STAFF REPORT
Meeting Date: May 6, 2025
To: Honorable Mayor & City Council
From: Nancy Hunt-Coffey, City Manager
Subject: Finalize Priority Setting Ad Hoc Committee Recommendations for FY 2025-26
Attachments: 1. Proposed FINAL fiscal year 2025-26 City Council priorities and draft commission priorities for discussion
INTRODUCTION
Based on prior City Council direction and significant work by the Priority Setting ad hoc (Mayor Nazarian and Councilmember Corman), the draft City Council priorities for fiscal year 2025-26 were brought to the City Council on December 10, 2024 for consideration.
At that meeting, the City Council carefully considered the priorities and provided feedback and edits. These draft priorities were incorporated into the budget development and, as the Council will see when the budget adoption process kicks off in June, resulted in recommended budget adjustments and enhancements by the departments. The ad hoc met again on April 30, 2025 to review and recommend final priorities for the fiscal year and to recommend a revised process and structure for commission priorities.
DISCUSSION
Before the budget adoption process kicks off in June, staff met with the Priority Setting ad hoc to recommend finalized priorities to the full City Council. The goal of the final priority list is to ensure that staff is focusing staffing and resources on the projects and programs that will have the greatest benefit to the City.
Since the draft priorities were discussed with the City Council this past December, some changes have occurred. In some cases, work has occurred sooner than expected, so some workplan items have already been completed (e.g. opening the Paley Center for Media in the Beverly Hills Public Library has already occurred). Additionally, there are projects that were initially planned for fiscal year 2025-26 which are no longer needed or which have been pushed out to future years. As a result, staff have updated the priorities, goals and workplan items accordingly, and have added milestones for each work plan item so that it is easy for the Council, staff and community to track progress.
Additionally, based on prior City Council direction, changes are being proposed to the priority setting process for the City commissions, particularly those which do not have workplans that are predetermined. An example of a commission with a predetermined work plan would be the Planning Commission where a substantial portion of the work
involves hearing and responding to land use matters and applications. Some of the commissions that do not have substantial predetermined work have grown accustomed to establishing some of their own priorities. Over time, some of these priorities have grown in complexity and cost and are sometimes duplicative of Council priorities, Mayor initiatives or existing City programs. Some examples:
• One of the current commission priorities is to establish a centrally located kiosk(s) to celebrate the City’s history, events, programs, etc. While the details of this project have not been fully fleshed out, the proposed kiosk will likely require staffing and resources or will require support via commercial advertising, a path which the Council may not support. Before a lot of staff time is dedicated toward research and project development, it would be helpful for the City Council to provide feedback and direction on projects such as this. • Two commissions are currently discussing new awards or recognition programs in addition to the already existing commission awards programs, such as Embrace Civility, Golden Shield, etc. In this case, the Council may want to determine if new awards programs are merited, and whether awards programs should continue to occur at the commission level.
• This next fiscal year, the City will hold both Festival Beverly Hills (proposed by a commission), which started as a multicultural celebration of Nowruz and a UNITY Nowruz celebration (which is a Council priority and a Mayor initiative). While planning is underway for both programs, in the next fiscal year should staff plan to combine these programs?
• There are proposals to have two community picnics on different days in July, one on July 4th as part of a Council priority/Mayor initiative and one proposed by a commission.
As wonderful as these programs are, they require staff time, funds and resources to carry them out, and as previously noted, the City is facing sizeable budget deficits in upcoming years.
As a result of these factors, the City Council previously discussed having a more formal process for establishing commission priorities that align more closely with the City Council priorities. The process would involve bringing proposed commission priorities to the City Council at the same time as the Council priorities are discussed. The City Council would provide general direction and feedback on these commission priorities.
Once this direction is received, the City Council liaisons would meet with their respective commissions (Chair/Vice Chair) in June/July to hone and finalize the priorities. The commissions would then proceed to work with staff on the priorities and the liaisons would then hold check in meetings in December/January with the Chair and Vice Chair to discuss progress and provide any further direction/feedback.
Finally, as occurs with City programs or budget enhancements that are proposed by staff, the City Manager requests the opportunity to provide a formal recommendation to the City Council on proposed commission priorities recognizing, of course, that the City Council has the ultimate decision-making authority.
On April 30, 2025 the priority setting ad hoc met to discuss the City Council priorities.
Overall the ad hoc was supportive of the updates to the priority list as well as the milestones that have been added. Each milestone had a percentage associated with it to try to give a sense of how much of the overall project would be completed with the achievement of each milestone; however, as conversation ensued, the ad hoc and staff agreed that the percentages were not a meaningful way to track progress, so the ad hocs recommended that they be removed.
The ad hocs recommended the development of work plan items in two areas. One regarding reviewing the electrical grid maintenance and capacity and the other regarding exploring the possible use of AI to facilitate and expedite the permitting process. The City Council is asked to consider these items and provide feedback and direction.
The ad hocs also felt that some of the priorities or milestones either merited additional discussion by the full Council and/or that they may be more of “wishlist” items rather than items that must be completed in the next fiscal year. Those items are:
WP1.2.8: Complete upgrade of technology in Emergency Operations Center and examine location of the EOC. (IT/FD/PD), MS 3: Survey alternate locations for viability. The ad hoc was supportive of upgrading the technology in the EOC (particularly those items that can be relocated in the future, if need be), but the ad hoc recommends discussing whether surveying for an alternate location for the EOC should be undertaken during the next fiscal year.
WP5.1.8: Develop preliminary plan for police station improvements. (PD, PW, FIN) The ad hoc recommends discussing whether developing a preliminary plan for the police station should be undertaken during the next fiscal year. If the Council would like to proceed with this item, the ad hoc recommends the creation of a separate ad hoc committee to examine the plan and develop funding strategies.
WP5.1.14: Develop plans to renovate public first floor library restrooms. (CS/PW) The ad hoc requested additional details on this item to inform the discussion at the City Council meeting. Staff reports that there is an average of 1200-1400 people using the library per day, exclusive of staff. Seating is available for 315 people plus seated computer stations for 44 for people. The restrooms do not have sufficient facilities to handle this number of patrons, and the ventilation system does not work, leading to complaints from patrons regarding smell. Additionally, there are minor ADA upgrades that are required and the finishes are in need of replacement.
WP5.1.15: Re-evaluate plans and budget to renovate City Clerk’s office. (CC/PW) The ad hoc recommends discussing whether this item should proceed during the next fiscal year in light of the budget challenges.
