Beverly Hills City Council
August 19, 2025

STAFF REPORT
Meeting Date: August 19, 2025
To: Honorable Mayor & City Council
From: Gregory W. Barton, Fire Chief
Subject: Beverly Hills Fire Department 2026-2030 Strategic Plan and Community Risk Assessment/Standards of Cover
Attachments: 1. Beverly Hills Fire Department 2026-2030 Strategic Plan

2. Beverly Hills Fire Department Community Risk
Assessment/Standards of Cover

INTRODUCTION
As an integral part of BHFD’s re-accreditation process, based on the criteria established by the Commission of Fire Accreditation International’s (CFAI) voluntary accreditation program), a community-driven Strategic Plan and Community Risk Assessment/Standards of Cover (CRA-SOC) have been completed. This requisite, but transformative, documents represent the agency’s commitment to excellence, quality continuous improvement, and serve as a testament to the leadership of the men and women of the fire department, sworn and non-sworn alike.

Re-accreditation is achieved via Center for Public Safety Excellence (CPSE) commission hearing. To get to this crucial step, the agency has conducted a thorough self-assessment, including an in-depth review of its performance data and existing operational policies, which were subjected to a team of external peer assessors’ review and validation.

Aside from its intrinsic values, the re-accreditation process provides for greater community alignment; enhanced data-driven decision-making; and further effectuates the department’s continuous quality improvement and pursuit of excellence.

DISCUSSION
2025-2030 Community-Driven Strategic Plan
BHFD humbly put forth its 5-Year Strategic Plan. This plan strictly adhered to the guidelines set forth in the CFAI’s Self-Assessment Manual 10th Edition. The crux of the strategic plan is to precisely define the mission, vision, core values, goals, and objectives of the of department. It serves as a comprehensive roadmap in attaining the department’s strategic goals, with valuable feedback from the community, while ensuring that limited resources are efficiently allocated based on the current demands and future challenges of BHFD.

Meeting Date: August 19, 2025

The entire strategic plan process was broken-down into two (2) key phases:

Phase-1: Prioritization of BHFD’s programs and services based on the community’s expectations, concerns, and perceptions. To accomplish this, a community stakeholder townhall meeting was conducted with facilitation from CPSE representatives to ensure that the process adhered to CFAI fire and emergency services model.

Phase-2: Formation of the Strategic Planning Team which were comprised of twenty-five (25) sworn and civilian personnel who volunteered their time throughout the process.

The team developed strategic goals derived from community feedback and internal assessment via SOAR (Strengths, Opportunities, Aspirations, Results), identified service gaps, and developed a comprehensive critical task mechanism with emphasis on outcome-based organizational improvement.

Community Risk Assessment/Standards of Cover
BHFD proudly unveils its Community Risk Assessment/Standards of Cover. It is intended to work in tandem with the 5-Year Strategic Plan. Based on fact-based data gathering and performance metrics, the document functions as a detailed blueprint in successfully achieving the department’s continuous improvement objectives, including how best to meet and prioritize the ever-changing needs of the community.

FISCAL IMPACT
No fiscal impact.

RECOMMENDATION
Unless otherwise directed, the report is submitted to the City Council for informational purposes only.

Gregory W. Barton,
_____Fire Chief______
Approved by
ATTACHMENT 1

Attachment 2

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Fire Chief Gregory William Barton
Deputy Fire Chief Alfred Poirier
Assistant Chief/Fire Marshal Trevor Richmond
Assistant Chief/Training Officer Dean Zipperman
EMS Division Chief Sean Stokes
Battalion Chief Ettore Berardinelli
Battalion Chief Mark Hein
Captain Kevin Kennedy
Fire Engineer Bryan Miller
Firefighter/Paramedic Dustin Andrews
Firefighter/Paramedic Nathan Foster
Firefighter/Paramedic Chris Hobbs
Firefighter/Paramedic Jacob Morrow
Firefighter/Paramedic Ryan Pearson
Firefighter/Paramedic Michael Stanley
Emergency Management Manager Meena Janmohamed
Human Services Administrator Enisha Clark
Nurse Educator Caroline Jack
Systems Integrator Xenophon Gikas
Fire Administrator Michael J. Liongson
2025
Beverly Hills Fire Department Community Risk Assessment/Standards of Cover

TABLE OF CONTENTS
A. Description of Community Served............................................................................................................................................. 1 Introduction........................................................................................................................................................................................ 1 Community and Department Legal Basis................................................................................................................................ 1 History of the Community............................................................................................................................................................. 2 Community Financial Basis.........................................................................................................................................................14 Community Boundaries...............................................................................................................................................................18 Community Planning Areas........................................................................................................................................................18 Community Transportation Systems.......................................................................................................................................20 Community Critical Infrastructure............................................................................................................................................22 Community Land Use and Zoning ...........................................................................................................................................29 Community Topography .............................................................................................................................................................35 Community Geography................................................................................................................................................................38 Community Geology.....................................................................................................................................................................40 Community Physiography...........................................................................................................................................................46 Community Climate.......................................................................................................................................................................51 Community Population/Population Densities.....................................................................................................................52 Community Demographic Features........................................................................................................................................54 B. History of the Agency....................................................................................................................................................................56 Major Historical Milestones of the Department..................................................................................................................56 Current Legal Boundary of Service Area ................................................................................................................................63 Current Organization, Divisions, Programs and Services.................................................................................................64 Fire Stations, Training Facilities, Apparatus, Equipment, and Staffing........................................................................66 C. Current Descriptions of Levels of Service with Delivery Programs..............................................................................70 Fire Suppression Emergency Response Services................................................................................................................70 Emergency Medical Services......................................................................................................................................................73 Technical Rescue.............................................................................................................................................................................77 Hazardous Materials......................................................................................................................................................................77 Wildland Fire Services...................................................................................................................................................................78 Nurse Practitioner Response Unit.............................................................................................................................................79 Community Risk Reduction.........................................................................................................................................................82 Emergency Management............................................................................................................................................................97 D. Current Deployment and Coverage Areas............................................................................................................................98 Points of Service Delivery ............................................................................................................................................................98 Minimum Deployment Resources............................................................................................................................................98 Response Areas...............................................................................................................................................................................99 E. Summary of Community Response History....................................................................................................................... 104 F. Community Priorities, Expectations, and Performance Goals..................................................................................... 105 Mission Statement....................................................................................................................................................................... 105 Core Values.................................................................................................................................................................................... 105 Community Service Priorities.................................................................................................................................................. 105 Community Service Expectations.......................................................................................................................................... 106 Historical Performance Goals.................................................................................................................................................. 107 G. Community Risk Assessment and Risk Levels................................................................................................................... 109 Risk Assessment Methodology............................................................................................................................................... 109 Beverly Hills Fire Department Community Risk Assessment/Standards of Cover Critical Task Analysis................................................................................................................................................................... 109 Risk Scoring.................................................................................................................................................................................... 129 Geographical Planning Areas/Zones.................................................................................................................................... 130 H. Historical Perspective and Summary of System Performance .................................................................................... 138 Distribution Factors.................................................................................................................................................................... 138 Concentration Factors............................................................................................................................................................... 142 Reliability Factors......................................................................................................................................................................... 143 Dataset Qualification.................................................................................................................................................................. 146 Baseline Performance Tables (2020-2024) ......................................................................................................................... 147 I. Evaluation of Service Delivery................................................................................................................................................. 150 Performance Objectives – Benchmarks............................................................................................................................... 150 Performance Objectives – Baselines..................................................................................................................................... 154 Performance Gaps – Baseline to Benchmark Time Gap................................................................................................. 156 Community Areas for Program Delivery and Coverage Improvement.................................................................... 158 Recommendations for Improved Effectiveness in Deployment and Coverage ................................................... 160 J. Performance Maintenance and Improvement Plans...................................................................................................... 161 Compliance Team / Responsibility........................................................................................................................................ 161 Performance Evaluation and Compliance Strategy ........................................................................................................ 161 Compliance Verification Reporting....................................................................................................................................... 161 Continuous Improvement Strategy...................................................................................................................................... 162 K. Appendices.................................................................................................................................................................................... 163 Appendix A: ISO PPC Summary Report................................................................................................................................ 163 Appendix B: Automatic Aid Agreement.............................................................................................................................. 187 Appendix C: Department Annual Statistics (2020-2024)............................................................................................... 206 TABLES
Table 1: Government-Owned Critical Facilities...............................................................................................................................24 Table 2: Current and Projected Population (2015-2040) .............................................................................................................25 Table 3: Capacities of Nine In-Service Reservoirs............................................................................................................................26 Table 4: Land Usage ..................................................................................................................................................................................30 Table 5: At-Risk Parcels by Natural Hazard........................................................................................................................................41 Table 6: ALS and BLS Resources............................................................................................................................................................73 Table 7: Reserve ALS and BLS Resources...........................................................................................................................................74 Table 8: Apparatus Resources................................................................................................................................................................98 Table 9: Minimum Staffing......................................................................................................................................................................98 Table 10: Program and Service Priorities Identified by Community Stakeholders.......................................................... 106 Table 11: Critical Task Analysis........................................................................................................................................................... 110 Table 12: Risk Scoring............................................................................................................................................................................ 111 Table 13: Number of Incidents by Station (2020-2024)............................................................................................................. 138 Table 14: Count of Calls by District (2020-2024).......................................................................................................................... 138 Table 15: Calls by Station by Month (2020-2024)........................................................................................................................ 139 Table 16: Calls by Day of Week, by Station (2020-2024) ........................................................................................................... 139 Table 17: Percentage of Calls Weekday vs Weekend (2020-2024) ........................................................................................ 139 Table 18: Calls by Time of Day, by Station (2020-2024)............................................................................................................. 141 Table 19: Average Simultaneous Emergency Calls by Year (2020-2024)............................................................................ 142 Table 20: Simultaneous Emergency Cells by Station and Year (2020-2024)...................................................................... 142 Beverly Hills Fire Department Community Risk Assessment/Standards of Cover Table 21: Reliability Percentage by Year (2020-2024)................................................................................................................ 143 Table 22: Performance Evaluation and Compliance Strategy Action Items...................................................................... 161 MAPS
Map 1: Beverly Hills City Boundary ......................................................................................................................................................18 Map 2: Community Areas........................................................................................................................................................................19 Map 3: Example Safe Route to School ................................................................................................................................................20 Map 4: Metro Rail and Stations..............................................................................................................................................................21 Map 5: Fire and Flood Hazard Essential Public Facilities..............................................................................................................22 Map 6: Public and Private Critical Infrastructure.............................................................................................................................23 Map 7: Storm Drainage ............................................................................................................................................................................28 Map 8: Generalized Land Use ................................................................................................................................................................31 Map 9: Zoning .............................................................................................................................................................................................32 Map 10: Mixed-Use Overlay Zone ........................................................................................................................................................34 Map 11: Very High Fire Severity Zone.................................................................................................................................................35 Map 12: Wildland Automatic Aid..........................................................................................................................................................37 Map 13: Geologic Area .............................................................................................................................................................................40 Map 14: High Risk Flood Areas..............................................................................................................................................................41 Map 15: Landslide Areas..........................................................................................................................................................................42 Map 16: Liquefaction Areas....................................................................................................................................................................43 Map 17: Faults.............................................................................................................................................................................................44 Map 18: Santa Monica Fault...................................................................................................................................................................45 Map 19: Wildfire Area and Evacuation Routes.................................................................................................................................46 Map 20: Potential Major Wildfire Paths..............................................................................................................................................47 Map 21: Potential Locations with Highest Wildfire Intensity .....................................................................................................48 Map 22: Potential Influence of Fuel Loads on Structure Loss....................................................................................................49 Map 23: Potential Vulnerabilities in Roadway Evacuation Areas..............................................................................................50 Map 24: Population Density...................................................................................................................................................................53 Map 25: Estimates of Chronically Homeless Individuals..............................................................................................................55 Map 26: City of Beverly Hills Boundary with Fire Stations and Very High Fire Hazard Severity Zone .........................63 Map 27: Station Locations.......................................................................................................................................................................69 Map 28: District 1........................................................................................................................................................................................99 Map 29: District 2..................................................................................................................................................................................... 100 Map 30: Very High Fire Hazard Severity Zone............................................................................................................................... 101 Map 31: District 3..................................................................................................................................................................................... 102 Map 32: Aid Zones.................................................................................................................................................................................. 103 Map 33: Response Areas....................................................................................................................................................................... 131 Map 34: Fire Management Zones...................................................................................................................................................... 132 Map 35: FMZ 1.......................................................................................................................................................................................... 133 Map 36: FMZ 2.......................................................................................................................................................................................... 135 Map 37: High Severity Fire Areas....................................................................................................................................................... 136 Map 38: FMZ 3.......................................................................................................................................................................................... 137 Beverly Hills Fire Department Community Risk Assessment/Standards of Cover

FIGURES
Figure 1: General Fund Appropriations by Department (FY20-21)..........................................................................................14 Figure 2: General Fund Appropriations by Department (FY21-22)..........................................................................................15 Figure 3: General Fund Appropriations by Department (FY22-23)..........................................................................................15 Figure 4: General Fund Appropriations by Department (FY23-24)..........................................................................................16 Figure 5: General Fund Appropriations by Department (FY24-25)..........................................................................................16 Figure 6: Transportation (2013-2022).................................................................................................................................................20 Figure 7: Percentage of Housing Units by Build Year....................................................................................................................29 Figure 8: Average Rainfall........................................................................................................................................................................51 Figure 9: Average Annual Precipitation.............................................................................................................................................51 Figure 10: Population (2000-2023) ......................................................................................................................................................52 Figure 11: Population by Age Range...................................................................................................................................................54 Figure 12: Gender.......................................................................................................................................................................................54 Figure 13: Population by Household ..................................................................................................................................................54 Figure 14: Race and Ethnicity.................................................................................................................................................................54 Figure 15: Veterans by Wartime Service ............................................................................................................................................54 Figure 16: Insured vs Uninsured (2013-2022) (Source: Data USA)............................................................................................55 Figure 17: Organizational Chart............................................................................................................................................................65 Figure 18: Metrics Overview (2020-2024)..........................................................................................................................................66 Figure 19: Incident Responses (2020-2024)................................................................................................................................... 104 Figure 20: First In by Station (2020-2024)....................................................................................................................................... 104 Figure 21: Three-Axis Method ............................................................................................................................................................ 109 Figure 22: Percentage of Calls by District (2020-2024)*............................................................................................................ 138 Figure 23: Average Number of Incidents by Day of the Week (2020-2024)....................................................................... 140 Figure 24: Percentage of Incidents by Time of Day (2020-2024)* ......................................................................................... 140 Figure 25: Statistics for All Emergency Calls (2020-2024)......................................................................................................... 143 Figure 26: Statistics for Fire Calls (2020-2024) .............................................................................................................................. 144 Figure 27: Statistics for EMS Calls (2020-2025)............................................................................................................................. 144 Figure 28: Statistics for Hazardous Materials Calls (2020-2024)............................................................................................. 145 Figure 29: Statistics for Technical Rescue Calls (2020-2024).................................................................................................... 145 Figure 30: Fire Department’s Performance Plan.......................................................................................................................... 162 Beverly Hills Fire Department Community Risk Assessment/Standards of Cover This page was intentionally left blank.
1 A. Description of Community Served
Introduction
The Community Risk Assessment/Standards of Cover (CRA/SOC) process effectively eliminates the emotion quotient while empowering a proactive versus a reactive approach through objective decision-making. It is designed to work in tandem with the Community-Driven Strategic Plan and Self-Assessment Manual to provide staff, the city manager, and, ultimately, the City Council with the necessary fact-based data to make informed decisions. With the rapid evolution of the fire service, mainly with its shift to metric-driven policy decisions combined with ongoing technological advances, the CRA/SOC process equips the Beverly Hills Fire Department (BHFD) with the needed aptitude to evaluate and measure its service levels; thereby, creating a blueprint to best achieve and exceed community expectations. The overall impetus, consequently, is continuous improvement.

Community and Department Legal Basis
The City of Beverly Hills was officially incorporated by the State of California on the 28th day of January 1914. During that time, there were only 550 residents. The City of Los Angeles’ unsuccessful attempt to annex, due to its seemingly illimitable supply of water, was vehemently thwarted by its residents in 1923, led by Mary Pickford and Will Rogers (photo courtesy of the Beverly Hills Historical Society website), who eventually became the City’s honorary mayor in 1928; appointed by then real-life mayor, Silsby M. Spalding (discussed in detail in the History of the Community).

The City of Beverly Hills is a general law city with a total land mass of 5.71 square miles. It is governed and managed by a five-member City Council and a city manager, respectively. The City Council are duly elected officials who each serve a four-year term. The City Council meets twice each month in formal, open settings. They also meet annually, in March, to select one of its members as Mayor and another as Vice Mayor. Agenda items are disseminated to the Council through ordinances, motions, referrals, or resolutions. 2 The city manager, on the other hand, executes Council directions or policies. The Beverly Hills Municipal Code provides specific details under Title 2, Chapter 3, Article 1. In essence, the city manager is in charge of eleven departments. Each department head provides municipal deliverables to its residents, visitors, and businesses.

There are eleven commissions that are comprised of Beverly Hills residents who volunteer their time to tackle the many challenges and issues facing the city. There are also 37 committees that serve in various capacities.

On July 6, 1925, Ordinance No. 158 was ratified by the City of Beverly Hills Board of Trustees, which formally created the office of the fire chief. The fire department was forged by the City of Beverly Hills, pursuant to State Law and as clearly stated in the Municipal Code 2-3-301:

The fire department is hereby established, and the office of fire chief created. The fire department shall be under the supervision and control of the fire chief, who shall be accountable to the city manager. The fire chief shall be responsible for providing fire protection to the city, for enforcement of the fire code, and shall perform such other duties and functions as imposed by local, state, and federal law, and such other duties as designated by the city manager or council. (1962 Code § 2-4.301) History of the Community
The City of Beverly Hills was once a Spanish ranch where lima beans were cultivated. Its evolution began when a group of business financiers, in search of oil, discovered an abundance of water, which ultimately led them to develop it into a town. Over the years, various modern appellations were coined as catchphrases for the city, such as “90210,” “B.H.,” “Bev Hills,” “The Garden Spot of the World,” and “The Hills.” Despite its humble beginnings, the city had its share of struggles and eventual triumphs, combined with historic moments that gloriously defined its uniqueness, glamour, and rich tapestry.

Interestingly, the enthralling beginnings of Beverly Hills can be linked to its various nicknames:

Gathering of the Waters
The Tongva, a Native American tribe, were early settlers who predated the first European explorers from Spain. At that time, they called it the “Gathering of the Waters” due to two intersecting underground streams (Benedict Canyon and Coldwater Canyon). Their agricultural way of living was the only known characteristic of the Tongva tribes. No other writings or visual records could be traced.

Rancho Rodeo De Las Aguas
In August of 1769, Captain Gasper de Portolá, Spanish Governor of the Californias (present-day Los Angeles), accompanied by his band of Spanish explorers, made his way to the Tongva Tribe. Consequently, their arrival was the beginning of the end to the tribe.

Over the next four decades, an influx of soldiers, colonists, Indians, and missionaries came from Mexico. During the same timeline, the Treaty of 3 Guadalupe Hidalgo, the cession of California to the United States, came about in 1848. Subsequently, its admission to the Union as a State in 1850 also occurred.

Through the Rancho Rodeo De Las Aguas grant, Vicente Valdez was awarded the land for his service to Mexico during its war for independence against Spain. Upon his death, he bequeathed more than 4,600 acres of ranch land to his daughter, Maria Rita Valdez (and her husband, Vicente Ferrer Villa), thereby making her the Beverly Hills’ first settler and owner.

With the advent of the Gold Rush in the mid-1800s, Native Americans ambushed Maria Rita’s rancho. A widow and a mother of eleven children, she sold the land to Benjamin Davis Wilson and Major Henry Hancock (who immediately transferred his ownership to William Workman) for $500 in cash, $500 in notes, and a promise of an additional $3,000 payment, after the full ratification of the title by the government.

Hammel and Denker Ranch
In 1881, hoteliers by the name of Henry Hammel and Charles Denker acquired Rancho De Las Aguas from both Wilson and Workman. As a result of the acquisition, they renamed it the Hammel and Denker Ranch, where they grew produce for their hotels, including vast grounds of lima beans. Their earliest conception was to build a subdivision called Morocco. A steam train, Morocco Junction, which runs through Los Angeles to Santa Monica, was all that they realized. Eventually, it became an electric trolley. Morocco failed to materialize. 4 Beverly Hills
In 1900, the Amalgamated Oil Company purchased the land, termed Morocco Junction, from Hammel and Denker’s beneficiaries. Their main intent was to begin full-scale oil drilling in the area. Ironically, instead of oil, the company discovered an abundance of water.

With foresight on land development, Burton Green and his cohorts restructured the Rodeo Land and Water Company. The company will have its fingerprints in the ensuing years. He also received credit for the new subdivision’s founding name. On the 23rd of January 1907, the subdivision was officially recorded and was called Beverly Hills.

The master plan was comprised of residential and commercial zones, with the ultimate vision of building a first-class community. However, perceived growth was tepid due to logistical and transportation barriers, where private transportation was very limited. In fact, at that time, there were only six residential houses that existed. To boost its appeal, Mr. Green and his associates hired Margaret Anderson to build a hotel destination, like the Hollywood Hotel that she previously built. Eventually, the Rodeo Land and Water Company bestowed the site and gave her a $250,000 mortgage. The arrangement was for Margaret and her son, Stanley, to erect a majestic hotel built with elegance in mind and the notion to only use the best of everything, regardless of the cost. The hotel opened in 1912 and became a smashing success. It served as a hub for indoor and outdoor entertainment, restaurants, a school, and a place of worship. With that, property sales spiked. Thus, the creation of the iconic Beverly Hills Hotel became the “heart and soul of the new city” and as “Host to the World.” 5 The evolution of Beverly Hills continued the following year. In 1913, the residents voted on a groundbreaking resolution to form a separate school district after the Los Angeles City Council precipitously turned down their request to expand the sole existing school at that time, the old Canyon School. The Rodeo Land and Water Company picked up the cost for the new school district. In 1914, Beverly Hills became incorporated as a general law city. 1920s - A sign over the entrances to the bridle paths read: "Ye Bridle Path- from Beverly Hills to Sea and Mountains." Fast forward to 1923, and Los Angeles endeavored to annex the city. The sole reason was due to Beverly Hills' source of water. The residents revolted along with the formation of the Beverly Hills Eight: Conrad Nagel, Rudolph Valentino, Tom Mix, Douglas Fairbanks, Harold Lloyd, Mary Pickford, Will Rogers, and Fred Niblo (photo derived from the Beverly Hills Historical Society website).
6 The Beverly Hills Eight organized door-to-door campaigns to inform the rest of the citizens of the annexation, signed autographs, and even made public appearances against it. After a virulent battle, the annexation was voted down, 507 votes to 337. Their impact was commemorated with a celluloid monument sculpted by Merrell Gage in the intersection of Olympic Boulevard and South Beverly Drive. At 20 feet tall, a bronze and metal obelisk stood with a sturdy base where each of the eight stars’ signature roles is highlighted.

