SS Item A-1 — Beverly Hills City Council, May 21, 2024 (part 1 of 2)

STAFF REPORT
Meeting Date: May 21, 2024
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 2024-25 Proposed Operating and Capital Improvement Budgets and Executive Employee Compensation Plan No Cost Update
Attachment: 1. Fiscal Year 2024-25 Proposed Operating Budget

2. Fiscal Year 2024-25 Proposed Capital Improvement
Budget

INTRODUCTION
In accordance with Section 2-3-101(D) of the Beverly Hills Municipal Code, which requires the City Manager to prepare and submit the annual budget and Capital Improvement Program to the City Council, the Proposed Fiscal Year 2024-25 Operating and Capital Improvement Budgets have been provided to the City Council and are available to the public for review. Staff intends to present and provide financial highlights for the Proposed Capital Improvement Budget at the May 21st regular study session meeting. At the budget study session scheduled for May 22nd, staff will present and provide financial highlights for the Proposed Operating Budget. Additional budget study sessions have been scheduled for May 23rd and June 10th, if they are needed. It is currently anticipated that budget adoption will be requested at the June 18, 2024 meeting.

DISCUSSION
FY 2024-25 Proposed Operating and Capital Improvement Budgets The Fiscal Year 2024-25 Proposed Operating and Capital Improvement Budgets can both be found online at: https://www.beverlyhills.org/330/Operating-Capital-Improvement-Project-Do.

Within the FY 2024-25 Proposed Operating Budget, the City Manager’s budget message (pages 7-25) has been written to serve as a clear, one-stop source for understanding key information in the budget, and it is strongly recommended for review as a primary operating budget resource.

The Capital Improvement Budget Introduction (pages 5-12) includes a detailed overview of Meeting Date: May 21, 2024
accomplishments during the current fiscal year, and proposed projects and associated budget for the upcoming fiscal year.

No Cost Executive Employee Compensation Plan Update
The Amended and Restated Executive Employee Compensation Plan (“Plan”) covers Department Directors, Assistant Department Directors and Senior Management level employees.

Compensation and benefits for these employees are established in the Compensation Plan, as approved by the City Council. The Executive Employee Compensation Plan was last updated December 5, 2023. Due to reorganizations taking place, there is a need to revisit classification titles contained within the Plan. As part of Management Partners’ review of the City Clerk’s Office, there was a recommendation to add the Assistant City Clerk/Records Management Director classification. Per Council’s midyear approval, the additional position has been included in next year’s operating budget; however, an update is needed to include the new classification in the Plan.

After the elimination of the Deputy Director of Special Projects, Public Safety from the Plan in December 2023, this Policy and Management position is being replaced with a Deputy Director of Community Services position as part of another cost neutral reorganization, thereby necessitating an update to the Plan to include this new classification.

There are no other language changes to the Plan at this time.

For the City’s represented employees (those in a bargaining group covered by a negotiated Memorandum of Understanding), the City Council follows a process set forth in the City Ordinance Regarding the Procedure for Adopting or Amending a Memorandum of Understanding Between the City and an Exclusively Recognized Employee Organization, often referred to as the COIN Ordinance (Civic Openness in Negotiations). The Ordinance provides that that the City Council may adopt or amend a Memorandum of Understanding (MOU) only after conducting two public meetings and that the proposed MOU and related fiscal analysis be posted on the City’s website at least two weeks before the Council meeting at which the proposed MOU is considered for adoption. Though not required for the Plan, this process has been the established as a best practice and applied to the process for amendments to the Plan. As such, this item represents the first of two public meetings. As there is no cost associated with the aforementioned changes, no fiscal analysis was performed or reviewed by an outside consultant. The Plan will be brought forward for its second public meeting and considered for adoption when the Fiscal Year 2024-25 Operating and Capital Improvement Budgets are brought forward in June 2024.

FISCAL IMPACT
Citywide Budget
The “net” City budget anticipates $476.6 million in revenue inflow from external sources and $472.6 million in expenditure outflow to external sources. Governmental accounting requires budgeting for internal charges and transfers between funds, resulting in total estimated Citywide revenue of $647.3 million and appropriations of $643.3 million, including $85.6 million for proposed capital improvements.

General Fund
Projected General Fund operating revenue of $324.9 million exceeds General Fund operating expenditures of $305.0 million, yielding a net operating surplus of $19.9 million. Factoring in transfers out of $21.9 million, the General Fund has a revised deficit of $2.0 million. Further factoring in one-time public benefit contributions of $12.5 million, the General Fund has a total surplus of $10.5 million. One-time public benefit contributions may be used to increase reserves, Meeting Date: May 21, 2024
to fund one-time expenditures, or to reduce debt or other liabilities, but should not be used to fund ongoing operations.

Capital Improvement Budget and Five-Year Plan
At a summary level, the proposed FY 2024-25 CIP budget would result in a $85.6 million appropriation for capital projects across various funds, requiring a total of $14.6 million1 in direct General Fund support for capital projects. The CIP plan as proposed would result in an additional $398.5 million investment in infrastructure, facilities, and other capital projects over its term.

These figures include estimated project administration costs attributable to these capital improvement projects.

RECOMMENDATION
It is recommended that the City Council receive a presentation from staff and provide direction regarding the FY 2024-25 Proposed Operating and Capital Improvement Budgets and the proposed no cost changes to the Executive Employee Compensation Plan 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 18, 2024.
1 $12.5 million for the Infrastructure Fund and $2.1 million for the Stormwater Fund (the balance of the $5.0 million General Fund contribution to the Stormwater Fund subsidizes operating costs).

Operating Revenue 324.9 $
Operating Expenditures 305.0 Operating Surplus 19.9 Transfers Out (21.9) Surplus/(Deficit) before One-Time Public Benefit Contributions (2.0)
One-Time Public Benefit Contributions 12.5 Total General Fund Surplus/(Deficit) 10.5 $ FY 2024-25 Proposed General Fund Budget (in Millions)
FY
2024-25
FY
2025-26
FY
2026-27
FY
2027-28
FY
2028-29
Five-Year
Plan
Infrastructure Fund 43.6 $ 16.1 $ 15.8 $ 16.6 $ 16.0 $ 16.9 $ 81.4 $ 125.0 $ Capital Assets Fund 42.7 15.2 11.2 12.4 12.7 11.3 62.8 105.5 Parking Funds 22.1 11.9 12.2 13.1 13.1 7.7 58.0 80.1 Other Internal Service Funds 16.4 14.2 11.1 10.9 10.7 10.1 57.0 73.4 Enterprise Funds 99.0 15.8 20.4 20.6 24.2 18.2 99.2 198.2 All Other Funds 37.6 12.4 6.3 7.0 6.3 8.1 40.1 77.7 Total 261.4 $ 85.6 $ 77.0 $ 80.6 $ 83.0 $ 72.3 $ 398.5 $ 659.9 $ Fiscal Years (in Millions)
Six-Year
Total
Proposed FY 2023-24
Estimated
Carryovers
Fund
Nancy Hunt-Coffey
City Manager
Jeff S. Muir
Director of Finance
Approved By Approved By
Attachment 1

CITY OF BEVERLY HILLS,

CALIFORNIA

PROPOSED

OPERATING
BUDGET
2024-25

FISCAL YEAR
VOLUME 1
Lester J. Friedman
Mayor
Sharona R. Nazarian, PsyD.

Vice Mayor
John A. Mirisch
Councilmember
Craig A. Corman
Councilmember
Mary N. Wells
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 31,658 as of January 2023, 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
Fiscal Year 2024-25
Operating Budget, Volume 1
Proposed, April 2024
Nancy Hunt-Coffey, City Manager
Ryan Gohlich, Assistant City Manager

Jeff S. Muir, Director of Finance
Tatiana Szerwinski, Assistant Director of Finance
Brandy Gros, Budget Manager
James Bernier, Budget and Financial Analyst
Ani Keshishian, Budget and Financial Analyst
City of Beverly Hills
455 North Rexford Drive
Beverly Hills, California 90210
CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2024-25

CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2024-25
TABLE OF CONTENTS 1
Table of Contents

Proposed Budget
CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2024-25
TABLE OF CONTENTS 2
Table of Contents
Table of Contents ................................................................................................................................................ 1 Budget Message .................................................................................................................................................. 5 Citywide Organizational Chart ............................................................................................................................ 27 Budget Introduction ........................................................................................................................................... 29 Budget Summaries ............................................................................................................................................. 33 Five-Year Forecast ............................................................................................................................................. 59 Budget Enhancements ........................................................................................................................................ 65 Department Budgets .......................................................................................................................................... 69 Policy and Management ................................................................................................................................................................ 71 City Attorney ................................................................................................................................................................................ 77 City Clerk ..................................................................................................................................................................................... 81 Finance ........................................................................................................................................................................................ 85 Human Resources ......................................................................................................................................................................... 91 Police Department ........................................................................................................................................................................ 97 Fire Department ......................................................................................................................................................................... 103 Community Development ............................................................................................................................................................ 109 Information Technology .............................................................................................................................................................. 115 Public Works .............................................................................................................................................................................. 121 Community Services .................................................................................................................................................................... 131 Non-Departmental ........................................................................................................................................... 137 Parking Authority ............................................................................................................................................ 141 Supplemental Information ................................................................................................................................ 143 Budget Enhancement Details ....................................................................................................................................................... 145 Department Divisions and Ongoing Tasks ..................................................................................................................................... 195 Policy and Management ......................................................................................................................................................... 197 City Attorney ......................................................................................................................................................................... 203 City Clerk .............................................................................................................................................................................. 205 Finance ................................................................................................................................................................................. 209 Human Resources .................................................................................................................................................................. 213 Police Department ................................................................................................................................................................. 215 CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2024-25
TABLE OF CONTENTS 3
Fire Department .................................................................................................................................................................... 221 Community Development ....................................................................................................................................................... 227 Information Technology ......................................................................................................................................................... 233 Public Works ......................................................................................................................................................................... 237 Community Services ............................................................................................................................................................... 253 CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2024-25

4 CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2024-25

BUDGET MESSAGE 5
Budget Message
Proposed Budget
CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2024-25

6 CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2024-25

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

I am pleased to present to you the Proposed Budget for Fiscal Year (FY) 2024-25. I believe you will find it reflects the needs of the City Council and our community. These needs come at increasing cost, and many of them result from regional pressures that we cannot directly control. Primary examples are the multifaceted homelessness issue, the Metro Purple Line Extension stations that will be opening in our City, and the state of the insurance market.

While virtually all revenues (including “Big Four” taxes0F 1 ) have returned to or exceeded pre-pandemic levels,
expenditure growth has also been significant in recent years. In FY 2021-22, thirty-two full time positions were eliminated in response to the pandemic. Now, full-time positions exceed pre-pandemic totals. Most of those additions address public safety needs in the Police Department and maintenance of our facilities and infrastructure in the Public Works Department. There have been significant enhancements to address City Council concerns in the previous two budgets, as well as midyear appropriations during the current fiscal year. The City has been subject to substantial increases for the cost of insurance each of the last five years, and another increase of $1.4 million is expected for FY 2024-25. On March 18, 2024, the Finance Department presented a midyear update and financial forecast for the General Fund that showed anticipated expenditures would outpace anticipated recurring revenue in the current and coming years.

While future revenue from the One Beverly Hills (OneBH) development project will provide an important financial boost and strengthen the City’s fiscal position, we don’t expect to see most of those recurring revenues for several more years.
1 General Fund major tax revenues include property tax, business tax, transient occupancy tax, and sales tax. These taxes represent a substantial portion of total General Fund revenue and collectively are referred to as the “Big Four” taxes.

CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2024-25

BUDGET MESSAGE 8
Last year, as a result of the special election for the Cheval Blanc project and the future revenue that would not be realized, former Mayor Julian A. Gold, M.D. charged City Treasurer Howard S. Fisher with assemblance of a Blue Ribbon Committee to gain a clearer understanding of the cost of City operations and capital needs over the next five to ten years and how the City might pay for them. The Committee met numerous times over approximately eight months, with Mayor Lester J. Friedman participating in the final few meetings. The Committee’s report and recommendations, which focused on revenue generation ideas, were presented to City Council on March 18, 2024. Not surprisingly, the options that would generate the most additional revenue would require voter approval. In the coming months, staff will be seeking further direction from the City Council on various aspects of the Committee’s recommendations.

The budget is a living document which can be revisited as required throughout the year by the City Council.

While this budget is balanced, it will require the use of one-time revenue from major development projects and one-time public benefit contribution revenue towards current year expenditures in the General Fund.

This budget also includes enhancements that were determined to be necessary, which are discussed in further detail in a subsequent section, but once again, the most significant enhancements relate to public safety. The five-year General Fund forecast shows anticipated operating expenditures and transfers exceeding anticipated operating revenues in the coming years, particularly as revenues specific to major development projects taper off. Some difficult decisions will be necessary to address this, and the City’s healthy reserve position will provide the means to take the time needed for deliberate and thoughtful decision-making.

Upon deliberation and direction to staff, I recommend the City Council consider adoption of this proposed budget and we will continue the discussion of the best strategies to align City needs and resources moving forward.

Economic Conditions
This was an especially challenging budget year, with global, regional, and local factors impacting our community.

International events continue to create uncertainty for the global economic outlook. The horrific events of October 7, 2023, where Hamas terrorists invaded multiple locations in Israel outside of Gaza and killed more than 1,200 people, injured many more, and took 253 hostages (with about 130 still unaccounted for) were deeply disturbing and traumatic for our community. The City Council took a speedy and resolute stance in support of Israel and condemned the terrorist actions of Hamas. This ardent support has continued and was reaffirmed most recently when the City Council unanimously approved a resolution condemning the Islamic Republic of Iran for its unprecedented attack of over 300 drones and missiles launched at Israel. Tensions are high in the region and the uncertainty of a peaceful resolution will have unknown economic impacts. Additionally, the Russia/Ukraine conflict continues with no end in sight.

CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2024-25

BUDGET MESSAGE 9
The U.S. economy has avoided fears of a recession thus far, generally finding a “soft landing” in light of the significant interest rate increases resulting from Federal Reserve actions to address inflation. While inflation has decreased considerably from the highs of almost 9% down to the mid 2% to 3% range, it has held above the 2% target and most recently, the March 2023 to March 2024 data showed an uptick to 4%.

The labor market has remained fairly strong, but economic concerns and uncertainty remain an issue for many. California unemployment (5.1% as of December 2023) is currently above the national average of

3.8%. The State of California is also facing a major deficit, which may have impacts to the City that are unknown at this time. While property values are holding, higher interest rates are affecting the level of sales transactions. Furthermore, a highly contentious and polarized presidential election will likely continue to drive uncertainty.

As mentioned above, our local economy has generally recovered from any lingering effects of the pandemic.

All of the “Big Four” tax revenues are at or above their pre-pandemic levels. The construction of the OneBH development project has commenced, and the City is working closely with the project team to mitigate community impacts. The City’s investment portfolio is generating more earnings growth due to the higher interest rate environment, as is the City’s real estate portfolio.

Regionally and locally, the issue of homelessness remains a high concern. During the course of the current fiscal year, the City Council has taken significant steps to address this problem in our City, committing to approximately $14 million over the next ten years for thirty units of scattered-site permanent supportive housing and motel stays, and adopting the Homelessness Plan which includes ongoing annual costs of over $700,000. The annual costs for both of these financial commitments are presented as budget enhancements in this document.

Public safety remains a high priority of the City Council. Investments in Police Department recruitment efforts have paid off as the Department is near full sworn staffing. The Real Time Watch Center continues to enhance the Police Department’s ability to reduce and solve crimes. Station 1 of the Metro Purple Line Extension at La Cienega Blvd. and Wilshire Blvd. is expected to open in the spring of 2025, and the Police Department has requested additional police officers to provide dedicated security to the area around the station. This will also mark the third budget in a row that includes a significant proposed “one-time” enhancement for private security patrols. A determination will need to be made as to whether these additional patrols are required moving forward, and if so, a strategy for permanent funding in light of other resource needs.

CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2024-25

BUDGET MESSAGE 10
Current Year Highlights
Based on the guidance and direction of the City Council, City Departments continued to provide a high level of service to the community during the current fiscal year.  The Real Time Watch Center (RTWC) is celebrating its two-year anniversary. We continue to upgrade the RTWC and add cameras and automated license plate readers (ALPR). A Virtual Patrol Officer (VPO) position has been added to the RTWC, bringing the total VPOs to two positions for 24/7 coverage. As the Department recently received an Organized Retail Theft grant, the City will be able to add an additional, limited term VPO position to the Detective Bureau, as well as additional cameras and ALPRs. The Police Department is nearly fully staffed with police officers and civilians and is preparing for the Station 1 opening of the Metro Purple Line Extension.  The Fire Department’s pioneering Nurse Practitioner Program was given a stamp of approval as an Advanced Provider Response Unit by the Los Angeles County Emergency Medical Services (EMS) Agency. This allows the unit to respond to 9-1-1 calls, provide patient transport to urgent care or emergency room facilities, and to carry both advanced life support and nurse practitioner clinical inventories. The Department also completed the quinquennial Insurance Services Office (ISO) Public Protection Classification survey and successfully retained its Class-1 status. It held a myriad of community outreach programs including newsletters, training, and public events. It also strategically installed Beacon Boxes at thirteen different locations in areas north of Sunset Blvd. to provide firefighters and safety personnel with critical localized information in the event of a wildfire. The Human Services Division was transferred to the Fire Department from Community Services to better align these services with Fire operations. Equally worth noting, this year also marked the first-ever participation of the United States Navy in the Annual 9/11 Commemoration at Fire Station 1.
 Notable achievements for the Public Works Department include the completion of the Coldwater Canyon Pipeline Replacement project and the design for roadway reconstruction. The Centralized Customer Relations team completed the onboarding of the remaining departments (Community Services and the Fire Department) and launched the City’s new askBH customer service program on May 1st. In March 2024, the City Council approved the Single-Use and Expanded Polystyrene Ordinance, as well as the Dewatering Ordinance which now includes single family residences. The City has implemented daytime street sweeping south of Santa Monica Boulevard, with one last section wrapping up this summer. Posting street sweeping times allows for clear service delivery to customers and efficiencies in the operation.

CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2024-25

BUDGET MESSAGE 11
 The Community Services Department has collaborated with various departments and commissions in its expansion of community and cultural event offerings, including Jewish American Heritage Month, the Art Display of International Flags at Beverly Gardens Park, and the inaugural triCommission, Day of Wellness. Expansion efforts also extend to programming at Greystone with a new Family Dance Night, and Greystone in the Movies, a monthly screening series featuring movies filmed at Greystone Mansion and Gardens. Our Recreation Division enhanced its observance of “Parks Make Life Better” month in July to align with the State of California’s Park and Recreation Society. In addition, a larger focus on teen programming included the expansion of the Teen Advisory Committee and the introduction of special events like Teen Paint Night, Movie Night at Greystone Theatre, and Game Night. The Beverly Hills Public Library has returned to its full Storytime programming in the Little Theater, resumed its Preschool Dance Parties, and has coordinated with the school district for an Elementary Art Show in May. Additional expansion of commission-driven events includes Critical Conversations, which features panel discussions on important topics, Beverly Hills Reads!, a community book read and author discussion program brought to life in partnership with the Beverly Hills High School English Program, and Festival Beverly Hills, which will relocate from the Farmers’ Market to Roxbury Park as this larger venue will allow for additional and greater diversity of performances and workshops.  The Community Development Department achieved 95% compliance with the mandatory soft story seismic retrofit program, continued to enhance customer service through expanded online services and permit applications, and completed the update of the General Plan Housing Element.

In partnership with the Public Works Department, Community Development created and successfully implemented the new Open Air Dining program and assisted dozens of restaurants with the transition to the new program from the temporary OpenBH program. The Department experienced two significant milestones in its oversight of major development projects with the completion of the Mandarin Oriental Residences and the groundbreaking of the One Beverly Hills (OneBH) project.
 In addition to providing support to the City Council and departmental oversight, the Policy and Management Department collaborated with City departments to ensure the successful implementation of Mayoral and City Council policies and initiatives. These include public safety funding and coordination; the development of a comprehensive plan for the unhoused; debut of the City’s new website; and continued strong partnerships with the Chamber of Commerce, the Conference and Visitors Bureau, and the Rodeo Drive Committee.

CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2024-25

BUDGET MESSAGE 12
 The Information Technology (IT) Department drove technology initiatives which ensured uninterrupted access to essential functions through remote and virtual means. Strategic automation optimized components of the permit application process, which enhanced its efficiency and user-friendliness. The IT Department made significant improvements to the website look, content, navigation, and online applications resulting in a superior online experience for users. In terms of public safety, the successful launch of a common operating platform for the Real Time Watch Center enabled seamless integration and communication among relevant stakeholders.

Furthermore, the implementation of an artificial intelligence-based Records Management Software reporting system improved data analysis and decision-making processes, which enhanced operational efficiency and effectiveness. The Department expanded Closed Circuit Television (CCTV) capabilities by integrating additional residential cameras as well as Beverly Hills Unified School District security cameras. Upgrades to radio infrastructure were also performed, ensuring robust communication channels vital for emergency response coordination and operational effectiveness. Fire apparatus upgrades were successfully executed, enhancing firefighting capabilities and ensuring the safety of personnel and the community. Additional Security Information and Event Management (SIEM) and Information Technology Asset Management functionality, as well as implementation of malware-resistant backups, bolstered cyber security measures. These enhancements fortify the protection of critical data and infrastructure against cyber threats. These initiatives collectively underscore the IT Department’s commitment to technological advancement and the continuous improvement of essential services to meet the evolving needs of the community.
 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, including a ten-year forecast. Finance also worked with the Mayor’s Blue Ribbon Committee in bringing forward recommendations for revenue generation opportunities. The Department continued to seek reimbursements from FEMA for eligible COVID-related costs. Finance implemented a centralized procurement contract review process to ensure compliance with the City’s code requirements and policies prior to vendor engagement.

Lastly, Finance entered into new agreements for the City’s banking and merchant card processing services and will finalize implementation in the upcoming fiscal year.

CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2024-25

BUDGET MESSAGE 13
 The Human Resources Department completed labor negotiations with the City’s six non-sworn employee labor groups resulting in successor Memoranda of Understanding (MOUs) with threeyear terms. In its continued effort to automate and streamline processes, Human Resources started the implementation of a new employee performance evaluation platform, updated an element of the selection process for new hires thereby reducing the time-to-hire for most City positions, and selected a vendor for the management of certificates of insurance. Risk Management continued to offer mental health, wellness, and engagement events for employees which included both virtual and in-person activities and seminars. In collaboration with Community Services, Human Resources hosted its first Hiring Fair for part-time positions to support summer programming.  The City Clerk’s Office provided continued City Council meeting support in both virtual and onsite formats. The Department continues to process an increasing number of public records requests, provide election support, and is the City’s Legislative Archivist. The City Clerk’s Office is currently undergoing a reorganization approved by the City Council in January 2024 to address expanding service needs.

Enhancements
This budget recommends 24 enhancement requests for FY 2024-25 netting to $14.4 million across all City funds after consideration of position and revenue offsets of $0.6 million. A significant portion of this amount ($6.5 million) is related to one-time cost items ($5.0 million for private security). Of the $7.9 million in recurring costs, $4.7 million is from the General Fund. The most significant recurring General Fund enhancements are for adding Police Department staffing (seven Police Officers, one Police Sergeant, and related equipment needs) to provide dedicated policing around Station 1 of the Metro Purple Line Extension and the second year of the Step Up on Second agreement for scattered site housing. It should be noted that while Metro Station 1 (at La Cienega Blvd. and Wilshire Blvd.) is not expected to open until spring 2025, the Police Department is requesting the ability to begin recruitment for the additional positions at the onset of the fiscal year due to the time it takes to hire and train police officers. It should further be noted that a similar enhancement request from the Police Department is anticipated in the fiscal year when Station 2 opens (FY 2025-26 is the current estimate based on information from Metro). For non-General Fund enhancements, the most significant are for the contractual increase in the custodial services agreement approved by Council in October 2023, Citywide software licensing and maintenance costs, and converting the City Hall private security costs to an ongoing cost. Proposed FY 2024-25 enhancements are summarized on the following page.

CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2024-25

BUDGET MESSAGE 14
In addition to the above enhancements recommended by the City Manager, staff requests the City Council consider a proposed enhancement to affirm that $150,000 of funding for the Next Night Street Festival, previously approved as a one-time enhancement, should continue on an ongoing basis in order maintain the current level of program funding.

Request # Request Title Fund
FY 2024-25
Department
Request
Position /
Revenue
Offsets
Total Net One-Time
Cost
Net Recurring
Cost
170-001a Staffing for Policing Metro Station 1 001 1,683,214 $ $ 1,683,214 - $ $ 1,683,214 - $ 170-001b Police Equipment and Vehicle for Metro Station 1 Detail 001 225,000 225,000 - 225,000 - 170-002 Private Armed Security Services 001 5,500,000 5,500,000 - 5,010,000 490,000 170-003 Police Vehicle 001 65,000 65,000 - 65,000 -
200-001 Program Operations Specialist 001 77,968 (7,906) 70,062 70,062 - 200-002 Unhoused Services / Homelessness Plan 001 741,330 741,330 - 530,000 211,330 200-003 Scattered Site Housing Program 001 1,257,578 1,257,578 - 1,257,578 - 270-002 Upgrade of DST II to Senior Plan Review Engineer 001 191,198 (118,097) 73,101 73,101 - 350-003 Sustainability Initiatives Program 001 450,000 450,000 - 450,000 - 400-001 Recreation Leaders (10) 001 535,979 (117,214) 418,765 418,765 - 400-002 Afterschool Enrichment Programming 001 250,000 (135,000) 115,000 115,000 - 400-003 BHUSD Joint Powers Agreement 001 400,000 400,000 - 400,000 - General Fund Total 11,377,267 (378,217) 10,999,050 6,280,000 4,719,050 170-004 Police Detective (3-Year Limited Term) 199 217,355 (217,355) - - - 270-001 Affordable Housing Program Administration
(2-Year Limited Term) 210 100,000 100,000 - 100,000 -
270-003 Housing Element Implementation 140 200,000 200,000 - 200,000 - Special Revenue Funds Total 517,355 (217,355) 300,000 200,000 100,000 010-001 Security Services for City Hall Safety 480 332,559 332,559 - 332,559 - 050-001 Litigation Services 480 310,000 310,000 - 310,000 - 130-001 Human Resources Case Management Software 480 41,000 41,000 - 6,000 35,000 310-001 Software Licensing and System Maintenance Costs 410 459,167 459,167 - 459,167 - 350-001 Custodial Contract Increase 405 494,770 494,770 - 494,770 - 350-004 Facilities Services Budget 405 104,000 104,000 - 104,000 - 350-005 Facilities Maintenance Overtime 405 150,000 150,000 - 150,000 - Internal Service Funds Total 1,891,496 1,891,496 - 1,885,496 6,000 350-001 Custodial Contract Increase 810 1,038,920 1,038,920 - 1,038,920 - 350-002 State Certified Laboratory Water Sample Analysis 800 88,313 88,313 - 88,313 - 350-006 Water System Technician (2-Year Limited Term) 800 112,410 112,410 - 112,410 - Enterprise Funds Total 1,239,643 1,239,643 - 1,239,643 - 24 Total Recommended Enhancement Requests $ (595,572) 15,025,761 $ 14,430,189 $ 6,486,000 $ 7,944,189 $ FY 2024-25 BUDGET ENHANCEMENT SUMMARY (RECOMMENDED)
Request # Request Title Fund
FY 2024-25
Department
Request
Position
Offset Total One-Time Cost
Recurring
Cost
010-002 Next Night Street Festival Ongoing Funding 001 150,000 $ $ 150,000 - $ $ 150,000 - $ General Fund Total 150,000 150,000 - 150,000 -
1 For Council Consideration $ -$ 150,000$ 150,000 -$ 150,000$ 25 TOTAL PROPOSED ENHANCEMENTS $ (595,572) 15,175,761 $ 14,580,189 $ 6,486,000 $ 8,094,189 $ FY 2024-25 BUDGET ENHANCEMENT SUMMARY (FOR COUNCIL CONSIDERATION) CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2024-25

BUDGET MESSAGE 15
Finally, the City Manager recommended that two enhancement requests related to cleaning around the two Metro stations be deferred; therefore, associated costs are excluded from this proposed budget, but are expected to come forward for recommendation with the FY 2025-26 proposed budget (more concurrent with the opening of the Beverly Hills Metro stations).

The following summary presents recurring enhancements which are built into next year’s budget that were approved throughout FY 2023-24 by the City Council.

In December 2023, Council also approved new Memoranda of Understanding (MOU) for six non-sworn employee associations as well as an amendment to the Executive Employee Compensation Plan. These three-year agreements provided for cost-of-living adjustments and enhancements to other employee benefits. The negotiated provisions have been incorporated into the FY 2024-25 Proposed Budget and represent a cost increase over the prior year budgeted salaries and benefits (approximately $4.5 million across all funds).

Request # Request Title Fund Total
350-007a Environmental Maintenance Worker (Metro) 830 4,753 $ 350-007a Environmental Maintenance Worker (Metro) 850 90,300 350-007b Environmental Maintenance Equipment (Metro) 850 93,500 Enterprise Funds Total 188,553
2 Total Enhancement Requests Recommended to Defer $ 188,553 FY 2024-25 BUDGET ENHANCEMENT SUMMARY (RECOMMENDED TO DEFER) Approval
Date Title and Item # Fund Total
10/03/2023 Beverly Hills Unified School District Joint Powers Agreement (Item E-7) 001 2,062,000 $ General Fund Total 2,062,000
10/03/2023 Investigations for Confidential Personnel Matters (Item E-9) 480 100,000 10/03/2023 Beverly Hills Unified School District Joint Powers Agreement (Item E-7) 410 50,215 01/11/2024 City Clerk Reorganization (Study Session Item A-1) 480 577,000 Internal Service Funds Total 727,215
08/01/2023 Operation of Parking Facilities (Item E-10) 810 200,000 Enterprise Funds Total 200,000
5 Total Enhancement Requests Previously Approved* $ 2,989,215 30 GRAND TOTAL ALL ENHANCEMENTS** 17,569,404$
*Excludes personnel cost increases for labor negotiations, the Executive Employee Compensation Plan amendment, and reclassifications. **Excludes enhancement requests recommended to defer.

FY 2024-25 BUDGET ENHANCEMENT SUMMARY (PRIOR COUNCIL APPROVAL) CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2024-25

BUDGET MESSAGE 16
In addition, the proposed budget includes a number of increases in non-discretionary expenditures, the most notable of which are summarized below.
 The provision for insurance premiums (liability, property, workers’ compensation, etc.) includes a proposed increase of $1.4 million (10.0%) from $14.0 million to $15.4 million based on estimates from the City’s insurance broker. This represents a nearly 425% increase over insurance premiums incurred in FY 2020-21.
 In order to accommodate current and anticipated claims activity as well as adequately maintain the cash position of the fund, the budget for liability claims is set at $6.0 million, a $3.0 million increase over the prior year’s budget and an additional infusion of $2.0 million through internal service funds charges has been applied. A partially offsetting decrease of $1.7 million for the workers’ compensation claims budget has been incorporated based on current actuarial reports.  Budgeted expenditures for Citywide utilities (gas, water, power) include a proposed increase of $1.4 million (28.2%), from $5.0 million to $6.4 million to better align with the current trend for utility costs incurred.
 FY 2024-25 proposed Citywide debt service payments for both bonded debt and interfund loans are increasing by $0.6 million in aggregate. The vast majority of this increase relates to a variable rate interfund loan, which does not impact the cash position of the City as a whole.  Proposed interfund payments are increasing by $0.6 million based on an updated assessment of the fair market value of Fleet Services’ use of Water Fund property at Public Works headquarters.

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, service fees and charges, fines, investment earnings, rental income, and a variety of other miscellaneous sources. This portion of the budget is comprised largely of discretionary funds as 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 many of the more public facing City services such as police, fire, and parks/recreation/cultural programs, as well as planning, community development, civil engineering, transportation planning and traffic engineering, and administrative support services. This fund is the most subject to economic downturns and is therefore of significant focus.

CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2024-25

BUDGET MESSAGE 17
Revenue Summary
For FY 2024-25, General Fund operating revenue is projected to be $324.9 million, which amounts to an increase of $7.8 million (or 2.5%) over the adopted FY 2023-24 budget of $317.1 million. Revenue projections for FY 2024-25 show all four major tax revenues above pre-pandemic levels.  Property Tax – Property tax continues to be a dominant and consistent revenue source for the City.

Forecasted FY 2023-24 property tax of $101.2 million slightly exceeds the current year adopted budget of $100.2 by $1.0 million (1.0%). It is projected at $103.5 million for FY 2024-25, which represents an increase of $3.3 million (or 3.3%) over the FY 2023-24 adopted budget of $100.2 million due to higher assessed valuation.
 Sales Tax – The current year sales tax forecast stands at $43.7 million, which represents a shortfall of $1.2 million (or 2.7%) compared to the adopted budget of $44.9 million for FY 2023-24. Due to continuing economic uncertainty, our sales tax consultant conservatively forecasts that sales tax will total $44.8 million for FY 2024-25, which represents a slight decrease of $0.1 million (or 0.2%) over the FY 2023-24 adopted budget.
 Transient Occupancy Tax (TOT) – The current TOT forecast is estimated at $48.5 million, which represents a shortfall of $1.0 million (or 2.0%) compared to the adopted budget of $49.5 million for FY 2023-24. TOT for FY 2024-25 is projected at $51.2 million, which represents an increase of $1.7 million (or 3.4%) over the FY 2023-24 adopted budget. While occupancy rates have not fully recovered from pre-pandemic levels, higher room rates have bolstered revenues.

Category
FY 2021-22
Actual
FY 2022-23
Actual
FY 2023-24
Adopted
FY 2023-24
Forecasted
FY 2024-25
Proposed
Property Tax 93.8 $ 101.8$ 100.2$ 101.2$ 103.5$
Sales Tax 45.5 43.3 44.9 43.7 44.8
Transient Occupancy Tax 42.4 51.8 49.5 48.5 51.2
Business License Tax 53.6 58.1 58.0 61.8 62.6
Other Tax 2.2 1.2 1.2 0.9 0.9
Intergovernmental Revenue 5.6 1.1 0.4 0.5 0.5
Licenses and Permits 20.6 22.1 29.7 24.7 30.0
Fines and Penalties 7.6 6.8 5.8 6.3 6.1
Use of Money and Property 4.2 5.4 8.1 7.6 10.1
Service Fees and Charges 14.0 12.6 10.1 12.6 11.7
Miscellaneous Revenue* 11.6 11.5 11.2 9.2 3.5
Total General Fund Operating Revenue 301.1 $ $ 315.7 317.1$ 319.0$ $ 324.9 *Excludes one-time public benefit contribution revenue shown below under General Fund Results.

General Fund Operating Revenue (in millions)
CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2024-25

BUDGET MESSAGE 18
 Business Tax – Hours worked and gross receipts are two of the most prevalent factors in calculating the amount of business tax due. Current projections show strong results for business tax, ending the year at $61.8 million which exceeds the FY 2023-24 adopted budget of $58.0 million by $3.8 million (or 6.6%). FY 2024-25 business tax revenue is projected to be $62.6 million, which represents an increase of $4.6 million (or 7.9%) over the FY 2023-24 adopted budget based on receipts from the most recent renewal season.
 Other Revenue – All other operating revenue categories in the General Fund are forecasted to provide $63.8 million in revenue for FY 2023-24, which represents a decrease of $0.7 million (or

1.1%) versus the FY 2023-24 adopted budget of $64.5 million. Relative to the FY 2023-24 adopted budget, FY 2024-25 proposed other revenue is projected to decrease by $1.7 million (or 2.6%) to $62.8 million. The decrease is predominantly due to a methodology change in the presentation of certain Metro-related revenue associated with reimbursable expenses (no true financial impact).

Expected one-time public benefit contributions are excluded from this category.

Expenditure Summary
The proposed General Fund budget for FY 2024-25 provides for operating expenditures of $305.0 million, which amounts to an increase of $18.8 million (or 6.6%) compared to $286.2 million for the FY 2023-24 adopted budget. The increase over FY 2023-24 is primarily due to personnel cost increases as stipulated by the negotiated MOUs, recommended and previously approved enhancements to this year’s proposed budget (in both personnel and contractual service costs), and increases of certain internal service fund charges, particularly in the areas of facilities operations and maintenance, insurance/liability costs, and information technology costs.

Category
FY 2021-22
Actual
FY 2022-23
Actual
FY 2023-24
Adopted
FY 2023-24
Forecasted
FY 2024-25
Proposed
Salaries and Benefits $ 134.5 142.5$ 155.4$ 153.1$ $ 162.0 Materials and Supplies 2.2 2.7 2.4 2.5 2.6
Contractual Services 44.2 50.6 48.1 62.9 53.0
Internal Service Fund Charges 51.8 66.6 73.1 73.1 80.3
Other Charges 10.7 9.4 7.2 6.4 7.1
Total General Fund Operating Expenditures 242.1 $ $ 273.1 $ 286.2 298.0$ $ 305.0 General Fund Operating Expenditures (in millions)
CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2024-25

BUDGET MESSAGE 19
Interfund Transfers
The proposed budget for FY 2024-25 provides for transfers out of the General Fund totaling $21.9 million, which includes $12.5 million to the Infrastructure Fund to support capital projects and $3.2 million for related debt service payments, $5.0 million to subsidize Stormwater Fund operations and capital projects, and $1.2 million for the use of Water Fund property. Additionally, there is a transfer into the General Fund of $6,000 from the Gas Tax Fund for reimbursement of certain administrative costs.

General Fund Results
Description
FY 2021-22
Actual
FY 2022-23
Actual
FY 2023-24
Adopted
FY 2023-24
Forecasted
FY 2024-25
Proposed
Transfer to Infrastructure Fund 10.0 $ 12.5$ $ 23.5 $ 24.4 $ 12.5 Transfer to Stormwater Fund 3.3 3.4 4.5 4.5 5.0
Transfer to Parking Fund 6.0 6.0 3.0 3.0 -
Debt Service Payments 3.2 3.2 3.2 3.2 3.2
Use of Water Fund Property 1.4 1.2 1.2 1.2 1.2
Transfer for Real Property Acquisition - 8.0 - 8.4 -
Transfer for JPA (CCTV Cameras) - - - 2.0 -
Transfer to Water Fund (Enterprise Plan) 10.0 - - - -
Transfer for Metro Projects 1.6 - - - -
Transfer for Unhoused Assistance - 0.5 - - -
Transfer to Vehicle Fund 0.3 - - - -
Other Transfers 0.3 - - 0.2 -
Total General Fund Transfers Out $ 36.1 34.8$ 35.4$ 46.9$ 21.9$ General Fund Transfers Out (in millions)
Category
FY 2021-22
Actual
FY 2022-23
Actual
FY 2023-24
Adopted
FY 2023-24
Forecasted
FY 2024-25
Proposed
Operating Revenues $ 301.1 $ 315.7 $ 317.1 319.0$ 324.9$ Operating Expenditures 242.1 273.1 286.2 298.0 305.0
Operating Surplus/(Deficit) 59.0 42.6 30.9 21.0 19.9
Transfers
Transfer of Earmark to OPEB Trust (10.0) - - - -
Transfers In 1.2 - - - -
Transfers Out (36.1) (34.8) (35.4) (46.9) (21.9)
Total Transfers (44.9) (34.8) (35.4) (46.9) (21.9)
General Fund Surplus/(Deficit) before OneTime Public Benefit Contributions 14.1 (4.5) 7.8 (25.9) (2.0) One-Time Public Benefit Contributions 5.0 10.0 1.5 10.0 12.5 Total General Fund Surplus/(Deficit) $ 19.1 9.3$ $ (15.9) 5.5 $ 10.5$ General Fund Results (in millions)
CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2024-25

BUDGET MESSAGE 20
To summarize the FY 2024-25 proposed General Fund budget, operating revenue of $324.9 million exceeds operating expenditures of $305.0 million for a net operating surplus of $19.9 million. However, transfers out of $21.9 million represent an additional usage of General Fund resources, leaving a $2.0 million deficit between operating revenue and total appropriations. In FY 2024-25, the General Fund is projected to receive $12.5 million in one-time public benefit contributions, which are not generally recommended for use to support ongoing operating costs. This proposed budget recommends utilization of $2.0 million of scheduled public benefit contribution revenue to balance the General Fund. This would leave $10.5 million for the City Council to either earmark or appropriate towards future public benefit purposes.

General Fund Reserves
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. Even through the pandemic, the City was fortunate to preserve both the Economic/Contingency Reserve and the Budget Stabilization Reserve and continues to maintain General Fund reserves well above its financial policies.

Based on the forecasted results for FY 2023-24, total fund balance in the General Fund is projected to decrease to $218.2 million. As required by the City’s financial policies, as operating expenditures continue to grow, so too must the economic/contingency reserve, which are funded by a decrease in unassigned reserves. Additionally, unassigned reserves will be used to absorb the projected FY 2023-24 deficit.

General Fund Reserves (Fund Balance)
($ Millions)
FY 2022-23
Audited Actuals
with Prior
Earmarks
FY 2023-24
Unaudited
Forecasted
Actuals
Change from
Prior Year
Economic/Contingency Reserve (minimum 40%)
Contingency Reserve (minimum 25%) 68.2 $ 72.7 $ 4.5 $
Economic Reserve (minimum 15%) 41.0 43.7 2.7
Total Economic/Contingency Reserve 109.2 116.4 7.2
Budget Stabilization Reserve 13.0 13.0 -
Committed Fund Balance (Council earmarks)
Street Tree Removal and Replacement 1.1 1.1 -
One-time Public Benefit Contributions 6.5 6.5 -
One-time Capital Improvement Plan Contributions 26.1 26.1 - Committed Fund Balance Total 33.7 33.7 -
Nonspendable (long-term receivables/advances to other funds) 4.9 4.9 - Restricted (Pension trust) 18.9 18.9 -
Restricted (Metro Projects) 3.5 3.5 -
Encumbrances/Carryovers 17.5 6.5 (11.0)
Unassigned 33.4 21.3 (12.1)
Total Fund Balance $ 234.1 $ 218.2 $ (15.9)
NOTE: Immaterial differences may exist due to rounding.

CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2024-25

BUDGET MESSAGE 21
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 net expenditure (appropriations) budget. Such a “net” view of the budget gives a more accurate depiction of the true cost of operating the City and true revenues flowing in. For FY 2024-25, the net resources1F 2 (excluding internal charge revenue and interfund
transfers in) are budgeted at $476.6 million, and net expenditures2F 3 (including capital and excluding internal
charges and transfers out) are budgeted at $472.6 million. Below are graphs depicting the breakdown of these amounts by category.
2 Net resources are derived by subtracting not only the Internal Service Fund Receipts category from Citywide revenue, but also certain interfund transactions reported under Use of Money and Property (e.g., interfund lease revenue and interfund loan interest revenue) and Transfers In.
3 Net expenditures are derived by subtracting not only the Internal Service Fund Charges expenditure category from Citywide appropriations, but also certain internal service fund charges or other interfund transactions reported under Salaries and Benefits (e.g., unemployment insurance, workers’ compensation, and compensated absences), Other Charges (interfund lease payments, debt service for ARMP, and interfund loans), Capital Improvement (for project administration), and Transfers Out.

CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2024-25

BUDGET MESSAGE 22
Net Cost of Providing City Services (Continued)
CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2024-25

BUDGET MESSAGE 23
Proposed Citywide Budget
Total proposed appropriations (inclusive of internal charges, transfers, etc.) for FY 2024-25 are $643.3 million for all funds, which represents a net increase of $17.0 million (or 2.7%) compared to total appropriations of $626.3 million in the FY 2023-24 adopted budget.

CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2024-25

BUDGET MESSAGE 24
Proposed Citywide Budget (Continued)
Total estimated revenue (inclusive of internal charges, transfers, etc.) for FY 2024-25 is $647.3 million, which represents a net increase of $23.3 million (or 3.7%) compared to total revenue of $624.0 million in the FY 2023-24 adopted budget and exceeds proposed fiscal year Citywide appropriations (expenditures) by $4.0 million.

CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2024-25

BUDGET MESSAGE 25
Capital Improvement Projects (CIP) Budget
Staff prepared the FY 2024-25 Proposed Capital Improvement Budget and five-year plan and presented it to the City Council, in advance of the operating budget, to provide time for review and analysis of the proposed capital plan. Due to the extensive list of capital programs underway, significant FY 2024-25 General Fund infusions are needed to support the capital plan, including $12.5 million to the Infrastructure Fund and $5.0 million to the Stormwater Fund. Of the 93 projects in the proposed CIP five-year plan, there are 69 projects for which funding is presented for Council approval in the FY 2024-25 Proposed CIP Budget totaling $85.6 million. These projects include improvements for water infrastructure; street, sidewalk and traffic safety; facilities and parks; vehicle fleet expansion and optimization; technology enhancements to bolster public safety; and more.

Conclusion
The City of Beverly Hills provides unparallelled municipal service levels to its residents, businesses, and visitors. As stated previously, there are increasing costs to maintaining these service levels as well as costs to expand service levels that support the community, City Council direction, and organizational needs. This proposed budget includes both previously approved and recommended enhancements that were deemed necessary to meet these needs. General Fund revenues have recovered to or beyond pre-pandemic levels, but slowing revenue growth is projected in the coming years and costs have also grown significantly. The five-year General Fund forecast shows anticipated operating expenditures and transfers exceeding anticipated operating revenues in the coming years, particularly as revenues specific to major development projects taper off. Based on this five-year forecast, the City has reached an inflection point that will need to be addressed, likely by both measures that rein in spending and measures that expand our revenue base.

The actions we pursue to these ends will require time for thoughtful discussion and analysis, and the City’s reserve position will facilitate this process. I, and staff, look forward to collaborating on solutions that preserve Beverly Hills’ status as a premier community.

I am truly thankful to our dedicated City staff who help make Beverly Hills a safe, innovative, world-class community offering residents and visitors an extraordinary environment, filled with engaging activities and events. I would also like to acknowledge the Finance Department for all of the efforts that go into creating this proposed budget. 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 2024-25

26 CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2024-25

CITYWIDE ORGANIZATIONAL CHART 27
Citywide Organizational Chart
Proposed Budget
CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2024-25

CITYWIDE ORGANIZATIONAL CHART 28
Citywide Organizational Chart
Citizens
City Council
Lester J. Friedman, Mayor
Sharona R. Nazarian, PsyD, Vice Mayor
John A. Mirisch, Councilmember
Craig A. Corman, Councilmember
Mary N. Wells, Councilmember
Nancy Hunt-Coffey
City Manager
Ryan Gohlich
Assistant City Manager
Howard S. Fisher
City Treasurer
Huma Ahmed
City Clerk
Larry Wiener
City Attorney
Arts, Culture, &
Events
Community
Services
Administration
Library
Recreation
-------------------------
Next Beverly Hills
Committee
Arts and Culture
Commission
Human Relations
Commission
Recreation &
Parks
Administration
Community
Preservation
Development
Services
Filming & Special
Events
Planning
Rent Stabilization
-------------------------
Architectural
Commission
Cultural Heritage
Commission
Design Review
Commission
Planning
Commission
Rent Stabilization
Commission
Environmental
Utilities
Division
Engineering,
Street
Services, and
Mobility
Division
Project
Administration
Division
Operations
Division
askBH
---------------------
Public Works
Commission
Traffic and
Parking
Commission
Fire
Administration
Community Risk
Reduction
Emergency
Response
Services
Emergency
Medical Services
Fire Community
Programs
Human Services
-------------------------
Health and Safety
Commission
Office of the
Chief of Police
Field Services
Division
Investigative
Services Division
Administrative
Services Division
-------------------------
Charitable
Solicitations
Commission
Business
Information
Systems
Data Center
Infrastructure
Network and
Communications
Computer
Support
Video Services
Reprographics
Graphics
Administration
Accounting
Budget
Purchasing
Revenue
Community
Services
Stephanie Harris
Director
Community
Development
Michael Forbes
Director
Public
Works
Shana Epstein
Director
Fire
Department
Gregory Barton
Chief
Police
Department
Mark G.

Stainbrook
Chief
Information
Technology
David Schirmer
CIO
Finance
Jeff Muir
Director
City Commissions
Architectural
Arts and Culture
Charitable Solicitations
Cultural Heritage
Design Review
Health and Safety
Human Relations
Planning
Public Works
Recreation and Parks
Rent Stabilization
Traffic and Parking
Human
Resources
Shelley Ovrom
Director
Employee and
Labor Relations
Training and
Organizational
Development
Recruitment and
Selection
Personnel
Administration
Classification and
Compensation
Workers
Compensation
Administration
Employee Injury
and Illness
Prevention
General Liability
and Insurance
Administration
Employee
Benefits &
Wellness
Keith Sterling
Deputy City Manager
CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2024-25

BUDGET INTRODUCTION 29
Budget Introduction
Proposed Budget
CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2024-25

BUDGET INTRODUCTION 30
Summary of the Budget and Accounting Structure
The City of Beverly Hills uses a budgetary basis of accounting for tracking resources while financial reporting is presented in accordance with Generally Accepted Accounting Principles (GAAP) as governed by the Governmental Accounting Standards Board (GASB). 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 earnings 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 (Pensions), GASB 72 (Unrealized Gain/Loss on Investments), GASB 75 (Other Post-Employment Benefits), GASB 87 (Leases), and GASB 96 (Subscription-Based Information Technology Arrangements).

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 Fund (Fund 600)
Additionally, the City budgets for the following special revenue, debt service, internal service, and enterprise funds:
 Special Revenue Funds (Funds 004 - 340)
o Fund 004 – Community Development Technology Fund
o Fund 100 – Community Development Block Grant (CDBG) 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
CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2024-25

BUDGET INTRODUCTION 31
o Fund 260 – State Mandated Building Fees Fund
o Fund 270 – Disabled Accessibility Fund
o Fund 280 – Measure W – Safe Clean Water Fund
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
 Debt Service Fund (Fund 560)
 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
 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 Department of Water Resources (DWR) Prop 1 Fund CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2024-25

BUDGET INTRODUCTION 32
General Fund Revenue Sources
The four major sources of General Fund revenue (often referred to as the “Big Four” taxes), which generate about 78% of General Fund total income, include:
 Property Tax
 Sales Tax
 Transient Occupancy Tax (TOT)
 Business Tax
Other General Fund revenue sources include:

Other Taxes
Property Transfer Tax
Dwelling Unit Tax
Construction Tax
Intergovernmental (Grants and Subventions)
Homeowners Property Tax Relief
Motor Vehicle License Fees
State Mandated Costs
Disaster Aid and Other Grants
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
Services Fees and Charges
Special Events Fees
Vehicle Release Fees
Ambulance Fees
City Sponsored Events Fees
Service Fees and Charges (Continued)
Miscellaneous Fire Department Fees
Engineering Inspection and Investigation Fees
Miscellaneous Community Development Fees
Recreation Programming Fees
Passport Services Fees
Ranger Fees
Use of Money and Property
Farmers’ Market Concessions
Investment Income
Franchise Fees for Electric and 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 Revenue
Municipal Surcharge Revenue
Public Benefit Contributions
Recoverable Expenditures
CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2024-25

BUDGET SUMMARIES 33
Budget Summaries
Proposed Budget
CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2024-25

BUDGET SUMMARIES 34
Source of Funds – Citywide

CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2024-25

BUDGET SUMMARIES 35
Source of Funds – General Fund
CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2024-25

BUDGET SUMMARIES 36
Use of Funds – Citywide

CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2024-25

BUDGET SUMMARIES 37
Use of Funds – Citywide (Continued)
CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2024-25

BUDGET SUMMARIES 38
Use of Funds – General Fund

CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2024-25

BUDGET SUMMARIES 39
Fund Balance – FY 2023-24
Fund Description
07/01/23
Beginning
Balance
Projected
Year-End
Revenues
Projected
Transfers In
Projected
Transfers Out
Projected
Year-End
Expenditures
06/30/24
Projected
Ending Balance
General Fund [1] $ 328,992,000 210,385,980 $ 6,000 $ 46,849,816 $ 298,016,000 $ 194,518,164 $ Special Revenue Funds
004 Community Dev Tech Fund 4,912,085 582,266 - - 342,312 5,152,039 100 CDBG Grant Fund - 54,697 - - 21,366 33,331
120 State Gas Tax Fund 713,778 1,013,021 - 6,000 44,996 1,675,803 121 Road Maint and Rehab Acct Fund 1,943,003 960,633 - - 631,617 2,272,019 130 In-Lieu Parking District Fund 13,690,922 472,370 - - - 14,163,292 140 General Plan Fund 1,289,126 625,410 - - 530,688 1,383,848 160 Parks and Rec Facilities Fund 8,959,750 2,239,421 - - 1,328,208 9,870,963 180 Fine Art Fund 1,581,623 276,686 - - 91,864 1,766,445 190 Law Enforcement Grant Fund 884,039 408,476 - - 494,127 798,388 210 Affordable Housing Fund 917,233 - - - 99,473 817,760 240 Air Quality Improvement Fund 256,652 39,434 - - 856 295,230 260 State Mandated Bldg Fees Fund 533,683 19,411 - - 7,943 545,151 270 Disabled Accessibility Fund 266,439 72,456 - - - 338,895 280 Measure W Safe Clean Water Fund 381,827 540,496 - 46,142 - 876,181 300 Prop A Local Transit Fund 3,673,289 942,916 - 467,481 - 4,148,724 310 Prop C Local Transit Fund 2,309,659 792,972 - 250,800 - 2,851,831 315 Misc Grants Fund - Non-Safety 6,264 - - - - 6,264
326 Seized and Forfeited Prop Fund 421,282 220,856 - 40,854 - 601,284 330 Measure R Local Transit Fund 1,859,563 577,110 - - 2,436,673 - 335 Metro Violations Fund 5,143,809 135,000 - - 5,278,809 - 340 Measure M Local Transit Fund 1,924,483 657,778 - - 2,582,261 - Total 51,662,245 10,637,673 6,000 - 4,398,727 57,895,191 Internal Service Funds
400 Equipment Replacement Fund 6,739,083 2,673,556 - 213,023 - 9,199,616 405 Capital Assets Fund 26,817,738 25,842,693 8,419,000 27,627,514 - 33,451,917 410 Information Technology Fund 22,572,884 20,396,298 1,950,215 21,160,538 - 23,758,859 420 Cable Television Fund 3,349,247 2,898,651 - 2,476,663 - 3,771,235 430 Reprographics/Graphics Fund 2,849,944 2,420,442 - 2,416,588 - 2,853,798 440 Employee Benefits Fund (649,182) 701,200 - 693,329 - (641,311) 441 Comp Absences Liability Fund 8,600,993 5,258,026 - 5,000,000 - 8,859,019 450 Liability Insurance Fund (1,110,519) 19,994,753 200,000 - 22,571,475 (3,887,241) 460 Workers' Compensation Fund 22,418,972 6,433,686 - 2,025,806 - 26,826,852 470 Unemployment Insurance Fund 375,271 55,091 - 26,980 - 403,382 480 Policy, Admin, and Legal Fund 23,833,402 48,508,390 200,000 42,656,374 - 29,885,418 490 Vehicle Replacement Fund 31,525,139 11,298,667 - 8,683,194 - 34,140,612 Total 147,322,972 146,481,453 10,569,215 135,551,484 200,000 168,622,156 Infrastructure Funds
560 Debt Service Fund 2,892,763 54,902 3,233,325 3,233,325 - 2,947,665 600 Infrastructure Fund 16,547,741 1,331,059 24,589,776 18,293,718 - 24,174,858 Total 19,440,504 1,385,961 27,823,101 21,527,043 - 27,122,523 Enterprise Funds
800 Water Enterprise Fund 15,885,489 39,345,580 1,157,500 37,700,769 - 18,687,800 801 Water Capacity Fee Fund 2,331,463 935,732 - - 3,267,195 - 802 Water Supply Fee Fund 217,551 609,752 - - 827,303 - 810 Parking Enterprise Fund [2] 41,060,302 58,325,568 3,000,000 53,521,898 - 48,863,972 830 Solid Waste Enterprise Fund 12,833,573 19,509,235 60,000 - 20,962,645 11,320,163 840 Wastewater Enterprise Fund 30,575,158 13,645,333 - 4,404,647 - 39,815,844 841 Wastewater Capacity Fee Fund 767,876 122,056 - - 889,932 - 850 Stormwater Enterprise Fund 4,098,409 1,967,929 4,560,000 7,348,077 - 3,278,261 851 Stormwater Meas W Reg Fund 297,736 - - 257,670 - 40,066 852 Stormwater DWR Prop 1 Fund 308 - - - - 308
Total 108,067,865 134,461,185 8,717,500 124,195,706 60,000 126,990,844 ALL FUNDS $ 621,958,272 536,879,566 $ 47,115,816 $ $ 47,115,816 $ 575,148,878 583,688,960 $ [1] Excludes restricted and nonspendable fund balance. [2] Includes the Parking Authority.

CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2024-25

BUDGET SUMMARIES 40
Fund Balance – FY 2024-25

Fund Description
07/01/24
Projected Beg.

Balance
Estimated
Revenues
Estimated
Transfers In
Proposed
Transfers Out
Proposed
Expenditures
06/30/25
Projected
Ending Balance
General Fund [1] $ 337,420,506 194,518,164 $ 6,000 $ 21,892,373 $ 305,033,038 $ 205,019,259 $ Special Revenue Funds
004 Community Dev Tech Fund 5,152,039 520,000 - - 625,553 5,046,486 100 CDBG Grant Fund 33,331 130,000 - - 130,000 33,331
120 State Gas Tax Fund 1,675,803 1,272,699 - 6,000 860,000 2,082,502 121 Road Maint and Rehab Acct Fund 2,272,019 1,015,894 - - 750,000 2,537,913 130 In-Lieu Parking District Fund 14,163,292 786,740 - - 5,585,000 9,365,032 140 General Plan Fund 1,383,848 812,494 - - 811,494 1,384,848 160 Parks and Rec Facilities Fund 9,870,963 3,429,358 - - 3,363,674 9,936,647 180 Fine Art Fund 1,766,445 381,831 - - 272,851 1,875,425 190 Law Enforcement Grant Fund 798,388 230,000 - - 267,150 761,238 210 Affordable Housing Fund 817,760 - - - 150,000 667,760 240 Air Quality Improvement Fund 295,230 51,911 - - 65,000 282,141 260 State Mandated Bldg Fees Fund 545,151 15,000 - - 34,000 526,151 270 Disabled Accessibility Fund 338,895 40,000 - - - 378,895 280 Measure W Safe Clean Water Fund 876,181 551,488 - - 500,000 927,669 300 Prop A Local Transit Fund 4,148,724 1,192,008 - - 1,100,000 4,240,732 310 Prop C Local Transit Fund 2,851,831 982,521 - - 425,000 3,409,352 315 Misc Grants Fund - Non-Safety 6,264 32,515 - - 32,515 6,264 326 Seized and Forfeited Prop Fund 601,284 - - - - 601,284 330 Measure R Local Transit Fund 2,436,673 727,945 - - 110,000 3,054,618 335 Metro Violations Fund 5,278,809 200,000 - - - 5,478,809 340 Measure M Local Transit Fund 2,582,261 749,370 - - 900,000 2,431,631 Total 57,895,191 13,121,774 - 15,982,237 6,000 55,028,728 Internal Service Funds
400 Equipment Replacement Fund 9,199,616 2,942,617 - - 1,424,285 10,717,948 405 Capital Assets Fund 33,451,917 30,870,424 - 30,870,418 - 33,451,923 410 Information Technology Fund 23,758,859 23,125,087 - 23,125,084 - 23,758,862 420 Cable Television Fund 3,771,235 2,805,831 - - 2,805,835 3,771,231 430 Reprographics/Graphics Fund 2,853,798 2,610,027 - - 2,610,017 2,853,808 440 Employee Benefits Fund (641,311) 714,850 - - 694,840 (621,301) 441 Comp Absences Liability Fund 8,859,019 4,616,750 - - 4,000,000 9,475,769 450 Liability Insurance Fund (3,887,241) 25,393,897 - 200,000 23,193,892 (1,887,236) 460 Workers' Compensation Fund 26,826,852 5,561,069 - - 4,564,098 27,823,823 470 Unemployment Insurance Fund 403,382 72,825 - - 54,000 422,207 480 Policy, Admin, and Legal Fund 29,885,418 50,137,350 - 50,137,363 - 29,885,405 490 Vehicle Replacement Fund 34,140,612 11,038,864 - 11,103,646 - 34,075,830 Total 168,622,156 159,889,591 - 200,000 154,583,478 173,728,269 Infrastructure Funds
560 Debt Service Fund 2,947,665 160,211 3,234,873 - 3,234,873 3,107,876 600 Infrastructure Fund 24,174,858 1,931,892 12,700,000 16,089,724 - 22,717,026 Total 27,122,523 2,092,103 15,934,873 - 19,324,597 25,824,902 Enterprise Funds
800 Water Enterprise Fund 18,687,800 41,919,671 1,157,500 40,525,634 - 21,239,337 801 Water Capacity Fee Fund 3,267,195 1,043,769 - - 930,300 3,380,664 802 Water Supply Fee Fund 827,303 862,268 - - 400,000 1,289,571 810 Parking Enterprise Fund [2] 48,863,972 59,350,199 - 64,966,650 - 43,247,521 830 Solid Waste Enterprise Fund 11,320,163 23,117,514 - 60,000 26,057,056 8,320,621 840 Wastewater Enterprise Fund 39,815,844 14,398,009 - 13,604,361 - 40,609,492 841 Wastewater Capacity Fee Fund 889,932 129,600 - - - 1,019,532 850 Stormwater Enterprise Fund 3,278,261 1,956,469 5,060,000 - 7,205,242 3,089,488 851 Stormwater Meas W Reg Fund 40,066 - - - - 40,066
852 Stormwater DWR Prop 1 Fund 308 - - - - 308
Total 126,990,844 142,777,499 6,217,500 153,689,243 60,000 122,236,600 ALL FUNDS $ 655,301,473 575,148,878 $ $ 22,158,373 $ 22,158,373 $ 581,837,758 648,612,593 $ [1] Excludes restricted and nonspendable fund balance. [2] Includes the Parking Authority.

CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2024-25

BUDGET SUMMARIES 41
FY 2024-25 Operating and Capital Improvement Budget
Operating Capital Fund
Budget Program Total
001 General Fund 326,925,411 $ - $ 326,925,411 $
004 Community Dev Technology Fund 625,553 - 625,553
100 CDBG Grant Fund 130,000 - 130,000
120 State Gas Tax Fund 6,000 860,000 866,000
121 Road Maintenance & Rehab Acct Fund - 750,000 750,000 130 In-Lieu Parking District Fund - 5,585,000 5,585,000 140 General Plan Fund 811,494 - 811,494
160 Parks and Rec Facilities Fund - 3,363,674 3,363,674 180 Fine Art Fund 192,399 80,452 272,851
190 Law Enforcement Grant Fund 267,150 - 267,150
210 Affordable Housing Fund 150,000 - 150,000
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 - 425,000 425,000
315 Misc Grants Fund - Non-Safety 32,515 - 32,515
330 Measure R Local Transit Fund 110,000 - 110,000
340 Measure M Local Transit Fund - 900,000 900,000
400 Equipment Replacement Fund 1,424,285 - 1,424,285
405 Capital Assets Fund 15,689,093 15,181,325 30,870,418 410 Information Technology Fund 12,833,802 10,291,282 23,125,084 420 Cable Television Fund 2,605,834 200,000 2,805,834
430 Reprographics/Graphics Fund 2,610,017 - 2,610,017
440 Employee Benefits Fund 694,840 - 694,840
441 Compensated Absences Liability Fund 4,000,000 4,000,000 - 450 Liability Insurance Fund 23,393,893 23,393,893 -
460 Workers' Compensation Fund 4,564,098 4,564,098 -
470 Unemployment Insurance Fund 54,000 54,000 -
480 Policy, Admin, Legal Fund 50,137,363 50,137,363 -
490 Vehicle Replacement Fund 7,382,174 3,721,472 11,103,646 560 Debt Service Fund 3,234,873 3,234,873 -
600 Infrastructure Fund 16,089,724 - 16,089,724
800 Water Enterprise Fund 33,402,797 7,122,837 40,525,634 801 Water Capacity Fee Fund 930,300 - 930,300
802 Water Supply Fee Fund 400,000 - 400,000
810 Parking Enterprise Fund 25,594,728 11,894,010 37,488,738 830 Solid Waste Enterprise Fund 25,514,380 602,676 26,117,056 840 Wastewater Enterprise Fund 9,003,479 4,600,881 13,604,360 850 Stormwater Enterprise Fund 5,083,478 2,121,764 7,205,242 Total $ 557,672,656 $ 85,620,397 $ 643,293,053
Fund Description
CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2024-25

BUDGET SUMMARIES 42
Revenue and Expenditure Summary by Category – All Funds

2021-22 2022-23 2023-24 2024-25
Year-End Year-End Adopted Proposed
Actual Actual Budget Budget
Revenue
Property Tax $ 93,842,430 $ 101,776,958 $ 100,208,503 $ 103,496,323 Sales Tax 45,489,219 43,344,211 44,860,000 44,768,000
Transient Occupancy Tax (TOT) 42,410,847 51,821,556 49,500,000 51,233,000 Business Tax 53,596,597 58,100,628 58,000,000 62,600,000 Other Taxes 4,885,788 3,856,767 3,627,000 3,403,000
Intergovernmental Revenue 14,569,057 7,387,872 6,235,206 6,119,015 Licenses and Permits 21,887,990 23,576,310 30,591,120 31,096,500 Fines and Penalties 7,739,081 7,100,834 5,936,000 6,395,500 Use of Money and Property 14,167,433 18,195,917 31,226,141 38,763,568 Service Fees and Charges 108,215,395 101,804,702 105,969,701 114,954,146 Internal Service Fund Receipts 104,876,155 125,585,735 132,005,555 144,901,599 Miscellaneous Revenue 24,946,096 15,264,570 20,156,915 17,424,015 Transfers In 39,179,804 35,079,193 35,656,825 22,158,373 ALL FUNDS $ 592,895,253 575,805,892 $ 623,972,966 $ 647,313,039 $ Expenditures
Salaries and Benefits $ 185,467,662 $ 195,559,429 $ 214,695,119 $ 225,678,490 Materials and Supplies 18,004,177 17,300,906 19,181,299 19,335,938 Contractual Services 87,917,837 91,819,059 95,890,725 103,624,891 Capital Outlay 516,168 1,214,540 4,136,724 1,746,800
Internal Service Fund Charges 88,006,073 108,516,574 114,962,133 129,491,737 Other Charges 45,058,618 54,607,789 49,308,228 55,636,427 Capital Improvement 63,771,970 60,167,016 92,417,897 85,620,397 Transfer of Earmark to OPEB Trust 10,000,000 - - -
Transfers Out 39,179,804 35,079,193 35,656,825 22,158,373 ALL FUNDS $ 564,264,506 537,922,309 $ 626,248,950 $ 643,293,053 $ Category
CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2024-25

BUDGET SUMMARIES 43
Revenue Summary by Category

2021-22 2022-23 2023-24 2024-25
Year-End Year-End Adopted Proposed
Actual Actual Budget Budget
Property Tax $ 93,842,430 $ 101,776,958 $ 100,208,503 $ 103,496,323 Sales Tax 45,489,219 43,344,211 44,860,000 44,768,000
Transient Occupancy Tax (TOT) 42,410,847 51,821,556 49,500,000 51,233,000 Business Tax 53,596,597 58,100,628 58,000,000 62,600,000 Other Taxes 2,165,198 1,177,385 1,190,000 933,000
Intergovernmental Revenue 5,568,460 1,075,244 407,500 457,500 Licenses and Permits 20,621,666 22,059,729 29,768,120 30,046,500 Fines and Penalties 7,624,633 6,781,458 5,791,000 6,145,500 Use of Money and Property 4,181,202 5,462,236 8,090,452 10,048,328 Service Fees and Charges 14,024,306 12,578,580 10,096,050 11,725,805 Miscellaneous Revenue 16,606,125 12,972,767 19,171,050 15,966,550 Transfers In 1,145,153 6,000 6,000 6,000
001-General Fund 307,275,836 317,156,752 327,088,675 337,426,506 Service Fees and Charges 504,495 602,194 480,000 520,000 Miscellaneous Revenue 243 - - -
004-Community Dev Technology Fund 504,738 602,194 480,000 520,000 Intergovernmental Revenue - 183,769 - 130,000
100-CDBG Grant Fund - 183,769 - 130,000
Intergovernmental Revenue 740,521 813,063 929,071 896,131 Use of Money and Property 11,341 22,540 58,312 376,568
120-State Gas Tax Fund 751,862 835,603 987,383 1,272,699 Intergovernmental Revenue 679,713 729,983 808,574 837,100 Use of Money and Property 18,616 32,009 84,589 178,794
121-Road Maintenance and Rehab Acct Fund 698,329 761,992 893,163 1,015,894 Use of Money and Property 103,906 145,284 411,338 536,740 Service Fees and Charges 1,157,492 258,370 250,000 -
130-In-Lieu Parking District Fund 1,261,398 403,654 411,338 786,740 Licenses and Permits 841,214 843,459 540,000 700,000
Use of Money and Property 3,217 13,491 29,724 112,494
140-General Plan Fund 844,431 856,950 569,724 812,494
Category
CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2024-25

BUDGET SUMMARIES 44
Revenue Summary by Category (Continued)

2021-22 2022-23 2023-24 2024-25
Year-End Year-End Adopted Proposed
Actual Actual Budget Budget
Other Taxes 2,720,590 2,679,382 2,437,000 2,470,000
Intergovernmental Revenue 674 - - -
Use of Money and Property 306,546 357,668 714,520 959,358 160-Parks and Rec Facilities Fund 3,027,810 3,037,050 3,151,520 3,429,358 Licenses and Permits 315,716 524,975 200,000 300,000
Use of Money and Property 13,858 18,283 51,263 81,831
180-Fine Art Fund 329,574 543,258 251,263 381,831
Intergovernmental Revenue 418,753 405,943 200,000 230,000 Use of Money and Property 901 757 800 -
Miscellaneous Revenue - 79,193 - -
190-Law Enforcement Grant Fund 419,654 485,893 200,800 230,000 Intergovernmental Revenue 31,878 53,576 35,000 25,000
Use of Money and Property 2,355 3,088 8,545 26,911
240-Air Quality Improvement Fund 34,233 56,664 43,545 51,911 Licenses and Permits 72,541 29,382 65,000 15,000
Service Fees and Charges 136,405 - - -
260-State Mandated Building Fees Fund 208,946 29,382 65,000 15,000 Service Fees and Charges 38,038 40,062 40,000 40,000
270-Disabled Accessibility Fund 38,038 40,062 40,000 40,000 Intergovernmental Revenue 550,410 553,839 550,000 550,000 Use of Money and Property 5,822 - 4,904 1,488
280-Measure W-Safe Clean Water Fund 556,232 553,839 554,904 551,488 Intergovernmental Revenue 991,921 1,769,828 1,057,493 1,010,433 Use of Money and Property 32,592 50,645 133,154 178,575 Service Fees and Charges 2,326 5,075 2,000 3,000
300-Prop A Local Transit Fund 1,026,839 1,825,548 1,192,647 1,192,008 Intergovernmental Revenue 707,480 728,179 773,479 738,591 Use of Money and Property 32,996 47,250 117,625 243,930 310-Prop C Local Transit Fund 740,476 775,429 891,104 982,521 Category
CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2024-25

BUDGET SUMMARIES 45
Revenue Summary by Category (Continued)
2021-22 2022-23 2023-24 2024-25
Year-End Year-End Adopted Proposed
Actual Actual Budget Budget
Intergovernmental Revenue - - 37,754 32,515
315-Misc Grants Fund - Non-Safety - - 37,754 32,515
Intergovernmental Revenue 21,543 118,616 - -
326-Seized and Forfeited Property Fund 21,543 118,616 - - Intergovernmental Revenue 530,524 545,977 580,109 553,943 Use of Money and Property 18,918 28,507 70,069 174,002
330-Measure R Local Transit Fund 549,442 574,484 650,178 727,945 Miscellaneous Revenue 195,000 (1,235,000) 100,000 200,000 335-Metro Violations Fund 195,000 (1,235,000) 100,000 200,000 Intergovernmental Revenue 600,349 617,616 657,457 627,802 Use of Money and Property 18,185 26,718 70,507 121,568
340-Measure M Local Transit Fund 618,534 644,334 727,964 749,370 Use of Money and Property 126,810 167,067 403,977 769,350 Internal Service Fund Receipts - 2,635,260 2,390,346 2,173,267 Transfers In - 11,916 - -
400-Equipment Replacement Fund 126,810 2,814,243 2,794,323 2,942,617 Licenses and Permits 31,808 90,000 - 25,000
Use of Money and Property 3,880,611 4,430,505 6,970,885 5,982,779 Internal Service Fund Receipts 14,199,247 20,719,145 18,113,141 24,857,645 Miscellaneous Revenue 5,351 143,847 - 5,000
Transfers In 3,360 7,995,000 - -
405-Capital Assets Fund 18,120,377 33,378,497 25,084,026 30,870,424 Licenses and Permits - 9,378 - -
Use of Money and Property 117,674 125,424 616,283 723,481 Internal Service Fund Receipts 15,028,652 16,970,575 19,985,494 22,401,606 Miscellaneous Revenue (19) (52,851) - -
Transfers In 204,496 - - -
410-Information Technology Fund 15,350,803 17,052,526 20,601,777 23,125,087 Category
CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2024-25

BUDGET SUMMARIES 46
Revenue Summary by Category (Continued)

2021-22 2022-23 2023-24 2024-25
Year-End Year-End Adopted Proposed
Actual Actual Budget Budget
Use of Money and Property 617,672 489,371 734,722 656,330 Service Fees and Charges 116,750 88,043 118,500 100,000 Internal Service Fund Receipts 1,699,848 313,359 2,205,083 2,049,501 420-Cable Television Fund 2,434,270 890,773 3,058,305 2,805,831 Use of Money and Property 18,807 33,087 86,455 139,357
Internal Service Fund Receipts 2,584,526 2,541,592 2,355,776 2,470,670 Miscellaneous Revenue 101 - - -
430-Reprographics/Graphics Fund 2,603,434 2,574,679 2,442,231 2,610,027 Use of Money and Property (17,427) 5,318 8,880 20,010
Internal Service Fund Receipts 696,973 695,854 696,381 694,840 440-Employee Benefits Fund 679,546 701,172 705,261 714,850 Use of Money and Property 79,005 136,060 365,427 616,750 Internal Service Fund Receipts 4,500,000 4,500,000 5,000,000 4,000,000 441-Compensated Absences Liability Fund 4,579,005 4,636,060 5,365,427 4,616,750 Use of Money and Property 41,181 28,514 145,133 209,973 Internal Service Fund Receipts 13,075,647 15,106,795 19,908,133 25,183,924 Miscellaneous Revenue 65,404 25,226 - -
450-Liability Insurance Fund 13,182,232 15,160,535 20,053,266 25,393,897 Use of Money and Property 136,095 271,321 684,966 1,061,069 Internal Service Fund Receipts 6,700,000 7,000,000 6,000,000 4,500,000 Miscellaneous Revenue 662,256 15 - -
460-Workers' Compensation Fund 7,498,351 7,271,336 6,684,966 5,561,069 Use of Money and Property 2,100 4,109 10,399 22,825
Internal Service Fund Receipts 380,000 72,000 56,000 50,000 470-Unemployment Insurance Fund 382,100 76,109 66,399 72,825 Use of Money and Property 228,473 417,458 712,296 1,643,153 Service Fees and Charges 186 - - -
Internal Service Fund Receipts 33,542,316 42,213,774 45,099,508 47,633,097 Miscellaneous Revenue 998,224 1,484,981 505,000 861,100 Transfers In 73,898 511,054 - -
480-Policy, Admin, Legal Fund 34,843,097 44,627,267 46,316,804 50,137,350 Category
CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2024-25

BUDGET SUMMARIES 47
Revenue Summary by Category (Continued)
2021-22 2022-23 2023-24 2024-25
Year-End Year-End Adopted Proposed
Actual Actual Budget Budget
Intergovernmental Revenue 83,378 29,599 15,000 30,000
Use of Money and Property 538,798 642,070 1,213,706 2,006,815 Internal Service Fund Receipts 12,468,946 12,817,381 10,195,693 8,887,049 Miscellaneous Revenue 121,847 375,912 115,000 115,000
Transfers In 270,000 - - -
490-Vehicle Replacement Fund 13,482,969 13,864,962 11,539,399 11,038,864 Use of Money and Property 11,039 54,724 117,858 160,211 Transfers In 3,235,819 3,237,723 3,233,325 3,234,873
560-Debt Service Fund 3,246,858 3,292,447 3,351,183 3,395,084 Intergovernmental Revenue - 27,366 - -
Use of Money and Property 315,242 463,203 1,166,256 1,931,892 Miscellaneous Revenue - 100,000 - -
Transfers In 13,448,078 12,700,000 23,700,000 12,700,000 600-Infrastructure Fund 13,763,320 13,290,569 24,866,256 14,631,892 Intergovernmental Revenue 857,442 (34,019) - -
Fines and Penalties 114,448 319,376 145,000 250,000
Use of Money and Property 2,257,270 2,975,477 4,175,711 4,814,215 Service Fees and Charges 38,042,969 31,245,017 36,796,951 36,649,956 Miscellaneous Revenue 6,121,297 536,381 175,000 205,500 Transfers In 11,404,000 1,157,500 1,157,500 1,157,500
800-Water Enterprise Fund 58,797,426 36,199,732 42,450,162 43,077,171 Use of Money and Property 32,425 61,977 155,212 255,469 Service Fees and Charges 1,038,244 1,144,736 762,900 788,300 801-Water Capacity Fee Fund 1,070,669 1,206,713 918,112 1,043,769 Use of Money and Property 20,097 38,234 96,757 174,008
Service Fees and Charges 601,705 611,235 613,600 688,260 802-Water Supply Fee Fund 621,802 649,469 710,357 862,268 Use of Money and Property 556,489 875,580 1,677,545 2,082,667 Service Fees and Charges 22,601,852 22,994,189 22,757,100 27,051,360 Miscellaneous Revenue 165,682 268,440 89,365 69,365
Transfers In 6,000,000 6,000,000 3,000,000 -
810-Parking Enterprise Fund 29,324,023 30,138,209 27,524,010 29,203,392 Category
CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2024-25

BUDGET SUMMARIES 48
Revenue Summary by Category (Continued)
2021-22 2022-23 2023-24 2024-25
Year-End Year-End Adopted Proposed
Actual Actual Budget Budget
Intergovernmental Revenue 48,099 8,375 - -
Use of Money and Property 92,170 141,461 384,435 305,969 Service Fees and Charges 15,807,133 18,449,773 20,408,000 22,810,045 Miscellaneous Revenue 2,863 2,059 1,500 1,500
830-Solid Waste Enterprise Fund 15,950,265 18,601,668 20,793,935 23,117,514 Intergovernmental Revenue 237,912 (55,401) - -
Use of Money and Property 298,903 555,526 1,445,901 1,940,189 Service Fees and Charges 12,194,621 11,851,302 12,010,000 12,457,820 Miscellaneous Revenue 1,653 (23,657) - -
840-Wastewater Enterprise Fund 12,327,770 12,733,089 13,455,901 14,398,009 Use of Money and Property 3,107 7,296 19,575 -
Service Fees and Charges 188,591 191,223 134,600 129,600 841-Wastewater Capacity Fee Fund 191,698 198,519 154,175 129,600 Intergovernmental Revenue - 88 - -
Licenses and Permits 5,045 19,387 18,000 10,000
Use of Money and Property 34,435 54,750 138,372 206,469 Service Fees and Charges 1,760,282 1,744,903 1,750,000 1,740,000 Miscellaneous Revenue 587,257 69 - -
Transfers In 3,395,000 3,460,000 4,560,000 5,060,000
850-Stormwater Enterprise Fund 5,866,385 5,194,831 6,466,372 7,016,469 Intergovernmental Revenue 2,500,000 - - -
Use of Money and Property 25,992 8,909 49,267 -
851-Stormwater - Measure W - Reg Prg Fund 2,525,992 8,909 49,267 - Use of Money and Property 10 - 321 -
852-Stormwater - DWR - Prop 1 Fund 10 - 321 -
Total Revenue $ 592,895,253 575,805,892 $ 623,972,966 $ 647,313,039 $ Category
CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2024-25

BUDGET SUMMARIES 49
Expenditure Summary by Category
2021-22 2022-23 2023-24 2024-25
Year-End Year-End Adopted Proposed
Actual Actual Budget Budget
Salaries and Benefits 134,542,810 $ 142,519,586 $ 155,381,729 $ 161,959,272 $ Materials and Supplies 2,247,489 2,732,021 2,421,671 2,603,256 Contractual Services 44,219,011 50,590,776 48,087,126 53,018,733 Capital Outlay 1,097 11,826 1,645,000 230,000
Internal Service Fund Charges 51,758,054 66,556,298 73,106,433 80,319,466 Other Charges 9,391,377 10,666,444 5,518,361 6,902,311
Transfer of Earmark to OPEB Trust 10,000,000 - - -
Transfers Out 36,070,017 34,813,193 35,390,825 21,892,373 001-General Fund 288,229,855 307,890,144 321,551,145 326,925,411 Salaries and Benefits 200,630 156,792 208,334 213,663
Contractual Services 104,157 125,435 299,130 299,130
Capital Outlay 4,441 83,925 - -
Internal Service Fund Charges 66,692 67,406 133,608 112,760 Transfers Out 32,118 - - -
004-Community Dev Technology Fund 408,038 433,558 641,072 625,553 Contractual Services - 183,769 - 130,000
100-CDBG Grant Fund - - 183,769 130,000
Capital Improvement 200,800 1,147 825,750 860,000
Transfers Out 6,000 6,000 6,000 6,000
120-State Gas Tax Fund 206,800 7,147 831,750 866,000
Capital Improvement 180,660 - 2,000,000 750,000
121-Road Maintenance and Rehab Acct Fund 180,660 2,000,000 - 750,000 Capital Improvement - - 5,585,000 -
130-In-Lieu Parking District Fund - - - 5,585,000
Salaries and Benefits 104,493 146,128 288,224 314,205
Contractual Services - 37,304 152,000 352,000
Internal Service Fund Charges - 116,733 135,188 145,289 140-General Plan Fund 104,493 300,165 575,412 811,494
Capital Improvement 1,276,284 1,242,605 5,227,006 3,363,674 Transfers Out 12,000 - - -
160-Parks and Rec Facilities Fund 1,288,284 1,242,605 5,227,006 3,363,674 Category
CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2024-25

BUDGET SUMMARIES 50
Expenditure Summary by Category (Continued)
2021-22 2022-23 2023-24 2024-25
Year-End Year-End Adopted Proposed
Actual Actual Budget Budget
Salaries and Benefits - - - 143,144
Materials and Supplies - 34 - -
Contractual Services 14,848 16,922 49,255 49,255
Internal Service Fund Charges 59,083 - - -
Capital Improvement 278,635 167,730 78,417 80,452
180-Fine Art Fund 352,566 184,686 127,672 272,851
Salaries and Benefits 104,590 101,171 - 267,150
Materials and Supplies 106,630 13,553 - -
Contractual Services 68,494 10,235 - -
Capital Outlay 174,423 149,162 - -
190-Law Enforcement Grant Fund 454,137 274,121 - 267,150 Contractual Services 25,994 38,495 200,000 150,000
Capital Improvement 12,425 42,095 - -
210-Affordable Housing Fund 38,419 80,590 200,000 150,000 Contractual Services - - 65,000 65,000
Capital Improvement 19,493 25,532 - -
240-Air Quality Improvement Fund 19,493 25,532 65,000 65,000 Materials and Supplies 7,697 26,077 5,000 5,000
Contractual Services 11,700 10,356 29,000 29,000
Transfers Out 1,022,926 - - -
260- State Mandated Building Fees Fund 1,042,323 36,433 34,000 34,000 Capital Improvement 697,354 1,375,792 500,000 500,000
280-Measure W - Safe Clean Water Fund 697,354 1,375,792 500,000 500,000 Contractual Services 534,442 611,590 1,100,000 1,100,000 Capital Improvement 1,496,415 - - -
300-Prop A Local Transit Fund 534,442 2,108,005 1,100,000 1,100,000 Capital Improvement - 1,400,000 - 425,000
310-Prop C Local Transit Fund - - 1,400,000 425,000
Salaries and Benefits (1,174) - - -
Capital Outlay - - 37,754 32,515
315-Misc Grants Fund - Non-Safety (1,174) 37,754 - 32,515 Category
CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2024-25

BUDGET SUMMARIES 51
Expenditure Summary by Category (Continued)

2021-22 2022-23 2023-24 2024-25
Year-End Year-End Adopted Proposed
Actual Actual Budget Budget
Contractual Services 140,485 - - -
Capital Improvement 21,759 - - -
326-Seized and Forfeited Property Fund 162,244 - - -
Contractual Services 2,430 110,000 - 110,000
Capital Improvement 58,206 1,000,000 - -
330-Measure R Local Transit Fund - 60,636 1,110,000 110,000 Transfers Out 161,191 - - -
335-Metro Violations Fund 161,191 - - -
Capital Improvement 409,292 1,000,000 - 900,000
340-Measure M Local Transit Fund 409,292 1,000,000 - 900,000 Capital Outlay 304,051 718,279 2,393,970 1,424,285
400-Equipment Replacement Fund 304,051 718,279 2,393,970 1,424,285 Salaries and Benefits 2,155,074 2,328,006 2,240,637 2,465,321 Materials and Supplies 322,334 356,981 514,492 406,986
Contractual Services 3,370,660 3,999,837 4,617,071 5,181,821 Internal Service Fund Charges 1,606,690 1,626,685 1,695,081 2,059,095 Other Charges 5,630,208 5,728,085 5,457,055 5,575,870
Capital Improvement 12,989,625 14,516,601 10,559,689 15,181,325 405-Capital Assets Fund 26,074,591 28,556,195 25,084,025 30,870,418 Salaries and Benefits 3,604,651 4,185,021 4,572,744 4,850,412 Materials and Supplies 8,786 5,244 8,550 8,550
Contractual Services 3,615,362 3,822,502 4,058,937 4,568,356 Internal Service Fund Charges 1,240,550 1,408,827 1,309,489 1,602,404 Other Charges 1,239,042 1,128,892 1,133,072 1,804,080
Capital Improvement 6,175,010 6,910,218 9,518,986 10,291,282 410-Information Technology Fund 17,460,704 15,883,401 20,601,778 23,125,084 Category
CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2024-25

BUDGET SUMMARIES 52
Expenditure Summary by Category (Continued)

2021-22 2022-23 2023-24 2024-25
Year-End Year-End Adopted Proposed
Actual Actual Budget Budget
Salaries and Benefits 1,105,388 1,217,953 1,464,366 1,577,877 Materials and Supplies 10,510 9,243 14,000 14,000
Contractual Services 45,155 51,178 55,900 55,905
Internal Service Fund Charges 794,001 815,852 918,050 952,076 Other Charges 69,541 69,318 5,989 5,976
Capital Improvement 214,734 130,525 600,000 200,000
420-Cable Television Fund 2,294,069 2,239,329 3,058,305 2,805,834 Salaries and Benefits 1,010,539 1,241,295 1,234,697 1,314,288 Materials and Supplies 93,716 80,958 900 900
Contractual Services 517,068 525,420 599,440 599,450
Internal Service Fund Charges 476,124 607,019 580,871 669,114 Other Charges 32,215 32,153 26,323 26,265
430-Reprographics/Graphics Fund 2,486,845 2,129,662 2,442,231 2,610,017 Other Charges 694,248 692,974 696,381 694,840
440-Employee Benefits Fund 694,248 692,974 696,381 694,840 Salaries and Benefits 5,102,136 4,582,167 5,000,000 4,000,000 441-Compensated Absences Liability Fund 4,582,167 5,102,136 5,000,000 4,000,000 Salaries and Benefits 215,949 229,313 270,876 372,693
Materials and Supplies - 1,811 1,700 -
Contractual Services 11,128,917 2,624,688 1,673,510 1,671,244 Internal Service Fund Charges 186,672 197,525 133,001 120,787 Other Charges 7,344,666 14,981,822 16,774,178 21,029,169 Transfers Out 200,000 200,000 200,000 200,000
450-Liability Insurance Fund 18,235,159 19,076,204 19,053,265 23,393,893 Salaries and Benefits 254,204 250,701 408,897 403,005
Materials and Supplies - - 920 920
Contractual Services 460,601 295,588 343,510 345,984
Capital Outlay 30,453 19,346 60,000 60,000
Internal Service Fund Charges 142,826 133,704 108,553 164,826 Other Charges 3,654,705 5,010,547 5,184,372 3,589,363
460-Workers' Compensation Fund 5,709,886 4,542,789 6,106,252 4,564,098 Category
CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2024-25

BUDGET SUMMARIES 53
Expenditure Summary by Category (Continued)
2021-22 2022-23 2023-24 2024-25
Year-End Year-End Adopted Proposed
Actual Actual Budget Budget
Salaries and Benefits 74,391 44,881 56,000 54,000
470-Unemployment Insurance Fund 74,391 44,881 56,000 54,000 Salaries and Benefits 18,825,940 19,487,855 22,213,279 24,457,322 Materials and Supplies 273,895 262,161 256,682 325,982
Contractual Services 5,886,488 8,130,526 8,199,465 8,509,130 Capital Outlay 1,703 - - -
Internal Service Fund Charges 10,421,057 13,175,881 13,913,895 14,961,691 Other Charges 1,251,698 1,502,665 1,735,171 1,883,238
Transfers Out 1,615,552 - - -
480-Policy, Admin, Legal Fund 42,559,088 38,276,333 46,318,492 50,137,363 Salaries and Benefits 1,405,295 1,603,728 1,622,728 1,736,497 Materials and Supplies 1,626,865 1,929,702 2,485,330 2,487,440 Contractual Services 355,016 592,096 623,802 623,806
Internal Service Fund Charges 1,384,764 1,989,760 1,111,208 1,622,347 Other Charges 314,478 329,153 275,139 912,084
Capital Improvement 4,303,745 3,032,747 4,550,251 3,721,472 490-Vehicle Replacement Fund 9,477,186 9,390,163 10,668,458 11,103,646 Other Charges 3,235,819 3,237,723 3,233,325 3,234,873
560-Debt Service Fund 3,235,819 3,237,723 3,233,325 3,234,873 Salaries and Benefits - 12,331 - -
Contractual Services - 13,574 - -
Capital Improvement 6,739,992 10,654,676 26,473,293 16,089,724 600-Infrastructure Fund 10,680,581 6,739,992 26,473,293 16,089,724 Salaries and Benefits 6,258,344 6,329,969 6,704,155 7,632,216 Materials and Supplies 12,878,105 11,554,172 12,772,465 12,772,995 Contractual Services 1,705,953 1,441,772 1,586,069 1,674,397 Internal Service Fund Charges 4,937,326 5,523,541 5,531,028 6,646,735 Other Charges 6,518,964 5,400,208 4,435,167 4,676,454
Capital Improvement 11,334,797 9,881,192 11,570,411 7,122,837 800-Water Enterprise Fund 40,130,854 43,633,489 42,599,295 40,525,634 Category
CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2024-25

BUDGET SUMMARIES 54
Expenditure Summary by Category (Continued)

2021-22 2022-23 2023-24 2024-25
Year-End Year-End Adopted Proposed
Actual Actual Budget Budget
Capital Improvement 1,033,551 - 1,750,000 930,300
801-Water Capacity Fee Fund - 1,033,551 1,750,000 930,300 Capital Improvement - - 300,000 400,000
802-Water Supply Fee Fund - - 300,000 400,000
Salaries and Benefits 4,104,600 4,281,563 5,723,010 6,145,941 Materials and Supplies 255,175 101,520 318,765 323,765
Contractual Services 4,057,787 4,093,986 4,279,657 5,518,581 Internal Service Fund Charges 6,220,915 6,610,639 6,720,763 8,788,205 Other Charges 4,853,467 5,020,677 4,343,414 4,818,236
Capital Improvement 8,730,892 4,751,765 7,733,432 11,894,010 810-Parking Enterprise Fund 28,222,836 24,860,150 29,119,041 37,488,738 Salaries and Benefits 3,097,343 3,270,572 3,569,487 3,842,404 Materials and Supplies 120,543 170,837 264,531 264,741
Contractual Services 8,278,026 11,855,484 14,671,178 14,671,185 Internal Service Fund Charges 5,047,602 5,522,960 5,527,997 6,428,297 Other Charges 270,316 353,719 254,316 247,753
Capital Improvement 185,362 30,000 562,500 602,676
Transfers Out 60,000 60,000 60,000 60,000
830-Solid Waste Enterprise Fund 21,263,572 17,059,192 24,910,009 26,117,056 Salaries and Benefits 1,374,518 1,511,572 1,718,140 1,907,030 Materials and Supplies 45,573 49,989 101,700 106,810
Contractual Services 3,142,252 2,753,746 4,521,117 4,516,124 Capital Outlay - 232,002 - -
Internal Service Fund Charges 1,680,300 1,877,330 1,890,917 2,319,738 Other Charges 370,910 221,483 153,794 153,777
Capital Improvement 2,318,258 1,284,054 4,343,483 4,600,881 840-Wastewater Enterprise Fund 7,930,176 8,931,811 12,729,151 13,604,360 Category
CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2024-25

BUDGET SUMMARIES 55
Expenditure Summary by Category (Continued)

2021-22 2022-23 2023-24 2024-25
Year-End Year-End Adopted Proposed
Actual Actual Budget Budget
Salaries and Benefits 1,927,941 2,058,825 2,017,816 2,022,050 Materials and Supplies 6,859 6,603 14,593 14,593
Contractual Services 232,991 177,549 385,789 385,790
Internal Service Fund Charges 1,983,417 2,286,414 2,146,051 2,578,907 Other Charges 186,964 231,926 82,171 82,138
Capital Improvement 4,926,764 830,923 2,424,679 2,121,764 850-Stormwater Enterprise Fund 5,592,240 9,264,936 7,071,099 7,205,242 Capital Improvement 1,424,332 3,317,999 - -
851-Stormwater - Measure W - Reg Prg Fund 3,317,999 1,424,332 - - Capital Improvement 240,000 475,000 - -
852-Stormwater - DWR - Prop 1 Fund 240,000 475,000 - -
Total Expenditures $ 564,264,506 537,922,309 $ 626,248,950 $ 643,293,053 $ Category
CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2024-25

BUDGET SUMMARIES 56
Interfund Transfers

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

Insurance
(450)
Infras.

Debt Svc
(560)
Infras.

Fund
(600)
Water
Fund
(800)
Solid
Waste
(830)
Storm
Water
(850)
1 Street Maintenance 6,000 (6,000)
2 Debt Service Payment (3,234,873) 3,234,873
3 Street Sweeping (60,000) 60,000
4 Transfer to
Stormwater Fund (5,000,000) 5,000,000
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 (12,500,000) 12,500,000
TOTAL $ (6,000) (21,886,373) $ (200,000) $ 3,234,873 $ 12,700,000 $ 1,157,500 $ (60,000) $ 5,060,000 $ Description
Transfer From: Transfer To:
1 6,000 120 - State Gas Tax Fund 001 - General Fund
2 3,234,873 001 - General Fund 560 - Debt Service Fund
3 60,000 830 - Solid Waste Enterprise Fund 850 - Stormwater Enterprise Fund 4 5,000,000 001 - General Fund 850 - Stormwater Enterprise Fund 5 200,000 450 - Liability Insurance Fund 600 - Infrastructure Fund 6 1,157,500 001 - General Fund 800 - Water Enterprise Fund 7 12,500,000 001 - General Fund 600 - Infrastructure Fund $ 22,158,373 TOTAL
Amount
CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2024-25

BUDGET SUMMARIES 57
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 22 0.55 23 0.55 24 0.55 23 0.93 (1) 0.38 Office of the City Auditor 4 - - - - - - - - -
City Clerk 6 - 5 - 5 - 8 0.50 3 0.50
Finance 34 5.08 36 1.77 37 1.01 37 0.57 - (0.44)
Human Resources 18 1.76 17 1.76 20 1.56 20 1.56 - -
Police Department -
Sworn 145 - 145 - 145 - 154 - 9 -
Non-Sworn 96 7.25 103 7.25 104 7.25 104 7.25 - -
Total 7.25 241 248 7.25 249 7.25 258 7.25 9 -
Fire Department - - -
Sworn 87 - 87 - 87 - 86 - (1) -
Non-Sworn 9 1.91 9 2.34 9 2.34 13 3.22 4 0.88
Total 1.91 96 96 2.34 96 2.34 99 3.22 3 0.88
Community Development 66 3.83 70 2.83 73 0.76 72 0.76 (1) - Information Technology 33 5.87 33 7.58 34 7.58 34 7.58 - - Public Works 207 58.16 214 58.16 220 57.75 222 57.75 2 - Community Services 66 88.98 68 95.95 68 98.95 67 103.88 (1) 4.93 TOTAL 793 173.39 810 178.19 826 177.75 840 184.00 14 6.25 FY 2021-22
SUMMARY OF BUDGETED FULL-TIME EQUIVALENTS (FTEs)
NOTE: For all years presented above, part-time FTEs have been adjusted to reflect a methodology change where funding for interns, previously reported only in dollar value, are now included in the part-time FTE count. The conversion of intern funding to part-time FTEs was effectuated at no additional cost to the City.

Full-Time
Positions
Full-Time
Positions
FY 2022-23 FY 2023-24 Variance
Full-Time
Positions
FY 2024-25
Full-Time
Positions
Full-Time
Positions
Department
The increase of 20.25 FTEs represents 17.23 FTEs from enhancement requests, 3.5 FTEs approved by Council midyear in the City Clerk's Office, and a net reduction of 0.48 part-time FTEs through various cost neutral reorganizations.

Department FY 2021-22 FY 2022-23 FY 2023-24 FY 2024-252 Variance Policy and Management 3,959,686 $ 4,353,143 $ 4,848,154 $ 5,168,137 $ 319,983 $ Office of the City Auditor 825,569 - - - -
City Clerk 1,291,852 1,032,699 1,126,770 1,689,711 562,941 Finance 5,997,985 6,498,522 6,826,974 7,205,308 378,334 Human Resources 3,325,805 3,347,913 3,931,644 4,168,908 237,264 Police Department 59,488,888 64,060,013 65,098,353 69,526,707 4,428,354 Fire Department 37,660,271 35,903,161 38,321,815 38,668,465 346,650 Community Development 11,088,577 13,244,212 13,681,879 14,439,412 757,533 Information Technology 6,293,612 7,344,387 7,192,356 7,636,862 444,506 Public Works 35,142,962 38,189,912 39,404,396 42,446,287 3,041,891 Community Services 15,471,175 17,536,199 18,138,234 19,549,023 1,410,789 Non-Departmental1 10,401,771 8,513,953 16,124,544 15,179,671 (944,873) TOTAL 189,060,335 $ 201,911,932 $ 214,695,119 $ 225,678,491 $ 10,983,372 $

SUMMARY OF BUDGETED SALARIES AND BENEFITS COSTS
1 The City began budgeting $5.0 million annually in increased funding for the CalPERS unfunded pension liability in FY 2019-20 and it is budgeted in the Non-Departmental category. 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 and FY 2024-25 relate to known and estimated MOU contract increases and enhancement requests for new positions added.

CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2024-25

58 CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2024-25

FIVE-YEAR FORECAST 59
Five-Year Forecast
Proposed Budget
CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2024-25

FIVE-YEAR FORECAST 60
General Fund Five-Year Forecast
FY 2024-25 FY 2025-26 FY 2026-27 FY 2027-28 FY 2028-29
Proposed Forecast Forecast Forecast Forecast
Operating Revenue
Property Tax 103,496,323 $ 106,443,000 $ 110,720,000 $ 115,165,000 $ 119,852,000 $ Sales Tax 44,768,000 45,972,000 47,351,000 48,772,000 49,991,000 Transient Occupancy Tax (TOT) 51,233,000 51,974,000 52,087,000 55,675,000 59,164,000 Business Tax 62,600,000 64,478,000 66,412,000 68,404,000 70,114,000 Other Taxes 933,000 952,000 971,000 990,000 1,010,000
Intergovernmental Revenue 457,500 467,000 476,000 486,000 496,000 Licenses and Permits 13,996,500 14,276,000 14,562,000 14,853,000 15,150,000 One-Time Major Development
Projects Revenue 16,050,000 14,725,000 - - 9,691,050
Fines and Penalties 6,145,500 6,207,000 6,269,000 6,332,000 6,395,000 Use of Money and Property 10,048,328 10,048,000 10,048,000 10,048,000 10,048,000 Service Fees and Charges 11,725,805 11,960,000 12,199,000 12,443,000 12,692,000 Miscellaneous Revenue 3,466,550 3,050,000 3,150,000 3,250,000 3,512,550 Total Operating Revenue 324,920,506 330,552,000 324,245,000 336,418,000 358,115,600 Operating Expenditures
Salaries and Benefits 151,959,272 159,488,000 166,015,000 172,372,000 178,379,000 Materials and Supplies 2,603,256 2,655,000 2,708,000 2,762,000 2,817,000 Contractual Services 53,018,733 53,697,857 54,643,000 56,103,000 57,568,000 Capital Outlay 230,000 235,000 240,000 245,000 250,000
Internal Service Fund Charges 80,319,466 83,532,000 86,873,000 90,348,000 93,962,000 Other Charges 6,902,311 6,974,000 7,113,000 7,255,000 7,400,000 Transfer to Pension Trust 10,000,000 10,000,000 10,000,000 10,000,000 10,000,000 Total Operating Expenditures 305,033,038 316,581,857 327,592,000 339,085,000 350,376,000 Net Operating Surplus / (Deficit) 19,887,468 13,970,143 (3,347,000) (2,667,000) 7,739,600 Transfers
Transfers In 6,000 6,000 6,000 6,000 6,000
Transfers Out (21,892,373) (21,395,906) (21,392,272) (20,395,637) (17,895,016) Total Transfers (21,886,373) (21,389,906) (21,386,272) (20,389,637) (17,889,016) Net Surplus/(Deficit) before One-Time
Public Benefit Contributions (1,998,905) (7,419,763) (24,733,272) (23,056,637) (10,149,416) One-Time Public Benefit Contributions 12,500,000 10,000,000 15,000,000 15,000,000 15,000,000 Total Surplus / (Deficit) 10,501,095 $ 2,580,237 $ (9,733,272) $ (8,056,637) $ 4,850,584 $ Category
CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2024-25

FIVE-YEAR FORECAST 61
General Fund Forecast Assumptions
FY 2025-26 FY 2026-27 FY 2027-28 FY 2028-29
Forecast Forecast Forecast Forecast
Operating Revenue
Property Tax 2.8% 4.0% 4.0% 4.1%
Sales Tax 2.7% 3.0% 3.0% 2.5%
Transient Occupancy Tax (TOT)1 1.4% 0.2% 6.9% 6.3%
Business Tax 3.0% 3.0% 3.0% 2.5%
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%
One-Time Major Development
Projects Revenue
-8.3% -100.0% 0.0% 100.0%
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 -12.0% 3.3% 3.2% 8.1%
Operating Expenditures
Salaries and Benefits 5.0% 4.1% 3.8% 3.5%
Materials and Supplies 2.0% 2.0% 2.0% 2.0%
Contractual Services 1.3% 1.8% 2.7% 2.6%
Capital Outlay 2.0% 2.0% 2.0% 2.0%
Internal Service Fund Charges 4.0% 4.0% 4.0% 4.0%
Other Charges 1.0% 2.0% 2.0% 2.0%
Transfer to Pension Trust 0.0% 0.0% 0.0% 0.0%
Category
1 TOT assumptions include an estimated two-year partial closure period for the Beverly Hilton Hotel for refurbishment from January 2026 through December 2027.
2 Licenses and Permits excludes one-time revenue from major development projects, listed separately. 3 The FY 2025-26 decrease in Miscellaneous Revenue reflects the winding down of construction for the Metro Purple Line Extension project and the associated decrease in Metro reimbursement revenue. The FY 2028-29 increase in Miscellaneous Revenue reflects increased municipal surcharge revenue related to the anticipated opening the OneBH development.

NOTE: After the assumptions reflected above are applied, forecasted dollar values are rounded which may cause minor differences in the percentages on smaller figures.

CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2024-25

FIVE-YEAR FORECAST 62
General Fund Five-Year History
FY 2019-20 FY 2020-21 FY 2021-22 FY 2022-23 FY 2023-24
Actuals Actuals Actuals Actuals Projected
Operating Revenue
Property Tax 78,074,349 $ 86,390,938 $ 93,842,430 $ 101,776,958 $ 101,188,000 $ Sales Tax 30,463,169 37,235,364 45,489,219 43,344,211 43,692,000 Transient Occupancy Tax (TOT) 30,415,198 19,254,778 42,410,847 51,821,556 48,500,000 Business Tax 54,051,623 43,764,551 53,596,597 58,100,628 61,750,000 Other Taxes 1,425,179 1,662,975 2,165,198 1,177,385 914,000 Intergovernmental Revenue 969,062 5,578,687 5,568,460 1,075,244 469,000 Licenses and Permits 17,793,342 14,964,208 19,108,666 19,246,729 15,737,000 One-Time Major Development
Projects Revenue - - 5,513,000 2,813,000 8,975,000
Fines and Penalties 4,931,473 5,332,747 7,624,633 6,781,458 6,334,000 Use of Money and Property 8,411,876 5,703,556 4,181,202 5,462,236 7,649,000 Service Fees and Charges 8,884,146 9,345,446 10,024,306 12,578,580 12,560,000 Miscellaneous Revenue 34,349,625 18,033,882 11,606,125 11,472,767 11,224,000 Total Operating Revenue 269,769,042 247,267,132 301,130,683 315,650,752 318,992,000 Operating Expenditures
Salaries and Benefits 127,414,279 127,830,232 129,542,810 137,519,586 143,114,000 Materials and Supplies 2,333,867 2,164,142 2,247,489 2,732,021 2,555,000 Contractual Services 40,275,612 43,707,040 44,219,011 50,590,776 62,865,000 Capital Outlay 812,279 60,239 1,097 11,826 500,000
Internal Service Fund Charges 58,458,830 42,085,401 51,758,054 66,556,298 73,106,000 Other Charges 8,736,398 9,937,539 9,391,377 10,666,444 5,876,000 Transfer to Pension Trust 5,000,000 5,000,000 5,000,000 5,000,000 10,000,000 Total Operating Expenditures 243,031,265 230,784,593 242,159,838 273,076,951 298,016,000 Net Operating Surplus / (Deficit) 26,737,777 16,482,539 58,970,845 42,573,801 20,976,000 Transfers
Transfer of Earmark to OPEB Trust - (10,000,000) - - -
Transfers In 363,533 7,082,714 1,145,153 6,000 6,000
Transfers Out (26,691,523) (25,548,068) (36,070,017) (34,813,193) (46,850,000) Total Transfers (18,465,354) (26,327,990) (44,924,864) (34,807,193) (46,844,000) Net Surplus/(Deficit) before One-Time
Public Benefit Contributions 409,787 (1,982,815) 14,045,981 7,766,608 (25,868,000) One-Time Public Benefit Contributions - 1,000,000 5,000,000 1,500,000 10,000,000 Total Surplus / (Deficit) 409,787 $ (982,815) $ 19,045,981 $ 9,266,608 $ (15,868,000) $ Category
CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2024-25
FIVE-YEAR FORECAST 63
General Fund History and Forecast Charts
CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2024-25
FIVE-YEAR FORECAST 64
General Fund History and Forecast Charts (Continued)
CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2024-25
BUDGET ENHANCEMENTS 65
Budget Enhancements
Proposed Budget
CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2024-25
BUDGET ENHANCEMENTS 66
Request # Request Title Category Recurring Program Program Title Fund FY 2024-25
Department
Request
Position
Offset
Revenue
Offset
FY 2024-25
Department
Net Request
One-Time
Cost
Recurring
Cost
010-001 Security Services for City Hall Safety Non-Position Yes 48000101 City Council and Admin Support 480 332,559 $ $ - $ 332,559 - $ $ 332,559 - $ Count=1 010-Policy and Management 332,559 - 332,559 - 332,559 - 050-001 Litigation Services Non-Position Yes 48000503 Litigation and Special Services 480 310,000 - 310,000 - 310,000 - Count=1 050-City Attorney 310,000 - 310,000 - 310,000 - 130-001 Human Resources Case Management Software Non-Position Yes 48000403 Employee and Labor Relations 480 41,000 - 41,000 - 6,000 35,000 Count=1 130-Human Resources 41,000 - 41,000 - 6,000 35,000 170-001a Staffing for Policing Metro Station 1 Position Yes 00102305 Metro Detail 001 1,683,214 - 1,683,214 - - 1,683,214 170-001b Police Equipment and Vehicle for Metro Station 1 Detail Non-Position No 00102305 Metro Detail 001 225,000 - 225,000 - 225,000 - 170-002 Private Armed Security Services Non-Position Yes 00102301 Patrol Unit 001 5,500,000 - 5,500,000 - 5,010,000 490,000170-003 Police Vehicle Non-Position No 00102301 Patrol Unit 001 65,000 - 65,000 - 65,000 -170-004 Police Detective (3-Year Limited Term) Position Yes 19902105 Organized Retail Theft Prevention 190 217,355 (217,355) - - - - Count=5 170-Police 7,690,569 (217,355) - 7,473,214 5,300,000 2,173,214 200-001 Program Operations Specialist Position Yes 00103201 Fire Prevention 001 77,968 (7,906) 70,062 - 70,062 - 200-002 Unhoused Services / Homelessness Plan Non-Position Yes 00104301 Human Services 001 741,330 - 741,330 - 530,000 211,330200-003 Scattered Site Housing Program Non-Position Yes 00104302 Supportive Housing 001 1,257,578 - 1,257,578 - - 1,257,578 Count=3 200-Fire 2,076,876 (7,906) 2,068,970 - 530,000 1,538,970 270-001 Affordable Housing Program Administration (2-Year Limited Term) Non-Position Yes 21003701 Affordable Housing 210 100,000 - 100,000 - 100,000 -270-002 Upgrade of DST II to Senior Plan Review Engineer Position Yes 00104610 Development Services 001 191,198 (118,097) 73,101 - 73,101 - 270-003 Housing Element Implementation Non-Position No 14003701 General Plan Planning 140 200,000 - 200,000 - 200,000 - Count=3 270-Community Development 491,198 (118,097) 373,101 - 200,000 173,101 310-001 Software Licensing and System Maintenance Costs Non-Position Yes 41001501 IT Administration 410 459,167 - 459,167 - 459,167 - Count=1 310-Information Technology 459,167 - 459,167 - 459,167 - Non-Position Various Various 405 494,770 - 494,770 - 494,770 -Non-Position 81007215 Parking Structures 810 1,038,920 - 1,038,920 - - 1,038,920 350-002 State Certified Laboratory Water Sample Analysis Non-Position Yes 80006004 Water Quality 800 88,313 - 88,313 - 88,313 - 350-003 Sustainability Initiatives Program Non-Position No 00105701 Sustainability 001 450,000 - 450,000 - 450,000 - 350-004 Facilities Services Budget Non-Position Yes 40505901 Facilities Maintenance 405 104,000 - 104,000 - 104,000 -350-005 Facilities Maintenance Overtime Non-Position Yes 40505901 Facilities Maintenance 405 150,000 - 150,000 - 150,000 -350-006 Water System Technician (2-Year Limited Term) Position Yes 80006003 Maintenance and Repair 800 112,410 - 112,410 - 112,410 - Count=6 350-Public Works 2,438,413 - 2,438,413 - 450,000 1,988,413 400-001 Recreation Leaders (10) Position Yes 00106702 Youth 001 535,979 (117,214) 418,765 - 418,765 -400-002 Afterschool Enrichment Programming Non-Position Yes 00106702 Youth 001 250,000 (135,000) - 115,000 115,000 -400-003 BHUSD Joint Powers Agreement Non-Position Yes 00108802 JPA 001 400,000 - 400,000 - 400,000 - Count=3 400-Community Services 1,185,979 (117,214) (135,000) 933,765 933,765 - 24 Total Recommended Enhancement Requests $ (243,217) 15,025,761 $ (352,355) $ 14,430,189 $ 6,486,000 $ 7,944,189 $ Request # Request Title Category Recurring Program Program Title Fund FY 2024-25
Department
Request
Position
Offset
Revenue
Offset
FY 2024-25
Department
Net Request
One-Time
Cost
Recurring
Cost
010-002 Next Night Street Festival Ongoing Funding Non-Position Yes 00101313 Business Development 001 150,000 $ $ - $ 150,000 - $ $ 150,000 - $ Count=1 010-Policy and Management 150,000 - 150,000 - 150,000 - 1 Total Enhancement Requests for Council Consideration $ -$ - 150,000 $ 150,000 $ -$ 150,000 $ 25 SUBTOTAL ENHANCEMENTS $ (243,217) 15,175,761 $ (352,355) $ 14,580,189 $ 6,486,000 $ 8,094,189 $ FY 2024-25 BUDGET ENHANCEMENT SUMMARY (RECOMMENDED)
350-001 Custodial Contract Increase Yes
FY 2024-25 BUDGET ENHANCEMENT SUMMARY (FOR COUNCIL CONSIDERATION) CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2024-25
BUDGET ENHANCEMENTS 67
NOTE: Detailed budget enhancement forms can be found within the Supplemental Information section beginning on page 145.

Request # Request Title Category Recurring Program Program Title Fund FY 2024-25
Department
Request
Position
Offset
Revenue
Offset
FY 2024-25
Department
Net Request
One-Time
Cost
Recurring
Cost
Position 83005202 Solid Waste Commercial 830 4,753 $ $ - $ 4,753 - $ $ 4,753 - $ Position 85005502 Stormwater Operations 850 90,300 - 90,300 - - 90,300 350-007b Environmental Maintenance Equipment (Metro) Non-Position No 85005502 Stormwater Operations 850 93,500 - 93,500 - 93,500 - Count=2 350-Public Works 188,553 - 188,553 - 93,500 95,053 2 Total Enhancement Requests Recommended to Defer $ - 188,553 $ - $ 188,553 $ 93,500 $ 95,053 $ Approval
Date Title and Item # Category Recurring Program Program Title Fund FY 2024-25
Department
Request
Position
Offset
Revenue
Offset
FY 2024-25
Department
Net Request
One-Time
Cost
Recurring
Cost
1/11/2024 City Clerk Reorganization (Study Session Item A-1) Position Yes Various Various 480 577,000 $ $ - $ 577,000 - $ -$ 577,000 $ Count=1 070-City Clerk 577,000 - 577,000 - 577,000 -
10/03/2023 Investigations for Confidential Personnel Matters (Item E-9) Non-Position Yes 48000403 Employee and Labor Relations 480 100,000 - 100,000 - 100,000 - Count=1 130-Human Resources 100,000 - 100,000 - 100,000 - 10/03/2023 Beverly Hills Unified School District Joint Powers Agreement (Item E-7) Non-Position Yes 41001501 IT Administration 410 50,215 - 50,215 - - 50,215 Count=1 310-Information Technology 50,215 - 50,215 - - 50,215 Non-Position 81007200 Parking Facility Administration 810 70,000 - 70,000 - - 70,000 Non-Position 81007214 Public Gardens Parking Facility 810 50,000 - 50,000 - - 50,000 Non-Position 81007215 Parking Structures 810 70,000 - 70,000 - - 70,000Non-Position 81007217 450 N Crescent Dr Parking 810 10,000 - 10,000 - - 10,000 Count=1 350-Public Works 200,000 - 200,000 - 200,000 -
10/03/2023 Beverly Hills Unified School District Joint Powers Agreement (Item E-7) Non-Position Yes 00108802 JPA 001 2,062,000 - 2,062,000 - 2,062,000 - Count=1 400-Community Services 2,062,000 - 2,062,000 - 2,062,000 - 5 Total Enhancement Requests Previously Approved* $ - 2,989,215 $ - $ 2,989,215 $ -$ 2,989,215$ 30 GRAND TOTAL ALL ENHANCEMENTS** $ (243,217) 18,164,976 $ (352,355) $ 17,569,404 $ 6,486,000 $ 11,083,404 $ *Excludes personnel cost increases for labor negotiations, the Executive Employee Compensation Plan amendment, and reclassifications.**Excludes enhancement requests recommended to defer. 350-007a Environmental Maintenance Worker (Metro) Yes
FY 2024-25 BUDGET ENHANCEMENT SUMMARY (RECOMMENDED TO DEFER) FY 2024-25 BUDGET ENHANCEMENT SUMMARY (PRIOR COUNCIL APPROVAL) 8/01/2023 Operation of Parking Facilities (Item E-10) Yes CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2024-25
BUDGET ENHANCEMENTS 68
FTEs /
Fund
FY 2024-25
Department
Request
Position
Offset
Revenue
Offset
FY 2024-25
Department
Net Request
One-Time
Cost
Recurring
Cost
Total Position Enhancement Requests 17.23 2,818,124 $ (243,217) $ (217,355) $ 2,357,552 $ - $ 2,357,552 $ Total Non-Position Enhancement Requests N/A 12,357,637 - (135,000) 12,222,637 6,486,000 5,736,637 Requests by Category 15,175,761 17.23 $ $ (243,217) $ (352,355) $ 14,580,189 $ 6,486,000 $ 8,094,189Total General Fund 001 11,527,267 $ $ (243,217) $ 11,149,050 (135,000) $ $ 6,280,000 $ 4,869,050 Total General Plan Fund 140 200,000 - 200,000 - 200,000 - Total Law Enforcement Grant Fund 190 217,355 (217,355) - - - -Total Affordable Housing Fund 210 100,000 - 100,000 - 100,000 - Total Capital Assets Fund 405 748,770 - 748,770 - 748,770 - Total Information Technology Fund 410 459,167 - 459,167 - 459,167 - Total Policy, Admin, and Legal Fund 480 683,559 - 683,559 - 677,559 6,000 Total Vehicle Replacement Fund 490 - - - - - -
Total Water Enterprise Fund 800 200,723 - 200,723 - 200,723 - Total Parking Enterprise Fund 810 1,038,920 - 1,038,920 - 1,038,920 - Total Solid Waste Enterprise Fund 830 - - - - - -
Total Wastewater Enterprise Fund 840 - - - - - -
Requests by Fund $ 15,175,761 $ (243,217) $ (352,355) $ 14,580,189 $ 6,486,000 $ 8,094,189010-Policy and Management 0.00 482,559 $ $ - $ 482,559 - $ $ 482,559 - $ 050-City Attorney 0.00 310,000 - 310,000 - 310,000 -130-Human Resources 0.00 41,000 - 41,000 - 6,000 35,000170-Police 9.00 7,690,569 (217,355) - 7,473,214 5,300,000 2,173,214 200-Fire 0.88 2,076,876 (7,906) 2,068,970 - 530,000 1,538,970270-Community Development 0.00 491,198 (118,097) 373,101 - 200,000 173,101 310-Information Technology 0.00 459,167 - 459,167 - 459,167 - 350-Public Works 1.00 2,438,413 - 2,438,413 - 450,000 1,988,413 400-Community Services 6.35 1,185,979 (117,214) (135,000) 933,765 933,765 - Requests by Department 17.23 15,175,761 $ $ (243,217) $ (352,355) $ 14,580,189 $ 6,486,000 $ 8,094,189 FY 2024-25 BUDGET ENHANCEMENT SUMMARY (RECOMMENDED AND FOR COUNCIL CONSIDERATION ONLY) CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2024-25
DEPARTMENT BUDGETS 69
Department Budgets
Proposed Budget
CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2024-25
70 CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2024-25
POLICY AND MANAGEMENT 71
Policy and Management
Proposed Budget
CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2024-25
POLICY AND MANAGEMENT 72
Department Organizational Chart
CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2024-25
POLICY AND MANAGEMENT 73
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.  Develop plans for an affordable housing project with developer West Hollywood Community Housing Corporation. Conduct community outreach and manage the negotiation and approvals process.

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.

Complete the five-year update to the City’s Hazard Mitigation Plan.3F §
Vision Statement #5: Beverly Hills is known internationally for its alluring and distinctive hotels, retail stores, restaurants, and entertainment and headquarter businesses.  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).

Department Personnel
FY 2022-23
Adopted
FY 2023-24
Adopted
FY 2024-25
Proposed
Variance
from PY
Total Full-Time Positions* 23 24 23 (1)
Total Part-Time (FTE)* 0.55 0.55 0.93 0.38
*The net decrease of one full-time position is attributable to the transfer of an Executive-level position from Policy and Management to Community Services. The Deputy Director of Special Projects, Public Safety in Policy in Management was eliminated and replaced by a Deputy Director of Community Services in the Community Services Department. As part of the same cost neutral reorganization, the Principal Performance Auditor and the Communications and Marketing Assistant were eliminated and replaced by a Public Information Coordinator and a Senior Management Analyst; the resulting balance funded an increase of 0.38 part-time FTEs. symbol indicates a work plan that supports the City’s sustainability initiatives.

CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2024-25
POLICY AND MANAGEMENT 74
NOTE: For all years presented on the prior page, part-time FTEs have been adjusted to reflect a methodology change where funding for interns, previously reported only in dollar value, are now included in the part-time FTE count. The reorganizations and the conversion of intern funding to part-time FTEs were effectuated at no additional cost to the City.