WP5.2.4: Explore use of City Hall tower spaces. (PM/PW) The ad hoc recommends discussing whether this item should proceed during the next fiscal year in light of the budget challenges.
WP6.2.3: Implement a means-tested rent subsidy program. The ad hoc discussed this item, its origin and the seed funding available. The ad hoc recommends discussing whether this item should proceed during the next fiscal year in light of the budget challenges.
The ad hoc also discussed the process by which commission priorities should be established. They continued to support having the commission priorities reviewed alongside the City Council priorities and having the Council/commission liaisons meet twice per year to establish and track progress.
Additionally, the ad hoc reviewed the use of a grid structure to lay out each commissions’ priorities. The grid would include the title of the priority and a description of the item. The ad hoc concurred that a “City Manager Recommendation” should be included with each commission priority as well as a list of any additional priorities that the City Manager recommends for each commission to undertake. The ad hoc did not discuss the individual priorities of each commission.
The ad hoc recommended that for this City Council discussion, the priorities for each commission be listed using the proposed grid structure, and that where applicable, the priorities should be tied back to the City Council priorities.
Staff has proceeded to take the current commission priorities and overlaid them into the grid structure as recommended by the ad hoc. The City Council is asked to review these priorities and City Manager recommendations and provide any feedback or direction on them. Once this process is complete, staff will work to begin scheduling the Council/commission liaison meeting in June/July to further hone the priorities and provide any necessary direction.
It is important to note that one priority was inadvertently left off the list that was shared with the ad hoc which is WP3.1.9: Conduct a residential and commercial solid waste rate study to fund the Solid Waste Utility. This item has been added under Strategic Priority 3: Ensure Financial Stability and Economic Viability.
FISCAL IMPACT
Unless otherwise indicated, each of the City Council priorities that are listed has funding available in the operating or capital improvement budgets to complete the item.
RECOMMENDATION
Staff and the priority setting ad hoc recommend that the full City Council discuss and provide direction on the final list of priorities for fiscal year 2025-26, as well as the work plan items that were flagged by the ad hoc for additional discussion by the City Council.
Furthermore, it is recommended that the Council discuss the commission priorities and provide any feedback or direction on them.
Nancy Hunt-Coffey
City Manager
Approved By
Attachment 1
1 DRAFT
FINAL Fiscal Year 2025-26
City of Beverly Hills
Strategic Priorities, Goals and Work Plans
• SP1: Enhance Community Safety and Health
o G1.1: Prepare for opening of Metro stations
• WP1.1.1: Pending City Council CIP BEF consideration Complete Beverly Hills Police Department (BHPD) Public Safety Center at La Cienega Metro Station. (PW/PD) Also recommended as a priority of the Public Works Commission.
• MS 1: Construction Documents
• MS 2: Bidding/Contracts
• MS 3: Construction
• WP1.1.2: Implement BHPD sworn staffing model for La Cienega Metro Station. (PD)
• MS 1: Finalize policing and deployment model with partner agencies
• MS 2: Establish MOA with partner agencies for station policing and cost recovery
• MS 3: Implement supplemental officer for surrounding station area • WP1.1.3: Pending City Council BEF consideration Study use of nonsworn Community Service Officers (CSO) for Metro Public Safety Center. (PD/HR)
• MS 1: Finalize initial staffing model for metro Public Safety Center
• MS 2: Complete job descriptions
• MS 3: Training and deployment of Metro Public Safety Center staff
• WP1.1.4: Build out security model for Beverly Metro Station. (PD) Additional funding will be required for construction of Public Safety Kiosk and any additional deployment beyond what is in the Metro MOA. • MS 1: Secure MOA for Public Safety Kiosk
• MS 2: Finalize policing and deployment model with partner agencies
• MS 3: Update MOA with partner agencies for multi-station policing model and cost recovery
o G1.2: Implement new technologies to support public safety • WP1.2.1: Pending City Council BEF consideration Cloud Migration/upgrade and eRecords Management System (RMS) upgrade for BHPD and BHFD. (PD/IT/FD)
• MS 1: Develop scope of work
2 • MS 2: Begin implementation
• MS 3: Launch Phase I of project
• WP1.2.2: Pilot Drone Coverage Expansion Options. (PD) • MS 1: Pilot drone-in-a-box (DIAB) initiative
• MS 2: RFP for vendors to provide DIAB service
• MS 3: Agreement and vendor award
• MS 4: Install DIAB and test system with Remote Pilot in Charge coverage
• WP1.2.3 Continue to expand number of closed-circuit television (CCTV) cameras and automated license plate readers (ALPRs). (IT, PW, PD) Also recommended as a priority of the Public Works Commission. • MS 1: Develop comprehensive plan for Southwest enhancement, wireless camera upgrades, Pon network camera expansion, and priority intersection cameras
• MS 2: Engineer, configure and deploy prioritized cameras within timeframes defined in the plan
• MS 3: Deploy 3.5 petabyte storage array
• WP1.2.4: Expand and enhance public safety technology to include training and digital forensics software, e.g. Force Metrics Dataminr. (PD/IT) • MS 1: Launch Force Metrics and expand training to key staff • MS 2: Expand use of Dataminr’s A/I real-time threat monitoring to key personnel
• WP1.2.5: Expand automated vehicle location (AVL) system for real time vehicle location for BHPD and BHFD. Allows for dispatch of closest resource. (PD/IT)
• MS 1: Confirm all police and fire vehicles have AVL
• MS 2: Ensure FUSUS can track all police and fire vehicles • MS 3: Upgrade front-line Fire apparatus with state-of-the-art wireless data modems
• MS 4: Upgrade replacement PD vehicles with state-of-the-art wireless data modems
• MS 5: Test Proximity dispatch capabilities and modify procedures as appropriate
• WP1.2.6: Pilot use of artificial intelligence (A/I) based public safety applications particularly related to video searching (IT/PD) • MS 1: Evaluate Veritone A/I-based video management offerings for inclusion into Video security program
• MS 2: Conduct best-of-breed analysis for video analytics software and expand utilization with public safety operations
• MS 3: Deploy BHPD Live Link to provide real time updates to the community on response and service Note: This is also a Mayor’s initiative.
