Agenda packet, regular meeting — Buena Park City Council, January 9, 2024 (part 3 of 3)

CITY OF BUENA PARK
Department of Public Works

Amendment No. 2 to Agreement No. 23-04

PROJECT NAME: Peak Park and Boisseranc Park Pool Improvements Project

SCOPE OF WORK: Proceed to provide additional design services for Peak Park and Boisseranc Park Pool Improvements Project

CONSULTANT: Pacific Advanced Civil Engineering, Inc.
17250 Newhope Street, Suite 200
Fountain Valley, CA 92708

This Amendment No. 2 to Agreement No. 23-04 is dated January 09, 2024, and is between the City of Buena Park, a C alifornia municipal corporation (“City”) and Pacific Advanced Civil Engineering, Inc., a California corporation (“Consultant”).

RECITALS

Whereas, the City and Consultant entered into Agreement No. 23- 04 dated February 14, 2023, (“Agreement”), pursuant to which Consultant was retained by the City to provide Professional Design Engineering Services for the Peak Park and Boisseranc Park Pool Improvements Project.

Whereas, the City and Consultant desire to amend Agreement No. 23-04, as amended, to amend the scope of ser vices to include additional design services for the Peak Park and Boisseranc Park Pool Improvements Project.

Now therefore, the parties agree as follows:

1. The first sentence of Section 2.0 (“SERVICES”) of the Agreement is hereby amended to read as follows:

“The CONSULTANT shall perform during the term of this Agreement, those services set forth in the CONSULTANT’S PROPOSAL dated February 1, 2023 , attached hereto as
Exhibit “A” and those additional design services set forth in the CONSULTANT’S PROPOSAL, dated June 5, 2023, attached hereto as Exhibit “C.”

2. Section 3.0 (“TIME OF PERFORMANCE” ) of the Agreement is hereby amended to add the following sentence:

“Further, the CONSULTANT shall perform all servi ces provided in Exhibit “C” in a timely and diligent manner so as not to delay the overall project.”

Page 2 of 2 ends

3. The first sentence of Section 5.0 (“COMPENSATION”) of the Agreement is hereby amended to read as follows:

“As full compensation for CONSULTANT’S services provided under this Agreement, including reimbursement of expenses, CITY shall pay CONSULTANT the NOT TO EXCEED amount of $ 132,710.00 for services set forth in Exhibit “A” and the NOT TO EXCEED amount of $ 21,790.00 for services set forth in Exhibit “C” for a total NOT TO EXCEED amount of. The not to exceed amounts established for the services described in Exhibit “A” and “C”, respectively, shall be considered separate and funds dedicated to the services described in either Exhibit “A” or “ C” may not be reallocated to cover cost overages in the other absent advance approval from the City.”

4. This Amendment No. 2 constitutes a full accord and satisfaction as to claims for all additional costs. The execution of this Amendment No. 2 is a waiver of any rights or claims by the CONSULTANT to any additional compensation for any items of the work not specifically amended herein.

5. Except as expressly modified or supplemented by this Amendment No. 2, all of the provisions of the Agreement shall remain unaltered and in full force and effect. In the event of a conflict between the provisions of this Amendment No. 1 and the provisions of the Agreement, the provisions of this Amendment No. 1 control.

CITY OF BUENA PARK PACIFIC ADVANCED CIVIL ENGINEERING , INC.

A Municipal Corporation A California corporation

BY:

Aaron France, City Manager Mark Krebs, President

DATE: ______________________________

ATTEST:

____________________________________
Zirang Song, Vice President/Recreational
Water Division Manager
BY:

Adria M. Jimenez, MMC, City Clerk

APPROVED AS TO FORM:

BY:

Christopher G. Cardinale, City Attorney

City of Buena Park
City Council Regular Meeting Agenda Report

APPROVAL OF THE BUENA PARK NAVIGATION CENTER MANAGEMENT, OPERATIONS, AND PUBLIC SAFETY (MOPS) PLAN
Meeting
Tuesday, January 9, 2024, 5:00 PM
Agenda Group
CONSENT CALENDAR Item: 4G
Presented By
Jim Box, Director of Community Services
Prepared By
Jim Box, Director of Community Services
Approved By
Aaron France, City Manager

RECOMMENDED ACTION
1) Approve the revised MOPS Plan 2024 submitted by the Navigation Center operator, Mercy House, and the Navigation Center Oversight Commission; and 2) Authorize the City Manager and City Attorney to make any necessary, non-monetary changes to the plan.

PREVIOUS CITY COUNCIL ACTION
On May 28, 2019, the City Council approved the agreement between the City and Mercy House to operate the Navigation Center after a thorough selection process. On February 25, 2020, the City Council approved an 'on-boarding' agreement between the City and Mercy House to hire staff and procure items needed for the facility.

Mercy House currently operates a number of other homeless Navigation Centers in the region. One of the key documents that will guide operations of the facility is the Management, Operations, and Public Safety (MOPS) Plan. Adoption or approval of the MOPS Plan is customary in order to ensure the facility is being managed at agreed upon standards. On June 23, 2020, the City Council approved the original MOPS.

DISCUSSION
The Buena Park Navigation Center has now been in full operation since 2020. Staff has been working in cooperation with Mercy House since its opening. The Navigation Center Oversight Commission was established on July 9, 2019, to actively engage with stakeholder organizations, local businesses, residents and center participants to ensure the success and safe operations of the Buena Park Navigation Center.

A sub-committee of the Navigation Center Oversight Commission was formed consisting of 3 commissioners and city staff to review and make recommendations to City Council on modifications, additions and deletions to the current Buena Park Navigation Center MOPS Plan.

Attachments
BPNC MOPS revised 4.19.2023.pdf
After review and consultation with Mercy House staff, the new proposed MOPS Plan was presented at the Commission meeting on April 19, 2023.

Staff have reviewed the revised MOPS Plan submitted by Mercy House and the Buena Park Navigation Center Oversight Commission, and believe it is consistent with City Council past direction, as well as governing agreements and applicable law. The MOPS Plan may be modified to address operational needs, legitimate concerns raised by clients/their counsel, or changes or development in the law. There are no substantial changes made to the proposed MOPS Plan. All changes are minor in nature and can be viewed in the attached document.

BUDGET IMPACT
There is no budget impact as a result of this item.
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Buena Park Navigation Center
Management, Operations
and Public Safety Plan
April 19, 2023

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Table of Contents

SECTION I. PURPOSE & INTRODUCTION ..................................................................................................................... 6 SECTION II. SHELTER ADMINISTRATION ...................................................................................................................... 7 A. PROGRAM DESCRIPTION ............................................................................................................................... 7

1. Population Served ..................................................................................................................................... 7

2. Program Description .................................................................................................................................. 8

3. Services Provided .................................................................................................................................... 11

4. Coordinated Entry System Integration .................................................................................................... 11

5. Target Goals/Expected Outcomes ........................................................................................................... 12

6. Program Layout ....................................................................................................................................... 13 B. ADMISSION CRITERIA AND PROCEDURES ................................................................................................... 14

1. Client Program Expectations ................................................................................................................... 14

2. Identification Requirements .................................................................................................................... 14

3. Screening Requirements ......................................................................................................................... 14

4. Bed Reservation System .......................................................................................................................... 14

5. New Clients .............................................................................................................................................. 15

6. Day Leave and Returning Clients ............................................................................................................. 16

7. Hours of Operation .................................................................................................................................. 16 C. Overflow Management ............................................................................................................................... 17

1. Coordinated Service Delivery Plan .......................................................................................................... 17

2. Overflow Policies ..................................................................................................................................... 17 D. Exit and Re-Admission ................................................................................................................................. 18

1. Exit and Readmission Policies .................................................................................................................. 18

2. Exit Procedures ........................................................................................................................................ 20 E. Housing Navigation Services Policy ............................................................................................................. 20

1. Documentation of Housing Navigation Services and Data Security Policies ........................................... 20 F. Daytime Program Policies............................................................................................................................ 21 G. Multi-Service Center Program Policies ........................................................................................................ 21

1. Outside Multi-Service Center Clients ...................................................................................................... 21

2. Lead Agency Protocols............................................................................................................................. 21

3. Requirements for Service Provider Partners ........................................................................................... 22 H. Good Neighbor Policy - Community Coordination and Communication .................................................... 22

1. Communication and Coordination with Neighborhood, Businesses and Public ..................................... 22

2. Communication and Coordination with Local Police and Fire Departments .......................................... 23

3. Communication and Coordination with City, County, and Service Providers ......................................... 24

4. Policies for Community Involvement ...................................................................................................... 24

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5. Policies for Neighborhood Outreach Patrol ............................................................................................ 24 I. Navigation Advisory Commission ................................................................................................................ 25

1. Composition of Commission.................................................................................................................... 25

2. Meeting Schedule .................................................................................................................................... 25

3. Accountability and Grievance Process and Policies ................................................................................ 25

4. Reports to the Commission ..................................................................................................................... 26 J. Safety Policies .............................................................................................................................................. 26

1. Facility Maintenance ............................................................................................................................... 26

2. Fire and Earthquake Safety ..................................................................................................................... 27

3. Fire Prevention Procedures ..................................................................................................................... 28

4. Fire Drills and Documentation ................................................................................................................. 28

5. Fire Inspections and Extinguishers .......................................................................................................... 29

6. Earthquake Safety ................................................................................................................................... 29 K. Security Plan ................................................................................................................................................ 29

1. Eligibility Screening .................................................................................................................................. 29

2. Secured Entrances ................................................................................................................................... 29

3. On-site Security Personnel ...................................................................................................................... 30

4. Staff Plan.................................................................................................................................................. 31

5. Security .................................................................................................................................................... 32

6. Security Alarms and Cameras .................................................................................................................. 32

7. Security Lighting ...................................................................................................................................... 33

8. Loitering Policy ........................................................................................................................................ 33

9. De-escalating Conflicts ............................................................................................................................ 33

10. Entrance and Exit Procedures .............................................................................................................. 33

11. Policy regarding storage of client’s possessions ................................................................................. 33

12. Policy Pertaining to Searching of Clients’ Property by Staff ................................................................ 34

13. Policy on Possession of Weapons On-Site ........................................................................................... 35

14. Procedure for Contacting Police .......................................................................................................... 35 L. Health Policies ............................................................................................................................................. 35

1. Housekeeping Policies ............................................................................................................................. 35

2. Pets, ESAs and Service Animal Policies .................................................................................................... 37

3. Possession and Use of Controlled Substances ........................................................................................ 37

4. Policy for Drug Possession ....................................................................................................................... 38

5. Security, Use and Access of Prescription Medications ............................................................................ 38

6. Client Use of Over-The-Counter Medications ......................................................................................... 38

7. Client Access to Emergency and Medical Care ........................................................................................ 38

8. First Aid Equipment, Supplies and Procedures........................................................................................ 39

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9. Policies & Procedures for Disease Prevention......................................................................................... 39 M. Food Policies ............................................................................................................................................ 40

1. Provision of Nutritional Needs of Clients ................................................................................................ 40

2. Meeting the Health Department Standards ............................................................................................ 40 N. Transportation Policies ................................................................................................................................ 41

1. Transportation Flow On and Off Property ............................................................................................... 41

2. Pedestrian Traffic .................................................................................................................................... 41

3. Bicycle Traffic and Parking ....................................................................................................................... 41

4. Shuttle Transportation Services .............................................................................................................. 42

5. Personal Vehicle Transportation and Parking ......................................................................................... 42

6. Staff Transportation of Clients ................................................................................................................ 43

7. Delivery of Shelter Goods and Community Donations ............................................................................ 43 O. Financial Policies .......................................................................................................................................... 43

1. Financial Requests from Clients .............................................................................................................. 43

2. Client Possessions and Funds .................................................................................................................. 43

3. Annual Outside Audit .............................................................................................................................. 44

4. Financial Reports Review......................................................................................................................... 44 P. Legal Policies............................................................................................................................................ 44

1. Policy for Compliance with Local Laws .................................................................................................... 44

2. Policy for Compliance with Labor Laws ................................................................................................... 44 Q. Non-Discrimination Policies ........................................................................................................................ 45

1. Policy for Compliance with Americans with Disabilities Act ................................................................... 45

2. Gender-Specific Programming Policy ...................................................................................................... 45

3. Sexual Harassment Policy ........................................................................................................................ 45

4. Policy Regarding Sex Offenders ............................................................................................................... 46 R. Confidentiality Policies ................................................................................................................................ 46

1. Personal Confidentiality .......................................................................................................................... 46

2. Database Confidentiality Policies ............................................................................................................ 48

3. Exceptions to the Confidentiality Policy .................................................................................................. 48

4. Grievance Policies .................................................................................................................................... 48

5. Receiving and Posting .............................................................................................................................. 48

6. Meeting with Staff ................................................................................................................................... 49

7. Whistleblower Policy ............................................................................................................................... 50 SECTION III. STAFFING AND MANAGEMENT PLAN ................................................................................................... 50 A. Staff Policies ................................................................................................................................................ 50

1. Hiring Policy ............................................................................................................................................. 50

2. Screening Procedure ............................................................................................................................... 51

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3. Acceptance Procedure ............................................................................................................................ 52

4. Staffing Policies for Safe Humane Environment ...................................................................................... 52 B. Policies for Staff Training ............................................................................................................................. 54

1. Emergency Procedures - Evacuation, First Aid, and CPR, 911 Reporting ................................................ 54

2. Safety Conduct - Prevention of Abuse, Crisis Intervention, Conflict Resolution ..................................... 54

3. Appropriate Behavior for Dignity and Respect ....................................................................................... 54

4. Communication ....................................................................................................................................... 55

5. Resources and Referrals .......................................................................................................................... 55

6. Mental Health and Addiction Skills ......................................................................................................... 55

7. Self - Care................................................................................................................................................. 55

8. Annual Staff Evaluation and Training Plan .............................................................................................. 56

9. Documentation of Staff Training ............................................................................................................. 56 C. Volunteer Policies ........................................................................................................................................ 56

1. Selection, Screening, and Background Checks ........................................................................................ 56

2. Orientation and Training ......................................................................................................................... 56

3. Volunteer Code of Ethics ......................................................................................................................... 57

4. Identifiable Lines of Authority ................................................................................................................. 58

5. Descriptions of Volunteer Tasks .............................................................................................................. 58 SECTION IV. ATTACHMENTS ..................................................................................................................................... 59 ATTACHMENT “A”: JOB DESCRIPTIONS ............................................................................................................... 60 Program Manager – Buena Park Navigation Center ........................................................................................... 63 Job Description .................................................................................................................................................... 63 Site Leader – Buena Park Navigation Center ................................................................................................... 65 Lead Housing Navigator................................................................................................................................... 66 Housing Navigator – Buena Park Navigation Center ....................................................................................... 67 Logistics Coordinator – Buena Park Navigation Center ................................................................................... 68 Overnight Logistics Coordinator – Buena Park Navigation Center .................................................................. 69 ATTACHMENT “B”: SHELTER CLIENT EXPECTATIONS .......................................................................................... 70 ATTACHMENT “C”: VOLUNTEER POLICIES ........................................................................................................... 76

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SECTION I. PURPOSE & INTRODUCTION

The purpose of the Management, Operations and Public Safety Plan (“Plan”) is to advise the City of Buena Park on a best practice model for operation of a Year Round Emergency Shelter Program and Multi-Service Center, as seen at the Buena Park Navigation Center, Buena Park, CA. The Plan may also be used to promote open communication between community stakeholders to help facilitate the adoption of additional Year Round Shelters, Multi-Service Centers, and Navigation Centers.

Establishing a Year-Round Emergency Shelter Program and Multi-Service Center will meet critical needs amongst some of the most vulnerable people in our neighborhoods, while also addressing a pressing social issue that is deeply impacting local businesses and communities.

The Plan identifies emergency shelter services for homeless persons and best practices to maintain a safe and healthy environment for its clients and the community at large. The overall purpose of the program is to connect homeless persons to permanent housing opportunities and resources to maintain housing stability and self-sufficiency. Goals and guidelines of the Plan align to National Standards of The HEARTH Act (2009).

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SECTION II. SHELTER ADMINISTRATION

A. PROGRAM DESCRIPTION

1. Population Served

Year-Round Emergency Shelter Program and Navigation Services

The Buena Park Navigation Center serves 149 shelter clients (90 beds for men, 49 beds for women, and 10 beds for couples) while providing access to a range of programs and supportive services. To ensure that the shelter will meet the needs of the community in serving chronic and vulnerable homeless people, clients are admitted with minimal, “low-threshold” requirements so that chronic and vulnerable homeless people can easily enter and remain in shelter until they can find permanent housing.

Those accessing Buena Park Navigation Center include homeless adults from the Northern SPA only.

Each new client is screened for sex offender and active felony warrant status before admission (screening takes place prior to the arrival at the facility as part of the bed reservation system), as detailed in the “Admission Criteria and Procedures.”

All clients have access to and are encouraged to participate in all services provided. Every client is assigned a Housing Navigator at the time of intake, who will work with them to create a housing plan. All clients are required to work this housing plan as part of their enrollment with Buena Park Navigation Center, and they are notified of this prior to their enrollment with the program.

Access to the shelter is limited to clients that are currently enrolled with Buena Park Navigation Center, and because the Multi -Service Center is fully integrated within the shelter services provided, on -site services are strictly for currently enrolled clients only . If after time, the Shelter Operator, host City and operator partners may consider the Multi -Service Center a public benefit for the broader homeless community and/or the surrounding neighborhood community, th ey may open participation and access to a larger population.

To manage the impact on the surrounding community, should access to the shelter be opened to a wider population than just the 149 individuals who live in the shelter, the following policies are recommended:

1. Services should be accessed by appointment only; no walk-ins will be accepted;

2. On-site partner agencies must be responsible for coordination of service appointments;

3. On-site partner agencies must be responsible for providing transportation options to and from the shelter for scheduled appointments.

Commented [CM1]: Include language that, upon exit, the
Housing Navigator will provide contact information for Cal-AIM Housing Navigator or other appropriate community housing navigator
Commented [BJ2]: 10/6/2022
City will also explore option regarding Cal- Aim with Mercy House to reduce costs associated navigator services.

Commented [TH3R2]: Mercy House is currently developing
our partnership with CalOptima to implement CalAim billing and services across our programs.

Compliant to the OC Standard of Care, to whatever extent possible when clients are exited from shelter we will provide an exit plan that includes referral to other available resources.

Commented [TH4R2]: Language was added to the section on program exits about SoC compliance and exit plans.

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2. Program Description

Buena Park Navigation Center is designed to provide safe shelter, basic needs, and access to support to move individuals out of homelessness and into permanent housing opportunities.

Access to safe shelter

Buena Park Navigation Center accommodates overnight sleeping for 149 individuals per evening. Access to Buena Park Navigation Center is provided 24 hours a day, seven days/week, 365 days a year. In order to decrease the impact to the surrounding neighborhood, access to bed availability is handled through a reservation system. Walk-ins will not be permitted.

Length of Stay

There is no set minimum and the maximum length of stay is 90 consecutive days. Clients at Buena Park Navigation Center may stay enrolled with the program past the 90 days if they remain good neighbors and dedicated to working their personalized Housing Plan. This extended stay may be granted through an Extension Request process that is overseen by each client’s Housing Navigator and Program Management team. The client must complete a Request for Extension A pplication which, if granted, may extend their stay for an additional 90 days. Each client is assigned a Housing Navigator supporting their progress toward Housing Stabilization. The program is designed to provide this support until a housing option become s available. However, at any time a client may be exited from the shelter for safety or continual shelter violations as outlined in the “Exit and Readmission Policies”. Additionally, if a client exceeds 90 days, intensified housing location and exit plan strategies will be implemented.

Consistent with national best practices and trends, the goal for length of stay should be 30 days or less.

The Operator maintains a report that accounts for clients with lengths of stay exceeding 180 days and reasons why with accountability to Advisory Committees.

Sleeping Areas

Bed types consist of single beds. Each client is assigned a bed and bedding for the length of their stay.

Every client is made aware upon intake that they may need to switch beds as the need requires it.

Transgendered clients may be assigned to beds in whichever dorm is appropriate to the gender with which they identify.

Below is the available bed breakdown at Buena Park Navigation Center:

o TOTAL BEDS: 149
 Total Men’s Beds: 90
Commented [CM5]: In addition to Dashboard, Mercy House to routinely report this information at scheduled BP Nav Ctr Commission meetings.

Commented [TH6R5]: This is a practice that we have in place at our County shelter and will replicate at BPNC along with case conferencing 'long stayers' with the City's team during monthly meetings

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 Total Women’s Beds: 49
 Total Couples Beds: 10

There is a men’s dorm, a women’s dorm and a couple’s dorm. No male clients are allowed in the women’s dorm without specific permission and close guidance from staff. The same is true of female clients in the men’s dorm.

Meals

Breakfast, lunch, dinner and snacks are provided for all clients in the central dining area, referred to as “The Commons”. Meals are cooked off-site by a third party vendor and brought on-site and served.

Clients in need of specialty diets can make requests for these diets at intake or through a request for accommodation process. The Shelter Operator coordinates with a licensed food vendor to provide meals from within the kitchen.

Hygiene Facilities

Hygiene facilities are provided on -site including toilets, showers and laundry facilities. Clients are encouraged to utilize these facilities as daily resources to them. Toiletries are provided by the Shelter Operator to clients as needed, and there is one All-Gender restroom available for those who need.

Clients of the program are required to shower and turn in their laundry for cleaning on a regular basis, as outlined in the Health and Safety Policies.

Transportation

Non-referred persons (“walk-ups”) are prohibited from receiving shelter access. New and returning clients receive direct transportation to and from the shelter daily, and those with street-legal personal motor vehicles are permitted to use their vehicles and park them on site if parking is available or off-site in a public lot at the owner’s own risk. Dates and times for daily pick-ups are outlined in the “Transportation Policies.” Buena Park Navigation Center will use designated locations that provide ample geographic range for those seeking shelter services in the city of Buena Park and serves to minimize community impact and safety considerations. Each chosen location has been selected in coordination with service providers, public safety, and City input. The Operator does not drop-off/pick-up other than at agreed upon locations, unless for medical emergencies, or with specific permission and guidance from management and community partners for special events/occasions.

Security

Commented [CM7]: Assure ‘Specialty Diet’ needs are included on the client Intake form.

Commented [TH8R7]: Specialty diet language added
Commented [CM9]: Consider third party vendor participate in new Cal-AIM program for required specialty diets/nutrition with potential reimbursement for Cal Optima participants.

Commented [TH10R9]: Mercy House can make
recommendations to our vendors, but CalOptima contracting and CalAim billing would be decisions made by the vendor

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The Shelter Operator follows policies and procedures that promote utmost safety for clients, staff, volunteers, and the community and strives to provide an atmosphere that promotes community, stays alert for signs of conflict, and confronts behaviors before they escalate. The security plan includes a multi- faceted approach involving screening for sex offenders, convicted arsonists, and individuals with open felony warrants, secured and separate entrances and exits, security searches, confiscation of harmful contraband, trained security personnel providing around-the-clock indoor and outdoor coverage, security and smoke alarms, cameras and lighting. Other program elements which support security efforts include no walk ups and no loitering policies.

Storage

All clients have access to indoor and rolling personal storage space. Each client is assigned a personal storage bin for personal valuables and is permitted to keep a limited amount of personal effects at their bedside in provided lockable storage containers. One rolling outdoor storage bin is also available to each client. Additionally, clients may store temperature-sensitive medication in a locked refrigerator accessible only by program staff.

Housing Navigation Services

Upon entering the shelter, each client is assigned a Housing Navigator. The primary function of the Housing Navigator is to work side-by-side with the client to create a pathway toward permanent housing opportunities, with the ultimate goal of ending their homelessness within a 30-day timeframe.

Additionally, the Housing Navigator provides resources and support to the client during their stay, including encouraging them to access any and all services provided on-site. The Housing Navigator ensures that all clients are entered into the Coordinated Entry System, as the first line of housing engagement.

Together, each Housing Navigator and client completes a personalized Housing Plan which will guide their efforts toward securing permanent housing opportunities. Meeting with the client at least weekly, the Housing Navigator documents their progress towards the actions outlined in the Housing Plan.

Daytime Program Activities

As a 24-hour Year-Round Emergency Shelter Program, the Shelter Operator encourages all clients to stay on-site during the day and to take advantage of the on-site services provided to them during the daytime.

Daytime program activities include but are not limited to, the following:

● Full access to any and all on-site service providers; ● Life skills classes and workshops;
● Indoor and outdoor recreational activities (ex: exercise classes; ping pong, library time, space permitting)
Commented [CM11]: See Pg 33: Each client is assigned a
lockable storage bin and lock to go under the bed for personal valuables.

Commented [TH12R11]: Locking language added
Commented [CM13]: Minimum expectation is Housing
Navigator meet weekly with client towards successful Housing Plan.

See Pg. 19

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3. Services Provided

Buena Park Navigation Center incorporates a combination of basic needs services as well as supportive services aimed at creating pathways into housing.

The following services are provided:

1. Intake/Assessment/Housing Navigation

2. Crisis Evaluation/Mental Health Evaluation Services

3. On-site Centralized Intake

4. Domestic Violence Referrals

5. Shelter Beds

6. Health Clinic

7. Transportation Services and Assistance

8. Computers and Email access

9. Security

10. Meals and Food

11. Homeless Prevention and Diversion Assistance

12. Crisis Evaluation Referrals

13. 211 referrals

14. Employment and Job Placement Resources

15. Substance Abuse Treatment Referrals

16. Mental Health Treatment (on or off site)

17. Laundry

18. Client Storage

19. Respite facilities (a quiet space for clients to rest away from the noise of shelter life)

20. Recreational Activities

21. Dog Walk Area and Pet Services

22. Clothing Donation and Distribution

23. Electronic Charging Stations

4. Coordinated Entry System Integration

Buena Park Navigation Center serves as a designated “Entry Point” of the Coordinated Entry System. The Shelter Operator’s staffing plan includes designated staff to conduct Diversion screening and prevent those with other resources from entering the homeless shelter system. Housing Navigators assist Buena Park Navigation Center clients obtain the vital documents necessary to move forward in their housing connection process, once matched to permanent housing opportunities by the Coordinated Entry Module.

