AGENDA

BUENA PARK CITY COUNCIL REGULAR MEETING TUESDAY, JUNE 8, 2021 5:00 P.M.

PUBLIC HEARINGS AT 6:00 P.M. COUNCIL CHAMBER 6650 BEACH BOULEVARD BUENA PARK, CALIFORNIA

SPECIAL NOTICE REGARDING COVID-19 On March 4, 2020, Governor Newsom proclaimed a State of Emergency in California as a result of COVID-19. The Governor issued Executive Order N-25-20, which allows Council Members to attend City Council meetings telephonically. Please be advised that some, or all, of the City of Buena Park Council Members and staff may attend this meeting telephonically.

This meeting will allow public attendance in person with the following precautions in place to ensure the health and safety of the public:

 Attendees must submit to a verbal health screening and temperature check before entering the Council Chamber.

 Attendees will be required to wear a face covering at all times while in the Council Chamber or City Hall.

 Social distancing of 6 feet is required at all times. Designated seating has been identified for public use.

Members of the public may also submit their comments and questions in writing, for City Council consideration, by sending them to the City Clerk at [email protected]. Please submit all comments and questions by 4:00 p.m., on Tuesday, June 8, 2021. All comments and questions will be read during the meeting.

All meetings of the City Council are available on the City’s website at www.buenapark.com and the City's Cable Channel BPTV Channel 3/99. Please contact the City Clerk's Office at (714) 562-3750, for any questions.

Our core values are excellence, communication, teamwork, commitment, respect, and integrity.

Please turn off all cell phones when the meeting is in session. City Council Meeting of June 8, 2021 Page 1 Agenda June 8, 2021 Page 2

CALL TO ORDER 5:00 P.M.

ROLL CALL COUNCIL MEMBER ARTHUR C. BROWN COUNCIL MEMBER SUSAN SONNE COUNCIL MEMBER ELIZABETH A. SWIFT MAYOR PRO TEM SUNNY YOUNGSUN PARK MAYOR CONNOR TRAUT

INVOCATION RABBI LAWRENCE GOLDMARK

PLEDGE OF ALLEGIANCE COREY SIANEZ, CHIEF OF POLICE

CITY MANAGER REPORT

ORAL COMMUNICATIONS

This is the portion of the meeting set aside to invite public comments regarding any matter within the jurisdiction of the City Council. Public comments are limited to no more than three minutes each. If comments relate to a specific agenda item, those comments will be taken following the staff report for that item and prior to the City Council vote. Those wishing to speak are asked to complete a speaker identification form located at the council chamber entrance and place it in the box near the speaker’s lectern.

CONSENT CALENDAR NOTICE The items listed under the Council Consent Calendar are considered routine business and will be voted on together by one motion unless a Council Member requests separate action. At this time the City Council or public may ask to speak on any item on the Consent Calendar.

CONSENT CALENDAR (1 – 5)

1. APPROVAL OF MINUTES

Recommended Action: Approve Minutes of the Special City Council Meeting of May 8, 2021 and the Special and Regular City Council Meetings of May 11, 2021.

2. RESOLUTIONS APPROVING CLAIMS AND DEMANDS

Recommended Action: Adopt Resolutions.

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3. RESOLUTION ADOPTING THE COMMUNITY DEVELOPMENT BLOCK GRANT (CDBG) 2021-2022 REVISED ANNUAL ACTION PLAN Purpose: Authorize the Economic Development Division to submit the CDBG 2021-2022 revised Annual Action Plan to HUD. This item would add approximately $12,389 to the CDBG FY 2021-2022 budget.

Recommended Action: 1) Adopt a resolution approving the City of Buena Park’s CDBG FY 2021-2022 revised Annual Action Plan; and 2) Authorize submission of the CDBG FY 2021-2022 revised Annual Action Plan to the U.S. Department of Housing and Urban Development (HUD).

4. ADOPT A RESOLUTION ADOPTING THE CITY OF BUENA PARK EMERGENCY OPERATIONS PLAN – BASIC PLAN Purpose: To approve the Emergency Operations Plan – Basic Plan. There are no costs associated with this request.

Recommended Action: 1) Adopt a resolution adopting the City of Buena Park’s Emergency Operations Plan (EOP) – Basic Plan; and 2) Authorize staff to make any necessary, non-monetary changes to the EOP when necessary at the discretion of the City Manager.

5. RESOLUTION TO COMMENCE LAYOFFS OF SPECIFIED VACANT JOB CLASSIFICATIONS AND AMEND THE BUENA PARK JOB CLASSIFICATION PLAN UPDATING THE BUYER JOB CLASSIFICATION SPECIFICATION Purpose: To commence layoffs of specified vacant job classifications and to adopt the revised Buyer job classification specification. There is no budget impact from these items.

Recommended Action: 1) Adopt a resolution approving the elimination of, and resulting layoff from, specified vacant job classifications; 2) Approve the revised job classification specification for the Buyer; and, 3) Adopt a resolution amending the City’s Classification Plan to revise the Buyer classification.

END OF CONSENT CALENDAR

City Council Meeting of June 8, 2021 Page 3 Agenda June 8, 2021 Page 4

NEW BUSINESS (6 – 8)

6. FINAL PAYMENT FOR THE ARTESIA BOULEVARD TSSP CORRIDOR - PHASE II PROJECT Presented by Norm Wray, Senior Engineering Technician

Purpose: Authorize the Public Works Department to issue final payment and file a Notice of Completion for the Artesia Boulevard Corridor TSSP – Phase II. This project was funded by OCTA Project P grant funds and the Gas Tax Fund (Account No. 24-9806- 590144).

Recommended Action: 1) Accept project as complete and approve final payment to Dynalectric in the amount of $3.49; and 2) Direct the Public Works Department to file a Notice of Completion.

7. APPROVE AMENDMENT NO. 2 TO THE PROFESSIONAL SERVICES AGREEMENT WITH SIEMENS MOBILITY, INC. Presented by Norm Wray, Senior Engineering Technician

Purpose: Approve an amendment to the agreement with Siemens Mobility, Inc., by extending the term for one additional year for maintenance and repair of traffic signals throughout the City. The total cost is $274,497.48 and funds are budgeted in the traffic signal maintenance account.

Recommended Action: 1) Approve Amendment No. 2 to the Professional Services Agreement (PSA) No. 19-01, with Siemens Mobility Inc. / Yunex, LLC, Austin, TX, in the amount of $274,497.48; 2) Authorize the City Manager and City Attorney to make any necessary non-monetary changes to the amendment; and, 3) Authorize the City Manager and City Clerk to execute the amendment.

8. RESOLUTION TO ADOPT A MEMORANDUM OF UNDERSTANDING BETWEEN THE CITY OF BUENA PARK AND THE BUENA PARK TECHNICAL, OFFICE AND PROFESSIONALS ASSOCIATION (BPTOP) Presented by Eddie Fenton, Assistant City Manager/Director of Human Resources

Purpose: To approve a successor labor contract with the Buena Park Technical, Office, and Professionals Association and associated pay tables. The budget impact for the one-year term is estimated at $128,000.

Recommended Action: 1) Adopt a resolution approving a successor Memorandum of Understanding (MOU) between the City of Buena Park and the Buena Park Technical, Office, and Professionals Association; and, 2) Approve a budget amendment in the amount of $128,000 for this purpose.

City Council Meeting of June 8, 2021 Page 4 Agenda June 8, 2021 Page 5

MAYOR/CITY COUNCIL REPORTS & CALENDAR a. Scheduling dates for future City Council meetings. b. Identifying items for future discussion.

RECESS

STUDY SESSION (9 – 13) (Reconvene in the Council Chamber)

9. DISCUSS AND PROVIDE DIRECTION FOR AN ON-STREET PARKING RECONFIGURATION ON EL COCO WAY IN THE VICINITY OF PEAK PARK Presented by Norm Wray, Senior Engineering Technician

10. DISCUSS AND PROVIDE DIRECTION FOR ESTABLISHING A REDISTRICTING COMMISSION FOR THE CITY OF BUENA PARK Presented by Adria M. Jimenez, MMC, City Clerk

11. DISCUSS AND PROVIDE DIRECTION REGARDING DIRECTION TO COUNCIL MEMBER-SELECTED VOTING DELEGATE(S) FOR REGIONAL AND STATE COMMITTEE MEETINGS Presented by Adria M. Jimenez, MMC, City Clerk

12. CITY MANAGER REPORT

13. COMMISSION/COMMITTEE REPORT

ADJOURNMENT

City Council Meeting of June 8, 2021 Page 5 Agenda June 8, 2021 Page 6

This agenda contains a brief general description of each item to be considered. Supporting documents are available for review and copying at City Hall or at www.buenapark.com. Video streaming of the meeting is available on the City’s website. This governing body is prohibited from discussing or taking action on any item which is not included in this agenda; however, may ask clarifying questions, ask staff to follow-up, or provide other direction. The order of business as it appears on this agenda may be modified by the governing body.

In compliance with the Americans with Disabilities Act, if you need accommodations to participate in this meeting, contact the City Clerk’s Office at (714) 562-3750 or the California Relay Service at 711. Notification at least 48 hours prior to the meeting will enable the City to make arrangements to assure accessibility.

If you would like to participate in any matter of business on the agenda and would like translation in Chinese, Korean, Spanish, Tagalog, or Vietnamese, please contact the City Clerk’s Office at (714) 562-3750 48-hours prior to the meeting. Residents requiring translation during Oral Communications are encouraged to bring interpreters.

시의제 목록에 있는 정식 안건에 대해 의견을 발표하고 싶으신 경우, 중국어, 한국어, 스패니쉬, 타갈로에 대한 통역사가 필요하시면 시미팅 48시간전 시서기 오피스로 (714-562-3750) 연락하시면 됩니다. 정식안건이 아닌 주민 발언시간에 발표하실 경우, 본인의 통역사를 직접 모시고 오시면 감사하겠습니다.

Si le gustaría participar en audiencia pública o cualquier asunto de negocios programado en la agenda y necesita traducción en chino, coreano, español, tagalo o vietnamita, comuníquese con la Oficina del Secretario de la Ciudad, 48 horas antes de la reunión al (714) 562-3750. Para participar en los comentarios públicos sobre cualquier otro asunto dentro de la jurisdicción del ayuntamiento, se les recomienda que traiga un intérprete.

如果您想参与议程上的任何事务，并希望翻译成中文，韩文，西班牙文，他加禄文或越南文，请联系市政文员办公室， 网址为（714）562-3750在会议开始前48小时。鼓励在口头交流中需要翻译的居民带同传译员。

Kung nais ninyong lumahok sa anumang usapin ng negosyo sa agenda at kailangan ang pagsasalin sa wikang Tsino, Koreano, Espanyol, Tagalog, o Vietnamese, mangyaring makipag-ugnay sa Opisina ng Clerk ng Lungsod sa (714) 562-3750 48-oras bago ang pulong. Ang mga residente na nangangailangan ng pagsasalin sa Oral Communications ay hinikayat na magdala ng mga tagasalin.

Nếu bạn muốn tham gia vào bất kỳ vấn đề kinh doanh nào trong chương trình nghị sự và muốn dịch sang tiếng Trung, tiếng Hàn, tiếng Tây Ban Nha, tiếng Tagalog hoặc tiếng Việt, vui lòng liên hệ với Văn phòng Thư ký Thành phố tại (714) 562-3750 48 giờ trước cuộc họp. Cư dân yêu cầu dịch thuật trong Giao tiếp bằng miệng được khuyến khích mang theo thông dịch viên.

I, Adria M. Jimenez, MMC, City of Buena Park, do hereby certify, under penalty of perjury under the laws of the State of California that a full and correct copy of this agenda was posted pursuant to Government Code Section 54950 et. seq., at the following locations: Buena Park City Hall, 6650 Beach Blvd., the Buena Park Library, 7510 La Palma Avenue, and uploaded to the City of Buena Park website www.buenapark.com.

Date Posted: June 3, 2021 Adria M. Jimenez, MMC, City Clerk

City Council Meeting of June 8, 2021 Page 6 MINUTES OF A SPECIAL MEETING OF THE BUENA PARK CITY COUNCIL HELD MAY 8, 2021

Vol. 52 Pg. 63

CALL TO ORDER

The City Council met in a special meeting on Saturday, May 8, 2021, at 10:08 a.m., at the Community Gardens, located on Thelma Ave. west of Knott Ave., on the Edison Right-of-Way, Mayor Traut presiding.

ROLL CALL

PRESENT: Brown, Park, Traut ABSENT: None EXCUSED: Sonne, Swift

Also present: Jim Box, Community Services Director

ORAL COMMUNICATIONS

Mayor Traut announced the public may at this time address the members of the City Council on any matters within the jurisdiction of the City Council. There being none, Mayor Traut closed oral communications.

NEW BUSINESS (1)

1. COMMUNITY GARDENS WORKSHOP ON COMMUNITY GARDENS MASTER PLAN WHICH INCLUDES PERIMETER FENCE UPGRADES, COMMUNITY TEACHING AREA, AND A REST AREA

Mayor Traut introduced city councilmembers followed by introduction of Gary Vasquez, Landscape Architect of David Volz Design. Mr. Vasquez conducted a site evaluation of the community gardens with those present which included a site walk through. After the walk through, all community members including the Mayor and Council Members participated in a table top design exercise which included discussion of what new aspects they would like to see as part of the master plan concept for the community gardens. This was followed by each group presenting their ideas and thoughts of their discussion from their table. In conclusion of this presentation, a recap of all design thoughts were stated.

ADJOURNMENT

There being no further business, Mayor Traut adjourned the meeting at 11:55 a.m.

Mayor ATTEST:

City Clerk

City Council Meeting of June 8, 2021 Page 7 MINUTES OF A SPECIAL MEETING OF THE BUENA PARK CITY COUNCIL HELD MAY 11, 2021

Vol. 50 Pg. 1

CALL TO ORDER

The City Council met in a special meeting on Tuesday, May 11, 2021, at 3:30 p.m., in the Council Chamber of the Civic Center, 6650 Beach Boulevard, Buena Park, California, Mayor Traut presiding.

ROLL CALL

PRESENT: Brown, Swift, Park, Traut ABSENT: None EXCUSED: Sonne

Also present were: Aaron France, City Manager; Chris Cardinale, City Attorney; and Adria M. Jimenez, MMC, City Clerk.

PLEDGE OF ALLEGIANCE The Pledge of Allegiance was led by City Attorney Cardinale.

ORAL COMMUNICATIONS

Mayor Traut announced the public may at this time address the members of the City Council on any matters within the jurisdiction of the City Council. There being none, Mayor Traut closed oral communications.

CLOSED SESSION (1 - 6)

Mayor Traut stated the need for a closed session as scheduled and ordered the meeting into closed session.

1. WORKER'S COMPENSATION CLAIMS Pursuant to Gov. Code Section 54956.95 Name of Case: Lori Young v. City of Buena Park

2. CONFERENCE WITH LEGAL COUNSEL – EXISTING LITIGATION Pursuant to Gov. Code Section 54956.9(d)(1) Name of Case: Buena Park Successor Agency and City of Buena Park vs. BA Hotel & Resort, LLC Case No.: 30-2019-01114045-CU-OR-CJC

3. CONFERENCE WITH LEGAL COUNSEL – ANTICIPATED LITIGATION Pursuant to Gov. Code Section 54956.9(d)(4) Based on existing facts and circumstances, the City is seeking legal advice on whether to protect the City’s rights and interests by initiating litigation.

Number of potential cases: One

4. CONFERENCE WITH LEGAL COUNSEL – ANTICPATED LITGATION Pursuant to Gov. Code Section 54956.9(d)(4) Based on existing facts and circumstances, the City is seeking legal advice on whether to protect the City’s rights and interests by initiating litigation.

Number of potential cases: One

Mayor Pro Tem Park recused herself from discussion on Item No. 4 due to a conflict of interest.

City Council Meeting of June 8, 2021 Page 8 Minutes May 11, 2021 Vol. 50 Pg. 2

5. THREAT TO PUBLIC SERVICES OR FACILITIES Pursuant to Gov. Code Section 54957 Consultation with: Aaron France, City Manager; Adria Jimenez, City Clerk; and, Eddie Fenton, Assistant City Manager

6. CONFERENCE WITH LABOR NEGOTIATOR Pursuant to Gov. Code Section 54957.6 Agency Negotiator: Eddie Fenton, Assistant City Manager/Director of Human Resources Employee Organization: Buena Park City Employees’ Association; Buena Park Technical, Office, and Professionals Association; Buena Park Management Unit; Buena Park Police Management Association; Buena Park Police Association; Buena Park Unrepresented Employees.

Mayor Traut reconvened the meeting in open session and it was announced that no reportable action was taken for Item Nos. 1 – 6.

ADJOURNMENT

There being no further business, Mayor Traut adjourned the meeting at 4:24 p.m.

Mayor ATTEST:

City Clerk

City Council Meeting of June 8, 2021 Page 9 MINUTES OF CITY COUNCIL MEETING OF THE CITY OF BUENA PARK HELD MAY 11, 2021

Regular Meeting of May 11, 2021

(TO BE PROVIDED)

City Council Meeting of June 8, 2021 Page 10 RESOLUTION NO. ______

RESOLUTION OF THE CITY COUNCIL OF THE CITY OF BUENA PARK, CALIFORNIA ALLOWING CERTAIN CLAIMS AND DEMANDS IN THE SUM OF $ 730,276.69 COVERING REGULAR PAYROLL ENDING MAY 14, 2021

NOW, THEREFORE, THE CITY COUNCIL OF THE CITY OF BUENA PARK DOES HEREBY RESOLVE, DETERMINE AND ORDER AS FOLLOWS:

SECTION 1: That in accordance with Section 37208 of the Government Code, the Director of Finance or his designated representative hereby certifies to the accuracy of the following demands and to the availability of funds for payment thereof.

______Director of Finance

SECTION 2: The claims and demands in the sum of $ 730,276.69 set forth on this 8-page register attached to this resolution and made a part hereof have been audited as required by law and are hereby allowed in the amount set forth.

PASSED AND ADOPTED this _____ day of ______2021 by the following called vote:

AYES:

NOES:

ABSENT:

ABSTAIN:

______Mayor

ATTEST:

______City Clerk

City Council Meeting of June 8, 2021 Page 11

RESOLUTION NO. ______Page 2

I hereby certify that the foregoing resolution was duly and regularly passed and adopted at a regular meeting of the City Council of the City of Buena Park held this _____ day of ______2021.

______City Clerk

City Council Meeting of June 8, 2021 Page 12 SUNGARD PUBLIC SECTOR PAGE NUMBER: 1 DATE: 05/20/2021 CITY OF BUENA PARK PAYREP83 TIME: 11:55:00 CHECK REGISTER(CONCISE) SELECTION CRITERIA: checkhis.pay_run=’LD2’ ALL CHECKS

PAYRUN: LD2 DATE: 05/21/2021 CHECK DEPOSIT CHECK NUMBER AMOUNT AMOUNT MAN/VOID −−−−−−−−−−EMPLOYEE−−−−−−−−−− ID NUMBER V340387 543.12 .00 CARNES, AMANDA 734 V340388 3,548.71 .00 COPPING, SARA 951 V340389 5,418.30 .00 FRANCE, AARON 1650 V340390 569.68 .00 JOSEPH, ERIC 2391 V340391 2,128.98 .00 VAN STRATTEN, GINA 5439 V340392 529.84 .00 BROWN, ARTHUR 655 V340393 596.66 .00 PARK, YOUNGSUN 4001 V340394 631.23 .00 SONNE, SUSAN 5161 V340395 576.35 .00 SWIFT, ELIZABETH 5190 V340396 657.16 .00 TRAUT, CONNOR 5399 V340397 2,393.84 .00 CAZARES, LUCIE 755 V340398 1,979.66 .00 COLES−GUZMAN, MARY 950 V340399 1,562.62 .00 GUERRA, SARAH 1470 V340400 4,138.53 .00 JIMENEZ, ADRIA 2297 V340401 1,090.87 .00 OZAKI, GRACE 3881 V340402 3,272.56 .00 BURNETT, ALICE 684 V340403 4,653.22 .00 FENTON, EDWARD 1564 V340404 1,507.63 .00 KERN, DONNA 2574 V340405 2,472.52 .00 VALDEZ, REBECCA 5490 V340406 3,103.12 .00 GARCIA, ADRIAN 1700 V340407 874.11 .00 GLAVIN, BARBARA 1768 V340408 2,945.39 .00 HERNANDEZ, GLORIA 2092 V340409 324.78 .00 HUTCHINSON, SANDRA 2200 V340410 5,573.61 .00 HYUN, SUNG 2248 V340411 2,124.60 .00 KIM, MIN 2584 V340412 2,221.09 .00 MENDOZA, MARIA 3293 V340413 1,477.62 .00 PAK, TIMOTHY 3955 V340414 1,943.27 .00 PEREZ, JESSICA 4111 V340415 1,652.88 .00 RITTENHOUSE, DORA 4428 V340416 1,698.90 .00 RODRIGUEZ, JACQUELINE 3962 V340417 1,670.34 .00 SCHALLER, DIANE 1937 V340418 2,242.19 .00 TOMASSETTI, JEEVANI 5623 V340419 3,340.34 .00 AVERELL, MARK 272 V340420 1,560.89 .00 FAN, STEPHANIE 1542 V340421 1,268.18 .00 BELTRAN, CINDY 467 V340422 2,578.89 .00 CULL, ROBERT 1012 V340423 2,499.21 .00 HADLEY, BRIAN 1946 V340424 2,153.13 .00 LESTER, ALEXANDER 2868 V340425 648.56 .00 TAE, RAY 5196 V340426 2,265.75 .00 TART, ANDRE 5235 V340427 2,248.95 .00 BERROTERAN, RAUL 476 V340428 3,497.85 .00 CAMACHO, MARIO 731 V340429 1,311.39 .00 CATALDO, JOHN 766 V340430 792.58 .00 COHEN−DORON, JILL 841 V340431 970.34 .00 CRABTREE, DAVID 708 V340432 1,772.39 .00 DAVIS−VALENTINE, SUZANNE 1085 V340433 1,404.90 .00 MACIAS, JUDITH 2996 V340434 3,413.65 .00 MESHRAM, SWATI 3321 V340435 2,308.33 .00 MORENO, BRAULIO 3553 V340436 779.41 .00 SANCHEZ, VIVIANA 4616 City Council Meeting of June 8, 2021 Page 13 SUNGARD PUBLIC SECTOR PAGE NUMBER: 2 DATE: 05/20/2021 CITY OF BUENA PARK PAYREP83 TIME: 11:55:00 CHECK REGISTER(CONCISE) SELECTION CRITERIA: checkhis.pay_run=’LD2’ ALL CHECKS

V340437 2,034.22 .00 SANTOS, RUTH 4640 V340438 1,812.52 .00 ZAPIEN, ERNESTINE 5777 V340439 1,934.27 .00 ARDAIZ, LANA 190 V340440 621.13 .00 CORONA, JOSE 952 V340441 2,857.96 .00 DHAUW, MELISSA 1170 V340442 1,882.22 .00 FEWER, JESSICA 580 V340443 1,187.78 .00 NAVA, JANINE 3703 V340444 1,846.66 .00 SUAREZ, SARABETH 5169 V340445 2,471.92 .00 COTA, LORRAINE 954 V340446 4,961.02 .00 DIERINGER, RYAN 1145 V340447 3,942.90 .00 GEYER, BRADLEY 1692 V340448 2,230.44 .00 LOPEZ, JESSICA 2936 V340449 4,818.96 .00 NUNES, FRANK 3813 V340450 6,854.79 .00 SIANEZ, COREY 4882 V340451 3,553.57 .00 CARRETO, JOSHUA 760 V340452 1,393.58 .00 CHARNES, LANCE 783 V340453 1,061.27 .00 DAHLGREEN, DOLORES 1080 V340454 3,428.72 .00 ESCAMILLA, MARIO 1529 V340455 2,452.80 .00 LAM, DAVID 2790 V340456 2,943.66 .00 MIKIEWICZ, SIMON 3360 V340457 1,553.18 .00 NOVOTNY, MARY 3705 V340458 4,055.08 .00 PAHNG, JAMES 4143 V340459 4,401.89 .00 PINO, RICHARD 4171 V340460 2,561.19 .00 SANUSI, RHEZA 4601 V340461 2,164.21 .00 SEMAAN, NADIA 4740 V340462 424.70 .00 ARCOS−REALPE, LIZ 191 V340463 2,401.84 .00 BARAJAS, MAYRA 357 V340464 2,497.58 .00 BARR, LISA 366 V340465 2,776.30 .00 BUTH, CATHERINE 561 V340466 476.29 .00 CAMPOS, LOLANI 728 V340467 50.73 .00 CHOI, JOSHUA 808 V340468 1,078.37 .00 CONN, SANDRA 961 V340469 245.88 .00 DIERINGER, REGINA 1515 V340470 2,748.84 .00 ESCOBEDO, STACEY 1530 V340471 2,865.37 .00 ESQUETINI, MARIA 1536 V340472 2,581.02 .00 GARCIA, SCARLET 1663 V340473 2,443.42 .00 MAERKER, ELIZABETH 3017 V340474 2,753.67 .00 MCGRATH, CODY 3220 V340475 828.43 .00 MORALES MALDONADO, IVETT 3490 V340476 454.25 .00 PALMA CARDENAS, DIANA 3970 V340477 230.52 .00 RANGEL, PRISCILLA 4337 V340478 371.83 .00 ROMERO, LISBETH 4516 V340479 2,002.84 .00 SHERIFF, SAMANTHA 2096 V340480 656.31 .00 SIFUENTES, GISSELLE 4861 V340481 230.52 .00 SILVA, OSCAR 4886 V340482 346.06 .00 SILWAL, KRISTINA 1 V340483 2,335.72 .00 TANIGUCHI, MELISSA 5230 V340484 638.43 .00 VALDIVIA, CAROLINA 5450 V340485 1,740.98 .00 ALCALA, BRITTANY 58 V340486 1,771.77 .00 FIORE, KATE 1560 V340487 1,950.82 .00 FOX, CHARITY 1641 V340488 651.76 .00 KUHN, MICHELLE 2730 V340489 534.90 .00 KUHN, TARI 2747 V340490 1,794.20 .00 MAERTZ, DANA 3018 V340491 2,626.54 .00 MENDIVEL, CHRISTINA 3299 V340492 1,792.26 .00 NGO, CATHERINE 3752 City Council Meeting of June 8, 2021 Page 14 SUNGARD PUBLIC SECTOR PAGE NUMBER: 3 DATE: 05/20/2021 CITY OF BUENA PARK PAYREP83 TIME: 11:55:00 CHECK REGISTER(CONCISE) SELECTION CRITERIA: checkhis.pay_run=’LD2’ ALL CHECKS

V340493 1,600.81 .00 PENDLETON, SUN 4080 V340494 1,282.38 .00 TENG, LING−FEI 2871 V340495 1,692.46 .00 UMLAH, AMBER 5435 V340496 4,942.21 .00 BAILEY, JOHN 355 V340497 3,422.24 .00 BATES, PATRICK 378 V340498 4,542.51 .00 BERNAL, DAVID 480 V340499 2,445.64 .00 BERNAL, GABRIEL 500 V340500 2,909.42 .00 BOUDREAU, CORY 583 V340501 3,855.08 .00 BOURNE, CLIFFORD 5612 V340502 3,380.23 .00 BOYD, ROBERT 584 V340503 2,894.17 .00 BOYER, CAMERON 585 V340504 3,423.42 .00 BOYINGTON, DEVIN 594 V340505 3,177.74 .00 CARNEY, PATRICK 752 V340506 4,242.62 .00 CARNEY, THOMAS 751 V340507 2,989.06 .00 CARTER, BRET 767 V340508 2,583.74 .00 CHAMBERS, DEME’TREK 801 V340509 3,241.66 .00 CHARALAMBOUS, CHRISTOS 802 V340510 2,903.13 .00 CHOI, JONATHON 827 V340511 2,314.85 .00 CRUZ, LINDSAY 997 V340512 2,463.93 .00 DAVIS, JONATHAN 1083 V340513 2,326.64 .00 EK, CHRISTOPHER 1477 V340514 2,122.24 .00 ESCOBEDO, DOMINICK 1521 V340515 2,633.47 .00 FRANKLIN, KEVIN 1649 V340516 3,974.49 .00 GALOS, MICHAEL 1680 V340517 3,670.84 .00 GANO, KEVIN 1742 V340518 3,283.76 .00 GONZALEZ, OSCAR 1785 V340519 2,841.49 .00 GUZMAN, XIOMARAH 1924 V340520 3,824.35 .00 HERST, RYAN 2102 V340521 3,099.71 .00 HORNUNG, FRANK 9267 V340522 2,293.30 .00 KALAGIAN, BRYANT 2436 V340523 3,265.57 .00 KIMERY, ERIC 2657 V340524 3,049.80 .00 KOTANI, DIANA 1585 V340525 3,163.93 .00 KRANTZ, PETER 2724 V340526 3,528.95 .00 LEE, CONNOR 2861 V340527 3,137.67 .00 LOPEZ, WILLYVALDO 2941 V340528 3,006.35 .00 LOVETERE, JOSEPH 2962 V340529 2,392.60 .00 MOON, DAVID 3479 V340530 2,563.82 .00 MORALES, FRANK 3489 V340531 2,813.84 .00 MUNOZ, OSCAR 3605 V340532 5,393.49 .00 NGUYEN, NGHIA 3755 V340533 5,451.39 .00 NYHUS, CHRISTOPHER 3808 V340534 4,132.94 .00 O’DETTE, DIRK 3823 V340535 2,911.10 .00 PANTOJA, DAVID 3986 V340536 5,128.94 .00 PELTON, GREGORY 4086 V340537 4,908.77 .00 PLUMLEE, ROGER 4180 V340538 2,510.19 .00 PROCEL, ANDY 4243 V340539 3,539.63 .00 RAMIREZ, ANGEL 4314 V340540 2,977.34 .00 RUBALCAVA, EFRAIN 4590 V340541 3,169.78 .00 SALAZAR, RYAN 4626 V340542 2,880.47 .00 SANG, DAVID 4639 V340543 2,468.73 .00 SARGENT, LEWIS 4729 V340544 2,971.90 .00 SETTE, BRIAN 4662 V340545 3,134.69 .00 SOLIS, DANIEL 5000 V340546 2,563.82 .00 TEWELL, MELISSA 5282 V340547 4,666.36 .00 TOMSICK, MARTIN 5360 V340548 1,297.40 .00 TRAN, JENNIFER 5423 City Council Meeting of June 8, 2021 Page 15 SUNGARD PUBLIC SECTOR PAGE NUMBER: 4 DATE: 05/20/2021 CITY OF BUENA PARK PAYREP83 TIME: 11:55:00 CHECK REGISTER(CONCISE) SELECTION CRITERIA: checkhis.pay_run=’LD2’ ALL CHECKS

V340549 3,877.81 .00 VU, JEFFREY 5519 V340550 3,377.30 .00 VU, KRISTINE 63 V340551 4,419.05 .00 WEAVER, CHAD 5577 V340552 3,829.77 .00 WILLIAMS, JUDITH 5660 V340553 2,568.31 .00 YO, DANIEL 5752 V340554 1,782.73 .00 BAGGIO, TINA 320 V340555 1,735.06 .00 BINYON, ERIC 506 V340556 1,922.17 .00 CHAN, KARA 795 V340557 2,545.20 .00 COLON, BOBBY 900 V340558 2,775.18 .00 HARTLEY, BENJAMIN 2040 V340559 2,976.67 .00 JOHNSON, BRYAN 2300 V340560 2,689.10 .00 LINDSEY, KEVIN 2873 V340561 6,721.45 .00 RICE, JAMES 4408 V340562 1,632.51 .00 SAUCEDA, CATHLEEN 4645 V340563 4,255.17 .00 SHADDOW, JON−MICHAEL 4837 V340564 3,678.87 .00 ALFONZO, JESSE 64 V340565 1,734.74 .00 BOUDREAU, LAURA 2192 V340566 3,801.30 .00 DAVENPORT, JOSEPH 1094 V340567 2,981.33 .00 GENTNER, GEORGE 1765 V340568 2,665.76 .00 HAM, JASON 1952 V340569 4,096.01 .00 HONG, ALEX 2130 V340570 3,401.63 .00 HOOVER, JOEY 2153 V340571 3,316.43 .00 JIMENEZ, GUSTAVO 2285 V340572 3,875.84 .00 LEPE, SERGIO 2901 V340573 2,379.95 .00 LOPEZ, GUILLERMO 2958 V340574 2,507.89 .00 LOPEZ, VANESSA 2929 V340575 3,295.42 .00 LOWE, AUSTIN 2956 V340576 3,628.82 .00 LUONG, ANDY 2967 V340577 2,358.95 .00 MOELLER, SARAH 3590 V340578 1,993.57 .00 O’DETTE, NANCY 1920 V340579 3,566.91 .00 PEREZ, OSCAR 4130 V340580 2,141.61 .00 SULLIVAN, STACEY 5160 V340581 3,335.18 .00 TRAN, TUYET 5424 V340582 3,024.66 .00 TREADWAY, SARA 4210 V340583 2,044.32 .00 VAZQUEZ HERRERA, SONIA LIZBETH 5496 V340584 4,851.44 .00 HENEIN, NABIL 2078 V340585 1,273.52 .00 THOMAS, KIMBERLY 5320 V340586 1,272.44 .00 WILKERSON, PHYLLIS 5651 V340587 1,531.20 .00 ALMANZA, MINERVA 79 V340588 2,906.72 .00 ALQAM, NADER 71 V340589 3,399.04 .00 ARABOLU, DEEPTHI 178 V340590 3,078.68 .00 HUNT, JOSEPH 2249 V340591 3,008.93 .00 KIM, KENNETH 2587 V340592 2,650.73 .00 LANNAN, GREGORY 2791 V340593 1,955.75 .00 LUONG, TEDDY 2961 V340594 3,971.69 .00 MIKHAEL, MINA 3359 V340595 2,212.81 .00 PENA, MANUEL 2933 V340596 2,682.17 .00 SINGHAL, ANNIE 4893 V340597 2,166.66 .00 TRAFICANTE, KATRINA 195 V340598 2,858.03 .00 WRAY, NORMAN 5725 V340599 2,179.47 .00 AUBUCHON, LAURIE 250 V340600 3,967.92 .00 BRODOWSKI, DOUGLAS 650 V340601 1,759.57 .00 GENERA, ELIZABETH 1685 V340602 1,537.44 .00 LUX, ANDREA 2972 V340603 980.04 .00 ALVAREZ, ARMANDO 62 V340604 1,758.73 .00 BACA, ANDREW 315 City Council Meeting of June 8, 2021 Page 16 SUNGARD PUBLIC SECTOR PAGE NUMBER: 5 DATE: 05/20/2021 CITY OF BUENA PARK PAYREP83 TIME: 11:55:00 CHECK REGISTER(CONCISE) SELECTION CRITERIA: checkhis.pay_run=’LD2’ ALL CHECKS

V340605 1,703.54 .00 BRITO, MICHAEL 642 V340606 1,645.37 .00 CANTORAN, DANIEL 726 V340607 1,054.30 .00 CONNELY, NATHAN 926 V340608 985.29 .00 DANG, JOHN 1053 V340609 985.29 .00 DIAZ, JOEY 1171 V340610 265.44 .00 ESCALONA MORENO, MIGUEL 1517 V340611 1,952.69 .00 ESCATEL−OROSCO, PEDRO 1537 V340612 929.98 .00 GARCIA GARCIA, ABRAHAM 1676 V340613 2,515.87 .00 GONZALEZ, ALEJANDRO 1783 V340614 1,080.98 .00 GRIMES, DAVID 1881 V340615 3,305.10 .00 LIBUNAO, NINO 2912 V340616 1,039.98 .00 MAGDALENO, CARLOS 3034 V340617 1,074.56 .00 MUNOZ, GENE 3600 V340618 980.04 .00 ORTIZ, DANIEL 3862 V340619 1,767.12 .00 RIVERA, JOE 4450 V340620 1,061.76 .00 SAAVEDRA, EDWIN 4628 V340621 1,776.90 .00 SANCHEZ, CESAR 4609 V340622 1,147.12 .00 SERNA, JUAN 4728 V340623 1,712.92 .00 VAZQUEZ, JOE 5473 V340624 3,984.89 .00 CARRILLO, EDWARD 765 V340625 2,074.79 .00 ELLS, ZACHARY 1500 V340626 2,134.39 .00 FINCH, BARRETT 1574 V340627 2,780.22 .00 HAGAN, KEVIN 1947 V340628 2,631.32 .00 HUNT, ROBERT 2252 V340629 3,941.76 .00 KRALKA, JAROSLAW 2723 V340630 2,984.19 .00 KVENBO, SCOTT 2750 V340631 3,453.36 .00 MCGEE, MICHAEL 9306 V340632 1,905.81 .00 MENDOZA, JOHN 3292 V340633 1,082.47 .00 MILLER, DAVID 3390 V340634 1,929.64 .00 MOJARRO, ANDREW 3082 V340635 2,855.47 .00 MOORE, FRANK 3486 V340636 1,438.02 .00 ROMERO, FIDEL 4530 V340637 1,862.64 .00 SANCHEZ, JUAN 4617 V340638 1,815.12 .00 SPEAR, ANTHONY 5011 V340639 2,025.51 .00 STEPHENSON, MARK 5122 V340640 1,702.51 .00 TAVARES, JAMEY 5231 V340641 1,685.25 .00 TEJADA, JOSE 5246 V340642 1,600.64 .00 VENEGAS MENDEZ, JAVIER 5491 V340643 2,122.73 .00 AMARO, MOSES 125 V340644 2,031.37 .00 BRADLEY, JOHN 632 V340645 1,910.48 .00 DAHL, TERRY 1084 V340646 1,577.43 .00 ESPINOZA, CARLOS 1527 V340647 1,769.02 .00 GARCIA ORTEGA, JOSE 1636 V340648 1,942.96 .00 KOSS, MICHAEL 2718 V340649 2,311.72 .00 MARTINEZ, GABRIEL 3139 V340650 1,890.30 .00 MASON, DANIEL 3164 V340651 1,830.21 .00 MELLADO, KIM 3289 V340652 2,229.18 .00 MERROW, MATTHEW 3316 V340653 1,683.57 .00 OTTEN, DAVID 3869 V340654 2,910.51 .00 PORTER, JEFFREY 4174 V340655 1,937.87 .00 RODRIGUEZ, EDWARD 4479 V340656 980.04 .00 SOLOMAN, CARLOS 4891 V340657 1,127.69 .00 THOMAS, DAVID 5316 V340658 1,477.17 .00 WELLS, ANTHONY 5610 V340659 1,582.92 .00 ZARAGOZA, EDUARDO 5788 V340660 436.84 .00 JONES, WILLIAM 2389 City Council Meeting of June 8, 2021 Page 17 SUNGARD PUBLIC SECTOR PAGE NUMBER: 6 DATE: 05/20/2021 CITY OF BUENA PARK PAYREP83 TIME: 11:55:00 CHECK REGISTER(CONCISE) SELECTION CRITERIA: checkhis.pay_run=’LD2’ ALL CHECKS

V340661 2,697.00 .00 MACIAS, RAYMOND 2998 V340662 2,082.37 .00 VIGIL, JEREMIAH 5489 V340663 2,111.25 .00 WEAR, JOHN 5606 V340664 9,239.64 .00 BOX, JAMES 576 V340665 1,462.38 .00 CHAVEZ, ARIANA 788 V340666 1,718.88 .00 FRANKLIN, RANDY 1644 V340667 1,905.56 .00 GONZALES, SYLVIA 1776 V340668 4,542.91 .00 KURATA, DALE 2749 V340669 1,581.93 .00 MORALES, LAUREN 3487 V340670 881.87 .00 RODRIGUEZ, MEGAN 4487 V340671 161.67 .00 ALCANTAR, SOFIA 50 V340672 351.71 .00 ASCENCIO, LIZBETH 231 V340673 72.99 .00 AWAIS, AYESHA 269 V340674 308.57 .00 BHANDAVIA, SUHANI 492 V340675 119.44 .00 CABUSAO, NINA MARINELLA 729 V340676 169.97 .00 CANSECO, EDMUNDO 715 V340677 414.67 .00 CISNEROS, MICHELLE 812 V340678 72.99 .00 COLON, MADELYN 902 V340679 388.65 .00 CORTES, KIMBERLY 956 V340680 199.07 .00 DE BROUWER, DIEGO 1098 V340681 272.08 .00 DESA, SOPHIA 1122 V340682 431.34 .00 DETERDING, COLBY 1125 V340683 399.76 .00 DOWDLE, JACKSON 1386 V340684 426.60 .00 ECHEVESTE SERRANO, FERNANDO 1456 V340685 460.72 .00 ESCALANTE NUNEZ, LESLIE 1516 V340686 179.17 .00 FLORES, ADEENA 1577 V340687 492.10 .00 GARDNER, REHANI 1666 V340688 178.41 .00 GOMEZ, ARLENE 1774 V340689 200.02 .00 GONZALEZ, LUIS 1780 V340690 384.88 .00 GRANADOS VALDEZ, OCTAVIO 1874 V340691 72.99 .00 GUTIERREZ, MICHELLE 1925 V340692 595.84 .00 HARRISON−ROTH, LEE ANNE 2010 V340693 402.75 .00 HERNANDEZ, KARINA 2097 V340694 235.80 .00 HERNANDEZ, KATE 2091 V340695 705.01 .00 HOLLOWAY, ELIZABETH 2185 V340696 246.01 .00 INIGUEZ, JENNIFER 2290 V340697 652.74 .00 JARA, REBECCA 2292 V340698 126.08 .00 JORDAN, LAURYN 2390 V340699 331.20 .00 KANTATHAVORN, SAMANTHA 2439 V340700 637.78 .00 LOPEZ, ANGELICA 2928 V340701 503.69 .00 MARQUEZ PINEDO, ANALISA 3118 V340702 235.58 .00 MARTINEZ, RAELENE 3131 V340703 449.09 .00 MARTINEZ, SERENA 3147 V340704 46.45 .00 MAY, REBECCA 3 V340705 464.51 .00 MERCADO, CASSIDY 3302 V340706 349.04 .00 MOLAR, BARBARA 3449 V340707 318.53 .00 MUNOZ, ALBERT−MICHAEL 3602 V340708 152.63 .00 MYZEL, ILYN 3628 V340709 182.49 .00 NUNEZ, HAZEL 3806 V340710 612.40 .00 ONTIVEROS, IZABELLA 3864 V340711 396.78 .00 OSUNA, JULIO 3879 V340712 72.99 .00 RAFAEL, MICHAEL 4306 V340713 690.01 .00 REYNOLDS, BRANDON 4384 V340714 179.17 .00 RIVERA GOMEZ, YAMILEX 4432 V340715 568.77 .00 ROMERO, SELENA 4521 V340716 72.99 .00 SANCHEZ, VALERIE 4629 City Council Meeting of June 8, 2021 Page 18 SUNGARD PUBLIC SECTOR PAGE NUMBER: 7 DATE: 05/20/2021 CITY OF BUENA PARK PAYREP83 TIME: 11:55:00 CHECK REGISTER(CONCISE) SELECTION CRITERIA: checkhis.pay_run=’LD2’ ALL CHECKS

V340717 185.81 .00 SEEBECK, TASHIANA 4663 V340718 79.63 .00 SONGU, MANIKA 5013 V340719 318.53 .00 SORIA, NOAH 5004 V340720 298.62 .00 SOTO, JONATHAN 5007 V340721 380.54 .00 STEPHENSON, PARKER 5123 V340722 554.84 .00 STRICKLER, LINDA 5135 V340723 254.07 .00 TREJO, CYNDIE 5394 V340724 158.29 .00 TU, KATHY 5422 V340725 2,220.89 .00 VAN SICKLE, MICHELLE 2076 V340726 238.78 .00 VAZQUEZ−BARTOLO, VANESSA 5493 V340727 350.14 .00 VERA, DIANA 5478 V340728 454.01 .00 BARRIOS, DIANA 318 V340729 26.54 .00 BLOKDYK, ADAM 2 V340730 278.71 .00 BUTTNER, MATTHEW 689 V340731 512.46 .00 CABRAL, MARISSA 739 V340732 461.17 .00 CHANG, RYUN 804 V340733 846.08 .00 CUNNINGHAM, DEVIN 1010 V340734 873.19 .00 FRANKLIN, XITLALIT 1646 V340735 768.87 .00 FRISAN, EMILY 1596 V340736 1,060.78 .00 GUTIERREZ, HANNAH 1916 V340737 1,059.67 .00 HARTDIGE, MARCUS 2039 V340738 1,123.67 .00 HEASTON, BRANDON 2073 V340739 741.79 .00 KLOEPFER, CODY 2704 V340740 320.16 .00 LAWLOR, SARAH 2778 V340741 300.06 .00 OSBORN, JAMES 3874 V340742 850.59 .00 RODRIGUEZ, PERLA 4488 V340743 811.31 .00 TRUJILLO−CRUZ, ERIKA 5404 V340744 470.82 .00 AGUILAR, KALVIN 23 V340745 483.21 .00 ALLEN, LEONA 65 V340746 444.61 .00 CERVANTES, BRIANA 757 V340747 1,044.99 .00 CERVANTES, MARIAH 762 V340748 734.07 .00 COTA, MARISSA 959 V340749 1,292.93 .00 DAVIS, TANIKKA 1082 V340750 1,581.91 .00 DE LUNA LOPEZ, KATHIA 1109 V340751 506.55 .00 DETERDING, CARSON 1132 V340752 401.48 .00 GARCIA, MARIBEL 4244 V340753 663.22 .00 HONG, YI 2189 V340754 335.11 .00 JACINTO, AMELIA 2259 V340755 608.97 .00 JIMENEZ ROBLEDO, JUAN 2286 V340756 181.65 .00 LOPP, KEITH 2922 V340757 574.98 .00 LORA, CHRISTINE 2921 V340758 271.59 .00 MACIAS, JONATHAN 2990 V340759 564.06 .00 MANCIA, SAMANTHA 3032 V340760 139.36 .00 MOHLMASTER, SAVANNAH 3452 V340761 1,662.86 .00 NIELSEN, ROSEMARY 3760 V340762 500.86 .00 NORIEGA, MICHELLE 3782 V340763 565.49 .00 O’NEILL, LARISSA 3829 V340764 448.50 .00 QUIAMBAO, SHEENA 4296 V340765 901.74 .00 RAMIREZ, EMILIO 4320 V340766 179.98 .00 RUIZ, ANA 4591 V340767 224.71 .00 SAMPAT, SHREEYA 4627 V340768 2,721.32 .00 SAUCEDA, MARK 4642 V340769 355.05 .00 SHIELDS, JACOB 4838 V340770 440.37 .00 SIRENA, JENNIFER 4890 PAYRUN TOTAL City Council Meeting of June 8, 2021 Page 19 SUNGARD PUBLIC SECTOR PAGE NUMBER: 8 DATE: 05/20/2021 CITY OF BUENA PARK PAYREP83 TIME: 11:55:00 CHECK REGISTER(CONCISE) SELECTION CRITERIA: checkhis.pay_run=’LD2’ ALL CHECKS

CHECK: 384 730,276.69 .00 TOTAL CHECKS: 384 730,276.69 .00

City Council Meeting of June 8, 2021 Page 20 RESOLUTION NO ______,

RESOLUTION OF THE CITY COUNCIL OF THE CITY OF BUENA PARK, CALIFORNIA, ALLOWING CERTAIN CLAIMS AND DEMANDS IN THE SUM OF $16,586.70 DEMAND NOS. 408642 THROUGH 408647 NO CANCELLED CHECK NOS.

NOW, THEREFORE, THE CITY COUNCIL OF THE CITY OF BUENA PARK DOES HEREBY RESOLVE, DETERMINE AND ORDER AS FOLLOWS:

SECTION 1: That in accordance with Section 37202 of the Government Code, the Director of Finance or his designated representative hereby certify to the accuracy of the following demands and to the availability of funds for payment thereof.

______Director of Finance

SECTION 2: That claims and demands Nos. 408642 through 408647 in the sum of $16,586.70 set forth on the 1-page register attached to this resolution and made a part hereof have been audited as required by law and are hereby allowed as set forth.

PASSED AND ADOPTED this _____ day of ______2021 by the following called vote:

AYES:

NOES:

ABSENT:

ABSTAIN:

______Mayor

ATTEST:

______City Clerk

City Council Meeting of June 8, 2021 Page 21

RESOLUTION NO. ______Page 2

I hereby certify that the foregoing Resolution was duly and regularly passed and adopted at a regular meeting of the City Council of the City of Buena Park held this _____ day of ______2021.

______City Clerk

City Council Meeting of June 8, 2021 Page 22 SUNGARD PUBLIC SECTOR PAGE NUMBER: 1 DATE: 05/21/2021 CITY OF BUENA PARK ACCTPA21 TIME: 10:23:13 CHECK REGISTER − DISBURSEMENT FUND SELECTION CRITERIA: transact.trans_date between ’20210514 00:00:00.000’ and ’20210521 00:00:00.000’ ACCOUNTING PERIOD: 11/21

FUND − 11 − GENERAL FUND CASH ACCT CHECK NO ISSUE DT VENDOR NAME ACTIVITY −−−−−DESCRIPTION−−−−−− SALES TAX AMOUNT 1011 408642 05/21/21 10011401 5952 BUENA PARK, LLC 732043 RENT/HO C.YU 0.00 4,500.00 1011 408643 05/21/21 00001095 FRANCHISE TAX BOARD 73 DED:0071 MISC 0.00 176.70 1011 408644 05/21/21 10011400 KNOTT VICTORIA APARTMENT 732043 RENT/MINA PARK 0.00 2,900.00 1011 408645 05/21/21 10011400 KNOTT VICTORIA APARTMENT 732043 RENT/SURINDER CHEEMA 0.00 4,500.00 1011 408646 05/21/21 10011398 WEI TONY LI 732043 RT/ SIRAJULDIN MEKDAD 0.00 4,500.00 1011 408647 05/21/21 00007324 UNITED WAY OF ORANGE COU 73 DED:1000 UNI WAY 0.00 10.00 TOTAL CASH ACCOUNT 0.00 16,586.70 TOTAL FUND 0.00 16,586.70 TOTAL REPORT 0.00 16,586.70

City Council Meeting of June 8, 2021 Page 23 RESOLUTION NO ______,

RESOLUTION OF THE CITY COUNCIL OF THE CITY OF BUENA PARK, CALIFORNIA, ALLOWING CERTAIN CLAIMS AND DEMANDS IN THE SUM OF $1,197,993.76 DEMAND NOS. 408648 THROUGH 408830 VOIDS SEE ATTACHED LIST CANCELLED NO 408060.

NOW, THEREFORE, THE CITY COUNCIL OF THE CITY OF BUENA PARK DOES HEREBY RESOLVE, DETERMINE AND ORDER AS FOLLOWS:

SECTION 1: That in accordance with Section 37202 of the Government Code, the Director of Finance or his designated representative hereby certify to the accuracy of the following demands and to the availability of funds for payment thereof.

______Director of Finance

SECTION 2: That claims and demands Nos. 408648 through 408830 in the sum of $1,197,993.76 set forth on the 14-page register attached to this resolution and made a part hereof have been audited as required by law and are hereby allowed as set forth.

PASSED AND ADOPTED this _____ day of ______2021 by the following called vote:

AYES:

NOES:

ABSENT:

ABSTAIN:

______Mayor

ATTEST:

______City Clerk

City Council Meeting of June 8, 2021 Page 24

RESOLUTION NO. ______Page 2

I hereby certify that the foregoing Resolution was duly and regularly passed and adopted at a regular meeting of the City Council of the City of Buena Park held this _____ day of ______2021.

______City Clerk

City Council Meeting of June 8, 2021 Page 25 SUNGARD PUBLIC SECTOR PAGE NUMBER: 1 DATE: 05/26/2021 CITY OF BUENA PARK ACCTPA21 TIME: 16:19:44 CHECK REGISTER − DISBURSEMENT FUND SELECTION CRITERIA: transact.trans_date between ’20210522 00:00:00.000’ and ’20210526 00:00:00.000’ ACCOUNTING PERIOD: 11/21

FUND − 11 − GENERAL FUND CASH ACCT CHECK NO ISSUE DT VENDOR NAME ACTIVITY −−−−−DESCRIPTION−−−−−− SALES TAX AMOUNT 1011 408060 V 03/31/21 10011320 BARBARA TOSI 11 REFUND/DEPOSIT#R4510 0.00 −500.00 1011 408648 05/26/21 00000414 A ONE TRANSMISSION SERVI 171710 OVERHAUL TRANSMISSION 0.00 4,272.68 1011 408649 05/26/21 10003451 A T & T 650302 25082912039566 MAY21 0.00 91.05 1011 408650 05/26/21 10003451 A T & T 650302 25082759691016 MAY−21 0.00 91.05 1011 408652 05/26/21 10003794 A T & T 650302 9391026054 APR−21 0.00 23.76 1011 408652 05/26/21 10003794 A T & T 650302 9391026095 APR−21 0.00 23.78 1011 408652 05/26/21 10003794 A T & T 650302 9391026090 APR−21 0.00 67.95 1011 408652 05/26/21 10003794 A T & T 650302 9391031460 APR−21 0.00 103.64 1011 408652 05/26/21 10003794 A T & T 650302 9391026074 APR−21 0.00 108.77 1011 408652 05/26/21 10003794 A T & T 650302 9391063673 APR−21 0.00 1,243.29 1011 408652 05/26/21 10003794 A T & T 650302 9391026085 APR−21 0.00 22.14 1011 408652 05/26/21 10003794 A T & T 650302 9391026099 APR−21 0.00 23.78 1011 408652 05/26/21 10003794 A T & T 650302 9391026080 APR−21 0.00 23.80 1011 408652 05/26/21 10003794 A T & T 650302 9391026065 APR−21 0.00 23.80 1011 408652 05/26/21 10003794 A T & T 650302 9391026066 APR−21 0.00 23.80 1011 408652 05/26/21 10003794 A T & T 650302 9391026110 APR−21 0.00 28.11 1011 408652 05/26/21 10003794 A T & T 650302 9391026075 APR−21 0.00 28.75 1011 408652 05/26/21 10003794 A T & T 650302 9391026064 APR−21 0.00 90.16 1011 408652 05/26/21 10003794 A T & T 650302 9391026059 APR−21 0.00 110.63 1011 408652 05/26/21 10003794 A T & T 650302 9391064906 APR−21 0.00 143.76 1011 408652 05/26/21 10003794 A T & T 650302 9391026092 APR−21 0.00 156.80 1011 408652 05/26/21 10003794 A T & T 650302 9391050226 APR−21 0.00 271.68 1011 408652 05/26/21 10003794 A T & T 650302 9391065061 APR−21 0.00 956.74 1011 408652 05/26/21 10003794 A T & T 170670 9391026107 MAY−21 0.00 22.16 1011 408652 05/26/21 10003794 A T & T 860810 9391026053 MAY−21 0.00 23.83 1011 408652 05/26/21 10003794 A T & T 170670 9391026100 MAY−21 0.00 45.97 1011 408652 05/26/21 10003794 A T & T 170670 9391026051 MAY−21 0.00 49.04 1011 408652 05/26/21 10003794 A T & T 170670 9391036465 MAY−21 0.00 430.08 1011 408652 05/26/21 10003794 A T & T 170670 9391026055 MAY−21 0.00 23.67 1011 408652 05/26/21 10003794 A T & T 170670 9391026056 MAY−21 0.00 23.67 1011 408652 05/26/21 10003794 A T & T 126143 9391026115 MAY−21 0.00 23.67 1011 408652 05/26/21 10003794 A T & T 170670 9391026112 MAY−21 0.00 23.67 1011 408652 05/26/21 10003794 A T & T 170670 9391026113 MAY−21 0.00 23.79 1011 408652 05/26/21 10003794 A T & T 170670 9391050380 MAY−21 0.00 123.62 1011 408652 05/26/21 10003794 A T & T 126143 9391026072 MAY−21 0.00 22.01 1011 408652 05/26/21 10003794 A T & T 170670 9391054290 MAY−21 0.00 23.67 1011 408652 05/26/21 10003794 A T & T 126143 9391026070 MAY−21 0.00 45.65 1011 408652 05/26/21 10003794 A T & T 170670 9391026068 MAY−21 0.00 107.23 1011 408652 05/26/21 10003794 A T & T 660241 9391026088 MAY−21 0.00 177.63 1011 408652 05/26/21 10003794 A T & T 170670 9391026049 MAY−21 0.00 680.14 1011 408652 05/26/21 10003794 A T & T 170670 9391031456 MAY−21 0.00 332.31 1011 408652 05/26/21 10003794 A T & T 660241 9391031458 MAY−21 0.00 332.31 1011 408652 05/26/21 10003794 A T & T 170670 9391050264 MAY−21 0.00 927.78 TOTAL CHECK 0.00 6,937.04 1011 408653 05/26/21 10004247 A T & T MOBILITY 731150 996095853X05172021 0.00 459.48 1011 408654 05/26/21 10004247 A T & T MOBILITY 275305 828554058X05172021 0.00 128.52 City Council Meeting of June 8, 2021 Page 26 SUNGARD PUBLIC SECTOR PAGE NUMBER: 2 DATE: 05/26/2021 CITY OF BUENA PARK ACCTPA21 TIME: 16:19:44 CHECK REGISTER − DISBURSEMENT FUND SELECTION CRITERIA: transact.trans_date between ’20210522 00:00:00.000’ and ’20210526 00:00:00.000’ ACCOUNTING PERIOD: 11/21

FUND − 11 − GENERAL FUND CASH ACCT CHECK NO ISSUE DT VENDOR NAME ACTIVITY −−−−−DESCRIPTION−−−−−− SALES TAX AMOUNT

1011 408655 05/26/21 00005626 ABBA TERMITE & PESTCONTR 170670 PEST CONTOL/APRIL−21 0.00 578.00 1011 408656 05/26/21 00010359 ADMINSURE INC 107410 WKS COMP/JUNE−21 0.00 10,374.00 1011 408657 05/26/21 00000082 AHMC ANAHEIM REGIONAL ME 650604 ER VISIT 0.00 850.00 1011 408658 05/26/21 10011382 ALBRIGHT, JUN SOON 52 UB REFUND 0.00 75.37 1011 408659 05/26/21 00001993 ALIN PARTY SUPPLY INC. 275130 SUMMER CAMP 0.00 112.75 1011 408660 05/26/21 00000003 ALL AMERICAN ASPHALT COR 560211 ASPHALT 0.00 666.67 1011 408660 05/26/21 00000003 ALL AMERICAN ASPHALT COR 24 RET.PT2 RSECRNS/APR21 0.00 −12,755.94 1011 408660 05/26/21 00000003 ALL AMERICAN ASPHALT COR 590160 RSECRNS PAVEMT/APR−21 0.00 255,118.88 TOTAL CHECK 0.00 243,029.61 1011 408661 05/26/21 10003198 ALL CITY MANAGEMENT SERV 550502 SCH CRS GRD/APRIL−21 0.00 8,570.10 1011 408662 05/26/21 10007352 ALVAREZ−GLASMAN & COLVIN 110105 SOURCE HOTEL/MAR−21 0.00 26.19 1011 408662 05/26/21 10007352 ALVAREZ−GLASMAN & COLVIN 110105 BUTTERFLY COSTS/MAR21 0.00 27.65 1011 408662 05/26/21 10007352 ALVAREZ−GLASMAN & COLVIN 110105 ALOFT HOTEL/MAR−21 0.00 44.00 1011 408662 05/26/21 10007352 ALVAREZ−GLASMAN & COLVIN 110105 BUTTRFLY PALLAD/MAR21 0.00 3,968.84 1011 408662 05/26/21 10007352 ALVAREZ−GLASMAN & COLVIN 110105 GEN RETAINER/MAR−21 0.00 21,619.74 TOTAL CHECK 0.00 25,686.42 1011 408663 05/26/21 00006012 AMBIUS INC 170670 PLANT SVC/MAY−21 0.00 253.76 1011 408664 05/26/21 10010053 AMPLEX GROUP SERVICES IN 650306 SANITIZE LOC 4/27/21 0.00 120.00 1011 408664 05/26/21 10010053 AMPLEX GROUP SERVICES IN 650306 SANITIZE LOC 5/11/21 0.00 600.00 1011 408664 05/26/21 10010053 AMPLEX GROUP SERVICES IN 650306 SANITIZE CARS 5/24/21 0.00 600.00 TOTAL CHECK 0.00 1,320.00 1011 408665 05/26/21 00009015 TAJEN GRAPHICS, INC 275145 GOMEZ PARK 0.00 161.63 1011 408666 05/26/21 10003143 ARC DOCUMENT SOLUTIONS, 160105 OCE PLOTWAVE/APRIL−21 0.00 37.53 1011 408667 05/26/21 00006700 B L WALLACE DISTRIBUTOR 352363 METER LIDS 0.00 78.31 1011 408668 05/26/21 10011355 WILLIAM M. BECHTOLD 732043 RENT/ROCHELLE ROMAN 0.00 1,500.00 1011 408669 05/26/21 10007684 BEST LAWNMOWER, INC 860810 SUPPLIES 0.00 186.82 1011 408669 05/26/21 10007684 BEST LAWNMOWER, INC 560211 HOSE SET 0.00 38.94 TOTAL CHECK 0.00 225.76 1011 408670 05/26/21 10010196 BFK ENGINEERS 590160 ASPH PAVE/FINAL/APR21 0.00 1,199.60 1011 408671 05/26/21 10011115 BLANK ROME LLP 110105 LEGAL SVC/APRIL−21 0.00 28,897.25 1011 408672 05/26/21 10011418 DENNIS LONG 101101 MEM.DAY WREATHS/MAY21 0.00 1,479.62 1011 408673 05/26/21 10011402 LAURA BOLDIN 11 REF/DEPOSIT #R4677 0.00 500.00

