investment in
opportunity projects for the
future.
PW
• Continue to initiate and complete capital
improvement projects.
• Continue to work with Policy and
Management and Finance to ensure
adequate funding for capital projects
Attachment 2
STAFF REPORT
Meeting Date: April 18, 2023
To: Honorable Mayor and City Council
From: Nancy Hunt Coffey, City Manager
Cynthia Owens, Municipal Affairs Program Manager
Subject: City Council Priorities Setting Session for Fiscal Year 2023-24 Attachments: 1. FY 2022-23 City Council Priorities
2. Proposed FY 2023-24 City Council Priorities with
Accomplishments for FY 2022-23
3. City’s Vision Statements
4. March 25, 2023, Memo to Council – Without Attachments
INTRODUCTION
The City Council reviewed and provided input on the Fiscal Year 2022-23 (“FY 22-23”) City Council Priorities on April 26, 2022. After incorporating the direction provided by the City Council, the City Council Priorities were adopted on June 4, 2022 (Attachment 1).
This item presents information to the City Council on the FY 22-23 City Council Priorities accomplishments and provides staff recommendations for deliverables for FY 23-24 (Attachment 2). City Council will be able to comment on each Priority, adjust the proposed deliverables, and affirm if the Priority should remain as a City Council Priority for FY 23-24.
New initiatives from City staff are also included for the City Council to consider for inclusion in the FY 23-24 City Council Priorities list. The City Council will have an opportunity to provide input on each item and give direction as to whether or not the item should be a City Council Priority.
The initiatives introduced by Mayor Gold on April 4, 2023 the City Council Installation are included under Steps for the City Council Priorities Setting Session Step One – Review and Affirm City Council Priorities for review by the City Council. Concurrence of a majority of the City Council is required for the initiatives to be included in the FY 23-24 City Council Priorities.
Additionally, the City Council may propose new Priorities for adoption. A majority vote by the City Council is required to establish a new City Council Priority or establish new deliverables for existing priorities.
Meeting Date: April 18, 2023
DISCUSSION
The City Council has approved several overall policy documents and plans from which staff identifies initiatives to advance City Council goals. The City’s Vision Statements (Attachment 3) drives the formation of the City’s Strategic Plan, City Council Priorities, and budget. These statements also assist staff in developing work plans and ongoing tasks to implement the plans and priorities.
As the planning and budget process for FY 23-24 moves forward, it is essential that staff is guided by a clear understanding of the City Council's Priorities to form budget recommendations and work programs. The Department’s work plans and a brief summary of the ongoing tasks for each Department will be included in the FY 23-24 budget documents.
It is also important City Council understands the current workload that staff has in order to make reasonable decisions regarding current and new priorities, especially as the City’s Departments are operating at or near organizational capacity. Organizational capacity is defined as the combination of staff time, number of personnel, level of service, and funding available to conduct regular day to day operations and complete current priorities and tasks as well as to take on new initiatives.
In a memo dated March 23, 2023, staff provided background information on the current City Council priorities in advance of the April 18, 2023, City Council Priorities setting session for FY 23-24 (Attachment 4).
Five new priorities are being proposed by staff for the City Council to consider adding to the City Council Priority list and were identified in the March 25 memo. They are:
1. Historic Preservation Ordinance. Evaluate existing historic preservation ordinance and modify ordinance to address areas identified as needing updating and or clarification. (Community Development)
2. Launch Ongoing OpenBH Program. Launch permanent program based on approved parameters and guidelines as established by Ad Hocs and the City Council. (Community Development)
3. Enhance Services to Further Assist the Unhoused. Explore and implement options to enhance services for the unhoused in Beverly Hills. (Policy & Management)
4. Parking Structures Façade Improvements (Public Works)
5. Climate Action and Adaptation Plan (Public Works)
Staff is recommending the City Council considering removing four priorities from the list.
They are:
1. R-1 Hillside Development Standard (Community Development)
2. Preservation Incentives (Community Development)
3. Inclusionary Housing (Community Development)
4. Explore how the City may Create an Office for a City Prosecutor (Policy & Management)
Additionally, Priority 13 “Open Space” has been retitled to encompass a broader range of activities involving the City’s green space. The new title proposed by staff is “Open Space & Maintenance & Use of Green Space” with the accomplishments for FY 22-23 and deliverables for FY 23-24 reflecting the expanded title for this City Council Priority.
