Beverly Hills City Council
April 21, 2026

AGENDA REPORT
Meeting Date: April 21, 2026
Item Number:

To: Honorable Mayor & City Council
From: Nancy Hunt-Coffey, City Manager
Subject: REVIEW OF FY 2025-26 CITY COUNCIL PRIORITIES AND FINALIZATION OF CITY COUNCIL PRIORITIES FOR FY 2026-27
Attachments: 1. Plan Audit Report - City of BH Strategic Priorities

2. Proposed FINAL fiscal year 2026-27 City Council priorities

REDLINE

3. Proposed FINAL fiscal year 2026-27 City Council priorities DRAFT with Accepted Changes

RECOMMENDATION
Staff recommend that the City Council review the progress on the City Council priorities for the current fiscal year. The Council is then asked to finalize the City Council priorities for fiscal year 2026-27.

INTRODUCTION
The fiscal year 2025-26 priorities were adopted in June 2025 and reviewed by City Council in September 2025. As of this month, many of the priorities have been completed or are on track to be completed by the end of the fiscal year. There are a handful of priorities which are not fully complete and will be carried over to the new fiscal year. For example, the Beverly Hills Police Department Records Management System upgrade is a multiyear project, so it will extend into fiscal year 2026-27. The full list of priorities and their status updates are included in Attachment 1.

DISCUSSION
The draft City Council priorities for fiscal year 2026-27 were brought to the City Council on January 13, 2026 for consideration. At that meeting, the City Council carefully considered the priorities and provided substantial feedback and edits. These edits were reviewed by staff, and where necessary, budget adjustments or requests were developed. Since that time, staff has further refined the draft priorities list, modifying or adding projects as appropriate. The Council is asked to review the updated priorities for FY 26-27 to make sure that they adequately reflect what Council wants staff to accomplish in the upcoming year. It is particularly important for Council to identify any Meeting Date: April 21, 2026

new priorities that may require budget adjustments prior to the kickoff of the budget adoption process in late May or early June.

As the Councilmembers will recall, each City advisory commission also developed a work plan that was approved by the City Council for fiscal year 2025-26, and the commissions have again proposed their work plan items for 2026-27. These work plans will be brought to the City Council meeting on May 5th for review, consideration and adoption.

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.

Nancy Hunt-Coffey,
City Manager
Approved By
Attachment 1
Plan audit report
City of BH Strategic Priorities
Reporting dates not set
Report Created On: Apr 16, 2026

7 Strategic Priority
22 Goal
88 Work Plans
Overall Summary
%
On Track 38
Completed 63
Status
0 100
Progress
74%

Plan audit report
City of BH Strategic Priorities
Report Created On: Apr 16, 2026
Report Legend Priority No Update Overdue
IT
Plan Label And Number Description Checklist Items Tags Last Update Progress Status Strategic Priority 1 Enhance Community Safety and Health On Track: 30%
Completed: 70%
Goal 1.1 Prepare for opening of Metro stations
On Track: 50%
Completed: 50%
Work Plans 1.1.1 Complete Beverly Hills Police Department Public Safety Center at La Cienega Metro Station
Checklist (Manual Weighting) : 4/5
2% Define Overall Scope of Project
(September 2025)
15% Construction Documents
(September 2025)
15% Bidding/Contracts
10% 10% Construction Completed
(December 2025)
58% Construction
Construction of interim PD Kiosk will be completed by the end of April.
#

BHFD BHPD HR IT
Public Works
83%

BHPD HR
Public Works
71%
BHPD Public Works 42% On Track

Plan Label And Number Description Checklist Items Tags Last Update Progress Status Work Plans 1.1.2 Implement BHPD sworn staffing model for La Cienega Metro station.

Checklist (Manual Weighting) : 5/5
2% Explore options and establish
project framework
18% Finalize policing and deployment
model with partner agencies
(September 2025)
20% MOA with partner agencies for
station policing and cost recovery
(December 2025)
20% Establish Public Safety Kiosk
Staffing Model and Hours of
Operation (December 2025)
40% Implement supplemental officer
for surrounding station area
Work Plan Completed.

MOA established, staffing model in place, and supplemental officer missions completed by May opening.

Work Plans 1.1.3 Study use of nonsworn Community Service Officers (CSO) for Metro Public Safety Center.

Checklist (Manual Weighting) : 4/4
15% Finalize initial staffing model for
metro Public Safety Center
(September 2025)
30% Complete job descriptions
(September 2025)
35% Hire Personnel (December 2025)
20% Training and deployment of
Metro Public Safety Center staff
(January 2026)
Work Plan Completed.

CSOs in place for May opening.

Work Plans 1.1.4 Implement BHPD sworn staffing model for Beverly Metro Station. Checklist (Manual Weighting) : 3/5 2% Explore options and establish
project framework
18% Finalize policing and deployment
model with partner agencies
20% MOA with partner agencies for
station policing and cost recovery
(December 2025)
20% Establish Public Safety Kiosk
Staffing Model and Hours of
Operation (July 2026)
40% Implement supplemental officer
for surrounding station area (July
2026)
MOA completed. The status of a Beverly kiosk and supplemental officers for the surrounding area will be carried over to next fiscal year, as Metro timelines have been pushed into the future.

BHFD BHPD HR IT 100% Completed
BHPD HR 100% Completed
BHPD 40% On Track

Plan Label And Number Description Checklist Items Tags Last Update Progress Status Goal 1.2 Implement new technologies to support public saftey Completed: 100%
Work Plans 1.2.1 Cloud migration and eRecords Management System (RMS) upgrade for the Beverly Hills Police Department (BHPD) and Beverly Hills Fire Department (BHFD).

Checklist (Manual Weighting) : 5/5
5% Define Project Sequencing (August
2025)
30% Develop scope of work
(September 2025)
5% Contract to Council (December
2025)
55% Begin implementation
5% Launch Phase I of project
Work Plan Completed.

Cloud environment established.

Data migration underway.

Vendor has identified first available launch date to be SeptemberDecember 2026.

Testing, acceptance and launch of the program will be carried over into the new fiscal year.

Work Plans 1.2.2 Pilot Drone Coverage Expansion Options Checklist (Manual Weighting) : 5/5 10% Find funding for drone-in-a-box
(DIAB) initiative/Consider private
donor funding (September 2025)
15% Pilot drone-in-a-box (DIAB)
initiative
25% RFP for vendors to provide DIAB
service
10% Agreement and vendor award
40% Install drone boxes and test
system with Remote Pilot in
Charge coverage
Work Plan Completed.

Drone in a box functionality in place.

RFP was not needed as the Department was able to leverage cost savings from existing vendor to provide drone in a box services.

Work Plans 1.2.3 Continue to expand number of closed-circuit television (CCTV) cameras and automated license plate readers (ALPRs).

Checklist (Manual Weighting) : 4/4
5% Develop comprehensive plan for
Southwest enhancement, wireless
camera upgrades, Pon network
camera expansion, and priority
intersection cameras (September
2025)
10% Deploy 3.5 petabyte storage array
(September 2025)
25% Grant funded ALPR Installations
(December 2025)
60% Engineer, configure and deploy
prioritized cameras within
timeframes defined in the plan
Work Plan Completed.

Engineered, configured and deployed prioritized cameras within timeframes defined in the plan.

Charleville (southeast) project completed. Wilshire / North Santa Monica in-fill completed.

Wireless camera upgrade plan completed.

BHFD BHPD IT
Public Works
100% Completed
BHFD BHPD Council
IT
100% Completed
BHPD 100% Completed
BHPD IT Public Works 100% Completed

Plan Label And Number Description Checklist Items Tags Last Update Progress Status Work Plans 1.2.4 Expand and enhance public safety technology to include training and digital forensics software (e.g Force Metrics Dataminr) Checklist (Manual Weighting) : 3/3
5% Configure Force Metrics
environment and begin beta test
45% Launch Force Metrics and expand
training to key staff
50% Expand use of Dataminr’s A/I realtime threat monitoring to key personnel
Work Plan Completed.

Dataminr (A/I-based software that scans social media for issues relevant to BHPS intel officers) fully implemented and
incorporated into daily processes.

MetaSource (A/I-based software that that sits on top of PD records management system providing ChatGPT-like functionality using only secure, internal crime data) has been fully tested and implemented within the Department.

Work Plans 1.2.5 Expand automated vehicle location (AVL) system for real time vehicle location for BHPD and BHFD. Allows for dispatch of closest resource.

Checklist (Manual Weighting) : 5/5
10% Confirm all police and fire
vehicles have AVL (September
2025)
10% Ensure FUSUS can track all police
and fire vehicles (September
2025)
40% Upgrade front-line Fire apparatus
with state-of-the-art wireless data
modems (September 2025)
30% Upgrade replacement PD vehicles
with state-of-the-art wireless data
modems
10% Test Proximity dispatch
capabilities and modify
procedures as appropriate
Work Plan Completed.

Upgraded replacement PD vehicles with state-of-the-art wireless data modems. Developed plan to replace both patrol and
parking, and other vehicles.

Successfully tested Proximity dispatch capabilities and modify procedures as appropriate
BHPD IT 100% Completed
BHFD BHPD IT 100% Completed

Plan Label And Number Description Checklist Items Tags Last Update Progress Status Work Plans 1.2.6 Pilot use of artificial intelligence (A/I) based public safety applications particularly related to video searching
Checklist (Manual Weighting) : 5/5
5% Establish and evaluate proof of
concept pilots
40% Evaluate Veritone A/I-based video
management offerings for
inclusion into Video security
program
40% Conduct best-of-breed analysis
for video analytics software and
expand utilization with public
safety operations
10% 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 (December
2025)
5% Deploy BHPD Live Link to provide
real time updates to the
community on response and
service Note: This is also a Mayor’s
initiative (February 2026)
Work Plan Completed.

Best of breed AI analysis for video analytics review completed.

FUSUS's A/I comprehensive feature set has been selected by PD as the new standard for video analytics.

Text-based PD communications tool (LiveLink) project plan completed.

Work Plans 1.2.7 Expand cyber security posture by replacing the Police Department firewalls, requiring cybersecurity training and upgrade identity management systems.

