GENERAL FUND 5 YEAR HISTORICAL TRENDS
FINANCIAL FORECAST PARAMETERS GENERAL FUND
2014/15 2013/14 2012/13 2011/12 Description 4.0% 4.0% 4.0% 6.0% Business Taxes 0.0% 0.0% 0.0% 0.0% Fines/Forfeitures 0.0% 0.0% 0.0% -50.0%
Internal Service Receipts
2.0% 2.0% 2.0% 2.0% Licenses/Permits 2.0% 2.0% 1.0% 0.0% Other Taxes 2.0% 2.0% 2.0% 1.0% Property Taxes 4.0% 4.0% 3.0% 3.0% Sales Tax 3.0% 2.0% 1.0% 1.0%
Service Charges/Misc. Revenue
2.0% 2.0% 2.0% 1.0% Subventions/Grants 0.0% 0.0% 0.0% 0.0% Transfers In 4.0% 4.0% 3.0% 2.0%
Trans. Occupancy. Tax
4.0% 3.0% 2.0% 1.0% Use of Money/Property 1.0% 1.0% 1.0% 1.0% Subventions/Grants 4.0% 3.0% 2.0% 2.0% Contractual Services 3.5% 3.5% 3.5% 3.5%
Internal Service Funds
4.0% 3.0% 2.0% 1.0% Materials/Supplies 4.0% 4.0% 4.0% 4.0%
Salaries & Wages
0.0% 0.0%
0.0% 0.0%
City Manager
Deputy City Manager
Public Affairs Assistant City Manager
Deputy City Manager Capital Assets & Housing
Director of Emergency Management Director of Economic
Development & Marketing
Office Administration Office Manager Executive Assistant I (2)
Office Assistant III City Council
Senior Management Analyst
Communications Public Relations Manager Community Outreach Manager
Web Coordinator
Department Mission
Policy and Management provides overall direction and support to eight City departments for the implementation of City Council policy. Through strong leadership and professional management, the Department ensures that City initiatives and operations are effective and cost efficient. The Department sets the highest standards for the development, coordination, and implementation of municipal programs to meet the short and long-term needs of the community.
Changes from Prior Year
The Tourism and Marketing Program (and Holiday Program) is projected to decrease by 6.6% due to an overall decline in Transient Occupancy Tax revenue.
Materials, supplies and contractual services have been reduced by $33,569 while maintaining funding levels for critical department initiatives including performance audits, emergency management, grants research, and lobbyist services.
Salaries, Benefits and FTEs have decreased due to the elimination of the second Assistant City Manager position.
The City Council Installation Program has increased by $20,000 due to the municipal election in Spring 2011.
The redefined Housing and Capital Assets Program now incorporates coordination of asset enhancement projects (previously reflected in the Economic Sustainability Program) in addition to development of workforce housing opportunities.
Department Personnel FY 2010/11 Hours FY 2010/11 Budget FY 2009/10 Budget Full Time Positions
37,600.00 20.00
21.00
Total Full Time Positions
FY 2010/11 Hours FY 2010/11 Budget FY 2009/10 Budget Part Time Positions
0.00 0.00
0.00
Department Budget Percent Change FY 2010/11 Adopted FY 2009/10 Adopted FY 2008/09 Actual Revenue by Category 7.81% 286,700 265,943 324,452 Intergovernmental Revenues -- 15,000 0 5,288
Use of Money & Property
-1.06% 6,554,100
6,624,233 7,215,720
Internal Service Fund Receipts
-50.00% 2,500 5,000 5,064 Miscellaneous Revenues -0.53% 6,858,300 6,895,176 7,550,524 Total Revenues Percent Change FY 2010/11 Adopted FY 2009/10 Adopted FY 2008/09 Actual Expenditure by Category -4.08% 2,571,400 2,680,676 2,974,427
Salaries & Benefits
-15.07% 42,600
50,158 51,924
Materials & Supplies
1.06% 1,088,300 1,076,861 1,409,198 Contractual Services -25.20% 9,500 12,700 4,763 Capital Outlay 2.25% 3,158,500 3,088,980 2,943,973
Internal Service Fund Charges
6.42% 31,900 29,975 1,619 Other Charges -- 0 0 4,093 Transfers Out -0.54% 6,902,200 6,939,350 7,389,998 Total Expenses
001 - City Council and Administrative Support Description
The City Council and Administrative Support program provides support for the City Council and the operation of the City. Responsibilities of the City Council include enacting local legislation, approving City programs, adopting the City's budgets, and establishing the City's legislative agenda. City Council and Administrative Support also encompasses the subprogram Citywide Governance, which, in this department, provides support to the City Council (including staff support for Council Committees) and the Health and Safety Commission.