Commented [CM14]: Consider separating “Baseline” into On- Site and Referrals to Off-Site services.

Commented [TH15R14]: Removed the work baseline for
clarity and merged lists

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5. Target Goals/Expected Outcomes

The target goals and expected outcomes for Buena Park Navigation Center adhere to guidelines and expectations set forth by the U.S. Department of Housing and Urban Development’s HEARTH Act.

Buena Park Navigation Center is not regarded as a singular program, as it provides support to Orange County’s Northern SPA helping to move the system towards higher a level of system performance, a reduction in the number of persons who experience homelessness in our community and an increase in access to housing opportunities for chronically homeless individuals utilizing Year Round Emergency Shelter Program services.

Indicators for measuring effective system performance include the following key considerations:

a. Reduction in First Time Homeless -
Are fewer people experiencing homelessness for the first-time? Are only persons who have no safe, appropriate housing option being admitted to shelter?

100% of guests served at the Buena Park Navigation Center will be literally homeless.

b. Overall Reduction in Number of Persons Who Experience Homelessness - Are overall rates of homelessness declining? Is street homelessness declining? Is chronic homelessness declining?

30% of clients who exit the Buena Park Navigation Center to known destinations will exit into permanent housing.

c. Reduction in the Length of Time Homeless
Do people stay homeless for shorter periods of time? A reasonably short length of time homeless indicates system and program success in rapidly re-housing persons who are homeless. It can also indicate efficiency related to turnover of beds which is essential to meet system demand for Year Round Emergency Shelter Program.

Length of stay at the Buena Park Navigation Center will target national averages for shelter length of stay.

d. Successful Resolution of Housing/Homeless Crisis
Do people resolve their housing/homeless crisis successfully by maintaining/obtaining permanent housing? Are people successfully connected to community-based supports?

Over 90% of clients enrolled at the Buena Park Navigation Center will create a housing plan with their navigator and will enroll in the Coordinated Entry System.

Commented [CM16]: Identify specific BP Nav Ctr goals and outcomes under the HEARTH ACT categories A-E rather than questions.

Commented [BJ17]: This statement is not phrased as
indicators but more as a question these seem to be goals not indicators???

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e. Reduction in Recidivism (subsequent return to homelessness) Are repeat occurrences of homelessness avoided or declining?

75% of Buena Park Navigation Center clients who exit to permanent housing will not return to the homeless management system in the next year.

6. Program Layout

Buena Park Navigation Center is located at 6490 Caballero Blvd. in Buena Park, CA 90620. The program’s current space layout is as follows (rough estimates):

TOTAL SQUARE FOOTAGE OF BUILDING: 15,360 ft2

 Total Dormitory: 7,252 ft2
o Men’s Dorm: 4512 ft2
o Women’s Dorm: 2240 ft2
o Couple’s Dorm: 500 ft2

 Dining/Commons Area: 1792 ft2

 Site Administration and Operations Offices: 528 ft2

 Intake and Service Desk: 1024 ft2

 Restroom and Shower Areas: 886 ft2
o Men’s: 720 ft2
o Woman’s: 600 ft2
o All Gender: 128
o Staff Restrooms: 128 ft2

 Laundry Facilities: 225 ft2

 Kitchen: 528 ft2

In addition, Buena Park Navigation Center also features the following:

 Outdoor Facilities/Areas
o Outdoor Common Area
o Bike Rack Area
Commented [CM18]: Include multi-purpose space designated for Clinic and Isolation Care areas

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o Dog Run

B. ADMISSION CRITERIA AND PROCEDURES

1. Client Program Expectations

Prospective clients must be able to perform all aspects of their care and ADLs (Activities of Daily Living, including but not limited to: feeding, showering, toileting, transferring, dressing), follow all Buena Park Navigation Center program expectations, and maintain appropriate behavior with consideration for all other clients of the shelter. All clients must review, initial and sign a copy of the "Expectations" document prior to enrollment (Attachments B and C). At intake, staff assists any and all clients who may have difficulty understanding or reviewing these expectations, and they are available to client at any time.

2. Identification Requirements

A form of official identification is required to verify identity; however, client s are not denied access to shelter services without one. In the event they do not have official identification, Housing Navigators assist clients in obtaining California ID, and can provide each client with a no-cost ID voucher.

Additionally, all clients receive a shelter-specific identification card upon entering the shelter that will be used for readmission during the duration of their stay. Shelter ID components include a photograph, intake date, date of birth, name and other identifying information.

3. Screening Requirements

No person validated on the sex offender registry (Megan’s Law) will be allowed to access the shelter property (screening will take place prior to the arrival at the facility as part of the bed reservation system). Additionally, no person with an open felony warrant or convicted of arson will be allowed to access the shelter property. The Shelter Operator works cooperatively with the local police department and utilizes the Orange County Sheriff’s Department’s public “Warrant Check” database to screen clients for any open warrants. Staff also utilizes the National Sex Offender Public Website to screen for sex offenses across the country.

4. Bed Reservation System

To minimize neighborhood impact, all clients seeking to access Buena Park Navigation Center and services must do so through a designated Intake and Bed Reservation System using Outreach Grid.

New prospective clients may contact one of the North SPA agencies currently authorized as a point of entry into Buena Park Navigation Center. After the referral agency representative discusses the program with the prospective client, the representative must check bed availability on the Bed Reservation System and verify Commented [BJ19]: Do we need to include the clinic or
isolation areas?
Commented [TH20R19]: Because the operation of the clinic is outside of Mercy House's scope we did not include it here

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that the client meets the minimum eligibility requirements including the background che ck. If the Bed Reservation System indicates that an appropriate bed is available for the client and a reservation is made for the client in Outreach Grid, the representative from the referring agency may transport the client to the Buena Park Navigation Ce nter during the timeframe indicated in the reservation system to complete the intake process. Cl ients will be screened for diversion and/or homeless prevention services, utilizing the Coordinated Entry System’s Diversion and Homeless Prevention Questionnai re. If they have an alternate, habitable location where they may stay, they will be diverted from occupying a shelter bed until their resources have been exhausted.

Clients meeting eligibility requirements and background check clearance are assigned a bed reservation number (pending bed availability) and given instructions on transportation options and designated arrival time.

In the event a client who has already enrolled with Buena Park Navigation Center has exited/been exited and is seeking reenrollment, they will be directed to contact the Call Center personally, so program staff may determine eligibility status. Returning clients are not required to reenroll through a referral partner, though they may take that route if desired.

The Shelter Operator provides on-site staff to track daily bed inventory and communicate daily bed vacancies with service providers through Outreach Grid. Additionally, 15 beds (10%) are designated to prioritize referrals from local police and/or for emergency or other qualified special situations.

5. New Clients

All new clients are screened using the Outreach Grid system which manages bed reservations and availability.

Beds are assigned based on availability and eligibility results. New clients are instructed to arrive at the designated shuttle pick up location or at the shelter through coordinated transportation, by 9:00 PM each night. Those who do not arrive before 9:00 PM without communicating previous arrangements will forfeit their bed for the night.

A security guard or safety coordinator is assigned to each evening shuttle, and the shuttle driver is provided a nightly manifest which includes all clients who are expected at pickup, including all new clients that are expected. The shuttle will transport clients directly to Buena Park Navigation Center.

Clients are strictly prohibited from loitering in the neighborhood surrounding Buena Park Navigation Center or causing any disruption at any of the shuttle pick up locations at any time. This is part of the Operator’s Good Neighbor Policy, which is strictly enforced. Failure to meet these expectations or severe violations of any other program policies could result in termination of the client’s enrollment. The

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operator conducts regular checks of a ½ mile radius in the form of outreach to enforce shelter expectations and avoid loitering and homeless congregations.

Upon arrival, clients must complete a security screening process and work with an Intake Coordinator to be informed of the program expectations of Buena Park Navigation Center, and complete necessary intake paperwork. As part of the Health and Safety guidelines, new clients must also shower on their first night in the shelter, and submit all clothing or additional bedding to be washed.

6. Day Leave and Returning Clients

At least two morning shuttles are available to clients who have a desire to leave the facility during the day for employment or personal appointments. At least two evening shuttles are also available to pick up any clients who have left and are returning for the night. Clients are allowed one leave, and one entry per day.

All clients must return to Buena Park Navigation Center before a 9:00 PM curfew unless authorized by management for late entry based on school, employment, etc. Requests to arrange late arrival can be made by completing a request for consideration form and are approved by the program manager.

Clients who leave the program during the day must sign out with staff on a form which logs their destination, and the time they are requesting to be picked up. This information is gathered and collated into a nightly “manifest” which is used by the shuttle drivers to guide their evening routes.

Clients arriving later than 9:00 PM for special unexpected circumstances (such as or discharge from the hospital) must communicate their anticipated arrival time with their Housing Navigator or Site Leader and receive approval for a late entry to be excused. Failure to communicate this could result in an Action Plan which could potentially result in termination, as subject to the “Readmission Policy” protocols.

Clients who are unable to meet the two evening shuttles must arrange alternate transportation to the shelter site, no later pickups will be provided and walk ups will be allowed.

7. Hours of Operation

Buena Park Navigation Center is open 24 hours, 365 days per year. These hours of operation will be in effect seven days per week, every week regardless of holidays or weather. Service Providers may schedule on-site services to occur at almost any time, and the service schedule is different each day.

Below is a Programing Schedule that is in effect on most days for general shelter activities:

5:00 AM – 8:00 AM Breakfast served
6:00 AM – 10:AM First and second wave of morning shuttle drop-offs 10:00 AM – 12:00 PM Dorms are closed (Monday-Friday)
11:00 AM – 1:00 PM Lunch served
3:00 PM – 4:00 PM Snack served
4:00 PM First wave of evening shuttle pick-ups
Commented [BJ21]: Are checks done daily?
Commented [TH22R21]: Neighborhood patrols are made
regularly, but not daily.

Commented [CM23]: Delete ‘daily’
Refer to Pg 24 “Neighborhood Outreach Patrol” for specifics Commented [CM24]: Clearly identify specific process for late entry (related to work or school) authorization by management Commented [TH25R24]: Language added
Commented [CM26]: Clearly identify specific process for late entry (related to work or school) authorization by management Commented [BJ27]: I agree with Carol this needs to be clearly identified
Commented [TH28R27]: Request and approval language
added

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6:00 PM – 9:00 PM Dinner served
7:00 PM Second (final) wave of evening shuttle pick-ups 9:00 PM Curfew
10:00 PM Lights Out in Sleeping Area

C. Overflow Management

1. Coordinated Service Delivery Plan

There are times that the need for shelter beds outweighs the capacity of the 149 bed Buena Park Navigation Center Program, Therefore, a Coordinated Service Delivery Plan is implemented as needed, which includes coordination of the following diversion and redirection strategies:

a. Homeless Diversion
The Shelter Operator includes homeless diversion screening at the point of intake to ensure that those with alternative resources will not be accessing the homeless system. If clients identify at intake that they have a viable housing alternative to the shelter, The Operator can provide resources to connect the client to that alternative. The Shelter Operator utilizes all available resources to offer successful diversion assistance and, if they cannot provide the assistance themselves, call on other agencies within the Continuum of Care.

b. Coordination with Family Shelter Programs
As a frontline strategy, the Shelter Operator works with family shelters and other agencies to redirect any families who may arrive seeking shelter at Buena Park Navigation Center.

c. Coordination with Transitional and Bridge Housing providers The Shelter Operator works with other service providers to utilize Transitional and/or Bridge Housing vacancies when available. This form of housing can be utilized by returning clients who have been matched with a housing opportunity and will soon move into permanent housing. This strategy will increase the Program’s bed turnover rate as clients are successfully matched to alternate housing opportunities.

d. Coordination with other Year Round Emergency Shelter Program providers As more year round shelters come online, the Shelter Operator will partner with other providers and programs to redirect overflow to any additional shelter beds that may be available in the county.

2. Overflow Policies

The Bed Reservation System is designed to prevent and minimize overflow and capacity issues for the shelter. A daily bed utilization count ensures that the 149-bed capacity will be fulfilled each evening, as need for beds persist.

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In the event of a community-wide natural disaster or in extreme weather situations deemed so by state, county, or city authority , the shelter will maintain its “no walk-up” policy. However, the following option could be utilized by the Operator:

 Utilize alternative locations (churches) for additional beds that may accommodate homeless without a bed reservation during inclement weather or disaster. (Note that this option has budget implications/funding considerations for local government agencies.)

D. Exit and Re-Admission

1. Exit and Readmission Policies

Clients are considered to have exited the program when they voluntarily leave or are exited from the shelter for safety or continual shelter violations, or find alternate housing.

Mercy House’s exit policy complies to Orange County’s Shelter Standard of Care. When a client exits of their own volition or is exited for shelter violations, the client may contact the Call Center to screen for readmission eligibility after the time designated by staff (on average after 30 days). Clients who self exit are eligible for return provided a bed is available. Each client’s actual length of exit will depend on the severity of the infraction or safety violations. The Shelter Operator is balanced in their approach to program exits and readmission policies as it pertains to violations of the program expectations. The expectations include considerations for maintaining a safe and effective facility, safety for clients, volunteers, staff and the surrounding neighborhood. As written, they demonstrate compassion toward both homeless individuals who face increasingly vulnerable situations if forced to exit from a shelter situation to places not suitable for human habitation, as well as the community in which the program operates.

Violations of these expectations are documented and tallied by use of a notice called an Action Plan. The intent of the action plan is to discuss with the violation with the guest to ensure they fully understand the expectation and why their behavior was a violation. Additionally, the guest has the opportunity to create a plan to avoid further violations. For most infractions of the program expectations, staff utilizes verbal warnings and Action Plans. After five (or three of the same) Action Plans a guest may be asked to leave.

Severe infractions include open alcohol or use of drugs on a shuttle, violent attacks/fights, possession of weapons, etc. The Shelter Operator maintains a zero tolerance policy towards violence, sexual misconduct, other criminal activity, and drugs and medications used or possessed beyond the scope permitted in the program’s Health Polices. These behaviors, when substantiated, may be grounds for immediate enrollment termination upon a first offense and a minimum of 30 days out-of-program prior to readmission eligibility.

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Clients who use the facility, programs, and services in violation of a specific rule are obliged to adhere to those consequences. Depending on the circumstances, the consequences of these actions may also be subject to intervention by law enforcement, and if necessary, prosecution up to the limit of the law. To whatever extent is possible, when a client exits the program, Mercy House will work with them to create an exit plan which can include referrals to other services that they are eligible for, potentially including other shelters in the North SPA.

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2. Exit Procedures

When a client is asked to exit due to repeated violations of the program expectations, violence, or criminal activity, security escorts the person out of the building and staff provides transportation to one of the approved drop-off locations out of the surrounding area. In the event that an exited person refuses transportation off-site, they are advised once again of the Good Neighbor Policy and reminded that any incidents in the surrounding area may affect their ability to reenroll. Staff and security closely monitor any clients who leave by foot or bicycle until they are out of the immediate surrounding area.

E. Housing Navigation Services Policy

Additionally, the Housing Navigator provides resources and support to the client during their stay, including encouraging them to access any and all services provided on-site.

The Housing Navigator ensures that all clients who agree and do not have other housing opportunities are entered into the Coordinated Entry System for a potential housing intervention opportunity.

Together, each Housing Navigator works with the client to complete a personalized Housing Plan which will guide their efforts toward securing permanent housing opportunities. Meeting with the client weekly the Housing Navigator documents their progress towards the actions outlined in the Housing Plan.

Housing Navigators assist clients obtain the necessary documentation to move forward in their housing connection process, once matched to permanent housing opportunities by Coordinated Entry.

Additionally, Housing Navigators will work with clients to provide referrals to on-site services as well as any community referrals that may be helpful necessary.

1. Documentation of Housing Navigation Services and Data Security Policies

The Housing Navigators keep case notes in both hard copy paper files and in the HMIS database to track every client’s progress and participation in Buena Park Navigation Center. These files are also used to track the resources and referrals given, support rendered, and any Action Plans the client may accrue.

Outcomes are recorded at exit and throughout participation in the program.

Paper files are stored in a secure locked location, only accessible by necessary staff.

The Shelter Operator uses HMIS as its primary database and ensures that every client completes and signs an OC HMIS Client Consent Form upon entry into the program. Any client who refuses consent is entered Commented [CM29]: Expectation is that client MUST COMPLY with transportation off property
Commented [TH30R29]: The expectation to comply with
tranportation off property is clearly defined for each client at entry to the program
Commented [CM31]: -Consider NONCOMPLIANCE with
transportation off property be considered grounds for future acceptance
-Consider ELOPEMENT as mandatory report to the BPPD
Commented [BJ33]: A policy is needed to address how to
manage individuals who refuse to be transported off property.

Commented [TH32R31]: Because it is not criminal to walk off the site, BPPD is limited in their ability to respond to such reports.

Commented [CM34]: Minimum expectation is Housing
Navigator meet weekly with client towards successful Housing Plan.

See Pg. 10

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into HMIS with a simple identifier only. A Data Specialist works with the Housing Navigators to ensure optimum collection of all HUD Data standards as required by the HMIS system.

The Shelter Operator has a policy restricting computer access records and client information to authorized staff. All staff computers, database and HMIS access requires passwords by authorized users.

Disclosure of client information t o other social service agencies may be permitted only with the client’s written consent, in the form of a Release/Authorization of Information . Disclosure of records relating to clients may be released without client consent in certain circumstances as required by law.

F. Daytime Program Policies

Clients enrolled at Buena Park Navigation Center may, but are not required to, leave the facility during the day. However, the Shelter Operator encourages all clients to stay on-site during the day and to take advantage of the on-site services and amenities provided to them during the daytime. Access to the dorms is limited during the day to encourage clients to become active participants of these activities, and to allow staff/security to clean and secure the dorms without client traffic.

If not utilizing the shuttle services, clients are encouraged to stay at the facility. Clients have access to any daytime services offered through the Buena Park Navigation Center partner organizations and are also able to meet with their assigned Housing Navigator on a weekly basis. They also have access to activities provided by shelter staff and volunteer organizations. Clients are welcome to enjoy the Commons Hall, Computer Lab, and designated outdoor spaces.

G. Multi-Service Center Program Policies

1. Outside Multi-Service Center Clients

Because the design of the Multi-Service Center is fully integrated with the general shelter, access is limited to the current clients of Buena Park Navigation Center.

2. Lead Agency Protocols

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The role of the Shelter Operator is not to provide all of the supportive services offered at the Multi- Service Center but to recruit and manage a group of partner agencies specialized in providing an array of supportive services beneficial to clients of Buena Park Navigation Center.

The Shelter Operator ensures that the Multi-Service Center has flexible hours to allow clients to come before or after work, or alternatively, on the weekends if possible. The Shelter Operator also engages participation in and facilitates quarterly meetings of the Service Partner Advisory Board.

3. Requirements for Service Provider Partners

All service providers who desire to offer direct services at Buena Park Navigation Center must complete a formal Memorandum of Understanding (MOU) with the Shelter Operator before they can be added to the service calendar.

Responsibilities of the Service Provider Partners include, but are not limited to:

 Set and maintain their own appointment schedule with clients;  Provide clients with access to transportation to fulfill their scheduled appointments, if needed;  Ensure that all clients are aware of Multi-Service Center rules and enact appropriate enforcement of client shelter rules for their clients if and when necessary;  Agree to share service output and outcome information  Communicate room reservation conflicts with Program staff in advance;  Respect, maintain and keep clean all areas of the Multi-Service Center;  Respect and cooperate with Shelter Operator staff, other service providers and clients;  Participate in quarterly Service Partner Advisory Board meetings and provide input to the improvement of Buena Park Navigation Center.
 Screen clients for eligibility (no sex offenses or felonies with open warrants will be allowed on- site).

H. Good Neighbor Policy - Community Coordination and Communication

1. Communication and Coordination with Neighborhood, Businesses and Public

The Shelter Operator is committed to communication with neighbors on an ongoing basis. As part of this commitment, the Shelter Operator has helped facilitate a number of Community Forums, prior to opening, and can facilitate additional forums if needed. These Community Forums have provided opportunities to answer any questions members of the surrounding community might have on the operation of Buena Park Navigation Center.

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A public inquiry phone number and contact information will be posted. Community stakeholders may call this number for information about the site or to have any questions answered. The phone number exists as a resource for community members and will remain connected as long as the Program is open and operational. Any community complaints and/or inquiries about Buena Park Navigation Center are recorded and forwarded to the appropriate staff for prompt (60 minutes) investigation. The Shelter Operator is fully committed to an appropriate customer service response and considers the resolution of community complaints a high priority.

The Shelter Operator also maintains a website which includes important information for community stakeholders and clients alike. The website includes a “Frequently Asked Questions” section which helps to provide instant answers to community concerns. Additionally, the website includes a digital copy of the Shelter Operator’s full “Good Neighbor Policy” and “Management and Operational Plan” to be made accessible to the public.

Limited tours of the facility may be available on specific days by scheduling an appointment with the Operator and City.

The Shelter Operator has program brochures available on-site and is able to disseminate these resources to groups throughout the community. Information on the brochures highlights the various services at the facility as well as criteria for admission and eligibility. Volunteer, in-kind and donation opportunities are also listed for those who wish to support the program.

The Shelter Operator follows a specific set of media guidelines and has an appointed Public Relations team to handle all media requests. The Public Relations team is charged with ensuring that the public is regularly updated on the progress and successes of the shelter program through various local media outlets.

2. Communication and Coordination with Local Police and Fire Departments

The Shelter Operator is committed to communicating and working collaboratively with local police and fire departments through all stages of program implementation - from facility design to program execution. The intention of the Shelter Operator is to act as self-sufficiently as possible and minimize the shelter’s impact on the local police and fire departments. This includes ensuring that staff and security are trained to properly manage and respond to an extensive array of difficult situations that may occur at shelter.

The Shelter Operator and site provides an array of services and support that are beneficial to local police and fire departments. These services include, but will not be limited, to:

● Staff and Security Officers stationed on-site 24 hours (and on-board the shuttle in evening hours);

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● Designated beds reserved each night for law enforcement referrals (including percentage set- aside for the host city);
● An Outreach Team will monitor surrounding area to control issues of loitering, abandoned property, and other blight;
● Training opportunities on mental illness, homeless sensitivity or other topics of interest to supplement existing department trainings;
● Direct referral access to the Coordinated Entry system to assist local law enforcement officers connect homeless individuals with housing opportunities; ● Statistical reports on number of clients served, length of stay and/or demographic information.

Additionally, the Operator meets with local law enforcement from the host city and surrounding police departments whenever needed. Law enforcement is able to bring forward operator non-performance directly to the City.

3. Communication and Coordination with City, County, and Service Providers

Operation of Buena Park Navigation Center is for the public good and to move the homeless Continuum of Care system, as a whole, forward. As such, successful implementation of Buena Park Navigation Center requires the partnership of various stakeholders including the City, County and other Service Providers.

The Shelter Operator is committed to working cooperatively with numerous other service providers, community, and government organizations to serve the needs of the homeless population.

In order to effectively manage and operate a robust Multi-Service Center that provides an array of services for the shelter clients, the Shelter Operator demonstrates collaboration and willingness to engage other service providers.

Additionally, the Shelter Provider is responsive to and provides support to the City Manager or designee, in relation to the outcomes and operation of the program.

4. Policies for Community Involvement

The Shelter Operator is committed to active participation in city and county-wide community events. To the extent reasonable and feasible, representatives of the Shelter Operator attend meetings of the local Neighborhood Associations and local Chamber of Commerce when invited and communicates with neighborhood and business participants as needed.

5. Policies for Neighborhood Outreach Patrol

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A staff-led Neighborhood Outreach Patrol assembles several times a week to monitor a 1/2-mile radius around the shelter perimeter. The role of this Outreach is to monitor, promote cleanliness, engage with neighbors, and enhance safety and community in the immediate vicinity.

Additionally, this Patrol provides intervention for issues of loitering, unauthorized parking of client vehicles in the neighborhood, abandoned property, shopping carts and other blight. A log is kept of the weekly Outreach patrols. The following actions are completed by the Neighborhood Outreach Patrol:

● All litter and trash items related to the Program are removed from the area and properly disposed; ● Any currently enrolled Clients found loitering in the area are issued a warning. Violations of this rule may cause a client to be exited from the facility; ● Unauthorized parking of client vehicles in the neighborhood are subject to towing; ● Shelter Operator will contact city-designated shopping cart retrieval program to collect all shopping carts found that do not contain items of personal property; ● Shelter Operator utilizes city-designated maintenance apps on mobile devices for removing personal property found in surrounding area and tracks calls made for services; ● Shelter Operator conducts outreach and engagement activities to non-enrolled homeless individuals in surrounding community.

I. Navigation Advisory Commission

The Navigation Advisory Commission is established and maintained to provide review of the operations of Buena Park Navigation Center, enhance community relations, and bring information of any strengths and concerns from the neighborhood, local businesses, city and county entities, service provider partners and shelter clients about the operation of Buena Park Navigation Center.

1. Composition of Commission

The Navigation Advisory Commission represents different stakeholders and interests with the composition approved by the Buena Park City Council.

2. Meeting Schedule

The Navigation Advisory Commission will meet as needed (at minimum twice annually) as determined and approved by the Buena Park City Council.

Additional meetings can be held as needed as a way for any member to agenized issues or to be able to request a special meeting.