Checklist (Manual Weighting) : 4/4
5% Review existing programs and
define scope of work
25% Implement enterprise ITAM
inventory and SW management
tool and ensure sound patch
management
45% Complete revisions to cyber
security disaster recovery plans
that meet NIST standards
25% Establish end-user cyber security
training program that includes
ongoing awareness training
(December 2025)
Work Plan Completed.

Established end-user cyber security training program that includes ongoing awareness training (December 2025).

Mandatory cyber training must be completed in FY 2027.

BHPD IT 100% Completed
IT 100% Completed

Plan Label And Number Description Checklist Items Tags Last Update Progress Status Work Plans 1.2.8 Complete upgrade of technology in Emergency Operations Center.

Checklist (Manual Weighting) : 4/4
5% Define SOW for EOC AV equipment
and desktop environment
45% Upgrade end-of-life audio visual
equipment and technology (focus
on equipment that can be
relocated in the future)
10% Study different EOC layout/setup
formations for best practices
40% Upgrade EOC computing
infrastructure
Work Plan Completed.

Upgraded end-of-life audio visual equipment and technology (focus on equipment that can be relocated in the future).

Phase II monitor replacement underway.

Goal 1.3 Increase pedestrian safety
On Track: 100%
Work Plans 1.3.1 Study additional safety measures on certain streets to protect tourists.

Checklist (Manual Weighting) : 1/2
60% Conduct traffic studies, identify
locations where improvements
are merited and where traffic
enforcement is needed
(September 2025)
40% Ongoing review. PW & PD staff
meet regularly to review priority
high risk locations.

Ongoing review meetings with PW and PD continue. Project to upgrade the stop signs on N. Rodeo Drive is complete. N. Beverly Drive stop signs were completed in early April 2026.

This project will carry on into the next fiscal year.

Work Plans 1.3.2 Carry out Phase 2 of the Rodeo Dr. bollards project. Checklist (Manual Weighting) : 2/3 25% Design (December 2025)
20% Bidding/Contracts
55% Construction
Design scope expanded to include adjacent signal pole
replacements. Design is 90% complete as of April 2026. Bidding in June 2026. Construction in FY2026-27.

This project will carry on into the next fiscal year.

Work Plans 1.3.3 Study permanent security solutions for Lily Pond block Checklist (Manual Weighting) : 2/4 20% Develop design options (February
2026)
5% Identify funding
10% Finalize contracts & seek approval
65% Implement solution
Three designs developed and have been presented to Liaisons (June 2026).

Contract finalization and construction will be carried over into the next fiscal year.

Goal 1.4 Continue emergency preparations
On Track: 33%
Completed: 67%
BHFD BHPD IT 100% Completed
BHPD
Policy and Management
Public Works
43% On Track
BHPD Public Works 60% On Track
Policy and Management
Public Works
45% On Track
BHPD Public Works 25% On Track
BHFD IT 80%

Plan Label And Number Description Checklist Items Tags Last Update Progress Status Work Plans 1.4.1 Improve emergency communications and planning Checklist (Manual Weighting) : 3/6 5% Scope of project and identify
priorities
20% Explore emergency
communication alert and
warning tools (December 2025)
20% Explore adverse weather
planning capabilities (December
2025)
20% Explore communications for
community members with
disabilities
20% Pilot BH Fire Watch to provide
early detection of potential fires
(December 2025)
15% Conduct citywide evacuation drill
in conjunction with siren test
(December 2025)
Two evacuation drills conducted.

Franklin Canyon fire watch prototype camera complete.

Next Gen wireless solar camera model developed.

Good progress has been made on emergency communications, adverse weather planning, and special communications with community members with disabilities.

All are close to being completed, but these will have to carry over into the next fiscal year.

Work Plans 1.4.2 Adopt and implement the 2025 Very High Fire Hazard Severity Zone (VHFHSZ) map from the California Department of Forestry and Fire Protection.

Checklist (Manual Weighting) : 4/4
35% Adopt through ordinance the
inclusion of the VHFHSZ map into
the BHM (September 2025)
5% Update Brush Clearance Flyer to
reflect the changes to the map
(September 2025)
30% Develop a public education effort
to inform on all requirements
associated with adoption of the
map (September 2025)
30% Manage and conduct additional
brush inspections as required by
BHMC (September 2025)
Work Plan completed.

Work Plans 1.4.3 Revise Information Technology business continuity plans to include updating and standardizing critical documentation.

Checklist (Manual Weighting) : 3/3
25% Update business continuity runbook using best practices 50% Conduct city-wide impact
analysis of core applications
25% Conduct formal tests of business
continuity plans (December 2025)
Work Plan Completed.

BHFD IT 40% On Track
BHFD 100% Completed
IT 100% Completed

Plan Label And Number Description Checklist Items Tags Last Update Progress Status Goal 1.5 Work with partner agencies regarding to improve public safety and reduce crime
Completed: 100%
Work Plans 1.5.1 Study partnering with businesses and their security/guards, particularly around the holidays.

Checklist (Manual Weighting) : 2/2
25% Establish project scope and build
team (September 2025)
75% Plan outreach to businesses via
the organized retail theft grant
under the community outreach
provisions (January 2026)
Work Plan Completed.

Work Plans 1.5.2 Gain permission from the District Attorney to prosecute misdemeanor violations. (CA)
Checklist (Manual Weighting) : 2/2
70% Determine precedence and
process for establishing
permission to prosecute
misdemeanor violations
30% Draft letter of agreement between
the City and District Attorney’s
Office (County)
Work Plan Completed.

Identified precedence and process for establishing permission to prosecute misdemeanor violations.

Prosecution permission letter to drafted and sent to District Attorney's office.

Drafted letter of agreement with District Attorney (June).

Strategic Priority 2 Practice Effective and Transparent Governance Completed: 100%
Goal 2.1 Ensure the facilitation of Municipal and Statewide elections.

Ensure effective transition of Council responsibilities and installation of elected representatives.

Completed: 100%
Work Plans 2.1.1 Coordinate Statewide Special Election in November 2025. Checklist (Manual Weighting) : 2/2 65% Process election materials
(September 2025)
35% Conduct Statewide Special
Election (December 2025)
Work Plan Completed.

Conducted Statewide Special Election (December 2025) and election materials processed.

BHPD 100% Completed
BHPD 100% Completed
BHPD City Attorney 100% Completed
BHFD
Community Development
Council Finance IT
Policy and Management
Public Works
100% Completed
City Clerk's Office Council
Policy and Management
100% Completed
City Clerk's Office 100% Completed

Plan Label And Number Description Checklist Items Tags Last Update Progress Status Work Plans 2.1.2 Install new Mayor/Vice Mayor in April 2026 Checklist (Manual Weighting) : 3/3 25% Work with incoming Mayor to
plan for installation
60% Complete installation
preparations
15% Carry out installation
Work plan completed.

Completed installation preparations and carried out installation.

Work Plans 2.1.3 Conduct municipal election in June 2026 for three Councilmembers and City Treasurer.

Checklist (Manual Weighting) : 3/3
40% Process election materials
(February 2026)
30% Conduct Municipal Election
(May/June 2026)
30% Install newly elected Council/City
Treasurer (July 2026)
Work Plan Completed.

Processed election materials (February 2026).

Conducted Municipal Election (May/June 2026).

Council Members and Treasurer will be installed in early July 2026.

Work Plans 2.1.4 Carry out Mayor initiatives. Also see WP 1.2.6, WP 4.1.3, WP4.2.7, WP4.2.4, WP 4.2.6
Checklist (Manual Weighting) : 6/6
16% Complete monthly Straight Talk
with Sharona programs
16% Complete Spotlight with Sharona
programs
20% Activate Sister Cities/Evening of
Unity/Unity Film Festival
16% Create Sharona’s Innovation
circle
16% Sunday Socials with Sharona
(youth and seniors)
16% Carry out Never Again is Now
activities
Work Plan Completed.

Goal 2.2 Expand public-facing eGov offerings
Completed: 100%
Policy and Management 100% Completed
City Clerk's Office
Policy and Management
100% Completed
Policy and Management 100% Completed
BHFD
Community Development
Community Services
Council Finance IT
Policy and Management
Public Works
100% Completed

Plan Label And Number Description Checklist Items Tags Last Update Progress Status Work Plans 2.2.1 Automate paper-based counter transactions including fire department-related permits, planning application submissions, special events, and forms automation.

Checklist (Manual Weighting) : 5/5
25% Establish business requirements
40% Develop IT systems
15% Convert paper forms to
applications
15% Expand A/I based offerings
5% Testing and implementation
Work plan completed.

Checklist items have been completed for each permit application (fire sprinklers, fire alarms, DAS, CO2 monitoring, Haz Mat and Med gas).

All special event business logic consolidated into a single application.

Nurse Practitioner jail workflows automated.

Work Plans 2.2.2 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 self-service functionality and usability for the community.

Also recommended as a priority of the Public Works Commission.

Checklist (Manual Weighting) : 4/4
45% Design, configure, train, and
launch customer service CRM
system
30% Design, configure, train and
launch Call Center software
(December 2025)
10% Ensure integration between Call
Center software and CRM
15% Develop core business reporting
Work Plan Completed.

New A/I modules added to call center software.

Enhanced functionality added to CRM software.

Ready for launch in June 2026.

Work Plans 2.2.3 Improve online permitting capabilities through updates to existing system, e.g. Citysmart and begin examining possible replacement system. Explore the possible use of AI to facilitate and expedite the permitting process.

Checklist (Manual Weighting) : 4/4
20% Establish business requirements
55% Develop new feature sets to
address business need
15% Test and implement
10% Conduct evaluation of alternative
permitting systems emphasizing
inclusion into existing ERP system
Work plan completed.

Permit expiration functionality launched.

Online Permit Applications (OPA) software has been expanded to include 15 Fire permit applications.

New permitting sow developed and ready for Council approval.

Work Plans 2.2.4 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.

Checklist (Manual Weighting) : 3/3
45% Design, configure, train, and
launch pilot staff report software
(September 2025)
45% Expand functionality of customerservice chatbot and launch within AskBH environment (September
2025)
10% Develop citywide A/I policy for
appropriate use
Work plan completed.

