P ROFILE OF - Beverly Hills, California · 2012. 4. 3. · budget document that meets program criteria as a policy document, as an operations guide, as a financial plan, and as a

Barry Brucker Mayor William W. Brien, M.D. Vice Mayor Lili Bosse Councilmember Julian A. Gold, M.D. Councilmember John A. Mirisch Councilmember Eliot Finkel City Treasurer Jeffrey Kolin City Manager Mahdi M. Aluzri Assistant City Manager Scott G. Miller, Ph.D. Director of Administrative Services/ CFO

PROFILE OF BEVERLY HILLS, CA

The City of Beverly Hills, a long-established residential city and commercial center is located within Los Angeles County in Southern California. The City, incorporated in 1914, has an estimated 2010 population of 36,224. From the beginning, when it was planned as a subdivision in 1906, Beverly Hills was designed as a special place. In subsequent years, much has changed, but not the desire to keep it special. As a result, the City of Beverly Hills has established a tradition of providing residents, businesses, and visitors with a superior level of public safety services, premium life enrichment opportunities, and a renowned physical environment. 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. Beverly Hills is blessed by a healthy business community. Revenues generated from the business sector represent about 65-80% of total General Fund revenues. This allows the City to provide residents with the finest of residential living environments: clearly the City Council’s first objective. Over the last few years, Beverly Hills has become the home of many entertainment industry headquarters, especially in the music recording field. The City has also attracted the most prestigious art galleries in the country, and some of the major talent agencies. In the retail field, Beverly Hills has enjoyed remarkable reinvestment in all geographical and market areas.

City of Beverly Hills

Fiscal Year 2011/2012 Budget

Adopted, June 2011

Scott G. Miller, Ph.D., Director of Administrative Services/CFO Noel Marquis, Assistant Director

Don Harrison, Budget and Revenue Officer William Castrillon, Senior Budget and Financial Analyst

Lucy Gonzalez, Budget and Financial Analyst Carolyn Johnson, Budget and Financial Analyst

City of Beverly Hills 455 North Rexford Drive

Beverly Hills, California 90210

The Government Finance Officers Association of the United States and Canada (GFOA) presented a Distinguished Budget Presentation Award to the City of Beverly Hills, California for its annual budget for the fiscal year beginning July 1, 2010. In order to receive this award, a governmental unit must publish a budget document that meets program criteria as a policy document, as an operations guide, as a financial plan, and as a communications device. This award is valid for a period of one year only. We believe our budget continues to conform to program requirements, and we are submitting it to GFOA to determine its eligibility for another award.

City of Beverly Hills - FY 2011/12 Adopted Budgetvi

Preliminary

xivBudget Message

2Budget Introduction

12Budget Summaries

12Source and Use of Funds

14Fund Balance - FY 2010/11

15Fund Balance - FY 2011/12

16FY 2011/12 Operating and CIP Budget

17FY 2011/12 Revenue and Expenditure Summary by Categories

18General Fund Five Year Historical Trend

19Five Year Revenue Summary

20Revenue Summary by Category

28Five Year Expenditure Summary

29Expenditure Summary by Category

40Gann Appropriations Limit

44Internal Service Fund Charges

67FY 2011/12 Inter-Fund Transfers

68Position Summary by Department

69Tourisim Promotion

70Community Funding

74Five Year Forecast

82Policy and Management

82Department Summary

86001 - City Council and Administrative Support

93011 - Economic Sustainability

97041 - Emergency Management

102083 - Communications and Marketing

107090 - Capital Assets and Housing

City of Beverly Hills - FY 2011/12 Adopted Budget

Contents

099 - Equipment Replacement 112

114City Attorney


117005 - Legal Services

121099 - Equipment Replacement

124City Clerk


127014 - Administration

132091 - Municipal Elections

134092 - Public Meetings and Hearings

138093 - Records Management

141094 - Public Records Requests


146Administrative Services


150003 - ASD Administration

156004 - Human Resources

163006 - Risk Management

168008 - Office of Management, Budget, and Revenue

174016 - General Accounting

179017 - Purchasing

183018 - Real Estate and Property Management


190Police Department


194021 - Police Administration

199022 - Police Community Outreach


Contents

023 - Patrol Bureau 204

207024 - Police Support Services

213025 - Police Investigations

217026 - Traffic Bureau

222027 - Emergency Services Bureau

225029 - Police Personnel and Training

230030 - Law Enforcement Grants and Special Revenues


234Fire Department


238031 - Fire Administration

243032 - Fire Prevention

248033 - Emergency Response Services

253034 - Emergency Medical Services - EMS

258035 - Fire Community Programs


264Community Development


267036 - CD Administration Services

273037 - Planning

280038 - eGov-CD

284039 - Permit Center

289046 - Building and Safety

295146 - Community Preservation Services


304Information Technology



Contents

009 - Cable Television 308

312015 - Information Technology

321071 - Reprographics/Graphics


328Public Works and Transportation


332028 - Project Administration

335050 - PW Administration

339051 - Civil Engineering

347052 - Solid Waste

353054 - Wastewater Disposal Services

358055 - Clean Water Utility

365059 - Facilities Services

371060 - Water Supply and Distribution

380072 - Off Street Parking

385073 - Parking Enforcement

389074 - Parking Meters

392075 - Transportation Planning and Traffic Engineering

397076 - Street Maintenance

402085 - Fleet Services

406095 - Customer Service

411100 - Central Stores


418Community Services


422040 - Community Filming and Event Permits

426056 - Urban Forest - Tree Maintenance


Contents

067 - Recreation 429

440068 - Park Rangers

444069 - Park Operations

449077 - Library

457079 - Community Services Administrative Support

464088 - Human Services


474Budget Modifications

478Budget Resolutions

492Supplemental Information

520Glossary and Acronyms


Contents


Contents

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Jeffrey Kolin, City Manager Honorable Mayor, City Council Members and Citizens of Beverly Hills: It is a pleasure to present the adopted annual budget for Fiscal Year (FY) 2011/2012. This budget was adopted by the City Council at its regular meeting of June 3, 2011, after a thorough review of the proposed budget. This review consisted of two study sessions at which each department presented its proposed workplan and budget, and at which the public was invited to attend and provide input. In addition, the City Council held a public hearing on April 21, 2011, concerning the proposed changes to the Comprehensive Schedule of Taxes, Fees & Charges. Overview One year ago, the City Council adopted the FY 2010/11 budget while the impacts of post-recession economic growth were first being recognized and felt in Beverly Hills. Most economists predicted a comeback that would be broader and flatter, rather than a traditional V-shaped recovery. As a result, we expected that our revenues would return more slowly. In general, this expectation has proven accurate. As we noted in last year’s budget message, “Beverly Hills has been well-equipped to withstand state and national economic downturns. We are blessed with an internationally acclaimed business sector, a housing market that defies slumping trends, and a relatively healthy reserve fund. The City’s well-planned financial policies and procedures are designed to maintain economic sustainability and growth.” These factors have played a key role in enabling the City to recover somewhat better than many other cities in California. FY 2010/11 revenues indicate a positive trend: less steep than past recoveries, but still positive. As a result, General Fund revenues for FY 2011/12 are projected to exceed FY 2010/11 budgeted by 4.7%.

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After two years of making cuts, City departments have reorganized and retooled for greater efficiency but, these cuts have also resulted in some reductions of service and regular maintenance. As we have previously reported, while our revenues recover steadily, expenditures continue to outpace them. In achieving a balanced budget, we must face such factors as increased retirement costs, MOU-related salary and benefit increases, the full funding of replacement costs for small equipment and furniture, and the restoration of certain charges to the General Fund deferred from last year. These increases were mitigated, in part, by savings realized when the City Council authorized the early retirement program and implemented employee furloughs during FY 2010/11. In this budget, an initial General Fund budget gap of about $4.5 million was closed. In contrast to the approach of the prior two years, the gap for FY 2011/12 was bridged without across-the-board cuts in departments. The following measures were utilized:

1) Reduced future year funding of small equipment and furniture, while maintaining a component of investment in future replacements ($1.9 million);

2) Reduced the General Fund contribution to Funds 06 and 41 for Capital Improvements by $500,000 to $3,500,000 for FY 2011/12;

3) Reduced General Fund charges for Information Technology equipment replacement by 20% ($360,000);

4) Extended the useful lives of underutilized vehicles thereby reducing the cost of vehicle replacement to the General Fund ($200,000);

5) Proposed to change the manner in which certain paid employee leaves are administered which will result in savings ($400,000);

6) Will require non-safety employees to take five days of furlough ($320,000);

7) Used $500,000 of the Budget Stabilization fund which was established after FY 2009/10; and

8) Transferred and used $500,000 of excess fund balance in the PAL Fund. These measures were reached after reviewing department budgets and considering various alternatives. While we have seen a halving of the budget gap in each of the last two years, the hole becomes harder to close each year, as most opportunities for efficiency already have been seized. This fact presents a greater challenge today, as we continue making a conscious effort to retain the City’s high level of service, especially in our public safety departments. In proposing the budget, City staff carefully assessed each department and determined that the measures above ensure a continuation of that high service level, while having the least amount of impact on the residents, businesses, and visitors of the City.

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City Council Goals This budget was developed using the goals and priorities that the City Council established in December 2010. In addition to these guideposts, this document reflects objectives found in the revised General Plan, Economic Sustainability Plan, and Strategic Plan. All staff work is directed by these plans and refers back to City Council goals and priorities. The City Council “A” priorities for FY 2011/12 are:

• Streamline Development Review / Entitlement Process • Subway Monitoring – support extension and preferred alignment • Beverly Hills Brand – develop brand enhancement programs • 239 S. Beverly Development – interim reuse and long-term use for parking • Fiscal Sustainability – develop solutions to longterm financial gaps between

revenues and expenses, including pension reform, City facilities maintenance and Parking Enterprise Fund balance.

• Sustainable City – coordinate plans to minimize the City’s carbon footprint • Economic Sustainability – continue integration of Economic Sustainability

objectives into work plans • Organizational Development – succession planning; customer service standards;

consistent recruitment/promotion processes; internal communications and morale issues associated with budget cuts; and consideration of reorganization plans to do more with less.

• Parcel 13 Median – acquire median portion of railroad right of way at Santa Monica and Doheny to implement Gateway improvements

• Greystone – continue to invest in upgrades to increase viability of public and private uses.

• Technology – expand technology to improve efficiency in all initiatives including communications infrastructure and safety programs

• Advance Capital Investment in the Community – continue to transfer funds to the Capital Improvement Program budget to address deferred maintenance and invest in opportunity projects for the future

• Public Safety / Emergency Management – enhance collaboration with partners, expand UNITE program, and evaluate additional intersection cameras.

• Revitalize Southeast Beverly Hills • Smart Traffic Management – expanded automated traffic controls and signal

coordination

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Revenue and Expenditure Review The adopted budget is balanced, with the projected $4.5 million gap bridged by budget cuts, furloughs, deferred equipment replacement, and fee and charge adjustments. For FY 2011/2012, the General Fund revenues and resources are projected at $164.9 million and adopted expenditures are $164.2 million. In viewing the preliminary results for FY 2010/11, General Fund revenues are projected to be $166.6 million. A review of major revenue sources provides encouraging news for our local economy, though we remain cognizant of the volatility that remains in the broader economy. Property tax revenue is projected to end the year about 1% higher than FY 2009/10 actual despite being budgeted to decrease. This was primarily due to much higher than expected collections for prior year taxes and penalties and supplemental assessments. Sales tax has continued to grow and is projected to end the year 10% above the FY 2009/10 actual revenue, this is largely due to the strong growth in luxury retail sales. Transient Occupancy Tax has improved significantly, which is partly due to a non-recurring event, the NBA All-Star Game, that contributed to greatly increased gross receipts in Beverly Hills hotels during the month of February. This revenue is expected to end FY 2010/11 about 12% higher than FY 2009/10 actual revenue. Business Tax will exceed the amount in the adopted budget, but is projected to be below the FY 2009/10 total by about 3%. Revenues for FY 2011/12 are projected at $164.9 million and will exceed FY 2010/11 adopted revenues by 4.7%. In arriving at these projections, staff used a conservative approach, assuming that revenue trends of gradual growth will continue, but making no assumptions that we will see a strong economic recovery, nor an economic decline, over the next fiscal year.

General Fund Revenue

Source Projected Revenue for FY 2011/12

% Change from Adopted FY 2010/11 Revenues

Property Tax $ 38.7 M ‐0.7%Sales Tax $ 22.1 M 5.2%TOT Tax $ 26.1 M 10.1%Business Tax $ 34.1 M 6.6%Other Revenue $ 43.9 M 4.3%

Total $164.9 M 4.7% Projected General Fund operating expenses for FY 2011/12 are $164.2 million. Previously mentioned factors that drive increases in expenditures include: retirement cost

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increases (presented below), other salary and benefit increases included in MOUs, restoration of charges for replacements that were not levied last year, and funding for future equipment replacement. The adopted FY 2011/12 General Fund operating budget is 4.4 percent higher than adopted FY 2010/11 expenditures. Public Employees Retirement System (PERS) Costs The City is a member of the Public Employee Retirement System (PERS). The current retirement formulas for Beverly Hills fall into two categories: Public Safety (3% @ 50) and Miscellaneous Members (2.5% @ 55). Below are the actual rates by employee category for FY 2010/11 and 2011/12, and estimated rates for FY 2012/13 and 2013/14. These are the total rates including employer share, employee share and EPMC rates. The rates are stated as the percent of applicable salary. Sustainable pension costs and risk sharing should be considered given the projected 8% miscellaneous employee increase and the 14% safety employee increase over the next 3 years.

2010-11 Actual

2011-12 Actual

2012-13 Projected

2013-14 Projected

Safety 37.654% 44.481% 46.216% 51.775% Misc 19.936% 23.729% 24.948% 27.864% Subsequent to budget consideration, the City Council has asked the City Treasurer to study impacts and options related to the City’s public employee pensions. This effort should further the dialogue and understanding of this issue and the cost impacts on the City. Enterprise Fund Revenues Enterprise fund revenues, which fund water operations, parking, solid waste, wastewater operations, and clean water operations, continue to depend on the rates the City charges to cover expenditures. Certain funds must be increased due to the rise in fixed costs and the cost of resources (i.e., water, gas, etc.) to maintain current customer service levels. The Water Enterprise Fund anticipates selling less water than previously forecast resulting in lower revenues even though a rate increase will be effective July 1, 2011. It is anticipated that rate increases will be required in future years for water. The Parking Enterprise Fund has been running a deficit in order to continue to offer two hours of free parking at most City facilities. The costs of the City’s Alternative Retiree Medical Program were not considered in any of the enterprise funds rate studies. As a result, this program which provides many long-term benefits to the City in addressing unfunded liabilities, also has a

City of Beverly Hills - FY 2011/12 Adopted Budgetxviii

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short-term negative impact on the enterprise funds. The Solid Waste Enterprise Fund has made significant budget cuts and will be able to live within an automatic CPI rate adjustment this year. The fees charged for the Clean Water Fund are not sufficient to support the Fund at this time. Imposition of fee increases would require approval by an election which staff is currently researching and evaluating. When enterprise rates for the Water Fund were adopted by the City Council in June of 2010, the resource requirement to meet expenditures included use of reserves. As a result of these circumstances, the Water Enterprise Fund, the Parking Enterprise Fund, the Solid Waste Fund, and the Clean Water Fund are budgeted to run an operating deficit in FY 2011/12. Except where the City Council expressed its desire to utilize reserve funds, staff will analyze the feasibility of additional expenditure reductions and possible rate adjustments to bring each fund into balance.

Enterprise Funds Revenue

Source Amount % ChangeWater $ 27.71 M ‐5.3%Parking $ 33.08 M 4.5%Solid Waste $ 14.63 M ‐6.3%Wastewater $ 12.05 M 0.0%Clean Water $ 2.49 M 0.2%

Total appropriations and transfers for the FY 2011/2012 Operating Budget were adopted at $362.7 million for all operating expenses (All Funds). High Priority Unmet Needs There are some high priority needs that will go unmet in this budget as proposed. These include:

• Fire Training Officer • System Integrator for Fire Department technology

In the proposed budget we also identified that the Community Assistance Grant Funding (CAGF) represented an unmet need as the requests for Human Services funding of outside agencies and programs exceeded funds available by a large amount. In its budget deliberations and at the recommendation of its Human Relations Commission Ad Hoc Committee, the City directed that $220,000 be transferred to the CAGF from the Tourism

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and Marketing budget (funded by 1/7 of the City’s transient occupancy tax revenue.) This addressed this need more fully. Capital Improvement Plan (CIP) The Capital Improvement Plan is a part of the budget and designated as Volume 2 of the budget. Recognizing the need to continue to provide for maintenance and repairs to prolong the lives of City facilities and infrastructure, the City will continue its targeted spending program for CIPs, though reduced by $500,000 for FY 2011/12. With construction costs still down, the City can achieve more with less expenditures, thereby maximizing the effectiveness of its capital dollars by advancing infrastructure and asset enhancement projects. An $8.5 million General Fund contribution to the Infrastructure, Capital Asset, and Information Technology Funds helps to support critical projects in the 5-year CIP. Major capital initiatives for the coming year include installation of traffic signals for signal synchronization, improvement of Santa Monica Boulevard commencing with plans and outreach in FY 2011/12, installation of automated library materials handling system, improvement of Greystone Mansion and Park, expansion of eGov initiatives, and replacement of water mains and hydrants. The CIP has been separated into a second volume of the Budget as it has been for the past several years so that the project descriptions, budgets, and timelines can be easily referenced during budget discussions and throughout the year. Conclusion The FY 2011/12 economic outlook remains one of modest growth, but even this looks much brighter than what we faced going into FY 2010/11 or FY 2009/10. This budget has been trimmed for more manageable growth and sustainability, but our core services – police, fire, community services, and community development – and our internal and enterprise services remain funded at levels to ensure excellent public safety and a top-tier quality of life. This said, it must be noted that three consecutive years of cuts leave the City organization leaner, with some areas more sparsely covered. I continue to be impressed by the hard work and dedication of our City staff. Last year, we imposed five days of furlough on most of our non-safety employees, which undoubtedly created some financial strain. Beverly Hills employees, however, rallied to ensure that the day-to-day operation of the City would continue smoothly. Then, when ongoing economic uncertainty necessitated three more days of furlough be imposed, the Beverly Hills Firefighters Association came forward with an offer to forgo a portion of

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pay increases due under its MOU with the City; the concession was enough to buy back those furlough days. As we enter this new fiscal year, I plan to continue challenging the Beverly Hills community and City staff to devise more ways to reduce costs and stabilize our budget. With the national economy still very weak and economists predicting a slow rebound from this recession, it may take years before we see economic growth like we had in the first decade of the 21st Century. And, unless the economy rebounds strongly, we anticipate having a budget shortfall in FY 2012-2013 because of mandated cost increases for that year. Our task, then, is to prepare for the future, using astute fiscal foresight and maximizing every available opportunity for economic success. Beverly Hills benefits greatly from the tremendous human resources and leaders that comprise this community. Their interest in the City’s government and community, and the volunteerism that exists here contribute so much to this great City. I also wish to again recognize the Citizens Budget Review Committee, whose members dedicate significant time and effort to reviewing and advising on the budget. While we still face a slow growing economy and other challenges, we know that meeting these obstacles and addressing them will make the City stronger. The future of Beverly Hills is very bright, and the opportunity to help shape that future is an honor. I sincerely thank the many great employees of our City, our hardworking City Council and the many involved citizens of Beverly Hills who contribute so much to make this fine City truly world-class. Respectfully submitted, Jeff Kolin City Manager

xxiCity of Beverly Hills - FY 2011/12 Adopted Budget

Budget Message

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Budget Message

1City of Beverly Hills - FY 2011/12 Adopted Budget

Budget Introduction

Summary of the Budget and Accounting Structure

The City of Beverly Hills uses the same basis for budgeting as for accounting. Governmentalfund financial statements are budgeted and reported using a modified accrual basis ofaccounting. 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 periodor soon enough thereafter to pay liabilities of the current period. For this purpose, the Cityconsiders revenues to be available if they are collected within 60 days of the end of thecurrent fiscal period. Property taxes and taxpayer-assessed tax revenues (e.g., franchisetaxes, sales taxes, motor vehicle fees, etc.), net of estimated refunds and uncollectibleamounts, and interest associated with the current fiscal period are all considered susceptibleto accrual and so have been recognized as revenues of the current fiscal period. All otherrevenue items are considered measurable and available only when cash is received bythe City. Expenditures generally are recorded when a liability is incurred, as under accrualaccounting. However, debt service expenditures, as well as expenditures related tocompensated absences, are recorded only when payment is due.

To budget and record financial transactions, the City of Beverly Hills uses several differenttypes of funds: governmental, capital proprietary, internal service, and special revenuefunds. This practice is also referred to as "fund accounting.”

The City budgets for the following major governmental funds:

General Fund (01) – The General Fund is the City’s primary operating fund. Theseare unrestricted funds generated from Business, Sales, Property and TransientOccupancy taxes and other general revenues available for discretionary spending.The General Fund is used to record only current revenues and current expenses; itdoes not recognize either long-term assets or liabilities. It is the fund that providestraditional governmental services such as public safety, library and recreationalservices. It accounts for all financial resources of the general government, exceptthose required to be accounted for in another fund.

Infrastructure Funds (06, 56, 96) – Primarily a subset of the General Fund used torecognize and fund long-term public capital improvement projects or propertyexpenditures including, but not limited to, replacement of the City’s roadways andstreet improvements, street lighting system, and other infrastructure projects for assetswhich belong to the General Fund. For presentation purposes, the three funds involved,Infrastructure Projects (Fund 06), Debt Service (fund 56) and General Fixed Assets(Fund 96) are presented as a single operation.

City of Beverly Hills - FY 2011/12 Adopted Budget2

Budget Introduction

Additionally, the City budgets for special revenue and internal service funds:

Special Revenue Funds (09-32) – These are restricted funds with dedicated fundingsources, such as: Parks and Recreation Facilities Fund, which receives fees from newdevelopment that may only be used for park related expenses; Propositions A and CTransportation Funds derived from sales tax entitlements and administered by theLos Angeles County Metropolitan Transportation Authority (MTA) may be used onlyfor transportation or transportation related programs and expenses; and Fine Art Fund,which receives fees from new development that may only used only to provide publicart and art exhibitions.

Below is a listing of all special revenue funds in use by the City:

Fund 09 - Housing FundFund 10 - HCDA Grant FundFund 12 - State Gas Tax FundFund 13 - In-Lieu Parking District FundFund 16 - Parks and Recreation Facilities FundFund 17 - Inmate Welfare FundFund 18 - Fine Arts FundFund 19 - Law Enforcement Grant FundFund 23 - Community Development Technology FundFund 24 - Air Quality Improvement FundFund 26 - State Mandated Building Fees FundFund 30 - Prop A Transit Local FundFund 31 - Prop C Local Transit FundFund 32 - Seized/Forfeited Property FundFund 33 - MTA Grant Fund

Internal Service Funds (08, 40-49) – Internal Service Funds account for a variety ofservices provided to other departments or agencies of the City on a cost reimbursementbasis. These services include equipment replacement, information technology, capitalassets (governmental capital assets excluding infrastructure assets and the City’s fineart collection) and related maintenance and financing, reprographics, cable television,liability insurance, workers’ compensation insurance, unemployment insurance andemployee benefits, policy, legal and administrative services, and vehicle maintenanceand replacement. Rentals to user departments and divisions for internal service capitalassets are based on: 1) capital replacement; 2) repairs and maintenance costs; and,3) fuel usage. The capital replacement charge, based on the estimated net replacementcost of the asset allocated over the asset’s estimated useful life, is used by the Cityto reduce budgetary swings in user departments for periodic capital replacement.


Budget Introduction

Below is a listing of all internal service funds in use by the City:

Fund 08 - Capital Assets / Facilities Maintenance FundFund 40 - Equipment Replacement FundFund 41 - Information Technology FundFund 42 - Cable Television FundFund 43 - Reprographics/Graphics FundFund 44 - Employee Benefits FundFund 45 - Liability Claims Reserve FundFund 46 - Workers Compensation FundFund 47 - Unemployment Insurance FundFund 48 - Policy, Administration, Legal and IT Operations FundFund 49 - Vehicle Fund

The City budgets for the following major enterprise funds:

Water Enterprise Fund (80) – This fund accounts for all financial aspects of the City’swater operations. The City obtains its water from the Metropolitan Water District ofSouthern California and distributes it throughout the City and portions of the City ofWest Hollywood. The City has completed construction of a water treatment facilitythrough a lease-purchase-operate-finance arrangement to treat local well water thatis anticipated to meet approximately 20% of its water needs. The acquisition andconstruction of water system facilities have primarily been financed through theissuance of general obligation and revenue bonds supported by water service chargesestablished by City Council action.

Parking Facilities Enterprise Fund (81) – This fund accounts for the City’sself-supporting parking operations. The acquisition and construction of parking facilitieshave primarily been financed through the issuance of revenue bonds supported byparking fees charged to the public and lease payments from retail facilities located inthe parking structures.

SolidWaste Enterprise Fund (83) – This fund accounts for the collection and disposalof solid waste generated by commercial and residential users in the City. Solid wasteoperations are primarily financed through user charges established by City Councilaction.

Wastewater Enterprise Fund (84) – This fund accounts for the collection and disposalof wastewater generated within the City. The acquisition and construction of wastewaterfacilities and capacity rights in the City of Los Angeles Hyperion Treatment Plant haveprimarily been financed through the issuance of revenue bonds supported by usercharges established by City Council action.


Budget Introduction

CleanWater Utility Fund (85) – This fund accounts for the certain standards for streetsweeping, storm drain maintenance and other environmental quality programsmandated under the Federal “Clean Up the Bay” program. Stormwater clean-upoperations are financed through user charges established by City Council action.

Private-sector standards of accounting, reporting and budgeting issued prior to December1, 1989, generally are followed by the City to the extent that those standards do not conflictwith or contradict guidance of the Governmental Accounting Standards Board (GASB).The City also has the option of following subsequent private-sector guidance for itsbusiness-type activities and enterprise funds, subject to the same limitation. The City haselected not to follow subsequent private-sector guidance.

As a general rule, the effect of inter-fund activity has been eliminated from the City'sgovernment-wide budgeting practices and financial statements. Exceptions to this generalrule are internal service fund charges and charges for billing, legislative assistance andsimilar services to business-type activities, as well as various other functions of the City.Elimination of these charges would distort the direct costs and program revenues reportedfor the various functions concerned.

Description of Revenue Sources

The four major sources of General Fund revenue, which generate about 74% of GeneralFund total income, include Property Tax, Sales Tax, Transient Occupancy Tax and BusinessTax.

Property Tax

Property taxes fund schools, cities, counties, and special districts. Real Estate PropertyTaxes, taxes on land and the buildings on it, are the biggest source of revenue for manylocal governments. The state's role is to specify the maximum rate on the market valueof the property, or a percentage of it, as the legal standard for the local assessor to follow.The local assessor determines the value to be taxed. In 1978 California voters approvedProposition 13, which established a ceiling of 1% of assessed value for local property taxrates and limited the increase in assessed valuation to 2% per year, unless the propertyis sold. As a result of the limitation of 2% on annual increases in assessed valuation, manyproperties are assessed at less than market value and the “effective property tax rate” forsome properties is not always 1% but can be slightly below 0.5%.

Sales Tax

The City imposes a tax for the privilege of selling tangible personal property at retail uponevery retailer in the city at the rate of 1% of the gross receipts and a use tax of 1% of thepurchase price upon the storage, use or other consumption of tangible personal propertypurchased from a retailer for storage, use or consumption in the City. City of Beverly Hills- Municipal Code 3-1-103


Budget Introduction

The adopted sales and use tax law complies with the requirements and limitations containedin part 1.5 of Division 2 of the State Revenue and Taxation Code, and can be administeredand collected by the State Board of Equalization.

Transient Occupancy Tax

For the privilege of occupancy in any hotel within city limits, each transient is subject toand shall pay a tax in the amount of 14% of the rent charged by the operator. Such taxshall constitute a debt owed by the transient to the city, which debt shall be extinguishedonly by payment to the operator or to the city. The transient shall pay the tax to the operatorof the hotel at the time the rent is paid. City of Beverly Hills – Municipal Code 3-1-303.

The full amount of tax collected shall be remitted to the city by the operator on or beforethe last day of the month immediately following the close of the prior month. City of BeverlyHills – Municipal Code 3-1-307.

Business Tax

Every person who engages in any business within the city must register with theAdministrative Services Department and pay a separate business tax for:

1. Each establishment or location within the city at which registrant conducts business;and

2. Each type of business in which a registrant conducts at every primary and branchestablishment within the city.

Where business is engaged in from one or more locations outside the city, only oneregistration for each classification of business is required for engaging in that business inthe city from all such outside locations. City of Beverly Hills – Municipal Code 3-1-208.

Computation of Business Tax

The business tax is computed by multiplying the measures of business activity, such asgross receipts, gross payroll, gross operating expenses, number of vehicles, machines,devices or articles of equipment used, or the number of persons employed, by the tax ratefor the classification of the business being registered. City of Beverly Hills – MunicipalCode 3-1-210.


Budget Introduction

Other General Fund revenue sources include:

Other Taxes

Property Transfer Tax

Dwelling Unit Tax

Construction Tax

Condominium Tax

Subventions and Grants

Motor Vehicle License Fees

State Highway Maintenance Reimbursement

State Library Reimbursement

Other Intergovernmental Revenues

Licenses and Permits

Regulatory Permits

Conditional Use Permits

Development Permits

Plan Check and Permitting

Building Permits and Inspections

Other Development Fees

Fines and Penalties

Ordinance Violations

Motor Vehicle Code Violations

Other Fines and Penalties


Budget Introduction

Use of Money and Property

Farmers’ Market Concessions

Interest Earned

Franchise Electric

Oil Royalties

City Owned Property Lease Income

City Facilities Rental Income

Charges for Current Services

Special Events Fees

Jail Cell Fees

Vehicle Release Fees

Fingerprinting Fees

Ambulance Fees

City Sponsored Events Fees

Parking Meters

Miscellaneous Fire Department Fees

Miscellaneous Revenues

Recoverable Expenditures

State Mandated Costs

City Property Damage

Sale of Property


Budget Introduction

Basis of Future Revenue and Expenditure Estimates

The City of Beverly Hills four major revenue estimates which are Property Tax, Sales Tax,Transient Occupancy Tax (TOT), and Business Tax are calculated by the AdministrativeServices Department based on a combined study of the following factors:

Historical trendsCurrent year actual revenues collectedImpact of major and medium size incidents at the local, national and worldwide levelthat may have consequences in the City’s economic trends

All other revenue categories are estimated based on:

Consumer Price Index (CPI) fluctuationsCurrent fees, charges and rates approved by City CouncilCurrent and projected investments return ratesImpact of major and medium size incidents at the local, national and worldwide levelthat may have consequences in the City’s economic trends

Expenditure estimates are directly dependent on projected revenues the City expects toreceive. Typical expenditure increase drivers are:

Memoranda of Understanding for Bargaining UnitsConsumer Price Index (CPI) fluctuationsState and Federal mandatesNew projects and responsibilities departments acquire either through managementdecisions or City Council directives

Projections are also based upon information gathered from various professional financeorganizations, by the Federal Government Bureau of Labor Statistics, information fromeconomic publications such as the Wall Street Journal and the UCLA Anderson School“Forecast” publication.


Budget Introduction


Budget Introduction


Budget Summaries

Source and Use of Funds

Source of Funds – FY 2011‐12 Total City Revenues $359,549,100

General Fund Resources $164,875,000

Infrastructure, Special Revenue, Internal Service,

Trust/Agency, & Enterprise

Funds $194,674,100

General Fund $164,875,000

Property Tax $38,710,500

Sales Tax $22,130,000 Trans Occ Tax

(TOT) $26,075,000

Business Tax $34,100,000

Other Taxes $832,000

Subventions & Grants $4,034,900

Licenses & Permits

$11,577,600

Fines and Penalties $8,160,400

Use of Money & Prop $5,905,000

Current Svcs $9,318,400

Carryover Revenues $250,000

Misc Revenues $875,200

Transfers In $2,906,000


Budget Summaries

Source and Use of Funds

Use of Funds – FY 2011‐12 Total City Appropriations $417,975,700

General Fund Appropriations $164,239,800

Infrastructure, Special

Revenue, Internal Service,

Trust/Agency, & Enterprise Funds

$253,735,900

General Fund $164,239,800

Policy & Mgmt $330,000

Admin Svcs $823,000

Police $52,280,800

Fire $31,604,700

Community Services

$40,571,100

Citywide Expenses $4,598,500 Transfers Out

$7,128,400 Tourism & Econ Dev $3,505,000

Comm Dev $9,983,600

Public Works $13,734,700


Budget Summaries

Fund Balance - FY 2010/11

06/30/11 ProjectedEnding FundBalance/ Net

Assets

ProjectedYear-End

ExpenditureYear-End

Transfers OutYear-End

Transfers In

ProjectedYear-EndRevenues

07/01/10Beginning

Fund Balance/Net AssetsDescriptionFund

97,244,176 150,788,300 15,367,500 1,950,000 164,660,800 96,789,176General Fund01 12,376,922 13,107,800 - 4,000,000 509,800 20,974,922Infrastructure Fund06 108,561,614 31,958,300 - 5,300 25,368,700 115,145,914Capital Assets Fund08 (6,779) 3,900 - - - (2,879)Housing Fund09 (188,860) 251,000 - - 55,400 6,740HCDA Grant Fund10 2,426,819 1,450,700 6,000 - 1,008,400 2,875,119State Gas Tax Fund12 2,264,115 - - - 648,900 1,615,215In-Lieu Parking District Fund13 15,004,821 4,103,200 400,000 - 2,259,500 17,248,521Parks & Rec Facilities Fund16 23,821 - - - 2,700 21,121Inmate Welfare Fund17 802,958 12,600 - - 162,500 653,058Fine Arts Fund18 (295,056) 844,400 - - 424,300 125,044Law Enforcement Grant Fund19 1,154,782 45,200 3,000 - 424,300 778,682Comm Dev Tech Fund23 365,543 - - - 39,200 326,343Air Quality Improvement Fund24 115,981 - 58,400 57,581State Mandated Bldg Fees Fund26 2,682,455 796,600 - - 480,200 2,998,855Prop A Local Transit Fund30 1,550,652 528,000 - - 489,900 1,588,752Prop C Local Transit Fund31 2,141,962 488,700 - - 2,294,300 336,362Seized/Forfeited Prop Fund32 607,515 - 377,600 229,915MTA Grant Fund33 5,449,383 327,000 - 2,900 1,264,500 4,508,983Equipment Replacement Fund40 29,876,596 4,817,300 - 400 4,821,900 29,871,596Information Technology Fund41 4,812,300 2,865,700 - - 1,254,500 6,423,500Cable Television Fund42 1,855,579 2,119,200 - - 2,194,000 1,780,779Reprographics/Graphics Fund43 2,232,732 1,858,700 - - 1,862,100 2,229,332Employee Benefits Fund44 3,005,967 8,786,900 102,000 - 5,874,100 6,020,767Liability Claims Res Fund45 9,574,092 3,766,400 - - 3,155,100 10,185,392Workers' Compensation Fund46 174,058 156,600 - - 195,800 134,858Unemployment Insurance Fund47 6,201,167 34,798,000 2,900 107,000 34,323,000 6,572,067Policy, Admin, Legal (PAL) Fund48 25,265,919 7,501,700 - 216,700 5,867,100 26,683,819Vehicle Fund49 6,611,780 1,095,500 2,866,200 57,900 4,783,1801998 Lease Rev Bonds Fund56 67 - 1,200 - - 1,267Westside Cities COG Agency68 63,676,423 36,694,400 - - 31,792,400 68,578,423Water Enterprise Fund80 14,684,205 40,263,800 1,500,000 706,000 25,756,300 29,985,705Parking Enterprise Fund81 14,614,141 13,806,500 276,700 - 14,765,700 13,931,641Solid Waste Enterprise Fund83 53,395,837 10,432,400 - - 13,323,700 50,504,537Wastewater Enterprise Fund84 3,457,696 2,974,000 - 60,000 1,815,800 4,555,896Clearwater Utility Fund85

491,721,383 376,642,800 17,659,300 9,914,500 347,588,800 528,520,183Total

Summary by Fund Type

97,244,176 150,788,300 15,367,500 1,950,000 164,660,800 96,789,176General Fund 12,376,922 13,107,800 - 4,000,000 509,800 20,974,922Infrastructure Fund 28,650,729 8,524,300 409,000 - 8,725,600 28,858,429Special Revenue Funds 203,621,187 100,051,300 104,900 3,198,500 86,238,700 214,340,187Internal Service Funds 67 - 1,200 - - 1,267Trust & Agencies 149,828,302 104,171,100 1,776,700 766,000 87,453,900 167,556,202Enterprise Funds

491,721,383 376,642,800 17,659,300 9,914,500 347,588,800 528,520,183Total


Budget Summaries

Fund Balance - FY 2011/12

06/30/12Projected EndingFund Balance/Net Assets

ProjectedYear-End

ExpenditureYear-End

Transfer OutYear-EndTransfer In

ProjectedYear-EndRevenues

07/01/11Beginning FundBalance/ Net

AssetsDescriptionFund

97,879,376 157,111,400 7,128,400 2,406,000 162,469,000 97,244,176General Fund01 5,816,922 10,149,000 3,400,000 189,000 12,376,922Infrastructure Fund06 94,540,114 47,353,000 50,500 33,382,000 108,561,614Capital Assets Fund08 - 9,200 - (6,779)Housing Fund09 (188,860) 256,700 256,700 (188,860)HCDA Grant Fund10 1,761,319 1,286,900 6,000 627,400 2,426,819State Gas Tax Fund12 3,076,715 - 812,600 2,264,115In-Lieu Parking District Fund13 9,259,121 8,233,300 400,000 2,887,600 15,004,821Parks & Rec Facilities Fund16 26,821 - 3,000 23,821Inmate Welfare Fund17 779,258 39,300 15,600 802,958Fine Arts Fund18 (304,556) 109,500 100,000 (295,056)Law Enforcement Grant Fund19 1,482,382 22,400 350,000 1,154,782Community Dev Tech Fund23 80,543 325,000 40,000 365,543Air Quality Improvement Fund24 222,481 - 106,500 115,981State Mandated Bldg Fees Fund26 2,559,655 899,300 776,500 2,682,455Prop A Local Transit Fund30 31,552 1,971,100 452,000 1,550,652Prop C Local Transit Fund31 2,141,962 - - 2,141,962Seized/Forfeited Prop Fund32 910,115 - 302,600 607,515MTA Grant Fund33 6,515,483 460,200 1,526,300 5,449,383Equipment Replacement Fund40 22,926,774 8,571,600 700 100,000 5,713,000 25,686,074Information Technology Fund41 4,695,000 1,566,700 13,000 1,462,400 4,812,300Cable Television Fund42 1,855,479 2,386,100 26,000 2,412,000 1,855,579Reprographics/Graphics Fund43 2,937,332 1,891,900 1,891,900 704,600 2,232,732Employee Benefits Fund44 2,876,267 6,260,300 4,300 6,134,900 3,005,967Liability Claims Res Fund45 9,702,992 2,855,700 4,300 2,988,900 9,574,092Workers' Compensation Fund46 209,358 34,200 69,500 174,058Unemployment Insurance Fund47 5,631,567 36,890,200 939,200 - 37,259,800 6,201,167Policy, Admin, Legal (PAL) Fund48 25,027,519 8,483,400 41,000 8,286,000 25,265,919Vehicle Replacement Fund49 5,598,280 2,880,500 1,867,000 - 6,611,7801998 Lease Rev Bonds Fund56 55,812,123 35,491,500 82,500 27,709,700 63,676,423Water Enterprise Fund80 (844,595) 37,670,100 1,539,500 706,000 22,974,800 14,684,205Parking Enterprise Fund81 13,620,841 14,894,500 726,100 14,627,300 14,614,141Solid Waste Enterprise Fund83 50,169,237 15,252,100 26,800 12,052,300 53,395,837Wastewater Enterprise Fund84 2,311,596 3,589,700 42,600 660,000 1,826,200 3,457,696Cleanwater Utility Fund85

429,120,173 406,944,800 11,030,900 11,030,900 348,518,200 487,530,794Total

Summary by Fund Type

97,879,376 157,111,400 7,128,400 2,406,000 162,469,000 97,244,176General Fund 5,816,922 10,149,000 - 3,400,000 189,000 12,376,922Infrastructure Fund 21,838,508 13,152,700 406,000 - 6,730,500 28,650,729Special Revenue Funds 176,917,885 116,753,300 1,079,000 1,991,900 99,939,400 192,818,885Internal Service Funds 5,598,280 2,880,500 - 1,867,000 - 6,611,780Trust & Agencies 121,069,202 106,897,900 2,417,500 1,366,000 79,190,300 149,828,302Enterprise Funds

429,120,173 406,944,800 11,030,900 11,030,900 348,518,200 487,530,794Total


Budget Summaries

FY 2011/12 Operating and CIP Budget

Fund TotalCapital ProgramOperating BudgetTitleFund

164,239,800 - 164,239,800General Fund01

10,149,000 7,000,300 3,148,700Infrastructure Fund06

47,403,500 19,318,700 28,084,800Capital Assets Fund08

9,200 9,200Housing Fund09

256,700 256,700HCDA Grant Fund10

1,292,900 1,286,900 6,000State Gas Tax Fund12

8,633,300 8,233,300 400,000Parks & Rec Facilities Fund16

39,300 39,300Fine Art Fund18

109,500 109,500Law Enforcement Fund19

22,400 22,400Comm Dev Technology Fund23

325,000 325,000Air Quality Improvement Fund24

899,300 899,300Prop A Local Transit Fund30

1,971,100 1,500,000 471,100Prop C Local Transit Fund31

460,200 460,200Equipment Replacement Fund40

8,572,300 3,426,500 5,145,800Information Technology Fund41

1,579,700 250,000 1,329,700Cable Television Fund42

2,412,100 2,412,100Reprographics/Graphics Fund43

1,891,900 1,891,900Employee Benefits Fund44

6,264,600 210,900 6,053,700Liability Claims Res Fund45

2,860,000 2,860,000Workers' Compensation Fund46

34,200 34,200Unemployment Insurance Fund47

37,829,400 37,829,400Policy, Admin, Legal (PAL) Fund48

8,524,400 2,240,000 6,284,400Vehicle Fund49

2,880,500 2,880,5001998 Lease Rev Bonds Fund56

- -Westside Cities COG Agency68

35,574,000 4,429,100 31,144,900Water Enterprise Fund80

39,209,600 1,595,300 37,614,300Parking Enterprise Fund81

15,620,600 521,700 15,098,900Solid Waste Fund83

15,278,900 5,581,900 9,697,000Wastewater Enterprise Fund84

3,632,300 266,500 3,365,800Clean Water Utility Fund85

417,975,700 55,861,100 362,114,600Total


Budget Summaries

FY 2011/12 Revenue and Expenditure Summary by Categories

2011/12AdoptedBudget

2010/11Year-EndProjection


2009/10Year-End

Actual

2008/09Year-End

ActualCategory

Revenues

34,100,000 34,340,000 32,000,000 35,481,235 34,976,554Business Tax

75,573,000 79,959,800 76,076,900 69,788,074 68,588,707Current Services

8,160,400 9,307,700 7,870,000 10,135,570 9,296,387Fines and Penalties

91,202,500 84,347,200 84,301,000 83,827,446 88,274,072Internal Service Charges

11,625,000 12,288,400 10,731,000 9,595,619 11,433,220Licenses and Permits

5,345,400 5,612,900 5,414,700 3,318,268 1,824,318Miscellaneous Revenues

3,726,400 3,649,500 3,593,400 1,793,385 4,132,320Other Taxes

38,710,500 40,100,000 39,000,000 39,739,851 37,886,583Property Tax

22,130,000 21,700,000 21,000,000 19,671,342 23,777,904Sales Tax

8,981,700 9,203,400 9,424,800 8,512,278 8,277,477Subventions and Grants

26,075,000 26,300,000 23,700,000 23,447,458 24,001,879Transient Occupancy Tax (TOT)

250,000 246,300 - - 2,534,940Carryovers

11,030,900 9,914,500 10,990,600 39,616,659 22,831,485Transfers In

500,000 - - - -Use of Budget Stabilization Funds

22,138,300 20,533,600 40,923,200 25,822,132 26,225,006Use of Money and Property

359,549,100 357,503,300 365,025,600 370,749,317 364,060,852ALL FUNDS

Expenditures

116,946,600 109,549,400 112,104,600 111,670,854 110,948,282Salaries and Benefits

15,575,300 13,141,000 14,517,900 12,214,284 12,517,183Supplies

54,528,700 48,387,900 54,392,700 44,144,092 49,560,819Services

1,449,600 746,600 1,852,300 760,428 3,338,082Capital Outlay


78,133,600 62,079,400 69,167,000 64,780,432 59,140,690Other Expenses

55,861,100 56,866,900 59,266,300 61,457,674 63,668,878Capital Projects

11,030,900 15,489,300 10,185,700 15,650,572 (52,930,879)Transfers Out

(320,000) - - - -Expense Savings/ Furloughs

- 2,170,000 - - - -Carryover to FY 11-12

417,975,700 394,302,100 402,464,400 391,549,037 331,011,539ALL FUNDS


Budget Summaries

General Fund Five Year Historical Trend

Revenues

Expenditures

$156,000

$158,000

$160,000

$162,000

$164,000

$166,000

$168,000

$170,000

$172,000

FY 2007‐08 ACTUAL

FY 2008‐09 ACTUAL

FY 2009‐10 ACTUAL

FY 2010‐11 PROJECTED

FY 2011‐12 ADOPTED

$152,000

$154,000

$156,000

$158,000

$160,000

$162,000

$164,000

$166,000

$168,000

FY 2007‐08 ACTUAL

FY 2008‐09 ACTUAL

FY 2009‐10 ACTUAL

FY 2010‐11 PROJECTED

FY 2011‐12 ADOPTED


Budget Summaries

Five Year Revenue Summary

FY 2011/12ADOPTED

FY 2010/11PROJECTED

FY 2009/10ACTUAL

FY 2008/09ACTUAL

FY 2007/08ACTUAL

FY 2006/07ACTUAL

164,875,000 166,610,800 161,085,426 167,294,612 169,731,461 160,960,561General Fund01

3,589,000 4,509,800 4,630,739 854,965 14,921,776 5,555,589Infrastructure Fund06

33,382,000 25,374,000 23,042,795 34,021,451 34,450,718 44,903,918Capital Assets Fund08

- - - 277,137 - -Housing Fund09

256,700 55,400 135,658 312,170 267,957 225,802HCDA Grant Fund10

627,400 1,008,400 975,233 2,389,942 632,160 1,000,588State Gas Tax Fund12

812,600 648,900 53,147 725,178 204,759 202,494In-Lieu Parking District Fund13

2,887,600 2,259,500 2,288,268 3,364,476 4,009,191 6,967,318Parks & Rec Facilities Fund16

3,000 2,700 5,995 1,745 453 749Inmate Welfare Fund17

15,600 162,500 173,032 361,406 180,470 253,632Fine Arts Fund18

100,000 424,300 647,209 403,216 546,727 316,488Law Enforcement Grant Fund19

350,000 424,300 397,529 381,153 - -Community Dev Tech Fund23

40,000 39,200 49,423 56,991 38,185 53,774Air Quality Improvement Fund24

106,500 58,400 - - - 877,719State Mandated Bldg Fees Fund26

776,500 480,200 1,364,300 779,785 853,844 877,719Prop A Local Transit Fund30

452,000 489,900 444,373 482,051 543,943 572,572Prop C Local Transit Fund31

- 2,294,300 616,093 168,755 58,021 102,914Seized/Forfeited Prop Fund32

302,600 377,600 - - - -MTA Grant Fund33

1,526,300 1,267,400 3,355,384 972,144 707,597 -Equipment Replacement Fund40

5,813,000 4,822,300 14,542,132 15,739,049 11,100,928 9,588,191Information Technology Fund41

1,462,400 1,254,500 2,105,617 2,141,396 1,807,120 1,482,714Cable Television Fund42

2,412,000 2,194,000 2,027,990 2,532,141 2,430,724 2,076,851Reprographics/Graphics Fund43

2,596,500 1,862,100 5,346,232 5,066,235 12,011,880 4,473,341Employee Benefits Fund44

6,134,900 5,874,100 6,500,135 5,910,993 5,658,742 4,708,967Liability Claims Res Fund45

2,988,900 3,155,100 3,233,710 3,818,598 4,427,183 4,607,634Workers' Compensation Fund46

69,500 195,800 184,333 35,627 46,712 52,773Unemployment Insurance Fund47

37,259,800 34,430,000 26,925,940 28,989,409 26,971,686 23,240,520Policy, Admin, Legal (PAL) Fund48

8,286,000 6,083,800 31,602,274 - - -Vehicle Replacement Fund49

1,867,000 2,924,100 2,300,327 2,941,618 1,610,139 36,313,2931998 Lease Rev Bonds Fund56

- - 124,375 122,890 91,019 -Westside Cities COG Agency68

27,709,700 31,792,400 25,152,614 25,122,691 26,185,705 24,730,940Water Enterprise Fund80

23,680,800 26,462,300 22,391,570 30,321,292 17,704,710 15,984,623Parking Enterprise Fund81

14,627,300 14,765,700 13,693,110 14,886,691 15,562,488 13,211,141Solid Waste Enterprise Fund83

12,052,300 13,323,700 13,137,310 11,705,761 9,347,276 8,383,844Wastewater Enterprise Fund84

2,486,200 1,875,800 2,217,044 1,879,284 1,883,795 1,933,148Clean Water Utility Fund85

359,549,100 357,503,300 370,749,317 364,060,852 363,987,370 373,659,818TOTAL


Budget Summaries

Revenue Summary by Category




2009/10Year-End

Actual

2008/09Year-End

ActualCategory

38,710,500 40,100,000 39,000,000 39,739,851 37,886,583Property Tax

22,130,000 21,700,000 21,000,000 19,671,342 23,777,904Sales Tax

26,075,000 26,300,000 23,700,000 23,447,458 24,001,879Transient Occupancy Tax (TOT)

34,100,000 34,340,000 32,000,000 35,481,235 34,976,554Business Tax

832,000 859,000 699,000 524,456 597,703Other Taxes

4,034,900 3,965,000 3,830,000 4,038,864 3,868,952Subventions and Grants

369,600 446,000 1,891,025 910,097Internal Service Charges

11,577,600 12,250,000 10,696,000 9,591,105 11,425,387Licenses and Permits

8,160,400 9,273,000 7,870,000 10,127,770 9,296,387Fines and Penalties



875,200 725,400 889,000 972,111 798,059Miscellaneous Revenues

2,406,000 1,950,000 2,710,900 1,918,455 3,419,085Transfers In

500,000 - - - -Use of Budget Stabilization Funds

250,000 246,300 - - 2,534,940Carryovers

164,875,000 166,610,800 157,412,400 161,085,426 167,294,61201-General Fund

- - - - 1,092Miscellaneous Revenues

- 73,300 - 465,754 1,828Subventions and Grants

3,400,000 4,000,000 4,000,000 3,553,000 500,000Transfers In

189,000 436,500 189,000 611,985 411,230Use of Money and Property

3,589,000 4,509,800 4,189,000 4,630,739 914,15006-Infrastructure Fund


Budget Summaries





2009/10Year-End

Actual

2008/09Year-End

ActualCategory


- 3,700 - 4,514 7,833Licenses and Permits

3,260,000 732,700 3,260,000 - (46,742)Miscellaneous Revenues

2,400,000 - 2,400,000 - -Subventions and Grants

- 5,300 - 52,705 416,174Transfers In

1,531,300 (341,300) 11,232,700 2,755,960 3,690,230Use of Money and Property

33,382,000 25,374,000 41,866,300 23,042,795 34,021,45108-Capital Assets Fund

- - - - 277,137Transfers In

- - - - 277,13709-Housing Fund

256,700 55,400 256,700 135,658 312,170Subventions and Grants

256,700 55,400 256,700 135,658 312,17010-HCDA Grant Fund

568,100 957,200 681,800 904,145 2,355,196Subventions and Grants


627,400 1,008,400 741,100 975,233 2,389,94212-State Gas Tax Fund

712,600 607,700 712,600 - 694,878Other Taxes


812,600 648,900 812,600 53,147 725,17813-In Lieu Parking District Fund

- - - 100,000Current Services

- - - 314,369 -Subventions and Grants

2,174,800 2,062,600 2,174,800 1,152,139 2,540,445Other Taxes


2,887,600 2,259,500 2,887,600 2,288,268 3,364,47616-Parks & Rec Facilities Fund


Budget Summaries





2009/10Year-End

Actual

2008/09Year-End

ActualCategory


3,000 2,700 6,000 5,995 1,74517-Inmate Welfare Fund

7,000 120,200 7,000 116,790 299,294Other Taxes

- - - - 26,196Transfers In


15,600 162,500 15,600 173,032 361,40618-Fine Arts Fund


- 3,200 - 925 4,316Use of Money and Property

100,000 424,300 855,900 647,209 403,21619-Law Enforcement Grant Fund

350,000 424,100 300,000 391,804 381,153Current Services

- 200 - 5,725 -Internal Service Charges

350,000 424,300 300,000 397,529 381,15323-Community DevelopmentTech. Fund

40,000 31,800 - 40,864 52,174Subventions and Grants

- 7,400 - 8,559 4,817Use of Money and Property

40,000 39,200 - 49,423 56,99124-Air Quality Improvement Fund

64,100 26,000 64,100 - -Current Services

42,400 32,400 35,000 - -Licenses and Permits

106,500 58,400 99,100 - -26-State Mandated Bldg Fees


Budget Summaries





2009/10Year-End

Actual

2008/09Year-End

ActualCategory

120,000 (72,700) 120,000 34,885 60,996Current Services


- - - 453,289 -Transfers In


776,500 480,200 846,700 1,364,300 779,78530-Prop A Local Transit Fund




452,000 489,900 502,800 444,373 482,05131-Prop C Local Transit Fund

- 2,282,000 - 579,280 155,802Subventions and Grants

12,300 23,200 36,813 12,953Use of Money and Property

- 2,294,300 23,200 616,093 168,75532-Seized/Forfeited Prop Fund

302,600 369,300 - - -Subventions and Grants

8,300 - - -Use of Money and Property

302,600 377,600 - - -33-MTA Grant Fund

- 2,900 - 2,350,000 -Transfers In

1,526,300 1,152,300 1,152,300 972,100 972,144Internal Service Charges

- 112,200 - 33,284 -Use of Money and Property

1,526,300 1,267,400 1,152,300 3,355,384 972,14440-Equipment Replacement Fund


Budget Summaries





2009/10Year-End

Actual

2008/09Year-End

ActualCategory


- 700 - 4 6 25,872Miscellaneous Revenues

250,000 94,900 250,000 199,924 -Subventions and Grants

100,000 400 - 1,098,998 3,707,764Transfers In


5,813,000 4,822,300 4,787,100 14,542,132 15,739,04941-Information Technology Fund


790,400 669,400 669,400 1,178,358 1,406,448Internal Service Charges


1,462,400 1,254,500 1,331,400 2,105,617 2,141,39642-Cable Television Fund


- - - 277 -Miscellaneous Revenues


2,412,000 2,194,000 2,160,600 2,027,990 2,532,14143-Reprographics/Graphics Fund

704,600 1,337,900 1,337,900 1,601,345 2,682,250Internal Service Charges

- - - 398,955 -Miscellaneous Revenues

1,891,900 - - 2,627,386 1,851,500Transfers In


2,596,500 1,862,100 1,337,900 5,346,232 5,066,23544-Employee Benefits Fund


Budget Summaries





2009/10Year-End

Actual

2008/09Year-End

ActualCategory


- 7,800 - - 7 5Miscellaneous Revenues

- - - 345,000 419,442Transfers In

81,100 204,600 - 245,499 182,495Use of Money and Property

6,134,900 5,874,100 5,661,700 6,500,135 5,910,99345-Liability Claims Res Fund


128,900 347,100 - 458,024 346,182Use of Money and Property

2,988,900 3,155,100 2,808,000 3,233,710 3,818,59846-Workers' Compensation Fund

69,500 191,900 69,500 181,061 33,172Internal Service Charges


69,500 195,800 69,500 184,333 35,62747-Unemployment InsuranceFund

500 13,800 500 5,068 302Current Services


46,400 110,000 84,400 44,356 333,603Miscellaneous Revenues

- 5,000 - - -Subventions and Grants

- 107,000 47,500 16,794 80,330Transfers In


37,259,800 34,430,000 34,226,100 26,925,940 28,989,40948-Policy, Admin, Legal (PAL)Fund

- 30,300 - 52,650 -Miscellaneous Revenues

7,267,200 5,722,500 5,722,500 6,796,539 -Internal Service Charges

- 216,700 - 23,897,185 -Transfers In

1,018,800 114,300 1,018,800 855,900 -Use of Money and Property

8,286,000 6,083,800 6,741,300 31,602,274 -49-Vehicle Fund


Budget Summaries





2009/10Year-End

Actual

2008/09Year-End

ActualCategory

1,867,000 2,866,200 2,866,200 2,240,847 2,903,042Transfers In


1,867,000 2,924,100 2,866,200 2,300,327 2,941,61856-1998 Lease Rev Bonds Fund

- - 17,500 120,000 120,000Miscellaneous Revenues

- - - 4,375 2,890Use of Money and Property

- - 17,500 124,375 122,89068-Westside Cities COG Agency


- 34,700 - 7,800 -Fines and Penalties


379,400 1,727,800 379,400 521,233 (12,644)Miscellaneous Revenues


27,709,700 31,792,400 29,254,100 25,152,614 25,122,69180-Water Enterprise Fund


784,400 2,232,900 784,400 1,206,636 604,892Miscellaneous Revenues

706,000 706,000 706,000 706,000 9,230,000Transfers In


23,680,800 26,462,300 31,645,100 22,391,570 30,321,29281-Parking Enterprise Fund


Budget Summaries





2009/10Year-End

Actual

2008/09Year-End

ActualCategory


- 41,800 - 9 6 110Miscellaneous Revenues



14,627,300 14,765,700 15,618,300 13,693,110 14,886,69183-Solid Waste Enterprise Fund


- 2,000 - 424 -Miscellaneous Revenues


12,052,300 13,323,700 12,052,300 13,137,310 11,705,76184-Wastewater Enterprise Fund


5,000 2,300 - - -Licenses and Permits

- 1,500 - 1,484 -Miscellaneous Revenues

660,000 60,000 660,000 357,000 60,000Transfers In


2,486,200 1,875,800 2,481,200 2,217,044 1,879,28485-Clean Water Enterprise Fund

- - - - (59,185)Transfers In

- - - - (59,185)96-Investments In GFA Fund

359,549,100 357,503,300 365,025,600 370,749,317 364,060,852ALL FUNDS


Budget Summaries

Five Year Expenditure Summary

FY 2011/12ADOPTED

FY 2010/11PROJECTED

FY 2009/10ACTUAL

FY 2008/09ACTUAL

FY 2007/08ACTUAL

FY 2006/07ACTUAL

164,239,800 166,155,800 157,135,733 165,609,403 157,751,464 148,582,657General Fund01

10,149,000 13,107,800 6,675,172 (568,748) 5,739,306 14,134,025Infrastructure Fund06

47,403,500 31,958,300 48,171,827 31,488,597 36,016,081 24,434,946Capital Assets Fund08

9,200 3,900 235,307 44,709 - -Housing Fund09

256,700 251,000 163,681 282,707 262,603 225,802HCDA Grant Fund10

1,292,900 1,456,700 1,029,627 739,058 630,227 1,058,711State Gas Tax Fund12

- - - 500,000 - -In-Lieu Parking District Fund13

8,633,300 4,503,200 4,203,963 4,014,569 3,139,094 1,515,611Parks & Rec Facilities Fund16

- - - 184 - -Inmate Welfare Fund17

39,300 12,600 49,060 353,648 385,721 48,300Fine Arts Fund18

109,500 844,400 565,482 501,113 468,497 254,794Law Enforcement Grant Fund19

22,400 48,200 - - - -Community Dev Tech Fund23

325,000 - - 7,502 - 113,421Air Quality Improvement Fund24

899,300 796,600 866,798 562,182 528,556 661,758Prop A Local Transit Fund30

1,971,100 528,000 453,289 515,924 473,808 408,000Prop C Local Transit Fund31

- 488,700 601,517 38,395 81,107 23,909Seized/Forfeited Prop Fund32

- - - - - -MTA Grant Fund33

460,200 327,000 284,162 147,573 155,384 -Equipment Replacement Fund40

8,572,300 4,817,300 14,543,562 8,850,369 8,484,427 8,472,637Information Technology Fund41

1,579,700 2,865,700 1,350,205 1,200,198 1,099,141 1,117,151Cable Television Fund42

2,412,100 2,119,200 1,922,055 2,313,622 2,218,330 1,976,918Reprographics/Graphics Fund43

1,891,900 1,858,700 6,731,981 5,489,489 6,257,359 3,306,522Employee Benefits Fund44

6,264,600 8,888,900 4,985,376 6,443,923 2,764,098 6,520,685Liability Claims Res Fund45

2,860,000 3,766,400 2,127,037 2,796,067 2,319,019 2,341,086Workers' Compensation Fund46

34,200 156,600 135,809 33,172 42,498 36,798Unemployment Insurance Fund47

37,829,400 34,800,900 25,935,411 28,118,053 24,773,775 21,617,839Policy, Admin, Legal (PAL) Fund48

8,524,400 7,501,700 7,260,933 - - -Vehicle Replacement Fund49

2,880,500 1,095,500 1,846,322 1,512,819 1,511,527 37,068,8721998 Lease Rev Bonds Fund56

- 1,200 197,180 101,877 75,551 -Westside Cities COG Agency68

35,574,000 36,694,400 36,324,642 25,652,609 22,832,226 21,714,645Water Enterprise Fund80

39,209,600 41,763,800 40,514,579 20,704,744 16,978,425 15,574,606Parking Enterprise Fund81

15,620,600 14,083,200 13,925,053 12,954,756 12,864,011 11,653,658Solid Waste Enterprise Fund83

15,278,900 10,432,400 10,231,353 7,335,609 7,177,058 6,953,284Wastewater Enterprise Fund84

3,632,300 2,974,000 3,081,921 3,267,416 3,195,022 2,388,151Clean Water Utility Fund85

417,975,700 394,302,100 391,549,037 331,011,539 318,224,317 332,204,786TOTAL


Budget Summaries

Expenditure Summary by Category




2009/10Year-End

Actual

2008/09Year-End

ActualCategory


1,881,400 1,667,000 1,886,800 1,644,599 2,115,353Supplies

23,134,600 20,839,500 22,400,200 21,400,906 24,900,431Services

705,000 109,900 700,000 28,464 359,756Capital Outlay


3,230,700 2,768,400 3,058,200 2,877,134 2,424,620Other Expenses

7,128,400 12,697,500 7,572,200 11,035,236 9,348,492Transfers Out

(320,000) - - - -Expense Savings/ Furloughs

- 4,412,200 - - -Restore Replacement Charges

- 2,170,000 - - -Carryover to FY 11-12

- 500,000 - - -Transfer to Budget Stabilization

164,239,800 166,155,800 157,269,300 157,135,733 165,609,40301-General Fund

- 741,900 741,200 544,976 447Internal Service Charges


- - - 2,973 -Transfers Out

7,000,300 9,224,700 7,154,700 2,519,351 2,077,67506-Infrastructure Fund


Budget Summaries

Expenditure Summary by Category




2009/10Year-End

Actual

2008/09Year-End

ActualCategory


252,500 201,100 252,500 201,066 1,534,319Supplies

2,850,400 2,421,000 2,654,400 2,249,507 2,785,050Services

- 200 - 10,892 2,062,847Capital Outlay


20,924,600 17,107,200 19,197,400 18,613,550 18,427,690Other Expenses


50,500 - - 742,193 (21,541,225)Transfers Out

47,403,500 31,958,300 43,496,100 48,171,827 31,488,59708-Capital Assets Fund

- - - 231,008 44,146Salaries and Benefits

- 100 - 42 121Supplies

9,200 3,800 9,200 3,757 442Services

- - - 500 -Transfers Out

9,200 3,900 9,200 - 235,307 44,70909-Housing Fund

- - - - 537Salaries and Benefits

256,700 251,000 256,800 163,681 282,170Services

256,700 251,000 256,800 163,681 282,70710-HCDA Grant Fund

- 84,200 84,300 39,366 -Internal Service Charges

1,286,900 1,366,500 947,800 984,261 733,058Capital Projects

6,000 6,000 6,000 6,000 6,000Transfers Out

1,292,900 1,456,700 1,038,100 1,029,627 739,05812-State Gas Tax Fund

- - - - 500,000Transfers Out

- - - - - - 500,00013-In Lieu Parking District Fund


Budget Summaries




2009/10Year-End

Actual

2008/09Year-End

ActualCategory

- - - - 48Supplies

- 335,800 282,500 445,305 494,999Internal Service Charges


400,000 400,000 400,000 400,000 400,000Transfers Out

8,633,300 4,503,200 3,271,300 4,203,963 4,014,56916-Parks & Rec Facilities Fund

- - - - 184Supplies

- - - - 18417-Inmate Welfare Fund

39,300 11,600 43,300 13,633 -Services

- - - - (5,927)Internal Service Charges

- 1,000 - 35,427 359,575Capital Projects

39,300 12,600 43,300 49,060 353,64818-Fine Arts Fund

105,900 261,600 99,100 318,800 294,147Salaries and Benefits

- 2,700 - 3,139 7,861Supplies

3,600 3,100 3,600 1,972 63,393Services

- 81,600 - - 41,992Capital Outlay

- - - - 93,720Other Expenses

- 495,400 - 241,571 -Capital Projects

109,500 844,400 102,700 565,482 501,11319-Law Enforcement Grant Fund

18,500 2,800 18,500 - -Services

- 42,400 - - -Capital Outlay

3,900 - - - -Internal Service Charges

- 3,000 - - -Transfers Out

22,400 48,200 18,500 - -23-CommunityDevelopment Tech.Fund


Budget Summaries




2009/10Year-End

Actual

2008/09Year-End

ActualCategory

- - - - 1,183Supplies

25,000 - - - 6,319Services

300,000 - - - -Capital Outlay

325,000 - - - 7,50224-Air Quality Improvement Fund


- - - - 340Supplies

719,300 683,400 719,300 794,225 304,110Services

- - - - 164,000Capital Outlay

- 1,500 1,500 - -Internal Service Charges

899,300 796,600 825,800 866,798 562,18230-Prop A Local Transit Fund

54,800 111,700 105,100 - 66,264Salaries and Benefits

416,300 416,300 416,300 - 449,660Services

- - 1,500 - -Internal Service Charges

- - - 453,289 -Transfers Out

1,500,000 - - - -Capital Projects

1,971,100 528,000 522,900 453,289 515,92431-Prop C Local Transit Fund

- 300,000 - 117,096Salaries and Benefits

- 3,100 - 18,415 1,830Supplies

- 31,900 - 40,501 25,865Services

- 153,700 - 425,505 10,700Capital Outlay

- 488,700 - 601,517 38,39532-Seized/Forfeited Prop Fund


Budget Summaries




2009/10Year-End

Actual

2008/09Year-End

ActualCategory

435,600 312,000 1,152,300 222,276 136,549Capital Outlay

24,600 15,000 15,000 26,590 15,369Other Expenses

- - - 35,296 -Capital Projects

- - - - (4,345)Transfers Out

460,200 327,000 1,167,300 284,162 147,57340-Equipment Replacement Fund

49,800 27,200 22,100 2,272,712 2,116,075Salaries and Benefits

- 400 26,147 53,222Supplies

250,000 255,400 250,000 1,905,147 2,066,317Services

- - - 61,205 -Capital Outlay

8,300 - - 1,133,124 1,114,085Internal Service Charges

4,837,000 79,100 1,434,400 5,357,659 3,577,905Other Expenses


700 - - 42,000 (6,330,599)Transfers Out

8,572,300 4,817,300 6,250,800 14,543,562 8,850,36941-Information Technology Fund


19,900 14,700 19,900 8,037 19,263Supplies

24,700 32,000 24,700 11,890 16,426Services


38,800 23,700 26,800 38,513 24,948Other Expenses

250,000 1,808,800 100,000 343,875 669,893Capital Projects

13,000 - - - (629,170)Transfers Out

1,579,700 2,865,700 1,297,600 1,350,205 1,200,19842-Cable Television Fund


Budget Summaries




2009/10Year-End

Actual

2008/09Year-End

ActualCategory


104,300 92,800 104,300 81,174 143,236Supplies

530,200 506,900 532,700 518,930 634,346Services


21,300 14,500 21,300 15,356 16,322Other Expenses

26,000 - - - -Transfers Out

2,412,100 2,119,200 2,183,100 1,922,055 2,313,62243-Reprographics/Graphics Fund

- - - 5,604,595 5,489,489Salaries and Benefits

1,891,900 1,858,700 - - -Other Expenses

- - - 1,127,386 -Transfers Out

1,891,900 1,858,700 - 6,731,981 5,489,48944-Employee Benefits Fund


1,700 100 1,700 298 -Supplies

5,193,300 6,584,200 5,173,300 4,057,217 3,261,335Services


600,800 1,808,000 250,800 675,265 2,414,663Other Expenses

210,900 186,700 210,400 13,276 200,000Capital Projects

4,300 102,000 - - 340,251Transfers Out

6,264,600 8,888,900 5,875,300 4,985,376 6,443,92345-Liability Claims Res Fund


Budget Summaries




2009/10Year-End

Actual

2008/09Year-End

ActualCategory


900 700 900 409 562Supplies

348,300 227,800 328,300 211,600 258,451Services

- 200 - - -Capital Outlay


2,251,200 3,338,100 2,251,200 1,705,158 2,359,934Other Expenses


2,860,000 3,766,400 2,811,200 2,127,037 2,796,06746-Workers' Compensation Fund


34,200 156,600 34,200 135,809 33,17247-Unemployment InsuranceFund


Budget Summaries




2009/10Year-End

Actual

2008/09Year-End

ActualCategory


270,200 216,400 277,500 176,778 226,816Supplies

6,817,900 5,988,300 6,396,900 3,884,839 5,232,627Services

- - - 65 4,059Capital Outlay


758,800 1,969,700 2,263,900 55,062 41,605Other Expenses

939,200 2,900 - 2,400 1,683,993Transfers Out

37,829,400 34,800,900 36,157,300 25,935,411 28,118,05348-Policy, Admin, Legal (PAL)Fund

1,498,100 1,340,900 1,378,700 1,266,931 -Salaries and Benefits

1,338,200 1,174,800 1,093,200 1,036,319 -Supplies

270,000 264,500 225,000 229,694 -Services

9,000 - - 12,021 -Capital Outlay

1,682,200 1,415,200 1,415,200 1,211,276 -Internal Service Charges

1,445,900 1,664,500 1,667,400 1,565,635 -Other Expenses

2,240,000 1,641,800 1,185,100 1,939,057 -Capital Projects


8,524,400 7,501,700 6,964,600 7,260,933 -49-Vehicle Fund

1,200 1,100 - 1,098 1,292Services

2,879,300 1,094,400 1,866,500 1,845,224 1,511,527Other Expenses

2,880,500 1,095,500 1,866,500 1,846,322 1,512,81956-1998 Lease Rev Bonds Fund


Budget Summaries




2009/10Year-End

Actual

2008/09Year-End

ActualCategory

- - - 2,286 1,125Supplies

- - 17,500 101,493 100,752Services

- 1,200 - 93,401 -Transfers Out

- 1,200 17,500 197,180 101,87768-Westside Cities COG Agency


11,103,400 9,597,500 10,277,900 8,917,350 8,297,084Supplies

1,147,400 976,300 1,141,500 517,210 663,821Services


9,595,300 9,504,800 9,590,500 8,426,219 8,084,409Other Expenses


82,500 - - 2,973 (15,022,150)Transfers Out

35,574,000 36,694,400 37,388,200 36,324,642 25,652,60980-Water Enterprise Fund


140,400 93,800 140,400 29,379 49,728Supplies

2,399,100 897,200 1,890,900 591,029 705,298Services



22,928,600 13,524,200 20,070,900 16,013,085 13,620,871Other Expenses


1,539,500 1,500,000 1,547,500 1,679,247 (18,641,833)Transfers Out

39,209,600 41,763,800 42,335,200 40,514,579 20,704,74481-Parking Enterprise Fund


Budget Summaries




2009/10Year-End

Actual

2008/09Year-End

ActualCategory


325,500 18,000 325,500 13,842 14,958Supplies

6,449,600 5,805,500 8,269,100 5,737,169 6,050,468Services

- - - - 558,179Capital Outlay


173,100 169,500 976,800 160,857 116,249Other Expenses


726,100 276,700 660,000 60,000 (498,179)Transfers Out

15,620,600 14,083,200 18,128,700 13,925,053 12,954,75683-Solid Waste Enterprise Fund


100,300 55,600 100,700 48,533 42,051Supplies

2,998,600 1,898,400 2,995,600 1,590,380 1,597,467Services



3,118,200 2,993,100 3,076,300 3,003,796 2,949,709Other Expenses


26,800 2,974 (2,284,113)Transfers Out

15,278,900 10,432,400 18,836,400 10,231,353 7,335,60984-Wastewater Enterprise Fund


Budget Summaries




2009/10Year-End

Actual

2008/09Year-End

ActualCategory


36,600 2,200 36,600 6,471 7,899Supplies

625,500 285,900 625,600 118,214 154,779Services


264,800 263,400 266,400 245,508 254,028Other Expenses


42,600 - - - (258,001)Transfers Out

3,632,300 2,974,000 4,008,600 3,081,921 3,267,41685-Clean Water Utility Fund

3,084,900 3,069,400 3,069,400 3,337,224 3,143,314Other Expenses

- - - - (5,853,544)Capital Projects

3,084,900 3,069,400 3,069,400 3,337,224 (2,710,230)96-Investments In GFA Fund

63,800 813,700 63,800 818,597 63,807Other Expenses

63,800 813,700 63,800 818,597 63,80797-General Long Term Debt Fund

417,975,700 394,302,100 402,464,400 391,549,037 331,011,539ALL FUNDS


Budget Summaries

Gann Appropriations Limit

CITY OF BEVERLY HILLS

GANN APPROPRATIONS LIMIT AS DEFINED IN ARTICLE XIII B

OF THE CALIFORNIA This section contains summary information on the background of the Gann Appropriations limit for appropriating the proceeds of taxes. In addition, the methodology for setting the appropriations limit is shown. The voters of California, during a special election in 1979, approved Article XIII-B of the California State Constitution. Informally known as the “Gann Initiative,” Article XIII-B provides limits regarding the total amount of appropriations in any fiscal year from “the proceeds of taxes.” Every year the City Council adopts via resolution an appropriations limit for the proposed fiscal year. The State Legislature, in 1980, added Section 9710 to the Government Code, providing that the governing body of each local jurisdiction must establish, by resolution, an appropriations limit for the following year. The appropriation limit for any fiscal year was equal to the previous year’s limit, adjusted for population changes and the changes in the US Consumer Price Index (or California per capita personal income, if smaller). The necessary statistical information is provided by the California Department of Finance. However, the original Article XIII-B (Proposition 4) and its implementing legislation were modified by Proposition 111 and SB 88 by the voters in June 1980. The changes were incorporated into the FY 1990-91 and FY 1991-92 Appropriations Limits. Beginning with the FY 1990-91 Appropriations Limit, a city may choose annual adjustment factors. The adjustment factors include the growth in the California Per Capita Income, or the growth in the non-residential assessed valuation due to construction within the City and the population growth within the county or the city. The following page provides the calculation of the City's Appropriations Limit for FY 2011/12. The second following page provides the revenues subject to the Appropriations Limit for FY 2010/11 and FY 2011/12. This page shows that the City's revenues subject to the Appropriations Limit are well below the limit, by over 25% in FY 2010/11, and by 26% in FY 2011/12. On the third following page is the historical record of the City of Beverly Hills' Appropriations Limits from the implementation of Proposition 4 to the current fiscal year.


