STAFF REPORT
Meeting Date: June 3, 2026
To: Honorable Mayor & City Council
From: Jeff S. Muir, Director of Finance
Tatiana Szerwinski, Assistant Director of Finance
Brandy Gros, Budget Manager
Subject: Fiscal Year 2026-27 Proposed Operating and Capital Improvement Budgets
Attachment: 1. Fiscal Year 2026-27 Proposed Operating Budget
2. Fiscal Year 2026-27 Proposed Capital Improvement Budget
INTRODUCTION
In accordance with Section 2-3-101(D) of the Beverly Hills Municipal Code, which requires the City Manager to prepare and submit the annual budget and Capital Improvement Program to the City Council, the Fiscal Year 2026-27 Proposed Operating and Capital Improvement Budgets have been provided to the City Council and are available to the public for review. Staff intends to present and provide financial highlights for the Proposed Operating and Capital Improvement Budgets at the June 3, 2026 budget study session. An additional budget study session has been scheduled for June 10
th, if needed. It is currently anticipated that budget adoption will be requested at the June 23, 2026 meeting; however, a tentative budget study session has also been scheduled for June 30th, if needed.
DISCUSSION
Fiscal Year 2026-27 Proposed Operating and Capital Improvement Budgets The Fiscal Year (FY) 2026-27 Proposed Operating and Capital Improvement Budgets can both be found online at: https://www.beverlyhills.org/330/Operating-Capital-Improvement-Project-Bu Meeting Date: June 3, 2026
Within the FY 2026-27 Proposed Operating Budget, the City Manager’s budget message (pages 7-30) has been written to serve as a clear, one-stop source for understanding key information in the budget, and it is strongly recommended for review as a primary operating budget resource.
The Capital Improvement Budget Introduction (pages 5-16) includes a detailed overview of accomplishments during the current fiscal year, and proposed projects and associated budget for the upcoming fiscal year.
FISCAL IMPACT
Citywide Budget
The “net” City budget anticipates $509.9 million in revenue inflow from external sources and $529.7 million in expenditure outflow to external sources. Governmental accounting requires budgeting for internal charges and transfers between funds, resulting in total estimated Citywide revenue of $675.4 million and appropriations of $695.2 million, including $109.0 million for proposed capital improvements.
General Fund Budget
The General Fund is the primary operating fund of the City, used to account for all general revenues and expenditures not specifically designated for other funds. Its purpose is to finance essential city services such as public safety, parks and recreation, public works, and community development, reflecting the priorities and needs of the community. The City Council has the greatest discretion over the allocation of General Fund resources, making it the main source of funding for programs and services determined by Council policy decisions.
FY 2026-27 projected General Fund operating revenue is $346.7 million and General Fund operating expenditures and transfers out (before reduction from ZBB CIP Savings) are $351.6 million, yielding a projected net use of reserves of $4.9 million before one-time items. This budget gap is recommended to be addressed by a one-time $5.0 million reduction of the transfer out to the Infrastructure Fund, which can be accommodated due to savings identified by the ZBB CIP Ad Hoc Committee review. Additionally, the proposed budget includes the scheduled receipt of $15.0 million in one-time public benefit contributions pursuant to a developer agreement, which is accounted for below the line.
Operating Revenue1 $ 346.7
Operating Expenditures 330.2
Transfers Out (before reduction from ZBB CIP Savings) 21.4 Total Expenditures 351.6
General Fund Surplus/(Use of Reserves) before One-Time Items (4.9) Public Benefit Contribution Utilization2 -
Recommended Reduction in Transfers Out (ZBB CIP Savings)3 5.0 Total Surplus / (Use of Reserves) $ 0.1
1Total Revenue excludes one-time public benefit contributions. 3Reflects a proposed one-time reduction in General Fund transfers to the Infrastructure Fund, pending Council approval.
FY 2026-27 Proposed General Fund Budget (in millions)
2Reflects only those public benefit contributions applied against current expenditures and excludes public benefit contributions expected to be earmarked for future public benefit.
Meeting Date: June 3, 2026
General Fund Forecast
The General Fund financial forecast provides a long-term outlook for Beverly Hills’ revenue and expenditures, helping guide City Council’s strategic decisions. The ten-year forecast models anticipated deficits in the near term—mainly due to a temporary decline in one-time major development revenues—with a return to surplus projected by FY 2029-30. Built on inflationary assumptions and current economic data, the forecast highlights the need for prudent fiscal management and flexibility given ongoing economic uncertainties. Detailed assumptions are provided on page 69 of the FY 2026-27 Proposed Operating Budget.
FY 26-27 FY 27-28 FY 28-29 FY 29-30 FY 30-31 FY 31-32 FY 32-33 FY 33-34 FY 34-35 FY 35-36 Proposed Forecast Forecast Forecast Forecast Forecast Forecast Forecast Forecast Forecast Revenue
Property Tax $ 115.5 $ 119.4 $ 123.6 $ 131.3 $ 139.2 $ 143.5 $ 147.9 $ 152.5 $ 157.2 $ 162.1 Sales Tax 47.8 49.4 50.6 51.9 53.2 54.5 55.9 57.3 58.7 60.2 Transient Occupancy Tax (TOT) 46.7 48.8 52.4 58.5 60.2 62.0 63.9 65.8 67.8 69.8 Business Tax 65.4 66.8 68.1 69.5 70.8 72.3 73.7 75.2 76.7 78.2 Other Revenue and Transfers In 71.3 64.7 67.5 69.6 71.7 72.6 73.5 74.5 75.4 76.4 Total Revenue 346.7 349.1 362.2 380.8 395.2 405.0 415.0 425.3 435.9 446.8 Expenditures
Salaries and Benefits 171.6 181.3 188.7 193.5 198.3 201.6 206.5 210.1 214.9 219.4 Other Expenditures and Transfers Out 180.0 176.2 175.0 181.3 185.9 194.5 200.6 205.9 211.8 218.6 Total Expenditures 351.6 357.5 363.8 374.8 384.2 396.1 407.1 416.0 426.7 438.0 Net Surplus / (Use of Reserves) before
Other One-Time Items
(4.9) (8.4) (1.5) 6.0 11.1 8.9 7.9 9.3 9.1 8.8
Public Benefit Contribution Utilization 1 - - - - - - - - - - One-Time Reduction in Transfers Out
( ZBB CIP Savings) 2
5.0 - - - - - - - - -
Total Surplus / (Use of Reserves) $ 0.1 $ (8.4) $ (1.5) $ 6.0 $ 11.1 $ 8.9 $ 7.9 $ 9.3 $ 9.1 $ 8.8 NOTE: Immaterial differences may exist due to rounding. 2Reflects a proposedone-time reduction in General Fund transfersto the Infrastructure Fund, which can absorbthis non-recurring decreasedue to CIP costsavings identified through the ZBB CIP Ad Hoc Committee review.
General Fund Forecast (in millions)
Category
1Reflects only those public benefit contributions approved to be applied against current expenditures and excludes public benefit contributions expected to be earmarked for future public benefit.
Meeting Date: June 3, 2026
Enterprise Funds
The City’s Enterprise Funds are designed to operate as self-supporting, business-type entities, that provide essential services to the community while generating revenues intended to fully support their operating costs and capital investments, much like private sector entities. These funds include operations such as water, parking, solid waste, wastewater, and stormwater. The following chart provides a summary of FY 2026-27 projected revenue and expenses for each Enterprise Fund, highlighting the City’s commitment to efficient and reliable service delivery, fiscal sustainability, regulatory compliance, and ongoing investment in critical infrastructure.
Category
Water
Funds
Parking
Funds
Solid Waste
Fund
Wastewater
Funds
Stormwater
Fund
Fines and Penalties $ 0.4 $ - $ - $ - $ -
Use of Money and Property 5.5 22.4 0.3 2.2 0.2
Service Fees and Charges 40.7 15.4 27.7 12.3 1.8
Miscellaneous Revenue 0.1 1.8 - - -
Total Operating Revenue 46.7 39.6 28.0 14.5 2.0
Salaries and Benefits 8.2 6.4 4.1 2.2 2.2
Materials and Supplies 14.1 0.3 0.3 0.1 -
Contractual Services 1.8 7.0 15.9 4.5 0.4
Internal Service Fund Charges 6.9 8.4 7.0 2.4 3.0
Other Charges 4.5 8.1 0.2 0.1 0.1
Total Operating Expenses 35.5 30.2 27.5 9.3 5.7
Operating Surplus/(Use of Reserves) 11.2 9.4 0.5 5.2 (3.7) Capital Improvement (14.9) (11.2) (0.6) (10.4) (1.5)
Transfers In/(Out) 1.2 - (0.1) - 6.1
Total Surplus/(Use of Reserves) $ (2.5) $ (1.8) $ (0.2) $ (5.2) $ 0.9 Enterprise Funds – FY 2026-27 Proposed Budget (in millions) Meeting Date: June 3, 2026
Capital Improvement Budget and Five-Year Plan
At a summary level, the proposed FY 2026-27 CIP budget results in a $109.0 million appropriation for capital projects across various funds, requiring a total of $7.5 million1in direct General Fund support for capital projects. The five-year CIP plan as proposed would result in a total $472.7 million investment in infrastructure, facilities, and other capital projects over its term. These figures include estimated project administration costs attributable to these capital improvement projects.
At first glance, the proposed five-year CIP plan appears significantly larger than prior plans; however, this is largely a budgeting presentation change resulting from the incorporation of the ZBB CIP Ad Hoc Committee’s recommendations regarding the City’s capital programming into the FY 2026-27 Proposed Capital Improvement Budget. In FY 2025-26, the City undertook this ZBB review of its capital program under the guidance of the ZBB Ad Hoc to reprioritize projects and align the CIP funding plan with available resources and expected project timelines. This process identified cost savings from existing capital funds carried over from prior years and formally re-appropriated those amounts directly into the updated CIP plan. By using these previously accumulated funds, the City was able to reduce the amount of General Fund subsidies needed to support future capital projects.
RECOMMENDATION
It is recommended that the City Council receive a presentation from staff and provide direction regarding the FY 2026-27 Proposed Operating and Capital Improvement Budgets such that staff can prepare and finalize any changes to be brought forward for final adoption of the budget at the scheduled meeting on June 23, 2026.
1 $6.0 million for the Infrastructure Fund and $1.5 million for the Stormwater Fund. FY 2026-27
FY
2027-28
FY
2028-29
FY
2029-30
FY
2030-31
Five-Year
Plan
Enterprise Funds $ 27.4 $ 23.6 $ 20.8 $ 21.0 $ 21.7 $ 114.4 Infrastructure Fund 30.3 19.0 17.3 18.1 28.9 113.6
Capital Assets Fund 18.3 12.2 28.5 13.1 8.7 80.7
Parking Funds 11.1 10.7 7.5 6.7 6.7 42.8
Other Internal Service Funds 13.2 12.3 11.0 12.4 15.7 64.7 All Other Funds 8.6 17.8 8.7 5.7 15.5 56.4
Total $ 109.0 $ 95.6 $ 93.8 $ 77.0 $ 97.3 $ 472.7
NOTE: Immaterial differences may exist due to rounding.
Fiscal Years (in millions)
Fund
Proposed
Nancy Hunt-Coffey
City Manager
Jeff S. Muir
Director of Finance
Approved By Approved By
Attachment 1
Craig A. Corman
Mayor
Mary N. Wells
Vice Mayor
John A. Mirisch
Councilmember
Lester J. Friedman
Councilmember
Sharona R. Nazarian, PsyD
Councilmember
Howard S. Fisher
City Treasurer
Nancy Hunt-Coffey
City Manager
Ryan Gohlich
Assistant City Manager
Keith Sterling
Deputy City Manager
PROFILE OF BEVERLY HILLS, CA
__________________________________________
The City of Beverly Hills is a residential community and commercial center located within Los Angeles County in Southern California. Incorporated in 1914 and spanning approximately 5.7 square miles, the City had a population of 31,945 as of January 2025, according to the California Department of Finance. Originally planned as a subdivision in 1906, Beverly Hills evolved into a premier full-service city with an established tradition of providing a superior level of public safety services, a wide range of community and cultural programs, and a widely recognized, high-quality physical environment.
Beverly Hills includes a mix of housing types, ranging from singlefamily homes to multi-family residences, as well as a diverse and thriving business community that supports the City’s fiscal health.
From rolling hillside estate homes, to charming family bungalows and apartments, to a world renowned business community, Beverly Hills provides its residents, visitors, and business partners a community often sought but rarely found in modern urban centers.
Revenues generated from the business sector represent a significant portion of the General Fund revenue base that serves as a primary funding source for municipal services, consistent with City Council priorities. The City has long served as a hub for entertainment industry firms, including several major talent agencies, and is home to numerous prominent art galleries. In the retail sector, Beverly Hills has experienced ongoing development and reinvestment across its commercial areas.
City of Beverly Hills
Fiscal Year 2026-27
Operating Budget, Volume 1
Proposed, May 2026
Nancy Hunt-Coffey, City Manager
Ryan Gohlich, Assistant City Manager
Keith Sterling, Deputy City Manager
Jeff S. Muir, Director of Finance
Tatiana Szerwinski, Assistant Director of Finance
Brandy Gros, Budget Manager
James Bernier, Budget and Financial Analyst
Ani Keshishian, Budget and Financial Analyst
City of Beverly Hills
455 North Rexford Drive
Beverly Hills, California 90210
CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2026-27
CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2026-27
TABLE OF CONTENTS 1
Table of Contents
Proposed Budget
CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2026-27
TABLE OF CONTENTS 2
Table of Contents
Table of Contents ............................................................................................................................................. 1 Budget Message ............................................................................................................................................... 5 Citywide Organizational Chart ......................................................................................................................... 31 Budget Introduction ........................................................................................................................................ 33 Budget Summaries .......................................................................................................................................... 37 General Fund Forecast ..................................................................................................................................... 67 Budget Enhancements ...................................................................................................................................... 73 Department Budgets ....................................................................................................................................... 77 Policy and Management ................................................................................................................................................................ 79 City Attorney ................................................................................................................................................................................ 85 City Clerk ..................................................................................................................................................................................... 89 Finance ........................................................................................................................................................................................ 93 Human Resources ......................................................................................................................................................................... 99 Police Department ...................................................................................................................................................................... 103 Fire Department ......................................................................................................................................................................... 111 Community Development ............................................................................................................................................................ 117 Information Technology .............................................................................................................................................................. 123 Public Works .............................................................................................................................................................................. 129 Community Services .................................................................................................................................................................... 141 Non-Departmental ........................................................................................................................................ 147 Parking Authority ......................................................................................................................................... 151 Supplemental Information .............................................................................................................................. 153 Budget Enhancement Details ....................................................................................................................................................... 155 Department Divisions and Ongoing Tasks ..................................................................................................................................... 193 Policy and Management ......................................................................................................................................................... 195 City Attorney ......................................................................................................................................................................... 201 City Clerk .............................................................................................................................................................................. 203 Finance ................................................................................................................................................................................. 207 Human Resources .................................................................................................................................................................. 211 Police Department ................................................................................................................................................................. 213 CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2026-27
TABLE OF CONTENTS 3
Fire Department .................................................................................................................................................................... 219 Community Development ....................................................................................................................................................... 225 Information Technology ......................................................................................................................................................... 231 Public Works ......................................................................................................................................................................... 235 Community Services ............................................................................................................................................................... 253 CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2026-27
4 CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2026-27
BUDGET MESSAGE 5
Budget Message
Proposed Budget
CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2026-27
6 CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2026-27
BUDGET MESSAGE 7
Nancy Hunt-Coffey, City Manager
Honorable Mayor, City Council Members, Residents, and Stakeholders of Beverly Hills:
It is my privilege to present the Fiscal Year (FY) 2026-27 Proposed Operating Budget for the City of Beverly Hills. This document reflects our unwavering commitment to delivering the exceptional level of service that our community expects, while also strategically responding to emerging challenges and evolving priorities set by the City Council. As we stand on the threshold of a new era of regional connectivity, this budget serves as a foundational roadmap, positioning the City to remain safe, vibrant, and innovative during a period of significant local and global transition.
This year’s budget continues our tradition of prudent fiscal management, balancing immediate operational needs with the imperative of long-term sustainability. Shaped by the City Council’s strategic priorities, we have placed a foremost emphasis on public safety and “Metro Readiness.” This includes dedicated staffing and technological infrastructure for the new Wilshire/La Cienega Station platform, ensuring that the opening of this station preserves community security and business continuity. Beyond transit safety, the Council remains dedicated to the well-being of our residents by advancing housing initiatives, expanding emergency preparedness, and enriching our community through arts, culture, and wellness programs.
As we look ahead, we recognize both the opportunities of a reaccelerating economy and the fiscal pressures of an increasingly complex global landscape. While Beverly Hills maintains a robust financial position, we are navigating a "dual-speed" economy where strong tech-driven growth is tempered by persistent inflationary pressures and geopolitical volatility. External headwinds, ranging from uncertain interest rate trajectories to the potential for trade disruptions in the Middle East, require us to remain vigilant and adaptable. These factors underscore the importance of the proactive efficiencies we have implemented this year, including a zero-based budgeting approach for our Capital Improvement Program and a continued focus on revenue diversification and other structural cost reductions.
The FY 2026-27 Proposed Budget reflects a careful balance between maintaining essential services and advancing the priority investments that will shape our city for years to come. The following sections provide a detailed overview of our economic conditions, revenue projections, and the strategic initiatives designed to keep Beverly Hills a premier world-class community.
CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2026-27
BUDGET MESSAGE 8
Economic Conditions
Global and National Outlook
This past year has presented a complex landscape of economic and geopolitical shifts, demanding both vigilance and adaptability in our fiscal planning. Globally, we have witnessed continued volatility, with primary concern now centered on the potential for an escalating conflict involving Iran. Any sustained disruption to the Strait of Hormuz—a critical global energy artery—remains a significant risk, as uncertainty regarding a resolution persists. These foreign policy shocks have already induced sharp fluctuations in crude oil markets, with prices swinging between $80 and $120 per barrel in March 2026.
These energy-related inflationary pressures introduce renewed volatility for both businesses and consumers.
Despite these external headwinds, the U.S. economy has demonstrated remarkable momentum. The Spring 2026 UCLA Anderson Forecast indicates that the national economy is poised to reaccelerate, with growth expected to approach 3% in 2026. This momentum is fueled by expanded fiscal stimulus, income tax cuts, and massive investment in artificial intelligence (AI) infrastructure. While early 2025 was marked by caution, economic concerns seem to have shifted from a recessionary slowdown to the challenge of maintaining this heightened momentum in a way that avoids inflationary overheating or a subsequent sharp correction.
California and Local Economic Drivers
California’s economy continues to outpace the national average in GDP growth, accounting for 14.2% of the total national GDP by the end of 2025. However, this growth is characterized by a two-track economy where robust tech-driven GDP expansion coexists alongside a softer job market. Labor Market: California's unemployment rate has remained steady at 5.4% as of February 2026, remaining among the highest in the nation. Beacon Economics notes that payrolls decreased by
0.7% annually between February 2025 and 2026, with the strongest stability coming from locally serving industries like healthcare, leisure, and hospitality. Unemployment is expected to peak at
5.6% in 2026 before a projected decline to 4.8% in 2027. Sales Tax and Consumer Spending: The HdL California Consensus Forecast projects modest statewide sales tax growth of 2.2% for FY 2026-27. While auto sales faced a decline following the expiration of federal EV tax credits in late 2025, the Business and Industry sector remains supported by e-commerce expansion and AI-integrated technologies. Locally, consumer spending has been rising at an annual rate of approximately 5.0%.
Real Estate and Development: California’s housing shortage continues to limit labor force growth.
This persistent demand is driving a positive statewide outlook for multifamily housing, which is increasingly regarded as a resilient segment of the commercial real estate market. In Beverly Hills, property values have remained relatively stable, though high interest rates continue to temper transaction volumes.
CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2026-27
BUDGET MESSAGE 9
Strategic Outlook
Looking ahead, the City of Beverly Hills must maintain a balanced approach. While we recognize the opportunities presented by a reaccelerating national economy and the upcoming 2026 FIFA World Cup and 2028 Olympic Games, which are expected to boost visitor spending, we remain mindful of external pressures. The uncertain trajectory of global conflicts, potential trade disruptions, and shifting federal policies regarding immigration and tariffs necessitate a cautious yet proactive fiscal strategy. Our commitment to maintaining high service standards while ensuring long-term financial stability remains our guiding priority.
Current Year Highlights
Based on the guidance and direction of the City Council, City departments continued to provide high levels of service to the community during the current fiscal year. Police Department: The Department expanded the Real Time Watch Center (RTWC) to over 3,000 cameras and 180 Automated License Plate Reader (ALPR) sensors, integrating private camera systems to enhance real-time intelligence. The "Drone as First Responder" program completed 20,000 flights, arriving first on-scene over 9,000 times, while the new "Drone-in-a-Box" program enabled immediate launches from fixed locations. Emergency response remained a top priority, with 98.7% of 911 calls answered within 15 seconds and average response times maintained under three minutes. Key operations included security for the Golden Globes, LA Marathon, and visiting dignitaries, alongside increased patrols at houses of worship. Community engagement featured the Safe Trick-or-Treat event, Holiday Toy Drive, and National Night Out. Fire Department: Marking its 100th anniversary, the Department introduced its first-ever Community Wildland Protection Plan, funded by the City and grant funds. It launched the consolidated Health and Human Relations Commission. Operational enhancements included securing $130,920 in grants for emergency equipment, providing mutual aid to the Gifford Fire, and expanding its community services to include the BH Wellness Program, jail medical services, and CPR training. It gained access to LA County’s Coordinated Entry System to align homeless services on behalf of the City. Preparations for the Metro D Line opening included the "Beverly Hills is Metro Ready!" platform. It also entered into a pioneering agreement with Hatzolah of Los Angeles and accomplished the federal National Emergency Response Information System migration. The Department completed hiring of its Human Services Outreach Manager and Program Operations Specialist positions and successfully conducted large-scale evacuation drills in Trousdale and the area surrounding Franklin/Coldwater Canyons.
CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2026-27
BUDGET MESSAGE 10
Public Works: The askBH center handled over 80,000 calls, resolving 75% without transfers.
Infrastructure milestones included opening Coldwater Canyon Drive following a major water main replacement, developing two new water wells, and achieving the first-ever State Laboratory Accreditation for Drinking Water in City history. Regarding the Wilshire/La Cienega Metro Station, the Department built an interim Public Safety Center and began construction on the permanent facility and Wilshire Boulevard road rehabilitation. Sustainability efforts included 12 Green Business certifications—saving 192,090 gallons of water and 243,484 kWh of electricity annually—while the Burton Way Median Project earned four industry awards for stormwater quality.
Community Services: Facility upgrades included ADA-compliant restrooms at Will Rogers Park, as well as resurfaced courts at La Cienega Tennis Center and Roxbury Memorial Park to support a permanent pickleball program. Future designs were approved for playgrounds at La Cienega and Arnaz Mini Parks. Cultural highlights featured the re-dedication of Yayoi Kusama’s Hymn of Life:
Tulips, an expanded Festival Beverly Hills, and a City 4th of July community picnic. New recreation offerings include a drum circle, yoga, and a May 2026 cornhole league. The Library expanded Storytime, hosted the Elementary Art Show, and introduced silent movie screenings with live music.
Community Development: The Department completed the triennial Building Code update and implemented Objective Design Standards and a Transit Oriented Development Alternative Plan.
Operational improvements included an AI-powered code search tool, a short-term rental tracking system, and an online transition for administrative citations. Additional achievements included the first phase of the development impact fee nexus study, the first Historic Preservation Awards, and re-establishing the Handy Worker Program. In collaboration with Finance, rental unit registration and fee processes were aligned to simplify compliance.
Policy and Management: Key achievements included reaching an agreement for a Public Safety Center on the Wilshire/La Cienega Metro plaza and securing a temporary kiosk for the May 2026 opening. The Department managed high-profile events like the Concours d’Elegance and "The Great Elephant Migration," and guided the selection of a design for the permanent October 7th memorial. Strategic milestones included securing $1 million in federal funding for utilities, completing the City Council priority-setting process, and working with Public Works and Finance on a zero-based budgeting model for elements of the CIP budget.
CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2026-27
BUDGET MESSAGE 11
Information Technology: Guided by its master plan, the Department modernized public safety through cloud migration for CAD/RMS, sixty-six new ALPR sensors, and FUSUS AI analytics for Citywide cameras. Infrastructure projects included a National Institute of Standards and Technology (NIST) cybersecurity plan, enterprise virtual computing upgrades, and expanded Fiber-to-the-Premises (FTTP). Digital service enhancements featured an AI chatbot, a Public Records Act (PRA) management tool, and streamlined permit forms. Video Services also upgraded core production and Emergency Operations Center (EOC) audio visual infrastructure to improve City Hall operations.
Finance: The Department provided leadership with ten-year forecasts and successfully finalized labor agreements with three sworn associations. Collaborative efforts included working with Public Works on a zero-based budgeting review of General Fund-impacted CIPs and working with the City’s consultant to begin a comprehensive business tax review scheduled for the new fiscal year.
Efficiency initiatives such as the merchant card processing conversion and updated gift policies for the Community Charitable Foundation aim to modernize revenue collection and community engagement.
Human Resources: The Department finalized negotiations with three sworn labor groups and initiated talks with six non-sworn units. Automation efforts reduced "time-to-hire" for City positions, while new professional development courses and updated performance templates were launched. Community-facing work included a summer hiring fair and a career pilot program for Beverly Hills High School students. Risk Management provided injury prevention services and continued delivering workers’ compensation benefits and wellness programming for the workforce. City Clerk: Focused on modernizing records and expanding public access, the Department launched JustFOIA, a new platform that streamlines Public Records Act (PRA) requests. Combined with a strategic reorganization of the records division, these new efficiencies contributed to a 37% reduction in the PRA backlog from its peak. Transparency remained a core priority, with the Department managing over 48 City Council meetings, reviewing 235 legislative advocate forms, and processing approximately 500 permanent agreements and ordinances for the City’s historical archives. Additionally, the City Clerk’s Office successfully supported the November 2025 Statewide General Election and administered the June 2, 2026 Regular Municipal Election for City Council and City Treasurer seats.
CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2026-27
BUDGET MESSAGE 12
Enhancements
23 enhancement requests (some across multiple fund types) are recommended for FY 2026-27, netting to $9.3 million across all City funds after consideration of position, revenue, and other cost offsets of $2.7 million. About half of this amount ($4.4 million) is related to one-time cost items, including $4.0 million for private security. Of the $4.9 million in recurring costs, $1.0 million is in the General Fund. Nearly half of the recurring General Fund enhancement requests also relate to public safety, including $0.2 million for automated license plate reader (ALPR) costs and $0.1 million for the Police Department recruitment and outreach program. For non-General Fund enhancements, the most significant are $1.6 million for contractual services for facilities and park maintenance, $0.6 million for solid waste contractual services, $0.5 million for power washing parking structures, $0.2 million for election administration costs, and $0.2 million for IT software licensing and system maintenance costs. Recommended enhancements for FY 2026- 27 are summarized below.
Request # Request Title Fund Department
Request Cost Offset Total Net One-Time Cost
Net Recurring
Cost
170-001 Private Armed Security Services 001 4,000,000$ -$ 4,000,000$ 4,000,000$ -$ 170-002 Automated License Plate Reader (ALPR) Annual Subscription 001 227,500 - 227,500 - 227,500 170-003 Recruitment and Outreach Program 001 100,000 - 100,000 - 100,000 170-004 Jail Medical Services 001 90,000 - 90,000 - 90,000 170-005 Personnel and Training Specialist 001 126,853 (56,567) 70,286 - 70,286 270-001 Plan Review Consulting Services 001 2,200,000 (2,200,000) - - - 270-003 Developer-Funded Public Hearing Notice Publication 001 50,000 (50,000) - - - 350-002 Street Maintenance Positions (2) 001 313,763 - 313,763 - 313,763 350-006 Facilities and Parks Maintenance 001 137,600 - 137,600 - 137,600 400-001 Upgrade Food Services Specialist 001 65,886 (26,551) 39,335 - 39,335 400-002 Funding for Adult and Senior Classes 001 50,000 (12,500) 37,500 - 37,500 400-003 Festival Beverly Hills 001 25,000 - 25,000 - 25,000 General Fund Total 7,386,602 (2,345,618) 5,040,984 4,000,000 1,040,984 270-002 Affordable Housing Program Administration 210 100,000 - 100,000 - 100,000 Special Revenue Funds Total 100,000 - 100,000 - 100,000 070-001 Election Administration Funding 480 210,000 - 210,000 - 210,000 120-001 Fee Study and Cost Recovery Analysis 480 115,000 - 115,000 115,000 - 130-001 Human Resources Analyst (Limited Term) 480 177,542 - 177,542 - 177,542 310-001 Software Licensing and System Maintenance Costs 410 431,700 (195,700) 236,000 - 236,000 350-001a Facilities Maintenance Technician (3) 405,410,480 231,881 (120,056) 111,825 2,700 109,125 350-001b Vehicles for Facilities Maintenance Technicians (3) 405,491 94,500 - 94,500 90,000 4,500 350-006 Facilities and Parks Maintenance 405 702,100 - 702,100 - 702,100 Internal Service Funds Total 1,962,723 (315,756) 1,646,967 207,700 1,439,267 350-001a Facilities Maintenance Technician (3) 810 151,254 - 151,254 1,800 149,454 350-001b Vehicles for Facilities Maintenance Technicians (3) 810 60,000 - 60,000 60,000 - 350-003 Parking Operator Agreement 810 146,499 - 146,499 - 146,499 350-004 Power Washing of Parking Structures 810 450,000 - 450,000 - 450,000 350-005 Athens Agreement - Yearly Consumer Price Index Increase 830 642,000 - 642,000 - 642,000 350-006 Facilities and Parks Maintenance 810 852,300 - 852,300 - 852,300 350-007 Water Quality Program 800 177,675 - 177,675 138,775 38,900 Enterprise Funds Total 2,479,728 - 2,479,728 200,575 2,279,153 23 TOTAL PROPOSED ENHANCEMENTS 11,929,053$ (2,661,374)$ 9,267,679$ 4,408,275$ 4,859,404$ CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2026-27
BUDGET MESSAGE 13
In addition to the above enhancements recommended by the City Manager, the proposed budget includes increases in non-discretionary expenditures, the most notable of which are summarized below. The proposed budget incorporates salary and benefit adjustments consistent with established City practices. These reflect contractual increases required under existing Memoranda of Understanding (MOUs) as well as reasonable assumptions for bargaining groups currently in active negotiations. Similar assumptions have been applied to unrepresented employees and those governed by individual employment agreements.
Budgeted expenditures for Citywide utilities (gas, water, power) include an increase of $0.6 million (or 8.3%) from $7.2 million to $7.8 million to better align with the current trend for utility costs incurred.
To address increased claims activity in the current year and adequately maintain fund reserves, the budget for workers’ compensation charges has been increased by $1.0 million (16.7%). This brings the total allocation for workers’ compensation charges from $6.0 million to $7.0 million.
It should be noted that this proposed budget does not include an enhancement request for Police Department staffing of the Beverly Drive Metro Station, which is estimated to open by Spring 2027 according to current projections from Metro. However, it is anticipated that such a request will be made in the FY 2027-28 proposed budget, concurrent with the estimated opening of the second Beverly Hills station and based on more direct observations after the opening of the Wilshire/La Cienega Station.
CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2026-27
BUDGET MESSAGE 14
General Fund
The General Fund is the City's primary operating fund, supported by diverse revenue sources such as taxes, licenses and permits, service charges, fines, investment earnings, and rental income. These funds are largely discretionary, providing the City Council with broad authority to allocate resources to programs and services as needed with few restrictions. General Fund dollars support essential public services including police, fire, parks and recreation, community development, public works functions like engineering and transportation, and administrative support. As this fund is the most susceptible to economic downturns, it requires significant focus in fiscal planning.
General Fund Revenue Summary
Category
FY 2023-24
Actual
FY 2024-25
Actual
FY 2025-26
Adopted
FY 2025-26
Forecasted
FY 2026-27
Proposed
Property Tax1$ 100.7 $ 107.3 $ 114.3 $ 112.2 $ 115.5
Sales Tax1 41.9 47.7 45.5 46.3 47.8
Transient Occupancy Tax 48.0 48.7 46.4 46.0 46.7
Business Tax 61.2 62.6 64.2 67.1 65.4
"Big Four" Tax Subtotal 251.8 266.3 270.4 271.6 275.4
Other Taxes 1.7 1.9 1.2 1.7 1.8
Intergovernmental Revenue1 1.2 1.8 0.2 0.9 0.2
Licenses and Permits 22.7 30.8 29.3 41.0 29.9
Fines and Penalties 6.5 5.8 5.2 6.7 6.5
Use of Money and Property 7.8 11.7 10.7 11.0 11.2
Service Fees and Charges 15.7 14.1 11.9 13.1 12.5
Miscellaneous Revenue2 11.9 14.4 12.1 11.3 9.2
Other Revenue Subtotal 67.5 80.5 70.6 85.7 71.3
Total General Fund Operating Revenue 319.3$ 346.8$ 341.0$ 357.3$ 346.7$ General Fund Operating Revenue (in millions)
1 For all years presented, Homeowners Property Tax Relief (HOPTR) revenue has been reclassified from Intergovernmental Revenue to Property Tax and Public Safety Augmentation Fund (PSAF) revenue has been reclassified from Property Tax to Sales Tax.
2 Excludes one-time public benefit contribution revenue.
CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2026-27
BUDGET MESSAGE 15
For FY 2026-27, General Fund operating revenue is projected at $346.7 million. This represents an increase of $5.7 million (1.7%) compared to the FY 2025-26 adopted budget ($341.0 million) and a decrease of $10.6 million (3.0%) over forecasted FY 2025-26 revenue ($357.3 million). Key components include:
Property Tax: Continuing as a dominant and consistent revenue source, property tax is projected to reach $115.5 million in FY 2026-27, which is $1.2 million (1.0%) higher than the FY 2025-26 adopted budget ($114.3 million). This growth is primarily driven by projected assessed valuation increases and a higher actuarily determined property tax override for public safety pension costs.
FY 2025-26 forecasted property tax is expected to come in $2.1 million (1.9%) below budget primarily due to a budget assumption of $1.3 million in deferred fiscal year 2024-25 receipts being received which ultimately did not materialize, and a slightly higher estimate for assessed valuation increase when the budget was originally developed than was ultimately realized. Sales Tax: The FY 2026-27 sales tax estimate is projected at $47.8 million by the City’s sales tax consultant, which is $2.3 million (5.1%) above the FY 2025-26 adopted budget ($45.5 million). FY 2025-26 is forecasted at $46.3 million, exceeding the adopted budget by $0.8 million (1.8%). Transient Occupancy Tax (TOT): The FY 2026-27 TOT estimate anticipates a small increase to $46.7 million, which is $0.3 million (0.6%) above the FY 2025-26 adopted budget ($46.4 million).
The FY 2025-26 forecast of $46.0 million represents a slight $0.4 million (0.9%) shortfall against the adopted budget.
Business Tax (factors include hours worked and gross receipts): FY 2026-27 business tax revenue is projected at $65.4 million, a small increase of $1.2 million (1.9%) from the FY 2025-26 adopted budget of $64.2 million, based on current results and expected CPI adjustments to the tax rates.
Forecasted FY 2025-26 revenue of $67.1 million is projected to exceed the adopted budget by $2.9 million (4.3%). Focused discovery and compliance efforts led to increased revenue in FY 2025-26 that will recur at a lesser rate in future years.
Other Revenue: For FY 2026-27, all other General Fund operating revenues are projected to increase slightly by $0.7 million (1.0%) to $71.3 million compared to the FY 2025-26 adopted budget of $70.6 million. All other General Fund operating revenues are forecasted at $85.7 million for FY 2025-26, exceeding the adopted budget by $15.1 million (21.4%). This variance is largely driven by the timing and valuation of one-time major development projects, which can fluctuate significantly from year-to-year based on project scope and construction schedules, and make this revenue category inherently difficult to forecast. Expected one-time public benefit contributions are excluded from this category.
CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2026-27
BUDGET MESSAGE 16
General Fund Expenditure Summary
The proposed General Fund budget for FY 2026-27 provides for $330.2 million in operating expenditures, representing an increase of $12.5 million (or 3.9%) compared to the FY 2025-26 adopted budget of $317.7 million. This increase primarily reflects higher personnel costs as stipulated by negotiated MOUs for sworn employee labor associations and projected increases for non-sworn labor associations, as well as recommended budget enhancement requests for both discretionary and non-discretionary items. Partially offsetting these increases is a decrease in contractual services, primarily due to a reduction in Metro-related expenditures (which are 100% reimbursable by Metro), anticipated lower BHUSD JPA contributions based on current JPA negotiations, and a modest reduction in private security.
General Fund Interfund Transfers
Category
FY 2023-24
Actual
FY 2024-25
Actual
FY 2025-26
Adopted
FY 2025-26
Forecasted
FY 2026-27
Proposed
Salaries and Benefits 153.6$ 158.7$ 171.0$ 163.7$ 181.6$ Materials and Supplies 2.4 2.6 2.8 2.7 2.8
Contractual Services 57.3 66.0 59.0 62.9 59.4
Internal Service Fund Charges 73.1 80.3 77.4 77.4 77.6
Other Charges 5.9 6.3 7.5 7.9 8.8
Total General Fund Operating Expenditures 292.3$ 313.9$ 317.7$ 314.6$ 330.2$ General Fund Operating Expenditures (in millions)
Description
FY 2023-24
Actual
FY 2024-25
Actual
FY 2025-26
Adopted
FY 2025-26
Forecasted
FY 2026-27
Proposed
Transfer to Infrastructure Fund (before
reduction for ZBB CIP Savings)
24.4$ 12.5$ 11.5$ 11.5$ 11.0$
Transfer to Stormwater Fund 4.5 5.0 5.5 5.5 6.0
Transfer to Parking Fund 3.0 - - - -
Debt Service Payments 3.2 3.2 3.2 3.2 3.2
Use of Water Fund Property 1.2 1.2 1.2 1.2 1.2
Transfer for Real Property Acquisition 8.4 - - 5.9 -
Transfer for JPA (CCTV Cameras) 2.0 - - - -
Transfer to Information Technology Fund - - - 1.5 -
Other Transfers 0.2 - - 0.7 -
Total General Fund Transfers Out (before
reduction for ZBB CIP Savings)
46.9 21.9 21.4 29.5 21.4
Reduction in Transfers Out to
Infrastructure Fund (ZBB CIP Savings)
- - - - (5.0)
Net General Fund Transfers Out 46.9$ 21.9$ 21.4$ 29.5$ 16.4$ General Fund Transfers Out (in millions)
CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2026-27
BUDGET MESSAGE 17
The FY 2026-27 proposed budget provides for transfers out of the General Fund totaling $16.4 million, which includes a net transfer of $6.0 million to the Infrastructure Fund to support capital projects ($11.0 million, as shown in the preceding chart, offset by a one-time $5.0 million reduction) and $3.2 million for related debt service payments, $6.0 million to subsidize Stormwater Fund operations and capital projects, and $1.2 million for the use of Water Fund property. Additionally, there is a transfer into the General Fund of $6,000 from the State Gas Tax Fund for reimbursement of certain administrative costs.
General Fund Results
To summarize the FY 2026-27 proposed General Fund budget, total revenue of $346.7 million (excluding one-time public benefit contributions) less total expenditures of $351.6 million, results in a net shortfall of $4.9 million (1.4% of proposed General Fund appropriations). This budget gap is recommended to be addressed by a one-time $5.0 million reduction to the transfer to the Infrastructure Fund which can be accommodated due to savings achieved by the CIP ZBB process. The General Fund is projected to receive $15.0 million in one-time public benefit contributions in FY 2026-27. Consistent with prudent financial practice, these one-time funds are not generally recommended for supporting ongoing operating costs, but provide resources that can be utilized as directed by Council to support key community priorities or enhance the City’s financial resilience.
Category
FY 2023-24
Actual
FY 2024-25
Actual
FY 2025-26
Adopted
FY 2025-26
Forecasted
FY 2026-27
Proposed
Operating Revenue 319.3$ 346.8$ 341.0$ 357.3$ 346.7$
Transfers In - 3.0 - 0.1 -
Total Revenue 1 319.3 349.8 341.0 357.4 346.7
Operating Expenditures 292.3 313.9 317.7 314.6 330.2
Transfers Out (before reduction from ZBB
CIP Savings)
46.9 21.9 21.4 29.5 21.4
Total Expenditures 339.2 335.8 339.1 344.1 351.6
General Fund Surplus/(Use of Reserves)
before Other One-Time Items
(19.9) 14.0 1.9 13.3 (4.9)
Public Benefit Contribution Utilization2
10.0 - - 5.9 -
Reduction in Transfers Out (ZBB CIP
Savings)3
- - - - 5.0
Final General Fund Surplus/(Use of
Reserves)
(9.9)$ 14.0$ 1.9$ 19.2$ 0.1$
General Fund Results (in millions)
1Total Revenue excludes one-time public benefit contributions. 3Reflects a one-time reduction in General Fund transfers to the Infrastructure Fund, which can absorb this non-recurring decrease due to CIP cost savings identified through the ZBB CIP Ad Hoc Committee review. 2Reflects only those public benefit contributions applied against current expenditures and excludes public benefit contributions expected to be earmarked for future public benefit.
CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2026-27
BUDGET MESSAGE 18
General Fund Reserves
Beverly Hills benefits from strong General Fund reserves, a result of the fiscal prudence of current and prior City Councils. A primary function of these reserves is to provide stability during times of financial stress and resources for strategic one-time needs. The City has preserved and expanded key reserves, including the Economic/Contingency and Budget Stabilization Reserves. Currently, overall General Fund reserves remain above the levels required by City financial policies.
Based on forecasted results, the total General Fund reserve balance is projected to reach $293.9 million by the end of FY 2025-26, underscoring the City's robust financial health. This strong overall position enables continued adherence to prudent City financial policies. For instance, as operating expenditures grow, City policy dictates a corresponding increase in the required balance for the Economic/Contingency Reserve.
This important adjustment is proactively funded by reallocating a portion of the unassigned fund balance to the Economic/Contingency Reserve, ensuring this key reserve remains appropriately sized to meet its objectives.
General Fund Reserves (Fund Balance)
($ Millions)
FY 2024-25
Audited Actuals
with Approved
FY 2025-26
Allocations
FY 2025-26
Unaudited
Forecasted
Actuals
Change from
Prior Year
Economic/Contingency Reserve (minimum 40%)
Contingency Reserve (minimum 25%) 71.8$ 71.9$ 0.1$
Economic Reserve (minimum 15%) 43.1 43.1 -
Total Economic/Contingency Reserve 114.9 115.0 0.1
Budget Stabilization Reserve 26.5 26.5 -
Committed Fund Balance (Council earmarks)
Street Tree Removal & Replacement 1.1 1.1 -
One-time Public Benefit Contributions 1 19.0 23.1 4.1
One-time Capital Improvement Plan Contributions 26.1 26.1 - October 7th Memorial Funding 2 0.5 - (0.5)
Committed Fund Balance Total 46.7 50.3 3.6
Nonspendable (long-term receivables/advances to other funds) 2.2 2.2 - Restricted (Pension trust) 30.4 30.4 -
Restricted (Metro Projects) 6.1 6.7 0.6
Encumbrances/Carryovers 6.2 8.1 1.9
Total Other Reserves 44.9 47.4 2.5
Unassigned 42.1 54.7 12.6
Total Fund Balance 275.1$ 293.9$ 18.8$
NOTE: Immaterial differences may exist due to rounding. 2 This reduction reflects the December 16, 2025 approval by Council to appropriate $0.5 million from the General Fund Committed Fund Balance to CIP 00107 (October 7th Memorial) in Fund 405. 1 The reflected $4.1 million increase in reserves represents Council's direction to earmark the current year's $10.0 million public benefit contribution to Committed Fund Balance, less the utilization of $5.9 million for real property acquisition at 401 S. Robertson Blvd, as approved by Council on March 4, 2026.
CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2026-27
BUDGET MESSAGE 19
General Fund Forecast
The General Fund financial forecast sets the framework of our long-term planning, providing critical insights into Beverly Hills’ fiscal trajectory and informing strategic decision-making for the City Council and our community. This forecast models General Fund revenue and expenditures, projects periods of surplus and operating loss, and identifies the key assumptions and external factors that could influence our financial position in the years ahead. The full detailed forecast can be found beginning on page 67.
As part of the FY 2026-27 Proposed Budget, the City has updated its ten-year financial forecast to reflect the most current economic data, revenue trends, and expenditure projections. This forecast, last presented to City Council on March 4, 2026, has improved modestly, though it continues to project modest General Fund net shortfalls over the next three fiscal years. These imbalances are still expected to reverse in FY 2029- 30 with an anticipated return to surplus as the OneBH development begins to phase in.
FY 26-27 FY 27-28 FY 28-29 FY 29-30 FY 30-31 FY 31-32 FY 32-33 FY 33-34 FY 34-35 FY 35-36 Proposed Forecast Forecast Forecast Forecast Forecast Forecast Forecast Forecast Forecast Revenue
Property Tax 115.5$ 119.4$ 123.6$ 131.3$ 139.2$ 143.5$ 147.9$ 152.5$ 157.2$ 162.1$ Sales Tax 47.8 49.4 50.6 51.9 53.2 54.5 55.9 57.3 58.7 60.2 Transient Occupancy Tax (TOT) 46.7 48.8 52.4 58.5 60.2 62.0 63.9 65.8 67.8 69.8 Business Tax 65.4 66.8 68.1 69.5 70.8 72.3 73.7 75.2 76.7 78.2 Other Revenue and Transfers In 71.3 64.7 67.5 69.6 71.7 72.6 73.5 74.5 75.4 76.4 Total Revenue 346.7 349.1 362.2 380.8 395.2 405.0 415.0 425.3 435.9 446.8 Expenditures
Salaries and Benefits 171.6 181.3 188.7 193.5 198.3 201.6 206.5 210.1 214.9 219.4 Other Expenditures and Transfers Out 180.0 176.2 175.0 181.3 185.9 194.5 200.6 205.9 211.8 218.6 Total Expenditures 351.6 357.5 363.8 374.8 384.2 396.1 407.1 416.0 426.7 438.0 Net Surplus / (Use of Reserves) before
Other One-Time Items
(4.9) (8.4) (1.5) 6.0 11.1 8.9 7.9 9.3 9.1 8.8
Public Benefit Contribution Utilization1 - - - - - - - - - - One-Time Reduction in Transfers Out
( ZBB CIP Savings)2
5.0 - - - - - - - - -
Total Surplus / (Use of Reserves) 0.1$ (8.4) $ (1.5)$ 6.0$ 11.1$ 8.9$ 7.9$ 9.3$ 9.1$ 8.8$ NOTE: Immaterial differences may exist due to rounding.
Category
1 Reflects only those public benefit contributions approved to be applied against current expenditures and excludes public benefit contributions expected to be earmarked for future public benefit.
General Fund Forecast (in millions)
2 Reflects a one-time reduction in General Fund transfers to the Infrastructure Fund, which can absorb this non-recurring decrease due to CIP cost savings identified through the ZBB CIP Ad Hoc Committee review.
CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2026-27
BUDGET MESSAGE 20
The updated forecast incorporates refined assumptions that have improved the City’s near-term fiscal position, strengthening the bottom line by an average of $2 million per year over the first five fiscal years compared to the March 2026 projection. While overall revenues remain in line with March estimates (averaging a variance of less than 0.5% per year) the forecast benefits from a reduction in expenditures.
Over the first five years, expenditures are projected to be an average of $2.6 million lower per year. While these costs trend slightly higher in the final years of the ten-year horizon, the cumulative variance over the overlapping nine-year period remains negligible. This improvement is primarily driven by:
Reductions in contractual services over the five-year horizon; Reductions in ISF charges stemming directly from the comprehensive ZBB exercise conducted for the Capital Improvement Program; and
Negotiations for the successor Joint Powers Agreement (JPA), which have focused on streamlining community services between the City and the District. As a result of this refined operational footprint, the City’s projected annual contributions are expected to decrease over the next three years.
These improvements are partially offset by increased Citywide utility cost estimates.
As a result of these adjustments, the cumulative three-year deficit of $22.4 million projected in March has been reduced to a projected $14.8 million. For the upcoming FY 2026-27, the projected $4.9 million net operating loss is proposed to be fully offset by a one-time $5.0 million reduction in the transfer from the General Fund to the Infrastructure Fund—a move made possible by the capital savings identified through the ZBB process. Looking beyond the next fiscal year, the projected surplus from FY 2025-26 offers a viable strategic option to mitigate the anticipated FY 2027-28 and FY 2028-29 deficits, ensuring our long-term trajectory remains balanced without impacting core services.
While these updates represent a variance of less than 1% from the prior forecast, they underscore the critical importance of prudent fiscal management. In a global climate marked by international tensions, inflationary pressures, and evolving trade policies, the City projects to remain on a path toward long-term financial stability while maintaining the high service standards our community expects.
CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2026-27
BUDGET MESSAGE 21
Update on Cost Reduction Plans and Revenue Enhancement Opportunities Guided by our long-term financial projections and the March 2024 Blue Ribbon Committee’s recommendations, the City continues to pursue a comprehensive strategy to ensure fiscal sustainability.
This dual-track approach prioritizes strategic cost containment alongside the pursuit of revenue enhancements.
We have established a strong foundation through several key initiatives completed over the past year. Most notably, the City Council adopted an updated strategic planning framework for FY 2026-27, which formally aligns our budget allocations and departmental work plans with the City Council’s highest priorities.
Building on this progress, other strategies are actively underway. During this past year, a comprehensive review of the City Ambassador program, operations, and coverage was completed in conjunction with the Community Security Ad Hoc. Following a competitive solicitation process, the City awarded a new contract that incorporates these programmatic enhancements, ensuring the Ambassador program remains a modern and effective component of our community security strategy. Additionally, City commissions and committees were reconfigured to enhance effectiveness and reduce administrative costs.
For our Capital Improvement Program, a zero-based budgeting (ZBB) process was completed this past year, which focused on reviewing capital projects in four funds tied closely to the General Fund. The ZBB Capital Improvement Project Ad Hoc Committee evaluated $169.1 million of project needs for a five year period based on safety, regulatory requirements, and a review of historical assets and their utilization. Through this detailed review, the Ad Hoc recommended a right-sized portfolio of projects, ensuring the five-year CIP budget is targeted toward the most essential safety and infrastructure requirements.
Building on our strong partnership with BHUSD, the new successor JPA agreement reflects a collaborative effort to optimize community programming. This transition allows the District to lead programs on its own campuses, creating a more cohesive experience for students and families. As the City's on-campus operational role evolves, these efficiencies are expected to reduce annual JPA expenditures over the term of the agreement while continuing to support coordinated community programming.
Concurrently, revenue enhancement opportunities are being pursued. By the end of this fiscal year, the City will complete a nexus study to establish new Development Impact Fees (DIFs). These fees will ensure that new development contributes its fair share toward the capital facilities and infrastructure required to sustain our community’s expansion. Additionally, work is underway on a thorough review of our business tax structure to align with best practices and ensure our tax structure remains equitable and competitive in the current economy.
These concerted efforts reflect our commitment to proactive fiscal stewardship. While this important work is ongoing, the actions taken and those in progress are vital for maintaining our high level of service and ensuring the long-term financial health and resilience of the City of Beverly Hills.
CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2026-27
BUDGET MESSAGE 22
Enterprise Funds
The City’s Enterprise Funds are designed to operate as self-supporting, business-type entities that provide essential services to the community while generating revenues intended to fully support their operating costs and capital investments, much like private sector entities. These funds include operations such as water, parking, solid waste, wastewater, and stormwater.
For service areas supported by multiple funding components, related funds are presented collectively. The Water Funds include the Water Enterprise Fund, Water Capacity Fee Fund, and Water Supply Fee Fund; the Parking Funds comprise the Parking Enterprise Fund and Parking Authority Fund; and the Wastewater Funds encompass the Wastewater Enterprise Fund and Wastewater Capacity Fee Fund. Solid waste services are supported by a single enterprise fund—the Solid Waste Enterprise Fund. Stormwater operations are accounted for in the Stormwater Enterprise Fund and are supplemented by Measure W revenues, which are maintained in a separate special revenue fund. Each fund is structured to maintain long-term financial sustainability through user fees, service charges, and other dedicated revenues.
The following section provides a summary of FY 2026-27 projected revenues and budgeted expenses for each Enterprise Fund, highlighting the City’s commitment to efficient and reliable service delivery, fiscal sustainability, regulatory compliance, and ongoing investment in critical infrastructure. Revenue assumptions are primarily driven by user fee structures, cost-of-service considerations, and, where applicable, recently adopted or anticipated rate adjustments. Expense budgets for the Enterprise Funds include all anticipated operating costs, maintenance, debt service, and planned capital investments necessary to sustain high-quality service delivery, informed by cost-of-service studies, regulatory requirements, and infrastructure needs. While most enterprise activities are generally structured to fully support the operational and capital needs of each enterprise activity without reliance on the City’s General Fund, external cost pressures and regulatory requirements continue to influence financial performance across multiple funds.
The Water Funds reflect ongoing implementation of previously approved rate adjustments and continued investment in system reliability and regulatory compliance. Key priorities include system infrastructure improvements that bolster water supply and storage, continued deployment of advanced metering infrastructure (AMI), and water quality monitoring and compliance activities. These efforts are occurring alongside sustained upward pressure on imported water and treatment costs driven by regional providers.
The Parking Funds reflect ongoing capital investment needs associated with maintaining and modernizing parking facilities, including structural maintenance and system improvements. The City is also evaluating pricing and operational structure through an updated rate study. Technology enhancements, including parking access and revenue control systems (PARCS) and other monitoring and payment technologies, continue to support operational efficiency and customer service.
CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2026-27
BUDGET MESSAGE 23
The Solid Waste Fund continues to experience cost pressures associated with evolving state-mandated recycling and organics diversion requirements, including implementation of the State’s organics recycling framework. A rate study is underway to evaluate long-term cost recovery, service level requirements, and the potential need to incorporate expanded or modified service scopes consistent with regulatory mandates.
The Wastewater Funds remain in a relatively stable financial position, supporting both ongoing operations and significant capital infrastructure planning. Planned investments include major pipeline and collection system rehabilitation and coordination with regional treatment providers. Long-term capital needs and increasing regional treatment costs continue to be key drivers of future rate considerations.
The Stormwater Fund represents a notable exception to the City’s enterprise fund model, as it is not selfsupporting due to statutory limitations on fee authority. State regulations under Proposition 218 restrict the City’s ability to generate sufficient user fee revenue to recover the full cost of stormwater services by limiting the amount of user fees the City can charge for stormwater services. As a result, this fund requires significant ongoing General Fund support to maintain compliance with regulatory requirements and sustain essential operations.
Overall, Enterprise Fund reserves remain generally consistent with policy targets intended to support operating stability and planned capital investment needs. Variations in year-end balances are expected due to the timing of capital expenditures, the multi-year nature of infrastructure projects, and the planned use of reserves for designated improvements rather than ongoing operating imbalance. This strategic financial approach ensures sufficient reserves for large-scale, multi-year capital projects and provides essential financial flexibility. The City remains focused on balancing affordability for ratepayers with the long-term financial health, sustainability, and ongoing improvement of the City’s critical enterprise operation.
CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2026-27
BUDGET MESSAGE 24
The chart below presents a clear overview of FY 2026-27 projected revenues and proposed expenses for each Enterprise Fund.
Category
Water
Funds
Parking
Funds
Solid Waste
Fund
Wastewater
Funds
Stormwater
Fund
Fines and Penalties 0.4$ -$ -$ -$ -$
Use of Money and Property 5.5 22.4 0.3 2.2 0.2
Service Fees and Charges 40.7 15.4 27.7 12.3 1.8
Miscellaneous Revenue 0.1 1.8 - - -
Total Operating Revenue 46.7 39.6 28.0 14.5 2.0
Salaries and Benefits 8.2 6.4 4.1 2.2 2.2
Materials and Supplies 14.1 0.3 0.3 0.1 -
Contractual Services 1.8 7.0 15.9 4.5 0.4
Internal Service Fund Charges 6.9 8.4 7.0 2.4 3.0
Other Charges 4.5 8.1 0.2 0.1 0.1
Total Operating Expenses 35.5 30.2 27.5 9.3 5.7
Operating Surplus/(Use of Reserves) 11.2 9.4 0.5 5.2 (3.7) Capital Improvement (14.9) (11.2) (0.6) (10.4) (1.5)
Transfers In/(Out) 1.2 - (0.1) - 6.1
Total Surplus/(Use of Reserves) (2.5)$ (1.8)$ (0.2)$ (5.2)$ 0.9$ Enterprise Funds – FY 2026-27 Proposed Budget (in millions) CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2026-27
BUDGET MESSAGE 25
Net Cost of Providing City Services
The City uses fund accounting to maintain its financial records and uses internal charges to fairly allocate overhead, equipment, and capital costs to all City funds. While necessary for internal cost distribution, these charges do not represent financial activity with external parties. To provide a clearer depiction of the true external revenues supporting City operations and the true net cost of providing services—separate from the internal allocation of costs—this section presents a “net” view of the budget. For FY 2026-27, net revenue1F 1 (excluding internal charge revenue and interfund transfers in) is forecasted at $509.9 million, and net expenditures2 (including capital and excluding internal charges and transfers out) are budgeted at $529.7 million, for a net use of reserves of $19.8 million. Below are graphs depicting the breakdown of these amounts by category.
1 Net revenue is derived by subtracting not only the Internal Service Fund Receipts category from Citywide revenue, but also certain interfund transactions reported under Use of Money and Property (e.g., interfund lease revenue and interfund loan interest revenue) and Transfers In.
2 Net expenditures are derived by subtracting not only the Internal Service Fund Charges expenditure category from Citywide appropriations, but also certain internal service fund charges or other interfund transactions reported under Salaries and Benefits (e.g., unemployment insurance, workers’ compensation, and compensated absences), Other Charges (interfund lease payments and interfund loans), Capital Improvement (for project administration), and Transfers Out.
CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2026-27
BUDGET MESSAGE 26
Net Cost of Providing City Services (Continued)
CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2026-27
BUDGET MESSAGE 27
Proposed Citywide Budget
Total estimated revenue (inclusive of internal charges, transfers, etc.) for FY 2026-27 is $675.4 million, which represents a net increase of $10.8 million (or 1.6%) compared to total revenue of $664.6 million for the FY 2025-26 adopted budget and represents a net use of reserves of $19.8 million when netted with the proposed FY 2026-27 Citywide appropriations (expenditures) of $695.2 million.
CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2026-27
BUDGET MESSAGE 28
Proposed Citywide Budget (Continued)
Total proposed appropriations (inclusive of internal charges, transfers, etc.) for FY 2026-27 are $695.2 million for all funds, which represents a net increase of $31.7 million (or 4.8%) compared to total appropriations of $663.5 million for the FY 2025-26 adopted budget.
CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2026-27
BUDGET MESSAGE 29
Capital Improvement Program (CIP) Budget
The proposed operating budget is complemented by a comprehensive Capital Improvement Program (CIP) budget, which outlines the City’s planned investments in critical infrastructure and facilities over the next five years. Supporting this ambitious capital plan requires significant General Fund contributions in FY 2026-27 (and subsequent years) including $6.0 million to the Infrastructure Fund, as discussed further below, and $6.0 million to the Stormwater Fund.
In response to forecasted General Fund deficits, the City undertook a zero-based budgeting (ZBB) review of its capital program during FY 2025-26, focusing on funds closely tied to the General Fund. As previously discussed, this effort reprioritized projects and aligned the CIP plan with available resources.
Through this process, the City refined its capital plan to reflect prioritized investments while leveraging available fund balances and prior appropriations to support planned expenditures. Accordingly, the FY 2026-27 Proposed Budget includes a recommended one-time reduction of $5.0 million to the previously planned $11.0 million General Fund transfer to the Infrastructure Fund, helping to balance the General Fund budget.
While the full five-year CIP plan includes 83 projects, this FY 2026-27 proposed budget specifically requests Council approval for $109.0 million in funding allocated across 72 distinct projects. These projects encompass a wide range of improvements, including water infrastructure upgrades; street, sidewalk, and traffic safety enhancements; facility and park renovations; vehicle fleet optimization and replacement; and technology advancements, particularly those bolstering public safety, among other critical areas. These investments are critical to maintaining service levels, meeting regulatory requirements, and preserving the City’s long-term infrastructure assets.
Conclusion
The City of Beverly Hills remains steadfast in its commitment to providing unparalleled municipal services to our residents, businesses, and visitors. Maintaining these high standards while meeting evolving community needs presents increasing financial demands, particularly as we navigate a period of economic reacceleration and global uncertainty.
While our General Fund revenues remain robust, the projected slowing of growth, coupled with rising costs, remains the primary focus of this budget. Our long-term forecast continues to identify a short-term imbalance between revenue and expenditures. However, the proactive measures we have taken this year, including the implementation of a zero-based budgeting approach to capital planning and the identification of operational efficiencies, have improved our five-year outlook by approximately $2 million per year. Our strong reserve position provides the stable foundation necessary to thoughtfully implement these long-term solutions without compromising our service levels.
CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2026-27
BUDGET MESSAGE 30
On a personal note, as I prepare to retire in July, this will be the final budget I have the honor of presenting to this City Council. It has been a privilege to serve a community that so deeply values innovation, safety, and excellence. I am confident that the strategic framework we have built together will ensure Beverly Hills continues to thrive as a premier global destination.
I extend my sincere gratitude to our dedicated City staff, whose efforts are instrumental in making Beverly Hills a safe and world-class environment. I specifically commend the Finance Department for their diligent work and technical expertise in preparing this budget. Finally, I thank the City Council for your continued support, insightful guidance, and unwavering commitment to the policies and programs that serve our community.
Respectfully submitted,
Nancy Hunt-Coffey
City Manager
CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2026-27
CITYWIDE ORGANIZATIONAL CHART 31
Citywide Organizational Chart
Proposed Budget
CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2026-27
CITYWIDE ORGANIZATIONAL CHART 32
Citywide Organizational Chart
CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2026-27
BUDGET INTRODUCTION 33
Budget Introduction
Proposed Budget
CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2026-27
BUDGET INTRODUCTION 34
Summary of the Budget and Accounting Structure
The City of Beverly Hills uses a budgetary basis of accounting for tracking resources while financial reporting is presented in accordance with Generally Accepted Accounting Principles (GAAP) as governed by the Governmental Accounting Standards Board (GASB). Revenues are recognized as soon as they are both measurable and available. Revenues are considered to be available when they are collectible within the current period or soon enough thereafter to pay liabilities of the current period. For this purpose, the City considers revenues to be available if they are collected within 60 days of the end of the current fiscal period.
Property tax and taxpayer-assessed tax revenues (e.g., franchise tax, sales tax, motor vehicle fees, etc.), net of estimated refunds and uncollectible amounts, and interest earnings associated with the current fiscal period are all considered subject to accrual and so have been recognized as revenues of the current fiscal period. All other revenue items are considered measurable and available only when cash is received by the City. Expenditures are generally recorded when a liability is incurred, as under accrual accounting.
However, debt service expenditures, as well as expenditures related to compensated absences, are recorded only when payment is due. Other non-GAAP elements of the City’s budgetary accounting are the elimination of accounting entries for depreciation, amortization, GASB 68 (Pensions), GASB 72 (Unrealized Gain/Loss on Investments), GASB 75 (Other Post-Employment Benefits), GASB 87 (Leases), and GASB 96 (Subscription-Based Information Technology Arrangements).
To budget and record financial transactions, the City of Beverly Hills uses several different types of funds:
governmental, enterprise, internal service, and special revenue funds. This practice is also referred to as “fund accounting”.
The City budgets for the following major governmental funds:
General Fund (Fund 001)
Infrastructure Fund (Fund 600)
Additionally, the City budgets for the following special revenue, debt service, internal service, and enterprise funds:
Special Revenue Funds (Funds 004 - 340)
o Fund 004 – Community Development Technology Fund
o Fund 100 – Community Development Block Grant (CDBG) Fund o Fund 120 – State Gas Tax Fund
o Fund 121 – Road Maintenance and Rehabilitation Account Fund o Fund 130 – In-Lieu Parking District Fund
o Fund 140 – General Plan Fund
o Fund 160 – Parks and Recreation Facilities Fund
o Fund 180 – Fine Art Fund
o Fund 190 – Public Safety Grant Fund
o Fund 210 – Affordable Housing Fund
o Fund 240 – Air Quality Improvement Fund
o Fund 260 – State Mandated Building Fees Fund
CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2026-27
BUDGET INTRODUCTION 35
o Fund 270 – Disabled Accessibility Fund
o Fund 280 – Measure W – Safe Clean Water Fund
o Fund 300 – Prop A Local Transit Fund
o Fund 310 – Prop C Local Transit Fund
o Fund 315 – Miscellaneous Grants Fund – Non-Safety
o Fund 326 – Seized and Forfeited Property Fund
o Fund 330 – Measure R Local Transit Fund
o Fund 335 – Metro Violations Fund
o Fund 340 – Measure M Local Transit Fund
Debt Service Fund (Fund 560)
Internal Service Funds (Funds 400 - 491)
o Fund 400 – Equipment Replacement Fund
o Fund 405 – Capital Assets Fund
o Fund 410 – Information Technology Fund
o Fund 441 – Compensated Absences Liability Fund
o Fund 450 – Liability Insurance Fund
o Fund 460 – Workers’ Compensation Fund
o Fund 470 – Unemployment Insurance Fund
o Fund 480 – Policy, Administration, and Legal Fund
o Fund 490 – Vehicle Replacement Fund
o Fund 491 – Vehicle Operations Fund
Enterprise Funds (Funds 800 - 850)
o Fund 800 – Water Enterprise Fund
o Fund 801 – Water Capacity Fee Fund
o Fund 802 – Water Supply Fee Fund
o Fund 810 – Parking Enterprise Fund
o Fund 830 – Solid Waste Enterprise Fund
o Fund 840 – Wastewater Enterprise Fund
o Fund 841 – Wastewater Capacity Fee Fund
o Fund 850 – Stormwater Enterprise Fund1
1 Amounts previously reported in Fund 851 – Stormwater Measure W – Regional Program Fund and Fund 852 – Stormwater Department of Water Resources (DWR) Prop 1 Fund have been consolidated into Fund 850 – Stormwater Enterprise Fund for administrative purposes.
CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2026-27
BUDGET INTRODUCTION 36
General Fund Revenue Sources
The four major sources of General Fund revenue (often referred to as the “Big Four” taxes), which generate approximately three-quarters of General Fund total income, include:
Property Tax
Sales Tax
Transient Occupancy Tax (TOT)
Business Tax
Other General Fund revenue sources include:
Other Taxes
Property Transfer Tax
Dwelling Unit Tax
Construction Tax
Intergovernmental (Grants and Subventions)
Motor Vehicle License Fees
Disaster Aid and Other Grants
Other Intergovernmental Revenues
Licenses and Permits
Regulatory Permits
Development Permits
Plan Check and Permitting
Building Permits and Inspections
Special Events Permits
Filming Permits
Other Development Fees and Permits
Parking Permits
Services Fees and Charges
Special Events Fees
Vehicle Release Fees
Ambulance Fees
Fire Inspection Fees
Engineering Inspection Fees
City Sponsored Event Fees
Plan Maintenance Fees
Architectural Review Fees
Service Fees and Charges (Continued)
Environmental Assessment Fees
Miscellaneous Community Development Fees
Recreation Programming Fees
Passport Services Fees
Ranger Fees
Use of Money and Property
Farmers’ Market Concessions
Investment Income
Franchise Fees for Electric and Gas Utilities
Oil Royalties
City-Owned Property Lease Income
City Facilities Rental Income
Antenna Encroachment Fees
Open Air Dining Revenue
Fines and Penalties
Ordinance Violations
Motor Vehicle Code Violations
Other Fines and Penalties
Penalties on Delinquent Accounts
Miscellaneous Revenue
Municipal Surcharge Revenue
Public Benefit Contributions
Recoverable Expenditures
Environmental Mitigation and Sustainability Fees
CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2026-27
BUDGET SUMMARIES 37
Budget Summaries
Proposed Budget
CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2026-27
BUDGET SUMMARIES 38
Source of Funds – Citywide
CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2026-27
BUDGET SUMMARIES 39
Source of Funds – Citywide (Continued)
CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2026-27
BUDGET SUMMARIES 40
Source of Funds – General Fund
3 1Excludes one-time public benefit contributions
CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2026-27
BUDGET SUMMARIES 41
Source of Funds – Enterprise Funds
CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2026-27
BUDGET SUMMARIES 42
Use of Funds – Citywide
CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2026-27
BUDGET SUMMARIES 43
Use of Funds – Citywide (Continued)
CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2026-27
BUDGET SUMMARIES 44
Use of Funds – Citywide (Continued)
CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2026-27
BUDGET SUMMARIES 45
Use of Funds – General Fund
CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2026-27
BUDGET SUMMARIES 46
Use of Funds – General Fund (Continued)
CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2026-27
BUDGET SUMMARIES 47
Appropriations by Fund Type – Enterprise Funds
4 The Water Funds include the Water Enterprise Fund, Water Capacity Fee Fund, and Water Supply Fee Fund; the Wastewater Funds comprise the Wastewater Enterprise Fund and Wastewater Capacity Fee Fund.
CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2026-27
BUDGET SUMMARIES 48
Projected Fund Balance by Fund – FY 2025-26 (in Thousands) Fund Description
07/01/25
Beginning
Balance
Projected
Year-End
Revenues
Projected
Transfers In
Projected
Transfers Out
Projected
Year-End
Expenditures
06/30/26
Projected
Ending Balance
General Fund[1] 242,512$ 367,339$ 132$ 29,528$ 314,639$ 265,817$ Special Revenue Funds
004 Community Dev Tech Fund 5,536 1,779 - - 490 6,825
100 CDBG Grant Fund (10) 70 - - 60 -
120 State Gas Tax Fund 1,720 1,046 - 6 1,287 1,472
121 Road Maint and Rehab Acct Fund 1,161 894 - - 574 1,482 130 In-Lieu Parking District Fund 10,266 482 - - 627 10,122 140 General Plan Fund 2,588 2,646 - - 559 4,675
160 Parks and Rec Facilities Fund 11,480 6,329 - - 3,762 14,047 180 Fine Art Fund 1,890 198 - - 122 1,966
190 Public Safety Grant Fund 1,392 2,040 - 111 1,347 1,973 210 Affordable Housing Fund 689 32 - - 173 548
240 Air Quality Improvement Fund 380 45 - - 328 96
260 State Mandated Bldg Fees Fund 545 190 - - 3 732
270 Disabled Accessibility Fund 351 60 - - - 411
280 Measure W Safe Clean Water Fund 446 578 - - 100 924 300 Prop A Local Transit Fund 4,517 1,009 - - 611 4,915 310 Prop C Local Transit Fund 2,478 897 - - 807 2,568
315 Misc Grants Fund - Non-Safety - 19 - - 19 -
326 Seized and Forfeited Prop Fund 2,401 8 - - 450 1,960 330 Measure R Local Transit Fund 1,943 648 - - 70 2,521 335 Metro Violations Fund 5,352 1,306 - 4,784 - 1,874
340 Measure M Local Transit Fund 1,294 712 - - 245 1,761 Total 56,420 20,987 - 4,902 11,633 60,872
Internal Service Funds
400 Equipment Replacement Fund 9,878 3,270 - - 351 12,798 405 Capital Assets Fund 24,277 29,614 6,425 - 22,076 38,239 410 Information Technology Fund 30,109 25,880 1,497 - 28,013 29,473 440 Employee Benefits Fund 14 - - 14 - -
441 Comp Absences Liability Fund 11,225 4,549 - - 4,000 11,775 450 Liability Insurance Fund (1,626) 26,848 - 200 23,171 1,851 460 Workers’ Compensation Fund 25,717 7,018 - - 5,148 27,587 470 Unemployment Insurance Fund 365 20 - - 27 358
480 Policy, Admin, and Legal Fund 32,503 52,311 210 - 46,764 38,261 490 Vehicle Replacement Fund 36,319 10,272 - - 12,770 33,821 Total 168,782 159,781 8,132 214 142,319 194,162
Infrastructure Funds
560 Debt Service Fund 3,352 216 3,238 - 3,238 3,568
600 Infrastructure Fund 24,381 2,214 16,484 - 15,393 27,685 Total 27,732 2,430 19,722 - 18,631 31,253
Enterprise Funds
800 Water Enterprise Fund 17,503 40,742 1,158 - 43,297 16,105 801 Water Capacity Fee Fund 2,413 1,204 - - - 3,618
802 Water Supply Fee Fund 1,237 737 - - - 1,974
810 Parking Enterprise Fund 23,995 31,298 - - 25,190 30,102 830 Solid Waste Enterprise Fund 10,981 24,784 - 60 25,958 9,748 840 Wastewater Enterprise Fund 43,730 13,805 - - 16,524 41,011 841 Wastewater Capacity Fee Fund 1,089 133 - - - 1,222
850 Stormwater Enterprise Fund[2]
4,067 1,907 5,560 - 3,745 7,790
Total 105,015 114,611 6,718 60 114,714 111,570
ALL FUNDS 600,462$ 665,148$ 34,704 $ 34,704$ 601,935$ 663,674$ NOTE: Immaterial differences may exist due to rounding. [1] Excludes restricted and nonspendable fund balance. [2] Includes amounts previously reported in Fund 851 - Stormwater Meas W Reg Fund and Fund 852 - Stormwater DWR Prop 1 Fund.
CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2026-27
BUDGET SUMMARIES 49
Projected Fund Balance by Fund – FY 2026-27 (in Thousands)
Fund Description
07/01/26
Projected Beg.
Balance
Estimated
Revenues
Estimated
Transfers In
Proposed
Transfers Out
Proposed
Expenditures
06/30/27
Projected
Ending Balance
General Fund[1] 265,817$ 361,655$ 6$ 16,392$ 330,174$ 280,912$ Special Revenue Funds
004 Community Dev Tech Fund 6,825 893 - - 698 7,021
100 CDBG Grant Fund - 20 - - 20 -
120 State Gas Tax Fund 1,472 1,112 - 6 925 1,653
121 Road Maint and Rehab Acct Fund 1,482 1,007 - - 800 1,689 130 In-Lieu Parking District Fund 10,122 505 - - 265 10,361 140 General Plan Fund 4,675 1,051 - - 744 4,983
160 Parks and Rec Facilities Fund 14,047 3,871 - - 4,669 13,248 180 Fine Art Fund 1,966 398 - - 175 2,189
190 Public Safety Grant Fund 1,973 767 - - 742 1,999
210 Affordable Housing Fund 548 36 - - 504 80
240 Air Quality Improvement Fund 96 48 - - 65 79
260 State Mandated Bldg Fees Fund 732 44 - - 34 741
270 Disabled Accessibility Fund 411 52 - - - 463
280 Measure W Safe Clean Water Fund 924 564 - - 500 988 300 Prop A Local Transit Fund 4,915 999 - - 1,100 4,814 310 Prop C Local Transit Fund 2,568 886 - - 475 2,979
315 Misc Grants Fund - Non-Safety - 27 - - 27 -
326 Seized and Forfeited Prop Fund 1,960 - - - - 1,960
330 Measure R Local Transit Fund 2,521 639 - - 610 2,550 335 Metro Violations Fund 1,874 299 - - - 2,173
340 Measure M Local Transit Fund 1,761 703 - - 300 2,164 Total 60,872 13,921 - 6 12,653 62,134
Internal Service Funds
400 Equipment Replacement Fund 12,798 3,195 - - 1,525 14,468 405 Capital Assets Fund 38,239 26,163 - - 32,964 31,438 410 Information Technology Fund 29,473 27,330 - - 27,330 29,473 441 Comp Absences Liability Fund 11,775 4,527 - - 4,000 12,302 450 Liability Insurance Fund 1,851 25,990 - 200 23,790 3,851 460 Workers’ Compensation Fund 27,587 8,030 - - 5,063 30,555 470 Unemployment Insurance Fund 358 23 - - 75 306
480 Policy, Admin, and Legal Fund 38,261 51,477 - - 51,477 38,261 490 Vehicle Replacement Fund[2]
33,821 5,832 - - 5,399 34,254
491 Vehicle Operations Fund[2] - 7,684 - - 7,684 -
Total 194,162 160,252 - 200 159,307 194,907
Infrastructure Funds
560 Debt Service Fund 3,568 152 3,235 - 3,235 3,719
600 Infrastructure Fund 27,685 2,110 6,200 - 30,322 5,673 Total 31,253 2,262 9,435 - 33,557 9,393
Enterprise Funds
800 Water Enterprise Fund 16,105 44,629 1,158 - 48,603 13,289 801 Water Capacity Fee Fund 3,618 1,255 - - 1,730 3,143 802 Water Supply Fee Fund 1,974 766 - - - 2,739
810 Parking Enterprise Fund 30,102 29,540 - - 37,539 22,103 830 Solid Waste Enterprise Fund 9,748 27,956 - 60 28,121 9,522 840 Wastewater Enterprise Fund 41,011 14,358 - - 19,705 35,664 841 Wastewater Capacity Fee Fund 1,222 140 - - - 1,362
850 Stormwater Enterprise Fund[3] 7,790 1,978 6,060 - 7,187 8,641 Total 111,570 120,622 7,218 60 142,886 96,463
ALL FUNDS 663,674$ 658,712$ 16,658$ 16,658$ 678,577$ 643,809$ NOTE: Immaterial differences may exist due to rounding. [1] Excludes restricted and nonspendable fund balance. [2] Vehicle Operations is being transferred from Fund 490 to Fund 491 effective July 1, 2026. [3] Includes amounts previously reported in Fund 851 - Stormwater Meas W Reg Fund and Fund 852 - Stormwater DWR Prop 1 Fund.
CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2026-27
BUDGET SUMMARIES 50
FY 2026-27 Proposed Operating and Capital Improvement Budget
Operating Capital
Budget Program
001 General Fund $ 346,566,387 $ - $ 346,566,387
004 Community Dev Technology Fund 697,820 - 697,820
100 CDBG Grant Fund 20,000 - 20,000
120 State Gas Tax Fund 6,000 925,000 931,000
121 Road Maintenance & Rehab Acct Fund - 800,000 800,000 130 In-Lieu Parking District Fund - 264,888 264,888
140 General Plan Fund 744,026 - 744,026
160 Parks and Rec Facilities Fund - 4,669,480 4,669,480 180 Fine Art Fund 65,432 109,432 174,864
190 Public Safety Grant Fund 742,002 - 742,002
210 Affordable Housing Fund 150,000 354,432 504,432
240 Air Quality Improvement Fund 65,000 - 65,000
260 State Mandated Building Fees Fund 34,000 - 34,000
280 Measure W - Safe Clean Water Fund 250,000 250,000 500,000 300 Prop A Local Transit Fund 1,100,000 - 1,100,000
310 Prop C Local Transit Fund - 475,000 475,000
315 Misc Grants Fund - Non-Safety 26,867 - 26,867
330 Measure R Local Transit Fund 110,000 500,000 610,000 340 Measure M Local Transit Fund - 300,000 300,000
400 Equipment Replacement Fund 1,524,573 - 1,524,573
405 Capital Assets Fund 14,681,774 18,281,939 32,963,713 410 Information Technology Fund 19,479,674 7,850,000 27,329,674 441 Compensated Absences Liability Fund 4,000,000 - 4,000,000 450 Liability Insurance Fund 23,990,349 - 23,990,349
460 Workers’ Compensation Fund 5,062,518 - 5,062,518
470 Unemployment Insurance Fund 75,000 - 75,000
480 Policy, Admin, Legal Fund 51,477,082 - 51,477,082
490 Vehicle Replacement Fund[1] - 5,399,432 5,399,432
491 Vehicle Operations Fund[1] 7,684,409 - 7,684,409
560 Debt Service Fund 3,234,772 - 3,234,772
600 Infrastructure Fund - 30,322,206 30,322,206
800 Water Enterprise Fund 35,423,983 13,179,364 48,603,347 801 Water Capacity Fee Fund - 1,730,000 1,730,000
810 Parking Enterprise Fund 26,386,889 11,152,532 37,539,421 830 Solid Waste Enterprise Fund 27,588,431 592,756 28,181,187 840 Wastewater Enterprise Fund 9,321,471 10,383,534 19,705,005 850 Stormwater Enterprise Fund [2] 5,696,281 1,490,756 7,187,037 Total $ 586,204,740 $ 109,030,751 $ 695,235,491
Fund Description Total
[1] Vehicle Operations is being transferred from Fund 490 to Fund 491 effective July 1, 2026. [2] Includes amounts previously reported in Fund 851 - Stormwater Meas W Reg Fund and Fund 852 - Stormwater DWR Prop 1 Fund.
CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2026-27
BUDGET SUMMARIES 51
Revenue and Expenditure Summary by Category – All Funds 5 [1] Homeowners Property Tax Relief (HOPTR) revenue has been reclassified from Intergovernmental Revenue to Property Tax and Public Safety Augmentation Fund (PSAF) revenue has been reclassified from Property Tax to Sales Tax for all years presented.
2023-24 2024-25 2025-26 2026-27
Year-End Year-End Adopted Proposed
Actual Actual Budget Budget
Revenue
Property Tax[1] $ 100,675,628 $ 107,300,159 $ 114,342,853 $ 115,456,180 Sales Tax[1] 41,939,288 47,715,093 45,551,000 47,749,000 Transient Occupancy Tax (TOT) 47,981,407 48,687,956 46,364,000 46,719,000 Business Tax 61,206,483 62,559,603 64,165,000 65,448,000 Other Taxes 3,817,515 4,748,367 3,612,000 4,770,000
Intergovernmental Revenue[1] 9,633,565 9,742,623 6,219,072 6,111,827 Licenses and Permits 23,849,950 33,233,097 30,471,500 31,300,836 Fines and Penalties 6,811,467 6,239,093 5,492,000 6,949,000 Use of Money and Property 31,751,261 46,159,922 40,983,952 41,198,117 Service Fees and Charges 112,264,630 118,491,452 119,909,601 122,548,050 Internal Service Fund Receipts 132,005,555 144,901,599 142,603,407 145,238,266 Miscellaneous Revenue 28,171,733 29,743,936 23,266,749 25,223,411 Transfers In 47,247,494 25,605,728 21,661,906 16,658,272 ALL FUNDS 647,355,976$ 685,128,628$ 664,643,040$ 675,369,959$ Expenditures
Salaries and Benefits 209,436,062$ 219,985,384$ 236,881,933$ 250,238,129$ Materials and Supplies 17,470,724 19,357,260 20,990,916 20,993,022 Contractual Services 102,158,584 109,239,027 114,454,587 115,286,076 Capital Outlay 1,668,277 1,511,766 2,484,996 1,862,940
Internal Service Fund Charges 114,962,133 129,491,737 126,004,217 127,509,515 Other Charges 52,000,795 49,627,734 54,631,247 53,656,786 Capital Improvement 65,051,251 60,038,591 86,380,825 109,030,751 Transfers Out 47,247,494 25,605,728 21,661,906 16,658,272 ALL FUNDS 609,995,320$ 614,857,227$ 663,490,627$ 695,235,491$ Category
CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2026-27
BUDGET SUMMARIES 52
Revenue Summary by Category
2023-24 2024-25 2025-26 2026-27
Year-End Year-End Adopted Proposed
Actual Actual Budget Budget
Property Tax 100,675,628$ 107,300,159$ 114,342,853$ 115,456,180$ Sales Tax 41,939,288 47,715,093 45,551,000 47,749,000
Transient Occupancy Tax (TOT) 47,981,407 48,687,956 46,364,000 46,719,000 Business Tax 61,206,483 62,559,603 64,165,000 65,448,000 Other Taxes 1,735,490 1,886,834 1,212,000 1,770,000
Intergovernmental Revenue 1,223,111 1,838,383 157,500 170,000 Licenses and Permits 22,768,291 30,899,856 29,254,500 29,939,836 Fines and Penalties 6,539,503 5,831,168 5,242,000 6,549,000 Use of Money and Property 7,758,961 11,718,039 10,687,113 11,149,909 Service Fees and Charges 15,733,090 14,124,253 11,926,350 12,464,530 Miscellaneous Revenue 21,776,431 26,767,145 22,077,149 24,239,911 Transfers In 6,000 3,006,000 6,000 6,000
001-General Fund 329,343,683 362,334,489 350,985,465 361,661,366 Use of Money and Property - 85,974 197,870 193,250
Service Fees and Charges 588,604 896,376 585,000 700,000 004-Community Dev Technology Fund 588,604 982,350 782,870 893,250 Intergovernmental Revenue 131,678 494,364 - 20,000
100-CDBG Grant Fund 131,678 494,364 - 20,000
Intergovernmental Revenue 883,580 910,698 917,045 950,201 Use of Money and Property 228,712 322,504 141,050 161,650 120-State Gas Tax Fund 1,112,292 1,233,202 1,058,095 1,111,851 Intergovernmental Revenue 844,090 892,326 857,917 917,486 Use of Money and Property 96,640 103,210 101,920 89,580 121-Road Maintenance and Rehab Acct Fund 940,730 995,536 959,837 1,007,066 Use of Money and Property 275,848 646,177 300,000 504,610 Service Fees and Charges 191,986 - - -
130-In-Lieu Parking District Fund 467,834 646,177 300,000 504,610 Licenses and Permits 603,218 1,607,818 765,000 950,000
Use of Money and Property 51,191 103,510 72,520 101,330 140-General Plan Fund 654,409 1,711,328 837,520 1,051,330 Category
CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2026-27
BUDGET SUMMARIES 53
Revenue Summary by Category (Continued)
2023-24 2024-25 2025-26 2026-27
Year-End Year-End Adopted Proposed
Actual Actual Budget Budget
Other Taxes 2,082,025 2,861,533 2,400,000 3,000,000
Intergovernmental Revenue 189,488 - - -
Use of Money and Property 563,607 1,150,316 961,661 870,513 Transfers In 131,678 447,355 - -
160-Parks and Rec Facilities Fund 2,966,798 4,459,204 3,361,661 3,870,513 Licenses and Permits 358,464 581,756 350,000 300,000
Use of Money and Property 42,209 119,187 94,520 98,010
180-Fine Art Fund 400,673 700,943 444,520 398,010
Intergovernmental Revenue 936,788 2,360,291 934,099 766,680 Use of Money and Property 553 842 500 600
Miscellaneous Revenue 56,351 283,683 105,000 -
190-Public Safety Grant Fund 993,692 2,644,816 1,039,599 767,280 Use of Money and Property - 16,670 45,890 36,100
210-Affordable Housing Fund - 16,670 45,890 36,100
Intergovernmental Revenue 31,933 53,230 30,000 40,000
Use of Money and Property 12,461 15,958 13,670 7,610
240-Air Quality Improvement Fund 44,394 69,188 43,670 47,610 Licenses and Permits 19,741 20,550 20,000 25,000
Use of Money and Property - 8,307 20,720 18,610
260-State Mandated Building Fees Fund 19,741 28,857 40,720 43,610 Use of Money and Property - 5,266 11,990 11,980
Service Fees and Charges 37,323 38,996 40,000 40,000
270-Disabled Accessibility Fund 37,323 44,262 51,990 51,980 Intergovernmental Revenue 552,528 552,408 550,000 550,000 Use of Money and Property 1,790 3,438 820 14,250
280-Measure W-Safe Clean Water Fund 554,318 555,846 550,820 564,250 Intergovernmental Revenue 855,551 830,665 942,743 836,523 Use of Money and Property 90,390 194,265 161,650 156,990 Service Fees and Charges 5,859 7,338 5,500 5,500
300-Prop A Local Transit Fund 951,800 1,032,268 1,109,893 999,013 Category
CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2026-27
BUDGET SUMMARIES 54
Revenue Summary by Category (Continued)
2023-24 2024-25 2025-26 2026-27
Year-End Year-End Adopted Proposed
Actual Actual Budget Budget
Intergovernmental Revenue 709,660 689,016 682,443 693,873 Use of Money and Property 124,951 227,125 196,950 191,880 310-Prop C Local Transit Fund 834,611 916,141 879,393 885,753 Intergovernmental Revenue 71,251 105,223 25,415 26,867
315-Misc Grants Fund - Non-Safety 71,251 105,223 25,415 26,867 Intergovernmental Revenue 220,856 1,784 - -
326-Seized and Forfeited Property Fund 220,856 1,784 - - Intergovernmental Revenue 532,078 516,666 511,833 520,405 Use of Money and Property 88,886 145,573 125,320 118,940 330-Measure R Local Transit Fund 620,964 662,239 637,153 639,345 Use of Money and Property - 62,759 34,660 99,190
Miscellaneous Revenue 180,000 (80,000) 200,000 200,000
335-Metro Violations Fund 180,000 (17,241) 234,660 299,190 Intergovernmental Revenue 600,830 585,366 580,077 589,792 Use of Money and Property 68,233 144,316 120,150 113,530 340-Measure M Local Transit Fund 669,063 729,682 700,227 703,322 Use of Money and Property 499,323 935,861 811,056 837,407 Internal Service Fund Receipts 2,390,346 2,173,267 2,419,793 2,357,724 Miscellaneous Revenue 25,694 - - -
400-Equipment Replacement Fund 2,915,363 3,109,128 3,230,849 3,195,131 Licenses and Permits 71,921 84,712 50,000 50,000
Fines and Penalties 1,843 180 - -
Use of Money and Property 6,622,233 7,123,690 7,152,375 7,479,506 Internal Service Fund Receipts 18,113,140 24,857,645 22,341,401 18,628,207 Miscellaneous Revenue 1,299,863 (4,676) 6,000 5,000
Transfers In 8,419,000 - - -
405-Capital Assets Fund 34,528,000 32,061,551 29,549,776 26,162,713 Category
CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2026-27
BUDGET SUMMARIES 55
Revenue Summary by Category (Continued)6
[1] Fund was closed in FY 2025-26 due to the final payoff of revenue bonds that had been issued for the purpose of funding the Alternative Retiree Medical Plan (ARMP).
2023-24 2024-25 2025-26 2026-27
Year-End Year-End Adopted Proposed
Actual Actual Budget Budget
Licenses and Permits 13,483 12,328 15,000 8,000
Use of Money and Property 1,606,895 1,904,234 1,619,278 1,282,230 Service Fees and Charges 134,925 99,748 100,000 85,000
Internal Service Fund Receipts 24,546,354 26,921,777 24,350,771 25,954,457 Transfers In 1,950,215 - - -
410-Information Technology Fund 28,251,872 28,938,087 26,085,049 27,329,687 Use of Money and Property 6,475 18,462 - -
Internal Service Fund Receipts 696,381 694,840 - -
440-Employee Benefits Fund[1] 702,856 713,302 - -
Use of Money and Property 448,997 652,115 567,750 527,460 Internal Service Fund Receipts 5,000,000 4,000,000 4,000,000 4,000,000 441-Compensated Absences Liability Fund 5,448,997 4,652,115 4,567,750 4,527,460 Use of Money and Property 88,159 259,959 - -
Internal Service Fund Receipts 19,908,133 25,183,924 26,183,881 25,990,351 Miscellaneous Revenue 1,032,003 179,077 - -
450-Liability Insurance Fund 21,028,295 25,622,960 26,183,881 25,990,351 Use of Money and Property 816,308 1,237,061 1,103,910 1,030,190 Internal Service Fund Receipts 6,000,000 4,500,000 6,000,000 7,000,000 Miscellaneous Revenue - 2,846 - -
460-Workers’ Compensation Fund 6,816,308 5,739,907 7,103,910 8,030,190 Use of Money and Property 5,933 17,098 15,150 12,620
Internal Service Fund Receipts 56,000 50,000 10,000 10,000 470-Unemployment Insurance Fund 61,933 67,098 25,150 22,620 Use of Money and Property 1,067,253 1,916,042 1,279,130 1,351,165 Service Fees and Charges 270 (280) - -
Internal Service Fund Receipts 45,099,508 47,633,097 48,900,413 49,695,427 Miscellaneous Revenue 2,396,167 1,577,855 523,100 430,500 Transfers In 200,000 - - -
480-Policy, Admin, Legal Fund 48,763,198 51,126,714 50,702,643 51,477,092 Category
CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2026-27
BUDGET SUMMARIES 56
Revenue Summary by Category (Continued)
1 7
[2] Vehicle Operations is being transferred from Fund 490 to Fund 491 effective July 1, 2026. 2023-24 2024-25 2025-26 2026-27
Year-End Year-End Adopted Proposed
Actual Actual Budget Budget
Use of Money and Property 1,367,378 2,005,127 1,811,318 1,599,826 Internal Service Fund Receipts 3,970,941 3,435,218 2,675,879 4,082,555 Miscellaneous Revenue 176,927 165,743 155,000 150,000
490-Vehicle Replacement Fund[2] 5,515,246 5,606,088 4,642,197 5,832,381 Intergovernmental Revenue 33,063 25,374 30,000 30,000
Use of Money and Property 123,591 150,231 157,297 134,860 Internal Service Fund Receipts 6,224,752 5,451,831 5,721,269 7,519,545 Miscellaneous Revenue 6,476 96,098 5,000 -
491-Vehicle Operations Fund[2] 6,387,882 5,723,534 5,913,566 7,684,405 Use of Money and Property 92,981 228,736 161,060 151,520 Transfers In 3,233,325 3,234,873 3,238,406 3,234,772
560-Debt Service Fund 3,326,306 3,463,609 3,399,466 3,386,292 Intergovernmental Revenue 497,458 27,868 - -
Use of Money and Property 1,334,098 2,746,322 2,122,580 2,110,140 Transfers In 24,589,776 12,700,000 11,700,000 6,200,000 600-Infrastructure Fund 26,421,332 15,474,190 13,822,580 8,310,140 Intergovernmental Revenue 950,999 (141,039) - -
Fines and Penalties 270,121 407,745 250,000 400,000
Use of Money and Property 4,037,496 5,333,601 5,258,276 5,009,026 Service Fees and Charges 32,295,973 36,692,206 38,262,159 39,162,400 Miscellaneous Revenue 783,222 537,460 135,000 58,000
Transfers In 1,157,500 1,157,500 1,157,500 1,157,500
800-Water Enterprise Fund 39,495,311 43,987,473 45,062,935 45,786,926 Use of Money and Property 187,651 336,782 293,500 307,830 Service Fees and Charges 864,344 1,181,402 1,225,300 947,000 801-Water Capacity Fee Fund 1,051,995 1,518,184 1,518,800 1,254,830 Use of Money and Property 107,162 210,413 182,490 190,890 Service Fees and Charges 588,426 693,386 777,760 575,000 802-Water Supply Fee Fund 695,588 903,799 960,250 765,890 Category
CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2026-27
BUDGET SUMMARIES 57
Revenue Summary by Category (Continued)
8 [3] Includes amounts previously reported in Fund 851 - Stormwater Meas W Reg Fund and Fund 852 - Stormwater DWR Prop 1 Fund.
2023-24 2024-25 2025-26 2026-27
Year-End Year-End Adopted Proposed
Actual Actual Budget Budget
Use of Money and Property 1,983,173 2,836,265 2,251,858 2,498,825 Service Fees and Charges 27,595,966 27,517,830 27,051,620 26,901,620 Miscellaneous Revenue 167,994 217,853 60,000 140,000
Transfers In 3,000,000 - - -
810-Parking Enterprise Fund 32,747,133 30,571,948 29,363,478 29,540,445 Intergovernmental Revenue 98,348 - - -
Use of Money and Property 244,855 325,910 371,720 301,670 Service Fees and Charges 20,627,068 23,436,458 26,030,000 27,654,000 Miscellaneous Revenue 433 - 500 -
830-Solid Waste Enterprise Fund 20,970,704 23,762,368 26,402,220 27,955,670 Intergovernmental Revenue 270,275 - - -
Use of Money and Property 1,538,541 2,558,563 2,299,570 2,202,820 Service Fees and Charges 11,750,247 11,963,211 11,996,912 12,155,000 840-Wastewater Enterprise Fund 13,559,063 14,521,774 14,296,482 14,357,820 Use of Money and Property - 20,365 35,130 36,630
Service Fees and Charges 147,381 143,414 135,000 103,000 841-Wastewater Capacity Fee Fund 147,381 163,779 170,130 139,630 Licenses and Permits 14,832 26,077 17,000 28,000
Use of Money and Property 168,327 269,649 201,530 194,970 Service Fees and Charges 1,703,168 1,697,114 1,774,000 1,755,000 Miscellaneous Revenue 270,172 852 - -
Transfers In 4,560,000 5,060,000 5,560,000 6,060,000
850-Stormwater Enterprise Fund[3] 6,716,499 7,053,692 7,552,530 8,037,970 Total Revenue $647,355,976 $685,128,628 $664,643,040 $675,369,959 Category
CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2026-27
BUDGET SUMMARIES 58
Expenditure Summary by Category
2023-24 2024-25 2025-26 2026-27
Year-End Year-End Adopted Proposed
Actual Actual Budget Budget
Salaries and Benefits 153,586,564$ 158,737,603$ 170,959,709$ 181,576,241$ Materials and Supplies 2,418,336 2,591,703 2,837,758 2,828,502 Contractual Services 57,254,500 59,805,027 58,943,401 59,437,249 Capital Outlay 508,959 280,498 620,000 100,000
Internal Service Fund Charges 73,106,433 80,319,466 77,380,250 77,548,451 Other Charges 5,493,715 5,983,375 6,903,444 8,683,672
Transfers Out 46,849,816 21,892,373 21,395,906 16,392,272 001-General Fund 339,218,323 329,610,045 339,040,468 346,566,387 Salaries and Benefits 119,711 240,764 222,439 217,741
Contractual Services 188,073 196,820 2,525,628 299,130
Capital Outlay 9,334 - - -
Internal Service Fund Charges 133,608 112,760 111,826 180,949 004-Community Dev Technology Fund 450,726 550,344 2,859,893 697,820 Contractual Services 22,315 34,800 - 20,000
Transfers Out 131,678 447,355 - -
100-CDBG Grant Fund 153,993 482,155 - 20,000
Capital Improvement 56,052 42,399 930,000 925,000
Transfers Out 6,000 6,000 6,000 6,000
120-State Gas Tax Fund 62,052 48,399 936,000 931,000
Capital Improvement 1,164,534 1,581,909 775,000 800,000 121-Road Maintenance and Rehab Acct Fund 1,164,534 1,581,909 775,000 800,000 Capital Improvement - 78,635 10,082,500 264,888
130-In-Lieu Parking District Fund - 78,635 10,082,500 264,888 Salaries and Benefits 287,681 233,866 346,680 349,068
Contractual Services 112,313 205,464 352,000 152,000
Internal Service Fund Charges 135,188 145,289 139,271 242,958 140-General Plan Fund 535,182 584,619 837,951 744,026
Capital Improvement 1,709,159 4,122,017 2,474,891 4,669,480 160-Parks and Rec Facilities Fund 1,709,159 4,122,017 2,474,891 4,669,480 Category
CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2026-27
BUDGET SUMMARIES 59
Expenditure Summary by Category (Continued)
2023-24 2024-25 2025-26 2026-27
Year-End Year-End Adopted Proposed
Actual Actual Budget Budget
Salaries and Benefits - 51,735 14,961 16,177
Contractual Services 41,570 30,842 49,255 49,255
Capital Improvement 58,740 52,741 80,000 109,432
180-Fine Art Fund 100,310 135,318 144,216 174,864
Salaries and Benefits 209,348 1,419,435 279,893 475,314 Materials and Supplies 75,608 218,394 - -
Contractual Services 55,921 569,476 454,206 266,688
Capital Outlay 341,254 241,395 - -
190-Public Safety Grant Fund 682,131 2,448,700 734,099 742,002 Contractual Services 93,415 160,400 150,000 150,000
Capital Improvement 2,135 41,303 - 354,432
210-Affordable Housing Fund 95,550 201,703 150,000 504,432 Contractual Services 3,057 - 65,000 65,000
Capital Improvement - 6,257 - -
240-Air Quality Improvement Fund 3,057 6,257 65,000 65,000 Materials and Supplies 4,756 4,023 5,000 5,000
Contractual Services 10,039 23,416 29,000 29,000
260- State Mandated Building Fees Fund 14,795 27,439 34,000 34,000 Contractual Services - - 250,000 250,000
Capital Improvement 52,670 121,392 250,000 250,000
280-Measure W - Safe Clean Water Fund 52,670 121,392 500,000 500,000 Contractual Services 623,268 639,257 1,100,000 1,100,000 300-Prop A Local Transit Fund 623,268 639,257 1,100,000 1,100,000 Capital Improvement 462,656 486,240 450,000 475,000
310-Prop C Local Transit Fund 462,656 486,240 450,000 475,000 Capital Outlay 71,251 105,223 25,415 26,867
315-Misc Grants Fund - Non-Safety 71,251 105,223 25,415 26,867 Category
CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2026-27
BUDGET SUMMARIES 60
Expenditure Summary by Category (Continued) 9
[1] Fund was closed in FY 2025-26 due to the final payoff of revenue bonds that had been issued for the purpose of funding the Alternative Retiree Medical Plan (ARMP).
2023-24 2024-25 2025-26 2026-27
Year-End Year-End Adopted Proposed
Actual Actual Budget Budget
Capital Outlay - 35,891 - -
Capital Improvement - 8,509 - -
326-Seized and Forfeited Property Fund - 44,400 - -
Contractual Services - - 110,000 110,000
Capital Improvement 360,318 400,000 500,000 500,000
330-Measure R Local Transit Fund 360,318 400,000 610,000 610,000 Capital Improvement 467,328 500,000 500,000 300,000
340-Measure M Local Transit Fund 467,328 500,000 500,000 300,000 Capital Outlay 691,640 807,724 1,689,581 1,524,573
400-Equipment Replacement Fund 691,640 807,724 1,689,581 1,524,573 Salaries and Benefits 2,334,435 2,246,712 2,785,374 3,126,952 Materials and Supplies 411,802 276,562 406,986 407,706
Contractual Services 4,757,023 4,940,181 5,554,321 6,070,216 Capital Outlay - - - 90,900
Internal Service Fund Charges 1,695,081 2,059,095 1,889,980 2,294,519 Other Charges 5,535,677 5,634,322 4,764,183 2,691,481
Capital Improvement 14,531,584 6,049,381 14,148,928 18,281,939 405-Capital Assets Fund 29,265,602 21,206,253 29,549,772 32,963,713 Salaries and Benefits 6,744,858 7,462,563 8,082,932 8,407,509 Materials and Supplies 80,628 60,603 82,950 103,450
Contractual Services 4,806,421 5,148,207 5,988,684 6,097,327 Capital Outlay - - 20,000 -
Internal Service Fund Charges 2,808,410 3,223,594 3,038,826 2,916,402 Other Charges 1,240,767 1,913,954 1,721,646 1,954,986
Capital Improvement 10,561,698 11,962,150 7,150,000 7,850,000 410-Information Technology Fund 26,242,782 29,771,071 26,085,038 27,329,674 Other Charges 693,329 691,615 - -
440-Employee Benefits Fund[1] 693,329 691,615 - -
Salaries and Benefits 6,050,929 5,322,717 4,000,000 4,000,000 441-Compensated Absences Liability Fund 6,050,929 5,322,717 4,000,000 4,000,000 Category
CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2026-27
BUDGET SUMMARIES 61
Expenditure Summary by Category (Continued)
10 [2] Vehicle Operations is being transferred from Fund 490 to Fund 491 effective July 1, 2026. 2023-24 2024-25 2025-26 2026-27
Year-End Year-End Adopted Proposed
Actual Actual Budget Budget
Salaries and Benefits 245,783 300,970 401,692 395,413
Materials and Supplies 2,188 2,132 - -
Contractual Services 3,254,115 3,127,455 1,671,244 1,671,247 Internal Service Fund Charges 133,001 120,787 160,939 153,689 Other Charges 19,670,603 15,536,531 21,750,000 21,570,000 Transfers Out 200,000 200,000 200,000 200,000
450-Liability Insurance Fund 23,505,690 19,287,875 24,183,875 23,990,349 Salaries and Benefits 352,075 346,109 407,874 424,200
Materials and Supplies 4,797 - 920 920
Contractual Services 285,354 358,880 345,984 345,987
Capital Outlay 45,019 41,035 60,000 60,000
Internal Service Fund Charges 108,553 164,826 163,561 150,911 Other Charges 3,400,367 3,901,581 3,685,194 4,080,500
460-Workers’ Compensation Fund 4,196,165 4,812,431 4,663,533 5,062,518 Salaries and Benefits 53,266 97,699 75,000 75,000
470-Unemployment Insurance Fund 53,266 97,699 75,000 75,000 Salaries and Benefits 20,312,377 22,143,714 25,316,066 26,291,666 Materials and Supplies 369,312 246,846 317,682 311,467
Contractual Services 8,209,364 8,816,747 8,586,955 8,918,428 Capital Outlay 820 - - -
Internal Service Fund Charges 13,913,895 14,961,691 14,671,196 14,527,985 Other Charges 1,936,261 1,919,821 1,810,744 1,427,536
480-Policy, Admin, Legal Fund 44,742,029 48,088,819 50,702,643 51,477,082 Capital Improvement 2,545,695 7,667,537 3,850,000 5,399,432 490-Vehicle Replacement Fund[2] 2,545,695 7,667,537 3,850,000 5,399,432 Salaries and Benefits 1,602,482 1,850,829 1,754,068 1,851,598 Materials and Supplies 1,924,029 1,810,167 2,487,440 2,487,440 Contractual Services 685,410 622,553 635,806 640,309
Internal Service Fund Charges 1,111,208 1,622,347 1,757,606 1,785,017 Other Charges 330,253 917,850 894,965 920,045
491-Vehicle Operations Fund[2] 5,653,382 6,823,746 7,529,885 7,684,409 Category
CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2026-27
BUDGET SUMMARIES 62
Expenditure Summary by Category (Continued)
2023-24 2024-25 2025-26 2026-27
Year-End Year-End Adopted Proposed
Actual Actual Budget Budget
Other Charges 3,233,325 3,234,873 3,238,406 3,234,772
560-Debt Service Fund 3,233,325 3,234,873 3,238,406 3,234,772 Capital Improvement 15,143,286 8,936,694 15,378,790 30,322,206 600-Infrastructure Fund 15,143,286 8,936,694 15,378,790 30,322,206 Salaries and Benefits 6,473,259 7,707,422 7,664,304 8,166,778 Materials and Supplies 11,943,853 13,983,108 14,098,491 14,099,261 Contractual Services 1,518,771 1,412,910 1,895,057 1,791,975 Internal Service Fund Charges 5,531,028 6,646,735 6,720,652 6,850,982 Other Charges 4,618,859 4,656,276 4,706,118 4,514,987
Capital Improvement 9,080,992 10,485,331 12,178,761 13,179,364 800-Water Enterprise Fund 39,166,762 44,891,782 47,263,383 48,603,347 Capital Improvement - - 930,000 1,730,000
801-Water Capacity Fee Fund - - 930,000 1,730,000
Capital Improvement - - 400,000 -
802-Water Supply Fee Fund - - 400,000 -
Salaries and Benefits 4,212,697 4,426,554 6,150,769 6,437,641 Materials and Supplies 39,469 37,337 323,765 324,245
Contractual Services 4,773,291 5,680,984 5,518,581 6,969,394 Capital Outlay - - - 60,600
Internal Service Fund Charges 6,720,763 8,788,205 8,627,176 8,426,968 Other Charges 5,388,302 4,777,627 4,726,057 4,168,041
Capital Improvement 3,719,120 2,671,677 8,983,934 11,152,532 Transfers Out - 3,000,000 - -
810-Parking Enterprise Fund 24,853,642 29,382,384 34,330,282 37,539,421 Salaries and Benefits 3,259,907 3,710,094 4,085,244 4,089,116 Materials and Supplies 107,725 49,513 267,021 267,021
Contractual Services 12,509,388 14,209,474 15,345,551 15,987,557 Internal Service Fund Charges 5,527,997 6,428,297 6,549,132 6,975,129 Other Charges 235,268 235,319 217,436 209,608
Capital Improvement 667 1,409,504 682,523 592,756
Transfers Out 60,000 60,000 60,000 60,000
830-Solid Waste Enterprise Fund 21,700,952 26,102,201 27,206,907 28,181,187 Category
CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2026-27
BUDGET SUMMARIES 63
Expenditure Summary by Category (Continued) 11
[3] Includes amounts previously reported in Fund 851 - Stormwater Meas W Reg Fund and Fund 852 - Stormwater DWR Prop 1 Fund.
2023-24 2024-25 2025-26 2026-27
Year-End Year-End Adopted Proposed
Actual Actual Budget Budget
Salaries and Benefits 1,519,412 1,757,865 2,129,714 2,171,226 Materials and Supplies 75,918 71,718 128,310 143,410
Contractual Services 2,807,677 3,165,491 4,494,624 4,479,530 Internal Service Fund Charges 1,890,917 2,319,738 2,210,241 2,391,824 Other Charges 143,489 143,967 145,786 135,481
Capital Improvement 2,174,534 1,410,679 4,651,657 10,383,534 840-Wastewater Enterprise Fund 8,611,947 8,869,458 13,760,332 19,705,005 Salaries and Benefits 2,071,278 1,928,733 2,205,214 2,166,489 Materials and Supplies 12,303 5,154 34,593 14,600
Contractual Services 147,299 90,643 389,290 385,784
Capital Outlay - - 70,000 -
Internal Service Fund Charges 2,146,051 2,578,907 2,583,561 3,063,731 Other Charges 80,580 80,623 67,268 65,677
Capital Improvement 2,960,083 2,004,236 1,983,841 1,490,756 850-Stormwater Enterprise Fund[3] 7,417,594 6,688,296 7,333,767 7,187,037 Total Expenditures $609,995,320 $614,857,227 $663,490,627 $695,235,491 Category
CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2026-27
BUDGET SUMMARIES 64
Interfund Transfers
General
Fund
(Fd 001)
State Gas
Tax
(Fd 120)
Liability
Insurance
(Fd 450)
Debt
Service
(Fd 560)
Infrastr.
Fund
(Fd 600)
Water
Enterprise
(Fd 800)
Solid
Waste
(Fd 830)
StormWater
(Fd 850)
1 Street Maintenance 6,000 (6,000)
2 Debt Service Payment (3,234,772) 3,234,772
3 Street Sweeping (60,000) 60,000
4 Operating Subsidy (6,000,000) 6,000,000
5 Liability Fund Transfer
for Sidewalks
(200,000) 200,000
6 General Fund Lease of
Water Fund Property
(1,157,500) 1,157,500
7 Subsidize Capital
Projects
(6,000,000) 6,000,000
TOTAL (16,386,272)$ (6,000)$ (200,000)$ 3,234,772$ 6,200,000$ 1,157,500$ (60,000)$ 6,060,000$ Description
Transfer From: Transfer To:
1 6,000$ Fund 120 - State Gas Tax Fund Fund 001 - General Fund 2 3,234,772 Fund 001 - General Fund Fund 560 - Debt Service Fund 3 60,000 Fund 830 - Solid Waste Enterprise Fund Fund 850 - Stormwater Enterprise Fund 4 6,000,000 Fund 001 - General Fund Fund 850 - Stormwater Enterprise Fund 5 200,000 Fund 450 - Liability Insurance Fund Fund 600 - Infrastructure Fund 6 1,157,500 Fund 001 - General Fund Fund 800 - Water Enterprise Fund 7 6,000,000 Fund 001 - General Fund Fund 600 - Infrastructure Fund 16,658,272$ TOTAL
Amount
CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2026-27
BUDGET SUMMARIES 65
Positions Summary by Department
Part-Time Part-Time Part-Time Part-Time Part-Time
Positions
(FTEs)
Positions
(FTEs)
Positions
(FTEs)
Positions
(FTEs)
Positions
(FTEs)
Policy and Management 24 0.55 23 0.93 21 1.16 21 1.16 - - City Clerk 5 - 8 0.50 8 0.50 8 0.50 - -
Finance 37 1.01 37 0.57 37 0.57 37 0.57 - -
Human Resources 20 1.56 20 1.56 20 1.50 20 1.50 - -
Police Department
Sworn 145 - 154 - 154 - 154 - - -
Non-Sworn 104 7.25 104 7.25 110 7.04 112 6.29 2 (0.75)
Total 249 7.25 258 7.25 264 7.04 266 6.29 2 (0.75)
Fire Department
Sworn 87 - 86 - 86 - 86 - - -
Non-Sworn 9 2.34 13 3.22 15 3.42 15 4.30 - 0.88
Total 96 2.34 99 3.22 101 3.42 101 4.30 - 0.88
Community Development 73 0.76 72 0.76 72 0.46 72 0.34 - (0.12) Information Technology 34 7.58 34 7.58 34 7.58 34 7.58 - - Public Works 220 57.75 222 57.75 223 57.88 227 57.88 4 - Community Services 68 98.95 67 103.88 67 104.76 70 100.91 3 (3.85) TOTAL 826 177.75 840 184.00 847 184.87 856 181.03 9 (3.84) The net increase of 5.16 FTEs represents 4.65 FTEs from enhancement requests (5 full-time positions added and a net decrease of 0.35 FTEs for part-time positions), 1.88 FTEs from mid-year Council-approved requests (1 full-time position and a net increase of 0.88 FTEs for part-time positions), and a net reduction of 1.37 FTEs through various cost-neutral reorganizations (3 full-time positions and a net decrease of 4.37 FTEs for part-time positions).
SUMMARY OF BUDGETED FULL-TIME EQUIVALENTS (FTEs)
Full-Time
Positions
Full-Time
Positions
FY 2023-24 FY 2024-25 Variance
Full-Time
Positions
FY 2026-27
Full-Time
Positions
Department
FY 2025-26
Full-Time
Positions
Department FY 2023-24 FY 2024-25 FY 2025-26 FY 2026-27 Variance Policy and Management 4,848,154$ 4,658,837$ 4,759,227$ 4,872,771$ 113,544$ City Clerk 1,126,770 1,689,711 1,755,809 1,758,930 3,121 Finance 6,826,974 7,205,308 7,399,904 7,804,452 404,548 Human Resources 3,931,644 4,168,908 4,331,057 4,455,557 124,500 Police Department 65,098,353 69,526,707 74,026,489 79,267,803 5,241,314 Fire Department 38,321,815 39,177,764 42,048,106 45,523,908 3,475,802 Community Development 13,681,879 14,439,412 14,670,535 15,172,798 502,263 Information Technology 7,192,356 7,636,862 7,975,901 8,291,885 315,984 Public Works 39,404,396 42,446,287 44,040,969 46,089,321 2,048,352 Community Services 18,138,234 19,549,023 20,637,657 21,680,006 1,042,349 Non-Departmental 16,124,544 15,179,671 15,236,279 15,320,698 84,419 TOTAL 214,695,119$ 225,678,490$ 236,881,933$ 250,238,129$ 13,356,196$
SUMMARY OF BUDGETED SALARIES AND BENEFITS COSTS
CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2026-27
66 CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2026-27
GENERAL FUND FORECAST 67
General Fund Forecast
Proposed Budget
CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2026-27 GENERAL FUND FORECAST 68 General Fund Forecast FY 2026-27 FY 2027-28 FY 2028-29 FY 2029-30 FY 2030-31 FY 2031-32 FY 2032-33 FY 2033-34 FY 2034-35 FY 2035-36 Proposed Forecast Forecast Forecast Forecast Forecast Forecast Forecast Forecast Forecast Revenue Property Tax 115,456$ 119,441$ 123,594$ 131,328$ 139,244$ 143,503$ 147,915$ 152,486$ 157,221$ 162,127$ Sales Tax 47,749 49,403 50,638 51,904 53,202 54,532 55,895 57,292 58,724 60,192 Transient Occupancy Tax (TOT) 46,719 48,801 52,424 58,482 60,236 62,043 63,904 65,821 67,796 69,830 Business Tax 65,448 66,757 68,092 69,454 70,843 72,260 73,705 75,179 76,683 78,217 Other Taxes 1,770 1,805 1,841 1,878 1,916 1,954 1,993 2,033 2,074 2,115 Intergovernmental Revenue 170 173 176 180 184 188 192 196 200 204 Licenses and Permits 20,731 21,145 21,568 21,999 22,439 22,888 23,346 23,813 24,289 24,775 One-Time Major Development Projects Revenue 10,379 7,759 9,691 9,691 9,691 9,691 9,691 9,691 9,691 9,691 Fines and Penalties 6,549 6,614 6,680 6,747 6,814 6,882 6,951 7,021 7,091 7,162 Use of Money and Property 11,150 11,150 11,150 11,150 11,150 11,150 11,150 11,150 11,150 11,150 Service Fees and Charges 12,465 12,714 12,968 13,227 13,492 13,762 14,037 14,318 14,604 14,896 Miscellaneous Revenue 2,463 2,997 3,383 4,707 6,032 6,107 6,184 6,263 6,344 6,428 Metro Reimbursement Revenue 5,607 363 - - - - - - - - Transfers In 6 6 6 6 6 6 6 6 6 6 Total Revenue 346,661 349,129 362,211 380,753 395,250 404,966 414,969 425,269 435,873 446,793 Expenditures Salaries and Benefits 171,576 181,252 188,715 193,460 198,270 201,581 206,475 210,083 214,884 219,416 Materials and Supplies 2,829 2,899 2,971 3,045 3,121 3,199 3,279 3,361 3,445 3,531 Contractual Services 26,581 24,990 25,615 26,255 26,911 27,584 28,274 28,981 29,706 30,449 Tourism and Marketing (from TOT) 6,674 6,972 7,489 8,355 8,605 8,863 9,129 9,403 9,685 9,976 BHUSD Joint Powers Agreement 13,750 13,000 12,250 12,250 12,250 12,250 12,250 12,250 12,250 12,250 Private Security 5,160 5,289 5,421 5,557 5,696 5,838 5,984 6,134 6,287 6,444 Supportive Housing / Unhoused Assistance 1,665 1,707 1,750 1,794 1,838 1,884 1,931 1,980 2,029 2,080 Metro Service Cost 5,607 363 - - - - - - - - Internal Service Fund Charges 77,548 81,674 82,507 85,527 88,281 95,002 98,663 102,480 106,613 110,768 Other Charges 8,784 8,959 9,138 9,321 9,507 9,697 9,891 10,089 10,291 10,497 Transfer to Pension Trust 10,000 10,000 10,000 10,000 10,000 10,000 10,000 10,000 10,000 10,000 Transfers Out 21,392 20,396 17,895 19,187 19,689 20,188 21,188 21,189 21,547 22,552 Total Expenditures 351,566 357,500 363,751 374,750 384,169 396,086 407,064 415,950 426,738 437,962 Net Surplus/(Use of Reserves) before Other One-Time Items (4,905) (8,371) (1,540) 6,003 11,081 8,880 7,905 9,319 9,135 8,831 Public Benefit Contribution Utilization1 - - - - - - - - - - Reduction in Transfers Out (CIP ZBB Savings)2 5,000 - - - - - - - - - Total Surplus / (Use of Reserves) $ 95 $ (8,371) $ (1,540) $ 6,003 $ 11,081 $ 8,880 $ 7,905 $ 9,319 $ 9,135 $ 8,831 NOTE: Immaterial differences may exist due to rounding. 2Reflects a one-time reduction in General Fund transfers to the Infrastructure Fund, which can absorb this non-recurring decrease due to CIP cost savings identified through the ZBB CIP Ad Hoc Committee review. Category (in Thousands) 1Reflects only those public benefit contributions approved to be applied against current expenditures and excludes public benefit contributions expected to be earmarked for future public benefit.
CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2026-27
GENERAL FUND FORECAST 69
General Fund Forecast Assumptions
Category
FY 2027-28
Forecast
FY 2028-29
Forecast
FY2029-30
through
FY 2035-36
Forecast
Revenue
Property Tax (Assessed Value) 3.6% 3.6% 3.6%
Sales Tax 2.5% 2.5% 2.5%
Transient Occupancy Tax (TOT)13.0% 3.0% 3.0%
Business Tax 2.0% 2.0% 2.0%
Other Taxes 2.0% 2.0% 2.0%
Intergovernmental Revenue 2.0% 2.0% 2.0%
Licenses and Permits22.0% 2.0% 2.0%
Fines and Penalties 1.0% 1.0% 1.0%
Use of Money and Property 0.0% 0.0% 0.0%
Service Fees and Charges 2.0% 2.0% 2.0%
Miscellaneous Revenue30.0% 0.0% 0.0%
Expenditures
Salaries and Benefits 4.0% 4.0% 3.0%
Materials and Supplies 2.5% 2.5% 2.5%
Contractual Services 2.5% 2.5% 2.5%
Other Charges 2.0% 2.0% 2.0%
Transfer to Pension Trust 0.0% 0.0% 0.0%
NOTE: The General Fund forecast uses inflationary assumptions for revenue and expenditure growth based on historical data, economic indicators, and expert projections. While these percentages provide a baseline, actual year-to-year changes may differ due to adjustments for known anomalies or unique factors affecting specific line items. The chart above illustrates the inflationary assumptions applied to various revenue and expenditure categories in the forecast.
1TOT assumptions include an estimated two-year partial closure period for the Beverly Hilton Hotel for refurbishment from January 2026 through December 2027.
2 Licenses and Permits excludes one-time revenue from major development projects. 3The FY 2028-29 through FY 2030-31 increases in Miscellaneous Revenue reflect increased municipal surcharge revenue related to the anticipated opening of the OneBH development.
CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2026-27
GENERAL FUND FORECAST 70
General Fund History
FY 2021-22 FY 2022-23 FY 2023-24 FY 2024-25 FY 2025-26
Actuals Actuals Actuals Actuals Projected
Revenue
Property Tax1$ 93,699 $ 101,607 $ 100,676 $ 107,300 $ 112,218 Sales Tax1 45,942 43,817 41,939 47,715 46,336
Transient Occupancy Tax (TOT) 42,411 51,822 47,981 48,688 46,000 Business Tax 53,597 58,101 61,206 62,560 67,050
Other Taxes 2,165 1,177 1,735 1,887 1,735
Intergovernmental Revenue1 5,259 772 1,223 1,838 867
Licenses and Permits 19,109 19,247 18,788 23,538 20,809 One-Time Major Development Projects Revenue 5,513 2,813 5,980 9,443 20,798 Fines and Penalties 7,625 6,781 6,540 5,831 6,720
Use of Money and Property 4,181 5,462 7,759 11,718 11,028 Service Fees and Charges 10,024 12,579 13,733 14,124 13,108 Miscellaneous Revenue 4,633 3,582 3,324 3,392 2,972
Metro Reimbursement Revenue 6,973 7,891 8,453 8,794 7,698 Transfers In 1,145 6 6 3,006 132
Total Revenue 302,276 315,657 319,344 349,834 357,471
Expenditures
Salaries and Benefits 129,543 137,520 143,587 148,738 153,672 Materials and Supplies 2,247 2,732 2,418 2,621 2,736
Contractual Services 18,734 20,142 21,663 26,361 25,203 Tourism and Marketing (from TOT) 4,559 5,562 6,475 9,585 8,979 BHUSD Joint Powers Agreement 11,696 11,696 13,700 14,100 14,500 Private Security 3,463 6,484 6,042 6,493 5,695
Supportive Housing / Unhoused Assistance - 546 2,651 1,563 1,438 Metro Service Cost 5,766 6,160 6,723 7,852 7,109
Internal Service Fund Charges 51,758 66,556 73,106 80,319 77,380 Other Charges 9,392 10,678 6,003 6,299 7,926
Transfer to Pension Trust 5,000 5,000 10,000 10,000 10,000 Transfer of Earmark to OPEB Trust 10,000 - - - -
Transfers Out 36,070 34,813 46,850 21,892 29,528
Total Expenditures 288,230 307,890 339,218 335,823 344,167 Net Surplus / (Use of Reserves) before
Other One-Time Items 14,046 7,767 (19,874) 14,011 13,304 Public Benefit Contribution Utilization2 - - 10,000 - 5,925 Total Surplus / (Use of Reserves) $ 14,046 $ 7,767 $ (9,874) $ 14,011 $ 19,229 NOTE: Immaterial differences may exist due to rounding.
Category
2Reflects only those public benefit contributions applied against current expenditures and excludes public benefit contribution earmarks for future public benefit.
(in Thousands)
1Homeowners Property Tax Relief (HOPTR) revenue has been reclassified from Intergovernmental Revenue to Property Tax and Public Safety Augmentation Fund (PSAF) revenue has been reclassified from Property Tax to Sales Tax for all years presented.
CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2026-27 GENERAL FUND FORECAST 71 General Fund History and Forecast Charts NOTE: Total Revenue excludes one-time public benefit contributions and Total Expenditures excludes one-time reductions in General Fund transfers out due to CIP cost savings identified through the ZBB CIP Ad Hoc Committee review.
CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2026-27 GENERAL FUND FORECAST 72 General Fund History and Forecast Charts (Continued) NOTE: FY 2023-24 and FY 2025-26 reflect the utilization of one-time public benefit contributions to fund current expenditures and FY 2026-27 reflects a one-time reduction in General Fund transfers out due to CIP cost savings identified through the ZBB CIP Ad Hoc Committee review.
CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2026-27
BUDGET ENHANCEMENTS 73
Budget Enhancements
Proposed Budget
CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2026-27 BUDGET ENHANCEMENTS 74 Request # Request Title Category Recurring Program Program Title Fund Department Request Cost Offset Net Request One-Time Cost Recurring Cost 070-001 Election Administration Funding Non-Position Yes 48009101 Municipal Elections 480 210,000 - 210,000 - 210,000 Count=1 070-City Clerk 210,000 - 210,000 - 210,000 120-001 Fee Study and Cost Recovery Analysis Non-Position No 48001702 Cashiering/Rev Admin 480 115,000 - 115,000 115,000 - Count=1 120-Finance 115,000 - 115,000 115,000 - Position Yes 48000401 Recruitment & Personnel Administration 480 133,156 - 133,156 - 133,156 Position Yes 48000403 Employee and Labor Relations 480 44,386 - 44,386 - 44,386 Count=1 130-Human Resources 177,542 - 177,542 - 177,542 170-001 Private Armed Security Services Non-Position No 00102301 Patrol Unit 001 4,000,000 - 4,000,000 4,000,000 - 170-002 Automated License Plate Reader (ALPR) Annual Subscription Non-Position Yes 00102301 Patrol Unit 001 227,500 - 227,500 - 227,500 170-003 Recruitment and Outreach Program Non-Position Yes 00102901 Personnel and Training 001 100,000 - 100,000 - 100,000 170-004 Jail Medical Services Non-Position Yes 00102403 Jail Bureau 001 90,000 - 90,000 - 90,000 170-005 Personnel and Training Specialist Position Yes 00102901 Personnel and Training 001 126,853 (56,567) 70,286 - 70,286 Count=5 170-Police 4,544,353 (56,567) 4,487,786 4,000,000 487,786 270-001 Plan Review Consulting Services Non-Position No 00104610 Building and Safety 001 2,200,000 (2,200,000) - - - 270-002 Affordable Housing Program Administration Non-Position Yes 21014701 Affordable Housing 210 100,000 - 100,000 - 100,000 270-003 Developer-Funded Public Hearing Notice Publication Non-Position Yes 00103701 Planning 001 50,000 (50,000) - - - Count=3 270-Community Development 2,350,000 (2,250,000) 100,000 - 100,000 310-001 Software Licensing and System Maintenance Costs Non-Position Yes 41001501 IT Administration 410 431,700 (195,700) 236,000 - 236,000 Count=1 310-Information Technology 431,700 (195,700) 236,000 - 236,000 Position Yes 40505901 Facilities Maintenance 405 226,881 - 226,881 2,700 224,181 Position Yes 41001501 IT Administration 410 5,000 - 5,000 - 5,000 Position Yes 48005000 PW Administration 480 - (120,056) (120,056) - (120,056) Position Yes 81007200 Parking Facility Administration 810 151,254 - 151,254 1,800 149,454 Non-Position No 40505901 Facilities Maintenance 405 90,000 - 90,000 90,000 - Non-Position Yes 49108501 Vehicle Operations Fund 491 4,500 - 4,500 - 4,500 Non-Position No 81007200 Parking Facility Administration 810 60,000 - 60,000 60,000 - 350-002 Street Maintenance Positions (2) Position Yes 00107601 Infrastructure Maintenance 001 313,763 - 313,763 - 313,763 350-003 Parking Operator Agreement Non-Position No 81007200 Parking Facility Administration 810 146,499 - 146,499 - 146,499 350-004 Power Washing of Parking Structures Non-Position Yes 81007200 Parking Facility Administration 810 450,000 - 450,000 - 450,000 Non-Position Yes 83005202 Solid Waste Commercial 830 547,500 - 547,500 - 547,500 Non-Position Yes 83005201 Solid Waste Residential 830 94,500 - 94,500 - 94,500 Non-Position Yes 00106910 Park Maintenance and Operations 001 137,600 - 137,600 - 137,600 Non-Position Yes 40505901 Facilities Maintenance 405 510,835 - 510,835 - 510,835 Non-Position Yes 40507215 Leased Buildings 405 191,265 - 191,265 - 191,265 Non-Position Yes 81007215 Parking Structures 810 852,300 - 852,300 - 852,300 FY 2026-27 BUDGET ENHANCEMENT SUMMARY (RECOMMENDED) 130-001 Human Resources Analyst (Limited Term) 350-001a Facilities Maintenance Technician (3) 350-005 Athens Agreement - Yearly Consumer Price Index Increase 350-001b Vehicles for Facilities Maintenance Technicians (3) 350-006 Facilities and Parks Maintenance CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2026-27 BUDGET ENHANCEMENTS 75 NOTE: Detailed budget enhancement forms can be found within the Supplemental Information section beginning on page 155. Request # Request Title Category Recurring Program Program Title Fund Department Request Cost Offset Net Request One-Time Cost Recurring Cost 350-007 Water Quality Program Non-Position Yes 80006004 Water Quality 800 177,675 - 177,675 138,775 38,900 Count=8 350-Public Works 3,959,572 (120,056) 3,839,516 293,275 3,546,241 400-001 Upgrade Food Services Specialist Position Yes 00106704 Senior Adults 001 65,886 (26,551) 39,335 - 39,335 Non-Position Yes 00106703 Adults 001 30,000 (10,500) 19,500 - 19,500 Non-Position Yes 00106704 Senior Adults 001 20,000 (2,000) 18,000 - 18,000 400-003 Festival Beverly Hills Non-Position Yes 00106707 Community/Cultural Events and Public Art 001 25,000 - 25,000 - 25,000 Count=3 400-Community Services 140,886 (39,051) 101,835 - 101,835 23 TOTAL PROPOSED ENHANCEMENTS* $ 11,929,053 $ (2,661,374) $ 9,267,679 $ 4,408,275 $ 4,859,404 *Excludes prior Council approval for personnel cost increases for labor negotiations and reclassifications. FY 2026-27 BUDGET ENHANCEMENT SUMMARY (RECOMMENDED) (Continued) 400-002 Funding for Adult and Senior Classes CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2026-27 BUDGET ENHANCEMENTS 76 FTEs / Fund Department Request Cost Offset Net Request One-Time Cost Recurring Cost Total Position Enhancement Requests 4.65 $ 1,067,179 $ (203,174) $ 864,005 $ 4,500 $ 859,505 Total Non-Position Enhancement Requests N/A 10,861,874 (2,458,200) 8,403,674 4,403,775 3,999,899 Requests by Category 4.65 11,929,053$ (2,661,374)$ 9,267,679$ 4,408,275$ 4,859,404$ Total General Fund 001 $ 7,386,602 $ (2,345,618) $ 5,040,984 $ 4,000,000 $ 1,040,984 Total Affordable Housing Fund 210 100,000 - 100,000 - 100,000 Total Capital Assets Fund 405 1,018,981 - 1,018,981 92,700 926,281 Total Information Technology Fund 410 436,700 (195,700) 241,000 - 241,000 Total Policy, Admin, and Legal Fund 480 502,542 (120,056) 382,486 115,000 267,486 Total Vehicle Operations Fund 491 4,500 - 4,500 - 4,500 Total Water Enterprise Fund 800 177,675 - 177,675 138,775 38,900 Total Parking Enterprise Fund 810 1,660,053 - 1,660,053 61,800 1,598,253 Total Solid Waste Enterprise Fund 830 642,000 - 642,000 - 642,000 Requests by Fund 11,929,053$ (2,661,374)$ 9,267,679$ 4,408,275$ 4,859,404$ 070-City Clerk 0.00 $ 210,000 $ - $ 210,000 $ - $ 210,000 120-Finance 0.00 115,000 - 115,000 115,000 - 130-Human Resources 0.00 177,542 - 177,542 - 177,542 170-Police 0.25 4,544,353 (56,567) 4,487,786 4,000,000 487,786 270-Community Development 0.00 2,350,000 (2,250,000) 100,000 - 100,000 310-Information Technology 0.00 431,700 (195,700) 236,000 - 236,000 350-Public Works 4.00 3,959,572 (120,056) 3,839,516 293,275 3,546,241 400-Community Services 0.40 140,886 (39,051) 101,835 - 101,835 Requests by Department 4.65 11,929,053$ (2,661,374)$ 9,267,679$ 4,408,275$ 4,859,404$ FY 2026-27 BUDGET ENHANCEMENT SUMMARY (RECOMMENDED) CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2026-27
DEPARTMENT BUDGETS 77
Department Budgets
Proposed Budget
CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2026-27
78 CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2026-27
POLICY AND MANAGEMENT 79
Policy and Management
Proposed Budget
CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2026-27
POLICY AND MANAGEMENT 80
Department Organizational Chart
CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2026-27
POLICY AND MANAGEMENT 81
Department Mission
The Policy and Management Department provides overall direction and support to ten City departments for the implementation of City Council policy. Through strong leadership, strategic vision, and professional management, the Department ensures that City initiatives and operations are cost efficient and effective.
The Department sets the highest standards for the development, coordination, and implementation of municipal programs to meet both short and long-term needs of the community.
Work Plans
Strategic Priority 1: Enhance Community Safety Services Goal 1.4: Increase pedestrian safety by studying and carrying out additional safety measures on certain streets to include:
o Explore legislative avenues to enforce speeding violations through cameras. o Complete Phase 2 of the Rodeo Dr. bollards/light pole replacement project.
Strategic Priority 2: Practice Effective, Innovative, and Transparent Governance Goal 2.1: Ensure effective transition of Council responsibilities, to include:
o Install new Mayor/Vice Mayor in April 2027.
o Install newly elected City Council members and City Treasurer in July 2026. o Carry out Mayoral initiatives.
o Explore funding opportunities for elections the City is required to run due to unfunded mandates.
Strategic Priority 3: Strengthen Long-Term Fiscal Sustainability Goal 3.1: Ensure responsible fiscal stewardship by implementing cost saving measures and revenue enhancement ideas to include:
o Conduct business tax analysis.
o Conduct comprehensive Citywide Fee Study.
o Work with Long Range Planning Ad Hoc to explore best use of City real estate and assets.
o Continue to challenge unfunded mandates jointly with other impacted cities. o Continue to explore and pursue grant funding opportunities.
Strategic Priority 4: Strengthen Community Quality of Life and Health Goal 4.1: Provide programs and spaces that benefit the residents of the City, to include:
o Roll out new/different events as recommended by City Council ad hoc and approved by City Council.
o Prepare for 2026 World Cup related to security, transportation, programming, etc. o Prepare for 2028 Olympics related to security, transportation, programming, etc.
Determine if the Olympics marathon race can come through Beverly Hills.
CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2026-27
POLICY AND MANAGEMENT 82
Strategic Priority 5: Maintain and Develop Infrastructure and Facilities Goal 5.1: Ensure City facilities are properly maintained and functional to include:
o Initiate seismic upgrades to one City parking structure (Bedford, Camden or Beverly Dr.).
o Identify priorities for La Cienega Park, e.g. new community center, affordable housing, etc.
o Construct October 7th permanent memorial.
Strategic Priority 6: Enhance Affordable Housing Opportunities While Preserving Community Character Goal 6.1: Complete elements from the certified housing element to include:
o 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.
o Complete project entitlements for a senior affordable housing project. Goal 6.3: 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.
Department Personnel
FY 2024-25
Adopted
FY 2025-26
Adopted
FY 2026-27
Proposed
Variance
from PY
Total Full-Time Positions 23 21 21 0
Total Part-Time (FTE) 0.93 1.16 1.16 0
CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2026-27
POLICY AND MANAGEMENT 83
Full-Time Positions FY 2024-25
Adopted
FY 2025-26
Adopted
FY 2026-27
Proposed
Variance
from PY
Assistant City Manager 1 1 1 0
Assistant to the City Manager 1 0 0 0
City Manager 1 1 1 0
City Treasurer 1 1 1 0
Community Outreach Manager 1 1 1 0
Councilmember 5 5 5 0
Deputy City Manager 1 1 1 0
Deputy Director of Special Projects, Public
Safety 1 1 1 0
Executive Assistant 1 1 1 0
Executive Assistant to the City Council 1 1 1 0
Management Analyst 1 1 1 0
Management Assistant 1 0 0 0
Marketing and Economic Sustainability
Manager
1 1 1 0
Municipal Affairs Program Manager 1 1 1 0
Office Manager 1 1 1 0
Public Information Coordinator 1 1 1 0
Public Information Manager 1 1 1 0
Real Property Development Manager 1 1 1 0
Senior Management Analyst 1 1 1 0
Total 23 21 21 0
CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2026-27
POLICY AND MANAGEMENT 84
Department Budget
Revenue by Category
FY 2024-25
Actual
FY 2025-26
Adopted
FY 2026-27
Proposed
Percent
Change
Use of Money and Property 27,898 20,000 20,000 0.0%
Internal Service Fund Receipts [A] 10,518,417 9,002,721 9,657,934 7.3% Miscellaneous Revenue [B] 2,490,296 1,200,000 1,002,000 -16.5% Total Revenue 13,036,611$ 10,222,721$ 10,679,934$ 4.5%
Expenditures by Category
FY 2024-25
Actual
FY 2025-26
Adopted
FY 2026-27
Proposed
Percent
Change
Salaries and Benefits 4,805,942 4,759,227 4,872,771 2.4% Materials and Supplies 81,340 64,250 64,250 0.0%
Contractual Services 10,725,254 11,003,049 11,386,694 3.5% Capital Outlay [C] 35,912 - 19,485 0.0%
Internal Service Fund Charges [D] 3,175,042 3,061,275 3,224,572 5.3% Other Charges [E] 110,333 117,231 111,196 -5.1%
Total Expenditures 18,933,823$ 19,005,032$ 19,678,968$ 3.5% [A] Increase primarily reflects the transfer of the City Hall Security contractual services budget from the Fire Department to the Policy and Management Department, along with higher Internal Service Fund (ISF) charges incurred.
[B] Decrease in projected reimbursements from Metro based on current project status, with the Wilshire/La Cienega Station opening in FY 2025-26.
[C] Increase based on scheduled replacement of equipment. [D] Increase primarily due to a higher allocation of Video Services charges. [E] Decrease due to a lower allocation of utility costs to align with actual charges.
CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2026-27
CITY ATTORNEY 85
City Attorney
Proposed Budget
CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2026-27
CITY ATTORNEY 86
Department Organizational Chart
CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2026-27
CITY ATTORNEY 87
Department Mission
The mission of the City Attorney’s Office is to provide or oversee high quality legal services for the City Council, City officials, departments, boards, and commissions in the conduct of City business; to represent the City before judicial and administrative proceedings; and to prosecute Municipal Code violations occurring in the City.