City Council Meeting of June 8, 2021 Page 27 SUNGARD PUBLIC SECTOR PAGE NUMBER: 3 DATE: 05/26/2021 CITY OF BUENA PARK ACCTPA21 TIME: 16:19:44 CHECK REGISTER − DISBURSEMENT FUND SELECTION CRITERIA: transact.trans_date between ’20210522 00:00:00.000’ and ’20210526 00:00:00.000’ ACCOUNTING PERIOD: 11/21

FUND − 11 − GENERAL FUND CASH ACCT CHECK NO ISSUE DT VENDOR NAME ACTIVITY −−−−−DESCRIPTION−−−−−− SALES TAX AMOUNT 1011 408674 05/26/21 00000015 BUENA PARK LOCK & KEY SH 171710 KEYS 0.00 50.91 1011 408675 05/26/21 00000759 BUENA PARK PLAQUE & TROP 275210 BANNERS 0.00 2,893.09 1011 408675 05/26/21 00000759 BUENA PARK PLAQUE & TROP 650103 FALLEN OFC MEM. PHOTO 0.00 202.57 TOTAL CHECK 0.00 3,095.66 1011 408676 05/26/21 10007791 MARIE CABALLERO 275150 SCOREKEEPER 5/1−14/21 0.00 224.00 1011 408677 05/26/21 10011414 CABASAL, ALMA CECILIA 52 UB REFUND 0.00 78.00 1011 408678 05/26/21 10011417 CADIGAN BROOKSTONE APART 732043 RENT/LUIS PEREZ 0.00 4,500.00 1011 408679 05/26/21 00000021 CALIF FORENSIC PHLEBOTOM 650402 BLOOD DRAWS 0.00 1,391.00 1011 408680 05/26/21 00000407 CAMERON WELDING SUPPLY I 352363 WELDING GAS 0.00 20.90 1011 408680 05/26/21 00000407 CAMERON WELDING SUPPLY I 352363 WELDING GAS 0.00 21.33 TOTAL CHECK 0.00 42.23 1011 408681 05/26/21 10010739 NEWCASTLE ENTERPRISES/EV 732043 RENT/JOSE VALENTE 0.00 1,500.00 1011 408682 05/26/21 10004443 CDCE INC 650303 WIN10PRO, INTEL CORE 1 383.62 5,333.62 1011 408682 05/26/21 10004443 CDCE INC 650303 LIND 120 WATT FZ−55DC 19.38 269.38 1011 408682 05/26/21 10004443 CDCE INC 650303 RECYCLE FEE FOR MONITO 0.00 8.00 TOTAL CHECK 403.00 5,611.00 1011 408683 05/26/21 10004469 CERRITOS DODGE CHRYSLER 171710 AUTO PARTS 0.00 119.75 1011 408683 05/26/21 10004469 CERRITOS DODGE CHRYSLER 171710 AUTO PART 0.00 20.67 TOTAL CHECK 0.00 140.42 1011 408684 05/26/21 10011383 CHU, MICHAEL 52 UB REFUND 0.00 4,951.47 1011 408685 05/26/21 10007616 CINTAS CORPORATION NO. 3 160105 RENT UNIFORMS/APR−21 0.00 601.16 1011 408685 05/26/21 10007616 CINTAS CORPORATION NO. 3 860810 RENT RUIFORMS/APR−21 0.00 1,154.25 TOTAL CHECK 0.00 1,755.41 1011 408686 05/26/21 10002315 SF MOBILE−VISION, INC. 650303 SFTWR 1/20/21−1/19/22 0.00 2,187.33 1011 408687 05/26/21 10003119 THE ILLINI COMPANIES, IN 860820 POOL SERVICE 0.00 252.35 1011 408688 05/26/21 10006011 COMMERCIAL CONTROLS CORP 650303 PD ACCESS/MAY−21 0.00 2,400.00 1011 408689 05/26/21 00004342 COPWARE, INC. 650208 ANNUAL RENEWAL SUBSCRI 0.00 2,220.00 1011 408690 05/26/21 00010548 CORELOGIC INFORMATION SO 631140 REALQUEST/APRIL−21 0.00 219.15 1011 408691 05/26/21 10002389 COUNTY OF ORANGE TREASUR 650308 AFIS FINGERPRT/APR−21 0.00 3,667.00 1011 408692 05/26/21 10011407 COYOTE,WILDLIFE & PEST S 160108 COYOTE ABATEMENT 5/21 0.00 2,300.00 1011 408693 05/26/21 10009309 CREATIVE VISION GROUP, L 105105 BP TODAY SUMMER ’21 0.00 2,575.42 1011 408694 05/26/21 10008904 CSG SYSTEMS, INC. 352267 WTR BILL PROC/FEB−21 0.00 3,176.47 City Council Meeting of June 8, 2021 Page 28 SUNGARD PUBLIC SECTOR PAGE NUMBER: 4 DATE: 05/26/2021 CITY OF BUENA PARK ACCTPA21 TIME: 16:19:44 CHECK REGISTER − DISBURSEMENT FUND SELECTION CRITERIA: transact.trans_date between ’20210522 00:00:00.000’ and ’20210526 00:00:00.000’ ACCOUNTING PERIOD: 11/21

FUND − 11 − GENERAL FUND CASH ACCT CHECK NO ISSUE DT VENDOR NAME ACTIVITY −−−−−DESCRIPTION−−−−−− SALES TAX AMOUNT 1011 408694 05/26/21 10008904 CSG SYSTEMS, INC. 352267 WTR BILL POSTAG/FEB21 0.00 4,556.48 TOTAL CHECK 0.00 7,732.95 1011 408695 05/26/21 00003865 DAVID TAUSSIG & ASSOCIAT 11 CFD SVC/APRIL−21 0.00 864.56 1011 408696 05/26/21 10008395 DEVELOPMENT COUNSELLORS 995100 GOOGLE ADS/JANUARY−21 0.00 300.00 1011 408697 05/26/21 00000741 DELL MARKETING L P 126143 DELL 27 MONITOR − P271 0.00 2,310.24 1011 408697 05/26/21 00000741 DELL MARKETING L P 126143 DELL 24 MONITOR − P241 0.00 1,745.25 1011 408697 05/26/21 00000741 DELL MARKETING L P 126143 ENVIRONMENTAL FEE 0.00 125.00 1011 408697 05/26/21 00000741 DELL MARKETING L P 126143 SALES TAX 0.00 314.30 TOTAL CHECK 0.00 4,494.79 1011 408698 05/26/21 10011413 DENNY, JOHNNIE 52 UB REFUND 0.00 132.28 1011 408699 05/26/21 00000492 DEPARTMENT OF JUSTICE 650302 FINGERPRINT/APRIL−21 0.00 230.00 1011 408699 05/26/21 00000492 DEPARTMENT OF JUSTICE 11 FINGERPRINT/APRIL−21 0.00 2,846.00 TOTAL CHECK 0.00 3,076.00 1011 408700 05/26/21 00000492 DEPARTMENT OF JUSTICE 121110 FINGERPRINT/APRIL−21 0.00 1,421.00 1011 408701 05/26/21 10008908 DEPARTMENT OF TRANSPORTA 632110 DECERT/S.AUTO CTR/I−5 0.00 35,000.00 1011 408702 05/26/21 10011384 DESKAMON INC. 52 UB REFUND 0.00 224.86 1011 408703 05/26/21 10010743 CODING MINDS, INC. 275120 MINECRAFT/SPRING−21 0.00 256.02 1011 408704 05/26/21 10009986 DOCUSIGN, INC. 115110 E−SIGNATURE BUSINESS P 0.00 5,040.00 1011 408704 05/26/21 10009986 DOCUSIGN, INC. 115110 PREMIER SUPPORT 0.00 756.00 TOTAL CHECK 0.00 5,796.00 1011 408705 05/26/21 10011315 MOAWAD A. EBRAHEM 732043 RENT/CARLA CHAVARIN 0.00 1,500.00 1011 408706 05/26/21 10011404 ELYSIAN MEDIA GROUP, LLC 11 EDITORIAL/JUL,AUG,SEP 0.00 8,000.00 1011 408707 05/26/21 00009627 EMCOR SERVICE MESA ENERG 170670 HVAC PM 0.00 522.61 1011 408707 05/26/21 00009627 EMCOR SERVICE MESA ENERG 170670 HVAC PM 0.00 1,597.55 TOTAL CHECK 0.00 2,120.16 1011 408708 05/26/21 00006560 ENTERPRISE FM TRUST, INC 650603 LEASE 4 VEH/MAY−21 0.00 2,401.73 1011 408709 05/26/21 10008311 EVERETT DOREY, LLP 107420 CLAUDIA LOAIZA 0.00 661.00 1011 408709 05/26/21 10008311 EVERETT DOREY, LLP 107420 ALFONSO DAVILA 0.00 910.37 1011 408709 05/26/21 10008311 EVERETT DOREY, LLP 107420 RODOLFO CARRILLO 0.00 987.93 1011 408709 05/26/21 10008311 EVERETT DOREY, LLP 107420 SYLVIA MEDINA 0.00 2,832.90 1011 408709 05/26/21 10008311 EVERETT DOREY, LLP 107420 CARLA FERGUSON 0.00 3,653.00 1011 408709 05/26/21 10008311 EVERETT DOREY, LLP 107420 MARION REYNOLDS 0.00 4,266.85 1011 408709 05/26/21 10008311 EVERETT DOREY, LLP 107420 JIN KIM 0.00 5,757.00 1011 408709 05/26/21 10008311 EVERETT DOREY, LLP 107420 CATAIN BUCULEA 0.00 7,827.09 1011 408709 05/26/21 10008311 EVERETT DOREY, LLP 107420 LIEM NGUYEN, ET AL 0.00 40.00 TOTAL CHECK 0.00 26,936.14

City Council Meeting of June 8, 2021 Page 29 SUNGARD PUBLIC SECTOR PAGE NUMBER: 5 DATE: 05/26/2021 CITY OF BUENA PARK ACCTPA21 TIME: 16:19:44 CHECK REGISTER − DISBURSEMENT FUND SELECTION CRITERIA: transact.trans_date between ’20210522 00:00:00.000’ and ’20210526 00:00:00.000’ ACCOUNTING PERIOD: 11/21

FUND − 11 − GENERAL FUND CASH ACCT CHECK NO ISSUE DT VENDOR NAME ACTIVITY −−−−−DESCRIPTION−−−−−− SALES TAX AMOUNT 1011 408710 05/26/21 00008579 EXPERIAN INFORMATION SOL 650105 CR:MISC REP/APR−21 0.00 77.48 1011 408711 05/26/21 00000739 ELLIOTT AUTO SUPPLY COMP 171710 AUTO PARTS 0.00 204.94 1011 408711 05/26/21 00000739 ELLIOTT AUTO SUPPLY COMP 171710 AUTO PARTS 0.00 116.62 1011 408711 05/26/21 00000739 ELLIOTT AUTO SUPPLY COMP 171710 AUTO PARTS 0.00 75.76 1011 408711 05/26/21 00000739 ELLIOTT AUTO SUPPLY COMP 171710 AUTO PARTS 0.00 54.35 1011 408711 05/26/21 00000739 ELLIOTT AUTO SUPPLY COMP 171710 AUTO PARTS 0.00 576.95 TOTAL CHECK 0.00 1,028.62 1011 408712 05/26/21 10003690 FAIR HOUSING FOUNDATION 732040 REIMB/EXPENSE/APR−21 0.00 1,342.93 1011 408713 05/26/21 00000320 FEDERAL EXPRESS CORPORAT 121110 TRANS CHARGES/MAY−21 0.00 36.88 1011 408714 05/26/21 10007852 RJ HANSON INC 171710 COLLISION REPAIRS 0.00 1,528.26 1011 408715 05/26/21 10003190 FOOD 4 LESS 275310 BINGO 0.00 130.11 1011 408716 05/26/21 10010771 FOUNTAIN PARK, LLC 732043 RENT/JESSICA RAMOS 0.00 4,500.00 1011 408717 05/26/21 00000046 FULLER ENGINEERING INC 352363 CL2 CABALLERO WELL 0.00 218.73 1011 408717 05/26/21 00000046 FULLER ENGINEERING INC 352363 CL2 LINDEN WELL 0.00 574.31 TOTAL CHECK 0.00 793.04 1011 408718 05/26/21 00006038 GALLS, AN ARAMARK COMPAN 650208 A. PROCEL 0.00 12.93 1011 408718 05/26/21 00006038 GALLS, AN ARAMARK COMPAN 650208 A. PROCEL 0.00 30.15 1011 408718 05/26/21 00006038 GALLS, AN ARAMARK COMPAN 650208 I. MORALES 0.00 12.17 1011 408718 05/26/21 00006038 GALLS, AN ARAMARK COMPAN 650208 A. PROCEL 0.00 25.85 1011 408718 05/26/21 00006038 GALLS, AN ARAMARK COMPAN 650208 A. PROCEL 0.00 113.12 1011 408718 05/26/21 00006038 GALLS, AN ARAMARK COMPAN 650208 A. PROCEL 0.00 168.40 1011 408718 05/26/21 00006038 GALLS, AN ARAMARK COMPAN 650208 CREDIT MEMO 0.00 −52.79 1011 408718 05/26/21 00006038 GALLS, AN ARAMARK COMPAN 650208 A. PROCEL 0.00 43.79 TOTAL CHECK 0.00 353.62 1011 408719 05/26/21 00002166 GANAHL LUMBER CO 396861 HARDWARE BOIS 0.00 37.95 1011 408719 05/26/21 00002166 GANAHL LUMBER CO 632110 GRAFFITI SUPPLIES 0.00 39.06 1011 408719 05/26/21 00002166 GANAHL LUMBER CO 396861 HARDWARE 0.00 3.81 1011 408719 05/26/21 00002166 GANAHL LUMBER CO 352363 SHOVEL 0.00 26.93 1011 408719 05/26/21 00002166 GANAHL LUMBER CO 632110 PAINT 0.00 21.51 1011 408719 05/26/21 00002166 GANAHL LUMBER CO 396861 HARDWARE 0.00 12.12 1011 408719 05/26/21 00002166 GANAHL LUMBER CO 560210 HARDWARE 0.00 3.54 1011 408719 05/26/21 00002166 GANAHL LUMBER CO 560231 HARDWARE 0.00 39.80 1011 408719 05/26/21 00002166 GANAHL LUMBER CO 352363 PAINT 0.00 95.29 1011 408719 05/26/21 00002166 GANAHL LUMBER CO 352363 PAINT SUPPLIES 0.00 192.56 1011 408719 05/26/21 00002166 GANAHL LUMBER CO 632110 HEDGE SHEARS 0.00 29.08 1011 408719 05/26/21 00002166 GANAHL LUMBER CO 860815 GRAFFITI SUPPLIES 0.00 146.49 1011 408719 05/26/21 00002166 GANAHL LUMBER CO 352363 HARDWARE 0.00 5.14 1011 408719 05/26/21 00002166 GANAHL LUMBER CO 170670 HARDWARE 0.00 17.75 1011 408719 05/26/21 00002166 GANAHL LUMBER CO 275140 COM GARDEN MTG 0.00 37.02 1011 408719 05/26/21 00002166 GANAHL LUMBER CO 170670 HARDWARE 0.00 41.95 TOTAL CHECK 0.00 750.00 1011 408720 05/26/21 10009706 PRIMARY/MULTI−SPECIALTY 121110 PRE−EMPLOYMENT/APR−21 0.00 690.00 City Council Meeting of June 8, 2021 Page 30 SUNGARD PUBLIC SECTOR PAGE NUMBER: 6 DATE: 05/26/2021 CITY OF BUENA PARK ACCTPA21 TIME: 16:19:44 CHECK REGISTER − DISBURSEMENT FUND SELECTION CRITERIA: transact.trans_date between ’20210522 00:00:00.000’ and ’20210526 00:00:00.000’ ACCOUNTING PERIOD: 11/21

FUND − 11 − GENERAL FUND CASH ACCT CHECK NO ISSUE DT VENDOR NAME ACTIVITY −−−−−DESCRIPTION−−−−−− SALES TAX AMOUNT

1011 408721 05/26/21 10011396 ARACELI GONZALEZ 11 REF/DEPOSIT #R3902 0.00 500.00 1011 408722 05/26/21 10006406 GRAFIX SYSTEMS 171710 GRAPHICS 0.00 1,029.03 1011 408723 05/26/21 00000055 GRAINGER INC 352363 SAFETY STRAPS 0.00 50.99 1011 408723 05/26/21 00000055 GRAINGER INC 352363 SAFETY STRAPS 0.00 81.47 1011 408723 05/26/21 00000055 GRAINGER INC 352363 SAFETY STRAPS 0.00 179.19 TOTAL CHECK 0.00 311.65 1011 408724 05/26/21 10009810 GREENHAUS INC. 995100 LOGO EXPLORATION 0.00 2,464.23 1011 408725 05/26/21 00005680 CINDY GRISWOLD 275405 CPR/1ST AID/WINTER−21 0.00 79.80 1011 408726 05/26/21 10005957 GWR INSPECTIONS 731150 BUILD INSP/MAY−21 0.00 6,000.00 1011 408727 05/26/21 00004150 HANDS ON MAILING & FULFI 352363 PRINT WTR QUAL REP−21 0.00 957.14 1011 408728 05/26/21 00004150 HANDS ON MAILING & FULFI 352363 POSTAGE/WTR QUAL REP 0.00 4,949.28 1011 408729 05/26/21 10011336 AMGAD H. HANNA 732043 RENT/HANNAH GAD 0.00 1,050.00 1011 408730 05/26/21 00001106 HARRINGTON INDUSTRIAL PL 396861 CHLORINE INJECTION 0.00 616.33 1011 408730 05/26/21 00001106 HARRINGTON INDUSTRIAL PL 396861 CHLORINE INJECTION 0.00 705.27 1011 408730 05/26/21 00001106 HARRINGTON INDUSTRIAL PL 396861 CHLORINE INJECTION 0.00 735.68 TOTAL CHECK 0.00 2,057.28 1011 408731 05/26/21 10003061 HIGGINS ENVIRONMENTAL IN 170670 RANGE MAINT 0.00 1,531.04 1011 408732 05/26/21 00000057 HOME DEPOT / GECF 352363 CONCRETE 0.00 16.97 1011 408732 05/26/21 00000057 HOME DEPOT / GECF 352363 TRUCK STOCK 0.00 20.97 1011 408732 05/26/21 00000057 HOME DEPOT / GECF 396861 CHLORINE SHELTER 0.00 125.75 1011 408732 05/26/21 00000057 HOME DEPOT / GECF 560210 WALL REPAIR 0.00 128.30 1011 408732 05/26/21 00000057 HOME DEPOT / GECF 275130 SUMMER CAMP 0.00 223.44 1011 408732 05/26/21 00000057 HOME DEPOT / GECF 275145 BOXES 0.00 28.87 1011 408732 05/26/21 00000057 HOME DEPOT / GECF 352363 TRUCK STOCK 0.00 23.76 1011 408732 05/26/21 00000057 HOME DEPOT / GECF 352363 CHISEL KIT 0.00 29.02 1011 408732 05/26/21 00000057 HOME DEPOT / GECF 860810 PLANTS 0.00 74.99 1011 408732 05/26/21 00000057 HOME DEPOT / GECF 396861 CHLORINE ROOM 0.00 26.16 1011 408732 05/26/21 00000057 HOME DEPOT / GECF 352363 TOOLS 0.00 61.16 1011 408732 05/26/21 00000057 HOME DEPOT / GECF 396816 CHLORINE ROOM 0.00 107.27 1011 408732 05/26/21 00000057 HOME DEPOT / GECF 396861 CHLORINE ROOM 0.00 156.38 1011 408732 05/26/21 00000057 HOME DEPOT / GECF 560231 HARDWARE 0.00 76.49 1011 408732 05/26/21 00000057 HOME DEPOT / GECF 352363 HYDRANT REPAIR 0.00 27.30 1011 408732 05/26/21 00000057 HOME DEPOT / GECF 396861 CHLORINE ROOM 0.00 32.71 1011 408732 05/26/21 00000057 HOME DEPOT / GECF 352363 SALT FOR CHLORINE 0.00 196.02 1011 408732 05/26/21 00000057 HOME DEPOT / GECF 396861 CHLORINE ROOM 0.00 110.45 TOTAL CHECK 0.00 1,466.01 1011 408733 05/26/21 10009091 HUE C LUU 731150 ENG.SVCS/MAY−21 0.00 6,080.00 1011 408734 05/26/21 10010581 ILIANA GARCIA 275140 RICK GOMEZ PARK/PHOTO 0.00 350.00 City Council Meeting of June 8, 2021 Page 31 SUNGARD PUBLIC SECTOR PAGE NUMBER: 7 DATE: 05/26/2021 CITY OF BUENA PARK ACCTPA21 TIME: 16:19:44 CHECK REGISTER − DISBURSEMENT FUND SELECTION CRITERIA: transact.trans_date between ’20210522 00:00:00.000’ and ’20210526 00:00:00.000’ ACCOUNTING PERIOD: 11/21

FUND − 11 − GENERAL FUND CASH ACCT CHECK NO ISSUE DT VENDOR NAME ACTIVITY −−−−−DESCRIPTION−−−−−− SALES TAX AMOUNT

1011 408735 05/26/21 10006809 INTERNATIONAL COATINGS C 560231 PAINT 0.00 270.23 1011 408736 05/26/21 00001928 INTL ASSOC OF ELECTRICAL 731150 ROBERT CULL 7037084 0.00 480.00 1011 408737 05/26/21 00009561 TRADITIONAL AUTO SUPPLY 171710 CREDIT MEMO 0.00 −19.40 1011 408737 05/26/21 00009561 TRADITIONAL AUTO SUPPLY 171710 AUTO PARTS 0.00 134.62 1011 408737 05/26/21 00009561 TRADITIONAL AUTO SUPPLY 171710 AUTO PARTS 0.00 144.33 1011 408737 05/26/21 00009561 TRADITIONAL AUTO SUPPLY 171710 AUTO PARTS 0.00 231.35 1011 408737 05/26/21 00009561 TRADITIONAL AUTO SUPPLY 171710 AUTO PARTS 0.00 116.81 1011 408737 05/26/21 00009561 TRADITIONAL AUTO SUPPLY 171710 AUTO PARTS 0.00 13.31 1011 408737 05/26/21 00009561 TRADITIONAL AUTO SUPPLY 171710 AUTO PARTS 0.00 28.83 TOTAL CHECK 0.00 649.85 1011 408739 05/26/21 10005932 JHM SUPPLY 860810 IRRIGATION 0.00 36.81 1011 408739 05/26/21 10005932 JHM SUPPLY 860810 IRRIGATION 0.00 293.30 1011 408739 05/26/21 10005932 JHM SUPPLY 860810 IRRIGATION 0.00 295.15 1011 408739 05/26/21 10005932 JHM SUPPLY 860810 IRRIGATION 0.00 296.66 1011 408739 05/26/21 10005932 JHM SUPPLY 860810 IRRIGATION 0.00 110.25 1011 408739 05/26/21 10005932 JHM SUPPLY 860810 IRRIGATION 0.00 51.92 1011 408739 05/26/21 10005932 JHM SUPPLY 860810 IRRIGATION 0.00 288.99 1011 408739 05/26/21 10005932 JHM SUPPLY 860810 IRRIGATION 0.00 288.99 1011 408739 05/26/21 10005932 JHM SUPPLY 860810 IRRIGATION 0.00 239.09 1011 408739 05/26/21 10005932 JHM SUPPLY 860810 IRRIGATION 0.00 295.91 1011 408739 05/26/21 10005932 JHM SUPPLY 860810 IRRIGATION 0.00 18.49 1011 408739 05/26/21 10005932 JHM SUPPLY 860810 IRRIGATION 0.00 83.37 1011 408739 05/26/21 10005932 JHM SUPPLY 860810 IRRIGATION 0.00 173.26 1011 408739 05/26/21 10005932 JHM SUPPLY 860810 IRRIGATION 0.00 249.60 1011 408739 05/26/21 10005932 JHM SUPPLY 860810 IRRIGATION 0.00 254.91 1011 408739 05/26/21 10005932 JHM SUPPLY 860810 IRRIGATION 0.00 151.67 1011 408739 05/26/21 10005932 JHM SUPPLY 860810 IRRIGATION 0.00 255.71 1011 408739 05/26/21 10005932 JHM SUPPLY 860810 IRRIGATION 0.00 284.05 1011 408739 05/26/21 10005932 JHM SUPPLY 860810 IRRIGATION 0.00 142.08 1011 408739 05/26/21 10005932 JHM SUPPLY 860810 IRRIGATION 0.00 81.33 1011 408739 05/26/21 10005932 JHM SUPPLY 860810 IRRIGATION 0.00 124.01 1011 408739 05/26/21 10005932 JHM SUPPLY 860810 IRRIGATION 0.00 286.55 1011 408739 05/26/21 10005932 JHM SUPPLY 860810 IRRIGATION 0.00 20.24 1011 408739 05/26/21 10005932 JHM SUPPLY 860810 IRRIGATION 0.00 40.46 1011 408739 05/26/21 10005932 JHM SUPPLY 860810 IRRIGATION 0.00 116.34 1011 408739 05/26/21 10005932 JHM SUPPLY 860810 IRRIGATION 0.00 126.91 1011 408739 05/26/21 10005932 JHM SUPPLY 860810 IRRIGATION 0.00 158.06 1011 408739 05/26/21 10005932 JHM SUPPLY 860810 IRRIGATION 0.00 20.24 1011 408739 05/26/21 10005932 JHM SUPPLY 860810 IRRIGATION 0.00 296.52 1011 408739 05/26/21 10005932 JHM SUPPLY 860810 IRRIGATION 0.00 94.07 1011 408739 05/26/21 10005932 JHM SUPPLY 860810 IRRIGATION 0.00 246.51 1011 408739 05/26/21 10005932 JHM SUPPLY 860810 IRRIGATION 0.00 64.84 1011 408739 05/26/21 10005932 JHM SUPPLY 860810 IRRIGATION 0.00 286.49 1011 408739 05/26/21 10005932 JHM SUPPLY 860810 IRRIGATION 0.00 299.46 1011 408739 05/26/21 10005932 JHM SUPPLY 860810 IRRIGATION 0.00 299.46 TOTAL CHECK 0.00 6,371.70 1011 408740 05/26/21 00000674 RICHARD D. JONES A PROF. 631140 7802 &7812 11TH/APR21 0.00 448.00 City Council Meeting of June 8, 2021 Page 32 SUNGARD PUBLIC SECTOR PAGE NUMBER: 8 DATE: 05/26/2021 CITY OF BUENA PARK ACCTPA21 TIME: 16:19:44 CHECK REGISTER − DISBURSEMENT FUND SELECTION CRITERIA: transact.trans_date between ’20210522 00:00:00.000’ and ’20210526 00:00:00.000’ ACCOUNTING PERIOD: 11/21

FUND − 11 − GENERAL FUND CASH ACCT CHECK NO ISSUE DT VENDOR NAME ACTIVITY −−−−−DESCRIPTION−−−−−− SALES TAX AMOUNT 1011 408740 05/26/21 00000674 RICHARD D. JONES A PROF. 631140 7070 MONROE/APR−21 0.00 518.00 1011 408740 05/26/21 00000674 RICHARD D. JONES A PROF. 631140 5621 KINGMAN/APR−21 0.00 736.00 1011 408740 05/26/21 00000674 RICHARD D. JONES A PROF. 631140 6712 HIGHLAND/APR−21 0.00 1,168.00 1011 408740 05/26/21 00000674 RICHARD D. JONES A PROF. 631140 CODE ENF/APR−21 0.00 2,047.95 1011 408740 05/26/21 00000674 RICHARD D. JONES A PROF. 650402 PD MATTERS/APR−21 0.00 7,040.00 TOTAL CHECK 0.00 11,957.95 1011 408741 05/26/21 10011416 JULIAN, JAMES 52 UB REFUND 0.00 104.38 1011 408742 05/26/21 00000054 TED JONES FORD INC. 171710 AUTO PARTS 0.00 450.34 1011 408742 05/26/21 00000054 TED JONES FORD INC. 171710 AUTO PARTS 0.00 420.34 1011 408742 05/26/21 00000054 TED JONES FORD INC. 171710 AUTO PARTS 0.00 18.37 1011 408742 05/26/21 00000054 TED JONES FORD INC. 171710 AUTO PARTS 0.00 82.05 1011 408742 05/26/21 00000054 TED JONES FORD INC. 171710 AUTO PARTS 0.00 37.29 1011 408742 05/26/21 00000054 TED JONES FORD INC. 171710 AUTO PARTS 0.00 283.05 1011 408742 05/26/21 00000054 TED JONES FORD INC. 171710 AUTO PARTS 0.00 40.86 1011 408742 05/26/21 00000054 TED JONES FORD INC. 171710 AUTO PARTS 0.00 102.49 TOTAL CHECK 0.00 1,434.79 1011 408743 05/26/21 00000185 LANGUAGE LINE SERVICES, 650302 #9020101102 SPANISH 0.00 6.45 1011 408744 05/26/21 10011412 MELANIE LAZICKI 650102 FALLEN OFFICER/MAY−21 0.00 314.63 1011 408745 05/26/21 10011015 HAN HEE LEE 732043 RENT/IVAN EMILIANO 0.00 4,350.00 1011 408746 05/26/21 10011375 LI, WILLIAM 52 UB REFUND 0.00 144.00 1011 408747 05/26/21 00001657 LIEBERT CASSIDY WHITMORE 121110 PROF.SVCS/MARCH−21 0.00 210.00 1011 408748 05/26/21 10002996 COSTAR REALTY INFORMATIO 632110 LOOPLINK PKG/MAY−21 0.00 111.96 1011 408749 05/26/21 10007925 KATHLEEN LOWETH 106117 BLOG/DINING/MAY−21 0.00 300.00 1011 408750 05/26/21 00001317 ANDY LUONG 650208 SLI CLS 479 S1 6/3−5 0.00 468.00 1011 408751 05/26/21 00000077 LU’S LIGHTHOUSE INC 171710 ELEC PARTS 0.00 9.57 1011 408751 05/26/21 00000077 LU’S LIGHTHOUSE INC 171710 ELEC PARTS 0.00 20.87 TOTAL CHECK 0.00 30.44 1011 408752 05/26/21 10011316 BEJAY MAGNUSEN 732043 RENT/HENRY SANCHEZ 0.00 1,500.00 1011 408753 05/26/21 10010957 MAIN STREET MANAGEMENT, 732043 RENT/AMAIRANY GOMEZ 0.00 1,500.00 1011 408754 05/26/21 10010719 MC COMBER CREEK 732043 RENT/ESTHER KIM 0.00 1,500.00 1011 408755 05/26/21 00003714 METRO FLUID CONNECTORS I 171710 SEAL KIT 0.00 360.69 1011 408755 05/26/21 00003714 METRO FLUID CONNECTORS I 860815 GRAFFITI SUPPLIES 0.00 297.27 1011 408755 05/26/21 00003714 METRO FLUID CONNECTORS I 860815 GRAFFITI SUPPLIES 0.00 495.64 1011 408755 05/26/21 00003714 METRO FLUID CONNECTORS I 171710 HOSES 0.00 255.02 TOTAL CHECK 0.00 1,408.62 1011 408756 05/26/21 10011249 TRACY MILLER 650208 TACTICAL COM 6/8−9/21 0.00 220.00 City Council Meeting of June 8, 2021 Page 33 SUNGARD PUBLIC SECTOR PAGE NUMBER: 9 DATE: 05/26/2021 CITY OF BUENA PARK ACCTPA21 TIME: 16:19:44 CHECK REGISTER − DISBURSEMENT FUND SELECTION CRITERIA: transact.trans_date between ’20210522 00:00:00.000’ and ’20210526 00:00:00.000’ ACCOUNTING PERIOD: 11/21

FUND − 11 − GENERAL FUND CASH ACCT CHECK NO ISSUE DT VENDOR NAME ACTIVITY −−−−−DESCRIPTION−−−−−− SALES TAX AMOUNT

1011 408757 05/26/21 10009587 MILLS COLLISION CENTER 171710 COLLISION REPAIRS 0.00 1,571.82 1011 408758 05/26/21 10004764 TIFFANEY DANIELLE MORENO 275405 ZUMBA/SPRING−21 0.00 522.69 1011 408759 05/26/21 00006801 MOTOROLA SOLUTIONS INC. 650303 IDEMIA LIVESCAN/MAR21 0.00 5,574.88 1011 408760 05/26/21 10006484 MUFG UNION BANK N.A. 11 TRUSTEE FEES/APRIL−21 0.00 208.33 1011 408761 05/26/21 00004380 MUNICIPAL MAINTENANCE EQ 171710 DRAG LINKS 0.00 1,134.58 1011 408761 05/26/21 00004380 MUNICIPAL MAINTENANCE EQ 171710 SWEEPER REPAIR 0.00 2,448.22 1011 408761 05/26/21 00004380 MUNICIPAL MAINTENANCE EQ 171710 CREDIT MEMO 0.00 −1,041.89 TOTAL CHECK 0.00 2,540.91 1011 408762 05/26/21 00009876 MUNICIPAL WATER DIST OF 352510 WATER DELIVERY/APR−21 0.00 194,156.99 1011 408763 05/26/21 10004133 OC CLERK−RECORDER’S OFFI 732031 RECORDING FEES 0.00 20.00 1011 408764 05/26/21 10005881 OCCSPECIALIST CORP. A ME 121110 DOT PHYSICALS/APR−21 0.00 69.50 1011 408764 05/26/21 10005881 OCCSPECIALIST CORP. A ME 121110 DOT PHYSICALS/APR−21 0.00 134.00 TOTAL CHECK 0.00 203.50 1011 408765 05/26/21 00000099 OFFICE DEPOT, INC. 11 COPIER PAPER 0.00 628.61 1011 408766 05/26/21 10011410 ORANGE CNTY TRAINING MAN 650208 ANN DUES 2021 0.00 100.00 1011 408767 05/26/21 00003435 ORANGE COUNTY WATER DIST 352267 RSECRNS PMT#3/MAY−21 0.00 305,640.26 1011 408768 05/26/21 00000222 EDCO/PARK DISPOSAL 171710 CNG FUEL 0.00 424.33 1011 408770 05/26/21 00005145 PETTY CASH/COMMUNITY SER 275145 MLG/E.TRUJILLO MAR21 0.00 4.48 1011 408770 05/26/21 00005145 PETTY CASH/COMMUNITY SER 275210 ART SHW SUPL/L.MORALE 0.00 6.81 1011 408770 05/26/21 00005145 PETTY CASH/COMMUNITY SER 275305 MLG/L.ALLEN MAR−21 0.00 7.84 1011 408770 05/26/21 00005145 PETTY CASH/COMMUNITY SER 275140 GARDEN MT/M.VANSICKLE 0.00 13.47 1011 408770 05/26/21 00005145 PETTY CASH/COMMUNITY SER 275150 SOFTBALL/L.STRICKLER 0.00 19.36 1011 408770 05/26/21 00005145 PETTY CASH/COMMUNITY SER 275210 ART SHW SUPL/L.MORALE 0.00 20.90 1011 408770 05/26/21 00005145 PETTY CASH/COMMUNITY SER 275130 PARK PREP/L.ESCALANTE 0.00 22.60 1011 408770 05/26/21 00005145 PETTY CASH/COMMUNITY SER 275145 MLG/R.FRANKLIN APR21 0.00 22.96 1011 408770 05/26/21 00005145 PETTY CASH/COMMUNITY SER 275210 ART SHW BAG/L.MORALES 0.00 24.78 1011 408770 05/26/21 00005145 PETTY CASH/COMMUNITY SER 275140 SPRING EGG/J.OSUNA 0.00 29.00 1011 408770 05/26/21 00005145 PETTY CASH/COMMUNITY SER 275140 COM.GARDEN/M.VANSICKL 0.00 29.29 1011 408770 05/26/21 00005145 PETTY CASH/COMMUNITY SER 275130 SUMMER CAMP/M.VANSICK 0.00 32.31 1011 408770 05/26/21 00005145 PETTY CASH/COMMUNITY SER 275130 SUMMER PARKS/L.ROTH 0.00 32.44 1011 408770 05/26/21 00005145 PETTY CASH/COMMUNITY SER 275140 SPRING EGG/L.ESCALANT 0.00 32.79 1011 408770 05/26/21 00005145 PETTY CASH/COMMUNITY SER 275130 SUMMR CAMP/M.VANSICKL 0.00 36.95 1011 408770 05/26/21 00005145 PETTY CASH/COMMUNITY SER 275305 MLG/K.DELUNA/APR−21 0.00 36.96 1011 408770 05/26/21 00005145 PETTY CASH/COMMUNITY SER 275125 DECOR/POOL/R.FRANKLIN 0.00 38.63 1011 408770 05/26/21 00005145 PETTY CASH/COMMUNITY SER 275130 PARKS SUPL/L.ESCALANT 0.00 40.23 1011 408770 05/26/21 00005145 PETTY CASH/COMMUNITY SER 275140 COM GARDEN MT/ROMERO 0.00 43.01 1011 408770 05/26/21 00005145 PETTY CASH/COMMUNITY SER 275120 TOT TIME/L.ROTH 0.00 46.44 1011 408770 05/26/21 00005145 PETTY CASH/COMMUNITY SER 275130 PARK PREP/L.ESCALANTE 0.00 47.62 1011 408770 05/26/21 00005145 PETTY CASH/COMMUNITY SER 275130 SUMMER PARKS/L.ROTH 0.00 49.96 City Council Meeting of June 8, 2021 Page 34 SUNGARD PUBLIC SECTOR PAGE NUMBER: 10 DATE: 05/26/2021 CITY OF BUENA PARK ACCTPA21 TIME: 16:19:44 CHECK REGISTER − DISBURSEMENT FUND SELECTION CRITERIA: transact.trans_date between ’20210522 00:00:00.000’ and ’20210526 00:00:00.000’ ACCOUNTING PERIOD: 11/21

FUND − 11 − GENERAL FUND CASH ACCT CHECK NO ISSUE DT VENDOR NAME ACTIVITY −−−−−DESCRIPTION−−−−−− SALES TAX AMOUNT TOTAL CHECK 0.00 638.83 1011 408771 05/26/21 10001701 PLANNING DIRECTORS ASSOC 731110 DUES 2021 0.00 125.00 1011 408772 05/26/21 10011408 MARK PRITCHARD 275150 REF/SOFTBALL #12641 0.00 390.00 1011 408773 05/26/21 00007711 PROFORCE MARKETING, INC 650208 NON−STOCK GLK PA225S70 223.67 3,109.67 1011 408774 05/26/21 10001203 R.V. NURSERIES INC 860810 PLANTS 0.00 43.10 1011 408774 05/26/21 10001203 R.V. NURSERIES INC 860810 PLANTS 0.00 188.56 1011 408774 05/26/21 10001203 R.V. NURSERIES INC 860810 PLANTS 0.00 52.80 1011 408774 05/26/21 10001203 R.V. NURSERIES INC 860810 PLANTS 0.00 226.27 1011 408774 05/26/21 10001203 R.V. NURSERIES INC 560641 TREES 0.00 425.61 1011 408774 05/26/21 10001203 R.V. NURSERIES INC 560641 TREES 0.00 145.46 TOTAL CHECK 0.00 1,081.80 1011 408775 05/26/21 10002282 JOE RAMIREZ 107420 CLAIM #21−18 0.00 600.00 1011 408776 05/26/21 10011376 REID, MARY 52 UB REFUND 0.00 59.64 1011 408777 05/26/21 00000246 RICHARDS, WATSON & GERSH 110105 PROFORMA77 CORP/APR21 0.00 28,036.00 1011 408778 05/26/21 00000246 RICHARDS, WATSON & GERSH 110105 LEGAL SVC THRU APR−21 0.00 41.80 1011 408779 05/26/21 10004533 SUZANNE ROADY−ROSS 275120 TAI CHI CHIH/SPRING21 0.00 39.90 1011 408780 05/26/21 10009582 FIDEL ROMERO 352363 REIMB/WATER CERT CLS. 0.00 450.00 1011 408781 05/26/21 10001389 SANTA ANA COLLEGE 650208 REGISTER/DAVID MOON 0.00 1,357.00 1011 408782 05/26/21 10011397 GREGORIO SANTOS 11 REF/DEPOSIT#R5059 0.00 500.00 1011 408783 05/26/21 00000412 SOUTHERN COUNTIES OIL CO 171710 DIESEL FUEL 0.00 3,301.63 1011 408784 05/26/21 10009505 SHRED−IT, INC. USA 650302 SHREDDING SVC 0.00 646.07 1011 408785 05/26/21 10011405 SIERRA ROOF INC. 731180 REF/BLDG PMT. FEE 0.00 147.20 1011 408786 05/26/21 10011411 SIG SAUER, INC. 650208 PISTOL OPTIC 7/1−2/21 0.00 650.00 1011 408786 05/26/21 10011411 SIG SAUER, INC. 650208 PISTOL OPTIC 7/1−2/21 0.00 650.00 TOTAL CHECK 0.00 1,300.00 1011 408787 05/26/21 10011385 SINGH, SARBAN 52 UB REFUND 0.00 20.34 1011 408788 05/26/21 00000125 SMART & FINAL 275305 BDAY SENIOR CTR 0.00 7.49 1011 408788 05/26/21 00000125 SMART & FINAL 275145 GOMEZ PARK 0.00 29.32 1011 408788 05/26/21 00000125 SMART & FINAL 275130 SUMMER CAMP 0.00 65.51 1011 408788 05/26/21 00000125 SMART & FINAL 275130 SUMMER CAMP 0.00 25.83 TOTAL CHECK 0.00 128.15 1011 408789 05/26/21 10001202 SOUTH COAST AIR QUALITY 171710 FAC ID #44795 0.00 137.63

City Council Meeting of June 8, 2021 Page 35 SUNGARD PUBLIC SECTOR PAGE NUMBER: 11 DATE: 05/26/2021 CITY OF BUENA PARK ACCTPA21 TIME: 16:19:44 CHECK REGISTER − DISBURSEMENT FUND SELECTION CRITERIA: transact.trans_date between ’20210522 00:00:00.000’ and ’20210526 00:00:00.000’ ACCOUNTING PERIOD: 11/21

FUND − 11 − GENERAL FUND CASH ACCT CHECK NO ISSUE DT VENDOR NAME ACTIVITY −−−−−DESCRIPTION−−−−−− SALES TAX AMOUNT 1011 408790 05/26/21 10001202 SOUTH COAST AIR QUALITY 171710 FAC ID 167951 0.00 137.63 1011 408791 05/26/21 10001202 SOUTH COAST AIR QUALITY 352363 FAC ID 187237 0.00 137.63 1011 408792 05/26/21 10006173 MICHAEL BLAKE 560211 CONCRETE 0.00 1,020.93 1011 408794 05/26/21 00000226 SOUTHERN CALIFORNIA EDIS 860810 7322 VAL VW/MARCH−21 0.00 6,081.36 1011 408794 05/26/21 00000226 SOUTHERN CALIFORNIA EDIS 660240 7250 HOLDER/MAY−21 0.00 12.10 1011 408794 05/26/21 00000226 SOUTHERN CALIFORNIA EDIS 560230 7006 ARTESIA/MAY−21 0.00 14.67 1011 408794 05/26/21 00000226 SOUTHERN CALIFORNIA EDIS 170670 6711 BEACH/MAY−21 0.00 15.36 1011 408794 05/26/21 00000226 SOUTHERN CALIFORNIA EDIS 560230 6973 BEACH/MAY−21 0.00 16.89 1011 408794 05/26/21 00000226 SOUTHERN CALIFORNIA EDIS 860810 6072 LINCOLN/MAY−21 0.00 18.71 1011 408794 05/26/21 00000226 SOUTHERN CALIFORNIA EDIS 170670 6701 STANTON/MAY−21 0.00 28.72 1011 408794 05/26/21 00000226 SOUTHERN CALIFORNIA EDIS 860810 8111 COMNWLTH/MAY−21 0.00 30.09 1011 408794 05/26/21 00000226 SOUTHERN CALIFORNIA EDIS 170670 6581 BEACH/MAY−21 0.00 43.48 1011 408794 05/26/21 00000226 SOUTHERN CALIFORNIA EDIS 660240 6989 ARTESIA/MAY−21 0.00 55.65 1011 408794 05/26/21 00000226 SOUTHERN CALIFORNIA EDIS 560230 6190 AUTO CTR/MAY−21 0.00 57.50 1011 408794 05/26/21 00000226 SOUTHERN CALIFORNIA EDIS 560230 6680 KNOTT/MAY−21 0.00 62.86 1011 408794 05/26/21 00000226 SOUTHERN CALIFORNIA EDIS 560230 6210 INDIANA/MAY−21 0.00 70.42 1011 408794 05/26/21 00000226 SOUTHERN CALIFORNIA EDIS 560230 7365 ARTESIA/MAY−21 0.00 71.65 1011 408794 05/26/21 00000226 SOUTHERN CALIFORNIA EDIS 560230 7341 ARTESIA/MAY−21 0.00 72.00 1011 408794 05/26/21 00000226 SOUTHERN CALIFORNIA EDIS 860810 8970 KNOTT/MAY−21 0.00 76.05 1011 408794 05/26/21 00000226 SOUTHERN CALIFORNIA EDIS 660240 7700 WESTERN/MAY−21 0.00 189.52 1011 408794 05/26/21 00000226 SOUTHERN CALIFORNIA EDIS 170670 6603 BEACH/MAY−21 0.00 322.03 1011 408794 05/26/21 00000226 SOUTHERN CALIFORNIA EDIS 660241 8400 LAKEKNOLL/MAY−21 0.00 1,383.96 1011 408794 05/26/21 00000226 SOUTHERN CALIFORNIA EDIS 170670 6955 ARAGON/MAY−21 0.00 5,875.99 1011 408794 05/26/21 00000226 SOUTHERN CALIFORNIA EDIS 352510 7520 DALE PMP/MAY−21 0.00 7,128.87 1011 408794 05/26/21 00000226 SOUTHERN CALIFORNIA EDIS 660240 7002 BEACH/MAY−21 0.00 20.77 1011 408794 05/26/21 00000226 SOUTHERN CALIFORNIA EDIS 560230 7550 STANTON/MAY−21 0.00 33.70 1011 408794 05/26/21 00000226 SOUTHERN CALIFORNIA EDIS 170670 6640 BEACH/APR−21 0.00 57.87 1011 408794 05/26/21 00000226 SOUTHERN CALIFORNIA EDIS 660240 7611 BEACH/MAY−21 0.00 59.97 1011 408794 05/26/21 00000226 SOUTHERN CALIFORNIA EDIS 560230 7051 PAGE/MAY−21 0.00 72.67 1011 408794 05/26/21 00000226 SOUTHERN CALIFORNIA EDIS 860810 8081 OR’THORP/MAY−21 0.00 97.42 1011 408794 05/26/21 00000226 SOUTHERN CALIFORNIA EDIS 170670 7101 LINCOLN/MAY−21 0.00 208.84 1011 408794 05/26/21 00000226 SOUTHERN CALIFORNIA EDIS 560230 5600 MALVERN/MAY−21 0.00 720.54 1011 408794 05/26/21 00000226 SOUTHERN CALIFORNIA EDIS 170670 6660 BEACH/MAY−21 0.00 2,098.56 1011 408794 05/26/21 00000226 SOUTHERN CALIFORNIA EDIS 860810 7530 WESTERN/MAY−21 0.00 14.91 1011 408794 05/26/21 00000226 SOUTHERN CALIFORNIA EDIS 560230 7711 LA PALM/MAY−21 0.00 22.03 1011 408794 05/26/21 00000226 SOUTHERN CALIFORNIA EDIS 860810 8681 BEACH/MAY−21 0.00 18.65 TOTAL CHECK 0.00 25,053.81 1011 408795 05/26/21 00000328 SOUTHERN CALIFORNIA GAS 860810 7600 DALE ST/MAY−21 0.00 15.29 1011 408795 05/26/21 00000328 SOUTHERN CALIFORNIA GAS 170670 8152 KNOTT AVE/MAY−21 0.00 24.54 1011 408795 05/26/21 00000328 SOUTHERN CALIFORNIA GAS 170670 6660 BEACH BL/MAY−21 0.00 33.35 1011 408795 05/26/21 00000328 SOUTHERN CALIFORNIA GAS 170670 8150 KNOTT AVE/MAY−21 0.00 42.35 1011 408795 05/26/21 00000328 SOUTHERN CALIFORNIA GAS 170670 6601 BEACH BL/MAY−21 0.00 83.17 1011 408795 05/26/21 00000328 SOUTHERN CALIFORNIA GAS 170670 8150 KNOTT#D/MAY−21 0.00 911.92 1011 408795 05/26/21 00000328 SOUTHERN CALIFORNIA GAS 170670 6650 BEACH/MAY−21 0.00 1,000.14 1011 408795 05/26/21 00000328 SOUTHERN CALIFORNIA GAS 170670 6640 BEACH BL/MAY−21 0.00 2,130.02 1011 408795 05/26/21 00000328 SOUTHERN CALIFORNIA GAS 860810 7225 EL DORADO/MAY−21 0.00 7,401.81 TOTAL CHECK 0.00 11,642.59

City Council Meeting of June 8, 2021 Page 36 SUNGARD PUBLIC SECTOR PAGE NUMBER: 12 DATE: 05/26/2021 CITY OF BUENA PARK ACCTPA21 TIME: 16:19:44 CHECK REGISTER − DISBURSEMENT FUND SELECTION CRITERIA: transact.trans_date between ’20210522 00:00:00.000’ and ’20210526 00:00:00.000’ ACCOUNTING PERIOD: 11/21

FUND − 11 − GENERAL FUND CASH ACCT CHECK NO ISSUE DT VENDOR NAME ACTIVITY −−−−−DESCRIPTION−−−−−− SALES TAX AMOUNT 1011 408796 05/26/21 10007408 SOUTHERN COMPUTER WAREHO 190054 STORAGE FOR CITY−WIDE 23.09 320.98 1011 408797 05/26/21 00000126 SPARKLETTS WATER 170670 BOTTLED WATER 0.00 314.60 1011 408798 05/26/21 00010296 SPECIALIZED ELEVATOR COR 660241 ELEVATOR MAINT 0.00 475.90 1011 408799 05/26/21 10007941 CHARTER COMMUNICATIONS H 650302 8448208990007561 0.00 731.93 1011 408800 05/26/21 10007941 CHARTER COMMUNICATIONS H 650302 8448400230497971 0.00 12.59 1011 408801 05/26/21 10007941 CHARTER COMMUNICATIONS H 650404 8448400240089222 0.00 12.58 1011 408802 05/26/21 10007941 CHARTER COMMUNICATIONS H 275305 8448400240966965 0.00 219.97 1011 408803 05/26/21 00010381 SPOK INC 275305 PHONES 0.00 4.45 1011 408803 05/26/21 00010381 SPOK INC 352363 PHONES 0.00 29.88 TOTAL CHECK 0.00 34.33 1011 408804 05/26/21 10000339 SPRINT 650303 236943792/APR−21 0.00 1,629.24 1011 408805 05/26/21 10000339 SPRINT 650302 854024314 APRIL−21 0.00 1,212.42 1011 408806 05/26/21 00001085 STAPLES CONTRACT & COMME 731120 OFFICE SUPPLIES 0.00 6.31 1011 408806 05/26/21 00001085 STAPLES CONTRACT & COMME 631140 OFFICE SUPPLIES 0.00 19.34 1011 408806 05/26/21 00001085 STAPLES CONTRACT & COMME 731150 OFFICE SUPPLIES 0.00 19.35 1011 408806 05/26/21 00001085 STAPLES CONTRACT & COMME 731120 OFFICE SUPPLIES 0.00 19.35 1011 408806 05/26/21 00001085 STAPLES CONTRACT & COMME 121110 OFFICE SUPPLIES 0.00 22.39 1011 408806 05/26/21 00001085 STAPLES CONTRACT & COMME 997100 OFFICE SUPPLIES 0.00 51.47 1011 408806 05/26/21 00001085 STAPLES CONTRACT & COMME 650302 OFFICE SUPPLIES 0.00 113.78 1011 408806 05/26/21 00001085 STAPLES CONTRACT & COMME 650308 HAND SANITIZER 0.00 127.23 1011 408806 05/26/21 00001085 STAPLES CONTRACT & COMME 650604 OFFICE SUPPLIES 0.00 128.21 1011 408806 05/26/21 00001085 STAPLES CONTRACT & COMME 631140 OFFICE SUPPLIES 0.00 6.30 1011 408806 05/26/21 00001085 STAPLES CONTRACT & COMME 731150 OFFICE SUPPLIES 0.00 6.31 1011 408806 05/26/21 00001085 STAPLES CONTRACT & COMME 121110 OFFICE SUPPLIES 0.00 78.65 1011 408806 05/26/21 00001085 STAPLES CONTRACT & COMME 160105 OFFICE SUPPLIES 0.00 6.45 1011 408806 05/26/21 00001085 STAPLES CONTRACT & COMME 650103 ERGO SUPPLIES 0.00 74.35 1011 408806 05/26/21 00001085 STAPLES CONTRACT & COMME 650103 ERGO SUPPLIES 0.00 115.90 1011 408806 05/26/21 00001085 STAPLES CONTRACT & COMME 121140 ERGO SUPPLIES 0.00 300.00 TOTAL CHECK 0.00 1,095.39 1011 408807 05/26/21 10008317 SUNNY SLOPE TREE FARM, I 560641 TREES 0.00 581.85 1011 408808 05/26/21 10008015 SWAGIT PRODUCTIONS, LLC 126143 VIDEO STREAM/APRIL−21 0.00 995.00 1011 408809 05/26/21 10011331 TERI BLACK AND COMPANY, 121110 RECRUIT/COM.DIR/MAY21 0.00 10,792.70 1011 408810 05/26/21 10009023 TIRE HUB, LLC 171710 TIRES 0.00 640.57 1011 408810 05/26/21 10009023 TIRE HUB, LLC 171710 TIRES 0.00 131.28 1011 408810 05/26/21 10009023 TIRE HUB, LLC 171710 TIRES 0.00 256.06 1011 408810 05/26/21 10009023 TIRE HUB, LLC 171710 TIRES 0.00 256.06 TOTAL CHECK 0.00 1,283.97

City Council Meeting of June 8, 2021 Page 37 SUNGARD PUBLIC SECTOR PAGE NUMBER: 13 DATE: 05/26/2021 CITY OF BUENA PARK ACCTPA21 TIME: 16:19:44 CHECK REGISTER − DISBURSEMENT FUND SELECTION CRITERIA: transact.trans_date between ’20210522 00:00:00.000’ and ’20210526 00:00:00.000’ ACCOUNTING PERIOD: 11/21

FUND − 11 − GENERAL FUND CASH ACCT CHECK NO ISSUE DT VENDOR NAME ACTIVITY −−−−−DESCRIPTION−−−−−− SALES TAX AMOUNT 1011 408811 05/26/21 10006419 MARTIN TOMSICK 650208 POSTOL OPTIC 7/1−2/21 0.00 312.00 1011 408812 05/26/21 10011320 BARBARA TOSI 11 REPL LOST CK#408060 0.00 500.00 1011 408813 05/26/21 10005093 TOTAL IMAGING SOLUTIONS, 731150 RENEW SVC 21−22 0.00 405.00 1011 408814 05/26/21 10008373 UC REGENTS 650604 CASE#21−14095 5/6/21 0.00 1,950.00 1011 408815 05/26/21 00000416 UNDERGROUND SVC.ALERT/SC 352363 DIG ALERT BOARD 0.00 87.06 1011 408815 05/26/21 00000416 UNDERGROUND SVC.ALERT/SC 352363 DIG ALERTS 0.00 231.10 TOTAL CHECK 0.00 318.16 1011 408816 05/26/21 10003356 VCA ANIMAL HOSPITALS, IN 650405 BOARD/K9 JUNO 5/6−11 0.00 211.27 1011 408817 05/26/21 10011368 VERBAL JUDO INSTITUTE, I 650208 DE−ESCAL/TRG 09/27/21 0.00 175.00 1011 408818 05/26/21 10002032 VERIZON WIRELESS 170670 54202108400001 MAY−21 0.00 93.34 1011 408819 05/26/21 10002032 VERIZON WIRELESS 106117 56130691500006 MAY−21 0.00 38.01 1011 408820 05/26/21 10002032 VERIZON WIRELESS 275105 56130691500007 MAY−21 0.00 152.04 1011 408821 05/26/21 10011406 KRISTY VINCENT 11 REF/DEPOSIT #R3825 0.00 500.00 1011 408822 05/26/21 10000313 JEFFREY VU 650208 PISTOL OPTIC 7/1−2/21 0.00 312.00 1011 408823 05/26/21 10003553 WALEX PRODUCTS INC 11 DEODORIZER PORTA−PAK S 16.70 232.20 1011 408823 05/26/21 10003553 WALEX PRODUCTS INC 11 FREIGHT 4.04 56.12 TOTAL CHECK 20.74 288.32 1011 408824 05/26/21 00000141 WEST COAST ARBORISTS INC 560641 TREE PRUNE/APRIL−21 0.00 22,207.35 1011 408825 05/26/21 00000140 WEST COAST SAND & GRAVEL 352363 TOPSOIL 0.00 483.26 1011 408826 05/26/21 10011419 TEPMORA SVAY WISE 732043 RENT/NATALIE YANG 0.00 1,500.00 1011 408827 05/26/21 10004131 WM CURBSIDE, LLC 160107 OIL WASTE/APRIL−21 0.00 294.00 1011 408828 05/26/21 10004131 WM CURBSIDE, LLC 460220 HAZ WASTE/APRIL−21 0.00 1,068.87 1011 408829 05/26/21 10009222 XEROX CORPORATION 126120 LEASE COPIER/MAY−21 0.00 240.00 1011 408829 05/26/21 10009222 XEROX CORPORATION 160105 LEASE COPIER/MAY−21 0.00 337.00 1011 408829 05/26/21 10009222 XEROX CORPORATION 126150 LEASE COPIER/MAY−21 0.00 851.52 1011 408829 05/26/21 10009222 XEROX CORPORATION 650302 LEASE COPIER/MAY−21 0.00 890.52 1011 408829 05/26/21 10009222 XEROX CORPORATION 275305 LEASE COPIER/MAY−21 0.00 5.00 1011 408829 05/26/21 10009222 XEROX CORPORATION 731120 LEASE COPIER/MAY−21 0.00 53.00 1011 408829 05/26/21 10009222 XEROX CORPORATION 731150 LEASE COPIER/MAY−21 0.00 53.00 1011 408829 05/26/21 10009222 XEROX CORPORATION 631140 LEASE COPIER/MAY−21 0.00 53.00 1011 408829 05/26/21 10009222 XEROX CORPORATION 998100 LEASE COPIER/MAY−21 0.00 54.00 1011 408829 05/26/21 10009222 XEROX CORPORATION 732071 LEASE COPIER/MAY−21 0.00 56.00 1011 408829 05/26/21 10009222 XEROX CORPORATION 997100 LEASE COPIER/MAY−21 0.00 134.00 1011 408829 05/26/21 10009222 XEROX CORPORATION 352267 LEASE COPIER/MAY−21 0.00 136.00 City Council Meeting of June 8, 2021 Page 38 SUNGARD PUBLIC SECTOR PAGE NUMBER: 14 DATE: 05/26/2021 CITY OF BUENA PARK ACCTPA21 TIME: 16:19:44 CHECK REGISTER − DISBURSEMENT FUND SELECTION CRITERIA: transact.trans_date between ’20210522 00:00:00.000’ and ’20210526 00:00:00.000’ ACCOUNTING PERIOD: 11/21

FUND − 11 − GENERAL FUND CASH ACCT CHECK NO ISSUE DT VENDOR NAME ACTIVITY −−−−−DESCRIPTION−−−−−− SALES TAX AMOUNT 1011 408829 05/26/21 10009222 XEROX CORPORATION 115110 LEASE COPIER/MAY−21 0.00 200.00 1011 408829 05/26/21 10009222 XEROX CORPORATION 121110 LEASE COPIER/MAY−21 0.00 210.00 1011 408829 05/26/21 10009222 XEROX CORPORATION 275105 LEASE COPIER/MAY−21 0.00 220.00 TOTAL CHECK 0.00 3,493.04 1011 408830 05/26/21 10006857 YARDLEY ORGILL CO., INC. 352363 STOCK YARD 0.00 1,391.04 1011 408830 05/26/21 10006857 YARDLEY ORGILL CO., INC. 352363 VALVE INSTALL 0.00 630.75 1011 408830 05/26/21 10006857 YARDLEY ORGILL CO., INC. 352363 AIR VAC 0.00 1,044.52 TOTAL CHECK 0.00 3,066.31 TOTAL CASH ACCOUNT 670.50 1,197,993.76 TOTAL FUND 670.50 1,197,993.76 TOTAL REPORT 670.50 1,197,993.76

City Council Meeting of June 8, 2021 Page 39 Voided Check Date Numbers Printed 408651 5/26/2021 408738 408769 408793

City Council Meeting of June 8, 2021 Page 40 Item 3.