Internal A/I bot launched.

Expanded A/I-based public meeting summary tool.

A/I policy and plan developed.

Staff report software upgraded to include Council item
summaries and extracts posted to website for public review.

BHFD
Community Development
IT
100% Completed
IT Public Works 100% Completed
Community Development
IT
100% Completed
IT 100% Completed

Plan Label And Number Description Checklist Items Tags Last Update Progress Status Work Plans 2.2.5 Upgrade and expand customer-facing applications including library systems, rec and park reservation systems, and utility billing / water management systems, and property information systems.

Checklist (Manual Weighting) : 3/3
25% Migrate the City’s integrated
library system to the cloud
(includes novel functionality)
(September 2025)
50% Develop plan to upgrade Rec and
Park public-facing software
systems, and implement Phase I
of software deployment
25% Promote and gain adoption of
customer-facing water
consumption application that is
integrated with online payment
system (Watersmart)
Workplan completed.

Pickleball reservation software launched.

Library systems migrated to cloud.

Plan established for Rec. and Park software upgrade.

WaterSmart and payments launched.

Work Plans 2.2.6 Upgrade and expand internal efficiency software, including agenda automation, Public Records Act request (PRA) facilitation, lobbyist registration management, and financial reporting Checklist (Manual Weighting) : 4/4
25% Configure and launch purposebuilt PRA software management software (January 2026)
10% Examine agenda automation
software options
20% Launch updated lobbyist
management application
45% Develop, and distribute
automated core reporting to
stake holders
Work Plan completed.

Work Plans 2.2.7 Examine online legislative lobbyist form to determine if additional/different information should be gathered.

Checklist (Manual Weighting) : 3/3
5% Confirm functionality with client
department
85% Incorporate public feedback
recommendations into lobbyist
form to improve usability and
transparency
10% Launch revised onto City website
Work plan completed.

New functionality developed and tested.

Ready for public launch.

Community Services IT
Policy and Management
Public Works
100% Completed
City Clerk's Office IT 100% Completed
City Clerk's Office IT 100% Completed

Plan Label And Number Description Checklist Items Tags Last Update Progress Status Goal 2.3 Adjust the work / configuration of city commissions.

Completed: 100%
Work Plans 2.3.1 Initiate semi-annual reviews of commission work plans by city council commission liaisons to facilitate alignment with city council goals.

Checklist (Manual Weighting) : 5/5
20% As part of the spring priority
setting with Council, bring
forward Commission work plan
items
10% Commission liaisons meet to
discuss work plan items
(September 2025)
40% Commissions carry out the work
10% Commission liaisons meet to
receive update and provide
guidance on workplan items
20% Report to City Council on prior
year’s commission work plans
Work Plan Completed.

Prior-year Commission workplans were presented as part of the overall fiscal year accomplishments during Council budget meetings (May/June 2026).

Meetings complete with Commissions.

Work Plans 2.3.2 Complete any work related to the commission reconfiguration efforts. (CA)
Checklist (Manual Weighting) : 2/2
50% Facilitate any outstanding
commission reconfiguration
conversations with the Council
50% Draft any needed ordinances that
combine or sunset commissions
and bring them to Council
Work Plan Completed.

Ordinance for Charitable Solicitations complete.

Health and Human Relations Commissions merged in December 2025.

Strategic Priority 3 Ensure Financial Stability and Economic Viability On Track: 33%
Completed: 67%
Goal 3.1 Ensure responsible fiscal stewardship by implementing cost saving measures and revenue enhancement ideas proposed by the Blue-Ribbon Committee/Audit & Finance Committee.

On Track: 33%
Completed: 67%

BHFD BHPD
Community Development
Community Services
Council HR IT
Policy and Management
Public Works
100% Completed
Policy and Management 100% Completed
Policy and Management 100% Completed
Community Services
Council Finance
Policy and Management
Public Works
79%
Council Finance 79%

Plan Label And Number Description Checklist Items Tags Last Update Progress Status Work Plans 3.1.1 Conduct business tax analysis Checklist (Manual Weighting) : 2/3 25% Finalize and release RFP for
consulting services to review
business tax municipal code and
calculations (September 2025)
40% Review business tax consultant
RFP and award contract (January
2026)
35% Conduct business tax municipal
code and calculation analysis
Reviewed business tax consultant RFP and awarded contract.

This project will carry over into next fiscal year.

Work Plans 3.1.2 Conduct RFP to select a consultant to carryout and develop comprehensive Citywide Fee Study
Checklist (Equal Weighting) : 3/3
Develop RFP (December 2025)
Open RFP, review proposals
(February/March 2026)
Award agreement to consultant for
work in FY2026-27. Funding will be
needed to carry out the study in 26-27
Work Plan Completed.

Completed the RFP process and the agreement with the selected vendor is out for signature.

Work Plans 3.1.3 Consider conducting Nexus studies and the development of impact fees
Checklist (Manual Weighting) : 5/5
5% Issue RFP and select consultant
(December 2025)
15% Prepare development forecasts
(December 2025)
30% Work with all departments to
prepare capital needs forecasts
25% Assist consultant with analysis
and review completed analysis
25% Public comment and public
hearing process
Work Plan Completed.

Received input from departments. Analysis completed by
consultant. Presented to City Council (June 2026).

Phase II will carry over into the next fiscal year where additional fees will be identified.

Work Plans 3.1.4 Enhance Community Charitable Foundations’ (CCF) role to include soliciting donations and developing a sponsorship program for events.

Checklist (Equal Weighting) : 3/3
Update CCF website to accept credit
card donations
Update CCF website to accept other
forms of donations (e-check, etc.)
Solicit donations for the October 7th
Memorial. (by December 2025, pending
direction from Oct. 7th Ad Hoc on
sponsorship program)
Work Plan Completed.

Council Finance 65% On Track
Council Finance 100% Completed
Community Development 100% Completed
Finance
Policy and Management
100% Completed

Plan Label And Number Description Checklist Items Tags Last Update Progress Status Work Plans 3.1.5 Conduct off street and on street parking rate study for city parking structures and meters. The study would include evaluating twohour free parking and if the existing rates need to be changed.

Also recommended as a priority of the Traffic and Parking Commission.

Checklist (Equal Weighting) : 3/3
Issue Request for Proposals
(September 2025)
Evaluate proposals and conduct
interviews (September 2025)
Council awards contract (October
2025)
Data collection and analysis underway.

Phase II (recommendations and Council direction) of this project will carry on into the next fiscal year.

Work Plans 3.1.6 Complete updated appraisal of the city's art collection. Checklist (Equal Weighting) : 3/3 Execute Agreement (December 2025)
Conduct appraisal
Present report to City Council
A few items need appraisals now that have been located. The goal is to have a report to CC in June 2026.

Work Plans 3.1.7 Document and explore best use of city real estate and assets. Checklist (Manual Weighting) : 1/3 50% Complete inventory and
assessment of real estate
25% Discuss and develop
recommendations with
Subcommittee
25% Finalize policy recommendations
with full City Council
Completed real estate inventory.

Recommendations being developed for discussions with
Subcommittee.

Completion of this item will carry over into the next fiscal year.

Work Plans 3.1.8 Carry out zero based budget exercise for Capital Improvement Program (CIP).

Checklist (Manual Weighting) : 4/4
20% Review existing CIPs and
designate as either ongoing
maintenance or capital projects
related
15% Review and prioritize/rank
projects included in the 5-year
CIP. Require zero-based
justifications for each existing CIP
and establish any necessary subCIPs
35% Establish new CIP budget
enhancement process for
additions to the CIP plan or to
add/remove a new CIP (February
2026)
30% Review CIP and obtain feedback
on priorities from the Ad Hoc
Committee and forward to City
Council for final direction
Work plan completed.

Reviewed and prioritized/ranked projects included in the 5-year CIP. Required zero-based justifications for each existing CIP and established any necessary sub-CIPs.

Recommendations provided to Council reviewed and direction received.

Public Works 100% Completed
Community Services 100% Completed
Policy and Management 50% On Track
Finance
Policy and Management
Public Works
100% Completed

Plan Label And Number Description Checklist Items Tags Last Update Progress Status Work Plans 3.1.9 Conduct a residential and commercial solid waste rate study to fund the Solid Waste Utility.

Also recommended as a priority of the Public Works Commission.

Checklist (Manual Weighting) : 0/3
50% Prop 218 process/community
outreach
25% Public hearing (1st reading)
25% Public hearing (2nd reading)
Athen's negotiations are still underway as of 4/10/2026. All dates are on hold until negotiations are final.

Due to the Athen's negotiations, this project will carry over into the next fiscal year.

Strategic Priority 4 Augment Community Quality of Life
Completed: 100%
Goal 4.1 Provide programs and services that respond to the needs of the community
Completed: 100%
Work Plans 4.1.1 Complete restructure of Community Assistance Grant Fund Program.

Checklist (Equal Weighting) : 5/5
Notify all current CAGF partners of
hiatus and impending changes
Transition all Cultural Programming
grants recipients to Community
Services Department for all future
management and oversight
(September 2025)
Transition identified Critical and
Community Services Providers from
grants to yearly Not-to-Exceed
contracts (September 2025)
Develop an evaluation and oversight
system to monitor contractual
compliance (September 2025)
Annual comprehensive review of all
services provided to determine if
services adequately meet current
community needs
Work plan completed.

Began FY2026-27 contract alignment process by working with vendors to refine scopes of work, with focus on addressing current community needs, service trends and fiscal priorities.

Public Works 0% On Track

BHFD BHPD
Community Services
Policy and Management
Public Works
97% Completed
100% Completed
BHFD
Community Services
100% Completed

Plan Label And Number Description Checklist Items Tags Last Update Progress Status Work Plans 4.1.2 Begin negotiation of of joint powers agreement with Beverly Hills Unified School District
Checklist (Equal Weighting) : 3/3
Meet with BHUSD staff to review
agreement (September 2025)
Present to City Council Liaisons and
BHUSD School Board (February 2026)
Present recommendations to City
Council (April 2026)
Work plan completed.