Work Plans
Strategic Priority 1: Enhance Community Safety Services Goal 1.4: Increase pedestrian safety by studying and carrying out additional safety measures on certain streets to include:
o As legally allowable, conduct joint pilot study/program with neighboring cities on use of speed cameras and noise-activated cameras for traffic enforcement.
Department Personnel
FY 2024-25
Adopted
FY 2025-26
Adopted
FY 2026-27
Proposed
Variance
from PY
Total Full-Time Positions* 0 0 0 0
Total Part-Time (FTE)* 0.00 0.00 0.00 0.00
*Employees of contracted legal firm staff the City Attorney’s Office.
CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2026-27
CITY ATTORNEY 88
Department Budget
Revenue by Category
FY 2024-25
Actual
FY 2025-26
Adopted
FY 2026-27
Proposed
Percent
Change
Internal Service Fund Receipts 4,044,964 4,450,614 4,449,861 0.0% Total Revenue 4,044,964$ 4,450,614$ 4,449,861$ 0.0%
Expenditures by Category
FY 2024-25
Actual
FY 2025-26
Adopted
FY 2026-27
Proposed
Percent
Change
Materials and Supplies 24,319 17,500 17,500 0.0%
Contractual Services 4,845,415 4,409,350 4,409,350 0.0% Internal Service Fund Charges 4,555 4,555 4,555 0.0%
Other Charges [A] 12,828 14,654 13,900 -5.1%
Total Expenditures 4,887,117$ 4,446,059$ 4,445,305$ 0.0% [A] Decrease due to a lower allocation of utility costs to align with actual charges.
CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2026-27
CITY CLERK 89
City Clerk
Proposed Budget
CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2026-27
CITY CLERK 90
Department Organizational Chart
CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2026-27
CITY CLERK 91
Department Mission
The mission of the City Clerk’s Office is to administer the democratic processes of the City of Beverly Hills.
This may include the coordination of municipal elections, City Council meetings, processing of City records, and all legislative actions, ensuring transparency to the public in an ethical, professional, and impartial manner.
Work Plans
Strategic Priority 5: Maintain and Develop Infrastructure and Facilities Goal 5.1: Ensure City facilities are properly maintained and functional to include:
o Complete File Room renovation in City Clerk’s office. Goal 5.2: Upgrade key IT infrastructure to include:
o Develop roadmap for enhanced document management software.
Department Personnel
FY 2024-25
Adopted
FY 2025-26
Adopted
FY 2026-27
Proposed
Variance
from PY
Total Full-Time Positions 8 8 8 0
Total Part-Time (FTE) 0.50 0.50 0.50 0
Full-Time Positions FY 2024-25
Adopted
FY 2025-26
Adopted
FY 2026-27
Proposed
Variance
from PY
Assistant City Clerk 1 1 1 0
City Clerk 1 1 1 0
City Clerk Specialist 1 1 1 0
Deputy City Clerk 1 1 1 0
Executive Assistant 1 1 1 0
Management Analyst 1 1 1 0
Public Records Coordinator 1 1 1 0
Records and Archives Manager 1 1 1 0
Total 8 8 8 0
CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2026-27
CITY CLERK 92
Department Budget
Revenue by Category
FY 2024-25
Actual
FY 2025-26
Adopted
FY 2026-27
Proposed
Percent
Change
Service Fees and Charges (280) - - 0.0%
Internal Service Fund Receipts 2,985,707 3,099,910 3,188,247 2.8% Miscellaneous Revenue 75 100 - -100.0%
Total Revenue 2,985,502$ 3,100,010$ 3,188,247$ 2.8%
Expenditures by Category
FY 2024-25
Actual
FY 2025-26
Adopted
FY 2026-27
Proposed
Percent
Change
Salaries and Benefits 1,223,572 1,755,809 1,758,930 0.2% Materials and Supplies [A] 13,191 14,268 10,663 -25.3%
Contractual Services [B] 140,181 258,040 471,688 82.8%
Capital Outlay [C] - 4,633 61,920 1236.5%
Internal Service Fund Charges [D] 985,067 1,046,320 925,906 -11.5% Other Charges [E] 29,643 14,654 13,900 -5.1%
Total Expenditures 2,391,654$ 3,093,724$ 3,243,007$ 4.8% [A] Decrease due to reallocation to Contractual Services budget. [B] Increase primarily due to budget enhancement request for election administration funding. [C] Increase based on scheduled replacement of equipment. [D] Decrease due to lower allocation of askBH Customer Relations internal charges, based on total volume of calls and emails from the community.
[E] Decrease due to a lower allocation of utility costs to align with actual charges.
CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2026-27
FINANCE 93
Finance
Proposed Budget
CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2026-27
FINANCE 94
Department Organizational Chart
CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2026-27
FINANCE 95
Department Mission
The mission of the Finance Department is to safeguard the City’s financial stability by delivering reliable fiscal analysis, responsive support services, and transparent financial reporting. Finance is committed to serving City officials, departments, residents, and businesses with accuracy, timeliness, cost-effectiveness, and the highest level of professionalism.
Work Plans
Strategic Priority 2: Practice Effective, Innovative, and Transparent Governance Goal 2.4: Engage in and complete labor negotiations with the City’s six non-sworn employee groups (MOUs expire October 2026).
Strategic Priority 3: Strengthen Long-Term Fiscal Sustainability Goal 3.1: Ensure responsible fiscal stewardship by implementing cost saving measures and revenue enhancement ideas to include:
o Conduct business tax analysis.
o Conduct comprehensive Citywide Fee Study.
Strategic Priority 5: Maintain and Develop Infrastructure and Facilities Goal 5.2: Upgrade key IT infrastructure to include:
o Complete phase I of City’s finance system (Munis) migration to the cloud. o Begin Phase I of automatic meter reader migration.
Department Personnel
FY 2024-25
Adopted
FY 2025-26
Adopted
FY 2026-27
Proposed
Variance
from PY
Total Full-Time Positions 37 37 37 0
Total Part-Time (FTE) 0.57 0.57 0.57 0
Full-Time Positions FY 2024-25
Adopted
FY 2025-26
Adopted
FY 2026-27
Proposed
Variance
from PY
Account Clerk II 1 1 1 0
Account Specialist 4 4 4 0
Accountant I 4 4 4 0
Accountant II 1 1 1 0
Accounting Manager 1 1 1 0
Accounting Technician 3 3 3 0
Assistant Director of Finance 1 1 1 0
CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2026-27
FINANCE 96
Full-Time Positions (Continued) FY 2024-25
Adopted
FY 2025-26
Adopted
FY 2026-27
Proposed
Variance
from PY
Budget and Financial Analyst 2 2 2 0
Budget Manager 1 1 1 0
Customer Services Supervisor 1 1 1 0
Director of Finance 1 1 1 0
Executive Assistant 1 1 1 0
Payroll Program Manager 1 1 1 0
Planning and Research Analyst 1 1 1 0
Principal Accountant 3 3 3 0
Purchasing Analyst 2 2 2 0
Purchasing Services Manager 1 1 1 0
Revenue Operations Investigator 1 1 1 0
Revenue Services Manager 1 1 1 0
Senior Account Specialist 1 1 1 0
Senior Accounting Technician 1 1 1 0
Senior Financial Systems Analyst 1 1 1 0
Senior Management Analyst 3 3 3 0
Total 37 37 37 0
CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2026-27
FINANCE 97
Department Budget
Revenue by Category
FY 2024-25
Actual
FY 2025-26
Adopted
FY 2026-27
Proposed
Percent
Change
Licenses and Permits [A] 83,058 80,000 75,000 -6.3%
Service Fees and Charges 38,996 40,000 40,000 0.0%
Internal Service Fund Receipts [B] 9,423,031 9,513,536 10,019,577 5.3% Miscellaneous Revenue [C] 112,553 20,000 25,000 25.0%
Total Revenue 9,657,638$ 9,653,536$ 10,159,577 $ 5.2%
Expenditures by Category
FY 2024-25
Actual
FY 2025-26
Adopted
FY 2026-27
Proposed
Percent
Change
Salaries and Benefits [D] 6,237,524 7,399,904 7,804,452 5.5% Materials and Supplies [E] 15,714 16,500 14,240 -13.7%
Contractual Services [F] 1,195,552 1,224,516 1,341,819 9.6% Internal Service Fund Charges 3,385,594 3,308,887 3,297,421 -0.3% Other Charges [G] 396,161 377,277 409,156 8.4%
Total Expenditures 11,230,545$ 12,327,084$ 12,867,088$ 4.4% [A] Decrease due to lower projection of regulatory permit revenue. [B] Increase to align with funding needs, primarily driven by higher salary and benefit costs and an enhancement request for a fee study and cost recovery analysis.
[C] Increase due to higher projection of rebates.
[D] Increase primarily due to projected MOU contract increases and higher allocations of workers’ compensation and compensated absences.
[E] Decrease due to reallocation to Contractual Services budget. [F] Increase primarily due to budget enhancement request for a fee study and cost recovery analysis. [G] Increase due to higher estimated bank fees and credit card fees for revenue collection.
CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2026-27
98 CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2026-27
HUMAN RESOURCES 99
Human Resources
Proposed Budget
CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2026-27
HUMAN RESOURCES 100
Department Organizational Chart
CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2026-27
HUMAN RESOURCES 101
Department Mission
The mission of Human Resources is to be a collaborative and strategic partner, using fair and equitable practices to attract, hire, develop, support, and retain a highly qualified workforce, and to mitigate liability through effective loss prevention programs.
Work Plans
Strategic Priority 1: Enhance Community Safety Services Goal 1.5: Continue emergency preparations and proactive safety measures to include:
o Aggressively recruit new and lateral police officers, including from local colleges if feasible.
Strategic Priority 2: Practice Effective, Innovative, and Transparent Governance Goal 2.3: Ensure successful succession planning for future vacancies to include:
o Establish a learning and development and/or knowledge transfer plan to support succession planning with City departments.
o Conduct department strategy meetings to further evaluate positions pre-identified for the development of a succession plan.
Goal 2.4: Engage in and complete labor negotiations with the City’s six non-sworn employee groups (MOUs expire October 2026).
Department Personnel
FY 2024-25
Adopted
FY 2025-26
Adopted
FY 2026-27
Proposed
Variance
from PY
Total Full-Time Positions 20 20 20 0
Total Part-Time (FTE) 1.56 1.50 1.50 0
Full-Time Positions FY 2024-25
Adopted
FY 2025-26
Adopted
FY 2026-27
Proposed
Variance
from PY
Assistant Director of Human Resources 1 1 1 0
Director of Human Resources 1 1 1 0
Executive Assistant 1 0 0 0
Human Resources Analyst (includes one
three-year limited term position)* 5 5 5 0
Human Resources Associate 0 7 7 0
Human Resources Associate I 2 0 0 0
Human Resources Associate II 4 0 0 0
CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2026-27
HUMAN RESOURCES 102
Full-Time Positions (Continued) FY 2024-25
Adopted
FY 2025-26
Adopted
FY 2026-27
Proposed
Variance
from PY
Human Resources Manager 1 1 1 0
Risk Management and Benefits Analyst 2 3 3 0
Risk Manager 1 1 1 0
Senior Human Resources Analyst 1 1 1 0
Senior Management Analyst 1 0 0 0
Total 20 20 20 0
*Funding for the limited-term Human Resources Analyst is scheduled to expire during FY 2026-27; however, the Proposed Budget includes an enhancement request to extend the position authorization for an additional three-year term, subject to City Council approval.
Department Budget
Revenue by Category
FY 2024-25
Actual
FY 2025-26
Adopted
FY 2026-27
Proposed
Percent
Change
Internal Service Fund Receipts 36,158,944 38,843,257 39,672,779 2.1% Miscellaneous Revenue 166,286 - - 0.0%
Total Revenue 36,325,230$ 38,843,257$ 39,672,779$ 2.1%
Expenditures by Category
FY 2024-25
Actual
FY 2025-26
Adopted
FY 2026-27
Proposed
Percent
Change
Salaries and Benefits 3,900,430 4,331,057 4,455,557 2.9% Materials and Supplies 52,575 133,420 133,420 0.0%
Contractual Services 4,589,080 3,058,879 3,058,921 0.0% Capital Outlay 76,573 60,000 60,000 0.0%
Internal Service Fund Charges [A] 2,124,283 2,231,955 2,113,818 -5.3% Other Charges 19,494,480 25,482,060 25,694,905 0.8%
Total Expenditures 30,237,421$ 35,297,371$ 35,516,621$ 0.6% [A] Decrease primarily due to lower allocation of facilities charges, based on zero-based budgeting (ZBB) CIP cost reductions, and lower allocation of liability insurance.
CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2026-27
POLICE DEPARTMENT 103
Police Department
Proposed Budget
CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2026-27
POLICE DEPARTMENT 104
Department Organizational Chart
CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2026-27
POLICE DEPARTMENT 105
Department Mission
It is the mission of the Beverly Hills Police Department to provide professional proactive services in partnership with our community.
Work Plans
Strategic Priority 1: Enhance Community Safety Services Goal 1.1: Prepare for opening of Beverly Hills Metro stations to include:
o Complete Beverly Hills Police Department (BHPD) Public Safety Center at the Wilshire/La Cienega Metro Station.
o Manage agreement with partner agencies for law enforcement services provided on BH Metro platform.
o Plan policing model for the Beverly Drive Metro Station with a presence on or close to the plaza.
o Install cameras at Metro stations, with AI monitoring capabilities if feasible, to supplement security measures.
o Carry out plan to assist unhoused individuals who may exit the Metro and require assistance.
Goal 1.2: Implement new technologies to support public safety to include:
o Complete Phase II of Enterprise Records Management System (RMS) upgrade for BHPD and BHFD.
o 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).
o Utilize AI where feasible in monitoring camera footage for crime prevention/enforcement and Fire efforts.
o Upgrade wireless data modems in public safety vehicles. o Explore public/private partnerships for funding sources for expanding video wall capabilities within the Real-Time Watch Center.
Goal 1.4: Increase pedestrian safety by studying and carrying out additional safety measures on certain streets to include:
o As legally allowable, use AI and existing technology to measure and track violators running lights and stop signs.
o As legally allowable, conduct joint pilot study/program with neighboring cities on use of speed cameras and noise-activated cameras for traffic enforcement. o Complete permanent security solution for Lily Pond block. Goal 1.5: Continue emergency preparations and proactive safety measures to include:
o Aggressively recruit new and lateral police officers, including from local colleges if feasible.
o Work with local and federal partner agencies to improve public safety and reduce crime, particularly hate crime.
CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2026-27
POLICE DEPARTMENT 106
Strategic Priority 3: Strengthen Long-Term Fiscal Sustainability Goal 3.1: Ensure responsible fiscal stewardship by implementing cost saving measures to include:
o Continue monitoring Organized Retail Theft grant. Evaluate the continued use of equipment and services no longer funded by the grant.
o Continue to explore and pursue grant funding opportunities.
Strategic Priority 4: Strengthen Community Quality of Life and Health Goal 4.1: Provide programs and spaces that benefit the residents of the City, to include:
o Prepare for 2026 World Cup related to security, transportation, programming, etc. o Prepare for 2028 Olympics related to security, transportation, programming, etc. and determine if the Olympics marathon race can come through Beverly Hills. Goal 4.2: Develop and implement traffic safety programs to include:
o Conduct education and enforcement around distracted driving and distracted walking.
Department Personnel
FY 2024-25
Adopted
FY 2025-26
Adopted
FY 2026-27
Proposed
Variance
from PY
Total Full-Time Positions* 258 264 266 2
Total Part-Time (FTE)* 7.25 7.04 6.29 (0.75)
*One new full-time position is attributable to an enhancement request for a full-time Personnel and Training Specialist, offset by a decrease of 0.75 FTEs of a part-time Personnel and Training Specialist. The other new full-time position is a two-year limited term SLESF-funded Civilian Investigator, approved by City Council in November 2025.
Additionally, in August 2025, City Council approved the reclassification of two Police Services Specialists to Senior Police Services Specialists.
Full-Time Positions FY 2024-25
Adopted
FY 2025-26
Adopted
FY 2026-27
Proposed
Variance
from PY
Administrative Assistant 1 0 0 0
Administrative Assistant Safety Support 1 1 1 0
Assistant Division Commander 1 1 1 0
Chief of Police 1 1 1 0
Civilian Investigator (includes one two-year
limited term position) 2 2 3 1
Civilian Rangemaster 1 1 1 0
Communications Dispatcher 15 15 15 0
Communications Supervisor 4 4 4 0
CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2026-27
POLICE DEPARTMENT 107
Full-Time Positions (Continued) FY 2024-25
Adopted
FY 2025-26
Adopted
FY 2026-27
Proposed
Variance
from PY
Community Service Officer 0 6 6 0
Crime and Intelligence Analyst 2 2 2 0
Executive Assistant 1 2 2 0
Jail Supervisor 1 1 1 0
Management Assistant 1 0 0 0
Parking Enforcement Dispatcher 2 2 2 0
Personnel and Training Specialist 0 0 1 1
Police Captain 3 3 3 0
Police Digital Media Technician 2 0 0 0
Police Lieutenant 9 9 9 0
Police Media Technician 0 2 2 0
Police Officer (includes one limited term
position for the duration of the ORT Grant) 114 114 114 0 Police Records Manager 1 1 1 0
Police Sergeant 27 27 27 0
Police Services Assistant 1 1 1 0
Police Services Specialist 3 3 1 (2)
Property and Crime Lab Manager 1 1 1 0
Property Officer 2 2 2 0
Public Information Specialist 0 1 1 0
Public Safety Communications Manager 1 1 1 0
Public Safety Communications Systems
Technician 1 1 1 0
Records Supervisor 4 4 4 0
Senior Forensic Specialist 4 4 4 0
Senior Management Analyst 1 1 1 0
Senior Police Services Specialist 1 1 3 2
Senior Records Specialist 7 7 7 0
CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2026-27
POLICE DEPARTMENT 108
Full-Time Positions (Continued) FY 2024-25
Adopted
FY 2025-26
Adopted
FY 2026-27
Proposed
Variance
from PY
Supervising Crime and Intelligence Analyst 1 1 1 0
Traffic Control Officer (includes four limited
term positions for the duration of the Metro
project)
42 42 42 0
Total 258 264 266 2
Department Budget
Revenue by Category
FY 2024-25
Actual
FY 2025-26
Adopted
FY 2026-27
Proposed
Percent
Change
Intergovernmental Revenue [A] 2,330,339 934,099 766,680 -17.9% Licenses and Permits [B] 990,001 613,500 1,023,500 66.8% Fines and Penalties [C] 5,613,612 5,150,000 6,405,000 24.4% Use of Money and Property 3,386 5,500 5,600 1.8%
Service Fees and Charges [D] 1,101,318 814,450 741,550 -9.0% Internal Service Fund Receipts 747,858 696,207 723,438 3.9% Miscellaneous Revenue [E] 423,755 126,000 21,500 -82.9% Total Revenue 11,210,269$ 8,339,756$ 9,687,268$ 16.2%
Expenditures by Category
FY 2024-25
Actual
FY 2025-26
Adopted
FY 2026-27
Proposed
Percent
Change
Salaries and Benefits [F] 70,918,774 74,026,489 79,267,803 7.1% Materials and Supplies [G] 677,756 604,345 559,345 -7.4% Contractual Services 12,794,644 12,168,626 11,648,608 -4.3% Capital Outlay 763,082 604,003 577,484 -4.4%
Internal Service Fund Charges [H] 30,467,188 29,122,608 32,663,770 12.2% Other Charges [I] 392,349 449,473 162,685 -63.8%
Total Expenditures 116,013,793$ 116,975,544$ 124,879,695$ 6.8% [A] Decrease due to expected decline in grant funding for the Organized Retail Theft (ORT) Prevention program. [B] Increase due to higher projection of resident and overnight parking permit revenue. [C] Increase primarily due to higher projection of parking ordinance violations. [D] Decrease due to lower projection of special events revenues.
CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2026-27
POLICE DEPARTMENT 109
[E] Decrease primarily due to a more conservative estimate of auction sale proceeds. [F] Increase primarily due to projected and Council-approved MOU contract increases for miscellaneous and safety bargaining units, respectively, along with increases in workers’ compensation and compensated absences. [G] Decrease due to the elimination of a prior year one-time budget enhancement. [H] Increase primarily due to higher department allocations for vehicles, IT costs (predominantly for CAD/RMS system upgrade), and liability insurance, partially offset by a lower allocation of facilities charges based on zero-based budgeting (ZBB) CIP cost reductions.
[I] Decrease due to a lower allocation of utility costs to align with actual charges.
CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2026-27
110
CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2026-27
FIRE DEPARTMENT 111
Fire Department
Proposed Budget
CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2026-27
FIRE DEPARTMENT 112
Department Organizational Chart
CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2026-27
FIRE DEPARTMENT 113
Department Mission
The mission of the Beverly Hills Fire Department is to provide world-class fire and emergency medical services for the preservation of life, property, and the environment.
The Fire Department strives to provide the highest quality, all-risk emergency response to the Beverly Hills community and its visitors at all times. From its state-of-the-art pre-hospital emergency medical services to cutting-edge fire suppression and community risk reduction, including disaster response capabilities, whether man-made or environmental, the Beverly Hills Fire Department is staffed, trained, and equipped to mitigate all emergencies. Through proactive inspections and comprehensive public educational services, the Department aims to make the community safe and avoid preventable loss.
Work Plans
Strategic Priority 1: Enhance Community Safety Services Goal 1.1: Prepare for opening of Beverly Hills Metro stations to include:
o Carry out plan to assist unhoused individuals who may exit the Metro and require assistance.
Goal 1.2: Implement new technologies to support public safety to include:
o Complete Phase II of Enterprise Records Management System (RMS) upgrade for BHPD and BHFD.
Goal 1.5: Continue emergency preparations and proactive safety measures to include:
o Explore timely emergency communication alert and warning tools. o Explore adverse weather planning capabilities.
o Explore timely communications for community members with disabilities. o Continue running emergency evacuation drills in the city and with school district.
Strategic Priority 2: Practice Effective, Innovative, and Transparent Governance Goal 2.2: Expand public-facing eGov offerings to include:
o Enhance online permitting and plan review capabilities through implementation of new enterprise permitting software system and explore AI to improve timing of permitting process.
Strategic Priority 4: Strengthen Community Quality of Life and Health Goal 4.1: Provide programs and spaces that benefit the residents of the City, to include:
o Continue to roll out BH Wellness Network. Make sure the program is communicated to residents.
Strategic Priority 5: Maintain and Develop Infrastructure and Facilities Goal 5.1: Ensure City facilities are properly maintained and functional to include:
o Expand Fire station #2 to include 2 new individual bedrooms to accommodate personnel assigned to the Station.
CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2026-27
FIRE DEPARTMENT 114
Department Personnel
FY 2024-25
Adopted
FY 2025-26
Adopted
FY 2026-27
Proposed
Variance
from PY
Total Full-Time Positions* 99 101 101 0
Total Part-Time (FTE)* 3.22 3.42 4.30 0.88
*The net increase of 0.88 part-time FTEs is attributable to a three-year limited term Program Operations Specialist, that was approved by Council in July 2025. Additionally, in April 2026, City Council approved the reclassification of the Emergency Management Manager to the Emergency Services Manager.
Full-Time Positions FY 2024-25
Adopted
FY 2025-26
Adopted
FY 2026-27
Proposed
Variance
from PY
Administrative Assistant Safety Support 2 2 2 0
Assistant Fire Chief 2 2 2 0
Deputy Fire Chief 1 1 1 0
Deputy Fire Marshal 1 1 1 0
Emergency Management Manager 0 1 0 (1)
Emergency Services Manager 0 0 1 1
EMS Administrator 1 0 0 0
EMS Division Chief 0 1 1 0
Executive Assistant 1 1 1 0
Fire Administrator 1 1 1 0
Fire Battalion Chief 112 3 3 3 0
Fire Captain 112 15 15 15 0
Fire Chief 1 1 1 0
Fire Engineer 112 18 18 18 0
Fire Inspector 3 3 3 0
Firefighter 112 44 45 45 0
Firefighter 80 2 1 1 0
Human Services Administrator 1 1 1 0
Human Services Outreach Manager 1 1 1 0
Human Services Specialist 1 1 1 0
CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2026-27
FIRE DEPARTMENT 115
Full-Time Positions (Continued) FY 2024-25
Adopted
FY 2025-26
Adopted
FY 2026-27
Proposed
Variance
from PY
Management Assistant 0 1 1 0
Plan Check Inspector 1 1 1 0
Total 99 101 101 0
Department Budget
Revenue by Category
FY 2024-25
Actual
FY 2025-26
Adopted
FY 2026-27
Proposed
Percent
Change
Intergovernmental Revenue 601,679 100,000 100,000 0.0%
Service Fees and Charges [A] 4,443,477 4,364,000 4,586,000 5.1% Internal Service Fund Receipts [B] 634,415 1,950,746 1,521,847 -22.0% Miscellaneous Revenue [C] 62,279 1,000 50,000 4900.0%
Total Revenue 5,741,850$ 6,415,746$ 6,257,847$ -2.5%
Expenditures by Category
FY 2024-25
Actual
FY 2025-26
Adopted
FY 2026-27
Proposed
Percent
Change
Salaries and Benefits [D] 38,358,443 42,048,106 45,523,908 8.3% Materials and Supplies 490,481 482,680 491,680 1.9%
Contractual Services 5,498,455 5,590,388 5,363,872 -4.1% Capital Outlay [E] 195,969 579,584 447,486 -22.8%
Internal Service Fund Charges [F] 15,194,040 15,038,438 12,191,309 -18.9% Other Charges [G] 188,387 217,413 52,554 -75.8%
Total Expenditures 59,925,775$ 63,956,609$ 64,070,809$ 0.2% [A] Increase due to higher projection of ambulance services revenue. [B] Decrease to align with funding needs, driven primarily by the transfer of contractual services budget from the Fire Department to the Policy and Management Department for City Hall Security. [C] Increase due to projected recovery of receivable write-offs. [D] Increase primarily due to projected and Council-approved MOU contract increases for miscellaneous and safety bargaining units, respectively, along with increases in workers’ compensation. [E] Decrease based on scheduled replacement of equipment. [F] Decrease due to lower allocation of facilities charges based on zero-based budgeting (ZBB) CIP cost reductions, liability insurance, and IT costs, partially offset by higher department charges for vehicles. [G] Decrease due to a lower allocation of utility costs to align with actual charges.
CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2026-27
116
CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2026-27
COMMUNITY DEVELOPMENT 117
Community Development
Proposed Budget
CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2026-27
COMMUNITY DEVELOPMENT 118
Department Organizational Chart
CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2026-27
COMMUNITY DEVELOPMENT 119
Department Mission
The Community Development Department guides the planning, development, and preservation of the community.
Work Plans
Strategic Priority 2: Practice Effective, Innovative, and Transparent Governance Goal 2.2: Expand public-facing eGov offerings to include:
o Enhance online permitting and plan review capabilities through implementation of new enterprise permitting software system and explore AI to improve timing of permitting process.
Strategic Priority 3: Strengthen Long-Term Fiscal Sustainability Goal 3.1: Ensure responsible fiscal stewardship by implementing cost saving measures and revenue enhancement ideas to include:
o Complete nexus study and implement development impact fees.
Strategic Priority 6: Enhance Affordable Housing Opportunities While Preserving Community Character Goal 6.1: Complete elements from the certified housing element to include:
o 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.
o Complete project entitlements for a senior affordable housing project. o Continue implementation of housing element programs including actions to encourage additional ADU construction and updates to the Mixed-Use Overlay Zone. o Update standards for residential units and lot splits under SB 9 consistent with state law.
o Complete and implement the transit-oriented development alternative plan pursuant to SB 79.
o Explore program for older property owners to keep property as-is instead of further development.
Goal 6.2: Improve/maintain multifamily stock by studying implementation of a proactive rental unit inspection program.
Strategic Priority 7: Practice Environmental Stewardship, including Increased Mobility Options, Reducing Carbon Emissions, etc.
Goal 7.3: Implement elements of the Climate Action and Adaptation Plan to include:
o Implement an Energy Reach Code for new construction and significant remodels.
CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2026-27
COMMUNITY DEVELOPMENT 120
Department Personnel
FY 2024-25
Adopted
FY 2025-26
Adopted
FY 2026-27
Proposed
Variance
from PY
Total Full-Time Positions* 72 72 72 0
Total Part-Time (FTE)* 0.76 0.46 0.34 (0.12)
*As part of a cost-neutral reorganization, part-time FTEs were decreased by 0.12 and several full-time positions were either added or eliminated, as follows: (1) Added – one Customer Service Representative and one Senior Management Analyst; (2) Eliminated – one Administrative Assistant and one Management Analyst.
Full-Time Positions FY 2024-25
Adopted
FY 2025-26
Adopted
FY 2026-27
Proposed
Variance
from PY
Administrative Assistant 1 1 0 (1)
Assistant Director of Community
Development/Building Official 1 1 1 0
Assistant Director of Community
Development/City Planner 1 1 1 0
Assistant Planner 1 2 2 0
Associate Planner 8 6 6 0
Associate Project Manager 1 1 1 0
Building Inspection Manager 1 1 1 0
Building Inspector II 4 7 7 0
Civil Engineer 1 0 0 0
Code Enforcement Manager 1 1 1 0
Code Enforcement Officer 5 5 5 0
Community Development Commission
Specialist 1 1 1 0
Community Development Manager 0 1 1 0
Customer Service Representative 8 8 9 1
Deputy Building Official 1 1 1 0
Deputy Director of Rent Stabilization 1 1 1 0
Development Services Technician II 1 1 1 0
Director of Community Development 1 1 1 0
CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2026-27
COMMUNITY DEVELOPMENT 121
Full-Time Positions (Continued) FY 2024-25
Adopted
FY 2025-26
Adopted
FY 2026-27
Proposed
Variance
from PY
Executive Assistant 1 1 1 0
Management Analyst 4 4 3 (1)
Management Assistant 1 1 1 0
Permit Center Supervisor 1 1 1 0
Principal Plan Review Engineer 0 1 1 0
Principal Planner 3 2 2 0
Project Manager 1 2 2 0
Project Staff Assistant 2 2 2 0
Senior Building Inspector 6 4 4 0
Senior Code Enforcement Officer 2 2 2 0
Senior Management Analyst 2 1 2 1
Senior Plan Review Engineer 4 5 5 0
Senior Planner 4 5 5 0
Special Events and Filming Coordinator 1 1 1 0
Supervising Plan Review Engineer 1 0 0 0
Urban Designer 1 0 0 0
Total 72 72 72 0
CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2026-27
COMMUNITY DEVELOPMENT 122
Department Budget
Revenue by Category
FY 2024-25
Actual
FY 2025-26
Adopted
FY 2026-27
Proposed
Percent
Change
Intergovernmental Revenue 27,157 - - 0.0%
Licenses and Permits 30,308,401 28,467,000 28,748,836 1.0% Fines and Penalties [A] 34,810 10,000 30,000 200.0%
Use of Money and Property [B] 285,654 200,500 301,500 50.4% Service Fees and Charges [C] 3,012,432 2,374,000 2,538,000 6.9% Internal Service Fund Receipts [D] 109,167 123,626 63,241 -48.8% Miscellaneous Revenue [E] 418,553 257,000 330,000 28.4% Total Revenue 34,196,174$ 31,432,126$ 32,011,577$ 1.8%
Expenditures by Category
FY 2024-25
Actual
FY 2025-26
Adopted
FY 2026-27
Proposed
Percent
Change
Salaries and Benefits 13,113,195 14,670,535 15,172,798 3.4% Materials and Supplies 45,485 86,525 85,025 -1.7%
Contractual Services [F] 2,712,093 5,563,792 5,058,858 -9.1% Capital Outlay [G] - 54 208,173 385405.6%
Internal Service Fund Charges 8,571,745 7,839,281 7,960,963 1.6% Other Charges 926,469 786,735 760,572 -3.3%
Total Expenditures 25,368,987$ 28,946,922$ 29,246,389$ 1.0% [A] Increase due to higher projection of ordinance violations revenue. [B] Increase due to higher projection of open air dining program revenue. [C] Increase primarily due to higher projection of Community Development Technology Fund surcharge revenue. [D] Decrease to align with funding needs, based on the future scheduled replacement of equipment. [E] Increase due to higher projection of recoverable staff time and miscellaneous receipts. [F] Decrease due to the elimination of prior year one-time budget enhancements, partially offset by current year budget enhancement requests.
[G] Increase based on scheduled replacement of equipment.
CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2026-27
INFORMATION TECHNOLOGY 123
Information Technology
Proposed Budget
CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2026-27
INFORMATION TECHNOLOGY 124
Department Organizational Chart
CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2026-27
INFORMATION TECHNOLOGY 125
Department Mission
The Information Technology (IT) Department strives to be a leading municipal provider of innovative, secure, and high-performing technology services and infrastructure. The Department is committed to delivering reliable, accessible, and actionable digital solutions that empower City staff and enhance service to the community.
In close partnership with City departments, the IT Department defines and executes a forward-looking technology strategy that advances operational efficiency, strengthens data-informed decision-making, and enables seamless service delivery. Through disciplined governance, continuous improvement, and adherence to best-in-class practices, the Department fosters a culture of collaboration, accountability, and measurable results.
Work Plans
Strategic Priority 1: Enhance Community Safety Services Goal 1.1: Prepare for opening of Beverly Hills Metro stations to include:
o Install cameras at Metro stations, with AI monitoring capabilities if feasible, to supplement security measures.
Goal 1.2: Implement new technologies to support public safety to include:
o Complete Phase II of Enterprise Records Management System (RMS) upgrade for BHPD and BHFD.
o 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).
o Utilize AI where feasible in monitoring camera footage for crime prevention/enforcement and Fire efforts.
o Upgrade wireless data modems in public safety vehicles. o Explore public/private partnerships for funding sources for expanding video wall capabilities within the Real-Time Watch Center.
Goal 1.3: Expand cybersecurity posture to include:
o Replace end-of-life network infrastructure and enhance network security. o Upgrade identity management systems such as the virtual private network.
Strategic Priority 2: Practice Effective, Innovative, and Transparent Governance Goal 2.2: Expand public-facing eGov offerings to include:
o Enhance online permitting and plan review capabilities through implementation of new enterprise permitting software system and explore AI to improve timing of permitting process.
CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2026-27
INFORMATION TECHNOLOGY 126
Strategic Priority 5: Maintain and Develop Infrastructure and Facilities Goal 5.1: Ensure City facilities are properly maintained and functional to include:
o Replace IT data center heating, ventilation, and air conditioning (HVAC) and uninterruptible power supply (UPS) Systems.
Goal 5.2: Upgrade key IT infrastructure to include:
o Upgrade end-of-life network and server infrastructure. o Complete phase I of City’s finance system (Munis) migration to the cloud. o Begin Phase I of automatic meter reader migration.
o Develop roadmap for enhanced document management software. o Keep software uses and costs efficient.
Department Personnel
FY 2024-25
Adopted
FY 2025-26
Adopted
FY 2026-27
Proposed
Variance
from PY
Total Full-Time Positions 34 34 34 0
Total Part-Time (FTE) 7.58 7.58 7.58 0
Full-Time Positions FY 2024-25
Adopted
FY 2025-26
Adopted
FY 2026-27
Proposed
Variance
from PY
Assistant Chief Information Officer 1 1 1 0
Chief Information Officer 1 1 1 0
Communications Specialist 2 2 2 0
Data Center Manager 1 1 1 0
Executive Assistant 1 1 1 0
Geographic Information Systems (GIS)
Coordinator 1 0 0 0
Geographic Information Systems (GIS)
Integrator
1 1 1 0
Geographic Information Systems (GIS)
Program Manager
0 1 1 0
Graphic Designer 1 1 1 0
Information Security Analyst 1 1 1 0
Management Analyst 1 1 1 0
Multimedia Services Manager 1 1 1 0
CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2026-27
INFORMATION TECHNOLOGY 127
Full-Time Positions (Continued) FY 2024-25
Adopted
FY 2025-26
Adopted
FY 2026-27
Proposed
Variance
from PY
Network Integrator 1 0 0 0
Network Manager 1 1 1 0
Reprographics Assistant 2 2 2 0
Reprographics Supervisor 1 1 1 0
Senior Graphic Designer 2 1 1 0
Senior Management Analyst 1 1 1 0
Senior Network Integrator 0 1 1 0
Senior Support Specialist 2 2 2 0
Software Manager 1 1 1 0
Supervising Graphic Designer 0 1 1 0
Systems Integrator 6 6 6 0
Video Operations Specialist 1 1 1 0
Video Producer/Editor 1 1 1 0
Video Production Supervisor 1 1 1 0
Web Coordinator 1 1 1 0
Web Developer 1 1 1 0
Total 34 34 34 0
CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2026-27
INFORMATION TECHNOLOGY 128
Department Budget
Revenue by Category
FY 2024-25
Actual
FY 2025-26
Adopted
FY 2026-27
Proposed
Percent
Change
Licenses and Permits [A] 12,328 15,000 8,000 -46.7%
Use of Money and Property [B] 623,058 631,988 419,200 -33.7% Service Fees and Charges [C] 99,748 100,000 85,000 -15.0% Internal Service Fund Receipts [D] 27,018,076 24,395,732 26,024,783 6.7% Total Revenue 27,753,210$ 25,142,720$ 26,536,983$ 5.5%
Expenditures by Category
FY 2024-25
Actual
FY 2025-26
Adopted
FY 2026-27
Proposed
Percent
Change
Salaries and Benefits 7,462,563 7,975,901 8,291,885 4.0% Materials and Supplies [E] 60,603 82,950 103,450 24.7%
Contractual Services 5,148,207 5,988,684 6,097,327 1.8% Capital Outlay [F] 43,181 130,292 15,121 -88.4%
Internal Service Fund Charges 3,223,594 3,038,826 2,916,402 -4.0% Other Charges [G] 468,955 349,269 510,705 46.2%
Total Expenditures 16,407,103$ 17,565,922$ 17,934,890$ 2.1% [A] Decrease due to lower projection of special events revenue. [B] Decrease due to lower projection of Cable TV franchise fee and wireless lease revenue. [C] Decrease due to lower projection of Cable TV Public, Educational, and Governmental (PEG) fees. [D] Increase to align with funding needs, primarily driven by an increase in salary & benefit costs, increased funding for capital improvement projects, and a decrease in projected fund revenue. [E] Increase due to reallocation from Contractual Services budget. [F] Decrease based on scheduled replacement of equipment and the elimination of a prior year one-time budget enhancement.
[G] Increase due to reallocation from Contractual Services budget, along with higher projected utility costs.
CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2026-27
PUBLIC WORKS 129
Public Works
Proposed Budget
CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2026-27
PUBLIC WORKS 130
Department Organizational Chart
CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2026-27
PUBLIC WORKS 131
Department Mission
We deliver world-class services and infrastructure that enhance the character and quality of life in Beverly Hills.
The Public Works Department delivers high-quality municipal services by maintaining and enhancing the City’s assets, advancing innovation and fiscal responsibility, and improving the character, resilience, and quality of life in Beverly Hills for residents, businesses, and visitors. Guided by a commitment to safety, teamwork, professionalism, and accountability, the Department plans, builds, operates, and maintains safe, reliable, and sustainable infrastructure that supports public safety, environmental stewardship, mobility, and exceptional customer service.
Work Plans
Strategic Priority 1: Enhance Community Safety Services Goal 1.1: Prepare for opening of Beverly Hills Metro stations to include:
o Complete Beverly Hills Police Department (BHPD) Public Safety Center at the Wilshire/La Cienega Metro Station.
o Install cameras at Metro stations, with AI monitoring capabilities if feasible, to supplement security measures.
Goal 1.2: Implement new technologies to support public safety to include:
o 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).
o Upgrade wireless data modems in public safety vehicles. Goal 1.4: Increase pedestrian safety by studying and carrying out additional safety measures on certain streets to include:
o As legally allowable, use AI and existing technology to measure and track violators running lights and stop signs.
o As legally allowable, conduct joint pilot study/program with neighboring cities on use of speed cameras and noise-activated cameras for traffic enforcement. o Complete Phase 2 of the Rodeo Dr. bollards/light pole replacement project. o Complete permanent security solution for Lily Pond block. o Initiate local roadway safety plans & raised crosswalks at select intersections. o Begin install of various midblock pedestrian signals. o Review/Update Neighborhood Traffic Calming Program.
Goal 1.5: Continue emergency preparations and proactive safety measures to include:
o Explore adverse weather planning capabilities.
Strategic Priority 2: Practice Effective, Innovative, and Transparent Governance Goal 2.2: Expand public-facing eGov offerings to include:
o Enhance online permitting and plan review capabilities through implementation of new enterprise permitting software system and explore AI to improve timing of permitting process.
CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2026-27
PUBLIC WORKS 132
Strategic Priority 3: Strengthen Long-Term Fiscal Sustainability Goal 3.1: Ensure responsible fiscal stewardship by implementing cost saving measures and revenue enhancement ideas to include:
o Conduct off street and on street parking rate study for City parking structures and meters.
o Continue to explore and pursue grant funding opportunities.
Strategic Priority 4: Strengthen Community Quality of Life and Health Goal 4.1: Provide programs and spaces that benefit the residents of the City, to include:
o Prepare for 2026 World Cup related to security, transportation, programming, etc. o Prepare for 2028 Olympics related to security, transportation, programming, etc. and determine if the Olympics marathon race can come through Beverly Hills. Goal 4.2: Develop and implement traffic safety programs to include:
o Conduct education and enforcement around distracted driving and distracted walking.
Strategic Priority 5: Maintain and Develop Infrastructure and Facilities Goal 5.1: Ensure City facilities are properly maintained and functional to include:
o Complete upgrade of Will Rogers water feature equipment. o Complete La Cienega Park playground upgrade.
o Initiate seismic upgrades to one City parking structure (Bedford, Camden or Beverly Dr.).
o Complete lower Greystone drainage and access road reconstruction. o Restore Cypress Lane fountain at Greystone.
o Replace IT data center heating, ventilation, and air conditioning (HVAC) and uninterruptible power supply (UPS) Systems.
o Expand Fire station #2 to include 2 new individual bedrooms to accommodate personnel assigned to the Station.
o Address water intrusion issues at various city buildings, e.g. Fire station #1, elevator pits.
o Street resurfacing associated with Metro projects, including Wilshire Blvd. and residential areas affected by dewatering wells and/or haul route violations. o Renovate public first floor library restrooms.
o Complete File Room renovation in City Clerk’s office. o Replace pergola at Rexford Mini Park.
o Continue fire life safety projects at Greystone to include installing fire alarm in the mansion, CCTV installation, slate repair, theater stair lighting, etc. o Replace play equipment at Arnaz mini park.
o Begin outreach for Reeves Mini Park playground replacement. o Complete Robertson sidewalk replacement.
o Identify priorities for La Cienega Park, e.g. new community center, affordable housing, etc.
CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2026-27
PUBLIC WORKS 133
o Continue implementation of streetscape enhancements per Connect BH on Wilshire and La Cienega Blvds., including new or enhanced crosswalks, and transit shelters. o Construct October 7th permanent memorial.
o Initiate Sunset Boulevard Median Reconstruction and Reservoir Project. o Develop plan for Public Works Yards.
o Initiate replacing obsolete signal poles on South Santa Monica Blvd. corridor. o Upgrade outdoor basketball courts at Roxbury Park.
o Replace Automatic Transfer Switch at City Hall.
o Upgrade Library Fire Alarm System.
o Increase maintenance of city owned parking structures and painting. o Improve ambient lighting at park sites, particularly La Cienega Park. o Develop first/last mile active transportation improvements around subway stations. o Ensure adequate maintenance for City roadways and trees. o Complete construction of new traffic signal and sidewalk on Beverly Drive at Rexford Drive.
Goal 5.2: Upgrade key IT infrastructure to include:
o Begin Phase I of automatic meter reader migration.
Strategic Priority 6: Enhance Affordable Housing Opportunities While Preserving Community Character Goal 6.1: Complete elements from the certified housing element to include:
o 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.
o Complete and implement the transit-oriented development alternative plan pursuant to SB 79.
CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2026-27
PUBLIC WORKS 134
Strategic Priority 7: Practice Environmental Stewardship, including Increased Mobility Options, Reducing Carbon Emissions, etc.
Goal 7.1: Continue implementation of Complete Streets Plan to include:
o Construct crosswalks at Wetherly/Almont, Gregory/Robertson, and La Cienega Park on La Cienega, which includes reconfiguration of the median. o Initiate design of mid-block crosswalk for 100 block S Beverly Drive. Goal 7.2: Continued installation of level 2 EV chargers in City parking structures as utilization numbers determine. Ensure there is power capacity.
Goal 7.3: Implement elements of the Climate Action and Adaptation Plan to include:
o Implement an Environmental Preferred Purchasing (EPP) policy for municipal procurement.
o Implement an Energy Reach Code for new construction and significant remodels. o After evaluating power capacity, ensure compliance with state mandated Advanced Clean Fleets (ACF) Rule for vehicle replacement and installation of DC Fast Chargers. o Purchase and register zero emission vehicles for ACF qualifying vehicles up for replacement in FY 2026-27.
o Install additional fleet specific Level 2 EV Chargers in designated department areas. o Continue to work with SCE to address electrical grid maintenance and capacity throughout the City.
Goal 7.4: Increase water resilience to include:
o Complete Cabrillo pump station and forebay project to enhance and increase emergency pumping capacity and redundancy.
o 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.
Department Personnel
FY 2024-25
Adopted
FY 2025-26
Adopted
FY 2026-27
Proposed
Variance
from PY
Total Full-Time Positions* 222 223 227 4
Total Part-Time (FTE) 57.75 57.88 57.88 0
*The net increase of four full-time positions is attributable to enhancement requests for the addition of three Facilities Maintenance Technicians, one Lead Street Maintenance Technician, and one Street Maintenance Technician, offset by the elimination of one Accounting Technician. In August 2025, City Council approved the reclassification of eight Facilities Maintenance Mechanics to Facilities Maintenance Technicians and the reclassification of the Lead Facilities Maintenance Mechanic to a Lead Facilities Maintenance Technician. In September 2025, City Council approved the reclassification of the Senior Project Manager (two-year limited term) to the Architectural Services Manager (twoyear limited term).
CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2026-27
PUBLIC WORKS 135
Full-Time Positions FY 2024-25
Adopted
FY 2025-26
Adopted
FY 2026-27
Proposed
Variance
from PY
Accounting Technician 1 1 0 (1)
Architectural Services Manager (two-year
limited term) 0 0 1 1
Assistant Director of Public Works/City
Engineer
1 1 1 0
Associate Project Manager 3 0 0 0
Building Maintenance Attendant 2 2 2 0
Central Storeroom Supervisor 1 1 1 0
Central Stores Clerk 1 1 1 0
Central Stores Specialist 1 1 1 0
City Arborist 1 1 1 0
City Architect 1 1 1 0
Civil Engineer GIS Specialist 1 1 1 0
Contract Support Specialist 2 2 2 0
Customer Relations Coordinator 2 2 2 0
Customer Relations Manager 1 1 1 0
Customer Service and Solid Waste Specialist 1 1 1 0
Customer Service Representative 8 8 8 0
Deputy Director of Public Works Operations 1 1 1 0
Director of Public Works 1 1 1 0
Drainage Maintenance Worker II 6 6 6 0
Drainage System Supervisor 1 1 1 0
Electrician 3 3 3 0
Engineering Services Manager 1 1 1 0
Environmental Compliance and
Sustainability Programs Manager 1 1 1 0
Environmental Compliance Inspector 2 2 2 0
Environmental Maintenance Worker 5 6 6 0
CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2026-27
PUBLIC WORKS 136
Full-Time Positions (Continued) FY 2024-25
Adopted
FY 2025-26
Adopted
FY 2026-27
Proposed
Variance
from PY
Equipment Mechanic II 7 7 7 0
Executive Assistant 2 2 2 0
Facilities Maintenance Mechanic 8 8 0 (8)
Facilities Maintenance Supervisor 2 2 2 0
Facilities Maintenance Technician 0 0 11 11
Facilities Superintendent 1 1 1 0
Field Service Representative 1 1 1 0
Fleet and Facilities Manager 1 1 1 0
Fleet Supervisor 1 1 1 0
Irrigation Specialist 1 1 1 0
Lead Equipment Mechanic 2 2 2 0
Lead Facilities Maintenance Mechanic 1 1 0 (1)
Lead Facilities Maintenance Technician 0 0 1 1
Lead Street Maintenance Technician 1 1 2 1
Office Assistant 2 2 2 0
Park Services Supervisor 2 2 2 0
Park Services Worker 15 15 15 0
Parking Services Manager 1 1 1 0
Parking Services Technician 4 4 4 0
Parking Supervisor 2 2 2 0
Parking Technician Supervisor 1 1 1 0
Parks Superintendent 1 1 1 0
Project Manager 8 11 11 0
Public Works Inspector I 1 1 1 0
Public Works Inspector II 6 6 6 0
Public Works Manager 1 1 1 0
CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2026-27
PUBLIC WORKS 137
Full-Time Positions (Continued) FY 2024-25
Adopted
FY 2025-26
Adopted
FY 2026-27
Proposed
Variance
from PY
Purchasing Specialist 1 1 1 0
Senior Customer Service Representative 1 1 1 0
Senior Drainage System Worker 3 3 3 0
Senior Management Analyst 6 6 6 0
Senior Parking Services Technician 1 1 1 0
Senior Project Manager (two-year limited
term) 0 1 0 (1)
Senior Public Works Inspector 0 1 1 0
Senior Solid Waste Equipment Operator 1 1 1 0
Senior Street Sweeper Operator 1 1 1 0
Senior Traffic Signal and Street Lighting
Technician 1 1 1 0
Senior Transportation Engineer 1 0 0 0
Senior Water System Technician 1 1 1 0
Senior Water System Worker 3 3 3 0
Solid Waste and Stormwater Operations
Supervisor
2 2 2 0
Solid Waste Equipment Operator 15 0 0 0
Solid Waste Equipment Operator II 0 15 15 0
Solid Waste Inspector 2 2 2 0
Solid Waste Manager 1 1 1 0
Street Maintenance Supervisor 1 1 1 0
Street Maintenance Technician 9 9 10 1
Street Services Manager 1 1 1 0
Street Sweeper Operator 4 4 4 0
Supervising Public Works Inspector 1 0 0 0
Sustainability Program Administrator 1 1 1 0
Sustainability Program Analyst 1 1 1 0
CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2026-27
PUBLIC WORKS 138
Full-Time Positions (Continued) FY 2024-25
Adopted
FY 2025-26
Adopted
FY 2026-27
Proposed
Variance
from PY
Tenant Relations Coordinator 1 1 1 0
Traffic Engineer Technician 1 1 1 0
Traffic Signal and Street Lighting Supervisor 1 1 1 0
Traffic Signal and Street Lighting Technician 5 5 5 0
Transportation Manager 0 1 1 0
Transportation Planner 2 1 1 0
Transportation Planning Analyst 1 1 1 0
Urban Forest Inspector 2 2 2 0
Utilities General Manager 1 1 1 0
Utility Service Locater Technician 1 1 1 0
Water Conservation Administrator 1 1 1 0
Water Quality Specialist 1 1 1 0
Water Quality Technician 0 1 1 0
Water Resources and Operations Manager 1 1 1 0
Water Resources Engineer 1 1 1 0
Water System Inspector 1 0 0 0
Water System Supervisor 2 2 2 0
Water System Technician (includes one twoyear limited term position) 2 2 2 0 Water System Worker II 12 12 12 0
Water Treatment Plant Operator 8 8 8 0
Total 222 223 227 4
CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2026-27
PUBLIC WORKS 139
Department Budget
Revenue by Category
FY 2024-25
Actual
FY 2025-26
Adopted
FY 2026-27
Proposed
Percent
Change
Operating Revenue 80,959,295 84,882,651 86,876,420 2.3% Intergovernmental Revenue 5,047,803 5,127,473 5,155,147 0.5% Licenses and Permits 543,589 481,000 487,500 1.4%
Fines and Penalties [A] 416,045 252,000 414,000 64.3%
Use of Money and Property [B] 4,828,393 5,203,970 5,618,508 8.0% Service Fees and Charges 22,699,123 22,685,600 22,762,100 0.3% Internal Service Fund Receipts 45,025,934 44,558,736 43,385,694 -2.6% Miscellaneous Revenue [C] 8,723,606 6,739,100 5,600,750 -16.9% Total Revenue 168,243,788$ 169,930,530$ 170,300,119$ 0.2% Expenditures by Category
FY 2024-25
Actual
FY 2025-26
Adopted
FY 2026-27
Proposed
Percent
Change
Salaries and Benefits 40,566,081 44,040,969 46,089,321 4.7% Materials and Supplies 16,941,953 18,570,042 18,542,361 -0.1% Contractual Services 42,824,245 46,166,871 48,275,461 4.6% Capital Outlay [D] 281,376 840,219 326,508 -61.1%
Internal Service Fund Charges 45,429,815 45,122,007 46,483,358 3.0% Other Charges [E] 7,470,517 7,406,867 8,184,491 10.5%
Total Expenditures 153,513,987$ 162,146,975$ 167,901,500$ 3.5% [A] Increase due to higher projection of penalties on delinquent accounts in the Water Enterprise Fund. [B] Increase due to higher projection of commercial lease revenue, partially offset by a lower projection of antenna encroachment fees.
[C] Decrease in projected reimbursements from Metro based on current project status, with the Wilshire/La Cienega Station opening in FY 2025-26.
[D] Decrease based on scheduled replacement of equipment and the elimination of a prior year one-time budget enhancement, offset by current year budget enhancement requests. [E] Increase primarily due to higher projected utility costs.
CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2026-27
140
CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2026-27
COMMUNITY SERVICES 141
Community Services
Proposed Budget
CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2026-27
COMMUNITY SERVICES 142
Department Organizational Chart
CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2026-27
COMMUNITY SERVICES 143
Department Mission
To enrich life by providing exceptional community experiences. The Community Services Department provides exceptional cultural, educational, recreational, and social services to enhance and maintain a high quality of life and attractive physical environment in the Beverly Hills community.
Work Plans
Strategic Priority 3: Strengthen Long-Term Fiscal Sustainability Goal 3.1: Ensure responsible fiscal stewardship by implementing cost saving measures and revenue enhancement ideas to include:
o Increase certain fee-based Community Services programming to be revenue positive. o Continue to explore and pursue grant funding opportunities.
Strategic Priority 4: Strengthen Community Quality of Life and Health Goal 4.1: Provide programs and spaces that benefit the residents of the City, to include:
o Roll out new/different events as recommended by City Council ad hoc and approved by City Council.
o Prepare for 2026 World Cup related to security, transportation, programming, etc. o Prepare for 2028 Olympics related to security, transportation, programming, etc. and determine if the Olympics marathon race can come through Beverly Hills.
Strategic Priority 5: Maintain and Develop Infrastructure and Facilities Goal 5.1: Ensure City facilities are properly maintained and functional to include:
o Complete upgrade of Will Rogers water feature equipment. o Complete La Cienega Park playground upgrade.
o Complete lower Greystone drainage and access road reconstruction. o Restore Cypress Lane fountain at Greystone.
o Renovate public first floor library restrooms.
o Replace pergola at Rexford Mini Park.
o Continue fire life safety projects at Greystone to include installing fire alarm in the mansion, CCTV installation, slate repair, theater stair lighting, etc. o Replace play equipment at Arnaz mini park.
o Begin outreach for Reeves Mini Park playground replacement. o Identify priorities for La Cienega Park, e.g. new community center, affordable housing, etc.
o Construct October 7th permanent memorial.
o Upgrade outdoor basketball courts at Roxbury Park.
o Upgrade Library Fire Alarm System.
o Improve ambient lighting at park sites, particularly La Cienega Park.
CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2026-27
COMMUNITY SERVICES 144
Department Personnel
FY 2024-25
Adopted
FY 2025-26
Adopted
FY 2026-27
Proposed
Variance
from PY
Total Full-Time Positions* 67 67 70 3
Total Part-Time (FTE)* 103.88 104.76 100.91 (3.85)
*A net decrease of 3.85 part-time FTEs reflects a reduction of 4.25 FTEs from cost-neutral reorganizations, partially offset by a 0.40 FTE increase associated with an enhancement request to convert a Food Services Specialist from hourly part-time to regular part-time. The cost-neutral reorganizations also added three full-time positions: two Recreation Coordinators and one Recreation Services Manager.
Full-Time Positions FY 2024-25
Adopted
FY 2025-26
Adopted
FY 2026-27
Proposed
Variance
from PY
Arts and Culture Program Associate 1 1 1 0
Assistant Director of Community Services 1 1 1 0
Communications and Marketing
Coordinator 1 1 1 0
Community Services Manager 1 1 1 0
Customer Service Supervisor 1 1 1 0
Deputy Director of Community Services 1 1 1 0
Director of Community Services 1 1 1 0
Executive Assistant 1 1 1 0
Graphic Designer 1 1 1 0
Lead Park Ranger 5 5 5 0
Librarian II 8 8 8 0
Librarian III 2 2 2 0
Library Administrator 1 1 1 0
Library Circulation Supervisor 1 1 1 0
Library Clerk II 5 5 5 0
Library Services Manager 2 2 2 0
Library Technician 3 3 3 0
Management Analyst 2 2 2 0
CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2026-27
COMMUNITY SERVICES 145
Full-Time Positions (Continued) FY 2024-25
Adopted
FY 2025-26
Adopted
FY 2026-27
Proposed
Variance
from PY
Management Assistant 1 1 1 0
Office Assistant 4 4 4 0
Park Ranger Supervisor 2 2 2 0
Project Staff Assistant 1 1 1 0
Recreation Coordinator 2 2 4 2
Recreation Services Manager 2 2 3 1
Recreation Supervisor 6 6 6 0
Senior Library Clerk 3 3 3 0
Senior Library Page 2 2 2 0
Senior Library Technician 1 1 1 0
Senior Recreation Supervisor 4 4 4 0
Venue Supervisor – Historic Site 1 1 1 0
Total 67 67 70 3
CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2026-27
COMMUNITY SERVICES 146
Department Budget
Revenue by Category
FY 2024-25
Actual
FY 2025-26
Adopted
FY 2026-27
Proposed
Percent
Change
Other Taxes [A] 2,861,533 2,400,000 3,000,000 25.0%
Intergovernmental Revenue [B] 1,290,809 7,500 40,000 433.3% Licenses and Permits [C] 1,295,721 815,000 958,000 17.5% Use of Money and Property 778,652 728,788 750,341 3.0%
Service Fees and Charges [D] 6,135,634 4,648,300 4,917,980 5.8% Internal Service Fund Receipts 294,024 284,405 283,001 -0.5% Miscellaneous Revenue 62,094 500 750 50.0%
Total Revenue 12,718,467$ 8,884,493$ 9,950,072$ 12.0%
Expenditures by Category
FY 2024-25
A ctual
FY 2025-26
A dopted
FY 2026-27
Proposed
Percent
Change
Salaries and Benefits [E] 17,983,819 20,637,657 21,680,006 5.1% Materials and Supplies [F] 953,844 918,435 971,087 5.7% Contractual Services 18,576,674 18,792,468 18,138,480 -3.5% Capital Outlay [G] 115,673 266,209 146,762 -44.9%
Internal Service Fund Charges 16,930,814 16,190,065 15,727,441 -2.9% Other Charges [H] 1,032,186 1,004,953 943,474 -6.1%
T otal Expenditures 55,593,010$ 57,809,787$ 57,607,250$ -0.4% [A] Increase due to higher projection of park and recreation facilities construction taxes. [B] Increase due to higher projection of grant revenue for the Community Development Block Grant (CDBG) and the Library Literacy Grant.
[C] Increase due to higher projection of use and filming permit revenue at Greystone Mansion and Gardens. [D] Increase due to higher projection of revenue for various Community Service programs, primarily recreation programming.
[E] Increase primarily due to projected MOU contract increases. [F] Increase due to reallocation from Contractual Services budget, offset by the elimination of a prior year one-time budget enhancement.
[G] Decrease based on scheduled replacement of equipment. [H] Decrease due to a lower allocation of utility costs to align with actual charges.
CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2026-27
NON-DEPARTMENTAL 147
Non-Departmental
Proposed Budget
CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2026-27
NON-DEPARTMENTAL 148
The Non-Departmental budget exists to capture budgeted revenue and expenditures which do not belong to any one department. This unit is used to provide for revenue such as tax revenue, investment portfolio earnings, public benefit contributions, and municipal surcharge revenue, and such expenditures as debt service, accelerated pay down of the City’s CalPERS unfunded pension liability, compensated absences, and City-provided utilities. Salary provision is used in this budget unit to provide funding for expected expense under the City’s various labor agreements but for which the specific department is unknown at the time of budget adoption, such as pay for performance.
Non-Departmental Budget
Revenue by Category
FY 2024-25
Actual
FY 2025-26
Adopted
FY 2026-27
Proposed
Percent
Change
Property Tax [A] 107,300,159 114,342,853 115,456,180 1.0% Sales Tax [A] 47,715,093 45,551,000 47,749,000 4.8%
Transient Occupancy Tax 48,687,956 46,364,000 46,719,000 0.8% Business Tax 62,559,603 64,165,000 65,448,000 2.0%
Other Taxes [B] 1,886,834 1,212,000 1,770,000 46.0%
Intergovernmental Revenue [A] 444,838 50,000 50,000 0.0% Fines and Penalties [C] 174,626 80,000 100,000 25.0%
Use of Money and Property 39,612,877 34,193,205 34,082,967 -0.3% Service Fees and Charges 1,708 600 1,000 66.7%
Internal Service Fund Receipts [D] 7,941,062 5,683,917 6,247,864 9.9% Miscellaneous Revenue [E] 17,284,439 14,923,049 18,193,411 21.9% Total Revenue 333,609,195$ 326,565,624$ 335,817,422$ 2.8% [A] Homeowners Property Tax Relief (HOPTR) revenue has been reclassified from Intergovernmental Revenue to Property Tax and Public Safety Augmentation Fund (PSAF) revenue has been reclassified from Property Tax to Sales Tax for all years presented.
[B] Increase in projection of property transfer tax based on current year trends. [C] Increase in projection of penalties on delinquent accounts. [D] Increase to align with funding needs, due to a reallocation of facilities revenue offsets. [E] Increase due to scheduled public benefit contributions pursuant to developer agreements, partially offset by lower projection of Environmental Mitigation and Sustainability (EMS) fee revenue.
CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2026-27
NON-DEPARTMENTAL 149
Expenditures by Category
FY 2024-25
Actual
FY 2025-26
Adopted
FY 2026-27
Proposed
Percent
Change
Salaries and Benefits 15,415,041 15,236,279 15,320,698 0.6% Contractual Services [F] 189,225 229,925 35,000 -84.8%
Other Charges [G] 19,105,426 18,410,662 16,799,248 -8.8% Total Expenditures 34,709,692$ 33,876,866$ 32,154,946$ -5.1% [F] Decrease reflects the completion of lease payments for solar panels, eliminating related costs in FY 2026-27. [G] Decrease due to the payoff of an outstanding lease revenue bond, with continuing debt service payments on other outstanding bonds.
CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2026-27
150
CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2026-27
PARKING AUTHORITY 151
Parking Authority
Proposed Budget
CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2026-27
PARKING AUTHORITY 152
Parking Authority Personnel
FY 2024-25
Adopted
FY 2025-26
Adopted
FY 2026-27
Proposed
Variance
from PY
Total Positions/FTEs* 0 0 0 0
*The Parking Authority is a separate legal entity and has no direct employees; its operations and management are provided by City of Beverly Hills staff pursuant to a service agreement.
Parking Authority Budget
Revenue by Category
FY 2024-25
Actual
FY 2025-26
Adopted
FY 2026-27
Proposed
Percent
Change
Use of Money and Property 18,248,287 19,208,630 19,943,545 3.8% Service Fees and Charges 11,696,670 10,454,760 10,808,760 3.4% Miscellaneous Revenue [A] 1,838,091 1,749,000 1,610,000 -7.9% Total Revenue 31,783,048$ 31,412,390$ 32,362,305$ 3.0%
Expenditures by Category
FY 2024-25
Actual
FY 2025-26
Adopted
FY 2026-27
Proposed
Percent
Change
Contractual Services 22,354,100 22,354,100 22,354,100 0.0% Other Charges 5,203,293 3,836,700 3,852,900 0.4%
Total Expenditures 27,557,393$ 26,190,800$ 26,207,000$ 0.1% [A] Decrease in projected rent from hotelier (computed on the same base of room revenue subject to TOT, similar to Municipal Surcharge) driven by a lower TOT projection based on current year trends.
CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2026-27
SUPPLEMENTAL INFORMATION 153
Supplemental Information
Proposed Budget
CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2026-27
154
CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2026-27
BUDGET ENHANCEMENT DETAILS 155
Budget Enhancement Details
Proposed Budget
CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2026-27
BUDGET ENHANCEMENT DETAILS 156
CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2026-27
BUDGET ENHANCEMENT DETAILS 157
CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2026-27
BUDGET ENHANCEMENT DETAILS 158
IV. JUSTIFICATION (Continued)
The fee study is expected to generate meaningful revenue offsets by identifying areas where the City is currently recovering less than the full cost of providing services. Many existing fees no longer reflect actual staffing, operational, or overhead costs, resulting in a structural subsidy from the General Fund. By recalibrating fees to align with the true cost of service delivery, the City can improve cost recovery, reduce reliance on taxpayer dollars, and ensure that service users contribute appropriately to the services they receive. While the study represents a one-time expense, the resulting adjustments will support long term financial sustainability and help protect the General Fund from avoidable cost burdens.
O 48001702 731200 $ 115,000
FOR INTERNAL USE ONLY:
CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2026-27
BUDGET ENHANCEMENT DETAILS 159
CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2026-27
BUDGET ENHANCEMENT DETAILS 160
JUSTIFICATION DETAIL
This request extends a limited-term Human Resources Analyst position originally approved in the Fiscal Year 2023–24 Budget (BEF #130-003) for a three-year term through Fiscal Year 2025–26. The position was established to address increased workload in classification and compensation, support citywide reclassification efforts, and provide dedicated analytical support for labor negotiations, replacing higher-level duties that had been temporarily funded through salary savings.
Since its approval, the position has supported classification and compensation studies, annual reclassification cycles, and MOU negotiations. The continuation of these responsibilities, along with upcoming negotiation cycles, supports the need to extend the limited-term authorization.
Currently, Human Resources (HR) is staffed by four Human Resources Analysts who provide HR support to assigned City departments, including recruitment, employee and labor relations, personnel administration, MOU interpretation and guidance, and other related functions. The scope and complexity of the duties currently assigned to the limited-term Human Resources Analyst are substantial and project-driven. Reassigning this work to existing staff would be inefficient and burdensome, significantly impacting their ability to meet existing departmental support obligations and to effectively carry forward the various classification, compensation, and analysis projects currently underway and anticipated.
Maintaining this position is important to sustain momentum from the work already completed and to ensure continuity and timely completion of ongoing and future initiatives.
Human Resources does not take lightly a request for a new position and has worked diligently for many years to maximize existing resources, being as creative as possible with work assignments and internal reorganization and reallocation of responsibilities to meet the demands and needs of the organization. However, over the last several years, the needs of our organization have continued to grow exponentially. In the past three years, the organization has benefited significantly from the duties performed by the limited-term HR Analyst, whose contributions have helped address critical workload demands and supported operational efficiency.
JC 6070
Grd M-27
Stp 5
GL
48000401 @ 75%;
48000403 @ 25%
Hrs N/A
FOR INTERNAL USE ONLY:
CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2026-27
BUDGET ENHANCEMENT DETAILS 161
CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2026-27
BUDGET ENHANCEMENT DETAILS 162
CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2026-27
BUDGET ENHANCEMENT DETAILS 163
CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2026-27
BUDGET ENHANCEMENT DETAILS 164
CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2026-27
BUDGET ENHANCEMENT DETAILS 165
CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2026-27
BUDGET ENHANCEMENT DETAILS 166
JUSTIFICATION DETAIL
New Existing
JC/PCN 3117 963116001
Grd W-38 OO25
Stp 2 4
GL 00102901 @ 100% 00102901 @ 100%
Hrs N/A 30
FOR INTERNAL USE ONLY:
CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2026-27
BUDGET ENHANCEMENT DETAILS 167
CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2026-27
BUDGET ENHANCEMENT DETAILS 168
CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2026-27
BUDGET ENHANCEMENT DETAILS 169
CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2026-27
BUDGET ENHANCEMENT DETAILS 170
CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2026-27
BUDGET ENHANCEMENT DETAILS 171
IV. JUSTIFICATION (Continued)
The following represents a breakdown of the major components of this request:
Public Safety – Police and Fire Support ($125,000)
• CentralSquare (public safety intelligence tool) – $2,000 • ESI Acquisition (post-disaster management software) – $6,000 • Bonterra (unhoused management software) – $20,000
• Everbridge (voiced-based communications system) – $4,000 • First Due Holdings Inc. (Fire records management software) – $13,000 • Lexipol (public safety policy and training platform) – $14,000 • TRL Solutions Inc. (physical security enhancements) – $30,000 • Honeywell International, Inc. (fire station alerting system products) – $36,000 Productivity Tools ($102,500)
• Infor (additional asset management software licenses) – $51,000 • JustFOIA (PRA software for City Clerk) – $21,000
• Docusign (digital signature software expansion) – $10,000 • Pictometry International Corp. (software licensing for 3D imagery) – $3,000 • Crescent Link (fiber management software license) – $15,000 • ARC Documents Solutions, imaging resources (plotter maintenance) – $2,500 Public Facing Customer Service Tools ($131,000)
• Verint (customer relationship management software) – $10,000 • Granicus (live streaming software) – $20,000
• Civic Plus (website CMS – external processing fee) – $30,000 • Innovative Interfaces (public library systems) – $50,000 • UKG Kronos LLC (Fire time keeping software) – $21,000 Critical Maintenance, Cyber Security, and Network Security ($73,200) • NetSweeper (web content filtering software) – $10,000 • Crown Castle (fiber optic internet services) – $8,200 • USCC (POT/ telephone lines elevator file panels) – $45,000 • Integrated Media (network storage maintenance and support) – $10,000 Total Enhancement Request – $431,700
Less: Cost Offsets – $(195,700)
Net Enhancement Request – $236,000
R 41001501 731240 $ 431,700
R 41001501 731240 $ (195,700)
FOR INTERNAL USE ONLY:
CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2026-27
BUDGET ENHANCEMENT DETAILS 172
CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2026-27
BUDGET ENHANCEMENT DETAILS 173
JUSTIFICATION DETAIL
These eight (8) Technicians are responsible for approximately 2.75 million square feet of City facilities, excluding facilities maintenance needs at City parks (e.g. replacing BBQ grills, maintaining drinking fountains). Per the International Facilities Management Association, industry best practices for public facilities maintenance typically recommend one (1) full-time equivalent (FTE) per 50,000 square feet, with a more conservative top of the range being one (1) FTE per 100,000 square feet. Under current staffing levels, Facilities Services operates at a ratio of one Technician per 343,750 square feet. Based on best practices, the City would require between 27.5 and 55 FTEs to adequately maintain 2.75 million square feet. While staff recognize these levels are not financially feasible, the current staffing level is significantly below industry standards.