Agenda Report to City Council

MEETING DATE: June 08, 2021 TO: The Mayor and City Council RESOLUTION ADOPTING THE COMMUNITY TITLE: DEVELOPMENT BLOCK GRANT (CDBG) 2021-2022 REVISED ANNUAL ACTION PLAN

RECOMMENDED ACTION: 1) Adopt a resolution approving the City of Buena Park’s CDBG FY 2021-2022 revised Annual Action Plan; and 2) Authorize submission of the CDBG FY 2021-2022 revised Annual Action Plan to the U.S. Department of Housing and Urban Development (HUD). PURPOSE: Authorize the Economic Development Division to submit the CDBG 2021-2022 revised Annual Action Plan to HUD. This item would add approximately $12,389 to the CDBG FY 2021-2022 budget. PREVIOUS COUNCIL/COMMISSION/COMMITTEE ACTION: On January 27, 2021, and February 18, 2021, the Citizen's Advisory Committee (CAC) held public meetings for the purpose of reviewing the CDBG process, staff's FY 2021-2022 budget recommendation, and to hear presentations from the 12 funding request applicants. Following discussion of the proposed funding requests, the CAC recommended an estimated budget allocation for City Council consideration. On March 23, 2021, a City Council public hearing was held to review and discuss the CAC’s recommended budget for the CDBG FY 2021-2022. Following discussion and modifications to the proposed budget, the City Council approved the FY 2021-2022 budget. On April 27, 2021, the City Council held a public hearing approving the 2021- 2022 Annual Action Plan, which included the FY 2021-2022 approved budget. DISCUSSION: The Community Development Block Grant (CDBG) is a federal program administered by the United States Department of Housing and Urban Development (HUD). The objective of the CDBG program is to develop viable urban communities by providing decent housing, a suitable living environment, and economic opportunities, primarily for persons of low- and moderate-income. The City of Buena Park receives an annual CDBG allocation directly from HUD. As a recipient of CDBG funds, the City is required to prepare an Annual Action Plan and budget for the use of CDBG funds. On February 18, 2021, the CAC held a public meeting to review and discuss the 12 proposals submitted. The CAC recommended funding all 12 proposals, including two fair housing agencies: Fair Housing Foundation and Orange County Fair Housing Council. The CAC recommended to the City Council an estimated budget allocation based on prior

City Council Meeting of June 8, 2021 Page 41 year’s CDBG funding since the City had not yet received its funding notification from HUD. On February 28, 2021, HUD notified the City that it would receive $840,748 in CDBG funds for FY 2021-2022. The amount was an approximately 4% decrease from the City’s prior year’s CDBG allocation. In addition to the CDBG allocation, the City will utilize $118,556 of prior years' unspent/program income funds, for a total of available funds in the amount of $959,304. On March 23, 2021, the City Council held a public hearing discussing the proposed use of CDBG funds and approved a FY 2021-2022 budget in the amount of $959,304. On April 27, 2021, the City Council held a public hearing approving the Annual Action Plan, which incorporated the FY 2021-2022 CDBG budget. Subsequently, the City Council adopted a resolution authorizing the City Manager to submit the 2021-2022 Annual Action Plan to HUD based on the original CDBG grant allocation. On April 30, 2021, HUD informally notified CDBG grantees that it had discovered a mistake in the 2021 CDBG formula, resulting in an increase of approximately 1.5 percent in grant allocations. However, HUD later told the City to disregard the previous notification of the funding mistake and apologized for the confusion. Finally, on May 13, 2021, the City received an official letter from HUD notifying the City of its new CDBG allocation for FY 2021-2022 in the amount of $853,137, a 1.5 percent increase ($12,389). Since the approved FY 2021-2022 Action Plan was already submitted to HUD with the original CDBG grant allocation, the Action Plan must be revised in order to receive the additional funds. As suggested by the City’s HUD representative, staff revised the 2021- 2022 Annual Action Plan to allocate the additional CDBG funds to Residential Rehabilitation Program, which provides home improvement grants and loans to the community. The table below reflects the FY 2021-2022 funding allocation:

Original Revised CDBG Funds/Allocation CDBG Allocation CDBG AllocatIon HUD Allocation for FY 2021-2022 840,748 853,137 Unprogrammed Funds/Program Income 118,556 118,556 Total 2021-2022 CDBG Funds $959,304 $971,693

CDBG ACTIVITY Grant Administration Program Administration 149,870 149,870 Fair Housing Foundation 14,410 14,410 Sub-Total $164,280 $164,280 Residential Rehabilitation Program Administration/Senior Outreach Program 195,090 195,090 Residential Rehabilitation Grants & Loans 266,214 278,603 Neighborhood Imp./Code Enforcement 207,880 207,880

City Council Meeting of June 8, 2021 Page 42 Sub-Total $669,184 $681,573 Public Services HOPE Funds/ City Net 19,210 19,210 Graffiti Removal Program 15,370 15,370 Medical Transportation Program 26,900 26,900 Boys and Girls Club 19,210 19,210 Buena Park Collaborative 16,330 16,330 Mercy House Living Centers 28,820 28,820 Sub-Total $125,840 $125,840 TOTAL CDBG BUDGET $959,304 $971,693 Staff recommends approving the revised 2021-2022 Action Plan allocating the additional $12,389 in CDBG funds to the Residential Rehabilitation Grants & Loans Program for submission to HUD. BUDGET IMPACT: The CDBG FY 2021-2022 budget includes the CDBG revised allocation of $853,137 and unprogrammed funds/program income of $118,556, for a total of $971,693 in funding available for this year’s CDBG allocation. CDBG funds are received directly from HUD and there is no fiscal impact to the City’s General Fund associated with approving the submission of the revised 2021-2022 Annual Action Plan. Prepared by: Eddie Fenton, Assistant City Manager/Director of Human Resources Approved by: Aaron France, City Manager Presented by: Eddie Fenton, Assistant City Manager/Director of Human Resources

ATTACHMENTS 1) Resolution 2) Revised 2021-2022 Annual Action Plan

City Council Meeting of June 8, 2021 Page 43 RESOLUTION NO. _____

RESOLUTION OF THE CITY COUNCIL OF THE CITY OF BUENA PARK ADOPTING THE REVISED 2021-2022 ANNUAL ACTION PLAN

WHEREAS, the City of Buena Park receives an annual Community Development Block Grant (CDBG) entitlement from the U.S. Department of Housing and Urban Development (HUD); and

WHEREAS, Part 91 et al. of 24 Code of Federal Regulations (CFR) the Consolidated Submission Final Rule, HUD requires that each jurisdiction receiving federal funds prepare an Annual Action Plan which details the use of funds for the upcoming fiscal year.

NOW, THEREFORE, the City Council of the City of Buena Park does hereby resolve, determine, and order as follows:

Section 1: The attached 2021-2022 Annual Action Plan constitutes a conforming plan pursuant to Part 91 et al. of 24 CFR pertaining to the use of federal funds by local governments, and adoption of which and submittal to the U.S. Department of Housing and Urban Development will bring the City of Buena Park into compliance with applicable laws.

Section 2: The Annual Action Plan has been revised to change the City’s Community Development Block Grant (CDBG) allocation for FY 2021-2022 to $853,137 and the budget allocation for the Housing Rehabilitation Program to $278,603.

Section 3: The City Council of the City of Buena Park hereby adopts the Revised 2021-2022 Annual Action Plan, and authorizes its transmittal to the U.S. Department of Housing and Urban Development.

PASSED AND ADOPTED this 8th day of June 2021 by the following vote:

AYES: COUNCILMEMBERS:

NOES: COUNCILMEMBERS:

ABSENT: COUNCILMEMBERS:

ABSTAINED: COUNCILMEMBERS:

Mayor ATTEST:

City Clerk

I, Adria Jimenez, City Clerk of the City of Buena Park, California, hereby certify that the foregoing Resolution was duly and regularly passed and adopted at a regular meeting of the City Council of the City of Buena Park, held this 8th day of June 2021.

______City Clerk

City Council Meeting of June 8, 2021 Page 44

CITY OF BUENA PARK

2021-2022 ANNUAL ACTION PLAN

Adopted April 27, 2021 Revised May 25, 2021

City Council Meeting of June 8, 2021 Page 45 Table of Contents Executive Summary AP-05 Executive Summary - 24 CFR 91.200(c), 91.220(b) ...... 1

PR-05 Lead & Responsible Agencies – 91.200(b) ...... 4

AP-10 Consultation – 91.100, 91.200(b), 91.215(l) ...... 5

AP-12 Participation – 91.105, 91.200(c) ...... 11

Expected Resources AP-15 Expected Resources – 91.220(c)(1,2) ...... 13

Annual Goals and Objectives AP-20 Annual Goals and Objectives ...... 19

AP-35 Projects – 91.220(d)...... 19

AP-38 Project Summary ...... 20

AP-50 Geographic Distribution – 91.220(f) ...... 24

Affordable Housing AP-55 Affordable Housing – 91.220(g)...... 25

AP-60 Public Housing – 91.220(h) ...... 26

AP-65 Homeless and Other Special Needs Activities – 91.220(i) ...... 27

AP-75 Barriers to affordable housing – 91.220(j) ...... 28

AP-85 Other Actions – 91.220(k)...... 29 Program Specific Requirements AP-90 Program Specific Requirements – 91.220(l)(1,2,4)...... 32 Attachments Attachment 1 – Notices and Summary of Public Comments Attachment 2 - CDBG Eligible Areas Map Attachment 3 – Fair Housing Plan Summary Certification & SF-425/SF-425D

2021-2022 Annual Action Plan i

City Council Meeting of June 8, 2021 Page 46 Executive Summary

AP-05 Executive Summary - 24 CFR 91.200(c), 91.220(b) 1. Introduction

The 2021-2022 Annual Action Plan for the City of Buena Park satisfies federal requirements to receive Community Development Block Grant (CDBG) funds from the U.S. Department of Housing and Urban Development (HUD). The CDBG program was created by the Housing and Community Development Act of 1974. The primary objective of the CDBG program is to develop viable urban communities by providing decent housing, a suitable living environment, and economic opportunities, principally for persons of low- and moderate-income.

CDBG funds are allocated on a formula basis to over 1,200 local and State governments. The formula for the allocation of CDBG is based on variables including current population, projected population growth, age of housing stock, and poverty rate. Each activity to be undertaken with CDBG funds must meet one of the three national objectives:

• Benefit low- and moderate-income persons, • Aid in the prevention or elimination of slums and blight, or • Meet a community development need having a particular urgency (e.g., national emergency)

The 2020-2024 Consolidated Plan is a five-year strategic plan that identifies objectives and goals to address priority housing and community needs. The Annual Action Plan provides information regarding the use of CDBG funds and activities the City will support to address priority needs and specific objectives identified in the City’s Consolidated Plan over a 12-month period. The Action Plan is the link between the Consolidated Plan objectives to address priority housing and community needs and federal resources. The 2021-2022 Action Plan begins July 1, 2021, and ends June 30, 2022. The City refers to this timeframe as a Fiscal Year (FY 2021-22).

The Annual Action Plan also serves as the City’s application for CDBG funds. The City’s CDBG Allocation for FY 2021-2022 is $840,748853,137. In addition to its 2021 CDBG allocation, the City will utilize prior year uncommitted CDBG funds ($118,556) and program income received during the year to support eligible activities. The City will also use approximately $600,000 in State HOME funds during FY 2011-22 to undertake housing rehabilitation activities.

2. Summarize the objectives and outcomes identified in the Plan

Five-year Consolidated Plan objectives and outcomes for CDBG funds are listed below:

• Improve or expand the supply of housing affordable to lower-income households. 5-yr. Goal: Rehab 50 units/Code Enforce 3,750 units. FY 21-22 Goal: Rehab 10 units / Code Enforce 700 units 2021-2022 Annual Action Plan 1

OMB Control No: 2506-0117 (exp. 06/30/2018) Adopted 04/27/21 (Revised 5/25/21) City Council Meeting of June 8, 2021 Page 47 • Provide or improve public infrastructure and facilities that benefit low- and moderate- income neighborhoods and residents. 5-yr. Goal: Benefit 3,000 low/mod residents. FY 21-22 Goal: No project

• Provide or improve access to public social services for low- and moderate-income persons and persons with special needs. 5-yr. Goal: Assist 20,000 low/mod residents. FY 21-22 Goal: Assist 2,524 low/mod residents (excluding Graffiti Removal accomplishments.

• Provide a continuum of housing and supportive services for the homeless and households at risk of homelessness. 5-yr. Goal: Assist 1,120 homeless or near-homeless residents. FY 21-22 Goal: Assist 260 homeless or near-homeless residents.

• Economic Opportunities: Assist businesses that create/retain jobs for lower-income residents. 5-yr. Assist 5 businesses: FY 21-22 Goal: NA.

• Provide program administration and planning activities needed to carry out actions that address needs identified in the Consolidated Plan, including services to address fair housing impediments. 5-yr. Assist 1,005 residents: FY 21-22 Goal: Assist 200 residents.

Non-CDBG Funded High Priority Objective & Outcomes

• Housing Assistance Vouchers: Rental Housing Choice vouchers and certificates provided by the Orange County Housing Authority - Five-year Goal is to assist an average of 250 Buena Park renter households per year

3. Evaluation of past performance

FY 2020-21 (the current fiscal year) is the first year of the City’s 2020-2024 Consolidated Plan cycle – most planned activities will be completed by June 30, 2021; consequently, there is no past performance to evaluate for the current Consolidated Plan cycle. The City has consistently met planned goals during past Consolidated Plan cycles.

4. Summary of Citizen Participation Process and consultation process

The City of Buena Park encouraged citizen involvement in the planning, implementation, and evaluation of the Annual Action Plan. The following means were utilized to gather public input during the preparation and review of the Action Plan:

• Consistent with HUD regulations (24 CFR 91.105 (a)(2)(iv)), the City utilized focus groups to ascertain priority needs. Specifically, the City’s Community Advisory Committee (CAC) provided input on priority housing, facilities/infrastructure, and social service needs in the community. Meetings were adequately noticed and open to all members of the community. • A public review/comment period that provided the community with an additional opportunity to review and shape the Action Plan.

2021-2022 Annual Action Plan 2

OMB Control No: 2506-0117 (exp. 06/30/2018) Adopted 04/27/21 (Revised 5/25/21) City Council Meeting of June 8, 2021 Page 48 • Public meeting before the City Council, which provided open forums for additional public input.

5. Summary of public comments

Public comments are summarized in Attachment 1.

6. Summary of comments or views not accepted and the reasons for not accepting them

All comments or views were accepted – none were rejected.

7. Summary

The 2020-2024 Consolidated Plan is a five-year strategic plan that identifies objectives and goals to address priority housing and community needs with CDBG resources. The 2021-2022 Annual Action Plan is the link between the Consolidated Plan and the annual investment of CDBG funds allocated to the City by HUD. In addition to the City’s 2021-22 CDBG allocation of $840,748853,137, the City will use uncommitted prior year and program income funds received during the year to undertake CDBG-eligible activities. Additionally, an estimated $600,000 in State HOME funds will be available for housing rehabilitation assistance. The Orange County Housing Authority will provide rental assistance for approximately 335 Buena Park households. CDBG funds will be utilized to support code enforcement and public service programs (including homeless outreach, graffiti removal, senior services, and youth services).

2021-2022 Annual Action Plan 3

OMB Control No: 2506-0117 (exp. 06/30/2018) Adopted 04/27/21 (Revised 5/25/21) City Council Meeting of June 8, 2021 Page 49 PR-05 Lead & Responsible Agencies – 91.200(b) 1. Agency/entity responsible for preparing/administering the Consolidated Plan

Describe the agency/entity responsible for preparing the Consolidated Plan and those responsible for administration of each grant program and funding source.

Agency Role Name Department/Agency CDBG Administrator Buena Park Economic Development Table 1 – Responsible Agencies

The City’s Economic Development Department is primarily responsible for preparing the Consolidated Plan, Annual Action Plan, year-end performance reports, and the administration of CDBG funds.

Consolidated Plan Public Contact Information

Janine Nava, Housing & CDBG Analyst (714) 562-3591/[email protected]

2021-2022 Annual Action Plan 4

OMB Control No: 2506-0117 (exp. 06/30/2018) Adopted 04/27/21 (Revised 5/25/21) City Council Meeting of June 8, 2021 Page 50 AP-10 Consultation – 91.100, 91.200(b), 91.215(l) 1. Introduction

Pursuant to HUD regulations, the City took several steps to obtain and incorporate community residents' and stakeholders' input as it developed the 2021-2022 Annual Action Plan. Consultation efforts included a focus group (e.g., City committee) and consultation with local and regional social service agencies and public agencies. By use of the City’s internet webpage and newspaper notices, residents of the City were also notified of opportunities to review and comment on the draft 2021-2022 Annual Action Plan.

Provide a concise summary of the jurisdiction’s activities to enhance coordination between public and assisted housing providers and private and governmental health, mental health and service agencies (91.215(l))

The City of Buena Park collaborates with the County to provide input on public and assisted housing programs. Specifically, the City works with and supports the Orange County Housing Authority’s (OCHA) administration of the Housing Choice Voucher Program, which provides housing subsidies to qualified lower-income renters. Coordination is enhanced by the City’s membership and participation in the Orange County Housing Authority Advisory Committee.

To strengthen the private sector's housing delivery system, the City works with private housing developers to include affordable units in multi-family housing developments within Buena Park. The City also partners with local nonprofit housing organizations to identify and provide housing opportunities for lower-income households.

Orange County has a broad spectrum of public and nonprofit social service providers that address the needs of the City’s residents. Through the annual CDBG Public Service Grant funding process, City staff can ascertain the services City residents require (e.g., senior services, youth services, services for the near-homeless) and develop partnerships with local agencies to ensure the delivery of quality services.

The City of Buena Park also has an active economic development program that coordinates business activities and employment programs with community organizations such as the North Orange County Chamber of Commerce and the Orange County Workforce Investment Board. During FY 2019-20, the city used CDBG-Coronavirus (CDBG-CV) funds to support local businesses that preserved or created jobs for lower and moderate-income residents impacted by the COVID-19 pandemic.

Describe coordination with the Continuum of Care and efforts to address the needs of homeless persons (particularly chronically homeless individuals and families, families with children, veterans, and unaccompanied youth) and persons at risk of homelessness.

Coordination of Orange County’s Continuum of Care (OC-CoC) planning process is led by 2-1-1 Orange County and the OC Community Services Department. This nonprofit-public partnership helps ensure comprehensive, regional coordination of efforts and resources to reduce the number of homeless and persons at risk of homelessness throughout Orange County. This partnership serves as the regional 2021-2022 Annual Action Plan 5

OMB Control No: 2506-0117 (exp. 06/30/2018) Adopted 04/27/21 (Revised 5/25/21) City Council Meeting of June 8, 2021 Page 51 coordinator of the year-round CoC planning process and as a catalyst for the involvement of the public and private agencies that make-up the regional homeless system of care.

The City participates in the CoC planning process by providing information regarding the activities it will fund to address local homeless issues. The OC-CoC uses this information to prepare the regional application to HUD for Homeless Assistance Grant funds. City staff will also expedite consistency with the Consolidated Plan and other support forms for the OC-CoC. The City is also a supporter and participant in the biennial Point-In-Time Survey of the region’s homeless.

Describe consultation with the Continuum(s) of Care that serves the jurisdiction's area in determining how to allocate ESG funds, develop performance standards for and evaluate outcomes of projects and activities assisted by ESG funds, and develop funding, policies and procedures for the operation and administration of HMIS

The City is not a recipient of Emergency Solutions Grant (ESG) funds; therefore, it does not assist the OC- CoC with the determination of ESG allocations, evaluating the outcome, or developing policies and procedures for administering the regional Homeless Management Information System (HMIS).

2. Describe Agencies, groups, organizations and others who participated in the process and describe the jurisdiction’s consultations with housing, social service agencies and other entities (see Table 2)

2021-2022 Annual Action Plan 6

OMB Control No: 2506-0117 (exp. 06/30/2018) Adopted 04/27/21 (Revised 5/25/21) City Council Meeting of June 8, 2021 Page 52 Table 2 – Agencies, groups, organizations who participated 1 Agency/Group/Organization Fair Housing Foundation Agency/Group/Organization Type Service-Fair Housing What section of the Plan was addressed by Consultation? Impediments to Fair Housing Briefly describe how the Agency/Group/Organization was Agency provides data and information that helps identify the needs of consulted. What are the anticipated outcomes of the lower-income households requiring fair housing services. Also, consultation or areas for improved coordination? provides consultation regarding the City's strategy to address impediments to fair housing 2 Agency/Group/Organization 211 Orange County Agency/Group/Organization Type Regional organization What section of the Plan was addressed by Consultation? Homeless Needs - Chronically homeless Homeless Needs - Families with children Homelessness Needs - Veterans Homelessness Strategy HMIS Administration Briefly describe how the Agency/Group/Organization was Regional Continuum of Care coordinator and HMIS administrator. consulted. What are the anticipated outcomes of the Provides information regarding regional and City homeless population consultation or areas for improved coordination? and shelter resources 3 Agency/Group/Organization Jamboree Housing Corporation Agency/Group/Organization Type Nonprofit Housing Developer What section of the Plan was addressed by Consultation? Housing Need Assessment Affordable housing/workforce housing Briefly describe how the Agency/Group/Organization was Helps identify housing needs of lower-income renter/workforce consulted. What are the anticipated outcomes of the households consultation or areas for improved coordination?

2021-2022 Annual Action Plan 7

OMB Control No: 2506-0117 (exp. 06/30/2018) Adopted 04/27/21 (Revised 5/25/21) City Council Meeting of June 8, 2021 Page 53 4 Agency/Group/Organization Boys and Girls Club of Buena Park Agency/Group/Organization Type Services-Children What section of the Plan was addressed by Consultation? Anti-poverty Strategy Briefly describe how the Agency/Group/Organization was Agency helps identify the needs of lower-income families, specifically consulted. What are the anticipated outcomes of the education and childcare needs consultation or areas for improved coordination? 5 Agency/Group/Organization Council on Aging - Orange County Agency/Group/Organization Type Services-Elderly Persons What section of the Plan was addressed by Consultation? Non-Homeless Special Needs Briefly describe how the Agency/Group/Organization was Provided information regarding the housing and service needs of consulted. What are the anticipated outcomes of the elderly and disabled individuals residing in managed care facilities consultation or areas for improved coordination? 6 Agency/Group/Organization City of Buena Park Agency/Group/Organization Type Other government - Local What section of the Plan was addressed by Consultation? Housing Need Assessment Homelessness Strategy Non-Homeless Special Needs Market Analysis Economic Development Anti-poverty Strategy Lead-based Paint Strategy Briefly describe how the Agency/Group/Organization was Various city departments, committees, and City Council provide a consulted. What are the anticipated outcomes of the variety of data and information. Also, play a key role in identifying consultation or areas for improved coordination? priorities and recommendation on the allocation of HUD funds

2021-2022 Annual Action Plan 8

OMB Control No: 2506-0117 (exp. 06/30/2018) Adopted 04/27/21 (Revised 5/25/21) City Council Meeting of June 8, 2021 Page 54 7 Agency/Group/Organization Orange County Housing Authority Agency/Group/Organization Type Public Housing Authority (PHA) Other government – County What section of the Plan was addressed by Consultation? Housing Need Assessment Briefly describe how the Agency/Group/Organization was Provides information regarding the number and type of households consulted. What are the anticipated outcomes of the receiving rental assistance and the number of households requesting consultation or areas for improved coordination? housing assistance 8 Agency/Group/Organization Type Kingdom Causes, DBA City Net Agency/Group/Organization Type Services-homeless What section of the Plan was addressed by Consultation? Homelessness Strategy Briefly describe how the Agency/Group/Organization was Provides information regarding the chronically homeless individuals in consulted. What are the anticipated outcomes of the the community consultation or areas for improved coordination? 9 Agency/Group/Organization Type Mercy House Agency/Group/Organization Type Services-homeless What section of the Plan was addressed by Consultation? Homelessness Strategy Briefly describe how the Agency/Group/Organization was Provides information regarding the chronically homeless individuals in consulted. What are the anticipated outcomes of the the community consultation or areas for improved coordination? 10 Agency/Group/Organization Type Buena Park Community Collaborative Agency/Group/Organization Type Services – Low/Mod What section of the Plan was addressed by Consultation? Anti-poverty Strategy Needs of Low/Mod persons

2021-2022 Annual Action Plan 9

OMB Control No: 2506-0117 (exp. 06/30/2018) Adopted 04/27/21 (Revised 5/25/21) City Council Meeting of June 8, 2021 Page 55 Briefly describe how the Agency/Group/Organization was Provided input regarding housing and service needs of lower-income consulted. What are the anticipated outcomes of the families consultation or areas for improved coordination?

Identify any Agency Types not consulted and provide rationale for not consulting

The City had an open consultation process; no agency was prevented or excluded from participating.

Other local/regional/state/federal planning efforts considered when preparing the Plan

How do the goals of your Strategic Plan overlap Name of Plan Lead Organization with the goals of each plan? Continuum of Care Orange County 211 Provides regional and local point in time homeless survey data, development of the regional 10-Year Plan to End Homelessness, and development of the regional Discharge Plan Buena Park 2013-2021 Housing Element City of Buena Park Provides housing priorities and program goals Buena Park Capital Improvement Plan City of Buena Park Identifies priority capital improvement projects which may be CDBG-eligible 5-Yr. & 1 Yr. PHA Plan Orange County Housing Authority Identifies OCHA resources to address the housing needs of lower-income renter householders in the County and City Analysis of Impediments to Fair Housing Orange County HUD Grantee Cities and the Countywide document that identifies fair County of Orange housing impediments within participating cities and outlines a plan to address fair housing issues Table 3 – Other local / regional / federal planning efforts

Narrative (optional)

2021-2022 Annual Action Plan 10

OMB Control No: 2506-0117 (exp. 06/30/2018) Adopted 04/27/21 (Revised 5/25/21) City Council Meeting of June 8, 2021 Page 56 AP-12 Participation – 91.105, 91.200(c) 1. Summary of citizen participation process/Efforts made to broaden citizen participation Summarize citizen participation process and how it impacted goal-setting

The City’s Citizen Participation Plan outlines the City’s process to encourage public participation in developing the Consolidated Plan, Annual Action Plan, and other plans and reports associated with the CDBG Program. The opportunities for public input are listed in Table 4 and summarized below.

Focus Group Public Hearings: Consistent with HUD’s regulations, the City utilized a focus group in the form of an existing City committee to obtain input on priority needs and make recommendations on allocating limited resources. Specifically, the Citizens Advisory Committee (CAC) held two meetings on January 27, 2021, and February 18, 2021, at which time Committee members received/provided input on housing, public service, and other community needs. The Committee also accepted public testimony from service providers and residents regarding the needs of the community. Additionally, the City Council held two public hearings at regular notices and scheduled meetings (March 23, 2021, and April 27, 2021) to obtain additional public input on the draft Annual Action Plan and proposed use of CDBG funds.

Notices/Website: All meetings were notices in local newspapers of general circulation. Additionally, the draft Annual Action Plan was posted on the City’s website for public review and comment, and hard copies were made available during the required 30-day public comment period which was held from March 26, 2021, to April 26, 2021 (see Attachment 1).

Citizen Participation Outreach

Summary of comments Summary of Summary of URL (If Sort Order Mode of Outreach Target of Outreach not accepted response/attendance comments received applicable) and reasons Focus Group - City's Non- CAC planning No public 1 Public Meeting targeted/broad meeting regarding None NA comments received community CDBG funding (1/27/20)

Annual Action Plan 11

OMB Control No: 2506-0117 (exp. 06/30/2018) Adopted 04/27/21 (Revised 5/25/21) City Council Meeting of June 8, 2021 Page 57 Focus Group - City's Non- CAC planning 2 Public Meeting targeted/broad meeting regarding See Attachment 1 None NA community CDBG funding (2/18/21) City Council planning Non- meeting regarding 3 Public Hearing targeted/broad See Attachment 1 None NA CDBG funding community (3/23/21) Non- 30-day public review 4 Newspaper Ad targeted/broad period (3/26/21 – See Attachment 1 None NA community 4/26/21) City Council public Non- hearing regarding 5 Public Hearing targeted/broad See Attachment 1 None NA CDBG funding community (4/27/21) Table 4 – Citizen Participation Outreach

Annual Action Plan 12

OMB Control No: 2506-0117 (exp. 06/30/2018) Adopted 04/27/21 (Revised 5/25/21) City Council Meeting of June 8, 2021 Page 58 Expected Resources

AP-15 Expected Resources – 91.220(c)(1,2) Introduction Fluctuations in CDBG funding make it difficult to estimate the amount available over the five-year time-period of the Consolidated Plan. With the loss of redevelopment funding, the only anticipated resource available to implement the City’s Consolidated Plan objectives is housing voucher/certificate resources via OCHA. The City also has State HOME funds available for housing activity.

Anticipated Resources

Expected Amount Available Year 2 Expected Amount Source Prior Year Available Narrative Program of Uses of Funds Annual Program Total: Resources: Remainder Description Funds Allocation: $ Income: $ $ $ of ConPlan $ CDBG public Acquisition CDBG annual - Admin and allocation and prior federal Planning year resources Economic Development Housing Public Improvements Public Services 840,748853,137 0 118,556 959,304971,693 2,550,000 Table 5 - Expected Resources – Priority Table

Annual Action Plan 13

OMB Control No: 2506-0117 (exp. 06/30/2018) Adopted 04/27/21 (Revised 5/25/21) City Council Meeting of June 8, 2021 Page 59 Explain how federal funds will leverage those additional resources (private, State and local funds), including a description of how matching requirements will be satisfied

In past years, the City leverage federal funds with local redevelopment funds; however, in 2012, the State Legislature and the Governor passed legislation to dissolve all State redevelopment agencies. Because of this action, redevelopment funding is no longer available. The City will have approximately $600,000 in State HOME program funds to support housing rehabilitation activity during FY 2021-22.

CDBG does not require matching funds.

Annual Action Plan 14

OMB Control No: 2506-0117 (exp. 06/30/2018) Adopted 04/27/21 (Revised 5/25/21) City Council Meeting of June 8, 2021 Page 60 If appropriate, describe publicly owned land or property located within the jurisdiction that may be used to address the needs identified in the plan

State law requires that a community provide an adequate number of sites to facilitate the production of the City’s regional share of housing. To determine whether the City has enough land to accommodate its share of regional housing needs for all income groups, the City must identify “adequate sites.” The City’s 2014-2021 Housing Element identified several city-owned and private sites suitable for development. Over the past six years, many of the sites have been developed or are under construction. As the City initiates the next Housing Element preparation, a new inventory of properties will be created. A new inventory of suitable properties for affordable housing us currently being assessed and will be incorporated into the Housing Element update; however, three projects with an affordable housing component are presently underway:

• 7682 and 7692 9th Street: An 18-unit for-sale units. Two units will be reserved for Very Low- Income homebuyers. The project has received a density bonus and other affordable housing development incentives. The project is still in the entitlement review stage of development. The project is slated for completion in late 2022 or 2023. • Orchard View Gardens Senior Housing (8300 Valley View Street): A 66-unit affordable senior apartment home community with a 3,000 sq. ft. community center and associated on-site parking and site improvements. Units will be exclusive to residents 62+ years old and made affordable to households earning less than 60% of the Area Median Income. Eight of the units will be reserved for Permanent Supportive Housing to house formerly homeless seniors. The project has received a density bonus and other affordable housing development incentives. The project is slated for completing in late 2022. • Airport Inn (8180 Commonwealth Avenue): An existing two-story, 60-room motel converted into permanent supportive housing for previously chronically homeless individuals and couples. The development will have 57 units, one manager’s unit, single-story office building, and related site and parking improvements. Supportive services provided to residents will include intensive case management, and life skills and vocational training. The project received a density bonus and other affordable housing development incentives. The project is slated for completion in 2021. Discussion

Funding resources to implement the City’s Consolidated Plan are limited. It is anticipated that CDBG funding will continue to fluctuate. In recent years, CDBG housing rehab loan repayments have provided the City with additional funding; however, this source is susceptible to the economy's fluctuations and thus unpredictable. The City also has State HOME funds that can be used for eligible housing activities such as housing rehabilitation.

HUD has begun to invest additional resources into housing assistance vouchers and certificates, and OCHA has aggressively pursued these resources. The City will continue to support OCHA’s efforts to secure new rental assistance resources. Additionally, for the foreseeable future, the City will continue

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OMB Control No: 2506-0117 (exp. 06/30/2018) Adopted 04/27/21 (Revised 5/25/21) City Council Meeting of June 8, 2021 Page 61 to support social service programs serving City residents; however, resources to support new housing development are limited. As outlined above, Buena Park has identified vacant and underutilized land that may be suitable for housing development. Several sites have been developed; however, additional properties may be identified as the City begins to prepare a new Housing Element.

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AP-20 Annual Goals and Objectives

Goals Summary Information

Sort Order Goal Name Start End Category Geographic Needs Funding Goal Outcome Indicator Year Year Area Addressed 1 Housing 2021 2022 Affordable Citywide Affordable CDBG: Homeowner Housing Preservation Housing Housing $669,184681,573 Rehabilitated: 10 Household CDBG Housing Unit Eligible Area Housing Code Enforcement/Foreclosed Property Care: 700 Housing Unit 2 Public Social 2021 2022 Public Services Citywide Public Services CDBG: $77,810 Public service activities other than Services Low/Moderate Income Housing Benefit: 2,525 Persons Assisted 3 Homeless 2021 2022 Public Services Citywide Homeless CDBG: $48,030 Public service activities other than Continuum of Support Low/Moderate Income Housing Care Services and Benefit: 260 Persons Assisted Housing Homeless Person Overnight Shelter: 110 Persons Assisted 4 Program 2021 2022 Administration Citywide Administration CDBG: $168,280 Other: 201 Other Administration and Planning Table 6 – Goals Summary

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1 Goal Name Housing Preservation Goal Improve or expand the supply of housing affordable to lower-income households Description 2 Goal Name Public Social Services Goal Provide or improve access to public social services for low- and moderate-income persons and persons with special Description needs 3 Goal Name Homeless Continuum of Care Goal Provide a continuum of supportive and housing services for the homeless and households at risk of homelessness Description 4 Goal Name Program Administration Goal Provide for administration and planning activities to address needs identified in the Consolidated Plan, including services Description to address impediments to fair housing Table 7 – Goal Descriptions

Estimate the number of extremely low-income, low-income, and moderate-income families to whom the jurisdiction will provide affordable housing as defined by HOME 91.215(b):

The City is not a participating jurisdiction in the HUD HOME program.

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AP-35 Projects – 91.220(d) Introduction

Listed below are the activities slated for CDBG funding for FY 2021-2022. Activities will address priority needs identified in the Consolidated Plan.

Projects

# Project Name 1 CDBG Program Administration 2 Fair Housing Services 3 Housing Rehabilitation 4 Residential Rehabilitation Program Administration 5 Neighborhood Improvement/Code Enforcement 6 Graffiti Removal 7 Senior Medical Transportation Program 8 Buena Park Boys and Girls Club 9 HOPE Funds/City Net 10 Mercy House 11 Buena Park Collaborative Table 8 - Project Information

Describe the reasons for allocation priorities and any obstacles to addressing underserved needs

The City will allocate a portion of its CDBG funds for activities that address the housing/service needs of the elderly and extremely low-income households at risk of becoming homeless. Per data from the Consolidated Plan, these households contribute significant portions of their income to maintain housing. Consistent with the City’s Consolidated Plan, resources will be allocated to help these households remain housed in place rather than fall into homelessness. Funding will also be utilized for homeless outreach and engagement services.

Additionally, the City will encourage and support OCHA’s efforts to obtain additional rental assistance funding for Buena Park households. The City’s housing rehabilitation program will assist elderly homeowners in undertaking the improvement of respective residences to address specific household needs. State funds will also be utilized to provide rehabilitation loans to lower-income homeowners.

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1 Project Name CDBG Program Administration Target Area Citywide Goals Supported Program Administration Needs Addressed Administration and Planning Funding CDBG: $149,870 Description CDBG program oversight and coordination Target Date 6/30/2022 Estimate the number and type NA of families that will benefit from the proposed activities Location Description 6650 Beach Blvd., Buena Park, CA - City Hall Planned Activities CDBG program oversight and coordination 2 Project Name Fair Housing Services Target Area Citywide Goals Supported Program Administration Needs Addressed Administration and Planning Funding CDBG: $14,410 Description Fair housing outreach, education, and enforcement Target Date 6/30/2022 Estimate the number and type 200 Households of families that will benefit from the proposed activities Location Description Activity will be available Citywide Planned Activities Fair housing outreach, education, and enforcement to address and eliminate impediments to fair housing 3 Project Name Housing Rehabilitation Target Area Citywide Goals Supported Housing Preservation Needs Addressed Affordable Housing Funding CDBG: $266,214278,603 Description CDBG-funded housing rehabilitation loans and grants for qualified homeowners Target Date 6/30/2022 Estimate the number and type 10 low- and moderate-income homeowners of families that will benefit from the proposed activities Location Description Citywide Annual Action Plan 20

OMB Control No: 2506-0117 (exp. 06/30/2018) Adopted 04/27/21 (Revised 5/25/21) City Council Meeting of June 8, 2021 Page 66 Planned Activities Residential rehabilitation loans and grants to address code deficiencies and deferred property improvements 4 Project Name Residential Rehabilitation Program Administration Target Area Citywide Goals Supported Housing Preservation Needs Addressed Affordable Housing Funding CDBG: $195,090 Description CDBG funds to administer owner-occupied housing rehabilitation programs Target Date 6/30/2022 Estimate the number and type 10 households - “Goal Outcome” is a duplicate of CDBG- of families that will benefit from funded Owner-Occupied Housing the proposed activities Location Description Citywide Planned Activities Housing rehabilitation program administration including qualifying homeowners, preparing rehab work specifications, oversight of rehabilitation, and related reporting 5 Project Name Neighborhood Improvement/Code Enforcement Target Area CDBG Eligible Area Goals Supported Housing Preservation Needs Addressed Affordable Housing Funding CDBG: $207,880 Description Enforcement of housing and building codes to arrest the physical decline of sections of the community Target Date 6/30/2022 Estimate the number and type 700 single and multi-family units to be inspected and brought of families that will benefit from into code compliance the proposed activities Location Description Limited to identified Census Tract Block Groups within CDBG eligible areas Planned Activities Inspection and enforcement of housing and building codes 6 Project Name Graffiti Removal Target Area CDBG Eligible Area Goals Supported Public Social Services Needs Addressed Public Services Funding CDBG: $15,370 Description Removal of graffiti from properties located in CDBG-eligible areas Target Date 6/30/2022

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OMB Control No: 2506-0117 (exp. 06/30/2018) Adopted 04/27/21 (Revised 5/25/21) City Council Meeting of June 8, 2021 Page 67 Estimate the number and type Estimated 21,000 residents living within the City’s Low/Mod of families that will benefit from areas the proposed activities Location Description Limited to CDBG-eligible areas Planned Activities Remove graffiti from properties – estimated 4,625 instances 7 Project Name Senior Medical Transportation Program Target Area Citywide Goals Supported Public Social Services Needs Addressed Public Services Funding CDBG: $26,900 Description Low-cost transportation services for seniors Target Date 6/30/2022 Estimate the number and type 325 elderly and disabled persons of families that will benefit from the proposed activities Location Description Citywide Planned Activities Transportation services to and from medical appointments for seniors 8 Project Name Buena Park Boys and Girls Club Target Area Citywide Goals Supported Public Social Services Needs Addressed Public Services Funding CDBG: $19,210 Description After school and summer recreation programs for school-age children Target Date 6/30/2022 Estimate the number and type 2,000 youths of families that will benefit from the proposed activities Location Description Boys & Girls Club located at 7758 Knott Avenue, Buena Park Planned Activities After school and summer recreation and tutoring programs for lower-income youths 9 Project Name HOPE Funds (Bright Paths) Target Area Citywide Goals Supported Homeless Continuum of Care Needs Addressed Homeless Support Services and Housing Funding CDBG: $19,210 Description CDBG funds to support housing and support services for homeless individuals Target Date 6/30/2022

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OMB Control No: 2506-0117 (exp. 06/30/2018) Adopted 04/27/21 (Revised 5/25/21) City Council Meeting of June 8, 2021 Page 68 Estimate the number and type 150 homeless individuals of families that will benefit from the proposed activities Location Description Citywide Planned Activities Outreach, supportive services, and temporary housing for chronic homeless 10 Project Name Mercy House (Navigation Center) Target Area Citywide Goals Supported Homeless Continuum of Care Needs Addressed Homeless Support Services and Housing Funding CDBG: $28,820 Description Funding for shelter operations (cost of food) Target Date 6/30/2022 Estimate the number and type 110 homeless individuals of families that will benefit from the proposed activities Location Description Citywide Planned Activities CDBG funds to support services for homeless individuals residing in a year-round shelter 11 Project Name Buena Park Collaborative Target Area Citywide Goals Supported Public Social Services Needs Addressed Public Services Funding CDBG: $16,330 Description Referral and linkage services for lower-income residents Target Date 6/30/2022 Estimate the number and type 200 lower-income individuals of families that will benefit from the proposed activities Location Description Citywide Planned Activities Referral and linkage services for lower-income residents

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AP-50 Geographic Distribution – 91.220(f) Description of the geographic areas of the entitlement (including areas of low-income and minority concentration) where assistance will be directed

Activities slated for CDBG-funding during FY 2021-2022 will primarily be available on a citywide basis to income-eligible individuals. Program staff will ensure that program beneficiaries are income-eligible. A map of the City’s CDBG Eligible Areas (Attachment 2: CDBG Eligible Areas Map) provides a view of the areas where CDBG resources may be focused on an “area-wide” basis (e.g., code enforcement and graffiti removal).

Geographic Distribution

Target Area Percentage of Funds City of Buena Park 77 CDBG Eligible Area 23 Table 9 - Geographic Distribution

Rationale for the priorities for allocating investments geographically

CDBG funding is mainly allocated on a citywide basis as the City’s primary intent is to serve lower- income households that need services/assistance regardless of where they live in the community. CDBG- eligible areas tend to be older sections of the City. In these areas, activities such as graffiti removal and code enforcement will help arrest decline and improve target neighborhoods.

Discussion

As indicated above, CDBG funds primarily focus on programs that serve lower-income residents, irrespective of where they live. It is also expected that as the City invests in neighborhoods it will create a synergy whereby residents will also invest in their home and community.

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Affordable Housing

AP-55 Affordable Housing – 91.220(g) Introduction

The City will utilize limited CDBG funds and limited State funds to provide housing rehabilitation assistance to qualified homeowners. CDBG funds will be used to provide rehabilitation loans and grants - State funds will be used to fund rehabilitation loans. No funding is specifically allocated in FY 2021-22 for homeless housing or other special needs populations.

One Year Goals for the Number of Households to be Supported Homeless 0 Non-Homeless 10 Special-Needs 0 Total 10 Table 10 - One Year Goals for Affordable Housing by Support Requirement

One Year Goals for the Number of Households Supported Through Rental Assistance 0 The Production of New Units 0 Rehab of Existing Units 10 Acquisition of Existing Units 0 Total 10 Table 11 - One Year Goals for Affordable Housing by Support Type

Discussion

Due to limited resources, the City will focus FY 2021-2022 CDBG funds on housing rehabilitation of existing owner-occupied housing units. While not the program's primary focus, some special-needs households (senior and disabled) may be assisted during the year. Information in Table 10 and Table 11 is for CDBG-funded activities only. The City will also implement a housing rehabilitation loan program utilizing State HOME funds to rehabilitate an estimated ten units occupied by low- and moderate- income homeowners. OCHA will provide rental assistance to an estimated 335 households.

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AP-60 Public Housing – 91.220(h) Introduction

Buena Park does not own or manage public housing.

Actions planned during the next year to address the needs to public housing

Not applicable.

Actions to encourage public housing residents to become more involved in management and participate in homeownership

Not applicable.

If the PHA is designated as troubled, describe the manner in which financial assistance will be provided or other assistance

Not applicable.

Discussion

Not applicable.

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AP-65 Homeless and Other Special Needs Activities – 91.220(i) Introduction

As outlined in the Consolidated Plan, the City’s homeless strategy emphasizes preventing homelessness. According to HUD’s Strategies for Preventing Homelessness, “Homelessness prevention is an essential element of any effort to end homelessness either locally or nationwide.” This HUD report indicates it is less expensive and disruptive to keep a household housed in place. To assist the near-homeless, the City will fund safety-net services such as after-school childcare and referrals/case management for lower- income households. To help those individuals that are already homeless, the City will allocate CDBG resources for chronically homeless outreach and in support of emergency shelter operations.

Describe the jurisdictions one-year goals and actions for reducing and ending homelessness including:

Reaching out to homeless persons (especially unsheltered persons) and assessing their individual needs

CDBG funding will be allocated to Hope Funds (City Net). Hope Funds is a multi-faceted homeless outreach program that engages the chronically homeless, assess their needs, and links individuals to appropriate housing and service options. CDBG funding will be utilized to purchase temporary housing and bus passes. Homeless outreach workers will use these items to connect with the chronically homeless residing in Buena Park.

Addressing the emergency shelter and transitional housing needs of homeless persons

For FY 2021-2022, a portion of CDBG funds allocated to Hope Funds will be utilized to pay for temporary housing (hotel shelter for homeless individuals participating in the outreach program). Funding may also be used to pay program fees on behalf of homeless individuals entering short-term mental or substance abuse recovery programs. CDBG funding is also allocated to Mercy House to support the operation of the City’s Navigation Center (year-round shelter and multi-service center).

For FY 2021-2022, no funding is allocated for transitional housing; however, there are two transitional housing shelters in the City, providing 101 beds for homeless families with children.

Helping homeless persons (especially chronically homeless individuals and families, families with children, veterans and their families, and unaccompanied youth) make the transition to permanent housing and independent living, including shortening the period of time that individuals and families experience homelessness, facilitating access for homeless individuals and families to affordable housing units, and preventing individuals and families who were recently homeless from becoming homeless again

As outlined above, the City will focus resources on preventing homelessness and assist those already homeless. The Hope Funds program will focus CDBG resources on helping chronically homeless Annual Action Plan 27

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individuals with support services and access to temporary housing. Mercy House will provide emergency shelter, counseling/referral services, and housing navigation for homeless individuals.

OCHA reports that in Buena Park, 19 homeless households receive a rental assistance voucher. Additionally, 28 veterans receive special Veterans Affairs Supportive Housing (VASH) housing vouchers. The VASH program combines Housing Choice Voucher rental assistance for homeless veterans (provided by HUD) with case management and clinical services provided by the Department of Veterans Affairs. The City will also continue to support agencies that provide homeless services by providing Certifications of Consistency with the Consolidated Plan (if applicable and merited). Finally, the City will continue to support the regional CoC as it seeks solutions and resources to address Orange County’s homeless issues.

Helping low-income individuals and families avoid becoming homeless, especially extremely low-income individuals and families and those who are: being discharged from publicly funded institutions and systems of care (such as health care facilities, mental health facilities, foster care and other youth facilities, and corrections programs and institutions); or, receiving assistance from public or private agencies that address housing, health, social services, employment, education, or youth needs.

It is the City’s strategy to help a household at risk of becoming homeless to stay in their home. CDBG funding is allocated to provide financial assistance and case management to help prevent homelessness. The City will also continue to participate in regional homeless planning efforts, including the OC CoC’s Discharge Plan, which aims to prevent individuals leaving institutions, hospitals, etc., from becoming homeless.

Discussion

The City’s homeless strategy is to prevent homelessness by supporting local service providers that provide safety net services. Safety net services help households at risk of homelessness to redirect limited income toward housing. Significant CDBG funds are also allocated to provide homeless outreach and emergency shelter, and appropriate supportive services.

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AP-75 Barriers to affordable housing – 91.220(j) Introduction:

Barriers to affordable housing and actions to overcome these obstacles are listed in the City’s Housing Element and are summarized in the Consolidated Plan.

Actions it planned to remove or ameliorate the negative effects of public policies that serve as barriers to affordable housing such as land use controls, tax policies affecting land, zoning ordinances, building codes, fees and charges, growth limitations, and policies affecting the return on residential investment

The City can grant several types of density bonuses that can provide an incentive for the development of affordable housing:

• Site Area bonus • Affordable Senior Housing Area bonus • Affordable Housing Area bonus • Planned Development and Cluster Planning bonus • State Density bonus

The City has also created a Housing Opportunities Overlay designation. The base density for the overlay designation is 30 units per acre. For single-family residential developments that apply cluster or planned development designs, a cluster bonus of 20% may be granted, reducing the average lot size and increasing the density permitted.

The City can also offer reduced parking requirements to facilitate affordable senior housing development and transitional housing. The City does not provide a waiver of fees for the development of affordable housing; however, the City does have discretion in calculating specific impact fees (such as park and recreational facilities fees) for affordable housing projects. Finally, barriers created by permit processing time are addressed by providing “one-stop processing,” thereby eliminating duplication of effort.

There is no local tax. Discussion:

The City’s Housing Element identifies several barriers to the development of affordable housing opportunities. The Housing Element has also identified actions the City can take to reduce the impact of these barriers on affordable housing development. Three projects are slated for construction during the fiscal year that will use the City’s incentives.

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AP-85 Other Actions – 91.220(k) Introduction:

Outlined below are the City's actions to address the sub-strategies of the Consolidated Plan during FY 2021-2022.

Actions planned to address obstacles to meeting underserved needs

The Consolidated Plan identified senior and extremely low-income households as underserved populations. The City will allocate a portion of its CDBG funds for activities that address the housing and service needs of the elderly and lower-income households. Additionally, the City will encourage and support OCHA’s efforts to obtain additional rental assistance funding, especially for senior and low- income households. The City’s housing rehabilitation programs will be available to assist elderly homeowners in undertaking the improvement of respective residences to address specific household needs.

Actions planned to foster and maintain affordable housing

The City of Buena Park has identified the activities it will undertake during FY 2021-2022 to foster and maintain affordable housing. These actions include implementing programs such as owner-occupied Housing Rehabilitation to maintain and improve housing currently occupied by low- and moderate- income residents. By providing deferred payment loans and grants, lower-income households can rehabilitate their residence to a standard that meets basic health and safety regulations and incur zero or minimal additional housing costs. An estimated ten housing units will be assisted with CDBG-funded loans and grants during FY 2021-2022. State HOME program income funds will also be available to assist homeowners with the rehabilitation of their primary residence.

Additionally, the City has approved two affordable housing developments that include units reserved for lower-income households. Both projects are slated for completion during the FY 2022-2023 reporting period.

Actions planned to reduce lead-based paint hazards

To ensure compliance with program regulations, all housing units constructed before 1978, which are rehabilitated with HUD resources, will be tested for lead-paint hazards. If lead is found, additional assistance may be provided to eliminate or mitigate lead hazards to comply with current federal lead- based paint regulations.

Actions planned to reduce the number of poverty-level families

According to the U.S. Census Bureau, approximately 12.3% of the City’s population is living below the poverty level, including 18.2% of children under 18 and 8.8% of seniors (age 65 and older). During FY 2021-2022, the City will fund the following activities to help reduce the number of poverty-level households in the City: Annual Action Plan 30

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• Housing programs including rehabilitation for lower-income and senior homeowners and rental assistance for very low-income renters (the latter via the Orange County Housing Authority) • Outreach and engagement services for chronically homeless individuals • A variety of free or reduced-cost public services that help improve the quality of life to lower- income households, including senior services and after-school activities for lower-income children and youths. Actions planned to develop institutional structure

The City has developed an institutional structure that will help identify and access resources to improve the community. For example, the City will work with nonprofit public entities to deliver social services to the community’s most vulnerable populations, such as seniors and households at risk of becoming homeless. As a member of the Orange County Continuum of Care Community Forum, the City will provide critical information to the County of Orange to prepare the County’s Continuum of Care Homeless Assistance grant applications. Buena Park will provide vital resources to support the County’s system of care. Finally, the City will continue to assist the Orange County Housing Authority in implementing its Five-year Public Housing Authority (PHA) Plan.

Actions planned to enhance coordination between public and private housing and social service agencies

The City of Buena Park does not operate public housing. The Orange County Housing Authority (OCHA) provides rental assistance in the community. Federal legislation requires that the Housing Authority prepare five-year and one-year plans that identify its mission, goals, and objectives related to public and assisted housing programs. The City will review the Authority’s plans and provide OCHA the opportunity to review and consult with the City regarding its Consolidated Plan. The goal of this cross-consultation is to provide consistent and coordinated housing services for City residents. Buena Park has also developed positive working relationships with private and nonprofit housing developers. Finally, ongoing consultation with local nonprofits helps the City coordinate the efficient and effective use of limited federal resources.

Discussion:

HUD-funded grant recipients are required under various laws not to discriminate in housing or services directly or indirectly based on race, color, religion, sex, national origin, age, familial status, or disability. Grant recipients such as Buena Park are required to: (1) examine and attempt to alleviate housing discrimination within their jurisdiction; (2) promote fair housing choices for all persons; (3) provide opportunities for all persons to reside in any given housing development, regardless of race, color, religion, sex, disability, familial status, national origin, and other personal or familial attributes; (4) promote housing that is accessible to and usable by persons with disabilities; (5) and comply with the non-discrimination requirements of the Fair Housing Act. HUD encourages jurisdictions to consult with one another and initiate metropolitan wide area fair housing planning. The Analysis of Impediments (AI) to Fair Housing Choice is the primary document utilized for this purpose. In addition to identifying

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impediments, a strategy to overcome barriers must be developed and implemented - accomplishments are reported annually. The City participated in developing a county-wide AI, which the City Council adopted in May 2020. A summary of impediments to fair housing and the action steps the City will take during FY 2021-2022 are found in Attachment 3.

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Program Specific Requirements AP-90 Program Specific Requirements – 91.220(l)(1,2,4)

Introduction:

Each HUD program that is covered by the Consolidated Plan regulations must address specific program- specific requirements. Below are the requirements for the CDBG program.

Community Development Block Grant Program (CDBG) Reference 24 CFR 91.220(l)(1) Projects planned with all CDBG funds expected to be available during the year are identified in the Projects Table. The following identifies program income that is available for use that is included in projects to be carried out.

1. The total amount of program income that will have been received before the 0 start of the next program year and that has not yet been reprogrammed 2. The amount of proceeds from section 108 loan guarantees that will be used 0 during the year to address the priority needs and specific objectives identified in the grantee's strategic plan 3. The amount of surplus funds from urban renewal settlements 0 4. The amount of any grant funds returned to the line of credit for which the 0 planned use has not been included in a prior statement or plan. 5. The amount of income from float-funded activities 0 Total Program Income 0

Other CDBG Requirements

1. The amount of urgent need activities 0 2. The estimated percentage of CDBG funds that will be used for activities that benefit persons of low and moderate income. Overall Benefit - A consecutive period of one, two or three years may be used to determine that a minimum overall benefit of 70% of CDBG funds is used to benefit 100.00% persons of low and moderate income. Specify the years covered that include this Annual Action Plan.

Discussion

The City will meet the overall 70% benefit for low and moderate-income requirement over three Program Years – 2020, 2021, and 2022.

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Attachments

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OMB Control No: 2506-0117 (exp. 06/30/2018) Adopted 04/27/21 (Revised 5/25/21) City Council Meeting of June 8, 2021 Page 80 Item 4.

Agenda Report to City Council

MEETING DATE: June 08, 2021 TO: The Mayor and City Council ADOPT A RESOLUTION ADOPTING THE CITY OF TITLE: BUENA PARK EMERGENCY OPERATIONS PLAN – BASIC PLAN

RECOMMENDED ACTION: 1) Adopt a resolution adopting the City of Buena Park’s Emergency Operations Plan (EOP) – Basic Plan; and 2) Authorize staff to make any necessary, non-monetary changes to the EOP when necessary at the discretion of the City Manager. PURPOSE: To approve the Emergency Operations Plan – Basic Plan. There are no costs associated with this request. PREVIOUS COUNCIL/COMMISSION/COMMITTEE ACTION: The City Council adopted the current Emergency Operations Plan on December 8, 2015 (R 13350). DISCUSSION: The EOP is a strategic-level document that sets overall goals and policy for the City’s emergency management program. It provides a framework for the City to use in planning and performing emergency management functions before, during, and after an emergency event, natural disaster, or technological incident, regardless of cause. In its entirety, the EOP includes functional (i.e., emergency management, utilities, emergency public information) and hazard-specific (i.e. earthquake, flood) annexes. The Disaster Council is now reviewing the oldest of these annexes. The annexes are operational documents and contain information that should not be accessible to the public because of security concerns. Therefore, the City Council needs to formally adopt only the EOP Basic Plan. The City’s Emergency Services Coordinator (ESC) coordinated with the City Manager to make a series of small updates to the EOP between 2016 and 2019. The City’s Disaster Council reviewed the draft EOP in March and April of this year. The Council’s corrections and changes informed the second draft, which became available for public review in April. The ESC posted the second draft on the City’s website along with an invitation for the public to download the document and either email any comments for consideration, or attend a public meeting to discuss their questions or concerns. Invitations also were posted in the City Manager’s Weekly Report, on the City’s social media pages, and in emails to the Chief of Police’s advisory board and stakeholders’ committee. The public meeting occurred on May 18. Once adopted, the EOP will be due for another full review in three years.

City Council Meeting of June 8, 2021 Page 81 BUDGET IMPACT:There is no budget impact associated with this action. Prepared by: Corey S. Sianez, Chief of Police Approved by: Aaron France, City Manager Presented by: Lance Charnes, Emergency Services Coordinator

ATTACHMENTS 1) EOP 2021 Update Resolution 2) City of Buena Park Emergency Operations Plan, May 2021 Draft

City Council Meeting of June 8, 2021 Page 82

RESOLUTION NO.

A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF BUENA PARK, CALIFORNIA, TO ADOPT THE BUENA PARK EMERGENCY OPERATIONS PLAN — BASIC PLAN

WHEREAS, the City Council is greatly concerned with the health, safety, and well- being of its citizens and desires that the best possible emergency services be available to them; and

WHEREAS, the City Council wants to ensure the most effective and economical allocation of limited resources for the maximum benefit and protection of the community in time of emergencies; and

WHEREAS, the City of Buena Park Emergency Operations Plan — Basic Plan establishes the emergency organization, assigns tasks, specifies policies and general procedures, and provides for coordination of the City's response to emergencies consistent with the California Standardized Emergency Management System and National Incident Management System; and

WHEREAS, the City of Buena Park Emergency Operations Plan — Basic Plan is an extension of the Unified County of Orange and Orange County Operational Area Emergency Operations Plan and the California State Emergency Plan. It will be reviewed, exercised periodically, and revised as necessary to meet changing conditions.

NOW, THEREFORE, BE IT RESOLVED that the City Council does hereby adopt the Emergency Operations Plan — Basic Plan, gives its full support to this plan, and urges officials, employees, and citizens, individually and collectively, to do their share in the total emergency effort of the City.

PASSED AND ADOPTED this 8th day of June 2021, by the following called vote:

AYES: COUNCILMEMBERS:

NOES: COUNCILMEMBERS:

ABSENT: COUNCILMEMBERS:

ABSTAIN: COUNCILMEMBERS:

______Mayor

City Council Meeting of June 8, 2021 Page 83 RESOLUTION NO. Page 2

ATTEST:

______City Clerk

I, Adria Jimenez, City Clerk of the City of Buena Park, California, hereby certify that the foregoing resolution was duly and regularly passed and adopted at a regular meeting of the City Council of the City of Buena Park, held this 8th day of June 2021.