3. Accountability and Grievance Process and Policies

Commented [CM35]: Commission as of Sept’2022
Commented [TH36R35]: Language updated
Commented [CM37]: Changes per new Commission approval
Commented [TH38R37]: Language updated

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In addition to providing input to the operation of Buena Park Navigation Center, the Navigation Advisory Committee is also tasked with the on-going review of the Shelter Providers ability to effectively administer its Operational Plan and Good Neighbor Policies. In the event that a Navigation Advisory Commission member finds concerns over the Shelter Operator’s implementation of the program, the following processes and policies will be enacted to allow the Shelter Operator to make corrective actions toward such grievances:
1) Once a grievance has been filed, Shelter Operator and Navigation Advisory Commission will create, at the meeting in which the grievance is filed, an action-plan to resolve the issues by the next regularly scheduled commission meeting;
2) At the next meeting, the action plan’s outcomes will be reviewed to determine if the issue has been resolved;
3) If the issue has not been resolved, but the Shelter Operator has provided evidence of a good faith effort to follow the course of actions outlined on the plan, they will be given an additional 90-days to enact an alternative plan;
4) If the issue has not been resolved and the Shelter Operator has not demonstrated or provided evidence of following the course of actions outlined in the plan, a formal complaint will be sent to the City for investigation and possible termination of the Shelter Operator Contract. The City shall have a plan for operation of the shelter if the shelter operator is terminated by the City, including failure to enforce plan components such as Good Neighbor Policy, bed reservation requirements, no walk-up policy, etc. The plan may include selecting the next eligible operator from the original operator RFP and/or entering into a sole source with a new operator, based on approval of the City Council.

Additionally, law enforcement has the ability to bring forward operator non-performance directly to the City.

4. Reports to the Commission

The Operator will provide quarterly statistical report to the committee at meetings to include data on shelter program outcomes: unduplicated clients served, number of entries and exits and the nature of exits, as well as length of stay information.

J. Safety Policies

1. Facility Maintenance

The Shelter Operator keeps a schedule for regular facility maintenance and cleaning. The Program contracts with a janitorial service to provide daily cleaning services for all areas utilized by clients and weekly for office space and the Multi-Service Center areas. In addition, Program Staff also personally maintains a round-the-clock cleaning schedule which addresses each area of the facility.

Commented [CM39]: Language change to reflect current and expected ongoing practice
Commented [TH40R39]: Language updated

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Shelter Staff attends to regular minor maintenance duties and repairs. Major repairs are reported to the Program Manager and depending on the work needed may be sent out to an approved list of vendors for bids, approval, and completion. Maintenance and cleaning forms are used to track completion of each task and submitted to management on a daily basis. The Shelter Operator is responsible for staff training and performance in these duties.

The outside grounds are incorporated into the maintenance schedule and rotation including cleaning of parking lot, watering of plants, maintenance and cleaning of sidewalks and patio areas, and checking of outside lights and furnishings. Graffiti is reported to Program Manager for removal within 24 hours.

The Shelter Operator is committed to maintaining a pest free environment throughout the premises. As such, no open food or drink is allowed in the dorms and sleeping areas, with the exception of water. Trash bags are emptied throughout the day in all areas as they become full. Inspection of client spaces and lockers are conducted for any items that would attract pests. All staff receives appropriate training for the identification of common pests as well as prevention and control measures. A Pest Control company is contracted by the Shelter Operator and comes regularly to spray for bugs, check for infestation of pests, and performs other pest prevention or extermination treatments that might be seen on their visits or reported by staff.

2. Fire and Earthquake Safety

Evacuation Plan for Ambulatory and Non-Ambulatory Residents

All shelter staff are trained in protecting the safety of everyone in the facility. Staff respond quickly and safely when an emergency, incident, or natural disaster occurs. Evacuation Routes and Exits are posted in each major area of facility. An evacuation point outside has been designated to the rear of the building, near the storage shed on the north-east corner of the property.

In the event of an emergency, the present site lead during the emergency will notify all staff and clients to evacuate, call 911, and direct the evacuation itself. Staff will be assigned to oversee the evacuation of clients in each work area. Staff will check client areas, assign assistance to non-ambulatory and disabled persons, and lead clients to safety through the nearest safe evacuation exit. Staff will assemble clients outside at designated evacuation point, read bed list for attendance and search for any missing clients as safety conditions allow.

In case of fire these additional protocols will be completed:

● The Program Manager or lead staff member will pull the nearest fire alarm if it is not already sounding; the Fire Department monitors the alarm and will respond immediately.

● While evacuating clients, staff will attempt to close all door(s), if safe to do so.

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● Before exiting a room, the Program Manager or lead staff member will touch back of hand to the door to determine if the door is cool, then open it a crack, smell for smoke, and if deemed safe, open the door and leave the building to the evacuation meeting point.

● If the door is hot, it will not be opened and staff will lead clients to leave via the nearest safe exit.

● Staff will locate and use appropriate fire extinguishers if safe to do so.

● When the Fire Department arrives, a staff person will speak to the officer in charge and give the officer a set of site keys.

● Staff will contact the Program Manager or their proxy as soon as possible, if not on site.

● Staff will report incident and procedure in Incident Report and staff shift notes as directed in shelter policy.

If the weather is inclement and if the evacuation will not be short, staff will:

● Contact the Program Manager to identify evacuation locations and disaster team if assistance is needed for client shelter, meals or services.

● Contact other Homeless Providers for services as needed.

For a false alarm or other short-term evacuation, staff will direct occupants back into the building once the Fire Department has authorized an “all-clear” call.

3. Fire Prevention Procedures

Buena Park Navigation Center was approved by the Fire Department for all fire codes, sprinklers, alarms, and exits prior to service implementation. Emergency lighting has been installed both inside the facility and outside on the grounds for safety and in compliance with all codes.

No smoking is allowed inside or outside the building within 20 feet of doors. A smoking section is designated and a sign is posted in the enclosed patio area.

4. Fire Drills and Documentation

Fire drills are conducted at least quarterly. Documentation of fire drills are kept for three years in Shelter Management Files.

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5. Fire Inspections and Extinguishers

The most recent annual fire inspection is posted in a designated area of Buena Park Navigation Center facility and is included in the Shelter Management files. Fire extinguishers are hung in each area of the building as shown in facility plans and in evacuation plan. Fire extinguishers are inspected and maintained per city and county requirements. A certificate of the last most recent fire inspection is posted in a visible designated area.

6. Earthquake Safety

Earthquake drills are conducted quarterly by staff. The evacuation route and procedures are the same as for other hazards. A client tally and search will be conducted once the evacuation is conducted.

In case of an actual earthquake that causes damage to facility or grounds, the Fire Department will be called to inspect the facility as soon as safety permits. Clients will be evacuated from building and transported to other shelter as needed.

K. Security Plan

The Shelter Operator follows policies and procedures that promote the utmost safety for clients, staff, volunteers, and the community and strives to provide an atmosphere that promotes community, stays alert for signs of conflict, and confronts behaviors before they escalate. Acts of violence upon guests, staff, volunteers, or community members will not be tolerated.

1. Eligibility Screening

No person validated on a sex offender registry (ex: Megan’s Law) can access into Buena Park Navigation Center. Additionally, no person with an open felony warrant or convicted of arson will be allowed to access the shelter property. The Shelter Operator works cooperatively with local law enforcement to screen clients for open warrants. In addition, Program Staff utilizes https://www.nsopw.gov/ to screen for status on national sex offender registries.

2. Secured Entrances

All clients are required to enter the shelter in a coordinated, peaceful fashion.

All clients present identification upon entry. Clients without valid California identification cards are given supportive services to secure a valid identification card. Clients also receive a shelter-specific ID to use for admission into the shelter during the duration of their stay.

Commented [CM41]: Consider language pertaining to “Zero Tolerance” related to acts of violence upon clients, staff, volunteers, and the community.

Commented [TH42R41]: Language added

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All clients and their belongings are checked by security personnel, utilizing security wands each time they enter the facility. Any found prohibited items are seized and illegal contraband is destroyed. Prohibited Items include (but are not limited to): weapons, explosives, flammable or volatile substances, illegal drugs, controlled substances or drug paraphernalia, bio-hazardous items or environmentally harmful goods. A more extensive list of examples of Prohibited Items is clearly posted before and at the security checkpoint.

Clients sign in upon entrance, and sign out upon exit from the building.

3. On-site Security Personnel

The Shelter Operator provides a sufficient number of trained security guards to ensure the safety of clients and the surrounding neighborhood, 24 hours a day.

Security is on-site at all times, and conducts security rounds as necessary, and at least once each hour.

Security guards are stationed both inside and outside the shelter to ensure maximum coverage.

Security guards are accessible and visible to clients, and survey facility for any potential concerns. Staff and security communicate with each other via portable electronic equipment (ex: 2-way radios).

Security guards are contracted through a third-party vendor. Security guards carry handcuffs and the option of straight-stream gel pepper spray. The vendor ensures that all security staff are regularly trained and updated as needed. Security guards receive Homelessness Sensitivity Training through the Shelter Operator’s resources.

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4. Staff Plan
Shift Hours of Shift MON TUE WED THU FRI SAT SUN
AM Logistics 1 & AM
Janitor
5:00 am - 1:00
pm
(9 am - 1 pm
Janitor)
8 8 8 8 8 8 8
AM Logistics 2 7:00 am - 3:00
pm 8 8 8 8 8 8 8
AM Logistics 3 7:00 am -
11:00 am 4 4 4 4 4 4 4
AM Logistics 4 & PM
Janitor
9:00 am - 5:00
pm
(1 pm - 5 pm
Janitor)
8 8 8 8 8 8 8
AM Logistics 5 11:00 am -
3:00 pm 4 4 4 4 4 4 4
PM Logistics 1 3:00 pm - 7:00
pm 4 4 4 4 4 4 4
PM Logistics 2 4:00 pm - 8:00
pm 4 4 4 4 4 4 4
PM Logistics 3 4:00 pm -
11:00 pm 7 7 7 7 7 7 7
PM Logistics 4 7:00 pm -
11:00 pm 4 4 4 4 4 4 4
Overnight 1 11:00 pm -
7:00 am 8 8 8 8 8 8 8
Overnight 2 11:00 pm -
7:00 am 8 8 8 8 8 8 8
Outreach 1 12:00 pm -
4:00 pm 4 4 4
Outreach 2 12:00 pm -
4:00 pm 4 4 4
AM Safety Coord 7:00 am - 3:00
pm 8 8 8 8 8 8 8
PM Safety Coord 1 1:00 pm - 9:00
pm 8 8 8 8 8 8 8
PM Safety Coord 2 3:00 pm -
11:00 pm 8 8 8 8 8 8 8
Driver Supervisor
AM or PM
Driver Times
(Fri/Sat Mandatory,
Others Vary)
8 8 8 8 8
AM Driver 1 5:30 am - 1:30
pm 8 8 8 8 8 8 8
AM Driver 2 5:30 am - 1:30
pm 8 8 8 8 8 8 8
PM Driver 1 1:00 pm - 9:00
pm 8 8 8 8 8 8 8
PM Driver 2 1:00 pm - 9:00
pm 8 8 8 8 8 8 8

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Data & Call Center
Specialist
9:00 am - 5:00
pm 8 8 8 8 8
*Volunteer Coord* *Shared
Regionally* * * * * * * *
Navigator Supervisor Varies 8 8 8
Housing Navigator 1 Varies 8 8 8 8 8
Housing Navigator 2 Varies 8 8 8 8 8
Housing Navigator 3 Varies 8 8 8 8 8
Housing Navigator 4 Varies 7.5 7.5 7.5 7.5 7.5
Housing Navigator 5 Varies 4 4 4 4
AM Site Leader 7:00 am - 3:00
pm 8 8 8 8 8 8 8
PM Site Leader 3:00 pm -
11:00 pm 8 8 8 8 8 8 8
Overnight Lead 11:00 pm -
7:00 am 8 8 8
Program Manager Varies (10 am
- 6 pm) 8 8 8 8 8

5. Security
Time Security Guards
12am - 12pm 2
12pm - 8pm 2
8pm - 12am 2

6. Security Alarms and Cameras
Buena Park Navigation Center is equipped with security cameras both inside and outside, door bells and portable communication device worn by staff. Staff also has access to panic buttons which can silently summon police to the facility during emergency situations.

Site Leads and Security Officers can monitor footage via web-based security servers, on computers at the security desk and administrative office areas. Security footage will be retained digitally for 30 days.

Commented [CM43]: Include language regarding retention of security tape footage for a minimum of 30 days
Commented [TH44R43]: Language added

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7. Security Lighting

Security lighting is used both inside and outside the facility to highlight the entrances and parking lot. A security officer is available to escort any person to the parking lot or street-side parking after sunset.

8. Loitering Policy

Clients are not allowed to loiter in the surrounding neighborhood. Subsequent violations of this rule result in warnings which may lead to the client’s program enrollment being terminated. The Shelter Operator’s Good Neighbor Policy includes regular outreach and random checks of the surrounding area to prevent and control loitering issues.

9. De-escalating Conflicts

All employees receive training in communication techniques that are known to be helpful or effective in de-escalating confrontations.

10. Entrance and Exit Procedures

To maintain a safe environment in the shelter, all clients enter and exit through one main entrance and security checkpoint. The entrance is equipped with security cameras inside and outside the facility. Each area of the building is locked when not in use, and the site is “zoned” so that clients only have access to the areas which they need. During sleeping hours clients will have restricted access to other areas of the building. The staff offices are only available by appointment.

All clients must present some kind of ID upon entry, and their person and belongings are searched by security. They sign in upon entrance and sign out upon exit from the building.

All clients enter the property by bus/shuttle or other motor vehicle. Clients are escorted from the designated parking lot area and bus/shuttle drop off area to the shelter entrance. In the event that Multi- Service Center services are opened to the public, those clients would follow the same entrance procedures.

11. Policy regarding storage of client’s possessions

All clients have access to limited personal storage space. Each client is assigned a lockable storage bin and lock to go under the bed for personal valuables.

Clients are also assigned rolling storage bins. Upon being assigned the rolling bin, clients must sign a Storage Bin Agreement form which states that staff is not responsible for any items that are lost, stolen, or damaged.

Commented [BJ45]: Could a SAFE ENVIRONMENT
clause/aspect be included somewhere in #10.

Commented [TH46R45]: Language added

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A client may store personal effects in their assigned bin to the capacity with which it can still correctly close and be safely rolled to and from the bin storage area. Bins may be accessed, with staff supervision and only during assigned hours during the day. Indoor lockers may be accessed at any time during the day other than “light out”.

All items are stored for the length of the client’s stay at the shelter. The right to store items on-site may be revoked based on violation of rules and at the management’s discretion. Once a client has exited the shelter program, any personal effects may be stored for up to 7 days if needed; after which, the property will be disposed of. Clients who have exited from the shelter program must contact staff to set an appointment to collect their personal belongings within the 7 days.

In the event the client cannot come to retrieve their own property, they may name a proxy of their choosing to pick up their effects by filling out an Authorization for Release of Personal Property form. The client will be responsible for asking their designated contact person to retrieve property, if needed. A limited extension to the length property is held may be granted under exigent circumstances, and only by close coordination with management.

No Prohibited Items may be stored inside the shelter. Limited Prohibited Items may be stored in outdoor bins (see Prohibited Items List for examples).

12. Policy Pertaining to Searching of Clients’ Property by Staff

The Shelter staff has the right to inspect all storage areas, including rolling bins and lockers, to ensure compliance with contraband policies.

If Prohibited Items are seen being transferred to a client’s personal rolling bin or locker, or if there is other reasonable suspicion that there are Prohibited Items in a client’s belongings, that storage and belongings may be searched for safety purposes, with or without the client present. Clients are required to use locks provided by the program for this reason. If a client wishes to use their own lock, they must supply management with a copy of their key or the combination. Any unauthorized locks may be cut if needed. When inspecting a client’s belongings without them present, two staff persons are responsible for the search. An authorization form is signed by the client at time of intake. When items are found in the client’s possession that are not illegal paraphernalia, but are also not suitable for storage, clients can choose to have the staff dispose of the item or they may store property off site premises at their own cost. Clients are not allowed to store items in the surrounding neighborhood.

Staff reserves the right to designate a period of time when a client will be ineligible for re-entry to facility, if contraband is found. Length of ineligible time will be documented according to the “Exit and Readmission Policies”.

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13. Policy on Possession of Weapons On-Site

No weapons or items which the staff identifies as being dangerous or obviously capable of harm may be brought into the shelter. Any belongings that a client brings into the building must come through the dedicated security checkpoint so that security can search and inspect them for weapons or items described above. Anyone found attempting to bring these kinds of items past security will be asked to immediately leave the premises and neighborhood of the facility. Sharp objects such as tools, knives or scissors may be stored in outdoor bins, but not taken into shelter living areas. Heavy or blunt hand objects like hammers, bats, or crowbars are also not be allowed into the facility for the same reason.

Transportation off property will be offered to clients in this situation if safety allows.

14. Procedure for Contacting Police

The intention of the Shelter Operator is to act as self-sufficiently as possible and minimize the shelter’s impact on the local police department. This includes ensuring that staff and security are trained to properly manage and respond to an array of difficult situations that may occur at shelter.

In establishing a procedure for contacting police, the Shelter Operator works cooperatively with the local police department to establish shelter policies and procedures on how and when to contact police for conflict resolution, trespassing, theft, unruly behaviors, loitering around property, mental health evaluation, and emergencies. For non-emergency incidents which merit law enforcement attention, staff will call the Buena Park Police Department non-emergency line at (714) 562-3901.

The program established and follows a simple 911 protocol when dealing with incidents at the shelter. All staff members are trained in these procedures. 911 may be called for any medical emergencies, violent behaviors that endanger others, and suicidal ideation. In the event that a client requests 911 be called, staff will take a quick inventory of the situation to decide if 911 should be called immediately or if it would be more appropriate to use an alternate solution: directing to urgent care, Non-emergency Paramedics, shuttle rides to the hospital, or if it is a medical concern that can wait until the client is able to be seen by a nurse or physician on-site, nurse help-lines, or a tele-medicine appointment.

L. Health Policies

1. Housekeeping Policies

The Shelter Operator is committed to, and understands the importance of, maintaining hygienic, sanitary environments for the well-being of clients, volunteers and staff. The Shelter Operator maintains written, standardized housekeeping procedures. Each procedure has been designed for the safety of staff and clients and for a consistent, high standard of housekeeping. Staff are provided with training in these procedures, are monitored in performance of the procedures, and evaluated in their effective use of them. Training also includes education on different hazardous materials with which staff may come into

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contact when carrying out their assigned work tasks. The complete list of procedures is included in a Shelter Policy and Procedures Manual and made available to all employees.

Shelter staff is responsible for cleaning of the facility. Thorough daily cleaning of all client areas include living quarters, serving and dining areas, and common areas are done using institution strength anti- bacterial products. Bathrooms, showers, and eating areas are given priority attention. The serving and dining areas are cleaned according to strict health standards after each meal. Office space is cleaned weekly or as needed by Shelter staff and partner organizations using the space.

To prevent cross-contamination, clients are encouraged to store personal toiletries in plastic sealable bags on their beds when not in use. Clients are assigned a set of linens at intake for their use while in the shelter. The client is responsible for making and maintaining their bed each morning. Staff washes linens and client laundry weekly in hot water with bleach (except when cleaning clients’ colored laundry) unless special circumstances require more regular cleaning.

All staff practice universal precautions in handling laundry, cleaning of facility, and general self-health care. Specifically:

 Staff wear appropriate protective garments (i.e. gloves) while completing tasks;

 Staff use recommended disinfecting cleaning products for each area of facility;

 Staff practice required hand-washing procedures;

 Serving staff are trained in and practice required food-handling procedures;

 All client clothes are washed upon initial intake and weekly thereafter;

 All laundry is handled according to safety and washing procedures;

 Staff and volunteers follow a set of Program Rules and Regulations for working when they are sick/contagious.

The outside grounds are included in the housekeeping standards and schedule. The facility’s outside spaces, parking lot, and green areas are cleaned daily from debris and litter. Chairs and tables are cleaned regularly according to agency standards, and more often when needed. Minor repairs of the facility and grounds are completed by the Shelter staff. Any major repairs or work requiring specialized training are completed by approved vendors.

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The Multi-Service Center areas are also included the housekeeping standards and schedule. The Service Partner agencies must adhere to housekeeping procedures as outlined in their MOU agreement. Service Provider Partners are expected to respect and keep their areas clean after usage.

2. Pets, ESAs and Service Animal Policies

If space allows, clients are permitted to bring pets, defined as a dog, cat, or recognized service animal, excluding exotic and wild animals.

Only registered animals that are spayed/neutered, have proof of current licensing and vaccinations in Orange County are allowed at the facility. Animals coming into the shelter must also be kept free of fleas, ticks or other pests/parasites. Animals are permitted to stay in the shelter and living areas and must stay in the provided kennels or on a controlled leash while on the grounds.

In order to confirm that an animal is considered a Service Animal, staff may ask if the animal is needed to help with a disability that the client is experiencing, and what specific task the animal can perform.

Because there is no legitimate Service Animal Registry, no registration, Service Animal ID or special tag or vests are necessary.

The health and well-being of all animals brought into the shelter is the sole responsibility of their owner.

Clients must feed and clean up after their animals, and Shelter Staff is not required to provide food, although animal food may be regularly available through donations from the program’s partners. Clients who are unable to care for or feed for their pets or cannot control them while at the shelter are asked to remove the pets from the facility.

If the Shelter Operator partners with a Veterinarian, clients may be required to keep regular pet-health appointments.

3. Possession and Use of Controlled Substances

The Shelter Operator has strict policies prohibiting the possession or use of alcohol or controlled substances at or in the vicinity of Buena Park Navigation Center and its Shuttle Pickup Locations by employees, residents, clients, and general public.

It is the intent of the Shelter Operator to promote a safe, healthy and productive environment for everyone. Staff recognizes that the illegal and/or excessive use of drugs and alcohol, or the inappropriate use of prescribed drugs is not conducive to a safe living environment. It is the objective of the Shelter Operator to have an environment that is free from the influence of controlled substances and alcohol at all times on premises. The unlawful purchase, possession, transfer, manufacturing, distribution, dispensation or use of any illegal drug is inconsistent with the objective of operating in a safe and efficient manner and is strictly prohibited and is contrary to mission of Buena Park Navigation Center.

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4. Policy for Drug Possession

Staff reserves the right to refuse entrance to any client who is noticeably under the influence and exhibiting behavior that is unsafe or inappropriate due to influence. If alcohol, illegal substances, or paraphernalia are found in client’s possession after they have completed entry paperwork and necessary security screenings, that client may be issued an Action Plan which may result in the termination of their enrollment, depending on the type of contraband. They may be given a time frame of their next eligible readmission date. The illegal drug or alcohol is disposed of and documented by two staff following written protocol in a Policy and Procedures Manual.

5. Security, Use and Access of Prescription Medications

Clients are allowed to hold and control their own medication, provided that they maintain a current prescription and that the medication is kept in the appropriate original container. If a medication needs to be refrigerated, the medication is packaged and labeled with person’s name, bed number, and name of medication and placed inside a designated locked refrigerator which can only be accessed by staff.

Clients whose medications are stored in the locked refrigerator can retrieve them as soon as possible by placing a request to the staff on duty. The client s are responsible for the safe keeping of and taking their own medications within limits of how they are prescribed. Only the person whose name is on the medications is able to retrieve them.

6. Client Use of Over-The-Counter Medications

Use and storage of over-the-counter medications follow the same policy and procedures of prescription medications, although identification cannot be verified in this case.

7. Client Access to Emergency and Medical Care

Clients can access medical care at any time. They should communicate to the staff on duty their need for medical care, if possible. Medical support can be accessed through the onsite Medical Wing and/or through local hospitals if and when access to the Medical Wing is not available.

If a client requires first aid items, they may access them from a shelter staff member at the service desk.

The staff member may assist the client in basic first aid care with the client’s permission, as he/she will be trained in using universal precautions.

In case of a seizure, staff are trained in appropriate safety precautions and call for support from the Medical Wing staff or 911 if a seizure persists or causes bodily harm. If a client needs emergency or serious medical care, the staff on duty will call 911 and follow the 911 operator’s procedures. In case of

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an injury, staff will not move the client. They will contact other staff, call 911, and if appropriate, check breathing and pulse and begin CPR if needed. One staff member or trained volunteer will attempt to keep the client comfortable and keep other clients away from immediate scene, while another staff member will wait for medical personnel, give medical personnel information about client, and direct them to client. For non-emergency incidents, staff will assess the situation and connect the client with an appropriate care provider such as: on-site medical partner, urgent care, referral to the clients primary care doctor, on a case-by-case basis.

Program staff are also trained on the use of the overdose rescue drug known as Narcan. Program staff work with community partners and distributors to ensure that Narcan is available in strategic locations within Buena Park Navigation Center.

The Program Manager will be called as soon as possible following a major incident. After any client emergency or incident has been controlled, the lead staff member completes an Incident Report form which will be sent to the Program Manager and higher-level staff as needed.

8. First Aid Equipment, Supplies and Procedures

The Shelter Provider and/or Medical partner has first aid supplies available at all times. The first aid kits are inspected monthly, updated as items expire, and re-stocked after each use. Staff members are trained annually in universal precautions, basic first aid care, and Mental Health crisis. Any incidents occurring at Buena Park Navigation Center requiring first aid are documented in the daily report and an Incident Report is prepared and sent to Program Manager and other higher-level staff as necessary.