Program Goal
To implement the policy direction of the City Council by ensuring their goals and objectives are achieved in a timely manner;
To oversee the management of the organization by facilitating efficient, effective and mission-driven day-to-day operations of City departments;
To implement the City Council's legislative agenda by managing the City's Federal and State legislative efforts;
To lead the City's development of policy recommendations by providing leadership to
multi-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 and departmental operating and capital improvement budgets; and
To support a seven-member Health and Safety Commission mandated by the City Council to strive to maintain and enhance the health and safety of the community.
Staff Hours Ongoing Tasks
1,580 Assist the City Council with formulating policy by conducting research and
coordinating the legislative process.
300 Encourage intergovernmental communication through collaboration with
the Westside Cities Council of Governments and League of California Cities.
380 Promote the City's legislative agenda by managing the City's Federal and
State legislative efforts and supervising lobbying firms contracted by the City.
150 Promote the City's best interests by participating in outreach and
communication with local and regional public agencies including the: County of Los Angeles, City of Los Angeles Metropolitan Transportation Authority, and U.S. Postal Service.
001 - City Council and Administrative Support
Staff Hours Ongoing Tasks
400 Secure grant funds for transportation, homeland security, and other City
Council priorities by coordinating the City's interdepartmental efforts.
230 Foster efficiency by monitoring organizational development and staff training
programs and opportunities.
930 Advocate prudent fiscal planning through the development and
implementation of City-wide and departmental operating and capital improvement budgets.
1,150 Cultivate organizational leadership by facilitating, coordinating, monitoring
and overseeing departmental operations and multi-departmental projects.
928 Facilitate responses to citizen inquiries, manage department's Ask Bev
cases, and implement customer service systems such that 99% of all inquiries are initially responded to within 72 hours.
2,850 Advance efficiency and effectiveness in customer service through day-to-day
administrative support to the City Council, Policy and Management staff, and the general public.
344 Support the seven-member Health and Safety Commission and its mission
and work plans, coordinate meetings such as making room reservations, preparation and distribution of packet, scheduling and posting of meetings, writing and posting synopsis and minute, and other administrative duties to support the Commission.
200 Provide a staff liaison to the Health and Safety Commission to coordinate
and support the work plan, priorities, goals and other related projects and to work with department liaisons to ensure a multi-departmental approach.
120 Oversee the effective management of citywide projects by administering
and maintaining Daptiv, the City's project management solution.
60 Review of City contracts (less than $50,000) for form, best practices, and
coordination.
198 Special projects
9,820 Subtotal
001 - City Council and Administrative Support
Staff Hours Work Plan
Vision Statement #1: Beverly Hills offers the highest quality of life achievable and maintains a unique and friendly character for residents, visitors, and neighbors.
500 Coordinate and promote programs to enhance the City's
reputation as a Friendly and Smart City. 4800101
Vision Statement #4: Beverly Hills is committed to being the safest city in America.
190 The Health and Safety Commission will identify components
of a healthy lifestyle and positive decision making and develop a community outreach campaign.
4800104
150 The Health and Safety Commission will develop a Speakers'
Bureau that incorporates health and safety related messages. 4800104
150 The Health and Safety Commission will work with the Police
Department to make contributions and enhance the existing Neighborhood Watch Program.
4800104 990 Subtotal 11,280 Elected Officials 22,090 Total Hours FY 2010/11 Hours FY 2010/11 Budget Full Time Positions
470 0.25
Director of Emergency Management
1,880 1.00
City Manager
1,316 0.70
Deputy City Manager
940 0.50
Assistant City Manager
752 0.40
Director of Economic Development and Marketing
2,538 1.35
Executive Assistant I
564 0.30
001 - City Council and Administrative Support
FY 2010/11 Hours FY 2010/11
Budget Full Time Positions
9,400 5.00
Councilmember
1,034 0.55
Senior Management Analyst
1,316 0.70 Office Manager 1,880 1.00 City Treasurer 22,090 11.75
Total Full Time Positions
FY 2010/11 Hours FY 2010/11 Budget Total Staffing 22,090 11.75
Total Number of Employees
Goal 2010/11 Projected 2009/10 Actual 2008/09 Service Indicators 2 2 1 Legislative visits to Washington
D.C. and Sacramento 4800102
4 4
1 Legislative initiatives launched
within a legislative session 4800102
$2.5M $2.5M
$820,699 Dollar value of grant funds
secured 4800101
2,000 2,000
2,164 Citizen inquiries resolved
4800101
110 104
81 City Council committee meetings
facilitated 4800101
40 N/A
N/A Citywide contracts reviewed
4800101
99% 93%
N/A Percent of citizen inquiries initially
responded to within 72 hours 4800101
001 - City Council and Administrative Support Percent Change FY 2010/11 Adopted FY 2009/10 Adopted FY 2008/09 Actual Program Budget Revenue by Category -6.43% 3,216,700 3,437,923 3,965,352
Internal Service Fund Receipts
-6.43% 3,216,700 3,437,923 3,965,352 Total Revenues Expenditure by Category -8.35% 1,374,700 1,499,880 1,470,873
Salaries & Benefits
-23.11% 20,400
26,531 28,220
Materials & Supplies
6.19% 418,400 394,013 582,672 Contractual Services -6.00% 1,424,100 1,514,960 1,716,823
Internal Service Fund Charges
6.52% 15,800 14,833 824 Other Charges -5.70% 3,253,400 3,450,217 3,799,412 Total Expenses Percent Change FY 2010/11 Adopted FY 2009/10 Adopted FY 2008/09 Actual Expenditure By Subprogram -0.01% 2,515,900 2,516,238 2,704,735
4800101 - City Council & Admin Supp
107.11% 60,000
28,970 63,040
4800101E007 - Council Installation
16.90% 181,200 155,000 272,736 4800102 - Intergovernmental Relations -33.83% 496,300 750,009 758,901 4800104 - Citywide Governance - P&M -5.70% 3,253,400 3,450,217 3,799,412 Total Expenses
011 - Economic Sustainability Description
Manage and provide a broad range of program initiatives aimed at sustaining Beverly Hills as a premier destination for visitors and a prime location for business.
