Beverly Hills City Council
August 6, 2024

STAFF REPORT
Meeting Date: August 6, 2024
To: Honorable Mayor & City Council
From: Nancy Hunt-Coffey, City Manager
Cynthia Owens, Municipal Affairs Program Manager
Subject: Recommendation by the Council Priority Setting Ad Hoc to

INTRODUCTION
This item will provide an overview to the City Council of the discussion which occurred at the July 9, 2024, Council Priority Setting Ad Hoc (Vice Mayor Nazarian and Councilmember Corman). Staff is requesting the City Council provide direction and/or concurrence on some of the items which were discussed at that meeting. Additionally, City Council is asked to provide suggestions on overarching strategic initiative areas.

DISCUSSION
The City Council Priority Setting Sessions have evolved over numerous years. They began as a lengthy discussion on priorities with annual objectives in order to inform the budget process and work for staff to perform. In recent years, they have evolved to more of an informative process for the City Council. While the process has generally been very productive each year, there is always room to look at ways to enhance the process so the City Council Priority Setting Session can be more transparent and more accessible to residents while effectively guiding the work of City staff.

As such, at the May 21 City Council meeting, the City Council was informed, via a C item report, that the Mayor had established a Council Priority Setting Ad Hoc (“Ad Hoc”), comprised of Vice Mayor Nazarian and Councilmember Corman. This Ad Hoc met on July 9, 2024, to examine the City Council Priority Setting process to see if improvements can be made (Attachment 1). The Ad Hoc recommended that the priorities be grouped into hierarchical priorities as outlined below. Additionally, the Ad Hoc recommended that priorities should be achievable, measurable, and action oriented.

Strategic Priorities
For the purposes of this report, the overarching category will be called strategic priorities (of which there would be six to seven). Under the strategic priorities would be goals. For each strategic priority, there could be multiple goals the City Council may wish to achieve. Then for each goal, there would be multiple work plan items that would be measurable, action oriented, and achievable. An example of this approach is below:

Restructure the Annual Priority Setting Process
Attachment: 1. July 9, 2024 Priority Setting Process Ad Hoc Report Meeting Date: August 6, 2024

Strategic Priority: Enhance Community Health and Safety: The City will consistently provide exemplary health and safety services which meet the needs of the community.

Goal 1: Address Homelessness in the Community related to mental health and permanent, supportive housing (100% completed)
Work Plan 1: Partner with Step Up on Second to provide 30 scattered site housing units for unhoused individuals in the community.

Update: Partnership with Step Upon Second formalized. 15 individuals housed so far and 15 units are available as needed. 100% complete.

Work Plan 2: Hire two Los Angeles County clinicians to work with two Beverly Hills Police Department officers to form a Mental Health Evaluation Team to assist with unhoused individuals who may be experiencing crises or need to be evaluated as a danger to themselves or others.

Update: Both clinicians have been hired and are partnered with BHPD Officers.

In the last 6 months, the team has evaluated 15 individuals and 5 have been transported under 5150 holds (danger to self or others) 100% complete.

Goal 2: Complete Phase 2 of Real Time Watch Center (50% completed) Work Plan 1: Implement new software systems which will allow for privately owned cameras to be “ingested” into the Real Time Watch Center Update: 2 private cameras have been added to the system as a pilot program which has highlighted the need for upgrades to the CAD RMS System. These upgrades are underway but will delay the implementation of this work plan item by 3 months.**1(50% complete)
The progress on the work plan items would be reported back the City Council at least biannually and could become the basis of an online reporting system to provide transparency to the residents on the work being done on the strategic initiatives and goals set by the City Council.

The Ad Hoc had consensus around having six or seven strategic priorities under which there would be clearly identifiable goals with action-oriented work plan items to provide direction to staff. The Ad Hoc recommended the individual work plan items be achievable over the course of one to two years and all aspirational or “on hold” work plan items should not be included.

Some of the potential strategic priorities mentioned by the Ad Hoc under which the various goals and action-oriented work plan items could reside include (1) Public Safety and (2) Plans (e.g. Complete Streets Plan). The Ad Hoc mentioned Mayoral Initiatives could be folded into another strategic priority.

Other potential strategic priorities may revolve around the following themes:
**The above listed strategic priority, goals, work plan and updates are for illustrative purposes only.

Meeting Date: August 6, 2024

• Provide a high quality of life (this could potentially embrace the concept of plans conducted by departments, e.g. Complete Streets, and Mayoral initiatives) • Ensure economic sustainability
• Practice environmental stewardship
• Practice Effective and Transparent Governance
The Ad Hoc concurred that the City Council should be consulted on what the major strategic initiatives should be for the future City Council Priorities; therefore staff seeks input from the City Council today on what the six or seven strategic initiatives should be.

Drafting the Goals
Once the City Council agrees on the larger, strategic initiatives, the Ad Hoc recommended the City Council allow the Ad Hoc to work with staff to draft the goals and/or work plan items for each strategic priority. As progress is made, staff will return to the City Council with updates such that the City Council will still be able to provide guidance to the Ad Hoc.

Timing for Future City Council Priority Setting Sessions Additionally, there was a discussion of when the annual City Council Priority Setting Process should occur. The Ad Hoc recommended the process begin in October or November in order to help inform the budget process. Additionally, the Ad Hoc requested quarterly or biannual check-ins with the City Council, similar to the budget updates performed by the Finance Department. Additionally, the check-in could take place in April so that the priorities can be tweaked before the final budget is approved and as each Mayor starts their term. This would help ensure the goals and work plan items are still relevant to the City Council and achievable. During the discussion, the Ad Hoc also emphasized that work plan items needed to be flexible so staff and the City Council could pivot should an emerging situation occur which needs to be addressed immediately.

FISCAL IMPACT
There is no anticipated fiscal impact on the budget at this time.

RECOMMENDATION
Staff recommends the City Council receive information on updating the City Council Priority Setting process as well as provide direction to the Ad Hoc and staff on next step.

Nancy Hunt-Coffey
City Manager
Approved By
Attachment 1

CITY OF BEVERLY HILLS

POLICY AND MANAGEMENT

MEMORANDUM
Priority Setting Process Ad Hoc (Vice Mayor Nazarian and Councilmember Corman)
Nancy Hunt-Coffey, City Manager
July 9, 2024
Examining Priority Setting Process
TO:

FROM:DATE:

SUBJECT:

For a number of years the City Council has engaged in a generally fruitful annual priority setting process. The process has evolved over time and while it is informative and more efficient than in the past, staff recommends that the Council ad hoc provide feedback on possible enhancements to the process so that priority setting can be more transparent and accessible to residents and more effective in guiding the work of City staff.Different Ways that Organizations PlanPriority setting is an important component of organizational planning for a number of reasons, including focusing the organization on what is important, determining where time and resources should (and shouldn’t) be spent, limiting the number of “fly in” projects/programs, improvingdecision making, measuring success, etc. There are different approaches to establishing priorities for an organization. Traditionally many organizations have undertaken a strategic planning process to establish overarching goals and priorities. This process generally involves establishing a vision and mission for the organization, determining its strengths, weaknesses, opportunitiesand challenges, gathering feedback from stakeholders, establishing objectives and goals, etc.

The City undertook a strategic planning process about 10 years ago, and City departments have also undertaken similar processes.1 It is important to recognize that undertaking an effectivestrategic planning effort requires organizational commitment. While strategic planning can be effective, it can take a long time to develop the plan and frequently results in a long document than people don’t always take the time to read. The worst outcome of a strategic planning process is to dedicate the resources to developing the plan, only to put it on the shelf.

City Planning Processes
This is not to say that the City does not undertake significant planning efforts. The annual budgetdevelopment is essentially a planning process because it determines where City funding will bespent. The operating budget contains program goals for the divisions of each department.2 Furthermore, the Capital Improvement Program prioritizes projects that will be completed.