Budget Summaries


CITY OF BEVERLY HILLSAPPROPRIATIONS SUBJECT TO LIMIT

BASE YEAR 1978-1979

SCHEDULE A

FUND NO.

1978/79 APPROPRIATIONS

APPROPRIATED TRANSFERS OR

RESERVES

DEDUCT ENTERPRISE &

REVOLVINGDEDUCT DEBT

SERVICE

DEDUCT UNQUALIFIED

TRANSFERS

DEDUCT REAPPROPRIATIONS

FROM 1977-78 ADJUSTED TOTAL

01 22,393,762$ 1,456,000$ -$ -$ (3,127,000)$ (147,076)$ 20,575,686$ 02 765,329 - - - (448,182) 317,147 03 138,776 - - - (41,642) 97,134 04 1,950,000 - - - (1,950,000) - - 06 31,154 - - - - (31,154) - 07 629,302 - - - - (418,432) 210,870 08 8,170,335 3,040,205 - - (3,194,115) 8,016,425 09 36,085 - - - (10,500) 25,585 10 48,881 - - - (42,055) 6,826 11 87,737 - - - (2,637) 85,100 12 38,000 - - - (38,000) - 14 30,675 - - (30,675) - - - 15 949,000 - - - - 949,000 17 7,383 - - - - 7,383 19 116,044 - - - - 116,044 24 196,325 - - (196,325) - - - 26 93,400 - - (93,400) - - - 27 63,875 - - (63,875) - - - 34 137,668 - - - - (133,710) 3,958 40 731,228 - (731,228) - - - - 43 213,333 - (213,333) - - - - 45 720,000 - (720,000) - - - - 46 457,000 - (457,000) - - - - 50 17,000 - - - - - 17,000 67 680,117 - - - - (480,117) 200,000 70 5,000 - - - - - 5,000 80 7,106,161 - (7,106,161) - - - - 81 2,144,496 - (2,144,496) - - - - 82 8,572,676 (8,572,676) - - - - 83 400,375 - (400,375) - - - - 84 837,846 - (837,846) - - - -

57,768,963$ 4,496,205$ (21,183,115)$ (384,275)$ (5,077,000)$ (4,987,620)$ 30,633,158$


Budget Summaries


CITY OF BEVERLY HILLSAPPROPRATIONS LIMIT

AS DEFINED IN ARTICLE XIII BOF THE CALIFORNIA CONSTITUTION

SCHEDULE B

FISCAL YEAR

CPI/PER CAPITA INCOME CHANGE OR NON-

RESIDENTIAL ASSESSED VALUE

POPULATION CHANGE - CITY OR LOS ANGELES

COUNTY ADJUSTMENT FACTOR APPROPRIATIONS LIMIT

1978/79 N/A N/A N/A 30,629,160$ 1979/80 10.170% 0.000% 1.10170 33,744,146 1980/81 12.110% 0.000% 1.12110 37,830,562 1981/82 9.120% 0.000% 1.09120 41,280,709 1982/83 6.790% 0.049% 1.06842 44,105,270 1983/84 2.350% 1.600% 1.03988 45,864,012 1984/85 4.740% 1.190% 1.05986 48,609,618 1985/86 3.740% -0.290% 1.03439 50,281,377 1986/87 2.300% 1.180% 1.03507 52,044,816 1987/88 3.040% 0.043% 1.03084 53,650,038 1988/89 3.930% 1.120% 1.05094 56,382,979 1989/90 4.980% -0.108% 1.04867 59,126,925 1990/91 4.210% 0.002% 1.04212 61,617,401 1991/92 4.140% 1.730% 1.05942 65,278,474 1992/93 19.950% 1.490% 1.21737 79,468,223 1993/94 3.060% 0.960% 1.04049 82,686,190

Adjustment for Refuse Charges (2,000,000) 1993/94 Revised Appropriations Limit 80,686,190

1994/95 0.710% 0.780% 1.01496 81,892,882 1995/96 4.720% 1.000% 1.05767 86,615,809 1996/97 4.670% 1.580% 1.06324 92,093,207 1997/98 4.670% 1.240% 1.05968 97,589,245 1998/99 4.150% 1.390% 1.05598 103,051,983 1999/00 4.530% 1.670% 1.06276 109,519,166 2000/01 4.910% 2.030% 1.07040 117,228,957 2001/02 7.820% 1.930% 1.09901 128,835,710 2002/03 -1.270% 1.450% 1.00162 129,043,889 2003/04 2.310% 1.480% 1.03824 133,978,770 2004/05 3.280% 1.380% 1.04705 140,282,825 2005/06 5.260% 0.710% 1.06007 148,710,099 2006/07 3.960% 0.170% 1.04137 154,861,838 2007/08 4.420% 0.720% 1.05172 162,871,019 2008/09 4.290% 0.860% 1.05187 171,318,966 2009/10 0.620% 0.880% 1.01505 173,898,098 2010/11 -2.540% 0.750% 0.98191 170,752,195 2011/12 2.510% 0.380% 1.02900 175,703,219

2011/12 175,703,219$


Budget Summaries


CITY OF BEVERLY HILLSARTICLE XIIIB APPROPRIATIONS LIMIT

SCHEDULE C

TYPE OF TAXESFY 2010/11 PROJECTED

FY 2011/12 ADOPTED BUDGET

FY 2012/13 PROJECTED

GENERAL FUND Property Taxes 40,100,000$ 38,710,500$ 40,866,700$ Sales Tax 21,700,000 22,130,000 22,572,600 Transient Occupancy Tax 26,300,000 26,075,000 26,596,500 Business License Tax 34,340,000 34,100,000 34,782,000 Other Taxes 859,000 832,000 848,600 Subventions/Grants 3,965,000 4,034,900 4,075,200 Interest Earnings 941,405 931,185 959,732

Total General Fund Taxes 128,205,405 126,813,585 130,701,332

OTHER FUND TAXES Park & Rec Construction Tax 2,062,600 2,174,800 2,174,800 Park & Rec Tax Interest Earnings 196,900 712,000 712,000

Total Other Funds Taxes 2,259,500 2,886,800 2,886,800

TAXES SUBJECT TO LIMIT 130,464,905 129,700,385 133,588,132 GANN LIMIT PER SCHEDULE B 170,752,195 175,703,219 179,217,284

(FUTURE + 2.0%)

(SHORT LIMIT)/OVER LIMIT (40,287,290)$ (46,002,834)$ (45,629,151)$


Budget Summaries

Internal Service Fund Charges

TotalCIP

Mgmt.ProjectAdmin

UnemployInsurance

Comp.Absences

PublicWorksBldg.

GeneralAdmin.

WorkersCompLiability

Printing/Graphics

CableTVInfoTech

EquipmentReplace.FacilityVehiclesSubprogram NameSubprogramFd

01 - POLICY & MANAGEMENT

City Council and AdministrativeSupport

1,049,116 - - - 10,534 - 392,836 15,099 34,586 71,891 - 34,144 38,453 451,572 -City Council and Administrative Support480010148

21,922 - - - - - - - - 10,516 11,406 - - - -Council Installation4800101E00748

438,638 - - - - - 28,832 847 1,939 75,623 304,160 1,915 - 25,322 -City-Wide Governance-P&M480010448

Economic Sustainability

278,377 - - - - - 109,345 2,822 6,465 51,149 15,208 6,382 2,601 84,406 -Economic Sustainability480110148

Emergency Management

- - - - - - - - - - - - - - -Disaster Response and Recovery(Grants)010410101

632,429 - - - - - 251,183 1,199 2,747 16,305 - 261,644 55,769 35,873 7,709Disaster Response and Recovery480410148

146,524 - - - - - 40,260 1,411 3,232 38,661 15,208 3,191 2,357 42,203 -Community and EmployeePreparedness480410248

- - - - - - - - - - - - - -BHUSD Services4804102BHSD48

Communications

325,425 - - - 7,024 - 113,949 2,893 6,626 89,763 11,406 6,542 705 86,516 -Communications480830248

358,606 - - - 3,512 - 49,150 1,693 3,879 161,500 83,644 3,829 755 50,644 -Marketing480830348

3,251,036 - - - 21,071 - 985,555 25,965 59,475 515,407 441,033 317,647 100,640 776,536 7,709

City

ofBeverly

Hills

-FY2011/12

Adopted

Budget

44

BudgetSum

maries


TotalCIP

Mgmt.ProjectAdmin

UnemployInsurance

Comp.Absences

PublicWorksBldg.

GeneralAdmin.


Printing/Graphics

CableTVInfoTech


05 - LEGAL SERVICES

Legal Services

116,379 - - - 64,012 - - 12,515 - 1,596 6,605 31,652 -General Services480050148

3,365 - - - 1,769 - - - - 1,596 - - -Code Enforcement480050248

3,365 - - - 1,769 - - - - 1,596 - - -Non-Tort Litigation480050348

123,109 - - - - - 67,551 - - 12,515 - 4,787 6,605 31,652 -

07 - CITY CLERK

City Clerk

314,302 - - - 29,671 - 98,801 5,916 6,296 24,830 - 9,892 8,066 130,829 -Clerk Administration480140148

Municipal Elections

60,062 - - - 23,425 1,050 1,117 5,702 3,802 1,755 - 23,212 -Municipal Elections480910148

Public Meetings and Hearings

172,883 - - - - - 40,911 1,718 1,828 83,770 3,802 2,872 - 37,983 -Public Meetings and Hearings480920148

Records Management

24,183 - - - - - 9,456 286 305 7,326 - 479 - 6,330 -Records Management480930148

Public Records Requests

30,312 - - - - - 15,112 573 609 400 - 957 - 12,661 -Public Records Requests480940148

601,742 - - - 29,671 - 187,705 9,542 10,154 122,028 7,604 15,955 8,066 211,015 -

45City

ofBeverly

Hills

-FY2011/12

Adopted

Budget

BudgetSum

maries


TotalCIP

Mgmt.ProjectAdmin

UnemployInsurance

Comp.Absences

PublicWorksBldg.

GeneralAdmin.


Printing/Graphics

CableTVInfoTech


11 - ADMINISTRATIVE SERVICES

ASD Administration

304,014 - - - - - 100,752 4,598 8,497 - 7,604 12,445 5,526 164,592 -ASD Administration480030148

285,282 - - - - - 96,866 4,363 8,061 3,405 - 11,807 4,629 156,151 -Administrative Staff Support480030248

Human Resources

359,832 - - - - - 126,357 4,480 8,279 21,873 15,208 12,126 11,137 160,371 -Personnel and Benefits480040148

79,150 - - - - - 57,384 472 871 2,265 - 1,276 - 16,881 -Labor Relations480040348

229,533 - - - - - 73,734 1,415 2,614 70,076 26,614 3,861 575 50,644 -Organizational Development & EmployeeRecognition480040548

Risk Management

95,821 - - - - - 48,527 1,061 1,961 2,465 - 2,872 952 37,983 -Workers' Compensation Administration460060246

135,947 - - - - - 76,104 1,415 2,614 860 - 3,829 481 50,644 -Employee, Facility and Infrastructure Safety480060448

94,216 - - - - - 48,527 1,061 1,961 860 - 2,872 952 37,983 -Liability, Claims and Insurance Administration450060545

Management & Budget

329,676 - - - 2,457 - 102,695 4,716 8,715 27,232 - 12,764 2,284 168,812 -Management and Budget480080148

268,237 - - - - - 104,487 3,906 7,217 - - 10,562 2,261 139,803 -Cashiering480170248

314,430 - - - - - 103,870 3,543 5,321 - - 11,328 - 190,367 -Revenue Administration010170201

General Accounting

1,050,589 - - - - - 331,036 16,755 30,960 14,380 - 45,345 12,381 599,732 -General Accounting480160148

City

ofBeverly

Hills

-FY2011/12

Adopted

Budget

46

BudgetSum

maries


TotalCIP

Mgmt.ProjectAdmin

UnemployInsurance

Comp.Absences

PublicWorksBldg.

GeneralAdmin.


Printing/Graphics

CableTVInfoTech


Purchasing

182,484 - - - 9,663 - 42,650 1,651 3,050 59,473 - 4,467 2,446 59,084 -Purchasing480170348

Real Estate and PropertyManagement

101,626 - - - - - 30,731 1,120 2,070 24,580 - 3,031 - 40,093 -Commercial Leasing480180148

40,790 - - - - - 18,102 354 654 8,062 - 957 - 12,661 -Real Estate Management480180248

50,398 - - - - - 22,424 648 1,198 1,160 - 1,755 - 23,212 -Property Maintenance480180348

3,922,023 - - - 12,120 - 1,384,248 51,559 94,043 236,693 49,426 141,300 43,623 1,909,012 -

17 - POLICE

Police Administration

147,727 - - - - - 56,986 7,339 7,507 10,793 - 9,891 - 55,210 -Personnel Investigations010210101

674 - - - - - - - - 674 - - - - -Peace Officers Bill of Rights0102101E03201

201,705 - - - - - 74,959 11,573 11,839 674 - 15,598 - 87,062 -Intelligence Unit010210301

607,742 - - - - - 184,831 32,178 32,917 7,080 - 50,978 915 242,076 56,767Office of the Chief010210401

Police Community Outreach

337,235 - - - - - 108,123 18,629 19,057 27,275 17,057 25,108 - 105,112 16,873Police Community Outreach010220101

- - - - - - - - - - - -D.A.R.E. Program for Donations1902202E01619

- - - - - - - - - - - - -Explorer Post010220501

Patrol Bureau

5,143,105 - - - 45,232 - 1,537,507 348,031 356,026 11,057 - 469,070 12,000 654,561 1,709,621Patrol Unit010230101

47City

ofBeverly

Hills

-FY2011/12

Adopted

Budget

BudgetSum

maries


TotalCIP

Mgmt.ProjectAdmin

UnemployInsurance

Comp.Absences

PublicWorksBldg.

GeneralAdmin.


Printing/Graphics

CableTVInfoTech


Police Support Services

1,940,443 - - - - - 614,145 117,421 120,119 4,609 - 158,259 1,275 883,365 41,249Communications Bureau010240101

253,421 - - - - - 83,347 13,549 13,860 8,184 - 18,261 1,200 101,927 13,094Property Section010240201

169,244 - - - 867 - 56,173 7,903 8,085 7,163 - 10,652 - 74,322 4,079Jail Bureau010240301

328,451 - - - - - 106,925 18,347 18,769 3,792 - 24,728 9,510 138,026 8,354Special Projects Detail/Facilities010240601

1,099,651 - - - 337,492 66,614 68,145 16,865 - 89,781 19,614 501,140 -Records Bureau010240801

Police Investigations

2,963,962 - - - 117,281 - 746,333 149,317 152,748 33,590 - 201,247 366,853 842,488 354,104Detective Bureau010250101

359,344 - - - - - 134,099 23,992 24,544 9,001 - 32,337 - 135,371 -Identification Bureau - Crime Lab010250201

Traffic Bureau

1,848,423 - - - 28,687 - 848,064 168,229 172,094 8,491 - 226,736 - 316,398 79,725Traffic Unit010260101

46,748 - - - - - 33,407 2,540 2,599 - - 3,424 - 4,778 -Vehicle Impound Storage010260801

Emergency Services Bureau

299,385 - - - - - 144,566 25,705 26,295 - - 34,619 - 48,344 19,856K9 Unit010270301

331,911 - - - 55,879 - 141,217 25,667 26,256 - - 34,619 - 48,273 -Special Tactics Unit010270401

Police Training

556,244 - - - 6,975 - 115,595 34,854 35,655 41,750 - 46,945 - 262,211 12,259Personnel and Training010290101

16,635,414 - - - 254,921 - 5,323,769 1,071,889 1,096,515 190,999 17,057 1,452,252 411,367 4,500,663 2,315,982

City

ofBeverly

Hills

-FY2011/12

Adopted

Budget

48

BudgetSum

maries


TotalCIP

Mgmt.ProjectAdmin

UnemployInsurance

Comp.Absences

PublicWorksBldg.

GeneralAdmin.


Printing/Graphics

CableTVInfoTech


20 - FIRE DEPARTMENT

Fire Administration

607,785 - - - 548 - 210,163 30,590 9,236 29,366 - 53,568 6,300 225,088 42,925Fire Administration010310101

Fire Prevention

936,046 - - - 58,506 - 267,844 51,195 15,458 21,799 17,057 89,651 - 376,704 37,832Fire Prevention010320101

Emergency Response Services

3,494,174 - - 1,569 31,312 - 810,630 181,925 54,929 - - 318,579 202,715 1,338,638 553,877Emergency Response Services010330101

EmergencyMedical Services (EMS)

3,875,458 - - - 189,560 - 1,042,123 237,680 71,764 - - 416,215 21,403 1,748,893 147,821Emergency Medical Services010340101

Fire Community Programs

49,099 - - - - - 29,515 750 227 17,293 - 1,314 - -Fire Community Programs010350101

8,962,561 - - 1,569 279,925 - 2,360,274 502,141 151,613 68,458 17,057 879,327 230,418 3,689,323 782,455

49City

ofBeverly

Hills

-FY2011/12

Adopted

Budget

BudgetSum

maries


TotalCIP

Mgmt.ProjectAdmin

UnemployInsurance

Comp.Absences

PublicWorksBldg.

GeneralAdmin.


Printing/Graphics

CableTVInfoTech


27 - COMMUNITY DEVELOPMENT

CD Administration

647,160 - - - - - 263,769 3,735 38,636 5,784 - 18,838 - 316,398 -Permit Center0103601E02901

472,413 - - - 15,591 - 147,249 2,707 28,005 35,871 - 13,655 - 229,335 -CD Administration010360201

3,901 - - 3,901 - - - - -CD Technology Fee230360123

Planning Services

1,103,064 - - - 18,424 - 358,697 5,339 55,232 143,500 42,643 26,930 - 452,300 -Planning010370101

Building & Safety

1,003,368 - - 33 8,903 - 384,830 6,066 62,751 14,116 - 89,870 - 436,799 -Building & Safety010461001

Community PreservationServices

433,848 - - - 3,845 - 147,249 2,707 28,005 9,053 - 13,655 - 229,335 -Community Preservation Services011462001

CA Building StandardsCommission

- - - - - - - - - - - - - -CA Building StandardsCommission260360126

3,663,754 - - 33 46,763 - 1,301,794 20,554 212,629 212,225 42,643 162,947 - 1,664,166 -

31 - INFORMATION TECHNOLOGY

Cable TV

541,592 - - - 1,510 - 290,551 6,463 14,745 - - 23,167 - 199,168 5,988Cable TV420090142

City

ofBeverly

Hills

-FY2011/12

Adopted

Budget

50

BudgetSum

maries


TotalCIP

Mgmt.ProjectAdmin

UnemployInsurance

Comp.Absences

PublicWorksBldg.

GeneralAdmin.


Printing/Graphics

CableTVInfoTech


Information Technology

1,421,905 - - - 1,733 - 636,104 14,340 32,716 7,008 - - 47,267 679,891 2,846IT Operations480150148

8,490 - - 9 5 - - 3,717 89 203 167 - - - 4,220 -IT Replacement410150141

Reprographics/Graphics

765,901 - - - 575 - 337,240 6,916 15,779 - - 24,794 40,023 327,917 12,655Reprographics/Graphics430710143

2,737,889 - - 95 3,819 - 1,267,612 27,808 63,443 7,175 - 47,961 87,290 1,211,196 21,489

35 - PUBLIC WORKS DEPARTMENT

Project Administration

564,490 - - - 5,221 16,948 220,334 10,609 45,246 90,772 7,604 10,378 20,218 137,160 -Project Administration480280148

PW Administration

1,754,873 - - - 643 73,007 599,650 42,434 180,984 30,456 7,604 73,741 197,713 548,639 -Public Works Administration480500148

114,381 - - - - - 45,483 3,264 13,922 - - 3,191 6,318 42,203 -City-Wide Governance-PW480500248

Civil Engineering

927,878 - - - - 37,807 369,746 24,707 105,377 15,645 - 24,156 30,999 319,441 -CIP Management and Inspection480510148

156,086 - - - - 7,822 52,994 4,508 20,264 - - 3,970 - 66,528 -Permit Counter and General PublicServices010510201

145,293 - - - - 7,822 38,212 4,508 20,264 3,989 - 3,970 - 66,528 -Private Development Project Services010510401

Solid Waste

3,853,015 - - 2,713 827 66,280 1,453,724 48,773 190,515 14,081 - 137,268 4,767 269,894 1,664,174Solid Waste Residential830520183

51City

ofBeverly

Hills

-FY2011/12

Adopted

Budget

BudgetSum

maries


TotalCIP

Mgmt.ProjectAdmin

UnemployInsurance

Comp.Absences

PublicWorksBldg.

GeneralAdmin.


Printing/Graphics

CableTVInfoTech


271,423 - - - - 5,997 201,605 4,413 17,238 14,081 - 3,670 - 24,420 -Solid Waste Commercial830520283

31,554 - - - - 313 8,545 230 899 14,285 4,264 191 1,552 1,274 -Solid Waste Conservation830520383

1,075,449 - - - 338 35,148 748,134 25,864 101,029 306 - 21,508 - 143,122 -Alley Maintenance830520583

Wastewater Disposal Services

2,518,901 - - 50,062 1,825,748 39,582 149,706 11,540 - 83,668 1,088 231,920 125,586Wastewater Maintenance & Repair840540184

15,836 - - 313 12,875 247 936 - - 191 - 1,274 -Wastewater Treatment840540484

Stormwater Utility

676,569 - - - 684 35,461 261,940 23,277 104,370 13,178 - 25,592 1,551 170,386 40,129Stormwater Operations850550285

505,076 - - - 2,727 21,902 126,844 12,184 54,631 - - 13,402 - 89,186 184,199Street Sweeping850550585

Facilities Services

- - - - - - - - - - - - - - -331 Foothill Office080721608

1,917,413 - 5,221 - 1,219,493 50,889 217,042 2,640 - 143,338 2,891 - 275,899Facilities Maintenance080590108

74,808 - - - 59,525 2,448 10,441 - - 2,393 - - -Tenant Support080590208

Water Supply & Distribution

635,869 - - - - 14,132 494,656 12,296 44,314 674 - 8,648 - 57,546 3,602Groundwater800600280

2,686,632 - - - 335 50,688 1,574,905 44,102 158,943 674 - 31,017 2,978 290,602 532,389Maintenance and Repair800600380

708,804 - - 15,905 547,051 13,838 49,874 7,637 - 9,733 - 64,766 -Water Quality800600480

1,967,022 - 337 44,847 1,402,311 39,020 140,629 11,269 - 145,990 - 182,619 -Water Services and Installations800600680

159,216 - - - - 3,390 102,211 - 10,629 18,580 8,529 2,074 - 13,803 -Water Conservation800600780

73,667 - - - - 1,825 55,981 1,588 5,723 - - 1,117 - 7,432 -Fire Suppression800600880

City

ofBeverly

Hills

-FY2011/12

Adopted

Budget

52

BudgetSum

maries


TotalCIP

Mgmt.ProjectAdmin

Unemploy.Insurance

Comp.Absences

PublicWorksBldg.

GeneralAdmin.


Printing/Graphics

CableTVInfoTech


Parking Operations

498,328 - - 22,684 209,313 13,665 58,796 12,443 4,264 60,676 7,909 46,186 62,391Parking Facility Administration810720081

76,242 - - - 76,242 - - - - - - - -Revenue Audit8107200E03181

308,225 - - 1,573 - - 118,377 14,442 62,140 4,299 - 14,679 - 92,715 -Civic Center810720281

297,928 - - - - - 140,006 12,823 55,172 4,299 - 13,019 - 72,608 -221 N Crescent Dr810720381

345,257 - - - - - 87,802 26,103 112,312 4,299 - 26,518 - 88,223 -333 N Crescent Dr810720481

165,282 - - - 153,666 - - 4,299 - - - 7,317 -9361 Dayton Way810720581

424,769 - - - 231,902 14,916 64,178 4,299 - 15,157 - 94,316 -216 S Beverly Dr810720681

901,462 - - - - - 352,359 22,226 95,627 4,299 - 22,561 - 404,390 -345 N Beverly Dr810720781

649,515 - - - - - 219,474 23,528 101,231 4,299 - 23,901 - 277,083 -438 N Beverly/Canon810720881

316,829 - - - 156,699 13,052 56,156 4,299 - 13,243 - 73,380 -9510 Brighton/Rodeo810720981

341,167 - - - 140,983 14,916 64,178 4,299 - 15,157 - 101,633 -440 N Camden810721081

197,390 - - - 48,426 14,916 64,178 4,299 - 15,157 - 50,413 -461 N Bedford810721181

169,168 - - - 20,204 14,916 64,178 4,299 - 15,157 - 50,413 -321 S La Cienega810721281

154,291 - - - - - 18,316 13,052 56,156 9,413 - 13,243 - 44,111 -Santa Monica 5810721381

3,685 - - - - - 2,046 - - 1,640 - - - - -Public Gardens Parking Facility810721481

100,364 - - - 11,267 9,185 39,519 - - 9,350 - 31,043 -9333 W 3rd Street810721681

- - - - - - - - - - - - - - -450 N Crescent Dr Garage810721781

Parking Enforcement

2,713,718 - - - 1 7 150,708 896,036 83,161 373,848 5,486 - 229,060 3,742 613,684 357,974Parking Enforcement010730101

Parking Meters

1,949,410 - - - - 33,896 1,621,666 20,420 87,857 - - 20,742 529 138,026 26,275Parking Meters810740181

53City

ofBeverly

Hills

-FY2011/12

Adopted

Budget

BudgetSum

maries


TotalCIP

Mgmt.ProjectAdmin

UnemployInsurance

Comp.Absences

PublicWorksBldg.

GeneralAdmin.


Printing/Graphics

CableTVInfoTech


Transportation Planning & TrafficEngineering

366,092 - - 17,730 122,206 6,906 31,046 19,913 8,529 52,459 5,376 101,927 -Transportation Planning & TrafficEngineering010750101

- - - - - - - - - - - - - -Trolley/Senior Transit Prop A300750330

- - - - - - - - - - - - - -Senior Transit Prop C310750431

Street Maintenance

1,401,465 - 331 49,176 310,468 27,135 121,986 674 - 114,315 - 299,282 478,098Infrastructure Maintenance010760101

660,597 - - 31,289 187,493 17,265 77,615 - - 102,522 - 226,447 17,965Signals and Lights010760301

Fleet Services

1,554,341 - - 362 3,555 - 658,986 36,983 146,494 10,002 - 48,633 1,569 478,160 169,597Vehicle Maintenance490850149

Customer Service

434,595 - - 3,510 150 15,123 141,803 12,990 58,397 - - 10,898 - 191,723 -Transportation Permits010950101

800,143 - - - - 36,243 288,494 22,686 96,757 40,315 - 22,337 - 293,311 -General PW Customer Service480950548

Central Stores

94,392 - - - - 1,711 45,745 2,448 10,441 - - 2,393 - 31,652 -Automotive Inventory491000049

75,185 - - - - - 37,637 1,959 8,353 - - 1,915 - 25,322 -Fuel Inventory491000149

82,871 - - - - 1,711 65,877 2,448 10,441 - - 2,393 - - -Facilities Inventory081000208

61,620 - - - - 1,369 48,025 1,959 8,353 - - 1,915 - - -Water Inventory081000308

31,822 - - - - 684 25,025 979 4,177 - - 957 - - -General Inventory081000408

36,010,402 - - 8,158 20,387 851,997 17,858,511 853,862 3,572,566 396,980 40,794 1,617,565 289,198 6,562,106 3,938,278

City

ofBeverly

Hills

-FY2011/12

Adopted

Budget

54

BudgetSum

maries


TotalCIP

Mgmt.ProjectAdmin

UnemployInsurance

Comp.Absences

PublicWorksBldg.

GeneralAdmin.


Printing/Graphics

CableTVInfoTech


40 - COMMUNITY SERVICES

Community Filming & Event Permits

196,430 - - - 66,826 3,959 10,589 16,060 - 5,437 2,251 91,309 -Community Filming and Event Permits010400101

Urban Forest - Tree Maintenance

213,683 - - - - - 82,402 5,156 13,790 16,532 4,264 10,200 1,757 59,457 20,123Urban Forest - Tree Maintenance010560101

Recreation & Parks

869,895 - - - 85,678 27,675 74,011 2,045 4,264 38,005 - 638,217 -Early Education010670101

897,979 10,268 - - 153,556 43,555 116,478 3,579 8,529 59,802 - 502,213 -Youth Programs010670201

726,553 - - 257 14,987 - 74,158 22,425 59,970 2,555 4,264 30,799 - 517,138 -Adult Programs010670301

214,222 - - - 3,545 - 62,888 4,755 12,716 9,878 4,264 6,524 - 109,653 -Senior Adult Programs010670401

386 - - 386 - - - - - - - - - - -Recreation and Parks Support Services010670501

160,815 - - - - - 47,012 3,475 9,292 11,867 4,264 4,779 - 80,126 -City-Wide Governance-CS010670601

646,263 - - - - - 103,144 9,151 24,472 213,402 72,493 12,567 - 211,033 -Community andCultural Events/Programs010670701

- - - - - - - - - - - - -Public/Fine Art Programs (Fund 18)180670818

237,111 - - - 43,514 4,927 13,177 61,344 12,793 16,136 - 85,221 -Farmers' Market010670901

428,028 - - - 5,137 - 150,669 7,274 19,454 52,154 - 25,586 - 167,754 -Recreation and Parks Administration010671001

Park Rangers

602,422 - - - 184,954 20,956 56,042 - - 78,690 - 241,635 20,144Park Rangers010680101

55City

ofBeverly

Hills

-FY2011/12

Adopted

Budget

BudgetSum

maries


TotalCIP

Mgmt.ProjectAdmin

UnemployInsurance

Comp.Absences

PublicWorksBldg.

GeneralAdmin.


Printing/Graphics

CableTVInfoTech


Park Operations

1,649,189 - - - 12,250 - 466,842 32,504 86,926 2,153 - 185,179 331,677 374,793 156,865Park Maintenance Administration010691001

Library

113,310 - - 3,471 - - 24,226 2,844 7,605 5,691 - 3,894 - 65,579 -Library Literacy Services010770101

813,926 - - - - - 245,783 18,033 48,225 44,211 17,057 24,755 - 415,862 -Library Reference Services010770201

1,971,546 - - 8,609 - - 529,314 50,816 135,895 5,284 - 69,765 - 1,171,864 -Library Borrowers Services010770401

844,598 - - - - - 313,876 18,693 49,991 5,284 - 25,666 - 431,088 -Library Collection Services010770701

- - - - - - - - - - - - -Library Donations010770801

422,780 - - - 111,716 5,146 13,761 133,522 17,057 13,294 5,418 118,666 4,200Library Administration010770901

Community Services AdministrativeSupport

235,793 - - - - - 74,015 4,512 12,066 31,203 - 6,195 3,752 104,050 -Administrative Support010790401

68,369 - - - - - 16,459 829 2,216 11,559 17,057 1,138 - 19,111 -Resident Educational Programs (TeamBH)010790501

250,523 - - 2,459 - - 56,645 6,430 17,195 204 - 15,064 4,244 148,282 -Registration Services010790601

Human Services

10,179 - - - - - 6,873 92 246 718 - 126 - 2,123 -JPA010880201

183,263 - - - - - 57,146 3,462 9,259 20,271 8,529 4,754 - 79,843 -Community Outreach & Grant Funding010880301

11,757,263 - - 25,449 35,919 - 2,957,698 296,669 793,375 649,513 174,835 638,356 349,098 5,635,018 201,332

FD 47 - UNEMPLOYMENT INSURANCE

34,167 - - 34,167 - - - - - - - - - -Unempolyment Insuramce47

34,167 - - 34,167 - - - - - - - - - - -

City

ofBeverly

Hills

-FY2011/12

Adopted

Budget

56

BudgetSum

maries


TotalCIP

Mgmt.ProjectAdmin

UnemployInsurance

Comp.Absences

PublicWorksBldg.

GeneralAdmin.


Printing/Graphics

CableTVInfoTech


CIP PROJECTS

119,472 119,472 - - - - - - - - - - - -Street Resurfacing3506019506

65,166 65,166 - - - - - - - - - - - -Install Traffic Signals3506036706

- - - - - - - - - - - - - -Streetscape Demonstration3506040206

325,832 325,832 - - - - - - - - - - - -Street Light Replacement Project3506062906

161,851 108,610 53,241 - - - - - - - - - - -Improvements to City Gateways3506070106

- - - - - - - - - - - - - -Santa Monica Boulevard N. Corridor(Survey)3506088906

53,241 - 53,241 - - - - - - - - - - -Fire Station #2 Maintenance &Improvements3508058608

26,620 - 26,620 - - - - - - - - - - -Repaint City Buildings3508071308

26,620 - 26,620 - - - - - - - - - - -Miscellaneous Construction Projects3508082308

26,620 - 26,620 - - - - - - - - - - -Install New Roofing On City Buildings3508083308

199,652 - 199,652 - - - - - - - - - - -Library Facility Maintenance &Improvements3508083808

- - - - - - - - - - - - - -City Hall Master Project3508085108

- - - - - - - - - - - - - -Civic Center Plaza Improvements3508085208

- - - - - - - - - - - - - -331 Foothill Road Office Building3508088808

106,481 - 106,481 - - - - - - - - - - -Improvements to Public Works Yard &Facility3508089408

159,722 - 159,722 - - - - - - - - - - -9400 Santa Monica Development3508089808

- - - - - - - - - - - - - -Parcel 123508091808

- - - - - - - - - - - - - -Parcel 133508091908

66,551 - 66,551 - - - - - - - - - - -Civic Center Wayfinding Signage3508092008

- - - - - - - - - - - - - -Library Radio Frequency Identification(RFID)3508092108

- - - - - - - - - - - - - -Replace UPS Equipment3508092208

26,620 - 26,620 - - - - - - - - - - -Solar RFP3508092308

57City

ofBeverly

Hills

-FY2011/12

Adopted

Budget

BudgetSum

maries


TotalCIP

Mgmt.ProjectAdmin

UnemployInsurance

Comp.Absences

PublicWorksBldg.

GeneralAdmin.


Printing/Graphics

CableTVInfoTech



43,444 43,444 - - - - - - - - - - - -Pavement Master Plan Update3512055412

106,481 - 106,481 - - - - - - - - - - -Greystone Park Improvements3516044216

26,620 - 26,620 - - - - - - - - - - -Tennis Courts & Site Enhancements3516048316

- - - - - - - - - - - - - -Playground Equipment Maintenance &Improvement4016090316

266,203 - 266,203 - - - - - - - - - - -Park Facilites Renovation - Roxbury Park4016091416

- - - - - - - - - - - - - -Computer Acquisition/Replacement3141032941

- - - - - - - - - - - - - -eGOV Initiative3141033441

- - - - - - - - - - - - - -Financial and Human Resources Software3141033641

- - - - - - - - - - - - - -Public Safety CAD/RMS System3141033941

- - - - - - - - - - - - - -Municipal Wi Fi Deployment3141034041

- - - - - - - - - - - - - -Municipal Area Network Phase 23141088341


- - - - - - - - - - - - - -Vehicle Replacement Program3549850249

21,722 21,722 - - - - - - - - - - - - -Street Resurfacing3580019580

325,832 325,832 - - - - - - - - - - - - -Replace Water Mains and Hydrants3580038780

- - - - - - - - - - - - - - -Replace Coldwater Cañon Reservoir3580057680

26,620 - 26,620 - - - - - - - - - - - -Irrigation Upgrades3580060280

- - - - - - - - - - - - - - -Water Treatment Plant Maintenance3580079580

434,442 434,442 - - - - - - - - - - - - -Reservoir Replacement and Repair3580079680

- - - - - - - - - - - - - - -Public Works Asset Management System3580089680

217,221 217,221 - - - - - - - - - - - - -Well Rehab and Groundwater Development3580091680

City

ofBeverly

Hills

-FY2011/12

Adopted

Budget

58

BudgetSum

maries


TotalCIP

Mgmt.ProjectAdmin

UnemployInsurance

Comp.Absences

PublicWorksBldg.

GeneralAdmin.


Printing/Graphics

CableTVInfoTech


66,551 - 66,551 - - - - - - - - - - - -Crescent Garage3581089781

- - - - - - - - - - - - - - -Single Space Credit Card Parking Meters3581091181

66,551 - 66,551 - - - - - - - - -IT Building Infrastructure Maintenance3108092408

- - - - - - - - - - - - - - -Chamber of Commerce Purchase3581092681

26,620 - 26,620 - - - - - - - - - - - -Whole Foods Brick Façade3581092781


434,442 434,442 - - - - - - - - - - - - -Sewer System Repairs (15%) and MasterPlan Development (5%)3584006684

- - - - - - - - - - - - - - -Storm Drain & Compliance w/TMDL3585055385

3,503,225 2,172,210 1,331,015 - - - - - - - - - - - -

91,202,586 2,172,210 1,331,015 69,470 704,595 851,997 33,694,716 2,859,989 6,053,814 2,411,994 790,448 5,278,098 1,526,305 26,190,688 7,267,246Grand Total

51.8%0.0%0.0%44.0%87.7%32.8%40.9%71.7%48.9%47.6%32.9%69.4%65.5%65.8%57.2%Percent General Fund

48.2%100.0%100.0%56.0%12.3%67.2%59.1%28.3%51.1%52.4%67.1%30.6%34.5%34.2%42.8%Percent All Other Funds

59City

ofBeverly

Hills

-FY2011/12

Adopted

Budget

BudgetSum

maries


TotalCIP

Mgmt.ProjectAdmin

Unemploy.Insurance

Comp.Absences

PublicWorksBldg.

GeneralAdmin.


Printing/Graphics

CableTVInfoTech


Parking Operations

498,328 - - 22,684 209,313 13,665 58,796 12,443 4,264 60,676 7,909 46,186 62,391Parking Facility Administration810720081

76,242 - - - 76,242 - - - - - - - -Revenue Audit8107200E03181

308,225 - - 1,573 - - 118,377 14,442 62,140 4,299 - 14,679 - 92,715 -Civic Center810720281

297,928 - - - - - 140,006 12,823 55,172 4,299 - 13,019 - 72,608 -221 N Crescent Dr810720381

345,257 - - - - - 87,802 26,103 112,312 4,299 - 26,518 - 88,223 -333 N Crescent Dr810720481

165,282 - - - 153,666 - - 4,299 - - - 7,317 -9361 Dayton Way810720581

424,769 - - - 231,902 14,916 64,178 4,299 - 15,157 - 94,316 -216 S Beverly Dr810720681

901,462 - - - - - 352,359 22,226 95,627 4,299 - 22,561 - 404,390 -345 N Beverly Dr810720781

649,515 - - - - - 219,474 23,528 101,231 4,299 - 23,901 - 277,083 -438 N Beverly/Canon810720881

316,829 - - - 156,699 13,052 56,156 4,299 - 13,243 - 73,380 -9510 Brighton/Rodeo810720981

341,167 - - - 140,983 14,916 64,178 4,299 - 15,157 - 101,633 -440 N Camden810721081

197,390 - - - 48,426 14,916 64,178 4,299 - 15,157 - 50,413 -461 N Bedford810721181

169,168 - - - 20,204 14,916 64,178 4,299 - 15,157 - 50,413 -321 S La Cienega810721281

154,291 - - - - - 18,316 13,052 56,156 9,413 - 13,243 - 44,111 -Santa Monica 5810721381

3,685 - - - - - 2,046 - - 1,640 - - - - -Public Gardens Parking Facility810721481

100,364 - - - 11,267 9,185 39,519 - - 9,350 - 31,043 -9333 W 3rd Street810721681

- - - - - - - - - - - - - - -450 N Crescent Dr Garage810721781

Parking Enforcement

2,713,718 - - - 1 7 150,708 896,036 83,161 373,848 5,486 - 229,060 3,742 613,684 357,974Parking Enforcement010730101

Parking Meters

1,949,410 - - - - 33,896 1,621,666 20,420 87,857 - - 20,742 529 138,026 26,275Parking Meters810740181

City

ofBeverly

Hills

-FY2011/12

Adopted

Budget

60

BudgetSum

maries


TotalCIP

Mgmt.ProjectAdmin

UnemployInsurance

Comp.Absences

PublicWorksBldg.

GeneralAdmin.


Printing/Graphics

CableTVInfoTech


Transportation Planning & TrafficEngineering

366,092 - - 17,730 122,206 6,906 31,046 19,913 8,529 52,459 5,376 101,927 -Transportation Planning & TrafficEngineering010750101

- - - - - - - - - - - - - -Trolley/Senior Transit Prop A300750330

- - - - - - - - - - - - - -Senior Transit Prop C310750431

Street Maintenance

1,401,465 - 331 49,176 310,468 27,135 121,986 674 - 114,315 - 299,282 478,098Infrastructure Maintenance010760101

660,597 - - 31,289 187,493 17,265 77,615 - - 102,522 - 226,447 17,965Signals and Lights010760301

Fleet Services

1,554,341 - - 362 3,555 - 658,986 36,983 146,494 10,002 - 48,633 1,569 478,160 169,597Vehicle Maintenance490850149

Customer Service

434,595 - - 3,510 150 15,123 141,803 12,990 58,397 - - 10,898 - 191,723 -Transportation Permits010950101

800,143 - - - - 36,243 288,494 22,686 96,757 40,315 - 22,337 - 293,311 -General PW Customer Service480950548

Central Stores

94,392 - - - - 1,711 45,745 2,448 10,441 - - 2,393 - 31,652 -Automotive Inventory491000049

75,185 - - - - - 37,637 1,959 8,353 - - 1,915 - 25,322 -Fuel Inventory491000149

82,871 - - - - 1,711 65,877 2,448 10,441 - - 2,393 - - -Facilities Inventory081000208

61,620 - - - - 1,369 48,025 1,959 8,353 - - 1,915 - - -Water Inventory081000308

31,822 - - - - 684 25,025 979 4,177 - - 957 - - -General Inventory081000408

36,010,402 - - 8,158 20,387 851,997 17,858,511 853,862 3,572,566 396,980 40,794 1,617,565 289,198 6,562,106 3,938,278

61City

ofBeverly

Hills

-FY2011/12

Adopted

Budget

BudgetSum

maries


TotalCIP

Mgmt.ProjectAdmin

UnemployInsurance

Comp.Absences

PublicWorksBldg.

GeneralAdmin.


Printing/Graphics

CableTVInfoTech


40 - COMMUNITY SERVICES

Community Filming & Event Permits

196,430 - - - 66,826 3,959 10,589 16,060 - 5,437 2,251 91,309 -Community Filming and Event Permits010400101

Urban Forest - Tree Maintenance

213,683 - - - - - 82,402 5,156 13,790 16,532 4,264 10,200 1,757 59,457 20,123Urban Forest - Tree Maintenance010560101

Recreation & Parks

869,895 - - - 85,678 27,675 74,011 2,045 4,264 38,005 - 638,217 -Early Education010670101

897,979 10,268 - - 153,556 43,555 116,478 3,579 8,529 59,802 - 502,213 -Youth Programs010670201

726,553 - - 257 14,987 - 74,158 22,425 59,970 2,555 4,264 30,799 - 517,138 -Adult Programs010670301

214,222 - - - 3,545 - 62,888 4,755 12,716 9,878 4,264 6,524 - 109,653 -Senior Adult Programs010670401

386 - - 386 - - - - - - - - - - -Recreation and Parks Support Services010670501

160,815 - - - - - 47,012 3,475 9,292 11,867 4,264 4,779 - 80,126 -City-Wide Governance-CS010670601

646,263 - - - - - 103,144 9,151 24,472 213,402 72,493 12,567 - 211,033 -Community andCultural Events/Programs010670701

- - - - - - - - - - - - -Public/Fine Art Programs (Fund 18)180670818

237,111 - - - 43,514 4,927 13,177 61,344 12,793 16,136 - 85,221 -Farmers' Market010670901

428,028 - - - 5,137 - 150,669 7,274 19,454 52,154 - 25,586 - 167,754 -Recreation and Parks Administration010671001

Park Rangers

602,422 - - - 184,954 20,956 56,042 - - 78,690 - 241,635 20,144Park Rangers010680101

City

ofBeverly

Hills

-FY2011/12

Adopted

Budget

62

BudgetSum

maries


TotalCIP

Mgmt.ProjectAdmin

UnemployInsurance

Comp.Absences

PublicWorksBldg.

GeneralAdmin.


Printing/Graphics

CableTVInfoTech


Park Operations

1,649,189 - - - 12,250 - 466,842 32,504 86,926 2,153 - 185,179 331,677 374,793 156,865Park Maintenance Administration010691001

Library

113,310 - - 3,471 - - 24,226 2,844 7,605 5,691 - 3,894 - 65,579 -Library Literacy Services010770101

813,926 - - - - - 245,783 18,033 48,225 44,211 17,057 24,755 - 415,862 -Library Reference Services010770201

1,971,546 - - 8,609 - - 529,314 50,816 135,895 5,284 - 69,765 - 1,171,864 -Library Borrowers Services010770401

844,598 - - - - - 313,876 18,693 49,991 5,284 - 25,666 - 431,088 -Library Collection Services010770701

- - - - - - - - - - - - -Library Donations010770801

422,780 - - - 111,716 5,146 13,761 133,522 17,057 13,294 5,418 118,666 4,200Library Administration010770901

Community Services AdministrativeSupport

235,793 - - - - - 74,015 4,512 12,066 31,203 - 6,195 3,752 104,050 -Administrative Support010790401

68,369 - - - - - 16,459 829 2,216 11,559 17,057 1,138 - 19,111 -Resident Educational Programs (TeamBH)010790501

250,523 - - 2,459 - - 56,645 6,430 17,195 204 - 15,064 4,244 148,282 -Registration Services010790601

Human Services

10,179 - - - - - 6,873 92 246 718 - 126 - 2,123 -JPA010880201

183,263 - - - - - 57,146 3,462 9,259 20,271 8,529 4,754 - 79,843 -Community Outreach & Grant Funding010880301

11,757,263 - - 25,449 35,919 - 2,957,698 296,669 793,375 649,513 174,835 638,356 349,098 5,635,018 201,332

FD 47 - UNEMPLOYMENT INSURANCE

34,167 - - 34,167 - - - - - - - - - -Unempolyment Insuramce47

34,167 - - 34,167 - - - - - - - - - - -

63City

ofBeverly

Hills

-FY2011/12

Adopted

Budget

BudgetSum

maries


TotalCIP

Mgmt.ProjectAdmin

UnemployInsurance

Comp.Absences

PublicWorksBldg.

GeneralAdmin.


Printing/Graphics

CableTVInfoTech


CIP PROJECTS


65,166 65,166 - - - - - - - - - - - -Install Traffic Signals3506036706

- - - - - - - - - - - - - -Streetscape Demonstration3506040206

325,832 325,832 - - - - - - - - - - - -Street Light Replacement Project3506062906

161,851 108,610 53,241 - - - - - - - - - - -Improvements to City Gateways3506070106

- - - - - - - - - - - - - -Santa Monica Boulevard N. Corridor(Survey)3506088906

53,241 - 53,241 - - - - - - - - - - -Fire Station #2 Maintenance &Improvements3508058608

26,620 - 26,620 - - - - - - - - - - -Repaint City Buildings3508071308

26,620 - 26,620 - - - - - - - - - - -Miscellaneous Construction Projects3508082308

26,620 - 26,620 - - - - - - - - - - -Install New Roofing On City Buildings3508083308

199,652 - 199,652 - - - - - - - - - - -Library Facility Maintenance &Improvements3508083808

- - - - - - - - - - - - - -City Hall Master Project3508085108

- - - - - - - - - - - - - -Civic Center Plaza Improvements3508085208

- - - - - - - - - - - - - -331 Foothill Road Office Building3508088808

106,481 - 106,481 - - - - - - - - - - -Improvements to Public Works Yard &Facility3508089408

159,722 - 159,722 - - - - - - - - - - -9400 Santa Monica Development3508089808

- - - - - - - - - - - - - -Parcel 123508091808

- - - - - - - - - - - - - -Parcel 133508091908

66,551 - 66,551 - - - - - - - - - - -Civic Center Wayfinding Signage3508092008

- - - - - - - - - - - - - -Library Radio Frequency Identification(RFID)3508092108

- - - - - - - - - - - - - -Replace UPS Equipment3508092208

26,620 - 26,620 - - - - - - - - - - -Solar RFP3508092308

City

ofBeverly

Hills

-FY2011/12

Adopted

Budget

64

BudgetSum

maries


TotalCIP

Mgmt.ProjectAdmin

UnemployInsurance

Comp.Absences

PublicWorksBldg.

GeneralAdmin.


Printing/Graphics

CableTVInfoTech



43,444 43,444 - - - - - - - - - - - -Pavement Master Plan Update3512055412

106,481 - 106,481 - - - - - - - - - - -Greystone Park Improvements3516044216

26,620 - 26,620 - - - - - - - - - - -Tennis Courts & Site Enhancements3516048316

- - - - - - - - - - - - - -Playground Equipment Maintenance &Improvement4016090316

266,203 - 266,203 - - - - - - - - - - -Park Facilites Renovation - Roxbury Park4016091416

- - - - - - - - - - - - - -Computer Acquisition/Replacement3141032941

- - - - - - - - - - - - - -eGOV Initiative3141033441

- - - - - - - - - - - - - -Financial and Human Resources Software3141033641

- - - - - - - - - - - - - -Public Safety CAD/RMS System3141033941

- - - - - - - - - - - - - -Municipal Wi Fi Deployment3141034041

- - - - - - - - - - - - - -Municipal Area Network Phase 23141088341


- - - - - - - - - - - - - -Vehicle Replacement Program3549850249


325,832 325,832 - - - - - - - - - - - - -Replace Water Mains and Hydrants3580038780

- - - - - - - - - - - - - - -Replace Coldwater Cañon Reservoir3580057680

26,620 - 26,620 - - - - - - - - - - - -Irrigation Upgrades3580060280

- - - - - - - - - - - - - - -Water Treatment Plant Maintenance3580079580

434,442 434,442 - - - - - - - - - - - - -Reservoir Replacement and Repair3580079680

- - - - - - - - - - - - - - -Public Works Asset Management System3580089680

217,221 217,221 - - - - - - - - - - - - -Well Rehab and Groundwater Development3580091680

65City

ofBeverly

Hills

-FY2011/12

Adopted

Budget

BudgetSum

maries


TotalCIP

Mgmt.ProjectAdmin

UnemployInsurance

Comp.Absences

PublicWorksBldg.

GeneralAdmin.


Printing/Graphics

CableTVInfoTech


66,551 - 66,551 - - - - - - - - - - - -Crescent Garage3581089781

- - - - - - - - - - - - - - -Single Space Credit Card Parking Meters3581091181

66,551 - 66,551 - - - - - - - - -IT Building Infrastructure Maintenance3108092408

- - - - - - - - - - - - - - -Chamber of Commerce Purchase3581092681

26,620 - 26,620 - - - - - - - - - - - -Whole Foods Brick Façade3581092781


434,442 434,442 - - - - - - - - - - - - -Sewer System Repairs (15%) and MasterPlan Development (5%)3584006684

- - - - - - - - - - - - - - -Storm Drain & Compliance w/TMDL3585055385

3,503,225 2,172,210 1,331,015 - - - - - - - - - - - -

91,202,586 2,172,210 1,331,015 69,470 704,595 851,997 33,694,716 2,859,989 6,053,814 2,411,994 790,448 5,278,098 1,526,305 26,190,688 7,267,246Grand Total

51.8%0.0%0.0%44.0%87.7%32.8%40.9%71.7%48.9%47.6%32.9%69.4%65.5%65.8%57.2%Percent General Fund

48.2%100.0%100.0%56.0%12.3%67.2%59.1%28.3%51.1%52.4%67.1%30.6%34.5%34.2%42.8%Percent All Other Funds

City

ofBeverly

Hills

-FY2011/12

Adopted

Budget

66

BudgetSum

maries

FY 2011/12 Inter-Fund Transfers

CleanWater(85)

WasteWater(84)

SolidWaste(83)

ParkingFund (81)

WaterFund(80)

VehicleFund(49)

PAL Fund(48)

WorkersComp(46)

LiabilityFund(45)

EmployeeBenefits(44)

GraphicsFund(43)

Cable TV(42)

Info Tech(41)

Parks &Rec (16)

StateGasTax (12)

CapitalAsset(08)

Infras.Fund(06/56)

GeneralFund (01)Description

(6,000) 6,000Street Maintenance1

(400,000) 400,000Support of Tree Maintenance2

(1,500,000) 1,500,000Parking Meter Transition to Fd 813

3,400,000 (3,400,000)Infrastructure Transfer4

100,000 (100,000)Transfer to Fund 41 for CAD/RMS5

1,867,000 (1,867,000)Debt Service Payment6

60,000 (60,000)Street Sweeping7

600,000 (600,000)Loan to Stormwater Fund8

706,000 (706,000)Parking Fund Support9

(500,000) 500,000PAL Fund Transfer To General Fund10

(42,600) (26,800) (66,100) (39,500) (82,500) (41,000) (439,200) (4,300) (4,300) 1,891,900 (26,000) (13,000) (700) (50,500) (1,055,400)ARMP Debt Service11

617,400 (26,800) (726,100) (833,500) (82,500) (41,000) (939,200) (4,300) (4,300) 1,891,900 (26,000) (13,000) 99,300 (400,000) (6,000) (50,500) 5,267,000 (4,722,400)TOTAL

TransferTo:Transfer From:Amount

0101704 [General Fund, Non-Departmental]1205101 [Gas Tax Fund, CIP Mgmt & Inspection] 6,0001

0101704 [General Fund, Non-Departmental]1601704 [Parks & Rec Fund, Non-Departmental] 400,0002

0101704 [General Fund, Non-Departmental]8107401 [Parking Fund, Parking Meters] 1,500,0003

0601702 [Infrastructure Fund, Revenue Administration]0101704 [General Fund, Non-Departmental] 3,400,0004

31410339 [IT Fund, CAD/RMS]0101704 [General Fund, Non-Departmental] 100,0005

5609201 [1998 Lease Rev Bonds Fund]0101704 [General Fund, Non-Departmental] 1,867,0006

8501704 [Stormwater Fund, Non-Departmental]8301704 [Solid Waste Fund, Non-Departmental] 60,0007

8501704 [Stormwater Fund, Non-Departmental]8301704 [Solid Waste Fund, Non-Departmental] 600,0008

8101704 [Parking Fund, Non-Departmental]0101704 [General Fund, Non-Departmental] 706,0009

0101704 [General Fund, Non-Departmental]4801704 [PAL Fund, Non-Departmental] 500,00010

4401704 [Employee Benefits Fund, Non-Departmental][Various Funds] 1,891,90011

TOTAL 11,030,900

67City

ofBeverly

Hills

-FY2011/12

Adopted

Budget

BudgetSum

maries

Position Summary by Department

FY 2011/12FY 2010/11FY 2009/10

TotalHours

Part-TimePositions(FTE's)

Full-TimePositions


Full-TimePositions


Full-TimePositions

DEPARTMENT

35,720 - 19 - 20 - 21Policy &Management

01 -

9,400 - 5 1.00 4 - 5City Clerk07 -

87,965 3.79 43 4.0841.5 5.2344.5AdministrativeServices

11 -

355,143 6 186 7.00 187 7.00 192PoliceDepartment

17 -

167,320 4 87 4.00 87 4.00 87FireDepartment

20 -

75,200 - 40 - 41 - 46CommunityDevelopment

27 -

59,103 4.44 27 3.32 28 3.32 28InformationTechnology

31 -

487,050 65.1 194 65.10205.5 65.80211.5Public Works35 -

315,318 87.72 80 78.67 90 90.05 94CommunityServices

40 -

- - - - - - -Non-Departmental50 -

1,592,219 171.05 681 163.17 704 175.40 729Subtotal

852.05 867.17 904.40TOTALPOSITIONS


Budget Summaries

Tourisim Promotion

ADOPTEDBUDGETEDHISTORICAL

2011/122010/112009/102008/092007/08

Current Revenue

3,725,000 3,385,712 3,444,349 3,428,840 4,157,4172% TOT Revenue

450,000 - - - -Carryover from Prior Year

4,175,000 3,385,712 3,444,349 3,428,840 4,157,417Total Revenue

Current Expenditures

250,000 - - - -2014 Anniversary Fund

- - - - 96,95590210 Smoking Campaign

- 100,000 - - -9.02.10 Event/Taste of BH

320,000 100,000 - - -Annual Buffer/Reserve Account

10,000 20,000 - - -Brighton Way Association

10,000 80,000 - - -Canon Drive Association

200,000 186,800 200,000 - -City Administrative Costs

2,150,100 2,050,100 2,158,160 2,304,749 2,084,967Conference & Visitors Bureau

150,000 - - - -Contingency Programs

450,000 300,000 800,788 915,850 1,024,080Holiday Program

220,000Reallocation to Comm. Funding

- - - - 35,000Rotary Sponsorship

250,000 322,000 315,000 370,000 370,000Rodeo Drive Committee

10,000 20,000 - - -South Beverly Association

110,714 - - - -Unallocated TOT Revenue

4,130,814 3,178,900 3,473,948 3,590,599 3,611,002Total Expenditures


Budget Summaries

Community Funding

ADOPTEDBUDGETEDHISTORICAL

2011/122010/112009/102008/092007/08Expenditure

Education:

10,300,000 10,300,000 10,300,000 11,000,000 8,407,631School District

125,030 125,030 153,935 177,795 168,440Crossing Guards

10,000 (in-kind)10,000 (in-kind) - 13,900 13,345Education Foundation

10,310,000 10,464,365 10,453,935 11,191,695 8,589,416Total Education:

Economic Development:

330,000 338,000 400,000 464,673 426,772Chamber Economic Development

330,000 338,000 400,000 464,673 426,772Total Economic Development:

Community Social Services:

9,300 9,300 10,300 10,300 10,000All Saints Homeless Ministry

5,500 5,500 2,000 8,200 8,000Beverly Hills Active Adults

50,000 50,000 50,000 - -Beverly Hills CPR

20,000 - - - -Chiron, Inc.

- - 3,825 5,100 5,000Chrysalis

86,000 56,000 50,500 50,500 49,000Jewish Family Services

6,111 5,000 5,000 41,200 40,000L.A. Free Clinic

75,000 75,000 105,500 198,800 193,000Maple Counseling Center

- - 1,000 1,000 1,000NAACP Act So

- - 5,100 5,100 5,000New Directions

51,039 52,350 47,000 52,000 50,500P.A.T.H.

85,000 85,000 85,000 85,000 38,958Step Up on Second

- - - 3,100 3,000Theatre 40

75,000 75,000 72,000 72,000 70,000Westside Food Bank

- - - - 13,350Agencies not funded after FY 2007/08

Replacing CDBG Community

213,909 230,964 110,158 38,511 -Jewish Family Services

- - - 200,000 -Upward Bound House

- - 26,799 20,439 -Veterans in Community Service

676,859 644,114 574,182 791,250 486,808Total Comm. Social Services:

11,316,859 11,446,479 11,428,117 12,447,618 9,502,996Total Community Assistance


Budget Summaries


Budget Summaries


Budget Summaries


Five Year Forecast

Historical Perspective

Just four years ago the City of Beverly Hills’ revenues were increasing at the rate of 13%. The City’s revenue structure provided the City with record revenues with which to provide the highest level of services to its constituents and invest in multiple facilities that will serve the community for many years. However, in FY 2008/09 revenues dropped by 1.4% as the recession began to have impact on the City. As we know, the recession was global in nature, not localized or national as most recessions over the past fifty years have been. As the recession set in, we saw its effects in the closure of shops in the world’s premier retail locations of the Golden Triangle and Rodeo Drive. We also saw property values begin to decrease and some foreclosures. There were bank closures, failures and consolidations. Travelers world-wide cut back on their trips to Beverly Hills’ world class hotels and didn’t spend like they previously did in its premier shops and restaurants. The year over year decrease of the hotel tax revenue for FY 2008/09 was 17.5%. The same year sales tax revenue dropped by 13%. Property tax has been a very consistent revenue for cities in the years since passage of Proposition 13, largely because the acquisitional value assessment and limits on annual growth have buffered previous episodes of property value decline or stagnation. However, base valuations under the Prop 13 formula were decreased for the first time for FY 2010/11 assessment rolls.

To address the drop in revenue the City prudently made expenditure cuts to maintain a balance between revenues and expenditures. In FY 2009/10 the City cut over $18 million and 49 positions from the budget. Similarly, in the Spring of 2010, the City cut $9 million and 25 positions to bring in a balanced budget.

We are currently seeing the City’s economy revive, hotel stays and room rates are increasing , as are retail sales. Property values are still in flux yet there are some signs of their stabilizing. Business activity, though still down from its highs, has started to rebound.

On the following page are two charts. The first shows the revenues and expenditures for past four years as well as those in the FY 2011/12 Adopted Budget. This chart demonstrates that even in the very tough economic times that have recently visited, the City of Beverly Hills has maintained a surplus balance. The second chart represents the City’s revenue by major component over the past four years and the adopted revenue for FY 2011/12.


Five Year Forecast

Revenue and Expenditures FY 2007/08 through FY 2011/12

150,000,000

152,000,000

154,000,000

156,000,000

158,000,000

160,000,000

162,000,000

164,000,000

166,000,000

168,000,000

170,000,000

172,000,000

2007/08 2008/09 2009/10 2010/11 2011/12

Revenue Expenditure

General Fund Revenues

FY 2007/08 through FY 2011/12

15,000,000

20,000,000

25,000,000

30,000,000

35,000,000

40,000,000

45,000,000

50,000,000

FY 2007/08 Actual FY 2008/09 Actual FY 2009/10 Actual FY 2010/11 Projected FY 2011/12 Adopted

Property Tax Sales Tax Transient Occupancy Tax Business Tax Other Revenue


Five Year Forecast

FIVE YEAR FORECAST The five-year forecast of the General Fund revenues and expenditures provides a view of what the City’s financial situation might be at the end of the five year period given the set of parameters used (see parameters on third following page). This five year forecast indicates that if the revenues and expenditures performed as projected the City would face a budget deficit of $129,000 in FY 2012/13 and a deficit of $1.4 million in FY 2015/16. This forecast is significantly more positive than that which accompanied the FY 2011/12 Proposed Budget in May. This change is primarily due to greatly reduced projections for salary and benefit growth over the forecast period. These projections were lowered after discussions with the City’s labor relations staff and are consistent with the continued low inflation rate.

The major area of sensitivity that could negatively impact this forecast would be a double dip recession. Many economists are discussing the potential for such a scenario, but few are actually predicting this. An economic downturn would likely have significant negative impact on the City’s sales tax and hotel tax revenue as well as lesser impact on virtually all City revenues. Another area that has been a concern is retirement costs, as the investment market volatility over the past few years had caused the portfolio of the California Public Employees Retirement Systems (PERS) to lose significant value. These concerns have been mitigated somewhat with the annual returns of PERS producing 13% and 20% (preliminary) in the past two years. Such returns help offset the major losses experienced by the system in FY 2008/09.

Below is a graph depicting the separation of expenditures from revenues based on the forecast parameters.