3 • MS 4: Pilot Blue Scribe AI to assist with report writing and getting officers back on the street quickly Note: This is also a Mayor’s initiative. Post pilot adoption will require a budget enhancement. • WP1.2.7: Expand cyber security posture by expanding National Institute of Standards & Technology (NIST) cyber security standards and expand information technology asset management (ITAM) best practices and provide end-user best-practices training. (IT)
• MS 1: Implement enterprise ITAM inventory and software management tool and ensure sound patch management
• MS 2: Complete revisions to cyber security disaster recovery plans that meet NIST standards
• MS 3: Establish end-user cyber security training program that includes ongoing awareness training
• WP1.2.8: Complete upgrade of technology in Emergency Operations Center and examine location of the EOC. (IT/FD/PD)
• MS 1: Upgrade end-of-life audio visual equipment and technology • MS 2: Study different EOC layout/setup formations for best practices
• MS 3: Survey alternate locations for viability
• MS4 Upgrade EOC computing infrastructure
o G1.3: Increase pedestrian safety
• WP1.3.1: Study additional safety measures on certain streets. (PW/PD) Also recommended as a priority of the Traffic and Parking Commission. • MS 1: Conduct traffic studies, identify locations where improvements are merited and where traffic enforcement is needed.
• MS 2: Develop designs
• MS 3: Bidding & Council award contract
• WP1.3.2 Carry out Phase 2 of the Rodeo Dr. bollards project. (PW/PM) • MS 1: Design
• MS 2: Bidding/Contracts
• MS 3: Construction
o G1.4: Continue emergency preparations (FD)
• WP1.4.1: Improve emergency communications and planning • MS 1: Explore emergency communication alert and warning tools • MS 2: Explore adverse weather planning capabilities
• MS 3: Explore communications for community members with disabilities
• MS 4: Pilot BH Fire Watch to provide early detection of potential fires.
• MS 5: Conduct citywide evacuation drill in conjunction with siren test.
4 • WP1.4.2: Adopt and implement the 2025 Very High Fire Hazard Severity Zone (VHFHSZ) map from the California Department of Forestry and Fire Protection.
• MS 1 – Adopt through ordinance the inclusion of the VHFHSZ map into the BHMC
• MS 2 – Update Brush Clearance Flyer to reflect the changes to the map.
• MS 3 – Develop a public education effort to inform on all requirements associated with adoption of the map
• MS 4 – Manage and conduct additional brush inspections as required by BHMC.
• WP1.4.3: Revise Information Technology business continuity plans to include updating and standardizing critical documentation. (IT) • MS 1: Update business continuity run-book using best practices • MS 2: Conduct city-wide impact analysis of core applications • MS 3: Conduct formal tests of business continuity plans o G1.5: Work with partner agencies regarding to improve public safety and reduce crime
• WP1.5.2: Partner with businesses and their security/guards, particularly around the holidays. (PD)
• MS 1: Plan outreach to businesses via the organized retail theft grant under the community outreach provisions.
• WP1.5.3: Gain permission from the District Attorney to prosecute misdemeanor violations. (CA)
• MS 1: Determine precedence and process for establishing permission to prosecute misdemeanor violations
• MS 2: Draft letter of agreement between the City and District Attorney’s Office (County)
- SP2: Practice Effective and Transparent Governance
o G2.1: Ensure effective transition of Council responsibilities • WP2.1.1: Install new Mayor/Vice Mayor in April 2026. (PM) • MS 1: Work with incoming Mayor to plan for installation • MS 2: Complete installation preparations
• MS 3: Carry out installation
• WP2.1.2: Conduct municipal election in June 2026 for three Councilmembers and City Treasurer (CCO/PM)
• MS 1: Process election materials in January 2026
• MS 2: Conduct municipal election in June 2026
• MS 2: Install newly elected Council/City Treasurer in July 2026 • WP2.1.3: Carry out Mayor initiatives (PM) Also see WP 1.2.6, WP 4.1.3, WP4.2.7, WP4.2.4, WP 4.2.6
• MS 1: Complete monthly Straight Talk with Sharona programs • MS 2: Complete Spotlight with Sharona programs
5 • MS 3: Activate Sister Cities/Evening of Unity/Unity Film Festival • MS 4: Create Sharona’s Innovation circle
• MS 5: Sunday Socials with Sharona (youth and seniors) • MS 6: Carry out Never Again is Now activities
o G2.2: Expand public-facing eGov offerings
• WP2.2.1: Automate paper-based counter transactions including fire department-related permits, planning application submissions, special events, and forms automation. (IT/FD/CD)
• MS 1: Establish business requirements
• MS 2: IT development of systems
• MS 3: Testing and implementation
• WP2.2.2: Upgrade customer relations management (CRM) and call-center software offerings to support AskBH and departments with customer service operations. The call center software provides internal reporting on performance and stability for the phone system. The CRM improves selfservice functionality and usability for the community. (PW/IT) Also recommended as a priority of the Public Works Commission. • MS 1: Design, configure, train, and launch customer service CRM system
• MS 2: Design, configure, train and launch call center software • MS 3: Ensure integration between call center software and CRM • MS 4: Develop core business reporting
• WP2.2.3: Improve online permitting capabilities through updates to existing system, e.g. Citysmart and begin examining possible replacement system. (CD/IT)
• MS 1: Establish business requirements
• MS 2: Develop new feature sets to address business need • MS 3: Test and implement
• MS 4: Conduct evaluation of alternative permitting systems emphasizing inclusion into existing ERP system
• WP2.2.4: Expand A/I-based software offerings, including a customer service chat bot, productivity tools (e.g. CoPilot, staff report automation), and development-records search. Ensure that any use of AI would be reviewed by staff before information is made available to the public. (IT) • MS 1: Design, configure, train, and launch pilot staff report software
• MS 2: Expand functionality of customer-service chatbot and launch within AskBH environment
• MS 3: Develop citywide A/I policy for appropriate use • WP2.2.5: Upgrade and expand customer-facing applications including library systems, recreation and park reservation system, and water management systems /utility billing and property information system. 6 Also recommended as a priority of the Public Works Commission related to MS 3. (IT/CS/PW/FIN/PM)
• MS 1: Migrate the City’s integrated library system to the cloud (includes novel functionality)
• MS 2: Develop plan to upgrade Rec and Park public-facing software systems, and implement Phase I of software deployment • MS 3: Promote and gain adoption of customer-facing water consumption application that is integrated with online payment system (Watersmart)