Additionally, the City Council adopts area-specific plans regularly. For example, over the last few years the Council has approved plans for complete streets, economic sustainability, strategic plans and/or management analyses for departments, etc.; however, most of the work plan items from these plans are not referenced in the current Council priorities, and as a result, Council and the community don’t always get updates or outcomes of these efforts. Furthermore, the partner 1For example, the Community Services Department developed a 3 year strategic plan in 2019https://www.beverlyhills.org/Documentcenter/View/172/Communjty-Servjces-3-year-Strategic-planPresentation-PDF 2 An example is Attachment 1 of the Public Works division work plans from the 2024-25 proposed budget document. agencies (Chamber, CVB and RDC), Beverly Hills NextGen and many of the City Commissions develop annual work plans, but reporting on the success of these efforts doesn’t always take place because these plans are not referenced in the priorities that are set. Without reporting and discussion, it is difficult to determine areas for improvement.

As a result, the Council liaisons are asked to consider developing an umbrella priority setting process which incorporates some aspects of these plans so that they are reported on regularly.

Current Priority Setting ProcessOver the last few years, the City Council has conducted an annual priority setting session. For fiscal year 23-24, 45 priorities were identified by the Council.3 Of these 45 items, there is a mix of specific items (e.g. Public Works Matrix Audit), general goal areas (e.g. technology), routine work that occurs every year (e.g. business attraction), and projects that are on hold where no work is intended to occur for the fiscal year (Rodeo Permanent Bistro Seating). In general, organizations do not have this many priorities, or they are grouped into general, action-oriented goal areas withspecific work plans associated with them. Additionally, they are generally focused on work plan items that are achievable over a certain amount of time and measurable for their success. For example, instead of having “technology” as a goal area, the goal might be “Improve Efficiencyand Safety Through Technology”, and work plan items might be to “Create a new website for theCity which generates 10% more page impressions by 2026” or “Ingest 100 private securitycameras into the Real Time Watch Center by the end of fiscal year 2025.”Generally, the priorities for organizations dictate where resources should be focused; however, in 2023-2024, the main priority for the police and fire departments, which comprise over 50% of thegeneral fund budget, was “public safety”; whereas the other departments in the City were tasked with 44 of the 45 priorities.As indicated previously, an important aspect of priority setting is to be able to track, measure and report on the status and success of the priorities. Not only does this allow for evaluation ofprojects to determine their success, but it helps to provide for accountability, program improvement, as well as transparency. This is not to say that the City does not track projects andperformance, but there are not always measurements, time frames or regular reporting opportunities assigned to the priorities.4
TimingWhile the City budget process kicks off internally in the fall (for example, November 2022), the priority setting exercise takes place in the spring (for example, April 2023). This timing does not allow for new or changed priorities to be adequately captured in the budget. As a result, theannual budget does not always reflect the priorities of the City Council. The liaisons are asked toconsider the timing of the priority setting exercise.Sample Approaches Attached5 are some examples of ways in which different cities have approached their goals and priorities, along with some analysis of the pros and cons of each model. Some models are simple and straightforward, such as the City of Tracy City Council Strategic Priorities document.Some are more complex, such as the City of Corona which uses a software platform to track the progress of the priorities and to report this progress to the public via their website.

Attachment 2
Please see the attached (#3) monthly reports generated by the Beverly Hills Police and Fire Departments as examples of tracking activities that occur.

Attachment 4
2 of 3
Recommendation
The Council ad hoc members are asked to examine the City’s priority setting process to see if improvements can be made. Some aspects to consider are:
--whether to create an overarching umbrella list of priorities that guide the City’s workplan--whether to engage in some sort of planning process to inform the priorities--whether priorities should be achievable, measurable and action oriented--whether the timing of the priority setting session should occur at a different time of year--any other feedback the ad hoc would like to provide on the process.

It is important to note that adopting priority setting approaches similar to those of other cities can be a substantial undertaking, so obtaining universal buy in to any proposed changes will be animportant component. 3 of 3
ATTACHMENT 1
I, C
CITY OF BEVERLY HILLS PROPOSED BUDGET FY 2024-25
fing budf
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, centralizedcommunications 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 Citys 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.

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CITY OF BEVERLY HILLS — PROPOSED BUDGET FY 2024-25
Solid WasteDescription
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 recycle50% 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 ata 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 alleyis 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/orreplenishing fund reserves. Reserves equivalent to 50% of annual operating expenses are saved in order forthe operations to continue functioning in case of an emergency when cash flows could be impaired. Inaddition, 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 2021determined 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 servicefor collecting and removing of solid waste from residential and commercial properties. ‘. Expand broader community awareness of collection and recycling programs by conducting outreach and education.
• Ensure optimum levels of alley cleanliness while safeguarding public health through an alley tree trimming maintenance schedule, graffiti abatement, debris, brush and bulky item removal. at
symbol indicates a program goal that supports the City’s sustainabiity initiatives.

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CITY OF BEVERLY HILLS — PROPOSED BUDGET FY 2024-25
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 responsiblefor the following core functions: maintenance ofthe wastewater conveyance system (sanitary sewer system) which includes, but is not limited to, inspection, cleaning, and repair; wastewater blockage, which respondsto 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 lateraland 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 Citys 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 theindustrial 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 wastewaterinfrastructure, 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.

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StormwaterDescription
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 theState Water Resources Control Board, which include implementing programs that manage urban runoffand 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 washesthe 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 bestmanagement 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 weekto 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-usestormwater 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 Citys environmental awareness and preservation.
• Clean, on a weekly basis, residential and commercial streets to prevent pollutants from entering the storm drain system.
i Reduce the volume of polluted urban runoff reaching Santa Monica Bay by implementing Low Impact Development in private development projects and public infrastructure projects. 0 DEPARTMENT DIVISIONS AND ONGOING TASKS 240
CITY OF BEVERLY HILLS — PROPOSED BUDGET FY 2024-25
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 neutralityby 2045. ‘i 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 extremeweather conditions.

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

Represent the City in regional, state, and federal sustainabiity forums and organizations.Support other programs by monitoring and applying for federal, state, and local grant fundingopportunities.

Street ServicesDescription
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 streetinfrastructure. This includes 122 centerline miles of paved streets, 189 miles ofsidewalks, curbs, and gutters, 40 centerline miles of alleys, approximately 19,000 regulatory, parking and street name signs; over 300,0001/f of road-line markings, approximately 2,200 1/f road markings/legends, over 30,000 1/f of bike lane; over7 1/rn of red, yellow, green, and white curb painting; 64 bicycle facilities; and 53 locations equipped with traffic control devices.

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CITY OF BEVERLY HILLS — PROPOSED BUDGET FY 2024-25
municipal
Signals and
area
Lighting
communications/fiber
oversees the operation
network.
and
This
maintenance
encompasses
of the City’s traffic control system and Q 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 orinappropriate 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 ServicesDescription
The Facilities Services Bureau includes Facilities Maintenance, Meeting Support, and Event Supportprograms. 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, buildingsystems 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.

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CITY OF BEVERLY HILLS — PROPOSED BUDGET FY 2024-25
• 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, waterconservation, 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 toprovide 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 LaCienega 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 ofWest 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 ofDrinking 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, industrialwaste 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.

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CITY OF BEVERLY HILLS — PROPOSED BUDGET FY 2024-25
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. Inaddition, 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% ofthe time. The sub-program supports the Fire Department’s Class 1ISO 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 FoothillWater 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 andadditional 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 fasterturnaround times. 0 DEPARTMENT DIVISIONS AND ONGOING TASKS 244
CITY OF BEVERLY HILLS — PROPOSED BUDGET FY 2024-25
Park OperationsDescription
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 parkwater 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 5. La Cienega Blvd., 240 N. Beverly Dr./241 N. Cañon Dr., 9333 West Third Street, Santa Monica 5 lots, and 450 N. Crescent Dr.