GENERAL FUND

Revenues vs. Expenditures (in millions) FY 2010/11 – FY 2015/16

160.0

165.0

170.0

175.0

180.0

185.0

2010/11 2011/12 2012/13 2013/14 2014/15 2015/16

Revenues Expenditures


Five Year Forecast

2006/07 2007/08 2008/09 2009/10 2010/11Year-End Year-End Year-End Year-End Year-End

Revenues Actual Actual Actual Actual ProjectionProperty Tax 32,409,814 34,601,350 37,886,583 39,739,851 40,100,000 Sales Tax 25,886,148 27,378,604 23,777,904 19,671,342 21,700,000 Transient Occupancy Tax (TOT) 25,870,676 29,101,920 24,001,879 23,447,458 26,300,000 Business Tax 33,637,997 34,371,407 34,976,554 35,481,235 34,340,000 Other Taxes 1,659,659 1,382,260 597,703 524,456 859,000 Subventions and Grants 1,727,415 3,402,090 3,868,952 4,038,864 3,965,000 Licenses and Permits 12,226,052 12,122,383 11,425,387 9,591,105 12,250,000 Fines and Penalties 6,990,860 8,155,420 9,296,387 10,127,770 9,273,000 Use of Money and Property 6,868,097 7,310,347 6,093,413 5,266,227 4,925,500 Charges for Current Services 9,598,854 7,561,037 7,706,748 8,415,527 9,607,000 Transfer In 2,641,018 5,281 3,419,085 1,918,455 1,950,000 Internal Service Fund Receipts - - 910,097 1,891,025 369,600 Miscellaneous Revenues 1,443,971 4,339,362 798,980 972,111 725,400 Carryover Revenues 2,534,940 - 246,300 Use Budget Stabilization Funds

160,960,561 169,731,461 167,294,612 161,085,426 166,610,800 Expenditures

Policy & Management 43,289 859 28 12,557 11,000 City Clerk 1,206,366 Administrative Services 689,376 597,029 579,889 505,270 735,000 Police 45,414,322 50,991,484 51,383,816 47,403,786 47,870,000 Fire 29,342,150 28,464,014 30,758,619 28,321,066 28,317,600 Community Development 9,327,497 10,855,317 10,902,885 9,349,777 9,213,600 Information Technology 93,397 33,096 Public Works 11,268,903 12,951,886 13,954,965 13,093,311 12,510,500 Community Services 36,475,507 34,888,429 41,705,848 41,139,148 38,200,000 Citywide Expenses 6,285,334 2,645,135 2,516,437 2,475,105 6,468,400 Transfer Out 4,760,066 12,217,949 9,348,492 11,035,236 12,697,500 Tourism & Economic Development 3,676,449 4,106,266 4,458,423 3,800,477 3,050,000 Furlough/Early RetirementsRestore Replacement Charges 4,412,200 Carried Over to Next FY 2,234,800 2,170,000 Transfer to Budget Stabilization 500,000 500,000

Total 148,582,656 157,751,464 165,609,402 159,870,533 166,155,800

Surplus/(deficit) 12,377,905 11,979,997 1,685,210 1,214,893 455,000


Five Year Forecast

2010/11 2011/12 2012 / 2013 / 2014 / 2015 /Year-End Projected 2013 2014 2015 2016

Revenues Projection Budget Forecast Forecast Forecast ForecastProperty Tax 40,100,000 38,710,500 40,065,400 40,866,700 41,888,400 43,145,100 Sales Tax 21,700,000 22,130,000 22,572,600 23,024,100 23,599,700 24,425,700 Transient Occupancy Tax (TOT) 26,300,000 26,075,000 26,596,500 27,128,400 27,806,600 28,501,800 Business Tax 34,340,000 34,100,000 34,782,000 35,477,600 36,187,200 37,091,900 Other Taxes 859,000 832,000 848,600 865,600 887,200 904,900 Subventions and Grants 3,965,000 4,034,900 4,075,200 4,116,000 4,198,300 4,282,300 Licenses and Permits 12,250,000 11,577,600 11,924,900 12,163,400 12,467,500 12,779,200 Fines and Penalties 9,273,000 8,160,400 8,323,600 8,365,200 8,407,000 8,449,000 Use of Money and Property 4,925,500 5,905,000 5,786,900 5,786,900 6,018,400 6,259,100 Charges for Current Services 9,607,000 9,318,400 9,598,000 9,790,000 10,083,700 10,386,200 Transfer In 1,950,000 2,406,000 2,406,000 2,406,000 2,406,000 2,406,000 Internal Service Fund Receipts 369,600 - - - - Miscellaneous Revenues 725,400 875,200 892,700 910,600 933,400 966,100 Carryover Revenues 246,300 250,000 Use Budget Stabilization Funds - 500,000

166,610,800 164,875,000 167,872,400 170,900,500 174,883,400 179,597,300 Expenditures

Policy & Management 11,000 330,000 336,600 346,700 360,600 375,000 Administrative Services 735,000 823,000 841,300 857,200 879,500 893,700 Police 47,870,000 52,280,800 53,445,600 54,487,800 55,913,200 57,398,300 Fire 28,317,600 31,604,700 32,311,100 32,939,900 33,810,200 34,703,500 Community Development 9,213,600 9,983,600 10,204,700 10,400,200 10,675,000 10,957,000 Public Works 12,510,500 13,734,700 14,032,900 14,316,900 14,719,200 15,132,800 Community Services 38,200,000 40,351,100 41,203,300 42,152,200 43,477,900 44,847,500 Citywide Expenses 6,468,400 4,598,500 4,697,400 4,814,800 4,973,700 5,137,800 Transfer Out 12,697,500 7,128,400 7,128,400 7,128,400 7,128,400 7,342,300 Tourism & Economic Development 3,050,000 3,725,000 3,800,100 3,912,100 4,065,700 4,225,300 Furlough/Early RetirementsRestore Replacement Charges 4,412,200 Carried Over to Next FY 2,170,000 Transfer to Budget Stabilization 500,000 (320,000)

Total 166,155,800 164,239,800 168,001,400 171,356,200 176,003,400 181,013,200

Surplus/(deficit) 455,000 635,200 (129,000) (455,700) (1,120,000) (1,415,900)


Five Year Forecast

Description 2012/13 2013/14 2014/15 2015/16

Business Taxes 2.0% 2.0% 2.0% 2.5%Fines/Forfeitures 2.0% 0.5% 0.5% 0.5%Internal Service Receipts 0.0% 0.0% 0.0% 0.0%Licenses/Permits 3.0% 2.0% 2.5% 2.5%Other Taxes 2.0% 2.0% 2.5% 2.0%Misc. Revenue 0.0%Property Taxes 3.5% 2.0% 2.5% 3.0%Sales Tax 2.0% 2.0% 2.5% 3.5%Service Charges 3.0% 2.0% 3.0% 3.0%Subventions/Grants 1.0% 1.0% 2.0% 2.0%Transfers In 0.0% 0.0% 0.0% 0.0%Trans. Occupancy. Tax 2.0% 2.0% 2.5% 2.5%Use of Money/Property -2.0% 0.0% 4.0% 4.0%

Salaries & Benefits 2.3% 2.0% 2.6% 2.6%Materials/Supplies 2.0% 3.0% 4.0% 4.0%Contractual Services 2.0% 3.0% 4.0% 4.0%Internal Service Funds 2.1% 1.7% 2.6% 2.6%Capital Outlay 1.0% 2.0% 2.5% 3.0%Transfer Out 0.0% 0.0% 0.0% 0.0%

CITY OF BEVERLY HILLS FINANCIAL FORECAST PARAMETERS

GENERAL FUND


Five Year Forecast


Five Year Forecast


Policy and Management

Department Summary

Department Organization Chart


Economic

Sustainability

Emergency

Management

Communications

and Marketing

Capital Assets

and Housing

City Council and

Administrative

Support

Citywide

Governance (Health & Safety Comm.)

Intergovernmental

Relations

Community

and Employee

Preparedness

Disaster Response

and Recovery

Tourism

and Marketing



Department Summary

Department Mission

Policy and Management provides overall direction and support to eight City departmentsfor the implementation of City Council policy. Through strong leadership, strategic visionand professional management, the Department ensures that City initiatives and operationsare cost efficient and effective. The Department sets the highest standard for thedevelopment, coordination, and implementation of municipal programs to meet the shortand long-term needs of the community.

Changes from Prior Year

The City Council Installation Program has decreased by $20,000 due to the absenceof a municipal election in Spring 2012.The Communications Program has been renamed Communications and Marketing tomore appropriately capture marketing activities and support of the City's marketingpartners.Due to staff vacancy and the PARS early retirement option, the positions of PublicRelations Manager and Director of Economic Development and Marketing wereeliminated and the programs were reorganized and job duties consolidated into thenew position of Marketing and Economic Sustainability Manager.The Tourism and Marketing Program (and Holiday Program) budget is projected toincrease by 10% over the adopted FY 2010/11 budget, due to an overall increase inthe Transient Occupancy Tax revenue.Capital Outlay for Policy and Management increased by 233.68% (from $9,500 to$31,700) based on the established equipment replacement schedule for the department,which contains emergency management items for all city staff to be replaced duringthe fiscal year.The subprogram Intergovernmental Relations was collapsed into the City Council andAdministrative Support master program. The subprogram City Store Merchandise wascollapsed into the Economic Sustainability master program. The subprograms InternalCommunications, Community Outreach and Media Relations were collapsed into theCommunications and Marketing master program.The Community Development Block Grant (CDBG) Program was moved to theCommunity Services Department, Human Services Division, to more appropriatelyalign the program with other programs provided by Human Services.



Department Summary

Department Personnel

FY 2011/12Hours

FY 2011/12Budget

FY 2010/11Budget

FY 2009/10Budget

Full Time Positions

35,720.00*19.0020.0021.00Total Full Time Positions

FY 2011/12Hours

FY 2011/12Budget

FY 2010/11Budget

FY 2009/10Budget

Part Time Positions

0.000.000.000.00Total Part Time Positions

*The 19.00 full time positions include the City Council Members and City Treasurer andthey are reflected in the total hours for FY 2011/12. However, only hours for the 13department staff positions are allocated to the work programs.

Department Budget

PercentChange

FY 2011/12Adopted

FY 2010/11Adopted

FY 2009/10ActualRevenue by Category

-89.54%30,000286,700135,658Intergovernmental Revenues

0.00%15,00015,00028,094Use of Money & Property

-0.21%6,540,4006,554,1006,624,232Internal Service Fund Receipts

0.00%2,5002,5004,105Miscellaneous Revenues

-3.94%6,587,9006,858,3006,792,089Total Revenues



Department Summary

Department Budget

PercentChange

FY 2011/12Adopted

FY 2010/11Adopted

FY 2009/10ActualExpenditure by Category

-7.04%2,390,3002,571,4002,853,354Salaries & Benefits

0.00%42,60042,60034,398Materials & Supplies

-29.25%770,0001,088,400796,809Contractual Services

*233.68%31,7009,5009,131Capital Outlay

**2.11%3,225,0003,158,5003,088,979Internal Service Fund Charges

-11.91%28,10031,9001,560Other Charges

-6.01%6,487,7006,902,3006,784,231Total Expenses

*Capital Outlay for Policy andManagement increased by 233.68% (from $9,500 to $31,700)based on the established equipment replacement schedule for the department, whichcontains emergency management items to be replaced during the fiscal year.

**Internal Service Fund Charges increase due to accruals for future year equipmentreplacements.

Abbreviations denoting the source(s) of City policy and priority are designated at the endof each work plan. Below is the legend for these work plan sources:

CP = City Council PriorityDI = Department InitiativeEcS = Economic SustainabilityEnS = Environmental SustainabilityGP = General PlanSP = Strategic Plan




DescriptionProvides support for the City Council and the operation of the City. Responsibilities of theCity Council include enacting local legislation, approving City programs, adopting the City'sbudgets, and establishing the City's legislative agenda. City Council and AdministrativeSupport also encompasses the subprogramCitywideGovernance, which, in this department,provides support to the City Council (including staff support for Council Committees) andthe Health and Safety Commission.

Program GoalTo implement the policy direction of the City Council by ensuring their goals and objectivesare achieved in a timely manner;

To oversee the management of the organization by facilitating efficient, effective andmission-driven day-to-day operations of City departments;

To develop and coordinate strategies, goals and objectives to guide the organization forthe next five years and beyond;

To implement the City Council's legislative agenda by managing the City's Federal andState legislative efforts;

To coordinate the annual City Council Priority Setting Exercise for selection of citywideinitiatives;

To lead the City's development of policy recommendations by providing leadership tomulti-departmental efforts on high priority projects such as organizational development,legislative advocacy, and regional collaborations;

To facilitate responses to citizen inquiries in a timely fashion;

To advocate prudent fiscal planning by developing and implementing City-wide anddepartmental operating and capital improvement budgets; and

To support a seven-member Health and Safety Commission mandated by the City Councilto strive to maintain and enhance the health and safety of the community.




Staff HoursOngoing Tasks

1,649Assist the City Council with formulating policy by conducting researchand coordinating the legislative process.

210Encourage intergovernmental communication through collaborationwith the Westside Cities Council of Governments and League ofCalifornia Cities.

260Promote the City's legislative agenda by managing the City's Federaland State legislative efforts and supervising lobbying firms contractedby the City.

150Promote the City's best interests by participating in outreach andcommunication with local and regional public agencies.

260Secure grant funds for transportation, homeland security, and otherCity Council priorities by coordinating the City's interdepartmentalefforts.

230Foster efficiency by monitoring organizational development and stafftraining programs and examine the feasibility of implementingalternative work schedules.

200Collaborate with human resources, department heads and across-section of employees to expand and communicate establishedprocesses that are consistent and equitable.

890Advocate prudent fiscal planning through the development andimplementation of City-wide and departmental operating and capitalimprovement budgets.

1,000Cultivate organizational leadership by facilitating, coordinating,monitoring and overseeing departmental operations andmulti-departmental projects.

928Facilitate responses to citizen inquiries, manage department's AskBev cases, and coordinate citywide efforts to examine new andcollaborative ways to solicit customer feedback.

2,000Advance efficiency and effectiveness in customer service throughday-to-day administrative support to the City Council, Policy andManagement staff, and the general public.





303Support the seven-member Health and Safety Commission and itsmission and work plans, coordinate meetings such as making roomreservations, preparation and distribution of packet, scheduling andposting of meetings, writing and posting synopsis and minute, andother administrative duties to support the Commission.

300Provide a staff liaison to the Health and Safety Commission tocoordinate and support the work plan, priorities, goals and otherrelated projects and to work with department liaisons to ensure amulti-departmental approach.

75Oversee the effective management of citywide projects byadministering and maintainingDaptiv, the City's project managementsolution.

80Review of City contracts (less than $50,000) for form, best practices,and coordination.

194Special projects

8,729Subtotal

Staff HoursWork Plan

Vision Statement #1: Beverly Hills offers the highest quality of life achievable andmaintains a unique and friendly character for residents, visitors, and neighbors.

500Complete City Strategic Plan initiated during FY 2010/11including the creation of an interdepartmental team to studycitywide reorganization opportunities and developrecommendations for the City's Executive Team. (CP, SP)

4800101

80Administer an employee satisfaction survey to enhancecommunications, create accountability and develop anenjoyable workplace. (SP)

4800101





Vision Statement #3: Beverly Hills is known throughout the region, state, and nation asa leading edge, innovative community in its government, business, and technologyprograms.

80Identify critical functions and roles within the department andcreate desk manuals to capture institutional knowledge. (SP)

4800101

50Provide support and coordination to departments for identifyingcore City processes and create flow charts to document andexplain these processes. (SP)

4800101

Vision Statement #4: Beverly Hills is committed to being the safest city in America.

225The Health and Safety Commission will continue to work withthe Police Department to implement a new NeighborhoodWatch Program. (DI)

4800104

300The Health and Safety Commission will support a CommunityEmergencyManagement Stakeholder Summit whichwill includeleaders from the business, government, non-profit,faith/community based, volunteer organizations, and medicaland school communities. (SP, DI)

4800104

1,235Subtotal

11,280Elected Officials

21,244Total Hours




FY 2011/12Hours

FY 2011/12Budget

Full Time Positions

4700.25Director of Emergency Management

1,8801.00City Manager

4700.25Deputy City Manager - Public Affairs

3760.20Deputy City Manager - Capital Assets and Housing

9400.50Assistant City Manager

1880.10Marketing & Economic Sustainability Manager

2,5381.35Executive Assistant I

5640.30Office Assistant III

1,1280.60Senior Management Analyst

1,4100.75Office Manager

9,4005.00Councilmember

1,8801.00City Treasurer

21,24411.30Total Full Time Positions

FY 2011/12Hours

FY 2011/12Budget

Total Staffing

21,24411.30Total Number of Employees




Goal2011/12

Projected2010/11

Actual2009/10

Performance Measures

211Legislative visits to WashingtonD.C. and Sacramento

4800101

211Legislative initiatives launchedwithin a legislative session

4800101

$1.5M$1.0M$820,699Citywide dollar value of grantfunds secured throughinterdepartmental coordination

4800101

2,8002,7002,164Citizen inquiries resolved4800101

908881City Council committeemeetingsfacilitated

4800101

100%N/AN/ACitywide contracts (less than$50,000) returned todepartments in 4 days or less

4800101

111115Health and Safety Commissionmeetings held

4800104




PercentChange

FY 2011/12Adopted

FY 2010/11Adopted

FY 2009/10Actual

Program Budget

Revenue by Category

--000Total Revenues

Expenditure by Category



-11.95%368,400418,400433,410Contractual Services

0.00%15,80015,800772Other Charges

-3.77%1,760,4001,829,3001,858,713Total Expenses

PercentChange

FY 2011/12Adopted

FY 2010/11Adopted

FY 2009/10Actual

Expenditure by Subprogram

6.00%1,636,5001,543,8001,595,2894800101 - City Council &Administrative Support

-50.00%20,00040,00025,9594800101E007 - CouncilInstallation

*-100.00%0155,000148,3434800102 - IntergovernmentalRelations

14.81%103,90090,50089,1224800104 - Citywide Governance- Policy and Management

-3.77%1,760,4001,829,3001,858,713Total Expenses

*The Intergovernmental Relations subprogram was collapsed into the City Council andAdministrative Support master program.




DescriptionManage and provide a broad range of program initiatives aimed at sustaining Beverly Hillsas a premier destination for visitors and a prime location for business.

Program GoalTo sustain and grow Beverly Hills as a premier destination for tourists and a prime locationfor business through a variety of business outreach, retention and branding programs andthrough the implementation of program priorities as outlined in the five-year EconomicSustainability Plan.


400Participate in economic sustainability initiatives and maintainmomentum of Economic Sustainability Plan efforts.

250Work with partner agencies to design and implement businessattraction and retention strategies.

500Manage City Licensing Program and contract with Licensing Agent,to provide coordination and direction on all licensing requests andissues, potential merchandise deals and potential infringements, toensure the City's trademark is marketed and protected. Develop andmanage other trademark development such as 90210, Smart Cityetc.

450Oversee development and implementation of City's brandedmerchandise program through existing channels such as on-line Citystore Shopbh.com and through new initiatives.

500Develop and disseminate a variety of economic summary and otherbase economic data to provide business community and public withinformation about the City.

300Provide liaison and support to Beverly Hills Sister City Program.

210Manage the program budget; monitor revenues and expenditures.

2,610Subtotal





Vision Statement #5: Beverly Hills is known internationally for its alluring and distinctivehotels, retail stores, restaurants, and entertainment and headquarter businesses.

450In coordination with the business community, develop a planto promote and establish nightlife uses in the City's businesstriangle. (CP, EcS, SP)

4801101

350As part of the Economic Sustainability Plan implementation,develop a mechanism for the City to track how well thecompletion of high priority projects affects the City's primary

4801101

revenue streams; and utilize GIS map analytics to assessbusiness, retail, arts, and entertainment synergies and identifygaps. (EcS, SP)

250Examine feasibility of creating a program for commercialproperty owners that works to attract targeted, high-value,diverse businesses to their locations. (SP)

4801101

100Coordinate with the Finance Division to evaluate whetherfinancial incentives for business attraction are feasible and toalign business attraction strategy with the City's tax structure.(SP)

4801101

1,150Subtotal

3,760Total Staff Hours

FY 2011/12Hours

FY 2011/12Budget

Full Time Positions

4700.25Deputy City Manager - Public Affairs

3760.20Deputy City Manager - Capital Assets and Housing


1880.10Community Outreach Manager

7520.40Marketing & Economic Sustainability Manager

4700.25Executive Assistant I




FY 2011/12Hours

FY 2011/12Budget

Full Time Positions


3760.20Senior Management Analyst

1880.10Office Manager


FY 2011/12Hours

FY 2011/12Budget

Total Staffing


Goal2011/12

Projected2010/11

Actual2009/10

Performance Measures*

201523Business Outreach MeetingsHeld

4801101

*Additional performance measures will be developed during FY 2011/12 as part of theEconomic Sustainability Plan implementation.

PercentChange

FY 2011/12Adopted

FY 2010/11Adopted

FY 2009/10Actual

Program Budget

Revenue by Category

0.00%15,00015,00028,094Use of Money & Property


0.00%17,50017,50032,199Total Revenues




PercentChange

FY 2011/12Adopted

FY 2010/11Adopted

FY 2009/10Actual

Program Budget


-4.30%351,500367,300416,862Salaries & Benefits


0.00%93,00093,00078,984Contractual Services

0.00%5,2005,200256Other Charges

-3.37%452,900468,700498,175Total Expenses

PercentChange

FY 2011/12Adopted

FY 2010/11Adopted

FY 2009/10Actual


-3.37%452,900468,700488,6544801101 - EconomicSustainability

*--009,5214801102 - City StoreMerchandise

-3.37%452,900468,700498,175Total Expenses

*The subprogram City Store Merchandise was collapsed into the Economic Sustainabilitymaster program.




DescriptionThe Office of Emergency Management, in coordination and collaboration with all Citydepartments, strengthens the City's ability to prepare for, mitigate against, respond to, andrecover from an emergency or disaster.

Program GoalTo strengthen the employees', residents', and business community's ability to prepare for,mitigate against, respond to, and recover from an emergency or disaster;

To promote and encourage life safety, mitigation, and emergency preparedness in thecommunity and to all employees; and

To strengthen City departments' ability to respond to and recover from an emergency ordisaster, including conducting training and exercises, maintaining systems, supplies andother logistical items, and coordinating with external agencies and organizations.


205Ensure life safety and security of all City facilities by maintaining anddeveloping Employee Emergency Response Teams (EERT) andholding facility drills.

120Increase employee awareness and preparedness by writing articlesin the employee newsletter, providing pamphlets, through posters anddepartment trainings by the Employee Emergency Response Teams(EERT's), new employee disaster packets, and the annual employeepreparedness pledge drive.

95Make our community stronger and better prepared to be self sufficientafter a disaster by strengthening and coordinating all City Volunteergroups: CERT, DCS, MRC, and VIPS.

305Strive to maintain and improve public/community awareness byproviding health, safety and disaster preparedness information to thebusiness and residential community via telephone, speakingengagements, press releases, AM radio, cable TV, and posters inparking structures and Recreation and Parks centers, Health andSafety Week and other outreach programs.

150Test the Emergency Operations Plan through a variety of tasks,activities and exercises.





55Meet all federal and state requirements by incorporating the NationalResponse Plan and the National Incident Management System intoCity planning, training, response, and recovery.

797Strengthen the City's ability to respond and recover from anemergency or disaster by maintaining the EOC and its components;developing, implementing and facilitating trainings, drills, andexercises.

150Keep current all disaster-related manuals, lists, rosters, checklists,supplies, and containers.

500Interface and plan with all levels, including, but not limited to,departments of the Federal, State, County, and surrounding Citygovernments, Beverly Hills Unified School District, Maple CounselingCenter, utility companies, relief agencies such as the American RedCross, Community Groups and local businesses.

215Increase all departments' ability to prepare, mitigate, respond andrecover by assisting and supporting departments on special projectsand work plan items.

2,592Subtotal



320Hold a Community EmergencyManagement StakeholderSummit which will include leaders from the business,government, non-profits, faith/community based, medicaland school communities. (SP, DI)

4804101

100Seek final approval by the City Council and Cal/EMA ofthe Emergency Operations Plan and distribute asappropriate. Make appropriate changes as necessary.(DI)

4804101





466Develop and implement a multi-department training program.(SP)

4804101

886Subtotal


FY 2011/12Hours

FY 2011/12Budget

Full Time Positions

1,4100.75Director of Emergency Management


940.05Community Outreach Manager





940.05Public Information Manager


FY 2011/12Hours

FY 2011/12Budget

Total Staffing





Goal2011/12

Projected2010/11

Actual2009/10


141414Manuals and plans written or keptupdated

4804101

116106105Employees maintained asEmployee Emergency ResponseTeam members (EERT)

4804102

786060External preparednessmeetings,speaking engagements, andclasses attended by EmergencyManagement staff

4804101

989595Drills, training, exercises anddisaster committeemeetings held

4804101

353558Speaking engagements,preparedness and safetypresentations, disaster

4804102

preparedness campaigns, exposand outreach to employees andthe community

101010City Facility Life Safety drills andtrainings held

4804102




PercentChange

FY 2011/12Adopted

FY 2010/11Adopted

FY 2009/10Actual

Program Budget

Revenue by Category

0.00%30,00030,0000Intergovernmental Revenues

0.00%30,00030,0000Total Revenues


*19.66%305,500255,300248,368Salaries & Benefits



0.00%2,5002,500120Other Charges

12.27%354,000315,300292,687Total Expenses

PercentChange

FY 2011/12Adopted

FY 2010/11Adopted

FY 2009/10Actual


**-100.00%012,00012,5570104101F011 - CalEMA HazardMitigation Grant

12.63%169,400150,400146,9094804101 - Disaster Response &Recovery

20.73%184,600152,900133,2214804102 - Community &Employee Prep

12.27%354,000315,300292,687Total Expenses

*Additional staff time was allocated to the Emergency Management Program and theequivalent amount of time was removed from the City Council and Administrative SupportProgram.

**The CalEMA Hazard Mitigation Grant funding was fully expended in FY 2010/11.




DescriptionImplement the City's Strategic Communications Plan. The Plan's objectives are to: a)increase community knowledge of City programs and services; b) enhance relationshipswith local, regional and national media outlets; and, c) ensure employees understand thegoals established by City management so their actions help achieve success. Plan andadminister a comprehensive and coordinated marketing and special events program aimedat enhancing the City's reputation as one of the nation's top cities to visit and conductbusiness in.

Program GoalTo engage the public and key decision-makers regarding City's initiatives, particularly onissues highly significant to the community;

To develop and implement strategies for effective internal and external communications;

To manage relationships with key media outlets and publications in an effort to enhancenews coverage of the City and the visibility of key City programs and services;

To provide key internal communication programs to City employees and enhanceemployees' knowledge of City initiatives;

To design and implement strategies to strengthen themarketing-related initiatives sponsoredby the City and its community-based partner organizations including the Chamber ofCommerce and Conference and Visitors Bureau, among others; and

To manage ongoing platform of special events.


500Establish positive relationships with key community leaders throughtargeted initiatives, events and community forums.

1,250Enhance news coverage of the City by promoting positive workingrelationships with the media, including local, trade, regional andnational reporters and editors.

425Maintain and enhance the City's website, with new content, eGovapplications and social media.

450Produce a City newsletter to promote City programs to all residentsand businesses on a regular basis.





300Maintain the City's brand prominence through proactive promotionof City branded products.

400Generate visibility of the City by developing media pitches and keymessage platforms for high-profile City projects, issues and programs.

300Foster employee awareness of City management goals bymaintaininginternal communications tools such as The Bevy, employeenewsletter, and others.

470Enhance community awareness of City programs by managing keyspecial events such as installations, naming ceremonies, etc.

50During election periods, coordinate City Council candidate orientationand other City-sponsored forums.

400Manage City's contract with Beverly Hills Conference and VisitorsBureau for development and implementation of comprehensivetourism development and visitor marketing programs to maintain andgrow Beverly Hills as a prime destination for visitors.

300Manage City's contract with the Beverly Hills Chamber of Commercefor business development and outreach programs; business retentionand attraction services; and, business relations and economicdevelopment.

260Manage sponsorship contract with the Rodeo Drive Committee forspecial event and marketing programs such asWalk of Style,Concours d'Elegance - Father's Day Car Show, and Fashion's NightOut.

225Act as Liaison to other business associations and merchants groupssuch as Rodeo Drive, South Beverly, Canon Drive, Brighton Way,among others.

200Manage City's Holiday Lighting Program to provide comprehensivedécor, lighting ceremony and other events designed to promote theCity as a destination for shopping and dining during the holidayseason.

5,530Subtotal






80Through coordination with City departments, initiate a residentand business satisfaction survey. (EcS, SP)

4808302

Vision Statement #2: Beverly Hills is a world-class community, offering an extraordinaryenvironment, activities, and events.

200Develop a strategy with partner agencies for initiating newcitywide special events. (SP, EcS)

4808303


150Establish a new social media program utilizing recentadvancements and technological opportunities to promote theCity's programs and key messages.

4808302


150Continue the effort to explore the use of branded affinity cardsand Beverly Hills Awards programs focused on lifestyle andother categories. (CP, EcS)

4808303

580Subtotal


FY 2011/12Hours

FY 2011/12Budget

Full Time Positions


*9400.50Deputy City Manager - Public Affairs

*9400.50Marketing & Economic Sustainability Manager

*Hours for Deputy City Manager andMarketing & Economic Sustainability Manager allocatedhere, but charged to Tourism & Marketing Program.




FY 2011/12Hours

FY 2011/12Budget

Full Time Positions

1,5980.85Community Outreach Manager

2820.15Executive Assistant



1,7860.95Public Information Manager


FY 2011/12Hours

FY 2011/12Budget

Total Staffing


Goal2011/12

Projected2010/11

Actual2009/10


160150112Meetings with reporters andeditors

4808302

108N/ANumber of outreach eventsdeveloped or attended

4808303

54N/AEmployee communicationsplatforms developed

4808302

20015073News stories resulting from storypitching and media briefings

4808302

44N/ACity newsletters produced4808303

2520N/ANew Bevy/Website/social mediainitiatives launched

4808303




PercentChange

FY 2011/12Adopted

FY 2010/11Adopted

FY 2009/10Actual

Program Budget

Revenue by Category

0.00%000Total Revenues


*-34.26%377,400574,100548,141Salaries & Benefits



-45.24%4,6008,400411Other Charges

-23.45%654,500855,000638,059Total Expenses

PercentChange

FY 2011/12Adopted

FY 2010/11Adopted

FY 2009/10Actual


--291,300004808302 - Communications

--363,200004808303 - Marketing

**-100.00%0269,200213,5804808302 - InternalCommunications

**-100.00%0376,600203,8604808303 - Community Outreach

**-100.00%0209,200220,6194808304 - Media Relations

-23.45%654,500855,000638,059Total Expenses

*Salaries and benefits for the Communications and Marketing Program decreased due toa portion of time from the Deputy City Manager andMarketing and Economic SustainabilityManager positions being allocated directly to the Tourism and Marketing Program. Thiswas done to cover the cost of administering the Program, which is funded by the 2% TOTallocation.

**The subprograms Internal Communications, Community Outreach and Media Relationswere collapsed into the Communications and Marketing master program.




DescriptionThe Capital Assets component of the Program consists of the implementation of City assetenhancement projects and coordination of schedule and budget compliance for the City's5-year Capital Improvement Program (CIP).

The Housing component consists of the administration of a strategic plan to create housingaffordable to the City's workforce, fixed-income senior, and other qualified residents asdefined by the State. The Program supports advocacy of broadened State housingregulations to encourage the creation of more housing.

Program GoalTo leverage City-owned assets for economic development opportunities includingassessment of potential investments in underdeveloped areas of the City;

To ensure the efficient and cost effective completion of the City's capital projects;

To provide coordination among the related components of the CIP between Departmentsand between Funds;

To increase the number of housing units eligible to be credited toward the City'sState-defined housing targets and implement the Housing Element goals for the creationof affordable housing.

During the prior two years, the Program Goals included the effective administration ofprograms that provide minor home repairs, home security and mobility improvements forlow to moderate income households and programs that facilitate independent living forseniors, as funded by the Community Development Block Grant. This aspect of the programis being transferred to the Community Services Department in order to better align withthe Department's Human Services function and streamline the allocation of CommunityAssistance grant funding.


160Coordinate andmaintain, on schedule and budget, City-owned assetenhancement projects.

120Coordinate implementation of adopted Capital Improvement Program(CIP) projects.

150Special Projects and Training.

50Collaborate with Community Development on major privatedevelopment projects.





20Actively monitor and provide status reports on major privatedevelopment projects in the City (Hilton, Rob/May, William Morris,etc.).

50Monitor future City Asset Enhancement Opportunities currently "onhold" and evaluate opportunities presented: 336 Foothill Development;9268 Third Street Development; West Hollywood Service Yard.

50Seek opportunities to provide additional qualified housing units to theCity's total supply.

38Coordinate with regional andWestside Cities counterparts on housinginitiatives and joint venture opportunities.

638Subtotal



30Coordinate with Public Works on oversight of 455 CrescentGarage. (CP)

0901103

100Pursue completion of the acquisition of the Parcel 13 medianto implement Gateway improvements at that location. (CP)

0901103


70Staff coordination on issues related to the AnnenbergPerforming Arts Center during development and construction.(CP)

0901103


70Coordinate the development and adoption of the FY 2012/13CIP Budget. (DI)

0901103






150Conduct a feasibility study to identify revitalization opportunitiesin southeast Beverly Hills. (CP)

0901103

70Coordinate development of 9400 Santa Monica with ProjectAdministration and Property Management Divisions (CP).

0901103

490Subtotal


FY 2011/12Hours

FY 2011/12Budget

Full Time Positions

*1,1280.60Deputy City Manager - Capital Assets and Housing


FY 2011/12Hours

FY 2011/12Budget

Total Staffing


*Hours for the Deputy City Manager are allocated here, but charged to Capital ImprovementProgram Management.




Goal2011/12

Projected2010/11

Actual2009/10


$500k$500kN/AAmount of money committedtoward housing

0901103

88N/ANumber of CIP projects directedas client

0901103

1515N/ANumber of CIP projectscoordinated

0901103

100%N/AN/ACIP projects completed onbudget

0901103

100%N/AN/ACIP projects completed onschedule

0901103

PercentChange

FY 2011/12Adopted

FY 2010/11Adopted

FY 2009/10Actual

Program Budget

Revenue by Category

-100.00%0256,700135,658Intergovernmental Revenues

-100.00%0256,700135,658Total Revenues


--00231,008Salaries & Benefits

--0042Materials & Supplies


*-96.54%9,200266,000398,487Total Expenses

*Community Development Block Grant (CDBG) program was moved to the CommunityServices Department - Human Services Division to more appropriately align the programwith other programs provided by Human Services.




PercentChange

FY 2011/12Adopted

FY 2010/11Adopted

FY 2009/10Actual


0.00%9,2009,200234,8070901103 - Housing

-100.00%0192,60099,3521004201 - CDBG HandyworkerProgram

-100.00%038,50038,4901004202 - CDBGSenior Services

-100.00%025,70025,8381004203 – CDBG ProgramAdministration

*-96.54%9,200266,000398,487Total Expenses

*Community Development Block Grant (CDBG) program was moved to the CommunityServices Department - Human Services Division to more appropriately align the programwith other programs provided by Human Services.




DescriptionEquipment replacement refers to the acquisition of furniture, fixtures, machinery, equipment,and other relatively minor general fixed assets. Generally, an item that has an estimatedlife of two years or more, and a unit cost of $1,000 to $2,500 or more, should be classifiedunder an appropriate capital outlay account.

Program GoalEffectively and efficiently account for all replacement of equipment.

PercentChange

FY 2011/12Adopted

FY 2010/11Adopted

FY 2009/10Actual

Program Budget

Revenue by Category



233.68%31,7009,5009,131Capital Outlay

*233.68%31,7009,5009,131Total Expenses

PercentChange

FY 2011/12Adopted

FY 2010/11Adopted

FY 2009/10Actual


233.68%31,7009,5009,1314009901 - EquipmentReplacement Program(Department 01)

*233.68%31,7009,5009,131Total Expenses

*Capital Outlay increase based on established equipment replacement schedule fordepartment.




City Attorney

Department Summary


City Attorney

Code Enforcement &

City Prosecutor

Litigation

General Services


City Attorney

Department Summary

Department Mission

The mission of the City Attorney's Office is to provide high quality legal services for theCity Council, City officials, departments, boards and commissions in the conduct of Citybusiness; to represent the City before judicial and administrative proceedings; and toprosecute Municipal Code violations occurring in the City.

Changes From Prior Year

A 21.87% decrease in ‘Materials and Supplies’ is a result of funds being reallocatedto other program areas.For non-General Fund programs, the Equipment Replacement Fund – Fund 40 isaccruing for the full cost of replacement of office and field equipment for FY 2011/12and FY 2012/13 and an accrual cost for equipment needing replacement beyond FY2012/13.

Department personnel

FY 2011/12Hours

FY 2011/12Budget

FY 2010/11Budget

FY 2009/10Budget

Full Time Positions

0.00*0.00*0.00*0.00*Total Full Time Positions

FY 2011/12Hours

FY 2011/12Budget

FY 2010/11Budget

FY 2009/10Budget

Part Time Positions

0.00*0.00*0.00*0.00*Total Part Time Positions

*Employees of contracted legal firms staff the City Attorney’s Office.


City Attorney

Department Summary

Department Budget

PercentChange

FY 2011/12Adopted

FY 2010/11Adopted


12.97%2,766,2002,448,5002,499,489Internal Service Fund Receipts

12.97%2,766,2002,448,5002,499,489Total Revenues

PercentChange

FY 2011/12Adopted

FY 2010/11Adopted


*-21.87%17,50022,40012,516Materials and Supplies

**7.25%2,455,8002,289,7001,831,418Contractual Services

1.15%123,100121,70095,885Internal Service Fund Charges

0.00%13,20013,200644Other Charges

6.64%2,609,6002,447,0001,940,463Total Expenses

*A 21.87% decrease in ‘Materials and Supplies’ is a result of funds being reallocated toother program areas.

**A 7.25% increase in 'Contractual Services' is a result of funds being reallocated from'Materials and Supplies' and also additional funds added to legal fees and code enforcementdue to increased legal activity.


City Attorney


DescriptionThe City Attorney's office provides legal support and advice to the City Council, City officialsand City departments. In addition, the office provides legal representation in all civil litigationmatters in which the City is a party. The City Prosecutor enforces the laws of the BeverlyHills Municipal Code through the prosecution of misdemeanor criminal offenses.

Program GoalProvide high quality legal support to the City Council and all City departments.

Provide effective training sessions to City officials and City staff

Streamline the process for City agreements and forms.


0Render legal advice and legal opinions to the City Council, Cityofficials and City departments

0Preparation of various types of legal documents including but notlimited to ordinances, agreements, easements, resolutions andopinions.

0Attend City Council, Planning Commission and department meetings.Attend other commission meetings and City meetings as requestedby staff.

0Provide/oversee legal representation in civil matters to which the Cityis a party.

0Work with Building and Safety to handle code enforcement mattersincluding informal resolutions and civil and criminal prosecution.

0Subtotal


City Attorney




0Provide training and educational sessions for Cityofficials and City employees on the Brown Act, PublicRecords Act, Conflict of Interest laws, negotiating anddrafting agreements and drafting resolutions.

4800501

0Provide AB 1234 training to elected officials4800501

0Provide legal updates to the City Council and City staffof new legal developments and their potential impacton City operations, laws and policies.

4800501


0Enhance City Attorney department page on the City'sintranet system to further facilitate communicationsbetween the City Attorney's department and Cityemployees and to provide City employees with accessto standard agreements, forms, and procedures.

4800501


0Assist Community Development department in achievingcompliance of property maintenance standards,nuisance abatement and business tax regulations.

4800502

0Subtotal

0Total Staff Hours

Goal2011/12

Projected2010/11

Actual2009/10


44N/AProvide training and educationalsessions four times per fiscalyear

4800501


City Attorney


Goal2011/12

Projected2010/11

Actual2009/10


90%90%95%Review contracts within twoweeks of receiving all materialfrom City staff

4800501

95%95%95%Attend weekly Department Headmeetings and quarterlyDepartment Head/SeniorManagement meetings

4800501

22100%Provide updates to the CityCouncil and City staff on changesin the laws affecting the City, asnecessary

4800501

100%100%100%Review existing contract form anddetermine if revision is necessary

4800501

85%85%100%Prepare ordinances upon CityCouncil/City Staff direction in timefor Council meeting following therequest

4800501

100%100%100%File or abate 100% of codeenforcement cases referred

4800502

100%100%100%File oppositions to PitchessMotions

4800503

PercentChange

FY 2011/12Adopted

FY 2010/11Adopted

FY 2009/10Actual

Program Budget

Revenue by Category



City Attorney


PercentChange

FY 2011/12Adopted

FY 2010/11Adopted

FY 2009/10Actual

Program Budget


-21.87%17,50022,40012,516Materials and Supplies

7.25%2,455,8002,289,7001,831,418Contractual Services

0.00%13,20013,200644Other Charges

6.93%2,486,5002,325,3001,844,578Total Expenses

PercentChange

FY 2011/12Adopted

FY 2010/11Adopted

FY 2009/10Actual

Expenditure By Subprogram

2.32%1,166,0001,139,5001,171,8734800501 - General Services

19.70%304,400254,300232,5564800502 - Code Enforcement

9.08%1,016,100931,500440,1494800503 - Litigation and SpecialServices

6.93%2,486,5002,325,3001,844,578Total Expenses


City Attorney




PercentChange

FY 2011/12Adopted

FY 2010/11Adopted

FY 2009/10Actual

Program Budget

Revenue by Category

--000Total Revenues


--000Total Expenses

PercentChange

FY 2011/12Adopted

FY 2010/11Adopted

FY 2009/10Actual


--0004009905 – EquipmentReplacement Program(Department 05)

--000Total Expenses


City Attorney


City Attorney


City Clerk

Department Summary


City Clerk’s Office

Public Meetings &

Hearings

Municipal

Elections

Records

Management

Administration

Public Records

Requests


City Clerk

Department Summary

Department Mission

The mission of the City Clerk's office is to administer the democratic processes of the Cityof Beverly Hills such as the municipal elections, City Council meetings, City records andall legislative actions ensuring transparency to the public in an ethical, professional andimpartial manner.


The Municipal Election program will decrease by 50% since this is not an electionyear. We are requesting 50% be allocated this year so that our department budgetdoes not experience large increases in this account every other year.Miscellaneous Revenue dropped because the revenues that we receive from the Cityof Los Angeles for consolidating on elections will not be received in this non-electionyear.The Public Meetings and Hearings program increased slightly with the addition of theCity Clerk Specialist classification which is responsible for the City Council StudySession packet preparation, sitting as secretary of the Study Session and producingthe minutes for the meeting.Salaries and Benefits have increased slightly through MOU negotiations with variousbargaining groups and the reclassification of the Executive Assistant I position to CityClerk Staff Assistant.Reclassification of one temporary Office Assistant II to a full-time Executive AssistantI position.


FY2011/12Hours

FY2011/12Budget

FY2010/11Budget

FY2009/10Budget

Full TimePositions

9,400.005.004.005.00Total Full TimePositions

FY2011/12Hours

FY2011/12Budget

FY2010/11Budget

FY2009/10Budget

Part TimePositions (FTE)

0.000.001.000.00Total Part TimePositions (FTE)


City Clerk

Department Summary

Department Budget

PercentChange

FY 2011/12Adopted

FY 2010/11Adopted


0.00%5005005,068Service Fees &Charges

7.96%1,500,5001,389,9001,436,020Internal Services FundReceipts

-90.69%3,90041,9002,712MiscellaneousRevenues

5.07%1,504,9001,432,3001,443,800Total Revenues

PercentChange

FY 2011/12Adopted

FY 2010/11Adopted

FY 2009/10Actual

Expenditure byCategory

5.14%696,900662,800552,116Salaries & Benefits



-100.00%08000Capital Outlay

11.11%592,200533,000575,059Internal Service FundCharges

0.00%8,5008,500417Other Charges

2.58%1,492,4001,454,8001,211,792Total Expenses




City Clerk


DescriptionThe Administration program provides support to the City Council and other City departmentsin order to provide service to customers both internally and externally in an efficient andeffective manner. The program is also responsible for providing and coordinating theresources necessary to conduct the day to day operations of the City Clerk's Office.

Program GoalMaintain official records, ordinances, resolutions, contracts, and other documents for theCity to ensure access to accurate records;

Administer the Commission appointment process so Commissions can function at maximumcapacity;

Act as the filing officers for all reports to comply under the State Political Reform Act andmeet legal requirements; and

Accept claims and legal process against the City and route to appropriate departments forresponse.


650Disseminate and process all action reminders to City departmentson a bi-monthly basis.

30Affix City seal on proclamations, retirement certificates, etc. withinthe timeframe needed for distribution.

605Administer and record Conflict of Interest Filings for designated Citystaff, Council, and Commissioners (includes assuming office, annualand leaving office) by mandated deadlines.

680Handle all calls received for the main information line into the City bydirect response or routing to the appropriate department.

385Ensure telephone calls made to the City Clerk's office are handledin prompt and courteous manner.

65Update and distribute the Commission listing on a quarterly basis.

60Administer and file oaths of office upon request or date needed.

70Accept and process all claims and legal process against the Citywithin the day received.


City Clerk



30Maintain the Citywide Administrative Regulations and disseminateto all departments within a one week cycle of update(s) received.

310Coordinate the Commission recruiting process on average within sixmonths to ensure all vacancies are filled so there are no gaps incoverage.

225Assist customers at the public counter to resolution.

820Provide day to-day-support and service to departments in terms ofresearch, answering questions, and providing documents within 48hours of the request.

230Process and maintain City contracts, covenants, easements anddeeds within a two-week cycle to ensure accurate records.

25Coordinate update of Beverly Hills Municipal code on a quarterlybasis.

180Strengthen the department's ability to respond to and recover froman emergency or disaster by participating in EmergencyManagementrelated trainings, meetings, exercises, workshops, and special events.

40Notarize City documents in a timely fashion and arrange forrecordation with the County recorder and dissemination of documentsupon recordation.

110Staff participating in Citywide training programs.

4,515Subtotal


City Clerk




225Enhance succession planning by continuing to providetraining opportunities for City Clerk staff through June30, 2011. (SP)

4801401

25Work with Information Technology to update the currentaction reminder system to include an e-mail function.(SP, EnS)

4801401

137The City Clerk's office in collaboration with InformationTechnology, the City Attorney and City Manager's officewill explore the feasibility of implementing an E-Packetmechanism with Granicus. (SP, EnS)

4801401

80Identify critical functions and roles within the departmentand create desk manuals to capture institutionalknowledge. (SP)

4801401

467Subtotal



City Clerk


FY 2011/12Hours

FY 2011/12Budget

Full Time Positions

9400.50City Clerk

7520.40Deputy City Clerk

9400.50City Clerk Specialist



FY 2011/12Hours

FY 2011/12Budget

Total Staffing


Goal2011/12

Projected2010/11

Actual2009/10


130012801150Seals on Proclamations,Retirement Certificates, etc.

4801401

300275250Conflict of Interest formsprocessed

4801401

26,00025,50025,200Telephone calls4801401

553544506Process agreements4801401

10092N/ANotarization of documents4801401


City Clerk


PercentChange

FY 2011/12Adopted

FY 2010/11Adopted

FY 2009/10Actual

Program Budget

Revenue by Category

0.00%5005005,068Service Fees & Charges


0.00%2,6002,6006,500Total Revenues



0.00%6,9006,9006,950Materials And Supplies


0.00%4,4004,400214Other Charges

11.64%464,300415,900343,414Total Expenses

PercentChange

FY 2011/12Adopted

FY 2010/11Adopted

FY 2009/10Actual


11.64%464,300415,900343,4134801401 - City ClerkAdministration

11.64%464,300415,900343,413Total Expenses


City Clerk


DescriptionProvide City of Beverly Hills residents with an election process in accordance with the Stateof California Elections Code which forms the foundation of our democratic system ofgovernment.

Program GoalSuccessfully prepare staff for next fiscal year's municipal election.


0

0Subtotal

0Total Staff Hours

FY 2011/12Hours

FY 2011/12Budget

Full Time Positions

00.00City Clerk



00.00Total Full Time Positions

FY 2011/12Hours

FY 2011/12Budget

Total Staffing

00.00Total Number of Employees

Goal2011/12

Projected2010/11

Actual2009/10


n/a5732n/aNumber of ballots cast4809101

n/a6123n/aNumber of vote by mailballots mailed

4809101

n/a3331n/aNumber of vote by mailballots cast

4809101


City Clerk


PercentChange

FY 2011/12Adopted

FY 2010/11Adopted

FY 2009/10Actual

Program Budget

Revenue by Category

-100.00%038,00012Miscellaneous Revenues

-100.00%038,00012Total Revenues


-100.00%064,7000Salaries & Benefits

-38.46%1,6002,6000Materials and Supplies

-44.18%68,200122,2000Contractual Services

-63.17%69,800189,5000Total Expenses

PercentChange

FY 2011/12Adopted

FY 2010/11Adopted

FY 2009/10Actual


-63.17%69,800189,500004809101 - Municipal Elections

-63.17%69,800189,5000Total Expenses


City Clerk


DescriptionThe Public Meeting and Hearings program prepares and produces City Council Formaland Study Session meeting agendas, agenda packets, hearing notices, synopses andminutes. In addition, this fulfills legal processing procedures for resolutions, ordinancesand contracts.

Program GoalAssemble and distribute City Council packets in a timely manner to enable the Council tomake decisions on behalf of the City of Beverly Hills;

Inform and notify the public of open meetings so they can attend and have a forum toparticipate; and

Ensure the public has access to review City Council materials so they can be informedabout the City's activities.


170Meet legal deadlines 100% of the time each month for legal noticepublications by efficiently gathering documents from departmentsrequiring public notification.

660Assemble and produce packets for every Formal and Study SessionCouncil meeting for the City Council and departments in hard copyand post regular, adjourned and special meeting notices inaccordance with internal procedure and the Brown Act.

385Maintain a comprehensive index that captures 100% of the aboveproceedings and all ordinances, resolutions and agreements withina two week cycle of the meetings.

870Attend 100% of study sessions and formal Council meetings andproduceminutes from themeetings within two weeks of the meetings.

35Post Study Session, Closed Session, regular and adjourned Formalmeeting agendas (with attachments) on the Internet upon thecompletion of the packet the Friday preceding the Tuesday Councilmeeting.

2,120Subtotal


City Clerk




165Create agenda procedure manual and conducttraining to ensure appropriate staff are educated inthe process. (SP)

4809201


29Continue to train in Granicus to utilize live streamvideo system to enable digital recording of CityCouncil meetings so the public has access to liveand archived meetings. (SP, EcS)

4809201

130The City Clerk's office in collaboration withInformation Technology, the City Attorney and CityManager's office will explore the feasibility ofimplementing an E-Packet mechanism withGranicus. (SP, EnS)

4809201

324Subtotal



City Clerk


FY 2011/12Hours

FY 2011/12Budget

Full Time Positions

5640.30City Clerk





FY 2011/12Hours

FY 2011/12Budget

Total Staffing


Goal2011/12

Projected2010/11

Actual2009/10


272627Number of City Council studysession

4809201

242336Number of formal City Councilmeetings

4809201

331303426Number of pages of City Councilmeetingminutes produced (studysession and formal)

4809201

26246281Number of public hearing noticesand legal advertising published

4809201


City Clerk


PercentChange

FY 2011/12Adopted

FY 2010/11Adopted

FY 2009/10Actual

Program Budget

Revenue by Category

0%000Total Revenues



0.00%80080092Materials and Supplies

0.00%2,2002,200105Contractual Services

0.00%2,2002,200109Other Charges

16.97%197,100168,500149,919Total Expenses

PercentChange

FY 2011/12Adopted

FY 2010/11Adopted

FY 2009/10Actual


16.97%197,100168,500149,9184809201 - Public Meetings andHearings

16.97%197,100168,500149,918Total Expenses


City Clerk


DescriptionThe Records Management program ensures proper records retention, maintenance anddisposition practices are incorporated into all City record-keeping practices in compliancewith State and Federal records retention regulations.

Program GoalContinue to plan, direct and oversee the development, implementation and maintenanceof records management services to ensure the City is in compliance with regulations andprovide greater capability to quickly search and retrieve documents;

Coordinate the management of official City records with interdepartmental recordscoordinators to safeguard official documents and dispose of records according to retentionpolicies and destruction procedures; and

Ensure that all documents are kept in accordance with current record retention schedules.


95Work with all records coordinators on the bi-annual recordsdestruction in March and July of 2011/2012.

390Have an efficient program in place for the retrieval and storage ofactive/inactive records in the Records Center by 12/31/11.

380Coordinate quality control of imaged records on a monthly cycle.

865Subtotal



110Create a five-year City-wide RecordsManagement Master Plan. (SP)

4809301

34Determine/organize accurate records conversionbacklog City-wide. (SP)

4809301


City Clerk



25Organize the records center with the assistance of FacilitiesMaintenance by 12/31/11. (SP)

4809301

169Subtotal


FY 2011/12Hours

FY 2011/12Budget

Full Time Positions

1880.10City Clerk




FY 2011/12Hours

FY 2011/12Budget

Total Staffing


Goal2011/12

Projected2010/11

Actual2009/10


3025N/ANumber of employees trained onrecordsmanagement policies andprocedures

4809301

225200150Number of boxes of originalrecords destroyed (Citywide)

4809301

300250175Number of copies, drafts andnotes destroyed (Citywide)

4809301


City Clerk


PercentChange

FY 2011/12Adopted

FY 2010/11Adopted

FY 2009/10Actual

Program Budget

Revenue by Category

0%000Total Revenues



4.55%2,3002,200430Materials and Supplies


0.00%70070034Other Charges

50.00%94,50063,00056,109Total Expenses

PercentChange

FY 2011/12Adopted

FY 2010/11Adopted

FY 2009/10Actual


50.00%94,50063,02756,1094809301 - Records Management

50.00%94,50063,02756,109Total Expenses


City Clerk


DescriptionThe purpose of the Public Records Requests program is to respond to subpoenas andrequests for public records according to the requirements of the California Public RecordsAct, and other federal and state laws pertaining to requests for information.

Program GoalProvide records in response to public requests in an expedient manner.


250Work with City departments to ensure all public records requests areresponded to within the required 10 days.

195Place public records requests in the Comcate system the same daythey are received.

345Coordinate with departments City-wide in obtaining and releasingrecords to requestor as soon as they are gathered and approved fordissemination.

790Subtotal



150Develop public portal access to City recordsand implement with City Attorney andInformation Technology by 12/31/11. (SP, EnS)

4809301

150Subtotal

940Total Staff Hours


City Clerk


FY 2011/12Hours

FY 2011/12Budget

Full Time Positions

1880.10City Clerk





FY 2011/12Hours

FY 2011/12Budget

Total Staffing


Goal2011/12

Projected2010/11

Actual2009/10


350300282Number of public recordsrequests received

4809401

350300282Number of public recordsrequests completed

4809401

7,0006,0005,000Number of pages provided4809401


City Clerk


PercentChange

FY 2011/12Adopted

FY 2010/11Adopted

FY 2009/10Actual

Program Budget

Revenue by Category


0.00%1,8001,8001,268Total Revenues



--0057Contractual Services

0.00%1,2001,20060Other Charges

-11.41%74,60084,10087,291Total Expenses

PercentChange

FY 2011/12Adopted

FY 2010/11Adopted

FY 2009/10Actual


-11.41%74,60084,10087,2914809401 - Public RecordsRequests

-11.41%74,60084,10087,291Total Expenses


City Clerk




PercentChange

FY 2011/12Adopted

FY 2010/11Adopted

FY 2009/10Actual

Program Budget

Revenue by Category



-100.00%08000Capital Outlay

-100.00%08000Total Expenses

PercentChange

FY 2011/12Adopted

FY 2010/11Adopted

FY 2009/10Actual


-100.00%080004009907 – EquipmentReplacement Program(Department 07)

-100.00%08000Total Expenses


City Clerk


Administrative Services

Department Summary


Administrative

Services

Office of

Management,

Budget &

Revenue

General

Accounting

Risk

Management

Purchasing

Human

Resources

Real Estate &

Property

Management

ASD

Administration

ASD

Staff Support

ASD

Administration

Personnel &

Benefits

Labor Relations

Org Development

& Employee

Recognition

Workers

Compensation

Administration

Employee Facility

& Infrastructure

Safety

Liability, Claims

& Insurance

Administration

Management &

Budget

Revenue

Administration

Cashiering

General

Accounting

Purchasing

Commercial

Leasing

Real Estate

Management

Property

Maintenance

331 Foothill Blvd.



Department Summary

Department Mission

The Administrative Services Department consists of Management, Budget and Revenue,Purchasing, General Accounting, HumanResources, Real Estate and PropertyManagementand Risk Management. The mission of Administrative Services is to provide efficient andprofessional services of the highest quality to all City departments, employees andmembersof the general public.


Collapsed subprograms in various divisions to allow for more efficient budgeting.Restructured the Revenue Administration, Accounting and Payroll functions to allowfor more efficient work flow and increased opportunities for cross training.Moved the Revenue Administration and Cashiering functions under the purview of thenewly titled Office of Management, Budget and Revenue.Incorporated work plans from a City-wide Strategic Planning Committee, designed toalign City activities with Council based directives.‘Salaries and Benefits’ increased by 12.54% largely due to retirement contributionincreases, MOU salary increases and the impact of delayed agreements compoundingsalary budget increases and the increased participation in the ARMP (AlternativeRetiree Medical Program) which while decreasing long-term costs to the City andunfunded liabilities, increases current year costs.‘Use of Money and Property’, is increasing due to factoring in the anticipated interestearned from claims.‘Licenses and Permits’ revenue is estimated to decrease due to the State of Californiaallowing masseurs to purchase a State permit in lieu of a city permit.‘Other Charges’ increased by 13.77% based on estimated liability claims. Estimatesare based on immediate past experience and future projections.Projected ‘Use of Money and Property’ revenue is decreasing by 8.57%. This is aresult of the fee for delinquent accounts being adjusted based on actual experience.For non-General Fund programs, the Equipment Replacement Fund – Fund 40 isaccruing for the full cost of replacement of office and field equipment for FY 2011/12and FY 2012/13 and an accrual cost for equipment needing replacement beyond FY2012/13.For General Fund programs, the Equipment Replacement Fund – Fund 40 is accruingfor the full cost of replacement of office and field equipment for FY 2011/12 and 64%of the total replacement cost for FY 2012/13.



Department Summary


FY 2011/12Hours

FY 2011/12Budget

FY 2010/11Budget

FY 2009/10Budget

Full Time Positions

80,84043.0041.544.5Total Full Time Positions

FY 2011/12Hours

FY 2011/12Budget

FY 2010/11Budget

FY 2009/10Budget

Part Time Positions (FTE)

7,1253.794.085.23Total Part Time Positions (FTE)

Departmental Budget

PercentChange

FY 2011/12Adopted

FY 2010/11Adopted


0.00%0028,581Intergovernmental Revenues

-31.78%73,000107,00084,556Licenses and Permits

42.86%583,300408,3001,632,485Use of Money and Property

0.00%21,50021,500-58,727Service Fees and Charges



--00345,000Transfers In

9.59%20,569,90018,769,80019,837,270Total Revenues



Department Summary

Departmental Budget

PercentChange

FY 2011/12Adopted

FY 2010/11Adopted


12.54%6,389,8005,677,7005,339,605Salaries and Benefits



--0014,693Capital Outlay

1.48%3,870,5003,814,0003,290,024Internal Service Fund Charges

13.77%2,891,3002,541,2002,383,753Other Charges

--8,60000Total Transfers Out

7.89%20,596,30019,089,50016,639,427Total Expenses






DescriptionASD Administration is responsible for the oversight of the Administrative ServicesDepartment's activities and staff including Risk Management, Human Resources, RealEstate and Property Management, Finance and Management, Budget and Revenuedivisions. ASD Administration also provides administrative support to all programs withinthe Administrative Services Department.

Program GoalThe ASD Administration program provides administrative support services for the RiskManagement, Human Resources, Real Estate and Property Management, Finance andManagement, Budget and Revenue divisions.


1,600Be 100% represented at all necessary staff and city council meetings,commissions and other City groups as it relates to any functionswithin Administrative Services.

3,931Continually work to provide outstanding customer service to bothinternal and external users of Administrative Services functions.

400Improve efficiencies by continually working to make AdministrativeServices operations as efficient and effective as possible byintroducing new technologies, implementing industry best practices,implementing process reengineering, and embracing staffdevelopment.

300Conduct compliance audits related to Human Resources andAccounting.

150Continue to identify and develop new policies and procedures insupport of the City Council's citywide initiatives.

300Coordinate and supervise major events/functions to ensure they areconducted on time and on budget.

200Update at least three administrative regulations annually.


600Support the Citizens Budget Review Committee.





250Attend various external professional and organizational groupsrepresenting Beverly Hills.

250Continually research and monitor city revenues.

400Form and coordinate employee negotiation teams (Association LeaderMeetings).

600Provide financial and administrative reports and statistics to variouscity departments including the City Manager's office and City Council.

120Review of reports going to external entities.

400Bond financing and rating activities related to capital improvementand other projects such as annual Security and ExchangeCommission and Build America Bonds reporting.

300Continually review all department policies and procedures tostandardize implementation and adherence.

500Oversee the implementation of the City's new Finance and HRsoftware system.

250General supervision of all departmental operations.

10,651Subtotal






100Finalize the Administrative Services Department'sstrategic and succession plan including future planning,greater program development, and better customerservice. (DI, SP, GP)

4800301

10Quantify unfunded liability for pensions and postretirement benefits, develop alternatives for benefit andpension levels and/or funding to reduce unfundedliabilities, and identify impacts of alternatives. (ConsultantDriven) (CP, DI, EcS, GP)

4800301


100Research ways the City's GIS modules can beoperationally bridged into the City's Human Resource,Risk Management and Financial automated systems.(CP, DI, SP)

4800301

100Increase eGov offerings through the new Financial andHR software system including: 24/7 billpay systems andonline support for city information. (CP, DI, SP)

4800301

300Begin department best practices audit by July 1, 2011.(DI, EcS)

4800301

200Explore updating the current Business Tax Code sectionwithin the municipal code through a ballot initiative. (CP,DI, GP)

4800301

100Implement phase two of IRS style compliance audit. (DI)4800301

100Research and implementation of a priority budget systemand a two year budget to replace the current programbudget system. (DI, SP)

4800301





500Identify and develop new programs and pension reforms thatsupport cost containment within the city. (CP, SP, EcS)

4800301

350Implement new processes with banking financial servicescompany after successful award of RFP. (DI)

4800301

100Develop and award RFP for auditing services. (DI)4800301

40Evaluate City-wide Succession Planning Program to determineif it meets City's objectives (DI, SP)

4800301

100Identify core department processes and services. Create flowcharts to explain and place on website and in pamphlets. (CP,DI, SP)

4800301

40Expand use of desktop-based communication tools (InstantMessaging, video, mail, phone). (CP, DI, SP)

4800301

100Develop and award RFP (Request For Proposal) for variousprofessionals involved in the implementation of the Financialand HR software system (ERP). (DI)

4800301

140Continue to administer the Department records managementand imaging program. (CP, DI, GP)

4800302

2,380Subtotal


FY 2011/12Hours

FY 2011/12Budget

Full Time Positions

9400.50Assistant Director of Administrative Services - Finance

1,8801.00Director of Administrative Services - CFO

1,1280.60Assistant Director of Administrative Services - HR

1,8801.00Management Analyst

1,8801.00Senior Budget and Financial Analyst




FY 2011/12Hours

FY 2011/12Budget

Full Time Positions


9400.50Executive Assistant III


FY 2011/12Hours

FY 2011/12Budget


1,187.63Total Part Time Positions (FTE)

FY 2011/12Hours

FY 2011/12Budget

Total Staffing


Goal2011/12

Projected2010/11

Actual2009/10


2,1002,1002,060Number of meetings and publicevents attended

4800301

1,6501,620N/ANumber of pages of reportsdeveloped and sent

4800301

1,250930N/ANumber of hours used tomanagedepartmental activities

4800301

4239N/ANumber of presentations, awards,committees appointed to,professional organizations andother professional honorsreceived by departmental staff

4800301

666Vendor contracts processed4800302

400400450Invoices processed for payment4800302

98%N/AN/AComplete audits on time4800301




PercentChange

FY 2011/12Adopted

FY 2010/11Adopted

FY 2009/10Actual

Program Budget

Revenue by Category

0.00%00189,470Use of Money and Property

0.00%00189,470Total Revenues



0.00%39,50039,50021,017Materials and Supplies

*28.71%239,800186,300273,064Contractual Services

0.00%7,2007,200781Other Charges

14.53%1,443,1001,260,0001,438,598Total Expenses

*The increase in ‘Contractual Services’ is due to anticipated hiring of consultants toinvestigate new pension and pension related benefits alternatives.

PercentChange

FY 2011/12Adopted

FY 2010/11Adopted

FY 2009/10Actual


23.48%*1,200,200972,0001,075,1634800301 - ASD Administration

-15.36%242,900287,000359,0694800302 - Administrative StaffSupport

-100.00%*01,0004,3674800303 - Citywide Governance- ASD

13.74%1,443,1001,260,0001,438,598Total Expenses

*Beginning in FY2011/12 subprogram 4800303-Citywide Governance-ASD is rolled into4800301-ASD Administration.




DescriptionThe Human Resources Division is responsible for City-wide recruitment, benefitsadministration, labor and employee relations, staff development and training, and employeeenrichment programs.

Program GoalPlace of highly qualified candidates through effective recruitment and retention program.

Provide a level of effective and efficient benefits services to City employees and retirees.

Ensure sound employer-employee relations and compliance with all applicable labor lawsthrough effective policy formulation, contract negotiations and implementation, complaintinvestigations, and dispute mediation/resolution. These items will be enacted to concludesuccessful negotiations, build consensus with bargaining groups and maintain good laborrelations.

The goal of the Organizational Development program is to reward and encourage innovation,promote staff development, and lead on-going organizational effectiveness efforts includingthe City's succession plan.

The goal of the Employee Outreach and Recognition program is to create an environmentthat encourages innovative ideas and recognizes employees who make a positivecontribution and foster positive morale to the organization and community.


497Provide training opportunities for approximately 700 full time and 300regular part time employees so that they can complete an averageof 20 hours per person of mandatory training per year. Examplesinclude the Supervisory Academy, the Leadership and ManagementAcademy, labor relations workshops, Training Coach program,technical computer classes, succession planning and mentoringclasses, and soft skills classes.

250Design and implement both internal and citywide cost savinginitiatives.

1,500Fill job vacancies within the timeline agreed upon in the serviceagreement 95% of the time.

550Interact with representatives of collective bargaining units to addresslabor relations issues at least once each quarter.





1,080Provide benefits related services to current and retired employees within 48hours of the request.

500Provide guidance in regards to disciplinary matters, compensation,classification, recruitment and other personnel issues within 24 hours ofrequest.

500Interact with benefits providers including CalPERS to provide employees with qualityservices consistent with applicable agreements within 48 hours.

460Interpret, enforce, and implement nine collective bargaining MOUs.

300Negotiate job classification and comparability with various bargaining groups todetermine annual compensation.

500Coordinate the recruitment, selection and ongoing oversight of the City's Internshipprogram.

1,150Conduct annual compensation surveys that will provide accurate Total Compensationcomparability data in order to comply with labor agreements in conjunction withoutside consultants.

150Conduct classification studies.

800Enhance educational team building opportunities for approximately 500 cityemployees through coordination of the annual Innovations Day program, brown baglunches, the Employee Summer Luncheon, the Employee Holiday Party, theEmployee Excellence Awards, and other projects.

40Coordinate and implement all new applicable rules and regulations.

8,277Subtotal






200Develop a user friendly Human Resources Web site so thatinternal and external clients can easily obtain, complete, andprocess pertinent forms. (CP, DI, SP)

4800401

150Implement desired enhancements to the HR Center with theassistance of the IT Dept. (CP, GP)

4800401

700Implementation of ERP software system. (DI)4800401

100Complete phase two of the IRS style audit to ensure payrolland benefit practices and procedures are in line with stateand federal laws. (DI, GP)

4800401

200Develop and implement a two tier benefits program throughdiscussions in labor negotiations. (CP, DI, SP, EcS)

4800401

40Research and conduct new practices in OPEB (OtherPost-Employment Benefits) negotiations. (CP, DI)

4800401

600Begin and conclude negotiations for new labor agreementswith the Fire, Police, and Police ManagementAssociations.(DI, GP)

4800403

10Reexamine the 2008 Alternative Work Schedule Study toevaluate service delivery process without compromisingquality of service delivery and minimizing future liabilities.(CP, DI, SP)

4800403

70Develop a plan to ensure proper communication of HRprocesses internally and externally through various media.(CP, DI, SP)

4800405

200Design and implement a Leadership Program for SuccessionPlanning purposes. (CP, DI, SP)

4800405

50Draft a policy to promote training opportunities to neighboringmunicipalities. (DI, SP)

4800405





140Determine if the training and organizational development effortsare meeting the goals and objectives of the function and come upwith a valid evaluation process. (SP, GP)

4800405

150Finalize the documentation for and implement citywide successionand strategic planning activities which will help ensure consistentrecruitment and promotional processes. (Phase II) (CP, DI, SP)

4800405

40Begin development of Bench Strength Pool Candidates forSuccession Planning. (Phase II) (CP, DI, SP)

4800405

5Evaluate Mentoring Program to determine if it meets City'sobjectives (CP, DI, SP)

4800405

40Identify critical functions and roles within the department and createdesk manuals to capture institutional knowledge. (CP, DI, SP)

4800405

10Publish City's Customer Service Standards as an AdministrativeRegulation and provide training. (CP, DI, SP)

4800405

50Implement citywide training on HR processes and HR/Employeerelations training. (CP, DI, SP)

4800405

60Develop a comprehensive internship program to employ studentsin various departments. (CP, DI, SP)

4800405

2,815Subtotal


FY 2011/12Hours

FY 2011/12Budget

Full Time Positions

7520.40Assistant Director of Administrative Services - HR

1,8801.00Human Resources Analyst

1,8801.00Personnel Manager

3,7602.00HR Associate II

1,8801.00Training Coordinator




FY 2011/12Hours

FY 2011/12Budget

Full Time Positions



FY 2011/12Hours

FY 2011/12Budget

Total Staffing


Goal2011/12

Projected2010/11

Actual2009/10


10598109Number of employees recognizedat the annual Employee AwardsBanquet

4800405

141414Average number of training hourscompleted per employee

4800405

102034Job Classification Analysis(Based on Requests)

4800401

302825Compensation Studies4800401

203020Labor Relation Meetings4800403

206260Recruitments Processed (FT &PT)

4800401

2,0003,0002,200Job Applications Processed (FT& PT)

4800401

150150148Separations Processed (FT &PT)4800401

500500506Number of employeesparticipating in citywide trainingprograms

4800405

260260300Number of training classesscheduled

4800405




Goal2011/12

Projected2010/11

Actual2009/10


10711Number of interns hired4800405

504162Number of applications receivedfor the Employee ExcellenceAward

4800405

1002883Number of tuitionreimbursements processed.