Due to limited staffing, Facilities Services can assign only one Technician to large facilities, such as City Hall, or to multiple facilities, such as the single Technician assigned to all 19 parking garages and lots. This staffing model results in a growing backlog of routine and preventive maintenance, as Technicians must prioritize emergency and urgent repairs over scheduled maintenance activities.
In addition, tasks that require more than one Technician to be performed safely and efficiently, such as ladder work, painting, or moving heavy equipment, necessitate reassigning staff from other facilities, further delaying maintenance elsewhere. Facilities Maintenance Technicians also support project administration efforts, including remodels and office moves; assist City staff with tasks such as hanging items and unlocking doors; and help set up large meetings and City events. Collectively, these demands leave limited time for preventive maintenance, increasing the risk of larger and more costly repairs over time.
Current staffing levels within the Facilities Services Bureau do not allow this work to be completed, even with the use of overtime, as the workload is largely driven by responsive and reactive maintenance requests, including frequent support for City events and meeting setups. Facilities Services staff must perform much of this work after-hours and on weekends to reduce the impact to public spaces and staff work areas. The addition of these three positions is essential to meet ongoing maintenance demands and to support the City’s commitment to maintaining clean, welcoming, and functional facilities and structures for the community.
The Facilities Services Bureau staff saw the elimination of three (3) Facilities Maintenance Technician positions due to reductions during COVID. This BEF is requesting to reinstate the three (3) previously eliminated Facilities Maintenance Technician positions back to the Facilities Services Bureau to improve and maintain the appearance, functionality, and condition of City-owned facilities and structures. The Department is eliminating a vacant Accounting Technician position (funded by the PAL Fund) from the Public Works operating budget to help offset the cost of the three requested Facilities Maintenance Technician positions.
New Existing
JC/PCN 3716 906020007
Grd G-58 G-54
Stp 2 2
GL 40505901 @ 60%; 81007200 @ 40% 48005000@ 100%
Hrs N/A N/A
FOR INTERNAL USE ONLY: Account 40505901 41001501 81007200 R 720800 720 - 480
R 730300 - 5,000 -
O 731240 1,800 - 1,200
R 731500 1,217 - 811
O 741600 900 - 600
FOR INTERNAL USE ONLY:
CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2026-27
BUDGET ENHANCEMENT DETAILS 174
CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2026-27
BUDGET ENHANCEMENT DETAILS 175
CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2026-27
BUDGET ENHANCEMENT DETAILS 176
CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2026-27
BUDGET ENHANCEMENT DETAILS 177
CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2026-27
BUDGET ENHANCEMENT DETAILS 178
IV. JUSTIFICATION (Continued)
Below is a breakdown of the contract amounts over time, detailing the year-over-year increases for the five-year contract.
Fiscal Year Authorized
Contract Amount
Annual
Increase
Percent
Increase
FY 2023-24 1,871,986$ N/A N/A
FY 2024-25 2,169,382 297,396$ 15.9%
FY 2025-26 2,305,854 136,472 6.3%
FY 2026-27 2,452,353 146,499 6.4%
FY 2027-28 2,609,718 157,365 6.4%
R 81007200 731220 PRKNG $ 146,499
FOR INTERNAL USE ONLY:
CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2026-27
BUDGET ENHANCEMENT DETAILS 179
CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2026-27
BUDGET ENHANCEMENT DETAILS 180
IV. JUSTIFICATION (Continued)
Staff compared vendor proposals with the estimated cost of performing the work in-house and determined that contracting out is more cost-effective due to the high cost of equipment and staffing required for this work. Several of the City’s parking structures are over 200,000 square feet, which would require a team larger than four employees to complete efficiently. Overall, it is more cost-effective for the City to contract out the work to qualified vendor(s). The table below details the annual and ongoing costs associated with an in-house model of four additional City employees.
R 81007200 731220 PRKNG $ 450,000
FOR INTERNAL USE ONLY:
In-House Alternative
Recurring
Annual Cost
Number of
Positions
Total Personnel
Cost
Environmental Maintenance Worker
Base Salary $ 57,981 4 $ 231,925
Night Shift Pay (6%) $ 3,479 4 $ 13,915
Benefits 44,218$ 4 176,870$
Fully Burdened Personnel Cost 105,678$ 422,710$
One-Time Equipment Costs
Purchase
Price
Equipment
Quantity
Equipment
Purchase Cost
Environmental Maintenance Equipment
Truck $ 80,000 2 $ 160,000
Trailer and Pressure Washer $ 30,000 2 $ 60,000
Training/License Fees $ 3,500 4 $ 14,000
Tennant M20 Sweeper-Scrubber $ 81,688 1 $ 81,688
Equiment Contingency Cost 20% (tariffs,
inflation, etc.) 63,138$
Equipment Maintenance* 10,000$
Equipment Subtotal 195,188$ 388,825$
GRAND TOTAL 300,865$ 811,536$
*Annually recurring maintenance costs of approximately $10,000 for two vehicles and related equipment are included above. Ongoing ISF replacement charges would also apply but are not included in the totals shown.
CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2026-27
BUDGET ENHANCEMENT DETAILS 181
CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2026-27
BUDGET ENHANCEMENT DETAILS 182
CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2026-27
BUDGET ENHANCEMENT DETAILS 183
IV. JUSTIFICATION (Continued)
The annual escalation percentages and associated funding requested are shown in the table below.
Annual Contractual Increases
The first four agreements contain annual contractual escalations as shown in the table above (GSH, Liftech, Merchants, American Heritage). After an RFP is completed for the fifth agreement (pond servicing associated with aquatic life), it is expected that proposal costs will be higher than current rates, as the monthly cost for this service has not increased for several years. Additional justification for this request is provided below.
George S. Hall - Increased As-Needed Costs
This is a wide-reaching agreement, providing facilities engineering operations and mechanical maintenance services across numerous City-occupied facilities, parking structures and facilities, and City-owned properties leased to tenants.
It also includes general facilities maintenance services for City-owned properties leased to tenants.
GSH invoices separately for ongoing/regular services and as-needed work. As-needed work includes overtime labor, emergency and after-hours response, subcontractor services, materials, and project-based repairs, replacements, and upgrades. The need for this funding request is primarily driven by a significant increase in as-needed costs, reflecting higher-than-anticipated maintenance activity, increased tenant-related service demand, and annual contractual cost increases.
Several factors have contributed to these increases. Expanded staffing levels under the current contract have allowed for more proactive identification and correction of maintenance issues, including work needed to maintain Fire/Life/Safety compliance. In addition, as-needed labor hours have increased over the past two and a half fiscal years, including weekend and after-hours support for City, parking, and tenant-occupied facilities.
Tenant-related service demand has also exceeded original projections. Many requests are time-sensitive, including emergency repairs and work required between tenant move-outs and move-ins, which must be completed promptly to avoid operational disruptions.
In addition to increased service volume, subcontractor costs have risen over the term of the GSH contract, contributing to higher overall as-needed expenditures.
Vendor
Annual
Contractual
Increase
Capital Assets Fund
(Facilities Services)
Parking
Enterprise Fund
(Parking Operations)
General
Fund
TOTAL
GSH 3.5% 570,000$ 370,000$ 940,000$
Liftech 3.0% 5,000$ 13,000$ 18,000$
Merchants 4.75% 127,100$ 469,300$ 100,600$ 697,000$
American Heritage 3.0% 24,000$ 24,000$
Pond Servicing See below 13,000$ 13,000$
GRAND TOTAL 702,100$ 852,300$ 137,600$ 1,692,000$
CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2026-27
BUDGET ENHANCEMENT DETAILS 184
IV. JUSTIFICATION (Continued)
Merchants - Enhanced Parking Cleaning and Parks Debris Removal The requested enhancement includes four (4) new custodial staff (approximately $368,215) for enhanced parking structure cleaning. The City’s 19 parking facilities play an important role in serving as one of the first and last impressions of many visitors to the City and they functionally serve a high volume of parkers. In addition, there are ongoing challenges with maintaining the parking structures up to standards in the agreement, partly due to unauthorized uses of the stairwells and vandalism. Based on City staff observations and service requests, there is a need for additional deep cleaning of the City’s parking facilities.
With respect to the debris removal/amenity care portion of the agreement, there appears to be a need for additional visits by Merchants staff due to more visitors at certain times at Roxbury Park, La Cienega Park, and Coldwater Park.
There are many visitors to Roxbury Park and La Cienega Park on a seasonal basis (especially summer and spring), particularly on the weekends and around the sports fields. At Coldwater Park, there are frequent birthday parties and other events by the picnic tables on the weekends. In addition to the BEF request for the annual contract escalation, a 10 percent contingency (approximately $69,000) was added to address these additional cleaning needs at these parks.
Pond Service Associated With Aquatic Life- Regulatory Compliance Staff anticipates an increase in costs in the forthcoming proposals, as the monthly service rate has not increased for several years and will need to be adjusted to ensure compliance with prevailing wage requirements.
R 40505901 730300 CITY $ 402,800
R 40507215 730300 45999 $ 172,200
R 81007215 730300 PRKNG $ 270,570
R 81007215 730300 45999 $ 112,430
R 40505901 731500 CITY $ 108,035
R 40507215 731500 45999 $ 19,065
R 81007215 731500 PRKNG $ 351,975
R 81007215 731500 45999 $ 117,325
R 00106910 731500 $ 100,600
R 00106910 730400 $ 24,000
R 00106910 731220 $ 13,000
FOR INTERNAL USE ONLY:
CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2026-27
BUDGET ENHANCEMENT DETAILS 185
CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2026-27
BUDGET ENHANCEMENT DETAILS 186
CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2026-27
BUDGET ENHANCEMENT DETAILS 187
CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2026-27
BUDGET ENHANCEMENT DETAILS 188
JUSTIFICATION DETAIL
New Existing
JC 5587 5583
Grd OO16 OO16
Stp 2 4
GL 00106704 @ 100% 00106704 @ 100%
Hrs 35 19
FOR INTERNAL USE ONLY:
CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2026-27
BUDGET ENHANCEMENT DETAILS 189
CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2026-27
BUDGET ENHANCEMENT DETAILS 190
IV. JUSTIFICATION (Continued)
Contractual class offerings for adult programs operate on a cost-recovery basis, with vendor compensation structured as a revenue split between the City and instructor (typically 70/30 or 60/40 for the resident rates) and currently generate net revenue. Senior programs are partially offset by revenue but remain subsidized, with classes currently offered at $1–$2 per session while the Department continues to evaluate alternative pricing models that are acceptable to the senior community.
Combined revenue from adult and senior programs totaled approximately $156,000 in Fiscal Year 2024-25. The Department will continue to evaluate opportunities to increase revenue while maintaining affordable and accessible programming for the community.
R 00106703 731220 $ 30,000
R 00106704 731220 $ 20,000
R 00106703 465910 $ (10,500)
R 00106704 465410 $ (2,000)
FOR INTERNAL USE ONLY:
CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2026-27
BUDGET ENHANCEMENT DETAILS 191
CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2026-27
BUDGET ENHANCEMENT DETAILS 192
IV. JUSTIFICATION (Continued)
The total projected cost of Festival Beverly Hills for Fiscal Year 2026-27 is approximately $72,000. Community Services' existing operating budget includes $47,000 for this event. This enhancement request will fully fund all costs necessary to continue hosting the festival at Beverly Gardens Park with the same footprint and fashion as prior years.
R 00106707 731220 $ 25,000
FOR INTERNAL USE ONLY:
CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2026-27
DEPARTMENT DIVISIONS AND ONGOING TASKS 193
Department Divisions and Ongoing Tasks
Proposed Budget
CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2026-27
194
CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2026-27
DEPARTMENT DIVISIONS AND ONGOING TASKS 195
Policy and Management
Divisions
City Council and Administrative Support
Description
Provides support for the City Council and the operation of the City. Responsibilities include setting policy and enacting local legislation; approving City programs; adopting the City's budgets; coordinating and facilitating the City's resident educational Team Beverly Hills program; and establishing the City's legislative agenda.
Program Goals
Implement the policy direction of the City Council by ensuring their goals and objectives are achieved in a timely manner.
Oversee the management of the organization by facilitating efficient, effective, and mission-driven day-to-day operations of City departments.
Develop and coordinate strategies, goals, and objectives to guide the organization for the next five years and beyond.
Implement the City Council's legislative agenda by managing the City's regional, federal, and state legislative efforts.
Coordinate the annual City Council priority setting exercise for selection of Citywide initiatives. Lead the City's development of policy recommendations by providing leadership to multidepartmental efforts on high-priority projects such as organizational development, legislative advocacy, and regional collaborations.
Manage annual Mayoral initiatives with multi-departmental policies, events, and special programs. Facilitate responses to resident inquiries in a timely manner. Advocate prudent fiscal planning by developing and implementing Citywide and departmental operating and capital improvement budgets.
Maintain relationships with friendly cities and sister cities. Coordinate Team Beverly Hills, a resident education program, by developing new participants and encouraging future resident involvement in City programs and activities through volunteer service by Team Beverly Hills graduates.
CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2026-27
DEPARTMENT DIVISIONS AND ONGOING TASKS 196
Community Outreach and Economic Development
Description
Community Outreach is responsible for producing annual and one-time events, including Mayoral and Council initiatives that engage the community and enhance the City's reputation as one of the nation's top cities to visit and conduct business. Marketing staff maintain relationships with City partners in the business community, including the Chamber of Commerce, Conference and Visitors Bureau, and the Rodeo Drive Committee.
Manage and provide a broad range of program initiatives through partner workplans aimed at sustaining Beverly Hills as a premier destination for visitors and a prime location for businesses.
Program Goals
Design and implement strategies to strengthen the economic- and marketing-related initiatives sponsored by the City and its community-based partner organizations. Engage in outreach to all City stakeholders on a variety of topics relevant to the City. Develop and grow Beverly Hills as a premier destination for tourists and a prime location for businesses through a variety of business attractions, retention, and expansion programs, and through the implementation of program priorities as outlined in the City's Economic Sustainability Plan.
Maintain relationships with City partners in the business community including the Beverly Hills Chamber of Commerce, Rodeo Drive Committee, and Beverly Hills Conference and Visitors Bureau.
Manage Mayoral initiatives and Council priorities with crossover for partners. Administer the Branding and Licensing program to expand the public's exposure to the City's brand.
Communications and Marketing
Description
Communications/Public Information is responsible for increasing the community’s knowledge of City programs and services; maintaining relationships with local, regional, and national media outlets; and enhancing the City's reputation as a top local, regional, and international city. Communications staff promote multiple City Department initiatives; provide accurate and timely information to the public and media day-to-day and in the event of an emergency or disaster; and develop and implement strategies for effective communications through print and digital media.
CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2026-27
DEPARTMENT DIVISIONS AND ONGOING TASKS 197
Program Goals
Promote, enhance, and manage relationships with key media outlets and publications in an effort to garner news coverage of the City and the visibility of key City programs and services. Communicate important information to the public regarding Council initiatives, road closures, event and emergency information.
Provide information and promotional support for multiple City Department initiatives.
Real Estate Management
Description
The Policy and Management Department leads all negotiations for lease, purchase/sale, and joint development of real property owned by the City. Staff in the Real Estate Management Team evaluate opportunities for future development in strategic locations in accordance with City priorities, goals, and objectives.
The City owns an extensive portfolio of properties leased to commercial tenants for public benefit and investment purposes. Many properties are located in the business triangle and in the vicinity of 3rd Street and Foothill Road. The wide range of spaces includes several restaurants, multiple office buildings, groundfloor retail locations, telecommunications sites, ground leases, a small newsstand, a small concession shop, easements, license agreements, and more. The City also owns an office complex and a single-family residence in Los Angeles. Staff in the Real Estate Management Team coordinate property management and lease administration activities between the Public Works Department and the Finance Department.
Program Goals
Utilize City-owned real property for maximum public benefit. Acquire strategic property for the development of public infrastructure and affordable housing. Ensure all leasable spaces are fully leased to reputable and creditworthy tenants.
CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2026-27
DEPARTMENT DIVISIONS AND ONGOING TASKS 198
Ongoing Tasks
Assist the City Council with formulating policy by conducting research and coordinating the legislative process including establishment of Council meetings, agendas, and review of department reports and recommendations submitted for City Council action. Encourage intergovernmental communication through collaboration with the Westside Cities Council of Governments, League of California Cities, and California Contract Cities Association. Promote the City's legislative agenda by managing the City's federal and state legislative efforts and supervising lobbying firms contracted by the City.
Support relationships with the Sister City Committee and other friendly cities. Manage and facilitate the annual Mayoral and City Council installation. Oversee and coordinate the implementation of the City Council priorities, which are developed annually each spring, and implement the Mayor’s and City Council initiatives throughout the year. Advocate prudent fiscal planning through the development and implementation of Citywide and departmental operating and capital improvement budgets. Cultivate organizational leadership by facilitating, coordinating, monitoring, and overseeing departmental operations and multi-departmental projects. Facilitate responses to resident inquiries, manage departments’ Ask Bev cases, and coordinate Citywide efforts to examine new and collaborative ways to solicit customer feedback. Advance efficiency and effectiveness in customer service through day-to-day administrative support to the City Council, Policy and Management staff, and the general public. Respond to complaints and/or concerns in a timely fashion (within 48 hours or less). Coordinate with City departments, residents, businesses, and relevant stakeholders in planning for the construction of two Metro Purple (D Line) stations in Beverly Hills. Update the City’s administrative regulations in coordination with all departments. Produce key messages and communication materials for senior City officials. Manage news coverage of the City by promoting positive working relationships with the media, including local, trade, regional, and national reporters and editors. Implement the projects and priorities identified in the City’s Strategic Communications Plan. Manage social media on City platforms.
Manage the City's outreach program and written materials/collateral for community initiatives. During election periods, coordinate City Council candidate orientation and City-sponsored forums.
Manage the City's agreements with the Beverly Hills Conference and Visitors Bureau and Rodeo Drive Committee for development and implementation of comprehensive tourism development and visitor marketing programs to maintain and grow Beverly Hills as a prime destination for visitors.
Manage the City’s agreement with the Beverly Hills Chamber of Commerce to execute a variety of work plan initiatives aimed at maintaining Beverly Hills’ position as the premier location to operate a business.
CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2026-27
DEPARTMENT DIVISIONS AND ONGOING TASKS 199
Continue coordination with the Beverly Hills Chamber of Commerce on the Property Owners Task Force to evaluate opportunities and policies to assist in retaining existing tenants and attracting new, high-quality tenants to fill vacant commercial spaces. Continue to support Chamber of Commerce efforts for attracting unique and community-serving small businesses.
Manage and coordinate, in partnership with Public Works Department staff, the logistical and aesthetic details of the City's holiday décor and lighting program to provide décor designed to promote the City as a destination for shopping and dining during the holiday season and respond to requests/complaints as needed.
Leverage and enhance the Beverly Hills brand through strategic partnerships and programs. Coordinate inquiries and requests for use of the Beverly Hills shield and manage potential infringements.
Coordinate with homeowners’ associations in the City by providing and managing outreach, support, and sharing information.
Prepare City Council closed session real estate packages for real property negotiations. Manage marketing and leasing of available tenant spaces (lease proposals, lease review, assessor forms, and agenda reports).
Continue efforts to acquire real property for site-specific public benefit such as parking, open space, water infrastructure, and other civic uses with a focus on the Southeast Area as a priority. Assess options for future uses and development of the City-owned property at Gale Dr. and other acquired Metro properties.
Administer wireless telecommunication leases at City-owned property. Administer consulting contracts, brokerage contracts, and the tenant improvement process. Coordinate property management and lease administration activities between the Public Works and Finance Departments.
Evaluate opportunities for future development in strategic locations. Provide outstanding and timely service to the entire community (including internal customers/other City departments) in processing permits or responding to community issues. Annually implement “Team BH”, a six-month educational resident program that introduces enrollees to the services and functions of all City departments. Maintain Citywide outreach meetings and provide interdepartmental support for outreach efforts. Promote economic development activities to diversify the City's revenue streams and maintain the City's strong fiscal position.
CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2026-27
200
CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2026-27
DEPARTMENT DIVISIONS AND ONGOING TASKS 201
City Attorney
Divisions
Legal Services
Description
The City Attorney's office provides legal support and advice to the City Council, City officials, and City departments. In addition, the office provides or oversees legal representation in all civil litigation matters in which the City is a party. The City Prosecutor enforces the laws of the Beverly Hills Municipal Code through the prosecution of misdemeanor criminal offenses.
Program Goals
Provide high quality legal support to the City Council and all City departments.
Ongoing Tasks
Render legal advice and legal opinions to the City Council, City officials, and City departments. Preparation of various types of legal documents including but not limited to ordinances, agreements, easements, resolutions, and opinions.
Attend City Council, Planning Commission, and department meetings. Attend other commission meetings and City meetings as requested by staff.
Provide/oversee legal representation in civil matters to which the City is a party. Work with Building and Safety to handle code enforcement matters including informal resolutions and civil and criminal prosecution.
Provide training and educational sessions for City officials and City employees on the Brown Act, Public Records Act, Conflict of Interest laws, negotiating and drafting agreements, and drafting resolutions.
CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2026-27
202
CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2026-27
DEPARTMENT DIVISIONS AND ONGOING TASKS 203
City Clerk
Divisions
City Clerk Administration
Description
The City Clerk Administration program provides support to the City Council and other City departments.
The program is also responsible for providing and coordinating the resources necessary to conduct the dayto-day operations of the City Clerk's Office.
Program Goals
Provide service to customers both internally and externally in an efficient and effective manner while conducting all administrative operations.
Municipal Elections
Description
The Municipal Elections program provides City of Beverly Hills residents with an election process in accordance with the State of California Elections Code which forms the foundation of our democratic system of government.
Program Goals
Successfully administer and coordinate municipal elections.
Public Meetings and Hearings
Description
The Public Meetings and Hearings program prepares and produces City Council formal and study session meeting agendas, agenda packets, hearing notices, synopses, and minutes. In addition, this program fulfills legal processing procedures for resolutions, ordinances, and contracts.
Program Goals
Facilitate City Council meetings and maintain official records for the City’s legislative archives.
CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2026-27
DEPARTMENT DIVISIONS AND ONGOING TASKS 204
Records Management
Description
The Records Management program ensures that proper records retention, maintenance, and disposition practices are incorporated into all City record-keeping practices in compliance with state and federal records retention regulations.
Program Goals
Plan, direct, and oversee the development, implementation, and maintenance of records management services to ensure that the City is in compliance with regulations and provide greater capability to quickly search and retrieve documents.
Public Records Requests
Description
The Public Records Requests program responds to subpoenas and requests for the production of public records according to the requirements of the California Public Records Act, and other federal and state laws pertaining to requests for information.
Program Goals
Implement streamlined public records processing system, and coordinate with all Citywide departments.
CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2026-27
DEPARTMENT DIVISIONS AND ONGOING TASKS 205
Ongoing Tasks
Ensure telephone calls made to the City Clerk's main line are provided with a direct response or routed to the appropriate department in a prompt and courteous manner. Continue to maintain the City seal and ribbons, and processing of official documents, such as proclamations, retirement certificates, etc.
Administer oaths or affirmations, take affidavits and depositions pertaining to the affairs and business of the City, and certify copies of official records. Accept, process, and route all claims and legal documents filed with the City. Update and implement the City's Conflict of Interest codes and Statement of Economic Interest Filings.
Coordinate the ongoing Commissioner recruitment and reappointment processes; distribute the Commission listing on a quarterly basis within the organization; maintain a Local Appointments List as required by the Maddy Act.
Coordinate updates to the Beverly Hills Municipal Code as required. Process and maintain City contracts, covenants, easements, and deeds; notarize City documents, arrange for recordation with the LA County Recorder's office, and disseminate documents upon recordation.
Conduct formal bid openings for City projects as needed. Conduct City municipal elections consolidated with Los Angeles County. Publish all required official legal notices.
Manage and prepare the agendas of all packets for City Council study sessions and formal meetings; create minutes.
Continue to administer City Council meetings, inclusive of hybrid telephonic and video conference meetings.
Serve as the official filing officer for legislative advocate registration forms and coordinate with the IT Department to ensure those records are publicly available. Coordinate Citywide records storage and destruction, update of records retention schedules and policies, and records training of all City employees.
Manage and coordinate the City's public records requests to ensure response within the ten days required by the California Public Records Act.
Continue to provide all services during declared emergencies. Implement new online public records processing system JustFOIA.
CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2026-27
206
CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2026-27
DEPARTMENT DIVISIONS AND ONGOING TASKS 207
Finance
Divisions
Finance Administration
Description
The Finance Administration Division oversees all Department activities and staff, which includes the Budget, Revenue, General Accounting, and Purchasing divisions.
Program Goals
To review, evaluate, and make recommendations related to Citywide policy issues that may have a financial impact on the City, while effectively managing and supporting all Finance divisions.
Budget
Description
The Budget Division partners with all City departments to develop the annual program-based operating budget and Capital Improvement Projects (CIP) budget, ensuring they reflect best practices and form a clear, comprehensive financial plan which details City services provided, revenue projections, and funding allocated to departments for operations and capital projects. The Budget Division aligns resources with City Council and community priorities, monitors expenditures to stay within authorized limits, and provides ongoing support to City departments in managing their budget.
Program Goals
To deliver a comprehensive annual operating and CIP budget and provide accurate, timely financial and analytical support to City leadership, departments, City Council, and the community while consistently providing exceptional customer service.
General Accounting
Description
The General Accounting Division oversees accounting, accounts payable, payroll, grants, financial reporting, and lease revenue collection and reconciliation. The Division ensures accurate and transparent presentation of the City’s financial transactions in accordance with Generally Accepted Accounting Principles (GAAP); prepares the City’s financial statements; manages the fiscal year-end audit; and produces the Annual Comprehensive Financial Report (ACFR). The Division also issues vendor and payroll disbursements to employees, maintains City payroll records, processes all state and federal tax payments, safeguards the City’s financial assets, and ensures compliance with City codes.
CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2026-27
DEPARTMENT DIVISIONS AND ONGOING TASKS 208
Program Goals
To provide accurate, transparent financial reporting to stakeholders and ensure timely, precise payments to City employees and vendors, while consistently delivering exceptional customer service.
Purchasing
Description
The Purchasing Division serves as the central oversight point of the City's decentralized purchasing system.
Purchasing coordinates procurement activities with City departments and external agencies, and regularly reviews and refines purchasing procedures to maintain an efficient, timely workflow. The Division also ensures compliance with City policies, procedures, Government codes, and industry best practices.
Program Goals
To deliver accurate, timely, and transparent purchasing support to City departments and the community, while consistently providing exceptional customer service.
Revenue
Description
The Revenue Division collaborates with all City departments to administer the City’s major revenue streams. Its responsibilities include billing and collection of business and transient occupancy taxes, utilities, regulatory permits, and other miscellaneous revenues; overseeing property and sales tax activities; managing Citywide Payment Card Industry (PCI) compliance and cashiering functions; and coordinating the adoption of Citywide taxes, fees, and charges.
Program Goals
To effectively administer and oversee the City's revenues ensuring accurate, timely billing and collections, while consistently delivering exceptional customer service.
CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2026-27
DEPARTMENT DIVISIONS AND ONGOING TASKS 209
Ongoing Tasks
Monitor revenues and expenditures for indications of changes in economic conditions (slowdowns/recessions/expansion) and recommend appropriate actions. Monitor cash flows to invest any excess funds and ensure proper funds are available for ongoing City expenditures.
Provide fiscal stewardship for City assets, while maintaining and minimizing the City’s liabilities to ensure optimal fund balances.
Perform forecasting of City revenues and expenditures to assist with long-term financial planning. Support the City Treasurer in managing the City's investment portfolio. Review, evaluate, and make recommendations related to Citywide policy issues that may have a financial impact on the City.
Provide financial and administrative reports and statistics to various City departments including the City Manager’s office and City Council.
Review City agenda reports and agreements to evaluate and report fiscal impact. Continue updating and implementing Finance-related Administrative Regulation policies to ensure compliance with Government Code and other regulations. Administer bond financing and rating activities related to capital improvement and other projects, while continuing to monitor outstanding debt for cost saving opportunities. Continue implementing ERP system analysis and data monitoring tools to assist with financial analysis and internal control reviews and department level budget analysis. Continue transitioning accounts payable payments from check to ACH electronic payments. Comply with Government Finance Officers’ Association best practices, and Municipal Code requirements by coordinating an annual operating and CIP budget for adoption by the next fiscal year.
Update City Council through presentation of midyear status reports on a semi-annual basis and more frequent updates as required.
Develop and foster purchasing partnerships with departments that need additional assistance regarding purchasing processes, transactions, and reporting. Perform tasks necessary to prepare, bill, collect, and administer the City’s utility and miscellaneous billing accounts according to scheduled billing cycles. Administer billing, collection, and reconciliation of the City’s lease revenues. Process, prepare, and mail business tax renewal forms. Review new business tax registrations, review transient occupancy tax filings, and audit business classifications for tax compliance.
Continue revenue audit program to ensure proper reporting and payment of City taxes. Perform monthly closings including subledger and general ledger account reconciliations, various revenue and expense trend analysis, bank reconciliations, and journal entries. Comply with Governmental Accounting Standards Board (GASB) pronouncements and report all of the City’s financial transactions for presentation in the audited Annual Comprehensive Financial Report (ACFR) as well as various regulatory reports by performing all actions necessary to properly and accurately account for such transactions.
CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2026-27
DEPARTMENT DIVISIONS AND ONGOING TASKS 210
Review and record monthly changes in the City’s capital assets. Perform biweekly payroll processing and reviews, including federal and state tax quarterly and annual reporting requirements, processing of CalPERS pension and deferred compensation contributions, and required reporting.
Perform tasks necessary to administratively review Citywide invoices, employee expense reimbursements, and payment processing.
Administer the purchase card program including uploading daily transactions into the financial reporting system for reviews and departmental approvals. Ensure purchases do not exceed budgets and monitor for compliance with City purchasing policies, ordinances, and any other applicable regulatory requirements. Monitor employee recruitment and personnel administration for compliance with Council authorized position limits.
Calculate cost neutral position reorganizations in support of Citywide departmental operational needs and appropriations needed for reclassifications approved by Council. Coordinate the creation of requisitions, purchase orders, contracts, and ensure maintenance of proper documentation vital to the purchasing function.
Maintain updated operating and capital projects financing workbooks to identify/address funding needs and strategies.
Issue quarterly budget-to-actual reports to all departments. Implement budget amendments for midyear appropriations approved by Council and administer the budget carryover process.
Continue monitoring enterprise funds’ revenue and expense trends and provide quarterly Water Fund updates to the Public Works Commission.
Maintain Citywide schedule of taxes, fees, and charges and provide updates to the City Council on an annual basis.
Administer the Community Charitable Foundation Committee and associated meetings, website, and financial reporting to the Board and prepare monthly financial reports for the Community Charitable Foundation Board Members.
Administer payment portals to process Community Charitable Foundation donations online. Continue filing annual City of Beverly Hills Community Charitable Foundation Informational Returns Form 990 and Form 199.
Continue filing annual Natural Gas Tax Returns for refunds from the Internal Revenue Service (IRS) of taxes paid.
CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2026-27
DEPARTMENT DIVISIONS AND ONGOING TASKS 211
Human Resources
Divisions
Workforce Administration and Development
Description
The Workforce Administration and Development division is responsible for Citywide personnel administration, organizational learning and development, labor and employee relations, recruitment and selection, classification and compensation, benefits and leave administration, and employee recognition and engagement.
Program Goals
Deliver consistent, credible, and comprehensive Human Resources services; partner with departments on workforce management, staffing, and organizational restructuring in the midst of a complex labor environment; and provide targeted training in order to promote an engaged workforce.
Risk Management
Description
The Risk Management division is responsible for the administration of workers’ compensation, insurance, and liability claims management in order to mitigate risk exposure, partners with the City Attorney’s office in coordinating Citywide litigation, oversees safety and injury/illness prevention, and employment-related ADA/interactive processes.
Program Goals
Develop comprehensive, effective, and cost-efficient measures to reduce the City’s liability and financial loss, control risk exposures, manage claims, and promote a safe and healthy workforce.
CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2026-27
DEPARTMENT DIVISIONS AND ONGOING TASKS 212
Ongoing Tasks
Partner with hiring departments to establish and administer comprehensive recruitment plans for filling vacant positions.
Continue to promote Hire Local in order to educate City residents on opportunities to work in the city they live in.
Manage and facilitate onboarding and orientation programs for new employees. Accurate and efficient processing of personnel actions. Interpret, administer, and provide guidance on the City's Administration Regulations. Collaborate with the Finance Department to develop and update processes and functionalities of the City's ERP system.
Conduct classification and compensation studies, including reclassifications. Provide guidance and work with departments to resolve complex personnel matters. Serve as the City's representative in coordinating and facilitating matters involving litigation. Conduct workplace investigations as necessary.
Work collaboratively with representatives of the City's nine employee associations to address labor relations issues.
Negotiate, interpret, administer, and provide guidance on nine collective bargaining agreements (MOUs).
Manage the City's health benefit programs for current and retired employees. Administer the City’s wellness and leave programs.
Provide educational teambuilding opportunities for City employees through coordination of the annual Employee Summer and Holiday Luncheons, Service Awards, and other recognition events. Provide training opportunities for full-time and part-time employees. Administer the City's tuition reimbursement program.
Analyze losses and develop plans to reduce or eliminate exposures (i.e. employee injuries, property damage, financial/third-party claims) on a quarterly basis. Review all City contracts and certificates of insurance to ensure vendor/service provider compliance with City insurance requirements.
Procure and maintain appropriate levels of property and casualty insurance coverage. Manage the general liability and workers’ compensation claims administration process. Continue to work with departments to identify exposures and reduce costs associated with work related injury and illness.
Manage and coordinate the process for workers’ compensation claims. Continue to refine procedures and methods for the recovery of costs from outside parties that damage City property and injure employees.
CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2026-27
DEPARTMENT DIVISIONS AND ONGOING TASKS 213
Police Department
Divisions
Office of the Chief
Description
The Office of the Chief is responsible for directing the overall operations and activities of the Police Department and administering a range of police services. The program includes the Office of the Chief, Professional Standards Unit, and the Police Community Relations program.
Program Goals
Provide the highest level of service to the community by working collaboratively with Departments and City staff.
Enhance safety and security by providing crime prevention information. Equip citizens with the tools to anticipate, recognize, and report potential and ongoing crimes. Complete investigations of complaints made by community members within the statutory period. Promote public safety and individual rights by offering the Concealed Carry Weapons (CCW) program, which provides the training and legal knowledge needed for responsible firearm use in self-defense.
Educate our residents on the daily aspects of law enforcement under the Citizens Police Academy (CPA), ensuring students better understand the complexities of law enforcement so we can all mutually support the goal of public safety.
Provide staffing and support for major CIP projects including the Record Management System (RMS) upgrade.
Police Administrative Services
Description
The Police Administrative Services Division is responsible for support operations within the Police Department. The Division includes the Special Projects Unit, the Records Bureau, the Communications Bureau, the Personnel and Training Bureau, the Digital Evidence Unit, and the Department Budget.
Program Goals
The goal of the Special Projects Unit is to improve the safety of the community by seeking out, evaluating, and implementing law enforcement technologies. The goal of the Communications Bureau is to process all calls for service for Police, Traffic and Parking, and Fire while dispatching appropriate emergency services personnel in a prompt, courteous, and professional manner.
CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2026-27
DEPARTMENT DIVISIONS AND ONGOING TASKS 214
The goal of the Records Bureau is to maintain the integrity and accuracy of police records in an efficient and effective manner while maintaining compliance with all applicable laws and best practices.
The goal of the Personnel and Training Bureau is to make the City the safest place for all people to live, work, and visit, by recruiting, hiring, and training high caliber employees; manage the Department’s training activities and ensure that all mandatory professional training standards are met.
The goal of the Discovery Unit is to properly store, audit, and produce digital and other evidence (court discovery, subpoenas, and public records) to support law enforcement investigations and respond to criminal and civil subpoenas and discovery.
The goal of the Department Budget team is to monitor and track department spending, procure necessary equipment, tools, and training, while maintaining compliance with the City’s purchasing rules.
Field Services Division
Description
The Field Services Division includes the Patrol Bureau, Special Weapons and Tactics (SWAT), the K-9 Unit, Jail, the Traffic Bureau, and Traffic and Parking Management. The Patrol Bureau provides the highest caliber of law enforcement services while maintaining a positive relationship with the public. The Patrol Bureau will accomplish this mission through expedient response to calls for service and the use of proactive policing strategies while incorporating the Real Time Watch Center (RTWC). Utilizing the RTWC will enable Patrol Officers to be more proactive in stopping crime by having the City’s cameras monitored 24 hours a day, utilizing drones seven days a week and using Automated License Plate Reader (ALPR) cameras, as well as real time 911.
The Traffic Bureau is responsible for the safe travel of vehicular and pedestrian traffic throughout the City by incorporating the three E’s of traffic: Enforcement, Education, and Engineering. The Traffic Bureau consists of Motorcycle Officers, Accident Investigators, Traffic Control Officers, Commercial Enforcement Officers, and Photo Red Light Enforcement. The Traffic Bureau also has the added responsibility of overseeing vehicle impounds and assisting in the planning and coordination of special events and filming in Beverly Hills.
Traffic Management and Parking is responsible for enforcing parking violations, handling preferential parking permit zones, promoting a safe environment (i.e. red zones and disabled enforcement zones), and promoting parking space turnover thereby creating more available parking (i.e. time-limit zones and metered spaces).
CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2026-27
DEPARTMENT DIVISIONS AND ONGOING TASKS 215
The Field Services Division facilitates the coordination and provision of support for the Special Weapons and Tactics (SWAT) Team and Crisis Negotiation Team, addressing emergency situations that necessitate resources and expertise beyond the routine Police operations. This division is also responsible for the care, custody, and security of all pre-trial inmates temporarily housed within the BHPD Jail facility. Also part of Field Services is the K-9 Unit, whose primary function is to assist police units in locating and apprehending dangerous suspects, locating evidence and detecting explosive devices.
Program Goals
The goal of the Police K-9 Unit is to enhance public safety by locating hidden suspects, explosive devices, and illicit narcotics. In addition, the K-9 Unit reduces personnel needs and expedites Police investigations.
The goal of the Jail Bureau is to efficiently book, process, and temporarily house inmates in a humane and efficient manner and in compliance with Title 15 and Police Department’s manual as a Type 1 jail facility.
Ensure public safety by providing police services to the citizens of Beverly Hills. Prevent crime, apprehend criminals, and safeguard lives and property by maintaining a highly trained, well-equipped, and professional Patrol Bureau. Ensure the safety of drivers and pedestrians in Beverly Hills by enforcing traffic laws, educating the public on safety and identifying potential hazards for drivers, bicyclists, and pedestrians. Utilize the Real Time Watch Center (RTWC) to quickly respond to calls for service by providing a virtual presence to efficiently prevent, identify, and direct resources.
Investigative Services Division
Description
The Investigations Services Division includes the Detective Bureau, High Tech Crime Unit (HTCU), Crime Impact Team, Intelligence Unit, Identification Bureau, Property and Evidence Unit, the Crime Analysis Unit, and the Real Time Watch Center (RTWC). The Detective Bureau is responsible for recovery of stolen property and preparation and presentation of evidence in criminal cases. The Crime Impact Team provides an investigative team that can focus on specific crime trends and work towards crime reduction with the aggressive pursuit of criminals. HTCU is responsible for the processing of all digital evidence. The Identification Bureau is responsible for the documentation of crime scenes and collection of evidence, the processing of DNA evidence, and providing photographic services as required by the Department. The Property and Evidence Unit is responsible for securing physical property seized or otherwise obtained as part of a crime, arrest, or criminal investigation. The Crime Analysis Unit is responsible for collecting, analyzing, and interpreting crime data to identify patterns, trends, and actionable intelligence that support strategic decision-making within the Department. The RTWC provides continuous, technology-driven situational awareness by monitoring live data feeds, camera systems, and law enforcement resources to support field operations, enhance officer safety, and enable rapid, intelligence-led responses to incidents as they unfold.
CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2026-27
DEPARTMENT DIVISIONS AND ONGOING TASKS 216
Program Goals
Ensure the Department's ability to successfully handle and prepare for all incidents requiring expertise beyond the scope of normal Police operations. Ensure the peace, safety, and security of the City by lawfully gathering and disseminating information pertaining to criminal activity and the threat of terrorism. To identify criminals who target Beverly Hills residents and visitors. To identify crime trends and work with surrounding agency partners to prevent crime through aggressive investigation and enforcement.
The Crime Impact Team focuses on specific crime trends and influences those trends through directed investigations, surveillance, and work in partnership with the Detective Bureau. The High Tech Crime Unit (HTCU) uses forensic analysis tools to examine digital data from computers, vehicles, cellular phones, and social media to further criminal investigations. The Property and Evidence Unit ensures the security and integrity of property and evidence while fulfilling requests in compliance with state law.
The Identification Bureau provides further analysis and gathers evidence to aid in successful prosecutions through the court system.
The Crime Analysis Unit aims to proactively reduce crime by providing timely and accurate analysis of crime trends, enabling effective deployment of resources and investigative efforts. The RTWC enhances public safety and officer effectiveness by providing real-time monitoring, intelligence gathering, and operational support to proactively detect, deter, and respond to criminal activity as it occurs.
Law Enforcement Grants and Special Revenue
Description
Separate account tracking procedures are required for special law enforcement revenue sources. Police Department grants, asset forfeiture funds, and inmate welfare funds are administered through this budget program.
Program Goals
Effectively and efficiently manage special revenue funds in accordance with federal, state, and local policies and procedures.
CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2026-27
DEPARTMENT DIVISIONS AND ONGOING TASKS 217
Ongoing Tasks
Prepare for and prevent terrorist incidents by working with federal, state, and local anti-terrorism programs.
Maintain a three-minute or less response time to emergency calls. Answer 95% of 911 calls within 15 seconds and dispatch necessary Police and Fire personnel as appropriate.
Work with BHUSD and their campus security team to ensure the safety of Beverly Hills school campuses.
Maintain high visibility at public and private schools during school hours or school events. Ensure the protection of visiting dignitaries by maintaining regular contact with both the United States Secret Service and the United States Department of State. Maintain case clearance rates at or above the statewide average. Conduct quarterly 290 Penal Code Sex Registrant compliance checks. Perform general community outreach activities and provide information through various social media platforms.
Process and book cooperative arrestees within 50 minutes of their arrival at the Jail. Process and maintain Police records in accordance with state and federal law and Departmental policy.
Ensure the Property and Evidence Unit is continually seeking authorized property dispositions for adjudicated cases.
Participate in local, regional, and statewide traffic safety programs to promote legislation and technological changes related to traffic control and enforcement. Strengthen the Department’s ability to respond to and recover from an emergency or disaster by participating in Emergency Management related training, meetings, exercises, workshops, and special events.
Ensure that the Department maintains 100% Peace Officer Standards Training (POST) compliance for active employees covered by POST requirements each year. Ensure that 100% of active sworn employees meet the Department's weapons training standards. Ensure that Police employees’ training hours are properly logged and tracked. Enforce Citywide parking regulations through effective and efficient Traffic Control Officer deployment.
Counter permit fraud by conducting specialized enforcement of disabled placards, taxi operations, and on-street valet permits by undertaking quarterly targeted enforcement taskforces. Comply with the California Vehicle Code by conducting administrative review of contested parking citations.
Complete personnel investigations within the statutory period. Secure and administer grant funded programs for Department projects and programs by researching funding opportunities, submitting applications, and administering related awards. Manage Citywide residential parking permit program.
Utilize and enhance the current RTWC’s capabilities to proactively identify and prevent crime.
CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2026-27
218
CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2026-27
DEPARTMENT DIVISIONS AND ONGOING TASKS 219
Fire Department
Divisions
Fire Administration
Description
The Fire Administration Division provides overall planning, organization, control, leadership, and management of all department-related activities and programs. It also oversees the Health and Human Relations Commission, accreditation, strategic planning, records management systems, special projects, risk management, media relations, contracts, grants, and budget preparation. It aims to provide the highest level of service and world-class programs to the community.
Program Goals
Fire Administration provides professional management and administrative support to all the operational and service functions and personnel of the Department to ensure that superior service is delivered to the Beverly Hills community by the finest personnel, advanced equipment, and newest technology available.
Community Risk Reduction
Description
The Community Risk Reduction Division is responsible for special events, plan checks, inspections, code enforcement, and fire investigation. It provides for enhanced fire and life safety of the community through its robust inspection programs and enforcement of the latest fire, building, and health and safety codes and standards, to include Firewise and wildland urban interface inspections.
Program Goals
Provide continual improvement of the fire and life safety of the Beverly Hills community through a performance driven inspection program and through the adoption, application, and enforcement of the latest fire, building, and health and safety codes and standards. Continue to look for ways to achieve code compliance through public education. Pursue continuing educational opportunities and maintain the most current standards. Validate current data to reconcile existing inspection workloads. Continue to evaluate technology to improve code enforcement.
CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2026-27
DEPARTMENT DIVISIONS AND ONGOING TASKS 220
Emergency Response Services
Description
The Emergency Response Services Division includes fire suppression, Urban Search and Rescue (USAR), company-level fire prevention inspections, all-risk hazard mitigation, pre-fire planning, and training of personnel. It strives to provide immediate mitigation of all types of emergencies to protect the community, visitors, and other government agencies from all risks.
Program Goals
Emergency Response Services is dedicated to providing superior service for all types of nonemergency service calls that may affect the community’s well-being and quality of life.
Emergency Medical Services
Description
The Emergency Medical Services Division involves the effective delivery of medical care and provides certification and training for paramedic personnel. This includes the Nurse Practitioner Program, which is designed to address non-urgent, low acuity calls for service. Firefighter/paramedics and firefighter/EMTs provide care with compassion and efficiency, utilizing current state-of-the-art technology.
Program Goals
To provide rapid emergency medical response, advanced cardiac life support, and pre-hospital care utilizing state-of-the-art equipment.
Fire Community Outreach
Description
Fire Community Outreach programs aid citizens, employees, the business community, and members of the Beverly Hills Unified School District in learning basic emergency skills that will enable them to save lives and protect property. Its diverse programs encompass the following: Firewise Programs; Public Access Defibrillator; Community Emergency Response Team (CERT); Business Emergency Response Team (BERT); JUST IN CASE BH (JICBH); Automated External Defibrillator (AED); Stop the Bleed; and Cardiopulmonary Resuscitation (CPR) and First Aid.
Program Goals
Enhance the community's ability to deal with emergencies or large-scale disasters by providing training programs, skilled instructors, and the encouragement necessary to train our citizens, employees, business community, and members of the Beverly Hills Unified School District. Pursue enhanced responsibilities in the Beverly Hills Community Emergency Response Team (CERT) program.
CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2026-27
DEPARTMENT DIVISIONS AND ONGOING TASKS 221
Human Services
Description
The Human Services Division is tasked with providing innovative educational, human, and social services to the City’s underserved, disabled, active, and vulnerable populations, including at-risk elderly residents in need of support to help maintain and improve their quality of life. It oversees the City of Beverly Hills Outreach Team (BHOT) homeless program.
Program Goals
Provide resources and referral information on issues such as homelessness, senior services, social services, and panhandling prevention.
Provide social services safety net to vulnerable or underserved members of the community. Oversee and monitor the Beverly Hills Outreach Team (BHOT) for homeless outreach. Provide community outreach through collaboration with local and regional social services such as the Westside Cities Council of Governments Homeless Issues Subcommittee, Beverly Hills Outreach Team (BHOT) program, Beverly Hills Homeless Collaboration, Chronic Homeless Assistance Team (CHAT), and other regional community roundtables. Convene Homeless Collaboration community roundtables to disseminate Human Services Division program information, minimize duplication of programs/services, and dialogue with community stakeholders.
Participate in local and regional human services provider network by attending and/or hosting pertinent meetings and the Beverly Hills Homeless Count in conjunction with the Greater Los Angeles Homeless Count.
Emergency Management
Description
The Emergency Management Division works in coordination, cooperation, and collaboration with all City departments and stakeholders to strengthen the City’s ability to prepare for, mitigate against, respond to, and recover from any and all types of disasters.
Program Goals
Strengthen the ability of all City departments, employees, residents, businesses, and other community stakeholders’ ability to prepare for, mitigate against, respond to, and recover from an emergency or disaster.
Coordinate the City’s Homeland Security, Emergency Management, Resilience, and Recovery programs, activities, and training.
Build the City’s overall resilience, including enhancing the health and safety of the community.12 symbol indicates a program goal that supports the City’s sustainability initiatives.
CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2026-27
DEPARTMENT DIVISIONS AND ONGOING TASKS 222
Training and Safety
Description
The Training and Safety Division is responsible for all Department training activities, including the delivery of programs that support the professional development of all Department employees.
Program Goals
Prepare employees to deliver an effective response force capable of mitigating emergencies and potential incidents.
Provide programs supporting professional development, communications management, recruit academies, records management, and occupational safety. Facilitate and manage the Department’s Risk Management Program, including conducting safety meetings.
CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2026-27
DEPARTMENT DIVISIONS AND ONGOING TASKS 223
Ongoing Tasks
Expand situational awareness tools by monitoring emerging technologies and integrating real time data platforms that support operational decision making. Enhance the Department's current public education and outreach social media programs to further reduce community risk and to ensure it exceeds the needs of the community. Continue with the FirstWatch software implementation and evaluate the need for additional applications for operations.
Monitor the Red Flag No Parking restriction program and update as necessary. Continue to utilize available resources and future innovations to improve outreach, maintain relevance, provide information, and receive feedback from the community. Promote and maintain effective communications and relations through liaising with the Los Angeles Area Fire Chiefs Association (LAAFCA), Los Angeles County EMS Agency, City departments, mutual-aid partners, other agencies, and citizen groups. Continue to strengthen the Department’s ability to respond to and recover from an emergency or disaster by participating in Emergency Management-related training, meetings, exercises, workshops, and special events.
Provide rapid response to hazards of all scope and scale through progressive, ongoing departmental training. This training includes fire suppression, physical rescue, Urban Search and Rescue (USAR), all hazard mitigation, and incidents involving Chemical, Biological, Radiological, Nuclear, and Explosive (CBRNE) agents.
Continue to train all personnel in Tactical Emergency Medical Services (TEMS) and Force Protection, with the Beverly Hills Police Department, to better provide a more effective response to active shooter incidents.
Collaborate with the Administrative Regulations (AR) Committee, in updating the City's administrative regulations.
Conduct monthly emergency management training, drills, and exercises. Continue to conduct and make peer-based behavioral health and wellness resilience available through the Critical Incident Stress Management (CISM) Program for all personnel. Assess light duty vehicle efficiency in relation to current operations. Develop and implement refreshers for the Community Emergency Response Team (CERT); Business Emergency Response Team (BERT); Disaster Emergency Response Team (DERT); Employee Emergency Response Team (EERT); Stop the Bleed; AED; CPR; and First Aid. Continue to streamline, integrate, and update all Department manuals via the Lexipol Database. Continue development and evaluation of the Department’s Health and Wellness Program. Attend Metro-related meetings, develop pre-plans, and conduct training to mitigate potential risks and hazards associated with Metro Project.
Uphold all requirements necessary to maintain a Class-1 ISO rating. Retain international accreditation status, including timely completion of the Annual Compliance Report and all re-accreditation requirements.
CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2026-27
DEPARTMENT DIVISIONS AND ONGOING TASKS 224
Continue fire modeling to refine and direct efforts of fuel management within the Very High Fire Hazard Severity Zone (VHFHSZ) by evaluating and removing hazardous vegetation along the evacuation routes.13
Plan, coordinate, and host the annual 9/11 Commemoration Ceremony. Continue with the implementation of JUST IN CASE BH.
Continue to establish a written Continuity of Operations Plan (COOP) in the event of a loss of Fire Department equipment and/or facilities.
Enhance the Department’s training division to provide ample opportunities for career development, operational readiness, and increased safety for all personnel. Pursue a comprehensive annual medical exam that meets the standards for firefighting. Enhance the Department’s physical resources to better serve the City of Beverly Hills. Continue striving to modernize Department technology to make it more effective and efficient in the field, to better serve our community.
Survey possible funding partnerships with local healthcare facilities as well as accreditation and enrollment with Centers for Medicare and Medicaid Services (CMS) for the Nurse Practitioner Program.
Continue to assess the social service needs of the Beverly Hills community in collaboration with other City departments and agencies (e.g. Special Needs Registry, Disaster Preparedness, and homeless outreach).
Develop a system to track and enforce codes related to medical gas in multi-unit occupancies. Promote diversity and merit-based hiring to attract, develop, and retain a workforce that delivers world-class service to the community.
Pursue various grant opportunities, such as the Homeland Security Grants to bolster programs, equipment, and training.
Explore innovative concepts to expand the Department's community outreach and strengthen the bond between the Department and the community it serves. Maintain effective facilitation of the Health and Human Relations Commission. Strengthen interdepartmental coordination by regularly collaborating with City departments and external stakeholders to maintain unified disaster preparedness and response capabilities. Conduct community preparedness outreach through ongoing presentations, events, and engagement efforts that promote readiness and resilience across all neighborhoods. Maintain and refine disaster training programs by conducting recurring drills, workshops, and exercises that enhance operational readiness and reinforce hazards response skills. Maintain partnerships with the Cedars-Sinai Medical Center, the Mobile Stroke Unit (MSU), and the UCLA Health System.
Support continuous improvement of mitigation strategies by reviewing hazard trends, evaluating lessons learned, and integrating best practices into Departmental planning and operations. symbol indicates an ongoing task that supports the City’s sustainability initiatives.
CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2026-27
DEPARTMENT DIVISIONS AND ONGOING TASKS 225
Community Development
Divisions
Administration
Description
The Administration Division provides administrative support for the Community Development Department and three commissions. The Division’s responsibilities include preparing and administering the Department budget, managing revenue and billing, administering contracts, managing records, maintaining the Department’s website and online services, and providing logistical support for Department functions. The Division is also the Department’s primary liaison to three City commissions and their subcommittees, and manages all commission meetings, including preparing meeting agendas and minutes and assembling agenda packets.
Program Goals
Support the operations of the Community Development Department and its three City commissions in an efficient manner.
Implement best practices and technology solutions to streamline operations, maximize efficiency, and enhance customer service.
Planning
Description
The Planning Division is comprised of three sections: Current Planning, Long Range Planning, and Major Projects. The Current Planning section reviews proposed development projects to ensure compliance with the Zoning Ordinance and other regulations, and evaluates environmental impacts pursuant to the California Environmental Quality Act. Current Planning works with the Planning Commission, which reviews various types of development applications, and the Architectural and Design Review Commission, which reviews the design of buildings and signs. Current Planning also manages the historic preservation program and works with the Cultural Heritage Commission, which makes recommendations to the City Council regarding historic landmark designations and other preservation issues. The Current Planning section also provides front-line customer service to residents, property owners, and developers through staffing at the Department’s public counter and through a dedicated phone line and email.
The Long Range Planning section conducts studies on land use issues and prepares updates to the Zoning Ordinance and General Plan, and monitors new State legislation that may impact the City’s existing processes and policies. Long Range Planning also works with the Planning Commission, which is charged with making recommendations to the City Council for all Zoning Ordinance and General Plan amendments.
CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2026-27
DEPARTMENT DIVISIONS AND ONGOING TASKS 226
The Major Projects section is dedicated to working on large and complex private development projects.
This multidisciplinary team manages all aspects of the projects from start to finish including public outreach, application processing, environmental review, public hearings, building plan review, building permits, and inspections.
Program Goals
Maintain, update, and implement the General Plan and Zoning Ordinance to maintain the community’s character and enhance quality of life.
Process development applications in an efficient and timely manner consistent with the General Plan, Zoning Ordinance, and state law.
Communicate and inform the public about planning efforts and projects, and provide timely and accurate responses to public inquiries.
Special Events and Filming
Description
The Special Events and Filming Division reviews all requests for filming, photography, and special events in Beverly Hills, including those on public and private property. The Division issues permits and imposes requirements to ensure that filming activities and special events are planned and conducted in a safe manner that minimizes impacts and inconvenience to the community.
Program Goals
Provide guidance and assistance to permit applicants and oversight to ensure that filming, photography, and special events are successful while disruptions and impacts to the community are minimized.
Process film, photo, and special event permit applications in an efficient and timely manner consistent with the Municipal Code and in a manner that balances providing superior customer service while minimizing community impacts.
Periodically review and update regulations, policies, and procedures to ensure that Beverly Hills remains an attractive world-class destination for filming, photography, and special events.
Building and Safety
Description
The Building and Safety Division provides all building and safety services for the City including reviewing building plans for compliance with the Building Code and other codes, issuing building permits, and performing inspections. Building and Safety ensures that buildings are constructed in a safe manner while minimizing the impact to the surrounding neighborhood. Building and Safety also administers various programs to enhance the safety of the built environment including the seismic retrofit program, seismic fault investigation program, and Trousdale Estates construction and hauling programs.
CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2026-27
DEPARTMENT DIVISIONS AND ONGOING TASKS 227
Program Goals
Maintain a safe and high-quality built environment by ensuring that buildings are constructed to the highest standards, consistent with all codes and policies. Provide guidance and oversight of construction projects to ensure that work is completed in a safe, timely, and efficient manner while minimizing impacts to neighboring properties, residents, and businesses.
Provide timely and accurate responses to public inquiries and provide superior customer service in the Permit Center, via telephone, and electronically.
Code Enforcement
Description
The Code Enforcement Division protects and enhances the quality of life in Beverly Hills through enforcement of the Municipal Code and the abatement of public nuisances. Code Enforcement works closely with property owners to resolve issues such as property maintenance, construction impacts, noise complaints, and other nuisance issues. The Division also manages the City’s animal control services and the mediation program, which provides mediation services at no cost to Beverly Hills residents to resolve neighbor disputes.
Program Goals
Protect the health, safety, and general welfare of the community through fair and consistent enforcement of the Municipal Code and other laws.
Maintain a high quality of life by resolving code enforcement issues in a timely and efficient manner.
Provide guidance, education, and assistance to the public to facilitate abatement of code violations and nuisance.
CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2026-27
DEPARTMENT DIVISIONS AND ONGOING TASKS 228
Rent Stabilization and Housing
Description
The Rent Stabilization and Housing Division enforces the City’s Rent Stabilization Ordinance (RSO) and maintains the annual rental unit registration program. The Division works with multifamily property owners and tenants to resolve issues related to rent increases, evictions, habitability, relocation, and construction. The Division also administers the affordable housing placement program and replacement unit determination process.
Program Goals
Promote the stability of the rental community and the maintenance of high-quality rental housing stock through administration and enforcement of the Rent Stabilization Ordinance. Conduct outreach, education, and mediation to inform landlords and tenants of their rights and responsibilities and to resolve landlord-tenant disputes. Maintain a high quality of life for renters by resolving habitability concerns, monitoring construction activity, and educating tenants and landlords about their rights and responsibilities. Maintain and expand the City’s affordable housing supply through administration of the affordable housing placement program and the replacement unit determination process.
CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2026-27
DEPARTMENT DIVISIONS AND ONGOING TASKS 229
Ongoing Tasks
Provide programs and services in a timely, efficient, and professional manner. Continuously evaluate and enhance business processes and implement technology solutions to streamline operations, enhance customer service, and improve communication with the public. Review and process development project applications in a timely and efficient manner, in compliance with all applicable laws, and in a manner that balances the need for public participation and input with applicant rights and due process.
Communicate and inform the public and actively seek public input about planning efforts, development projects, and services provided.
Provide superior customer service in person, via telephone, and electronically. Provide timely and accurate responses to public inquiries and requests for public records. Assist the public in understanding processes and procedures and finding requested information. Provide plan review, permitting, and inspection services in a timely and efficient manner to facilitate projects moving forward quickly while ensuring compliance with applicable codes and policies.
Administer and enforce the mandatory seismic retrofit program for soft-story buildings until full compliance is achieved.
Provide organizational support to other City departments, local and regional government agencies, and local organizations; review, monitor and, as appropriate, comment on regional development projects.
Review and approve permits for special events, filming, and still photography in a manner that facilitates success and minimizes community impacts.
Review and coordinate the logistics for City-sponsored events and private events at City facilities. Manage the City’s street pole banners program and hotel parking meter permit programs. Facilitate effective meetings for the three City commissions (Planning, Architectural and Design Review, and Cultural Heritage) by preparing and coordinating commission meeting materials, dates and activities, and preparing meeting agendas, packets, and minutes. Engage and educate the community through public outreach events and attendance at residential and business events.
Protect the public health, safety, and welfare and maintain a high quality of life by enforcing the Municipal Code and promptly responding to complaints.
Provide high quality animal shelter and care services in partnership with the City of Los Angeles. Administer the annual rental unit registration program and ensure compliance with the Rent Stabilization Ordinance.
Promptly respond to all tenant and landlord inquiries and provide public education regarding the provisions of the Rent Stabilization Ordinance, and landlord-tenant rights and responsibilities. Promptly investigate and respond to complaints regarding the Rent Stabilization Ordinance and construction means and method plans. Provide mediation services to resolve landlord-tenant disputes.
CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2026-27
DEPARTMENT DIVISIONS AND ONGOING TASKS 230
Administer the affordable housing placement program to place qualified tenants in privately owned affordable units.
Preserve and honor the history and historic character of the City through administration of the preservation ordinance, the landmark designation process, and the Golden Shield program.
CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2026-27
DEPARTMENT DIVISIONS AND ONGOING TASKS 231
Information Technology
Divisions
Information Technology
Description
The Information Technology Division delivers secure, innovative, and high-performing technology solutions that enable operational excellence and enhance service delivery to the Beverly Hills community.
The Division is organized into five core functional areas:
IT Administration – Provides strategic leadership, governance, budgeting, vendor management, and enterprise technology planning to ensure alignment with City priorities. Client Support Services – Delivers responsive end-user support across all departments, including service desk operations, on-site technical assistance, device lifecycle management, and performance reporting.
Enterprise Infrastructure (Data Center) – Manages and secures the City’s core computing environment, including servers, storage, cloud platforms, public safety systems, and missioncritical applications to ensure reliability and business continuity. Network and Communications – Operates and secures the City’s telecommunications and connectivity ecosystem, including LAN, WAN, MAN, wireless, radio systems, internet services, and cybersecurity infrastructure.
Enterprise Applications and Digital Solutions – Designs, implements, and supports business systems and digital platforms that improve efficiency, analytics, and customer service, including eGov services, GIS, CAD, asset management systems, business intelligence tools, and community video security technologies.
Program Goals
To enable seamless Citywide and intergovernmental collaboration by delivering secure, reliable, and cost-effective technology solutions and strategic advisory services that drive innovation, operational excellence, and exceptional client satisfaction.
CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2026-27
DEPARTMENT DIVISIONS AND ONGOING TASKS 232
Video Services
Description
The Video Services Division serves as the City’s centralized multimedia and broadcast communications entity, delivering high-quality content that informs, engages, and connects the Beverly Hills community. At the core of the Division is Beverly Hills Television (BHTV), an award-winning municipal broadcast platform that produces professional-grade programming highlighting City services, public meetings, community events, and critical civic issues. BHTV advances transparency, promotes community engagement, and supports lifelong learning through accessible, informative content.
The Division provides comprehensive multimedia production services, including live and on-demand coverage of City Council and Commission meetings, public information campaigns, and educational initiatives. Responsibilities include full-cycle production management—from filming and editing to scheduling, distribution, and digital publishing across cable channels and the City’s online platforms. In addition, the Division administers cable television franchise oversight, ensuring video service provider compliance with state regulations. This includes consumer mediation, regulatory coordination, and technical management of government and educational access channels.
Through strategic content development, operational excellence, and regulatory stewardship, the Video Services Division strengthens civic engagement and reinforces the City’s commitment to transparency and effective public communication.
Program Goals
To elevate public awareness, transparency, and civic engagement by delivering accessible, highquality multimedia content that informs and educates the community about City programs, services, and initiatives across multiple platforms.
CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2026-27
DEPARTMENT DIVISIONS AND ONGOING TASKS 233
Graphics/Reprographics
Description
The Graphics/Reprographics Division serves as the City’s centralized visual communications and document production partner, delivering high-impact design, print, and distribution services that support strategic initiatives and day-to-day operations across all departments.
The Division operates through two integrated functional areas:
Graphic Arts – Develops professional visual assets including branding elements, campaign materials, publications, and signage that strengthen public messaging and enhance the City’s marketing, outreach, and informational efforts.
Document Production and Distribution – Manages enterprise print production and fulfillment services, including agenda packets, public notices, marketing collateral, and billing materials. The unit also operates centralized mailing and metered postage services to ensure timely, accurate, and cost-effective distribution.
Through thoughtful brand stewardship, operational excellence, and customer-focused service delivery, the Division enables clear, consistent, and impactful communication across the organization and throughout the community.
Program Goals
To deliver high-quality, in-house print and graphic design solutions that enhance City programs and services, support strategic communications, and ensure timely, cost-effective production of collateral and visual materials across all departments.
CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2026-27
DEPARTMENT DIVISIONS AND ONGOING TASKS 234
Ongoing Tasks
Client Support and Service: Deliver responsive, high-quality support to all City departments, resolving service requests promptly, providing end-user training, and ensuring seamless adoption of desktop, mobile, and telecommunications technologies. Multimedia and Broadcast Services: Produce, automate, and distribute live and on-demand programming for City Council and Commission meetings, public initiatives, and community engagement campaigns, including original content supporting public safety, Mayoral, and Metro outreach initiatives.
Enterprise Systems and Application Management: Ensure the reliability, security, and performance of all City applications—public safety, financial, GIS, and web platforms—through proactive maintenance, system upgrades, and adherence to lifecycle replacement schedules. Network and Telecommunications Operations: Maintain and optimize the City’s wired, wireless, and radio communications infrastructure, including Municipal Area Network (MAN), LAN/WAN, Wi-Fi, and network security to support uninterrupted connectivity and operational resilience.
Strategic IT Consulting and Project Delivery: Provide IT leadership, consulting, and project management services to implement new initiatives, align technology solutions with City priorities, and deliver projects on time, on scope, and with measurable impact. GIS and Spatial Analytics Services: Deliver actionable GIS-based insights, mapping, and spatial analysis for internal and external stakeholders, while identifying innovative opportunities to improve workflows, decision-making, and operational efficiency. Document, Print and Graphic Services: Provide professional print and graphic design services, manage document production and mailings, and digitize public and internal documents to ensure accessibility, timely delivery, and brand consistency across all City communications. Budget, Procurement and Asset Management: Oversee IT procurement, contracts, invoicing, and vendor relations, while maintaining comprehensive inventories of hardware, software, and equipment to support lifecycle replacement and budgetary accountability. Emergency Preparedness and Continuity: Strengthen IT’s ability to respond to emergencies and disasters through participation in Citywide planning, exercises, and training, ensuring business continuity and rapid recovery of critical systems.
Public Engagement and Innovation: Support Citywide initiatives and community engagement through creative multimedia content, emerging technology adoption, and innovative IT solutions that enhance transparency, operational excellence, and resident services.
CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2026-27
DEPARTMENT DIVISIONS AND ONGOING TASKS 235
Public Works
Divisions
PW Administration
Description
Public Works (PW) Administration helps implement City Council policy by providing operational support to all divisions in the Department. Administrative personnel provide analytical, clerical, records management, contract administration, accounting, staff training and development coordination, and Department communications and outreach. Administrative personnel support the Public Works Commission, Traffic and Parking Commission, and various subcommittees. PW Administration also manages the Department’s asset management, budget development, human resources functions, emergency preparedness, and business continuity efforts.
Program Goals
Support the Department’s mission by providing efficient and effective management throughout the Public Works divisions.
Ensure the Department operates in compliance with all local, state, and federal rules, laws, and regulations.
Demonstrate fiscal stewardship through budget controls, leveraging grant opportunities, and business process improvement initiatives.
Support the City's emergency preparedness efforts through departmental planning, testing, evaluating, and training on emergency procedures and protocols. Oversee the Department's asset management system to optimize maintenance operations for enhanced service delivery.
Manage a departmental training and education program that furthers workforce development and promotes safety.
Coordinate public outreach and communication efforts to better inform the public on various Department programs and projects impacting the community. Monitor relevant legislation and coordinate with the Policy and Management Department, as necessary, to ensure the City’s interests are represented and protected.
CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2026-27
DEPARTMENT DIVISIONS AND ONGOING TASKS 236
Solid Waste
Description
The Solid Waste program encompasses four coordinated subprograms: Solid Waste Residential, Solid Waste Commercial, Alley Maintenance, and Solid Waste Conservation. Together, these functions manage the City’s collection, processing, diversion, and regulatory compliance for all municipal waste streams. The Solid Waste program ensures compliance with key state mandates, including AB 939 (50% diversion requirement), AB 341 and AB 1826 (mandatory commercial and multi‑family recycling and organics recycling), and SB 1383, the statewide organics recycling and edible food recovery law.