______City Clerk

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CITY OF BUENA PARK

2021 EMERGENCY OPERATIONS PLAN

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1.0 Table of Contents ...... 1 2.0 Promulgation ...... 5 2.1. City Approval ...... 5 3.0 Record of Changes ...... 9 4.0 Record of Distribution ...... 11 4.1. Primary Distribution ...... 11 4.2. Additional Copies ...... 11 4.3. Disclosure Exemptions ...... 11 5.0 Introduction ...... 13 5.1. EOP Purpose ...... 13 5.2. EOP Format ...... 15 5.3. EOP Scope ...... 16 5.4. Whole Community Strategy and Inclusion ...... 16 5.5. Planning Assumptions ...... 17 6.0 Situation ...... 19 6.1. Hazard Assessment...... 23 6.2. Hazard Mitigation ...... 23 7.0 Concept of Operations ...... 25 7.1. Operating under SEMS/NIMS: Application to Buena Park ...... 25 7.2. Emergency Response Levels ...... 26 8.0 Organization and Assignment of Responsibilities ...... 29 8.1. General...... 29 8.2. City of Buena Park Emergency Management Organization ...... 30 8.3. Assignment of Responsibilities ...... 30 8.4. Line of Succession ...... 31 8.5. Seat of Government...... 32 8.6. EOC Primary and Support Functions ...... 32 9.0 Direction, Control, and Coordination ...... 37 9.1. On-Scene Command and Management ...... 37 9.2. City of Buena Park EOC ...... 37 10.0 Information Collection, Analysis, and Dissemination ...... 39 10.1. Public Information for DAFN Communities ...... 39 10.2. Communications ...... 39 11.0 Administration, Finance, and Logistics ...... 41 11.1. Administration ...... 41 11.2. Financial Management ...... 42 11.3. Logistics ...... 44 11.4. Mutual Aid/Agreements and Understandings ...... 44 11.5. Staff Augmentation/Disaster Service Workers ...... 45 11.6. Records and Reports ...... 45 11.7. Nondiscrimination ...... 46 11.8. Administration and Insurance Claims ...... 46 11.9. After-Action/Corrective Action Reporting ...... 46 12.0 Plan Development and Maintenance ...... 49 12.1. Plan Revision and Maintenance Cycle ...... 49

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City Council Meeting of June 8, 2021 Page 87 EMERGENCY OPERATIONS PLAN LOGO BASIC PLAN 12.2. Training ...... 49 12.3. Exercises ...... 51 13.0 Authorities & References ...... 53 14.0 Annexes ...... 55 Attachment 1: Acronyms & Glossary of Terms ...... 57 A-1.1 Acronyms ...... 57 A-1.2 Glossary ...... 58 Attachment 2: Hazards ...... 67 A-2.1 Earthquake ...... 67 A-2.2 Flood/Storm ...... 69 A-2.3 Dam Failure ...... 69 A-2.4 Hazardous Materials ...... 71 A-2.5 Energy Outage / Power Grid Failure ...... 72 A-2.6 High Winds and Tornados...... 72 A-2.7 Train Derailment ...... 73 A-2.8 Urban Fires ...... 74 A-2.9 Aircraft Incident ...... 74 A-2.10 Civil Unrest ...... 75 A-2.11 Epidemic/Pandemic ...... 75 A-2.12 Terrorism ...... 76 A-2.13 Weapon of Mass Destruction Incidents ...... 77 Attachment 3: Continuity of Government ...... 79 A-3.1 Preservation of Local Governments/Succession of Local Officials ...... 79 A-3.2 Preservation of Vital Records ...... 79 Attachment 4: Mutual Aid ...... 83 A.4-1 Responsibilities ...... 83 A-4.2 Policies and Procedures ...... 85 A-4.3 References ...... 86 A-4.4 Mutual Aid Diagrams and Maps ...... 87

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City Council Meeting of June 8, 2021 Page 88 EMERGENCY OPERATIONS PLAN LOGO BASIC PLAN Table of Figures Figure 1. General Plan Land-Use Map ...... 21 Figure 2. General Plan Traffic Circulation Plan...... 22 Figure 3. SEMS Organizational Levels ...... 26 Figure 4. Emergency Response Levels ...... 27 Figure 5. Disaster Council Membership ...... 31 Figure 6. Director of Emergency Services Succession ...... 32 Figure 7. Buena Park EOC Primary and Support Functions ...... 33 Figure 8. EOC Activation Authority by Order of Precedence ...... 38 Figure 9. Case Example: The City's Financial Accounting System in an Emergency ...... 43 Figure 10. Preparedness Cycle ...... 49 Figure 11. NIMS/SEMS Training Requirements ...... 50 Figure 12. HSEEP Exercise Continuum ...... 51 Figure 13. Regional Earthquake Faults Map ...... 67 Figure 14. Buena Park Flood Zones ...... 70 Figure 16. Legal Basis - Succession of Local Government ...... 80 Figure 17. Mutual Aid Channels ...... 87 Figure 18. California Mutual Aid and Cal OES Administrative Region Map ...... 88

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City Council Meeting of June 8, 2021 Page 90 EMERGENCY OPERATIONS PLAN LOGO BASIC PLAN 2.0 PROMULGATION The City of Buena Park (“the City” or “we”) has updated its Emergency Operations Plan (EOP or “this Plan”) to ensure the most effective and economical allocation of resources for the maximum benefit and protection of life, property, and the environment during an emergency. This Plan supersedes any previous plan promulgated for this purpose.

The EOP’s objective is to establish the strategy and guidance needed to coordinate the City’s facilities and personnel into an efficient organization capable of responding to any emergency. It provides a framework for the City to use in performing emergency functions before, during, and after a natural, human-caused, or technological emergency—regardless of cause, size, or complexity. While no plan can prevent death and destruction, good plans carried out by knowledgeable and well-trained people can minimize losses.

This Plan describes the City’s emergency organization, assigns tasks, and specifies policies, goals, and the coordination of planning efforts based on the Standardized Emergency Management System (SEMS) and the National Incident Management System (NIMS). In accordance with SEMS and NIMS, this EOP is an extension of the State of California Emergency Plan and the Orange County Operational Area (OC OA) EOP. Stakeholders have reviewed the Plan, and City staff will test (through training and exercise), revise, and update it as necessary. Buena Park’s Disaster Council is ultimately responsible for the development and maintenance of the EOP.

The EOP complies with applicable federal, state, and local requirements. All federal, state, and local laws supersede the policies and procedures listed in this plan.

The City of Buena Park’s EOP supports the overall mission of the City. As such, the City Council endorses and gives its full support to this Plan and urges all officials, employees, and residents, individually and collectively, to support the City of Buena Park’s total emergency effort.

2.1. CITY APPROVAL See the next page for the signed City Council Resolution No. XXXXX adopting the Emergency Operations Plan – Basic Plan.

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City Council Meeting of June 8, 2021 Page 94 EMERGENCY OPERATIONS PLAN LOGO BASIC PLAN 3.0 RECORD OF CHANGES DATE OF REVISION REVISION REVISION DESCRIPTION SECTION/COMPONENT COMPLETED BY City of Buena Park EOP: EOP content and format • Basic Plan revised to align with CPG • Emergency 101, Version 2.0 and Management Annex City of Buena Park updated with information • Emergency Public Disaster Council current to the City of Buena 12/08/2015 Information/ and Emergency Park, the Orange County Communications and Planning Operational Area, State of Warning Annex Consultants California, and the National Incident Management • Utilities Annex System • Knott’s Berry Farm Annex Combined Plan distribution-related material Lance Charnes, 3/2/2017 Basic Plan, sections 5 in Section 5, and Emergency Services Change 1 and 13 eliminated it from Section Coordinator 13. Lance Charnes, 3/2/2017 Changed “citizen” to Throughout Basic Plan Emergency Services Change 2 “resident” as appropriate. Coordinator Eliminated references to unapproved Cal OES document; eliminated ICS- Lance Charnes, 3/2/2017 300 requirement for most Basic Plan, Section 13.3 Emergency Services Change 3 of EOC staff; eliminated Coordinator reference to SEMS EOC class. Eliminated Attachment 2; Lance Charnes, 3/2/2017 Basic Plan, Section 6 moved two maps to Emergency Services Change 4 and Attachment 2 Situation. Coordinator Changed incorrect Lance Charnes, 3/2/2017 information about Basic Plan, Section 12 Emergency Services Change 5 insurance claims. Coordinator Changed reference to EEI Lance Charnes, 3/2/2017 location from Annex A to Basic Plan, Section 10 Emergency Services EOG. Coordinator Renumbered figures for Lance Charnes, consistency; repaginated; 3/2/2017 Throughout Basic Plan Emergency Services added missing hyperlinks; Coordinator eliminated editing artifacts.

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City Council Meeting of June 8, 2021 Page 95 EMERGENCY OPERATIONS PLAN LOGO BASIC PLAN DATE OF REVISION REVISION REVISION DESCRIPTION SECTION/COMPONENT COMPLETED BY Updated the emergency activation levels; updated the list of annexes; updated and provided links for the Lance Charnes, 11/21/2019 authorities and references; Throughout Basic Plan Emergency Services added page references to Coordinator internal links; eliminated unused acronyms from the acronym list Simplified the language; eliminated bureaucratese wherever possible; updated Lance Charnes, 6/8/2021 statistics and references; Throughout Basic Plan Emergency Services revised organization for Coordinator clarity; added references to COVID-19

NOTE: Text modified in the latest changes shows in green.

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City Council Meeting of June 8, 2021 Page 96 EMERGENCY OPERATIONS PLAN LOGO BASIC PLAN 4.0 RECORD OF DISTRIBUTION 4.1. PRIMARY DISTRIBUTION The public can read or download the EOP Basic Plan and its attachments on the City’s website.

The complete EOP, including the Basic Plan, attachments, and annexes, is available to City employees in electronic format on the shared City network drive (N:/18-Emergency Management).

4.2. ADDITIONAL COPIES A limited number of printed copies are available in the following locations: • City Manager’s Office • Police Watch Commander’s office • Primary EOC (2 copies)

These copies may be stored as standalone documents or with other plans or related documents, such as the Emergency Operations Guide.

Orange County Fire Authority Division 7 also holds an electronic copy of the complete EOP (including annexes).

Individual departments should print and store any parts of the EOP required for the performance of their Plan-related duties.

Refer any requests for additional copies or alternate formats of this document to the Buena Park City Manager’s Office.

4.3. DISCLOSURE EXEMPTIONS Although much of this plan is available for public review, certain sensitive portions are secluded to annexes that are exempt from public disclosure under the provisions of the California Public Records Act §6254. This sensitive information includes details of the City government’s deployment, mobilization, and tactical operations in response to emergencies, personal privacy information, and information involving City, state, or national security.

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City Council Meeting of June 8, 2021 Page 98 EMERGENCY OPERATIONS PLAN LOGO BASIC PLAN 5.0 INTRODUCTION The City of Buena Park is committed to the safety of its residents, workers, and visitors. Their safety and security depends on the continuation of public services before, during, and after an emergency or disaster.

Federal, state, and local laws and standards require the City to enhance mitigation efforts, encourage preparedness, assure responsiveness, and facilitate recovery efficiently and effectively, before, during, and after human-caused and natural disasters that affect the City. Emergency plans informed by SEMS and NIMS provide the basis for response and recovery operations to accomplish these goals.

Much like other cities in the United States, the City of Buena Park is vulnerable to myriad threats, including: • Natural hazards, such as earthquakes, floods, and droughts • Technological hazards, including hazardous materials spills, dam failures, major transportation accidents, and utility emergencies • Human-caused events, such as civil unrest, terrorism, and pandemics

This litany of potential calamities requires an all-hazards approach to planning.

The past twenty years’ worth of major disasters and emergency events provides lessons-learned that demonstrate the value of ongoing preparedness. These range from the 2001 terror attacks on the World Trade Center and Pentagon, to Hurricane Katrina in 2005, to 2011’s San Diego blackout and Japan’s Tōhoku earthquake and tsunami, to recurring wildfire disasters and mass shootings in California and throughout the West. Some recent events—such as the 8.3M Illapel earthquake (Chile) and 2015’s Category 5 Hurricane Patricia (Mexico)—serve as positive examples of how losses can be minimized through ongoing mitigation (prevention) activities, effective public information and warning, and increased first responder and public readiness. Others—such as the chaotic and hyper-politicized response to the COVID-19—serve as cautionary tales.

Chapter 8 of the City of Buena Park Municipal Code charges the City Manager’s Office, in conjunction with the City Disaster Council, with ensuring the City is prepared for all hazards and emergencies.

5.1. EOP PURPOSE This EOP describes a comprehensive emergency management system that provides for a response to natural disasters, technological incidents, terrorism, and other emergencies and major disasters. It delineates operational concepts relating to various emergency situations, identifies components of the Emergency Management Organization, and describes the overall responsibilities for protecting life and property and assuring the overall well-being of the population.

The Plan also provides a framework for the coordination of response services and support within the City. It discusses the City’s relationships with, obligations to, and dependencies on other

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City Council Meeting of June 8, 2021 Page 99 EMERGENCY OPERATIONS PLAN LOGO BASIC PLAN response organizations and governmental entities, including mutual aid, state and federal agencies, and the private sector. It provides guidance regarding reporting requirements. This plan is flexible enough so that the City’s capabilities can adapt to a changing response environment and to the needs of supporting organizations.

This Plan doesn’t address every single emergency that crops up in day-to-day living. “Everyday” emergencies—road accidents, water main breaks, traffic signal failures, heart attacks—remain under the planning and operational purview of the departments and agencies responsible for responding to them. The EOP is concerned with larger-scale emergencies that require significant multi-department or multi-agency response and coordination.

This Basic Plan or its annexes reference other City emergency plans and assessments. These plans are, by reference, a part of this Plan. 1. Local Hazard Mitigation Plan (LHMP). The LHMP documents all the ongoing and future actions that contribute to minimizing or eliminating threats associated with hazards in the City. It includes a thorough analysis of these hazards and their potential effects on the City. FEMA requires jurisdictions to have approved mitigation plans to qualify for post-disaster mitigation funds following a major disaster. 2. Continuity Plan. The Continuity Plan (may also be referred to as the City’s Continuity of Operations Plan) is designed to ensure the continuity of government and performance of essential functions during and after a disruption to normal City business operations. The Continuity Plan is a tool to help the City effectively resume its essential functions within twelve hours of an emergency, and to sustain continuous operations for up to thirty days. Like the EOP, the Continuity Plan isn’t hazard-specific. 3. Recovery Plan. Because the burden of post-disaster recovery is at the local level, advance planning is essential to restore the City’s physical and economic health. Decisions made and priorities set early in the recovery process can have a cascading effect on the nature and speed of the recovery’s progress. This to-be-developed plan will address the intermediate- to long-term recovery procedures and policies necessary to return the City to its pre-disaster or improved condition. 4. Hazardous Materials Assessment (HMA). The HMA is a comprehensive database of hazardous materials stored and used by commercial and industrial facilities in the City. The HMA takes into consideration proximity to populated areas and the interaction of various chemicals and substances located close together. The HMA provides a useful dataset that first responders and emergency personnel can use for emergency mitigation, preparedness, and response purposes. 5. Water Vulnerability Assessment (WVA). The WVA addresses various threats to the water utility that could negatively affect its ability to provide safe drinking water and firefighting ability to the City. Identified threats include terrorist actions, natural catastrophes, and equipment failure. The water utility will use the information from this assessment to implement changes and upgrades to security procedures, recordkeeping, control and communication systems, and standard operating procedures. 6. Emergency Operations Guide (EOG). The EOG is a tactical guide to EOC functions and operational protocols. It outlines EOC activation, operation, and deactivation policies, procedures, and other information related to EOC operations in the City. The EOG includes detailed EOC position checklists, and addresses issues pertaining to including the “whole community” in response operations. 2021 Emergency Operations Plan | Basic Plan Page 14 Changes in green

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In accordance with SEMS and NIMS, the City has reviewed the Unified County of Orange/Orange County Operational Area Emergency Operations Plan to ensure that this Plan is consistent with the Operational Area.

The EOP isn’t the end-all of emergency planning. The planning and preparedness process is ongoing and never-ending. Building resiliency within the City requires continual effort from the collective Buena Park community.

5.2. EOP FORMAT The EOP generally follows the guidance provided in FEMA’s Comprehensive Preparedness Guide 101, Version 2.0, and best practices from other California jurisdictions. Underlined blue text is hyperlinked to other locations in this Plan or to outside sources.

The EOP consists of this Basic Plan, its attachments, and functional and hazard-specific annexes. The Basic Plan includes: • The purpose and scope of the plan • A description of the City’s hazards and planning assumptions • The general concept of operations for emergency activities within the City • The coordination mechanisms used in the emergency management process • Information collection, analysis and dissemination methods • Communications methods • Administration, finance, and logistics • Plan maintenance procedures • Authorities and references

The EOP Basic Plan also includes a series of attachments, including: • Acronyms & glossary of terms • Hazards • Continuity of government • Mutual aid

A number of annexes support this Plan, including: • Mission-specific or functional annexes (e.g., emergency management, emergency public information, evacuation) • Hazard-specific annexes (e.g., earthquake, flood) • Site-specific annexes (e.g., Knott’s Berry Farm)

Collectively, these annexes describe the operational actions, roles, and responsibilities of departments, agencies, and supporting organizations for a particular function, response, or site. Section 14 – Annexes (page 55) contains a list of completed and planned annexes and their descriptions.

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5.3. EOP SCOPE The City of Buena Park’s EOP applies to any extraordinary emergency associated with any natural or human-caused hazard that affects the City and requires a planned, coordinated response by multiple departments and supporting agencies. The EOP establishes an emergency organization and defines responsibilities for all departments and organizations (public and private) having roles in emergency preparedness, response, recovery, or mitigation in the City. The EOP complies with SEMS and NIMS. “The City” consists of all residents, governmental entities and departments, businesses, and non-profit organizations within the city limits, and individuals and entities in or transiting the City.

This EOP provides guidance for the City of Buena Park based on the following objectives: • Establish the City’s policy and procedures for response to emergencies. • Describe the City’s Emergency Management Organization, and establish an integrated system for the effective management of emergencies. • Describe how all Buena Park residents and visitors, including individuals with disabilities or access and functional needs (DAFN), will be protected and addressed. • Describe the City’s dependencies on and relationships with outside agencies and jurisdictions as they relate to emergency response activities in the City. • Identify lines of authority and relationships. • Assign tasks and responsibilities. • Describe the means to acquire resources to support emergency response activities in the City. • Describe the purpose of the City’s EOC.

5.4. WHOLE COMMUNITY STRATEGY AND INCLUSION The “whole community” concept is a process by which residents, emergency management representatives, organizational and community leaders, and government officials can understand and assess the needs of their respective communities and determine the best ways to organize and strengthen their resources, capacities, and interests. Engaging in whole-community emergency management planning builds a more effective path to societal security and resilience. This plan seeks to support the following whole-community principles: • Understand and meet the needs of the entire community, including people with disabilities and those with other access and functional needs. • Engage and empower all parts of the community to assist in all phases of the disaster cycle. • Strengthen what works well in communities on a daily basis. • The effectiveness of the emergency response largely depends on the preparedness and resiliency of the collective community.

Community Resiliency consists of three key factors: 1. The ability of first-responder agencies (e.g. fire, law, and Emergency Medical Services [EMS]) to effectively and efficiently divert from their day-to-day operations to the emergency.

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City Council Meeting of June 8, 2021 Page 102 EMERGENCY OPERATIONS PLAN LOGO BASIC PLAN 2. The strength and inclusivity of the emergency management system and organizations within the City, including the City EOC and emergency public information systems and tools (e.g., mass notification and communication systems, etc.). 3. The preparedness of the City’s residents, businesses, and community organizations.

Constantly focusing on enhancing all three of these components focuses the City on improving overall resiliency.

As part of the City’s “whole community” approach, and in order to be more inclusive in its comprehensive emergency management efforts, the City may establish subcommittees and/or advisory/working groups to its Disaster Council. These groups and/or committees will provide input, guidance, and recommendations to ensure the collective community of Buena Park is represented in all phases.

During the course of this Plan’s revision, the City posted the draft EOP on its website and invited members of the public to read it and comment via email. The City also convened a “Whole Community” meeting to solicit information and input for the EOP. Invitations were sent via email and posted on the City’s social media accounts. The City carefully considered the input gathered through these methods and included it in this Plan as appropriate.

A section of the City’s website provides emergency preparedness-related information to the public. It includes hazard and risk information, and links to tools and resources to support individual and collective readiness and resiliency.

The City recognizes and understands that the collective community that is “Buena Park” is only as strong as are its most vulnerable members. It seeks to ensure that all persons—regardless of race, religious creed, color, national origin, ancestry, physical disability, mental disability, medical condition, genetic information, marital status, sex, gender, gender identity, gender expression, age, sexual orientation, military and veteran status, socioeconomic status, language, or residence—have equal access to emergency systems and resources in the event of a disaster.

Given the diverse needs of the City, however, it’s understood that government alone can’t accomplish this. Therefore, the City calls upon all its members (residents, businesses, organizations, and the like) to engage, participate, and take ownership of the collective preparedness and resiliency in and for the City.

5.5. PLANNING ASSUMPTIONS The City of Buena Park is responsible for emergency response operations and will commit all available resources to save lives, minimize injury to persons, protect the environment, and minimize damage to property. The following assumptions underlay this Plan. 1. The City will use SEMS and NIMS principles in its emergency management activities. 2. The City is a member of, and participates in, the Orange County Operational Area. 3. The City will provide appropriate resources to local agencies and residents to cope with disasters affecting this area as they’re available. 4. Mitigation activities conducted prior to the occurrence of a disaster result in a potential reduction in loss of life, injuries, and damage. 2021 Emergency Operations Plan | Basic Plan Page 17 Changes in green

City Council Meeting of June 8, 2021 Page 103 EMERGENCY OPERATIONS PLAN LOGO BASIC PLAN 5. The City will request mutual aid assistance when emergency needs exceed the City's ability to meet them. The City will also provide mutual aid resources to other jurisdictions as available. 6. The City contracts key services that have a direct bearing on the City’s emergency management organization. Most importantly, the OCFA is responsible for fire, rescue, emergency medical services, and hazardous materials response. The City also contracts its trash collection and disposal, fleet fuel, tree trimming, ambulance, and animal control services. These independent agencies and businesses may follow plans or procedures that don’t entirely conform to this Plan or other City-owned plans. 7. County agencies provide services to Buena Park residents and businesses. These services, over which the City government has no control, include public health, coroner, social services, senior and veteran’s services, flood control, and property assessment and taxation. Regional disasters will likely affect these services, which the City can’t replace or take over. 8. The agencies or organizations that are responsible for supporting plans and procedures should update and maintain these plans, but may not. 9. The residents and businesses in Buena Park should make themselves aware of potential hazards and prepare themselves for emergencies; however, most don’t. Those who don’t prepare will depend entirely on the City, OA, higher levels of government, or NGOs when a disaster strikes.

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City Council Meeting of June 8, 2021 Page 104 EMERGENCY OPERATIONS PLAN LOGO BASIC PLAN 6.0 SITUATION The City of Buena Park, also known as the “Center of the Southland,” is located in the northernmost part of central Orange County. Buena Park borders the cities of Fullerton to the north and east, Anaheim to the south and east, Cypress to the southwest, La Palma to the west, and Los Angeles County (the cities of Cerritos and La Mirada) to the northwest.

The City covers 10.52 square miles, with an average elevation of approximately 75 feet above sea level. The City is entirely urban (commercial, residential, and industrial). Two major freeways run through Buena Park: the Santa Ana Freeway (Interstate 5) and the Artesia Freeway (California Highway 91). Three main north-south arterial streets cross the City: (ordered from east to west) Beach Boulevard, Knott Avenue, and Valley View Street. There are also three major east- west arterial streets: (ordered from north to south) Artesia Boulevard, Orangethorpe Avenue, and La Palma Avenue. Two well-used rail corridors transit the City on a rough northwest-southeast axis: the freight-only Union Pacific right-of-way paralleling Interstate 5, and the mixed-traffic Burlington Northern-Santa Fe (BNSF) right-of-way along the base of our northern hills, which hosts Amtrak and Metrolink passenger rail service.

The United States Census Bureau lists the City’s 2018 population estimate at 82,421. Approximately 619,383 people live within a 5-mile radius of the City1. The City has a variable daytime population of up to 150,000 people. Given Buena Park’s location between major freeways, on a major commuter rail line, and within major thoroughfares (see Figure 2, page 22), thousands of commuters pass through and by Buena Park each day. While most commuters are present during peak traffic hours (generally defined as 6:00 a.m. – 9:00 a.m. and 3:00 p.m. – 6:30 p.m.), freeway traffic is heavy all day during the workweek.

The City has a strong commercial and tourism base that employs many residents and generates sales and transient-occupancy tax revenue for the city. Buena Park’s diverse economic base includes manufacturing and distribution industries, professional corporations, and retail businesses. The City is perhaps best known as the home of Knott’s Berry Farm, a local theme park that covers 160 acres, hosts nearly 4.1 million visitors per year2, and employs over 10,000 seasonal and full-time workers.

The Buena Park Entertainment Corridor is located in the east-central part of the city. It includes Knott’s Berry Farm, Knott’s Soak City USA, Medieval Times Dinner and Tournament, the Pirates

1 California Department of Finance, 2012

2 AECOM, Global Attractions Attendance Report, 2018

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City Council Meeting of June 8, 2021 Page 105 EMERGENCY OPERATIONS PLAN LOGO BASIC PLAN Dinner Adventure, and many tourist-related hotels and motels. Buena Park Downtown is also part of the Entertainment Corridor; it consists of the Buena Park Mall and several surrounding stores, restaurants, and an 18-screen movie theater complex. A large commercial and light-industrial district dominates the City’s northwest, comprising approximately 100 highly diverse manufacturing and logistics companies (see Figure 1, page 22).

The Los Coyotes Country Club, with its 18-hole golf course and luxury housing, is in the City’s northeast portion. The City also has several automobile and truck retailers centrally located in the Auto Center.

There are twelve elementary schools, two junior high schools, and two high schools (including one for DAFN students) located throughout the City. Two of its three major private schools also cater to DAFN students. The City maintains thirteen parks of varying size.

The City has no hospitals within its boundaries. During any mass-casualty incident, Buena Park will need to rely on the OCFA and the Orange County Emergency Medical Services Agency for first-aid stations, medical personnel, and other resources to help care for the injured. The hospitals closest to the City are La Palma Intercommunity Hospital and West Anaheim Medical Center.

As of September 2020, 255 full-time and 140 part-time municipal employees serve the City. All employees, including part-time employees, are Disaster Service Workers and are may be participants in the City’s emergency operations3.

Overview maps of the City are available in the City of Buena Park 2035 General Plan, available at http://www.buenapark.com/city-departments/community-development/planning- division/general-plan.

3 Buena Park Municipal Code §8.00.070; Buena Park Administrative Policy Manual §200-43; California Government Code §3100-3101

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City Council Meeting of June 8, 2021 Page 106 EMERGENCY OPERATIONS PLAN LOGO BASIC PLAN Figure 1. General Plan Land-Use Map

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Figure 2. General Plan Traffic Circulation Plan

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City Council Meeting of June 8, 2021 Page 108 EMERGENCY OPERATIONS PLAN LOGO BASIC PLAN 6.1. HAZARD ASSESSMENT Like most cities, Buena Park is exposed to a number of hazards that may create damage and disruption. These include natural hazards, such as earthquakes, floods, drought, and pandemics; technological hazards, such as hazardous materials releases, major transportation accidents, and utility emergencies; and human-caused incidents, such as terrorism, mass shootings, and civil unrest.

Attachment 2: Hazards (page 67) provides a basic understanding of these hazards. The Buena Park Local Hazard Mitigation Plan contains detailed discussions of the top five hazards the City faces.

In light of Buena Park’s vulnerability to this range of hazards, the City will continue to emphasize emergency planning; training full-time, part-time, and reserve personnel; public awareness and education; and (when practical) ensuring the adequacy and availability of resources to cope with such emergencies. The City is engaged in ongoing public education programs, including programs administered and/or supported under the Orange County Emergency Management Organization and the Santa Ana/Anaheim Urban Areas Security Initiative (UASI), to which the City belongs. The programs focus on the need for individuals to know about the nature of disasters and proper responses to those disasters. They also encourage residents, businesses, and organizations to make the necessary preparations for disasters and emergencies.

6.2. HAZARD MITIGATION The City of Buena Park will emphasize following mitigation measures that reduce losses from disasters, including the development and enforcement of appropriate land use, design, and construction regulations.

The City began development of its LHMP simultaneously with development of this EOP in 2015. The LHMP’s purpose is to: • Enhance public awareness and understanding regarding local hazards. • Create a decision tool for management. • Promote compliance with state and federal program requirements. • Document and enhance City policies for hazard mitigation capability. • Provide for inter-jurisdictional coordination of mitigation-related activities.

FEMA approved the LHMP in November 2017.

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City Council Meeting of June 8, 2021 Page 110 EMERGENCY OPERATIONS PLAN LOGO BASIC PLAN 7.0 CONCEPT OF OPERATIONS Government is responsible for undertaking an ongoing, comprehensive approach to emergency management to mitigate the effects of hazardous events. The ultimate goals of emergency management (including mitigation, preparedness, response, and recovery) are to: • Provide effective life-safety measures, reduce property loss, and protect the environment. • Provide for the rapid resumption of impacted businesses and community services. • Provide accurate documentation and records required for cost-recovery efforts.

Local governments (such as the City of Buena Park) have primary responsibility for emergency management activities within their jurisdictions. When an emergency exceeds the local government's capability to respond, it asks for assistance from other local, state, or even federal jurisdictions. In any case, incident command and response operations remain with the local jurisdiction. It may suspend day-to-day activities that don’t contribute directly to the emergency response for the duration of the emergency.

All jurisdictions within California operate under SEMS and NIMS. In the California, jurisdictions must comply with SEMS to be eligible for state reimbursement of response-related personnel costs. The basic frameworks for SEMS and NIMS incorporate the use of the Incident Command System (ICS) and the Multi-Agency Coordination System (MACS). This EOP is based on SEMS and NIMS.

7.1. OPERATING UNDER SEMS/NIMS: APPLICATION TO BUENA PARK Fully activated, SEMS consists of the emergency management systems of all local jurisdictions (including special districts), Operational Areas (county-wide), California Governors’ Office of Emergency Services (Cal OES) Mutual Aid Regions (two or more counties), and state government. Figure 3 (page 26) identifies the five SEMS organizational levels that are activated as necessary: field response, local government, operational area, region, and state.

As a local government, the City is responsible for directing or coordinating emergency operations within the City. The other SEMS levels are responsible for coordinating with or providing support to the City and other local jurisdictions. • What “Field” and “Local” mean to Buena Park: Under SEMS/NIMS, the City is responsible for two of the five levels—namely, “field response” and “local government.” At the field response level, all departments and agencies will use ICS to standardize the emergency response, and report emergency-related information to the emergency management organization in the City’s EOC.

The EOC manages the overall city response to major disasters and coordinates inter- departmental activity, implements City policy, determines the mission and priorities, and provides direction and the authority to act. EOC personnel engage in long-range planning and coordination with outside agencies. The EOC also coordinates information dissemination to the public. It provides support for City cost-recovery efforts by tracking and reporting the personnel, supplies, and equipment used by City departments.

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• What the “Operational Area” means to the City: SEMS defines an Operational Area (OA) as a County and all its political subdivisions, including cities and special districts. The Orange County Sheriff’s Department Emergency Management Division (OCSD EMD) Figure 3. SEMS Organizational Levels manages the Orange County OA. During emergencies, the OC OA will coordinate mutual aid and emergency operations within the OA and will be the channel for requesting mutual aid from the regional level. The City EOC coordinates with and through the Orange County OA EOC. If the City’s needs exceed its capabilities, the City requests aid from the OC OA EOC. • What “Region” means to the City: The OC OA EOC reports to the Cal OES Southern Regional Emergency Operations Center (REOC), which can access additional resources if OA resources are exhausted. The OC OA (and by extension, the City of Buena Park) is in Mutual Aid Region I, which also includes Los Angeles, Ventura, Santa Barbara, and San Luis Obispo Counties. Orange County and Buena Park are also part of the OES Southern Administrative Region, along with Mutual Aid Region VI (Riverside, San Bernardino, San Diego, Imperial, Mono, and Inyo counties). • What “state” and “federal” mean to the City: The REOC can request additional assistance from the state, which can then request federal assistance if necessary.

7.2. EMERGENCY RESPONSE LEVELS The State of California and the OC OA EOP identify three emergency response levels. The City also uses this system. These levels, shown in Figure 4 (page 27), are common to all annexes in this plan.

EOP Annex A, Emergency Management, includes details and supporting documents regarding the City of Buena Park’s proclamation process.

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City Council Meeting of June 8, 2021 Page 112 EMERGENCY OPERATIONS PLAN LOGO BASIC PLAN Figure 4. Emergency Response Levels BUENA PARK | ORANGE COUNTY| STATE OF CALIFORNIA LEVEL 3 A minor to moderate incident wherein local resources are adequate and available. A LOCAL EMERGENCY usually isn’t proclaimed. LEVEL 2 A moderate to severe emergency wherein local resources are not adequate and mutual aid may be required on a regional or even statewide basis. A LOCAL EMERGENCY may be proclaimed, and a STATE OF EMERGENCY might be proclaimed. LEVEL 1 A major disaster wherein resources in or near the impacted area are overwhelmed and extensive state and/or federal resources are required. A LOCAL EMERGENCY and a STATE OF EMERGENCY will be proclaimed, and the governor may request a PRESIDENTIAL DECLARATION OF EMERGENCY or MAJOR DISASTER.

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City Council Meeting of June 8, 2021 Page 114 EMERGENCY OPERATIONS PLAN LOGO BASIC PLAN 8.0 ORGANIZATION AND ASSIGNMENT OF RESPONSIBILITIES The City of Buena Park’s emergency management organization covers all EMERGENCY DEFINED emergency management phases: “‘Emergency’ means the actual or threatened mitigation, preparedness, response, and existence of conditions of disaster or of extreme recovery. peril to the safety of persons and property within [the City of Buena Park] caused by such conditions These emergency management systems as air pollution, fire, flood, storm, epidemic, riot or provide for not only the on-scene earthquake, or other conditions, including management of an incident, but also for conditions resulting from war or imminent threat of the coordination of response activities war, but other than conditions resulting from labor between the City and other jurisdictions controversy, which conditions are or are likely to be (such as neighboring cities, the OC OA beyond the control of the services, personnel, EOC, supporting agencies, etc.). equipment and facilities of the city, requiring the combined forces of other political subdivisions to References in this section are as defined combat.” or derived from the description and authority in the City of Buena Park Municipal Code, Chapter 8, §8.00.010 – ~ BP MC §8.00.020 – Emergency Defined 8.00.090.

8.1. GENERAL The City’s emergency organization structure follows these principles: • Use of SEMS/NIMS • All-hazards approach • Clear lines of authority and channels of communication • Simplified functional structure • Incorporation into the emergency organization of all available personnel having disaster capabilities • Formation of special-purpose units to perform those activities particular to major emergencies • Includes mitigation, preparedness, response, and recovery

A major emergency can change the working relationships between government and industry and among government agencies. For example: • Several departments may consolidate under a single chief, even though those departments normally work independently. • Special-purpose units may form (situation intelligence, alert and warning, management performing functions not normally required). Personnel may be detached from their regular employment and assigned to these units on activation. • Ad hoc multiple-agency or multiple-jurisdiction commands may facilitate the response to an emergency.

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8.2. CITY OF BUENA PARK EMERGENCY MANAGEMENT ORGANIZATION The City of Buena Park Emergency Management Organization consists of the following: • Director of Emergency Services (DES) • Assistant Director of Emergency Services (ADES) • Disaster Council (and its subcommittees, groups and advisors) • All officers and employees of the City • All volunteers and/or others enrolled to assist the City in a disaster • Emergency Operations Center when activated

8.3. ASSIGNMENT OF RESPONSIBILITIES The DES and ADES, together with the City Council, oversee the City’s emergency management organization as the primary leadership represented in the City Disaster Council (see below). They’re empowered to review and approve emergency mutual aid plans and agreements, disaster mitigation, preparedness, response, and recovery plans, and any ordinances, resolutions, rules, and regulations necessary to implement them.

Director of Emergency Services The City Manager is the Buena Park DES. The DES (or his/her designated successor or agent) directs the City’s emergency management organization. In this role, the DES provides for the overall management and direction of mitigation, preparedness, response, and recovery operations in the City.

In the event of an actual or pending emergency, the DES has the authority to proclaim an emergency for the City, activate and direct the EOC, and command and marshal resources to support the City’s response.

During an actual emergency, the DES, or his/her designee, serves as the EOC Director.

Assistant Director of Emergency Services The City Manager has designated the Buena Park Chief of Police as ADES. Per the Municipal Code, the ADES oversees development of emergency plans and manages the emergency programs of the city.

Disaster Council The City Disaster Council is empowered to develop and recommend for adoption by the City Council: • The City EOP and all related plans having impact or bearing on the City’s emergency management efforts, such as the Continuity Plan and other plans referenced in Section 5.1 – EOP Purpose (page 13);

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City Council Meeting of June 8, 2021 Page 116 EMERGENCY OPERATIONS PLAN LOGO BASIC PLAN • Mutual aid agreements; and, • Ordinances, resolutions, rules, and regulations necessary to implement such plans and agreements.

The DES or ADES (or their designees) can convene Disaster Council meetings whenever needed. Figure 5 (page 31) outlines the Disaster Council’s primary membership.

The Disaster Council may also include up to three advisory members appointed by the DES (with the advice and consent of the City Council) from civic, business, labor, veterans, professional, or other organizations having an official emergency responsibility. The Disaster Council furthers the “whole community” concept outlined in Section 5.4 – Whole Community Strategy and Inclusion (page 16).

Figure 5. Disaster Council Membership ROLE RESPONSIBLE PARTY Chairperson Director of Emergency Services (City Manager) Vice-Chairperson Assistant Director of Emergency Services (Police Chief) Member Emergency Services Coordinator Member Director of Public Works Member Director of Community Development Member Director of Community Services Member Director of Finance Member Director of Human Resources and Risk Management Member City Council representative Advisory Member Orange County Fire Authority representative Advisory Member Disabilities, Access and Functional Needs Advisor

Emergency Services Coordinator The City Manager employs an Emergency Services Coordinator (ESC), who, in conjunction with the DES, ADES, and Disaster Council, coordinates the day-to-day preparedness efforts of the City, such as planning, training, exercises, and “whole community” outreach.

Other Departments Other City departments and supporting agencies have emergency responsibilities, as shown in Figure 7 (page 33). These agencies and departments are also responsible for developing and maintaining relevant standard operating procedures.

8.4. LINE OF SUCCESSION All levels of government are required to provide for the continuity of government if current officials are unable to carry out their responsibilities. The Buena Park City Council has provided for a line of succession to the DES position in the event of a major emergency.

Should the DES be unavailable or unable to serve, the positions identified below in Figure 6 (page 32), in order, shall act as the DES, with all the powers and authorities of the DES. The individual

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Figure 6. Director of Emergency Services Succession4 ORDER OF SUCCESSION TITLE DEPARTMENT First City Manager City Manager Second Police Chief Police Third Director of Public Works Public Works Fourth Director of Community Development Community Development Fifth Director of Community Services Community Services Sixth Director of Finance Finance Director of Human Resources and Risk Human Resources and Seventh Management Risk Management

Notification of any successor changes shall be made through the established chain of command. The City of Buena Park Continuity Plan lists the lines of succession for each City department.

8.5. SEAT OF GOVERNMENT All levels of government must designate temporary seats of government in the event the normal location is not available. For example, the normal seat of Buena Park’s city government is located at City Hall, 6650 Beach Blvd., in Buena Park, California. If this location isn’t available, the Buena Park Continuity Plan identifies additional sites, in priority order, as the temporary seat of government or alternate EOC. These sites shall have the capacity and capability to conduct operations, including the necessary equipment, communications, and planning and response tools necessary to function as the seat of government and/or EOC.

According to the California Public Records Act §6254, these sites aren’t subject to public disclosure.

8.6. EOC PRIMARY AND SUPPORT FUNCTIONS In this Plan, emergency operations are generally divided into the emergency functions (or positions) indicated in Figure 7 (page 33). Annex A, Emergency Management (and other annexes where appropriate), provides details on functional, organizational, and operational concepts, responsibilities for providing support to or accomplishing a given function or position-related task, and applicable policies and procedures.

Figure 7 also identifies the agencies and private organizations responsible to, or supporting, the City for the functions listed below.

4 City Council Resolution 13577, February 14, 2017.

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EMERGENCY OPERATIONS PLAN LOGO BASIC PLAN Figure 7. Buena Park EOC Primary and Support Functions BUENA PARK EOC PRIMARY AND SUPPORT FUNCTIONS BUENA PARK DEPARTMENTS EXTERNAL AGENCIES, PRIVATE SECTOR, AND NON-PROFITS

E CORONER -

Development MAYOR POLICE FINANC CAL OES DISTRICT Purchasing Water Utility City Attorney AUTHORITY CITY CLERK WASTE & RECYCLE CITY COUNCIL LE MCINTOSH CTR CITY MANAGER PUBLIC WORKS SHERIFF Y Building & Planning SALVATION ARMY BUENA PARK USD CAL HWY PATROL Facility Maintenance Vehicle Maintenance OC FIRE AUTHORITY HUMAN RESOURCES Economic AREA ANIMAL CONTROL OC TRANSIT AGENCY 211 ORANGE COUNTY OC ANIMAL CONTROL

Emergency Management DA SOUTHERN CA EDISON COMMUNITY SERVICES COMMUNITY OC SOUTHERNGAS CO CA AMERICAN RED CROSS METROPOLITAN WATER OC OPERATIONAL AREA PARK Marketing & Communications OC HEALTH CARE AGENCY SE COMMUNITY DEVELOPMENT COMMUNITY

FUNCTIONS MANAGEMENT - – Primary Department/Section Chief: City Manager/City Manager’s Office Emergency Proclamations S P S S S S S EOC Director P S Legal Advisor P S S Liaison Officer P S Public Information /JIC P S S S S S Gathering, Writing, Production, P S Analysis Dissemination P S S S Field Information S S S P S S S S S S S S S Disabilities, Access & Functional Needs S S P Coordination EOC Coordinator P S Safety Officer P S S Security (EOC) P S S

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BUENA PARK EOC PRIMARY AND SUPPORT FUNCTIONS BUENA PARK DEPARTMENTS EXTERNAL AGENCIES, PRIVATE SECTOR, AND NON-PROFITS

E CORONER -

Development MAYOR POLICE FINANC CAL OES DISTRICT Purchasing Water Utility City Attorney AUTHORITY CITY CLERK WASTE & RECYCLE CITY COUNCIL LE MCINTOSH CTR CITY MANAGER PUBLIC WORKS SHERIFF Y Building & Planning SALVATION ARMY BUENA PARK USD CAL HWY PATROL Facility Maintenance Vehicle Maintenance OC FIRE AUTHORITY HUMAN RESOURCES Economic AREA ANIMAL CONTROL OC TRANSIT AGENCY 211 ORANGE COUNTY OC ANIMAL CONTROL

Emergency Management DA SOUTHERN CA EDISON COMMUNITY SERVICES COMMUNITY OC SOUTHERNGAS CO CA AMERICAN RED CROSS METROPOLITAN WATER OC OPERATIONAL AREA PARK Marketing & Communications OC HEALTH CARE AGENCY SE COMMUNITY DEVELOPMENT COMMUNITY

FUNCTIONS OPERATIONS – – Primary Department/Section Chief: BPPD or Public Works Care & Shelter P S S S S S S S S S S Construction & Engineering S P S S Utilities S P S S S S S Public Works P S Debris Management P S S Damage/Safety Assessment P S S S S S Fire / Rescue / EMS P S Hazardous Materials S S P S S Radiological Protection S P S S Search & Rescue S S P S S Medical/Health S P S S Medical Multi-Casualty S P S S Public Health S P S S Behavioral Health P S S Law Enforcement P S S S Fatality Management S S P Animal Rescue/Control S S P Traffic Control P S S Evacuation P S S S S S S

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BUENA PARK EOC PRIMARY AND SUPPORT FUNCTIONS BUENA PARK DEPARTMENTS EXTERNAL AGENCIES, PRIVATE SECTOR, AND NON-PROFITS

E CORONER -

Development MAYOR POLICE FINANC CAL OES DISTRICT Purchasing Water Utility City Attorney AUTHORITY CITY CLERK WASTE & RECYCLE CITY COUNCIL LE MCINTOSH CTR CITY MANAGER PUBLIC WORKS SHERIFF Y Building & Planning SALVATION ARMY BUENA PARK USD CAL HWY PATROL Facility Maintenance Vehicle Maintenance OC FIRE AUTHORITY HUMAN RESOURCES Economic AREA ANIMAL CONTROL OC TRANSIT AGENCY 211 ORANGE COUNTY OC ANIMAL CONTROL

Emergency Management DA SOUTHERN CA EDISON COMMUNITY SERVICES COMMUNITY OC SOUTHERNGAS CO CA AMERICAN RED CROSS METROPOLITAN WATER OC OPERATIONAL AREA PARK Marketing & Communications OC HEALTH CARE AGENCY SE COMMUNITY DEVELOPMENT COMMUNITY

FUNCTIONS PLANNING & INTELLIGENCE – Primary Department/Section Chief: Community Development Resource Status/Tracking P S S S S Situation Status/Analysis P S S S Advance Planning P S S S S S Documentation P S S S GIS P S Recovery S S P S S S S S S S S S S S S S S S S Demobilization P S WebEOC S S P S S LOGISTICS – Primary Department/Section Chief: Public Works IT / Computer Systems P S S Communications P S S S S Donations Management S S P S S Facilities S P S S S Personnel S P S S Supply / Procurement P S S S Food S P S S S Transportation S S P S S S S S Volunteer Coordination S P S S S S Clerical Support P S

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EMERGENCY OPERATIONS PLAN LOGO BASIC PLAN

BUENA PARK EOC PRIMARY AND SUPPORT FUNCTIONS BUENA PARK DEPARTMENTS EXTERNAL AGENCIES, PRIVATE SECTOR, AND NON-PROFITS

E CORONER -

Development MAYOR POLICE FINANC CAL OES DISTRICT Purchasing Water Utility City Attorney AUTHORITY CITY CLERK WASTE & RECYCLE CITY COUNCIL LE MCINTOSH CTR CITY MANAGER PUBLIC WORKS SHERIFF Y Building & Planning SALVATION ARMY BUENA PARK USD CAL HWY PATROL Facility Maintenance Vehicle Maintenance OC FIRE AUTHORITY HUMAN RESOURCES Economic AREA ANIMAL CONTROL OC TRANSIT AGENCY 211 ORANGE COUNTY OC ANIMAL CONTROL

Emergency Management DA SOUTHERN CA EDISON COMMUNITY SERVICES COMMUNITY OC SOUTHERNGAS CO CA AMERICAN RED CROSS METROPOLITAN WATER OC OPERATIONAL AREA PARK Marketing & Communications OC HEALTH CARE AGENCY SE COMMUNITY DEVELOPMENT COMMUNITY

FUNCTIONS FINANCE & ADMINISTRATION – Section Chief: Finance Cost Accounting S P S S Compensation & Claims S P S S Cost Recovery Documentation S P S S S S Time Keeping S S S S P S S S S

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City Council Meeting of June 8, 2021 Page 122 EMERGENCY OPERATIONS PLAN LOGO BASIC PLAN 9.0 DIRECTION, CONTROL, AND COORDINATION All incidents should be managed at the lowest possible level. The City Council, the City Manager (as the designated DES), and this Plan provide the structure (based on SEMS and NIMS) for implementing city-level policy and operational coordination for emergency response. The City can partially or fully implement this structure in response to a potential or actual threat or in anticipation of a significant event. Selective implementation allows for a scaled response, delivery of the needed resources, and an appropriate level of coordination.

9.1. ON-SCENE COMMAND AND MANAGEMENT The on-scene Incident Commander has overall authority and responsibility for all response activities at the incident site, including the development of strategies and tactics and the ordering and release of resources.

A unified command may lead the response when multiple command authorities are involved. Unified command includes officials who have jurisdictional authority or functional responsibility for the incident under an appropriate law, ordinance, or agreement. The unified command provides direct, on-scene control of tactical operations.

At the tactical level, on-scene incident command and management occurs at an Incident Command Post (ICP), which typically comprises local and mutual aid agency representatives.

9.2. CITY OF BUENA PARK EOC The DES will make the decision to activate the EOC when: • a significant incident occurs in the City (e.g., an earthquake causing more than minimal damage5, dam failure or uncontrolled dam release, an incident involving a displacement of City residents or businesses for an extended time, etc.); or, • an incident has occurred, or is likely to occur, that will require a large commitment of City resources over an extended period; or, • additional resource support and/or coordination of response assets is necessary.

If an Incident Commander determines that s/he needs additional resources or capabilities for an incident response, that IC may request an EOC activation.

Figure 8 (page 38) identifies the positions with authority to activate the EOC (in order of precedence). If none of the identified individuals are reachable, Attachment 3 – Continuity of Government (page 79) contains additional details regarding the City’s continuity of government.

Core functions of the EOC include: • Internal and external coordination • Information collection, analysis, and dissemination • Resource procurement, allocation, and tracking

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City Council Meeting of June 8, 2021 Page 123 EMERGENCY OPERATIONS PLAN LOGO BASIC PLAN • Creating and sharing a common operating picture • Administrative and financial support

Figure 8. EOC Activation Authority by Order of Precedence ORDER OF SUCCESSION TITLE First City Manager (Director of Emergency Services) Second Police Chief (Assistant Director of Emergency Services) Third Director of Public Works Fourth Director of Community Development Fifth Director of Community Services Sixth Director of Finance Seventh Director of Human Resources

The EOC activates and staffs to the level necessary for the response to accomplish these functions.

The EOC consists of five sections, each responsible for carrying out different aspects of the response. • Management Section. Exercises overall management of the emergency and provides policy and guidance for the emergency response. The Management Section coordinates the overall prioritization, decision-making, coordination, tasking, and conflict resolution for the response and early recovery effort. This includes reporting to the City Council. The EOC Director, Public Information Officer (PIO), Legal Officer, Liaison Officer(s), and EOC Coordinator compose the Management Section. • Planning & Intelligence Section. Prepares the EOC Action Plan, maintains resource status, and collects, analyzes and displays incident-related information to provide the overall common operating picture. The Planning & Intelligence Section helps set the “operational tempo” of the EOC by scheduling and moderating all EOC briefings to ensure EOC staff members are aware of the current response effort and objectives. • Operations Section. Coordinates all incident-related tactical operations as directed by the Management Section and in accordance with incident objectives. The Operations Section coordinates priority missions with the branch directors and ensures resource deployment is consistent with City objectives. The City EOC Operations Section branches are Fire and Rescue, Law Enforcement, Public Works, and Shelter and Mass Care. • Logistics Section. Procures equipment, supplies, personnel, transportation, food, facilities, and communications services (including information technology, phones, radios, and other devices) needed to support the response. • Finance & Administration Section. Maintains all financial records and tracks all incident- associated costs, including personnel time, equipment use, and claims.

Annex A, Emergency Management, shows activation levels and additional information regarding EOC operations. The City of Buena Park Emergency Operations Guide includes operational procedures and checklists for activating, setting up, and running the EOC.

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City Council Meeting of June 8, 2021 Page 124 EMERGENCY OPERATIONS PLAN LOGO BASIC PLAN 10.0 INFORMATION COLLECTION, ANALYSIS, AND DISSEMINATION The EOC serves as the hub for the collection, analysis, and dissemination of information relating to an incident or event.

Effective incident management relies on establishing a common operating picture and maintaining situational awareness. Information may come from on-scene responders, communications and dispatch centers, supporting and assisting agencies, news or social media, and the public in general. The City EOC Planning & Intelligence Section’s Situation Unit will analyze and verify this incoming data for accuracy and timeliness.

On-scene incident command staff will disseminate information for responders. The City PIO Unit will release information to the public. The City PIO Unit will use available media outlets, including social media, interpreting systems for the deaf and hard-of-hearing, AlertOC, and other modes to get necessary information to the public as soon as possible. The PIO Unit (and the Joint Information Center [JIC] when activated) plays a large role in the collection, analysis, and dissemination of open-source information in an emergency. For additional information regarding the City’s PIO/JIC/Emergency Public Information system, see EOP Annex B, Emergency Public Information.

Periodic EOC briefings update agencies, departments, organizations, and other entities on the status of the incident, event, or disaster. These briefings will take place as determined by the EOC Director or mandated by the action planning process (refer to the Buena Park Emergency Operations Guide). Briefings should occur at least once per shift with the understanding that the schedule may be, and will be, adjusted to suit the needs of the situation.

The EOC will share necessary information with other levels of government, other agencies and departments outside the City, and the private sector. This practice ensures public safety, economic integrity, and effective resource management for response and recovery.

10.1. PUBLIC INFORMATION FOR DAFN COMMUNITIES While public information is important for all Buena Park communities, people with disabilities or other access and functional needs (DAFN communities) are especially vulnerable not only to disaster effects, but also to being overlooked by busy PIOs conducting public information operations.

The City’s PIO organization will ensure that planning for DAFN-specific messaging is an integral part of its information operations. Accessible messaging benefits not just the DAFN communities, but also the audience as a whole. Annex B, Emergency Public Information, discusses approaches to including DAFN communities in all disaster-related public information.

10.2. COMMUNICATIONS Communication should be a two-way flow (both top-down and bottom-up) through the established ICS structure. All communications should use plain language and avoid acronyms or jargon.

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City Council Meeting of June 8, 2021 Page 125 EMERGENCY OPERATIONS PLAN LOGO BASIC PLAN The EOC serves as the hub of information for the incident. The EOC and field operations will maintain constant contact to ensure adequate information flow. The EOC Management Section will make priority decisions and provide guidance and direction to the EOC General Staff, which will coordinate the management of the incident.

Various forms of communications devices, channels, and methods support communication between the City EOC and all responding departments and supporting agencies. Communication systems linking the City EOC with the OA EOC and OCSD Communications Center include WebEOC, the 800 MHz public safety radio system, and other methods chosen by the OA EOC.

Section 6 of the Emergency Operations Guide describes the primary communications systems and methods available to the City during emergency response operations.

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City Council Meeting of June 8, 2021 Page 126 EMERGENCY OPERATIONS PLAN LOGO BASIC PLAN 11.0 ADMINISTRATION, FINANCE, AND LOGISTICS 11.1. ADMINISTRATION All City assets (human resources, facilities, equipment, and supplies) will come under the EOC’s purview to direct in any way necessary to respond to an emergency.

Incident Command will be instrumental in monitoring and documenting needs and requests to the EOC. EOC personnel will document available resources and requests, as well as keep records relating to damage, expenses, time, assistance rendered, and recovery.

On a day-to-day basis, the following departments provide financial, accounting, procurement, and Human Resource Management services. • Finance Department. The Finance Department is responsible for all cash management functions and accounting functions, and ensuring compliance with the annual adopted budget. • City Manager’s Office, Purchasing Division. The Purchasing Division ensures that the purchase of equipment, supplies, and services complies with Chapter 3.28 of the Municipal Code. Under this Code chapter, other departments may seek bids for products and services within established dollar values, allowing them to fulfill limited functions of the purchasing process. • Public Works Department. The Public Works Department frequently conducts procurements for major capital projects and professional services that comply with City Municipal Code. Depending on the nature of work put out to bid and the estimated value of the resulting purchase or contract, the Public Works Department may directly seek informal bids in order to secure the product or service. Other products or services of a higher value may require joint participation with the Purchasing Division and ultimate approval of the City Manager or City Council. • Human Resources Department. Human Resources is responsible for personnel recruitment and selection activities, labor negotiations, job classification and compensation analysis, employee benefits administration, organizational development and training, the Employee Assistance Program, discipline and grievance handling, and employee recognition.

In an incident, personnel from these departments will fulfill roles within the Finance & Administration and Logistics Sections of the EOC. • The Finance Department staffs and leads the Finance & Administration Section. • The Human Resources and Public Works departments lead the EOC Logistics Section. • The Purchasing Division staffs and leads the EOC Logistics Section’s Supply Unit.

See Figure 7 (page 33) for additional information regarding lead/support departments.

The following City of Buena Park Municipal Code chapters address disaster finance and procurement. While all chapters and ordinances apply and contain valuable and mandatory information, key subsections applicable to disaster/emergency are called out as sub-bullets. • Chapter 3.28, Purchasing System o §3.28.080 – Bidding Generally, Section A – emergency considerations o §3.28.100 – Informal bidding procedure

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o §3.28.110 – Requirements for public projects o §3.28.130 – Award to other than lowest responsible bidder o §3.28.140 – Contracting for the purchase of supplies, equipment, services or leases— Exemptions • Chapter 8.00, Emergency Organization o §8.00.090 – Expenditures for Emergency Activities

Further, the City of Buena Park will comply with the following Code of Federal Regulations provisions (CFRs) for documentation, time, compensation and cost accounting, and purchasing and emergency procedures. These CFRs are outlined in the California Emergency Services Act (CESA) Legal Authority for Emergency Expenditures, and the California Disaster Assistance Act (CDAA). • 2 CFR Part 200 (§200.333, Record Retention, through §200.337, Restrictions on Public Access to Records). (Documentation) • 2 CFR Part 200 (§200.430, Compensation—Personal Services, through §200.439, Equipment and Other Capital Expenditures). (Time, compensation and cost accounting) • 2 CFR Part 200 (§200.318, General Procurement Standards, through §200.326, Contract Provisions). (Purchasing) • CESA Article 16 (§8654.b, Authority of Governor during Emergency or Major Disaster). • CDAA (Article 4, Allocations to Local Agencies, and Article 5, Funds).

The City will comply with its own procurement procedures in accordance with applicable state and local laws and regulations, provided they conform to applicable federal laws and standards. If there is a conflict, the more stringent policy shall apply.

11.2. FINANCIAL MANAGEMENT State and local entities don’t normally integrate emergency expenditures into their budgeting process. However, events periodically occur that require substantial unanticipated obligations and expenditures.

The EOC Finance & Administration Section manages all financial, administrative, and cost analysis aspects of an emergency. This work may start in the EOC, but in later stages of the emergency, this function may be accomplished at alternate locations or concurrently within the bounds of normal operating procedures.

A number of federal programs may reimburse state agencies, local jurisdictions, and some non- governmental organizations for their disaster-related expenditures. The federal government may authorize reimbursement of approved costs for emergency protective measures and for work performed in the restoration of certain public facilities after a presidential declaration of major disaster.

The EOC Finance & Administration Section documents: • Expenditures • Cost accounting • Purchase authorizations

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City Council Meeting of June 8, 2021 Page 128 EMERGENCY OPERATIONS PLAN LOGO BASIC PLAN • Timekeeping records (force account labor) • Equipment use (force account equipment) • Assisting with leases and contracts • Injury and property damage claims (accomplished in conjunction with Risk Management)

The Finance & Administration Section works closely with the Logistics Section to ensure proper documentation of human, equipment, and other resources, as well as procurement processes.

State and federal government authorities may conduct audits of local jurisdiction emergency expenditures. Projects using federal disaster assistance funds are audited to determine the eligibility of the costs claimed by the applicant. The City recognizes that proper documentation in accordance with established codes and regulations is essential for state and/or federal reimbursement.

The City’s financial accounting system uses activity codes to track all of the expenses associated with a particular function. Based on the size and complexity of the emergency response required, the Finance & Administration Section may activate one or more “Emergency Activity Codes” and/or establish a “Disaster Fund” in the City’s financial accounting system. Figure 9 (page 43) provides a case example of how the City’s financial accounting system can scale in an emergency.

Additional information regarding the Finance & Administration Section can be found in Annex A, Emergency Management.

Figure 9. Case Example: The City's Financial Accounting System in an Emergency EXAMPLE: THE CITY’S FINANCIAL ACCOUNTING SYSTEM IN AN EMERGENCY

The City of Buena Park’s Financial Accounting System can scale to accommodate small and larger sized emergency responses.

Normal Business: During normal business, the City’s financial accounting system uses six-digit activity codes that identify work processes. For example, the “Sewer Activity - 452410” activity identifies expenses related to cleaning and making ordinary repairs to the sanitary sewer system, including personnel and equipment. Note: All City functions are assigned unique activity codes.

Emergency Response: The Finance Department designates one or more unique activity codes to the emergency tasks. A Level 1 emergency may only require one activity code to track the expenses for police officers to secure an area damaged by a storm. However, if the services of Public Works employees are also required to provide debris removal in the same emergency response, then Finance will assign a unique activity code for their work.

The City’s financial accounting system also includes unique object codes within each activity to track the various types of expenditures, such as salaries, overtime, health insurance, tools and equipment, uniforms, etc. In this manner, financial managers can track each type of recovery cost associated with any emergency or disaster requiring a substantial response effort.

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11.3. LOGISTICS Logistics means the location, procurement, coordination, and tracking of resources. In the EOP’s context, logistics primarily addresses protocols, processes, and systems for requesting, using, tracking, and reporting the status of resources that fall outside the pre-existing, discipline- specific mutual aid agreements (such as law enforcement, public works, fire, and coroner).

For the purposes of this Plan and its annexes, resource means “personnel, equipment, facilities, or supplies needed to achieve an identified task.”

The EOC Logistics Section is responsible for the coordination and management of citywide resources during an event. The section’s main functions include, but aren’t limited to: • Tracking and processing resource requests • Inventory of resources • Requesting, ordering, mobilizing, or acquiring resources • Donations and volunteer management • Certification and credentialing • Resource recovery and demobilization

The Logistics Section works closely with the Finance & Administration Section to ensure proper documentation and to maximize cost recovery.