Presented to City Council Liaisons and BHUSD School Board and staff continues to meet with BHUSD and City Council. Waiting to bring to Council in June 2026 for final approval.

Work Plans 4.1.3 Pilot BHFD Wellness Network. The Wellness Network is a program that minimizes the risk of incurring out-of-pocket expenses for eligible Paramedic and Nurse Practitioner services.

Note: this is also a Mayor’s initiative.

Checklist (Manual Weighting) : 3/3
60% Create and submit for approval a
program which allows residents /
patients to offset costs related to
paramedic & nurse practitioner
service
15% Receive MediCal accreditation
from CA DHCS
25% Submit both to Medicare and
MediCal claims for nurse
practitioner services and receive
correlating benefit
Work Plan Completed.

Go Live started on January 1, 2026 and ongoing registration through December 2026.

City and EMC/MC F (aka "Wittman Enterprises LLC") actively assessing Wellness Network activity.

Goal 4.2 Provide programs and spaces that benefit the residents of the City.

Completed: 100%
Work Plans 4.2.1 Evaluate City events.

Note: MS 2 and MS 3 are also Mayor’s initiatives.

Checklist (Manual Weighting) : 2/3
25% Evaluate existing programs to
determine if they should be
changed, eliminated or
integrated with other City events
(December 2025)
45% Consider new programming that
bring the community together in
celebration of various federal
holidays
30% Expand programming that unifies
the community around the
cultural celebration of the
Nowruz holiday in 2026
Comprehensive review of programs conducted and modifications were made. With Council input, evaluation of City programs will continue as an ongoing task.

Held programming for 4th of July, Memorial Day and Veterans Day. Mayoral initiative of evening of Unity was implemented and went well. Nowruz tables were displayed at Farmers’ Market, Library, Community Centers and City Hall.

Ongoing evaluation of programs will continue into the next fiscal year.

Community Services 100% Completed
BHFD 100% Completed
BHPD
Community Services
Policy and Management
Public Works
92% Completed
Community Services
Policy and Management
75% On Track

Plan Label And Number Description Checklist Items Tags Last Update Progress Status Work Plans 4.2.2 Prepare for 2028 Olympics related to security, transportation programming, etc. Determine if the Olympics marathon race can come through Beverly Hills.

Note: this is also a Mayor’s initiative
Checklist (Manual Weighting) : 4/4
10% Attend regional planning
meetings
30% Determine scope of impact on
Beverly Hills
50% Begin planning for impact
10% Coordinate with LA 28 regarding
the possibility of marathon race
The LA28 is still being coordinated. Initial meetings with the LA28 Team in April & May 2026. Additional logistics discussions to continue into FY27. It is 3 marathon days in 1 month (men's, women's & Paralympic) and possibly the torch run.

This project will carry on into the next fiscal year.

Work Plans 4.2.3 Hold groundbreaking ceremony for 10/7 permanent memorial.

Note: this is also a Mayor’s initiative
Checklist (Manual Weighting) : 3/3
45% Work with ad hoc to develop
event
25% Prepare any necessary
agreements
30% Carry out event
Work Plan Completed.

Goal 4.3 Improve public spaces
Completed: 100%
Work Plans 4.3.1 Review design, approve and complete renovation and replacement of play equipment at La Cienega playground.

Also recommended as a priority of the Recreation and Parks Commission.

Checklist (Manual Weighting) : 4/4
15% Present design plans to
Recreation and Parks
Commission (September 2025)
15% Present recommendations to
Council Liaisons and Full City
Council (September 2025)
25% Construction Documents and Bid
45% Award Agreement and begin
construction
Work plan completed.

Construction contract has been awarded. Estimation for
construction completion is in late June 2026.

Work Plans 4.3.2 Complete Paley Center for Media archive move in at Beverly Hills Public Library
Checklist (Manual Weighting) : 3/3
65% Complete construction of the
space.
10% Grand opening is scheduled for
March 20, 2025
25% Begin partnership programming
with Paley
Work Plan Completed.

Began partnership programming with Paley.

BHPD
Community Services
Policy and Management
Public Works
100% Completed
Community Services
Policy and Management
100% Completed
Community Services
Public Works
100% Completed
Council 100% Completed
Community Services 100% Completed

Plan Label And Number Description Checklist Items Tags Last Update Progress Status Strategic Priority 5 Maintenance and Develop Infrastructure and Facilities On Track: 55%
Completed: 45%
Goal 5.1 Maintain public facilities and infrastructure
On Track: 60%
Completed: 40%
Work Plans 5.1.1 Replace Civic Center chilled water line. Improve chilled water distribution system so the heating ventilation air conditioning system operates more effectively.

Checklist (Manual Weighting) : 1/2
42% Bidding/Contracts (September
2025)
58% Construction
Substantial completion June 2026.

This project will carry over into the next fiscal year.

Work Plans 5.1.2 Complete improvements of Library fire alarm upgrade Checklist (Manual Weighting) : 2/3 33% Design (September 2025)
22% Bidding/Contracts
45% Construction
Estimated completion by July 2026.

This project will carry over into the next fiscal year.

Work Plans 5.1.3 Complete reconstruction of Will Rogers Park restroom and upgrade the water feature.

Checklist (Manual Weighting) : 4/4
10% Develop bid specifications
25% Release bid, select vendor and
complete procurement
45% Complete restroom construction
(December 2025)
20% Enhance water features
Work plan completed.

Design for replacement of fountain equipment is underway. The design will be completed by the end of March. Bidding will be completed by the end of April with installation in mid-June 2026.

Water feature equipment work has been moved to a future project.

BHFD BHPD
City Clerk's Office
Community Development
Community Services
Finance IT
Policy and Management
Public Works
63%

BHFD BHPD
City Clerk's Office
Community Development
Community Services
Finance IT
Policy and Management
Public Works
61%
Public Works 42% On Track
Public Works 55% On Track
Community Services
Public Works
100% Completed

Plan Label And Number Description Checklist Items Tags Last Update Progress Status Work Plans 5.1.4 Complete partial roof replacement Phase 2 at 439 N. Canon Dr.

Building.

Checklist (Manual Weighting) : 2/3
20% Design
15% Bidding/Contracts (March 2026)
65% Construction
Estimated completion is October 2026.

This project will carry over into the next fiscal year.

Work Plans 5.1.5 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.

Have funding for Bedford and Beverly seismic designs. Have funding for Camden phase 2 seismic upgrade.

Checklist (Equal Weighting) : 1/1
Seismic Upgrade Design (January
2026)
Seismic Upgrade is on track and facade improvements have been cancelled.

This project will carry over to the next fiscal year.

Work Plans 5.1.6 Complete Coldwater Canon Drive restoration and restriping Checklist (Manual Weighting) : 2/2 90% Construction
10% Project completion
Work plan completed.

Work Plans 5.1.7 Complete lower Greystone drainage & access road reconstruction Checklist (Equal Weighting) : 1/3 Design
Bidding/Contracts
Construction
This project will carry over to the next fiscal year.

Work Plans 5.1.8 Develop preliminary master plan for police station improvements Checklist (Equal Weighting) : 0/3 Hold Design Meetings
Develop Plan
Project Completed
Options included in ZBB; awaiting Council direction.

This project will carry over into the next fiscal year.

Work Plans 5.1.9 Replace IT data center heating, ventilation and air conditioning (HVAC) and uninterruptible power supply (UPS) Systems.

Full funding in CIP.

Checklist (Manual Weighting) : 2/3
30% Design (March 2026)
20% Bidding/Contracts (March 2026)
50% Construction
Bids opened in April 2026.

This project will carry over into the next fiscal year.

Work Plans 5.1.10 Renovate Planning Department offices to reduce overcrowding and improve functionality.

Full funding in CIP.

Checklist (Manual Weighting) : 5/5
20% Design (September 2025)
15% Bidding (September 2025)
15% 15% of Construction Completed
(December 2025)
25% Construction (50% completed)
25% Construction (100% completed)
Work Plan Completed.

Construction underway; 50% completed. Tentative substantial completion by early May 2026.

Public Works 35% On Track
Policy and Management
Public Works
100% Completed
Public Works 100% Completed
Community Services
Public Works
33% On Track
BHPD Public Works 0% On Track
IT Public Works 50% On Track
Community Development
Public Works
100% Completed

Plan Label And Number Description Checklist Items Tags Last Update Progress Status Work Plans 5.1.11 Expand Fire station #2 to include 2 new individual bedrooms to accommodate personnel assigned to the Station.

Full funding in CIP.

Checklist (Manual Weighting) : 2/4
20% Construction Documents
(December 2025)
15% Bidding/Contracts (December
2025)
15% 10% Construction Completed
(December 2025)
50% Construction
Bid tentatively going to Council in May 2026.

Anticipated Start: July 2026
Projected Completion: December 2026
This project will carry over to the next fiscal year.

Work Plans 5.1.12 Expand wireless data networks to support public safety needs at events and to benefit the public.

Checklist (Manual Weighting) : 3/3
5% Conduct discovery with
Departments and define scope
(September 2025)
5% Develop project sequencing and
timelines (September 2025)
90% Complete implementation
(September 2025)
Work Plan Completed.

Established wired connection for tree lighting and car show mobilizations.

Established wireless point-to-point solution for remote public safety mobilizations.

Work Plans 5.1.13 Street resurfacing associated with Metro projects, including Wilshire Blvd. and residential areas affected by dewatering wells and/or haul route violations.

Also recommended as a priority of the Public Works Commission.

Checklist (Equal Weighting) : 3/3
Identify street segments (December
2025)
Develop designs (December 2025)
Bidding & Council award contract
(December 2025)
Work Plan completed.

Work Plans 5.1.14 Develop plans to renovate public first floor library restrooms.

Have funding for preliminary plan.

Checklist (Manual Weighting) : 0/2
25% Design
75% Construction
Design work is underway.

This project will carry over into the next fiscal year.

Work Plans 5.1.15 Re-evaluate City Clerk’s Department document storage vault and minor office reconfiguration.

Have funding for preliminary plan.