• WP2.2.6: Upgrade and expand internal efficiency software, including agenda automation, Public Records Act request (PRA) facilitation, lobbyist registration management and financial reporting. (IT/CCO/FIN) • MS 1: Configure and launch purpose-built PRA software management software
• MS 2: Examine agenda automation software options
• MS 3: Launch updated lobbyist management application
• MS 4: Develop, and distribute automated core reporting to stake holders
• WP2.2.7: Examine online legislative lobbyist form to determine if additional/different information should be gathered. (CCO/IT) • MS 1: Incorporate past public feedback and inter-department recommendations into lobbyist form to improve usability and transparency
• MS 2: Launch revised form onto City website
o G2.3: Adjust the work/configuration of City commissions • WP2.3.1: Initiate semi-annual reviews of commission work plans by City Council commission liaisons to facilitate alignment with the City Council goals. (PM/all)
• MS 1: As part of the spring priority setting with Council, bring forward Commission work plan items
• MS 2: Commission liaisons meet to discuss work plan items • MS 3: Commissions carry out the work
• MS 4: Commission liaisons meet to receive update and provide guidance on workplan items
• MS 5: Report to City Council on prior year’s commission work plans
• WP2.3.2: Complete any work related to the commission reconfiguration efforts. (PM/CA)
• MS 1: Facilitate any outstanding commission reconfiguration conversations with the Council
• MS 2: Draft any needed ordinances that combine or sunset commissions and bring them to Council
7 - SP3: Ensure Financial Stability and Economic Viability o G3.1: Ensure responsible fiscal stewardship by implementing cost saving measures and revenue enhancement ideas proposed by the Blue-Ribbon Committee/Audit & Finance Committee (CM/FIN)
• WP3.1.1: Conduct business tax analysis (CM/FIN)
• MS 1: Finalize and release RFP for consulting services to review business tax municipal code and calculations
• MS 2: Review business tax consultant RFP and award contract • MS 3: Conduct business tax municipal code and calculation analysis
• WP3.1.2: Conduct RFP to select a consultant to carryout and develop comprehensive Citywide Fee Study
• MS 1: Develop RFP
• MS 2: Open RFP, review proposals
• MS 3: Award agreement to consultant for work in FY2026-27 Funding will be needed to carry out the study in 26-27
• WP3.1.3: Pending City Council BEF consideration Consider conducting nexus studies and the development of impact fees. (CD/FIN) • MS 1: Issue RFP and select consultant
• MS 2: Prepare development forecasts
• MS 3: Work with all departments to prepare capital needs forecasts • MS 4: Assist consultant with analysis and review completed analysis
• MS 5: Public comment and public hearing process
• WP3.1.4: Enhance Community Charitable Foundations’ (CCF) role to include soliciting donations for projects and events. (FIN/PM) • MS 1: Update CCF website to accept additional forms of donations (e-check, etc.)
• MS 2: Solicit donations for the October 7th Memorial
• WP3.1.5: Conduct off street and on street parking rate study for City parking structures and meters. (PW/FIN) Also recommended as a priority of the Traffic and Parking Commission.
• MS 1: Issue Request for Proposals
• MS 2: Evaluate proposals and conduct interviews
• MS 3: Council award contract
• WP3.1.6: Complete updated appraisal of the City’s art collection. (CS) • MS 1: Execute Agreement
• MS 2: Conduct appraisal
• MS 3: Share report with City Council
• WP3.1.7: Document and explore best use of City real estate and assets. (PM)
• MS 1: Complete inventory and assessment of real estate 8 • MS 2: Discuss and develop recommendations with Subcommittee • MS 3: Finalize policy recommendations with full City Council • WP3.1.8: Carry out zero based budget exercise for Capital Improvement Program (CIP) (FIN/PW/PM)
• MS 1: Review existing CIPs and designate as either ongoing maintenance or capital projects related.
• MS 2: Review and prioritize/rank projects included in the 5-year CIP. Require zero-based justifications for each existing CIP and establish any necessary sub-CIPs.
• MS 3: Establish new CIP budget enhancement process for additions to the CIP plan or to add/remove a new CIP.
• MS 4: Review CIP and obtain feedback on priorities from the Audit & Finance Committee and forward to City Council for final direction.
• WP3.1.9: Conduct a residential and commercial solid waste rate study to fund the Solid Waste Utility. (PW/FIN) Note: This item was added recently. Also recommended as a priority of the Public Works Commission.
• MS 1: Prop 218 process/community outreach
• MS 2: Public hearing (1st reading)
• MS 3: Public hearing (2nd reading)
- SP4: Augment Community Quality of Life
o G4.1: Provide programs and services that respond to the needs of the community • WP4.1.1: Complete restructure of Community Assistance Grant Fund Program. (FD/CS)
• MS 2: Transition all cultural programming grants recipients to Community Services Department for all future management and oversight
• MS 3: Transition identified critical and community services providers from grants to yearly not-to-exceed contracts • MS 4: Develop an evaluation and oversight system to monitor contractual compliance
• MS 5: Annual comprehensive review of all services provided to determine if services adequately meet current community needs • WP4.1.2: Begin negotiation of Joint Powers Agreement with Beverly Hills Unified School District (CS)
• MS 1: Meet with BHUSD staff to review agreement.
• MS 2: Present to City Council/BHUSD Board liaisons
• MS 3: Present recommendations to City Council
• WP4.1.3: Pilot BHFD Wellness Network. The Wellness Network is a program that minimizes the risk of incurring out-of-pocket expenses for 9 eligible Paramedic and Nurse Practitioner services. Note: this is also a Mayor’s initiative.
• MS 1: create and submit for approval a program which allows residents / patients to offset costs related to paramedic & nurse practitioner service
• MS 2: receive MediCal accreditation from CA DHCS
• MS 3: submit both to Medicare and MediCal claims for nurse practitioner services and receive correlating benefit
o G4.2: Provide programs and spaces that benefit the residents of the City • WP4.2.1: Pending City Council BEF consideration Work with school district to further develop Early Childhood Education Center at Hawthorne School. (CS)
• MS 1: Meet with BHUSD staff to review the logistics of the Hawthorne Campus
• MS 2: Meet with City Council Liaisons to provide updates on the space and programming ideas and request staffing and budget • MS 3: Present recommendations to City Council
• MS 4: Begin implementation of 1st phase of the Early Childhood Center Budget enhancement submitted to expand contract classes.
Additional funds would be needed for expansion of preschool classrooms.