During the Great Depression period, with a population count of almost 20,000, five majestic movie theatres were constructed in Beverly Hills. Out of the five, the Fox Wilshire Theatre, renamed the Saban Theatre in 2009, has stood the test of time. Its extravagant art decorations are still in operation as a live entertainment venue, and it was listed on the National Register of Historic Places in 2012.
7 Built in 1928, another eventual historical landmark was born, the illustrious Greystone Mansion & Gardens, also known as the Doheny Mansion, which is adjacent to the Trousdale Estates. The Tudor Revival mansion was a gift from Edward L. Doheny, an oil tycoon who first discovered oil in the West, to his son, Edward. It was eventually purchased by the city in 1965 for $1.1 million and restored as a public park on September 16, 1971. In the years 1976 and 2013, Greystone was listed in the National Register of Historic Places and was designated Beverly Hills Local Historical Landmark No. 4, respectively. Various movies, television services, and music videos were filmed at this location, such as The Big Lebowski, Star Trek Into Darkness, The Disorderly Orderly, Gilmore Girls, Rush Hour, and There Will Be Blood (a critically acclaimed film that was loosely based on the Dohenys). 8 Another historic hotel was constructed in 1928, the Beverly Wilshire Hotel (a Four Seasons Hotel). It was built on the site of the former Beverly Hills Speedway, which spanned the entire southwest of the city but ceased in existence in 1924. Not only a Hollywood shooting location for films and television series, but it also serves as a prime destination for celebrities and foreign dignitaries, including U.S. Presidents.

Then (Beverly Hills Speedway)
Now (Beverly Wilshire Hotel)
9 During World War II, the city’s residents
patriotically contributed to the war effort via
gas rationing, scrap metal drives, and victory
gardens, including purchasing war bonds.

The 1950s signaled a momentous post-war
growth for the city. Per Basten’s book,
Beverly Hills Portrait of a Fabled City,
“business hit an all-time high with bank
debits equaling those of a city five times its size; per capita sales topped the nation with $3,604 per person.” This period in Beverly Hills also coincided with Conrad Hilton’s grand August 1955 opening of the Beverly Hilton Hotel, the entertainment capital of hospitality and home to many international and exclusive events, such as the Golden Globes (since 1961).

Then
Now
10 In 1967, Fred Hayman, “Godfather of the Rodeo Drive,” founded the Giorgio Beverly Hills store. He sets the bar when it comes to doing business in the city, where he introduced the whole notion of high-class hospitality and elegance.

Celebrities trekked to Giorgio for this one-of-a-kind experience. By the late 1970s, the Beverly Hills Chamber of Commerce declared that Rodeo Drive was “the essence of the best of all shopping centers in the world.” Recent constructions in Beverly Hills are also worth highlighting. The Maybourne Beverly Hills, formerly the Montage Beverly Hills Hotel, which is located within the well-known Golden Triangle near Rodeo Drive, opened in 2008. It was a former site of The Beverly Theater back in 1925. 11 A community arts center, the Wallis Annenberg Center for the Performing Arts, was built in 2013. It preserves and conjoins the historic 1933 Beverly Hills Post Office with a brand new 500-seat Goldsmith Theater.

The groundbreaking of the largest development in the city’s history, One Beverly Hills, took place on February 8, 2024. The 17.5-acre, 10-story luxury hotel project connects the Beverly Hilton and Waldorf Astoria with several acres of open space and botanical gardens, including the shuttered Union 76 Gas Station. 12 Other highly prominent historical landmarks, including sculptures, derived from the Beverly Hills Historical Society website, are enumerated as follows: Beverly Gardens Park; Beverly Hills Civic Center; Beverly Hills Women’s Club; Church of the Good Shepherd; Locke House; Saban Theatre (formerly known as the Fox Theater); Witch’s House; Virginia Robinson Gardens; Waverly Mansion; and the Will Rogers Memorial Park. One of the most recent sculptures, courtesy of the Beatles’ Ringo Starr, is a stainless steel, eight-foot-tall replica of his hand displaying the national peace sign called “Peace and Love” (shown below).

Then (The Beverly Gardens Park courtesy of the Beverly Hills Historical Society’s website) Now
13 Notable annual events are the 9/11 Annual Commemoration (annual event and the 9/11 Memorial Garden shown below); Golden Globes; Vanity Fair; Beverly Hills Art Show; Woofstock 90210; Rodeo Drive Concours d’ Elegance; BOLD (Beverly Hills Open Later Days); Beverly Hills Farmers’ Market Picklefest; Greystone Mansion Concours d’ Elegance and Music in the Mansion; Los Angeles Marathon, and the Summer Concert Series.

In the past several years, the city has become home to multitudes of entertainment industry headquarters, art galleries, retail stores, and big-time talent agencies. Furthermore, it boasts of its advanced fiber-optic networks, recently installed community security cameras, and a mass notification system for emergency situations. The Cedars Sinai Lab in 121 N. San Vicente, funded by federal grants to advance research findings, serves as a high-level security location of the hospital’s biggest stem cell and DNA research laboratory.

In 2022, the city was hailed as the first city in the country to enact a law banning the sale of all tobacco products.

It also approved a multi-million-dollar project to build the police department’s Real Time Watch Center. It essentially facilitates early crime intervention by centralizing existing technologies such as closed-circuit television (CCTV) cameras, automated license plate readers (ALPRs), and drones.

In the same year, installation of the fire department’s solar-powered Wildland Emergency Evacuation Boxes, or its moniker, Beacon Boxes, were strategically placed throughout the city confines to assist mutual aid first responders and public safety personnel. It contains road networks, phone directories, hydrant locations, water sources, and turnaround places that are critical when responding to wildfire events.

As recently as August 2024, the city has also completed the installation of 12 sirens that will be utilized as an Outdoor Warning System (OWS) that can be heard in multiple languages announcing imminent danger and evacuation notification. 14 Presently, the City of Beverly Hills’s rich history has paved the way for its continued growth and resiliency while maintaining its small-town atmosphere. Its robust economy and sustainability efforts have afforded the city the means to provide its residents, businesses, and visitors with a world-class residential lifestyle, state-of-the-art business establishments, top-notch public school system, lush parks, and higher-caliber public safety services while being able to withstand external predicaments such as the pandemic and current inflation crisis.

Community Financial Basis
The City of Beverly Hills utilizes fund accounting, where several types of funds are assigned to budget and account for financial transactions.

General Fund
The General Fund serves as the city’s principal operating fund. These are funds derived from four main revenue sources (business tax, sales tax, transient occupancy tax, and property tax), along with other general revenues available for discretionary spending. The fund provides for recreational services, library, and public safety.

The following pie charts show general funds appropriations in the last five fiscal years, which begin on July 1st and end on June 30th.

Figure 1: General Fund Appropriations by Department (FY20-21) 15 Figure 2: General Fund Appropriations by Department (FY21-22) Figure 3: General Fund Appropriations by Department (FY22-23) 16 Figure 4: General Fund Appropriations by Department (FY23-24) Figure 5: General Fund Appropriations by Department (FY24-25) 17 Infrastructure Funds
The Infrastructure Fund identifies long-term public capital improvement projects, such as street lighting systems, roadways, and street improvements.

Special Revenue Funds
Special Revenue Funds are restricted and earmarked for 18 various funds, such as Parks and Recreation Facilities, Air Quality Improvement, and Measure M Traffic Improvement.

Internal Service Funds
The Internal Service Funds are comprised of 11 funds designed for services provided to other departments on a costreimbursement basis. These are the Equipment Replacement Fund, Information Technology Fund, Policy, Administration, and Legal Fund, to name a few.

Enterprise Funds
The city also accounts and budgets for eight major enterprise funds:
• Water Enterprise Fund,
• Water Capital Facilities Fund,
• Water Supply Capital Facilities Fund,
• Parking Enterprise Fund,
• Solid Waste Enterprise Fund,
• Wastewater Enterprise Fund,
• Stormwater Utility Fund, and
• Beverly Hills Fiber Fund.

Other Revenue Sources
Aside from its four major revenue sources, the city also has additional revenue sources. They are as follows:
• Other Taxes (such as property transfer tax, condominium tax, dwelling unit tax) • Licenses and Permits (such as conditional use permits, plan checks, and permitting) • Fines and Penalties (such as ordinance violations and motor vehicle code violations) • Miscellaneous Revenues (such as the sale of property and recoverable expenditures) • Subventions and Grants (such as motor vehicle license fees) • Use of Money and Property (such as Farmers Market concessions and oil royalties) • Charges for Current Service (such as fingerprinting fees and special events fees) 18 Community Boundaries
The City of Beverly Hills is bordered on the northwest by the Los Angeles areas of Bel-Air and the Santa Monica Mountains, the Beverlywood neighborhood on the south, and West Hollywood and Fairfax District on the east.

The city is one of the so-called “Three Bs,” along with Bel-Air and Brentwood - the affluent areas on the westside of Los Angeles.

Map 1: Beverly Hills City Boundary
Community Planning Areas
The city’s investment properties that are leased to commercial tenants are mainly located in the Business Triangle in the world-famous Rodeo Drive and at the intersection of Foothill Road and 3rd Street. These properties include highend boutiques, restaurants, hotels, ground-floor retail locations, residential properties, and multiple office buildings.

While the City of Beverly Hills does not have any traditional community planning areas or specific plan areas (other than site-specific plans), the city does have distinct neighborhoods with unique characteristics. The city is divided into three main residential areas: the Hillside Area, the Trousdale Estates Area, and the Central Area. Irregularly shaped and sized lots on meandering, sloped streets with variable widths characterize the Hillside Area. The Trousdale Estates Area also contains hillside topography; however, it is characterized by a more regular development pattern, as it was subdivided at one time. The residential communities in the Central Area are a mix of multi- and single- 19 family neighborhoods with a regular pattern of development, flat topography, and more standardized lot shapes and sizes.

Map 2: Community Areas
The main commercial district of the city is often referred to as the “Golden Triangle” or the “Business Triangle.” It is bound by Santa Monica Boulevard, Wilshire Boulevard, and North Crescent Drive. Commercial buildings that range in height from one to fourteen stories, though most of the buildings are less than three stories in height, characterize this area.

It is important to note that the Los Angeles County Metropolitan Water District (MWD) Transportation Agency (Metro) is currently constructing the Purple Line Subway Extension through the City of Beverly Hills, which will ultimately provide a subway connection between Downtown Los Angeles and Westwood. Two stops will be in the City of Beverly Hills, one at Wilshire Boulevard / La Cienega Boulevard (“La Cienega Station”) and the other at Wilshire Boulevard / Reeves Drive (“Rodeo Station”).
20 Community Transportation Systems
Per Data USA’s 2022 data, 58.8% drove to/from work, which is a significant decrease from 2017, when 70.8% of the city’s workforce had “super commutes” in excess of 90 minutes. This can be attributed to the 25.2 % of the workforce who now telecommute or work from home, compared to only half in 2017.

Figure 6: Transportation (2013-2022)
Other means of transportation,such as bicycle use, have shown a tremendous increase, which is a testament to the recent Safe Routes to School (SRTS) program that promoted bicycling (and walking) to school. SRTS was a partnership between city departments and the Beverly Hills Unified School District.

Given its landlocked characteristics, the city does not contain waterways, airports, canals, or shipping ports. Its street system consists of a grid of local-serving and regional-serving streets.

There are also several buses operated by the Los Angeles County Metro that are available to residents and commuters.

As a result of these factors, there is widespread intersection congestion throughout the west side during most of the
daytime hours, intensifying during the morning and evening peak commute periods (Beverly Hills Hazard Mitigation
Action Plan). In fact, the U.S. Census Bureau’s 2018-2022 data yielded that the average travel time to work is 25.7 minutes.

Map 3: Example Safe Route to School
21 The ongoing LA Metro Purple Line Subway Extension project was initiated in 2015 consisting of three distinct sections. It is projected to transition from construction to revenue phase in Section 1, which includes its Wilshire/La Cienega Station (in the City of Beverly Hills) in 2025. It is projected that Section 2, which includes the Wilshire/Reeves Station (also in Beverly Hills) and the additional stations in the City of Los Angeles, which include the Century City/Constellation Station and full westward extension to Westwood and the Veterans Administration (VA) Hospital, will open in 2026 and 2027, respectively.

Following the transition to the revenue phase in each section, the LA Metro Subway stations in the City of Beverly Hills will provide increased access to the city and an anticipated increase in the number of visitors, including a possible increased need for and utilization of BHFD fire and EMS services.

Map 4: Metro Rail and Stations
The San Diego (405) and Santa Monica (10) Freeways provide regional access to the city; however, these freeways are not within the city itself. There are 143 miles of public streets and alleys in Beverly Hills and on highways in the city.

Furthermore, there are five major streets in Beverly Hills: Rodeo Drive, Wilshire Boulevard, South Beverly Drive, North Beverly Drive, and Santa Monica Boulevard. These major streets, with the exception of Santa Monica Boulevard, have not been reconstructed or resurfaced within the last 10 years. All the public streets and alleys are maintained under the city’s Pavement Management Program (Beverly Hills Hazard Mitigation Action Plan). 22 Community Critical Infrastructure
Map 5: Fire and Flood Hazard Essential Public Facilities 23 According to the city’s Hazard Mitigation Action Plan, the city has identified a total of 175 public and private critical facilities located in the city, with an estimated valuation of over $1.358 billion. Critical private facilities include hotels, schools, restaurants, and other large businesses in the city. These businesses are essential to the well-being of the city, and as such, mitigation efforts surrounding these businesses and buildings are strongly encouraged. As an example, after a disaster, the hotels in the city may be a critical asset in allowing residents to remain within the city.

Map 6: Public and Private Critical Infrastructure
24 There are also ten government-owned critical infrastructures that exist within the city confines, with an estimated valuation amount of over $130,000,000.00.

Table 1: Government-Owned Critical Facilities
Conversely, other non-government facilities that are considered critical to the city are comprised of schools, restaurants, large businesses, and hotels.

City Water System Description
The city’s water service area encompasses an area of approximately 6.35 square miles (4,069 acres). It consists of the City of Beverly Hills, with an area of 3,646 acres, and a portion of the City of West Hollywood, with an area of 423 acres, which is 10.4% of the city’s total water service area. Its water supply sources are treated imported water purchased from the MWD Water District of Southern California and, to a lesser extent, groundwater pumped from the Hollywood Groundwater Basin via four city wells.
25 The city's imported water supply is a blend of water received from Northern California (State Water Project or SWP) and the Colorado River that is treated at MWD’s Weymouth Treatment Plant in La Verne. The city’s groundwater, on the other hand, is treated at the city's water treatment plant utilizing a two-stage reverse osmosis (RO) treatment path.

The city’s water service area distribution system consists of 170 miles of water mains, ranging from 2 to 24 inches in diameter. The water system is also composed of 16 water service pressure zones and has 10 reservoirs within those zones, with a combined storage capacity of 43.5 million gallons (MG).

City Water Service Area Demographics and Planned Growth Per the table below, the city’s water service area population was estimated at 43,189 in 2015, with 34,833 (81%) residing inside the City of Beverly Hills and 8,356 (19%) residing inside the City of West Hollywood.

Table 2: Current and Projected Population (2015-2040)
(a) Increase relative to 2015.
(b) Approximately 23.5% of the City of West Hollywood’s total population. (c) 100% of the City of Beverly Hills’ total population.

Historical, Current, and Projected City Water Use
Through the implementation of city water conservation ordinances and measures, total water use for the city’s service area has decreased by 6.9% since 2010 and by 21.4% since 2005. City service area per-capita water use, which is total water use divided by the service area population, has decreased by similar amounts. Likewise, the city water supply, which comes from imported water purchases and groundwater production, has also decreased.

City Water Supply
The city obtains its water supply from two sources: imported surface water purchased from MWD and local groundwater extracted from the local Hollywood Basin. MWD treats the imported water, while the groundwater is treated at the city’s water treatment plant before being distributed to the city’s water system. The city possesses appropriative local groundwater rights dating back to 1906. The city began purchasing water from MWD in 1941- 1942 as a supplementary supply to the city's groundwater production.

In 1970, MWD water purchases began to exceed the city’s groundwater production, a trend that has continued to this day. In 1976, the city ceased operating its original groundwater treatment plant and all its wells. The wells remained out of service until 2003, when a new groundwater treatment plant and four wells drilled in the Hollywood Basin 26 were placed into operation. In May 2003, a new water well on 1945 La Cienega Boulevard was opened to enhance the city’s water resiliency. The city transports water from the La Cienega well, along with six other wells in the Hollywood basin, to its water treatment plant located at 345 Foothill Drive. This is combined with water from the Metropolitan Water District and distributed to residents in Beverly Hills and West Hollywood.

Once the treatment plant and new well become fully operational, the city anticipates producing 25% of its water locally. Additional wells are also being explored to further bolster its capability. All these noble efforts can be attributed to the city’s Integrated Water Resources Plan from 2020.

Water Shortage Contingency Planning
In 1992, the Beverly Hills City Council adopted an Emergency Water Conservation Ordinance (Ordinance 92-O2139), which was updated in 2015 by Ordinance 15-O-2677. The ordinance establishes five stages of water shortage severity based on predicted or actual water supply reductions. The city implements certain initiatives to optimize water supply during water shortages or drought conditions. As a result, the city manages water supplies to minimize the social and economic impacts of water shortages.

The Water Conservation Ordinance is designed to provide a minimum of up to 50% of the normal supply during a severe or extended water shortage. The city's two potable water sources are local groundwater and imported deliveries through MWD. Rationing stages may be triggered by a shortage in one source or a combination of sources. In the event of a shortage, the city manager will declare the appropriate water conservation stage by resolution.

Existing Reservoir System
There are currently ten reservoirs within the Beverly Hills water system, ranging in size from 1.0 MG to 19.4 MG, for a total volume of 40.2 MG. Five reservoirs are above-ground, circular steel tanks, and the others are either buried or partially buried concrete reservoirs. Greystone Reservoir, with a capacity of 19.4 MG, is the largest storage facility in the distribution system.

Table 3: Capacities of Nine In-Service Reservoirs
27 Sewer System
The City of Beverly Hills’ sewer system currently serves a resident population of over 30,000 with a daytime average of approximately 180,000 people in a service area comprised of a mixture of land uses, including residential, commercial, industrial, and institutional. In addition to this daytime population, an estimated 44,700 people are in transit through the city during morning peak hours and approximately 46,000 during afternoon peak hours.

Over 65% of the existing system consists of an 8-inch diameter pipe, and over 50% of the system is more than 50 years old.

Collection System
All the wastewater flows generated from the city (not including stormwater) are collected and treated at the Los Angeles Hyperion Wastewater Treatment Plant (HTP), located on the coast at 12000 Vista Del Mar in the City of El Segundo. HTP treats wastewater from the cities of Beverly Hills, Burbank, much of the City of Los Angeles, Culver City, El Segundo, Glendale, San Fernando, Santa Monica, and portions of Los Angeles County. Currently, HTP is the largest of four wastewater treatment plants in the area surrounding the City of Los Angeles. The plant has a dry weather capacity of 450 million gallons per day (MGD) for full secondary treatment and an 850 MGD wet weather capacity. The current flow is 340 MGD.

Treatment System
The wastewater arrives at the HTP from an extensive system of sewers and passes through bar screens before entering the sedimentation tanks. The primary treatment is simple, utilizing a series of underground tanks with a retention time of around one hour. The flow is dosed with chemical coagulants to improve the efficiency of the settling process, and oil and grease are skimmed from the surface. The settled primary sludge is pumped to anaerobic digesters, while the flow is pumped to the secondary treatment phase.

Stormwater Program
The City of Beverly Hills is part of the Ballona Creek Watershed, which is a tributary to Santa Monica Bay. The storm drain system is designed to prevent flooding by carrying away rainwater from the streets to the ocean in the fastest manner through a series of pipes and channels underneath the streets. The water that enters the storm drain system is not treated and typically carries pollutants caused by urbanized activities. Thus, polluted water is carried straight to Ballona Creek and impacts the environment. Pollutants such as trash, bacteria, fertilizers, and chemicals are commonly found in the watershed, especially after a storm event. 28 Map 7: Storm Drainage
The City of Beverly Hills Stormwater Program was established to meet the requirements of the Federal Clean Water Act (CWA). The Federal CWA protects the waters of the United States by requiring private and public agencies to implement Best Management Practices (BMPs) to minimize pollutants from entering the storm drain system. This program provides leadership by educating the community, providing services, participating in regional planning and implementation activities, and investing in improving infrastructure that would reduce the number of pollutants entering the storm drain system.
29 The City of Beverly Hills is currently providing these services to improve water quality:

1. Extensive street sweeping in the commercial and residential areas.

2. Weekly sidewalk pressure washing in the commercial district.

3. Extensive trash receptacle management program.

4. Cleaning catch basins.

5. Retrofitting catch basins with screens to prevent trash and debris from entering the storm drain system.

6. Inspecting restaurants, gas and car service stations, and construction sites to ensure that BMPs are in place.

7. Eliminating pollution dumping on streets (illicit discharge) and eliminating illegal connections to the storm drain system.

8. Recovering sewer overflows from the storm drain system.

9. Actively participating in regional efforts by implementing the Ballona Creek Enhanced Watershed Management Program (EWMP) Plan.

10. Educating the community during city-wide events.

Community Land Use and Zoning
The city is a built-out urban environment. Since the 1960s, the amount of land used for commercial or industrial areas, residential, and parks has significantly increased. A crucial part of the city’s land use is the preservation of historical sites and locations while being able to address new constructions and building renovations.

According to the American Community Survey’s 2014-2018 estimates, the majority of the city’s housing units were built in 1939 or earlier. Juxtapose to the rest of the region, where the highest share of housing stock was built between 1970-1979. Most of its land is used for housing, and much of the commercial land use is concentrated in the so-called Business Triangle and on commercial corridors that run through the city. The Civic Center area is located north of the Business Triangle and houses City Hall, the police department, the city library, and Fire Station 1.

Figure 7: Percentage of Housing Units by Build Year
30 The following table and map provide a snapshot of current land usage within the city:

Table 4: Land Usage
The city is also a big proponent of public safety enhancements by providing street-fronting uses and lighting. It also supports aggressive code enforcement measures and the use of “green technologies” to decrease hazardous wastes, water consumption, and energy usage. In the event of a natural catastrophe, the Community Development forecasts that 40% of the city’s total population would be without housing if its multi-family residential (MFR) housing, 50 years old and older, failed. More so, it projects that 61% of the city’s total population would be without housing if its 25-year-old MFR housing failed. 95% of MFRs were built prior to the 1986 Code standards. 31 Map 8: Generalized Land Use
32 The city’s zoning map below, as defined in the General Plan and the Municipal Code, divides the city into “zoning districts,” “zoning overlays,” and “specific plans.” These distinctions provide the city with a blueprint of what can be erected, how properties can be utilized, the distance on property lines, the amount of parking, and the allowable height of the buildings.

Map 9: Zoning
33 Recently, the California Department of Housing and Community Development (HCD) released the 2022 Statewide Housing Plan, which is a statutorily required report that is updated every four years to outline the state’s housing challenges and strategies to address them over the next 10 years.

The updated plan lays out California’s vision to meet its goal of adding at least 2.5 million homes over roughly eight years, with no less than one million of those homes targeted for lower-income households. This represents the cumulative number of homes that cities and counties across California must zone for through 2030 by law and is more than double the housing planned for in the last eight-year housing needs cycle.

Each City in the State of California is required to meet the projected number of dwelling units as mandated by the State. The City of Beverly Hills has been instructed to provide for the construction of 3,096 units of housing. This number is known as the Regional Housing Needs Assessment (RHNA) and is determined by the state. Presently, the City of Beverly Hills has developed a housing plan that will consider the expansion of “mixed-use” development and the eventual “adaptive re-use” of existing structures that were previously zoned for other purposes not associated with housing. This progression of housing development in the city is not yet determined, and the challenges of these housing goals are self-evident. From the enforcement side, certain provisions and variances will need to be considered to allow for the re-purposing of existing structures. The map on the following page represents the re-zoning of the areas approved for mixed use. Adaptive reuse is a new concept currently being evaluated by the city’s planning department in consultation with the fire department.