The Residential subprogram oversees the collection of organic waste and mixed waste from single‑family homes, duplexes, and most multi‑family properties. Services include weekly collection, contamination reduction, and implementation of state‑mandated recycling and organics programs.
The Commercial subprogram manages the collection of mixed waste and organic waste from all commercial businesses, select multi‑family properties, and municipal facilities and schools, including roll-off and temporary bin service for construction and demolition projects. The City contracts with Athens Services to provide collection and processing, with all the City’s refuse delivered to a material recovery facility (MRF) for sorting, recycling, and disposal.
The Alley Maintenance subprogram ensures residential alleys remain clean, safe, and accessible.
Responsibilities include alley tree trimming services through a third party contractor, alley sweeping, scheduled bulky‑item removal, and ensuring each alley is cleared twice per month. Next-business-day service is available upon request.
The Conservation subprogram leads community outreach, education, and technical assistance to promote waste diversion, reduce contamination, and support compliance with state and local recycling and organics regulations.
Program Fund Management – After operating and maintenance expenses are met, any net revenue is directed toward capital improvement programming and/or replenishing fund reserves. The program aims at maintaining reserves equal to 50% of annual operating expenses to ensure operational continuity during emergencies and prevent cash‑flow disruptions. Reserves above this threshold may be used to stabilize customer rate increases or fund non‑financed capital projects within the enterprise.
Program Goals
Maintain Community Cleanliness and Public Health: Ensure optimal cleanliness and protect public health by providing weekly collection of solid waste from single‑family, duplex, and multi‑family residences, along with fee‑based collection services for residential and commercial properties. Enhance Public Awareness and Participation: Expand community understanding of collection, recycling, and organics programs through targeted outreach, education, and engagement efforts.
CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2026-27
DEPARTMENT DIVISIONS AND ONGOING TASKS 237
Advance Organics and Waste Reduction Initiatives: Expand organic waste collection and edible food recovery programs, while reducing single‑use plastics and expanded polystyrene in the waste stream.14
Sustain Clean and Safe Alleys: Maintain high standards of alley cleanliness and safety through scheduled tree trimming, graffiti abatement, and the removal of debris, brush, and bulky items.
Wastewater Disposal Services
Description
The Wastewater Disposal Services program includes the Wastewater Maintenance and Repair and Wastewater Treatment sub-programs. The Wastewater Maintenance and Repair subprogram is responsible for the following core functions: maintenance of the wastewater conveyance system (sanitary sewer system) which includes, but is not limited to, inspection, cleaning, and repair; wastewater blockage, which responds to calls from residents or businesses to address possible City mainline sewer stoppages that pose property and health risks of back-ups on customer property; and wastewater conservation which conducts community outreach and produces educational materials for proper maintenance of private sewer lateral and proper disposal of liquid waste associated with hazardous household items, grease, and other liquids or solids that deteriorate the condition of the sanitary sewer collection system and treatment process.
The Wastewater Treatment subprogram manages and monitors the City’s contractual obligations to the City and County of Los Angeles. The City contracts with the City of Los Angeles to treat wastewater at the Hyperion Treatment Plant and maintains a contract with the County of Los Angeles to administer the industrial waste pre-treatment program.
Program Goals
Protect public health and property while reducing the City’s liability by responding in a timely and effective manner to any reports of sewer backups resulting in a sanitary sewer overflow (SSO), maintaining the wastewater system by cleaning, repairing, and for sustaining and expansion of the wastewater infrastructure, promoting maintenance of private sewer laterals and ensuring compliance with federal and state regulations for sewer systems. Protect water resources by conducting closed-circuit television (CCTV) inspection and repairs of the sewer system. CCTV inspection examines the sewer system for leaks and infiltration, and prompts the repair of sewer main to prevent leaks and contaminating water resources. Promote best management practices in industrial waste discharges through continuing education of City staff and the community.
symbol indicates a program goal that supports the City’s sustainability initiatives.
CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2026-27
DEPARTMENT DIVISIONS AND ONGOING TASKS 238
Stormwater
Description
The Stormwater Utility program includes two subprograms: Stormwater Operations and Street Sweeping.
Additionally, Stormwater Inspection, Stormwater Maintenance, and Stormwater Conservation are subsets of the Stormwater Operations subprogram.
Stormwater Inspection is responsible for enforcement and compliance with National Pollutant Discharge Elimination System (NPDES) permit requirements. This subprogram also implements the Municipal Separate Storm Sewer System (MS4) permit required by the State Water Resources Control Board, which includes implementing programs that manage urban runoff and clean the storm drain system.
Stormwater Maintenance is a seven days per week operation that cleans and collects trash and debris from sidewalks and litter receptacles in the public rights-of-way, addresses graffiti, pressure washes sidewalks in the business districts on a weekly basis, and monitors and cleans catch basins, which are the entry points to storm drain system.
Stormwater Conservation educates the community on best management practices to prevent disposal of contaminants into the storm drain system, including proper disposal of swimming pool and spa water, and liquid waste associated with landscape, construction, gardening, and pest control. The program also provides public education through participation in many City events throughout the year.
The Street Sweeping subprogram cleans residential streets weekly and commercial streets six days per week to prevent pollutants from entering the storm drain system.
Program Goals
Prevent pollutants from entering the storm drain system by adhering to federal and state guidelines, conducting annual inspection of facilities, responding to illicit discharge complaints, and providing community outreach opportunities.
Build multi-benefit local and regional stormwater infrastructure projects to capture and re-use stormwater and improve the health of Santa Monica Bay.
Represent the City in the Central Santa Monica Bay (CSMB) Watershed Area Steering Committee.
The Committee provides recommendations to fund projects using Safe Clean Water funds. Complete daily, weekly, quarterly, and annual maintenance activities.
Raise awareness about stormwater quality by educating the community through best management practices to prevent disposal of pollutants to the storm drain systems. The program also educates the community on projects related to stormwater that demonstrate the City's environmental awareness and preservation.
Clean, on a weekly basis, residential and commercial streets to prevent pollutants from entering the storm drain system.
Reduce the volume of polluted urban runoff reaching Santa Monica Bay by implementing Low Impact Development in private development projects and public infrastructure projects.
CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2026-27
DEPARTMENT DIVISIONS AND ONGOING TASKS 239
Sustainability
Description
The Sustainability program leads the City’s efforts to achieve carbon emission neutrality, integrate resiliency best practices in the City’s CIP program, and establish a climate action and adaptation educational program.
The Sustainability program is integrated Citywide through policy, infrastructure improvement, and community engagement. It supports sustainability aspects of Community Development, Fleet, Parking (EV charging stations), Solid Waste, Stormwater, Streets, Transportation, Urban Forest, Wastewater, and Water programs.
The Sustainability program leads the City’s efforts in water conservation and has expanded efforts in waste diversion and reduction. In addition to meeting regulatory compliance, the Sustainability program leads education and community engagement to integrate sustainable best practices.
Program Goals
Monitor the City’s greenhouse gas (GHG) emissions levels and aim to achieve carbon neutrality.
Implement programs and policies to reduce GHG emissions from transportation, building decarbonization, waste reduction and diversion, and water resource sectors.
Implement a climate action and adaptation educational program that would increase community participation in reducing greenhouse gas emissions and strengthen preparedness for extreme weather conditions.
Provide technical and incentive support to residents and businesses that implement more sustainable and efficient building upgrades.
Evaluate and implement innovative practices and technologies that would help achieve carbon neutrality. Represent the City in regional, state, and federal sustainability forums and organizations.
Support other programs by monitoring and applying for federal, state, and local grant funding opportunities.
CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2026-27
DEPARTMENT DIVISIONS AND ONGOING TASKS 240
Street Services
Description
The Street Services program is divided into three main groups: Street Maintenance, Signals and Lighting, and Urban Forestry, each with specific responsibilities to maintain and enhance the City’s infrastructure and environmental sustainability.
Street Maintenance is tasked with preventative maintenance, repairs, and emergency responses for street infrastructure including roadway and alley pavement, curb/gutter, sidewalk, pavement markings, bike lanes, signs, traffic calming treatments, and various traffic safety devices throughout the City.
Signals and Lighting is responsible for the operation and maintenance of the City’s traffic control system and municipal area communications/fiber network. This encompasses signalized intersections, streetlights, as well as pedestrian lighting and electrical outlets in the public right-of-way. This group also supports the Police and Information Technology Departments through the installation, operation, and maintenance of the City’s community security cameras and license plate reader cameras.
Urban Forestry is dedicated to the care of approximately 25,000 City trees located along streets, parks, and at City-owned facilities. This group also manages the removal and replacement of declining or inappropriate trees as outlined in the Street Tree Master Plan phases. Urban Forestry is instrumental in supporting the City's Climate Action and Adaptation Plan (CAAP) through the implementation of the City’s Urban Forest Management Plan (UFMP), a long-term planning document that will provide the framework to progress the City towards a sustainable urban forest resilient to climate change.
Program Goals
Provide safe and efficient travel for the public by providing preventive maintenance and timely response to routine street and sidewalk maintenance requests. Additionally, this program aims to ensure the safe and efficient flow of motor vehicle, pedestrian, and bicycle traffic by installing, maintaining, and repairing road markings, lines, and regulatory signs. Maintain continuous operational functionality and public safety by providing preventative maintenance and timely emergency repairs to lighting, signal control, and communication systems. Conduct public outreach and education to maintain community support for the program’s operations.
Protect and grow the public investment in street trees, preserve the health and aesthetic quality of these trees, and enhance the overall tree canopy.
CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2026-27
DEPARTMENT DIVISIONS AND ONGOING TASKS 241
Facilities Services
Description
The Facilities Services Bureau includes Facilities Maintenance, Meeting Support, and Event Support programs. Facilities Services is responsible for maintenance and repair functions to approximately 65 City facilities encompassing approximately 3,200,000 square feet. The Bureau manages custodial services, building systems and engineering, and elevator maintenance contracts that also encompass tenant maintenance and repair for leased spaces. Meeting support services to all departments, small construction projects, and support to the Project Administration Division are also included.
Program Goals
Maintain clean, safe, and operational City facilities through preventive and reactive maintenance programs that protect employees, tenants, and the public, preserve City assets, and provide functional and attractive spaces.
Respond to City departmental service requests in a timely manner to support efficient operations and deliver a high level of customer service.
Leverage current and emerging technologies and best management practices to implement costeffective facility improvements and enhance the built environment experience. Manage a facilities condition assessment program to evaluate building systems, forecast future maintenance and replacement needs, and identify and prioritize funding for capital improvement projects.
Water Supply and Distribution
Description
The Water Supply and Distribution program includes groundwater production and treatment, water distribution system maintenance and repair, water quality monitoring, operation of the City-owned, Statecertified drinking water laboratory, water services and installations, water conservation, and fire suppression. The Groundwater subprogram operates seven groundwater wells and one water reverse osmosis treatment plant, while adhering to federal and state regulations in order to provide potable water to the community. In April 2022, the City's Foothill Water Treatment Plant began operation after extensive rehabilitation. In February 2023, the City commissioned a new well called La Cienega Well 1 and reactivated Hollywood Well 6 to active status with the Division of Drinking Water. Additionally, the City continues to actively search for a well site property for a future well. In 2025, the City completed drilling two new drinking water wells near La Cienega Park (La Cienega Well 2 and 3). These wells are in the process of being equipped along with conveyance piping to the main raw water transmission line. The wells are projected to be fully operational, permitted, and integrated into the City’s local water supply in a few years.
Metropolitan Water District will continue to be the main source of water supply for the City.
CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2026-27
DEPARTMENT DIVISIONS AND ONGOING TASKS 242
The Maintenance and Repair subprogram maintains, operates, and repairs the distribution system that includes 171 miles of water mains, ten reservoirs, seven water wells, valves, and other associated appurtenances. The City has approximately 11,000 service connections in Beverly Hills and portions of West Hollywood.
The Water Quality subprogram ensures that the City of Beverly Hills and portions of West Hollywood maintain drinking water that complies with all federal and state regulatory public health standards and operates a City-owned, State-accredited drinking water laboratory. At minimum, this includes 1,004 routine weekly samples throughout the distribution system, groundwater wells, imported water sources, water treatment plant, wastewater, and reservoirs. In addition to controlling water movement and rigorous water quality monitoring requirements, the program submits routine monthly, quarterly, and annual water quality reports to the Water Resources Control Board’s Division of Drinking Water, the Division of Water Rights, the State’s Environmental Laboratory Accreditation Program, the County of Los Angeles Industrial Waste Unit, and to United States Environmental Protection Agency regulators. The key responsibilities of the program include staying abreast of new laws impacting water quality, implementing new regulatory monitoring requirements, utilizing the most advanced analytical testing methods and evolving frequencies, and managing all State accredited laboratory analysis and methods. The program focuses on reviewing analytical data for triggered and enhanced monitoring, developing contingency plans, and overseeing industrial waste, drinking water, and groundwater permits, including associated amendments.
Additionally, the program identifies potential water quality problems, responds to water quality concerns and complaints from customers, and prepares various critical reports such as internal operational performance reports, Monthly State Drinking Water Performance Reports, the Annual Consumer Confidence Report (Water Quality Report), the Annual State Drinking Water Systems Report, Industrial Waste Reports, Groundwater Extraction Reports, and the Public Health Goals Report. This comprehensive function proactively ensures that water quality remains safe, reliable, and in full compliance with evolving regulatory requirements, while efficiently and promptly safeguarding public health.
The Water Conservation program provides information and education regarding alternative water sources (i.e. shallow groundwater and greywater system) and water conservation through public outreach consisting of social media, educational materials, and on-site audits. In addition, the City’s smart water meters help all customers use water wisely with near real time data and leak alerts. The City is in the process of upgrading its Advanced Metering Infrastructure (AMI) hardware/software systems to capitalize on newer meter reading technologies. Water utility customers can monitor their water use, pay bills, and receive leak alerts through the City’s water conservation software, WaterSmart. Additionally, the City continues to monitor and comply with changing conservation water-use objectives and regulations.
The Fire Suppression subprogram checks the flows of approximately 1,400 fire hydrants, coordinates with the Fire Department for maintenance and repair of fire hydrants, and provides at least the minimum water pressure for fire protection 100% of the time. The subprogram supports the Fire Department’s Class 1 ISO status.
CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2026-27
DEPARTMENT DIVISIONS AND ONGOING TASKS 243
Program Goals
Promote water-use efficiency by conducting public outreach, implementing programs, and promoting efforts to ensure compliance with the State mandated conservation targets.
Promote shallow groundwater, greywater, and rainwater capture sources to offset potable water demand.
Manage the groundwater wells and the reverse osmosis treatment provided at the City’s Foothill Water Treatment Plant to supplement the City’s water supply while adhering to federal and state regulations. Continue to invest resources in search of additional groundwater supply and additional well sites, primarily in the La Brea subarea.
Update and maintain the Integrated Water Resources Master Plan (IWRMP) which is a comprehensive planning document that analyzes the water, sewer, and storm drain systems. Provide reliable high-quality water by performing maintenance and repairs on water infrastructure that supply customers in Beverly Hills and portions of West Hollywood. Provide fire protection 100% of the time by performing maintenance and repair of fire hydrants, providing appropriate water pressure for fire protection, and coordinating resources with the Fire Department in the event of an emergency.
Enhance meter reading infrastructure and monitor water consumption for utility billing and perform quality control tasks to maintain billing accuracy. Obtain accreditation through the State Water Resources Control Board’s Environmental Laboratory Accreditation Program (ELAP) for additional laboratory testing methods at the City's existing laboratory to expand the City’s ability to perform certified water quality analyses and improve turnaround times and reliability of results.
Implement the Cabrillo pump station and forebay project to enhance and increase emergency pumping capacity and redundancy.
Park Operations
Description
Park Operations is responsible for maintaining a wide range of City assets including City parks, landscaped areas, athletic fields, and water features across 101.5 acres throughout the City. The Department maintains:
Active recreational parks, including Coldwater Canyon Park, La Cienega Park, and Roxbury Park; Passive recreational parks, including Beverly Gardens Park, Beverly Cañon Gardens, Greystone Mansion and Gardens, the Dog Park, and Will Rogers Memorial Park; Mini parks, including Arnaz and Reeves;
Neighborhood parks and open spaces, including Crescent, Hamel, Maltz, Oakhurst, and Rexford Rest; and
Other City facilities and landscaped areas, including the Business Triangle, City Hall facilities, City Yards, reservoir sites, and medians.
CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2026-27
DEPARTMENT DIVISIONS AND ONGOING TASKS 244
Key responsibilities include maintaining irrigation systems (manual and automatic), watering, turf care, planting seasonal flowers, weed control, fertilization, seeding, ongoing plant maintenance, trash and amenity care, and fire-suppression-related weed abatement. This division also manages unique aquatic life in park water features.
Program Goals
Maintain the aesthetic quality of the community by providing routine landscape maintenance services on City-owned property.
Ensure parks and landscaped areas remain safe, attractive, and available for public use.
Convert non-functional turf areas on City properties to water-efficient landscapes.
Provide irrigation services and maintain landscaped areas in a fiscally responsible and environmentally sustainable manner.
Design, install, inspect, and maintain playgrounds in substantial compliance with current U.S.
Consumer Product Safety Commission requirements.
Parking Services
Description
The Parking Services program, which consists of Off-Street Parking Operations and Parking Meter Operations, is responsible for providing parking options available to the general public.
Off-Street Parking Operations manages and operates nineteen (19) parking structures totaling approximately 6,400 parking spaces. The City’s parking structures provide parking options for businesses, residents, employees, and visitors throughout the City and offer daily rates, early bird rates, evening flat rates, and monthly parking rates in order to meet a variety of needs.
Many of the parking structures serve short-term parking needs for surrounding restaurants, parks, retail businesses, community centers, medical buildings, and business offices. Certain parking structures serve civic functions by providing access to City Hall, the Library, the Police Department, and the Fire Department. Other parking structures offer services such as month-to-month contract parking for employees of nearby businesses, tandem-assist, or valet parking for daily use or public and private special events. Parking staff assists customers onsite and via the Parking Operations Center in order to facilitate entry and exit at parking garages, along with payments made at parking kiosks.
Parking Meter Operations is responsible for the maintenance, repair, coin collection, counting, and processing of revenue for over 2,600+ single-space parking meters along with ten pay stations located at the Santa Monica 5 parking lots.
CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2026-27
DEPARTMENT DIVISIONS AND ONGOING TASKS 245
Program Goals
Provide easy, convenient, and accessible parking throughout the City in safe and well-maintained parking facilities.
Regularly implement emerging technologies, including electric vehicle infrastructure, updated Parking Access and Revenue Control System (PARCS) equipment, mobile and contactless payment options, real-time occupancy monitoring, enhanced lighting, and license plate recognition (LPR) to improve operational efficiency in parking operations. Implement a robust parking outreach program to facilitate communication with customers regarding operational and technology updates through the City’s website, signage, and digital applications.
Adapt and implement changes to the monthly parking program and increase valet and validation opportunities.
Partner with the Wallis Annenberg Center for Performing Arts to offer prepaid parking bundled with theatre ticket purchases.
Provide convenient and functional on-street parking meters, pay stations, and mobile payment options to serve the public and local businesses.
Provide regular preventative maintenance and timely repairs to minimize payment device “downtime” from vandalism or malfunctions. Continue offering multiple payment options, including mobile payments, credit cards, and coin transactions.
CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2026-27
DEPARTMENT DIVISIONS AND ONGOING TASKS 246
Fleet Services
Description
The Fleet Services Bureau is comprised of Vehicle Maintenance, Automotive Inventory, and Fuel Inventory.
The Bureau is responsible for the maintenance and repair of over 455 City-owned vehicles and equipment, including public safety vehicles, construction and utility-support equipment, emergency response apparatus, technology systems, stationary pumps, and generators.
Fleet Services also manages central fueling operations, providing gasoline, renewable diesel, renewable natural gas, and electric power. Additionally, the Bureau oversees the specification and procurement of new vehicles and equipment, as well as the collection of maintenance and replacement charges.
Program Goals
Provide high-quality, efficient, and cost-effective maintenance and repair services to ensure City staff have safe and reliable vehicles and equipment.
Maintain and repair vehicles promptly to minimize downtime and maximize operational availability.
Use procurement practices that provide standardized, modern, and efficient vehicles to meet City operational needs.
Comply with federal, state, and local environmental regulations by applying best-available technologies and utilizing alternative clean fuels where feasible.
Continue integrating zero-emission vehicles, including electric vehicles (EVs), to support the City’s Climate Action and Adaptation Plan and meet the State’s Advanced Clean Fleets requirements. askBH Customer Relations
Description
The askBH Customer Relations program provides community members with a single point of contact for information and assistance regarding non-emergency City services and programs. The program supports multiple departments, including Public Works, Community Development, Community Services, Finance, Fire Administration, and City Clerk, as well as general Citywide inquiries. askBH also staffs the City’s Emergency Hotline and serves as the central point of contact for both external and internal customers, responding to requests via phone, email, and online channels. Additionally, staff provide timely information about important City activities and events.
Program Goals
Ensure residents, businesses, and visitors have easy access to City information and services through multiple channels.
Respond to customer inquiries courteously and promptly, providing timely resolutions. Support the City in distributing information to residents, businesses, and visitors.
CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2026-27
DEPARTMENT DIVISIONS AND ONGOING TASKS 247
Serve as the primary point of contact for the City’s commercial solid waste accounts, including account setup, service updates, and responding to questions or concerns. Provide City staff with data and insights to enhance service delivery and support program implementation or modifications.
Central Stores
Description
The primary responsibility of the Central Stores program is to procure and maintain sufficient quantities of materials and supplies necessary for the Public Works Department to strengthen and maintain the City’s infrastructure. Central Stores personnel also assist with loss prevention efforts through routine inventory assessments and implementation of inventory controls. The Central Stores program includes the following subprograms: Water Inventory, Solid Waste Inventory, Wastewater Inventory, Parks Maintenance Inventory, Facilities Inventory, Street Maintenance Inventory, and Traffic Lights and Signals Inventory.
Program Goals
Ensure equipment parts and supplies are available when needed to support staff operations. Source high-quality parts and materials from vendors that offer fair pricing and responsive service. Identify, develop, and implement best management practices to support effective and accountable inventory management.
Centralize the management of parts and supplies through a single electronic platform to improve efficiency and streamline processes.
Maintain a safe and well-organized warehouse environment through proper storage practices, training, and safety procedures to protect staff and reduce risk.
Architectural Services
Description
The Architectural Services program is responsible for managing design and construction of capital improvement projects (CIPs) for City buildings and parks in the most effective, high quality, economical, and sustainable manner. It provides management and coordination on various components and phases of projects including scoping, planning, design, bidding, and construction on a wide variety of projects including infrastructure improvements, building envelope improvements, small remodeling of City departments, and large master plan developments. The program serves as a liaison between City departments, contractors, consultants, and various agencies.
The program also supports the City’s tenant building improvements related to commercial leases, as well as managing design and construction of landlord’s improvements to tenant buildings on an as-needed basis.
It provides tenant relation coordination services, including managing tenant requests for building maintenance and repair such as heating, ventilation, and air conditioning (HVAC), lighting, plumbing, and janitorial services.
CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2026-27
DEPARTMENT DIVISIONS AND ONGOING TASKS 248
Program Goals
Deliver cost-effective and timely completed projects on the City’s CIPs. Through effective professional management and broad financial oversight, the program strives to accomplish high quality, functional, and cost-effective project delivery in a timely manner. Ensure that work is designed and constructed in accordance with federal, state, and local standards and specifications for public safety.
Provide the highest level of customer service to tenants at the City’s commercial leased properties.
Expedite response time to service requests and provide well-coordinated implementations.
Engineering Services
Description
The Engineering Services group consists of Capital Project Management, Inspection Services, and Civil Engineering. The Capital Project Management functions to manage the design and construction of the City’s public works infrastructure such as streets, sidewalks, streetlights, traffic signals, sewer, water, storm drain, video cameras, fiber optic, Metro-related items, and decoration support systems in the City’s public right-of-way.
The Inspection Services function consists of the review and inspection of Public Works CIPs impacting the public right-of-way as well as the inspection of permits associated with private development (commercial and residential) and utility company installations, repairs, and upgrades.
The Civil Engineering function coordinates with the Community Development Department on large development project review and processing of permit applications for the use of the public right-of-way for various activities including utility work and improvements associated with commercial and residential development.
Program Goals
Deliver high-quality infrastructure CIPs in a timely and efficient manner on behalf of all City departments for the benefit and well-being of the public. Ensure that work is constructed in accordance with federal, state, and local design standards and specifications for the safety of the public and to protect the public infrastructure investment. Continue to review work plans submitted by private utility companies and private developers for activities in the public right-of-way to ensure that the City’s infrastructure and services are preserved to a high standard and public inconvenience is minimized. Complete Phase 2 of the Rodeo Drive bollards/light pole replacement project.
CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2026-27
DEPARTMENT DIVISIONS AND ONGOING TASKS 249
Transportation
Description
The Transportation program, consisting of Transportation Planning and Traffic Engineering, oversees the provision of safe and efficient multi-modal travel throughout the City. Transportation Planning works with the public to develop the policies and vision for items related to congestion relief, transit accessibility, active transportation, and traffic safety. Traffic Engineering manages the design and installation of projects related to traffic signals and operations, traffic calming, roadway signs and striping, curb and pavement markings, and on-street parking for all City streets. Transportation collaborates closely with Engineering and Street Services as well as with other City departments, including the Police and Fire Departments and the Planning Division of the Community Development Department to address traffic safety and mobility related concerns.
Program Goals
Strive to provide efficient traffic operations to minimize roadway congestion and improve the wellbeing of City residents, visitors, and businesses.
Strive to enhance safe and accessible mobility for people of all ages and abilities, regardless of the mode of transportation, to encourage the long-term health and sustainability of the City, and to improve the well-being of City residents, visitors, and businesses.
CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2026-27
DEPARTMENT DIVISIONS AND ONGOING TASKS 250
Ongoing Tasks
Ensure all Public Works divisions and programs effectively implement City Council policy, as directed by the City Manager.
Provide support to the Public Works Commission, the Traffic and Parking Commission, and associated subcommittees regarding various policy matters and transmit recommendations to the City Council for consideration.
Maintain the Department’s ability to respond to and recover from an emergency or disaster by continuously assessing response capabilities, addressing gaps, developing and testing plans, and participating in Emergency Management related trainings. Employ project management best practices to ensure quality design and on-time delivery of projects. Assess the effectiveness of project planning and execution within a reasonable timeframe after completion of a project.
Continue to safeguard residents, businesses, and visitors by effectively planning, designing, building, protecting, and maintaining the integrity of the City’s core infrastructure including streets, storm drains, potable water system, storage, sewer, streetlights, traffic signals, transportation facilities, and fiber optic systems.
Ensure compliance with federal, state, and local rules, laws, and regulations while delivering services to the community.
Provide safe and high-quality drinking water to customers within the City of Beverly Hills and parts of the City of West Hollywood.
Implement the Climate Action and Adaptation Plan.
Implement an energy resilience and efficiency program.
Implement the Stormwater Compliance Master Plan and new MS4 Permit. Provide street cleaning services to the commercial and residential areas within the City of Beverly Hills.
Ensure that City streets and sidewalks remain safe.
Ensure that the City’s traffic signal, streetlight, and CCTV network is maintained and operating correctly in order to provide a safe and efficient flow of vehicular/pedestrian traffic on City streets. Ensure that the City’s wastewater system continues to operate at optimal levels. Manage transit and Dial-A-Ride operations.
Implement the Complete Streets Plan.
Implement the resident-initiated Neighborhood Traffic Calming Program.15 Continue to provide traffic safety analysis and interventions. Continue to conduct traffic-related permit reviews.
Continue to look for opportunities to develop and expand active transportation for congestion relief Citywide.
Continue to collect traffic metric data to support traffic engineering and active transportation projects.
Continue to review traffic impact analyses and transportation access for new development. symbol indicates an ongoing task that supports the City’s sustainability initiatives.
CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2026-27
DEPARTMENT DIVISIONS AND ONGOING TASKS 251
Manage and maintain the City’s facilities while providing tenants with a high level of support.
Promote environmental stewardship through implementation of various programs including commercial and residential solid waste collection and recycling programs, water conservation initiatives, the Clean Power Alliance program, green infrastructure projects, clean vehicle purchases, and community outreach events like Earth Day. Maintain the highest level of customer satisfaction by answering customer service calls within a reasonable timeframe, acknowledging customer service and maintenance requests within 48 hours, and providing timely, informative, and courteous responses to all information requests. Continue to monitor the CIP budget to ensure adequate funding is available for current and future CIPs.
Manage design and construction activities related to the planning, developing, and implementing of CIPs on City facilities and within the public right-of-way.
Continue to expand energy efficiency and renewable energy programs.
Expand the organic and food waste program.
Operate the Burton Way Green Streets and Water Efficient Landscape.
Continue to implement Solid Waste programs to comply with State-mandated regulations such as AB 1826 (Organic Recycling) and SB1383 (Food Recovery Program). Continue to support the City’s emergency operations response. Deliver exceptional customer service to the community while supporting City departments through the askBH Customer Relations program.
Continue to uphold safe work practices and implement strategies to ensure the ongoing safety of the community and staff.
CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2026-27
252
CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2026-27
DEPARTMENT DIVISIONS AND ONGOING TASKS 253
Community Services
Divisions
Arts and Culture
Description
The Arts and Culture Division promotes and nurtures the arts and cultural life in Beverly Hills. This section oversees Greystone Mansion and Gardens, the City’s Fine Art collection, and community and cultural arts programs and events.
Program Goals
Serve as a destination for arts and cultural endeavors for all ages by providing diverse and innovative arts and cultural programming, and events for all ages within the Beverly Hills community.
Provide a variety of high-quality community and cultural events, and cultural arts programming, including the Beverly Hills Art Show (twice per year), Music in the Mansion, Concerts on Cañon, Festival Beverly Hills, performances in the Greystone Theatre, Catskills West summer theater camp at Greystone, Jewish American Heritage month, and more. Work with the Arts and Culture Commission to increase the visibility and awareness of arts and culture in Beverly Hills, and the expansion of arts education. Plan and incorporate elements related to upcoming international events coming to Los Angeles into Arts and Culture Division events, programming, and Arts and Culture Commission work plan projects, including the 2026 FIFA World Cup, and the 2028 Summer Olympic and Paralympic Games.
Continue working on existing projects and public art installations and the cultivation, care and maintenance of the City’s Fine Art collection.
Foster public and private partnerships to provide arts and cultural programming. Work with the Public Works Department on CIPs at Greystone Mansion and Gardens. Complete any outstanding restoration work, installation, or relocation of artwork for the City of Beverly Hills Fine Art Program.
CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2026-27
DEPARTMENT DIVISIONS AND ONGOING TASKS 254
Recreation and Parks
Description
The Recreation and Parks Division supports active lifestyles at any age – fitness, sports and athletics, recreation and leisure services, as well as health and wellness offerings and experiences – for the entire community. The Recreation Division provides critical and essential community services including licensed preschools; after school enrichment programs for youth, tweens, and teens provided by the City; seasonal day camps, the Teen Advisory Board (TAC), various adult sports leagues, aquatics programs, and contractual classes. Department contractual classes provide fun, educational, enrichment and entertaining instruction at various sites, community centers, and outdoor settings for the entire community. Active adult and senior services include nutrition and meal programs, adult and senior health and wellness classes, and community special events. The Recreation Division also partners with various community organizations and our local youth sports organizations for community-based programming.
Program Goals
Enhance early education program offerings to preschool age children, to enrich their lives by fostering a lifelong love for learning and supporting their successful progression into transitional kindergarten.
Enhance youth program offerings by providing a diverse range of sports and enrichment opportunities.
Provide diverse and innovative recreation, cultural, and enrichment programming and services for the Beverly Hills community.
Meet monthly with the Public Works Department to coordinate and share information regarding facilities, parks, projects, and programs, and to make progress on important joint maintenance and capital renovation projects.
Provide an exceptional and expanded Beverly Hills Farmers’ Market every Sunday featuring a variety of quality products, while introducing new seasonal events that add value and engage the community in meaningful ways.
Stay current with relevant trends by offering new innovative recreation program offerings for all age groups, from toddlers preparing for preschool through senior adults, including programming for mental and physical health.
Enhance recreational programs that recognize changing demographics by providing evening active adult and senior programming for individuals in the current workforce. Continue to expand adult and senior class offerings and develop senior excursions. Finalize the implementation of a new court reservation software system for tennis and pickleball. Provide high-quality community recreation events including the Community Services Department Showcase, Parks Make Life Better month programming in July, Beverly Hills Doggy Daze 90210, and Holidays at Greystone.
Begin planning for the renovation/upgrade of Reeves Park.
CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2026-27
DEPARTMENT DIVISIONS AND ONGOING TASKS 255
Library
Description
The Library’s mission is to provide resources, services, places and spaces to read, connect, relax, and learn.
The Library supports literacy, life-long learning, civic engagement, and cultural awareness. To achieve these goals, the Library provides access to library materials and guidance in finding quality, trusted information, and events for all ages. In support of life-long learning, early literacy, school year, and summer programs are designed to promote a lifetime love of reading, language, and the power of education. The Library helps adults and children by offering access to hundreds of thousands of books and digital resources including audiobooks, e-books, music, movies, streaming services, and other materials. Thousands of patrons are reached annually through our outreach activities to schools, homebound patrons, Roxbury Book Nook, and as part of our community center programming and Community Services Citywide special events.
Program Goals
Promote a life-long love of reading and learning.
Connect with regional and state partners to enhance resources available to our patrons. Enhance the literary and cultural life of Beverly Hills residents through the development and provision of programming, collections, and services for all ages. Streamline processes by implementing cutting-edge technologies. Provide services to patrons outside of the library setting including the homebound. Facilitate learning and self-education by providing a relevant selection of materials in various formats and supporting the needs of adult learners through the Library’s literacy program. Improve the physical environment of the Library by relocating and upgrading key services. Maintain certification as a Passport Acceptance Facility to provide passport services to the community.
Community Services Administrative Support
Description
Community Services Administrative Support is responsible for the coordination and facilitation of the Community Services Department budget process, accounting functions, financial reporting, and purchasing services. The Division also has oversight of the coordination and implementation of registration and reservations for Community Services Department classes, camps, special events, tennis and pickleball courts, and dog park registration. The Department’s Communications Office is responsible for marketing, both internal and external communications, media relations, and website and social media management.
The City’s Park Rangers also fall within this Division and are responsible for enforcing park and facility rules, regulations, and City municipal codes, including disseminating information and assisting the public in the parks and City facilities. Park Rangers assist with all Community Services events and many private and Citywide events.
CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2026-27
DEPARTMENT DIVISIONS AND ONGOING TASKS 256
Program Goals
Provide effective and efficient administrative and staff support services for budget, agreements, and accounting functions for the Community Services Department. Provide a superior level of customer service to external and internal customers. Manage the Department’s registration system for all recreation programs, special events, preschool, camps, afterschool care, and other requests as needed.
Monitor the City’s involvement with Los Angeles County’s Community Development Block Grant. Manage the City’s Ambassador program which provides assistance to the public visiting the business triangle.
Manage the Employee Fitness Center and develop classes for employees to take. Work with the communication team to produce a quarterly brochure of the Department’s recreational offerings.
Collaborate with the City’s Park Ranger team to enhance cohesion and coordination within the Community Services Department and provide Citywide support to staff serving residents, visitors, and the broader Beverly Hills community.
Help educate the public and create greater awareness of City park rules for safe use of City and Community Services facilities and programs.
Maintain a certified Ranger bike program to allow Rangers greater efficiency and effectiveness in their enforcement efforts and build our Ranger team capacity giving access to more park areas while on patrol.
Explore awards and recognitions for the Department that recognize its commitment to excellence. Create and maintain Memoranda of Understanding with City partners, including AYSO, Beverly Hills Little League, Boys Scouts, Girl Scouts, and Eagle Scouts, Bridge Club, Bevely Hills Basketball League, and Beverly Hills Lawn Bowling Club.
CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2026-27
DEPARTMENT DIVISIONS AND ONGOING TASKS 257
Ongoing Tasks
Plan agendas, prepare staff reports, and provide general support for the Arts and Culture, and Recreation and Parks Commissions regarding relevant topics and follow-up on requests from commissioners.
Participation on the Citywide ADA Committee and work on Self Evaluation Plans. Collaborate with the Citywide Administrative Regulation team to review and update all ARs. Continue to update and enforce facility use policies for City parks, community centers, and the Library.
Maintain American Red Cross recertification of the City's emergency shelters. Strengthen the Department's ability to respond to and recover from an emergency or disaster by participating in Emergency Management related training, meetings, exercises, workshops, and special events.
Coordinate and assist with the budget process for the entire Community Services Department and submit budget related materials to the Budget Office on time and with accuracy. Secure grant funding for Department projects and programs by researching funding opportunities, submitting applications as appropriate, and administering grant awards. Monitor the Department’s Fund 400 Equipment Replacement, Capital Improvement Projects, and maintain detailed replacement timelines for playground equipment around the City. Administer the City’s not-to-exceed agreements with the identified multi-cultural service providers to provide cultural services and programs.
Respond to emails and voicemails regarding customer complaints, registration requests, and new dog park registrations within 24 hours. Identify and resolve issues/problems communicated by staff, customers, or vendors in receiving payments and/or reimbursements. Issue Beverly Hills tags and key fobs for keyless entry into the park. Ensure all dogs are licensed and registered to use the park.
Program bi-annual Yappy Hour events at the Beverly Hills Community Dog Park in partnership with local organizations.
Update current Registration and Facility web pages (classes, camps, programs, events, and facilities) throughout the year.
Provide accurate financial reports of daily financial transactions and online registrations within one business day.12F
Coordinate and develop the Department’s quarterly program brochure/catalogue (which includes an overview of City-offered programs, classes, camps, and events offered to the community) and accurately enter all details into the online registration system. Produce, publish, and disseminate a monthly e-newsletter to share all program and event information. Provide photographic services for the Department and coordinate videotaping of Department classes with BHTV public access cable for promotion in the Community Services brochure (printed and web versions). Select and create artwork for official press releases and promotional materials. Provide publicity and marketing for the Department's programs and events through advertisements, banners, and monthly e-newsletter, and continue expanding the use of various social media outlets in that effort.
CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2026-27
DEPARTMENT DIVISIONS AND ONGOING TASKS 258
Serve as the Department’s communications liaison with the Beverly Hills Conference and Visitors Bureau and Chamber of Commerce. Pitch Community Services events and programming coverage to local and national press.
Continue support of Friends of Greystone and Friends of the Beverly Hills Public Library. Manage the ongoing acquisition and installation of proposed new artworks selected for purchase by the Arts and Culture Commission, public art donations, and Fine Art obligations as approved by City Council. Oversee and schedule ongoing maintenance for all City-owned art. Continue to offer and expand arts and cultural programming at the Greystone Mansion and Gardens, including performances in the Greystone Theater, the Great Outdoors, May Preservation Month, and Inside the Mansion.
Continue offering diverse cultural programming and events, including the May celebration of Jewish American Heritage Month, celebrations for the Nowruz holiday, programming for Pride Month, and cultural celebrations in recognition of holidays, as well as significant cultural observations.
Collaborate with Public Works to complete Council priority projects at the Greystone Mansion and Gardens, including fire life safety projects, and enhancements to the demonstration garden at Lower Greystone.
Facilitate Greystone Mansion and Gardens operations to the public, including booking private tours of Greystone, educational tours, special events, issuing permits, and supervising film and photography at Greystone Park.
Continue to offer a safe place for the community to shop at the Farmers’ Market, adhering to all State and County policies.
Administer the Community Development Block Grant (CDBG) program in collaboration with the Los Angeles County Development Authority (LACDA) to best meet the needs of the Beverly Hills community by reducing barriers to access City services and facilities. Track Library operations through user accounts, library materials, check-in and check-out of materials, and return materials to the proper location. Maintain a Local History collection in a physical and digital format and provide access through various regional, state, and national databases.
Continue to grow the Library’s collection by selecting, acquiring, cataloging, and maintaining the Library’s physical and digital collection.
Answer research and reference questions and work with users to identify library materials that meet their needs.
Offer library programs for adults, teens, and children, including the annual Summer Reading Program and Club.
Accept passport applications.
Match volunteer adult tutors with adult learners in the Library’s Literacy Program. Utilize social media vehicles such as Facebook, X, and Instagram to promote the Library’s digital and onsite programming and virtual and physical collections. Update the Library website to provide access and promote our digital collections and services. Continue our senior lunch programs that provide the participants with healthy, social, and cognitive enrichment.
CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2026-27
DEPARTMENT DIVISIONS AND ONGOING TASKS 259
Continue to provide a variety of enrichment afterschool classes and recreation activities at various sites.
Offer indoor and outdoor facility rentals at Roxbury Park, La Cienega Park, and Coldwater Canyon Park community centers, allowing patrons to reserve spaces for birthday parties, family events, and functions.
Continue to offer the Teen Advisory Committee for 6th–12th grade Beverly Hills residents or BHUSD students as an opportunity to shape engaging and impactful teen events and activities for the local community.
Manage and oversee the newly renovated Employee Fitness Center. Conduct Park Ranger daily coverage for Library and The Wallis; patrol City facilities and mini parks/gardens; and collaborate with the Police Department, the Fire Department, particularly the Human Services Division, and the Library to ensure safety of the Civic Center Campus. Continue to provide high quality swimming and aquatics instruction and exercise to youth, teens, and adults.
CITY OF BEVERLY HILLS – PROPOSED BUDGET FY 2026-27
260
Attachment 2
City of Beverly Hills
Fiscal Year 2026-27
Capital Improvement Budget, Volume 2
Proposed, May 2026
Nancy Hunt-Coffey, City Manager
Ryan Gohlich, Assistant City Manager
Keith Sterling, Deputy City Manager
Jeff S. Muir, Director of Finance
Tatiana Szerwinski, Assistant Director of Finance
Brandy Gros, Budget Manager
James Bernier, Budget and Financial Analyst
Ani Keshishian, Budget and Financial Analyst
City of Beverly Hills
455 North Rexford Drive
Beverly Hills, California 90210
Craig A. Corman
Mayor
Mary N. Wells
Vice Mayor
John A. Mirisch
Councilmember
Lester J. Friedman
Councilmember
Sharona R. Nazarian, PsyD
Councilmember
Howard S. Fisher
City Treasurer
Nancy Hunt-Coffey
City Manager
Ryan Gohlich
Assistant City Manager
Keith Sterling
Deputy City Manager
PROFILE OF BEVERLY HILLS, CA
__________________________________________
The City of Beverly Hills is a residential community and commercial center located within Los Angeles County in Southern California. Incorporated in 1914 and spanning approximately 5.7 square miles, the City had a population of 31,945 as of January 2025, according to the California Department of Finance. Originally planned as a subdivision in 1906, Beverly Hills evolved into a premier full-service city with an established tradition of providing a superior level of public safety services, a wide range of community and cultural programs, and a widely recognized, high-quality physical environment.
Beverly Hills includes a mix of housing types, ranging from singlefamily homes to multi-family residences, as well as a diverse and thriving business community that supports the City’s fiscal health.
From rolling hillside estate homes, to charming family bungalows and apartments, to a world renowned business community, Beverly Hills provides its residents, visitors, and business partners a community often sought but rarely found in modern urban centers.
Revenues generated from the business sector represent a significant portion of the General Fund revenue base that serves as a primary funding source for municipal services, consistent with City Council priorities. The City has long served as a hub for entertainment industry firms, including several major talent agencies, and is home to numerous prominent art galleries. In the retail sector, Beverly Hills has experienced ongoing development and reinvestment across its commercial areas.
Table of Contents
CAPITAL IMPROVEMENT BUDGET INTRODUCTION ................................................... 5 ALPHABETIZED LIST OF CIP PROJECTS........................................................................... 17 CIP SUMMARY BY FUND ...................................................................................................... 21 CIP SUMMARY BY NAME ..................................................................................................... 27 CIP SUMMARY BY FIVE-YEAR PROJECT TOTAL .......................................................... 31 CIP MAP ...................................................................................................................................... 33 CIP DETAIL ................................................................................................................................ 35 APPENDICES –
FIVE-YEAR CIP SCHEDULES:
CIP 00089: Street Tree Removal and Replacement ................................................ 133 CIP 00195: Street and Sidewalk Improvements ...................................................... 135 CIP 00713: Repaint City Buildings ............................................................................ 141 CIP 00833: Building Envelope Improvements on City Structures ........................ 143 CIP 08502: Vehicle Replacement Program .............................................................. 145
Capital Improvement Budget Introduction
Welcome to the City of Beverly Hills Capital Improvement Budget for the fiscal year (“FY”) 2026-27.
The Capital Improvement Budget serves as a roadmap for the City’s ongoing commitment to maintaining, enhancing, and developing infrastructure to meet the needs of the community. As stewards of public and natural resources, staff take great pride in the completion of various projects that have positively impacted the lives of the residents and stakeholders of Beverly Hills over the past fiscal year.
Fiscal Year 2025-26 Capital Improvement Accomplishments Notable achievements in FY 2025-26 include continued implementation of major transportation, utility, parks, facilities, technology, and public safety capital improvement projects throughout the City.
Current roadway projects include the Citywide Street and Alley Improvements Project and the Wilshire Boulevard and Vicinity Streets Rehabilitation Project. Additional sidewalk and pavement repair projects also continued throughout the fiscal year, including numerous spot sidewalk replacements to improve ADA accessibility and address pedestrian hazards, as well as Phase 2 of the Robertson Boulevard sidewalk repair project. Urban Forestry also continued implementation of the Urban Forest Management Plan through ongoing tree removal, replacement, trimming, and maintenance activities throughout the public right-of-way.
The City Council-approved Neighborhood Traffic Calming Program continued to expand during FY 2025-26, with more than 40 resident requests received for traffic calming measures such as speed humps, signage, and traffic circles. Additional traffic and pedestrian safety improvements included continued implementation of the Complete Streets Plan, including enhanced crosswalks at Gregory/Robertson, Wilshire Boulevard between Wetherly and Almont Drives, and the La Cienega Park mid-block crossing. Continued modernization of the City’s traffic signal system also advanced during FY 2025-26, including upgrades to traffic signal communication equipment, development of the next phase of Citywide signal upgrades, and installation of additional uninterruptible power supplies (UPS) to improve traffic operations and resiliency.
Urban design and streetscape enhancement projects also advanced significantly during FY 2025-26.
Eleven restaurant owners submitted applications to replace temporary parklets with permanent parklets that comply with the City’s adopted design standards, with approximately 80 percent utilizing the City’s pre-approved kit-of-parts design program. Design also continued for Phase 2 Rodeo Drive bollards and associated signal pole replacement coordination. 5 Facilities and parks improvements continued Citywide during FY 2025-26. Major accomplishments included completion of the Will Rogers Park restroom renovation project, continued improvements at Coldwater Canyon Park, replacement of baseball outfield fencing at La Cienega Park, and completion of all tennis court resurfacing and restriping projects, including conversion of four courts to permanent pickleball courts. Improvements at Greystone Mansion and Park included completion of the pool house waterproofing restoration project, storm drain investigations, parking lot safety improvements, and ongoing restoration of the historic fountain system. Additional park improvements included ambient park lighting enhancements, playground maintenance improvements, and basketball court rehabilitation at Roxbury Park.
Numerous capital projects enhanced City facilities and public safety operations during FY 2025-26.
Improvements included dispatch suite upgrades at the Police Facility, completion of ventilation and carbon monoxide monitoring system upgrades at Fire Stations 1, 2, and 3, expansion planning for Fire Station No. 2, and continued implementation of electronic key control systems and secured access improvements at public safety facilities. Additional facility improvements included roofing replacement projects, painting projects at City parking structures, tenant improvements, and replacement of chilled water piping and major building systems at City facilities.
Parking facility modernization efforts also remained a priority during FY 2025-26. Completed or ongoing projects included concrete slab repair and waterproofing improvements at multiple parking structures, lighting upgrades at the 321 S. La Cienega Boulevard parking structure, seismic upgrade design work for several parking facilities, closed-circuit television (CCTV) expansion, parking guidance and wayfinding enhancements, and modernization of parking revenue control systems. Additional evaluations and improvements are planned to enhance operational resiliency, customer convenience, and facility safety.
The City achieved several major milestones in strengthening water infrastructure and emergency preparedness during FY 2025-26. Over 10,000 linear feet of new earthquake-resistant ductile iron water pipeline were installed in the eastern Flats area, while approximately 14,000 additional linear feet of water pipeline replacements were designed for future construction. Reservoir Management Systems (RMS) installation, testing, and permitting were substantially completed at the City’s three largest reservoirs, significantly enhancing operational storage and emergency resiliency. Additional progress included continued rehabilitation planning for City wells, advancement of the Cabrillo Pump Station and Forebay project, implementation planning for the Citywide Advanced Metering Infrastructure (AMI) replacement program, and ongoing operation and optimization of the City’s Water Treatment Plant. Water conservation efforts also expanded through the City’s online water efficiency portal, leak alert system, and water conservation outreach efforts, which contributed to an estimated 4.9 percent reduction in water consumption from the previous year.
6 Repairs and upgrades to the sewer and stormwater systems also continued during FY 2025-26. An $8.9 million sewer rehabilitation project began during the fiscal year, including rehabilitation of approximately 13.25 miles of sewer main, repair of sewer segments, and rehabilitation or replacement of maintenance holes and covers. Regional Ballona Creek MS4 compliance projects also advanced through continued testing of regional treatment facilities designed to improve water quality and recycled water production. Planning also commenced for the future Roxbury Park Regional Stormwater Project.
Technology and public safety enhancements remained a major focus during FY 2025-26. The Community Security Enhancement Program continued expansion of CCTV cameras, Automated License Plate Recognition (ALPR) systems, and Real Time Watch Center capabilities, including deployment of AI-based analytics and expansion of common operating platforms. Information Technology initiatives included cybersecurity enhancements, expanded disaster recovery planning, modernization of the Municipal Area Network (MAN), implementation of upgraded communications and radio infrastructure, expanded eGov services, development of AI-based agenda report tools, implementation of Customer Relationship Management (CRM) enhancements, and expanded publicfacing GIS applications. These improvements strengthened operational efficiency, cybersecurity resiliency, emergency response coordination, and public access to digital services.
The City also continued advancing sustainability and fleet modernization initiatives during FY 2025-
26. Fleet Services continued installation of fleet-specific electric vehicle (EV) charging infrastructure at the Library and Police Department parking structures and advanced planning for heavy-duty DC fast charging stations at the Public Works campus to support future zero-emission fleet vehicles and California Air Resources Board (CARB) compliance requirements. Additional fueling infrastructure upgrades included replacement of under-dispenser containment systems and replacement of the City Hall emergency backup generator fuel tank infrastructure. 7 FY 2026-27 Proposed Capital Improvement Budget
The FY 2026-27 Proposed Capital Improvement Budget provides capital funding of $109.0 million in FY 2026-27 and a five-year projected funding total of $472.7 million. This Proposed CIP Budget provides for FY 2026-27 appropriations to fund capital projects for the year and signifies Council’s approval of the current CIP plan for the four subsequent years. General Fund contributions of $6.0 million to the Infrastructure Fund and $6.0 million to the Stormwater Enterprise Fund are proposed for FY 2026-27 to support the Proposed Capital Improvement Budget.
A significant component of the FY 2026-27 Proposed CIP Budget and five-year plan is the incorporation of the City Council-directed zero-based budgeting (“ZBB”) review process for four funds closely tied to the General Fund, as follows:
Fund 160 – Parks and Recreation Facilities Fund
Fund 210 – Affordable Housing Fund
Fund 405 – Capital Assets Fund
Fund 600 – Infrastructure Fund
Through this process, departments reevaluated projects and funding needs from the ground up, and the Zero-Based Budgeting Capital Improvement Project Ad Hoc Committee reviewed and prioritized major capital projects based on factors such as safety, regulatory requirements, operational necessity, utilization, fiscal sustainability, and alignment with City Council priorities.
As part of this effort, the FY 2026-27 Proposed CIP Budget now presents project funding needs for the ZBB-reviewed funds at the individual sub-project level over the full five-year planning horizon. In addition, prior-year carryover appropriations are no longer displayed within the five-year plan.
Historically, unused appropriations were routinely carried forward from year to year within broader CIP projects. Under the ZBB methodology, projects and funding needs were reevaluated independently of historical carryover balances to provide a clearer picture of current and future funding requirements.
As a result, some projects may appear in the FY 2026-27 through FY 2030-31 CIP plan with no additional appropriations currently planned, even though funding remains available from prior-year appropriations in FY 2025-26. In many cases, those previously appropriated funds may continue to support project completion or remaining work activities during FY 2025-26 and beyond. Accordingly, the absence of new appropriations in the five-year plan is not an indication that a project has been abandoned or closed.
8 The revised presentation also impacts how available funding capacity is reflected within the five-year CIP plan. As substantial prior-year carryover appropriations are no longer assumed to continue automatically into future years, a larger portion of previously appropriated but unspent balances remains in fund balance until future appropriations are specifically authorized by the City Council. This approach better aligns future appropriations with project readiness, fiscal capacity, and City Council priorities while improving transparency regarding available resources and planned expenditures.
As part of the FY 2026-27 budget development process, the City also evaluated opportunities to better align General Fund-supported capital funding with updated project timing, available fund balances, and revised CIP priorities identified through the ZBB review process. Accordingly, the FY 2026-27 Proposed Budget includes a recommended one-time reduction of $5.0 million to the previously planned $11.0 million General Fund transfer to the Infrastructure Fund. This adjustment is supported by the revised CIP funding plan and available Infrastructure Fund resources, and helps mitigate the projected imbalance between FY 2026-27 General Fund revenue and expenditures while continuing to support critical infrastructure investment and long-term capital planning objectives.
While this Proposed CIP Budget and five-year plan incorporates substantial changes in methodology and project prioritization related to the ZBB review, it also continues the City’s long-standing investment in core infrastructure, public safety, facilities, parks, mobility, technology, water reliability, and operational resiliency.
9 Following are some highlights of Capital Improvement Project Plans for FY 2026-27:
Water Improvements
Continuing implementation of the Citywide Advanced Metering Infrastructure (AMI) replacement program, including site evaluations, planning, and phased deployment of new smart water meters and associated infrastructure.
Continuing water main pipeline upgrades and replacements Citywide, including construction bidding for approximately 14,000 linear feet of new earthquake-resistant ductile iron pipe improvements.
Continuing rehabilitation and phased upgrades of City groundwater wells, beginning with rehabilitation of Hollywood Well No. 5.
Advancing design of the Cabrillo Pump Station and Forebay project to improve emergency pumping redundancy and fire protection capabilities.
Continuing optimization and upgrades at the Water Treatment Plant, including studies to increase treatment capacity and improve operational efficiency.
Advancing the equipping design phase for the Le Doux Road and Gregory Way groundwater wells at La Cienega Park to expand local groundwater production capacity. Continuing implementation of water conservation initiatives, including expansion of the City’s online water efficiency and leak detection programs and evaluation of additional water-efficient landscape conversions.
Street, Sidewalk, and Traffic Safety Improvements
Continuing the Citywide Street and Alley Improvements Program and the Wilshire Boulevard and Vicinity Streets Rehabilitation Project.
Continuing sidewalk replacement and ADA accessibility improvements Citywide, including Phase 2 of the Robertson Boulevard sidewalk repair project.
Continuing implementation of the Neighborhood Traffic Calming Program in response to resident requests for traffic calming measures.
Advancing implementation of Complete Streets Plan improvements, including raised crosswalks, enhanced pedestrian crossings, and first/last mile connections near future Metro stations. Continuing modernization and upgrades of Citywide traffic signal communication equipment and development of the next phase of signal system upgrades. Completing construction of sidewalk along N. Beverly Drive from Rexford Drive to Fire Station 2 and installation of a new traffic signal at the intersection of Rexford and Beverly Drives. Continuing streetscape enhancements and pedestrian improvements along Wilshire Boulevard and La Cienega Boulevard in coordination with the Metro D Line Extension project. Continuing replacement of deteriorated street light poles, signal poles, street signs, pavement markings, and decorative lighting infrastructure throughout the City. 10 Facilities and Parks Improvements
Completing construction of the Public Safety Center at the La Cienega Metro Plaza. Beginning construction of the Fire Station No. 2 expansion project, including additional firefighter bedrooms.
Continuing improvements at Greystone Mansion and Park, including storm drain improvements, fountain restoration, and preservation of historic features. Replacing playground equipment at Arnaz Mini Park and beginning community outreach efforts for the future restoration of Reeves Mini Park.
Completing safety barrier improvements at the Beverly Gardens Park Lily Pond block. Continuing park improvements at Will Rogers Park, Coldwater Canyon Park, Roxbury Park, and La Cienega Park, including lighting, landscaping, fencing, and recreational amenity enhancements. Replacing the Emergency Operations Center (EOC) UPS system and advancing design for replacement of UPS equipment serving the Data Center.
Replacing the Data Center heating, ventilation, and air conditioning (HVAC) system and completing replacement of the Library building automatic transfer switch (ATS). Installing a new emergency power ATS at the City Hall bridge. Continuing maintenance and replacement of major building systems, roofing systems, elevators, waterproofing systems, and fire alarm infrastructure at City facilities. Continuing planning, design, and improvements at the Public Works Campus, including operational relocation planning for the 9268 W. 3rd Street property.
Parking Facilities
Implementing seismic upgrades at the 440 N. Camden Drive and 461 N. Bedford Drive parking structures.
Installing additional parking wayfinding signage at City parking facilities, including 450 N. Rexford Drive and 241 N. Cañon Drive.
Continuing concrete slab repairs, waterproofing improvements, and traffic coating applications at multiple parking structures.
Evaluating and expanding CCTV coverage, façade improvements, and lighting upgrades at City parking structures.
Installing additional publicly accessible and fleet-supporting Level 2 EV charging infrastructure at various parking facilities.
11 Fleet Improvements
Continuing fleet optimization with the strategic replacement and acquisition of vehicles and equipment to support City operations and maintain service levels. Leveraging technology through the evaluation and expansion of telematics systems, vehicle diagnostics, and safety monitoring technologies to improve fleet operations and preventative maintenance.
Maintaining the investment in specialized fleet vehicles and fueling infrastructure that support water, stormwater, wastewater, street maintenance, and emergency response operations. Furthering the implementation of fleet electrification initiatives, including installation of heavyduty DC fast charging infrastructure at the Public Works campus and expansion of EV charging systems supporting City fleet vehicles and public access.
Information Technology Improvements
Replacement of the Data Center Storage Area Network (SAN) storage fabric to ensure the continued performance of enterprise systems.
Upgrading of public safety in-car wireless data modems, ensuring robust field connectivity. Comprehensive upgrade of the Relational Database Management System (RDBMS) optimizing security and supportability for critical business applications. Streamlining of Special Events permitting process and digitization of paper forms to improve public accessibility and reduce administrative processing times. Expanding the functionality of the City’s Customer Relationship Management (CRM) platform and scaling Microsoft Power BI (PBI) reporting capabilities across departments to bolster data-driven decision-making and organizational transparency.
Implementation of AI-enhanced search tools to improve the accuracy and speed of information retrieval within large digital repositories.
Establishment of the Metro Public Safety Center’s foundational technology and upgrade of RTWC hardware to enhance data processing and visualization.
Continuation of Phase II of the intersection camera program and overhaul of Beverly Hills Unified School District (BHUSD) CCTV environment to ensure interoperability. Expansion of Fiber Hut capacity for infrastructure redundancy and leveraging IT Asset Management (ITAM) data to optimize technology lifecycles and strategic investments. Transitioning Public Safety mobile radios to Advanced Encryption Standard (AES) to ensure secure voice transmissions.
Expansion of Wi-Fi coverage at the La Cienega Tennis Center, supporting both essential operational and public-facing services.
Modernization of the City’s media infrastructure by replacing end-of-life video storage systems to ensure data integrity and operational efficiency.
12 Summary of Proposed CIP Funding
Of the 83 ongoing capital projects included in the plan, the FY 2026-27 Proposed Capital Improvement Budget allocates $109.0 million in funding for 72 projects, providing for the capital improvement needs of the City of Beverly Hills that support the City Council priorities and directives. Based on the timing of work planned around available resources and project concepts, the other 11 active projects do not need additional funding in FY 2026-27 to carry out project work plans.
The following chart depicts the distribution of the FY 2026-27 Proposed Capital Improvement Budget by fund:
13 The following represent new Capital Improvement Projects:
CIP 00107: October 7th Memorial
The following Capital Improvement Projects have been closed:
CIP 00336: Financial and Human Resources Software – remaining one-time funding is being transferred to the operating budget.
CIP 00339: Public Safety Computer-Aided Dispatch/Records Management System (CAD/RMS) – ongoing maintenance costs to be paid from the operating budget. CIP 00725: Metro Rodeo Station North Portal – provision for outstanding design costs is being transferred to the operating budget.
CIP 00890: Public Works Warehouse Space – Council supported the ZBB Ad Hoc recommendation to eliminate the provision for these project costs.
Funding for continuing major projects includes:
$12.2 million for CIP 00195: Street and Sidewalk Improvements $8.1 million for CIP 00811: Major Building Systems Maintenance and Replacement $6.1 million for CIP 00485: Beverly Gardens Park
$5.7 million for CIP 00669: Water Meter Replacement
$4.7 million for CIP 00647: Land Acquisition
$4.3 million for CIP 00387: Water Main and Hydrant Replacement $3.9 million for CIP 08502: Vehicle Replacement Program $3.9 million for CIP 00796: Reservoir Replacement and Pump Station Rehab $3.4 million for CIP 00050: Subway Mitigation
$2.9 million for CIP 00197: Hyperion Plant
$2.7 million for CIP 00933: Police Facility Upgrades
$2.5 million for CIP 00066: Sewer System Repairs
$2.5 million for CIP 00342: Community Security Enhancements (CCTV/ALPR) $2.3 million for CIP 00936: Parking Facility Concrete Rehab and Waterproofing $2.3 million for CIP 00210: Traffic Signal System Upgrades Additional Planning Considerations
The FY 2026-27 Proposed CIP plan includes $11.0 million in FY 2027-28 associated with potential site development at the Gale Yard property under CIP 00170: Affordable Housing Development, which the City is evaluating as a possible future affordable housing opportunity to assist in meeting Housing Element obligations under the General Plan. This project is currently unfunded and is not incorporated into the City’s General Fund financial forecast. If a future redevelopment proposal for the site is presented to the City Council for consideration, staff anticipate recommending the use of public benefit contribution funding at that time.
14 Additionally, the CIP budget now includes Project No. 00107 October 7th Memorial. In FY 2025-26, the City Council approved and appropriated its $500,000 commitment toward development of the memorial project. As those funds were appropriated in the current fiscal year, they are not reflected as new appropriations within the FY 2026-27 Proposed CIP Budget. A future appropriation for the project is anticipated to occur based on fundraising efforts, donations, and future City Council direction.
Contents and Format of the CIP Budget
This document includes comprehensive summaries of the CIP projects, organized by fund, by project name, and by total five-year project costs. Each summary includes FY 2026-27 proposed appropriations and anticipated project funding needs for the subsequent four fiscal years, which together comprise the proposed five-year CIP plan. These summaries are followed by the detailed CIP project pages, which provide a brief description of each project, current status update, a list of sub-projects (where applicable), and relevant financial and other information.
The project pages are supplemented by appendices containing five-year work plan schedules for the following CIP projects:
CIP 00089: Street Tree Removal and Replacement
CIP 00195: Street and Sidewalk Improvements
CIP 00713: Repaint City Buildings
CIP 00833: Building Envelope Improvements on City Structures CIP 08502: Vehicle Replacement Program
CIP Process Overview
Development of the FY 2026-27 Proposed Capital Improvement Budget included both the City Council-directed ZBB review for capital projects in Funds 160, 210, 405, and 600 and the City’s traditional annual CIP review process.
The ZBB process began in July 2025 and involved a comprehensive reevaluation of capital projects and funding needs within the aforementioned four General Fund-related funds. Over a series of meetings, the ZBB CIP Ad Hoc Committee reviewed and prioritized numerous capital projects with recommendations presented to the City Council on April 21, 2026. Following additional staff analysis and City Council direction, the results of this process were incorporated into the development of the FY 2026-27 Proposed CIP Budget and five-year plan for the applicable funds. 15 For all other funds, departments followed the City’s traditional CIP development process beginning in January 2026, when departments reviewed the current five-year plan, evaluated project needs, timing, cost estimates, available funding sources, and alignment with City Council priorities, and set new fifthyear estimates.
The result of these combined efforts is the development of the FY 2026-27 Proposed Capital Improvement Budget and five-year plan, a summary of which will be presented to the Planning Commission in June for review and determination of conformance with the City’s General Plan, prior to City Council adoption in June.
Conclusion
The FY 2026-27 Proposed Capital Improvement Budget reflects a more detailed and transparent approach to long-term capital planning. As part of the Zero-Based Budgeting (“ZBB”) review process, projects within the four General Fund-related capital funds are now presented with expanded subproject detail and associated five-year funding plans, providing greater clarity regarding project scope, timing, and resource allocation. The City intends to continue evaluating opportunities to expand this level of detail and long-range funding planning to additional capital funds in future budget cycles.
The FY 2026-27 Proposed Capital Improvement Budget reflects City Council priorities and the City’s continued commitment to investing in public safety infrastructure, streets, water and sewer systems, stormwater facilities, parks, technology systems, fleet operations, and City facilities that are essential to maintaining service levels, regulatory compliance, operational resiliency, and long-term asset preservation.
At the same time, the City must continue to carefully balance infrastructure investment needs against evolving economic conditions, inflationary pressures, elevated construction costs, supply chain volatility, and long-term operational demands. Although the City continues to maintain strong financial reserves and a proactive long-range planning approach, the scale and cost of future infrastructure needs will require continued prioritization, disciplined financial management, and strategic use of available resources to ensure long-term fiscal sustainability. 16 CIP NAME CIP NO.