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CITY OF BEVERLY HILLS — PROPOSED BUDGET FY 2024-25
Off-Street Parking Operations also manages the daily parking for the general public (transient), monthlycontract 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 ofthe 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 structuresserve civic functions like City Hall, Library, Police Department, and Fire Department. Other parkingstructures serve month-to-month contract parking for employees within the downtown area and valetservice contracts for parking at some parking structures where available. The 450 N. Crescent parkingstructure also serves guests of The Wallis Annenberg Center for the Performing Arts. The Santa Monica 5structures 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 processingof 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.

DEPARTMENT DIVISIONS AND ONGOING TASKS 246
CITY OF BEVERLY HILLS — PROPOSED BUDGET FY 2024-25
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 replacementcharges 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 Citys askBH Customer Relations program provides community members with one point-of-contact to access information and assistance for non-emergency City services and programs. Departmentssupported 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 toinformation and service requests through phone, email, and online. Customer Relations staff also provideinformation 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.

DEPARTMENT DIVISIONS AND ONGOING TASKS 247
CITY OF BEVERLY HILLS — PROPOSED BUDGET FY 2024-25
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 planningand 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, andair conditioning, lighting, plumbing, and janitorial.

C
DEPARTMENT DIVISIONS AND ONGOING TASKS 248
CITY OF BEVERLY HILLS — PROPOSED BUDGET FY 2024-25
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 highquality, 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 Citys public worksinfrastructure 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 largedevelopment 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 infrastructureinvestment. • 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.

DEPARTMENT DIVISIONS AND ONGOING TASKS 249
CITY OF BEVERLY HILLS — PROPOSED BUDGET FY 2024-25
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 andstriping, 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 toaddress traffic safety and mobility related concerns.

Program Goals
Strive to enhance safe and accessible mobility, regardless of the mode oftransportation, to improve the well-being of City residents, visitors, and businesses. 0 0
DEPARTMENT DIVISIONS AND ONGOING TASKS 250
CITY OF BEVERLY Hf uS — PROPOSED BUDGET FY 2024-25
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 Departments 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 ofBeverly 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. symbol indicates an ongoing task that supports the City’s sustainability initiatives.

DEPARTMENT DIVISIONS AND ONGOING TASKS 251
CITY OF BEVERLY HILLS — PROPOSED BUDGET FY 2024-25
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 SB 1383 (Food Recovery Program). • Continue to support the City’s emergency operations response. 0 DEPARTMENT DIVISIONS AND ONGOING TASKS 252

ATTACHMENT
2 City of Beverly Hills
FY 2023-2024
City Council Priorities Adopted June 27, 2023
ITEM TITLE/DESCRIPTION LEAD FY 2023/2024
# DEPARTMENT PROPOSED DELIVERABLES

COMMUNITY DEVELOPMENT
Historic Preservation Ordinance. • Work with Cultural Heritage Commission to presentEvaluate existing historic proposed changes to the ordinance to City Council preservation ordinance and CDmodify ordinance to address areasidentified as needing updating and or clarification.
2 Launch Ongoing OpenBH • Work with the Public Works Department and Policy & Program. Launch ongoing OpenBH Management to complete the following:program based on approved o Develop and disseminate outreach materials for parameters and guidelines as the new OpenBH Programestablished by City Council Ad CD, PW, P&M o Conduct ongoing proactive outreach with all Hocs and the City Council. impacted businesses.
o Permit all existing OpenBH installations under the
ongoing Program
o Complete development of Design Standards for
permanent parkiets
3 Southeast Task Force. Complete • Reconstitute the Southeast Task Force and bring short-term recommendations of forward to City Council list of recommended action task force and incorporate long items related to urban design, streetscape standardsterm objectives into CIP and work CD, P&M, PW wayfinding, and land enhancements plans. Include evaluation of Arts
& Theater synergy. Develop along-range Urban Design plan. 4 Evaluate the City’s Rent • Work with Rent Stabilization Commission to provide Stabilization Policy. Utilize recommendations to City Council on Council directed feedback from the Tenant- CD, CS policy issues
Landlord Forum to determinepossible recommended
modifications.
5 Means-tested Assistance Program • Continue working with Ad Hoc Committee on for Tenants. Implement a means- CD development of the Program’s parameterstested tenant assistance program. • Upon approval of the City Council, implement the Means-tested Rent Subsidy Program
6 Preservation and Creation of • Dedicate Planning Division staff to SB 330 Affordable Housing. implementation.
• Explore modifying the City’s affordable housing deed CD restriction requirements to remove the 55 year time limit for affordability.
• Planning Division will support City efforts to develop affordable_housing_on_City_controlled_property.

Page I 3
City of Beverly Hills
FY 2023-2024
ITEM TITLE/DESCRIPTION LEAD FY 2023/2024
# DEPARTMENT PROPOSED DELIVERABLES
7 Seismic Retrofit Program. • Continue to issue building permits for tiers I, II, and III.

Implement a seismic retrofit CD • Issue follow-up reminder notices for Tier Ill program. • Pursue enforcement of the ordinance for properties that have failed to meet minimum timelines for
coming into compliance
8 Gale Yard Improvements. Identify • Staff will work with Policy and Management on City desired future uses of the Gale CD, PW, P&M, Council’s direction for next steps staging yard site PD
9 Short Term Rental Ordinance. • Strengthen short-term rental ordinance.

Increase penalties for violation the CD • Purchase and implement short-term rental tracking City’s Short Term Renal Ordinance platform
10 Explore Mixed Use for Additional • Dedicate Planning Division staff to SB 330 Areas. implementation.
. Explore modifying the City’s affordable housing deed CD restriction requirements to remove the 55 year time limit for affordability.
. Planning Division will support City efforts to develop affordable housing on City controlled property.

COMMUNITY SERVICES
11 Master Plan City Needs at La Community Services
Cienega Park & Tennis Center • Conduct future outreach to reexamine of Master Plan.Site. Coordinate regional water Community input will be sought through variety of retention, parking and community survey, public meetings, and other collection means. center needs in a master plan for • Commence the public engagement process with an the site. CS, PW initial community needs assessment, and then a Master Plan surveying process
Public Works
• Complete installation of infrastructure to support a
portable_generator
12 Open Space & Maintenance & • Recommended an update to this Council Priority with Use of Green Space. Explore an updated title: “Open Space & Maintenance & Use options to maintain and increase of Green Space: Explore options to maintain and the City’s green space, including increase the City’s green space, including parks, parks, recreation programming, CS, PW recreation programming, and promotion thereof and promotion thereof. • Initiate discussions with the Los Angeles County Director of Parks and Recreation on the required
analysis and studies in order to negotiate the City
assuming the operations and maintenance of Virginia
Robinson Gardens
Page I 4
City of Beverly Hills
FY 2023-2024
Promote Arts & Culture. Examine
ways to promote arts & culture in
Beverly Hills in conjunction with
the community and school district.

Consider creating an Arts &
Culture District.