The Mixed-Use Overlay Zone allows the construction of mixed-use projects (projects with both commercial and multi-family residential uses) in certain commercial areas of the city. The Mixed-Use Overlay Zone has been applied to the following commercial properties fronting:
• Wilshire Boulevard between San Vicente Boulevard to the east and Rexford Drive to the west. • South side of Wilshire Boulevard between Rexford Drive to the east and South Santa Monica Boulevard to the west.
• La Cienega Boulevard between the northern and southern borders of the city. • Robertson Boulevard between the northern and southern borders of the city. • Olympic Boulevard - located between the eastern boundary of the city and Rexford Drive to the west. • South Doheny Drive between Wilshire Boulevard and La Cienega Boulevard. • Santa Monica Boulevard (south roadway) between Wilshire Boulevard to the east and South Moreno Drive to the west; and
• South Beverly Drive between Wilshire Boulevard to the north and Charleville Boulevard to the south. 34 Map 10: Mixed-Use Overlay Zone
35 Community Topography
The City of Beverly Hills’ maximum elevation only rises to 1,457 feet, with an average elevation of 469 feet, per the topographic-map.com website. Although it is relatively flat, the areas north of Sunset can be characterized by mountainous terrain and various species of trees. There are roughly 1,628 parcels in this zone with a valuation of $1.6 billion.

These areas have been categorized by the State of California as the “Very High Fire Severity Zone” (VHFSZ), as shown in the illustration derived from the city’s General Plan.

Map 11: Very High Fire Severity Zone
36 Annual Operating Plan – Initial Action and Mutual Threat Zone In September 2024, the Beverly Hills Fire Department entered into an annual operating agreement called the Santa Monica Plan (SMP) that provides for a unified approach to wildland fires within the initial and extended attack portions of a geographic area. The Initial Action Zone (IAZ) and Mutual Threat Zone (MTZ) are based on the concept of unified collaboration toward a mutual threat that poses a risk to each responding agency's Direct Protection Area (DPA). The IAZ refers to the geographic area where firefighting forces are expected to take immediate action regardless of DPA. In contrast, the MTZ refers to a specific geographic area where multiple agencies might need to collaborate in protecting their respective DPAs. Not unlike similar agreements found in the region, the SMP is based on the concept of a unified approach to wildland firefighting from initial attack and command to demobilization and recovery. The outermost boundaries are from Mulholland Drive to the North, Sunset Boulevard to the South, Laurel Canyon Boulevard to the East, and Beverly Glen Boulevard to the West (see attached map).

The parties to the SMP are the Beverly Hills Fire Department (BHFD), Los Angeles County Fire Department (LACOFD), Los Angeles City Fire Department (LAFD), Mountains Recreation and Conservation Authority (MRCA), and the Department of the Interior - National Park Service (NPS). This agreement specifically states which resources from each agency will be committed to the initial MTZ response and how each agency will communicate with each other on command, tactical, and air-to-air/ground frequencies. Foundational to the SMP is the unified communication plan that will be used, so each agency will have the capability to communicate on the fireground regardless of agency. MTZ agreements have been used successfully in the State of California to deploy large numbers of resources on initial attack to keep escalating wildfires small and contained. 37 Map 12: Wildland Automatic Aid
38 Community Geography
The City of Beverly Hills is entirely surrounded by and shares borders with the City of Los Angeles and West Hollywood. Residents primarily live in the so-called “flats” due to its predominantly flatlands. The flats are divided into two distinct areas, north and south, along Santa Monica Boulevard. The south side is mainly comprised of government offices, businesses, apartment buildings, and smaller and urbanized residential lots.

Then
Now
39 City of Beverly Hills geographic terrain (Source: Google Earth) 40 Community Geology
Map 13: Geologic Area
41 Per the city’s General Plan and the Los Angeles County Tax Assessor’s Office, the city is prone to the following natural hazards: earthquake, landslide, flood, windstorm, fire (wildland/structure), and terrorism, including the corresponding building valuations and a number of critical infrastructures:

Table 5: At-Risk Parcels by Natural Hazard
Hazard # of
Parcels Land Use Total Building Value Critical Infrastructure Fire 1620 Commercial, Single Family, and Public $2,102,447,522 15 Flood 0 n/a $0.00 0
Landslide 627 Single Family and Public $739,868,673 5
Liquefaction 3388 Commercial, Multi-Family, Single-Family, Transportation, Institutional, and Public $2,076,752,577 21 For the 1,628 parcels in the Very High Fire Hazard Severity Zone (VHFHSZ), the estimated valuation is $1.6 billion.

Map 14: High Risk Flood Areas
42 Map 15: Landslide Areas
43 Map 16: Liquefaction Areas
44 Map 17: Faults
Much like the rest of California, the city is highly susceptible to earthquakes. It was polled, as taken in 2004 from staff and community members, as the biggest threat.
45 In fact, state geologists discovered that an earthquake fault, the Santa Monica fault, traverses west of Beverly Hills and right below Rodeo Drive’s shopping district, the Golden Triangle. It also extends northeast into the city’s Civic Center location and is capable of a 7.0 magnitude earthquake.

Map 18: Santa Monica Fault
In addition, a report from the Department of Conservation Public Affairs Office identified a portion of Beverly Hills as one of the 62 square-mile areas known as “Quadrangles,” which may be prone to landslides. The rest of the areas include portions of the cities of Burbank, Culver City, Glendale, Universal City, West Hollywood, various areas in the City of Los Angeles, and communities in the unincorporated Los Angeles County.

The city, to date, has not experienced any major catastrophic flooding since the Los Angeles County Department of Public Works erected a huge stormwater relief upgrade Hollyhills Unit-7 drainage system. 46 Map 19: Wildfire Area and Evacuation Routes
Community Physiography
According to a recent study on the city’s Fire Hazard Assessment, the city provides upkeep on an inventory of approximately 24,000 trees. The areas are properly irrigated and maintained, which reveals that a crown fire developing in these areas is significantly low. However, he also exposed that four genera of trees or “trees of concern” exist within VHFSZ or areas north of Sunset Boulevard. These potential fire propagators are accounted for as follows:

Pines (1,553), Eucalyptus (435), Cypress (30), and Acacia (92) for a total of 2,110 public trees. Over time, as the city conducts tree maintenance and updates to tree master plans and relevant ordinances, this particular genus of trees should be considered for replacement. This entails the replacement of fire-prone trees with more fire-resistant trees to mitigate the impact of a wildfire event within Beverly Hills.

As part of the assessment, three separate virtual fire simulations were completed using a fire spread simulation model to provide insight into the potential impacts that a wildfire may cause within the City of Beverly Hills. Based on information from the hazard assessment, it was determined that the greatest threat to the city is from a fire burning into the community from the north. For that reason, two simulations were run with ignition points north of the city.

A third simulation was conducted with an ignition point within the city using onshore winds and 97th-percentile weather conditions.
47 Per this model, the third simulation should be considered the most representative of summer burning conditions. • Simulation one focuses on the west side of the community, with the fire starting at Lake Drive and Franklin Canyon Drive.
• Simulation two focused on the Trousdale area, with the fire starting at Mulholland Drive and Hazen Drive. • Simulation three looks at the effects on the community of a fire starting within the city during elevated summer fire season conditions at the corner of Hillcrest Road and Barrie Drive.

Map 20: Potential Major Wildfire Paths
48 Map 21: Potential Locations with Highest Wildfire Intensity 49 Map 22: Potential Influence of Fuel Loads on Structure Loss 50 Map 23: Potential Vulnerabilities in Roadway Evacuation Areas Wildfire impacts can also be shifted to smoke issues that could pose to the city, tourism industry, and businesses, recovery constraints, and insurance ramifications. With all these proactive measures and efforts, it can be postulated that successful wildfire mitigation will make the city even less vulnerable to this type of incident.

Equally worth noting, the city’s fire department received a matching-grant award from the California Fire Safe Council to create its first-ever Community Wildland Protection Plan that aims to alleviate wildfire risks to the community, assess the city’s readiness in the event of a catastrophic wildfire, create fire-adapted communities, and provide an executable action plan. It has a projected completion date of mid-2025. 51 Community Climate
Beverly Hills has a temperate, Mediterranean-like climate. It consists of warm, dry summers and mild, wet winters.

Figure 8: Average Rainfall
The coolest months fall in January and December, while the warmest months are between July and August. The driest months are June and July, while the highest rainfall is in January. Annual precipitation, on average, is 374 mm or

14.72 inches:

Figure 9: Average Annual Precipitation
52 Community Population/Population Densities
Beverly Hills is one of those so-called “bedroom towns.” Although the Southern California Association of Governments (SCAG) forecasted a population growth of 38,040 by 2025, its current population actually saw a marked decrease of -5.3% between 2020 and 2023, per the U.S. Census Bureau, which translated to a drop in total population to 30,974.

Figure 10: Population (2000-2023)
The city is merely a microcosm in terms of the dramatic decline in population since the entire state has seen the same.

Per a study done by the Public Policy Institute of California (PPIC), the COVID pandemic triggered the decline due to an increase in mortality rate, in conjunction with a decreased birth rate and interstate migration due to political differences and unaffordable housing costs.

Per the city’s General Plan, the daytime population surges between 110,000-250,000 due to daily commuters, tourists, schools, and city workers. Its population density is 5,976 individuals per square mile, with 15,856 housing units at an average density of 2,794 per square mile. Renters occupy 56% of the total units, while 44% are owner-occupied. 53 Map 24: Population Density
54 Community Demographic Features
As sourced from the censusreporter.org website, the city’s current demographic features can best be illustrated by the following charts:

Figure 11: Population by Age Range
Figure 12: Gender Figure 13: Population by Household
Figure 14: Race and Ethnicity
Figure 15: Veterans by Wartime Service
55 Figure 16: Insured vs Uninsured (2013-2022) (Source: Data USA) Map 25: Estimates of Chronically Homeless Individuals
Despite the unhoused proliferation, where the State of California figures with the highest estimated number of chronic homelessness per the U.S. Department of Housing and Urban Development’s 2023 Annual Assessment Report to Congress, Beverly Hills has been able to effectively combat the crisis through its outreach programs. Per the report to the City Council on March 18, 2024, by the Human Services Division, out of the 1,582 homeless interactions that the outreach ambassadors encountered, most of them were considered transient, where only 31 were permanently residing in the city. Truly, this is very characteristic of the community where issues are faced head-on, a humane approach is factored in, and viable solutions are carried out. 56 B. History of the Agency
Major Historical Milestones of the Department
When Beverly Hills was incorporated in 1914, Deputy City Marshal Jack Munson was the lone firefighter, while Mrs.

Munson was paid $15 a month to answer the telephone. The “fire truck,” a two-wheeled cart with a hose, was stored several blocks away from the Munson house in the garage of the Beverly Hills Hotel. Munson towed the cart to fires with a Cadillac touring car and
was assisted by volunteers from
the community. Robert (Robbie)
S. Anderson, the city’s official
centennial historian, provided a
historical photo of the handpulled hose cart that attached to the horse wherever it needed to be
deployed (encircled in red).

As Beverly Hills steadily grew, so
did the need for an organized fire
department. After a nationwide
search for a fire chief, Lloyd
Canfield was duly appointed as the first fire chief for a monthly salary of $200. On July 1, 1925, the department consisted of Chief Canfield and three other members. Captain Bert Borden, employed as a combination fireman and policeman prior to the department’s formation (third in the picture below), was one of the members. The fire station, at that time, was connected to the City Hall on Burton Way and Crescent Drive.

July 1925 - 1922 American La France 750 GPM
Fire Chief Canfield, Estel Money, Bert Borden, Sylvester Duffy 57 Beverly Hills Fire Department Milestones
1925 Lloyd Canfield was appointed as fire chief on July 1st. 1928 Fire Station 2 was added on December 1st and was located at Coldwater Cyn Drive and Beverly Drive and housed Engine Company 2.
1928 Fire Station 3 was added on December 31st and was located at Robertson Boulevard and Gregory Drive and housed Engine Company 3.
1930 The department purchased its first ladder truck, a 1930 Model L-856 Seagrave 85-foot. The “Central Station” at Cresent Drive and Burton Way could not accommodate the length of the new ladder truck, so the city’s water treatment plant on South La Cienega Boulevard was used temporarily as Fire Station 4 to house the new truck until the new fire headquarters was built on Rexford Drive in 1932. 1932 A new Fire Station 1 Headquarters opened at 445 N. Rexford Drive. (Central Station on Burton Way and temporary Fire Station 4 were no longer used. )
58 1958 Fire marshal position was created on July 1,
1958.
1960 Charles C. Benford appointed as
fire chief in January.
1969 Harold Bordner appointed as fire chief in May.
1969 On July 1, the department was reorganized from a two-platoon system to a three-platoon constant staffing model. This reduced a firefighter’s workweek from 63 hours to 56 hours. 1972 First batch Beverly Hills Fire Department (BHFD) paramedics completed training. (Two emergency medical technician [EMT]-1 ambulances were placed in service.)
Standing: B/C J. Cass and Fire Chief Bordner
BHFD First Paramedics Seated: T. Crewse, M. Smollen, Bruce Maurer, L. Reynolds, W. Daley, J. Spiotti 59 1972 New Fire Station 3 opened at 180 S. Doheny
Drive and was dedicated in April.
1979 William Daley appointed
as fire chief in October.
1982 BHFD expanded the level of EMS training for its personnel and required EMT-1 on July 1, 1982. 1983 New Fire Station 2 was completed and
dedicated on April 12, 1983. (Built on the
same site as the previous station at 1100
Coldwater Canyon Drive.)
1988 Fire Station 1 Headquarters was completed
and dedicated on March 22, 1988. (Built on
the same site as the previous station at 445
N. Rexford Drive.)
1989 BHFD earned its first-ever ISO (Insurance Services Office) Class-1 Public Protection Classification designation.
1993 Clarence Martin appointed as fire
chief in November.
1997 BHFD Urban Search and Rescue (USAR) Team
certified as Type II Medium by the California Office
of Emergency Services on November 14, 1997.
60 2002 Pete Bonano appointed as fire chief in January. 2005 USAR vehicle placed in service on January 12, 2005. 2005 BHFD USAR Team certified as Type I Heavy by the California Office of Emergency Services on April 19th. 2006 Dale Geldert appointed as fire chief in July.
2007 Tim Scranton appointed as fire chief in
October.
2011 Erected the 9/11 Memorial Garden next to Fire Station 1. 2013 Ralph Mundell appointed as fire chief in
October.
2014 Paramedic rescue ambulance placed in service at Fire Station 2, January 1, 2014. (Equipped all three stations with advanced life support [ALS] ambulance.)
61 2017 Greg Barton appointed as fire chief in June.
2018 Retained Insurance Services Office (ISO) Public Protection Classification Class-1 Rating. 2019 Establishment of the Nurse Practitioner Program (NPP). 2020 The city’s Health and Safety Commission was assigned to the fire department (from the policy and management department).

Created the JUST IN CASE BH (JICBH) Program.
2021 Earned its first-ever International Accreditation through the Center for Public Safety Excellence (CPSE).

Acquired a Type-VI Fire Engine by the California Office of Emergency Services (OES) used in wildlandurban interface fire response, local emergency deployments, and mutual aid assistance to other communities in the state.
2022 First external hiring for the deputy fire chief position. 62 2023 Nurse Practitioner Program (NPP) received approval to transport as an ALS-Unit along with its new Advanced Practice Provider Unit or APRU-1 designation (aka AP-1).

Retained Class-1 ISO status via Public Protection Classification. (See Appendix A) 2024 The City of Beverly Hills’s Human Service Division and Emergency Management were transferred from the Community Services Department and Policy & Management Department, respectively, to the fire department.

A state-of-the-art new alerting system was installed and became fully operational.

Created and filled two assistant fire chief positions.

Installed the first-ever tethered drone on the new command vehicle for increased situation awareness. 2025 The City of Beverly Hills Fire Department’s centennial. 63 Current Legal Boundary of Service Area
Map 26: City of Beverly Hills Boundary with Fire Stations and Very High Fire Hazard Severity Zone Beverly Hills is located in the western portion of Los Angeles County and is 5.7 square miles. The city is surrounded by West Hollywood to the east and Los Angeles City to the north, south, and west. Beverly Hills streets are a network of grid patterns south of Sunset Boulevard in the “flats” with a curvilinear street pattern north of Sunset due to the topography of the hills. Beverly Hills is a major east-west arterial road system during weekdays on Wilshire Boulevard, 64 Santa Monica Boulevard (Highway 2), and Sunset Boulevard. Major north-south streets are Robertson Boulevard and La Cienega Boulevard. Commuter transit routes are supported by the Los Angeles Metropolitan Transportation Authority on all of these major roadways. In 2017, the city finished the rehabilitation of Santa Monica Boulevard, adding a bike-friendly lane in both east and westbound directions. Currently, Los Angeles Metro is constructing the purple line extension underneath Wilshire Boulevard that, when complete, will have stops at both Wilshire / La Cienega and Wilshire / Rodeo. Completion of Wilshire / La Cienega will be in 2025, and the expected completion of Wilshire / Rodeo will be in 2026.

The department responds to automatic aid in the area’s northwest and east of the city limits.

Current Organization, Divisions, Programs and Services
BHFD’s resources are effectively distributed to the following eight divisions:
• The Fire Administration Division provides overall planning, organization, control, leadership, and management of all department-related activities and programs. It also facilitates the Health & Safety Commission, accreditation, strategic planning, records management systems, special projects, risk management, media relations, contracts, and budget preparation. It aims to provide the highest level of service and world-class programs to the community.
• The Community Risk Reduction Division comprises special events, plan checks, code enforcement, and fire investigation. It provides for enhanced fire and life safety of the community through its robust inspection programs and enforcement of the latest fire, building, and health and safety codes and standards. • The Emergency Response Services Division includes fire suppression, Urban Search and Rescue (USAR), company-level fire prevention inspections, all-risk hazard mitigation, pre-fire planning, and training of personnel. It strives to provide immediate mitigation of all types of emergencies to protect the community, visitors, and other government agencies from all risks. • The Emergency Medical Services Division involves the effective delivery of medical care, certification, and training of paramedic personnel, including the Nurse Practitioner Program, which is designed to address non-urgent, low acuity calls for service. Firefighter/paramedics and firefighter/EMTs provide care with compassion and efficiency, utilizing current state-of-the-art technology. • The Training and Safety Division is responsible for all department training activities. The division is responsible for the delivery of training programs for the professional development of all Department employees. The division prepares the employees to provide an effective response force to mitigate emergencies and potential emergencies. The programs include professional development, communications management, recruit academies, records management, and occupational safety. • The Emergency Management Division works in coordination, cooperation, and collaboration with all City departments and stakeholders to strengthen the city’s ability to prepare for, mitigate against, respond to, and recover from any and all types of disaster.
65 • The Human Services Division is tasked with providing innovative educational, human, and social services to the city’s underserved, disabled, active, and vulnerable populations, including at-risk elderly residents in need of support to help maintain and improve their quality of life. It also manages the Community Assistance Grant Fund (CAGF) process to support the social service safety net for the city’s most vulnerable populations.

It oversees the City of Beverly Hills Outreach Team (BHOT) homeless program. • The Fire Community Outreach Division encompasses various programs such as the JUST IN CASE BH (JICBH), Community Emergency Response Team (CERT), Public Access Defibrillator (PAD) Program, Stopthe-Bleed, Business Emergency Response Team (BERT), Employee Emergency Response Team (EERT), and Disaster Assistance Response Team (DART) to encourage residents, community members, and schools to learn basic emergency skills during a disaster or large-scale event. It enhances the community’s ability to cope with large-scale disasters and various emergencies through training and community outreach.

BHFD’s organizational chart outlines critical roles, key functions, and designated responsibilities:

Figure 17: Organizational Chart
66 The following depicts BHFD’s key metrics, in terms of quantification of its level of services, over a five-year span, 2020-2024:

Figure 18: Metrics Overview (2020-2024)
Fire Stations, Training Facilities, Apparatus, Equipment, and Staffing The BHFD is comprised of 86 safety personnel, 15 full-time civilian personnel, 5 nurse practitioners, a medical director, 1 nurse educator, a volunteer photographer, and 2 program operations specialists. The department also has a Fire Cadet Program that is currently staffed by four part-time civilian positions. The three fire stations are staffed 24/7 by safety personnel: Station 1 has 15 fire personnel, and Stations 2 and 3 are staffed by 6 safety personnel each.

The department has an on-site training classroom located at Station 1, allowing various types of professional fire and Emergency Medical Service (EMS) training to be completed. This facility is also utilized by community and city stakeholders to enhance identified training. The BHFD is surrounded by various cities, and each fire agency within this geographic area operates as a partnership. The BHFD utilizes the opportunity to train manipulative operational components at neighboring training facilities. As a member of the Los Angeles Area Fire Chiefs Association Regional Training Group (RTG), the BHFD collaborates in a unified, innovative, quality training to enhance firefighter safety and responder effectiveness.
67 The fire department has three fire stations:

Fire Station 1 – Headquarters
445 N. Rexford Drive
Beverly Hills, CA 90210
68 Fire Station 2 – Coldwater
1100 Coldwater Canyon Drive
Beverly Hills, CA 90210
Fire Station 3 – Doheny
180 S. Doheny Drive
Beverly Hills, CA 90211
69 Map 27: Station Locations
70 C. Current Descriptions of Levels of Service with Delivery Programs Fire Suppression Emergency Response Services
The department provides fire protection services with the capability of mitigating fire incidents within structures, vehicles, vegetation, and the wildland-urban interface area. The department staffs three engine companies, one truck company, three rescue ambulances, one command vehicle, and two personnel who cross-staff the Urban Search and Rescue (USAR) vehicle, and an engine company. The department employs a three-platoon system with 27 personnel assigned to each shift in order to provide the community with constant staffing levels 24 hours per day. Fire Suppression forces are augmented on expanded incidents through agreements with the Los Angeles County Fire Department (LACoFD) and the Los Angeles City Fire Department (LAFD). Aid agreements include the resources as follows.

Los Angeles County
• One battalion chief
• One engine company
• One aerial ladder truck company
(Additional sources assigned based on size, scope, and complexity of an incident) 71 Los Angeles City

1. Structure Fire Response (SFAA):
• Initial Dispatch: The closest available:
o One Task Force (may be a Light Force and an Engine Company) o One battalion chief
• Additional resources that may be requested under this Agreement by the on-scene incident commander:
o One Task Force (may be a light force and an engine Company) o One engine
o Two battalion chiefs
o Two paramedic ambulances

2. Jumper Response (JUMPERAA):
o One Task Force equipped with reserve air cushion
o One battalion chief

3. Vegetation Fire (BRUSH):
o Six engines
o One light force
o Two helicopters
o Two battalion chiefs
o One assistant chief (agency representative)

4. Hazardous Materials Incidents (HAZMATAA): One Hazardous Materials Task Force o One hazardous materials squad
o One engine
o One paramedic rescue
o One battalion chief

5. Purple Line Incidents (PRPLINE):
o One USAR Task Force
o One USAR apparatus
o One USAR paramedic ambulance
o One USAR EMTambulance
o One USAR battalion chief
o One battalion chief
o One assistant chief (agency representative)
72 6. Specialized and Technical Rescue
Purple Line incidents notwithstanding, any request by BHL for specialized and technical resources (e.g., USAR, Heavy Rescue, etc.) shall be subject to approval by the LFD deputy department commander.

7. Move-up Coverage
As the Area "A" Coordinator, LFD will provide fire company move-ups to BHL and may fill move-up requests with resources from any of the Area "A" cities."
NOTE: LFD serves asthe backup to BHL for EMS incidents. BHL may request up to three RAs into BHL. Resources may be declined by LFD if, in the opinion of the LFD floor captain, LFD resources are limited or in degraded mode.

The Beverly Hills Fire Department's fire apparatus staffing is broken down as follows:

Command vehicle – one battalion chief, one engineer
Engine company – one captain, one engineer, one firefighter-paramedic, one firefighter Truck company – one captain, one engineer, one tiller operator, one firefighter-paramedic, one firefighter Rescue ambulance – two firefighter-paramedics
The USAR vehicle, additional engine, and BLS ambulance are cross-staffed with one captain and one engineer, who are paired with a rescue ambulance to create a four-person crew at incidents.