Full-Time Positions FY 2022-23
Adopted
FY 2023-24
Adopted
FY 2024-25
Proposed
Variance
from PY
Assistant City Manager 1 1 1 0
Assistant to the City Manager 1 1 1 0
Chief Communications Officer 1 0 0 0
City Manager 1 1 1 0
City Treasurer 1 1 1 0
Communications and Marketing Assistant 0 1 0 (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 1 0 (1)
Executive Assistant 1 1 1 0
Executive Assistant to the City Council 1 1 1 0
Management Analyst 2 1 1 0
Management Assistant 1 1 1 0
Marketing and Economic Sustainability
Manager
1 1 1 0
Municipal Affairs Program Manager 0 1 1 0
Office Manager 1 1 1 0
Policy and Management Analyst 2 0 0 0
Principal Performance Auditor 1 1 0 (1)
Public Information Coordinator 1 0 1 1
Public Information Manager 0 1 1 0
Real Property Development Manager 0 1 1 0
Senior Management Analyst 0 0 1 1
CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2024-25
POLICY AND MANAGEMENT 75
Full-Time Positions (Continued) FY 2022-23
Adopted
FY 2023-24
Adopted
FY 2024-25
Proposed
Variance
from PY
Senior Policy and Management
Administrator, Public Safety 0 1 1 0
Total 23 24 23 (1)
Department Budget
Expenditures by Category
FY 2022-23
Actual
FY 2023-24
Adopted
FY 2024-25
Proposed
Percent
Change
Salaries and Benefits [C] 4,579,892 4,848,154 5,168,137 6.6% Materials and Supplies 84,758 91,542 91,542 0.0%
Contractual Services 9,554,687 12,251,062 12,344,797 0.8% Capital Outlay [D] 64,475 873 32921.1% 288,274
Internal Service Fund Charges [E] 3,625,664 4,379,592 3,783,977 -13.6% Other Charges 210,761 96,357 94,338 -2.1%
Total Expenditures 18,120,237 $ $ 21,667,580 $ 21,771,065 0.5% [A] Decrease to align with funding needs (decrease in PAL Fund budgeted expenditures, net of projected revenues). [B] Increase in projection of reimbursements from Metro based on current project status. [C] MOU increases, employment contract increases, and higher allocation of compensated absences. [D] Increase based on scheduled replacement of equipment. [E] Changes in ISF charges result from updated allocation methodologies and increasing costs. Decrease predominantly in allocation of IT and liability ISF charges.

Revenue by Category
FY 2022-23
Actual
FY 2023-24
Adopted
FY 2024-25
Proposed
Percent
Change
Use of Money and Property 115,302 20,000 20,000 0.0%
Internal Service Fund Receipts [A] 9,557,656 11,548,948 10,518,417 -8.9% Miscellaneous Revenue [B] 1,447,378 1,100,000 1,900,000 72.7% Total Revenue 11,120,336 $ 12,668,948 $ 12,438,417 $ -1.8% Revenue by Category
FY 2022-23
Actual
FY 2023-24
Adopted
FY 2024-25
Proposed
Percent
Change
Use of Money and Property 115,302 20,000 20,000 0.0%
Internal Service Fund Receipts [A] 9,557,656 11,548,948 10,518,417 -8.9% Miscellaneous Revenue [B] 1,447,378 1,100,000 1,900,000 72.7% Total Revenue 11,120,336 $ 12,668,948 $ 12,438,417 $ -1.8% CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2024-25
76 CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2024-25
CITY ATTORNEY 77
City Attorney
Proposed Budget
CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2024-25
CITY ATTORNEY 78
Department Organizational Chart
CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2024-25
CITY ATTORNEY 79
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 2022-23
Adopted
FY 2023-24
Adopted
FY 2024-25
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 2024-25
CITY ATTORNEY 80
Department Budget
Revenue by Category
FY 2022-23
Actual
FY 2023-24
Adopted
FY 2024-25
Proposed
Percent
Change
Internal Service Fund Receipts [A] 4,311,324 3,677,101 4,044,964 10.0% Total Revenue 4,311,324 $ 3,677,101 $ 4,044,964 $ 10.0% Expenditures by Category
FY 2022-23
Actual
FY 2023-24
Adopted
FY 2024-25
Proposed
Percent
Change
Materials and Supplies 22,766 17,500 17,500 0.0%
Contractual Services [B] 3,724,147 3,607,350 4,007,350 11.1% Capital Outlay [C] 20,496 - -100.0% -
Internal Service Fund Charges [D] 26,651 36,696 -87.6% 4,555 Other Charges 9,660 11,000 11,000 0.0%
Total Expenditures 3,783,224 $ $ 3,693,042 $ 4,040,405 9.4% [A] Increase to align with funding needs.
[B] Increase for budget enhancement request and reallocation from Policy and Management. [C] Adjusted based on scheduled replacement of equipment. [D] Changes in ISF charges result from updated allocation methodologies and increasing costs. Decrease predominantly in allocation of IT ISF charges.

CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2024-25
CITY CLERK 81
City Clerk
Proposed Budget
CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2024-25
CITY CLERK 82
Department Organizational Chart
CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2024-25
CITY CLERK 83
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 2022-23
Adopted
FY 2023-24
Adopted
FY 2024-25
Proposed
Variance
from PY
Total Full-Time Positions* 5 5 8 3
Total Part-Time (FTE)* 0.00 0.00 0.50 0.50
*In January 2024, City Council approved the addition of three full-time positions, the upgrade of a City Clerk Assistant to an Executive Assistant, and the addition of 0.50 part-time FTEs to the City Clerk’s Office following an organizational assessment of the Department’s operations.

Full-Time Positions FY 2022-23
Adopted
FY 2023-24
Adopted
FY 2024-25
Proposed
Variance
from PY
Assistant City Clerk/Records Management
Director
0 0 1 1
City Clerk 1 1 1 0
City Clerk Assistant 1 1 0 (1)
City Clerk Specialist 0 0 1 1
Deputy City Clerk 1 1 1 0
Executive Assistant 0 0 1 1
Management Analyst 1 1 1 0
Public Records Coordinator 0 0 1 1
Records and Archives Manager 1 1 1 0
Total 5 5 8 3
CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2024-25
CITY CLERK 84
Department Budget
Revenue by Category
FY 2022-23
Actual
FY 2023-24
Adopted
FY 2024-25
Proposed
Percent
Change
Internal Service Fund Receipts [A] 2,461,611 2,250,089 2,985,707 32.7% Miscellaneous Revenue 149 - 0.0% 100
Total Revenue 2,461,760 $ $ 2,250,089 $ 2,985,807 32.7% Expenditures by Category
FY 2022-23
Actual
FY 2023-24
Adopted
FY 2024-25
Proposed
Percent
Change
Salaries and Benefits [B] 889,153 1,126,770 1,689,711 50.0% Materials and Supplies 10,120 14,268 14,268 0.0%
Contractual Services 1,065,934 256,488 258,040 0.6%
Capital Outlay [C] 4,153 - -33.3% 2,769
Internal Service Fund Charges [D] 914,110 813,242 985,067 21.1% Other Charges 26,499 27,852 -0.1% 27,815
Total Expenditures 2,905,816 $ $ 2,242,773 $ 2,977,670 32.8% [A] Increase to align with funding needs.
[B] MOU increases, employment contract increases, and addition of three and a half FTEs. [C] Decrease based on scheduled replacement of equipment. [D] Changes in ISF charges result from updated allocation methodologies and increasing costs.

CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2024-25
FINANCE 85
Finance
Proposed Budget
CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2024-25
FINANCE 86
Department Organizational Chart
CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2024-25
FINANCE 87
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.  Upgrade City ERP system (Tyler Munis) to the latest version providing additional software capabilities.
 Develop an online database of Citywide fees and update with current and historical data.  Integrate Paymentus payment portal into WaterSmart platform.  Implement an online payment platform for general billing and miscellaneous cash receipts payments.
 Implement improved policies and procedures for Purchase Card Industry (PCI) Data Security Standards and reduce scope of PCI compliance Citywide through adoption of new cashiering platforms and online payment solutions.
 Re-examine Council-approved amortization acceleration strategy for paying down the City’s unfunded pension liability.
 Assume responsibility for the Community Charitable Foundation Committee and associated meetings and reporting.
 Implement Governmental Accounting Standards Board Statements (GASB) No. 99-101 for accounting changes, error corrections, and compensated absences.  Implement DebtBook software for tracking bond principal and interest payments and GASB 87 lease information.
 Continue testing and implementation of Munis Bank Reconciliation Manager module.  Implement Munis Grant Manager module.
 Investigate implications of upgrading the City’s financial/enterprise resource planning (ERP) software, Tyler Munis, to an online software as a service (Saas) model.  Prepare for a Citywide fee study to achieve full cost recovery of City services.

CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2024-25
FINANCE 88
Department Personnel
FY 2022-23
Adopted
FY 2023-24
Adopted
FY 2024-25
Proposed
Variance
from PY
Total Full-Time Positions* 36 37 37 0
Total Part-Time (FTE)* 1.77 1.01 0.57 (0.44)
*One Account Specialist was converted to a Customer Services Supervisor in a cost neutral reorganization by way of an offsetting reduction of 0.44 part-time FTEs.

NOTE: For all years presented above, part-time FTEs have been adjusted to reflect a methodology change where funding for interns, previously reported only in dollar value, are now included in the part-time FTE count. The reorganization and the conversion of intern funding to part-time FTEs were effectuated at no additional cost to the City.

Full-Time Positions FY 2022-23
Adopted
FY 2023-24
Adopted
FY 2024-25
Proposed
Variance
from PY
Account Clerk I 1 0 0 0
Account Clerk II 0 1 1 0
Account Specialist 6 5 4 (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 2 2 0
Budget Manager 1 1 1 0
Customer Services Supervisor 0 0 1 1
Director of Finance 1 1 1 0
Executive Assistant 1 1 1 0
Payroll Program Manager 0 1 1 0
Planning and Research Analyst 1 1 1 0
Principal Accountant 3 3 3 0
Purchasing Analyst 2 2 2 0
CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2024-25
FINANCE 89
Full-Time Positions (Continued) FY 2022-23
Adopted
FY 2023-24
Adopted
FY 2024-25
Proposed
Variance
from PY
Purchasing Services Manager 1 1 1 0
Revenue Operations Investigator 1 1 1 0
Revenue Services Manager 1 1 1 0
Senior Account Specialist 0 1 1 0
Senior Accounting Technician 1 1 1 0
Senior Customer Service Representative 1 0 0 0
Senior Financial Systems Analyst 1 1 1 0
Senior Management Analyst 3 3 3 0
Total 36 37 37 0

CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2024-25
FINANCE 90
Department Budget
Revenue by Category
FY 2022-23
Actual
FY 2023-24
Adopted
FY 2024-25
Proposed
Percent
Change
Licenses and Permits [A] 87,275 85,000 -5.9% 80,000
Service Fees and Charges 40,062 40,000 40,000 0.0%
Internal Service Fund Receipts 9,587,164 9,349,534 9,423,031 0.8% Miscellaneous Revenue [B] 13,992 5,000 100.0% 10,000
Total Revenue 9,728,493 $ $ 9,479,534 $ 9,553,031 0.8%
Expenditures by Category
FY 2022-23
Actual
FY 2023-24
Adopted
FY 2024-25
Proposed
Percent
Change
Salaries and Benefits [C] 6,231,342 6,826,974 7,205,308 5.5% Materials and Supplies [D] 16,813 16,950 13,950 -17.7%
Contractual Services 1,427,876 1,217,514 1,227,066 0.8% Internal Service Fund Charges 3,277,292 3,421,977 3,385,594 -1.1% Other Charges [E] 837,675 751,144 816,508 8.7%
Total Expenditures 11,790,998 $ 12,234,559 $ 12,648,426 $ 3.4% [A] Slight reduction in projection for regulatory permit revenue. [B] Slight increase in rebates.
[C] MOU increases and employment contract increases.
[D] Reallocation to Contractual Services budget.
[E] Rising credit card fees for revenue collection.

CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2024-25
HUMAN RESOURCES 91
Human Resources
Proposed Budget
CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2024-25
HUMAN RESOURCES 92
Department Organizational Chart
CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2024-25
HUMAN RESOURCES 93
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 employee labor associations and City departments to support effective management of labor agreements.
 Negotiate new labor agreements with the City’s three sworn employee associations.  Continue to expand the Learning and Development program for all levels of the organization.  Continue the implementation of a new employee performance management platform.  Implementation of new technologies for improved operational efficiency.

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 2024-25
HUMAN RESOURCES 94
Department Personnel

FY 2022-23
Adopted
FY 2023-24
Adopted
FY 2024-25
Proposed
Variance
from PY
Total Full-Time Positions 17 20 20 0
Total Part-Time (FTE)* 1.76 1.56 1.56 0.00
*For all years presented above, part-time FTEs have been adjusted to reflect a methodology change where funding for interns, previously reported only in dollar value, are now included in the part-time FTE count. The conversion of intern funding to part-time FTEs was effectuated at no additional cost to the City.

Full-Time Positions FY 2022-23
Adopted
FY 2023-24
Adopted
FY 2024-25
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) 3 5 5 0
Human Resources Associate I 2 2 2 0
Human Resources Associate II 3 4 4 0
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 1 1 1 0
Senior Management Analyst 1 1 1 0
Total 17 20 20 0
CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2024-25
HUMAN RESOURCES 95
Department Budget
Revenue by Category
FY 2022-23
Actual
FY 2023-24
Adopted
FY 2024-25
Proposed
Percent
Change
Internal Service Fund Receipts [A] 28,087,354 32,145,792 36,158,944 12.5% Miscellaneous Revenue 30 - 0.0% -
Total Revenue 28,087,384 $ 32,145,792 $ 36,158,944 $ 12.5% Expenditures by Category
FY 2022-23
Actual
FY 2023-24
Adopted
FY 2024-25
Proposed
Percent
Change
Salaries and Benefits [B] 3,234,145 3,931,644 4,168,908 6.0% Materials and Supplies [C] 113,351 65,120 120.2% 143,420 Contractual Services 3,925,823 3,131,386 3,054,879 -2.4% Capital Outlay 19,346 60,577 -1.0% 60,000
Internal Service Fund Charges [D] 2,465,570 2,017,134 2,124,283 5.3% Other Charges [E] 20,037,326 21,982,871 24,668,818 12.2% Total Expenditures 29,795,561 $ 31,188,732 $ 34,220,308 $ 9.7% [A] Increase to align with funding needs (increase in budgeted expenditures, net of projected revenues). [B] MOU increases and employment contract increases.
[C] Reallocation from Contractual Services budget.
[D] Changes in ISF charges result from updated allocation methodologies and increasing costs. [E] Increase in insurance premiums, claims, and utilities.

CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2024-25
96 CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2024-25
POLICE DEPARTMENT 97
Police Department
Proposed Budget
CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2024-25
POLICE DEPARTMENT 98
Department Organizational Chart
CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2024-25
POLICE DEPARTMENT 99
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.  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 deploy Office of Traffic Safety (OTS) grant funding towards traffic safety measures.  Accept the FY 2023-24 Bulletproof Vest Partnership (BVP) grant.  Fill vacant public safety positions.
 Continue the partnership with the Department of Mental Health implementing alternate means to policing in sensitive areas (i.e., mental health, homelessness).  Stay contemporary with current and proposed legislative changes on police reform.  Continue expanding and enhancing the City’s License Plate Reader (LPR) system.  Continue to expand the City’s Closed Circuit Television (CCTV) camera network.  Expand the analytical capabilities of the City’s CCTV camera system to assist law enforcement with crime prevention and crime detection.
 Implement 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 communications dispatcher).
 Work in partnership with Project Administration to complete necessary capital improvement projects to improve the functionality and security of the police station.  Finalize the implementation of the residential parking digital management solution.  Ensure the timely processing of Concealed Carry Weapon (CCW) licenses.  Complete all legally mandated training and provide professional development opportunities for police employees.
 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).  Continue implementing the Organized Retail Theft Prevention grant.

CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2024-25
POLICE DEPARTMENT 100
Department Personnel
FY 2022-23
Adopted
FY 2023-24
Adopted
FY 2024-25
Proposed
Variance
from PY
Total Full-Time Positions* 248 249 258 9
Total Part-Time (FTE)* 7.25 7.25 7.25 0.00
*The increase of nine full-time positions is attributable to enhancement requests for the addition of eight Police Officers (including two Detectives) and one Police Sergeant. One Detective is a fully grant funded three-year limited term position.

NOTE: For all years presented above, part-time FTEs have been adjusted to reflect a methodology change where funding for interns, previously reported only in dollar value, are now included in the part-time FTE count. The conversion of intern funding to part-time FTEs was effectuated at no additional cost to the City.

Full-Time Positions FY 2022-23
Adopted
FY 2023-24
Adopted
FY 2024-25
Proposed
Variance
from PY
Administrative Assistant 1 1 1 0
Administrative Assistant Safety Support 1 1 1 0
Assistant Division Commander 0 1 1 0
Chief of Police 1 1 1 0
Civilian Investigator 2 2 2 0
Civilian Rangemaster 1 1 1 0
Communications Dispatcher 15 15 15 0
Communications Supervisor 4 4 4 0
Communications Systems Technician 1 1 1 0
Crime Analyst 2 0 0 0
Crime and Intelligence Analyst 0 2 2 0
Deputy Director of Police Special Projects 1 0 0 0
Executive Assistant 1 1 1 0
Jail Supervisor 1 1 1 0
Management Assistant 1 1 1 0
Parking Enforcement Dispatcher 1 2 2 0
Police Captain 3 3 3 0
Police Digital Media Technician 2 2 2 0
CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2024-25
POLICE DEPARTMENT 101
Full-Time Positions (Continued) FY 2022-23
Adopted
FY 2023-24
Adopted
FY 2024-25
Proposed
Variance
from PY
Police Lieutenant 9 9 9 0
Police Officer (includes one three-year
limited term position) 106 106 114 8
Police Records Manager 1 1 1 0
Police Sergeant 26 26 27 1
Police Services Assistant 1 1 1 0
Police Services Specialist 3 3 3 0
Property and Crime Lab Manager 1 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 1 1 1 0
Senior Police Administrator 1 0 0 0
Senior Police Services Specialist 1 1 1 0
Senior Records Specialist 7 7 7 0
Supervising Crime and Intelligence Analyst 0 1 1 0
Traffic Control Officer (includes four
limited term positions for the duration of
the Metro project)
42 42 42 0
Total 248 249 258 9
CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2024-25
POLICE DEPARTMENT 102
Department Budget
Revenue by Category
FY 2022-23
Actual
FY 2023-24
Adopted
FY 2024-25
Proposed
Percent
Change
Intergovernmental Revenue [A] 504,831 200,000 230,000 15.0% Licenses and Permits [B] 753,962 721,120 778,500 8.0%
Fines and Penalties [C] 6,743,725 5,765,000 6,095,000 5.7% Use of Money and Property [D] 757 10,800 10,000 -7.4%
Service Fees and Charges 1,054,973 719,300 738,700 2.7% Internal Service Fund Receipts 890,370 784,935 747,858 -4.7% Miscellaneous Revenue [E] 383,730 234,550 16,550 -92.9% Total Revenue 10,332,348 $ 8,435,705 $ 8,616,608 $ 2.1% Expenditures by Category
FY 2022-23
Actual
FY 2023-24
Adopted
FY 2024-25
Proposed
Percent
Change
Salaries and Benefits [F] 65,506,809 65,098,352 69,526,707 6.8% Materials and Supplies 475,785 539,605 559,345 3.7%
Contractual Services 11,219,514 12,079,420 12,309,420 1.9% Capital Outlay [G] 453,238 845,892 787,677 -6.9%
Internal Service Fund Charges 26,990,980 31,137,169 30,467,188 -2.2% Other Charges [H] 2,997,720 483,735 -16.7% 403,130
Total Expenditures 107,644,046 $ 110,184,173 $ 114,053,467 $ 3.5% [A] Increased projection of SLESF-COPS grant allocation. [B] Increase predominantly in projection of valet parking permit revenue. [C] Increase in estimated net revenue from ordinance and code violations. [D] Decrease in inmate welfare receipts.
[E] Suspension of participation in the Taskforce for Regional Auto Theft Prevention (TRAP) program. [F] MOU contract increases, employment contract increases, and addition of nine positions. [G] Decrease based on scheduled replacement of equipment. [H] Decreased allocation of utilities.

CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2024-25
FIRE DEPARTMENT 103
Fire Department
Proposed Budget
CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2024-25
FIRE DEPARTMENT 104
Department Organizational Chart
Fire Department
Operations
B‐Shift
C‐Shift
A‐Shift
Safety/Training
Fire
Administration
Communications and
Technology
Health and Safety Commission
Emergency
Medical Services
Community
Risk Reduction/
Community Programs
Human Services
CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2024-25
FIRE DEPARTMENT 105
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 cutting-edge 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 comprehensive public educational services, the Department aims 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.  Institute the Paramedic Subscription pilot program.
 Promote diversity hiring and attract, develop, and retain a workforce than can ensure world-class services are provided to our community.
 Optimize internal communications to enhance daily operations of the Fire Department.  Develop a data mechanism for identifying and targeting specific behaviors and audiences in relation to demographics, incidents, and public education counts.  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 recruitment process for eight new entry-level firefighters with paramedic license, along with coordinating background investigations, medical, and behavioral screening.  Train and complete probationary period for eight firefighters.

Work with the Planning division to develop a system to track and implement the requirements of the Fuel Modification Ordinance.
 Develop a system to track and enforce codes related to medical gas in multi-unit occupancies.  Provide a seamless transition for the Human Services division from Community Services to the Fire Department.4F
**
symbol indicates a work plan that supports the City’s sustainability initiatives.

CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2024-25
FIRE DEPARTMENT 106
Department Personnel
FY 2022-23
Adopted
FY 2023-24
Adopted
FY 2024-25
Proposed
Variance
from PY
Total Full-Time Positions* 96 96 99 3
Total Part-Time (FTE)* 2.34 2.34 3.22 0.88
*The increase of three full-time positions is attributable to the transfer of the Human Services division from Community Services to the Fire Department. Additionally, two Fire Battalion Chief 80 positions were converted to Assistant Fire Chiefs and one 50% Metro-funded Fire Captain 80 was replaced by a Fire Inspector. The increase of

0.88 part-time FTEs is attributable to an enhancement request for the addition of a Program Operations Specialist.

Full-Time Positions FY 2022-23
Adopted
FY 2023-24
Adopted
FY 2024-25
Proposed
Variance
from PY
Administrative Assistant Safety Support 2 2 2 0
Assistant Fire Chief 0 0 2 2
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 0 (2)
Fire Captain 112 15 15 15 0
Fire Captain 80 1 1 0 (1)
Fire Chief 1 1 1 0
Fire Engineer 112 18 18 18 0
Fire Inspector 2 2 3 1
Firefighter 112 44 44 44 0
Firefighter 80 2 2 2 0
Human Services Administrator 0 0 1 1
Human Services Outreach Manager 0 0 1 1
Human Services Specialist 0 0 1 1
CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2024-25
FIRE DEPARTMENT 107
Full-Time Positions (Continued) FY 2022-23
Adopted
FY 2023-24
Adopted
FY 2024-25
Proposed
Variance
from PY
Plan Check Inspector 1 1 1 0
Total 96 96 99 3
Department Budget
Revenue by Category
FY 2022-23
Actual
FY 2023-24
Adopted
FY 2024-25
Proposed
Percent
Change
Intergovernmental Revenue [A] 586,471 50,000 100,000 100.0% Service Fees and Charges [B] 4,163,400 3,690,000 4,317,000 17.0% Internal Service Fund Receipts [C] 975,482 727,428 634,415 -12.8% Miscellaneous Revenue 183,688 - 1,000 0.0%
Total Revenue 5,909,041 $ 4,467,428 $ 5,052,415 $ 13.1% Expenditures by Category
FY 2022-23
Actual
FY 2023-24
Adopted
FY 2024-25
Proposed
Percent
Change
Salaries and Benefits 35,362,046 38,321,815 38,668,465 0.9% Materials and Supplies 692,202 454,588 456,238 0.4%
Contractual Services [D] 1,267,892 1,809,066 5,809,120 221.1% Capital Outlay [E] 228,913 1,120,372 -68.0% 359,015
Internal Service Fund Charges [F] 11,230,363 11,183,255 14,585,105 30.4% Other Charges 1,309,502 270,513 266,831 -1.4%
Total Expenditures 50,090,918 $ 53,159,609 $ 60,144,774 $ 13.1% [A] Increased projection for strike team and mutual aid reimbursements. [B] Higher revenue projection for ambulance services, inspections, and special event revenue. [C] Decrease in scheduled funding needed for future equipment replacement. [D] Increase for budget enhancement requests ($2.0 million) and transfer of Human Services division budget ($2.0 million) to the Fire Department from Community Services. [E] Decrease based on scheduled replacement of equipment. [F] Changes in ISF charges result from updated allocation methodologies and increasing costs.

CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2024-25
108
CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2024-25
COMMUNITY DEVELOPMENT 109
Community Development
Proposed Budget
CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2024-25
COMMUNITY DEVELOPMENT 110
Department Organizational Chart
Community
Development
Department
Planning Development
Services
Community
Preservation
Current Planning
Long‐Range
Planning
Code
Enforcement Plan Review
PermitIssuance
Inspections
Urban Design and
Historic
Preservation
Animal Services
Community
Filming and
Event Permits
Rent
Stabilization
Tenant Landlord
Matters
Filming and
Special Events
Permits
Community
Outreach for City
Events
Rental Unit
Registration
Administration
Special Projects
Budget and
Contract
Administration
Major Projects
Habitability
Enforcement
Commission
Support
Records
Management
Online Services
CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2024-25
COMMUNITY DEVELOPMENT 111
Department Mission
The Community Development Department guides the planning, development, and preservation 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.  Housing Element. Work on implementation of the goals, policies, programs, and quantitative objectives of the City’s 2021-2029 Housing Element. Specific implementation actions and programs will be completed in the 2024-2025 fiscal year.
 Historic Surveys. Complete the survey of multi-family properties. Begin work on the next phases of the survey, which includes single-family areas and commercial areas of the City.  Permanent Open Air Dining Program. Complete transition of the temporary OpenBH outdoor dining approvals to the City’s new permanent Open Air Dining program.  Major Projects. Perform plan check and permitting issuance on multiple phases of the One Beverly Hills (OneBH) project.
 Affordable Housing. Continue the placement of qualified persons into City-administered housing units and administer the development process for additional affordable housing units.

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.  Proactive Inspection. Bring forward a proactive inspection process for rent stabilization units for City Council consideration.
 Seismic Retrofit Pass-Through and Subsidy. Bring forward for City Council consideration a subsidy program for tenants in rent stabilized units whose landlords have completed the mandatory seismic retrofit and pass-through of seismic retrofit costs.
 Filming and Photography Ordinance. Bring forward for City Council consideration the 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.

Vision Statement #4: Beverly Hills is committed to being the safest city in America.  Seismic Retrofit Program. Continue to review plans, 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 2024-25
COMMUNITY DEVELOPMENT 112
Department Personnel

FY 2022-23
Adopted
FY 2023-24
Adopted
FY 2024-25
Proposed
Variance
from PY
Total Full-Time Positions* 70 73 72 (1)
Total Part-Time (FTE)* 2.83 0.76 0.76 0.00
*The net decrease of one full-time position is attributable to the transfer of a Senior Plan Review Engineer in Community Development to an Associate Project Manager in Public Works (no cost difference). A Code Enforcement Officer was upgraded to a Senior Code Enforcement Officer, with an offsetting downgrade of two vacant Development Services Technician II positions to two Customer Service Representatives. The City Planner was retitled to Assistant Director of Community Development/City Planner as part of an amendment to the Executive Employee Compensation Plan. Additionally, the upgrade of a Development Services Technician II to a Senior Plan Review Engineer (no change in full-time positions) is attributable to an enhancement request.

NOTE: For all years presented above, part-time FTEs have been adjusted to reflect a methodology change where funding for interns, previously reported only in dollar value, are now included in the part-time FTE count. The reorganizations and the conversion of intern funding to part-time FTEs were effectuated at no additional cost to the City.

Full-Time Positions FY 2022-23
Adopted
FY 2023-24
Adopted
FY 2024-25
Proposed
Variance
from PY
Administrative Assistant 2 1 1 0
Assistant Director of Community
Development/Building Official 1 1 1 0
Assistant Director of Community
Development/City Planner 0 0 1 1
Assistant Planner 1 1 1 0
Associate Planner 8 8 8 0
Associate Project Manager 1 1 1 0
Building Inspection Manager 1 1 1 0
Building Inspector II 4 4 4 0
City Planner 1 1 0 (1)
Civil Engineer 1 1 1 0
Code Enforcement Manager 1 1 1 0
Code Enforcement Officer 6 6 5 (1)
Community Development Commission
Specialist 1 1 1 0
CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2024-25
COMMUNITY DEVELOPMENT 113
Full-Time Positions (Continued) FY 2022-23
Adopted
FY 2023-24
Adopted
FY 2024-25
Proposed
Variance
from PY
Customer Service Representative 5 6 8 2
Deputy Building Official 0 1 1 0
Deputy Director of Rent Stabilization 1 1 1 0
Development Services Technician II 4 4 1 (3)
Director of Community Development 1 1 1 0
Executive Assistant 1 1 1 0
Management Analyst 3 4 4 0
Management Assistant 1 1 1 0
Permit Center Supervisor 1 1 1 0
Principal Planner 3 3 3 0
Project Manager 1 1 1 0
Project Staff Assistant 1 2 2 0
Senior Building Inspector 6 6 6 0
Senior Code Enforcement Officer 1 1 2 1
Senior Management Analyst 2 2 2 0
Senior Plan Review Engineer 3 4 4 0
Senior Planner 4 4 4 0
Special Events and Filming Coordinator 1 1 1 0
Structural Engineer 1 0 0 0
Supervising Plan Review Engineer 1 1 1 0
Urban Designer 1 1 1 0
Total 70 73 72 (1)
CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2024-25
COMMUNITY DEVELOPMENT 114
Department Budget
Revenue by Category
FY 2022-23
Actual
FY 2023-24
Adopted
FY 2024-25
Proposed
Percent
Change
Licenses and Permits [A] 21,442,040 28,406,000 28,709,000 1.1% Fines and Penalties [B] 11,331 26,000 9,500 -63.5%
Use of Money and Property [C] 46,215 165,700 190,000 14.7% Service Fees and Charges [D] 2,947,468 2,131,050 2,272,000 6.6% Internal Service Fund Receipts 108,658 109,570 109,167 -0.4% Miscellaneous Revenue [E] 244,851 444,000 255,000 -42.6% Total Revenue 24,800,563 $ 31,282,320 $ 31,544,667 $ 0.8% Expenditures by Category
FY 2022-23
Actual
FY 2023-24
Adopted
FY 2024-25
Proposed
Percent
Change
Salaries and Benefits [F] 11,720,280 13,681,879 14,439,412 5.5% Materials and Supplies 85,408 80,900 81,110 0.3%
Contractual Services [G] 2,094,582 3,264,130 3,014,235 -7.7% Capital Outlay [H] 83,925 156,104 1,154 -99.3%
Internal Service Fund Charges [I] 6,897,213 7,548,155 8,571,745 13.6% Other Charges [J] 909,614 829,541 731,828 -11.8%
Total Expenditures 21,791,022 $ 25,560,709 $ 26,839,484 $ 5.0% [A] Includes $16.1 million in one-time major development revenue. [B] Decrease to conservative projection for ordinance violations to better align with recent activity. [C] Increase in projected open air dining revenue.
[D] Increase in projected plan maintenance and environmental assessment fees. [E] Decrease to conservative projection for recoverable staff time to better align with recent activity. [F] MOU increases and employment contract increases.
[G] Elimination of one-time prior year budget enhancements, partially offset by current year budget enhancement requests.
[H] Decrease based on scheduled replacement of equipment. [I] Changes in ISF charges result from updated allocation methodologies and increasing costs. [J] Decrease in estimate of credit card fees for revenue collection.

CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2024-25
INFORMATION TECHNOLOGY 115
Information Technology
Proposed Budget
CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2024-25
INFORMATION TECHNOLOGY 116
Department Organizational Chart
Graphics/
Reprographics
Information
Technology
Department
Video Services
Administration
Video Services
Production
Document and
Graphic Arts
Administration
Graphic Arts
Production
Document
Production
Information
Technology (IT)
Network and
Communications
Client Support
Software Solutions
Data Center
IT Administration
Video Services

CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2024-25
INFORMATION TECHNOLOGY 117
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.

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, Computer Aided Dispatch (CAD) systems, and other public safety systems.  Extend the City’s network reach to include new Wi-Fi locations, expanded and enhanced Municipal Area Network (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 2024-25
INFORMATION TECHNOLOGY 118
Department Personnel

FY 2022-23
Adopted
FY 2023-24
Adopted
FY 2024-25
Proposed
Variance
from PY
Total Full-Time Positions* 33 34 34 0
Total Part-Time (FTE)* 7.58 7.58 7.58 0.00
*In September 2023, City Council approved the reclassification of a Graphic Artist to a Graphic Designer and two Senior Graphic Artists to Senior Graphic Designers.

NOTE: For all years presented above, part-time FTEs have been adjusted to reflect a methodology change where funding for interns, previously reported only in dollar value, are now included in the part-time FTE count. The conversion of intern funding to part-time FTEs was effectuated at no additional cost to the City.

Full-Time Positions FY 2022-23
Adopted
FY 2023-24
Adopted
FY 2024-25
Proposed
Variance
from PY
Assistant Chief Information Officer 1 1 1 0
Chief Information Officer 1 1 1 0
Communications Specialist 1 2 2 0
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 0 (1)
Graphic Designer 0 0 1 1
Information Security Analyst 0 1 1 0
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 0 0 0
CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2024-25
INFORMATION TECHNOLOGY 119
Full-Time Positions (Continued) FY 2022-23
Adopted
FY 2023-24
Adopted
FY 2024-25
Proposed
Variance
from PY
Senior Graphic Artist 2 2 0 (2)
Senior Graphic Designer 0 0 2 2
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 1 1 1 0
Video Production Supervisor 1 1 1 0
Web Applications Integrator 1 0 0 0
Web Coordinator 1 1 1 0
Web Developer 0 1 1 0
Total 33 34 34 0
CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2024-25
INFORMATION TECHNOLOGY 120
Department Budget
Revenue by Category
FY 2022-23
Actual
FY 2023-24
Adopted
FY 2024-25
Proposed
Percent
Change
Licenses and Permits 9,378 - - 0.0%
Use of Money and Property [A] 367,449 711,502 626,617 -11.9% Service Fees and Charges [B] 88,043 118,500 100,000 -15.6% Internal Service Fund Receipts [C] 19,916,809 24,648,351 27,018,076 9.6% Total Revenue 20,381,679 $ 25,478,353 $ 27,744,693 $ 8.9% Expenditures by Category
FY 2022-23
Actual
FY 2023-24
Adopted
FY 2024-25
Proposed
Percent
Change
Salaries and Benefits [D] 6,644,269 7,192,356 7,636,862 6.2% Materials and Supplies 95,445 23,450 23,450 0.0%
Contractual Services [E] 4,399,101 4,714,277 5,223,711 10.8% Capital Outlay [F] 4,594 8,194 -71.1% 2,371
Internal Service Fund Charges [G] 2,831,698 2,808,410 3,223,594 14.8% Other Charges [H] 459,690 305,488 391,322 28.1%
Total Expenditures 14,434,797 $ 15,052,175 $ 16,501,310 $ 9.6% [A] Decrease in projection of cable TV franchise fees.
[B] Decrease in projection of Public, Educational, and Governmental (PEG) cable fee. [C] Increase to align with funding needs, predominantly for public safety-related technology costs, licensing and software maintenance costs.
[D] MOU increases and employment contract increases.
[E] Increase for budget enhancement request and recurring midyear appropriation for the BHUSD Joint Powers Agreement.
[F] Decrease based on scheduled replacement of equipment. [G] Changes in ISF charges result from updated allocation methodologies and increasing costs. [H] Increase in cost of utilities.

CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2024-25
PUBLIC WORKS 121
Public Works
Proposed Budget
CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2024-25
PUBLIC WORKS 122
Department Organizational Chart
CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2024-25
PUBLIC WORKS 123
Department Mission
To provide quality services for all who experience the world-class City of Beverly Hills.

Continue to implement projects identified in the Water Enterprise Plan (WEP): complete the La Brea Subarea Wells at Le Doux Road and Gregory Way; acquire and/or develop additional water properties; and expand the City's water portfolio by utilizing greywater, shallow groundwater, and stormwater resources.
 Continue the alley maintenance program to enhance the safety and appearance of City alleyways.  Continue to enhance the City's askBH 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.

Implement 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 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, Parking Services programs, Street Maintenance, Solid Waste, Environmental Maintenance, Facilities Services, and Customer Service. Support Park Operations, Urban Forestry, and the remainder of Public Works.
 Continue supporting the Real Time Watch Center with design of minor layout modifications to improve functionality of the space.
 Continue the Automated Meter Infrastructure (AMI) replacement project for the City.  Continue with capital improvement projects related to City facilities, parks, and tenant buildings.5F ††
symbol indicates a work plan that supports the City’s sustainability initiatives.

CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2024-25
PUBLIC WORKS 124
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 procure and maintain vehicles and equipment that support public safety efforts across the City.

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.  Support applicants of the Outdoor Dining Parklet Program utilizing the design and maintenance standards per the guidelines adopted by City Council as of December 2023.

Department Personnel

FY 2022-23
Adopted
FY 2023-24
Adopted
FY 2024-25
Proposed
Variance
from PY
Total Full-Time Positions* 214 220 222 2
Total Part-Time (FTE)* 58.16 57.75 57.75 0.00
*The net increase of two full-time positions is attributable to the transfer of a Senior Plan Review Engineer in Community Development to an Associate Project Manager in Public Works (no cost difference) and an enhancement request for a two-year limited term Water System Technician. After meet and confer with the Municipal Employees Association, the classification of the former Recycling Specialist (approved as an enhancement request in the FY 2023- 24 adopted budget) was approved by City Council as a Sustainability Program Analyst (no cost impact).

NOTE: For all years presented above, part-time FTEs have been adjusted to reflect a methodology change where funding for interns, previously reported only in dollar value, are now included in the part-time FTE count. The conversion of intern funding to part-time FTEs was effectuated at no additional cost to the City.

CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2024-25
PUBLIC WORKS 125
Full-Time Positions FY 2022-23
Adopted
FY 2023-24
Adopted
FY 2024-25
Proposed
Variance
from PY
Accounting Technician 1 1 1 0
Assistant Director of Public Works/City
Engineer
1 1 1 0
Associate Project Manager 5 2 3 1
Building Maintenance Attendant 2 2 2 0
Central Storeroom Supervisor 1 1 1 0
Central Stores Clerk 0 1 1 0
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 Support Specialist 2 2 2 0
Customer Relations Coordinator 2 2 2 0
Customer Relations Manager 1 1 1 0
Customer Service and Solid Waste Specialist 1 1 1 0
Customer Service Representative 7 8 8 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
Electrician 3 3 3 0
Engineering Services Manager 1 1 1 0
Environmental Compliance and
Sustainability Programs Manager 1 1 1 0
Environmental Compliance Inspector 2 2 2 0
Environmental Maintenance Worker 5 5 5 0
Equipment Mechanic II 5 7 7 0
CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2024-25
PUBLIC WORKS 126
Full-Time Positions (Continued) FY 2022-23
Adopted
FY 2023-24
Adopted
FY 2024-25
Proposed
Variance
from PY
Executive Assistant 2 2 2 0
Facilities Maintenance Mechanic 9 8 8 0
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 1 1 0
Lead Street Maintenance Technician 1 1 1 0
Management Analyst 1 0 0 0
Office Assistant 2 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 2 2 0
Parking Technician Supervisor 1 1 1 0
Parks Superintendent 1 1 1 0
Project Manager 6 8 8 0
Project Staff Assistant 1 0 0 0
Public Works Inspector I 1 1 1 0
Public Works Inspector II 6 6 6 0
Public Works Manager 1 1 1 0
Purchasing Specialist 1 1 1 0
Recycling Specialist 0 1 0 (1)
CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2024-25
PUBLIC WORKS 127
Full-Time Positions (Continued) FY 2022-23
Adopted
FY 2023-24
Adopted
FY 2024-25
Proposed
Variance
from PY
Senior Customer Service Representative 1 1 1 0
Senior Drainage System Worker 3 3 3 0
Senior Management Analyst 5 6 6 0
Senior Parking Services Technician 1 1 1 0
Senior Solid Waste Equipment Operator 2 1 1 0
Senior Street Sweeper Operator 1 1 1 0
Senior Traffic Signal and Street Lighting
Technician 0 1 1 0
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 15 15 0
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 1 1 1 0
Street Sweeper Operator 4 4 4 0
Supervising Public Works Inspector 1 1 1 0
Sustainability Program Administrator 0 1 1 0
Sustainability Program Analyst 0 0 1 1
Tenant Relations Coordinator 1 1 1 0
Traffic Engineer Technician 1 1 1 0
Traffic Signal and Street Lighting Supervisor 1 1 1 0
Traffic Signal and Street Lighting Technician 4 5 5 0
CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2024-25
PUBLIC WORKS 128
Full-Time Positions (Continued) FY 2022-23
Adopted
FY 2023-24
Adopted
FY 2024-25
Proposed
Variance
from PY
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 Locater Technician 1 1 1 0
Water Conservation Administrator 1 1 1 0
Water Quality Specialist 1 1 1 0
Water Resources and Operations Manager 1 1 1 0
Water Resources Engineer 0 1 1 0
Water System Inspector 1 1 1 0
Water System Supervisor 2 2 2 0
Water System Technician (includes one twoyear limited term position) 1 1 2 1 Water System Worker II 12 12 12 0
Water Treatment Plant Operator 8 8 8 0
Total 214 220 222 2

CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2024-25
PUBLIC WORKS 129
Department Budget
Revenue by Category
FY 2022-23
Actual
FY 2023-24
Adopted
FY 2024-25
Proposed
Percent
Change
Operating Revenue [A] 65,844,471 72,855,951 79,933,641 9.7% Intergovernmental Revenue 5,788,070 5,443,937 5,301,515 -2.6% Licenses and Permits [B] 196,748 717,500 769,000 7.2%
Fines and Penalties [C] 320,176 145,000 251,000 73.1%
Use of Money and Property [D] 4,129,101 5,873,504 4,843,731 -17.5% Service Fees and Charges 22,875,865 22,758,200 23,011,700 1.1% Internal Service Fund Receipts [E] 39,896,504 36,179,085 45,025,934 24.5% Miscellaneous Revenue [F] 8,784,943 5,908,365 437,365 -92.6% Total Revenue 147,835,878 $ 149,881,542 $ 159,573,886 $ 6.5% Expenditures by Category
FY 2022-23
Actual
FY 2023-24
Adopted
FY 2024-25
Proposed
Percent
Change
Salaries and Benefits [G] 35,740,610 39,404,396 42,446,287 7.7% Materials and Supplies 14,832,138 17,005,540 17,060,329 0.3% Contractual Services [H] 35,251,037 35,924,057 38,253,682 6.5% Capital Outlay [I] 338,081 758,177 234,960 -69.0%
Internal Service Fund Charges [J] 36,731,931 36,352,440 45,429,815 25.0% Other Charges [K] 6,960,292 5,559,841 6,893,636 24.0%
Total Expenditures 129,854,089 $ 135,004,451 $ 150,318,709 $ 11.3% [A] Increase predominantly due to the transfer of street parking meter revenue from the Parking Authority to the Parking Enterprise and the impact of full-year rate increases on solid waste revenue and half-year rate increases on water revenue.
[B] Reallocation of Class D permit revenue from Community Development. [C] Higher projection for penalties on delinquent utility billing accounts. [D] Reduction in lease revenue due to early termination of lease on office space. [E] Increase to align with funding needs, predominantly for capital projects at City facilities and other facilities maintenance operating costs.
[F] Provision for Metro reimbursement of contractual services incurred on the Purple Line Extension project was removed to match the recognition of the revenue with the timing of the appropriation of the associated engineering project management and compliance monitoring costs (occurs midyear). [G] MOU contract increases, employment contract increases, and addition of two positions and overtime enhancement request.

CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2024-25
PUBLIC WORKS 130
[H] Increase for budget enhancement requests and FY 2023-24 Council-approved midyear recurring appropriations for the operation of parking facilities.
[I] Decrease based on scheduled replacement of equipment. [J] Changes in ISF charges result from updated allocation methodologies and increasing costs. [K] Increase in utilities and interfund payment from Fleet Services for use of Water Fund property at the Public Works headquarters.

CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2024-25
COMMUNITY SERVICES 131
Community Services
Proposed Budget
CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2024-25
COMMUNITY SERVICES 132
Department Organizational Chart
Community Services
Department
Arts and Culture
Services
Administrative
Support
Recreation
Services
Library
Services
Adult and Senior
Services
Youth and Teen
Services
Arts amd Culture
Programs and Events
Collections
Film and Private
Events at Greystone
Technology
Services
Literacy Services
Circulation and
Passport Services
Friends ofthe BH
Public Library
Friends of
Greystone
Demonstration
Garden
Volunteer Program
Fine and Public
Art Program
Community
Charitable
Foundation
Greystone Programs
Adult and Senior
Programs
Beverly Hills Active
Adult Club
Early Education and
Youth Programs
Teen Programs
Adult Sports
Leagues
Youth Sports
Organizations
Tennis
Aquatics
BHUSD Liaison
(Joint Powers
Agreement/JPA)
Special Events
Farmers’
Market
Budget and
Accounting
Registration
Office
Publicity and
Marketing
Community
Development Block
Grant (CDBG)
Park Rangers
Ambassador
Program
Capital Improvement
Projects
CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2024-25
COMMUNITY SERVICES 133
Department Mission
To enrich life by providing exceptional community experiences.

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.

Explore options to increase and enhance the City’s green space and public facilities, including pocket parks, for recreational use and other opportunities.

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 direction 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.
 Continue expansion of cultural arts, which includes Citywide Arts and Culture programs, events, and services.
 Based on Council priorities, execute the upgrades to La Cienega Park playground and restrooms.  Standardize and update park signage throughout City parks.  Implement pickleball programs as a permanent ongoing Community Services Department program.
 Implement the action plan for the local history collection at the library based on recommendations from the evaluation of the collection.

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 Bibliocommons to best service customers and track inventory. 6F
‡‡
symbol indicates a work plan that supports the City’s sustainability initiatives.

CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2024-25
COMMUNITY SERVICES 134
Department Personnel
FY 2022-23
Adopted
FY 2023-24
Adopted
FY 2024-25
Proposed
Variance
from PY
Total Full-Time Positions* 68 68 67 (1)
Total Part-Time (FTE)* 95.95 98.95 103.88 4.93
*The net decrease of one full-time FTE is attributable to the transfer of three Human Services division positions from Community Services to the Fire Department. This was offset by the addition of two full-time positions as follows. The Deputy Director of Special Projects, Public Safety in Policy and Management was eliminated and replaced by a Deputy Director of Community Services in the Community Services Department. Additionally, 1.42 part-time FTEs were converted to one full-time Project Staff Assistant (no cost difference). In another cost neutral reorganization, the Market Manager and an Office Assistant were eliminated and replaced by a Recreation Coordinator and a Recreation Supervisor. In September 2023 and March 2024, City Council approved the reclassification of a Graphic Artist to a Graphic Designer and a Venue Coordinator to a Venue Supervisor – Historic Site. The addition of 6.35 net part-time FTEs are attributable to an enhancement request.

NOTE: For all years presented above, part-time FTEs have been adjusted to reflect a methodology change where funding for interns, previously reported only in dollar value, are now included in the part-time FTE count. The reorganizations and the conversion of intern funding to part-time FTEs were effectuated at no additional cost to the City.

Full-Time Positions FY 2022-23
Adopted
FY 2023-24
Adopted
FY 2024-25
Proposed
Variance
from PY
Arts and Culture Program Associate 1 1 1 0
Assistant Director of Community Services 1 1 1 0
Communications and Marketing
Coordinator 1 1 1 0
Community Services Manager 1 1 1 0
Customer Service Supervisor 1 1 1 0
Deputy Director of Community Services 0 0 1 1
Director of Community Services 1 1 1 0
Executive Assistant 1 1 1 0
Graphic Artist 1 1 0 (1)
Graphic Designer 0 0 1 1
Human Services Administrator 1 1 0 (1)
Human Services Outreach Manager 1 1 0 (1)
CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2024-25
COMMUNITY SERVICES 135
Full-Time Positions (Continued) FY 2022-23
Adopted
FY 2023-24
Adopted
FY 2024-25
Proposed
Variance
from PY
Human Services Specialist 1 1 0 (1)
Lead Park Ranger 5 5 5 0
Librarian II 8 8 8 0
Librarian III 2 2 2 0
Library Administrator 1 1 1 0
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 2 2 2 0
Management Assistant 1 1 1 0
Market Manager 1 1 0 (1)
Office Assistant 5 5 4 (1)
Park Ranger Supervisor 2 2 2 0
Project Staff Assistant 0 0 1 1
Recreation Coordinator 1 1 2 1
Recreation Services Manager 2 2 2 0
Recreation Supervisor 5 5 6 1
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 0 (1)
Venue Supervisor – Historic Site 0 0 1 1
Total 68 68 67 (1)

CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2024-25
COMMUNITY SERVICES 136
Department Budget
Revenue by Category
FY 2022-23
Actual
FY 2023-24
Adopted
FY 2024-25
Proposed
Percent
Change
Other Taxes 2,679,382 2,437,000 2,470,000 1.4%
Intergovernmental Revenue [A] 69,670 211,269 -25.5% 157,500 Licenses and Permits [B] 1,085,231 661,500 760,000 14.9% Use of Money and Property [C] 703,724 635,424 686,775 8.1% Service Fees and Charges [D] 4,789,804 3,656,700 4,540,605 24.2% Internal Service Fund Receipts [E] 214,507 248,364 294,024 18.4% Miscellaneous Revenue 37,213 1,000 - 0.0%
Total Revenue 9,579,531 $ $ 7,850,257 $ 8,909,904 13.5% Expenditures by Category
FY 2022-23
Actual
FY 2023-24
Adopted
FY 2024-25
Proposed
Percent
Change
Salaries and Benefits [F] 16,030,153 18,138,234 19,549,023 7.8% Materials and Supplies 872,121 871,835 874,785 0.3%
Contractual Services 17,305,325 17,406,052 17,892,667 2.8% Capital Outlay [G] 21,967 161,886 -93.5% 10,580
Internal Service Fund Charges [H] 13,525,101 15,264,060 16,930,814 10.9% Other Charges [I] 2,317,551 736,707 838,280 13.8%
Total Expenditures 50,072,218 $ 52,578,774 $ 56,096,149 $ 6.7% [A] Decrease in estimate of Community Development Block Grant (CDBG) allocation. [B] Increase in projected Greystone permit revenue and fine art in-lieu fee. [C] Increase predominantly for projection of farmers’ market concessions and Roxbury Community Center rentals. [D] Increased projections for tennis court fees (i.e. pickleball), higher enrollment in afterschool programs, expansion of the universal transitional kindergarten (TK) program, and other youth/recreational programming growth. [E] Increase in scheduled funding needed for future equipment replacement. [F] MOU contract increases, employment contract increases, and net increase in overall FTEs from enhancement request and reorganizations.
[G] Decrease based on scheduled replacement of equipment. [H] Changes in ISF charges result from updated allocation methodologies and increasing costs. [I] Increase in cost of utilities and rising credit card fees for revenue collection.

CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2024-25
NON-DEPARTMENTAL 137
Non-Departmental
Proposed Budget
CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2024-25
NON-DEPARTMENTAL 138
The Non-Departmental budget exists to capture budgeted revenue and expenditures which do not belong to any one department. This unit is used to provide for revenue such as investment portfolio earnings, public benefit contributions, and municipal surcharge revenue, and 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
FY 2022-23
Actual
FY 2023-24
Adopted
FY 2024-25
Proposed
Percent
Change
Property Tax 101,776,958 100,208,503 103,496,323 3.3%
Sales Tax 43,344,211 44,860,000 44,768,000 -0.2%
Transient Occupancy Tax 51,821,556 49,500,000 51,233,000 3.5% Business Tax [A] 58,100,628 58,000,000 62,600,000 7.9%
Other Taxes [B] 1,177,385 1,190,000 933,000 -21.6%
Intergovernmental Revenue 438,831 330,000 330,000 0.0%
Licenses and Permits 1,676 - - 0.0%
Fines and Penalties 25,602 - 40,000 0.0%
Use of Money and Property [C] 12,833,367 23,809,211 32,386,446 36.0% Service Fees and Charges 614 - 500 0.0%
Internal Service Fund Receipts [D] 9,578,298 10,336,359 7,941,062 -23.2% Miscellaneous Revenue [E] 4,168,597 12,465,000 14,803,000 18.8% Total Revenue 283,267,723 $ 300,699,073 $ 318,531,331 $ 5.9% Expenditures by Category
FY 2022-23
Actual
FY 2023-24
Adopted
FY 2024-25
Proposed
Percent
Change
Salaries and Benefits [F] 9,620,730 16,124,544 15,179,671 -5.9% Contractual Services 583,141 229,925 229,925 0.0%
Capital Outlay [G] - 1,000,000 - -100.0%
Other Charges [H] 18,531,500 18,253,181 20,492,920 12.3% Total Expenditures 28,735,371 $ 35,607,650 $ 35,902,516 $ 0.8% CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2024-25
NON-DEPARTMENTAL 139
[A] The projection for business tax increased based on the revenue growth realized during the most recent renewal season.
[B] Decreased due to lower projection of property transfer tax based on actual current year trends. [C] Increased due to higher projection for portfolio investment earnings based on market conditions and increase in lease revenue.
[D] Decreased to align with funding needs (higher investment revenue reduces the need for ISF receipts to cover costs). [E] Increased due to anticipated $2.5 million public benefit contribution from Rosewood Residences development project.
[F] Decreased estimate for compensated absences.
[G] Transfer to Other Charges.
[H] Transfer from Capital Outlay and increase in debt service and utility costs.

CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2024-25
140
CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2024-25
PARKING AUTHORITY 141
Parking Authority
Proposed Budget
CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2024-25
PARKING AUTHORITY 142
Parking Authority Personnel

FY 2022-23
Adopted
FY 2023-24
Adopted
FY 2024-25
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 2022-23
Actual
FY 2023-24
Adopted
FY 2024-25
Proposed
Percent
Change
Fines and Penalties 769 - 0.0% -
Use of Money and Property 14,200,240 17,943,123 18,318,257 2.1% Service Fees and Charges [A] 14,147,145 13,199,000 9,925,550 -24.8% Miscellaneous Revenue [B] 1,351,718 1,485,000 1,903,000 28.1% Total Revenue 29,699,872 $ 32,627,123 $ 30,146,807 $ -7.6% Expenditures by Category
FY 2022-23
Actual
FY 2023-24
Adopted
FY 2024-25
Proposed
Percent
Change
Materials and Supplies 1,926 5,000 -100.0% -
Contractual Services 22,354,100 22,354,100 22,354,100 0.0% Other Charges 5,078,423 5,124,312 5,123,812 0.0%
Total Expenditures 27,434,449 $ 27,483,412 $ 27,477,912 $ 0.0% [A] Decrease due to the transfer of street meter revenue from the Parking Authority to the Parking Enterprise, offset by higher projection for transient parking revenue.
[B] 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 2024-25
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Supplemental Information
Proposed Budget
CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2024-25
144

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Budget Enhancement Details
Proposed Budget
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IV. JUSTIFICATION (Continued)
The screening of visitors to City Hall and the security of City Hall is a priority of City Council. This has been expressed by the City Council at several meetings. The number of straight time hours listed has been calculated based on the number of days City Hall will be open in FY 2024-25, including recurring meeting dates for the City Council and City Commissions. It excludes known holidays that City Hall will not be open. There is some overtime allocated based on actual billing in FY 2023-24 and forecasted out for the fiscal year, as well as contingency funding, as noted above.

Fiscal Year
Estimated Hours
(all posts) Rate Cost
Straight Time 4956 55.00 $ 272,580 $
Overtime 428 69.50 $ 29,746 $
$ 302,326
$ 30,233
$ 332,559
Armed Security Guard
Subtotal
10% Contingency
Total Cost of Recurring Request
R 48000101 731230 CHD 332,559 $
FOR INTERNAL USE ONLY:

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IV. JUSTIFICATION (Continued)
A case management system would enhance the efficiency of the Department’s operation by providing a structured, centralized, and consistent process for handling employee relations issues, investigations, employee leaves, and case documentation leading to improved communication and proactive risk management. By consolidating these processes into a single cohesive system, our Human Resources team will experience improved workflow efficiency and eliminate the need to manage different systems and manual tracking, thereby reducing the risk of errors and duplication of work.

In addition to managing and tracking cases, a case management system provides robust reporting and analytics tools that would allow the Department to extract valuable insights from our employee and labor relations data. These insights can inform proactive strategies to address recurring issues and mitigate risks.

Human Resources does not take lightly a request for additional funds, and also recognizes that the complexity and constant evolution of employee and labor relations necessitates a shift from the inefficient methods of tracking and managing cases, highlighting a critical need for the implementation of a case management system.

R 48000403 731220 35,000 $
O 48000403 731220 6,000 $
FOR INTERNAL USE ONLY:

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JUSTIFICATION DETAIL
The addition of one patrol unit added to our current daily deployment on a 24/7 basis at the Metro Station 1 requires the addition of six Officer full-time equivalents (FTEs). This addresses the four shifts added to patrol deployment for 24/7 coverage, as well as ‘relief factors’ for continual staffing of a shift. Relief factors include necessary functions which occupy an Officer’s time and attention that are not related to in the field patrolling; examples include mandatory training, leave, injuries, and court appearances. The relief factors can also supplement portions of an Officer’s time associated with making arrests, transporting when detaining or arresting suspects, which also remove an Officer from active response and patrolling. A Sergeant position represents the front-line supervisor support for the additional Officers, the shift and in-field supervision associated with increased patrol support for this station. The Detective position will address the investigative and follow-up necessary for prosecuting suspects associated with incidents related to the Metro Station 1.

PCN 102010027 102015113 - 102015119
Grd P-46 P-39
Stp 2 2
GL 00102305 @ 100% 00102305 @ 100%
Hrs N/A N/A
FOR INTERNAL USE ONLY:

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IV. JUSTIFICATION (Continued)
When initially presented, the Department proposed operating the VPO program 16 hours per day. The approximate annual cost under this staffing model was $610,000, which was fully funded by the Council in 2021. The Department has since received Council direction to operate the VPO program 24 hours per day. This staffing change was made shortly after the implementation of the RTWC – adding one VPO during the overnight shift. During the FY 2023-24 budget process, the Department requested an additional $135,000 for the expanded hours; however, the additional funding was not requested as a recurring cost.

Since last year, the Department has again expanded the VPO program to operate two VPO’s 24-hours per day for the RTWC in addition to one full-time VPO assigned to support the Detective Bureau for investigative CCTV support. A recurring budget enhancement of $490,000 is requested to true-up the actual cost of the expanded VPO program and ensure the program is fully funded for this and subsequent years. A contingency is requested to allow for funding in the event of a rate change, as well as to allow for extra staffing during special events or heightened states of alert. If approved, the Department would have a total recurring budget of $1,100,000 for its VPOs.

Rate Hours Annual Cost

PATROL SERVICES
Patrol Detail 62.00 $ 12 hours/day 4,120,000 $
Supervisor 70.00 $ 12 hours/day 795,000 $
Patrol Vehicle 53.00 $ day rate 95,000 $
Private Security Patrol Costs (one-time request) 5,010,000 $

VIRTUAL PATROL OFFICERS
VPOs for RTWC (2) 51.00 $ 24 hours/day 892,500 $
VPO for Investigations (1) 51.00 $ 40 hours/week 107,500 $ Subtotal 1,000,000 $
10% Contingency 100,000 $
Recurring VPO Costs 1,100,000 $
Estimated Annual Cost 6,110,000 $
Less: Existing RWTC Recurring Funding (610,000) $
Total Funding Requested 5,500,000 $
R 00102301 731230 490,000 $
O 00102301 731230 5,010,000 $
FOR INTERNAL USE ONLY:

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IV. JUSTIFICATION (Continued)
The cost breakdown is shown below. Operating funds requested herein include only vehicle purchase costs; however, it should be noted that one-time upfitting costs and annual maintenance costs will also be incurred through Information Technology (IT) Fund and Vehicle Fund internal service fund charges for expenses paid from IT and Vehicle Equipment Replacement CIPs as estimated below.

O 00102301 741100 65,000 $
O 41001501 751200 43,650 $
O 49008501 750120 18,000 $
R 49008501 750120 15,000 $
FOR INTERNAL USE ONLY:

Vehicle Type Qty
Purchase
Cost
Funds
Requested
Upfitting
Costs
Annual
Maintenance
Total Cost
Black & White 1 65,000 $ $ 65,000 $ 15,000 61,650 $ 141,650 $ CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2024-25
BUDGET ENHANCEMENT DETAILS 159

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JUSTIFICATION DETAIL
At the conclusion of the grant and limited term position, the City will either seek additional grant funding, consider funding this position based on the performance and the value of this dedicated position during the grant period, or reduce the position through attrition.