Community Services
• Continue maintenance and oversight of the City Art
Collection and Public Art
• Install Judy Chicago fine art piece Trinity if approved by the City Council
• Continue the 50th Art Show celebration into Fall in
October 2023
• Host an official dedication of Ai Wei Wei fine art piece Iron Root
• Continue offering a wide variety of cultural arts events within the City, and expand cultural events offered in
partnership with the Arts & Culture Commission
• Continue to incorporate programming that involves
music — such as Make Music Day Beverly Hills on June
21, 2023, and newly offered drum circle programs
• Continue development and implementation of more
diverse holiday programs as part of the City’s Arts &Culture Plan in FY 23/24 (*programs, and events pending City Council approval of the FY 23/24 budget)
• Work with the City’s Arts & Culture Commission to
support evening events that encourage Beverly Hills’
businesses to stay open later
Public Works
• Provide design and construction for infrastructure
required to support various sculptures
Policy & Management
• Continue to partner with the Beverly Hills Chamber of Commerce, City Commissions, committees and othercity partners to help activate vacant storefronts withart and special pop up events ITEM TITLE/DESCRiPTION LEAD FY 2023/2024
# DEPARTMENT PROPOSED DELIVERABLES
• In cooperation with the Los Angeles County Director of Parks and Recreation, develop scopes of work, cost
estimates, timeline to develop a management leaseagreement, and funding recommendations • Improving mini parks and other open spaces by
replacing and refurbishing amenities such as
playgrounds and water feature at Reeves Park
• Replace fence and water bowls at Dog Park• Continue to execute agreements with Beverly Hills Little League and Basketball League for use of
green/open space at parks
• Continue to explore opportunities to increase City’s
green space, including mini parks
13 CS, CD, P&M,
PW
Page I 5
City of Beverly Hills
FY 2023-2024
ITEM TITLE/DESCRIPTION LEAD FY 2023/2024

U DEPARTMENT PROPOSED DELIVERABLES
14 Implement Improvements at Community Services
Greystone Mansion and Gardens. • Complete construction of Pool House Improvements . Establish programming and potential rental plan for
the theater (*fees pending City Council approval of the FY23/24 budget)
. Continue to develop and deliver in-person arts and
culture programming for the recently restored
cs, pw Greystone Theatre (*pending City Council approval of the FY23/24 budget)
• Continue CIP work: the lower Greystone adaptive
reuse plan, continue work on master signage plan,
ADA improvements to site and visitor experiencewithout negatively impacting historic character ofGreystone . Continue a five-year plan for Greystone Centennial
Celebration_in_2028
15 Implement Department Strategic • Evaluate and re-identify items in the CS department Plan. workplan to continue to offer in-person, onsite, hybrid and virtual programming
CS
• Conduct priority-setting sessions with CS Commissions (Arts and Culture, Human Relations, and Recreationand Parks) to identify and implement a workplan forexisting and new programming and events 16 Collaborate with the BHUSD. cs • Enter into a new Joint-Powers agreement with BHUSD17 Enhance Services to Further Assist • Deliverables dependent on City Council direction in the Unhoused May 2023
Explore and implement options to cs. P&M, Fire,
enhance services for the and PD
unhoused in Beverly Hills.

FINANCE
18 Long-Term Financial Health • Work with the City Treasurer to establish a Mayor’s Research and analyze the City’s Blue Ribbon Committee
expenses and revenue for the next • Working with the Committee, research and analyze five to ten years and reconcile the the City’s expenses and revenues for the next five to projections with the goals of the FIN ten years to examine what the City Council proposes City Council to do, how much it will cost, and what potential sources of funding exist to accomplish the goals of the City Council
Page I 6
City of Beverly Hills
FY 2023-2024
ITEM TITLE/DESCRIPTION LEAD FY 2023/2024
1* DEPARTMENT PROPOSED DELIVERABLES

INFORMATION TECHNOLOGY
19 Technology. Expand the use of • Build out new website platform and migrate eGov technology to improve efficiency offerings
in all initiatives. Work plan items • Expand web User Experience by automating City include completion of next phase forms, and automating applications of E-Gov, expansion of wired and • Enhance and standardize telework infrastructure wireless networks and initiation of • Expand network security posture by layering additional Fiber to the Premise (FTTP) security applications
projects. Continue research and • Complete technology master planbegin implementation on IT • Replace end-of-life critical infrastructure for network, commercialization of City storage, video and server hardware technologies and the feasibility of • Expand RTWC technology offering technology services to the • Digitize and present phase I of Library Special public. Collations material . Work diligently to maintain 99.999 uptime for critical systems
. Provide technology support for the upgrade of Fire
toning system

POLICY & MANAGEMENT
20 FY 2021/22 Annual Audit Work • Complete the process for hiring a firm to provide Plan & Risk Assessment performance audit services for the City Initiate a risk assessment process
to identify potential audits and to
. City Auditor, establish an annual work plan. P&M The auditor should solicit and consider City Council and
management input in formulating
the work plan.
21 Trust & Innovation Portal (TIP) • TIP reopening to be explored once a new auditing firm An online tool to provide a means is selectedfor City of Beverly Hills employees and residents to confidentially
report (1) alleged improper
activity involving City operations, City Auditor, vendors, and employees; and (2) P&M suggestions for improving theefficiency and effectiveness of City operations.Page I 7
City of Beverly Hills
FY 2023-2024
ITEM TITLE/DESCRIPTION I LEAD FY 2023/2024
# DEPARTMENT PROPOSED DELIVERABLES
22 Property Acquisition and PoIicy& Management
Development. Work with the Ad • Complete affordable housing RFQ/P selection processHoc Committee to identify and and present recommendations and next steps to City acquire properties for parking, Council. Negotiate and finalize affordable housing open space and other civic development agreement and plans. The selected uses. Focus on the Southeast as a developer will conduct public outreach in close prity. . coordination with City • Continue to evaluate various development options at
M City properties and present options/proposals for City P& P Council review Public Works
• Continue to support P&M’s property acquisition and
development initiatives
. Continue support by managing design and
construction of Landlord scope of work in tenantbuildings 23 Small Business Task Force. • Continue Small Business Task Force Meetings four Attract a balance of high-end, times a year
unique and community serving • Conduct additional summer and winter campaigns small businesses, and contract promoting patronizing small businesses with the Chamber of Commerce to P&M • Continue to offer regular webinars and workshops initiate development of small through the Small Business Development Centerbusiness support programs. (SBDC) • Continue outreach to stakeholders regarding the
OpenBH program extension and conversion to a longterm program 24 Business Attraction. Recruit • Resume the New York Sales Mission businesses that are unique and P&M • Continue to attract new and unique businesses to exciting. Beverly Hills
25 Update City’s 5-Year Economic Policy & Management
Sustainability Plan. The City’s • Continue implementation of 2021 Economic existing 5-year Economic Sustainability Plan and provide updates every four Sustainability Plan has come to month to the City Council on progressterm. This initiative providesstaffing and funding to develop a P&M, CD, CS, Public Works new 5-year plan with input from FIN, PW • Continue to implement actions identified in thekey stakeholders and strategies to Climate Action and Adaptation Plan (CAAP). address the impacts of long-term • Continue promotion of the CA Green Businessconstruction projects and regional Network (Action 3.A.3 from Economic Sustainability competition to ensure Beverly Plan)
Hills stays competitive as a visitor
and business destination.Page 8
City of Beverly Hills
FY 2023-2024
ITEM TITLE/DESCRIPTION LEAD FY 2023/2024
# DEPARTMENT PROPOSED DELIVERABLES
• Continue improving technology in City-owned parking
garages including license plate readers (Action 3.A.4from Economic Sustainability Plan) 26 Create Evening Activities in Policy & Management
Business Triangle. Develop • Continue to work with Community Development toprograms that encourage Beverly issue/renew permits for the OpenBH program until theHills businesses to stay open later. P&M, CD, CS, new long term program is in place for parklets and Fire, PD, pw extended dining
. Continue to work with the Chamber of Commerce,
Conference and Visitors Bureau, Rodeo DriveCommittee, and the Next BH Committee on initiatives to create activities in the business triangle
27 Lease of City/Parking Authority • Lease second floor vacant offices at 439 North Canon Assets. Lease vacant City/Parking Drive (suites 207 and 209)Authority tenant spaces at fair • Lease vacant retail space at 463 North Bedford Drive market value. P&M • Complete Landlord improvements at 430 North Canon Drive and oversee completion of tenant improvements
for restaurant Marea
• Oversee completion of tenant improvements for
restaurant Negroni at 445 North Canon Drive
28 Promote the City. Policy & Management
• Debut City’s newly designed website with enhanced
community engagement capabilities in late 2023
• Continue implementation of City’s Strategic
Communications Plan.
• Support and promote Mayoral initiatives• Work in partnership with the Police & Fire Departments to promote public safety, department P&M, IT initiatives and strengthen communication with thepublic IT
• Migrate relevant content, eGov, and other applications to new website
• Produce original video content to help communicate
the City’s message
29 Public Health Services • Establish a City Council Liaison Committee consisting Coordination. Examine public of Mayor Gold and Councilmember Bossehealth services provided by the P&M, cs, po, • Compile a list of health services the City already City to determine how the City can Fire provides to its residents (e.g. Nurse Practitionerbetter allocate resources to assist Program) the residents of Beverly Hills. • Identify gaps in health services programs offered by City_and_the_needs_of the_residents
Page I 9
City of Beverly Hills
FY 2023-2024
Public Safety. Continue to
strengthen the ability of Police,
Fire and Emergency Management
to prevent and respond to
incidents and emergencies. Workplans to include: Police facilityupgrades, Implement a data driven policing model; continue
to strive to attract, develop,
promote diversity hiring in the fire
department, to include retaining a
workforce that ensures worldclass services are provided to ourcommunity; enhance thedepartment’s training division to provide ample opportunity for
career development, operationalreadiness, and increased safety for all personnel; pursue acomprehensive annual medicalexam that meets the standards for firefighting; optimize internal
communications to enhance dailyoperations of the fire department;continue collaboration with Centers for Medicare
& Medicaid
Services in establishing claims
process for patients under theNurse Practitioner Program, to include surveying possible
funding partnership with local
healthcare facilities; continue
working with the community to
reduce potential hazards in the
Very High Fire Hazard SeverityZone (VHFHSZ) properties; Fire
• Continue with the expansion of the Nurse Practitioner Program, to include mental health
• Continue institution of the Paramedic Subscription
pilot program
• Continue collaboration with l.T. and Fleet Services in the implementation of the camera recording system
and upgrading Opticom devices with GPS technologyon emergency apparatus • Continue to modernize department technology to
make it more effective and efficient in the field, tobetter serve our community • Complete new recruitment process for six (6) new
entry-level firefighters with paramedic license, along
with coordinating background investigations, medical,and behavioral screening • Train and complete probationary period for six (6)
firefighters
• Work with Planning to develop a system to track and
implement the requirements of the Fuel Modification
Ordinance
• Continue to develop a system to track and enforce
codes related to medical gas in multi-unit occupancies
• Continue research and identify training, staffing, and equipment needs for the California Urban Search and
Rescue Task Force
• Continue overseeing the Health and Safety
Commission
• Continue developing JUST IN CASE BH Program
IT
• Implement Phase II of RTWC technology with focus on
integration of various system, expansion of ALPR
• Deploy Tier I intersection cameras. Expand CCTV
within BHUSD. Expand and replace video storage
infrastructure. Leverage GPon to further expand CCTVin residential areas.

