On the agenda: Beverly Hills meeting — data center (Apr 30)

LL5

Beverly Hills City Council Liaison I Priority Setting Ad Hoc Committee AMENDED
will conduct a Special Meeting, at the following time and place, and will address the
agenda listed below:
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CITY OF BEVERLY HILLS
455 N. Rexford Drive
Room 280A
Beverly Hills, CA 90210
IN-PERSON I TELEPHONIC I VIDEO CONFERENCE MEETING
Beverly Hills Liaison Committee Meeting
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Wednesday, April 30, 2025
2:30 PM
Please be advised that pre-entry metal detector screening requirements are now in place
in City Hall. Members of the public are requested to plan visits accordingly.
In the interest of maintaining appropriate social distancing, members of the public can view this
meeting through live webcast at www.beverlyhills.orgAive and on BH Channel 10 or Channel 35
on Spectrum Cable, and can participate in the teleconference/video conference by using the link
above. Written comments may be emailed to mayorandcitycoundil(äbeverIyhiIIs.org and will also
be taken during the meeting when the topic is being reviewed by the Beverly Hills City Council
Liaison / Priority Setting Ad Hoc Committee. Beverly Hills Liaison meetings will be in-person at
City Hall.
AGENDA
1) Public Comment
a. Members of the public will be given the opportunity to directly address the
Committee on any item listed on the agenda.
2) Review final priorities for Fiscal Year 2025

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2026.

3) Adjournment

uma Ahmed
City Clerk

Posted: April 28, 2025

A DETAILED LIAISON AGENDA PACKET IS AVAILABLE FOR REVIEWAT
WWW.BEVERL YHILLS. ORG

Pursuant to the Americans with Disabilities Act, the City of Beverly Hills will make reasonable
efforts to accommodate persons with disabilities. If you require special assistance, please call
(310) 285-1014 (voice) or (310) 285-6881 (TTY). Providing at least twenty-four (24) hours
advance notice will help to ensure availability of services. City Hall, including Room 280A is
wheelchair accessible.

2

CITY OF BEVERLY HILLS
POLICY AND MANAGEMENT
MEMORANDUM
TO:

Priority Setting Ad Hoc (Mayor Nazarian and Councilmember Corman)

FROM:

Nancy Hunt-Coffey, City Manager

DATE:

April 30, 2025

SUBJECT:

Review final priorities for fiscal year 2025-26

As noted previously, the City Council authorized the ad hoc to work with staff to develop a list of
proposed strategic priority areas, associated draft goals and work plan items for fiscal year 202526, and asked that the final draft priorities return to the City Council for adoption. The ad hocs
worked diligently with staff to develop the draft priorities which were presented to the City Council
on December 10, 2024. With a few edits, the draft priorities were approved. These priorities were
incorporated into the budget development process and, as the Council will see when the budget
adoption process kicks off in June, resulted in budget adjustments and enhancements by the
departments.
Before the budget adoption process kicks off in June, staff would like to finalize the priorities with
the City Council. In some cases, work has occurred sooner than expected, so some workplan
items have already been completed (e.g. opening the Paley Center for Media in the Beverly Hills
Public Library). Additionally, there are projects that were initially planned for fiscal year 2025-26
which are no longer needed or which have been pushed out to future years. As a result, staff have
updated the priorities, goals and workplan items and have added milestones for each work plan
item so that it is easy for the community to track progress. The ad hocs are asked to provide
feedback on the priorities. Staff plans to bring the priorities to the full City Council on May 6th•
In addition to the City Council priorities, staff is proposing to change the process by which priorities
are set for some of the City commissions, particularly those which do not have workplans that are
predetermined. An example of a commission with a predetermined work plan would be the
Planning Commission where a substantial portion of the work involves hearing and responding to
land use matters and applications. Some of the commissions that do not have substantial
predetermined work have become accustomed to establishing some of their own priorities. Over
time, some of these priorities have grown in complexity, cost and sometimes can be duplicative
of Council priorities or already approved programs. Some examples: One of the current
commission priorities is to establish a centrally located kiosk(s) to celebrate the City’s history,
events, programs, etc. Two commissions are currently discussing new awards or recognition
programs in addition to the already existing commission awards programs, such as Embrace
Civility, Golden Shield. This next fiscal year, the City will hold both Festival Beverly Hills (proposed
by a commission), which started as a multicultural celebration of Nowruz and a UNITY Nowruz
celebration (Council priority). There are proposals to have two community picnics in July, one as
part of a Council priority and one as a commission initiative. As wonderful as all of these programs
are, they require staff time, funds and resources to carry them out.
As a result of these factors, the Council has previously discussed having a more formal process
for establishing commission priorities. The process would involve bringing any proposed
commission priorities to the City Council at the same time as the Council priorities are discussed.
The City Council would provide general direction and feedback on these priorities as well as any
new ones to consider. After this process, the Council liaisons will meet with their respective

commissions (Chair/Vice Chair) in June/July to further hone the priorities. The commissions
would then proceed to work with staff on the priorities and the liaisons would then hold check in
meetings in December/January with the Chair and Vice Chair to discuss progress and provide
any further direction/feedback. Finally, as occurs with City Council priorities and programs or
budget enhancements that are proposed by staff, the City Manager would like an opportunity to
provide a formal recommendation to the City Council on proposed Commission priorities
recognizing, of course, that the City Council has the ultimate decision making authority.
To achieve the goals listed above related to commission priorities, the following sample priority
setting grid is recommended as a tool to facilitate communication:
Commission Priorities
Project