• WP4.2.2: Evaluate City events. Note: MS 2 and MS 3 are also Mayor’s initiatives. (PM/CS)
• MS 1: Evaluate existing programs to determine if they should be changed, eliminated or integrated with other City events. • MS 2: Consider new programming that bring the community together in celebration of various federal holidays
• MS 3: Expand programming that unifies the community around the cultural celebration of the Nowruz holiday in 2026.
• WP4.2.3: Prepare for 2028 Olympics related to security, transportation, programming, etc. Determine if the Olympics marathon race can come through Beverly Hills. (PM/PD/PW/CS) Note: this is also a Mayor’s initiative
• Attend regional planning meetings
• Determine scope of impact on Beverly Hills
• Begin planning for impact
• Coordinate with LA 28 regarding the possibility of marathon race • WP4.2.4: Hold groundbreaking ceremony for 10/7 permanent memorial (PM/CS) Note: this is also a Mayor’s initiative
• MS 1: Work with ad hoc to develop event
• MS 2: Prepare any necessary agreements
• MS 3: Carry out event
o G4.3: Improve Public Spaces
10 • WP4.3.1: Review design, approve and complete renovation and replacement of play equipment at La Cienega playground. (CS/PW) Also recommended as a priority of the Recreation and Parks Commission. • MS 1: Present design plans to Recreation and Parks Commission • MS 2: Present recommendations to Council Liaisons and Full City Council
• MS 3: Construction Documents and Bid
• MS 4: Award Agreement and begin construction
• WP4.3.2: Complete Paley Center for Media archive move in at Beverly Hills Public Library. (CS)
• MS 1: Begin partnership programming with Paley
- SP5: Maintain and Develop Infrastructure and Facilities o G5.1: Maintain Public Facilities & Infrastructure
• WP5.1.1: Replace Civic Center chilled water line. Improve chilled water distribution system so the Heating Ventilation Air Conditioning (HVAC) system operates more effectively. (PW)
• MS 1: Bidding/ Contracts
• MS 2: Construction
• WP5.1.2: Complete improvements to Library fire alarm. (PW) • MS 1: Design
• MS 2: Bidding/Contracts
• MS 3: Construction
• WP5.1.3: Complete reconstruction of Will Rogers Park restroom and upgrade the water feature. (PW/CS)
• MS 1: Complete construction
• WP5.1.4: Complete partial roof replacement Phase 2 at 439 N. Canon Dr.
Rd. Building. (PW)
• MS 1: Design
• MS 2: Bidding/ Contracts
• MS 3: Construction
• WP5.1.5: Complete plans for aesthetic and seismic upgrades to Bedford parking structure, seismic phase 2 upgrade to Camden lot, and initiate plans for Beverly Dr. structure. (PW/PM) Have funding for Bedford and Beverly seismic designs. Have funding for Camden phase 2 seismic upgrade.
• MS 1: Facade Design
• MS 1: Seismic Upgrade Design
• WP5.1.6: Complete Coldwater Cañon Drive restoration and restriping. (PW)
• MS 1: Complete construction
• WP5.1.7: Complete lower Greystone drainage & access road reconstruction. (PW/CS)
• MS 1: Design
11 • MS 2: Bidding/ Contracts
• MS 3: Construction
• WP5.1.8: Develop preliminary plan for police station improvements. (PD, PW, FIN) Have funding for preliminary plan.
• MS 1: Develop initial station Master Plan remodel with Public Works
• MS 2: Hire architect to design remodeled station, plan stages of execution, and provide cost estimate
• MS 3: Work with Finance to find funding for remodel
• WP5.1.9: Replace IT data center heating, ventilation, and air conditioning (HVAC) and uninterruptible power supply (UPS) Systems. (IT/PW) Full funding in CIP.
• MS 1: Design
• MS 2: Bidding/Contracts
• MS 3: Construction
• WP5.1.10: Renovate Planning Department offices to reduce overcrowding and improve functionality. (City Clerk’s renovation moving to 5.1.15) (CD/PW) Full funding in CIP.
• MS 1: Design
• MS 2: Bidding
• MS 3: Construction
• WP5.1.11: Expand Fire station #2 to include 2 new individual bedrooms to accommodate personnel assigned to the Station. (FD/PW) Full funding in CIP.
• MS 1: Construction Documents
• MS 2: Bidding/ Contracts
• MS 3: Construction
• WP5.1.12: Expand wireless data networks to support public safety needs at events and to benefit the public. (IT)
• MS 1: Conduct discovery with Departments and define scope • MS 2: Develop project sequencing and timelines
• MS 3: Complete implementation
• WP5.1.13: Street resurfacing associated with Metro projects, including Wilshire Blvd. and residential areas affected by dewatering wells and/or haul route violations. (PW) Also recommended as a priority of the Public Works Commission.
• MS1: Identify street segments
• MS2: Develop designs
• MS3: Bidding & Council award contract
• WP5.1.14: Develop plans to renovate public first floor library restrooms. (CS/PW) Have funding for preliminary plan.
• MS 1: Design
12 • WP5.1.15: Re-evaluate plans and budget to renovate City Clerk’s office. (CC/PW) Have funding for preliminary plan.
• MS 1: Complete Construction Documents
o G5.2: Develop New Facilities
• WP5.2.1: Install new Automatic Transfer Switch at Main Point of Entry at City Hall bridge for emergency power. (PW) Full funding in CIP. • MS 1: Design
• MS 2: Bidding/Contracts
• MS 3: Construction
• WP5.2.2: Evaluate implementation of streetscape enhancements per Connect BH on Wilshire and La Cienega Blvds., including new or enhanced crosswalks, and transit shelters (PW) Have partial funding. Also recommended as a priority of the Traffic and Parking Commission. • MS 1: Begin implementing streetscape standards through Metro project restoration
• WP5.2.3: Initiate October 7th permanent memorial. (PM/PW/CS) Will need to evaluate if have funding for full project. $500k allocated, Charitable Foundation will raise funds.