4800405

121213Weeks from initiation to hire list4800401

PercentChange

FY 2011/12Adopted

FY 2010/11Adopted

FY 2009/10Actual

Program Budget

Revenue by Category

--003,272Use of Money and Property

--40,00040,00037,500Miscellaneous Revenues

0.00%40,00040,00040,772Total Revenues


6.50%1,016,700954,6001,253,535Salaries and Benefits



0.00%8,5008,500417Other Charges

9.03%1,943,2001,782,2002,006,808Total Expenses

*The 13.17% increase in ‘Contractual Services’ is due to; an anticipated increase in tuitionreimbursement due to increased tuition costs along with an anticipated increase inreimbursement requests; additional funds for collective bargaining arbitrators andtranscribers; phase II of an IRS style audit of the City’s payroll and benefit processes; andCAL OSHA mandated health tests/equipment for EMS providers.




PercentChange

FY 2011/12Adopted

FY 2010/11Adopted

FY 2009/10Actual


0.00%34,20034,200135,8094701603 - UnemploymentInsurance

--*971,300004800401 – Personnel andBenefits

-100.00%*0674,600602,6824800401 - Personnel

-100.00%*0200,600282,5964800402 - Benefits

5.95%211,700199,800318,0794800403 - Labor Relations

--*726,100004800405 – OrganizationalDevelopment and EmployeeRecognition

-100.00%*0537,500542,0614800404 - OrganizationalDevelopment

-100.00%*0135,400125,5814800405 – Employee Outreachand Recognition

9.04%1,943,3001,782,1002,006,781Total Expenses

*Beginning in FY2011/12 subprogram ‘4800401-Personnel’ and ‘4800402-Benefits’ arecombined into subprogram ‘4800401-Personnel and Benefits’. Also, Subprograms‘4800404-Organizational Development’ and ‘4800405-EmployeeOutreach and Recognition’is combined into subprogram ‘4800405-Organizational Development and EmployeeRecognition’.




DescriptionRisk Management seeks to manage uncertainty by developing strategies to control risk.The Risk Management program develops plans to control andmitigate the undesired effectsof risk. The division also processes claims with the assistance of a contract claimsadministrator.

Program GoalThe goal of the Risk Management division is to develop cost effective measures to reducerisk to the City by pro-actively seeking out alternative methods of controlling the City'sexposure to risk, and in reducing financial losses to the City.


300Identify and ensure compliance with safety programs that aremandated by Cal-OSHA on an ongoing basis.

300Analyze losses and develop plans to reduce or eliminate exposureson a quarterly basis.

400Monitor work activities at field work sites and make corrections topromote safer work habits on a monthly basis.

200Inspect properties and work with departments to reduce hazards,with properties being inspected on a quarterly basis.

300Assist in accident review and help develop action plans to preventsimilar future accidents on an on-going basis in response to filedclaims.

100Coordinate and work with the Management Safety Committeemonthly.

100Process liability claims into the computer tracking system within twobusiness days of receiving the claim from the City Clerk's Office.

75Update and prepare reserve reports monthly.

220Market insurance coverage and select best option for coverageannually.

500Serve as the City's representative in coordinating the response tolegal issues as necessary, including Cal-OSHA meetings.





200Process and review workers' compensation claim forms as necessarywithin one business day.

300Oversee the treatment provided to the injured worker, and respondto any employee questions within one business day.

200Follow up with injured workers within 2 business day of the end oftreatment.

400Review the formalized written safety program, and oversee the settingof priorities and training as required by Cal-OSHA.

450Fully implement accident Administrative Report including conveningand implementing a monthly accident committee meeting.

100Implement new financial ERP (Enterprise Resource Planning)software system.

4,145Subtotal



75Develop and then review a quarterly incident reportwith departments and assist in developing correctiveactions within 30 days of the quarterly report. (CP,DI, SM)

4500605

400Work with departments on an action plan to reducelosses identified in quarterly reports within 30 daysof the quarterly report. (DI, EcS, SM)

4600602


200Research alternatives for earthquake insurancecoverage and make recommendations as to theplacement of the coverage. (CP, EcS, EnS, FM)

4500605





270Develop and administer a service program to respond to allliability claims within five business days, and ensure that amajority of claims are either accepted or rejected within a 45day window. (DI, GP, SM)

4500605

250Research possible safety incentives program and work withdepartments to develop a safety incentive program for the Cityof Beverly Hills. (DI, EnS, SM)

4600602

300Establish a list of safety programs needed for the operations,and develop a plan to prepare and produce the programs. (CP,DI, GP, SM)

4800604

1,495Subtotal


FY 2011/12Hours

FY 2011/12Budget

Full Time Positions

1,8801.00Risk Manager

1,8801.00Safety Officer

1,8801.00Risk Management Specialist


FY 2011/12Hours

FY 2011/12Budget

Total Staffing


Goal2011/12

Projected2010/11

Actual2009/10


182160150Number of liability claimsreceived

4500605




Goal2011/12

Projected2010/11

Actual2009/10


959550Percentage of claims respondedto within 10 business days

4500605

989840Percentage of claims closedwithin 60 days

4500605

20--Number of litigated claims4500605

26246Number of site inspections4800604

660Number of management safetymeetings

4800604

884Number of tailgate meetingsattended

4800604

640Number of safety trainingmeetings conducted

4800604

124110110Number of workers compensationclaims received

4600602

10010095Percentage of claim formsprovided timely as required bylaw

4600602

444Provide quarterly Departmentalreports regarding losses

4600602

PercentChange

FY 2011/12Adopted

FY 2010/11Adopted

FY 2009/10Actual

Program Budget

Revenue by Category

--210,0000703,523Use of Money and Property

0.00%00345,000Transfers In

--210,00001,048,523Total Revenues




PercentChange

FY 2011/12Adopted

FY 2010/11Adopted

FY 2009/10Actual

Program Budget


8.81%536,100492,700493,809Salaries and Benefits



*13.98%2,853,1002,503,1002,380,476Other Charges


5.17%8,992,2008,550,2007,196,381Total Expenses

*Other charges increased by 13.98% because of an increase in the budget for anticipatedclaims.

PercentChange

FY 2011/12Adopted

FY 2010/11Adopted

FY 2009/10Actual


7.02%5,960,7005,569,5034,888,0284500605 - Liability, Claims andInsurance Administration

1.55%2,765,2002,723,0412,056,8564600602 - Workers'Compensation Administration

3.38%266,400257,690251,1994800604 - Employee, Facility andInfrastructure Safety

5.17%8,992,3008,550,2347,196,082Total Expenses



008 - Office of Management, Budget, and Revenue

DescriptionThe Office of Management, Budget, and Revenue (OMBR) works with all departmentswithin the City to coordinate and prepare an annual program-based budget for the City, toadminister major revenues of the City, and to review, evaluate and make recommendationsrelated to City-wide policy issues that may have financial impact on the City.

The budget details the services provided, revenue and expenditure estimates, andprojections. Revenue administration includes: the collection and direct oversight of theCity's business and transient taxes; receipt of payments for utilities, monthly parking andother miscellaneous billing, including customer service activities; and staffing a cashier'sdesk that serves walk-in customers who are paying their utility bills and acquiring permits.This program also provides for evaluation of and recommendations for various Cityoperational functions to determine if there are any efficiencies or increases in productivitythat can be realized.

Program GoalProvide an annual budget, as required by the State, Capital Improvement Projects (CIP)program, and performance and financial reports and analysis to management and CityCouncil so they can have timely and accurate information to make informed decisions. Toadminister the City's revenue effectively and provide accurate, timely and transparentfinancial support to City departments and the community while maintaining exceptionalcustomer service.


3,760Comply with GFOA and state controller's office by coordinating andadopting an annual operating and CIP budget by June 30th for thenext fiscal year.

425Update the City Council through preparation of Budget Status Reportson a quarterly basis.

500Maintain an accurate position control by initiating all budget andposition adjustments within one week of receiving requests to do sofrom departments

520Prepare all analysis as directed by the Chief Financial Officer or CityManager.

210Conduct scheduledmeetings with OMBR staff and other departmentson a monthly or other basis as necessary to identify and carry outthe goals of departmental programs.



008 - Office of Management, Budget and Revenue


140Work with Citizens Budget Review Committee to identify opportunitiesto enhance the budget process, find efficiencies, reduce costs andenhance revenues.

400Revise andmanage the continuing appropriation policies and processto retain user friendliness, and predictability to departments whilecontinuing to conform to City Council policy and direction.

520Work with departments as needed to assist with budget managementand preparation.

3,242Staff the service counters to accept customer payments and answermiscellaneous customer questions within 10 minutes.

3,615Perform tasks necessary to prepare, bill, collect and administer theCity's utility, preferential parking, business permits and miscellaneousbilling accounts according to scheduled billing cycles.

4,605Process, prepare and mail business tax renewal forms, review newbusiness tax registrations, review transient occupancy tax filings,audit business classifications for tax compliance and administerprofessional audit contracts per established schedule.

300General administration.

18,237Subtotal



250Develop new program to better communicate Cityrequirements for registering business activities andpaying required tax. (DI, EcS)

0101702

30Examine other methods for obtaining customerfeedback including comment cards, counter surveys,and website surveys. (CP, DI, SP)

4801702






1,220Continue random tax audit on all business groups. (EcS)0101702

500Reengineer business tax administration process andprocedures. (DI, GP)

0101702

150Develop an RFP and award a bid for a detailed costallocation study. (DI, EcS)

0101702

320Improve the Annual Budget Document by includingadditional graphics, improved analysis (debt service costs,unfunded liabilities, and maps to help identify the locationsof projects. (DI)

4800801

400Research and begin implementation of a priority budgetsystem to replace the current program budget system.(DI, SP, GP)

4800801

776Begin implementation of Finance ERP (EnterpriseResource Planning) software for Budgeting. (DI, GP)

4800801

1,145Begin implementation of Finance ERP software forCashiering and Business Tax. (DI, GP)

4801702

100Expand utilization of GIS to include more up-to-dateinformation on business areas and commercial zones.(CP, DI, SP)

4801702

100Enable secure and seamless remote access"anytime/anywhere" and continue to promote remoteworkforce/business continuity. (CP, DI, SP)

4801702

4,991Subtotal





FY 2011/12Hours

FY 2011/12Budget

Full Time Positions


1,8801.00Customer Services Specialist

1,8801.00Budget and Revenue Officer

1,8801.00Senior Budget and Financial Analyst

3,7602.00Budget and Financial Analyst

3,7602.00Customer Service Representative

3,7602.00Revenue Operations Investigator


FY 2011/12Hours

FY 2011/12Budget



FY 2011/12Hours

FY 2011/12Budget

Total Staffing


Goal2011/12

Projected2010/11

Actual2009/10


100100100Percent of budget deadlines met4800801

YYYTimely adoption of annualoperating budget

4800801

YYYTimely adoption of CIP budget4800801

882Meetings held with departmentbudget coordinators

4800801




Goal2011/12

Projected2010/11

Actual2009/10


775Number of City Council budgetrelated meetings and studysessions held

4800801

1510N/ANew initiativesresearched/evaluated

4800801

45N/ANumber of performancemeasures monitored

4800801

7N/AN/ANumber of performancemeasurement goals achieved

4800801

PercentChange

FY 2011/12Adopted

FY 2010/11Adopted

FY 2009/10Actual

Program Budget

Revenue by Category

*100.00%73,00000Licenses and Permits

*100.00%373,30000Use of Money and Property

*100.00%21,50000Service Fees and Charges

*100.00%467,80000Total Revenues


**146.32%1,520,800617,400483,968Salaries and Benefits

**700.00%4,0005002,777Materials and Supplies

**63.36%146,70089,80064,160Contractual Services

**127.77%8,2003,600267Other Charges

**136.14%1,679,700711,300551,172Total Expenses




PercentChange

FY 2011/12Adopted

FY 2010/11Adopted

FY 2009/10Actual


--512,100000101702 - RevenueAdministration

--***893,100004800801 – Management andBudget

-100.00%***0375,200270,6884800801 - Budget

-100.00%***0336,100280,4844800803 - Management

--274,500004801702 – Cashiering**

**136.14%1,679,700711,300551,172Total Expenses

*New revenues in the ‘008-Management, Budget and Revenue’ program are due to movingthe ‘0101702-Revenue Administration’ subprogram out of program ‘017-Purchasing’ andinto the ‘008-Management, Budget and Revenue’ program beginning in FY2011/12.

**The majority of the expenditure increases in the ‘008-Management, Budget and Revenue’program are due to moving the ‘0101702-Revenue Administration’ subprogram and‘4801702-Cashiering’ subprogram out of program ‘017-Purchasing’ and into the‘008-Management, Budget and Revenue’ program beginning in FY2011/12. Formersubprogram ‘4801708-Cashiering’ is renumbered as ‘4801702-Cashiering’.

*** Beginning in FY2011/12 subprograms ‘4800801-Budget’ and ‘4800803-Management’are combined into one subprogram, ‘4800801-Management and Budget’.




DescriptionGeneral Accounting consists of Accounting, Accounts Payable, and Purchasing. GeneralAccounting is responsible for the accurate and fair presentation of the City's financialtransactions, the issuance of City checks, and maintaining compliance with City CouncilPurchasing and Financial ordinances.

Program GoalObtain reliable and relevant information regarding the City's financial transactions in orderto fairly and accurately report financial information to stakeholders.


7,000Report all of the City's financial transactions for presentation in theaudited Comprehensive Annual Financial Report as well as variousregulatory reports by performing all actions necessary to properlyand accurately account for such transactions.

10Applying for the Government Finance Officers Association Certificateof Achievement for Excellence in Financial Reporting.

500Enhance City staff knowledge on proper financial procedures byproviding City-wide training formally twice per year per subject, aswell as informal daily training.

6,000Identify and resolve accounting problems communicated by internaland external users and suppliers within 10 business days, ensuringpurchases do not exceed budgets and administering compliance withthe City's purchasing program, ordinances and any applicableregulatory requirements.

150Maintain current master vendor lists.

500Stay up-to-date on new/efficient accounting standards and practices.

4,500Effectively respond to customer questions regarding utility andmiscellaneous bills.

3,050Process utility and other miscellaneous payments.

100Complete phase two of the IRS style audit to ensure payroll andbenefit practices and procedures are in line with state and federallaws.





1,500Coordinate and implement all monthly closings and journal entries.

23,310Subtotal



250Review and evaluate areas where financial information couldbe gathered more precisely and where direct monthlycommunication with departmental staff would be beneficial.(DI, GP)

4801601

50Review and evaluate areas where departmental staff requiremore training and revise training techniques when needed. (DI,SP, GP)

4801601


450Administer the paperless A/P system set to be in place by June30, 2012, that will benefit all users of the accounts payableprocess in conjunction with the ERP (Enterprise ResourcePlanning) system. (CP, DI, GP)

4801601

2,852Implementation and administration of new ERP systemincluding the development of a new chart of accounts. (CP, DI,GP)

4801601

250Analyze the City's account code structure for modification andbetter utilization with the new ERP system including thedevelopment of data crosswalks for data conversion. (DI)

4801601

250Implement bimonthly reconciliations. (DI, EcS)4801601

100Research and implement solutions to avoid inefficiencies inregards to manual paper checks and promote electronicpayment methods. (DI, EnS)

4801601





100Enable secure and seamless remote access"anytime/anywhere" and continue to promote remoteworkforce/business continuity. (CP, DI, SP)

4801601

300Develop a Request for Proposals and award bid for a newfinancial statement auditor. (DI, EcS)

4801601

100Implement a comprehensive purchase card program todecrease the total number of Purchase Orders and increaseefficiencies in the purchasing process citywide. (CP, DI, EcS)

4801601

4,702Subtotal


FY 2011/12Hours

FY 2011/12Budget

Full Time Positions


5,6403.00Principal Accountant

1,8801.00Accountant II

3,7602.00Accountant I

1,3160.70Accounting Manager


5,6403.00Accounting Technician

1,8801.00Account Clerk I

1,8801.00Senior Customer Service Representative


FY 2011/12Hours

FY 2011/12Budget

Total Staffing





Goal2011/12

Projected2010/11

Actual2009/10


124Grant Audits4801601

111Schedules (BS, P&L, Cash flow)CAFR, State Controller's Report

4801601

111Audits: Comprised of AnnualFinancial Audit/ Single Audit

4801601

121212Monthly closing of ledgers4801601

101010Number of business daysbetween receiving a completedrequest for payment and cuttinga check

4801601

81010Number of business daysbetween daily cash receiptinterfaces and posting to generalledger

4801601

663Number of Accounts Payabletraining sessions provided to Citystaff per year

4801601

6811Number of Purchasing trainingsessions provided to City staff peryear

4801601

3,0003,2003,400Number of purchase ordersprocessed

4801601

200300470Number of change ordersprocessed

4801601

N/AN/AN/ATotal annual grant dollarsreceived

4801601




PercentChange

FY 2011/12Adopted

FY 2010/11Adopted

FY 2009/10Actual

Program Budget

Revenue by Category

--000Total Revenues





0.00%10,80010,800530Other Charges

10.93%1,830,4001,650,0001,166,046Total Expenses

PercentChange

FY 2011/12Adopted

FY 2010/11Adopted

FY 2009/10Actual


--**1,830,400004801601 – General Accounting

-100.00%**0586,000540,9424801601 - Accounting

-100.00%**0332,500212,4094801602 - Accounts Payable

-100.00%**0231,70004801603 - Payroll

-100.00%**0499,800412,6954801604 - Accounts Receivable

10.93%1,830,4001,650,0001,166,046Total Expenses

*A 10.13% increase in ‘Contractual Services’ is due to hiring a consultant to calculate theGASB 45 OPEB liability for financial statement purposes. This is a biennialaccounting/financial statement requirement

** Beginning in FY2011/12 subprograms ‘4801601-Accounting’, ‘4801602-AccountsPayable’, ‘4801603-Payroll’ and ‘4801604-Accounts Receivable’ are rolled into‘4801601-General Accounting’.



017 - Purchasing

DescriptionThe Purchasing Division is the central control point of the City's decentralized purchasingsystem. This is done through coordinating purchasing related activities with other citydepartments and outside agencies, assisting in formal bid openings, and reviewing andevaluating purchasing procedures to ensure an effective and timely flow of work. Also, thePurchasing Division acts as the control mechanism, making certain that the City's policies,procedures and codes are being adhered.

Program GoalThe goal of the Purchasing program is to provide accurate, timely and transparentpurchasing support to city departments and the community while maintaining exceptionalcustomer service.


950Coordinate the process of requisitions, purchase orders, contracts,and other documents vital to the purchasing function.

200Assist with the preparation of bid specifications and other necessarydocuments related to the purchase of supplies, vehicles, equipment,and materials. Attend formal bid openings and recommend award ofcontracts.

302Maintain vendor list, performance records, and catalog files.

100General purchasing related administration.

300Recommend appropriate vendors depending on cost of purchase,quality of bid specifications, and responsiveness to City needs.Purchase supplies, equipment, and services used in City departments.(DI, GP)

100Continually coordinate and recommend modifications to proceduresand forms used in the purchasing functions and assist with trainingCity staff on purchasing procedures and guidelines.

1,952Subtotal



017 - Purchasing



280Implement phase two of the city's paperless Purchasingprogram. (CP, DI, SP)

4801703

400Coordinate and recommend modifications to procedures andforms used in the purchasing functions and assist with trainingCity staff on purchasing procedures and guidelines. (DI, GP,SP)

4801703

680Subtotal


FY 2011/12Hours

FY 2011/12Budget

Full Time Positions


1,8801.00Purchasing Specialist

5640.30Accounting Manager


FY 2011/12Hours

FY 2011/12Budget

Total Staffing


Goal2011/12

Projected2010/11

Actual2009/10


3,000----Number of purchase ordersprocessed

4801703

208----Number of change ordersprocessed

4801703



017 - Purchasing

PercentChange

FY 2011/12Adopted

FY 2010/11Adopted

FY 2009/10Actual

Program Budget

Revenue by Category

*-100%0028,581Intergovernmental Revenues

*-100%0107,00084,556Licenses and Permits

*-100%0408,300736,220Use of Money and Property

*-100%021,500-58,727Service Fees and Charges

*-100.00%0536,800790,630Total Revenues


*-77.67%183,600822,200686,693Salaries and Benefits

*-97.22%1003,60057Materials and Supplies

*-88.68%6005,300331Contractual Services

*-68.65%2,1006,700329Other Charges

*-77.75%186,400837,800687,410Total Expenses



PercentChange

FY 2011/12Adopted

FY 2010/11Adopted

FY 2009/10Actual


-100%**0406,900200,4740101702 – RevenueAdministration

-1.45%**186,400189,200256,8874801703 - Purchasing

-100.00%**0241,700230,0494801708 - Cashiering

-56.73%186,400837,800687,410Total Expenses

*The 100% reduction in program revenues, and large reduction in program expenditures,is due to subprograms ‘0101702-Revenue Administration’ and ‘4801708-Cashiering’ movingout of program ‘017-Purchasing’, and into program ‘008-Management, Budget andRevenue’,beginning in FY2011/12.

** Beginning in FY2011/12 subprograms ‘0101702-Revenue Administration’ and‘4801708-Cashiering’ are moving out of program ‘017-Purchasing’ and into program‘008-Management, Budget and Revenue’.




DescriptionThe City of Beverly Hills remains a major retail and commercial property owner with aportfolio comprised of 344,149 square feet and 45 tenants. The Real Estate and PropertyManagement Division is a full service property management operation. Staff is involved ina full wide array of activities related to commercial leasing, construction management,property management and property maintenance. In recent years, the City's portfolio hasgrown with the additions of the City of Beverly Hills Gardens and 331 Foothill Road Buildings.This expansion is scheduled to continue in FY2011/012 with the additions of the new 9400S. Santa Monica Building and the 239 S. Beverly Drive Building formerly the Beverly HillsChamber of Commerce Building.

Program GoalMaintain the city owned properties leased at a high level.

Maximize net income from the management of real estate.

Cost effectively maintain the city owned and leased properties.


200Prepare City Council Closed Session Real Estate Packages to timelyprocess tenant requests within a month of receipt.

60Monthly CoStar (a comprehensive database of commercial realestate) updates for available spaces.

20Complete the annual Los Angeles County Assessor's audit byFebruary 1st.

480Process tenant service requests.

100Work with Facilities Maintenance Manager through monthly meetingand administration and evaluation of Annual Service Agreement.

100Administer monthly late fee notices to tenants.

100Administer annual CPI increases, notify tenants and updateinformation in property management software (Yardi).

160Distribute Lease Availabilities every other month (e-blast and printedmaterials).

100Special project meetings with other City Departments (includes weeklyagenda meetings).




500Leasing documentation and preparation (lease proposals, leasereview, assessor forms, agenda reports).

200Administration of consulting contracts and tenant improvementprocess.

275Conduct periodic site visits, and quarterly tenant meetings to identifyand address building and tenant needs.

169Examine themost efficient and effective means to maintain properties,the costs associated with maintenance and where possible, applynational standards to building and grounds maintenance to helpensure acceptable conditions.

2,464Subtotal



620Market and Lease 331 Foothill Rd, 9400 S. Santa Monica and239 S. Beverly Buildings (CP, DI, EcS)

4801801

600Oversee renovations at 239 S. Beverly Drive Building (CP, DI,EcS)

4801801

80Hire construction consultant to assist with tenant improvementswith 331 Foothill, Gardens Building, and others as needed (DI)

4801801

300Implement findings from Tenant Mix Study. (DI, EcS)4801801

220Develop a marketing folder to be utilized for leasing andmarketing material at all buildings (CP, DI, EcS)

4801801

40Develop recommendations for uniform, achievable standardsfor all leased facilities whenever possible (CP, DI, SP)

4801801

1,860Subtotal





FY 2011/12Hours

FY 2011/12Budget

Full Time Positions

1,8801.00Assistant Property Manager


1,8801.00Real Estate and Property Manager


FY 2011/12Hours

FY 2011/12Budget

Total Staffing


Goal2011/12

Projected2010/11

Actual2009/10


98%88%96%Percentage of properties leasedby quarters.

4801801

100%100%100%Percentage of vacant spacemade lease ready within 30 daysof becoming vacant.

4801801

2%-7.86%N/AChange in gross revenue byquarter.

4801802

PercentChange

FY 2011/12Adopted

FY 2010/11Adopted

FY 2009/10Actual

Program Budget

Revenue by Category





PercentChange

FY 2011/12Adopted

FY 2010/11Adopted

FY 2009/10Actual

Program Budget


*16.39%324,500278,800254,785Salaries and Benefits

**-23.91%3,5004,600719Materials and Supplies

***61.29%321,300199,20031,838Contractual Services

0.00%0065Capital Outlay

0.00%1,2001,200953Other Charges

34.46%650,500483,800288,360Total Expenses

PercentChange

FY 2011/12Adopted

FY 2010/11Adopted

FY 2009/10Actual


***76.86%290,400164,200148,9004801801 - Commercial Leasing

2.66%258,700252,00077,7204801802 - Real EstateManagement

*50.00%101,40067,60061,7404801803 - Property Maintenance

--0----4807216 – 331 Foothill Rd. OfficeBuilding

34.46%650,500483,800288,360Total Expenses

*The 16.39% increase in ‘Salaries and Benefits’ and 50% increase in ‘481803-PropertyMaintenance’ is mostly due to the addition of an Assistant Property Manager.

**The 23.91% reduction in ‘Materials and Supplies’ is due to shifting funds to ‘ContractualServices’

*** The 61.29% increase in ‘Contractual Services”, and 76.86% increase in‘4801801-Commercial Leasing’, is mostly due to the one-time expenditures of a broker’scommission for anticipated refurbishment of the former chamber of commerce building;and for temporary assistance with building maintenance duties for Class A lease space.






PercentChange

FY 2011/12Adopted

FY 2010/11Adopted

FY 2009/10Actual

Program Budget

Revenue by Category



0.00%0014,628Capital Outlay

0.00%0014,628Total Expenses

PercentChange

FY 2011/12Adopted

FY 2010/11Adopted

FY 2009/10Actual


0.00%0014,6284009911 - EquipmentReplacement Program(Department 11)

0.00%0014,628Total Expenses






Police Department

Department Summary


Police Department

Administration

Intelligence Unit

Office of the Chief

Professional

Standards Unit

Administrative

Services Division

Communications

Bureau

Jail Bureau

Personnel and

Training Bureau

Property and Evidence

Unit

Records Bureau

Special Projects Unit

Field Services

Division

Emergency Services

Bureau

Patrol Bureau

Traffic Bureau

Investigative Services

Division

Crime Prevention

Bureau

Detective Bureau

Identification Bureau


Police Department

Department Summary

Department Mission

It is the mission of the Beverly Hills Police Department to provide superior law enforcementservice, while making our community the safest place for all people to live, work and visit.


Overall salaries and benefits have increased by $1,735,800 (or 5.21%) due to anincrease in PERS rates, a salary increase provision pending labor negotiations, andbudget enhancements related to FLSA overtime in the Communications and RecordsBureaus, overtime for Patrol Supervisors, and court time.Eliminated one (1) Traffic Control Officer position as part of the City's PARS EarlyRetirement Program.Eliminated one (1) Executive Assistant I position as part of the City's PARS EarlyRetirement Program.Upgraded one (1) Administrative Clerk position to a full-time Executive Assistant Iposition as part of the City's PARS Early Retirement Program.Upgraded one (1) part-time Personnel and Training Specialist position to a full-timeSecretary position as part of the City's PARS Early Retirement Program.Intergovernmental Revenues decreased by $755,900 due to the completion of theUNITE grant with the US Department of Justice.The Recruitment and Hiring Program was eliminated and its functions have beencombined under the Personnel and Training Program.Internal Service Fund receipts for the Police Department equipment replacementsdecreased by 32.89% by extending the life of various equipment that does not requirereplacement this year.Internal Service Fund charges increased by 12.81% due to the imposition of full ISFcharges on the General Fund and full funding of equipment replacements this year.The Vehicle Replacement, Radio Charges, IT Replacement, and EquipmentReplacement charges accounted for approximately 20% of this increase. Last year,these charges were reduced as cost-cutting measures.


Police Department

Department Summary


FY 2011/12Hours

FY 2011/12Budget

FY 2010/11Budget

FY 2009/10Budget

Full Time Positions

349,680.00186.00187.00192.00Total Full Time Positions

FY 2011/12Hours

FY 2011/12Budget

FY 2010/11Budget

FY 2009/10Budget

Part Time Positions(Number of Employees, notFTE)

5,463.006.007.007.00Total Part Time Positions

Department Budget

PercentChange

FY 2011/12Adopted

FY 2010/11Adopted


-88.32%100,000855,9001,224,564Intergovernmental Revenues

-5.43%1,150,0001,216,0001,594,146Fines & Penalties

-89.73%3,00029,20043,733Use of Money & Property

4.99%1,489,5001,418,7001,484,356Service Fees & Charges

-32.89%411,400613,000116,300Internal Service Fund Receipts

25.00%50040017,123Miscellaneous Revenues

-23.68%3,154,4004,133,2004,480,221Total Revenues


Police Department

Department Summary

Department Budget

PercentChange

FY 2011/12Adopted

FY 2010/11Adopted


5.21%35,063,40033,327,60032,772,049Salaries & Benefits

-1.01%294,400297,400255,961Materials & Supplies

0.26%1,149,0001,146,000975,205Contractual Services

-69.41%187,500613,000571,847Capital Outlay


-2.36%314,900322,500287,956Other Charges

6.20%52,572,70049,503,10048,460,129Total Expenses




Police Department


DescriptionThe Administration program is responsible for directing the overall operations and activitiesof the Police Department and administering a broad program of police services. The programincludes the Office of the Chief, the Professional Standards Unit, and the Intelligence Unit.

Program GoalProvide the highest level of service to the community and become the benchmarkorganization of the law enforcement profession by working collaboratively with Departmentand City staff.

Ensure that the Department's integrity and the publics trust are maintained by investigatingpersonnel complaints filed against Department employees.

Ensure the peace, safety, and security of the City by lawfully gathering and disseminatinginformation pertaining to unreported criminal activity and most importantly the threat ofterrorism.


1,872To ensure that actual expenditures do not exceed 100% of budget.

510To secure grant funding for department projects and programs byresearching funding opportunities, submitting applications asappropriate, and administering grant awards.

851To inform each employee of their performance annually by use ofthe City's performance appraisal system.

1,531To coordinate, review, and process payroll bi-weekly.

1,872To respond to media inquiries within 24 hours.

1,872To complete personnel investigations within 60 days in compliancewith Department policy.

851To train 100% of first line supervisors on Peace Officers Bill of Rightslaws.

1,872To prepare for and prevent terrorist incidents by working with federal,state, and local anti-terrorism programs, including the Joint TerrorismTask Force.

1,872To initiate an investigation on any credible terrorist threat within 8hours.


Police Department



510To ensure that line personnel are equipped to identify and addresshomeland security issues by disseminating intelligence to them atleast once a week.

400Tomaintain partnerships with federal, state, and local agencies (DHS,JTTF, CalDOJ, JRIC,Westside IntelligenceWorking Group, CaliforniaChiefs Association Board of Directors, ICIS Board of Directors andLegislative Sub-Committee, LA-RICS Finance Committee).

521General administrative activities

14,534Subtotal



80Identify critical functions and roles within the department andcreate desk manuals to capture institutional knowledge. (SP)

0102104

30Examine other methods for obtaining customer feedbackincluding comment cards, counter surveys and website surveys.(SP)

0102104

50Identify core City processes/services and create flow charts toexplain and place on website and in pamphlets. (SP)

0102104

40Expand use of desktop-based communication tools (IM. Video,mail, phone). (SP)

0102104

80Expand utilization of GIS. (SP)0102104


320Public Safety / EmergencyManagement. Enhance collaborationwith internal and external partners. Continue expanding UNITEprogram. Evaluate additional intersection cameras. (CP)

0102104

600Subtotal



Police Department


FY 2011/12Hours

FY 2011/12Budget

Full Time Positions

1,8801.00Chief of Police

1,8801.00Police Lieutenant

3,7602.00Police Sergeant

940.05Division Commander

1,8801.00Police Officer




FY 2011/12Hours

FY 2011/12Budget

Total Staffing


Goal2011/12

Projected2010/11

Actual2009/10


8001,0001,000Number of hours involved inpersonnel investigations

0102101

300300275Number of intelligence traininghours per year

0102103

100120112Number of news releases peryear

0102104

484848Number of crime and arrestsummary reports generated peryear

0102104


Police Department


Goal2011/12

Projected2010/11

Actual2009/10


$1,575,000$1,500,000$1,711,308Dollar amount of grantsadministered

0102104

404237Number of personnelinvestigations per year

0102101

1,5501,6001,533Number of pages offile/investigative documentsgenerated by personnelinvestigations

0102101

505046Number of intelligence meetingsattended per year

0102103

250250300Total attendance at BHPDsponsored Westside Intelligencemeetings.

0102103

0%1%-1.3%Percentage variance in budgetedvs. actual General Fundexpenditures

0102104

100%100%N/APercentage of media inquiresresponded to within 24 hours

0102104

70%50%46%Average percentage of personnelinvestigations that werecompleted within 60 days

0102101

100%100%N/APercent of employees receivingan performance appraisal eachyear

0102104


Police Department


PercentChange

FY 2011/12Adopted

FY 2010/11Adopted

FY 2009/10Actual

Program Budget

Revenue by Category

--0010,000Miscellaneous Revenues

--0010,000Total Revenues






0.00%26,90026,90023,658Other Charges

2.94%1,864,5001,811,3001,706,562Total Expenses

PercentChange

FY 2011/12Adopted

FY 2010/11Adopted

FY 2009/10Actual


4.03%343,500330,200326,8160102101 - PersonnelInvestigations

--009890102101E032 - POBOR

5.26%470,000446,500430,3440102103 - Intelligence Unit

1.64%1,051,0001,034,000947,8800102104 - Office of The Chief

-100.00%06005330102106 - Citywide Governance- PD

2.94%1,864,5001,811,3001,706,562Total Expenses


Police Department


DescriptionThe Police Community Outreach program is responsible for providing crime preventiontraining and services, ensuring safety at the City's public schools, and implementing CitizenCorps in the community.

Over the past two fiscal years, the City has reduced the number of full-time school resourceofficers assigned to the community's schools from five (5) to one (1). This remaining schoolresource officer is assigned to Beverly Hills High School.

This program previously reported subprogram budget data for the Crime Prevention, SchoolResources Section, Police Cadet, and Explorer Post subprograms. For FY11/12, the PoliceCadet subprogram has beenmoved and consolidated as part of the Personnel and Trainingprogram. The remaining subprograms have been consolidated as part of the master PoliceCommunity Outreach program.

Program GoalEnhance the public's perception of safety and security by providing crime prevention trainingand ensuring the safety of the City's public schools.

Provide the safest learning environment possible by working with parents, students,teachers, and school district officials to enable students to reach their full potential.

Equip citizens with the tools to anticipate, recognize, and report potential and ongoingcrimes appropriately through Neighborhood Watch and the Citizen Corps.


3,722To ensure the safety of the City's public schools and studentpopulation by providing enforcement and security services asrequested.

248To equip City and school district employees to respond to criticalincidents by reviewing and updating lockdown procedures at publicschools three times a year.

120To maintain expertise in juvenile law and School Resource Officersafety issues by providing 40-60 hours of training to School ResourceOfficers each year.

1,055To increase the number of blocks participating in NeighborhoodWatchand Citizen Corps programs by 10% per year.


Police Department



62To enhance community safety and preparedness for emergenciesby providing 4 crime prevention spots each year on the City's cableTV network.

917General community outreach activities

6,124Subtotal



80Examine the feasibility of expanding the Neighborhood Watchprogram and explore shared use of private security video withretailers. (SP)

0102201

80Subtotal


FY 2011/12Hours

FY 2011/12Budget

Full Time Positions

5640.30Police Captain




FY 2011/12Hours

FY 2011/12Budget

Total Staffing



Police Department


Goal2011/12

Projected2010/11

Actual2009/10


1,8001,8005,400Number of staff hours dedicatedto enforcement and security ofBHUSD schools and studentpopulation

0102202

200200229Number of requests for SROservices related to juvenile issues

0102202

252012Number of blocks participating inNeighborhood Watch meetings

0102201

00488Number of D.A.R.E. classestaught

0102202

606055Number of citations issued0102202

161616Number of arrests0102202

202036Number of PTA meetingpresentations

0102202

161615Number of school faculty meetingpresentations

0102202

121212Number of Exploreractivities/meetings

0102205

303034Number of residential safetyinspections completed

0102201

202022Number of business safetyinspections completed

0102201

500500226The number of residents reachedthrough Neighborhood Watchzone meetings

0102201


Police Department


Goal2011/12

Projected2010/11

Actual2009/10


303024Number of safety presentationsgiven to community groups withinthe city

0102201

443Number of crime prevention spotsprovided to the City's cable TVnetwork

0102201

PercentChange

FY 2011/12Adopted

FY 2010/11Adopted

FY 2009/10Actual

Program Budget

Revenue by Category

--0017,729Intergovernmental Revenues

--00-86Use of Money & Property



1.01%758,600751,0001,078,774Salaries & Benefits



0.00%11,30011,30010,178Other Charges

0.97%790,300782,7001,101,530Total Expenses


Police Department


PercentChange

FY 2011/12Adopted

FY 2010/11Adopted

FY 2009/10Actual


*--786,700000102201 – Police CommunityDetail

*-100.00%0298,200268,7050102201 – Crime PreventionDetail

*-100.00%0480,900752,8540102202 - School ResourcesSection

*--0066,3800102204 – Police Cadet Program

*--009,6010102205 - Explorer POST

0.00%3,6003,6003,9901902202E016 – D.A.R.E. forDonations

0.97%790,300782,7001,101,530Total Expenses

*Various subprograms were consolidated into a new Police Community Detail subprogramto streamline operations and promote efficiency within this master subprogram.


Police Department

023 - Patrol Bureau

DescriptionIt is the mission of the Patrol Bureau of the Beverly Hills Police Department to provide thehighest caliber of law enforcement service possible. The Patrol Bureau will accomplishthis mission through expedient response to calls for service and the use of proactive policingstrategies, while maintaining a positive relationship with the public we serve.

This program previously reported subprogram budget data for the Bicycle Unit and ReserveUnit. For FY11/12, these subprograms have been consolidated as part of the master PatrolBureau program.

Program GoalPrevent crime, apprehend criminals, and safeguard lives and property by maintaining ahighly trained, well-equipped, and professional Patrol Bureau.


46,350To maintain the ratio of Part I Arrests to Part I Crimes at or above15%.

46,350To maintain a three minute, or less, response time to emergencycalls.

13,417To maintain a Patrol Traffic Index rating of 8 or above.

9,758To ensure that 80% of newly hired police officers successfullycomplete their probationary period.

1,907General patrol activities

117,782Subtotal


FY 2011/12Hours

FY 2011/12Budget

Full Time Positions





Police Department

023 - Patrol Bureau

FY 2011/12Hours

FY 2011/12Budget

Full Time Positions



FY 2011/12Hours

FY 2011/12Budget

Total Staffing


Goal2011/12

Projected2010/11

Actual2009/10


44,00044,00042,667Number of community generatedcalls for service

0102301

1,3001,2001,211Number of reported Part Ioffenses

0102301

195120141Number of Part I arrests0102301

15.0%11.2%11.6%Ratio of Part I arrests to Part Icrimes

0102301

766Patrol Bureau traffic enforcementindex

0102301

3.003.002.75Response time to emergencycalls (minutes)

0102301

306Number of police officerssuccessfully completing theirprobationary period

0102301

000Number of police officersunsuccessfully completing theirprobationary period

0102301

100%N/A100%Percentage of newly hired policeofficers successfully completingtheir probationary period

0102301


Police Department

023 - Patrol Bureau

PercentChange

FY 2011/12Adopted

FY 2010/11Adopted

FY 2009/10Actual

Program Budget

Revenue by Category

0.00%1,000,0001,000,0001,350,822Fines & Penalties

9.09%300,000275,000300,689Service Fees & Charges

1.96%1,300,0001,275,0001,651,511Total Revenues


*7.49%12,835,50011,941,50012,323,795Salaries & Benefits




0.00%37,10037,10032,589Other Charges

7.38%12,997,90012,104,40012,395,852Total Expenses

PercentChange

FY 2011/12Adopted

FY 2010/11Adopted

FY 2009/10Actual


**12.47%12,997,90011,556,40012,066,6870102301 - Patrol Unit

**-100.00%0538,000325,8320102304 - Bicycle Unit

**-100.00%010,0003,3330102305 - Reserve Unit

7.38%12,997,90012,104,40012,395,852Total Expenses

*Salaries and benefits have increased due to an increase in PERS rates, a salary increaseprovision pending labor negotiations, and a budget enhancements related to overtime forPatrol Supervisors.

**The Bicycle Unit and Reserve Unit subprograms were consolidated into the Patrol Unit.


Police Department


DescriptionThe Police Support Services program is responsible for support operations within the PoliceDepartment. The program includes the Communications Bureau, Property and EvidenceUnit, Jail Bureau, Special Projects Unit, and Records Bureau.

Program GoalThe goal of the Communications Bureau is to process all calls for service while dispatchingappropriate emergency services personnel in a prompt, courteous, and professional manner.

The goal of the Property and Evidence Unit is to ensure the security and integrity of propertyand evidence while fulfilling requests for service in compliance with state law.

The goal of the Jail Bureau is to efficiently, accurately, safely, and professionally book andprocess each arrestee with respect and dignity.

The goal of the Special Projects Unit is to improve the safety of the community by seekingout, evaluating, and implementing law enforcement technologies.

The goal of the Records Bureau is to maintain the integrity and accuracy of police recordsin an efficient and effective manner.


36,109To answer 911 calls within 10 seconds and non-emergency calls forservice within 20 seconds, dispatching necessary police and firepersonnel as appropriate.

3,439To ensure that property and evidence is not unnecessarily maintainedand conduct monthly audits of the property room.

1,719To process and book cooperative arrestees within 50 minutes of theirarrival on the Jail floor.

765To improve the safety, efficiency, and effectiveness of the Departmentand maintain awareness of evolving technologies by evaluating onenew law enforcement technology each quarter.

18,800To process and maintain police records in accordance with state andfederal law and City and departmental policy.

1,146To maintain control and upkeep of databases for policecommunication equipment, vehicle fleet, and police facility.


Police Department



1,000To implement public safety grant projects.

800Tomaintain partnerships with federal, state, and local agencies (DHS,CalEMA, ICIS Technical Sub-Committee).

6,144Time allocated for unplanned projects tasks outside the scope of theinitial plan that was used when defining the project, and time madeavailable for accepting new or unforeseen projects.

69,922Subtotal



80Expand mobile workforce. (SP)0102406

80Enable secure / seamless remote access "anytime / anywhere".(SP)

0102406

80Increase eGov offerings. (SP)0102408


1,500Implement state of the art CAD/RMS system integrated intoVirtual Beverly Hills. (SP)

0102406

500Expand camera installations at key intersections. (SP)0102406

500Augment ALPR system with additional fixed sites and leverageexisting camera expert systems for additional ALPR resources.(SP)

0102406

2,740Subtotal



Police Department


FY 2011/12Hours

FY 2011/12Budget

Full Time Positions

1,8801.00Communications and ID Bureau Manager

1,8801.00Jail Supervisor

1,8801.00Records and Jail Manager


1,2220.65Division Commander


3,7602.00Property Officer

1,8801.00Parking Enforcement Dispatcher

28,20015.00Communications Dispatcher

11,2806.00Records Technician II

7,5204.00Communications Supervisor

7,5204.00Senior Records Technician


FY 2011/12Hours

FY 2011/12Budget

Total Staffing


Goal2011/12

Projected2010/11

Actual2009/10


1007558Number of Pay to Stayapplications received

0102403

650600548Number of subpoenas, discoveryrequests, and public records actrequests received

0102408


Police Department


Goal2011/12

Projected2010/11

Actual2009/10


30,00030,00031,348Number of 911 calls received0102401

90,00090,00086,775Number of non-emergency callsreceived

0102401

2,00025002,241Number of property section casesinvolving authorized disposal ordestruction of evidence, orrelease of property back torightful owner

0102402

424Number of formal auditsconducted of property room

0102402

1,3001,2001,093Number of inmates processed0102403

504539Number of non-secured juveniledetentions - released within 6 hrs

0102403

000Number of non-secured juvenilesheld over 6 hours (6 -11 hrs)

0102403

202020Number of new law enforcementtechnologies evaluated

0102406

500500761Number of requests forDepartment records receivedfrom outside agencies

0102408

8,7008,7008,163Number of current year policereports processed

0102408

8,7008,7003,575Number of current year policereports imaged

0102408

1,4001,3001,440Number of computer basedchecks of arrestee criminalhistory

0102408


Police Department


Goal2011/12

Projected2010/11

Actual2009/10


8,70018,0003,575Number of police reports imaged0102408

100100110Number of City employeesprocessed

0102408

755537Number of Pay to Stay inmatesadmitted into program

0102403

345300269Number of Pay to Stay days served0102403

2009441,571Number of hours the RecordsBureau is closed

0102408

1.00.4N/AAverage number of days to respondto outside agency requests forrecords

0102408

23.6N/AAverage number of days to imagecurrent reports

0102408

18.5019.2519.38Average length of inmate stay in jail(hours)

0102403

98%98%98%Percentage of 911 calls answeredwithin 10 seconds

0102401

99%99%99%Percentage of non-emergency callsanswered within 20 seconds

0102401

PercentChange

FY 2011/12Adopted

FY 2010/11Adopted

FY 2009/10Actual

Program Budget

Revenue by Category



3.75%475,300458,100459,863Total Revenues


Police Department


PercentChange

FY 2011/12Adopted

FY 2010/11Adopted

FY 2009/10Actual

Program Budget





-0.07%136,900137,000120,387Other Charges

1.27%5,953,9005,879,3005,196,208Total Expenses

PercentChange

FY 2011/12Adopted

FY 2010/11Adopted

FY 2009/10Actual


-0.66%2,813,6002,832,2002,454,4980102401 - CommunicationsBureau

-8.77%273,500299,800277,7740102402 - Property Section

1.56%875,000861,600814,1580102403 - Jail Bureau

*8.53%707,400651,800455,1610102406 - Special ProjectDetail/Facilities

*4.09%1,284,4001,233,9001,194,6160102408 - Records Bureau

1.27%5,953,9005,879,3005,196,208Total Expenses

*Costs within subprograms have shifted to better account for the operations within thePolice Support Services Program.


Police Department

025 - Police Investigations

DescriptionThe Investigations program includes the Detective Bureau and the Identification Bureau.The Detective Bureau is responsible for the apprehension of criminals through investigation,recovery of stolen property, and preparation and presentation of evidence in criminal cases.The Identification Bureau is responsible for the documentation of crime scenes and collectsevidence, links suspects to crimes with physical evidence, and provides photographicservices as required by the Department.

Program GoalEnsure public safety by providing investigative services to the citizens of Beverly Hills.


47,333To maintain case clearance rates at or above the state wide average(UCR).

1,788To maintain expertise in crime investigation by maintaining 100%compliance with all state required certifications.

2,980To identify suspects, initiate prosecutions, and clear cases by ensuringthe submission of 45% of DNA evidence from Part I Crimes withinfour weeks after its collection.

596To maintain expertise in crime scene evidence collection anddocumentation by providing 60 hours of training to forensic staff eachyear.

596To conduct inspections of City permitted fortune teller locations andfollow-up investigations of suspected unlicensed businesses that areconducting fortune teller activity in our jurisdiction once a year.

596To conduct inspections of massage facilities to determine if operatorsare in compliance with state regulations

596Tomaintain partnerships with federal, state, and local agencies (DEA,USSS, SCHTTF, LA County DNA Task Force, LA County ForensicSupervisors, So Cal Association of Fingerprint Officers, Stuart House)

596To enter crime scene latent print evidence into the Los AngelesCounty Fingerprint Identification System for the identification ofsuspects

596To review and submit old cases to LASD DNA Unit for entry into thedata base for the identification of suspects


Police Department

025 - Investigations


2,039General investigative activities

57,716Subtotal


FY 2011/12Hours

FY 2011/12Budget

Full Time Positions

1,3160.70Police Captain


5,6403.00Forensic Specialist


1,8801.00Senior Forensic Specialist


1,8801.00Administrative Clerk II Safety Support

1,8801.00Detective Specialist


FY 2011/12Hours

FY 2011/12Budget

Total Staffing


Goal2011/12

Projected2010/11

Actual2009/10


1,0001,1441,295Number of Part I Crime reportsreceived

0102501

1,9002,0002,734Number of open cases0102501


Police Department


Goal2011/12

Projected2010/11

Actual2009/10


201010Average number of forensictraining hours provided to eachforensic specialist per month

0102502

1,004758985Number of Part I Crimescleared/closed

0102501

2,0001,4806,330Number of prior year casesclosed/cleared

0102501

637048Search warrants obtained/served0102501

12580144Felony filings/arrest warrantsobtained

0102501

225256190Misdemeanor filings/arrestwarrants obtained

0102501

275236N/ANumber of exam credits perECTF standards

0102501

100%100%50%Percentage of staff maintainingcompliance with state requiredcertifications

0102502

90%75%50%Percentage of latent printevidence obtained from crimescenes entered into LAFIS within24 hours

0102502

75%40%N/APercentage of DNA evidencefrom Part I Crimes submitted forevaluation within four weeks afterits collection

0102502

152525Average response time (minutes)for crime scene investigations

0102502

60%63.2%71.4%Percentage of Part I Crimescleared/closed

0102501


Police Department


Goal2011/12

Projected2010/11

Actual2009/10


60%76%24%Detective Bureau clearance rateas reported to the State of CA

0102501

PercentChange

FY 2011/12Adopted

FY 2010/11Adopted

FY 2009/10Actual

Program Budget

Revenue by Category



50.00%1,5001,0006,452Total Revenues






0.00%63,70063,70055,982Other Charges

4.87%6,420,1006,121,7005,379,504Total Expenses

PercentChange

FY 2011/12Adopted

FY 2010/11Adopted

FY 2009/10Actual


5.00%5,705,7005,433,9004,723,2550102501 - Detective Bureau

3.87%714,400687,800656,2490102502 - ID Bureau - Crime Lab

4.87%6,420,1006,121,7005,379,504Total Expenses


Police Department


DescriptionThe Traffic Bureau program is responsible for facilitating the safe movement of vehicularand pedestrian traffic throughout the City. This program includes Motorcycle Enforcement,Accident Investigation, DUI Team, Traffic Control, Photo Red Light Enforcement, VehicleImpound Storage, and Special Events services.

This program previously reported subprogram budget data for the Accident Investigation,DUI Team, Traffic Control, Photo Red Light Enforcement, and Special Events subprograms.For FY11/12, these subprograms have been consolidated as part of the master TrafficBureau program.

Program GoalEnsure the safety of the community by facilitating the safe movement of vehicular andpedestrian traffic, investigating collisions, and presenting cases to the District Attorney forcriminal filing.


33,395To maintain the department-wide traffic enforcement index within the25-30 range.

5,475To promote the safe operation of commercial vehicles within the Citylimits by deploying the Commercial Enforcement Truck two times perweek and conducting a multi-agency commercial enforcement lanein Beverly Hills each quarter.

1,642To reduce the number of injury collisions in the City by 10% byconducting a minimum of two California OTS grant operations permonth.

2,190To maintain standard of 90% issuance rate for captured Photo RedLight violations.

2,190To promote the efficient flow of traffic and student safety by providingat least two staff hours per day per local public school during studentdrop-off and pick-up times.

3,285To achieve a 75% clearance rate for all workable collision cases.

6,493General traffic enforcement activities

54,670Subtotal


Police Department




160Participate in local, regional, and statewide traffic safetyprograms to promote legislation and technological changesrelated to traffic control and enforcement (DI)

0102601

160Enhance Photo Red Light program by changing the location ofmonitored traffic approaches to enhance traffic safety. (DI)

0102601

320Subtotal


FY 2011/12Hours

FY 2011/12Budget

Full Time Positions





15,0408.00Traffic Control Officer

1,8801.00Traffic Control Supervisor

1,8801.00Admin Clerk II Safety Support

1,8801.00Traffic Specialist


FY 2011/12Hours

FY 2011/12Budget

Total Staffing



Police Department


Goal2011/12

Projected2010/11

Actual2009/10


200160187Number of CommercialEnforcement Truck deployments

0102601

121012Number of multi-agencycommercial enforcement lanesconducted

0102601

242424Number of OTS grant operationsconducted

0102601

8,4009,0759,377Number of citations issued by theTraffic Bureau for moving andnon-moving violations

0102601

8,0007,8508,720Number of parking citationsissued by traffic control andmotorofficers

0102601

1,2001,1901,239Number of staff hours providedto public schools to promote theefficient flow of traffic and studentsafety

0102601

505270Number of DUI involved trafficcollisions

0102602

360347343Number of actual DUI arrests0102603

1,4871,5421,623Number of vehicles impoundedby traffic control officers

0102604

75%72%70%Clearance rate for workable trafficcollision cases

0102602

90%91%87%Issuance rate of citations forcaptured Photo Red Lightviolations

0102605

252524Department-wide trafficenforcement index

0102601


Police Department


PercentChange

FY 2011/12Adopted

FY 2010/11Adopted

FY 2009/10Actual

Program Budget

Revenue by Category

-30.56%150,000216,000243,324Fines & Penalties


-5.40%838,200886,000940,301Total Revenues





--00100Capital Outlay

0.00%24,90024,90021,933Other Charges

5.93%5,448,2005,143,1004,976,780Total Expenses


Police Department


PercentChange

FY 2011/12Adopted

FY 2010/11Adopted

FY 2009/10Actual


*103.61%5,358,7002,631,9002,231,6810102601 - Traffic Unit

*-100.00%074,600428,7020102602 - Accident Investigation

*-100.00%0406,000426,8020102603 - DUI Team

*-100.00%01,083,4001,114,0780102604 - Traffic Control

*-100.00%0412,200177,1220102605 - Photo Red LightEnforcement

*-100.00%0451,200577,1900102606 - Special Events

6.80%89,50083,80021,2050102608 - Vehicle ImpoundStorage

5.93%5,448,2005,143,1004,976,780Total Expenses

*Various subprograms were consolidated into the Traffic Unit subprogram to streamlineoperations and promote efficiency within this master subprogram.


Police Department


DescriptionIt is the mission of the Emergency Services Bureau to safely, efficiently and effectivelyprovide coordination and support of the Special Tactics Unit, Special Weapons and TacticsTeam, Canine Unit, and Emergency Management Unit to any and all entities both withinand outside the Department, in the support, prevention of, or in response to emergencysituations requiring resources and expertise beyond the scope of normal police operations.

This program previously reported subprogram budget data for the Crime Suppression Unit,Emergency Management Unit, and SWAT Team subprograms. For FY11/12, thesesubprograms have been consolidated as part of the Special Weapons and Tacticssubprogram.

Program GoalEnsure the Department's ability to successfully handle and prepare for all incidents requiringexpertise beyond the scope of normal police operations.


1,200To maintain preparedness to respond to tactical situations and highrisk warrant services by conducting a minimum of two SWAT trainingdays per month.

6,498To maintain readiness in the areas of search, narcotics, andexplosives detection by maintaining annual and monthly Caninecertifications.

6,347To ensure the protection of visiting dignitaries by maintaining monthlycontact with both the United States Secret Service and United StatesDepartment of State.

360To strengthen the department's ability to respond to and recover froman emergency or disaster by participating in EmergencyManagementrelated trainings, meetings, exercises, workshops, and special events.

2,000To assist the Detective Bureau in investigative field follow-ups.

500To maintain partnerships with federal, state, and local agencies(regional SWAT Teams) and equipment and technology entities.

203General emergency preparedness activities

17,108Subtotal



Police Department


FY 2011/12Hours

FY 2011/12Budget

Full Time Positions






FY 2011/12Hours

FY 2011/12Budget

Total Staffing


Goal2011/12

Projected2010/11

Actual2009/10


000Number of Crime SuppressionUnit arrests

0102701

61218Number of DisasterCommunications Systemmeetings

0102702

60100121Number of K-9 searches0102703

252552Number of dignitary protectiondetails

0102704

242433Number of days of monthlytactical training for members ofthe Special Weapons and TacticsTeam

0102705

151213Number of warrants served bythe SWAT Team

0102705

6060N/ANumber of Detective Bureauinvestigative follow-ups

0102704


Police Department


PercentChange

FY 2011/12Adopted

FY 2010/11Adopted

FY 2009/10Actual

Program Budget

Revenue by Category

--000Total Revenues





--009Capital Outlay

-24.63%10,10013,40016,305Other Charges

1.89%2,326,7002,283,5002,261,364Total Expenses

PercentChange

FY 2011/12Adopted

FY 2010/11Adopted

FY 2009/10Actual


--0079,2440102701 – Crime SuppressionUnit

-100.00%0256,10049,1830102702 - EmergencyManagement

12.55%1,029,800915,000816,1730102703 - K9 Unit

41.86%1,296,900914,2001,060,7610102704 - Special Weapons &Tactics

-100.00%0198,200256,0030102705 - SWAT

1.89%2,326,7002,283,5002,261,364Total Expenses

*The SWAT subprogram was consolidated into the Special Weapons and Tacticssubprogram to streamline operations and promote efficiency within this master subprogram.


Police Department


DescriptionThe Police Personnel and Training program is responsible for the recruitment, inductionand placement of sworn and civilian Department employees. Additionally, it coordinatesand tracks the training of the Department's employees and ensures that all mandatoryprofessional training standards are maintained.

This program previously only accounted for the department's training and reportedsubprogram budget data for the Range subprogram. For FY11/12, the Range subprogramis now included as part of the master Personnel and Training program. Additionally, theRecruitment and Hiring and Police Cadet subprograms have been consolidated as part ofthe master Personnel and Training program.

Program GoalMake the City the safest place for all people to live, work, and visit by recruiting and hiringthe highest caliber employees possible.

Enable long-range planning by providing information on potential vacancies to Cityadministrators.

Enhance the knowledge, skills, and abilities of all employees

Efficiently manage the department's training activities

Ensure that all mandatory professional training standards are met or exceeded.


432To ensure that the Department maintains 100% POST trainingcompliance for active employees covered by POST requirementseach year.

432To ensure that 100% of active sworn employees meet theDepartment's weapons training standards each month.

432To ensure that 100% of the Department's non-BHCampus traininghours are entered into the Training Management System.

432To maintain the Department's average shooting score for activeemployees.

1,297To keep the average appointment time frame under 90 days for allclassifications.


Police Department



216To increase the percentage of applicants referred by Departmentpersonnel.

216To reduce the percentage of applicants who are disqualified from thebackground process for integrity issues.

2,747General recruitment and training activities

6,204Subtotal


FY 2011/12Hours

FY 2011/12Budget

Full Time Positions


5640.30Division Commander


1,8801.00Secretary Safety Support


FY 2011/12Hours

FY 2011/12Budget

Part Time Positions (Number of Employees, not FTE)

5,4636.00Police Cadet

5,4636.00Total Part Time Positions

FY 2011/12Hours

FY 2011/12Budget

Total Staffing



Police Department


Goal2011/12

Projected2010/11

Actual2009/10


554444Number of certified instructors0102901

1,000500370Hours expended conductingbackground investigations onprospective employees

0102901

140125116Number of in-house trainingsconducted

0102901

20200219Number of off-site trainingsattended by departmentpersonnel

0102901

100%100%100%Percentage of the Department'snon-BHCampus training hoursentered into the TrainingManagement System

0102901

708060Average appointment time frame(number of days from backgroundpacket to appointment) for allclassifications

0102901

10%20%9%Percentage of applicants who aredisqualified from the backgroundprocess for integrity issues.

0102901

100%100%100%Percentage of active employeescovered POST regulations inPOST training compliance

0102901

100%100%100%Percentage of active swornemployees meeting theDepartment's weapons trainingstandards each month

0102901

100%100%100%Percent of sworn employeesmeeting the department's rangeproficiency standards

0102901


Police Department


Goal2011/12

Projected2010/11

Actual2009/10


95%97%100%Average percentage ofauthorized complement of swornpersonnel maintained

0102901

70%50%72%Percentage of applicants referredby City personnel

0102901

PercentChange

FY 2011/12Adopted

FY 2010/11Adopted

FY 2009/10Actual

Program Budget

Revenue by Category


66.67%25,00015,00027,498Total Revenues





-51.25%3,9008,0006,928Other Charges

5.85%919,200868,400792,866Total Expenses

*Recruitment and Hiring Program, which includes Police Cadets, and the Range subprogramwere consolidated into Personnel and Training to streamline operations and promoteefficiency within this subprogram.


Police Department


PercentChange

FY 2011/12Adopted

FY 2010/11Adopted

FY 2009/10Actual


*-100.00%0278,600227,0090102001 – Recruitment andHiring

*-100.00%088,50000102002 – Police Cadet Program

215.92%772,100244,400365,5020102901 – Personnel andTraining

0.00%33,60033,60039,6970102902 - Training - POST

0.00%113,500113,50064,5880102903 - Training - Non-POST

*-100.00%0109,80096,0700102904 - Range

5.85%919,200868,400792,866Total Expenses

*Recruitment and Hiring Program, which includes Police Cadets, and the Range subprogramwere consolidated into Personnel and Training to streamline operations and promoteefficiency within this subprogram.


Police Department


DescriptionSeparate account tracking procedures are required for special law enforcement revenuesources. Police Department grants, asset forfeiture funds, and inmate welfare funds areadministered through this budget program. The Department's Civilian Rangemaster positionis funded through the City's COPS Allocation.

Program GoalEffectively and efficiently manage special revenue funds in accordance with local, state,and federal policies and procedures.


1,880To ensure that 100% of active sworn employees meet theDepartment's weapons training standards each month.

1,880Subtotal


FY 2011/12Hours

FY 2011/12Budget

Full Time Positions

1,8801.00Civilian Rangemaster


FY 2011/12Hours

FY 2011/12Budget

Total Staffing


PercentChange

FY 2011/12Adopted

FY 2010/11Adopted

FY 2009/10Actual

Program Budget

Revenue by Category

-88.32%100,000855,9001,206,834Intergovernmental Revenues

-89.73%3,00029,20043,819Use of Money & Property

-88.36%103,000885,1001,250,653Total Revenues


Police Department


PercentChange

FY 2011/12Adopted

FY 2010/11Adopted

FY 2009/10Actual

Program Budget



--0019,536Materials & Supplies

--0040,501Contractual Services


6.86%105,90099,100921,438Total Expenses

*Salaries and benefits have increased due to an increase in PERS rates and a salaryincrease provision pending labor negotiations.

PercentChange

FY 2011/12Adopted

FY 2010/11Adopted

FY 2009/10Actual


*6.86%105,90099,100103,4041902105E407 - State CopsGrant

--001,1211902105F008 - Bulletproof VestGrant

--0098,8591902105S007 - STEP Grant

--00103,8061902105S009 - FY09/10 STEPGrant

--0012,7311902105S010 - FY10 Click-it orTicket Grant

--0016,0153202105E012 - DARE (AssetForfeit Funds) Grant

--00366,4403202105E126 - Seized & ForfeitProp-Federal Grant

--00219,0633202105E127 - Seized & ForfeitProp-State Grant

6.86%105,90099,100921,438Total Expenses


Police Department




PercentChange

FY 2011/12Adopted

FY 2010/11Adopted

FY 2009/10Actual

Program Budget

Revenue by Category

--000Total Revenues


*-70.23%182,500613,000130,915Capital Outlay

-70.23%182,500613,000130,915Total Expenses

PercentChange

FY 2011/12Adopted

FY 2010/11Adopted

FY 2009/10Actual


*-70.23%182,500613,000130,9154009917 - EquipmentReplacement Program(Department 17)

-70.23%182,500613,000130,915Total Expenses

*Capital Outlay expenditures were reduced by carefully evaluating the condition of equipmentscheduled for replacement and extending life of equipment where practical in order toreduce General Fund expenditures.


Police Department


Fire Department

Department Summary


FIRE DEPARTMENT

EMERGENCY OPERATIONS

& ADMINISTRATION

FIRE PREVENTION

BUREAU

“B” SHIFT

“C” SHIFT

“A” SHIFT

SAFETY &

TRAINING

FIRE

PREVENTION

COMMUNITY

SERVICES

EMS Education

& Coordination


Fire Department

Department Summary

Department Mission

Our Mission Statement: "The Beverly Hills Fire Department is dedicated to providing servicewith excellence for the preservation of life, property and environment."

The Fire Department strives to provide the highest quality all-risk emergency response tothe Beverly Hills Community and its visitors at all times. From state-of-the-art pre-hospitalEmergency Medical Services, to Fire Suppression and Prevention, to disaster response,whether man-made or environmental, the Beverly Hills Fire Department is staffed,trained,and equipped to mitigate all emergencies. Through pro-active inspections and safetyeducation services, we work to make the community safe and avoid preventable loss.


Overall salaries and benefits have increased by $1,377,500 (or 6.61%) due to anincrease in PERS rates and a salary increase provision pending labor negotiations.Internal Service Fund receipts for the Fire Department decreased by29.48%. Thesereceipts are comprised entirely of the contributions for small equipment replacement.In FY 2010/11 the Fire Department was budgeted to replace more equipment than isbudgeted in FY 2011/12.Internal Service Fund charges increased by 14.61% due to increased personnel costsin IFS programs and the imposition of full ISF charges on the General fund. The VehicleReplacement, Radio Charges, IT Replacement, and Equipment Replacement chargesalso accounted for a portion this increase. Last year, these charges were reduced ascost cutting measures.The increase in Contractual Services of 39.12% represents a budget enhancementto fund a part-time Safety Training Officer.Capital Outlay expenditures were reduced by carefully evaluating the condition ofequipment scheduled for replacement and extending life of equipment where practicalin order to reduce General Fund expenditures.


FY 2011/12Hours

FY 2011/12Budget

FY 2010/11Budget

FY 2009/10Budget

Full Time Positions


FY 2011/12Hours

FY 2011/12Budget

FY 2010/11Budget

FY 2009/10Budget

Part Time Positions(Number ofEmployees, not FTE)

3,7604.004.004.00Total Part Time Positions


Fire Department

Department Summary

Department Budget

PercentChange

FY 2011/12Adopted

FY 2010/11Adopted



0.00%3,0003,0002Licenses Permits


*-29.48%230,400326,700230,200Internal Service Fund Receipts


-2.56%3,666,1003,762,4003,405,647Total Revenues

PercentChange

FY 2011/12Adopted

FY 2010/11Adopted





***-66.11%115,800341,70052,482Capital Outlay


11.68%234,200209,700173,546Other Charges

8.04%31,745,10029,382,60028,394,912Total Expenses

*Internal Service Fund receipts for the Fire Department decreased by29.48%. Thesereceipts are comprised entirely of the contributions for small equipment replacement. InFY 2010/11 the Fire Department was budgeted to replace more equipment than is budgetedin FY 2011/12.

**Increase in Contractual Services is due to a budget enhancement to fund a part-timeSafety Training Officer.


Fire Department

Department Summary

***Capital Outlay expenditures were reduced by carefully evaluating the condition ofequipment scheduled for replacement and extending life of equipment where practical inorder to reduce General Fund expenditures




Fire Department


DescriptionAdministration provides overall planning, control, leadership, and management of all FireDepartment activities and staff support for all programs; this includes strategic planning,departmental communications, data and records management systems, departmentalsafety committee, disaster services planning, budget preparation and administration,training, media relations, special projects and general administration.

Program GoalFire Administration provides professional management and administrative support to allthe service functions and personnel of the Department to ensure that superior service isdelivered to the Beverly Hills community by the finest personnel, equipment and technologyavailable.


5,704Promote effective and efficient management support by overseeinghiring, data and records management, purchasing, fire preventioninspection services and permits, special projects and department'spublic relations

2,140Produce and administer the Fire Department budget, reflectingdepartmental priorities and efficient allocation of resources

1,840Promote andmaintain effective communications and relations throughliaison with Health and Safety Commission, Strategic TechnologyAdvisory Committee, other City departments, mutual-aid partners,other agencies and citizen groups

1,740Maintain Departmental readiness through coordination andadministration of continual training in emergency response,management and preparedness


510Secure grant funding for department projects and programs byresearching funding opportunities, submitting applications asappropriate and administering grant awards

60Purchase all equipment that has reached the end of its useful life oras required by standards, safety considerations and warranties.


Fire Department



20Carry forward and adjust replacement dates on all equipmentscheduled for replacement but kept in-service.

12,394Subtotal


130Identify critical functions and roles within the department andcreate desk manuals to capture institutional knowledge. (CP,SP, DI)

0103101

50Examine alternate methods for obtaining customer feedbackincluding comment cards, counter surveys and website surveys.(SP)

0103101


160Do planning and begin construction work involved in the secondphase of the Headquarters Fire Station renovation. - Renovateand update living quarters, training and maintenance shopfacilities (CP, DI)

0103101

30Working with IT, enable secure remote access for staff toenhance communications and optimize any necessary off-sitework efforts, primarily for administrative and managementpersonnel.(CP, SP)

0103101


290Complete a new recruitment process for six new entry-levelfirefighters - along with background investigations, medical andbehavioral screening. (CP, DI)

0103101

140Provide two State -certified Fire Officer courses to thedepartment and continuing education opportunities inWild landfirefighting and Weapons of mass destruction as part of theSuccession Plan's officer development process. (FM, SM, DI)

0103101


Fire Department



200Working with the internal strategic planning team, re-evaluateand update the Department's Strategic Plan in light ofdevelopments over the last year. (DI)

0103101

230Conduct a Fire Engineer Promotional examination (CP, DI)0103101

40Re-evaluate, seeking broader input, the Department'sSuccession Plan and update the plan accordingly. (CP, DI)

0103301

60Re-examine inventory lists and determine those items that areoverdue for purchase or may be given extended useful livesin order to most efficiently utilize funding, while ensuring timelyreplacement and safe operating condition of all equipment.(CP, SP, DI)

0103301

1,330Subtotal


FY 2011/12Hours

FY 2011/12Budget

Full Time Positions

9400.50Deputy Fire Chief

1880.10Fire Battalion Chief 112

1,8801.00Fire Chief


1,8801.00Executive Assistant II

1,3160.70Administrative Clerk II Safety Support

1,8801.00Secretary Safety Support



Fire Department


FY 2011/12Hours

FY 2011/12Budget

Part Time Positions (Number of Employees, not FTE)

3,7604.00Fire Cadet

FY 2011/12Hours

FY 2011/12Budget

Total Staffing


Goal2011/12

Projected2010/11

Actual2009/10


6406401,164Staff hours spend conductingpersonnel backgroundinvestigations

0103101

669Personnel hired - Sworn safety0103101

181832Personnel backgroundinvestigations performed

0103101

100%100%100%Successful completion ofprobationary training by newhires.