Beverly Hills Reading
Garden

City Manager
Recommendation

Description

\ proposal for the City of Beverly Hills to Not at this time. Substantial
levelop an outdoor space centered around budget/staffing implications.
reading and learning where children and Reevaluate in fy 26-27
amilies can congregate to enjoy formal
)rogramming that encourages literacy.

CM recommended additional priorities

fVork with staff to establish a volunteer based program where adults read to children in the
Children’s Library, e.g. Grandparents and Books.

Recommendation
The Council ad hoc members are asked to provide feedback on the attached priorities, goals,
work plan items and milestones for fiscal year 2025-26. Staff also asks the liaisons to provide
feedback on the process and grid for approving commission priorities. Once these items are
finalized by the ad hoc, they will be brought to the full City Council.

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DRAFT
FINAL Fiscal Year 2025-26
City of Beverly Hills
Strategic Priorities, Goals and Work Plans

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SP1: Enhance Community Safety and Health
o G 1.1: Prepare for opening of Metro stations
• WP 1.1.1: Pending City Council CIP BEF consideration Complete Beverly
Hills Police Department (BHPD) Public Safety Center at La Cienega
Metro Station. (PW/PD)
• MS 1: Construction Documents (15%)
• MS 2: Bidding/Contracts (17%)
• MS 3: Construction (68%)
• WP1.l.2: Implement BHPD sworn staffing model for La Cienega Metro
Station. (PD)
• MS 1: Finalize policing and deployment model with partner
agencies (20%)
• MS 2: Establish MOA with partner agencies for station policing
and cost recovery (3 0%)
• MS 3: Implement supplemental officer for surrounding station area
(50%)
• WP 1.1.3: Pending City Council REF approval Study use of nonsworn
Community Service Officers (CSO) for Metro Public Safety Center.
(PD/HR)
• MS 1: Finalize initial staffing model for metro Public Safety
Center (20%)
• MS 2: Complete job descriptions (20%)
• MS 3: Training and deployment of Metro Public Safety Center
staff (60%)
• WP1.1.4: Build out security model for Beverly Metro Station. (PD)
Additional funding will be required for construction of Public Safety
Kiosk and any additional deployment beyond what is in the Metro MOA.
• MS 1: Secure MOA for Public Safety Kiosk (40%)
• MS 2: Finalize policing and deployment model with partner
agencies (35%)
• MS 3: Update MOA with partner agencies for multi-station
policing model and cost recovery (25%)
o G 1.2: Implement new technologies to support public safety
• WP 1.2.1: Pending City Council BEF consideration Cloud
Migration!upgrade and eRecords Management System (RMS) upgrade for
BHPD and BHFD. (PD/IT/FD)
• MS 1: Develop scope of work (3 0%)
• MS 2: Begin implementation (60%)
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• MS 3: Launch Phase I of project (10%)
WP1 .2.2: Pilot Drone Coverage Expansion Options. (PD)
• MS 1: Pilot drone-in-a-box (DIAB) initiative (25%)
• MS 2: RFP for vendors to provide DIAB service (25%)
• MS 3: Agreement and vendor award (10%)
• MS 4: Install DIAB and test system with Remote Pilot in Charge
coverage (40%)
WP1 .2.3 Continue to expand number of closed-circuit television (CCTV)
cameras and automated license plate readers (ALPRs). (IT, PW, PD)
• MS 1: Develop comprehensive plan for Southwest enhancement,
wireless camera upgrades, Pon network camera expansion, and
priority intersection cameras (10%)
• MS 2: Engineer, configure and deploy prioritized cameras within
timeframes defined in the plan (80%)
• MS 3: Deploy 3.5 petabyte storage array (10%)
WP1.2.4: Expand and enhance public safety technology to include training
and digital forensics software, e.g. Force Metrics Dataminr. (PD/IT)
• MS 1: Launch Force Metrics and expand training to key staff
(50%)
• MS 2: Expand use of Dataminr’s A/I real-time threat monitoring to
key personnel (5 0%)
WP1.2.5: Expand automated vehicle location (AVL) system for real time
vehicle location for BHPD and BHFD. Allows for dispatch of closest
resource. (PD/IT)
• MS 1: Confirm all police and fire vehicles have AVL (10%)
• MS 2: Ensure FUSUS can track all police and fire vehicles (10%)
• MS 3: Upgrade front-line Fire apparatus with state-of-the-art
wireless data modems (40%)
• MS 4: Upgrade replacement PD vehicles with state-of-the-art
wireless data modems (30%)
• MS 5: Test Proximity dispatch capabilities and modify procedures
as appropriate (10%)
WP 1.2.6: Pilot use of artificial intelligence (A/I) based public safety
applications particularly related to video searching (IT/PD)
• MS 1: Evaluate Veritone A/I-based video management offerings
for inclusion into Video security program (25%)
• MS 2: Conduct best-of-breed analysis for video analytics software
and expand utilization with public safety operations (25%)
• MS 3: Deploy BHPD Live Link to provide real time updates to the
community on response and service (25%) Note: This is also a
Mayor’s initiative.
• MS 4: Pilot Blue Scribe Alto assist with report writing and getting
officers back on the street quickly (25%) Note: This is also a
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Mayor’s initiative. Post pilot adoption will require a budget
enhancement.
• WP 1.2.7: Expand cyber security posture by expanding National Institute
of Standards & Technology (NIST) cyber security standards and expand
information technology asset management (ITAM) best practices and
provide end-user best-practices training. (IT)
• MS 1: Implement enterprise ITAM inventory and software
management tool and ensure sound patch management (25%)
• MS 2: Complete revisions to cyber security disaster recovery
plans that meet NIST standards (50%)
• MS 3: Establish end-user cyber security training program that
includes ongoing awareness training (25%)
• WP1 .2.8: Complete upgrade of technology in Emergency Operations
Center and examine location of the EOC. (IT/FD/PD)
• MS 1: Upgrade end-of-life audio visual equipment and technology
(50%).
• MS 2: Study different EOC layout/setup formations for best
practices (5%)
• MS 3: Survey alternate locations for viability (5%)
• MS4 Upgrade EOC computing infrastructure (40%)
G1.3: Increase pedestrian safety
• WP1 .3.1: Study additional safety measures on certain streets. (PW/PD)
• MS 1: Conduct traffic studies, identify locations where
improvements are merited and where traffic enforcement is
needed. (40%)
• MS 2: Develop designs (40%)
• MS 3: Bidding & Council award contract (20%)
• WP1.3.2 Carry out Phase 2 of the Rodeo Dr. bollards project. (PW/PM)
• MS 1: Design (80%)
• MS 2: Bidding/Contracts (15%)
• MS 3: Construction (5%)
G 1.4: Continue emergency preparations (FD)
• WP 1.4.1: Improve emergency communications and planning
• MS 1: Explore emergency communication alert and warning tools
(15%).
• MS 2: Explore adverse weather planning capabilities (10%)
• MS 3: Explore communications for community members with
disabilities (15%).
• MS 4: Pilot BH Fire Watch to provide early detection of potential
fires. (40%)
• MS 5: Conduct citywide evacuation drill in conjunction with siren
test. (20%)
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WP1.4.2: Adopt and implement the 2025 Very High Fire Hazard Severity
Zone (VHFHSZ) map from the California Department of Forestry and Fire
Protection.
• MS 1 Adopt through ordinance the inclusion of the VHFHSZ
map into the BHMC (40%)
• MS 2 Update Brush Clearance Flyer to reflect the changes to the
map. (20%)
• MS 3 Develop a public education effort to inform on all
requirements associated with adoption of the map (20%)
• MS 4 Manage and conduct additional brush inspections as
required by BHMC. (20%)
WP 1.4.3: Revise Information Technology business continuity plans to
include updating and standardizing critical documentation. (IT)
• MS 1: Update business continuity run-book using best practices
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(25%)