9. Policies & Procedures for Disease Prevention

The Shelter Operator has protocols for prevention and treatment of certain diseases and conditions such as seizures, diabetic episodes, mental health episodes, lice, bed bugs, influenza, and other communicable and contagious diseases, and will operate in compliance with guidance from County Health Care Agency and the Center For Disease Control. Clients are screened for wellness upon intake to the shelter to limit the risk of exposing the shelter to communicable disease. Universal precautions are practiced at all times in handling of fluids, client clothing, laundry, and in all cleaning of premises.

When an accident or injury to an employee or client occurs or when there has been damage to Shelter property, staff follows a set protocol which includes:

 Immediately contacting Supervisor about the situation  Dealing with any injuries
 Securing the accident scene by obtaining names, addresses, and phone numbers of witnesses if possible, taking photos if possible, and noting any unusual circumstances  Recording all necessary information to complete a formal report

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 Not accepting any responsibility on behalf of the Shelter Operator  Reporting accidents and injuries within 24 hours to insurance carrier

If a client shows symptoms of a contagious disease or other public health concern that might threaten another person, the Operator will follow guidance of County Health Care Agency and the Center For Disease Control. If the health concern is serious enough, staff may require that the client immediately leave to be seen/evaluated at a local hospital. If a client leaves due to disease, the bedding and client’s clothes are washed, bed cleaned, and bedding replaced on bed. Clothes and belongings are stored in designated area and held for the maximum amount of time permitted. The Shelter operates to conform to best health practices and concerns.

Universal precautions are used for all handling of client possessions. Staff follows hand washing techniques recommended by the Health Department.

All staff are regularly tested for TB as required by OSHA standards and written in the Shelter Operator’s Policy and Procedures handbook. If a client shows symptoms of tuberculosis, the client is sent for medical diagnosis and asked to receive a TB test. TB testing can be made available to clients through the Medical Services on-site as a community health benefit.

M. Food Policies

1. Provision of Nutritional Needs of Clients

The Shelter Operator provides a breakfast, lunch and hot dinner to each client every day. Meals are prepared off site by a third-party vendor and brought to the site to be served in the serving area. Meals are nutritious and healthy including a variety of fruits and vegetables. Accommodations can be made on a case-by-case basis for clients with dietary restrictions. Clients in need of specialty diets may request such a diet by submitting a Request for Accommodation to the Program Manager.

The Shelter Operator includes in its in-kind donation strategies, opportunities for food donations and partnerships with local food banks. The Shelter Operator also works with community and church partners and existing community meal service programs to offer opportunities to feed the homeless individuals at the shelter.

Tables and chairs are set up for meals in the Commons Dining Area at the scheduled meal times.

Food is served at designated times of operation for registered shelter clients only. Clients of the Multi - Service Center would not be permitted to access the dining area, nor would they be allowed to participate in daily meals.

2. Meeting the Health Department Standards

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The Shelter Operator will meet all Health Department standards. Provisions for the Sanitary Storage and Preparation of Food

Buena Park Navigation Center has adequate space for storage of dry foods, refrigerated foods, and supplies. Separate and secure refrigerator/ freezer space is made available for client medications. The Shelter Operator may provide extra refrigeration and freezer appliances as needed to supplement safe storage of food, if space is available. Current certificates of food handling safety are posted in the serving area. Any volunteers will be supervised by an authorized employee.

All serving area storage areas are cleaned on a planned schedule and outdated food is disposed of. There is a rotation schedule for the storage and use of food in the refrigerators, and dry goods pantry that maximizes use of food so that it does not become outdated.

N. Transportation Policies

The policies for travel to and from Buena Park Navigation Center are designed to safely support client needs and minimize potential impact on the adjacent residential neighborhood and businesses.

The following transportation measures have been implemented:

1. Transportation Flow On and Off Property

The Shelter Provider implemented a plan for safe and effective flow of traffic on and off the property based on the schematics of the shelter grounds and surrounding neighborhood. Considerations include provisions for pedestrian, bicycle, personal transportation and bus and shuttle services.

2. Pedestrian Traffic

The shelter operates by bed reservation only and no walk-ins are accepted. The clients are expected to utilize the transportation options that are provided to them by the Shelter Operator, unless they own and drive a personal motor vehicle.

Any individual that does walk-up receives information on how to make a bed reservation and is provided transportation to a self-directed location out of the surrounding area to return only when the established reservation protocol has been followed. If a person walks up who refuses transportation off-site, they are notified of the Good Neighbor Policy, and are closely monitored as they leave the area.

3. Bicycle Traffic and Parking

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Bicycle racks have been provided on site. Bike locks will be encouraged but are the responsibility of the client to obtain. Clients must complete a simple registration process for any bicycle brought onto the property, and is limited to only one per person. Bus and shuttle transportation vehicles have been designed to transport bicycles to mitigate foot traffic. Bicycles are not allowed to be ridden on or off the facility.

4. Shuttle Transportation Services

Access to the shelter is provided via on-site shuttle transport vehicles.

It was recommended that there be a minimum of three (3) designated drop-off/pick-up locations (Shuttle Stops) that provide ample geographic range for qualified clients seeking shelter services. Several Shuttle Stops were selected by the host city/police department and/or in collaboration with neighboring police departments. The operator does not drop-off/pick-up other than at agreed upon locations unless in exigent circumstances, or with close personal supervision for housing-related travel.

Daily shuttles are provided to transport all screened clients to the Shelter Site. Security guards ride with the shuttle in the evenings to ensure only prescreened clients with bed reservations receive transportation to the shelter. The Shelter Operator also conducts random daily checks of a ½ mile radius around the shelter, as well as the area immediately surrounding the Shuttle Stops to enforce shelter rules and avoid loitering and homeless congregations.

To avoid long-term loitering at the Shuttle Stops, clients may arrive at the Shuttle Stop fifteen (15) minutes before the start of the earliest shuttle departure times. The Shuttle Stops are an extension of the shelter and thus any violation such as loitering constitutes a violation of the shelter rules which will be strictly enforced.

The shuttles provide pick-ups beginning at 4:00 PM and 7:00 PM, transporting new and returning clients.

Prospective new clients must be present at designated pickup locations at a pick-up time agreed upon at the time of referral or they risk forfeiting their bed.

In the case of special circumstances, and only if arrangements have been communicated by the client to their Housing Navigator or Management the prior evening, returning clients who are unable to return to the shelter at the designated time and utilize the second shuttle may use alternate private or public transportation to return to Buena Park Navigation Center.

Each morning, two shuttle services are provided for clients who desire to leave the shelter for employment and other personal appointments. The scheduled start times are 6:00 AM – 10:00AM.

5. Personal Vehicle Transportation and Parking

The Shelter parking lot is available to clients, staff, volunteers and vendors.

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6. Staff Transportation of Clients

Shelter staff members are prohibited from transporting clients in their personal vehicles. Only designated driver staff in shelter owned/operated or contracted vehicles may transport clients, and only for shelter- related purposes.

7. Delivery of Shelter Goods and Community Donations

Deliveries of goods donations are to be dropped off in a designated area. The planned location for these designated drop-offs can change depending on on-site activities and take into consideration pedestrian, bike and other vehicle traffic routes to minimize safety risks and impact to the shelter site and surrounding area.

Deliveries of supplies from contracted vendors occur approximately 3xs weekly. The delivery of community donations by private donors occur sporadically and as available. Staff is available 24 -7 to ensure safe and effective deliveries of any materials if needed, though it is the intent of the Shelter Provider to receive a ll deliveries of goods and/or donations will occur between the hours of 10:00 AM and 4:00 PM daily.

O. Financial Policies

1. Financial Requests from Clients

Financial requests from clients (such as for Bus Passes or ID Vouchers) must be requested and received through their Housing Navigator or Site Lead. Clients will sign a designated log when they receive the requested item. All bus passes and vouchers are kept in a locked safe in a locked office or closet at all times when not in use.

The Shelter Operator offers these financial assistance opportunities to clients, when available, and according to basic priority levels based off reason for request and status of housing plan. The Shelter Operator is not obligated to fulfill all financial requests from clients that they receive.

2. Client Possessions and Funds

No clients’ personal funds or money are handled by the Shelter staff. Clients with funds that they keep while at the Shelter are solely responsible for their security and safety. It is recommended by staff for clients not to have funds on site to the extent possible, and to store wallets/purses, electronic devices, and any cash in appropriate locked storage. The Shelter Operator has a policy of not being responsible for lost or stolen items that is included in a Policy and Procedures Manual, listed in the signed Client

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Expectations agreement, and read with new clients at the time of intake.

Clients are not permitted to give cash to staff at any time, for any reason.

3. Annual Outside Audit

An independent financial audit of the Shelter Operator is completed on an annual basis. A most current audit is kept on file at the Shelter Operator’s administration offices and may be viewed as necessary.

Buena Park Navigation Center is also subject to an annual program monitoring. It is the responsibility of the Shelter Operator to correct any deficiencies reported by the audit within the time limits available to them. Failure to comply may result in the termination of their Shelter Operator contract.

4. Financial Reports Review

Financial reports may be produced each month by the accounting department of the Shelter Operator.

These reports may be reviewed by an appropriate Buena Park Finance Designee.

The Shelter Operator reviews financial statements and budgets with each Program Manager on a regular basis. Adjustments are made in spending as necessary.

P. Legal Policies

1. Policy for Compliance with Local Laws

The Shelter Operator follows all Orange County Fire Code requirements, and has staff trained for food handling, CPR, fire drills and other disaster evacuation procedures. The Shelter Operator and staff work cooperatively with local law enforcement to communicate any breaking of laws by clientele while on its premises. Additionally, Shelter staff and management cooperate with law enforcement agencies on investigations for persons wanted for crimes as much as is possible while maintaining policies on client confidentiality.

2. Policy for Compliance with Labor Laws

The Shelter Operator complies with all required labor laws. OSHA training and reviews are done during staff meetings on an annual basis. OSHA flyers are posted in administrative offices.

The Shelter Operator’s wages are at or above minimum wage. Employee breaks, meals, and overtime are monitored legally and compensated as needed. The Shelter Operator is contracted with a company to examine any work injuries. The proper incident reports, Workmen’s Compensation forms, and requirements are completed.

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Q. Non-Discrimination Policies

The Shelter Operator adheres to a policy of non-discrimination which is stated in the Shelter Operator’s Policies and Procedures Manual.

The Shelter Operator does not discriminate in the provision of client care based on age, race, color, religion, sex, sexual orientation or gender identity and expression, marital status, geographic, national or ethnic origin, HIV status, disability, or veteran status.

1. Policy for Compliance with Americans with Disabilities Act

The Shelter Operator complies with appropriate standards of The Americans with Disabilities Act (ADA).

The Staff is trained about and is cognizant of any physical disability upon entrance of the client and can assist as needed to conquer any barriers from the structure of the building. Staff receives training to work appropriately with persons with disabilities. All persons are treated with dignity, value, and worth.

2. Gender-Specific Programming Policy

Persons accessing Buena Park Navigation Center services are classified as the gender for which they identify. Staff provides beds to persons of all gender identities, expressions and sexual orientations with due regard to privacy and client rights.

Bathrooms and showers have been constructed with equal privacy for all clients, regardless of sexual orientation, expression, or identity. One all-gender restroom is available at Buena Park Navigation Center.

All programs and services are available with the dignity of all clients as highest priority.

3. Sexual Harassment Policy

All clients, volunteers, and employees are expected to be able to coexist at Buena Park Navigation Center in a Trauma-Informed environment, free from sexual harassment and inappropriate sexual behavior.

The Shelter has a zero-tolerance policy for sexual harassment and inappropriate behavior of a sexual nature. No sexual harassment is tolerated by anyone on the facility grounds - including by staff, volunteers, or clients. Clients, staff, and volunteers are notified if in the Shelter Operator’s sole discretion any of their remarks, advances, gestures, or attire constitutes sexual harassment toward any person in the facility.

Anyone who believes he or she has been the subject of any such behavior is urged to report it to the staff or supervisor immediately. In the event an individual comes forward with these concerns, a report will be completed and taken to appropriate staff or supervisor for resolution. Reported incidents are investigated on a confidential basis. Provisions are instituted to guard the safety and emotional health of persons who

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have been victims of a reported incident, as well as any persons initially accused of harassment. If after proper review a person is found to have engaged in sexual harassment or inappropriate behavior of a sexual nature, they will be subject to disciplinary action including possible immediate exit from program or termination from employment.

4. Policy Regarding Sex Offenders

The Shelter Operator has strict requirements for the safety vulnerable adults and children who may frequent the surrounding area. Staff and volunteers are trained in sex abuse definitions, sex offender policies, child abuse, and vulnerable adult abuse. All employees must review this training yearly and be documented to have passed its standards.

As mandated reporters, t he Shelter Staff follows federal law requirements in reporting sex offenders. All clients are screened against national sex offender databases, through the National Sex Offender Public Website. Screening is conducted at the time of reservation, and no potential participants with a registered sex offense will be allowed on the shuttle or admitted as clients.

R. Confidentiality Policies

1. Personal Confidentiality

People seek help from emergency shelters at a difficult time in their lives. Their need for service and the help that can be given is determined through sharing of factual and personal information. For this to be effective, every client must be able to trust that every staff member and volunteer hold confidential the shared information.

Therefore, the Shelter staff and Shelter Operator keep strict confidentiality practices as written in its internal Confidentiality Policies. These practices include:

1) Fact of Participation: The fact that an individual is or has been a participant in Buena Park Navigation Center is not disclosed except, where absolutely necessary and after disclosure has been allowed by the client.

Inquiries by visit, telephone or letter regarding a participant in the program is answered with the statement that information as to whether a particular person is or has been in residence cannot be divulged; that if in fact the individual is in residence, they will be advised of the inquiry, and that, at their discretion, they will or will not communicate with the inquirer.

2) Disclosure to Other Agencies: Disclosure of client information to other social service agencies, whether on a referral to or from the agency, generally is permitted only with the person’s written

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consent. Information is withheld where enjoined by law and where by contract The Shelter Operator has agreed to maintain the confidentiality of client records (as under the Privacy Act.)

Disclosure of information relating to program participants is not be made to employers, credit agencies, unions or other similar organizations, except at the request, and with the consent of the participant.

3) Information to the Client: In some situations it may be required by law to disclose certain participant information contained in their own case record. Information disclosed should be limited to that which is included in the formal case record. The formal case record should contain factual information and shared documents, not progress notes or staff observations. Information provided by other agencies is also not to be shared.

4) Law Enforcement Agencies: Formal requests for information regarding clients originating from law enforcement agents are referred to the Shelter Operator’s Management Team and Directors, and if necessary, its Legal Department. Before any official action is taken on any legal request, staff will contact their Legal Department as there are boundaries in place to determine the sharing of information with law enforcement personnel according to its policies on client confidentiality (as stated in the Shelter Operator’s Policy Manual) and applicable law.

When an arrest warrant or a search warrant has been issued by a court after a showing of probable cause, if such a warrant is presented to the facility relating to a client in the residence, staff cooperates with the law enforcement agency in making the arrest or the search, preferably in a manner which will involve the least disruption of the program at the facility. This kind of visit by Law Enforcement will be followed up with an Incident Report by staff.

5) Written Consent: If there is any doubt as to whether client information should be disclosed, the consent of the client is first obtained, except as otherwise required by law. The consent will be in writing on a Release of Information form and will identify the information to be disclosed, the person or agency to whom it will be disclosed, and the purpose of the disclosure, and the period of time during which authorization is granted.

6) Abuse Reporting: The Shelter Operator and Shelter staff comply with all state and municipal laws requiring reporting to governmental agencies of instances of child abuse, domestic violence and elder abuse. Staff reports any suspicion or evidence of child abuse or vulnerable adult abuse according to the law’s requirements. All staff persons at the shelter are mandatory reporters. An incident report would also be completed and submitted to the Program Manager and any higher- level staff as needed. All staff is trained at the time of hire to spot signs of abuse and to properly document and report it. Trainings are repeated annually.

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7) Harm to Self or Others: If a client at the shelter program shares with a staff person a viable threat to do harm to self or another, the terms of confidentiality can be revoked, as in the case of suicidal or homicidal admittance.

2. Database Confidentiality Policies

Only trained staff, Employment and Housing Navigators, and management staff are authorized to access the HMIS Database. Each staff person must have a separate password for entry. Staff is only to use computers that are authorized and HMIS compliant. No persons without a username and password set up by the Shelter Operator’s IT department will have access to staff-only computers.

3. Exceptions to the Confidentiality Policy

All clients are informed that when the law requires Management to disclose client-related information, such as to prevent danger to self or others or to report child and elderly/vulnerable adult abuse, Staff will do so.

4. Grievance Policies

The grievance procedure is applicable for any conflicts or disagreements between clients and clients and clients and staff. For example, the grievance process may be employed to address disruptive behavior or appeal incorrect formal action. However, in no way does the grievance procedure suspend the rules or consequences established in the Shelter Rules signed upon entering the program. Clients have the right to file a grievance without the fear of harmful repercussions from staff or other residents.

5. Receiving and Posting

The Grievance Procedure is clearly posted in the Policy and Procedure Manual and available to clients at the shelter facility. It can be easily found in a dedicated binder on the counter at the front Service Desk.

Also, posters with this information can be found on the walls of the shelter. A client is given a copy of the Grievance Procedure when a conflict has occurred that cannot be resolved satisfactorily between the client and a staff person or another client, or the client has a complaint about an event that occurred at the Shelter involving that client. The Grievance Procedure will be read by the client and the client may decide which follow up forms they would like to proceed with completing if follow up is necessary. These forms include a Request for Consideration form, a formal Grievance Form, as well as a Termination Appeal form. Each form may be filed to begin a grievance investigation and follow up at different levels of management within the Shelter Operator.

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6. Meeting with Staff

A program participant can file a grievance to dispute any action or inaction within 48 hours , by submitting a Formal Grievance Form to the Program Manager . The Program Manager will review the grievance to determine if the issue can be immediately resolved at their level of supervision. If the Program Manager is unable to resolve the grievance, or if they a re named in the grievance themselves, they will immediately forward it to the Regional Director, who will make every effort to investigate and provide a written decision within 10 business days.

The grievance procedure does not suspend the rules or conseq uences established in the Shelter Expectations.

Clients have the right to file a grievance without fear of harmful repercussions from staff. The client also has the right to request a 3rd party to assist them through the grievance process. If they choose to have a 3rd party present for the grievance, the client must file a signed release of information prior their involvement.

Step 1:

If you wish to file a grievance, you may obtain a Grievance Form from any program staff member. They are also located within this binder.

Grievances should be written clearly and include the names of all parties involved, a detailed account of the problem and requested action to be taken. Any staff member may assist you if you need assistance in completing the form.

Formal grievance forms should be submitted to the Program Manager. If the complaint is directed towards the Program Manager, the client should submit their grievance directly to the Regional Director whose information can be located on the grievance form.

Step 2:

The Program Manager will confirm their receipt of and provide a thorough review of any grievance within 3 business days. If the Program Manager can resolve the grievance, they will provide a written determination to the client during that time.

If the issue cannot be resolved at the Program Manager level, the Grievance will be forwarded to the Regional Director.

Step 3:

The Regional Director will review grievances submitted and investigate the complaint and may acquire all documentation and interview involved parties, as necessary.

The Regional Director will make every effort to resolve the conflict or concern with the client and parties involved within 10 business days of receiving the Grievance from the client . This will include an

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opportunity for the client to discuss their concern, during a meeting, phone call, or videoconference with the Regional Director. The Regional Director will provide a written determination to the client during that time.

Step 4:

If after receiving the final determination from the Regional Supervisor, the person filing the grievance may appeal the decision by writing to the Chief Program Officer (or the Chief Operations Officer if the Chief Program Officer made the prior grievance determination) within 10 business days of receiving the written decision. The Mercy House Officer receiving the appeal shall issue a written decision in response to the appeal no later than 10 business days after its filing.

Step 5:

Clients may also complete the County Grievance Appeal Process that may be filed after the Grievance and appeals process is completed. Information regarding this step will be kept in the Grievance Bin der at the Front Desk of every program.

7. Whistleblower Policy

Clients have several ways in which they can share a grievance – verbally or written, anonymous or through a third party. A Suggestions-and-Grievance Box is available in the common area and is checked weekly by staff.

Confidentiality is strictly kept between the person making the complaint and the Program Manager which will withhold information internally to the extent prudent where a complaint involves a staff member or volunteer. The Grievan ce Procedure will be clearly posted in the Policy and Procedure Manual and available at the facility.

SECTION III. STAFFING AND MANAGEMENT PLAN

A. Staff Policies

1. Hiring Policy

The Shelter Operator is an equal opportunity employer. A copy of its applicable Equal Opportunity and Affirmative Action Policy is available in the Employee Handbook and through the Human Resources department of the Administrative Offices.

All staff positions and newly hired staff are approved by the Human Resources department, Directors and Program Manager, and are thoroughly vetted through a new hire process as outlined below.

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2. Screening Procedure

Position openings are posted on various employment-search networking websites. Potential applicants are screened through a two-step interview process.

The first interview is typically scheduled with the Human Resources. If deemed eligible, the applicant may conduct an interview with their potential manager or supervisor at the agency. The Shelter Staff is hired into at-will employment and are subject to annual staff review and probationary training periods overseen by the Program Manager.

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3. Acceptance Procedure

A completed application packet is sent to the head of the Human Resources Department who conducts a thorough background check. Every potential applicant is screened for active warrants, violent felony convictions, sexual offenses which require registration, and legal ability to work. Any staff who are in direct contact with clients are also required to complete Tuberculosis screening as well as training for mandated reporting policies. The applicant must successfully complete all screening requirements before they will be able to begin working directly with clients.

Upon hire, the new employee signs a formal job offer form and is provided a job description informational sheet for their records. They also attend a general program orientation led by the Human Resources Department. This orientation covers important topics, such as but not limited to, sexual harassment policies, and appropriate interactions with co-workers, volunteers, and clients. Training places a heavy emphasis on appropriate conduct between staff and clients and all new hires are expected to adhere to these practices when interacting with clients. Program Managers complete a more lengthy program- specific orientation process.

4. Staffing Policies for Safe Humane Environment

The Buena Park Navigation Center is staffed to provide the safest, most dignified environment for all clients. The Navigation Center will be considered a non-bullying environment.

All staff are easily identifiable and are required to wear Shelter Operator- Approved shirts or vests. Staff will be scheduled to optimize safety of staff, volunteers and clients and to provide optimal coverage during hours of high volume.

The Regional Director of Emergency Services is responsible for the performance of all Buena Park Navigation Center Activities. Their primary responsibilities include program management, development, and community relations, which includes supervising the Program Manager of Buena Park Navigation Center.

All Shelter operations and staff are supervised by the full time Program Manager. The Manager is a full time, salaried position with at least 2 years of direct life experience working with long-term homeless, low income, and diverse populations. The Program Manager is responsible for coordinating all program services for Buena Park Navigation Center. Primary responsibilities include supervising support staff. This position reports directly to the Regional Director of Emergency Services.

The Site Leaders are responsible for overseeing daily services and activities in Buena Park Navigation Center and provides support for the Multi-Service Center services. They oversee all shelter activities including logistics and client intake, oversee distribution of services, and assist in coordination of Commented [CM47]: Consider including “Non-Bullying
Environment” language

Commented [BJ49]: YES agree with Carol on adding this
language
Commented [TH48R47]: Language added

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volunteers and supportive services. They provide support to staff during designated shifts and assign tasks, oversee administrative duties that support program services. The Site Leaders report directly to the Buena Park Navigation Center Program Manager, reporting any staff or shelter issues as needed.

The Logistics Coordinators are responsible for providing supportive services and logistical support to Buena Park Navigation Center during designated shifts. This position requires a flexible work schedule including weekend, morning, evening, and holiday shifts to provide optimal coverage during Shelter hours. This position reports directly to the Buena Park Navigation Center Program Manager, and by proxy, the Site Leaders. This position assists with shelter setup and maintenance, cleanliness and safety of facility, assisting and receiving orders from vendors, laundry, and more as needed.

The Housing Navigator position requires at least 2 years of direct life experience working with long-term homeless, low income, and diverse populations and have working knowledge of mental health and addiction issues. The Housing Navigator provides housing navigation assistance to Shelter clients and conducts an individual assessment of needs, followed by provision of targeted services focused on returning individuals to permanent housing as quickly as possible. The Housing Navigators conduct the VI- SPDAT assessment, determine eligibility, enter assessments into Central Intake System for prioritization and linkage to housing provider, help clients obtain necessary documents, and provide individuals with employment guidance and community resources. When clients are referred to other programs, the Housing Navigator can provide a warm hand-off to the service provider. The Housing Navigator is also responsible for accepting new referrals, completing the Diversion Questionnaire and new client intakes, and prepping all data to be ready for handoff to the Data Entry Specialist.

The Data Entry Specialist manages the HMIS and data for reporting requirements. They are responsible for ensuring that HMIS and Coordinated Entry data is complete.

The Overnight Coordinator is a full-time position that covers overnight logistics shifts at Buena Park Navigation Center. They resolve conflicts and file incident reports as necessary, report violations and general events in the daily log. This position is largely Logistics based, and a significant amount of cleaning is involved. They also oversee 3rd shift Security crew and conduct safety checks. The Overnight Coordinator provides general support for clients, ensuring their safety during the night.

Volunteers assist with daily ongoing operations of the shelter, and can be utilized every day of the week.

Volunteers help the Shelter Staff with setting up and serving meals, clean-up, laundry, daytime activities, as well as minor administrative duties and distribution of donations. There are also opportunities for Volunteers to do special work projects on-site or to hold special events.

All volunteers are assigned to duties that are appropriate for their age and activity level. It is important that volunteers be reliable, and all staff treat them as a vital component of shelter operations.

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All the positions requirements and descriptions will be available in the Shelter Operator’s Human Resources Department and will be also made readily available to all staff. Please see attached job descriptions.