ITEM TITLE/DESCRIPTION LEAD FY 2023/2024
# DEPARTMENT PROPOSED DELIVERABLES
• Determine financial and structural needs for
coordination of public health services
• Determine governing structure to better deliver health services to the community

PUBLIC SAFETY
30 Fire, PD,

P&M, PW
Page I 10
City of Beverly Hills
FY 2023-2024
develop a data mechanism for
identifying and targeting specificbehaviors and audiences, inrelation to demographics, fireincidents, and public education counts; establish COOP plans in
the event of a loss of fire
department equipment and/or
facilities; update City’s Emergency
Operations Plan, Create MOU’s forcare and shelter of residents; and stockpiling of resources;
Coordinate the City’s overall
COVID-19 pandemic response,
update the City’s HazardMitigation Plan, and stockpile
emergency supplies.
• Complete radio system infrastructure upgrade and
expand resiliency
• Upgrade mobile and portable radios for Public Safety
Police
• Implement Phase II of the Real Time Watch Center
(RTWC)
• Provide update on progress of MHET Program• Continue station renovations and improvements• Continue to recruit and hire qualified applicants for sworn and civilian positions; continued recruitment
and hiring efforts for sworn female personnel
• Collaborate with Public Works, Information
Technology and Finance to identify areas to improve
the vehicle replacement process
• Update department manuals• Initiate planning for Metro sub-stations pending approval of operational plan
• Relaunch of Chief’s Advisory Panel (CAP)• Provide “Brown Bag Lunch” PD talks with City staff to improve inter-department relationships
• Conduct a master equipment inventory and tracking
• Complete inspections and audits to include Lexipol and CCTV
• Focus on customer service and community
engagement.
• Focus on leadership development; emphasis on civilian training
• Explore revision of performance evaluations and
processes
• Continue to provide clear goals for Patrol for crime
reduction and prevention.
• Continue improvement in service to the community
Policy & Management
• Update the City’s Hazard Mitigation Plan
• Complete post-disaster Damage Assessment training
for key staff
• Complete Family Assistance Center training for staff
• Expand plans, policies, and procedures for adverse
weather events
• Continue to study and enhance safety and security
measures for all City facilities.

ITEM TITLE/DESCRIPTION LEAD FY 2023/2024
# DEPARTMENT PROPOSED DELIVERABLES
Page I 11
City of Beverly Hills
FY 2023-2024
ITEM TITLE/DESCRIPTION LEAD FY 2023/2024
4t DEPARTMENT PROPOSED DELIVERABLES
• Continue to explore various emergency management
technologies to enhance response and recovery
abilities
Public Works
• Complete installation of Outdoor Warning System
Sirens FY2023-24
• Continue to support BHPD, BHFD and Emergency
Management during events or emergencies
• Continue support of PD and IT in installation,
maintenance and upgrades to Citywide Community
Security CCTV and ALPR systems
• Support the Fire Department in addressing risks
involving public trees in the VHFHSZ.
• Work with the Fire Department to further enhance
signage for Red Flag fire days/parking restrictions
• Create a taskforce to research, examine, discuss, and propose alternative sources of emergency storage and
delivery of electricity to improve the City’s electrical resiliency as well as explore ways for the City tobecome more resilient with other public utilities such as gas and phone lines.
• Examine ways for the City to become an “electricity
center” during times of high power consumption
and/or power outages as well as determine if thereare other appropriate means to implement similar strategies for other public utilities
• Explore alternative sources of energy storage and
delivery (e.g. microgrids) as well as explore if the
storage and delivery of other public utilities as
appropriate
• Explore creation of a model for electrical storage that the City can implement and then encourage
businesses to adopt a similar model as well as
determine if similar storage and delivery models exist
for other public utilities