MS 2: Conduct city-wide impact analysis of core applications
(50%)
• MS 3: Conduct formal tests of business continuity plans (25%)
G 1.5: Work with partner agencies regarding to improve public safety and reduce
crime
• WP1 .5.2: Partner with businesses and their security/guards, particularly
around the holidays. (PD)
• MS 1: Plan outreach to businesses via the organized retail theft
grant under the community outreach provisions. (100%)
• WP1.5.3: Gain permission from the District Attorney to prosecute
misdemeanor violations. (CA)
• MS 1: Determine precedence and process for establishing
permission to prosecute misdemeanor violations (50%)
• MS 2: Draft letter of agreement between the City and District
Attorney’s Office (County) (50%)
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SP2: Practice Effective and Transparent Governance
o G2. 1: Ensure effective transition of Council responsibilities
• WP2. 1.1: Install new Mayor/Vice Mayor in April 2026. (PM)
• MS 1: Work with incoming Mayor to plan for installation (20%)
• MS 2: Complete installation preparations (60%)
• MS 3: Carry out installation (20%)
• WP2.1.2: Conduct municipal election in June 2026 for three
Councilmembers and City Treasurer (CCO/PM)
• MS I: Process election materials in January 2026
• MS 2: Conduct municipal election in June 2026
• MS 2: Install newly elected Council/City Treasurer in July 2026
• WP2.1.3: Carry out Mayor initiatives (PM) Also see WP 1.2.6, WP 4.1.3,
WP4.2.7, WP4.2.4, WP 4.2.6
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MS 1: Complete monthly Straight Talk with Sharona programs
(20%)
• MS 2: Complete Spotlight with Sharona programs (25%)
• MS 3: Activate Sister Cities/Evening of Unity/Unity Film Festival
(15%)
• MS 4: Create Sharona’s Innovation circle (15%)
• MS 5: Sunday Socials with Sharona (youth and seniors) (15%)
• MS 6: Carry out Never Again is Now activities (15%)
G2.2: Expand public-facing eGov offerings
• WP2.2. 1: Automate paper-based counter transactions including fire
department-related permits, planning application submissions, special
events, and forms automation. (IT/FD/CD)
• MS 1: Establish business requirements (20%)
• MS 2: IT development of systems (60%)
• MS 3: Testing and implementation (20%)
• WP2.2.2: Upgrade customer relations management (CRM) and call-center
software offerings to support AskBH and departments with customer
service operations. The call center software provides internal reporting on
performance and stability for the phone system. The CRM improves selfservice functionality and usability for the community. (PW/IT)
• MS 1: Design, configure, train, and launch customer service CRM
system (5 0%)
• MS 2: Design, configure, train and launch call center software
(25%)
• MS 3: Ensure integration between call center software and CRM
(10%)
• MS 4: Develop core business reporting (15%)
• WP2.2.3: Expand online permitting capabilities through enhancements to
existing systems, e.g. Citysmart. (CD/IT)
• MS I: Establish business requirements (20%)
• MS 2: Develop new feature sets to address business need (60%)
• MS 3: Test and implement (10%)
• MS 4: Conduct evaluation of alternative permitting systems
emphasizing inclusion into existing ERP system (10%)
• WP2.2.4: Expand A/I-based software offerings, including a customer
service chat bot, productivity tools (e.g. CoPilot, staff report automation),
and development-records search. Ensure that any use of Al would be
reviewed by staff before information is made available to the public. (IT)
• MS 1: Design, configure, train, and launch pilot staff report
software (50%)
• MS 2: Expand functionality of customer-service chatbot and
launch within AskBH environment (40%)
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• MS 3: Develop citywide A/I policy for appropriate use (10%)
WP2.2.5: Upgrade and expand customer-facing applications including
library systems, recreation and park reservation system, and water
management systems /utility billing and property information system.
(IT/C S/PW/FIN/PM)
• MS 1: Migrate the City’s integrated library system to the cloud
(includes novel functionality) (25%)
• MS 2: Develop plan to upgrade Rec and Park public-facing
software systems, and implement Phase I of software deployment
(50%)
• MS 3: Launch customer-facing water consumption application that
is integrated with online payment system (25%)
WP2.2.6: Upgrade and expand internal efficiency software, including
agenda automation, Public Records Act request (PRA) facilitation,
lobbyist registration management and financial reporting. (IT/CCO/FIN)
• MS 1: Configure and launch puipose-built PRA software
management software (25%)
• MS 2: Examine agenda automation software options (25%)
• MS 3: Launch updated lobbyist management application (25%)
• MS 4: Develop, and distribute automated core reporting to stake
holders (50%)
• WP2.2.7: Examine online legislative lobbyist form to detennine if
additional/different information should be gathered. (CCO/IT)
• MS 1: Incorporate public feedback and inter-department
recommendations into lobbyist form to improve usability and
transparency (90%)
• MS 2: Launch revised form onto City website (10%)
G2.3: Adjust the work/configuration of City commissions
• WP2.3.1: Initiate semi-annual reviews of commission work plans by City
Council commission liaisons to facilitate alignment with the City Council
goals. (PMIall)
• MS 1: As part of the spring priority setting with Council, bring
forward Commission work plan items (20%)
• MS 2: Commission liaisons meet to discuss work plan items (10%)
• MS 3: Commissions carry out the work (40%)
• MS 4: Commission liaisons meet to receive update and provide
guidance on workplan items (10%)
• MS 5: Report to City Council on prior year’s commission work
plans (20%)
• WP2.3.2: Complete any work related to the commission reconfiguration
efforts. (PM/CA)
• MS 1: Facilitate any outstanding commission reconfiguration
conversations with the Council (50%)
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MS 2: Draft any needed ordinances that combine or sunset
commissions and bruig them to Council (5 0%)