• MS 1: Bid Documents
• MS 2: Bidding/ Contracts
• MS 3: Application
• WP5.2.4: Explore use of City Hall tower spaces. (PM/PW) Funding available for Phase 1, tenant improvements, 5th floor and roof terrace; however City Council placed project on hold for fy 2024-25. • MS 1: Construction Documents
• MS 2: Bidding/ Contracts
• MS 3: Construction
o G5.3: Upgrade key IT infrastructure
• WP5.3.1: Upgrade cable television back-end infrastructure by streamlining and centralizing audio, video, and control systems in Council Chambers, Room A, Gallery, and Studio 331 control room. (IT) • MS 1: Finalize RFP and contracting process
• MS 2: Make progress on construction
• WP5.3.2: Upgrade end-of-life network and server infrastructure. (IT) • MS 1: Developed prioritized phased project plan and timeline for upgrades
• MS 2: Perform upgrades per the plan that minimizes outages • WP5.3.3: Upgrade and enhance enterprise software including Infor asset management modules, access control systems (including mobile phone access), finance system migration, meter reading infrastructure, customer management system, call center software, and document management software. (IT/FIN/PW)
13 • MS 1: Upgrade access control systems and incorporate access management best practices. Augment system to allow key access points to operate via mobile device
• MS 2: Develop project plan and comprehensive scope of work for ERP system upgrade and migration to the cloud
• MS 3: Begin Phase I of automatic meter reader migration • MS 4: Launch new asset management modules
• MS 5: Develop roadmap for document management software o G5.4: Ensure safe buildings
• WP5.4.1: Complete triennial building code update (to be effective 1/1/26) (CD)
• MS 1: Preparation and initial review of the new codes • MS 2: Drafting the new amendments, ordinance, and resolution of findings for the proposed amendments in collaboration with Fire Department
• MS 3: Public Hearing and City Council Meetings
• MS 4: Filing the Ordinance and Resolution of Findings with CA Building Standards Commission
- SP6: Accomplish City Housing Goals
o G6.1: Create Opportunities for Affordable Housing/Maintain a Certified Housing Element
• WP6.1.1: Per the certified housing element, enter into an agreement with a development partner and create a development plan for affordable housing at Gale Dr. and Wilshire Blvd. including at least 125 units of affordable lower income housing. (PM/CD)
• MS 1: Enter into agreement with affordable housing developer to develop affordable housing units on the Gale Yard site and ensure that temporary construction use of site bu Metro is discontinued by 2026
• WP6.1.2: Per the certified housing element, complete project entitlements for a senior affordable housing project. (PM/CD)
• MS 1: Identify appropriate properties
• MS 2: Perform due diligence and development feasibility analysis with affordable housing developer
• MS 3: Develop plans and specifications
• WP6.1.3: Per the certified housing element, complete a study of the Mixed-Use Overlay Zone, including the southeast area, to recommend changes to expand and facilitate affordable housing opportunities and continue to study opportunities for transit-adjacent affordable housing. (CD)
• MS 1: Prepare and present initial findings to Planning Commission and City Council
14 • MS 2: Conduct second round of outreach meetings (development community focus group meeting, internal staff meeting, and community meeting)
• MS 3: Present final recommendations and study analysis to Planning Commission and City Council
o G6.2: Improve/maintain multifamily stock
• WP6.2.1: Per the certified housing element, re-establish the home repair and improvement grant program for lower income households or alternatively partner with a local organization to provide such a program. (CD)
• MS 1: Draft program parameters for a reimbursement plan for certain limited improvements completed on multi-family
residential units occupied by lower-income households
• MS 2: Review program internally and determine source of funding for program
• MS 3: Launch and advertise program and target to serve 5 households with the program annually
• MS 4: Administer program and process reimbursements on an ongoing basis throughout planning period (2029)
• WP6.2.2: Study implementation of a proactive rental unit inspection program. (CD)
• MS 1: Prepare proposed program framework and preliminary estimate of resource needs based on RSC recommendations • MS 2: Present to City Council for direction (including committee as appropriate)
• MS 3: Fully develop program and resource needs based on City Council direction
• MS 4: Conduct public outreach with property owners and tenants • MS 5: Finalize proposed program and prepare ordinance for City Council approval
• WP6.2.3: Implement a means-tested rent subsidy program. (CD) • MS 1: Prepare proposed program framework and funding source based on RSC recommendations
• MS 2: Present to City Council for direction (including committee as appropriate)
• MS 3: Fully develop program based on City Council direction including tentative agreement with service provider
• MS 4: Conduct public outreach with property owners and tenants • MS 5: Finalize proposed program and service provider agreement for City Council approval
o G6.3: Continue to Manage the Character of the Community in light of State mandates
15 • WP6.3.1: Pending City Council BEF consideration. Per the certified housing element, complete and adopt objective design standards for residential and mixed-use development, including a streamlined Architectural Review process. (CD)
• MS 1: Review and discuss draft interim objective design standards with Planning Commission (PC) and Architectural and Design Review Commission (ADC), and a joint ad hoc committee
• MS 2: Present draft ordinance of interim objective design standards to PC and ADC for recommendation to City Council, and present to City Council for adoption
• MS 3: Conduct comprehensive objective design standard study with consultant for all multi-family and mixed-use residential projects
• MS 4: Present draft ordinance of interim objective design standards to PC and ADC for recommendation to City Council, and present to City Council for adoption
• WP6.3.2: Conduct long range planning discussions regarding the future character of the City, to include the review of the results of the Southeast Taskforce, the Urban Forest Master Plan, etc. (CD/PW) Also recommended as a priority of the Public Works Commission. • MS 1: Assemble and review unimplemented recommendations from existing documents
• MS 2: Develop recommendations based on prior plans and studies • MS 3: Present to City Council and seek direction on next steps • WP6.3.3: Lobby Sacramento elected representatives and work with other local cities to develop realistic goals for housing development. (PM) - SP7: Practice Environmental Stewardship
o G7.1: Increase Mobility Options and Improvements
• WP7.1.1: Pilot ongoing on-demand transit service (e.g. turnkey transit services, VIA, Waymo, etc.) Ensure that offerings by autonomous vehicle providers are considered. (PW) Also recommended as a priority of the Traffic and Parking Commission.
• MS 1: Evaluate proposals and conduct interviews
• MS 2: Recommendation to Council/TPC Liaison
• MS 3: If approved by CC, negotiate contract terms
• WP7.1.2: Evaluate implementation of Complete Streets Plan. Some new projects include crosswalks at the six-way intersection, Le Doux and Wilshire, and on Coldwater as well as safety measures, such as a High intensity Activated crossWalK HAWK at Wetherly/Almont and Gregory/Robertson. In addition, mid-block crossings at La Cienega Park on La Cienega and on La Cienega north of Wilshire being considered between Wilshire and Clifton. (PW) Also recommended as a priority of the Traffic and Parking Commission.