In 2024, the BHFD assisted in the development of the first-ever action and mutual aid plan and agreement for wildland incidents within the City of Beverly Hills Intermix topography. This Annual Operating Plan (AOP) is made by and between the Los Angeles City Fire Department (LFD), the Department of the Interior, National Park Service, Santa Monica Mountains National Recreation Area (SMP), Beverly Hills Fire Department (BHL), and the Consolidated Fire Protection District of Los Angeles County (LAC), regarding the parties' initial action to a vegetation fire in Franklin Canyon, identified as the Initial Action Zone (IAZ), and mutual aid response in the surrounding Santa Monica mountain range, identified asthe Mutual Threat Zone. This enhancement to residents and surrounding communities of Beverly Hills will ensure an immediate, robust response of apparatus and emergency personnel to the area in order to mitigate a large-scale emergency from initial attack. 73 Emergency Medical Services
The BHFD Emergency Medical Services (EMS) Division is charged with providing the highest level of pre-hospital patient care. Exceeding community standards of care, promoting evidence-based practice, and continually extending compassion are hallmarks of the EMS Division.

The city is protected with advanced life support (ALS)/paramedic resources, basic life support (BLS)/emergency medical technician (EMT) resources, and the Nurse Practitioner (NP) Unit. ALS coverage is comprised of three ALS rescue ambulances, each being staffed with two firefighter/paramedics. Complementing the rescue ambulances on each call for service are three engine companies, E1, E2, E3, and T4-P/M. Each engine company is staffed with four personnel, at a minimum, one of whom is a licensed paramedic. Each engine company contains an augmented ALS inventory.

In addition to the three ALS rescue ambulances, the city is covered with one ALS advanced practitioner (AP) unit and one BLS ambulance, for a total of five available transport resources. The BLS ambulance is staffed with a fire captain and a fire engineer, who may be either an EMT or a paramedic. Cycle Teams complete the department’s ALS and BLS resource complement. The Cycle Teams (with members riding a bicycle) are typically staffed with two firefighter/paramedics, coupled with an augmented ALS inventory. It is only utilized during special events or in the event of a disaster or surge. Depending on the circumstance or the event, the Cycle Team staffing can also be comprised of two EMTs on bicycles, coupled with an augmented BLS inventory. The integration of both ALS and BLS Cycle Teams within the City has provided the department with the capability to reach patients more quickly in certain situations and events. Given the advantageous benefit to bicycle-deployed teams, the department has trained all its personnel to respond in this manner. It is also worth noting that the department is the first in LA County to complete this type of training for all its personnel. All other apparatus is staffed with EMT-certified personnel, containing BLS inventory:

Table 6: ALS and BLS Resources
ALS Resources BLS Resources
Engine 1
Engine 2 USAR
Engine 3 Engine 5
Truck 4
Rescue 1 Rescue 801
Rescue 2 Bicycle Team 1
Rescue 3
APRU-1
Cycle Team 1
Should the department’s four ALS rescue ambulances be exhausted and the need for a fifth ALS resource enter the queue for service, automatic aid from the Los Angeles County Fire Department (LACoFD), stationed in the adjacent City of West Hollywood, is utilized. BHFD BLS resources provide patient care until LACoFD arrives on scene. 74 Serving in a parallel capacity, an alternative prehospital care response model, the Nurse Practitioner Program (NPP).

The NPPs targeted population are non-urgent, low-acuity 911 calls for service. Additionally, the NPP aims to provide service to patients who may be in need of healthcare (including comprehensive assessment and/or treatment) who did not primarily request service through the 911 system. Lastly, BHFD wishes to integrate a patient’s primary caregiver/healthcare resources into the care provided in the prehospital setting. The goal of the NPP is to:
• Further patient care and outcomes
• Connect healthcare resources specific to the patient’s healthcare needs • Enhance patient satisfaction
Operationally, the NPP responds to calls in the field via an ambulance, inventoried with ALS and advanced provider equipment, designated as AP1. Its capabilities mirror those of a mobile urgent care.

On top of its ALS and BLS assets, the department has reserve resources for special events, disasters, and/or surges.

Each reserve resource is staffed with the equivalent of frontline resources.

Table 7: Reserve ALS and BLS Resources
ALS Resources BLS Resources
Engine 6
No BLS reserve resources.

Engine 7
Engine 8
Truck 9
Rescue 4
Supporting the EMS delivery is the administrative management of 13 EMS programs:

1. Quality Improvement / Quality Assurance (QI/QA) Program  The QI/QA program is to ensure that quality and effective patient care is validated through data and outcomes. The QI/QA program hosts audits to demonstrate compliance with state and local EMS policies and procedures. It amends practice to reflect community standards and the expansion of new protocols as prehospital care practice evolves.

2. Advanced Life Support Program
 The ALS program supports the provision of advanced prehospital care through paramedic (EMT-P) service.

3. Emergency Medical Technician (EMT) Program
 The EMT program supports the provision of basic pre-hospital care through EMT service. The program provides administrative support to certified personnel through hosting EMT recertification as well as training specific to local and Nationally Registered Emergency Medical Technician (NREMT) curriculum and scope of practice. The department serves as a Los Angeles County EMS Agency-approved “Skills Competency Verification” for EMT recertification.

4. Continual Education (CE) Program
 The department facilitates continual education for both EMT recertification and paramedic relicensure, as well as for other purposes, such as continual skills training and introduction of new state 75 and local EMS protocols and standards of care. Hence, the department acts as an approved CE provider by the County EMS Agency.

5. Occupational Health
 The department ensures personnel are compliant with Occupational Safety and Health Administration (OSHA) regulations and community standards as they relate to prophylaxis and prevention of exposure or injury.

6. Infection Control
 The department requires personnel to engage in practices that minimize exposure to communicable diseases. If exposure occurs, the division provides guidance and a pathway for personnel to complete post-exposure protocols. It also maintains post-exposure protocols consistent with OSHA and community standards.

7. Health Insurance Portability and Accountability Act (HIPAA) Program (Privacy and Security of Patient Information)
 The department safeguards patient information, apart from what is allowable under federal and state law. Subsequently, the division governs department practices such that administrative, technical, and physical safeguards are maintained.

8. Ambulance Billing
 The department facilitates EMS-related billing. This practice is consistent with the Center for Medicare and Medicaid Services (CMS) standards and commercial payors.

9. Automated External Defibrillator (AED) and Public Access Defibrillator (PAD)  The department provides operational equipment (AED and PAD sites), consistent with state and local regulations.

10. Mass Casualty Incident (MCI)/Terrorism/Emergency Preparedness  The department maintains operational readiness in the event a mass casualty incident (MCI) or some type of disaster should occur.

11. Data/Records Management
 The department ensures patient care data records are maintained according to federal, state, and local regulations. Additionally, the department transmits data to the county EMS agency.

12. Nurse Practitioner Program (NPP)
 The department provides services beyond the traditional ALS and BLS response. These services incorporate an advanced provider in the field to better meet patient care needs. (Additional information can be found under the Specialized Services section.)

13. Emerging Programs
 The department continually strives to adopt innovative delivery models as well as adjuncts of care.

These are typically in partnership with local receiving facilities (hospital emergency departments), 76 other fire providers, and the county EMS agency. Current emerging programs the department has adopted are:
 ECMO Pilot – the utilization of mechanical CPR in conjunction with the downstream application of Extracorporeal Membrane Oxygenation (ECMO)  Mobile Stroke Unit (MSU) – providing rapid scene stroke detection and advanced treatment (onscene computed tomography [CT] scan of the brain coupled with anti-thrombolytic therapy).  Pediatric Readiness – enhancing inventory, training, and protocols to better address pediatric patient injuries, pathologies, and considerations. Participant in LA County EMS patient care studies “PediPART’ and “PediDOSE.” PediPART evaluates the efficacy of advanced airway utilization in pediatric patients, while PediDOSE evaluates the effects of different benzodiazepine doses in the pediatric population.

Administration of programs is carried out by the department’s EMS division chief, under the direction of the Office of the Fire Chief, with assistance from the following: one shift EMS battalion chief; three shift captains; one nurse educator (part-time, contracted); one civilian EMS secretary; one medical director, and a pharmacist.

Administration of the EMS Division is in concert with the local EMS agency and the Los Angeles County EMS Agency. It also continually synchronizes with county EMS policy and protocols, including County EMS medical direction, combined with BHFD medical direction (from its medical director) and standards of care from collaborating agencies and organizations.
77 Technical Rescue
The department is recognized as an ICS-Urban Search and Rescue (USAR)-120 Type 1 Rescue Department. The USAR vehicle is cross-staffed with a captain and engineer at Station 1 and paired with a rescue ambulance to create a four-person response to emergencies. It also responds to incidents involving high and low-angle rope rescue, structural collapse, trench rescue, confined space rescue, and mass transit accident stabilization/rescue. Sixty-two members of the department are trained to the US&R Type-1 Operational Level per Cal-OES standards. All other members are trained to the US&R Type-3 (Light) Operational level per Cal-OES standards to provide for immediate response to technical rescue incidents.

Hazardous Materials
Each sworn BHFD position is trained to the HazMat First Responder Operations (FRO) core competencies. Additional National Fire Protection Association (NFPA) 472 mission-specific competencies include Level-B personal protective equipment (PPE), technical and mass decontamination, air monitoring, victim rescue and recovery operations, evidence preservation, and sampling. All response apparatus carries level B PPE. BHFD detection and testing capabilities include multi-gas, radiation, and white powder testing.

For incidents that exceed capabilities, the department receives mutual aid from the LAFD. This HazMat Task Force is staffed with certified hazmat technicians.

It also utilizes the regional hazardous material Certified Unified Program Agency (CUPA), Los Angeles County Health HazMat for technical assistance. 78 Wildland Fire Services
The BHFD provides fire protection capable of mitigating fires in the wildland/urban interface, which includes all properties located north of Sunset Boulevard extending to the city limit. This area of the city has been classified by CALFIRE as a “Very High Fire Hazard Severity Zone” due to its steep topography, medium and heavy native brush, and predominant drainages. This area is also susceptible to the effects of “Santa Ana” winds, characterized by a dry, hot wind pattern flowing from the northeast. LAFD and LACoFD augment the department’s suppression forces. The LAFD response includes two 2-person command vehicles, one 10-person task force, five 4-person engine companies, and two water-dropping helicopters. Additional resources, including engine companies, hand crews, water tenders, and air support, can be requested from LACoFD as well as through the California Master Mutual Aid Plan.

The department monitors weather conditions utilizing the Beverly Hills’ Remote Automated Weather Station (RAWS), including data from LA County Fire, LA Fire Department, National Weather Service, and South Zone to determine when there is an increased threat of fire in the wildland/urban interface. When “Red Flag” conditions are present, the department staffs one additional four-person engine company to cover the area of Beverly Hills that is north of Sunset Boulevard. The primary objective of this additional staffing is to provide an enhanced “first strike” capability in the wildland/urban interface zone. During a “Red Flag” event, the department restricts parking on designated streets located within the “Very High Fire Hazard Severity Zone.” These parking restrictions provide unobstructed access for firefighting equipment on steep and narrow roads where parked vehicles could delay response to a brush fire.

The department has also developed Pre-Attack Plans to prepare for a possible brush fire in the “Very High Fire Hazard Severity Zone.” This comprehensive guidebook divides the “Very High Fire Hazard Severity Zone” into fifteen operational areas. The Pre-Attack Plans provide a response guide, potential resource needs, fire behavior predictions, lookout locations, specific hazards, heli-spots, hydrant locations, evacuation areas, engine safety zones, staging areas, public refuge areas, medical plan information, evacuation routes, and specific limitations for each area. Local resource information, including contact information for firefighting resources, city departments, utility agencies, and public assistance providers.
79 Nurse Practitioner Response Unit
The Nurse Practitioner Program (NPP) is an alternative prehospital care response model designed to address nonurgent, low acuity calls for service (for patients who have a low probability of progressing to more serious complications or diseases). As an alternative to transporting such call types to the Emergency Department for evaluation and treatment, a mobile unit staffed by a nurse practitioner and paramedic can respond to the patient in the field, whether it be their home, workplace, or out in the community, providing urgent care-like services.

The NPP also provides preventative care, visiting one’s home, providing a comprehensive assessment, identifying current and or potential future medical ailments, identifying health risks, and bridging patients back into their primary medical doctor’s plan of care.

The NPP was launched in 2019 and has steadily expanded in scope and breadth. NPP patient volume has increased. ‘Treat in Place’ is quickly becoming a community standard. Favorable outcomes include but are not limited to complimentary patient satisfaction, decrease in 911 utilization, decrease in emergency department admissions, and mitigation of patients’ Social Determinants of Health.

Furthermore, the NPP has progressed to bring various disciplines to the patient at home or in the field. Patients now receive consultation, evaluation, and or intervention from social workers, mental health professionals, ancillary health care providers, and city or county resources. The NPP is currently in Agreement with neighboring tertiary healthcare facilities, exploring Extender of Care services, to decrease emergency department utilization and hospital readmissions.

Given its novelty, the NPP continues to explore opportunities for expansion and partnerships with local providers, medical groups, and hospital systems. The goal is to build processes in which patient continuity of care is streamlined, redundancies minimized, and efficiencies optimized. Furthermore, the NPP aims to work with Local and State EMS governance to draft and implement prehospital policy fostering advanced provider models and Mobile Integrated Health (MIH), akin to the NPP.

Lastly, the NPP is actively exploring the creation of a prehospital medical practice, which both the Centers for Medicare / Medicaid Services (CMS) and commercial payors alike recognize and subsequently provide benefits for the care of patients. The NPP can show savings in healthcare dollars spent post-NPP intervention for the individual, payor, and full-risk provider.
80 NPP Operations
The operational unit of the NPP is AP-1 (Advanced Provider 1). AP1 is a designated Advanced Provider Response Unit (APRU) by the Los Angeles County EMS Agency (LAC EMS). Given its APRU designation, AP1 may respond as an ALS Unit as well. AP1 operates in the following manner:
• Reactive model (Response to 911 calls)
o AP1 may respond to 911 calls, either as attached to a call by on-scene BHFD resources for furtherance of care or as a ‘first in’ resource when other ALS units are unavailable for response. In either instance, AP1 will manage the patient in accordance with:
 LA County EMS Prehospital policy and protocols,
 BHFD Nurse Practitioner Standardized Procedures
• NP to either:
o Treat and release patient on scene
 NP to follow up or
 PMD to follow up or
 Note: NP may consider consultation with the patient PMD for disposition / further referral
o Refer or Transport to Alternative Destination (Urgent Care)  Alternative Destination Urgent Care sites are Cedars Sinai Health System Urgent Care at Beverly Hills and Culver City
o Transport the patient to the nearest receiving LAC EMS-designated receiving facility (hospital)
o With consideration to the patient’s medical history, AP1 may consult with the patient’s primary care doctor and or correlating consultant, as applicable, for management options • Proactive model (Follow up with patients previously seen by the BHFD) o Selection of patient subset will be based on acuity/presentation and disposition, as well as the volume of contacts
 Patients with a high potential to deteriorate without sustained intervention will be considered for reoccurring contact with the NP
o Follow up with patients referred to by partnered physicians/health networks  NP will be able to make contact and consult with the referring physician/health networks as to the current medical condition of the patient
 Note: BHFD is currently creating a formalized process with Cedars Sinai Health System and UCLA Health regarding which patients are referred to the BHFD for follow-up. • Additional patient care services that AP1 utilizes for patients are:
o Mental health services
o Unhoused services
o Fall prevention services
o Social services
o Coordination of care services (external healthcare providers) 81 AP-1 Personnel
AP1 will be comprised of one California Registered Nurse Practitioner (APRN) coupled with one BHFD paramedic (LA County EMS accredited).

Medical direction/oversight is provided by a physician (BHFD Medical Director) who is trained in emergency medicine and EMS.

Continual education/training/quality assurance and compliance with LAC EMS prehospital policy is provided by a Registered Nurse (BHFD EMS Nurse Educator).

Program management is provided by the EMS division chief.

Future Objectives for the NPP
BHFD’s NPP is continually evolving to create and maintain a comprehensive and integrated service in which patients can ‘Age in Place’ at home, have their health managed out-of-hospital in concert with their private medical provider and health network, and have enhanced well-being. Steps to accomplish such goals are centered on coordinated partnerships and continual communication with all those involved in the patient's care, notably:
• Family
• Primary care providers
• Consultants
• Hospital internists
• Case managers and discharge planners
• Adjunct health providers
• Medical Groups and ACOs
• Social services
• City and County resources
• Fire and EMS resources
But such is a ‘heavy lift,’ especially given that many in the NP Program patient population set are labile in condition while at home. Even with continual NP intervention, the potential of these patients to fall back into an emergent state and require 911 services cannot be completely mitigated. Given the chronic and failing conditions of many of its patients, if patients are highly apt to falling acutely ill, it is the goal for the NPP to collaborate with the patients’ providers to create a ‘glide path’ where patients might be considered for long term nursing care or palliative care vs. relying on an inevitable need for 911 and emergency services. To assist with bridging the patient to a ‘glide path,’ the NPP hopes to use health plan data to reach out to providers who will be instrumental in the patient’s long-term care.

The NPP also looks to serve as a model, not only locally but throughout the state and nation, as to how medicine, nursing, and prehospital care can transcend traditional EMS response. Simply put, the department will continue to work with local and state providers, as well as governing agencies, to promote its policy and be a driver of change in the prehospital setting.
82 Community Risk Reduction
The Beverly Hills Fire Department Community Risk Reduction Division (CRR) is comprised of civilian staff, as follows: one deputy fire marshal, one plan check inspector, three fire inspectors, two program operations specialists, and four fire cadets. A sworn assistant chief/fire marshal manages the division.

The CRR Division takes pride in providing technical fire protection guidance while educating the public, building contractors, architects, and property owners on how to maintain fire code-compliant buildings.

CRR responsibilities include the following:
• Providing general fire and life safety information.
• Plan check and permit approvals for fire alarm systems, automatic fire sprinklers, and smoke detectors. • Review and approval of new construction and tenant improvement plans. • Special event permitting for filming, large assembly events, pyrotechnic displays, and fire code appliances. • Fire Investigation of all fires to determine origin and cause. • Inspecting and approving hazardous materials use and storage systems. • Fire code enforcement of public complaints and all city ordinances, and apply to fire safety. • Fire protection equipment maintenance and testing.
• Educating the public schools in fire prevention and disaster preparedness. • Emergency preparedness for the community, including Community Emergency Response Teams, Stop the Bleed, JUST IN CASE BEVERLY HILLS (JICBH), and fire extinguisher training.

CRR enforces the California Fire Code, Title 19 CCR, and the local ordinances known as the Beverly Hills Municipal Code. The enforcement process involves issuing various permits, including construction, operational, and annual permits. Prior to the issuance of a permit, there is typically a plan check involved, which is performed by the CRR plan check inspector. The plan check inspector works with the community in reviewing the plans, correcting deficiencies, and then issuing permits. In 2023, there were 1,074 fire plan checks.

The deputy fire marshal (DFM) conducts special event plan checks for various events, including, but not limited to, weddings, religious gatherings, red carpet events, store openings, awards shows, and city events. In 2023, there were 302 special event permits issued by the CRR Division.

All permits are issued through the City of Beverly Hills’s City Smart online portal. This provides for a user-friendly experience by enabling them to pay their permit fees and view and print their permits from their personal online account.
83 Brush Clearance Inspection Program
In the foothills north of Sunset Boulevard and within
the boundaries of Beverly Hills lies the Very High
Fire Hazard Severity Zone (VHFHSZ). This area was
identified by the California Department of Forestry
as being susceptible to large wildland fire growth by
utilizing the factors of fuel and topography in relation to home density. This wildland-urban interface
(WUI) is pervasive throughout the state of California
and has proven to be a significant factor when
determining brush mitigation ordinances.

The BHFD annually inspects and evaluates
approximately 1,512 properties located within the
VHFHSZ for proper vegetation clearance to assure
compliance with Section 4906.3.1 of the Beverly Hills
Municipal Code. Fire personnel assigned to Fire
Station 2 within the VHFHSZ begin the inspection
cycle on April 1st of every year and conclude most of
the initial inspections by July 31st. Historically, the brush inspection program was conducted by fire
inspectors from the CRR Division until 2006, when
the program was given to the fire suppression
companies. In addition to the inspections of parcels, personnel also inspect evacuation routes.

The CRR Division offers a pre-inspection walkthrough by appointment only with a fire inspector from December 1st to March 1st. This walkthrough educates the homeowner on how to self-inspect the property throughout the year, identify bush abatement concerns, and provides tips on making their home Firewise. 84 Wildfire Resilience Assessment and Programs
Firewise
The community of Beverly Hills has been identified by the National Fire Protection Association (NFPA) as a Firewise USA site. It also earned the distinction of being the third in the state of California and 114th in the nation as a Firewise site. In fact, it is the longest-running Firewise site in the state. In 2004, the BHFD applied and was recognized as a community that has taken the appropriate measures to become more resistant to the wildfire threat.

Urban Forest Management Plan
In 2022, the City of Beverly Hills adopted the Urban Forest Management Plan (UFMP). Also known as the Dudek report, written in 2019, the UFMP was an in-depth analysis of the wildland-urban interface and how to improve and remediate areas of the VHFHSZ to improve wildfire resilience. The report has been instrumental in developing a thoughtful and comprehensive approach to the management of city resources, including city-owned trees and property.

Wildfire Assessment Report
On the heels of the Dudek report was the Wildfire Assessment Report by Wildfire Defense-Works, which was written in 2021. Also known as the Shew Report, the Wildfire Assessment Report provided a contemporary analysis of the risk associated with wildfire threatening homes in the VHFHSZ. This examination revisited some of the analysis in the Dudek Report and confirmed the associated hazards that were identified. It further analyzed appropriate evacuation routes and how they could be improved to allow for a safer evacuation of residents.

Community Wildfire Protection Plan (CWPP) Grant Award
In September 2024, the City of Beverly Hills was awarded a CWPP grant for the first time in the department’s history via the California Fire Safe Council. This grant will allow the department to develop further meaningful strategies to address the dynamic threat of wildfire in the City of Beverly Hills. The department is currently evaluating a variety of planning tools that could be used to build further resiliency in the community.
85 Community Outreach Programs
Community Emergency Response Teams (CERT)
The City of Beverly Hills Community Emergency Response Team is designed to educate residents on how they can first help themselves and their families, but then become a force multiplier for the city’s response to disasters or other routine events that help the city manage public safety. Since 1999, the BHFD has hosted multiple CERT classes each year, with over 900 graduates completing the program. The training provides basic skills that are helpful when first responders are not available. The training covers, but is not limited to, earthquakes, fires, terrorism, hazardous materials incidents, and flooding.

The CERT program is a Federal Emergency Management Agency (FEMA) certified course and does not require previous knowledge for participation. The course consists of 22 hours of classroom and “hands-on” training in the following categories:
• Light search and rescue
• Medical and triage
• Disaster psychology
• Fire safety
• Active shooter event
All participants must be at least 18 years old and a resident of Beverly Hills. Upon completion of the program, graduates are invited back for a “CERT Refresher” of up to six classes per year to review and enhance their emergency knowledge and skills.

The Community Risk Reduction Division is currently pursuing enhanced responsibilities in the Beverly Hills CERT program through the addition of call-out teams, fire patrols, and hydration units. 86 Employee Emergency Response Teams (EERT)
The City of Beverly Hills has established a training program for its city employees to function as disaster service workers to maintain vital city functions as well as assist with immediate needs following a disaster.