SP3: Ensure Financial Stabifity and Economic Viability
o G3. 1: Ensure responsible fiscal stewardship by implementing cost saving
measures and revenue enhancement ideas proposed by the Blue-Ribbon
Committee/Audit & Finance Committee (CM/FIN)
• WP3.l.1: Conduct business tax analysis (CM/FIN)
• MS 1: Finalize and release RFP for consulting services to review
business tax municipal code and calculations (20%)
• MS 2: Review business tax consultant RFP and award contract
(20%)
• MS 3: Conduct business tax municipal code and calculation
analysis (60%)
• WP3.1.2: Conduct RFP to select a consultant to carryout and develop
comprehensive Citywide Fee Study
• MS 1: Develop RFP (30%)
• MS 2: Open RFP, review proposals (40%)
• MS 3: Award agreement to consultant for work in FY2026-27
(30%) Funding will be needed to carry out the study in 26-27
• WP3.1.3: Pending City Council BEF consideration Consider conducting
nexus studies and the development of impact fees. (CD/FIN)
• MS 1: Issue RFP and select consultant (5%)
• MS 2: Prepare development forecasts (15%)
• MS 3: Work with all departments to prepare capital needs forecasts
(30%)
• MS 4: Assist consultant with analysis and review completed
analysis (25%)
• MS 5: Public comment and public hearing process (25%)
• WP3.1.4: Enhance Community Charitable Foundations’ (CCF) role to
include soliciting donations for projects and events. (FIN/PM)
• MS 1: Update CCF website to accept additional forms of donations
(e-check, etc.) (10%)
• MS 2: Solicit donations for the October 7th Memorial. (90%)
• WP3.l.5: Conduct off street and on street parking rate study for City
parking structures and meters. (PW/FIN)
• MS 1: Issue Request for Proposals (20%)
• MS 2: Evaluate proposals and conduct interviews (70%)
• MS 3: Council award contract (10%)
• WP3.l.6: Complete updated appraisal of the City’s art collection. (CS)
• MS 1: Execute Agreement (10%)
• MS 2: Conduct appraisal (80%)
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• MS 3: Share report with City Council (10%)
WP3. 1 .7: Document and explore best use of City real estate and assets.
(PM)
• MS 1: Complete inventory and assessment of real estate (50%)
• MS 2: Discuss and develop recommendations with Subcommittee
(25%)
• MS 3: Finalize policy recommendations with full City Council
(25%)
WP3.1.8: Carry out zero based budget exercise for Capital Improvement
Program (CIP) (FIN/PW/PM)
• MS 1: Review existing CIPs and designate as either ongoing
maintenance or capital projects related. (20%)
• MS 2: Review and prioritize/rank projects included in the 5-year
CIP. Require zero-based justifications for each existing CIP and
establish any necessary sub-CIPs. (50%)
• MS 3: Establish new CIP budget enhancement process for
additions to the CIP plan or to add/remove a new CIP. (10%)
• MS 4: Review CIP and obtain feedback on priorities from the
Audit & Finance Committee and forward to City Council for final
direction. (20%)