B. Policies for Staff Training

Buena Park Navigation Center Program staff are trained in emergency evacuation, first aid procedures, mandated reporting policies, crisis intervention, and CPR procedures. These trainings are repeated and updated annually and as needed. Staff also receives additional training on different topics as opportunities arise and are needed.

Each staff member also receives on-going in-service training in crisis management. Staff also trains in Strengths-Based Approaches and positive communication skills. Each staff member is required to attend annual training to update and improve their knowledge. Documentation of training is kept by the Program Manager and is provided to the Head of Human Resources for filing, when appropriate.

Security staff undergoes sensitivity training to better equip them to work with homeless clients, and those in crisis.

1. Emergency Procedures - Evacuation, First Aid, and CPR, 911 Reporting

Program staff are trained in fire, earthquake, and chemical spill evacuation procedures when hired and annually. Evacuation drills with all staff and clients are held and recorded quarterly. Evacuation protocols are recorded in the Program Manager office for reference.

Evacuation routes are posted throughout the facility. Staff is trained in first aid and CPR procedures annually. 911 reporting is taught in orientation and reviewed annually. CPR certificates will be kept in staff files. Universal precautions will be followed.

2. Safety Conduct - Prevention of Abuse, Crisis Intervention, Conflict Resolution

The Shelter Operator staff is trained in identifying and the prevention of child abuse, vulnerable adult abuse, and sexual harassment titled. Each staff will complete this training program annually.

All Program staff complete a course in conflict resolution and crisis intervention upon hire and annually.

Records of completed trainings are kept in Human Resource files.

3. Appropriate Behavior for Dignity and Respect

Operations, Program, Administrative and Management staff are trained in a Strengths-Based, Trauma- Informed model of client care. They are trained regularly, including at time of hire, on the best methods of working with, treating, and responding to clients who have had difficult and traumatic life experiences.

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Each staff member is expected to put these models to use in every interaction they have with clients and potential clients. Staff members are offered training regularly and expected to participate actively. Notice of completion is recorded in staff files, and each staff member has access to this information in a readily- available staff handbook.

4. Communication

Shelter staff undergoes training in communication skills – such as handling phone calls, confidentiality policies, crisis management and de-escalation of conflict. These communication skills are reinforced through practice and reviewed at regular staff meetings and reviews. Specialty courses covering topics such as communication skills with mentally ill persons, receptionist skills, communication with difficult people, and conflict resolution are completed where needed.

5. Resources and Referrals

Operations, Program, and Housing Navigator Staff are oriented to resources, homeless services, and organizations for collaboration and referral. They are also trained staff who can connect clients to the Coordinated Entry System, as a system designated Entry Point. Resource lists are updated monthly and kept on-site.

Protocols for offering and accepting referrals from other agencies are in place, reviewed by staff, updated, and kept in a manual.

6. Mental Health and Addiction Skills

All Program staff attends mental health training events which include naming of symptoms, co-occurring diseases, de-escalation techniques, and safety protocols. This training is done at time of hire and revisited annually. Special speakers may present workshops on various aspects of mental health diagnoses, symptoms, and care when available. Staff is trained in symptoms of drug abuse, and referrals for treatment. Recovery programs are encouraged and off-site referrals are made as appropriate.

Though sobriety is not a requirement to stay in the shelter or participate in services, clients are expected to be able to practice self-care, follow all rules and expectations, and behave appropriately and respectfully toward staff, volunteer, and other clients. Drug misuse at the shelter is prohibited and can result in immediate exit from the program.

7. Self - Care

Regular staff meetings are held for all staff. Part of the purpose of these meetings is communication and processing of stressors while working in the difficult environment of a large scale Year-Round Emergency Shelter Program. Staff will be welcome to participate in team-building activities throughout the year, including holiday parties, and events with co-workers.

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All staff is trained in effective communication with coworkers and in proper techniques to address coworker harassment and stressors and are aware of the importance in practicing self-care. Staff has been informed of the existing open-door policies with supervisors and the Human Resources department.

8. Annual Staff Evaluation and Training Plan

All staff are evaluated by their direct supervisor at 90 days from their hire date and at semi-annual intervals. The evaluation form is stored in the employee file held at the Human Resource office.

9. Documentation of Staff Training

Attendance of and participation in staff training is recorded in each staff file by the Program Manager.

Trainings required by all staff members are also recorded in the Human Resources file to ensure each member’s knowledge and information is kept up-to-date.

C. Volunteer Policies

1. Selection, Screening, and Background Checks

The Shelter Operator actively recruits through a variety of sources, including schools, church groups, and community programs. Volunteer Recruitment events are held regularly in order to increase the number of volunteers that serve at Buena Park Navigation Center.

Individuals as well as groups are invited to volunteer at the shelter. Children aged 13 and older will be able to volunteer, however they must be accompanied by an adult or legal guardian and that person must be registered to volunteer on the day they appear.

All potential volunteers are screened for sex offenses and criminal background checks before being confirmed for volunteer duty.

2. Orientation and Training

The Shelter Operator includes a Volunteer Coordinator in its staffing plan to support volunteer coordination efforts at the shelter. The Volunteer Coordinator will handle on-site task training of the volunteers.

Before beginning service, volunteers are provided an Application and Agreement that includes information about volunteer duties, appropriate conduct with clients, staff, and other volunteers. Each volunteer is required to sign this Agreement before they are assigned any duty at the shelter.

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Volunteers who do not agree with the requirements or refuse to sign will not be assigned a duty and are not able to volunteer at the shelter.

Volunteers sign up for an open position, time and date using online volunteer scheduling software.

Volunteer Development staff from within the Shelter Operator calls and confirms the volunteer’s date and time and to provide them with the location of the shelter and any necessary important information.

Volunteers are trained on-site at tasks by the Kitchen and Donations Coordinator on duty. Any tasks that require a trained staff member are supervised by that staff member to ensure accuracy and cleanliness.

Volunteers are given opportunities to attend community forums and events to receive more training about community resources and network with other community agencies.

Volunteers are expected to adhere to a strict code of ethics and standards. Any found in violation of this code will be removed from the facility and may be limited in future volunteer opportunities.

3. Volunteer Code of Ethics

a. Each volunteer must maintain a firm commitment to professional conduct

Volunteers of Buena Park Navigation Center are expected to maintain the highest level of moral, ethical, and professional conduct while at the site. Volunteers are not allowed to engage in verbal abuse, inappropriate jokes and stories, or any type of inappropriate interaction with staff or clients.

b. Limiting Relationships with Clients

Volunteers are prohibited from developing dual relationships with any clients they meet through their involvement at Buena Park Navigation Center. Examples of dual relationships include (but are not limited to) a volunteer entering into a business, romantic, or sexual relationship with a client.

Soliciting clients for their business is also strictly prohibited.

Volunteers are not allowed to be named as having authority to make decisions for a client under any type of power of attorney or other legal procedure.

c. Food and Other Substances

Volunteers are not allowed to consume any food items or drinks supplied by Buena Park Navigation Center while volunteering, unless a special event involves food specifically for clients AND staff. Food and drink will be purchased solely for the consumption of the homeless clients. Volunteers must also commit to not consuming alcohol or any type of illicit drugs on the property while volunteering.

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Volunteers who appear to be under the influence of any substance that impedes their ability to perform their duties safely and efficiently will be turned away.

d. Discrimination

Volunteers are prohibited from discriminating against any client for any reasons. They may not judge an individual based on their race, disability, religious preference, sexual orientation, color, age, veteran status, citizenship, ancestry, national origin or gender.

e. Volunteer Boundaries

Volunteers are prohibited from loaning or giving money to clients, are not allowed to meet with clients outside of Buena Park Navigation Center without explicit permission from program staff, and are not allowed to drive clients in their vehicles.

f. Commitment

Buena Park Navigation Center is reliant upon the work of volunteers. This commitment is expected to be taken seriously. If a volunteer misses a shift without removing themselves from the schedule and giving notice, the volunteer may be limited or restricted from volunteering.

4. Identifiable Lines of Authority

Volunteers are informed of identifiable lines of authority in their Application Packet. Volunteers may defer to the serving area and Donations Coordinator on duty to give resources, referrals, and handle situations beyond their responsibility and volunteer agreement.

Volunteers also have access to the Program Manager or lead staff member on site, for questions and any grievances.

All volunteers will be provided with a name tag identifying them as such.

5. Descriptions of Volunteer Tasks

Volunteers are needed 7 days a week to help in the mornings, mid-day hours and evenings.

The staff at Buena Park Navigation Center will ensure all volunteers are provided with a task and description of any duties they might perform. Tasks and duties include, but are not limited to:

● Assisting the Intake Specialist in registering and signing in clients at time of entry ● Setting up cleaning tables for breakfasts and dinners

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● Distributing donations and hygiene items
● Helping direct lines to donations and food
● Serving meals, setting up snacks and drinks for clients ● Organizing special projects and activities for the guests of Buena Park Navigation Center

SECTION IV. ATTACHMENTS

A. Job Descriptions

B. Shelter Client Rules

C. Volunteer Policies

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ATTACHMENT “A”: JOB DESCRIPTIONS

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Regional Director of Emergency Services Job Description

Introduction: The Regional Director of Emergency Services is responsible for the performance of all Year- Round Emergency Shelter Program, Services and Outreach Activities in Orange County and Bellflower.

Primary responsibilities include program management, program development, and community relations. This includes supervising the Buena Park Navigation Center Manager. This position requires a flexible schedule especially during the winter months (weekend, morning, evening and holiday shifts). This position may at times require transportation of supplies to shelter locations. The Regional Director of Emergency Services reports directly to the Director of Emergency Services.

Qualifications: Associate’s Degree and at least 2 years of direct life experience working with long-term homeless, low income, and diverse populations and have a working knowledge of mental health and addiction issues. Possess a high level of tolerance and understanding for individuals who present for services with urgent multiple case management and health needs. Ability to perform crisis intervention as needed; clearly communicate information and instructions verbally and in written form; maintain a positive, professional and safe environment while on duty; and establish and maintain effective working relationships with others. Valid CA driver’s license, proof of insurance and reliable vehicle is required.

Program Management and Development

Goal: Oversee the development and implementation of all program services for our Year-Round Emergency Shelter Program to ensure quality delivery of services.  Maintain performance of existing shelter services
 Oversee the scheduling and coordination of all Shelter Sites  Ensure strong communication between Staff and Partner agencies  Oversee coordination of shelter activities and distribution of services  Provide monthly reports to the Operations Director
 Develop new partnerships with other agencies in order to enhance our current services  Oversee implementation of new services
 Implement new services/year-round, permanent facility  Manage Budget
 Oversee Purchases, Vendor Bids and MOU’s

Staff Management

Goal: Manage Identified Staff facilitating optimal performance.

 Manage and supervise Shelter Program Managers
 Assist in various aspects of staff’s duties
 Provide support and guidance when necessary
 Provide support for crisis/conflict intervention

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 Coordinate trainings and orientations when needed
 Conduct Meetings monthly
 Meet with identified staff individually when necessary  Review and evaluate performances
 Conduct midyear and annual review

Outreach Services

Goal: Provide leadership in critical support in the development and implementation of Outreach Services  Brainstorm, research and assist in the development our outreach strategy  Oversee implementation of outreach services
 Assist with Front Door Calls when necessary

Community Relations

Goal: Positively advance agencies reputation in the broader community.

 Maintain active involvement with neighbors and program partners  Maintain active involvement with community service organizations

Miscellaneous

 Provide creative input to the Executive and Operations Directors  Participate in networking functions
 Attend appropriate training workshop as needed
 Attend appropriate house and staff meetings
 Complete ad hoc projects as appointed by Supervisor

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Program Manager – Buena Park Navigation Center
Job Description

Introduction: This Program Manager is responsible for coordinating program services for Buena Park Navigation Center. This position requires dependability, responsibility, organizational skills; and strong written and verbal communication skills. Primary responsibilities include program management, program development, and outreach and community relations and reports to the Regional Director of Emergency Services. This position includes supervising support staff and requires a flexible schedule (weekend, morning, evening and holiday shifts). This position may require the transportation of supplies. Fluency in Spanish is a significant value.

Qualifications: Associate’s Degree and at least 2 years of direct life experience working with long-term homeless, low income, and diverse populations and have a working knowledge of mental health and addictions issues. Possess a high level of tolerance and understanding for individuals who present for services with urgent multiple case management and health needs. Ability to perform crisis intervention as needed; clearly communicate information and instructions verbally and in written form; maintain a positive, professional and safe environment while on duty; and establish and maintain effective working relationships with others. Valid CA driver’s license, proof of insurance and reliable vehicle is required.

Year Round Emergency Shelter Program
Goal: Ensure that the Shelter run smoothly and that we maintain accurate data and strong communication with community partners.

Oversee Client Services
Coordinate calendar and services provided by partner agencies Support all aspects of operations including direct client services when necessary Oversee the collection and distribution of donations
Assist with monitoring facility security and maintenance Ensure enforcement of our good neighbor policies
Assist with securing necessary resources
Oversee collection, input and distribution of intakes / summary sheets / reports Provide support with community resources and referrals
Develop new partnerships with other agencies in order to enhance our current services Manage program budget
Facilitate Resident Advisory Council and Partnership Meetings.

Management
Goal: Manage Identified Program Staff, Interns and Volunteers facilitating optimal performance.

Manage and supervise support staff in all of their duties Assist in various aspects of staff’s duties
Assist in coordinating and managing on-site volunteers
Assist in coordinating and managing special group events and holiday events Provide crisis/conflict intervention
Coordinate trainings and orientations when needed
Conduct 90 day, midyear, and annual reviews.

Community Relations

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Goal: Positively advance Agencies reputation in the broader community.

Maintain active involvement with neighbors and program partners Maintain active involvement with community service organizations

Miscellaneous
Must participate in networking functions and community meetings.

Attend staff meetings and training workshops as needed
Assist with general duties (stocking supplies, copies, fax, phone calls, etc.) Enhance job performance by applying up-to-date professional knowledge gained by attending seminars and conferences and reviewing professional publications.

Perform ad hoc projects as appointed by Supervisor

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Site Leader – Buena Park Navigation Center
Job Description

Introduction: The Emergency Services Site Leader is responsible for overseeing services and activities at Buena Park Navigation Center. Dependability, responsibility, and the ability to communicate effectively and respectfully are mandatory skills. Ability to work effectively with a diverse population; plan, organize and prioritize duties; maintain a positive, professional and safe environment while on duty; and establish and maintain effective working relationships with others This position requires a flexible work schedule including some weekend, morning and evening and holiday shifts. This position reports directly to Buena Park Navigation Center Manager. Fluency in Spanish is a significant value.

Qualifications: Possess a high level of tolerance and understanding for individuals who present for services with urgent multiple case management and health needs. Ability to perform crisis intervention as needed; clearly communicate information and instructions verbally and in written form; maintain a positive, professional and safe environment while on duty; and establish and maintain effective working relationships with others. Associate’s Degree preferred but not required.

Shelter
Assist in the implementation of all shelter activities to ensure quality delivery of services.

Oversee all shelter activities including logistics and client intakes Oversee distribution of services and all program services while on duty Assist in the coordination of volunteers and support services Oversee the organization of supplies and facilities needs

Management
Goal: Support Identified Program Staff facilitating optimal performance.

Support shelter staff during designated shifts
Assist in various aspects of staff’s duties
Assist in coordinating and managing special group events and holiday events Provide crisis/conflict intervention
Communicate any staff or shelter issues to Program Manager.

Administration
Goal: Oversee administrative duties that support program services.

Coordinate supply and service needs
Assist with securing necessary resources
Assist with record keeping and reporting

Miscellaneous
Attend staff meetings and training workshops as needed
Assist with general duties (stocking supplies, copies, fax, phone calls, etc.) Enhance job performance by applying up-to-date professional knowledge gained by attending seminars and conferences and reviewing professional publications.

Perform ad hoc projects as appointed by Supervisor

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Lead Housing Navigator
Job Description

Job Description Introduction: The Lead Housing Navigator, under the direction of the Emergency Services Program Manager, is responsible for supporting the navigation team. The Navigation team work directly with clients in emergency shelter and are responsible for performing ongoing needs assessment, personal housing plans, support, information, referral and advocacy for individuals. This position requires strong leadership in supporting a team’s successful working relationships. This position will influence and recognize positive behavior changes and will identify problems and obstacles and create solutions to help address them.

Staff
• Manage day-to-day operations of Housing Navigator teams, objectives and housing plans;  maintains a limited caseload
• Conducts weekly case conferencing and monthly case file audits to assure participants records are complete and accurate
• Make referrals to supportive services such as job developers, social workers and health care providers as deemed necessary
• May make home and field visits
• Provide supportive advocacy for clients; provides crisis intervention, if needed • Receive, review, and process financial assistance requests as needed • Provide training, supervision, and problem-solving guidance for difficult cases

Documentation
• Oversee the consistency of documentation standards as set forth by the program contract and program policies
• Oversee accurate and complete data into HMIS
• Oversee consistency of confidential hard copy case files with all relevant documentation in the appropriate section

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Housing Navigator – Buena Park Navigation Center
Job Description

Introduction: The Housing Navigator provides assistance to individuals that are literally homeless. This assistance includes an individualized assessment of needs, followed by provision of targeted services focused on returning individuals to permanent housing as quickly as possible. The Navigator will conduct an assessment, determine eligibility, enter assessment into Central Entry System for prioritization and linkage to housing provider, help client obtain documents required for housing placement, provide individuals with employment guidance and community resources.

Year Round Emergency Shelter Program Services
Conduct diversion interviews
Manage intake process
Maintain intake area and ensure daily forms and supplies are stocked and ready for new intakes

Supportive Services
Provide assessment for client within seven days of entering shelter.

Determine eligibility and enter assessment into Central Entry System for prioritization and linkage to housing provider
Assist client with obtaining documents required for housing placement While client is at the shelter provide employment linkage, benefits establishment, linkage to community providers for substance abuse, primary and mental health care, and all other services needed to assist clients in reaching their stabilization goals
While client is at the shelter provide strengths based case management and service coordination designed to assist clients in obtaining and maintaining stable housing Conduct crisis and risk assessments in consultation with supervisor and case management team Provide crisis intervention services focused on enhancing the client's’ ability to independently problem solve, utilize effective coping skills, and manage and self -coordinate own care Provide warm hand off to selected housing provider ensuring a smooth transition from the shelter into housing.

Documentation
Maintain documentation standards as set forth by the program contract and program policies Complete progress notes on every meeting with client
Input accurate and complete data into HMIS and update snapshots to reflect client progress Maintain confidential hard copy case files with all relevant documentation in the appropriate section

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Logistics Coordinator – Buena Park Navigation Center
Job Description

Introduction: The Logistics Coordinator is responsible for providing supportive services and logistical support to Buena Park Navigation Center during designated shifts. This position requires a flexible work schedule including some weekend, morning and evening and holiday shifts.

Shelter Support
Assist in the implementation of all shelter activities to ensure quality delivery of services.

Assist with shelter maintenance
Responsible for cleanliness and safety of facility including emptying trash cans and cleaning all areas of the shelter, including dorms, kitchens and restrooms.

Assist with receiving and verifying orders from vendor’s, completing tally sheets Post and update signs and service calendars
Audio Equipment set up and monitoring
Assist in the organization of supplies and facilities needs

Miscellaneous
Assist with client services and program activities if necessary Complete ad hoc projects as appointed by Supervisor

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Overnight Logistics Coordinator – Buena Park Navigation Center Job Description

Introduction: The Overnight Logistics Coordinator is responsible for providing supportive services and logistical support to Buena Park Navigation Center during overnight shifts. This position requires a flexible work schedule including some weekend, morning and evening and holiday shifts.

This position reports directly to Buena Park Navigation Center Program Manager. Dependability, responsibility, and the ability to communicate effectively and respectfully are mandatory skills. Fluency in Spanish is a significant value. Because of the nature of the shift, this position must be able to operate as site supervisor at times, and be able to communicate effectively after hours with the Program Manager if absolutely necessary.

Shelter Support
Assist in the implementation of all shelter activities to ensure quality delivery of services.

Assist with shelter maintenance
Responsible for cleanliness and safety of facility including emptying trash cans and cleaning all areas of the shelter, including dorms, kitchens and restrooms.

Miscellaneous
Assist with client services and program activities if necessary Complete ad hoc projects as appointed by Supervisor

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ATTACHMENT “B”: SHELTER CLIENT EXPECTATIONS

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Buena Park Navigation Center
Shelter Expectations

Welcome to Buena Park Navigation Center. We hope your stay with us allows you to begin your path to ending your homelessness. In order to ensure that all guests are able to comfortably work toward that goal, the following expectations need to be followed while in the vicinity of the shelter, on the provided shuttle vans, and while in the immediate area of our shuttle pick -up and drop-off locations.

1. Demonstrate responsibility for yourself, your actions, and your housing plan. ________

2. Follow all health and safety policies. ________

3. Guests are expected to meet with their Housing Navigators at least once a week at a scheduled time to discuss their housing plans. Their Housing Navigator will ensure each guest is entered into the Coordinated Entry System, as the first line of housing engagement. The goal is to get you connected to housing resources as quickly as possible. This is a low -barrier Temporary Shelter intended for 24-hour increments of stay. The maximum length of stay is 90 consecutive nights unless otherwise determined . Extensions may be granted on a case by case basis. Each guest’s progress toward achieving their housing goals will be reviewed at 30-day increments. If a guest chooses not to work toward their housing plan or follow these expectations, he/she may be asked to leave at that time. ________

4. Guests are expected to actively work their housing plan! By signing these expectations, you understand that you are not guaranteed housing by enrolling in this program. Part of your Housing Plan will be to identify tasks that you will need to complete in order to achieve your goal of securing housing. Your Housing Navigator will work alongside you to assist you in connecting with resources and addressing potential barriers. ________

5. Current guests of the program may use this location as a mailing address. Please note, however, that after a guest exits, it becomes his or her responsibility to fill out a ch ange of address form with the post office. Any mail that is delivered to the site after a guest has left the program will be sent back to the post office as “Return to Sender”. Mail will be kept at the front desk, along with important program notices or me ssages from staff. Upon signing in each day, the guest’s name will have a mark next to it signifying that there is unclaimed mail or messages. ________

6. Guests are expected to abstain from behavior that is disruptive and unacceptable to others.

Examples include: verbal harassment, physical harassment, excessive profanity, threats and/or violent behavior, nudity or obscene behavior, possessing weapons (or items that may be perceived as weapons) or contraband (examples of items considered contraband can be mad e available upon request), drug dealing, theft, etc. Serious offenses include but are not limited to:
use of racial slurs, sexual harassment, violence, and any other inappropriate physical contact.

Serious violations may be result in an immediate exit from the shelter. If you are asked to leave, a shuttle driver will transport you to an approved drop off location. ________ Commented [CM50]: Refer to page 10
Commented [CM51]: Include Housing Navigator will provide contact information for Cal-AIM Housing Navigator or other appropriate community support navigator.

Commented [TH52R51]: Clients may be matched to CalAim or other housing support program, language will be left as is so that clients do not expect a linkage to CalAim for which they may not qualify.

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7. If a guest’s behavior is extremely disruptive and staff or security asks you to step outside or remove yourself from an area for de-escalation purposes, you are expected to comply with this request. You will be able to rejoin the group when your behavior is no longer a disruption to the other shelter guests. ________

8. Several areas on site are restricted to staff and security only. Guests a re not allowed to any areas other than the commons, dorms, and guest restrooms, unless without explicit permission from management team. The only doors guests may use to access the outside areas are the main doors near the security check -in, and the store-front glass doors leading out from the Commons hall. ________

9. Guests are expected to return each night before 9:00 pm, unless allowed special circumstance by management (ex: for work or school). Guests may request late entry by submitting a Request for Consideration to be approved by the Program Manger. Guests are not allowed to miss two consecutive nights or more than 2 nights in any calendar month without clearing the absence with their Housing Navigator. Guests are expected to sign in on a da ily basis. Guests may not sign in for others. The program manager may grant excused nights out of the shelter upon request if necessary and appropriate. ________

10. Photo ID’s are required of all registered guests. Mercy House will take photos and thumbprints to produce program ID’s for guests, and for security reasons, if necessary. By entering this program, you give your consent to this. If you do not have a California State ID the MH Staff will assist you in acquiring an ID with in the first few days after enrollment. A photo ID of some sort is required to receive a bath towel and is also used when waiting in the dinner line. ________

11. To promote a healthy and clean environment, all guests are required to shower the day they enter the program. Guests must als o submit any clothing/bedding items for laundry the day they enter the program. Guests are then expected to maintain their hygiene (including changing into clean clothes when possible), laundry once a week and showering at least twice a week. ________

12. Every guest will be assigned a laundry day. Guests will be expected to bag their dirty clothes and bundle their bedding on this day to help streamline laundry services. Laundry should be submitted to staff for cleaning by 9:00 AM on this day. ________

13. Every guest is allowed 1 lockable indoor bin and lock and 1 outdoor rolling bin. Rolling bins are accessible only during the designated and posted times. Trash and recycling may not be brought onto the property. For the protection of guests’ items, no liquids for open food can be stored in any bin. Guests may only use the bins assigned to them by staff. ________

14. Guests are expected to straighten their beds when not in use, and are restricted to no more than 2 personal bags on the bed. Water is allowed in the dorms but no open or perishable food or other liquid drinks may be brought to the bed area at any time. 1 -2 pairs of shoes may be stored under the bed but no additional personal items may be kept behind, under or in the Commented [TH54R53]: Updated language as requested.

Commented [CM53]: Clearly identify specific process for late entry (related to work or school) authorization by management Commented [CM55]: Pg 33: Each client is assigned a lockable storage bin and lock to go under the bed for personal valuables.

Insert language: Plus a small “Indoor Lockable Storage” space.