PCN 102015112
Grd P-39
Stp 2
GL 19902105 @ 100%
Hrs N/A
FOR INTERNAL USE ONLY:

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JUSTIFICATION DETAIL
The Fire Department’s CRR division safeguards the community from fire and various hazards through programs providing adherence to fire regulations, public education, and hazard mitigation. Over the past few years, there has been an increase in demand from the community in all areas of CRR that stems from an increase in special events, additional vegetation inspection requests, and code additions. This includes medical gas inspections, fuel modification plan reviews, and an increase in large-scale development projects. Currently, the Fire Department has a total of three Fire Inspectors. However, overall workload is expected to increase as the Fire Code was recently updated to further mitigate fire risks, particularly in the Very High Fire Hazard Severity Zone (VHFHSZ).

The Beverly Hills Fire Department conducts field inspections on or after April 1st of every calendar year to all properties located in the VHFHSZ, located on the north end of the City. Clearances must be made to structures and removal of all dead, dry vegetation from property will be enforced.

Under California law, the Director of Forestry and Fire Protection was directed to evaluate all properties within the State and identify areas at greater risk for life loss and destruction of property due to fire. Statewide survey criterion was used to determine areas classified as a “Very High Fire Hazard Severity Zone.” Fuel, slope, weather, amount of vegetation, density of homes, roofing materials, and other fire related factors were considered. As a result of this evaluation, the area north of Sunset Boulevard in Beverly Hills is designated as a “Very High Fire Hazard Severity Zone.” The Program Operations Specialist, in support of the Fire Inspectors, will be responsible for the following:
• Conduct public education presentations to individual homeowners and large groups • Working with Graphics to update the annual Vegetation Management Program information brochure as well as all other literature related to Home Hardening, Be Ready Be Prepared, and other wildland related programs • Maintaining the Fire Department website to provide the most current information • Working with the Public Information Manager to ensure the information provided on City’s social media platforms are both timely and accurate
• Scheduling and promoting Wildfire Prevention Week
• Ordering Wildfire Prevention public education materials • Troubleshooting issues within our Streamline Inspection Program Additionally, the demand for special event permitting has steadily increased the past few years as concerns regarding COVID have subsided. The Fire Department has strived to consistently provide excellent customer service to permittees, ranging from businesses, community partners, and private events. While some permits are relatively basic approvals for events in regularly utilized spaces, many are quite complex and require an additional time investment by our Fire Inspectors.

These permits include:
• Complex public assembly layouts
• Challenging exiting situations
• Flame testing of drapery and other decorative materials • Scheduling the shutdown of fire alarm systems and staffing Fire Safety Officer positions for the use of hazers and special effects
• Generator inspections
• City-sponsored event permitting
• Pre-event walk throughs with event coordinators
Since the demand for service by our Inspectors is increasing, there is an opportunity to shift administrative responsibilities to the POS to assist with coordination of these programs. This would allow all of the Fire Inspectors to focus on inspections to meet the increasing demands of the community.

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IV. JUSTIFICATION (Continued)
In accordance with the City's financial policies and budget practices, funding for future costs identified in the Plan are hereby requested as part of the budget process. The full details of the Plan and associated costs can be found at the following link: https://beverlyhills.granicus.com/MetaViewer.php?view_id=49&clip_id=9659&meta_id=596716 R 00104301 731220 UNHS $ 76,780
R 00106801 731400 UNHS $ 13,356
R 00104301 731220 UNHS $ 121,194
O 00104301 731230 UNHS $ 530,000
FOR INTERNAL USE ONLY:

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JUSTIFICATION DETAIL
In 2021, as part of the City’s reorganization process that resulted from the COVID-19 pandemic, a variety of budget strategies were implemented to ensure that the City’s operations continued without impact to customer services. The Community Development Department had personnel reductions due to voluntary separations which impacted its Plan Review program. To mitigate the impact, the Department overfilled an existing vacant DST II position with a Senior Plan Review Engineer and assigned the position to the Plan Review program.

The Senior Plan Review Engineer position is required to address ongoing operational needs within the plan review team.

This Senior Plan Review Engineer position helps to streamline the review process and accommodates the demand for services in order to be able to meet targeted review turnaround times to ensure all projects are reviewed for compliance with building code requirements imposed by the State as well as local amendments. This includes updated review requirements for energy conservation, green building standards code, accessibility, fire code, etc. on projects such as accessory dwelling units, electric vehicle chargers, solar photovoltaic systems, restaurants, and the review of complex new development projects. Finally, this Senior Plan Review Engineer position has an essential role in the Development Services division to maintain the highest level of customer service provided as part of the plan review process for all private and public development in the City.

With the recruitments to fill the Supervising Plan Review Engineer and Deputy Building Official currently underway, the salary savings that has been used to fund this overfill will soon no longer be available. Therefore, the request is to upgrade the DST II to a Senior Plan Review Engineer as a permanent position.

JC/PCN 5015 90-5040-004
Grd M-61 G-62
Stp 2 2
GL 00104610 @ 100% 00104610 @ 100%
Hrs N/A N/A
FOR INTERNAL USE ONLY:

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IV. JUSTIFICATION (Continued)
The $200,000 amount for this one-time budget request was estimated based on the need to engage with consultants to provide professional services for:
(1) Professional services/consultant(s) to perform community outreach and obtain community feedback and consensus on the proposed study/plan; and
(2) Professional services/consultant(s) with expertise in the land use and community planning field to develop a study and/or specific plan that will incorporate the following:
➢ Recommended changes to the Mixed-Use Overlay Zone, including but not limited to:
• Expansion of the Mixed-Use Overlay Zone into other areas of the City; • Changes to development standards in the Mixed-Use Overlay Zone (such as height, density, minimum unit size, etc.)
• Changes to the review process for projects in the Mixed-Use Overlay Zone to streamline processing of projects that meet certain criteria.
• Development of standards consistent with the consensus of the Southeast Task Force and a specific program for the Gale Yard site
➢ Development of a local density bonus menu of incentives that would apply to projects meeting specific criteria such as projects with a certain percentage of affordable housing or workforce housing The City plans to release an RFQ or RFP for the above mentioned services. Based on the Planning division’s recent experiences with consultants that provide these types of services, the cost of these services is estimated to be:
• $70,000 to $90,000 for community outreach services (Agreement 325-22 with Dave Ceppos used as a reference) • $165,000 to $200,000 for land use and community planning services (Agreement 306-17 with Sargent Town Planning used as a reference)
The estimated costs of services are not expected to exceed the combined total of the $200,000 one-time allocation requested plus the already authorized ongoing allocation from the General Plan Fund of $110,000 ($310,000 total).

O 14003701 731200 200,000 $
FOR INTERNAL USE ONLY:

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IV. JUSTIFICATION (Continued)
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 past year and the Information Technology Department has worked diligently to absorb these costs through consolidation, virtualization, and other best-practice 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 ($459,167):

Public Safety – Police & Fire Support ($324,187)
• Tyler Technologies (increases for Aegis, CAD/RMS, e-citation, SWITRS) – $61,077 • AXON (FD in-fleet cameras) – $32,785
• City of Glendale (ICI System) – $50,000
• Cobwebs (Shield Subscription WEB Intelligence + Webloc Investigation License) – $76,500 • Dataminr (First Alert Account Access Licenses) – $ 40,000 • Firsttwo (Full Agency License) – $9,600
• HigherGround (Live911) – $6,000
• Tritech/Central Square (Crime Mapping) – $661
• Veritone (Contract Software app) – $15,000
• US Digital Designs/Honeywell (Fire Station Alert Support) – $32,564

Asset Work Order Maintenance – Public Works, Facilities, Library ($49,826) • TT FASTER (Faster Win) – $25,189
• Infor (Maintenance for Additional Licenses for Public Works) – $19,400 • CivicPlus (custom departmental design/support for the Library) – $5,237 Critical Maintenance, Cyber Security and Network Security ($45,032) • Various vendors – $45,032
Citywide Computer Software ($40,122)
• Citywide Collaboration and Telework software (Microsoft 365 - Software One) – $40,122 R 41001501 730300 459,167 $
FOR INTERNAL USE ONLY:

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IV. JUSTIFICATION (Continued)
In the future, with a City certified laboratory, the existing Water Quality Technician would need to be changed from part-time to full-time to assist with in-house laboratory analysis, housekeeping, and reporting. Also, the Water Quality Specialist would need to be upgraded to a Water Quality Manager who would oversee laboratory analysis and ensure the Water Utility meets the California State Water Resources Control Board's permit requirements, environmental law, water laws, and regulations. The Manager would also ensure high quality water supply, reporting, public information, and adherence to State laboratory accreditation standards.

This enhancement would cover the third party contracted laboratory analysis services at the level needed throughout the City's process of obtaining self-certification. Once State certification for the City laboratory is obtained, funding for these third party services will be drastically reduced due to the fact that approximately 80% of the water sampling would be performed in-house.

R 80006004 731220 88,313 $
FOR INTERNAL USE ONLY:

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8 symbol indicates an enhancement request that supports the City’s sustainability initiatives.

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IV. JUSTIFICATION (Continued)
The one-time request for implementation of the CAAP is to complete the additional community outreach, revisions to the greenhouse gas (GHG) measures, and provide resource funding to support building decarbonization efforts. Vendor cost estimates for these services were approximately $100,000 to complete the scope of the CAAP and $100,000 for building decarbonization work.

O 00105701 731200 450,000 $
FOR INTERNAL USE ONLY:

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JUSTIFICATION DETAIL
The City's meters and meter reading system is aging with meters more than 15 years old. To ensure the City achieves full cost recovery, these approximately 11,000 meters and meter reading system require routine field verifications, testing, and maintenance to ensure timely and accurate billing. An aged water meter without regular check-ups can under register affecting revenues. Based on information from the Munis work order system for meter related work, there were 714 utility billing work orders for the 2023 calendar year. These range from meter verifications and repairs, meter operation verifications, and other miscellaneous work. Depending on the work order, field verifications can take one hour or more to perform. Field verification locations can be dispersed across all the City's water service area (Beverly Hills and West Hollywood) and frequently don't follow the same routes. Additionally, field verifications can require driving from location to location, locating a meter which may be hidden or buried, hand-digging a meter box, troubleshooting meters, and meter telemetry equipment which takes staff time. Staff has performed approximately 2,464 manual meter reads through the first nine months of FY 2023-24 for Utility Billing. Furthermore, billing procedures for required turn on/turn offs and account setup and verifications in account ownership require additional staff time in addition to meter system maintenance and repairs.

The current workload with the aging water meters and Aclara automated meter reading system requires another Water System Technician position to continue to maintain and troubleshoot the existing aging Aclara meter reading system and the upcoming Aclara One upgrades. Additionally, the proposed Water System Technician will also need to operate, troubleshoot, maintain, and repair the new more sophisticated AMI system (new meters and automated meter infrastructure) which is anticipated to take up to five years to implement. Once the new AMI system has been developed and implemented, the proposed Water System Technician will need to continue to operate, maintain, and repair the new AMI system and associated meters and meter communications system in real-time. Furthermore, billing system verifications due to the AMI transition to Aclara One and the new proposed AMI system that will be implemented require additional staff. With the AMI project and other billing related projects on the horizon, there will be a significant clean-up effort that will have to occur in Utility Billing that will require additional field verifications and correspondingly, the additional staff.

Finally, increased requirements for the recurring annual Water Loss Audit requires more staff time for meter bench testing and meter calibrations. These meter calibrations are essential for more accurate meter readings to meet water billing revenues.

The Department anticipates that adding this position would facilitate improved revenue realization and reduce the use of overtime by over $5,000 each year.

JC 3545
Grd G-55
Stp 2
GL 80006003 @ 100%
Hrs N/A
FOR INTERNAL USE ONLY:

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JUSTIFICATION DETAIL
Community Services had to increase their Adventure Camp afterschool classes to meet the demands of the community.

Following the implementation of transitional kindergarten by the Beverly Hills Unified School District, the Department was required to provide afterschool childcare for approximately 150 students. This transition required additional staff to meet the required staff to student ratios. This has ignited a nonstop recruitment of hourly Recreation Leaders that are available throughout the year. The revolving need to recruit Recreation Leaders is exacerbated by staff schedule changes due to other commitments such as college and outside employment, coupled with the greater need for Recreation Leaders as Community Services has brought back many other in-person events such as Holidays at Greystone and youth dances that Recreation Leaders assist in executing. Because hourly part-time employees, unlike regular part-time, are limited to a maximum of 1,000 hours per year, this results in staff running out of allotted hours prior to the fiscal year end.

Community Services is requesting a total of ten regular part-time Recreation Leader positions. The request to convert five hourly part-time positions (equivalent to 1,000 hours per fiscal year per employee) into regular part-time positions by using 5,000 of the allotted hours from the hourly part-time staff budget could be used as an offset, and a total of five net new positions will alleviate scheduling issues as staff would be able to sustain more consistent schedules as regular part-time employees. When accounting for total net hours, this request would yield an increase of 6.35 FTEs.

The addition of ten regular part-time staff would allow Community Services to expand their afterschool offerings, thereby generating additional revenue for the City to offset this cost.

JC 5552 5553
Grd OO7 OO7
Stp 2 4
GL 00106702 @ 100% 00106702 @ 100%
Hrs 35 N/A
FOR INTERNAL USE ONLY:

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IV. JUSTIFICATION (Continued)
Community Services was able to absorb the first year of programming in the FY 2022-23 budget. Agreements were brought forward with Finance’s Blanket Purchase Order Request on June 6, 2023 for FY 2023-24; no appropriation was requested at the time since demand and popularity of the classes was not yet clear. In February 2024, Council approved a one-time $200,000 midyear appropriation to continue the level of service and meet the community needs.

Due to the increase in afterschool offerings and overall programming in other areas of contractual classes and youth programming, a budget enhancement of $250,000 is being requested to meet the needs of the community and provide ongoing funding for this programming for future years. This amount represents the difference between the cost of the Department's two largest vendor contracts for programming at $400,000 each and the allocated budget available. This cost would be partially offset by revenue generated from the additional programming offered (estimated at $135,000).

Revenue offset is generated at a 70/30 split for contractual classes and a small revenue is generated for programs offered on a fee basis for teen programs such as special events.

R 00106702 731220 250,000 $
R 00106702 465010 135,000 $
FOR INTERNAL USE ONLY:

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CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2024-25
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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 mission-driven 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.
 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 relationships 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, and trainings.

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.7F ***
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. symbol indicates a program goal that supports the City’s sustainability initiatives.

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DEPARTMENT DIVISIONS AND ONGOING TASKS 199
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.  Serve as the City's liaison to Team Beverly Hills, a 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.

Real Estate Management
Description
The Policy and Management Department leads all negotiations for lease, purchase/sale, and jointdevelopment of real property owned by the City. Staff in the Real Estate Management Team evaluate opportunities for future development in strategic locations in accordance with City priorities, goals, and objectives.

The City owns 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, groundfloor 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. Staff in the Real Estate Management Team additionally coordinate property management and lease administration activities between the Public Works Department and the Finance Department.

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.

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DEPARTMENT DIVISIONS AND ONGOING TASKS 200
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 Mayoral and City Council Installation.  Oversee and coordinate the implementation of the City Council priorities which are developed annually each Spring and implement the Mayor’s 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 Station 1 at La Cienega Blvd. and Wilshire Blvd. and Station 2.  Update the City’s administrative regulations in coordination with all departments.  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.8F
†††
symbol indicates an ongoing task that supports the City’s sustainability initiatives.

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DEPARTMENT DIVISIONS AND ONGOING TASKS 201
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.  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.
 Manage the City's new website refresh in coordination with the Website Steering Committee.  Manage social media on City platforms.
 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 the 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.
 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.  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.

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DEPARTMENT DIVISIONS AND ONGOING TASKS 202
 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.
 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).
 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).
 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).  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.
 Continue to work with event organizers to support hybrid model events (Action 2.A.1 of the Economic Sustainability Plan).

CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2024-25
DEPARTMENT DIVISIONS AND ONGOING TASKS 203
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.

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DEPARTMENT DIVISIONS AND ONGOING TASKS 204
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 presence at their meetings.

CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2024-25
DEPARTMENT DIVISIONS AND ONGOING TASKS 205
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 2024-25
DEPARTMENT DIVISIONS AND ONGOING TASKS 206
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.

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DEPARTMENT DIVISIONS AND ONGOING TASKS 207
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.

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208
CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2024-25
DEPARTMENT DIVISIONS AND ONGOING TASKS 209
Finance
Divisions
Finance Administration
Description
The Finance Administration Division oversees all 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 and CIP budget, to effectively and efficiently account for all Citywide replacement of equipment, 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.

General Accounting
Description
The General Accounting Division consists of accounting, accounts payable, payroll, grants, financial reporting, and lease revenue collection and reconciliation. The General Accounting Division is responsible for the accurate, fair presentation, and full disclosure of the City’s financial transactions in conformance with Generally Accepted Accounting Principles (GAAP), compilation of the City’s financial statements, fiscal year-end audit, and ACFR (Annual Comprehensive Financial Report). The Division is also responsible for the issuance of City disbursements to vendors and payroll disbursements to employees, the maintenance of City payroll records, payment of all state and federal taxes, safeguarding of the City’s financial assets, 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.

CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2024-25
DEPARTMENT DIVISIONS AND ONGOING TASKS 210
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.

Revenue
Description
The Revenue Division works with all City departments to administer major revenues. Revenue administration includes: the billing and collection of the City's business and transient occupancy taxes, utilities, regulatory permits, and other miscellaneous revenues; oversight of property and sales taxes; administration and oversight of Citywide PCI compliance and cashiering functions; and coordination of the adoption of Citywide taxes, fees, and charges.

Program Goals
To administer and oversee the City's revenues effectively through accurate and timely billing and collections, while providing exceptional customer service.

CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2024-25
DEPARTMENT DIVISIONS AND ONGOING TASKS 211
Ongoing Tasks
 Monitor revenues and expenditures for indications of changes in economic conditions (slowdowns/recessions/expansion) and recommend appropriate actions.  Provide fiscal stewardship for City assets, while maintaining and minimizing the City’s liabilities, to ensure optimal fund balances.
 Perform forecasting of City revenues and expenditures to assist with long-term financial planning.  Support the City Treasurer in managing the City's investment portfolio.  Review, evaluate, and make recommendations related to Citywide policy issues that may have a financial impact on the City.
 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.  Continue seeking reimbursement from FEMA for COVID-related expenditures.  Continue updating and implementing Finance-related Administrative Regulation policies to ensure compliance with Government Code and other regulations.  Administer bond financing and rating activities related to capital improvement and other projects, while continuing to monitor outstanding debt for cost saving opportunities.  Continue implementing 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.  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 presentation of midyear status reports on a semi-annual basis and more frequent updates as required.
 Develop and foster purchasing partnerships with departments that need additional assistance regarding purchasing processes, transactions, and reporting.  Perform tasks necessary to prepare, bill, collect, and administer the City's utility and miscellaneous billing accounts according to scheduled billing cycles.  Administer billing, collection and reconciliation of the City's lease revenues.  Process, prepare, and mail business tax renewal forms, review new business tax registrations, review transient occupancy tax filings, and audit business classifications for tax compliance.  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 monthly changes in the City's capital assets.

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DEPARTMENT DIVISIONS AND ONGOING TASKS 212
 Perform biweekly payroll processing and reviews, including federal and state tax quarterly and annual reporting requirements, processing of CalPERS pension and deferred compensation contributions and required reporting.
 Perform tasks necessary to administratively review Citywide invoices, employee expense reimbursements, and payment processing.
 Administer purchase card program including uploading daily transactions 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 other applicable regulatory requirements.  Monitor employee recruitment and personnel administration for compliance with Council authorized position limits.
 Coordinate the creation of requisitions, purchase orders, contracts, and ensure maintenance of proper documentation vital to the purchasing function.
 Maintain updated operating and capital projects financing workbooks to identify/address funding needs and strategies.
 Issue monthly budget-to-actual reports to all departments.  Implement budget amendments for midyear appropriations approved by Council and administer the budget carryover process.
 Continue monitoring enterprise funds’ revenue and expense trends 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 to the City Council on an annual basis.
 Continue filing annual City of Beverly Hills Community Charitable Foundation Informational Returns Form 990 and Form 199.
 Continue filing annual Natural Gas Tax Returns for refunds from the Internal Revenue Service (IRS) of taxes paid.

CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2024-25
DEPARTMENT DIVISIONS AND ONGOING TASKS 213
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 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.

CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2024-25
DEPARTMENT DIVISIONS AND ONGOING TASKS 214
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.  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.
 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, 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.
 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 property and casualty insurance coverage.  Manage the general liability and workers’ compensation claims administration process.  Continue to work with departments to identify exposures and reduce costs associated with work related injury and illness.
 Continue to refine procedures and methods for the recovery of costs from outside parties that damage City property and injure employees.

CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2024-25
DEPARTMENT DIVISIONS AND ONGOING TASKS 215
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 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.
 Deter crime and enhance public safety while respecting individual rights and community wellbeing by providing individuals with the legal framework and training required to carry firearms for self-defense responsibly through the Concealed Carry Weapons (CCW) program.  Educate our residents on the daily aspects of law enforcement under the Citizens Police Academy (CPA), ensuring students better understand the complexities of law enforcement so we can all mutually support the goal of public safety.

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.

CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2024-25
DEPARTMENT DIVISIONS AND ONGOING TASKS 216
 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.
 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
The Field Services division include the Patrol Bureau, Special Weapons and Tactics (SWAT), the K-9 Unit, Jail, the Traffic Bureau, and Traffic and Parking Management. The Patrol Bureau provides 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 Real Time Watch Center (RTWC). Utilizing the RTWC will enable patrol officers to be more proactive in stopping crime by having the City’s cameras monitored 24 hours a day, utilizing drones seven days a week and using Automated License Plate Reader (ALPR) cameras.

The Traffic Bureau is responsible for the safe travel of vehicular and pedestrian traffic throughout the City by incorporating the three E’s of traffic: Enforcement, Education, and Engineering. The Traffic Bureau consists of Motorcycle Officers, Accident Investigators, Traffic Control Officers, Commercial Enforcement Officer, and Photo Red Light Enforcement. 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).

The Field Services division facilitates the coordination and provision of support for the Special Weapons and Tactics (SWAT) Team and Crisis Negotiation Team, addressing emergency situations that necessitate resources and expertise beyond the routine Police operations. This division is also responsible for the care, custody, and security of all pre-trial inmates temporarily housed within the BHPD Jail facility and encompasses the K9 Unit, whose primary function is to assist field units with locating and apprehending dangerous suspects, locating evidence, and detecting explosive devices.

CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2024-25
DEPARTMENT DIVISIONS AND ONGOING TASKS 217
Program Goals
 The goal of the police K-9 unit is to enhance public safety by locating 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.
 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 direct resources.

Investigative Services Division
Description
The Investigations Services Division includes the Detective Bureau, High Tech Crime Unit (HTCU), Crime Impact Team, Intelligence Unit, Identification Bureau, and the Property and Evidence Unit. The Detective Bureau is responsible for recovery of stolen property and preparation and presentation of evidence in criminal cases. The Crime Impact Team provides 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 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 identify criminals who target Beverly Hills residents and visitors.  To identify crime trends and work with surrounding agency partners to prevent crime through aggressive investigation and enforcement.
 The Crime Impact Team focuses on specific crime trends and influence those trends through directed investigations, surveillance, and work in partnership with the Detective Bureau.  The High Tech Crime Unit (HTCU) uses forensic analysis tools to examine digital data from computers, vehicles, cellular phones, and social media to further criminal investigations.  The Property and Evidence Unit ensures the security and integrity of property and evidence while fulfilling requests in compliance with state law.
 The Identification Bureau provides further analysis and gathers evidence to add in successful prosecution through the court system.

CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2024-25
DEPARTMENT DIVISIONS AND ONGOING TASKS 218
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.

CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2024-25
DEPARTMENT DIVISIONS AND ONGOING TASKS 219
Ongoing Tasks
 Prepare for and prevent terrorist incidents by working with federal, state, and local anti-terrorism programs.
 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 arrestees within 50 minutes of their arrival at the Jail.  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% Peace Officer Standards Training (POST) compliance for active employees covered by POST requirements each year.  Ensure that 100% 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 within the statutory period.  Secure and administer grant funded programs for Department projects and programs by researching funding opportunities, submitting applications, and administering related awards.  Manage Citywide residential parking permit program.
 Utilize and enhance the current RTWC’s capabilities to proactively identify and prevent crime.

CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2024-25
220
CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2024-25
DEPARTMENT DIVISIONS AND ONGOING TASKS 221
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 2024-25
DEPARTMENT DIVISIONS AND ONGOING TASKS 222
Emergency Medical Services
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.

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.

CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2024-25
DEPARTMENT DIVISIONS AND ONGOING TASKS 223
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.
 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.  Evaluate Community Assistance Grant Funding (CAGF) program by ensuring that current Community Assistance recipients provide contracted services.  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.

CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2024-25
DEPARTMENT DIVISIONS AND ONGOING TASKS 224
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 refreshers, including virtual, for the 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.  Continue development and evaluation of the Department’s Health & Wellness Program.

CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2024-25
DEPARTMENT DIVISIONS AND ONGOING TASKS 225
 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 Very High Fire Hazard Severity Zone (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.  Continue research and identify training, staffing, and equipment needs for the California Urban Search and Rescue Task Force.
 Continue to establish written COOP plans in the event of a loss of Fire Department equipment and/or facilities.
 Enhance the Department’s training division to provide ample opportunity for career development, operational readiness, and increased safety for all personnel.  Pursue a comprehensive annual medical exam that meets the standards for firefighting.  Continue collaboration 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.
 Enhance the Department’s physical resources to better serve the City of Beverly Hills.  Continue striving to modernize Department technology to make it more effective and efficient in the field, to better serve our community.
 Survey possible funding partnership with local healthcare facilities for the Nurse Practitioner Program.
 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).
 Administer disbursement of the City’s Community Assistant Grant Funding.9F ‡‡‡
symbol indicates an ongoing task that supports the City’s sustainability initiatives.

CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2024-25
226
CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2024-25
DEPARTMENT DIVISIONS AND ONGOING TASKS 227
Community Development
Divisions
Administration
Description
The Administration Division provides administrative support for the Community Development Department and five commissions. The division’s responsibilities include preparing and administering the Department budget, managing revenue and billing, administering contracts, managing records, maintaining the Department’s website and online services, and providing logistical support for Department functions. The division is also the Department’s primary liaison to five City commissions and their subcommittees and manages all commission meetings, including preparing meeting agendas and minutes and assembling agenda packets.

Program Goals
 Support the operations of the Community Development Department and its five City commissions in an efficient manner.
 Implement best practices and technology solutions to streamline operations, maximize efficiency, and enhance customer service.

Planning
Description
The Planning Division is comprised of four sections: Current Planning, Long Range Planning, Urban Design and Historic Preservation, and Major Projects.

The Current Planning section reviews proposed development projects to ensure consistency with the General Plan, Zoning Ordinance, and other policies and regulations. Current Planning processes development applications pursuant to state and local laws and evaluates the potential environmental impacts of development pursuant to the California Environmental Quality Act. Current Planning works with the Planning Commission, which conducts public hearings and makes decisions on various types of development applications.

The Long-Range Planning section conducts special studies on land use issues and prepares updates to the Zoning Ordinance and the General Plan, the land use policy document that serves as the blueprint for the future of Beverly Hills. Long Range Planning also works with the Planning Commission, which is charged with making recommendations to the City Council for all Zoning Ordinance and General Plan amendments.

CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2024-25
DEPARTMENT DIVISIONS AND ONGOING TASKS 228
The Urban Design and Historic Preservation section reviews proposed development projects to ensure consistency with the character of Beverly Hills and with adopted design standards. The section works with the Architectural Commission and the Design Review Commission, which review the design of buildings and signs. The section also protects the historic character of Beverly Hills by evaluating potentially historic buildings, and works with the Cultural Heritage Commission, which makes recommendations to the City Council regarding historic landmark designations and other preservation issues.

The Major Projects section is dedicated to working on large and complex private development projects. The multidisciplinary team manages all aspects of the projects from start to finish including public outreach, application processing, environmental review, public hearings, building plan review, building permits, and inspections.

Program Goals
 Maintain, update, and implement the General Plan and Zoning Code to maintain the community’s character and enhance quality of life.
 Process development applications in an efficient and timely manner consistent with the General Plan, Zoning Code, and state law.
 Communicate and inform the public about planning efforts and projects, and provide timely and accurate responses to public inquiries.

Community Filming and Event Permits
Description
The Community Filming and Event Permits Division reviews all requests for filming, photography, and special events in Beverly Hills, including those on public and private property. The division issues permits and imposes requirements to ensure that filming activities and special events are planned and conducted in a safe manner that minimizes impacts and inconvenience to the community.

Program Goals
 Provide guidance and assistance to permit applicants and oversight to ensure that filming, photography, and special events are successful while disruptions and impacts to the community are minimized.
 Process film, photo, and special event permit applications in an efficient and timely manner consistent with the Municipal Code and in a manner that balances providing superior customer service with minimizing community impacts.
 Periodically review and update regulations, policies, and procedures to ensure that Beverly Hills remains an attractive world-class destination for filming, photography, and special events.

CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2024-25
DEPARTMENT DIVISIONS AND ONGOING TASKS 229
Development Services
Description
The Development Services Division provides all building and safety services for the City including reviewing building plans for compliance with the Building Code and other codes, issuing building permits, and performing inspections. Development Services ensures that buildings are constructed in a safe manner while minimizing the impact to the surrounding neighborhood. Development Services also administers various programs to enhance the safety of the built environment including the seismic retrofit program, seismic fault investigation program, and Trousdale Estates construction and hauling programs.

Program Goals
 Maintain a safe and high-quality built environment by ensuring that buildings are constructed to the highest standards consistent with all codes and policies.  Provide guidance and oversight of construction projects to ensure that work is completed in a safe, timely, and efficient manner while minimizing impacts to neighboring properties, residents, and businesses.
 Provide timely and accurate responses to public inquiries and provide superior customer service in the Permit Center, via telephone, and electronically.

Community Preservation
Description
The Community Preservation Division protects and enhances the quality of life in Beverly Hills through enforcement of the Municipal Code and the abatement of public nuisances. Community Preservation works closely with property owners to resolve issues such as property maintenance, construction impacts, noise complaints, and other nuisance issues. The division also manages the City’s animal control services and the mediation program, which provides mediation services at no cost to Beverly Hills residents to resolve neighbor disputes.

Program Goals
 Protect the health, safety, and general welfare of the community through fair and consistent enforcement of the Municipal Code and other laws.
 Maintain a high quality of life by resolving code enforcement issues in a timely and efficient manner.
 Provide guidance, education, and assistance to the public to facilitate abatement of code violations and nuisance.

CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2024-25
DEPARTMENT DIVISIONS AND ONGOING TASKS 230
Rent Stabilization
Description
The Rent Stabilization Division enforces the City’s Rent Stabilization Ordinance (RSO) and works with multifamily property owners and tenants to resolve issues related to rent increases, evictions, habitability, relocation, and construction. The division regularly conducts outreach and training to educate landlords and tenants about their rights and responsibilities under the RSO and other laws and administers the City’s mediation program to resolve landlord-tenant disputes. Rent Stabilization works with the Rent Stabilization Commission, which makes recommendations to the City Council regarding the Rent Stabilization Ordinance and related issues and provides a public forum for landlord-tenant disputes.

Program Goals
 Promote the stability of the rental community and the maintenance of high-quality rental housing stock through administration and enforcement of the Rent Stabilization Ordinance.  Conduct outreach, education, and mediation to inform landlords and tenants of their rights and responsibilities and to resolve landlord-tenant disputes.  Maintain high quality of life for renters by resolving habitability concerns and monitoring construction activity.

CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2024-25
DEPARTMENT DIVISIONS AND ONGOING TASKS 231
Ongoing Tasks
 Provide programs and services in a timely, efficient, and professional manner consistent with expectations set forth by the City.
 Continuously evaluate and enhance business processes and implement technology solutions to streamline operations, enhance customer service, and improve communication with the public.  Review and process project entitlements and permits in a timely and efficient manner, in compliance with all applicable laws, and in a manner that balances the need for public participation and input with applicant rights and due process including applications and projects requiring review by the City Council, Planning Commission, Architectural Commission, and Design Review Commission, plan review, permit issuance, and inspections.  Communicate and inform the public and actively seek public input about planning efforts, development projects, and services provided.
 Provide superior customer service at the Permit Center, via telephone, and electronically. Provide timely and accurate responses to public inquiries and requests for public records. Assist the public in understanding processes and procedures and finding requested information.  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 permits for special events in a manner that ensures event success and minimizes community impacts; review and coordinate the logistics for a City-sponsored and private events; review and issue permits for filming and still photography; review and issue permits for hotel parking meters, 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 City commissions (Planning, Architectural, Design Review, Cultural Heritage, and Rent Stabilization) by preparing and coordinating commission meeting materials, dates and activities, and preparing meeting agendas, packets, and minutes.  Engage the community through regular attendance at residential and business events.  Protect the public health, safety, and welfare and maintain a high quality of life by promptly responding to code violation complaints relating to property maintenance, unpermitted construction, issued building permits, business tax registrations, zoning and animal control, including providing afterhours and weekend coverage.
 Conduct community outreach to educate residents and business owners on the programs and services provided by Community Preservation.
 Provide a high level of animal shelter and care services in partnership with the City of Los Angeles.  Administer the annual rental unit registration program with the goal of registering 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, including re-rentals, changes in ownership, and changes in contact information.

CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2024-25
DEPARTMENT DIVISIONS AND ONGOING TASKS 232
 Promptly and accurately respond to all tenant and landlord inquiries and provide public education regarding the provisions of the Rent Stabilization Ordinance and landlord-tenant rights and responsibilities. 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, and construction. Provide mediation services to resolve landlord-tenant disputes.
 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.  Process historic landmark designations and Golden Shields.  Implement required housing element policies included in the General Plan.  Facilitate all aspects of major projects to ensure efficiency and a high level of customer service.  Support Strategic Planning Committee efforts as needed to create a plan for the southeast. (Action

2.C.1 of the Economic Sustainability Plan).

CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2024-25
DEPARTMENT DIVISIONS AND ONGOING TASKS 233
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, Geographic Information Systems (GIS), Computer-Aided Design (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 2024-25
DEPARTMENT DIVISIONS AND ONGOING TASKS 234
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 2024-25
DEPARTMENT DIVISIONS AND ONGOING TASKS 235
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 endusers.  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.
 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.

CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2024-25
DEPARTMENT DIVISIONS AND ONGOING TASKS 236
 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 documents. 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 2024-25
DEPARTMENT DIVISIONS AND ONGOING TASKS 237
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 2024-25
DEPARTMENT DIVISIONS AND ONGOING TASKS 238
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 alley 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 study completed in fiscal year 2021 determined the need to adjust rates for five years to ensure sufficient revenues are generated to support the program. A new cost of service study will begin this upcoming fiscal year.

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.10F
12  Ensure optimum levels of alley cleanliness while safeguarding public health through an alley tree trimming maintenance schedule, graffiti abatement, debris, brush and bulky item removal. symbol indicates a program goal that supports the City’s sustainability initiatives.

CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2024-25
DEPARTMENT DIVISIONS AND ONGOING TASKS 239
Expand the organic waste collection and food recovery program and reduce single-use plastics and Styrofoam from the waste stream.

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 maintenance of private sewer lateral and proper disposal of liquid waste associated with hazardous household items, grease, and other liquids or solids that deteriorate the sanitary sewer collection system and treatment process.

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), maintaining the wastewater system by cleaning, repairing and upgrading the wastewater infrastructure, and ensuring 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 2024-25
DEPARTMENT DIVISIONS AND ONGOING TASKS 240
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 2024-25
DEPARTMENT DIVISIONS AND ONGOING TASKS 241
Sustainability and Resiliency
Description
The Sustainability and Resiliency program will lead the City’s efforts to achieve carbon emission neutrality by 2045, integrate resiliency best practices in the City’s CIP program and establish a climate action and resiliency educational program.

The Sustainability and Resiliency program will be integrated citywide through policy, infrastructure improvement and community engagement. It will be supporting sustainability aspects of Community Development, Fleet, Parking (EV Charging Stations), Solid Waste, Stormwater, Streets, Transportation, Urban Forest, Wastewater, and Water programs.

Program Goals
Monitor the City’s greenhouse gas (GHG) emissions levels and aim to achieve carbon neutrality by 2045.

Implement programs and policies to reduce GHG emissions from transportation, building energy, solid waste, organic recycling, and water resources sectors.

Implement a climate action and resiliency educational program that would increase community participation in reducing greenhouse gas emissions and strengthen preparedness for extreme weather conditions.

Evaluate and implement innovative practices and technologies that would help achieve carbon neutrality by 2045.

Represent the City in regional, state, and federal sustainability forums and organizations.

Support other programs by monitoring and applying for federal, state, and local grant funding opportunities.

Street Services

Description
The Street Services program is divided into three main groups: Street Maintenance, Signals and Lighting, and Urban Forestry, each with specific responsibilities to maintain and enhance the City’s infrastructure and environmental sustainability.

Street Maintenance is tasked with preventative maintenance, repairs, and emergency responses for street infrastructure. This includes 122 centerline miles of paved streets, 189 miles of sidewalks, curbs, and gutters, 40 centerline miles of alleys, approximately 19,000 regulatory, parking and street name signs; over 300,000 l/f of road-line markings, approximately 2,200 l/f road markings/legends, over 30,000 l/f of bike lane; over 7 l/m of red, yellow, green, and white curb painting; 64 bicycle facilities; and 53 locations equipped with traffic control devices.

CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2024-25
DEPARTMENT DIVISIONS AND ONGOING TASKS 242
Signals and Lighting oversees the operation and maintenance of the City’s traffic control system and municipal area communications/fiber network. This encompasses 105 controlled intersections and supporting infrastructure, over 5,500 streetlights, more than 1,600 electrical outlets in the public right-ofway for decorative lighting; over 2,000 community CCTV and license plate reader cameras; and 30 intersections with traffic video detection cameras.

Urban Forestry is dedicated to the care of approximately 25,000 city trees located along streets, parks, and at City-owned facilities. This group also manages the removal and replacement of declining or inappropriate trees as outlined in the Street Tree Master Plan phases. Urban Forestry is instrumental in supporting the City's Environmental Sustainability Plan through the implementation of the City’s 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 and efficient 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.  Conduct public outreach and education to maintain community support for the program’s operations.
 Protect and grow the public investment in street trees, preserve the health and aesthetic quality of these trees and enhance the overall tree canopy.

Facilities Services
Description
The Facilities Services Bureau includes Facilities Maintenance, Meeting Support, and Event Support programs. Facilities Services is responsible for maintenance and repair functions to approximately 65 City facilities encompassing approximately 3,200,000 square feet. The Bureau manages custodial, building systems and engineering, and elevator maintenance contracts that also encompass tenant maintenance and repair for leased spaces. Meeting support services to all departments, small construction projects, and support to the Project Administration division are also included.

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.
 Respond to City departmental requests for service in an ongoing effort to support efficient operations and provide excellent customer service.

CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2024-25
DEPARTMENT DIVISIONS AND ONGOING TASKS 243
 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.
 Manage a facilities condition assessment program in order to project, schedule, and identify funding for future capital improvement or replacement expenditures.  Generate and manage a key control system to track, assign, and generate keys for City and tenant facilities.

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 water 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. In February 2023, the City commissioned a new well called La Cienega Well 1 and changed Hollywood Well 6 to active status with the Division of Drinking Water.

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, seven water wells, valves, and other associated appurtenances. 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 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, and groundwater permits. Additionally, it includes identifying potential water quality problems, responding to water quality concerns and complaints from customers, and preparing various reports, such as: 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.

CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2024-25
DEPARTMENT DIVISIONS AND ONGOING TASKS 244
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. The City is upgrading its Water Conservation software portal and interface to WaterSmart.

Additionally, the City continues to monitor and comply with changing conservation water-use objectives and regulations.

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. The sub-program supports the Fire Department’s Class 1 ISO status.

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 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.
 Enhance meter reading infrastructure and monitor water consumption for utility billing and perform quality control tasks to maintain billing accuracy.  Obtain laboratory accreditation for the City's existing laboratory with the State Water Resources Control Board to conduct certified water quality analysis for reliable test results and faster turnaround times.

CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2024-25
DEPARTMENT DIVISIONS AND ONGOING TASKS 245
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.

Provide irrigation and maintain landscaped areas in a fiscally and environmentally friendly manner.
 Design, install, inspect, and maintain all playgrounds in substantial compliance with the current U.S. Consumer Product Safety Commission requirements.

Parking Services
Description
The Parking Services program consists of two groups: Off-Street Parking Operations and Parking Meters Operations.

Off-Street Parking Operations 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.

CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2024-25
DEPARTMENT DIVISIONS AND ONGOING TASKS 246
Off-Street Parking Operations 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, evening flat rates, and monthly parking rates. Parking staff assist customers onsite and via the Parking Operation Center to facilitate entries/exits in parking garages and at parking payment kiosks to serve the parking customer.

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 hourly shortterm parking.

Parking Meters Operations is responsible for the maintenance, repair, collection, counting, and processing of revenue for 2,600+ single-space parking meters and ten pay stations located at the Santa Monica 5 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.  Adapt and implement changes to the monthly parking program and increase valet and validation opportunities.
 Provide convenient and functional on-street parking meters, convenient and functioning pay stations, and mobile payment options to serve the public and business needs.  Provide regular maintenance and timely repairs to minimize payment device “down-time” from vandalism or malfunctions.

CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2024-25
DEPARTMENT DIVISIONS AND ONGOING TASKS 247
Fleet Services
Description
The Fleet Services Bureau consists of Vehicle Maintenance, Automotive Inventory, and Fuel Inventory programs. Fleet Services 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 Bureau also provides central fueling operations using gasoline, renewable diesel, renewable natural gas, and electric power. The specification and procurement services for new vehicles and equipment and collection of maintenance and replacement charges are also handled by the Fleet Services Bureau.

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.

Continue to add zero emission vehicles (e.g. electric vehicles, EVs) to the fleet in support of the City’s Climate Action and Adaptation Plan and in compliance with the State’s Advanced Clean Fleets Rule.
askBH Customer Relations
Description
The City's askBH Customer Relations program provides community members with one point-of-contact to access information and assistance for non-emergency City services and programs. 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 2024-25
DEPARTMENT DIVISIONS AND ONGOING TASKS 248
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 (CIPs) 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 tenant building improvements related to commercial leases, as well as managing design and construction of landlord’s improvements to tenant buildings on an asneeded basis. The program also includes tenant relation coordination services including coordinating activities related to all tenant requests for building maintenance and repair such as heating, ventilation, and air conditioning, lighting, plumbing, and janitorial.

CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2024-25
DEPARTMENT DIVISIONS AND ONGOING TASKS 249
Program Goals
 Deliver cost-effective and timely project completion on the City’s CIPs. Through effective professional management and broad financial oversight, the program strives to accomplish high quality, functional, and cost-effective project delivery in a timely manner.  Provide the highest level of customer service to tenants at City's commercial leased properties.

Expedite response time to service requests and provide well-coordinated implementations.

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

The Capital Project Management group 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 group reviews and inspects Public Works CIPs 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 group coordinates with the Community Development Department on large development project review and processing of permit applications for the use of the public right-of-way for various activities including utility work and improvements associated with commercial and residential development.

Program Goals
 Deliver high-quality infrastructure CIPs 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 2024-25
DEPARTMENT DIVISIONS AND ONGOING TASKS 250
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, curb and pavement markings, roadway and striping, and on-street parking for all City streets. Transportation Planning includes items related to transit accessibility, active transportation, and developing safe, accessible alternate forms of mobility.

Transportation Planning and Traffic Engineering collaborates with other City departments, including the Police and Fire Departments and the Planning division of the Community Development Department to address traffic safety and mobility related concerns.

Program Goals
Strive to enhance safe and accessible mobility, regardless of the mode of transportation, to improve the well-being of City residents, visitors, and businesses.

CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2024-25
DEPARTMENT DIVISIONS AND ONGOING TASKS 251
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.1F 13 symbol indicates an ongoing task that supports the City’s sustainability initiatives.

CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2024-25
DEPARTMENT DIVISIONS AND ONGOING TASKS 252
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 CIPs.
 Manage design and construction activities related to the planning, developing, and implementing of CIPs 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 emergency operations response.

CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2024-25
DEPARTMENT DIVISIONS AND ONGOING TASKS 253
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 City's Fine Art Collection, and 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, and events 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, Music in the Mansion, Concerts on Cañon, Festival Beverly Hills, 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.
 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 to provide arts and cultural programming.  Work with the Public Works Department on CIPs at Greystone Mansion and Gardens.  Continue developing outreach, communications, public relations, promotion and marketing of arts and cultural programming and events in the City.
 Serve as the City’s liaison to the Friends of Greystone.

CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2024-25
DEPARTMENT DIVISIONS AND ONGOING TASKS 254
Recreation and Parks
Description
Recreation and Parks Division supports active lifestyles at any age – fitness, sports and athletics, recreation and leisure services, as well as health and wellness offerings and experiences – for the entire community.

The Recreation Division provides critical and essential community services including licensed childcare instruction at four 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); various adult sports leagues, aquatics programs; and contractual classes. Department contractual classes provide fun, educational, enrichment 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 and 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. The Recreation and Parks Division also supports the weekly Farmer’s Market and annual events such as, Holidays at Greystone and Doggy Daze 90210.

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 CIPs at Community Service facilities and park amenities.
 Provide an exceptional Farmer's Market to the community every Sunday with a variety of quality products and goods.
 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, as well as provide creative new programming for the Beverly Hills senior community.  Provide high-quality community recreation events including the Community Services Department Showcase, July Parks Make Life Better month, Beverly Hills Doggy Daze 90210, 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 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.  Evaluate the relaunch the La Cienega Park Masterplan and re-engage the community in the process.

CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2024-25
DEPARTMENT DIVISIONS AND ONGOING TASKS 255
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 Services Citywide special events.

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. Administrative Support also monitors the City’s involvement with Community Development Block Grant, Capital Improvement Projects, and the Ambassador program. The Department’s Communications Office is responsible for marketing, both internal and external communications, media relations, as well as website and social media management.

The City’s Park Rangers also fall within this division and 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.

CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2024-25
DEPARTMENT DIVISIONS AND ONGOING TASKS 256
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.  Monitor the City’s involvement with Los Angeles County’s Community Development Block Grant.  Manage the City’s Ambassador program who provide assistance to the public visiting the business triangle.
 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.  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 greater awareness of City park rules for safe use of City and Community Service facilities and programs.
 Expand the 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.
 Explore awards and recognitions for the Department that recognize its commitment to excellence.

CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2024-25
DEPARTMENT DIVISIONS AND ONGOING TASKS 257
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.
 Participate in Citywide Administrative Regulation team updating all ARs.  Continue to update and enforce facility use policies for City Parks, Community Centers, and Library.
 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.  Continue support of Friends of Greystone, and Friends of the Beverly Hills Public Library and create written Memorandum of Understandings regarding our collaboration.  Create and maintain Memorandum of Understandings with City partners, including AYSO, Beverly Hills Little League and Bridge Club, and Bevely Hills Basketball League  Ensure compliance with contract provisions by monitoring contracts as appropriate and processing 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.
 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 (classes, camps, programs, events, and facilities) throughout the year.
 Respond within one business day to e-mails to new clients registering in the Registration System for online registration and provide accurate financial reports of daily financial transactions within one business day.12F
14 symbol indicates an ongoing task that supports the City’s sustainability initiatives.

CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2024-25
DEPARTMENT DIVISIONS AND ONGOING TASKS 258
 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 and Chamber of Commerce. Pitch Community Services events and programming coverage to local and national press.
 Manage the ongoing acquisition and installation of new artworks purchased by the Arts and Culture Commission.
 Streamline processes for public art donations and fine art obligations.  Oversee the ongoing maintenance program for City-owned public art.  Continue working with art fabricator to complete fabrication of a new Yayoi Kusama, Hymn of Life: Tulips sculpture out of stainless steel and have artist and/or gallery representative authenticate.  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. Offer seasonal events at the Beverly Hills Farmers Market that add value, and engage the community, in meaningful ways.
 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 Day of Wellness event.
 Administer the CDBG program in collaboration with the Los Angeles County Development Authority (LACDA) to best meet the needs of the Beverly Hills community by reducing barriers to access City services and facilities.
 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.

CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2024-25
DEPARTMENT DIVISIONS AND ONGOING TASKS 259
 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.
 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 continue our senior lunch programs that provide the participants with healthy, social, and cognitive enrichment.
 We are currently operating four preschools, two at city parks and two at Hawthorne Elementary.

Recreational programming on School District sites continues to provide additional program sites for recreation activities in accordance with BHUSD room capacities.  Indoor facility rentals are available at our community centers, 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.  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.
 Conduct Park Ranger daily coverage for City Hall, Library and The Wallis, 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.

CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2024-25
260

Attachment 2

CITY OF BEVERLY HILLS,

CALIFORNIA

PROPOSED

CAPITAL

IMPROVEMENT
BUDGET
2024-25

FISCAL YEAR
VOLUME 2
Lester J. Friedman
Mayor
Sharona R. Nazarian, PsyD.

Vice Mayor
John A. Mirisch
Councilmember
Craig A. Corman
Councilmember
Mary N. Wells
Councilmember
Howard S. Fisher
City Treasurer
Nancy Hunt-Coffey
City Manager
Ryan Gohlich
Assistant City Manager

City of Beverly Hills
Fiscal Year 2024-25
Capital Improvement Projects Budget, Volume 2
Proposed, April 2024
Nancy Hunt-Coffey, City Manager
Ryan Gohlich, Assistant City Manager

Table of Contents

CAPITAL IMPROVEMENT BUDGET INTRODUCTION ................................................... 5

ALPHABETIZED LIST OF CIP PROJECTS .................................................................... 13

CIP SUMMARY BY FUND........................................................................................ 17 CIP SUMMARY BY NAME ...................................................................................... 25

CIP SUMMARY BY SIX-YEAR PROJECT TOTAL ........................................................... 29

COMPONENTS OF FY 2023-24 REVISED BUDGET .................................................... 33

CHANGES FROM PRIOR YEAR APPROVED PLAN ....................................................... 41

CIP MAP ............................................................................................................... 47 CIP DETAIL ............................................................................................................ 49

APPENDICES –
FIVE-YEAR CIP SCHEDULES:

CIP 00089: Street Tree Removal and Replacement ............................................ 147 CIP 00195: Street and Sidewalk Improvements ................................................ 149 CIP 00713: Repaint City Buildings ................................................................... 155 CIP 00833: Building Envelope Improvements on City Structures .......................... 157 CIP 08502: Vehicle Replacement Program........................................................ 159

Capital Improvement Budget Introduction
Welcome to the City of Beverly Hills Capital Improvement Budget for the fiscal year (“FY”) 2024-25.

The Capital Improvement Budget serves as a roadmap for the City’s ongoing commitment to maintaining, enhancing, and developing infrastructure to meet the needs of the community. As stewards of public and natural resources, staff takes great pride in the completion of various projects that have positively impacted the lives of the citizens and stakeholders of Beverly Hills over the past fiscal year.

Fiscal Year 2023-24 Capital Improvement Accomplishments Notable achievements in FY 2023-24 include the completion of the Coldwater Cañon Water Main Replacement project. The first phase of sidewalk reconstruction on Robertson Boulevard was completed. The second phase of the Citywide Traffic Signal System Upgrades project is scheduled to be completed in summer 2024. Numerous street repairs associated with water operations installations and emergency repairs have been completed. Sidewalk inspections and repairs continue throughout the City. Street sign replacement is about 20% complete and will continue through the next fiscal year.

Urban Forestry continued the coordinated trimming and maintenance of all City-owned trees in the public right-of-way.

The City Council approved the Neighborhood Traffic Calming Program in FY 2023-24 and staff is working with several neighborhoods to go through the resident approval process for various traffic calming devices. Other traffic and pedestrian safety projects included the start of a six-month demonstration of traffic calming as part of the Clifton-Le Doux Corridor Mobility Study on Clifton Way between Robertson and La Cienega Boulevards, pedestrian crossing traffic signal replacement at the 400 block of north Beverly Drive, and grant-funded pedestrian crossings at Wilshire Boulevard and south Palm Drive, Robertson Boulevard and Chalmers Drive, the 200 block of south Beverly Drive, the 400 block of north Camden Drive, and the 400 block of north Bedford Drive.

Facilities and Parks projects include accessibility improvements to the Roxbury Park Club House and the replacement of stair railings and guardrails connecting upper Greystone gardens to the mid-level parking area serving the mansion.
5 Design standards for parklets were completed and adopted by the City Council in January 2024. Other completed projects have enhanced the functionality of spaces for City staff, especially those working in public safety. Examples include remodeling of the Community Development Department areas in City Hall, remodeling of the Public Works administrative offices and construction of a lactation room at Public Works headquarters, improvements to the Police facility including the installation of new roll up gates, installation of two new Uninterruptible Power Source (UPS) units for the Dispatch office, and upgrade of the fire alarm system. Improvements to Fire facilities included the installation of a new fire station alert system and installation of new roll up gates for the staff parking garage at Fire Station 3.

Parking facilities continue to be a priority with similar enhancement and modernization efforts including the masonry wall replacement/stucco application at the Santa Monica 3 parking structure (485 N. Camden Drive); the remodel and waterproofing of the Parking Services office at the 450 N.

Crescent Drive parking structure; parking services repairs at the 450 N. Rexford Drive parking structure; slab repair, traffic coating, and façade painting at the 440 N. Camden Drive parking structure; waterproofing at the 345 N. Beverly Drive parking structure; and the completion of the installation of the next generation of the Parking Access and Revenue Control System.

Repairs to the sewer system were conducted throughout FY 2023-24 on an as-needed basis. The City of Beverly Hills executed a memorandum of agreement with the City of Los Angeles in January 2024 for the Regional Flow Treatment Facility for Ballona Creek Municipal Separate Storm Sewer System (MS4) compliance. The City’s cost-sharing participation will assist funding the construction of two regional treatment facilities that will reduce bacteria levels discharging to Ballona Creek and provide a supplemental source for regional recycled water. These treatment plants are under construction, which is expected to be completed by 2025.

In support of public safety, the successful launch of a common operating platform for the Real Time Watch Center (RTWC) enabled seamless integration and communication among relevant stakeholders.

Furthermore, the implementation of an artificial intelligence-based Records Management Software reporting system improved data analysis and decision-making processes, which enhanced operational efficiency and effectiveness. The City expanded Closed Circuit Television (CCTV) capabilities by integrating additional residential cameras as well as Beverly Hills Unified School District security cameras. Upgrades to radio infrastructure were also completed, ensuring robust communication channels vital for emergency response coordination and operational effectiveness. Fire apparatus upgrades were successfully executed, enhancing firefighting capabilities and ensuring the safety of personnel and the community. Additional Security Information and Event Management and Information Technology Asset Management functionality, as well as implementation of malwareresistant backups bolstered cyber security measures. These enhancements fortify the protection of critical data and infrastructure against cyber threats. 6 Finally, the City maintains a fleet of vehicles essential to staff’s execution of its collective duties. Safety vehicles from patrol cars to fire engines, heavy-duty trucks from solid waste collection to street cleaning, and from light-duty trucks to small electric vehicles make up a fleet of over 350 vehicles. During FY 2023-24, fifty-eight replacement vehicles (approximately 17% of the wheeled vehicle fleet) were purchased, including seven Police patrol vehicles that will come online during FY 2024-25.

Overall, it was a very productive year for achievement on capital improvement projects.

FY 2024-25 Proposed Capital Improvement Budget
The FY 2024-25 Proposed Capital Improvement Budget provides capital funding of $85.6 million in FY 2024-25 and a five-year projected funding of $398.5 million. This Proposed CIP Budget provides for FY 2024-25 appropriations to fund capital projects for the year and signifies Council’s approval of the current CIP plan for the four subsequent years. The total funding plan is $659.9 million, including $261.4 million in funds previously appropriated, but estimated to be unspent by the end of the current fiscal year and carried forward into FY 2024-25. General Fund contributions of $12.5 million to the Infrastructure Fund and $5.0 million to the Stormwater Fund are proposed to support the FY 2024-25 Proposed Capital Improvement Budget. It should be noted that approval of the plan would necessitate inflating the required General Fund contributions towards capital investment by approximately $2.0 million per year over the financial forecast presented to Council on March 18, 2024 to fund adjusted estimates of the City’s cost-share for the construction of the Ballona Creek Time Scheduled Order stormwater projects.

The FY 2024-25 Proposed Capital Improvement Budget presents funding for 93 different projects.

While this Proposed CIP Budget and five-year plan is largely consistent with the five-year plan presented last year, some notable changes include the addition of FY 2028-29 to the plan and increased funding for multiple projects. Below are some highlights of projects planned for FY 2024-25. 7 Water Improvements:
 Drilling and equipping of two La Brea subarea wells (Le Doux well and Gregory Way well) to augment the City’s local supply portfolio and reduce reliance on Metropolitan Water District imported water;
 Replacement and upgrades to the City’s existing meters and meter infrastructure with new technology Advanced Meter Infrastructure (AMI) system;
 Water main pipeline upgrades and replacements Citywide to enhance the City’s water distribution network;
 Design and installation of Reservoir Management Systems (RMSs) at the City’s three largest reservoirs to enhance operational storage; and
 Cabrillo Pump Station and Forebay planning and design to enhance and increase emergency pumping capacity and redundancy.

Street, Sidewalk, and Traffic Safety Improvements:
 Reconstruction of Coldwater Cañon Drive;
 Resurfacing of Burton Way;
 Design of crosswalks at Wilshire Blvd./Le Doux Road, Olympic Boulevard between Wetherly and Almont Drives, Robertson Blvd./Gregory Way, Beverly/Cañon/Lomitas, and all right turn slip lanes Citywide;
 Construction of Wilshire Blvd. and Crescent Drive intersection improvements; and  Implementation of streetscape enhancements on Wilshire and La Cienega Boulevards.

Facilities and Parks Improvements:
 Remodeling the Coldwater Park public restroom facilities;  Replacement of the UPS units serving the Emergency Operations Center and the Data Center;  Fire Station No. 1 – waterproofing for joint expansion and office space;  Hillcrest Shelter restoration and reconstruction;
 Repairing failed waterproofing, replacing interior finishes, and restoring the trellis at the Greystone pool house;
 Restoration of the bowling alley at Greystone Mansion, as well as storm drain system replacement at lower Greystone and other site improvements at Greystone;  Construction of a new restroom facility to replace and expand the current facility at Will Rogers Park;
 Interior improvement of City Hall tower elevator lobbies and 5th floor space, plus conversion of the existing roof area to create a usable roof terrace;
 Expansion of Fire Station No. 2 to create additional bedrooms;  Interior improvements at the Community Development Department staff area;  Upgrades to the fire alarm system at the library building;  Completion of design for shade structures at the Beverly Hills Dog Park; 8  Upgrade of the ventilation system at the three fire stations; and  Miscellaneous interior remodels of staff areas at Fire Headquarters.

Parking Facilities:
 450 N. Rexford Drive wayfinding;
 321 S. La Cienega Blvd. lighting upgrade;
 345 N. Beverly Drive slab repair and traffic coating;  438 N. Beverly Drive/439 N. Cañon Drive waterproofing;  242 N. Beverly Drive/241 N. Cañon Drive slab repair; and  Electric vehicle level 2 charger installation.

Vehicle Fleet Expansion and Optimization:
 Expansion to Meet Growing Demand: As our City continues to grow and evolve, so does the demand for City services. To meet this demand, the City plans to acquire additional vehicles to bolster its fleet, ensuring that it can effectively respond to the needs of our expanding community.  Technology Upgrades: Advancements in vehicle technology are constantly evolving, offering new opportunities to improve efficiency and performance. In the coming fiscal year, the City will explore options to integrate cutting-edge technologies into its fleet, such as telematics systems for improved tracking and diagnostics.
 Infrastructure Support Vehicles: As part of its ongoing commitment to infrastructure maintenance and improvement, the City will invest in specialized support vehicles to assist with tasks such as road repair, landscaping, and facility maintenance. These vehicles will enhance the City’s ability to keep its infrastructure in top condition.
 Continued Emphasis on Sustainability: Building on its past efforts, the City will continue to prioritize the acquisition of environmentally friendly vehicles, including hybrid and electric models. By reducing its reliance on fossil fuels, the City will minimize its environmental impact and lead by example in the transition to a more sustainable future. To further this point, sixty-five level 2 electrical vehicle charging stations, partially funded through the Southern California Edison Charge Ready Program, were installed at the Public Works Campus.

Additionally, the City will be investing in the expansion of its CCTV backup infrastructure to accommodate a two-year data storage capacity.
9 Of the 93 ongoing capital projects listed, the FY 2024-25 Proposed Capital Improvement Budget allocates $85.6 million in funding for 69 projects, providing for capital improvement needs of the City of Beverly Hills that support the City Council priorities and directives. Based on the timing of work planned around available resources and project concepts, the other 24 active projects do not need additional funding in FY 2024-25 to carryout project work plans.