0103101

330Fire Engineer Promotions0103101

000Significant Disciplinary Issues0103101

PercentChange

FY 2011/12Adopted

FY 2010/11Adopted

FY 2009/10Actual

Program Budget

Revenue by Category



0.00%300,000300,000558,183Total Revenues


Fire Department


PercentChange

FY 2011/12Adopted

FY 2010/11Adopted

FY 2009/10Actual

Program Budget


8.28%1,131,9001,045,300781,862Salaries & Benefits

0.00%8,1008,10021, 958Materials & Supplies


0.00%15,10015,10010,578Other Charges

10.15%1,211,2001,099,600843,271Total Expenses

PercentChange

FY 2011/12Adopted

FY 2010/11Adopted

FY 2009/10Actual


2.73%1,129,6001,099,600800,5210103101 - Administration

--0017,3820103101F004 - Fire UASI 06Grant

0016,1690103101F012 – Fire UASI 2008Grant

--34,100000103101F018 - 2009 HomelandSecurity Grant

--47,500000103101F020 - 2009 UASI Grant

--009,1990103101P001 - Fireman's FundIns Private Grant

10.15%1,211,2001,099,600843,271Total Expenses



Fire Department


DescriptionThe Fire Prevention Bureau program includes Public Education/Special Events, PlanCheck, Code Enforcement and Fire investigation. The Public Education/Special Eventsoffice issues temporary permits and establishes conditions to ensure public safety at largepublic and City sponsored gatherings. The Plan Check function ensures all new constructionis in compliance with Health/Safety and Fire Codes. The Code Enforcement unit isresponsible for the enforcement of all local, State, and Federal codes related to the safeoccupancy of buildings and/or premises. The Fire Investigation unit determines fire causeand origin and investigates criminal actions which may have contributed to a fire.

Program GoalProvide continual improvement of the fire and life safety of the Beverly Hills communitythrough a vigilant inspection program and through the adoption, application and enforcementof the latest fire, building, and health & safety codes and standards.


11,416Ensure compliance by conducting proactive inspections of residentialand commercial facilities and plan check of all new constructions toensure compliance with applicable fire codes

2,188Expedite the plan check process through effective cooperation andcommunication with other City departments

912Maintain compliance of applicable codes by evaluating potential codeenforcement violations and taking appropriate actions

912Ensure code compliance and safe events by conducting plan checks,site visits, and providing fire safety personnel for private andCity-sponsored events

365Optimize continued compliance of existing fire sprinkler and fire alarmsystem by developing andmaintaining Title 19, Fire Protection SystemTesting Program

183Investigate all fires of suspicious nature

60Strengthen the department's ability to respond to and recover froman emergency or disaster by participating in EmergencyManagementrelated trainings, meetings, exercises, workshops, and special events

16,036Subtotal


Fire Department




80Look at technology and equipment to streamline the City'sdevelopment review process (CP, SP)

0103201

80Expand the utilization of GIS - apply toward fire inspections,pre-fire planning, development review (CP, SP, DI)

0103201

80Expand mobile workforce - provide mobile computing andinspection tools to Fire Inspectors and Fire Engine companiesto streamline inspections and data collection. (CP, SP, DI)

0103201

120Improve current Title 19 inspection and certification programutilizing innovative database technology in order to improvethe reliability of existing fire suppression systems - coordinatewith new CAD/RMS system implementation. (DI)

0103201


160Continue implementation of new RMS and billing systems, inconjunction with the new CAD/RMS implementation project toimprove the fire inspection and brush inspection programs andcost recovery billing. (SP, DI)

0103201

40Examine the possibility and staff requirements of reinstitutingthe CERT, DART, and Fire Safety education programs.Research alternate delivery models. (DI)

0103201

80Develop and implement a restructured inspection system toincorporate biennial inspections of selected occupancies whilemaintaining or increasing inspection frequency on high-valueand high- occupancy addresses. (DI)

0103201

640Subtotal



Fire Department


FY 2011/12Hours

FY 2011/12Budget

Full Time Positions


1,8230.97Fire Battalion Chief 80

1,4100.75Fire Captain 112


1,8801.00Plan Check Inspector

1,6920.90Fire Engineer 112

1,4100.75Firefighter 112

2,2561.20Firefighter Paramedic 112

3,7602.00Fire Inspector

5640.30Administrative Clerk II Safety Support


FY 2011/12Hours

FY 2011/12Budget

Total Staffing


Goal2011/12

Projected2010/11

Actual2009/10


3,0002,1002,365Fire prevention inspectionsperformed at the company level

0103201

1,6401,6401,640Brush clearance parcelinspections performed at thecompany level

0103201

343433State mandated high riseinspections conducted

0103201


Fire Department


Goal2011/12

Projected2010/11

Actual2009/10


600588N/AFire Prevention Bureau fire alarmand sprinkler inspections

0103201

14015086Citizen fire code complaintinspections

0103201

30256Fire investigations conducted0103201

575525529Fire alarm and sprinkler planchecks conducted

0103201

757054Conceptual, architecture, andbuilding plan reviews

0103201

325290354Special events processed0103201

235220192Special events plan checks0103201

650610N/AFire Permits Issued0103201

000Fire deaths per 100,0000103201

PercentChange

FY 2011/12Adopted

FY 2010/11Adopted

FY 2009/10Actual

Program Budget

Revenue by Category

0.00%3,0003,0002Licenses Permits

0.00%1,290,8001,290,800658,585Service Fees & Charges

0.00%1,293,8001,293,800658,587Total Revenues


Fire Department


PercentChange

FY 2011/12Adopted

FY 2010/11Adopted

FY 2009/10Actual

Program Budget





-0.49%20,20020,30014,211Other Charges

2.23%2,108,3002,062,4001,883,699Total Expenses

PercentChange

FY 2011/12Adopted

FY 2010/11Adopted

FY 2009/10Actual


*1,068.68%2,108,300180,400164,8940103201 - Fire Prevention

*-100.00%0378,500347,3610103202 - Plan Check

*-100.00%01,452,4001,324,4610103203 - Enforcement

*-100.00%051,10046,9830103204 - Fire Investigations

2.23%2,108,3002,062,4001,883,699Total Expenses

*Plan Check, Enforcement, and Fire Investigations were consolidated into Fire Preventionto streamline operations and promote efficiency within this master subprogram.


Fire Department


DescriptionThe Emergency Response Services program includes, Fire Suppression, Urban Searchand Rescue (USAR) and the Suppression/Certification and Training subprograms.

Emergency response services are the foundation of the Fire Department's overall mission.Emergency response is the rapid and timely delivery of competent emergency services toany incident which threatens or has the potential to threaten life, property, and theenvironment.

Emergency Response Services encompass fire suppression, physical rescue, UrbanSearch and Rescue (USAR), all-risk hazard mitigation, and non-emergency calls for service.Personnel in this program also provide the staffing for emergencymedical services, companylevel fire prevention inspections, and comprehensive pre-fire planning.

Program GoalEmergency Response Services are dedicated to providing rapid, highly-skilled responsefor the mitigation of all types of emergencies to protect the Beverly Hills community, visitorsand other government agencies from all risks; and to provide superior service for all typesof non-emergency service calls that may affect the community's well-being and quality oflife.


16,613Respond to all emergency calls and public assistance requests,mitigate emergencies, and provide service as needed

16,400Ensure immediate, efficient, and effective response and mitigationof emergency incidents by maintaining a steady state of personnel,equipment, and apparatus readiness

16,136Provide rapid response to hazards of all scope and scale by providingprogressive, ongoing departmental training. This training includesfire suppression, rescue, Urban Search and Rescue (USAR), allhazard mitigation, as well as incidents involving Chemical, Biological,Radiological, Nuclear, and Explosive (CBRNE) agents

3,021Improve inter-agency response capability through participation inregionalized training involving conventional and specialized skills infire suppression, Urban Search and Rescue (USAR), and Chemical, Biological, Radiological, Nuclear and Explosive (CBRNE)


Fire Department



2,338Promote inter-jurisdictional cooperation and response throughparticipation in regional and State mutual aid requests as part of AreaA strike team as well as partnerships in mutual aid and automatic aidwith other local jurisdictions


40Monitor equipment inventories and continually reassess effective lifespans and use.

54,698Subtotal


320Research site availability and options with existing Cityproperties and structures for Fire Department training activitiesand firefighting and rescue operation drills. Develop plans foruse of identified sites and facilities. (DI, SP)

0103301

240Participate in planning and implementation of Area A and LosAngeles Regional inter-operational training activities. (CP, SP,DI)

0103301


60Expand use of desktop-based communication tools - Increaseon-line training opportunities and explore learn at a distancevideo training applications for all fire stations. (SP, DI)

0103301

1,500Implement the state-of-the-art CAD/RMS system - Developmentof Beverly Hills Fire specific functionality and recordmanagement. Train a cadre of trainers to provide instructionto all personnel on the utilization of the new system. ( CP, SP,DI)

0103301


Fire Department



240Review and update Dispatch protocols and procedures inconjunction with implementation of new CAD/RMS system anddeployment changes recommended in the organizational auditand strategic plan. (DI, SP)

0103301


640Provide Continuing education on Hazardous Materials andWeapons of Mass Destruction (WMD) at awareness andoperational levels to all Fire Department response personnel.(SM, SP, DI)

0103301

1,240Train and test five (5) new recruit firefighters on all departmentalequipment and standard operating procedures throughcompletion of their probationary year. (CP, SP, DI)

0103301

320Continue Training all personnel on application and use of thenew Mobile Data Terminals (MDTs) on all emergencyapparatus. Develop, publish and train a new MDT use policy.(SP, DI)

0103301

4,560Subtotal


FY 2011/12Hours

FY 2011/12Budget

Full Time Positions







Fire Department


FY 2011/12Hours

FY 2011/12Budget

Full Time Positions



FY 2011/12Hours

FY 2011/12Budget

Total Staffing


Goal2011/12

Projected2010/11

Actual2009/10


6,2256,0006.066Emergency responses0103301

11813896Fire incidents0103301

135132122Hazardous conditions incidents0103301

445350336Service call incidents0103301

875682776False alarm and false incidents0103301

353538Personnel trained/certified inUrban Search and Rescue(USAR)

0103301

700840836Confined space training hours0103301

75%73%66%Percentage of emergencyincidents where the FireDepartment units are on scenein 4 minutes or less from receiptof alarm

0103301


Fire Department


PercentChange

FY 2011/12Adopted

FY 2010/11Adopted

FY 2009/10Actual

Program Budget

Revenue by Category


0.00%41,90041,90030,598Total Revenues






-0.00%75,70075,70053,081Other Charges

7.91%8,866,6008,216,7007,841,198Total Expenses

PercentChange

FY 2011/12Adopted

FY 2010/11Adopted

FY 2009/10Actual


**48.43%8,866,6005,973,6005,745,7050103301 - Emergency ResponseServices

**-100.00%0451,200401,9750103302 – USAR Program

**-100.00%01,791,9001,693,5180103303 - Certification & Training

7.91%8,866,6008,216,7007,841,198Total Expenses


**USAR Program and Certification & Training were consolidated into Emergency ResponseServices to streamline operations and promote efficiency within this master subprogram.


Fire Department


DescriptionThe EmergencyMedical Service program includes Calls for Service, ProgramManagement,and Certification and Training of response personnel.

Emergency Medical Services (EMS) has become an increasingly important function of theFire Department. The rapid response of highly-trained paramedics and emergency medicaltechnicians is vital to the survival and recovery of patients suffering from medicalemergencies or traumatic injuries. Fire Department responses to medical emergenciesare increasing steadily due to the population density and demographics of the community,its day-time business population and visitors.

The Emergency Medical Service (EMS) division is tasked with the rapid delivery of medicalaid of all types including basic and advanced cardiac life support. Firefighter Paramedicsand Emergency Medical Technicians (EMTs) provide that response and care in a mannerexceeding recognized standards. The delivery of medical care is provided to all residentsand visitors to the City with efficiency, professionalism, and compassion.

Program GoalThe Fire Department's EMS program goal is to provide rapid emergency medical response,advanced cardiac life support and pre-hospital care, by highly-trained and skilled paramedicsand EMTs, utilizing state of the art equipment.


42,874Maintain response time efficiency of under 4 minutes, to 75% of theapproximately 4,000 emergency medical calls received each year

20,620Improve the quality of EMS service delivery by continually evaluatingpatient care and documentation through a continuous qualityimprovement program

3,067Maintain the certifications for all Emergency Medical Technicians(EMTs) and Paramedics by providing 24 hours of on-duty, continualeducation units per year, for each of the three shifts

7,667Maintain continual, current compliance to Federal, State, and Countyregulations related to EMS provision as well as the health and safetyof our personnel

2,300Ensure compliance with Los Angeles County Department of HealthServices policies for provision of Emergency Medical Services (EMS)by training and implementing policy set forth by the local EMS agency


Fire Department




76,678Subtotal



240Complete Los Angeles County Department of Health Services(DHS) Audits of the Paramedic Program and the audit/approvalprocess for the Emergency Medical Technician (EMT)education and recertification programs. (SM, DI)

0103401

200Purchase equipment, complete training, and place in serviceon all Fire Department Advanced Life Support units, the newContinuous Positive Airway Pressure (CPAP) devices. This isa new treatment standard in Los Angeles County. (DI)

0103401

300Develop Specifications, evaluate bids, purchase and place inservice one new Paramedic Rescue Ambulance in order toimprove response capabilities to the increasing number of

0103401

simultaneous emergencymedical calls. The oldest ambulancerather than being salvaged will have its life span increased toprovide an additional reserve vehicle for minimal additionalcost of maintenance. (CP, SP, DI)

740Subtotal


FY 2011/12Hours

FY 2011/12Budget

Full Time Positions





Fire Department


FY 2011/12Hours

FY 2011/12Budget

Full Time Positions




1,8801.00EMS Coordinator


FY 2011/12Hours

FY 2011/12Budget

Total Staffing


Goal2011/12

Projected2010/11

Actual2009/10


672576504Number of paramedic traininghours received and certified aspart of continuing educationrequirements

0103401

696696732Number of emergency medicaltechnician training hours receivedand certified as part of continuingeducation requirements

0103401

222Number of personnel attendingparamedic school

0103401

1,1401,140520Number of training hoursreceived for departmentpersonnel attending paramedicschool

0103401

174166149Advanced Life Support (ALS)calls for service - response fortreatment only

0103401


Fire Department


Goal2011/12

Projected2010/11

Actual2009/10


1,1661,1101,107Advanced Life Support (ALS)calls for service - response fortreatment and transport

0103401

995948986Basic Life Support (BLS) calls forservice - response for treatmentonly

0103401

1,0731,0222,099Basic Life Support (BLS) calls forservice - response for treatmentand transport

0103401

802764156Other rescue and/or EmergencyMedical Services (EMS)responses that do not requiremedical assistance

0103401

390038003,759Total rescue and EmergencyMedical Services (EMS)responses

0103401

$1,800,000$1,785,000$1,746,818Cost recovery revenuesgenerated by emergencymedicalservices billing program

0103401

75%75%74%Percentage of calls forEmergency Medical Services(EMS) service where FireDepartment units arrive on scenein 4 minutes or less from alarm

0103401


Fire Department


PercentChange

FY 2011/12Adopted

FY 2010/11Adopted

FY 2009/10Actual

Program Budget

Revenue by Category


0.00%1,800,0001,800,0001,928,079Total Revenues





0.00%95,70095,70067,066Other Charges

6.77%10,893,30010,202,6009,772,628Total Expenses

PercentChange

FY 2011/12Adopted

FY 2010/11Adopted

FY 2009/10Actual


*17.02%10,893,3009,309,3008,895,4550103401 - Emergency MedicalServices

*-100.00%0292,800315,2560103402 - EMS - ProgramManagement

*-100.00%0600,500561,9170103403 - EMS - Certification &Training

6.77%10,893,30010,202,6009,772,628Total Expenses

*EMS - Program Management and EMS - Certification & Training were consolidated intoEmergency Medical Services to streamline operations and promote efficiency within thismaster subprogram.


Fire Department


DescriptionThe Fire Community Outreach Programs includes the Community Emergency ResponseTeam (CERT) and Public Access Defibrillator (PAD) subprograms. Fire CommunityPrograms are designed to encourage citizens, the business community and members ofthe Beverly Hills Unified School District to learn basic emergency skills which will enablethem to save lives and protect property. CERT and Disaster Assistance Response Team(DART) (for schools and businesses) will help to reduce the City's response burden in anydisaster or large scale life-threatening events.

Program GoalEnhance the community's ability to deal with emergencies or large-scale disasters byproviding the training programs, skilled instructors and encouragement necessary to trainour citizens, employees, business community and members of the Beverly Hills schooldistrict.


50Enhance community level of readiness by maintaining up to datedisaster skills through the Community Emergency Response Team(CERT) and Disaster Assistance Response Team (DART) trainingprograms

100Maintain readiness of Public Access Defibrillators (PAD) units inservice

54Promote community responsibility, as it relates to wild land fireprevention, by encouraging neighborhood participation in the Firewiseprogram

204Subtotal



40Examine the possibility of providing additional CERT trainingthrough researching alternate delivery models (DI)

0103501

40Subtotal

244Total Staff Hours


Fire Department


FY 2011/12Hours

FY 2011/12Budget

Full Time Positions

560.03Fire Battalion Chief 80

1880.10Fire Captain 80


FY 2011/12Hours

FY 2011/12Budget

Total Staffing


Goal2011/12

Projected2010/11

Actual2009/10


100Community Emergency ResponseTeam (CERT) classes conducted

0103501

223Disaster AssistanceResponse Team(DART) classes conducted

0103501

2520N/ANumber of certified trainedvolunteers used as part of citywideexercise

0103501


Fire Department


PercentChange

FY 2011/12Adopted

FY 2010/11Adopted

FY 2009/10Actual

Program Budget

Revenue by Category

--000Total Revenues


*-20.62%48,90061,60073,036Salaries & Benefits



0.00%2,9002,9002,020Other Charges

-16.08%66,30079,00079,209Total Expenses

*Reduction in salaries and benefits is due to change in allocation of personnel.

PercentChange

FY 2011/12Adopted

FY 2010/11Adopted

FY 2009/10Actual


*57.86%66,30042,00044,9620103501 - Fire CommunityPrograms

*-100.00%014,80029,4320103502 - CPR & First Aid

*-100.00%022,2004,8150103503 - Public AccessDefibrillation

-16.08%66,30079,00079,209Total Expenses

*Subprogramswere consolidated into the Fire Community Programs to streamline operationsand promote efficiency within this master subprogram.


Fire Department



Program GoalEffectively and efficiently account for replacement of all non-vehicle capital outlay equipment.Ensure timely replacement of Emergency response tools and equipment as well as alltools, equipment, furniture and fixtures used to support the ongoing mission of the FireDepartment.

PercentChange

FY 2011/12Adopted

FY 2010/11Adopted

FY 2009/10Actual

Program Budget

Revenue by Category

--000Total Revenues


*-66.11%115,800341,70047,255Capital Outlay

--24,600026,590Other Charges

-58.91%140,400341,70073,845Total Expenses

PercentChange

FY 2011/12Adopted

FY 2010/11Adopted

FY 2009/10Actual


*-58.91%140,400341,70073,8454009920 - EquipmentReplacement Program(Department 20)

-58.91%140,400341,70073,845Total Expenses

*Capital Outlay expenditures were reduced by carefully evaluating the condition of equipmentscheduled for replacement and extending life of equipment where practical in order toreduce General Fund expenditures.


Fire Department


Fire Department


Community Development

Department Summary



Building and Safety

Community

Preservation

Planning

Administration

Permit Center

eGov-CD



Department Summary

Department Mission

We guide development of the built environment to enhance and maintain quality of life.


A new program, eGov-CD, was established which will focus exclusively on transitioningdevelopment related business operations to an online environment.Several sub-programs were collapsed: Current Planning and Advance Planning intothe Planning program, Plan Review and Inspections sub-programs into the Buildingand Safety program, Records Management and City-wide Government sub-programsinto Administration, and Code Enforcement and Rent Control sub-programs intoCommunity Preservation.The Permit Center program, previously a sub-program of Administration Services isnow a separate program.Due to the PARS early retirement option, one Development Services Technician IIposition was eliminated and job duties were re-organized.There was a significant decrease in the Internal Service Fund Receipts Revenueprojection due to the absence of major capital improvement projects.Included in the Licenses and Permits revenue increase were revenues from majorprojects expected for FY 2011-12 such as the condominium projects at 432 NOakhurst,450-460 N Palm Drive and 313 Reeves Dr.Service indicators were modified to reflect more meaningful performance measures.These created new baselines for FY2011-12; therefore, data of prior years were notavailable (N/A).For General Fund programs, the Equipment Replacement Fund – Fund 40 is accruingfor the full cost of replacement of office and field equipment for FY 2011/12 and 64 %of the total replacement cost for FY 2012/13.


FY 2011/12Hours

FY 2011/12Budget

FY 2010/11Budget

FY 2009/10Budget

Full Time Positions


FY 2011/12Hours

FY 2011/12Budget

FY 2010/11Budget

FY 2009/10Budget

Part Time Positions

0.000.000.000.00Total Part Time Positions



Department Summary

Department Budget

PercentChange

FY 2011/12Adopted

FY 2010/11Adopted


18.32%9,500,7008,029,6007,106,292Licenses Permits

0.00%5,0005,0005,187Fines & Penalties

-8.33%30,80033,600170,698Use Of Money & Property

6.11%1,171,4001,103,900969,142Service Fees & Charges

-100.00%0446,1001,924,150Internal Service Fund Receipts

-56.82%26,90062,30063,487Miscellaneous Revenues

10.89%10,734,8009,680,50010,238,956Total Revenues

PercentChange

FY 2011/12Adopted

FY 2010/11Adopted



-25.34%38,90052,10022,507Materials And Supplies



0.00%39,40039,4001,924Other Charges

7.24%10,006,0009,330,7009,349,637Total Expenses






DescriptionCommunity Development Administration provides support for the department's two divisions(Planning and Building and Safety) to implement City Council policy as directed by the CityManager. Administration also provides clerical and customer service support for thedepartment including support for three commissions - the Planning Commission,Architectural Review Commission and the Design Review Commission. The administrativefunctions include coordinating meeting activities, packet preparation and distribution,meeting schedules and minutes.

Administrative Services is responsible for budget management, purchasing, recordsmanagement coordination, accounting and administration of the Planning and IntelligenceUnits of the City's Emergency Operations Center

Administration Services also includes Records Management which is responsible for activeproject document management, document imaging and/or "archiving", providing publicinformation on all development and property related records (i.e. zoning, plans, reports,permits, covenants, and other related documents), and all City addressing.

Program GoalProvide pertinent information to staff and the public to assist them in effectively and efficientlymanaging available resources

Improve operational efficiency, access to available information and special projects whichenhance customer satisfaction

Provide records information to the public and City staff

Provide administrative support to Planning and building and Safety and the Planning,Architectural Review, and Design Review Commissions.


216Provide oversight of department programs through weekly meetings anddirectives

2,952Provide support services for department divisions including clerical, recordsmanagement, and accounting assistance

1,630Facilitate effective commission meetings by preparing and coordinatingcommission meeting materials, dates and activities as scheduled





109Provide public access of commission meetings and agenda minutes usingthe Granicus system

94Ensure timely employee evaluations are completed

302Meet budget deadlines set by the budget office by coordinating the activitiesin the budget process

1,457Provide records research services for internal and external customers within14 days

106Facilitate new and recurring contracts of professional consultants hired bythe department with a 4-week turn-around time

147Expedite payments of services by consultants by initiating check processingwithin two weeks upon receipt of invoices

4Ensure development-related permits are processed within set timelines

19Administer address changes and verification in a timely manner

33Outreach to community through regular attendance at business andresidential neighborhood , HomeOwners' Association, business andChamberof Commerce events.

24Secure grant funding for department projects and programs by researchingfunding opportunities, submitting applications as appropriate andadministering the grants

113Strengthen the department's ability to respond and recover from anemergency or disaster by participating in Emergency related trainings,meetings, exercises, workshops and special events

7,206Subtotal





Vision Statement #3: Beverly Hills is known throughout the region, state, and nation as aleading edge, innovative community in its government, business, and technology programs.

293Provide leadership and oversight of multi-departmental taskforce to improve/streamline the Development Review Process(CP/DI/ES/SP)

0103602

85Define, establish and align goals and expectations of eachprogram (DI)

0103602

420Identify critical functions of staff to avoid duplication of rolesand responsibilities and create desk manuals to captureinstitutional knowledge (DI,SP)

0103602

52Establish centralized policy and procedure manual for entiredepartment based on framework established in FY10-11(DI)

0103602

51Establish a departmental employee recognition program (DI)0103602

165Implement schedule of appropriate and continuous staff trainingfor professional development based on results from needsassessment. (DI)

0103602

1,066Subtotal





FY 2011/12Hours

FY 2011/12Budget

Full Time Positions

4700.25Director of Community Development

4700.25Management Analyst

9400.50Customer Service Representative

9400.50Building and Safety Inspector II

3,7602.00Secretary

1,6920.90Executive Assistant III


FY 2011/12Hours

FY 2011/12Budget

Total Staffing


Goal2011/12

Projected2010/11

Actual2009/10


750750596Number of public records requests0103602

100100N/APercent of records servicesprocessed within 14 days

0103602

100N/AN/APercent of records processed in 48hours

0103602

200N/AN/ANumber of customer servicesurveys conducted

0103602

100N/AN/APercent of customers fully satisfiedwith services provided by therecords management program

0103602




PercentChange

FY 2011/12Adopted

FY 2010/11Adopted

FY 2009/10Actual

Program Budget

Revenue by Category

-87.34%42,400335,0000Licenses Permits



-25.56%716,600962,700533,871Total Revenues


-72.11%476,3001,707,500706,068Salaries & Benefits



0.00%4,4004,400217Other Charges

-40.13%554,1001,788,900748,262Total Expenses




PercentChange

FY 2011/12Adopted

FY 2010/11Adopted

FY 2009/10Actual


-100.00%0000103601E028 - Special Programs

-100.00%01,003,025166,0450103601E029 - Permit Center

-100.00%0288,708414,4840103601 - CD Administration

-100.00%0350,39345,5470103602 - Records Management

--*535,600000103602 - CD Administration

-100.00%0128,324

122,1860103603 - City-WideGovernance- CD

0.00%18,50018,500

02303601 - CommunityDevelopment Technology

-69.03%554,1001,788,900748,262Total Expenses

*For FY 2011/12 subprograms 0103601CDAdministration, 0103601E028Special Programs,0103602 Records Management, and 0103603 City Wide Governance -CD were combinedinto one subprogram and renamed 0103602 – CD Administration



037 - Planning

Description

The majority of Planning's work effort is directed to the review and processing of privatedevelopment projects; providing information to residents, business owners, governmentand non-governmental agencies; and implementing City Council work plans. The divisionis also responsible for implementing city goals and objectives identified in the GeneralPlan, including policies related to land use development, housing, conservation andpreservation, among others. Planning supports other departments in the processing of cityprojects, environmental review for a variety of city actions, and monitors regionaldevelopment.

Planning serves three commissions that provide for public and commission review; including,Planning, Architectural and Design Review Commissions. The Planning Commissionevaluates land use-related projects and provides guidance and recommendations on policywork. The other two commissions provide architectural review of commercial, multiplefamily and single family homes.

There was a shift in staff allocations from the Permit Center to the Planning programresulting to 26% increase in the Planning program's salaries and benefits expenditure.

Program Goal

Efficient and proactive review and processing of private development applications consistentwith applicable local, state and federal regulations, while ensuring ample opportunity foran informed public to participate in the review of significant projects.

Communicate, inform and provide timely responses to inquiries from residents, the businesscommunity and other organizations with information available at City Hall and internet-basedresources.

Advance and implement City-Council directed work plans and policy initiatives. Providestaff support and resources to the Planning, Architectural, and Design Review Commissionsas set forth in local ordinance and as directed by the City Council.



037 – Planning


3,180Management and Supervision. Ensure work and service is beingprovided consistent with expectations set forth by the City Manager;provide direction and support to staff; ensure work is being completedin a professional and timely manner; continually evaluate systemsand operations and implement changes and enhancements to bestbalance the need for efficient application processing with theexpectation of public input opportunities.

7,360Application Processing. Review and process all aspects related toadministrative applications, including plan check applications andprojects requiring review by the City Council, Planning Commission,Architectural Commission, and Design Review Commission;participate and provide guidance on concept review applications; andfinal inspections.

4,760Customer Service. Process over-the-counter applications; provideguidance and information at the Permit Center, through telephoneand email inquiries and Comcate requests for information; meet withprospective applicants; provide organizational support to other citydepartments, local and regional government agencies and localorganizations; review, monitor and, as appropriate, comment onregional development projects; participate in community meetings

1,222Work performed by the Community Development Director,Management Analyst and Executive Assistant III

400Professional Development / Training. Provide staff opportunities toenhance skills, keep current on applicable regulations, developinnovative strategies to improve overall work performance andefficiency, support the City's Emergency Operation Center, attendseminars and conferences.

16,922Subtotal



037 – Planning



200Westside Subway. Support the Transportation Division in itsmonitoring and coordination with Metro. (CP, EcS, GP)

0103701

300Zoning Code Update. Amend the Zoning Code to implementidentified development review streamlining initiatives; improveapplication processing,enhance readability, administration and

0103701

application of the code; eliminate outmoded references orconflicting code sections; and, incorporate graphics to clarifyregulatory intent. (CP, DI, EcS, GP)

300R-1 Mass and Bulk Standards. Consider discrete amendmentsto the R1 development standards to address concerns relatedto building scale andmass and required parking requirements.

0103701

This work item is not a comprehensive re-evaluation of the R1standards, but identifies opportunities to make minor changesto improve neighborhood compatibility and enhance the qualityof the buildings being constructed, while also addressingconcerns related off-street parking requirements. (CP, DI, GP)

120Special Needs Housing. Revise the zoning code as requiredby State Law to include regulations related to 'community carefacilities'; 'single room occupancy', 'transitional housing', and'emergency shelters'. (GP)

0103701

60Reduced Fees for Affordable Housing. Evaluate possiblewaivers or reductions in certain fees for development containingvery low, low- and moderate income housing units. (GP)

0103701

60Mills Act Ordinance. Develop an ordinance that implementsthis federal program providing tax benefits for historicrehabilitation of private property. (CP, GP)

0103701

50Housing Element. Finalize the 2007-2013 Housing Elementwith hearings before the City Council, (CP, GP)

0103701



037 – Planning

Staff HoursWork Plans


980eGov-CD & Streamlining. Develop initiatives associated withonline public zoning and business permit process, includingdevelopment review and electronic plan review; simply service

0103701

delivery; understand customer needs; update and inform publicof city processes; enhance the use and operation of one stoppermit center. (CP, DI, EcS, EnS, GP, SP)

80Carbon Foot printing/[Climate Action Plan]. Support PublicWorks in its development of baseline data on carbon emissions[and development of a Climate Action Plan]. (CP, EnS, GP)

0103701

540Department Enhancements. Implement the CommunityDevelopment Department's strategic plan focusing on areasrelated to shared division goals; establish roles and

0103701

responsibilities and clear expectations; review internalprocesses; formalize policies and procedures; provide quarterlyupdates to commissions and council. (DI, SP)


250Support Policy and Management Department to exploreopportunities to revitalize the southeast portion of the City,consider zoning regulations, parking, open space and possiblearts district. (CP, EcS, GP )

0103701

160Support Policy andManagement Department and the businesscommunity to develop a plan to promote and establish nightlifeuses in the City's Business Triangle. (EcS, SP)

0103701

3,100Subtotal




037 – Planning

FY 2011/12Hours

FY 2011/12Budget

Full Time Positions


1,8801.00Asst Director of Community Development-City Planner

5,6403.00Senior Planner


1,8801.00Assistant Planner

7,5204.00Associate Planner

1,8801.00Principal Planner



FY 2011/12Hours

FY 2011/12Budget

Total Staffing


Goal2011/12

Projected2010/11

Actual2009/10


10,00010,088N/ANumber of phone calls received0103701

85N/AN/APercent of administrative applicationscompleted within one (1) month

0103701

85N/AN/APercent of Planning Commissionapplications exempt fromenvironmental review and completedwithin 90 days

0103701

85N/AN/APercent of applications subject toenvironmental review (negativedeclaration / EIR) and completedbetween 91 and 365 days

0103701



037 – Planning

Goal2011/12

Projected2010/11

Actual2009/10


90N/AN/APercent of Architectural Reviewapplications completed in two orless meetings

0103701

75N/AN/APercent of Design Reviewapplications completed in two orless meetings

0103701

PercentChange

FY 2011/12Adopted

FY 2010/11Adopted

FY 2009/10Actual

Program Budget

Revenue by Category

40.12%842,800601,500543,341Licenses Permits


-15.58%569,300674,400658,021Service Fees & Charges


8.35%1,461,4001,348,8001,393,950Total Revenues



0.00%1,0001,000812Materials And Supplies


0.00%10,00010,000486Other Charges

37.02%1,887,6001,377,6001,517,778Total Expenses



037 – Planning

PercentChange

FY 2011/12Adopted

FY 2010/11Adopted

FY 2009/10Actual


-100.00%0183,20000103701E030 - Zoning Review

-100.00%0926,9001,084,1290103701 - Current Planning

--*1,887,600000103701 - Planning

--0026,9040103702E008 - General Plan

-100.00%0267,500406,7450103702 - Advance Planning

37.02%1,887,6001,377,6001,517,778Total Expenses

*For FY 2011/12 subprograms 0103701 Current Planning, 0103701E030 Zoning Review,0103702 Advance Planning, and 0103702E008 General plan were combined into onesubprogram and renamed 0103701 Planning.



038 - eGov-CD

DescriptionThe eGov-CD program focuses on providing public access to the department's servicesand information using online technology or the Internet. This includes plan review submittals,permit applications and issuance, payment collections, building and municipal codeinformation, inspection requests, project status information and others.

Since the eGov-CD program is a newly created program, many service indicator numbersare not available at this time.

Program GoalProvide a full line of online development services intended to reduce the time and effort ittakes customers to apply for and obtain Community Development services

Ensure all applicable and appropriate services are offered and presented online consistentwith the City's strategic plan

Improve the quality, accessibility, and timeliness of customer service delivering publicinformation and services using the Internet


489Develop new online services consistent with providing customers a morestreamlined approach to conducting government businesses

2,209Facilitate the processing of online plan review submittals, permit issuanceand other activities related to the development review process

244Collaborate with other City departments to maximize, grow and evolve theeGov-CD business.

686Respond to customer inquiries regarding the use of online services

94Meet with and survey customers and stakeholders to ensure eGov-CDprograms and services are meeting their needs and expectations.

94Update website with the most current information on the department'sevents and services

94Provide reports and analysis of online activities, trends and makerecommendations to expand and improve the online customer experience.



038 – eGov-CD


207Monitor, track, analyze and report on customer satisfaction, qualityassurance and timeliness of the department's online services.

4,117Subtotal

Staff HoursWork Plans

Vision Statement #3: Beverly Hills is known throughout the region, state, and nation as a leadingedge, innovative community in its government, business, and technology programs.

150Re-evaluate and implement best practices for online permittingoperations (DI, SP)

0103801

94Re-design the department website to facilitate and incorporate thedevelopment review process information (DI,SP)

0103801

94Maintain department website to provide current project developmentinformation (DI)

0103801

150Develop online public zoning and land use information (DI, EcS)0103801

150Develop an online customer feedback process/system. (SP)0103801

207Identify critical functions, roles and responsibilities of staff and createelectronic desk manuals to capture institutional knowledge (DI,SP)

0103801

207Identify program's core processes and services and create flowchartsfor public information (DI, SP)

0103801

95Establish an eGov-CD webpage (DI)0103801

1,146Subtotal




038 – eGov-CD

FY 2011/12Hours

FY 2011/12Budget

Full Time Positions

4700.25Asst Director Community Development City Building Officer

18801.00eGov-CD Manager


1,4100.75Development Services Technician II



FY 2011/12Hours

FY 2011/12Budget

Total Staffing


Goal2011/12

Projected2010/11

Actual2009/10


1,7001,248N/ANumber of online applicationsreceived

0103801

670492N/ANumber of online permits issued.0103801

6030N/APercent of permits processedonline

0103801

N/AN/AN/ANumber of Right of Way permitrenewals conducted viatelephone or online.

0103801

N/AN/AN/ANumber of online plan checksconducted

0103801

N/AN/AN/ANumber of customers usingonline services.

0103801

N/AN/AN/ANumber of trips eliminated to CityHall.

0103801



038 – eGov-CD

Goal2011/12

Projected2010/11

Actual2009/10


200N/AN/ANumber of customer servicesurveys conducted

0103801

100N/AN/APercent of customers fullysatisfied by the servicesprovided by the EGov-CDprogram

0103801

PercentChange

FY 2011/12Adopted

FY 2010/11Adopted

FY 2009/10Actual

Program Budget

Revenue by Category

--000Total Revenues


--356,90000Salaries & Benefits

--356,90000Total Expenses

PercentChange

FY 2011/12Adopted

FY 2010/11Adopted

FY 2009/10Actual


--356,900000103606 - eGov-CD

--356,90000Total Expenses



039 - Permit Center

Description

The Permit Center, previously a sub-program of the Administrative Services and now aseparate program, serves as the City's primary point of contact for development-relatedinquiries while providing a one-stop center for all development permit services includingfacilitating the collection of all development-related fees and taxes. The Permit Centerresponds to all development-related questions and serves as the City's central intake pointfor all plans, permit applications and other development related submittals.

The numbers reflected under the "Goal Projected 2011/2012" column are expected to beconsiderable less than prior years as the City begins its implementation of the eGov-CDservice which will allow the public to file most applications online. This new service willreduce the number of visits to the Permit Center for each service indicator that is beingtracked.Program GoalProvides a primary point of contact for development related services


226Develop miscellaneous OBC training guides/user manuals as anemployee resource

374Initiate ongoing public awareness and outreach programs regardingnew development processes

5,543Ensure development-related permits are processed within settimelines

6,143Subtotal



039 - Permit Center



478Re-evaluate and implement best practices for the permittingoperations as part of the development review process. (CP,DI, EcS, SP)

0103901

373Coordinate with other departments to develop agreed upontimelines and deliverables in support of the development reviewprocess. (CP, DI, EcS, SP)

0103901

315Acquire and implement online appointment scheduling. (DI,EcS, SP)

0103901

315Implement a customermanagement and queuingmanagementsystem (EcS, SP)

0103901

268Obtain customer feedback including comment cards, counterand website surveys. (DI, SP)

0103901

1,295Identify critical functions, roles and responsibilities of staff toeliminate duplication and create electronic desk manuals tocapture institutional knowledge (DI,SP)

0103901

338Establish a Permit Center webpage (DI)0103901

4,573Subtotal




039 - Permit Center

FY 2011/12Hours

FY 2011/12Budget

Full Time Positions

4700.25Asst Director of Community Development City Building Officer



4700.25Executive Assistant II


1,8801.00Building And Safety Inspector II

1,8801.00Principal Planner

1,8801.00Development Services Technician I

2,3501.25Development Services Technician II


FY 2011/12Hours

FY 2011/12Budget

Total Staffing




039 - Permit Center

Goal2011/12

Projected2010/11

Actual2009/10


10,00014,00013,388Total number of customers that visit thePermit Center

0103901

1,2751500N/ANumber of customers that visit thePermit Center for Planning services

0103901

2,5002,5001,936Number of customers that visit thePermit Center for plan review services

0103901

1,4001,8001,669Number of customers that visit thePermit Center for building-relatedpermit issuance

0103901

9009651,049Number of customers that visit thePermit Center for Public Works permitissuance

0103901

508657Number of customers that visit thePermit Center for Fire Departmentpermit issuance

0103901

10085N/APercent of permits issued over thecounter in less than 30 minutes

0103901

90N/AN/APercent of non-discretionary projectreviews completed within establishedtimelines

0103901

200N/AN/ANumber of customer service surveysconducted

0103901

100N/AN/APercent of customers fully satisfied withthe services provided by the PermitCenter.

0103901



039 - Permit Center

PercentChange

FY 2011/12Adopted

FY 2010/11Adopted

FY 2009/10Actual

Program Budget

Revenue by Category

-16.83%249,500300,0000Licenses Permits

-16.83%249,500300,0000Total Revenues



--1,50000Materials And Supplies


-25.94%742,8001,003,000166,045Total Expenses

PercentChange

FY 2011/12Adopted

FY 2010/11Adopted

FY 2009/10Actual


-25.94%742,8001,003,000166,0450103901 - Permit Center

-25.94%742,8001,003,000166,045Total Expenses




DescriptionBuilding and Safety consists of the Plan Review and Building Inspection sections. ThePlan Review section is charged with reviewing and approving all commercial and residentialprojects for compliance with federal, state and local laws. It provides assistance to customerswith their construction-related needs through its various public outreach programs. TheBuilding Inspection section has the nationally certified Building Inspection staff who provideinspections to all construction projects on private and City-owned properties.

Program GoalThe Building and Safety program assures a safe and quality -built environment by guidingand assisting residential and commercial owners/developers in their construction-relatedneeds.


7,509Improve the quality of customer service by streamlining theturn-around time of plan review for commercial and residentialconstruction work within the City to a maximum of 6 weeks

7,917Provide timely inspections by performing construction inspections ofnew and existing buildings and structures within 24 hours of thescheduled request. Inspections are performed within a two-hourappointment time, which is communicated to the property owner,architect, engineer, and contractor via e-mail notification the day priorto the scheduled inspection

1,500Ensure safety in City structures by continuing and maintaining itsplan check and inspection services for City Capital ImprovementProjects.

800Improve the quality of its staff by program providing in-housedepartment staff training on new State and City Municipal Codes,and internal operational procedures.

300Implement public awareness and outreach training programs relatedto building codes

250Participate in Emergency Management related trainings, meetings,exercises, workshops and special events





150Develop miscellaneous OBC training guides/user manuals as anemployee resource

18,426Subtotal



425Re-evaluate and implement best practices for plan reviewoperations as part of the development review process (CP, DI,EcS, SP)

0104610

350Identify core processes and services and create flowcharts toexplain and place in website and in pamphlets (DI, SP)

0104610

475Implement an electronic online plan review system. (CP, DI,EcS, SP)

0104610

300Expand web Emergency Operations Center (EOC) throughinteractive reporting and monitoring with internal and externalagencies. (CP)

0104610

623Identify critical functions, roles and responsibilities of staff toeliminate duplication and create electronic desk manuals tocapture institutional knowledge (DI,SP)

0104610

175Update the inspection and plan review webpages (DI)0104610

2,348Subtotal





FY 2011/12Hours

FY 2011/12Budget

Full Time Positions



1,8801.00Plan Review and Building Inspection Manager


7,5204.00Senior Building Inspector


9400.50Building and Safety Inspector II

1,8801.00Building Inspection Manager

1,8801.00Senior Plan Review Engineer

4700.25Secretary

1,8801.00Plan Reviewer

1,8801.00Supervisor Plan Review Engineer


FY 2011/12Hours

FY 2011/12Budget

Total Staffing





Goal2011/12

Projected2010/11

Actual2009/10


17517581Number of hrs. spent at publicoutreach and education events

0104610

4040N/AAverage training hours per employee0104610

150110N/ATotal number of 2-week plan reviews0104610

10080N/APercent of 2-week plan reviews doneon time

0104610



0104610



0104610



0104610

10085N/APercent of total plan checks done ontime

0104610

810800N/ATotal number of over-the-counterplan reviews

0104610

100N/AN/ATotal number of plan reviewre-checks conducted at the counter

0104610

13,88513,22414,895Total number of inspectionsperformed

0104610




Goal2011/12

Projected2010/11

Actual2009/10


5757N/AAverage number of inspectionscompleted each day

0104610

10095N/APercent of inspections completedwithin one business day after request

0104610

10095N/APercent of inspections done within the2-hour window

0104610

15N/AN/AAverage number of declined onlineinspection requests per day

0104610


0104610

10075N/APercent of customers fully satisfied withthe services provided by the planreview program

0104610

10090N/APercent of customers fully satisfied withthe services provided by theinspections program

0104610

PercentChange

FY 2011/12Adopted

FY 2010/11Adopted

FY 2009/10Actual

Program Budget

Revenue by Category

17.90%8,175,9006,934,7006,371,970Licenses Permits

--002,958Fines & Penalties

--*-65,600-179,500-190,449Service Fees & Charges

533.33%1,9003009,288Miscellaneous Revenues

20.08%8,112,2006,755,5006,193,767Total Revenues




PercentChange

FY 2011/12Adopted

FY 2010/11Adopted

FY 2009/10Actual

Program Budget





0.00%19,70019,700961Other Charges

9.47%1,964,0001,794,1002,722,521Total Expenses

*Reflects credit card processing costs

PercentChange

FY 2011/12Adopted

FY 2010/11Adopted

FY 2009/10Actual


-100.00%0834,6001,385,8330104601 - Plan Review

-100.00%0959,5001,336,6880104610 - Building Inspection

--*1,964,000000104610 - Building and Safety

9.47%1,964,0001,794,1002,722,521Total Expenses

*For FY 2011/12 subprograms 0104601 Plan Review and 0104610 Building Inspectionwere combined into one subprogram and renamed 0104610 Building and Safety.




DescriptionThe Community Preservation Services responds to citizen complaints, inquiries, andproactively enforces compliance of property maintenance standards, nuisance abatement,building permits, business tax registration, zoning, and animal control. It is also responsiblefor the administration of animal service contracts, and community mediation program withthe Los Angeles County Bar Association and rent stabilization enforcement. This programresponds to citizen complaints and inquiries relating to unlawful rent increases, reductionin housing services, and evictions of tenants residing in multi-family rental units.

Program GoalThe purpose of Community Preservation Program is to protect the health, safety andgeneral welfare of the community through the administration of community preservationand rent regulations.


200Increase public awareness of animal control control, propertymaintenance and other code enforcement regulations throughdissemination of public educational information using the City websiteand written materials

360Respond and investigate rent control complaints within three days

337Increase the number of voluntary compliance violations for rent control

250Resolve disputes by providing free mediation services to landlordsand residents of Beverly Hills

1,980Provide a safer and higher quality of life to the community by detectingand investigating code violations relating to property maintenance,building permits, business tax registrations, zoning and animal controlwithin 5 days

1,450Satisfy legal requirements by issuing notice of violations, and Noticeto Appear (NTA) citations, administering the Administrative PenaltyProgram, preparing cases for administrative and criminalprosecutions, and representing the City at administrative and courthearings as needed within the compliance date requirements

2,170Verify timely compliance by responding to violation notices andmeetings within 3 days after compliance date





1,251Create efficiency in the records request process by responding toPublic Records Requests Act and citizen inquiries for informationwithin 10 days

200Minimize dog-at-large complaints and provide public information onleash law by continuing with proactive dog leash enforcement

210Improve inter-departmental communication by conducting city-widecode enforcement task force meetings bi-monthly and working withindividual departments monthly.

200Develop a proactive approach to code violations by conductingsystematic city-wide inspections in the commercial and residentialareas of Beverly Hills

300Achieve resolutions by voluntary compliance within 30 days

300Provide a higher level of animal shelter and field services bystreamlining the City's animal control program in partnership with theCity of Los Angeles

250Develop and maintain a policy manual specifically the complainthandling procedures for quality assurance purposes

50Participate in Emergency Management related trainings, meetings,exercises, workshops and special events

9,508Subtotal






234Identify program's core processes and services and createflowcharts for public information (DI, SP)

0114620

150Identify critical functions, roles and responsibilities of staff toeliminate duplication and create electronic desk manuals tocapture institutional knowledge (DI,SP)

0114620

80Develop mechanism for customer feedback. (SP)0114620

180Conduct a public outreach and education program targeted atcommercial signage (DI)

0114620

644Subtotal


FY 2011/12Hours

FY 2011/12Budget

Full Time Positions








FY 2011/12Hours

FY 2011/12Budget

Full Time Positions

3,7602.00Code Enforcement Officer

1,8801.00Senior Code Enforcement Officer

1,8801.00Code Enforcement Manager

1,4100.75Secretary


FY 2011/12Hours

FY 2011/12Budget

Total Staffing


Goal2011/12

Projected2010/11

Actual2009/10


1,2001,3001,297Number of code enforcement complaints0114620

70N/AN/APercent of code enforcement caseinvestigations initiated within 5 days

0114620

70N/AN/APercent of rent stabilization caseinvestigations initiated within 5 days.

0114620

151517Percent of unfounded code enforcementcomplaints

0114620

292523Percent of staff-initiated inspections0114620

778Percent of code enforcement casesresolved with first notice

0114620

778Percent of code enforcement casesresolved with second notices

0114620

577Number of code enforcement casesresolved with litigation

0114620




Goal2011/12

Projected2010/11

Actual2009/10


354048Number of code enforcement casesresolved by City Prosecutors Notice

0114620

122Percent of rent stabilization fieldinspections

0114620

111Percent of rent stabilization casesresolved with litigation

0114620

222Number of rent stabilization cases referredto City Prosecutor's Office

0114620

151518Percent of animal control violations0114620

80%N/AN/APercent of animal control violationsresolved in 30 days.

0114620


0114620

100N/AN/APercent of customers fully satisfied withservices provided by the CommunityPreservation program

0114620




PercentChange

FY 2011/12Adopted

FY 2010/11Adopted

FY 2009/10Actual

Program Budget

Revenue by Category

20.01%190,100158,400190,980Licenses Permits

0.00%5,0005,0002,228Fines & Penalties

--0010Use Of Money & Property

-100.00%04,0000Service Fees & Charges

16.55%195,100167,400193,218Total Revenues





0.00%5,3005,300260Other Charges

5.15%857,500815,500826,066Total Expenses

PercentChange

FY 2011/12Adopted

FY 2010/11Adopted

FY 2009/10Actual


-100.00%0733,800751,4990114620 - Code Enforcement

--*857,500000114620 - CommunityPreservation Services

-100.00%081,70074,5670114621 - Rent Stabilization

5.15%857,500815,500826,066Total Expenses

*For FY 2011/12 subprograms 0114620 Code Enforcement and 0114621 Rent Stabilizationwere combined into one subprogram and renamed 0114620 Community PreservationServices.






PercentChange

FY 2011/12Adopted

FY 2010/11Adopted

FY 2009/10Actual

Program Budget

Revenue by Category

--000Total Revenues


--000Total Expenses

PercentChange

FY 2011/12Adopted

FY 2010/11Adopted

FY 2009/10Actual


--000Total Expenses







Department Summary


Cable TV

Graphics /

Reprographics

Information Technology Department

Cable TV Administration

Cable TV Production

Document & Graphic Arts Administration

Graphic Arts Production

Document Production

IT

Network & Communications

Client Support

Software Solutions

Data Center

IT Administration



Department Summary

Department Mission

The Information Technology Department will be recognized among municipalities as apremier provider of technology infrastructure, services and support used to facilitate theadvancement and well-being of the residents, businesses, and visitors of Beverly Hills.

The Information Technology Department is a compilation of three divisions: InformationTechnology, Cable Television, and Graphics / Reprographics.


The two Cable Television division sub-programs were collapsed to simplify the budgetand accounting processes. The previous sub-programs: 4200901-Cable TVAdministration and 4200902-Multimedia Production are now merged into4200901-Cable TV.Five Information Technology division sub-programs were collapsed to simplify thebudget and accounting processes. The previous sub-programs: 4801501-ITAdministration (Operations), 4801503-Network and Communications (Operations),4801504-Client Support (Operations), 4801505-Software Solutions (Operations), and4801506-Data Center (Operations), are now merged into 4801501-InformationTechnology (Operations).The three Reprographics/Graphics Services division sub-programs were collapsed tosimplify the budget and accounting processes. The previous sub-programs:4307101-Document & Graphic Arts Administration; 4307102-Graphic Arts Production;and 4307103-Document Production, are now merged into4307101-Reprographics/Graphics.Retirement of Client Support Administrator lead to restructuring of department thatincluded creating a part-time Communications Technician position and a part-timeInformation Systems Technician position.‘Salaries and Benefits’ increased by 10.12% largely due to retirement contributionincreases and the increased participation in the ARMP (Alternative Retiree MedicalProgram) which, while decreasing long-term costs to the City and unfunded liabilities,increases current year costs.‘Other Charges’ increased by 155.72% due to an increase in depreciation charges,resulting from completion of the MAN project, a security system upgrade, firewallreplacement, the radio infrastructure improvement project, and building wiring upgrades,which caused fixed asset additions. Also, there were no retirements of fixed assets.The department’s share of the expenditure for debt service increased due to funds forradio replacement being shifted from a citywide expense to a department expense.‘Capital Outlay’ decreased by 74.78% due to less equipment needing replacementthis year. This expense will vary from year to year.



Department Summary


For non-General Fund programs, the Equipment Replacement Fund – Fund 40 isaccruing for the full cost of replacement of office and field equipment for FY 2011/12and FY 2012/13 and an accrual cost for equipment needing replacement beyond FY2012/13.The 68.99% increase in ‘Internal Service Fund Receipts’ resulting from the move ofboth IT replacement and IT Radio Replacement revenue from citywide to departmental.


FY 2011/12Hours

FY 2011/12Budget

FY 2010/11Budget

FY 2009/10Budget

Full Time Positions


FY 2011/12Hours

FY 2011/12Budget

FY 2010/11Budget

FY 2009/10Budget



Department Budget

PercentChange

FY 2011/12Adopted

FY 2010/11Adopted


0.00%250,000250,000199,924Intergovernmental Revenues

13.71%757,000665,7001,272,409Use of Money and Property

0.00%100,000100,000130,919Service Fees and Charges


--00324Miscellaneous Revenues

62.59%15,471,7009,515,80011,747,851Total Revenues



Department Summary

Department Budget

PercentChange

FY 2011/12Adopted

FY 2010/11Adopted




-0.11%2,316,7002,319,0002,435,967Contractual Services

-74.78%14,60057,90061,205Capital Outlay


155.72%5,497,5002,149,8003,977,123Other Charges


36.38%14,952,00010,963,00012,091,406Total Expenses





009 - Cable Television

DescriptionThe Cable Television Division is responsible for effectively monitoring video service providercompliance with state law, including consumer mediation and technical coordination forGovernment and Educational channels. The Cable Television Program also includesadministration, scheduling, and playback of programming on the City's Cable TV channelsand website. Additionally, this program provides electronic media production services forCity Council meetings, commission meetings and public information/education campaigns.

Program GoalThe purpose of the Cable Television Program is two-fold:

To ensure compliance with state law for the City's video service providers by resolvingcustomer service complaints, and by facilitating technical coordination for government andeducational programming channels offered to the public; and

To increase awareness and confidence in City programs and services by producing andensuring accessibility to multimedia programs for public information and education efforts.


689Provide quality customer service by responding to all video serviceprovider complaints by the next business day andmaintaining a 100%resolution rate.

1,080Continue to exceed the state's minimum legal requirements of atleast eight hours per day of on-air programming, measured on aquarterly basis.

500Ensure access to on demand and on air programming by preparing,publishing and automating television programming for the City's CableTV channels and website on a daily basis.

2,000Provide quality multimedia services by airing live and recording 100%of City Council study sessions and formal City Council meetings forreplay by the next business day.

1,454Support citywide initiatives by fulfilling requests to record Cityprograms and activities for internal initiatives and historicaldocumentation by the requested and approved deadlines.





500Maintain budget and procurement best practices by ensuringbudgetary controls and monitoring ongoing expenditures to ensurea balanced budget.

6,223Subtotal



7,266Expand production of original programming in support ofcitywide initiatives. (DI, GP, SP)

4200901

690Develop a strategic business plan leveraging the newtechnological capabilities of the recently commissionedproduction facility. (CP, DI, EcS)

4200901

7,956Subtotal


FY 2011/12Hours

FY 2011/12Budget

Full Time Positions

1880.10Chief Information Officer


1,8801.00Cable TV Program Operator Specialist

1,8801.00Cable TV Video Production Coordinator

9400.50Multimedia Services Manager


1880.10Assistant Chief Information Officer





FY 2011/12Hours

FY 2011/12Budget

Full Time Positions

1,8801.00Cable TV/Video Associate II


FY 2011/12Hours

FY 2011/12Budget



FY 2011/12Hours

FY 2011/12Budget

Total Staffing


Goal2011/12

Projected2010/11

Actual2009/10


100%100%100%Percentage of video serviceprovider complaints respondedto by next business day

4200901

300210132Number of original programsavailable on demand

4200901

100%100%100%Percentage of City Councilmeetings recorded for replay bythe next business day

4200901

100%100%100%Percentage of City Councilmeetings aired live

4200901

100%100%100%Percentage of video projectscompleted by the requested andapproved deadlines

4200901

100%100%100%BHTV 10 and BHTV 35 channelup-time

4200901




PercentChange

FY 2011/12Adopted

FY 2010/11Adopted

FY 2009/10Actual

Program Budget

Revenue by Category

14.40%572,000500,000796,340Use of Money and Property


12%672,000600,000927,259Total Revenues





44.77%38,80026,80038,513Other Charges


16.08%794,500684,400536,983Total Expenses

PercentChange

FY 2011/12Adopted

FY 2010/11Adopted

FY 2009/10Actual


-100.00%0311,900314,5624200901 - Cable TVAdministration

-100.00%0372,500222,4214200902 - Multimedia Production

--*794,500004200901 – Cable TV

16.09%794,500684,400536,983

*Beginning in FY 2011/12 subprograms ‘4200901-Cable TV Administration’ and‘4200902-Multimedia Production’ were combined into one subprogram renamed‘4200901-Cable TV’.




DescriptionInformation Technology will set the standard of excellence for municipal governmentsseeking state-of-the-art information services to improve the quality of their organizationalprocesses, and to enhance information services to their communities. The IT Programbreaks out into five functional areas.

IT Administration - Accountable for the vision, management, oversight, and delivery of ITsolutions.

IT Client Support - Provides ongoing service and support related to all front-end hardware,software and related computing equipment for citywide users. This includes first-linetelephone support, in-person technical support at user department sites, tracking andreporting of all user requests.

Data Center - Maintains and enhances the City's core computing infrastructure whichincludes all server and storage hardware, software and equipment, all public safety systemsand mission-critical applications.

Network and Communications - Provides comprehensive infrastructure and services insupport of all City departments, programs and activities. This includes telecommunications,wireless communications, radio communications, Local Area Network (LAN) services, WideArea Network (WAN) services, Municipal Area Network (MAN) services and internetcommunications services. This program also includes key security initiatives to ensure theintegrity and safety of citywide data and communications.

Software Solutions - Dedicated to producing products and services that increase theperformance, efficiency, and customer service capabilities of the organization. This programfocuses on software development for department users including research, developmentand implementation of software solutions for citywide initiatives including internal businessprocesses, business intelligence, eGov initiatives, GIS, CAD, Asset Management andsupporting the City's UNITE effort.

Program GoalThe purpose of the Information Technology Program is to facilitate citywide andintergovernmental knowledge sharing and to ensure access to reliable, innovative, costeffective technologies that will result in satisfied clients by providing comprehensive citywideinformation services and strategic professional services.





1,106Provide strategic vision for the delivery of effective informationsystems by meeting with client departments periodically and byproviding IT consulting and project management services fordevelopment and implementation of new projects by requesteddeadlines.


693Provide continued executive leadership within citywide governanceforums (Technology Committee, BHUSD, and Department ofHomeland Security) by scheduling and attending regular meetingsand by providing strategic vision, research and development servicesas required.

3,212Respond to all customer service requests according to the establishedservice level agreement and maintain a 100% resolution rate.

3,107Ensure functionality of City applications by developing, maintainingand enhancing software solutions for client departments.

3,770Ensure utility and supportability of citywide information systems byreplacing aging systems according to the established replacementschedules and by performing regularly scheduled maintenanceactivities.

881Provide IT consulting services related to provision of technical supportto BHUSD for systems and network administration based on anagreement for services between the City and the District.

132Provide end user training for desktop and mobile computing systems.

150Facilitate successful staff relocations by ensuring all front-endcomputing and telecommunications tools are moved, connected andreadily accessible.






58Secure grant funding for department projects and programs byresearching funding opportunities and submitting applications asappropriate, and administering grant awards.

80Continue to develop, refine and institute a Succession Plan withemphasis on creating promotional opportunities, capturing institutionalknowledge, mentoring and organizational cross-training, preparepeople to compete.

300Update the City's website, as needed, to reflect the latesttechnologies, to ensure continued accessibility to City programs, andto provide an enhanced web-based electronic notifications systemfor residents, property owners, businesses and visitors.

100Research and integrate the expanded use of social media related tocitywide technology initiatives.

350Promote City efforts and implement programs in support of theinitiative to maintain the highest level safety and security, makingBeverly Hills the safest City in America.

367Continue to expand the use of green technologies to reduce the City'scarbon footprint.

15,273Subtotal



367Continue long-term (3-5 years) activities identified in the ITFive Year Strategic Master Plan, including supporting clientdepartments in the implementation of funded CapitalImprovement Projects. (CP, DI, GP, SP)

4801501

211Provide leadership and IT consulting services in support of theVirtual Beverly Hills (VBH) portal, mobile VBH,MATCC upfitting,and additional related public safety initiatives. (CP, DI, GP, SP)

4801501





638Continue to provide Data Center and Network andCommunications services to BHUSDpursuant to the agreementfor IT consulting services. (CP, DI, GP, SP)

4801501

726Expand the City's wireless offerings, including testing,evaluation and implementation of new technologies andsolutions for implementation of municipal wireless transport

4801501

systems, including a wireless LAN (WLAN), wireless MAN(WMAN), and other emerging wireless technologies to benefitthe City, resident, visitor and business communities, as wellas enabling Public Safety, GIS, eGov, and Smart City initiatives.(CP, DI, GP, SP)

693Provide IT consulting services and technical and administrativesupport through successful development and implementationof the planned upgrade to the City's Computer Aided Dispatchand Records Management Systems (CAD/RMS). (CP, DI, GP,SP)

4801501

2,200Expand eGov initiatives by development and enhancement ofweb applications for the City's intranet and internets sites. (CP,DI, GP, SP)

4801501

1,386Provide IT consulting services and technical and administrativesupport through successful implementation of the planned newFinance and Human Resources System. (CP, DI, GP)

4801501

2,079Expand Enterprise GIS capabilities including integration of fieldbased applications for use in Public Safety, Planning andEngineering. (CP, DI, GP, SP)

4801501

750Plan and implement additional components of the CommunitySecurity Project to provide a unified community security system,including expanding the programs to include more CCTVcamera locations throughout the City and more ALPR camerasin police vehicles. (CP, DI, GP, SP)

4801501

4,000Replace end-of-life hardware, software and equipment andsuccessfully integrate new components into IT infrastructure,desktop, and mobile computing environments. (CP, DI, GP,SP)

4801501





178Research, evaluate, and implement best-of-breedmiscellaneous technology projects in support of citywideinitiatives. (CP, DI, GP, SP)

4801501

294Continue to optimize the way that data is archived, accessed,categorized, distributed, and secured by establishing processesfor comprehensive data management. (CP, DI, GP, SP)

4801501

250Enhance disaster recovery capabilities by establishing one ormore off-site disaster recovery presences to reduce the risk ofhaving all computing infrastructure in a single location. (CP,DI, GP, SP)

4801501

500Expand use of technology to enhance internal and externalcommunication and services, secure public safety, foster greeninitiatives and gain economic efficiencies. Commit resources

4801501

to implement targeted wireless technology to enhance the Cityexperience for our residents, visitors, and business community.(SP)

350Implement and maintain the citywide Customer ServiceStandards and efficiently work together and hold Departmentsand individuals accountable to the Standards. Development

4801501

Review Process - Improve the Permit Center's ability toseamlessly issue permits through a more streamlinedinterdepartmental collaboration. (SP)

422Work with the Community Development Department toimplement a comprehensive Automated Plan Check Systemto streamline business processes for building projects. (CP,GP, SP)

4801501

15,044Subtotal


FY 2011/12Hours

FY 2011/12Budget

Full Time Positions

1,3160.70Chief Information Officer




FY 2011/12Hours

FY 2011/12Budget

Full Time Positions



3,7602.00Senior Support Specialist

1,8801.00Network Administrator

1,8801.00Web Applications Integrator

1,8801.00Business Information Systems Administrator

1,8801.00Systems Integrator

1,8801.00GIS Integrator

3,7602.00Communications Specialist

1,8801.00Security Administrator

1,3160.70Assistant Chief Information Officer


1,8801.00Web Developer

1,8801.00IT Systems Architect


FY 2011/12Hours

FY 2011/12Budget



FY 2011/12Hours

FY 2011/12Budget

Total Staffing





Goal2011/12

Projected2010/11

Actual2009/10


60:160:153:1Number of workstations to ITFTEs

4801501

70:170:170:1Number of users to IT FTE4801501

99.999%99.999%99.999%Radio uptime4801501

99.999%99.999%99.999%Network uptime4801501

99.999%99.999%99.999%Telephone system uptime4801501

99.999%99.999%99.999%Wireless uptime4801501

100%100%100%Percent of surveys receivedranking highest satisfaction score

4801501

100%100%100%Percent of Helpdesk requestsclosed within service levelagreement guidelines

4801501

100%100%100%Percent of time where servicelevel agreement was either metor exceed

4801501

99.999%99.999%N/ASoftware solutions uptime4801501

99.999%99.999%99.999%Critical systems uptime4801501

PercentChange

FY 2011/12Adopted

FY 2010/11Adopted

FY 2009/10Actual

Program Budget

Revenue by Category




4.64%435,000415,700622,310Total Revenues




PercentChange

FY 2011/12Adopted

FY 2010/11Adopted

FY 2009/10Actual

Program Budget





0.00%0061,205Capital Outlay

**158.71%5,437,4002,101,7003,923,254Other Charges

--70000Total Transfers Out

56.39%9,779,8006,253,5008,188,465Total Expenses

PercentChange

FY 2011/12Adopted

FY 2010/11Adopted

FY 2009/10Actual


**8,536.65%1,908,70022,100702,4734101501 - IT Administration

--1,003,90002,716,9374101503 - Network AndCommunications

0.00%250,000250,000174,1104101503BHSD - Network AndCommunications - BHUSD

--468,50001,304,0324101504 - Client Support

--468,50001,231,0754101505 - Software Solutions

--1,037,40001,998,6334101506 - Data Center

0061,2054101506F009 – Assistance toFire Fighter Grant

--*4,642,800004801501- Information Technology(Operations)

-100.00%*0577,60004801501 – IT Administration(Operations)




PercentChange

FY 2011/12Adopted

FY 2010/11Adopted

FY 2009/10Actual


-100.00%*01,858,80004801503 - Network AndCommunications (Operations)

-100.00%*0907,10004801504 - Client Support(Operations)

-100.00%*0894,10004801505 - Software Solutions(Operations)

-100.00%*01,743,80004801506 - Data Center(Operations)

56.39%9,779,8006,253,5008,188,465Total Expenses

*Beginning in FY 2011/12 Subprograms ‘4801501-IT Administration (Operations)’,‘4801503-Network and Communications (Operations)’, ‘4801504-Client Support(Operations)’, ‘4801505-Software Solutions (Operations)’, and ‘4801506-Data Center(Operations)’ were all combined into the new subprogram ‘4801501-Information Technology(Operations)’.

** ‘Other Charges’ increased by 155.72% due to an increase in depreciation charges,resulting from completion of the MAN project, a security system upgrade, firewallreplacement, the radio infrastructure improvement project, and building wiring upgrades,which caused fixed asset additions. Also, there were no retirements of fixed assets. Thedepartment’s share of the expenditure for debt service increased due to funds for radioreplacement being shifted from a citywide expense to a department expense.




DescriptionThe Graphics / Reprographics Program consists of three functional areas includingAdministration, Graphic Arts, and Document Production and Distribution.

Administration - Implements graphic arts and document management initiatives andadministers systems and solutions to support the City's document and signage needs.

Graphic Arts - Produces art designs, layouts, and signage to support the City's publicityand information campaigns.

Document Production - Responsible for production and distribution of printed materialsproduced by the City including agenda packets, brochures, publicity materials, notices andbillings, including centralized metered postage services for City mailings.

Program GoalThe purpose of the Graphics / Reprographics Program is to design graphic arts and printhigh volume collateral projects to support a variety of City programs and services.


1,000Successfully administer the City's records management contracts byconverting the City's records archives to electronic format byestablished deadlines, and by ensuring completion of customapplication services as required.

4,000Provide high quality professional graphic services by fulfilling citywidegraphic arts design requests by approved deadlines.

4,000Provide high quality, professional print services by fulfilling citywideprint services requests by approved deadlines.

2,000Provide quality customer service by packaging, finishing anddelivering City Council and City Commission agenda packets by thelegally required deadlines.

501Provide quality customer service by packaging and processingrequested City mailings and billings by requested deadlines.

500Ensure compliance with established service level agreement (SLA)by successfully administering the City's enterprise-wide multi-functiondevices (MFD) contract.