336 FOOTHILL ROAD 00881
AFFORDABLE HOUSING DEVELOPMENT 00170
AMERICANS WITH DISABILITIES ACT (ADA) COMPLIANCE 00900
BALLONA CREEK MS4 COMPLIANCE 00270
BEVERLY GARDENS PARK 00485
BUILDING ENVELOPE IMPROVEMENTS ON CITY STRUCTURES 00833 CITY ELEVATOR REPLACEMENT AND UPGRADES 00937
CITY HALL MASTER PROJECT 00851
CITYWIDE LIGHTING AND DÉCOR 00635
COLDWATER CANYON PARK MASTER PLAN 00320
COMMUNITY SECURITY ENHANCEMENTS (CCTV/ALPR) 00342
COMPLETE STREETS 00100
DOCUMENT IMAGING 00335
DOG PARK 00150
EGOV INITIATIVE 00334
ELECTRIC VEHICLE CHARGING INFRASTRUCTURE 00355
EMERGENCY GENERATOR REPLACEMENT 00960
ENHANCED NETWORK SECURITY/DISASTER RECOVERY 00347
FINE ART 00568
FIRE HEADQUARTERS - MAINTENANCE AND IMPROVEMENT 00585
FIRE STATION 2 - MAINTENANCE AND IMPROVEMENT 00586
FIRE STATION 3 - MAINTENANCE AND IMPROVEMENT 00587
FIRE STATION APPARATUS DOORS 00589
CAPITAL IMPROVEMENT PROJECTS IN ALPHABETICAL ORDER
17 CIP NAME CIP NO.
CAPITAL IMPROVEMENT PROJECTS IN ALPHABETICAL ORDER
FUELING INFRASTRUCTURE AND COMPONENTS 00840
GENERAL BUILDING AND SITE IMPROVEMENTS 00888
GPS PARKING ENFORCEMENT UNIT 00895
GREYSTONE PARK IMPROVEMENTS 00442
HYPERION PLANT 00197
IT EQUIPMENT REPLACEMENT PROGRAM 00329
LA BREA BASIN WELL DEVELOPMENT (WEP) 00916
LAND ACQUISITION 00647
LIBRARY FACILITY MAINTENANCE AND IMPROVEMENT 00838
MAJOR BUILDING SYSTEMS MAINTENANCE AND REPLACEMENT 00811 MISCELLANEOUS AND UNPLANNED CONSTRUCTION PROJECTS 00815 MISCELLANEOUS TECHNOLOGY PROJECTS 00348
MUNICIPAL AREA NETWORK (MAN) 00883
OCTOBER 7TH MEMORIAL 00107
OFFICE RECONFIGURATION AND FURNITURE REPLACEMENT 00650
PARCELS 12 AND 13 00918
PARK FACILITIES MAINTENANCE AND IMPROVEMENTS 00315
PARK FACILITIES RENOVATION - LA CIENEGA PARK 00343
PARK FACILITIES RENOVATION - ROXBURY PARK 00914
PARKING FACILITY CONCRETE REHAB AND WATERPROOFING 00936 PARKING METER INFRASTRUCTURE 00911
PARKING PROGRAM UPGRADES AND IMPROVEMENTS 00786
PARKING REVENUE CONTROL SYSTEM UPGRADE 00785
18 CIP NAME CIP NO.
CAPITAL IMPROVEMENT PROJECTS IN ALPHABETICAL ORDER
PLAYGROUND EQUIPMENT MAINTENANCE AND IMPROVEMENTS 00903 POLICE FACILITY UPGRADES 00933
PUBLIC WORKS ASSET MANAGEMENT SYSTEM 00896
PUBLIC WORKS CAMPUS 00893
RADIO INFRASTRUCTURE 00859
REPAINT CITY BUILDINGS 00713
REPLACE UPS EQUIPMENT 00922
RESERVOIR REPLACEMENT AND PUMP STATION REHAB 00796
SANTA MONICA BLVD CORRIDOR RECONSTRUCTION 00889
SECURITY SYSTEM UPGRADE 00781
SEWER SYSTEM REPAIRS 00066
SIREN SYSTEM CITYWIDE 00229
SOUTHEAST ENHANCEMENTS 00854
STORMWATER REHABILITATION PROGRAM 00260
STREET AND SIDEWALK IMPROVEMENTS 00195
STREET LIGHT AND SIGNAL POLE REPLACEMENT 00630
STREET SIGN AND STRIPING 00863
STREET TREE REMOVAL AND REPLACEMENT 00089
STREETSCAPE IMPROVEMENTS 00740
SUBWAY MITIGATION 00050
SYSTEMWIDE WATER CAPACITY UPGRADES 00681
TELEPHONE SYSTEM ENHANCEMENTS 00856
TENANT IMPROVEMENT PROGRAM 00349
19 CIP NAME CIP NO.
CAPITAL IMPROVEMENT PROJECTS IN ALPHABETICAL ORDER
TENNIS COURTS AND SITE ENHANCEMENTS 00483
TRAFFIC CALMING / MANAGEMENT 00055
TRAFFIC SIGNAL SYSTEM UPGRADES 00210
URBAN DESIGN / STREETSCAPE 00864
VEHICLE REPLACEMENT PROGRAM 08502
VIDEO PRODUCTION EQUIPMENT REPLACEMENT 00901
WATER CONSERVATION PROGRAM 00230
WATER MAIN AND HYDRANT REPLACEMENT 00387
WATER MASTER PLAN 00397
WATER METER REPLACEMENT 00669
WATER TREATMENT PLANT REPLACEMENT AND REPAIR 00795
WELL REHAB AND GROUNDWATER DEVELOPMENT 00225
WILSHIRE BLVD SUBWAY STREETSCAPE 00720
ZERO WASTE PROGRAM 00240
20 CIP SUMMARY BY FUND
120 - State Gas Tax
FY 26-27
Proposed FY 27-28 FY 28-29 FY 29-30 FY 30-31 Five-Year Total 00195 STREET AND SIDEWALK IMPROVEMENTS 925,000 925,000 975,000 1,025,000 1,075,000 4,925,000 925,000 925,000 975,000 1,025,000 1,075,000 4,925,000
121 - Road Maintenance and Rehabilitation Account
FY 26-27
Proposed FY 27-28 FY 28-29 FY 29-30 FY 30-31 Five-Year Total 00195 STREET AND SIDEWALK IMPROVEMENTS 800,000 825,000 850,000 900,000 925,000 4,300,000 800,000 825,000 850,000 900,000 925,000 4,300,000
130 - In-Lieu Parking District
FY 26-27
Proposed FY 27-28 FY 28-29 FY 29-30 FY 30-31 Five-Year Total PM PROJECT MANAGEMENT 264,888 272,835 281,020 289,451 298,135 1,406,329 264,888 272,835 281,020 289,451 298,135 1,406,329
160 - Parks and Recreation Facilities
FY 26-27
Proposed FY 27-28 FY 28-29 FY 29-30 FY 30-31 Five-Year Total PM PROJECT MANAGEMENT 441,480 454,724 468,366 482,417 496,890 2,343,877 00089 STREET TREE REMOVAL AND REPLACEMENT 1,300,000 725,000 350,000 350,000 125,000 2,850,000 00150 DOG PARK 50,000 130,000 75,000 75,000 525,000 855,000 00315 PARK FACILITIES MAINTENANCE AND IMPROVEMENTS 335,000 100,000 120,000 125,000 2,700,000 3,380,000 00320 COLDWATER CANYON PARK MASTER PLAN 50,000 315,000 70,000 75,000 100,000 610,000 00343 PARK FACILITIES RENOVATION - LA CIENEGA PARK 150,000 650,000 675,000 200,000 400,000 2,075,000 00442 GREYSTONE PARK IMPROVEMENTS 1,381,000 200,000 300,000 250,000 5,800,000 7,931,000 00483 TENNIS COURTS AND SITE ENHANCEMENTS 50,000 190,000 75,000 75,000 1,100,000 1,490,000 00485 BEVERLY GARDENS PARK 50,000 65,000 70,000 75,000 75,000 335,000 00903 PLAYGROUND EQUIPMENT MAINTENANCE AND IMPROVEMENTS 212,000 231,000 2,751,000 150,000 200,000 3,544,000 00914 PARK FACILITIES RENOVATION - ROXBURY PARK 650,000 65,000 75,000 75,000 100,000 965,000 4,669,480 3,125,724 5,029,366 1,932,417 11,621,890 26,378,877 180 - Fine Art
FY 26-27
Proposed FY 27-28 FY 28-29 FY 29-30 FY 30-31 Five-Year Total PM PROJECT MANAGEMENT 29,432 30,315 31,224 32,161 33,126 156,258 00568 FINE ART 80,000 147,000 101,000 107,000 112,000 547,000 109,432 177,315 132,224 139,161 145,126 703,258
210 - Affordable Housing
FY 26-27
Proposed FY 27-28 FY 28-29 FY 29-30 FY 30-31 Five-Year Total PM PROJECT MANAGEMENT 29,432 30,315 31,224 32,161 33,126 156,258 00170 AFFORDABLE HOUSING DEVELOPMENT 325,000 11,050,000 50,000 50,000 50,000 11,525,000 354,432 11,080,315 81,224 82,161 83,126 11,681,258
Total by Fund
CIP # / Project Name
Total by Fund
CIP # / Project Name
Total by Fund
CIP # / Project Name
Total by Fund
CIP # / Project Name
Total by Fund
CIP # / Project Name
CIP # / Project Name
Total by Fund
21 CIP SUMMARY BY FUND
280 - Measure W - Safe Clean Water
FY 26-27
Proposed FY 27-28 FY 28-29 FY 29-30 FY 30-31 Five-Year Total 00270 BALLONA CREEK MS4 COMPLIANCE 250,000 250,000 250,000 250,000 250,000 1,250,000 250,000 250,000 250,000 250,000 250,000 1,250,000
310 - Prop C Local Transit
FY 26-27
Proposed FY 27-28 FY 28-29 FY 29-30 FY 30-31 Five-Year Total 00195 STREET AND SIDEWALK IMPROVEMENTS 475,000 500,000 525,000 525,000 550,000 2,575,000 475,000 500,000 525,000 525,000 550,000 2,575,000
330 - Measure R Local Transit
FY 26-27
Proposed FY 27-28 FY 28-29 FY 29-30 FY 30-31 Five-Year Total 00195 STREET AND SIDEWALK IMPROVEMENTS 300,000 300,000 300,000 300,000 300,000 1,500,000 00720 WILSHIRE BLVD SUBWAY STREETSCAPE 200,000 0 0 0 0 200,000 500,000 300,000 300,000 300,000 300,000 1,700,000
340 - Measure M Local Transit
FY 26-27
Proposed FY 27-28 FY 28-29 FY 29-30 FY 30-31 Five-Year Total 00195 STREET AND SIDEWALK IMPROVEMENTS 300,000 300,000 300,000 300,000 300,000 1,500,000 300,000 300,000 300,000 300,000 300,000 1,500,000
405 - Capital Assets
FY 26-27
Proposed FY 27-28 FY 28-29 FY 29-30 FY 30-31 Five-Year Total PM PROJECT MANAGEMENT 1,582,939 1,630,427 1,679,340 1,729,720 1,781,612 8,404,038 00349 TENANT IMPROVEMENT PROGRAM 0 0 0 45,000 0 45,000
00442 GREYSTONE PARK IMPROVEMENTS 100,000 100,000 100,000 100,000 100,000 500,000 00585 FIRE HEADQUARTERS - MAINTENANCE AND IMPROVEMENT 0 0 450,000 0 0 450,000 00586 FIRE STATION 2 - MAINTENANCE AND IMPROVEMENT 0 0 0 150,000 0 150,000 00587 FIRE STATION 3 - MAINTENANCE AND IMPROVEMENT 0 0 175,000 75,000 0 250,000 00589 FIRE STATION APPARATUS DOORS 25,000 25,000 25,000 25,000 25,000 125,000 00647 LAND ACQUISITION 4,690,000 0 0 0 2,269,000 6,959,000 00650 OFFICE RECONFIGURATION AND FURNITURE REPLACEMENT 0 125,000 1,500,000 0 0 1,625,000 00713 REPAINT CITY BUILDINGS 250,000 275,000 300,000 325,000 350,000 1,500,000 00781 SECURITY SYSTEM UPGRADE 125,000 0 0 0 0 125,000
00811 MAJOR BUILDING SYSTEMS MAINTENANCE AND REPLACEMENT 4,050,000 4,100,000 3,700,000 3,750,000 2,350,000 17,950,000 00815 MISCELLANEOUS AND UNPLANNED CONSTRUCTION PROJECTS 100,000 150,000 200,000 250,000 300,000 1,000,000 00833 BUILDING ENVELOPE IMPROVEMENTS ON CITY STRUCTURES 225,000 500,000 950,000 950,000 950,000 3,575,000 00838 LIBRARY FACILITY MAINTENANCE AND IMPROVEMENT 550,000 65,000 415,000 75,000 90,000 1,195,000 00851 CITY HALL MASTER PROJECT 250,000 1,250,000 500,000 0 0 2,000,000 00881 336 FOOTHILL ROAD 1,184,000 0 0 0 0 1,184,000
00888 GENERAL BUILDING AND SITE IMPROVEMENTS 650,000 0 0 0 0 650,000 00893 PUBLIC WORKS CAMPUS 350,000 2,500,000 0 0 0 2,850,000 Total by Fund
CIP # / Project Name
CIP # / Project Name
Total by Fund
CIP # / Project Name
Total by Fund
CIP # / Project Name
CIP # / Project Name
Total by Fund
22 CIP SUMMARY BY FUND
405 - Capital Assets (Continued)
FY 26-27
Proposed FY 27-28 FY 28-29 FY 29-30 FY 30-31 Five-Year Total 00896 PUBLIC WORKS ASSET MANAGEMENT SYSTEM 55,000 5,000 5,000 5,000 5,000 75,000 00900 AMERICANS WITH DISABILITIES ACT (ADA) COMPLIANCE 150,000 200,000 200,000 200,000 200,000 950,000 00914 PARK FACILITIES RENOVATION - ROXBURY PARK 70,000 0 50,000 0 75,000 195,000 00922 REPLACE UPS EQUIPMENT 850,000 0 0 0 0 850,000
00933 POLICE FACILITY UPGRADES 2,650,000 875,000 18,065,000 5,075,000 85,000 26,750,000 00937 CITY ELEVATOR REPLACEMENT AND UPGRADES 375,000 350,000 150,000 350,000 150,000 1,375,000 18,281,939 12,150,427 28,464,340 13,104,720 8,730,612 80,732,038 410 - Information Technology
FY 26-27
Proposed FY 27-28 FY 28-29 FY 29-30 FY 30-31 Five-Year Total 00329 IT EQUIPMENT REPLACEMENT PROGRAM 1,700,000 1,700,000 1,700,000 1,700,000 1,700,000 8,500,000 00334 EGOV INITIATIVE 500,000 500,000 500,000 500,000 500,000 2,500,000 00335 DOCUMENT IMAGING 600,000 600,000 0 0 0 1,200,000
00342 COMMUNITY SECURITY ENHANCEMENTS (CCTV/ALPR) 2,500,000 2,500,000 2,500,000 2,500,000 2,500,000 12,500,000 00347 ENHANCED NETWORK SECURITY/DISASTER RECOVERY 100,000 100,000 100,000 100,000 100,000 500,000 00348 MISCELLANEOUS TECHNOLOGY PROJECTS 50,000 50,000 50,000 50,000 50,000 250,000 00856 TELEPHONE SYSTEM ENHANCEMENTS 500,000 0 0 0 0 500,000 00859 RADIO INFRASTRUCTURE 800,000 700,000 600,000 1,600,000 600,000 4,300,000 00883 MUNICIPAL AREA NETWORK (MAN) 900,000 900,000 500,000 500,000 500,000 3,300,000 00901 VIDEO PRODUCTION EQUIPMENT REPLACEMENT 200,000 200,000 200,000 200,000 200,000 1,000,000 7,850,000 7,250,000 6,150,000 7,150,000 6,150,000 34,550,000 490 - Vehicle Replacement
FY 26-27
Proposed FY 27-28 FY 28-29 FY 29-30 FY 30-31 Five-Year Total PM PROJECT MANAGEMENT 29,432 30,315 31,224 32,161 33,126 156,258 00355 ELECTRIC VEHICLE CHARGING INFRASTRUCTURE 350,000 100,000 100,000 175,000 100,000 825,000 00840 FUELING INFRASTRUCTURE AND COMPONENTS 235,000 200,000 370,000 200,000 5,035,000 6,040,000 00859 RADIO INFRASTRUCTURE 509,000 692,000 503,000 542,000 562,000 2,808,000 00895 GPS PARKING ENFORCEMENT UNIT 90,000 0 0 260,000 0 350,000 00960 EMERGENCY GENERATOR REPLACEMENT 250,000 250,000 0 250,000 0 750,000 08502 VEHICLE REPLACEMENT PROGRAM 3,936,000 3,812,000 3,833,000 3,802,000 3,846,000 19,229,000 5,399,432 5,084,315 4,837,224 5,261,161 9,576,126 30,158,258 600 - Infrastructure
FY 26-27
Proposed FY 27-28 FY 28-29 FY 29-30 FY 30-31 Five-Year Total PM PROJECT MANAGEMENT 2,196,206 2,262,092 2,329,955 2,399,854 2,471,850 11,659,957 00050 SUBWAY MITIGATION 3,400,000 0 0 0 0 3,400,000
00055 TRAFFIC CALMING / MANAGEMENT 300,000 300,000 300,000 300,000 300,000 1,500,000 00100 COMPLETE STREETS 1,650,000 1,760,000 1,610,000 1,360,000 1,410,000 7,790,000 00195 STREET AND SIDEWALK IMPROVEMENTS 8,300,000 6,300,000 6,500,000 6,800,000 7,200,000 35,100,000 00210 TRAFFIC SIGNAL SYSTEM UPGRADES 2,250,000 1,250,000 500,000 500,000 500,000 5,000,000 CIP # / Project Name
Total by Fund
CIP # / Project Name
Total by Fund
CIP # / Project Name
Total by Fund
CIP # / Project Name
23 CIP SUMMARY BY FUND
600 - Infrastructure (Continued)
FY 26-27
Proposed FY 27-28 FY 28-29 FY 29-30 FY 30-31 Five-Year Total 00229 SIREN SYSTEM CITYWIDE 12,000 12,000 12,000 12,000 12,000 60,000 00485 BEVERLY GARDENS PARK 6,000,000 0 0 0 0 6,000,000
00630 STREET LIGHT AND SIGNAL POLE REPLACEMENT 1,575,000 2,575,000 2,575,000 2,575,000 3,575,000 12,875,000 00635 CITYWIDE LIGHTING AND DÉCOR 1,629,000 1,834,000 1,469,000 1,626,000 1,341,000 7,899,000 00720 WILSHIRE BLVD SUBWAY STREETSCAPE 1,300,000 1,475,000 550,000 400,000 450,000 4,175,000 00740 STREETSCAPE IMPROVEMENTS 0 0 0 500,000 10,000,000 10,500,000 00863 STREET SIGN AND STRIPING 1,200,000 1,250,000 1,400,000 1,600,000 1,600,000 7,050,000 00864 URBAN DESIGN / STREETSCAPE 500,000 0 0 0 0 500,000 00896 PUBLIC WORKS ASSET MANAGEMENT SYSTEM 10,000 10,000 10,000 13,000 13,000 56,000 30,322,206 19,028,092 17,255,955 18,085,854 28,872,850 113,564,957 800 - Water Enterprise
FY 26-27
Proposed FY 27-28 FY 28-29 FY 29-30 FY 30-31 Five-Year Total PM PROJECT MANAGEMENT 1,275,364 1,313,625 1,353,034 1,393,625 1,435,434 6,771,082 00195 STREET AND SIDEWALK IMPROVEMENTS 600,000 650,000 700,000 750,000 800,000 3,500,000 00225 WELL REHAB AND GROUNDWATER DEVELOPMENT 0 200,000 200,000 450,000 1,050,000 1,900,000 00230 WATER CONSERVATION PROGRAM 671,000 71,000 71,000 1,071,000 1,060,000 2,944,000 00387 WATER MAIN AND HYDRANT REPLACEMENT 4,250,000 4,500,000 4,500,000 4,000,000 4,000,000 21,250,000 00397 WATER MASTER PLAN 250,000 250,000 250,000 325,000 75,000 1,150,000 00669 WATER METER REPLACEMENT 1,473,000 1,473,000 500,000 500,000 500,000 4,446,000 00795 WATER TREATMENT PLANT REPLACEMENT AND REPAIR 750,000 750,000 1,500,000 2,000,000 3,250,000 8,250,000 00796 RESERVOIR REPLACEMENT AND PUMP STATION REHAB 3,900,000 700,000 700,000 700,000 250,000 6,250,000 00896 PUBLIC WORKS ASSET MANAGEMENT SYSTEM 10,000 10,000 10,000 10,000 10,000 50,000 13,179,364 9,917,625 9,784,034 11,199,625 12,430,434 56,511,082 801 - Water Capacity Fee
FY 26-27
Proposed FY 27-28 FY 28-29 FY 29-30 FY 30-31 Five-Year Total 00681 SYSTEMWIDE WATER CAPACITY UPGRADES 1,730,000 1,580,000 780,000 0 0 4,090,000 1,730,000 1,580,000 780,000 0 0 4,090,000
810 - Parking Enterprise
FY 26-27
Proposed FY 27-28 FY 28-29 FY 29-30 FY 30-31 Five-Year Total PM PROJECT MANAGEMENT 567,532 584,558 602,095 620,158 638,763 3,013,106 00349 TENANT IMPROVEMENT PROGRAM 650,000 650,000 150,000 150,000 150,000 1,750,000 00355 ELECTRIC VEHICLE CHARGING INFRASTRUCTURE 500,000 500,000 500,000 250,000 250,000 2,000,000 00713 REPAINT CITY BUILDINGS 500,000 300,000 300,000 300,000 300,000 1,700,000 00785 PARKING REVENUE CONTROL SYSTEM UPGRADE 275,000 275,000 275,000 100,000 150,000 1,075,000 00786 PARKING PROGRAM UPGRADES AND IMPROVEMENTS 1,500,000 1,500,000 1,500,000 1,500,000 1,500,000 7,500,000 00811 MAJOR BUILDING SYSTEMS MAINTENANCE AND REPLACEMENT 4,000,000 3,500,000 2,000,000 2,000,000 2,000,000 13,500,000 00815 MISCELLANEOUS AND UNPLANNED CONSTRUCTION PROJECTS 250,000 250,000 250,000 250,000 250,000 1,250,000 00896 PUBLIC WORKS ASSET MANAGEMENT SYSTEM 10,000 5,000 5,000 5,000 5,000 30,000 CIP # / Project Name
CIP # / Project Name
CIP # / Project Name
Total by Fund
Total by Fund
CIP # / Project Name
Total by Fund
24 CIP SUMMARY BY FUND
810 - Parking Enterprise (Continued)
FY 26-27
Proposed FY 27-28 FY 28-29 FY 29-30 FY 30-31 Five-Year Total 00911 PARKING METER INFRASTRUCTURE 200,000 250,000 250,000 250,000 250,000 1,200,000 00936 PARKING FACILITY CONCRETE REHAB AND WATERPROOFING 2,250,000 2,500,000 1,500,000 1,000,000 1,000,000 8,250,000 00937 CITY ELEVATOR REPLACEMENT AND UPGRADES 450,000 400,000 200,000 250,000 250,000 1,550,000 11,152,532 10,714,558 7,532,095 6,675,158 6,743,763 42,818,106 830 - Solid Waste Enterprise
FY 26-27
Proposed FY 27-28 FY 28-29 FY 29-30 FY 30-31 Five-Year Total PM PROJECT MANAGEMENT 37,756 38,889 40,056 41,258 42,496 200,455 00195 STREET AND SIDEWALK IMPROVEMENTS 500,000 500,000 500,000 500,000 500,000 2,500,000 00240 ZERO WASTE PROGRAM 50,000 50,000 50,000 50,000 50,000 250,000 00896 PUBLIC WORKS ASSET MANAGEMENT SYSTEM 5,000 5,000 5,000 5,000 5,000 25,000 592,756 593,889 595,056 596,258 597,496 2,975,455
840 - Wastewater Enterprise
FY 26-27
Proposed FY 27-28 FY 28-29 FY 29-30 FY 30-31 Five-Year Total PM PROJECT MANAGEMENT 226,534 233,330 240,330 247,540 254,966 1,202,700 00066 SEWER SYSTEM REPAIRS 2,500,000 2,500,000 2,500,000 2,000,000 2,500,000 12,000,000 00197 HYPERION PLANT 2,897,000 3,000,000 3,000,000 3,000,000 3,000,000 14,897,000 00397 WATER MASTER PLAN 500,000 0 0 0 0 500,000
00669 WATER METER REPLACEMENT 4,260,000 4,260,000 0 0 0 8,520,000 10,383,534 9,993,330 5,740,330 5,247,540 5,754,966 37,119,700 850 - Stormwater Enterprise
FY 26-27
Proposed FY 27-28 FY 28-29 FY 29-30 FY 30-31 Five-Year Total PM PROJECT MANAGEMENT 37,756 38,889 40,056 41,258 42,496 200,455 00260 STORMWATER REHABILITATION PROGRAM 30,000 30,000 30,000 30,000 30,000 150,000 00270 BALLONA CREEK MS4 COMPLIANCE 1,413,000 1,413,000 3,863,000 3,863,000 2,800,000 13,352,000 00896 PUBLIC WORKS ASSET MANAGEMENT SYSTEM 10,000 0 10,000 10,000 10,000 40,000 1,490,756 1,481,889 3,943,056 3,944,258 2,882,496 13,742,455 109,030,751 95,550,314 93,805,924 77,007,764 97,287,020 472,681,773 PM - Project Management costs are Internal Service Fund (ISF) charges for CIP Management and Project Administration.
Grand Total
Total by Fund
CIP # / Project Name
Total by Fund
CIP # / Project Name
Total by Fund
CIP # / Project Name
Total by Fund
CIP # / Project Name
25 26
CIP SUMMARY BY NAME
FY 26-27
Proposed FY 27-28 FY 28-29 FY 29-30 FY 30-31 Five-Year Total 336 FOOTHILL ROAD 00881 405 1,184,000 0 0 0 0 1,184,000 AFFORDABLE HOUSING DEVELOPMENT 00170 210 325,000 11,050,000 50,000 50,000 50,000 11,525,000
AMERICANS WITH DISABILITIES ACT (ADA)
COMPLIANCE 00900 405 150,000 200,000 200,000 200,000 200,000 950,000 280 250,000 250,000 250,000 250,000 250,000 1,250,000
850 1,413,000 1,413,000 3,863,000 3,863,000 2,800,000 13,352,000 160 50,000 65,000 70,000 75,000 75,000 335,000
600 6,000,000 0 0 0 0 6,000,000
BUILDING ENVELOPE IMPROVEMENTS ON CITY
STRUCTURES 00833 405 225,000 500,000 950,000 950,000 950,000 3,575,000 405 375,000 350,000 150,000 350,000 150,000 1,375,000
810 450,000 400,000 200,000 250,000 250,000 1,550,000
CITY HALL MASTER PROJECT 00851 405 250,000 1,250,000 500,000 0 0 2,000,000 CITYWIDE LIGHTING AND DÉCOR 00635 600 1,629,000 1,834,000 1,469,000 1,626,000 1,341,000 7,899,000 COLDWATER CANYON PARK MASTER PLAN 00320 160 50,000 315,000 70,000 75,000 100,000 610,000 COMMUNITY SECURITY ENHANCEMENTS (CCTV/ALPR) 00342 410 2,500,000 2,500,000 2,500,000 2,500,000 2,500,000 12,500,000 COMPLETE STREETS 00100 600 1,650,000 1,760,000 1,610,000 1,360,000 1,410,000 7,790,000 DOCUMENT IMAGING 00335 410 600,000 600,000 0 0 0 1,200,000 DOG PARK 00150 160 50,000 130,000 75,000 75,000 525,000 855,000 EGOV INITIATIVE 00334 410 500,000 500,000 500,000 500,000 500,000 2,500,000 490 350,000 100,000 100,000 175,000 100,000 825,000
810 500,000 500,000 500,000 250,000 250,000 2,000,000
EMERGENCY GENERATOR REPLACEMENT 00960 490 250,000 250,000 0 250,000 0 750,000
ENHANCED NETWORK SECURITY/DISASTER
RECOVERY 00347 410 100,000 100,000 100,000 100,000 100,000 500,000 FINE ART 00568 180 80,000 147,000 101,000 107,000 112,000 547,000
FIRE HEADQUARTERS - MAINTENANCE AND
IMPROVEMENT 00585 405 0 0 450,000 0 0 450,000
FIRE STATION 2 - MAINTENANCE AND IMPROVEMENT 00586 405 0 0 0 150,000 0 150,000 FIRE STATION 3 - MAINTENANCE AND IMPROVEMENT 00587 405 0 0 175,000 75,000 0 250,000 FIRE STATION APPARATUS DOORS 00589 405 25,000 25,000 25,000 25,000 25,000 125,000 FUELING INFRASTRUCTURE AND COMPONENTS 00840 490 235,000 200,000 370,000 200,000 5,035,000 6,040,000 GENERAL BUILDING AND SITE IMPROVEMENTS 00888 405 650,000 0 0 0 0 650,000 GPS PARKING ENFORCEMENT UNIT 00895 490 90,000 0 0 260,000 0 350,000 160 1,381,000 200,000 300,000 250,000 5,800,000 7,931,000 405 100,000 100,000 100,000 100,000 100,000 500,000
HYPERION PLANT 00197 840 2,897,000 3,000,000 3,000,000 3,000,000 3,000,000 14,897,000 IT EQUIPMENT REPLACEMENT PROGRAM 00329 410 1,700,000 1,700,000 1,700,000 1,700,000 1,700,000 8,500,000 LAND ACQUISITION 00647 405 4,690,000 0 0 0 2,269,000 6,959,000 LIBRARY FACILITY MAINTENANCE AND IMPROVEMENT 00838 405 550,000 65,000 415,000 75,000 90,000 1,195,000 405 4,050,000 4,100,000 3,700,000 3,750,000 2,350,000 17,950,000 810 4,000,000 3,500,000 2,000,000 2,000,000 2,000,000 13,500,000 405 100,000 150,000 200,000 250,000 300,000 1,000,000
810 250,000 250,000 250,000 250,000 250,000 1,250,000
GREYSTONE PARK IMPROVEMENTS 00442
CITY ELEVATOR REPLACEMENT AND UPGRADES 00937
Project Name / CIP # / Fund
BALLONA CREEK MS4 COMPLIANCE 00270
BEVERLY GARDENS PARK 00485
MAJOR BUILDING SYSTEMS MAINTENANCE AND
REPLACEMENT 00811
MISCELLANEOUS AND UNPLANNED CONSTRUCTION
PROJECTS 00815
ELECTRIC VEHICLE CHARGING INFRASTRUCTURE 00355
27 CIP SUMMARY BY NAME
FY 26-27
Proposed FY 27-28 FY 28-29 FY 29-30 FY 30-31 Five-Year Total Project Name / CIP # / Fund MISCELLANEOUS TECHNOLOGY PROJECTS 00348 410 50,000 50,000 50,000 50,000 50,000 250,000 MUNICIPAL AREA NETWORK (MAN) 00883 410 900,000 900,000 500,000 500,000 500,000 3,300,000
OFFICE RECONFIGURATION AND FURNITURE
REPLACEMENT 00650 405 0 125,000 1,500,000 0 0 1,625,000 PARK FACILITIES MAINTENANCE AND IMPROVEMENTS 00315 160 335,000 100,000 120,000 125,000 2,700,000 3,380,000 PARK FACILITIES RENOVATION - LA CIENEGA PARK 00343 160 150,000 650,000 675,000 200,000 400,000 2,075,000 160 650,000 65,000 75,000 75,000 100,000 965,000
405 70,000 0 50,000 0 75,000 195,000
PARKING FACILITY CONCRETE REHAB AND
WATERPROOFING 00936 810 2,250,000 2,500,000 1,500,000 1,000,000 1,000,000 8,250,000 PARKING METER INFRASTRUCTURE 00911 810 200,000 250,000 250,000 250,000 250,000 1,200,000 PARKING PROGRAM UPGRADES AND IMPROVEMENTS 00786 810 1,500,000 1,500,000 1,500,000 1,500,000 1,500,000 7,500,000 PARKING REVENUE CONTROL SYSTEM UPGRADE 00785 810 275,000 275,000 275,000 100,000 150,000 1,075,000
PLAYGROUND EQUIPMENT MAINTENANCE AND
IMPROVEMENTS 00903 160 212,000 231,000 2,751,000 150,000 200,000 3,544,000 POLICE FACILITY UPGRADES 00933 405 2,650,000 875,000 18,065,000 5,075,000 85,000 26,750,000 130 264,888 272,835 281,020 289,451 298,135 1,406,329
160 441,480 454,724 468,366 482,417 496,890 2,343,877
180 29,432 30,315 31,224 32,161 33,126 156,258
210 29,432 30,315 31,224 32,161 33,126 156,258
405 1,582,939 1,630,427 1,679,340 1,729,720 1,781,612 8,404,038 490 29,432 30,315 31,224 32,161 33,126 156,258
600 2,196,206 2,262,092 2,329,955 2,399,854 2,471,850 11,659,957 800 1,275,364 1,313,625 1,353,034 1,393,625 1,435,434 6,771,082 810 567,532 584,558 602,095 620,158 638,763 3,013,106
830 37,756 38,889 40,056 41,258 42,496 200,455
840 226,534 233,330 240,330 247,540 254,966 1,202,700
850 37,756 38,889 40,056 41,258 42,496 200,455
405 55,000 5,000 5,000 5,000 5,000 75,000
600 10,000 10,000 10,000 13,000 13,000 56,000
800 10,000 10,000 10,000 10,000 10,000 50,000
810 10,000 5,000 5,000 5,000 5,000 30,000
830 5,000 5,000 5,000 5,000 5,000 25,000
850 10,000 0 10,000 10,000 10,000 40,000
PUBLIC WORKS CAMPUS 00893 405 350,000 2,500,000 0 0 0 2,850,000 410 800,000 700,000 600,000 1,600,000 600,000 4,300,000 490 509,000 692,000 503,000 542,000 562,000 2,808,000
405 250,000 275,000 300,000 325,000 350,000 1,500,000
810 500,000 300,000 300,000 300,000 300,000 1,700,000
REPLACE UPS EQUIPMENT 00922 405 850,000 0 0 0 0 850,000
RESERVOIR REPLACEMENT AND PUMP STATION
REHAB 00796 800 3,900,000 700,000 700,000 700,000 250,000 6,250,000 SECURITY SYSTEM UPGRADE 00781 405 125,000 0 0 0 0 125,000 SEWER SYSTEM REPAIRS 00066 840 2,500,000 2,500,000 2,500,000 2,000,000 2,500,000 12,000,000 PUBLIC WORKS ASSET MANAGEMENT SYSTEM 00896
RADIO INFRASTRUCTURE 00859
PARK FACILITIES RENOVATION - ROXBURY PARK 00914
REPAINT CITY BUILDINGS 00713
PROJECT MANAGEMENT PM
28 CIP SUMMARY BY NAME
FY 26-27
Proposed FY 27-28 FY 28-29 FY 29-30 FY 30-31 Five-Year Total Project Name / CIP # / Fund SIREN SYSTEM CITYWIDE 00229 600 12,000 12,000 12,000 12,000 12,000 60,000 STORMWATER REHABILITATION PROGRAM 00260 850 30,000 30,000 30,000 30,000 30,000 150,000 120 925,000 925,000 975,000 1,025,000 1,075,000 4,925,000 121 800,000 825,000 850,000 900,000 925,000 4,300,000
310 475,000 500,000 525,000 525,000 550,000 2,575,000
330 300,000 300,000 300,000 300,000 300,000 1,500,000
340 300,000 300,000 300,000 300,000 300,000 1,500,000
600 8,300,000 6,300,000 6,500,000 6,800,000 7,200,000 35,100,000 800 600,000 650,000 700,000 750,000 800,000 3,500,000
830 500,000 500,000 500,000 500,000 500,000 2,500,000
STREET LIGHT AND SIGNAL POLE REPLACEMENT 00630 600 1,575,000 2,575,000 2,575,000 2,575,000 3,575,000 12,875,000 STREET SIGN AND STRIPING 00863 600 1,200,000 1,250,000 1,400,000 1,600,000 1,600,000 7,050,000 STREET TREE REMOVAL AND REPLACEMENT 00089 160 1,300,000 725,000 350,000 350,000 125,000 2,850,000 STREETSCAPE IMPROVEMENTS 00740 600 0 0 0 500,000 10,000,000 10,500,000 SUBWAY MITIGATION 00050 600 3,400,000 0 0 0 0 3,400,000 SYSTEMWIDE WATER CAPACITY UPGRADES 00681 801 1,730,000 1,580,000 780,000 0 0 4,090,000 TELEPHONE SYSTEM ENHANCEMENTS 00856 410 500,000 0 0 0 0 500,000 405 0 0 0 45,000 0 45,000
810 650,000 650,000 150,000 150,000 150,000 1,750,000
TENNIS COURTS AND SITE ENHANCEMENTS 00483 160 50,000 190,000 75,000 75,000 1,100,000 1,490,000 TRAFFIC CALMING / MANAGEMENT 00055 600 300,000 300,000 300,000 300,000 300,000 1,500,000 TRAFFIC SIGNAL SYSTEM UPGRADES 00210 600 2,250,000 1,250,000 500,000 500,000 500,000 5,000,000 URBAN DESIGN / STREETSCAPE 00864 600 500,000 0 0 0 0 500,000 VEHICLE REPLACEMENT PROGRAM 08502 490 3,936,000 3,812,000 3,833,000 3,802,000 3,846,000 19,229,000 VIDEO PRODUCTION EQUIPMENT REPLACEMENT 00901 410 200,000 200,000 200,000 200,000 200,000 1,000,000 WATER CONSERVATION PROGRAM 00230 800 671,000 71,000 71,000 1,071,000 1,060,000 2,944,000 WATER MAIN AND HYDRANT REPLACEMENT 00387 800 4,250,000 4,500,000 4,500,000 4,000,000 4,000,000 21,250,000 800 250,000 250,000 250,000 325,000 75,000 1,150,000
840 500,000 0 0 0 0 500,000
00669 800 1,473,000 1,473,000 500,000 500,000 500,000 4,446,000 00669 840 4,260,000 4,260,000 0 0 0 8,520,000
WATER TREATMENT PLANT REPLACEMENT AND
REPAIR 00795 800 750,000 750,000 1,500,000 2,000,000 3,250,000 8,250,000 WELL REHAB AND GROUNDWATER DEVELOPMENT 00225 800 0 200,000 200,000 450,000 1,050,000 1,900,000 330 200,000 0 0 0 0 200,000
600 1,300,000 1,475,000 550,000 400,000 450,000 4,175,000 ZERO WASTE PROGRAM 00240 830 50,000 50,000 50,000 50,000 50,000 250,000 109,030,751 95,550,314 93,805,924 77,007,764 97,287,020 472,681,773 PM - Project Management costs are Internal Service Fund (ISF) charges for CIP Management and Project Administration.
Grand Total
WILSHIRE BLVD SUBWAY STREETSCAPE 00720
TENANT IMPROVEMENT PROGRAM 00349
WATER MASTER PLAN 00397
WATER METER REPLACEMENT
STREET AND SIDEWALK IMPROVEMENTS 00195
29 30
CIP SUMMARY BY FIVE-YEAR PROJECT TOTAL
Project Name / CIP # CIP FY 26-27
Proposed FY 27-28 FY 28-29 FY 29-30 FY 30-31 Five-Year Total STREET AND SIDEWALK IMPROVEMENTS 00195 12,200,000 10,300,000 10,650,000 11,100,000 11,650,000 55,900,000 PROJECT MANAGEMENT PM 6,718,751 6,920,314 7,127,924 7,341,764 7,562,020 35,670,773 MAJOR BUILDING SYSTEMS MAINTENANCE AND REPLACEMENT 00811 8,050,000 7,600,000 5,700,000 5,750,000 4,350,000 31,450,000 POLICE FACILITY UPGRADES 00933 2,650,000 875,000 18,065,000 5,075,000 85,000 26,750,000 WATER MAIN AND HYDRANT REPLACEMENT 00387 4,250,000 4,500,000 4,500,000 4,000,000 4,000,000 21,250,000 VEHICLE REPLACEMENT PROGRAM 08502 3,936,000 3,812,000 3,833,000 3,802,000 3,846,000 19,229,000 HYPERION PLANT 00197 2,897,000 3,000,000 3,000,000 3,000,000 3,000,000 14,897,000 BALLONA CREEK MS4 COMPLIANCE 00270 1,663,000 1,663,000 4,113,000 4,113,000 3,050,000 14,602,000 WATER METER REPLACEMENT 00669 5,733,000 5,733,000 500,000 500,000 500,000 12,966,000 STREET LIGHT AND SIGNAL POLE REPLACEMENT 00630 1,575,000 2,575,000 2,575,000 2,575,000 3,575,000 12,875,000 COMMUNITY SECURITY ENHANCEMENTS (CCTV/ALPR) 00342 2,500,000 2,500,000 2,500,000 2,500,000 2,500,000 12,500,000 SEWER SYSTEM REPAIRS 00066 2,500,000 2,500,000 2,500,000 2,000,000 2,500,000 12,000,000 AFFORDABLE HOUSING DEVELOPMENT 00170 325,000 11,050,000 50,000 50,000 50,000 11,525,000 STREETSCAPE IMPROVEMENTS 00740 0 0 0 500,000 10,000,000 10,500,000 IT EQUIPMENT REPLACEMENT PROGRAM 00329 1,700,000 1,700,000 1,700,000 1,700,000 1,700,000 8,500,000 GREYSTONE PARK IMPROVEMENTS 00442 1,481,000 300,000 400,000 350,000 5,900,000 8,431,000 WATER TREATMENT PLANT REPLACEMENT AND REPAIR 00795 750,000 750,000 1,500,000 2,000,000 3,250,000 8,250,000 PARKING FACILITY CONCRETE REHAB AND WATERPROOFING 00936 2,250,000 2,500,000 1,500,000 1,000,000 1,000,000 8,250,000 CITYWIDE LIGHTING AND DÉCOR 00635 1,629,000 1,834,000 1,469,000 1,626,000 1,341,000 7,899,000 COMPLETE STREETS 00100 1,650,000 1,760,000 1,610,000 1,360,000 1,410,000 7,790,000 PARKING PROGRAM UPGRADES AND IMPROVEMENTS 00786 1,500,000 1,500,000 1,500,000 1,500,000 1,500,000 7,500,000 RADIO INFRASTRUCTURE 00859 1,309,000 1,392,000 1,103,000 2,142,000 1,162,000 7,108,000 STREET SIGN AND STRIPING 00863 1,200,000 1,250,000 1,400,000 1,600,000 1,600,000 7,050,000 LAND ACQUISITION 00647 4,690,000 0 0 0 2,269,000 6,959,000 BEVERLY GARDENS PARK 00485 6,050,000 65,000 70,000 75,000 75,000 6,335,000 RESERVOIR REPLACEMENT AND PUMP STATION REHAB 00796 3,900,000 700,000 700,000 700,000 250,000 6,250,000 FUELING INFRASTRUCTURE AND COMPONENTS 00840 235,000 200,000 370,000 200,000 5,035,000 6,040,000 TRAFFIC SIGNAL SYSTEM UPGRADES 00210 2,250,000 1,250,000 500,000 500,000 500,000 5,000,000 WILSHIRE BLVD SUBWAY STREETSCAPE 00720 1,500,000 1,475,000 550,000 400,000 450,000 4,375,000 SYSTEMWIDE WATER CAPACITY UPGRADES 00681 1,730,000 1,580,000 780,000 0 0 4,090,000 BUILDING ENVELOPE IMPROVEMENTS ON CITY STRUCTURES 00833 225,000 500,000 950,000 950,000 950,000 3,575,000 PLAYGROUND EQUIPMENT MAINTENANCE AND IMPROVEMENTS 00903 212,000 231,000 2,751,000 150,000 200,000 3,544,000 SUBWAY MITIGATION 00050 3,400,000 0 0 0 0 3,400,000
PARK FACILITIES MAINTENANCE AND IMPROVEMENTS 00315 335,000 100,000 120,000 125,000 2,700,000 3,380,000 MUNICIPAL AREA NETWORK (MAN) 00883 900,000 900,000 500,000 500,000 500,000 3,300,000 REPAINT CITY BUILDINGS 00713 750,000 575,000 600,000 625,000 650,000 3,200,000 WATER CONSERVATION PROGRAM 00230 671,000 71,000 71,000 1,071,000 1,060,000 2,944,000 CITY ELEVATOR REPLACEMENT AND UPGRADES 00937 825,000 750,000 350,000 600,000 400,000 2,925,000 STREET TREE REMOVAL AND REPLACEMENT 00089 1,300,000 725,000 350,000 350,000 125,000 2,850,000 PUBLIC WORKS CAMPUS 00893 350,000 2,500,000 0 0 0 2,850,000 ELECTRIC VEHICLE CHARGING INFRASTRUCTURE 00355 850,000 600,000 600,000 425,000 350,000 2,825,000 EGOV INITIATIVE 00334 500,000 500,000 500,000 500,000 500,000 2,500,000 MISCELLANEOUS AND UNPLANNED CONSTRUCTION PROJECTS 00815 350,000 400,000 450,000 500,000 550,000 2,250,000 PARK FACILITIES RENOVATION - LA CIENEGA PARK 00343 150,000 650,000 675,000 200,000 400,000 2,075,000 31 CIP SUMMARY BY FIVE-YEAR PROJECT TOTAL
Project Name / CIP # CIP FY 26-27
Proposed FY 27-28 FY 28-29 FY 29-30 FY 30-31 Five-Year Total CITY HALL MASTER PROJECT 00851 250,000 1,250,000 500,000 0 0 2,000,000 WELL REHAB AND GROUNDWATER DEVELOPMENT 00225 0 200,000 200,000 450,000 1,050,000 1,900,000 TENANT IMPROVEMENT PROGRAM 00349 650,000 650,000 150,000 195,000 150,000 1,795,000 WATER MASTER PLAN 00397 750,000 250,000 250,000 325,000 75,000 1,650,000 OFFICE RECONFIGURATION AND FURNITURE REPLACEMENT 00650 0 125,000 1,500,000 0 0 1,625,000 TRAFFIC CALMING / MANAGEMENT 00055 300,000 300,000 300,000 300,000 300,000 1,500,000 TENNIS COURTS AND SITE ENHANCEMENTS 00483 50,000 190,000 75,000 75,000 1,100,000 1,490,000 DOCUMENT IMAGING 00335 600,000 600,000 0 0 0 1,200,000
PARKING METER INFRASTRUCTURE 00911 200,000 250,000 250,000 250,000 250,000 1,200,000 LIBRARY FACILITY MAINTENANCE AND IMPROVEMENT 00838 550,000 65,000 415,000 75,000 90,000 1,195,000 336 FOOTHILL ROAD 00881 1,184,000 0 0 0 0 1,184,000
PARK FACILITIES RENOVATION - ROXBURY PARK 00914 720,000 65,000 125,000 75,000 175,000 1,160,000 PARKING REVENUE CONTROL SYSTEM UPGRADE 00785 275,000 275,000 275,000 100,000 150,000 1,075,000 VIDEO PRODUCTION EQUIPMENT REPLACEMENT 00901 200,000 200,000 200,000 200,000 200,000 1,000,000 AMERICANS WITH DISABILITIES ACT (ADA) COMPLIANCE 00900 150,000 200,000 200,000 200,000 200,000 950,000 DOG PARK 00150 50,000 130,000 75,000 75,000 525,000 855,000 REPLACE UPS EQUIPMENT 00922 850,000 0 0 0 0 850,000
EMERGENCY GENERATOR REPLACEMENT 00960 250,000 250,000 0 250,000 0 750,000 GENERAL BUILDING AND SITE IMPROVEMENTS 00888 650,000 0 0 0 0 650,000 COLDWATER CANYON PARK MASTER PLAN 00320 50,000 315,000 70,000 75,000 100,000 610,000 FINE ART 00568 80,000 147,000 101,000 107,000 112,000 547,000 ENHANCED NETWORK SECURITY/DISASTER RECOVERY 00347 100,000 100,000 100,000 100,000 100,000 500,000 TELEPHONE SYSTEM ENHANCEMENTS 00856 500,000 0 0 0 0 500,000 URBAN DESIGN / STREETSCAPE 00864 500,000 0 0 0 0 500,000 FIRE HEADQUARTERS - MAINTENANCE AND IMPROVEMENT 00585 0 0 450,000 0 0 450,000 GPS PARKING ENFORCEMENT UNIT 00895 90,000 0 0 260,000 0 350,000 PUBLIC WORKS ASSET MANAGEMENT SYSTEM 00896 100,000 35,000 45,000 48,000 48,000 276,000 ZERO WASTE PROGRAM 00240 50,000 50,000 50,000 50,000 50,000 250,000 MISCELLANEOUS TECHNOLOGY PROJECTS 00348 50,000 50,000 50,000 50,000 50,000 250,000 FIRE STATION 3 - MAINTENANCE AND IMPROVEMENT 00587 0 0 175,000 75,000 0 250,000 STORMWATER REHABILITATION PROGRAM 00260 30,000 30,000 30,000 30,000 30,000 150,000 FIRE STATION 2 - MAINTENANCE AND IMPROVEMENT 00586 0 0 0 150,000 0 150,000 FIRE STATION APPARATUS DOORS 00589 25,000 25,000 25,000 25,000 25,000 125,000 SECURITY SYSTEM UPGRADE 00781 125,000 0 0 0 0 125,000
SIREN SYSTEM CITYWIDE 00229 12,000 12,000 12,000 12,000 12,000 60,000 Grand Total 109,030,751 95,550,314 93,805,924 77,007,764 97,287,020 472,681,773 PM - Project Management costs are Internal Service Fund (ISF) charges for CIP Management and Project Administration. 32 WILSHIRE BLVD
BEVERWIL DR
N LA CIENEGA BLVD
GREGORY WY
LAUREL WY
BEVERLY BLVD
N ROBERTSON BLVD
W OLYMPIC BLVD
N PALM DR
DAYTON WY
SUNSET BLVD
SANTA MONICA BLVD
DOHENY RD
S BEDFORD DR
HILLGREENDR
N DOHENY DR
N REXFORD DR
CARMELITA AV
N BEVERLY DR
S LA CIENEGA BLVD
WHITTIER DR
LEXINGTON RD
N MAPLE DR
WHITWORTH DR
ANGELO DR
S REEVES DR
S BEVERLY DR
MOUNTAIN DR
LOMA VISTA DR
W 3RD ST
S CAMDEN DR
ALDEN DR
S PECK DR
S ROBERTSON BLVD
W SUNSET BLVD
N OAKHURST DR
N PALM DR
N MAPLE DR
S LA CIENEGA BLVD
FOOTH LI L RD
SCHUYLER RD
N ALPINE DR
BENEDICT CANYON DR
S RODEO DR
BURTON WY
CLIFTON WY
MELROSE AV
CHARLEVILLE BLVD
WALDEN DR GREGORY WY
LOMITAS AV
TRENTON DR
TOWER RD
N SWALL DR
S ROXBURY DR
N LA PEER DR
N ALMONT DR
N WETHERLY DR
N DOHENY DR
S MCCARTY DR
MORENO DR
N CLARK DR
N ROXBURY DR
N BEDFORD DR
N CAMDEN DR
N RODEO DR
S EL CAMINO DR
N CRESCENT DR
ELEVADO AV
S ROBERTSON BLVD
S CLARK DR
S DOHENY DR
S OAKHURST DR
S CRESCENT DR
S PALM DR
S ELM DR
S REXFORD DR
S MAPLE DR
S SWALL DR
S WETHERLY DR
S CANON DR
S ALMONT DR
S LA PEER DR
S SPALDING DR
S LINDEN DR
WOODLAND DR
N FOOTHILL RD
BRIGHTON WY
CARLA RDGE
ARKELL DR
S SANTA MONICA BLVD CIVIC CENTER DR
W SUNSET BLVD
W OLYMPIC BLVD
LASKY DR
HARTFORD WY
CINTHIA ST
COLDWATER CANYON DR
N SIERRA DR
N HAM LI TON DR
N CANON DR
N HILLCREST RD
N LINDEN DR
N HILLCREST RD
MAR LI Y N DR
N ALTA DR
N ARDEN DR
N ELM DR
DURANT DR
S CARSON RD
C ALLEVISTA DR
SU M MIT DR
N OAKHURST DR
PARK WY
S WILLAMAN DR
N ELM DR
COLDW AT ERC A NYO N BRID LEPTH
S HAMEL DR
S LE DOUX RD
EVELYN PL
SHA DOW HILL WY
CASTLE PL
N GALE DR
WALLACE RDGE
LADERA DR
TOWER DR
S GALE DR
N HAMEL DR
HAYNES AV
TRO U SDALE PL
SAN YSIDRO DR
NORMA PL
ROBERT LN
N CARSON RD
COVE WY
N STANLEY DR
HEATH AV
M A R T I N LN
N LE DOUX RD
N LA CIENEGA BLVD
GREENWAY DR
CHALETTE DR
City of Beverly Hills, California
FY 2026-27 Proposed Capital Improvement Projects (CIP)
CIP Category
Building/ Facility
Equipment
Infrastructure
Land
Other
City Boundary
E
For interactive view of this map visit
(upon the proposed budget approval):
https://gis.beverlyhills.org/VBH/CIP/
0 0.175 0.35 0.7
Miles
This map is for informational purposes. No Warranties of any kind with respect to the accuracy of the information or data furnished herein.
Some projects have been referrenced to the location of the responsible department.
Data and Map by: City of Beverly Hills - Infromation Technology - GIS 455 N. Rexford Dr. Beverly Hills, CA 90210 - May 11, 2026 33 34
Capital Improvement Budget
CIP Detail
35 36
Project Manager: Daren Grilley, Assistant Director of Public Works/City Engineer Project Department: Public WorksOther Departments: None Fund FY 2026-27 Proposed FY 2027-28 FY 2028-29 FY 2029-30 FY 2030-31 Five-Year Total 600 - Infrastructure 3,400,000 - - - - 3,400,000Project Total 3,400,000 - - - - 3,400,000 Sub-CIP FY 2026-27 Proposed FY 2027-28 FY 2028-29 FY 2029-30 FY 2030-31 Five-Year Total Wilshire Blvd Resurfacing (N Santa Monica Blvd to Stanley Dr) 3,000,000 - - - - 3,000,000 Purple Line Project mitigation 400,000 - - - - 400,000
600 - Infrastructure Total 3,400,000 - - - - 3,400,000
FIVE YEAR CIP PLAN - BY SUB-CIP
FIVE YEAR CIP PLAN - BY FUND
CIP No: 00050 SUBWAY MITIGATION DESCRIPTION
Development and implementation of mitigation measures to reduce the impact on theresidents and businesses in the City of Beverly Hills of the D Line Subway Extension project andoperation.
PROJECT INFORMATION
STATUS
Staff will continue to monitor work activities associated with both sections of the project through their completion. This CIP will continue to cover mitigation measures beyond those covered by Metro.
37 Project Manager: Daren Grilley, Assistant Director of Public Works/City Engineer Project Department: Public WorksOther Departments: None Fund FY 2026-27 Proposed FY 2027-28 FY 2028-29 FY 2029-30 FY 2030-31 Five-Year Total 600 - Infrastructure 300,000 300,000 300,000 300,000 300,000 1,500,000Project Total 300,000 300,000 300,000 300,000 300,000 1,500,000 Sub-CIP FY 2026-27 Proposed FY 2027-28 FY 2028-29 FY 2029-30 FY 2030-31 Five-Year Total Neighborhood Traffic Calming Program 300,000 300,000 300,000 300,000 300,000 1,500,000 600 - Infrastructure Total 300,000 300,000 300,000 300,000 300,000 1,500,000
FIVE YEAR CIP PLAN - BY SUB-CIP
FIVE YEAR CIP PLAN - BY FUND
CIP No: 00055 TRAFFIC CALMING / MANAGEMENT
STATUS
Since approval of the Neighborhood Traffic Calming Program in November 2023, the City has received over 40 individual requests from residents for the implementation of various traffic calming strategies on streets. The evaluation and implementation of these strategies are funded by this CIP.
DESCRIPTION
The Neighborhood Traffic Calming Program serves as a guide for residents who wish toimplement traffic calming measures to reduce excessive vehicle speeding and cut-throughtraffic in residential areas such as speed humps, traffic control devices/signage, or trafficcircles.
PROJECT INFORMATION
38 Project Manager: Robert Welch, Utilities General Manager Project Department: Public WorksOther Departments: None Fund FY 2026-27 Proposed FY 2027-28 FY 2028-29 FY 2029-30 FY 2030-31 Five-Year Total 840 - Wastewater Enterprise 2,500,000 2,500,000 2,500,000 2,000,000 2,500,000 12,000,000Project Total 2,500,000 2,500,000 2,500,000 2,000,000 2,500,000 12,000,000
FIVE YEAR CIP PLAN - BY FUND
CIP No: 00066 SEWER SYSTEM REPAIRS
STATUS
A sewer main and maintenance hole rehabilitation project began in FY 2025-26 with a project budget of $8.9M. The project consists of lining approximately 13.25 miles of sewer main, repairing short segments of sewer mains, rehabilitation or replacement of maintenance holes and covers.
The project is expected to be completed in FY 2025-26. Additional planning for sewer rehabilitation and capacity upgrades are expected to begin in FY2026-27.
DESCRIPTION
This project provides funding for enhancement of the sanitary sewer conveyance systemthroughout the City of Beverly Hills, including sewer capacity upgrades, sewer lining, andrepairs. The scope of work also includes realigning critical sewer connections to the City of LosAngeles to prevent overflow, increasing the capacity of sewer trunk lines, and conducting theinspection and rehabilitation of sewers within both the public right-of-way and easements.This ongoing infrastructure improvement project involves the replacement of aging anddeteriorated sewer pipes, relining of existing sewers to extend their lifespan, rehabilitation ofsanitary sewer manholes to enhance structural integrity, and strategic capacity upgrades toimprove system efficiency and accommodate future demand. These efforts ensure thecontinued reliability, safety, and performance of the City's wastewater infrastructure.
PROJECT INFORMATION
39 Project Manager: Daren Grilley, Assistant Director of Public Works/City Engineer Project Department: Public WorksOther Departments: None Fund FY 2026-27 Proposed FY 2027-28 FY 2028-29 FY 2029-30 FY 2030-31 Five-Year Total 160 - Parks and Recreation Facilities 1,300,000 725,000 350,000 350,000 125,000 2,850,000Project Total 1,300,000 725,000 350,000 350,000 125,000 2,850,000
FIVE YEAR CIP PLAN - BY FUND
CIP No: 00089 STREET TREE REMOVAL AND REPLACEMENT
DESCRIPTION
This project provides funding for the ongoing removal and replacement of public trees due tothe decline or damage of the existing stock, per the adopted Street Tree Master Plan and inaccordance with the Urban Forest Management Plan (UFMP).
PROJECT INFORMATION
STATUS
Tree removal and replacement is an ongoing program and is guided by the adopted Urban Forest Management Plan. The City Arborist is currentlyworking with property owners on several new Street Tree Master Plan components following established practices, including public outreach and consultation with the Public Works Commission.
40 Sub-CIP FY 2026-27 Proposed FY 2027-28 FY 2028-29 FY 2029-30 FY 2030-31 Five-Year Total Citywide Hardwood fill 100,000 100,000 125,000 125,000 - 450,000 Robertson Banyan Replacement 425,000 - - - - 425,000 South Santa Monica (west of Wilshire) Banyan Replacement 250,000 100,000 - - - 350,000 Phase III Street Tree Master Plan (STMP) Canary Island Date Palm replacement 75,000 75,000 75,000 75,000 - 300,000 Willaman Red Ironbark Eucalyptus Replacement 150,000 150,000 - - - 300,000 Wilshire Blvd In-Fill 150,000 150,000 - - - 300,000 Citywide Sycamore fill 50,000 50,000 50,000 50,000 - 200,000 Coldwater Cañon Drive 50,000 50,000 50,000 50,000 - 200,000 Citywide Urban Forest Management Plan (UFMP) species replacement/planting 25,000 25,000 25,000 25,000 25,000 125,000 Citywide as-needed non-STMP in kind removal/replacement 25,000 25,000 25,000 25,000 - 100,000 Future Street Tree Master Plan (STMP) - - - - 100,000 100,000 160 - Parks and Recreation Facilities Total 1,300,000 725,000 350,000 350,000 125,000 2,850,000
FIVE YEAR CIP PLAN - BY SUB-CIP
CIP No: 00089 STREET TREE REMOVAL AND REPLACEMENT (Continued) 41 Project Manager: Daren Grilley, Assistant Director of Public Works/City Engineer Project Department: Public WorksOther Departments: None Fund FY 2026-27 Proposed FY 2027-28 FY 2028-29 FY 2029-30 FY 2030-31 Five-Year Total 600 - Infrastructure 1,650,000 1,760,000 1,610,000 1,360,000 1,410,000 7,790,000Project Total 1,650,000 1,760,000 1,610,000 1,360,000 1,410,000 7,790,000
FIVE YEAR CIP PLAN - BY FUND
CIP No: 00100 COMPLETE STREETS
DESCRIPTION
Implementation of the Complete Streets Plan priority projects and programs that will improvesafety and mobility for all road users including pedestrians, bicyclists, transit riders, andmotorists. Sample projects include first/last mile connections to the future subway stations,pedestrian signals, raised crosswalks, and driver safety enhancements.
PROJECT INFORMATION
STATUS
Continue implementation of elements of the Complete Streets Plan as approved by Council. Current projects include designs for raised crosswalks at all right-turn slip lanes and remaining intersections along the bridle trail; enhanced crosswalks at the intersections of Gregory/Robertson, WilshireBlvd. between Wetherly and Almont Drives, and the La Cienega Park mid-block crossing. 42 Sub-CIP FY 2026-27 Proposed FY 2027-28 FY 2028-29 FY 2029-30 FY 2030-31 Five-Year Total Raised Crosswalks - Slip Lanes and Bridle Trail 500,000 1,000,000 500,000 500,000 500,000 3,000,000 Pedestrian Crossing Safety Program 400,000 400,000 400,000 400,000 400,000 2,000,000 Transit/First-Last Mile Improvements 50,000 125,000 125,000 250,000 300,000 850,000 Clifton Way Traffic Calming Project (City initiated) 50,000 - 350,000 - - 400,000 Citywide Traffic Safety Spot Improvements – Local Roadway Safety Plan 50,000 50,000 50,000 50,000 50,000 250,000 Priority Safety Corridor Improvements – Local Roadway Safety Plan 50,000 50,000 50,000 50,000 50,000 250,000 Transportation System Management and Operations 50,000 50,000 50,000 50,000 50,000 250,000 Burton/Civic Center Pedestrian Improvements (Sidewalk widening near planned Memorial site) 200,000 - - - - 200,000 Curbside Management Program - 50,000 50,000 25,000 25,000 150,000 Citywide Speed Management – Local Road Safety Plan 25,000 25,000 25,000 25,000 25,000 125,000 Olympic/Wetherly/Almont Pedestrian Signal (contingency funds) 100,000 - - - - 100,000 Robertson/Gregory Pedestrian Signal (contingency funds) 100,000 - - - - 100,000 2028 Olympics Preparation 75,000 - - - - 75,000 Transportation Demand Management Strategies - 10,000 10,000 10,000 10,000 40,000 600 - Infrastructure Total 1,650,000 1,760,000 1,610,000 1,360,000 1,410,000 7,790,000
FIVE YEAR CIP PLAN - BY SUB-CIP
CIP No: 00100 COMPLETE STREETS (Continued)
43 Project Manager: Mandana Motahari, City Architect
Project Department: Public WorksOther Departments: Policy and Management Fund FY 2026-27 Proposed FY 2027-28 FY 2028-29 FY 2029-30 FY 2030-31 Five-Year Total 405 - Capital Assets - - - - - - Project Total - - - - - - Sub-CIP FY 2026-27 Proposed FY 2027-28 FY 2028-29 FY 2029-30 FY 2030-31 Five-Year Total October 7th Memorial - - - - - -
405 - Capital Assets Total - - - - - -
NOTE: Funding for this CIP will be provided by carryovers from FY 2025-26 and future donations, which are not shown above.
FIVE YEAR CIP PLAN - BY SUB-CIP
FIVE YEAR CIP PLAN - BY FUND
CIP No: 00107 OCTOBER 7TH MEMORIAL
DESCRIPTION
Creating a permanent memorial to commemorate the victims of October 7th, 2023. Thememorial will be located at the corner of Rexford Drive and Burton Way, to the south of theBeverly Hills Public Library. The monument named ‘Shared Light Between Us’ is comprised of acircular plaza with the focal point sculpture built of corten steel with the name of victims cutthrough. Every October 7th, the sun angle will illuminate the names and the light is sharedbetween Beverly Hills’ dawn and Israel’s sunset.
PROJECT INFORMATION
STATUS
Design is anticipated to be completed in 2026 and the construction to be completed prior to October 7th, 2027, with the grand opening celebrated onOctober 7th, 2027. 44 Project Manager: Stephanie Harris, Director of Community Services Project Department: Community ServicesOther Departments: Public Works Fund FY 2026-27 Proposed FY 2027-28 FY 2028-29 FY 2029-30 FY 2030-31 Five-Year Total 160 - Parks and Recreation Facilities 50,000 130,000 75,000 75,000 525,000 855,000Project Total 50,000 130,000 75,000 75,000 525,000 855,000 Sub-CIP FY 2026-27 Proposed FY 2027-28 FY 2028-29 FY 2029-30 FY 2030-31 Five-Year Total Shade Structure - - - - 450,000 450,000
Park Improvements and Rehabilitation 50,000 65,000 75,000 75,000 75,000 340,000 Coated Iron Fencing - 65,000 - - - 65,000
160 - Parks and Recreation Facilities Totals 50,000 130,000 75,000 75,000 525,000 855,000
FIVE YEAR CIP PLAN - BY SUB-CIP
FIVE YEAR CIP PLAN - BY FUND
CIP No: 00150 DOG PARK
DESCRIPTION
Ongoing maintenance in the Beverly Hills Dog Park.
PROJECT INFORMATION
STATUS
Additional amenities and upgrades will be ongoing at the direction of City Council. Coated iron fencing will continue to be evaluated and repaired or replaced, as needed.
45 Project Manager: Ryan Gohlich, Assistant City Manager Project Department: Policy and ManagementOther Departments: None Fund FY 2026-27 Proposed FY 2027-28 FY 2028-29 FY 2029-30 FY 2030-31 Five-Year Total 210 - Affordable Housing 325,000 11,050,000 50,000 50,000 50,000 11,525,000Project Total 325,000 11,050,000 50,000 50,000 50,000 11,525,000 Sub-CIP FY 2026-27 Proposed FY 2027-28 FY 2028-29 FY 2029-30 FY 2030-31 Five-Year Total Gale Yard Development 250,000 11,000,000 - - - 11,250,000 Consultant Analysis for Potential Projects 75,000 50,000 50,000 50,000 50,000 275,000 210 - Affordable Housing Total 325,000 11,050,000 50,000 50,000 50,000 11,525,000
FIVE YEAR CIP PLAN - BY SUB-CIP
FIVE YEAR CIP PLAN - BY FUND
CIP No: 00170 AFFORDABLE HOUSING DEVELOPMENT
DESCRIPTION
This project funds planning and pre-development costs including consultant fees and financialanalysis incurred by the City for a potential future affordable housing project.
PROJECT INFORMATION
STATUS
The City is assessing options to locate affordable housing projects on City-owned properties as identified in the Housing Element of the General Planand elsewhere in Beverly Hills. As of April 2026, the City is considering whether to conduct a site-specific seismic fault investigation study of Cityowned property at 330-350 Foothill Road to assist with siting of a potential affordable project on that property. Additionally, staff is assessing optionsand engaging in due diligence investigations for the development of affordable housing at the Gale Yard. 46 Project Manager: Daren Grilley, Assistant Director of Public Works/City Engineer Project Department: Public WorksOther Departments: None Fund FY 2026-27 Proposed FY 2027-28 FY 2028-29 FY 2029-30 FY 2030-31 Five-Year Total 120 - State Gas Tax 925,000 925,000 975,000 1,025,000 1,075,000 4,925,000 121 - Road Maintenance and Rehabilitation Account 800,000 825,000 850,000 900,000 925,000 4,300,000 310 - Prop C Local Transit 475,000 500,000 525,000 525,000 550,000 2,575,000 330 - Measure R Local Transit 300,000 300,000 300,000 300,000 300,000 1,500,000 340 - Measure M Local Transit 300,000 300,000 300,000 300,000 300,000 1,500,000 600 - Infrastructure 8,300,000 6,300,000 6,500,000 6,800,000 7,200,000 35,100,000 800 - Water Enterprise 600,000 650,000 700,000 750,000 800,000 3,500,000 830 - Solid Waste Enterprise 500,000 500,000 500,000 500,000 500,000 2,500,000 Project Total 12,200,000 10,300,000 10,650,000 11,100,000 11,650,000 55,900,000 CIP No: 00195 STREET AND SIDEWALK IMPROVEMENTS
STATUS
Current projects include the Citywide Street and Alley Improvements Project and the Wilshire Boulevard and Vicinity Streets Rehabilitation Project.
Additional sidewalk and pavement repair projects continue to commence including numerous spot sidewalk replacement projects to address ADA accessibility and potential hazards, as well as Phase 2 of the Robertson Boulevard sidewalk repair project.
FIVE YEAR CIP PLAN - BY FUND
The Street and Sidewalk Improvements Program is a comprehensive initiative aimed atensuring the long-term maintenance and safety of the City's roadway pavements andsidewalks. This program encompasses a range of projects designed to maintain streets andsidewalks in optimal condition. Activities include ongoing repair, resurfacing, andreconstruction projects. Projects are identified and prioritized strategically through scheduledcondition assessments of pavement and sidewalk conditions, and utilization of a PavementManagement Program and Sidewalk Inspection and Repair Policy. Additionally, this programincludes pavement repairs necessitated by water system emergencies and serviceinstallations.
DESCRIPTION
PROJECT INFORMATION
47 Sub-CIP FY 2026-27 Proposed FY 2027-28 FY 2028-29 FY 2029-30 FY 2030-31 Five-Year Total Annual Street and Alley Paving - Ongoing - 4,000,000 4,200,000 4,500,000 4,700,000 17,400,000 Robertson Blvd Sidewalk Improvements Phase 2 6,000,000 - - - - 6,000,000 Citywide Sidewalk Removal and Replacement - Ongoing 1,000,000 1,000,000 1,000,000 1,000,000 1,200,000 5,200,000 Citywide Sidewalk Condition Surveys and Interim Repairs - Ongoing 1,000,000 1,000,000 1,000,000 1,000,000 1,000,000 5,000,000 On-Call Contracts, Street and Sidewalk Spot Repairs - Ongoing 300,000 300,000 300,000 300,000 300,000 1,500,000 600 - Infrastructure Total 8,300,000 6,300,000 6,500,000 6,800,000 7,200,000 35,100,000 CIP No: 00195 STREET AND SIDEWALK IMPROVEMENTS (Continued)
FIVE YEAR CIP PLAN - BY SUB-CIP
48 Project Manager: Robert Welch, Utilities General Manager Project Department: Public WorksOther Departments: None Fund FY 2026-27 Proposed FY 2027-28 FY 2028-29 FY 2029-30 FY 2030-31 Five-Year Total 840 - Wastewater Enterprise 2,897,000 3,000,000 3,000,000 3,000,000 3,000,000 14,897,000Project Total 2,897,000 3,000,000 3,000,000 3,000,000 3,000,000 14,897,000
FIVE YEAR CIP PLAN - BY FUND
CIP No: 00197 HYPERION PLANT
DESCRIPTION
Annual capital component of Hyperion Wastewater Treatment Plant charges and the City ofLos Angeles' amalgamated sewer system.
PROJECT INFORMATION
STATUS
Project funds are allocated in anticipation of the ongoing cost increases for the capital portion of the sewer system treatment contract with the City of Los Angeles.
49 Project Manager: Daren Grilley, Assistant Director of Public Works/City Engineer Project Department: Public WorksOther Departments: None Fund FY 2026-27 Proposed FY 2027-28 FY 2028-29 FY 2029-30 FY 2030-31 Five-Year Total 600 - Infrastructure 2,250,000 1,250,000 500,000 500,000 500,000 5,000,000Project Total 2,250,000 1,250,000 500,000 500,000 500,000 5,000,000 CIP No: 00210 TRAFFIC SIGNAL SYSTEM UPGRADES
STATUS
Continued modernization and upgrades of traffic signal communication equipment Citywide will be ongoing through FY 2026-27 including development of the next phase of Citywide signal upgrades to improve traffic operations and uninterruptible power supplies.
FIVE YEAR CIP PLAN - BY FUND
DESCRIPTION
The Traffic Signal System Upgrades project is a Citywide initiative aimed at enhancing theefficiency and safety of our traffic network through the adoption of advanced technologies.Central to this project is the modernization of traffic controllers and the entire traffic signalsystem to incorporate cutting-edge solutions. Key enhancements feature the installation ofvideo vehicle detection systems at strategic intersections, the introduction of ADA-compliantand touch-free pushbuttons for pedestrian safety and convenience, the implementation ofGPS-based emergency vehicle pre-emption to facilitate quicker response times, and theintegration of signals for smoother traffic flow. This comprehensive upgrade is designed toimprove overall traffic management, ensuring a safer and more efficient travel experience forall City residents and visitors.