EOP Annex A, Emergency Management, contains additional details regarding the EOC Logistics Section.

11.4. MUTUAL AID/AGREEMENTS AND UNDERSTANDINGS The City has only so many resources. Emergencies tend to use up resources very quickly. When this happens, the City may be able to get help from other local jurisdictions, higher levels of government, and other agencies. Mutual aid agreements and understandings (negotiated in advance or on an emergency basis) govern this practice of “borrowing from neighbors.” Mutual aid assistance may take the form of equipment, supplies, people, or other available capabilities.

The California Disaster and Civil Defense Master Mutual Aid Agreement provides the framework for providing mutual aid in this state. Other mutual aid systems, such as Public Works and Law Enforcement, follow the strictures of the Master Mutual Aid Agreement. The City belongs to many of these mutual aid systems.

The City Manager (acting as the DES) and the City Council may authorize the City to enter into any additional mutual aid agreements and understandings at the time of a disaster. These agreements will be formalized in writing whenever possible.

Attachment 4: Mutual Aid (page 83) has details regarding California’s mutual aid system. This Attachment also provides an overview of how the City fits into the larger mutual aid system, as well as specific policies and procedures. Individual annexes also include more specific mutual aid information, as appropriate.

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The City recognizes the importance of the private and non-profit sectors in the emergency organization. Business and industry own or have access to substantial response and support resources. Additionally, CBOs and other NGOs provide valuable resources before, during, and after a disaster. These resources can be effective assets at any level. The City will continue to engage in outreach and communication efforts with the greater Buena Park community as outlined in Section 6.6 – Whole Community Strategy and Inclusion (page 16), as well as support OC OA-level organizations, such as the Orange County Community Organizations Active in Disaster (COAD-OC).

11.5. STAFF AUGMENTATION/DISASTER SERVICE WORKERS California Government Code §3100-3101 designates all paid (full- and part-time) public employees as Disaster Service Workers (DSWs). The term “public employees” includes all persons employed by the state, or any county, city, or special district. Furthermore, Buena Park Municipal Code, Chapter 8, §8.00.070 and the City of Buena Park’s Administrative Policy Manual, §200-43 – Emergency Services Activities state that every employee and officer of the City is part of the City’s emergency organization.

Some City departments (such as Police and Public Works) have specific disaster response duties that employees are trained to fulfill. City employees who don’t have a specific disaster assignment or emergency-related training may be assigned to perform general duties under the DSW Program.

In an emergency, supervisors may release non-essential City employees (those who aren’t required for continuity of operations) from their typical day-to-day duties so they’re available to assist any agency or organization in carrying out its emergency response duties. Gaining agencies and organizations will assign DSWs to duties within the scope of their training, skills, and ability.

If necessary, the City or county can quickly register volunteers as DSW Volunteers (DSWVs), as can groups within COAD-OC as specified in the OC OA EOP’s Volunteer and Donations Management Annex. DSWVs are eligible for Workers Compensation and liability coverage. A list of pre-registered DSWVs affiliated with volunteer organizations is available from OneOC.

11.6. RECORDS AND REPORTS On a day-to-day basis, the City Clerk’s Office abides by document retention guidelines established at the departmental level. The City’s Continuity Plan includes an inventory of the vital records, systems, and data management software and equipment necessary to perform essential functions and activities and to reconstitute normal department operations following an emergency. The Continuity Plan identifies the necessary and reasonable steps to protect such information, no matter the form or media, and must include: 1. Selection of vital records identified through the City’s Records Retention Schedule, and those in accordance with the City’s Continuity Plan. 2. Identification and protection of systems, data management software, and equipment necessary to access vital records, no matter the media.

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City Council Meeting of June 8, 2021 Page 131 EMERGENCY OPERATIONS PLAN LOGO BASIC PLAN 3. Review of protection methods available and appropriate for vital records and information preservation. 4. Identification of alternate storage locations for vital information. 5. Identification of the vital records and information that should receive priority during salvage operations. 6. Establishment of administrative procedures and policies.

Additional information related to vital records and reports can be found in Annex A, Emergency Management, the City of Buena Park Continuity Plan, and the EOG.

11.7. NONDISCRIMINATION There will be no discrimination on grounds of race, religious creed, color, national origin, ancestry, physical disability, mental disability, medical condition, genetic information, marital status, sex, gender, gender identity, gender expression, age, sexual orientation, or military and veteran status in the execution of emergency management functions. This policy applies to all levels of government, contractors, and labor unions.

Further, the City will comply with the Americans with Disabilities Act (ADA). Therefore, all communications must seek to address the provision of appropriate aids and services to ensure effective communication with individuals with disabilities. Individuals with disabilities will not be separated from their service animals and assistive devices, and all who need it can receive disability-related assistance throughout emergencies.

11.8. ADMINISTRATION AND INSURANCE CLAIMS Commercial insurance companies and adjustment agencies normally handle policyholder claims due to damage or injury caused by covered natural or technological hazards. Insurance companies usually dispatch adjustors to a disaster area to help with claims. The City will try to allow insurance adjustors to enter damaged areas as soon as it’s safe to do so. Policyholders should refer to the California Department of Insurance any disputes with adjustors or insurance companies.

The City is self-insured against property damage and liability. The Human Resources and Risk Management Department will investigate and determine the appropriate disposition of claims against the City.

11.9. AFTER-ACTION/CORRECTIVE ACTION REPORTING SEMS regulations require any jurisdiction proclaiming a Local Emergency for which the governor proclaims a State of Emergency to complete and transmit an After-Action Report (AAR) and Corrective Action Report (CAR) to Cal OES within ninety days of the incident period’s close.

The AAR documents the City’s response activities and identifies areas of concern and success. The CAR will set out a work plan for implementing improvements in the response and recovery system.

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City Council Meeting of June 8, 2021 Page 132 EMERGENCY OPERATIONS PLAN LOGO BASIC PLAN The AAR is a composite of documents submitted by all functions and provides a broad perspective of the incident. It references documents that are more detailed and addresses all areas specified in the regulations. It includes information gathered from all documents generated during the response phase and interviews with emergency responders. It will coordinate with, but not encompass, hazard mitigation. Hazard mitigation efforts, however, may be included in the AAR’s “Recovery Actions to Date” section.

At a minimum, the AAR must provide: • Response actions taken • Applications to SEMS/NIMS • Suggested modifications to SEMS/NIMS • Necessary mediation to plans and procedures • Identified training needs • Recovery activities to date

The EOC Planning & Intelligence Section develops the AAR and CAR in conjunction with the Emergency Services Coordinator. The ESC will ensure the AAR’s completion and distribution. Within 90 days, the ESC (or the Assistant Director of Emergency Services) will send the AAR/CAR to the Cal OES Southern Region, with an information copy to the OC OA.

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City Council Meeting of June 8, 2021 Page 134 EMERGENCY OPERATIONS PLAN LOGO BASIC PLAN 12.0 PLAN DEVELOPMENT AND MAINTENANCE 12.1. PLAN REVISION AND MAINTENANCE CYCLE The City Manager (acting as the DES), in conjunction with the ADES and the Disaster Council, is responsible for making revisions to this Plan that may enhance the conduct of response operations. The Emergency Services Coordinator will prepare, coordinate, and publish any necessary changes to the Plan. Section 5, Record of Distribution (page 11), specifies how to distribute Plan copies and updates.

To ensure the EOP is a relevant, up-to-date tool, the City Disaster Council will review and update this Plan every three years. The City Council will approve these triennial Basic Plan changes by resolution.

Lessons learned during drills, exercises, and actual emergencies, combined with best practices or lessons learned from other jurisdictions, may cause changes to improve the Plan. Significant policy or legal changes at the local, state, or federal levels may precipitate an out-of-cycle full Plan review. The City Manager as DES will determine in writing whether an out-of-cycle update is consequential enough to warrant City Council approval.

Changes in policy, doctrine, processes, and the specifics of various hazards may cause updates to Plan annexes on an ongoing basis. As such, annexes aren’t tied to the Basic Plan maintenance process or City Council approval. The ESC may propose annex changes to the Disaster Council at any time. If the Disaster Council approves the changes, the ESC distributes the updated annex as shown in Section 5.

12.2. TRAINING Planning alone won’t achieve preparedness or build and maintain resilience. Training and Figure 10. Preparedness Cycle exercising are essential components of the ongoing Preparedness Cycle (Figure 10) to make emergency operations personnel and support systems operationally ready.

All City employees assigned to the City EOC must receive appropriate SEMS, NIMS, and other specialized training as required by SEMS regulations, NIMS policy, or their job function, respectively. Individual departments are responsible for coordinating and executing training or sending employees to attend appropriate training programs.

When a new City employee is hired, the individual department director or supervisor will notify the employee of any required training, and to contact the Buena Park Police Department (BPPD) Training Office (for sworn and civilian police employees) or Human Resources (for all other City employees) to coordinate.

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City Council Meeting of June 8, 2021 Page 135 EMERGENCY OPERATIONS PLAN LOGO BASIC PLAN While most of the NIMS training called out below is available online through the FEMA’s Emergency Management Institute Independent Study Program, ICS 300 and 400 still require in- person instruction. Figure 11 (page 50) represents the current City training standards for those with designated emergency roles.

The FEMA NIMS Training Program (May 2020) recommends but doesn’t require emergency management and response personnel to refresh their mandated NIMS training every three years or when new versions of the courses debut. Response personnel should participate in exercises and real events whenever possible.

In addition to online and City-sponsored training, courses are available through the OC OA, the Santa Ana/Anaheim UASI, and the Cal OES California Specialized Training Institute. These organizations independently maintain their respective training calendars.

Figure 11. NIMS/SEMS Training Requirements

NIMS/SEMS TRAINING

COMPLIANCE STANDARDS 00) 0) S

(ICS Source: Adapted From Cal OES Training Reference Chart

(June 2012) (IS 800)

DUCTION

SEMS INTRODUCTIONSEMS NIMS AWARENESS (IS 7 NATIONAL RESPONSE FRAMEWORK INTROICS 100) ICS BASIC (ICS 200) ICS INTERMEDIATE (IC 300) ADVANCEDICS (ICS 40 All City executives and decision makers (response-related department    heads and elected officials) All City staff who may be tasked to    assist during a major emergency All first responders and registered volunteers (e.g., Community    Emergency Response Teams, etc.) All staff with assignments in the      Emergency Operations Center All EOC staff members who may serve as Management Staff (e.g.,        member of the Management Section) or General Staff (Section Chief) Any field responder who may serve as Command Staff (e.g., member of the

Command Section) or General Staff        (Section Chief) Any employees whose primary responsibility is emergency        management (e.g., City’s ESC)

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Training also occurs as needed and to accommodate personnel changes. Specialized training courses (e.g., tactical operations, disaster finance, etc.) are the responsibility of the primary responsible City department (e.g., Police, Finance, etc.) to identify, develop, execute, and attend.

The BPPD Training Office (for sworn and civilian police employees) and Human Resources (for all other City employees) maintain documentation of all training programs, including evidence of SEMS and NIMS training.

The City will endeavor to provide and/or verify training that may be necessary or desired for contracted professional services that may have a role in disaster response and recovery, such as contracted building inspectors/engineers.

12.3. EXERCISES Exercises are the best method for putting training to the test and allowing employees to demonstrate and practice their skills in a near-real-world situation. Exercises allow personnel to become thoroughly familiar with the procedures, facilities, and systems that the City will use in emergencies.

The Homeland Security Exercise and Evaluation Program (HSEEP) is a capabilities- and performance-based exercise program that provides standardized methodology and terminology for exercise design, development, conduct, Figure 12. HSEEP Exercise Continuum evaluation, and improvement planning. A regular, progressive exercise program should follow HSEEP doctrine and best practices.

Exercises come in many forms. Figure 12 summarizes the continuum of discussed-based to operations-based exercises. As the level of capabilities exercised is increased, the commitment needed for planning and training also increases. • Tabletop exercises provide a convenient and low-cost method of introducing officials to problem situations for discussion and problem solving. Such exercises are a good way to see if adequate emergency policies and procedures exist. • Functional exercises simulate actual emergencies. They typically involve complete emergency management staffs and test not only procedures, but also the readiness of personnel, communications, and facilities. Functional exercises typically occur at least once every other year in the City. • Full-scale exercises involve the actual movement of people and equipment to respond to a simulated event in the field. EOCs and field component(s) activate to provide all players with

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City Council Meeting of June 8, 2021 Page 137 EMERGENCY OPERATIONS PLAN LOGO BASIC PLAN as realistic an experience as possible. These exercises are the final step in the exercise progression and provide all players with valuable information. These lessons can then inform existing plans to improve response. Buena Park typically participates in full-scale exercises once every four years.

The City will attempt to participate in scheduled HSEEP exercises as part of the OA or Anaheim/Santa Ana Urban Area Security Initiative. The ESC will identify the date and type of these exercises in the City’s annual submission to the OA’s Three-Year Training and Exercise Plan. At a minimum, the City may participate in the OC OA’s annual exercise, and seek to conduct at least one additional exercise to test specific functions, such as EOC operations or resource ordering and tracking.

The City may also participate in “whole community” events involving emergency preparedness and resilience. These events will likely be in collaboration with other agencies or emergency response organizations, such as the American Red Cross or the OCSD EMD. This may take the form of exercise participation (such as the Great California ShakeOut), an open house, or representation at other public events designed to involve the inclusive community in disaster preparedness. The City will endeavor to provide any of its documents or presentations in English, Spanish, and Korean.

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City Council Meeting of June 8, 2021 Page 138 EMERGENCY OPERATIONS PLAN LOGO BASIC PLAN 13.0 AUTHORITIES & REFERENCES The following references provide authorities for conducting or supporting emergency operations.

City of Buena Park • City of Buena Park Resolution No. 13350 adopting the 2015 City of Buena Park Emergency Operations Plan – Basic Plan, December 8, 2015. • City of Buena Park Municipal Code, Chapter 8, Sections 8.00.010 – 8.00.090 – Emergency Organization • City of Buena Park Administrative Policy Manual, Item 200-43 – Emergency Services Activities • Buena Park Police Department, General Orders • City of Buena Park Local Hazard Mitigation Plan (2017) • City of Buena Park Continuity Plan (2016) • City of Buena Park Emergency Operations Guide (ongoing) • City of Buena Park Water Vulnerability Assessment (2015) • City of Buena Park Hazardous Materials Assessment (2015)

County of Orange • Unified County of Orange/Orange County Operational Area Emergency Operations Plan (February 2019) • County of Orange Resolution adopting the California Master Mutual Aid Agreement, adopted November 28, 1950 • Orange County Law Enforcement Mutual Aid Compact • Orange County Fire Service Operational Area Mutual Aid Plan (December 1997) • Orange County-Los Angeles County Public Works Master Mutual Aid Agreement (1989). All cities within the County of Orange are signatories as of 2012, and all Los Angeles cities are signatories.

State of California, Office of Emergency Services • California Emergency Services Act (California Government Code, Title 2, Division 1, Chapter 7) • California State Emergency Plan (October 2017) and sub-plans/annexes • Governor's Orders and Regulations for a War Emergency (1971) • Operational Areas (California Government Code, Title 2, Chapter 7, Article 9, Section 8605) • California Disaster and Civil Defense Master Mutual Aid Agreement (November 1950) • California Emergency Management Mutual Aid Plan (November 2012) • California Law Enforcement Mutual Aid Plan (July 2019) • California Fire Service and Rescue Emergency Mutual Aid Plan (April 2019) • Standardized Emergency Management System Guidelines (September 2006) • California Disaster Assistance Act (California Government Code, Title 2, Division 1, Chapter 7.5)

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City Council Meeting of June 8, 2021 Page 139 EMERGENCY OPERATIONS PLAN LOGO BASIC PLAN • California Office of Emergency Services, Emergency Proclamations Guide Quick Reference Guide for Local Government (March 2014) • California Public Records Act (California Government Code, Title 1, Division 7, Chapter 3.5, §6250)

Federal • Developing and Maintaining Emergency Operations Plans, Comprehensive Preparedness Guide (CPG) 101, Version 2.0 (November 2010) • Federal Emergency Management Agency, Guidance on Planning for Integration of Functional Needs Support Services in General Population Shelter (November 2010) • Federal Emergency Management Agency, A Whole Community Approach to Emergency Management: Principles, Themes and Pathways for Action (December 2011) • Americans with Disabilities Act (1990) • ADA Amendments Act (P.L. 110-325, 2008), and those associated with them • Rehabilitation Act (P.L. 93-112, 1973), Sections 501, 503, 504 and 508 • Older Americans Act (P.L. 89-73, 1965), Title III • Emergency Management Assistance Compact (EMAC) (1996) • Executive Order 13407, Public Alert and Warning System • Presidential Memorandum “Emergency Alert System (EAS) Statement of Requirements” (1995) • Robert T. Stafford Disaster Relief and Emergency Assistance Act of 1988, 42 U.S.C. 5121, et seq., as amended • Homeland Security Presidential Directive 5, Management of Domestic Incidents (February 2003) • Homeland Security Presidential Directive 8, National Preparedness (December 2003) • Code of Federal Regulations, Title 44, Chapter 1, Federal Emergency Management Agency (October 2007) • Post-Katrina Emergency Management Reform Act of 2006, 6 U.S.C. 701 • National Response Framework (October 2019) • National Incident Management System (NIMS) (October 2017) • Presidential Decision Directive (PDD) 39 (U.S. Policy on Counterterrorism) and PDD 62 (Protection Against Unconventional Threats to the Homeland and Americans Overseas)

All authorities and references listed apply to the Basic Plan and all corresponding annexes. City of Buena Park references are on file at the City Manager’s Office in hardcopy format and electronically on the City’s N:/ drive under “N:/18-Emergency Management/Reference”. Many County of Orange, state, and federal references are available electronically via links embedded in the references above. Agreements with voluntary organizations and other governmental and private organizations are also on file, as appropriate.

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City Council Meeting of June 8, 2021 Page 140 EMERGENCY OPERATIONS PLAN LOGO BASIC PLAN 14.0 ANNEXES While the Basic Plan covers general emergency policy and doctrine, many functions require more specific guidance. Also, various types of emergencies need more detailed guidelines and discussions of policies. The City of Buena Park’s EOP annexes fill these needs.

Typically, there are three kinds of annexes: functional, hazard-specific, and site-specific: • Functional annexes discuss certain functions or operations that cut across most or all emergencies, such as emergency management and public information. • Hazard-specific annexes concern the peculiarities of certain types of emergencies, and how the City may need to modify the general policies and doctrines in the Basic Plan in those circumstances. • Site-specific annexes provide emergency coordination details regarding properties within the bounds of the City that, if impacted, could have major ramifications for the City and that require additional coordination with groups external to the City (e.g., Knott’s Berry Farm).

Due to the sensitivity of the information contained in the annexes, the City withholds them from public view in accordance with Section 5.3, Disclosure Exemptions (page 11).

COMPLETION ANNEX TITLE ANNEX DESCRIPTION DATE FUNCTIONAL ANNEXES This Annex describes how the City manages emergencies. It provides a Emergency Management February 2017 basis for centralized control, coordination, and direction of emergency operations. This Annex provides guidance for the conduct and coordination of public information activities and the processes Emergency Public Information March 2017 needed to provide alerts and warning to the population impacted by or at risk from an emergency. This Annex describes care and shelter operations within the City of Buena Park, defining the collective and individual Mass Care & Shelter April 2018 responsibilities of City and non- governmental agencies responding to, or acting in support of mass care and shelter operations. This Annex will describe how the City will accomplish debris removal and Debris Management Future management following a disaster or emergency.

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City Council Meeting of June 8, 2021 Page 141 EMERGENCY OPERATIONS PLAN LOGO BASIC PLAN COMPLETION ANNEX TITLE ANNEX DESCRIPTION DATE FUNCTIONAL ANNEXES This Annex outlines strategies, procedures, recommendations, and Evacuation and Mass November 2019 organizational structures for implementing Movement a coordinated evacuation effort for the city. Hazard/Threat-Specific Annexes This Annex will provide an overview of earthquake hazards and will describe the preparedness efforts, response actions, Earthquake Future public alert and warning strategies, and specialized resources needed to respond to an earthquake. This Annex provides specific policy and guidance for the planning and response Flood or Dam Failure February 2020 needs generated by the flood and dam- failure hazards facing Buena Park. This Annex will outline preparedness and response policies and strategies the City will follow to counter a regional or global Pandemic Future pandemic. The Continuity Plan has a pandemic annex that may be repurposed. This Annex establishes processes, policies, and procedures specific to Transportation Emergency January 2017 responding to transportation-related (aircraft, rail, bus, and pipeline) incidents. This Annex will provide guidance on local assistance and resources to enable restoration of water, sewer, and electrical systems following a catastrophic failure. It Utilities Future will identify potential utility shortfall triggers and coordinate private and public sector response efforts to ensure timely restoration of services. Site-Specific Annexes This Annex provides guidance on the coordination and response processes, Knott’s Berry Farm/Knott’s policies, and procedures for an incident Soak City On hold within Knott’s Berry Farm and Knott’s Soak City.

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City Council Meeting of June 8, 2021 Page 142 EMERGENCY OPERATIONS PLAN LOGO BASIC PLAN ATTACHMENT 1: ACRONYMS & GLOSSARY OF TERMS A-1.1 ACRONYMS A AAR After-Action Report ADA Americans with Disabilities Act ADES Assistant Director of Emergency Services B BPPD Buena Park Police Department C CAR Corrective Action Report CBO Community-Based Organizations CDAA California Disaster Assistance Act CESA California Emergency Services Act CFR Code of Federal Regulation COAD-OC Orange County Community Organizations Active in Disaster D DAFN Disabilities, Access and Functional Needs DES Director of Emergency Services DSW Disaster Service Worker DSWV Disaster Service Worker Volunteer E EMAC Emergency Management Assistance Compact EMS Emergency Medical Service EOC Emergency Operations Center EOG Emergency Operations Guide EOP Emergency Operations Plan ESC Emergency Services Coordinator F FEMA Federal Emergency Management Agency H HAZMAT Hazardous Materials HCA Orange County Health Care Agency HMA Hazardous Materials Assessment HSEEP Homeland Security Exercise and Evaluation Program I ICP Incident Command Post ICS Incident Command System J JIC Joint Information Center L LHMP Local Hazards Mitigation Plan M MAA Mutual Aid Agreement MACS Multi-Agency Coordination System N NGO Non-Governmental Organization NIMS National Incident Management System

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City Council Meeting of June 8, 2021 Page 143 EMERGENCY OPERATIONS PLAN LOGO BASIC PLAN O OA Operational Area OC Orange County OC OA Orange County Operational Area OCFA Orange County Fire Authority Cal OES California Office of Emergency Services P PIO Public Information Officer POD Points of Dispensing / Distribution R REOC Regional Emergency Operations Center S SCEC Southern California Earthquake Center SEMS Standardized Emergency Management System SPRR Southern Pacific Railroad U UASI Urban Areas Security Initiative W WMD Weapons of Mass Destruction WNV West Nile Virus WVA Water Vulnerability Assessment

A-1.2 GLOSSARY

Activation: (1) The notification and recall of jurisdiction staff to respond to an emergency. (2) Bringing a facility or resource into operation.

After-Action Report (AAR): A post-incident report covering response actions, application of SEMS, modifications to plans and procedures, training needs, and recovery activities. AARs are required under SEMS after any event that requires a governor’s emergency proclamation. Reports are required within 90 days of the emergency’s end.

Agency: An agency is an organization or business established to provide a particular service, typically one that involves organizing transactions between two other parties. Agencies may be public (governmental) or private. In ICS, agencies are defined as jurisdictional (having statutory responsibility for incident mitigation), or assisting and/or cooperating (providing resources and/or assistance). (See Assisting Agency, Cooperating Agency, and Multi-agency.)

Agency Administrator or Executive: Chief executive officer (or designee) of the agency or jurisdiction that has responsibility for the incident.

Agency Representative: An individual assigned to an incident or EOC by an assisting or cooperating agency. The agency rep has delegated authority to make decisions on matters affecting that agency's participation at the incident or EOC. They report to the Liaison Officer at the SEMS Field and EOC levels.

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City Council Meeting of June 8, 2021 Page 144 EMERGENCY OPERATIONS PLAN LOGO BASIC PLAN Area Command: An organization established to: 1) oversee the management of multiple incidents that are each assigned to an Incident Command System organization; or, 2) oversee the management of a very large incident that has multiple Incident Management Teams assigned to it. Area Command has the responsibility to set overall strategy and priorities, allocate critical resources based on priorities, ensure that incidents are properly managed, and ensure that objectives are met and strategies followed.

Branch: The organizational level at the SEMS Field and EOC levels having functional or geographic responsibility for major parts of incident operations. A branch falls organizationally between section and division/group in the Operations Section, and between section and unit in the Logistics Section. Branches are identified by Roman numerals or by functional name (e.g., medical, security, etc.).

Branch Director: The ICS title for individuals responsible for supervision of a branch at the Field Level. At the SEMS EOC level, Branch Coordinator is the preferred title.

Chain of Command: A series of management positions in order of authority.

Command Post: (See Incident Command Post)

Command Staff: The Command Staff at the SEMS Field level consists of the Information Officer, Safety Officer, Legal Officer, and Liaison Officer. They report directly to the Incident Commander. They may have assistants, as needed. The SEMS EOC level may also include these functions. At the EOC, they report to the EOC Director but may be designated as coordinators. At EOCs, the functions may also be established as sections or branches to accommodate subsequent expansion.

Compacts: Formal working agreements among agencies to obtain mutual aid.

Continuity of Operations Planning: Helps ensure that an organization can sustain vital operations, including administrative and business components, immediately following a crisis or disaster situation.

Cooperating Agency: An agency supplying assistance other than direct tactical or support functions or resources to an incident response (e.g., American Red Cross, telephone company, etc.).

Coordination: The process of systematically analyzing a situation, developing relevant information, and informing appropriate command authority of viable alternatives for selection of the most effective combination of available resources to meet specific objectives. The coordination process (which can be either intra- or inter-agency) does not involve dispatch actions. However, personnel responsible for coordination may perform command or dispatch functions within the limits established by specific agency delegations, procedures, legal authority, etc. Multi-agency or Inter-agency coordination is found at all SEMS levels.

Cost-Sharing Agreements: Agreements between agencies or jurisdictions to share designated costs related to incidents. Cost-sharing agreements are normally written, but may also be verbal between authorized agency or jurisdictional representatives at the incident.

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City Council Meeting of June 8, 2021 Page 145 EMERGENCY OPERATIONS PLAN LOGO BASIC PLAN Delegation of Authority: A statement provided by the agency executive to the Incident Commander, delegating authority and assigning responsibility. The Delegation of Authority can include objectives, priorities, expectations, constraints and other considerations or guidelines as needed. Many agencies require Incident Commanders to receive written Delegation of Authority prior to their assuming command on larger incidents.

Department Operations Center (DOC): A facility used by a distinct discipline (such as flood operations, fire, medical, or hazardous materials) or a unit (such as Department of Public Works, or Department of Health) to coordinate that discipline’s or unit’s emergency response. DOCs may appear at all SEMS levels above the field response level depending upon the needs of the emergency.

Deputy: A fully qualified individual who, in the absence of a superior, could be delegated the authority to manage a functional operation or perform a specific task. In some cases, a deputy may act as relief for a superior and therefore must be fully qualified in the position. Deputies may exist at all SEMS EOC levels.

Division: Divisions divide an incident into geographical areas of operations. Divisions are identified by alphabetic characters for horizontal applications and, often, by numbers when used in buildings. Divisions may fall organizationally between branches and units at SEMS EOC levels.

Division or Group Supervisor: The position title for individuals responsible for command of a Division or Group at an Incident. At the EOC level, the title is Division Coordinator.

Emergency: A condition of disaster or of extreme peril to the safety of persons and property caused by such conditions as air pollution, fire, flood, hazardous material incident, storm, epidemic, riot, drought, sudden and severe energy shortage, plant or animal infestations or disease, the Governor's warning of an earthquake or volcanic prediction, or an earthquake or other conditions, other than conditions resulting from a labor controversy.

Emergency Services Director / Emergency Management Director: The individual within each political subdivision that has overall responsibility for jurisdiction emergency management. For cities and counties, local ordinances commonly assign this responsibility.

Emergency Operations Center (EOC): A location in which an organization may perform centralized emergency management. Agencies and jurisdictions establish EOC facilities to coordinate the overall agency or jurisdictional response and support to an emergency.

Emergency Operations Plan (EOP): The plan that each jurisdiction has and maintains for responding to appropriate hazards.

EOC Action Plan: The plan developed at the SEMS EOC level that contains objectives, planned actions, assignments, and supporting information for the next operational period.

Field Operations Guide (FOG): A pocket-sized manual of instructions on the application of the Incident Command System.

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City Council Meeting of June 8, 2021 Page 146 EMERGENCY OPERATIONS PLAN LOGO BASIC PLAN Finance Section: One of the five primary functions found at all SEMS levels. It’s responsible for all costs and financial considerations. At the SEMS EOC level, the Section can include the Time Unit, Procurement Unit, Compensation/Claims Unit, and Cost Unit.

Function: In ICS, function refers to the five major activities in the ICS, i.e., Command, Operations, Planning, Logistics, and Finance. The same five functions also are found at all SEMS EOC levels. At the EOC, the term “Management” replaces “Command.” Function also describes the activity involved, e.g., "the planning function."

General Staff: The group of management personnel reporting to the Incident Commander or to the EOC Director. They may each have a deputy, as needed. At the SEMS Field level, the General Staff consists of: • Operations Section Chief • Planning/Intelligence Section Chief • Logistics Section Chief • Finance Section Chief At some SEMS EOC levels, the position titles are Section Coordinators.

Group: Groups divide the incident into functional areas of operation. Groups are composed of resources assembled to perform a special function not necessarily within a single geographic division (see Division). Groups are located between branches (when activated) and resources in the Operations Section.

Incident: An occurrence or event, either human-caused or by natural phenomena, that requires action by emergency response personnel to prevent or minimize loss of life or damage to property and/or natural resources.

Incident Action Plan (IAP): The plan developed at the field response level that contains objectives reflecting the overall incident strategy, specific tactical actions, and supporting information for the next operational period. The plan may be oral or written.

Incident Commander (IC): The individual responsible for the command of all functions at the field response level.

Incident Command Post (ICP): The location at which the Incident Commander executes primary command functions. The ICP may be collocated with the incident base or other incident facilities.

Incident Command System (ICS): The nationally used standardized on-scene emergency management concept specifically designed to allow its user(s) to adopt an integrated organizational structure equal to the complexity and demands of single or multiple incidents without being hindered by jurisdictional boundaries. ICS is the combination of facilities, equipment, personnel, procedures, and communications operating within a common organizational structure, with responsibility for the management of resources to effectively accomplish stated objectives pertinent to an incident.

Incident Objectives: Statements of guidance and direction necessary for the selection of appropriate strategy(s) and the tactical direction of resources. Incident objectives are based on realistic expectations of what can be accomplished when all allocated resources have been

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City Council Meeting of June 8, 2021 Page 147 EMERGENCY OPERATIONS PLAN LOGO BASIC PLAN effectively deployed. Incident objectives must be achievable and measurable, yet flexible enough to allow for strategic and tactical alternatives.

Joint Information Center (JIC): A facility established to coordinate all incident-related public information activities. It’s the central point-of-contact for all news media at the scene of the incident. Public information officials from all participating agencies should collocate at the JIC.

Joint Information System (JIS): Integrates incident information and public affairs into a cohesive organization designed to provide consistent, coordinated, timely information during crisis or incident operations. The mission of the JIS is to provide a structure and system for developing and delivering coordinated interagency messages; developing, recommending, and executing public information plans and strategies on behalf of the Incident Commander; advising the Incident Commander concerning public affairs issues that could affect a response effort; and, managing rumors and inaccurate information that could undermine public confidence in the emergency response effort.

Jurisdiction: The range or sphere of authority. Public agencies have jurisdiction at an incident related to their legal responsibilities and authority for incident mitigation. Jurisdictional authority at an incident can be political/geographical (e.g., special district city, county, state or federal boundary lines), or functional (e.g., police department, health department, etc.). (See Multi- jurisdiction)

Liaison Officer: A member of the Command Staff at the SEMS Field and EOC levels responsible for coordinating with representatives from cooperating and assisting agencies.

Local Government: Means local agencies per Article 3 of the SEMS regulations. California Government Code 8680.2 defines local agencies as any city, city and county, county, school district, or special district.

Local Government Advisory Committee (LGAC): Committees established by the Director of OES to provide a forum for the exchange of information among the cities and counties of a Mutual Aid Region. The LGAC may develop a consensus of action and policy among local emergency managers on issues, policies, and programs of concern to local governments, and if necessary, bring such concerns to the attention of OES Executive Management.

Logistics Section: One of the five primary functions found at all SEMS levels. The section responsible for providing facilities, services, and materials for the incident or at an EOC.

Master Mutual Aid Agreement: An agreement entered into by and between the State of California, its various departments and agencies, and the various political subdivisions, municipal corporations, and other public agencies of the State of California to assist each other by providing resources during an emergency. Mutual aid occurs when two or more parties agree to furnish resources and facilities, and to render services to each other to prevent and combat any type of disaster or emergency.

Mitigation: The activities designed to reduce or eliminate risks to persons or property, or to lessen the actual or potential effects or consequences of an incident. Mitigation measures may be implemented prior to, during, or after an incident, and may arise from lessons learned from prior incidents. Mitigation involves ongoing actions to reduce exposure to, probability of, or potential 2021 Emergency Operations Plan | Basic Plan Page 62 Changes in green

City Council Meeting of June 8, 2021 Page 148 EMERGENCY OPERATIONS PLAN LOGO BASIC PLAN loss from hazards. Measures may include zoning and building codes, floodplain buyouts, and analysis of hazard-related data to determine safe areas to build or locate temporary facilities. Mitigation can include efforts to educate governments, businesses, and the public on measures they can take to reduce loss and injury.

Mobilization: The process and procedures used by all federal, state, and local agencies for activating, assembling, and transporting all resources requested to respond to or support an incident.

Multi-Agency or Inter-Agency Coordination: The participation of agencies and disciplines involved at any level of the SEMS organization working together in a coordinated effort to facilitate decisions for overall emergency response activities, including the sharing of critical resources and the prioritization of incidents.

Multi-Agency Coordination System (MACS): The combination of personnel, facilities, equipment, procedures, and communications integrated into a common system. When activated, MACS is responsible for coordinating assisting agency resources and support in a multi-agency or multi-jurisdictional environment. MAC groups function within the MACS. California fire services commonly use MACS organizations.

Mutual Aid Agreement: Written agreement between agencies and/or jurisdictions in which the parties define how they will assist one another by furnishing personnel and equipment upon request.

Mutual Aid Coordinator: An individual at local government, operational area, region, or state level who receives mutual aid requests, coordinates the provision of resources from within the coordinator's geographic area of responsibility, and passes on unfilled requests to the next level. Mutual Aid Coordinator duties vary depending on the mutual aid system.

National Incident Management System (NIMS): A system mandated by HSPD-5 that provides a consistent nationwide approach for governments (federal, state, local, territorial, and tribal), the private sector, and nongovernmental organizations to work effectively and efficiently together to prepare for, respond to, and recover from domestic incidents. NIMS includes a core set of concepts, principles, and terminology to provide for interoperability and compatibility among different governmental capabilities. HSPD-5 identifies these core concepts as the ICS; multiagency coordination systems; training; identification and management of resources (including systems for classifying types of resources); qualification and certification; and the collection, tracking, and reporting of incident information and incident resources.

Office of Emergency Services (Cal OES): The Governor's Office of Emergency Services.

Operational Area (OA): An intermediate level of the state emergency organization, consisting of a county and all political subdivisions within the county area.

Operational Period: The amount of time scheduled for execution of a given set of operation actions, as specified in the Incident Action Plan. Operational periods can be of various lengths, although usually not over 24 hours.

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City Council Meeting of June 8, 2021 Page 149 EMERGENCY OPERATIONS PLAN LOGO BASIC PLAN Operations Section: One of the five primary functions found at all SEMS levels. The section is responsible for all tactical operations at the incident, or for the coordination of operational activities at an EOC. The Operations Section at the SEMS Field level can include branches, divisions, groups, task forces, teams, single resources, and staging areas. At the SEMS EOC levels, the Operations Section may contain branches or divisions as necessary because of span-of-control considerations.

Planning Meeting: A meeting held as needed throughout the duration of an incident to select specific strategies and tactics for incident control operations and for service and support planning. On larger incidents, the planning meeting is a major element in the development of the Incident Action Plan. Planning meetings are an essential activity at all SEMS EOC levels.

Planning Section: (Also referred to as Planning & Intelligence) One of the five primary functions found at all SEMS levels. Responsible for the collection, evaluation, and dissemination of information related to the incident or an emergency, and for the preparation and documentation of incident or EOC action plans. The section also maintains information on the current and forecasted situation, and on the status of resources assigned to the incident. At the SEMS Field level, the section will include the Situation, Resource, Documentation, and Demobilization Units, as well as technical specialists. Other units may be added at the SEMS EOC level.

Preparedness: Activities undertaken in advance of an emergency or disaster to develop a jurisdiction’s capabilities for an effective response. Preparedness may include developing or updating disaster plans, developing hazard analyses, training and exercising response personnel, purchasing equipment, and improving public information and communications systems.

Prevention: Actions to avoid an incident or to intervene to stop an incident from occurring. Prevention involves actions to protect lives and property. It involves applying intelligence and other information to a range of activities that may include such countermeasures as deterrence operations; heightened inspections; improved surveillance and security operations; investigations to determine the full nature and source of the threat; public health and agricultural surveillance and testing processes; immunizations, isolation, or quarantine; and, as appropriate, specific law enforcement operations aimed at deterring, preempting, interdicting, or disrupting illegal activity and apprehending potential perpetrators and bringing them to justice.

Public Information Officer (PIO): A member of the ICS Command Staff responsible for interfacing with the public and media or with other agencies requiring information directly from the incident. There is only one Public Information Officer per incident. The PIO may have assistants. Some disciplines refer to this position as Public Affairs or Information Officer. At SEMS EOC levels, the PIO function may exist as a Coordinator or as a section or branch reporting directly to the EOC Director.

Regional Emergency Operations Center (REOC): Facilities found at State OES Administration Regions. REOCs coordinate information and resources among operational areas and between the operational areas and the state level. The Southern Region REOC is located at Joint Training Base Los Alamitos.

Resources: Personnel, equipment, and supplies available, or potentially available, for assignment to incidents or to EOCs. Resources are described by kind and type, and may be used in tactical support or supervisory capacities at an incident or at EOCs. 2021 Emergency Operations Plan | Basic Plan Page 64 Changes in green

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Recovery: Recovery activities involve the restoration of services to the public and returning an affected area to pre-emergency conditions. Recovery activities may be both short-term and long-term, ranging from restoration of essential utilities such as water and power, to mitigation measures designed to prevent future occurrences of a given threat.

Response: Activities that address the short-term, direct effects of an incident. Response includes immediate actions to save lives, protect property and the environment, and meet basic human needs. Response also includes the execution of operations plans and of mitigation activities designed to limit the loss of life, personal injury, property damage, and other unfavorable outcomes.

Safety Officer: A member of the Command Staff at an ICP or EOC who monitors and assesses safety hazards or unsafe situations, and develops measures for ensuring personnel safety. The Safety Officer may have assistants.

Section: That organization level with responsibility for a major functional area of the incident or at an EOC, e.g., Operations, Planning, Logistics, or Finance & Administration.

Section Chief: The ICS title for individuals responsible for command of functional sections. At the EOC level, the position title may be Section Coordinator.

Service Branch: A branch within the Logistics Section responsible for service activities at the incident. Includes the Communications, Medical, and Food Units.

Special District: (as defined in Title 19, California Code of Regulations § 2900(hh)) A unit of local government in the state (other than a city, county, or city and county) with authority or responsibility to own, operate, or maintain a project, including a joint powers authority established under Government Code Sections 6500 et seq.

Staging Area: Staging areas are locations set up near an incident where resources await a tactical assignment. The ICP Operations Section manages staging areas.

Standardized Emergency Management System (SEMS): A system for managing responses to multi-agency and multi-jurisdiction emergencies in California. SEMS consists of four key components: ICS; the operational area concept; multi-agency coordination; and, mutual aid. SEMS is mandatory for state agencies. Local governments must adopt and use SEMS to qualify for reimbursement of response costs under the California Disaster Assistance Act.

State Operations Center (SOC): An EOC facility operated by the Governor's Office of Emergency Services at the SEMS State level. It’s located at the former Mather AFB in Rancho Cordova.

Support Branch: A branch within the Logistics Section responsible for providing personnel, equipment, and supplies to support incident operations. Includes the Supply, Facilities, and Transportation.

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City Council Meeting of June 8, 2021 Page 151 EMERGENCY OPERATIONS PLAN LOGO BASIC PLAN Type: A NIMS construct that refers to resource capability. A Type 1 resource provides a greater overall capability due to power, size, capacity, etc., than would a Type 2 resource. Resource typing provides managers with additional information in selecting the best resource for the task.

Unified Area Command: A Unified Area Command is established when incidents under an Area Command are multi-jurisdictional. (See Area Command and Unified Command.)

Unified Command: An ICS construct used when more than one agency has incident jurisdiction or when incidents cross political jurisdictions. Agencies work together through the designated members of the UC, often the senior persons from agencies and/or disciplines participating in the UC. UC members establish a common set of objectives and strategies and a single Incident Action Plan.

Unit: An ICS organizational element having functional responsibility. ICP Planning, Logistics, or Finance sections commonly use units, which may also appear in Operations for some applications. EOC organizations may also include units.

Unity of Command: The concept by which each person within an organization reports to one and only one designated person.

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City Council Meeting of June 8, 2021 Page 152 EMERGENCY OPERATIONS PLAN LOGO BASIC PLAN ATTACHMENT 2: HAZARDS

The maps and graphics provided in this section are for overview and orientation purposes. Higher-resolution images, as well as additional detailed hazard information, can be found in the City of Buena Park Local Hazard Mitigation Plan.

A-2.1 EARTHQUAKE The City of Buena Park is located in a seismically active region, with a number of earthquake faults near the City. The Norwalk Fault is the only fault that crosses the City, though it has no surface trace. The San Andreas, Norwalk, Whittier, and Newport-Inglewood Fault Zones are the primary faults capable of generating earthquakes that could affect the City.

Threat The greatest threat posed by any sizable local earthquake is its effect on the City’s underlying soils. Nearly the entirety of the City is considered a liquefaction zone, in which water-saturated or otherwise unstable soils magnify seismic shaking and fail during even high-moderate earthquakes. All of the City’s major facilities are located on such soils.

Figure 13. Regional Earthquake Faults Map

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City Council Meeting of June 8, 2021 Page 153 EMERGENCY OPERATIONS PLAN LOGO BASIC PLAN San Andreas Fault The San Andreas Fault extends over 600 miles, crossing through more than two-thirds the length of California. The fault is divided into segments that have somewhat distinctive behavior patterns. The southern segment is over 300 miles long. Geologists can demonstrate that at least eight major earthquakes of Richter magnitude 7.0 or larger have occurred along the southern San Andreas Fault in the past 1200 years, with an average spacing in time of 140 years, plus or minus 30 years. The last major earthquake on this segment occurred in 1680. Geologists estimate that the San Andreas may have the potential to generate a maximum credible earthquake of M8.5. Based on the evidence and other geophysical observations, geologists estimate a greater than 50% probability of a similar earthquake happening in the next 30 years.

Newport-Inglewood Fault Scientists consider the Newport-Inglewood Fault to be the second-most-active fault in California. It extends from the Santa Monica Mountains southeastward through the western part of Orange County to the offshore area near Newport Beach. It was the source of the destructive M6.4 Long Beach earthquake in 1933, which caused 120 deaths and considerable property damage. Numerous other quakes, ranging from M3.0 to M5+, have occurred on this fault during the past sixty years. The Southern California Earthquake Center (SCEC) reports probable earthquake magnitudes for the Newport-Inglewood fault to be in the range of M6.0 to M7.4.

Elsinore Fault Zone The Elsinore Fault Zone is located in the northeast part of Orange County. This fault follows a general line east of the Santa Ana Mountains into Mexico. The Elsinore Fault zone’s main trace is about 112 miles long. The last major earthquake on this fault occurred in 1910 (M6.0), and the interval between major ruptures is estimated to be about 250 years. SCEC estimates probable earthquake magnitudes for the main trace of the Elsinore Fault to be in the M6.5 to M7.5 range. The Elsinore Fault zone splits into two segments at its northern end: the 25-mile-long Whittier Fault (probable magnitudes between M6.0 and M7.2), and the 25-mile-long Chino Fault (probable magnitudes between M6.0 and M7.0).

San Jacinto Fault Zone The San Jacinto Fault Zone is approximately 30 miles north and east of the county. SCEC has estimated the interval between ruptures on this 130-mile-long fault zone to be between 100 and 300 years per segment. The most recent event (1968, M6.5) occurred on the southern half of the Coyote Creek segment. SCEC reports probable earthquake magnitudes for the San Jacinto fault zone to be in the range of M6.5 to M7.5.

San Joaquin Hills Thrust Fault The San Joaquin Hills Thrust Fault originates near the southern end of the Newport-Inglewood Fault close to Buena Park, at the western margins of the San Joaquin Hills. Rupture of the entire area of this blind thrust fault could generate an earthquake as large as M7.3. A minimum average recurrence interval of approximately 1650 to 3100 years is estimated for moderate-sized earthquakes on this fault.

Puente Hills Fault The Puente Hills Fault runs approximately 25 miles from the La Puente Hills region in the southeast to just south of Griffith Park in the northwest. Seismologists believe the fault was the source of the 1987 Whittier Narrows earthquake. Studies indicate that the fault has experienced

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City Council Meeting of June 8, 2021 Page 154 EMERGENCY OPERATIONS PLAN LOGO BASIC PLAN four major earthquakes ranging in magnitude from M7.2 to M7.5 in the past 11,000 years, but that the recurrence interval for these large events is approximately several thousand years.

A-2.2 FLOOD/STORM The City of Buena Park contains no natural, permanent water features. A number of small man- made lakes exist within the Los Coyotes Country Club and at the Lakeside housing tract at Dale and Malvern. In addition, three major storm-drain channels traverse the City and occasionally transport non-trivial amounts of water: Coyote Creek, Brea Creek, and Fullerton Creek.

The National Flood Insurance Program has designated Buena Park as a city of minimal flood hazard. National Weather Service storm monitoring has historically provided warning times within hours prior to a flooding event. The ability of City employees and contractors to conduct an evacuation, provide sandbagging, and perform other mitigating measures depends on the amount of warning time that the City receives from weather services.

Threat Historically, Orange County has experienced intermittent widespread flooding. Storm drain improvements by the Orange County Flood Control District generally provide relief from the flooding. According to the Flood Insurance Rate Map for Buena Park (Figure 14, page 70), the projected 100-year flood for Buena Park is contained within Coyote Creek, Brea Creek, and Fullerton Creek storm drain channels except for three small areas. However, like most of Orange County, the projected 500-year flood may result in widespread flooding throughout the entire City.

The Los Angeles County Drainage Area's flood control system manages storm waters close to Buena Park. According to the U.S. Army Corps of Engineers, the system doesn’t have sufficient capacity to provide adequate flood protection. A 100-year flood on the main system would inundate about 82 square miles, where over 500,000 people live.

A-2.3 DAM FAILURE Four dams upstream of Buena Park present potential hazards: Prado Dam, Fullerton Dam, Brea Dam, and Carbon Canyon Dam. The failure of any of these dams could cause loss of life, destroy thousands of properties, and devastate residents, businesses, and tourism in the area.

Brea Dam Brea Dam, located in the hills above Fullerton, is an earth-fill dam designed to hold 12,000 acre- feet of water. An uncontrolled release or failure could inundate Buena Park between CA-91 and Malvern Avenue.

Carbon Canyon Dam Carbon Canyon Dam (or Carbon Creek Dam) is approximately four miles east of Brea and approximately 12 miles north of Santa Ana. The Puente and Chino Hills surround the 19.3-square- mile drainage area above the dam. An uncontrolled release or failure could inundate parts of central and southern Buena Park.

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Figure 14. Buena Park Flood Zones

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Fullerton Dam Fullerton Dam is located next to the CA-57 freeway 1.6 miles south of Brea. At normal levels, its impoundment has a surface area of 1 acre, but its maximum capacity is 1,342 acre-feet. A breach or uncontrolled release could inundate northeastern Buena Park north of CA-91 and east of Stanton Avenue.

Prado Dam Prado Dam is located approximately twenty miles east-northeast of Buena Park in Riverside County. The dam was designed in the 1930s, but its functioning capacity increased in November 1999 following completion of the Seven Oaks Dam. Working in tandem, the Prado and Seven Oaks Dams provide increased flood protection to Orange County. A breach or uncontrolled release from Prado Dam would become a regional disaster for northern and central Orange County and would inundate most of Buena Park south of Malvern Avenue.

A-2.4 HAZARDOUS MATERIALS Hazardous materials (HAZMAT) are substances that can cause harm to the health of animals or people, or damage the environment, when released in an uncontrolled manner. HAZMAT can be chemical, biological, radiological, or even naturally occurring substances in a concentration or location that causes harm. Tens of thousands of HAZMAT incidents occur nationwide every year. An incident may force the evacuation of a few people, a section of a facility, or an entire area.

A hazardous material spill or release can pose a risk to life safety, public health, and property. The potential for water-source contamination, degraded air quality, and other environmental impacts stemming from accidental HAZMAT releases can also cause great concern among the people exposed to the release. There is also a possibility of long-term public health and environmental impacts resulting from the sustained use of or exposure to certain substances.

Threat There are five primary sources for a hazardous-materials threat to the City: • Freight trains carrying industrial quantities of hazardous materials • Trucks hauling hazardous materials along the two major freeways crossing the City (or down major surface streets) • Businesses using hazardous chemicals in the course of their normal operations • Pipelines under the City’s streets delivering fuel, oil, and natural gas, sometimes under pressure • Releases caused or spread by other incidents or disasters, such as floods or earthquakes

For additional information regarding the hazardous materials threat in the City, see the 2015 Buena Park Hazardous Materials Assessment.

The extent of a hazardous material spill may vary from minor impacts requiring minimal cleanup to significant impacts causing injuries and evacuation. Depending on the release’s origin, size, and duration, spill cleanup and remediation activities may cost millions of dollars, and impacts can last for years. The environmental impacts contribute to short- and long-term effects on economic activities in areas affected by spills.

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A-2.5 ENERGY OUTAGE / POWER GRID FAILURE Large-scale power outages have short-term and longer-term impacts. For example, security and safety issues at large venues and retail establishments present short-term concerns. If disruptions continually occur, the utility, transportation, healthcare, communications, and commerce sectors will suffer longer-term economic impacts.

Threat Any number of events could generate a localized power outage, ranging from weather to traffic accidents. Widespread power outages happen in California, as seen during the San Diego Gas & Electric blackout in September 2011. The 2012 winter windstorm in the San Gabriel Valley left some Los Angeles and San Bernardino County residents without power for days. These events, while usually short-lived, should serve as warnings and can have consequences if not addressed.

The electrical grid within the state and surrounding areas was originally designed to minimize cascading outages; however, cost-cutting, neglect, and unaccommodated growth have made power shortages (such as those that occurred in California during the summer of 2001) still possible. There’s always potential for a larger event lasting days to weeks, as seen in the massive 2003 Northeast blackout.

Energy shortages occur when demand for power exceeds the capacity to produce power. To reduce the potential for a sudden surge of demand exceeding production capabilities, the state instituted a program of alerts to warn consumers as demand begins to rise. This condition is most likely to occur in the hot summer months between late morning and early evening.

Even more critical and less apparent are the somewhat obscure physical, cyber, logistical, and geographic interrelationships or interdependencies among the various infrastructures. These include electric power, natural gas/oil, telecommunications, transportation, water/sewer systems, banking/finance, agriculture, food production and sale, and emergency services. These interdependencies can lead to a cascading effect that translates into disruptions in areas or other infrastructures that may not even be closely related.

Other types of infrastructure potentially affected could include lifeline support of homebound medically dependent persons, homeless shelters and their support systems, mail delivery, bus service, school systems, recreational outlets, and tourism.

A-2.6 HIGH WINDS AND TORNADOS Severe windstorms can pose a significant risk to property and life in the region by disrupting essential systems, such as power utilities, telecommunications, and transportation routes. High winds can and do occasionally cause damage to local homes and businesses.

Santa Ana Winds Most incidents of high wind in Southern California are the result of Santa Ana wind conditions. Santa Anas are generally dry, dust-bearing winds that blow from the east or northeast toward the coast and offshore. Since the air originates over the high deserts of Utah and Nevada, it’s originally very low in moisture; it dries even further as it’s heated. The wind picks up speed as it

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City Council Meeting of June 8, 2021 Page 158 EMERGENCY OPERATIONS PLAN LOGO BASIC PLAN hits the canyons and passes in the coastal ranges of Southern California, blowing with exceptional speed through Santa Ana Canyon (for which these strong winds are named). Forecasters at the National Weather Service usually reserve the use of “Santa Ana” winds for those over 25 knots; as they move through canyons and passes, these winds may reach speeds of 35 knots, with gusts of up to 50 to 60 knots.

Tornadoes Tornados are violently rotating columns of air extending from a thunderstorm to the ground. Thunderstorms most often develop when warm, moist air meets a cold front, often producing strong winds, tornadoes, and hail. Tornadoes can also accompany tropical storms and hurricanes as they move onto land, where they usually occur to the right and ahead of the storm center’s path as it comes onshore. Based on data collected between 1950 and 1991, peak tornado occurrence in California is between January and April. The Tornado History Project6 lists 32 tornadoes in Orange County between 1958 and 2010, including the 16 March 1977 F1 tornado that crossed Buena Park, Fullerton, Placentia, and Yorba Linda, causing four injuries.

Threat As past events show, windstorms have the potential to causing damage to trees, power lines, utility poles, road signs, cars, trucks, boats, and building roofs and windows. High winds can affect structures and facilities directly or with wind-driven debris. Windstorms can disrupt power and land-based communications as well. Trees downed during a windstorm have historically been the major cause of power outages in Southern California. Uprooted trees and downed utility poles can also disrupt transportation routes.

These events can be major hindrances to emergency response and disaster recovery. For example, if fallen debris blocks transportation routes and compromises power delivery, emergency response facilities like hospitals, fire stations, and police stations may find it difficult to function effectively. Falling or flying debris, falling trees, and downed power lines can also injure or kill motorists and pedestrians. Santa Ana conditions occur multiple times a year, especially in the late fall.

A windstorm also has the potential to displace residents, which may require the City to provide short- or long-term shelters to accommodate these individuals along with providing for other emergency response activities such as cleanup and repair.

A-2.7 TRAIN DERAILMENT Two railroad rights-of-way run in a southeast-northwest direction through the City. One is an industrial freight line owned by Southern Pacific Railroad (SPRR) and operated by Union Pacific Railroad. The other is a commercial freight line owned by Burlington Northern-Santa Fe (BNSF), which also subleases the track to Metrolink and Amtrak commuter trains. Each line poses its own type of threat.

6 Leitz, Joshua. The Tornado History Project. Accessed from http://www.tornadohistoryproject.com/tornado/California/Orange. Accessed on September 30, 2015.

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City Council Meeting of June 8, 2021 Page 159 EMERGENCY OPERATIONS PLAN LOGO BASIC PLAN Threat Trains following the SPRR freight line may have cargoes that include industrial quantities of flammable, corrosive, or otherwise hazardous materials. The derailment of such a train may require the evacuation of a significant part of the City, depending on wind speed and direction.

A Metrolink or Amtrak accident on the BNSF right-of-way will introduce a mass-casualty incident into the heart of the City, the response to which will absorb a huge amount of resources while also generating intense official and news-media interest. Metrolink derailments in Placentia (2002), Glendale (2005), and Chatsworth (2008) serve as warnings of what Buena Park might experience.

In either case, an accident could block or clog a major thoroughfare for hours or days.

A-2.8 URBAN FIRES As the City has no wilderness areas, the major fire threat in Buena Park exists in two different sources: (1) commercial-industrial fires, and (2) large-scale residential fires.

The highest structure in the City is nine stories (Knott’s Berry Farm Hotel); most of the City’s buildings are less than three stories. The Community Development Department governs construction within the City, which follows the Uniform Building, Electrical, Fire, and Mechanical Codes.

Due to the large amount of square footage that makes up most industrial and commercial buildings, a fire starting in any type could spread quickly. As with high-rise buildings, most commercial and industrial buildings are equipped with automatic sprinklers. In the event of a system shutdown, fire may spread quickly and grow large in a matter of minutes. Fires of this type may also cause collateral hazardous materials releases that pose a more widespread threat than the fires themselves.

A-2.9 AIRCRAFT INCIDENT The City has no airports within its borders. However, it lies beneath the flight paths and control zones of several nearby airports.

Fullerton Airport (FUL) This municipal general-aviation airport adjoins the City’s northeast boundary. It hosts a single 3,100-foot runway and three helipads, and averages 160 operations per day. The departure or approach paths are usually over Buena Park. At least 121 aircraft have crashed on or near FUL since 1962, killing at least 19 people.

Los Alamitos Joint Forces Training Base (SLI) The Joint Forces Training Base (JTFB) in the nearby city of Los Alamitos contains an airfield accommodating large military cargo planes and jets. It operates one 8,000’ and one 6,000’ all- weather runway. The airfield includes a fully staffed Army Air Traffic Control Tower, crash rescue and fire department, and a jet-fuel farm for aviation refueling. The significance of this airfield has greatly increased over the past few years as other military airfields in the area have shut down.

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City Council Meeting of June 8, 2021 Page 160 EMERGENCY OPERATIONS PLAN LOGO BASIC PLAN Los Alamitos Joint Forces Training Base is located in some of the most congested airspace in the United States and can handle most aircraft in the USAF inventory. The airfield often lands C-17s and other military transports, Department of Defense charter airlift, NASA missions, fighter aircraft, and has even hosted Air Force One on numerous occasions, along with the USMC Presidential Helicopter Flight Detachment (HMX-1).

The California National Guard’s 140th Combat Aviation Regiment bases some 25 UH-60 Blackhawks at Los Alamitos. The U.S. Army Reserve’s 652nd Aviation Regiment operates four C- 12 Huron turboprop passenger aircraft from the airfield.

The greatest threat posed by SLI operations lies not in the volume of operations, but in their type: high-performance military aircraft, potentially armed helicopters, and cargo aircraft carrying possibly hazardous payloads.

Los Angeles International Airport (LAX) LAX is the sixth-busiest international airport in the world, encompassing four all-weather runways of greater than 9000’ that generate 1600+ operations per day. It ranks among the top five U.S. airports for both passenger and cargo traffic. Aircraft arriving or departing LAX have the potential to fly over the City. For example, an Aeroméxico flight on approach to LAX crashed into the neighboring city of Cerritos in 1986 only a mile west of Buena Park.

A-2.10 CIVIL UNREST Although not anticipated, civil unrest could affect areas within the City. There are no known established organizations or entities within the City that prominently advocate demonstration or rioting. Large public events in the Entertainment Corridor – especially those involving alcohol – have the potential to devolve into drunken riots. There have been demonstrations and pickets at some of the large commercial facilities within the City.

A-2.11 EPIDEMIC/PANDEMIC An epidemic is a widespread occurrence of an infectious disease in a community at a particular time. A pandemic is an epidemic that has spread through human populations across a large region, such as multiple continents or even worldwide. Both are potential threats to Orange County and Buena Park.

Threat The diseases currently of most concern for potential epidemics or large-scale outbreaks in Orange County include influenza, measles, West Nile Virus (WNV), and also potentially diseases related to the invasive Aedes aegypti mosquito (associated diseases include chikungunya, dengue, and yellow fever). Outbreaks of these diseases (except WNV and diseases related to the Aedes aegypti mosquito) have been contained around the world and in the U.S.; however, the possibility of a breakout and spread is a plausible threat to the county.

Since the dawn of the 21st century, contagious respiratory diseases have become more common and more mobile. Influenza is the most common, recurring yearly in different forms; the 2009 H1N1 flu pandemic may have killed over half a million people worldwide. Coronaviruses – the base cause of the common cold – have emerged as a growing threat. The 2003 Severe Acute

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City Council Meeting of June 8, 2021 Page 161 EMERGENCY OPERATIONS PLAN LOGO BASIC PLAN Respiratory Syndrome (SARS) and 2012 Middle East Respiratory Syndrome outbreaks were, in hindsight, advance warning of the 2019-2021 COVID-19 pandemic, a warning we failed to heed. COVID-19, caused by the SARS-CoV-2 coronavirus, circled the world in a matter of weeks, killing over half a million people in the U.S. and over three million worldwide. It caused both the worst public health disaster since the 1918 “Spanish Flu” and the most serious global economic collapse since the 1929 Great Depression. The effects will linger for years to come.