12,501Subtotal



1,206Continue implementation of City branding for allcommunications and signage collateral. (CP, DI, GP)

4307101

900Continue facilitating records conversion services for all clientdepartments. (CP, DI)

4307101

2,106Subtotal


FY 2011/12Hours

FY 2011/12Budget

Full Time Positions

3760.20Chief Information Officer

1,8801.00Art Director


9400.50Multimedia Services Manager


1,8801.00Graphic Artist

1,8801.00Senior Graphic Artist

1,8801.00Reprographics Supervisor

3,7602.00Reprographics Assistant




FY 2011/12Hours

FY 2011/12Budget

Full Time Positions

3760.20Assistant Chief Information Officer



FY 2011/12Hours

FY 2011/12Budget

Total Staffing


Goal2011/12

Projected2010/11

Actual2009/10


100%100%100%Percentage of City mailingscompleted by requesteddeadlines

4307101

100%100%100%Percentage of document backlogconversion services completedby established deadlines

4307101

100%100%N/APercentage of graphic artsprojects completed by requestedand approved deadlines

4307101

100%100%N/APercentage of print servicesrequests completed by requestedand approved deadlines

4307101

100%100%100%Percentage of City Council andCity Commission meetingpackets completed and deliveredby required deadlines

4307101




PercentChange

FY 2011/12Adopted

FY 2010/11Adopted

FY 2009/10Actual

Program Budget

Revenue by Category

--0053,729Use of Money and Property


0.00%0054,006Total Revenues





-0.00%21,30021,30015,356Other Charges


8.87%1,653,0001,518,4001,419,224Total Expenses

PercentChange

FY 2011/12Adopted

FY 2010/11Adopted

FY 2009/10Actual


--1,653,000004307101 - Reprographics /Graphics

-100.00%0389,500370,8934307101 – Document andGraphic Arts Administration

-100.00%0302,600267,1784307102 - Graphics ArtsProduction

-100.00%0826,300781,1534307103 - Document Production

8.87%1,653,0001,518,4001,419,224Total Expenses






PercentChange

FY 2011/12Adopted

FY 2010/11Adopted

FY 2009/10Actual

Program Budget

Revenue by Category



*-74.69%*14,60057,8000Capital Outlay

-74.69%14,60057,8000Total Expenses

PercentChange

FY 2011/12Adopted

FY 2010/11Adopted

FY 2009/10Actual


-74.69%14,60057,80004009931 - EquipmentReplacement Program(Department 31)

-74.69%14,60057,8000Total Expenses

*’Capital Outlay’ decreased by 74.69% due to less equipment needing replacement thisyear. This expense will vary from year to year.






Public Works and Transportation

Department Summary


Traffic and

Transportation

Project Administration

Civil Engineering

Utilities

Water Distribution

Water System

Production

Wastewater

Solid Waste

Facility Services

Traffic Signal,

Street Light and

Street Maintenance

Fleet Services

CIP Management &

Inspection

Permit Counter &

General Public

Services

Private

Development

Project Services

Transportation

Services

Customer Service

Transportation

Planning and

Traffic

Engineering

Central Stores

Infrastructure

Management

Project

Administration

Parking Operations

Parking Facility

Operations

Parking Meters

Collections &

Maintenance

Clean Water

Public Works &

Transportation

Parking

Enforcement



Department Summary

Department Mission

The department's mission is to serve the City's residential and commercial communitiesby providing quality public works services and infrastructure with environmental and fiscalresponsibility.


Between FY 2010/11 and FY 2011/12 the department's personnel diminished from205.5 FTEs to 194 FTEs as a result of both cost containment efforts and the PARSretirement incentive.Budget Enhancement Requests totaled approximately $1.9 million. The largestcontributing item was the funding request for the Annenberg parking lot at 450 N.Crescent Drive in the amount of $685,000 but reduced by a revenue offset of $463,000.License and Permit revenue is projected to decrease by 28.7% primarily in the areasof permits such as for use of public right-of-way, excavation on public property orstreet, utility installations and heavy haul privileges.Service Fees and Charges are expected to be reduced due to the “contra” revenueaccount which is used to charge for credit card processing fees for parking meters.Due to consumer conservation efforts revenue fromwater sales is projected to decreaseby approximately $1.5 million.Materials and Supplies are projected to increase by 8.6% in FY 2011/12. The increaseis attributed to the increased cost for water purchases for resale to the City’s watercustomers and the increase in price of motor vehicle parts and accessories.For General Fund programs, the Equipment Replacement Fund – Fund 40 is accruingfor the full cost of replacement of office equipment and field equipment for FY 2011/12and 64% of the total replacement cost for FY 2012/13.For non General Fund Programs, the Equipment Replacement Fund – Fund 40 isaccruing for the full cost of replacement of office equipment and field equipment forFY 2011/12 and FY 2012/13 and an accrual cost for equipment needing replacementbeyond FY 2012/13.



Department Summary


FY 2011/12Hours

FY 2011/12Budget

FY 2010/11Budget

FY 2009/10Budget

Full Time Positions


FY 2011/12Hours

FY 2011/12Budget

FY 2010/11Budget

FY 2009/10Budget


122,33065.165.165.8Total Part Time Positions

Department Budget

PercentChange

FY 2011/12Adopted

FY 2010/11Adopted


0.00%712,600712,6000Other Taxes

5.89%1,940,1001,832,2002,132,144Intergovernmental Revenues

-28.68%1,349,3001,891,8001,639,239Licenses Permits

5.36%7,005,4006,648,9008,536,237Fines & Penalties

2.50%11,274,00010,999,40013,468,167Use Of Money & Property

-278.09%-337,300189,400-64,290Service Fees & Charges


-1.31%66,994,60067,883,10062,438,322Miscellaneous Revenues

0.30%110,823,400110,487,200110,109,578Total Revenues



Department Summary

Department Budget

PercentChange

FY 2011/12Adopted

FY 2010/11Adopted



8.60%13,507,30012,437,30010,396,406Materials And Supplies


--309,000022,914Capital Outlay


2.98%19,923,60019,346,70015,663,845Other Charges

0.00%1,506,0001,506,0002,138,535Total Transfers Out

4.73%114,823,900109,638,10092,639,261Total Expenses


CP = City Council Priority

EcS = Economic Sustainability

GP = General Plan

DI = Department Initiative

EnS = Environmental Sustainability

SP = Strategic Plan




DescriptionThe Project Administration Division is responsible for the accomplishment of assigned Citybuilding capital improvement projects in the most effective, prudent and economical manner.It provides administration and coordination of the various components of project planning,implementation and liaison between all City departments (clients) and the variouscontractors, consultants and agencies.

Program GoalDelivery of cost effective and timely development of City buildings and parks for Citydepartments by administering the capital improvement program (CIP) through applicationof professional management and financial oversight


750To ensure design quality, compliance with program objectives andon-time delivery of project designs by administering CIP consultantdesign contracts

750To ensure change orders do not exceed 10% of construction contractsby utilizing industry cost control measures

750To complete all contracts within the contractual completion date afterall approved time extensions through efficient delivery of capitalconstruction projects

2,250Subtotal



1,200Invest in physical improvements at Roxbury Park to deliver thehighest quality services by completing the project design andimplement construction of the new Community Center (DI,CP)

4802801

1,100Invest in physical improvements at the Library to deliver thehighest quality services by completing the project design andimplement construction of the Library Renovation (DI)

4802801






1,090Develop the 9400 Santa Monica Office Building to house theChamber of Commerce, Conference and Visitors Bureau/City

4802801

store, ground floor retail and 3rd floor office space bycompleting construction of the project (DI,EcS)

3,390Subtotal


FY 2011/12Hours

FY 2011/12Budget

Full Time Positions

1,8801.00Director/Project Administration

1,8801.00Project Administrator

1,8801.00Associate Project Manager


FY 2011/12Hours

FY 2011/12Budget

Total Staffing


Goal2011/12

Projected2010/11

Actual2009/10


90%95%N/APercent of construction contractsthat came within 10% changeorder threshold

4802801

95%100%N/APercent of construction contractscompleted within the contractualtime

4802801




PercentChange

FY 2011/12Adopted

FY 2010/11Adopted

FY 2009/10Actual

Program Budget

Revenue by Category


--0039Total Revenues





-0.93%10,60010,7007,305Other Charges

-15.05%734,300864,400756,272Total Expenses

PercentChange

FY 2011/12Adopted

FY 2010/11Adopted

FY 2009/10Actual


-15.05%734,300864,400756,2724802801 - Project Administration

-15.05%734,300864,400756,272Total Expenses




DescriptionThe PW Administration program provides the resources to implement City Council policyas directed by the City Manager. Administrative personnel provide clerical, recordsmanagement coordination, accounting and customer service support to all divisions of thedepartment, including support for commissions. Staff also provides centralized humanresource management within the department.

Program GoalThe program aims to ensure quality public service by providing efficient and effectivemanagement service throughout the Public Works divisions. Moreover, this programs aimsto coordinate efforts of Public Works divisions in support of the department's mission.


3,240To ensure quality public service through the efficient implementationof City Council policy as directed by the City Manager

3,190To provide oversight of all departmental divisions through weeklymeetings and directives

10,140To provide the support services for all department divisions byproviding clerical, records management, and accounting assistance

2,700To administer and facilitate the timely development of the annualdepartmental budget through intra-departmental coordination

1,980To oversee the efficient and timely recruitment of departmentalvacancies by reducing the average vacancy rate

2,570To ensure that sufficient resources are available to fulfill thedepartment mission

1,880To provide administrative support to the Public Works Commissionthrough the allocation of one FTE


280Secure grant funding for department projects and programs byresearching funding opportunities and submitting applications asappropriate

26,920Subtotal






80Identify critical functions and roles within the department andcreate desk manuals to capture institutional knowledge (SP)

4805001

30Examine other methods for obtaining customer feedbackincluding comment cards, counter surveys and website surveys(SP)

4805001

50Identify core City processes/services and create flow charts toexplain and place on website and in pamphlets (SP)

4805001

180Continue investigating energy supply options (CP)4805001

340Subtotal





FY 2011/12Hours

FY 2011/12Budget

Full Time Positions

1,8801.00Asst Director of Public Works and Transportation


1,8801.00Director of Public Works and Transportation


1,8801.00Contract Administrative Assistant


3,7602.00Secretary

1,8801.00Executive Assistant III



FY 2011/12Hours

FY 2011/12Budget

Total Staffing


Goal2011/12

Projected2010/11

Actual2009/10


150140N/ANumber of Council reportsproduced

4805001




PercentChange

FY 2011/12Adopted

FY 2010/11Adopted

FY 2009/10Actual

Program Budget

Revenue by Category

--000Total Revenues





0.00%44,70044,70030,680Other Charges

5.43%2,054,5001,948,6002,284,208Total Expenses

PercentChange

FY 2011/12Adopted

FY 2010/11Adopted

FY 2009/10Actual


5.34%1,942,5001,844,1002,188,7854805001 - PW Administration

7.18%112,000104,50095,4234805002 - Citywide Governance

- PW

5.43%2,054,5001,948,6002,284,208Total Expenses




DescriptionThe Civil Engineering program includes CIP Management and Inspection, Permit andGeneral Public Services, and Private Development Project Services. The CIPManagementand Inspection sub-program accomplishes the construction and maintenance of the City'spublic work's infrastructure such as streets, sidewalks, street lights, traffic signals, sewer,water, storm drain, fiber optic and decoration support systems within both city-ownedproperty and the City's public right-of-way.

Permit and General Public Services encompasses the review of permit applications andinspections for public right-of-way use, utility, driveway approach and excavation permitsfor all work to be done and/or activities/events taking place within the public right-of-way,in addition to record research of all infrastructure within the public right-of-way.

Private Development Project Services provides review of tentative and processing of finalsubdivision maps, lot line adjustments and public right-of-way vacations, preparation ofprivate development impact studies and conditions of approval, administration, review andapproval of public right-of-way improvements, and review of environmental documents.

Program GoalCIP Management aims to provide administration of all of the City's public works capitalimprovement projects (within the public right-of-way and on city-owned property) on behalfof all City departments for the benefit and well-being of the public

Permit and General Public Services aims to provide: a)review of utility, excavation andencroachment permit applications for all work to be done within the public right-of-way byutility companies and private developers and inspection of aforementioned permits duringconstruction and: b)assistance to the general public for all public works document research.The primary objective of this sub-program is maintaining long-term integrity of the city'sstreets, alleys and utility infrastructure

Private Development Project Services aims to provide review of tentative and processingof final subdivision maps, lot line adjustments and public right-of-way vacations, preparationof private development impact studies and conditions of approval, administration, reviewand approval of public right-of-way improvements and environmental documents, for thebenefit of the private developer. This program also includes the ongoing yearly contractfor drilling overview oil consultant services. The primary objective is the oversight of privatedevelopment within the city's borders from the perspective of: a) impact to the city's streets,alleys and utility infrastructure and: b) legal division of land





4,600To ensure quality assurance of design, on-time delivery of projectsand equitable payment of consultants through administration of CIPdesign contracts by consultants (involving review and comment onsubmittals and schedule); monitoring contracts, payments, andcertificates of insurance

3,587To ensure that change orders do not exceed 10% of the contractthrough the management of CIP construction contracts, includingproviding public outreach and utilizing cost control measures

1,508To ensure that no overspending of the Division's budget occurs andall Division personnel recruited are a "good fit" through provision ofsupport to the department in the areas of budget management,purchasing and personnel recruitment

1,900To ensure quality assurance of design, on-time delivery of projectsand equitable payment of consultants through the management andinspection of the construction of "unforeseen/unplanned projects"that occur throughout the fiscal year via requests from the CityManager's Office

675To ensure the feasibility of a project (from a public works point ofview) and to address the effect and required measures by the utilitycompanies and general public to mitigate any potential impacts tothe public right-of-way and the City's infrastructure, civil engineeringstaff perform review/approval of plans submitted by utility companiesand the general public for work within the public right-of-way withina 2 week maximum turnaround period

675To ensure the feasibility of the project (from a public works point ofview) and to address the effect and required measures by thedeveloper to mitigate any potential impacts to the public right-of-wayand the City's infrastructure, civil engineering staff review andcomment on private development projects (including EIRs) within a2 week maximum turnaround period





700To ensure the feasibility of a project (from a public works point ofview) and to address the effect and required measures by thedeveloper to mitigate any potential impacts to the public right-of-wayand the City's infrastructure, civil engineering staff perform reviewand approval of subdivision maps, vacations, and lot line adjustmentssubmitted by private developers within a 2 weekmaximum turnaroundperiod

875To ensure that the Records Retention schedule is adhered to andthat subsequent provision of record research services for internaland external customer (including coordination with the City Clerk'sOffice and City Attorney on Public Information Act) requests is met,Civil Engineering staff will provide maintenance and management ofthe Division's records

14,520Subtotal



250Develop and implement a Public Outreach Program utilizingthe City's website and informational handouts (DI)

0105102

30Evaluate at technology and equipment to streamline the City'sdevelopment review process (SP)

0105104

575Initiate and manage the design and construction of RobertsonYard Well Development and conveyance pipeline (CI,DI,ENS)

4805101

575Initiate and manage the construction of the replacement of 4existing 42-52 year old water reservoirs (CI,DI,ENS,ECS)

4805101






250Produce and accurate street map which clearly delineates citylimits (DI)

0105102

50Expand utilization of GIS (SP)4805101


500Improve customer service through innovation and training (DI)0105102

250Provide improved informational handouts and forms to thepublic on the web and customer service area. (Examples: forms

0105102

for Right-of-Way encroachments; sewer saddle installations;and commercial drive approach construction) (DI)

200Review and update of all Engineering informational handouts(DI)

0105104

200Improve the filing system of the City's Tract Maps and createelectronic copies of all of them (DI)

0105104

200Work with the City Attorney and City's Clerk's Office tostreamline contract procedures (DI)

4805101






1,650Organize and classify all the Engineering records plans in thevault and move records to a more accessible location (DI)

0105102

200Review and update of the Engineering review process (DI)0105104

200City-wide monument reinstatement (DI)4805101

5,130Subtotal


FY 2011/12Hours

FY 2011/12Budget

Full Time Positions

1,8801.00Deputy City Engineer

1,8801.00Supervising PW Inspector

5,6403.00Civil Engineer

1,8801.00Principal Civil Engineer

1,8801.00Civil Eng GIS Specialist

5,6403.00Public Works Inspector II


FY 2011/12Hours

FY 2011/12Budget


3000.16Administrative Intern

5500.29Public Works Inspector

8500.45Total Part Time Positions

FY 2011/12Hours

FY 2011/12Budget

Total Staffing





Goal2011/12

Projected2010/11

Actual2009/10


11,66712,90017,500CIP Management and Inspectionhours allocated

4805101

7811Number of CIP designs started4805101

7811Number of CIP designs completed4805101

8911Number of CIP constructioncontracts awarded

4805101

151418Number of CIP projects underconstruction

4805101

101112Number of CIP constructionprojects completed

4805101

15,000,00019,391,6608,369,549Total PO'S encumbered for CIPprojects in fiscal year

4805101

100%82%N/APercentage of engineering CIPprojects completed on time

4805101

6,4833,5004,000Annual labor hours allocated toEngineering Permits and theGeneral Public

0105102

N/A2,0666,000Number of engineering permitsreviewed

0105102

100%100%100%Percentage of engineering permitsreceived and processed within 2weeks

0105102

1,5002,0002,500Total labor hours allocated toprivate development projects andoil drilling review

0105104

30010050Number of public worksengineering permit inspections

0105104




PercentChange

FY 2011/12Adopted

FY 2010/11Adopted

FY 2009/10Actual

Program Budget

Revenue by Category

-16.68%568,100681,800904,145Intergovernmental Revenues

-54.77%441,400975,900716,245Licenses Permits

-57.00%30,10070,00047,805Service Fees & Charges


-39.02%1,073,1001,759,7001,682,279Total Revenues





-0.19%52,50052,60036,044Other Charges

0.00%6,0006,0006,000Transfers Out

2.12%1,821,9001,784,1001,648,980Total Expenses




PercentChange

FY 2011/12Adopted

FY 2010/11Adopted

FY 2009/10Actual


31.56%361,000274,400247,2660105102 - Permit Counter &General Public

-2.74%262,500269,900282,8150105104 - Private DevelopmentProject Services

0.00%6,0006,0006,0001205101 - CIP Management &Inspection

-3.36%1,192,4001,233,8001,112,8994805101 - CIP Management &Inspection

2.12%1,821,9001,784,1001,648,980Total Expenses



052 - Solid Waste

DescriptionThe Solid Waste program includes Solid Waste Residential, Solid Waste Commercial,Solid Waste Conservation, Alley Maintenance, and Street Sweeping. The Solid wasteresidential and commercial sub-programs are responsible for the collection of all the wastestreams collected in the City of Beverly Hills and to comply with the State Mandate AssemblyBill 939 to recycle 50% (percent) of all Solid Waste collected in the City of Beverly Hills.

The Solid Waste Residential sub-program is responsible for the collection of green wasteand mixed waste from single-family, duplex, and some multiple-family residences.

The Solid Waste Commercial sub-program is responsible for the collection of mixed wastefrom businesses, restaurants, and some multi-family residential and municipal facilities.The City provides the services by contracting with Crown Disposal to collect and processthe refuse at a Material Recovery Facility.

The Solid Waste Conservation sub-program produces community outreach and educationto encourage diversification of solid waste from the landfills.

The Alley Maintenance sub-program is responsible for residential alleys, by managing themaintenance of tree-trimmings, street sweeping, removal of bulk items on a scheduledbasis, and ensuring every alley is cleared twice a month and next day service is availableupon request. The Solid Waste Enterprise Fund contributes 20% of the Street Sweepingsub-program's incurred expenses for this service.

Any net revenues after operating and maintenance expenses are applied to capitalprogramming and/or replenishing fund reserves. Reserves equivalent to 50% of annualrevenues are saved in order for the operations to continue functioning in case of anemergency when cash flows could be impaired. In addition, reserves greater than 50% ofannual revenues are utilized to stabilize rate increases or to pay for non-financed capitalimprovements.

Program GoalTo ensure optimum levels of cleanliness while safeguarding public health by removingsolid waste from single-family, duplex, and multi-family residences weekly

To ensure optimum levels of cleanliness while safeguarding public health by providing afee-based service for cleaning and removing of solid waste from businesses, restaurants,some multi-family residential, and municipal facilities

To expand broader community-wide awareness of collection and recycling programs byconducting outreach and education



052 - Solid Waste

Program Goal

To ensure optimum levels of alley cleanliness while safeguarding public health through atree trimming maintenance schedule, graffiti abatement, debris, brush and bulky itemremoval


20,000Ensure cleanliness and mitigate public health hazards by disposingof residential waste through a scheduled weekly collection route

3,270Ensure public safety by providing weekly curbside container roll-outservice for hillside customers

400Provide for commercial service requests by maintaining customerservice work order tracking

1,200Maintain a state-mandated minimum waste diversion of 50 percentthrough an ongoing review of the disposal contract

1,000Promote community-wide awareness of residential collection andrecycling programs through outreach such as the annual Earth Dayevent

240Maintain alleys in a state of cleanliness by trimming trees andundergoing weed abatement in alleys four times per year

1,880Maintain alleys in a state of cleanliness by sweeping 25 miles ofalleys with a street sweeper one time per week

8,000Maintain alleys in a state of cleanliness by removing bulk items fromalleys two times per month

500Maintain alleys in a state of cleanliness by abating graffiti from privateproperty with owner consent release

36,490Subtotal



052 - Solid Waste



940Implement a curbside audit for verifying proper fees andcharges (DI)

8305201

1,410Develop and possibly begin implementation of an automaticwork order system for commercial customers (DI)

8305202

2,350Subtotal


FY 2011/12Hours

FY 2011/12Budget

Full Time Positions

1,4100.75Solid Waste Manager

1,4100.75Solid Waste and Storm Water Supervisor

3,5721.90Solid Waste Inspector

30,08016.00Solid Waste Equipment Operator

3760.20Senior Street Sweeper Operator

1,5040.80Street Sweeper Operator

4880.26Environmental Utility Manager


FY 2011/12Hours

FY 2011/12Budget

Total Staffing




052 - Solid Waste

Goal2011/12

Projected2010/11

Actual2009/10


60%60%60%Diversion rate for Citywide solid wastecollection based on AB 939 (CIWMB)

8305201

1,2001,2002,500Number of service requests receivedand responded to regarding residentialsolid waste collection

8305201

0N/AN/ANumber of missed pickups receivedregarding residential solid wastecollection

8305201

50%50%50%Diversion rate for commercial solidwaste collected utilizing raw numbers

8305202

10,00010,00010,000Number of service requests receivedregarding commercial solid wastecollection

8305202

0N/AN/ANumber of missed pickups receivedregarding commercial solid wastecollection

8305202

10148Number of outreach and special eventsattended to promote conservation

8305203

1,2001,2001,200Number of tons collected from alleys8305205

360360300Number of service requests receivedand responded to regarding alleysmaintenance

8305205

8080100Number of graffiti abatement actionstaken on private property adjacent topublic property

8305205

1,2951,295N/ANumber of alley miles swept8305205

216216216Number of alley miles cleared throughweed abatement and tree trimming

8305205



052 - Solid Waste

PercentChange

FY 2011/12Adopted

FY 2010/11Adopted

FY 2009/10Actual

Program Budget

Revenue by Category



--00-8Service Fees & Charges


-6.35%14,627,30015,618,30013,694,039Total Revenues





0.64%173,100172,000160,857Other Charges

-17.52%9,183,10011,134,2007,778,903Total Expenses



052 - Solid Waste

PercentChange

FY 2011/12Adopted

FY 2010/11Adopted

FY 2009/10Actual


-4.19%3,538,2003,693,0002,464,9668305201 - Solid Waste

Residential

-28.90%4,446,6006,254,4004,434,6198305202 - Solid Waste

Commercial

8.19%18,50017,10013,2458305203 - Solid Waste

Conservation

--0012,0248305204S008 - Used Oil Block

Grant

0.00%19,40019,40008305204S011 - Used Oil BlockGrant Cyl15

0.88%1,160,4001,150,300854,0498305205 - Alley Maintenance

-17.52%9,183,10011,134,2007,778,903Total Expenses




DescriptionThe Wastewater Disposal Services program includes Wastewater Maintenance & Repairand Wastewater Treatment. Wastewater Maintenance & Repair is responsible for thefollowing core functions: Maintenance of the wastewater conveyance system (sanitarysewer system) which includes, but is not limited to, inspection, cleaning, and repair;Wastewater Blockage which responds to calls from residents or businesses to addresspossible City mainline sewer stoppages that pose a risk of back-ups on customer property;andWastewater Conservation which produces community outreach and education brochuresrecommending the proper disposal of liquid waste associated with hazardous householditems, grease, and other liquids or solids that deteriorate the sanitary sewer and treatmentprocesses. The program presents the Earth Day and Sustainability Summit events.

The Wastewater Treatment sub-program manages and monitors the City's contractualobligations to the City and County of Los Angeles. The City of Beverly Hills contracts withthe City of Los Angeles to treat wastewater at the Hyperion Treatment Plant and maintainsa contract with the County of Los Angeles to administer the industrial waste pre-treatmentprogram, in which the City of Los Angeles is the responsible party.


Program GoalWastewater Maintenance & Repair aims to protect the health and well-being of residentsand visitors alike through proper collection and maintenance of the sanitary sewer system

The Wastewater Blockage core activity within Maintenance & Repair aims to protect bothhealth and property while reducing the City's liability by responding in a timely and effectivemanner to any reports of an improperly operating wastewater collection system

The Wastewater Conservation core activity within Maintenance & Repair aims to promotebest management practices through continuing education of City staff and the community

Wastewater Treatment aims to manage the general administration of the agreementbetween the Cities of Beverly Hills and Los Angeles with respect to the final conveyance,treatment, and disposal of the City's sanitary sewer effluent





4,787To reduce blockages by 15% over the next two years by maintaininga critical sanitary sewer mainline cleaning schedule

3,309To clean all sanitary sewer lines at least once a year

4,386To respond, on average, within thirty minutes to backup and/orsanitary sewer overflow calls

1,378To report within two hours to the Los Angeles County Department ofPublic Health (LADPH) and the California Integrated Water QualitySystem (CIWQS) all sanitary sewer overflows (SSO)

1,200To comply with all aspects of CA Waste Discharge Requirements(WDR) by adhering to a 100% compliance rating

650To undergo ongoing monitoring of the City's wastewater rate structure

1,544To enhance learning and training opportunities by increasingattendance to industry-related seminars and classes

553To promote best management practices by producing two literatureitems for staff and customers alike for distribution at the annuallysponsored Earth Day and Sustainability Summit events

60To meet contractual obligations by delivering quarterly reports to theCity of Los Angeles

120To monitor inflow and outflow sites to and from the City of LosAngeles's sanitary sewer system*

173Assess connection fees to the sanitary sewer system*

18,160Subtotal


*The Wastewater Enterprise Fund accomplishes this work through allocated resources inthe PAL fund and not specific personnel in this program




FY 2011/12Hours

FY 2011/12Budget

Full Time Positions

3,3841.80Senior Drainage System Worker

1,6920.90Drainage System Supervisor

5640.30Water System Production/Operations Supervisor

11,8446.30Drainage Maintenance Worker II


1880.10Water Quality Specialist


FY 2011/12Hours

FY 2011/12Budget

Total Staffing


Goal2011/12

Projected2010/11

Actual2009/10


2.02.02.0Miles of sewer mains televised8405401

14513078Miles of sewer mains cleaned8405401

605553.1Miles of critical sewer mainscleaned

8405401

AsReceived

AsReceived

AsReceived

Number of emergency calls(sewer)

8405401

As receivedAs receivedAs receivedNumber of sewage spills (SSO)8405402

100%N/AN/APercent of emergency callsresponded to within thirty minutes

8405402




Goal2011/12

Projected2010/11

Actual2009/10


100%100%N/A% of Sanitary Sewer Overflows(SSO) reported within two hours

8405402

432Number of outreach and specialevents attended to promoteconservation

8405403

3N/AN/ANumber of training opportunitiesprovided

8405403

2,2002,2002,190Millions of gallons annuallyconveyed to Hyperion for treatment

8405404

PercentChange

FY 2011/12Adopted

FY 2010/11Adopted

FY 2009/10Actual

Program Budget

Revenue by Category

--00332,638Use Of Money & Property


0.00%11,932,27611,932,30012,804,679Miscellaneous Revenues

0.00%11,932,27611,932,30013,137,306Total Revenues





-0.25%1,285,1001,288,3001,305,440Other Charges

-0.48%5,321,0005,346,7003,653,518Total Expenses




PercentChange

FY 2011/12Adopted

FY 2010/11Adopted

FY 2009/10Actual


-100.00%01,441,5001,080,0778405401 - Wastewater

Maintenance

--*1,966,600008405401 - Wastewater

Maintenance and Repair

-100.00%0486,700302,1588405402 - Wastewater Blockage

-100.00%065,70062,6758405403 - Wastewater

Conservation

0.05%3,354,4003,352,8002,208,6088405404 -Wastewater Treatment

-0.48%5,321,0005,346,7003,653,518Total Expenses

*For FY 2011/12 subprograms 8405401 Wastewater Maintenance, 8405402 WastewaterBlockage, and 8405403 Wastewater Conservation were combined into one subprogramand renamed 8405401 – Wastewater Maintenance and Repair.



055 - Clean Water Utility

DescriptionThe Clean Water Utility program includes Stormwater Operations and Street Sweeping.The Stormwater Operations sub-program includes the following core functions: StormwaterInspection, which is responsible for enforcement of the National Pollutant DischargeElimination System (NPDES) permit requirements. This permit is the backbone forpreventing pollutants from entering the storm drain system and infecting the ocean andparticipates in and implements the requirements of the Municipal Separate Storm SewerSystem (MS4) permit required by the State Water Resource Control Board - Los AngelesRegion; Stormwater Maintenance, which is a seven-day operation that cleans and collectstrash and debris from the sidewalks and public right-of-ways, addresses graffiti and pressurewashes the sidewalks in the business districts on a weekly basis; monitors and cleans thecatch basins that are the entry points to storm drains; and Stormwater Conservation, whichproduces brochures to inform the community on best management practices to preventdisposal of swimming pool, spa, fountain water, and hazardous water-based solvents intothe storm drain system and the proper disposal of liquid waste associated with landscapeconstruction, gardening and pest control and, also sponsors the annual Earth Day event.

The Street Sweeping sub-program cleans residential and commercial streets weekly toprevent pollutants from entering the storm drain system.


Recognizing an unsustainable business model, where annual expenditures exceedrevenues, management took pro-active steps in FY 2010/11 to reduce labor costs throughthe elimination of six Environmental Maintenance Worker positions; this action resulted inincremental savings to the Solid Waste Fund as well. The pursuit of a long-term solutionfor the operation's funding imbalance is a FY 2011/12 work plan priority.

Program GoalStormwater Operation's Inspection function aims to prevent pollutants from entering thestorm drain system by adhering to federal and state guidelines through completion ofannual facility inspections and reporting

The Stormwater Operation's Maintenance function aims to prevent pollutants from enteringthe storm drain system by achieving daily, weekly, quarterly and annual maintenanceactivities



055 – Clean Water Utility

Program Goal

Stormwater Operation's Conservation function raises awareness about stormwater qualityby producing at least 2 annual educational materials for the community that explain bestmanagement practices to prevent disposal of pollutants to the storm drain systems.

The Street Sweeping sub-program aims to clean on a weekly basis residential andcommercial streets to prevent pollutants from entering the storm drain system.


1,268Inspect commercial facilities prescribed in the LA County StormwaterPermit yearly

2,616Inspect City-owned catch basins and assure that it meets thestandards prescribed in the LA County Stormwater Permit annually

350Complete the annual NPDES Report to the Regional Water QualityControl Board

795Participate in educational activities to promote stormwater quality inthe City

4,352Prevent debris from entering stormdrains by undergoing monthlysidewalk pressure washing

240Abate graffiti in public right-of-ways by undergoing graffiti removalas needed

940Monitor the commercial areas that undergo daily street receptaclecollection by contractor

3,866Maintain and clean catch basins to satisfy the Regional Water QualityControl Board's Municipal permit

3,000Maintain streets in the commercial district in a state of cleanlinessby undergoing a seven-day sweeping schedule consisting of 276miles of streets each week

3,008Maintain residential streets in a state of cleanliness by sweeping 184miles of streets each week

20,435Subtotal






248Prepare for a property-owner election to assess feesto pay for unfunded water quality measures thatimprove the impaired waterways (DI, SP)

8505502

388To participate in a street sweeping schedule studywith the Transportation Division (DI)

8505505

1,410To develop in collaboration with the TransportationDivision a daytime street sweeping master plan (DI)

8505505


500To participate in the planning and implementationof best management practices (BMP's)to reducecontaminants entering Ballona Creek and Estuary(DI, EnS)

8505502

2,546Subtotal





FY 2011/12Hours

FY 2011/12Budget

Full Time Positions

4700.25Solid Waste Manager

4700.25Solid Waste and Storm Water Supervisor

1,6920.90Environmental Program Inspector

1880.10Solid Waste Inspector

3760.20Senior Drainage System Worker

1880.10Drainage System Supervisor

1,5040.80Senior Street Sweeper Operator

6,0163.20Street Sweeper Operator


1,3160.70Drainage Maintenance Worker II

7,5204.00Environmental Maintenance Worker


4700.25Water Quality Specialist


FY 2011/12Hours

FY 2011/12Budget


2,3011.22Environmental Maintenance Worker


FY 2011/12Hours

FY 2011/12Budget

Total Staffing





Goal2011/12

Projected2010/11

Actual2009/10


90%100%100%Percent of commercial facilitiesthat passed inspection criteria

8505502

20206Number of City-owned catchbasins that are reported floodedor filled with debris

8505502

100%100%100%Submit required Annual Reportto the Regional Water QualityControl Board that demonstrates

8505502

the City's effort to improvestormwater quality in thewatershed

100%100%N/AParticipate in Earth Day andSustainability Day to promotestormwater quality

8505502

6055<100Number of catch basins cleaned8505502

240240240Miles of sidewalks cleaned8505502

14,32814,32814,328Curb miles swept - Commercial8505505

9,5649,5649,564Curb miles swept - Residential8505505

8080124Number of sweeping complaintsreceived

8505505




PercentChange

FY 2011/12Adopted

FY 2010/11Adopted

FY 2009/10Actual

Program Budget

Revenue by Category

--5,00000Licenses Permits




0.28%1,801,1001,796,1001,860,044Total Revenues





-0.60%264,800266,400245,508Other Charges

-11.44%2,177,1002,458,2001,685,675Total Expenses




PercentChange

FY 2011/12Adopted

FY 2010/11Adopted

FY 2009/10Actual


-100.00%0698,100333,5118505501 - Stormwater

Inspections

-100.00%01,148,800877,3238505502 - Stormwater

Maintenance

--* 1,596,700008505502 - Stormwater

Operations

-100.00%036,50027,5378505503 - Stormwater

Conservation

0.97%580,400574,800447,3048505505 - Street Sweeping

-11.44%2,177,1002,458,2001,685,675Total Expenses

* For FY 2011/12 subprograms 8505501Stormwater Inspections, 8505502 StormwaterMaintenance, and 8505505 Stormwater Conservation were combined into one subprogramand renamed 8505502 – Stormwater Operations.




DescriptionThe Facilities Services program includes Facilities Maintenance and Tenant Support. TheDivision provides maintenance and repair functions to all City facilities; meeting supportservices to all departments; tenant support for leased space; implementation of small CIPprojects; andmanages the custodial, plant engineering, and elevator maintenance contracts.

Facilities Services provides support to the City's retail and commercial tenants by providingservices through their lease agreements, such as janitorial services, lamp replacements,building maintenance, plumbing services, and repair to HVAC systems.

Facilities Services also implements projects such as carpet replacement, furniturereplacement, minor construction work or repairs, plumbing repairs, and provides assistanceto the Project Administration Division by providing divisional staff or blanket purchase ordercontract services. Facilities Services provides support for all City departments in theplanning, setup, and breakdown of their meetings and special events.

Program GoalMaintain the City's facilities in a state of good repair, clean and safe condition, to protectemployees and the public while preserving the City's physical assets

Utilize new technologies and Best Management Practices to make cost-effectiveimprovements that enhance the built environment experience for employees, clients, andthe general public

Provide internal clients with effective meeting and extraordinary special events support

Increase its preventative maintenance program while reducing emergency and reactivework


1,609To manage small construction projects through contractual servicesor in-house personnel

400To create and maintain a comprehensive list of all building assetsand inventories that will be incorporated into the Hansen computerizedasset management system - estimated to be 90% complete in FY2009/10





520To complete 50% of a program to implement standardization of paintcolors, plumbing fixtures, and lighting fixtures throughout the City inorder to reduce overall inventory, improve response time, and to helpimplement a Preventive Maintenance Program -- a cornerstone ofthe Facilities Strategic Plan

4,000To provide effective support to the Project Administration Divisionthrough staff and blanket purchase order service contracts

50To establish appropriate replacement charges for buildings andbuilding systems in conjunction with the implementation of the Hansenasset management system

17,320To maintain all City-owned building assets by completing orinvestigating 95% of all service requests within 72 hours

820To administer custodial, HVAC maintenance and elevatormaintenance contracts and ensure contract compliance throughfacility inspections. Maintain a response time of 48 hours or less forall building engineering complaints

1,382To set furniture and audiovisual equipment up for meetings andcomplete 100% of requests within 48 hours or less

700To establish a service contract vendor and administer keycard securitysystems at City Hall, PD, and Library upon acceptance of system.To ensure that all trouble calls are resolved within 24 hours

1,200To maintain all City-owned properties occupied by retail andcommercial tenants per terms of service contract established withProperty Management Division with all service requests respondedto or resolved within 72 hours

598To complete the monthly inspection of all City facilities maintainedby the Division in order to identify and record any current problemsrelated to lighting, safety issues, restrooms, janitorial, and the overallcondition of the facility





500To ensure tenant requests are addressed in a timely manner byworking closely with the Administrative Services Property Manager.Take necessary steps to ensure terms of the Service Level Agreementbetween Administrative Services and Public Works & Transportationare fulfilled

29,099Subtotal



940Finalize the inventory warehouse process (DI)0805901

200Oversee the full adoption of Hansen into the division's standardoperating practices (DI,SP)

0805901

200Enhance the preventativemaintenance program for engineeringservices (DI)

0805901

60Develop recommendations for uniform, achievable standardsfor all leased facilities whenever possible (SP)

0805901

60Examine the most efficient and effective means to maintainproperties, the costs associated with maintenance and where

0805901

possible, apply national standards to building and groundsmaintenance to help assure acceptable conditions (SP)

60Assign existing resources and workforce to provide the bestmaintenance possible and annually review and modifystandards based on resource availability (SP)

0805901





100Identify and/or compile: 1) the useful life of City facilities,replacement cost at conclusion of useful life, timing and costof renovations/upgrades that will cost effectively preserve or

0805901

extend the useful life of each facility; 2) the currentrecommended maintenance for all City facilities and the annualcost for each; and 3) current level of actual maintenance thatis provided to each City facility (SP)

1,620Subtotal


FY 2011/12Hours

FY 2011/12Budget

Full Time Positions

6390.34Maintenance Operations Manager

1,8801.00Building Maintenance Attendants

3,7602.00Senior Facilities Maintenance Mechanic

1,8801.00Facilities Maintenance Manager

3,7602.00Electrician

18,80010.00Facilities Maintenance Mechanic


FY 2011/12Hours

FY 2011/12Budget

Total Staffing





Goal2011/12

Projected2010/11

Actual2009/10


3,0002,5002,400Number of work orderscompleted

0805901

2.68 million2.35 million2.3 millionSquare footage of facilitiesmaintained by custodialcontractor

0805901

3.47 million2.85 million2.8 millionSquare footage of facilitiesmaintained by FacilitiesMaintenance

0805901

700720700Number of meeting set-upscompleted

0805901

1008090Number of work orderscompleted for capitalimprovements/majormaintenance projects

0805901

500500452Number of small projectscoordinated by Facilities staff

0805902

361,440296,440296,409Square footage of tenant space0805902




PercentChange

FY 2011/12Adopted

FY 2010/11Adopted

FY 2009/10Actual

Program Budget

Revenue by Category








18.16%5,162,0004,368,8005,572,675Other Charges

13.03%9,750,2008,626,1009,262,161Total Expenses

PercentChange

FY 2011/12Adopted

FY 2010/11Adopted

FY 2009/10Actual


32.32%* 8,119,8006,136,5003,141,6620805901 - Facilities Maintenance

34.39%1,630,4001,213,2001,316,5430805902 - Tenant Support

-100.00%0374,300152,4710805903 - Meeting Support

-100.00%0902,1004,651,4850805904 - Capital Improvements

13.03%9,750,2008,626,1009,262,161Total Expenses

* For FY 2011/12 subprograms 0805903 Meeting Support and 0805902 were combinedinto subprogram 0805901-Facilities Maintenance.



060 - Water Supply and Distribution

DescriptionTheWater Supply & Distribution program includes Groundwater, Maintenance and Repair,Water Quality, Water Services & Installations, Water Conservation, and Fire Suppression.The Groundwater sub-program operates five wells, the reverse osmosis treatment plant,and adheres to federal and state regulations in order to provide groundwater to thecommunity. The Metropolitan Water District subsidizes this water supply. In FY 08/09 theCity commenced the ownership and operation of the former Earth Tech water treatmentplant.

The Maintenance and Repair sub-programmaintains, operates and repairs the distributionsystem that includes 171 miles of water mains, 10 reservoirs, valves and equipment. TheCity serves approximately 11,850 customers in Beverly Hills and portions ofWest Hollywood.

The Water Quality sub-program ensures that the water is up to potable standards, whichincludes weekly sampling throughout the distribution system, monitoring and controllingthe water movement through the system, and all regulatory compliance with theEnvironmental Protection Agency and the State Department of Public Health. In addition,this function includes producing the Annual Consumer Confidence Report (Water QualityReport).

The Water Services & Installations sub-program responds to requests for new service andinstallations for increased capacity and manages water sales which reflects the effort toaccount for water provided to customers and the collection for those services. For accuratebilling, the reader uses touch read technology and remote read to verify customer wateruse. In FY 08/09, the City concluded the replacement of all of its meters with "Smart"Automatic Meter Reading Technology. The Finance Department is responsible for billingand collection.

TheWater Conservation sub-program conducts public outreach and implements programsto promote water-use efficiency. Furthermore, it administers compliance with the CaliforniaUrban Water Conservation Council's Memorandum of Understanding, which outlines BestManagement Practices; administers the Master Agreement with the Metropolitan WaterDistrict of Southern California; and presents during the Earth Day event.

The Fire Suppression sub-program checks the flows of 1,356 fire hydrants, coordinateswith the Fire Department for maintenance and repair of fire hydrants and provides at leastthe minimum water pressure for fire protection 100% of the time.



060 - Water Supply & Distribution

Program GoalThe Water Supply & Distribution program goal is to supply the public with a safe, reliable,aesthetically pleasing and palatable water supply for public consumption and firesuppression.

Water Quality ensures that water exceeds potable standards, which includes weeklysampling throughout the distribution system, monitoring and controlling the water movementthroughout the system, and all regulatory compliance with the Environmental ProtectionAgency and the State Department Public of Health. The sub-program also completes andsubmits reports to all regulatory agencies.

Water Conservation promotes water-use efficiency by conducting public outreach,implementing programs and promoting efforts to enable the City to comply with the AB 32mandate of 20% conservation by 2020.

Groundwater program manages five wells and the reverse osmosis treatment plant tosupplement the City's water supply while adhering to federal and state regulations. Thesub-program also invests resources in search for additional groundwater supply. The Citywill ultimately act as the Hollywood Basin groundwater monitor.

The Maintenance and Repair sub-program aims to provide a reliable high quality water byperforming maintenance and repairs on water infrastructure that supply customers inBeverly Hills and portions of West Hollywood.

Fire Suppression provides fire protection 100% of the time by performing maintenanceand repair of fire hydrants and provide minimum water pressure for fire protection andcoordinate resources to the fire department in an event of an emergency.

This program also monitors water consumption for utility billing, and performs quality controltasks to maintain billing accuracy.





2,159To produce a reliable groundwater supply for the public by minimizingplant shutdown to less than 4 months in a year

2,350To produce a safe groundwater supply by meeting 100% of EPA andCalifornia Department of Public Health (CDPH) required monitoringof the wells and the water treatment plant water

650To produce a reliable groundwater supply by maintaining a safe staticlevel in the aquifer by performing well drawdown measurementsbefore and after the plant startup

100To reduce the City's dependability on purchased water by exploringadditional groundwater sources

1,757To improve staff's knowledge of the most recent regulations or bestmanagement practices by offering 75% of the water utility employeesat least one technical training class per quarter.

1,200To ensure proper function and minimize damage to the waterinfrastructure by performing preventive maintenance on at least 16clay-valves per quarter

1,024To reduce the risk of potential water loss by performing water leaktests on 15 linear miles of water mains per quarter

1,250To ensure proper function and minimizing damage to the waterinfrastructure by performing preventative maintenance to 1,880 watermain valves annually

4,437To improve customer satisfaction, staff will acknowledge customerservice and maintenance requests within 48 hours

5,600To minimize damage to equipment and property, staff will respondto unscheduled maintenance and repair work orders within one-hourand make necessary repairs within 48-hours

3,620To optimize equipment performance and limit unscheduledmaintenance, staff will perform preventive maintenance work ordersas scheduled





4,609To ensure the public receives a safe, reliable, esthetically pleasingwater supply by maintaining water quality per EPA and CaliforniaDepartment of Public Health standards

200To enhance community awareness of water quality, staff will distributethe Annual Water Quality Report by June 15th of each year

400To resolve customers' water quality issues, staff will respond to issueswithin 24-hours or less (based on a regular work week schedule)

12,340To respond to request for new services and installations in a timelyand efficient manner, staff will complete the scheduling process -from the time request is given to within 7-days (notwithstanding itmay be scheduled a month or more in advance)

2,930To accurately bill customers for water consumption, staff will performmeter accuracy tests on 50% of all compound water meters annually

188To promote water conservation, two (2) annual outreach programswill be developed to promote awareness of water efficient appliancesand water conservation techniques

94To achieve water accountability and conservation, staff will performan annual water audit to determine unaccounted water usage - whichhas been set at less than 10%

600To maintain a class 1 rating, staff will manage the completion of atleast one-third of the annual fire flow test

58To ensure all critical personnel have the correct information on firehydrant statuses, staff shall inform the Engineering Division and FireDepartment personnel when hydrants are out of service, installed,and/or relocated within 48 hours

100To ensure that all Water System Worker III's, Water OperationsSupervisor, Field Supervisor, and Water Utility personnel to fill in forWater Systems Worker III's are trained in the theory and operationaland maintenance procedures of the flouridation station

45,666Subtotal






470Begin adopting provisions of SBX7 6 (Pavley) which calls forimplementation of a groundwater monitoring program (DI,EnS)

8006002

564Promote long-term water conservation strategies in order toachieve compliance with the AB 32 mandate of 20%conservation by 2020 (DI, EnS)

8006007


450Form a team to compete with other cities at the AWWA SpringConference in the Hot Tap contest (tapping of a water mainunder pressure). The team should practice at least once amonth (DI)

8006003

1,484Subtotal





FY 2011/12Hours

FY 2011/12Budget

Full Time Positions

1,8801.00Field Service Representative

1,8801.00Water System Technician

1880.10Environmental Program Inspector

5,6403.00Senior Water System Worker

15,0408.00Water System Worker II

2,9141.55Water System Production/Operations Supervisor

5,6403.00Water System Worker I



7,5204.00Water System Worker III

1,8801.00Water System Worker III

1,2220.65Water Quality Specialist

1,8801.00Water Operations Manager


FY 2011/12Hours

FY 2011/12Budget

Total Staffing





Goal2011/12

Projected2010/11

Actual2009/10


11N/ANumber of plant shutdown(s) exceedingone month

8006002

100%100%N/APercent of time a safe static level wasmaintained in the aquifer.

8006002

11N/ANumber of new groundwater sourceprojects

8006002

100%75%N/APercent of staff trained on regulationsand best management practices

8006003

00N/ANumber of main breaks due toover-pressurization as a result of a failedCLA-valve

8006003

20%20%N/APercent of leaking mains repaired thatwere discovered during the performanceof the leak test

8006003

20%20%N/APercent of failed water main valvesreplaced that were discovered whileperforming preventive maintenance towater main valves

8006003

3042N/ANumber of water main leaks8006003

100%100%N/APercent of time water quality wasmaintained per EPA and CDPHstandards

8006004

50%50%N/APercent of compound water meterstested for accuracy

8006006

565Number of outreach programsdeveloped annually

8006007

8%9%9%Maintain unaccounted water to less than10% annually

8006007

YESYESN/AMaintain the class 1 rating for fireservice

8006008




PercentChange

FY 2011/12Adopted

FY 2010/11Adopted

FY 2009/10Actual

Program Budget

Revenue by Category

--007,800Fines & Penalties

3963.41%333,2008,200826,607Use Of Money & Property



-5.54%26,393,50027,940,40024,302,231Total Revenues





-0.49%4,204,1004,224,7003,405,564Other Charges

4.86%19,489,40018,586,80015,671,397Total Expenses




PercentChange

FY 2011/12Proposed

FY 2010/11Adopted

FY 2009/10Actual


0.76%3,618,5003,591,3002,365,0868006002 - Groundwater

6.86%12,707,70011,892,10010,788,1838006003 - Maintenance And

Repair

0.95%1,737,3001,721,0001,259,7378006004 - Water Quality

-100.00%0797,400723,9168006005 - New Services /

Installations

-100.00%0414,600414,4948006006 - Water Sales

--*1,211,600008006006 - Water Sales and

Installations

35.27%160,700118,80071,9988006007 - Water Conservation

3.88%53,60051,60047,9838006008 - Fire Suppression

4.86%19,489,40018,586,80015,671,397Total Expenses

* For FY 2011/12 subprograms 8006005 - New Service/Installations, and 8006006 -WaterSales were combined into one subprogram and renamed 8006006 – Water Sales andInstallation.



072 - Off Street Parking

DescriptionThe Off-Street Parking Operations program, which supports the Parking Enterprise Fund,manages and operates the nineteen City-owned parking facilities and includes ParkingFacility Administration, Civic Center, 221 N. Crescent Dr., 333 N. Crescent Dr., 9361 DaytonWay, 216 S. Beverly Dr., 345 N. Beverly Dr., 438 N. Beverly Drive/Canon, 9510Brighton/Rodeo, 440 N. Camden, 461 N. Bedford, 321 S. La Cienega, Public GardensParking Facility, 9333 3rd Street, Santa Monica 5, and 450 N. Crescent Dr. currently underconstruction.

The 221 N. Crescent Dr., 333 N. Crescent Dr. and 9361 Dayton Way parking lots servelong-term parking needs related to employees working in the City's Downtown area.Customers are served through reduced rate contract parking, early bird, and short-termparking fees. These facilities serve some resident and visitor short-term parking needs forthe City's single tenant, and local retail, restaurant and business establishments.

Parking lots at 216 S. Beverly, 345 N. Beverly, 438 N. Beverly/439 N. Canon, 240 N.Beverly/241 N. Canon and 9510 Brighton/Rodeo primarily accommodate resident andvisitor short-term parking needs for the surrounding retail, restaurant and businessestablishments. A small number of long-term, contract parkers may have access to thesefacilities, and restaurants with on-street valet service contract for vehicle storage duringnon-peak hours. Residents may be provided with reduced rate overnight parking toaccommodate overflow from on-street residential areas.

The 440 N. Camden and 461 N. Bedford parking lots serve a mix of resident and visitorshort-term parking needs for medical, professional, as well as local retail, restaurant andbusiness establishments. A large number of long-term, contract parkers have access tothese facilities, and restaurants with on-street valet service contract for vehicle storageduring non-peak hours.

The Civic Center, La Cienega and 3rd Street facilities largely serve the adjacent civicfunctions including City Hall, Public Works, and the Tennis Center. Priority is given to Cityvisitor and employee parking needs and remaining capacity is sold off for long-term contractparking.

Santa Monica 5 consists of five, two-story parking decks that run between North and SouthSanta Monica Blvd. between Beverly Dr. and Linden Dr. These facilities have a total of397 metered parking stalls. A small number of long-term, contract parkers have access tothese facilities.

The estimated revenue for FY 2011/12 does not reflect the successful passage of Measure2P.



072 – Off-Street Parking

Description


Program GoalThe Off-Street Parking Operations program aims to supply, allocate and manage safeparking to meet the parking needs of the business and residential communities

The Parking Facility Administration sub-program aims to provide general management ofthe parking operations, including contract parking, attendant-assisted parking, vouchers,validations, various private and public special events, and daily parking for the generalpublic


1,665To increase maintenance effectiveness and safety issues in parkingfacilities by utilizing facility checklist to target a goal of 90% completionof tasks

116,401To improve customer service and satisfaction by maintaining overallstaffing levels of 90%

2,876To attain and maintain financial sustainability by maximizingoperational efficiencies through the ongoing review of operationalexpenses

120,942Subtotal


2,440Implement new audit and counting functions (DI,SP)8107200

940Ensure and maintain a condition of fiscal stability to the ParkingOperations program (DI,SP,EcS)

8107200

3,380Subtotal





FY 2011/12Hours

FY 2011/12Budget

Full Time Positions

1,8801.00Principal Accountant

5,6403.00Parking Supervisor

6580.35Director Of Parking Operations


FY 2011/12Hours

FY 2011/12Budget


2,7951.49Lead Parking Attendant

113,34960.29Parking Attendant


FY 2011/12Hours

FY 2011/12Budget

Total Staffing


Goal2011/12

Projected2010/11

Actual2009/10


3,235,0783,147,0213,312,655Annual number of transientvehicles parked

8107200

1.511.472.08Average transient ticketvalue

8107200

85%65%62%Percent of contract spacesoccupied

8107200




PercentChange

FY 2011/12Adopted

FY 2010/11Adopted

FY 2009/10Actual

Program Budget

Revenue by Category

-0.28%10,694,70010,725,10010,978,523Use Of Money & Property

0.00%*-101,900-101,900-141,454Service Fees & Charges


4.93%19,301,80018,395,30019,033,452Total Revenues





0.47%6,373,7006,344,1002,596,313Other Charges

--00179,247Transfers Out

8.49%11,787,40010,864,8005,798,706Total Expenses

*Reflects credit card processing costs.




PercentChange

FY 2011/12Adopted

FY 2010/11Adopted

FY 2009/10Actual


11.16%108,60097,7001128107200E031 - Parking Audit

4.00%756,000726,900618,6408107200 - Parking Facility

Administration

-14.83%673,500790,8001,206,6968107202 - Civic Center

2.60%1,113,8001,085,600311,6458107203 - 221 N Crescent Dr

7.01%612,100572,000313,5738107204 - 333 N Crescent Dr

--0008107205 - 9361 Dayton Way

8.70%315,000289,800176,6308107206 - 216 S Beverly Dr

11.57%860,200771,000321,4168107207 - 345 N Beverly Dr

2.26%1,918,2001,875,800361,0268107208 - 438 N Beverly/Canon

4.94%469,400447,300161,0798107209 - 9510 Brighton/Rodeo

9.24%296,800271,700147,8128107210 - 440 N Camden

22.24%470,000384,500262,8488107211 - 461 N Bedford

11.12%250,800225,700143,5238107212 - 321 S La Cienega

4.50%513,700491,600198,7398107213 - Santa Monica 5

0.00%2,079,7002,079,700533,0748107214 - Public Gardens

Parking Facility

--0095,0738107215 - Tenant Common AreaMaint

2.94%776,900754,700946,8208107216 - 9333W 3rd St Parking

Lot

--572,700008107217 - 450 N Crescent DrParking

8.49%11,787,40010,864,8005,798,706Total Expenses




DescriptionThe Parking Enforcement program is responsible for patrolling the City for parking violations,upholding the three fundamental purposes of enforcement: promote turnover (such astime-limit zones and metered spaces), maintain quality of life (such as preferential parkingpermit zones and street cleaning), and promote a safe environment (such as red zonesand disabled enforcement). Three distinct shifts are staffed to address these issues anda special group of officers are tasked with the enforcement of disabled person placards,taxi operations and valet locations.

Program GoalEnsure compliance of parking regulations to promote turnover, maintain quality of life andprovide a safe environment for residents and visitors


48,462To enforce Citywide parking regulations through effective and efficientofficer deployment

3,640To counter abuse by conducting specialized enforcement of disabledplacards, taxi operations and uphold on-street valet permits byundertaking quarterly targeted enforcement task forces

1,720To comply with the California Vehicle Code by conductingadministrative review of contested parking citations, completing 90%within 60 days

53,822Subtotal






900Implement new hand held ticket writing equipment and spacemonitoring equipment (DI,EcS)

0107301

550Integrate a new dashboard and reporting system for effectivedeployment (DI,SP,EcS)

0107301

1,450Subtotal


FY 2011/12Hours

FY 2011/12Budget

Full Time Positions

6,2043.30Parking Enforcement Supervisor

7520.40Parking Services Manager

45,12024.00Parking Enforcement Officer

2,8201.50Parking Control Officer

3760.20Director of Parking Operations


FY 2011/12Hours

FY 2011/12Budget

Total Staffing





Goal2011/12

Projected2010/11

Actual2009/10


157,000168,000142,888Number of citations issuedannually

0107301

7.0%N/A7.8%Percent of citationsrequesting review

0107301

<1%N/A0.9%Percent of citationsrequesting hearing

0107301

85%85%88.9%18-month closure rate0107301

PercentChange

FY 2011/12Adopted

FY 2010/11Adopted

FY 2009/10Actual

Program Budget

Revenue by Category


5.36%7,005,4006,648,9008,528,437Fines & Penalties

0.00%*-500-500-465Service Fees & Charges

5.36%7,004,9006,648,4008,536,632Total Revenues





0.00%13,70013,7009,356Other Charges

7.04%3,670,0003,428,5003,788,820Total Expenses





PercentChange

FY 2011/12Adopted

FY 2010/11Adopted

FY 2009/10Actual


7.04%3,670,0003,428,5003,788,8200107301 - Parking Enforcement

7.04%3,670,0003,428,5003,788,820Total Expenses




DescriptionThe Parking Meter program is responsible for the maintenance, repair, collection, countingand processing of revenue for the City's 2,750 single-space parking meters and the 20pay stations located at the Santa Monica 5 lots. Under contract, the Division is alsoresponsible for the collection and processing of single-space and multi-space parking meterrevenue for the City of West Hollywood.

Program GoalTo provide convenient and functional on-street parking meters and convenient andfunctioning pay stations to serve the public and business needs. Moreover, this programcontinuously evaluates emerging technology that will yield operational efficiencies,reinforcing the City's progressive vision and working toward minimizing "down-time" fromvandalized and malfunctioning meters.


6,682To undertake timely and efficient collection, counting, and deposit ofrevenue from the City's parking meters and change machines

2,256To ensure equipment "up-time" of 98% by undertaking preventativeand responsive maintenance of the City's parking meters and changemachines

2,282To undertake timely and efficient collection, counting and depositpreparation from the City of West Hollywood's parking meters

11,220Subtotal



1,000Implement the new audit and counting function (DI,SP,EcS)0107401

1,000Subtotal





FY 2011/12Hours

FY 2011/12Budget

Full Time Positions


1,8801.00Parking Technician Supervisor

7,5204.00Parking Services Technician

1,8801.00Senior Parking Services Technician



FY 2011/12Hours

FY 2011/12Budget

Total Staffing


Goal2011/12

Projected2010/11

Actual2009/10


90%85%85%Average Percentage ofFunctional Meters

8107401

36 hrs1 Week1 WeekResponse time to disabledmeter

8107401




PercentChange

FY 2011/12Adopted

FY 2010/11Adopted

FY 2009/10Actual

Program Budget

Revenue by Category

-560.83%*-400,00086,800-13,504Service Fees & Charges


17.23%3,600,0003,070,8002,652,118Total Revenues





0.00%26,80026,80011,823Other Charges

0.00%1,500,0001,500,0001,500,000Total Transfers Out

2.72%2,561,8002,494,0002,072,475Total Expenses


PercentChange

FY 2011/12Proposed

FY 2010/11Adopted

FY 2009/10Actual


2.72%2,561,8002,494,0002,072,4758107401 - Parking Meters

2.72%2,561,8002,494,0002,072,475Total Expenses




DescriptionThe Transportation Planning and Traffic Engineering program provides: Traffic & ParkingCommission support; regional and sub-regional transportation planning; technicalengineering analysis and surveying; community transit services for senior and disabledpersons; analysis of development projects for impacts on the City's roadway system; anddevelops recommendations for associated mitigation measures.

Transportation Planning coordinates short and long-term planning of regional transportationinitiatives with Westside Council of Governments member Cities and the Los AngelesMetropolitan Transportation Authority; conducts public process for permit parking, valetand traffic calming requests; manages the City's transit programs, including the SeniorShuttle Dial-A-Ride, Trolley and Taxi Coupon programs; and applies for supplemental grantfunding as available.

Traffic Engineering recommends and approves traffic control and street sign requests,analyzes traffic circulation; conducts speed studies for compliance with the Californiavehicle code; conducts traffic and pedestrian counts; maintains records of accidents;recommends street and alley improvements, including marking/ striping and street/drivewaymodifications; implements new traffic technology andmanages traffic signal synchronizationand timing system; coordinates regional bus stops and Congestion Management Program.

Program GoalTransportation Planning and Traffic Engineering aims to investigate, analyze, recommend,design, and implement transportation system enhancements and regional transportationinitiatives in order to respond to mobility and safety concerns.


800To promote traffic safety and improve mobility by annually conductingtraffic engineering studies, 10 speed surveys, 30 traffic volume countsand compile accident data at the City's 500 intersections andcrosswalks. Prepare service requests for signs and striping

865To evaluate and mitigate traffic caused by new and on-goingdevelopment by analyzing traffic studies and Environmental ImpactReports, and recommending mitigation measures within time framesestablished by the Community Development Department.

165Provide a high quality and timely senior transit services and publicTrolley tours to the community





1,463To provide support services to the Traffic & Parking Commission toestablish Preferential Permit Parking zones within a four-month receiptof residential petition requests; respond to requests for traffic calming,striping and street signage; and develop transportation options, i.e.bicycle facilities

1,150To promote public safety by timely administering grant awards anddesigning capital improvement projects to improve public safety,including Santa Monica Boulevard Signal Synchronization, SunsetBoulevard intersections and Santa Monica Boulevard reconstruction

4,443Subtotal



550Pursue the development of a bicycle master plan (DI)0107501

981Support theWestside subway extension initiative and preferredalignment (CP)

0107501

400Streamline Transportation's review of development projects(DI)

0107501


300Develop solutions utilizing technology (may includedemand/flow models and other tools) (CP)

0107501

2,231Subtotal





FY 2011/12Hours

FY 2011/12Budget

Full Time Positions

1,5040.80Transportation Planner

1,3160.70Deputy Director-Transportation

1,8801.00Traffic Engineer

1,8801.00Traffic Technician



FY 2011/12Hours

FY 2011/12Budget

Total Staffing


Goal2011/12

Projected2010/11

Actual2009/10


325Number of Preferential PermitParking Zones established:Resident Petitions

0107501

51515Number of EIRs/Traffic Studiesreviewed

0107501

12,00012,00012,000Number of transit trips: SeniorShuttle/Dial-A-Ride

3007503

14,20014,20014,200Number of transit trips:Taxi-Coupons

3007503

900900900Number of Trolley Tours3007503




PercentChange

FY 2011/12Adopted

FY 2010/11Adopted

FY 2009/10Actual

Program Budget

Revenue by Category

0.00%712,600712,6000Other Taxes

19.59%1,352,6001,131,0001,225,071Intergovernmental Revenues

0.00%86,20086,200137,893Use Of Money & Property


0.00%15,40015,40011Miscellaneous Revenues

10.65%2,301,8002,080,2001,406,348Total Revenues






0.00%22,20022,20015,197Other Charges

--0453,288Transfers Out

27.82%2,219,8001,736,6001,825,427Total Expenses




PercentChange

FY 2011/12Adopted

FY 2010/11Adopted

FY 2009/10Actual


34.15%524,400390,900505,3310107501 - Transportation

Planning & Traffic Engineering

--325,000002407501 - AQMD Grant

9.10%899,300824,300866,7983007503 - Trolley/Senior Transit

Prop A

-9.65%471,100521,400453,2983107504 - Senior Transit Prop C

27.82%2,219,8001,736,6001,825,427Total Expenses




DescriptionThe Street Maintenance program includes Infrastructure Maintenance and Signals andLights. Infrastructure Maintenance is responsible for routine and emergency maintenanceand repairs of 102 miles of street surfaces, 50 miles of sidewalks, 40 miles of alleys, curbs,gutters, and other improved surfaces within the public right-of-way. The program alsoadministers paint and signal installations, maintenance, and repairs of road markings, lines,traffic advisory messages, and other informational messages including banners andregulatory signs. Signals and Lights maintains, repairs and installs traffic signals, crossingsignals, the municipal area network and the traffic control system, in addition totroubleshooting and coordinating the 5,500 street lights with Southern California Edison.

Program GoalInfrastructure Maintenance strives to safeguard the public by providing an immediateresponse to urgent maintenance requests and a timely response to routine maintenancerequests. Additionally this program aims to ensure the safe and efficient flow of vehicularand pedestrian traffic by installing, maintaining, and repairing road markings, lines, trafficadvisory messages, and other informational messages including banners and regulatorysigns

Signal and Lights strives to ensure operational functionality and public safety by maintaininga preventative maintenance and replacement program for traffic signal control equipment


9,520To ensure public safety and mitigate hazards by maintaining concreteand asphalt improvements including potholes in the public right-of-wayby responding to trouble calls within 72 hours; remove and replace140 cubic yards of displaced concrete sidewalk to alleviate the tripand fall hazards; remove and repave 200 tons of HMA (hot mixasphalt) to repair damaged roadways, utility trenches, and alley ways

5,818To ensure both efficient flow of vehicular and pedestrian traffic andpromote public safety by maintaining street lane striping; curb paintingand traffic control signs by responding to all trouble calls within 72hours

5,420To ensure public safety and minimize vehicular traffic by maintainingthe City's traffic signal system infrastructure through the annualinspection of all signal control cabinets

6,240To ensure public safety and minimize the occurrence of servicerequests by maintaining the City's streetlight system with all servicerequests investigated within 72 hours





480To ensure public safety by annually replacing 5% of STOP signs toconformwith theMUTCD (Manual on Uniform Traffic Control Devices)regarding height limitations and reflectivity standards

27,478Subtotal



940Develop a more efficient street light replacement schedule (DI)0107603

50Expand camera installations at key intersections (SP)0107603

50Augment ALPR system with additional fixed sites and leverageexisting camera expert systems for additional ALPR resources(DI)

0107603

240Complete inspection of all city sidewalks through contract (DI)0107601

50Conduct a field survey for sign reflectivity (DI)0107601

200Prioritize and paint 50% of all city intersection markings (DI)0107602

1,530Subtotal





FY 2011/12Hours

FY 2011/12Budget

Full Time Positions


1,8801.00Street Superintendent

7,5204.00Traffic Signal Technician

3,7602.00Senior Street Maintenance Worker

1,8801.00Street Maintenance Supervisor

1,8801.00Electrical/Communication Systems Supervisor

1,8801.00Traffic Control Systems Specialist


9,4005.00Street Maintenance Worker II


FY 2011/12Hours

FY 2011/12Budget

Total Staffing





Goal2011/12

Projected2010/11

Actual2009/10


6,4006,4008,000Amount of concrete poured (inSq.Ft.)

0107601

200200300Number of tons of asphalt laid0107601

8007001,000Number of potholes repaired0107601

15,00030,00030,000Amount (lineal feet) of curbspainted or repainted

0107602

20,00030,00025,856Amount (lineal feet) of trafficlines painted by in-house crew

0107602

240240120Number of street markingspainted

0107602

5001,0002,000Number of signsrepaired/replaced

0107602

PercentChange

FY 2011/12Adopted

FY 2010/11Adopted

FY 2009/10Actual

Program Budget

Revenue by Category







0.00%821,000821,000685,437Other Charges

5.03%2,773,8002,641,0002,563,839Total Expenses




PercentChange

FY 2011/12Proposed

FY 2010/11Adopted

FY 2009/10Actual


30.82%* 1,201,300918,300864,0810107601 - Infrastructure

Maintenance

-100.00%0179,600312,0880107602 - Paint And Signs

1.91%1,572,5001,543,1001,387,6700107603 - Signals And Lights

5.03%2,773,8002,641,0002,563,839Total Expenses

* For FY 2011/12 subprogram 0107602 Paint and Signs was combined into subprogram0107601 -Infrastructure Maintenance.




DescriptionThe Fleet Services program consists of Vehicle Maintenance. Vehicle Maintenance isresponsible for themaintenance and repair of over 371 City-owned automotive, public-safety,construction, utility-support, and other emergency equipment, including stationary pumpsand generators. The specification and procurement services for new vehicles and equipmentand collection of maintenance and replacement charges of the $17 million fleet are alsoincluded.

Program GoalFleet Services aims to provide high-quality, efficient, and cost-effective maintenance andrepair services in order to ensure that field employees have safe and reliable vehicles andequipment at their disposal.

Fleet Services aims to minimize vehicle and equipment downtime by performing timelymaintenance and repair services and ensure that vehicles and equipment are modern andrelevant to the operational needs of the City.

Fleet Services aims to Fleet Services aims to comply with every Federal, State, and localenvironmental mandate applicable to public fleets by applying best-available alternative-fueltechnology and by acquiring vehicles that are fuel efficient and/or alternative-fueled whereverthey are applicable.

Fleet Services aims to ensure that its Equipment Technicians are well-trained and arewell-versed with the constantly evolving vehicle and equipment technology.