SP4: Augment Community Quality of Life
o G4. I: Provide programs and services that respond to the needs of the community
• WP4. 1.1: Complete restructure of Community Assistance Grant Fund
Program. (FD/CS)
• MS 2: Transition all cultural programming grants recipients to
Community Services Department for all future management and
oversight (40%)
• MS 3: Transition identified critical and community services
providers from grants to yearly not-to-exceed contracts (40%)
• MS 4: Develop an evaluation and oversight system to monitor
contractual compliance (10%).
• MS 5: Annual comprehensive review of all services provided to
determine if services adequately meet current community needs
(10%).
• WP4. 1.2: Begin negotiation of Joint Powers Agreement with Beverly Hills
Unified School District (CS)
• MS 1: Meet with BHUSD staff to review agreement. (25%)
• MS 2: Present to City CounciL/BHUSD Board liaisons (50%)
• MS 3: Present recommendations to City Council (25%)
• WP4.1.3: Pilot BHFD Wellness Network. The Weilness Network is a
program that minimEes the risk of incurring out-of-pocket expenses for

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eligible Paramedic and Nurse Practitioner services. Note: this is also a
Mayor’s initiative.
• MS 1: create and submit for approval a program which allows
residents / patients to offset costs related to paramedic & nurse
practitioner service (20%)
• MS 2: receive MediCal accreditation from CA DHCS (10%)
• MS 3: submit both to Medicare and MediCal claims for nurse
practitioner services and receive correlating benefit (5%)
G4.2: Provide programs and spaces that benefit the residents of the City
WP4.2. 1: Pending City Council BEF consideration Work with school
district to further develop Early Childhood Education Center at Hawthorne
School. (CS)
• MS 1: Meet with BHUSD staff to review the logistics of the
Hawthorne Campus (10%)
• MS 2: Meet with City Council Liaisons to provide updates on the
space and programming ideas and request staffing and budget
(25%)

MS 3: Present recommendations to City Council (25%)
MS 4: Begin implementation of 1st phase of the Early Childhood
Center (40%) Budget enhancement submitted to expand contract
classes. Additional funds would be needed for expansion of
preschool classrooms.
WP4.2.2: Evaluate City events. Note: MS 2 and MS 3 are also Mayor’s
initiatives. (PM/CS)
• MS 1: Evaluate existing programs to determine if they should be
changed or eliminated.
• MS 2: Consider new programming that bring the community
together in celebration of various federal holidays
• MS 3: Expand programming that unifies the community around the
cultural celebration of the Nowruz holiday in 2026.
WP4.2.3: Prepare for 2028 Olympics related to security, transportation,
programming, etc. Determine if the Olympics marathon race can come
through Beverly Hills. (PM/PD/PW/CS) Note: this is also a Mayor’s
initiative
• Attend regional planning meetings (15%)
• Determine scope of impact on Beverly Hills (40%)
• Begin planning for impact (20%)
• Coordinate with LA 28 regarding the possibility of marathon race
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(25%)