As our climate changes and new or existing diseases extend their range into Southern California, we will face recurring epidemics and pandemics of varying severity. The COVID-19 experience has left us with many lessons learned that may be applicable to future pandemics. • Established, neglected tropical diseases (such as Zika and chikungunya) and new viral mutations (such as COVID-19) may have no cure or effective therapies for many months or even years. • New diseases may behave differently from existing ones, even if they’re closely related. COVID-19, for instance, didn’t act like its cousin SARS. This may lead to changing official guidelines and some confusion among medical practitioners and the public alike, especially at the start of an outbreak. • Some portion of the population will ignore official recommendations and refuse to abide by health officer orders, extending the spread of the disease and prolonging the pandemic. • A sufficiently severe disease may cause widespread quarantines, business closures, and stay-at-home orders, quickly depressing economic activity and causing shortages of food and other staples. The resulting job losses may deprive people of access to healthcare when they need it most. • Misinformation and disinformation, spread by ideological media outlets (such as talk radio) and social media, will sow confusion, encourage unhelpful or dangerous behaviors, and undermine official messaging.

The Orange County HCA has created a pandemic response plan that includes mass prophylaxis administered in Points of Dispensing (POD) located in various points across the county. Buena Park has established two POD sites to serve its residents and visitors.

A-2.12 TERRORISM The Code of Federal Regulations defines terrorism as “the unlawful use of force and violence against persons or property to intimidate or coerce a government, the civilian population, or any segment thereof, in furtherance of political or social objectives.” Terrorism is a crime wherein the threat of violence is often as effective as the commission of the violent act itself. Terrorism affects us through fear, physical injuries, economic losses, psychological trauma, and erosion of faith in government. • Domestic terrorism involves groups or individuals who are primarily American citizens without foreign direction, whose terrorist activities are directed at elements of our government or population. Examples of domestic terrorist incidents include the 1995 bombing of the Murrah Federal Building in Oklahoma City, the 1996 bombing of Atlanta’s Centennial Park during the Olympics, and the 2021 invasion of the U.S. Capitol. • International terrorism involves groups or individuals whose terrorist activities are foreign- based and/or directed by countries or groups outside the United States, whose membership does not include significant numbers of American citizens or residents, or whose activities

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City Council Meeting of June 8, 2021 Page 162 EMERGENCY OPERATIONS PLAN LOGO BASIC PLAN transcend national boundaries. An example of an international terrorist incident is the September 11, 2001 attack on the World Trade Center and Pentagon.

Threat The probability of a terrorism-related event in Orange County has increased since the 1990s. Orange County is considered a prime target for terrorist activity because of its high economic and social profile. The cities of Orange County host business and recreation centers known throughout the world. Buena Park is home to Knott’s Berry Farm, Buena Park Downtown Mall, large religious establishments, and the headquarters of several large international corporations. Buena Park is also a neighbor to Anaheim, which has a number of potential terrorist targets, including Disneyland.

A-2.13 WEAPON OF MASS DESTRUCTION INCIDENTS Title 18 U.S.C. 2332a defines “WMD” as: • Any destructive device containing an explosive, incendiary, or poison gas. • Any bomb, grenade, rocket having a propellant charge of more than four ounces. • Any missile having an explosive or incendiary charge of more than one-quarter ounce. • Any mine or device similar to the above. • Poison gas. • Any weapon involving an infectious biological organism. • Any weapon that is designed to release radiation or radioactivity at a level dangerous to human life.

WMDs generally fall into five categories: chemical, biological, radiological, nuclear, or high explosive.

Threat A WMD incident can be caused by terrorists, transportation accidents, or an act of war by a foreign nation. Of these, the first two are the most likely causes of a WMD incident in Buena Park. The consequences to the United States and the City will depend upon the incident’s nature and result. Several conditions may prevail and require different responses. A WMD attack occurring in the jurisdiction could cause severe casualties, extensive property damage, fires, flooding, and other hazards.

Like earthquakes, WMD incidents can combine several different hazards in a single package: a HAZMAT release, a mass-casualty incident, an epidemic (if the agent released is biological), fires, local power outages, and perhaps even civil unrest. WMD incidents have both crisis management (law enforcement) and consequence management (emergency response) components, and draw overwhelming official and media attention. A WMD event in Buena Park would place the City in the middle of a worldwide media frenzy as well as a tornado of county, state, and federal agencies, making managing the responders as critical as the managing the incident itself.

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City Council Meeting of June 8, 2021 Page 164 EMERGENCY OPERATIONS PLAN LOGO BASIC PLAN ATTACHMENT 3: CONTINUITY OF GOVERNMENT A major disaster, nuclear attack, or other national security emergency could result in great loss of life and property, including the death or injury of key government officials, the partial or complete destruction of established seats of government, and the destruction of public and private records essential to continued operations of government and industry.

In the aftermath of a disaster or attack, law and order must be preserved and, as much as possible, government services must be maintained. It’s essential that local government continues to function. The California Government Code and the California State Constitution provide authority for the continuity and preservation of state and local government.

All levels of government are responsible for providing continuity of effective leadership and authority, direction of emergency operations, and management of recovery.

A-3.1 PRESERVATION OF LOCAL GOVERNMENTS/SUCCESSION OF LOCAL OFFICIALS Article 15 of the CESA provides the legal authorities for succession of local government in California. Figure 16 (page 80) contains a summary of CESA Article 15.

A-3.2 PRESERVATION OF VITAL RECORDS Every level of government, including the departmental or division levels, should protect its vital records. Vital records are those records essential to the continued functioning or reconstitution of an organization during and after an emergency, and those records essential to protecting the legal and financial rights of that organization and of the individuals directly affected by its activities.

Records considered essential are those required to: • Protect the rights and interests of individuals. Examples include vital statistics, land and tax records, license registers, and articles of incorporation. • Conduct emergency response and recovery operations. Records of this type include utility system maps, locations of emergency supplies and equipment, the City’s emergency management-related plans (e.g., EOP, Continuity Plan, Local Hazard Mitigation Plan, etc.) and personnel rosters (regular and auxiliary). • Reestablish normal governmental functions. Such records and documentation may include, but are not limited to, the City charter (which functions as the City’s “constitution”), statutes and ordinances, court records, official proceedings and financial records.

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Figure 15. Legal Basis - Succession of Local Government ARTICLE 15 OF THE CALIFORNIA EMERGENCY SERVICES ACT

§8637 – Authorizes political subdivisions to provide for the succession of officers (department heads) having duties related to law and order and/or health and safety.

§8638 – Authorizes governing bodies to designate and appoint three standby officers for each member of the governing body and for the chief executive, if not a member of the governing body. Standby officers may be residents or officers of a political subdivision other than that to which they are appointed. Standby officers take the same oath as regular officers and are designated Number 1, 2, or 3 as the case may be.

§8642 – Authorizes local governing bodies to convene as soon as possible whenever a State of War Emergency, State of Emergency, or Local Emergency exists, and at a place not necessarily within the political subdivision.

§8643 – Describes the duties of a governing body during emergencies as follows: • Ascertain the damage to the jurisdiction and its personnel and property. • Reconstitute itself and any subdivisions. • Perform functions in preserving law and order and furnishing local services.

§8644 – Establishes a method for reconstituting the governing body. It authorizes that, should all members, including all standbys, be unavailable, temporary officers shall be appointed as follows: • By the chairman of the board of the county in which the political subdivision is located, or • By the chairman of the board of any other county within 150 miles (nearest and most populated down to farthest and least populated), or • By the mayor of any city within 150 miles (nearest and most populated down to farthest and least populated).

“Vital records” may include information systems and applications, electronic and hardcopy documents, references, and records.

Record depositories should be located well away from potential danger zones and housed in facilities designed to withstand blast, fire, water, and other destructive forces. Such action ensures that: • The rights and interests of individuals, corporations, other entities, and governments are preserved. • Records will be available during emergency operations and for reestablishing normal governmental activities.

In Buena Park, the City Clerk is the designated custodian of vital records. This position maintains a list of such records and their locations. The City of Buena Park Continuity Plan identifies classes of vital records and storage locations.

References • Continuity of Government in California (Article IV, Section 21 of the State Constitution). • Preservation of Local Government (Article 15 of the California Emergency Services Act). 2021 Emergency Operations Plan | Basic Plan Page 80 Changes in green

City Council Meeting of June 8, 2021 Page 166 EMERGENCY OPERATIONS PLAN LOGO BASIC PLAN • Temporary Seat of State Government (Section 450, Title 1, Division 3, Chapter 1 of the California Government Code). • Temporary County Seats (Section 23600, Title 3, Division 1, Chapter 4, Article 1 of the Government Code). • Member of the Legislature (Section 9004, Title 2, Division 2, Part 1, Chapter 1.5, Article 1 of the Government Code). • Legislative Session after War or Enemy-Caused Disaster (Sections 9035-9038, Title 2, Division 2, Part 1, Chapter 1.5, Article 2.5 of the Government Code). • Succession to the Office of Governor (Article V, Section 10 of the State Constitution). • Succession to the Office of Governor (Sections 12058-12063, Title 2, Division 3, Part 2, Chapter 1, Articles 5.5 and 6 of the Government Code). • Succession to Constitutional Offices (Sections 12700-12704, Title 2, Division 3, Part 2, Chapter 7 of the Government Code). • Preservation of State Records (Sections 14745-14750, Title 2, Division 3, Part 5.5, Chapter 5, Articles 1 and 2 of the Government Code). • City of Buena Park Continuity Plan.

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City Council Meeting of June 8, 2021 Page 168 EMERGENCY OPERATIONS PLAN LOGO BASIC PLAN ATTACHMENT 4: MUTUAL AID The foundation of California's emergency planning and response is the statewide mutual aid system. This system is designed to ensure that adequate resources, facilities, and other support services are available to jurisdictions whenever their own resources are exceeded or overwhelmed during any incident.

The California Disaster and Civil Defense Master Mutual Aid Agreement (developed in 1950) is the basis for the system, as provided for in the California Emergency Services Act. California's incorporated cities and all 58 counties have adopted the Master Mutual Aid Agreement. It created a formal structure in which each jurisdiction retains control of its own personnel and facilities, but can give and receive help whenever needed. State government, on the other hand, is obligated to provide available resources to assist local jurisdictions in emergencies. Mutual aid is an essential component of SEMS.

Through this system, each local jurisdiction relies first on its own resources, then calls for assistance: • City to city • City to Operational Area • OA to OA • OA to the Cal OES administrative region, which relays unmet requests to the state

To facilitate the coordination and flow of mutual aid, the state is divided into six Cal OES Mutual Aid Regions and three Administrative Regions. Through this structure, Cal OES receives a constant flow of information from every geographic and organizational area of the state. This information enables the operational areas and the state to recognize or anticipate an emergency, or possibly mitigate emergency effects by accelerated preparations, or perhaps prevent an incident from developing to disaster proportions.

To further facilitate the mutual aid process, particularly during day-to-day emergencies involving public safety agencies, Fire and Rescue, Law Enforcement, and Medical and Health Mutual Aid Coordinators function at the Operational Area (countywide), Mutual Aid Region (two or more counties), and at the state level. During a catastrophic event such as an earthquake, mutual aid coordinators will be assigned at these levels for other essential services (such as public works).

Figure 17 (page 87) provides a notional diagram of how the mutual aid system works, including coordination and information flow.

The City is located within OES Mutual Aid Region I and the OES Southern Administrative Region. The Southern Administrative Region contains two mutual aid regions, which the Cal OES Southern Regional Operations Center (REOC) manages (see Figure 18, page 88). The primary mission of the Southern Region's emergency management organization is to support Operational Area response and recovery operations and to coordinate regional non-law and non-fire mutual aid response and recovery operations through the REOC.

A.4-1 RESPONSIBILITIES

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City Council Meeting of June 8, 2021 Page 169 EMERGENCY OPERATIONS PLAN LOGO BASIC PLAN Local Jurisdictions • Develop and maintain current emergency plans that are compatible with the California Master Mutual Aid Agreement and the plans of neighboring jurisdictions, and are designed to apply local resources to the emergency requirements of the immediate community or its neighbors. • Maintain liaison with the appropriate Operational Area and neighboring jurisdictions. • Identify multi-purpose staging areas to provide rally points for incoming mutual aid and/or a staging area for support and recovery activities. • Respond to requests for mutual aid. • Dispatch situation reports to the appropriate Operational Area Coordinator and/or Cal OES Mutual Aid Region as the emergency develops and as changes in the emergency dictate. • Request assistance from neighboring jurisdictions and/or the OA as necessary and feasible. • Receive and employ resources provided by neighboring jurisdictions, state, federal, and private agencies. • Carry out emergency regulations issued by the governor.

Operational Area • Coordinates intra-county mutual aid. • Maintains liaison with the appropriate Cal OES Mutual Aid Region Coordinators, the local jurisdictions within the OA, and neighboring OAs. • Identifies staging areas to provide rally points for incoming mutual aid and/or support and recovery activities. • Channels local mutual aid requests that can’t be satisfied from within the OA to the appropriate Cal OES Mutual Aid Region Coordinator. • Dispatches reports to the appropriate OES Mutual Aid Region Coordinator as the emergency develops and as changes in the emergency dictate. • Receives and employs resources provided by other OAs, state, federal, and private agencies. • Carries out emergency regulations issued by the governor.

Cal OES Mutual Aid Region • Coordinates inter-OA mutual aid. • Maintains liaison with appropriate state, federal, and local emergency response agencies located within the region. • Provides planning guidance and assistance to local jurisdictions. • Responds to mutual aid requests submitted by jurisdictions and/or Operational Area Coordinators. • Receives, evaluates, and disseminates information on emergency operations. • Provides the Cal OES Director with situation reports and, as appropriate, recommends courses of action.

California Governor’s Office of Emergency Services • Performs executive functions assigned by the governor. • Coordinates the extraordinary emergency activities of all state agencies. • Receives, evaluates, and disseminates information on emergency operations. 2021 Emergency Operations Plan | Basic Plan Page 84 Changes in green

City Council Meeting of June 8, 2021 Page 170 EMERGENCY OPERATIONS PLAN LOGO BASIC PLAN • Prepares emergency proclamations and orders for the governor, and disseminates them to all concerned. • Receives, processes, evaluates, and acts on requests for mutual aid. • Coordinates the application of state mutual aid resources and services. • Receives, processes, and transmits requests for federal assistance. • Directs the receipt, allocation, and integration of resources supplied by federal agencies and/or other states. • Maintains liaison with appropriate state, federal, and private agencies. • Coordinates emergency operations with bordering states.

Other State Agencies Other state agencies may provide mutual aid assistance to local jurisdictions based on capabilities and available resources.

Interstate The Emergency Management Assistance Compact (EMAC) is a mutual aid compact administered through the National Emergency Management Association. It legally establishes a national system to facilitate resource flow across state lines during an emergency or disaster. Public Law 104-321 ratified EMAC in 1996, making it the first Congressionally-ratified national disaster compact since the Civil Defense Act of 1950.

Through EMAC, states can send personnel, equipment, services, and commodities to help disaster-response and -relief efforts in other states experiencing governor-proclaimed states of emergency. EMAC covers all hazards, and may also be used to support special events, so long as the requesting state is under a governor-proclaimed emergencies.

A-4.2 POLICIES AND PROCEDURES Buena Park-Specific Policies and Procedures The City of Buena Park requests all mutual aid (except fire) through the OA EOC (if activated) or on-duty OCSD Watch Commander (OA EOC not activated). The OA then requests law, public works, emergency management, or other mutual aid through its regular channels. The Orange County Fire Authority requests fire/rescue mutual aid through the designated Regional Fire Coordinator.

If mutual aid is not available due to a lack of communications, lack of an existing system, or the City has been so devastated that managers are not sure of what steps to take, the DES or designated successor will submit to the Operational Area a request for support. • The Operational Area will inform the City of the status of the request and provide updated information to the EOC in a periodic Situation Report. • The City will follow existing mutual aid agreements and financial protocols.

General Mutual Aid System Policies and Procedures • Mutual aid resources are provided through and used in accordance with the California Master Mutual Aid Agreement and supporting separate agreements.

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City Council Meeting of June 8, 2021 Page 171 EMERGENCY OPERATIONS PLAN LOGO BASIC PLAN • During a proclaimed emergency, inter-jurisdictional mutual aid will be coordinated at the appropriate Operational Area or Mutual Aid Regional level whenever the available resources are: o Subject to state or federal control o Subject to military control o Located outside the requesting jurisdiction o Allocated on a priority basis • Due to the variety of radio communications systems, local agencies should coordinate, where possible, with incoming mutual aid forces to provide an interoperable communications plan. • Requests for and coordination of mutual aid support will normally be accomplished through established channels (cities to OA, to Mutual Aid Regions, to state). Requests should include, as applicable: o Number of personnel needed o Type and amount of equipment o Reporting time and location o Authority to whom they are to report o Access routes o Estimated duration of operations

A-4.3 REFERENCES Mutual aid assistance may be provided under one or more of the following authorities: • California Fire Service and Rescue Emergency Mutual Aid System Mutual Aid Plan • State of California Law Enforcement Mutual Aid Plan • Public Works Mutual Aid Agreement • State of California Emergency Management Mutual Aid Plan • State of California Coroners’ Mutual Aid Plan • Local mutual aid agreements • Federal Disaster Relief Act (Stafford Act) of 1974. (Public Law 93-288) (Provides federal support to state and local disaster activities.)

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Figure 16. Mutual Aid Channels

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Figure 17. California Mutual Aid and Cal OES Administrative Region Map

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City Council Meeting of June 8, 2021 Page 174 Item 5.

Agenda Report to City Council

MEETING DATE: June 08, 2021 TO: The Mayor and City Council RESOLUTION TO COMMENCE LAYOFFS OF SPECIFIED TITLE: VACANT JOB CLASSIFICATIONS AND AMEND THE BUENA PARK JOB CLASSIFICATION PLAN UPDATING THE BUYER JOB CLASSIFICATION SPECIFICATION

RECOMMENDED ACTION: 1) Adopt a resolution approving the elimination of, and resulting layoff from, specified vacant job classifications; 2) Approve the revised job classification specification for the Buyer; and, 3) Adopt a resolution amending the City’s Classification Plan to revise the Buyer classification. PURPOSE: To commence layoffs of specified vacant job classifications and to adopt the revised Buyer job classification specification. There is no budget impact from these items. PREVIOUS COUNCIL/COMMISSION/COMMITTEE ACTION:None.

City Council Meeting of June 8, 2021 Page 175 DISCUSSION: During the year 2020, the City’s Economic Development Administrator and Custodian announced their retirements. As the result of the economic impact of the COVID-19 pandemic, the City froze the hiring/filling of some vacant positions, including these two, to achieve labor cost savings. Departments were required to re-engineer their method of service delivery with fewer personnel which has resulted in the elimination of these positions. In an effort to balance the City’s budget, reorganize various departments, and restructure the current staffing levels, staff is submitting the following vacant positions for layoff consideration: Economic Development Administrator (1) Custodian (1) If the resolution is approved by the City Council, staff will notice the affected bargaining units (where applicable), and initiate layoff procedures consistent with the Buena Park Personnel Rules and Regulations, applicable Memoranda of Understandings, and California State law. In anticipation of conducting a recruitment to fill the Buyer position in the Purchasing division, staff reviewed the job classification specification for the position to ensure it accurately reflects the current essential functions, minimum qualifications, and required knowledge, skills and abilities. Given the critical nature of the position it is important that the job classification specification be up-to-date and competitive. The following essential functions to the Buyer position are being proposed: Updated duties as it relates to preparing requests for quotations, specifications for the bid process, master agreements and contracts. Updated duties as it relates to review and monitoring existing purchasing programs and assisting in the implementation of new programs. Updating the physical requirements as it pertains to back-up relief for Storekeeper duties. BUDGET IMPACT: There is no budget impact from these items. There is no fiscal impact to revise the existing job classification as no changes to the pay schedule are recommended at this time. The proposed layoffs of vacant positions will continue to net a $50,000 savings to the general fund, which is included in the Proposed FY 2021-22 budget. Prepared by: Eddie Fenton, Assistant City Manager/Director of Human Resources Approved by: Aaron France, City Manager Presented by: Alice Burnett, Human Resources Manager

ATTACHMENTS 1) Reso Layoff Vacant Positions 2) Reso for Buyer Job Classification 3) Buyer Job Classification

City Council Meeting of June 8, 2021 Page 176 RESOLUTION NO. ______

A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF BUENA PARK, CALIFORNIA, AUTHORIZING THE CITY MANAGER TO COMMENCE THE LAYOFF OF SPECIFIED VACANT EMPLOYEE CLASSIFICATIONS

WHEREAS, during the COVID-19 Pandemic, the City froze the hiring/filling vacant positions in order to achieve labor cost savings; and

WHEREAS, in response City Departments reorganized and re-engineered methods of service delivery thus creating a new staffing model with fewer personnel; and

WHEREAS, to restructure and reorganize various departments to reflect current staffing levels it is necessary to initiate layoff procedures;

NOW, THEREFORE, the City Council of the City of Buena Park does hereby resolve, determine, and order that, as of June 8, 2021 or as soon thereafter as the City Council sees fit, the employees in the classifications described below shall be laid off:

Economic Development Administrator (1) Custodian (1)

BE IT FURTHER RESOLVED that, the City Manager is authorized and directed to give notice of layoff to all affected employees and to the appropriate exclusive bargaining representative not later than 30 days prior to the effective date of layoffs as set forth above.

PASSED AND ADOPTED this _____ day of ______by the following called vote:

AYES: COUNCILMEMBERS:

NOES: COUNCILMEMBERS:

ABSENT: COUNCILMEMBERS:

ABSTAIN: COUNCILMEMBERS:

______Mayor ATTEST:

______

City Council Meeting of June 8, 2021 Page 177

RESOLUTION NO. ______Page 2

City Clerk

I, Adria Jimenez, City Clerk of the City of Buena Park, California, hereby certify that the foregoing resolution was duly and regularly passed and adopted at a regular meeting of the City Council of the City of Buena Park, held this 8th day of June 2021.

______City Clerk

City Council Meeting of June 8, 2021 Page 178 RESOLUTION NO.

A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF BUENA PARK, CALIFORNIA, AMENDING THE CITY’S CLASSIFICATION PLAN REVISING THE BUYER JOB CLASSIFICATION SPECIFICATION

WHEREAS, it is the desire of the City Council to amend the City’s Classification Plan to revise the job classification specification of the Buyer;

NOW, THEREFORE, the City Council of the City of Buena Park does hereby resolve, determine, and order as follows:

Section 1: The revised job classification of Buyer as described in Attachment No. 1 of this resolution are hereby approved.

PASSED AND ADOPTED this 8th day of June 2021, by the following called vote:

AYES: COUNCILMEMBERS:

NOES: COUNCILMEMBERS:

ABSENT: COUNCILMEMBERS:

ABSTAIN: COUNCILMEMBERS:

______Mayor ATTEST:

______City Clerk

I, Adria Jimenez, City Clerk of the City of Buena Park, California, hereby certify that the foregoing resolution was duly and regularly passed and adopted at a regular meeting of the City Council of the City of Buena Park, held this 8th day of June 2021.

______City Clerk

City Council Meeting of June 8, 2021 Page 179

Buyer

Department/Division: Internal Support Services/Purchasing Reports To: Purchasing Manager Provides Direction To: Not applicable FLSA Exemption Status: Non-Exempt Date Previously Adopted by City June 25, 2013 Council: Date Adopted by City Council: June 8, 2021

GENERAL PURPOSE

Under general supervision, participates in the centralized purchasing of materials, supplies, services, and equipment; assists other departments in providing information related to ordered goods and the establishment of purchasing standards and specifications; and does related work as required.

DISTINGUISHING CHARACTERISTICS

The Buyer performs professional and technical functions related to the centralized purchasing of materials, supplies, services and equipment for the city. The Buyer is distinguished from the Purchasing Manager, who has greater policy-making, supervisory, and decision-making authority for the entire division.

ESSENTIAL FUNCTIONS

The duties listed below are intended only as illustrations of the various types of work that may be performed. The omission of specific statements of duties does not exclude them from the position if the work is similar, related, or a logical assignment to the class.

1. Receives, examines, and prioritizes departmental requests for supplies, materials, and services; assures that appropriate account numbers and approval levels have been attained and city purchasing procedures are followed

2. Responds to inquiries from city staff and supplier representatives regarding the status and content of purchase orders and contracted services.

3. Searches for and selects suppliers; purchases supplies, materials, services and equipment; review and process requisitions; review develop, revise, recommend changes to, and prepare and issue requests for quotations; prepare and issue purchase orders, master agreements, and contracts; compares costs and evaluates quality and suitability or equipment and services for the city; works with suppliers and city staff to resolve pricing and availability problems and to expedite orders.

4. Review, develop, revise, recommend changes to, and prepare specifications for the bid process; solicit bids; conduct pre-bid meetings and on-site job walks with bidders; Buyer Page 1/4 City Council Meeting of June 8, 2021 Page 180 ESSENTIAL FUNCTIONS (continued)

draft and issue addendum to bids; review bids for compliance; evaluate and recommend award of bid; assist in the development of contracts issued as a result of sealed bids; compile, revise, and prepare staff reports for council action to award to vendors.

5. Assists in documenting purchasing policies and trains city employees on related procedures; instructs departments on the proper use of the electronic automated purchase requisition system.

6. Processes open invoices for purchases; investigates and resolves purchasing, encumbrances, accounts payable, and receiving discrepancies utilizing the city’s financial system; process claims with vendors for damaged materials; monitor invoices for accuracy; obtain credits where appropriate.

7. Maintains and updates open purchase orders and follows-up on the status of any late deliveries.

8. Researches and evaluates potential new vendors to ensure the city is obtaining competitive bidding rates; maintains contacts with vendors; keeps informed of new products, market conditions, and current prices; evaluates vendor performance

9. Reviews and monitors existing purchasing programs (credit cards, cell phones, copiers, surplus property, etc.); assists in the implementation of new programs.

10. Assists with annual inventory counts within the warehouse.

11. Provides back-up relief for the Storekeeper in the absence of this employee.

12. Performs related duties as assigned.

QUALIFICATIONS GUIDELINES

Knowledge of:

Public procurement methods and practices; contract administration and inventory control methods and practices; applicable laws and regulations regarding governmental purchasing activities, including competitive bidding procedures; purchasing record keeping; sources and types of equipment and supplies used by a municipality; budgeting practices and procedures; effective customer service techniques.

Ability to:

Operate computer equipment, including word processing, spreadsheet, and specialized software applications programs; review purchasing and inventory control functions; prepare clear, accurate and concise reports, correspondence and other written materials; understand, interpret, explain and apply related codes, laws, and policies; negotiate effective purchasing contracts based on quality, quantity, and price; design and maintain record keeping systems; communicate effectively, both orally and in writing; establish and maintain

Buyer Page 2/4 City Council Meeting of June 8, 2021 Page 181

QUALIFICATIONS GUIDELINES (continued):

effective working relationships with city staff, management, vendors, suppliers, and others encountered in the course of work.

Education/Training/Experience:

High School graduation or G.E.D. equivalent is required. Bachelor’s degree from an accredited four-year college or university in Finance, Public Administration, or a related field is desirable. Two years of professional and technical experience in purchasing a variety of supplies, materials, services and equipment is required, preferably including public sector experience.

Licenses, Certificates; Special Requirements:

None.

PHYSICAL AND MENTAL DEMANDS

The physical and mental demands described here are representative of those that must be met by employees to successfully perform the essential functions of this class. Reasonable accommodations may be made to enable individuals with disabilities to perform the essential functions.

Physical Demands

While performing the duties of this class, the employee is constantly required to sit, and occasionally to stand and walk. The employee must be able to talk and hear. The employee must be able to use hands to finger, handle, feel or operate computer hardware and standard office equipment; and reach with hands and arms above and below shoulder level. The employee occasionally bends, stoops, kneels, and squats and occasionally climbs steps and ladders to access storage areas. The employee occasionally lifts and carries records and documents weighing less than 100 pounds.

Specific vision abilities required by this class include close vision and the ability to adjust focus.

Mental Demands

While performing the duties of this class, the employee is regularly required to use oral and written communication skills; read and interpret data; analyze and solve problems; exercise sound judgment in the absence of specific guidelines; use math and mathematical reasoning; establish priorities and work on multiple assignments and projects concurrently; meet intense and changing deadlines given interruptions; and interact appropriately with staff, management, vendors, contractors, suppliers, public and private representatives, and others in the course of work.

Buyer Page 3/4 City Council Meeting of June 8, 2021 Page 182

WORK ENVIRONMENT

The employee frequently works in office conditions where the noise level is usually moderate, at or below 85 decibels.

Buyer Page 4/4 City Council Meeting of June 8, 2021 Page 183 Item 6.

Agenda Report to City Council

MEETING DATE: June 08, 2021 TO: The Mayor and City Council FINAL PAYMENT FOR THE ARTESIA BOULEVARD TSSP TITLE: CORRIDOR - PHASE II PROJECT

RECOMMENDED ACTION: 1) Accept project as complete and approve final payment to Dynalectric in the amount of $3.49; and 2) Direct the Public Works Department to file a Notice of Completion. PURPOSE: Authorize the Public Works Department to issue final payment and file a Notice of Completion for the Artesia Boulevard Corridor TSSP – Phase II. This project was funded by OCTA Project P grant funds and the Gas Tax Fund (Account No. 24-9806-590144). PREVIOUS COUNCIL/COMMISSION/COMMITTEE ACTION: On May 8, 2018, the City Council accepted the Artesia Boulevard Corridor TSSP – Phase I as complete, and directed the City Clerk to file a Notice of Completion for that phase. On June 23, 2015, the City Council awarded the project contract to KDC, Inc. (dba Dynalectric) of Los Alamitos, California. DISCUSSION: The Artesia Boulevard Corridor Traffic Signal Synchronization Project (TSSP) provided traffic operations and infrastructure improvements at 11 signalized intersections along a 2.4-mile segment of Artesia Boulevard, from Valley View Street to Dale Street. The project was split into two phases: Phase I – Primary Implementation and Phase II – Ongoing Operations and Maintenance (O&M). Phase I was completed and accepted by City Council on May 8, 2018. The Artesia Boulevard Corridor TSSP – Phase II has now been completed and final invoicing was received on June 1, 2021. All items, quantities and prices have been checked and found to be in accordance with the contract documents. The final contract cost for Phase II is $67,714.55, of which $38,016.00 is the anticipated OCTA Project P reimbursement, and $29,698.55 is the City’s matching fund component. Upon City Council’s acceptance, staff will invoice OCTA for their proportionate share. Total retention in the amount of $2,834.97 will be released following the expiration of the 35-day lien period. An analysis of expenditures is listed in the attached final report and summarized in Appendix “A”.

City Council Meeting of June 8, 2021 Page 184 BUDGET IMPACT: The final contract cost for the Artesia Boulevard Corridor TSSP - Phase II was $67,714.55. A total of $38,016.00 will be funded by OCTA Project P. The remaining $29,698.55 will be funded by Gas Tax Funds as the City’s matching portion of the project. Matching funds were allocated in the approved Capital Improvement Program budget (Account No. 24-9806-590144). The total project budget for phases I and II was $528,000, with $480,299 in project costs and $47,701 in contingency costs. The final contract cost for both phases is $464,964.00.

Prepared by: Nabil S. Henein, P.E., Director of Public Works/City Engineer Approved by: Aaron France, City Manager Presented by: Norm Wray, Senior Engineering Technician

ATTACHMENTS 1) Finance Department Memorandum 2) Final Report 3) Appendix "A" 4) Final Invoice

City Council Meeting of June 8, 2021 Page 185

MEMORANDUM Department of Public Works

DATE: June 8, 2021

TO: Sung Hyun, Finance Manager

FROM: Mina Mikhael, Assistant City Engineer

SUBJECT: FINAL PAYMENT TO KDC, INC. (DBA: DYNAELECTRIC) FOR THE ARTESIA BOULEVARD CORRIDOR TRAFFIC SIGNAL SYNCHRONIZATION PROJECT (TSSP) – PHASE II

Amount: $3.49 Account No.: 24-590144-9806

Purchase Order: 190908

Contractor: KDC, Inc. 4462 Corporate Center Drive Los Alamitos, CA 90720

RECOMMENDATION

It is recommended that the Finance Officer issue a warrant for the final payment and release of retention on this contract.

CERTIFICATION

This is to certify that the first phase of the subject project has been completed satisfactorily. The contractor has submitted final bill for the completed work and is entitled to total to date payment in the amount of $3.49, less 5% retained (attached). Bid items, quantities and prices have been checked through this department and are found to be accurate in accordance with the contract documents. A copy of the final report is attached for your file. A “Notice of Completion” will be filed by the City Clerk upon approval of the City Council, and following the expiration of the 35- day lien period; the 5% retention will be released to the contractor. Final Payment represents 100% completion to date of Phase II.

Attachments

C: Norm Wray, Senior Engineering Technician Gloria Hernandez, Account Clerk

City Council Meeting of June 8, 2021 Page 186

39712

DEPARTMENT OF PUBLIC WORKS

Capital Improvement Project Final Report – Phase II

PROJECT CONTRACTOR Artesia Boulevard Corridor Traffic Signal KDC, Inc. Synchronization Project (TSSP) – Phase II

CONTRACT DATES CONTRACT COSTS Advertisement: 05/2015 Approved Project Budget: $528,000.00 Contract Awarded: 06/23/2015 Original Project Cost: $528,000.00 Notice to Proceed: 10/08/2015 Contract Adjustment: $(15,334.00) Work Completed: 04/17/2018 Phase I Total: $397,249.45 Notice to Proceed 10/01/2018 (Phase II): Work Completed 11/30/2020 Phase II Total: $67,714.55 (Phase II): Total Contract Cost: $464,964.00 CONTRACTOR RATING The contractor completed all phases of work in a satisfactory manner.

This project provided traffic operations and infrastructure improvements at 11 signalized intersections along a 2.4-mile segment of Artesia Boulevard from Valley View Avenue to Dale Street. All of these signals are within the City of Buena Park, with the project boundaries at the city borders of Cerritos and La Mirada.

On June 23, 2015, a construction contract in the amount of $528,000.00 was awarded to KDC, Inc., dba Dynalectric, of Los Alamitos, California.

Following contract execution, construction began on October 8, 2015. The contractor accomplished all Phase I work, including punch list items on March 16, 2018.

Phase II work began on October 1, 2018, and was completed on November 30, 2020.

CHANGE ORDERS:

CCO#1: Deduction of Total Caltrans Staff Oversight Fee ($15,334.00)

CONTRACT QUANTITY ADJUSTMENTS:

No Phase I or Phase II contract quantity adjustments.

CONTRACT COSTS

The approved project budget is $528,000. The Phase I final quantities resulted in a total contract cost of $464,964.00. The remaining balance of the project balance is $63,036.00 (11.9%). An analysis of project costs is included as Appendix “A”. Page 1 City Council Meeting of June 8, 2021 Page 187 Capital Improvement Project Final Report

CONCLUSION

It is hereby recommended that the City Council accept Phase II of the project as complete file a Notice of Completion.

PREPARED BY: Norm Wray, Senior Engineering Technician

APPROVED BY: Nabil S. Henein, P.E., Director of Public Works /City Engineer

Page 2

City Council Meeting of June 8, 2021 Page 188 DEPARTMENT OF PUBLIC WORKS

APPENDIX "A"

ARTESIA BOULEVARD CORRIDOR TRAFFIC SIGNAL SYNCHRONIZATION PROJECT (TSSP)

CONTRACT

Original Contract Amount $480,299.00 10% Contingency $47,701.00 Approved Project Budget $528,000.00

CONTRACT ADJUSTMENTS

Contract Change Orders CCO#1 Caltrans Staff Oversight Fee -$15,334.00 -$15,334.00 Quantity Adjustments Increases $0.00 Decreases $0.00

Total Contract Adjustments -$15,334.00

CONTRACT EXPENDITURES

Value of Work Done Previously $462,125.71 Value of Work Done This Period $3.49 Subtotal $462,129.20 Less Total Retention $2,834.97 Less Previous Payments $462,125.71 Total Amount Due This Payment $3.49

Total Retention Due: $2,834.97

PROJECT SUMMARY

Original Contract Amount $480,299.00 Total Contract Adjustment -$15,334.00 Revised Contract $464,965.00

Cost of Work Completed to Date (Phase I & II) $462,129.20 Amount Remaining in Approved Project Budget for Phase II $63,032.34 Percent Remainng in Approved Project Budget 11.9%

City Council Meeting of June 8, 2021 Page 189 City Council Meeting of June 8, 2021 Page 190 City Council Meeting of June 8, 2021 Page 191 City Council Meeting of June 8, 2021 Page 192 Item 7.

Agenda Report to City Council

MEETING DATE: June 08, 2021 TO: The Mayor and City Council APPROVE AMENDMENT NO. 2 TO THE PROFESSIONAL TITLE: SERVICES AGREEMENT WITH SIEMENS MOBILITY, INC.

RECOMMENDED ACTION: 1) Approve Amendment No. 2 to the Professional Services Agreement (PSA) No. 19-01, with Siemens Mobility Inc. / Yunex, LLC, Austin, TX, in the amount of $274,497.48; 2) Authorize the City Manager and City Attorney to make any necessary non-monetary changes to the amendment; and, 3) Authorize the City Manager and City Clerk to execute the amendment. PURPOSE: Approve an amendment to the agreement with Siemens Mobility, Inc., by extending the term for one additional year for maintenance and repair of traffic signals throughout the City. The total cost is $274,497.48 and funds are budgeted in the traffic signal maintenance account. PREVIOUS COUNCIL/COMMISSION/COMMITTEE ACTION: In 2016, the City Council approved an agreement with Siemens Mobility Inc. for Traffic Signal Maintenance and Repair. On October 27, 2020, the City Council approved Amendment No. 1, which extended the agreement for one additional year of service.

City Council Meeting of June 8, 2021 Page 193 DISCUSSION: The City owns 86 existing traffic signals, including five signals on the Beach Boulevard corridor which are coordinated by Caltrans. The City also operates a number of flashing beacons and radar speed feedback signs. In 2016, the City released a Request for Proposals (RFP) for Traffic and Signal Maintenance and Repair. Through the process, Siemens was selected to perform the services for the City. In October 2020, City Council approved Amendment No. 1 with Siemens Mobility, Inc., which extended the agreement's term for one additional year. Staff is satisfied with the work Siemens has produced, and is requesting the City Council approve Amendment No. 2 for an additional extension to the term for one year. Siemens has locally-based traffic signal technicians, as well as a significant inventory of repair parts, which allows them to respond quickly in the event of an emergency or during after-hours call outs for maintenance. Siemens is requesting the City authorize a 2.2% increase in the contract costs, based upon an increase in the Consumer Price Index (CPI). This increase represents the first cost increase in the contract since 2016. The City Attorney and staff have reviewed Siemens's requests and believes the increase is in agreement with the CPI. Additionally, the Siemens corporation recently notified the City of a business name change. Siemens is taking their Intelligent Traffic Systems (ITS Business) Division and creating a separate entity under the brand name of Yunex Traffic. Yunex Traffic will begin operations effective July 1, 2021. This date coincides with the new effective date of the amendment and the existing PSA with Siemens will effectively be “rolled over” to the new entity beginning July 1, 2021. The City Attorney and staff have reviewed the attached amendment which the business name change.

BUDGET IMPACT: The cost for routine maintenance (monthly inspection of each traffic signal and other items) is $94,497.48 annually. This amount includes the 2.2% increase of $2,563.68, as well as additional maintenance for several Closed Circuit Television (CCTV) systems not previously included. The total cost is within the budgeted amount for this item, and will not require a budget amendment. Extraordinary maintenance and emergency call outs are estimated at $180,000 annually. Therefore, the attached PSA has a “not-to-exceed” amount of $180,000 per year for extraordinary maintenance. Extraordinary maintenance expenditures change from year- to-year based on extraordinary maintenance needs. However, since increasing the budget to $180,000 in 2016, the expenditures have not exceeded that amount. Staff estimates that extraordinary maintenance costs for this fiscal year will be approximately $152,000. Even with a 2.2% increase in labor costs, this would not cause the extraordinary maintenance contract to exceed the $180,000 budget. The total contract amount for routine and extraordinary maintenance is $274,497.48 annually. This amount has been budgeted in the traffic signal maintenance account 11- 560230-6240.

Prepared by: Nabil S. Henein, P.E., Director of Public Works/City Engineer

City Council Meeting of June 8, 2021 Page 194 Approved by: Aaron France, City Manager Presented by: Norm Wray, Senior Engineering Technician

ATTACHMENTS 1) Amendment No. 2 to PSA 19-01 2) Revised Exhibit B to PSA 19-01 3) Revised Exhibit C to PSA 19-01

City Council Meeting of June 8, 2021 Page 195 CITY OF BUENA PARK Department of Public Works

Amendment No. 2 to Professional Services Agreement (PSA) No. 19-01

PROJECT NAME: Traffic Signal Maintenance Services

SCOPE OF WORK: City-wide, extraordinary traffic signal maintenance services

CONTRACTOR: Yunex, LLC 9225 Bee Cave Road – Building B, Suite 201 Austin, TX 78733

WHEREAS, the City of Buena Park (“CITY”) and Siemens Mobility, Inc. (“Siemens”) previously entered into that certain Professional Services Agreement No. 19-01, dated as of January 8, 2019 (the “PSA”), pursuant to which CITY contracted with Siemens to provide signal maintenance and repair services at eighty five (85) signal locations within the CITY, as the specific “Services” are described further in the PSA;

WHEREAS, the CITY and Siemens subsequently entered into that certain Amendment No. 1 to Professional Services Agreement (PSA) No. 19-01 (“First Amendment,” and with the PSA the “Agreement”), pursuant to which the parties extended the term of the PSA to June 30, 2021, increased the signal locations receiving Services from Siemens to eight six (86) and increased the compensation to be paid Siemens to account for said location;

WHEREAS, Siemens subsequently reorganized its business entity and assigned the Agreement to its wholly owned subsidiary Yunex, LLC (“CONSULTANT”), and City approves of such assignment; and

WHEREAS, the Parties, being mutually satisfied with the other’s past performance of the Agreement, now desire to further amend the Agreement to again extend the term for an additional year, and to increase the compensation to be paid CONSULTANT for the Services rendered during the extended term to account for cost of living adjustments.

NOW THEREFORE, THE PARTIES AGREE AS FOLLOWS:

1. RECITALS. The foregoing recitals are true and correct and incorporated as a material part of this Amendment.

2. TERM. The term of this Second Amendment shall be deemed do have commenced on July 1, 2021, and the Agreement as modified by this Second Amendment remain in full force and effect until June 30, 2022, unless sooner terminated as provided in Section 10 of the Agreement.

3. SERVICES. During the term of this Second Amendment, CONSULTANT shall continue to provide those Services to the CITY as defined in the Agreement.

4. COMPENSATION. Section 5 of the Agreement (Compensation) is deleted and replaced with the following:

5. COMPENSATION.

5.1 Compensation for Routine Maintenance Services. As full and complete compensation for CONSULTANT’s routine maintenance services provided under this Agreement, CITY shall pay CONSULTANT the total “NOT-TO-EXCEED” amount of $7,874.79 per month for a total of $94,497.48 during the Term hereof, as set forth in the MONTHLY MAINTENANCE PROPOSAL

PAGE 1 OF 2 City Council Meeting of June 8, 2021 Page 196 FEE SHEET, attached hereto as Exhibit “B.” No claims for additional compensation shall be allowed unless authorized in advance by the CITY in writing. Any additional work or expenses authorized by the CITY shall be compensated at the rates set forth in Exhibit B, or, if not specified, at a rate agreed to by the Parties. The CITY shall make payment for additional services and expenses in accordance with Section 6.0 of this Agreement.

5.2 Compensation for Extraordinary Maintenance Services. Subject to the maximum compensation amount hereafter provided, the CITY shall compensate the CONSULTANT for extraordinary maintenance services for the term of this Agreement based on the hourly rates set forth in the EXTRAORDINARY MAINTENANCE PROPOSAL FEE SHEET attached hereto as Exhibit "C." CONSULTANT’s provision of any extraordinary maintenance service shall be subject to the CITY’s advance written approval. The maximum, “NOT-TO-EXCEED” compensation amount, including reimbursement for expenses, if any, that the CONSULTANT is entitled to receive for extraordinary maintenance services pursuant to this Agreement is $180,000.00 annually and for the period of time between July 1, 2021 and June 30, 2022

5. EXHIBIT REPLACED. Exhibit “B” (MONTHLY MAINTENANCE PROPOSAL FEE SHEET) and Exhibit “C” to the Agreement (EXTAORDINARY MAINTENANCE PROPOSAL FEE SHEET) are hereby replaced and superseded with the new Exhibit “B” and “C” attached respectively to this Agreement.

6. INCORPORATION. Except as expressly amended herein, all other terms and provisions of the Agreement (e.g. the PSA as modified by the First Amendment) shall remain in full force and effect.

CITY OF BUENA PARK YUNEX, LLC A California Municipal Corporation a Texas Limited Liability Corporation

BY: Aaron France, Interim City Manager

ATTEST:

BY: Adria Jimenez, MMC, City Clerk

APPROVE AS TO FORM:

BY: Christopher Cardinale, City Attorney

PAGE 2 OF 2 City Council Meeting of June 8, 2021 Page 197 s

CITY OF BUENA PARK PROPOSAL FEE SHEET EXHIBIT B MONTHLY MAINTENANCE MAINTENANCE OF TRAFFIC SIGNALS AND APPURTENANCE, INTERCONNECT, FLASHING BEACONS, ILLUMINATED STREET NAME SIGNS, SAFETY LIGHTS AND CCTV CAMERAS

Item 1 Unit Unit Total Item Description No. Quantity Price Price Routine inspection, preventive maintenance, 86 and repairs of traffic signal systems and 82 $76.65 $ 6,591.90 1 interconnect per Section III of the Special Traffic Provisions. Signals Each Monthly Per intersection, per month: Routine inspection, preventive maintenance, and repairs of flashing 16 $ 30.66 $ 490.56 2 beacons per Section III of the Special Beacon Provisions. locations Each Monthly Per location, per month: Routine inspection, preventive maintenance, $ 0.87 $ 286.23 and repairs of safety lights per Section III of 329 3 the Special Provisions. Lights Per light, per month: Each Monthly Routine inspection, preventive maintenance, $ 0.97 $ 281.30 and repairs of internally illuminated street 290 4 name signs per Section III of the Special IISNS Provisions. Each Monthly Per sign, per month: Routine inspection, preventive maintenance, 40 $ 5.62* $ 224.80* testing, and repairs of CCTV installations 32 5 per Section III of the Special Provisions. Locations Per location, per month Each Monthly *Billed Monthly for Semi-Annual Work

$ 7,874.79 TOTAL PROPOSAL AMOUNT FOR MONTHLY ROUTINE MAINTENANCE MONTHLY

A. TOTAL PROPOSAL AMOUNT FOR ANNUAL ROUTINE MAINTENANCE $ 94,497.48 TOTAL PROPOSAL AMOUNT FOR ANNUAL ROUTINE MAINTENANCE WRITTEN IN WORDS: Ninety-Four Thousand Four Hundred Ninety Seven Dollars and Forty Eight Cents

1 The “Unit Quantity” shown is only an estimate for bidding purposes. The actual quantity may be significantly more or less. No adjustment in compensation will be provided per unit cost for actual quantities that are significantly more or less than the estimated quantities. In case of discrepancy between unit and total price, the unit price shall prevail. The Unit Cost bid include providing all labor, equipment, and materials necessary to complete the work item. No additional compensation will be provided.

5/3/2021 S:\TRAFFIC FOLDERS\Traffic Signal Maintenance RFP 2016\RFP Signal Maintenance Contract 09-01-2016City Council_Signal Meeting Tech_Final.docx of June 8, 2021 Page FS-1 198 s

CITY OF BUENA PARK PROPOSAL FEE SHEET EXHIBIT C EXTRAORDINARY MAINTENANCE

MAINTENANCE OF TRAFFIC SIGNALS AND APPURTENANCE, INTERCONNECT, FLASHING BEACONS, ILLUMINATED STREET NAME SIGNS, SAFETY LIGHTS AND CCTV CAMERAS

Regular Premium 1. Labor2 Overtime Time Time Signal Maintenance Superintendent $ 100.16 $ 132.86 $163.52 Signal Maintenance Technicians $ 107.31 $ 132.86 $168.63 Field Traffic Signalman $ 107.31 $ 132.86 $168.63 Laborer $ 71.54 $ 97.09 $127.75 Painter $ 71.54 $ 97.09 $127.75 Engineer Technician $ 112.42 $ 143.08 $178.85 Interconnect/Communications Specialist - Ethernet $ 107.31 $ 132.86 $168.63 Fiber Optic Specialist $ 107.31 $ 132.86 $168.63 Rate Per 2. Equipment2 Hour Flex Lift (Hydraulic Boom) $ 56.21 Pickup Truck $ 15.33 Service Truck $ 25.55 Service Ladder Truck N/A $ Unsafe Boom Ladder Truck (Man Lift) $ 28.62 Concrete Saw and Water Truck $ 15.33 Compressor with Tools $ 10.22 3. Materials2 Actual invoice cost plus 15% markup. No compensation will be provided for wasted or unused materials

2 The Labor, Equipment, and Materials Rates shown shall be used only for emergencies and for extraordinary maintenance items that do not have an associated Unit Cost work item as called out in this Fee Sheet or when the COMPANY and the City cannot agree on a price. The specific times where “Overtime” rates apply and, the description of extraordinary maintenance is described in the Special Provisions.

5/3/2021 S:\TRAFFIC FOLDERS\Traffic Signal Maintenance RFP 2016\RFP Signal Maintenance Contract 09-01-2016City Council_Signal Meeting Tech_Final.docx of June 8, 2021 PageFS-2 199 Item 8.

Agenda Report to City Council

MEETING DATE: June 08, 2021 TO: The Mayor and City Council RESOLUTION TO ADOPT A MEMORANDUM OF TITLE: UNDERSTANDING BETWEEN THE CITY OF BUENA PARK AND THE BUENA PARK TECHNICAL, OFFICE AND PROFESSIONALS ASSOCIATION (BPTOP)

RECOMMENDED ACTION: 1) Adopt a resolution approving a successor Memorandum of Understanding (MOU) between the City of Buena Park and the Buena Park Technical, Office, and Professionals Association; and, 2) Approve a budget amendment in amount of $128,000 for this purpose. PURPOSE: To approve a successor labor contract with the Buena Park Technical, Office, and Professionals Association and associated pay tables. The budget impact for the one-year term is estimated at $128,000. PREVIOUS COUNCIL/COMMISSION/COMMITTEE ACTION: On May 28, 2019, the City entered into a two-year agreement effective June 29, 2019, through June 25, 2021. The City’s current labor contract with the Buena Park Technical, Office, and Professionals Association (BPTOP) expires on June 25, 2021. On May 12, 2020, the City Council received a report on the unavoidable and negative effects the Coronavirus (COVID-19) continues to have on the City’s budget, expenditures, and service levels. The City and Association opened contracts, collaborated, and developed a Side Letter Agreement regarding the impacts COVID-19 had on employee working conditions and assisted with the City’s budgetary shortfall. The City and Association agreed to postpone a 2.5% cost of living adjustment scheduled for June 27, 2020. The current Side Letter Agreement also expires on June 25, 2021. DISCUSSION: The City’s labor contract and Side Letter Agreement with the Buena Park Technical, Office, and Professionals Association (BPTOP) expires June 25, 2021. The City and Association representatives have been meeting since March 2021 to develop a successor MOU. In accordance with the Meyers-Milias-Brown Act, the City and Association representatives exchanged ideas and proposals and met-and-conferred on matters of concern and have reached a tentative agreement on the terms and conditions of employment. Attached for review and approval is a new one-year MOU between the City and BPTOP. In an effort to continue positive labor relations and recognizing the value of having labor stability with employment contracts for one year with the Association, the City and

City Council Meeting of June 8, 2021 Page 200 Association agreed upon a 2.5% cost of living adjustment (COLA) effective June 27, 2020. As a result of the positive negotiations, a tentative agreement has been reached on a successor Memorandum of Understanding (MOU) and was ratified by the BPTOP members. This document is presented to the City Council for review and approval as the final step in the labor negotiation process. It reflects the same language as presented to the City Council in properly noticed Closed Sessions on labor negotiations as allowed under the Brown Act. Listed below is a summary of significant changes to the successor MOU. 1. TERM One-year Contract: June 12, 2021 – June 24, 2022. 2. BASE PAY SCHEDULE 2.5% Cost of Living increase to the Pay Schedule for FY 2020-2021 (Retroactive to) effective June 27, 2020. OTHER WORKING CONDITIONS AND CONSIDERATIONS DUE TO COVID-19 EMERGENCY RESPONSE 1. Inclusion of first responders in Families First Coronavirus Response Act (FFCRA), which includes access to E-Sick Leave and EFMLA benefits. 2. ARTICLE 24/25 – Remove Vacation Accrual Limits (current max 320 hrs); Floating Holiday, Banked Holidays - use it or lose it provisions are suspended, as long as leaves are back under the caps by December 31, 2021. City will also allow new employees (FT/PT) to utilize available leave banks immediately (eliminate 90-365 day waiting periods) for COVID related reasons. 3. ARTICLE 10 – Remove Comp Time Accrual Limits as long as Comp Time leave is back under the 60-hour cap by December 31, 2021. 4. ARTICLE 26 – If a full-time employee’s leave banks go to zero due to a COVID-related reason, they are eligible to borrow up to 80 sick leave hours from future leave accruals, or may choose Leave without Pay. By entering into this loan, the employee must agree to “pay” the City back within one year using all available future leave banks (i.e. Sick, Vacation, Comp Time, Floating Holiday, Administrative Leave, etc.) This provision will sunset on December 31, 2021. BUDGET IMPACT: The retroactive cost of this item will be $128,000 for Fiscal Year 2020-21. The budget impact for the implementation of the proposed Memorandum of Understanding for the next fiscal year is estimated at $128,000. These changes comply with the authorization provided by the City Council and will be incorporated into the proposed budget to be considered during the City Council meeting on or around June 22, 2021. Prepared by: Eddie Fenton, Assistant City Manager/Director of Human Resources Approved by: Aaron France, City Manager

City Council Meeting of June 8, 2021 Page 201 Presented by: Eddie Fenton, Assistant City Manager/Director of Human Resources

ATTACHMENTS 1) Reso MOU for TOP 2021 2) Technical, Office & Professionals Association MOU

City Council Meeting of June 8, 2021 Page 202 RESOLUTION NO. ______

A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF BUENA PARK, CALIFORNIA, APPROVING A NEW MEMORANDUM OF UNDERSTANDING BETWEEN THE CITY AND THE BUENA PARK TECHNICAL, OFFICE, AND PROFESSIONALS ASSOCIATION EFFECTIVE JUNE 12, 2021, AND SUPERCEDING RESOLUTION NOS. 13959 and 14168.

WHEREAS, the City Council has designated the Assistant City Manager / Director of Human Resources as the City of Buena Park’s lead negotiator to meet and confer in good faith with the representatives of the Buena Park Technical, Office, and Professionals Association; and

WHEREAS, pursuant to the provisions of the Meyers-Milias-Brown Act (Government Code Section 3500, et seq.) the Assistant City Manager / Director of Human Resources has met and conferred in good faith with the representatives of the Technical, Office, and Professionals Association on matters relating to wages, hours, and other terms and conditions of employment; and

WHEREAS, said representatives of the City and the Association have reached a tentative agreement and have jointly prepared a written Memorandum of Understanding and Compensation Plan which are attached to this resolution and incorporated herein; and

WHEREAS, such agreement is within the parameters established by the City Council for an agreement with the Technical, Office, and Professionals Association; and

WHEREAS, the City Council finds that the terms and conditions of this agreement are proper and in the best interest of the City;

NOW, THEREFORE, the City Council of the City of Buena Park does hereby resolve, determine and order as follows:

Section 1: The Memorandum of Understanding dated May 28, 2019, and a Sideletter Agreement dated July 14, 2020, between the City and the Buena Park Technical, Office, and Professionals Association are hereby repealed.

Section 2: Resolution Nos. 13959 and 14168 are superseded. All conflicting Resolutions of the City are repealed.

Section 3: The Memorandum of Understanding between the City and the Buena Park City Employees’ Association effective June 12, 2021, and attached hereto is approved.

PASSED AND ADOPTED this 8th day of June 2021, by the following called vote:

AYES: COUNCILMEMBERS:

NOES: COUNCILMEMBERS:

ABSENT: COUNCILMEMBERS:

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RESOLUTION NO. ______Page 2

ABSTAIN: COUNCILMEMBERS:

______Mayor ATTEST:

______City Clerk

I, Adria Jimenez, City Clerk of the City of Buena Park, California, hereby certify that the foregoing resolution was duly and regularly passed and adopted at a regular meeting of the City Council of the City of Buena Park, held this 8th day of June 2021. ______City Clerk

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JUNE 12, 2021 – JUNE 24, 2022 BUENA PARK TECHNICAL, OFFICE & PROFESSIONALS ASSOCIATION

MEMORANDUM OF UNDERSTANDING

No. 21-22

ADOPTED JUNE 8, 2021, RESOLUTION NO. R

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MEMORANDUM OF UNDERSTANDING BUENA PARK TECHNICAL, OFFICE AND PROFESSIONALS ASSOCIATION

EMPLOYER – EMPLOYEE RELATIONS

PREAMBLE 1 ARTICLE 1 – TERM 1 ARTICLE 2 – REPRESENTATION AND RECOGNITION 1 ARTICLE 3 – MANAGEMENT RIGHTS 2 ARTICLE 4 – BOARD OF DIRECTORS’ MEETINGS 3 ARTICLE 5 – ADDITIONAL ITEMS 3

PAY

ARTICLE 6 – ASSIGNMENT OF CLASSES TO PAY RANGES 5 ARTICLE 7 – BASE PAY SCHEDULE 5 ARTICLE 8 – BILINGUAL PAY 5 ARTICLE 9 – CERTIFICATE PAY 5 ARTICLE 10 – OVERTIME PAY 5 ARTICLE 11 – EDUCATION PROGRAM 10 ARTICLE 12 – SAFETY SHOES 11 ARTICLE 13 – UNIFORM ALLOWANCE 12 ARTICLE 14 – MILEAGE 12

RETIREMENT

ARTICLE 15 – PUBLIC EMPLOYEES’ RETIREMENT SYSTEM 13 ARTICLE 16 – SOCIAL SECURITY 14

INSURANCE

ARTICLE 17 – MEDICARE 15 ARTICLE 18 – MEDICAL INSURANCE 15 ARTICLE 19 – DENTAL INSURANCE 18 ARTICLE 20 – LONG TERM DISABILITY INSURANCE 19 ARTICLE 21 – LIFE INSURANCE 19 ARTICLE 22 – CAFETERIA PLAN 19 ARTICLE 23 – ADMINISTRATION 20

LEAVES

ARTICLE 24 – HOLIDAYS 21 ARTICLE 25 – VACATION LEAVE 22 ARTICLE 26 – SICK LEAVE 24

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ARTICLE 27 – BEREAVEMENT LEAVE 27 ARTICLE 28 – WORKERS COMPENSATION 27 ARTICLE 29 – JURY DUTY 28 ARTICLE 30 – OTHER LEAVES 28

WORKING CONDITIONS

ARTICLE 31 – PAY PERIODS 29 ARTICLE 32 – ATTENDANCE 29 ARTICLE 33 – HOURS OF WORK AND SCHEDULES 29 ARTICLE 34 – 9/80 PLAN ALTERNATE WORK SCHEDULE 30 ARTICLE 35 – 4/10 PLAN ALTERNATE WORK SCHEDULE 33 ARTICLE 36 – SUBSTANCE ABUSE 37 ARTICLE 37 – EMERGENCY MEDICAL ATTENTION 37 ARTICLE 38 – GRIEVANCE PROCEDURE 38 ARTICLE 39 – ADVISORY ARBITRATION 39 ARTICLE 40 – PERFORMANCE EVALUATION 39

SIGNATURES 40

EXHIBITS

EXHIBIT A – PAY SCHEDULE – EFFECTIVE JUNE 29, 2019 Error! Bookmark not defined. EXHIBIT B – PAY SCHEDULE – EFFECTIVE JUNE 26, 2020 41 EXHIBIT C – COMPENSATION PLAN 43 EXHIBIT D – HIRING OF EMPLOYEE RELATIVES 48 EXHIBIT E – HARASSMENT IN EMPLOYMENT POLICY 50 EXHIBIT F – ADVISORY ARBITRATION 58

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MEMORANDUM OF UNDERSTANDING Between THE CITY OF BUENA PARK and BUENA PARK TECHNICAL, OFFICE AND PROFESSIONALS ASSOCIATION (T.O.P.)