PROJECT INFORMATION
50 Sub-CIP FY 2026-27 Proposed FY 2027-28 FY 2028-29 FY 2029-30 FY 2030-31 Five-Year Total Ongoing Signal System Repairs and Upgrades 500,000 500,000 500,000 500,000 500,000 2,500,000 Citywide Signal Upgrades Phase 3 750,000 750,000 - - - 1,500,000 Sunset Left Turn Signals at Beverly/Crescent 500,000 - - - - 500,000 Sunset Left Turn Signals at Rodeo/Cañon 500,000 - - - - 500,000 600 - Infrastructure Total 2,250,000 1,250,000 500,000 500,000 500,000 5,000,000 CIP No: 00210 TRAFFIC SIGNAL SYSTEM UPGRADES (Continued)
FIVE YEAR CIP PLAN - BY SUB-CIP
51 Project Manager: Robert Welch, Utilities General Manager Project Department: Public WorksOther Departments: None Fund FY 2026-27 Proposed FY 2027-28 FY 2028-29 FY 2029-30 FY 2030-31 Five-Year Total 800 - Water Enterprise - 200,000 200,000 450,000 1,050,000 1,900,000Project Total - 200,000 200,000 450,000 1,050,000 1,900,000 CIP No: 00225 WELL REHAB AND GROUNDWATER DEVELOPMENT
STATUS
Design for rehab of Well 5 has been completed and construction bidding and well rehabilitation construction is anticipated to begin in FY 2026-27.
The remaining wells will be rehabilitated in phases in order to maximize water treatment plant production. One well per year is anticipated to be planned and phased for rehabilitation.
FIVE YEAR CIP PLAN - BY FUND
DESCRIPTION
This project optimizes well production by performing well studies, zone testing, and wellrehabilitation activities. This project could include water quality zone testing, pump testing,well video surveys, and major or minor well rehabilitation, including but not limited to, wellredevelopment and the replacement of well equipment.
PROJECT INFORMATION
52 Project Manager: Gregory Barton, Fire Chief
Project Department: Fire DepartmentOther Departments: Public Works Fund FY 2026-27 Proposed FY 2027-28 FY 2028-29 FY 2029-30 FY 2030-31 Five-Year Total 600 - Infrastructure 12,000 12,000 12,000 12,000 12,000 60,000Project Total 12,000 12,000 12,000 12,000 12,000 60,000 Sub-CIP FY 2026-27 Proposed FY 2027-28 FY 2028-29 FY 2029-30 FY 2030-31 Five-Year Total Ongoing Repairs and Maintenance 12,000 12,000 12,000 12,000 12,000 60,000 600 - Infrastructure Total 12,000 12,000 12,000 12,000 12,000 60,000
FIVE YEAR CIP PLAN - BY SUB-CIP
FIVE YEAR CIP PLAN - BY FUND
CIP No: 00229 SIREN SYSTEM CITYWIDE
DESCRIPTION
The Citywide siren system aids and increases the City's ability to send time-sensitivenotifications to the community in times of disaster. The siren system is strategically placedthroughout the City.
PROJECT INFORMATION
STATUS
Construction was completed during the third quarter of FY 2023-24. Testing of the system started after construction and concluded in FY 2025-26.Ongoing repairs and maintenance will be conducted on an as-needed basis. 53 Project Manager: Robert Welch, Utilities General Manager Project Department: Public WorksOther Departments: None Fund FY 2026-27 Proposed FY 2027-28 FY 2028-29 FY 2029-30 FY 2030-31 Five-Year Total 800 - Water Enterprise 671,000 71,000 71,000 1,071,000 1,060,000 2,944,000Project Total 671,000 71,000 71,000 1,071,000 1,060,000 2,944,000
FIVE YEAR CIP PLAN - BY FUND
CIP No: 00230 WATER CONSERVATION PROGRAM
DESCRIPTION
Funds will be used to enhance the various water efficiency and leak detection programsfocusing on meeting the regulations: Making Water Conservation a California Way of Life. Thefunds will also be used to complete water conservation projects related to the City’s WaterEnterprise Plan (WEP) and Integrated Water Resources Master Plan (IWRMP), converting nonfunctional City turf lawn sites to water efficient landscape (i.e. turf medians).
PROJECT INFORMATION
STATUS
Staff continues to work on water efficiency outreach and provide residents and businesses with education on water conservation tools andtechniques. In FY 2025-26, the City completed one year of use of the online water efficiency and utility payment portal (WaterSmart) launched in FY2024-25, providing customers the ability to monitor water use, receive leak alerts and pay their utility bills. In 2025, water consumption decreased byan estimated 4.9% from the previous year and the program is expanding to meet the State’s annual allocated water budget. In FY 2026-27, the Citywill be evaluating water efficient landscape design to convert the Sunset median and the turf lawn located at Sunset Blvd. and Rexford Drive. 54 Project Manager: Robert Welch, Utilities General Manager Project Department: Public WorksOther Departments: None Fund FY 2026-27 Proposed FY 2027-28 FY 2028-29 FY 2029-30 FY 2030-31 Five-Year Total 830 - Solid Waste Enterprise 50,000 50,000 50,000 50,000 50,000 250,000Project Total 50,000 50,000 50,000 50,000 50,000 250,000
FIVE YEAR CIP PLAN - BY FUND
CIP No: 00240 ZERO WASTE PROGRAM
DESCRIPTION
Evaluate and develop initiatives that will help the City to minimize waste, decrease reliance onlandfills, and reduce greenhouse gas emissions associated with waste generation and disposal.Allocation of funding will focus on the measures and actions outlined in the Climate Actionand Adaptation Plan, community education and outreach on waste diversion, and additionalinitiatives and infrastructure that align with the State’s Zero Waste Plan and comply with stateregulations.
PROJECT INFORMATION
STATUS
The City is implementing an organics recycling program to comply with Senate Bill 1383 (SB 1383), which is a short-term greenhouse gas reduction plan. The program requires residents and businesses to place food and other organic waste in the designated organic waste containers. The program is projected to reduce 12,993 metric tons of carbon dioxide equivalence (MT C02e) by 2045. In 2025, the City recycled 10,712 tons of organic material from residential and commercial collection service. The City is conducting waste container audits to monitor contamination in the wastestream to help guide future community education. In 2024, the City adopted the Single-Use Plastic Ordinance and fully implemented the ordinance in 2025. The program requires all food establishments to transition to reusable, recyclable, or compostable food service ware. 55 Project Manager: Robert Welch, Utilities General Manager Project Department: Public WorksOther Departments: None Fund FY 2026-27 Proposed FY 2027-28 FY 2028-29 FY 2029-30 FY 2030-31 Five-Year Total 850 - Stormwater Enterprise 30,000 30,000 30,000 30,000 30,000 150,000Project Total 30,000 30,000 30,000 30,000 30,000 150,000
FIVE YEAR CIP PLAN - BY FUND
CIP No: 00260 STORMWATER REHABILITATION PROGRAM
DESCRIPTION
Repair, rehabilitate, and/or replace aging stormwater assets such as catch basins,maintenance holes, and stormwater mainlines.
PROJECT INFORMATION
STATUS
Broken catch basins, catch basin screens, and storm drains have been repaired or replaced. Storm drain capacity improvements are being evaluated asindicated in the Integrated Water Resources Master Plan (IWRMP). Inspection of storm drains integrity is scheduled to begin in FY 2026-27. 56 Project Manager: Robert Welch, Utilities General Manager Project Department: Public WorksOther Departments: None Fund FY 2026-27 Proposed FY 2027-28 FY 2028-29 FY 2029-30 FY 2030-31 Five-Year Total 280 - Measure W - Safe Clean Water 250,000 250,000 250,000 250,000 250,000 1,250,000850 - Stormwater Enterprise 1,413,000 1,413,000 3,863,000 3,863,000 2,800,000 13,352,000Project Total 1,663,000 1,663,000 4,113,000 4,113,000 3,050,000 14,602,000 CIP No: 00270 BALLONA CREEK MS4 COMPLIANCE
STATUS
CIP funds were used to cost-share regional multi-benefit projects such as the Culver Median Regional Stormwater Project and the Ballona Creek TimeSchedule Order (TSO) projects. The Culver Median Project is an urban runoff capture, treat, and re-use project. The City of Beverly Hills is benefitting from a 4.4 acre-feet compliance capacity as a regional partner. The TSO projects are fully constructed and currently in the testing phase. The projectsare expected to be in full operation by the end of 2026. The projects divert dry-weather urban runoff from three flood channels in Ballona Creek,reducing bacteria levels. The CIP fund will be used to construct the next stormwater multi-benefit regional project: Roxbury Park Regional Stormwater Project. The project is designed to capture dry and wet-weather runoff from key storm drain pipe and treating it to offset irrigation waterdemands for the park. The project was identified in the 2021 Integrated Water Resources Plan (IWRMP). The project feasibility is set to kick-off in FY 2026-27.
FIVE YEAR CIP PLAN - BY FUND
The funds will be used to build multi-benefit regional stormwater facilities to comply with theBallona Creek Total Maximum Daily Loads (TMDLs) water quality limits and WatershedManagement Plans (WMPs).
DESCRIPTION
PROJECT INFORMATION
57 Project Manager: Stephanie Harris, Director of Community Services Project Department: Community ServicesOther Departments: Public Works Fund FY 2026-27 Proposed FY 2027-28 FY 2028-29 FY 2029-30 FY 2030-31 Five-Year Total 160 - Parks and Recreation Facilities 335,000 100,000 120,000 125,000 2,700,000 3,380,000Project Total 335,000 100,000 120,000 125,000 2,700,000 3,380,000 Sub-CIP FY 2026-27 Proposed FY 2027-28 FY 2028-29 FY 2029-30 FY 2030-31 Five-Year Total Will Rogers Park Water Feature Improvements - - - - 2,500,000 2,500,000 Park Improvements and Rehabilitation 50,000 65,000 70,000 75,000 100,000 360,000 Installation of ambient lighting in City parks 35,000 35,000 50,000 50,000 100,000 270,000 Pergola at Rexford mini park / Rexford Trellis 250,000 - - - - 250,000 160 - Parks and Recreation Facilities Total 335,000 100,000 120,000 125,000 2,700,000 3,380,000
FIVE YEAR CIP PLAN - BY SUB-CIP
FIVE YEAR CIP PLAN - BY FUND
CIP No: 00315 PARK FACILITIES MAINTENANCE AND IMPROVEMENTS
DESCRIPTION
This project provides ongoing funding for small capital improvements and renovations at thevarious park sites and facilities throughout the City and includes projects such as irrigationupgrades, landscaping, and site furnishings.
PROJECT INFORMATION
STATUS
The renovation of the restroom at Will Rogers Park was completed in December 2025 and includes relocation of the mechanical components of thewater feature. Additional projects include renewal and improvements to the pergola at the Rexford mini park and installation of ambient lighting in other City parks.
58 Project Manager: Stephanie Harris, Director of Community Services Project Department: Community ServicesOther Departments: Public Works Fund FY 2026-27 Proposed FY 2027-28 FY 2028-29 FY 2029-30 FY 2030-31 Five-Year Total 160 - Parks and Recreation Facilities 50,000 315,000 70,000 75,000 100,000 610,000Project Total 50,000 315,000 70,000 75,000 100,000 610,000 Sub-CIP FY 2026-27 Proposed FY 2027-28 FY 2028-29 FY 2029-30 FY 2030-31 Five-Year Total Park and Equipment Improvements and Rehabilitation 50,000 65,000 70,000 75,000 100,000 360,000 Light Fixture Replacement with LED Lighting and Miscellaneous Improvements - 250,000 - - - 250,000 160 - Parks and Recreation Facilities Total 50,000 315,000 70,000 75,000 100,000 610,000
FIVE YEAR CIP PLAN - BY SUB-CIP
FIVE YEAR CIP PLAN - BY FUND
CIP No: 00320 COLDWATER CANYON PARK MASTER PLAN
DESCRIPTION
The structure requires a needs assessment for programming with renovations to bedetermined.
PROJECT INFORMATION
STATUS
Ongoing improvements include the replacement of light fixtures with energy efficient (LED) lighting, updating signage, restrooms renovations as needed, and playground equipment maintenance including annual sealing of the playground pour in place. 59 Project Manager: David Schirmer, Chief Information Officer Project Department: Information TechnologyOther Departments: None Fund FY 2026-27 Proposed FY 2027-28 FY 2028-29 FY 2029-30 FY 2030-31 Five-Year Total 410 - Information Technology 1,700,000 1,700,000 1,700,000 1,700,000 1,700,000 8,500,000Project Total 1,700,000 1,700,000 1,700,000 1,700,000 1,700,000 8,500,000 CIP No: 00329 IT EQUIPMENT REPLACEMENT PROGRAM
STATUS
Fiscal year initiatives focus on the modernization of foundational infrastructure and the technical execution of major interdepartmental projects.Priority will be given to the replacement of the Data Center Storage Area Network (SAN) storage fabric to ensure the continued performance ofenterprise systems. Additionally, IT resources are allocated to provide the requisite support for the City’s HVAC infrastructure overhaul and the Advanced Metering Infrastructure (AMI) water meter transition. The program will provide for the upgrade of public safety in-car wireless data modems, ensuring robust field connectivity. Furthermore, staff will execute year-three infrastructure enhancements as prescribed by the Five-Year IT Master Plan and perform a comprehensive upgrade of the Relational Database Management System (RDBMS) to optimize security and supportabilityfor critical business applications.
FIVE YEAR CIP PLAN - BY FUND
This program facilitates the scheduled replacement and modernization of critical Data Centerinfrastructure, encompassing servers, storage systems, networking hardware, and enterprisesoftware. These investments maintain the reliability, security, and integrity of the City’s coretechnological environment.
DESCRIPTION
PROJECT INFORMATION
60 Project Manager: David Schirmer, Chief Information Officer Project Department: Information TechnologyOther Departments: None Fund FY 2026-27 Proposed FY 2027-28 FY 2028-29 FY 2029-30 FY 2030-31 Five-Year Total 410 - Information Technology 500,000 500,000 500,000 500,000 500,000 2,500,000Project Total 500,000 500,000 500,000 500,000 500,000 2,500,000 CIP No: 00334 EGOV INITIATIVE
STATUS
In the upcoming fiscal year, the eGovernment (eGov) initiative will advance digital service delivery through prioritized projects focused on process automation and modernization. Key objectives include streamlining the Special Events permitting process and digitizing paper forms to improve publicaccessibility and reduce administrative processing times. The program will further support enterprise-wide planning by developing the comprehensive scope of work required for the replacement of the Community Development permitting application and the cloud migration of the City’s Enterprise Resource Planning (ERP) system. Additionally, the initiative will introduce an enterprise Artificial Intelligence (AI) policy framework, accompanied byimplementation plans and specialized software tools to optimize staff productivity and constituent engagement. Efforts will also include expandingthe functionality of the City’s Customer Relationship Management (CRM) platform and scaling Microsoft Power BI (PBI) reporting capabilities across departments to bolster data-driven decision-making and organizational transparency.
FIVE YEAR CIP PLAN - BY FUND
This program facilitates the deployment of web-based solutions designed to enhance thedelivery of municipal services through strategic technological integration. Development effortsprioritize user-centric design, transparency, and cross-departmental collaboration,empowering staff to provide more efficient, accessible, and effective public services.
PROJECT INFORMATION
DESCRIPTION
61 Project Manager: David Schirmer, Chief Information Officer Project Department: Information TechnologyOther Departments: None Fund FY 2026-27 Proposed FY 2027-28 FY 2028-29 FY 2029-30 FY 2030-31 Five-Year Total 410 - Information Technology 600,000 600,000 - - - 1,200,000Project Total 600,000 600,000 - - - 1,200,000
FIVE YEAR CIP PLAN - BY FUND
CIP No: 00335 DOCUMENT IMAGING
DESCRIPTION
This program facilitates the conversion of historical paper and microfilm records into asearchable digital archive. By developing advanced retrieval tools and applications, theinitiative ensures the long-term preservation of critical municipal documents while enablingstaff and the public to access and utilize City records with greater efficiency.
PROJECT INFORMATION
STATUS
In the upcoming fiscal year, the program will focus on modernizing the City’s document management infrastructure to provide a more scalable, secure, and reliable platform for digital record storage. Efforts will be directed toward streamlining internal workflows for document intake and indexing to reduce manual processing and accelerate public records request fulfillment. Furthermore, the City will implement AI-enhanced searchtools to improve the accuracy and speed of information retrieval within large digital repositories. These integrated improvements will strengthen the long-term preservation of City documents, enhance data accessibility, and support the organization's broader digital transformation objectives. 62 Project Manager: Elisabeth Albanese, Police Captain
Project Department: Police DepartmentOther Departments: Information Technology Fund FY 2026-27 Proposed FY 2027-28 FY 2028-29 FY 2029-30 FY 2030-31 Five-Year Total 410 - Information Technology 2,500,000 2,500,000 2,500,000 2,500,000 2,500,000 12,500,000Project Total 2,500,000 2,500,000 2,500,000 2,500,000 2,500,000 12,500,000
FIVE YEAR CIP PLAN - BY FUND
CIP No: 00342 COMMUNITY SECURITY ENHANCEMENTS (CCTV/ALPR)
DESCRIPTION
The Community Security Enhancements program provides for the comprehensive design,engineering, installation, and management of the City’s Closed-Circuit Television (CCTV)network. This initiative encompasses the Automated License Plate Recognition (ALPR) system,advanced video analytics, and the continuous technological evolution of the Real-Time WatchCenter (RTWC) to ensure a robust and integrated public safety environment.
PROJECT INFORMATION
STATUS
In the upcoming fiscal year, the program will prioritize expanding critical security infrastructure and integrating advanced monitoring technologies.
Key initiatives include establishing the Metro Public Safety Center’s foundational technology and upgrading RTWC hardware to enhance dataprocessing and visualization. The City will further extend its surveillance footprint through Phase II of the intersection camera program and acomprehensive overhaul of the Beverly Hills Unified School District (BHUSD) CCTV environment to ensure interoperability. To support proactive policing, the expansion of fiber networks and drone infrastructure will be paired with AI-driven analytics, providing law enforcement with the realtime intelligence required to mitigate emerging threats. 63 Project Manager: Stephanie Harris, Director of Community Services Project Department: Community ServicesOther Departments: Public Works Fund FY 2026-27 Proposed FY 2027-28 FY 2028-29 FY 2029-30 FY 2030-31 Five-Year Total 160 - Parks and Recreation Facilities 150,000 650,000 675,000 200,000 400,000 2,075,000Project Total 150,000 650,000 675,000 200,000 400,000 2,075,000 Sub-CIP FY 2026-27 Proposed FY 2027-28 FY 2028-29 FY 2029-30 FY 2030-31 Five-Year Total General Improvements and Rehabilitation 150,000 150,000 175,000 200,000 225,000 900,000 Community Center Renovations - - 500,000 - - 500,000 La Cienega Baseball Field Fence Extension - 500,000 - - - 500,000 Field Updates - Scoreboard Replacements - - - - 100,000 100,000 La Cienega Park Playground Improvements - - - - 75,000 75,000 160 - Parks and Recreation Facilities Total 150,000 650,000 675,000 200,000 400,000 2,075,000
FIVE YEAR CIP PLAN - BY SUB-CIP
FIVE YEAR CIP PLAN - BY FUND
CIP No: 00343 PARK FACILITIES RENOVATION - LA CIENEGA PARK
DESCRIPTION
Allows for various improvements to buildings and park space, including athletic fields.Provides for upgrades and site improvements such as irrigation, fencing, and enhancedlandscaping around the La Cienega Tennis Center and Fenton Field.
PROJECT INFORMATION
STATUS
A conceptual master plan study on the 17-acre site on the east and west side of La Cienega Boulevard was completed in 2018, but that plan continues to be on hold for now. Redesign and replacement of the playground structure will be completed by Summer 2026. Outfield fencing for baseball wasreplaced in FY 2025-26. Scoreboard replacement and extension of the fence on the south side of the main baseball field are set to be completed in FY2026-27. 64 Project Manager: David Schirmer, Chief Information Officer Project Department: Information TechnologyOther Departments: None Fund FY 2026-27 Proposed FY 2027-28 FY 2028-29 FY 2029-30 FY 2030-31 Five-Year Total 410 - Information Technology 100,000 100,000 100,000 100,000 100,000 500,000Project Total 100,000 100,000 100,000 100,000 100,000 500,000
FIVE YEAR CIP PLAN - BY FUND
CIP No: 00347 ENHANCED NETWORK SECURITY/DISASTER RECOVERY
DESCRIPTION
Provides for the protection of digital assets through firewalls, encryption, and monitoring toprevent breaches and maintain data integrity. Simultaneously, the disaster recovery andbusiness continuity plan ensures operational resilience by documenting procedures for swiftsystem restoration and maintaining critical workflows during unexpected disruptions or cyberincidents.
PROJECT INFORMATION
STATUS
In the upcoming fiscal year, the program will prioritize cybersecurity maturity and operational resilience through formalized AI governance and a comprehensive employee training initiative. Key efforts include expanding Fiber Hut capacity for infrastructure redundancy and leveraging IT Asset Management (ITAM) data to optimize technology lifecycles and strategic investments. Furthermore, the City will align its disaster recovery protocols with National Institute of Standards and Technology (NIST) and Cybersecurity and Infrastructure Security Agency (CISA) standards to ensure the rapid restoration of critical systems and long-term organizational stability. 65 Project Manager: David Schirmer, Chief Information Officer Project Department: Information TechnologyOther Departments: None Fund FY 2026-27 Proposed FY 2027-28 FY 2028-29 FY 2029-30 FY 2030-31 Five-Year Total 410 - Information Technology 50,000 50,000 50,000 50,000 50,000 250,000Project Total 50,000 50,000 50,000 50,000 50,000 250,000
FIVE YEAR CIP PLAN - BY FUND
CIP No: 00348 MISCELLANEOUS TECHNOLOGY PROJECTS
DESCRIPTION
Provides for undertaking unforeseen technology-related projects that may be initiated bychanging priorities of client departments, City Council, or City Management during the courseof the fiscal year.
PROJECT INFORMATION
STATUS
In the upcoming year, this project will continue to serve as a flexible resource to support technology initiatives that arise outside of the standard capital planning cycle. Funding may be used to address urgent infrastructure needs, cybersecurity improvements, emerging operational requirements,or strategic technology initiatives identified by City leadership or departmental partners. The project will enable the City to maintain an agile approachto technology investments, ensuring that critical systems remain secure, modern, and capable of supporting evolving service delivery needs. Thisflexibility also supports the rapid implementation of innovative tools and solutions that enhance operational efficiency, improve digital services for thecommunity, and strengthen the overall resilience of the City’s technology environment. 66 Project Manager: Mandana Motahari, City Architect
Project Department: Public WorksOther Departments: None Fund FY 2026-27 Proposed FY 2027-28 FY 2028-29 FY 2029-30 FY 2030-31 Five-Year Total 405 - Capital Assets - - - 45,000 - 45,000810 - Parking Enterprise 650,000 650,000 150,000 150,000 150,000 1,750,000Project Total 650,000 650,000 150,000 195,000 150,000 1,795,000 Sub-CIP FY 2026-27 Proposed FY 2027-28 FY 2028-29 FY 2029-30 FY 2030-31 Five-Year Total 1959 S. La Cienega Blvd Site Improvements - - - 45,000 - 45,000 405 - Capital Assets Total - - - 45,000 - 45,000
FIVE YEAR CIP PLAN - BY SUB-CIP
FIVE YEAR CIP PLAN - BY FUND
CIP No: 00349 TENANT IMPROVEMENT PROGRAM
DESCRIPTION
This CIP allows for the accrual of funds for the capital improvement of tenant occupiedbuildings. The scope includes building infrastructure, shell and core upgrades, andimprovements to common areas. The CIP also provides for tenant improvement allowancereimbursements, as applicable.
PROJECT INFORMATION
STATUS
Building removal and conversion of the site to a new parking lot at 1959 S. La Cienega Blvd. has been completed. The work included construction of a surface parking lot with lighting, automatic gates, and landscaping. Miscellaneous common area upgrades were completed in FY 2025-26. Upgrade ofrestrooms at 439 N Cañon Dr. is scheduled to be completed in FY 2026-27. 67 Project Manager: Daren Grilley, Assistant Director of Public Works/City Engineer Project Department: Public WorksOther Departments: None Fund FY 2026-27 Proposed FY 2027-28 FY 2028-29 FY 2029-30 FY 2030-31 Five-Year Total 490 - Vehicle Replacement 350,000 100,000 100,000 175,000 100,000 825,000810 - Parking Enterprise 500,000 500,000 500,000 250,000 250,000 2,000,000Project Total 850,000 600,000 600,000 425,000 350,000 2,825,000
FIVE YEAR CIP PLAN - BY FUND
CIP No: 00355 ELECTRIC VEHICLE CHARGING INFRASTRUCTURE
DESCRIPTION
Provides required infrastructure for the electric vehicle (EV) charging for both City-owned andoperated public parking garages (Fund 130 and 810) as well as the City fleet (Fund 490). Thisproject includes increasing inventory (i.e., adding new charging stations) and installing heavyduty direct current (DC) fast chargers for the City fleet. The City EV Chargers (level 2) currentlyin parking facilities supporting the public and in locations specifically supporting the City’s fleetwill require replacement based on their service life, manufacturer support, contractualagreements, as well as required upgrades to meet the evolving models of hybrid vehicles andBattery Electric Vehicles (BEV) on the market. The additional scope of work includes update toelectric infrastructure, signage, and parking space designation. Increasing the City’s EVcharging stations supports the City’s climate action goals and also meets mandates from theCalifornia Air Resources Board (CARB) relative to fleet vehicles and equipment.
PROJECT INFORMATION
STATUS
Fleet Services continued to install fleet-specific charging stations at the Library and Police Department parking structures in FY 2025-26. Fleet Servicesis projected to start installation of heavy-duty DC fast-charging stations at the Public Works campus in FY 2026-27 to support future EV purchases andsatisfy CARB mandates. The electrical infrastructure in all City-owned and operated garages is being assessed in order to plan for the addition of new publicly accessible EV chargers.
68 Project Manager: Robert Welch, Utilities General Manager Project Department: Public WorksOther Departments: None Fund FY 2026-27 Proposed FY 2027-28 FY 2028-29 FY 2029-30 FY 2030-31 Five-Year Total 800 - Water Enterprise 4,250,000 4,500,000 4,500,000 4,000,000 4,000,000 21,250,000Project Total 4,250,000 4,500,000 4,500,000 4,000,000 4,000,000 21,250,000
FIVE YEAR CIP PLAN - BY FUND
CIP No: 00387 WATER MAIN AND HYDRANT REPLACEMENT
STATUS
Over 10,000 linear feet of new earthquake resistant ductile iron pipe has been installed in the eastern area of the Flats within the City limits. Anotherapproximately 14,000 linear feet of pipelines throughout the City’s water service area have been designed for replacement with construction biddingto begin in FY 2026-27.
DESCRIPTION
This project involves the replacement, rehabilitation, and upgrade of aging waterinfrastructure, including undersized, deteriorated, or outdated water mains, valves, hydrants,and associated appurtenances. The objective is to enhance the overall reliability and capacityof the water distribution system. The scope includes the strategic upgrade of criticalcomponents in accordance with the Integrated Water Resources Master Plan (IWRMP),ensuring that the water system is optimized to meet current and future demands, improveoperational efficiency, and provide a resilient, sustainable water supply to the community.Additionally, the project will address any deficiencies in water flow, pressure, and accessibility,while minimizing service interruptions and enhancing system longevity.
PROJECT INFORMATION
69 Project Manager: Robert Welch, Utilities General Manager Project Department: Public WorksOther Departments: None Fund FY 2026-27 Proposed FY 2027-28 FY 2028-29 FY 2029-30 FY 2030-31 Five-Year Total 800 - Water Enterprise 250,000 250,000 250,000 325,000 75,000 1,150,000840 - Wastewater Enterprise 500,000 - - - - 500,000Project Total 750,000 250,000 250,000 325,000 75,000 1,650,000
FIVE YEAR CIP PLAN - BY FUND
CIP No: 00397 WATER MASTER PLAN
DESCRIPTION
Update the water hydraulic model and Water Master Plan as part of the Integrated WaterResources Master Plan (IWRMP). The IWRMP was most recently completed in 2021 and isperiodically updated based on the City's water infrastructure needs. In addition, the UrbanWater Management Plan (UWMP) is a requirement from the California Department of WaterResources and is updated every five years.
PROJECT INFORMATION
STATUS
The water hydraulic model and the Water Master Plan were updated and completed as part of the Integrated Water Resources Master Plan in 2021.
The 2025 UWMP is in the process of being updated with anticipated adoption of the 2025 UWMP on or before July 1, 2026. An update to the IWRMPis planned to be completed in FY 2026-27. 70 Project Manager: Stephanie Harris, Director of Community Services Project Department: Community ServicesOther Departments: Public Works Fund FY 2026-27 Proposed FY 2027-28 FY 2028-29 FY 2029-30 FY 2030-31 Five-Year Total 160 - Parks and Recreation Facilities 1,381,000 200,000 300,000 250,000 5,800,000 7,931,000405 - Capital Assets 100,000 100,000 100,000 100,000 100,000 500,000Project Total 1,481,000 300,000 400,000 350,000 5,900,000 8,431,000
FIVE YEAR CIP PLAN - BY FUND
CIP No: 00442 GREYSTONE PARK IMPROVEMENTS
DESCRIPTION
Provides for various restoration and maintenance projects at the property including but notlimited to restoration of various rooms in the mansion involving interior finishes such aspainting and woodwork restoration, as well as ongoing care and maintenance of the historicfabric of the mansion, outbuildings, and the park. The goal is to improve the public experienceat the park and inside the buildings. This project also provides for ongoing maintenanceincluding upgrades to the infrastructure and waterproofing throughout the property.
PROJECT INFORMATION
STATUS
Continued restoration and maintenance of Greystone is based on priorities identified in the historic analysis for the mansion. Evaluation is ongoing ofconditions and restoration priorities of the mansion, historic structures, and grounds. Assessments of degrading materials and seismic analysis at lower Greystone are in progress. An investigation of the existing storm drain system in the southwest portion of the property has been completed and the design to replace portions of the storm drain system is in progress. In FY 2025-26, restoration of the pool house was completed and involved major waterproofing measures and restoration of the interior spaces, as well as completion of construction of a small stone veneer wall (non-historic)on the west side of the parking lot. The repair of the circular fountain plumbing system and restoration of the fountain is underway and anticipated to be completed by spring 2027. Repair projects addressing weathering, stabilization of historic materials, visitor safety, and conservation to avoid theneed for future restoration is ongoing. 71 Sub-CIP FY 2026-27 Proposed FY 2027-28 FY 2028-29 FY 2029-30 FY 2030-31 Five-Year Total Mansion Bowling Alley Restoration - - - - 3,000,000 3,000,000 Greystone South Slope/Tiny Forest Reforestation - - - - 1,150,000 1,150,000 Cypress Lane Fountain Restoration 525,000 - - - 500,000 1,025,000 Greystone Fire/Life/Safety - Implementation of FireAlarm System 150,000 150,000 200,000 200,000 200,000 900,000 Mansion Woodwork Restoration - - - - 750,000 750,000
Lower Greystone Access Road Reconstruction 706,000 - - - - 706,000 Lower Greystone Greenhouse Rehabilitation - 50,000 100,000 50,000 200,000 400,000 160 - Parks and Recreation Facilities Total 1,381,000 200,000 300,000 250,000 5,800,000 7,931,000 Ongoing Repairs and Maintenance 100,000 100,000 100,000 100,000 100,000 500,000 405 - Capital Assets Total 100,000 100,000 100,000 100,000 100,000 500,000 CIP No: 00442 GREYSTONE PARK IMPROVEMENTS (Continued)
FIVE YEAR CIP PLAN - BY SUB-CIP
72 Project Manager: Stephanie Harris, Director of Community Services Project Department: Community ServicesOther Departments: Public Works Fund FY 2026-27 Proposed FY 2027-28 FY 2028-29 FY 2029-30 FY 2030-31 Five-Year Total 160 - Parks and Recreation Facilities 50,000 190,000 75,000 75,000 1,100,000 1,490,000Project Total 50,000 190,000 75,000 75,000 1,100,000 1,490,000 Sub-CIP FY 2026-27 Proposed FY 2027-28 FY 2028-29 FY 2029-30 FY 2030-31 Five-Year Total Tennis Center Resurfacing / Conversion to Pickleball Courts (resurfacing and restriping) - - - - 600,000 600,000 Tennis Center Renovations - - - - 400,000 400,000
Ongoing Site Renewal and Improvements 50,000 65,000 75,000 75,000 100,000 365,000 LED Lighting - 125,000 - - - 125,000
160 - Parks and Recreation Facilities Total 50,000 190,000 75,000 75,000 1,100,000 1,490,000
FIVE YEAR CIP PLAN - BY SUB-CIP
FIVE YEAR CIP PLAN - BY FUND
CIP No: 00483 TENNIS COURTS AND SITE ENHANCEMENTS
DESCRIPTION
This project provides ongoing funding for maintenance and improvements of tennis andpickleball courts in future years. All twenty of the City’s public courts (sixteen at La Cienegaand four at Roxbury) are resurfaced on a regular cycle (approximately every five years) toprovide a safe playing surface. Additional site improvements such as the replacement of nets,windscreens, and LED lighting also occur as equipment reaches product life expectancy.
PROJECT INFORMATION
STATUS
Project provides ongoing funding for renewal and improvements of tennis and pickleball courts in future years. All courts were resurfaced and restriped with 4 courts converted to permanent pickleball courts (16) in FY 2025-26. Maintenance and replacement of nets will be ongoing for future years, funded in the operating budget.
73 Project Manager: Stephanie Harris, Director of Community Services Project Department: Community ServicesOther Departments: Public Works Fund FY 2026-27 Proposed FY 2027-28 FY 2028-29 FY 2029-30 FY 2030-31 Five-Year Total 160 - Parks and Recreation Facilities 50,000 65,000 70,000 75,000 75,000 335,000600 - Infrastructure 6,000,000 - - - - 6,000,000Project Total 6,050,000 65,000 70,000 75,000 75,000 6,335,000 Sub-CIP FY 2026-27 Proposed FY 2027-28 FY 2028-29 FY 2029-30 FY 2030-31 Five-Year Total Park Improvements and Rehabilitation 50,000 65,000 70,000 75,000 75,000 335,000 160 - Parks and Recreation Facilities Total 50,000 65,000 70,000 75,000 75,000 335,000 Lily Pond Perimeter Security 6,000,000 - - - - 6,000,000 600 - Infrastructure Total 6,000,000 - - - - 6,000,000
FIVE YEAR CIP PLAN - BY SUB-CIP
FIVE YEAR CIP PLAN - BY FUND
CIP No: 00485 BEVERLY GARDENS PARK
DESCRIPTION
Ongoing maintenance of all 23 blocks associated with this linear park, including landscapingand restoration of historical features where possible.
PROJECT INFORMATION
STATUS
Project provides funding for ongoing rehabilitation and upgrades to landscaping, signage, and site furnishings. Design and construction of safety barriers at the perimeter of Lily Pond Block is scheduled to be completed in FY 2026-27. 74 Project Manager: Stephanie Harris, Director of Community Services Project Department: Community ServicesOther Departments: Public Works Fund FY 2026-27 Proposed FY 2027-28 FY 2028-29 FY 2029-30 FY 2030-31 Five-Year Total 180 - Fine Art 80,000 147,000 101,000 107,000 112,000 547,000Project Total 80,000 147,000 101,000 107,000 112,000 547,000
FIVE YEAR CIP PLAN - BY FUND
CIP No: 00568 FINE ART
DESCRIPTION
To acquire, install, and maintain fine art pieces using anticipated in-lieu funds received by theCity under the Fine Art Ordinance.
PROJECT INFORMATION
STATUS
The acquisition of Trinity by Judy Chicago received conditional approval from City Council pending contractual terms. Installation should take place in FY 2026-27. Restoration and relocation of Carol Bove’s artwork is still under consideration. The refabrication of the Hymn of Life: Tulips artwork by artist Yayoi Kusama has been completed. The City’s Fine Art Collection will be on a continuous cleaning and maintenance schedule. 75 Project Manager: Gregory Barton, Fire Chief
Project Department: Fire DepartmentOther Departments: Public Works Fund FY 2026-27 Proposed FY 2027-28 FY 2028-29 FY 2029-30 FY 2030-31 Five-Year Total 405 - Capital Assets - - 450,000 - - 450,000Project Total - - 450,000 - - 450,000 Sub-CIP FY 2026-27 Proposed FY 2027-28 FY 2028-29 FY 2029-30 FY 2030-31 Five-Year Total Ongoing Repairs and Maintenance / Miscellaneous - - 450,000 - - 450,000 405 - Capital Assets Total - - 450,000 - - 450,000
FIVE YEAR CIP PLAN - BY SUB-CIP
FIVE YEAR CIP PLAN - BY FUND
CIP No: 00585 FIRE HEADQUARTERS - MAINTENANCE AND IMPROVEMENT
DESCRIPTION
Fire Headquarters is 37 years old. As-needed renovation and improvement of the facilities arenecessary due to its high occupancy and 24-hour/7-day per week utilization, factoring the ageof the building. Improvements are ongoing as projects are identified and prioritized.
PROJECT INFORMATION
STATUS
The ventilation system upgrade, including installation of the new carbon monoxide monitoring system have been completed. Project identified to be completed in FY 2026-27 is water intrusion mitigation which entails roofing repair and waterproofing at various areas of the station. 76 Project Manager: Greg Barton, Fire Chief
Project Department: Fire DepartmentOther Departments: Public Works Fund FY 2026-27 Proposed FY 2027-28 FY 2028-29 FY 2029-30 FY 2030-31 Five-Year Total 405 - Capital Assets - - - 150,000 - 150,000Project Total - - - 150,000 - 150,000 Sub-CIP FY 2026-27 Proposed FY 2027-28 FY 2028-29 FY 2029-30 FY 2030-31 Five-Year Total FS-2 Expansion for New Bedrooms - - - 150,000 - 150,000 405 - Capital Assets Total - - - 150,000 - 150,000
FIVE YEAR CIP PLAN - BY SUB-CIP
FIVE YEAR CIP PLAN - BY FUND
CIP No: 00586 FIRE STATION 2 - MAINTENANCE AND IMPROVEMENT
DESCRIPTION
Fire Station 2 is 43 years old. With its 24-hour/7-day per week usage, factoring the age of thebuilding and its high occupancy; ongoing maintenance, repairs and upgrades are essential.Renovations for this station include ventilation and sewage system upgrades.
PROJECT INFORMATION
STATUS
FY 2026-27 projects include facility expansion to accomodate new bedrooms, with construction anticipated to begin in Fall 2026. Improvement to apparatus area ventilation system and installation of a new carbon monoxide monitoring system was completed in FY 2025-26. 77 Project Manager: Greg Barton, Fire Chief
Project Department: Fire DepartmentOther Departments: Public Works Fund FY 2026-27 Proposed FY 2027-28 FY 2028-29 FY 2029-30 FY 2030-31 Five-Year Total 405 - Capital Assets - - 175,000 75,000 - 250,000Project Total - - 175,000 75,000 - 250,000 Sub-CIP FY 2026-27 Proposed FY 2027-28 FY 2028-29 FY 2029-30 FY 2030-31 Five-Year Total FS-3 Remodel - - 175,000 75,000 - 250,000
405 - Capital Assets Total - - 175,000 75,000 - 250,000
FIVE YEAR CIP PLAN - BY SUB-CIP
FIVE YEAR CIP PLAN - BY FUND
CIP No: 00587 FIRE STATION 3 - MAINTENANCE AND IMPROVEMENT
DESCRIPTION
Fire Station 3 is 54 years old. Due to its 24-hour/7-day per week utilization, coupled with highoccupancy and age of the building, as-needed renovations and station improvements are anecessity.
PROJECT INFORMATION
STATUS
Improvements to apparatus area ventilation system and the installation of a new carbon monoxide monitoring system were completed in FY 2025-26.
Upgrade of emergency power recircuiting is scheduled to be completed in FY 2026-27. 78 Project Manager: Greg Barton, Fire Chief
Project Department: Fire DepartmentOther Departments: Public Works Fund FY 2026-27 Proposed FY 2027-28 FY 2028-29 FY 2029-30 FY 2030-31 Five-Year Total 405 - Capital Assets 25,000 25,000 25,000 25,000 25,000 125,000Project Total 25,000 25,000 25,000 25,000 25,000 125,000 Sub-CIP FY 2026-27 Proposed FY 2027-28 FY 2028-29 FY 2029-30 FY 2030-31 Five-Year Total Ongoing Repairs and Maintenance 25,000 25,000 25,000 25,000 25,000 125,000 405 - Capital Assets Total 25,000 25,000 25,000 25,000 25,000 125,000
FIVE YEAR CIP PLAN - BY SUB-CIP
FIVE YEAR CIP PLAN - BY FUND
CIP No: 00589 FIRE STATION APPARATUS DOORS
DESCRIPTION
All three fire stations’ apparatus doors are 5 years old. This project addresses required safetymaintenance and necessary upgrades to always ensure reliable performance.
PROJECT INFORMATION
STATUS
This project provides funding for ongoing maintenance of these regularly utilized apparatus doors. The apparatus doors were replaced in all three Fire Stations in August 2020.
79 Project Manager: Daren Grilley, Assistant Director of Public Works/City Engineer Project Department: Public WorksOther Departments: None Fund FY 2026-27 Proposed FY 2027-28 FY 2028-29 FY 2029-30 FY 2030-31 Five-Year Total 600 - Infrastructure 1,575,000 2,575,000 2,575,000 2,575,000 3,575,000 12,875,000Project Total 1,575,000 2,575,000 2,575,000 2,575,000 3,575,000 12,875,000 CIP No: 00630 STREET LIGHT AND SIGNAL POLE REPLACEMENT
STATUS
Damaged decorative street light poles on North Santa Monica Boulevard have been replaced during FY 2025-26. This is an ongoing program to replacedamaged, deteriorated, and obsolete poles. Future projects include ongoing replacement of deteriorating Urban Design poles in the business triangleand replacing aging and obsolete poles along the South Santa Monica corridor as well as the Olympic Boulevard corridor.
FIVE YEAR CIP PLAN - BY FUND
DESCRIPTION
The Street Light and Signal Pole Replacement program replaces poles that are eitherirreparably damaged, functionally obsolete, or approaching the end of their useful lifespan.This program is dedicated to the systematic replacement of these critical infrastructureelements, ensuring the continued reliability and safety of our urban lighting and traffic signalsystems. This program maintains safety, functional, and aesthetic standards.
PROJECT INFORMATION
80 Sub-CIP FY 2026-27 Proposed FY 2027-28 FY 2028-29 FY 2029-30 FY 2030-31 Five-Year Total Urban Design Pole Replacement (Triangle) 1,500,000 1,500,000 1,500,000 1,500,000 1,500,000 7,500,000 Obsolete Signal Pole Replacement - South Santa Monica Blvd corridor - 1,000,000 1,000,000 1,000,000 1,000,000 4,000,000 Obsolete Signal Pole Replacement - Olympic Blvd corridor - - - - 1,000,000 1,000,000 Ongoing Citywide Pole Replacement (non-corridor; non-Triangle) 75,000 75,000 75,000 75,000 75,000 375,000 600 - Infrastructure Total 1,575,000 2,575,000 2,575,000 2,575,000 3,575,000 12,875,000
FIVE YEAR CIP PLAN - BY SUB-CIP
CIP No: 00630 STREET LIGHT AND SIGNAL POLE REPLACEMENT (Continued) 81 Project Manager: Daren Grilley, Assistant Director of Public Works/City Engineer Project Department: Policy and ManagementOther Departments: Public Works Fund FY 2026-27 Proposed FY 2027-28 FY 2028-29 FY 2029-30 FY 2030-31 Five-Year Total 600 - Infrastructure 1,629,000 1,834,000 1,469,000 1,626,000 1,341,000 7,899,000Project Total 1,629,000 1,834,000 1,469,000 1,626,000 1,341,000 7,899,000
FIVE YEAR CIP PLAN - BY FUND
CIP No: 00635 CITYWIDE LIGHTING AND DÉCOR
STATUS
This is an ongoing annual Citywide initiative to maintain and replace decorative lighting elements and sound systems throughout the City’s commercial corridors.
DESCRIPTION
Provides funding for an annual program to install, maintain, store, and replace decorations,lighting, sound systems, and other enhancements in the Business Districts around the City.
PROJECT INFORMATION
82 Sub-CIP FY 2026-27 Proposed FY 2027-28 FY 2028-29 FY 2029-30 FY 2030-31 Five-Year Total Year-Round Twinkle Lights Replacement andMaintenance 320,000 320,000 320,000 320,000 320,000 1,600,000 Beverly Cañon Gardens 225,000 410,000 210,000 210,000 410,000 1,465,000 Wilshire Spans 125,000 125,000 125,000 600,000 125,000 1,100,000 South Beverly Canopy Spheres 125,000 125,000 125,000 125,000 125,000 625,000 North Beverly Spans 200,000 200,000 200,000 - - 600,000 Santa and Reindeer Display 75,000 75,000 75,000 75,000 75,000 375,000 Beverly Gardens Park – Lily Pond 165,000 165,000 - - - 330,000 Brighton Spans 60,000 60,000 60,000 60,000 60,000 300,000 Garland and Bows (S. Santa Monica Blvd., Brighton, Dayton) 58,000 58,000 58,000 58,000 58,000 290,000 Gobos and City Hall Lighting 65,000 40,000 40,000 40,000 40,000 225,000 Beverly Gardens Park – Menorah and Tree 35,000 80,000 35,000 35,000 35,000 220,000 Background Audio 73,000 73,000 73,000 - - 219,000
Banners 30,000 30,000 75,000 30,000 30,000 195,000
Robertson Blvd Pole Mounts and Garland 35,000 35,000 35,000 35,000 35,000 175,000 Snowflakes on S. Santa Monica Blvd. 28,000 28,000 28,000 28,000 28,000 140,000 N. Cañon Spans 10,000 10,000 10,000 10,000 - 40,000 600 - Infrastructure Total 1,629,000 1,834,000 1,469,000 1,626,000 1,341,000 7,899,000 CIP No: 00635 CITYWIDE LIGHTING AND DÉCOR (Continued)
FIVE YEAR CIP PLAN - BY SUB-CIP
83 Project Manager: Ryan Gohlich, Assistant City Manager Project Department: Policy and ManagementOther Departments: None Fund FY 2026-27 Proposed FY 2027-28 FY 2028-29 FY 2029-30 FY 2030-31 Five-Year Total 405 - Capital Assets 4,690,000 - - - 2,269,000 6,959,000Project Total 4,690,000 - - - 2,269,000 6,959,000 Sub-CIP FY 2026-27 Proposed FY 2027-28 FY 2028-29 FY 2029-30 FY 2030-31 Five-Year Total Purchase of 9393-9385 Wilshire Blvd. 4,690,000 - - - - 4,690,000 Earmark for Open Space Acquisition - - - - 2,269,000 2,269,000 405 - Capital Assets Total 4,690,000 - - - 2,269,000 6,959,000
FIVE YEAR CIP PLAN - BY SUB-CIP
FIVE YEAR CIP PLAN - BY FUND
CIP No: 00647 LAND ACQUISITION
DESCRIPTION
The City has goals to acquire property in key areas, primarily for the development of publicparking, affordable housing, water infrastructure, and/or open space.
PROJECT INFORMATION
STATUS
As of April 2026, the City is in escrow to acquire 401 South Robertson Blvd. and is considering whether to also purchase other contiguous property.
The City also continues to search for future water well sites along South La Cienega Boulevard in Los Angeles. Staff routinely examines opportunities for property within Beverly Hills for strategic purposes. 84 Project Manager: Mandana Motahari, City Architect
Project Departments: Public WorksOther Departments: Community Development, City Clerk’s Office, and Human Resources Fund FY 2026-27 Proposed FY 2027-28 FY 2028-29 FY 2029-30 FY 2030-31 Five-Year Total 405 - Capital Assets - 125,000 1,500,000 - - 1,625,000Project Total - 125,000 1,500,000 - - 1,625,000 Sub-CIP FY 2026-27 Proposed FY 2027-28 FY 2028-29 FY 2029-30 FY 2030-31 Five-Year Total Community Development Remodel - Building and Safety Division - - 150,000 - - 150,000 Community Development Remodel - Common Area Improvements - 125,000 950,000 - - 1,075,000 Human Resources Training Room Remodel - - 400,000 - - 400,000 405 - Capital Assets Total - 125,000 1,500,000 - - 1,625,000
FIVE YEAR CIP PLAN - BY SUB-CIP
FIVE YEAR CIP PLAN - BY FUND
CIP No: 00650 OFFICE RECONFIGURATION AND FURNITURE REPLACEMENT DESCRIPTION Reconfiguration of the existing office area of the Community Development and City Clerk’sOffice to accommodate additional office spaces for new staff. This will also include theprocurement of office furniture for these office spaces.
PROJECT INFORMATION
STATUS
Remodel of existing office spaces for Planning, Rent Stabilization, Administration, and Executive staff as well as improvements to existing kitchenetteand common workspace areas was completed in FY 2025-26. Design for expanded secured file room at City Clerk’s office was completed in FY 2025-26; construction is scheduled to be completed in FY 2026-27. 85 Project Manager: Robert Welch, Utilities General Manager Project Department: Public WorksOther Departments: Finance Fund FY 2026-27 Proposed FY 2027-28 FY 2028-29 FY 2029-30 FY 2030-31 Five-Year Total 800 - Water Enterprise 1,473,000 1,473,000 500,000 500,000 500,000 4,446,000840 - Wastewater Enterprise 4,260,000 4,260,000 - - - 8,520,000Project Total 5,733,000 5,733,000 500,000 500,000 500,000 12,966,000
FIVE YEAR CIP PLAN - BY FUND
CIP No: 00669 WATER METER REPLACEMENT
DESCRIPTION
Water meters typically require replacement every ten years to ensure accurate measurementand efficient operation. This program will complete the next installation of water meters,replacing the City’s aging water meters with new meters equipped with Advanced MeteringInfrastructure (AMI) technology.
PROJECT INFORMATION
STATUS
This project will be conducted in several phases (planning, deployment, and construction) with the help of the City’s consultant Owner's representative. City staff and the Owner’s representative have selected an AMI vendor via an extensive RFP process. The selected firm is conducting a site survey of existing meter and meter box conditions prior to the planning and design of the selected AMI system. The construction is anticipated to begin in FY 2026-27. This project is a multi-year project and should be completed within five years. The AMI project is included in the Strategic Priorities, Goals, and Workplans.
86 Project Manager: Robert Welch, Utilities General Manager Project Department: Public WorksOther Departments: None Fund FY 2026-27 Proposed FY 2027-28 FY 2028-29 FY 2029-30 FY 2030-31 Five-Year Total 801 - Water Capacity Fee 1,730,000 1,580,000 780,000 - - 4,090,000Project Total 1,730,000 1,580,000 780,000 - - 4,090,000
FIVE YEAR CIP PLAN - BY FUND
CIP No: 00681 SYSTEMWIDE WATER CAPACITY UPGRADES
STATUS
Reservoir Management Systems (RMS) construction, installation, and testing have been completed at the City’s three largest reservoirs. The RMSs areonline and have been permitted by the Division of Drinking Water (DDW). The RMS will enhance operational storage and emergency resiliency in thethree largest existing reservoirs in the event of an emergency.
DESCRIPTION
This ongoing project focuses on the comprehensive upgrade and modernization of the City'swater infrastructure, including pipelines, pump stations, reservoirs, and other critical assets.The project is designed to proactively address the anticipated increase in water demand drivenby new development and redevelopment within the City. By enhancing key components of thewater distribution system, this effort ensures long-term reliability, improved capacity, andresilience, while also supporting sustainable growth. Upgrades will incorporate state-of-the-arttechnologies and best practices to optimize system performance, minimize service disruptions,and safeguard water quality, ultimately creating a robust infrastructure that meets bothpresent and future community needs.
PROJECT INFORMATION
87 Project Manager: Mandana Motahari, City Architect
Project Department: Public WorksOther Departments: None Fund FY 2026-27 Proposed FY 2027-28 FY 2028-29 FY 2029-30 FY 2030-31 Five-Year Total 405 - Capital Assets 250,000 275,000 300,000 325,000 350,000 1,500,000810 - Parking Enterprise 500,000 300,000 300,000 300,000 300,000 1,700,000Project Total 750,000 575,000 600,000 625,000 650,000 3,200,000 Sub-CIP FY 2026-27 Proposed FY 2027-28 FY 2028-29 FY 2029-30 FY 2030-31 Five-Year Total Ongoing Repairs and Maintenance 250,000 275,000 300,000 325,000 350,000 1,500,000 405 - Capital Assets Total 250,000 275,000 300,000 325,000 350,000 1,500,000
FIVE YEAR CIP PLAN - BY SUB-CIP
CIP No: 00713 REPAINT CITY BUILDINGS
STATUS
Painting at the 241 N. Cañon Drive/242 N. Beverly Drive parking structure was completed in FY 2025-26. Painting at the 450 N. Rexford Drive parkingstructure and the Civic Center arcade is scheduled to begin in FY 2026-27.
FIVE YEAR CIP PLAN - BY FUND
DESCRIPTION
PROJECT INFORMATION
Ongoing painting maintenance of City-occupied and tenant-occupied City buildings. 88 Project Manager: Daren Grilley, Assistant Director of Public Works/City Engineer Project Department: Public WorksOther Departments: None Fund FY 2026-27 Proposed FY 2027-28 FY 2028-29 FY 2029-30 FY 2030-31 Five-Year Total 330 - Measure R Local Transit 200,000 - - - - 200,000600 - Infrastructure 1,300,000 1,475,000 550,000 400,000 450,000 4,175,000Project Total 1,500,000 1,475,000 550,000 400,000 450,000 4,375,000
FIVE YEAR CIP PLAN - BY FUND
CIP No: 00720 WILSHIRE BLVD SUBWAY STREETSCAPE
DESCRIPTION
Streetscape enhancements along both Wilshire Blvd. and La Cienega Blvd. near subwaystations to include active transportation facilities like curb extensions, streetscape amenitieslike pedestrian scale lighting, and drop-off zone enhancements in accordance with City Councilapproved streetscape standards.
PROJECT INFORMATION
STATUS
This project remains ongoing as construction of the Metro D Line Extension subway stations within the City advance toward completion. Design continues for a pedestrian signal at Wilshire/Le Doux near the Wilshire/La Cienega station. In coordination with LA Metro, design and implementationplanning for pedestrian improvements at Wilshire/Reeves, Wilshire/Cañon, and Wilshire/Beverly near the Beverly Drive station will continue through FY 2026-27 to support station access, pedestrian safety, and anticipated increases in transit activity. 89 Sub-CIP FY 2026-27 Proposed FY 2027-28 FY 2028-29 FY 2029-30 FY 2030-31 Five-Year Total La Cienega Park Midblock Pedestrian Signal 1,300,000 - - - - 1,300,000 Streetscape Furniture - 200,000 200,000 200,000 250,000 850,000 Pedestrian Scale Safety Lighting - 200,000 200,000 200,000 200,000 800,000 Wilshire/Reeves Pedestrian Signal - 500,000 - - - 500,000 Wilshire/Le Doux Pedestrian Signal - 400,000 - - - 400,000 Wilshire/Beverly Intersection Improvements - 175,000 150,000 - - 325,000 600 - Infrastructure Total 1,300,000 1,475,000 550,000 400,000 450,000 4,175,000
FIVE YEAR CIP PLAN - BY SUB-CIP
CIP No: 00720 WILSHIRE BLVD SUBWAY STREETSCAPE (Continued) 90 Project Manager: Daren Grilley, Assistant Director of Public Works/City Engineer Project Department: Public WorksOther Departments: None Fund FY 2026-27 Proposed FY 2027-28 FY 2028-29 FY 2029-30 FY 2030-31 Five-Year Total 600 - Infrastructure - - - 500,000 10,000,000 10,500,000Project Total - - - 500,000 10,000,000 10,500,000 Sub-CIP FY 2026-27 Proposed FY 2027-28 FY 2028-29 FY 2029-30 FY 2030-31 Five-Year Total South Santa Monica Blvd. Streetscape Improvements - - - 500,000 10,000,000 10,500,000 600 - Infrastructure Total - - - 500,000 10,000,000 10,500,000
FIVE YEAR CIP PLAN - BY SUB-CIP
FIVE YEAR CIP PLAN - BY FUND
CIP No: 00740 STREETSCAPE IMPROVEMENTS
DESCRIPTION
This program will design and construct street and sidewalk improvements to enhance allelements of certain commercial streets. Studies and extensive community outreach will beconducted to develop design alternatives, evaluate recommended and desired changes totravel lane configurations, on-street parking, sidewalks, business access, street trees andlandscaping, roadway and pedestrian scale lighting, storm water drainage and water quality.South Santa Monica Boulevard and South Beverly Drive have been identified for futurestreetscape improvement projects.
PROJECT INFORMATION
STATUS
Study and design of South Santa Monica Boulevard is anticipated to begin in FY 2029-30 and construction to begin the subsequent year. Study and design of South Beverly Drive will follow.
91 Project Manager: Michael Hensley, Deputy Director of Public Works/Operations Project Department: Public WorksOther Departments: None Fund FY 2026-27 Proposed FY 2027-28 FY 2028-29 FY 2029-30 FY 2030-31 Five-Year Total 405 - Capital Assets 125,000 - - - - 125,000Project Total 125,000 - - - - 125,000 Sub-CIP FY 2026-27 Proposed FY 2027-28 FY 2028-29 FY 2029-30 FY 2030-31 Five-Year Total Implementation of New Electronic Key Control System 125,000 - - - - 125,000 405 - Capital Assets Total 125,000 - - - - 125,000
FIVE YEAR CIP PLAN - BY SUB-CIP
FIVE YEAR CIP PLAN - BY FUND
CIP No: 00781 SECURITY SYSTEM UPGRADE DESCRIPTION
This project reviews the remaining access points throughout the City that still require aphysical key to gain entry. Inventory will be gathered to determine the best method ofsecuring these access points, including changing the locks, issuance of a physical key,installation of a key control system or migration to the key card security system.
PROJECT INFORMATION
STATUS
In FY 2025-26, Facilities Services continued to work on a new electronic key control system, identifying keying requirements for certain secure areasand replacing locks/keys, as needed. Implementation of the new electronic key control system will continue into FY 2026-27. In addition to the keycontrol system, Architectural Services will continue to upgrade key card systems during remodels of staff and public facing spaces in FY 2026-27. 92 Project Manager: Daren Grilley, Assistant Director of Public Works/City Engineer Project Department: Public WorksOther Departments: Finance, Information Technology, Police Department Fund FY 2026-27 Proposed FY 2027-28 FY 2028-29 FY 2029-30 FY 2030-31 Five-Year Total 810 - Parking Enterprise 275,000 275,000 275,000 100,000 150,000 1,075,000Project Total 275,000 275,000 275,000 100,000 150,000 1,075,000
FIVE YEAR CIP PLAN - BY FUND
CIP No: 00785 PARKING REVENUE CONTROL SYSTEM UPGRADE
DESCRIPTION
As-needed improvements to the Parking Access and Revenue Control Systems (PARCS) thatoperate the City-owned parking garages. Integration of mobile payment application withPARCS for increased customer convenience.
PROJECT INFORMATION
STATUS
Funding will be used to replace major components of the system damaged during operations, component upgrades, and integration with mobile payment.
93 Project Manager: Daren Grilley, Assistant Director of Public Works/City Engineer Project Department: Public WorksOther Departments: Information Technology, Police Department Fund FY 2026-27 Proposed FY 2027-28 FY 2028-29 FY 2029-30 FY 2030-31 Five-Year Total 810 - Parking Enterprise 1,500,000 1,500,000 1,500,000 1,500,000 1,500,000 7,500,000Project Total 1,500,000 1,500,000 1,500,000 1,500,000 1,500,000 7,500,000
FIVE YEAR CIP PLAN - BY FUND
CIP No: 00786 PARKING PROGRAM UPGRADES AND IMPROVEMENTS
DESCRIPTION
Projects under this program represent recommended capital maintenance and improvementsfor the City’s parking facilities to address needed upgrades, including parking guidance systemsoftware and equipment to communicate real-time occupancy and on-street and off-streetstatic and dynamic signage and communication technology, along with communicationtechnology through various platforms.
PROJECT INFORMATION
STATUS
Wayfinding signage design and installation for 450 N. Rexford Dr., and the 241 N. Cañon Dr. parking structure is due to be completed in FY 2026-27.Seismic assessments for 216 S. Beverly Dr., 9510 Brighton Way, 461 N. Bedford Dr., and 333 N. Crescent Dr. were completed in FY 2023-24. Phase 1 (ground floor) construction of the seismic upgrade at 440 N. Camden Dr. was completed in FY 2023-24; Phase 2 (floor 2-4) of the seismic upgrade isscheduled to be implemented in FY 2026-27. Preparation of seismic upgrade construction documents for the 9510 Brighton Way parking structure was completed in January 2025. Seismic upgrade designs for 461 N. Bedford Dr. were completed in FY 2025-26; construction is scheduled to be completedby December 2026. A need for additional CCTVs at the five parking structures with interim CCTV is being evaluated. Conceptual design studies forfaçade improvements at 9510 Brighton Way, 461 N. Bedford Dr., and 216 S. Beverly Dr. were completed in FY 2024-25. Due to costly construction estimates, this project has been down scoped to focus on the 461 N. Bedford Dr. and 216 S. Beverly Dr. structures to further develop design. Lighting upgrade at the 321 S. La Cienega parking structure was completed in FY 2025-26. This was a pilot program and lighting improvements will beimplemented incrementally in future years. 94 Project Manager: Robert Welch, Utilities General Manager Project Department: Public WorksOther Departments: None Fund FY 2026-27 Proposed FY 2027-28 FY 2028-29 FY 2029-30 FY 2030-31 Five-Year Total 800 - Water Enterprise 750,000 750,000 1,500,000 2,000,000 3,250,000 8,250,000Project Total 750,000 750,000 1,500,000 2,000,000 3,250,000 8,250,000
FIVE YEAR CIP PLAN - BY FUND
CIP No: 00795 WATER TREATMENT PLANT REPLACEMENT AND REPAIR
DESCRIPTION
The project funds ongoing upgrades for the water treatment plant including operation andmaintenance, optimization studies, pilot tests, operation of the pre-treatment system, andongoing upgrades of water treatment subsystems and the existing wells that feed the watertreatment plant.
PROJECT INFORMATION
STATUS
The Water Treatment Plant (WTP) has been online since April 2022 with receipt by the City of a permit amendment for its new La Cienega Well – 1 (LCW-1) in the La Brea subarea and existing Hollywood wells producing treated local supplies that reduce the City’s reliance on imported water. The WTP is continuously being maintained and upgraded to optimize WTP equipment, processes, and instrumentation to ensure treated groundwatersupplies exceed stringent regulatory requirements. Future planned studies are anticipated to include energy efficiency, process, and equipment(membrane systems) optimization. Major upgrades include increasing the WTP capacity from 3 million gallons per day (mgd) to 5 mgd, thereby maximizing the capability of the WTP as currently designed. 95 Project Manager: Robert Welch, Utilities General Manager Project Department: Public WorksOther Departments: None Fund FY 2026-27 Proposed FY 2027-28 FY 2028-29 FY 2029-30 FY 2030-31 Five-Year Total 800 - Water Enterprise 3,900,000 700,000 700,000 700,000 250,000 6,250,000Project Total 3,900,000 700,000 700,000 700,000 250,000 6,250,000
FIVE YEAR CIP PLAN - BY FUND
CIP No: 00796 RESERVOIR REPLACEMENT AND PUMP STATION REHAB
DESCRIPTION
This project is for the replacement and upgrade of the City's reservoirs and pump stations. Theintent is to rehabilitate and/or upgrade one of the City's reservoirs, pump stations, andassociated appurtenances annually.
PROJECT INFORMATION
STATUS
The design of the Cabrillo pump station and forebay is in progress with construction anticipated to start in FY 2027-28. The project will provide additional pumping redundancy for Zone 8 and enhanced fire protection for Zone 9. The Cabrillo pump station and forebay project is included in the draft Strategic Priorities, Goals, and Workplans. The City is also planning to make various improvements to existing reservoirs and pump stationsincluding roofing, process piping, telemetry, and other site improvements. 96 Project Manager: Mandana Motahari, City Architect
Project Department: Public WorksOther Departments: None Fund FY 2026-27 Proposed FY 2027-28 FY 2028-29 FY 2029-30 FY 2030-31 Five-Year Total 405 - Capital Assets 4,050,000 4,100,000 3,700,000 3,750,000 2,350,000 17,950,000810 - Parking Enterprise 4,000,000 3,500,000 2,000,000 2,000,000 2,000,000 13,500,000Project Total 8,050,000 7,600,000 5,700,000 5,750,000 4,350,000 31,450,000
FIVE YEAR CIP PLAN - BY FUND
CIP No: 00811 MAJOR BUILDING SYSTEMS MAINTENANCE AND REPLACEMENT
DESCRIPTION
This program is ongoing and consists of multiple capital projects. This program provides forlong-term replacement or upgrade of major systems and components of City-owned buildingsincluding but not limited to HVAC, elevators, plumbing, and electrical systems.
PROJECT INFORMATION
STATUS
Replacement of chilled water pipes at Police Department facilities and City Hall (Council Priority WP 5.1.1) will be completed by the end of FY 2025-26.
The fire alarm upgrade at the Library building (WP 5.1.2) will be completed in fall 2026. HVAC replacement at the Data Center (WP 5.1.9) andreplacement of the automatic transfer switch (ATS) at the Library building will be completed in FY 2026-27. Design and installation of a new automatic transfer switch (ATS) at the main point of entry at the City Hall bridge for emergency power (WP 5.2.1) is scheduled to be completed by the end of FY2026-27. 97 Sub-CIP FY 2026-27 Proposed FY 2027-28 FY 2028-29 FY 2029-30 FY 2030-31 Five-Year Total Future Building Systems Improvements 2,000,000 2,000,000 2,500,000 2,500,000 - 9,000,000 Ongoing Repairs and Maintenance (Facilities) 1,100,000 1,150,000 1,200,000 1,250,000 1,350,000 6,050,000 Data Center HVAC Replacement - - - - 1,000,000 1,000,000 Automated Transfer Switch (ATS) Replacements at PD - 950,000 - - - 950,000 Library Fire Alarm Upgrade 525,000 - - - - 525,000
Automated Transfer Switch (ATS) Replacements at City Hall Bridge 425,000 - - - - 425,000 405 - Capital Assets Total 4,050,000 4,100,000 3,700,000 3,750,000 2,350,000 17,950,000
FIVE YEAR CIP PLAN - BY SUB-CIP
CIP No: 00811 MAJOR BUILDING SYSTEMS MAINTENANCE AND REPLACEMENT (Continued) 98 Project Manager: Mandana Motahari, City Architect
Project Department: Public WorksOther Departments: All Departments Fund FY 2026-27 Proposed FY 2027-28 FY 2028-29 FY 2029-30 FY 2030-31 Five-Year Total 405 - Capital Assets 100,000 150,000 200,000 250,000 300,000 1,000,000810 - Parking Enterprise 250,000 250,000 250,000 250,000 250,000 1,250,000Project Total 350,000 400,000 450,000 500,000 550,000 2,250,000 Sub-CIP FY 2026-27 Proposed FY 2027-28 FY 2028-29 FY 2029-30 FY 2030-31 Five-Year Total Future Miscellaneous and Unplanned Construction Projects 100,000 150,000 200,000 250,000 300,000 1,000,000 405 - Capital Assets Total 100,000 150,000 200,000 250,000 300,000 1,000,000
FIVE YEAR CIP PLAN - BY SUB-CIP
FIVE YEAR CIP PLAN - BY FUND
CIP No: 00815 MISCELLANEOUS AND UNPLANNED CONSTRUCTION PROJECTS
DESCRIPTION
This program provides for minor unplanned improvements and remodels at various Citybuildings and sites.
PROJECT INFORMATION
STATUS
This program is ongoing and projects are allocated to the funding source on an as needed basis. 99 Project Manager: Mandana Motahari, City Architect
Project Department: Public WorksOther Departments: None Fund FY 2026-27 Proposed FY 2027-28 FY 2028-29 FY 2029-30 FY 2030-31 Five-Year Total 405 - Capital Assets 225,000 500,000 950,000 950,000 950,000 3,575,000Project Total 225,000 500,000 950,000 950,000 950,000 3,575,000 Sub-CIP FY 2026-27 Proposed FY 2027-28 FY 2028-29 FY 2029-30 FY 2030-31 Five-Year Total Future Years Roof Replacements (461 N. Bedford, Fleet Center, etc.) - 500,000 950,000 950,000 950,000 3,350,000 Roxbury Community Center - Joint sealant replacements 225,000 - - - - 225,000 405 - Capital Assets Total 225,000 500,000 950,000 950,000 950,000 3,575,000
FIVE YEAR CIP PLAN - BY SUB-CIP
FIVE YEAR CIP PLAN - BY FUND
CIP No: 00833 BUILDING ENVELOPE IMPROVEMENTS ON CITY STRUCTURES
DESCRIPTION
This program involves repair, upgrade, or replacement of aged building envelope componentsincluding but not limited to roofing, exterior cladding, skylights, clerestories, window, andcurtain wall systems at various City buildings. Detailed annual assessments will be conductedin conjunction with facilities asset inventory. This CIP will address repair and maintenanceneeded to improve the life expectancy of building components.