Checklist (Manual Weighting) : 2/3
20% Design (March 2026)
40% Construction (Partial)
40% Construction Completed
This project will carry over to the next fiscal year.

Goal 5.2 Develop new facilities.

On Track: 100%
BHFD Public Works 35% On Track
IT 100% Completed
Public Works 100% Completed
Community Services
Public Works
0% On Track
City Clerk's Office
Public Works
60% On Track
Community Development
Community Services IT
Policy and Management
Public Works
25% On Track

Plan Label And Number Description Checklist Items Tags Last Update Progress Status Work Plans 5.2.1 Install new Automatic Transfer Switch at Main Point of Entry at City Hall bridge for emergency power.

Full funding in CIP.

Checklist (Manual Weighting) : 2/3
31% Design
25% Bidding/Contracts
44% Construction
Under construction. Substantial completion estimated in the end of June 2026.

Final completions and acceptance will carry over into the next fiscal year.

Work Plans 5.2.2 Evaluate implementation of streetscape enhancements per Connect BH on Wilshire and La Cienega Blvds., including new or enhanced crosswalks, and transit shelters.

Have partial funding.

Also recommended as a priority of the Traffic and Parking Commission.

Checklist (Manual Weighting) : 1/2
20% Implement streetscape standards
through Metro project restoration
80% Complete construction
Streetscape elements are being incorporated in Metro Street restoration at both stations and will be incorporated by private development along the corridors. City completed streetscape improvements at NE corner of Crescent/Wilshire.

This project will carry over into the next fiscal year.

Work Plans 5.2.3 Initiate October 7th permanent memorial.

Will need to evaluate if have funding for full project. $500k allocated, Charitable Foundation will raise funds.

Checklist (Manual Weighting) : 0/3
29% Bid Documents
42% Bidding/Contracts
29% Application
The new 'Shared Light Between Us" design presented to Council in March 2026 and approved.

Pre-construction work underway.

This project will carry over into the next fiscal year.

Goal 5.3 Upgrade key IT infrastructure
Completed: 100%
Work Plans 5.3.1 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
Checklist (Manual Weighting) : 3/3
5% Finalize RFP and contracting
process (September 2025)
20% Develop project workplan and
begin implementation
75% Complete construction
Work Plan completed.

Work Plans 5.3.2 Upgrade end-of-life network and server infrastructure Checklist (Manual Weighting) : 5/5 30% Developed prioritized phased
project plan and timeline for
upgrades
10% Perform upgrades per the plan
that minimizes outages
30% Replace network switches
10% Augment storage systems
20% Upgrade a virtual cluster
environment
Work Plan Completed.

Network switches replaced.

Storage systems expanded.

Virtual environment completed.

Public Works 56% On Track
Public Works 20% On Track
Community Services
Policy and Management
Public Works
0% On Track
IT Public Works 100% Completed
IT 100% Completed
IT 100% Completed

Plan Label And Number Description Checklist Items Tags Last Update Progress Status Work Plans 5.3.3 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
Checklist (Manual Weighting) : 5/5
25% Upgrade access control systems
and incorporate access
management best practices.

Augment system to allow key
access points to operate via
mobile device
20% Develop project plan and
comprehensive scope of work for
ERP system upgrade and
migration to the cloud
15% Begin Phase I of AMI migration
25% Launch new asset management
modules
15% Develop roadmap for document
management software
Work Plan Completed.

Access control system upgraded.

Near-field communications pilot completed.

Document management roadmap completed.

Substantial progress on ERP SOW made (June 2026).

Phase I AMI migration complete. Meters purchased.

Goal 5.4 Ensure safe buildings
Completed: 100%
Work Plans 5.4.1 Complete triennial building code update (to be effective 01/01/26).

Checklist (Manual Weighting) : 4/4
20% Preparation and initial review of
the new codes (September 2025)
50% Drafting the new amendments,
ordinance, and resolution of
findings for the proposed
amendments in collaboration
with Fire Department
20% Public Hearing and City Council
Meetings (December 2025)
10% Filing the Ordinance and
Resolution of Findings with CA
Building Standards Commission
(December 2025)
Work Plan Completed.

Strategic Priority 6 Accomplish City Housing Goals
On Track: 75%
Completed: 25%
Goal 6.1 Create opportunities for affordable housing / Maintain a certified housing element
On Track: 100%
IT Public Works 100% Completed
Public Works 100% Completed
Community Development 100% Completed
Community Development
Policy and Management
Public Works
31%
Community Development
Policy and Management
Public Works
0% On Track

Plan Label And Number Description Checklist Items Tags Last Update Progress Status Work Plans 6.1.1 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.

Checklist (Equal Weighting) : 0/1
Enter into agreement with affordable
housing developer to develop
affordable lower income housing units
on the Gale Yard site and ensure that
temporary construction use of site is
discontinued by 2026
Gale Yard construction use discontinued. Environmental
clearance process completed.

Affordable house plan presented to Council. Additional
information requested.

RFP to be released after Council direction.

Phase II of Project to carry over to the next fiscal year.

Work Plans 6.1.2 Per the certified housing element, complete project entitlements for a senior affordable housing project.

Checklist (Manual Weighting) : 0/3
30% Identify appropriate properties
35% Perform due diligence and
development feasibility analysis
with affordable housing
developer
35% Develop plans and specifications
Robertson property identified and ENA established with West Hollywood.

This project will carry over to the next fiscal year.

Work Plans 6.1.3 Per the certified housing element, complete a study of the MixedUse Overlay Zone, including the southeast area, to recommend changes to expand and facilitate affordable housing
opportunities and continue to study opportunities for transitadjacent affordable housing.

Checklist (Manual Weighting) : 0/3
20% Prepare and present initial
findings to Planning Commission
and City Council
15% Conduct second round of
outreach meetings (development
community focus group meeting,
internal staff meeting, and
community meeting)
65% Present final recommendations
and study analysis to Planning
Commission and City Council
Working with consultant to refine scope of work to focus on recommendations for adaptive re-use projects.

This project will carry over to the next fiscal year.

Goal 6.2 Improve/maintain multifamily stock
On Track: 50%
Completed: 50%
Community Development
Policy and Management
0% On Track
Community Development
Policy and Management
0% On Track
Community Development 0% On Track
Community Development
Council
50%

Plan Label And Number Description Checklist Items Tags Last Update Progress Status Work Plans 6.2.1 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.

Checklist (Manual Weighting) : 4/4
20% Draft program parameters for a
reimbursement plan for certain
limited improvements completed
on multi-family residential units
occupied by lower-income
households (September 2025)
10% Review program internally and
determine source of funding for
program (September 2025)
20% Launch and advertise program
and target to serve 5 households
with the program annually
50% Administer program and process
reimbursements on an ongoing
basis throughout planning period
(2029)
Work Plan Completed.

Work Plans 6.2.2 Study implementation of a proactive rental unit inspection program.

Checklist (Manual Weighting) : 0/5
25% Prepare proposed program
framework and preliminary
estimate of resource needs based
on RSC recommendations
10% Present to City Council for
direction (including committee as
appropriate)
30% Fully develop program and
resource needs based on City
Council direction
10% Conduct public outreach with
property owners and tenants
25% Finalize proposed program and
prepare ordinance for City
Council approval
Preliminary program development underway.

This project will carry over to the next fiscal year.

Goal 6.3 Continue to manage the character of the community in light of state mandates
On Track: 67%
Completed: 33%
Community Development 100% Completed
Community Development 0% On Track
Community Development
Policy and Management
Public Works
50%

Plan Label And Number Description Checklist Items Tags Last Update Progress Status Work Plans 6.3.1 Per the certified housing element, complete and adopt objective design standards for residential and mixed-use development, including a streamlined Architectural Review process.

Checklist (Manual Weighting) : 2/4
30% 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 (September 2025)
20% Present draft ordinance of interim
objective design standards to PC
and ADC for recommendation to
City Council, and present to City
Council for adoption (September
2025)
30% Conduct comprehensive
objective design standard study
with consultant for all multifamily and mixed-use residential projects
20% Present draft ordinance of interim
objective design standards to PC
and ADC for recommendation to
City Council, and present to City
Council for its adoption
Adopted by Council. Effectiveness of adopted standards to be evaluated before proceeding with consultant.

Comprehensive design study and draft ordinance have been postponed to a future time TBD.

This project will not be carried over into the next fiscal year.

Work Plans 6.3.2 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.

Also recommended as a priority of the Public Works Commission.

Checklist (Manual Weighting) : 0/3
40% Assemble and review
unimplemented
recommendations from existing
documents
40% Develop recommendations on
implementing prior
recommendations and
reevaluating prior plans and
studies
20% Present to City Council and seek
direction on next steps
City Council Long Range Planning Ad Hoc Committee
established.

This initiative will be carried over to next fiscal year under the stewardship of Policy and Management for a broader
perspective.

Work Plans 6.3.3 Lobby Sacramento elected representatives and work with other local cities to develop realistic goals for housing development Checklist (Manual Weighting) : 2/2
50% Develop strategies and goals
50% Complete project
Work Plan Completed.

The initial phase of the project is complete. Developing realistic goals for housing development remains a key concern for the City and lobbying efforts and collaboration with local
municipalities will continue.

Developed strategies and goals.

Community Development 50% On Track
Community Development
Public Works
0% On Track
Policy and Management 100% Completed

Plan Label And Number Description Checklist Items Tags Last Update Progress Status Strategic Priority 7 Practice Environmental Stewardship On Track: 75%
Completed: 25%
Goal 7.1 Increase mobility options and improvements
On Track: 100%
Work Plans 7.1.1 Pilot ongoing on-demand transit service (e.g. turnkey transit services, VIA, Waymo, etc.) Ensure that offerings by autonomous vehicle providers are considered.

Also recommended as a priority of the Traffic and Parking Commission.

Checklist (Manual Weighting) : 2/3
50% Evaluate proposals and conduct
interviews (September 2025)
25% Make recommendation to TPC
Liaison (October 2025)
25% If approved by CC, negotiate
contract terms
Presented to Council in May 2026.

Negotiating terms (June 2026) subject to Council approval.

This project will carry over into the next fiscal year.