EMPLOYER – EMPLOYEE RELATIONS

PREAMBLE

Pursuant to Government Code, Section 3500, et seq. representatives of the City of Buena Park Technical, Office and Professionals Association (hereinafter referred to as the Association) have met and conferred under the provisions of the Meyers-Millias- Brown Act (MMBA) with representatives of the City of Buena Park (hereinafter referred to as the City), and have reached an understanding and recommend that the Buena Park City Council adopt this Memorandum of Understanding (MOU):

ARTICLE 1 – TERM

The term of this Memorandum of Understanding shall be effective June 12, 2021 through midnight on June 24, 2022, unless otherwise specified in provisions hereinafter. Terms and conditions of employment already in effect on June 11, 2021, shall be considered minimums for the purpose of this agreement except as amended or repealed by specific provisions hereinafter.

ARTICLE 2 – REPRESENTATION AND RECOGNITION

A. The Association is the only employee organization entitled to meet-and-confer in good faith on matters within the scope of representation on behalf of employees in the Technical, Office and Professionals Unit, which shall consist solely of the classifications listed in Exhibit A.

B. All positions classified as “key personnel” should not be involved either directly or indirectly in matters within the scope of representation. “Key Personnel” shall not serve as an officer within the TOP Association. For purposes of this Article, “key personnel” includes the following classifications/positions:

Management Assistant – City Manager’s Office Executive Assistant – City Manager’s Office Human Resources Analyst Human Resources Specialist Senior Office Assistant – Human Resources

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ARTICLE 3 – MANAGEMENT RIGHTS

A. In order to ensure that the City is able to carry out its functions and responsibilities imposed by law, the City has and will retain the exclusive right to manage and direct the performance of City services and the work force performing such services. Therefore the following matters will not be subject to the meet-and-confer process, but shall be within the exclusive discretion of the City:

1. To determine issues of public policy;

2. To determine the merits, necessity or organization of any service or activity conducted by the City;

3. To determine and change the facilities, methods, means and personnel by which City operations are to be conducted;

4. To expand or diminish services;

5. To determine and change the number of locations, relocations, and types of operations, and the processes and materials to be employed in carrying out all City functions, including, but not limited to, the right to subcontract any work or operation;

6. To determine the size and composition of the work force, to assign work to employees in accordance with requirements as determined by the City and to establish and change work schedules and assignments, and to establish the days and hours when employees shall work;

7. To relieve employees from duty because of lack of work or other non-disciplinary reasons;

8. To discharge, suspend, or otherwise discipline employees for proper cause;

9. To determine job classifications;

10. To hire, transfer, promote, and demote employees for non-disciplinary reasons;

11. To determine policies, procedures and standards for selection, training and promotion of employees;

12. To establish employee performance standards, including, but not limited to, quality and quantity standards;

13. To maintain the efficiency of governmental operations;

14. To take any and all necessary actions to carry out its mission in emergencies;

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15. To exercise complete control and discretion over its organization and the technology of performing its work services;

16. To establish reasonable work and safety rules and regulations in order to maintain the efficiency and economy desirable in the performance of City services.

The City, in exercising these rights and functions, will not discriminate against any employee because of membership or non-membership in any employee organization.

B. All management rights, powers, authority and functions, whether heretofore or hereinafter exercised, shall remain vested exclusively with the City. No third party neutral shall have the authority to diminish any of the management rights which are included in this Article.

C. Management will meet-and-confer prior to the implementation of any management rights which are normally considered matters concerning wages, hours, and other terms and conditions of employment under the provisions of the Meyers-Milias- Brown Act.

ARTICLE 4 – BOARD OF DIRECTORS’ MEETINGS

Each member of the Association Board of Directors shall receive up to one-and-one- half hours time off per month for Board meetings.

The City will allow the Association time to hold its General membership meetings during work hours twice in a calendar year.

On duty personnel attending such meetings shall be on an on-call status and shall respond to calls for service. At no time shall coverage be compromised. No overtime or compensatory time will be paid for the meeting. Each member and their respective supervisor within each department shall be responsible for maintaining a minimum level of coverage during the meetings.

Prior to scheduling and holding a general membership meeting during work hours, the Association shall request approval in writing to the Director of Human Resources or his/her designee within seven calendar days of such meeting to be held.

ARTICLE 5 – ADDITIONAL ITEMS

During the term of this Memorandum of Understanding, no additional items will be placed under discussion for purposes of meet-and-confer unless mutually agreed upon by both parties.

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The parties shall cooperate to improve the format, clarity, and consistency of the Memorandum of Understanding.

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PAY

ARTICLE 6 – ASSIGNMENT OF CLASSES TO PAY RANGES

Each classification is assigned to a pay range as shown in Exhibit A.

ARTICLE 7 – BASE PAY SCHEDULE

A. For active employees as of June 12, 2021 (beginning date of the Term of this MOU), previously agreed cost of living adjustment of 2.5% increase to each step within the pay schedule are reinstated back to the previous effective date of June 27, 2020. Eligible employees will be paid a lump sum payment based on the number of hours worked.

B. The above section is contingent upon the City receiving its first installment of the American Rescue Plan (ARP) funds, expected in May 2021. If the City does not qualify to receive ARP funds, the City and Association Agree to continue to meet and confer in good faith.

ARTICLE 8 – BILINGUAL PAY

An employee shall receive an additional $35.00 per month if the following conditions are met:

A. The employee passes a qualifying examination administered by Human Resources.

B. The employee uses bilingual skills as required by the City.

ARTICLE 9 – CERTIFICATE PAY

A. Incumbents of the Water Quality Specialist classification who possess a California State Health Department Water Distribution 3 Operator Certification shall receive an additional $50.00 per month.

No employee may receive more than one Certificate Pay benefit at a time. The City will complete a classification and compensation study on this position. Upon completion of the classification and compensation study, the Certificate pay shall be converted to base pay.

ARTICLE 10 – OVERTIME PAY

A. OVERTIME PAY. An employee required to work in excess of 40 hours in a seven- day cycle shall receive pay at the rate of time and one-half his/her regular rate of pay. The regular rate of pay shall include the following components in addition to base pay.

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 Shift Differential  Educational Incentive  Bilingual Pay  Special Assignment Pay  Excess Medical  Waiver of Medical Insurance

In determining an employee's eligibility for the overtime regular rate, paid and unpaid leaves of absences shall be excluded from the total hours worked. Paid leave of absence include, but are not limited to, the following:

 Vacation  Holiday Leave  Sick Leave  Administrative Leave  Compensatory Leave  Workers' Compensation Leave  Jury Duty  Bereavement Leave  Military Leave

For overtime not otherwise paid at the regular rate, it shall be paid at time and one- half of the hourly equivalent of the employee's base pay rate for all hours worked in excess of the employee's daily work schedule, or for all hours earned in excess of 40 hours per week. The term “earned” shall include hours for vacation, holiday, sick leave and jury duty.

There shall be no pyramiding of overtime. Hours worked by an employee in any workday or workweek on which premium rates have once been allowed shall not be used again in any other overtime calculation other than computing total actual hours worked.

B. COMPENSATORY TIME.

1. Fair Labor Standards Act (FLSA). In lieu of receiving overtime pay pursuant to Paragraph A above, an employee may elect to receive compensatory time off on a time and one-half basis. The employee shall be allowed to “bank” compensatory time at a time and one-half basis. No employee shall accrue more than 60 hours of such compensatory time. (This 60 hour maximum bank is in conjunction with Section 2 below.) Should any employee exceed 60 hours of accrued compensatory time, he/she shall be paid at time and one-half his/her regular rate.

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Notwithstanding the above paragraph, the 60 hour maximum bank of accrued compensatory time shall be waived as long as the compensatory time leave bank is under the 60 hour cap by the revised date of December 31, 2021.

An employee may use such compensatory time within a reasonable period after making the request if the use of compensatory time does not unduly disrupt the operations of the department.

If an employee is unable to use such compensatory time because it will disrupt the operations of the department, any hours above the 60 hour cap on the revised date of December 31, 2021, shall be paid to the employee at one time his/her regular rate. Such payments shall be made during the next complete payroll cycle.

2. Non-Fair Labor Standards Act (Non-FLSA). Overtime hours not otherwise subject to the FLSA regular rate of pay (after taking paid leave time exclusions into account) may be taken as compensatory time off. Such hours shall be earned, banked, and taken off at the straight time rate. No employee shall accrue more than 60 hours of such compensatory time (this 60 hour maximum bank is in conjunction with Section 1 above). Should any employee exceed 60 hours of accrued compensatory time, he/she shall be paid at time and one-half his/her base rate.

Notwithstanding the above paragraph, the 60 hour maximum bank of accrued compensatory time shall be waived as long as the compensatory time leave bank is under the 60 hour cap by the revised date of December 31, 2021.

If an employee is unable to use such compensatory time because it will disrupt the operations of the department, any hours above the 60 hour cap on the revised date of December 31, 2021, shall be paid to the employee at one time his/her regular rate. Such payments shall be made during the next complete payroll cycle.

C. AUTHORIZATION.

1. All overtime requests must have the prior authorization of a supervisor prior to the commencement of such overtime work. Where prior written authorization is not feasible, explicit verbal authorization must be obtained. Calls for service beyond the end of duty time are considered as authorized.

2. An employee's failure to obtain prior approval may result in the denial of the overtime request.

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3. The City may prescribe reasonable periods of overtime work to meet its operational needs.

D. CLOTHES CHANGING. Employees are not authorized to wear their uniforms or any part thereof that is distinguishable as such unless on duty. Each employee is provided with a locker for his/her own personal convenience. An employee may or may not utilize the locker for storage and changing purposes at his/her own discretion.

Nothing herein prevents an employee from wearing his/her uniform to and/or from his/her residence to work.

Nothing herein prevents an employee from wearing his/her uniform while conducting personal business during lunch time.

Time spent in changing clothes before or after a shift, is not considered hours worked and is not compensable in any manner whatsoever.

E. TRAINING TIME. Training time outside normally scheduled work hours shall be compensated pursuant to Code of Federal Regulations (CFR), Section 785.27, et seq.

Travel time outside normally scheduled work hours shall be compensated pursuant to CFR Section 785.33, et seq.

When feasible, the City will adjust the employee's work schedule to minimize the impact of travel and training time.

F. CITY VEHICLE USE. An employee who is provided with a City vehicle to travel to and from work shall not be compensated in any manner whatsoever for such travel time in the City vehicle.

This provision also applies in those situations where the radio must be left on and monitored.

G. CALL-BACK PAY. Call-back duty occurs when an employee is ordered to return to duty on a non-regularly scheduled work shift. Call-back does not occur when an employee is held over from his/her prior shift or is working prior to his/her regularly scheduled shift. An employee called back to duty shall be credited with a minimum of two hours work commencing when he/she leaves his/her residence and will terminate at the end of the two hour minimum, or if the call-back lasts longer than two hours the time he/she returns to his/her residence.

Any call-back lasting two hours or less shall result in a credit for two hours worked. When added to the eight hour day or 40 hour work week an employee shall end up with a net result of three hours pay (or three hours comp time at time and one-half).

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Any call-back lasting more than two hours shall result in a credit for actual hours worked. When this credit is added to the eight hour day or 40 hour work week, the net result will be time and one-half the actual hours worked on the call-back.

Similar calculations as outlined above will be used when an employee is entitled to a four hour call-out because the call-back occurs on Sunday, a holiday, or between 12:01 a.m. and 5:00 a.m.

The above provision shall not result in a double payment for call-outs lasting less than two hours (or when applicable, four hours). For instance, if an employee works one hour on a call-out, he/she shall be credited with two hours, resulting in three hours of pay or comp time after application of time and one-half. He/she shall not be entitled to the one hour at time and one-half plus the two hour minimum.

An employee who receives multiple calls within the allotted two hours minimum (or when applicable, four hour minimum) is not entitled to double-payment for call-backs even if the employee has returned to his/her residence. For example, if an employee receives a call-back that is completed and returns to his/her residence and then receives a second call-back within the original two hour minimum compensation window, the second call-back will result in a continuation of service commencing from the original call-back start time regardless if the call was similar or different than the original call-back.

This provision is to be distinguished from “Court Standby” pay in Section 9 which is to be used when an employee is called back to court.

This provision replaces Section 2.0. (1)(a) of Resolution No. 8083.

H. COURT PAY. When an employee is physically called to court, while off duty, he/she shall be credited on an hour for hour basis for the time actually spent in court. An employee shall be credited with a minimum of two (2) hours for the court appearance. Travel time shall be not considered hours worked and shall not be compensated in any manner whatsoever.

This provision replaces Section 2.G.(l)(b) of Resolution No. 8083.

I. COURT STANDBY. An employee may leave a telephone number where he/she may be reached while on court standby. Such time is not considered hours worked under the Fair Labor Standards Act and will not be compensated, except as set forth below.

In recognition of the City's established practices the City shall continue to compensate employees at the rate of two (2) hours of compensation for a.m. standby duty and two (2) hours of compensation for p.m. standby duty. This payment is being made pursuant to the MOU, not pursuant to FLSA. Time

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compensated in the above manner shall not constitute hours worked for purposes of FLSA

J. FAIR LABOR STANDARDS ACT (FLSA) Exemptions. Although the following classifications are part of the Association, they are designated as exempt employees as defined by the Fair Labor Standards Act (FLSA):

Classification Title ACCOUNTANT ASSISTANT ENGINEER ASSISTANT PLANNER ASSOCIATE PLANNER COMMUNITY SERVICES COORDINATOR HOUSING AND CDBG ANALYST HUMAN RESOURCES ANALYST MANAGEMENT ANALYST SENIOR COMMUNITY SERVICES COORDINATOR SENIOR PLANNER

As a result, FLSA exempt personnel are not eligible to accrue compensatory time or be paid overtime. Each employee shall receive 40 hours of administrative leave per fiscal year. Administrative leave must be taken by June 30 each year and no part of it may be carried over into the next fiscal year.

Additional time may be granted by the employee’s department head for time spent at required meetings and special events.

The definition of meetings and special events includes:

• City job-related emergencies. • City Council meetings. • City Commission or Committee meetings, or • Any meeting or special event approved in advance by the department head or his/her designee.

ARTICLE 11 – EDUCATION PROGRAM

A. REIMBURSEMENT.

An employee who is pre-approved by the department head to attend a specified, off- duty education course shall receive reimbursement for certain expenses.

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An approved education course is defined as off-duty instruction that will be mutually and immediately beneficial to the employee and the City.

1. Prior to enrolling in the class, an employee desiring partial reimbursement for expenses shall acquire the department head's approval as to course content and its relationship to the employee's City employment. On completion of the course, with a grade of "C" or better, the employee shall submit a Request for Educational Reimbursement form to the department head along with a copy of the official transcripts and receipts for the total cost of the course.

On approval by Human Resources and Finance, the employee shall then be reimbursed up to a maximum of $2000 per fiscal year for tuition, transportation costs where appropriate, registration fees and related expenses necessary for completion of the course.

2. Reimbursement will be made only for coursework taken within the current fiscal year (July 1 – June 30). The difference between the City’s maximum obligation during any fiscal year and the total amount of actual reimbursement received by the employee during that fiscal year shall not be carried over or be available for use by the employee in any subsequent year.

3. A copy of the official transcript shall be forwarded to the Human Resources Office for retention in the employee's education file.

B. EDUCATIONAL INCENTIVE ALLOWANCE. An employee with a job-related (as determined by the City) degree or certificate from an accredited educational institution shall receive an additional allowance as follows:

 Associate of Arts Degree $60.00 per month

 Bachelor of Arts Degree $90.00 per month

 Master’s or Ph.D. Degree $120.00 per month

Special Certificates:  10 or more semester units $30.00 per month

 20 or more semester units $60.00 per month

No employee may receive more than one Educational Incentive Allowance benefit at one time.

ARTICLE 12 – SAFETY SHOES

A. An employee who performs significant field work as part of his/her normal and customary job duties shall receive up to $250.00 on per fiscal year basis depending

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on the job classification, through a direct purchase from a City selected vendor, for safety shoes which comply with current California Office of Safety and Health Administration (Cal/OSHA) standards, Title 8, Section 3385, as amended.

B. An employee who purchases safety shoes through this program, shall wear such safety shoes while performing work outside of an office environment, in compliance with Cal/OSHA standards, Title 8, section 3385. Any employee failing to adhere to this requirement shall be subject to disciplinary action, up to and including termination. The City Manager and/or his designee shall have discretion as to the need and necessity of the safety shoe purchase.

C. Positions receiving one pair of safety shoes per year are as follows:

Building Inspector Senior Building Inspector/Code Enforcement Building Inspector Technician Senior Building Inspector/Plan Checker Code Enforcement Officer Senior Environmental Inspector Code Enforcement Technician Senior Public Works Inspector Environmental Inspector Storekeeper Public Works Inspector

Positions receiving one pair of safety shoes every two years are as follows:

Assistant Engineer Senior Planner Assistant/Associate Planner Water Quality Specialist Plan Check Inspector

ARTICLE 13 – UNIFORM ALLOWANCE

A. The City shall provide a work uniform to each employee and shall provide a City- paid cleaning service for such uniforms.

B. The City agrees to continue to provide uniform cleaning service for those bargaining unit members who currently receive it.

C. The monetary value for such purchase, rental, and maintenance of the required clothing which is a ready substitute for personal attire (uniform) shall be reported to the California Public Employees’ Retirement System (CalPERS) as compensation as required by law. The annual retirement contribution shall be based on the stated amounts for the term of the MOU listed in Article 15 – Public Employees’ Retirement System. Any additional tax liabilities are borne solely by the employee.

ARTICLE 14 – MILEAGE

An employee required to use a personal vehicle for City business shall be reimbursed at the rate allowed by the Internal Revenue Service.

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RETIREMENT

ARTICLE 15 – PUBLIC EMPLOYEES’ RETIREMENT SYSTEM

A. RETIREMENT PLAN. The City shall maintain its contract for a pension plan with the California Public Employees Retirement System (CalPERS), as originally adopted on March 1, 1964, and amended thereafter.

B. CONTRACT OPTIONS. The City’s contract with CalPERS shall include the following options: Government Code Section 1. One Year Highest Compensation 20042

2. Military Service Credit as Public Service 21024

3. 2.5% at 55 – Full Formula 21354.4

4. Fourth Level of 1959 Survivor Benefit 21574

5. Pre-Retirement Optional Settlement 2 Death 21548 Benefit

C. SECOND TIER CONTRACT OPTIONS. The City’s contract with CalPERS for employees hired on or after December 22, 2012, shall include the following options:

Government Code Section 1. Three Highest Years Compensation 20037

2. Military Service Credit as Public Service 21024

3. 2% at 60 – Full Formula 21353

4. Fourth Level of 1959 Survivor Benefit 21574

5. Pre-Retirement Optional Settlement 2 Death 21548 Benefit

D. THIRD TIER CONTRACT OPTIONS. The City’s contract with CalPERS for employees hired on or after January 1, 2013, shall include the following options:

Government Code Section 1. Three Highest Years Compensation 7522.32

2. Military Service Credit as Public Service 21024

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3. 2% at 62 – Full Formula 7522.20

4. Fourth Level of 1959 Survivor Benefit 21574

5. Pre-Retirement Optional Settlement 2 Death 21548 Benefit

E. CONTRIBUTIONS.

1. Employees hired before December 22, 2012, the full eight percent (8%) cost of the CalPERS member contributions shall be paid by each employee via payroll deduction on a pre-tax basis.

2. Employees hired on or after December 22, 2012, the full seven percent (7%) cost of the CalPERS member contributions shall be paid by each employee via payroll deduction on a pre-tax basis.

3. Employees hired on or after January 1, 2013, shall pay 50% of the normal cost rate for the benefit formula 2% at Age 62 via payroll deduction on a pre-tax basis (Government Code Section 7522.30).

4. 1959 Survivor Benefit. Each employee will pay the employee share required by CalPERS (currently $2.00 per month) and the City will pay the employer costs.

ARTICLE 16 – SOCIAL SECURITY

In the event the City and its employees are required to participate in the Federal Social Security program, the contribution designated by law to be the responsibility of the employee shall be paid in full by the employee and the City shall not be obligated to pay or “pickup” any portion thereof.

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INSURANCE

ARTICLE 17 – MEDICARE

Employees hired by the City on or after April 1, 1986, shall pay the designated employee contribution to participate in the Medicare Program and the City shall be under no obligation to pay or “pickup” any such contributions.

ARTICLE 18 – MEDICAL INSURANCE

A. The City shall provide group medical under the California Public Employees' Medical and Hospital Care Act (PEMHCA).

B. City Contribution. The City shall contribute the following monthly amounts for group medical insurance. Any additional contribution necessary to maintain group medical insurance shall be borne solely by the employee.

1. Persons Hired On or Before June 30, 1999.

Employees

For coverage effective: July 1, 2020  Employee Only $ 959.00  Employee & One Dependent $1,292.00  Employee & 2 + Dependents $1,520.00 Retirees

 Retiree Only $126.00  Retiree & One Dependent $172.00  Retiree & 2 + Dependents $195.00

2. Persons Hired On or After July 1, 1999.

Employees

For coverage effective: July 1, 2020  Employee Only $ 959.00  Employee & One Dependent $1,292.00  Employee & 2 + Dependents $1,520.00

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Retirees

The City’s contribution for retirees who were hired on or after July 1, 1999 is determined by the California Public Employees Retirement System (CalPERS) in accordance with Section 22892 of the Public Employees’ Medical and Hospital Care Act (PEMHCA). The contribution amounts are subject to change each calendar year based on changes to the medical care component of the Consumer Price Index.

 For coverage effective January 1, 2021: $143.00/month per retiree  For coverage effective January 1, 2022: $149.00/month per retiree

C. EXCESS MEDICAL. An employee who selects a health insurance plan which costs less than the City’s maximum monthly contribution may have the difference placed in his/her deferred compensation account, purchase products available through the City’s Cafeteria Plan, or receive a cash payout. For example, an employee with no dependents is entitled to a maximum monthly contribution of $939.00 per month. If he/she has a health insurance plan which costs $628.63 per month the employee is entitled to $310.37 per month in excess medical.

D. WAIVER OF MEDICAL INSURANCE.

1. An employee may elect to not be covered by a City group medical insurance plan if he/she provides proof of coverage from another group medical insurance source. The City may require proof of coverage at any time.

2. An eligible employee may elect to have the City’s monthly contribution applied to his/her deferred compensation account, the purchase of products offered through the Cafeteria Plan, and/or receive a cash payout.

The City contributions shall be $753.00 per month.

E. SERVICE RETIREMENT ACCOUNT (SRA). In addition to the Contribution pursuant to the CalPERS contract, employees hired on or after July 1, 1999, will be allowed to bank accrued sick leave time for use upon Retirement from Service, into a Service Retirement Account to defer out-of-pocket expenses for purchasing group medical insurance under the City’s program. The City will participate in the SRA by matching the employee contribution on a two-for-one basis.

1. SRAs are not subject to fellow employee donations of sick leave or any other leave provisions. However, the SRA will be coordinated with the City’s Sick Leave Buyback program.

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2. To be eligible, an employee must have a sick leave balance of at least 480 hours, and must maintain at least 480 hours of sick leave after making such deposit.

3. An eligible employee may place up to one-half of any unused portion of his/her annual sick leave accrual into the SRA, with the City matching contribution of two-to-one. This provision will be coordinated with the Sick Leave buyback provision, thereby limiting buyback and SRA deposits to one-half of any unused portion of their annual sick leave accrual.

4. The SRA is not subject to bearing interest. Eligible employee deposits and the City’s matching contributions are flat deposits.

5. Sick leave placed in the SRA will be converted into cash at the employee’s base pay rate and thus will no longer be available as sick leave once deposited in the SRA.

6. The donor employee shall have two options for withdrawal of funds:

a. At the option of the employee, upon retirement from service, the SRA will be paid at the then hourly rate for the depositor. This shall include the employee contribution as well as the City’s matching portion, which will be used to offset/defer costs associated with purchasing group medical insurance plans during retirement.

b. The employee may, at any time, withdraw hours from the SRA to convert to cash, and will be paid at the base pay rate in effect when the original deposit was made. An employee making an early withdrawal from the SRA, shall not be entitled to any of the City’s matching contribution, and shall lose that equal portion of the matching contribution as was withdrawn, i.e., two-to-one.

7. In the event that a participating employee separates from employment on other than a Retirement from Service (Service Retirement or Disability Retirement), the City shall payoff only the employee’s portion of the contributions made to the SRA, at the base pay rate for each deposit, and shall not be entitled to any of the City’s matching contribution;

8. In the event the SRA survives an active employee, or a retired employee, the City will pay off the balance of the employee’s contribution to the survivor of record. Payment will be at the then-current base pay rate for the active employee and/or at the base pay rate of withdrawal for retired employee, including the City’s matching contribution.

9. The City reserves and retains the right to hear and make determinations regarding any disputes caused by this provision of the MOU. Determinations shall be made in a manner that no employee shall lose his/her portion of the

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SRA and the City will not lose its portion of the matching contribution. Any determinations made in hearing a dispute to grant the City’s portion of the matching contribution will be made on a case by case basis, and will not be determined to be a past practice or official policy of the City.

Any person employed by the City prior to July 1, 1999 who is not currently a member of this unit of representation shall enjoy all benefits and rights of those employees hired prior to July 1, 1999, upon later occupying a position within this unit of representation.

10. Effective July 21, 2012, employees not currently enrolled in the SRA program are not eligible to enroll in this program. This program is closed to new enrollees.

11. The City will waive the requirement to have 480 hours of accumulated sick leave as described in sections (2) and (3) above if the employee was unable to accumulate the required sick leave due to COVID-19 related reasons. Furthermore, COVID-19 related sick leave will not be calculated as hours used in this section.

ARTICLE 19 – DENTAL INSURANCE

The City shall continue to provide the current dental program for employees and their eligible dependents under the age of 26.

Each employee is responsible for choosing one of the three plans listed below. In the event that no choice is made, the employee will be deemed to have chosen no dental insurance coverage.

Employees may switch plans only during the open enrollment period designated by the City.

Payment of Premiums. Employees shall pay the amounts shown. Any additional amount necessary to maintain group dental insurance shall be paid by the City.

A. 50/50 PLAN. The insurance carrier pays 50% of major expenses (up to a maximum of $2,000 per calendar year) and the employee pays 50%.

Monthly

 Employee Only $3.00  Employee & 1 Dependent $5.00  Employee & 2 + Dependents $7.50

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B. 80/20 PLAN. The insurance carrier pays 80% of major expenses (up to a maximum of $2,000 per calendar year) and the employee pays 20%.

Monthly

 Employee Only $10.00  Employee & 1 Dependent $15.00  Employee & 2 + Dependents $20.00

C. HMO PLAN. The insurance carrier pays a portion of all services based on the fee schedule. Employees who enroll in this plan do not pay any monthly premium. Each employee is responsible for any co-payment associated with this plan.

ARTICLE 20 – LONG TERM DISABILITY INSURANCE

A. The City shall pay the entire premium for a City-owned long-term disability insurance policy affording coverage to each active employee.

B. The policy shall have a benefit waiting period of 60 calendar days of continuous disability. Any time after the expiration of the benefit waiting period, the employee may apply for this insurance and may use accrued leave pursuant to the City’s policy thereon.

C. The maximum benefit for total disability shall be 66 2/3 of the eligible employee’s basic monthly earnings as defined in the policy document, or $2500 per month, whichever is less.

ARTICLE 21 – LIFE INSURANCE

A. The City shall provide group term life insurance (including accidental death and dismemberment) for each employee (either full-time or part-time) in the amount of $25,000. Each employee, at his/her own expense, may purchase additional life insurance from the insurer through the City.

B. The City shall provide group term life insurance, (including accidental death and dismemberment,) in the amount of $1,500 for each employee’s:

1. legal spouse or registered domestic partner and/or

2. children under the age of 19.

ARTICLE 22 – CAFETERIA PLAN

A. The City shall provide a full flexible Cafeteria Plan under IRS Code Section 125, to include Premium Only Conversion, Health Care Spending and Dependent Care Accounts.

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B. The City and individual participants shall divide the cost of the third-party administration service fee. Service fees are to be paid only by employees enrolled in the Health Care Spending Account and/or Dependent Care Spending Account. There is no service fee for participants in the Premium Only Conversion plan. The service fee may be amended from time to time by the City and the third-party administrator. The City will consult with employees prior to increasing any deduction from employees for any plan year.

C. The City will utilize any assets remaining in the plan at the end of each plan year to off-set service fees for employees enrolled in either the Health Care Spending Account and/or Dependent Care Spending Account. “Plan year” is as defined in the plan documents. This item is governed by the Cafeteria Plan documents as it relates to Plan Year. Asset utilization to off-set service fees shall be determined no later than June 30 of any subsequent year.

ARTICLE 23 – ADMINISTRATION

A. The City shall have the right to select any insurance carrier or other (including self- insurance) method of providing coverage to fund the benefits included under the terms of this MOU, provided that the benefits of the employees shall be substantially the same as those in existence prior to implementation of this MOU.

B. If, during the term of this MOU, any change of insurance carrier or method of funding for any benefit provided hereunder occurs, the City shall meet with the Association prior to any change of insurance carrier or method of funding the coverage.

C. All group insurance benefits shall be provided and calculated in accordance with the City’s contracts with insurance providers.

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LEAVES

ARTICLE 24 – HOLIDAYS

A. The following dates, and such other days or portions of days as may be designated by motion of the City Council, shall be observed as paid holidays.

Holiday Date New Year’s Day January 1 Martin Luther King Jr. Day 3rd Monday in January Washington’s Birthday 3rd Monday in February Memorial Day Last Monday in May Independence Day July 4 Labor Day 1st Monday in September Veteran’s Day November 11 Thanksgiving Day 4th Thursday in November Day after Thanksgiving Friday following 4th Thursday in November Day before Christmas December 24 Christmas Day December 25

In addition to the above, one floating holiday per fiscal year may be earned. This floating holiday shall be designated by the employee and requires management approval, in advance, before it is taken. New hires must be employed for three months before becoming eligible for the floating holiday. Regular part-time employees shall receive four and one-half hours of pay for each floating holiday.

Notwithstanding the above paragraph, the City will waive the three month waiting period for eligibility for the floating holiday to be used for COVID-19 related reasons.

B. When a holiday occurs on a Saturday, the preceding Friday will be observed instead. When a holiday occurs on a Sunday, the following Monday will be observed. When a holiday occurs on an off-Friday, the preceding Thursday shall be observed.

C. Holiday Closure. The City shall close the City Hall, City Yard, and Community Center facilities to the public during the holiday period between Christmas Eve and New Year’s Day. During the closure, employees will have the option to use accrued Vacation, Compensatory Time, Administrative Leave, or Floating Holiday. Employees without sufficient accrued leave time to cover the holiday closure may borrow from future vacation accrual.

The City maintains the right to determine the essential services which will still operate during this closure period.

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ARTICLE 25 – VACATION LEAVE

A. ACCRUAL. Vacation shall accrue to each full-time employee at the following rates:

Years of Service Vacation Hours Accrued Less than 5 years 80 hrs. vacation per year (6 2/3 hrs. per month) 5 years to 10 years 120 hrs. vacation per year (10 hrs. per month) 10 years or more 160 hrs. vacation per year (13-1/3 hrs. per month)

An employee having a probationary or regular appointment that is less than full-time, but is half-time or more, shall accrue vacation on a prorated basis, based on the employee’s regular (i.e., not overtime) paid hours in each pay period.

B. ACCUMULATION. Accumulation of vacation leave in excess of that earned in two years is prohibited. All vacation leave exceeding the authorized accumulation shall be forfeited.

Notwithstanding the above paragraph, the City will waive the accumulation cap described above as long as vacation leave does not exceed the authorized accumulation cap by December 31, 2021. All vacation leave exceeding the authorized accumulation after December 31, 2021, shall be forfeited.

C. USAGE. Vacation leave taken shall not be in excess of that actually earned at the time the vacation starts.

1. Each employee must take at least 40 hours of vacation each fiscal year.

2. The time during the calendar year at which an employee shall take vacation shall be determined with particular regard for the needs of the service and due regard for the wishes of the employee.

3. In the event one or more municipal holidays falls within a vacation leave, such days shall not be charged as vacation leave, and the vacation leave shall be extended accordingly for employees eligible for such holidays.

4. Any leave of absence without pay shall not accrue vacation leave for each 30 day period of such leave.

5. No employee shall be entitled to any vacation until completion of 12 months of continuous service.

Notwithstanding the above paragraph, the City will waive the 12 month waiting period for eligibility for vacation leave to be used for COVID-19 related reasons.

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6. All usage of vacation and compensation time should be requested and approved by the employee's department head or designee at least two days prior to the start of vacation time.

D. ANNUAL CONVERSION.

1. Once each fiscal year, an employee may elect to convert up to 40 hours of vacation leave into a cash payment at the employee's then-current rate of base pay. To be eligible for this option, the employee must utilize 40 hours of vacation leave in the preceding fiscal year.

The City will waive the requirement to utilize 40 hours of vacation leave in the preceding fiscal year if unable due to COVID-19 related reasons.

2. Notwithstanding the above paragraph, an employee may convert up to a maximum of 80 hours of annual vacation leave into a cash payment as long as the employee has 240 hours, or more, of annual vacation leave “on the books” after the conversion.

The City will waive the requirement to have 240 hours, or more, of vacation leave “on the books” after the conversion if unable due to COVID-19 related reasons.

E. VACATION PAY AT SEPARATION. Upon separation, an employee will receive compensation at the current rate of base pay for all unused earned vacation, up to and including the date of separation.

1. An employee who separates while serving a probation period in a classification to which the employee has been promoted shall receive separation vacation pay based on the hourly equivalent of the base pay received immediately prior to promotion, provided the employee has successfully completed a probation period in the classification from which the employee was promoted.

2. An employee who has not completed 12 months of continuous service shall not receive separation vacation pay for regular vacation.

F. CONTINUOUS SERVICE. For the purpose of computing years of service, an employee’s continuous service shall be based on the effective date on which the employee received initial probationary appointment in the City service.

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ARTICLE 26 – SICK LEAVE

A. ACCRUAL.

1. Each employee shall accrue sick leave with pay at the rate of eight hours for each full calendar month of continuous service in which the employee has worked or has been on authorized leave of absence with pay

2. Any leave of absence without pay exceeding 15 consecutive days shall result in no accrual of sick leave during the consecutive days of the employee’s leave of absence without pay that is in excess of 15 consecutive days.

B. ACCUMULATION. Sick leave may be accumulated without limit.

C. USAGE.

1. Eligibility for Use of Sick Leave. Sick leave may be taken only when the employee has sick leave credits. An employee shall be eligible to take sick leave after he/she has worked one full calendar month.

2. Sick leave may be granted only with the approval of the department head and only in case of a bona fide illness or medical/dental appointments of the employee. The department head may require a physician’s certificate or other evidence of the adequacy of the reason for the employee’s absence during the period for which sick leave was requested.

3. Sick leave may also be used for a bona fide illness or medical/dental appointments of a family member (spouse, child, brother, sister, mother, father, mother-in-law, father-in-law, grandmother, grandfather) when the presence of the employee is required up to a maximum of three days per individual situation. The department head may require a physician’s certificate or other evidence of the adequacy of the reason for the employee’s absence during any period for which sick leave was requested.

4. Maternity leave. The employee shall submit a doctor’s statement approving her fitness to continue working for a specified term. A post-natal release from the doctor must be submitted prior to returning to work.

5. Sick leave shall not be used in lieu of, or added to, vacation. Accrued vacation leave shall be used for sickness when all sick leave has been taken.

6. Sick leave during vacation. An employee who becomes ill while on vacation may have such period of illness charged to accumulated sick leave instead of to vacation, provided that immediately upon return to duty, the employee submits to the department head a written request for sick leave and a written statement

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signed by the employee’s physician describing the nature and dates of the illness.

7. Limitations. No employee shall be entitled to accrue or to take sick leave with pay while absent from duty for all of the following reasons:

a. Disability or illness arising from compensated employment other than with the City of Buena Park.

b. Leave of absence without pay.

c. Absence because of intoxication or for the purpose of recovering from intoxication.

D. MEDICAL LEAVE OF ABSENCE. Upon written request of the employee and recommendation of the department head, the City Manager may authorize in writing a leave of absence without pay for the purpose of recovering from an illness, provided:

1. The employee has used all accumulated sick leave.

2. The employee has been continuously employed in the City service for at least one year.

3. The employee presents to the department head for referral to and consideration by the City Manager a written explanation of the employee’s illness and an estimate of the time needed for recovery signed by the employee’s physician.

4. Prior to resuming duties, the employee may be required to take a medical examination at the employee’s expense and as prescribed by the City Manager. The employment record and the results of such examination shall be considered by the City Manager in determining the employee’s fitness to return to work.

5. The maximum period of such leave shall be three calendar months. If the employee desires an extension, the employee shall follow the procedure described in subparagraph 3 above.

E. PENALTY FOR ABUSE. When, in the judgment of the department head, the employee’s reason for being absent because of alleged sickness is inadequate, the department head shall indicate on the payroll form that the absence was without pay. The department head may recommend to the City Manager that appropriate disciplinary action be imposed against the employee.

F. ANNUAL BUYBACK PROGRAM.

1. To be eligible an employee must have:

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a. 480 hours of accumulated sick leave as of the first pay period of July of the preceding year, and

b. 480 hours of accumulated sick leave remaining after the cash out.

The City will waive the requirement to have 480 hours of accumulated sick leave as described in sections (a) and (b) above if the employee was unable to accumulate sick leave due to COVID-19 related reasons.

2. An employee who wishes to participate must file a written request with his/her department head within 30 days of the end of a fiscal year on June 30. This request will apply for the previous fiscal year sick leave accumulation.

3. Participants will be paid for 50% of the hours accrued during the fiscal year. These hours being paid will be deducted from the employee’s sick leave bank. The remaining hours accrued, but not used, will remain in the employee’s sick leave bank. Payment will be based at the employee’s base hourly rate in effect at the time of payment.

G. SICK LEAVE PAY ON SEPARATION. Except as herein provided, no payment shall be granted to an employee for accrued sick leave at the time of separation. Termination of an employee’s continuous service, except by reason of layoff for lack of work or funds, shall abrogate all sick leave accrued at the time of such separation, regardless of whether the employee subsequently reenters the City service. Employees appointed on or after September 20, 1982, shall not be eligible for sick leave pay on termination as provided for in this section.

Employees hired on or prior to September 19, 1982 shall be paid for 50% of the value of his/her unused sick leave based on the employee’s rate of base pay at the time of honorable separation or retirement.

Employees may only accrue 120 days (960 hours) of sick leave for the purposes of this section and for the purposes of compensation on separation.

H. COVID-19 RELATED ADVANCED LEAVE. In the event an employee has exhausted all leave banks (i.e. vacation, sick leave, and compensatory time off, etc.), an employee has the option to be advanced (borrow) up to 80 hours of sick leave or the option to use leave without pay for COVID-19 related reasons.

To be advanced leave, the employee must enter into an agreement to repay such leave within one year from the date of the last day of approved leave used under this agreement using all available future leave banks (i.e. Sick, Vacation, Comp Time, Floating Holiday, Administrative Leave, etc.) and agree to all terms and conditions of the agreement.

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All future monthly and annual leave accruals earned, including any applicable Sick Leave, Vacation Leave, Floating Holidays, Administrative Leave, Management Leave, Holiday Banked, Compensatory Time, and etc. shall be used to repay the advanced sick leave.

Except as modified by this Policy, all City policies, procedures, regulations, and Memoranda of Understanding remain in full force and effect. This is an emergency agreement due to COVID-19 and is not a binding practice. This Policy is subject to change at any time, based on changing circumstances and information known about the COVID-19 virus. The City will notify employees of any changes to this Policy and will comply with all applicable laws regarding notice to bargaining units, as required.

ARTICLE 27 – BEREAVEMENT LEAVE

Whenever an employee who is eligible to receive sick leave is compelled to be absent from duty by reason of the death (or critical illness where death appears imminent) of a family member, the employee shall, upon approval of the department head, be entitled to charge such absence to the employee's accumulated sick leave to a maximum of five working days for each such incident. Use of such leave shall not count against the sick leave buy back or deposits made to the SRA.

“Family member” is defined as the employee’s or spouse’s:

 Father  Mother  Grandfather  Grandmother  Sibling(s)  Child  Spouse  Grandchildren

ARTICLE 28 – WORKERS COMPENSATION

A. An employee who is absent from duty because of an on-the-job injury sustained during City employment shall receive his/her normal pay during the first 27 calendar weeks of such accident, provided the employee returns to the City any compensation paid under the provisions of the California Workers’ Compensation Law for the corresponding period of time.

During this maximum 27-week period, an employee so entitled shall continue to receive all forms of compensation he/she would be receiving as if at work. The employee shall also be eligible for consideration for merit pay increases during this period.

B. After this maximum 27-week period, an employee who has not returned to work shall not receive any other form of compensation from the City, including, but not limited to, accrual of vacation and sick leave, holiday pay, special assignment pay, education pay or payment of group insurance premiums. An employee may not use

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accumulated sick leave or vacation to supplement temporary disability indemnity payments.

ARTICLE 29 – JURY DUTY

No deduction shall be made in the pay of an employee who serves on jury duty if the employee has waived or remitted the jury fee for such jury duty. An employee who serves on jury duty on a scheduled day off shall not be required to remit his/her jury fees for that day. If the employee has not so waived or remitted the jury fee, the employee shall be paid only for the time actually worked in the City position. An employee summoned to jury duty shall immediately notify his/her supervisor in writing. The employee shall remit to the City all fees and allowances payable for jury duty, less reimbursements from the court for meals, travel, or lodging.

ARTICLE 30 – OTHER LEAVES

A. LEAVE WITHOUT PAY. Upon written recommendation of the department head, the City Manager may authorize a leave of absence without pay for a period not to exceed 30 calendar days in a calendar year.

Authorized leaves of absence without pay of 30 calendar days or less, and leaves of absence with pay for any period shall not constitute an interruption of an employee’s continuous service and shall not be deducted in computing total City service. Authorized leaves of absence without pay in excess of 30 calendar days, unless covered by the Family Medical Leave Act, shall be deducted in computing an employee’s total City service for advancement in salary range and for other purposes specified in this MOU, but shall not serve to interrupt continuous service.

B. MILITARY LEAVE. An employee having a probationary or regular appointment shall be entitled to such benefits as are provided in the California Military and Veterans Code. An employee requesting military leave shall present a copy of military orders to the department head prior to the beginning of the leave.

Employees who present military orders for active duty status shall continue to receive all forms of compensation he/she would be receiving as if at work for the first 30 days of such absence in any one fiscal year (except weekend drills and/or training). Weekend drills and/or training are not considered active duty under the Military and Veterans Code and not eligible for salary continuation benefits.

If an employee is called to inactive duty and must report to such duty on days the employee is scheduled to work, the employee must request the time off and use their leave banks for such absence if necessary.

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WORKING CONDITIONS

ARTICLE 31 – PAY PERIODS

A. The City shall utilize the biweekly payroll system. Pay periods shall begin at 12:01 a.m. every other Saturday and end at midnight the second Friday (i.e., 14 calendar days later) thereafter. Paydays shall occur on the Friday following the conclusion of each pay period. The one exception is when that Friday is a federal holiday, the payday shall fall on the preceding business day.

B. Direct Deposit. The City shall electronically deposit employee’s paychecks directly into a savings or checking account designated by the employee. All employees shall participate in the City’s direct deposit payroll program. Each employee shall be responsible for providing the Human Resources Department with the correct routing number and account number of his or her banking institution.

ARTICLE 32 – ATTENDANCE

A. Each employee shall be in attendance at his/her work station in accordance with the rules regarding hours of work, holidays, and leaves. All departments shall keep daily attendance records of employees which shall be reported to Payroll on a designated form and on the dates specified. Absence without leave, whether voluntary or involuntary, for a period longer than five consecutive assigned working days is an automatic resignation from City service.

B. An employee who is absent from duty shall report the reason for such absence to the department head or immediate supervisor prior to the normal work shift. Absences not reported in such manner may be considered absence without leave. A deduction of pay shall be made for the duration of any absence without leave. Upon return to work, such absence must be justified.

ARTICLE 33 – HOURS OF WORK AND SCHEDULES

Unless otherwise prescribed in writing by the City Manager, the work week, work shift, and work schedule for each position shall be as follows:

A. WORK WEEK. The work week for all full-time positions shall be 40 hours.

B. WORK SHIFT. The work shift for all full-time positions scheduled on the “9/80 Work Plan” shall be nine hours a day for eight days, and eight hours for one day for a total of 80 hours in a two-week period.

C. WORK SCHEDULE. The work schedule for each position shall be as established by the department head. All offices of the City, except those for which special regulations are required, shall be kept open for business on all days of the year

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except Saturdays, Sundays, and holidays continuously on week days in accordance with the Alternative Work Schedule.

D. ALTERNATIVE WORK SCHEDULES. The decision to implement any alternative work schedule, including the 9/80 Plan and the trial 4/10 Plan for the City Yard facility, is at the sole discretion of the City. The alternative work schedule may be revoked at any time by the City as long as 30 days notice of revocation is given to the Association and employees. Any modified work schedule shall not be considered a vested right or benefit and the City has no obligation to meet-and- confer or meet and consult prior to revocation. Any revocation shall not be subject to any internal grievance or appeal process or court action.

Except in cases of emergency, the City shall provide two weeks notice to an employee of any changes in his/her work schedule.

ARTICLE 34 – 9/80 PLAN ALTERNATE WORK SCHEDULE

A. Federal legislation in Air Quality Management District (AQMD) Rule 15 requires employers, including cities, to use alternative methods to reduce vehicular pollution emissions. The 9/80 work schedule will reduce the average number of vehicle trips to the work site between 6:00 a.m. and 10:00 a.m., and comply with the Federal requirements. It also satisfies Council’s direction to provide extended service hours to the public and employees.

B. Plan Defined. The work period will be forty hours per week. It will consist of nine days instead of ten in a two-week pay period. Employees will work eight days for nine hours a day and one day for eight hours for a total of 80 hours in the pay period. The basic work day will increase from 8 eight to 9 nine hours a day. The standard for accounting is 80 hours in a pay period. During a pay period, the employee shall have one occasion of two consecutive days off and one occasion of three consecutive days off. The 9/80 Plan allows employees to be off an additional day during the pay period.

Days off will be consecutive and scheduled at the discretion of the department heads. Days off include every other Friday. Once days off are determined, they are fixed unless otherwise approved.

C. Work Period for all FLSA-Exempt Employees. The work period for employees on the 9/80 who are exempt from the FLSA requirements will be the same as the pay period (Saturday of the first calendar week through Friday of the second calendar week). This schedule coincides with the current payroll reporting period.

D. Work Period for Non-Exempt Employees. The work period for all employees who are not exempt from FLSA requirements on the 9/80 will continue to be 40 hours and a pay period will still consist of two work periods. However, the first work period will end and the second work period will begin in the middle of the fifth work day shift

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in the pay period. Depending upon the employee's schedule, four or five hours will belong to the first work period and the remaining four or five hours of that day will belong to the second work period. Work periods can break on different days of the week depending upon which days the employee works. The work period break in a pay period can be as early as the middle of the first Wednesday or as late as the middle of the second Monday of the pay period. The pay period will still coincide with the current payroll reporting period.

E. Payroll Period Report Dates – All Employees. Payroll will still be reported in accordance with our payroll calendar for all employees, including those on the 9/80 Plan.

F. Work Hours. For employees who normally work daytime hours Monday through Friday, the following work schedules are available to serve the needs of the City.

7:00 a.m. - 5:00 p.m. 1 hour lunch 7:30 a.m. - 5:30 p.m. 1 hour lunch 8:00 a.m. - 6:00 p.m. 1 hour lunch

The day of the week the employee has off during one work period will be an eight- hour work day the next work period and vice versa. For example, if the employee is off the first Friday of a pay period, he/she will work eight hours on the second Friday of that pay period. All other days worked in that pay period will be nine-hour shifts.

The department head or his/her designee may adjust the designated start/stop schedules as seasonal and/or weather conditions indicate.

The following depicts the four different work schedule patterns within a pay period:

Days Worked Within Pay Period

Group 1 2 3 4 5 6 7 8 9 10 A 9 hrs 9 hrs 9 hrs 9 hrs 8 hrs 9 hrs 9 hrs 9 hrs 9 hrs Off B 9 hrs 9 hrs 9 hrs 9 hrs Off 9 hrs 9 hrs 9 hrs 9 hrs 8 hrs C 8 hrs 9 hrs 9 hrs 9 hrs 9 hrs Off 9 hrs 9 hrs 9 hrs 9 hrs D Off 9 hrs 9 hrs 9 hrs 9 hrs 8 hrs 9 hrs 9 hrs 9 hrs 9 hrs

G. Payroll Reporting.

1. If an employee uses sick time, vacation time, holiday time or compensation time earned during the pay period and this time had not been reported on the payroll report submitted Monday morning, the time taken must be submitted to the Finance Department in writing.

2. If an employee is in an Absence Without Pay (AWOP) Status at any time during the pay period, and this had not been indicated on the payroll report submitted

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on Monday morning, the supervisor or payroll clerk shall call Finance immediately to make a payroll correction.

3. All employees should make every effort to notify their supervisor on Thursday, if they will be using sick leave or AWOP time on Friday.

4. When an employee separates from employment, the employee will be paid for all hours worked.

5. When an employee changes to a different work schedule, it must coincide with the start of a pay period.

H. Leave Time Accruals. Benefit leave time accruals will remain the same as designated in this Memorandum of Understanding. Depending on the work day, benefit leave time off under the 9/80 Plan will be at the rate of either eight or nine hours.

I. Holidays.

1. If a holiday falls on the Friday the City is closed, the holiday will be observed on the preceding workday.

2. If a holiday falls on the employee's day off, an eight-hour day off must be taken within the same pay period as the holiday. An employee's alternate day off for the holiday must be approved by the department head.

3. If a holiday (including floating holidays) falls on the employee’s nine-hour workday, an employee will be credited with nine hours. If a holiday falls on an employee’s eight-hour workday, an employee will be credited with eight hours.

4. On pay periods containing holidays where employees' regularly scheduled hours need to be altered, for those employees who are subject to FLSA requirements, additional work schedule adjustments may be required for the day that breaks their two 40 hour work periods within the pay period to ensure the 40 hour work periods are maintained.

5. Holidays occurring on an employee’s regular eight-hour work day are not affected by the above schedule.

J. Paid Sick Time/Vacation.

1. Employees using paid sick leave on an eight-hour day will be charged eight hours.

2. Employees using paid sick leave on a nine-hour day will be charged nine hours.

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3. If the scheduled hours are greater than the sick leave balance, the difference will be covered by:

a. Use vacation or compensatory time. b. Other Leaves c. Leave without pay.

4. Vacation is charged in the same manner. Vacations occurring on eight-hour days will be charged eight hours, and those falling on nine-hour days will be charged nine hours.

K. Workers Compensation. Employees will be paid for industrial accident leave hours in accordance with their current 9/80 work schedule. An employee will return on the same 9/80 work schedule.

L. Military Leave, Jury and Paid Extended Sick Leave. Employees ordered to military duty, summoned to jury duty, or on paid extended sick leave will be paid according to their current work schedule. After the completion of the military leave, jury duty, or paid extended sick leave, the employee will return to his/her regular 9/80 work schedule.

An employee shall not receive overtime (pay or comp time) when such leave falls on his/her day off.

M. 9/80 Plan Review. A decrease in productivity will represent a negative impact to the alternative work plans. Productivity may be measured by various criteria, which may include, but are not limited to:

 Sick leave usage  Employee turnover  Inadequate staffing  Tardiness  Measurable work output  Employee morale

Moreover, other impacts include: service delivery to the public, citizen input through compliments, commendations, or complaints, energy savings, and related costs or funding to the City.

ARTICLE 35 – 4/10 PLAN ALTERNATE WORK SCHEDULE

Effective July 4, 2015, for employees covered under this MOU currently assigned to the City Yard facility, the City shall implement and evaluate a “4/10 Alternative Work Schedule” for a trial period of one year.

A. The intent is to determine the effectiveness and efficiency of the City Employees Association work force in providing service to the community while working an alternative work schedule that includes a 4/10 component.

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B. During this evaluation period, there will be no additional costs (direct or indirect) to the City as a result of a modified work schedule, specifically related to overtime except for call-backs for service and emergency calls and time-off accruals such as sick leave, vacation, holidays, etc. All such accruals will remain unchanged.

C. At the conclusion of this evaluation period, a review will be conducted by the City to determine the effectiveness of this alternative work schedule. A decrease in productivity will represent a negative impact to this alternative work schedule. Productivity may be measured by various criteria which may include but are not limited to:

 Sick leave usage  Employee turnover  Inadequate staffing  Tardiness  Measurable work output  Employee morale  Employee accidents

Other impacts include service delivery to the public, including citizen input through compliments, commendations, or complaints, energy savings, and related costs or funding to the City.

D. PLAN DEFINED. Under this work schedule, employees work four consecutive, 10 hour days in a seven day workweek. The 4/10 schedule provides for a 40 hour workweek every seven days and three consecutive days off.

4/10 scheduling will be at the discretion of the department head.

E. WORK PERIOD. The work period for employees on the 4/10 who are exempt or non-exempt from FLSA requirements will remain the same Saturday through Friday. There are two 40 hour work periods per pay period. This schedule coincides with the current payroll reporting period.

F. PAYROLL PERIOD REPORT DATES – ALL EMPLOYEES. Payroll will still be reported in accordance with our payroll calendar for all employees, including those on the 4/10 Plan.

G. PAYROLL REPORTING.

1. If an employee uses sick time, vacation time, holiday time or compensation time earned during the pay period and this time had not been reported on the payroll report submitted Monday morning, the time taken must be submitted to the Finance Department in writing.

2. If an employee is in an Absence Without Pay (AWOP) Status at any time during the pay period, and this had not been indicated on the payroll report submitted

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on Monday morning, the supervisor or payroll clerk shall call Finance immediately to make a payroll correction.

H. WORK HOURS.

The department head or his/her designee may adjust the designated start/stop schedules as seasonal and/or weather conditions indicate.

I. Enrolling in or Dropping off the 4/10 Plan

1. Prior to enrollment in the 4/10 plan, each employee is required to read the 4/10 plan guidelines and sign a statement that he/she has read all the conditions of the plan. A copy will be placed into the employee’s personnel file in the Human Resources office.

To expedite future shift changes that affect many employees’ work plans and/or changes many employees’ day off, a memo listing each employee’s new work schedule and days off should be signed by each employee affected and submitted to Finance (payroll) and to Human Resources where a copy of the memo will be filed in each affected person’s employee file. These changes must coincide with the beginning of a new pay period.

2. When an employee separates from employment, the employee will be paid for all hours worked.

3. When an employee changes to a different work schedule, it must coincide with the start of a pay period.

J. LEAVE TIME ACCRUALS. Benefit leave time accruals will remain the same as designated in this Memorandum of Understanding.

K. HOLIDAYS.

1. If a holiday falls on the Friday the City is closed, the holiday will be observed on the preceding workday.

2. If a holiday falls on the employee's day off, a 10-hour day off must be taken within the same pay period as the holiday. An employee's alternate day off for the holiday must be approved by the department head.

3. On pay periods containing holidays where employees' regularly scheduled hours need to be altered, for those employees who are subject to FLSA requirements, additional work schedule adjustments may be required for the day that breaks their two 40 hour work periods within the pay period to ensure the 40 hour work periods are maintained.

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4. Holidays occurring on an employee’s regular 10-hour workday are not affected by the above schedule.

5. When a floating holiday is taken, employees taking the holiday on a 10-hour day will be charged 10 hours.

L. PAID SICK TIME/VACATION.

1. Employees using paid sick leave on a 10-hour day will be charged 10 hours.

2. If the scheduled hours are greater than the sick leave balance, the difference will be covered by:

a. Use vacation or compensatory time. b. Other leaves. c. Absence without pay.

3. Vacation is charged in the same manner. Vacations occurring on 10 hour days will be charged 10 hours.

M. WORKERS COMPENSATION. Employees will be paid for industrial accident leave hours in accordance with their current 4/10 work schedule. An employee will return on the same 4/10 work schedule.

N. MILITARY LEAVE, JURY AND PAID EXTENDED SICK LEAVE. Employees ordered to military duty, summoned to jury duty, or on paid extended sick leave will be paid according to their current work schedule. After the completion of the military leave, jury duty, or paid extended sick leave, the employee will return to his/her regular 4/10 work schedule.

An employee shall not receive overtime (pay or comp time) when such leave falls on his/her day off.

O. DEPARTMENT HEAD RESPONSIBILITY. Changes to an employee’s 4/10 work schedule must be coordinated through the department head, Human Resources and Finance to ensure that changes to and from the 4/10 Plan coincide with the beginning of a pay period.

P. The decision to implement any alternative work schedule, including the 9/80 Plan and the trial 4/10 Plan for the City Yard facility, is at the sole discretion of the City. The alternative work schedule may be revoked at any time by the City as long as 30 days notice of revocation is given to the Association and employees. Any modified work schedule shall not be considered a vested right or benefit and the City has no obligation to meet-and-confer or meet and consult prior to revocation. Any revocation shall not be subject to any internal grievance or appeal process or court action.

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ARTICLE 36 – SUBSTANCE ABUSE

A. It is the responsibility of all affected employees to cooperate to protect the lives, personal safety and property of co-workers and fellow citizens. The parties hereto and all affected employees shall take all reasonable steps to accomplish these goals and to minimize potential dangers.

B. It is in the best interest of the City, the Association, employees, and the public to ensure that employees do not appear for work under the influence of drugs or alcohol, or possess illegal substances or alcohol while at work, because such conduct is likely to result in reduced productivity, an unsafe work environment, poor morale, and increased potential liability to the City. “Under the influence” means the knowing use of any illegal substance, alcohol, or knowing misuse of a prescribed drug in a manner and to a degree that substantially impairs the employee's work performance or the ability to use City property or equipment safely.

C. An employee, not on paid standby, who is called at home to return to work may decline to return if he/she feels physically unable to perform his/her job even if the employee perceives that the inability to perform is the result of having consumed alcoholic beverages. No reason need be given by the employee and the employee shall not be subjected to discipline for his/her refusal to return to work. D. The City provides an Employee Assistance program for employees who have problems with drugs and/or alcohol. Every effort shall be made by the City to refer employees who have such problems to this counseling service for assistance.

E. The City may, upon showing of reasonable suspicion that this policy is being violated, compel an employee who is unable to perform the duties of his/her position to submit to a medical examination on City time and at the City's expense. “Reasonable suspicion” is a belief based on objective and articulable facts sufficient to lead a reasonable and prudent supervisor to suspect that an employee is “under the influence” in that the employee’s ability to perform the functions of the job is impaired or the employee’s ability to perform his/her job safely is reduced. Allegations of harassment pursuant to this paragraph shall be reported to the Human Resources Department. The Human Resources Department shall conduct an investigation into the alleged harassment and take appropriate corrective action as a result of its investigation. Nothing contained herein shall limit the City's right to discipline or discharge any employee.

ARTICLE 37 – EMERGENCY MEDICAL ATTENTION

In case of emergency, an employee may seek immediate medical attention without having to wait for a supervisor to accompany him/her.

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ARTICLE 38 – GRIEVANCE PROCEDURE

A. DEFINITION. A grievance shall be considered as any matter for which appeal is not provided for concerning a dispute about the interpretation or application of any ordinance, rule, or regulation governing personnel practices or working conditions.

B. PURPOSE.

1. To promote improved employer-employee relations by establishing grievance procedures on matters for which appeal or hearing is not provided by other regulations.

2. To afford employees, individually or through qualified employee organizations, a systematic means of obtaining further consideration of problems after every other reasonable effort has failed to resolve them through discussions.

3. To provide that grievances shall be settled as near as possible to the point of origin.

4. To provide that grievances shall be heard and settled as informally as possible.

C. PROCEDURE. Whenever an employee feels that the policy of the City is not being appropriately applied to his/her circumstance, he or she can file a grievance to resolve the dispute. The limitation on filing a grievance must be within sixty (60) calendar days from the date the employee or the Association first became aware of, or should have become aware of, the issue(s) underlying the grievance. To file a grievance, he or she shall take the following action(s):

1. The dispute should be discussed fully with the employee's most immediate supervisor, who should make every effort to resolve the dispute in a fair and equitable manner and in accordance with established policy. After the employee and the supervisor have discussed the incident, the supervisor will give the employee a verbal or written response within two working days.

2. The process described above shall continue through the line of supervision, up to and including the department head, if the aggrieved party is not satisfied with the resolution at the initial or preceding step(s). However, the employee must notify the department head of the dispute in writing.

3. Should the dispute not be resolved by the department head to the satisfaction of both parties, the employee will notify the Director of Human Resources of the dispute in writing. The Director of Human Resources will interview both parties in the dispute and others affected and report those findings to the City Manager and recommend steps to be taken to resolve the problem within the Department. Within 10 working shifts, the parties will be provided with a written

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response from the City Manager. The decision of the City Manager shall be the final step in the Administrative process.

ARTICLE 39 – ADVISORY ARBITRATION

City Council Resolution 1883, Personnel Rules and Regulations, Rule XVI, Section 2 and Section 5 shall be amended and is incorporated herein and attached as Exhibit E.