Meeting Date: April 18, 2023
Staff is also recommending the Strengthening and Expanding Smoking Regulations priority be moved to the Ongoing City Council Priority List.
The draft Proposed FY 23-24 City Council Priorities were shared with the Traffic and Parking Commission and Public Works Commission. The Traffic and Parking Commissioners suggested that the Public Safety Priority also address traffic safety (e.g., speed management, distracted driving, etc.); this resulted in a proposed new deliverable that is discussed below. The Public Works Commission comments will be provided during the Council Priorities Setting Session.
Since distribution of the March 25, 2023, memo to the City Council, the priority named Enhance Services to Further Assist the Unhoused has been moved from the Policy & Management Department to Community Services. This move is reflected with green font under Community Services to visibly indicate the shift from Policy & Management to Community Services.
Other changes since the March 25, 2023, memo, which are shown in blue font in the City Council Priorities, are:
• Staff incorporated a recommendation from the Traffic and Parking Commission for a FY 23/24 deliverable in Priority #33 Public Safety. The additional deliverable is: Study traffic crash data to develop a Local Road Safety Plan and identify high injury locations for safety improvements utilizing newly acquired analytical software.
• The new priority proposed by Public Works of Parking Structures Façade Improvements was missing a FY 23/24 deliverable. This has been corrected to now include Conceptual design for façade improvements at selected parking structures as a deliverable for FY 23/24.
• The Ongoing City Council Priority Water Conversation Program had the accomplishment for FY 22/23 and the deliverable for FY 23/24 updated to recognize the region is no longer experiencing a drought.
The current City Council priorities are being taken into account while establishing the recommended budget for FY 23-24. Any new priorities added by the City Council during the exercise will require staff to develop a list of resources that are necessary to accomplish the priority. This will include an analysis of the time, funding, and personnel needed to accomplish the initiative given the capacity that each Department may or may not have available. If additional funding is needed to achieve the priority in the timeline identified by the City Council, a budget amendment will be brought back before City Council for consideration.
Steps for the City Council Priorities Setting Session
The City Council priorities are grouped together by Department and are not listed from highest City Council priority to lowest. This modification was made at the request of City Council in 2018 so that a Department Head could present all of their priorities at one time to City Council.
Step One – Review and Affirm City Council Priorities
• Staff will provide an overview of what was accomplished in FY 22-23 on current City Council initiatives and what the intended deliverables are for FY 23-24 (Attachment 2).
Meeting Date: April 18, 2023
• City Council will be able will have an opportunity to ask questions and provide comments on the priorities and the proposed deliverables. • City Council will be asked to affirm the current adopted priorities will remain as priorities for the next fiscal year. City Council may choose to modify, minimize or remove any priority at this time. These actions will require approval by a majority of the City Council.
• During this process, staff will also propose new initiatives for the City Council to consider adopting for FY 23-24.
• After each new initiative is presented by staff, each City Councilmember will have an opportunity to ask questions and provide comments on the new staff proposed City Council Priority. A majority of the City Council will need to approve the proposed initiative for it to become a City Council Priority.
Additionally, on April 4, 2023, Mayor Gold introduced several initiatives during his installation as Mayor. This included:
1) Negotiate an agreement with Los Angeles County for Beverly Hills to maintain Virginia Robinson Gardens
2) Long-Term Financial Health
3) Creation of a Public Health Services Department
4) Regional Collaboration
5) Electrical Resiliency
The following information outlines proposals for inclusion in the City Council Priorities based on the Mayor’s initiatives. These have been added to Attachment 2 as either blue font for new text or red strikethrough font where items were modified.