16 • MS 1: Develop designs
• MS 2: Bidding & Council award contracts
• MS 3: Construction
o G7.2: Reduce carbon emissions
• WP7.2.1: Expand level 2 EV chargers in City parking structures. (PW) Also recommended as a priority of the Public Works and Traffic and Parking Commissions.
• MS 1: Complete design
• MS 2: Bidding/Contracts
• MS 3: Construction
• WP7.2.2: Implement Climate Action and Adaptation Plan (CAAP). (PW) Also recommended as a priority of the Public Works Commission. • MS 1: Host a Community Sustainability Event quarterly • MS 2: Implement the City’s Electrical Resiliency Pilot Program • MS 3: Implement an Environmental Preferred Purchasing (EPP) policy for municipal procurement
• MS 4: Implement an Energy Reach Code for new construction • WP7.2.3: After evaluating power capacity, ensure compliance with State mandated Advanced Clean Fleets (ACF) Rule for vehicle replacement and installation of DC Fast Chargers. (PW) Also recommended as a priority of the Public Works Commission.
• MS 1: Purchase and register zero emission vehicles for ACF qualifying vehicles up for replacement in FY 2025-26.
• MS 2: Develop protocols for future mandated quarterly inspections of zero emissions vehicles.
• MS 3: Install two fleet specific DC Fast Chargers in the Public Works campus area.
• MS 4: Install additional fleet specific Level 2 EV Chargers in designated department areas.
o G7.3: Increase water resilience
• WP7.3.1: Implement Cabrillo pump station and forebay project to enhance and increase emergency pumping capacity and redundancy. (PW) Also recommended as a priority of the Public Works Commission. • MS 1: Complete final design and environmental review. • WP7.3.2: Implement citywide automated water meter multi-year replacement project. (PW/IT/FIN) Also recommended as a priority of the Public Works Commission.
• MS 1: Select Vendor
• MS 2: Council to award bid
• MS 3: Begin implementation process
17 18
DRAFT Recreation and Parks Work Plan Items
Project Description City Manager
Recommendation
Review design, approve and
complete renovation and
replacement of play
equipment at La Cienega
playground. (City Council
work plan WP4.3.1)
The La Cienega Park
Playground Restoration is a
City Council priority that
remains on the work plan until
completion.
Proceed
Large Park Signage & Rules
including Park Safety
This item aims to update
signage and rules to enhance
visibility and ensure they
reflect current standards. The
updates will focus on park
safety, removing outdated rules
and replacing them with
relevant, up-to-date
information.
Proceed
Pickleball Pilot Program The Commission's focus will
be to conclude the Pickleball
Pilot Program and finalize the
permanent installation of
designated courts, pending
approval from the City
Council.
Proceed. Note that this
project requires a budget
enhancement.
Digital Signage The Commission proposes
implementing digital signage at
parks to display important
information, including
upcoming events, reporting
instructions, and other relevant
updates.
Recommend making more
extensive use of existing
digital signage in the
community centers and
reevaluate for fy 26-27.
July Parks Make Life Better The Commission proposes
hosting additional events
alongside the staff-led July
"Parks Make Life Better"
month. For example, they
envision adding a community
picnic or expanding teenfocused activities to further
engage the community during
this month-long initiative.
Focus on July 4
th
community picnic.
Reevaluate need for
additional programming as
part of WP4.2.2
CM recommended additional priorities
19 Work with staff to develop new Farmers’ Market programming Work with staff to develop rebranding of Beverly Hills Farmers’ Market Work with staff to expand Library programs and collaboration with BHUSD 20 DRAFT Human Relations Commission Work Plan Items
Project Description
City Manager
Recommendation
Kindness Week
Kindness Week is recognized
annually in February. Human
Services staff, with
involvement from the
Commission Ad Hoc, plan a
week of programming to
promote kindness in our
community.
Wait for commission to
combine and reconsider.
Critical Conversations (1)
This event typically features a
speaker series that promotes
the representation and
participation of different
groups of individuals,
including people of different
ages, races and ethnicities,
abilities and disabilities,
genders, religions, cultures, and
sexual orientations.
Pause program. Evaluate as
part of WP4.2.2. During fy
25-26 carry out similar
Never Again is Now
Mayoral initiative under
WP2.1.3.
BH Reads (2)
Community read and author
discussion in conjunction with
BHHS AP and Honors English
program.
Do 1 BH Reads this
calendar year (BHHS book
has already been
announced). Evaluate
program as part of WP4.2.2.
Day of Wellness
Created in 2023, this event was
a joint collaboration between
Human Relations Commission
and Health & Safety
Commission to bring various
wellness providers to the
community at Roxbury Park.
Proceed for fy 25-26.
Evaluate program as part of
WP4.2.2
CM recommended additional priorities
Focus on integration with Health and Safety Commission
21 DRAFT Health and Safety Commission Work Plan Items
Currently the Health and Safety Commission does not have formal priorities except for Day of Wellness.
Project Description
City Manager
Recommendation
Day of Wellness
Created in 2023, this event was
a joint collaboration between
Human Relations Commission
and Health & Safety
Commission to bring various
wellness providers to the
community at Roxbury Park.
Proceed for fy 25-26.
Evaluate program as part of
WP4.2.2
CM recommended additional priorities
Focus on integration with Health and Safety Commission
22 DRAFT Arts and Culture Commission Work Plan Items
Project Description City Manager
Recommendation
Fine Art
Acquisition
The acquisition,
installation, and
dedication of Judy
Chicago’s Trinity.
Return and dedication
of Yayoi Kusama’s
Hymn of Life: Tulips,
restoration work and
return of Carol Bove,
IO.
Proceed. Recommend this
be the focus of the
commission’s work until
completion.
Festival Beverly
Hills
Community Arts and Culture
festival which includes stage
performances and diverse
cultural workshops.
Proceed for fy 25-26.
Evaluate program as part of
WP4.2.2. Consider
combining with
Unity/Nowruz celebration in
March.
Artwalk
Monthly docent led walking
tours highlighting Beverly
Hills’ world class Fine and
Public Art collection
Proceed.
Visitor Kiosk/Art Portal
Centrally located kiosk(s)
to celebrate the City’s
history, current arts and
culture opportunities,
programs, events.
Portal/informational
website to promote
connections between local
artists, venues, engagement
opportunities within the
City.
Not recommended to
proceed. Utilize new City
website and update Explore
Beverly Hills app as needed.