15,221To maintain the City's fleet of vehicles and equipment by adheringto a maintenance schedule and maintaining a fleet availability of 90%

1,354To maintain a deviation from the replacement schedule of less than5% (no. of vehicles) by adhering to a timely purchase of vehicles andequipment

100To ensure that every vehicle and piece of equipment is adequatelyfunded for replacement by evaluating fleet replacement charges onan annual basis

100To mitigate potential hazards by conducting cleaning of 5 above- andbelow-ground fuel storage tanks each year

50To maintain 100% ASE certified technicians





50To maintain 50% ASE Master certified technicians

25To maintain Fleet Services’ ASE Blue Seal of Excellence rating

16,900Subtotal



3,130Reduce the amount of PM backlog and maintain at normallevel (DI)

4908501

30Expand mobile workforce (DI)4908501

470Achieve 100% of the replacement schedule's plannedacquisitions (DI)

4908501

470Complete the installation of alternative fueling (CNG) equipmentto support the operational requirement of alternative-fueledvehicles as introduced (DI,EnS)

4908501

300Upgrade the vehicle shop service center to be alternative fuelcompliant (DI,EnS)

4908501

4,400Subtotal





FY 2011/12Hours

FY 2011/12Budget

Full Time Positions


1,8801.00Vehicle Maintenance Manager

15,0408.00Equipment Mechanic II

3,7602.00Maintenance Supervisor


FY 2011/12Hours

FY 2011/12Budget

Total Staffing


Goal2011/12

Projected2010/11

Actual2009/10


800800636Number of PM servicescompleted

0808501

85%82%77%Overall shop technician efficiencyrating

0808501

90%81%78%Percentage of available fleet0808501

12,00012,00010,952Number of billable hours0808501

252525Number of new vehicles orequipment ordered

0808501

252525Number of new vehicles placedin service

0808501

262625Number of vehicles sold orplaced out of service

0808501




PercentChange

FY 2011/12Adopted

FY 2010/11Adopted

FY 2009/10Actual

Program Budget

Revenue by Category








--9,000012,022Capital Outlay

-13.31%1,442,1001,663,6001,563,005Other Charges

-2.26%3,074,9003,145,9002,962,476Total Expenses

PercentChange

FY 2011/12Adopted

FY 2010/11Adopted

FY 2009/10Actual


-2.26%3,074,9003,145,9002,962,4764908501 - Vehicle Maintenance

-2.26%3,074,9003,145,9002,962,476Total Expenses




DescriptionThe Public Works & Transportation's Customer Service provides all customer servicefunctions for the department and issues transportation related permits.

Program GoalTo respond to customer inquiries and issue permits in an efficient and timely fashion


5,667To answer and log all incoming phone calls and customer inquirieswithin 1 business day if feasible; create work order requests ordispatch crews for immediate attention. Customer calls are relatedto the following programs: sanitation (commercial and residential),waste water, water, parking enforcement, parking operations, streets,street lighting, facilities, and project administration

5,081To promote efficient customer service by mailing annual overnightand preferential parking permits within two business days of request

4,365To provide quality service by issuing daily preferential and overnightparking exemptions to residents

1,950To respond to all calls for commercial trash bins and compactorswithin 1 business day

1,900To provide quality services by issuing valet permits and valetattendant permits as requested

1,510To provide quality services by administering monthly taxi operatorexams, conduct inspections, and process permits as requested

564To provide internal customer service to Public Works &Transportation, including distributing plans, documents, packagesand mail and handle reservations for conference rooms

105To generate monthly parking passes

21,142Subtotal






180Provide more efficient service to residents and reduce thenumber of phone calls received by staff by completing thetransitioning of daily parking exemptions to the on-lineexemption function (DI,SP,EcS)

0109501

900Begin the restructuring of the City's Taxi Program to provideimproved service to residents and visitors alike (DI)

0109501

1,080Subtotal


FY 2011/12Hours

FY 2011/12Budget

Full Time Positions

3760.20Transportation Planner


1,8801.00Customer Services Supervisor

1,8801.00Customer Services Specialist

5640.30Deputy Director-Transportation

1,3160.70Parking Enforcement Supervisor


2,8201.50Parking Control Officer

1,8801.00Senior Customer Service Representative






FY 2011/12Hours

FY 2011/12Budget


3,0461.62Permit Parking Assistant


FY 2011/12Hours

FY 2011/12Budget

Total Staffing


Goal2011/12

Projected2010/11

Actual2009/10


12,20012,00011,293Annual preferential parking permits0109501

1:10:00:0Ratio of annual preferential permitsissued by web to mail

0109501

3,5003,5003,266Annual overnight parking permits0109501

1:10:00:0Ratio of annual overnight parkingpermits issued by web to mail

0109501

7,50020,00020,000Daily preferential parkingexemptions

0109501

1:10:00:0Ratio of daily preferential parkingpermits issued by web to phone

0109501

52,00052,00053,000Daily overnight parking exemptions0109501

5:13:23:2Ratio of daily overnight parkingpermits issued by web to phone

0109501




PercentChange

FY 2011/12Adopted

FY 2010/11Adopted

FY 2009/10Actual

Program Budget

Revenue by Category



-1.42%902,900915,900910,795Total Revenues


12.26%1,180,5001,051,600310,316Salaries & Benefits



0.54%18,70018,60012,797Other Charges

12.56%1,219,1001,083,100341,187Total Expenses




PercentChange

FY 2011/12Adopted

FY 2010/11Adopted

FY 2009/10Actual


-100.00%0138,500197,0790109501 - Res Parking

Permits-Prefer

--* 425,300000109501 - Transportation Permits

-100.00%038,50047,2290109502 - Res Parking

Permits-Overnight

-100.00%093,30059,2370109503 - Valet Permits

-100.00%087,10037,6420109504 - Taxi Permits

9.38%793,800725,70004809505 - PWGeneral Customer

Service

12.56%1,219,1001,083,100341,187Total Expenses

* For FY 2011/12 subprograms 0109501 Residential Parking Permits Preferred, 0109502Residential Parking Permits Overnight, 0109503 Valet Permits, and 0109504 Taxi Permitswere combined into one subprogram and renamed 0109501 – Transportation Permits




DescriptionThe primary responsibility of the Central Stores Division is to requisition, order, and placeinto active inventory, those materials, items, and/or consumable supplies as required byall City departments. The Central Stores program includes: Automotive Inventory, FuelInventory, Facilities Inventory, Water Inventory, and General Inventory.

Program GoalThe Automotive Inventory sub-program aims to manage an inventory of automotive andequipment parts and components of over 2,000 line items, and contracts with vendors forservices in support of Fleet Services

The Fuel Inventory sub-program aims to maintain and control an inventory of fuel (dieseland gasoline) and lubricants for use by City vehicles and equipment and maintain andrepair 15 underground and above-ground storage tanks

The Facilities Services sub-program aims to manage an inventory of building hardwareparts, supplies, and contracts with vendors for services in support of Facilities Maintenance

TheWater Inventory sub-program aims to maintain inventory and control of parts, supplies,and contracts with vendors for services in support of maintenance and repair of water andsewer utility infrastructures

The General Inventory sub-program aims to manage a materials and supplies inventoryin support of operations and maintenance services performed by department programsthat are funded by the General Fund


900Manage the procurement, inventory, and control of automotive parts:achieve 75% of parts availability in inventory and 90% availabilitywithin 72 hours

900Manage procurement, inventory, and control of facilities parts andsupplies utilizing Hansen and establish reorder points for 95% of allstock items

925Manage the safe and efficient dispensing and storing of gasoline anddiesel fuels

1,000Manage procurement and inventory and control of parts and suppliesclassified as "general" in nature through the Hansen Inventory Module





750Manage the procurement, inventory, and control of parts and suppliesfor the City's Water Distribution System with reorder points for 95%of stock items

100Generate monthly fuel-usage reports and monitor fuel usage toprevent pilferage

4,575Subtotal



200To complete the inventory of all the facilities maintenance stockin Hansen (DI,SP)

0810002

375To establish inventory in Hansen and conduct 100% annualinventory (DI,SP)

0810004

340To improve inventory validity by conducting a monthly cycliccounting of at least 150 line items (DI)

4910000

150To conduct a complete (100%) annual inventory of allwarehouse outlets (DI)

4910000

1,065Subtotal





FY 2011/12Hours

FY 2011/12Budget

Full Time Positions

3,7602.00Central Stores Specialist

1,8801.00Central Storeroom Supervisor


FY 2011/12Hours

FY 2011/12Budget

Total Staffing


Goal2011/12

Projected2010/11

Actual2009/10


9,0009,0009,123Repair Parts: Number of lineitems in inventory

4910000

6,0006,0006,425Repair Parts: Number of itemsordered and received

4910000

127,000128,000125,928Gallons of diesel fuel received4910001

150,000150,000152,470Gallons of gasoline received4910001

2,3002,3002,275Facilities Inventory: Number ofitems in inventory

0810002

10,00010,00010,245Facilities Inventory: Number ofitems ordered and received

0810002

1,5001,5001,366Water Inventory: Number of itemsin inventory

0810003

7,0007,0007,319Water Inventory: Number of itemsordered and received

0810003

N/AN/AN/AGeneral Inventory: Number ofitems in inventory

0810004

12510075General Inventory: Number ofitems ordered or received

0810004




PercentChange

FY 2011/12Adopted

FY 2010/11Adopted

FY 2009/10Actual

Program Budget

Revenue by Category

--000Total Revenues





0.00%8,5008,5005,844Other Charges

14.49%1,837,5001,604,9001,468,193Total Expenses

PercentChange

FY 2011/12Adopted

FY 2010/11Adopted

FY 2009/10Actual


-1.94%156,600159,700157,7850810002 - Facilities Inventory

-4.27%56,00058,50054,7210810003 - Water Inventory

-0.77%167,300168,600107,5610810004 - General Inventory

8.11%493,200456,200433,4484910000 - Automotive Inventory

26.58%964,400761,900714,6784910001 - Fuel Inventory

14.49%1,837,5001,604,9001,468,193Total Expenses






PercentChange

FY 2011/12Adopted

FY 2010/11Adopted

FY 2009/10Actual

Program Budget

Revenue by Category

--000Total Revenues


--000Total Expenses

PercentChange

FY 2011/12Adopted

FY 2010/11Adopted

FY 2009/10Actual


--000Total Expenses






Community Services

Department Summary


Community Services Department

Human Services

Library

Services

Recreation

Services

Administrative

Support

Greystone &

Special Events

Urban Forest &

Parks Maintenance

Comm. Asst.

Grants

Community &

Homeless

Outreach

Human Relations

Commission

Fine Art

Commission

Budget/Accounting

Film/Special Event

Permits

Registration

Office

Team BH

Cultural Events

Film & Special

Events at Greystone

Farmers’ Market

Park Rangers

Parks Operations

Tree Maint.

Contract

Early Education &

Youth Programs

Adult/Senior

Programs

Athletic Programs

BHUSD Liaison

Recreation & Parks

Commission


Community Services

Department Summary

Department Mission

The Community Services Department provides exceptional cultural, educational,recreational, landscape, and social services to enhance and maintain a high quality of lifeand attractive physical environment in the Beverly Hills community.


Appointment of new Community Services Director, and reorganization of theDepartment with a reduction of staffing levels and the elimination of an AssistantDirector position.Elimination of six Park Services Workers and two Park Services Supervisor positionsin Parks Operations.Five Library staff accepted early retirement, redirecting $256,934 in savings to theGeneral Fund.Two Park Services Supervisors accepted early retirement, redirecting $132,318 insavings to the General Fund.Return of the Publicist position into the Community Services Department throughshared funding from the Policy & Management Department.Return of the Garden & Design Showcase event at Greystone providing an increasein revenues.Assuming the full responsibilities of the Community Development Block Grant (CDBG)program, previously within the Policy & Management Department.‘Intergovernmental Revenues’ increased by 147.96% due to an increase in Prop Agrant funds as a result of the City's escalation of Beverly Gardens Park irrigation retrofitplans and from the department assuming the responsibilities of the CommunityDevelopment Block Grant (CDBG).Expected revenue from ‘Service Fees and Charges’ will increased by 13.06% due toan increase in the popularity of classes and camps as well as revenue expected frombringing back the Garden and Design show at Greystone.‘Internal Service Fund Charges’ increased by 6.25% due to the imposition of full ISFcharges on the General Fund and full funding of Equipment Replacement this year.The Radio Charges, IT Replacement, and Equipment Replacement charges accountedfor the entire increase. Last year, these charges were reduced as cost cuttingmeasures. As a result of staffing reductions in Community Services, the remainingISF charges as a whole slightly decreased.‘Capital Outlay’ decreased by 37.03% due to a decrease in equipment needingreplacement this year. This amount will vary from year to year.‘Internal Service Fund Receipts’ increased by 141.92% because the EquipmentReplacement Fund – Fund 40 is accruing for the full cost of replacement of office andfield equipment for FY2011/12 and 64 % of the total replacement cost for FY 2012/13.


Community Services

Department Summary


FY 2011/12Hours

FY 2011/12Budget

FY 2010/11Budget

FY 2009/10Budget

Full Time Positions

150,400809094Total Full Time Positions

FY 2011/12Hours

FY 2011/12Budget

FY 2010/11Budget

FY 2009/10Budget



Department Budget

PercentChange

FY 2011/12Adopted

FY 2010/11Adopted


0.00%2,181,8002,181,8001,268,929Other Taxes



-7.33%347,500375,000795,379Use of Money and Property

13.06%3,887,6003,438,5003,743,535Service Fees and Charges

141.92%349,100144,30030,000Internal Service Fund Receipts


15.02%8,221,9507,148,1007,181,514Total Revenues


Community Services

Department Summary

Department Budget

PercentChange

FY 2011/12Adopted

FY 2010/11Adopted





-37.03%90,900144,30025,157Capital Outlay


0.00%1,152,5001,152,6001,150,209Other Charges

4.33%40,957,90039,256,60041,173,127Total Expenses




Community Services


DescriptionThe City of Beverly Hills Filming and Special Events Office is responsible for the coordinationof filming, still photography and special event permits for the City-at-large and City Parks(except for Greystone Estate).

Program GoalProvide a one-stop permit process (convenient and timely film/event permit processing)in order to facilitate the process for users and encourage customers to return to BeverlyHills for their film/event projects.

Provide direct assistance to clients, community and City departments in order to facilitatesuccessful film shoots/events while minimizing disruptive impacts to the community.

Provide outstanding and timely service to entire community (including internalcustomers/other City Departments) in processing permits or responding to communityissues.

Respond to complaints and/or concerns in a timely fashion (within 48 hours or less).

Assist with the coordination and logistical details for the City's annual Holiday Programefforts in order to provide an exceptional Holiday experience to the community, andencourage visitors and residents to expand/increase number of visits to the City, whileutilizing the other City services and establishments (such as restaurants, hotels, retailers,etc.).


1,444Coordinate with the appropriate City Departments to manage andissue permits for filming, still photography, and special events.

1,160Process permits for film and photography.

608Process permits for special events.

410Assist with the coordination of logistical details for the City's annualHoliday Program and respond to requests and/or complaints asneeded.

30In an effort to continue expansion of on-line permitting for filming andspecial events, whereby applicants can complete permit applicationson line, provide all forms online and continue working with Finance/ITto rectify any outstanding issues relating to payment processes.


Community Services



68Arrange for new photos of key film and event sites to be added toEvent/Film website and add links featuring of City venues and facilities(City Parks, the Municipal Gallery, the Civic Center Plaza, RodeoDrive, and the palm tree-lined streets) for potential special eventactivity and key filming sites. Also add links to other departmentforms/information as appropriate.

64Conduct regular meetings with Film and Event Supervisor and staff.

141Coordinate, manage, and process the requests for street pole bannerdisplays throughout the City.

3,925Subtotal



30Develop Customer Service Rating/Feedback Survey. (EcS,DI)

0104001

29Update the online Film/Special Event permit application. (DI)0104001

58Review the Neighborhood Block Party application andguidelines, and update/streamline documents as appropriate.(DI)

0104001

117Subtotal


FY 2011/12Hours

FY 2011/12Budget

Full Time Positions

1,8801.00Events and Filming Supervisor

1,8801.00Projects Staff Assistant

2820.15Community Services Administrator



Community Services


FY 2011/12Hours

FY 2011/12Budget

Total Staffing


Goal2011/12

Projected2010/11

Actual2009/10


340330326Filming permits issued0104001

185175169Still photography permits issued0104001

1109074Special event permits issued0104001

100%100%100%Percent of complaints resolvedwithin 48 hours or less

0104001

PercentChange

FY 2011/12Adopted

FY 2010/11Adopted

FY 2009/10Actual

Program Budget

Revenue by Category

*24.63%379,500304,500376,763Licenses and Permits

24.63%379,500304,500376,763Total Revenues



0.00%200200239Materials and Supplies

16.66%700600688Contractual Services

0.00%17,50017,500854Other Charges

8.64%269,800248,300227,570Total Expenses


Community Services


PercentChange

FY 2011/12Adopted

FY 2010/11Adopted

FY 2009/10Actual


8.64%269,800248,300227,5700104001 - Community Filmingand Event Permits

8.64%269,800248,300227,570Total Expenses

*The 24.63% increase in ‘Licenses and Permits’ is due to an anticipated increase in filmingpermit requests.


Community Services


DescriptionThe Urban Forestry program is responsible for the maintenance of approximately 27,000trees located along city streets, in City parks and at city owned facilities and is alsoresponsible for the removal and replacement of declining, structurally inadequate orinappropriate trees under several defined Street Tree Master Plan phases and as individualcircumstances require. Public outreach and education are significant factors in maintainingcommunity support of this program. Due to recent rebid of contract, pruning cycle has beenreduced by 5%. Also, number of trees planted will remain stable until Public Works LightingProject is completed.

Program GoalProtect the aesthetic quality and overall health of the trees in the community by trimmingtrees on a regular cycle.

Sustain the long-term value of the urban forest, while limiting exposure to risk, by replacingdeclining, structurally inadequate, or inappropriate trees, through the Street Tree MasterPlan Program.


3,904Administrate and monitor contract tree pruning, removal, and plantingcrews.

900Respond to service calls, emergencies, and requests for technicalinformation within 72 business hours.

220Provide technical assistance to other departments within 72 businesshours.

5,024Subtotal



80Complete second of three phases of Ficus Tree removal andreplacement on Olympic Blvd. (DI)

0105601

80Complete final phase of Ficus Tree removal and replacementon Lasky Drive. (DI)

0105601


Community Services



80Complete Ficus Tree removal and replacement on AngeloDrive. (DI)

0105601

240Subtotal


FY 2011/12Hours

FY 2011/12Budget

Full Time Positions

1880.10Director of Community Services


8460.45Parks and Urban Forest Manager

2820.15Secretary

3,7602.00Urban Forest Inspector


FY 2011/12Hours

FY 2011/12Budget

Total Staffing


Goal2011/12

Projected2010/11

Actual2009/10


8,3108,7509,445Trees Trimmed0105601

225150266Trees Removed0105601

300300420Trees Planted0105601


Community Services


PercentChange

FY 2011/12Adopted

FY 2010/11Adopted

FY 2009/10Actual

Program Budget

Revenue by Category


0.00%10,00010,00021,685Total Revenues





0.00%5,4005,400262Other Charges

3.23%1,300,9001,260,2001,207,589Total Expenses

PercentChange

FY 2011/12Adopted

FY 2010/11Adopted

FY 2009/10Actual


3.23%1,300,9001,260,2001,207,5890105601 - Tree Maintenance

3.23%1,300,9001,260,2001,207,589Total Expenses


Community Services

067 - Recreation

DescriptionThe Recreation Division is responsible for researching, implementing, and evaluating avariety of services and programs for the community with the purpose of enhancing eachparticipant's quality of life. Increases in revenue for FY2011/12 will be due in large part tothe restoration of the Garden and Design Showcase at Greystone Estate.

Program GoalContinue to develop an academic enrichment element to the current Preschool Program.

Serve as a destination for educational, recreational, and cultural endeavors.

Provide diverse and innovative recreation and cultural programming and services for theresidents of Beverly Hills.

Expand the volunteer program by forming an internal cross-departmental ad-hoc committeeto develop a stronger Citywide Volunteer Program.

Develop a ‘Friendly Visitor Program’ to reach out to the frail elderly in the community.

Increase and diversify active adult class offerings to captivate the interest of baby boomersages 55 years and above.

Work with Community Services staff to ensure City access of the School District facilitiesand property for community recreation and other community and civic programs as it relatesto the Joint Powers Agreement (JPA).


6,186Offer over 100 Early Education and Youth classes per session.

4,800Continue to provide a variety of quality Adult Sport leagues.

154Maintain and grow our resident participation level in small-scalecommunity special events.

1,400Find and match volunteers to better meet the needs of the communityby promoting and recruiting via press releases on a quarterly basis.

1,615Plan agendas and prepare staff reports that are presented to theRecreation and Parks, Fine Art and Human Relations Commissionsregarding relevant topics; provide information and follow-up onrequests from commissioners.


Community Services

067 – Recreation


465Provide oversight to a variety of Capital Improvement Projectsincluding park enhancements and park expansion.

176Develop no more than two ad hoc committees at a time to work onpriorities established by the Human Relations Commission.

15,500Operate after school childcare services at four school sites and incompliance with state licensing requirements.

13,800Continue to maintain a high level of service and patronage at theCity's tennis facilities.

4,335Provide cultural/special events at various City venues to enhanceBeverly Hills' desirability as a destination.

211Increase resident participation in cultural and special events througha community-based marketing effort which will include the use ofSocial Media vehicles.

2,709Manage the day-to-day operations of the Greystone Catering Kitchen;work with approved caterers on the marketing/promotional campaignfor events at Greystone.

283Collaborate with Friends of Greystone on fund-raising events thatwill provide funding for on-going restoration projects at GreystoneEstate.

520Increase Farmers’ Market customer base by utilizing Social Mediavehicles such as Facebook and Twitter to promote the Market.

3,853Conduct regular audits of Farmers' Market concessions to increaserevenue and bridge the gap between expenses and revenue, therebyminimizing City subsidization of the program

104Research the feasibility of offering a weekday Farmers' Market tosupplement the ongoing Sunday Market.

104Steward the implementation and maintenance of the City's CulturalPlan.

260Update and sustain a maintenance program for City-owned PublicArt.


Community Services

067 – Recreation


40Provide additional opportunities for the Human Relations Commissionthat develop their working relationship and cohesiveness asmembersof a working body.

20,860Offer a wide variety of high quality specialty summer camps to youthages 5-14.

1,000Maintain the annual Senior Health Fair in collaboration with CedarsSinai Medical Center with nearly fifty community support agenciesand provide six Senior Health Lectures throughout the year.

28,200Operate six preschool programs in compliance with State-licensingrequirements.

1,200Provide adult/senior excursions through collaborative effort withBeverly Hills Active Adult Club.

140Strengthen the Department's ability to respond to and recover froman emergency or disaster by participating in EmergencyManagementrelated trainings, meetings, exercises, workshops, and special events.

40Secure grant funding for the Department's projects and programs byresearching funding opportunities, submitting applications asappropriate, and administering grant awards.

35Incorporate the principles of tolerance, acceptance, and civil discourseinto established Community Services events, programs and services.

2,154Expand adult class offerings, in particular for baby boomers.

86Review facilities database at monthly meeting with Public Works staffto report and update park facility infrastructure needs and repairs.

2,300Improve and update the volunteer database by implementing a newvolunteer software with assistance from the City's IT Department.

650Sustain the positive working relationship with the youth sportsorganizations for City and School District facility usage.

113,180Subtotal


Community Services

067 – Recreation



4,700With input from the Teen Advisory Committee, research anddevelop a balance of programs that will provide safe,recreational, and healthy alternatives for this age group. (DI)

0106702

1,985Complete Volunteer Orientation booklet and implement in alldepartments and for all new volunteers. (DI)

0106703

947Research and plan a "Friendly Visitor" programwith the HumanServices Division. (DI)

0106704

70Provide educational opportunities for the Human RelationsCommission to assist in their work with human relations andsocial service related issues. (DI)

0106706

322Work with the Human Relations Commission to implement ayear-long civility project that includes both the election andgeneral civility statement. (DI, SP)

0106706

553Expand customer awareness of local food sourcing andprograms offered in conjunction with the Beverly Hills Farmers'Market to create greater sustainability in our food systems.(CP, EnS)

0106709


600Promote newly renovated facilities at the La Cienega TennisCenter and Community Center; develop a plan tomarket/generate revenue for its use by patrons. (DI, EcS)

0106703

180Increase public awareness of the City's Public Art collectionutilizing various marketing vehicles, including the City's website,social media, special events, and a cell phone audio tour. (DI,GP)

0106707

375Update Public Art Ordinance and develop a Public Art MasterPlan to be used as a guide for future acquisitions andplacement of artwork throughout the City. (DI, GP)

0106707


Community Services

067 – Recreation


100Establish criteria and fees for indoor rentals of GreystoneMansion. (DI)

0106707

570In conjunction with approved caterers, develop a marketingplan for interior and exterior rentals at Greystone Estate. (DI)

0106707

258Take lead role in facilitation of the 2011 "Taste of Beverly Hills"and facilitate multi-department support in coordination of event.(DI, CP)

0106707

120Enhance the City's main entry points with signage, brandingand landscaping through the Gateways Improvement Project(with Wilshire/Whittier median sited as the first location). (EcS,SP, GP, DI)

0106710

45Complete reorganization plan of the Department's structure inorder to further consolidate its operations due in part to loss ofpositions. (DI)

0106710


99Develop Strategic Plan for the Community Services Departmentthrough contributions department-wide. (SP, DI)

0106710

174Update the Succession Plan with emphasis on creatingpromotional opportunities, capturing institutional knowledge,mentoring & organizational cross training. (SP, DI)

0106710

239Study opportunities for potential joint projects of benefit to theCity and the Beverly Hills Unified School District (BHUSD).(CP, GP)

0106710

50Pursue potential recreational development opportunities of theOrange Grove property in Franklin Canyon in order to expandeasy access to green/open space for the City's residents. (CP,GP)

0106710


Community Services

067 – Recreation


133Conduct Facilities Maintenance meetings to identify gapsbetween needs and resources, and identify processimprovements and revenue opportunities where appropriate.(SP)

0106710

11,520Subtotal


FY 2011/12Hours

FY 2011/12Budget

Full Time Positions

1,1280.60Director of Community Services

5,6403.00Recreation Supervisor

5,4522.90Senior Recreation Supervisor


4700.25Human Services Outreach Manager

3,4781.85Recreation Services Manager


3,7602.00Recreation Coordinator

7,2383.85Administrative Clerk II


1,2220.65Secretary

1,8801.00Market Manager

4700.25Human Services Administrator



Community Services

067 – Recreation

FY 2011/12Hours

FY 2011/12Budget



FY 2011/12Hours

FY 2011/12Budget

Total Staffing


Goal2011/12

Projected2010/11

Actual2009/10


120120102Enrollment in year aroundPreschool programs (enrollmentis at capacity)

0106701

1,8001,8001,437Enrollment in Parent and Meclasses

0106701

2,0002,0001,919Number of Summer Campparticipants

0106702

4,0004,0003,823Annual attendance in YouthClasses, for ages 4-14,conducted after school and onweekends

0106702

125120120Adventure Camp attendance(capacity is 160 participants)

0106702

1,4501,4501,432Aquatics Program participants(capacity is 1,400 participants)

0106702

800700690Number of participants at teenactivities and programs.

0106702

130125120Number of adult classes offeredper year

0106703

825800778Number of adults enrolled in fourquarters of class offerings

0106703

1,6501,6001,600Adult sports participants0106703


Community Services

067 – Recreation

Goal2011/12

Projected2010/11

Actual2009/10


15,00014,00012,885Estimated number of seniorsparticipating in eight communityoffered classes.

0106704

1,4001,4001,283Number of seniors participatingin health education services

0106704

17,00016,00017,762Number of volunteer hours in thecitywide volunteer program

0106705

111111Number of Human RelationsCommission meetings

0106706

15119Number of free CommunitySpecial Events and Programs

0106707

88,50080,55096,150Annual attendance for freeCommunity Special Events andPrograms

0106707

505050Number of annual Farmers'Markets

0106709

299,632295,000299,100Annual attendance at Farmers'Market

0106709

2,6832,6702,626Total number of Farmers' Marketvendors

0106709

300Receive donations from threecommunity organizationsresulting from Human RelationCommission's Donation Calendarproject.

0106706


Community Services

067 – Recreation

PercentChange

FY 2011/12Adopted

FY 2010/11Adopted

FY 2009/10Actual

Program Budget

Revenue by Category

0.00%2,181,8002,181,8001,268,929Other Taxes

0.00%00314,369Intergovernmental Revenues

-48.57%90,000175,00081,164Licenses and Permits


14.64%3,621,3003,158,7003,387,054Service Fees and Charges


6.58%6,235,6005,850,5005,812,272Total Revenues





0.00%423,400423,400408,716Other Charges

4.55%6,251,2005,979,2005,485,973Total Expenses

PercentChange

FY 2011/12Adopted

FY 2010/11Adopted

FY 2009/10Actual


6.25%989,700931,500868,5760106701 - Early Education

***10.23%2,380,5002,159,5001,771,1800106702 - Youth

****16.79%754,000645,600584,4960106703 - Adults

*****66.89%315,600189,100205,6620106704 - Senior Adults

-100%*0495,200509,7690106705 - Recreation and ParksSupport Services


Community Services

067 – Recreation

PercentChange

FY 2011/12Adopted

FY 2010/11Adopted

FY 2009/10Actual


-10.01%250,800278,700261,4520106706 - Citywide Governance- CS

--**875,600000106707 – Community/CulturalEvents and Public Art

-100%**0703,100794,1660106707 – Community andCultural Events/Programs

-100.00%**099,000101,5740106708 - Public/Fine ArtPrograms

10.07%203,200184,600150,7730106709 - Farmers' Market

-100%*0249,600224,6920106710 – Recreation and ParksAdministration

--*442,600000106710 – Community ServicesAdministration

-9.47%39,20043,30013,6331806708 - Public/Fine ArtPrograms

4.55%6,251,2005,979,2005,485,973Total Expenses

*Beginning in FY2011/12 subprograms ‘0106705-Recreation and Parks Support Services’and “0106710-Recreation and Parks Administration’ were combined into the newsubprogram ‘0106710-Community Services Administration.

**Beginning in FY2011/12 subprograms ‘0106707-Community andCultural Events/Programs’and ‘0106708-Public/Fine Art Programs’ were combined into the new subprogram‘0106707-Community/Cultural Events and Public Art.

***The 10.23% increase in the ‘0106702-Youth’ subprogram is for additional funds forvendor payments due to the huge success of the camps last summer and anticipatedcontinued increased registration levels.

****The 16.79% increase in the ‘0106703-Adults’ subprogram is for additional funds tobring back a portion of the annual volunteer recognition event.


Community Services

*****The 66.89% increase in the ‘0106704-Senior Adult’ subprogram is due to shifting staffsalaries among subprograms.


Community Services

068 - Park Rangers

DescriptionPark Rangers are responsible for enforcing park rules, regulations, and City MunicipalCodes, including disseminating information and assisting the public in the parks. ParkRangers assist in most of the Community Services events. Rangers are the on-sitecoordinators for all Greystone Park programs and events.

Program GoalEducate users of City parks and facilities on the benefits of open space in an urbanenvironment.

Provide exemplary internal and external customer service.


15,687Conduct daily patrols of eleven City facilities, including tenparks/gardens.

1,030Provide Ranger support at eighteen City sponsored special events.

724Permit and oversee film and photography at Greystone Park.

3,380Conduct daily coverage for Library; including support for rental groupsprior to or after regular Library hours of business.

104Increase ‘Fright Night’ program offerings to six evenings at Greystone.

52Have at least six school classes participate in an on-site Greystoneinterpretive program.

104Continue booking private ‘Inside Greystone’ tours.

208Coordinate and update the assignment monthly staffing/locationroster and on-going task lists for Lead Rangers.

21,289Subtotal


Community Services

068 - Park Rangers



104Coordinate a Regional Park Ranger Workshop involvingagencies from the greater Los Angeles area. (DI)

0106801

104Subtotal


FY 2011/12Hours

FY 2011/12Budget

Full Time Positions

1880.10Senior Recreation Supervisor

1880.10Recreation Services Manager

5,6403.00Lead Park Ranger

2820.15Administrative Clerk II

3,7602.00Park Ranger Supervisor


FY 2011/12Hours

FY 2011/12Budget



FY 2011/12Hours

FY 2011/12Budget

Total Staffing



Community Services

068 - Park Rangers

Goal2011/12

Projected2010/11

Actual2009/10


15/23313/20221/448Number of Filming Projects(Greystone) / Ranger Hours

0106801

20/43511/23912/250Number of Private Special Events(Greystone)/ Ranger Hours

0106801

36/32434/30648/402Number ofWeddings/Receptions(Greystone)/ Ranger Hours

0106801

58/85654/79742/620Number of City Sponsored events(Greystone)/ Ranger Hours

0106801

PercentChange

FY 2011/12Adopted

FY 2010/11Adopted

FY 2009/10Actual

Program Budget

Revenue by Category

4.32%229,500220,000308,603Licenses and Permits


9.61%279,500255,000360,640Total Revenues


Community Services

068 - Park Rangers

PercentChange

FY 2011/12Adopted

FY 2010/11Adopted

FY 2009/10Actual





-1.85%5,3005,400262Other Charges

10.57%913,400826,100795,546Total Expenses

PercentChange

FY 2011/12Adopted

FY 2010/11Adopted

FY 2009/10Actual


10.57%913,400826,100795,5460106801 - Park Rangers

10.57%913,400826,100795,546Total Expenses


Community Services


DescriptionThis program is responsible for the maintenance of landscaped/sport field areas in BeverlyGardens, Coldwater, Greystone, La Cienega, Roxbury, and Will Rogers parks as well asthe Civic Center Campus, Business Triangle, reservoir sites and Arnaz, Crescent, Hamel,Maltz, Oakhurst, Rexford Rest and Reeves mini-parks. Park Services staff are performingpark maintenance with a reduction of workers during a trial period to conclude in late 2011.Due to early retirements, two Park Services Supervisors have also been eliminated.Significant increase in ‘Intergovernmental Revenues’ due to an acceleration of Prop AFunds.

Program GoalMaintain aesthetic value of community by providing routine landscapemaintenance serviceson City owned property.

Be fiscally and environmentally responsible in the irrigation of landscaped areas.

At the conclusion of the park maintenance evaluation period, evaluate the performancestandards and provide recommendations.


21,724Provide routine maintenance of landscaped areas including weeklymowing of specialized turfgrass areas, daily trash and debris removal,maintenance of planter beds (trimming of shrubbery, weed removal,soil cultivation), installation of annual flowers/shrub plants as needed,and path and hardscape maintenance as needed.

2,410Maintenance and seasonal adjustment of irrigation system.

7,262Evaluate the standards and workforce required for the maintenance,renovation, and preparation of athletic fields. Assign duties asrequired.

2,350Administer, monitor, and report out on contracted services.

40Respond to service/information requests within 3 business days orless.

80Develop and update City asset inventory list.

40Enhance and provide cross training opportunities for staff wherepossible.

33,906Subtotal


Community Services




40As recommended by consultant during organizational andmanagement analysis, modernize Landscape StandardsChecklist form to include all park amenities under care ofDepartment. (DI)

0106910

120As recommended by consultant during organizational andmanagement analysis, develop and implement use ofLandscape Standards Checklist form specific to landscapetasks performed. (DI)

0106910

40Develop Prop A Extraordinary Maintenance Plan for 12 blocksof Beverly Gardens Park to include irrigation componentreplacement and landscape paver improvements todecomposed granite pathways at block ends. (DI)

0106910

80Link as-built irrigation drawings into central irrigation computersystem for newly completed projects/retrofits. (DI)

0106910


40In conjunction with the Public Works Department, review newcomputerized maintenance system (Hanson) and determinehow automated system can be utilized for park operations. (DI)

0106910

320Subtotal


FY 2011/12Hours

FY 2011/12Budget

Full Time Positions




Community Services


FY 2011/12Hours

FY 2011/12Budget

Full Time Positions

1,8801.00Irrigation Specialist

3,7602.00Park Services Supervisor

1,8801.00General Park Maintenance Supervisor

24,44013.00Park Services Worker


FY 2011/12Hours

FY 2011/12Budget



FY 2011/12Hours

FY 2011/12Budget

Total Staffing


Goal2011/12

Projected2010/11

Actual2009/10


808080Testing of irrigation systembackflow protection devices

0106910

848484Seasonal programming ofirrigation system controllers

0106910

2626n/aAssessments of staff maintainedlandscape areas using landscapestandards checklist

0106910

1212n/aQuality monthly reports on areasserviced by contractor

0106910

12128Monthly division safety meetings0106910


Community Services


PercentChange

FY 2011/12Adopted

FY 2010/11Adopted

FY 2009/10Actual

Program Budget

Revenue by Category

**128.00%353,400155,0000Intergovernmental Revenues


128.00%353,400155,00023,049Total Revenues


-3.37%1,800,8001,863,6002,248,966Salaries and Benefits



0.00%460,400460,400531,274Other Charges

4.37%3,233,8003,098,3003,387,645Total Expenses

PercentChange

FY 2011/12Adopted

FY 2010/11Adopted

FY 2009/10Actual


-100.00%*01,484,8001,906,4980106901 - Non-Athletic FacilityParks and Mini-parks

**128.00%353,400155,00000106901C002 - Prop A CountyGrant

-100.00%*01,048,3001,081,6830106906 - Roxbury and LaCienega Parks/Athletic Fields

-100.00%*0273,000278,0400106907 - Streetscape Support

-100.00%*0137,200121,4240106910 - Park Administration

--*2,880,400000106910 – ParkMaintenance andOperations

4.37%3,233,8003,098,3003,387,645Total Expenses


Community Services


* Beginning in FY 2011/12 subprograms ‘0106901-Non-Athletic Facility Parks andMini-Parks’, ‘0106906-Roxbury and La Cienega Parks/Athletic Fields’, ‘0106907-StreetscapeSupport’, and ‘0106910-Park Administration’ were all combined into one subprogram called‘0106910-Park Maintenance & Operations’.

** The 128% increase in ‘Intergovernmental Revenues’ and ‘0106901C002-Prop A CountyGrant’, along with the 29.92% increase in ‘Contractual Services” are due to an accelerationof the City receiving Prop A Funds.


Community Services

077 - Library

DescriptionThe Library facilitates learning for patrons of all ages, encourages children to develop anongoing interest in reading, and serves as a literary and cultural center for the community.The Library provides a broad range of materials and services to meet the educational andrecreational needs of its users. Due to Library renovation projects, there will be a temporaryreduction in the number of Library programs and events, as well as a correspondingreduction in ‘Use of Money and Property’ revenues.

Program GoalPromote a life-long love of reading.

Connect with regional and state partners to enhance resources available to our patrons.

Enhance the literary and cultural life of Beverly Hills through the development and provisionof programming, collections and services for all ages.

Streamline processes by implementing cutting edge technologies.

Provide services to patrons outside of the library setting.

Facilitate learning and self-education by providing a relevant, selection of materials invarious formats.

Improve the physical environment of the Library by relocating and upgrading key services.

Contribute to City revenues by offering fee based services.


25Secure grant funding for department projects and programs byresearching funding opportunities, submitting applications asappropriate, and administering grant awards.


3,707Match tutors with new students.

18,639Answer reference questions and work with users to identify librarymaterials that meet their needs.

19,151Maintain user accounts, track library materials, check-in and check-outlibrary materials.


Community Services

077 – Library


2,445Accept passport applications.

19,937Select, acquire, catalog, and maintain the library's collection.

3,330Plan for the library's future, maintain departmental records, managereservations for the library's facilities, and interact with communitygroups.

8,267Offer programs for adults, teens, and children.

18,076Return library materials to the proper location in a timely fashion.

93,667Subtotal



1,000Evaluate Library's Literacy Program. (DI)0107701

500Implement family friendly programs, collections, services, andpolicies. (DI)

0107703

500Consolidate and update the Library's position descriptions. (DI)0107709


1,000Provide one major reading program for the year. (DI)0107703

500Complete bid of plans for Library's renovation efforts. (DI, EsC)0107709


900Implement customer service procedures and cross train publicservice staff. (DI, SP)

0107703

4,500Complete bid documents and implement Radio FrequencyIdentification (RFID) technology to replace barcodes. (DI, EcS)

0107704


Community Services

077 – Library


500Improve wireless communication. (DI, EcS)0107704

1,000Update Library's website. (DI)0107704

2,000Assess reference materials in both print and electronic formatsto reflect the current needs of our users. (DI)

0107707

500Expand the number of e-books and children's DVDs. (DI)0107707

500Complete and implement the Library collectiondevelopment/retention policy. (DI)

0107707

500Complete strategic plan for Library. (DI, SP)0107709

1,000Seek approval and then implement the automated materialshandling system (AMHS) technology. (SP, DI)

0107709

14,900Subtotal


FY 2011/12Hours

FY 2011/12Budget

Full Time Positions

1,8801.00Assistant Director of Community Services


5,6403.00Librarian III

11,2806.00Librarian II

5,6403.00Library Technician

3,7602.00Senior Library Page


11,2806.00Library Clerk II

3,7602.00Senior Library Clerk

3,7602.00Library Services Manager


Community Services

077 – Library

FY 2011/12Hours

FY 2011/12Budget

Full Time Positions

5,6403.00Senior Library Technician


FY 2011/12Hours

FY 2011/12Budget



FY 2011/12Hours

FY 2011/12Budget

Total Staffing


Goal2011/12

Projected2010/11

Actual2009/10


4060n/aNumber of current students inLiteracy program

0107701

1,7451,7451,990Number of volunteer tutor hourscontributed

0107701

41,00040,91341,000Number of reference questionsanswered

0107702

35,00034,50034,431Number of Children's referencedesk questions answered

0107702

26,00026,00026,759Total number of telephonereference questions answered

0107702

231/7,000307/9,000307/8,887Number of preschool programsand total attendance

0107703

1,1001,1871,375Number of participants inSummer Reading Club

0107703

101830Number of school visits0107703


Community Services

077 – Library

Goal2011/12

Projected2010/11

Actual2009/10


27/2,08830/2,70027/2,088Number of programs for adultsand total attendance

0107703

150n/an/aNumber of participants in OneBook, One City

0107703

41,00041,00041,161Number of active library cardholders

0107704

600,000584,904630,000Total circulation0107704

1,5001,9651,500Number of interlibrary loanrequests satisfied

0107704

2,0002,4741,500Number of passport applicationsaccepted

0107704

4,000n/an/aNumber of online reservations forlibrary materials

0107704

100,000n/an/aNumber of items self-checked bypatrons

0107704

5,0005,8446,500Number of items circulated tohomebound residents

0107706

303030Number of homeboundparticipants in program

0107706

7,5008,7008,358Total circulation of materials atRoxbury Senior Adult Library

0107706

2,2002,1002,154Number of volunteer hourscontributed at the Roxbury SeniorAdult Library

0107706

120,000n/an/aNumber of virtual visits to thelibrary website

0107706


Community Services

077 – Library

Goal2011/12

Projected2010/11

Actual2009/10


200,000n/an/aCirculation of alternative formatitems

0107707

35,000n/an/aNumber of alternative formatitems

0107707

PercentChange

FY 2011/12Adopted

FY 2010/11Adopted

FY 2009/10Actual

Program Budget

Revenue by Category

**-5.08%140,000147,500221,360Intergovernmental Revenues

***-87.50%5,00040,00046,062Use of Money and Property

****-12.12%206,346234,800282,759Service Fees and Charges


-16.61%356,346427,300555,454Total Revenues




*****26.25%70,70056,00070,044Contractual Services


0.00%182,900182,900206,027Other Charges

4.70%5,261,6005,025,3005,288,245Total Expenses


Community Services

077 – Library

PercentChange

FY 2011/12Adopted

FY 2010/11Adopted

FY 2009/10Actual


4.55%211,300202,100225,5190107701 - Library LiteracyServices

--*1,216,500000107702 – Library ReferenceService and Programs

-100.00%*0743,200836,9280107702 - Library ReferenceServices

-100.00%*0426,500350,0310107703 - Library Programs

10.68%1,605,1001,450,2001,538,9510107704 - Library BorrowersServices

-100.00%*060,60097,9380107706 - Library OutreachProgram

1.07%1,766,7001,747,9001,815,8720107707 - Library CollectionServices

0.00%0014,8600107709F014 - Family PlaceLibrary Grant

*****17.02%462,000394,800408,1460107709 - Library Administration

4.70%5,261,6005,025,3005,288,245Total Expenses

*Beginning in FY2011/12 subprograms ‘0107702-Library Reference Services’,‘0107703-Library Programs’, and ‘0107706-Library Outreach Program’ were all combinedinto one subprogram called ‘0107702-Library Reference Services & Programs’.

**’Intergovernmental Revenues’ are expected to decrease by 5.08% because the Libraryis not anticipating receiving a $7,500 Workforce Investment Act grant for Literacy.

*** Due to Library renovation projects, there will be a temporary reduction in the numberof Library programs and events, as well as a corresponding reduction in ‘Use of Moneyand Property’ revenues.

****’Service Fees and Charges’ revenue is expected to decrease from an anticipatedreduction in donations.


Community Services

*****The 26.25% increase in ‘Contractual Services’ expenditures, in the ‘0107709-LibraryAdministration’ subprogram, is due to a new maintenance contract for the AutomatedMaterials Handling System (AMHS).


Community Services


DescriptionCommunity Services Administrative Support Office is responsible for:

The coordination and facilitation of the Community Services Department budget processand accounting functions (financial reporting, purchasing services, etc.);

The coordination with applicable Departments, and facilitation, of the City's"resident-educational" Team Beverly Hills (Team BH) program;

The coordination and monitoring of registration and reservations for Community ServicesDepartment classes, camps, special events, tennis courts, etc. by the Registration Office.

Program GoalProvide effective and efficient administrative and staff support services for budget,accounting, and Registration System functions for the Community Services Department.

Provide a superior level of customer service to external and internal customers.

Serve as the City's Liaison to the Team BH resident education program by developing newparticipants, and encouraging future citizen involvement in City programs/activities, throughvolunteer service by Team BH graduates.

Explore new potential revenue sources through grants and/or other sources.


50Expand Team BH graduate involvement in city-related activities byrelaying information of volunteer opportunities such as CityCommission openings, possibilities to provide assistance on Cityprograms and events, focus groups, committees, etc.

2,080Process vendor invoices within 30 days of receipt of invoice forpayment of goods and services.

683Assist staff with the preparation and completion of contracts.

477Ensure compliance with contract provisions by monitoring contractsas appropriate.

70Seek areas for improvement in the process of contract administration.


Community Services



545Identify and resolve issues/problems communicated by staff orcustomers and vendors in receiving payments and/or reimbursements(within 48 hours for simple issues and if possible within 1 week forother problems).

825Coordinate and assist with the budget process for the entireCommunity Services Department and submit budget relatedmaterialsto the budget office on time and with accuracy.

425Coordinate budget reviews with the Divisions.

255Prepare Quarterly Budget Status Reports.

600Research and prepare analysis as directed by Director or DivisionHeads.

212Respond immediately (within one business day) to e-mails from newclient setup in the Registration System for on-line registration.

204Notify customers within 48 hours when classes are full or customersare wait-listed and to attempt to reschedule or provide other optionswhenever possible.

153Process returned (NSF) checks and credit card charge backcollections for the Recreation and Parks Division within 3 weeks ofnotification from Finance or credit card company.

182Develop payment collection plan and policy for preschool and youthclasses.

397Provide accurate financial reports of daily financial transactions withinone business day.

1,325Coordinate and develop the Department's quarterly programbrochure/catalogue (which includes an overview of City-offeredprograms, classes, and events offered to community) and accuratelyenter all details into the online Registration System within 2 weeksof established dates (brochure production schedule).

459Maintain current and updated Registration web pages of classes,camps, programs, and events throughout the year.


Community Services



1,516Support other sites with their specialized registrations (art show,preschool program, aquatics, Library Storytime, etc.) and include inRegistration System when/where appropriate in order that all are alsoaccessible online.

657Create artwork and other materials for press releases.

100Provide photographic services for the Department.

107Review and merge duplicate customer accounts.

60Assist with the coordination of monthly meetings with CommunityServices and PublicWorks Departments and providemonthly updatesof facilities maintenance items and issues.

97Coordinate videotaping of department classes with Cable forpromotion in the Community Services brochure, both print and webversions.

607Create monthly email notifications to publicize classes and eventsfor Recreation and Parks/Greystone events. Also includes specialDivision/individual requests for email notifications.

90Secure grant funding for department projects and programs byresearching funding opportunities, submitting applications asappropriate, and administering grant awards.


120Conduct bi-weekly meetings with supervisors and staff (RegistrationOffice; Budget/Accounting Office; and Management Analyst).

12,404Subtotal


Community Services



Vision Statement #1: Beverly Hills offers the highest quality of life achievable andmaintains a unique and friendly character for residents, visitors and neighbors.

154Expand Management Analyst's role in the oversight andassistance with the Team BH program. (DI)

0107904

80Complete development of Gifting Brochure with Recreationand Parks, and Human Services Divisions for fundraising andmarketing efforts. (DI)

0107904

642Develop and conduct a six month educational program for the2011 Team BH Class by coordinating and working with other

0107905

City Departments, the Mayor's Office, current Team BHmembers, and community groups as appropriate in therecruitment process, program coordination, and developmentof the Team BH program during FY11-12. (DI)

330Expand Registration Office services and promote classes,camps, and other Community Services programs through social

0107906

media (Facebook, Twitter, etc.) and regular email notifications.(DI)

38Update Centralized Facilities Reservations policy, forms, andweb pages. Provide additional information and photos, including

0107906

virtual tours where appropriate, on City's website for facilitiesrentals. (CP, DI)

94Develop policy and implement an advertising program for theCommunity Services Department brochure. (DI)

0107906

1,338Subtotal


FY 2011/12Hours

FY 2011/12Budget

Full Time Positions


1,8801.00Customer Services Supervisor


Community Services


FY 2011/12Hours

FY 2011/12Budget

Full Time Positions



1880.10Secretary

1,5980.85Community Services Administrator


FY 2011/12Hours

FY 2011/12Budget



FY 2011/12Hours

FY 2011/12Budget

Total Staffing


Goal2011/12

Projected2010/11

Actual2009/10


555055Average number of invoicesprocessed per week

0107904

454539Average number of combinedinvoices processed per week

0107904

206206219Total administered contracts0107904

400400406Number of blanket purchaseorders monitored

0107904

1,3001,3001,294Library cash registerreconciliations

0107904

900900730Library deposits0107904


Community Services


Goal2011/12

Projected2010/11

Actual2009/10


413937Current Commissioners andElected Officials who are TeamBeverly Hills alumni members

0107905

459427395Team Beverly Hills alumnimembers

0107905

909066Applicants to the Team BeverlyHills program

0107905

4,0504,0003,985Volunteer hours provided byTeam Beverly Hills alumni for Cityprograms and events

0107905

302523Number of volunteeropportunities made available toTeam BH alumni members

0107905

13,88013,60811,081Front desk registrations - phone,fax, mail

0107906

7,5547,4507,416Registrations for RoxburyClubhouse - only (part of totalnumbers above)

0107906

1,7501,7001,724Internet registrations (byregistration date)

0107906

15,42315,12014,685Total number of registrations0107906

PercentChange

FY 2011/12Adopted

FY 2010/11Adopted

FY 2009/10Actual

Program Budget

Revenue by Category


23.33%1,8501,5001,650Total Revenues


Community Services


PercentChange

FY 2011/12Adopted

FY 2010/11Adopted

FY 2009/10Actual

Program Budget





0.00%43,10043,1002,105Other Charges

9.42%801,600732,600703,074Total Expenses

PercentChange

FY 2011/12Adopted

FY 2010/11Adopted

FY 2009/10Actual


9.24%409,000374,400365,2610107904 - Administrative Support

*36.45%84,60062,00066,4090107905 - Resident EducationalPrograms-Team Beverly Hills

3.98%308,000296,200271,4030107906 - Registration Services

9.42%801,600732,600703,074Total Expenses

*A 36.45% increase in ‘0107905-Resident Educational Programs-Team Beverly Hills’ isdue to reallocating staff time within the department.

**The 23.33% increase in revenue is due to an increase in the number of participants inTeam Beverly Hills, by five.


Community Services


DescriptionHuman Services is responsible for providing innovative educational and human servicesto the City's under served, disabled, active and frail elderly residents, to maintain andimprove quality of life. The Human Services Division supports implementation of the HumanRelations Commission work plan.

Community Development Block Grant (CDBG) supports advocacy of broadened Statehousing regulations to encourage the creation of more housing and includes administrationof the CDBG program.

Program GoalProvide resource and referral information on issues, such as homelessness, senior services,prevention of discrimination, and neighbor to neighbor dispute resolution.

Community Assistance Grant Funding (CAGF) provides a social services safety net tovulnerable or under served members of the community.

Community outreach through collaboration with local and regional social services: (e.g.Los Angeles County Human Relations Commission Network on Hate Crime, WestsideCouncil of Governments Homeless Issues Subcommittee, Changing Lives and SharingPlaces (CLASP) program, and community roundtables).

Administer programs that provide minor home repairs, home security, and mobilityimprovements for low to moderate income households and programs that facilitateindependent living for seniors, as funded by the Community Development Block Grant(CDBG).


220Evaluate Community Assistance Grant Funding program by ensuringthat current Community Assistance recipients provide contractedservices.

207Expand network of social service supports to meet the needs of thecommunity's most vulnerable and under served members.

188Expand and enhance awareness of Human Services Division rolesand resources via public relations efforts (e.g. use of webpage,presentations to community stakeholders and City departments).

130Through homeless outreach program (CLASP), provide localhomeless individuals with support and placement opportunities.


Community Services



99Identify and assess needs of isolated frail elderly and other underserved residents by use of the existing City resources(e.g., Special Needs Registry, library shut-in program, Meals onWheels, Handyworker Program, and General Plan).

70Work with Community Services staff to revamp Roxbury SeniorProgram. Part of this effort includes providing staff support to BeverlyHills Active Adult Club (BHAAC) and program development.

174Convene ten community roundtables to disseminate Division programinformation, minimize duplication of programs/services, and dialoguewith community stakeholders.

85Collaborate with business community stakeholders to providehomeless outreach education.

150Participate in local and regional human services provider network byattending and/or hosting pertinent meetings (e.g., Co-Chairing LosAngeles County Human Relations Quarterly Network Against HateCrimemeetings, Westside Council of Governments Homeless IssuesSubcommittee, Westside Mental Health Network, Westside Shelter,and Hunger Coalition).

75Compile a working list of under served residents (e.g., isolated frailelderly) by use of existing City resources (e.g., Special NeedsRegistry, library shut-in program, Handyworker Program, Divisioncontact list, and General Plan).

75Establish vulnerability index for homeless in the Beverly Hillscommunity to direct limited resources to homeless individuals mostin need of services.

145Collaborate with Library staff to address needs of their growinghomeless mentally ill patron population. Possible interventions toexplore include: researching what other public libraries are doing,basing the homeless outreach team at the main library, increasingstaff presence at the library through inexpensive means such as peercounselors or interns.


Community Services



65Enhance, expand, and maintain Human Service webpage (e.g.,regular updates, features, relevant resources, CAGF information).Tailor website resources to reflect community's changing needs ona quarterly basis.

45Decrease reliance on print media by directing public to website andalternatives to paper such as email and e-noticing.


99As part of the Joint Powers Agreement, provide for after-schoolchildcare and classes, preschool classrooms, aquatics, youth sportsorganization activities, and adult sports programming utilizing SchoolDistrict facilities up to 300 hours per week.

59Create an internal committee involving at least manager-levelDepartment personnel to develop strategies to improve coordinationand integration of services and program development betweendivisions, particularly for seniors/active adults.

86Human Services Division staff to establish office hours at RoxburyCommunity Center.

70Consolidate services for seniors in collaboration with Jewish FamilyServices and the Library's homebound delivery of books.

235Administer the CDBG Program which includes handyworker forlow-income seniors in single and multi-units.

195Utilize CDBG funding to explore partnerships to develop permanenthousing for community's homeless and mentally ill individuals.

45Manage CDBG program.

2,607Subtotal


Community Services




293Provide annual comprehensive reports to City Council LiaisonCommittee to assist in allocation of the Community Assistance

0108803

Grant Funds (CAGF). Revise and refine CAGF application toelicit measurable outcomes from recipients for contractservices. (DI, GP)

398Identify and assess social service needs of the Beverly Hillscommunity in collaboration with other City departments and

0108803

agencies (e.g. Special Needs Registry, Disaster Preparedness,panhandling education, homeless outreach/CLASP program,BHFD, BHPD, Code Enforcement, Library, Roxbury CommunityCenter and Rangers). (DI, GP, SP)

86Revise the Community Grant Funding application to includemeasuring program/service objectives and/or outcomes, and

0108803

revise quarterly report to require recipients to report on theirprogress in meeting the stated goals and objectives. (DI, GP)

777Subtotal


FY 2011/12Hours

FY 2011/12Budget

Full Time Positions



1,4100.75Human Services Outreach Manager

940.05Recreation Services Manager

1880.10Secretary


Community Services


FY 2011/12Hours

FY 2011/12Budget

Full Time Positions

1,4100.75Human Services Administrator


FY 2011/12Hours

FY 2011/12Budget

Total Staffing


Goal2011/12

Projected2010/11

Actual2009/10


75%66% (8)n/aProvide site visits to meet withstaff of 75% of communityassistance grant fundingrecipients.

0108803

100%n/an/aAdminister community assistancegrant fund recipient payments bymonitoring 100% of eachrecipient's progress reports.

0108803

12n/an/aEncourage City departments toutilize Human Services fornon-punitive problem-solvingprior to standard operativeprocedures.

0108804

8n/an/aConvene eight communityroundtables to disseminateDivision program information,

0108804

minimize duplication ofprograms/services and dialoguewith community stakeholders.


Community Services


PercentChange

FY 2011/12Adopted

FY 2010/11Adopted

FY 2009/10Actual

Program Budget

Revenue by Category





*485.71%4,100700798Materials and Supplies


0.00%14,50014,500711Other Charges

1.97%11,399,60011,179,70011,502,549Total Expenses

PercentChange

FY 2011/12Adopted

FY 2010/11Adopted

FY 2009/10Actual


0.30%10,339,00010,308,10010,508,1990108802 - JPA

**-100.00%0154,400252,8310108802BHSD - JPA Services

--***803,8000108803 – Community Outreachand Grant Funding

-100.00%***0438,700485,9250108803 - Community AssistanceGrant Funding

-100.00%***0278,500255,5940108804 - Community Outreach

--****192,600001004201 - CDBG HandyworkerProgram

--****38,500001004202 - CDBGSenior Services


Community Services


PercentChange

FY 2011/12Adopted

FY 2010/11Adopted

FY 2009/10Actual


--****25,700001004203 - CDBG ProgramAdministration

1.97%11,399,60011,179,70011,502,549Total Expenses

*The expenditure increase in ’Materials and Supplies’ is due to a budget enhancement for$3,200 in additional funding to assist seniors and homeless with small, but critical needs.

**Subprogram ‘0108802BHSD-JPA Services’ is not funded for FY2011/12 because thissubprogramwas used for the BHSD crossing guard funds and administration of the crossingguard funds was moved to Public Works.

*** Beginning in FY2011/12 subprograms ‘0108803-Community Assistance Grant Funding’and ‘0108804-Community Outreach’ were combined into one subprogram called‘0108803-Community Outreach and Grant Funding’.

****Beginning in FY2011/12 the subprograms ‘1004201 - CDBG Handyworker Program’,‘1004202 - CDBG Senior Services’, and ‘1004203 - CDBG Program Administration’ havebeen moved out of the Policy and Management Department and into Community Services,under program ‘088-Human Services’. Funds for these subprograms have been put under‘Contractual Services’.


Community Services




PercentChange

FY 2011/12Adopted

FY 2010/11Adopted

FY 2009/10Actual

Program Budget

Revenue by Category



*-37.03%90,900144,30020,347Capital Outlay

-37.03%90,900144,30020,347Total Expenses

PercentChange

FY 2011/12Adopted

FY 2010/11Adopted

FY 2009/10Actual


-37.03%90,900144,30020,3474009940 - EquipmentReplacement Program(Department 40)

-37.03%90,900144,30020,347Total Expenses

*‘Capital Outlay’ decreased by 37.03% due to a decrease in equipment needing replacementthis year. This amount will vary from year to year.


Community Services


Community Services


Budget Modifications

FY 2011/12 Budget Modifications - Recommended

RecurringCost

OneTimeCost

NetRequest

RevenueOffset

FY2011/12RequestFdSubprogram TitleSubprogramRequest Title

Request#

- 500 500 - 50048Disaster Response &Recovery4804101Emergency Mgmt Equipment Truck01-001

- 500 500 - 50001-Policy & ManagementCount=1

- 14,000 14,000 - 14,00048General Accounting4801601GASB 45 OPEB Valuation11-001

5,200 61,336 - 61,33648Personnel & Benefits4800401Cal-OSHAMedical Exams & Respirators11-003

30,000 30,000 - 30,00048Personnel & Benefits4800401IRS Style Audit for HR11-007

15,000 15,000 - 15,00048Personnel & Benefits4800401Arbitrators11-008

10,000 10,000 - 10,00048Personnel & Benefits4800401Court Reporters11-009

- 20,000 20,000 - 20,00045VariousAudit of Self-Insurance Reserves11-013

- 20,000 20,000 - 20,00046VariousAudit of Self-Insurance Reserves11-013

- 55,000 55,000 - 55,00048Management & Budget4800801Cost Allocation and Fee Study11-002

40,358 40,358 - 40,35848ASD Administration4800301Temp Hourly11-005

110,807 28,071 82,736 110,80748VariousAssistant Property Manager11-006

5,000 20,000 - 20,00048Budget & Management4800801Budget Forecasting Model11-011

50,000 50,000 - 50,00048ASD Administration4800301Consultants for Pension Reform Search11-012

- 60,000 60,000 - 60,00048Commercial Leasing4801801Commissions for 239 S Beverly Dr11-015

20,000 20,000 - 20,00048Organizational Development4800405Additional Funding for TuitionReimbursement11-017

286,365 169,000 443,765 82,736 526,50111-Administrative ServicesCount =

14

150,000 150,000 - 150,00001Patrol Unit0102301Patrol Supervisor Overtime17-002

5,000 5,000 - 5,00001Office of the Chief0102104Annual Maint. Scheduling/PayrollSoftware17-003

75,000 75,000 - 75,00001VariousFLSA Excess Overtime17-004

17,000 17,000 - 17,00001Patrol Unit0102301Reserve Officers17-006

24,000 24,000 - 24,00001VariousCourt Time Increase17-007

271,000 - 271,000 - 271,00017-PoliceCount =

5

100,000 100,000 - 100,00001VariousTraining/Safety Officer20-001

- 17,945 17,945 - 17,94501Emergency Medical Services0103401CPAP Airway Device20-003

- 5,200 5,200 - 5,20001Emergency Medical Services0103401Intraosseous Cannulation20-004

100,000 23,145 123,145 - 123,14520-FireCount=3

12,000 12,000 - 12,00001Planning0103701Public Notices and Filing Fees27-002

- - - 100,000 100,00001Building and Safety0104610Plan Review Contractual Services27-001

- 150,000 150,000 150,00001Planning0103701Zoning Code Amendment27-010

12,000 150,000 162,000 100,000 262,00027-Community DevelopmentCount =

3

9,000 9,000 - 9,00049IT Operations4908501Coban hard drive maint./replacement31-002

9,000 - 9,000 - 9,00031-Information TechnologyCount =

1



FY 2011/12 Budget Modifications - Recommended

RecurringCost

OneTimeCost

NetRequest

RevenueOffset


Request#

25,000 - 25,000 25,00001Permit Counter & GeneralPublic Svcs0105102On Call Subdivision Map Check Service35-006

25,000 25,000 - 25,00024AQMD Grant2407501AQMD Employee Rideshare35-007

10,000 10,000 - 10,00049Vehicle Maintenance4908501Funding for General Contractual Services35-012

73,871 - 73,871 73,87101VariousParking Enforcement Supervisor35-003

60,508 60,508 - 60,50808Facilities Maintenance0805901Staffing Increase35-004

70,000 70,000 - 70,00001Permit Counter & GeneralPublic Svcs0105102On Call Oil Consultant Services35-005

20,000 20,000 - 20,00049Vehicle Maintenance4908501Auto Damage Repair35-008

130,000 130,000 - 130,00008VariousAdditional Maintenance & Repair Funding35-009

- 300,000 300,000 - 300,00024AQMD Grant2407501AQMD Electric Vehicles & Bicycles35-010

40,000 40,000 - 40,00049Automotive Inventory4910000Motor Vehicle Parts & Accessories35-011

15,000 15,000 - 15,00049Vehicle Maintenance4908501Funding for Maint. & Repair - Auto35-014

7,000 - 7,000 7,00001Transportation Permits0109501Permit Printing35-015

599,000 136,000 463,000 599,00081450 Crescent Dr8107217450 Crescent Dr Operations Budget35-016

205,000 205,000 205,00049Fuel Inventory4910001Fuel Budget Increase35-020

48,800 48,800 - 48,80081Parking Facility Administration8107200Senior Parking Attendant35-021

1,329,179 300,000 1,060,308 568,871 1,629,17935-Public Works & TransportationCount =

15

1,500 - 1,500 1,50001Farmers Market0106709Farmers' Market Dumpster Rental & Svcs40-002

780 780 - 78001Senior Adult0106704Senior Nutrition Program Increase40-001

3,200 3,200 - 3,20001Community Outreach &GrantFunding0108803Additional Funds for Community Outreach40-003

10,000 - 10,000 10,00001Community/Cult Events &Pubic Art0106707

Greystone Special Events Sound &Lighting40-004

110,000 - 110,000 110,00001Youth0106702Contractual Services - Youth Progrmas40-005

10,000 - 10,000 10,00001Park Rangers0106801Park Rangers Overtime40-007

2,000 - 2,000 2,00001Park Rangers0106801Park Rangers Program Expansion atGreystone40-008

15,000 - 15,000 15,00001Community/Cult Events &Pubic Art0106707

Special Events Rental Service-GreystoneDesign House40-009

5,000 5,000 - 5,00001Adults0106703Volunteer Recognition Event40-011

15,000 15,000 - 15,00001Library Administration0107709Library Automated MatrialsSystem-MaintCost40-014

20,000 20,000 - 20,00001Park Maint. & Operations0106910Hourly Landscaping/Maint. Assistant40-015

40,000 40,000 - 40,00001Variousupgrade od PT Rec Specialist to FT Rec Coord.40-016

232,480 - 83,980 148,500 232,48040-Community ServicesCount =

12

2,240,024 642,645 2,153,698 900,107 3,053,805Total Enhancement Requests54



FY 2011/12 Budget Modifications - Not Recommended

RecurringCost

One TimeCost

NetRequest

RevenueOffset


Request#

3,036 3,036 - 3,03648VariousReclass Executive Asst. l to City Clerk Asst07-001

3,036 - 3,036 - 3,03607-City ClerkCount= 1

40,000 40,000 - 40,00048Personnel & Recruitment4800401Classification Study11-010

2,600 2,600 - 2,60048Personnel & Benefits4800401Annual Maintenance for LivescanMachine11-016

- 27,200 27,200 27,20048General Accounting4801601Temp agency help needed11-004

42,600 27,200 69,800 - 69,80011-Administrative ServicesCount= 3

175,796 110,174 65,622 175,79601Personnel & Training0102901Reclass Cadets to CommunityService Off.17-001

-01VariousOvertime Increase re: Salary Adjustments17-005

2,600 2,600 2,600Live-Scan Maintenance17-008

175,796 - 110,174 65,622 178,39617-PoliceCount= 3

30,000 - 30,000 30,00001Planning0103701View Restoration ContractualServices27-005

50,000 50,000 50,00001Planning0103701Historic Resource Evaluation27-011

80,000 - 50,000 30,000 80,00027-Community DevelopmentCount= 2

134,883 134,883 - 134,88348IT Operations4801501Systems Integrator - Fire (TechOfficer)31-001

134,883 - 134,883 - 134,88331-Information TechnologyCount= 1

10,000 10,000 - 10,00049Vehicle Maintenance4908501Funding for Ongoing ContractualServices35-013

125,549 125,549 - 125,54981Parking FacilityAdministration8107200Parking Services Manager35-001

29,507 - 29,507 29,50780Maintenance and Repair8006003Transfer of funds for annual HansenSupport35-017

37,993 - 37,993 37,99348VariousTransfer of funds for annual Hansen Support35-017

65,000 - 65,000 65,00041Information Technology4101501Transfer of funds for annual HansenSupport35-017

20,593 - 20,593 20,59348Public WorksAdministration4805001Hansen Related Position Upgrade35-018

17,400 - 17,400 17,40048Public WorksAdministration4805001Staffing Increase for Hansen Support35-019

306,042 - 135,549 170,493 306,04235-Public Works & TransportationCount= 7

- 30,000 30,000 - 30,00001Community ServiceAdministration0106710Consultant for Dept Strategic Plan40-006

- 30,000 30,000 - 30,00040-Community ServicesCount= 1

744,957 57,200 536,042 266,115 802,157Total Enhancement Requests18




Budget Resolutions

RESOLUTION NO. 11-R-12817

RESOLUTION OF THE COUNCIL OF THE CITY OFBEVERLY HILLS APPROVING THE OPERATING BUDGETAND FINANCIAL POLICIES FOR THE 2011/2012FISCAL YEAR AND APPROPRIATING FUNDS THEREFOR

The Council of the City of Beverly Hills does resolve

as follows:

Section 1. That certain document entitled “City of

Beverly Hills 2011/2012 Fiscal Year Budget”, a copy of which is

on file in the office of the City Clerk and the Beverly Hills

Public Library, which may hereafter be amended by the Council, is

hereby approved as the operating budget for the City of Beverly

Hills for the Fiscal Year 2011/2012, beginning July 1, 2011.

Section 2. Appropriations in the amount not to exceed

$362,114,600 are authorized for the purpose of carrying on the

business of the City.

Section 3. In adopting the Budget, the City Council

hereby gives authority to the City Manager, after consultation

with the Chief Financial Officer, to re-appropriate all

unencumbered Fiscal Year 2010/11 appropriated fund balances and

unexpended encumbrances of the Fiscal Year 2010/11 Operating and

Budget.

B0785-0001\1364257v2 .doc

Section 4. The City Manager after consultation with

the Chief Financial Officer, may transfer appropriations between

and among all funds, as defined in the Fiscal Year 2011/12

budget, up to the amount of $362,114,600. A semi-annual report

shall be made to the Council describing each transfer between

funds and the reason therefore.

Section 5. The Chief Financial Officer may make budget

adjustments to accounts within the same fund, provided that the

fund is within its approved budget and that any transfer between

departments within the same fund is authorized by the City

Manager.

Section 6. The City Manager may transfer and

appropriate up to $300,000 during the Fiscal Year and the Chief

Financial Officer may transfer and appropriate up to $100,000

during the Fiscal Year from all fund balances to any accounts

within that fund as long as it meets the purposes of that fund’s

designation. An semi-annual report shall be made to the Council

describing each transfer and the reason therefore.