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WP4.2.4: Hold groundbreaking ceremony for 10/7 permanent memorial
(PM/CS) Note: this is also a Mayor’s initiative
• MS 1: Work with ad hoc to develop event (20%)
• MS 2: Prepare any necessary agreements (10%)
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• MS 3: Carry out event (70%)
G4.3: Improve Public Spaces
• WP4.3. 1: Review design, approve and complete renovation and
replacement of play equipment at La Cienega playground. (CS/PW)
• MS 1: Present design plans to Recreation and Parks Commission
• MS 2: Present recommendations to Council Liaisons and Full City
Council
• MS 3: Construction Documents and Bid
• MS 4: Award Agreement and begin construction
• WP4.3.2: Complete Paley Center for Media archive move in at Beverly
Hills Public Library. (CS)
• MS 1: Begin partnership programming with Paley (100%)

SP5: Maintain and Develop Infrastructure and Facifities
o G5.1: Maintain Public Facilities & Infrastructure
• WP5. 1.1: Replace Civic Center chilled water line. Improve chilled water
distribution system so the Heating Ventilation Air Conditioning (HVAC)
system operates more effectively. (PW)
• MS 1: Bidding/ Contracts (42%)
• MS 2: Construction (5 8%)
• WP5.1.2: Complete improvements to Library fire alarm. (PW)
• MS 1: Design (33%)
• MS 2: Bidding/Contracts (22%)
• MS 3: Construction (45%)
• WP5.l.3: Complete reconstruction of Will Rogers Park restroom and
upgrade the water feature. (PW/CS)
• MS 1: Complete construction (100%)
• WP5. 1.4: Complete partial roof replacement Phase 2 at 439 N. Canon Dr.
Rd. Building. (PW)
• MS 1: Design (45%)
• MS 2: Bidding/ Contracts (28%)
• MS 3: Construction (27%)
• WP5.l.5: Complete plans for aesthetic and seismic upgrades to Bedford
parking structure, seismic phase 2 upgrade to Camden lot, and initiate
plans for Beverly Dr. structure. (PW/PM) Have funding for Bedford and
Beverly seismic designs. Have funding for Camden phase 2 seismic
upgrade.
• MS 1: Facade Design (50%)
• MS 1: Seismic Upgrade Design (50%))
• WP5.1.6: Complete Coidwater Cañon Drive restoration and restriping.
(PW)
• MS 1: Complete construction (100%)
• WP5.1 .7: Complete lower Greystone drainage & access road
reconstruction. (PW/CS)
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• MS 1: Design (35%)
• MS 2: Bidding! Contracts (23%)
• MS 3: Construction (4%)
WP5. 1.8: Develop preliminary plan for police station improvements. (PD,
PW, FIN) Have funding for preliminary plan.
• MS 1: Develop initial station Master Plan remodel with Public
Works
• MS 2: Hire architect to design remodeled station, plan stages of
execution, and provide cost estimate
• MS 3: Work with Finance to find funding for remodel
WP5. 1.9: Replace IT data center heating, ventilation, and air conditioning
(HVAC) and unintemiptible power supply (UPS) Systems. (IT/PW) Full
funding in CIP.
• MS 1: Design (30%)
• MS 2: Bidding/Contracts (20%)
• MS 3: Construction (50%)
WP5.1.10: Renovate Planning Department offices to reduce overcrowding
and improve functionality. (City Clerk’s renovation moving to 5.1.15)
(CD/PW) Full funding in CIP.
• MS 1: Design (40%)
• MS2: Bidding(18%)
• MS 3: Construction (42%)
WP5.1.11: Expand Fire station #2 to include 2 new individual bedrooms
to accommodate persoimel assigned to the Station. (FD/PW) Full funding
in CIP.
• MS 1: Construction Documents (39%)
• MS 2: Bidding! Contracts (15%)
• MS 3: Construction (46%)
WP5. 1.12: Expand wireless data networks to support public safety needs
at events and to benefit the public. (IT)
• MS 1: Conduct discovery with Departments and define scope 5%
• MS 2: Develop project sequencing and timelines 5%
• MS 3: Complete implementation 90%
WP5. 1.13: Street resurfacing associated with Metro projects, including
Wilshire Blvd. and residential areas affected by dewatering wells and/or
haul route violations. (PW)
• MS 1: Identify street segments (50%)
• MS2: Develop designs (30%)
• MS3: Bidding & Council award contract (20%)
WP5. 1.14: Develop plans to renovate public first floor library restrooms.
(CS/PW) Have funding for preliminary plan.
• MS 1: Design (100%)
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WP5.1. 15: Re-evaluate plans and budget to renovate City Clerk’s office.
(CC/PW) Have funding for preliminary plan.
• MS 1: Complete Construction Documents (100%)
G5.2: Develop New Facilities
• WP5.2. 1: Install new Automatic Transfer Switch at Main Point of Entry at
City Hall bridge for emergency power. (PW) Full funding in CIP.
• MS 1: Design (31%)
• MS 2: Bidding/Contracts (25%)
• MS 3: Construction (44%)
• WP5.2.2: Evaluate implementation of streetscape enhancements per
Connect BH on Wilshire and La Cienega Blvds., including new or
enhanced crosswalks, and transit shelters (PW) Have partial funding.
• MS 1: Begin implementing streetscape standards through Metro
project restoration (100%)
• WP5.2.3: Initiate October 7th permanent memorial. (PM/PW!CS) Will
need to evaluate if have funding for full project. $500k allocated,
Charitable Foundation will raise funds.
• MS 1: Bid Documents (29%)
• MS 2: Bidding/ Contracts (42%)
• MS 3: Application (29%)
• WP5.2.4: Explore use of City Hall tower spaces. (PMIPW) Funding
available for Phase 1, tenant improvements, 5 floor and roof terrace;
however City Council placed project on hold for fy 2024-25.
• MS 1: Construction Documents (39%)
• MS 2: Bidding! Contracts (15%)
• MS 3: Construction (46%)
G5.3: Upgrade key IT infrastructure
• WP5.3. 1: Upgrade cable television back-end infrastructure by
streamlining and centralizing audio, video, and control systems in Council
Chambers, Room A, Gallery, and Studio 331 control room. (IT)
• MS 1: Finalize RFP and contracting process (25%)
• MS 2: Make progress on construction (75%)
• WP5 .3.2: Upgrade end -of-life network and server infrastructure. (ITj
• MS 1: Developed prioritized phased project plan and timeline for
upgrades (25%)
• MS 2: Perform upgrades per the plan that minimizes outages
(75%)
• WP5.3.3: Upgrade and enhance enterprise software including Infor asset
management modules, access control systems (including mobile phone
access), finance system migration, meter reading infrastructure, customer
management system, call center software, and document management
software. (IT!FIN/PW)
•