PUBLIC WORKS
31 Centralized Customer Relations • Roll-out CCR communication plan (CCR). Create bidirectional pw, P&M • Begin new CRM platform implementation project, ifcommunication with citizens. approved by Council • Pilot Saturday service
32 Autonomous Vehicles. Implement PW, IT, PD, Public Works a vehicle program that includes Fire, P&M, • Complete Phase 2 Citywide Signal Upgrades project Page I 12
City of Beverly Hills
FY 2023-2024
ITEM TITLE/DESCRIPTION LEAD FY 2023/2024
# DEPARTMENT PROPOSED DELIVERABLES
long-term goals of addressing ‘first • Continue to upgrade signs and pavement markings to and last mile’ issues and support AV and advanced driver-assistance system increasing mobility within the City. (ADAS)
As envisioned, the program would
involve a fleet of City-operatedautonomous vehicles that would provide on-demand, point-topoint mobility to members of the public.
33 Community Video Security. Public Works
Expand the City’s existing Closed • Continue installation, maintenance and upgrades to Circuit Television Camera (CCTV) Citywide Community Security CCTV and ALPR systems program and Automated License pw, IT, PDPlate Recognition (ALPR) into IT residential areas.
. Continue expansion of GPON network-based cameras
in residential areas
. Redeploy wireless cameras to priority areas. Expand storage capacity to accommodate new cameras
. Manage tier II camera installations and design tier
three locations
• Support BHUSD camera expansion as part of NEW JPA
• Expand back end CCTV systems for use in RTWC
34 Water Enterprise Plan. Implement • Continue with design of two (2) La Cienega Park Wells the plan, which includes short, • Continue to pursue the development of one (1) mid and long-range plans for the additional well in the La Breas Sub Basin City’s water system which will PW, FIN, P&Mneed to be implemented to ensure continued system
reliability.
35 Subway Coordination. Oversee Public Works
Metro construction activity and • Continue support of construction in Section 1 and coordinate outreach, marketing Section 2 and enforcement of MOA provisionsand overall planning efforts for pw, CD, P&M, • Continue ongoing outreach to community and area surrounding future station. ALL business stakeholders • Continue design of North Portal
Fire
• Continue engagement with Metro-related activities to
prevent or fully mitigate potential risks and hazards
associated with the project
Page I 13
City of Beverly Hills
FY 2023-2024
ITEM TlTLE/DEsçRpTioN LEAD FY 2023/2024
# DEPARTMENT PROPOSED DELIVERABLES
Policy and Management
• Continue to initiate Prop A Fund Exchanges with other cities and establish capital reserve account to reducecost of North Portal Design and Construction 36 Reservoir Reconstruction & • Continue and finalize with design of upgrades to the Water Storage Capacity. Evaluate largest reservoirs to include Reservoir Management current emergency storage and Systems (RMS)
identify projects to increase water • Continue to expand the City’s water portfolio by storage capacity. Redevelop evaluating possible groundwater well sites fordecommissioned increased water independenceCoidwater/Cabrillo reservoir site • Evaluate Cabrillo Reservoir Design options for storage of Potable and NonPotable water and evaluate purple pipe distribution system.
37 Public Works Matrix Audit. • Continue to oversee the Backflow Prevention Program Implement Matrix audit • Continue with the AMI/AMR Meter replacement recommendations. project, currently anticipated to take 5 years PW, FIN, IT • Implement phase 3 of INFOR asset management program including Parks Maintenance, Urban Forestry
and Parking Services
38 Gateways. The final remaining • Project on hold
gateway at Santa Monica/Doheny
has been designed. Project to PW, CS
continue if property becomes
available.
39 Public Works Space Assessment. • Continue to enhance the layout of the warehouse and Assess current and future PW add secure storage in and around Public Works operational needs of the Public campus, as needed.

Works Department.
40 Rodeo Permanent Bistro Seating. • Project on hold
Replace existing temporary k-rails
and site furnishing into permanent
seating elements, improve
pedestrian safety along Rodeo PW, P&M
Drive, promote sensible seating
opportunities, while increasingcommunity interaction and aidingin the support of local businesses. 41 Higher Maintenance of Streets • Continue to conduct sidewalk condition survey and and Sidewalk in Business District, identify any and all defects and repair defects as Provide a higher level of PW stated in policy
maintenance to the streets and • Power wash parking structures quarterly (more sidewalks located in the Business frequently at some locations depending on conditions) Page I 14
City of Beverly Hills
FY 2023-2024
ITEM TITLE/DESCRIPTION LEAD FY 2023/2024
# DEPARTMENT PROPOSED DELIVERABLES
District including Rodeo Drive, • Continue to maintain and clean sidewalks more North Beverly Drive, South Beverly frequent as possibleDrive, Canon Drive, and S. Santa • Complete Open BH GuidelinesMonica Boulevard 42 Complete Streets Plan. Prepare a . Complete installation of San Vicente and Doheny City Mobility Plan beginning with bicycle lanes
an update of the Bicycle Master • Present Neighborhood Traffic Calming Program to City Plan. Council for review and approval
• If approved by Council, implement pilot City Transit
service
. Complete Clifton/Le Doux Bicycle Boulevard Feasibility Study
43 South Santa Monica. The This project is programmed for future years in the CIP. sidewalk configuration and
vehicular traffic characteristics ofthe south roadway of Santa Monica Boulevard are not
pedestrian and bicycle friendly pw, CD, P&M
and do not emphasize the localserving aspects of the street. Thisstudy would develop potentialsolutions to create a more “complete street.’
44 Parking Structures Façade • Conceptual design for façade improvements at Improvements selected parking structures
45 Environmental Sustainability La Cienega Regional Water Center Leadership. • Project schedule is contingent on the park master plan This item includes: completion
(1) La Cienega Regional
Treatment Facility. Work with Separate Landscape Meteringthe cities of Los Angeles and • Implement volumetric rate structure for theWest Hollywood to develop wastewater residential class. and build a regional
stormwater facility for the 3 l”’, CD, CS, Urban Forest Management Plan (UFMP)cities, as identified in the FD • Replace approx. 200 trees and plant 60 new trees Enhanced Watershed
• Develop a Tiny Forest demonstration project
Management Plan (EWMP).
(2) Separate Landscape Metering. SB 1383 — Organics Recycling & Recovery Program Require the installation of a • Continue implementing the program and educational separate landscape meter for efforts of the residents and businesses, and coordinate all existing properties. food waste recovery service with food-generating (3) Urban Forest Management businesses.

Plan (UFMP)
Page I 15
City of Beverly Hills
FY 2023-2024
ITEM TITLE7DESCRIPTION LEAD FY 2023/2024
# DEPARTMENT PROPOSED DELIVERABLES
(4) SB 1383 -Organics Recycling & Climate Action and Adaptation Plan Recovery Program • Begin implementation of Climate Action Plan and (5) Climate Action and Adaptation Policies
Plan
(6) Water Conversation Water Conservation
• Continue enhanced public outreach and enforcement
of_existing_Municipal_Code
Page I 16
FY 2023/2024

PROPOSED DELIVERABLES
Sunshine Taskforce. Purpose • Continue to coordinate with the Policy & is to advance greater Management Department regarding
transparency and public CC, P&M Sunshine Taskforce Initiatives involvement in local
government operations.
2 City Elections and Anti-Voter • Schedule the next Municipal Election for Fraud Initiative. Conduct City March 2024.
elections and examine what • Provide outreach to the Beverly Hills the City can do to provide residential community
education and outreach to CC, CAD, P&M • Process candidates and/or any ballotcreate a collaborative measures for the electioncommunity ‘watch dog’ • Continue to address any voter fraud orapproach to prevent voter voter suppression issues fraud.

HUMAN RESOURCES
3 Advertise Employment • Continue to coordinate “Hire Local” Opportunities Locally, advertisements in community publicationsOngoing outreach and local and newsletters, including the Publicadvertisements of job Works bi-monthly newsletter “The openings within the City to Backbone”stimulate interest of • Further develop partnership opportunities residents to apply for City with local businesses and faith-basedpositions. organizations to promote job opportunities within the City
HR • Continue to expand participation in local
City events
• Continue partnership with City’s Cable
Team and Communications Team in the
outreach efforts via the City’s cable outletsand social media platforms • Continue participation in Team Beverly
Hills
• Further expand partnership with BHHS to
encourage exploration of careers in local
government
City of Beverly Hills
FY 2023-2024
Ongoing City Council Priorities
NT

CITY CLERK
Page I 17
City of Beverly Hills
FY 2023-2024
Disabled Placard LegislativeReform. Pursue Statelegislation that regulates theuse of disabled parking cards.

Strengthening and
Expanding SmokingRegulations. Continue to
strengthen and expandcurrent smoking regulations.