Section 7. Pursuant to the provisions of Section 37208

of the Government Code, the Council, by motion or resolution, may

ratify the prior payment of budgeted demands from those funds

which have been certified or approved by the Chief Financial

Officer and may appropriate funds for non-budgeted items, and any

-2-

B0785-0001\1364257v2 .doc

such appropriation for a non-budgeted item shall constitute an

approval to issue a warrant in payment of a proper demand or

demands therefore.

Section 8. The City Council hereby adopts the

Comprehensive Financial Policies of the City for Fiscal Year

2011/12, as attached to this resolution.

Section 9. In the case of fee-based programs, if the

revenues for such programs exceed the amount budgeted, the City

Council hereby authorizes the Chief Financial Officer to increase

the appropriation of said program in the same amount of the

increased revenue.

Section 10. The Chief Financial Officer is authorized

to make clerical and other non-substantive revisions to the

Adopted Budget.

Section 11. The City Clerk shall certify to the

adoption of this resolution and shall cause this resolution and

his certification to be entered in the Book of Resolutions of the

Council of this City.

Adopted: June 7, 2011 7~// ~

~ARRY BRUCKERMa~,1or of the City of

Beverly Hills, California

-3-

B0785-0001\1364257v2 .doc

ATTEST:

_________________________ (SEAL)

YRON POP

Approved as to form: Approved as to content:

NCE S. WIENER J rey KolinCity Attorney City Manager

Chief Financal Officer

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B0785-0001\1364257v2 .doc


RESOLUTION OF THE COUNCIL OF THE CITY OFBEVERLY HILLS APPROVING THE CAPITALIMPROVEMENT PROGRAM BUDGET FOR THE 2011/2012FISCAL YEAR AND APPROPRIATING FUNDS THEREFOR

The Council of the City of Beverly Hills does resolve

as follows:

Section 1. That certain document entitled “City of

Beverly Hills 2011/12 Capital Improvement Program Budget,” a copy

of which is on file in the office of the City Clerk and the

Beverly Hills Public Library, which may hereafter be amended by

the Council, is hereby approved as the Capital Improvement

Program budget for the City of Beverly Hills for the Fiscal Year

2011/2012, beginning July 1, 2011.

Section 2. Appropriations in the amount not to exceed

$55,861,100 are authorized in the City’s various funds that have

capital programs for the purpose of carrying on the Capital

Improvement Program of the City.

Section 3. In adopting the Budget, the City Council

hereby gives authority to the City Manager, after consultation

with the Chief Financial Officer, to re-appropriate all Capital

Improvement Program unencumbered Fiscal Year 2010/11 appropriated

fund balances and unexpended encumbrances of the Fiscal Year

2010/li Capital Improvement Program.

B0785-0001\1364255v2 .doc

Section 4. The City Manager may transfer

appropriations between and among all funds, as defined in the

Fiscal Year 2011/12 Capital Improvement Program, up to the amount

of $55,861,100. A semi-annual report shall be made to the

Council describing each transfer and the reason therefore.

Section 5. The Chief Financial Officer may make budget

adjustments to accounts within same fund, provided that the fund

is within its approved budget and that any transfer between funds

is authorized by the City Manager.

Section 6. The City Manager may transfer and

appropriate up to $300,000 during the Fiscal Year and the Chief

Financial Officer may transfer and appropriate up to $100,000

during the Fiscal Year from all fund balances to any accounts

within that fund as long as it meets the purposes of that fund’s

designation. A semi-annual report shall be made to the Council

describing each transfer and the reason therefore.

Section 7. Pursuant to the provisions of Section 37208

of the Government Code, the Council, by motion or resolution, may

ratify theprior payment of budgeted demands from those funds

which have been certified or approved by the Chief Financial

Officer and may appropriate funds for non-budgeted items, and any

such appropriation for a non-budgeted item shall constitute an

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approval to issue a warrant in payment of a proper demand or

demands therefore.

Section 8. The Chief Financial Officer is authorized

to make clerical and other non-substantive revisions to the

Adopted Capital Improvement Program Budget..



his certification to be entered in the Book of Resolutions of the

Council of this City.

Adopted: June 7, 2011

ATTEST:

Approved as to content:

Y KOLINCity Manager

Chief Financial Officer

the City ofBeverly Hills, California

(SEAL)

ityCi k

Approved as to fo

NC ~. ENERCity Attorney

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RESOLUTION OF THE COUNCIL OF THE CITY OFBEVERLY HILLS ADOPTING THE ANNUALAPPROPRIATIONS LIMIT FOR THE FISCAL YEAR2011/2012

WHEREAS, the voters of California on November 6, 1979,

added Article XIII B to the State Constitution placing various

limitations on the appropriations of the State and local

governments; and

WHEREAS, Article XIII B provides that the

appropriations limit for the Fiscal Year 2011/2012 is calculated

by adjusting the base year appropriations for changes in the

cost-of-living and population; and

WHEREAS, cost-of-living is defined as either the change

in California per capita personal income or the change in non

residential assessed valuation; and

WHEREAS, population is defined as either the change in

City or County population; and

WHEREAS, the information necessary for making these

adjustments is attached in Schedules A, B and C.

NOW, THEREFORE, the City Council of the City of Beverly

Hills does resolve as follows:

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Section 1. The annual adjustment factors for Fiscal

Year 2011/2012 shall be the California per capita personal income

change over the prior year and the County of Los Angeles

population change over the prior year. The City Council reserves

the right to recalculate and adopt new limitations on a future

date.

Section 2. The appropriations subject to limitation in

Fiscal Year 2011/2012 for the City of Beverly Hills shall be

$175,703,219.

Section 3. The Mayor shall sign this Resolution and

the City Clerk shall certify and attest to the passage and

adoption of this Resolution, and thereupon the same shall take

effect and be enforced.



his certification, together with proof of publication, to be

entered in the Book of Resolutions of the Council of this City.

ADOPTED: June 7, 2011

• / BARRY BRUCKERMayor of the City of

Beverly Hills, California

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ATTEST~

________________________ (SEAL)

BYRO POE.City rk

Approved as to form: Approved as to content:

NC S. WIENER Y Kc5~INCity Attorney City Manager

SCOTT G~~c1LChief Financi’al Officer

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CITY OF BEVERLY HILLS SCHEDULE A

APPROPRIATIONS SUBJECT TO UMITBASE YEAR 1978-1979

APPROPRIATED DEDUCT DEDUCT DEDUCTFUND 1978/79 TRANSFERS OR ENTERPRISE & DEDUCT DEBT UNQUALIFIED REAPPROPRIATIONS

NO. APPROPRIATIONS RESERVES REVOLVING SERVICE TRANSFERS FROM 1977-78 ADJUSTED TOTAL01 $ 22,393,762 $ 1,456,000 $ - $ (3,127,000) $ (147,076) $ 20,575,686

02 765,329 - - - (448,182) 317,147

03 138,776 - - - (41,642) 97,134

04 1,950,000 - - - (1,950,000) -

06 31,154 - - - - (31,154) -

07 629,302 - - - (418,432) 210,870

08 8,170,335 3,040,205 - - (3,194,115) 8,016,425

09 36,085 - - - (10,500) 25,585

10 48,881 - - - (42,055) 6,826

11 87,737 - - - (2,637) 85,100

12 38,000 - - - (38,000) -

14 30,675 - - (30,675) - -

15 949,000 - - - - 949,000

17 7,383 - - - - 7,383

19 116,044 - - - - 116,044

24 196,325 - - (196,325) - - -

26 93,400 - - (93,400) - - -

27 63,875 - - (63,875) - -

34 137,668 - - - - (133,710) 3,958

40 731,228 - (731,228) - - - -

43 213,333 - (213,333) - - - -

45 720,000 - (720,000) - - - -

46 457,000 - (457,000) - - - -

50 17,000 - - - - 17,000

67 680,117 - - - - (480,117) 200,000

70 5,000 - - - - - 5,000

80 7,106,161 - (7,106,161) - - - -

81 2,144,496 - (2,144,496) - - - -

82 8,572,676 (8,572,676) - - - -

83 400,375 - (400,375) - - - -

84 837,846 - (837,846) - - - -

$ 57,768,963 $ 4,496,205 $ (21,183,115) $ (384,275) $ (5,077,000) $ (4,987,620) $ 30,633,158

CITY OF BEVERLY HILLS SCHEDULE B

APPROPRATIONS LIMITAS DEFINED IN ARTICLE XIII B

OF THE CALIFORNIA CONSTITUTION

FISCALYEAR

(P1/PER CAPITA : H. :INCOME tIIANGE OR POPULATION CHANGE

NON RESIDENTIAL CITY OR LOS AIIGELES KDJJJSJMENT APPROPRIATiONSASSESS~D VALUE tOUNfr : FAt~OR

1978/79 N/A N/A N/A $ 30,629,1601979/80 10.170% 0.000% 1.10170 33,744,1461980/81 12.110% 0.000% 1.12110 37,830,5621981/82 9.120% 0.000% 1.09120 41,280,7091982/83 6.790% 0.049% 1.06842 44,105,2701983/84 2.350% 1.600% 1.03988 45,864,0121984/85 4.740% 1.190% 1.05986 48,609,6181985/86 3.740% -0.290% 1.03439 50,281,3771986/87 2.300% 1.180% 1.03507 52,044,8161987/88 3.040% 0.043% 1.03084 53,650,0381988/89 3.930% 1.120% 1.05094 56,382,9791989/90 4.980% -0.108% 1.04867 59,126,9251990/91 4.210% 0.002% 1.04212 61,617,4011991/92 4.140% 1.730% 1.05942 65,278,4741992/93 19.950% 1.490% 1.21737 79,468,2231993/94 3.060% 0.960% 1.04049 82,686,190

Adjustment for Refuse Charges (2,000,000)1993/94 Revised Appropriations Limit 80,686,190

1994/95 0.710% 0.780% 1.01496 81,892,8821995/96 4.720% 1.000% 1.05767 86,615,8091996/97 4.670% 1.580% 1.06324 92,093,2071997/98 4.670% 1.240% 1.05968 97,589,2451998/99 4.150% 1.390% 1.05598 103,051,9831999/00 4.530% 1.670% 1.06276 109,519,1662000/01 4.910% 2.030% 1.07040 117,228,9572001/02 7.820% 1.930% 1.09901 128,835,7102002/03 -1.270% 1.450% 1.00162 129,043,8892003/04 2.310% 1.480% 1.03824 133,978,7702004/05 3.280% 1.380% 1.04705 140,282,8252005/06 5.260% 0.710% 1.06007 148,710,0992006/07 3.960% 0.170% 1.04137 154,861,8382007/08 4.420% 0.720% 1.05172 162,871,0192008/09 4.290% 0.860% 1.05187 171,318,9662009/10 0.620% 0.880% 1.01505 173,898,0982010/11 -2.540% 0.750% 0.98191 170,752,195201 1/12 2.510% 0.380% 1.02900 175,703,219

Z011t12 H. :W57O3~9

CITY OF BEVERLY HILLS SCHEDULE C

ARTICLE XIIIB APPROPRIATIONS LIMIT~2O1O/11 ~ ~Qw1z. ft~O1?/13

TYPE OF TAXES PROJEC1tD PROPOSED BUDGET PROIECIEDGENERAL FUNDProperty Taxes $ 38,500,000 $ 38,710,500 $ 39,484,700Sales Tax 21,000,000 21,630,000 22,278,000Transient Occupancy Tax 25,000,000 25,875,000 26,651,300Business License Tax 33,500,000 34,100,000 35,464,000Other Taxes 699,000 832,000 844,500

Subventions/Grants 3,816,000 4,042,400 4,082,800Interest Earnings 906,275 926,062 952,806

Total General Fund Taxes 123,421,275 126,115,962 129,758,106

OTHER FUND TAXESPark & Rec Construction Tax 2,174,824 2,174,824 2,174,824Park & Rec Tax Interest Earnings 768,823 712,000 712,000

Total Other Funds Taxes 2,943,647 2,886,824 2,886,824

TAXES SUBJECT TO LIMIT 126,364,922 129,002,786 132,644,930GANN LIMIT PER SCHEDULE B 170,752,195 175,703,219 179,217,284

(FUTURE + 2.0%)

{SHôRTUMIT)/OV~RJMIT S 44~8i~2i2 (44~oQ,433)~ (46,572,3531


Supplemental Information

City Profile

Established on January 28, 1914, as a general law city under the State of California, BeverlyHills is a premier, full-service community. The City operates under a Council-Manager formof government with five elected City Councilmembers, who serve overlapping four-yearterms. The Mayor is appointed each year on a rotational basis by the members of the CityCouncil and serves for one year. The City Treasurer is also elected and serves a four-yearterm. The City Council appoints the City Manager, City Attorney, and City Clerk. In addition,the City Council appoints the members of all advisory Commissions, Boards, andcommittees. Police, fire, water treatment, refuse collection and building inspections, amongother services, are provided directly by the leadership of the Council and management forthe City of Beverly Hills.

Located in the middle of Los Angeles County, Beverly Hills is surrounded by the cities ofLos Angeles, West Hollywood, Santa Monica, and Culver City. Beverly Hills recognizesthat the economic vitality and stability of the City and the region are inter-dependent. It isonly through cooperative programs and developing mechanisms for funding with otherlocal cities and the State that regional and community quality of life issues can be effectivelyaddressed now and for generations to come. An excellent example of partnering for thefuture is the highly regarded reputation of the Beverly Hills Unified School District. It hassome of the best schools in the nation.

Within its 5.7 square mile radius, Beverly Hills has 34,210 residents with a business andcommercial base that ranks next to cities with a population of several hundred thousand.As a result, the daytime population is estimated to be 150,000 to 200,000. Beverly Hillshas demonstrated a strong interest in meeting the needs of its dynamic community as wellas the region on such issues as housing, transportation, and infrastructure. Additionally,education, public safety, and water are of specific importance.



2000 U.S. Census of Population and Housing Data:33,784Total Population45.5%Male54.5%Female+5.7%1990 - 2000 change in population+4.4%1980 - 2000 change in population+1.1%1970 - 2000 change in population

$ 70,945Median household income in 1999:

Number of Households:8,263Family Households6,772Non-Family Households15,035Total Households2.24 personsAverage Household Size

Age:22.0%0-19 years33.6%20-44 years26.8%45-64 years17.6%65+ years41.3Median Age

15,856Total Housing Units15,035Total occupied housing units6,518Owner occupied units8,517Renter occupied units

Ethnicity:7.1%Asian4.5%Two or more races1.8%African American1.5%Other100%Total4.6% of populationHispanic (all races)



Beverly Hills Unified School District Data:

School Enrollment:5,176BHUSD (K-12):6,141All schools (Nursery - 12)

Los Angeles County Assessor,

2011 Annual Report:

AssessedFiscalValuation*Year$21,327,093,8462011$21,075,453,4292010$21,634,556,7452009$20,382,000,0002008$18,233,831,7282007$16,691,039,3542006

*The assessed values do not include Boardof Equalization valued properties(primarily public utilities) or exemptproperties (such as churches, schools, andmuseums) for which there is no Statereimbursement. These values do includethe homeowners’ exemptions which arereimbursed by the State.



City Council FY 2011/12 Priorities

The Beverly Hills City Council met on December 3, 2010 to establish priorities for the City’swork efforts for Fiscal Year 2011/12. In this meeting, the City Council established threelevels of priorities, A being the highest priority initiatives, B being next and C being thelowest level of priority for activities/projects which the City Council wishes the City to pursue.Below these priorities are presented in a title only. The full descriptions of these may beaccessed through the City’s website at the following addresswww.beverlyhills.org/government/council/default.asp. These priorities were used bydepartments to establish workplans for FY 2011/12.

Priority A Items

Streamline Development Review / Entitlement ProcessSubway MonitoringBeverly Hills Brand239 S. Beverly DevelopmentFiscal SustainabilitySustainable CityEconomic SustainabilityOrganizational DevelopmentParcel 13 MedianGreystoneTechnologyAdvance Capital Investment in the CommunityPublic Safety / Emergency ManagementRevitalize Southeast Beverly HillsSmart Traffic Management

Priority B Items

City Gateways9268 Third StreetParcels 12 & 12General PlanEmergency Medical ResponseBusiness Diversity



http://www.beverlyhills.org/government/council/default.asp

Priority C Items

Robertson Boulevard ParkingOrange Grove Property in Franklin CanyonEnergy OptionsBHUSD CoordinationWater Rights Study

Comprehensive Financial Policies

Financial policies shall be adopted by the City Council during the annual budget approvaland will establish the framework for the overall fiscal planning and management of the Cityof Beverly Hills. These policies set forth guidelines against which current budgetaryperformance can be measured and proposals for future programs can be evaluated. Thefinancial policies also improve the City’s fiscal stability by helping City officials plan fiscalstrategy with a consistent approach. Adherence to adopted financial policies promotessound financial management, which can lead to improvement in bond ratings, a lower costof capital, provide assurance to the tax payers that tax dollars are being collected andspent per City Council direction and provide a minimum of unexpected impacts upontaxpayers and users of public services. The Chief Financial Officer shall be responsiblefor developing, implementing, and managing these policies as well as subsidiary policesthat execute these comprehensive financial policies. The City’s comprehensive financialpolicies shall be in conformance with all state and federal laws, generally acceptedaccounting principles (GAAP), standards of the Governmental Accounting Standards Board(GASB), and the Government Finance Officers Association (GFOA).



Financial Reporting Entity

City of Beverly Hills

The City (primary government) was incorporated in 1914 under the general laws of theState of California. The City provides the full range of municipal services as contemplatedby statute. Services provided include public safety (police and fire), street construction andmaintenance, sanitation, refuse collection, water and sewer utilities, culture-recreation,public improvements, planning and zoning, and general administrative and support services.

The City operates under a Council-Manager form of government. The City Council consistsof five members elected at large for overlapping four-year terms. The Mayor is selectedfrom the City Council members and serves a one-year term. The City’s only other electedofficial is the City Treasurer whose term of office is four years. The City Council appointsthe City Manager, City Attorney, and City Clerk. In addition, the City Council appoints themembers of all advisory Commissions, Boards, and committees.

In addition to sitting as the legislative board of the City, the City Council also acts as theBoard of Directors of the Parking Authority of the City of Beverly Hills, and the Beverly HillsPublic Financing Authority.

Parking Authority of the City of Beverly Hills

The Parking Authority of the City of Beverly Hills (Parking Authority) is a public financingagency established by the City under the State of California Parking Law of 1949 to providepublic parking facilities on a citywide basis. The Parking Authority provides for the acquisitionand/or construction of parking facilities that are leased to the City for the general benefitof its citizens.



The City Manager is the Executive Officer of the Parking Authority and the Chief FinancialOfficer is the Finance Director Treasurer of the Parking Authority.

Beverly Hills Public Financing Authority

The City of Beverly Hills Public Financing Authority (Public Financing Authority) is a jointpowers authority, organized pursuant to a Joint Exercise of Powers Agreement, datedNovember 10, 1992 between the City and the Parking Authority. The Joint PowersAgreement was entered into pursuant to the provisions of Article 1 of Chapter 5 of theCalifornia Government Code (the Act). The Public Financing Authority was created for thepurpose of providing financing for public capital improvements for the City through theacquisition by the Public Financing Authority of such public capital improvements and/orthe purchase by the Public Financing Authority of local obligations within the meaning ofthe Act. Under the Act, the Public Financing Authority has the power to issue bonds to paythe costs of public capital improvements.

Required lease payments between the City and the Public Financing Authority exactlymatch debt service requirements of the underlying debt. Accordingly, the leases betweenthe City and the Public Financing Authority are eliminated and the underlying debt isreported as debt of the City. Separate financial statements are not prepared for the PublicFinancing Authority.

The City Manager is the Executive Officer of the Public Financing Authority and the ChiefFinancial Officer is the Finance Director Treasurer of the Public Financing Authority.

Financial Reporting Policies

The City’s accounting and financial reporting systems will be maintained in conformancewith all state and federal laws, generally accepted accounting principles (GAAP), and theGovernment Finance Officers Association (GFOA). Further, the City will make every attemptto implement all changes to governmental accounting practices at the earliest practicabletime.



The City’s CAFR will be submitted to the GFOACertification of Achievement for Excellencein Financial Reporting Program. The financial report should be in conformity with GAAP,demonstrate compliance with finance related legal and contractual provisions, disclosethoroughness and detail sufficiency, and minimize ambiguities and potentials for misleadinginference.

The City’s CAFR will also be submitted to national repositories identified by the City’s bondtrust agent as a continuing commitment to disclose thoroughness to enable investors tomake informed decisions.

The City’s Budget should satisfy criteria as a financial and programmatic policy document,as a comprehensive financial plan, as an operations guide for all organizational units andas a communications device for all significant budgetary issues, trends, and resourcechoices.

To provide a reasonable basis for making the Chief Financial Officer’s (management’s)required representations concerning the finances of the City of Beverly Hills, the City hasestablished a comprehensive internal control framework that is designed both to protectthe City’s assets from loss, theft, or misuse and to compile sufficient reliable informationfor the preparation of the City’s financial statements in conformity with GAAP. The ChiefFinancial Officer is given the responsibility and authority to develop and maintain properinternal controls on all financial aspects of the City and maintain all the books of the Cityfor inspection. Because the cost of internal controls should not significantly outweigh theirbenefits, the City’s comprehensive framework of internal controls has been designed toprovide reasonable rather than absolute assurance that the financial statements will befree from material misstatements.

The Chief Financial Officer shall evaluate the fiscal impact of proposed changes in allsalaries or retirement benefits to be provided to any employee or employee associationand present to the City Council.

The Chief Financial Officer shall endeavor to maintain cash reserves sufficient to fully fundthe net present value of accruing liabilities including self-insurance provisions, obligationsto employees for vested payroll and benefits and similar obligations as they are incurred,and to maintain the highest credit rating possible for the City.

The Chief Financial Officer shall prepare and present to the City Council interim revenueand expenditure trends to allow evaluation of potential discrepancies from budgetassumptions.

The City Council shall avoid committing to new spending for operating or capitalimprovement purposes until an analysis of all current and future cost implications iscompleted and presented to it by the Chief Financial Officer.



Operating Management Policies

The Chief Financial Officer is primarily responsible for the development, implementation,and evaluation of all financial and human resource management policies and procedures.However, all departments will participate in the responsibility of meeting policy goals, budgetgoals, and ensuring the long-term financial health of the City. Future work plans, programinitiatives, and performance indicators will be developed to reflect current policy directives,projected resources, and future service requirements.

The budget process is intended to weigh all competing requests for City resources withinexpected fiscal constraints. Requests for new, ongoing programs made outside the budgetprocess will be discouraged.

The City will endeavor to avoid budgetary and accounting procedures that balance thecurrent budget at the expense of future budgets.

Budget development will use strategic multi-year fiscal planning, conservative revenueforecasts, and program-based cost accounting that require every program to be justifiedannually in terms of meeting intended objectives (“effectiveness criteria”). The process willinclude a diligent review of programs by staff, the Chief Financial Officer, and City Council.

Utilization of a program budget format will provide a basis for evaluation of service andother impacts of potential increases or decreases in funding.

Revenues will not be dedicated for specific purposes, unless required by law or generallyaccepted accounting practices (GAAP). All non-restricted revenues will be deposited inthe General Fund (or other designated fund as approved by the Chief Financial Officer)and appropriated by the City Council.



Current revenues will fund current expenditures and a diversified and stable revenue systemwill be developed and maintained to protect programs from short-term fluctuations in anysingle revenue source.

Current operating expenditures for all fund types will include all allocable overhead operatingcosts. For the most part, these expenses will be charged to individual budget programelements as internal service fund charges. Included within the allocated service chargesto Governmental Fund types will be funding adequate to maintain the approved capitalprogram (unless financed through other debt instruments).

City staff shall strive to identify entrepreneurial solutions to recover costs of operatingprograms.

The City shall strive to avoid returning to the City Council for new or expandedappropriations. Exceptions may include emergencies, unforeseen impacts, mid-yearadjustments or new opportunities.

Addition of personnel will only be requested to meet program initiatives and policy directives:after service needs have been thoroughly examined and it is substantiated that additionalstaffing will result in increased revenue or enhanced operating efficiencies. To the extentfeasible, personnel cost reductions will be achieved through attrition or transfer.

All non-enterprise user fees and charges will be examined or adjusted every year andundergo a thorough review to determine the 100% direct and indirect cost of servicerecovery rate at least every four years. The Council will strive to obtain 100% cost recoveryrates, but will reserve the right to recover less, as appropriate. The acceptable recoveryrate and any associated changes to user fees and charges will be approved by the CityCouncil following public review, each year.



Development impact fees, as permitted by state law, for capital expenses attributable tonew development will be reviewed annually to ensure that fees recover 100% of direct andindirect development-related expenses and be approved by City Council. Any unfavorablebalances in cost recovery will be brought to the City Council’s attention by the Chief FinancialOfficer and affected Department Head, and evaluated from a departmental, program, andgoals perspective.

Capital equipment replacement will be accomplished through a life cycle of fundingmechanism and in some instances the use of a “rental” rate structure. The rates will berevised annually to ensure that charges to operating departments are sufficient for operationand replacement of vehicles and other capital equipment (fleet, computers, phones, andcopier systems). The City shall endeavor to maintain adequate cash reserves to fund 100%replacement of certain capital equipment. Replacement costs will be based upon equipmentlifecycle financial analysis developed by each department and approved by the ChiefFinancial Officer. Non-capital equipment replacement will be set up in a separate fund andwill be accomplished through a life cycle fundingmechanism developed by each departmentand implemented and approved by the Chief Financial Officer.

Grant funding will be considered to leverage City funds. Inconsistent and/or fluctuatinggrants should not be used to fund ongoing programs. Programs financed with grant monieswill be budgeted in separate cost centers, and the service program will be adjusted toreflect the level of available funding. In the event of reduced grant funding, City resourceswill be substituted only after all program priorities and alternatives are considered.

Balanced revenue and expenditure forecasts will be prepared by the Chief Financial Officerto examine the City’s ability to absorb operating costs due to changes in the economy,service demands, and capital improvements. The forecast will be updated annually andinclude a four or five-year outlook. The Chief Financial Officer will prepare and presentthese estimates to the City Council at least once a year.



Alternative means of service delivery will be evaluated by the Chief Financial Officer toensure that quality services are provided to our citizens at the most competitive andeconomical cost. Departments, in cooperation with the City Manager and Chief FinancialOfficer, will identify all activities that could be provided by another source and reviewoptions/alternatives to current service delivery. The review of service delivery alternativesand the need for the service will be performed annually or on an “opportunity” basis.

Cash and Investment programs will be maintained in accordance with the GovernmentCode and the adopted investment policy and will ensure that proper controls and safeguardsare maintained. City funds will be managed in a prudent and diligent manner with anemphasis on safety of principal, liquidity, and financial return on principal, in that order.Pursuant to State law, the City Treasurer and the Chief Financial Officer, at least annually,shall recommend necessary revisions to the City Council of a detailed investment policy.In addition to liquidity requirements, the City Treasurer and Chief Financial Officer will alsoconsider the appropriateness of investment decisions vis-à-vis debt management.

The City, through the Chief Financial Officer and the Administrative Services Department,will follow an aggressive, consistent, but sensitive policy of collecting revenues, with properinternal controls, to meet the needs of the City and follow all applicable state and federallaws.

Capital Management Policies

A five-year Capital Improvement Plan (CIP) will be developed and updated annually,including anticipated funding sources. Capital improvement projects are defined asinfrastructure or equipment purchases or construction which results in a capitalized assetand having a useful (depreciable life) of two years or more.

The CIP will attempt to include adequate funding to support repair and replacement ofdeteriorating infrastructure and avoidance of a significant unfunded liability.

Proposed capital projects will be considered through the City budget development processand reviewed and prioritized by a cross-departmental team regarding accurate costing(design, capital, and operating) as well as the Chief Financial Officer for overall consistencywith the City’s goals and objectives. The City’s Chief Financial Officer will then identifyfinancing sources for the highest-ranking projects. Prior to adoption by the City Council,the CIP will be reviewed by the Planning Commission for conformity with the General Plan.

Capital project contract awards will include a fiscal impact statement disclosing the expectedoperating impact of the project and when such cost is expected to occur.

Pay-as-you-go Capital Improvement Plan financing should account for a minimum of 50percent of all capital improvement projects for each five-year planning period. Pay-as-you-gofinancing is defined as all sources of revenue other than City debt issuance, i.e., fundbalance contributions, developer contributions, grants, endowments, etc. Pay-as-you-go



financing should generally be considered as the preferred option. However, the potentialfor debt issuance that provides additional economic and/or strategic values could beconsidered as recommended by the Chief Financial Officer.

The City shall endeavor to apply restricted funds (i.e., In-lieu Parking, Gas Tax Funds orexisting Bond proceeds) to capital projects before using “unrestricted” funds.

Debt Management Policies

The Chief Financial Officer will seek to maintain and, if possible, improve the current bondrating(s) in order to minimize borrowing costs and preserve access to credit.

New debt issues, and refinancing of existing debt, must be analyzed for compatibility withinthe City’s overall financial planning and approved by the Chief Financial Officer. The reviewshall not be limited to cash flow analysis, potential for unexpected revenue surprises, andthe maintenance of the City’s bond ratings. Annual debt service shall not produce aninordinate impact upon future operations.

The Chief Financial Officer will ensure that City Debt Service costs within the General Fundshould not exceed 15% of the City’s operating revenue in order to control fixed costs andensure expenditure flexibility. Improvement District, Enterprise Fund and general obligationdebt service is not included in this calculation because it is paid by district property owners,service users or taxpayers and is not an obligation of future general fund revenues.

General Obligation debt, which is supported by property tax revenue which grows inproportion to the City’s assessed valuation and/or property tax rate increases, may beutilized if/when authorized by voters. Other types of debt (e.g., water, sewer, and parking)may also be utilized when they are supported by dedicated revenue sources (e.g., feesand user charges) and recommended by the Chief Financial Officer.

Debt financing should not exceed the useful life of the infrastructure improvement with theaverage (weighted) bond maturities at or below thirty years, unless otherwise authorizedby Council.



A ratio of current assets to current liabilities of at least 2/1 will be maintained to ensure theCity’s ability to pay short-term obligations.

Utility rates will be set, at a minimum, to ensure the ratio of revenue to debt service meetsour bond indenture requirement (generally a minimum of 125% of debt service). In addition,higher revenue to expense ratios may be needed to secure the City’s bond rating, asdetermined by the Chief Financial Officer. When calculating debt services coverage forinternal purposes, the minimum pay-as-you-go capital expense for each enterprise fundwill be considered a part of the operating costs to be covered by pre-debt service revenues.The City goal will be to maintain the required debt service coverage with this additionalcost factored into the equation. Use of a 5-year budget projection, including capital projectrequirements, will provide assurance that all needs are considered by the Chief FinancialOfficer, the Public Works Commission and City Council as revenue requirements areconsidered.

Reserve Policies

General Fund

All fund designations and reserves will be evaluated annually by the Chief Financial Officerfor long-term adequacy and use requirements in conjunction with development of the City’sbalanced five year financial plan.



It is a goal of the City to obtain and maintain a general operating reserve in the form ofcash, of at least 40% of operating revenues. The first 25% shall be considered a contingencyreserve to cover normal seasonal cash flow variations, as well as unforeseen emergencyor catastrophic impacts upon the City. Funds in excess of 25% may be used for short termeconomic investment in the community when justified by projected financial return to theCity and specifically authorized by the City Council, upon recommendation of the ChiefFinancial Officer.

In addition to cash specifically maintained in the General Fund, we recognize the followingcash reserve resources as being available to meet sudden negative fiscal impacts in theshort term:

Capital Assets Fund (Fund 8)Equipment Replacement Fund (Fund 40)Information Technology Fund (Fund 41)Cable Television Fund (Fund 42)Reprographics/Graphics Fund (Fund 43)Employee Benefits Fund (Fund 44)Liability Self-Insurance Fund (Fund 45)Worker’s Compensation Self-Insurance Fund (Fund 46)Vehicle Replacement Fund (Fund 49)

One-time revenue windfalls should be designated as a reserve or used for one-timeexpenditures. The funds are not to be used for on-going operations. To the extent suchfunds are not required for current expenditures, one-time expenditures and/or capitalimprovements such funds should be maintained as operating reserves or used to reducedebt.

For purposes of this policy, one-time revenue windfalls shall include:

Lump sum (net present value) savings from debt restructuringCalPERS RebatesTax Revenue growth in excess of 5% in a single yearSale of city-owned real estatePure unexpected revenues (i.e. litigation settlement)Receipts from approved Development AgreementsContributions and GiftsAny other revenues the City Council may elect to designate as extraordinary

Sufficient reserves shall be maintained in internal service funds to prevent extendeddisruption of service in the event of natural disasters or other interruptions of revenuecollections. Determination of adequate reserves will be reviewed annually by the ChiefFinancial Officer and guided by the following:



Self-Insurance Reserves (liability, workers’ compensation, other) will be maintained at alevel, which, together with purchased insurance policies, will adequately cover the City’sproperty, liability, and health benefit risk. A qualified actuarial firm shall be retained andreport on a bi-annual basis recommended appropriate funding levels. The City shallendeavor to maintain reserves equal to 90% of the estimated net present value of suchliabilities.

Fleet Management, Building, Equipment and Information Technology reserves will bemaintained based upon lifecycle replacement plans to ensure adequate fund balancerequired for systematic replacement of fleet vehicles, building components and systems,computers and related equipment, and operational contingencies. Operating departmentswill be charged over the useful life of the asset used. The City shall endeavor to stabilizefunding by building reserves equal to the anticipated replacement cost of each asset classat end of useful life.

Enterprise Fund (Water, Solid Waste, Wastewater, Parking, and Stormwater) user feesand charges will be examined annually to ensure that they recover all direct and indirectcosts of service, provide for capital improvements andmaintenance, andmaintain adequatereserves. Secondarily, maintenance of cash reserves will provide a de facto rate stabilizationplan. Rate increases shall be approved by the City Council following formal noticing andpublic hearing. Rate adjustments for enterprise operations will be based on five-yearfinancial plans unless a conscious decision is made to the contrary. The target level ofoperating cash reserves shall be 50% of gross annual user revenues.

Contingency Reserves, to be determined annually by the Chief Financial Officer, will bemaintained to offset unanticipated revenue shortfalls and/or unexpected expenditureincreases. Contingency reserves may also be used for unanticipated and/or inadequatelybudgeted events threatening the public health or safety. Use of contingency funds shallbe approved at recommendation of the Chief Financial Officer.

Budget Reserves are presented in the Comprehensive Annual Financial Report (CAFR)in the Financial Statement section designated as unreserved fund balance. The City’sCAFR is available on the City’s website at www.beverlyhills.org.

Audit Policies

An annual audit will be performed by an independent public accounting firm with an auditopinion to be included with the City’s published Comprehensive Annual Financial Report(CAFR).

The City Council will maintain a standing committee of its members to serve as the AuditCommittee to provide oversight and review of the annual and special audits of the City.The Committee will meet at least twice annually with the City’s independent auditor, oncefor a pre-audit meeting, and once for a review of the final audit results.



http://www.beverlyhills.org

Internal audit activities are typically identified as work plan items in the operating budgetand are approved by the City Council through the annual budget process. The results ofthese audits are then presented to the City Council Audit Committee for consideration andlater reported to the full City Council for its review and consideration. Should conditionsnecessitate an urgent internal audit of a particular area not included as a work plan item,the Audit Committee will be advised and the results of the audit will be reviewed with theCommittee.

Debt Administration

The City has a number of debt issues outstanding. These issues, net of unamortized originalissue discounts, premiums and deferred amounts on refunding, include $267,485,381 ofrevenue bonds as of June 30, 2010. The City’s bonds were issued primarily to finance orrefinance capital facilities.

Under current State statutes, the City’s general obligation bonded debts are subject to alegal limitation based on 3.75% of total assessed value of real and personal property. TheCity has no general obligation debt applicable to the debt limit. In addition to the restrictionof the legal debt limitations, California’s Constitution requires that a two-thirds majority votebe obtained for California cities to issue general obligation debt.

A description of individual bond issues follows:

Revenue Bonds

2001 Refunding Lease Revenue Bonds – $10,680,000 Public Financing Authority, LeaseRevenue Bonds, 2001 Refunding Series A, issued December 2001, are due in annualinstallments ranging from $815,000 to $1,155,000 through June1, 2013, with interest ratesranging from 3.00% to 4.13% payable semiannually June1 and December1. The bondsare special limited obligations of the Public Financing Authority and are primarily payablefrom lease payments from the City pursuant to a lease agreement dated December1, 2001.

2003 Refunding Lease Revenue Bonds – $68,445,000 Public Financing Authority, LeaseRevenue Bonds, 2003 Refunding Series A, issued March 2003, are due in annualinstallments ranging from $2,285,000 to $9,870,000 through June1, 2015, with interestrates ranging from 3.00% to 5.25% payable semiannually June1 and December1. Bondsmaturing on or after June1, 2014 are subject to optional redemption in part, without premium,from prepayments of base rental payments on or after June 1, 2014. The Bonds are speciallimited obligations of the Public Financing Authority and are payable solely from rentpayments from the City pursuant to a lease agreement. The 2003 Refunding Lease RevenueBonds were issued to advance refunding the 1993 Refunding Lease Revenue Bonds,which were in turn issued for multiple purposes so the principal has been allocated and isaccounted for in the appropriate City funds (enterprise and internal service funds.)



2007 Water Revenue Bonds – 35,495,000 Public Financing Authority, Water RevenueBonds, issued January 2007, are due in annual installments ranging from $175,000 to$2,830,000 through June1, 2037, with interest rates ranging from 3.51% to 4.45% payablesemiannually June1 and December1. The Bonds are special limited obligations of thePublic Financing Authority and are primarily payable from installment payments from theCity pursuant to an installment sale agreement dated January 1, 2007. The City’s obligationto make installment payments is solely payable from and secured by a pledge of netrevenues of the Water Enterprise Fund.

2007 LeaseRevenue Bonds – $81,600,000 Public Financing Authority, 2007 LeaseRevenueBonds, issued February 2007, are due in annual installments ranging from $775,000 to$6,640,000 through June1, 2037, with interest rates ranging from 3.50% to 4.50% payablesemiannually June1 and December1. The Bonds are special limited obligations of thePublic Financing Authority and are payable solely from rent payments from the City pursuantto a lease agreement. The advance refunding resulted in an economic gain (differencebetween the present value of the debt services payments on the old and new debt) of $2,172,227 and a reduction of total debt service payments of $1,927,932. The 2007 LRBswere issued in part to advance refunding of the 1998 and 1999 LRBs, which were in turnissued for multiple purposes. The non-refunding portion was issued for multiple purposesas well. Thus the principal has been allocated and is accounted for in the appropriate Cityfunds (enterprise, internal service funds, and general government).

2008 Refunding Water Revenue Bonds - $30,735,000 Public Financing Authority, WaterRevenue Bonds, issued March 2008, are due in annual installments ranging from $670,000to $2,360,000 through June1, 2024, with interest rates ranging from 3.00% to 5.00% payablesemiannually June1 and December1. The Bonds are special limited obligations of thePublic Financing Authority and are primarily payable from installment payments from theCity pursuant to an installment sale agreement dated April 1, 2008. The City’s obligationto make installment payments is solely payable from and secured by a pledge of netrevenues of the Water Enterprise Fund. The advance refunding resulted in an economicgain (difference between the present value of the debt services payments on the old andnew debt) of $ 389,918 and a reduction of total debt service payments of $601,184. The2008 WRBs were issued in part to advance refunding of the 1998 WRBs, which were inturn issued for multiple purposes. The non-refunding portion was issued for acquiring anexisting water treatment plant.

2008 Refunding Wastewater Revenue Bonds - $17,035,000. Public Financing Authority,Wastewater Revenue Bonds, issued April 2009, are due in annual installments rangingfrom $910,000 to $1,555,000 through June1, 2022, with interest rates ranging from 2.40%to 5.00% payable semiannually June1 and December1. The Bonds are special limitedob-ligations of the Public Financing Authority and are primarily payable from installmentpayments from the City pursuant to an installment sale agreement dated May 1, 2008. TheCity’s obligation to make installment payments is solely payable from and secured by apledge of net revenues of theWastewater Enterprise Fund. The advance refunding resulted



in an economic gain (difference between the present value of the debt services paymentson the old and new debt) of $ 793,750 and a reduction of total debt service payments of$1,161,564. The 2008 WWRBs were issued to advance refunding of the 1998 WWRBs,which were in turn issued for multiple purposes.

2009 LeaseRevenue Bonds – $72,015,000 Public Financing Authority, 2009 LeaseRevenueBonds, issued December 2009, are due in annual installments ranging from $210,000 to$8,445,000 through June1, 2039, with interest rates ranging from 0.65% to 5.00% payablesemiannually June1 and December1. The Bonds are special limited obligations of thePublic Financing Authority and are payable solely from rent payments from the City pursuantto a lease agreement. The advance refunding resulted in an economic gain (differencebetween the present value of the debt services payments on the old and new debt) of $6,690,454 and a reduction of total debt service payments of $8,885,308. The 2009 LRBswere issued in part to advance refunding of the 1999 and 2001 LRBs, which were in turnissued for multiple purposes. The non-refunding portion was issued for multiple purposesas well. Thus the principal has been allocated and is accounted for in the appropriate Cityfunds (enterprise, internal service funds, and general government)

Note Payable

On January 26, 2009 the City of Beverly Hills Public Financing Authority entered into anagreement with City National Bank to borrow against a line of credit up to an amount of$32,000,000 for the construction of a 72,460 sq. ft. four story office building at 331 N.Foothill Road, Beverly Hills, CA 90210. The line of credit was estimated to be drawn downand the construction December of 2010. The City plans to convert the line of credit into along term obligation. The obligation will have a term of 15 years and an interest rate of5.72%. Interest and principal will be payable in the amount of $265,217 per month on thefirst day of the month after the loan closing. As of June 30, 2010, the amount borrowedagainst the line of credit is $14,450,639.

Note: This table represents annual debt service required to maturity as of June 30, 2010.

TotalRevenue BondsDebtTotalBusiness-type ActivitiesGovernmental Activities

ServiceInterestPrincipalInterestPrincipalInterestPrincipalFiscal Year24,379,93111,889,93112,490,0005,615,7045,913,9396,274,2276,576,061$201125,467,65111,477,65113,990,0005,405,4286,860,5756,072,2237,129,425201225,354,98210,859,98214,495,0005,117,3917,106,3865,742,5917,388,614201324,027,68110,172,68113,855,0004,804,4947,210,3185,368,1876,644,682201423,273,1279,498,12713,775,0004,467,7337,247,6095,030,3946,527,3912015119,104,95837,324,95881,780,00018,190,39629,423,57819,134,56252,356,4222016-202070,446,77521,461,77548,985,00011,849,29624,417,2059,612,47924,567,7952021-202545,875,41812,045,41833,830,0007,532,21015,926,0014,513,20817,903,9992026-203029,967,5886,092,58823,875,0004,185,67416,058,2111,906,9147,816,7892031-203513,194,507954,50712,240,000706,5368,592,963247,9713,647,0372036-2040

Total minimum debt401,092,618131,777,618269,315,00067,874,862128,756,78563,902,756140,558,215$service payments

Unamortized portion of:9,439,1079,439,1072,988,6446,450,463Original issue premium

(1,503,650)(1,503,650)(755,851)(747,799)Original issue discountDeferred amount on

(9,765,076)(9,765,076)(3,425,008)(6,340,068)refundingNet total bonded debt

399,262,999267,485,381127,564,570139,920,811$outstanding

Note: This table represents annual debt service required to maturity as of June 30, 2010.



Employee Benefits

Retirement Benefits

Through two defined benefit pension plans, one for its safety employees and one for itsmiscellaneous employees, the City provides its full-time and certain part-time employeesretirement and disability benefits, annual cost-of-living adjustments, and death benefits tomembers and their beneficiaries. Effective May7, 2001, the City amended the plans toincrease the safety members’ retirement benefit to 3% at 50 (from 2% at 50) and effectiveJanuary 8, 2005 the miscellaneous members retirement benefit increased to 2.5% at 55(from 2% at 55). These plans are part of the Public Agency portion of the California PublicEmployees Retirement System (CalPERS), agent-multiple employer plans administeredby CalPERS, which acts as a common investment and administrative agent for participatingpublic employers within the State of California. The City makes contributions to the plansbased on amounts determined by CalPERS actuaries. The City also contributes theemployees’ required contributions on their behalf and for their account. As a result of the2001 and 2005 Plan Amendments and the poor performance of CalPERS’ investmentsover the past three years, the safety plan and miscellaneous plans are no longerover-funded. As of the latest plan valuation date, July1, 2004, the funded status of theplans is 88.6% and 92.6% of the actuarial accrued liability of the safety and miscellaneousemployees’ plans, respectively.

Health Insurance Benefits

The City pays the full premium for employees and dependents. The City is currently enrolledin various health care plans administered by CalPERS.



Post-retirement Health Care Benefits

The City also provides post-retirement health care benefits to its employees in accordancewith agreements reached with the various employees bargaining groups. The City paysfor retirees’ health care premiums in these plans up to limits established in the agreementswith the bargaining units. These payments are financed on a pay-as-you-go basis. In fiscalyear 2010/11 the City provided benefits to approximately 230 participants at an annualizedcost that is currently projected at $1.8 million. In January 2010, the City changed this benefitto a defined contribution plan for all newly hired employees. In addition, the City offered aplan to all employees hired prior to January 1, 2010, to convert those employees from adefined benefit plan to a defined contribution plan. Approximately 280 employees optedfor this conversion, which will result in a cap on the City’s obligations in this area and resultin a significant reduction in the City’s unfunded liability for this benefit.

Dental and Vision Insurance Benefits

The City pays the full premium for full time employees and dependents. Guardian providesdental insurance and Vision Service Plan (VSP) provides Vision insurance.

Term Life Insurance Policy Benefit

The City pays the full premium of term life insurance for either $50,000 or $100,000 or$300,000 of coverage in accordance with agreements reached with the various employeesbargaining groups.

Deferred Compensation Benefit

The City offers two deferred compensation plans: a 401(k) Profit Sharing Plan and a 457Deferred Compensation Plan, administered by the ICMA Retirement Corp to all of its fulltime employees. These employees may contribute to neither plan, one or both plans. Bothplans provide for pre-tax contributions through payroll deductions and tax-deferred growthon your account balance. The City’s contribution is determined in accordance withagreements reached with the various employees bargaining groups.



Budget Calendar

FINISHSTARTTASK NAMEStep #

Budget Software/Application Training Sessions1

11/22/1011/22/10Monday, November 22 from 2:00 - 4:00, in H.R. Training Room

Personnel Review by each Department2

12/22/1011/22/10a) Review current position allocations and make needed changes.

12/22/1011/22/10b) Review of Part-time and Overtime hours

01/07/1111/22/10CIP Budget Committee Members Review CIP Budget3

CIP Committee Members to submit CIP forms for new project requests and work on prioritizing all current and future projects.

01/21/1111/29/10Internal Services Divisions review Cost Allocations4

OMB meetings with departments regarding ISF charges and methodology.

11/30/10Budget Kickoff Meeting and Distribution of Budget Manual5

Budget manuals are distributed, and requirements for FY 2011/12 budget process are discussed.

01/14/1112/01/10Budget Enhancement Requests6

Departments prepare Budget Enhancement forms to request additions to their base budget, including increases to personnelfunding.

01/14/1112/01/10Prepare Department and Program Pages in The Budget Center on The Bevy7

Update Department Mission Statement, update Program Descriptions and Program Goals, refine On-going Tasks and ServiceIndicators, and update Measurement of Time to Staff Allocations.

Pentamation Budget Entry Open for Departmental Input8

01/14/1112/01/10Departments make changes to expenditures for FY 2011/12.

01/14/1112/01/10Departments input revenues projections for FY 2011/12.

12/03/1012/03/10City Council Goal / Priority Setting Session9

02/18/1101/10/11Fees and Charges annual increase proposal to Departments for Review10

Departments to review increases to their fees and charges.

01/25/111st CIP Planning Committee Meeting11

Review existing FY 2010/11 CIP Projects, project year-end completion dates and expenditures, and CIP departments present listof project priorities.



Budget Calendar


02/25/1101/25/11OMB Work and Analysis of Budget12

OMB's Work on Revenue and Expenditure Schedules, Final Adjustments to ISF Charges, Work on Position Salaries and Benefits,and Format Department Program Pages.

02/25/1102/01/11Commissions Review New Work Plans13

Departments meet with their Commissions to review new Work Plans.

02/15/112nd CIP Planning Committee Meeting14

Review FY 2011/12 CIPs (include both potential carryover and proposed new projects) and meeting with Executive Subcommitteeto determine critical need projects.

03/01/11Mid-Year Budget Review with City Council15

Finance and Budget to review Year-to-Date Revenues and Budget Assumptions for coming year with City Council.

03/01/113rd CIP Planning Committee Meeting16

Identify resources available and make recommendations (evaluate operating budget impact on fund balance, and make CIPrecommendations with available resources)

03-11-201103/11/11Budget Decision Package to City Manger, Asst CM, and CFO17

Budget Decision Packages provided to City Manager, Asst CM, and CFO for reivew

03/11/1103/11/11Budget Decision Package to Department Heads for Review18

Budget Decision Packages provided to Department Heads for review.

03/25/1103/14/11Department Budget Meetings with City Manager19

Department Heads present budgets and any enhancement requests to City Manager - see meeting dates and times below.

03/28/11City Manager, Asst. City Manager, and CFO Review Budget Enhancements Requests20

City Manager, Assistant City Manager, and CFO review all new budget requests from Departments.

03/30/11City Manager Reviews Decisions on Budget Modifications with Department Heads21

04/26/1104/01/11OMB Budget Work22

Conduct final analysis on Expenditure Summary Schedules, Calculation of ISF Charges and Position Salaries and Benefits, andFormat Budget Book pages and tables.

04/21/11Annual Review of Fees and Charges & Development Fees - PUBLIC HEARING23

04/26/11Proposed Budget Document to Printer24

Printing and assembling of proposed budget document



Budget Calendar


04/29/1104/27/11Distribute Proposed Budget to City Council and Departments25

05-02-2011Dry-run of Department Presentations to City Council26

Departments go over their budget presentations in a practice dry-run in Council Chambers.

05/03/11City Council Budget Review27

05/12/11Recommended CIP Budget presented to Planning Commission28

05/17/11City Council Budget Review29

05/19/11City Council Budget and CIP Review, Budget Review Committee Overview30

05/24/11City Council Budget and CIP Review (if needed)31

06/02/1105/25/11OMB Final Budget Changes32

Incorporate final City Council recommendations and changes, update Expenditure Summary Schedules, finalize Staff Report,Resolutions, and supporting information for City Council final consideration and adoption

06/07/11City Council approves Final Budget, CIP Budget, and GANN Limits33

Final Updates and Rollover34

07/01/11Rollover from Budget System to Fund Accounting

07/01/11Development Fees and Other Fees and Charges become effective

08/31/11Print and distribute final City Council Budget Document



Budget Timeline

The Budget is based upon an in-depth analysis of actual and projected fund balances,revenues, and expenditures. Each City department prepares program budget detail foreach of their activities and recommends certain service levels and goals for the upcomingbudget year. The Finance Department prepares revenue projections based upon inputfrom other departments. The City Manager then reviews individual departmental requests,prioritizes activities based upon City Council policy, and makes certain adjustments. At theconclusion of this process, the proposed budget is prepared and is submitted to the CityCouncil for review.

The City of Beverly Hills adopted a one-year budget for Fiscal Year 2011/12. Beginning inNovember 2010, each department was provided with a budget calendar, information packetand various financials. Departments submitted proposed revenues and expenditures forthe 2011/12 fiscal year based on certain service levels and activity goals. The City Manager’srecommended budget was presented to the City Council in May 2011. Following the CityCouncil Study Sessions in May, the FY 2011/12 Budget was adopted by the City Councilon June 7, 2011.

Budget Appropriations

Appropriations are the amounts approved for expenditure by the City Council with theadoption of the annual budget and subsequent budget amendments which are brought tothe City Council for approval. Appropriations are separated by object categories within anactivity budget. The object categories available are: 1) Employee Services; 2) Suppliesand Services; 3) Internal Services; 4) Debt Service; 5) Capital Outlay; and 6) Transfers.The legal level of control is established as follows:

A Department Director has the authority to transfer between supply and services line itemswithin his/her department to facilitate the functions of the activity in accordance with thedirections, goals and policies of the City Council.

The City Manager or his designee may transfer appropriations between and among allfunds, as defined in the Fiscal Year 2011/12 budget. A quarterly report shall be made tothe Council describing each transfer between funds and the reason therefore.

More details of appropriation authority are presented in the Budget Resolution section ofthis budget document.



Budgetary Control

Budgetary control is maintained through monthly reports of revenue and expenditureaccounts. The detailed monthly reports are reviewed by the Office of Management andBudget, the Chief Financial Officer, the City Manager, and each Department. The CityCouncil is provided a summary report quarterly. The quarterly report is reviewed by theCity Council.

Budget Amendments

The budget, as adopted by the City Council, can be amended during the fiscal year. Theneed to amend or adjust the budget typically arises in response to unforeseen circumstancesor events. For example, the City Council is required to formally recognize the receipt ofunanticipated revenue before the City can legally accept and spend new money. In othercases, a department may need to transfer funds to cover an unexpected shortfall in anotheraccount.

The City Manager is authorized to amend Council-approved appropriations if suchamendments are necessary and proper. The appropriation adjustment process consistsof the following steps:

1) An “Appropriation Request/Transfer Form” is prepared by the department.

2) The request is submitted to the Administrative Services Department for review

3) The request is submitted to the City Manager for approval

4) Once approved, the request is returned to the Finance Department to make the necessaryadjustments.

5) The department receives authorization to use the adjusted appropriations.

In August/September, staff also coordinates the carryover of the prior year’s unexpendedappropriations primarily for capital projects.






Glossary and Acronyms

Glossary

ACCOUNTNUMBER – A system of numbering or otherwise designating accounts, entries,invoices, vouchers, etc., in such a manner that the symbol used quickly reveals certainrequired information

ACCRUAL BASIS OF ACCOUNTING – A basis of accounting in which transactions arerecognized at the time they are incurred, as opposed to when cash is received or spent

ADVALOREM –Latin for value of; refers to the tax assessed against real (land and building)and personal (equipment and furniture) property

ADOPTED EXPENDITURE –The amount of expenditures approved by the City Councilto be spent during the fiscal year

ADOPTED REVENUE –The amount of revenues approved by the City Council to becollected during the fiscal year

ALTERNATIVE RETIREE MEDICAL PROGRAM – A program offered to employees ofthe City of Beverly Hills who were employed by the city prior to January 1, 2010, whichconverts the employee’s benefit and the City’s obligation from a defined benefit retireemedical program to a defined contribution program thereby greatly limiting the City’s costand unfunded liability.

APPRAISED VALUE – To make an estimate of value for the purpose of taxation (propertyvalues are established by the Los Angeles County Assessor)

APPROPRIATION –An authorization made by the City Council that permits the City toincur obligations and to make expenditures of resources.

ASSESSED VALUATION –The value of property for tax levy purposes; the assessedvalue is set by the Los Angeles County Assessor, who is charged with determining thetaxable value of property according to a formula set by the State of California

BALANCED BUDGET - A budget where expenditures do not exceed revenues.

BOND – A written promise to pay a specified sum of money, called the face value ofprincipal amount, at a specified date or dates in the future, called the maturity date(s),together with periodic interest at a specified rate

BONDED DEBT –That portion of indebtedness represented by outstanding bonds

BUDGET –A financial plan, for a specified period, of operations that matches all plannedrevenues and expenditures with the services provided the residents of the City of BeverlyHills



BUDGET CALENDAR –The schedule of key dates that the City follows in the preparationand adoption of the budget

BUDGET DOCUMENT – The instrument used by the budget-making authority to presenta comprehensive financial plan of operations to the City Council

BUDGET MESSAGE – The opening section of the budget from the city manager, whichprovides the City Council and the public with a general summary of the budget and economicconditions

BUDGETRESOLUTION(S) – The official enactment by the City Council to legally authorizeCity staff to obligate and expend revenues

CAPITAL EXPENDITURE – Any significant expenditure incurred to acquire or improveland, buildings, engineering structures, machinery and equipment. It normally confers abenefit lasting beyond one year and results in the acquisition or extension of the life of afixed asset.

CAPITALOUTLAY – The acquisition of furniture, fixtures, machinery, equipment and otherrelatively minor general fixed assets. Generally, an item that has an estimated life of twoyears or more and a unit cost of $5,000 or more should be classified under an appropriatecapital outlay account.

CAPITAL PROJECTS FUND(S) – A fund or funds created to account for financial resourcesto be used for the acquisition or the construction of major capital facilities or equipment.

CHARGES FOR SERVICES – Revenue from charges for all activities provided by the City.

CITY COUNCIL –Made up of five elected officials with a rotating mayor, collectively actingas the legislative and policy-making body of the City of Beverly Hills

CONTRACTUAL SERVICES – The costs related to services performed for the City byindividuals, businesses or utilities

DEBT SERVICE FUNDS –A fund established to account for the accumulation of resourcesfor, and the payment of, long-term debt principal and interest

DELINQUENT TAXES –Taxes that remain unpaid after the date on which a penalty fornon-payment is attached, (i.e., tax statements are mailed out in October and becomedelinquent if unpaid by January 1)

DEPARTMENT – Amajor administrative organizational unit of the City that indicates overallmanagement responsibility for one or more divisions



DEPRECIATION – The decrease in value of physical assets due to use and the passageof time; in accounting for depreciation, the cost of a fixed asset is prorated over the estimatedservice life of such an asset, and each year is charged with a portion of such cost; throughthis process, the entire cost of the asset is ultimately charged off as an expense; this isdone in proprietary funds, which allows the calculation of net income for each fund

EMPLOYEES –Personnel hired by the City to conduct certain duties and responsibilitiesto complete their job assignments to achieve city services and functions

ENCUMBRANCE –The commitment of appropriated funds to purchase an item or service;to encumber funds means to set aside or commit funds for a future expenditure

ENTERPRISE FUND – A fund established to account for operations that are financed andoperated in a manner similar to private business enterprises

EXPENDITURES – A decrease in the net financial resources of the City due to theacquisition of goods and services

FINES AND FORFEITS –Revenues from fines and penalties for commission of statutoryoffenses; forfeitures of amounts held as security against loss or damage, or collectionsfrom bonds or sureties placed with the government for the same purpose; and penaltiesof any sort, except those levied on delinquent taxes

FISCAL YEAR – A 12-month period to which the annual operating budget applies; the Cityof Beverly Hills has specified July 1 through June 30 as it’s fiscal year

FRANCHISE FEE –A fee paid by public service utilities for use of public property in providingtheir services to the citizens of a community, including sanitation and cable television

FUND –An accounting entity with a self-balancing set of accounts that record financialtransactions for specific activities or government function

FUND BALANCE –The excess of assets over liabilities

FURLOUGH – A Mandatory unpaid absence

GENERAL FUND – The fund used to account for all financial resources except thoserequired to be accounted for in another fund

GENERAL OBLIGATION BONDS –Bonds that finance a variety of public projects, whichpledge the full faith, and credit of the City

GLIDE PATH – A method to avoid drastic reduction in services or layoffs by cumulatingfunding from non-mission critical programs to pay for core services and realizing savingsthrough attrition to pay for occupied positions that otherwise would have to be eliminated



GOALS – Broad, general statements of each department’s desired social or organizationaloutcomes

GRANT – A contribution by a government or other organization to support a particularfunction; grants may be classified as either categorical or block depending on the amountof discretion allowed the grantee

INDIRECT COST RECOVERY –The identification and incorporation of overhead costsassociated with the provision of public services

INFRASTRUCTURE – The underlying permanent foundation or basic framework

INTEREST EARNINGS – The earnings from available funds invested during the year inUS Treasury Bonds, government agencies and Certificates of Deposit

INTERGOVERNMENTAL REVENUES –Revenue from other governments, primarilyfederal, state, and county grants, but also payments from other agencies

INTERNAL SERVICE FUND CHARGE(S) –Dollar amounts assessed to variousdepartments or funds to account for the financing of goods and services provided by onedepartment on behalf of other departments or funds of the City, on a cost reimbursementbasis

INTERNAL SERVICES FUND RECEIPTS – – Funds received by the providers of internalservices in exchange for goods and services provided to other departments or funds ofthe City

INITATIVES – Broad based goal and priority statements set by the City Council for thedevelopment and implementation of the city budget and city work plans

LICENSES, PERMITS & FEES – Revenues collected by a governmental unit fromindividuals or business concerns for various rights or privileges granted by the government

L.A. IMPACT – Regional narcotics and major crimes task force comprised of officers fromLos Angeles County law enforcement, state and federal agencies

MAINTENANCE – All materials or contract expenditures covering repair and upkeep ofCity buildings, machinery and equipment, systems, and land

MATERIALS AND SUPPLIES –Expendable materials and operating supplies necessaryto conduct department activity

MISCELLANEOUSREVENUES – Revenues in this category do not fit into any of the otherrevenue categories. Examples of miscellaneous revenues include recoverable expenditures,unanticipated revenue, state mandated costs, City property damage, sale of property,property disposition, and other minor miscellaneous receipts.



MOBILE COMMAND CENTER – Field command post vehicle used to establish a base ofoperations for major incidents and special law enforcement that also serves as a backupradio communications center

MODIFIED ACCRUAL ACCOUNTING –A basis of accounting in which revenues arerecognized in the accounting period when they become available and measurable.Expenditures are recognized in the accounting period in which the fund liability is incurred

OBJECTIVES –Specific statements of desired ends, which can be measured

OPERATING TRANSFER – A transfer of revenues from one fund to another fund

OPERATING BUDGET –The annual budget and process that provides a financial plan forthe operation of government and the provision of services for the year; excluded from theoperating budget are capital projects, which are determined by a separate, but interrelatedprocess

ORDINANCE – A formal legislative enactment by the governing board of a municipality;if it is not in conflict with any higher form of law such as a state statute or constitutionalprovision, it has full force and effect of law within the boundaries of the municipality to whichit applies; the difference between an ordinance and a resolution is that the latter requiresless legal formality and has a lower legal status; revenue raising measures, such as theimposition of taxes, special assessments and service charges, universally require ordinances

OTHERCHARGES –Costs associated with debt services, liability claims, bad debt expense,depreciation, amortization, etc.

OTHER CONTRACTURAL SERVICES – Costs associated with heat, light, water, power,telephone, and other communications utilities/services

PART I CRIME – A nationwide standard used by the Department of Justice. Part I Crimeincludes burglary (both residential and commercial), thefts (all types), robbery, motor vehiclethefts, aggravated assaults, homicides, rape and arson.

PROGRAM – A major administrative organizational unit of the City that indicatesresponsibility for one or more activities that provide a particular service to the citizens

PROPERTY TAXES – Used to describe all revenues received in a period from currenttaxes, delinquent taxes, penalties and interest on delinquent taxes; property taxes arelevied on both real and personal properties according to the property’s valuation and taxrate



PROPRIETARY FUND TYPES – Sometimes referred to as "income determination,""nonexpendable," or "commercial-type" funds. They are used to account for a government'songoing organizations and activities that are similar to those often found in the privatesector (enterprise and internal service funds). Revenues and expenses (not expenditures)are accounted for on the full accrual basis.

PUBLIC HEARING – The portions of open meetings held to present evidence and provideinformation on both sides of an issue

RESERVES – Funds used to indicate that a portion of a fund balance is restricted to aspecific purpose or not available for appropriation and subsequent spending

RESOLUTION – An order of a legislative body requiring less formality than an ordinanceor statute

RESTRICTED FUNDS – These funds are used to account for specific revenues that arelegally restricted to expenditure for particular purposes

REVENUE – Funds that the government receives as income

SALARIES & BENEFITS – All costs related to wages and benefits given to city staff aspart of their employment with the City of Beverly Hills

SALES TAX – The tax placed on the value of goods sold within the City; the CaliforniaState Legislature and a majority vote of the people of the state set the rate. The tax iscollected by the state and is distributed to local taxing authorities

SCHEDULE OF FEES & CHARGES – The City policy is full cost recovery for publicservices, i.e., building permits, library fees, utility rates, etc.

SERVICE FEES AND CHARGES – A fee for direct receipt of a public service

SERVICE INDICATORS – Specific quantitative measures of work performed within anactivity or program; measures quantify the efficiency and effectiveness of a given program

TAX BASE – The total value of all real and personal property in the City as of March 1 ofeach year, as certified by the Los Angeles County Assessor. The tax base represents netvalue after all exemptions

TAX RATE – Total tax rate is set by the County Assessor; it is composed of real andpersonal property values multiplied by the 1978 base year rates; state law limits tax ratesto a 2% increase per year, as determined by the County Assessor



TRANSFERS IN/OUT – The City regularly transfers current financial resources from onefund to another pending their eventual disposition. An example of such a transfer is fundsmoved from the General Fund to the Infrastructure Debt Service Fund for use in debtservice payments to the Bond Paying Agent.

USE OF MONEY AND PROPERTY – Revenues from various sources including Farmers’Market concessions, interest earned, franchise electric, oil royalties, City-owned propertylease income, and/or City facilities rental income.

USER FEES – The payment of a charge or fee for direct receipt of a service by the partybenefiting from the service



Acronyms

AB - Assembly Bill

AC - Architectural Commission

ADA - Americans with Disabilities Act

ACE -Art & Cultural Events

AED -Automated External Defibrillator

AHA -American Heart Association

ALS -Advanced Life Support

AMHS – Automated Materials Handling System

AQMD - Air Quality Management District

ARMP – Alternative Retiree Medical Program

AYSO - American Youth Soccer Organization

BHAAC - Beverly Hills Active Adult Club

BHIG - Beverly Hills Innovation Group

BHUSD - Beverly Hills Unified School District

BHHS - Beverly Hills High School

BHPD - Beverly Hills Police Department

CAD/RMS -Computer Aided Dispatch/Records Management System

CAFR - Comprehensive Annual Financial Report

CAGF – Community Assistance Grant Funding

CALPERS - California Public Employee Retirement System

CAT 6 - Category or grade of cable (one of six grades)

CBRNE - Chemical, Biological, Radiological, Nuclear, and Explosive

CCTV - Closed Circuit Television



CDBG - Community Development Block Grant

CE - Continuing Education

CERT - Community Emergency Response Team

CEQA -California Environmental Quality Act

CHP - California Highway Patrol

CID - Common Interest Development

CIP - Capital Improvement Project

CJPIA - California Joint Powers Insurance Authority

CLASP – Changing Lives and Sharing Places

CPR - Cardiopulmonary Resuscitation

CSMFO - California Society of Municipal Finance Officers

COG - Council of Governments

COPS - Community Oriented Policing Services

CRM - Customer Relationship Management

CQI - Continuous Quality Improvement

CVB - Chamber Visitor’s Bureau

DA - District Attorney

D.A.R.E. - Drug Abuse Resistance Education

DART - Disaster Assistance Response Team

DB2 - Database 2 (IBM relational database management system)

DCS - Disaster Communications System

DNA - Deoxyribonucleic acid

DOC - Department Operations Center

DOJ -Department of Justice



DUI - Driving Under the Influence

EEC -Employee Enhancement Committee

EEO - Equal Employment Opportunity

EIR - Environmental Impact Report

EKG - Electrocardiogram

EMS - Emergency Medical Services

EMT - Emergency Medical Technician

EOC - Emergency Operations Center

ERP - Enterprise Resource Planning

ESL - English Second Language

FBI - Federal Bureau of Investigation

FPB - Fire Prevention Bureau

FEMA -Federal Emergency Management Agency

FY - Fiscal Year

GASB 34, 35, etc. - Governmental Accounting Standards Board Statement 34, 35, etc.

GEO - Geographic

GFOA - Government Finance Officers Association

GIS - Geographic Information System

HAVA - Help America Vote Act

HCDA - Housing and Community Development Act

HVAC - Heating, Venting, Air Conditioning

ICC - International Color Consortium

ICS - Incident Command System

IP - Internet Protocol



ISF - Internal Service Fund

IT - Information Technology

IVR - Interactive Voice Response

JPA - Joint Powers Agreement

LAFD - Los Angeles Fire Department

LAN – Local Area Network

MAN – Municipal Area Network

MCI - Mass Casualty Incident

MEMS - Municipal Emergency Management System

MFD – Multi-functional Device

MOU – Memorandum of Understanding

MRF - Materials Recovery Facility

MTA - Metropolitan Transportation Authority

MWD - Metropolitan Water District

NAISC - National Institute for Automotive Service Excellence

NFPA - National Fire Protection Association

NIMS - National Incident Management System

NPDES - National Pollutant Discharge Elimination System

OBC - Online Business Center

OSHA - Occupational Safety and Health Administration

PAD - Public Access Defibrillator

PAL - Policy, Administrative and Legal Services

PARCS - Parking Access and Revenue Control Systems

PC - Personal Computer



PEG - Public, Education, Government

PERS - Public Employee Retirement System

POST - Peace Officer Standards and Training

PTA - Parent Teacher Association

RF - Radio Frequency

ROI - Return on Investment

ROW - Right-of-Way

SCAQMD - South Coast Air Quality Management District

SCBA - Self Contained Breathing Apparatus

SB - Senate Bill

SEMS - Standard Emergency Management Systems

SFTP - Standing Field Treatment Protocols

SLA – Service Level Agreement

SOP - Standard Operating Procedures

SQL - Structured Query Language

SRO - School Resource Officer

STC - Standards and Training for Corrections

SWAT - Special Weapons and Tactics

TBD - To Be Determined

TOT - Transient Occupancy Tax

TREADD - Traffic Re-education Against Drunk Driving

USAR - Urban Search and Rescue

VHFHSZ - Very High Fire Hazard Severity Zone

VOIP - Voice Over Internet Protocol



VLP - Volunteer Leadership Program

VMS - Variable Message Signs

WAN –Wide Area Network

WLAN –Wireless Local Area Network

WMAN –Wireless Municipal Area Network

XFR - Transfer



Documents

P ROFILE OF - Beverly Hills, California · 2012. 4. 3. · budget document that meets program criteria as a policy document, as an operations guide, as a financial plan, and as a