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MS 1: Upgrade access control systems and incorporate access
management best practices. Augment system to allow key access
points to operate via mobile device (25%)
• MS 2: Develop project plan and comprehensive scope of work for
ERP system upgrade and migration to the cloud (25%)
• MS 3: Begin Phase I of automatic meter reader migration (15%)
• MS 4: Launch new asset management modules (25%)
• MS 5: Develop roadmap for document management software
(10%)
G5.4: Ensure safe buildings
WP5.4.l: Complete triennial building code update (to be effective 1/1/26)
(CD)
• MS 1: Preparation and initial review of the new codes (20%)
• MS 2: Drafting the new amendments, ordinance, and resolution of
findings for the proposed amendments in collaboration with Fire
Department (50%)
• MS 3: Public Hearing and City Council Meetings (20%)
• MS 4: Filing the Ordinance and Resolution of Findings with CA
Building Standards Commission (10%)
•

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SP6: Accomplish City Housing Goals
o G6. 1: Create Opportunities for Affordable Housing/Maintain a Certified Housing
Element
• WP6. 1.1: Per the certified housing element enter into an agreement with a
development partner and create a development plan for affordable housing
at Gale Dr. and Wilshire Blvd. (PM/CD)
• MS 1: Enter into agreement with affordable housing developer to
develop affordable housing units on the Gale Yard site and ensure
that temporary construction use of site is discontinued by 2026
(100%)
• WP6. 1.2: Per the cer%fied housing element Complete project entitlements
for affordable housing. (PM/CD)
• MS 1: Identify appropriate properties (25)
• MS 2: Perform due diligence and development feasibility analysis
with affordable housing developer (25%)
• MS 3: Develop plans and specifications (50%)
• WP6. 1.3: Per the certified housing element, complete a study of the
Mixed-Use Overlay Zone, including the southeast area, to recommend
changes to expand and facilitate affordable housing opportunities and
continue to study opportunities for transit-adjacent affordable housing.
(CD)
• MS 1: Prepare and present initial findings to Planning Commission
and City Council (60%)

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MS 2: Conduct second round of outreach meetings (development
community focus group meeting, internal staff meeting, and
community meeting) (15%)
• MS 3: Present final recommendations and study analysis to
Planning Commission and City Council (25%)
G6.2: Improve/maintain multifamily stock
• WP6.2. 1: Per the certifIed housing element consider implementation of a
home improvement grant/loan program or suitable alternative for lowincome households. (CD)
• MS 1: Draft program parameters for a reimbursement plan for
certain limited improvements completed on multi-family
residential units occupied by lower-income households (20%)
• MS 2: Review program internally and determine source of funding
for program (10%)
• MS 3: Launch and advertise program and target to serve 5
households with the program annually (20%)
• MS 4: Administer program and process reimbursements on an
ongoing basis throughout planning period (2029) (50%)
• WP6.2.2: Study implementation of a proactive rental unit inspection
program. (CD)
• MS 1: Prepare proposed program framework and preliminary
estimate of resource needs based on RSC recommendations (25%)
• MS 2: Present to City Council for direction (including committee
as appropriate) (10%)
• MS 3: Fully develop program and resource needs based on City
Council direction (30%)
• MS 4: Conduct public outreach with property owners and tenants
(10%)
MS
5: Finalize proposed program and prepare ordinance for City
•
Council approval (25%)
• WP6.2.3: Pending City Council direction implement a means-tested rent
subsidy program. (CD)
• MS 1: Prepare proposed program framework and funding source
based on RSC recommendations (25%)
• MS 2: Present to City Council for direction (including committee
as appropriate) (10%)
• MS 3: Fully develop program based on City Council direction
including tentative agreement with service provider (30%)
• MS 4: Conduct public outreach with property owners and tenants
(10%)
• MS 5: Finalize proposed program and service provider agreement
for City Council approval (25%)
•