Commented [TH56R55]: Language updated

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aisles next to your bed. No barriers of any kind may be raised without explicit permission from management team. ________

15. All prescription medication must be recorded with MH Staff at Intake and stored in your indoor lockable storage in its original labeled container. Clients are encouraged to lock these containers to ensure secure storage of medication. Pills or medication N OT matching the original labeled container may be confiscated. No medicinal marijuana will be allowed indoors at any time.

Medical marijuana may only be stored in your outdoor bin with a valid Medicinal Use Card and must be 8 oz. or less. ________

16. Smoking of tobacco is permitted in the smoking area only. No drugs, paraphernalia, alcohol, or marijuana (recreational or medicinal) will be permitted in or around the shelter. Anything containing cannabis or THC (without a prescription) will be considered contraband. ________

17. This shelter incorporates closed-circuit surveillance cameras as part of its security system. These cameras are in almost every area except the restrooms. The footage captured is used only for in-house safety and security purposes and is not shared with the general public. By signing this document, you consent to this. ________

18. Attend resident meetings and contribute to the community. ________

19. All guests are expected to be Good Neighbors of the community in which they are served, and have an obligation to comply with all state and local laws and/ or ordinances and behave in a courteous manner at all times. Complaints from residents, business owners, or public officials may result in expulsion from Mercy House Programs. ________

20. In order to remain Good Neighbors, all guests are expected to use the provided shuttles for transportation on to and off of the property. We practice a strict no -walk-up policy. Guests are expected to remain on the property at all times unless when leaving for the day. All guests are allotted one exit and one entry per day, including guests who drive their own personal vehicles (unless under approved special circumstances). Violation of this expectation may result in an immediate exit. ________

21. Guest vehicles may be parked on public property and at owner’s own risk. All Buena Park Municipal Codes, California Vehicle Codes and County of Orange Codes must be obeyed or are subject to fines and/or towing. A valid license and insurance are required. RV’s (Recreational Vehicles) are not permitted on -site. Guests with bicycles must use the bicycle racks on the shuttle buses, and allow Mercy House drivers to secure them on the rack. Guests are only allowed one bike per person, and are not allowed to store spare bike parts unless they fit in the outdoor bin. All bicycles brought on property must be registered and photographed. ________

22. There is a women’s section and a men’s section for sleeping. Please respect the privacy of others. Only one person will be permitted at a time to use the All-Gender Restroom, regardless of relationship or marital status. ________

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23. Guests are expected to respect the rest and sleep of their neighbors. When lights are off, indoor voices should be used to limit distractions and not disturb their rest. Likewise, guests are not allowed to use bright lights or play music/watch video with sound in the dorms after lights out. ________

24. Although we respect everyone’s right to privacy, we reserve the right to pat down and search all persons as a precaution agai nst any potential security risks. Items considered contraband may be confiscated and/or destroyed. Guests will always need to be searched any time they access their outside bins, bikes or vehicles. ________

25. Approved pets, service animals and companion anim als will only be allowed into the program with explicit permission given by program management team. All pet owners must agree to and follow the guidelines provided in the Animal Expectations, which is a separate document that will be given upon entry of the animal into the shelter. ________

26. Neither Mercy House nor any of its vendors are in any way responsible or liable for lost, stolen, or damaged items that guests bring onto premises. Guests are encouraged to keep valuable items close and guarded, and are asked to turn in found items to the staff at the front desk. We advise that those who choose to use the supplied charging stations to have their electronics clearly marked and/or customized for easy identification. Guests may only charge their electronics at the approved charging stations, and may not remain at the station for any extended amount of time. ________

27. Cash is never to be given to Staff, Volunteers, or Interns at ANY time. ________

28. It is our desire to never deny shelter or services to our guests, however, in the case that behavior becomes a health and safety risk Shelter Management can expel/prevent any guests from staying at the shelter. Any conflicts between guests should be brought to the attention of the staff immediately. Any guests who are asked to exit will have 7 days (one week) to pick up any items left on-site. Guests must call and speak to a site leader to schedule a pickup. ________

29. Any guest that does not follow these expectations is jeopardizing their ability to accomplish their housing plan and may be exited from the shelter. Because everyone can make a mistake, when an expectation is not met, staff will clarify any misunderstanding of the expectation and discuss ways that each guest can avoid further violations. If the violations continue Mercy House staff and the guest will meet and create an action plan to support the client to get back on track with their housing plan and meeting these expectations. Guests who have five action plans and continue to violate these expectations will be exited from the shelter. ________

As a result of initialing these expectations and signing this form, I understand that expectations, health and safety policies may change as necessary and that I will be informed of these changes and I am required to abide by these amended policies.

Commented [CM57]: Pg 33: Each client is assigned a lockable storage bin and lock to go under the bed for personal valuables.

Insert language related to “Indoor Lockable Storage” (for wallets, electronics, OTC or Rx medications, etc.)
Commented [TH58R57]: Lockable storage already covered in expectation 13

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I have read the above and agree to follow the Shelter Expectations.

Name (please print): ____________________________________________________ Signature: _______________________________________ Date: ______________

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ATTACHMENT “C”: VOLUNTEER POLICIES

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Emergency Shelter Volunteer Policies

1. Each volunteer must maintain a firm commitment to professional conduct. Volunteers of the Emergency Shelter are expected to maintain the highest level of moral, ethical, and professional conduct while at the site. Volunteers will not engage in verbal abuse, inappropriate jokes and stories, and or any type of inappropriate interaction with Emergency Shelter staff or clients.

2. Relationships with Clients. Volunteers are prohibited from developing dual relationships with any clients they meet through their volunteer involvement at the Emergency Shelter. Examples of dual relationships include (but are not limited to) a volunteer ente ring into a business, romantic, or sexual relationship with a client. Soliciting clients for your business is strictly prohibited. Volunteers are not allowed to be named as having authority to make decisions for a client under any type of power of attorney or other legal procedure.

3. Food and Other Substances. Volunteers will not consume any food items or drinks supplied by the Emergency Shelter while volunteering. Food and drinks are purchased solely for the consumption of the homeless clients. Volunteers must also commit to not consuming any type of illicit drugs on the property while volunteering. Volunteers who appear to be under the influence of any substance that impedes their ability to perform their duties safely and efficiently may be turned away.

4. Discrimination. Volunteers will not discriminate against any client. They will not judge an individual based on their race, disability, religious preference, sexual orientation, color, age, veteran status, citizenship, ancestry, national origin or gender.

5. Volunteer Boundaries. Volunteers are not permitted to loan or give money to clients, should not meet with clients outside of the Emergency Shelter without permission from program staff, and are not allowed to drive clients in their vehicles.

6. Commitment. The Emergency Shelter is reliant upon the work of volunteers. This commitment should be taken seriously. If a volunteer misses a shift without removing themselves from the schedule and giving notice, the volunteer may be limited or restricted from volunteering.

City of Buena Park
City Council Regular Meeting Agenda Report
SUCCESSOR AGENCY RESOLUTIONS APPROVING THE RECOGNIZED OBLIGATION PAYMENT SCHEDULE (ROPS 24- 25) AND ADMINISTRATIVE BUDGET FOR THE FISCAL PERIOD FROM JULY 1, 2024 THROUGH JUNE 30, 2025 Meeting
Tuesday, January 9, 2024, 5:00 PM
Agenda Group
CONSENT CALENDAR Item: 4H
Presented By
Matt Foulkes, Director of Community and Economic Development Prepared By
Matt Foulkes, Director of Community and Economic Development Approved By
Aaron France, City Manager

RECOMMENDED ACTION
1) Adopt a resolution approving the Recognized Obligation Payment Schedule (ROPS 24-25) for the period of July 1, 2024, through June 30, 2025; 2) Adopt a resolution approving an administrative budget from July 1, 2024, through June 30, 2025; and, 3) Forward ROPS 24-25 to the Countywide Oversight Board and State Department of Finance for review and approval.

PREVIOUS CITY COUNCIL ACTION
The previous Recognized Obligation Payment Schedule (ROPS 23-24) was approved by the Successor Agency on January 10, 2023.

DISCUSSION
On February 1, 2012, all redevelopment agencies were dissolved and the City of Buena Park assumed responsibility as the Successor Agency to carry out the enforceable obligations of the former Redevelopment Agency. Pursuant to Section 34177(o)(1) of the Health and Safety Code ('HSC'), in order to make payments on enforceable obligations, the Successor Agency is required to prepare a Recognized Obligation Payment Schedule ('ROPS') annually. Each ROPS must be approved by the Countywide Oversight Board and then submitted to the County Auditor-Controller, the State Controller, and the State Department of Finance ('DOF'), and posted on the Successor Agency's website by February 1st of each year.

The Recognized Obligation Schedule for July 1, 2024, through June 30, 2025 (ROPS 24-25) and administrative budget have been prepared for the Successor Agency's consideration. If approved, ROPS 24-25 and the administrative budget will be submitted to the Countrywide Oversight Board for consideration at its January 23, 2024 meeting. After ROPS 24-25 is approved by the Countywide Oversight Board it must be submitted to the County Auditor-Controller, the State Controller, and the DOF, as well as posted on the City's website no later than February 1, 2024. If the ROPS is not transmitted on time, the Successor Agency may be subject to a penalty of $10,000 per day.

The DOF makes the final determination on the submitted ROPS. The DOF must make its determination regarding the enforceable obligations and the amount and funding source for each enforceable obligation listed on ROPS 24-25 no later Attachments
Reso ROPS 24-25 Att 1of2.pdf
ROPS 24-25.pdf
Reso Admin Budget 2024-25 Att 2of2.pdf
Admin Budget ROPS 24-25.pdf
than April 15, 2024. Within five business days of the DOF's determination, the Successor Agency may request to meet and confer with the DOF on disputed items.

BUDGET IMPACT
Payments for enforceable obligations on the approved ROPS 24-25 for the period of July 1, 2024, through June 30, 2025, will be paid from the Redevelopment Property Tax Trust Fund (RPTTF) distributed by the County Auditor-Controller.

RESOLUTION NO. SA- _______

A RESOLUTION OF THE SUCCESSOR AGENCY TO THE CITY OF

BUENA PARK COMMUNITY REDEVELOPMENT AGENCY

APPROVING A RECOGNIZED OBLIGATION PAYMENT SCHEDULE
FOR THE FISCAL PERIOD FROM JULY 1, 2024 THROUGH JUNE 30, 2025 (ROPS 24-25) PURSUANT TO HEALTH AND SAFETY CODE
SECTION 34177 AND TAKING CERTAIN RELATED ACTIONS

WHEREAS, Pursuant to Health and Safety Code Section 34177(o), the Successor Agency to the Buena Park Redevelopment Agency (the “Successor Agency”) must prepare a Recognized Obligation Payment Schedule listing the anticipated payments for enforceable obligations to be made by the Successor Agency during the fiscal period from July 1, 2024 through June 30, 2025 (“ROPS 24-25”) and submit ROPS 24-25 to the Countywide Oversight Board (the “Oversight Board”) for approval; and
WHEREAS, Pursuant to Health and Safety Code Section 34177(l)(2)(B), a t the same time that the Successor Agency submits ROPS 24-25 to the Oversight Board for approval, the Successor Agency must submit a copy of such ROPS 24-25 to the State Department of Finance (the “DOF”), the County administrative officer, and the County Auditor-Controller; and WHEREAS, Pursuant to Health and Safety C ode Section 34177(l)(2)(C) and Section 34177(o)(1), the Successor Agency must: (i) submit the Oversight Board-approved ROPS 24-25 to the DOF, the Office of the State Controller , and the County Auditor -Controller no later than February 1, 2024, and (ii) post a copy of the Oversight Board -approved ROPS 24-25 on the Successor Agency’s website.

NOW, THEREFORE, the Successor Agency to the Buena Park Redevelopment Agency hereby finds, determines, resolves, and orders as follows:

Section 1. The above recitals a re true and correct and are a substantive part of this Resolution.

Section 2. The Successor Agency hereby approves the proposed ROPS 24-25 substantially in the form attached thereto as Exhibit A.

Section 3. Staff is hereby authorized and directed to submit a copy of ROPS 24-25 to the Oversight Board for approval and, at the same time, transmit a copy of ROPS 24-25 to the DOF, the County Auditor -Controller and the County administrative officer as designated by the County.

Section 4. Staff is hereby authorized and directed to submit a copy of Oversight Board-approved ROPS 24-25 to the DOF, the Office of the State Controller, an d the County Auditor-Controller. If the Oversight Board has not approved ROPS 24-25 by February 1, 2024, staff is hereby authorized and directed to transmit ROPS 24-25 to the DOF, the Office of the State Controller, and the County Auditor -Controller by February 1, 2024, with a written notification regarding the status of the Oversight Board’s review. Written notice and information Resolution No.

Page 2 ends

2 regarding the action of the Oversight Board shall be provided to the DOF by electronic means and in a manner of DOF’s choosing.

Section 5. Staff is hereby authorized and directed to post a copy of the Oversight Board-approved ROPS 24-25 on the Successor Agency’s website (being a page on the website of the City of Buena Park).

Section 6. The officers and the other s taff members of the Successor Agency are hereby authorized and directed, jointly and severally, to do any and all things which they may deem necessary or advisable to effectuate this Resolution, includi ng but not limited to requesting additional review by the DOF and an opportunity to meet and confer on any disputed items, and making adjustments to ROPS 24-25 pursuant to the DOF’s instructions, and any such actions previously taken are hereby ratified and confirmed.

PASSED AND ADOPTED this 9th day of January 2024, by the following called vote:

AYES:

NOES:

ABSENT:

ABSTAIN:

__________________________________
Chairperson

ATTEST:

________________________________
City Clerk

I, Adria Jimenez, MMC , City Clerk of the Successor Agency to the Redevelopment Agency 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 Successor Agency to the Community Redevelopment Agency of the City of Buena Park, held this 9th day of January 2024.

City Clerk

EXHIBIT A

SUCCESSOR AGENCY TO THE BUENA PARK REDEVELOPMENT AGENCY

RECOGNIZED OBLIGATION PAYMENT SCHEDULE
ROPS 24-25
(July 1, 2024 – June 30, 2025)

Recognized Obligation Payment Schedule (ROPS 24-25) - Summary Filed for the July 1, 2024 through June 30, 2025 Period Successor Agency: Buena Park
County: Orange
Current Period Requested Funding for Enforceable
Obligations (ROPS Detail)
24-25A Total
(July -
December)
24-25B Total
(January -
June)
ROPS 24-25
Total
A Enforceable Obligations Funded as Follows (B+C+D) $ - $ 433,149 $ 433,149 B Bond Proceeds - 433,149 433,149
C Reserve Balance - - -
D Other Funds - - -
E Redevelopment Property Tax Trust Fund (RPTTF) (F+G) $ 4,919,925 $ 788,444 $ 5,708,369 F RPTTF 4,842,981 711,500 5,554,481
G Administrative RPTTF 76,944 76,944 153,888
H Current Period Enforceable Obligations (A+E) $ 4,919,925 $ 1,221,593 $ 6,141,518 Certification of Oversight Board Chairman:

Name Title
Pursuant to Section 34177 (o) of the Health and Safety
code, I hereby certify that the above is a true and
accurate Recognized Obligation Payment Schedule for
the above named successor agency. /s/
Signature Date
Buena Park
Recognized Obligation Payment Schedule (ROPS 24-25) - ROPS Detail July 1, 2024 through June 30, 2025

A B C D E F G H I J K L M N O P Q R S T U V W
Item
# Project Name Obligation
Type
Agreement
Execution
Date
Agreement
Termination
Date
Payee Description Project Area
Total
Outstanding
Obligation
Retired
ROPS
24-25
Total
ROPS 24-25A (Jul - Dec)
24-25A
Total
ROPS 24-25B (Jan - Jun)
24-25B
Total
Fund Sources Fund Sources
Bond
Proceeds
Reserve
Balance
Other
Funds RPTTF Admin
RPTTF
Bond
Proceeds
Reserve
Balance
Other
Funds RPTTF Admin
RPTTF
$141,870,582 $6,141,518 $- $- $- $4,842,981 $76,944 $4,919,925 $433,149 $- $- $711,500 $76,944 $1,221,593 8 Personnel and
Operating Costs -
Administrative
Cost Allowance
Admin
Costs
11/19/
1979
09/28/2044 City of
Buena
Park
Admin.,
Personnel,
Fac., &
Operating
Costs
Consolidated 2,925,486 N $153,888 - - - - 76,944 $76,944 - - - - 76,944 $76,944 14 Pledge-
Developer
Disposition Agmt

OPA/DDA/
Construction
08/26/
2003
09/30/2033 Sunrise
Buena
Park (BP
Mall)
Tax Increment
Reimbursement
Consolidated 13,497,348 N $624,422 - - - 624,422 - $624,422 - - - - - $- 17 Developer
Disposition
Agreement

OPA/DDA/
Construction
10/26/
2010
09/28/2044 The
Source
Tax Increment
Reimbursement
Consolidated 48,520,159 N $1,147,159 - - - 1,147,159 - $1,147,159 - - - - - $- 19 Entertain.Corridor
(Ezone) Action
Plan
Professional
Services
06/04/
2008
09/01/2035 TBD Bond Proceeds
for Design &
Streetscape
Consolidated 1,183,149 N $433,149 - - - - - $- 433,149 - - - - $433,149 60 Bond
Administration
Fee
Fees 01/19/
2000
09/01/2035 Union
Bank
Bond
Administration
Fees
Consolidated 63,540 N $6,600 - - - - - $- - - - 6,600 - $6,600 67 Tax Allocation
Refunding Parity
Bonds, 2019
Series A
Bonds
Issued After
12/31/10
11/13/
2019
09/01/2035 Union
Bank
Refinance 2003
and 2008
Series A Bonds
Consolidated 37,821,200 N $701,400 - - - - - $- - - - 701,400 - $701,400 69 Tax Allocation
Refunding Parity
Bonds, 2019
Series A
Reserves 11/13/
2019
09/01/2035 Union
Bank
Refinance 2003
and 2008
Series A Bonds
Consolidated 37,821,200 N $3,071,400 - - - 3,071,400 - $3,071,400 - - - - - $- 72 Bond Disclosure
Fees
Professional
Services
03/06/
2008
09/01/2035 Harrell &
Company
Advisors
Bond Servicing
- Annual
Reports
Consolidated 38,500 N $3,500 - - - - - $- - - - 3,500 - $3,500 Buena Park
Recognized Obligation Payment Schedule (ROPS 24-25) - Report of Cash Balances July 1, 2021 through June 30, 2022
(Report Amounts in Whole Dollars)
Pursuant to Health and Safety Code section 34177 (l), Redevelopment Property Tax Trust Fund (RPTTF) may be listed as a source of payment on the ROPS, but only to the extent no other funding source is available or when payment from property tax revenues is required by an enforceable obligation.

A B C D E F G H
ROPS 21-22 Cash Balances
(07/01/21 - 06/30/22)
Fund Sources
Comments
Bond Proceeds Reserve Balance Other Funds RPTTF
Bonds issued
on or before
12/31/10
Bonds issued
on or after
01/01/11
Prior ROPS
RPTTF and
Reserve
Balances retained
for future
period(s)
Rent, grants,
interest, etc.

Non-Admin
and Admin

1 Beginning Available Cash Balance (Actual 07/01/21)
RPTTF amount should exclude "A" period distribution
amount.
1,181,841 133,408 7,421,586
2 Revenue/Income (Actual 06/30/22)
RPTTF amount should tie to the ROPS 21-22 total
distribution from the County Auditor-Controller
1,318 58,594 7,625,898 ROPS 21-22A: $6,564,287; ROPS 21-22B:
$1,061,611
3 Expenditures for ROPS 21-22 Enforceable Obligations
(Actual 06/30/22)
10 66,084 8,057,154 $10 bond interest earned used to offset debt service payments.
4 Retention of Available Cash Balance (Actual 06/30/22) RPTTF amount retained should only include the amounts
distributed as reserve for future period(s)
1,342,708 ROPS 19-20 PPA - $1,342,236; ROPS 20-21
PPA - $472
5 ROPS 21-22 RPTTF Prior Period Adjustment
RPTTF amount should tie to the Agency's ROPS 21-22 PPA
form submitted to the CAC
No entry required 58,028 ROPS 21-22 PPA $58,028
6 Ending Actual Available Cash Balance (06/30/22)
C to F = (1 + 2 - 3 - 4), G = (1 + 2 - 3 - 4 - 5)
$1,183,149 $- $- $125,918 $5,589,594
Buena Park
Recognized Obligation Payment Schedule (ROPS 24-25) - Notes July 1, 2024 through June 30, 2025
Item # Notes/Comments
8 Administrative cost allowance
14 Agreement requires the former Agency to pay a percentage of tax increment and sales tax generated by Buena Park Downtown (BP Mall).
17 Agreement requires the former Agency to pay a percentage of tax increment and sales tax generated by The Source.
19 Bond proceeds for the Beach Boulevard Streetscape Project includes construction medians, sidewalks, landscaping, lighting, signage, etc.
60 Trustee fees for bond administration.
67 2019 Tax Allocation Refunding Parity Bonds, Series A 69 Bond reserve amount for the September 1, 2025 debt service payment required per the Indenture. 72 Bond disclosure fees for preparation of annual bond reports.

RESOLUTION NO. SA- ____

A RESOLUTION OF THE SUCCESSOR AGENCY TO THE CITY OF

BUENA PARK COMMUNITY REDEVELOPMENT AGENCY APPROVING

A RECOGNIZED PROPOSED ADMINISTRATIVE BUDGET FOR THE
FISCAL PERIOD FROM JULY 1, 2024 THROUGH JUNE 30, 2025, AND

TAKING CERTAIN RELATED ACTIONS
RECITALS:

A. Pursuant to Health and Safety Code Section 34177(j), the Successor Agency to the Buena Park Redevelopment Agency (the “Successor Agency”) must prepare a proposed administrative budget for each fiscal period (commencing July 1) and submit each proposed administrative budget to the Countywide Oversight Board (the “Oversight Board”) for approval.

B. The Successor Agency’s proposed administrative budget for the fiscal period from July 1, 2024 through June 30, 2025 (“Administrative Budget 24-25”) is being presented to this Successor Agency to the City of Buena Park Community Redevelopment Agency for approval.

NOW, THEREFORE, the Successor Agency hereby finds, determines, resolves, and orders as follows:

Section 1. The above recitals are true and correct and are a substantive part of this Resolution.

Section 2. The Successor Agency hereby approves Administrative Budget 24-25 substantially in the form attached hereto as Exhibit A.

Section 3. Staff is hereby authorized and directed to submit a copy of the administrative budget to the Oversight Board.

Section 4. The Staff of the Successor Agency are hereby authorized and directed, jointly and severally, to do any and all things which they may deem necessary or advisable to effectuate this Resolution and the Administrative Budget, including making any adjustment to the proposed Administrative Budget to make them consistent with the Successor Agency’s Recognized Obligation Payment Schedule for fiscal year 2024-2025 (as such Recognized Obligation Payment Schedule is approved by the State Department of Finance).

Section 5. If any provision of this Resolution or the application thereof to any person or circumstance is held invalid, such invalidity shall not affect other provisions or applications of this Resolution which can be given effect without the invalid provision or application, and to this end, the provisions of this Resolution are severable. The Successor Agency hereby declares that it would have adopted this Resolution regardless that one or more portion may be determined to be invalid.

PASSED AND ADOPTED this 9th day of January 2024, by the following called vote:

AYES:

NOES:

ABSENT:

ABSTAIN:

Chairperson

ATTEST:

________________________________
City Clerk

I, Adria M. Jimenez , MMC, City Clerk of the Successor Agency to the Redevelopment Agency 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 Successor Agency to the Community Redevelopment Agency of the City of Buena Park, held this 9th day of January 2024.

City Clerk

EXHIBIT A

SUCCESSOR AGENCY TO THE BUENA PARK REDEVELOPMENT AGENCY ADMINISTRATIVE BUDGET 24-25
(July 1, 2024 – June 30, 2025)

EXHIBIT "A"
ROPS 24-25
(July 1, 2024-June 30, 2025)
Salaries/Benefits 107,148
Community Dev. Director, Senior Mgmt. Analyst, Senior Admin. Assistant Operating Expenses - office rent,utilities, mgmt. information systems, maintenance, conference/meeting and office expenses, etc. 35,240 Office Rent/Utilities 17,800
Management Information Systems 4,540
Stationery/Office Supplies 1,000
Postage - Outside 300
Building Maintenance 8,600
Repro Supplies/Services 3,000
Professional/Contractual Services - property and sales tax administration, bond arbitrage report, consultant services, etc. 11,500 Legal Services 5,000
HdL - Property & Sales Tax Administration 2,500
Wildan bond arbitrage, other consultant services 4,000
$153,888
Funding Source - Redevelopment Property Tax Trust Fund (RPTTF)

TOTAL ADMINISTRATIVE BUDGET

ESTIMATED ADMINISTRATIVE COSTS

CITY OF BUENA PARK

SUCCESSOR AGENCY ADMINISTRATIVE BUDGET
(JULY 1, 2024 - JUNE 30, 2025)
City of Buena Park
City Council Regular Meeting Agenda Report
APPROVE RESTRICTED PROJECT AGREEMENT (GRANT NO. 202401) WITH PROVIDENCE ST. JUDE HOSPITAL FOR 2024 GRANT FUNDING
Meeting
Tuesday, January 9, 2024, 5:00 PM
Agenda Group
NEW BUSINESS Item: 5A
Presented By
Dale Kurata, Community Services Supervisor
Prepared By
Jim Box, Director of Community Services
Approved By
Aaron France, City Manager

RECOMMENDED ACTION
1) Approve a grant agreement with Providence St. Jude Hospital (Providence) for 2024; 2) Authorize and roll-over $26,500 for construction of Community Gardens at Bellis Park ($19,000) and Ehlers Event Center ($7,500); 3) Accept grant funds in the amount of $89,000; 4) Appropriate $79,000 for the construction of a Pickleball Court at the Ehlers Event Center; 5) Appropriate $5,000 for the purchase of water polo goals at Peak Park Pool; 6) Appropriate $5,000 for the purchase of Tot Time furniture at the Buena Park Community Center; 7) Transfer $11,000 from the Senior Center Interior Development Fund to the Pickleball Court project at the Ehlers Event Center; 8) Award a contract to RMS LIFE SAFETY in the amount of $78,554.08; 9) Authorize contingency funds in the amount of $7,855.41 in the same purchase order; 10) Authorize construction engineering funds in the amount of $3,590.51; 11) Authorize the City Manager and City Attorney to make any necessary, non-monetary changes to the contract; and, 12) Authorize the City Manager and City Clerk to execute the contract.

