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CALGreen (OMM-1) Operation and Maintenance Manual Sample Template

and public/private partnerships that promote enhanced sustainability and/or save money. Tax breaks, including rebates, credits or discounts may also be available through the local government, public utilities or the Federal Government, US Department of Energy.
http://www.beverlyhills.org/cbhfiles/storage/files/filebank/8543--OMM-1 Operation and Maintenance Manual Sample.doc
Financial Policies

service needs have been thoroughly examined and it is substantiated that additional staffing will result in increased revenue or enhanced operating efficiencies. To the extent feasible, personnel cost reductions will be achieved through attrition. All
http://www.beverlyhills.org/citygovernment/departments/administrativeservices/finance/financialpolicies
2007-08 1st Quarter Status Report

for the current Fiscal Year 2007/08. This report covers the time period of July 1 through September 30, 2007. Introduced last year, quarterly reports are intended to enhance communication among City stakeholders and to provide information about
http://www.beverlyhills.org/cbhfiles/storage/files/filebank/2634--FY07-08_1st_Quarter_Budget_Status.pdf
RFP 15-22: Infor System Re-implementation and Optimization Support

Stakeholders should be kept informed of the performance of the City against its service levels and long-term cost targets to ensure the ongoing reputation of the City is enhanced and allows the City greater influence over its levels of service
http://www.beverlyhills.org/cbhfiles/storage/files/724808990808076788/RFP15-22InforSystemRe-implementationandOptimizationSupport.pdf
Matrix Study of the Community Development Department

and economic efficiency of the Department and practicable opportunities for enhancing the quality of its product and services. 2. THE COMMUNITY DEVELOPMENT DEPARTMENT EMPLOYS A NUMBER OF BEST PRACTICES. An organizational and management analysis
http://www.beverlyhills.org/cbhfiles/storage/files/filebank/4628--Beverly Hills CDD Final Draft Report.pdf
FY 2005-06 Budget

fines) is substantial (approximately $5.6 million), but it tends to grow only slightly. We do not look at this area as a future revenue enhancement source. For the most part, the City issues parking tickets to keep parking spaces open for businesses
http://www.beverlyhills.org/cbhfiles/storage/files/filebank/2507--FY 2005-06 Budget.pdf
2007-08 4th Quarter Status Report - Volume I

producing the reports as a way to enhance communication among City stakeholders, and I’m confident that these documents are now entrenched as useful and effective tools in tracking the progress of government operations in Beverly Hills. As in previous
http://www.beverlyhills.org/cbhfiles/storage/files/filebank/3962--07-08 4th Qtr Volume 1 8.13.08.pdf
FY 2003-04 Budget

First, ours is the people’s business. As such, decision-making can be slower and more highly scrutinized. The budget process is intended to enhance the public’s access to the process. Secondly, a local government differs on the broad range of our
http://www.beverlyhills.org/cbhfiles/storage/files/filebank/2505--FY 2003-04 Budget.pdf
FY 2004-05 Budget

& Penalties (mostly parking fines) is substantial (approx. $5.3 million), but it tends to grow only slightly. We do not look at this area as a future revenue enhancement source. For the most part, we issue parking tickets to keep parking spaces open
http://www.beverlyhills.org/cbhfiles/storage/files/filebank/2506--FY 2004-05 Budget.pdf
2007-08 2nd Quarter Status Report

and enhance communications with our residents. Guiding all of the effort that goes into smoothly operating the City of Beverly Hills are the five City Council organizational program goals. Each department initiative and service indicator is linked
http://www.beverlyhills.org/cbhfiles/storage/files/filebank/3615--FY07-08_2nd_Quarter_Budget_Status.pdf
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