This program consists of 18 hours of classroom and “hands-on” training per year for all city employees wishing to function as disaster service workers in the event of any natural or human-made disaster that overwhelms its fire and police departments for a prolonged period.

EERT is managed by the Emergency Management Division.

Business Emergency Response Teams
Business Emergency Response Teams or BERT is a one-day, eight-hour training course designed for the business
community of Beverly Hills. All participants must be over 18 years of age and must work within the city limits. This program primarily targets employees who work in high-rise buildings, restaurants, public assemblages, and small to large retail establishments.

Disaster Assistance Response Teams
Disaster Assistance Response Teams (DART) is a one-day, eight-hour training program offered to over 400 teachers and administrative staff who work for the Beverly Hills Unified School District (BHUSD). This course can be offered as needed or semi-annually during the spring or summer recess. Participants are trained in CPR, basic first aid, light search and rescue, fire extinguisher use, self-efficiency during a disaster, and active shooting incidents. All teams are expected to fill in the low-risk gaps when first responder resources are committed to larger events that may occur during a disaster.
87 Just In Case Beverly Hills (JICBH)
The mission of JICBH is to bring residents, businesses, and all city services together to seamlessly assist each other before, during, and after emergencies through disaster preparedness, organizational leadership, and communications. JICBH does this through its core values of engagement, service, community leadership, and adaptability.

JICBH has divided the city into nine zones that are each supervised by a volunteer zone captain. Each zone captain is responsible for making sure that residents who reside within their zone are kept informed regarding preparedness events and evacuation drills that are often done throughout the year. By staying connected, informed, and prepared, the City of Beverly Hills is building a more resilient community.

88 Station Tours
BHFD welcomes all walk-in tours throughout the day between the hours of 10 am and 5 pm. The BHFD uses station tours as an opportunity to educate the community on fire safety. Large groups and school tours are limited to 30 individuals and are required to request the tour at least 10 days in advance.

Fire Service Day
The BHFD hosts the annual open house on the second Saturday in May. Fire Station 1 is the focal point for Fire Service Day, with live fire demonstrations, fire engine rides, educational fire safety programs, and static and interactive displays.
89 Public School Fire Safety and Prevention Program
The City of Beverly Hills has one public high school, three public elementary schools, one middle school, multiple private schools, and numerous daycare centers throughout the city. The CRR team and suppression crews work in tandem to accomplish public safety education within the schools. The BHFD takes pride in providing these schools with educational materials and presentations on campus. BHFD participates in the national observance of “Fire Prevention Week,” which is the longest-running public health observance in the country. Each year, Fire Prevention Week is observed from Sunday through Saturday in which October 9th falls. During this time, schools are provided with educational handouts, and each year, students can enter a coloring contest that is based on the national theme.

Posting of current campaign banners and educational materials at all three fire stations and selected city buildings.

Ordinances and Code Enforcement
Wood Roof Ordinance
In 1989, the city passed a citywide Wood Roof Ordinance – Section 1505.1 through 1505.1.1. This ordinance requires that all new roof coverings or roof assemblies shall be replaced with a Class A roofing material. If existing wood shingles need to be repaired more than 10% of the total roof area, the entire roof must be upgraded to Class A roofing material.

In 2013, a Wood Roof Amendment was adopted – Section
9-1-201 and Section 9-1-2A01 of Article 2, Chapter 1 of Title 9 for existing wood roofs that allowed an option to apply a temporary fire-retardant spray by a certified
applicator, thus extending the wood roof replacement for an additional five years. There are approximately 17 singlefamily dwellings that still have wood roofs. These roofs are being monitored by the City of Beverly Hills Code
Enforcement Division to ensure that permits for fire retardant spray applications are issued and retardant is applied. 90 Fire Code Complaints
The Beverly Hills Fire Department responds to and investigates all fire code complaints reported within the community. Complaints can pertain to any residential, commercial, or city-owned property. Fire code complaints consist of faulty fire protection systems, inoperable fire protection and warning devices, blocked exits, overcrowding, brush clearance issues, and any fire hazards that are articulated in the California Fire Code.

Fire Protection System Maintenance Program
Per the California Fire Code and applicable NFPA standards, regular maintenance intervals are required for fire protection systems to ensure they function as designed. The testing company, property manager, or owner, and the BHFD must keep records of these tests and inspections. To streamline the record-keeping process and reduce the paper footprint, CRR has contracted with the Compliance Engine from Brycer. This online program allows test reports to be uploaded online, where reports are easily accessible to contractors, the building owners, and the BHFD. The Compliance Engine website interface generates notices and reminders when tests or inspections are due or past due and constantly updates contact information for buildings within the city.

Fire Inspections
The BHFD conducts approximately 2,500 fire safety inspections of commercial businesses and multi-family residential buildings annually. While fire companies focus on multi-family residences, offices, retail, and brush inspections, the CRR-assigned fire inspectors focus on more complex occupancies such as schools, theatres, large assemblies, and high-rise buildings.

All inspections are completed on mobile tablet devices using a fire inspection program to manage the building data, issue electronic notices of violations, process, and forward billing invoices to the owner.

Each suppression company and fire inspector is issued a “route book” of addresses to complete throughout the calendar year, and each route book contains approximately 200 addresses. Initial inspections of all addresses are expected to be completed by October 31st, and any re-inspections should be completed by November 30th. Each fire company is assigned a specific weekday for inspections. 91 High Rise Inspections
CRR fire inspectors conduct state-mandated annual inspections per California Code of Regulations 13217 (High-Rise Annual Inspections) to all high-rise buildings in the City of Beverly Hills.

These identified high-rise buildings vary in use, with some being hotels, condominiums, offices, and medical facilities.

Inspections of all high-rise buildings include, but are not limited to, testing and maintenance of all fire protection systems, assessing and mitigating potential fire and life safety hazards, and verifying compliance with state and local codes.

There are two multi-family residential high-rise buildings in Beverly Hills that do not have an automatic sprinkler system installed. The BHFD is acutely aware of these properties and strives to maintain a current and accurate preplan inventory at all times. The associated risks evident in these two buildings require the BHFD to routinely train on ways to fight the fire and safely evacuate residents.

School Inspections
The BHFD CRR Division conducts annual fire and life safety inspections of all public and private schools. These inspections include verification of proper maintenance of all fire protection systems and other life safety such as exits, exit signs, and emergency lighting. To expand on raising awareness, CRR inspectors also offer Public Education Program events to all school campuses.

One-Beverly Project
The City of Beverly Hills is undergoing
one of the most significant
developments in the history of the city.

The One Beverly development is an
ambitious 17.5-acre mixed-use project
that will link the Waldorf Astoria and a
restored Beverly Hilton together with
the first Aman luxury hotel on the West
Coast, two residential towers, a retail
pavilion, a conference center, and
public botanical gardens. The Aman resort includes a 28-story and 32-story building, with branded residences across two towers, and a 100,000–square–foot private club with expansive facilities. Once built, it will be the tallest development in the city. The BHFD CRR Division is deeply involved with the code enforcement and plan check process as this project develops. Construction began on February 8, 2024, and is expected to be completed in early 2028.
92 Houses of Worship
The City of Beverly Hills currently has numerous places of assembly congregations, including temples, synagogues, and churches. Congregations are part of the BHFD CRR annual inspection program, and maintenance of fire protection and life safety systems are reviewed for compliance. Facilities classified as “A” for assembly and capable of hosting a large number of occupants are held to a high standard for fire and life safety. Maintenance of fire protection and life safety systems, aisles and egress, emergency lighting, and proper housekeeping, among other applicable requirements, is imperative. These listed components are critical to allow proper evacuation should an emergency arise. CRR also reviews plans for assembly facilities that host special events. In reviewing these plans, life safety requirements are imposed to ensure safe occupancy during any given event, and a public assembly permit is issued.

Hotel Inspections
The City of Beverly Hills welcomes over 7.5 million visitors per year (per the Beverly Hills Conference & Visitors Bureau), of whom 5% stayed in one of 17 hotels within the city in 2018. Hotel types range from large luxurious highrises to smaller boutique styles and other long-term resort-type hotels. BHFD CRR inspectors ensure proper building fire and life safety maintenance to provide the utmost life safety measures via annual fire inspections. Nine of 17 hotels in the city provide services for assembly use by ballrooms, conference, or meeting rooms to host educational, business, or special events. CRR staff reviews, approves, and issues permits for each special event within these facilities.

Hazardous Material Inspections and Maintenance
The City of Beverly Hills hosts various occupancies, which handle, store, or dispense chemicals or substances that can cause a physical or health hazard. These facilities include medical and dental offices, which use medical gases. All high-rise buildings have emergency power generator systems that store large diesel fuel storage tanks. Some offices often have stationary storage battery systems, and many restaurants contain hazardous substances that support liquid CO2 and refrigeration systems. Additionally, liquid propane gas tank storage is a common practice throughout the city that requires regular safety inspections.

In accordance with the California Fire Code, Title 19 CCR, and local ordinance, the BHFD regulates the installation of systems that contain these chemicals and substances. In partnership with the city’s Building and Safety Department, permits are required for all new projects. The city is also a member of the Los Angeles County Certified Unified Program Agency (CUPA), where all facilities that store or use hazardous materials over a qualified amount are required to report and comply with the county requirements. 93 Fire Investigation
The BHFD currently utilizes an outside contractor to investigate the cause and origin of fires in the city, to include all levels of fire investigation services. The contract is renewed every three years and requires the approval of the fire chief. In 2024, the fire investigation program was evaluated to determine if the continued financial support to maintain currency for four certified fire investigators was necessary. It was determined that the frequency of fires does not support the resources that are required to maintain a contemporary fire investigation program.

Community Evacuation Drill
The full-scale exercise is to demonstrate command post
operations, Genasys, and direct notification by law
enforcement in a neighborhood. This includes community
participation from residents located in the evacuation zone.

The scenario is based on a fire that starts in the City of Los Angeles above Trousdale and rapidly travels towards the rest of the Trousdale area. To accomplish the drill, there will be a simulation cell made up of Beverly Hills Fire and Police Department members who will give verbal injects via radio to role players in the command post. There will also be a person who is able to send out a test Wireless Emergency Alert (WEA) and test Genasys notifications. Part of the exercise will also send two PD units into a pre-selected area of the city where they could demonstrate how they would go through a neighborhood using their public address (PA) and sirens, and demonstrate how they door knock for direct notification. The exercise is designed to last approximately 20 to 30 minutes.

Juvenile Fire Setter Program
The purpose of this program is purely intervention that accomplishes the following:
• Identifies juveniles involved in this highrisk behavior. • Administers an evaluation to determine
the juvenile’s future potential for
repeated fire setting.
• Provide a basic fire safety education to
both the juvenile and their family.
• Provide access to a mental health
provider.
• Reduce the number of arson fires, deaths
attributed to arson fires, etc.
94 The designated fire department personnel, along with other public safety agencies (local law enforcement, Juvenile Justice System, school, and mental health care professionals), will come up with an interventionist strategy for each case based upon several factors:
• Age of the juvenile
• Learning ability
• Seriousness of the offense
• Culture
In most cases, the juvenile is given a two-page educational assignment consisting of various fire prevention and fire behavior components. The two weeks is a “voluntary” contract signed by both the juvenile and the parent/caregiver.

The assignment is presented to the interventionist and may be presented at the juvenile’s school.

Follow-up is made in a few months after completing the program by their assigned interventionist. Juvenile fire setting is not just a fire department problem but also a community problem. By identifying at-risk youths and providing swift intervention, a reduction in the number of arson fires and the subsequent dollar savings and property loss, while giving a child a second chance, can be realized.

Aside from the aforementioned services that the department provides, community outreach and civic engagement remain a focal point.
95 Junior Firefighting Camp
This hands-on interactive firefighting camp is open to youths ages 10-15. It involves a myriad of firefighting activities such as physical fitness training, hydrants, hose lays, an agility course, a fire engine, and truck tools and equipment.

Empowerment Camp
A rigorous camp filled with firefighting skills, teamwork, and leadership opportunities for ages 13-18 who aspire to become future firefighters. Skills stations include rope rescue, ladders, hose, search and rescue, first aid, and ventilation, to name a few.
96 Human Services
Human Services is responsible for providing innovative educational, human, and social services to the city’s underserved, disabled, unhoused, and vulnerable populations, including at-risk elderly residents in need of support to help maintain and improve their quality of life. The Division manages the Community Assistance Grant Fund (CAGF) process to support the social service safety net for the city’s most vulnerable populations and oversees the City’s Homeless Outreach program. The division is comprised of an administrator, two licensed clinical social workers (LCSWs), and a variety of contracted service providers.

To highlight its core programs:
• Provide resource and referral information on issues such as homelessness, senior services, social services, and panhandling prevention.
• Provide a social services safety net to vulnerable or underserved members of the community through the Community Assistance Grant Funding (CAGF) program.
o In Fiscal Year 2024-25, the CAGF program issued $1,113,500 in grant funding to twenty-three organizations. These organizations serve the community’s active and frail elderly, disabled individuals, residents of little to low means, and unhoused individuals. The city targets services through CAGF that address these populations’ special needs. o In Fiscal Year 2024-25, five organizations that historically received CAGF funding were converted to critical service provider agreements based on services rendered. These organizations focus on homeless outreach and housing, social work case management services, pro bono legal counsel, and community CPR training. The total funding for these critical service providers is $1,292,644. o Human Services evaluates the CAGF program by ensuring that current Community Assistance recipients provide contracted services to residents of Beverly Hills. • Oversee and monitor the Beverly Hills Homeless Outreach Team (BHOT) for homeless outreach. In 2022, BHOT expanded to a five-person team to provide outreach services seven days a week, from 5 am to 9 pm on weekdays and 8 am to 5 pm on weekends.
• Provide community outreach, education, and coordination through collaboration with local and regional social services such as the Westside Cities Council of Governments Homeless Issues Subcommittee, BHOT program, Beverly Hills Homeless Collaboration, Changing Lives and Sharing Places (CLASP), and other regional community roundtables.
o Through the Westside Cities Council of Governments, Human Services can access County funds designated for local solutions to the homelessness crisis in Fiscal Years 2023-24 and 2024-25. • Convene Homeless Collaboration community roundtables to disseminate Human Services Division program information, minimize duplication of programs/services, and dialogue with community stakeholders. o In 2024, the City Council adopted a comprehensive homelessness plan to guide the city’s response to homelessness, identify resources needed, and coordinate the city’s various outreach teams. 97 o In 2023, the City Council authorized a 10-year agreement with the city’s homeless services provider to provide 30 units of permanent supportive housing with wraparound support services, as well as up to 280 nights of motel stays for those transitioning from the street to permanent shelter. The cost of the agreement is $14.1 million over 10 years.
• Participate in local and regional human services provider network by attending and/or hosting pertinent meetings, trainings, or regional events such as the Beverly Hills Homeless Count in conjunction with the Los Angeles Homeless Services Authority’s Greater Los Angeles Homeless Count.

Emergency Management
The City of Beverly Hills' emergency management program works in coordination, cooperation, and collaboration with all city departments and stakeholders to strengthen the city's ability to prepare for, mitigate against, respond to, and recover from any and all types of disaster, to include management of the Emergency Operations Center (EOC).

It also oversees a variety of activities, programs, and projects designed to enhance the city's ability to mitigate against, prepare for, respond to, and recover from a disaster. Training, drills, and disaster exercises are conducted on a regular basis. In addition, the Emergency Management staff is active in advocating for the importance of preparedness to the community through presentations, events, and outreach efforts. 98 D. Current Deployment and Coverage Areas
Points of Service Delivery
The Fire Headquarters was built in 1988,
with the original building dating back to
1932. The facility houses fire
administration, fire prevention, fire
information technology, and training, as
well as a fire apparatus shop capable of
performing routine maintenance on all
fire department apparatus. The fire
department training room is also located
here and serves as a central location for
fire and EMS training, along with
multitudes of certification courses. There
are fifteen sworn fire personnel on duty
each day.

Minimum Deployment Resources
The department has a minimum staffing of 27 employees on duty per shift, of which nine shall be certified paramedics.

Apparatus Assignment City ID Cal-OES Typing Year-Make
B-1 833 N/A 2023 Ford F-350
Engine-1 816 Type-1 2018 Pierce 1500 GPM Engine
Truck-4 822 Type-1 2018 Pierce 107' Tiller Drawn Aerial Engine-5 813 Type-1 2015 Pierce 1500 GPM Engine
USAR-5 825 Type-1 2004 SVI/Spartan
Rescue-1 845 Type-1 ALS 2016 Freightliner Ambulance
Rescue-801 841 Type-1 BLS 2007 Freightliner Ambulance
Reserve Battalion-2 832 N/A 2013 Chevrolet Suburban
Reserve Engine-7 809 Type-1 2004 Pierce 1500 GPM Engine Reserve Truck-9 821 Type-1 2009 Pierce 100' Tiller Drawn Aerial USAR Trailer 867 N/A Lumber Trailer
Cert Trailer N/A N/A CERT Supplies
Utility-1 860 N/A 2017 Ford F-250
Utility-2 862 N/A 2010 Ford F-250
Advanced Provider (AP)-1 844 Type-1 ALS 2014 Freightliner Ambulance Antique Fire Engine 801 N/A 1928 Ahrens Fox
Engine-2 814 Type-1 2015 Pierce 1500 GPM Engine
Rescue-2 843 Type-1 ALS 2012 Freightliner Ambulance
Type 6 1617 Type-6 2020 Ford F-550
Reserve Engine-8 811 Type-1 2004 Pierce 1500 GPM Engine Engine-3 815 Type-1 2015 Pierce 1500 GPM Engine
Rescue-3 846 Type-1 ALS 2021 Freightliner Ambulance
Reserve Engine-6 812 Type-1 2004 Pierce 1500 GPM Engine Reserve Rescue-4 842 Type-1 ALS 2007 Freightliner Ambulance Table 8: Apparatus Resources
Station Apparatus Minimum Staffing
Battalion 1 1 Battalion Chief
1 Engineer
Engine 1
1 Captain
1 Engineer
1 Firefighter/Paramedic
1Firefighter
Truck 4
1 Captain
1 Engineer
1 Firefighter/Paramedic
2 Firefighters
Engine 5
USAR 5
Rescue 801
1 Captain
1 Engineer
[Cross-staffing]
Rescue 1 2 Firefighter/Paramedics
Engine 2
1 Captain
1 Engineer
1 Firefighter/Paramedic
1Firefighter
Rescue 2 2 Firefighter/Paramedics
Engine 3
1 Captain
1 Engineer
1 Firefighter/Paramedic
1Firefighter
Rescue 3 2 Firefighter/Paramedics
Station 1
Station 2
Station 3
Table 9: Minimum Staffing
99 Response Areas
DISTRICT 1: (Engine 1)
District 1 covers all Beverly Hills addresses up to 699 to the north. The southern boundary is the Beverly Hills High School and all surrounding streets/intersection of the high school, 200 block S. Lasky Drive, 100 blocks S Spalding Drive to the 100 block odd addresses of South Rexford Drive, the intersection of Rexford/Wilshire, 9245 Wilshire Boulevard., 100 – 300 blocks N. Elm Drive (including the alley) and all of the streets/intersections of Burton Way.

Map 28: District 1
100
DISTRICT 2: (Engine 2)
District 2 covers the entire street/intersections of Elevado Avenue, and all Beverly Hills addresses of 700 and higher.

A large part of this district is designated as a Very High Fire Hazard Severity Zone. California law requires CAL FIRE to identify areas based on the severity of fire hazard that is expected to prevail there. These areas, or “zones,” are based on factors such as fuel (material that can burn), slope, and fire weather. There are three zones based on increasing fire hazard: medium, high, and very high.

Map 29: District 2
101
The Fire Hazard Severity Zone map evaluates “hazard,” not “risk.” It is like the flood zone maps. “Hazard” is based on the physical conditions that create a likelihood that an area will burn over a 30 to 50-year period without considering modifications such as fuel reduction efforts. “Risk” is the potential damage a fire can do to the area under existing conditions, including any modifications such as defensible space, irrigation and sprinklers, and ignitionresistant building construction.

Very High Fire Hazard Severity Zones are found within Local Responsibility Areas (LRA) of the local jurisdictions responsible for fire protection.

Map 30: Very High Fire Hazard Severity Zone
102
DISTRICT 3: (Engine 3)
District 3 northern boundary is the 400 Block of Shirley Place, 200 - 300 block S. Spalding Drive (Excluding the intersection of Moreno Drive /Spalding Drive and Spalding south to Olympic) and 400 block S. Spalding Drive Street/Intersection of Charleville/Spalding to Charleville/Rexford, 100 block even address of S. Rexford Drive, 100 – 300 block N Maple and 300 Blocks N. Palm and Oakhurst.

Map 31: District 3
103
SECONDARY DISTRICT LAFD AUTOMATIC AID:

The department responds to automatic aid at the Secondary District, which is the area northwest of the city limits.

See Appendix B for the Automatic Aid Agreement between the City of Los Angeles and the City of Beverly Hills.

WEST HOLLYWOOD AUTOMATIC AID:

The department responds to Automatic Aid in West Hollywood, which is the area just east of the city limits. This agreement is titled “Memorandum of Understanding for Exchange of Fire Protection and Emergency Medical Services between the Consolidated Fire Protection District of Los Angeles County and the City of Beverly Hills Fire Department,” which cogently states that
The City of Beverly Hills will respond one engine company, on first alarm assignment, into unincorporated county area known as Franklin Canyon and to District Engines 7 and 8's jurisdictions. In addition, the City of Beverly Hills will respond one truck company and one battalion chief on second alarm assignment to District Engines 7 and 8's jurisdictions.

Los Angeles County District Engine 7 will respond, on first alarm assignment, to the City of Beverly Hills jurisdiction. In addition, L.A. County District Light Force 8 and one battalion chief will respond, on second alarm assignment, to the City of Beverly Hills jurisdiction.

For paramedic rescue responses, the City of Beverly Hills will respond one paramedic assessment engine company, if requested by district, to district Engines 7 and 8's jurisdictions. The Los Angeles County District will support this response with a district paramedic squad and by requesting a private ambulance, as needed.

In return, LA County District Squad 7 will respond, if requested by the City of Beverly Hills, to city jurisdiction.

Map 32: Aid Zones
104
E. Summary of Community Response History
Figure 19: Incident Responses (2020-2024)
Incident responses have shown a tremendous increase over a five-year span. Datasets were derived from FirstWatch, a public safety software solution. This web-based program combines all the strengths of CAD (Computer-Aided Dispatch) and fire analytics to provide a data-driven approach to further improving resource allocations, response times, and reporting.

First-in units are representative of the total number of incidents within the City of Beverly Hills over a five-year period, in contrast with “all incidents” calls where another agency was first on-scene outside city boundaries.

As an example, the department was deployed to 8,940 calls, where 6,148 of those responses fell within city boundaries, and BHFD was the first on-scene (aka “first in”).

The subsequent chart, “First in by Station,” denotes the department’s five-year responses. It can be posited that District 2 responded to the least number of calls, whereas both Districts 1 and 3 were almost equal in their number of incident calls.

Figure 20: First in by Station (2020-2024)
105
F. Community Priorities, Expectations, and Performance Goals Mission Statement
(developed in 2019 during the department’s first accreditation process) The mission of the Beverly Hills Fire Department is to provide world-class fire and emergency medical services for the preservation of life, property, and the environment.

Core Values
(developed in 2018 and validated in 2019)
* Service – committed to helping others.
* Excellence – exceeding the expectations of our community through innovation * Integrity – building trust by aligning principles, words, and actions * Humility – putting the needs of our community first.

Community Service Priorities
On October 21, 2024, a community meeting was held with the stakeholders of the Beverly Hills Fire Department (BHFD) to establish a representative baseline of feedback regarding their organization. The meeting was facilitated by staff from the Center for Public Safety Excellence. Feedback was provided through instruments utilized in the meeting, where stakeholders voted on and prioritized fire department programs and services, prioritized community expectations and concerns in their own words, and indicated perceived strengths. The input themes, along with weighted ranking and values received from that meeting, are presented on the following pages.