The following chart depicts the distribution of the total CIP budget for FY 2024-25 by fund:

CIP Budget by Fund (in millions)
$85.6 million for FY 2024-25
10 There are no new Capital Improvement Projects this year. Funding for continuing major projects include:
 $6.6 million for Parking Program Upgrades and Improvements  $5.0 million for Street and Sidewalk Improvements
 $4.2 million for Community Security Enhancements (CCTV/ALPR)  $4.2 million for Major Building Systems Maintenance and Replacement  $3.7 million for Citywide Lighting and Décor
 $3.5 million for Vehicle Replacement Program
 $3.3 million for Parking Facility Concrete Rehab and Waterproofing  $2.5 million for Ballona Creek MS4 Compliance
 $2.5 million for Water Main and Hydrant Replacement
 $2.5 million for Hyperion Plant
 $2.4 million for Electric Vehicle Charing Infrastructure  $2.3 million for Street Light and Signal Pole Replacement  $2.0 million for Fire Station 2 – Maintenance and Improvement Contents and Format of the CIP Budget
Included in this document are summaries of the CIP projects by fund, by name, and by six-year project total. Included in all summaries are estimates of FY 2023-24 carryovers, FY 2024-25 proposed appropriations, and anticipated CIP amounts for four additional fiscal years. Also presented is a schedule identifying the components of the FY 2023-24 revised budget, estimated current year capital expenditures, and estimated carryovers of CIP projects by fund. Subsequently, a final summary is presented of changes from the four overlapping years of the FY 2023-24 approved CIP plan and the FY 2024-25 proposed CIP plan. These summaries are followed by the detailed CIP project pages containing a brief description of each project and status update thereon, as well as financial and other information about the project plan.

The project pages are followed by appendices containing five-year schedules for the following CIP projects: CIP 00089 Street Tree Removal and Replacement; CIP 00195 Street and Sidewalk Improvements; CIP 00713 Repaint City Buildings; CIP 00833 Building Envelope Improvements on City Structures; and CIP 08502 Vehicle Replacement Program.
11 CIP Process Overview
Capital Improvement Project budgeting for FY 2024-25 began in January when departments reviewed the current five-year plan with a focus on established City Council objectives for the Capital Improvement Program. Staff prioritized all current and future projects and set new fifth-year estimates.

This effort included establishing priorities for projects, identifying funding sources, and refining requests. The result of this process is the development of the Proposed Capital Improvement Budget and five-year plan, a summary of which will be presented to the Planning Commission in June for review and determination of conformance with the City’s General Plan, prior to City Council adoption in June.

Conclusion
The Fiscal Year 2024-25 appropriations recommended in this Proposed Capital Improvement Budget represent a decrease of $10.9 million over the approved CIP plan presented last year. The FY 2024-25 Proposed Capital Improvement Budget continues to address the City’s capital improvement needs in support of the City Council priorities and directives, and ensures that public safety infrastructure, streets; public buildings; parking facilities; parks; and sewer, stormwater, and water infrastructure are enhanced and well maintained for maximum safety, functionality, and attraction.

The City must remain vigilant as global instability, high interest rates, and supply chain issues have driven up costs the City is incurring for supplies and vendor services. In addition to its capital projects, the City is also making significant investments in property acquisition, security for the opening of the Metro Purple Line Extension stations in Beverly Hills, unhoused assistance, and its district schools. In light of these pressures, the City will need to consistently reevaluate rising operating costs and available resources against the capital investments provided for in the outer years of this plan. Moving forward, the City’s focus will need to be a longer-term view, which was a primary purpose of the recent Blue Ribbon Committee on Long-Term Strategic Financial Planning. With an enhanced focus on long-term financial planning, the City Council will be required to balance operational needs, necessary capital investments, and community priorities against finite resources. 12 CIP NAME CIP NO.
336 FOOTHILL ROAD 00881
AFFORDABLE HOUSING DEVELOPMENT 00170
AMERICANS WITH DISABILITIES ACT (ADA) COMPLIANCE 00900
BALLONA CREEK MS4 COMPLIANCE 00270
BEVERLY GARDENS PARK 00485
BUILDING ENVELOPE IMPROVEMENTS ON CITY STRUCTURES 00833 CABRILLO RESERVOIR REPLACEMENT 00972
CITY ELEVATOR REPLACEMENT AND UPGRADES 00937
CITY HALL MASTER PROJECT 00851
CITYWIDE LIGHTING AND DÉCOR 00635
CNG FUELING STATION 00840
COLDWATER PARK MASTER PLAN 00320
COMMUNITY SECURITY ENHANCEMENTS (CCTV/ALPR) 00342
COMPLETE STREETS 00100
DOCUMENT IMAGING 00335
DOG PARK 00150
EGOV INITIATIVE 00334
ELECTRIC VEHICLE CHARGING INFRASTRUCTURE 00355
EMERGENCY GENERATOR REPLACEMENT 00960
ENHANCED NETWORK SECURITY/DISASTER RECOVERY 00347
FINANCIAL AND HUMAN RESOURCES SOFTWARE 00336
FINE ART 00568
FIRE HEADQUARTERS - MAINTENANCE AND IMPROVEMENT 00585
FIRE STATION 2 - MAINTENANCE AND IMPROVEMENT 00586

CAPITAL IMPROVEMENT PROJECTS IN ALPHABETICAL ORDER
13 CIP NAME CIP NO.

CAPITAL IMPROVEMENT PROJECTS IN ALPHABETICAL ORDER
FIRE STATION 3 - MAINTENANCE AND IMPROVEMENT 00587
FIRE STATION APPARATUS DOORS 00589
GENERAL BUILDING AND SITE IMPROVEMENTS 00888
GPS PARKING ENFORCEMENT UNIT 00895
GREYSTONE PARK IMPROVEMENTS 00442
HYPERION PLANT 00197
IT EQUIPMENT REPLACEMENT PROGRAM 00329
LA BREA BASIN WELL DEVELOPMENT (WEP) 00916
LA CIENEGA TENNIS CENTER IRRIGATION AND LANDSCAPING REPLACEMENT 00487 LAND ACQUISITION 00647
LED LIGHTING FOR CITY TENNIS COURTS 00484
LIBRARY FACILITY MAINTENANCE AND IMPROVEMENT 00838
MAJOR BUILDING SYSTEMS MAINTENANCE AND REPLACEMENT 00811 METRO RODEO STATION NORTH PORTAL 00725
MISCELLANEOUS AND UNPLANNED CONSTRUCTION PROJECTS 00815 MISCELLANEOUS TECHNOLOGY PROJECTS 00348
MUNICIPAL AREA NETWORK (MAN) 00883
OFFICE RECONFIGURATION AND FURNITURE REPLACEMENT 00650
PARCELS 12 AND 13 00918
PARK FACILITIES MAINTENANCE AND IMPROVEMENTS 00315
PARK FACILITIES RENOVATION - LA CIENEGA PARK 00343
PARK FACILITIES RENOVATION - ROXBURY PARK 00914
PARKING FACILITY CONCRETE REHAB AND WATERPROOFING 00936 PARKING METER INFRASTRUCTURE 00911
14 CIP NAME CIP NO.

CAPITAL IMPROVEMENT PROJECTS IN ALPHABETICAL ORDER
PARKING PROGRAM UPGRADES AND IMPROVEMENTS 00786
PARKING REVENUE CONTROL SYSTEM UPGRADE 00785
PAVEMENT MASTER PLAN 00554
PLAYGROUND EQUIPMENT MAINTENANCE AND IMPROVEMENTS 00903 POLICE FACILITY UPGRADES 00933
PUBLIC SAFETY CAD/RMS SYSTEM 00339
PUBLIC WORKS ASSET MANAGEMENT SYSTEM 00896
PUBLIC WORKS CAMPUS 00893
PUBLIC WORKS WAREHOUSE SPACE 00890
RADIO INFRASTRUCTURE 00859
REPAINT CITY BUILDINGS 00713
REPLACE UPS EQUIPMENT 00922
RESERVOIR REPLACEMENT AND PUMP STATION REHAB 00796
SANTA MONICA BLVD CORRIDOR RECONSTRUCTION 00889
SECURITY SYSTEM UPGRADE 00781
SEWER SYSTEM REPAIRS 00066
SIDEWALK REPAIR - STREET TREE REPLACEMENT 00946
SIREN SYSTEM CITYWIDE 00229
SOUTHEAST ENHANCEMENTS 00854
STORM DRAIN AND COMPLIANCE (WITH TMDL) 00553
STORMWATER REHABILITATION PROGRAM 00260
STREET AND SIDEWALK IMPROVEMENTS 00195
STREET LIGHT AND SIGNAL POLE REPLACEMENT 00630
STREET SIGN AND STRIPING 00863
15 CIP NAME CIP NO.

CAPITAL IMPROVEMENT PROJECTS IN ALPHABETICAL ORDER
STREET TREE IRRIGATION 00945
STREET TREE REMOVAL AND REPLACEMENT 00089
STREETSCAPE IMPROVEMENTS 00740
SUBWAY MITIGATION 00050
SYSTEMWIDE WATER CAPACITY UPGRADES 00681
TELEPHONE SYSTEM ENHANCEMENTS 00856
TENANT IMPROVEMENT PROGRAM 00349
TENNIS COURTS AND SITE ENHANCEMENTS 00483
TRAFFIC CALMING / MANAGEMENT 00055
TRAFFIC SIGNAL SYSTEM UPGRADES 00210
URBAN DESIGN / STREETSCAPE 00864
VEHICLE REPLACEMENT PROGRAM 08502
VIDEO PRODUCTION EQUIPMENT REPLACEMENT 00901
WATER CONSERVATION PROGRAM 00230
WATER MAIN AND HYDRANT REPLACEMENT 00387
WATER MASTER PLAN 00397
WATER METER REPLACEMENT 00669
WATER TREATMENT PLANT REPLACEMENT AND REPAIR 00795
WELL REHAB AND GROUNDWATER DEVELOPMENT 00225
WILSHIRE BLVD SUBWAY STREETSCAPE 00720
ZERO WASTE PLAN 00240
16 CIP SUMMARY BY FUND
120 - State Gas Tax
FY 23-24
Estimated
Carryovers
FY 24-25
Proposed FY 25-26 FY 26-27 FY 27-28 FY 28-29 Six-Year Total 00195 STREET AND SIDEWALK IMPROVEMENTS 3,165,988 825,000 900,000 925,000 925,000 975,000 7,715,988 00554 PAVEMENT MASTER PLAN 285,061 35,000 30,000 0 0 0 350,061 3,451,049 860,000 930,000 925,000 925,000 975,000 8,066,049 121 - Road Maintenance and Rehabilitation Account
FY 23-24
Estimated
Carryovers
FY 24-25
Proposed FY 25-26 FY 26-27 FY 27-28 FY 28-29 Six-Year Total 00195 STREET AND SIDEWALK IMPROVEMENTS 4,016,500 750,000 775,000 800,000 825,000 850,000 8,016,500 4,016,500 750,000 775,000 800,000 825,000 850,000 8,016,500 130 - In-Lieu Parking District
FY 23-24
Estimated
Carryovers
FY 24-25
Proposed FY 25-26 FY 26-27 FY 27-28 FY 28-29 Six-Year Total 00355 ELECTRIC VEHICLE CHARGING
INFRASTRUCTURE 0 1,000,000 0 0 0 0 1,000,000
00786 PARKING PROGRAM UPGRADES AND
IMPROVEMENTS 0 4,585,000 0 0 0 0 4,585,000
0 5,585,000 0 0 0 0 5,585,000
160 - Parks and Recreation Facilities
FY 23-24
Estimated
Carryovers
FY 24-25
Proposed FY 25-26 FY 26-27 FY 27-28 FY 28-29 Six-Year Total ***** PROJECT MANAGEMENT 0 245,424 255,241 265,451 276,069 287,112 1,329,297 00089 STREET TREE REMOVAL AND REPLACEMENT 5,859,460 1,500,000 1,500,000 1,875,000 1,875,000 2,375,000 14,984,460 00150 DOG PARK 185,682 35,000 45,000 45,000 35,000 50,000 395,682 00315 PARK FACILITIES MAINTENANCE AND
IMPROVEMENTS 2,076,083 300,000 100,000 110,000 110,000 110,000 2,806,083 00320 COLDWATER PARK MASTER PLAN 106,152 250,000 0 0 0 0 356,152 00343 PARK FACILITIES RENOVATION - LA CIENEGA
PARK 5,173,684 0 0 0 0 0 5,173,684
00442 GREYSTONE PARK IMPROVEMENTS 4,747,788 727,250 750,000 1,500,000 773,500 2,000,000 10,498,538 00483 TENNIS COURTS AND SITE ENHANCEMENTS 100,228 100,000 50,000 0 0 100,000 350,228 00484 LED LIGHTING FOR CITY TENNIS COURTS 58,193 0 0 25,000 0 0 83,193 00485 BEVERLY GARDENS PARK 88,321 50,000 50,000 50,000 50,000 50,000 338,321 00487 LA CIENEGA TENNIS CENTER IRRIGATION AND
LANDSCAPING REPLACEMENT 500,000 0 250,000 0 250,000 0 1,000,000 00903 PLAYGROUND EQUIPMENT MAINTENANCE
AND IMPROVEMENTS 556,021 26,000 27,000 50,000 50,000 100,000 809,021 00914 PARK FACILITIES RENOVATION - ROXBURY
PARK 453,020 130,000 120,000 75,000 75,000 75,000 928,020 Total by Fund 19,904,632 3,363,674 3,147,241 3,995,451 3,494,569 5,147,112 39,052,679 CIP # / Project Name
Total by Fund
CIP # / Project Name
Total by Fund
CIP # / Project Name
CIP # / Project Name
Total by Fund
17 CIP SUMMARY BY FUND
180 - Fine Art
FY 23-24
Estimated
Carryovers
FY 24-25
Proposed FY 25-26 FY 26-27 FY 27-28 FY 28-29 Six-Year Total ***** PROJECT MANAGEMENT 0 20,452 21,270 22,121 23,006 23,926 110,775 00568 FINE ART 445,104 60,000 80,000 80,000 80,000 100,000 845,104 445,104 80,452 101,270 102,121 103,006 123,926 955,879
210 - Affordable Housing
FY 23-24
Estimated
Carryovers
FY 24-25
Proposed FY 25-26 FY 26-27 FY 27-28 FY 28-29 Six-Year Total 00170 AFFORDABLE HOUSING DEVELOPMENT 442,490 0 0 0 0 0 442,490 442,490 0 0 0 0 0 442,490
240 - Air Quality Improvement
FY 23-24
Estimated
Carryovers
FY 24-25
Proposed FY 25-26 FY 26-27 FY 27-28 FY 28-29 Six-Year Total 00100 COMPLETE STREETS 56,957 0 0 0 0 0 56,957
56,957 0 0 0 0 0 56,957
280 - Measure W - Safe Clean Water
FY 23-24
Estimated
Carryovers
FY 24-25
Proposed FY 25-26 FY 26-27 FY 27-28 FY 28-29 Six-Year Total 00270 BALLONA CREEK MS4 COMPLIANCE 459,543 500,000 500,000 500,000 500,000 500,000 2,959,543 459,543 500,000 500,000 500,000 500,000 500,000 2,959,543 310 - Prop C Local Transit
FY 23-24
Estimated
Carryovers
FY 24-25
Proposed FY 25-26 FY 26-27 FY 27-28 FY 28-29 Six-Year Total 00195 STREET AND SIDEWALK IMPROVEMENTS 1,798,880 425,000 450,000 475,000 500,000 525,000 4,173,880 00720 WILSHIRE BLVD SUBWAY STREETSCAPE 2,167,661 0 0 0 0 0 2,167,661 3,966,541 425,000 450,000 475,000 500,000 525,000 6,341,541 326 - Seized and Forfeited Property
FY 23-24
Estimated
Carryovers
FY 24-25
Proposed FY 25-26 FY 26-27 FY 27-28 FY 28-29 Six-Year Total 00342 COMMUNITY SECURITY ENHANCEMENTS
(CCTV/ALPR) 122,161 0 0 0 0 0 122,161
00933 POLICE FACILITY UPGRADES 1,029,804 0 0 0 0 0 1,029,804 1,151,965 0 0 0 0 0 1,151,965
CIP # / Project Name
CIP # / Project Name
Total by Fund
CIP # / Project Name
Total by Fund
CIP # / Project Name
Total by Fund
Total by Fund
CIP # / Project Name
Total by Fund
Total by Fund
CIP # / Project Name
18 CIP SUMMARY BY FUND
330 - Measure R Local Transit
FY 23-24
Estimated
Carryovers
FY 24-25
Proposed FY 25-26 FY 26-27 FY 27-28 FY 28-29 Six-Year Total 00720 WILSHIRE BLVD SUBWAY STREETSCAPE 1,933,152 0 200,000 200,000 0 0 2,333,152 00889 SANTA MONICA BLVD CORRIDOR
RECONSTRUCTION 17,752 0 0 0 0 0 17,752
1,950,904 0 200,000 200,000 0 0 2,350,904
340 - Measure M Local Transit
FY 23-24
Estimated
Carryovers
FY 24-25
Proposed FY 25-26 FY 26-27 FY 27-28 FY 28-29 Six-Year Total 00720 WILSHIRE BLVD SUBWAY STREETSCAPE 1,743,708 900,000 200,000 0 0 0 2,843,708 1,743,708 900,000 200,000 0 0 0 2,843,708
405 - Capital Assets
FY 23-24
Estimated
Carryovers
FY 24-25
Proposed FY 25-26 FY 26-27 FY 27-28 FY 28-29 Six-Year Total ***** PROJECT MANAGEMENT 0 1,045,325 1,087,138 1,130,624 1,175,849 1,222,883 5,661,819 00229 SIREN SYSTEM CITYWIDE 54,242 0 0 0 0 0 54,242
00349 TENANT IMPROVEMENT PROGRAM 1,518,790 375,000 350,000 350,000 900,000 650,000 4,143,790 00442 GREYSTONE PARK IMPROVEMENTS 38,244 0 0 750,000 0 0 788,244 00585 FIRE HEADQUARTERS - MAINTENANCE AND
IMPROVEMENT 477,504 900,000 18,000 18,000 100,000 200,000 1,713,504 00586 FIRE STATION 2 - MAINTENANCE AND
IMPROVEMENT 1,065,607 1,975,000 10,000 10,000 10,000 110,000 3,180,607 00587 FIRE STATION 3 - MAINTENANCE AND
IMPROVEMENT 1,556,071 750,000 10,000 10,000 10,000 110,000 2,446,071 00589 FIRE STATION APPARATUS DOORS 25,856 25,000 25,000 25,000 25,000 25,000 150,856 00647 LAND ACQUISITION 6,936,357 0 0 0 0 0 6,936,357
00650 OFFICE RECONFIGURATION AND FURNITURE
REPLACEMENT 796,851 923,000 1,122,000 0 150,000 200,000 3,191,851 00713 REPAINT CITY BUILDINGS 908,269 500,000 250,000 550,000 275,000 300,000 2,783,269 00781 SECURITY SYSTEM UPGRADE 319,080 106,000 109,000 125,000 0 0 659,080 00811 MAJOR BUILDING SYSTEMS MAINTENANCE
AND REPLACEMENT 6,468,415 2,200,000 4,300,000 6,250,000 6,500,000 5,000,000 30,718,415 00815 MISCELLANEOUS AND UNPLANNED
CONSTRUCTION PROJECTS 619,828 550,000 500,000 450,000 565,000 525,000 3,209,828 00833 BUILDING ENVELOPE IMPROVEMENTS ON
CITY STRUCTURES 1,087,016 1,500,000 2,000,000 1,000,000 1,000,000 1,000,000 7,587,016 00838 LIBRARY FACILITY MAINTENANCE AND
IMPROVEMENT 187,996 50,000 0 150,000 0 0 387,996
00851 CITY HALL MASTER PROJECT 7,324,449 1,850,000 285,000 535,000 540,000 300,000 10,834,449 00854 SOUTHEAST ENHANCEMENTS 5,656,219 0 0 0 0 0 5,656,219 00881 336 FOOTHILL ROAD 1,183,832 0 0 0 0 0 1,183,832
CIP # / Project Name
CIP # / Project Name
Total by Fund
Total by Fund
CIP # / Project Name
19 CIP SUMMARY BY FUND
405 - Capital Assets (Continued)
FY 23-24
Estimated
Carryovers
FY 24-25
Proposed FY 25-26 FY 26-27 FY 27-28 FY 28-29 Six-Year Total 00888 GENERAL BUILDING AND SITE
IMPROVEMENTS 191,119 475,000 0 0 0 150,000 816,119
00890 PUBLIC WORKS WAREHOUSE SPACE 435,000 0 0 0 0 0 435,000 00893 PUBLIC WORKS CAMPUS 9,570 250,000 0 0 0 0 259,570 00895 GPS PARKING ENFORCEMENT UNIT 150,464 0 0 65,000 0 0 215,464 00896 PUBLIC WORKS ASSET MANAGEMENT
SYSTEM 199,706 0 0 0 0 0 199,706
00900 AMERICANS WITH DISABILITIES ACT (ADA)
COMPLIANCE 554,791 100,000 150,000 150,000 150,000 200,000 1,304,791 00914 PARK FACILITIES RENOVATION - ROXBURY
PARK 66,230 50,000 0 50,000 0 0 166,230
00918 PARCELS 12 AND 13 209,969 0 0 0 0 0 209,969
00922 REPLACE UPS EQUIPMENT 696,199 850,000 0 50,000 50,000 75,000 1,721,199 00933 POLICE FACILITY UPGRADES 3,757,773 500,000 750,000 500,000 1,000,000 1,000,000 7,507,773 00937 CITY ELEVATOR REPLACEMENT AND
UPGRADES 204,063 207,000 210,000 250,000 250,000 200,000 1,321,063 42,699,510 15,181,325 11,176,138 12,418,624 12,700,849 11,267,883 105,444,329 410 - Information Technology
FY 23-24
Estimated
Carryovers
FY 24-25
Proposed FY 25-26 FY 26-27 FY 27-28 FY 28-29 Six-Year Total ***** PROJECT MANAGEMENT 0 41,282 42,933 44,650 46,436 48,293 223,594 00329 IT EQUIPMENT REPLACEMENT PROGRAM 66,927 1,700,000 1,700,000 1,700,000 1,700,000 1,700,000 8,566,927 00334 EGOV INITIATIVE 249,877 500,000 500,000 500,000 500,000 500,000 2,749,877 00335 DOCUMENT IMAGING 417,255 600,000 600,000 0 0 0 1,617,255 00336 FINANCIAL AND HUMAN RESOURCES
SOFTWARE 278,309 0 0 0 0 0 278,309
00339 PUBLIC SAFETY CAD/RMS SYSTEM 1,000 100,000 100,000 100,000 100,000 100,000 501,000 00342 COMMUNITY SECURITY ENHANCEMENTS
(CCTV/ALPR) 1,659,051 4,200,000 2,500,000 2,500,000 2,500,000 2,500,000 15,859,051 00347 ENHANCED NETWORK SECURITY/DISASTER
RECOVERY 535 100,000 100,000 100,000 100,000 100,000 500,535 00348 MISCELLANEOUS TECHNOLOGY PROJECTS 24,170 50,000 50,000 50,000 50,000 50,000 274,170 00856 TELEPHONE SYSTEM ENHANCEMENTS 486,330 0 0 0 0 0 486,330 00859 RADIO INFRASTRUCTURE 267,469 1,500,000 500,000 500,000 500,000 500,000 3,767,469 00883 MUNICIPAL AREA NETWORK (MAN) 167,957 1,500,000 900,000 900,000 900,000 500,000 4,867,957 3,618,880 10,291,282 6,992,933 6,394,650 6,396,436 5,998,293 39,692,474 CIP # / Project Name
Total by Fund
CIP # / Project Name
Total by Fund
20 CIP SUMMARY BY FUND
420 - Cable Television
FY 23-24
Estimated
Carryovers
FY 24-25
Proposed FY 25-26 FY 26-27 FY 27-28 FY 28-29 Six-Year Total 00888 GENERAL BUILDING AND SITE
IMPROVEMENTS 6,041 0 0 0 0 0 6,041
00901 VIDEO PRODUCTION EQUIPMENT
REPLACEMENT 1,881,864 200,000 200,000 200,000 200,000 200,000 2,881,864 1,887,905 200,000 200,000 200,000 200,000 200,000 2,887,905 490 - Vehicle Replacement
FY 23-24
Estimated
Carryovers
FY 24-25
Proposed FY 25-26 FY 26-27 FY 27-28 FY 28-29 Six-Year Total ***** PROJECT MANAGEMENT 0 61,472 63,931 66,488 69,148 71,914 332,953 00355 ELECTRIC VEHICLE CHARGING
INFRASTRUCTURE 250,398 100,000 100,000 100,000 100,000 100,000 750,398 00840 CNG FUELING STATION 479,402 60,000 250,000 200,000 200,000 200,000 1,389,402 00895 GPS PARKING ENFORCEMENT UNIT 635,000 0 0 240,000 0 0 875,000 00960 EMERGENCY GENERATOR REPLACEMENT 3,875,052 0 0 250,000 250,000 0 4,375,052 08502 VEHICLE REPLACEMENT PROGRAM 5,616,550 3,500,000 3,500,000 3,500,000 3,500,000 3,500,000 23,116,550 10,856,402 3,721,472 3,913,931 4,356,488 4,119,148 3,871,914 30,839,355 600 - Infrastructure
FY 23-24
Estimated
Carryovers
FY 24-25
Proposed FY 25-26 FY 26-27 FY 27-28 FY 28-29 Six-Year Total ***** PROJECT MANAGEMENT 0 2,284,724 2,376,113 2,471,158 2,570,004 2,672,804 12,374,803 00050 SUBWAY MITIGATION 3,902,068 0 0 0 0 0 3,902,068
00055 TRAFFIC CALMING / MANAGEMENT 1,076,318 525,000 550,000 600,000 650,000 700,000 4,101,318 00100 COMPLETE STREETS 1,916,457 1,500,000 1,500,000 1,550,000 1,600,000 650,000 8,716,457 00195 STREET AND SIDEWALK IMPROVEMENTS 10,999,677 2,000,000 2,250,000 2,500,000 3,000,000 3,250,000 23,999,677 00210 TRAFFIC SIGNAL SYSTEM UPGRADES 6,920,040 1,250,000 650,000 650,000 650,000 700,000 10,820,040 00229 SIREN SYSTEM CITYWIDE 61,886 0 0 0 0 0 61,886
00630 STREET LIGHT AND SIGNAL POLE
REPLACEMENT 3,075,541 2,250,000 2,500,000 2,700,000 3,000,000 3,250,000 16,775,541 00635 CITYWIDE LIGHTING AND DÉCOR 220,670 3,680,000 3,500,000 3,500,000 3,500,000 3,750,000 18,150,670 00720 WILSHIRE BLVD SUBWAY STREETSCAPE 2,864,071 500,000 1,500,000 1,300,000 0 0 6,164,071 00725 METRO RODEO STATION NORTH PORTAL 4,500,000 0 0 0 0 0 4,500,000 00740 STREETSCAPE IMPROVEMENTS 0 0 0 0 0 925,000 925,000 00863 STREET SIGN AND STRIPING 4,200,301 1,000,000 1,000,000 1,000,000 1,000,000 1,000,000 9,200,301 00864 URBAN DESIGN / STREETSCAPE 3,502,200 1,100,000 0 0 0 0 4,602,200 00896 PUBLIC WORKS ASSET MANAGEMENT
SYSTEM 214,212 0 10,000 10,000 0 0 234,212
00945 STREET TREE IRRIGATION 842 0 0 0 0 0 842
00946 SIDEWALK REPAIR - STREET TREE
REPLACEMENT 5,087 0 0 0 0 0 5,087
Total by Fund
CIP # / Project Name
CIP # / Project Name
Total by Fund
CIP # / Project Name
21 CIP SUMMARY BY FUND
600 - Infrastructure (Continued)
FY 23-24
Estimated
Carryovers
FY 24-25
Proposed FY 25-26 FY 26-27 FY 27-28 FY 28-29 Six-Year Total 00960 EMERGENCY GENERATOR REPLACEMENT 112,013 0 0 300,000 0 0 412,013 43,571,383 16,089,724 15,836,113 16,581,158 15,970,004 16,897,804 124,946,186 800 - Water Enterprise
FY 23-24
Estimated
Carryovers
FY 24-25
Proposed FY 25-26 FY 26-27 FY 27-28 FY 28-29 Six-Year Total ***** PROJECT MANAGEMENT 0 1,482,337 1,541,630 1,603,295 1,667,427 1,734,124 8,028,813 00195 STREET AND SIDEWALK IMPROVEMENTS 462,746 500,000 550,000 600,000 650,000 700,000 3,462,746 00225 WELL REHAB AND GROUNDWATER
DEVELOPMENT 1,391,220 425,000 375,000 325,000 400,000 440,000 3,356,220 00230 WATER CONSERVATION PROGRAM 714,525 10,500 10,500 10,500 10,500 10,500 767,025 00387 WATER MAIN AND HYDRANT REPLACEMENT 2,931,860 2,500,000 4,000,000 3,500,000 4,370,000 4,000,000 21,301,860 00397 WATER MASTER PLAN 256,716 0 1,000,000 0 0 0 1,256,716 00647 LAND ACQUISITION 5,766,975 0 0 0 0 0 5,766,975
00669 WATER METER REPLACEMENT 6,651,553 1,750,000 1,750,000 2,000,000 500,000 500,000 13,151,553 00795 WATER TREATMENT PLANT REPLACEMENT
AND REPAIR 354,114 250,000 250,000 250,000 6,000,000 250,000 7,354,114 00796 RESERVOIR REPLACEMENT AND PUMP
STATION REHAB 4,612,623 195,000 700,000 700,000 700,000 700,000 7,607,623 00896 PUBLIC WORKS ASSET MANAGEMENT
SYSTEM 12,500 10,000 10,000 10,000 10,000 10,000 62,500 00916 LA BREA BASIN WELL DEVELOPMENT (WEP) 27,136,289 0 1,750,000 1,750,000 0 0 30,636,289 00972 CABRILLO RESERVOIR REPLACEMENT 5,264,232 0 0 0 0 0 5,264,232 55,555,353 7,122,837 11,937,130 10,748,795 14,307,927 8,344,624 108,016,666 801 - Water Capacity Fee
FY 23-24
Estimated
Carryovers
FY 24-25
Proposed FY 25-26 FY 26-27 FY 27-28 FY 28-29 Six-Year Total 00225 WELL REHAB AND GROUNDWATER
DEVELOPMENT 0 150,000 150,000 150,000 150,000 150,000 750,000 00681 SYSTEMWIDE WATER CAPACITY UPGRADES 5,916,449 780,300 780,300 780,300 780,300 780,300 9,817,949 5,916,449 930,300 930,300 930,300 930,300 930,300 10,567,949 802 - Water Supply Fee
FY 23-24
Estimated
Carryovers
FY 24-25
Proposed FY 25-26 FY 26-27 FY 27-28 FY 28-29 Six-Year Total 00225 WELL REHAB AND GROUNDWATER
DEVELOPMENT 600,000 400,000 400,000 450,000 450,000 450,000 2,750,000 00916 LA BREA BASIN WELL DEVELOPMENT (WEP) 3,500,000 0 0 0 0 0 3,500,000 4,100,000 400,000 400,000 450,000 450,000 450,000 6,250,000 -
CIP # / Project Name
CIP # / Project Name
Total by Fund
Total by Fund
CIP # / Project Name
Total by Fund
Total by Fund
CIP # / Project Name
22 CIP SUMMARY BY FUND
810 - Parking Enterprise
FY 23-24
Estimated
Carryovers
FY 24-25
Proposed FY 25-26 FY 26-27 FY 27-28 FY 28-29 Six-Year Total ***** PROJECT MANAGEMENT 0 634,010 659,370 685,745 713,175 741,702 3,434,002 00349 TENANT IMPROVEMENT PROGRAM 1,231,807 800,000 650,000 650,000 650,000 150,000 4,131,807 00355 ELECTRIC VEHICLE CHARGING
INFRASTRUCTURE 860,746 1,250,000 1,250,000 500,000 500,000 500,000 4,860,746 00713 REPAINT CITY BUILDINGS 2,396,300 350,000 475,000 500,000 500,000 300,000 4,521,300 00785 PARKING REVENUE CONTROL SYSTEM
UPGRADE 2,298,306 275,000 275,000 275,000 275,000 275,000 3,673,306 00786 PARKING PROGRAM UPGRADES AND
IMPROVEMENTS 3,333,332 2,000,000 1,000,000 1,500,000 1,500,000 1,500,000 10,833,332 00811 MAJOR BUILDING SYSTEMS MAINTENANCE
AND REPLACEMENT 3,196,205 2,000,000 3,000,000 4,750,000 4,500,000 2,000,000 19,446,205 00815 MISCELLANEOUS AND UNPLANNED
CONSTRUCTION PROJECTS 715,261 200,000 300,000 300,000 300,000 300,000 2,115,261 00896 PUBLIC WORKS ASSET MANAGEMENT
SYSTEM 46,701 0 0 0 0 0 46,701
00911 PARKING METER INFRASTRUCTURE 562,584 735,000 1,215,000 200,000 250,000 250,000 3,212,584 00936 PARKING FACILITY CONCRETE REHAB AND
WATERPROOFING 6,421,990 3,250,000 3,000,000 3,250,000 3,500,000 1,500,000 20,921,990 00937 CITY ELEVATOR REPLACEMENT AND
UPGRADES 1,082,820 400,000 400,000 450,000 400,000 200,000 2,932,820 22,146,052 11,894,010 12,224,370 13,060,745 13,088,175 7,716,702 80,130,054 830 - Solid Waste Enterprise
FY 23-24
Estimated
Carryovers
FY 24-25
Proposed FY 25-26 FY 26-27 FY 27-28 FY 28-29 Six-Year Total ***** PROJECT MANAGEMENT 0 41,176 42,823 44,536 46,317 48,170 223,022 00195 STREET AND SIDEWALK IMPROVEMENTS 2,224,058 500,000 500,000 500,000 500,000 500,000 4,724,058 00240 ZERO WASTE PLAN 431,294 51,500 51,500 51,500 51,500 51,500 688,794 00896 PUBLIC WORKS ASSET MANAGEMENT
SYSTEM 138,681 10,000 10,000 10,000 10,000 10,000 188,681 2,794,033 602,676 604,323 606,036 607,817 609,670 5,824,555 840 - Wastewater Enterprise
FY 23-24
Estimated
Carryovers
FY 24-25
Proposed FY 25-26 FY 26-27 FY 27-28 FY 28-29 Six-Year Total ***** PROJECT MANAGEMENT 0 247,056 256,938 267,216 277,905 289,021 1,338,136 00066 SEWER SYSTEM REPAIRS 19,322,544 1,865,000 1,500,000 2,500,000 2,500,000 2,500,000 30,187,544 00197 HYPERION PLANT 7,559,982 2,478,825 2,646,610 2,896,505 3,000,000 3,000,000 21,581,922 00896 PUBLIC WORKS ASSET MANAGEMENT
SYSTEM 167,688 10,000 10,000 10,000 10,000 10,000 217,688 27,050,214 4,600,881 4,413,548 5,673,721 5,787,905 5,799,021 53,325,290 CIP # / Project Name
Total by Fund
CIP # / Project Name
Total by Fund
CIP # / Project Name
Total by Fund
23 CIP SUMMARY BY FUND
850 - Stormwater Enterprise
FY 23-24
Estimated
Carryovers
FY 24-25
Proposed FY 25-26 FY 26-27 FY 27-28 FY 28-29 Six-Year Total ***** PROJECT MANAGEMENT 0 61,764 64,235 66,804 69,476 72,255 334,534 00260 STORMWATER REHABILITATION PROGRAM 410,483 0 0 0 0 0 410,483 00270 BALLONA CREEK MS4 COMPLIANCE 1,005,887 2,000,000 2,000,000 2,000,000 2,000,000 2,000,000 11,005,887 00553 STORM DRAIN AND COMPLIANCE (WITH TMDL) 2,181,672 50,000 50,000 100,000 10,000 0 2,391,672 00896 PUBLIC WORKS ASSET MANAGEMENT
SYSTEM 20,404 10,000 0 10,000 0 10,000 50,404
3,618,446 2,121,764 2,114,235 2,176,804 2,079,476 2,082,255 14,192,980 852 - Stormwater DWR Prop 1
FY 23-24
Estimated
Carryovers
FY 24-25
Proposed FY 25-26 FY 26-27 FY 27-28 FY 28-29 Six-Year Total 00270 BALLONA CREEK MS4 COMPLIANCE 114 0 0 0 0 0 114
114 0 0 0 0 0 114
261,404,134 85,620,397 77,046,532 80,594,893 82,985,612 72,289,504 659,941,072 *****Project Management costs are Internal Service Fund (ISF) charges for CIP Management and Project Administration.

Total by Fund
Grand Total
CIP # / Project Name
Total by Fund
CIP # / Project Name
24 CIP SUMMARY BY NAME
FY 23-24
Estimated
Carryovers
FY 24-25
Proposed FY 25-26 FY 26-27 FY 27-28 FY 28-29 Six-Year Total 336 FOOTHILL ROAD 00881 405 1,183,832 0 0 0 0 0 1,183,832 AFFORDABLE HOUSING DEVELOPMENT 00170 210 442,490 0 0 0 0 0 442,490

AMERICANS WITH DISABILITIES ACT (ADA)
COMPLIANCE 00900 405 554,791 100,000 150,000 150,000 150,000 200,000 1,304,791 280 459,543 500,000 500,000 500,000 500,000 500,000 2,959,543 850 1,005,887 2,000,000 2,000,000 2,000,000 2,000,000 2,000,000 11,005,887 852 114 0 0 0 0 0 114
BEVERLY GARDENS PARK 00485 160 88,321 50,000 50,000 50,000 50,000 50,000 338,321

BUILDING ENVELOPE IMPROVEMENTS ON CITY
STRUCTURES 00833 405 1,087,016 1,500,000 2,000,000 1,000,000 1,000,000 1,000,000 7,587,016 CABRILLO RESERVOIR REPLACEMENT 00972 800 5,264,232 0 0 0 0 0 5,264,232 405 204,063 207,000 210,000 250,000 250,000 200,000 1,321,063 810 1,082,820 400,000 400,000 450,000 400,000 200,000 2,932,820 CITY HALL MASTER PROJECT 00851 405 7,324,449 1,850,000 285,000 535,000 540,000 300,000 10,834,449 CITYWIDE LIGHTING AND DÉCOR 00635 600 220,670 3,680,000 3,500,000 3,500,000 3,500,000 3,750,000 18,150,670 CNG FUELING STATION 00840 490 479,402 60,000 250,000 200,000 200,000 200,000 1,389,402 COLDWATER PARK MASTER PLAN 00320 160 106,152 250,000 0 0 0 0 356,152 326 122,161 0 0 0 0 0 122,161
410 1,659,051 4,200,000 2,500,000 2,500,000 2,500,000 2,500,000 15,859,051 240 56,957 0 0 0 0 0 56,957
600 1,916,457 1,500,000 1,500,000 1,550,000 1,600,000 650,000 8,716,457 DOCUMENT IMAGING 00335 410 417,255 600,000 600,000 0 0 0 1,617,255 DOG PARK 00150 160 185,682 35,000 45,000 45,000 35,000 50,000 395,682 EGOV INITIATIVE 00334 410 249,877 500,000 500,000 500,000 500,000 500,000 2,749,877 130 0 1,000,000 0 0 0 0 1,000,000
490 250,398 100,000 100,000 100,000 100,000 100,000 750,398 810 860,746 1,250,000 1,250,000 500,000 500,000 500,000 4,860,746 490 3,875,052 0 0 250,000 250,000 0 4,375,052
600 112,013 0 0 300,000 0 0 412,013

ENHANCED NETWORK SECURITY/DISASTER
RECOVERY 00347 410 535 100,000 100,000 100,000 100,000 100,000 500,535

FINANCIAL AND HUMAN RESOURCES
SOFTWARE 00336 410 278,309 0 0 0 0 0 278,309
FINE ART 00568 180 445,104 60,000 80,000 80,000 80,000 100,000 845,104

FIRE HEADQUARTERS - MAINTENANCE AND
IMPROVEMENT 00585 405 477,504 900,000 18,000 18,000 100,000 200,000 1,713,504 FIRE STATION 2 - MAINTENANCE AND
IMPROVEMENT 00586 405 1,065,607 1,975,000 10,000 10,000 10,000 110,000 3,180,607 FIRE STATION 3 - MAINTENANCE AND
IMPROVEMENT 00587 405 1,556,071 750,000 10,000 10,000 10,000 110,000 2,446,071 FIRE STATION APPARATUS DOORS 00589 405 25,856 25,000 25,000 25,000 25,000 25,000 150,856 405 191,119 475,000 0 0 0 150,000 816,119
420 6,041 0 0 0 0 0 6,041

ELECTRIC VEHICLE CHARGING
INFRASTRUCTURE 00355
COMPLETE STREETS 00100
Project Name / CIP # / Fund
BALLONA CREEK MS4 COMPLIANCE 00270

CITY ELEVATOR REPLACEMENT AND
UPGRADES 00937

COMMUNITY SECURITY ENHANCEMENTS
(CCTV/ALPR) 00342
EMERGENCY GENERATOR REPLACEMENT 00960
GENERAL BUILDING AND SITE IMPROVEMENTS 00888
25 CIP SUMMARY BY NAME
FY 23-24
Estimated
Carryovers
FY 24-25
Proposed FY 25-26 FY 26-27 FY 27-28 FY 28-29 Six-Year Total Project Name / CIP # / Fund
405 150,464 0 0 65,000 0 0 215,464
490 635,000 0 0 240,000 0 0 875,000
160 4,747,788 727,250 750,000 1,500,000 773,500 2,000,000 10,498,538 405 38,244 0 0 750,000 0 0 788,244
HYPERION PLANT 00197 840 7,559,982 2,478,825 2,646,610 2,896,505 3,000,000 3,000,000 21,581,922 IT EQUIPMENT REPLACEMENT PROGRAM 00329 410 66,927 1,700,000 1,700,000 1,700,000 1,700,000 1,700,000 8,566,927 800 27,136,289 0 1,750,000 1,750,000 0 0 30,636,289
802 3,500,000 0 0 0 0 0 3,500,000

LA CIENEGA TENNIS CENTER IRRIGATION AND
LANDSCAPING REPLACEMENT 00487 160 500,000 0 250,000 0 250,000 0 1,000,000 405 6,936,357 0 0 0 0 0 6,936,357
800 5,766,975 0 0 0 0 0 5,766,975
LED LIGHTING FOR CITY TENNIS COURTS 00484 160 58,193 0 0 25,000 0 0 83,193

LIBRARY FACILITY MAINTENANCE AND
IMPROVEMENT 00838 405 187,996 50,000 0 150,000 0 0 387,996 405 6,468,415 2,200,000 4,300,000 6,250,000 6,500,000 5,000,000 30,718,415 810 3,196,205 2,000,000 3,000,000 4,750,000 4,500,000 2,000,000 19,446,205 METRO RODEO STATION NORTH PORTAL 00725 600 4,500,000 0 0 0 0 0 4,500,000 405 619,828 550,000 500,000 450,000 565,000 525,000 3,209,828 810 715,261 200,000 300,000 300,000 300,000 300,000 2,115,261 MISCELLANEOUS TECHNOLOGY PROJECTS 00348 410 24,170 50,000 50,000 50,000 50,000 50,000 274,170 MUNICIPAL AREA NETWORK (MAN) 00883 410 167,957 1,500,000 900,000 900,000 900,000 500,000 4,867,957

OFFICE RECONFIGURATION AND FURNITURE
REPLACEMENT 00650 405 796,851 923,000 1,122,000 0 150,000 200,000 3,191,851 PARCELS 12 AND 13 00918 405 209,969 0 0 0 0 0 209,969

PARK FACILITIES MAINTENANCE AND
IMPROVEMENTS 00315 160 2,076,083 300,000 100,000 110,000 110,000 110,000 2,806,083

PARK FACILITIES RENOVATION - LA CIENEGA
PARK 00343 160 5,173,684 0 0 0 0 0 5,173,684
160 453,020 130,000 120,000 75,000 75,000 75,000 928,020 405 66,230 50,000 0 50,000 0 0 166,230

PARKING FACILITY CONCRETE REHAB AND
WATERPROOFING 00936 810 6,421,990 3,250,000 3,000,000 3,250,000 3,500,000 1,500,000 20,921,990 PARKING METER INFRASTRUCTURE 00911 810 562,584 735,000 1,215,000 200,000 250,000 250,000 3,212,584 130 0 4,585,000 0 0 0 0 4,585,000
810 3,333,332 2,000,000 1,000,000 1,500,000 1,500,000 1,500,000 10,833,332

PARKING REVENUE CONTROL SYSTEM
UPGRADE 00785 810 2,298,306 275,000 275,000 275,000 275,000 275,000 3,673,306 PAVEMENT MASTER PLAN 00554 120 285,061 35,000 30,000 0 0 0 350,061

PLAYGROUND EQUIPMENT MAINTENANCE AND
IMPROVEMENTS 00903 160 556,021 26,000 27,000 50,000 50,000 100,000 809,021 326 1,029,804 0 0 0 0 0 1,029,804
405 3,757,773 500,000 750,000 500,000 1,000,000 1,000,000 7,507,773

MISCELLANEOUS AND UNPLANNED
CONSTRUCTION PROJECTS 00815

PARK FACILITIES RENOVATION - ROXBURY
PARK 00914
POLICE FACILITY UPGRADES 00933
00786 PARKING PROGRAM UPGRADES AND

IMPROVEMENTS
GREYSTONE PARK IMPROVEMENTS 00442
LA BREA BASIN WELL DEVELOPMENT (WEP) 00916

MAJOR BUILDING SYSTEMS MAINTENANCE
AND REPLACEMENT 00811
LAND ACQUISITION 00647
GPS PARKING ENFORCEMENT UNIT 00895
26 CIP SUMMARY BY NAME
FY 23-24
Estimated
Carryovers
FY 24-25
Proposed FY 25-26 FY 26-27 FY 27-28 FY 28-29 Six-Year Total Project Name / CIP # / Fund
160 0 245,424 255,241 265,451 276,069 287,112 1,329,297 180 0 20,452 21,270 22,121 23,006 23,926 110,775
405 0 1,045,325 1,087,138 1,130,624 1,175,849 1,222,883 5,661,819 410 0 41,282 42,933 44,650 46,436 48,293 223,594
490 0 61,472 63,931 66,488 69,148 71,914 332,953
600 0 2,284,724 2,376,113 2,471,158 2,570,004 2,672,804 12,374,803 800 0 1,482,337 1,541,630 1,603,295 1,667,427 1,734,124 8,028,813 810 0 634,010 659,370 685,745 713,175 741,702 3,434,002 830 0 41,176 42,823 44,536 46,317 48,170 223,022
840 0 247,056 256,938 267,216 277,905 289,021 1,338,136 850 0 61,764 64,235 66,804 69,476 72,255 334,534
PUBLIC SAFETY CAD/RMS SYSTEM 00339 410 1,000 100,000 100,000 100,000 100,000 100,000 501,000 405 199,706 0 0 0 0 0 199,706
600 214,212 0 10,000 10,000 0 0 234,212
800 12,500 10,000 10,000 10,000 10,000 10,000 62,500
810 46,701 0 0 0 0 0 46,701
830 138,681 10,000 10,000 10,000 10,000 10,000 188,681
840 167,688 10,000 10,000 10,000 10,000 10,000 217,688
850 20,404 10,000 0 10,000 0 10,000 50,404
PUBLIC WORKS CAMPUS 00893 405 9,570 250,000 0 0 0 0 259,570 PUBLIC WORKS WAREHOUSE SPACE 00890 405 435,000 0 0 0 0 0 435,000 RADIO INFRASTRUCTURE 00859 410 267,469 1,500,000 500,000 500,000 500,000 500,000 3,767,469 405 908,269 500,000 250,000 550,000 275,000 300,000 2,783,269 810 2,396,300 350,000 475,000 500,000 500,000 300,000 4,521,300 REPLACE UPS EQUIPMENT 00922 405 696,199 850,000 0 50,000 50,000 75,000 1,721,199

RESERVOIR REPLACEMENT AND PUMP
STATION REHAB 00796 800 4,612,623 195,000 700,000 700,000 700,000 700,000 7,607,623

SANTA MONICA BLVD CORRIDOR
RECONSTRUCTION 00889 330 17,752 0 0 0 0 0 17,752
SECURITY SYSTEM UPGRADE 00781 405 319,080 106,000 109,000 125,000 0 0 659,080 SEWER SYSTEM REPAIRS 00066 840 19,322,544 1,865,000 1,500,000 2,500,000 2,500,000 2,500,000 30,187,544

SIDEWALK REPAIR - STREET TREE
REPLACEMENT 00946 600 5,087 0 0 0 0 0 5,087
405 54,242 0 0 0 0 0 54,242
600 61,886 0 0 0 0 0 61,886
SOUTHEAST ENHANCEMENTS 00854 405 5,656,219 0 0 0 0 0 5,656,219 STORM DRAIN AND COMPLIANCE (WITH TMDL) 00553 850 2,181,672 50,000 50,000 100,000 10,000 0 2,391,672 STORMWATER REHABILITATION PROGRAM 00260 850 410,483 0 0 0 0 0 410,483 PROJECT MANAGEMENT *****
PUBLIC WORKS ASSET MANAGEMENT SYSTEM 00896
REPAINT CITY BUILDINGS 00713
SIREN SYSTEM CITYWIDE 00229
27 CIP SUMMARY BY NAME
FY 23-24
Estimated
Carryovers
FY 24-25
Proposed FY 25-26 FY 26-27 FY 27-28 FY 28-29 Six-Year Total Project Name / CIP # / Fund
120 3,165,988 825,000 900,000 925,000 925,000 975,000 7,715,988 121 4,016,500 750,000 775,000 800,000 825,000 850,000 8,016,500 310 1,798,880 425,000 450,000 475,000 500,000 525,000 4,173,880 600 10,999,677 2,000,000 2,250,000 2,500,000 3,000,000 3,250,000 23,999,677 800 462,746 500,000 550,000 600,000 650,000 700,000 3,462,746 830 2,224,058 500,000 500,000 500,000 500,000 500,000 4,724,058

STREET LIGHT AND SIGNAL POLE
REPLACEMENT 00630 600 3,075,541 2,250,000 2,500,000 2,700,000 3,000,000 3,250,000 16,775,541 STREET SIGN AND STRIPING 00863 600 4,200,301 1,000,000 1,000,000 1,000,000 1,000,000 1,000,000 9,200,301 STREET TREE IRRIGATION 00945 600 842 0 0 0 0 0 842
STREET TREE REMOVAL AND REPLACEMENT 00089 160 5,859,460 1,500,000 1,500,000 1,875,000 1,875,000 2,375,000 14,984,460 STREETSCAPE IMPROVEMENTS 00740 600 0 0 0 0 0 925,000 925,000 SUBWAY MITIGATION 00050 600 3,902,068 0 0 0 0 0 3,902,068 SYSTEMWIDE WATER CAPACITY UPGRADES 00681 801 5,916,449 780,300 780,300 780,300 780,300 780,300 9,817,949 TELEPHONE SYSTEM ENHANCEMENTS 00856 410 486,330 0 0 0 0 0 486,330 405 1,518,790 375,000 350,000 350,000 900,000 650,000 4,143,790 810 1,231,807 800,000 650,000 650,000 650,000 150,000 4,131,807 TENNIS COURTS AND SITE ENHANCEMENTS 00483 160 100,228 100,000 50,000 0 0 100,000 350,228 TRAFFIC CALMING / MANAGEMENT 00055 600 1,076,318 525,000 550,000 600,000 650,000 700,000 4,101,318 TRAFFIC SIGNAL SYSTEM UPGRADES 00210 600 6,920,040 1,250,000 650,000 650,000 650,000 700,000 10,820,040 URBAN DESIGN / STREETSCAPE 00864 600 3,502,200 1,100,000 0 0 0 0 4,602,200 VEHICLE REPLACEMENT PROGRAM 08502 490 5,616,550 3,500,000 3,500,000 3,500,000 3,500,000 3,500,000 23,116,550

VIDEO PRODUCTION EQUIPMENT
REPLACEMENT 00901 420 1,881,864 200,000 200,000 200,000 200,000 200,000 2,881,864 WATER CONSERVATION PROGRAM 00230 800 714,525 10,500 10,500 10,500 10,500 10,500 767,025 WATER MAIN AND HYDRANT REPLACEMENT 00387 800 2,931,860 2,500,000 4,000,000 3,500,000 4,370,000 4,000,000 21,301,860 WATER MASTER PLAN 00397 800 256,716 0 1,000,000 0 0 0 1,256,716 WATER METER REPLACEMENT 00669 800 6,651,553 1,750,000 1,750,000 2,000,000 500,000 500,000 13,151,553

WATER TREATMENT PLANT REPLACEMENT
AND REPAIR 00795 800 354,114 250,000 250,000 250,000 6,000,000 250,000 7,354,114 800 1,391,220 425,000 375,000 325,000 400,000 440,000 3,356,220 801 0 150,000 150,000 150,000 150,000 150,000 750,000
802 600,000 400,000 400,000 450,000 450,000 450,000 2,750,000 310 2,167,661 0 0 0 0 0 2,167,661
330 1,933,152 0 200,000 200,000 0 0 2,333,152
340 1,743,708 900,000 200,000 0 0 0 2,843,708
600 2,864,071 500,000 1,500,000 1,300,000 0 0 6,164,071 ZERO WASTE PLAN 00240 830 431,294 51,500 51,500 51,500 51,500 51,500 688,794 261,404,134 85,620,397 77,046,532 80,594,893 82,985,612 72,289,504 659,941,072 *****Project Management costs are Internal Service Fund (ISF) charges for CIP Management and Project Administration.