ARTICLE 40 – PERFORMANCE EVALUATION

The parties agree that performance evaluations may not be appealed to advisory arbitration. The appeal process shall end at the City Manager level as provided in the grievance procedure contained herein.

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SIGNATURES Adopted June 8, 2021

FOR THE FOR THE BUENA PARK TECHNICAL, CITY OF BUENA PARK OFFICE AND PROFESSIONALS ASSOCIATION

Eddie Fenton Raul Berroteran Assistant City Manager/Director of Human Representative Resources

Alice Burnett Sarah Guerra Human Resources Manager Representative

Alex Lester Representative

Norm Wray Representative

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EXHIBIT A – PAY SCHEDULE – EFFECTIVE JUNE 27, 2020 TECHNICAL, OFFICE AND PROFESSIONALS ASSOCIATION

Step 1 Step 2 Step 3 Step 4 Step 5 Step 6 Position Range Hr. Mo. Annual Hr. Mo. Annual Hr. Mo. Annual Hr. Mo. Annual Hr. Mo. Annual Hr. Mo. Annual Account Clerk 117 19.90 3,449 41,392 20.86 3,616 43,389 21.83 3,784 45,406 22.89 3,968 47,611 24.00 4,160 49,920 25.14 4,358 52,291 Accountant 136 31.22 5,411 64,938 32.76 5,678 68,141 34.35 5,954 71,448 36.04 6,247 74,963 37.79 6,550 78,603 39.63 6,869 82,430 Accounting Technician 125 24.07 4,172 50,066 25.20 4,368 52,416 26.39 4,574 54,891 27.70 4,801 57,616 29.04 5,034 60,403 30.43 5,275 63,294 Administrative Assistant 123 22.92 3,973 47,674 24.05 4,169 50,024 25.18 4,365 52,374 26.38 4,573 54,870 27.68 4,798 57,574 29.02 5,030 60,362 Assistant Engineer 141 35.25 6,110 73,320 36.95 6,405 76,856 38.75 6,717 80,600 40.63 7,043 84,510 42.61 7,386 88,629 44.68 7,745 92,934 Assistant Planner 134 29.81 5,167 62,005 31.22 5,411 64,938 32.75 5,677 68,120 34.34 5,952 71,427 36.03 6,245 74,942 37.78 6,549 78,582 Associate Planner 141 35.25 6,110 73,320 36.95 6,405 76,856 38.75 6,717 80,600 40.63 7,043 84,510 42.61 7,386 88,629 44.68 7,745 92,934 Building Inspector 136 31.22 5,411 64,938 32.76 5,678 68,141 34.35 5,954 71,448 36.04 6,247 74,963 37.79 6,550 78,603 39.63 6,869 82,430 Building Inspector Technician 133 29.07 5,039 60,466 30.50 5,287 63,440 31.95 5,538 66,456 33.51 5,808 69,701 35.12 6,087 73,050 36.84 6,386 76,627 Buyer 126 24.64 4,271 51,251 25.81 4,474 53,685 27.06 4,690 56,285 28.35 4,914 58,968 29.74 5,155 61,859 31.17 5,403 64,834 Code Enforcement Officer 134 29.81 5,167 62,005 31.22 5,411 64,938 32.75 5,677 68,120 34.34 5,952 71,427 36.03 6,245 74,942 37.78 6,549 78,582 Code Enforcement Technician 121 21.86 3,789 45,469 22.92 3,973 47,674 24.01 4,162 49,941 25.17 4,363 52,354 26.37 4,571 54,850 27.66 4,794 57,533 Community Outreach Coordinator 123 22.92 3,973 47,674 24.05 4,169 50,024 25.18 4,365 52,374 26.38 4,573 54,870 27.68 4,798 57,574 29.02 5,030 60,362 Community Services Coordinator 118 20.36 3,529 42,349 21.37 3,704 44,450 22.37 3,877 46,530 23.47 4,068 48,818 24.57 4,259 51,106 25.76 4,465 53,581 Executive Assistant 131 27.73 4,807 57,678 29.08 5,041 60,486 30.50 5,287 63,440 31.95 5,538 66,456 33.51 5,808 69,701 35.12 6,087 73,050 Housing and CDBG Analyst 141 35.25 6,110 73,320 36.95 6,405 76,856 38.75 6,717 80,600 40.63 7,043 84,510 42.61 7,386 88,629 44.68 7,745 92,934 Human Resources Analyst 141 35.25 6,110 73,320 36.95 6,405 76,856 38.75 6,717 80,600 40.63 7,043 84,510 42.61 7,386 88,629 44.68 7,745 92,934 Human Resources Specialist 132 28.39 4,921 59,051 29.80 5,165 61,984 31.20 5,408 64,896 32.74 5,675 68,099 34.34 5,952 71,427 36.02 6,243 74,922 Mailroom Aide 113 18.13 3,143 37,710 18.97 3,288 39,458 19.89 3,448 41,371 20.85 3,614 43,368 21.80 3,779 45,344 22.89 3,968 47,611 Management Analyst 141 35.25 6,110 73,320 36.95 6,405 76,856 38.75 6,717 80,600 40.63 7,043 84,510 42.61 7,386 88,629 44.68 7,745 92,934 Management Assistant 134 29.81 5,167 62,005 31.22 5,411 64,938 32.75 5,677 68,120 34.34 5,952 71,427 36.03 6,245 74,942 37.78 6,549 78,582 Marketing Assistant 114 18.55 3,215 38,584 19.42 3,366 40,394 20.35 3,527 42,328 21.33 3,697 44,366 22.32 3,869 46,426 23.41 4,058 48,693 Marketing Specialist 130 27.08 4,694 56,326 28.39 4,921 59,051 29.79 5,164 61,963 31.19 5,406 64,875 32.73 5,673 68,078 34.33 5,951 71,406 Office Assistant 114 18.55 3,215 38,584 19.42 3,366 40,394 20.35 3,527 42,328 21.33 3,697 44,366 22.32 3,869 46,426 23.41 4,058 48,693 Payroll Technician 125 24.07 4,172 50,066 25.20 4,368 52,416 26.39 4,574 54,891 27.70 4,801 57,616 29.04 5,034 60,403 30.43 5,275 63,294 Permit Technician 121 21.86 3,789 45,469 22.92 3,973 47,674 24.01 4,162 49,941 25.17 4,363 52,354 26.37 4,571 54,850 27.66 4,794 57,533 Public Works Inspector 136 31.22 5,411 64,938 32.76 5,678 68,141 34.35 5,954 71,448 36.04 6,247 74,963 37.79 6,550 78,603 39.63 6,869 82,430 Secretary Clerk 118 20.36 3,529 42,349 21.37 3,704 44,450 22.37 3,877 46,530 23.47 4,068 48,818 24.57 4,259 51,106 25.76 4,465 53,581 Sr. Account Clerk 122 22.39 3,881 46,571 23.48 4,070 48,838 24.59 4,262 51,147 25.77 4,467 53,602 27.01 4,682 56,181 28.32 4,909 58,906

*Monthly and Annual Salary are only approximate rates based on the Hourly conversion. City Council Meeting of June 8, 2021 Page 248 T.O.P. M.O.U. Page 42

EXHIBIT A – PAY SCHEDULE – EFFECTIVE JUNE 27, 2020 TECHNICAL, OFFICE AND PROFESSIONALS ASSOCIATION

Step 1 Step 2 Step 3 Step 4 Step 5 Step 6 Position Range Hr. Mo. Annual Hr. Mo. Annual Hr. Mo. Annual Hr. Mo. Annual Hr. Mo. Annual Hr. Mo. Annual Sr. Accountant 139 33.58 5,821 69,846 35.20 6,101 73,216 36.92 6,399 76,794 38.73 6,713 80,558 40.61 7,039 84,469 42.59 7,382 88,587 Sr. Accounting Technician 129 26.45 4,585 55,016 27.72 4,805 57,658 29.06 5,037 60,445 30.47 5,281 63,378 31.93 5,535 66,414 33.46 5,800 69,597 Sr. Administrative Assistant 126 24.64 4,271 51,251 25.81 4,474 53,685 27.06 4,690 56,285 28.35 4,914 58,968 29.74 5,155 61,859 31.17 5,403 64,834 Sr. Building Inspector/Code Enf. 139 33.58 5,821 69,846 35.20 6,101 73,216 36.92 6,399 76,794 38.73 6,713 80,558 40.61 7,039 84,469 42.59 7,382 88,587 Sr. Building Inspector/Plan Checker 146 39.73 6,887 82,638 41.68 7,225 86,694 43.71 7,576 90,917 45.84 7,946 95,347 48.08 8,334 100,006 50.46 8,746 104,957 Sr. Community Services Coordinator 131 27.73 4,807 57,678 29.08 5,041 60,486 30.50 5,287 63,440 31.95 5,538 66,456 33.51 5,808 69,701 35.12 6,087 73,050 Sr. Engineering Technician 138 32.77 5,680 68,162 34.36 5,956 71,469 36.05 6,249 74,984 37.79 6,550 78,603 39.63 6,869 82,430 41.56 7,204 86,445 Sr. Environmental Inspector 139 33.58 5,821 69,846 35.20 6,101 73,216 36.92 6,399 76,794 38.73 6,713 80,558 40.61 7,039 84,469 42.59 7,382 88,587 Sr. Office Assistant 116 19.44 3,370 40,435 20.35 3,527 42,328 21.34 3,699 44,387 22.33 3,871 46,446 23.42 4,059 48,714 24.52 4,250 51,002 Sr. Planner 146 39.73 6,887 82,638 41.68 7,225 86,694 43.71 7,576 90,917 45.84 7,946 95,347 48.08 8,334 100,006 50.46 8,746 104,957 Sr. Public Works Inspector 139 33.58 5,821 69,846 35.20 6,101 73,216 36.92 6,399 76,794 38.73 6,713 80,558 40.61 7,039 84,469 42.59 7,382 88,587 Storekeeper 125 24.07 4,172 50,066 25.20 4,368 52,416 26.39 4,574 54,891 27.70 4,801 57,616 29.04 5,034 60,403 30.43 5,275 63,294 Water Quality Specialist 139 33.58 5,821 69,846 35.20 6,101 73,216 36.92 6,399 76,794 38.73 6,713 80,558 40.61 7,039 84,469 42.59 7,382 88,587

*Monthly and Annual Salary are only approximate rates based on the Hourly conversion.

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EXHIBIT C – COMPENSATION PLAN

A. PURPOSE. The purpose of this Plan is to establish a Merit system of compensation for all general employees represented by T.O.P. Association, based upon performance and productivity, with due consideration for all qualities of service and contribution to the City.

B. SALARY RANGES AND SALARY RATES. The establishment of salary ranges and salary rates and the allocation of classes thereto shall be by Resolution of the City Council. The type of appointment shall determine whether an employee's salary rate shall be on a biweekly or hourly basis.

1. Full-Time, Probationary, Provisional, Temporary, and Acting Appointments. An employee having a provisional, temporary, probationary, or acting appointment that is on a full-time basis, shall be compensated at a biweekly rate.

2. Other Appointments. An employee having any other type of appointment shall be compensated at an hourly rate.

C. RESPONSIBILITIES OF CITY MANAGER. Employees shall be paid at biweekly or hourly rates as determined by the City Manager, subject to the provisions of this Resolution.

At least annually the City Manager shall review the existing Compensation Plan and recommend to the City Council a salary range and salary rates for each class for which the City Manager is appointing authority. In determining salary range and salary rates, consideration shall be given to both base pay, fringe benefits, and working conditions.

D. COMPENSATION PROCEDURES – SALARY SCHEDULES.

1. Entry Level Salary Rates:

a. In General. Except as otherwise provided herein, all new employees shall be appointed at Step 1 of the salary range in effect for the class in which the appointment is made.

b. Exceptions. The City Manager may authorize such new appointments at a salary rate up to Step 6, when it is determined that equity among employees and the interests of the City will best be served.

c. Temporary Appointees. Persons employed or re-employed for part-time, temporary, or seasonal service may, upon written recommendation of the Department Head and approval of the City Manager, be compensated at any rate established for the class.

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d. Acting Appointments. Acting appointments may carry additional compensation if recommended by the Department Head and approved by the City Manager when the City Manager determines that equity among employees and the interests of the City will best be served.

2. Step Increases within the Range. All salary increases within the range shall be made in five percent (5%) increments whenever possible.

a. Step 1 is the minimum rate and is normally the hiring rate for the class.

b. Employees are eligible to progress to the second and to third steps, anytime after completion of six months of service at the preceding step. These salary increases are awarded in recognition of good performance and as an incentive for continued work improvement. These increases shall be made only if recommended by the Department Head and approved by the City Manager.

c. Employees are eligible for additional salary increases to the fourth, fifth and sixth steps, anytime after completion of one year of service at the preceding step on their salary anniversary date. These increases shall be made only if recommended by the Department Head and approved by the City Manager and are awarded in recognition of good performance and as an incentive for continued work improvement.

E. COMPENSATION UPON PROMOTION.

1. Every promotion from one class to a higher class shall carry a minimum salary increase of five percent. In the event a promotion is made within six months of the employee's salary anniversary date, the placement on the new range shall be to the step of the new range which shall be 7-1/2 percent or 10 percent over the current rate.

2. The probation and salary procedures for the promotional position shall follow those prescribed in the various applicable paragraphs of Section D.

3. If the promotion is to a position (class) assigned to a Salary Schedule other than the General Employees (T.O.P.) Salary Schedule, the probation and salary procedures shall follow those prescribed in the various applicable paragraphs of the Resolution for the appropriate Salary Schedule.

F. COMPENSATION ON DEMOTION.

1. Involuntary Demotion. An employee who is involuntarily demoted shall be reduced in salary to the nearest lowest salary rate of the class of position to which demoted. The employee shall not be required to serve a probationary period in the lower position unless specifically determined by the City Manager.

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2. Voluntary Demotion. An employee who is demoted at the employee’s own request shall retain the current salary rate if such rate is within the salary range of the lower classification. If the employee’s salary rate prior to the demotion is higher than the maximum salary of the lower position, the employee shall receive the latter. The employee shall not be required to serve a probationary period in the lower position unless specifically determined by the City Manager.

G. FAILURE TO COMPLETE PROBATION PERIOD. The compensation of an employee who is rejected during a probation period in a classification and who is assigned to a classification having a lower salary range shall be as follows:

1. If the employee had previously completed a probation period in a lower classification, the employee shall not be required to serve another one; the employee's last salary rate in the lower position shall be the new salary rate upon reassignment to that position, and eligibility shall be earned to receive subsequent merit salary advancements in accordance with appropriate paragraphs in Section D.

2. If the employee had not previously completed a probation period in a lower classification, the effective date of reassignment to that class shall be the employee’s new probationary anniversary date, and the employee shall be required to serve a probation period.

H. COMPENSATION ON POSITION RECLASSIFICATION. The salary of an employee in a position that is reclassified shall be determined as follows:

1. Class With Same Salary Range. If the position is reclassified to a class with the same salary range as the previous class, and if the incumbent is appointed to the reclassified position, the salary rate and the salary review date of the employee shall not be changed. This provision shall also apply to a change of class title provided there is no change in the basic duties of the position.

2. Class With Higher Salary Range. If the position is reclassified to a class with a higher salary range than the previous class, and if the incumbent is appointed to the reclassified position, the salary of the employee shall be governed by the Section on Compensation Upon Promotion.

3. Class With Lower Salary Range. If the position is reclassified to a class with a lower salary range than the previous class, and if the incumbent is appointed to the reclassified position, the employee's salary shall not change and the employee shall not be required to serve a new probation period.

I. COMPENSATION ON TRANSFER. The salary rate and salary review date of an employee who is transferred in class shall not change.

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J. COMPENSATION FOR PORTION OF PAY PERIOD. A regular or probationary appointee serving on a full-time basis who works less than a full biweekly pay period, except when on authorized leave of absence with pay, shall receive as compensation for such period an amount equal to the number of hours worked times the employee's hourly rate. The number of hours worked in such pay period shall include paid holidays.

K. CHANGES IN CLASS SALARY RANGE. If a class is allocated to a different salary range, an employee in a position in that class shall be compensated at the same numbered step in the new range as the employee was receiving in the previous range. The employee's salary review date shall not change.

L. COMPENSATION FOR ACTING APPOINTMENTS. Subject to the following conditions, an employee who is required on the basis of an acting appointment to serve in a class with a higher salary range than that of the class in which the employee is normally assigned shall receive the entry level salary rate of the higher salary range or the rate five (5%) percent higher than the rate the employee normally receives, whichever is greater, for all such hours assigned.

1. The employee must perform all the duties and assume all the responsibilities of the higher class.

2. Compensation for acting appointments shall be limited to the temporary filling of a vacant regular position due to termination, promotion, or extended sick leave of the incumbent lasting longer than 30 days or the temporary filling of newly budgeted positions where the needs of the City require that the position be filled.

3. Acting appointments shall not receive merit increases and shall not be permitted for a period in excess of six continuous months, except in the manner provided in 2.20.080 of the Buena Park City Code.

4. The City Manager must approve all such appointments upon findings which meet the criteria set forth in this paragraph.

M. CHANGES IN SALARY ANNIVERSARY DATE. The granting of any leave of absence without pay exceeding 30 calendar days shall result in a new salary anniversary date. For the purpose of computing the new salary anniversary date, it shall be the number of calendar days of the employee's leave in excess of 30 calendar days.

N. PROBATIONARY APPOINTMENT FOLLOWING PROVISIONAL APPOINTMENT. Notwithstanding the other provisions of this Resolution, a provisional appointee in a class who, without a break in service, receives a probationary appointment to a position in the same class shall be eligible for consideration for a salary advance after six months of satisfactory service, including provisional service. This

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appointment shall be as evidenced in writing by the Department Head and approved by the City Manager, and shall accrue leave benefits from the date of the provisional appointment.

The employee's probation period shall commence with the date of provisional appointment. Satisfactory completion of such probation period shall be on written recommendation of the department head and approval of the City Manager.

The salary advance provision of this section shall not apply when a provisional appointee in a class receives, without a break in continuous City service, a probationary appointment to a position in a different class having a higher salary range. The salary review date of such appointee shall be the date of the probationary appointment.

O. CONSIDERATION OF EMPLOYEE REQUESTS. Any employee shall have the right to consideration by the City Manager of any request with respect to a claimed inequity resulting from the strict application of any of the sections contained herein. The employee shall submit to the Department Head a written statement of the claimed inequity and the employee's request. The Department Head shall promptly forward the statement and the employee’s along with a written recommendation to the City Manager.

P. CONTINUITY OF SERVICE REQUIREMENTS. Continuous service, as required for advancement within salary ranges and for other purposes specified in this Resolution, is defined as City Employment on a probationary, regular, or acting appointment basis without break or interruption.

Q. AVOIDANCE OF INEQUITIES. The City Manager may authorize special adjustments to avoid or eliminate inequities resulting from the strict application of any of the provisions of this Resolution.

R. ADMINISTRATIVE REGULATIONS. The City Manager is authorized to issue written administrative personnel regulations designed to augment or clarify the provisions of this Resolution. Prior to issuance, such regulations shall be referred to the City Attorney as to their conformance with this Resolution. At least annually such regulations shall be considered for possible incorporation in a revision of this Resolution.

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EXHIBIT D – HIRING OF EMPLOYEE RELATIVES

The hiring of relatives of City employees is based upon the following criteria:

A “relative” is defined as a spouse, child, step-child, parent, step-parent, parent-in-law, legal guardian, brother, sister, brother-in-law, sister-in-law, step-brother, step-sister, aunt, uncle, niece, nephew, grandchild, grandparent, regardless of their place of residence, or any other individual related by blood or marriage living within the same household as the City employee.

An “employee” is defined as any person who receives a City payroll check for services, full or part-time rendered to the City of Buena Park.

The employment of relatives of City employees within the City of Buena Park is limited to the following situations: Any relative of a Councilmember or the City Manager shall not be considered for employment within the City of Buena Park in any capacity, either full-time or part-time.

Any relative of a City-appointed commissioner, board or committee member, or department manager may not be considered for employment within the department or area of responsibility of such City-appointed commissioner, board or committee member or department manager. The employment of relatives of all other City employees is prohibited within the department of the existing employee when such related employee may perform joint duties, share responsibility or authority, report to the same immediate supervisor; or be supervised by or would supervise a relative.

Relatives of City employees, except for relatives of Council members, the City Manager, City-appointed commissioners, board or department managers may be hired for seasonal assignments. However, such employment shall not exceed 20% of the compliment of seasonal employees in that classification and shall be selected only by an open recruitment process.

City employees who are related as described above, shall not be affected in their current job status except when the City Manager determines that the circumstances of such employment raises an undue hardship upon the other employees within the particular work unit and that such employment is detrimental to the supervision, safety, security or morale of the particular work unit.

If two existing City employees become married and their employment conflicts with the policy stated above, they may continue employment provided that such employment does not directly or indirectly place an undue hardship upon other employees within the particular work unit of the married couple and such employment is not detrimental to the supervision, safety, security or morale of the particular work unit. The City Manager shall determine whether or not such detriment or undue hardship exists.

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The City Manager is authorized to issue written guidelines to implement and enforce this policy. All determinations made by the City Manager shall be final and conclusive and not subject to Section 2-136 of the Administrative Section of the City Code. In all situations where the City Manager determines a conflict to exist between existing or future related employees, the City Manager shall attempt to resolve such conflict in the following manner:

A. Attempt to redefine the job responsibilities of the related employees within the department to minimize the conflict.

B. If such redefinition of job status is not feasible, attempt to transfer one of the employees to a similar position (without guarantee or identical salary) that would not be in violation of this policy.

C. If transfer is not feasible or acceptable, request the voluntary resignation of one of the employees.

D. If one of the employees does not voluntarily resign, the employee with the least employment experience in the City of Buena Park may be discharged by the City Manager.

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EXHIBIT E – HARASSMENT IN EMPLOYMENT POLICY

I. PURPOSE OF POLICY

A. To define and issue to all employees the City’s policy on the prohibition and prevention of harassment, discrimination, retaliation and bullying in the workplace.

B. To fully inform all employees of their right to have a safe work environment and be free of unlawful harassment, discrimination, retaliation, and bullying in the workplace.

C. To fully inform all employees that the City of Buena Park does not and will not tolerate any conduct that is believed to violate this Policy in the workplace.

D. To inform all employees of their rights if they believe that they are or have been the victim of harassment, discrimination, retaliation, and bullying.

E. To provide a means for the prompt reporting and full and effective investigation of harassment, discrimination, retaliation, and bullying complaints and to provide for effective remedial action against the harasser and for the victim.

II. STATEMENT OF POLICY

It is the Policy of the City that it will not tolerate verbal or physical conduct by any employee which harasses, discriminates, retaliates, disrupts, or interferes with another’s work performance or which creates an intimidating, offensive, or hostile environment. In addition to prohibiting all forms of harassment, discrimination and retaliation, the City also prohibits any form of “intimidation or bullying” in the workplace or elsewhere, such as at offsite events.

Harassment or discrimination against an applicant, unpaid intern, volunteer, or employee by a supervisor, management employee, elected or appointed official, co- worker, member of the public, or contractor on the basis of race, religion , color, sex (including gender, gender identity, gender expression, transgender, pregnancy, and breastfeeding), national origin, ancestry, citizenship status, disability, medical condition, genetic characteristics or information, marital status, age, sexual orientation (including homosexuality, bisexuality, or heterosexuality), military or veteran status, or any other protected classification as defined below is prohibited and will not be tolerated.

This Policy applies to all terms and conditions of employment, including, but not limited to, hiring, placement, promotion, disciplinary action, layoff, recall, transfer, leave of absence, compensation, and training.

Harassment violates Title VII of the Civil Rights Act of 1974, the California Government Code, and regulatory guidelines of the Equal Employment Opportunity Commission and the California Fair Employment and Housing Commission.

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All employees will be expected to comply with this Policy and take appropriate measures to ensure that such conduct does not occur. Appropriate disciplinary action will be taken against any employee who violates this Policy against harassment, discrimination, retaliation, and bullying in the workplace. Based on the seriousness of the offense, disciplinary action will be taken up to and including termination.

When a violation of this Policy is reported, an investigation shall be conducted to determine if there was knowledge, or should have been knowledge, on the part of any supervisor, and whether any supervisor had failed to take immediate and appropriate corrective action.

Negligent supervision, tacit approval by “turning a blind eye”, treating the situation as a joke, failure to take action, or concealing a situation will subject the supervisor involved to disciplinary action.

Disciplinary action or other appropriate sanction up to and including termination will be instituted for prohibited behavior as defined below.

Any retaliation against a person for filing a complaint or participating in the complaint resolution process is prohibited. Individuals found to be retaliating in violation of this Policy will be subject to appropriate sanction or disciplinary action up to and including termination.

III. DEFINITION OF HARASSMENT

A. Protected Classifications: This policy prohibits harassment or discrimination because of an individual’s protected classification. “Protected Classification” includes race, religion, color, sex (including gender, gender identity, gender expression, transgender, pregnancy, and breastfeeding), national origin, ancestry, citizenship status, disability, medical condition, genetic characteristics or information, marital status, age, sexual orientation (including homosexuality, bisexuality, or heterosexuality), and military or veteran status.

B. Policy Coverage: This Policy prohibits the employer, elected or appointed officials, officers, employees, or contractors from harassing or discriminating against applicants, officers, officials, employees, unpaid interns, volunteers, or contractors because of: 1) an individual’s protected classification; 2) the perception that an individual has a protected classification; or 3) the individual associates with a person who has or is perceived to have a protected classification.

C. Discrimination: This policy prohibits treating individuals differently because of the individual’s protected classification as defined in this Policy.

D. Harassment may include, but is not limited to, the following types of behavior that is taken because of a person’s protected classification. Note that harassment is

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not limited to conduct that city employees take. Under certain circumstances, harassment can also include conduct taken by those who are not employees, such as elected officials, appointed officials, persons providing services under contracts, or even members of the public:

1. Verbal Harassment – For example, epithets, derogatory comments or slurs, and propositioning on the basis of a protected classification. This might include inappropriate comments on appearance, including dress or physical features, or dress consistent with gender identification, or race- oriented stories and jokes.

2. Physical Harassment – For example, assault, impeding or blocking movement, offensive touching, or any physical interference with normal work or movement. This includes pinching, grabbing, patting, proposition, leering, or making explicit or implied job threats or promises in return for submission to physical acts.

3. Visual Forms of Harassment – For example, derogatory posters, notices, bulletins, cartoons, emails, pictures or drawings related to a protected classification.

4. Sexual Harassment – Unwelcome sexual advances, requests for sexual favors and other acts of a sexual nature, where submission is made a term or condition of employment, where submission to or rejection of the conduct is used as the basis for employment decisions, or where the conduct is intended to or actually does unreasonably interfere with an individual’s work performance or creates an intimidating, hostile or offensive work environment.

E. Guidelines for Identifying Harassment: To help clarify what constitutes harassment in violation of this Policy, use the following guidelines:

1. Harassment includes any conduct which would be “unwelcome” to an individual of the recipient’s same protected classification and which is taken because of the recipient’s protected classification.

2. It is no defense that the recipient appears to have voluntarily “consented” to the conduct at issue. A recipient may not protest for many legitimate reasons, including the need to avoid being insubordinate or to avoid being ostracized.

3. Simply because no one has complained about a joke, gesture, picture, physical contact, or comment does not mean that the conduct is welcome. Harassment can evolve over time. The fact that no one is complaining now does not preclude anyone from complaining if the conduct is repeated in the future.

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4. Even visual, verbal, or physical conduct between two individuals who appear to welcome the conduct can constitute harassment of a third individual who observes the conduct or learns about the conduct later. Conduct can constitute harassment even if it is not explicitly or specifically directed at an individual.

5. Conduct can constitute harassment in violation of this Policy even if the individual engaging in the conduct has no intention to harass. Even well- intentioned conduct can violate this Policy if the conduct is directed at, or implicates a protected classification, and if an individual of the recipient’s same protected classification would find it offensive (e.g., gifts, over attention, endearing nicknames).

F. Retaliation: Any adverse conduct taken because an applicant, employee or contractor has reported harassment, discrimination, or bullying or has participated in the complaint and investigation process described herein, is prohibited. “Adverse conduct” includes but is not limited to: taking sides because an individual has reported harassment, discrimination, or bullying, spreading rumors about a complaint, shunning and avoiding an individual who reports harassment, discrimination, or bullying, or real or implied threats of intimidation to prevent an individual from reporting harassment, discrimination, or bullying. The following individuals are protected from retaliation: those who make good faith reports of harassment, discrimination, or bullying, those who associate with an individual who is involved in reporting harassment, discrimination, or bullying, and those who participate in the complaint or investigation process.

IV. DEFINITION OF BULLYING

A All employees, consultants, independent contractors, and visitors have the right to be treated with respect. Bullying is the use of aggression with the intention of harming another individual. It can include any intentional written, visual, verbal, or physical act when the act physically harms the individual or damages his or her property; has the effect of interfering with an employee’s ability to work; is severe or pervasive; and creates an intimidating or threatening environment.

B Bullying comes in many shapes and sizes and can take many forms including, but not limited to, excluding, tormenting, taunting, abusive comments, using threatening gestures; pushing, shoving, punching, unwanted physical contact, or any use of violence; graffiti; name calling, sarcasm, spreading rumors, and teasing. Such conduct can also occur via use of electronic or telephonic communications such as the internet, email and chat room misuse, mobile threats by text messaging, or calls or misuse of cameras and video equipment. Under certain circumstances, bullying can also include conduct taken by those who are not employees, such as elected officials, appointed officials, persons providing services under contracts, or even members of the public.

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V. DEFINITION OF EMPLOYEE

For the purposes of this policy, an employee shall be defined as any individual, regardless of classification, employed by the City of Buena Park, or job applicants, unpaid interns, volunteers, or contractors working under the supervision of the City, vendors and contract employees.

VI. COMPLAINT PROCEDURE

A Any employee, job applicant, unpaid intern, volunteer, or contractor who believes he or she has been the subject of harassment or any form of bullying should report the alleged act immediately verbally or in writing with any of the following. There is no need to follow the chain of command:

1. Immediate supervisor; 2. Any supervisor or manager within or outside of the department; 3. Department Head; or 4. Director of Human Resources.

B The limitation on reporting alleged acts of harassment, discrimination, retaliation, and bullying must be within twelve months of the incident or incidents.

C If a complaint involves a supervisor or manager, the complaint shall be filed directly with the department head or Director of Human Resources.

D Any supervisor or department head who receives a harassment, discrimination, retaliation, or bullying complaint is to immediately notify the Director of Human Resources.

E Upon notification of a harassment, discrimination, retaliation or bullying complaint, the Director of Human Resources will:

1. Inform the complainant of his or her right to initiate the complaint.

2. Authorize the investigation of the complaint and supervise a fair and thorough investigation of the complaint by impartial and qualified personnel and/or investigate the complaint.

3. Investigation of a complaint will include interviewing the complainant, accused harasser and any named or apparent witness. Employees shall be protected from coercion, intimidation, retaliation, interference, or discrimination for filing a complaint or assisting in an investigation.

4. All complaints will be handled in a timely and confidential manner. In no event will information be released to anyone who is not involved with the

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investigation; nor will anyone involved be permitted to discuss the subject outside the investigation.

5. Review factual information gathered through the investigation to reach a reasonable conclusion to determine whether the alleged conduct constitutes harassment, discrimination, retaliation, or bullying giving consideration to all factual information, the totality of the circumstances, including the nature of the verbal, physical, visual or sexual favor aspect of the advance, and the context in which the alleged incidents occurred.

6. Timely report a summary of the results of the investigation and the determination as to whether harassment, discrimination, retaliation or bullying occurred to the appropriate person including complainant, alleged harasser, supervisor, and the department head. If discipline is imposed, the level of discipline will not be communicated to the complainant.

7. If conduct in violation of this Policy occurred, take and/or recommend to the department head prompt and effective remedial action against the harasser. The remedial action will be commensurate with the severity of the offense. Notify the victim that necessary steps of corrective action have been taken to resolve the problem.

8. Reasonable steps will be taken to protect the victim and other potential victims from further harassment, discrimination, retaliation, or bullying.

9. Reasonable steps will be taken to protect the victim from any retaliation as a result of communicating the complaint.

F The city takes a proactive approach to potential Policy violations and will conduct an investigation if its officers, supervisors, or managers become aware that harassment, discrimination, retaliation or bullying may be occurring, regardless of whether the recipient or third party reports a potential violation.

G Option to report to outside administrative agencies: An individual has the option to report harassment, discrimination, or retaliation to the U.S. Equal Employment Opportunity Commission (EEOC) or the California Department of Fair Employment and Housing (DFEH). These administrative agencies offer legal and a complaint process. The nearest offices and telephone numbers are listed on the posters that are located on City bulletin boards at the following locations:

 Human Resources Office  Community Center  Police Department  City Yard  Ehlers Event Center  California Welcome Center

VII. CONFIDENTIALITY

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Every possible effort will be made to assure the confidentiality of complaints made under this Policy. However, complete confidentiality cannot occur due to the need to fully investigate and the duty to take effective remedial action. As a result, confidentiality will be maintained to the extent possible. An individual who is interviewed during the course of an investigation is prohibited from discussing the substance of the interview, except as otherwise directed by a supervisor or the Director of Human Resources. Any individual who discusses the content of an investigatory interview will be subject to discipline or other appropriate sanction. The employer will not disclose a completed investigation report except as it deems necessary to support a disciplinary action, to take remedial action, to defend itself in adversarial proceedings, or to comply with the law or court order.

VIII. RESPONSIBILITIES

Elected Officials, Appointed Officials, Managers, and Supervisors are responsible for:

1. Modeling appropriate and respectful behavior. 2. Informing employees, volunteers, and contractors of this Policy. 3. Taking all steps necessary to prevent harassment, discrimination, retaliation or bullying from occurring. 4. Receiving complaints in a fair and serious manner, and documenting steps taken to resolve complaints. 5. Monitoring the work environment and taking immediate appropriate action to stop potential violations, such as removing inappropriate pictures or correcting inappropriate language and behavior. 6. Following up with those who have complained to ensure that the behavior has stopped and that there are no reprisals. 7. Informing those who complain of harassment, discrimination, retaliation or bullying of his or her option to contact the EEOC or DFEH regarding alleged Policy violations. 8. Assisting, advising, or consulting with employees and the Director of Human Resources regarding this Policy and Complaint Procedure. 9. Assisting in the investigation of complaints involving employee(s) in their departments and, if the complaint is substantiated, recommending appropriate corrective or disciplinary action in accordance with the City’s Personnel Rules and Regulations, up to and including termination. 10. Implementing appropriate disciplinary and remedial actions. 11. Reporting potential violations of this Policy of which he or she becomes aware, regardless of whether a complaint has been submitted, to the Director of Human Resources or the department head. 12. Participating in periodic training and scheduling employees for training.

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Each employee or contractor is responsible for:

1. Modeling appropriate and respectful behavior. 2. Treating all employees, volunteers, and contractors with respect and consideration. 3. Participating in periodic training. 4. Fully cooperating with the City’s investigations by responding fully and truthfully to all questions posed during the investigation. 5. Maintaining the confidentiality of any investigation that the City conducts by not disclosing the substance of any investigatory interview, except as directed by the department head or Director of Human Resources. 6. Reporting any act he or she believes in good faith constitutes, harassment, discrimination, retaliation or bullying as defined in this Policy, to his or her immediate supervisor, or department head, or Director of Human Resources.

IX. MANDATORY TRAINING

As part of its commitment to ensuring a work environment free from bullying, harassment, and discrimination, the City requires that all of its supervisors and elected officials receive training on this Policy at least once every two years. Human Resources will schedule multiple training sessions in the Spring biennially to ensure that employees and elected officials are able to attend the mandatory training. Attendance at the training will be documented.

X. DISSEMINATION OF POLICY

All Elected Officials and City employees, supervisors and managers shall receive a copy of this Policy. All management personnel will be informed of their responsibilities in enforcing this policy. The Policy may be updated from time to time and redistributed with a form for the employee to sign and return acknowledging that the employee has received, read, and understands this Policy.

This Policy shall be posted in appropriate places.

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EXHIBIT F – ADVISORY ARBITRATION

With respect to the bargaining members in this unit, City Council Resolution 1883, Rule XVI shall be amended as follows:

Section 2: Disciplinary Procedures

(h) Appeal to City Manager: The employee, upon receipt of notice of the imposition of disciplinary action against him, shall have the right to appeal the Department Head’s decision in writing to the City Manager, except that an oral or written reprimand may not be so appealed. Said appeal shall be delivered to the City Manager within ten (10) business days of the employee’s receipt of notice of the imposition of discipline. Otherwise, the Department Head’s action shall be final and binding.

Should the employee desire to appeal the Department Head’s decision directly to advisory arbitration rather than having the matter reviewed by the City manager, he may do so by filing with the Human Resources Director within ten (10) business days of his receipt of the notice of imposition of discipline by the Department Head, a written appeal to the City Council. Said written appeal shall be in form and content as required by these rules and, in addition, shall state that the employee knowingly and intentionally waives his opportunity to have the action of the Department Head first reviewed by the City manager. In such a situation, the provisions of subparagraphs (h) and (i) of this Section 2 shall be deemed inapplicable to the subject proceeding.

…

(j) Advisory Arbitration: The employee, upon receipt of notice of the affirmation of disciplinary action against him by the City Manager, whether by way of total affirmation or modification of the Department Head’s action, shall have the right to appeal the City Manager’s decision in an advisory arbitration; except that an oral or written reprimand as provided by these Rules may not be so appealed. Said appeal shall be delivered to the Human Resources Director within ten (10) business days of the employee’s receipt of notice of the City Manager’s action. Otherwise, the City Manager’s action shall be final and binding. The advisory arbitration shall be conducted in accordance with the provisions of Section 5 of this Rule XVI.

Section 5: Advisory Arbitration

(a) Any regular employee shall have the right to appeal a decision by the City Manager involving dismissal, demotion, reduction in pay or suspension, or of a Department Head, if City Manager review is waived by the employee, provided, however that only one (1) advisory arbitration hearing shall be allowed as to any one (1) disciplinary action.

(b) The employee’s appeal shall be heard in an advisory arbitration by an impartial hearing officer selected from a list of advisory arbitrators from the California State

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Mediation and Conciliation Service (SMCS). The City will pay SMCS’s fee for providing the list.

(c) The employee may be represented by his/her Association/Union representative, any other regular employee of the City, or his/her attorney.

(d) The hearing officer shall issue subpoenas to compel the attendance of witnesses, if such be necessary at the request of either party.

(e) If both parties request that the hearing be recorded by a certified shorthand reporter, then the expenses for such recording services shall be borne equally by the City and the employee. If only one party requests that the hearing be recorded by a certified shorthand reporter, then that party alone will bear the expenses. Each party shall be responsible for any specialized or extraordinary services they might individually request.

(f) The expenses for the hearing officer shall be borne equally by the City and the employee, and each party shall be responsible for expenses they incur. The maximum expense for the hearing officer borne by the employee is $2,000. Effective July 2, 2015, the Association shall be responsible for the shared expenses for the hearing officer up to a maximum $2,000 as described by this subparagraph (f).

(g) After the close of the hearing, the hearing officer shall prepare a written advisory award and findings of fact and conclusions of law based on the evidence presented at the hearing, and shall present his/her findings to the City Council and the employee within thirty (30) calendar days, or a longer period of time as stipulated by the parties. In rendering an award, the hearing officer shall be limited to the express terms of this document and shall not have the power to modify, amend, or delete any terms or provisions of this document. Failure of either party to insist upon compliance with any provision of this document at any given time or times under any given set or sets of circumstances shall not operate to waive or modify such provision, or in any manner whatsoever to render it unenforceable, as to any other time or times or as to any other occurrence or occurrences, whether the circumstances are, or are not, the same.

(h) At the hearing, both the appealing employee and the City shall have the right to be heard and to present evidence.

(i) Oral evidence shall be taken only on oath or affirmation. Each party shall have the right to call and examine witnesses, to introduce exhibits, to cross-examine opposing witnesses on any matter relevant to the issue even though the matter was not covered in the direct examination, to impeach any witness regardless of which party called him/her to testify, and to rebut the evidence against him/her.

(j) The hearing need not be conducted according to technical rules relating to evidence and witnesses. Any relevant evidence shall be admitted if it is the sort of evidence on which responsible persons are accustomed to rely in the conduct of serious affairs, regardless of the existence of any common law or statutory rules that might make improper the admission of such evidence over objection in civil actions. Hearsay

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(k) The City Council shall review the hearing officer’s recommendation, but shall not be bound thereby. The City Council shall adopt, amend, modify or reject the recommended findings, conclusions and/or opinion of the hearing officer. Prior to making a decision which adopts the hearing officer’s recommendation, the City Council may order and read the transcript, at the Council’s discretion. Prior to making a decision which modifies or rejects the hearing officer’s recommendation, the City Council shall order and read the transcript of the Board hearing.

(l) The City Council shall not conduct a de novo hearing. The City Council may, at its sole option, allow limited oral arguments from either party before making a decision.

(m) The decision of the City Council shall be final and binding, subject only to review by the courts under California Code of Civil Procedure section 1094.5.

(n) The City staff shall notify the appellant in writing, within five working days of the City Council’s decision. Such notice shall indicate the effective date of the action to be taken.

City Council Meeting of June 8, 2021 Page 267 Item 9.

STUDY AND EXECUTIVE SESSION

BUENA PARK CITY COUNCIL STUDY SESSION EXECUTIVE SESSION SUMMARY SHEET MEETING DATE: June 08, 2021 TOPIC: DISCUSS AND PROVIDE DIRECTION FOR AN ON-STREET PARKING RECONFIGURATION ON EL COCO WAY IN THE VICINITY OF PEAK PARK

FROM: Nabil S. Henein, P.E., Director of Public Works/City Engineer EXECUTIVE SESSION INFORMATION REQUIRED BY THE BROWN ACT: Conference with Real Property Negotiator 54956.8 Conf w/Legal Counsel-Existing Litigation 54956.9(d)(1) Conf w/Legal Counsel-Anticipated Litigation (exposure to) 54956.9(d)(2) Conf w/Legal Counsel-Anticipate Litigation (city initiated) 54956.9(d)(4) Liability Claims 54956.95 Worker's Compensation Claims 54956.95 Threat to Public Services or Facilities 54957 Public Employee Appointment 54957 Public Employment 54957 Public Employee Performance Evaluation 54957 Public Employee Discipline/Dismissal/Release 54957 Conference with Labor Negotiator 54957.6 Report Involving Trade Secret Case Review/Planning 54957.8 Hearings License Permit Determination 54956.7 Pursuant to Government Code Section (example: 54956.8, 54957.6) Applicant: Property: Negotiating Parties: Under Negotiation: Name and/or Number of Case (existing litigation): Title (public employee items): Employee Organization (labor items): Subject Matter: Other: BACKUP MATERIAL? YES NO IN C.C. CONF. ROOM REQUESTED OF COUNCIL/AGENCY BOARD:

City Council Meeting of June 8, 2021 Page 268 Receive report and provide direction.

Agenda Report to City Council Study Session

MEETING DATE: June 08, 2021 TO: The Mayor and City Council TITLE: DISCUSS AND PROVIDE DIRECTION FOR AN ON-STREET PARKING RECONFIGURATION ON EL COCO WAY IN THE VICINITY OF PEAK PARK

DISCUSSION: In March of 2021, staff received a request for a new Preferential Parking District (PPD) on El Coco Way from a resident of the nearby Park Place Townhomes (Attachment 1). The requestor stated residents in this area frequently receive parking citations for parking on the east side of El Coco Way, during nighttime hours. She requested Public Works implement a Permit Parking District (PPD) on El Coco Way to allow overnight parking for residents on the east side of the street. Attached is a general overview of the area (Attachment 2). In response to this request, staff completed a thorough review of the existing conditions on El Coco Way and its vicinity. El Coco Way is a local residential street with one lane in each direction and a prima facie speed limit of 25 miles per hour (MPH). The west side of the street is characterized by the presence of numerous townhomes. There are two driveways fronting this side of the street. William Peak Park (Peak Park) is located on the east side of the street and there are no frontage driveways. El Coco Way is an undivided roadway approximately 50’ wide with a cul-de-sac on its northerly end. On the southerly end, the street intersects with El Dorado Drive at a “T” intersection. There are 24 ninety degree parking stalls on the east side of the street that are within the property lines of Peak Park. Parking is not allowed between the hours of 11PM and 6AM. The west side of El Coco Way has unmarked on-street parallel parking. This side of the street does not have any parking restrictions and can accommodate nine to 12 parked vehicles. Attached is map of the general area around Peak Park, including El Coco Way (Attachment 3). The Park Place Townhome complex has approximately 64 units. There are approximately 39 garage spaces in addition to 36 marked on-site parking spaces within the complex. On the north side of El Dorado Drive, adjacent to the townhomes, there is on-street parking for an additional nine to 13 vehicles. Per Buena Park Municipal Code (BMPC) section 10.24.055, no vehicles (or trailers) may park in any City park between 11PM and 6AM, nor during any other hours when the park is not open to the public. Posted signs advising of parking restrictions at each public entrance to the park is required (Attachment

City Council Meeting of June 8, 2021 Page 269 4). For the majority of City parks, off-street parking is available in park parking lots. However, Peak Park has parking stalls marked on the adjacent public streets. As shown in Attachment 3, these parking areas are within the property lines of Peak Park. No parking after hour signs are posted at the location and any vehicles parking in the stalls between 11PM and 6AM are subject to citations. In summary, El Coco Way allows general public use parking on the west side of the street, adjacent to the townhomes; the east side of the street is for Peak Park parking. Allowing overnight parking in the parking stalls on the east side of El Coco Way would require an amendment to the BPMC. Staff anticipates several challenges with this option. First, is the question of whether or not this request would spread to other areas of Peak Park, or other City parks in general. In past discussions, the City Council has decided not to allow overnight parking at other City parks. The concern was that this arrangement would allow vehicles to be parked in the park for extended hours, making it more difficult for park guests to find parking. Other challenges involve enforcement of parking regulations and other safety concerns arising as a result of allowing overnight parking in City parks. As an alternative to this resident's request for a PPD, staff recommends a more viable and effective option: reverse the current parking layout of El Coco Way. The proposal includes relocating the marked parking stalls to the westerly side of the street, adjacent to the Park Place Townhomes. Parallel parking stalls would be marked on the easterly side of the street, adjacent to the park. This would increase the parking capacity for general public use, while maintaining parking spaces for park use, adjacent to Peak Park (Attachment 5). Staff estimates that parking on the west side of El Coco Way would increase from nine to 12 spaces to 23 spaces, and parking on the east side would decrease from 34 spaces to 11 spaces. Implementing this recommendation would address the resident's concern while maximizing on- street parking with minimal impact to Peak Park parking. The overall available parking on the street would remain unchanged. This item was reviewed by the Traffic & Transportation Commission (TTC) at the meeting of May 6, 2021. The TTC unanimously recommended that the City Council approve a change to the parking layout.

Prepared by: Nabil S. Henein, P.E., Director of Public Works/City Engineer Approved by: Aaron France, City Manager Presented by: Norm Wray, Senior Engineering Technician

ATTACHMENTS 1) Original Resident Concern 2) Area Map of El Coco Way 3) Vicinity Map of El Coco Way and Peak Park 4) BPMC Section 10.24.055 5) Proposed Changes

City Council Meeting of June 8, 2021 Page 270 -----Original Message----- From: Peyton Sent: Tuesday, March 9, 2021 6:53 AM To: City of Buena Park Subject: Petition

Hello,

I am trying to get information on starting a petition to make some parking by peak park permit parking. Residents keep getting tickets because they are “parking at the park” after hours, however, they are just parking in front of their homes.

Please let me know how to proceed.

Peyton

City Council Meeting of June 8, 2021 Page 271 EL COCO WAY

KNOTT AVE

PEAK PARK EL MONTE DR

EL DORADO DR

LA PALMA AVE

City Council Meeting of June 8, 2021 Page 272 7378

7281

7758 PEAK PARK PARK PLACE TOWNHOMES 7282

7281 PEAK PARK PARKING 7225

7820 7270

EL MONTE DR

KNOTT AVE 7269 7281

EL COCO WAY EL DORADO DR

7889 7890 7889 7890 : INDICATES THE PEAK PARK PROPERTY LINE

City Council Meeting of June 8, 2021 Page 273 4/20/2021 10.24.055 Parking of vehicles and trailers in city parks restricted.

Buena Park Municipal Code Up Previous Next Main Search Print No Frames Title 10 VEHICLES AND TRAFFIC Chapter 10.24 STOPPING, STANDING AND PARKING PURPOSES AND LOCATIONS

10.24.055 Parking of vehicles and trailers in city parks restricted.

No person shall park any vehicle or trailer within any city-owned park between the hours of eleven p.m. and six a.m. of the day following, nor during any hours when such park is not open to the public. Any vehicle or trailer found to be in violation of this section shall be subject to citation and/or removal. The provisions of this section shall apply only to city- owned parks where at least one sign has been posted at each public entrance giving notice of the provisions hereof. (Ord. 1396 § 1, 1999)

View the mobile version.

City Council Meeting of June 8, 2021 Page 274 qcode.us/codes/buenapark/ 1/1 8'

20' 1 2 1 2 3 3

4 24' TYP. 5 4 6

EL COCO 7 EL COCO 8 5

WAY 9 WAY 10 11 6 12 13 7 14 9' 15 16 8

9 26' +/- 17 18 10 19 20 21

20' 11 22 23

17'

EXISTING CONDITIONS PROPOSED LAYOUT NOTES: 1. EXISTING PARKING HAS APPROXIMATELY 9 TO 12 SPACES ON THE WEST SIDE OF THE STREET AND 24 SPACES ON THE EAST SIDE. 2. PROPOSED PARKING AS 23 SPACES ON THE WEST SIDE OF THE STREET AND 11 SPACES ON THE EAST SIDE.

City Council Meeting of June 8, 2021 Page 275 Item 10.

STUDY AND EXECUTIVE SESSION

BUENA PARK CITY COUNCIL STUDY SESSION EXECUTIVE SESSION SUMMARY SHEET MEETING DATE: June 08, 2021 TOPIC: DISCUSS AND PROVIDE DIRECTION FOR ESTABLISHING A REDISTRICTING COMMISSION FOR THE CITY OF BUENA PARK

FROM: Adria M. Jimenez, MMC, City Clerk EXECUTIVE SESSION INFORMATION REQUIRED BY THE BROWN ACT: License Permit Determination 54956.7 Conference with Real Property Negotiator 54956.8 Conf w/Legal Counsel-Existing Lit. Conf w/Legal-Anticipated Lit. (exposure to) 54956.9(d)(2) 54956.9(d)(1) Liability Claims 54956.95 Conf w/ Legal-Anticipation Lit. (city initiated) 54956.9(d)(4) Worker's Compensation Claims 54956.95 Threat to Public Services or Facilities 54957 Public Employee Appointment 54957 Public Employment 54957 Public Employee Performance Evaluation Public Employee Discipline/Dismissal/Release 54957 54957 Conference with Labor Negotiator 54957.6 Report Involving Trade Secret Case Review/Planning 54957.8 Hearings Pursuant to Government Code Section (example: 54956.8, 54957.6) Applicant: Property: Negotiating Parties: Under Negotiation: Name of Case: Title (public employee items): Employee Organization (labor items): Subject Matter: Other: BACKUP MATERIAL? YES NO IN C.C. CONF. ROOM REQUESTED OF COUNCIL/AGENCY BOARD: Receive report and provide direction.

City Council Meeting of June 8, 2021 Page 276 Agenda Report to City Council Study Session

MEETING DATE: June 08, 2021 TO: The Mayor and City Council TITLE: DISCUSS AND PROVIDE DIRECTION FOR ESTABLISHING A REDISTRICTING COMMISSION FOR THE CITY OF BUENA PARK

DISCUSSION: At the City Council Meeting of May 25, 2021, the City Clerk reviewed the legal process and requirements for redistricting in the City of Buena Park. During the presentation, the City Clerk advised that at a future City Council Meeting, the City Council would review the options for establishing a redistricting commission, if desired. Under the State’s Fair and Inclusive Redistricting for Municipalities and Political Subdivisions Act (FAIR MAPS Act), local governments throughout California have several options for conducting the redistricting process. Census data is scheduled to be released on September 30, 2021. All options require local governments to complete the redistricting process and adopt a new district map by April 17, 2022. The City Council will need to select one of the following options. City Council Performs the Redistricting The City Council could conduct the redistricting process under provisions of the FAIR MAPS Act. This process ensures a transparent and open redistricting process through mandated outreach to the community, posting of all information on a dedicated City website that will remain public for 10 years, and various public engagement opportunities led by City staff and redistricting partners. This was the format successfully used for the districting process in 2016. Advisory Redistricting Commission The City Council could appoint an advisory commission through either direct City Council appointment or through an application and interview process. The City may impose additional requirements and restrictions on members of the commission in excess of those prescribed by State Law. For example, the City Council may require one commission member from each of the five districts be appointed to the Commission. Elected city officials, family members of elected officials, staff members or paid campaign staff of elected officials are ineligible to serve on the commission. After the release and analysis of the Census data, the Commission would swiftly begin the redistricting process. An example scope of work for the Advisory Redistricting Commission could

City Council Meeting of June 8, 2021 Page 277 include collecting community of interest testimony, drafting maps, seeking public input of the draft maps, and recommending a map to the City Council. This work would be advisory with the City Council ultimately having the authority to approve the final map. The Advisory Redistricting Commission is subject to the Brown Act and the Public Records Act, and members would be required to file a FPPC 700 Statement of Economic Interests.

Independent Redistricting Commission The City Council could establish an independent redistricting commission that would have authority to conduct the entire redistricting process and adopt the final map for the City. Under State Law, the City Council would have no role in the redistricting process or the selection of the commissioners, as both the redistricting and the commissioner selection processes must be independent from the City Council. The City Council would need to authorize the City Clerk or another staff member with reviewing and scoring applications, conducting an interview, and selecting qualified applicants to serve on the Commission. Hybrid Redistricting Commission A Hybrid Redistricting Commission is a commission that recommends two or more redistricting maps to City Council with the City Council choosing one of the maps as proposed. A hybrid commission is formed in a manner similar to an independent redistricting commission. The City Council is not permitted to alter the selected map in any way except as needed to comply with Federal or State law. The Independent Redistricting Commission and the Hybrid Redistricting Commission must pass an extensive list of qualifications/disqualifications. There are also post-service limitations on their ability to run for local office, serve on a local board or commission, seek city employment or otherwise contract with the City. Per State Law, Commissioners may not be comprised entirely of members from the same political party and the City may prescribe the manner in which members are appointed provided it uses an application process open to all eligible residents. The City may also impose additional qualifications and restrictions on members of the Commission. Elected city officials, family members of elected officials, staff members or paid campaign staff of elected officials are ineligible to serve on the commission. A person, or the person's spouse who has done any of the following in the preceding eight years (or a non-spouse family member in the preceding four years) shall not be appointed to the commission: Serve as an officer of, employee of, or paid consultant to, a campaign committee or a candidate for City Council. Served as an officer of, employee of, or paid consultant to, a political party as an elected or appointed member of a political party central committee. Served as a staff member or a consultant to, or who has contracted with, a currently serving city council member. Been registered to lobby in the City. Contributed $500 or more in a year to any city council candidate. While serving on the commission members may not endorse work for, volunteer for, or make a campaign contribution to, a candidate for city council. Post-service conduct prohibitions include for five years, upon appointment to the commission, a commission member is prohibited from being a candidate for an elective office of the City if: 1) The election for that office will be conducted using district boundaries adopted by the commission on which the member served; and, 2) The election for that office will be conducted using district boundaries adopted by the City pursuant to recommendations by the commission on which the

City Council Meeting of June 8, 2021 Page 278 member served. For four years, upon appointment to the commission, a commission member may not: 1) Accept employment as a staff member of, or consultant to, an elected official or candidate for elective office of the City; 2) Receive a non-competitively bid contract with the city; and 3) Register as a lobbyist for the City. For two years, upon appointment to the commission, a commission member may not accept an appointment to an office of the City. The Independent Redistricting Commission and Hybrid Commission are subject to the Brown Act and the Public Records Act, and members are required to file a FPPC 700 Statement of Economic Interests. The Commission shall be subject to the same redistricting deadlines and restrictions that apply to the City, in additional to map publishing requirements and restricting the drafting of districts favoring or discriminating against incumbents or candidates. The Independent Redistricting Commission and Hybrid Redistricting Commission would incur additional expenses for meetings and public outreach. Costs are estimated at approximately $15,000 and were approved at the City Council Meeting of May 25, 2021. In 2016, the City Council, as the legislative body, conducted the districting process. The City held an extensive public outreach campaign that included a video, public meetings with community stakeholders, emails, citywide mailings, a social media campaign, electronic billboard advertisements, and community workshops, to name a few. The City Council and Advisory Redistricting Commission could once again provide for the same or similar public outreach efforts, in addition to the public hearings required by State law. The City Council would utilize the public- drawn maps as well as the demographer's draft maps and select a final map based on submitted public-drawn maps and public input throughout the process. If the City Council chooses to create an Independent Redistricting Commission or a Hybrid Commission, commission members would act independently of the City Council and would be responsible for creating and approving the public outreach campaign, as long as the public hearing legal requirements are met. Consideration should be given to identify the role of the commission, whether there should be any additional local requirements to serve on the commission, how many residents should serve on the commission, and, the selection process. If City Council selects to establish an advisory, independent, or hybrid commission, the City Clerk would return with a resolution establishing the commission for City Council adoption at the next City Council meeting.

Prepared by: Adria M. Jimenez, MMC, City Clerk Approved by: Aaron France, City Manager Presented by: Adria M. Jimenez, MMC, City Clerk

ATTACHMENTS None

City Council Meeting of June 8, 2021 Page 279 Item 11.

STUDY AND EXECUTIVE SESSION

BUENA PARK CITY COUNCIL STUDY SESSION EXECUTIVE SESSION SUMMARY SHEET MEETING DATE: June 08, 2021 TOPIC: DISCUSS AND PROVIDE DIRECTION REGARDING DIRECTION TO COUNCIL MEMBER-SELECTED VOTING DELEGATE (S) FOR REGIONAL AND STATE COMMITTEE MEETINGS

FROM: Adria M. Jimenez, MMC, City Clerk EXECUTIVE SESSION INFORMATION REQUIRED BY THE BROWN ACT: License Permit Determination 54956.7 Conference with Real Property Negotiator 54956.8 Conf w/Legal Counsel-Existing Lit. Conf w/Legal-Anticipated Lit. (exposure to) 54956.9(d)(2) 54956.9(d)(1) Liability Claims 54956.95 Conf w/ Legal-Anticipation Lit. (city initiated) 54956.9(d)(4) Worker's Compensation Claims 54956.95 Threat to Public Services or Facilities 54957 Public Employee Appointment 54957 Public Employment 54957 Public Employee Performance Evaluation Public Employee Discipline/Dismissal/Release 54957 54957 Conference with Labor Negotiator 54957.6 Report Involving Trade Secret Case Review/Planning 54957.8 Hearings Pursuant to Government Code Section (example: 54956.8, 54957.6) Applicant: Property: Negotiating Parties: Under Negotiation: Name of Case: Title (public employee items): Employee Organization (labor items): Subject Matter: Other: BACKUP MATERIAL? YES NO IN C.C. CONF. ROOM REQUESTED OF COUNCIL/AGENCY BOARD: Receive report and provide direction.

City Council Meeting of June 8, 2021 Page 280 Agenda Report to City Council Study Session

MEETING DATE: June 08, 2021 TO: The Mayor and City Council TITLE: DISCUSS AND PROVIDE DIRECTION REGARDING DIRECTION TO COUNCIL MEMBER-SELECTED VOTING DELEGATE (S) FOR REGIONAL AND STATE COMMITTEE MEETINGS

DISCUSSION: At the City Council Meeting of May 11, 2021, Council Member Swift requested a discussion regarding Council Member-selected voting delegates receiving input and direction for voting on the City Council's behalf. Some of the government organizations the City belongs to such as Southern California Association of Governments (SCAG), the League of California Cities, and the City Selection Committee, require the City Council to appoint one member of the City Council as the voting delegate to attend a regional or statewide meeting and vote on the City Council's behalf. Voting issues can vary and may include regional or state organizational issues such as statewide local government-supported resolutions, by-law amendments, committee appointments, or any other matters affecting local government. Traditionally, the voting delegate has accepted the responsibility of voting on the City's behalf with the understanding that the decision to vote on the matter(s) before them is at their own choosing. If the City Council would like to revise this practice, the City Council could adopt a policy requiring Council Member-selected voting delegates to receive input and direction from the City Council, in open discussion at regularly scheduled City Council Meeting, prior to submitting the City's vote. Staff is requesting the City Council discuss this option and provide direction to staff.

Prepared by: Adria M. Jimenez, MMC, City Clerk Approved by: Aaron France, City Manager Presented by: Adria M. Jimenez, MMC, City Clerk

ATTACHMENTS None

City Council Meeting of June 8, 2021 Page 281