PREVIOUS CITY COUNCIL ACTION
For the past nine years, Providence St. Jude Hospital has provided grant funding to the City for projects that promote health and wellness-related projects in the Buena Park.

DISCUSSION
Proposed grant funding this year will be used for the following:

Roll over $26,500 for the City of Buena Park to support the construction of Community Gardens at Bellis Park ($19,000) and the Ehlers Event Center ($7,500). The City of Buena Park will construct 12-15 plots at Bellis Park and 14-18 plots at the Ehlers Event Center. The outdoor gardens will provide an opportunity for low income and Senior residents to increase their physical activity, plant, grow and harvest fresh fruit, vegetables and herbs while engaging in the community and socialization activities. The City will cover the project's fund balance.

Providence will provide $79,000 to support the construction of a Pickleball court at the Senior Center/Ehlers Event Center for physical activity opportunities. City outreach will be conducted to expand participation in health and wellness activities for older adults.

Attachments
BuenaParkCity_Grant_AgreementCY24.pdf
Pickleball Court Location Map at Senior Center.pdf
Bid Results - Pickleball Court at Senior Center.pdf
Concept Plan- Bellis Community Garden.pdf
Concept Plan- Ehlers Community Garden.pdf
Public Works solicited three (3) bids from qualified construction firms to complete the required scope of work. On October 20, 2023, staff received three bids and determined that RMS Construction was the lowest-responsible bidder. Their proposal met the City's needs in terms of value and schedule.

BUDGET IMPACT
In accepting grants funds from Providence St. Jude Hospital, the total amount of new funding in this report is $89,000. All of these funds, in addition to $26,500 in roll-over funds, are requested to be appropriated. Additionally, there is a request to transfer $11,000 from the Senior Center Interior Development Fund (11-2248) towards the Pickleball Court project at the Ehlers Event Center. There is no fiscal impact to the general fund.

Providence will provide up to $5,000 for William Peak Park aquatics class materials. City will offer scholarships for aquatics class materials. City will offer scholarships for aquatics classes to the underserved communities.

Providence will provide up to $5,000 for Tot Time program at the Buena Park Community Center. Program will support motor development, interacting socially, and learn to enjoy physical activity.

The City will be responsible for entering data and grant progress reporting on the Providence WizeHive online platform upon instruction provided by PSJMC in January 2023.

Providence will partner with the Buena Park Collaborative on the Move More Eat Healthy Buena Park Campaign by either designating city staff or commissioners to work with the collaborative to establish and maintain the MMEH Healthy Buena Park subcommittee.

Buena Park will submit a Mid-Year and Final Project Report to the Providence WizeHive grant reporting platform documenting the use of funds and project progress and will participate in the initiative evaluation that is being done by Providence's Healthy Communities Initiative's Evaluator.

Providence St. Jude Hospital
Restricted Project Grant Agreement
Buena Park City
Grant Number 202401
This Restricted Project Grant Agreement ("Agreement") upon execution on behalf of Grantee in the spaces provided for signature will evidence Grantee's agreement with and commitment to Buena Park City ("City") as follows:

1. Grantee's Status
This grant is specifically conditioned upon Grantee's status as an eligible grantee of St. Jude Hospital ("Hospital') in accordance with this section. Grantee warrants and represents that it is a public organization. Grantee will notify the Hospital immediately of any actual or proposed change in tax status.

11. Purposes of Grant
To prevent and reduce obesity by assisting Buena Park City in supporting residents to increase physical activity, eat healthier, and mental health.

This grant is made only for the specific charitable purposes described in the Agreement as part of the hospital's community benefit program. The grant funds may not be used for any other purpose without prior written approval from the Hospital.
111. Use of Grant Funds and Mutual Expectations These
grant funds will be used as follows:

A. Roll over $26,500 for the City of Buena Park to support the construction of Community Gardens at Bellis Park ($19,000) and the Ehlers Event Center ($7,500). The City of Buena Park will construct 12-15 plots at Bellis Park and 14-18 plots at the Ehlers Event Center. The outdoor gardens will provide an opportunity for low income and Senior residents to increase their physical activity, plant, grow and harvest fresh fruit, vegetables and herbs while engaging in the community and socialization activities. The City will cover the project's fund balance.

B. Hospital will provide $79,000 to support the construction of a Pickleball court at the Senior Center/ Ehlers Event Center for physical activity opportunities. City outreach will be conducted to expand participation in health and wellness activities for older adults.

C. Hospital will provide up to $5,000 for William Peak Park aquatic class materials.

City will offer scholarships for aquatic classes to the underserved communities.

D. Hospital will provide up to $5,000 for TOT time program at the Buena Park Community Center. Program will support motor development, interacting socially, and learn to enjoy physical activity.

E. The City will be responsible for entering data and grant progress reporting on the Providence WizeHive online platform upon instruction provided by PSJMC in January 2023.

F. Hospital will partner with Buena Park Collaborative on the Move More Eat Healthy Buena Park Campaign by either designating city staff or commissioners

to work with the collaborative to establish and maintain the MMEH Healthy Buena Park subcommittee.

G. Buena Park City will submit a Mid-year and Final Project Report to the WizeHive grant reporting platform documenting the use of funds and Project progress and will participate in the initiative evaluation that is being done by the Hospital's Healthy Communities Initiative's Evaluator.

IV . Amount of Grant Need to update
$44,500 payable upon receipt of this executed Agreement and up to $44,500 additional when progress on the construction of Community Gardens at Bellis Park and the Ehlers Event Center has been provided, progress on the Pickleball court at the Senior Center, progress on the purchase of the TOT time program early childhood equipment, and William Peak Park aquatic class materials.

V. Period of Grant
Grant funds are to be applied to expenses incurred for the period January 1, 2024 to December 31, 2024 unless otherwise agreed upon in writing by the Hospital.

Terms and Conditions of Grant
Grantee agrees that the grant is subject to the following conditions:

A. Expenditure of Grant Funds

1. Use of Funds. Grantee must spend the grant funds only for the purposes described above.

2. Prohibited Uses. Grantee shall not use any of the funds from this grant in a manner inconsistent with Section 510 (c) (3) of the Code, including:
a. carrying on propaganda, or otherwise attempt to, influence legislation,
b. influencing the outcome of any specific public election, c. carrying on directly or indirectly any voter registration drive. d. inducing or encouraging violations of law or public policy e. causing any private inurement or improper private benefit to occur.

B. Return of Funds. Grantee shall return to the Hospital any unexpended grant funds under the following conditions:

1. If the Hospital, in its reasonable discretion, determines that the Grantee has not performed in Accordance with this Agreement; or

2. Any portion of the funding is not used for grant purposes.

C. Records Audits. Funds provided by the Hospital shall be accounted for in the Grantee's books and records. The Grantee shall retain original substantiating documents related to restricted grant expenditures and make these records available for the Hospital's review upon request. The Collaborative reserves the right, upon written notice, to audit the Grantee's

books and records relating to the expenditure of any funds provided by the Hospital as a restricted grant.

D. Reports. Grantee shall submit a report to WizeHive online grant reporting platform by July 15, 2024 for the period January 1, 2024 — June 30, 2024 and the second due January 15, 2025 for the period July 1, 2024 —Dec 3 1, 2024. Grant reporting will include progress on the construction and installation of the Community Gardens at Bellis Park and the Ehlers Event Center. Grant reporting
will provide progress on the construction of Community Gardens at Bellis Park and the Ehlers Event Center; progress on the Pickleball court construction at the Ehlers's Event Center - Senior Center, progress on the purchase of the TOT time program early childhood equipment, and William Peak Park aquatic class materials.

E. Budgets. Expenditures of grant funds must be made substantially in Accordance with the grant budget, which is attached as Exhibit A. Any material changes from the budget must be approved in advance by the Hospital.

F. Licensing and Credentials. The Grantee hereby agrees to maintain, in full force and effect, all required governmental or professional licenses and credentials for itself, its facilities, and for its employees and all other persons engaged in work in conjunction with this grant.

G. Management and Organizational Changes. The Grantee agrees to provide immediate written notice to the Hospital if significant changes or events occur during the term of this grant which could potentially impact the progress or outcome of the grant, including, without limitation, changes in the Grantee's management personnel or losses of funding.

H. No Agency. Grantee is solely responsible for all activities supported by by the grant funds, and in the manner in which any such product may be disseminated. This Agreement shall not create any agency relationship, partnership, or joint venture between the parties, and Grantee shall make no such representation to anyone.

I. No Waivers. The failure of the Hospital to exercise any of its rights under this agreement shall not be deemed to be a waiver of such rights.

J. No Further Obligations by the Hospital. This grant is made with the understanding that the Hospital has no obligation to provide other or additional support or grants to the Grantee.

K. Remedies. If the Hospital determines, in its reasonable discretion, that Grantee has substantially violated or failed to carry out any provision of this Agreement, including but not limited to failure to submit reports when due, the Hospital may, in addition to other legal remedies it may have, refuse to

make any further grant payments to Grantee under this or any other grant agreement and the Hospital may demand return of all or part of the grant funds not properly spent or committed to third parties, which Grantee shall immediately pay to the Collaborative. The Hospital may also avail itself of any other remedies available by law.

L. Indemnification. Grantee irrevocably and unconditionally agrees, to the fullest extent permitted by law, to defend, indemnify, and hold harmless the Hospital, its officers, directors, employees and agents, from and against any and all claims, liabilities, losses, and expenses (including reasonable attorneys' fees) directly, indirectly, wholly, or partially arising from and in connection with any act or omission of Grantee, its employees, or agents in applying for or accepting the grant, in expending or applying the grant funds, or in carrying out any project or program to be supported by the grant, except to the extent that such claims, liabilities, losses, or expenses arise from or in connection with any act or omission of the Hospital, its officers, directors, employees, or agents.

M. Entire Agreement: Amendments and Modifications. This Agreement constitutes the entire agreement of the parties with respect to its subject matter supersedes any and all prior written or oral agreements or understandings with respect to the subject matter hereof: This Agreement may not be amended or modified, except in writing signed by both parties.

N. Governing Law. This Agreement shall be governed by the laws of the State of California.

VIl. Acceptance of Agreement
The Hospital reserves the right to withhold or suspend payments of grant funds if the Grantee fails to comply strictly with any of the terms and conditions of this Agreement.

If this Agreement correctly sets forth your understanding and acceptance of the arrangements made regarding this grant, please countersign and return to the Hospital.

Accepted on behalf of the City of Buena Park by:

Authorized Signature Date

Printed Name
Accepted on behalf of St. Jude Hospital by:

Title

Printed Name Title
Approved, 10.31.23, Leilani Beck, Director Community Services St. Jude Medical Center, Fullerton
Exhibit A
Grant Number 202401
Budget

60'30'

SENIOR CENTERPROPOSED PICKLEBALLCOURTSANTA ISABEL CIRCLEKNOTT AVENUE Company Name
1 2
3 TD Sports Commercial $32,640.00
Simi Valley, CA *Invalid, Missing Concrete Slab*
City of Buena Park

BID RESULTS

SENIOR CENTER PICKLE BALL COURT PROJECT
Project No. 135
Taylor Tennis Courts, Inc.

Anaheim, CA
$95,375.00
Total
$78,554.08RMS Life Safety
Signal Hill, CA

City of Buena Park
City Council Regular Meeting Agenda Report

ADOPT A RESOLUTION APPROVING NEW CITY COUNCIL PRIORITIES AND AUTHORIZING THE IMPLEMENTATION OF THE CITY COUNCIL GOALS AND OBJECTIVES FOR CALENDAR YEARS 2024-2026 Meeting
Tuesday, January 9, 2024, 5:00 PM
Agenda Group
NEW BUSINESS Item: 5B
Presented By
Eddie Fenton, Assistant City Manager
Prepared By
Eddie Fenton, Assistant City Manager/Director of Human Resources Approved By
Aaron France, City Manager

RECOMMENDED ACTION
1) Adopt a resolution approving new City Council priorities and authorizing the implementation of the 2024-26 City Council Goals and Objectives.

PREVIOUS CITY COUNCIL ACTION
On Tuesday, November 28, 2023, the City Council participated in a Goal Setting and Team Building Workshop facilitated by Lisa Gordon of Lisa Inspires.

DISCUSSION
On October 26, 2021, the City Council last established overarching goals through the adoption of the 2021-2023 Strategic Plan. The Strategic Plan consisted of the City Council’s priorities, goals, and objectives for the next two years. Staff recommends that City Council goals be established and reviewed every two or three years and that the goals be monitored on a quarterly basis.

On Tuesday, November 28, 2023, the City Council participated in a similar goal setting workshop. The theme of the workshop was, “Alignment and Working Together.” The purpose of the workshop was to provide the City Council, City Manager, and the Executive Management Team the opportunity to look back and look forward; to collectively focus on the interests and needs of the community; to reset and refresh; and to help set the strategic direction of this great City. The City Council was able to share their views and perspectives about where the City is, where the City is going, and how the City is going to get there as an organization. The workshop focused its energies and collectively identified the City Council’s priorities and goals for the next three calendar years (2024-2026).

Last year, as part of a City-wide community engagement effort, the City of Buena Park launched Speak Up Buena Park – an interactive community survey and conversation to encourage resident and community feedback and discussion around City service needs and priorities. With nearly 800 responses to Speak Up Buena Park, the community, staff, and City Council’s vision for the future of Buena Park are very much aligned. Residents and community members identified the following City service priorities:

Furthermore, residents voiced their appreciation and reliance on local public safety and senior services. The Buena Park Police Department is facing a staffing shortage and the Department’s staffing levels are below the recommended threshold for the City’s size; emergency calls are increasing, straining response times. Residents have told us their priority is to recruit and retain experienced police officers, some of whom are leaving the City for higher-paying jobs in surrounding communities.

Thousands of Buena Park older adults benefit from our community’s senior programs like Meals on Wheels, senior transportation services, and the Buena Park Senior Center. The City strives to continue to offer quality programs that support our growing senior community and allow them to age in place.

We are continuing this important conversation in 2024 as the City establishes goals and priorities to ensure we continue to provide the services residents rely and depend on. We look forward to continuing to update the public and City Council on Speak Up Buena Park during our annual budget process.

In preparation for the goal setting workshop, Ms. Gordon conducted individual interviews with each member of the City Council. Each Council Member was asked to share their observations of Buena Park and their perceptions of the City’s Strengths, Challenges, Key Focus Areas, and Goals, along with their visions for the future. Ms. Gordon also worked with the City Manager and staff in preparing workshop materials.

The City Council identified its six Preliminary Key Focus Areas and the chart below is a compilation of all goals and objectives identified by the City Council.

Preliminary Key Focus Areas
Policy Question for Council Consideration:

Do the attached City Council draft Goals and Objectives accurately reflect the City Council’s priorities for Calendar Years 2024-26 and beyond?

CITY COUNCIL GOALS AND OBJECTIVES
Preventing crime, including property crimes, like burglary, robbery and car theft Ensuring that children have safe places to play and safe routes to school Maintaining 911 emergency response and retaining/attracting well-trained police officers Keeping public areas safe and clean
Keeping Buena Park affordable for middle class and working people Helping maintain the City’s quality of life for local residents Addressing homelessness
Increase Locally Controlled Revenue Sources
Enhance Economic Development
Increase Staffing Levels and Retention
Increase Housing Supply
Improve Core Services
Upgrade Infrastructure

1.Increase Locally Controlled Revenue Sources
• Consider the following sources for increase:
o Special services (grants, user fees)
o Fees for residents / businesses (fees for services, Development Impact Fees, etc.) • Introduce and/or investigate new Enterprise Fund opportunities. • Consider locally controlled revenue sources.
• Apply for grant funding that advances Key Focus Areas and priorities. • Explore new revenue sources including:
o Water Enterprise Fund
o Sewer Enterprise Fund

2.Enhance Economic Development
• Complete Beach Boulevard projects.
• Create special programs, events, and/or partnerships to support and grow local businesses. • Explore workforce development programming and/or partnerships. • Remediate blighted commercial corridors.

3.Increase Staffing Levels and Retention
• Conduct assessment to identify Police Department staffing needs by May 2024. • Conduct department-wide assessments to identify staffing needs by July 2024. • Create formal internship and mentorship program.
• Explore City-wide wellness program (supports attraction/retention). • Create DEI Initiative to support retention.

4.Increase Housing Supply
• Proactively re-zone properties to incentivize housing development by August 2024. • Reduce discretionary barriers to promote by-right housing by August 2024. • Evaluate existing development standards and processes to streamline housing production by December 2024. • Market Buena Park as a pro-housing City by March 2025.

5.Improve Core Services
• Prioritize and implement Parks and Recreation Master Plan. • Explore Technology:
o Research options for software programs to create efficiencies and enhance services to the public. o Create a Staff Technology User Group.

6.Upgrade Infrastructure
• Consider creating special infrastructure fund by June 2025. • Prioritize and implement Active Transportation Plan (ATP) by December 2024.

IMPLEMENTATION
Once approved by the City Council, the Goals and Objectives will be used as a roadmap to guide the City Manager and staff over the next three years. Staff will add these goals to the Master Schedule, incorporate into the City’s FY 2024-25 Budget and work plan, and will begin working on the next priorities of the City Council, all while funding sources are identified. Staff may also incorporate these goals into Policy Issues brought before the City Council for review during the next budget review cycle.

In addition, it is important for staff to focus on these established City Council priorities given staff limitations. Specifically, staff requests Council concurrence with the attached Policy Statement No. 49 - "Guiding Principles for Strategic Goals, Objectives, and Priorities". In summary, Policy Statement No. 49 indicates the need to focus on initiatives identified here for Attachments
Reso Strategic Plan 2024-26 Reso.pdf
Attachment No. 1 - City Council Goal and Objective Graphic Att 2.pdf Reso Strategic Plan 2024-26 AR Goals and Objectives Att 3.pdf Reso Strategic Plan 2024-26 AR Interview Results Summary - City Council Goal Setting and Team Building Workshop Att 1.pdf
Reso Strategic Plan 2024-26 AR Policy Statement No. 49 - City Council Goal Setting and Team Building Workshop Att 2.pdf
the benefit of the City and the community, while evaluating changing demands through future agenda items, new ideas, projects, or objectives.

Those guiding principles generally include:
• Review of current goals and objectives.
• Consider new ideas/projects.
• Evaluate interest among all City Council Members in the new ideas/projects. • Assess relative importance of any new ideas/projects which a majority of the City Council desires to pursue in light of the current goals and objectives.
• Offer direction to the City Manager as to any changes in the list or priority order of the goals and objectives.

BUDGET IMPACT
There is no budget impact in receiving this report. Funding for some objectives have been incorporated in the FY 2023-24 adopted budget; however, those that need additional resources will be brought back to the City Council for final appropriation and approval once the costs have been determined.

RESOLUTION NO. ______

A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF

BUENA PARK, CALIFORNIA APPROVING NEW CITY COUNCIL

PRIORITIES AND AUTHORIZING THE IMPLEMENTATION OF

THE CITY COUNCIL GOALS AND OBJECTIVES FOR
CALENDAR YEARS 2024-2026

WHEREAS, the City of Buena Park ha s endorsed the development of strategic goals, objectives, and priorities and engaged all City Council Members, the City Manager, the Executive Team, and the general public in presenting ideas relevant to strategic plan development; and

WHEREAS, the strategic plan is a mechanism which incorporates the City’s Goals and Objectives into one actionable document and will be used to assist in the creation of the Annual FY Budget; and,

WHEREAS, one workshop was held to provide the City Council, City Manager, and the Executive Management team the opportunity to look back and look forward; to collectively focus on the interests and needs of the community; to reset and refresh; and to help set the strategic direction of this great City; and

WHEREAS, the theme of the workshop was, “Alignment and Working Together”; and

WHEREAS, the City’s strengths, challenges, key focus areas, and goals, along with the City Council’s visions for the future were critically examined to facilitate identifying goals and objectives that reflect the collective Key Focus Areas of the City; and

WHEREAS, the City Council identified six key focus areas, which are:

1. Increase Locally Controlled Revenue Sources

2. Enhance Economic Development

3. Increase Staffing Levels and Retention

4. Increase Housing Supply

5. Improve Core Services

6. Upgrade Infrastructure

WHEREAS, the Strategic Plan will guide financial, operational, and policy decisions starting now and through to December 2026, with oversight by the City Council; and,

WHEREAS, the City Council will periodically review the status of the current goals and objectives and recognize progress in achieving the plan.

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

Section 1. 2024-2026 City Council Goals and Objectives as documented in Attachment No.1 to this Resolution is hereby approved on January 9, 2024.

RESOLUTION NO. _______

Page 2 ends

PASSED AND ADOPTED this 9th day of January 2024 by the following called vote:

AYES: COUNCILMEMBERS:

NOES: COUNCILMEMBERS:

ABSENT: COUNCILMEMBERS:

ABSTAIN: COUNCILMEMBERS:

_______________________________________
Mayor
ATTEST:

_______________________________
City Clerk

I, Adria M. Jimenez, MMC, 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 9
th day of January 2024.

______________________________________
City Clerk

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CITY COUNCIL WORKSHOP SUMMARY:

CITY OF BUENA PARK 1

Facilitation, Training, & Consulting Services

City of Buena Park
City Council
Goal Setting & Team Building Workshop Summary
Tuesday, November 28, 2023

Workshop Summary created by Facilitator: Lisa Gordon

City of Buena Park Mission Statement: The City of Buena Park is dedicated to providing superior, responsive services that improve and enhance the community and its quality of life.

City of Buena Park Core Values:

• Excellence
• Commitment
• Teamwork
• Communication
• Integrity
• Respect
• Equity

Preliminary Key Focus Areas

1. Increase Locally Controlled Revenue Sources

2. Enhance Economic Development

3. Increase Staffing Levels and Retention

4. Increase Housing Supply

5. Improve Core Services

6. Upgrade Infrastructure

CITY COUNCIL WORKSHOP SUMMARY:

CITY OF BUENA PARK 2

Preliminary Key Focus Areas and Proposed Goals

1. Increase Locally Controlled Revenues

• Consider the following sources for increase:
o Special services (grants, user fees)
o Fees for residents / businesses (fees for services, Development Impact Fees)
• Introduce and/or investigate new Enterprise Fund opportunities. • Consider locally controlled revenue sources.
• Apply for grant funding that advances Key Focus Areas and priorities. • Explore new revenue sources including:
o Water Enterprise Fund
o Sewer Enterprise Fund

2. Enhance Economic Development

• Complete Beach Boulevard projects.
• Create special programs, events, and/or partnerships to support and grow local businesses.
• Explore workforce development programming and/or partnerships. • Remediate blighted commercial corridors.

3. Increase Staffing Levels and Retention

• Conduct assessment to identify Police Department staffing needs by May 2024. • Conduct department-wide assessments to identify staffing needs by July 2024. • Create formal internship and mentorship program.
• Explore city-wide wellness program (supports attraction/retention). • Create DEI Initiative to support retention.

4. Increase Housing Supply

• Proactively re-zone properties to incentivize housing development by August 2024.
• Reduce discretionary barriers to promote by-right housing by August 2024.

CITY COUNCIL WORKSHOP SUMMARY:

CITY OF BUENA PARK 3

• Evaluate existing development standards and processes to streamline housing production by December 2024.
• Market Buena Park as a pro-housing City by March 2025.

5. Improve Core Services

• Prioritize and implement Parks and Recreation Master Plan by December 2025. • Technology:
o Research options for software programs to create efficiencies and enhance services to the public.
o Create a Staff Technology User Group.

6. Upgrade Infrastructure

• Consider creating a special infrastructure fund by June 2025. • Prioritize and implement Active Transportation Plan by December 2024.

Rules of Engagement
(For consideration and adoption at a future Council Meeting)

Rules of Engagement: A set of operating principles to guide conduct, communication, and relationships as the City Council fulfills its duties. Rules of Engagement are created to set standards of excellence and best practices for governance, decision-making, communication, and interaction. Rules of Engagement can also be extended and adopted for an entire organization to guide conduct internally and beyond the organization (community, stakeholders, and general public). Rules of Engagement are:

• Clear expectations and accountability on how you will conduct yourselves. • Best practices in decision-making, communication, collaboration, and governance.
• How you will guide your behavior with each other.
• How you will work together and work with others.

City Council may consider and decide to adopt any of the following Rules of Engagement at a future Council Meeting:

CITY COUNCIL WORKSHOP SUMMARY:

CITY OF BUENA PARK 4

1. We will ensure our energies focus on our mission statement, goals, and principles.

2. We will work toward consensus. While valuing diverse, constructive opinions, we will respect and support the decisions of the group.

3. We will function as a team with a commitment to excellence. We will treat each other with trust, respect, and dignity, working together with openness, honesty, and integrity while fostering camaraderie and mutual support.

4. We will achieve our goals through knowledge-based decision making.

5. We will value diversity and the differences that bring unique and “other than our own” perspectives to our work, discussions, and decisions.