Grand Total
WILSHIRE BLVD SUBWAY STREETSCAPE 00720
STREET AND SIDEWALK IMPROVEMENTS 00195
TENANT IMPROVEMENT PROGRAM 00349

WELL REHAB AND GROUNDWATER
DEVELOPMENT 00225
28 CIP SUMMARY BY SIX-YEAR PROJECT TOTAL
Project Name / CIP #
FY 23-24
Estimated
Carryovers
FY 24-25
Proposed FY 25-26 FY 26-27 FY 27-28 FY 28-29 Six-Year Total STREET AND SIDEWALK IMPROVEMENTS 00195 22,667,849 5,000,000 5,425,000 5,800,000 6,400,000 6,800,000 52,092,849

MAJOR BUILDING SYSTEMS MAINTENANCE AND
REPLACEMENT 00811 9,664,620 4,200,000 7,300,000 11,000,000 11,000,000 7,000,000 50,164,620 LA BREA BASIN WELL DEVELOPMENT (WEP) 00916 30,636,289 0 1,750,000 1,750,000 0 0 34,136,289 PROJECT MANAGEMENT ***** 0 6,165,022 6,411,622 6,668,088 6,934,812 7,212,204 33,391,748 SEWER SYSTEM REPAIRS 00066 19,322,544 1,865,000 1,500,000 2,500,000 2,500,000 2,500,000 30,187,544 VEHICLE REPLACEMENT PROGRAM 08502 5,616,550 3,500,000 3,500,000 3,500,000 3,500,000 3,500,000 23,116,550 HYPERION PLANT 00197 7,559,982 2,478,825 2,646,610 2,896,505 3,000,000 3,000,000 21,581,922 WATER MAIN AND HYDRANT REPLACEMENT 00387 2,931,860 2,500,000 4,000,000 3,500,000 4,370,000 4,000,000 21,301,860

PARKING FACILITY CONCRETE REHAB AND
WATERPROOFING 00936 6,421,990 3,250,000 3,000,000 3,250,000 3,500,000 1,500,000 20,921,990 CITYWIDE LIGHTING AND DÉCOR 00635 220,670 3,680,000 3,500,000 3,500,000 3,500,000 3,750,000 18,150,670 STREET LIGHT AND SIGNAL POLE REPLACEMENT 00630 3,075,541 2,250,000 2,500,000 2,700,000 3,000,000 3,250,000 16,775,541 COMMUNITY SECURITY ENHANCEMENTS (CCTV/ALPR) 00342 1,781,212 4,200,000 2,500,000 2,500,000 2,500,000 2,500,000 15,981,212 PARKING PROGRAM UPGRADES AND IMPROVEMENTS 00786 3,333,332 6,585,000 1,000,000 1,500,000 1,500,000 1,500,000 15,418,332 STREET TREE REMOVAL AND REPLACEMENT 00089 5,859,460 1,500,000 1,500,000 1,875,000 1,875,000 2,375,000 14,984,460 BALLONA CREEK MS4 COMPLIANCE 00270 1,465,544 2,500,000 2,500,000 2,500,000 2,500,000 2,500,000 13,965,544 WILSHIRE BLVD SUBWAY STREETSCAPE 00720 8,708,592 1,400,000 1,900,000 1,500,000 0 0 13,508,592 WATER METER REPLACEMENT 00669 6,651,553 1,750,000 1,750,000 2,000,000 500,000 500,000 13,151,553 LAND ACQUISITION 00647 12,703,332 0 0 0 0 0 12,703,332
GREYSTONE PARK IMPROVEMENTS 00442 4,786,032 727,250 750,000 2,250,000 773,500 2,000,000 11,286,782 CITY HALL MASTER PROJECT 00851 7,324,449 1,850,000 285,000 535,000 540,000 300,000 10,834,449 TRAFFIC SIGNAL SYSTEM UPGRADES 00210 6,920,040 1,250,000 650,000 650,000 650,000 700,000 10,820,040 SYSTEMWIDE WATER CAPACITY UPGRADES 00681 5,916,449 780,300 780,300 780,300 780,300 780,300 9,817,949 STREET SIGN AND STRIPING 00863 4,200,301 1,000,000 1,000,000 1,000,000 1,000,000 1,000,000 9,200,301 COMPLETE STREETS 00100 1,973,414 1,500,000 1,500,000 1,550,000 1,600,000 650,000 8,773,414 IT EQUIPMENT REPLACEMENT PROGRAM 00329 66,927 1,700,000 1,700,000 1,700,000 1,700,000 1,700,000 8,566,927 POLICE FACILITY UPGRADES 00933 4,787,577 500,000 750,000 500,000 1,000,000 1,000,000 8,537,577 TENANT IMPROVEMENT PROGRAM 00349 2,750,597 1,175,000 1,000,000 1,000,000 1,550,000 800,000 8,275,597 RESERVOIR REPLACEMENT AND PUMP STATION REHAB 00796 4,612,623 195,000 700,000 700,000 700,000 700,000 7,607,623

BUILDING ENVELOPE IMPROVEMENTS ON CITY
STRUCTURES 00833 1,087,016 1,500,000 2,000,000 1,000,000 1,000,000 1,000,000 7,587,016 WATER TREATMENT PLANT REPLACEMENT AND REPAIR 00795 354,114 250,000 250,000 250,000 6,000,000 250,000 7,354,114 REPAINT CITY BUILDINGS 00713 3,304,569 850,000 725,000 1,050,000 775,000 600,000 7,304,569 WELL REHAB AND GROUNDWATER DEVELOPMENT 00225 1,991,220 975,000 925,000 925,000 1,000,000 1,040,000 6,856,220 ELECTRIC VEHICLE CHARGING INFRASTRUCTURE 00355 1,111,144 2,350,000 1,350,000 600,000 600,000 600,000 6,611,144 SOUTHEAST ENHANCEMENTS 00854 5,656,219 0 0 0 0 0 5,656,219

MISCELLANEOUS AND UNPLANNED CONSTRUCTION
PROJECTS 00815 1,335,089 750,000 800,000 750,000 865,000 825,000 5,325,089 CABRILLO RESERVOIR REPLACEMENT 00972 5,264,232 0 0 0 0 0 5,264,232 PARK FACILITIES RENOVATION - LA CIENEGA PARK 00343 5,173,684 0 0 0 0 0 5,173,684 MUNICIPAL AREA NETWORK (MAN) 00883 167,957 1,500,000 900,000 900,000 900,000 500,000 4,867,957 EMERGENCY GENERATOR REPLACEMENT 00960 3,987,065 0 0 550,000 250,000 0 4,787,065 29 CIP SUMMARY BY SIX-YEAR PROJECT TOTAL
Project Name / CIP #
FY 23-24
Estimated
Carryovers
FY 24-25
Proposed FY 25-26 FY 26-27 FY 27-28 FY 28-29 Six-Year Total URBAN DESIGN / STREETSCAPE 00864 3,502,200 1,100,000 0 0 0 0 4,602,200 METRO RODEO STATION NORTH PORTAL 00725 4,500,000 0 0 0 0 0 4,500,000 CITY ELEVATOR REPLACEMENT AND UPGRADES 00937 1,286,883 607,000 610,000 700,000 650,000 400,000 4,253,883 TRAFFIC CALMING / MANAGEMENT 00055 1,076,318 525,000 550,000 600,000 650,000 700,000 4,101,318 SUBWAY MITIGATION 00050 3,902,068 0 0 0 0 0 3,902,068
RADIO INFRASTRUCTURE 00859 267,469 1,500,000 500,000 500,000 500,000 500,000 3,767,469 PARKING REVENUE CONTROL SYSTEM UPGRADE 00785 2,298,306 275,000 275,000 275,000 275,000 275,000 3,673,306 PARKING METER INFRASTRUCTURE 00911 562,584 735,000 1,215,000 200,000 250,000 250,000 3,212,584

OFFICE RECONFIGURATION AND FURNITURE
REPLACEMENT 00650 796,851 923,000 1,122,000 0 150,000 200,000 3,191,851 FIRE STATION 2 - MAINTENANCE AND IMPROVEMENT 00586 1,065,607 1,975,000 10,000 10,000 10,000 110,000 3,180,607 VIDEO PRODUCTION EQUIPMENT REPLACEMENT 00901 1,881,864 200,000 200,000 200,000 200,000 200,000 2,881,864 PARK FACILITIES MAINTENANCE AND IMPROVEMENTS 00315 2,076,083 300,000 100,000 110,000 110,000 110,000 2,806,083 EGOV INITIATIVE 00334 249,877 500,000 500,000 500,000 500,000 500,000 2,749,877 FIRE STATION 3 - MAINTENANCE AND IMPROVEMENT 00587 1,556,071 750,000 10,000 10,000 10,000 110,000 2,446,071 STORM DRAIN AND COMPLIANCE (WITH TMDL) 00553 2,181,672 50,000 50,000 100,000 10,000 0 2,391,672 REPLACE UPS EQUIPMENT 00922 696,199 850,000 0 50,000 50,000 75,000 1,721,199

FIRE HEADQUARTERS - MAINTENANCE AND
IMPROVEMENT 00585 477,504 900,000 18,000 18,000 100,000 200,000 1,713,504 DOCUMENT IMAGING 00335 417,255 600,000 600,000 0 0 0 1,617,255 CNG FUELING STATION 00840 479,402 60,000 250,000 200,000 200,000 200,000 1,389,402 AMERICANS WITH DISABILITIES ACT (ADA) COMPLIANCE 00900 554,791 100,000 150,000 150,000 150,000 200,000 1,304,791 WATER MASTER PLAN 00397 256,716 0 1,000,000 0 0 0 1,256,716 336 FOOTHILL ROAD 00881 1,183,832 0 0 0 0 0 1,183,832
PARK FACILITIES RENOVATION - ROXBURY PARK 00914 519,250 180,000 120,000 125,000 75,000 75,000 1,094,250 GPS PARKING ENFORCEMENT UNIT 00895 785,464 0 0 305,000 0 0 1,090,464

LA CIENEGA TENNIS CENTER IRRIGATION AND
LANDSCAPING REPLACEMENT 00487 500,000 0 250,000 0 250,000 0 1,000,000 PUBLIC WORKS ASSET MANAGEMENT SYSTEM 00896 799,892 40,000 40,000 50,000 30,000 40,000 999,892 STREETSCAPE IMPROVEMENTS 00740 0 0 0 0 0 925,000 925,000 FINE ART 00568 445,104 60,000 80,000 80,000 80,000 100,000 845,104 GENERAL BUILDING AND SITE IMPROVEMENTS 00888 197,160 475,000 0 0 0 150,000 822,160

PLAYGROUND EQUIPMENT MAINTENANCE AND
IMPROVEMENTS 00903 556,021 26,000 27,000 50,000 50,000 100,000 809,021 WATER CONSERVATION PROGRAM 00230 714,525 10,500 10,500 10,500 10,500 10,500 767,025 ZERO WASTE PLAN 00240 431,294 51,500 51,500 51,500 51,500 51,500 688,794 SECURITY SYSTEM UPGRADE 00781 319,080 106,000 109,000 125,000 0 0 659,080 PUBLIC SAFETY CAD/RMS SYSTEM 00339 1,000 100,000 100,000 100,000 100,000 100,000 501,000 ENHANCED NETWORK SECURITY/DISASTER RECOVERY 00347 535 100,000 100,000 100,000 100,000 100,000 500,535 TELEPHONE SYSTEM ENHANCEMENTS 00856 486,330 0 0 0 0 0 486,330 AFFORDABLE HOUSING DEVELOPMENT 00170 442,490 0 0 0 0 0 442,490 PUBLIC WORKS WAREHOUSE SPACE 00890 435,000 0 0 0 0 0 435,000 STORMWATER REHABILITATION PROGRAM 00260 410,483 0 0 0 0 0 410,483 30 CIP SUMMARY BY SIX-YEAR PROJECT TOTAL
Project Name / CIP #
FY 23-24
Estimated
Carryovers
FY 24-25
Proposed FY 25-26 FY 26-27 FY 27-28 FY 28-29 Six-Year Total DOG PARK 00150 185,682 35,000 45,000 45,000 35,000 50,000 395,682 LIBRARY FACILITY MAINTENANCE AND IMPROVEMENT 00838 187,996 50,000 0 150,000 0 0 387,996 COLDWATER PARK MASTER PLAN 00320 106,152 250,000 0 0 0 0 356,152 TENNIS COURTS AND SITE ENHANCEMENTS 00483 100,228 100,000 50,000 0 0 100,000 350,228 PAVEMENT MASTER PLAN 00554 285,061 35,000 30,000 0 0 0 350,061 BEVERLY GARDENS PARK 00485 88,321 50,000 50,000 50,000 50,000 50,000 338,321 FINANCIAL AND HUMAN RESOURCES SOFTWARE 00336 278,309 0 0 0 0 0 278,309 MISCELLANEOUS TECHNOLOGY PROJECTS 00348 24,170 50,000 50,000 50,000 50,000 50,000 274,170 PUBLIC WORKS CAMPUS 00893 9,570 250,000 0 0 0 0 259,570 PARCELS 12 AND 13 00918 209,969 0 0 0 0 0 209,969
FIRE STATION APPARATUS DOORS 00589 25,856 25,000 25,000 25,000 25,000 25,000 150,856 SIREN SYSTEM CITYWIDE 00229 116,128 0 0 0 0 0 116,128
LED LIGHTING FOR CITY TENNIS COURTS 00484 58,193 0 0 25,000 0 0 83,193 SANTA MONICA BLVD CORRIDOR RECONSTRUCTION 00889 17,752 0 0 0 0 0 17,752 SIDEWALK REPAIR - STREET TREE REPLACEMENT 00946 5,087 0 0 0 0 0 5,087 STREET TREE IRRIGATION 00945 842 0 0 0 0 0 842
Grand Total 261,404,134 85,620,397 77,046,532 80,594,893 82,985,612 72,289,504 659,941,072 *****Project Management costs are Internal Service Fund (ISF) charges for CIP Management and Project Administration. 31 32
COMPONENTS OF FY 2023-24 REVISED BUDGET
120 - State Gas Tax
Carryovers
from
FY 2022-23
FY 2023-24
Adopted
Budget
FY 2023-24
Mid-Year
Appropriations/
Transfers
FY 2023-24
Revised
Budget
FY 2023-24
Estimated
Expenditures
FY 2023-24
Estimated
Carryovers
00195 STREET AND SIDEWALK IMPROVEMENTS 2,374,346 800,000 0 3,174,346 8,358 3,165,988 00554 PAVEMENT MASTER PLAN 259,311 25,750 0 285,061 0 285,061 2,633,657 825,750 0 3,459,407 8,358 3,451,049
121 - Road Maintenance and Rehabilitation Account
Carryovers
from
FY 2022-23
FY 2023-24
Adopted
Budget
FY 2023-24
Mid-Year
Appropriations/
Transfers
FY 2023-24
Revised
Budget
FY 2023-24
Estimated
Expenditures
FY 2023-24
Estimated
Carryovers
00195 STREET AND SIDEWALK IMPROVEMENTS 2,016,500 2,000,000 0 4,016,500 0 4,016,500 2,016,500 2,000,000 0 4,016,500 0 4,016,500
160 - Parks and Recreation Facilities
Carryovers
from
FY 2022-23
FY 2023-24
Adopted
Budget
FY 2023-24
Mid-Year
Appropriations/
Transfers
FY 2023-24
Revised
Budget
FY 2023-24
Estimated
Expenditures
FY 2023-24
Estimated
Carryovers
***** PROJECT MANAGEMENT 0 221,006 0 221,006 221,006 0
00089 STREET TREE REMOVAL AND REPLACEMENT 4,795,861 1,500,000 0 6,295,861 436,401 5,859,460 00150 DOG PARK 53,581 150,000 0 203,581 17,899 185,682
00315 PARK FACILITIES MAINTENANCE AND
IMPROVEMENTS 422,808 1,850,000 0 2,272,808 196,725 2,076,083 00320 COLDWATER PARK MASTER PLAN 106,152 0 0 106,152 0 106,152 00343 PARK FACILITIES RENOVATION - LA CIENEGA
PARK 5,259,402 0 0 5,259,402 85,718 5,173,684
00442 GREYSTONE PARK IMPROVEMENTS 4,387,983 706,000 0 5,093,983 346,195 4,747,788 00483 TENNIS COURTS AND SITE ENHANCEMENTS 64,248 50,000 0 114,248 14,020 100,228 00484 LED LIGHTING FOR CITY TENNIS COURTS 58,193 0 0 58,193 0 58,193 00485 BEVERLY GARDENS PARK 50,953 50,000 0 100,953 12,632 88,321 00487 LA CIENEGA TENNIS CENTER IRRIGATION AND
LANDSCAPING REPLACEMENT 250,000 250,000 0 500,000 0 500,000 00903 PLAYGROUND EQUIPMENT MAINTENANCE AND
IMPROVEMENTS 416,549 150,000 0 566,549 10,528 556,021
00914 PARK FACILITIES RENOVATION - ROXBURY
PARK 162,807 300,000 0 462,807 9,787 453,020
16,028,537 5,227,006 0 21,255,543 1,350,911 19,904,632
180 - Fine Art
Carryovers
from
FY 2022-23
FY 2023-24
Adopted
Budget
FY 2023-24
Mid-Year
Appropriations/
Transfers
FY 2023-24
Revised
Budget
FY 2023-24
Estimated
Expenditures
FY 2023-24
Estimated
Carryovers
***** PROJECT MANAGEMENT 0 18,417 0 18,417 18,417 0
00568 FINE ART 417,412 60,000 0 477,412 32,308 445,104
417,412 78,417 0 495,829 50,725 445,104
CIP # / Project Name
Total by Fund
CIP # / Project Name
Total by Fund
CIP # / Project Name
Total by Fund
CIP # / Project Name
Total by Fund
33 COMPONENTS OF FY 2023-24 REVISED BUDGET
210 - Affordable Housing
Carryovers
from
FY 2022-23
FY 2023-24
Adopted
Budget
FY 2023-24
Mid-Year
Appropriations/
Transfers
FY 2023-24
Revised
Budget
FY 2023-24
Estimated
Expenditures
FY 2023-24
Estimated
Carryovers
00170 AFFORDABLE HOUSING DEVELOPMENT 445,480 0 0 445,480 2,990 442,490 445,480 0 0 445,480 2,990 442,490
240 - Air Quality Improvement
Carryovers
from
FY 2022-23
FY 2023-24
Adopted
Budget
FY 2023-24
Mid-Year
Appropriations/
Transfers
FY 2023-24
Revised
Budget
FY 2023-24
Estimated
Expenditures
FY 2023-24
Estimated
Carryovers
00100 COMPLETE STREETS 54,147 0 0 54,147 -2,810 56,957
54,147 0 0 54,147 -2,810 56,957
280 - Measure W - Safe Clean Water
Carryovers
from
FY 2022-23
FY 2023-24
Adopted
Budget
FY 2023-24
Mid-Year
Appropriations/
Transfers
FY 2023-24
Revised
Budget
FY 2023-24
Estimated
Expenditures
FY 2023-24
Estimated
Carryovers
00270 BALLONA CREEK MS4 COMPLIANCE 16,854 500,000 0 516,854 57,311 459,543 16,854 500,000 0 516,854 57,311 459,543
310 - Prop C Local Transit
Carryovers
from
FY 2022-23
FY 2023-24
Adopted
Budget
FY 2023-24
Mid-Year
Appropriations/
Transfers
FY 2023-24
Revised
Budget
FY 2023-24
Estimated
Expenditures
FY 2023-24
Estimated
Carryovers
00195 STREET AND SIDEWALK IMPROVEMENTS 400,000 1,400,000 0 1,800,000 1,120 1,798,880 00720 WILSHIRE BLVD SUBWAY STREETSCAPE 2,167,661 0 0 2,167,661 0 2,167,661 2,567,661 1,400,000 0 3,967,661 1,120 3,966,541
326 - Seized and Forfeited Property
Carryovers
from
FY 2022-23
FY 2023-24
Adopted
Budget
FY 2023-24
Mid-Year
Appropriations/
Transfers
FY 2023-24
Revised
Budget
FY 2023-24
Estimated
Expenditures
FY 2023-24
Estimated
Carryovers
00342 COMMUNITY SECURITY ENHANCEMENTS
(CCTV/ALPR) 125,325 0 0 125,325 3,164 122,161
00933 POLICE FACILITY UPGRADES 2,718,363 0 -1,688,559 1,029,804 0 1,029,804 2,843,688 0 -1,688,559 1,155,129 3,164 1,151,965
330 - Measure R Local Transit
Carryovers
from
FY 2022-23
FY 2023-24
Adopted
Budget
FY 2023-24
Mid-Year
Appropriations/
Transfers
FY 2023-24
Revised
Budget
FY 2023-24
Estimated
Expenditures
FY 2023-24
Estimated
Carryovers
00720 WILSHIRE BLVD SUBWAY STREETSCAPE 933,152 1,000,000 0 1,933,152 0 1,933,152 00889 SANTA MONICA BLVD. CORRIDOR
RECONSTRUCTION 17,752 0 0 17,752 0 17,752
950,904 1,000,000 0 1,950,904 0 1,950,904
Total by Fund
CIP # / Project Name
Total by Fund
CIP # / Project Name
CIP # / Project Name
Total by Fund
CIP # / Project Name
Total by Fund
CIP # / Project Name
Total by Fund
CIP # / Project Name
Total by Fund
34 COMPONENTS OF FY 2023-24 REVISED BUDGET
340 - Measure M Local Transit
Carryovers
from
FY 2022-23
FY 2023-24
Adopted
Budget
FY 2023-24
Mid-Year
Appropriations/
Transfers
FY 2023-24
Revised
Budget
FY 2023-24
Estimated
Expenditures
FY 2023-24
Estimated
Carryovers
00720 WILSHIRE BLVD SUBWAY STREETSCAPE 743,708 1,000,000 0 1,743,708 0 1,743,708 743,708 1,000,000 0 1,743,708 0 1,743,708
405 - Capital Assets
Carryovers
from
FY 2022-23
FY 2023-24
Adopted
Budget
FY 2023-24
Mid-Year
Appropriations/
Transfers
FY 2023-24
Revised
Budget
FY 2023-24
Estimated
Expenditures
FY 2023-24
Estimated
Carryovers
***** PROJECT MANAGEMENT 0 902,439 0 902,439 902,439 0
00229 SIREN SYSTEM CITYWIDE 259,860 0 0 259,860 205,618 54,242 00349 TENANT IMPROVEMENT PROGRAM 662,014 900,000 119,038 1,681,052 162,262 1,518,790 00442 GREYSTONE PARK IMPROVEMENTS 38,349 0 0 38,349 105 38,244 00585 FIRE HEADQUARTERS - MAINTENANCE AND
IMPROVEMENT 567,664 0 0 567,664 90,160 477,504
00586 FIRE STATION 2 - MAINTENANCE AND
IMPROVEMENT 743,223 500,000 0 1,243,223 177,616 1,065,607 00587 FIRE STATION 3 - MAINTENANCE AND
IMPROVEMENT 1,578,910 30,000 0 1,608,910 52,839 1,556,071 00589 FIRE STATION APPARATUS DOORS 9,856 16,000 0 25,856 0 25,856 00647 LAND ACQUISITION 6,921,382 0 8,419,000 15,340,382 8,404,025 6,936,357 00650 OFFICE RECONFIGURATION AND FURNITURE
REPLACEMENT 597,100 250,000 0 847,100 50,249 796,851
00713 REPAINT CITY BUILDINGS 741,969 250,000 0 991,969 83,700 908,269 00781 SECURITY SYSTEM UPGRADE 319,080 0 0 319,080 0 319,080 00811 MAJOR BUILDING SYSTEMS MAINTENANCE AND
REPLACEMENT 5,163,741 2,150,000 0 7,313,741 845,326 6,468,415 00815 MISCELLANEOUS AND UNPLANNED
CONSTRUCTION PROJECTS 502,453 386,250 0 888,703 268,875 619,828 00833 BUILDING ENVELOPE IMPROVEMENTS ON CITY
STRUCTURES 831,038 1,000,000 0 1,831,038 744,022 1,087,016 00838 LIBRARY FACILITY MAINTENANCE AND
IMPROVEMENT 187,996 0 0 187,996 0 187,996
00851 CITY HALL MASTER PROJECT 4,279,169 3,200,000 0 7,479,169 154,720 7,324,449 00854 SOUTHEAST ENHANCEMENTS 5,656,219 0 0 5,656,219 0 5,656,219 00881 336 FOOTHILL ROAD 933,832 250,000 0 1,183,832 0 1,183,832 00888 GENERAL BUILDING AND SITE IMPROVEMENTS 191,119 0 0 191,119 0 191,119 00890 PUBLIC WORKS WAREHOUSE SPACE 435,000 0 0 435,000 0 435,000 00893 PUBLIC WORKS CAMPUS 346,687 360,000 0 706,687 697,117 9,570 00895 GPS PARKING ENFORCEMENT UNIT 325,000 65,000 0 390,000 239,536 150,464 00896 PUBLIC WORKS ASSET MANAGEMENT SYSTEM 387,818 0 0 387,818 188,112 199,706 00900 AMERICANS WITH DISABILITIES ACT (ADA)
COMPLIANCE 504,791 50,000 0 554,791 0 554,791
00914 PARK FACILITIES RENOVATION - ROXBURY
PARK 66,230 0 0 66,230 0 66,230
Total by Fund
CIP # / Project Name
CIP # / Project Name
35 COMPONENTS OF FY 2023-24 REVISED BUDGET
405 - Capital Assets (Continued)
Carryovers
from
FY 2022-23
FY 2023-24
Adopted
Budget
FY 2023-24
Mid-Year
Appropriations/
Transfers
FY 2023-24
Revised
Budget
FY 2023-24
Estimated
Expenditures
FY 2023-24
Estimated
Carryovers
00918 PARCELS 12 AND 13 209,969 0 0 209,969 0 209,969
00922 REPLACE UPS EQUIPMENT 983,953 0 0 983,953 287,754 696,199 00933 POLICE FACILITY UPGRADES 2,536,998 250,000 1,688,559 4,475,557 717,784 3,757,773 00937 CITY ELEVATOR REPLACEMENT AND UPGRADES 204,063 0 0 204,063 0 204,063 36,185,483 10,559,689 10,226,597 56,971,769 14,272,259 42,699,510 410 - Information Technology
Carryovers
from
FY 2022-23
FY 2023-24
Adopted
Budget
FY 2023-24
Mid-Year
Appropriations/
Transfers
FY 2023-24
Revised
Budget
FY 2023-24
Estimated
Expenditures
FY 2023-24
Estimated
Carryovers
***** PROJECT MANAGEMENT 0 68,986 0 68,986 68,986 0
00329 IT EQUIPMENT REPLACEMENT PROGRAM 149,739 1,700,000 0 1,849,739 1,782,812 66,927 00334 EGOV INITIATIVE 89,681 500,000 50,486 640,167 390,290 249,877 00335 DOCUMENT IMAGING 192,284 600,000 0 792,284 375,029 417,255 00336 FINANCIAL AND HUMAN RESOURCES
SOFTWARE 278,309 0 0 278,309 0 278,309
00339 PUBLIC SAFETY CAD/RMS SYSTEM 33,199 100,000 0 133,199 132,199 1,000 00342 COMMUNITY SECURITY ENHANCEMENTS
(CCTV/ALPR) 312,447 2,800,000 1,900,000 5,012,447 3,353,396 1,659,051 00347 ENHANCED NETWORK SECURITY/DISASTER
RECOVERY 3,338 100,000 0 103,338 102,803 535
00348 MISCELLANEOUS TECHNOLOGY PROJECTS 30,255 50,000 0 80,255 56,085 24,170 00375 FIBER TO THE PREMISES 68,758 0 -68,758 0 0 0
00856 TELEPHONE SYSTEM ENHANCEMENTS 322 500,000 0 500,322 13,992 486,330 00859 RADIO INFRASTRUCTURE 1,230,854 1,500,000 0 2,730,854 2,463,385 267,469 00883 MUNICIPAL AREA NETWORK (MAN) 149,239 1,600,000 68,758 1,817,997 1,650,040 167,957 2,538,425 9,518,986 1,950,486 14,007,897 10,389,017 3,618,880 420 - Cable Television
Carryovers
from
FY 2022-23
FY 2023-24
Adopted
Budget
FY 2023-24
Mid-Year
Appropriations/
Transfers
FY 2023-24
Revised
Budget
FY 2023-24
Estimated
Expenditures
FY 2023-24
Estimated
Carryovers
00888 GENERAL BUILDING IMPROVEMENTS 6,041 0 0 6,041 0 6,041 00901 VIDEO PRODUCTION EQUIPMENT
REPLACEMENT 1,384,238 600,000 0 1,984,238 102,374 1,881,864 1,390,279 600,000 0 1,990,279 102,374 1,887,905
Total by Fund
CIP # / Project Name
Total by Fund
CIP # / Project Name
Total by Fund
CIP # / Project Name
36 COMPONENTS OF FY 2023-24 REVISED BUDGET
490 - Vehicle Replacement
Carryovers
from
FY 2022-23
FY 2023-24
Adopted
Budget
FY 2023-24
Mid-Year
Appropriations/
Transfers
FY 2023-24
Revised
Budget
FY 2023-24
Estimated
Expenditures
FY 2023-24
Estimated
Carryovers
***** PROJECT MANAGEMENT 0 55,251 0 55,251 55,251 0
00355 ELECTRIC VEHICLE CHARGING
INFRASTRUCTURE 600,000 250,000 0 850,000 599,602 250,398 00840 CNG FUELING STATION 428,452 55,000 0 483,452 4,050 479,402 00895 GPS PARKING ENFORCEMENT UNIT 395,000 240,000 0 635,000 0 635,000 00960 EMERGENCY GENERATOR REPLACEMENT 3,026,492 850,000 0 3,876,492 1,440 3,875,052 08502 VEHICLE REPLACEMENT PROGRAM 4,216,649 3,100,000 0 7,316,649 1,700,099 5,616,550 8,666,593 4,550,251 0 13,216,844 2,360,442 10,856,402
600 - Infrastructure
Carryovers
from
FY 2022-23
FY 2023-24
Adopted
Budget
FY 2023-24
Mid-Year
Appropriations/
Transfers
FY 2023-24
Revised
Budget
FY 2023-24
Estimated
Expenditures
FY 2023-24
Estimated
Carryovers
***** PROJECT MANAGEMENT 0 2,005,293 0 2,005,293 2,005,293 0 00050 SUBWAY MITIGATION 3,940,448 0 0 3,940,448 38,380 3,902,068 00055 TRAFFIC CALMING / MANAGEMENT 583,244 500,000 0 1,083,244 6,926 1,076,318 00100 COMPLETE STREETS 3,283,348 850,000 0 4,133,348 2,216,891 1,916,457 00195 STREET AND SIDEWALK IMPROVEMENTS 5,423,402 9,250,000 0 14,673,402 3,673,725 10,999,677 00210 TRAFFIC SIGNAL SYSTEM UPGRADES 4,309,734 3,450,000 0 7,759,734 839,694 6,920,040 00229 SIREN SYSTEM CITYWIDE 555,093 0 0 555,093 493,207 61,886 00485 BEVERLY GARDENS PARK 1,059 0 -1,059 0 0 0
00630 STREET LIGHT AND SIGNAL POLE
REPLACEMENT 1,102,576 2,000,000 0 3,102,576 27,035 3,075,541 00635 CITYWIDE LIGHTING AND DÉCOR 550,188 3,500,000 0 4,050,188 3,829,518 220,670 00720 WILSHIRE BLVD SUBWAY STREETSCAPE 1,523,058 1,805,000 0 3,328,058 463,987 2,864,071 00725 METRO RODEO STATION NORTH PORTAL 13,496,512 980,000 -9,976,512 4,500,000 0 4,500,000 00863 STREET SIGN AND STRIPING 4,410,450 1,000,000 0 5,410,450 1,210,149 4,200,301 00864 URBAN DESIGN / STREETSCAPE 1,666,058 1,133,000 889,776 3,688,834 186,634 3,502,200 00896 PUBLIC WORKS ASSET MANAGEMENT SYSTEM 343,801 0 0 343,801 129,589 214,212 00914 PARK FACILITIES RENOVATION - ROXBURY
PARK 2,143 0 -2,143 0 0 0
00945 STREET TREE IRRIGATION 628,842 0 0 628,842 628,000 842 00946 SIDEWALK REPAIR - STREET TREE
REPLACEMENT 1,288,855 0 0 1,288,855 1,283,768 5,087
00960 EMERGENCY GENERATOR REPLACEMENT 115,813 0 0 115,813 3,800 112,013 43,224,624 26,473,293 -9,089,938 60,607,979 17,036,596 43,571,383 CIP # / Project Name
Total by Fund
CIP # / Project Name
Total by Fund
37 COMPONENTS OF FY 2023-24 REVISED BUDGET
800 - Water Enterprise
Carryovers
from
FY 2022-23
FY 2023-24
Adopted
Budget
FY 2023-24
Mid-Year
Appropriations/
Transfers
FY 2023-24
Revised
Budget
FY 2023-24
Estimated
Expenditures
FY 2023-24
Estimated
Carryovers
***** PROJECT MANAGEMENT 0 1,000,306 0 1,000,306 1,000,306 0 00195 STREET AND SIDEWALK IMPROVEMENTS 268,564 440,000 0 708,564 245,818 462,746 00225 WELL REHAB AND GROUNDWATER
DEVELOPMENT 955,156 450,000 0 1,405,156 13,936 1,391,220 00230 WATER CONSERVATION PROGRAM 758,700 10,000 0 768,700 54,175 714,525 00387 WATER MAIN AND HYDRANT REPLACEMENT 2,678,692 3,500,000 103,687 6,282,379 3,350,519 2,931,860 00397 WATER MASTER PLAN 256,716 0 0 256,716 0 256,716
00576 COLDWATER CANYON RESERVOIR 103,687 0 -103,687 0 0 0 00647 LAND ACQUISITION 5,766,975 0 0 5,766,975 0 5,766,975 00669 WATER METER REPLACEMENT 3,817,301 3,232,605 0 7,049,906 398,353 6,651,553 00795 WATER TREATMENT PLANT REPLACEMENT AND
REPAIR 290,390 250,000 0 540,390 186,276 354,114
00796 RESERVOIR REPLACEMENT AND PUMP STATION
REHAB 4,005,810 675,000 0 4,680,810 68,187 4,612,623
00896 PUBLIC WORKS ASSET MANAGEMENT SYSTEM 0 12,500 0 12,500 0 12,500 00916 LA BREA BASIN WELL DEVELOPMENT (WEP) 27,442,872 0 0 27,442,872 306,583 27,136,289 00972 CABRILLO RESERVOIR REPLACEMENT 3,509,319 2,000,000 0 5,509,319 245,087 5,264,232 49,854,182 11,570,411 0 61,424,593 5,869,240 55,555,353 801 - Water Capacity Fee
Carryovers
from
FY 2022-23
FY 2023-24
Adopted
Budget
FY 2023-24
Mid-Year
Appropriations/
Transfers
FY 2023-24
Revised
Budget
FY 2023-24
Estimated
Expenditures
FY 2023-24
Estimated
Carryovers
00681 SYSTEMWIDE WATER CAPACITY UPGRADES 4,166,449 1,750,000 0 5,916,449 0 5,916,449 4,166,449 1,750,000 0 5,916,449 0 5,916,449
802 - Water Supply Fee
Carryovers
from
FY 2022-23
FY 2023-24
Adopted
Budget
FY 2023-24
Mid-Year
Appropriations/
Transfers
FY 2023-24
Revised
Budget
FY 2023-24
Estimated
Expenditures
FY 2023-24
Estimated
Carryovers
00225 WELL REHAB AND GROUNDWATER
DEVELOPMENT 300,000 300,000 0 600,000 0 600,000
00916 LA BREA BASIN WELL DEVELOPMENT (WEP) 3,500,000 0 0 3,500,000 0 3,500,000 3,800,000 300,000 0 4,100,000 0 4,100,000
810 - Parking Enterprise
Carryovers
from
FY 2022-23
FY 2023-24
Adopted
Budget
FY 2023-24
Mid-Year
Appropriations/
Transfers
FY 2023-24
Revised
Budget
FY 2023-24
Estimated
Expenditures
FY 2023-24
Estimated
Carryovers
***** PROJECT MANAGEMENT 0 570,932 0 570,932 570,932 0
00349 TENANT IMPROVEMENT PROGRAM 2,288,664 750,000 0 3,038,664 1,806,857 1,231,807 Total by Fund
CIP # / Project Name
Total by Fund
CIP # / Project Name
Total by Fund
CIP # / Project Name
CIP # / Project Name
38 COMPONENTS OF FY 2023-24 REVISED BUDGET
810 - Parking Enterprise (Continued)
Carryovers
from
FY 2022-23
FY 2023-24
Adopted
Budget
FY 2023-24
Mid-Year
Appropriations/
Transfers
FY 2023-24
Revised
Budget
FY 2023-24
Estimated
Expenditures
FY 2023-24
Estimated
Carryovers
00355 ELECTRIC VEHICLE CHARGING
INFRASTRUCTURE 370,000 500,000 0 870,000 9,254 860,746
00713 REPAINT CITY BUILDINGS 2,050,000 350,000 0 2,400,000 3,700 2,396,300 00785 PARKING REVENUE CONTROL SYSTEM
UPGRADE 2,918,561 250,000 0 3,168,561 870,255 2,298,306 00786 PARKING PROGRAM UPGRADES AND
IMPROVEMENTS 2,104,396 1,500,000 0 3,604,396 271,064 3,333,332 00811 MAJOR BUILDING SYSTEMS MAINTENANCE AND
REPLACEMENT 3,219,461 0 0 3,219,461 23,256 3,196,205
00815 MISCELLANEOUS AND UNPLANNED
CONSTRUCTION PROJECTS 608,128 150,000 0 758,128 42,867 715,261 00896 PUBLIC WORKS ASSET MANAGEMENT SYSTEM 34,201 12,500 0 46,701 0 46,701 00911 PARKING METER INFRASTRUCTURE 489,770 150,000 0 639,770 77,186 562,584 00936 PARKING FACILITY CONCRETE REHAB AND
WATERPROOFING 3,133,630 3,500,000 0 6,633,630 211,640 6,421,990 00937 CITY ELEVATOR REPLACEMENT AND UPGRADES 1,082,820 0 0 1,082,820 0 1,082,820 18,299,631 7,733,432 0 26,033,063 3,887,011 22,146,052
830 - Solid Waste Enterprise
Carryovers
from
FY 2022-23
FY 2023-24
Adopted
Budget
FY 2023-24
Mid-Year
Appropriations/
Transfers
FY 2023-24
Revised
Budget
FY 2023-24
Estimated
Expenditures
FY 2023-24
Estimated
Carryovers
00195 STREET AND SIDEWALK IMPROVEMENTS 1,724,058 500,000 0 2,224,058 0 2,224,058 00240 ZERO WASTE PLAN 381,294 50,000 0 431,294 0 431,294 00896 PUBLIC WORKS ASSET MANAGEMENT SYSTEM 126,181 12,500 0 138,681 0 138,681 2,231,533 562,500 0 2,794,033 0 2,794,033
840 - Wastewater Enterprise
Carryovers
from
FY 2022-23
FY 2023-24
Adopted
Budget
FY 2023-24
Mid-Year
Appropriations/
Transfers
FY 2023-24
Revised
Budget
FY 2023-24
Estimated
Expenditures
FY 2023-24
Estimated
Carryovers
***** PROJECT MANAGEMENT 0 86,233 0 86,233 86,233 0
00066 SEWER SYSTEM REPAIRS 18,039,951 1,807,900 0 19,847,851 525,307 19,322,544 00197 HYPERION PLANT 5,123,132 2,436,850 0 7,559,982 0 7,559,982 00896 PUBLIC WORKS ASSET MANAGEMENT SYSTEM 155,188 12,500 0 167,688 0 167,688 23,318,271 4,343,483 0 27,661,754 611,540 27,050,214
CIP # / Project Name
Total by Fund
CIP # / Project Name
Total by Fund
CIP # / Project Name
Total by Fund
39 COMPONENTS OF FY 2023-24 REVISED BUDGET
850 - Stormwater Enterprise
Carryovers
from
FY 2022-23
FY 2023-24
Adopted
Budget
FY 2023-24
Mid-Year
Appropriations/
Transfers
FY 2023-24
Revised
Budget
FY 2023-24
Estimated
Expenditures
FY 2023-24
Estimated
Carryovers
***** PROJECT MANAGEMENT 0 362,179 0 362,179 362,179 0
00260 STORMWATER REHABILITATION PROGRAM 410,483 0 0 410,483 0 410,483 00270 BALLONA CREEK MS4 COMPLIANCE 2,176,374 2,000,000 0 4,176,374 3,170,487 1,005,887 00553 STORM DRAIN AND COMPLIANCE (WITH TMDL) 2,131,672 50,000 0 2,181,672 0 2,181,672 00896 PUBLIC WORKS ASSET MANAGEMENT SYSTEM 34,964 12,500 0 47,464 27,060 20,404 4,753,493 2,424,679 0 7,178,172 3,559,726 3,618,446
851 - Stormwater - Measure W - Regional Program
Carryovers
from
FY 2022-23
FY 2023-24
Adopted
Budget
FY 2023-24
Mid-Year
Appropriations/
Transfers
FY 2023-24
Revised
Budget
FY 2023-24
Estimated
Expenditures
FY 2023-24
Estimated
Carryovers
00270 BALLONA CREEK MS4 COMPLIANCE 257,670 0 0 257,670 257,670 0 257,670 0 0 257,670 257,670 0
852 - Stormwater DWR Prop 1
Carryovers
from
FY 2022-23
FY 2023-24
Adopted
Budget
FY 2023-24
Mid-Year
Appropriations/
Transfers
FY 2023-24
Revised
Budget
FY 2023-24
Estimated
Expenditures
FY 2023-24
Estimated
Carryovers
00270 BALLONA CREEK MS4 COMPLIANCE 114 0 0 114 0 114
114 0 0 114 0 114
227,405,295 92,417,897 1,398,586 321,221,778 59,817,644 261,404,134 *****Project Management costs are Internal Service Fund (ISF) charges for CIP Management and Project Administration.

Grand Total
CIP # / Project Name
Total by Fund
CIP # / Project Name
Total by Fund
CIP # / Project Name
Total by Fund
40 CHANGES FROM PRIOR YEAR APPROVED PLAN
FY 24-25 FY 25-26 FY 26-27 FY 27-28 Four-Year Total FY 24-25 Proposed FY 25-26 FY 26-27 FY 27-28 Four-Year Total FY 24-25 FY 25-26 FY 26-27 FY 27-28 Four-Year Total Change Notes 120 - State Gas Tax
00195 STREET AND SIDEWALK IMPROVEMENTS 825,000 900,000 925,000 925,000 3,575,000 825,000 900,000 925,000 925,000 3,575,000 0 0 0 0 0 No changes00554 PAVEMENT MASTER PLAN 35,000 30,000 0 0 65,000 35,000 30,000 0 0 65,000 0 0 0 0 0 No changes 860,000 930,000 925,000 925,000 3,640,000 860,000 930,000 925,000 925,000 3,640,000 0 0 0 0 0 121 - Road Maintenance and Rehabilitation Account
00195 STREET AND SIDEWALK IMPROVEMENTS 750,000 775,000 800,000 825,000 3,150,000 750,000 775,000 800,000 825,000 3,150,000 0 0 0 0 0 No changes 750,000 775,000 800,000 825,000 3,150,000 750,000 775,000 800,000 825,000 3,150,000 0 0 0 0 0 130 - In-Lieu Parking District
00355 ELECTRIC VEHICLE CHARGING INFRASTRUCTURE 0 0 0 0 0 1,000,000 0 0 0 1,000,000 1,000,000 0 0 0 1,000,000 To cover anticipated costs related to improvements of electrical infrastructure inside City parking structures to support the installation of additional EV chargers.00786 PARKING PROGRAM UPGRADES AND IMPROVEMENTS 0 0 0 0 0 4,585,000 0 0 0 4,585,000 4,585,000 0 0 0 4,585,000 For various projects including seismic upgrade designs, conceptual façade improvement designs, and upgrades to parking indicator systems. 0 0 0 0 0 5,585,000 0 0 0 5,585,000 5,585,000 0 0 0 5,585,000 160 - Parks and Recreation Facilities
***** PROJECT MANAGEMENT 232,056 243,659 255,842 268,634 1,000,191 245,424 255,241 265,451 276,069 1,042,185 13,368 11,582 9,609 7,435 41,994 Cost increase for internal service fund charges. 00089 STREET TREE REMOVAL AND REPLACEMENT 1,500,000 1,500,000 1,875,000 1,875,000 6,750,000 1,500,000 1,500,000 1,875,000 1,875,000 6,750,000 0 0 0 0 0 No changes00150 DOG PARK 35,000 45,000 45,000 35,000 160,000 35,000 45,000 45,000 35,000 160,000 0 0 0 0 0 No changes 00315 PARK FACILITIES MAINTENANCE AND IMPROVEMENTS 100,000 100,000 110,000 110,000 420,000 300,000 100,000 110,000 110,000 620,000 200,000 0 0 0 200,000 For repairs and maintenance at Rexford mini park. 00320 COLDWATER PARK MASTER PLAN 0 0 0 0 0 250,000 0 0 0 250,000 250,000 0 0 0 250,000 For improvements to public restrooms at Coldwater Park. 00343 PARK FACILITIES RENOVATION - LA CIENEGA PARK 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 No changes 00442 GREYSTONE PARK IMPROVEMENTS 727,250 750,000 1,500,000 773,500 3,750,750 727,250 750,000 1,500,000 773,500 3,750,750 0 0 0 0 0 No changes 00483 TENNIS COURTS AND SITE ENHANCEMENTS 0 50,000 100,000 0 150,000 100,000 50,000 0 0 150,000 100,000 0 (100,000) 0 0 No changes00484 LED LIGHTING FOR CITY TENNIS COURTS 0 0 25,000 0 25,000 0 0 25,000 0 25,000 0 0 0 0 0 No changes00485 BEVERLY GARDENS PARK 50,000 50,000 50,000 50,000 200,000 50,000 50,000 50,000 50,000 200,000 0 0 0 0 0 No changes00487 LA CIENEGA TENNIS CENTER IRRIGATION AND LANDSCAPING REPLACEMENT 0 250,000 0 250,000 500,000 0 250,000 0 250,000 500,000 0 0 0 0 0 No changes 00903 PLAYGROUND EQUIPMENT MAINTENANCE AND IMPROVEMENTS 26,000 27,000 50,000 50,000 153,000 26,000 27,000 50,000 50,000 153,000 0 0 0 0 0 No changes 00914 PARK FACILITIES RENOVATION - ROXBURY PARK 130,000 120,000 75,000 75,000 400,000 130,000 120,000 75,000 75,000 400,000 0 0 0 0 0 No changes 2,800,306 3,135,659 4,085,842 3,487,134 13,508,941 3,363,674 3,147,241 3,995,451 3,494,569 14,000,935 563,368 11,582 (90,391) 7,435 491,994 180 - Fine Art
***** PROJECT MANAGEMENT 19,338 20,305 21,320 22,386 83,349 20,452 21,270 22,121 23,006 86,849 1,114 965 801 620 3,500 Cost increase for internal service fund charges. 00568 FINE ART 60,000 80,000 80,000 80,000 300,000 60,000 80,000 80,000 80,000 300,000 0 0 0 0 0 No changes 79,338 100,305 101,320 102,386 383,349 80,452 101,270 102,121 103,006 386,849 1,114 965 801 620 3,500 210 - Affordable Housing
00170 AFFORDABLE HOUSING DEVELOPMENT 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 No changes 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0
240 - Air Quality Improvement
00100 COMPLETE STREETS 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 No changes 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0
280 - Measure W - Safe Clean Water
00270 BALLONA CREEK MS4 COMPLIANCE 500,000 500,000 500,000 0 1,500,000 500,000 500,000 500,000 500,000 2,000,000 0 0 0 500,000 500,000 For the Ballona Creek Time Scheduled Order (BC-TSO) SW Treatment Project. The City of Beverly Hills has a regulatory obligation to cost-share for the construction of Ballona Creek TSO projects. 500,000 500,000 500,000 0 1,500,000 500,000 500,000 500,000 500,000 2,000,000 0 0 0 500,000 500,000 Total by FundTotal by FundTotal by FundTotal by FundTotal by FundTotal by FundTotal by FundTotal by Fund FY 2023-24 Adopted CIP Budget FY 2024-25 Proposed CIP Budget Change from Prior Year Approved Plan CIP # / Project Name
41 CHANGES FROM PRIOR YEAR APPROVED PLAN
FY 24-25 FY 25-26 FY 26-27 FY 27-28 Four-Year Total FY 24-25 Proposed FY 25-26 FY 26-27 FY 27-28 Four-Year Total FY 24-25 FY 25-26 FY 26-27 FY 27-28 Four-Year Total Change Notes FY 2023-24 Adopted CIP Budget FY 2024-25 Proposed CIP Budget Change from Prior Year Approved Plan CIP # / Project Name
300 - Prop A Local Transit
00725 METRO RODEO STATION NORTH PORTAL 500,000 0 0 0 500,000 0 0 0 0 0 (500,000) 0 0 0 (500,000) This project is on hold. 500,000 0 0 0 500,000 0 0 0 0 0 (500,000) 0 0 0 (500,000) 310 - Prop C Local Transit
00195 STREET AND SIDEWALK IMPROVEMENTS 425,000 450,000 475,000 500,000 1,850,000 425,000 450,000 475,000 500,000 1,850,000 0 0 0 0 0 No changes00720 WILSHIRE BLVD SUBWAY STREETSCAPE 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 No changes 425,000 450,000 475,000 500,000 1,850,000 425,000 450,000 475,000 500,000 1,850,000 0 0 0 0 0 326 - Seized and Forfeited Property
00342 COMMUNITY SECURITY ENHANCEMENTS (CCTV/ALPR) 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 No changes 00933 POLICE FACILITY UPGRADES 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 No changes 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0
330 - Measure R Local Transit
00720 WILSHIRE BLVD SUBWAY STREETSCAPE 0 200,000 200,000 0 400,000 0 200,000 200,000 0 400,000 0 0 0 0 0 No changes00889 SANTA MONICA BLVD CORRIDOR RECONSTRUCTION 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 No changes 0 200,000 200,000 0 400,000 0 200,000 200,000 0 400,000 0 0 0 0 0 340 - Measure M Local Transit
00720 WILSHIRE BLVD SUBWAY STREETSCAPE 900,000 200,000 0 0 1,100,000 900,000 200,000 0 0 1,100,000 0 0 0 0 0 No changes 900,000 200,000 0 0 1,100,000 900,000 200,000 0 0 1,100,000 0 0 0 0 0 405 - Capital Assets
***** PROJECT MANAGEMENT 947,561 994,939 1,044,686 1,096,920 4,084,106 1,045,325 1,087,138 1,130,624 1,175,849 4,438,936 97,764 92,199 85,938 78,929 354,830 Cost increase for internal service fund charges.00229 SIREN SYSTEM CITYWIDE 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 No changes00349 TENANT IMPROVEMENT PROGRAM 175,000 200,000 200,000 750,000 1,325,000 375,000 350,000 350,000 900,000 1,975,000 200,000 150,000 150,000 150,000 650,000 To cover costs for consulting services to manage construction projects for tenant spaces.00442 GREYSTONE PARK IMPROVEMENTS 0 0 750,000 0 750,000 0 0 750,000 0 750,000 0 0 0 0 0 No changes00585 FIRE HEADQUARTERS - MAINTENANCE AND IMPROVEMENT 900,000 0 0 0 900,000 900,000 18,000 18,000 100,000 1,036,000 0 18,000 18,000 100,000 136,000 For future minor remodels to respond to operational program changes and for costs related to the Station Alert System Replacement project. 00586 FIRE STATION 2 - MAINTENANCE AND IMPROVEMENT 1,750,000 0 0 0 1,750,000 1,975,000 10,000 10,000 10,000 2,005,000 225,000 10,000 10,000 10,000 255,000 To fund the bedroom expansion project. 00587 FIRE STATION 3 - MAINTENANCE AND IMPROVEMENT 750,000 0 0 0 750,000 750,000 10,000 10,000 10,000 780,000 0 10,000 10,000 10,000 30,000 For costs related to the Station Alert System Replacement project. 00589 FIRE STATION APPARATUS DOORS 25,000 25,000 25,000 25,000 100,000 25,000 25,000 25,000 25,000 100,000 0 0 0 0 0 No changes00647 LAND ACQUISITION 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 No changes00650 OFFICE RECONFIGURATION AND FURNITURE REPLACEMENT 175,000 250,000 175,000 250,000 850,000 923,000 1,122,000 0 150,000 2,195,000 748,000 872,000 (175,000) (100,000) 1,345,000 Allocations related to Community Development were changed to align with updated project schedules and costs for the City Clerk's office remodel were added. 00713 REPAINT CITY BUILDINGS 500,000 250,000 550,000 275,000 1,575,000 500,000 250,000 550,000 275,000 1,575,000 0 0 0 0 0 No changes 00781 SECURITY SYSTEM UPGRADE 106,000 109,000 125,000 0 340,000 106,000 109,000 125,000 0 340,000 0 0 0 0 0 No changes00811 MAJOR BUILDING SYSTEMS MAINTENANCE AND REPLACEMENT 3,250,000 5,000,000 5,250,000 5,500,000 19,000,000 2,200,000 4,300,000 6,250,000 6,500,000 19,250,000 (1,050,000) (700,000) 1,000,000 1,000,000 250,000 To balance the fund over the five-year timeframe and address increased costs anticipated for future work. 00815 MISCELLANEOUS AND UNPLANNED CONSTRUCTION PROJECTS 400,000 415,000 600,000 650,000 2,065,000 550,000 500,000 450,000 565,000 2,065,000 150,000 85,000 (150,000) (85,000) 0 No changes 00833 BUILDING ENVELOPE IMPROVEMENTS ON CITY STRUCTURES 1,000,000 1,000,000 500,000 500,000 3,000,000 1,500,000 2,000,000 1,000,000 1,000,000 5,500,000 500,000 1,000,000 500,000 500,000 2,500,000 To address maintenance required for issues exposed during recent heavy rains (several water leaks reported). 00838 LIBRARY FACILITY MAINTENANCE AND IMPROVEMENT 0 0 200,000 0 200,000 50,000 0 150,000 0 200,000 50,000 0 (50,000) 0 0 No changes 00851 CITY HALL MASTER PROJECT 1,500,000 250,000 500,000 500,000 2,750,000 1,850,000 285,000 535,000 540,000 3,210,000 350,000 35,000 35,000 40,000 460,000 To cover architectural tower improvements.00854 SOUTHEAST ENHANCEMENTS 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 No changes00881 336 FOOTHILL ROAD 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 No changes Total by FundTotal by FundTotal by FundTotal by FundTotal by Fund 42 CHANGES FROM PRIOR YEAR APPROVED PLAN
FY 24-25 FY 25-26 FY 26-27 FY 27-28 Four-Year Total FY 24-25 Proposed FY 25-26 FY 26-27 FY 27-28 Four-Year Total FY 24-25 FY 25-26 FY 26-27 FY 27-28 Four-Year Total Change Notes FY 2023-24 Adopted CIP Budget FY 2024-25 Proposed CIP Budget Change from Prior Year Approved Plan CIP # / Project Name
405 - Capital Assets (Continued)
00888 GENERAL BUILDING AND SITE IMPROVEMENTS 0 0 250,000 0 250,000 475,000 0 0 0 475,000 475,000 0 (250,000) 0 225,000 To cover costs related to projects for the CoBH Cable TV suite, the Cable TV room at City Hall, and the Data Center.00890 PUBLIC WORKS WAREHOUSE SPACE 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 No changes00893 PUBLIC WORKS CAMPUS 250,000 0 0 0 250,000 250,000 0 0 0 250,000 0 0 0 0 0 No changes00895 GPS PARKING ENFORCEMENT UNIT 0 0 65,000 0 65,000 0 0 65,000 0 65,000 0 0 0 0 0 No changes00896 PUBLIC WORKS ASSET MANAGEMENT SYSTEM 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 No changes00900 AMERICANS WITH DISABILITIES ACT (ADA) COMPLIANCE 100,000 150,000 150,000 150,000 550,000 100,000 150,000 150,000 150,000 550,000 0 0 0 0 0 No changes 00914 PARK FACILITIES RENOVATION - ROXBURY PARK 50,000 0 50,000 0 100,000 50,000 0 50,000 0 100,000 0 0 0 0 0 No changes 00918 PARCELS 12 AND 13 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 No changes00922 REPLACE UPS EQUIPMENT 0 50,000 50,000 75,000 175,000 850,000 0 50,000 50,000 950,000 850,000 (50,000) 0 (25,000) 775,000 To replace uninterruptible power supply (UPS) units serving the EOC and the Data Center. 00933 POLICE FACILITY UPGRADES 0 750,000 1,000,000 1,000,000 2,750,000 500,000 750,000 500,000 1,000,000 2,750,000 500,000 0 (500,000) 0 0 No changes00937 CITY ELEVATOR REPLACEMENT AND UPGRADES 107,000 110,000 100,000 100,000 417,000 207,000 210,000 250,000 250,000 917,000 100,000 100,000 150,000 150,000 500,000 For the modernization of six elevators over the next five years. 11,985,561 9,553,939 11,584,686 10,871,920 43,996,106 15,181,325 11,176,138 12,418,624 12,700,849 51,476,936 3,195,764 1,622,199 833,938 1,828,929 7,480,830 410 - Information Technology
***** PROJECT MANAGEMENT 72,435 76,057 79,860 83,853 312,205 41,282 42,933 44,650 46,436 175,301 (31,153) (33,124) (35,210) (37,417) (136,904) Cost decrease in allocation of internal service fund charges.00329 IT EQUIPMENT REPLACEMENT PROGRAM 1,700,000 1,700,000 1,700,000 1,700,000 6,800,000 1,700,000 1,700,000 1,700,000 1,700,000 6,800,000 0 0 0 0 0 No changes00334 EGOV INITIATIVE 500,000 500,000 500,000 500,000 2,000,000 500,000 500,000 500,000 500,000 2,000,000 0 0 0 0 0 No changes 00335 DOCUMENT IMAGING 600,000 0 0 0 600,000 600,000 600,000 0 0 1,200,000 0 600,000 0 0 600,000 Funding to continue document imaging needs.00336 FINANCIAL AND HUMAN RESOURCES SOFTWARE 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 No changes 00339 PUBLIC SAFETY CAD/RMS SYSTEM 100,000 100,000 100,000 100,000 400,000 100,000 100,000 100,000 100,000 400,000 0 0 0 0 0 No changes 00342 COMMUNITY SECURITY ENHANCEMENTS (CCTV/ALPR) 2,200,000 2,500,000 2,500,000 2,500,000 9,700,000 4,200,000 2,500,000 2,500,000 2,500,000 11,700,000 2,000,000 0 0 0 2,000,000 To fund two-year data storage of CCTV video. 00347 ENHANCED NETWORK SECURITY/DISASTER RECOVERY 100,000 100,000 100,000 100,000 400,000 100,000 100,000 100,000 100,000 400,000 0 0 0 0 0 No changes 00348 MISCELLANEOUS TECHNOLOGY PROJECTS 50,000 50,000 50,000 50,000 200,000 50,000 50,000 50,000 50,000 200,000 0 0 0 0 0 No changes 00375 FIBER TO THE PREMISES 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 No changes00856 TELEPHONE SYSTEM ENHANCEMENTS 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 No changes00859 RADIO INFRASTRUCTURE 1,500,000 500,000 500,000 500,000 3,000,000 1,500,000 500,000 500,000 500,000 3,000,000 0 0 0 0 0 No changes00883 MUNICIPAL AREA NETWORK (MAN) 1,500,000 900,000 900,000 900,000 4,200,000 1,500,000 900,000 900,000 900,000 4,200,000 0 0 0 0 0 No changes 8,322,435 6,426,057 6,429,860 6,433,853 27,612,205 10,291,282 6,992,933 6,394,650 6,396,436 30,075,301 1,968,847 566,876 (35,210) (37,417) 2,463,096 420 - Cable Television
00888 GENERAL BUILDING AND SITE IMPROVEMENTS 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 No changes00901 VIDEO PRODUCTION EQUIPMENT REPLACEMENT 200,000 200,000 200,000 200,000 800,000 200,000 200,000 200,000 200,000 800,000 0 0 0 0 0 No changes 200,000 200,000 200,000 200,000 800,000 200,000 200,000 200,000 200,000 800,000 0 0 0 0 0 490 - Vehicle Replacement
***** PROJECT MANAGEMENT 58,014 60,915 63,961 67,159 250,049 61,472 63,931 66,488 69,148 261,039 3,458 3,016 2,527 1,989 10,990 Cost increase for internal service fund charges.00355 ELECTRIC VEHICLE CHARGING INFRASTRUCTURE 100,000 100,000 100,000 100,000 400,000 100,000 100,000 100,000 100,000 400,000 0 0 0 0 0 No changes 00840 CNG FUELING STATION 60,000 250,000 200,000 200,000 710,000 60,000 250,000 200,000 200,000 710,000 0 0 0 0 0 No changes 00895 GPS PARKING ENFORCEMENT UNIT 0 0 240,000 0 240,000 0 0 240,000 0 240,000 0 0 0 0 0 No changes00960 EMERGENCY GENERATOR REPLACEMENT 0 0 250,000 250,000 500,000 0 0 250,000 250,000 500,000 0 0 0 0 0 No changes08502 VEHICLE REPLACEMENT PROGRAM 3,500,000 3,500,000 3,500,000 3,500,000 14,000,000 3,500,000 3,500,000 3,500,000 3,500,000 14,000,000 0 0 0 0 0 No changes 3,718,014 3,910,915 4,353,961 4,117,159 16,100,049 3,721,472 3,913,931 4,356,488 4,119,148 16,111,039 3,458 3,016 2,527 1,989 10,990 Total by FundTotal by FundTotal by FundTotal by Fund
43 CHANGES FROM PRIOR YEAR APPROVED PLAN
FY 24-25 FY 25-26 FY 26-27 FY 27-28 Four-Year Total FY 24-25 Proposed FY 25-26 FY 26-27 FY 27-28 Four-Year Total FY 24-25 FY 25-26 FY 26-27 FY 27-28 Four-Year Total Change Notes FY 2023-24 Adopted CIP Budget FY 2024-25 Proposed CIP Budget Change from Prior Year Approved Plan CIP # / Project Name
600 - Infrastructure
***** PROJECT MANAGEMENT 2,105,558 2,210,836 2,321,378 2,437,447 9,075,219 2,284,724 2,376,113 2,471,158 2,570,004 9,701,999 179,166 165,277 149,780 132,557 626,780 Cost increase for internal service fund charges.00050 SUBWAY MITIGATION 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 No changes00055 TRAFFIC CALMING / MANAGEMENT 525,000 550,000 600,000 650,000 2,325,000 525,000 550,000 600,000 650,000 2,325,000 0 0 0 0 0 No changes00100 COMPLETE STREETS 500,000 525,000 550,000 600,000 2,175,000 1,500,000 1,500,000 1,550,000 1,600,000 6,150,000 1,000,000 975,000 1,000,000 1,000,000 3,975,000 To cover future projects such as enhanced crosswalks and pedestrian crossings.00195 STREET AND SIDEWALK IMPROVEMENTS 2,000,000 2,250,000 2,500,000 3,000,000 9,750,000 2,000,000 2,250,000 2,500,000 3,000,000 9,750,000 0 0 0 0 0 No changes00210 TRAFFIC SIGNAL SYSTEM UPGRADES 1,250,000 650,000 650,000 650,000 3,200,000 1,250,000 650,000 650,000 650,000 3,200,000 0 0 0 0 0 No changes00229 SIREN SYSTEM CITYWIDE 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 No changes00485 BEVERLY GARDENS PARK 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 No changes00630 STREET LIGHT AND SIGNAL POLE REPLACEMENT 2,250,000 2,500,000 2,700,000 3,000,000 10,450,000 2,250,000 2,500,000 2,700,000 3,000,000 10,450,000 0 0 0 0 0 No changes 00635 CITYWIDE LIGHTING AND DÉCOR 3,680,000 3,500,000 3,500,000 3,500,000 14,180,000 3,680,000 3,500,000 3,500,000 3,500,000 14,180,000 0 0 0 0 0 No changes00720 WILSHIRE BLVD SUBWAY STREETSCAPE 500,000 1,500,000 1,300,000 0 3,300,000 500,000 1,500,000 1,300,000 0 3,300,000 0 0 0 0 0 No changes 00725 METRO RODEO STATION NORTH PORTAL 21,000,000 0 0 0 21,000,000 0 0 0 0 0 (21,000,000) 0 0 0 (21,000,000) This project is on hold. 00740 STREETSCAPE IMPROVEMENTS 0 925,000 10,000,000 1,000,000 11,925,000 0 0 0 0 0 0 (925,000) (10,000,000) (1,000,000) (11,925,000) To match the projected project schedules related to the OneBH project (specifically for "Little" Santa Monica). A previously planned project for south Beverly Drive has been deferred beyond this five year plan pending the resolution of the Robertson Blvd. streetscape project. 00863 STREET SIGN AND STRIPING 1,000,000 1,000,000 1,000,000 1,000,000 4,000,000 1,000,000 1,000,000 1,000,000 1,000,000 4,000,000 0 0 0 0 0 No changes00864 URBAN DESIGN / STREETSCAPE 1,100,000 0 0 0 1,100,000 1,100,000 0 0 0 1,100,000 0 0 0 0 0 No changes00889 SANTA MONICA BLVD CORRIDOR RECONSTRUCTION 0 0 0 6,000,000 6,000,000 0 0 0 0 0 0 0 0 (6,000,000) (6,000,000) To match the projected project schedules related to the OneBH project. 00896 PUBLIC WORKS ASSET MANAGEMENT SYSTEM 0 10,000 10,000 0 20,000 0 10,000 10,000 0 20,000 0 0 0 0 0 No changes00914 PARK FACILITIES RENOVATION - ROXBURY PARK 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 No changes 00945 STREET TREE IRRIGATION 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 No changes 00946 SIDEWALK REPAIR - STREET TREE REPLACEMENT 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 No changes 00960 EMERGENCY GENERATOR REPLACEMENT 0 0 300,000 0 300,000 0 0 300,000 0 300,000 0 0 0 0 0 No changes 35,910,558 15,620,836 25,431,378 21,837,447 98,800,219 16,089,724 15,836,113 16,581,158 15,970,004 64,476,999 (19,820,834) 215,277 (8,850,220) (5,867,443) (34,323,220) 800 - Water Enterprise
***** PROJECT MANAGEMENT 1,050,321 1,102,837 1,157,979 1,215,878 4,527,015 1,482,337 1,541,630 1,603,295 1,667,427 6,294,689 432,016 438,793 445,316 451,549 1,767,674 Cost increase for internal service fund charges.00195 STREET AND SIDEWALK IMPROVEMENTS 500,000 550,000 600,000 650,000 2,300,000 500,000 550,000 600,000 650,000 2,300,000 0 0 0 0 0 No changes00225 WELL REHAB AND GROUNDWATER DEVELOPMENT 425,000 375,000 325,000 400,000 1,525,000 425,000 375,000 325,000 400,000 1,525,000 0 0 0 0 0 No changes 00230 WATER CONSERVATION PROGRAM 10,500 0 10,500 10,500 31,500 10,500 10,500 10,500 10,500 42,000 0 10,500 0 0 10,500 For water efficiency programming and public education. 00387 WATER MAIN AND HYDRANT REPLACEMENT 4,000,000 4,000,000 3,500,000 4,370,000 15,870,000 2,500,000 4,000,000 3,500,000 4,370,000 14,370,000 (1,500,000) 0 0 0 (1,500,000) To balance the Water Fund over the five year timeframe.00397 WATER MASTER PLAN 0 1,000,000 0 0 1,000,000 0 1,000,000 0 0 1,000,000 0 0 0 0 0 No changes00576 COLDWATER CANYON RESERVOIR 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 No changes00647 LAND ACQUISITION 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 No changes00669 WATER METER REPLACEMENT 3,232,605 500,000 500,000 500,000 4,732,605 1,750,000 1,750,000 2,000,000 500,000 6,000,000 (1,482,605) 1,250,000 1,500,000 0 1,267,395 To balance the Water Fund over the five year timeframe and align funding needs with the project implementation timeline.00795 WATER TREATMENT PLANT REPLACEMENT AND REPAIR 250,000 250,000 250,000 6,000,000 6,750,000 250,000 250,000 250,000 6,000,000 6,750,000 0 0 0 0 0 No changes 00796 RESERVOIR REPLACEMENT AND PUMP STATION REHAB 695,250 700,000 700,000 700,000 2,795,250 195,000 700,000 700,000 700,000 2,295,000 (500,250) 0 0 0 (500,250) To balance the Water Fund over the five year timeframe. 00896 PUBLIC WORKS ASSET MANAGEMENT SYSTEM 10,000 10,000 10,000 10,000 40,000 10,000 10,000 10,000 10,000 40,000 0 0 0 0 0 No changes00916 LA BREA BASIN WELL DEVELOPMENT (WEP) 0 1,750,000 1,750,000 0 3,500,000 0 1,750,000 1,750,000 0 3,500,000 0 0 0 0 0 No changes 00972 CABRILLO RESERVOIR REPLACEMENT 1,000,000 0 0 0 1,000,000 0 0 0 0 0 (1,000,000) 0 0 0 (1,000,000) To balance the Water Fund over the five year timeframe. 11,173,676 10,237,837 8,803,479 13,856,378 44,071,370 7,122,837 11,937,130 10,748,795 14,307,927 44,116,689 (4,050,839) 1,699,293 1,945,316 451,549 45,319 Total by FundTotal by Fund
44 CHANGES FROM PRIOR YEAR APPROVED PLAN
FY 24-25 FY 25-26 FY 26-27 FY 27-28 Four-Year Total FY 24-25 Proposed FY 25-26 FY 26-27 FY 27-28 Four-Year Total FY 24-25 FY 25-26 FY 26-27 FY 27-28 Four-Year Total Change Notes FY 2023-24 Adopted CIP Budget FY 2024-25 Proposed CIP Budget Change from Prior Year Approved Plan CIP # / Project Name
801 - Water Capacity Fee
00225 WELL REHAB AND GROUNDWATER DEVELOPMENT 0 0 100,000 100,000 200,000 150,000 150,000 150,000 150,000 600,000 150,000 150,000 50,000 50,000 400,000 To utilize funding available in Fund 801 for applicable projects. 00681 SYSTEMWIDE WATER CAPACITY UPGRADES 750,000 500,000 500,000 500,000 2,250,000 780,300 780,300 780,300 780,300 3,121,200 30,300 280,300 280,300 280,300 871,200 To utilize funding available in Fund 801 for applicable projects. 750,000 500,000 600,000 600,000 2,450,000 930,300 930,300 930,300 930,300 3,721,200 180,300 430,300 330,300 330,300 1,271,200 802 - Water Supply Fee
00225 WELL REHAB AND GROUNDWATER DEVELOPMENT 350,000 400,000 450,000 450,000 1,650,000 400,000 400,000 450,000 450,000 1,700,000 50,000 0 0 0 50,000 To utilize funding available in Fund 802 for applicable projects. 00916 LA BREA BASIN WELL DEVELOPMENT (WEP) 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 No changes 350,000 400,000 450,000 450,000 1,650,000 400,000 400,000 450,000 450,000 1,700,000 50,000 0 0 0 50,000 810 - Parking Enterprise
***** PROJECT MANAGEMENT 599,479 629,453 660,926 693,972 2,583,830 634,010 659,370 685,745 713,175 2,692,300 34,531 29,917 24,819 19,203 108,470 Cost increase for internal service fund charges. 00349 TENANT IMPROVEMENT PROGRAM 500,000 500,000 500,000 500,000 2,000,000 800,000 650,000 650,000 650,000 2,750,000 300,000 150,000 150,000 150,000 750,000 To cover costs for consulting services to manage construction projects for tenant spaces.00355 ELECTRIC VEHICLE CHARGING INFRASTRUCTURE 1,250,000 1,250,000 500,000 500,000 3,500,000 1,250,000 1,250,000 500,000 500,000 3,500,000 0 0 0 0 0 No changes 00713 REPAINT CITY BUILDINGS 350,000 475,000 500,000 500,000 1,825,000 350,000 475,000 500,000 500,000 1,825,000 0 0 0 0 0 No changes 00785 PARKING REVENUE CONTROL SYSTEM UPGRADE 275,000 275,000 275,000 275,000 1,100,000 275,000 275,000 275,000 275,000 1,100,000 0 0 0 0 0 No changes 00786 PARKING PROGRAM UPGRADES AND IMPROVEMENTS 1,500,000 1,500,000 1,000,000 2,000,000 6,000,000 2,000,000 1,000,000 1,500,000 1,500,000 6,000,000 500,000 (500,000) 500,000 (500,000) 0 No changes 00811 MAJOR BUILDING SYSTEMS MAINTENANCE AND REPLACEMENT 1,000,000 3,500,000 4,750,000 5,000,000 14,250,000 2,000,000 3,000,000 4,750,000 4,500,000 14,250,000 1,000,000 (500,000) 0 (500,000) 0 No changes 00815 MISCELLANEOUS AND UNPLANNED CONSTRUCTION PROJECTS 200,000 300,000 300,000 300,000 1,100,000 200,000 300,000 300,000 300,000 1,100,000 0 0 0 0 0 No changes 00896 PUBLIC WORKS ASSET MANAGEMENT SYSTEM 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 No changes00911 PARKING METER INFRASTRUCTURE 735,000 1,215,000 200,000 250,000 2,400,000 735,000 1,215,000 200,000 250,000 2,400,000 0 0 0 0 0 No changes00936 PARKING FACILITY CONCRETE REHAB AND WATERPROOFING 3,250,000 3,000,000 3,250,000 1,000,000 10,500,000 3,250,000 3,000,000 3,250,000 3,500,000 13,000,000 0 0 0 2,500,000 2,500,000 To cover increased scopes and anticipated increased costs. 00937 CITY ELEVATOR REPLACEMENT AND UPGRADES 200,000 300,000 350,000 300,000 1,150,000 400,000 400,000 450,000 400,000 1,650,000 200,000 100,000 100,000 100,000 500,000 For the modernization of six elevators over the next five years. 9,859,479 12,944,453 12,285,926 11,318,972 46,408,830 11,894,010 12,224,370 13,060,745 13,088,175 50,267,300 2,034,531 (720,083) 774,819 1,769,203 3,858,470 830 - Solid Waste Enterprise
***** PROJECT MANAGEMENT 0 0 0 0 0 41,176 42,823 44,536 46,317 174,852 41,176 42,823 44,536 46,317 174,852 Cost increase for internal service fund charges.00195 STREET AND SIDEWALK IMPROVEMENTS 500,000 500,000 500,000 500,000 2,000,000 500,000 500,000 500,000 500,000 2,000,000 0 0 0 0 0 No changes00240 ZERO WASTE PLAN 51,500 51,500 51,500 51,500 206,000 51,500 51,500 51,500 51,500 206,000 0 0 0 0 0 No changes00896 PUBLIC WORKS ASSET MANAGEMENT SYSTEM 10,000 10,000 10,000 10,000 40,000 10,000 10,000 10,000 10,000 40,000 0 0 0 0 0 No changes 561,500 561,500 561,500 561,500 2,246,000 602,676 604,323 606,036 607,817 2,420,852 41,176 42,823 44,536 46,317 174,852 840 - Wastewater Enterprise
***** PROJECT MANAGEMENT 90,545 95,072 99,826 104,817 390,260 247,056 256,938 267,216 277,905 1,049,115 156,511 161,866 167,390 173,088 658,855 Cost increase for internal service fund charges.00066 SEWER SYSTEM REPAIRS 1,865,000 1,500,000 2,500,000 2,500,000 8,365,000 1,865,000 1,500,000 2,500,000 2,500,000 8,365,000 0 0 0 0 0 No changes 00197 HYPERION PLANT 2,478,825 2,646,610 2,896,505 3,000,000 11,021,940 2,478,825 2,646,610 2,896,505 3,000,000 11,021,940 0 0 0 0 0 No changes00896 PUBLIC WORKS ASSET MANAGEMENT SYSTEM 10,000 10,000 10,000 10,000 40,000 10,000 10,000 10,000 10,000 40,000 0 0 0 0 0 No changes 4,444,370 4,251,682 5,506,331 5,614,817 19,817,200 4,600,881 4,413,548 5,673,721 5,787,905 20,476,055 156,511 161,866 167,390 173,088 658,855 Total by FundTotal by FundTotal by FundTotal by FundTotal by Fund 45 CHANGES FROM PRIOR YEAR APPROVED PLAN
FY 24-25 FY 25-26 FY 26-27 FY 27-28 Four-Year Total FY 24-25 Proposed FY 25-26 FY 26-27 FY 27-28 Four-Year Total FY 24-25 FY 25-26 FY 26-27 FY 27-28 Four-Year Total Change Notes FY 2023-24 Adopted CIP Budget FY 2024-25 Proposed CIP Budget Change from Prior Year Approved Plan CIP # / Project Name
850 - Stormwater Enterprise
***** PROJECT MANAGEMENT 380,288 399,302 419,267 440,230 1,639,087 61,764 64,235 66,804 69,476 262,279 (318,524) (335,067) (352,463) (370,754) (1,376,808) Cost decrease in allocation of internal service fund charges. 00260 STORM WATER REHABILITATION PROGRAM 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 No changes00270 BALLONA CREEK MS4 COMPLIANCE 2,000,000 0 0 0 2,000,000 2,000,000 2,000,000 2,000,000 2,000,000 8,000,000 0 2,000,000 2,000,000 2,000,000 6,000,000 For the Ballona Creek Time Scheduled Order (BC-TSO) SW Treatment Project. The City of Beverly Hills has a regulatory obligation to cost-share for the construction of Ballona Creek TSO projects. 00553 STORM DRAIN AND COMPLIANCE (WITH TMDL) 50,000 50,000 100,000 10,000 210,000 50,000 50,000 100,000 10,000 210,000 0 0 0 0 0 No changes00896 PUBLIC WORKS ASSET MANAGEMENT SYSTEM 10,000 0 10,000 0 20,000 10,000 0 10,000 0 20,000 0 0 0 0 0 No changes 2,440,288 449,302 529,267 450,230 3,869,087 2,121,764 2,114,235 2,176,804 2,079,476 8,492,279 (318,524) 1,664,933 1,647,537 1,629,246 4,623,192 852 - Stormwater DWR Prop 1
00270 BALLONA CREEK MS4 COMPLIANCE 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 No changes 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0
Grand Total 96,530,525 71,347,485 83,823,550 82,151,796 333,853,356 85,620,397 77,046,532 80,594,893 82,985,612 326,247,434 (10,910,128) 5,699,047 (3,228,657) 833,816 (7,605,922) *****Project Management costs are Internal Service Fund (ISF) charges for CIP Management and Project Administration.