Provide education and
outreach to the public.
• Work collaboratively with partner agencies
and jurisdictions, such as the CaliforniaContract Cities Association, Clean Power Alliance, Los Angeles County, and
neighboring cities, to advocate for regional
solutions
• Continue to advocate for local control and
develop regional approaches for solutions
to issues
• Attend various meetings with state and
federal representatives to advocate for the
City’s legislative priorities
• Continue to support legislative reforms
that prevent misuse of disabled placards
Continue to participate regionally in
strengthening and expanding smoking
regulationsContinue to advocate for and support
efforts regionally and statewide to prohibit
the sale of tobacco and tobacco related
products
Staff recommends this item be moved tothe Ongoing City Council Priorities Section or remove the priority as this is a priority
staff works on throughout the year
4 ITEMJ/DESCRIPTION j DEPARTh
• Legislative Efforts.

POLICY & MANAGEMENT
P&M
6 P&M, PD

P&M, CD, CS, PD
•
•
•

PUBLIC WORKS
7 Advance Capital Investment • Continue to initiate and complete capital in the City. Continue to improvement projects.
transfer funds to the Capital • Continue to work with Policy and Improvement Program Management and Finance to ensure
budget to ensure ongoing adequate funding for capital projectsinfrastructure maintenance and investment inopportunity projects for the
future.

Page I 18
BEVRLY3Y
City of Beverly Hills
FY 202 3-24
City Council Priorities
City of Beverly Hills455 N. RexfordBeverly Hills, CA 90210 June 27, 2023

ATTACHMENT
3 BEVERLY HILLS POLICE DEPARTMENT

NIBRS STATISTICS
CRIME CATEGORY MAY2024 YTD
......ery
surgiary
Larceny/Theft Offenses
“4’r Vehicle Theft
son
5ribery:ounterfeitinglForgery
Destruction/Damage/Vandalism of Property
:mbezzlement
Stolen Property Offenses
ackmail
-S
6 2/
14 20 -6 -30.0%
90 103 -13 -12.6%
4 9 -5 -55.6%
0 2 -2 -1 00.0%
0 0 0 -
6 5 1 20.0%
43 29 14 48.3%
1 1 0 0.0%
14 15 -1 -6.7%
2 0 2 -
19 3’ -16
20l$ L. -20 —
23 125
476
49 4
0 40
139
4 86
3 155
1104
4 1 7.4%
-30.4%-18.1%-44.9%

0.0%
-37.5%

10.8%
-75.0%
-5.8%
100.0%
-27.7%
) -17.2%
-38-86
-22
00 -15
15 -3-5
3 -43
8 2 3..
87 390
27 4
0 25
154
81 6
112
914
rder
Manslaughter
? / Sexual Assault
wated Assault
.mple Assault
0 0 0 0 0
ntimidation
Human Trafficking
napping/Abduction
Sex Offenses (All Other1)
0 0
0 1119
4 0
0 0
4 14
90 1
5 0
—1
75 -5
0 0
-5
-100.0%
1 75.0%

35.7%
-55.6%

0.0%
-100.0%

2.9%
0 2
329624
0 3
5 0
4 367634
02 18
•1
0 -2-4
20 -10
0 -13
-50.0%-11.1%

26.3%
-29.4%

50.0%
-72.2%
1 1 ;; 170 -8 -4.7%
“ion Law Violations
Mnimal Cruelty 1 0 1 - 2 1 1 100.0%
rug/Narcotic Violations 19 10 9 90.0% 104 65 39 60.0%
DrugEquipment Violations 16 13 3 23.1% 108 76 32 42.1%
Offenses 0 0 0 - 0 0 0 - pornography/Obscene Material 0 0 0 - 2 0 2 - rostitution 0 0 0 - 0 0 0 - 10 TOTAl 46 29
6 4 66.7% 21
17 58.6%
23 GRANDTOT 282 284 -2 0.7% 1313 1439 -126 -8.8%
237
-2 -8.7%
165 72 436%
s (All Others) include sexual assault w/object, fondling, incest & statutory rape.

BEVERLY HILLS FIRE DEPARTMENT
Mwth 2024
oDQ9
Commercial Building Inspections 8;Conducted

INTERNATI

ACCREDITED
7’O
Multi-Family Residential Inspections 54; 3.2.5
Conducted
Brush Inspections Conducted 0 0Hi-Rise/Sprinkler/Alarm Inspections 106 I;04 Fuel Modification Plan Checks I.L 14Fire Alarm Plan Check Performed 34; 35Fire Sprinkler Plan Checks 37 42Building Plan Checks 3 4; Medical Gas Plan Checks 0 2BERT/CERT/DART/EERT/Public Education 6 5(Number of Events Held) CPR/First Aid/Blood-Borne 402. 2:40
Public Education Classes Conducted 0 :3:(Number of Students Trained) Stop-the-Bleed Students Trained 0 2
1 cEVERLY?
iE

BEVERLY HILLS FIRE DEPARTMENT
March 2O24
Special Details Staffed 7
Special Event Permits Issued SQ
Station Tours Provided _________ Fire_Incident_Deployments Emergency Medical Services (EMS) 334Responses _________ Emergency Response Services (ERS)Responses

INTERNATIONALLY
r ACCREDITED
[c1tinsatiQn]
Training Hours Completed 1,306
JL1O1J
21/050
14 S7
32 1
342
328 255
2 L

BEVERLY HILLS FIRE DEPARTMENT
Mionthnjdiinjg Resinise Mietri’cs
Marc.h-2.Q;2.4:

INTERNATIONALLY
r ACCREDITED
I
aIIr
I Technical I IMiscollaneoul I &ippresslofl I EMS Rescue J HazMat i Total 147 2 I
TurnOut
IAegThrn 98th $9061 Pn,nteiIl. 1103 Avg 798. 9016 $0001 Pareae4la 1103 Avg Thea ci 83ES 0.01000? 6.00.38
RI 001.130001 004.37T04 602.02
81 003.54
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a-ui-IS091240.01:18

0.03.11001:10
p Aug 11*1. EMS
957%

92.3%
198.0%
054%500%073%033%937%056%081%

86.4%933%
1000%

93.0%642%918%
098400.90.410.002809835002140 03.11
aol-ia001020.00:330.98313.0032000 41001043.01.40001:10
04190
Rsuoe
00220 65.1% 0012500300 23.1% 0020530402 500% 00211

0.0223 60.5% 0:01.243.0239 00.0% 0.01003.0233 38.5% 0.01:393.03.13 65.6% 0.01.54 007% I02

3.02.11 690% 0.01.10002.10 83.0% 001.20

61.7% 001:19

3.022? 55.2% 0.01.20
019300 100.0% 0.00.983.0204 63.7% 001-13
=00202 33.6% 00109

09.8% 00100

59.5% 091125
HaaMa8 70101

0.04.103.03500.02520.04.323.03.130.04023.0604
000:100.00.980.07:57000:473.04.070.05033.04 -253.1003004:39

97.8%
1000%
198.0%

86.5%
1000%1000%1009%
97-9%

03.2%000%

01.8%09.5%
1000%
886%892%906%

0.0230002:48001:40083.110 01:4?0 02:360.0300
002:45003S70.05310941280.0210004.390:03.04004.4509246
0-I
006470.00- 46001.000.15:290.07.210.09:10000:590.8110

0.09:100.901700626009470.06.420:1215000:08
1980%100.0%

06.5%900%905%900%
905%97.6%920%915%989%
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97.0%802%
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3.04 -39

0.05000.04:340.00.100.00:500.69.170.06470.0509005.520.07.10 01024
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Jan-19•
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_______________
0 Nov
Jn-22
_________________
Mar
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___________
July
____________________
Sept
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Jul
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Weliks. 2 — 1’fI —--- Sw4Ir34
4 Residence, 10 Pkrsg Servicer, 107 4 Perb,304
Number ol Families
Minors in Family (<18)
Young Mults in Family (18.24)
Adults in Family (25+)
Minors (<18)
Young Adults (18-24)
Adults (25+)
Tents
Vehicles
Make-shift shelters