PROJECT INFORMATION
STATUS
Projects prioritized for FY 2026-27 include Phase 2 roofing replacement at 439 N. Cañon Dr./438 N. Beverly Dr., water intrusion mitigation at various elevator pits throughout the City, and window systems performance assessments at 331 Foothill Rd. 100
Project Manager: Stephanie Harris, Director of Community Services Project Department: Community ServicesOther Departments: None Fund FY 2026-27 Proposed FY 2027-28 FY 2028-29 FY 2029-30 FY 2030-31 Five-Year Total 405 - Capital Assets 550,000 65,000 415,000 75,000 90,000 1,195,000Project Total 550,000 65,000 415,000 75,000 90,000 1,195,000 Sub-CIP FY 2026-27 Proposed FY 2027-28 FY 2028-29 FY 2029-30 FY 2030-31 Five-Year Total Library First Floor Restrooms Improvements 500,000 - - - - 500,000 Children's Library - Laminated Surfaces Replacement - - 350,000 - - 350,000 Ongoing Repairs and Maintenance 50,000 65,000 65,000 75,000 90,000 345,000 405 - Capital Assets Total 550,000 65,000 415,000 75,000 90,000 1,195,000
FIVE YEAR CIP PLAN - BY SUB-CIP
FIVE YEAR CIP PLAN - BY FUND
CIP No: 00838 LIBRARY FACILITY MAINTENANCE AND IMPROVEMENT
DESCRIPTION
Allows for needed upgrades and improvements to the Public Library building.
PROJECT INFORMATION
STATUS
In FY 2026-27, an assessment and development of plans will be conducted to renovate and expand the first-floor public restrooms (Council priority WP5.1.14), including evaluating the feasibility of restroom expansion, design for the Children’s Library Little Theatre AV system upgrade, and soundproofing study room areas adjacent to offices.
101
Project Manager: Michael Hensley, Deputy Director of Public Works/Operations Project Department: Public WorksOther Departments: None Fund FY 2026-27 Proposed FY 2027-28 FY 2028-29 FY 2029-30 FY 2030-31 Five-Year Total 490 - Vehicle Replacement 235,000 200,000 370,000 200,000 5,035,000 6,040,000Project Total 235,000 200,000 370,000 200,000 5,035,000 6,040,000
FIVE YEAR CIP PLAN - BY FUND
CIP No: 00840 FUELING INFRASTRUCTURE AND COMPONENTS
DESCRIPTION
This program will provide for ongoing maintenance and upgrades of the compressed naturalgas (CNG), underground storage tanks (USTs), aboveground storage tanks (ASTs), and gasolineand renewable diesel (RD) fuel infrastructure and components. These stations andcomponents provide CNG, gasoline, and RD for the City fleet of medium and heavy-dutyservice vehicles, and include support for emergency generator power in the form of ASTs.
PROJECT INFORMATION
STATUS
Replacement of under dispenser containment (UDC) for the east and west fuel island at the City’s Central Fueling location occurred in FY 2025-26.Replacement of the AST for the City Hall emergency backup generator occurred in FY 2025-26. This CIP is designed to fund future upgrades, replacements, and maintenance of CNG, UST, AST, and gasoline and RD infrastructure. 102
Project Manager: Mandana Motahari, City Architect
Project Department: Public Works
Fund FY 2026-27 Proposed FY 2027-28 FY 2028-29 FY 2029-30 FY 2030-31 Five-Year Total 405 - Capital Assets 250,000 1,250,000 500,000 - - 2,000,000Project Total 250,000 1,250,000 500,000 - - 2,000,000 Sub-CIP FY 2026-27 Proposed FY 2027-28 FY 2028-29 FY 2029-30 FY 2030-31 Five-Year Total City Hall Terracotta Restoration - 1,250,000 - - - 1,250,000 Phase 2 Seismic Upgrade (Design only) 250,000 - 500,000 - - 750,000 405 - Capital Assets Total 250,000 1,250,000 500,000 - - 2,000,000
FIVE YEAR CIP PLAN - BY SUB-CIP
FIVE YEAR CIP PLAN - BY FUND
Other Departments: Policy and Management, Community Development, Finance, Human Resources
CIP No: 00851 CITY HALL MASTER PROJECT
DESCRIPTION
This CIP addresses restoration, rehabilitation, and miscellaneous improvements of the historicCity Hall building. This CIP also includes future interior improvements of tower floors for officeoccupancy as well as completion of the roof terrace, re-glazing of tower windows, andrestoration of historic terracotta elements at roof level.
PROJECT INFORMATION
STATUS
Design for improvements of the tower 5th floor, tower lobbies, and the roof terrace was near completion in FY 2024-25, however the project is on hold for the time being. Preliminary drawings for Phase 2 of the seismic upgrade (including design for base isolator) will start in FY 2026-27. 103
Project Manager: Ryan Gohlich, Assistant City Manager
Project Department: Policy and ManagementOther Departments: Community Development, Public Works Fund FY 2026-27 Proposed FY 2027-28 FY 2028-29 FY 2029-30 FY 2030-31 Five-Year Total 405 - Capital Assets - - - - - - Project Total - - - - - - Sub-CIP FY 2026-27 Proposed FY 2027-28 FY 2028-29 FY 2029-30 FY 2030-31 Five-Year Total Site Development and Enhancements - - - - - -
405 - Capital Assets Total - - - - - -
NOTE: Funding for this CIP to be provided in future years, if directed by Council.
FIVE YEAR CIP PLAN - BY SUB-CIP
The Parking Authority has acquired property at 327-335 South Robertson Boulevard and seeks to acquire additional property in the vicinity of thislocation. Opportunities for development of the sites and/or other enhancements along corridors in the Southeast area will be evaluated onceadditional properties are acquired.
FIVE YEAR CIP PLAN - BY FUND
CIP No: 00854 SOUTHEAST ENHANCEMENTS
DESCRIPTION
The planned enhancements for the Southeast include acquiring property and developing thatproperty with public parking; urban design efforts to enhance the pedestrian and bicyclistexperience; and branding efforts such as street banners to create an arts and entertainmentdistrict.
PROJECT INFORMATION
STATUS
104
Project Manager: David Schirmer, Chief Information Officer Project Department: Information TechnologyOther Departments: None Fund FY 2026-27 Proposed FY 2027-28 FY 2028-29 FY 2029-30 FY 2030-31 Five-Year Total 410 - Information Technology 500,000 - - - - 500,000Project Total 500,000 - - - - 500,000
FIVE YEAR CIP PLAN - BY FUND
CIP No: 00856 TELEPHONE SYSTEM ENHANCEMENTS
STATUS
In the upcoming fiscal year, the program will modernize the City’s telecommunications infrastructure by completing Phase I of the next-generation telephone enhancement and replacing core phone infrastructure. IT will strengthen network redundancy through upgraded Ethernet AutomaticProtection Switching (EAPS) ring switches and plans to expand customer-facing functionality within the City's call center software. Collectively, these improvements ensure a scalable, resilient, and high-performing communications platform capable of meeting evolving operational needs.
This initiative maintains and modernizes the City’s enterprise telecommunicationsinfrastructure, including core switches, SIP environment, voicemail systems, and otherservices.
DESCRIPTION
PROJECT INFORMATION
105
Project Manager: David Schirmer, Chief Information Officer Project Department: Information TechnologyOther Departments: Fire Department, Police Department, Public Works Fund FY 2026-27 Proposed FY 2027-28 FY 2028-29 FY 2029-30 FY 2030-31 Five-Year Total 410 - Information Technology 800,000 700,000 600,000 1,600,000 600,000 4,300,000490 - Vehicle Replacement 509,000 692,000 503,000 542,000 562,000 2,808,000Project Total 1,309,000 1,392,000 1,103,000 2,142,000 1,162,000 7,108,000
FIVE YEAR CIP PLAN - BY FUND
CIP No: 00859 RADIO INFRASTRUCTURE
DESCRIPTION
This program facilitates the comprehensive management, expansion, and modernization of theCity’s radio communication ecosystem. It provides for critical infrastructure upgrades and thelifecycle replacement of mobile and handheld units to ensure seamless Radio Frequency (RF)interoperability for all public safety and local government entities.
PROJECT INFORMATION
STATUS
In the upcoming fiscal year, the program will prioritize the resiliency and security of mission-critical communication networks. To maintain operational integrity, the project will execute several targeted security and hardware initiatives, including the transition of Public Safety mobile radios to AdvancedEncryption Standard (AES) to ensure secure voice transmissions. Furthermore, the City will complete Phase I of the Local Government portable radio refresh, expand inventory for Fire Prevention personnel, and audit Police APX radio stock to maintain optimal deployment levels. Interoperability willbe further strengthened by reprogramming Police units with Metro frequencies and establishing updated channel plans. 106
Project Manager: Daren Grilley, Assistant Director of Public Works/City Engineer Project Department: Public WorksOther Departments: Community Development Fund FY 2026-27 Proposed FY 2027-28 FY 2028-29 FY 2029-30 FY 2030-31 Five-Year Total 600 - Infrastructure 1,200,000 1,250,000 1,400,000 1,600,000 1,600,000 7,050,000Project Total 1,200,000 1,250,000 1,400,000 1,600,000 1,600,000 7,050,000 Sub-CIP FY 2026-27 Proposed FY 2027-28 FY 2028-29 FY 2029-30 FY 2030-31 Five-Year Total Citywide Annual Pavement Marking 1,000,000 1,100,000 1,250,000 1,500,000 1,500,000 6,350,000 Ongoing Street Sign Replacement 200,000 150,000 150,000 100,000 100,000 700,000 600 - Infrastructure Total 1,200,000 1,250,000 1,400,000 1,600,000 1,600,000 7,050,000
FIVE YEAR CIP PLAN - BY SUB-CIP
FIVE YEAR CIP PLAN - BY FUND
CIP No: 00863 STREET SIGN AND STRIPING
STATUS
City Council approved a multi-year Citywide pavement marking project in FY 2025-26. Ongoing street sign replacement continues.
DESCRIPTION
PROJECT INFORMATION
The Street Sign and Striping program maintains and replaces all roadway pavement markingsand more than 19,000 street signs throughout the City on an as-needed basis to maintainpublic safety and compliance with state and federal standards. This comprehensive projectencompasses a wide range of signage categories including regulatory, street name, parkingrestriction, and wayfinding signs, among others. 107
Project Manager: Shana Epstein, Director of Public Works Project Department: Public WorksOther Departments: Community Development Fund FY 2026-27 Proposed FY 2027-28 FY 2028-29 FY 2029-30 FY 2030-31 Five-Year Total 600 - Infrastructure 500,000 - - - - 500,000Project Total 500,000 - - - - 500,000 Sub-CIP FY 2026-27 Proposed FY 2027-28 FY 2028-29 FY 2029-30 FY 2030-31 Five-Year Total Rodeo Drive Bollards Phase 2 500,000 - - - - 500,000 600 - Infrastructure Total 500,000 - - - - 500,000
FIVE YEAR CIP PLAN - BY SUB-CIP
FIVE YEAR CIP PLAN - BY FUND
CIP No: 00864 URBAN DESIGN / STREETSCAPE
DESCRIPTION
This project provides funding for a variety of streetscape initiatives for improvement to thelevel of safety and the quality of pedestrian experience. Funds are earmarked for ongoingenhancements in the Business Triangle and commercial streets.
PROJECT INFORMATION
STATUS
Streetscape enhancements include robust stakeholder outreach efforts. Design standards for parklets were completed and adopted by the CityCouncil in January 2024. In FY 2025-26, eleven (11) restaurant owners have submitted applications for replacing their temporary parklets with new parklets adhering to design standards guidelines. A kit-of-parts pre-approved design offering a variety of component options has been made available to business owners and 80% of the applications have opted to use the kit-of-parts. Bollards for the second phase of Rodeo Drive are currently under design in coordination with replacement of structurally deficient signal poles (CIP 00630). 108
Project Manager: Ryan Gohlich, Assistant City Manager
Project Department: Policy and ManagementOther Departments: None Fund FY 2026-27 Proposed FY 2027-28 FY 2028-29 FY 2029-30 FY 2030-31 Five-Year Total 405 - Capital Assets 1,184,000 - - - - 1,184,000Project Total 1,184,000 - - - - 1,184,000 Sub-CIP FY 2026-27 Proposed FY 2027-28 FY 2028-29 FY 2029-30 FY 2030-31 Five-Year Total Site Development 1,184,000 - - - - 1,184,000 405 - Capital Assets Total 1,184,000 - - - - 1,184,000
FIVE YEAR CIP PLAN - BY SUB-CIP
FIVE YEAR CIP PLAN - BY FUND
CIP No: 00881 336 FOOTHILL ROAD
DESCRIPTION
This project includes maintenance of building envelope including roofing and window systems.Potential development opportunities are being assessed.
PROJECT INFORMATION
STATUS
The City will continue to identify and assess potential development opportunities. Mold abatement in the front building first floor was completed in FY 2022-23.
109
Project Manager: David Schirmer, Chief Information Officer Project Department: Information TechnologyOther Departments: None Fund FY 2026-27 Proposed FY 2027-28 FY 2028-29 FY 2029-30 FY 2030-31 Five-Year Total 410 - Information Technology 900,000 900,000 500,000 500,000 500,000 3,300,000Project Total 900,000 900,000 500,000 500,000 500,000 3,300,000
FIVE YEAR CIP PLAN - BY FUND
CIP No: 00883 MUNICIPAL AREA NETWORK (MAN)
DESCRIPTION
This program facilitates the strategic engineering, expansion, and lifecycle management of theCity’s core network architecture. It provides for the maintenance and modernization of theWide Area Network (WAN), Municipal Area Network (MAN), and high-speed fiber backbonesto ensure secure, high-capacity connectivity for all municipal facilities and digital services.
PROJECT INFORMATION
STATUS
In the upcoming fiscal year, the project will prioritize the modernization of the City’s digital foundation to ensure high availability, security, and scalability. Primary objectives include the replacement of end-of-life core network switches to mitigate hardware failure risk. The program will implement a novel Virtual Private Network (VPN) solution to provide a secure and robust remote access environment. To bolster disaster resilience and connectivity, the team will upgrade the core Gigabit Passive Optical Network (GPON) and formalize a dedicated disaster recovery site at the Roxbury Fiber Hut. Additionally, the project will expand Wi-Fi coverage at the La Cienega Tennis Center, supporting both essential operational and public-facing services.
110
Project Manager: Mandana Motahari, City Architect
Project Department: Public WorksOther Departments: Community Development, Information Technology Fund FY 2026-27 Proposed FY 2027-28 FY 2028-29 FY 2029-30 FY 2030-31 Five-Year Total 405 - Capital Assets 650,000 - - - - 650,000Project Total 650,000 - - - - 650,000 Sub-CIP FY 2026-27 Proposed FY 2027-28 FY 2028-29 FY 2029-30 FY 2030-31 Five-Year Total Data Center Improvements 400,000 - - - - 400,000 Human Resources Carpet Replacement 250,000 - - - - 250,000 405 - Capital Assets Total 650,000 - - - - 650,000
FIVE YEAR CIP PLAN - BY SUB-CIP
FIVE YEAR CIP PLAN - BY FUND
CIP No: 00888 GENERAL BUILDING AND SITE IMPROVEMENTS
DESCRIPTION
This project will address staff area improvements and site improvements at various Cityoccupied buildings.
PROJECT INFORMATION
STATUS
Projects identified and prioritized for FY 2026-27 include Video Services office improvements at 331 Foothill Road and City Hall, plus improvements to the Data Center in anticipation of the addition of new equipment. 111
Project Manager: Daren Grilley, Assistant Director of Public Works/City Engineer Project Department: Public WorksOther Departments: None Fund FY 2026-27 Proposed FY 2027-28 FY 2028-29 FY 2029-30 FY 2030-31 Five-Year Total 330 - Measure R Local Transit - - - - - - Project Total - - - - - - NOTE: Funding for this CIP to be provided in future years, if directed by Council.
FIVE YEAR CIP PLAN - BY FUND
CIP No: 00889 SANTA MONICA BLVD CORRIDOR RECONSTRUCTION
DESCRIPTION
Reconstruction of North Santa Monica Boulevard within Beverly Hills, includingreplacement/repair of roadway, curb and gutter, streetlights, storm drains and signage.Landscaping and transit amenities will be considered during the conceptual design process.
PROJECT INFORMATION
STATUS
All work east of Wilshire Boulevard was completed in 2018. Work on the portion of Santa Monica Boulevard west of Wilshire Boulevard will be performed in coordination with the development of One Beverly Hills (the former Robinson's May site). 112
Project Manager: Mandana Motahari, City Architect
Project Department: Public WorksOther Departments: None Fund FY 2026-27 Proposed FY 2027-28 FY 2028-29 FY 2029-30 FY 2030-31 Five-Year Total 405 - Capital Assets 350,000 2,500,000 - - - 2,850,000Project Total 350,000 2,500,000 - - - 2,850,000 Sub-CIP FY 2026-27 Proposed FY 2027-28 FY 2028-29 FY 2029-30 FY 2030-31 Five-Year Total 9268 W. 3rd Street Improvements and Yard Improvements 350,000 2,500,000 - - - 2,850,000 405 - Capital Assets Total 350,000 2,500,000 - - - 2,850,000
FIVE YEAR CIP PLAN - BY SUB-CIP
FIVE YEAR CIP PLAN - BY FUND
CIP No: 00893 PUBLIC WORKS CAMPUS
DESCRIPTION
The Public Works campus is comprised of several buildings including Public Worksheadquarters, the vehicle shop, and the warehouse building, as well as several yard spaces.This program will provide for ongoing maintenance and improvements to the Public Workscampus.
PROJECT INFORMATION
STATUS
The next project in this program is planning, design, and construction improvements on the City’s 9268 W. 3rd Street property to accommodate the relocation of certain Public Works operations that are currently located at the 342 Foothill Road yard. The 3rd Street site will be used to supportessential solid waste and street sweeping operations, large vehicle parking, and bulk material storage. 113
Project Manager: Andrew Myers, Police Lieutenant
Project Department: Police DepartmentOther Departments: None Fund FY 2026-27 Proposed FY 2027-28 FY 2028-29 FY 2029-30 FY 2030-31 Five-Year Total 490 - Vehicle Replacement 90,000 - - 260,000 - 350,000Project Total 90,000 - - 260,000 - 350,000
FIVE YEAR CIP PLAN - BY FUND
CIP No: 00895 GPS PARKING ENFORCEMENT UNIT
STATUS
The law enforcement platform is in place and the parking enforcement and permitting platforms are installed to be fully integrated with parking structures, parking enforcement, and law enforcement.
DESCRIPTION
This is a mobile camera license plate recognition (LPR)/Global Positioning System (GPS) unitthat is used for the enforcement of on-street parking, parking structures, and an integratedvirtual on-street permit system. Enforcement of meters and coordination with IntegratedParking Systems (IPS), time zones, daytime and nighttime permits, as we move to an all-virtualpermit process and read by license plate (mitigating permit fraud and misuse) identificationand capture of scofflaws. All systems will be operated in conjunction with current lawenforcement platforms to provide additional security for the City. As all parking vehicles patrolfor parking violations, they also read for scofflaw, stolen, and other vehicles as part of the lawenforcement system. The City is in the process of replacement upgrade and system expansion,which will include integration services that provide for turnover and occupancy analysis of theCity's parking system.
PROJECT INFORMATION
114
Project Manager: Daren Grilley, Assistant Director of Public Works/City Engineer Project Department: Public WorksOther Departments: Information Technology Fund FY 2026-27 Proposed FY 2027-28 FY 2028-29 FY 2029-30 FY 2030-31 Five-Year Total 405 - Capital Assets 55,000 5,000 5,000 5,000 5,000 75,000600 - Infrastructure 10,000 10,000 10,000 13,000 13,000 56,000800 - Water Enterprise 10,000 10,000 10,000 10,000 10,000 50,000810 - Parking Enterprise 10,000 5,000 5,000 5,000 5,000 30,000830 - Solid Waste Enterprise 5,000 5,000 5,000 5,000 5,000 25,000850 - Stormwater Enterprise 10,000 - 10,000 10,000 10,000 40,000Project Total 100,000 35,000 45,000 48,000 48,000 276,000
FIVE YEAR CIP PLAN - BY FUND
CIP No: 00896 PUBLIC WORKS ASSET MANAGEMENT SYSTEM
DESCRIPTION
This project provides for annual maintenance fees, additional upgrades, licensing, and trainingrelated to the recently upgraded Public Works Department's Work Order and AssetManagement System (Infor).
PROJECT INFORMATION
STATUS
As of the close of FY 2025-26, the following bureaus have been onboarded in the software implementation: Water, Solid Waste, Environmental, Facilities, Streets, Parks Operations, Parking Services, Customer Service, Central Stores (inventory), and Urban Forestry. In FY 2026-27, asset management implementation will continue with Architectural Services and Engineering, as well as refining existing modules, enhancing reporting, asset tracking, and expanding the Infor program to support remaining Public Works operations. 115
Sub-CIP FY 2026-27 Proposed FY 2027-28 FY 2028-29 FY 2029-30 FY 2030-31 Five-Year Total Software Implementation - Onboarding Architectural Services 50,000 - - - - 50,000 Expansion/Refinement of Existing Modules and Enhanced Reporting 5,000 5,000 5,000 5,000 5,000 25,000 405 - Capital Assets Total 55,000 5,000 5,000 5,000 5,000 75,000 Expansion/Refinement of Existing Modules and Enhanced Reporting 10,000 10,000 10,000 13,000 13,000 56,000 600 - Infrastructure Total 10,000 10,000 10,000 13,000 13,000 56,000
FIVE YEAR CIP PLAN - BY SUB-CIP
CIP No: 00896 PUBLIC WORKS ASSET MANAGEMENT SYSTEM (Continued) 116
Project Manager: Daren Grilley, Assistant Director of Public Works/City Engineer Project Department: Public WorksOther Departments: Policy and Management, Community Services Fund FY 2026-27 Proposed FY 2027-28 FY 2028-29 FY 2029-30 FY 2030-31 Five-Year Total 405 - Capital Assets 150,000 200,000 200,000 200,000 200,000 950,000Project Total 150,000 200,000 200,000 200,000 200,000 950,000 Sub-CIP FY 2026-27 Proposed FY 2027-28 FY 2028-29 FY 2029-30 FY 2030-31 Five-Year Total Facility Transition Plans 150,000 200,000 200,000 200,000 200,000 950,000 405 - Capital Assets Total 150,000 200,000 200,000 200,000 200,000 950,000
FIVE YEAR CIP PLAN - BY SUB-CIP
FIVE YEAR CIP PLAN - BY FUND
CIP No: 00900 AMERICANS WITH DISABILITIES ACT (ADA) COMPLIANCE
DESCRIPTION
The City is required to comply with the Americans with Disabilities Act (ADA) requirements.Conducting a thorough assessment of facilities allows the City to identify any gaps andproactively address deficiencies.
PROJECT INFORMATION
STATUS
Facilities assessments have been completed and transition plans are scheduled to be finalized in FY 2026-27. Several ADA upgrades at various facilities were completed in FY 2025-26. Upgrades will be prioritized and ongoing in future years. 117
Project Manager: David Schirmer, Chief Information Officer Project Department: Information TechnologyOther Departments: None Fund FY 2026-27 Proposed FY 2027-28 FY 2028-29 FY 2029-30 FY 2030-31 Five-Year Total 410 - Information Technology 200,000 200,000 200,000 200,000 200,000 1,000,000Project Total 200,000 200,000 200,000 200,000 200,000 1,000,000
FIVE YEAR CIP PLAN - BY FUND
CIP No: 00901 VIDEO PRODUCTION EQUIPMENT REPLACEMENT
DESCRIPTION
This program facilitates the strategic engineering, replacement, and lifecycle management ofthe City’s video production and multimedia infrastructure. It provides for the modernization oflegacy broadcast equipment for Video Services and the enhancement of integrated audiovisualsystems throughout the City Hall campus to support transparent governance and publicengagement.
PROJECT INFORMATION
STATUS
In the upcoming fiscal year, the Video Services Group will prioritize the modernization of the City’s media infrastructure by replacing end-of-life video storage systems to ensure data integrity and operational efficiency. The program will also focus on strengthening the resiliency of the Public, Educational, and Governmental (PEG) channel architecture to maintain the continuity of municipal broadcasts. Furthermore, strategic enhancementsto audiovisual systems will be implemented to bolster public safety initiatives and improve the delivery of essential resident services, ensuring a robust and reliable multimedia environment.
118
Project Manager: Stephanie Harris, Director of Community Services Project Department: Community ServicesOther Departments: Public Works Fund FY 2026-27 Proposed FY 2027-28 FY 2028-29 FY 2029-30 FY 2030-31 Five-Year Total 160 - Parks and Recreation Facilities 212,000 231,000 2,751,000 150,000 200,000 3,544,000Project Total 212,000 231,000 2,751,000 150,000 200,000 3,544,000 Sub-CIP FY 2026-27 Proposed FY 2027-28 FY 2028-29 FY 2029-30 FY 2030-31 Five-Year Total Reeves Mini Park Restoration and Playground Improvements - 95,000 2,655,000 - - 2,750,000 Equipment Renewal and Improvements 50,000 65,000 75,000 75,000 100,000 365,000 Playgrounds (Coldwater, Roxbury, Hamel, Arnaz and Reeves) Pour-In-Place (resealing PIP rubber) 18,750 71,000 21,000 75,000 75,000 260,750Arnaz Playground Equipment Replacement 143,250 - - - 25,000 168,250 160 - Parks and Recreation Facilities Total 212,000 231,000 2,751,000 150,000 200,000 3,544,000
FIVE YEAR CIP PLAN - BY SUB-CIP
FIVE YEAR CIP PLAN - BY FUND
CIP No: 00903 PLAYGROUND EQUIPMENT MAINTENANCE AND IMPROVEMENTS
DESCRIPTION
Allows for maintenance, repairs, and replacement of park playground equipment and safetysurfaces on an as needed basis, as caused by vandalism or wear.
PROJECT INFORMATION
STATUS
An ongoing maintenance program was established for playground safety surfacing at all park playgrounds. Coldwater Canyon Park pour-in-place was resealed in FY 2025-26. Arnaz Mini Park playground equipment will be replaced in winter 2026. Community outreach for the restoration of Reeves Mini Park will begin in FY 2026-27.
119
Project Manager: Daren Grilley, Assistant Director of Public Works/City Engineer Project Department: Public WorksOther Departments: None Fund FY 2026-27 Proposed FY 2027-28 FY 2028-29 FY 2029-30 FY 2030-31 Five-Year Total 810 - Parking Enterprise 200,000 250,000 250,000 250,000 250,000 1,200,000Project Total 200,000 250,000 250,000 250,000 250,000 1,200,000
FIVE YEAR CIP PLAN - BY FUND
CIP No: 00911 PARKING METER INFRASTRUCTURE
DESCRIPTION
Provides for the parking meter infrastructure throughout the City, including on-street singlespace credit card parking meters and off-street parking pay stations. Both on-street and offstreet meters will require replacement based on their service life, manufacture support,communications requirements, and contractual requirements. This project also supports thefabrication and replacement of meter housing and hardware, including as-needed upgrades tothe security and locking systems.
PROJECT INFORMATION
STATUS
Funding will be used for ongoing maintenance and replacement of parking meters as needed. 120
Project Manager: Stephanie Harris, Director of Community Services Project Department: Community ServicesOther Departments: Public Works Fund FY 2026-27 Proposed FY 2027-28 FY 2028-29 FY 2029-30 FY 2030-31 Five-Year Total 160 - Parks and Recreation Facilities 650,000 65,000 75,000 75,000 100,000 965,000405 - Capital Assets 70,000 - 50,000 - 75,000 195,000Project Total 720,000 65,000 125,000 75,000 175,000 1,160,000 Sub-CIP FY 2026-27 Proposed FY 2027-28 FY 2028-29 FY 2029-30 FY 2030-31 Five-Year Total Outdoor Basketball Improvements 600,000 - - - - 600,000 Park Improvements and Renovations 50,000 65,000 75,000 75,000 100,000 365,000 160 - Parks and Recreation Facilities Total 650,000 65,000 75,000 75,000 100,000 965,000 Ongoing Repairs and Maintenance 70,000 - 50,000 - 75,000 195,000 405 - Capital Assets Total 70,000 - 50,000 - 75,000 195,000
FIVE YEAR CIP PLAN - BY SUB-CIP
FIVE YEAR CIP PLAN - BY FUND
CIP No: 00914 PARK FACILITIES RENOVATION - ROXBURY PARK
DESCRIPTION
Continued assessment of community recreational needs in the Community Center, playgroundarea, and park green space will determine projects.
PROJECT INFORMATION
STATUS
The outdoor basketball courts were patched and sealed in FY 2025-26. Relocation of the water fountain adjacent to the play area was completed in FY 2025-26.
121
Project Manager: Robert Welch, Utilities General Manager Project Department: Public WorksOther Departments: None Fund FY 2026-27 Proposed FY 2027-28 FY 2028-29 FY 2029-30 FY 2030-31 Five-Year Total 800 - Water Enterprise - - - - - - 802 - Water Supply Fee - - - - - - Project Total - - - - - - NOTE: Funding for this CIP will be provided by carryovers from FY 2025-26, which are not shown above.
FIVE YEAR CIP PLAN - BY FUND
CIP No: 00916 LA BREA BASIN WELL DEVELOPMENT (WEP)
DESCRIPTION
This project is to design and drill new groundwater wells to diversify the City’s water portfolio,construct and equip the wells including any required wellhead treatment, and design andconstruct associated conveyance pipeline systems for groundwater delivery in the La BreaBasin. The development of groundwater in the La Brea Basin is one of the projects identified inthe City’s Water Enterprise Plan (WEP) and Integrated Water Resources Master Plan (IWRMP)to increase the City’s local groundwater supply and reduce reliance on Metropolitan WaterDistrict (MWD) imported water. This project was previously combined with CIP #00225 (WellRehab and Groundwater Development) and was separated into a new CIP in order to betterdefine and differentiate the project from other well rehab and groundwater rehabilitationwork that the City is undertaking.
PROJECT INFORMATION
STATUS
La Cienega Well No. 1 (LCW-1) has been constructed and equipped, and is currently being combined with other City wells and treated at the City’s water treatment plant. Two additional wells (Le Doux and Gregory Way) have been drilled at the City’s La Cienega Park in the La Brea subarea of the Central Basin. These two new wells are currently in design for the equipping phase of the project. The next phase will entail design and construction of the mechanical pumps/motors, process piping, instrumentation, and pump house enclosures for the two wells. 122
Project Manager: Ryan Gohlich, Assistant City Manager
Project Department: Policy and ManagementOther Departments: None Fund FY 2026-27 Proposed FY 2027-28 FY 2028-29 FY 2029-30 FY 2030-31 Five-Year Total 405 - Capital Assets - - - - - - Project Total - - - - - - Sub-CIP FY 2026-27 Proposed FY 2027-28 FY 2028-29 FY 2029-30 FY 2030-31 Five-Year Total TBD - - - - - - 405 - Capital Assets Total - - - - - -
NOTE: Funding for this CIP to be provided in future years, if directed by Council.
FIVE YEAR CIP PLAN - BY SUB-CIP
CIP No: 00918 PARCELS 12 AND 13
STATUS
This project is currently on hold.
FIVE YEAR CIP PLAN - BY FUND
DESCRIPTION
Coordination of future uses of former railroad right-of-way adjacent to the Civic Center.Potential uses to be determined.
PROJECT INFORMATION
123
Project Manager: Mandana Motahari, City Architect
Project Department: Public WorksOther Departments: Information Technology Fund FY 2026-27 Proposed FY 2027-28 FY 2028-29 FY 2029-30 FY 2030-31 Five-Year Total 405 - Capital Assets 850,000 - - - - 850,000Project Total 850,000 - - - - 850,000 Sub-CIP FY 2026-27 Proposed FY 2027-28 FY 2028-29 FY 2029-30 FY 2030-31 Five-Year Total Data Center UPS 2 Replacement 850,000 - - - - 850,000
405 - Capital Assets Total 850,000 - - - - 850,000
FIVE YEAR CIP PLAN - BY SUB-CIP
FIVE YEAR CIP PLAN - BY FUND
CIP No: 00922 REPLACE UPS EQUIPMENT
DESCRIPTION
This project provides for the replacement and/or upgrade of uninterrupted power supply(UPS) equipment for critically needed areas such as Emergency Dispatch, Traffic Signal ControlBoxes, and the Information Technology Data Center.
PROJECT INFORMATION
STATUS
Construction of UPS equipment replacement servicing the Police facility dispatch function has been completed. Replacement of the Emergency Operations Center (EOC) UPS is underway and will be completed by December 2026. Design and construction documents for replacement of UPS-2 serving the Data Center will be completed in FY 2026-27. 124
Project Manager: Max Subin, Police Captain
Project Department: Police DepartmentOther Departments: Public Works Fund FY 2026-27 Proposed FY 2027-28 FY 2028-29 FY 2029-30 FY 2030-31 Five-Year Total 405 - Capital Assets 2,650,000 875,000 18,065,000 5,075,000 85,000 26,750,000Project Total 2,650,000 875,000 18,065,000 5,075,000 85,000 26,750,000
FIVE YEAR CIP PLAN - BY FUND
CIP No: 00933 POLICE FACILITY UPGRADES
DESCRIPTION
This ongoing project will increase the functionality of the Police Department facility.Improvements have been prioritized and will be incrementally implemented. Pre-designefforts on the master plan study is ongoing.
PROJECT INFORMATION
STATUS
Projects completed in FY 2025-26 include dispatch suite improvements and completion of the temporary Police Department kiosk adjacent to the Wilshire/La Cienega Metro Station. Construction of a permanent Public Safety Center on the Wilshire/La Cienega Metro Plaza (Council Priority G1.1) is anticipated to complete in Fall 2026. Projects that have been identified and prioritized to be completed in FY 2026-27 include reconstruction of the north-east stair shaft, shooting range improvements, and development of preliminary plans for Police station improvements (Council Priority WP
5.1.8). A needs analysis for the master plan has been completed; staff will continue with programming and initial studies to evaluate design options toimprove adjacencies and functionality of various divisions. 125
Sub-CIP FY 2026-27 Proposed FY 2027-28 FY 2028-29 FY 2029-30 FY 2030-31 Five-Year Total Relocation of locker rooms to subterranean addition 850,000 - 18,000,000 5,000,000 - 23,850,000 Public Safety Center - Wilshire/La Cienega Metro Station 1,000,000 - - - - 1,000,000 Shooting Range Improvements Phase 2 - offices 125,000 825,000 - - - 950,000 Stormwater Improvements and Reconstruction of the north-east stair shaft 625,000 - - - - 625,000 Ongoing Repairs and Maintenance 50,000 50,000 65,000 75,000 85,000 325,000 405 - Capital Assets Total 2,650,000 875,000 18,065,000 5,075,000 85,000 26,750,000
FIVE YEAR CIP PLAN - BY SUB-CIP
CIP No: 00933 POLICE FACILITY UPGRADES (Continued)
126
Project Manager: Mandana Motahari, City Architect
Project Department: Public WorksOther Departments: None Fund FY 2026-27 Proposed FY 2027-28 FY 2028-29 FY 2029-30 FY 2030-31 Five-Year Total 810 - Parking Enterprise 2,250,000 2,500,000 1,500,000 1,000,000 1,000,000 8,250,000Project Total 2,250,000 2,500,000 1,500,000 1,000,000 1,000,000 8,250,000
FIVE YEAR CIP PLAN - BY FUND
CIP No: 00936 PARKING FACILITY CONCRETE REHAB AND WATERPROOFING
DESCRIPTION
Provides for the maintenance and rehabilitation of parking facilities including concrete slabsrepair and waterproofing.
PROJECT INFORMATION
STATUS
Concrete slab repair and waterproofing improvements at the 345 N. Beverly Dr. parking structure and waterproofing at level P-4 of the 242 N. Beverly Dr. / 241 N. Cañon Dr. strucutre were completed in FY 2025-26. FY 2026-27 anticipated projects are as follows: Level P-1 thru P-3 slab repair at 242 N.
Beverly Dr. / 241 N. Cañon Dr., slab repair and traffic coating application at 9510 Brighton Way parking structure, and elevator pits waterproofing at four parking structures. Other parking structures will be prioritized to undergo repair and application of traffic coating in FY 2027-28. 127
Project Manager: Mandana Motahari, City Architect
Project Department: Public WorksOther Departments: None Fund FY 2026-27 Proposed FY 2027-28 FY 2028-29 FY 2029-30 FY 2030-31 Five-Year Total 405 - Capital Assets 375,000 350,000 150,000 350,000 150,000 1,375,000810 - Parking Enterprise 450,000 400,000 200,000 250,000 250,000 1,550,000Project Total 825,000 750,000 350,000 600,000 400,000 2,925,000 Sub-CIP FY 2026-27 Proposed FY 2027-28 FY 2028-29 FY 2029-30 FY 2030-31 Five-Year Total Elevator Modernization 375,000 350,000 150,000 350,000 150,000 1,375,000 405 - Capital Assets Total 375,000 350,000 150,000 350,000 150,000 1,375,000
FIVE YEAR CIP PLAN - BY SUB-CIP
FIVE YEAR CIP PLAN - BY FUND
CIP No: 00937 CITY ELEVATOR REPLACEMENT AND UPGRADES
DESCRIPTION
This project will address the ongoing requirements for upgrades and replacement of elevatorsin parking facilities and other City buildings. Aging elevators in parking facilities and Citybuildings are becoming increasingly prone to lengthy out-of-service periods due to their ageand obsolete technology.
PROJECT INFORMATION
STATUS
Projects prioritized for FY 2026-27 include ADA lift replacements at the Santa Monica 5 parking structures, repair of damaged escalator at the 450 N.Crescent Dr. parking structure, and assessment of the next group of elevators to be modernized. 128
Project Manager: Michael Hensley, Deputy Director of Public Works/Operations Project Department: Public WorksOther Departments: None Fund FY 2026-27 Proposed FY 2027-28 FY 2028-29 FY 2029-30 FY 2030-31 Five-Year Total 490 - Vehicle Replacement 250,000 250,000 - 250,000 - 750,000Project Total 250,000 250,000 - 250,000 - 750,000
FIVE YEAR CIP PLAN - BY FUND
CIP No: 00960 EMERGENCY GENERATOR REPLACEMENT
DESCRIPTION
This program provides funding for future emergency generator upgrades, replacements, andinfrastructure changes to support emergency generator additions.
PROJECT INFORMATION
STATUS
Additional emergency generator upgrades at the La Cienega Community Center have been identified as a priority. Design documents have beenprepared for infrastructure upgrade for installation of a quick connect and a manual transfer switch to support a portable generator as needed.
Implementations are scheduled to be completed in FY 2026-27. Upgrades have also been identified for a new emergency generator at designated parking areas in the 9333 West Third St. parking structure to support emergency operations of seventy-three (73) fleet-specific level 2 electric vehiclecharging ports. Design and implementation are projected to start in FY 2026-27 and be completed in FY 2027-28. 129
Project Manager: Michael Hensley, Deputy Director of Public Works/Operations Project Department: Public WorksOther Departments: Various Fund FY 2026-27 Proposed FY 2027-28 FY 2028-29 FY 2029-30 FY 2030-31 Five-Year Total 490 - Vehicle Replacement 3,936,000 3,812,000 3,833,000 3,802,000 3,846,000 19,229,000Project Total 3,936,000 3,812,000 3,833,000 3,802,000 3,846,000 19,229,000
FIVE YEAR CIP PLAN - BY FUND
CIP No: 08502 VEHICLE REPLACEMENT PROGRAM
DESCRIPTION
This program provides funding for ongoing replacement of City fleet vehicles and equipment.
PROJECT INFORMATION
STATUS
During FY 2025-26, 34 vehicles were purchased as replacements or net new additions. The number of vehicles purchased in FY 2025-26 (to-date) are indicated by department as follows: Police Department - 28; Fire Department - 2; and Public Works - 4. Of the 28 vehicles for the Police Department, six of those purchases are patrol vehicles and are expected to come online during FY 2026-27. The five-year vehicle replacement schedule is included as an appendix of the CIP Budget Book. The schedule provides estimated vehicle replacements and is subject to change based on operational needs, vehicle condition, funding availability, and other factors. The final replacement list may differ from the projected schedule. 130
Capital Improvement Budget
Appendices
131
132
CIP 00089: Street Tree Removal and Replacement
(Street Tree Master Plan or “STMP”)
Five-Year CIP Schedule
FY 2026-27
Name Comments
Robertson Blvd. Banyan Replacement
Citywide Citywide As-needed non-STMP in kind
removal/replacement
Citywide Citywide Hardwood Fill
Citywide Citywide Sycamore fill
Citywide Citywide Urban Forest Management Plan (UFMP) species replacement/planting
Coldwater Canyon Dr. Coldwater Canyon Dr. Fill
Santa Monica Blvd. South Santa Monica Blvd. (west of Wilshire) Banyan replacement
Willaman Dr. Willaman Dr. Red Ironbark Eucalyptus Replacement 15 Select Streets Phase III Street Tree Master Plan (STMP) Canary Island Date Palm replacement
Wilshire Blvd. Tree in-fill plantings to support Metro
FY 2027-28
Name Comments
Citywide Citywide As-needed non-STMP in kind
removal/replacement
Citywide Citywide Hardwood Fill
Citywide Citywide Sycamore fill
Citywide Citywide Urban Forest Management Plan (UFMP) species replacement/planting
Coldwater Canyon Dr. Coldwater Canyon Dr. Fill
15 Select Streets Phase III Street Tree Master Plan (STMP) Canary Island Date Palm replacement
Santa Monica Blvd. South Santa Monica Blvd. (west of Wilshire) Banyan replacement
Willaman Dr. Willaman Dr. Red Ironbark Eucalyptus Replacement Wilshire Blvd. Tree in-fill plantings to support Metro
133
CIP 00089: Street Tree Removal and Replacement
(Street Tree Master Plan or “STMP”)
Five-Year CIP Schedule
FY 2028-29
Name Comments
Citywide Citywide As-needed non-STMP in kind
removal/replacement
Citywide Citywide Hardwood Fill
Citywide Citywide Sycamore fill
Citywide Citywide Urban Forest Management Plan (UFMP) species replacement/planting
Coldwater Canyon Dr. Coldwater Canyon Dr. Fill
15 Select Streets Phase III Street Tree Master Plan (STMP) Canary Island Date Palm replacement
FY 2029-30
Name Comments
Citywide Citywide As-needed non-STMP in kind
removal/replacement
Citywide Citywide Hardwood Fill
Citywide Citywide Sycamore fill
Citywide Citywide Urban Forest Management Plan (UFMP) species replacement/planting
Coldwater Canyon Dr. Coldwater Canyon Dr. Fill
15 Select Streets Phase III Street Tree Master Plan (STMP) Canary Island Date Palm replacement
FY 2030-31
Name Comments
Citywide Citywide Urban Forest Management Plan (UFMP) species replacement/planting
Citywide Future Street Tree Master Plan (STMP)
Pending Street Tree Master Plan Phases/Projects
Wilshire Blvd. in-fill plantings
Robertson Blvd. Banyan replacement
South Beverly Dr. Banyan replacement
134
CIP 00195: Street and Sidewalk Improvements
Tentative Five-Year Schedule of Streets and Alleys
The Public Works Department utilizes a Pavement Management System to collect, analyze, and report pavement data to assist in setting budget levels and selecting appropriate pavement repair strategies to maximize the life of the City’s streets and alleys. The 107 miles of streets and 45 miles of alleys are organized into geographic zones which are used as the basis for organizing annual projects for cost-effective construction contracts. The tentative list of streets and alleys below were chosen based on their pavement conditions and organized by zones. This list is subject to change as the project is designed and all factors are considered (annual budget approval, development activity, roadway condition, utility conflicts, etc.).
FY 2026-27
ALLEY E OF SIERRA DR SANTA MONICA BLVD CARMELITA AVE
ALLEY N OF DAYTON WAY REXFORD DR CRESCENT DR
ALLEY N OF OLYMPIC BLVD CAÑON DR CRESCENT DR
ALLEY N OF OLYMPIC BLVD LINDEN DR MCCARTY DR
ALLEY N OF OLYMPIC BLVD SPALDING DR LINDEN DR
ALLEY N OF OLYMPIC BLVD ROXBURY DR BEDFORD DR
ALLEY N OF PARK WAY RODEO DR BEVERLY DR
ALLEY N OF ROBBINS DR MORENO DR LASKY DR
ALLEY N OF WILSHIRE BLVD LA PEER DR SWALL DR
ALLEY N OF WILSHIRE BLVD ALMONT DR WEATHERLY DR
ALLEY S OF LOMITAS AVE BEVERLY DR CAÑON DR
ALLEY S OLYMPIC BLVD ALMONT DR LA PEER DR
ALLEY W OF BEDFORD DR OLYMPIC BLVD GREGORY WAY
ALLEY W OF BEVERLY DR PARK WAY CARMELITA AVE
ALLEY W OF CAMDEN DR VIRGINA PL CITY LIMIT
ALLEY W OF CRESCENT DR OLYMPIC BLVD GREGORY WAY
ALLEY W OF LA PEER RD WHITWORTH DR OLYMPIC BLVD
ALLEY W OF LINDEN DR OLYMPIC BLVD GREGORY WAY
ALLEY W OF MAPLE DR WHITWORTH DR OLYMPIC BLVD
ALLEY W OF MCCARTY DR OLYMPIC BLVD GREGORY WAY
ALLEY W OF N CAÑON DR ELEVADO AVE LOMITAS AVE
ALLEY W OF N SWALL DR WILSHIRE DR CLIFTON DR
ALLEY W OF REXFORD DR WHITWORTH DR OLYMPIC BLVD
ALLEY W OF REXFORD DR DAYTON DR ALLEY N OF DAYTON WAY
ALLEY W OF ROXBURY DR WILSHIRE BLVD S SANTA MONICA BLVD
ALLEY W OF WHITTIER DR GREENWAY DR SUNSET BLVD
ELEVADO AVE OAKHURST DR DOHENY DR
ELEVADO AVE SIERRA DR OAKHURST DR
ELEVADO AVE ALTA DR SIERRA DR
ELEVADO AVE ARDEN DR ALTA DR
ELEVADO AVE HILLCREST RD ARDEN DR
ELEVADO AVE PALM DR HILLCREST RD
ELEVADO AVE ALPINE DR FOOTHILL DR
ELEVADO AVE REXFORD DR ALPINE DR
ELEVADO AVE CRESCENT DR REXFORD DR
ELEVADO AVE CAÑON DR CRESCENT DR
135
CIP 00195: Street and Sidewalk Improvements
Tentative Five-Year Schedule of Streets and Alleys
FY 2026-27 (Continued)
ELEVADO AVE BEVERLY DR CAÑON DR
ELEVADO AVE LINDEN DR ROXBURY DR
ELEVADO AVE WALDEN DR LINDEN DR
ELEVADO AVE TRENTON DR WALDEN DR
BEVERLY DR REXFORD DR COLDWATER CANYON DR
LA PEER DR WHITWORTH DR OLYMPIC BLVD
REXFORD DR SANTA MONICA BLVD CARMELITA AVE
REXFORD DR CARMELITA AVE ELEVADO AVE
REXFORD DR ELEVADO AVE LOMITAS AVE
REXFORD DR LOMITAS AVE SUNSET BLVD
RODEO DR LOMITAS AVE SUNSET BLVD
ELM DR CLIFTON DR DAYTON WAY
LINDEN DR CHARLEVILLE BLVD WILSHIRE BLVD
WILSHIRE BLVD SOUTH SANTA MONICA BLVD LINDEN DR
WILSHIRE BLVD LINDEN DR ROXBURY DR
WILSHIRE BLVD ROXBURY DR BEDFORD DR
WILSHIRE BLVD BEDFORD DR CAMDEN DR
WILSHIRE BLVD REXFORD DR PALM DR
WILSHIRE BLVD PALM DR DOHENY DR
WILSHIRE BLVD DOHENY DR LA PEER DR
WILSHIRE BLVD LA PEER DR ROBERTSON BLVD
WILSHIRE BLVD ROBERTSON BLVD WILLAMAN DR
WILSHIRE BLVD WILLAMAN DR STANLEY DR
HAMILTON DR GREGORY WAY WILSHIRE BLVD
HAMILTON DR WILSHIRE BLVD SAN VICENTE BLVD
GALE DR GREGORY DR WILSHIRE BLVD
GALE DR WILSHIRE BLVD SAN VICENTE BLVD
TOWER DR GREGORY WAY WILSHIRE BLVD
SAN VICENTE BLVD HAMILTON DR WILSHIRE BLVD
FY 2027-28
ALLEY N/OF BURTON WAY CIVIC CENTER DR FOOTHILL RD
ALLEY N/OF WILSHIRE BLVD WETHERLY DR ALMONT DR
ALLEY N/OF WILSHIRE BLVD ALMONT DR LAPEER DR
ALLEY S/OF BURTON WAY WETHERLY DR ALMONT DR
ALLEY S/OF BURTON WAY ALLEY W/O WETHERLY DR ALMONT DR
ALLEY S/OF BURTON WAY ALMONT DR LAPEER DR
ALLEY S/OF BURTON WAY CLARK DR ROBERTSON BLVD
ALLEY W/OF ALMONT DR ALLEY N/O WILSHIRE BLVD CLIFTON WAY
ALLEY W/OF ALMONT DR CLIFTON WAY DAYTON WAY
ALLEY W/OF ALMONT DR DAYTON WAY ALLEY S/O BURTON WAY
ALLEY W/OF CLARK DR ALLEY N/O WILSHIRE BLVD CLIFTON WAY 136
CIP 00195: Street and Sidewalk Improvements
Tentative Five-Year Schedule of Streets and Alleys
FY 2027-28 (Continued)
ALLEY W OF CRESCENT DR WILSHIRE BLVD CLIFTON WAY
ALLEY W/OF DOHENY DR ALLEY N/O WILSHIRE BLVD CLIFTON WAY
ALLEY W/OF DOHENY DR CLIFTON WAY DAYTON WAY
ALLEY W/OF DOHENY DR DAYTON WAY BURTON WAY
ALLEY W/OF DOHENY DR CITY LIMITS BEVERLY BLVD
ALLEY W/OF DOHENY DR BEVERLY BLVD CIVIC CENTER DR
ALLEY W/OF ELM DR DAYTON WAY BURTON WAY
ALLEY W/OF ELM DR CLIFTON WAY DAYTON WAY
ALLEY W/OF FOOTHILL RD FOOTHILL RD DAYTON WAY
ALLEY W/OF FOOTHILL RD DAYTON WAY BURTON WAY
ALLEY W/OF LA PEER DR DAYTON WAY ALLEY S/O BURTON WAY
ALLEY W/OF LA PEER DR ALLEY N/O WILSHIRE BLVD CLIFTON WAY
ALLEY W/OF LA PEER DR CLIFTON WAY DAYTON WAY
ALLEY W/OF MAPLE DR CLIFTON WAY DAYTON WAY
ALLEY W/OF MAPLE DR ALLEY N/O WILSHIRE BLVD CLIFTON WAY
ALLEY W/OF MAPLE DR DAYTON WAY BURTON WAY
ALLEY W/OF OAKHURST DR ALLEY N/O WILSHIRE BLVD CLIFTON WAY
ALLEY W/OF OAKHURST DR DAYTON WAY BURTON WAY
ALLEY W/OF OAKHURST DR BEVERLY BLVD CIVIC CENTER DR
ALLEY W/OF OAKHURST DR THIRD STREET ALDEN DR
ALLEY W/OF OAKHURST DR ALDEN DR BEVERLY BLVD
ALLEY W/OF OAKHURST DR CLIFTON WAY DAYTON WAY
ALLEY W/OF OAKHURST DR BURTON WAY THIRD STREET
ALLEY W/OF PALM DR THIRD STREET ALDEN DR
ALLEY W/OF PALM DR CLIFTON WAY DAYTON WAY
ALLEY W/OF PALM DR ALLEY N/O WILSHIRE BLVD CLIFTON WAY
ALLEY W/OF PALM DR BEVERLY BLVD CIVIC CENTER DR
ALLEY W/OF ROBERTSON BLVD ALLEY N/O WILSHIRE BLVD CLIFTON WAY
ALLEY W/OF ROBERTSON BLVD DAYTON WAY ALLEY S/O BURTON WAY
ALLEY W/OF ROBERTSON BLVD CLIFTON WAY DAYTON WAY
ALLEY W/OF SWALL DR DAYTON WAY ALLEY S/O BURTON WAY
ALLEY W/OF SWALL DR CLIFTON WAY DAYTON WAY
ALLEY W/OF WETHERLY DR ALLEY N/O WILSHIRE BLVD CLIFTON WAY
ALLEY W/OF WETHERLY DR DAYTON WAY WHETHERLY DR
ALLEY W/OF WETHERLY DR CLIFTON WAY DAYTON WAY
ALMONT DR CHARLEVILLE BLD OLYMPIC BLVD
ALPINE DR DAYTON WAY BURTON WAY
FOOTHILL RD BURTON WAY EB BURTON WAY WB
137
CIP 00195: Street and Sidewalk Improvements
Tentative Five-Year Schedule of Streets and Alleys
FY 2027-28 (Continued)
PALM DR BEVERLY BLVD CIVIC CENTER DR
REXFORD DR WHITWORTH DR WILSHIRE BLVD
FY 2028-29
1 ST ALLEY S/O WILSHIRE BLVD SPALDING DR LINDEN DR
1 ST ALLEY S/O WILSHIRE BLVD LINDEN DR MCCARTY DR
2ND ALLEY S/O OLYMPIC BLVD CITY LIMITS SHIRLEY PL
ALLEY N/O OLYMPIC BLVD MCCARTY DR ROXBURY DR
ALLEY N/O OLYMPIC BLVD PECK DR CAMDEN DR
ALLEY N/O OLYMPIC BLVD CAMDEN DR RODEO DR
ALLEY N/O SPALDING DR SPALDING DR BEVERLY GREEN DR
ALLEY S/O OLYMPIC BLVD EL CAMINO DR BEVERWIL DR
ALLEY S/O OLYMPIC BLVD RODEO DR EL CAMINO DR
ALLEY S/O OLYMPIC BLVD SHIRLEY PL SPALDING DR
ALLEY S/O OLYMPIC BLVD CITY LIMITS SHIRLEY PL
ALLEY W/O BEDFORD DR ALLEY N/O OLYMPIC BLVD GREGORY WAY
ALLEY W/O BEVERWIL DR CITY LIMITS ALLEY S/O OLYMPIC BLVD
ALLEY W/O LINDEN DR CHARLEVILLE BLVD ALLEY S/O WILSHIRE BLVD
ALLEY W/O LINDEN DR GREGORY WAY CHARLEVILLE BLVD
ALLEY W/O LINDEN DR ALLEY N/O OLYMPIC BLVD GREGORY WAY
ALLEY W/O MCCARTY DR CHARLEVILLE BLVD MCCARTY DR
ALLEY W/O MCCARTY DR ALLEY N/O OLYMPIC BLVD GREGORY WAY
ALLEY W/O RODEO DR VIRGINIA PL ALLEY S/O OLYMPIC BLVD
ALLEY W/O RODEO DR CHARLEVILLE BLVD ALLEY S/O WILSHIRE BLVD
ALLEY W/O SPALDING DR MORENO DR CHARLEVILLE BLVD
ALLEY W/O SPALDING DR CHARLEVILLE BLVD SPALDING DR
DANIELS DR PECK DR CITY LIMITS
LASKY DR DURANT DR SOUTH SANTA MONICA BLVD
LASKY DR CHARLEVILLE BLVD DURANT DR
LINDEN DR CHARLEVILLE BLVD SOUTH SANTA MONICA
MORENO DR SPALDING DR LASKY DR
MORENO DR LASKY DR YOUNG DR
RODEO DR CITY LIMITS VIRGINIA PL
RODEO DR VIRGINIA PL OLYMPIC BLVD
VIRGINIA PL PECK DR CAMDEN DR
ALLEY E/O BEVERWIL DR CITY LIMITS SMITHWOOD DR
ALLEY N/O OLYMPIC BLVD PALM DR OAKHURST DR
ALLEY S/O OLYMPIC BLVD MAPLE DR PALM DR
ALLEY W/O ALMONT DR WHITWORTH DR ALLEY S/O OLYMPIC BLVD 138
CIP 00195: Street and Sidewalk Improvements
Tentative Five-Year Schedule of Streets and Alleys
FY 2028-29 (Continued)
ALLEY W/O ALMONT DR GREGORY WAY CHARLEVILLE BLVD
ALLEY W/O ALMONT DR ALLEY N/O OLYMPIC BLVD GREGORY WAY
ALLEY W/O CRESCENT DR WHITWORTH DR ALLEY S/O OLYMPIC BLVD
ALLEY W/O DOHENY DR WHITWORTH DR DOHENY DR
ALLEY W/O ELM DR GREGORY WAY CHARLEVILLE BLVD
ALLEY W/O ELM DR CHARLEVILLE BLVD ALLEY S/O WILSHIRE BLVD
ALLEY W/O ELM DR ALLEY N/O OLYMPIC BLVD GREGORY WAY
ALLEY W/O MAPLE DR ALLEY N/O OLYMPIC BLVD GREGORY WAY
ALLEY W/O MAPLE DR WHITWORTH DR ALLEY S/O OLYMPIC BLVD
ALLEY W/O OAKHURST DR GREGORY WAY CHARLEVILLE BLVD
ALLEY W/O OAKHURST DR CHARLEVILLE BLVD ALLEY S/O WILSHIRE BLVD
ALLEY W/O OAKHURST DR ALLEY N/O OLYMPIC BLVD GREGORY WAY
ALLEY W/O OAKHURST DR WHITWORTH DR ALLEY S/O OLYMPIC BLVD
ALLEY W/O PALM DR CHARLEVILLE BLVD ALLEY S/O WILSHIRE BLVD
ALLEY W/O PALM DR WHITWORTH DR ALLEY S/O OLYMPIC BLVD
ALLEY W/O PALM DR ALLEY N/O OLYMPIC BLVD GREGORY WAY
ALLEY W/O PALM DR GREGORY WAY CHARLEVILLE BLVD
ALLEY W/O REEVES DR CHARLEVILLE BLVD ALLEY S/O WILSHIRE BLVD
ALLEY W/O REEVES DR GREGORY WAY CHARLEVILLE BLVD
ALLEY W/O REEVES DR ALLEY N/O OLYMPIC BLVD GREGORY WAY
ALLEY W/O REXFORD DR ALLEY N/O OLYMPIC BLVD GREGORY WAY
ALLEY W/O REXFORD DR CHARLEVILLE BLVD ALLEY S/O WILSHIRE BLVD
ALLEY W/O REXFORD DR WHITWORTH DR ALLEY S/O OLYMPIC BLVD
ALLEY W/O WETHERLY DR GREGORY WAY CHARLEVILLE BLVD
ALLEY W/O WETHERLY DR CHARLEVILLE BLVD ALLEY S/O WILSHIRE BLVD
TROUSDALE PL LOMA VISTA DR ALEXIS PL
TROUSDALE PL ALEXIS PL END
ALEXIS PL TROUSDALE PL END
EVELYN PL LOMA VISTA DR CITY LIMIT
CRESCENT DR CHARLEVILLE BLVD WILSHIRE BLVD
ELM DR GREGORY WAY CHARLEVILLE BLVD
ELM DR CHARLEVILLE BLVD WILSHIRE BLVD
REEVES DR OLYMPIC BLVD GREGORY WAY
REEVES DR GREGORY WAY CHARLEVILLE BLVD
FY 2029-30
ALMONT DR OLYMPIC BLVD GREGORY WAY
ALMONT DR GREGORY WAY CHARLEVILLE BLVD
CAÑON DR CHARLEVILLE BLVD WILSHIRE BLVD
CLARK DR OLYMPIC BLVD GREGORY WAY
139
CIP 00195: Street and Sidewalk Improvements
Tentative Five-Year Schedule of Streets and Alleys
FY 2029-30 (Continued)
CLARK DR GREGORY WAY CHARLEVILLE BLVD
CRESCENT DR CHARLEVILLE BLVD WILSHIRE BLVD
CRESCENT DR OLYMPIC BLVD GREGORY WAY
ELM DR OLYMPIC BLVD GREGORY WAY
HAMEL DR GREGORY WAY CHARLEVILLE BLVD
MAPLE DR OLYMPIC BLVD GREGORY WAY
OAKHURST DR OLYMPIC BLVD CHARLEVILLE BLVD
REEVES DR OLYMPIC BLVD CHARLEVILLE BLVD
SMITHWOOD DR BEVERWIL DR WHITWORTH DR
SWALL DR OLYMPIC BLVD GREGORY WAY
SWALL DR GREGORY WAY CHARLEVILLE BLVD
WHITWORTH DR MAPLE DR PALM DR
WHITWORTH DR SWALL DR CLARK DR
FY 2030-31
ARNAZ DR CHARLEVILLE BLVD GREGORY WAY
CARSON RD WILSHIRE BLVD CLIFTON WAY
CHARLEVILLE BLVD STANLEY DR CARSON RD
CHARELVILLE BLVD CARSON RD LE DOUX RD
CHARLEVILE BLVD ARNAZ DR HAMEL DR
GREGORY WAY LA CIENEGA BLVD LE DOUX RD
GREGORY WAY TOWER DR GALE DR
HAMEL DR GREGORY WAY CLIFTON WAY
LE DOUX RD OLYMPIC BLVD GREGORY WAY
LE DOUX RD WILSHIRE BLVD CLIFTON WAY
S LA CIENEGA BLVD OLYMPIC BLVD GREGORY WAY
S LA CIENEGA BLVD GREGORY WAY WILSHIRE BLVD
S LA CIENEGA BLVD WILSHIRE BLVD CLIFTON WAY
140
CIP 00713: Repaint City Buildings
Five-Year CIP Schedule
FISCAL YEAR 2026-27
450 N. Rexford Dr. Parking Structure
Civic Center Arcade
FISCAL YEAR 2027-28
216 S. Beverly Dr. Parking Structure
Fleet Center
FISCAL YEAR 2028-29
Fire Headquarters
Civic Center Phase III
FISCAL YEAR 2029-30
Gardens Building
Fleet Center
FISCAL YEAR 2030-31
Work for additional locations as directed by City Council 141
142
CIP 00833: Building Envelope Improvements at City Structures Five-Year CIP Schedule
FISCAL YEAR 2026-27
331 Foothill Rd. Window Systems Performance Assessments Water Intrusion Mitigation at Elevator Pits
FISCAL YEAR 2027-28
407 S. Roxbury Dr. Building Joint Sealants Replacement
461 N. Bedford Dr. Partial Roof Replacement
FISCAL YEAR 2028-29
Miscellaneous Roofing Repair / Replacement
Fleet Center Roofing Repair / Replacement
FISCAL YEAR 2029-30
331 Foothill Rd. Window System Repair and Upgrade
FISCAL YEAR 2030-31
Public Works Building Roof Replacement
Construction and/or design work for additional locations as directed by City Council 143
144
CIP 08502: Vehicle Replacement Program
Five-Year CIP Schedule
EQUIPMENT # MAKE AND MODEL
085 2018 HONDA PILOT LX
095 2020 FORD SUV INTERCEPTOR
096 2020 FORD SUV INTERCEPTOR
097 2020 FORD SUV INTERCEPTOR
141 2016 WANCO WVTM
145 2016 WANCO WSDT3-S
149 2019 CHEVROLET COLORADO
150 2019 CHEVROLET COLORADO
157 2019 CHEVROLET COLORADO
158 2019 CHEVROLET COLORADO
159 2019 CHEVROLET COLORADO
215 2017 FORD F150
249 2017 VERMEER BC1000-XL
321 2016 CHEVROLET COLORADO
322 2016 CHEVROLET COLORADO
411 2016 MULTIQUIP MC-94-P
420 2017 CHEVROLET COLORADO
421 2017 CHEVROLET COLORADO
422 2017 FORD C MAX HYBRID
428 2015 FORD TRANSIT CONNECT
434 2015 FORD TRANSIT CONNECT
458 2015 HYSTER H30FT
471 2017 GENIE INDUSTRIE IWP-25S
501 2017 FORD TRANSIT CONNECT
515 2017 FORD C MAX HYBRID
629 2017 FORD F450
637 2016 FORD/ALTEC F550/AT40-G
640 2016 FORD F150
644 2016 FORD F250
650 2016 FORD F150
675 2017 FORD F450
713 2016 FORD TRANSIT CONNECT
714 2019 FORD F350
718 2017 FORD F550
797 2011 FREIGHTLINER M2
843 2013 FREIGHTLINER M2
FY 2026-27
145
CIP 08502: Vehicle Replacement Program
Five-Year CIP Schedule
EQUIPMENT # MAKE AND MODEL
007 2018 HONDA PILOT LX
015 2022 FORD EDGE
017 2022 FORD EDGE
027 2022 CHEVROLET TAHOE
028 2022 FORD EXPLORER
030 2022 FORD EXPLORER
034 2022 FORD EXPLORER
036 2022 FORD EXPLORER
047 2022 CHEVROLET MALIBU
078 K9 2022 FORD SUV INTERCEPTOR
079 K9 2022 FORD SUV INTERCEPTOR
113 2022 BMW R1250RT-P
120 2022 BMW R1250RT-P
122 2022 BMW R1250RT-P
214 2017 FORD F150
216 2018 FORD F150
250 2017 FORD F550
260 2021 AUTOCAR ACX
261 2021 AUTOCAR ACX
285 2016 TYMCO/FRTLNR 500X/M2
317 2017 FORD F150
618 2018 CHEVROLET COLORADO
619 2018 HONDA EU 3000IS
620 2018 HONDA EU 3000IS
621 2018 HONDA EU 3000IS
622 2018 HONDA EU 3000IS
628 2017 FORD/ALTEC F550/AT40-G
636 2017 ZIEMAN 1180-E
703 2017 PACIFIC TEK PV-100-SAW-T
719 2017 FORD F550
783 2018 HONDA EB10000
832 2013 CHEVROLET SUBURBAN 4WD LS
844 2014 FREIGHTLINER M2
FY 2027-28
146
CIP 08502: Vehicle Replacement Program
Five-Year CIP Schedule
EQUIPMENT # MAKE AND MODEL
069 2023 FORD SUV INTERCEPTOR
073 2023 FORD SUV INTERCEPTOR
076K9 2023 FORD SUV INTERCEPTOR
077K9 2023 FORD SUV INTERCEPTOR
110 2023 BMW R1250RT-P
112 2023 BMW R1250RT-P
116 2023 BMW R1250RT-P
245 2022 JOHN DEERE 204L
284 2018 TYMCO/FRTLNR 500X/M2
300 2018 FORD F150
301 2018 FORD F150
302 2018 FORD F150
304 2019 FORD F350
305 2019 FORD F350
429 2018 FORD F150
435 2018 FORD TRANSIT CONNECT
451 2018 JLG 7612-TRAILER
470 2018 JLG 30AM
477 2018 FACTORY CAT GTX 30" DISK
516 2019 CHEVROLET SUBURBAN
580 2023 FORD MAVERICK
582 2023 FORD MAVERICK
720 2018 FORD F550
731 2006 JOHN DEERE 6090HF 485
735 2023 HUSQVARNA FS 413
FY 2028-29
147
CIP 08502: Vehicle Replacement Program
Five-Year CIP Schedule
EQUIPMENT # MAKE AND MODEL
008 2024 DODGE DURANGO SS RWD
013 2024 DODGE DURANGO SS RWD
014 2023 TOYOTA HIGHLANDER
032 2024 DODGE DURANGO SS RWD
053 2024 FORD EXPLORER
306 2020 CHEVROLET SILVERADO 1500
375 2019 CHEVROLET COLORADO
424 2020 CHEVROLET SILVERADO 1500
427 2020 CHEVROLET SILVERADO 1500
437 2019 CHEVROLET COLORADO
438 2019 CHEVROLET COLORADO
439 2019 CHEVROLET COLORADO
517 2019 CHEVROLET BOLT EV LT
651 2019 CHEVROLET SILVERADO 1500
799 2015 FREIGHTLINER 114 SD
307 2020 CHEVROLET SILVERADO 1500
308 2020 CHEVROLET SILVERADO 1500
309 2020 CHEVROLET SILVERADO 1500
380 2024 JOHN DEERE TE GATOR
380U 2024 JOHN DEERE PCT-17JD
381 2024 JOHN DEERE TE GATOR
381U 2024 JOHN DEERE PCT-17JD
382 2024 JOHN DEERE TE GATOR
382U 2024 JOHN DEERE PCT-17JD
383 2024 JOHN DEERE TE GATOR
384 2024 JOHN DEERE TE GATOR
414 2009 JOHN DEERE 6068HF285
518 2019 DODGE RAM 1500 PRO
821 2009 PIERCE VELOCITY
825 2004 SPARTAN GLADIATOR
FY 2029-30
148
CIP 08502: Vehicle Replacement Program
Five-Year CIP Schedule
EQUIPMENT # MAKE AND MODEL
004 2025 CHEVROLET TRAVERSE
006 2025 TOYOTA HIGHLANDER
010 2025 CHEVROLET BLAZER EV
012 2025 TOYOTA SIENNA XLE
019 2025 CHEVROLET TRAVERSE
029 2025 CHRYSLER PACIFICA SELECT
035 2025 TOYOTA HIGHLANDER
043 2025 FORD MACH E
050 2025 CHRYSLER PACIFICA SELECT
051 2025 FORD MACH E
062K9 2025 FORD INTERCEPTOR
063 2024 FORD INTERCEPTOR
064 2025 FORD INTERCEPTOR
065 2025 FORD INTERCEPTOR
066 2025 FORD INTERCEPTOR
068K9 2025 FORD INTERCEPTOR
074 2025 FORD INTERCEPTOR
093 2025 FORD INTERCEPTOR
098 2025 FORD INTERCEPTOR
099 2025 FORD INTERCEPTOR
146 2020 WANCO WCT-K
264 2023 AUTOCAR ACX
376 2021 CHEVROLET COLORADO
390 2024 JOHN DEERE BUNKER RAKE
791 2014 MULTIQUIP AP6
834 2024 TOYOTA TUNDRA
835 2024 TOYOTA TUNDRA
845 2016 FREIGHTLINER M2
FY 2030-31
149
150