Work Plans 7.1.2 Have the option to consider 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.

Also recommended as a priority of the Traffic and Parking Committee.

Checklist (Equal Weighting) : 2/3
Develop designs
Bidding & Council award contracts
Construction
Contract awarded for Robertson/Gregory and Olympic/Wetherly.

Wilshire/Le Doux on hold pending potential grant funding.

La Cienega Park midblock crossing design modification to include reconstruction of median fence and landscaping.

This project will carry over into the next fiscal year.

Goal 7.2 Reduce carbon emissions
On Track: 75%
Completed: 25%
Work Plans 7.2.1 Install level 2 EV chargers in City parking structures as utilization numbers determine. Ensure there is power capacity.

Also recommended as a priority of the Public Works and Traffic and Parking Commissions.

Checklist (Equal Weighting) : 1/3
Complete design (September 2025)
Bidding/Contracts
Construction
This project will carry over into the next fiscal year.

Finance IT
Public Works
58%
Public Works 71% On Track
Public Works 75% On Track
Public Works 67% On Track
Public Works 56%
Public Works 33% On Track

Plan Label And Number Description Checklist Items Tags Last Update Progress Status Work Plans 7.2.2 Implement elements of the Climate Action and Adaptation Plan (CAAP) as outlined in the milestones below.

Also recommended as a priority of the Public Works Commission.

Checklist (Equal Weighting) : 2/4
Host a Community Sustainability
Events Quarterly (September 2025)
Implement the City’s Electrical
Resiliency Pilot Program (September
2025)
Implement an Environmental
Preferred Purchasing (EPP) policy for
municipal procurement
Implement an Energy Reach Code for
New Construction
Host a Community Sustainability Events Quarterly – Staff is participating in established events to increase visibility.

Implement the City’s Electrical Resiliency Pilot Program – Completed.

Implement and Environmental Preferred Purchasing policy for municipal procurement - Policy has been drafted and is under review, after which it will proceed through the approval process.

Implement an Energy Reach Code for New Construction – Beverly Hills may still be able to adopt an Energy Reach Code under a state exemption tied to its existing General Plan and Climate Action Plan, pending legal review.

This project will carry over into the next fiscal year.

Work Plans 7.2.3 After evaluating power capacity, ensure compliance with State mandated Advanced Clean Fleets (ACF) Rule for vehicle
replacement and installation of DC Fast Chargers.

Also recommended as a priority of the Public Works Commission.

Checklist (Equal Weighting) : 2/5
Purchase and register zero emission
vehicles for ACF qualifying vehicles up
for replacement in FY 2025-26
(December 2025)
Develop protocols for future mandated
quarterly inspections of zero emissions
vehicles.

Install two fleet specific DC Fast
Chargers in the Public Works campus
area.

Install additional fleet specific Level 2
EV Chargers in designated department
areas.

Install Ford Pro software on Level 2
chargers used by BHPD and BHFD City
EV vehicles (December 2025)
Completed
Purchased two full EV medium-duty truck chassis to
replace two gasoline/diesel powered medium-duty
chassis.

Replaced a gasoline-fueled Chevrolet Colorado pickup
with a Ford F-150 Lightning full EV pickup for the Park Rangers.

Evaluated alternative fully electric pickup truck options following discontinuation of the Ford F-150 Lightning full EV pickup.

In Progress

1. Installation of two DC fast chargers at the Public Works campus.

This project will carry over into the next fiscal year.

Work Plans 7.2.4 Continue to review and address electrical grid maintenance and capacity.

Checklist (Manual Weighting) : 3/3
70% Meet with SCE staff
10% Bring easement to Council
20% Supervise construction
Work Plan Completed.

Goal 7.3 Increase water resilience
On Track: 50%
Completed: 50%
Council 50% On Track
Public Works 40% On Track
100% Completed
Finance IT
Public Works
50%

Plan Label And Number Description Checklist Items Tags Last Update Progress Status Work Plans 7.3.1 Implement Cabrillo pump station and forebay project to enhance and increase emergency pumping capacity and redundancy.

Also recommended as a priority of the Public Works Commission.

Checklist (Equal Weighting) : 0/1
Complete final design and
environmental review
Initiated final design of the Cabrillo Pump station.

The project will carry over into the next fiscal year.

Work Plans 7.3.2 Implementation of citywide automated water meter multi-year project.

Also recommended as a priority of the Public Works Commission.

Checklist (Equal Weighting) : 3/3
Select Vendor (September 2025)
Council to award bid (December 2025)
Begin implementation process
Work Plan Completed (Phase I).

Implementation will carry over into the next fiscal year. This is a multi-year project.

Public Works 0% On Track
Finance IT
Public Works
100% Completed
Attachment 2
1 DRAFT Fiscal Year 2026-27
City of Beverly Hills
Strategic Priorities and Goals
SP1: Enhance Community Safety Services
G1.1: Prepare for opening of Beverly Hills Metro stations. Projects to include:
 Complete Beverly Hills Police Department (BHPD) Public Safety Center at La Cienega Metro Station. (PW/PD)
 Manage contract agreement with partner agencies for law enforcement services provided on BH Metro platform (PD)
 Plan policing model for Beverly Metro Station with a presence on or close to the plaza. Funding may be needed, depending on the model (PD/PW)  Install cameras at Metro stations, with AI monitoring capabilities if feasible, to supplement security measures (PD/IT/PW).
 Carry out plan to assist unhoused individuals who may exit the Metro and require assistance (FD/PD) Funding for private security is included in budget enhancement request.

G1.2: Implement new technologies to support public safety, to include:
 Complete Phase II of Enterprise Records Management System (RMS) upgrade for BHPD and BHFD. (PD/IT/FD)
 Implement Drone in a Box Program and if feasible, include AI monitoring capabilities. (PD)
 Continue to expand number of closed-circuit television (CCTV) cameras with a focus on upgrading wireless cameras fleet, and installation at prioritized intersections and parks. Maintain , and automated license plate readers (ALPRs). (IT, PW, PD) Funding needed for ongoing cost of ALPRs purchased through ORT grant. Budget Enhancement will be submitted for fy 26-27.
 Utilize AI where feasible in monitoring camera footage for crime prevention/enforcement and Fire efforts. (PD/IT)
 Upgrade wireless data modems in public safety vehicles (PW/PD/IT) 
 Explore public / private partnerships for funding sources for expanding video wall capabilities within the Real-Time Watch Center (PD/IT) 
G1.3: Expand cyber security posture to include:
 Replace end-of-life network infrastructure and enhance network security (IT)
 Upgrade identity management systems such as the virtual private network (IT)
G1.4: Increase pedestrian safety by studying and carrying out additional safety measures on certain streets to include:

Commented [SE1]: Interim Kiosk will be completed FY
25/26, week of April 20th.
2  As legally allowable, uUse AI and existing technology to measure and track violators running lights and stop signs (PW/PD)
 As legally allowable, Cconduct joint pilot study/program with neighboring cities on use of speed cameras and noise-activated cameras for traffic enforcement—track violator vehicles for officer arrest (PD/CA/PW).  Explore legislative avenue for the above to enforce anti-speeding violations through cameras (PM)
 Complete Phase 2 of the Rodeo Dr. bollards/light pole replacement project. (PW/PM)
 Complete permanent security solutions for Lily Pond block (PW/PD) Initiate local roadway safety plans & raised crosswalks at select intersections (PW)
 Begin install of various midblock pedestrian signals (PW)  Review/Update Neighborhood Traffic Calming Program (PW) G1.5: Continue emergency preparations and proactive safety measures  Explore timely emergency communication alert and warning tools (FD)  Explore adverse weather planning capabilities (FD/PW)  Explore timely communications for community members with disabilities (FD)
 Aggressively recruit new and lateral police officers, including from local colleges if feasible. (HR/PD) Budget enhancement will be submitted for fy 26-27.
 Work with local and federal partner agencies to improve public safety and reduce crime, particularly hate crime. (PD)
 Continue running emergency evacuation drills in the city and with school district. (FD)
SP2: Practice Effective, Innovative, and Transparent Governance G2.1: Ensure effective transition of Council responsibilities, to include:
 Install new Mayor/Vice Mayor in April 2027 (PM/CC)

 Hold successful election for City Council and City Treasurer in June 2026Install newly elected City Council members and City Treasurer in July 2026 (PM/CC) Additional funding will be needed for election.

Budget Enhancement will be submitted for fy 26-27.
 Install newly elected Council/City Treasurer in July 2026 (PM/CC) Carry out Mayor initiatives (PM)
 Explore funding opportunities for elections the City is required to run due to unfunded mandates (PM/CC) In the absence of outside funding opportunities, additional funding will be needed for future elections.

Budget Enhancement will be submitted for fy 26-27.

G2.2: Expand public-facing eGov offerings
Commented [SE2]: @Gregory Barton what is the idea
behind this item?
Commented [TS3]: fy26
3  Enhance online permitting and plan review capabilities through implementation of new enterprise permitting software system and explore AI to improve timing of permitting process (IT/CD/PW/FD) (multi-year project)

 Complete roll out of JustFOIA for public records management (CC/IT) G2.3: Ensure successful succession planning for future vacancies to include:
 Establish a learning and development and/or knowledge transfer plan to support succession planning with City departments (HR)
 Conduct department strategy meetings to further evaluate positions preidentified for the development of a succession plan. (HR) G2.4: Engage in and complete labor negotiations with the City’s six non-sworn employee groups (MOUs expire October 2026) (HR/FIN) Funding may be needed based on negotiation progress.

