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FY 2007-08 Budget

? C IT Y O F BE VE R LY H IL LS ? 2 00 7/ 08 F IS C AL Y EA R B U D G ET ? C IT Y O F B E VE R LY H IL LS ? 2 00 7/ 08 F IS C AL Y EA R B U D G ET ? C IT Y O F BE VE R LY H IL LS ? 2 00
http://www.beverlyhills.org/cbhfiles/storage/files/filebank/2615--FY 2007-08 Budget.pdf
Gateway FEIR Volume 1

City of Beverly Hills The Beverly Hills Gateway Project Final Environmental Impact Report Volume I: Report SCH # 2008011066 March 2011 The Beverly Hills Gateway Project Final
http://www.beverlyhills.org/cbhfiles/storage/files/373491083285715651/GatewayFEIRVol1.pdf
Bid 13-17 Reference Documents

CABLING FOR SUCCESS WITH DXLINK White Paper Page 1 AMX White Paper | Cabling for Success with DXLinkTM | V 1.9 8.2012 Cabling for Success with DXLinkTM Author: Curry Kinyon Co-Author: Jeff Howes Co-Author: Ann Yanecek
http://www.beverlyhills.org/cbhfiles/storage/files/602983413777860425/Bid13-17ReferenceDocuments.pdf
CAFR 2010

liability or retiree health insurance costs – with reduced revenues. The result is a fiscally responsible budget that meets the quality-of-life expectations of the community while at the same time exploring new options for revenue generation.
http://www.beverlyhills.org/cbhfiles/storage/files/filebank/8298--CAFR 2010.pdf
CAFR 2008

of the community while at the same time exploring new options for revenue generation. It should also be noted that the fundamental cost associated with maintaining the same level of service to the community is built in at $6 million to $8 million each year.
http://www.beverlyhills.org/cbhfiles/storage/files/filebank/4596--2008 CAFR.pdf
CAFR 2009

exp exploring new opti It should also b maintaining the sa million to $8 milli the quality of life present concern tha be unsustainable incorporating new the ever-increasing tourism venues – b Top Priority Goal The Beverly Hills very tough
http://www.beverlyhills.org/cbhfiles/storage/files/filebank/6392--CAFR 2009.pdf
CAFR 2011

million was closed without across-the-board cuts in departments. The result is a fiscally responsible budget that meets the quality-of-life expectations of the community while at the same time exploring new options for revenue generation.
http://www.beverlyhills.org/cbhfiles/storage/files/filebank/9987--CAFR 2011.pdf
CAFR 2012

costs for sm n charges to the Ge ering revenues. Th e quality-of-life e e exploring new o ection udget was guided b g the community’s rged to produce a b services, ndards at present le c viability. o be carried over f last year’s City
http://www.beverlyhills.org/cbhfiles/storage/files/5317188311671738019/CAFR2012-Final.pdf
CAFR 2013

employment benefits (OPEB) into funded liabilities. In addition, as directed by the City Council, our Finance and Budget staff continues to work with the City Treasurer’s Citizen’s Budget Review Committee to explore cost cutting and revenue opportunities
http://www.beverlyhills.org/cbhfiles/storage/files/6340830751607975689/CAFR2013.pdf
Matrix Study of the Community Development Department

Management Study of the Community Development Department CITY OF BEVERLY HILLS, CALIFORNIA 721 Colorado Avenue, Suite 101 Palo Alto, California 94303 v.650.858.0507 f.650.858.0509 March 8, 2008
http://www.beverlyhills.org/cbhfiles/storage/files/filebank/4628--Beverly Hills CDD Final Draft Report.pdf
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