The purpose of gathering feedback from the community runs parallel to a business collecting feedback from its customers. The governmental entity, like the business, cannot truly operate efficiently and effectively without understanding the true nature of expectations, concerns, and strengths of its customer base. In government, that customer base is the constituency served.

The BHFD solicited feedback and input from a diverse demographic representation of its community stakeholders, who were invited by the agency. The results are from the responses of 11 respondents. This report delivers the methodology employed and, ultimately, the findings from the responses provided by the community participants.

When analyzing the received feedback, priority and thematic approaches are used to get to the heart of what is most important to the community respondents. While all responses in the raw data form are important, the analysis brings to the forefront an understanding and focus for the agency. It is important to note that all feedback from the community is important as it applies to various areas of the department. The department is best served by conducting greater internal analyses of the provided feedback in order to formulate future objectives and strategies for continuous improvement.
106
Table 10: Program and Service Priorities Identified by Community Stakeholders Programs Ranking Score
Emergency Medical Services 1 66
Emergency Response Services (Fire Suppression) 2 63
Technical Rescue 3 45
Emergency Management/Disaster Preparedness 4 40
Hazardous Materials Mitigation 5 35
Community Risk Reduction 6 27
Fire Investigation 7 26
Community Health (Nurse Practitioner Program) 8 25
Public Fire and Life Safety Education 9 24
Social Services (Unhoused)* 10 17
Wildland Urban Interface Fire Mitigation* 10 17
*Denotes tie score
Community Service Expectations
Understanding what the community expects of its fire service organization is critically important to developing a long-range perspective. With this knowledge, internal emphasis may need to be changed or bolstered to fulfill community needs.

Respondents were asked to list, in priority order, up to three subjects relative to the expectations they have for BHFD.

Responses were then analyzed for themes and weighted. The weighting of the prioritized responses was as follows: if it was the respondent’s first entry, then it received five weighted points. Weighting gradually decreased so that if it was the respondent’s third entry, then it received one weighted point. The weighted themes were then sorted from the highest cumulative weight to the lowest cumulative weight and listed to follow. The numbers in the parentheses are the cumulative weighted values that correlated with the theme identified. While the themes are listed in prioritized, weighted order, all responses were important in the planning process. The following are the expectations of the community stakeholders:

1. Response time: Quick response time. Response times. Immediate response to all calls. Arrival in less than 3 minutes. Shorter response time than L.A. - Yes, this is met. Prompt response time (emergency). Timely emergency response. (30)

2. Community outreach / Education: To be responsive to events reflecting the needs (fire accident education) for the safety of the residents and business entities. Tell the community how to prepare for all types of events, ex. Fire, earthquake, weather, etc. Accessibility of the staff for partnerships & community events. Department to maintain positive rapport with community stakeholders. Strong emergency prevention systems/process.

Support our business to remain safety compliant. (15)

3. Response performance and Reliability: They will be there when I need them - Yes, they took my husband by ambulance to Cedars twice in 28 years. Provide a community with great service. Respond and act accordingly in emergent situations. (9)
107

4. Training: Expertly trained staff with the latest tools at their disposal. Staff Competency. Skilled, top talent Fire & EMS. (7)

5. Safety: Safety. (5)

6. EMS & Nurse Practitioner Program: Nurse Practitioners. Robust EMS and Nurse Practitioner Program. (4)

7. Ability to deliver medical care. (3)

8. Fully equipped to handle all sizes and scope of fire. (1)

9. We will continue to attract fire department leaders like Chief Greg and Deputy Chief Al. (1) Historical Performance Goals
The department’s historical performance goals can be best illustrated from its Community Risk Assessment/Standards of Cover’s Baseline/Benchmark Matrix, as depicted from their corresponding statements (enumerated below):

1. Emergency Response Services
For 90 percent of low-risk fires, the total response time for the arrival of the ERF shall be 6 minutes 44 seconds.

For 90 percent of all medium risk fires, the total response time for the arrival of the effective response force (ERF) shall be 6 minutes 59 seconds.

For 90 percent of high risk and very high risk fires, the total response time shall be 7 minutes 05 seconds, respectively.

2. Emergency Medical Services
For 90 percent of the low risk EMS response incidents, the total response time for the arrival of the effective response force (ERF shall be 5 minutes and 30 seconds.

For 90 percent of the moderate risk EMS response incidents, the total response time for the arrival of the effective response force (ERF shall be 5 minutes and 30 seconds.

For 90 percent of both high risk and very high risk EMS response incidents, the total response time for the arrival of the effective response force (ERF) shall be 6 minutes and 55 seconds.

3. Technical Rescue
For 90 percent of all low-risk technical rescue incidents, the total response time for the arrival of the ERF shall be 5 minutes 00 seconds.

For 90 percent of all moderate risk technical rescue incidents, the total response time for the arrival of the ERF shall be 5 minutes 10 seconds.

For 90 percent of both high and very high risk technical rescue incidents, the total response time for the arrival of the ERF shall be 6 minutes 20 seconds.
108

4. Hazardous Materials
For 90 percent of all low-risk hazardous material incidents, the total response time for the arrival of the ERF shall be 6 minutes and 30 seconds.

For 90 percent of all moderate risk hazardous material incidents, the total response time for the arrival of the ERF shall be 5 minutes and 01 second.

For 90 percent of high-risk level hazardous material incidents, the total response time for the arrival of the ERF shall be 7 minutes and 00 seconds.

5. Wildland Fire Services
For 90 percent of all wildland fire incidents, the total response time for the arrival of the ERF shall be 6 minutes and 24 seconds.

For 90 percent of all moderate risk wildland fire incidents, the total response time for the arrival of the ERF shall be 7 minutes and 04 seconds.

For 90 percent of all high-risk wildland fire incidents, the total response time for the arrival of the ERF shall be 7 minutes and 34 seconds.
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G. Community Risk Assessment and Risk Levels
Risk Assessment Methodology
The tenth edition of the Quality Improvement for the Fire and Emergency Services effectively defines risk assessment as follows:
• Probability: study of what could go wrong
• Consequence: reasonable expected loss by the response area during an incident • Impact: impact on the department
To establish an accurate methodology, Heron’s Three Axis Calculation model was utilized. This systematic approach ensures that the department can precisely identify risks and efficiently prioritize its resources based on the anticipated consequence of such risks. With the Probability/Consequence/Impact Model, the department objectively gauges the risk levels for each category. A vivid illustration of Heron’s Three-Axis Calculation as derived from CPSE’s Community Risk Assessment/Standards of Cover, 6th Edition:

The City of Beverly Hills is a perennial worldclass tourist destination with an average daytime population of 180,000, comprising
tourists, daily commuters, city workers, and
shoppers, especially when special events
(public/private) and holidays are factored in.

Add to the mix are its opulent estate homes,
high-end hotels and retail shops, premium art
galleries, and the world-renowned
entertainment industry.

Critical Task Analysis
Staff thoroughly analyzed each empirical data while factoring in potential drain effect, drawdown, and outliers. Strict adherence to its established methodology served as its compass in ensuring that objectivity with its analyses trumped the tendency towards resorting to subjectivity.

During the risk assessment exercise, the department analyzed five years’ worth of datasets from 2020-2024 in accordance with CPSE requirements for re-accrediting agencies. These datasets functioned as ground zero in establishing its methodology based on incident categories and the number of occurrences. It was then permutated, via a critical task scoring exercise, to derive the ideal staffing and needed equipment to arrive at the incident location within a maximum total response time (also termed as effective response force or ERF). The critical task analysis and the resulting risk scoring based on the three-axis methodology are captured by risk classification in the section that follows.

Figure 21: Three-Axis Method
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Table 11: Critical Task Analysis

EMERGENCY RESPONSE SERVICES

RANKING INCIDENT COUNT CTA CTA SCORE
1 Alarm system activation 9,708 √ 32.12
2 Electrical wiring/equipment problem 315 √ 25.92
3 Trash or rubbish fire 153 √ 19.80
4 Animal Problem 202 √ 19.80
5 Passenger vehicle fire 24 √ 19.60
6 Public service assistance 1,085 √ 16.25
7 Building fire 84 √ 16.00
TOTAL ERS 7

WILDLAND (VEGETATION)

RANKING INCIDENT COUNT CTA CTA SCORE
1 Natural vegetation fire 10 √ 44.18
TOTAL WILDLAND 1

EMERGENCY MEDICAL SERVICES

RANKING INCIDENT COUNT CTA CTA SCORE
Tied @ 1 Motor vehicle accident 1,702 √ 44.18
Tied @ 2 Rescue, EMS incident, other 6,810 √ 32.12
Tied @ 2 EMS call, excluding vehicle accident with injury 11,114 √ 32.12 Tied @ 2 Medical assist, assist EMS crew 1,179 √ 32.12
TOTAL EMS 4
Nurse Practitioner Program (A.P.)

RANKING INCIDENT COUNT CTA CTA SCORE
1 Unit Response for Medical Aid N/A √ 20.20
2 Unit Response for Medical Aid with Medical Provider Consultation N/A √ 16.25 3 Transfer to Care to Advanced Life Support Units N/A √ 25.92 TOTAL NURSE PRACTITIONER PROGRAM 3
Human Services (Unhoused)
1 Unhoused-Single Adult √ 42.43
2 Housed-Single Adult or Family √ 33.94
3 Unhoused Family √ 14.14
TOTAL HUMAN SERVICES 3

HAZARDOUS MATERIALS

RANKING INCIDENT COUNT CTA CTA SCORE
1 Gas leak (natural gas or LPG) 142 √ 26.53
2 Carbon monoxide incident 40 √ 19.80
3 Gasoline or other flammable liquid spill 14 √ 8.49
TOTAL HAZMAT 3

TECHNICAL RESCUE

RANKING INCIDENT COUNT CTA CTA SCORE
1 Elevator malfunction 750 √ 25.92
2 Flood assessment 109 √ 19.60
3 Lock-out 44 √ 8.49
TOTAL TECH. RESCUE 3
TOTAL DATASETS : 24
CRITICAL TASK ANALYSIS (CTA ):

RANKING SUMMARY BY CLASSIFICATION
(Main Criterion: >10 occurrences in a 5-year span )
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Table 12: Risk Scoring
Classification Category Description Numerical Range
Low Two (2) to Four (4) Personnel Response (Low Risk) ≥16.00-16.25 Moderate Five (5) to Eleven (11) Personnel Response (Medium Risk) ≥18.00-19.80 High Twelve (12) to Eighteen (18) Personnel Response (High Risk) 25.92 Very High Nineteen (19) or more (+) Personnel Response (Very High Risk) 32.12 Low Two (2) to Four (4) Personnel Response (Low Risk) N/A Moderate Five (5) to Eleven (11) Personnel Response (Medium Risk) 32.12 High Twelve (12) to Eighteen (18) Personnel Response (High Risk) 44.18 Very High Nineteen (19) or more (+) Personnel Response (Very High Risk) N/A Low Two (2) to Four (4) Personnel Response (Low Risk) ≥16.25-20.20 Moderate Five (5) to Eleven (11) Personnel Response (Medium Risk) 25.92 High Twelve (12) to Eighteen (18) Personnel Response (High Risk) N/A Low Two (2) to Four (4) Personnel Response (Low Risk) 8.49 Moderate Five (5) to Eleven (11) Personnel Response (Medium Risk) ≥19.60-25.92 High Twelve (12) to Eighteen (18) Personnel Response (High Risk) N/A Very High Nineteen (19) or more (+) Personnel Response (Very High Risk) N/A Low Two (2) to Four (4) Personnel Response (Low Risk) ≥8.49-19.80 Moderate Five (5) to Eleven (11) Personnel Response (Medium Risk) 26.53 High Twelve (12) to Eighteen (18) Personnel Response (High Risk) N/A Very High Nineteen (19) or more (+) Personnel Response (Very High Risk) N/A Low Two (2) to Four (4) Personnel Response (Low Risk) N/A Moderate Five (5) to Eleven (11) Personnel Response (Medium Risk) N/A High Twelve (12) to Eighteen (18) Personnel Response (High Risk) N/A Very High Nineteen (19) or more (+) Personnel Response (Very High Risk) 44.18 Wildland Services
Emergency Response Services
Emergency Medical Services
Nurse Practitioner Unit
Technical Rescue Services
Hazardous Materials Services
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Emergency Response Services
Firefighters encounter a variety of hazardous conditions and unforeseen threats at every incident. Regardless of the uniqueness of each incident, the objectives of the Beverly Hills Fire Department are to provide for firefighter and civilian life safety, incident stabilization, and property conservation. All three categories (Low, Medium, High) portray a level of risk that correlates with the probability of what could go wrong, the consequence to the community based on reasonably expected loss by the response area during an incident, and the impact on the department.

Low Risk Any incident that only entails a four-personnel deployment.

Medium Risk Any incident that entails between 5 to 11 personnel deployment.

High Risk Any incident that entails 12 to 18 personnel deployment.

Apparatus Critical Task Number of Personnel
Engine Command 1
Pump Operator/Engineer 1
Fire Attack 2
EFFECTIVE RESPONSE FORCE 4
Low Risk
Critical Tasks for Low Risk ERS Response
Apparatus Critical Task Number of Personnel
Battalion Command/Safety 2
Engine Division/Group Supervisor 1
Pump Operator/Engineer 1
Fire Attack 2
Truck Roof Operation Supervisor 1
Ventilation Team 3
Aerial Operator 1
EFFECTIVE RESPONSE FORCE 11
Critical Tasks for Medium Risk ERS Response
Apparatus Critical Task Number of Personnel
Battalion Command/Safety 2
Engine Division/Group Supervisor 1
Pump Operator/Engineer 1
Fire Attack 2
Engine Division/Group Supervisor 1
Pump Operator/Engineer 1
Fire Attack 2
Engine/Rescue RIC Group Supervisor 1
RIC Group Personnel 2
Truck Roof Operation Supervisor 1
Ventilation Team 3
Aerial Operator 1
EFFECTIVE RESPONSE FORCE 18
Critical Tasks for High Risk ERS Response
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Very High Risk Any incident that entails 19 or more personnel deployment.

Apparatus Critical Task Number of Personnel
Battalion Command/Safety 2
Engine Division/Group Supervisor 1
Pump Operator/Engineer 1
Fire Attack 2
Engine Division/Group Supervisor 1
Pump Operator/Engineer 1
Fire Attack 2
Engine/Rescue RIC Group Supervisor 1
RIC Group Personnel 3
Engine Division/Group Supervisor 1
Pump Operator/Engineer 1
Fire Attack 2
Truck Roof Operation Supervisor 1
Ventilation Team 3
Aerial Operator 1
Rescue Search & Evac. Group 2
Rescue Medical Unit/Group 2
EFFECTIVE RESPONSE FORCE 27
*These incidents are approached with the region's
mutual aid agreements to augment BHFD resources.

Critical Tasks for Very High Risk ERS Response
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Wildland Services
Wildland/Urban Interface includes all properties located north of Sunset Boulevard extending to the city limit. This area of the city has been classified by CALFIRE as a “Very High Fire Hazard Severity Zone” due to its steep topography, medium and heavy native brush, and predominant drainages. Los Angeles City and Los Angeles County Fire Departments augment the department’s suppression forces.

In addition, the department monitors weather conditions utilizing a Remote Automated Weather Station (RAWS) and data provided by the Los Angeles Fire Department to determine when there is an increased threat of fire in the wildland-urban interface. During “Red Flag” conditions, the Beverly Hills Fire Department staffs one additional 4- person engine company to cover the area of Beverly Hills that is north of Sunset Boulevard. The primary objective is to provide an enhanced “first strike” capability in the Wildland/Urban Interface Zone.

The department has also developed Pre-Attack Plansto prepare for a possible brush fire in the “Very High Fire Hazard Severity Zone.” This comprehensive guidebook divides the “Very High Fire Hazard Severity Zone” into fifteen operational areas. It provides a response guide, potential resource needs, fire behavior predictions, lookout locations, specific hazards, heli-spots, hydrant locations, evacuation areas, engine safety zones, staging areas, public refuge areas, medical plan information, evacuation routes, and specific limitations for each area.

Low Risk Any incident that requires a four-personnel deployment.

Medium Risk Any incident that entails between 5-11 personnel deployment.

Apparatus Critical Task Number of Personnel
Engine Command 1
Pump Operator/Engineer 1
Fire Attack 2
EFFECTIVE RESPONSE FORCE 4
Critical Tasks for Low Risk Wildland Response
Apparatus Critical Task Number of Personnel
Battalion Command/Safety 3
Engine Division/Group Supervisor 1
Pump Operator/Engineer 1
Fire Attack 2
Engine Division/Group Supervisor 1
Pump Operator/Engineer 1
Fire Attack 2
EFFECTIVE RESPONSE FORCE 11
Critical Tasks for Medium Risk Wildland Response
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High Risk Any incident that entails between 12-18 personnel deployment.

Very High Risk Any incident that entails between 19 or more personnel deployment.

Apparatus Critical Task Number of Personnel
Battalion Command/Safety 4
Engine Division/Group Supervisor 1
Pump Operator/Engineer 1
Fire Attack 2
Engine Division/Group Supervisor 1
Pump Operator/Engineer 1
Fire Attack 2
Engine Division/Group Supervisor 1
Pump Operator/Engineer 1
Fire Attack 2
Engine Division/Group Supervisor 1
Pump Operator/Engineer 1
EFFECTIVE RESPONSE FORCE 18
Critical Tasks for High Risk Wildland Response
Apparatus Critical Task Number of Personnel
Battalion Command/Safety 4
Engine Division/Group Supervisor 1
Pump Operator/Engineer 1
Fire Attack 2
Engine Division/Group Supervisor 1
Pump Operator/Engineer 1
Fire Attack 2
Engine Division/Group Supervisor 1
Pump Operator/Engineer 1
Fire Attack 2
Engine Division/Group Supervisor 1
Pump Operator/Engineer 1
Fire Attack 2
Engine Division/Group Supervisor 1
Pump Operator/Engineer 1
Truck Structure Defense 5
EFFECTIVE RESPONSE FORCE 27
*These incidents are approached with the region's
mutual aid agreements to augment BHFD resources.

Critical Tasks for Very High Risk Wildland Response
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Emergency Medical Services
EMS incident response is developed to ensure multi-faceted positive results, optimal clinical patient outcomes, and efficient on-scene care, coupled with precise triage to specialty hospital destinations and application of the most appropriate patient treatment protocols and County EMS Agency policies.

Low Risk No low-risk response, given each EMS call type requires an assessment unit and an ALS unit.

Medium Risk Any incident that entails a six-personnel response.

Apparatus Critical Task Number of Personnel
Engine Command Safety 1
Gurney/Access 1
Patient Vitals/CPR 1
Primary Patient Care 1
Rescue Patient Documentation 1
Primary Patient Care 1
TOTAL ERF 6
Critical Tasks for Medium Risk EMS Response
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High Risk Any incident that entails between 7 to 15 personnel response.

Very High Risk
Any incident that entails 16 or more personnel response, which may entail utilization of the region’s mutual aid agreements to augment the agency’s resources, as applicable to a patient count of 4 or greater who are in need of treatment and transport.

Apparatus Critical Task Number of Personnel
Battalion Command Safety 1
Command Safety assist 1
Rescue Patient Documentation 1
Primary Patient Care 1
Engine Command Safety 1
Gurney/Access 1
Patient Vitals/CPR 1
Primary Patient Care 1
Rescue Patient Documentation 1
Primary Patient Care 1
Truck Command Safety 1
Patient care / extrication 1
Patient care / extrication 1
Patient care / extrication 1
Patient care / extrication 1
Rescue Patient Documentation 1
Primary Patient Care 1
TOTAL ERF 15
Critical Tasks for High Risk EMS Response
Apparatus Critical Task Number of Personnel
Battalion Command Safety 1
Command Safety assist 1
Engine Command Safety 1
Gurney/Access 1
Patient Vitals/CPR 1
Primary Patient Care 1
Rescue Patient Documentation 1
Primary Patient Care 1
Engine Command Safety 1
Gurney/Access 1
Patient Vitals/CPR 1
Primary Patient Care 1
Rescue Patient Documentation 1
Primary Patient Care 1
Truck Command Safety 1
Patient care / extrication 1
Patient care / extrication 1
Patient care / extrication 1
Patient care / extrication 1
TOTAL ERF 19
Critical Tasks for Very High Risk EMS Response
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The BHFD does not have historical response data to score Low Risk EMS events.

Technical Rescue Services
This provides for an immediate response to incidents involving high and low-angle rope rescue, structural collapse, trench rescue, confined space rescue, and mass transit accident stabilization/rescue.

Low Risk Any incident that entails a four-personnel response.

Medium Risk Any incident that entails between 5-11 personnel response.

Apparatus Critical Task Number of Personnel
Engine Command 1
Pump Operator/Engineer 1
Investigation 2
EFFECTIVE RESPONSE FORCE 4
Critical Tasks for Low Risk Tech. Rescue Response
Apparatus Critical Task Number of Personnel
Battalion Command/Safety 2
Engine Division/Group Supervisor 1
Pump Operator/Engineer 1
Rescue 2
Truck Division/Group Supervisor 1
Rescue/Support 4
EFFECTIVE RESPONSE FORCE 11
Critical Tasks for Medium Risk Tech. Rescue Response
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High Risk Any incident that entails between 12-18 personnel response.

Very High Risk Any incident that entails between 19 or more personnel response.

The BHFD does not have historical response data to score High Risk Technical Response events.

Apparatus Critical Task Number of Personnel
Battalion Command/Safety 3
Engine Division/Group Supervisor 1
Pump Operator/Engineer 1
Rescue 2
Engine Division/Group Supervisor 1
Pump Operator/Engineer 1
Rescue/Support 2
Truck Division/Group Supervisor 1
Rescue/Support 4
Rescue Medical 2
EFFECTIVE RESPONSE FORCE 18
Critical Tasks for High Risk Tech. Rescue Response
Apparatus Critical Task Number of Personnel
Battalion Command/Safety 4
Engine Division/Group Supervisor 1
Pump Operator/Engineer 1
Rescue 2
Engine Division/Group Supervisor 1
Pump Operator/Engineer 1
Rescue/Support 2
Engine Division/Group Supervisor 1
Pump Operator/Engineer 1
Rescue/Support 2
Engine Rescue/Support 2
Truck Division/Group Supervisor 1
Rescue/Support 4
Rescue Medical 2
Rescue Medical 2

Critical Tasks for Very High Risk Tech. Rescue Response

EFFECTIVE RESPONSE FORCE 27
*These incidents are approached with the region's
mutual aid agreements to augment BHFD resources.

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Hazardous Materials Services
This pertains to hazardous materials detection and testing capabilities, which include multi-gas, radiation, and white powder testing. On a case-by-case basis, mutual aid from the Los Angeles City Fire Department (LAFD) becomes instrumental in incidents that require added resources. An LAFD HazMat Task Force is staffed with certified HazMat Technicians. Regional hazardous material Certified Unified Program Agency (CUPA), Los Angeles County Health HazMat, for technical assistance, is also utilized on certain HazMat events.

Low Risk Any incident that entails a four-personnel deployment.

Medium Risk Any incident that entails between 5-11 personnel deployment.

Apparatus Critical Task Number of Personnel
Engine Command 1
Pump Operator/Engineer 1
Investigation 2
EFFECTIVE RESPONSE FORCE 4
Critical Tasks for Low Risk HazMat Response
Apparatus Critical Task Number of Personnel
Battalion Command/Safety 2
Engine Division/Group Supervisor 1
Pump Operator/Engineer 1
Investigation 2
Truck Division/Group Supervisor 1
Investigation 4
EFFECTIVE RESPONSE FORCE 11
Critical Tasks for Medium Risk HazMat Response
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High Risk Any incident that entails a 12-18 personnel deployment.