6. We will be innovative and progressive in a responsible manner.

Prepared by Facilitator: Lisa Gordon

City of Buena Park City Council Interview Questions and Results Summary

Page 1 of 5 ends

1 City of Buena Park City Council
Interview Questions and Results Summary
Goal Setting & Team Building Workshop

Strengths/Challenges/Key Focus Areas/Goals

1. Overall, what do you think are the current strengths or successes at the City of Buena Park?
• Financial position
• How community feels about City Hall / Feels “connected” • Serving the public with great community events
• Excellent community programs, services, and partnerships • Community is happy about how well City is operating
• Council is generally aligned and “rowing the boat” in same direction • Closely aligned on values
• Staff is mission-aligned with Council and focused on providing highest level of services for City – Makes being a Councilmember a joy! • City Manager is doing a great job!
• Wide range of perspectives on Council
• Staff is great / Great team and leadership!
• Great staff/employees
• Great camaraderie amongst staff and departments
• Educated and engaged constituency that is paying attention to Council’s efforts to achieve better things for the community
• Each department is functioning well and department leaders are willing to work with Council to further improve
• Community services events – Popular and successful!
• Uniqueness of entertainment corridor
• City Manager’s office is nimble and efficient
• Great place to work
• Small but mighty team/staff
• Staff works well together
• City Clerk’s Office / Most popular administrative passport office in Southern California
• Good community partners
• Community services programming
• Unique diversity of the City
• Economic development department is bringing more businesses into Buena Park
• City Manager’s ability to navigate between City Council • Best police department in County (responsive and responsible to community)
• “Cool” organizational culture that staff wants to be a part of Prepared by Facilitator: Lisa Gordon

City of Buena Park City Council Interview Questions and Results Summary

Page 2 of 5 ends

2 2. What do you think are the biggest challenges (or opportunities) the City of Buena Park faces over the next three years (2024-2026)?

• Funding the City with increased costs and expenditures • Ensuring successful development of parcels along Beach Blvd./ entertainment corridor
• Housing and Homelessness
• Staffing capacity issues are increasing time to provide City services / need to expand capacity in every department
• Learning to change with changing demographics and needs • Update software and outdated technologies (state-of-the-art, cutting- edge technologies and software)
• Being prepared for and/or “bracing” for the next recession • Traffic and traffic impacts on Beach Blvd.
• Ensuring local businesses succeed
• Climate: Increasing electrification and battery storage to support renewable energy and climate initiatives
• Homelessness (doing more with less / resources from state / impact on law enforcement, community services)
• Responding to possible economic downturn
• Building better infrastructure overall (planning, building, technologies) • Being more inclusive to reflect diverse and changing community (culture, disability, etc.)
• Meeting needs of generationally diverse City
• Lack of mental health and wellness culture (promote culture of wellness) • Affordable housing (workforce housing / new home ownership) • Increasing budget to do more community programming
• Ensuring sustainability and developing/implementing Climate Action Plan • Increasing revenue / revenue is stagnant
• Developing vacant properties to meet / match needs of community

Prepared by Facilitator: Lisa Gordon

City of Buena Park City Council Interview Questions and Results Summary

Page 3 of 5 ends

3 3. What Key Focus Areas or priorities do you think the City of Buena Park should focus on over the next three years (2024-2026)?

• Focus on Core Services: Focusing on improving and providing quality core services (streets, public safety, parks, community programming, water/sewer services)
• Staffing / Filling vacant positions and attracting/retaining staff • Housing: Increase opportunities for home ownership
• Economic Development: Increase and encourage local entrepreneurship and boost home ownership opportunities
• Improving public safety
• Improving infrastructure (preventative measures)
• Improve traffic conditions to get people where they want to go with less frustration
• DEI / Inclusion – showcase, enhance opportunities, and educate public about the rich diversity of the City
• Delivering on successful development of entertainment corridor • Increasing budget and reserves to support economic stability of the City • Investing in bike lanes
• Improving community services to meet needs of community • Police Department (invest to ensure sufficient staffing/investigative) • Social Wellbeing/Community Resilience – Connect people with each other and foster community resilience
• Creating programs for teens (park and recreation/amenities) • Building workforce in all departments to provide services • Infrastructure: More funding to support CIP projects; Explore long-term fiscal stability for infrastructure (high speed rail / water / new enterprise fund to become hydrogen fuel producer)
• Focusing on what the public, residents, and businesses really want

Prepared by Facilitator: Lisa Gordon

City of Buena Park City Council Interview Questions and Results Summary

Page 4 of 5 ends

4 4. In consideration of fiscal realities, what goals do you think should be created for the City of Buena Park to strive for over the next three years? (2024-2026)?

• Economic Development: Focus on attracting and retaining more businesses in the City
• Look for more ways to make Buena Park a more attractive place for housing development including streamlining the permit process and creating incentives, i.e., property tax breaks or other financial incentives for housing developers
• Accessible housing requirements for developers (accessibility) • Affordable housing for seniors
• Increase affordable housing supply
• Greener / more sustainable housing goals
• Take action to address affordability (workforce development, housing, school programs, higher paying job opportunities)
• Public Safety: Explore increase in staff to improve response time (specialized units to enhance public safety)
• Investment in technology/software upgrades to meet needs of the community, create more efficiencies, and protect the City’s interests • Boost affordable home ownership opportunities, and increase local entrepreneurship
• Increase level of service to address permitting issues and needs • Streamline and improve permitting process to ensure process is more business friendly and responsive to community needs
• Increase understanding / educate public on permit process • Tourism: Reassess current marketing to attract more visitors • Implement Climate Action Plan
• Infrastructure – Increase funding for water treatment facilities • Greener / more sustainable guidelines or standards in City to address environmental impacts
• Beautification and cleanliness of streets with a focus on specific areas (graffiti, trash, parks, etc.)
• Streetscaping projects for landscape enhancements
• Increase staffing to support beautification efforts across the City • Increase services for homeless to help them transition off the streets • Create more cultural events to educate public on rich diversity of City • Make government activities (townhalls/council meetings) more accessible to community (language/mobility/disability) to enhance participation
• Explore feasibility of creating hydrogen generation program for the City funded by hydrogen enterprise fund
• Repair streets in a more timely fashion
• Plan for children to live within walking distance of parks Prepared by Facilitator: Lisa Gordon

City of Buena Park City Council Interview Questions and Results Summary

Page 5 of 5 ends

5 5. If you could improve one thing about the City of Buena Park, what would it be?

• Have a bigger budget to do more!
• Raise the efficiency level of how the City operates, get to the next level, and be the leader.
• Address aging infrastructure
• Have more North and South streets
• Make all of Beach Boulevard more attractive
• Build new City Hall
• Enhance nightlife / Provide more things to do after 9:00 p.m. for young and dynamic community
• Increased improvement of the quality of life for the community

No: 49

BUENA PARK

CITY COUNCIL POLICY STATEMENT
RESPONSIBLE DEPARTMENT: CITY COUNCIL
CONTACT PERSON: CITY MANAGER
SUBJECT: GUIDING PRINCIPLES FOR STRATEGIC GOALS,

OBJECTIVES, AND PRIORITIES
The City Council establishes strategic goals, objectives, and priorities that benefit the City and community on a regular basis.

Recognizing the need to focus on their established goals, objectives, and priorities, and given the limitation of staff, resources, and time, the City Council establishes the following criteria for evaluating changing demands and any new ideas, projects, or objectives:

1. Review the status of current goals and objectives.

2. Evaluate interest among all City Council Members in the new ideas /projects.

3. Assess relative importance of any new ideas /projects which a majority of the City Council desires to pursue in light of the current goals and objectives.

4. Consider how any new ideas /projects relate to or align with the established goals and objectives.

5. Offer direction to the City Manager as to any changes in the list or priority order of the established goals and objectives.

Date of Council Meeting Approval:

City of Buena Park
City Council Regular Meeting Agenda Report

DISCUSS AND PROVIDE DIRECTION REGARDING A FUNDING APPLICATION FOR THE OCTA PROJECT V SHARED

RIDERSHIP PROGRAM
Meeting
Tuesday, January 9, 2024, 5:00 PM
Agenda Group
STUDY SESSION Item: 9A
Presented By
Mina Mikhael, P.E., Director of Public Works/City Engineer Prepared By
Mina Mikhael, Director of Public Works/City Engineer
Approved By
Aaron France, City Manager

DISCUSSION
At the City Council meeting on November 14, 2023, the City Council directed staff to begin working on an application to the Orange County Transportation Authority (OCTA) for Measure V funding for a community-based transit/circulator program in the Entertainment Corridor.

The OCTA Board approved a fifth round of M2 funding for Project V through the Comprehensive Transportation Funding Programs (CTFP), for which applications are due on January 25, 2024. Project V establishes a competitive program for local jurisdictions to develop local bus transit services such as community based circulators, shuttles, and bus trolleys that meet the needs in the areas not adequately served by regional transit. Projects will need to meet performance criteria for ridership, connection to bus and rail services, and financial viability to be considered for funding. All projects must be competitively bid, and they cannot duplicate or compete with existing transit services. Projects must meet productivity standards for continued funding and require a minimum local match of 10% for traditional services and a minimum local match of 50% for on-demand services. Strength of applications are scored based on the following scoring criteria: Financial Commitment, Operations Plan/Service Type, and Community Benefit.

Staff was approached by a company by the name of Circuit which provides shared ridership utilizing electric shuttles and vehicles. The intention of the services is to connect communities by complementing existing public transportation. Circuit operates three types of vehicles: a five passenger GEM vehicle engineered for local streets with speed limits under 35 mph; electric sedans; and 8-15 passenger electric vans. These vehicles are offered as an on-demand service that may be requested through their website or their mobile app. The service may be provided through the Project V funding if it qualifies and can present the need in Buena Park. Project V funding will apply to the service with a local match; however, if ridership demand is not met, Circuit's overages will be billed to the City. While Circuit's initial delineation of a successful route within the City covers Beach Boulevard through Koreatown and the Entertainment Corridor, the majority of streets are arterial streets with speed limits over 40 mph and would eliminate the GEM vehicle option.

Staff has worked with Curt Pringle and Associates (CP&A), as well as Townsend Public Affairs (TPA), to determine what a "right sized" application might look like for Buena Park. Unfortunately, staff has no idea how successful a pilot program in our community might be and the grant specifically details a match of 50% from the City. For example, if a $300,000 project application was submitted, a 50% match by the City in the amount of $150,000 would be required. CP&A is recommending an application in the $500,000 neighborhood, which, of course, would require a $250,000 match from the City. TPA and CP&A have been communicating on details of the application and are available to submit the application should Council wish to move forward.

If monies are awarded, the grant requires the City to engage in a competitive procurement process to establish a contract with Circuit, or a similar company, for this on-demand service.

City of Buena Park
City Council Regular Meeting Agenda Report

DISCUSS AND PROVIDE DIRECTION REGARDING A TRIP TO SISTER CITY IN SEONGBUK-GU, SOUTH KOREA Meeting
Tuesday, January 9, 2024, 5:00 PM
Agenda Group
STUDY SESSION Item: 9B
Presented By
Eddie Fenton, Assistant City Manager
Prepared By
Eddie Fenton, Assistant City Manager/Director of Human Resources Approved By
Aaron France, City Manager

DISCUSSION
In March 2023, the Buena Park Sister City Foundation hosted the delegation from Seongbuk-Gu. The delegation included high school students from Korea. The City welcomed the delegation and assisted with the coordination of the visit.

Staff has identified the dates of March 18 – 22, 2024, as the next potential trip for the delegation from Buena Park to Korea.

The delegation would include elected officials, City staff, Buena Park High School students, and members of the Buena Park Sister City Foundation, should the City Council approve the visit for the entire delegation. Currently, the City budgets $15,000 annually for the City Sister program. In the past, the visiting City is responsible for airfare to the host City. Once there, the host City typically provides all other accommodations for the delegation.

Staff also believes a trip to Seongbuk-Gu would provide an opportunity for the City delegation to discuss new additions to Friendship Park (currently Smith-Murphy Park). The theme of Friendship Park could incorporate aspects of traditional Korean heritage based on previous discussion. Therefore, staff believes the trip could not only further progress the relationship between the two cities, but also provide an opportunity to receive input, and possibly a contribution by Seongbuk-Gu, as far as authentic features and displays being incorporated at the park.

Should the Council approve the trip, staff will need to mobilize quickly as students and chaperones will need to be identified, passports secured, etc.

City of Buena Park
City Council Regular Meeting Agenda Report

DISCUSS AND PROVIDE DIRECTION REGARDING MASTER CALENDAR REVIEW & CALENDARING OF FUTURE

STUDY SESSION ITEMS
Meeting
Tuesday, January 9, 2024, 5:00 PM
Agenda Group
STUDY SESSION Item: 9C
Presented By
Eddie Fenton, Assistant City Manager
Prepared By
Eddie Fenton, Assistant City Manager/Director of Human Resources Approved By
Aaron France, City Manager

DISCUSSION
At the November 14, 2023, City Council meeting, Mayor Brown requested a discussion regarding Study Session calendar items. The intent behind this request was to discuss and consider possibly limiting the number of Council Members’ requests on Staff resources and redirecting Staff’s time away from day-to-day operations in order to work on Council requests. In addition, staff is requesting that Council review the current items included on the Master Calendar to ensure they align with the newly adopted Priorities & Goals set forth at the recent Council Strategic Planning Workshop on November 28, 2023.

The City Council established City Council Protocols to provide an effective environment for the City Council to provide leadership. Section 6 provides guidelines and procedures related to City Council meetings.

Section 6.2.11 City Council Calendar specifically states:

Individual Council Members may request items to be placed on future agendas during the calendaring portion of the meeting without the need for a second or majority vote. Council Members may also request the scheduling of adjourned or special meetings during this portion of the meeting by majority vote.

This section allows all Council Members an opportunity to request specific agenda items for a future council meeting or to direct staff to research, explore, or make inquiry into a specific item of interest. A second or majority vote is not required.

However, there is currently no protocol in place to limit the number of items calendared for future discussion in order for staff to conduct the required research to bring these items back for City Council discussion and consideration. The below options are for City Council’s consideration to discuss alternative ways future agenda item requests can be made.

Option 1 – Require a second or majority vote in order for items to be added for future discussion.

Option 2 – Require no more than five (5) calendared items per Council Member at any time.

Option 3 – No change to the current City Council Calendar protocol.

Option 4 - Different direction from City Council on how items are added for future discussion.

At this time, there are 41 items currently listed on the Master Calendar that were scheduled by Council Members, with a few being calendared together with a Council colleague. Below is a breakdown of calendared items by each Council Member:

Mayor Sonne (3)
Mayor Pro Tem Ahn (4)
Council Member Brown (4)
Council Member Castañeda (30)
Council Member Traut (5)
As mentioned earlier in the report, staff is requesting that Council also review all items included on the Master Calendar to determine if each item aligns with the Goals & Priorities set forth for the next two years.

City of Buena Park
City Council Regular Meeting Agenda Report

DISCUSS AND PROVIDE DIRECTION IN CONSIDERATION OF CHANGING THE TITLE OF MAYOR PRO TEMPORE TO

VICE-MAYOR
Meeting
Tuesday, January 9, 2024, 5:00 PM
Agenda Group
STUDY SESSION Item: 9D
Presented By
Adria Jimenez, MMC, Director of Government and Community Relations/City Clerk
Prepared By
Adria Jimenez, City Clerk
Approved By
Aaron France, City Manager

DISCUSSION
The title "Mayor Pro Tempore" (Mayor Pro Tem) and "Vice-Mayor" are often used interchangeably in some places, although they can carry slightly different meanings or nuances depending on the specific local government organization.

Traditionally, Mayor Pro Tem is a position in local government that serves as a temporary substitute for the Mayor when they are absent or unable to perform their responsibilities. In Buena Park, the Mayor Pro Tem is selected from amongst the City Council Members and might preside over meetings or undertake ceremonial responsibilities in the Mayor's absence.

Vice-Mayor is a title that more explicitly denotes the deputy or second-in-command to the Mayor.

If the City Council wishes to change the Mayor Pro Tempore title to Vice-Mayor, the City Clerk and City Attorney recommend adopting a resolution at the next City Council Meeting of January 23, 2024, to formalize the change.

City of Buena Park
City Council Regular Meeting Agenda Report

DISCUSS AND PROVIDE DIRECTION REGARDING CITY COUNCIL APPOINTMENTS TO OTHER AGENCY BOARDS AND

COMMITTEES
Meeting
Tuesday, January 9, 2024, 5:00 PM
Agenda Group
STUDY SESSION Item: 9E
Presented By
Adria Jimenez, MMC, Director of Government and Community Relations/City Clerk
Prepared By
Adria Jimenez, City Clerk
Approved By
Aaron France, City Manager
Attachments
City Council Protocols 2023 8.pdf
Other Agency Boards.pdf

DISCUSSION
In January of each year, the City Council reviews the list of other agency boards and committees (Att. 1) and assigns one representative and one alternate representative from the City Council in accordance with City Council Protocol 5.5 (Att. 2).

Other agencies include (in no particular order):

Per the by-laws of the the Orange County Housing Finance Trust Board and the Bridges at Kraemer Place Community Advisory Board, the Mayor of each participating City is the automatic board representative.

The City Clerk is requesting the City Council make the necessary appointments.

Orange County Power Authority
Santa Ana River Flood Protection Agency
Orange County Fire Authority
Orange County Sanitation District

5 | P a g e

5.2 Commission & Committee Appointments
Pursuant to the Buena Park Municipal Code, commissioners are directly appointed by each district Council Member. (revised 6/13/23)

5.3 Contact with Commissions & Committees
Commission and committee members are encouraged to communicate with and provide updates to their district Council Members on items before the commission/committee.
(added 06/13/23)

5.4 Commission & Committee Attendance Report and Agenda Items The commission/committee staff liaison is responsible for maintaining a monthly attendance report. Attendance Reports, Agenda items, including presentations, should be uploaded to the City’s Dropbox for City Council’s information. File will be maintained in Dropbox for two years.
(added 06/13/23)

5.5 Appointments to Outside Committees
Council Members are requested to serve on various boards and committees for outside agencies. Annually, the Mayor shall review the list of current assignments and make recommendations for appointments. Any Council Member desiring to serve on a certain committee (or who desires not to be considered) should inform the Mayor. These appointments are subject to approval by the majority of Council, unless otherwise governed.

For other regional committees, each Council Member may seek appointment without the need for approval of Council. Those desiring to be nominated by the City’s voting delegate shall inform the delegate in advance. Staff is encouraged to seek the input and advice of those Council Members with subject matter expertise based on these outside committee assignments. (Rev. 1/26/16)

5.6 Appointments to Ad Hoc and Standing Committees
The Mayor shall make recommendations for appointments to ad hoc (temporary) or standing (continual) committees. These appointments are subject to the approval by the majority of Council. Council Members appointed to ad hoc committees are expected to evaluate a particular issue and report their findings, conclusions, or recommendations to the full body. Staff may be assigned by the City Manager to work directly with ad hoc committee members without the one- hour restriction of Section 7.4. (Added 1/26/16)

2024 City Council Inter-Government Committees, Subcommittee Assignments, and Ad Hoc Committees BOARD

APPOINTEE/

ALTERNATE TERM FREQ MEETS STIPEND LOCATION
Orange County Power Authority 1 yr. 1 per mo. 2nd Tuesday $212.50 Meetings held via Zoom Santa Ana River Flood Protection Agency (SARFPA) 1 yr. 1 per mo. 4th Thursday N/A 601 N. Ross Street, Santa Ana, CA 90701 Orange County Fire Authority 1 yr. 1 per mo. 4th Thursday $100 1 Fire Authority Road, Irvine, CA 92602 Orange County Sanitation District 1 yr. 1 per mo. 4th Wednesday $213 OCSD Office: 10844 Ellis Avenue, Fountain Valley, CA
92708; PH: (714) 593-7433
OC Mosquito and Vector Control District (OCMVCD) 2 yrs. 1 per mo. 3rd Thursday $100 13003 Garden Grove Blvd., Garden Grove, CA 92843 Orange County Housing Finance Trust Board Mayor 1 yr.
1 mtg.
bimonthly3rd Wednesday of every other monthN/A
County of Orange Administration North – Multi-Purpose
Room, 1st Floor - 400 W. Civic Center Drive, Santa Ana, Ca 92701
Bridges at Kraemer Place Community Advisory Board Mayor 1 yr. 1 mtg.
quarterly
4th Wednesday of
every quarter N/A
City of Anaheim - West Tower, 201 S. Anaheim Blvd.,
10th Floor, Large Conference Room, Anaheim

City of Buena Park
City Council Regular Meeting Agenda Report

DISCUSS AND PROVIDE DIRECTION REGARDING CITY COUNCIL APPOINTMENTS AS LIAISONS TO CITY

COMMISSIONS AND APPOINTMENTS TO CITY COUNCIL AD HOC COMMITTEES Meeting
Tuesday, January 9, 2024, 5:00 PM
Agenda Group
STUDY SESSION Item: 9F
Presented By
Adria Jimenez, MMC, Director of Government and Community Relations/City Clerk
Prepared By
Adria Jimenez, City Clerk
Approved By
Aaron France, City Manager

DISCUSSION
Per City Council Policy Statement No. 28 (Att. 1), the City Council must assign one Council Member to each of the City's Commissions to serve as a liaison. The liaison's role is to:

The process for assigning liaisons is as follows:

In addition, there are five active City Council Ad Hoc Committees comprised of two members each (less than a quorum) of the City Council to work with staff on specific subjects, and report back to the City Council for either direction or information. It would be appropriate for the City Council to appoint two members to serve on the following ad hoc committees:

Attend Commission meetings on a periodic basis (approximately one-third of the meetings). Attendance would be primarily for observation purposes with limited or no participation.

Assist in keeping the City Council fully informed of commission/committee activities.

Ensure that the activities of the commission/committee align with the City Council's goals and objectives.

Confer with the City Council if questions arise as to duties, responsibility, functionality, or authority.

Participate in the application and appointment process for new commission/committee appointments or renewals.

Liaisons shall serve for a one-year period.

Liaisons are selected by randomized drawing prepared by the City Clerk. Each individual Council Member will select one name of a City commission/committee that has been placed on a piece of paper, folded, and placed in a container.

Council Members unable to serve as a Liaison for their selected commission/committee may switch with another Council Member, if both parties agree and are willing.

Deferred Compensation Advisory
Local Hiring Program
The Myrna Holmquist Communications Scholarship Review
Education Committee
Attachments
Policy No 28 City Council Liaisons to City Commissions-Committees.pdf Council Liaisons.pdf
Council Ad Hoc.pdf
The City Clerk is requesting the City Council make the necessary appointments.

DEI Consultant Review Committee
No: 28

Date of Council Meeting Approval: 07/09/19

CITY COUNCIL POLICY STATEMENT

RESPONSIBLE DEPARTMENT: CITY COUNCIL

CONTACT PERSON CITY CLERK

SUBJECT: CITY COUNCIL LIAISONS TO CITY

COMMISSIONS/COMMITTEES

It is the desire of the City Council to assign one Council Member to each City commission/committee to serve as the liaison.

The role of the liaison is to:

 Attend commission/committee meetings on a periodic basis (approximately one-third of the meetings). Attendance would be primarily for observation purposes with limited or no participation.
 Assist in keeping the City Council fully informed of commission/committee activities.  Ensure that the activities of the commission/committee align with the City Council’s goals and objectives.
 Confer with the City Council if questions arise as to duty, responsibility, functionality, or authority.
 Participate in the application and appointment process for new commission/committee appointments and renewals.

The process for assigning liaisons is as follows:

 Liaisons shall serve for a one-year period.
 Liaisons are selected by randomized drawing prepared by the City Clerk. Each individual Council Member will select one name of a City commission/committee that has been placed on a piece of paper, folded, and placed in a container.  Council Members unable to serve as the Liaison for their selected commission/committee may switch with another Council Member, if both parties agree and are willing.
2024 City Council Inter-Government Committees, Subcommittee Assignments, and Ad Hoc Committees BOARD

APPOINTEE/

ALTERNATE TERM FREQ MEETS STIPEND LOCATION

COMMISSION LIAISONS
(PURSUANT TO CITY COUNCIL POLICY NO. 28)
Climate Action Commission 1 yr. 1/month 1st Tuesday Council Chamber at 6:30 p.m.

Community Development Block Grant 1 yr. As needed When called Council Chamber at 6:00 p.m.

Cultural Engagement 1 yr. 1/month 3rd Wednesday Council Chamber at 6:00 p.m.

Disaster Council 1 yr. As Needed As Needed
Navigation Center Oversight Commission 1 yr. 1/month
3rd Wednesday
Quarterly Council Chamber at 10:00 a.m.

Community Services 1 yr. 1/month 3rd Thursday Council Chamber at 6:00 p.m.

Planning 1 yr. 2/month
2nd & 4th
Wednesday Council Chamber at 6:30 p.m.

Traffic and Transportation 1 yr.

Jan., May,
Aug., Nov.1st Thursday Council Chamber at 6:30 p.m.
2024 City Council Ad Hoc Committees
BOARD

APPOINTEE/

ALTERNATE TERM FREQ MEETS STIPEND LOCATION

CITY COUNCIL AD HOC COMMITTEES
Deferred Compensation Advisory 1 yr. TBD
Meets as
necessary N/A
Local Hiring Program 1 yr. TBD
Meets as
necessary N/A
Myrna Holmquist Communications Scholarship Review 1 yr. TBD Meets as
necessary N/A
Education Committee 1 yr. TBD
Meets as
necessary N/A
DEI Consultant Review Committee 1 yr. TBD
Meets as
necessary N/A

Buena Park City CouncilJanuary 9, 2024

Buena Park City Council
January 9, 2024