Budget/staffing
implications.
Comprehensive partnership
with the Wallis (Idea:
Movies at the Wallis)
A comprehensive
partnership with the Wallis
– one of the jewels in our
city’s crown. One idea:
Movies at the Wallis. We
are after all, a movie town
where so many of the
writers, directors,
producers, actors,
Not recommended to
proceed. Budget/staffing
implications. Existing movie
program at Greystone
Theater.
23 composers, and studio
executives lived and
comprise a significant part
of our history.
CM recommended additional priorities
Work with staff to develop criteria for selection of performers at Concerts on Canon Consider proposed developer owned art, as needed
Validate developer owned art collection for location, condition, etc.
Propose Fine Art for acquisition once outstanding pieces have been installed Produce ongoing arts education around the City’s collection including developer owned artwork
24 Cultural Heritage Commission
Project Description City Manager
Recommendation
Golden Shield
Cultural Recognition
Program
(existing/ongoing)
Golden Shield plaques are
embedded in the sidewalk to
recognize important buildings and
businesses in Beverly Hills history.
Golden Shields are selected and
recommended by the commission
and approved by the City Council.
Funding for this program is included
in the department budget for FY 24-
25 and is proposed for FY 25-26.
Proceed. Continue existing
program with budgeted
funds.
Historic Landmark
Plaque Program
(existing/ongoing)
Owners of previously landmarked
properties may request a historic
landmark plaque to mount on the
façade of their building. While
typically owner-initiated, the
commission occasionally reaches
out to property owners to solicit
interest in requesting a plaque.
Property owners are responsible for
the cost of producing and mounting
the plaque and there is no cost to the
City aside from minimal use of staff
resources.
Proceed. Continue existing
program at no cost to the
City.
Historic Preservation
Awards Program and
Reception (proposed)
The commission has developed a
proposed Historic Preservation
Awards program to recognize
people and places that made a
significant contribution to
preserving the history of Beverly
Hills. Award recipients would be
nominated by the public and the
commission and selected by the
commission. Awards would be
given out at an annual reception.
Awards are proposed to be given in
four categories, including the “Phil
Savenick Award for Historic
Awareness and Education.” The
commission has recommended
funding the program using a portion
Proceed with
implementation of new
program for Fiscal Year 25-
26 using a portion of the
funds appropriated for the
Golden Shield program.
25 of the Golden Shield program
budget by reducing the number of
Golden Shields awarded each year.
No additional funding is requested.
26 Public Works Commission
Project Description City Manager
Recommendation
Prepare for opening of Metro
stations (City Council work
plan WP1.1.1)
Complete Beverly Hills
Police Department (BHPD)
Public Safety Center at La
Cienega Metro Station.
Proceed. Note that this
project requires a budget
enhancement.
Implement new technologies
to support public safety (City
Council work plan WP1.2.3)
Continue to expand
number of closed-circuit
television (CCTV) cameras
and automated license
plate readers (ALPRs).
Proceed.
Expand public-facing eGov
offerings (City Council work
plan WP2.2.5)
Launch customer-facing
water consumption
application that is
integrated with online
payment system.
Proceed.
Upgrade and expand
customer-facing applications
(City Council work plan
WP2.2.2)
Upgrade customer relations
management (CRM) and
call-center software
offerings to support
AskBH and departments
with customer service
operations.
Proceed.
Maintain Public Facilities and
Infrastructure (City Council
work plan WP5.1.13)
Street resurfacing
associated with Metro
projects, including
Wilshire Blvd. and
residential areas affected
by dewatering wells and/or
haul route violations.
Proceed.
Continue to Manage the
Character of the Community
in light of State mandates
(City Council work plan
WP6.3.2)
Conduct long range
planning discussions
regarding the future
character of the City, to
include the review of the
results the Urban Forest
Master Plan.
Proceed.
Ensure Financial Stability and
Economic Viability
Conduct a residential and
commercial solid waste
Proceed.
27 (New item, added as City
Council work plan WP3.1.9)
rate study to fund the Solid
Waste Utility.
Reduce Carbon Emissions
(City Council work plan
WP7.2.1)
Expand level 2 EV
chargers in City parking
structures.
Proceed.
Reduce Carbon Emissions
(City Council work plan
WP7.2.2)
Implement Climate Action
and Adaptation Plan
(CAAP).
Proceed.
Reduce Carbon Emissions
(City Council work plan
WP7.2.3)
Ensure compliance with
the Advanced Clean Fleets
Rule.
Proceed.
Increase Water Resilience
(City Council work plan
WP7.3.1)
Implement Cabrillo pump
station and forebay project
to enhance and increase
emergency pumping
capacity and redundancy.
Proceed.
Increase Water Resilience
(City Council work plan
WP7.3.2)
Implement citywide
automated water meter
multi-year replacement
project.
Proceed.
28 Traffic and Parking Commission
Project Description City Manager
Recommendation
Increase Pedestrian Safety
(City Council work plan
WP1.3.1)
Study additional safety
measures on certain streets.
Proceed.
Ensure Financial Stability
and Economic Viability (City
Council work plan WP3.1.5)
Conduct off street and on
street parking rate study for
City parking structures and
meters.
Proceed.
Develop New Facilities (City
Council work plan WP5.2.2)
Evaluate implementation of
streetscape enhancements per
Connect BH on Wilshire and
La Cienega Blvds., including
new or enhanced crosswalks,
and transit shelters
Proceed.
Increase Mobility Options
and Improvements (City
Council work plan WP7.1.1)
Pilot ongoing on-demand
transit service (e.g. turnkey
transit services, VIA,
Waymo, etc.) Ensure that
offerings by autonomous
vehicle providers are
considered.
Proceed. Note: have funding
for 18 month pilot, not for
permanent program.
Increase Mobility Options
and Improvements (City
Council work plan WP7.1.2)
Evaluate implementation of
Complete Streets Plan. Some
new projects include
crosswalks at the six-way
intersection, Le Doux and
Wilshire, and on Coldwater
as well as safety measures,
such as a High intensity
Activated crossWalK HAWK
at Wetherly/Almont and
Gregory/Robertson. In
addition, mid-block crossings
at La Cienega Park on La
Cienega and on La Cienega
north of Wilshire being
considered between Wilshire
and Clifton.
Proceed.
Reduce Carbon Emissions
(City Council work plan
WP7.2.1)
Expand level 2 EV chargers
in City parking structures.
Proceed.
29