Very High Risk Any incident that entails greater than 19 personnel deployment.

The BHFD does not have historical response data to score high risk Hazmat events.

Apparatus Critical Task Number of Personnel
Battalion Command/Safety 2
Engine Division/Group Supervisor 1
Pump Operator/Engineer 1
Investigation 2
Engine Division/Group Supervisor 1
Pump Operator/Engineer 1
Investigation 2
Engine/Rescue Division Group Supervisor 1
Medical 3
Truck Division/Group Supervisor 1
Investigation/Support 3
EFFECTIVE RESPONSE FORCE 18
Critical Tasks for High Risk HazMat Response
Apparatus Critical Task Number of Personnel
Battalion Command/Safety 4
Engine Division/Group Supervisor 1
Pump Operator/Engineer 1
Investigation 2
Engine Division/Group Supervisor 1
Pump Operator/Engineer 1
Investigation 2
Engine Division/Group Supervisor 1
Pump Operator/Engineer 1
Investigation/Support 2
Truck Division/Group Supervisor 1
Investigation/Support 4
Engine Decontamination 4
Rescue Medical 2

Critical Tasks for Very High Risk HazMat Response

EFFECTIVE RESPONSE FORCE 27
*These incidents are approached with the region's
mutual aid agreements to augment BHFD resources.

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Nurse Practitioner Unit
This refers to an EMS Division sub-program that responds for service via an ambulance, equipped with ALS and advanced provider equipment, designated as AP1. Its capabilities can be compared to a mobile urgent care model.

Low Risk Any incident that requires a two-personnel deployment consisting of a follow-up call (proactive) Medium Risk Any incident that requires between 3-7 personnel deployment, where a follow-up call evolves into an EMS call (reactive or treat-in-place).

High Risk Any incident that requires up to 12 personnel, consisting of a medical complaint with social service needs.

Apparatus Critical Task Number of Personnel
AP1 Patient Documentation 1
Primary Patient Care 1
EFFECTIVE RESPONSE FORCE 2
Critical Tasks for Low Risk Speicalized Service Response Apparatus Critical Task Number of Personnel
AP1 Patient Documentation 1
Primary Patient Care 1
*Medical Director (NPP) 1
Engine Command Safety 1
Gurney/Access 1
Patient Vitals/CPR 1
Primary Patient Care 1
EFFECTIVE RESPONSE FORCE 7
Critical Tasks for Medium Risk Specialized Service Response Apparatus Critical Task Number of Personnel
AP1 Patient Documentation 1
Primary Patient Care 1
*Medical Director (NPP) 1
Engine Command Safety 1
Gurney/Access 1
Patient Vitals/CPR 1
Primary Patient Care 1
Rescue Patient Documentation 1
Primary Patient Care 1
HS Social Services 2
MD Medical Director 1
EFFECTIVE RESPONSE FORCE 12
Critical Tasks for High Risk Specialized Service Response 128
Very High Risk Not applicable for this specific service.

The BHFD does not have historical response data to score High Risk Nurse Practitioner events. 129
Human Services
This pertains to social outreach services to the City’s underserved, disabled, unhoused, and vulnerable populations in collaboration with local and regional entities. The methodology for this program varies from the rest of other programs where a two-axis was used and “Impact” was excluded since its incident responses are comprised solely of non-emergent/non-dispatched calls.

Risk Scoring
Low Risk Any incident that pertains to an unhoused single adult.

Classification Category Description Numerical Range
Low Two (2) to Four (4) Personnel Response (Low Risk) 14.14 Moderate Five (5) to Eleven (11) Personnel Response (Medium Risk) 33.94 High Twelve (12) to Eighteen (18) Personnel Response (High Risk) 42.43 Human Services
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Medium Risk Any incident that pertains to a housed single adult or family.

High Risk Any incident that pertains to an unhoused family.

Geographical Planning Areas/Zones
The department is distinctly divided into three fire management zones, commonly referred to as “first-ins” or “districts,” based on key strategic locations of the three fire stations. The number of the fire management zone is indicative of the engine company housed within the area. For example, E3 and R3 are in fire management zone 3 or “District 3.” With each zone, various elements were considered based on population densities, structures, locations, historical incidents, Very High Fire Severity Zones (VHFSZ), and vegetation, to name a few:
131
Map 33: Response Areas
132
Below is another graphical depiction of the fire management zones utilizing the city’s geographic information system mapping:

Map 34: Fire Management Zones
The Computer-Aided Design (CAD) system keeps track of deployed units and dispatches the next geographically available unit to calls for service. Each fire station is strategically located to ensure the effective distribution of resources and limit undue risk from extended responses. Data on incident type, location, and frequency is reviewed on an annual basis.
133
The 5.71 square miles are split into three fire management zones that range in size from 1.45 square miles to 2.73 square miles. The 2024 net assessed property valuation is $46,832,300,172---per data derived from the Los Angeles County Office of Assessor---a 4.1% change from 2023.

Fire Management Zone 1 (FMZ1)
Fire Management Zone 1 is 1.53 square miles and is home to Fire Station 1, commonly referred to as“Headquarters.” Headquarters is part of Beverly Hills Civic Center, the administrative core of the city and home to City Hall, the Police Department, the Library, Information Technology, and more. It is recognizable by its historical landmark building designed by Charles Moore in a mixture of Spanish Revival, Art Deco, and Post-Modern styles. It includes courtyards, colonnades, promenades, and buildings, with both open and semi-enclosed spaces, stairways, and balconies.It was completed in 1990.

In the center of FMZ1 is a densely populated retail and commercial district known as the “Business Triangle.” The triangle consists of high-end flagship retail businesses, hotels, restaurants, and offices. This area includes the famous three-block-long section centered in the heart of the triangle, known as Rodeo Drive, creating substantial vehicle and pedestrian traffic. Rodeo Drive occasionally closes to vehicle traffic to host a collection of luxury, exclusive events ranging from Jewelry Festivals to Holiday Spectaculars.

Within FMZ1 are six very large hotels: The
Maybourne Beverly Hills, Beverly Hilton,
Waldorf Astoria, The Beverly Wilshire, The
Peninsula, and The Luxe Hotel. The majority of
these hotels have occupancies in excess of 500
persons per day, and the heights of these buildings
range from three to twelve stories. The meeting
and conference rooms can host events from 100 to
1500 participants. To date, the largest
development in the city’s history is underway,
which is the One Beverly Hills project, a 10-story,

17.5-acre luxury hotel complex.

FMZ1 has 29 high-rise buildings, which include
the City Hall facility, an eight-story high-rise
tower that is currently unoccupied from floors 5
to 8. Most of the high-rises in this zone are located
along Wilshire Boulevard from N Santa Monica to
Rexford Drive. Of particular concern are two
high-rise buildings that are residential (R-3
occupancies) and did not fall under the 1998
retrofit sprinkler mandate imposed on buildings
55 feet or higher. These are the only two high-rise
buildings in the city where automatic sprinkler systems were not installed, with no plans to install the systems.

Map 35: FMZ 1
134
There are two theaters in FMZ1: The Wallis Annenberg Center for the Performing Arts at 9390 N Santa Monica Boulevard, and the Paley Center for Media at 465 N. Beverly Drive. The Wallis Annenberg building functioned as a post office in 1933, which was later restored and modernized in 2013. It has two theaters; one is a 150-seat theater, and one is a 500-seat theater.

Three public schools are located in FMZ1: Beverly Hills High School, located at 241 Moreno Drive; Hawthorne Elementary (K through 5 grade), located at 624 N. Rexford Drive; and El Rodeo Elementary School (K through 5 grade), located at 504 Whittier Drive.

There are three private schools in FMZ1: Good Shepherd Catholic School, Beverly Hills Presbyterian Preschool/Kindergarten, and the Nessah Hebrew Academy.

There are two large public parks, two mini-parks, and one dog park in FMZ1. Beverly Canon Gardens, located at 241 N. Canon Drive, abuts The Montage Hotel. It has 33,000 square feet of green space with outdoor dining areas, water features, and a colonnade of walkways that connect Beverly Drive to Canon Drive. Beverly Gardens Park is a 1.9-acre park that runs adjacent to N Santa Monica Boulevard. Two mini parks are located in this zone, one at 125 S Reeves Dr. and the other at 154 N Crescent Drive. The city’s designated dog-friendly park is located at 344 N Foothill Road.

The Northern portion of FMZ1, prominently identified as “The Flats,” is zoned for Occupancy Group R-3 singlefamily residential medium density (4 dwellings/acre) and consists of large residential single-family homes ranging from approximately 5000-15,000 square feet on approximately 10,000 – 30,000 square foot lots.

Fire Management Zone 2 (FMZ 2)
Fire Management Zone 2 is 2.73 square miles and is home to Fire Station 2. FMZ2 is zoned single-family residential low density (1 dwelling/acre) and consists of very large luxury single-family estates. This zone is comprised of various buildings classified as assemblies, businesses, residential, storage, and miscellaneous occupancies.

There is one five-star hotel in this Planning Zone. The Beverly Hills Hotel is a three-story hotel located at 9641 Sunset Boulevard that hosts three public assembly ballrooms, 210 guest rooms/suites, and 23 bungalows and is classified as a Group R-1 occupancy. This hotel has many businesses and restaurants. There is a multi-level parking structure on the northern portion of the hotel property boundaries serving as vehicle parking for guests and employees, as well as other moderate hazard storage.

FMZ2 also contains ten reservoirs that maintain a total of 43 million gallons of potable water storage to provide operational, fire, and emergency storage. The reservoirs are located at various elevations to serve different pressure zones. Water moves throughout the system to higher or lower zones, utilizing booster pump stations to lift water to higher zones or pressure-reducing valves to move water to lower zones. Diesel backup engines are available at all boosterstations to provide emergency service in the event of an interruption in the Southern California Edison (SCE) power grid.

Built in 1970, Greystone Reservoir is the location of the city’s largest reservoir at 19.4 million gallons, and due to the hillside orientation, height above ground, and maximum capacity classifies, this reservoir as a dam. 135
There are three large public parks and one mini
park located in FMZ2: Will Rogers Memorial Park
at 9650 Sunset Boulevard, Coldwater Canyon
Park at 1100 N Beverly Drive, and the Greystone
Mansion & Gardens at 905 Loma Vista Drive. The
Maltz mini park is located at 9800 Sunset
Boulevard.

In 1992, Assembly Bill 337, known as the “Bates
Bill,” required all cities and counties in California
to identify within their communities “The Very
High Fire Hazard Severity Zones” or VHFHSZ.

VHFHSZ pertains to all FMZ2 north of Sunset
Boulevard, extending north to the city limits. This
is a densely populated area with homes embedded
in natural and landscaped vegetation. The 1,620
parcels that fall within this area have a total
valuation of $2.1 billion.

Once the city identified this VHFHSZ and
submitted it to the California Department of
Forestry and Fire Protection, the state required
that an ordinance be passed covering the
following elements:
• Minimum standards on roof coverings
• Minimum standards on clearances around occupied dwellings by removal of combustible vegetation • Minimum standards on clearances of tree limbs around chimneys • Regulations regarding the maintenance of trees and their litter on and around structures In May 2008, the City of Beverly Hills updated its fire code to include a new VHFHSZ map.

The City of Beverly Hills took a proactive approach to building safety in the 80s and 90s, requiring replacement and repair of existing roofs. The Wood Roof Replacement Ordinance was intended to prevent buildings from burning and spreading fire from home to home. In 1989, the City of Beverly Hills required that all new roofs must have a fireretardant roof covering or roof assembly that is listed as a Class A assembly. In 1993, the city required that all wood roofs be replaced with Class A roof assemblies by July 1, 2013; this date was later changed to July 1, 2014. On April 12, 2007, the Franklin Fire occurred, and three homes in Beverly Hills with non-compliant wood roofs were burned.

As of today, 55 structures remain non-compliant. Only 12 structures within the entire city are exempt from the regulations because they have been identified as historical landmarks.

Map 36: FMZ 2
136
Map 37: High Severity Fire Areas
137
Fire Management Zone 3 (FMZ3)
Fire Management Zone 3 is 1.45 square miles and
is home to Station 3. The area is zoned mostly
single-family high density (six dwellings/acre),
along with multi-family residential medium
density (45 dwellings/acre) and commercial lowdensity general. This zone is comprised of buildings classified as assemblies, a mix of
residential and commercial zones, high-hazard,
places of worship, and miscellaneous
occupancies. Two main thoroughfares, Olympic
Boulevard and Wilshire Boulevard, pass through
FMZ3. Numerous commuters pass along these
thoroughfares by either bus, vehicle, and the LA
Metro Purple Line Subway, which, upon
completion of this multi-year project, will add to
the daytime city population dependent upon city
services.

In FMZ 3, there are eight high-rise structures,
seven schools, three Synagogues, two Jewish
Temples, one Christian Science Center, and three
Consulate Generals (The Consulate General of
Brazil, The Consulate General of Colombia, and
The Consulate General of the Islamic Republic of
Afghanistan).

Two public schools are located in FMZ3: Beverly Vista is a 6th through 8th grade middle school located at 200 S. Elm Drive. Parts of the original school tower remain on the property because it is identified as a historical landmark.

Horace Mann is a Transitional Kindergarten through 5th-grade elementary school located at 8701 Charleville Way.

Five private schools from K through 8th grade: Kabbalah Children’s Academy, Page School, Temple Emmanuelle, Harkham Hillel Hebrew Academy, and Futures Academy.

There are four theaters in FMZ3: The Samuel Goldwyn Theater at 8949 Wilshire Boulevard; Ahrya Fine Arts at 8556 Wilshire Boulevard; Beverly Hills Music Hall at 9036 Wilshire Boulevard; and The Saban Theater at 8440 Wilshire Boulevard - the largest, with a seating capacity of up to 1,850 occupants.

There are also numerous medical centers offering imaging, dialysis, urgent care, oncology, outpatient surgery, and countless other services that often request paramedic transport to Emergency Hospital Care.

Map 38: FMZ 3
138
H. Historical Perspective and Summary of System Performance Distribution Factors
Distribution illustrates the geographic placement of first-due resources within the Beverly Hills community. The three existing fire stations are strategically located to address and cover the population served by the department.

Total emergency and non-emergency calls were tabulated for all units at each of the three stations. Station Totals and five-year totals represent the total number of calls for the entire department in a five-year period.

Table 13: Number of Incidents by Station (2020-2024)
Includes non-emergency calls. Fire Administration numbers are excluded, as they are not normally dispatched. Outof-district calls are not included.

Total percentage of emergency and non-emergency calls
over a five-year period for each of the three stations.

Figure 22: Percentage of Calls by District (2020-2024)* This table depicts the total emergency and non-emergency calls by district over a five-year period, including automatic aid and nearby districts.

Table 14: Count of Calls by
District (2020-2024)
139
Table 15: Calls by Station by Month (2020-2024)
This table illustrates the total emergency and non-emergency calls every month in each of the three fire districts. This also includes the total department monthly totals.

Table 16: Calls by Day of Week, by Station (2020-2024)
This particular matrix depicts the total emergency and nonemergency calls each day of the week by each of the three fire districts. Total department calls for each day of the week are also included.

This table reflects the total percentage of emergency and non-emergency calls for all three fire districts on weekdays versus weekends. The total number of calls is also included for reference only.

Table 17: Percentage of
Calls Weekday vs Weekend
(2020-2024)
140
Figure 23: Average Number of Incidents by Day of the Week (2020-2024) Percentage of emergency and non-emergency calls by all three fire districts on each day of the week.

Figure 24: Percentage of Incidents by Time of Day (2020-2024)* Percentage of emergency and non-emergency calls for all three fire districts by time of day. 141
Table 18: Calls by Time of Day, by Station (2020-2024)
Above are the numbers of emergency and non-emergency calls for each of the three fire districts by time of day. Total calls for the department by time of day are also included. 142
Concentration Factors
The Beverly Hills Fire Department deploys multiple resources from three strategically placed stations so that an initial effective response force can arrive on scene within the time frames outlined in the on-scene performance expectations.

Multiple ERFs are assembled to handle simultaneous calls for service by adequately staffing the department and through existing automatic and mutual aid agreements with adjoining agencies.

Table 19: Average Simultaneous Emergency Calls by Year (2020-2024) The above table reflects the total number of simultaneous emergency call incidents and the average number of simultaneous incidents per day in the city each calendar year over a five-year period.

Table 20: Simultaneous Emergency Cells by Station and Year (2020-2024) The table above depicts the total number of simultaneous emergency call incidents and the average number of simultaneous incidents per day by station each calendar year over a five-year period. 143
Reliability Factors
The following chart encompasses emergency calls for each discipline, as well as descriptive statistics such as the mean, median, minimum, maximum range, standard deviation, and percentiles (0%-100%). This is done so that all possible information is looked at from various perspectives and to ensure resources are placed strategically to meet the community’s needs. The mean is the average value of all the data points in the series, while the median is the exact midpoint of the data set. The minimum is the smallest value in the data set, and the adverse is true for the maximum.

The range is the difference between the maximum and the minimum. The standard deviation shows how widely distributed the data points are in relation to the mean. All of these calculations help to illustrate and measure the distribution of calls and to identify trends and outliers. Subsequent charts represent response times for all emergency calls for 2020-2024, and suppression calls for the same five-year span.

Table 21: Reliability Percentage by Year (2020-2024)
Figure 25: Statistics for All Emergency Calls (2020-2024) 144
Figure 26: Statistics for Fire Calls (2020-2024)
Figure 27: Statistics for EMS Calls (2020-2025)
145
Figure 28: Statistics for Hazardous Materials Calls (2020-2024) Figure 29: Statistics for Technical Rescue Calls (2020-2024) 146
Dataset Qualification

OUTLIER POLICY

PURPOSE
The policy establishes strategic thresholds in identifying data that shall be included or excluded for processing, turnout, travel, and response times. The thresholds are defined as follows:

Values that fall below the minimum threshold To be excluded from the dataset analysis Values that exceed the maximum threshold To be excluded from the dataset analysis Values within the range of both thresholds To be included in the dataset analysis The following constraints are also formulated to standardize the analysis:
 Only response units, including automatic/mutual aid (to meet effective response force criteria), are captured  Non-emergency runs and canceled calls are excluded
 Outgoing automatic/mutual aid is excluded
SCOPE

1. Suppression
Minimum Maximum
Processing 00:01 03:00
Turnout 00:01 04:00
Travel 00:01 12:00
Response 00:01 19:00

2. Emergency Medical Services
Minimum Maximum
Processing 00:01 03:00
Turnout 00:01 03:00
Travel 00:01 12:00
Response 00:01 18:00

3. Technical Rescue
Minimum Maximum
Processing 00:01 03:00
Turnout 00:01 04:00
Travel 00:01 12:00
Response 00:01 19:00

4. Hazardous Materials
Minimum Maximum
Processing 00:01 03:00
Turnout 00:01 04:00
Travel 00:01 12:00
Response 00:01 19:00

5. Wildland Fire (Vegetation)
Minimum Maximum
Processing 00:01 03:00
Turnout 00:01 04:00
Travel 00:01 12:00
Response 00:01 19:00

PROCEDURES
For each risk category (or incident type), minimum and maximum thresholds are instituted through the process of dataset analysis, thereby eliminating outliers that skew the data significantly. 147
Baseline Performance Tables (2020-2024)
90th Percentile Times – Baseline Performance for Low-Risk Emergency Response Services 90th Percentile Times – Baseline Performance for Moderate Risk Emergency Response Services 90th Percentile Times – Baseline Performance for High-Risk Emergency Response Services 90th Percentile Times - Baseline Performance for Low-Risk EMS The number of incidents was zero; hence, no representative table. 148
90th Percentile Times - Baseline Performance for Moderate Risk EMS 90th Percentile Times - Baseline Performance for High-Risk EMS The number of incidents was zero; hence, no representative table. 90th Percentile Times – Baseline Performance for Low-Risk Technical Rescue 90th Percentile Times – Baseline Performance for Moderate Risk Technical Rescue The number of incidents was zero; hence, no representative table. 90th Percentile Times – Baseline Performance for High-Risk Technical Rescue The number of incidents was zero; hence, no representative table. 90th Percentile Times - Baseline Performance for Low Risk HazMat The number of incidents was zero; hence, no representative table. 149
90th Percentile Times - Baseline Performance for Moderate Risk HazMat 90th Percentile Times - Baseline Performance for High Risk HazMat 90th Percentile Times - Baseline Performance for Low Risk Wildland The number of incidents was zero; hence, no representative table. 90th Percentile Times - Baseline Performance for Moderate Risk Wildland The number of incidents was zero; hence, no representative table. 90th Percentile Times - Baseline Performance for High Risk Wildland The number of incidents was insignificant (<10); hence, no representative table. 150
I. Evaluation of Service Delivery
Performance Objectives – Benchmarks
Emergency Response Services Program
For 90 percent of low-risk fires, the total response time for the arrival of the initial response force (IRF) staffed with 4 personnel shall be 5 minutes 29 seconds. The IRF shall be capable of establishing a command structure that provides for life safety, incident stabilization, and property conservation while placing the utmost importance on firefighter safety. The IRF shall be capable of providing an uninterrupted water supply; advancing an attack line for fire control; vertically ventilating the structure, and placing aerial and ground ladders.

For 90 percent of all moderate risk fires, the total response time for the arrival of the effective response force (ERF) staffed with a minimum of 11 operations personnel shall be 6 minutes 59 seconds. The ERF shall be capable of establishing a command structure that provides for life safety, incident stabilization, and property conservation while placing the utmost importance on firefighter safety. The ERF shall be capable of providing an uninterrupted water supply; advancing an attack line for fire control; vertically ventilating the structure, and placing aerial and ground ladders.

For 90 percent of high-risk and very high-risk fires, the total response time for the arrival of the ERF staffed with a minimum of 18 operations personnel and 27 personnel, respectively, shall be 7 minutes 05 seconds. The ERF shall be capable of establishing a command structure that provides for life safety, incident stabilization, and property conservation while placing the utmost importance on firefighter safety. The ERF shall be capable of providing an uninterrupted water supply; advancing an attack line and backup line for fire control; providing a rapid intervention crew; completing forcible entry; searching and removing victims from harm; providing medical care for the injured; vertically ventilating the structure; placing aerial and ground ladders; and performing salvage and overhaul.

All fire suppression activities shall be done in accordance with department standard operating guidelines while providing for the safety of responders and the public.

Emergency Medical Services Program
For 90 percent of the low-risk EMS response incidents, the total response time for the arrival of the initial response force, comprised of an ALS ambulance (2 paramedics) and an assessment engine (3 EMTs and 1 paramedic) or an assessment truck (4 EMTs and 1 paramedic), of which one person will be a company officer shall be: 5 minutes and 3 seconds in all areas of the City of Beverly Hills. The first-arriving unit shall be capable of assessing scene safety and establishing command; sizing up the situation; conducting initial patient assessment, and providing intervention.

For 90 percent of the moderate risk EMS response incidents, the total response time for the arrival of the effective response force (ERF), comprised of an ALS ambulance (2 paramedics) and an assessment engine (1 Captain, 1 Engineer, 1 Firefighter, and 1 paramedic) or an assessment truck (4 EMTs and 1 paramedic), of which one person will be a company officer shall be: 5 minutes and 30 seconds in all areas of the City of Beverly Hills. The first arriving unit shall be capable of assessing scene safety and establishing command; sizing up the situation; conducting initial patient assessment, and providing intervention.
151
For 90 percent of both high risk and very high risk EMS response incidents, the total response time for the arrival of the effective response force (ERF), comprised of 15 personnel (battalion, engine, rescue, USAR, and truck) and 19 personnel (with an additional engine company), respectively, shall be: 6 minutes and 55 seconds in all areas of the City of Beverly Hills.