Total by FundTotal by Fund
46 WILSHIRE BLVD

BEVERWIL DR

N LA CIENEGA BLVD

GREGORY WY

LAUREL WY

BEVERLY BLVD

N ROBERTSON BLVD

W OLYMPIC BLVD

N PALM DR

DAYTON WY

SUNSET BLVD

SANTA MONICA BLVD

DOHENY RD

S BEDFORD DR

HILLGREENDR

N DOHENY DR

N REXFORD DR

CARMELITA AV

N BEVERLY DR

S LA CIENEGA BLVD

WHITTIER DR

LEXINGTON RD

N MAPLE DR

WHITWORTH DR

ANGELO DR

S REEVES DR

S BEVERLY DR

MOUNTAIN DR

LOMA VISTA DR
W 3RD ST

S CAMDEN DR

ALDEN DR

S PECK DR

S ROBERTSON BLVD

W SUNSET BLVD

N OAKHURST DR

N PALM DR

N MAPLE DR

S LA CIENEGA BLVD

FOOTH LI L RD

SCHUYLER RD

N ALPINE DR

BENEDICT CANYON DR

S RODEO DR

BURTON WY

CLIFTON WY

MELROSE AV

CHARLEVILLE BLVD

WALDEN DR GREGORY WY

LOMITAS AV

TRENTON DR

TOWER RD

N SWALL DR

S ROXBURY DR

N LA PEER DR

N ALMONT DR

N WETHERLY DR

N DOHENY DR

S MCCARTY DR

MORENO DR

N CLARK DR

N ROXBURY DR

N BEDFORD DR

N CAMDEN DR

N RODEO DR

S EL CAMINO DR

N CRESCENT DR

ELEVADO AV

S ROBERTSON BLVD

S CLARK DR

S DOHENY DR

S OAKHURST DR

S CRESCENT DR

S PALM DR

S ELM DR

S REXFORD DR

S MAPLE DR

S SWALL DR

S WETHERLY DR

S CANON DR

S ALMONT DR

S LA PEER DR

S SPALDING DR

S LINDEN DR

WOODLAND DR

N FOOTHILL RD

BRIGHTON WY

CARLA RDGE

ARKELL DR

S SANTA MONICA BLVD CIVIC CENTER DR

W SUNSET BLVD

W OLYMPIC BLVD

LASKY DR

HARTFORD WY

CINTHIA ST

COLDWATER CANYON DR

N SIERRA DR

N HAM LI TON DR

N CANON DR

N HILLCREST RD

N LINDEN DR

N HILLCREST RD

MAR LI Y N DR

N ALTA DR

N ARDEN DR

N ELM DR

DURANT DR

S CARSON RD

C ALLEVISTA DR

SU M MIT DR

N OAKHURST DR

PARK WY

S WILLAMAN DR

N ELM DR

COLDW AT ERC A NYO N BRID LEPTH

S HAMEL DR

S LE DOUX RD

EVELYN PL

SHA DOW HILL WY

CASTLE PL

N GALE DR

WALLACE RDGE

LADERA DR

TOWER DR

S GALE DR

N HAMEL DR

HAYNES AV

TRO U SDALE PL

SAN YSIDRO DR

NORMA PL

ROBERT LN

N CARSON RD

COVE WY

N STANLEY DR

HEATH AV

M A R T I N LN

N LE DOUX RD

N LA CIENEGA BLVD

GREENWAY DR

CHALETTE DR
City of Beverly Hills, California
FY 2024-25 Proposed Capital Improvement Projects (CIP)
CIP Category
Building/ Facility
Equipment
Infrastructure
Land
Other
City Boundary
E
For interactive view of this map visit
(upon the proposed budget approval):
https://gis.beverlyhills.org/VBH/CIP/
0 0.175 0.35 0.7
Miles
This map is for informational purposes. No Warranties of any kind with respect to the accuracy of the information or data furnished herein.

Some projects have been referrenced to the location of the responsible department.

Data and Map by: City of Beverly Hills - Infromation Technology - GIS 455 N. Rexford Dr. Beverly Hills, CA 90210 - April 16, 2024 47 48
Capital Improvement Budget
CIP Detail
49 50
Project Manager: Daren Grilley, Assistant Director of Public Works/City Engineer Project Department: Public WorksOther Departments: All Departments Fund
FY 2023-24
Estimated
Carryovers
FY 2024-25
Proposed FY 2025-26 FY 2026-27 FY 2027-28 FY 2028-29 Six-Year Total 600 - Infrastructure 3,902,068 - - - - - 3,902,068Project Total 3,902,068 - - - - - 3,902,068 Fund
Carryovers
from
FY 2022-23
FY 2023-24
Adopted
Budget
FY 2023-24
Mid-Year
Appropriations /
Transfers
FY 2023-24
Revised
Budget
FY 2023-24
Estimated
Expenditures
FY 2023-24
Estimated
Carryovers
600 - Infrastructure 3,940,448 - - 3,940,448 38,380 3,902,068Project Total 3,940,448 - - 3,940,448 38,380 3,902,068

BUDGET FORECAST
COMPONENTS OF FY 2023-24 REVISED BUDGET
CIP No: 00050 SUBWAY MITIGATION DESCRIPTION
Development and implementation of mitigation measures to reduce the impact of theWestside Subway Extension project on the residents and businesses in the City of Beverly Hills.

PROJECT INFORMATION
STATUS
Staff will continue to monitor work activities associated with both sections of the Westside Subway Extension project. This CIP is to cover mitigation measures beyond what is covered by Metro.
51 Project Manager: Daren Grilley, Assistant Director of Public Works/City Engineer Project Department: Public WorksOther Departments: None Fund
FY 2023-24
Estimated
Carryovers
FY 2024-25
Proposed FY 2025-26 FY 2026-27 FY 2027-28 FY 2028-29 Six-Year Total 600 - Infrastructure 1,076,318 525,000 550,000 600,000 650,000 700,000 4,101,318Project Total 1,076,318 525,000 550,000 600,000 650,000 700,000 4,101,318 Fund
Carryovers
from
FY 2022-23
FY 2023-24
Adopted
Budget
FY 2023-24
Mid-Year
Appropriations /
Transfers
FY 2023-24
Revised
Budget
FY 2023-24
Estimated
Expenditures
FY 2023-24
Estimated
Carryovers
600 - Infrastructure 583,244 500,000 - 1,083,244 6,926 1,076,318Project Total 583,244 500,000 - 1,083,244 6,926 1,076,318

BUDGET FORECAST
COMPONENTS OF FY 2023-24 REVISED BUDGET
CIP No: 00055 TRAFFIC CALMING / MANAGEMENT
STATUS
The approval of the Neighborhood Traffic Calming Program in November 2023 has led to requests from residents for the implementation of varioustraffic calming strategies on streets. The implementation of these strategies will be funded from this CIP.

DESCRIPTION
Traffic calming/management measures to reduce traffic impact in residential areas like speed humps, signage,and traffic circles.

PROJECT INFORMATION
52 Project Manager: Robert Welch, Utilities General Manager Project Department: Public WorksOther Departments: None Fund
FY 2023-24
Estimated
Carryovers
FY 2024-25
Proposed FY 2025-26 FY 2026-27 FY 2027-28 FY 2028-29 Six-Year Total 840 - Wastewater Enterprise 19,322,544 1,865,000 1,500,000 2,500,000 2,500,000 2,500,000 30,187,544Project Total 19,322,544 1,865,000 1,500,000 2,500,000 2,500,000 2,500,000 30,187,544 Fund
Carryovers
from
FY 2022-23
FY 2023-24
Adopted
Budget
FY 2023-24
Mid-Year
Appropriations /
Transfers
FY 2023-24
Revised
Budget
FY 2023-24
Estimated
Expenditures
FY 2023-24
Estimated
Carryovers
840 - Wastewater Enterprise 18,039,951 1,807,900 - 19,847,851 525,307 19,322,544Project Total 18,039,951 1,807,900 - 19,847,851 525,307 19,322,544

BUDGET FORECAST
COMPONENTS OF FY 2023-24 REVISED BUDGET
CIP No: 00066 SEWER SYSTEM REPAIRS

DESCRIPTION
Repair and rehabilitation of the sanitary sewer conveyance system within the City of BeverlyHills. This ongoing project includes replacement of deteriorated sewer pipes, relining of existingsewers, sanitary sewer manhole rehabilitation, and capacity upgrades in the sewer system.

PROJECT INFORMATION
STATUS
This CIP provides funding for sewer capacity upgrades, sewer lining, and repairs. The scope of work also includes realigning critical sewer connectionsto the City of Los Angeles to prevent overflow, increasing the capacity of sewer trunk lines, and conducting the inspection and rehabilitation of sewerswithin both the public right-of-way and easements. 53 Project Manager: Daren Grilley, Assistant Director of Public Works/City Engineer Project Department: Public WorksOther Departments: None Fund
FY 2023-24
Estimated
Carryovers
FY 2024-25
Proposed FY 2025-26 FY 2026-27 FY 2027-28 FY 2028-29 Six-Year Total 160 - Parks and Recreation Facilities 5,859,460 1,500,000 1,500,000 1,875,000 1,875,000 2,375,000 14,984,460Project Total 5,859,460 1,500,000 1,500,000 1,875,000 1,875,000 2,375,000 14,984,460 Fund
Carryovers
from
FY 2022-23
FY 2023-24
Adopted
Budget
FY 2023-24
Mid-Year
Appropriations /
Transfers
FY 2023-24
Revised
Budget
FY 2023-24
Estimated
Expenditures
FY 2023-24
Estimated
Carryovers
160 - Parks and Recreation Facilities 4,795,861 1,500,000 - 6,295,861 436,401 5,859,460Project Total 4,795,861 1,500,000 - 6,295,861 436,401 5,859,460

BUDGET FORECAST
COMPONENTS OF FY 2023-24 REVISED BUDGET
CIP No: 00089 STREET TREE REMOVAL AND REPLACEMENT

DESCRIPTION
This CIP provides funding for the ongoing removal and replacement of public trees due to thedecline or damage of the existing stock, as per the adopted Street Tree Master Plans inconjunction with the Urban Forest Management Plan (UFMP).

PROJECT INFORMATION
STATUS
The Urban Forest Management Plan (UFMP) has been completed and staff is working on implementing its various recommendations. Tree removal and replacement remains an ongoing process Citywide. 54 Project Manager: Daren Grilley, Assistant Director of Public Works/City Engineer Project Department: Public WorksOther Departments: None Fund
FY 2023-24
Estimated
Carryovers
FY 2024-25
Proposed FY 2025-26 FY 2026-27 FY 2027-28 FY 2028-29 Six-Year Total 240 - Air Quality Improvement 56,957 - - - - - 56,957600 - Infrastructure 1,916,457 1,500,000 1,500,000 1,550,000 1,600,000 650,000 8,716,457Project Total 1,973,414 1,500,000 1,500,000 1,550,000 1,600,000 650,000 8,773,414 Fund
Carryovers
from
FY 2022-23
FY 2023-24
Adopted
Budget
FY 2023-24
Mid-Year
Appropriations /
Transfers
FY 2023-24
Revised
Budget
FY 2023-24
Estimated
Expenditures
FY 2023-24
Estimated
Carryovers
240 - Air Quality Improvement 54,147 - - 54,147 (2,810) 56,957600 - Infrastructure 3,283,348 850,000 - 4,133,348 2,216,891 1,916,457Project Total 3,337,495 850,000 - 4,187,495 2,214,081 1,973,414

BUDGET FORECAST
COMPONENTS OF FY 2023-24 REVISED BUDGET
CIP No: 00100 COMPLETE STREETS

DESCRIPTION
This CIP funds implementation of the Complete Streets Plan priority projects and programsthat will improve safety and mobility for all road users including pedestrian, bicyclists, transitriders, and motorists.

PROJECT INFORMATION
STATUS
The design of raised crosswalks at several locations throughout the City is planned to start in the first quarter of FY 2024-25. Construction is planned to be completed by the fourth quarter of FY 2025-26.Continue implementation of other elements of the Complete Streets Plan as approved by Council. Current projects include designs for raisedcrosswalks at all right-turn slip lanes, enhanced crosswalks at the intersection of Beverly/Cañon/Lomitas, Gregory/Robertson, Wilshire/Almont, and Wilshire/Le Doux, and construction of three crosswalks on Coldwater Cañon Drive. 55 Project Manager: Stephanie Harris, Director of Community Services Project Department: Community ServicesOther Departments: None Fund
FY 2023-24
Estimated
Carryovers
FY 2024-25
Proposed FY 2025-26 FY 2026-27 FY 2027-28 FY 2028-29 Six-Year Total 160 - Parks and Recreation Facilities 185,682 35,000 45,000 45,000 35,000 50,000 395,682Project Total 185,682 35,000 45,000 45,000 35,000 50,000 395,682 Fund
Carryovers
from
FY 2022-23
FY 2023-24
Adopted
Budget
FY 2023-24
Mid-Year
Appropriations /
Transfers
FY 2023-24
Revised
Budget
FY 2023-24
Estimated
Expenditures
FY 2023-24
Estimated
Carryovers
160 - Parks and Recreation Facilities 53,581 150,000 - 203,581 17,899 185,682Project Total 53,581 150,000 - 203,581 17,899 185,682

BUDGET FORECAST
COMPONENTS OF FY 2023-24 REVISED BUDGET
CIP No: 00150 DOG PARK

DESCRIPTION
Ongoing maintenance and/or community needs in the Beverly Hills Dog Park.

PROJECT INFORMATION
STATUS
Project is complete but additional amenities and upgrades will be ongoing. Design and installation of industrial umbrellas was completed in summer 2021; design of permanent shade structures is in progress. Condition of fencing will be evaluated and repaired or replaced, as needed. 56 Project Manager: Ryan Gohlich, Assistant City Manager Project Department: Policy and ManagementOther Departments: None Fund
FY 2023-24
Estimated
Carryovers
FY 2024-25
Proposed FY 2025-26 FY 2026-27 FY 2027-28 FY 2028-29 Six-Year Total 210 - Affordable Housing 442,490 - - - - - 442,490Project Total 442,490 - - - - - 442,490 Fund
Carryovers
from
FY 2022-23
FY 2023-24
Adopted
Budget
FY 2023-24
Mid-Year
Appropriations /
Transfers
FY 2023-24
Revised
Budget
FY 2023-24
Estimated
Expenditures
FY 2023-24
Estimated
Carryovers
210 - Affordable Housing 445,480 - - 445,480 2,990 442,490Project Total 445,480 - - 445,480 2,990 442,490

BUDGET FORECAST
COMPONENTS OF FY 2023-24 REVISED BUDGET
CIP No: 00170 AFFORDABLE HOUSING DEVELOPMENT

DESCRIPTION
This CIP will fund planning and pre-development costs including consultant fees and financialanalysis incurred by the City for a potential future affordable housing project.

PROJECT INFORMATION
STATUS
In September 2023, the City selected West Hollywood Community Housing Corporation to construct an affordable senior housing project at 9268-9298W. 3rd Street and entered into an exclusive negotiation agreement. As of April 2024, the developer is conducting site due diligence investigations andpreparing to apply for funding. The City is considering the scope of development and will present options and preliminary plans to the community. 57 Project Manager: Daren Grilley, Assistant Director of Public Works/City Engineer Project Department: Public WorksOther Departments: None Fund
FY 2023-24
Estimated
Carryovers
FY 2024-25
Proposed FY 2025-26 FY 2026-27 FY 2027-28 FY 2028-29 Six-Year Total 120 - State Gas Tax 3,165,988 825,000 900,000 925,000 925,000 975,000 7,715,988121 - Road Maintenance and Rehabilitation Account 4,016,500 750,000 775,000 800,000 825,000 850,000 8,016,500310 - Prop C Local Transit 1,798,880 425,000 450,000 475,000 500,000 525,000 4,173,880600 - Infrastructure 10,999,677 2,000,000 2,250,000 2,500,000 3,000,000 3,250,000 23,999,677800 - Water Enterprise 462,746 500,000 550,000 600,000 650,000 700,000 3,462,746830 - Solid Waste Enterprise 2,224,058 500,000 500,000 500,000 500,000 500,000 4,724,058Project Total 5,000,000 22,667,849 5,425,000 5,800,000 6,400,000 6,800,000 52,092,849 Fund Carryovers from
FY 2022-23
FY 2023-24
Adopted Budget
FY 2023-24
Mid-Year
Appropriations /
Transfers
FY 2023-24
Revised Budget
FY 2023-24
Estimated
Expenditures
FY 2023-24
Estimated
Carryovers
120 - State Gas Tax 2,374,346 800,000 - 3,174,346 8,358 3,165,988121 - Road Maintenance and Rehabilitation Account 2,016,500 2,000,000 - 4,016,500 - 4,016,500310 - Prop C Local Transit 400,000 1,400,000 - 1,800,000 1,120 1,798,880600 - Infrastructure 5,423,402 9,250,000 - 14,673,402 3,673,725 10,999,677800 - Water Enterprise 268,564 440,000 - 708,564 245,818 462,746830 - Solid Waste Enterprise 1,724,058 500,000 - 2,224,058 - 2,224,058Project Total 14,390,000 12,206,870 - 26,596,870 3,929,021 22,667,849 CIP No: 00195 STREET AND SIDEWALK IMPROVEMENTS
STATUS
The repaving of Burton Way and Copley Place started in the fourth quarter of FY 2023-24. Both projects are planned to be completed no later than the fourth quarter of FY 2024-25.Additional projects are scheduled to commence during FY 2024-25.

BUDGET FORECAST
COMPONENTS OF FY 2023-24 REVISED BUDGET
The Street and Sidewalk Improvement Program is a comprehensive initiative aimed at ensuring the long-term upkeep and safety of the City's infrastructure. This program encompasses a range of projects designed to maintain streets and sidewalks in optimalcondition. Activities include resurfacing efforts and complete street reconstructions. Project prioritization is strategically guided byan assessment of pavement conditions, utilizing the Pavement Condition Index as a key determinant. Furthermore, the program dedicates resources to the systematic identification and remediation of trip and fall hazards on sidewalks, aligning with the City’s proactive Sidewalk Inspection and Repair Policy. Additionally, this initiative supports the essential repairs necessitated by waterservice installations and the occurrence of main breaks, ensuring the integrity of streets and the safety of our community.

DESCRIPTION

PROJECT INFORMATION
58 Project Manager: Robert Welch, Utilities General Manager Project Department: Public WorksOther Departments: None Fund
FY 2023-24
Estimated
Carryovers
FY 2024-25
Proposed FY 2025-26 FY 2026-27 FY 2027-28 FY 2028-29 Six-Year Total 840 - Wastewater Enterprise 7,559,982 2,478,825 2,646,610 2,896,505 3,000,000 3,000,000 21,581,922Project Total 7,559,982 2,478,825 2,646,610 2,896,505 3,000,000 3,000,000 21,581,922 Fund
Carryovers
from
FY 2022-23
FY 2023-24
Adopted
Budget
FY 2023-24
Mid-Year
Appropriations /
Transfers
FY 2023-24
Revised
Budget
FY 2023-24
Estimated
Expenditures
FY 2023-24
Estimated
Carryovers
840 - Wastewater Enterprise 5,123,132 2,436,850 - 7,559,982 - 7,559,982Project Total 5,123,132 2,436,850 - 7,559,982 - 7,559,982

BUDGET FORECAST
COMPONENTS OF FY 2023-24 REVISED BUDGET
CIP No: 00197 HYPERION PLANT

DESCRIPTION
Annual capital component of Hyperion Wastewater Treatment Plant charges and the City of LosAngeles' amalgamated sewer system.

PROJECT INFORMATION
STATUS
CIP funds are allocated in anticipation of the ongoing cost increases for the capital portion of the sewer system treatment contract with the City of LosAngeles. 59 Project Manager: Daren Grilley, Assistant Director of Public Works/City Engineer Project Department: Public WorksOther Departments: None Fund
FY 2023-24
Estimated
Carryovers
FY 2024-25
Proposed FY 2025-26 FY 2026-27 FY 2027-28 FY 2028-29 Six-Year Total 600 - Infrastructure 6,920,040 1,250,000 650,000 650,000 650,000 700,000 10,820,040Project Total 6,920,040 1,250,000 650,000 650,000 650,000 700,000 10,820,040 Fund
Carryovers
from
FY 2022-23
FY 2023-24
Adopted
Budget
FY 2023-24
Mid-Year
Appropriations /
Transfers
FY 2023-24
Revised
Budget
FY 2023-24
Estimated
Expenditures
FY 2023-24
Estimated
Carryovers
600 - Infrastructure 4,309,734 3,450,000 - 7,759,734 839,694 6,920,040Project Total 4,309,734 3,450,000 - 7,759,734 839,694 6,920,040 CIP No: 00210 TRAFFIC SIGNAL SYSTEM UPGRADES
STATUS
Continued modernization and upgrades of traffic signal communication equipment Citywide will continue through FY 2025-26 and will require additional purchases of equipment and components to include uninterruptible power sources (UPS). The integration of new technologies as they become available will also be done including support for development in automobile technology.

BUDGET FORECAST
COMPONENTS OF FY 2023-24 REVISED BUDGET

DESCRIPTION
The Traffic Signal System Upgrades project is a Citywide initiative aimed at enhancing the efficiency and safetyof our traffic network through the adoption of advanced technologies. Central to this project is themodernization of traffic controllers and the entire traffic signal system to incorporate cutting-edge solutions.Key enhancements feature the installation of video vehicle detection systems at strategic intersections, theintroduction of ADA-compliant and touch-free pushbuttons for pedestrian safety and convenience, theimplementation of GPS-based emergency vehicle pre-emption to facilitate quicker response times, and theintegration of signals for smoother traffic flow. This comprehensive upgrade is designed to improve overalltraffic management, ensuring a safer and more efficient travel experience for all City residents and visitors.

PROJECT INFORMATION
60 Project Manager: Robert Welch, Utilities General Manager Project Department: Public WorksOther Departments: None Fund
FY 2023-24
Estimated
Carryovers
FY 2024-25
Proposed FY 2025-26 FY 2026-27 FY 2027-28 FY 2028-29 Six-Year Total 800 - Water Enterprise 1,391,220 425,000 375,000 325,000 400,000 440,000 3,356,220801 - Water Capacity Fee - 150,000 150,000 150,000 150,000 150,000 750,000802 - Water Supply Fee 600,000 400,000 400,000 450,000 450,000 450,000 2,750,000Project Total 1,991,220 975,000 925,000 925,000 1,000,000 1,040,000 6,856,220 Fund
Carryovers
from
FY 2022-23
FY 2023-24
Adopted
Budget
FY 2023-24
Mid-Year
Appropriations /
Transfers
FY 2023-24
Revised
Budget
FY 2023-24
Estimated
Expenditures
FY 2023-24
Estimated
Carryovers
800 - Water Enterprise 955,156 450,000 - 1,405,156 13,936 1,391,220802 - Water Supply Fee 300,000 300,000 - 600,000 - 600,000Project Total 1,255,156 750,000 - 2,005,156 13,936 1,991,220 CIP No: 00225 WELL REHAB AND GROUNDWATER DEVELOPMENT
STATUS
The City is in the process of rehabilitation planning and design of several existing wells. Plans, specifications, and bidding documents will be prepared for construction to rehabilitate the existing well(s) to maximize production.

BUDGET FORECAST
COMPONENTS OF FY 2023-24 REVISED BUDGET

DESCRIPTION
This project optimizes well production by performing well studies, zone testing, and well rehabilitationactivities. This project could include water quality zone testing, well video surveys, and major or minor wellrehabilitation, including but not limited to, well redevelopment and the replacement of well equipment.

PROJECT INFORMATION
61 Project Manager: Daren Grilley, Assistant Director of Public Works/City Engineer Project Department: Public WorksOther Departments: None Fund
FY 2023-24
Estimated
Carryovers
FY 2024-25
Proposed FY 2025-26 FY 2026-27 FY 2027-28 FY 2028-29 Six-Year Total 405 - Capital Assets 54,242 - - - - - 54,242600 - Infrastructure 61,886 - - - - - 61,886Project Total 116,128 - - - - - 116,128 Fund
Carryovers
from
FY 2022-23
FY 2023-24
Adopted
Budget
FY 2023-24
Mid-Year
Appropriations /
Transfers
FY 2023-24
Revised
Budget
FY 2023-24
Estimated
Expenditures
FY 2023-24
Estimated
Carryovers
405 - Capital Assets 259,860 - - 259,860 205,618 54,242600 - Infrastructure 555,093 - - 555,093 493,207 61,886Project Total 814,953 - - 814,953 698,825 116,128

BUDGET FORECAST
COMPONENTS OF FY 2023-24 REVISED BUDGET
CIP No: 00229 SIREN SYSTEM CITYWIDE

DESCRIPTION
A Citywide siren system would aid and increase the City's ability to send time-sensitive notifications to thecommunity in times of disaster. A Citywide siren system would be strategically placed throughout the City andwould work similarly to a tornado siren. Strategic placement of sirens, particularly in hillside high fire zoneareas could potentially save lives and property.

PROJECT INFORMATION
STATUS
Construction was completed during the third quarter of FY 2023-24. Testing of the system started after construction and will continue through the end of FY 2023-24.
62 Project Manager: Robert Welch, Utilities General Manager Project Department: Public WorksOther Departments: None Fund
FY 2023-24
Estimated
Carryovers
FY 2024-25
Proposed FY 2025-26 FY 2026-27 FY 2027-28 FY 2028-29 Six-Year Total 800 - Water Enterprise 714,525 10,500 10,500 10,500 10,500 10,500 767,025Project Total 714,525 10,500 10,500 10,500 10,500 10,500 767,025 Fund
Carryovers
from
FY 2022-23
FY 2023-24
Adopted
Budget
FY 2023-24
Mid-Year
Appropriations /
Transfers
FY 2023-24
Revised
Budget
FY 2023-24
Estimated
Expenditures
FY 2023-24
Estimated
Carryovers
800 - Water Enterprise 758,700 10,000 - 768,700 54,175 714,525Project Total 758,700 10,000 - 768,700 54,175 714,525

BUDGET FORECAST
COMPONENTS OF FY 2023-24 REVISED BUDGET
CIP No: 00230 WATER CONSERVATION PROGRAM

DESCRIPTION
Funds will be used to enhance the various water efficiency and leak detection programsfocusing on meeting the regulations: Making Water Conservation a California Way of Life. Thefunds will also be used to complete water conservation projects related to the City’s WaterEnterprise Plan (WEP) and Integrated Water Resources Master Plan (IWRMP).

PROJECT INFORMATION
STATUS
Staff continues to work on water efficiency audits and provide residents with education on water conservation tools and techniques. The City will be transitioning to a new online water conservation program for customers to monitor water use. 63 Project Manager: Robert Welch, Utilities General Manager Project Department: Public WorksOther Departments: None Fund
FY 2023-24
Estimated
Carryovers
FY 2024-25
Proposed FY 2025-26 FY 2026-27 FY 2027-28 FY 2028-29 Six-Year Total 830 - Solid Waste Enterprise 431,294 51,500 51,500 51,500 51,500 51,500 688,794Project Total 431,294 51,500 51,500 51,500 51,500 51,500 688,794 Fund
Carryovers
from
FY 2022-23
FY 2023-24
Adopted
Budget
FY 2023-24
Mid-Year
Appropriations /
Transfers
FY 2023-24
Revised
Budget
FY 2023-24
Estimated
Expenditures
FY 2023-24
Estimated
Carryovers
830 - Solid Waste Enterprise 381,294 50,000 - 431,294 - 431,294Project Total 381,294 50,000 - 431,294 - 431,294

BUDGET FORECAST
COMPONENTS OF FY 2023-24 REVISED BUDGET
CIP No: 00240 ZERO WASTE PLAN

DESCRIPTION
Evaluate and develop a Zero Waste Plan that will guide the City to reduce waste, reducereliance on landfills, and reduce greenhouse gas emissions associated with waste creation anddisposal.

PROJECT INFORMATION
STATUS
The City is implementing an organic waste recycling program to comply with Senate Bill 1383 (SB 1383), which is a short-term greenhouse gas reduction plan. The program requires residents and businesses to dispose food waste into organic containers. It is projected that 12,993 metric tons of carbon dioxide equivalence (MT C02e) will be reduced by the program. 64 Project Manager: Robert Welch, Utilities General Manager Project Department: Public WorksOther Departments: None Fund
FY 2023-24
Estimated
Carryovers
FY 2024-25
Proposed FY 2025-26 FY 2026-27 FY 2027-28 FY 2028-29 Six-Year Total 850 - Stormwater Enterprise 410,483 - - - - - 410,483Project Total 410,483 - - - - - 410,483 Fund
Carryovers
from
FY 2022-23
FY 2023-24
Adopted
Budget
FY 2023-24
Mid-Year
Appropriations /
Transfers
FY 2023-24
Revised
Budget
FY 2023-24
Estimated
Expenditures
FY 2023-24
Estimated
Carryovers
850 - Stormwater Enterprise 410,483 - - 410,483 - 410,483Project Total 410,483 - - 410,483 - 410,483

BUDGET FORECAST
COMPONENTS OF FY 2023-24 REVISED BUDGET
CIP No: 00260 STORMWATER REHABILITATION PROGRAM

DESCRIPTION
Repair, rehabilitate, and/or replace aging stormwater assets such as catch basins, maintenanceholes, and stormwater mainlines.

PROJECT INFORMATION
STATUS
Broken catch basins have been repaired or replaced. Storm drain capacity improvements are being evaluated as indicated in the Integrated Water Resources Master Plan (IWRMP).
65 Project Manager: Robert Welch, Utilities General Manager Project Department: Public WorksOther Departments: None Fund
FY 2023-24
Estimated
Carryovers
FY 2024-25
Proposed FY 2025-26 FY 2026-27 FY 2027-28 FY 2028-29 Six-Year Total 280 - Measure W - Safe Clean Water 459,543 500,000 500,000 500,000 500,000 500,000 2,959,543850 - Stormwater Enterprise 1,005,887 2,000,000 2,000,000 2,000,000 2,000,000 2,000,000 11,005,887852 - Stormwater DWR Prop 1 114 - - - - - 114Project Total 2,500,000 1,465,544 2,500,000 2,500,000 2,500,000 2,500,000 13,965,544 Fund
Carryovers
from
FY 2022-23
FY 2023-24
Adopted
Budget
FY 2023-24
Mid-Year
Appropriations
/ Transfers
FY 2023-24
Revised Budget
FY 2023-24
Estimated
Expenditures
FY 2023-24
Estimated
Carryovers
280 - Measure W - Safe Clean Water 16,854 500,000 - 516,854 57,311 459,543850 - Stormwater Enterprise 2,176,374 2,000,000 - 4,176,374 3,170,487 1,005,887851 - Stormwater - Measure W - Regional Program 257,670 - - 257,670 257,670 - 852 - Stormwater DWR Prop 1 114 - - 114 - 114Project Total 2,500,000 2,451,012 - 4,951,012 3,485,468 1,465,544 CIP No: 00270 BALLONA CREEK MS4 COMPLIANCE
STATUS
Major work on the Burton Way Median Green Street and Water Efficient Landscape Project was completed in FY 2023-24. Commissioning of the pumps and related systems is underway and expected to continue into FY 2024-25. The project has a 7.6 acre-feet (AF) capacity to manage polluted urban runoff and reduce irrigation consumption by 16AF per year. Project funds were also used to complete the Culver Median Regional Stormwater Project. The multi- benefit collaborative project has a 19.5 AF capacity to manage polluted urban runoff and improve multi-modal transportation. Beverly Hills is receiving 4.4 AF compliance capacity for cost-sharing with the regional project. TheCity executed a Memorandum of Agreement (MOA) for the Ballona Creek Watershed Time Scheduled Order (TSO) projects. The TSO projects are comprised of three regionaltreatment facilities that will treat polluted urban runoff to meet water quality objectives and increase recycled water resources for the region. Funds will also be used to fundoperating and maintenance costs for Santa Monica Blvd. Green Streets Swales, Burton Way Median, Culver City Regional Stormwater Project, and future stormwater projects.

BUDGET FORECAST
COMPONENTS OF FY 2023-24 REVISED BUDGET
The funds will be used to build multi-benefit regional stormwater facilities to comply with theBallona Creek Total Maximum Daily Loads (TMDLs) water quality limits and WatershedManagement Plans (WMPs).

DESCRIPTION

PROJECT INFORMATION
66 Project Manager: Stephanie Harris, Director of Community Services Project Department: Community ServicesOther Departments: None Fund
FY 2023-24
Estimated
Carryovers
FY 2024-25
Proposed FY 2025-26 FY 2026-27 FY 2027-28 FY 2028-29 Six-Year Total 160 - Parks and Recreation Facilities 2,076,083 300,000 100,000 110,000 110,000 110,000 2,806,083Project Total 2,076,083 300,000 100,000 110,000 110,000 110,000 2,806,083 Fund
Carryovers
from
FY 2022-23
FY 2023-24
Adopted
Budget
FY 2023-24
Mid-Year
Appropriations /
Transfers
FY 2023-24
Revised
Budget
FY 2023-24
Estimated
Expenditures
FY 2023-24
Estimated
Carryovers
160 - Parks and Recreation Facilities 422,808 1,850,000 - 2,272,808 196,725 2,076,083Project Total 422,808 1,850,000 - 2,272,808 196,725 2,076,083

BUDGET FORECAST
COMPONENTS OF FY 2023-24 REVISED BUDGET
CIP No: 00315 PARK FACILITIES MAINTENANCE AND IMPROVEMENTS

DESCRIPTION
This project provides ongoing funding for small capital improvements and renovations at thevarious park facilities throughout the City and includes projects such as irrigation upgrades,landscaping, and site furnishings.

PROJECT INFORMATION
STATUS
The renovation of the restroom at Will Rogers Park is underway. Additional projects include repairs and improvements at the Rexford mini park andinstallation of ambient lighting in other City parks. 67 Project Manager: Stephanie Harris, Director of Community Services Project Department: Community ServicesOther Departments: None Fund
FY 2023-24
Estimated
Carryovers
FY 2024-25
Proposed FY 2025-26 FY 2026-27 FY 2027-28 FY 2028-29 Six-Year Total 160 - Parks and Recreation Facilities 106,152 250,000 - - - - 356,152Project Total 106,152 250,000 - - - - 356,152 Fund
Carryovers
from
FY 2022-23
FY 2023-24
Adopted
Budget
FY 2023-24
Mid-Year
Appropriations /
Transfers
FY 2023-24
Revised
Budget
FY 2023-24
Estimated
Expenditures
FY 2023-24
Estimated
Carryovers
160 - Parks and Recreation Facilities 106,152 - - 106,152 - 106,152Project Total 106,152 - - 106,152 - 106,152

BUDGET FORECAST
COMPONENTS OF FY 2023-24 REVISED BUDGET
CIP No: 00320 COLDWATER PARK MASTER PLAN

DESCRIPTION
The structure requires a needs assessment to be updated for as needed future renovations.

PROJECT INFORMATION
STATUS
A building structural assessment was completed in 2022 and structural upgrades were not required. Public restroom upgrades are planned for FY 2024-25; improvements to include replacement of toilet partitions and plumbing fixtures plus removal of aged floor and wall tiles, and replacement with new tile finishes underway. Additional improvements under consideration include the replacement oflight fixtures with energy efficient (LED) lighting. 68 Project Manager: David Schirmer, Chief Information Officer Project Department: Information TechnologyOther Departments: None Fund
FY 2023-24
Estimated
Carryovers
FY 2024-25
Proposed FY 2025-26 FY 2026-27 FY 2027-28 FY 2028-29 Six-Year Total 410 - Information Technology 66,927 1,700,000 1,700,000 1,700,000 1,700,000 1,700,000 8,566,927Project Total 66,927 1,700,000 1,700,000 1,700,000 1,700,000 1,700,000 8,566,927 Fund
Carryovers
from
FY 2022-23
FY 2023-24
Adopted
Budget
FY 2023-24
Mid-Year
Appropriations /
Transfers
FY 2023-24
Revised
Budget
FY 2023-24
Estimated
Expenditures
FY 2023-24
Estimated
Carryovers
410 - Information Technology 149,739 1,700,000 - 1,849,739 1,782,812 66,927Project Total 149,739 1,700,000 - 1,849,739 1,782,812 66,927 CIP No: 00329 IT EQUIPMENT REPLACEMENT PROGRAM
STATUS
Migrated City Intranet “Bevy” to SharePoint. Established Microsoft TEAMS for staff collaboration. Augmented ransomware / disaster recovery system(Rubrik). Improved email security. Replaced end-of life servers, switches, and legacy systems.

BUDGET FORECAST
COMPONENTS OF FY 2023-24 REVISED BUDGET
Provides for the scheduled replacement of Data Center infrastructure including servers, disk storage systems,networking equipment, and enterprise software.

DESCRIPTION

PROJECT INFORMATION
69 Project Manager: David Schirmer, Chief Information Officer Project Department: Information TechnologyOther Departments: None Fund
FY 2023-24
Estimated
Carryovers
FY 2024-25
Proposed FY 2025-26 FY 2026-27 FY 2027-28 FY 2028-29 Six-Year Total 410 - Information Technology 249,877 500,000 500,000 500,000 500,000 500,000 2,749,877Project Total 249,877 500,000 500,000 500,000 500,000 500,000 2,749,877 Fund
Carryovers
from
FY 2022-23
FY 2023-24
Adopted
Budget
FY 2023-24
Mid-Year
Appropriations /
Transfers
FY 2023-24
Revised
Budget
FY 2023-24
Estimated
Expenditures
FY 2023-24
Estimated
Carryovers
410 - Information Technology 89,681 500,000 50,486 640,167 390,290 249,877Project Total 89,681 500,000 50,486 640,167 390,290 249,877 CIP No: 00334 EGOV INITIATIVE
STATUS
Completed electronic plan check upgrade and provided application development in support of global “single sign-on” infrastructure. Expanded publicfacing permitting modules including automated permit application and enhanced reporting. Developed website enhancements including “OnlineServices” portal and “Just in Case BH” site. Consolidated website search functions into a single portal. Enhanced user experience as we transition tonew website. Supported Content Management System and website refresh initiatives. Spearheaded efforts to accommodate Sunshine Taskforce web subcommittee requests resulting in numerous enhancements, including search functionality, property information, and permit reporting.

BUDGET FORECAST
COMPONENTS OF FY 2023-24 REVISED BUDGET
Provides for web-based solutions that effectively leverage technology to improve the deliveryof City services to the public. Development focus is centered on user friendliness, integrationamong systems, transparency, and collaboration.

PROJECT INFORMATION

DESCRIPTION
70 Project Manager: David Schirmer, Chief Information Officer Project Department: Information TechnologyOther Departments: None Fund
FY 2023-24
Estimated
Carryovers
FY 2024-25
Proposed FY 2025-26 FY 2026-27 FY 2027-28 FY 2028-29 Six-Year Total 410 - Information Technology 417,255 600,000 600,000 - - - 1,617,255Project Total 417,255 600,000 600,000 - - - 1,617,255 Fund
Carryovers
from
FY 2022-23
FY 2023-24
Adopted
Budget
FY 2023-24
Mid-Year
Appropriations /
Transfers
FY 2023-24
Revised
Budget
FY 2023-24
Estimated
Expenditures
FY 2023-24
Estimated
Carryovers
410 - Information Technology 192,284 600,000 - 792,284 375,029 417,255Project Total 192,284 600,000 - 792,284 375,029 417,255

BUDGET FORECAST
COMPONENTS OF FY 2023-24 REVISED BUDGET
CIP No: 00335 DOCUMENT IMAGING

DESCRIPTION
Provides for the conversion of historical documents (paper and microfilm) to digital archive with full-textsearch capability. This also includes the development of applications to facilitate the retrieval of thesedocuments by the public.

PROJECT INFORMATION
STATUS
Digitized, prepared, and quality-assurance checked thousands of documents including Community Development and City Clerk’s Office documents.Digitized and made available to the public historical documents from the City Library’s collections including newspapers, directories, and yearbooks.

Upgraded document imaging system to the latest hardware and software. 71 Project Manager: David Schirmer, Chief Information Officer Project Department: Finance DepartmentOther Departments: All Departments Fund
FY 2023-24
Estimated
Carryovers
FY 2024-25
Proposed FY 2025-26 FY 2026-27 FY 2027-28 FY 2028-29 Six-Year Total 410 - Information Technology 278,309 - - - - - 278,309Project Total 278,309 - - - - - 278,309 Fund
Carryovers
from
FY 2022-23
FY 2023-24
Adopted
Budget
FY 2023-24
Mid-Year
Appropriations /
Transfers
FY 2023-24
Revised
Budget
FY 2023-24
Estimated
Expenditures
FY 2023-24
Estimated
Carryovers
410 - Information Technology 278,309 - - 278,309 - 278,309Project Total 278,309 - - 278,309 - 278,309

BUDGET FORECAST
COMPONENTS OF FY 2023-24 REVISED BUDGET
CIP No: 00336 FINANCIAL AND HUMAN RESOURCES SOFTWARE

DESCRIPTION
Provides for research, development, purchase, and implementation of an enterprise system toreplace the existing Finance and Human Resources applications used for operational planningand administration, and for optimizing internal business processes.

PROJECT INFORMATION
STATUS
Performed system upgrade. Implemented and maintained system interfaces. 72 Project Manager: Max Subin, Police Captain
Project Department: Police DepartmentOther Departments: Information Technology Fund
FY 2023-24
Estimated
Carryovers
FY 2024-25
Proposed FY 2025-26 FY 2026-27 FY 2027-28 FY 2028-29 Six-Year Total 410 - Information Technology 1,000 100,000 100,000 100,000 100,000 100,000 501,000Project Total 1,000 100,000 100,000 100,000 100,000 100,000 501,000 Fund
Carryovers
from
FY 2022-23
FY 2023-24
Adopted
Budget
FY 2023-24
Mid-Year
Appropriations /
Transfers
FY 2023-24
Revised
Budget
FY 2023-24
Estimated
Expenditures
FY 2023-24
Estimated
Carryovers
410 - Information Technology 33,199 100,000 - 133,199 132,199 1,000Project Total 33,199 100,000 - 133,199 132,199 1,000

BUDGET FORECAST
COMPONENTS OF FY 2023-24 REVISED BUDGET
CIP No: 00339 PUBLIC SAFETY CAD/RMS SYSTEM

DESCRIPTION
Provides for updates and augmentation of the Public Safety Computer Aided Dispatch (CAD)and Records Management Systems (RMS). Work includes software and hardware updates,replacement of end-of-life equipment, and extending the existing functionality by integratingwith external applications.

PROJECT INFORMATION
STATUS
Established Real Time Watch Center. Implemented FUSUS system to provide real-time access to video, facilitating the gathering of intel to help speedup Police investigations and response. Upgrade of the RMS system to the latest version. Replaced High Tech Crime Unit (HTCU) archival storage.

Outfitted Fire vehicles with new camera system. Replacement of Fire toning system. 73 Project Manager: Elisabeth Albanese, Police Captain
Project Department: Police DepartmentOther Departments: Information Technology Fund
FY 2023-24
Estimated
Carryovers
FY 2024-25
Proposed FY 2025-26 FY 2026-27 FY 2027-28 FY 2028-29 Six-Year Total 326 - Seized and Forfeited Property 122,161 - - - - - 122,161410 - Information Technology 1,659,051 4,200,000 2,500,000 2,500,000 2,500,000 2,500,000 15,859,051Project Total 1,781,212 4,200,000 2,500,000 2,500,000 2,500,000 2,500,000 15,981,212 Fund
Carryovers
from
FY 2022-23
FY 2023-24
Adopted
Budget
FY 2023-24
Mid-Year
Appropriations /
Transfers
FY 2023-24
Revised
Budget
FY 2023-24
Estimated
Expenditures
FY 2023-24
Estimated
Carryovers
326 - Seized and Forfeited Property 125,325 - - 125,325 3,164 122,161410 - Information Technology 312,447 2,800,000 1,900,000 5,012,447 3,353,396 1,659,051Project Total 437,772 2,800,000 1,900,000 5,137,772 3,356,560 1,781,212

BUDGET FORECAST
COMPONENTS OF FY 2023-24 REVISED BUDGET
CIP No: 00342 COMMUNITY SECURITY ENHANCEMENTS (CCTV/ALPR)

DESCRIPTION
The Community Security Enhancements project provides for the design, engineering,installation, and management of a Closed Circuit Television (CCTV) network throughout the City.The City’s Automated License Plate Recognition (ALPR) program, video analytics, and theongoing enhancements of the Real Time Watch Center (RTWC) are also included in thisinitiative.

PROJECT INFORMATION
STATUS
Developed technology plan and implemented the Real Time Watch Center (RTWC), including Live 911, Flock ALPR, BriefCam real-time alerting, high-end computer stations, room monitors, and video support to contract staff. Expanded CCTV network to key locations (~2,300 total); expanded BHUSDcamera system in support of new construction; expanded infrastructure capacity to accommodate new cameras; leveraged Fiber to the Premises (FTTP)network to expand coverage into residential areas. 74 Project Manager: Stephanie Harris, Director of Community Services Project Department: Community ServicesOther Departments: None Fund
FY 2023-24
Estimated
Carryovers
FY 2024-25
Proposed FY 2025-26 FY 2026-27 FY 2027-28 FY 2028-29 Six-Year Total 160 - Parks and Recreation Facilities 5,173,684 - - - - - 5,173,684Project Total 5,173,684 - - - - - 5,173,684 Fund
Carryovers
from
FY 2022-23
FY 2023-24
Adopted
Budget
FY 2023-24
Mid-Year
Appropriations /
Transfers
FY 2023-24
Revised
Budget
FY 2023-24
Estimated
Expenditures
FY 2023-24
Estimated
Carryovers
160 - Parks and Recreation Facilities 5,259,402 - - 5,259,402 85,718 5,173,684Project Total 5,259,402 - - 5,259,402 85,718 5,173,684

BUDGET FORECAST
COMPONENTS OF FY 2023-24 REVISED BUDGET
CIP No: 00343 PARK FACILITIES RENOVATION - LA CIENEGA PARK

DESCRIPTION
Allows for various improvements to buildings and site, including athletic fields. A conceptualmaster plan study on the 17-acre site on the east and west side of La Cienega Boulevard wascompleted in 2018. The proposed project includes a recreation center with a gymnasium, apool, tennis courts and other amenities.

PROJECT INFORMATION
STATUS
Prior to the pandemic, considerable public outreach had been completed for a complete rebuild of both sides of La Cienega Park; that plan has been put on hold for now. In the interim, replacement of wood flooring in the dance studio was completed in FY 2022-23, and the following projects were completed in FY 2023-24: repair/replacement of three sets of exterior doors; community center restroom improvements; new window coverings inthe auditorium and lobby; and replacement of wood flooring in the dance room. Replacement of outdoor fitness equipment will be completed in FY2023-24. Upgrades to the playgrounds and restrooms are scheduled to begin FY 2024-25. 75 Project Manager: David Schirmer, Chief Information Officer Project Department: Information TechnologyOther Departments: None Fund
FY 2023-24
Estimated
Carryovers
FY 2024-25
Proposed FY 2025-26 FY 2026-27 FY 2027-28 FY 2028-29 Six-Year Total 410 - Information Technology 535 100,000 100,000 100,000 100,000 100,000 500,535Project Total 535 100,000 100,000 100,000 100,000 100,000 500,535 Fund
Carryovers
from
FY 2022-23
FY 2023-24
Adopted
Budget
FY 2023-24
Mid-Year
Appropriations /
Transfers
FY 2023-24
Revised
Budget
FY 2023-24
Estimated
Expenditures
FY 2023-24
Estimated
Carryovers
410 - Information Technology 3,338 100,000 - 103,338 102,803 535Project Total 3,338 100,000 - 103,338 102,803 535

BUDGET FORECAST
COMPONENTS OF FY 2023-24 REVISED BUDGET
CIP No: 00347 ENHANCED NETWORK SECURITY/DISASTER RECOVERY

DESCRIPTION
Provides for augmentation of the City’s network security posture by strengthening intrusion detection andintrusion prevention, network traffic filtering, and Security Information and Event Management (SIEM).

PROJECT INFORMATION
STATUS
Upgraded core network security services (Domain Name System, Dynamic Host Configuration Protocol, Network Control, etc.) and expanded monitoring services of SIEM. Strengthened network traffic filtering by adding additional tiers of protection. Implemented Arctic Wolf third-party monitoring system. Augmented backup/recovery/ransomware mitigation system. 76 Project Manager: David Schirmer, Chief Information Officer Project Department: Information TechnologyOther Departments: None Fund
FY 2023-24
Estimated
Carryovers
FY 2024-25
Proposed FY 2025-26 FY 2026-27 FY 2027-28 FY 2028-29 Six-Year Total 410 - Information Technology 24,170 50,000 50,000 50,000 50,000 50,000 274,170Project Total 24,170 50,000 50,000 50,000 50,000 50,000 274,170 Fund
Carryovers
from
FY 2022-23
FY 2023-24
Adopted
Budget
FY 2023-24
Mid-Year
Appropriations /
Transfers
FY 2023-24
Revised
Budget
FY 2023-24
Estimated
Expenditures
FY 2023-24
Estimated
Carryovers
410 - Information Technology 30,255 50,000 - 80,255 56,085 24,170Project Total 30,255 50,000 - 80,255 56,085 24,170

BUDGET FORECAST
COMPONENTS OF FY 2023-24 REVISED BUDGET
CIP No: 00348 MISCELLANEOUS TECHNOLOGY PROJECTS

DESCRIPTION
Provides for undertaking unforeseen technology-related projects that may be initiated bychanging priorities of client departments, City Council, or City Management during the courseof the fiscal year.