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G6.3: Continue to Manage the Character of the Community in light of State
mandates
WP6.3. 1: Pending City Council BEF approval. Per the certified housing
element, Complete objective design standards for residential and mixeduse development. (CD)
• MS 1: Review and discuss draft interim objective design standards
with Planning Commission (PC) and Architectural and Design
Review Commission (ADC), and a joint ad hoc committee (15%)
• MS 2: Present draft ordinance of interim objective design
standards to PC and ADC for recommendation to City Council,
and present to City Council for adoption (10%)
• MS 3: Conduct comprehensive objective design standard study
with consultant for all multi-family and mixed-use residential
projects (45%)
• MS 4: Present draft ordinance of interim objective design
standards to PC and ADC for recommendation to City Council,
and present to City Council for adoption (30%)
• WP6.3.2: Conduct long range planning discussions regarding the future
character of the City, to include the review of the results of the Southeast
Taskforce, the Urban Forest Master Plan, etc. (CD/PW)
• MS I: Assemble and review unimplemented recommendations
from existing documents (40%)
• MS 2: Develop recommendations based on prior plans and studies
(40%)
• MS 3: Present to City Council and seek direction on next steps
(20%)
• WP6.3.3: Lobby Sacramento elected representatives and work with other
local cities to develop realistic goals for housing development. (PM)

SP7: Practice Environmental Stewardship
o G7. 1: Increase Mobility Options and Improvements
• WP7. 1.1: Pilot ongoing on-demand transit service (e.g. turnkey transit
services, VIA, Waymo, etc.) Ensure that offerings by autonomous vehicle
providers are considered. (PW)
• MS 1: Evaluate proposals and conduct interviews (70%)
• MS 2: Recommendation to CouncilITPC Liaison (10%)
• MS 3: if approved by CC, negotiate contract terms (20%)
• WP7.1.2: Evaluate implementation of Complete Streets Plan. Some new
projects include crosswalks at the six-way intersection, Le Doux and
Wilshire, and on Coldwater as well as safety measures, such as a High
intensity Activated crossWalK HAWK at Wetherly/Almont and
Gregory/Robertson. In addition, mid-block crossings at La Cienega Park
on La Cienega and on La Cienega north of Wilshire being considered
between Wilshire and Clifton. (PW)
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• MS 1: Develop designs (80%)
• MS 2: Bidding & Council award contracts (10%)
• MS 3: Construction (10%)
07.2: Reduce carbon emissions
• WP7.2. 1: Expand level 2 EV chargers in City parking structures. (PW)
• MS 1: Complete design (75%)
• MS 2: Bidding/Contracts (15%)
• MS 3: Construction (10%)
• WP7.2.2: Evaluate Climate Action and Adaptation Plan (CAAP). (PW)
• MS 1: Host a Community Sustainability Event quarterly (25%)
• MS 2: Implement the City’s Electrical Resiliency Pilot Program
(25%)
• MS 3: Implement an Environmental Preferred Purchasing (EPP)
policy for municipal procurement (25%)
• MS 4: Implement an Energy Reach Code for new construction
(25%)
• WP7.2.3: Ensure compliance with State mandated Advanced Clean Fleets
(ACF) Rule for vehicle replacement and installation of DC Fast Chargers.
(PW)
• MS 1: Purchase and register zero emission vehicles for ACF
qualifying vehicles up for replacement in FY 2025-26. 40%
• MS 2: Develop protocols for future mandated quarterly inspections
of zero emissions vehicles. 30%
• MS 3: Install two fleet specific DC Fast Chargers in the Public
Works campus area. 15%
• MS 4: Install additional fleet specific Level 2 EV Chargers in
designated department areas. 15%
07.3: Increase water resilience
• WP7.3.1: Implement Cabrillo pump station and forebay project to enhance
and increase emergency pumping capacity and redundancy. (PW)
• MS 1: Complete final design and environmental review. 100%
• WP7.3.2: Implement citywide automated water meter multi-year
replacement project. (PW/IT/FIN)
• MS 1: Select Vendor (80%)
• MS 2: Council to award bid (10%)
• MS 3: Begin implementation process (10%)

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