Initiative 1: Negotiate an agreement with Los Angeles County for Beverly Hills to maintain Virginia Robinson Gardens
The initiative to negotiate an agreement with Los Angeles County for the City Beverly Hills to maintain Virginia Robinson Gardens has been added to City Council Priority #13 Open Space & Maintenance & Use of Green Space with the following as proposed deliverables for FY 23-24 for City Council consideration:
• Initiate discussions with the Los Angeles County Director of Parks and Recreation on the required analysis and studies in order to negotiate the City assumption of the operations and maintenance of Virginia Robinson Gardens • In cooperation with the Los Angeles County Director of Parks and Recreation, develop scopes of work, cost estimates, timeline to develop a management lease agreement, and funding recommendations
Initiative 2: Long-Term Financial Health
Staff is proposing the initiative of long-term financial health be incorporated into City Council Priority #18 under Finance. With the incorporation of this initiative, staff would propose the following title change, update of the description, and new deliverables:
• Rename City Council Priority #18 to Long-Term Financial Health • Update the description to read: Research and analyze the City’s expenses and revenue for the next five to ten years and reconcile the projections with the goals of the City Council
• Deliverables for FY 23-24 are proposed to be changed to:
o Work with the City Treasurer to establish a Mayor’s Blue Ribbon Committee o Working with the Committee, research and analyze the City’s expenses and revenues for the next five to ten years to examine what the City Council Meeting Date: April 18, 2023
proposes to do, how much it will cost, and what potential sources of funding exist to accomplish the goals of the City Council
Initiative 3: Creation of a Public Health Services Department Staff is proposing the initiative for creating a Public Health Services Department be incorporated into City Council Priority #31 under Policy & Management. With the incorporation of this initiative, staff would propose the following title change, update to the description, and new deliverables:
• Rename City Council Priority #31 to Public Health Services Coordination • Update the description to read: Examine public health services provided by the City to determine how the City can better allocate resources to assist the residents of Beverly Hills. Deliverables for FY 23-24 are proposed to be changed to:
o Establish a City Council Liaison Committee consisting of Mayor Gold and Councilmember Lili Bosse
o Compile a list of health services the City already provides to its residents (e.g.
Nurse Practitioner Program)
o Identify gaps in health services programs offered by City and the needs of the residents
o Determine financial and structural needs for coordination of public health services
o Determine governing structure to better deliver health services to the community
Initiative 4: Regional Collaboration
Staff is recommending this item be placed in the Ongoing City Council Priorities item #4 Legislative Efforts. Staff recommends the following deliverable be added for FY 23-24 to accomplish this initiative:
• Work collaboratively with partner agencies and jurisdictions, such as the California Contract Cities Association, Clean Power Alliance, Los Angeles County, and neighboring cities, to advocate for regional solutions Initiative 5: Electrical Resiliency
The initiative on electrical resiliency has been added to City Council Priority #33 Public Safety under Public Works with the following as proposed deliverables for FY 23-24 for City Council consideration:
• Create a taskforce to research, examine, discuss, and propose alternative sources of emergency storage and delivery of electricity to improve the City’s electrical resiliency
• Examine ways for the City to become an “electricity center” during times of high power consumption and/or power outages
• Explore alternative sources of energy storage and delivery (e.g. microgrids) • Explore creation of a model for electrical storage that the City can implement and then encourage businesses to adopt a similar model
All five initiatives do require support by a majority of the City Council in order for the proposed changes and/or new initiatives be included in the final City Council Priorities document, which will be adopted at a future City Council meeting. Inclusion of these initiatives are listed in Attachment 2.
Meeting Date: April 18, 2023
Step Two - City Council Will Introduce Any New Priorities • The City Council will have an opportunity to present new initiatives for inclusion in the FY 23-24 City Council priorities.
• A description of the new priority and deliverables for FY 23-24 will be developed. • Staff will request the Councilmember propose deliverables for FY 23-24 during the discussion.
• City Council will approve each new initiative for inclusion in FY 23-24 by a majority vote.
After the Study Session, staff will utilize the information obtained from the City Council to develop a list of resources that are required to accomplish the priority. This will include an analysis of the time, funding, and personnel needed to accomplish the initiative given the capacity that each Department may or may not have available. If additional funding is needed to achieve the priority in the timeline identified by the City Council, a budget amendment will be brought back before City Council for consideration.
Next Steps for City Council Priorities
Staff will bring the updated FY 23-24 City Council Priorities for formal adoption at a future City Council meeting.
FISCAL IMPACT
Fiscal impacts associated with the agreed upon deliverables will be brought forward to the City Council as part of the budget process or during the upcoming fiscal year.
RECOMMENDATION
Staff requests that City Council provide direction on the FY 23-24 priorities.
Nancy Hunt-Coffey
City Manager
Approved By