Program Goal
To sustain and grow Beverly Hills as a premier destination for tourists and a prime location for business through a variety of marketing, branding and business outreach programs.
Staff Hours Ongoing Tasks
388 Manage City's contract with Beverly Hills Conference and Visitors Bureau
for development and implementation of comprehensive tourism development and visitor marketing programs to maintain and grow Beverly Hills as a prime destination for visitors. Function as City's primary liaison to CVB staff and CVB Board.
350 Manage City's contract with the Beverly Hills Chamber of Commerce for
business development and outreach programs; business retention and attraction services; and, business relations and education programming. Function as City primary liaison to Chamber staff and board.
200 Manage sponsorship contract with the Rodeo Drive Committee for special
event and marketing programs such as Walk of Style, Concours d'Elegance - Father's Day Car Show and function as City's liaison to RDC board and public relations firm.
180 Act as Liaison to other business associations and merchants groups such
as South Beverly, Canon Drive, Brighton Way.
180 Manage and develop City's Holiday Lighting and Events Program to provide
comprehensive décor, lighting ceremony and other events designed to promote the City as a destination for shopping and dining during the holiday season.
150 Coordinate City's Holiday Marketing Program with the Conference and
Visitors Bureau, Chamber and other economic partners to drive visitors to the holiday lighting ceremony and other events and to raise awareness of Beverly Hills as holiday retail dining destination.
300 Develop and disseminate a variety of economic summary and other base
economic data to provide business community and public with information about the City.
011 - Economic Sustainability
Staff Hours Ongoing Tasks
330 Manage City Licensing Program contract with Chamber of Commerce
and Licensing Agent, to provide coordination and direction on all licensing requests and issues, potential merchandise deals and potential
infringements, to ensure the City's trademark is marketed and protected. Develop and manage other trademark development such as 90210, Smart City etc.
200 Coordinate and assist with business inquiries and act as business liaison;
and, ombudsman in certain instances.
300 Oversee development and implementation of branded merchandise
program through Shopbh.com on-line City store.
135 Provide liaison and support to Beverly Hills Sister City Program.
150 Coordinate special interdepartmental programs.
75 Collaborate on major private development projects.
140 Special projects as well as planning and training.
3,078 Subtotal
Staff Hours Work Plan
Vision Statement #1: Beverly Hills offers the highest quality of life achievable and maintains a unique and friendly character for residents, visitors, and neighbors.
50 Enhance holiday event program through leveraging
and coordinating existing and proposed Community Services season events and private events provided by other business partners.
4801101
Vision Statement #5: Beverly Hills is known internationally for its alluring and distinctive hotels, retail stores, restaurants, and entertainment and headquarter businesses.
420 Complete Economic Sustainability Strategic Plan
initiated during Fiscal Year 2009/10. 4801101
011 - Economic Sustainability
Staff Hours Work Plan
200 Oversee CVB Transition, Next Phase Development & Special
Initiatives: 4801101
Finalize CVB temporary office space and visitor center
Implement Strategy for City Merchandise for Sale at temporary CVB location
Implement CVB Website upgrade and design
Complete Plan for permanent Visitor Center (CVB offices & merchandise store) at 9400 Santa Monica Blvd
150 Chamber of Commerce Economic Development Special Initiatives:
4801101
Develop and expand coordinated business retention and outreach program
Enhance NY Outreach Mission and develop program expansion options
Implement focused business attraction efforts and implement new tracking matrix
50 Coordinate Hotel Study to determine capacity for additional hotels,
definition of hotel type, recommended service level (5 star, 4 star) and location analysis.
4801101
870 Subtotal
3,948