SP3: Strengthen Long-Term Fiscal Sustainability
G3.1: Ensure responsible fiscal stewardship by implementing cost saving measures and revenue enhancement ideas to include:
 Conduct business tax analysis (PMCM/FIN)
 Conduct comprehensive Citywide Fee Study. (CMPM/FIN) Funding will be needed to carry out the study. Budget Enhancement will be submitted for fy 26-27.
 Complete nexus study and implement development impact fees (CD)  Conduct off street and on street parking rate study for City parking structures and meters. (PW)
 Work with Long Range Planning Ad Hoc to explore best use of City real estate and assets. (PM)
 Increase certain fee-based Community Services programming to be revenue positive (CS)
 Continue monitoring Organized Retail Theft grant. Evaluate the continued use of equipment and services no longer funded by the grant (PD)  Continue to challenge unfunded mandates jointly with other impacted cities (PM).
 Continue to explore and pursue grant funding opportunities (PM/PW/CS/PD)
SP4: Strengthen Community Quality of Life and Health
G4.12: Provide programs and spaces that benefit the residents of the City, to include:
 Continue to roll out BH Wellness Network. Make sure the program is communicated to residents (FD)
Commented [TS4]: @Stephanie Harris Is the goal to make
all CS programming revenue positive or only certain
classes/programming? Given these are generally subsidized, just wanted to clarify if this shift would be for all CS? Also - should this be a sub-bullet under - “Conduct
comprehensive Citywide Fee Study”
Commented [NH5R4]: I’m guessing they mean that the
revenue exceeds the direct costs. Do we usually study
programming rates as part of the fee study?
Commented [TS6R4]: We would like to include all CS
fees into the study (our preference) ☺
Commented [SH7R4]: It will only be some classes and
programs, specifically the ones taught by our staff. Senior drop in classes, free events and tot drop in programs will not be revenue positive.
4  Roll out new/different events as recommended by City Council ad hoc and approved by City Council (PM/CS)
 Prepare for 2026 World Cup related to security, transportation, programming, etc. (PM/ CS/ PW/ PD) Funding may be needed.  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) Funding may be needed.

G4.2: Develop and Implement Traffic Safety Programs:
 Conduct education and enforcement around distracted driving and distracted walking (PW/PD)
 Conduct education and enforcement around distracted driving and distracted walking (PW/PD)
SP5: Maintain and Develop Infrastructure and Facilities G5.1: Ensure City facilities are properly maintained and functional to include:
 Complete upgrade of Will Rogers water feature equipment. (PW/CS)  Complete La Cienega Park playground upgrade (CS/PW)
 Initiate seismic upgrades to one City parking structure (Bedford, Camden or Beverly Dr.) (PW/PM) Funding may be needed for Beverly Dr..  Complete lower Greystone drainage & access road reconstruction. (PW/CS)
 Replace IT data center heating, ventilation, and air conditioning (HVAC) and uninterruptible power supply (UPS) Systems. (IT/PW)  Expand Fire station #2 to include 2 new individual bedrooms to accommodate personnel assigned to the Station. (FD/PW)
 Address water intrusion issues at various city buildings, e.g. Fire station #1, elevator pits. (PW)
 Street resurfacing associated with Metro projects, including Wilshire Blvd. and residential areas affected by dewatering wells and/or haul route violations. (PW)
 Renovate public first floor library restrooms. (CS/PW)  Address short and long-term document storage needs in Complete File Room renovation in City Clerk’s office. (CC/PW)
 Replace pergola at Rexford Mini Park (PW/CS)
 CompleteContinue fire life safety projects at Greystone to include installing Install fire alarm at Greystone in the mansion, CCTV installation, slate repair, theater stair lighting, etc. (PW/CS)  Restore fountains at Greystone cypress lane (PW/CS)
 Replace play equipment at Arnaz mini park (PW/CS)
 Begin outreach for Reeves Mini Park playground replacement (CS/PW) Commented [TS8]: Do these need to “Funding may be
needed”
Commented [NH9]: Did this make it onto ZBB? Or
different fund?
Commented [SE10R9]: Bedford and Camden in Fund 130
and S. Beverly Drive is a future year but in Parking Fund 810 Commented [TS11]: Is there not currently one? Just
checking this is not a replacement or an upgrade
Commented [NH12R11]: No, there isn’t one currently
5  Complete Robertson ficus tree sidewalk replacement (PW)  Identify priorities for La Cieneaga Park, e.g. new community center, affordable housing, etc. (CS/CM/PW) Funding may be needed.  Continue implementation of streetscape enhancements per Connect BH on Wilshire and La Cienega Blvds., including new or enhanced crosswalks, and transit shelters (PW)
 Construct October 7th permanent memorial. (PM/PW/CS) City has dedicated $500k. Need to raise remaining funds.
 Initiate Sunset Boulevard Median Reconstruction and Reservoir Project (PW)
 Develop plan for Public Works Yards (PW) Funding may be needed.  ReplaceInitiate replacing obsolete signal poles on South Santa Monica Blvd. Corridor (PW)
 Upgrade outdoor basketball courts at Roxbury Park (CS/PW)  Replace Automatic Transfer Switch at City Hall (PW)
 Upgrade Library Fire Alarm System (CS/PW)
Replace roof at 345 Foothill Road (PW)
 Increase maintenance of city owned parking structures and update aesthetics painting (PW) Budget enhancement will be submitted for additional power washing.
 Improve ambient lighting at park sightssites, particularly La Cienega Park (PW/CS)
 Develop first/last mile active transportation improvements around subway stations (PW)
 Ensure adequate maintenance for City roadways and trees (PW)  Complete construction of new traffic signal and sidewalk on Beverly Drive at Rexford Drive (PW)
G5.2: Upgrade key IT infrastructure
 Upgrade end-of-life network and server infrastructure. (IT)  Complete phase I of City’s finance system (Munis) migration to the cloud (IT/FIN) Funding may be needed.
 Begin Phase I of automatic meter reader migration (IT/Finance/PW)  Develop roadmap for enhanced document management software (IT/CC)  Keep software uses and costs efficient (IT).

SP6: Enhance Affordable Housing Opportunities While Preserving Community Character
G6.1: Complete elements from the certified housing element to include:
 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/PW) Funding may be needed.
 Complete project entitlements for a senior affordable housing project. (PM/CD)
Commented [TS13]: Add: Funding needed/will be
needed
Commented [TS14]: @Shana Epstein Might funding be
needed?
Commented [SE15R14]: potentially, we only have $1M
as a place holder.

Commented [TS16]: Any additional funding needs here in
addition to land?
Commented [NH17R16]: I’m sure!
6  Continue implementation of housing element programs including actions to encourage additional ADU construction and updates to the Mixed-Use Overlay Zone. (CD)
 Update standards for residential units and lot splits under SB 9 consistent with state law. (CD)
 Complete and implement the transit-oriented development alternative plan pursuant to SB 79. (CD/PW)
 Explore program for older property owners to keep property as-is instead of further development (CD).

G6.2: Improve/maintain multifamily stock by studying implementation of a proactive rental unit inspection program. (CD) Additional funding will be required.

G6.3: In light of State mandates by lobbying Sacramento elected representatives, continue to maintain the Character of the Community and work with other local cities to develop realistic goals for housing development.Continue to Manage the Character of the Community in light of State mandates by lobbying Sacramento elected representatives and work with other local cities to develop realistic goals for housing development. (PM)
SP7: Practice Environmental Stewardship, including Increased Mobility Options, Reducing Carbon Emissions, etc.

G7.1: Pilot ongoing on-demand transit service, consider impact from new Metro stations; leverage autonomous vehicles in pilot program if funding allows (e.g. turnkey transit services.)** (PW)
G7.12: Continue implementation of Complete Streets Plan. Some new projects include construction of
 Construct crosswalks at Le Doux and Wilshire, at Wetherly/Almont and, Gregory/Robertson, and La Cienega Park on La Cienega, which includes reconfiguration of the median.
 Initiate design of mid-block crosswalk for 100 block S Beverly Drive. (PW) G7.23: Prioritize installing fast chargers and supplement with cCContinued to installation of level 2 EV chargers in City parking structures as utilization numbers determine. Ensure there is power capacity. (PW) G7.34: Implement elements of the Climate Action and Adaptation Plan to include:
 Implement an Environmental Preferred Purchasing (EPP) policy for municipal procurement (PW)
 Implement an Energy Reach Code for new construction and significant remodels (PW/CD)
 After evaluating power capacity, ensure compliance with sState mandated Advanced Clean Fleets (ACF) Rule for vehicle replacement and installation of DC Fast Chargers (PW)
7  Purchase and register zero emission vehicles for ACF qualifying vehicles up for replacement in FY 2025-26 2026-2027(PW)
 Install additional fleet specific Level 2 EV Chargers in designated department areas. (PW)
 Continue to work with SCE to review and address electrical grid maintenance and capacity throughout the City. (PW)
G7.54: Increase water resilience
 Complete Cabrillo pump station and forebay project to enhance and increase emergency pumping capacity and redundancy. (PW) 
 Review and refine the water enterprise investment strategy and develop water infrastructure in accordance with the water enterprise investment strategy, subject to ongoing strategic review and City Council confirmation. (PW)
Commented [TS18]: @Shana Epstein Should this be
2026-27?
Commented [RW19]: Added language based off of input
by the Public Works Commission and CC PWC Liaison.

Commented [RW20]: This goal was recommended by the
Public Works Commission and supported by the CC PWC
Liaison.

Attachment 3
1 DRAFT With Accepted Changes - Fiscal Year 2026-27
City of Beverly Hills
Strategic Priorities and Goals
SP1: Enhance Community Safety Services
G1.1: Prepare for opening of Beverly Hills Metro stations. Projects to include:
• Complete Beverly Hills Police Department (BHPD) Public Safety Center at La Cienega Metro Station. (PW/PD) Manage agreement with partner agencies for law enforcement services provided on BH Metro platform (PD)
• Plan policing model for Beverly Metro Station with a presence on or close to the plaza. Funding may be needed, depending on the model (PD/) • Install cameras at Metro stations, with AI monitoring capabilities if feasible, to supplement security measures (PD/IT/PW).
• Carry out plan to assist unhoused individuals who may exit the Metro and require assistance (FD/PD) Funding for private security is included in budget enhancement request.

G1.2: Implement new technologies to support public safety, to include:
• Complete Phase II of Enterprise Records Management System (RMS) upgrade for BHPD and BHFD. (PD/IT/FD)Continue to expand number of closed-circuit television (CCTV) cameras with a focus on upgrading wireless cameras , and installation at prioritized intersections and parks.