TOTAL INOIVICUALS COUNTED
I1lTERIATIONALI.Y

ACCREDITED

BEVERLY HILLS FIRE DEPARTMENT
HiIJANJ VJiCS IiLLUSTRAXE
Envouneer. by lovoBon - Encosuntein by StoOl Type
3rd street bus benches. 5
AilnywsyfCiiy Sited. 342 - -;
Beverly Gordene Perk. 136
Beverly Sib Pubic librovy. 112
8BPS. I
Ron8.,. 512
Bu.In.ns, 462

04.51ev. III
Hofl,Ofl Services, 4
—
Bi1po.2
BHOT. 88
Aenbeseridor. 541
City H.il 19
Homeless Counts
00 00
0 14
00 0
16 0 2 4 6 8 10 12 14 16 18
5 BEVERLY HILLS FIRE DEPARTMENT
COMMUNJITY RISk REUQT1QN (CRR);
Qomn:arw’ inse,;cUon;s Metrics

INTERNATIONALLY

ACCREDITED
I
Jan Feb Mar Apr May Jun Jul
CRR COMPANY INSPECTION MONThLY METRICS
Aug Sep Oct Nov Dcc
000000
59 0000
62 0
20 9168
0 27
7526
0 15
0 2024
0 BRUSH
remaining Re-Inspects Scheduled
Initials Complete Re-Inspects
205 0 0183 0 0
194 0 0
134 0 0
0 00000
L Feb Apr May
000
0 Mar Jun
000
0 Jul
TOTAL
Aug
0 Sep Oct Nov
0 Dec
0 0
2023
0 0 0 a 0 0
Initials Re-Inspects Scheduled
Remaining Complete Re-Inspects
313 0 0398 0 0235 0 0
tt
0 0 1.-S’s 0 0
6 c -;s _____ . INTERNATIONALLY
P’ ACCREDITED

BEVERLY HILLS FIRE DEPARTMENT
Mohiivi Hkihikihts
> New Fire Station Alerting System became operational
> Dispatched to a hazardous material incident at the front of 8370 Wilshire Blvd. (Metro construction zone)
Assigned personnel at the Vanity Fair EventStaffed the Annual Los Angeles Marathon Event Completed a multi-agency drill at the Culver City Fire Department (CCFD) Held a Metro Subject-Matter-Expert (SME) Training with department’s personnelDistributed the Community Emergency Response Team (CERT) Monthly Newsletter > Held the JUST IN CASE BH (JICBH) Leadership Meeting
Instructed the Employee Emergency Response Team — Fire, Hazardous Materials, and Stop the Bleed
APi (Nurse Practitioner Response Unit) attended the Beverly Hills High School Career Day The City and UCLA (University of California) Health and entered into an agreement to commence healthca re coordination for mutual patients
> Hosted the Cub Scout tour of the station
> Human Services Division (H.S.) presented the Homelessness Plan to the City Council o Council unanimously adopted the plan and approved appropriations to maintain the Beverly Hills Outreach Team (BHOT) staffing levels, ongoing use of the Apricot software, and to transport unhoused individuals to a motel at any hour of the night as part of enforcement
> H.S. Division attended “meet & greet” sessions with department’s personnel and provided the team with an overview of H.S. area of responsibilities, services provided, and role in theorganizationCommunity Assistance Grant Funding, an annual program funded by the City Council andadministered by H.S. to provide a variety of “social safety net” services to the community o This year thirty-one (31) applications were received. o Ad Hoc Committee reviewed and met with organizations applying for funding and will be sending their recommendations to the City Council next month ) Beverly Hills Scattered-Site Housing (BHSSH) Program—14 of 30 occupied o No new residents in March
> People Assisting the Homeless (PATH) Shelter Beds — 3 of 5 Occupied* o Two (2) individuals checked themselves out of PATHo Another two (2) individuals took their placeo *One person (#5) hospitalized for many months without an update of return 7 p__
. INTERNATIONALLYr ACCREDITED

BEVERLY HILLS FIRE DEPARTMENT
> BHSSH Program Motel Stays
o 6 of 280 nights usedo No change from Februaryo Anticipate higher use upon launch of Enforcement procedures in April Unhoused Services-Outreach Data
o Two Hundred Forty-Five (245) Unduplicated Unhoused Individuals were observed in the City (through 1,558 encounters across outreach teams)
The Outreach Teams are starting to conduct internal homeless counts on a quarterly basis o There are seven (7) census tracts in the Cityo Seven (7) Outreach teams will traverse the entire city between 4:00am and 6:30am to conduct a count to get a better idea of the unhoused population throughout the year The count for the first quarter of 2024 took place on March 12th o 16 unhoused individuals observed
Firefighter/Engineer Melissa Hulls attended the Women’s Fire Alliance at the Cal-StateUniversity Long Beach Walter Pyramid recognition event, as part of the “Salute the Service” for mentoring young women and girls who aspire to become future firefighters 8 • ______ _____ cEVERLY7 c. ;s _____ INTERNATIONALLY

ACCREDITED

BEVERLY HILLS FIRE DEPARTMENT
9 FIRE
. INTERNATIONALLY‘ ACCREDITED

BEVERLY HILLS FIRE DEPARTMENT
_7_ _4 , -
, -,-
10 c9EVER LY1
\ILLV
4 INTERNATIONALLY
r ACCREDITED

BEVERLY HILLS FIRE DEPARTMENT
Remember to check
your smoke
detectors
batteries too’
• Change your clocks.

Check your batteries.
11 •__

BEVERLY HILLS FIRE DEPARTMENT
I. INTERNATIONALLYF’ ACCREDITED
12 ATTACHMENT
4 Sample Approaches to Developing Council Priorities/Goals https:!/www.cityoftracy.org/government!city-council/city-council-strateg ic-priorities (Tracy, California)
Pros
- Graphics to make it more easily readable
- Pictures- Bullet points
- Text broken up
- More digestible- Easy to read
- Covers several goals with different themes
- Plans to carry out goal
- Broken up by theme makes it easy to understand
Cons
- No links
- Less interactive
- Small text
- Harderto read
https:I!ci healdsburg .ca us!DocumentCenterNiew!1 2968/COH Strategic Plan 2020-202 jL (Healdsburg, California)
Pros
- Graphics to make it more easily readable
- Pictures
- Graphs
- Quotes- Statistics
- Not all text
- Easier to read- Not overly condensed- Understandable
Cons
- PDF - no links, not a dashboard
- Not as user friendly as others
- Relatively short
- Not much information per subject
htts://issuu .com/cityofrockhill/docs!finalfv22-24 strategic rlan document søread?fr=sZ TkxYTYzNTA1MzI (Rock Hill, South Carolina)
Pros
- Graphics to make it more easily readable
- Pictures
- Graphs
- Charts
- Short text
- Not all information condensed- Easier to understand
- Links to outside information
Cons
- PDF - few links, not a dashboard
- Not as user friendly as others
- Less interactive
- Short
- Some information may not be conveyed
htts:/!performance.envisjo.com/dashboard/cityofcorona2 172 (Corona, California)Pros - Can see city’s priorities and goals
- Status of goals clearly visible and understandable with regular updates- “Read more” section of each goal - Links for people to interact with
- More engaging
- Graphics
- Pictures- charts
- Has a separate PDF
- All information easily accessed if necessary
Cons
- Doesn’t have a history of all actions completed for each goal - Potentially too many links
https:/!performance.envisiocom!dashboard/montpelier-vt1 777 (Montpelier, Minnesota) Pros
- Not too wordy
- Easier to understand- More user friendly
- Can see city’s priorities and goals
- Status of goals clearly visible and understandable with regular updates - “Read more” section of each goal
- Links for people to interact with
- More engaging
- Has a separate PDF
- All information easily accessed if necessary
Cons
- Hard to access from city’s website- Less information- Few graphics - Makes it hard to read