Technical Rescue Services Program
For 90 percent of all-low technical rescue incidents, the total response time for the arrival of the initial response force shall be 6 minutes 0 seconds. It shall be staffed by an engine company (1-command; 1-pump operator/engineer; 2 investigation) and capable of conducting a 360 size-up, establishing command, evaluating the need for additional resources, and controlling immediate hazards. Personnel shall be capable of accessing stuck elevators, accessing locked vehicles, stabilizing compromised structures, and providing BLS to any victim without endangering response personnel. These operations shall be done in accordance with department standard operating procedures while providing for the safety of responders and the public.

For 90 percent of all moderate risk Technical Rescue incidents, the total response time for the arrival of the ERF, staffed with 11 operations personnel (battalion, engine, truck),shall be 5 minutes 23 seconds. The ERF shall be capable of conducting a 360 size-up, establishing command, evaluating the need for additional resources, stabilizing and controlling immediate hazards, and mitigating the incident.

For 90 percent of both high and very high risk technical rescue incidents, the total response time for the arrival of the ERF, staffed with 18 and 27 operations personnel, respectively, shall be 6 minutes 20 seconds. The ERF shall be capable of establishing command; appointing a qualified site safety officer; establishing patient contact; staging and apparatus set up; monitoring and controlling the environment; providing the appropriate knowledge, skills, and abilities (KSAs) to mitigate the incident; developing a communications plan; and providing first responder medical support. The technical KSAs and associated tasks will vary depending on the nature of the incident and associated hazards present.

Hazardous Materials Services Program
For 90 percent of low risk hazardous material incidents, the total response time for the arrival of the initial response force shall be 5 minutes and 0 seconds. It shall be staffed with an engine company with four personnel, capable of establishing command, evaluating the need for additional resources, and establishing the initial isolation distance.

For 90 percent of all moderate risk hazardous material incidents, the total response time for the arrival of the ERF shall be 5 minutes and 23 seconds. It shall be staffed with 11 operations personnel (battalion, engine, truck) capable of establishing command, evaluating the need for additional resources, and establishing the initial isolation distance.

For 90 percent of both high and very high risk level hazardous material incidents, the total response time for the arrival of the ERF shall be 7 minutes and 00 seconds. It shall be staffed with a total of 18 and 27 operations personnel, respectively.

Wildland Fire Services
For 90 percent of all wildland fire incidents, the total response time for the arrival of the initial response force shall be 6 minutes and 24 seconds. The first-due unit shall be staffed with a minimum of one command officer, one 152
engineer/pump operator, and 2 fire attack personnel. The unit must be capable of conducting a size-up, establishing command, assigning incoming resources, securing a water source, and initiating fire attack.

For 90 percent of all moderate risk wildland fire incidents, the total response time for the arrival of the ERF staffed with a minimum of 11 operations personnel shall be 7 minutes and 04 seconds. The ERF shall be capable of establishing a command structure that provides for life safety, incident stabilization, and property conservation while placing the utmost importance on firefighter safety. The ERF shall be capable of conducting a size-up, establishing command, assigning incoming resources, securing a water source, initiating fire attack, directing evacuation, and beginning hazard mitigation. All wildland fire suppression activities shall be done in accordance with department standard operating guidelines while providing for the safety of responders and the public.

For 90 percent of high and very high-risk wildland fire incidents, the total response time for the arrival of the ERF staffed with a minimum of 18 and 27 operations personnel, respectively, shall be 7 minutes and 34 seconds. The ERF shall be capable of establishing a command structure that provides for life safety, incident stabilization, and property conservation while placing the utmost importance on firefighter safety. The ERF shall be capable of conducting a sizeup; establishing command; assigning incoming resources; securing a water source; initiating fire attack; directing evacuation; providing structure defense; establishing medical groups for responders and the public; creating a communications plan; and beginning hazard mitigation. All wildland fire suppression activities shall be done in accordance with department standard operating guidelines while providing for the safety of responders and the public.

These operations shall be done in accordance with department standard operating procedures while providing for the safety of responders and the public.

Advanced Provider Response Unit (Nurse Practitioner Program) For 90 percent of all low risk APRU incidents, it shall be staffed with AP 1, consisting of 2 personnel (1 primary patient care, 1 patient documentation).

For 90 percent of all low-risk AP1 patients, the total response time will range from the same day of referral for AP1 service to no greater than 24 hours from the time of referral for AP1 service. In general, follow-up for low-risk AP1 patients is performed by AP1 being attached in real-time, through the CAD, to a concurrent EMS call or is initiated by a phone call from AP1’s Nurse Practitioner. Responding in real-time, and once on scene, the nurse practitioner will provide a physical assessment, diagnosis, carry out the associated plan of care, and discharge the patient with a disposition of care. Acting in a team capacity, AP1’s firefighter paramedic aids the nurse practitioner in the assessment, treatment, and or discharge of said patient.

If AP1 is not attached to an EMS call, AP1 will call the patient. The purpose of the phone call is to complete the NP Program intake process, triage the acuity of the patient’s chief complaint, correlate medical and social issues of concern, and create a course of action/plan of care. Should the patient’s acuity present as requiring assistance sooner rather than later, AP1 will arrange for a home visit (or other location) at the earliest opportunity. During said visit, and like patient care performed on scene of an EMS call, the nurse practitioner will provide a physical assessment, diagnosis, carry out the associated plan of care, and discharge the patient with a disposition of care with AP1’s firefighter paramedic aiding the nurse practitioner.
153
For delayed or minor patient presentations, arrangements for home visits may not be needed and or deferred (in the event a benign presentation progressively worsens). All low-risk APRU patients will have the encounter documented in the electronic health record.

For 90 percent of all medium APRU incidents, it shall be staffed with AP 1 and an engine company (1 command safety, 1 gurney/access, 1 primary patient care, 1 patient vitals/CPR).

For 90% of all medium-risk APRU patients, the total response time will be akin to the total response time for ALS Units. Medium-risk APRU patients are defined as patients who either initially present as low-risk patients but quickly deteriorate in health, thus requiring additional resources to render aid, or persons who call 911 for EMS, in which AP1 responds as a ‘first in ALS Unit.’ When AP1 is dispatched as a ‘first in’ resource, AP1 will act in the same manner as other ALS Unit responses. The engine company paramedic will gather pertinent patient information and history of present illness, as well as document the run. AP1’s paramedic will act as the primary clinician, assessing and treating the patient. AP1’s nurse practitioner will aid AP1’s paramedic, and the engine firefighter (EMT) will further assist the paramedics and nurse practitioner in patient care. The engine engineer will provide logistical and transportation support, and the engine captain will provide scene command. Should the patient require transport to the hospital, AP1 will provide transportation with, at minimum, AP1’s Nurse Practitioner providing patient care en route.

For 90 percent of both high-risk APRU incidents, it shall be staffed with a total of 12 personnel, with the addition of a Rescue, Human Services Team for social services, and a medical director.

For 90% of all high-risk APRU incidents, the total response time for AP1, once attached to the incident, will be synonymous with the total response time for ALS Units. By its nature, AP1 may act in one of two manners: as an ALS Unit, treating patients under Los Angeles County EMS Policy and Protocols, and as an APRU, providing Treat in Place services (mobile urgent care type service). Depending on the incident, the Incident Commander will decide on the best utilization of AP1. For prolonged incidents in which multiple patients are present, AP1 will primarily serve in a Treat in Place capacity. Additionally, should the patients require clinical or extraordinary care that extends beyond the scene itself, Social Workers (under human services) and or the Medical Director may be attached to the incident in real time and or consulted (virtually) for assistance in social service needs, complex out of hospital care and or coordination of care.

Human Services
For 90 percent of all low-risk incidents, the total response time for a follow-up assessment phone call will be made by the next business day, if not sooner. The first phone call is staffed by a single social worker or contracted staff member who will conduct a brief needs assessment. Once needs are identified, the social worker or contracted staff member will provide a comprehensive list of resources and referrals as an appropriate intervention. If the client has the ability to connect with referrals independently, social workers or contracted staff members will encourage them to do so to foster independence and self-reliance. Clients are encouraged to call back if they require additional assistance. If additional assistance is required, the call will advance to a moderate risk incident.

For 90 percent of all moderate risk incidents, the total response time for a follow-up assessment phone call will be made by the next business day, if not sooner. The first phone call is staffed by a single social worker or contracted staff member who will conduct a brief needs assessment. Once needs are determined, if the client requires additional 154
assistance connecting with resources, the social worker or contracted staff member will take a more involved role in coordinating services. This may include a home visit or a warm handoff to a contracted social services provider for follow-up care. A home visit may be arranged at the client’s convenience, which may be conducted by up to two social workers. Alternatively, when working with an unhoused person, up to two contracted staff members may provide referrals and transportation assistance to local social services agencies and other community-based organizations.

For 90 percent of all high-risk incidents, the response time for a follow-up assessment phone call will be made as soon as possible and no later than the next business day. The first phone call is staffed by a single social worker or contracted staff member who will conduct a brief needs assessment. If high acuity needs are identified and the client requires substantial assistance connecting with resources, the social worker or contracted staff member will prioritize coordination of resources and linkage to services. The social worker or contracted staff member will also offer a direct referral to a contracted social services provider to expedite ongoing care management services and/or a triage home visit, at the client’s convenience, with up to two social workers to ensure overall safety. If abuse or neglect is suspected, the social worker(s) or contracted staff will file a report with the appropriate protection agency if applicable.

Alternatively, when working with an unhoused person, up to two contracted staff members may provide warm referrals and transportation assistance to local social services agencies and other community-based organizations.

Performance Objectives – Baselines
Emergency Response Services Program
The department relies on automatic aid and mutual aid from neighboring fire departments to provide its ERF complement of personnel. These resources are immediately available as part of a seamless response system. The department’s actual baseline service level performance is as follows:

For 90 percent of all low-risk fires, the total response time for the arrival of the first-arriving engine company was 9 minutes and 28 seconds. The first-due unit was staffed with a minimum of one company officer, one engineer, one firefighter-paramedic, and one firefighter. The unit was capable of conducting a 360 size-up, establishing command, assigning incoming resources, securing a water source, and initiating rescue or fire attack while meeting the OSHA two-in/two-out policy. These operations were done in accordance with department standard operating procedures while providing for the safety of responders and the public.

For 90 percent of all moderate risk fires, the total response time for the arrival of the ERF, staffed with a minimum of 9 operations personnel was 6 minutes and 18 seconds. It shall be capable of establishing a command structure that provides for life safety, incident stabilization, and property conservation while placing the utmost importance on firefighter safety.

For 90 percent of all high-risk fires, the total response time for the arrival of the ERF, staffed with a minimum of 27 operations personnel, was 7 minutes and 53 seconds. It was capable of establishing a command structure that provides for life safety, incident stabilization, and property conservation while placing the utmost importance on firefighter safety. In addition, it was also capable of providing an uninterrupted water supply; advancing an attack line and backup line for fire control; providing a rapid intervention crew; completing forcible entry; searching and removing 155
victims from harm; providing medical care for the injured; vertically ventilating the structure; placing aerial and ground ladders; and performing salvage and overhaul.

All emergency response activities were done in accordance with department standard operating guidelines while providing for the safety of responders and the public.

Emergency Medical Services Program
The Beverly Hills Fire Department (BHFD) had a statistically insignificant number of low and high risk EMS events to provide accurate data. Therefore, there are no baseline statements provided for the initial and effective response force for these risk categories.

For 90 percent of moderate risk EMS incidents, the total response time for the arrival of the ERF was 8 minutes and 1 second. The first-arriving unit was an ALS ambulance (2 paramedics), an assessment engine (3 EMTs and 1 paramedic), or an assessment truck (4 EMTs and 1 paramedic). The first arriving unit was able to assess scene safety and establish command; size up the situation; conduct the initial patient assessment, and provide ALS.

Technical Rescue Services Program
For 90 percent of all low risk technical rescue incidents, the total response time for the arrival of the first-arriving company was 6 minutes and 25 seconds. The first-due unit was staffed with a minimum of one company officer, one engineer, one firefighter-paramedic, and one firefighter and capable of conducting a 360 size-up, establishing command, evaluating the need for additional resources, and controlling immediate hazards. Personnel were capable of accessing stuck elevators, accessing locked vehicles, stabilizing compromised structures, and providing basic life support to any victim without endangering response personnel. These operations were in accordance with department standard operating procedures while providing for the safety of responders and the public.

The BHFD had statistically insignificant moderate and high risk technical rescue events to provide accurate data.

There is, therefore, no baseline statement.

Hazardous Materials Services Program
For 90 percent of all moderate risk hazardous material incidents, the total response time for the arrival of the initial response force was 7 minutes and 54 seconds, and the ERF was 7 minutes and 43 seconds. The initial response force is staffed with 8 firefighters, two of whom are officers. The effective response force was capable of evaluating and identifying the hazardous material, determining the need for additional resources, and acting in a defensive containment measure as needed.

For 90 percent of high-risk level hazardous material incidents, the total response time for the arrival of the effective response force was 6 minutes and 54 seconds. The effective response force was capable of providing a dedicated Incident Safety Officer, emergency or mass decontamination, and defensive containment measures.

The BHFD had statistically insignificant low risk hazardous materials events that required an ERF to provide accurate data. There are, therefore, no baseline statements provided for the effective response force for this risk category. In addition, these incidents are approached with the region's mutual aid agreements to augment BHFD's resources. 156
Wildland Fire Services
The department relies on automatic aid and mutual aid from neighboring fire departments to provide its effective response force complement of personnel. These resources are immediately available as part of a seamless response system.

BHFD had statistically insignificant wildland fire service events during the last five years that required an initial or ERF to provide accurate data. Therefore, there are no baseline statements provided.

Advanced Provider Response Unit (Nurse Practitioner Program) The BHFD did not have a statistically significant number of these responses; therefore, there is no baseline performance statement for the Nurse Practitioner Program.

Human Services
The BHFD did not have a statistically significant number of these responses; therefore, there is no baseline performance statement for the Human Services Program.

Performance Gaps – Baseline to Benchmark Time Gap
Emergency Response Services Program
BHFD is working and monitoring diligently its performance benchmarks for emergency response services. It can be highlighted that it has reached its benchmark goal in the moderate risk ERF.

Hazardous Materials Program
It is worth noting that it has reached its benchmark goal in the hazardous materials high risk ERF.

Overall, continuous improvement is key to maintain performance and to further bolster the other programs response times as well.
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1st/ERF Urban/Rural Baseline Benchmark Gap
1st Due Urban 9:28 5:29 03:59
n=57
ERF Urban 8:59 6:44 02:15
n=53
2020-2024 Low Risk Emergency Response Services Times
1st/ERF Urban/Rural Baseline Benchmark Gap
1st Due Urban 7:02 6:27 00:35
n=78
ERF Urban 7:53 7:05 00:48
n=43
2020-2024 High Risk Emergency Response Services Times
Emergency Medical Services (EMS)
1st/ERF Urban/Rural Baseline Benchmark Gap
1st Due Urban 6:19 5:03 01:16
n=555
ERF Urban 8:01 5:30 02:31
n=390
2020-2024 Moderate Risk EMS Response Times
1st/ERF Urban/Rural Baseline Benchmark Gap
1st Due Urban 6:19 6:12 00:07
n=44
ERF Urban 6:18 6:59 00:41
n=35
2020-2024 Moderate Risk Emergency Response Services Times 158
Technical Rescue
1st/ERF Urban/Rural Baseline Benchmark Gap
1st Due Urban 6:25 6:00 00:25
n=112
ERF Urban 6:25 5:00 01:25
n=102
2020-2024 Low Risk Tech Rescue Response Times
Hazardous Materials
1st/ERF Urban/Rural Baseline Benchmark Gap
1st Due Urban 7:54 5:01 02:53
n=10
ERF Urban 7:43 5:23 02:20
n=10
2020-2024 Moderate Risk Hazmat Response Times
1st/ERF Urban/Rural Baseline Benchmark Gap
1st Due Urban 7:17 6:07 01:10
n=48
ERF Urban 6:54 7:00 00:06
n=46
2020-2024 High Risk Hazmat Response Times
Community Areas for Program Delivery and Coverage Improvement

1. The increased response time to the Trousdale Area (northeast part of the city) is an area requiring improvement. This could be remedied with the addition of a fourth fire station centrally located for a decreased response time. The options to staff a new fire station could include a move-up engine or rescue (staffed with two personnel) during peak times, a two-person quick response vehicle, or an engine company staffed with a paramedic. Another option would be to relocate (rebuild) the existing Fire Station 2 facility to a new location in closer proximity to – and with more expedient access to – the Trousdale area.

2. The continued decrease in fire frequency and an increase in other types of emergency calls for service dictates a rebranding in the mission of the fire department. The BHFD should embark on a promotion campaign to describe all of the services provided by the department. Branding BHFD as an all-risk emergency response force is a better depiction of what BHFD does on a daily basis.

3. BHFD Hazardous Materials Program should be revamped. Due to the organizational structure and personnel deployment model, responsibility is fragmented, which oftentimes leads to gaps in training and service 159
delivery. Appointing a specific individual with the appropriate training, experience, and education to administer the program would improve service delivery.

4. Service delivery is adversely impacted during the orientation training of newly hired firefighters, as on-duty resources are used to augment the training cadre. Developing a cadre of regularized trainers would improve consistency of content and would yield better results with new recruits. Using this training model in lieu of in-service companies would improve response times, reduce the negative impact of stacked calls, and keep companies in their districts during orientation training.

5. BHFD could improve service delivery by utilizing the data from Fire View to help manage the daily schedule.

An example of this is the company-level fire prevention inspection program, where emergency call volume patterns should be considered when assigning apparatus for inspection days. Using the data from Fire View will allow for the effective adjustment of schedules to reduce the impact of having specific companies out of service for fire prevention during their peak volume hours and days. This same theory can be applied to training, vehicle maintenance, and other ancillary duties on a daily basis.

6. Improving IT systems and enhancing the technical support provided is an area that can be improved.

Computer-aided dispatch (CAD) is outdated and does not meet departmental needs. Mobile data computers (MDCs) often do not function correctly, which makes it difficult to access information while en route to calls, increases radio traffic, and results in inaccurate response time data. Updating and continuing to maintain systems would improve communication on calls, improve access to necessary information, and improve the accuracy of data.

7. Seek opportunities to provide alternate destination transportation options to patients who do not require Emergency Department level treatment and who might be better served with mental health care, social services, or other assistance. This would ensure that each patient receives the proper care from the appropriate provider on every call. It would also reduce congestion in local emergency departments, which would ensure their availability for those needing acute care.

8. Staff the Nurse Practitioner Unit on a more regularized basis. Currently, there is no provision for staffing NP1 when assigned personnel are on leave. Staffing either position on a constant basis would improve the quality of the program and ensure an optimal service level for the community. 160
Recommendations for Improved Effectiveness in Deployment and Coverage Evaluation and analysis of BHFD responses have shed light on several opportunities for continuous improvement in both the delivery of services and the reduction in response times. While some of these changes require an investment in infrastructure, there are also quite a few that can be implemented almost immediately. The list below enumerates options that will further enhance the organization’s effectiveness in deployment, coverage, and service delivery to the community:

1. The dispatch center does not have a written policy for emergency call handling and dispatching times.

Currently, there is an unofficial policy to answer the call within three rings, but no policy exists regarding the use of nationally accepted practices for alarm handling (time of pick up to the time the fire department is notified). The current use of a manual desk bell system is outdated and unreliable.

Recommend: Develop and implement a policy to align with national consensus standards for call handling and dispatching times.

2. CAD reports from the Public Safety Answering Point (PSAP) do not include alarm handling times.

Additionally, data from the PSAP (our dispatch center) does not automatically transfer to the BHFD’s records management system (RMS).

Recommend: Update the CAD software to allow for a seamless transition of data that can be utilized to study the effectiveness of emergency response programs within the BHFD.

3. Explore an alternative communications center that has the capabilities to dispatch within guidelines developed and provided by BHFD and has software interoperability with the BHFD RMS.

Recommend: Determine the feasibility of utilizing an alternative communications center for 911 services within Beverly Hills.

4. Evaluate the current fire station alerting system and analyze its capability to provide customizable dispatching options to improve information for better turnout time. Implement the closest unit dispatching through global positioning systems and the use of automated vehicle location. Move away from general district dispatching and move towards dispatching the closest unit available.

Recommend: Identify specific systems and applications that need improvement and collaborate with information technology in the research, development, and implementation of an improved fire station alerting system.

5. Appraise and assess the location of fire stations in the city while determining if response times can be further optimized.

Recommend: Determine the feasibility of identifying other options for station locations. 161
J. Performance Maintenance and Improvement Plans
Compliance Team / Responsibility
To ensure the agency is meeting current service level objectives, continuous monitoring of service level baselines must be conducted on a regular basis. The Compliance Team, made up of the Standards of Cover Team, will review service level baselines on a quarterly basis. Included in the review shall be a summary of the results of the service level objectives, a comparison of current results to previous results, and calculations of the difference in results between time periods.

Performance Evaluation and Compliance Strategy
The Compliance Team will review the response demands within each zone and the identified risks within. The Community Risk Reduction (Fire Prevention Bureau) and the Systems Integrator will determine if there have been any changes within a planning zone, changes to service demands, or changes in standards or operations that impact the service level objectives or the Standards of Cover document. These reviews will be conducted regularly. To aid in the collection and presentation of this information, the Compliance Team will work as a group to assemble all required information and assist the Accreditation Manager in the interpretation of data and considerations for improvement toward achieving targets (benchmarks).

For quality assurance purposes, below is a table of the requisite performance evaluation and compliance strategy action items, along with prescribed recurrence and corresponding accreditation performance indicators:

Table 22: Performance Evaluation and Compliance Strategy Action Items Requirement Frequency Performance Indicator
Internally report performance data. Quarterly 2D.2
Monitor altering conditions in the community. Annually 2D.3 Review performance monitoring methodology. Annually 2D.4 Determining performance gaps. Annually 2D.6
Inform AHJ of performance gaps. Annually 2D.9
Compliance Verification Reporting
With continuous improvement being the underlying goal, the department will remain steadfast in addressing the community’s needs, adjusting its benchmarks when needed, and keeping its Community Risk Assessment/Standards of Cover (CRA/SOC) current and pertinent.

The Operations Division, headed by the deputy fire chief, will evaluate performance objectives at a holistic level.
• On a daily basis, the battalion chiefs are to monitor and provide a response analysis report.
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• Monthly reports that illustrate performance metrics by unit, station, and shift will be produced, standardized, and communicated to all personnel through the chain of command.

An annual report will be generated and comprising of thorough validation of the department’s level of service, response time performance measures, newly-mandated regulations, level of effective response force capability, data analysis, new or developing trends that may impact service delivery, and compliance of critical tasks will be disseminated to all personnel and the Authority Having Jurisdiction (AHJ) by the deputy fire chief and/or the fire chief.

Continuous Improvement Strategy
In accordance with established goals and objectives, the department will diligently track its baselines and stated benchmarks. Constant collaboration between the deputy fire chief and the fire marshal is critical to ensure that service demands are assessed when reviewing risks and response demands in each district.

From a bottom-up approach, the SOC Team and the fire chief shall generate a plan that serves as groundwork for its ongoing performance assessments, while the AHJ (Administration) approves the final version of such plan. This approach is congruent with the CRA/SOC’s responsibilities methodology, as it pertains to the monitoring, evaluating, and reporting of the department’s performance plan (as illustrated below).

Figure 30: Fire Department’s Performance Plan
Equally important, the Compliance Team will meet and confer annually to reassess and ameliorate needed revisions or adjustments in the CRA/SOC.
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K. Appendices
Appendix A: ISO PPC Summary Report
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Appendix B: Automatic Aid Agreement
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Appendix C: Department Annual Statistics (2020-2024)
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