Maintain automated license plate readers (ALPRs). (IT, PW, PD) Funding needed for ongoing cost of ALPRs purchased through ORT grant. Budget Enhancement will be submitted for fy 26-27.
• Utilize AI where feasible in monitoring camera footage for crime prevention/enforcement and Fire efforts. (PD/IT)
• Upgrade wireless data modems in public safety vehicles (PW/PD/IT) • Explore public / private partnerships for funding sources for expanding video wall capabilities within the Real-Time Watch Center (PD/IT) G1.3: Expand cyber security posture to include:
• Replace end-of-life network infrastructure and enhance network security (IT)
• Upgrade identity management systems such as the virtual private network (IT)
G1.4: Increase pedestrian safety by studying and carrying out additional safety measures on certain streets to include:
• As legally allowable, use AI and existing technology to measure and track violators running lights and stop signs (PW/PD)
• As legally allowable, conduct joint pilot study/program with neighboring cities on use of speed cameras and noise-activated cameras for traffic enforcement (PD/CA/PW)
2 • Explore legislative avenue for the above to enforce speeding violations through cameras (PM)
• Complete Phase 2 of the Rodeo Dr. bollards/light pole replacement project. (PW/PM)
• Complete permanent security solution for Lily Pond block (PW/PD) Initiate local roadway safety plans & raised crosswalks at select intersections (PW)
• Begin install of various midblock pedestrian signals (PW) • Review/Update Neighborhood Traffic Calming Program (PW) G1.5: Continue emergency preparations and proactive safety measures • Explore timely emergency communication alert and warning tools (FD) • Explore adverse weather planning capabilities (FD/PW) • Explore timely communications for community members with disabilities (FD)
• Aggressively recruit new and lateral police officers, including from local colleges if feasible. (HR/PD) Budget enhancement will be submitted for fy 26-27.
• Work with local and federal partner agencies to improve public safety and reduce crime, particularly hate crime. (PD)
• Continue running emergency evacuation drills in the city and with school district. (FD)
SP2: Practice Effective, Innovative, and Transparent Governance G2.1: Ensure effective transition of Council responsibilities, to include:
• Install new Mayor/Vice Mayor in April 2027 (PM/CC)
• Install newly elected City Council members and City Treasurer in July 2026 (PM/CC)
• Carry out Mayor initiatives (PM) Explore funding opportunities for elections the City is required to run due to unfunded mandates(PM/CC) In the absence of outside funding opportunities, additional funding will be needed for future elections. Budget Enhancement will be submitted for fy 26-27.

G2.2: Expand public-facing eGov offerings
• Enhance online permitting and plan review capabilities through implementation of new enterprise permitting software system and explore AI to improve timing of permitting process (IT/CD/PW/FD) (multi-year project)
G2.3: Ensure successful succession planning for future vacancies to include:
• Establish a learning and development and/or knowledge transfer plan to support succession planning with City departments (HR)
3 • Conduct department strategy meetings to further evaluate positions preidentified for the development of a succession plan. (HR) G2.4: Engage in and complete labor negotiations with the City’s six non-sworn employee groups (MOUs expire October 2026) (HR/FIN) Funding may be needed based on negotiation progress.

SP3: Strengthen Long-Term Fiscal Sustainability
G3.1: Ensure responsible fiscal stewardship by implementing cost saving measures and revenue enhancement ideas to include:
• Conduct business tax analysis (PM/FIN)
• Conduct comprehensive Citywide Fee Study. (PM/FIN) Funding will be needed to carry out the study. Budget Enhancement will be submitted for fy 26-27.
• Complete nexus study and implement development impact fees (CD) • Conduct off street and on street parking rate study for City parking structures and meters. (PW)
• Work with Long Range Planning Ad Hoc to explore best use of City real estate and assets. (PM)
• Increase certain fee-based Community Services programming to be revenue positive (CS)
• Continue monitoring Organized Retail Theft grant. Evaluate the continued use of equipment and services no longer funded by the grant (PD) • Continue to challenge unfunded mandates jointly with other impacted cities (PM).
• Continue to explore and pursue grant funding opportunities (PM/PW/CS/PD)
SP4: Strengthen Community Quality of Life and Health
G4.1: Provide programs and spaces that benefit the residents of the City, to include:
• Continue to roll out BH Wellness Network. Make sure the program is communicated to residents (FD)
• Roll out new/different events as recommended by City Council ad hoc and approved by City Council (PM/CS)
• Prepare for 2026 World Cup related to security, transportation, programming, etc. (PM/ CS/ PW/ PD) Funding may be needed. • 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) Funding may be needed.

G4.2: Develop and Implement Traffic Safety Programs
4 • Conduct education and enforcement around distracted driving and distracted walking (PW/PD)
SP5: Maintain and Develop Infrastructure and Facilities G5.1: Ensure City facilities are properly maintained and functional to include:
• Complete upgrade of Will Rogers water feature equipment. (PW/CS) • Complete La Cienega Park playground upgrade (CS/PW)
• Initiate seismic upgrades to one City parking structure (Bedford, Camden or Beverly Dr.) (PW/PM) Funding may be needed for Beverly Dr. • Complete lower Greystone drainage & access road reconstruction. (PW/CS)
• Replace IT data center heating, ventilation, and air conditioning (HVAC) and uninterruptible power supply (UPS) Systems. (IT/PW) Expand Fire station #2 to include 2 new individual bedrooms to accommodate personnel assigned to the Station. (FD/PW)
• Address water intrusion issues at various city buildings, e.g. Fire station #1, elevator pits. (PW)
• Street resurfacing associated with Metro projects, including Wilshire Blvd. and residential areas affected by dewatering wells and/or haul route violations. (PW)
• Renovate public first floor library restrooms. (CS/PW) • Complete File Room renovation in City Clerk’s office. (CC/PW) • Replace pergola at Rexford Mini Park (PW/CS)
• Continue fire life safety projects at Greystone to include installing fire alarm in the mansion, CCTV installation, slate repair, theater stair lighting, etc. (PW/CS)
• Replace play equipment at Arnaz mini park (PW/CS)
• Begin outreach for Reeves Mini Park playground replacement (CS/PW) • Complete Robertson sidewalk replacement (PW)
• Identify priorities for La Cienega Park, e.g. new community center, affordable housing, etc. (CS/CM/PW) Funding may be needed. • Continue implementation of streetscape enhancements per Connect BH on Wilshire and La Cienega Blvds., including new or enhanced crosswalks, and transit shelters (PW)
• Construct October 7th permanent memorial. (PM/PW/CS) City has dedicated $500k. Need to raise remaining funds.
• Initiate Sunset Boulevard Median Reconstruction and Reservoir Project (PW)
• Develop plan for Public Works Yards (PW) Funding may be needed. • Initiate replacing obsolete signal poles on South Santa Monica Blvd.

Corridor (PW)
• Upgrade outdoor basketball courts at Roxbury Park (CS/PW) • Replace Automatic Transfer Switch at City Hall (PW)
• Upgrade Library Fire Alarm System (CS/PW)
5 • Increase maintenance of city owned parking structures and painting (PW) Budget enhancement will be submitted for additional power washing. • Improve ambient lighting at park sites, particularly La Cienega Park (PW/CS)
• Develop first/last mile active transportation improvements around subway stations (PW)
• Ensure adequate maintenance for City roadways and trees (PW) • Complete construction of new traffic signal and sidewalk on Beverly Drive at Rexford Drive (PW)
G5.2: Upgrade key IT infrastructure
• Upgrade end-of-life network and server infrastructure. (IT) • Complete phase I of City’s finance system (Munis) migration to the cloud (IT/FIN) Funding may be needed.
• Begin Phase I of automatic meter reader migration (IT/Finance/PW) • Develop roadmap for enhanced document management software (IT/CC) • Keep software uses and costs efficient (IT).

SP6: Enhance Affordable Housing Opportunities While Preserving Community Character
G6.1: Complete elements from the certified housing element to include:
• 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/PW) Funding may be needed.
• Complete project entitlements for a senior affordable housing project. (PM/CD)
• Continue implementation of housing element programs including actions to encourage additional ADU construction and updates to the Mixed-Use Overlay Zone. (CD)
• Update standards for residential units and lot splits under SB 9 consistent with state law. (CD)
• Complete and implement the transit-oriented development alternative plan pursuant to SB 79. (CD/PW)
• Explore program for older property owners to keep property as-is instead of further development (CD).

G6.2: Improve/maintain multifamily stock by studying implementation of a proactive rental unit inspection program. (CD) Additional funding will be required.

G6.3: In light of State mandates by lobbying Sacramento elected representatives, continue to maintain the Character of the Community and work with other local cities to develop realistic goals for housing development. (PM) SP7: Practice Environmental Stewardship, including Increased Mobility Options, 6 Reducing Carbon Emissions, etc.

G7.1: Continue implementation of Complete Streets Plan. • Construct crosswalks at at Wetherly/Almont, Gregory/Robertson, and La Cienega Park on La Cienega, which includes reconfiguration of the median. • Initiate design of mid-block crosswalk for 100 block S Beverly Drive. (PW) G7.2: Continued installation of level 2 EV chargers in City parking structures as utilization numbers determine. Ensure there is power capacity. (PW) G7.3: Implement elements of the Climate Action and Adaptation Plan to include:
• Implement an Environmental Preferred Purchasing (EPP) policy for municipal procurement (PW)
• Implement an Energy Reach Code for new construction and significant remodels (PW/CD)
• After evaluating power capacity, ensure compliance with state mandated Advanced Clean Fleets (ACF) Rule for vehicle replacement and installation of DC Fast Chargers (PW)
• Purchase and register zero emission vehicles for ACF qualifying vehicles up for replacement in FY 2026-2027(PW)
• Install additional fleet specific Level 2 EV Chargers in designated department areas. (PW)
• Continue to work with SCE to address electrical grid maintenance and capacity throughout the City. (PW)
G7.4: Increase water resilience
• Complete Cabrillo pump station and forebay project to enhance and increase emergency pumping capacity and redundancy. (PW) • Review and refine the water enterprise investment strategy and develop water infrastructure in accordance with the water enterprise investment strategy, subject to ongoing strategic review and City Council confirmation. (PW)