PROJECT INFORMATION
STATUS
Upgraded Web EOC system. Augmented VPN portal. Replaced legacy large file transfer system with OneDrive. 77 Project Manager: Mandana Motahari, City Architect
Project Department: Public WorksOther Departments: None Fund
FY 2023-24
Estimated
Carryovers
FY 2024-25
Proposed FY 2025-26 FY 2026-27 FY 2027-28 FY 2028-29 Six-Year Total 405 - Capital Assets 1,518,790 375,000 350,000 350,000 900,000 650,000 4,143,790810 - Parking Enterprise 1,231,807 800,000 650,000 650,000 650,000 150,000 4,131,807Project Total 2,750,597 1,175,000 1,000,000 1,000,000 1,550,000 800,000 8,275,597 Fund
Carryovers
from
FY 2022-23
FY 2023-24
Adopted
Budget
FY 2023-24
Mid-Year
Appropriations /
Transfers
FY 2023-24
Revised
Budget
FY 2023-24
Estimated
Expenditures
FY 2023-24
Estimated
Carryovers
405 - Capital Assets 662,014 900,000 119,038 1,681,052 162,262 1,518,790810 - Parking Enterprise 2,288,664 750,000 - 3,038,664 1,806,857 1,231,807Project Total 2,950,678 1,650,000 119,038 4,719,716 1,969,119 2,750,597

BUDGET FORECAST
COMPONENTS OF FY 2023-24 REVISED BUDGET
CIP No: 00349 TENANT IMPROVEMENT PROGRAM

DESCRIPTION
This CIP allows for the accrual of funds for the capital improvement of tenant occupied buildings. The scopeincludes building infrastructure, shell and core upgrades, and improvements to common areas. The CIP alsoprovides for tenant improvement allowance reimbursements, as applicable.

PROJECT INFORMATION
STATUS
During FY 2023-24, shell and HVAC/electrical infrastructure improvements were completed. The tenant has started their tenant improvements on the ground floor. During FY 2024-25, staff expects to complete design and implementation of building removal at 1959 S. La Cienega Blvd. and perform site improvements to include construction of a surface parking lot with lighting, automatic gates, and landscaping anticipated to be completed by the second quarter of FY 2024-25.
78 Project Manager: Daren Grilley, Assistant Director of Public Works/City Engineer Project Department: Public WorksOther Departments: None Fund
FY 2023-24
Estimated
Carryovers
FY 2024-25
Proposed FY 2025-26 FY 2026-27 FY 2027-28 FY 2028-29 Six-Year Total 130 - In-Lieu Parking District - 1,000,000 - - - - 1,000,000490 - Vehicle Replacement 250,398 100,000 100,000 100,000 100,000 100,000 750,398810 - Parking Enterprise 860,746 1,250,000 1,250,000 500,000 500,000 500,000 4,860,746Project Total 1,111,144 2,350,000 1,350,000 600,000 600,000 600,000 6,611,144 Fund
Carryovers
from
FY 2022-23
FY 2023-24
Adopted
Budget
FY 2023-24
Mid-Year
Appropriations /
Transfers
FY 2023-24
Revised
Budget
FY 2023-24
Estimated
Expenditures
FY 2023-24
Estimated
Carryovers
490 - Vehicle Replacement 600,000 250,000 - 850,000 599,602 250,398810 - Parking Enterprise 370,000 500,000 - 870,000 9,254 860,746Project Total 970,000 750,000 - 1,720,000 608,856 1,111,144

BUDGET FORECAST
COMPONENTS OF FY 2023-24 REVISED BUDGET
CIP No: 00355 ELECTRIC VEHICLE CHARGING INFRASTRUCTURE

DESCRIPTION
Provides required infrastructure for the electric vehicle (EV) charging for both City-owned and operated publicparking garages as well as the City fleet. This includes increasing inventory (i.e., adding new charging stations).The City EV Chargers (level 2) currently on parking facilities will require replacement based on their service life,manufacturer support, contractual agreements, as well as required upgrades to meet the evolving models ofhybrid and Battery Only Electric Vehicle (BOEV) in the market. The additional scope of work includes update toelectric infrastructure, signage, and parking space designation. Increasing the City’s EV charging stationsupports the City’s climate action goals.

PROJECT INFORMATION
STATUS
Fleet Services started the installation of 65 level 2 chargers for City fleet vehicles during the third quarter of FY 2023-24 with grant funding for the Southern California Edison Charge Ready program. Construction is scheduled for completion by the end of FY 2023-24. The electrical infrastructure in all City-owned garages is being assessed in order to plan for the expansion of publicly accessible EV chargers available. 79 Project Manager: Robert Welch, Utilities General Manager Project Department: Public WorksOther Departments: None Fund
FY 2023-24
Estimated
Carryovers
FY 2024-25
Proposed FY 2025-26 FY 2026-27 FY 2027-28 FY 2028-29 Six-Year Total 800 - Water Enterprise 2,931,860 2,500,000 4,000,000 3,500,000 4,370,000 4,000,000 21,301,860Project Total 2,931,860 2,500,000 4,000,000 3,500,000 4,370,000 4,000,000 21,301,860 Fund
Carryovers
from
FY 2022-23
FY 2023-24
Adopted
Budget
FY 2023-24
Mid-Year
Appropriations /
Transfers
FY 2023-24
Revised
Budget
FY 2023-24
Estimated
Expenditures
FY 2023-24
Estimated
Carryovers
800 - Water Enterprise 2,678,692 3,500,000 103,687 6,282,379 3,350,519 2,931,860Project Total 2,678,692 3,500,000 103,687 6,282,379 3,350,519 2,931,860

BUDGET FORECAST
COMPONENTS OF FY 2023-24 REVISED BUDGET
CIP No: 00387 WATER MAIN AND HYDRANT REPLACEMENT

DESCRIPTION
Replace and/or rehabilitate undersized, deteriorated, or old water mains, valves, hydrants, andassociated appurtenances. Upgrade the water system according to the Integrated WaterResources Master Plan (IWRMP).

PROJECT INFORMATION
STATUS
Construction of several miles of water main on Coldwater Canyon Drive is in progress and is anticipated to be completed in the first quarter of FY 2024-

25. Approximately 3 miles of main pipelines are in design throughout the City of Beverly Hills. Older cast iron mains are being upsized and replacedwith newer ductile iron pipe. Construction is planned during FY 2024-25. 80 Project Manager: Robert Welch, Utilities General Manager Project Department: Public WorksOther Departments: None Fund
FY 2023-24
Estimated
Carryovers
FY 2024-25
Proposed FY 2025-26 FY 2026-27 FY 2027-28 FY 2028-29 Six-Year Total 800 - Water Enterprise 256,716 - 1,000,000 - - - 1,256,716Project Total 256,716 - 1,000,000 - - - 1,256,716 Fund
Carryovers
from
FY 2022-23
FY 2023-24
Adopted
Budget
FY 2023-24
Mid-Year
Appropriations /
Transfers
FY 2023-24
Revised
Budget
FY 2023-24
Estimated
Expenditures
FY 2023-24
Estimated
Carryovers
800 - Water Enterprise 256,716 - - 256,716 - 256,716Project Total 256,716 - - 256,716 - 256,716

BUDGET FORECAST
COMPONENTS OF FY 2023-24 REVISED BUDGET
CIP No: 00397 WATER MASTER PLAN

DESCRIPTION
Update the water hydraulic model and Water Master Plan as part of the Integrated WaterResources Master Plan (IWRMP). The IWRMP was completed in 2021 and should be updatedevery 5 years.

PROJECT INFORMATION
STATUS
The water hydraulic model and the Water Master Plan have been updated and completed as part of the Integrated Water Resources Master Plan in 2021. The next planned update will be in FY 25-26.
81 Project Manager: Stephanie Harris, Director of Community Services Project Department: Community ServicesOther Departments: Public Works Fund
FY 2023-24
Estimated
Carryovers
FY 2024-25
Proposed FY 2025-26 FY 2026-27 FY 2027-28 FY 2028-29 Six-Year Total 160 - Parks and Recreation Facilities 4,747,788 727,250 750,000 1,500,000 773,500 2,000,000 10,498,538405 - Capital Assets 38,244 - - 750,000 - - 788,244Project Total 4,786,032 727,250 750,000 2,250,000 773,500 2,000,000 11,286,782 Fund Carryovers from
FY 2022-23
FY 2023-24
Adopted Budget
FY 2023-24
Mid-Year
Appropriations /
Transfers
FY 2023-24
Revised Budget
FY 2023-24
Estimated
Expenditures
FY 2023-24
Estimated
Carryovers
160 - Parks and Recreation Facilities 4,387,983 706,000 - 5,093,983 346,195 4,747,788405 - Capital Assets 38,349 - - 38,349 105 38,244Project Total 4,426,332 706,000 - 5,132,332 346,300 4,786,032

BUDGET FORECAST
COMPONENTS OF FY 2023-24 REVISED BUDGET
CIP No: 00442 GREYSTONE PARK IMPROVEMENTS

DESCRIPTION
Provides for various restoration and maintenance projects at the property including, but not limited to restorationof various rooms in the mansion involving interior finishes such as painting and woodwork restoration, as well asongoing care and maintenance of the historic fabric of the mansion, outbuildings, and the park. The goal is toimprove the public experience at the park and inside the buildings. This CIP also provides for ongoing maintenanceincluding upgrades to the infrastructure and waterproofing throughout the property.

PROJECT INFORMATION
STATUS
Continue restoration and maintenance of Greystone based on priorities identified in the historic analysis for the mansion. Ongoing evaluation of conditions and restorationpriorities of the mansion, historic structures, and grounds. Wood restoration testing at the mansion continues and includes historic paint color analysis. Improvements tofire/life/safety are ongoing and are being implemented incrementally. Restoration of various exterior doors wood doors were completed in FY 2023-24 including doors facing themansion's main courtyard and nine garage doors at lower Greystone. Assessments of degrading materials and seismic analysis at lower Greystone are in progress, designdocuments for repairing the failed waterproofing in the pool area changing rooms is complete, and project construction is scheduled to be completed in December 2024. Repair projects addressing weathering, stabilization of historic materials, visitor safety, and conservation to avoid the need for future restoration is ongoing. 82 Project Manager: Stephanie Harris, Director of Community Services Project Department: Community ServicesOther Departments: None Fund
FY 2023-24
Estimated
Carryovers
FY 2024-25
Proposed FY 2025-26 FY 2026-27 FY 2027-28 FY 2028-29 Six-Year Total 160 - Parks and Recreation Facilities 100,228 100,000 50,000 - - 100,000 350,228Project Total 100,228 100,000 50,000 - - 100,000 350,228 Fund
Carryovers
from
FY 2022-23
FY 2023-24
Adopted
Budget
FY 2023-24
Mid-Year
Appropriations /
Transfers
FY 2023-24
Revised
Budget
FY 2023-24
Estimated
Expenditures
FY 2023-24
Estimated
Carryovers
160 - Parks and Recreation Facilities 64,248 50,000 - 114,248 14,020 100,228Project Total 64,248 50,000 - 114,248 14,020 100,228

BUDGET FORECAST
COMPONENTS OF FY 2023-24 REVISED BUDGET
CIP No: 00483 TENNIS COURTS AND SITE ENHANCEMENTS

DESCRIPTION
All of the City’s public tennis courts are resurfaced on a regular cycle (approximately every fiveyears) to provide a safe playing surface. When that occurs, additional site improvements suchas the replacement of nets and windscreens also occur as equipment reaches product lifeexpectancy.

PROJECT INFORMATION
STATUS
Project provides ongoing funding for maintenance and improvements of tennis courts in future years. Roxbury courts were resurfaced in FY 2021-22.La Cienega Tennis Center courts #13 and #14 will be resurfaced in FY 2023-24. This project will also assist with the permanent implementation of the City’s pickleball program. 83 Project Manager: Stephanie Harris, Director of Community Services Project Department: Community ServicesOther Departments: Public Works Fund
FY 2023-24
Estimated
Carryovers
FY 2024-25
Proposed FY 2025-26 FY 2026-27 FY 2027-28 FY 2028-29 Six-Year Total 160 - Parks and Recreation Facilities 58,193 - - 25,000 - - 83,193Project Total 58,193 - - 25,000 - - 83,193 Fund
Carryovers
from
FY 2022-23
FY 2023-24
Adopted
Budget
FY 2023-24
Mid-Year
Appropriations /
Transfers
FY 2023-24
Revised
Budget
FY 2023-24
Estimated
Expenditures
FY 2023-24
Estimated
Carryovers
160 - Parks and Recreation Facilities 58,193 - - 58,193 - 58,193Project Total 58,193 - - 58,193 - 58,193

BUDGET FORECAST
COMPONENTS OF FY 2023-24 REVISED BUDGET
CIP No: 00484 LED LIGHTING FOR CITY TENNIS COURTS

DESCRIPTION
Allows for upgrades to current City tennis court lighting to LED lighting at both the La CienegaTennis Center and the Roxbury tennis courts. The City has a total of 20 courts (16 at La CienegaTennis Center and 4 at Roxbury Park).

PROJECT INFORMATION
STATUS
Replacement of tennis court lighting with LED fixtures at both the La Cienega Tennis Center and the Roxbury tennis courts was completed in summerof 2020. Project provides ongoing funding for maintenance and upkeep of LED fixtures and poles. 84 Project Manager: Stephanie Harris, Director of Community Services Project Department: Community ServicesOther Departments: None Fund
FY 2023-24
Estimated
Carryovers
FY 2024-25
Proposed FY 2025-26 FY 2026-27 FY 2027-28 FY 2028-29 Six-Year Total 160 - Parks and Recreation Facilities 88,321 50,000 50,000 50,000 50,000 50,000 338,321Project Total 88,321 50,000 50,000 50,000 50,000 50,000 338,321 Fund
Carryovers
from
FY 2022-23
FY 2023-24
Adopted
Budget
FY 2023-24
Mid-Year
Appropriations /
Transfers
FY 2023-24
Revised
Budget
FY 2023-24
Estimated
Expenditures
FY 2023-24
Estimated
Carryovers
160 - Parks and Recreation Facilities 50,953 50,000 - 100,953 12,632 88,321600 - Infrastructure 1,059 - (1,059) - - - Project Total 52,012 50,000 (1,059) 100,953 12,632 88,321

BUDGET FORECAST
COMPONENTS OF FY 2023-24 REVISED BUDGET
CIP No: 00485 BEVERLY GARDENS PARK

DESCRIPTION
Long-term restoration and ongoing maintenance of all 23 blocks associated with this linearpark, including landscaping and restoration of historical features where possible.

PROJECT INFORMATION
STATUS
Project provides funding for ongoing maintenance and upgrades to landscaping, signage, and site furnishings. 85 Project Manager: Stephanie Harris, Director of Community Services Project Department: Community ServicesOther Departments: Public Works Fund
FY 2023-24
Estimated
Carryovers
FY 2024-25
Proposed FY 2025-26 FY 2026-27 FY 2027-28 FY 2028-29 Six-Year Total 160 - Parks and Recreation Facilities 500,000 - 250,000 - 250,000 - 1,000,000Project Total 500,000 - 250,000 - 250,000 - 1,000,000 Fund
Carryovers
from
FY 2022-23
FY 2023-24
Adopted
Budget
FY 2023-24
Mid-Year
Appropriations /
Transfers
FY 2023-24
Revised
Budget
FY 2023-24
Estimated
Expenditures
FY 2023-24
Estimated
Carryovers
160 - Parks and Recreation Facilities 250,000 250,000 - 500,000 - 500,000Project Total 250,000 250,000 - 500,000 - 500,000

BUDGET FORECAST
COMPONENTS OF FY 2023-24 REVISED BUDGET
CIP No: 00487 LA CIENEGA TENNIS CENTER IRRIGATION AND LANDSCAPING REPLACEMENT

DESCRIPTION
Provides for upgrades and site improvements such as irrigation and mainline replacement,fencing around the northwest side of Fenton Field, and enhanced landscaping around the LaCienega Tennis Center and Fenton Field.

PROJECT INFORMATION
STATUS
Tennis Center mainline irrigation replacement will be implemented after a proposed Master Plan for the park is in place. 86 Project Manager: Robert Welch, Utilities General Manager Project Department: Public WorksOther Departments: None Fund
FY 2023-24
Estimated
Carryovers
FY 2024-25
Proposed FY 2025-26 FY 2026-27 FY 2027-28 FY 2028-29 Six-Year Total 850 - Stormwater Enterprise 2,181,672 50,000 50,000 100,000 10,000 - 2,391,672Project Total 2,181,672 50,000 50,000 100,000 10,000 - 2,391,672 Fund
Carryovers
from
FY 2022-23
FY 2023-24
Adopted
Budget
FY 2023-24
Mid-Year
Appropriations /
Transfers
FY 2023-24
Revised
Budget
FY 2023-24
Estimated
Expenditures
FY 2023-24
Estimated
Carryovers
850 - Stormwater Enterprise 2,131,672 50,000 - 2,181,672 - 2,181,672Project Total 2,131,672 50,000 - 2,181,672 - 2,181,672

BUDGET FORECAST
COMPONENTS OF FY 2023-24 REVISED BUDGET
CIP No: 00553 STORM DRAIN AND COMPLIANCE (WITH TMDL)

DESCRIPTION
Rehabilitate and replace deteriorating or undersized City-owned storm drains and catch basinsinfrastructure that would help minimize localized flooding. Storm drain and catch basinupgrades include features to achieve the total maximum daily loads (TMDL) as defined by theLos Angeles Regional Water Quality Control Board.

PROJECT INFORMATION
STATUS
Additional screens are being installed or installed as needed to prevent debris from entering the storm drain. Additional work is being done as directedby the Stormwater Compliance Masterplan. 87 Project Manager: Daren Grilley, Assistant Director of Public Works/City Engineer Project Department: Public WorksOther Departments: None Fund
FY 2023-24
Estimated
Carryovers
FY 2024-25
Proposed FY 2025-26 FY 2026-27 FY 2027-28 FY 2028-29 Six-Year Total 120 - State Gas Tax 285,061 35,000 30,000 - - - 350,061Project Total 285,061 35,000 30,000 - - - 350,061 Fund
Carryovers
from
FY 2022-23
FY 2023-24
Adopted
Budget
FY 2023-24
Mid-Year
Appropriations /
Transfers
FY 2023-24
Revised
Budget
FY 2023-24
Estimated
Expenditures
FY 2023-24
Estimated
Carryovers
120 - State Gas Tax 259,311 25,750 - 285,061 - 285,061Project Total 259,311 25,750 - 285,061 - 285,061

BUDGET FORECAST
COMPONENTS OF FY 2023-24 REVISED BUDGET
CIP No: 00554 PAVEMENT MASTER PLAN
STATUS
An update to the Pavement Master Plan started during the third quarter of FY 2023-24. The update is expected to be completed by the second quarter of FY 2024-25.

DESCRIPTION
State requirements for various funding sources, consistent with Streets and Highways Code Section 2108.1,require a Pavement Management System, which provides a prioritization of street repair to be updated everytwo years. This requirement will be satisfied by updating the pavement management program report annually.

PROJECT INFORMATION
88 Project Manager: Stephanie Harris, Director of Community Services Project Department: Community ServicesOther Departments: Public Works Fund
FY 2023-24
Estimated
Carryovers
FY 2024-25
Proposed FY 2025-26 FY 2026-27 FY 2027-28 FY 2028-29 Six-Year Total 180 - Fine Art 445,104 60,000 80,000 80,000 80,000 100,000 845,104Project Total 445,104 60,000 80,000 80,000 80,000 100,000 845,104 Fund
Carryovers
from
FY 2022-23
FY 2023-24
Adopted
Budget
FY 2023-24
Mid-Year
Appropriations /
Transfers
FY 2023-24
Revised
Budget
FY 2023-24
Estimated
Expenditures
FY 2023-24
Estimated
Carryovers
180 - Fine Art 417,412 60,000 - 477,412 32,308 445,104Project Total 417,412 60,000 - 477,412 32,308 445,104

BUDGET FORECAST
COMPONENTS OF FY 2023-24 REVISED BUDGET
CIP No: 00568 FINE ART

DESCRIPTION
To acquire and install fine art pieces using anticipated in-lieu funds received by the City underthe Fine Art Ordinance.

PROJECT INFORMATION
STATUS
Restoration to Carol Bove's artwork is still underway and refabricating of the "Hymn of Life: Tulips" artwork by artist Yayoi Kusama is slated to be completed in FY 2023-24.The artwork "Trinity" by Judy Chicago will be installed upon approval of the purchase by the City Council. 89 Project Manager: Greg Barton, Fire Chief
Project Department: Fire DepartmentOther Departments: Public Works Fund
FY 2023-24
Estimated
Carryovers
FY 2024-25
Proposed FY 2025-26 FY 2026-27 FY 2027-28 FY 2028-29 Six-Year Total 405 - Capital Assets 477,504 900,000 18,000 18,000 100,000 200,000 1,713,504Project Total 477,504 900,000 18,000 18,000 100,000 200,000 1,713,504 Fund
Carryovers
from
FY 2022-23
FY 2023-24
Adopted
Budget
FY 2023-24
Mid-Year
Appropriations /
Transfers
FY 2023-24
Revised
Budget
FY 2023-24
Estimated
Expenditures
FY 2023-24
Estimated
Carryovers
405 - Capital Assets 567,664 - - 567,664 90,160 477,504Project Total 567,664 - - 567,664 90,160 477,504

BUDGET FORECAST
COMPONENTS OF FY 2023-24 REVISED BUDGET
CIP No: 00585 FIRE HEADQUARTERS - MAINTENANCE AND IMPROVEMENT

DESCRIPTION
Fire Headquarters is 35 years old. Renovation and improvement of the facilities are necessarydue to the high occupancy and 24-hour/7-day per week usage coupled with the age of thebuilding. Improvements are ongoing as projects are identified and prioritized.

PROJECT INFORMATION
STATUS
The new Computer Aided Dispatch (CAD) and station alerting systems are completed. Projects identified to be completed in FY 2024-25 includeupgrades to the ventilation system at the apparatus area and select areas on the second floor, as well as waterproofing at various areas of the stationwhich have been impacted by water intrusions. 90 Project Manager: Greg Barton, Fire Chief
Project Department: Fire DepartmentOther Departments: Public Works Fund
FY 2023-24
Estimated
Carryovers
FY 2024-25
Proposed FY 2025-26 FY 2026-27 FY 2027-28 FY 2028-29 Six-Year Total 405 - Capital Assets 1,065,607 1,975,000 10,000 10,000 10,000 110,000 3,180,607Project Total 1,065,607 1,975,000 10,000 10,000 10,000 110,000 3,180,607 Fund
Carryovers
from
FY 2022-23
FY 2023-24
Adopted
Budget
FY 2023-24
Mid-Year
Appropriations /
Transfers
FY 2023-24
Revised
Budget
FY 2023-24
Estimated
Expenditures
FY 2023-24
Estimated
Carryovers
405 - Capital Assets 743,223 500,000 - 1,243,223 177,616 1,065,607Project Total 743,223 500,000 - 1,243,223 177,616 1,065,607

BUDGET FORECAST
COMPONENTS OF FY 2023-24 REVISED BUDGET
CIP No: 00586 FIRE STATION 2 - MAINTENANCE AND IMPROVEMENT

DESCRIPTION
Fire Station 2 is 41 years old. With its 24-hour/7-day per week usage, factoring in the age of thebuilding, and its high occupancy, ongoing maintenance, repairs and upgrades are essential.Renovations for this station include ventilation and sewage system upgrades.

PROJECT INFORMATION
STATUS
The new Computer Aided Dispatch (CAD) and station alerting systems are completed. In FY 2024-25, projects include design and preparation ofconstruction documents for expansion of the building to house additional bedrooms, as well as replacement of existing sewer lines and improvementsto the building's exhaust and ventilation systems. 91 Project Manager: Greg Barton, Fire Chief
Project Department: Fire DepartmentOther Departments: Public Works Fund
FY 2023-24
Estimated
Carryovers
FY 2024-25
Proposed FY 2025-26 FY 2026-27 FY 2027-28 FY 2028-29 Six-Year Total 405 - Capital Assets 1,556,071 750,000 10,000 10,000 10,000 110,000 2,446,071Project Total 1,556,071 750,000 10,000 10,000 10,000 110,000 2,446,071 Fund
Carryovers
from
FY 2022-23
FY 2023-24
Adopted
Budget
FY 2023-24
Mid-Year
Appropriations /
Transfers
FY 2023-24
Revised
Budget
FY 2023-24
Estimated
Expenditures
FY 2023-24
Estimated
Carryovers
405 - Capital Assets 1,578,910 30,000 - 1,608,910 52,839 1,556,071Project Total 1,578,910 30,000 - 1,608,910 52,839 1,556,071

BUDGET FORECAST
COMPONENTS OF FY 2023-24 REVISED BUDGET
CIP No: 00587 FIRE STATION 3 - MAINTENANCE AND IMPROVEMENT

DESCRIPTION
Fire Station 3 is 52 years old. Due to its high occupancy, age of the building, and 24-hour/7-dayper week usage, several renovations have been identified. These include remodel of theshower areas, laundry room, and medical supply restock room, and replacement of flooringand cabinetry in all bedrooms. The project will also include enhanced security throughout thefire station including replacement of parking gates.

PROJECT INFORMATION
STATUS
The new Computer Aided Dispatch (CAD) and station alerting systems are completed. FY 2024-25 projects include upgrades to the ventilation system at the apparatus area and selected areas on the second floor, as well as replacement of the rollup garage doors. 92 Project Manager: Greg Barton, Fire Chief
Project Department: Fire DepartmentOther Departments: Public Works Fund
FY 2023-24
Estimated
Carryovers
FY 2024-25
Proposed FY 2025-26 FY 2026-27 FY 2027-28 FY 2028-29 Six-Year Total 405 - Capital Assets 25,856 25,000 25,000 25,000 25,000 25,000 150,856Project Total 25,856 25,000 25,000 25,000 25,000 25,000 150,856 Fund
Carryovers
from
FY 2022-23
FY 2023-24
Adopted
Budget
FY 2023-24
Mid-Year
Appropriations /
Transfers
FY 2023-24
Revised
Budget
FY 2023-24
Estimated
Expenditures
FY 2023-24
Estimated
Carryovers
405 - Capital Assets 9,856 16,000 - 25,856 - 25,856Project Total 9,856 16,000 - 25,856 - 25,856

BUDGET FORECAST
COMPONENTS OF FY 2023-24 REVISED BUDGET
CIP No: 00589 FIRE STATION APPARATUS DOORS

DESCRIPTION
This CIP allows for maintenance and as needed upgrades of these door assemblies to ensurereliable performance in emergency response times.

PROJECT INFORMATION
STATUS
The apparatus doors were replaced in all three Fire Stations in August 2020. This CIP will provide funding for ongoing maintenance of these frequently utilized doors.
93 Project Manager: Daren Grilley, Assistant Director of Public Works/City Engineer Project Department: Public WorksOther Departments: None Fund
FY 2023-24
Estimated
Carryovers
FY 2024-25
Proposed FY 2025-26 FY 2026-27 FY 2027-28 FY 2028-29 Six-Year Total 600 - Infrastructure 3,075,541 2,250,000 2,500,000 2,700,000 3,000,000 3,250,000 16,775,541Project Total 3,075,541 2,250,000 2,500,000 2,700,000 3,000,000 3,250,000 16,775,541 Fund
Carryovers
from
FY 2022-23
FY 2023-24
Adopted
Budget
FY 2023-24
Mid-Year
Appropriations /
Transfers
FY 2023-24
Revised
Budget
FY 2023-24
Estimated
Expenditures
FY 2023-24
Estimated
Carryovers
600 - Infrastructure 1,102,576 2,000,000 - 3,102,576 27,035 3,075,541Project Total 1,102,576 2,000,000 - 3,102,576 27,035 3,075,541 CIP No: 00630 STREET LIGHT AND SIGNAL POLE REPLACEMENT
STATUS
This is an ongoing program to replace damaged, deteriorated, and obsolete poles.

BUDGET FORECAST
COMPONENTS OF FY 2023-24 REVISED BUDGET

DESCRIPTION
The Street Light and Signal Pole Replacement program is a strategic initiative addressing the Citywide issue ofstreetlight and signal poles that are either irreparably damaged or approaching the end of their useful lifespan.This program is dedicated to the systematic replacement of these critical infrastructure elements, ensuring thecontinued reliability and safety of our urban lighting and traffic signal systems. Through careful planning andexecution, this initiative not only aims to maintain the aesthetic and functional standards of our City’sstreetscapes but also enhances public safety and the overall quality of urban life for residents and visitors alike.

PROJECT INFORMATION
94 Project Manager: Daren Grilley, Assistant Director of Public Works/City Engineer Project Department: Policy and ManagementOther Departments: Public Works Fund
FY 2023-24
Estimated
Carryovers
FY 2024-25
Proposed FY 2025-26 FY 2026-27 FY 2027-28 FY 2028-29 Six-Year Total 600 - Infrastructure 220,670 3,680,000 3,500,000 3,500,000 3,500,000 3,750,000 18,150,670Project Total 220,670 3,680,000 3,500,000 3,500,000 3,500,000 3,750,000 18,150,670 Fund
Carryovers
from
FY 2022-23
FY 2023-24
Adopted
Budget
FY 2023-24
Mid-Year
Appropriations /
Transfers
FY 2023-24
Revised
Budget
FY 2023-24
Estimated
Expenditures
FY 2023-24
Estimated
Carryovers
600 - Infrastructure 550,188 3,500,000 - 4,050,188 3,829,518 220,670Project Total 550,188 3,500,000 - 4,050,188 3,829,518 220,670

BUDGET FORECAST
COMPONENTS OF FY 2023-24 REVISED BUDGET
CIP No: 00635 CITYWIDE LIGHTING AND DÉCOR

DESCRIPTION
Provides funding for an annual program to install, maintain, and replace decorations, lighting,sound systems, and other enhancements in the Business Districts around the City.

PROJECT INFORMATION
STATUS
This is an ongoing annual Citywide initiative to maintain and replace decorative lighting elements and sound systems throughout the City's commercialcorridors. 95 Project Manager: Ryan Gohlich, Assistant City Manager Project Department: Policy and ManagementOther Departments: None Fund
FY 2023-24
Estimated
Carryovers
FY 2024-25
Proposed FY 2025-26 FY 2026-27 FY 2027-28 FY 2028-29 Six-Year Total 405 - Capital Assets 6,936,357 - - - - - 6,936,357800 - Water Enterprise 5,766,975 - - - - - 5,766,975Project Total 12,703,332 - - - - - 12,703,332 Fund
Carryovers
from
FY 2022-23
FY 2023-24
Adopted
Budget
FY 2023-24
Mid-Year
Appropriations /
Transfers
FY 2023-24
Revised
Budget
FY 2023-24
Estimated
Expenditures
FY 2023-24
Estimated
Carryovers
405 - Capital Assets 6,921,382 - 8,419,000 15,340,382 8,404,025 6,936,357800 - Water Enterprise 5,766,975 - - 5,766,975 - 5,766,975Project Total 12,688,357 - 8,419,000 21,107,357 8,404,025 12,703,332

BUDGET FORECAST
COMPONENTS OF FY 2023-24 REVISED BUDGET
CIP No: 00647 LAND ACQUISITION

DESCRIPTION
The City has goals to acquire property in key areas, primarily for the development of publicparking and open space. This CIP provides for long-term real property acquisition.

PROJECT INFORMATION
STATUS
In December 2023, the City acquired 111 N. Gale Drive, adding to the Gale Yard assemblage for redevelopment purposes near the future La CienegaStation. The City continues to examine opportunities with Public Works for acquisition of property for future water well sites along South La Cienega Boulevard.
96 Project Manager: Mandana Motahari, City Architect
Project Departments: Community Development and City Clerk’s OfficeOther Departments: Public Works Fund
FY 2023-24
Estimated
Carryovers
FY 2024-25
Proposed FY 2025-26 FY 2026-27 FY 2027-28 FY 2028-29 Six-Year Total 405 - Capital Assets 796,851 923,000 1,122,000 - 150,000 200,000 3,191,851Project Total 796,851 923,000 1,122,000 - 150,000 200,000 3,191,851 Fund
Carryovers
from
FY 2022-23
FY 2023-24
Adopted
Budget
FY 2023-24
Mid-Year
Appropriations /
Transfers
FY 2023-24
Revised
Budget
FY 2023-24
Estimated
Expenditures
FY 2023-24
Estimated
Carryovers
405 - Capital Assets 597,100 250,000 - 847,100 50,249 796,851Project Total 597,100 250,000 - 847,100 50,249 796,851

BUDGET FORECAST
COMPONENTS OF FY 2023-24 REVISED BUDGET
CIP No: 00650 OFFICE RECONFIGURATION AND FURNITURE REPLACEMENT DESCRIPTION Reconfiguration of the existing office area of the Community Development and City Clerk’sOffice to accommodate additional office spaces for new staff. This will also include theprocurement of office furniture for these office spaces.

PROJECT INFORMATION
STATUS
Community Development: Office reconfiguration and furniture replacement for supervising staff will be completed in FY 2023-24. Carpet replacementthroughout the Department and remodel of existing office spaces for the Planning division and Executive staff as well as improvements to existingkitchenette and common workspace areas are planned for completion in FY 2024-25.City Clerk: Design and construction documents for remodel and expansion of the office space is scheduled to be completed in FY 2024-25. 97 Project Manager: Robert Welch, Utilities General Manager Project Department: Public WorksOther Departments: None Fund
FY 2023-24
Estimated
Carryovers
FY 2024-25
Proposed FY 2025-26 FY 2026-27 FY 2027-28 FY 2028-29 Six-Year Total 800 - Water Enterprise 6,651,553 1,750,000 1,750,000 2,000,000 500,000 500,000 13,151,553Project Total 6,651,553 1,750,000 1,750,000 2,000,000 500,000 500,000 13,151,553 Fund
Carryovers
from
FY 2022-23
FY 2023-24
Adopted
Budget
FY 2023-24
Mid-Year
Appropriations /
Transfers
FY 2023-24
Revised
Budget
FY 2023-24
Estimated
Expenditures
FY 2023-24
Estimated
Carryovers
800 - Water Enterprise 3,817,301 3,232,605 - 7,049,906 398,353 6,651,553Project Total 3,817,301 3,232,605 - 7,049,906 398,353 6,651,553

BUDGET FORECAST
COMPONENTS OF FY 2023-24 REVISED BUDGET
CIP No: 00669 WATER METER REPLACEMENT

DESCRIPTION
Water meters typically need to be replaced every ten years. This program will complete thenext installation of water meters. The installation of the meters will coincide with thereplacement of the City's aging Automated Meter Infrastructure.

PROJECT INFORMATION
STATUS
This project will be conducted in several phases (planning, deployment, and construction) with the help of a consultant Owner's representative.

Owner's representative consultant firm was selected by the City and has completed data collection, needs analyses, and planning activities. A Request for Bid is being prepared to replace the City's aging Automated Meter Infrastructure (AMI) system along with the City's aging meters that have outlivedtheir useful lives. 98 Project Manager: Robert Welch, Utilities General Manager Project Department: Public WorksOther Departments: None Fund
FY 2023-24
Estimated
Carryovers
FY 2024-25
Proposed FY 2025-26 FY 2026-27 FY 2027-28 FY 2028-29 Six-Year Total 801 - Water Capacity Fee 5,916,449 780,300 780,300 780,300 780,300 780,300 9,817,949Project Total 5,916,449 780,300 780,300 780,300 780,300 780,300 9,817,949 Fund
Carryovers
from
FY 2022-23
FY 2023-24
Adopted
Budget
FY 2023-24
Mid-Year
Appropriations /
Transfers
FY 2023-24
Revised
Budget
FY 2023-24
Estimated
Expenditures
FY 2023-24
Estimated
Carryovers
801 - Water Capacity Fee 4,166,449 1,750,000 - 5,916,449 - 5,916,449Project Total 4,166,449 1,750,000 - 5,916,449 - 5,916,449

BUDGET FORECAST
COMPONENTS OF FY 2023-24 REVISED BUDGET
CIP No: 00681 SYSTEMWIDE WATER CAPACITY UPGRADES

DESCRIPTION
Ongoing water system upgrades to the City's infrastructure including pipelines, pump stations,reservoirs, and other assets to support anticipated increased water demands from newdevelopment and redevelopment.

PROJECT INFORMATION
STATUS
Citywide distribution system upgrades are being implemented as part of Citywide water pipeline improvements currently in design. Reservoir Management Systems (RMS) have been designed and are in the process of being constructed and installed within the City’s three largest reservoirs.The RMS systems will enhance reservoir operations and emergency storage in existing reservoirs in the event of an emergency. 99 Project Manager: Mandana Motahari, City Architect
Project Department: Public WorksOther Departments: None Fund
FY 2023-24
Estimated
Carryovers
FY 2024-25
Proposed FY 2025-26 FY 2026-27 FY 2027-28 FY 2028-29 Six-Year Total 405 - Capital Assets 908,269 500,000 250,000 550,000 275,000 300,000 2,783,269810 - Parking Enterprise 2,396,300 350,000 475,000 500,000 500,000 300,000 4,521,300Project Total 3,304,569 850,000 725,000 1,050,000 775,000 600,000 7,304,569 Fund
Carryovers
from
FY 2022-23
FY 2023-24
Adopted
Budget
FY 2023-24
Mid-Year
Appropriations /
Transfers
FY 2023-24
Revised
Budget
FY 2023-24
Estimated
Expenditures
FY 2023-24
Estimated
Carryovers
405 - Capital Assets 741,969 250,000 - 991,969 83,700 908,269810 - Parking Enterprise 2,050,000 350,000 - 2,400,000 3,700 2,396,300Project Total 2,791,969 600,000 - 3,391,969 87,400 3,304,569 CIP No: 00713 REPAINT CITY BUILDINGS
STATUS
Painting at the 440 N. Camden Drive Parking Structure will be completed in FY 2023-24.Painting at the 450 N. Rexford Drive, 321 S. La Cienega Blvd., and 241 N. Cañon Drive / 242 N. Beverly Drive is scheduled to be implemented in FY 2024-25.

BUDGET FORECAST
COMPONENTS OF FY 2023-24 REVISED BUDGET

DESCRIPTION

PROJECT INFORMATION
Ongoing painting maintenance of City occupied and tenant occupied City buildings. 100
Project Manager: Daren Grilley, Assistant Director of Public Works/City Engineer Project Department: Public WorksOther Departments: None Fund
FY 2023-24
Estimated
Carryovers
FY 2024-25
Proposed FY 2025-26 FY 2026-27 FY 2027-28 FY 2028-29 Six-Year Total 310 - Prop C Local Transit 2,167,661 - - - - - 2,167,661330 - Measure R Local Transit 1,933,152 - 200,000 200,000 - - 2,333,152340 - Measure M Local Transit 1,743,708 900,000 200,000 - - - 2,843,708600 - Infrastructure 2,864,071 500,000 1,500,000 1,300,000 - - 6,164,071Project Total 8,708,592 1,400,000 1,900,000 1,500,000 - - 13,508,592 Fund
Carryovers
from
FY 2022-23
FY 2023-24
Adopted
Budget
FY 2023-24
Mid-Year
Appropriations /
Transfers
FY 2023-24
Revised
Budget
FY 2023-24
Estimated
Expenditures
FY 2023-24
Estimated
Carryovers
310 - Prop C Local Transit 2,167,661 - - 2,167,661 - 2,167,661330 - Measure R Local Transit 933,152 1,000,000 - 1,933,152 - 1,933,152340 - Measure M Local Transit 743,708 1,000,000 - 1,743,708 - 1,743,708600 - Infrastructure 1,523,058 1,805,000 - 3,328,058 463,987 2,864,071Project Total 5,367,579 3,805,000 - 9,172,579 463,987 8,708,592

BUDGET FORECAST
COMPONENTS OF FY 2023-24 REVISED BUDGET
CIP No: 00720 WILSHIRE BLVD SUBWAY STREETSCAPE

DESCRIPTION
Streetscape enhancements adjacent to subway stations include bicycle, pedestrian, and drop-off zoneenhancements in conjunction with ConnectBH.

PROJECT INFORMATION
STATUS
This project is ongoing as subway station construction continues. 101
Project Manager: Daren Grilley, Assistant Director of Public Works/City Engineer Project Department: Public WorksOther Departments: None Fund
FY 2023-24
Estimated
Carryovers
FY 2024-25
Proposed FY 2025-26 FY 2026-27 FY 2027-28 FY 2028-29 Six-Year Total 600 - Infrastructure 4,500,000 - - - - - 4,500,000Project Total 4,500,000 - - - - - 4,500,000 Fund
Carryovers
from
FY 2022-23
FY 2023-24
Adopted
Budget
FY 2023-24
Mid-Year
Appropriations /
Transfers
FY 2023-24
Revised
Budget
FY 2023-24
Estimated
Expenditures
FY 2023-24
Estimated
Carryovers
600 - Infrastructure 13,496,512 980,000 (9,976,512) 4,500,000 - 4,500,000Project Total 13,496,512 980,000 (9,976,512) 4,500,000 - 4,500,000

BUDGET FORECAST
COMPONENTS OF FY 2023-24 REVISED BUDGET
CIP No: 00725 METRO RODEO STATION NORTH PORTAL DESCRIPTION Design and construction of a north portal for the Metro Purple Line Station 2 would provideincreased access to the station.

PROJECT INFORMATION
STATUS
Preliminary engineering and design have commenced.
102
Project Manager: Daren Grilley, Assistant Director of Public Works/City Engineer Project Department: Public WorksOther Departments: None Fund
FY 2023-24
Estimated
Carryovers
FY 2024-25
Proposed FY 2025-26 FY 2026-27 FY 2027-28 FY 2028-29 Six-Year Total 600 - Infrastructure - - - - - 925,000 925,000Project Total - - - - - 925,000 925,000 Fund
Carryovers
from
FY 2022-23
FY 2023-24
Adopted
Budget
FY 2023-24
Mid-Year
Appropriations /
Transfers
FY 2023-24
Revised
Budget
FY 2023-24
Estimated
Expenditures
FY 2023-24
Estimated
Carryovers
600 - Infrastructure - - - - - - Project Total - - - - - -

BUDGET FORECAST
COMPONENTS OF FY 2023-24 REVISED BUDGET
CIP No: 00740 STREETSCAPE IMPROVEMENTS

DESCRIPTION
Complete street solutions to enhance both pedestrian and bicycle activities as well asemphasize local serving aspects of the street. Studies as well as demonstrations andcommunity outreach will be conducted to evaluate desired changes to lane configurations, onstreet parking, sidewalk widths, street trees, and bicycle/pedestrian enhancements.Streetscape elements include sidewalk replacement, street tree evaluation, landscaping, streetlighting, and other amenities. South Santa Monica Boulevard and South Beverly Drive havebeen identified for future streetscape improvement projects.

PROJECT INFORMATION
STATUS
Study and design of South Santa Monica Boulevard is anticipated to begin in FY 28-29 and construction to begin the subsequent year. Study and designof South Beverly Drive will follow. 103
Project Manager: Michael Hensley, Deputy Director of Public Works/Operations Project Department: Public WorksOther Departments: None Fund
FY 2023-24
Estimated
Carryovers
FY 2024-25
Proposed FY 2025-26 FY 2026-27 FY 2027-28 FY 2028-29 Six-Year Total 405 - Capital Assets 319,080 106,000 109,000 125,000 - - 659,080Project Total 319,080 106,000 109,000 125,000 - - 659,080 Fund
Carryovers
from
FY 2022-23
FY 2023-24
Adopted
Budget
FY 2023-24
Mid-Year
Appropriations /
Transfers
FY 2023-24
Revised
Budget
FY 2023-24
Estimated
Expenditures
FY 2023-24
Estimated
Carryovers
405 - Capital Assets 319,080 - - 319,080 - 319,080Project Total 319,080 - - 319,080 - 319,080

BUDGET FORECAST
COMPONENTS OF FY 2023-24 REVISED BUDGET
CIP No: 00781 SECURITY SYSTEM UPGRADE DESCRIPTION
This project reviews the remaining access points throughout the City that still require a physicalkey to gain entry. Inventory will be gathered to determine the best method of securing theseaccess points, including changing the locks, issuance of a physical key, installation of a keycontrol system or migration to the key card security system.

PROJECT INFORMATION
STATUS
In FY 2024-25, Facilities Services is working on the implementation of a new physical key control system. 104
Project Manager: Daren Grilley, Assistant Director of Public Works/City Engineer Project Department: Public WorksOther Departments: Finance, Information Technology, Police Department Fund
FY 2023-24
Estimated
Carryovers
FY 2024-25
Proposed FY 2025-26 FY 2026-27 FY 2027-28 FY 2028-29 Six-Year Total 810 - Parking Enterprise 2,298,306 275,000 275,000 275,000 275,000 275,000 3,673,306Project Total 2,298,306 275,000 275,000 275,000 275,000 275,000 3,673,306 Fund
Carryovers
from
FY 2022-23
FY 2023-24
Adopted
Budget
FY 2023-24
Mid-Year
Appropriations /
Transfers
FY 2023-24
Revised
Budget
FY 2023-24
Estimated
Expenditures
FY 2023-24
Estimated
Carryovers
810 - Parking Enterprise 2,918,561 250,000 - 3,168,561 870,255 2,298,306Project Total 2,918,561 250,000 - 3,168,561 870,255 2,298,306

BUDGET FORECAST
COMPONENTS OF FY 2023-24 REVISED BUDGET
CIP No: 00785 PARKING REVENUE CONTROL SYSTEM UPGRADE

DESCRIPTION
Upgrades to the Parking Access and Revenue Control Systems (PARCS) that operate the Cityowned parking garages. Included are next generation upgrades of current software andhardware that has reached or will reach end of life and/or requires upgrading for Europay,MasterCard, Visa (EMV) requirements in the United States. Also included are spacemonitoring/counting systems, License Plate Recognition (LPR) for audit control, and 2D barcoding for the parking reservation system. Additionally, future considerations for anLPR/Reparking system and the expansion of Pay on Foot/Pay by Plate options for customerconvenience across City-owned parking facilities and meters are included.

PROJECT INFORMATION
STATUS
The next generation PARCS implementation was completed during the second quarter of FY 2023-24. Funding will be used to replace majorcomponents of the next-gen system damaged during operations and for any costs related to integration with mobile payment. 105
Project Manager: Daren Grilley, Assistant Director of Public Works/City Engineer Project Department: Public WorksOther Departments: Information Technology, Police Department Fund
FY 2023-24
Estimated
Carryovers
FY 2024-25
Proposed FY 2025-26 FY 2026-27 FY 2027-28 FY 2028-29 Six-Year Total 130 - In-Lieu Parking District - 4,585,000 - - - - 4,585,000810 - Parking Enterprise 3,333,332 2,000,000 1,000,000 1,500,000 1,500,000 1,500,000 10,833,332Project Total 3,333,332 6,585,000 1,000,000 1,500,000 1,500,000 1,500,000 15,418,332 Fund
Carryovers
from
FY 2022-23
FY 2023-24
Adopted
Budget
FY 2023-24
Mid-Year
Appropriations
/ Transfers
FY 2023-24
Revised Budget
FY 2023-24
Estimated
Expenditures
FY 2023-24
Estimated
Carryovers
810 - Parking Enterprise 2,104,396 1,500,000 - 3,604,396 271,064 3,333,332Project Total 2,104,396 1,500,000 - 3,604,396 271,064 3,333,332

BUDGET FORECAST
COMPONENTS OF FY 2023-24 REVISED BUDGET
CIP No: 00786 PARKING PROGRAM UPGRADES AND IMPROVEMENTS

DESCRIPTION
Projects under this program represent recommended capital maintenance and improvements for the City’s parkingfacilities based on consultant recommendations geared toward improving operations and/or revenue. Theimprovements include: on-street and off-street space monitoring upgrades; standard wayfinding upgrades; interior and exterior occupancy signage; dynamic wayfinding signage; communication technology; and experience “bridges.”

PROJECT INFORMATION
STATUS
Wayfinding signage at the 221 N. Crescent Dr. parking structure has been completed. Wayfinding signage design and installation for 450 N. Rexford Dr., and the 241 N. Cañon Dr. parking structure is due to be completed in FY 2024-25. Seismic assessment for 440 N. Camden Dr. was completed in October 2022. Seismic assessments for 261 S. Beverly Drive, 9510 Brighton Way, 461 N. Bedford Dr., and 333 N. Crescent Dr. were completed in FY 2023-24. Phase 1 (ground floor) of the seismic upgrade at 440 N. Camden Dr. was completed in FY 2023-24; Phase 2 (floor 2-4) of the seismic upgrade is scheduled to be implemented in FY 2024-

25. Installation of interim CCTV was completed in December 2022 at five parking structures with the completion of CCTV installation at 221 N. Crescent Dr.,9510 Brighton Way, and 450 N. Rexford Dr. As of 2023, all City parking structures currently have CCTV coverage. A need for additional CCTVs at the five parking structures with interim CCTV is being evaluated. Projects identified and prioritized for FY 2024-25 include conceptual design studies for façade improvements at 9510 Brighton Way, 461 N. Bedford Dr., and 261 S. Beverly Dr. 106
Project Manager: Robert Welch, Utilities General Manager Project Department: Public WorksOther Departments: None Fund
FY 2023-24
Estimated
Carryovers
FY 2024-25
Proposed FY 2025-26 FY 2026-27 FY 2027-28 FY 2028-29 Six-Year Total 800 - Water Enterprise 354,114 250,000 250,000 250,000 6,000,000 250,000 7,354,114Project Total 354,114 250,000 250,000 250,000 6,000,000 250,000 7,354,114 Fund
Carryovers
from
FY 2022-23
FY 2023-24
Adopted
Budget
FY 2023-24
Mid-Year
Appropriations /
Transfers
FY 2023-24
Revised
Budget
FY 2023-24
Estimated
Expenditures
FY 2023-24
Estimated
Carryovers
800 - Water Enterprise 290,390 250,000 - 540,390 186,276 354,114Project Total 290,390 250,000 - 540,390 186,276 354,114

BUDGET FORECAST
COMPONENTS OF FY 2023-24 REVISED BUDGET
CIP No: 00795 WATER TREATMENT PLANT REPLACEMENT AND REPAIR

DESCRIPTION
Ongoing upgrades for the water treatment plant including the pre-treatment system andongoing upgrades of systems at existing wells.

PROJECT INFORMATION
STATUS
Construction of the Water Treatment Plant (WTP) pre-treatment system by the City's contractor was completed and the WTP has been placed online since April 2022 with receipt by the City of a permit amendment for its new La Cienega Well – 1 (LCW-1) in the La Brea subarea and existing Hollywoodwells producing treated local supplies that reduce the City’s reliance on imported water. The WTP is continuously being maintained and upgraded to optimize WTP equipment, processes, and instrumentation to ensure treated groundwater supplies exceed stringent regulatory requirements. Future planned major upgrades include increasing the WTP capacity from 3 million gallons per day (mgd) to 5 mgd, thereby maximizing the capability of the WTP as currently designed.
107
Project Manager: Robert Welch, Utilities General Manager Project Department: Public WorksOther Departments: None Fund
FY 2023-24
Estimated
Carryovers
FY 2024-25
Proposed FY 2025-26 FY 2026-27 FY 2027-28 FY 2028-29 Six-Year Total 800 - Water Enterprise 4,612,623 195,000 700,000 700,000 700,000 700,000 7,607,623Project Total 4,612,623 195,000 700,000 700,000 700,000 700,000 7,607,623 Fund
Carryovers
from
FY 2022-23
FY 2023-24
Adopted
Budget
FY 2023-24
Mid-Year
Appropriations /
Transfers
FY 2023-24
Revised
Budget
FY 2023-24
Estimated
Expenditures
FY 2023-24
Estimated
Carryovers
800 - Water Enterprise 4,005,810 675,000 - 4,680,810 68,187 4,612,623Project Total 4,005,810 675,000 - 4,680,810 68,187 4,612,623

BUDGET FORECAST
COMPONENTS OF FY 2023-24 REVISED BUDGET
CIP No: 00796 RESERVOIR REPLACEMENT AND PUMP STATION REHAB

DESCRIPTION
This CIP is for the replacement of the City's reservoirs and the rehabilitation of the City's pumpstations. The intent is to rehabilitate one of the City's pump stations each year.

PROJECT INFORMATION
STATUS
The City is investigating other options for a potential pump station and/or reservoir at the existing Cabrillo reservoir site and throughout the system. Aforebay pump station is being planned and designed at the Cabrillo reservoir site to provide enhanced pumping redundancy and fire protection. 108
Project Manager: Mandana Motahari, City Architect
Project Department: Public WorksOther Departments: None Fund
FY 2023-24
Estimated
Carryovers
FY 2024-25
Proposed FY 2025-26 FY 2026-27 FY 2027-28 FY 2028-29 Six-Year Total 405 - Capital Assets 6,468,415 2,200,000 4,300,000 6,250,000 6,500,000 5,000,000 30,718,415810 - Parking Enterprise 3,196,205 2,000,000 3,000,000 4,750,000 4,500,000 2,000,000 19,446,205Project Total 9,664,620 4,200,000 7,300,000 11,000,000 11,000,000 7,000,000 50,164,620 Fund
Carryovers
from
FY 2022-23
FY 2023-24
Adopted
Budget
FY 2023-24
Mid-Year
Appropriations /
Transfers
FY 2023-24
Revised
Budget
FY 2023-24
Estimated
Expenditures
FY 2023-24
Estimated
Carryovers
405 - Capital Assets 5,163,741 2,150,000 - 7,313,741 845,326 6,468,415810 - Parking Enterprise 3,219,461 - - 3,219,461 23,256 3,196,205Project Total 8,383,202 2,150,000 - 10,533,202 868,582 9,664,620

BUDGET FORECAST
COMPONENTS OF FY 2023-24 REVISED BUDGET
CIP No: 00811 MAJOR BUILDING SYSTEMS MAINTENANCE AND REPLACEMENT

DESCRIPTION
This program is ongoing and consists of multiple capital projects. This program provides forlong-term replacement or upgrade of major systems and components of City-owned buildingsincluding but not limited to HVAC, elevators, plumbing, and electrical systems.

PROJECT INFORMATION
STATUS
Projects competed in FY 2023-24 include replacement of the boiler at Fire Headquarters and fire alarm upgrade at Police Department facilities.

Projects identified and prioritized for FY 2024-25 are replacement of chilled water pipes at Police Department facilities and City Hall, and firealarm upgrade at the library building. 109
Project Manager: Mandana Motahari, City Architect
Project Department: Public WorksOther Departments: All Departments Fund
FY 2023-24
Estimated
Carryovers
FY 2024-25
Proposed FY 2025-26 FY 2026-27 FY 2027-28 FY 2028-29 Six-Year Total 405 - Capital Assets 619,828 550,000 500,000 450,000 565,000 525,000 3,209,828810 - Parking Enterprise 715,261 200,000 300,000 300,000 300,000 300,000 2,115,261Project Total 1,335,089 750,000 800,000 750,000 865,000 825,000 5,325,089 Fund
Carryovers
from
FY 2022-23
FY 2023-24
Adopted
Budget
FY 2023-24
Mid-Year
Appropriations /
Transfers
FY 2023-24
Revised
Budget
FY 2023-24
Estimated
Expenditures
FY 2023-24
Estimated
Carryovers
405 - Capital Assets 502,453 386,250 - 888,703 268,875 619,828810 - Parking Enterprise 608,128 150,000 - 758,128 42,867 715,261Project Total 1,110,581 536,250 - 1,646,831 311,742 1,335,089

BUDGET FORECAST
COMPONENTS OF FY 2023-24 REVISED BUDGET
CIP No: 00815 MISCELLANEOUS AND UNPLANNED CONSTRUCTION PROJECTS

DESCRIPTION
This program provides for minor unplanned improvements and remodels at various Citybuildings and sites.

PROJECT INFORMATION
STATUS
This program is ongoing and projects are allocated to the funding source on an as needed basis. 110
Project Manager: Mandana Motahari, City Architect
Project Department: Public WorksOther Departments: None Fund
FY 2023-24
Estimated
Carryovers
FY 2024-25
Proposed FY 2025-26 FY 2026-27 FY 2027-28 FY 2028-29 Six-Year Total 405 - Capital Assets 1,087,016 1,500,000 2,000,000 1,000,000 1,000,000 1,000,000 7,587,016Project Total 1,087,016 1,500,000 2,000,000 1,000,000 1,000,000 1,000,000 7,587,016 Fund
Carryovers
from
FY 2022-23
FY 2023-24
Adopted
Budget
FY 2023-24
Mid-Year
Appropriations /
Transfers
FY 2023-24
Revised
Budget
FY 2023-24
Estimated
Expenditures
FY 2023-24
Estimated
Carryovers
405 - Capital Assets 831,038 1,000,000 - 1,831,038 744,022 1,087,016Project Total 831,038 1,000,000 - 1,831,038 744,022 1,087,016

BUDGET FORECAST
COMPONENTS OF FY 2023-24 REVISED BUDGET
CIP No: 00833 BUILDING ENVELOPE IMPROVEMENTS ON CITY STRUCTURES

DESCRIPTION
This program involves repair, upgrade, or replacement of aged building envelope componentsincluding but not limited to roofing, exterior cladding, skylights, clerestories, window, andcurtain wall systems at various City buildings. Detailed annual assessments will be conducted inconjunction with facilities asset inventory. This CIP will address repair and maintenance neededto improve the life expectancy of building components.

PROJECT INFORMATION
STATUS
Roofing replacement phase 1 at 439 N. Cañon Drive/438 N. Beverly Drive, overhang waterproofing at 331 Foothill Road, roofing repair at 327 S.

Robertson Blvd. tenant building, and roof replacement at the Wilshire fountain maintenance building will be completed in FY 2023-24. Projects identified and prioritized for FY 2024-25 include partial roof replacement and window systems performance assessment at 331 Foothill Roadtenant building, and roofing replacement phase 2 at 439 N. Cañon Drive/438 N. Beverly Drive. 111
Project Manager: Stephanie Harris, Director of Community Services Project Department: Community ServicesOther Departments: None Fund
FY 2023-24
Estimated
Carryovers
FY 2024-25
Proposed FY 2025-26 FY 2026-27 FY 2027-28 FY 2028-29 Six-Year Total 405 - Capital Assets 187,996 50,000 - 150,000 - - 387,996Project Total 187,996 50,000 - 150,000 - - 387,996 Fund
Carryovers
from
FY 2022-23
FY 2023-24
Adopted
Budget
FY 2023-24
Mid-Year
Appropriations /
Transfers
FY 2023-24
Revised
Budget
FY 2023-24
Estimated
Expenditures
FY 2023-24
Estimated
Carryovers
405 - Capital Assets 187,996 - - 187,996 - 187,996Project Total 187,996 - - 187,996 - 187,996

BUDGET FORECAST
COMPONENTS OF FY 2023-24 REVISED BUDGET
CIP No: 00838 LIBRARY FACILITY MAINTENANCE AND IMPROVEMENT

DESCRIPTION
The project includes as needed upgrades and improvements to the library building.

PROJECT INFORMATION
STATUS
Phase 2 painting and carpet replacement of public areas will be completed in FY 2024-25. Assessment of the expansion of the public restrooms to be scheduled in FY 2024-25.
112
Project Manager: Michael Hensley, Deputy Director of Public Works/Operations Project Department: Public WorksOther Departments: None Fund
FY 2023-24
Estimated
Carryovers
FY 2024-25
Proposed FY 2025-26 FY 2026-27 FY 2027-28 FY 2028-29 Six-Year Total 490 - Vehicle Replacement 479,402 60,000 250,000 200,000 200,000 200,000 1,389,402Project Total 479,402 60,000 250,000 200,000 200,000 200,000 1,389,402 Fund
Carryovers
from
FY 2022-23
FY 2023-24
Adopted
Budget
FY 2023-24
Mid-Year
Appropriations /
Transfers
FY 2023-24
Revised
Budget
FY 2023-24
Estimated
Expenditures
FY 2023-24
Estimated
Carryovers
490 - Vehicle Replacement 428,452 55,000 - 483,452 4,050 479,402Project Total 428,452 55,000 - 483,452 4,050 479,402

BUDGET FORECAST
COMPONENTS OF FY 2023-24 REVISED BUDGET
CIP No: 00840 CNG FUELING STATION

DESCRIPTION
This program will provide for ongoing maintenance and upgrades of the compressed naturalgas (CNG) infrastructure and components. This station provides CNG for the City fleet ofmedium and heavy-duty service vehicles.

PROJECT INFORMATION
STATUS
Construction of a major upgrade and replacement of major components of the CNG station was completed in first quarter of FY 2023-24. 113
Project Manager: Mandana Motahari, City Architect
Project Department: Public Works
Fund
FY 2023-24
Estimated
Carryovers
FY 2024-25
Proposed FY 2025-26 FY 2026-27 FY 2027-28 FY 2028-29 Six-Year Total 405 - Capital Assets 7,324,449 1,850,000 285,000 535,000 540,000 300,000 10,834,449Project Total 7,324,449 1,850,000 285,000 535,000 540,000 300,000 10,834,449 Fund
Carryovers
from
FY 2022-23
FY 2023-24
Adopted
Budget
FY 2023-24
Mid-Year
Appropriations /
Transfers
FY 2023-24
Revised
Budget
FY 2023-24
Estimated
Expenditures
FY 2023-24
Estimated
Carryovers
405 - Capital Assets 4,279,169 3,200,000 - 7,479,169 154,720 7,324,449Project Total 4,279,169 3,200,000 - 7,479,169 154,720 7,324,449

Beverly Hills City CouncilMay 21, 2024

Beverly Hills City Council
May 21, 2024